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1
7
3
CHAMPION COMMUNITY
DEVELOPMENT IN THE LAND
OF ENCHANTMENT
A Status Report and Assessment of the Strategic Plans
Developed by Eleven Rural New Mexico Champion Com-
munities in the 1994 Empowerment Zone/Enterprise
Community Initiative
prepared for
The New Mexico State EZ/EC Coordinator
USDA - Rural Development
United States Department of Agriculture
by
Bruce D. Armstrong
AMERICORPS MEMBER
USDA
APRIL 1996
NATIONAL-SERVI MERICORP A STATE
UNITED
STATES
DEPARTMENT
Service Center
OF AGRICULTURE
U.S. Department of Agriculture
Contents
1
Introduction
1
2
Empowerment Zones, Enterprise Communities & Strategic Planning
3
I.
Strategic Planning for Community Development
3
II.
The Empowerment Zone/Enterprise Community Program
3
III.
The EZ/EC Initiative in New Mexico
5
IV.
New Mexico's 'Champion Communities'
6
V.
Strategic Planning for Federal Cutbacks
7
3
Eleven Rural New Mexico Champion Communities:
9
.
Status Reports and Strategic Plan Assessments
I. The Sunland Park/Santa Teresa/NMSU Area EZ Initiative
11
A. Strategic Plan Status Assessment
17
II. The Clovis-Portales EZ Initiative
.
.
29
A. Strategic Plan Status Assessment
17
III. The Chaves County; Roswell, Dexter,
.
.
.
49
Hagerman & Lake Arthur EC Initiative
A. Strategic Plan Status Assessment
53
IV. The Northwest New Mexico EC Initiative
.
59
A. Strategic Plan Status Assessment
67
V. The Doña Ana County EZ Initiative
75
A. Strategic Plan Status Assessment
79
VI. The Northern New Mexico EZ Initiative
91
A. Strategic Plan Status Assessment
97
VII. The Torrance County EC Initiative
115
A. Strategic Plan Status Assessment
119
VIII. The City of Hobbs EC Initiative
127
A. Strategic Plan Status Assessment
133
IX. The City of Lovington EC Initiative
.
.
141
A. Strategic Plan Status Assessment
145
X. The Deming/Lea County EC Initiative
.
.
151
A. Strategic Plan Status Assessment
155
.
XI. The City of Lordsburg EC Initiative
.
.
.
165
A. Strategic Plan Status Assessment
167
4
APPENDICES
#
.
175
Appendix A: Champion Community Contacts & Locations
.
176
A-1 - List of CC & EC Key Contacts in New Mexico
176
A-2 - Map of CC & EC Locations in New Mexico
177
A-3 - List of Interviews with Key CC Contacts
.
178
Appendix B: Commonalties Between EZ/EC Applicants in
.
179
New Mexico
B-1 - CC & EC Commonalties Description
179
B-2 - Table 1: Issues and Commonalties in New Mexico EZ/EC
180
Strategic Plans
1
Introduction
Champion Community Development in the Land of Enchantment is the
result of a five-month AmeriCorps project conducted by Rural Development in
the United States Department of Agriculture (USDA). The report assesses the
status of the strategic plans developed by eleven rural New Mexico communities
in 1994 as the principle component of their applications for a federal Empower-
ment Zone or Enterprise Community (EZ/EC) designation.¹ These communities
were among twelve New Mexico EZ/EC applicants which did not receive the
much sought designation. For their efforts they were designated as 'Champion
Communities' (CC's). The intent of the CC designation was to grant the com-
munities priority status for certain federal applications and funding requests. At
the time of their application the groups expected to receive New Mexico State
Enterprise Zone status regardless of whether they received a federal designa-
tion. While they have received no formal recognition by the State of New Mexico,
several CC's have received federal benefits from their designation. For example,
the Town of Hagerman in Chaves County received additional application points
toward its eventual acquisition of a water and sewer system through USDA - Ru-
ral Development's Rural Utility Service (RUS). For its strategic planning efforts,
the City of Hobbs was selected to participate in the Community Solutions for Ru-
ral Health (CSRH) Initiative through the National Rural Health Association. The
Initiative promoted community-based solutions to rural health care problems.
While several CC's have had to indefinitely postpone or shelve important proj-
ects listed in their strategic plans on account of inadequate funding or human re-
source capacity, the majority are overcoming the obstacles they confront and
have made substantial progress in implementing their plans.
The principle objectives of this study were to identify successes and barri-
ers in the implementation of the CC strategic plans, and to provide a tool which
can be used by the USDA EZ/EC and CC coordinator, the New Mexico State
Enterprise Zone coordinator and by the communities to monitor and evaluate the
1 Most of the research for this report was conducted between December and March of 1996. A
preliminary report which focused on three of the CC's (the Northwest New Mexico, Northern New
Mexico and Clovis-Portales communities) was completed by the author in November, 1995 on
behalf of the New Mexico State Economic Development Department. The University of New Mex-
ico Technical Assistance Office, a U.S. Department of Commerce Economic Development Ad-
ministration University Center, contracted the development of that report. The study addressed
the potential impact of federal cutbacks and defense downscaling on the CC's. Those factors
were not priorities in the preparation of the present report. Information gathered for the preliminary
report was updated for all three CC's through February, 1996.
1
progress of the CC's, improve project coordination, and to enhance future assis-
tance efforts to the communities.
The assessment of the eleven CC's is based on a review of their EZ/EC
strategic plans and on interviews conducted with the principle contact people.²
The assessment will be used to further identify and analyze:
(1)
commonalties in the reports and strategic plans;
(2)
economic resources, strengths and weaknesses in the communi-
ties;
(3)
the level of progress the communities have made in implementing
their strategic plans;
(4)
what resources and materials the CC's require in order to address
the top concerns identified in the plans;
(5)
how defense conversion would -or will- affect the local economy;
and
(6)
the potential impact of cutbacks in federal programs and support
that currently benefit the communities.
The report also draws upon discussions with William O. (Bill) Culbertson,
III, EZ/EC and CC State Coordinator, Rural Development - USDA, Randall G-
Scott, New Mexico Enterprise Zones Program Officer, State of New Mexico De-
partment of Economic Development, and with numerous individuals in the CC's
who participated in the EZ/EC strategic planning process. A secondary goal of
this report was to develop a resource base that can be utilized by the communi-
ties to facilitate coordination and monitoring of their strategic plan projects. To
that end, care has been taken to locate and include names and telephone num-
bers of contact people for each project. Any questions or comments regarding
Champion Community Development in the Land of Enchantment should be di-
rected to Bill Culbertson at (505) 473-3778.
2 A list of principle interviews conducted with key CC contact people is included in Appendix A.
2
2
Empowerment Zones,
Enterprise Communities
and Strategic Planning
I. Strategic Planning for Community Development
Strategic long range planning for community development is necessary
not only for communities to go forward with a clear vision of what is possible, but
also for them to establish and build upon a common identity and a dynamic
sense of purpose. A good strategic plan involves a broad degree of participation
and personal investment by all sectors in a community. The plan should aim to
share the benefits and risks of the envisioned economic growth as equitably as
possible. While community members may have difficulty agreeing on how equi-
table their plan is, most readily accept that healthy community development de-
pends as much -if not more- upon the identification and marshalling of internal
talents and resources as it does upon tapping external sources. All developing
communities need access to capital, but if the capital is not skillfully invested in
and leveraged with the resources, capacities and desires of the community
members and local businesses, the 'assistance' will be wasted; it will serve only
to perpetuate negative cycles of dependency and social decline.
