Village of Cimarron Strategic Plan

The Village of Cimarron Strategic Plan

2008 ‐ 2018

The Village of Cimarron:A community living, working, and learning together.

High Plains Regional Education Cooperative … Dedicated to Educational Excellence

The Village of Cimarron Strategic Plan June 2008

The following professionals were involved in the development of the

Village of Cimarron Strategic Plan:

Anderson, Linda Enloe, Yvonne Jenner, Duane Martinez, Angie Archuleta, Donna Esparza, Luis Johnson, Janie Martinez, Anthony Arguello, Carlos Esparza, Robert Johnson, Jim Martinez, Flora Arguello, Esther Falkner, Gavin Johnson, Louise Martinez, Gloria Behrendsen, Katherine Falkner, Stephanie Kessler, Kaye Martinez, Letitia Behrendsen, Paul Fowler, Bruce Kirkpatrick, Alan Martinez, Margie Bennett, Sherry Gallaway, Keith Kirkpatrick, Nancy Martinez, Mary Jane Birmley, Bob Gallaway, Lois Jean Knight, Steve Martinez, Tim Birmley, Eunice Gallegos, James Kutz, Valerie McBrayer, Nancy Bouillon, Dan Garcia, Ashley Lamm, Gene Montoya, Corky Boyce, Steve Garcia, Jane LeDoux, Betty Morgan, Lisa Boyce, Tracy Garcia, Steven LeDoux, Ernie Mundever, Gary Brown, Betty Garrison, Cam LeDoux, Judy Nazelrod, Dennis Bryant, Katie Garrison, Connie Longenbaugh, Pat Nixon, Elisabeth Bugrons, Bruno Gary, Matthew Lopez, Bonnie O’Brien, Yvonne Campbell, Chris Gary, Pamela Lopez, Ernie O’Neill, Shelley Cardenas, Nick Gaytan, Rey Lopez, Sherrill O’Neill, Tim Carter, Eddie Giglia, Loretta Jeffers, Gayanne Palmer, Doug Carter, Renie Gildhouse, B Jenner, Duane Pattison, Buell Casper, Francie Gorules, Andrew Johnson, Janie Pavletich, Linda Chambers, Randy Gray, Brian Johnson, Jim Pendergraft, Donalu Chavez, Cathy Gray, Dana Johnson, Louise Pere, Rick Clark, John Gruver, Amber Kessler, Kaye Raught, Edith Coca, Lorrie Gurule, Carol Kirkpatrick, Alan Riley, Joan Coca, Rudy Gurule, Daniel Kirkpatrick, Nancy Robb, Rusty Coker, Kenneth Hampton, Lisa Knight, Steve Romero, Marlene Coker, Thelma Hampton, RW Kutz, Valerie Sana, Paul Coulter, Sue Harper, Valerie Force Lamm, Gene Sanchez, Denise Cruz, Dolores Hazle, Shirley LeDoux, Betty Sanchez, Julie Cruz, Joseph Heck, Lore LeDoux, Ernie Sanders, Bud Dale, Shirley Heck, Tom LeDoux, Judy Sanders, Deborah Davis, Kirk Holmgren, John Longenbaugh, Pat Saunders, Randy Davis, Linda Holt, Ethel Lopez, Bonnie Schwartz, Jimmy DiBuono, Nancy Holt, Red Lopez, Ernie Serna, Michelle Duran, Arthur Ingram, Barbara Lopez, Sherrill Serna, Thomas Duran, Jo Jeffers, Gayanne Martin, Mary Sinclair, Jana

High Plains Regional Education Cooperative … Dedicated to Educational Excellence

Sitzberger, Cindy Sitzberger, Ed Sitzberger, Jean Sitzberger, Karl Sitzberger, Sandy Smith, Corky Smith, Roger Smith, Sharon Smith, Todd Stafford, Julia Taylor, Robin Valenzuela, Kim Varela, Mary Veit, Kathy Velasquez, Genevieve Vigil, Mike Vigil, Mindy Villa, Dolores Wolf, Sherry Zimmer, Shari Zimmer, Stephen

Contents Introduction ....................................................................................................................................... 1

The Village of Cimarron: A Look at the Past ............................................................................................. 2

The Village Today ...................................................................................................................................... 3

The Process of Strategic Planning .............................................................................................................. 4

Identifying a Lead Organization .............................................................................................................. 4

Identifying a Sterring Committee ............................................................................................................ 5

Timeline of Events ................................................................................................................................... 7

Community Meetings .......................................................................................................................... 8

The SWOP ................................................................................................................................................ 8

Results for the Village of Cimarron SWOP ............................................................................................ 10

The Great Poster Shuffle ....................................................................................................................... 15

Developing Our Values .......................................................................................................................... 20

Developing a Vision ............................................................................................................................... 20

Goal Setting .......................................................................................................................................... 21

Phase 2: Implementation ................................................................................................................... 24

Phase 3: Evaluation ................................................................................................................................. 26

In Closing ................................................................................................................................................... 30

Appendix A: SMART™ Goals ................................................................................................................... 31

Works Cited .............................................................................................................................................. 72

Village of Cimarron Strategic Plan

High Plains Regional Education Cooperative ... Dedicated to Educational Excellence 1

Introduction

“Healthy communities require constant attention and nurturing. Communities become what they are based on choices people make over a long period of time. They are shaped by the decisions they make or fail to make. Some are made with knowledge about their impacts, but others are not. Some lead to unanticipated outcomes. But, the lack of a decision also has consequences. Strategic Planning is a useful tool for any community that wishes to change and grow” (USDA Rural Development, Office of Community Development, 1998).

The Village of Cimarron wishes to grow and continue to build on its strengths and heritage. In January 2007, the Village took the first steps in thinking about a strategic plan and the process for change by creating a vision of what they wanted their community to be like in the future. This work was continued in October of 2007, where community members agreed to implement the three phases of community development as identified by the United States Department of Agriculture (USDA), Rural Development, Office of Community Development.

1. Strategic planning, 2. Implementation, and 3. Evaluation.

Strategic planning looks at the big picture and helps communities decide what is important. During implementation, communities engage in activities which will get you where you want to be. After completing these activities, you will evaluate them to see how well they worked. Improvements in the strategic plan will be based on lessons learned (USDA Rural Development, Office of Community Development, 1998). The strategic plan for the Village of Cimarron provides a road map for specific actions to enhance not only economic development, but the quality of life for its members. This plan identifies the actions required, the individuals or groups responsible for each action, a time frame for completion for each action, benchmarks for progress reporting, and a community member dedicated to supporting the team as they strive to accomplish their goals, ensuring that the Village of Cimarron continues to thrive. Over 250 community members participated in the development of this strategic plan through community meetings, a Strength, Weaknesses, Opportunities, and Problems (SWOP) Analysis, and goal setting teams. Influential to the creation of the strategic plan were the members of the Cimarron Chamber of Commerce: Mayor Linda Pavletich; Brian Gray, President; Deborah Sanders, Vice President; Tracy Boyce, Past President; and Yvonne Enloe, Chamber member, who picked up the work from January 2007 and refocused the work setting a timeline of March 2008 for the first phase to be completed.



I. The Village of Cimarron: A Look at the Past Cimarron is located on U.S. Highway 64, 38 miles southwest of Raton, the seat of Colfax County. Cimarron was settled in 1841 with the filing of the Beaubien and Mirant Grant. Lucien B. Maxwell, a hunter and trapper came to New Mexico from Illinois in 1849, and settled on the land granted to Carols Beaubien, a French trapper, and Guadalupe Miranda of Taos. Maxwell married Beaubien’s daughter and in 1864 brought out the remaining heirs. The subsequent Maxwell Land Grant once covered not only western Colfax County, but also parts of Southern Colorado, eastern Taos County, and all of Union County, embracing a total of 1.7 million acres. This made it the largest single land holding in the Western Hemisphere. In 1867 gold was discovered on Maxwell’s ranch near Baldy Mountain, this lead to an influx of prospectors and miners moving into the area (Southwest Planning & Marketing, 1998). In the 1860’s and 1870’s, Cimarron was the principle stopping place for travelers on the mountain branch of the Santa Fe Trail. The Santa Fe Trail consisted of two main branches: the original route called the Mountain Branch, which passed through Cimarron, and the Cimarron Cutoff, named for the town near Dodge City, Kansas. The route of the Mountain Branch follows present‐day I‐25 over Raton Pass (along the railroad tracks) and parallels Hwy 64 to Cimarron, crossing in front of the Visitor Center and across the Cimarron River to Old Town. The two branches met at Fort Union, 90 miles south of Cimarron. This fort offered protection for travelers along the trail. In the early 1920s, Waite Phillips, of the Phillips 66 Oil Company, began purchasing large tracts of land west and south of Cimarron. By the mid‐1930s he had acquired over 300,000 acres and named the ranch Philmont. About 1940, he donated half the land to the Boy Scouts of America to be used as a working ranch, as well as a high adventure base for Scouts. The headquarters of the Ranch is located four miles south of Cimarron on SR 21 and houses the Philmont Museum and Seton Library, which also serves as Philmont’s Visitor Center. Nearby is the magnificent Villa Philmonte, built by Phillips in the late 1920s; tours may be arranged at the Philmont Museum. Eleven miles south of Cimarron on SR 21 lies the site of Rayado and a reconstruction of Kit Carson’s hacienda. Carson and Maxwell initially chose to settle along Rayado Creek in the late 1840s and helped man an army post there attached to Fort Union. In the mid‐1850s, they decided that the site of present‐day Cimarron was a better location to start a town, probably because the Cimarron River was more reliable than the Rayado. Carson’s hacienda is open from early June through mid‐August and rests on property owned by Philmont Scout Ranch. An historic chapel sits across the road in a stand of trees. Traces of the Santa Fe Trail can still be seen nearby. One mile north of town along Hwy 64 is a sign noting where the Trail crossed the highway from north to south. Pull off just beyond the sign facing northbound traffic and look to the right (south). A gentle swale about 30 yards wide and a foot deep filled with an abundance of sunflower stalks indicates the path where several wagons rode abreast. As you drive south leaving Philmont Headquarters and begin to veer left,



