#8 1 W S íëìó ìô - Dona Ana County...íëìó/ìô; #8 1; W S 107th Fiscal Year A p p r o v e d J u l y 2 4 , 2 0 1 8. Author: Doña Ana County Created Date: 8/20/2018 10:18:51

2018-19

FINAL BUDGET

107th Fiscal YearApproved July 24, 2018

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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

Isabella SolisDistrict 4

Kim HakesDistrict 5

Ramon S. GonzalezDistrict 2

Benjamin L. RawsonDistrict 3

Luna C

ounty, N

M

Sierra County, N

M

Otero C

ounty, N

M

El Paso County, TX

March 13, 2018

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

Republic of Mexico

County Commission DistrictsDistrict 1 - Billy G. GarrettDistrict 2 - Ramon S. GonzalezDistrict 3 - Benjamin L. RawsonDistrict 4 - Isabella SolisDistrict 5 - Kim Hakes

COUNTY COMMISSION DISTRICTSDoña Ana County, NM

Billy G. GarrettDistrict 1

Table of Contents Section 1

Budget Resolution Section 2

Department Narratives Section 3

Budget Recapitulation Section 4

Schedule of Transfers Section 5

Bond and Notes Payable Schedule Section 6

Insurance Schedule Section 7

Fiscal Year Budgets by Department Section 8

Salary Schedules Section 9

DONA AÑA COUNTY

TABLE OF CONTENTS

FOR

FISCAL YEAR 2018 - 2019

i

DOÑA ANA COUNTY TABLE OF CONTENTS

FOR

FISCAL YEAR 2018-2019Page #Fund #Fund Description

10001 1-45General Fund10002 46-53DASO General Fund10003 54-61Fire Chief - General Fund10004 62-63Gross Receipts10005 64-66Manager's Strategic Contingency Fd.10008 67-74Community Services10010 75-77County Clerk Equipment Recording10025 78-80County Treasurer's Fees10030 81-93Environmental Expense Fund10050 94-95Environmental GRT Income10055 96-97Hospital Revenue10060 98-100Payment in Lieu of Taxes10080 101-113Road21135 114-118Federal Grants21241 119-120Housing Grants21250 121-122Affordable Housing Loan Fund22251 123-128DWI Grant Fund23110 129-130State Grants23111 131-150State Appropriations23120 151-155Colonia's Initiative23300 156-170Sheriffs Grants-State25110 171-178Civil Preparedness - State25113 179-181Inmate Welfare Fund25115 182-184Corrections Fees25118 185-187Emergency Fund25120 188-190Farm & Range25125 191-192Fire Protection Excise Tax25130 193-195Fire Protection Expense Fund25135 196-200Flood Control25140 201-218Health Services Fund25141 219-220Hospital Lease25142 221-223Province Health Care Gt25143 224-227Health Services Grant Fund25144 228-230Crisis Triage Center25145 231-233Indigent Hospital Care25150 234-237Reappraisal Administrative Fees25153 238-239TIDD Development Districts25160 240-241Spaceport Gross Receipts Tax25210 242-244Confiscated Assets25230 245-247Law Enforcement Protection

25305-25435 248-317Emergency Medical Services (EMS)25505-25595 318-395Volunteer Fire Districts

Page #Fund #Fund Description

30040 396-397GO Bond - Judicial30042 398-401Debt Service South Central 28-52/0230043 402-405Debt Service La Union 30-61/0230044 406-409Debt Service Salem 29-53/0230045 410-411Reserve- NMED CWSRL #143804730090 412-413Reserve - Flood Loan30100 414-417Bond Retirement - 2001A Airport Rd30101 418-419Reserve - 2001A Airport Road30102 420-423Bond Retirement - 2001B Border Pk30103 424-425Reserve - 2001B SAD Border Park30112 426-429Debt Service-2012 GRT Ref Rev Bond30123 430-433Debt Service - GO Bond Series 201330124 434-4372014 Sub Lien GRT Ref Rev Bond30125 438-441Clean Water Loan #19500330126 442-4451974-DW Drinking Water Loan41010 446-448Utility Department41020 449-453Airport FAA Projects42010 454-455Wastewater Projects/Grants43010 456-457Utility Projects45070 458-461HH Capital Improvement Projects45075 462-464Griggs/Walnut Superfund Project45080 465-466County Administrative Bldg- Project45091 467-469E-911 Emergency Dispatch Ctr45093 470-472Road's Initiative50010 473-476Bond Retirement - Detention50020 477-480DAC/Santa Teresa Airport50030 481-489Detention Center Fund50035 490-491Reserve - Detention (Series 1993)50043 492-494Salem/Ogas-Wastewater50044 495-500South Central WWTP50045 501-502Reserves - Utilities50046 503-505La Union50063 506-507Chaparral Wastewater Systems-RUS50064 508-510Dona Ana Wastewater System50066 511-512San Miguel Water System50067 513-515Rincon Wastewater50070 516-524Chaparral WW System60010 525-526DAC Acquisition Fund60020 527-531Fleet70050 532-533Airport Rd-Special Assessment-2001A70060 534-536Border Park-Special Assessment2001B

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DOÑA ANA COUNTY

GENERAL FUND TABLE OF CONTENTS

FOR

FISCAL YEAR 2018-2019

Revenue Fund # Description Budget PageOrg #

10001 General Fund $47,330,119.94 1-20000010001 General Fund $125,000.00 23-261024510002 DASO General Fund $68,100.00 460000010002 DASO General Fund $150,000.00 502010410003 Fire Chief - General Fund $82,750.00 5400000

Total $47,755,969.94

Expenditures Fund # Description Budget PageOrg #

Elected Officials 10001 3-410110 $821,527.23 County Commissioners10001 510121 $2,025,240.88 County Assessor10001 6-710131 $1,949,502.87 County Clerk - Recording & Filing10001 1010140 $1,007,384.96 County Treasurer10001 1110150 $101,972.70 County Probate Judge

General Government 10001 1210201 $118,421.62 County Auditor10001 15-1610220 $353,480.26 Communications Department10001 17-1810225 $3,185,919.15 County Manager10001 19-2010226 $505,680.86 Public Information Office10001 21-2210235 $1,563,434.43 Finance Department10001 23-2610245 $4,205,096.57 Facilities & Parks-Department10001 27-2810250 $3,465,551.42 Information Services Department10001 2910255 $924,663.54 Legal Services Department10001 30-3110265 $2,030,588.37 Personnel Department10001 32-3310270 $2,027,338.73 Community Development Department10001 3410275 $417,695.52 Purchasing Department10001 35-3610280 $5,598,566.94 Risk Management Department

Public Safety 10001 13-1410215 $351,619.54 Office of Emergency Management10001 37-3820501 $2,010,241.44 Animal Control10001 39-4020502 $171,292.84 Court Hold Live Evidence Facility10001 41-4220520 $326,085.96 Vector Control10001 43-4440104 $198,189.31 Codes Enforcement10002 47-4920101 $15,504,961.78 Sheriff - Law Enforcement10002 5020104 $150,000.00 DWI Forfiture Program10002 51-5220105 $4,136,426.13 Sheriff - Support10003 5510240 $542,970.17 Fire Marshal10003 56-5720215 $1,060,523.84 Fire Service-Fire Marshall (GRT)10003 59-6020406 $90,570.00 EMS ACT-08 Equipment

Total $54,844,947.06

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The Department Narratives contain the purpose of each department. Department narratives also include goals for fiscal year 2018-2019.