II. The Empowerment Zone/Enterprise Community Program
The Clinton/Gore Administration designed the Empowerment Zone and
Enterprise Community (EZ/EC) program in 1993 to serve as a catalyst for the
revitalization of economically depressed urban and rural communities. The eco-
nomic renewal envisioned in the program depends on the ability of communities
to find creative solutions to the most troubling problems confronting our society.
Among these are crime, unraveling social programs, the downsizing of defense
installations and industry, decaying infrastructure, substance abuse, juvenile
problems, and declining opportunities for general social and economic advance-
ment.
The EZ/EC program objectives are to promote long-range holistic plan-
ning, community self-sufficiency and self-reliance, innovation, and public-private
partnerships, as well as to identify and remove barriers at all levels of society
that hinder community development. The program hinges on four key principles:
to create economic opportunity; to develop socially, environmentally and eco-
3
nomically sustainable communities; to promote and foster community-based
partnerships; and to build a "vision for change", a strategic ten year plan for
community revitalization.
Competition was intense for the 104 EZ/EC communities designated na-
tionwide in December 1994. After meeting strict poverty and geographic Census
criteria, applicants were judged on the basis of the substance of their community
strategic plans and by the extent to which their plans reflected the participation of
community residents, private and non-profit sector organizations, and local gov-
ernment entities. Applicants designated as Enterprise Communities were eligible
for Tax-exempt Facility Bonds for various private business endeavors. States of
designated Enterprise Communities received $2.95 million per EC in Social
Service Block Grants (EZ/EC SSBG) to fund activities in their plans. Designated
Empowerment Zones received all of the benefits provided to the EC's, as well as
awards of up to $40 million in EZ/EC SSBG funds for each rural zone, and up to
$100 million per urban EZ. Empowerment Zones also can provide Employer
Wage Tax Credit for zone residents and accelerated depreciation of business
assets that qualify under Section 179 of the IRS Code.
The EZ/EC application process involved six steps. After a community
identified whether its jurisdiction had an area, or areas that met the eligibility cri-
teria of the EZ/EC statute, the applicant initiated the creation of a strategic plan
through a collaborative process involving a wide cross-section of the community.
The goal was to meaningfully involve citizens in the decisionmaking from the
outset. Community meetings or Town Halls were held to "take stock" of the
range of needs, resources and opportunities in the community. This gave people
the opportunity to get to know one another and to learn about other communities
in surrounding areas. The fourth step involved citizens and community leaders in
developing common visions for what they wanted in their community in the fu-
ture. Subsequently, the participants structured an overall strategic plan which
established specific projects and priorities, identified the courses of action to pur-
sue to reach their goals, and set benchmarks by which they could measure their
progress. Then, each community drafted and submitted its application.
The final step, implementing the strategic plans, has presented a signifi-
cant challenge to the CC's given tight budgets, shrinking funding sources and
limited staff resources. Despite these obstacles, most of the interviewees found
the strategic planning process to be a very valuable undertaking. With increased
levels of community awareness interest and participation, several communities
have found viable alternative means to develop their projects.
4
III. The EZ/EC Initiative in New Mexico
USDA - Rural Development State Director Steve Anaya played a critical
role in launching the EZ/EC Initiative in New Mexico. Through Mr. Anaya's ef-
forts, New Mexico hosted an extremely successful regional seminar in Las Ve-
gas, NM in February of 1994. 400 people representing 12 states attended the
seminar. New Mexico was one of a few states to hold seminars for the rural
EZ/EC program. Later, in April, Governor Bruce King introduced the Tiger Team
as a mechanism to provide assistance to qualified areas. Each participating
community was assigned a Tiger Team member who served as a "one-stop"
source for State information and assistance. The Tiger Team consisted of at
least one representative from each Department (some had regional representa-
tives) who had complete access to all divisions, bureaus and the Secretary. Bill
Culbertson, EZ/EC Coordinator with USDA Rural Development also provided
technical assistance. The communities were divided among five regional coordi-
nators. Any problem the community or Tiger Team member had could be re-
ferred directly to the coordinators for a quick response, with the Governor's Of-
fice taking the lead.
Fourteen New Mexico counties and communities submitted EZ/EC appli-
cations (four EZ and ten EC applicants; 12 rural and two urban). Two applicants,
the City of Albuquerque/Bernalillo County (urban), and the La Jicarita Enterprise
Community in Mora, Taos and Rio Arriba Counties (rural), won federal designa-
tion as Enterprise Communities. While this report addresses only the eleven rural
CC's, New Mexico's two designated designated EC's bear a brief mention.
The Albuquerque/Bernalillo County EC includes thirteen Census tracts in
Bernalillo County. Slightly over one-eighth of Albuquerque's population lives in
the portion of the Enterprise Community that lies within the city limits. At the time
of the 1990 Census one-third of the EC population was living below the poverty
level compared with fourteen percent for the City Of Albuquerque as a whole.
The Albuquerque/Bernalillo County EC Strategic Plan focuses especially on de-
veloping a One-Stop Capital Shop, and on providing training for Community-and
Neighborhood-Based Organizations. It also proposes innovative means for link-
ing urban and rural services and resources in order to improve public access to
finance and transportation.
The La Jicarita EC encompasses five census tracts in a 947 square mile
area. The 1990 population in the EC was 9,591, of which 32 percent were living
in poverty. The key element of the Strategic Plan involves creating a "network
management firm" that will develop and coordinate a "Return On Investment"
(ROI) program. Proceeds from income producing projects will capitalize a "Socio-
economic Development Trust Fund", which will provide for future investment
needs in income producing projects. The application stresses that theirs "is not
an economic development proposal; it is a people development proposal."
5
The strategic plans of the other twelve EZ/EC applicants addressed needs
ranging from inadequate water supply or service to crime prevention, transporta-
tion issues, housing, education and training, public health and safety, access to
capital, migrant issues and colonias; in short, the range of issues that have an
acute impact on New Mexico's communities and counties, and upon their pros-
pects for future development. The table in Appendix B highlights specific priori-
ties and commonalties the communities identified in their EZ/EC Strategic Plans.
IV. The Enterprise Zone Community Network
The two designated Enterprise Communities and the twelve Champion
Communities comprise the Enterprise Zone Community Network (abbreviated EZ
Network). The Network is a State of New Mexico initiative spearheaded by Ran-
dall G-Scott, State Enterprise Zone Coordinator, State of New Mexico Economic
Development Department. Through the EZ Network the EC and CC communities
have banded together to address common concerns and to explore new oppor-
tunities. The key unifying factor for the EZ Network is that all of the communities
have developed comprehensive strategic plans. Strategic planning is critical for
every community. The collective experience of the EZ Network is a vital asset
that other New Mexican communities can utilize.
In a meeting of the initial EZ community network held in Santa Fe on
August 11, 1994, communities from throughout the state identified a list of issues
they commonly face. Although the participants did not rank the list, access to
capital was seen as the most critical barrier to economic development. Their
concerns addressed the following areas:
Access to capital - Capital is required for all education efforts and other
qualifying factors to succeed.
Transportation - Public transportation (bus and van), roads and border
crossings are important concerns to several communities and counties.
Cultural preservation - Communities called for development at an appro-
priate pace and scale.
Environmental issues - Several communities are seeking to address solid
waste and recycling concerns.
Crime and public safety - More police, detention centers, neighborhood
safety and stronger regulation of children's behavior are all sought.
6
Education - Increasing the number of high school graduates and raising the
literacy rate are primary concerns.
