2016-2017Final Budget

105th Fiscal YearAugust 23, 2016

Leticia Duarte-Benavidez

District 5

Wayne D. Hancock

Chair

District 4

Billy G. Garrett

District 1

Dr. David J. Garcia

Vice-Chair

District 2

Benjamin L. Rawson

District 3

David Gutierrez

County Treasurer

Enrique “Kiki” Vigil

County Sheriff

Lynn Ellins

County Clerk

Andy Segovia

County Assessor

Diana Bustamante

County Probate Judge

Julia T. Brown Esq.

County Manager

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Vado

Hatch

Salem

Berino

Rincon

Anthony

La Mesa

Mesilla

Picacho

La Union

Mesquite

Dona Ana

Garfield

ChaparralChamberino

San Miguel

Las Cruces

Sunland Park

Santa Teresa

RadiumSprings

0 5 10 15MilesË

Wayne D. HancockDistrict 4

Leticia Duarte-BenavidezDistrict 5

David J. GarciaDistrict 2

Benjamin L. RawsonDistrict 3

Luna C

ounty,

NM

Sierra County, N

M

Otero C

ounty,

NM

El Paso County, TX

F. Dodd - December 10, 2012

State Plane Coordinate SystemNew Mexico Central Zone - NAD 83 Feet0 10 20 30Kilometers

Republic of Mexico

County Commission DistrictsDistrict 1 - Billy G. GarrettDistrict 2 - David J. GarciaDistrict 3 - Benjamin L. RawsonDistrict 4 - Wayne D. HancockDistrict 5 - Leticia Duarte-Benavidez

COUNTY COMMISSION DISTRICTSDoña Ana County, NM

Billy G. GarrettDistrict 1

Section 1

Section 2

Section 3

Section 4

Section 5

Section 6

Section 7

Table of Contents

Department Narratives

Budget Recapitulation

Schedule of Transfers

Bond and Notes Payable Schedule

Insurance Schedule

Fiscal Year Budgets by Department

Salary Schedules Section 8

DONA AÑA COUNTY

TABLE OF CONTENTSFOR

FISCAL YEAR 2016 - 2017

i

DOÑA ANA COUNTY

TABLE OF CONTENTS

FOR

FISCAL YEAR 2016-2017

Page #Fund #Fund Description

10001 1-42General Fund10002 43-53DASO General Fund10003 54-61Fire Marshal - General Fund10004 62-63Gross Receipts10005 64-66Manager's Strategic Contingency Fd.10008 67-70Community Services10010 71-73County Clerk Equipment Recording10025 74-76County Treasurer's Fees10030 77-87Environmental Expense Fund10050 88-89Environmental GRT Income10055 90-91Hospital Revenue10060 92-94Payment in Lieu of Taxes10070 95-96Recreation10080 97-116Road21124 117-118GREAT Grant21135 119-123Federal Grants21241 124-127Housing Grants22111 128-130CDBG22210 131-132CYFD Grant 96-690-024522251 133-139DWI Grant Fund23111 140-183State Appropriations23120 184-191Colonia's Initiative23300 192-221Sheriffs Grants-State25110 222-234Civil Preparedness - State25113 235-237Inmate Welfare Fund25115 238-240Corrections Fees25118 241-243Emergency Fund25120 244-246Farm & Range25125 247-248Fire Protection Excise Tax25130 249-251Fire Protection Expense Fund25135 252-257Flood Control25140 258-276Health Services Fund25141 277-278Hospital Lease25142 279-282Province Health Care Gt25144 283-285Crisis Triage Center25145 286-288Indigent Hospital Care25150 289-292Reappraisal Administrative Fees25153 293-294TIDD Development Districts25160 295-296Spaceport Gross Receipts Tax25210 297-299Confiscated Assets25230 300-302Law Enforcement Protection

25305-25435 303-373Emergency Medical Services (EMS)

Page #Fund #Fund Description

25505-25595 374-440Volunteer Fire Districts30040 441-444GO Bond - Judicial30042 445-448Debt Service South Central 28-52/0230043 449-452Debt Service La Union 30-61/0230044 453-456Debt Service Salem 29-53/0230045 457-458Reserve- NMED CWSRL #143804730090 459-460Reserve - Flood Loan30100 461-464Bond Retirement - 2001A Airport Rd30101 465-466Reserve - 2001A Airport Road30102 467-470Bond Retirement - 2001B Border Pk30110 471-472Bond Retirement -2003 GRT Rev.Bond30112 473-476Debt Service-2012 GRT Ref Rev Bond30120 477-480Debt Service -2004 PILT Rev.Bond30121 481-482Debt Ser.Reserve -04 PILT Rev.Bond30123 483-486Debt Service - GO Bond Series 201330124 487-4902014 Sub Lien GRT Ref Rev Bond41010 491-493Utility Department41020 494-497Airport FAA Projects42010 498-499Wastewater Projects/Grants43010 500-501Utility Projects45070 502-505HH Capital Improvement Projects45075 506-508Griggs/Walnut Superfund Project45091 509-511E-911 Emergency Dispatch Ctr45092 512-514Court- Hold Animals Project50010 515-518Bond Retirement - Detention50020 519-522DAC/Santa Teresa Airport50030 523-531Detention Center Fund50035 532-533Reserve - Detention (Series 1993)50043 534-536Salem/Ogas-Wastewater50044 537-542South Central WWTP50045 543-544Reserves - Utilities50046 545-548La Union50063 549-551Chaparral Wastewater Systems-RUS50064 552-554Dona Ana Wastewater System50066 555-556San Miguel Water System50067 557-559Rincon Wastewater50070 560-568Chaparral WW System60010 569-570DAC Acquisition Fund60020 571-575Fleet70050 576-577Airport Rd-Special Assessment-2001A70060 578Border Park-Special Assessment2001B

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DOÑA ANA COUNTY

GENERAL FUND TABLE OF CONTENTS

FOR

FISCAL YEAR 2016-2017

Revenue Fund # Description Budget PageOrg #

10001 General Fund $47,212,547.00 1-20000010001 General Fund $105,000.00 20-231024510002 DASO General Fund $69,741.00 430000010002 DASO General Fund $50,000.00 472010410003 Fire Marshal - General Fund $82,226.00 5400000

Total $47,519,514.00

Expenditures Fund # Description Budget PageOrg #

Elected Officials 10001 3-410110 $2,438,248.97 County Commissioners10001 510121 $2,214,291.83 County Assessor10001 610131 $829,895.64 County Clerk - Recording & Filing10001 7-810135 $1,237,751.81 County Clerk - Bureau of Elections10001 9-1010140 $944,130.09 County Treasurer10001 1110150 $130,601.31 County Probate Judge

General Government 10001 1410220 $282,367.75 Communications Department10001 15-1610225 $1,311,482.57 County Manager10001 17-1810226 $826,755.48 Public Information Office10001 1910235 $1,647,873.08 Finance Department10001 20-2310245 $3,683,319.25 Facilities & Parks-Department10001 24-2510250 $3,034,901.26 Information Services Department10001 2610255 $902,546.28 Legal Services Department10001 27-2810265 $2,725,726.10 Personnel Department10001 29-3010270 $1,922,852.25 Community Development Department10001 3110275 $407,445.43 Purchasing Department10001 32-3310280 $5,602,285.78 Risk Management Department

Public Safety 10001 1310215 $357,006.60 Office of Emergency Management10001 36-3720501 $1,514,070.04 Animal Control10001 38-3920520 $336,492.82 Vector Control10001 4040104 $288,600.86 Codes Enforcement10002 44-4620101 $13,777,561.42 Sheriff - Law Enforcement10002 4720104 $40,000.00 DWI Forfiture Program10002 48-4920105 $4,564,764.99 Sheriff - Support10003 5510240 $463,048.07 Fire Marshal10003 56-5720215 $983,110.28 Fire Service-Fire Marshall (GRT)10003 5920406 $73,992.00 EMS ACT-08 Equipment

Total $52,541,121.96

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Department Narratives The Department Narratives contain the purpose of each department.  Department narratives also include goals for fiscal year 2016‐2017.   