Narrative Table of Contents Page 1 County Budget Overview Page 2

Administration

County Manager Page 6 Information Technology Page 8 Communications Page 11 Human Resources Page 13 Legal/Risk Management Page 16 Public Information Page 19 Financial Services Page 21

Elected Officials

Assessor Page 24 County Clerk/Probate Page 27 Treasurer Page 32

Public Works

Engineering/Roads Page 34 Fleet Page 38 Utilities Page 41 Jetport Page 43 Facilities and Parks Page 48

Public Safety

Detention Page 52 Sheriff Page 55 Fire Page 59

Community Services

Community Development Page 63 Animal Control/Codes Page 66 Flood Page 70 Health and Human Services Page 73

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County Budget Overview Budget Overview Doña Ana County’s fiscal year 2019 budget includes revenue in the amount of $143.3 million and expenditures of $154.4 million. Although a budget deficit of $11.1 million exists, most of this use of reserves are addressing critical capital needs.

Recapitulation FY18Adopted FY19 Proposed Beginning Cash Balance 77,481,987 68,683,191 Revenues Property Taxes 43,164,700 43,576,232 Gross Receipt Tax 42,095,267 43,677,637 Taxes 6,086,087 6,161,469 Fees & Service Charges 23,901,308 22,551,000 Other 646,483 557,658 Investment Income 550,847 575,376 Grants 21,885,353 26,236,704 Total Revenues 138,330,043 143,336,076 Expenditures Personnel (55,728,173) (58,436,040) Professional Services (2,980,026) (2,052,027) Operating Costs (56,950,004) (55,655,046) Debt Service (4,291,501) (2,297,013) Capital Outlay (12,732,648) (17,172,997) Grants (22,338,775) (18,870,064) Total Expenditures (155,021,127) (154,483,187) Estimated Ending Cash Balance 60,790,903 57,536,079

Revenues Doña Ana County has several different sources of revenue. Not all of the revenues received by the County can be used for any general purpose. Some are restricted in nature or have been designated by the Board of County Commissioner’s for a specific purpose. The County utilizes different fund types to ensure funds are used only for the purposes specified. The County’s two major sources of revenue stem from Gross Receipts Tax and Property Taxes. The County is anticipating $43.6 million in Property Taxes, a $411 thousand increase over fiscal year 2018. The County took a conservative approach in formulating the FY19 GRT budget. In 2019, Gross Receipts Tax is expected to generate approximately $43.7 million. The County is now in the fourth year of the hold harmless food and medical tax phase out. However, based on historical trends, the County assumed a 1.0% increase on the GRT collected in the incorporated areas and a 1.0% decrease in the unincorporated areas of the County. Due to the recent implementation of the Hold Harmless GRT in FY16, there is insufficient historical data to provide an adequate

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growth trend. As a result, the County assumed a flat GRT growth. The table below details all of the County’s enacted gross receipts.

Gross Receipts Tax Area FY19 Proposed % of Budget Unrestricted County General 1/8th Countywide 4,691,897 Equalization 2,799,258 Subtotal Unrestricted 7,591,155 17% Dedicated Health/Indigent 1/8th Countywide 4,691,897 Public Safety 1/16th * Countywide 2,345,949 Hold Harmless (HH) 3/8th** Countywide 12,969,603 Subtotal Dedicated 20,007,449 46% Restricted Indigent Countywide 4,691,897 Detention Countywide 4,534,083 Fire Excise Unincorporated 1,558,299 Environmental Unincorporated 779,101 Spaceport Countywide 2,195,653 County Supported Medicaid Countywide 2,420,000 Subtotal Restricted 16,179,033 37% Total 43,677,637 Notes: * 1/6th dedicated 7/12th for Sheriff and 5/12th for Fire

** First 1/8th HH dedicated for Sheriff salaries and equipment, 2nd 1/8th for Detention salaries, vehicle replacements, Mesilla Valley Economic Development, and South Central Regional Transit District, and the 3rd 1/8th for Road salaries, road projects, and capital improvement projects

Other sources of revenue include $20.7 million in Fees & Services charges and $26.2 million in grant revenue. The County collects various types of fees for services, but one of the largest is the caring for prisoners from outside entities. Expected revenue from care of prisoner fees is roughly $8.3 million. All other sources of revenue make up approximately $9.1 million. The different revenues generated will be detailed further in each department section. The chart below shows a breakdown of revenue sources.

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Expenditures The formulation of Doña Ana County’s expenditure budget was driven by many elements. In past years, it had become routine for the County to leave a large amount of unexpended budget at year-end. One goal for FY19 was to right-size departmental operating budgets in order to make room for other essential items. Doña Ana County’s total expenditure budget for FY19 amounts to $154.4 million.

The largest expenditure the County typically incurs is Personnel Costs. The FY19 budget for Personnel Costs is $58.4 million, which is 38% of the total budget. This an increase of approximately $2.7 million from prior year’s adopted budget. The increase is largely due to pay increases for unrepresented employees and union employees in the Sheriff’s office. After much litigation the County was required to adjust wages based on the CWA Sheriff’s union agreement impacting the FY19 budget. One of management’s priorities as part of the current budget was to incorporate wage increases in order to address equity issues. The proposed budget includes wage increases for all unrepresented employees. Negotiations with unions were still underway as the budget was being formulated. During FY19, the County expects to see a further increase in Personnel budget due to renegotiations on collective bargaining agreements.

The second largest expenditure type the County incurs are operating costs. The budget includes approximately $52 million for County operations, which is 34% of the total budget, a decrease of about $2.1 million from FY18’s adjusted budget. Included in this category is $4.2 million for payments to outside agencies, based on existing joint power agreements. This incorporated a $350 thousand contribution increase to the Animal Services Center of Mesilla Valley in order to expand operations. It also includes an increase of approximately $100 thousand to the Mesilla Valley Regional Dispatch Authority. Other major expenditures included in operating costs are

GRT43.7

PILT3.3

Property Taxes43.6

Taxes2.8

Grants26.2

Financial Distributions

1.8

Fees & Service Charges20.7

Investment Income0.6

Other0.6

FY19 County‐wide Revenues (in millions)

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medical services for inmates in the amount of $6.2 million and $5.1 million in insurance coverage costs. Additionally, the County included funding for implementing a manhole rehabilitation plan. The plan is to repair manholes that are critical and need immediate attention to prevent future manhole collapses.

The County’s capital outlay budget is about $17.2 million, an increase of about $4.7 million over FY18. The capital outlay budget is primarily funded by the use of cash reserves. Included in the capital outlay budget is $5.7 million for the Roads Initiative that was adopted by the Board of County Commissioners on March 27, 2018. The initiative approved the use of $10 million in cash reserves for the surface treatment, resurfacing, and maintenance of certain county maintained roads. Approximately $2.7 million in reserves will be used to address various critical capital needs such as maintaining data integrity, replacing outdated fleet, and replacing security equipment. Many of the major items included in the budget are funded through restricted sources. A few of these items are the construction of the Hatch Flood Control Dam, renovations to fire stations, fire apparatus purchases, and the purchase of fire equipment.

The remaining $26.8 million in the expenditure budget is made up of grants, financial distributions, debt service, and professional services. Financial distributions consist of expenditures associated with the Fire Protection, Emergency Medical Services, and Law Enforcement Protection Fund distributions

The chart below shows a breakdown of the overall expenditure budget. The expenditure budget is detailed further in each departmental section.

Personnel Costs58.4

Professional Services

2.0

Operating Costs52.0

Debt Service2.3

Capital Outlay17.2

Grants 18.9

Financial Distributions

3.7

FY19 County‐wide Expenditures (in millions)

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Office of the County Manager The County Manager 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 operations of the County. The County Manager ensures that all departmental activities comply with Doña Ana County goals and objectives, state and federal laws, and county policies and procedures.

Budget Overview Department Initiatives & Goals

Some of the efforts we will undertake during the year include a continuation of the Workplace Improvement Committee (comprised of employees). This effort is designed to improve both internal and external customer service and conditions in the workplace. The County will maintain and continue to build its economic development partnerships to encourage more opportunities for our residents and increased engagement with regional stakeholders. The County will constantly evaluate the general budget and be looking at creating efficiencies in the organizational structure.