Infrastructure & Housing - Many communities seek to improve their water
and sewerage systems. Adequate and decent housing is a nearly universal
concern.
Employment issues - Communities are interested in developing better qual-
ity, higher paying jobs, by improving access to education and vocational
training programs, and by increasing their access to SBDC's.
Day Care centers - Quality day care for children, youth and senior citizens is
in short supply.
Water rights and quality - The amount of water is regulated -in some cases,
over-regulated. Much available water is contaminated.
Lost land grants - Northern New Mexico communities, especially, have
questions and issues they want to resolve with the Forest Service.
Empowerment - Citizens must be granted a greater opportunity to effectively
participate in planning and decisionmaking that impacts their communities
Community empowerment centers - These centers can provide training
and assistance in building and implementing community strategic plans. They
help teach people skills and the means of working together on common
causes.³
V. Strategic Planning for Federal Cutbacks and Defense Conversion
In a poor state where one quarter of the payroll is paid by the federal gov-
ernment, projected cutbacks in such areas as social assistance, payroll and in-
frastructure support can be expected to effect profound and severe repercus-
sions throughout the economy. Local demand for social assistance is climbing
rapidly at a point when counties and local governments are losing their own ac-
cess to the resources and tools they need to cope with the problems. Champion
Communities and local governments are especially concerned about these is-
sues which are profoundly affected by federal budget decisions. Planning for
such eventualities is problematic but should be addressed in community strategic
planning efforts.
3 A table detailing additional issues and commonalties among New Mexico's EC and CC com-
munities is in Appendix B.
7
The preliminary Champion Community study conducted for the State of
New Mexico Economic Development assessed the impact of the defense-related
industries and bases on the economies of three of the Champion Communities.
The study found that with the exception of the Clovis-Portales CC, none of the
CC economies depends to a significant degree on defense-related contracts and
bases.4 This finding was found to be true regarding the eight other rural CC's, as
well. Defense-related or -based communities should in any case keep abreast of
developments at the national level through the Office of Economic Conversion
Information in the U.S. Department of Commerce, EDA. These communities
should take some comfort in an assessment in the September 1995 issue of the
Economic Development Monthly. It states that after four Defense Base Closure
and Realignment Commissions (BRAC) since 1989, the authorization expired in
1995. "There will probably not be another Commission in the near future, espe-
cially since there is little support for any more downsizing of the Defense De-
partment in the present Congress."
4 For more information and resources on defense conversion in New Mexico see: Armstrong,
Bruce D., Enterprising Communities: A Preliminary Report on the Status of the Strategic Plans for
Three New Mexico EZ/EC 'Champion Communities', Albuquerque: The Technical Assistance Of-
fice at the University of New Mexico, 1995.
8
3
Eleven Rural New Mexico
Champion Communities:
Status Reports and
Strategic Plan Assessments
9
I.
THE SUNLAND PARK/SANTA TERESA/NMSU AREA
EZ INITIATIVE
Our vision for the region is:
A prosperous, peaceful and safe region with a strong and diverse eco-
nomic base, that is characterized by economic interaction resulting
from its proximity to Mexico.
A region enhanced by the public/private partnerships and resulting
collaborations among local, regional, and national governments and
community based action teams.
A region with a safe, healthy and clean environment.
A region with a strong cultural identity in which we can take pride while
also preserving our unique history and culture.
Vision statement from Sunland Park/Santa
Teresa/NMSU area EZ application
A. Introduction
The strategic planning process that went into the development of Sunland
Park's EZ application had precisely the type of impacts envisioned by the fram-
ers of the EZ/EC process: there was broad grassroots participation and support
in and among communities that frequently had not stood together; the strategic
plan was adopted and has been acted upon; and the communities have seen to
it that a number of important projects identified in the plan have been developed.
B. Background of the Empowerment Zone Target Area
The EZ initiative was the first regional strategic planning effort in the area.
The process revealed that the communities in the two large census tracts
(including Chamberino, the Doña Ana Community College, NMSU, Santa
Teresa, Sunland Park and La Union) share very similar issues and concerns.
Santa Teresa and Sunland Park became the "focal areas" for development ac-
cording to the strategic plan. Development in those areas was what residents of
the zone desired in order to preserve the agricultural greenbelt and to minimize
sprawl type development in the smaller communities.
The lead agency was an EZ Coordinating Committee made up of 17 rep-
resentatives from the two census tracts. They represented all of the communities
in the target zone, NMSU and Doña Ana Branch Community College, Doña Ana
County, South Central Council of Governments, and private businesses. The CC
11
target area covers nearly 929 square miles and had a population of 17,720 with
8,395 people living in poverty.⁵ The area includes one incorporated city, four
communities, two educational facilities serving the region and numerous busi-
nesses. Three of the CC area communities are designated Colonias: the City of
Sunland Park, Chamberino and La Union.
C. The Planning Process
Sunland Park began developing the EZ Initiative in March of 1994. Fourteen
public meetings were held in fire stations throughout the zone during April. The
Strategic Plan was presented at a final public hearing held on June 22, 1994.
Jesus Prieto, Economic Development and Planning Director in Sunland Park,
explained how community members were engaged in the planning process.
First, the activists in each community were located based on recommendations
from community members and people who had worked with them. Those activ-
ists brought people in with them and encouraged them to voice their opinions
and issues from the grassroots level⁶ After establishing the goals and defining
the action plans, grant writers and staff from Sunland Park drafted the applica-
tion.
D. The Strategic Plan
The Strategic Plan addresses five major goals. In all the public meetings,
health and educational issues were predominant concerns. The goals were listed
as follows in the application with the note that "the first four are barriers to
achieving the last":
1) Health Welfare and Quality of Life of Residents - At the time of the application
health and emergency (EMS) facilities and equipment were neither accessible
nor affordable for many residents in the zone. Other issues addressed under this
goal included establishing a regional transit system, increasing housing, provid-
ing education on mental health and substance abuse, developing community
centers, and resolving environmental concerns.
2) Transportation - The goal was to develop affordable, accessible transit in
southern Doña Ana County, as well as to open or improve transportation routes
between areas currently isolated by the border or Interstate 10.
5 1990 Census figures from Sunland Park EZ application. The numbers are way off the present
population as the area is one of the fastest growing in the United States. The poverty level in Tract
#10 was 65.5%. In Tract #17 it was 40.8%)
6 Quotes and information from interview with Jesus Prieto, Director of Economic Development
and Planning, City of Sunland Park, on 12/13/95.
12
3) Education - The priority of this goal was to locate a permanent site and facili-
ties for the Doña Ana Branch Community College. Secondary goals were to de-
velop secondary and vocational (job training) programs and facilities in the re-
gion.
4) Infrastructure - The main objective in this goal was to assure a safe and ade-
quate supply of water with safe, reliable waste treatment in several of the desig-
nated Colonias in the CC Zone.
5) Economic Opportunity - The CC sought to develop a business incubator under
the plan in order to promote small business growth. The primary focus was on
agribusiness, but the communities also sought to take advantage of NAFTA-
related manufacturing opportunities.
The Plan featured 20 development strategies with 41 focused Action
Plans. Of the Action Plans, 32 (78%) currently are being or have been ad-
dressed, 8 (20%) have not been addressed, and the status of 1 (2%) is unde-
termined at this time as the project contact could not be reached for comment.