climbing a steep hill, look to your left about 30 yards beyond the highway and you will see a series of ruts where wagons descended the hill. About 13 miles south of Cimarron on SR 21, the road takes a sharp left turn just before a closed gate that opens onto a dirt road. After following SR 21 to the left (east) a few hundred yards, the road slightly slopes down. At the bottom of this gentle dip, stop and look to the right (south). Erosion in the distance indicates trail ruts where wagons had to follow in single or double file through the narrow gap between the hills (and parallel to the dirt road on the right). In 1880, the railroad arrived in Santa Fe, relegating the Santa Fe Trail to history. In 1906, a railroad spur arrived in Cimarron; following the Santa Fe Trail from Raton down Hwy 64 and continuing 15 miles further west to the small town of Ute Park. Portions of the old rail bed can still be seen beside the highway in the canyon; the rails and cars were sold around 1940 during the war. The station of the St. Louis, Rocky Mountain, and Pacific Railroad was located about 100 yards east of the Cimarron Visitor Center. A large influx of people followed the arrival of the railroad and most of the stores along Ninth Street on the north side of the park date from 1906‐1910; this area north of the river is referred to as New Town. Because newcomers preferred to live near the source of their livelihood (the railroad), Old Town remained undisturbed and looks pretty much the same as it did 150 years ago when Maxwell first settled and governed this territory (Cimarron New Mexico, Heart of the West). II. The Village Today The population Cimarron fluctuates between 800 – 1,000 people. According to the population trends identified by the U.S. Census Bureau, Cimarron had 774 inhabitants in 1990, 917 in 2000, and it is estimated that 855 people will live in the village in 2006 (U.S. Census Bureau). During the summer, the population of Cimarron increases dramatically, due to the influx of Boy Scouts coming to Philmont Scout Ranch. It is estimated that 30,000 participants from across the U.S. and around the world pass through Cimarron annually. According to the 2000 Census Bureau, 473 of the 917 residents were male and 444 were female. There were 917 households, with an average of 2.40 persons per household. Cimarron is rich in is culture and diversity, 58.9% of community members are of Hispanic or Latino descent. The Village has 449 housing units, of which 382 (85.1%) are occupied. Of the occupied units, 296 (77.5%) are owner occupied and 86 (22.5%) are rentals. In 1999, the medium household income was $27,875.00, and the medium family income $30,677.00, and the per capita income $14, 248.00. Approximately 21% of the community lives below the poverty level. Of all people age 25 years and over, 75.9% have a high school degree or higher and 16.9% have a Bachelor’s degree or higher. Cimarron‘s economy is based on three major industries: ranching, tourism, and Philmont Scout Ranch. When the other industries are healthy, they support local construction, retail, and service industries. Retirement is also becoming important to the local economy.



III. The Process of Strategic Planning

A strategic plan lays out the blueprint for change within a community. It takes a community from a pie‐in‐the‐sky vision to specific actions … once your community has decided to prepare a strategic plan, here are some steps to help you get started: identify a lead organization, form a steering committee, involve all kinds of people, obtain resources, establish the process, and develop a planning timetable” (USDA Rural Development, Office of Community Development, 1998)

Identify a Lead Organization Following the guidelines established by the USDA Rural Development, Office of Community Development, the Cimarron Chamber of Commerce sought and identified a lead organization, contracting with High Plains Regional Education Cooperative in Raton, New Mexico to facilitate the strategic planning process. High Plains Regional Education Cooperative (HPREC) located in Raton, NM and is one of nine regional education cooperatives in New Mexico. HPREC is responsible for providing regional education services to eight school districts in Colfax, Union, and Harding counties. Using efficient delivery strategies, HPREC saves school districts dollars by using a cooperative system of sharing services and programs. HPREC provides two types of services. First, HPREC provides services that are best managed on a regional basis, either because they are too costly for an individual district to support, or because resources within a single district are limited. Thus, HPREC provides quality professional development, support, and services to member districts that may otherwise be cost prohibitive. Secondly, HPREC offers professional development, program coordination, and services to other agencies, districts, and the New Mexico Public Education Department, which secures additional funding to support ongoing quality services to member districts. High Plains utilized the research on effective strategic planning for rural communities to guide their work with the Village of Cimarron. A Guide to Strategic Planning for Rural Communities (USDA Rural Development, Office of Community Development, 1998) identified not only three phases of strategic planning, but seven steps for success:

1. Develop a Mission, Vision, and Values to guide your work. 2. Assess the community. 3. Analyze resources. 4. Rank problems and opportunities. 5. Determine short and long term goals. 6. Select Strategies. 7. Implement and evaluate the plan.



HPREC agreed to facilitate the process through step six. After step six it is HPRECs goal that capacity would have been built within the community to complete the last and most important steps in the process. Identify a Steering Committee To build a foundation of community members who would be able to support and move the strategic plan forward, a steering committee was nominated and invited to participate in the process. The following 12 community members were nominated by their peers and are seen as established members and leaders within the community and representing the diverse population of the village: Steve Boyce, Nick Cardenas, Eddie Carter, Thelma Coker, Kirk Davis, Louise Johnson, Ernie LeDoux, Ernie Lopez, Julia Stafford, Genevieve Velasquez, Sherry Wolf, and Stephen Zimmer. The steering committee’s role in the strategic plan was to recruit and guide community members to participate in the process. The Cimarron Chamber of Commerce members 2008/2009 also joined the steering committee to continue building on their previous work and to continue to support the initiative: Mayor Linda Pavletich, Yvonne Enloe, (President), Nancy McBrayer, (Vice President), Brian Gray, (Past President), Sharon Smith, (Secretary), Ed Sitzberger, (Treasurer), Letitia Martinez, (member), Deborah Sanders, (member), Tracy Boyce, (member), and Shelly O’Neill, (member). The steering committee was charged with completing the following five tasks:

i. Review the strategic planning process, ii. Identify resources, iii. Establish a process, iv. Develop a planning timetable, and v. Develop a mission statement for our work.

The steering committee developed a mission statement to guide their work. This mission statement articulates a clear statement of purpose that was developed collaboratively by those who must carry it out, creating cohesiveness, commitment, and understanding of the task at hand, and giving meaning to their work. Through consensus, that was defined as “all points of view have been heard, listened to, honored, and respected. The will of the group becomes evident, even to those who most oppose it” (DuFour, 2006), the steering committee developed the following mission statement: Our mission is to motivate the community by leading the planning process. We do this by enabling all citizens to express their ideas, then prioritize, and execute measurable goals. We do this so that all citizens in and around Cimarron are heard and inspired to participate so our village will thrive. With the mission statement published, the steering committee had articulated the essential aim of the strategic plan and their role in a concise and memorable way their goal was to involve as many people as possible in the planning process. The committee was aware that similar initiatives had failed in the past and there was a considerable amount of skepticism from



community members as to follow through. The steering committee agreed to hold a series of community meetings where all members of the community could actively participate in the process, where different points of view would be heard and valued. The steering committee also agreed to meet before each community meeting to be trained in the activities that community members would be participating in to ensure success. The steering committee actively participated in mini‐professional development meetings where topics such as the role of the facilitator, dealing with disruptors, running effective meetings, etc., were discussed. The steering committee met a total of seven times. From the very beginning, all members of the steering committee agreed that for the strategic plan to have support, it was imperative to get as many people involved in the process as possible. To ensure community participation a communications committee was established. This committee was responsible for publicizing the meetings through flyers, public service announcements, community mailings, utilizing the school phone system, and collaborating with the two local newspapers. A tentative timeline for all activities was developed (See table 1). The steering committee recognized the urgency in completing this work in a timely manner, so the hard work of implementation could begin.



Table 1: Timeline of Events

Month Activity Location Estimated # of participants

December Steering Committee Meeting Philmont Training Center 25

January Steering Committee Meeting Philmont Training Center 25

February Steering Committee Meeting Philmont Training Center 25

February Community Meeting Cimarron High School (HS) Cafeteria 100

February The Great Poster Shuffle: SWOP Analysis Cimarron HS Cafeteria to coincide with basketball game.

Cimarron Middle School to coincide with Village Council forum.

Senior Citizen Center.

200

March Steering Committee Meeting Philmont Training Center 25

March Community Meeting Cimarron High School (HS) Cafeteria 100



April Steering Committee Meeting – Celebration and Next Steps

Express UU Bar Ranch 25



Community Meetings “Community means different things to different people. To some it is a safe haven where survival is assured through mutual cooperation. To others, it is a place of emotional support, with deep sharing and bonding with close friends. Some see community as an intense crucible for personal growth. For others, it is simply a place to pioneer their dreams” (McLaughlin, 1994).