Administration 

County Manager  Page 2 Information Technology  Page 11 Human Resources  Page 12 Legal/Risk Management  Page 14 Public Information  Page 17 Financial Services  Page 18 

Elected Officials 

Assessor    Page 4 County Clerk    Page 5 Probate Judge    Page 9 Treasurer    Page 10 

Public Works 

Engineering/Roads    Page 19 Fleet  Page 23 Utilities  Page 24 Facilities and Parks  Page 28 Airport  Page 26 

Public Safety  

Detention  Page 31 Sheriff  Page 32 Fire  Page 33 

Community Services 

Community Development    Page 34 Flood  Page 39 Health and Human Services    Page 40 

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A MESSAGE FROM THE COUNTY MANAGER  

I’m pleased to present our FY17 budget.  It is also available on our website, Doñaanacounty.org  Like many county governments in New Mexico, we struggled as we put the current fiscal year budget together (FY17 runs from July 1, 2016 through June 30, 2017).  We have a long list of statutory mandates which unfortunately don’t come with funding from the State Legislature. We have a long list of “needs,” items which go toward providing a safe, decent and sanitary place to live, work and play. I’d like to share some pertinent facts about the county which will bring into sharper focus how we will be utilizing the dollars included in this year’s budget.  We also are providing, budget narratives from county departments highlighting some of their strategic goals for this fiscal year.  For comparison sake, the County budget is about half that of the City of Las Cruces.  

With a population of approximately 213,000, the county is 3,804 square miles in area and maintains nearly 1500 miles of roads, only about 500 miles of which are paved. 

Doña Ana County collects property taxes on only 15 percent of the land within the county‐the rest is held in federal ownership by various federal agencies from whom no taxes can be collected.  We receive an annual payment in lieu of taxes (PILT) which replaces a small portion of the taxes we are not able to collect.  In recent years, Congress has been more and more reluctant to make the PILT payment to states and Counties although their pervasive presence has a huge impact on the tax bases of those areas where they are land owners.  Again this year there was a risk that they would not make a payment. 

Doña Ana County is statutorily obligated to provide office space and utilities for many state employees and the New Mexico State University Cooperative Extension Service. There is no corresponding revenue stream from the state supporting that requirement. 

I’d like to share just a few interesting facts about the County. The capacity of the Doña Ana County Detention Center is 842 beds. For every citation issued by a Doña Ana County Sheriff’s Department deputy, the county retains only $1; the remainder goes to the State of New Mexico.  

The Doña Ana County International Jetport at Santa Teresa is able to land DC‐10 cargo jets. 

The county gives away fish (for mosquito control). 

 

 

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MISSION 

The mission of Doña Ana County is to enhance the health, safety, and quality of life for all residents as determined by law and community interests. Services are provided through innovative leadership and teamwork in a fair, respectful and professional manner. 

 

Seven Guiding Principles 

Functions of Government: Elected officials, managers, employees, and volunteers work together and with other entities in a spirit of mutual respect and public service to carry out the functions of county government in a manner that is courteous, efficient, transparent, accountable, engaged, and responsive to public input. 

Area Development: Throughout Doña Ana County – from the smallest Colonia to our county seat ‐‐the City of Las Cruces – development will be proactively managed so that land use, transportation, utilities, affordable housing, and public facilities are fully integrated, mutually supportive, and respectful of the unique qualities of each community. 

Health Care and Medical Services: All people living in Doña Ana County will have access to affordable health care and medical services that focus on emergencies, preventive strategies, and eliminating injury and disease that lead to premature death and disability. 

Economic Development: Economic development will be supported in all areas of the county and for all segments of the population so that communities throughout the county are viable, a diversified growth strategy is maintained, and every resident can find work that supports a good standard of living. 

Public Safety: Doña Ana County will be known as a safe place for residents, workers and visitors based on the effective reduction of serious crimes, risk of fire, and harm from environmental hazards – both natural and manmade. 

Infrastructure: Roads, utilities, flood control structures, public facilities, and other infrastructure systems will be planned, built, and maintained to address critical needs, and maximize economic viability for government entities, taxpayers, and businesses. 

Community‐oriented Values: Life in Doña Ana County will be enhanced by broad‐based support for community‐oriented values, such as: the arts and life‐long learning, a wide range of recreational opportunities, humane treatment of animals, compassionate care for those in need, conservation of the area’s natural environment, respect for diversity and protection of human rights, and celebration of our multi‐cultural heritage. 

This budget reflects a great deal of “belt‐tightening” in response to reduced revenues and appropriations; while at the same time maintaining quality customer service.  We continue to exemplify our commitment to enhance the health, safety, and quality of life for county residents. 

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FY‐17 Budget ‐ Office of the County Manager 

 

The County Manager is appointed by and reports to the Board of County Commissioners. Under broad policy guidance and direction of the Board of County Commissioners, the County Manager is responsible for the administration and day to day operational services of County government. The County Manager ensures that all departmental activities are in compliance with Doña Ana County goals and objectives, state and federal laws, and county policies and procedures.  During FY16 we increased outreach to the various communities in the county and improved our response time to inquiries and constituent concerns.  

 

During FY‐17 we will be examining and reviewing policies, practices and procedures for several departments, as we look to enhance efficiencies and best practices. Some of the other efforts we will undertake this budget and program year include continuation with the Workplace Improvement Committee (comprised of employees) as we examine best practices in the workplace and our current procedures.  This effort is designed to improve both internal and external customer service and conditions in the workplace.  Additionally, we will embark upon planning for the second five years of the County’s Strategic Plan this year; as well as the County’s participation in the “Stepping Up” Initiative which has as a primary goal reduction and ultimately elimination of the number of people housed in our Detention Center with mental illnesses. 

 

ASSESSOR

MISSION STATEMENT

The Dona Ana County Assessor’s office is committed to providing a well-managed office that will serve the public and business community with expert and qualified staff in an open government environment

DEPARTMENTS WITHIN THE ASSESSOR’S OFFICE:

APPRAISAL DEPT. - appraises all real property and manufactured homes

MAPPING DEPT. – maps new subdivisions and property splits. Assists public with research

PERSONAL PROPERTY & MOBILE HOME DEPT. - issues tax releases. Data entry of all manufactured homes related work and customer service counter and phone service

TITLE EXAMINERS DEPARTMENT- verification and maintenance of deeds and miscellaneous documents recorded in Clerk’s office

DATA ENTRY DEPT. - data entry and verification of information collected by appraisers

AREA OF RESPONSIBILTY:

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Entire Dona Ana County: (3,800 sq. miles) which also includes the City of Las Cruces, Mesilla, Hatch, Anthony and Sunland Park.

87,541 Parcels of Real Property 17,203 Mobile Homes 7,503 Personal Property Accounts 396 Livestock Accounts

ROLE OF THE ASSESSOR’S OFFICE:

DISCOVER, VALUE AND LIST ALL REAL PROPERTY

REAL PROPERTY: Land & Improvements

PERSONAL BUSINESS PROPERTY AND LIVESTOCK

PERSONAL PROPERTY:

• Manufactured Homes • Business Equipment • Livestock

Currently the office has 49 personnel which include the Assessor, Chief Deputy Assessor, managers, administrative and clerical personnel, appraisers and title examiners. The staffing detail is 35 personnel from the General Fund and 14 personnel from the Assessor’s 1% Fund. The FY17 General Fund budget is $2,214,292. General Budget for the Assessor’s office encompasses Staff salaries and benefits but not operating expenses. Most special projects are funded thru the Assessor’s 1% Fund.

Doña Ana County Clerk’s Office Budget Narrative FY‐17 

Like any organization, the Doña Ana County Clerk’s Office is challenged to meet its goals and accomplish its mission in the most efficient way. In an effort to do that, we have worked to create clear mission statements, goals and an organizational plan to guide us in decision making. In FY-17 we will be implanting activities associated with a Presidential General Election and the 2017 School Board Elections for the Las Cruces Public School District, Gadsden Independent School District and Hatch Valley School District.

Vision & Mission Statement  

The Vision of the Doña Ana County Clerk’s office: We envision a community where people are empowered by accurate information recorded in our office and are passionate about exercising their right to vote.

The mission of the Doña Ana County Clerk’s office:

To protect people’s right to vote and provide a secure and accessible organization of recorded documents and licenses.

Among the efforts included in this mission are:

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Protecting the right to vote by maintaining accurate voter registration files

Protecting the right to vote by providing access to and information about voter registration and elections

Recording documents of all kinds and providing convenient access to those that are open to the public

Issuing and maintaining marriage, business and liquor licenses

Keeping and publishing minutes for all Doña Ana County Board of County Commissioner meetings

Serving as Clerk to the Doña Ana County Board of County Commissioner meetings

Organizational Structure We are organized with three office-wide positions (Clerk, Chief Deputy and Administrative Assistant) and two divisions (the Bureau of Elections and the Recording & Filing Division). These two divisions are tasked with implementing this plan under the oversight and leadership of the Clerk and Chief Deputy.