E. Implementation Efforts and Current Planning
The Chamber of Commerce has been carrying the ball on developing the
Strategic Plan since the point when the CC learned it was not designated an
Empowerment Zone.⁷ Many of the activists and catalysts from the towns have
continued with the process and now are working and communicating through the
Chamber of Commerce. As indicated in Section D, most of the projects identified
in the Plan are being addressed. Several examples include:
Health Care Development
A private hospital out of Texas utilized the information generated from the EZ
Town Hall meetings to establish an immediate care subsidiary of a major
hospital in Santa Teresa;
A New Mexico State Legislator, who participated in the EZ strategic planning
process, obtained funding for La Clinica de la Familia which enabled the
clinic to expand health and counseling services in Sunland Park;
Education Development
After the communities identified the need for the permanent location of a
branch community college, a legislator worked with the Dean of Doña Ana
7 Jesus Prieto said that the Chamber of Commerce is reluctant to 'carry the ball' on this due to
staffing shortages. The Chamber and the City would like to hire a full time staff person to work on
developing the Strategic Plan. The barrier is funding.
13
Community College and obtained State funding to open the Doña Ana
Community College - South Branch in Sunland Park.
Development of Long-range Strategic Planning in Doña Ana County
Doña Ana County planners are exploring innovative planning concepts, in-
cluding conservation trusts and development rights transfers in order to
protect and conserve the agricultural green belt in the CC Zone.
F. Strengths and Weaknesses in the Process and the Strategic Plan
Jesus Prieto explained that initially it was difficult to sell the EZ/EC pro-
gram at the grassroots level. He said that people felt that the grassroots could
not influence development; that it had to 'trickle down from the top.' But once the
Town Hall meetings began to be held, the people who came were "very very very
happy" to be able to have input, ask questions and feel the opportunity to make a
difference. The biggest strength in the process was "the revisiting of Town Hall
meetings." A second strength was that through the process of identifying com-
munity needs, a lot of people became aware both of the issues and the level of
support behind them. As a result, when the time came to vote on establishing a
community college, for example, people already were well aware of the issue
through their participation in the EZ process. The proposal passed "with flying
colors." Also, many representatives of government agencies attended meetings
in Sunland Park and listened to the public speaking to the issues. A number of
human service programs (including WICC, Primero Los Ninos and others) came
into Sunland Park as a result.⁸
In terms of weaknesses, Mr. Prieto said that after the announcement that
there would be no award, "things kind of dissolved." People in the area really had
anticipated receiving some type of funding. At the end, "people felt like it was just
another one of those government programs where all the communities except
the poor communities get funded." The short timetable was also a significant
barrier. "We had to rush it and were not able to put together an exact strategic
plan [for] the actual funding for a lot of the projects that required real dollars."
The process went so fast that the City of Sunland Park was unable to realize the
level of staffing that would be required to carry out the targeted projects. "We've
been bombarded with excellent information from Washington and the State [on
available grants], and if we don't have anyone to react to it, the plan's not going
to move toward what we want."
8 A number of the agencies and programs that came to Sunland Park seeking to 'set up shop' had
to be turned away for lack of available leasable space. But then the private sector "really kicked in,
according to Prieto: "It seemed like they were just waiting for the information." Examples include
the health clinic and the HOMES program.
14
G. Needs Assessment
In spite of the high degree of success in implementing the Goals in the
Sunland Park Strategic Plan, the CC communities face significant challenges in
their development. These include the following:
Affordable housing continues to be a considerable concern. While the CC met
its Strategic Plan goals in this area, the developed units only addressed the
'emergency need.' Low cost housing must be available for area workers in order
to support the economic development initiatives cited in the plan.
Education - The Gadsden Independent School District (GISD) may require
construction of additional schools in order to accommodate the large influx of
students occasioned by the development of affordable housing. The School
System should work with the City and CC Coordinating Committee to develop
long-range plans for accommodating area growth. Partnership efforts be-
tween GISD and the CC area should continue in order to promote the devel-
opment of One-Stop-Shop social, human, health and recreational services,
including that of Adult Education.
Affordable transportation remains a critical concern, especially for workers, but
also for individuals and parents seeking access to educational opportunities and
health care.
Community Centers - Sunland Park should continue to actively seek funding to
develop Community & Recreation Centers. These will provide the communities
much needed space for public meetings and all types of social activities.
Economic Development - Sunland Park's best efforts to develop an Incubator
to support development of local businesses was frustrated. The City should set
up a Town Hall meeting with area businesses, universities and other interested
parties to assess where the initiative went and what needs to be done to support
the retention and development of existing businesses as well as those interested
in setting up enterprises in the area.
Environment - The NuMex Landfill issue needs resolution and the CC residents
need to clearly understand the environmental issues involved. Efforts to develop
a recycling center should be sustained, even if it cannot be located on the site
of the landfill.
Water and Wastewater Facilities - are needed in Chamberino and La Union,
Santa Teresa and Tortugas.
15
EZ STRATEGIC PLAN STATUS ASSESSMENT*
SUNLAND PARK/SANTA TERESA/
NMSU AREA
Strategies:
I. Health & Welfare
1- - AFFORDABLE HEALTH CARE
PROVIDE AFFORDABLE, ACCESSIBLE PRIMARY HEALTH CARE, INCLUDING MENTAL
HEALTH CARE TO ALL RESIDENTS.
Objectives:
1.
Improve health care of residents by providing more ACCESSIBLE [HEALTH] FACILI-
TIES & STAFF.
2.
Ensure adequate regional health coverage for the South Valley area.
3.
Increase the response time to patients (speed up wait time for appointments, increase abil-
ity to respond to emergencies).
4.
Implement low- or no cost health care for individuals who have no insurance or cannot af-
ford to pay normal health care bills.
5.
Improve MATERNAL & PRENATAL CARE/EDUCATION by providing more staff,
more staff accessibility to ensure that the child and mother get the best possible beginning.
6.
Improve accessibility of health care to ensure that children get the preventative health
care and the medical attention they need.
Action Plan 1:
1.
Conduct a REGIONAL COMPREHENSIVE PRIMARY CARE REVIEW similar to ones
recently completed in south Texas.
Status: Completed. The County conducted the review and shared its information with the City
of Sunland Park.
Action Plan 2:
1.
Based on comprehensive review, establish a REGIONAL HEALTH CARE FACILITY
with extended hours and more staff.
Status: This was established through a private sector initiative. A Texas hospital put in a re-
gional clinic in Santa Teresa. The enterprise utilized the EZ information to set up an immediate
*
The Sunland Park/Santa Teresa Champion Community proposed Action Plans to achieve its
Strategic Plan objectives. This Status Assessment primarily addresses the Action Plans. Objec-
tives are assessed only when they are not specifically addressed by the Action Plans.
17
care subsidiary of a major hospital. Contact: Harriet Brendstedder, La Clinica de la Familia,
526-1105.
Action Plan 3:
3.
Expand the existing health care facility in Sunland Park.
Status: This happened through efforts of a legislator who "became so educated on this issue
that he was able to go and get $650,000 for the expansion of La Clinica de la Familia." As a re-
sult of that they also added a larger WICC office. La Clinica only serves Sunland Park needs.
2. HEALTH EDUCATION
PROVIDE BETTER EDUCATION ON HEALTH ISSUES.
Objectives:
1.
Improve EDUCATION ON SUBSTANCE ABUSE, mental health, domestic violence, im-
munization by counseling residents, provide bilingual educational materials.
Status: Education has been improved. Even the police have training and counseling programs.
Mental health education needs are being addressed in part [See Objective 3 - Action Plan #2 on
page 19].
2.
Educate residents on preventive health care issues.