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Throughout the County government, staff will continue efforts to reach out to the constituents we serve and engage the public with the organization.

Additionally, we will renew and refresh the strategic vision for the County to benefit the residents we serve; as well as the County’s participation in the “Stepping Up” Initiative which has a primary goal of reduction and ultimately elimination of the number of people housed in our Detention Center with mental illnesses.

Highlights

Capital Outlay

Management plans to acquire a building to support and expand Detention Center operations.

Department Revenues

The County Manager’s office does not generate any revenue. General Fund revenues support the department’s budget.

Department Expenditure Breakdown

County Manager FY18 Budget FY19 Budget Difference Personnel Costs 1,028,657 1,000,934 (27,724) Professional Services 457,158 80,000 (377,158)Operating Costs 269,273 222,216 (45,057)Capital Outlay ‐ 700,000 700,000Outside Agencies 2,416,852 2,511,211 94,360County Manager Total 4,171,941 4,514,361 342,420

Personnel

• 10 Full Time Equivalents• No new positions in FY19

Capital Outlay

• (1) Building acquisition

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Information Technology Department Purpose The Information Technology (IT) Department oversees computer, telecommunications, network, application, web and radio related systems throughout the County. This includes providing infrastructure, development and support for the applications used by the County as part of day-to-day operations. This equipment and the services provided are so entwined in all operations of the County that ensuring near continuous operation is required. This task falls to the IT Department. The IT Department also works with departments and county management to evaluate current and future technology needs and manage growth.

Department Responsibilities Service Desk

Customer support first point of contact. Resolves problems raised to the Service Desk or directs to the appropriate IT group for

resolution. Troubleshoot and repair desktop computer and computer related issues. Gathers information regarding issues to aid other sections in resolving problems.

Personnel Costs22%

Professional Services2%

Capital Outlay16%

Operating Costs5%

County Extension3%

MVRDA36%

Other11%

Metro Narcotics5%

Outside Agencies55%

County Manager's Office

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Application, Data, and Programming

Management of major applications for Countywide and departmental operations. Oversees the health of county databases and data. Builds custom reports, data integrations, and processes for major applications.

Web Development and Media

Development and management of the county public website. Development and management of the county internal "intranet." Custom web and mobile device application development. Media production and recording, including meetings, promotional videos, and graphic

design work.

IT Infrastructure and Systems

Installation, configuration, and maintenance of County network and telecommunications equipment.

Installation, configuration, and maintenance of County servers systems including virtualization.

Installation, configuration, and maintenance of County storage area network (SAN). Installation, configuration, and maintenance of select County applications.

Emergency Radio

Repair and maintain emergency two-way radio infrastructure throughout the County for use by Sheriff's Office, Fire Marshal's Office, Detention Center, Facilities and OEM personnel.

Tower site maintenance, including facility maintenance, licensing and agreements for site usage.


Automation of Processes: The IT department will be looking at County processes to identify processes that would be better served by moving them online. We are planning on building an online system for tracking Inspection of Public Records Act (IPRA) requests and are looking at options for building and distributing county meeting agendas.

Network Lease Refresh: The County’s existing network system lease is ending in October of 2018. The lease covers wired and wireless network equipment, telecommunications, and server systems. We will be entering into a new lease to replace the aging equipment, update licensing, and thus ensure continued, reliable operation of our IT infrastructure.

Radio Simulcast: After several years of preparation, we will be going live with the new radio simulcast system. This will provide county-wide linked channels for county emergency services.

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Amador Fiber Project: In cooperation with the City of Las Cruces IT department, our IT department is working to bring new fiber optic cable to the County Government Center via Amador. This will replace existing cable that is more than 20 years old and in very poor condition.

Highlights

Capital Outlay

The IT department has three capital projects planned for the FY19 fiscal year. The first is our Network Lease Refresh project. This project includes a capital investment element in the form of a partial buyout of our existing lease equipment. The cost of the buyout will depend upon the exact equipment selected, which will be determined based on the needs of the County for spare equipment and which equipment would be more cost effective to continue operating rather than replacing. The estimated cost of the buyout is $125,000.

The IT department is also planning to spend approximately $50,000 towards running new fiber optic cable down Amador Dr., between Valley Drive and Motel Blvd. This is part of a cooperative project with the City of Las Cruces IT department. The new fiber optic cable is to be connected with existing County fiber optic cables on Motel Blvd. and Alameda St. in downtown Las Cruces.

We plan to replace aging server infrastructure with new systems. The typical useful life for a server is 5 – 7 years, varying somewhat based on the availability of compatible replacement parts in the later years. This year we plan to spend approximately $25,000 towards the purchase of replacement server equipment that has now reached end of life.

Grants

The IT department has a single grant, awarded by the New Mexico Office of the Attorney General, to build an online system for tracking and managing requests from the public for records covered under the Inspection of Public Records Act (IPRA). This grant is pending acceptance and will be added to the FY19 budget upon approval by the Board of County Commissioners. This project is expected to be complete this fiscal year.

Personnel

• 23 Full Time Equivalents

• 1 position removed in FY19

Capital Outlay

• Network Lease Refresh

• Amador Fiber• SAN Storage

Expansion

Grants

• Office of Attorney General Grant to Develop IPRA software (Pending Approval)

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Department Revenues

The IT department does not generate any revenue. The department’s budget is supported by General Fund revenues.


IT FY18 Budget FY19 Budget Difference Personnel Costs 1,644,664 1,706,336 61,673Professional Services 28,000 50,000 22,000Operating Costs 1,538,740 1,508,715 (30,025)Capital Outlay 215,530 200,500 (15,030)IT Total 3,426,934 3,465,551 38,618

IT Radio Communications Department Purpose The Communications Department performs installation, maintenance, repair, and modification of countywide radio and telecommunication systems to include nine Mountain top Repeater sites. We perform maintenance on Microwave systems that converge with the Countywide simulcast communication system, public safety vehicle electronic systems, Base station/mobile and hand held radios for communication with MVRDA, AMR, and other Public Safety agencies.

Personnel Costs49%


1%

Operating Costs44%

Capital Outlay6%

FY19 IT Expenditure Budget

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Department Responsibilities Communication Operations

Daily; troubleshoot, perform maintenance and repairs on public safety vehicles electronic equipment, Repeater sites, MVRDA, Sheriff and Fire Departments.

Perform bi-annual inspections, maintenance and upgrading of all county radio sites, communication systems, electronic equipment, buildings and towers/antennas.

General Duties

Prepare reports, Memorandum of Agreements (MOA), FCC Licenses, and BLM-Right of Ways (ROW).

Maintain Personnel Files, reports, Licenses, MOA’s and ROW’s. Maintain a Communication Van for emergencies in case of a disaster.

Purchasing

Establish minimum specifications for purchases of communications equipment. Review all departments/agencies radio and electronic purchase requests for accuracy and

compatibility with existing equipment.

Budget

Plan, direct, and coordinate with county management the preparation, execution, review, and analysis of the department-operating budget.

Keep records on all purchases.


The department’s goal is to keep communications throughout the County for all Public Safety entities.

Highlights

Department Revenues

The Communications department’s budget is supported by General Fund revenues.