 

 

TheBureauofElectionsThe Bureau of Elections protects the fundamental right of citizens to vote by maintaining the integrity of the election process.

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Organizational Chart In order to achieve these goals, the Bureau of Elections has been organized as follows. 

 

Recording&FilingThe Recording and Filing division is committed to helping people meet their needs by providing a secure and accessible organization of public records, and leading the record keeping industry with integrity.

In order to ensure accuracy, preservation and easy accessibility of our records we have established 4 major ongoing projects: digitizing all records by document type, preserving the permanent hard copy, taking an inventory of all records including microfilmed backups, redacting the personal identifying information from all our digitized records, and the preservation of historic documents.

We are a public office that records, and maintains permanent records that are accessed on a daily basis. We must ensure adequate space for easy accessibility of our records. Our record database and hard copy inventory is growing every day. Therefore we have reached out to our storage system vendor to provide us with a “road map” containing recommendations for future managing of our records long term.

Supervisor

Staff Coordinator

External Relations Lead

Election Outreach 

Coordinator

Election Official Coordinator

FTE Doc Tech

Registration Lead

FTE Doc Tech

FTE Doc Tech

FTE Doc TechElections Street Specialist

3 Temp

Warehouse Lead

Machine Tech

2 Temp

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Organizational Chart 

 

R &F Supervisor

Records and Licensing Manager

Records and Licensing  Team

Records and Licensing Team

Records and Licensing Team

Indexing and Maintenance Manager

Indexing and Maintenance 

Team

Indexing and Maintenance 

Team

Indexing and Maintenance 

Team

Indexing and Maintenance 

Team

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ProbateCourtFY‐17BudgetNarrative

Purpose of the Court

Probate is the judicial process for transferring the property of a person who has died (called a decedent). The property is transferred according to either:

(1) the decedent’s Will, or

(2) if the decedent died without a Will, according to New Mexico’s laws of intestate succession.

The probate court appoints legally qualified persons, called personal representatives, to manage and settle the decedent’s business affairs. Personal representatives pass the deceased person’s estate property, real and personal, to the rightful recipients. Rightful recipients might include heirs, devisees named in a valid and current will, or creditors.

The underlying purposes and policies of the [Uniform] Probate Code are:

(1) to simplify and clarify certain laws concerning the affairs of decedents, missing persons, protected persons, minors and incapacitated persons;

(2) to discover and make effective the intent of a decedent in distribution of his property;

(3) to promote a speedy and efficient system for the settlement of the estate of the decedent; and

(4) to facilitate use and enforcement of certain trusts.

Jurisdiction of the Court

State law limits the jurisdiction of the Probate Courts to:

• Admitting Wills to informal probate

• Appointing personal representatives informally (without a hearing)

• Appointing Special Administrators for estates

• Issuing Certificates of Full Administration of the estate

State law also allows Probate Judges to perform marriages within their county only.

The Probate Court budget for FY-17 is $130,601 ($123,889 salaries and $6,712 in operating expenses).

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TreasurersBudgetNarrativeFiscalYear2017 

The Dona Ana County Treasurer’s office has a statutorily defined role independent from the rest of county government. The Treasurer’s office is the property tax collector for the County of Doña Ana, City of Las Cruces, Las Cruces Public Schools, the State of New Mexico and other taxing agencies within Doña Ana County. The office does three annual mailings of approximately 106,000 tax bills plus 15,000 delinquency notices and collects and distributes those taxes on a monthly basis. Overview The office is the “banker” for Doña Ana County. The office is responsible for depositing and accounting for all other money collected by other County departments such as fees for services, licenses and revenues from bond issues and special assessments. The Treasurer invests surplus monies until they are needed for County operations.

The Treasurer’s operating budget has not increased from FY 16. Increased traffic and workloads necessitate longer work hours thus ensuring proper posting of county funds and distribution to governmental entities in a timely manner. Overtime wages will be directly impacted due to a pay increase by the BOCC. Other budgetary highlights include the printing and mailing of property tax bills. While the largest budgetary item it serves as a major revenue source for the county as a whole. As technology advances we anticipate this cost will fall as demand for electronic notices increase in popularity.

The office continues to implement “Operation Finders Keepers” which came about in response to the Board of County Commissioner’s request to find sources of revenue. Finders Keepers is a set of procedures that the Treasurer’s office has carried out to significantly increase the revenue to the County from penalty and interest (P&I) on delinquent accounts. In 2012 before Finders Keepers, $490,792.00 was turned over to the State on delinquent properties. As of 2015, only $160,073.00 in P&I went to the State on new delinquent properties. Unbudgeted revenue increased by hundreds of thousands of dollars from P&I which goes into the County General Fund.

Important initiatives and goals carried out on a daily basis by the Treasurer’s office include:

Providing excellent customer service to the citizens of Doña Ana County. Ensure proper and accurate financial reporting. The collection and distribution of property taxes. The safety, liquidity and return on counties investments. Safekeeping of public records.

The Treasurer’s office supports the 7 guiding principles and strategic plan goals in a variety of capacities for the citizens of Doña Ana County. By providing high quality customer service we are maintaining that line of communication which is vital to the function of county government. By serving as ex-officio collectors to governmental entities within Doña Ana County we are ensuring that school districts and municipalities can carry out their respective duties and responsibilities.

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The Treasurer’s office maintains financial sustainability by reconciling all monies received and dispersed within Doña Ana County. By investing public funds back into local banks we are stimulating the local economy and supporting economic development in the county. The office also supports community-oriented values by making an extra effort to collect delinquent properties that are at risk of being sold at public auction.

INFORMATION TECHNOLOGY & RADIO COMMUNICATIONS BUDGET NARRATIVE FY17

MISSION

To provide technological leadership and support for the Doña Ana County Government in a collaborative and efficient manner, while ensuring accountability and maintaining the necessary security, flexibility and transparency.

CORE SERVICES: This department provides the backbone for all information services and radio/ tower support for all county departments. The Information Technology department is divided into three teams:

The Operations Team is comprised of customer support, work force management, radio/communications, technology security access to physical facilities and providing access to applications. The computer technician team installs and maintains all hardware and software for client devices, ensuring that the organization is fully equipped and operational. This team responds to over 13,000 work orders per year, and is responsible for the replacement of the desktop phones, desktop computers, mobile devices, cell phones, iPads, laptops, tablets, mobile terminal equipment, printers and other customer devices. This team reviews work orders, and if unable to respond with 4 hours, the work order will be routed to second and third teams for resolution. The communications staff provide front line support for radio communications for the county. There are ten radio towers providing coverage over 3,400 square miles, including very remote locations. The communications staff support over 1,000 radios throughout the county and are also responsible for the installation of public safety equipment in vehicles. This team serves as a liaison with Homeland Security, Border Patrol, OEM, and other public safety entities for radio & microwave communications.

The Infrastructure Team designs, operates and maintains all network, telecommunications, systems and storage infrastructure. This work is performed for the County government users, including external departments as well as our internal IT department users, as well as outside entities that make use of County IT infrastructure. Examples include the U.S. Marshalls Service and the District Attorney. In addition to the above core areas, the infrastructure team provides a number of services, including email, web filtering, and intrusion prevention systems, 2nd level help desk support, and application services. They also consult on building construction to ensure

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required wiring/wireless network infrastructure and the IT electrical and cooling systems are planned for, and they consult with departments on new projects to ensure that existing infrastructure can support the needs of the project.

The Applications and Programming Team maintains and supports all of the core mission critical applications that departments use in their daily business including Banner, Unidata, JCMS, TRACS, Caselle, and many others. This support includes maintaining the databases where they store their data, diagnosing and fixing problems, developing new features, new reports, and integrations with other systems both internal and external. They are responsible for all public and internal websites. These websites provide the public access to county information, news, and agendas, as well as the ability to perform services online such as paying tax bills, filing protests and other forms, and apply for county jobs. They also provide direct access to county data including assessor parcel data, mapping, and clerk filings.

FY17 Project Goals. In FY17, the IT department will continue to provide ongoing service to network infrastructure, desktop support, radio infrastructure, and web and application support as we have in previous years. Included in this are innumerable small expansions to different systems to meet the expanding IT needs of county staff. Some of these are planned, and some are responses to requests we receive throughout the year from other departments.