Status: Undetermined. The contact, David Steffan, in the State Department of Health (524-
6199) could not be reached for comment. Mr. Steffan administers disease prevention programs.
3.
Improve maternal & prenatal care through bilingual education to ensure mother/child as
healthy as possible.
Status: Maternal, prenatal and infant care is being addressed by Primero los Ninos, WICC and
Human Services.
4.
Reduce the occurrence of TEENAGE PREGNANCIES, STD's and AIDS through in-
creased education and bilingual educational materials.
Status: The Adolescent Family Life Program, a new program, is focusing especially on teenage
pregnancies. [See Objective 3 ⑉ Action Plan #2 on page 19]
5.
Educate the public to reduce the stigma of substance abuse, AIDS, mental illnesses and
other health care issues.
Status: These issues are being addressed through the Promotora and Diabetes projects [See
Status for Action Plan #1 on page 19].
6.
Educate public on ways to support friends & relatives who suffer from health and wellness
problems.
Status: These issues are being addressed through the Promotora and Diabetes projects [See
Status for Action Plan #1 on page 19].
Action Plan 1:
18
1.
Ensure that all facilities and eventually all employees have SPANISH LANGUAGE
COMMUNICATION capacity to increase/improve communication.
Status: Done. Health facilities and employees are about 99 percent bilingual. All doctors are
bilingual.
Action Plan 2:
Increase use of bilingual educational health materials, including information on mental
health and substance abuse treatment.
Status: Done. All health-related and informational materials are bilingual (in fact, materials are
predominantly in Spanish).
3. SUBSTANCE ABUSE REHABILITATION
ESTABLISH SUBSTANCE ABUSE REHABILITATION AND MENTAL HEALTH PROGRAMS
TO BREAK THE CYCLE OF ABUSE AND DEPENDENCY AND INCREASE SELF-
SUFFICIENCY.
Objectives:
1.
Provide substance abuse and MENTAL HEALTH COUNSELING AND TREATMENT in
health clinics.
2.
Aid individuals to break cycle of abuse and dependency.
3.
Provide opportunities for rehabilitation.
Action Plan 1:
1.
Implement counseling/education program in the local health clinic(s).
Status: Addressing this area; would like to do more. Some mental health services are available
through the clinic. A psychotherapist is on the staff. La Clinica de la Familia administers two
community-based health outreach projects: the Promotora Project trains lay health advisors to
address domestic violence issues people's homes. The Diabetes Project identifies at-risk indi-
viduals and works with the whole family to address common misunderstandings and stigmas.
La Clinica also offers parenting classes and workshops. La Clinica de la Familia refers indi-
viduals who are SUBSTANCE ABUSERS to COUNSELING in local hospitals or mental health
services (principally, Southwest Mental Health or Southern New Mexico Human Develop-
ment). La Clinica seeks FUNDING FOR TWO THERAPISTS to build its own in-house coun-
seling capacity. They would counsel not only on substance abuse, but provide other health
services. For example, there is a lot of depression in the area. Mr. Prieto cited an effective local
program that deals with alcohol abuse (didn't recall name). Contact: Harriet Brendstedder, La
Clinica de la Familia, 526-1105.
Action Plan 2:
1.
Include substance abuse rehabilitation and mental health education in the schools.
Status: La Clinica de la Familia is working with a Gadsden School based clinic to promote the
widely recognized Adolescent Family Life Program (this may be a state-wide program). The
program addresses issues of teenage pregnancy, sexually transmitted diseases, personal health,
substance abuse and more. La Clinica also provides a nurse practitioner to the Gadsden schools
to perform physical exams in the elementary schools and to provide nutrition education. This
program is funded partly through the NM Department of Health ($20,000), and partly through
19
the Primary Care Children's Fund. Contact: Harriet Brendstedder, La Clinica de la Familia,
526-1105.
4. COMMUNITY NUTRITION
ENSURE THAT RESIDENTS HAVE ACCESS TO REGIONAL AND COMMUNITY FOOD
AND NUTRITION PROGRAMS.
Objectives:
1.
Ensure that low income and poverty stricken residents get the proper nourishment.
2.
Ensure children in low income families receive the proper nutrition to reduce the likeli-
hood of sickness and disease, and to increase the children's capability in all areas, includ-
ing education.
Action Plan 1:
1.
Establish regional distribution point(s) for the Commodity Supplement Food Program
(CSFP) in Southern Doña Ana County so that it is easier for residents to get the needed
assistance. (Site owned by Archdiocese available in Anthony).
Status: "We're minimally meeting the need" in terms of the Commodities Supplementary
Food Program/USDA. The objective has been partly addressed. At the time of the EC applica-
tion, the goal was to obtain several small sub-warehouses to facilitate food distribution on -site
in Anthony. The Community Action Coalition (CAC), which administers the program, has been
unable to fund the warehouses, and so is distributing food from tailgates and through the church
in Sunland Park. People who utilize the program still have to drive to distribution points to ob-
tain commodity foods. Transportation poses a significant problem for a number of actual and
would be beneficiaries of the program.
The CAC continues to seek funding for a small subsidiary warehouse in Anthony (cost is @
$300,000). The CAC had support from the Legislature for seed money for this item, but it was
vetoed in a line item by the Governor.
Contact: Bill Strouse, CAC Director, 523-1639; Sal Perez, Director of the Food Bank, 523-
4390.
Action Plan 2:
1.
ACQUIRE EQUIPMENT for use in distributing food.
[When the Sunland Park Strategic Plan was first developed, the CAC sought one additional fork
lift, three bobtail trucks, and a subsidiary warehouse in Anthony]
Status: The CAC acquired the forklift through CDBG funding and the three bobtail trucks
through the USDA. The warehouse has not been funded. The barrier is the high cost @
$300,000). Contact: Bill Strouse, CAC Director, 523-1639; Sal Perez, Director of the Food
Bank, 523-4390.
5 COMMUNITY CENTERS
ESTABLISH COMMUNITY CENTERS IN ALL COMMUNITIES TO PROVIDE COHESIVE-
NESS AND INCREASE COMMUNITY SPIRIT.
20
Objectives:
1.
Provide central location
2.
Provide supervised atmosphere for supervising children playing and doing homework af-
ter school.
3.
Provide Site for senior activities and care.
4.
Provide information and referral to education services & assistance.
5.
Provide a common space for recreation, meetings, and social and cultural activities within
community.
Action Plan 1:
1.
Construct Community Centers.
Status: This was not done. Real estate was too expensive, the communities could not afford it.
Tried to set up an arrangement to use the schools, but the schools required after school use of all
of their facilities.
6. INCREASE POLICE, FIRE, EMS SERVICES
INCREASE EMS, FIRE AND POLICE PRESENCE & PROTECTION IN THE REGION.
Objectives:
1.
Protect area residents.
2.
Provide a safe environment in present; increased future economic development & growth.
Action Plan 1:
1.
Work with regional and state fire and emergency agencies to EVALUATE REGIONAL
FIRE & EMERGENCY PROTECTION and alleviate any problems.
Status: The evaluation was done with Doña Ana County and the State Fire Marshall. The State
funded the evaluation. Mr. Prieto couldn't speak for county-wide improvements [contact:
Nooky Gonzalez, County Commissioner], but Sunland Park, as a result of the study, increased
its fire facilities and moved from a volunteer to a paid staff. It increased the quantity and quality
of its fire fighting vehicles.
Action Plan 2:
2.
Work with local, county, and state police agencies to EVALUATE REGIONAL POLICE
PROTECTION LEVEL and alleviate any problems.
Status: Done. Sunland Park doubled its police force to 18 officers and staff.