The purpose of the community meetings was twofold: bring the community together to articulate their likes and frustrations, ensuring all voices are heard and people feel valued, and at the same time build a network of community members dedicated to fulfill the implementation of the strategic plan. Three community meetings were held in the village. Each of these meetings focused on a specific step in strategic planning. The SWOP The first community meeting was held February 19, 2008. The purpose of this meeting was to complete a SWOP on the village and to develop values to guide the rest of our work (see figure 1). A SWOP Analysis is a strategic planning tool used to evaluate the Strengths, Weaknesses, Opportunities, and Problems involved in a project or in a business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective.

Figure 1: SWOP Analysis



The Village of Cimarron’s SWOP produced 16 charts with 439 statements from the community identifying strengths, weaknesses, opportunities, and problems (see table 2). Each statement was read aloud and added to an Excel spreadsheet. Any repetitive statement was deleted from the spreadsheet, leaving 127 weaknesses, opportunities, and problem statements, and 32 strengths. The 127 statements identified as weaknesses, opportunities, and threats were grouped into five emerging themes:

• Beautification, • Tourism, • Community Services, • Health and Education, and • Infrastructure

When all statements were grouped into a theme, any repetitive statement was deleted. This left 72 statements in 5 categories:

• Beautification ‐ 11 statements • Tourism ‐ 6 statements • Community Services – 21 statements • Health and Education – 23 statements • Infrastructure – 11 statements



Table 2: Results from the Village of Cimarron SWOP

Opportunities Beautification of parks and create public facilities at park beautification Opportunities Build bike and walking tours and trails to Philmont and Cimarron Canyon beautification

Opportunities Build town trails and sidewalk/tours beautification Opportunities Utilize Cimarron river for river walk and retention pond for fishing beautification Opportunities Lack of a community calendar community services Opportunities Build upon historical recognition and education community services Opportunities Develop community youth activities, involvement, and projects community services Opportunities Implement learning work ethic seminars for HS students community services Opportunities Increase child care opportunities community services Opportunities Build a visitor center, community center with swimming pool economic growth

Opportunities Create a Northern NM coalition for the arts economic growth Opportunities Develop a community theme economic growth Opportunities Develop and/or expand forest products industry economic growth Opportunities Develop shopping and business area economic growth Opportunities Develop the art community economic growth Opportunities Explore flight for life pad economic growth Opportunities Greater displaying, educating, and sharing of arts and trades economic growth Opportunities Increase the number and quality of restaurants economic growth Opportunities Increase workforce and create job fair economic growth Opportunities Utilize grant writer, grants, and other funding under used economic growth Opportunities Utilize natural resources such as bio mass, wind energy, lumber, public parks economic growth Opportunities Become a fire wise community health and environment Opportunities Develop recycling program health and environment Opportunities Involve and engage retirees, newcomers, and local talent health and environment Opportunities Promote healthy lifestyle health and environment Opportunities Increase technology usage, develop community website and/or blogs technology Opportunities Develop a history museum tourism



Opportunities Increase tourist signs and activities throughout the village tourism Opportunities Increase and advertise recreational tourism tourism Opportunities Increase tourism access tourism Opportunities Make available bike rentals at chamber tourism Opportunities Slow traffic through town to increase tourism tourism Opportunities Implement a mural beautification project beautification Opportunities Initiate dumpster painting project beautification Problems Eliminate graffiti beautification Problems Remove dirt piles at ball park beautification Problems Absence of community center and large meeting space community services Problems Develop after school activities for youth community services Problems Implement career planning service community services Problems Increase opportunity for vocational and skill trade education community services Problems Lack of community involvement community services Problems Lack of medical care access community services Problems Lack of professional services; plumbers doctors community services Problems Reduce teen pregnancy community services Problems Residents tend to resist change community services Problems Unmet senior citizens needs community services Problems Create job corps/board economic growth Problems Limited job opportunities economic growth Problems Locate and fund a grant writer economic growth Problems Need for urban renewal economic growth Problems Weak labor pool economic growth Problems Develop recycling center health and environment Problems Drugs and alcohol abuse health and environment Problems City streets, sewer, water, and infrastructure are in disrepair and lack funding infrastructure

Problems Decrease sewer smell in village infrastructure Problems Fund more dumpsters infrastructure



Problems Increase cohesion of governing groups (village & school) infrastructure Problems Land‐locked (no growth) infrastructure Problems Make transfer station accessible infrastructure Problems Minimal political involvement in state government/Santa Fe infrastructure Problems Pave more village streets infrastructure problems Revisit and strengthen zoning and architectural standards infrastructure Problems Unusable land and ditch on sides of highway infrastructure Problems Utilize economic development resources infrastructure Problems Poor cell phone and internet coverage technology Problems Create opportunities for tourist traffic to stop tourism Strength Community size Strength Core values Strength Deep family roots Strength Good school system Strength Helpfulness of neighbors Strength Open mindness Strength Support of our youth Strengths Churches Strengths Civic organizations Strengths Climate Strengths Diversity and Culture Strengths Easy parking for shopping Strengths Educated population Strengths History Strengths Limited traffic Strengths Located on major highway Strengths Location Strengths Low taxes Strengths Minimal crime



Strengths No large franchise or chains Strengths No stop lights Strengths Not too many bars Strengths NRA Strengths People are friendly Strengths Personal business relations Strengths Philmont Strengths Police department, health clinic, and library Strengths Recreation Strengths Retirement community Strengths Sense of safety Strengths Support of sports Strengths Tourism Strengths Volunteers Weaknesses Appearance of village buildings and businesses beautification Weaknesses Appearance of Village of hall building/library/clinic beautification Weaknesses Cemetery beautification beautification Weaknesses Lack of pride in ownership beautification Weaknesses Trash issues beautification Weaknesses Weed abatement beautification Weaknesses Drug problems community services Weaknesses Lack of animal control community services Weaknesses Lack of communication with out lying areas and the village community services Weaknesses Lack of community unity community services Weaknesses lack of higher education resources community services Weaknesses Limited activities for youth, adults, and seniors community services Weaknesses Limited day care community services Weaknesses Minimal public communication and news community services Weaknesses Resistance to change community services Weaknesses Depressed economy economic growth



Weaknesses High transportation cost and limited airport access economic growth Weaknesses Lack of businesses and retainment of businesses economic growth Weaknesses Lack of local promotion economic growth Weaknesses Limited job market economic growth Weaknesses Need auto shop to fix flat tires economic growth Weaknesses Weak economics: business and personal economic growth Weaknesses Lack of infrastructure e.g., roads, sewers infrastructure Weaknesses Lack of vision and follow through infrastructure Weaknesses Limited access to housing infrastructure Weaknesses Limited medical resources infrastructure Weaknesses Divisiveness of old and new residents misc. Weaknesses Voluntary segregation misc.



The Great Poster Shuffle The information gathered from the SWOP then needed to be prioritized and ranked by members of the community. The information was rated on two factors: the severity (seriousness of the problem) and magnitude (number of people affected). A value was assigned also assigned to each problem, ranging from 1 (low) to 5 (high). Posters were created for community members to provide feedback using a multivoting process. The process was called “The Great Poster Shuffle”. Multivoting is a method for narrowing down and prioritizing list of ideas when there are too many ideas to decide which ones to focus on (Conzemius, 2002). Colored sticky dots are used to identify which concept or idea people favor most by placing their dot next to the concept or idea. After all the dots are distributed, the list is refined by eliminating any items that received no votes at all or only a few votes (Conzemius, 2002). The posters were posted three times in two days to provide the community with multiple opportunities to be heard. The posters were displayed at the Village Council Forum at Cimarron Middle School, the Cimarron High School Gymnasium during a home basketball game, and the Cimarron Senior Citizens Center. The posters contained 72 total items and each community member was able to select 6 primary priorities. For each item selected, each community member was able to vote twice once on the priority not a priority to high priority and on affects none to affects all (see table 3). A total of 110 community members participated in the Great Poster Shuffle.