Personnel


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Communications FY18 Budget FY19 Budget Difference Personnel Costs 189,287 207,360 18,074Operating Costs 80,365 146,120 65,755Communications Total 269,652 353,480 83,829

Human Resources Purpose The department’s mission is 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. Department Responsibilities The Human Resources Department provides the following core functions and services:

Recruitment, screening and selection New employee orientation Classification and compensation Employee benefits coordination, administration, compliance and communication Training, professional development and education

Personnel Costs59%

Operating Costs41%

FY19 Communications Expenditure Budget

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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

The Doña Ana County Human Resources Department is comprised of three (3) functional areas with a total of 14 staff. The Benefits/Human Resources Information Systems (HRIS) area has four (4) employees and is primarily responsible for the administration of all County benefits, payroll related functions, compliance related reporting, desk audits and reclassifications, and HRIS responsibilities. The Employee/Labor Relations area has six (6) employees and is primarily responsible for providing comprehensive consulting services to employees, volunteers, and managers related to employee and labor relations; policy and contract compliance; participating in union contract negotiations; providing training and professional development services; recruitment and selection; and compensation administration at the time of hire. The third functional area of the HR department has one (1) staff member and is the Equal Employment Opportunity/Americans With Disabilities Act (EEO/ADA) section. This section responds to any external charges of discrimination and/or retaliation from the Equal Employment Opportunity Commission (EEOC) and/or the New Mexico Human Rights Division (NMHRD); assists with the development and administration of the Doña Ana County EEO Plan; and provides training related to this area. This unit also assists employees, applicants and volunteers who make a request for accommodations under the ADA; coordinates the County’s ADA Advisory Committee; coordinates and compiles the County’s ADA Transition Plan; and provides guidance to employees, volunteers and managers regarding the County’s responsibilities and obligations under the ADA.


1. Annual assessment of employee engagement in accordance with the strategic plan. a. Conduct annual survey using Malcolm Balridge questions from previous surveys. b. Conduct analysis comparing current year's survey results with prior year’s results. c. Present and communicate results to employees and BOCC. d. Make recommendations for changes that would result in improved employee

engagement and satisfaction. 2. Expand training and development opportunities offered to supervisors and employees of

Doña Ana County.

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a. Continue to build upon prior ethics training sessions. To be required training for all employees. Also incorporate ethics and respectful workplace as a component of all other mandatory training.

b. Expand training opportunities for all County employees (in-person and on-line). 3. Coordinate Workforce Improvement Committee meetings for the County.

a. Facilitate meetings. b. Recommend policy changes based upon employee advisory committee feedback. c. Facilitate the establishment of other organizational initiatives to improve employee

engagement and satisfaction based upon employee advisory committee input and recommendations.

4. Coordinate and facilitate meetings of the Employee Benefits Committee. a. Facilitate meetings b. Recommend benefits additions, changes or options based upon employee benefits

committee feedback 5. Maintenance of self-insured health plan.

a. On-going analysis of self-insured program viability. b. Recommendations regarding plan changes and programs to enhance viability of the

self-insured health plan. 6. Assess current vendor, United Healthcare/AARP of supplemental plan for retirees who are

Medicare eligible. United Healthcare has been the vendor for eight (8) years. a. Submit RFP for supplemental plans for all Medicare eligible retirees b. Open enrollment for all Medicare eligible retirees

The FY19 budget will also provide the financial support necessary to continue the rewards and recognition program initiative, which was presented to the BOCC in 2015. The annual employee survey identified this as a critical area for the organization to address and had a positive impact almost immediately.

Highlights

Personnel

• 14 Full Time Equivalents• 1 Position removed in FY19

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Department Revenues

The Human Resources department does not generate any revenue. The department’s budget is supported by General Fund revenues.


Human Resources FY18 Budget FY19 Budget Difference Personnel Costs 1,243,262 1,207,495 (35,767)Professional Services 174,000 80,000 (94,000)Retiree Insurance Premiums

1,147,244 540,000 (607,244)

Operating Costs 286,035 203,093 (82,942)HR Total 2,850,541 2,030,588 (819,953)

Legal/Risk Management Department Purpose The County Legal/Risk Management 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, one risk manager and one safety/loss control and training specialist.

Personnel Costs47%Professional

Services3%

Operating Costs29%

Retiree Insurance Premiums

21%

FY19 Human Resources Expenditure Budget

17

Department Responsibilities Legal

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.

Risk Management

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. Oversee contractual indemnification to protect County assets and staff


Legal

o Provide quality and timely legal advice. Risk Management

o Effectively control and minimize County outlays for insurance coverage, claims payments, and contracted services.

Highlights

Personnel


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Department Revenues

The Legal and Risk department does not generate any revenue. The department’s budget is supported by General Fund revenues.


Legal FY18 Budget FY19 Budget Difference Personnel Costs 669,391 708,436 39,045 Professional Services 151,076 152,469 1,393 Operating Costs 63,759 63,759 ‐ Legal Total 884,226 924,664 40,437

Risk Management FY18 Budget FY19 Budget Difference Personnel Costs 176,339 191,762 15,423Professional Services 123,500 52,000 (71,500)Operating Costs 196,500 296,075 99,575Insurance Expense 5,183,281 5,058,730 (124,551)Risk Total 5,679,620 5,598,567 (81,053)

Personnel Costs77%


Operating Costs7%

FY19 Legal Expenditure Budget

19

Public Information & Special Projects Office Purpose

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. Department Responsibilities Image Management

Prepare and produce weekly video updates in conjunction with the IT Media Developer. Work with management to craft timely messages supporting the organization’s initiatives

and services.

Media Relations

Prepare and deliver weekly drive-time updates across eight local radio stations. Create content for a weekly full-page ad highlighting county information and/or events. Respond to media interview requests as necessary.

Website Content Management

Review and approve all suggested updates and/or changes to the public website. Assist the IT Department with updates to the internal website (El Sol).

Personnel Costs4%


1%Operating Costs

5%

Insurance Expense90%

FY19 Risk Management Expenditure Budget

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Communications

Update staff through Doña Ana County_Everyone about emergent issues in and around the Doña Ana County Government Center.

Special Projects

Mail distribution Front desk reception Event coordination Art curation Kitty Condo Food vendors Lost and Found


The primary departmental goal reflects components of three of the County’s Seven Guiding Principles. As a team, we seek to assist the Commission, the 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 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.

Highlights

Personnel


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Department Revenues

The Public Information Office does not generate any revenue. The department’s budget is supported by General Fund revenues.


Public Information FY18 Budget FY19 Budget Difference Personnel Costs 361,824 409,868 48,044 Professional Services 170 50 (120)Operating Costs 126,406 95,763 (30,643)Public Information Total 488,400 505,681 17,281

Financial Services Purpose The Financial Services Department oversees all financial procedures for the County and 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.

Personnel Costs81%


0% Operating Costs19%

FY19 Public Information Expenditure Budget

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Department Responsibilities Accounting Operations

Weekly recording and payment for goods and services. Bi-weekly payroll processing. Employee travel & per diem processing.

General Accounting

Prepares financial reports, transactional journal entries, adjusting journal entries, and ancillary schedules.

Fixed asset management and accounting to ensure county projects are properly accounted for.

Substantive balance sheet analysis. Audit preparation including auditor required schedules and analysis. Grant compliance and reporting. Timely billing and collection of accounts due to the county. Accounting and deposit of cash receipts. Debt management including fulfilling reporting requirements. Ensures compliance with Generally Accepted Accounting Principles, Federal and State

regulations, as well as County Policies.

Purchasing

Manages county procurement functions. Prepares bids, requests for proposals, and oversees the review and award of bids and

contracts. Implements a fair and competitive procurement process to ensure the most effective use

of public funds. Negotiates, prepares, and administers contracts and related documents. Responsible for operation of the county’s central stores warehousing, shipping, and

receiving function.

Budget

Plans, directs, and coordinates with county management the formulation, preparation, execution, review, and analysis of the county’s operating budget.

Monitors budget appropriations and actual expenditures to ensure compliance with all applicable regulations.

Prepares and submits necessary reports due to the Department of Finance and Administration.

Grants

Research and identify potential grant funding opportunities. Reviews grant applications ensuring requirements are met.