7. AFFORDABLE HOUSING
PROVIDE ACCESS TO AFFORDABLE HOUSING TO RESIDENTS.
Action Step 1:
1.
To ensure that ADEQUATE AFFORDABLE HOUSING is available to all residents, con-
duct HOUSING NEEDS ASSESSMENT in each community, determine costs & identify
funding sources.
21
Status: Affordable housing issue was very successfully addressed. Housing mainly developed
in Sunland Park (Santa Teresa market is too high and Sunland Park has the greater need). Sun-
land Park worked with Albuquerque developer Joe Roberts and FmHA 506 funds to develop
Playas 1 (120 apartment units), Playas 2 (150 units of multi-family units), and Playas 3 for 40
townhouses (all Playas are low-income units). HUD worked with state agencies to get tax cred-
its for the developer. Meadow Vista Homes for 40 townhouses is in the planning stages, but the
developer requires tax incentives in order to close the deal. RECD has been unable to help him.
Elderly housing was addressed in a separate program which provided 22 units. The problem
with this program was that the elderly did not wish to be separated from their families; they
wanted to live together in the same development. The program, however, did not allow that.
Sunland Park and the CC target area continue to require affordable housing, but the emergency
need at the application date was met. The Housing Needs Assessment was completed in the pri-
vate sector. The information was used to support the applications for 506 housing.
8. ENVIRONMENTAL CONDITIONS
Objectives:
1.
Improve existing Environmental Sites such as landfill and Superfund sites.
Action Plan 1:
1.
Review existing environmental conditions of McNutt Oil and NuMex Landfill to determine
environmental impact on health of Sunland Park community.
Status: The McNutt Oil environmental impact was done by a Colorado agency. The agency
worked very closely with the Fortune 500 company which had contaminated the site to clean it
up. The company spent over $2 million for the environmental assessment. The study showed
that the Superfund site was not as critical as people had suspected. The company wants to turn
the land over to the city for a park after the contamination is removed.
The NuMex Landfill is an ongoing, very heated issue. The program and the site are very clean
("One of the State's best landfills," according to Mr. Prieto). The fact that it is a landfill is its
biggest problem. Nobody wants it in their back yard. It has become an unacceptable issue to the
community. The landfill tried to set up a recycling center, but the neighbors fought it. So that
didn't happen. They tried also to set up an education program on recycling issues, but that was
not well received and flopped as well. Finally, a state legislator proposed a bill to get funding to
help educate the community and determine the environmental effect on their health, but the bill
never was approved.
II. TRANSPORTATION
1. TRANSIT SYSTEM
ACHIEVE AN AFFORDABLE, ACCESSIBLE TRANSIT SYSTEM IN SOUTHERN DOÑA
ANA COUNTY.
Action Plan 1:
1.
Implement a transit system in Doña Ana County (includes TRANSIT FEASIBILITY
STUDY, FORMATION OF REGIONAL TRANSIT AUTHORITY)
Status: This has partially been addressed. Sunland Park worked with the county on a county-
funded transportation study. Affordable transportation proved to be a very expensive proposi-
22
tion. The issue has been "left in the county's hands." While there is no transit authority, a private
shuttle service has set up routes between Sunland Park and Anthony. This company also is lo-
cally REHABBING OLD BUSSES for their use. The company is seeking some incentives
and/or funding from the State. They would like to run routes to Las Cruces. Money is their bar-
rier.
2. TRANSPORTATION INFRASTRUCTURE
IMPLEMENT NECESSARY TRANSPORTATION INFRASTRUCTURE TO ENHANCE ECO-
NOMIC DEVELOPMENT.
Action Plan 1:
1.
Install transportation routes/facilities necessary for economic development (Includes
CONSTRUCT ARTCRAFT ROAD EXTENSION, ANAPRA/COLOMBUS EXTENSION,
COMPLETE INTERMODAL TRANSPORTATION FACILITY at Santa Teresa).
Status: Artcraft Road Extension is under construction; An Anapra/Columbus Extension study is
expected to be finalized in March, 1996; the Intermodal Transportation Facility was funded in
the last legislative session.
3. I-10 PEDESTRIAN CROSSING AT TORTUGAS
PEDESTRIAN PATHWAY/OVERPASS TO NMSU
Action Plan 1:
1.
Coordinate with the City of Las Cruces to put pathway on NMSH & TD's 5-year plan.
Status: Issue died. NMSU, a key player, didn't support it. This was a very expensive proposi-
tion. A partial solution to the problem was provided by Roadrunner bus service, which now
serves that community.
4. MISCELLANEOUS ROAD PAVING
Objectives:
1.
Make transportation routes more amenable to vehicle/passenger travel.
2.
Reduce dust pollution/conform to EPA clean air regulations.
Action Plan 1:
1.
Steering Committee will work with South Central Council of Governments (SCCOG) and
DAC to ensure that community concerns are brought to DAC's and SCCOG's attention
for inclusion in 5-year plan.
Status: Doña Ana County has done several studies on the above objectives. The county identi-
fied La Union and several other communities in its plans for paving and road improvements.
Contact: Woody Jenkins or Liz Bernal, SCCOG.
23
III. EDUCATION
1. ESTABLISH A SATELLITE COMMUNITY COLLEGE
ESTABLISH A PERMANENT COMMUNITY COLLEGE FACILITY IN SOUTHERN DOÑA
ANA COUNTY.
Objectives:
1.
Provide range of education, skills training, vocational training.
2.
Ensure education/training available to residents of all ages, socioeconomic backgrounds.
Action Plan 1:
1.
Establish a permanent site for Doña Ana Branch Community College (Includes site selec-
tion & acquisition, plan & design of campus, funding & construction of facility, purchase
of training/educational equipment).
Status: Land was dedicated by a local developer. Funding for a feasibility study, drawings and
construction came through the New Mexico Legislature. Doña Ana NMSU floated a bond for
$5.5 million for the first phase of development of the campus. Groundbreaking for the Doña
Ana Branch Community College South Campus is expected in March, 1996. The institution has
its own strategic plan which addresses all of the points listed in Objective 1. A Small Business
Development Center (SBDC) will be part of the campus.
2. STUDY EDUCATIONAL NEEDS OF GADSDEN INDEPENDENT SCHOOL
DISTRICT (GIS)
PARTNER WITH GIS TO ENSURE THAT ALL COMMUNITIES HAVE ADEQUATE FACILI-
TIES FOR STUDENTS.
Objectives:
1.
Reduce distance of travel to school for children.
2.
Reduce school overcrowding.
3.
Ensure that structures and equipment is safe for students.
Action Plan 1:
1.
Partner with GIS and Department of Education to examine needs of the school district.
Status: Sunland Park has partnered with GIS in several areas. The city shared its growth pattern
projections and information with the school board. The schools used the information in formu-
lating their long range comprehensive plan. The successful siting of the affordable housing units
created major problems for the schools because the housing developments occasioned a large
influx of children into the school district. The schools had to bring in portable classrooms. The
three schools are on 25 acre sites, so they have room to expand, but they lack the money to ex-
pand.
3. ONE-STOP-SHOP SERVICES WITH GISD
PARTNER WITH GADSDEN INDEPENDENT SCHOOLS TO WORK FOR USE OF SCHOOLS
AS ONE-STOP-SHOPS FOR SOCIAL, HUMAN, HEALTH, AND RECREATIONAL SERV-
ICES.
24
Objectives:
1.
Save resources by utilizing existing buildings to provide services.
2.