Table 3: The Great Poster Shuffle Results

SWOP Comments Category # ofvotes Severity Magnitude Total

Opportunities Implement learning work ethic seminars for HS students

community services17 0 0 0

Opportunities Lack of a community calendar community services 13 0 0 0Opportunities Create a Northern NM coalition for the arts economic growth 22 0 0 0Opportunities Develop a community theme economic growth 21 0 0 0Opportunities Increase the number and quality of restaurants economic growth 14 0 0 0Opportunities Become a fire wise community health and 5 0 0 0Opportunities Involve and engage retirees, newcomers, and

local talent health and environment

2 0 0 0 Opportunities Promote healthy lifestyle health and environment 1 0 0 0Opportunities Develop shopping and business area economic growth 19 1 1 1Opportunities Explore flight for life pad economic growth 17 1 1 1Opportunities Develop a history museum tourism 5 1 1 1Opportunities Increase technology usage, develop community

website and/or blogs community services

14 2 2 4 Opportunities Develop and/or expand forest products industry economic growth 20 2 2 4Opportunities Increase and advertise recreational tourism tourism 3 3 2 6Opportunities Make available bike rentals at chamber tourism 2 4 2 8Opportunities Increase workforce and create job fair/job

corps/job boards/Implement career planning service

economic growth

13 3 3 9 Opportunities Utilize natural resources such as bio mass, wind

energy, lumber, public parks economic growth

7 3 3 9 Opportunities Beautification of parks and create public facilities

at park beautification

3 5 3 15



Opportunities Build town trails and sidewalk/tours beautification 5 5 3 15Opportunities Greater displaying, educating, and sharing of arts

and trades economic growth

16 5 3 15 Opportunities Slow traffic through town to increase tourism tourism 1 9 3 27Opportunities Increase child care opportunities community services 16 6 5 30Opportunities Develop the art community economic growth 18 6 5 30Opportunities Increase tourist signs and activities throughout

the village tourism

4 9 4 36 Opportunities Utilize Cimarron river for river walk and

retention pond for fishing beautification

11 13 10 130 Opportunities Build upon historical recognition and education community services 21 12 11 132Opportunities Build bike and walking tours and trails to

Philmont and Cimarron Canyon beautification

4 17 15 255 Opportunities Build a visitor center, community center with

swimming pool economic growth

23 29 22 638 Opportunities Utilize grant writer, grants, and other funding

under used economic growth

8 35 31 1085 Opportunities Develop community activities, involvement, and

projects for youth, adults, and seniors community services

20 38 31 1178 Opportunities Initiate dumpster painting project beautification 9 1 1 1Opportunities Implement a mural beautification project beautification 8 6 7 42Problems Residents tend to resist change community services 2 1 1 1Problems Land‐locked (no growth) infrastructure 8 1 1 1Problems Unusable land and ditch on sides of highway infrastructure 1 1 1 1Problems Eliminate graffiti beautification 7 2 1 2problems Revisit and strengthen zoning and architectural

standards infrastructure

2 3 2 6



Problems Lack of community center and large meeting space

community services10 4 2 8

Problems Reduce teen pregnancy community services 3 4 2 8Problems Lack of community involvement/unity community services 9 3 3 9Problems Utilize economic development resources economic growth 9 3 3 9Problems Remove dirt piles at ball park beautification 10 4 4 16Problems Minimal political involvement in state

government/Santa Fe infrastructure

4 5 4 20 Problems Increase cohesion of governing groups (village &

school) infrastructure

10 7 5 35 Problems Make transfer station accessible infrastructure 5 10 7 70Problems Lack of professional services (plumbers, doctors) community services 6 15 9 135Problems Develop recycling center health and environment 4 13 12 156Problems Unmet senior citizens needs community services 1 15 12 180Problems Increase opportunity for vocational and skill trade

education community services

15 18 13 234 Problems Create opportunities for tourist traffic to stop tourism 6 18 16 288Problems Lack of medical care access community services 7 24 22 528Problems Poor cell phone and internet coverage infrastructure 3 30 27 810Problems City streets, sewer, water, dumpsters, and

infrastructure are in disrepair and lack funding infrastructure

11 72 63 4536 Problems Drugs and alcohol abuse health and environment 3 99 85 8415Weaknesses Weed abatement beautification 0Weaknesses Divisiveness of old and new residents community services 19 0 0 0Weaknesses High transportation cost and limited airport

access economic growth

15 0 0 0 Weaknesses Lack of local promotion economic growth 11 0 0 0Weaknesses Lack of communication with out lying areas and

the village community services

11 2 2 4



Weaknesses lack of higher education resources community services 8 2 2 4Weaknesses Minimal public communication and news community services 4 2 2 4Weaknesses Weak economics: business and personal economic growth 6 3 3 9Weaknesses Limited access to housing infrastructure 7 3 3 9Weaknesses Lack of vision and follow through infrastructure 9 5 3 15Weaknesses Limited day care community services 5 3 6 18Weaknesses Limited job market economic growth 10 11 8 88Weaknesses Appearance of village buildings and businesses beautification 1 12 8 96Weaknesses Lack of businesses and retainment of businesses economic growth 12 12 10 120Weaknesses Limited medical resources infrastructure 6 19 15 285Weaknesses Cemetery beautification beautification 6 26 15 390Weaknesses Appearance of Village of hall

building/library/clinic beautification

2 26 20 520 Weaknesses Lack of animal control community services 12 34 30 1020



Developing Our Values “Open your arms to change, but don't let go of your values”, Dali Lama, 1935.

After looking at our brutal facts from The Great Poster Shuffle, the second activity of the first meeting was to developing values to guide the work of the strategic plan. Champy said in 1995, “Values are the link between emotion and behavior, the connection between what we feel and what we do … Values are our moral navigational devices” (Champy, 1995).

Core values are different than beliefs, although the two words are often used interchangeable. There is a practical difference; beliefs are an expression of what we believe to be true. Core values are absolute commitments that translate directly into behaviors. The ultimate success of our collective efforts will rest on the degree to which we can agree upon and act in accordance with shared values and beliefs. Therefore, if we want to build shared responsibility in our community, we need to make our values and beliefs a reality. The following are the core values that were collaboratively developed for the Village of Cimarron using a brainstorming and multivoting process: Our core values are the cornerstone of our Village. They provide the foundation for our vision and are the guiding force for our decisions and actions. Our core values define who we are. We value:

• All community members • Community commitment through individual involvement • Our history and culture • All points of view with respect • Consensus building • Integrity and perseverance • Leadership • Learning from the past • Fiscal responsibility

Developing a Vision

“If you don’t know where you are going, any road will get you there”, the Cheshire Cat in Alice in Wonderland (Carroll, 1946).

The second community meeting focused on developing a vision for the communities work. The community was given the task of creating a vision statement that is concrete, has observable and detectable qualities, focuses on ends not means, communicated the what, not how, is achievable and compelling, manifests our values so that as the



community lives its values and accomplishes it goals, this is what we will see as a result of our work together. Vision is the manifestation of our stated values, the actualization of a common mission. When groups create their vision, it helps them to start with their mission and values statements. The vision is the best possible future that can be created by successfully accomplishing the mission in a way that is consistent with one’s values and beliefs (Conzemius, 2002). The following is the collective vision statement created by the Village of Cimarron. We envision a community where:

• Fiscal responsibility is achieved through a plan that secures and executes funding. • Community pride is shown through a clean and inviting environment. • All members of the community are accountable and involved. • Our history and multi‐cultural heritage are honored and shared.

Goal Setting

“The rationale for any strategy for building a learning organization revolves around the premise that such organizations will produce dramatically different results”, (Senge, 1994).

The third community meeting focused on setting SMART™ Goals for the community based on data from the SWOP/Great Poster Shuffle. This meeting involved revisiting the Top Twenty identified concerns from the Great Poster Shuffle and narrowing the communities focus to five short term and five long term goals (see table 4).

Table 4

Village of Cimarron Top 20 Concerns by Category

Create opportunities for tourist traffic to stop

Repair city streets, sewer, water, dumpsters, and infrastructure that are in disrepair and lack funding

Address poor cell phone and internet coverage

Address limited medical resources

Address the drug and alcohol abuse in the village

Develop recycling center

Utilize grant writer, grants, and other funding under used

Build a visitor center, community center with swimming pool

Address the lack of businesses and retainment of businesses

Develop community activities, involvement, and projects for youth, adults, and seniors



Develop a plan for animal control

Address the lack of medical care access

Increase opportunity for vocational and skill trade education

Address unmet senior citizens needs

Address the lack of professional services (plumbers, doctors)

Build upon historical recognition and education

Clean up the appearance of Village Hall building/library/clinic

Develop a cemetery beautification initiative

Build bike and walking tours and trails to Philmont and Cimarron Canyon

Utilize Cimarron river for river walk and retention pond for fishing The task that evening was to rank each of the top 20 areas identified in the Great Poster Shuffle in the likelihood of success, how much benefit the village will get or any other additional factors deemed important. Differences in opinion and lack of resources meant that some highly ranked problems or opportunities were left out of the strategic plan in the short run, these issues may be included in later updates of the plan. Using the multivoting process, the Village of Cimarron identified 11 areas of focus that they believed as a community they could create goals and develop action plans around to make these goals a reality for the village (see table 5).

Table: 5 Village of Cimarron Short and Long Term Goal Areas of Focus

1. Create opportunities for tourist traffic to stop.

2. City streets, sewer, water, dumpsters, and infrastructure are in disrepair and lack funding.

3. Drugs and alcohol abuse.

4. Develop recycling center.

5. Utilize grant writer, grants, and other funding under used.

6. Lack of businesses and retainment of businesses .

7. Develop community activities, involvement, and projects for youth, adults, and seniors.

8. Lack of animal control.

9. Increase opportunity for vocational and skill trade education.

10. Lack of professional services (plumbers, doctors).

11. Build bike and walking tours and trails to Philmont and Cimarron Canyon. The next task for the community was to commit to a focus area that they could not only support but would implement. Once community members had committed to an area and formed a working committee, the working committees task was to complete a goal planning tool utilizing the SMART Goal™ format by Cozemius and O’Neill (see appendix A). SMART



Goals™ provide focus and define exactly what the “future state” looks like and how it will be measured. Smart Goals™ are based on the following acronym:

S Strategic and specific: Asks the questions who, what, where?