Due to limited budget, the IT department is planning to use the year to consolidate and organize its processes. By doing this we expect to improve our efficiency and provide better tracking of workload and processes. This in turn will help us provide better service to the county without expanding costs.

The radio team will be continuing a project begun in FY16 to implement a simulcast radio communications system across the county. This will allow communication across the entire county through a linked set of repeaters using very precise GPS and timing equipment to maintain signal integrity for frequencies across the county.

The infrastructure team will be bringing our server space in the new MVRDA building online. This will involve installing all the networking necessary to connect the two buildings and moving the majority of our servers and storage to the new location.

HUMAN RESOURCES

MISSION

To provide a comprehensive human resources program with an emphasis on proactive, solutions-oriented service to all County community members including current, prospective and former employees.

The Human Resources Department provides the following core functions and services:

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Recruitment, screening and selection New employee orientation Classification and compensation Employee benefits coordination, administration and communication Training, development and education Employee relations including mediation, facilitation, progressive disciplinary action, grievance and appeals process Labor relations including negotiations, administration and contract compliance Management and employee consultation and advising Policy development, interpretation and compliance Employment law compliance (Federal and State) ADA coordination Respond to internal and external charges of discrimination and harassment Maintenance of applicant and employee records Coordinate responses to unemployment claims

In addition to the core services and functions described above, the following Strategic Plan goals would be funded by the proposed Human Resources Department budget:

Complete implementation of the 2015 compensation study upon direction from the BOCC to bring all employee’s salaries to the 37th percentile of market. (Strategic Plan goal 1.7)

Update market data annually.

Measure –Must be completed in time for annual budget recommendations to the BOCC.

Make a recommendation to the BOCC on an annual basis regarding salary ranges and salary adjustments to continue to improve competitiveness.

Measure – make recommendations to the BOCC in time for annual budget approval process.

Annual assessment of employee engagement in accordance with the strategic plan. (Strategic Plan goal 1.4)

Conduct annual survey using Malcolm Balridge questions from previous surveys.

Measure- completion of survey

Conduct analysis comparing current year's survey results with prior year’s results.

Measure – report with data analysis

Present and communicate results to employees and BOCC.

Measure – present information to employees; present information to the BOCC

Make recommendations for changes that would result in improved employee engagement and satisfaction.

Expand training and development opportunities offered to supervisors and employees of Doña Ana County. (Strategic Plan goal 1.7.10.2)

Continue to build upon prior ethics training sessions. To be required training for all employees.

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Measure – Develop ethics training curriculum – Target date is August 15, 2016

Expand supervisor training offered at the department level.

Measure – Offer training to requesting departments up to 1 time per month beginning July 1, 2016

Complete development and begin offering the updated training on FMLA, FLSA and other regulatory/legal/compliance topics.

Measure – Implementation to begin October 15, 2016

Expand training opportunities for all County employees.

Coordinate Workforce Improvement Committee meetings for the County.

Facilitate meetings.

Measure – facilitate meetings at least quarterly; continuation of goal form FY16- meetings have already been initiated.

Recommend policy changes based upon employee advisory committee feedback.

Measure – Feedback regarding policy suggestions will be reviewed annually and any changes will be proposed to the BOCC.

Facilitate the establishment of other organizational initiatives to improve employee engagement and satisfaction based upon employee advisory committee input and recommendations. (Strategic Plan goals 1.7.7.1.1, 1.7.7.1.2, 1.7.7.1.3)

Implement a new electronic applicant tracking system to make the application process more “user friendly” and efficient. (Strategic Plan goal 1.7.10)

Measure – Implement newly selected applicant tracking system by July 1, 2016

Measure – Implement on-boarding module by October 1, 2016

Legal/Risk Department

Department Description:

The County Legal/Risk Department provides a diverse range of legal and risk management services for the government of Doña Ana County. The department is staffed by three attorneys, one internal contract attorney, three paralegals, one investigator, and one safety/loss control and training specialist.

Mission Statements:

Legal

Provide quality and timely legal advice.

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Risk Management

To effectively prevent, control, and minimize the County’s financial risk by providing optimum management services to the County.

Organization Chart:

Legal Department’s Core Services:

Provide legal advice to all county entities.

Provide defense in non-insured claims against the County.

Lead negotiations with collective bargaining units.

Provide legal advice to quasi –judicial boards on zoning and subdivision matters.

Assert legal claims on behalf of County.

Monitor litigation (insured matters) against the County.

Conduct internal investigations.

Identify and Assess Risks.

Claim Management Services.

Safety, Training and related Loss Control Services.

Risk Financing for Property/Casualty and Worker’s Compensation Losses.

Provide County oversight of the Superfund Project.

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Projects:

Work with IT to create an internal database or purchase an external database where Liability Claims and/or Worker’s Compensation Claims, and information can be entered once, thus eliminating duplicative work, reducing the potential for errors, and creating the ability to generate custom reports.

Strategic Plan Goals:

Legal

1.1: Strengthen working relationships and improve communication among commissioners, other elected officials, managers, employees, and volunteers.

1.2: Consistently provide high-quality customer service.

1.4:

Provide an initial attorney or paralegal contact on 70% of all Gold Forms (requests for legal opinion/advice) within 5 business days.

Assess level of elected official and department director satisfaction with access to Legal Services.

Educate elected officials and department directors as to commonly recurring legal issues/concepts.

Provide the full range of management and support services essential for results-oriented county government.

Note: All three of Legal’s goals support the County-Wide Long-Range Goals for Functions of Government:

Risk Management. Strategic plan goals for FY-17.

1.1: Strengthen interdepartmental communication and service expectations/needs and priorities.

1.4: Develop curriculum and provide annual risk management/safety training for Directors/Managers/Supervisors for increase knowledge and competence of Supervisors leading to a safer work environment (with support of HR Training Coordinator).

*This goal also supports County-Wide Long-Range Goals for Functions of Government 1.2 and 1.4 listed above, as well as:

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1.5: Improve communication and collaboration between Doña Ana County, other governmental entities, the media and major institutions or organizations critical to the interests of county residents.

1.7: Ensure that Doña Ana County is highly desirable as a workplace for exceptionally competent employees dedicated to public service. *This goal also supports County-Wide Long-Range Goals for Functions of Government 1.1, 1.2 and 1.7 listed above.

5.2: Upholding the law, protecting life and property, providing a safe environment and ensuring the Constitutional rights of all, according to the mission of the SO. *This goal also supports County-Wide Long-Range Goal for Infrastructure.

6.2: Improve physical condition and performance of services conducted at Doña Ana County Resource Centers. *This goal also supports County-Wide Long-Range Goal for Functions of Government and County-Wide Long-Range Goal for Public Safety:

6.3: Meet applicable standards, policies and procedures for sale or transfer, long-term leases, and use permits for county-owned facilities. *This goal also supports County-Wide Long-Range Goal for Community-Oriented Values:

7.3: Throughout the county, people of all ages have opportunities for educational, social and recreational opportunities.

PUBLIC INFORMATION/CONSTITUENT SERVICES OFFICE

OVERVIEW

Public Information & Special Projects Office The Public Information & Special Projects Office serves the residents of Doña Ana County through a variety of programs, initiatives, outreach and direct support within the organization for its departments. The primary departmental goal reflects components of three of the County’s Seven Guiding Principles. As a team, we seek to assist the Commission, management and the individual departments with transparency, accountability, public engagement and public input. We provide this support on both the law-enforcement and non-law-enforcement sides of the organization. We also help the departments tell their stories of how they contribute to community-oriented values and overall quality of life in Doña Ana County. We do these things through press releases, social media engagement, media cooperation, internet and intranet content management, radio

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programming, advertising, public-speaking engagements and special events such as ground breakings and grand openings. The budget also contains funding for occasional training and seminars aimed at enhancing and updating the departmental personnel tasked with public outreach and social media effectiveness. With the addition of the Community and Constituent Services Office to PIO, we broaden our goals to assist constituents who are experiencing difficulty with or who need access to County government services. Personnel are committed to strengthening working relationships and improving communication in addressing constituent concerns by supporting individual members of the Board of County Commissioners, department directors, managers, staff, and other organizations/agencies. Additionally, with community outreach efforts throughout the jurisdiction, to increase the level of communication between the County and constituents, expanding opportunities to better inform the public of resources and programs which will benefit them and increasing engagement opportunities for the County. The department also fulfills two other critical roles for the organization: Mail distribution and front-desk reception/guidance for visitors to the building.

MISSION

Provide public information, coordinate special projects and serve as the commission’s liaison to the public.