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Performs reviews to ensure grants are in compliance with programmatic requirements. Provides support to departments on any grant related inquiries.


The Financial Services Department will maintain its focus on internal controls and responsible financial oversight to ensure continuance of clean audits with no findings.

The Financial Services proposed budget provides the resources necessary to allow for training opportunities that are essential in maintaining and improving employee’s professional development. Additionally, it allows for the continued implementation of training efforts to improve support to all other County departments.

Highlights

Department Revenues

Financial Services does not generate any revenue. General Fund revenues support the department’s budget.


Financial Services FY18 Budget FY19 Budget Difference Personnel Costs 1,755,841 1,826,348 70,506 Professional Services 76,815 71,258 (5,557)Operating Costs 95,191 83,524 (11,667)Financial Services Total 1,927,847 1,981,130 53,283

Personnel

• 18 Full Time Equivalents• No new positions in FY19

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Assessor’s Office Purpose The Office of the County Assessor determines and maintains records for all taxable property in Doña County. Doña Ana County includes the City of Las Cruces, Mesilla, Hatch, Anthony, and Sunland Park. The office also prepares the tax roll for the county treasurer on real property: land and improvements, personal property to include business equipment, livestock, and mobile homes.

Department Responsibilities Title Examining/Deeds Department

Examine matters of record and incorporate pertinent information into Assessor’s Office records.

Determine rightful owners of real property to be listed in Assessor’s records. Assist and provide the public and others with information about property accounts, deeds,

chains of title, matters that affect property ownership and Assessor’s records. Conduct research into problem accounts and customer concerns about property

ownership and Assessor’s office records. Contact property owners, title companies and others to facilitate correction of deficiencies in deeds and other instruments of record.

GIS/Mapping Department

Listing of real property (Real Property: The rights, interest, and benefits associated with physical parcel of land).

Personnel Costs92%


4%

Operating Costs4%

FY19 Financial Service's Expenditure Budget

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Determine rightful owners of real property to be listed in Assessor’s records. Assists and provides the public and others with information about property location

matters that affect property ownership and Assessor’s records. Conduct research into problem accounts and customer concerns about property

ownership, property size, boundaries and Assessor’s Office records. Contact property owners, title companies, and others to facilitate correction of

deficiencies in legal descriptions, plats and other instruments of record.

Appraisal Department

The valuation and description of all Real Property, including land and improvements (buildings, etc.) in Dona Ana County.

Determination of property tax exempt status for qualifying non-governmental properties. Fieldwork related to the inventory and valuation of Mobile Homes on the assessment

rolls. Data entry of property description and valuation records. Identify and assess all manufactured homes in Dona Ana County for property tax

purposes.

Personal Property/Livestock Department

Assist taxpayers and coordinate tax releases, title transfers, and issuance of Manufactured Home Installation permits with other governmental agencies.

Assist the Assessor and Treasurer with the correction of omitted assessments or changes to the tax schedule for manufactured homes.

Review and approve the “Request for Permanent Status” applications for those taxpayers wishing to assess their manufactured homes as real property.

Provides customer service and assist the public, professionals, and other departments via walk-ins or on the phone.

Assess business personal property, and livestock for property tax purposes. Assist the taxpayers in Dona Ana County with the assessment process filing of protests,

claims of exemptions, applications for agricultural status, mailing address corrections, applications for the valuation limitation for over 65, applications for non-governmental entities claim for property tax exemption.

Coordinates with Building Services and the County Treasurer’s Office for placement of manufactured homes and payment of taxes.

Assist taxpayers with the Official Requests form for reporting of all assets and livestock. Allow taxpayers with the opportunity to protest the Notice of Valuation. Handle the data entry of local municipalities’ business registrations on a yearly basis. Verify all Certificate of Livestock Inspection reports, horse transportation permits, and

auction invoices for the reporting of livestock. Assist local accountants with reporting for their clients of business personal property and

livestock.

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The goal of the Assessor’s office is to administer all laws pertinent to this office enacted by the State of New Mexico. We strive to provide a well-managed office that will serve the public with expert, qualified staff, which will result in fair and equitable assessment of the taxpayer’s real and personal property. We also aim to provide local government entities with a well-managed, current tax base upon which to implement their current tax levies. Lastly, we strive to meet or exceed the requirements of the State of New Mexico for levels of assessment and uniformity.

Highlights

Capital Outlay

The FY19 budget includes funds for the purchase of two trucks as well as funding to support data equipment initiated by the IT department.

Department Revenues

The county’s property valuation fund receives a 1% administrative charge from all property tax revenue and generates approximately $1.2 million annually. The revenue cover’s the Assessor’s office operational expenses and salaries. General fund revenues also supports approximately $2 million in salaries.


Assessor – General Fund FY18 Budget FY19 Budget Difference

Personnel Costs 1,966,650 2,025,241 58,591 Assessor Total 1,966,650 2,025,241 58,591

Personnel

• 50 Full Time Equivalents• 2 positions added in FY19• 1 Part Time converted to

FTE

Capital Outlay

• Vehicles (2)• Data Equipment

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Property Valuation FY18 Budget FY19 Budget Difference Personnel Costs 953,839 1,044,159 90,320 Professional Services 3,000 3,000 ‐ Operating Costs 1,128,120 857,713 (270,407)Capital Outlay 170,000 145,000 (25,000)Property Valuation Total 2,254,959 2,049,872 (205,087)

Doña Ana County Clerk’s & Probate Judge’s Office Purpose New Mexico Constitution establishes the duties of the county clerk. These duties fall under four main areas:

1. Recorder of the County, on behalf of the Board of County Commissioners. 2. Chief election officer responsible for the administration of elections in the county. 3. Clerk of the Probate Court in handling informal proceedings only. 4. Miscellaneous duties such as those of notary public, administration of oaths, certification

of acknowledgments, declarations, instruments and protests.

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.

Personnel Costs51%


0%

Operating Costs42%

Capital Outlay7%

FY19 Property Valuation Budget

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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.

Department Responsibilities County Commission

Preserves and files all accounts acted upon by the County Commission, noting the board's action and performing such special duties as required by law.

Records in a book all proceedings of the board; makes regular entries of all resolutions and decisions in all questions concerning the raising of money; and records the vote of each commissioner on any question submitted to the board if requested by any member.

Signs all orders issued by the board for the payment of money, records the action and records the receipts of the county treasurer that show the income and expenditures of the county.

Reports claims submitted to the county.

Bureau of Elections

Receives nominations and petitions, registers voters, and supervises the preparation of election ballots.

Protects the right to vote by maintaining accurate voter registration files. Protects the right to vote by providing access to and information about voter registration

and elections.

Probate Court

Serves as clerk to the local court if state law does not provide for such an official.

Recording and Filing

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

Issues certified copies of documents filed and recorded in our office. Maintains files of all newspapers published within the county. Issues and maintains marriage, business and liquor licenses. Miscellaneous receipting of payments for annual fire marshal fee, firework displays, and

special liquor permits.


Bureau of Elections

The Bureau of Elections is in charge of general information regarding voting, including community outreach and education, voter registration, early and absentee voting, all election

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scheduling, legal publicizing and administration, precinct polling site allocation and localization, election official recruitment and training, as well as fast and accurate election results posted after the polls are closed.

This fiscal year, our work includes administering the 2018 general midterm election. This will include a new early voting location at Corbett Center at New Mexico State University. We will also be working with the Board of County Commissioners on any needed precinct boundary changes. This process is an essential and important endeavor as it holds implications for the next census.

Our Election Advisory Council will continue to play a crucial role in the maintenance of our outreach efforts. The group is a non-partisan collaboration amongst community leaders with the purpose of promoting the community’s understanding and involvement in activities related to the elections. The group aims to increase awareness and understanding of the voter registration process, increase the distribution of election-related information, and educate the county’s citizenry on why voting matters and to help improve the implementation of election laws.