M Measurable: How will our goal be measured?

A Attainable: Is the goal realistic in achievement, but yet challenging?

R Results Oriented: Is this goal consistent with other goals we have established (e.g., connections to district wide improvement goals) and does this fit in our long‐range plans or targets?

T Time‐bound: Is the goal trackable and allows for monitoring of progress. This is crucial because there are times when we need to change course and move in a new direction from what our data all telling us.

These SMART Goals™ planning tools were carbon copied with one copy staying with the team lead, a second copy going to the Chamber of Commerce, and the third copy going to HPREC.


Phase 2: Implementation Leaders commit to learning and move the community through the stages of change, creating conditions that value learning as both an individual and a community. Leading in a culture of change means creating a culture (not just a structure) of change. It does not mean adopting innovations, one after another; it does mean producing the capacity to seek, critically assess, and selectively incorporate new ideas and practices‐‐all the time, inside and outside the Organization (Fullan, 2001).

No strategic plan is complete just because it gets written. The hard work of implementation comes next. Implementation may be the most difficult but most important phase in the community development process. It is in this phase that the planned for resources can be lost, partnerships can become either close or distant, projects are started and then managed, and results become visible. Experience show that successful communities to the following:

• Start with a smaller project that has a high chance of success, • Manage their resources wisely and get the most value for every dollar, • Act responsibly so their supporters have confidence in the community’s

ability to deliver the promised results, • Keep citizens informed and constantly involved, • Set benchmarks to measure how well they are doing, • Evaluate progress regularly and publicly, • Change their plans when conditions change or new opportunities arise,

always keeping in sight the long‐term vision, • Use every opportunity to learn from experience, and • Celebrate successes publicly (USDA Rural Development, Office of Community

Development, 1998). To ensure continued success of the implementation of the strategic plan, the steering committee established a monthly communication timeline for reporting to the Village Council and the Chamber of Office. Steering committee members volunteered to be a support contact for each goal team. In this new role, steering committee members are charged with the dual responsibility of supporting teams and gently pressuring them to continue to move forward and complete their goals. Steering committee members contact the team lead monthly, brainstorm challenges, offer support and encouragement, and remind them to fill out and turn in the monthly progress report (see table 6) which are turned into Mayor Pavletich. These forms are then reported out on at the Village Council meetings and Chamber meetings.


Table: 6 Village of Cimarron Strategic Planning Team: Monthly Goal Setting Update

Team: Team Lead:

Contact Information:

Date Form is Completed and Submitted:

Goal

Celebrations: Describe any progress made on achieving the goal/s including updates from meetings, etc

Challenges: List any barriers or unforeseen challenges to achieving the goal/s. Here you may also request assistance from others to help you achieve your goal.


Phase 3: Evaluation We need to measure, not count (Drucker, 1993) A strategic plan is never really finished. It will change as the community’s needs, resources and priorties change. The first version of this strategic plan is expected to change over time as the village learns from its experiences and improves from them. This strategic plan is to be thought of as a work in progress, a living document that will change to reflect the community. Constant evaluation is needed to assist the village in seeing how well the community is doing, to help understand the benefits and impacts of certain activities, make decisions based on better information, and to celebrate the accomplishments of a community united. At the forefront of Phase 3: Evaluation are four questions to guide the work of the village:

1. How will members of the community be kept involved and informed? 2. How will the community report on annual basis? 3. How and when will the community review and update the strategic plan? 4. How will the community evaluate its process, outputs, and outcomes? (USDA Rural

Development, Office of Community Development, 1998) The initial work of the strategic plan generated a lot of enthusiasm in the village; the challenge is to keep the enthusiasm and momentum going. To keep community members involved and informed the village has established a number of strategies to continue to involve as many community members as possible:

• Report on the progress of working committees using their monthly update charts to celebrate success, brainstorm challenges, and ask for guidance and support, to the Chamber of Commerce and the Village Council.

• Collate the monthly update reports and report on progress quarterly to the Village Council and Chamber of Commerce.

• Publish upcoming events and celebrations of completed goals in the Village newsletter and on the Chamber web‐site.

• Publish all events on the Chamber of Commerce websites events calendar. Ideally, strategic plans are to be reviewed within an annual review cycle and no more than two per year should be held (USDA Rural Development, Office of Community Development, 1998). The Village of Cimarron’s’ strategic plan will be reviewed in September 2008 by a small committee and publicly shared in October 2008, and again in February 2009, by a committee and shared publicly in March 2009. Each review will ask and answer the following questions: “How is the community doing?” and “How well are the plans’ being carried out?” This review will provide the opportunity for community members to consider unexpected circumstances and scan the environment for new problems and/or opportunities. The review process committee will involve the Mayor, members of the Chamber of Commerce, the Village of Cimarron steering Committee, working committee team leads, and invited


members of the community. The review may identify things that need to be changed in the strategic plan (USDA Rural Development, Office of Community Development, 1998). It is essential that the village evaluate the process, outputs, and outcomes of the strategic plan. When reviewing the strategic plan, it is essential that as a community we stop and look at what went right or wrong, learn why it happened and try to prevent similar problems in the future. To assist community members in this process the following chart (see table 7) is to be utilized in the review process. This Continuing Evaluation tool will assist the village in refining and improving their plan.


Team: Date:

Team Lead: Goal:

Recorder:

Process: 1. Did people complete their tasks on time?

Process: 2. What changes are needed in how we carry out our plan?

Process: 3. How can we do it better?

Table 7: Continuing Evaluation


Outputs : 1. How much of what we planned to do have we actually accomplished?

Outcomes: 1. How successful have we been in tackling the long‐term problems identified in our community?


In Closing In Spanish, Cimarron means “wild and unruly”, harking back to the historical turbulence of this vibrant rural community where the pioneer spirit brought the famous and infamous alike. Western legends such as Kit Carson, Black Jack Ketchum, Charles Kennedy, Clay Allison, and Will James all added flair and exhilaration to the area’s rich history. Today, Cimarron may be tamer, but the pioneer spirit lives within a community where the value of working together still lives and thrives. The development of the strategic plan is the first step in revitalizing and re‐energizing the community. Guiding the work of the strategic plan are the village’s mission, vision, values, and goals. The village of Cimarron is able to articulate who they are, what they believe in, what they value, and what they are willing to fight for. As Henry Ford once said, “Coming together is a beginning. Keeping together is progress. Working together is success.” This strategic plan is one step in the direction of success that the Village of Cimarron is committed to … the Village of Cimarron ‐ a community living, learning, and working together. Mission: Our mission is to motivate the community by leading the planning process. We do this by enabling all citizens to express their ideas, then prioritize, and execute measurable goals. We do this so that all citizens in and around Cimarron are heard and inspired to participate so our village will thrive. Values: Our core values are the cornerstone of our Village. They provide the foundation for our vision and are the guiding force for our decisions and actions. Our core values define who we are. We value:

• All community members • Community commitment through individual involvement • Our history and culture • All points of view with respect • Consensus building • Integrity and perseverance • Leadership • Learning from the past • Fiscal responsibility

Vision: We envision a community where:

• Fiscal responsibility is achieved through a plan that secures and executes funding. • Community pride is shown through a clean and inviting environment. • All members of the community are accountable and involved. • Our history and multi‐cultural heritage are honored and shared.


APPENDIX A


SMART Goals™ for the Village of Cimarron

Area of Concern: Lack of businesses and retainment of business

Short‐Term Goal (Can be accomplished within six months to three years)

X Long‐Term Goal (Can be accomplished within three to ten years)

Team Name: Business Boosters Team Lead: Name: Sherry Wolf

Email Address:

Contact Phone Number: 505.376.2133

Team Members:

Tracy Boyce [email protected] 505.376.9040

Lora Johnson

Karl Sitzberger [email protected] 505.376.2139

Cindy Sitzberger [email protected] 505.376.2139

1. Specific Goal Based on the mission, visions, and values of the Village of Cimarron, choose a specific a goal that is short‐term or long‐term. State a specific goal you would like to accomplish in a clear, objective statement. Increase the amount of commercial businesses by 10%, based on 2008 licenses registered with the chamber of commerce, within 10 years.

Infrastructure Improvement Team


2. Measurable How will you be able to identify when the goal has been met? How will you know if and when the goal is accomplished? How will you know that you are making progress? What are your benchmarks? If the goal is to initiate a cemetery beautification project, we might measure it by simply whether or not the clean‐up events happen. You may want to establish a specific number of times a year it will happen?

1. Annually review business licenses issued and compare to baseline data. 2. Evaluate retention rate versus new licenses.

3. Attainable This is a very realistic goal, but it will be very challenging.

4. Relevant The goal should be worth pursuing in order to commit our valuable time and energy. Is this goal relevant to our mission, vision, and values? What would be the downside of not accomplishing it? Are we willing to commit to this goal? The goal is relevant to the mission, vision, and values created by the community. The downside of not accomplishing this goal is now growth and decreased GRT. 5. Time Specific What is the time table to complete the goal? Break it down into specific action items with deadlines? List the most important action items or steps, along with who is responsible, resources, and timelines to have them accomplished. Tasks/Action Steps (What Will Be Done?)

Responsibilities (Who Will Do It?)