CORE FUNCTIONS

Image management Media relations Website content management Communications (including constituent services and community education and outreach) Special projects Commission liaison

FINANCIAL SERVICES DEPARTMENT  

The Financial Services Department serves as an internal service provider for other County departments. In this respect, much of the department’s work is in support of other departments’ activities and goals. The Financial Services Department plays a key role in the support of County-wide goals. We maintain financial sustainability to continue to deliver the highest quality services to our citizens and community. Financial Services consists of five areas: Accounting Operations, General Accounting, Purchasing, Budget, and Grants. In order to be able to maintain and improve, employee skills and knowledge training is key. Staff’s knowledge affects their ability to be able to disseminate information to the Public, the Board, Management, and employees. The FY17 departmental budget will continue to support these goals.

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The 2016-2017 General Fund budgets combined is approximately $2.05 million and supports operations and 25 positions. Although 28 positions are budgeted, three of these positions were unfunded in FY17 in an effort to assist with budgetary savings. The budget includes resources to conduct the annual audit. The focus on internal controls and responsible financial oversight has resulted in five years of clean audit opinions and no findings and Financial Services has set a goal to repeat that accomplishment in FY17. The proposed budget will provide the financial resources necessary to work on training needs within the department to meet this goal. The Department also seeks to improve support to County departments through continued training efforts and written policies and procedures.

Engineering/Roads

Engineering Department Overview

The largest portion of the Engineering budget, other than grants, is used for salaries and benefits for staff. This accounts for approximately 52% of the Engineering budget. Approximately 6% of the budget is allocated directly for signing, striping and lighting.

Mission - Provide Engineering, Surveying and public works maintenance services that support safe, sustainable facilities.

Philosophy – Best bang for the taxpayer buck.

Core Functions:

Traffic engineering

Project design

Sign installation and maintenance

Manage various state and federal grants and contracts

Real estate land acquisition and disposition

Project development

Project management

Manage county Infrastructure Capital Improvement Plan

Prepare and review plats of survey, subdivision plats, and legal descriptions

Review construction plan activities for conformance to specifications

Conduct construction inspection

Land use/subdivision reviews

Administer right of way, driveway, grading and subdivision permits

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Manage storm-water program as required by Environmental Protection Agency

Respond to all complaints in a timely manner

Strategic and Department Goals

Complete federally mandated MS4 program annual report

Re-organize and fully staff the Engineering/Road Department

Complete phase II of the Roads Initiative Plan

Fiscal Year 2017 Engineering Budget

Engineering division staff administers three different funds: 1) 10080 (Road Fund), 2) 23111 (Capital Outlay) and 3) 23120 (Colonias). The Road Fund generates revenue from several sources including gas tax, right-of-way fees, permit fees and receives a transfer from the general fund. The Capital Outlay fund includes various appropriations from the state for capital projects. The majority of road projects in the county are funded through this source. The Colonias fund includes grants from the Colonias Infrastructure Fund administered by the state for projects within federally recognized Colonias.

The majority of Engineering’s operating budget is located in the professional services, contractual services and signing materials accounts. The largest account is professional services; several items are paid with this account including geotechnical and real estate services. Every construction project managed by the engineering department is assigned an inspector who must ensure that the projects are being built per plan and all construction materials conform to required local, state and federal standards.

The process for any parcel of property that is granted, purchased or disposed of by Doña Ana County (DAC) includes title search, appraisal and closing. Every grant project also requires National Environmental Policy Act certifications which require various environmental, biological and archeological studies. The level of effort for these studies varies depending on the funding source, with the federal grants requiring the most intensive studies.

In 2009 DAC started a storm water program as required by the Environmental Protection Agency. The federally mandated program obliges DAC to accomplish goals in order to meet the terms of the federal permit. The contractual services account is used to hire a consultant to assist with monitoring of the program.

The signing material account probably has the largest county wide impact on safety. All roadway, traffic and construction signs are purchased with this account. It also pays for roadway and traffic lighting maintenance and installations which includes traffic signals, school flashers and overhead lighting.

The Engineering grants budget includes over fifty grants for various public works projects. Most of the projects include paving of dirt roadways but they also alleviate drainage and safety problems.

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Roads Department Overview

The Doña Ana Road Department maintains approximately 1400 miles of paved and unpaved County roads as well as related infrastructure such as bridges and cattle guards. The Department mitigates constituent complaints as they are submitted directly to the department as well as complaints delivered through the Commissioners Action Request Form (“CARF”) system. During the 2016 fiscal year 66 CARFs and 480 complaints were mitigated. Additionally the Road Department facilitates flood control during the monsoon season and performs the cleanup and rebuilding of roads after significant rain events. The road systems are mowed seasonally as required and the unpaved roads are maintained with a fleet of motor graders on a rotating six month schedule. The department maintains six material pits and develops material for road rebuild and construction. The fleet of nine dump trucks delivers this material to the required locations. Each spring and fall the Road Departments plans and executes “chipseal” repairs to selected roads in the County. The Road Department currently has 45 budgeted positions including (1) Road Superintendent, (3) Road Foremen, (16) Heavy Equipment Operators, (18) Equipment Operators, (4) Laborers, (1) signing technician and (3) administrative positions.

Mission – During FY-16 the Road Department personnel developed and voted on a new mission statement – “Safety, Quality, Teamwork building the County of Today and Tomorrow”

Philosophy -Respond quickly to complaints, quality and timely repair of roads and safe operation in all circumstances.

Core Functions

Maintain County paved and unpaved roads and infrastructure

Respond to Constituent complaints

Respond to CARFs

Provide assistance and repairs during rain events

Complete yearly chipseal plans

On-call 24/7 emergency repairs and maintenance

Tree/brush trimming/removal

FY-17 Department Goals

Chipseal 25 miles of road in the spring season and 25 miles of road in the fall season. The nature of the emulsion used during the chipseal process requires a ground temperature of 70 degrees for optimum construction of the chipseal surface. The road surface must also be dry and the road has to be properly prepared to accept the chipseal to maximize the life of the road. Rainy weather, lack of machinery and manpower and low ambient temperatures hinder the process and without proper planning the amount of road which is chipsealed frequently falls below the plan. The best months for chipsealing in Doña Ana County are April/May and September/October. The goal this year will be to plan the roads early, increase the chipseal crew size by redistributing

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labor for other Road Department areas and to try and concentrate in distinct areas to avoid loss of time incurred during equipment transportation.

Upgrade pothole patches. The life of pothole patches can be increased thru compliance with established procedures and thru the introduction of alternative products. The key to this will be training and following-up on patches. The solution will be to develop a grading system to review patches to ensure all proper products and repairs are in line with proper procedures.

Operator Training. The Heavy Equipment Operator position in the Road Department requires extensive knowledge and ability on a wide variety of equipment. This takes time to develop and the Road Department currently only has OJT rather than a formal training program. The goal this fiscal year is to develop a program and provide training and operating time on a scheduled basis in order to develop the skills of the department to an appropriate level.

FY17 Roads Budget

The total Road Fund revenue is approximately $2 million per year. The Road Fund receives revenue from Gasoline Tax (32%), Motor Vehicle Tax (59%), and other revenue sources such as fees for services and interest (11%). The Road Fund also receives a portion of the 3rd 1/8th Hold Harmless gross receipt tax to cover road salaries and road projects. In FY17 the Road Fund will receive a transfer of approximately $1.9 million from the Hold Harmless GRT. In order to cover operations the Road Fund also receives a transfer from the County’s General Fund. In FY17 the General Fund will transfer approximately $1.5 million to the Road Fund. These transfers occur on a quarterly basis. Once the money is transferred into the Road Fund it becomes part of the “Road Fund” and it must be used for the road work in the County.

The Road Department Budget is divided approximately as follows (shown as % of total budget):

Salaries 31%

Fringe Benefits 15%

Mandated Benefits 2%

Services 21%

Materials and Supplies 24%

Capital and Leases 7%

Total 100%

The Road Department Budget is a production budget. Any reduction in the budget results in a reduction of services. The Road Department constantly strives for continuous improvement of processes and procedures to reduce the impact of budget cuts. The cuts and reductions attendant to this year’s budget will affect the response time to CARF’s and other complaints by constituents. The condition of the county budget throughout the fiscal year will have a direct impact on county road conditions. That is, if the revenue picture for the state stabilizes and no

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further cuts must be absorbed by the Road Department it should be able to carry out its mission with only minor delays and some deferred maintenance. If it grows worse and more cuts are employed, an increased deleterious effect is expected for the Department’s response time as well as to the county’s road maintenance program and conditions.