Provide a supervised place for students to play and to homework after school.
3.
Provide a place for residents to get information and education on available services and
assistance.
4.
Provide a common place for recreation, meetings, and social and cultural activities within
the community.
Action Plan 1:
1.
Implement one-stop pilot program in Gadsden Independent Schools.
Status: This is being worked on. Sunland Park hopes to open one school site as a pilot project
in 1996, contingent upon funding and resolution of liability and security issues. Willie Duran, a
principal, is very supportive of the objectives in the Strategic Plan. He would like to open even-
ing classes for parent and teacher programs
IV. INFRASTRUCTURE
1. DEVELOP COMMUNITY AND/OR REGIONAL WATER SYSTEMS.
Objectives:
1.
Provide safe and adequate water systems for the residents of southern Doña Ana County.
2.
Prevent the occurrence of disease transmitted by the consumption of contaminated water.
3.
Provide fire protection to a region currently with inadequate protection.
Status (for Objective 3): This issue is still being looked at by the new fire station. The objective
pertains mostly to Sunland Park where the river limits access to high development areas on the
other side. While a new bridge is slated for installation (not as a result of the Strategic Plan), the
fire station is interested in locating a substation across the river.
Action Plan 1:
1.
DEVELOP COMMUNITY WATER SYSTEMS OR UPGRADE EXISTING WATER
SYSTEMS to ensure public safety and the proper infrastructure for economic develop-
ment [Chamberino and La Union are in need of water systems. Sunland Park completed
an upgrade to their own system. Santa Teresa's and Tortugas' systems are inadequate].
Status: More work is needed on this Action Plan. Sunland Park received a $300,000 loan for
acquisition of water rights to help with its brand new water treatment system. Negotiations are
underway with Doña Ana County and Santa Teresa to jump start the development of Santa
Teresa's water system possibly by incorporating them into Sunland Park's infrastructure. The
barriers are funds to transfer the system from the private sector to the public, the unavailability
of government funds at every level, and the very complexity of the proposed project.
Action Plan 2:
1.
NMSU must expand utility service across I-10 to expand their services.
Status: Issue died. Architects and engineers said No Way.
25
2. DEVELOP COMMUNITY AND/OR REGIONAL WASTEWATER SYSTEMS.
Objectives:
1.
Provide safe and adequate sewer systems for the residents of southern DA County.
2.
Prevent the occurrence of disease transmitted by wastewater contaminating the ground-
water.
3.
Prevent the occurrence of groundwater contamination.
Action Plan 1:
1.
Conduct wastewater master plans for region and individual communities where required.
Status: A wastewater study has been conducted, but Doña Ana is not a masterplanned county.
Strategy 2 was geared mostly to Santa Teresa. Addressing regional waste water needs in the
area will depend on who decides to pick up the ball on this.
Action Plan 2:
1.
Review current situation at the Santa Teresa Wastewater Treatment Plant, which is not in
compliance with NMED regulations [seek solutions].
Status: Still seeking solutions; still not in compliance.
V.
ECONOMIC OPPORTUNITY
1. PROVIDE SMALL BUSINESS TECHNICAL ASSISTANCE
INCREASE ECONOMIC DEVELOPMENT BY PROVIDING SUPPORT AND TECHNICAL
ASSISTANCE SERVICES FOR NEW AND SMALL BUSINESSES.
Objectives:
1.
Provide place for individuals to utilize their talents for economic gain and to train and
guide other individuals, including disadvantaged youths.
Action Plan 1:
1.
IMPLEMENT AN INCUBATOR PROGRAM
Status: An EDA grant-funded study was undertaken to determine appropriate uses for a 40 acre
City-owned industrial park site. The study considered the possibility of establishing an incuba-
tor on site. Following the completion of a second study in December 1995 [Feasibility Study for
Proposed Business & Industrial Park in Sunland Park, 2 vols.], the City is leaning toward sell-
ing at least the major portion of the site. The city does not have the funds it would need to set up
an incubator. Moreover, with cuts in program funding and the loss of its principal contact per-
son in EDA, the city feels that it would be extremely difficult to fund the program. The city
never determined the cost of establishing the proposed incubator.
2. CAPITALIZE ON AGRICULTURAL MARKET
INCREASE ECONOMIC DEVELOPMENT THROUGHOUT REGION BY CAPITALIZING ON
THE EXISTING AGRICULTURE MARKET.
26
Objectives:
1.
Attract new PROCESSING INDUSTRIES to region, thereby providing new jobs to the
area and employing more people.
Status: This is being done. Examples include two new companies in the Crossings (an indus-
trial development area) one of which is using plastic injection molding; the other is a stamping
company. These companies service the El Paso maquiladora corridor. They have provided
about 30 new jobs, as well as construction jobs.
2.
TRAIN INDIVIDUALS for the new jobs allowing disadvantaged individuals to become
self-sufficient.
3.
DIVERSIFY THE ECONOMIC BASE throughout the region, making it less dependent on
tourism and international trade.
4.
PROTECT AND PRESERVE THE GREEN BELT, which is a vital part of the area's his-
tory and culture.
Action Plan 1:
1.
Protect the existing farms through the purchase of development rights, conservation
trusts, and transfer of development rights.
Status: This is being looked into. Tony Shaffer, County Commissioner, and NMSU are doing
another study on the issue. It would be handled by the County. Contacts: Tony Shaffer, County
Commissioner; Judy Price, County Planner, 647-7237.
Action Plan 2:
1.
Aggressive marketing campaign, to market the area and products to agriculture related
industry including advertising in trade magazines, trade fairs, marketing materials.
Status: This plan has been funded through the NM State Economic Development program and
the NM Rural Response Council.
Action Plan 3:
1.
Attract agricultural industry, food processing plants to the area.
Status: The focus changed from an agriculture orientation toward developing small, labor in-
tensive construction- and leather-related industries to service the El Paso maquiladora corridor.
3. INTERNATIONAL TRADE
INCREASE ECONOMIC DEVELOPMENT IN THE REGION THROUGH INTERNATIONAL
TRADE.
Action Plan 1:
1.
Be an active member of Doña Ana County's economic development consortium, to be
aware of and utilize the available technical assistance, and the ongoing programs.
Status: The CC does not belong to the Mesilla Valley Economic Development Association
(MVEDA) because of the $5,000 membership fee. However, Fernando Macias, MVEDA Direc-
tor does include the area in all outreach efforts and in economic development planning. Con-
tact: Steve Givens, MVEDA, 525-2852.
27
Action Plan 2:
1.
Capitalize on existing Port of Entry at Santa Teresa [continue to market the Industrial
Park at Santa Teresa locally, nationally and internationally].
Status: See Status for Action Plan 3 below.
Action Plan 3:
1.
OPEN BORDER CROSSING at Sunland Park [acquire land for Border Crossing, provide
necessary infrastructure & road improvements, draft masterplan for Border Crossing and
for Commercial Park at Border Crossing].
Status: Action Plans 2 & 3 represent either-or options. Sunland Park's preference is for Plan #2.
In terms of infrastructure, the City is moving along with the items listed in Plan #3. The city
funded extension of infrastructure to the site of the Crossings across the river from Mexico. The
project includes paving half of the roadway to the site. The CC hopes to get a jump on the Co-
lumbus/Anapra road border crossing which is still five to seven years down the road.
Action Plan 4:
1.
Construct a commercial/business park at the Border Crossing.
Status: This has not been done yet, but probably will be in the future. The commercial/business
park would compete with El Paso industries. The crossing itself would be popular to people
from Chihuahua and other Mexican nationals who would save an hour's time by not having to
enter via El Paso.