Resources (Funding/Time/People/ Materials)

Timeline (Date task is to be initiated)

Timeline (Date of completion)

1. Review, analyze and quantify the business licenses currently issued.

Tracy and Sherry Get list from village April 2008 May 2008

2.

Determine types of business we would like to attract and/or increase.

All Time and people May 2008 June 2008


3. Meet with Chamber and present findings and ideas.

All Time and people

4.

Survey current businesses

Strategies for Community Involvement: 1. Create a social event in conjunction with Chamber to promote our goal.

Progress Reporting to Village and Chamber (Who will be responsible?) Sherry Wolf Next Meeting: Purpose: Review licenses. Time: Date: April Location:

Next Meeting: Purpose: Determine types of business to attract Time: Date: May Location:

Next Meeting: Purpose: Meet with Chamber. Time: Date: Location:


Area of Concern: Sewer and Water lines



Team Name: Infrastructure Improvement Team Team Lead: Name: Todd Smith

Email Address: [email protected]


Team Members:

Judy LeDoux [email protected] 575.376.2644 (h) 575.447.2644 (c)

Joseph Cruz [email protected] 575.376.2164 (h) 575.447.4184 (c)

Buell Pattison 575.376.1006

Nick Cardenas [email protected] 575.447.9909

1. Specific Goal Based on the mission, visions, and values of the Village of Cimarron, choose a specific a goal that is short‐term or long‐term. State a specific goal you would like to accomplish in a clear, objective statement. Replace sewer and water lines Within the next two years (2010) work will begin to replace the sewer and water lines in the Village of Cimarron as identified by the needs assessment survey and prioritized needs. Work will be completed by 2013, with the identified water and sewer lines being replaced.



1. 2 years – start work 2. 5 years complete

3. Attainable Yes.

4. Relevant The goal should be worth pursuing in order to commit our valuable time and energy. Is this goal relevant to our mission, vision, and values? What would be the downside of not accomplishing it? Are we willing to commit to this goal? Yes. Downside to this is negative morale, and is not cost effective due to the repeated repairs to containers the way we are presently. 5. Time Specific What is the time table to complete the goal? Break it down into specific action items with deadlines? List the most important action items or steps, along with who is responsible, resources, and timelines to have them accomplished. Tasks/Action Steps (What Will Be Done?)





1. Survey of Village to identify areas of need.

Village maintenance personnel and contract engineer.

Survey of Village to identify areas of need.

Village maintenance personnel and

Survey of Village to identify areas


The group will keep up dated on progress by email/telephone etc. The next meeting will be pending review of the groups’ calendars.

contract engineer.

of need.

2.

Prioritize areas of need. Village council with input from survey data.


Prioritize areas of need.

Strategies for Community Involvement: 1. Keep the community informed as to what we are trying to accomplish.

Progress Reporting to Village and Chamber (Who will be responsible?) Todd Smith Next Meeting: Purpose: Time: 6:00 pm Date: Friday April 11, 2008 Location: St James

Next Meeting: Purpose: Time: Date: Location:



Area of Concern: Recycling X Short‐Term Goal (Can be accomplished within six months to three years)

• Long‐Term Goal (Can be accomplished within three to ten years)

Team Name: Living Green Team Lead: Name: Lore Heck



Team Members:

Sharon Smith [email protected] 505.376.2652

Vicky Harper Harperbvesbcglobal.net 505.643.6059

Mark Anderson [email protected] 575.376.2737

Pat Longenbaugh [email protected] 505.376.2896

1. Specific Goal Based on the mission, visions, and values of the Village of Cimarron, choose a specific a goal that is short‐term or long‐term. State a specific goal you would like to accomplish in a clear, objective statement. By the end of 2009 the Village of Cimarron will have established a recycling process that includes community education, a list of approved items for collection, designated sites for collection within the village, and an identified destination for the collected items.



1. Destination will be located and a delivery system process established for two collectable items. 2. For each destination a containment site will be created. 3. Educational events have been presented.

3. Attainable Very realistic. Yes – achievable by definitely challenging. 4. Relevant The goal should be worth pursuing in order to commit our valuable time and energy. Is this goal relevant to our mission, vision, and values? What would be the downside of not accomplishing it? Are we willing to commit to this goal? Yes. The downside of not accomplishing this goal is that nothing changes. Cimarron does not progress in beautification an awareness of it contribution to the greater good. 5. Time Specific What is the time table to complete the goal? Break it down into specific action items with deadlines? List the most important action items or steps, along with who is responsible, resources, and timelines to have them accomplished. Tasks/Action Steps (What Will Be Done?)





1.


2.

3.

Strategies for Community Involvement: 1. Volunteer pool 2. Schools, merchants, Philmont, Village, Senior Citizens, General population, Neighbors.

Progress Reporting to Village and Chamber (Who will be responsible?) Team as a whole Next Meeting: Purpose: Identify action steps and task – 10 steps. Time: 5:30 pm Date: third week of April Location:




Area of Concern: Drug and Alcohol abuse X Short‐Term Goal (Can be accomplished within six months to three years)


Team Name: Six Angry Women (SAW) Team Lead: Name: Dee Dee Sanchez



Team Members:

Letitia Martinez [email protected] 505.376.9229

Nancy DiBuono [email protected] 505.376.1008

Yvonne Enloe [email protected] 505.376.2001

Betty Palmer [email protected] 505.376.2647

Anne Cardenas 505.376.2529

1. Specific Goal Based on the mission, visions, and values of the Village of Cimarron, choose a specific a goal that is short‐term or long‐term. State a specific goal you would like to accomplish in a clear, objective statement. Short Term: Educate Long Term: Eliminate Within two years (2010) the Village of Cimarron will:

• Implement the D.A.R.E program in collaboration with Law enforcement to educate students as to the dangers of drug and alcohol abuse to raise awareness in all students by 100%.

• Develop a confidential reporting system for drug activity in the village to decrease drug and alcohol activity by 40%.


Within the 10 years (2018) drug and alcohol abuse in the Village of Cimarron will be lowered by 80%.


1. In one year we will see a decrease in drug and alcohol activity in the village(May 2009)

3. Attainable Yes

4. Relevant The goal should be worth pursuing in order to commit our valuable time and energy. Is this goal relevant to our mission, vision, and values? What would be the downside of not accomplishing it? Are we willing to commit to this goal? Yes 5. Time Specific What is the time table to complete the goal? Break it down into specific action items with deadlines? List the most important action items or steps, along with who is responsible, resources, and timelines to have them accomplished. Tasks/Action Steps (What Will Be Done?)





1. Set Up. Meeting with law enforcement and school officials.

Nancy DiBuono: Local Schools Betty : County and state

March 28, 2008

April 05, 2008

2. Meet with Law enforcement and school All of the committee April 15, 2008 May 30.


officials. 2008.

3.

Strategies for Community Involvement: 1. Neighborhood watch. 2. Town Hall meeting.

Progress Reporting to Village and Chamber (Who will be responsible?) Yvonne Enloe and Dee Dee Sanchez Next Meeting: Purpose: Plan meeting with Law enforcement and School officials. Time: 5:30 pm Date: April 07, 2008 Location: School Library




Area of Concern: Increase opportunity for vocational and skill trade ed. • Short‐Term Goal (Can be accomplished within six months to three years)


Team Name: Voc Ed Team – SMART Team Team Lead: Name: James Gallegos



Team Members:

Bonnie Lopez Box 242 505.376.2147

Gavin Falkner [email protected] 505.376.1015

Dan Bouillion [email protected] 505.377.9478

Sharon Smith [email protected] 505.376.2652

1. Specific Goal Based on the mission, visions, and values of the Village of Cimarron, choose a specific a goal that is short‐term or long‐term. State a specific goal you would like to accomplish in a clear, objective statement. To increase opportunities for skill‐based and vocational‐based education in the community of Cimarron and surround areas by providing 50 people the opportunity to participate in one of five community classes by December 2008



1. To offer five communities education classes by December 2008. 2. 10 members per class

3. Attainable We feel this goal is realistic because the foundation has been established and local interest is high.

4. Relevant The goal should be worth pursuing in order to commit our valuable time and energy. Is this goal relevant to our mission, vision, and values? What would be the downside of not accomplishing it? Are we willing to commit to this goal? Yes 5. Time Specific What is the time table to complete the goal? Break it down into specific action items with deadlines? List the most important action items or steps, along with who is responsible, resources, and timelines to have them accomplished. Tasks/Action Steps (What Will Be Done?)





1. Agreements with local Community Colleges.

James Gallegos Present 2011

2.

Recruit Instructors James Bonnie Gavin

Facility for class instruction

Present 2011



Dan Sharon

3. Recruit interested students

James Bonnie Gavin Dan Sharon

Personal contacts Present 2011

Strategies for Community Involvement: 1. Enrolment/opportunity fair to show possibilities and interest in particular classes to offer. 2. Recruitment of instructors hiding under our noses with a skill set willing to teach others.