Fleet Department

Overview. The Department’s mission is to provide fleet management, fuel, and maintenance support to the Departments of Doña Ana County.

The Fleet Department provides maintenance to all County vehicles, including inspections every time the vehicle is serviced or dropped off, to ensure the vehicles are safe to operate. The County’s fleet consists of different makes and models which the Department maintains, (from dozers, farm tractors, sweepers, to dump trucks and patrol units).

The Department recovers operating costs by charging Departments for repairs and maintenance provided. Productivity is measured through billable hours, which is similar to a flat rate used by private businesses. Mechanics at Fleet are encouraged to be Automotive Service Excellence (ASE) certified. ASE is recognized world-wide by the public and the professional automotive/trucking field.

Training is provided through local trade schools, vendors, webinars, and websites. The department also partners with the City of Las Cruces to find and share training opportunities. Training is a high priority so fleet personnel can stay on top of ever changing automotive/diesel technology.

The department is compliant with Federal and State regulations following best practices that include a storm water pollution prevention plan, tire disposal, and recycling. Waste oil that is not credited for recycling is used to heat the fleet facility. They excel in compliance- passing the annual County insurance inspection by keeping the fleet facility clean and performing monthly internal inspections.

The department has developed and established a vehicle replacement plan. The plan assures consistent standards with consideration to safety requirements and County budgetary resources.

Department Goals for FY-17. The budget for FY17 will provide the funding for the Fleet Department’s everyday operations, and assist in meeting the County’s 7 Guiding Principles and Strategic Plan goals. The implementation of the new Global Position System (GPS) for County vehicles and equipment is complete. The departments will monitor the system which will increase accountability/transparency, save fuel by reducing idling and speeding. The GPS will also track, reduce, and measure our carbon footprint. The GPS will allow the county to reduce the fleet size by identifying underutilized vehicles. The implementation of a motor pool will also assist in reducing the County’s fleet.

The Fleet Department is committed to provide a full range of Fleet Management services, with the utmost commitment to have the safest and most efficient fleet possible. The Department is a professional organization that supports the County’s departments thereby enabling them to provide the best service to the citizens of Doña Ana County.

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UTILITIESDEPARTMENT Overview: The primary function of the Utility Department is to provide wastewater collection and treatment services for residents throughout the County. The department provides wastewater service to approximately 3,300 customers in the areas of Rincon, Salem, La Mesa, San Miguel, Berino, Chamberino, La Union, Las Palmeras, Montana Vista Vado, Del Cerro and Chaparral. We also, are in contract with Lower Rio Grande Regional Authority to take wastewater flow from the Mesquite area. Mission Statement: It is the mission of the Doña Ana County Utilities Department to provide clean water, efficient wastewater treatment and effectively respond to the demand in the unincorporated areas of the County. Core Functions: Plan, design and construct or expand facilities Billing and collection for services Operation and Maintenance of facilities FY17 Budget Utilities is comprised of eight department budgets based on service location. The combined total annual budget is $3,896,446 of which $839,101 is salaries, $2,524,165 is operating expenses, $165,103 is capital outlay expenses and $368,078 is debt service. Capital outlay expenses include the purchase of a back-up generator and gear box with chains. These requests are essential for daily wastewater system and treatment plant operations and maintenance. These budgets are supported with user fees of $1,388,518 and $1,767,928 by the General fund. Utilities will also receive $740,000 from the Environmental gross receipts tax for solid waste and liquid waste services. This department also administers 6 grant budgets with a combined remaining balance of $1,408,162. Two of the grants are for CRRUA projects, which are for water and wastewater projects in the Santa Teresa and Sunland Park areas. The four remaining grants are for DAC wastewater projects in Chaparral and the Montana Vista communities.

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Our overarching commitment is to continue to provide a means for environmentally safe treatment of wastewater, solid and liquid waste, thereby protecting ground water resources.

1,388,518 , 26%

1,767,928 , 33%740,000 , 14%

1,408,162 , 27%

Utility Funding Sources FY17

Fees General Fund Environmental GRT Grants

839,101 , 16%

2,524,165 , 48%368,078 , 7%

165,103 , 3%

1,408,162 , 26%

Utility Expenses FY17

Salaries Operating Debt Capital Grants

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FY-17 Goals/Objectives Improve Customer satisfaction/service

Initiate the use of credit/debit card for payments Obtain financial sustainability

Implement a rate increase with Board approval Comply with State and Federal regulations:

Operate facilities pursuant to federal and state regulations Maintain operator certification to comply with Federal requirements

DONA ANA COUNTY INTERNATIONAL JETPORT

The Airport Department is comprised of the following: *Airport Manager* *Airport Operations and Maintenance* Mission Plan and deliver quality aviation services that assure a safe, pleasurable airport experience for tenants and users: and to provide quality services to our customers.

Airport Manager The Airport Manager is responsible for managing, promoting, coordinating and supervising the daily operation of the International Jetport. Duties include tenant and customer relations, management, and oversight of maintenance, construction and development projects; ensure contractual compliance for all Jetport tenants and their related activities and unsure compliance with local, state and Federal Aviation Administration regulations. Represent the County at Jetport events and functions; Commission and Board meetings; develops and makes recommendations regarding Jetport operations. Conduct daily, weekly, monthly inspections for compliance with Storm Water Pollution Prevention Plan (SWPPP), Fueling operations and equipment, Jetport Security. Prepare and manage grant applications and funds.

Airport Operations and Maintenance Under general supervision performs corrective and preventative maintenance to airport facilities and equipment. Tasks include repair and troubleshooting of plumbing systems, buildings,

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structures, runways, taxiways, ramps, lighting, navigation aids and other areas as needed. Advises management of hazards which may require issuance of NOTAMs (Notice to Airman). Performs grounds maintenance, to include mowing, sweeping of paved areas, weeding, pruning trees and shrubs, painting and fence repairs. Performs basic maintenance and repair to tractor, mower, grader, vacuum sweeper, off road vehicle, street legal vehicles, radios and other equipment used in performing tasks.

Goals & Objectives

The goals for the airport this year is to continue to maintain financial sustainability through managing our resources and funding to deliver the highest quality services to our citizens and community. This will be accomplished by developing land leases, aircraft hangar rentals, commercial aeronautical enterprises, fuel sales and other sources of income to cover salaries, benefits, and operating expenditures. Market airport property and services to increase revenue through new tenant contracts, contract renewals and commercial aeronautical enterprises GRR. Update and distribute guidelines for aircraft incidents/accidents at or near Doña Ana County International Jetport. With the assistance of Federal, State, and Legislative grants we plan on completing three projects. Complete the update the Jetport Master Plan to incorporate completed items and lay out realistic 5, 10 and 20 year objectives. Complete the purchase and install a certified Automated Weather Observations System (AWOS III). Begin the planning and environmental process of reconstruction and upgrade of the current runway. FY17 Airport Expenses: 2 Employees for Salaries & Benefits: $137,733.00 Total Operating Expenditures: $126,350.00 Capital Outlay Expenditures: $108,000.00 N.M. Air Division Grants: $155,080.00 Capital Outlay Grants: $253,144.00 TOTAL: $780,307.00 FY17 Airport Income: Land Leases: $150,000.00 Hangar Rental: $100,000.00 Fuel Flowage/2% Gross Receipts Rent: $38,000.00 Miscellaneous: $1,492.00 N.M. Air Division Grants: $151,440.00 Capital Outlay Grants: $262,000.00 TOTAL: $702,932.00

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FacilitiesandParksFY‐17BudgetNarrative

The Facilities & Parks Department is comprised of the following 9 divisions:

Administration

Facilities Maintenance

Grounds Maintenance

Specialized Maintenance

Building Attendants

Vector Control

Infrastructure/Misc. (Grant) Projects

Fairgrounds

Parks/Ballparks

Mission and Departmental Overview We are here to serve the community as well as our employees to provide a safe, clean, and healthy environment by protecting and maintaining county physical assets, such as buildings and properties, in a cost effective manner.

Administration

Provides professional business administration and office management to the overall operations of the department and its divisions, by managing difficult and complex problems, resolving complaints and issues, executing, monitoring, administrating and coordinating all departmental business operations, payroll, grant administration and analytical work for all projects, programs, activities.

Facilities Maintenance

Receives, executes and maintains ALL work order requests for over 100 county owned, operated, and leased buildings for general maintenance.