The Bureau of Elections will continue to ensure compliance with state mandated requirements and regulations that pertain to elections and equipment required at the polling place.

Recording and Filing

The 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 four 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.

Highlights

Capital Outlay

The FY19 budget includes funds for the purchase of two new pick-up trucks.

Personnel


• 250 Election Officials (seasonal/temp/hourly)

• 1 position unfunded in FY19

Capital Outlay

• Vehicles (2)

Grants

• State (1)

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Grants

Pending county approval, the State of New Mexico has awarded the Doña Ana County Clerk’s Office a grant for project completion in FY19 that includes the hiring of additional staff support. Upon completion of the grant project, the clerk’s office will have a miscellaneous collection of historical records from 1890-1950s that is organized, indexed, and scanned for public access online.

Department Revenues

General Fund revenue supports the Probate office and operations for the Clerk’s office. The Clerk’s office also receives revenues generated from recording and filing fees. These fees are deposited into the Recording and Filing Fund and are restricted in nature. The total anticipated revenue from these fees is approximately $278 thousand.


Clerk Recording & Filing Fees FY18 Budget FY19 Budget Difference

Professional Services ‐ 60,000 60,000Operating Costs 294,776 130,020 (164,756)Capital Outlay 64,000 60,454 (3,546)Clerk Fees Total 358,776 250,474 (108,302)

Clerks – General Fund FY18 Budget FY19 Budget Difference Personnel Costs 1,641,556 1,567,065 (74,491)Professional Services 50,000 1,000 (49,000)Operating Costs 302,829 381,438 78,608 Clerks Total 1,994,385 1,949,503 (44,883)


Operating Costs52%

Capital Outlay24%

FY19 Fees Budget

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Probate FY18 Budget FY19 Budget Difference Personnel Costs 86,812 86,003 (810)Operating Costs 21,849 15,970 (5,879)Capital Outlay 36,042 ‐ (36,042)Probate Total 144,703 101,973 (42,731)

Personnel Costs80%


0%Operating Costs

20%

FY19 Clerk Expenditure Budget

Personnel Costs84%

Operating Costs16%

FY19 Probate Expenditure Budget

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Treasurer’s Office Purpose 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 State of New Mexico, the County of Doña Ana, Dona Ana Branch Community College, five municipalities, three public school districts, several charter schools, and other taxing agencies such as flood levies within the County. The office performs three annual mailings of approximately 106,000 tax bills plus 15,000 delinquency notices and collects and distributes those taxes on a monthly basis.

As the fiduciary banker for Doña Ana County, the office is responsible for the depositing and accounting of all 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.

Department Responsibilities Accounting Services

Accounting for all Receipts. Accounting for all Disbursements. Distributing taxes to the other governmental taxing agencies. Reconciling the County's bank accounts. Preparing the Treasurer's Financial Reports on a monthly, quarterly, semi-annual and

annual basis.

Financial Services

Responsible for receiving, processing, depositing all cash and checks from County departments, state and federal agencies, as well as payments on property tax bills.

The Treasurer is also responsible for the retention, microfilming, storing and destruction of records for the Treasurer's Office in accordance with the State Retention Schedule.

Property Tax Services

Creation, production, and mailing of property tax bills and delinquency notices. Maintaining the property tax schedule based on corrections submitted by the Assessor's

Office. Issuing overpayments on amended tax bills. Processing court claims relating to property taxes filed in District Court. Various support functions relating to the property collection process. Processing bankruptcy claim tracking partial payments made on parcels under the

protection of federal Bankruptcy Courts. Issuing tax releases on mobile homes that are sold or moved. Tracking prepayments of property tax revenues.

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Investment Services

Manage and direct the county’s investment portfolio.. Monitor and evaluate investment strategy to ensure primary objectives are being met:

o Safety of principle o Liquidity of assets o Maximization of return

Reporting and recording of investment detail.


The office if the County Treasurer is currently undertaking the following initiatives for fiscal year 2019 which may become long-term processes for the office:

E-Billing- continue to promote property tax notices via email. This initiative has the potential to save the office and taxpayers thousands of dollars in printing and mailing costs.

Community Outreach- this initiative focuses on providing education and information to the public outside the office by actively participating in public events.

Convenience Payment Locations- Continue to implement and enhance remote payment options to residents in rural areas of the county.

Interactive Voice Response Services- allows for taxpayers to pay over the phone through an automated service 24 hours a day

Monthly Payment Option- Continue to promote prepayment option. This will decrease the financial burden from having to pay the full bill at once.

Mobile Home Collection- This initiative will be in collaboration with other agencies in the state to collect on thousands of dollars in outstanding taxes due from delinquent mobile home taxes. This shall bring much needed tax dollars back to the community.

Highlights

Personnel

• 13 Full Time Equivalents• 1 temporary position in

FY19

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Department Revenues

General fund revenues support the County Treasurer’s general fund budget. The Treasurer also anticipate to receive $3,400 in department generated fees. This revenue supports the Treasurer’s Fees Fund.


Expenditures FY18 Budget FY19 Budget Difference Personnel Costs 834,682 887,055 52,373Operating Costs 151,830 120,330 (31,500)Treasurer Fees 12,600 13,300 700Treasurer Total 999,112 1,020,685 21,573

Engineering‐Road Department Purpose Doña Ana County’s Engineering provides in-house professional support for road design and construction, road safety and a host of other projects related to infrastructure development. The Engineering staff also reviews plans by developers and assists other county departments as they evaluate options geared toward well-managed growth. The Road department administers and maintains approximately 563 paved and 765 unpaved roadway miles, as well the related infrastructure such as bridges, culverts, guard rails, and cattle guards.

Personnel Costs87%

Operating Costs12%

Treasurer Fee Expense

1%

FY19 Treasurer Expenditure Budget

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Department Responsibilities Design

Traffic engineering Project design Sign installation and maintenance Manage various state and federal grants and contracts Project development Project management Review construction plans for conformance to specifications Conduct construction inspection Land use/subdivision reviews Administer right-of-way, driveway, grading and subdivision permits Manage storm-water program as required by Environmental Protection Agency

Survey

Real estate land acquisition and disposition Control Surveys for design Topographic surveying for design Construction QA/QC Determine and establish Rights-of-Way Determine and establish road and utility easements Platting/Re-platting DAC property Prepare legal descriptions for property, ROW and easements Various title research on property and ROW Maintain/Implement application of County VRS (GPS system) Perform UAV (drone) aerial photogrammetry/mapping Review submittals Coordinate with public and private sector for data exchange

Roads

Maintain all county bridges and culverts Respond to public complaints in a timely manner Maintain County paved and unpaved roads and infrastructure Respond to CARFs Provide assistance and repairs during weather events Complete yearly chip-seal plans Bridge construction and maintenance On-call 24/7 emergency repairs and maintenance Vegetation management Manage and maintain Bureau of Land Management material pits Tree/brush trimming/removal

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ICIP

Arrange and coordinate public meetings w/Commissioners Arrange and coordinate internal application process Arrange and coordinate internal application review and priority ranking Present and receive approval of rankings by the BOCC Enter each project into the State ICIP website Prepare and track legislative request forms


The Board of County Commissioners passed the Doña Ana County Roads Initiative last year. The Board passed resolutions and dedicated $10,000,000 for the improvement of 14 paved County maintained roads, 5 unpaved County maintained roads and 12 non-County maintained roads. These projects are in addition to the existing work, grants, and projects being done by the department, and will take approximately 2 years to complete. The Road department anticipates to use $5.7 million in fiscal year 2019 of the $10 million authorized.

Highlights

Capital Outlay

In addition to the Road’s Initiative, the department was allotted one pick-up truck, which will replace an inspector’s vehicle with over 200,000 miles and a patch truck for roads. Roads leases 10 graders and 3 loaders, the equipment leases are 4 years duration.