Progress Reporting to Village and Chamber (Who will be responsible?) Team as a whole Next Meeting: Purpose: Review Goals. Time: Date: within four weeks Location: Cimarron Schools

Next Meeting: Purpose: Review Goals. Time: Date: within four weeks Location: Cimarron Schools

Next Meeting: Purpose: Review Goals. Time: Date: within four weeks Location: Cimarron Schools


Area of Concern: Ensure the safety of animals in Cimarron. X Short‐Term Goal (Can be accomplished within six months to three years)

Long‐Term Goal (Can be accomplished within three to ten years)

Team Name: Animal Squad Team Lead: Name: Mayor Pavletich



Team Members:

Sherry Bennett [email protected] 505.376.2880

Barry Harper [email protected] 817.371.8750

Bob Brimley 505.376.2095

Eunice Brimley [email protected] 505.376.2095

1. Specific Goal Based on the mission, visions, and values of the Village of Cimarron, choose a specific a goal that is short‐term or long‐term. State a specific goal you would like to accomplish in a clear, objective statement. By the winter of 2008, 90% of Cimarron’s animals will be housed in a safe environment by educating citizens and enforcing ordinances with municipal citations.



1. Conduct survey – follow up on offenders. 2. Conduct a new survey – observations, reduction in citations. 3. Incorporate neighborhood watch program.

3. Attainable Very obtainable.

4. Relevant The goal should be worth pursuing in order to commit our valuable time and energy. Is this goal relevant to our mission, vision, and values? What would be the downside of not accomplishing it? Are we willing to commit to this goal? The goal is relevant. The down side of not completing this goal is that animals become a health issue to other animals. 5. Time Specific What is the time table to complete the goal? Break it down into specific action items with deadlines? List the most important action items or steps, along with who is responsible, resources, and timelines to have them accomplished. Tasks/Action Steps (What Will Be Done?)





1. Increase committee size by recruiting. Sherry Bennett Eunice Brimley

Newsletter Neighborhood watch

April 18, 2008 April 30, 2008

2. Conduct a survey to identify problem/s Whole committee Personal vehicles May 01, 2008 May 15, 2008


2 weeks

3. Review past offenders Barry Harper Chief Miller Judge Coulter

May 01, 2008 May 15, 2008

4.

Approach and Educate

Strategies for Community Involvement: 1. Notification in newsletter. 2. Discussion at neighborhood watch. 3. Educate on animal welfare.

Progress Reporting to Village and Chamber (Who will be responsible?) Sherry Bennett Next Meeting: Purpose: Pull Committee Together Time: 6:00 pm Date: April 18, 2008 Location:

Next Meeting: Purpose: Pull Committee Together Time: 6:00 pm Date: April 18, 2008 Location:

Next Meeting: Purpose: Pull Committee Together Time: 6:00 pm Date: April 18, 2008 Location:


Area of Concern: Dumpsters






Team Members:





1. Specific Goal Based on the mission, visions, and values of the Village of Cimarron, choose a specific a goal that is short‐term or long‐term. State a specific goal you would like to accomplish in a clear, objective statement. Dumpsters By 2018, all of the Village of Cimarron’s dumpsters will have been either repaired or replaced and a retaining wall built to ensure the health and safety of all Village members.



1. 2 years – start work 2. 5 years complete

3. Attainable Yes.

4. Relevant The goal should be worth pursuing in order to commit our valuable time and energy. Is this goal relevant to our mission, vision, and values? What would be the downside of not accomplishing it? Are we willing to commit to this goal? Yes. Downside to this is negative morale, and is not cost effective due to the repeated repairs to containers the way we are presently. 5. Time Specific What is the time table to complete the goal? Break it down into specific action items with deadlines? List the most important action items or steps, along with who is responsible, resources, and timelines to have them accomplished. Tasks/Action Steps (What Will Be Done?)





1. Write grants and apply for money.

2. Replace lids and repair dumpsters Village of Cimarron and Grants – 6 months Next business October 2008



Solid Waste Contractor Village employees Solid waste contractors Lids and dumpsters

meeting to see if we have the money

and ongoing

3. Put up retaining walls Village of Cimarron Grants Strategies for Community Involvement:

1. Keep the community informed as to what we are trying to accomplish.





Area of Concern: Utilize grant writers, grants, and other funding sources. X Short‐Term Goal (Can be accomplished within six months to three years)


Team Name: Great Grant Getters Team Lead: Name: Leigh Hedderman



Team Members:

Randy Saunders [email protected] 505.376.1138

John Holgren [email protected] 505.376.1008

Brian Gray [email protected] 505.376.2281

1. Specific Goal Based on the mission, visions, and values of the Village of Cimarron, choose a specific a goal that is short‐term or long‐term. State a specific goal you would like to accomplish in a clear, objective statement. By the December 15 200, five grants and grant writers will have been identified to help secure funding for the ten identified areas of concern for the Village Strategic Plan to assist in accomplishing their goals.



1. A data base of potential sources and writers will be established. 2. Quarterly reports will be developed. 3. After three quarters have at least two sources identified.

3. Attainable Yes!

4. Relevant The goal should be worth pursuing in order to commit our valuable time and energy. Is this goal relevant to our mission, vision, and values? What would be the downside of not accomplishing it? Are we willing to commit to this goal? Without funding other goals will not be accomplished. The downside of not accomplishing this goal is we will be stuck with limited funding. 5. Time Specific What is the time table to complete the goal? Break it down into specific action items with deadlines? List the most important action items or steps, along with who is responsible, resources, and timelines to have them accomplished. Tasks/Action Steps (What Will Be Done?)





1. Contact 10 other teams and identify their priority area.

Randy List of contact information.

May 15, 2008 first contact

December 31, 2008


list by December 31, 2008

2.

Prioritize using timeframe and funds needed.

Group Meeting January 01, 2009

January 01, 2009

3. Current status report from village on past funding sources.

Spider (John Holgren) Contact Mindy Cahill May 01, 2008 October 01, 2008

4.

Recruit additional members for the grant committee.

5.

Identify five funding sources for “short term” goals.

6. Identify five funding sources for “long term” goals.

Strategies for Community Involvement: 1. Schools, churches, village – recruit other grant writers. 2. Museums, BSA, other non‐profits.

Progress Reporting to Village and Chamber (Who will be responsible?) Leigh Heddermen – quarterly updates Next Meeting: Purpose: Report on groups’ goals recruitment. Time: evening Date: October 01, 2008 Location: Cimarron High School

Next Meeting: Purpose: Report on groups’ goals recruitment. Time: Date: Location:

Next Meeting: Purpose: Report on groups’ goals recruitment. Time: Date: Location:


Area of Concern: Establish trails between Philmont and Cimarron Canyon



Team Name: Hikers and Bikers Team Lead: Name: Chris Campbell


Contact Phone Number: 505.376.4695 (h)

Team Members:

Keith Gallaway [email protected] 505.376.4623

Linda Anderson [email protected] 505.376.2737

Jean Sitzberger [email protected] 505.376.2719

Sara Paul 505.376.2100

Louise Johnson [email protected] 505.376.2307

1. Specific Goal Based on the mission, visions, and values of the Village of Cimarron, choose a specific a goal that is short‐term or long‐term. State a specific goal you would like to accomplish in a clear, objective statement. Initial Goal: trail from Cimarron to Philmont (approximately a 4 mile trail) Secondary Goal: After Cimarron to Philmont trail start work on Cimarron to Canyon trail. By 2013 a 4 mile trail will have been researched, planned, and built from the Village of Cimarron to Philmont Scout Ranch. By 2018 a trail will have been researched, planned, and built from the Village of Cimarron to the (where) in Cimarron Canyon.



1. When the trail exists and being utilized. 2. Permission from state by 12/08. 3. Resources secured by 6/09. 4. Start construction by 9/09. 5. Completion by 1/10.

3. Attainable Yes, once State of New Mexico grants permission.

4. Relevant The goal should be worth pursuing in order to commit our valuable time and energy. Is this goal relevant to our mission, vision, and values? What would be the downside of not accomplishing it? Are we willing to commit to this goal? Yes. The downside would include not having the trail. 5. Time Specific What is the time table to complete the goal? Break it down into specific action items with deadlines? List the most important action items or steps, along with who is responsible, resources, and timelines to have them accomplished. Tasks/Action Steps (What Will Be Done?)





1. Permission from the State. What has Mayor April 04, April 12,


Pavletich already done? Jean Sitzberger

2008 2008

2.

Hard questions: 1. Surface? 2. Parking? 3. Restrooms? 4. Liability? 5. Maintenance? 6. Funding and Resources?

3. Resource Procurement. Keith Gallaway

4.

Funding

5.

Survey Louise Johnson

6.

Construction Linda Anderson

Strategies for Community Involvement: 1. Funding – our community grant writers, funding campaign. 2. Seek out interested parties. 3. Community awareness meeting.

Progress Reporting to Village and Chamber (Who will be responsible?) Chris Campbell Next Meeting: Purpose: Get Organized Time: 6:00 pm Date: April 09, 2008 Location: Philmont Admin Building




Area of Concern: Activities development. X Short‐Term Goal (Can be accomplished within six months to three years)


Team Name: Join the Fun Team Lead: Name: Stephanie Falkner


Contact Phone Number:

Team Members:

Lisa Hampton [email protected] 575.483.0045

Genevieve Velasquez [email protected] 575.376.2232

Mind Cahill [email protected] 575.376.2232

1. Specific Goal Based on the mission, visions, and values of the Village of Cimarron, choose a specific a goal that is short‐term or long‐term. State a specific goal you would like to accomplish in a clear, objective statement. By May 2009, we will have developed and implemented three projects and activities that appeal to the members of the community of Cimarron to promote community involvement. By September of 2011, at least one physical structure to serve the needs of a community such as a sports plex or summer activity center will have been researched, funded, and completed.