Grounds Maintenance

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Receives, executes and maintains ALL work order requests for over 100 county owned and operated buildings, parks, ballparks, and properties for grounds maintenance.

Specialized Maintenance

Receives, executes and maintains ALL work order requests for over 100 county owned, operated, and leased buildings for heating and cooling maintenance and electrical maintenance. Included, but not limited to performing skilled repair, maintenance and installation of air conditioning, refrigeration, gas, heating and cooling systems, boilers, ventilation systems, combustion equipment and industrial air compressors and performing a variety of skilled electrical and electrical maintenance tasks, inspects, repairs, modifies and maintains electrical/electronic systems, circuits and equipment and performs all related work as required.

Building Attendants

Receive, execute and maintain ALL work order requests for approximately 20 county owned, operated, and leased buildings for cleaning supplies and cleaning maintenance.

Vector Control

Included, but not limited to providing mosquito, pest and rodent control spraying and fogging. Investigates complaints concerning insects and rodents. Provides education and information regarding vector control.

Infrastructure & Miscellaneous (Grant) Projects

The Facilities & Parks Department oversees all requests for major and minor remodeling projects, new buildings and construction, and all grant related construction projects and facility infrastructure needs throughout Doña Ana County.

Fairgrounds

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Facilities & Parks oversees the Doña Ana County Southern New Mexico Fairgrounds for all maintenance, event scheduling, usage, rental and operations.

Parks/Ballparks

Doña Ana County has various parks/ballparks throughout the County that may be available for short term use to public, non-profit, for profit and private groups. Facilities & Parks oversees all county owned parks/ballparks for maintenance and usage.

FY-17 GOALS & OBJECTIVES

The Facilities & Parks Department has completed the asset management analysis which has now set the framework for accountability and a lean, sustainable, more efficient, work-smarter not harder concept. We are working towards a true process-driven facility management system that will also support a true and valuable asset management system in the department. This analysis identified the department’s current state, long and short term priorities, structures, standards, and systems for a comprehensive Facility Operations plan to manage, operate, and maintain all the County’s facilities, parks, and/or leased buildings and fixed assets. This also implemented the utilization of a state of the art Computerized Maintenance Management System that includes a true asset management program, which identifies facility depreciation and value, and a proper & effective work order system. The goal is to utilize this system further by exploring the capabilities of: Utility Tracking, Identifying Proper Business Operations, Maintenance and Ordering of Janitorial Supplies and Inventory, and Identifying Proper Staffing for existing and continued growing facilities throughout Doña Ana County. Additionally, the department expects to implement the following features of the computerized management system: Proper Facility Maintenance Tracking, Performance Measures, Historical Performance, Efficient Coordination and Communication, Proper Facility Plan, Layout Implementation and Maintenance.

The following Capital Outlay projects are planned for implementation or completion during

FY-17:

DAC Senior Centers Meals Equipment $ 20,760

DAC Senior Centers Vehicles $120,000

DAC Del Cerro Community Center Roof $100,000

DAC Grounds Maintenance Equipment $ 40,000

Chaparral Public Health Parking Lot $ 55,000

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DOÑA ANA COUNTY DETENTION CENTER

Overview. The detention center is set up to assure community safety and peace of mind by detaining individuals in a safe, humane, and secure facility. The facility also interfaces with the community by providing a visitation component for families to interact with their loved ones while they are safely in jail. The detention center FY-17 budget supports all seven of the guiding principles in part or in whole. Specifically, this fiscal year we expect to carry out these main goals:

The detention center continues to monitor and work with the three different court jurisdictions to timely process case dockets through the system saving taxpayers approximately $32K per month.

Continuously working toward maintaining full staffing (which includes 175 officers, 33 sergeants, 12 lieutenants, 3 captains and 21 administrative positions) to assure continuity of work responsibilities.

Maintain visitation and information exchange between the jail and public as a transparent, friendly and professional experience.

Working with County Health and Human Services and a variety of other stakeholders examine the issues surrounding behavioral health and jails. We will be actively participating in the Stepping Up Initiative, which was recently announced with the goal of reducing the number of people in our Detention Center with mental illnesses.

Complete a review of our policies and operating procedures in order to ensure compliance with applicable laws and regulations.

The Doña Ana County Detention Center total budget has four primary accounts. The Adult Detention Facility, Medical for both Adult and Juvenile, the Juvenile facility, and Corrections fees.

Detention Budget

The total FY-17 budget for the detention center including Capital expenditures is $23,832,836. This includes personnel costs and operating expenses which reflect the routine daily operational needs of all departments to assure continuous operations including medical costs. The detention center also generates revenues in the amount of $13,573,428.

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DONA ANA COUNTY SHERIFF’S DEPARTMENT 

Sheriff, Enrique “Kiki” Vigil

Undersheriff, Ken Roberts

The Doña Ana Sheriff’s Department is a full-service law enforcement agency that serves the entire county with a population of approximately 213,000.

In 2015, the Doña Ana Sheriff’s Department:

• documented 10,151 offense/incident reports,

• arrested 280 impaired drivers,

• wrote 21,590 traffic citations

• served 5,513 writs and subpoenas and 462 restraining orders

• Investigated 1,028 felony crimes

• Responded to 83,839 calls for service.

Doña Ana County, is the second largest sheriff’s department in the state of New Mexico and borders four counties, one state, and the country of Mexico.

The budget for FY 17 includes administrative and support personnel and 159 budgeted certified law enforcement. Additionally, the budget includes funds for vehicle and equipment acquisition and maintenance; training and other necessary operational expenses. The Sheriff’s Department also operates the Court Held (evidence) animal shelter

Goals and objectives for the Doña Ana County Sheriff’s Department include:

Promoting community involvement. Law enforcement cannot fight crime without the support of the community.

Implementing more community-oriented policing programs. Enhancing School Resource Officers throughout the unincorporated areas of Doña Ana

County. Developing effective gang task forces. Utilizing forfeiture and seizure of assets against cartel and known drug and human

traffickers. Team policing to promote officer safety and to provide adequate coverage of deputies in

the rural parts of the county. Gaining national accreditation for best practices and standards in law enforcement.

Continuing to operate the $1.1 million Court Hold Animal Facility opened in May 2015. The new climate-controlled environment offers safety for animals and staff of a modern shelter for a unique set of law enforcement situations—those which are evidence and being held by law enforcement until trial or a judicial determination as to their fate.

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Doña Ana County Fire & Emergency Services

The Doña Ana County Fire and Emergency Services Department consists of Fire Administration overseeing 16 districts operating out of 19 stations: District 1 – Doña Ana District 9 – Chaparral District 2 – Anthony District 10 – Mesquite District 3 – NM State Univ. District 11 – Garfield District 4 – La Mesa District 12 – Fairacres District 5 – Organ District 13 – South Valley District 6 – Rincon District 14 – Santa Teresa District 7 – La Union District 15 – Las Alturas District 8 – Radium Springs District 16 – Chamberino

Mission. The fire districts are staffed by approximately 250 volunteer firefighters and supplemented by 16 career firefighters who are stationed in Doña Ana, Anthony, and Radium Springs. They respond to medical emergencies, fires, automobile accidents, and rescue situations. All districts are staffed at a minimum level of Emergency Medical Technician – Basic, and some are certified at the Emergency Medical Technician – Intermediate level. The Doña Ana County Fire and Emergency Services Department has a Hazardous Materials Response Team equipped with specialized testing, sampling, and decontamination equipment used for mitigation.

The Doña Ana County Fire and Emergency Services Department covers approximately 3,804 square miles with a population of 110,000, and responds to approximately 8,000 calls on an annual basis. Approximately 65% of calls are for Emergency Medical Services, 15% for fires of all types, and the remaining percentage are service calls, including fire alarms, hazardous-materials releases, motor-vehicle accidents, public-service assistance, and rescues.

FY-17 Budget

This fiscal year we have an approximate budget of $1.5 million in Fire Protection Funding through the State Fire Marshal’s Office and EMS funding of approximately $160,000 through the NM EMS Bureau, and $1.3 million in general funding that is allocated for salaries. In addition, the Fire Protection Tax accrues approximately $1.4 million each fiscal year. With these fundings, Fire and Emergency Services will continue to focus on improving ISO (Insurance Services Office) ratings in each fire district. By improving the Fire ISO ratings the County will potentially qualify for increased funding for our Fire Districts from the State Fire Protection Fund as well as aid County residents in lowering their home insurance premiums.