Personnel


• 2 positions unfunded in FY19

Capital Outlay

• Truck (1)• Patch Truck (1)• Grader Lease (10)• Loader Lease (3)• Roads Initiative

Grants

• LGRF (3)• HSIP (1)• State (5)• FLAP (1)

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Grants

The department is eligible for Local Government Road Funds every year and they are broken up into three different grants: School Bus (SB), Co-op and County Arterial Program (CAP). The Highway Safety Improvement Project is expected to be bid this fall and completed by next calendar year.

The Soledad Canyon Road Project is the second Federal Land Access Program grant received by Doña Ana County; FHWA has noted that the County is the first governmental entity to receive two of these coveted grants. Project costs are estimated at $11,000,000 with approximately 85% paid by FHWA and the remaining 15% paid state capital outlay funds. Construction should be complete by spring of 2019.

The Airport Road Project is currently under construction and is expected to be complete by spring/summer of 2019. The construction costs for the project are approximately $8,300,000 and has been completely funded by state appropriations.

The Spaceport Road Project was completed during the summer of 2018 at a cost of almost $12,000,000. The project was managed by Engineering staff and was paid with gross receipts tax collected by the state from Doña Ana and Sierra County residents.

Department Revenues

The Road department is anticipating approximately $2.1 million in revenue. The main sources of revenue in the Road fund are generated from development fees, approximately $188 thousand, $1.3 million from motor vehicle fees and $625 thousand from gasoline tax. Additionally the Road fund will receive a $4.4 million subsidy from General Fund revenues, which includes Board designated proceeds of $3.4 million from the 3rd 1/8th Hold Harmless gross receipts tax.


Engineering‐Roads FY18 Budget FY19 Budget Difference Personnel Costs 2,902,256 3,050,431 148,175Professional Services 129,203 228,643 99,440Operating Costs 2,472,701 2,567,838 95,137Capital Outlay 331,932 332,942 1,010Road's Initiative 800,000 5,700,000 4,900,000Grants 27,248,674 10,611,612 (16,637,062)Engineering‐Roads Total 33,884,765 22,491,466 (11,393,300)

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

Department Responsibilities Fleet Management

The maintenance and repair of approximately 838 vehicles and pieces of equipment. Billing of services and repairs to County Departmental vehicles. Vehicle replacement planning and implementation. Specification writing. Purchasing (contracts with vendors to purchase parts, service, and fuel for County

vehicles, providing the best value and price to all County Departments). New vehicle delivery and preparation. Registration, titling, license, and disposal of County vehicles. Issuance and tracking of fuel cards. Monitor fuel usage and charge to user Departments. Two service trucks are used to service and fuel equipment/generators out in the field. GPS support and service for County vehicles and equipment. Motor Pool program.

Personnel Costs14%


1%

Operating Costs11%

Capital Outlay2%

Grants47%

Road's Initiative25%

FY19 Road Expenditure Budget

39

Budget Overview

Department Initiatives & Goals

Purchase of one service truck with a crane to increase safety and efficiency in the field. Purchase of one forklift for shop use to eliminate the yearly cost of renting one. The efficient repair of vehicles and equipment. Finding ways to reduce cost. Increase motor pool usage to reduce the overall fleet. Compliance with federal and state regulations. Following best practices that include a

storm water pollution prevention plan, tire disposal, recycling and credit for oil disposal. Complying and passing the annual County insurance inspection by keeping the fleet

facility clean and by performing monthly internal inspections. Training through local trade schools, vendors, webinars, and websites so Fleet personnel

can stay on top of ever changing automotive/diesel technology. The encouragement of Fleet personnel to be ASE certified. ASE (Automotive Service

Excellence) is recognized by the public and the professional automotive/trucking field. The operation and use of GPS Insight (global position system) for County vehicles and

equipment. Benefits include but not limited to accountability/transparency, saving fuel/increasing safety by the reduction of idling and speeding.

The reduction of fleet size by identifying underutilized vehicles. The replacement of older vehicles that meet replacement guidelines. Funding is needed

on a yearly basis to keep up with an aging fleet.

Highlights

Capital Outlay

The purchase of one service truck to replace an obsolete aging truck. The service truck will have equipment that includes a 5-ton crane to safely service and repair equipment out in the field that includes but is not limited to generators, dozers, graders, loaders, and tractors.

Personnel

• 14 Full Time Employees• 1 Fleet Supervisor position

permanently removed in FY18

Capital Outlay

• Vehicles (1)• Equipment (1)

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The purchase of one forklift (approximately $25,000) to eliminate the yearly cost of renting one. Monthly rental fee for a forklift is $786.95 or $9,443.40 annually.

Department Revenues

The Fleet Department is an internal service fund that provides fleet services to all other county departments. These services are charged to departments for vehicle maintenance, fuel, and rentals, and are recorded as revenue in the Fleet fund. This is the department’s only revenue and is anticipated to amount to approximately $1.8 million. The department is also expected to receive support from General Fund revenue in the amount of $900 thousand. Additionally, the department is anticipated to receive $1 million from the 2nd 1/8th Hold Harmless gross receipts tax to assist with the purchase of vehicles and construction equipment approved by the Board of County Commissioners.


Fleet FY18 Budget FY19 Budget Difference Personnel Costs 764,614 752,638 (11,977)Operating Costs 759,083 708,737 (50,346)Maintenance & Repairs 1,028,763 985,401 (43,362)

Capital Outlay 1,027,802 694,500 (333,302)Fleet Total 3,580,263 3,141,275 (438,987)

Personnel Costs24%Operating Costs

23%

Maintenance & Repairs31%

Capital Outlay22%

FY19 Fleet Expenditure Budget

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Utility Department Purpose The primary function of the Utility Department is to provide wastewater collection and treatment services for residents in the unincorporated areas of the County. It is the mission of Doña Ana County Utilities Department to provide efficient wastewater treatment and effectively respond to the demand.

Department Responsibilities Field Operations - Wastewater

Maintain and operate four Wastewater Treatment Plants (WWTP). o Salem WWTP o Rincon WWTP o Chaparral WWTP o South Central WWTP

Maintain and operate 29 lift stations and over 120 miles of collection lines. Maintain and operate a Septage Facility for the disposal of septic waste from commercial

haulers. Project manage construction projects that include new service areas and to existing

infrastructure.

Administrative Operations

Provide customer service for over 3,300 wastewater customers. Billing and Collections Generate and reconcile billing, and receipt reports. Budget administration Grant administration Provide administrative support to Field staff.


Operate facilities pursuant to federal and state regulations. Seek funding to improve and replace existing infrastructure.

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

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Highlights

Capital Outlay

There are no Capital Outlay projects (excluding grant projects) budgeted in FY19.

Grants

The Utility department currently has one grant from 2017 Legislative funding. This grant is for construction of Chaparral Wastewater Phase 1C. This phase includes approximately 13,000 l.f. of gravity collection line and approximately 5,100 l.f. of force main that provides services to the residents on Sunny Sands road and Golden Eagle street. This grant has a remaining balance of $137,449 and will be fully expended upon project completion in FY19. Department Revenues

The Utilities department’s total anticipated revenue is approximately $2.1 million. This revenue supports the Environmental Expense fund, five Wastewater funds, and debt service funds associated with the wastewater.

The main sources of revenue in the Wastewater funds are generated from wastewater user charges, approximately $1.6 million. Additionally, $300 thousand will be generated from related charges such as late fees, reconnection fees, etc. The Wastewater funds will receive $302 thousand in support from General Fund revenues. Also, included in the FY19 budget is about $137 thousand in grant funds.