1. At least four activities per year (possibly all in the summer) that involve various community members, youth, seniors, and adults.

3. Attainable Yes, we feel we can orchestrate at least four activities next year that involve the community. For example, street dances, improve baseball park, playground and park, build a BMX (non motorized) track.

4. Relevant The goal should be worth pursuing in order to commit our valuable time and energy. Is this goal relevant to our mission, vision, and values? What would be the downside of not accomplishing it? Are we willing to commit to this goal? Community support and involvement will bring members of the community together. Giving youth and their parents’ things to do together. 5. Time Specific What is the time table to complete the goal? Break it down into specific action items with deadlines? List the most important action items or steps, along with who is responsible, resources, and timelines to have them accomplished. Tasks/Action Steps (What Will Be Done?)





1. Celebrate our new community energy and goals. Setting up two evening activities for this summer.

Our committee members and recruiters.

Business donations, sponsorship, strategic planning members.

Now June, 2008


2.

Celebrate our new community energy and goals. Setting up two evening activities for this summer.

Our committee members and recruiters.

Business donations, sponsorship, strategic planning members.

Now August, 2008

3. Set goals for more implementations of activities.

Our committee with community members.

May, 2008 May, 2008

4.

Implement activities or project infrastructure.

Community and Businesses with our guidance.

Community with grant support.

July/August 2008

May 2009 – 2011 for infrastructure.

Strategies for Community Involvement: 1. Build excitement for entire “community enrichment”. 2. Flyers and advertisements to spread the word – “Making the Best Better” 3. Get neighbors involved, out, and active together.

Progress Reporting to Village and Chamber (Who will be responsible?) Mindy Cahill Next Meeting: Purpose: Pull Summer 08 Time: 5:30 pm Date: April 15, 2008 Location: Village Hall.

Next Meeting: Purpose: Pull Summer 08 Time: 5:30 pm Date: April 15, 2008 Location: Village Hall.

Next Meeting: Purpose: Pull Summer 08 Time: 5:30 pm Date: April 15, 2008 Location: Village Hall.


Area of Concern: Lack of professional services We can start with the small steps but feel this is not obtainable unless short term goals are met. Short‐Term Goal (Can be accomplished within six months to three years)


Team Name: Ring of Professionals Team Lead: Name: Julia Stafford



Team Members:

Linda Davis [email protected] 505.376.2662

Barbara Ingram [email protected] 505.376.2508

Julia Stafford [email protected] 505.376.2827

Ed Sitzberger [email protected] 505.376.2882

1. Specific Goal Based on the mission, visions, and values of the Village of Cimarron, choose a specific a goal that is short‐term or long‐term. State a specific goal you would like to accomplish in a clear, objective statement. Within five years 2013, Cimarron will have a network structure set up of trade, medical, and business professionals with in or accessible to Cimarron and surrounding areas.

Within 10 years 2018, the network will be fully populated with all professionals providing services to the Village of Cimarron and surrounding areas.


2. Measurable How will you be able to identify when the goal has been met? How will you know if and when the goal is accomplished? How will you know that you are making progress? What are your benchmarks? If the goal is to initiate a cemetery beautification project, we might measure it by simply whether or not the clean‐up events happen. You may want to establish a specific number of times a year it will happen? It’s important to stretch beyond what might come easily, but think about what’s within our power to improve our Village. This will save us frustration, and help us be more effective. How realistic is this goal? Is it achievable, but still challenging? 5 years: Citizens will be using the network to provide professional needs. Professionals will contact the Village to be added to the” list”. 10 years: The “list” is growing and the professional needs of the citizens are met locally. 3. Attainable Yes, the goal is attainable but we realize that this will be focused on general practioners rather than specialists.

4. Relevant The goal should be worth pursuing in order to commit our valuable time and energy. Is this goal relevant to our mission, vision, and values? What would be the downside of not accomplishing it? Are we willing to commit to this goal? Yes, we are willing to commit to this goal. The downside of not achieving this goals is that people would have to continue to travel to get services or do without. Dollars will leave the community and valuable residents will not be attracted or retained. 5. Time Specific What is the time table to complete the goal? Break it down into specific action items with deadlines? List the most important action items or steps, along with who is responsible, resources, and timelines to have them accomplished. Tasks/Action Steps (What Will Be Done?)





1. Develop and information basis.


Look at other existing list/networks and see how they function.

2.

Contact local professionals.

3. Contact other towns/chambers in the area.

Strategies for Community Involvement: 1. Contact local professionals (e.g., Dr. Larsen) and gather their ideas/suggestions. 2. Identify local contact if professional is interested in moving to Cimarron (Village/Chamber). 3. Village needs a recruiter. 4. Talk with and recruit other agencies to join this goal.

Progress Reporting to Village and Chamber (Who will be responsible?) Barbara Ingram will report on behalf of the committee to the chamber. Next Meeting: Purpose: Time:3:00 pm Date: April 28, 2008 Location: St. James Hotel




Area of Concern: Streets






Team Members:





1. Specific Goal Based on the mission, visions, and values of the Village of Cimarron, choose a specific a goal that is short‐term or long‐term. State a specific goal you would like to accomplish in a clear, objective statement. Curb, gutter, and pave streets within the Village of Cimarron. Within the next two years (2011), work will begin locate funding to curb, gutter, and pave the streets currently not paved in the Village of Cimarron as identified by the needs assessment survey and prioritized needs. Work will be completed by 2015.



1. Start work within 3 years. 2. Complete work within 7 years.

3. Attainable Yes.

4. Relevant The goal should be worth pursuing in order to commit our valuable time and energy. Is this goal relevant to our mission, vision, and values? What would be the downside of not accomplishing it? Are we willing to commit to this goal? Yes. Downside to this is negative morale of the community. Not cost effective to continue as we are. 5. Time Specific What is the time table to complete the goal? Break it down into specific action items with deadlines? List the most important action items or steps, along with who is responsible, resources, and timelines to have them accomplished. Tasks/Action Steps (What Will Be Done?)





1. Survey of Village to identify areas of need.

Village maintenance personnel and contract



engineer. 2.


3. Write grants and apply for money.

Grant writers

Strategies for Community Involvement: 1. Keep the community informed as to what we are trying to accomplish.





Area of Concern: Create opportunities for tourist traffic to stop. X Short‐Term Goal (Can be accomplished within six months to three years)


Team Name: Tourist Trappers Team Lead: Name: Nancy McBrayer

Email Address: n&[email protected]


Team Members:

Valerie Kutz [email protected] 505.376.2614

Shirley Dale 505.376.9128

Melinda Marlow [email protected] 505.376.2436

Lois Jean Gallaway [email protected] 505.376.6387

Liz Adams 505.376.6387

1. Specific Goal Based on the mission, visions, and values of the Village of Cimarron, choose a specific a goal that is short‐term or long‐term. State a specific goal you would like to accomplish in a clear, objective statement. Increase the number of tourism stops at the Cimarron Chamber of Commerce by 10% by September 2009.

By 2009, tourists stops in the Village of Cimarron will increase by 10% as measured by the chamber records.


2. Measurable How will you be able to identify when the goal has been met? How will you know if and when the goal is accomplished? How will you know that you are making progress? What are your benchmarks? If the goal is to initiate a cemetery beautification project, we might measure it by simply whether or not the clean‐up events happen. You may want to establish a specific number of times a year it will happen? The Chamber records of 2004 – 2007 will be utilized as baseline data in order to attain the 10% growth in tourist traffic. 3. Attainable Yes

4. Relevant The goal should be worth pursuing in order to commit our valuable time and energy. Is this goal relevant to our mission, vision, and values? What would be the downside of not accomplishing it? Are we willing to commit to this goal? Yes. The downside includes the lack of business growth. 5. Time Specific What is the time table to complete the goal? Break it down into specific action items with deadlines? List the most important action items or steps, along with who is responsible, resources, and timelines to have them accomplished. Tasks/Action Steps (What Will Be Done?)





1. Obtain tourist count from the chamber for 2004 – 2007.

Val Kutz Sign in logs March 26 April 8, 2008

2.

Contact local professionals. Val Kutz Calculator April 8, 2008

3. Utilize lit sign, free coffee, clean restroom, and historic walking maps here.


Strategies for Community Involvement: 1. Contact businesses. 2. Supply with forms for % growth April 2008 – September 2009. 3. Quarterly reports

Progress Reporting to Village and Chamber (Who will be responsible?) Nancy McBrayer will report to the chamber. Yvonne Enloe will report to the village. Next Meeting: Purpose: Time: Date: Location:




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Senge, P. (1994). The fifth discipline: the art & practice of the learning organization. New York: Double Day.

Southwest Planning & Marketing. (1998). Strategic Plan for Economic Development for Village of Cimarron. Santa Fe: Soutwest Planning & Marketing.

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USDA Rural Development, Office of Community Development. (1998, March). A Guide to Strategic Planning for Rural Communities. Retrieved October 31, 2007, from Rural Development, Buisness, and Cooperative Programs: http://www.ezec.gov/About/strategic.pdf

Village of Cimarron Strategic Plan

Documents

Transcript of Village of Cimarron Strategic Plan