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Doña Ana County Fire & Emergency Services continues to focus on improving in the following areas:

Purchase apparatus according to the replacement plan implemented by Doña Ana County Fire & Emergency Services.

Provide fire district volunteers and paid personnel with standardized and advanced training utilizing the newly remodeled training facility, which could now meet the need for additional classroom space.

Upgrade some of the stations with sleeping facilities for 24 hour coverage capability and improve accommodations to encourage volunteer firefighters to work shifts.

Complete phase III of the communication system (Simulcast), improving County wide public safety communications.

Develop a water shuttle system and training guideline to address water supply issues in non-hydrant areas.

COMMUNITY DEVELOPMENT DEPARTMENT

The Community Development Department continues to play a critical role in county operations and functions as part of the Development Services Departments that provide guidance to the overall success of the county from a physical, environmental, economic and social perspective. Community Development consists of 6 (six) divisions; Current Planning, Advance Planning, Building Services, Geographic Information Systems (GIS)/Mapping, Animal Control and Codes. The department is one of constant collaboration with other departments and external agencies and organizations, plays critical roles in county functions, and operates primarily as a customer service first department.

MISSION

Assure public safety through proper planning and development, building safety, animal welfare and code enforcement throughout Doña Ana County.

PHILOSOPHY

Engage constituents, stakeholders and other agencies in a courteous and professional manner to ensure that Doña Ana County remains a community partner and champion for quality of life in the region.

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COMMUNITY DEVELOPMENT DEPARTMENT CORE SERVICES

Comprehensive Planning Addressing and street naming Data collection and analysis Administration of the Foreign Trade Zone Application review and processing Map production and analysis Permitting and inspections Outreach and Education Code Enforcement Animal Control Grant Management

STRATEGIC AND DEPARTMENT GOALS

1. Consistently provide prompt customer service for internal and external customers.

Develop survey mechanism to gauge level of service Provide learning opportunities for customer service Utilize webinars for training

2. Foster internal and external relationship with development community.

Hold quarterly meetings to solicit feedback on Community Development Operations Ensure that internal departments related to land development remain up to date on

current or pending policies 3. Enhance and maintain a better quality of life by providing professional guidance and coordination of all land planning and development activities, and by fairly and consistently implementing the County’s regulations and policies.

Update and maintain the County’s Comprehensive Plan through annual review Update and maintain the County’s Development Code through annual review

4. Increase the skill sets of all Community Development employees.

Provide opportunities for employees to seek out professional development Encourage employees to become certified in areas beneficial to Community

Development Look for creative ways to earn continuing education units such as free webinars, local

workshops and seminars, etc. 5. Through community outreach and education, reduce the number of violations in the county by canvassing targeted areas to inform residents about observed animal control and codes violations.

Complete 11 ACES projects Educate residents about and coordinate and oversee community roll-off placement for

dumpster days Follow ups conducted to determine if violations have been corrected

6. Reduce the numbers of domesticated stray/unclaimed animals from being taken to the shelter.

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Officers scan every animal picked up for a microchip and officer will attempt to make contact with the pet owner

Goal is to return 1000 stray/unclaimed animals to pet owners in FY 17

FY17 BUDGET

The Community Development Department (CDD) budget is comprised of multiple divisions including CDD with a budget of $1,922,852, Animal Control $1,514,070 (~$900,000 goes to the Animal Shelter), and Environmental Codes $288,601. The amounts for each budget remain relatively static to last year’s except Animal Control and Codes which will have a slight increase.

In addition, Doña Ana County has entered into an agreement with South Central Solid Waste Authority (a successor of an earlier agreement with the Camino Real Environmental Center, Inc). The agreement and fund is called Flow Control and is anticipated to bring in revenues of approximately $285,000.

CDD also administers several grants including the Joint Land Use Study Implementation Grant totaling $655,463 for two years, Keep America Beautiful Grant, approximately $15,000 renewed annually, an additional Bureau of Land Management Grant (V) for $15,000, and a Recycling and Illegal Dumping (RAID) Grant from the State of New Mexico Environmental Department for $45,932.

COMMUNITY DEVELOPMENT BUDGET AND FUNDING

This chart represents the breakdown of funding for CDD including salaries and benefits, operating expenses, and total value of grants received.

$1,756,946$165,907

Community Development

Salaries/Benefits

Operating Expenses

Grant Funds

$608,039

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Current Planning

The Current Planning Division’s principal role is to assist the public with land development applications, review and approve a variety of cases throughout the county.

Core Functions

Customer service Land use applications, review and process Interpretation of land use and subdivision ordinances Issuance of business registrations Zoning and code enforcement Administration of the Foreign Trade Zone

Advance Planning

Advance Planning studies the impacts of growth and development and to set a vision for the county through the practice of long range planning, design and research work.

Core Functions

Establish policy for development Conduct comprehensive, regional and strategic planning Conduct Sector/area/community planning and design Develop conceptual/thematic planning and design Conduct research and analysis related to development Establish and advance strategic coordination and partnerships Conduct public/community outreach as it relates to planning and design Collaborate to develop and advance other relevant planning initiatives in the region Conduct project and grant management Implement adopted and approved plans

Building Services

The Building Services Division is responsible for performing building plan review and inspection and compliance with the building codes, provide first response customer service at the Community Development Intake counter, process building permits, and coordinate inspections.

Core Functions

Issue permits Enforce State and International Building Codes Provide front counter customer service Perform building inspections on a daily basis Review building plans

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Geographic Information Systems (GIS)

The GIS Division of the CDD develops and maintains the County’s GIS. The Division maintains over one hundred layers of database information, develops applications, produces maps and provides training and technical support to other County departments.

Core Functions

Maintain GIS Enterprise License Agreement (ELA) through ESRI Contract which administers the GIS licensing and server and all subsequent GIS software and data amongst all County departments

Develop and maintain GIS Data Layers Develop GIS applications to carry out specific functions Provide GIS analysis in support of all County-related mapping projects Create and update yearly Dona Ana County Street Atlas Produce map products for public or County Interdepartmental use Provide training and technical support Administer and enforce the Road/Street Naming and Addressing Ordinances

Animal Control and Codes (ACO & Codes)

Animal control and codes enforcement responsibilities cover a very broad range of reactive service calls for domestic animals and solid waste codes enforcement as well as pro-active educational animal husbandry and environmental codes outreach activities to schools and communities. In the last three calendar years they have responded to and also self-initiated an annual average of 22,223 calls each year for solid waste codes and animal services – ranging from care and maintenance, stray and unrestrained, vicious and or dangerous animals, and allegations of animal abuse and/or cruelty. The majority of calls are received through central dispatch. Others are called into the office or through CARFS. The expectation from staff at all levels of authority is to ensure that the customer comes first.

The ACO & Codes division operations are seven days a week, including holidays, with one officer performing overnight on-call every day. Operational hours are from 7:00 a.m. to 10:00 p.m. The division currently has approved staffing of 15 animal control/codes officers, 1 part time laborer, 1 secretary, 1 administrative supervisor and 1 division manager.

The division manages the Keep America Beautiful grant that supports community efforts in beautification and litter and recycling education and outreach. In addition to funding that covers project based improvements, much of the success of this program relies on in-kind support from internal and external partners.

The division also manages the Flow Control franchise revenues that support recycling and illegal dumping education and abatement of illegal dumping sites. This fund has approved staffing of 1 soft-money Flow Control position. This position is responsible for identification, investigation, and coordination of illegal dumpsite cleanups and is responsible for scheduling and presenting educational outreach to schools and communities.

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Core Functions

Enforcement of County animal control ordinances and state statutes Enforcement of solid waste ordinances Community outreach and education Graffiti abatement Partnerships through grants and MOA’s

ANIMAL CONTROL/CODES ENFORCEMENT BUDGET AND FUNDING

    

FLOOD COMMISSION

The Flood Commission’s FY17 Budget includes a wide array of capital projects, drainage master plans, Emergency Action Plans, maintenance projects, and employee training, that follow the County Guiding Principles.

The capital projects include; utilizing an existing Capital outlay grant to work on flood control on the east mesa, continue work on the Gardner Dam, and adding infrastructure for the flood warning system. There is also funding set aside for the purchase of property for the Brown Farm flood control structure.

The budget includes matching funds for several Colonias Infrastructure grants for drainage master plans for the colonias of Montana Vista, Doña Ana, and Mesquite. There is funding set aside for assisting Hatch with a drainage master plan for the Placitas Arroyo. The Flood Commission

$730,385