The Environmental Expense fund is anticipated to generate about $234 thousand from landfill fees. Additionally, the fund is supported by approximately $795 thousand from the Environmental GRT and $570 thousand from General Fund revenues.

The Utilities Administration fund does not generate revenue and will receive $200 thousand from General Fund revenues to support administrative personnel costs.

Personnel

• 14 Full Time Equivalents• 1 position unfunded in

FY19

Grants

• State (1)

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Administration FY18 Budget FY19 Budget Difference Personnel Costs 218,803 199,592 (19,211)

Utilities‐Admin Total 218,803 199,592 (19,211)

Operations FY18 Budget FY19 Budget Difference Personnel Costs 691,879 706,193 14,315 Professional Services 245,274 100,000 (145,274)Operating Costs 1,980,808 2,086,220 103,412 Maintenance & Repairs 1,390,207 797,657 (592,550)

Utilities 242,426 249,192 6,766 Capital Outlay 181,000 ‐ (181,000)Debt Service 316,987 316,987 ‐Grants 883,310 137,489 (745,821)Utilities Total 5,933,889 4,393,738 (1,540,151)

Jetport Purpose To 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.

Personnel Costs16%


2%

Operating Costs48%

Maintenance & Repairs18%

Utilities6%

Debt Service7%

Grants3%

FY19 Utility Operations Budget

44

Department Responsibilities Land Leases

Maintain 43 land lease contracts that provide the majority of the Jetport operating income.

Obtain new corporate tenants. Monitor condition of hangars and surrounding space to ensure the airport remains safe.

T-Hangar Leases

Monitor currency of tenant rent payments. Send notices of delinquency should eviction become necessary. Maintain waiting list. Locate new tenant when a vacancy exists. Draft lease contract and obtain signatures. Monitor hangar condition and make repairs as necessary. Ensure that hangar is used for aircraft storage in accordance with FAA Grant Assurances.

Facility Maintenance

Automated Weather Observing System o Monitor operation. o Schedule quarterly inspections. o Obtain repair systems for those that are out of limits or inoperative. o Change out systems as necessary. o Obtain and monitor internet connection to ensure national and international

availability. Surface Maintenance

o Inspect runway, taxi, and ramp surfaces for deterioration and damage – conduct repairs as necessary.

o Maintain clear zone areas so they are clear of obstructions and smooth. o Repair or replace runway lights, beacon, and windsock systems. o Repair wind and water erosion damage. o Weed and plant control to prevent asphalt surface damage.

Facilities Maintenance o Maintain hangar structures. o Maintain outside lights in operating condition. o Maintain restroom facilities in clean and operating condition. o Maintain Custom and Border Protection facility. o Maintain security gates. o Collect and dispose of waste petroleum products. o Ensure airport owned equipment is properly maintained and in working order.

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Commercial Aeronautical Enterprises

Monitor activity of the three maintenance shops. Monitor the four flight schools.

Fuel Flowage

Monitor self-fuelers and FBO fuelers for safety and County Code compliance. Conduct annual inspection of tanks and trucks. Obtain lists of personnel authorized to fuel aircraft and authorized aircraft. Obtain current insurance certificates. Issue annual certificates IAW BOCC policy.

Business Development

Develop specific business plan to supplement the Airport Master Plan. Support for Experimental Aircraft Association local chapter.

o Small GA aircraft use. o Young Eagles flight. o Monthly meetings.

Provide airport presence at Border Industrial Association meetings and functions. Schedule and monitor private company use of the ramp space for training.

Airport Development

Seek FAA and other grant sources to strengthen runway. Upgrades to airport lighting system. Upgrades to airport security. Seek FAA and other grant sources to construct a crosswind runway. Seek grant and investment sources to construct additional hangar space. Plan and fund airport entrance beautification project. Seek development of an Airport Hotel. Other aesthetic improvements to the Jetport property.

Community Relations

Promote airport use by giving presentations, when invited, to local organizations. Develop and strengthen relations with airport tenants that the County is interested in for

future development of the Jetport. Maintain attitude of partnership with Customs and Border Protection and other Federal

agencies.


Strengthen runway.

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Seek additional sources to fully fund the runway project. Modernize airport lighting systems. Develop area for Ultralight operations. Improve drainage of ramp areas around T-hangars. Construct crosswind runway. Increase number of based aircraft by increasing number of hangars. Improve airport entrance. Business development by increasing number and variety of aeronautical enterprises.

Highlights

Grants

Although no projects were included in the final FY19 budget there were a few projects that were not completed in the prior fiscal year that will need to be added to the budget. The FAA routinely provides funds for airport maintenance projects. The T-hangar drainage project is currently funded by a 90/10% grant split in the amount of $195,471. The construction bid has been accepted and the grant request made to the FAA. This project will be completed by the end of November of 2018.

The New Mexico Department of Transportation, Air Division also has funds for airport projects. The grant administrator has agreed to a 90/10% split grant of $100,000 for the testing and design phase of the Taxilane E project. A preliminary estimated cost of construction is about $800,000. Funding for the construction phase has not been obtained at this time.

The Runway Reconstruction project is what the FAA calls a “big rock” project. A grant for the planning phase of this project was provided by a New Mexico Legislative Capital Outlay grant in the amount of $255,000. The planning phase is completed and a 90% complete plan is on the shelf ready for FAA funding. The necessary lighting system upgrades is designed into this project. The FAA has programed $4.5 million for a project estimated at $9 million. A Legislative Capital Outlay grant of $1.3 million is programed for this project. That leaves the project about $4 million short to complete the entire project. We are seeking an alternate source

Personnel

• 2 Full Time Equivalents• 1 Full Time Equivalent split

funded with Facilities

Grants

• State (3)• Federal (1)

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of funding, for the remaining funds. If an alternate source cannot be found, the construction project will proceed in two phases with the oldest thinnest portion of the runway rebuilt first.

The Crosswind Runway project has been approved by the FAA but no funding is programed at this time. A portion of Legislative Capital Outlay grant of $1.3 million for runway projects will be used to begin preliminary design and land acquisition for the runway, which will be located north of the present runway.

Department Revenues

The total anticipated revenue for the Jetport is $331 thousand. The main sources of revenue, $328 thousand, are generated from ground and t-hanger leases. Additionally, the Jetport anticipates receiving roughly $550 thousand in grant reimbursements for projects worked in the prior fiscal year. Most of the Jetport’s grants are on a reimbursement basis. Payments are made upfront and the County then requests reimbursement from the grantor agencies.


Jetport FY18 Budget FY19 Budget Difference Personnel Costs 146,138 162,455 16,317Professional Services 5,000 12,000 7,000Operating Costs 84,571 103,375 18,804Capital Outlay 85,385 ‐ (85,385)Grants 700,745 ‐ (700,745)Jetport Total 1,021,839 277,830 (744,009)

Personnel Costs59%


4%

Operating Costs37%

FY19 Jetport Expenditure Budget

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Facilities and Parks

Purpose 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.

Department Responsibilities Facility Maintenance

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

On call 24/7 for emergency repairs.

Grounds Maintenance

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

Custodial Maintenance

Receives, executes, and maintain work order requests for approximately 20 county owned, operated, and leased buildings for cleaning supplies and cleaning maintenance.

Specialized Maintenance

Receives, executes and maintains work order requests for over 100 county owned, operated, and leased buildings for heating, cooling, and electrical maintenance.

Includes, but is 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.

Performs a variety of skilled electrical maintenance tasks, inspects, repairs, modifies and maintains electrical/electronic systems, circuits and equipment and performs all related work as required.

Facilities & Parks Administration

Provides professional busin

Documents

#8 1 W S íëìó ìô - Dona Ana County...íëìó/ìô; #8 1; W S 107th Fiscal Year A p p r o v e d J u l y 2 4 , 2 0 1 8. Author: Doña Ana County Created Date: 8/20/2018 10:18:51