28
II.
THE CLOVIS-PORTALES EZ INITIATIVE
Our mission is to design and develop an attractive and productive com-
munity with an enhanced quality of life in which a trained work force can
find employment and support to provide basic needs and to capture op-
portunities for economic and individual growth.
-Vision statement from Clovis-Portales EZ application
We took the information that we got from the people, and we had informa-
tion from the agencies and said, 'Now how are we going to create this
picture and make it better and not make any infusions of money go up
there [to the wealthier sections of town]? How can we make these people
be the winners so that there's less of a disparity? / know of communities
where the business people sat down and wrote up the plans. That's not
what happened here.
-Reta Weaver, Community Partners, Clovis, NM
A. Introduction
What immediately stands out in a review of the Clovis-Portales EZ/EC
strategic planning process is the level and degree to which the communities
supported and participated in the entire effort. Approximately 50 meetings were
held in a period of 100 days. Over 500 area residents from a wide range of so-
cio-economic interests took part in the strategic planning effort. The initial town
hall meetings had the highest attendance levels of any public meetings in the
area during 1994. These turnouts, as well as the significant contributions of
space, expertise and materials from the business community and others, re-
sulted in large part from a high profile public relations campaign which success-
fully brought the process to the attention of every household in the two cities.
More importantly, the participation reflected the desire and willingness on the
part of community members to take part in a process that they believed would
significantly improve their lives and the future well-being of their communities.
B. Background of the Empowerment Zone Target Area
Although Clovis and Portales are separated by only 19 miles, the two cit-
ies have only recently begun to communicate and address planning issues in a
concerted mode. While many bridges remain to be built before a true inter-
community partnership can be established, the EZ/EC application process pro-
29
vided a very important step toward developing this goal. The planning process
brought government bodies from both counties and cities together to work in a
hands on process with the citizens. New networks and invaluable partnerships
were developed and new lines of communication emerged.
The area selected for the Empowerment Zone consists of five census
tracts -the only eligible tracts in the entire two county area (the counties were es-
pecially hampered in their efforts by eligibility criteria which capped the size of an
eligible tract at 1,000 square miles. Several otherwise eligible tracts contained
more than 2,000 square miles). Four tracts are in Clovis and one is in Portales.
In 1990 the poverty rates for the target zone ranged from 31.8 to 43.7 percent. In
1994 Roosevelt County had an unemployment rate of 35 percent. The corre-
sponding figure for Curry County was 27 percent. The ethnic makeup of the zone
was 46.1 percent Hispanic, 43.4 percent White, 8.2 percent Black. and 2.5 per-
cent Native Americans, Asians and all others. Many residents lived in substan-
dard housing with leaky roofs and bad electric and heating systems. Often this
population does not have the means or resources to make costly home repairs
on top of the high housing costs they already pay. In terms of education, only
about half of the of-age residents in the zone completed high school. Their un-
dereducation is directly linked to low wages and the continuation of poverty. The
poverty in turn is a principal contributor to the kinds of health and social prob-
lems, including substance abuse, crime and delinquency, teen pregnancies, vio-
lence and the continuation of the welfare cycle, that the EZ application specifi-
cally addresses.
C. The Planning Process
The Eastern Plains Council of Governments (EPCOG) knew about the
EZ/EC program before details were released in the Federal Register. Several
EPCOG staff members attended the regional workshop in Las Vegas on Febru-
ary 22, 1994. A group of women from throughout Roosevelt County who were
interested in seeking an EZ/EC designation began meeting in Portales. Believing
their chances of success would be greater if they applied jointly, the two groups
planned the initial community meeting in Clovis on March 25. At the second joint
community meeting in April the two communities decided to seek a joint EZ/EC
designation. At that point the groups had less than three months to complete the
application.
Three committees and a work group were organized to conduct the com-
munity planning effort and to draft the application. Following the recommendation
of the State EZ advisor, the committees addressed the areas of Economic Op-
portunities, Sustainable Development and Infrastructure. The working group had
a steering committee/advisory role. The meeting process they undertook was
effective. Each meeting involved breakout groups of about six people. The facili-
30
tators reported results back to the coordinators who eventually drafted the appli-
cation. Eva Woods, housing director for Region IV Housing, emphasized the
level of grassroots involvement in the project. "It may have only been a few that
actually sat down and compiled the information and produced the application,
but the ideas came from the community members. Probably our plan did have
more involvement at the community level, grassroots level, than the others be-
cause we held so many public and special interest meetings."9
D. The Strategic Plan
The Clovis-Portales Enterprise Zone application addresses three principle
areas in its Strategic Vision for Change: Economic Opportunity, Community
Needs & Partnerships, and Sustainable Community Development. The applica-
tion aimed to promote five values:
Encourage individual, family and community responsibilities as the means of
acquiring freedom and opportunity;
The development of human resources is the standard for measuring progress
of the plan within the zones;
Formulate and implement plan to focus on total community awareness, sup-
port, participation and cooperation;
Create a climate that fosters expansion of existing and development of new
businesses in the zone;
Utilize, strengthen and expand proven social and educational programs that
focus upon empowerment of people within the zones.
The application details 17 general strategies with 58 Action Plans to pro-
vide for economic development, affordable housing, water conservation and
much more. Since submitting their EZ/EC application, Clovis and Portales have
made significant strides in implementing many of the Action Plans, most notably
in the area of housing. Table 2 below details how the 17 strategies address the
three major areas of the plan.
9 Interview with principle EZ/EC contact people, EPCOG, 9/25/95
31
Table 2: Clovis Portales EC Strategic Plan Strategies
Economic Opportunity
Community Needs &
Sustainable Community
Concerns/Partnerships
Development
Strategies
Strategies
Strategies
1. Educate & assist Small
5. Expand existing edu-
14. Encourage water con-
Business through short-
cational programs.
servation.
term financing & entrepre-
neurial training.
2. Expand micro busi-
6. Support development of
15. Examine the feasibility
nesses through micro
comprehensive physical &
of inter & intra city public
lending and education.
mental health program.
transit systems.
3. Attract business that
7. Provide area with af-
16. Expand sewer lines &
complements existing in-
fordable activities in a safe,
treatment capacity to sup-
dustry (Agriculture, Rail-
turf-free environment.
port industrial development.
road, & Military).
4. Establish a University
8. Develop program to fo-
17. Continue participation
Center at Eastern New
cus on active learning of
in the Ute Water Develop-
Mexico University.
healthy life-style attitudes.
ment Project.
9. Design/Expand serv-
ices to foster/nurture the
growth of effective family
unit.
10. Enhance & expand
services to the growing
aging population.
11. Encourage the devel-
opment of safe, affordable,
attractive housing.
12. Promote culture & di-
versity of the communities.
13. Enhance public safety
in the communities.
32
E. Implementation Efforts and Current Planning
Despite not receiving a EC designation, the Clovis and Portales commu-
nities are significantly on their way to realizing their strategic plans. Of the 61
objectives in the Plan, 34 (52%) have been or are being addressed, 24 (39%)
have not been, and the status of 3 (5%) could not be ascertained. The two com-
munities demonstrated especially high levels of project implementation in the
following areas: economic development, health, youth, child and infant care
(specifically the nutrition assistance and new mothers programs), housing
(especially the emergency shelter and assisted living facility programs), and pub-
lic safety. Highlights of project implementation include the following:
Expanding business retention and expansion program from Portales to
Clovis.
Developing a low-interest, revolving loan fund to allow small and microbusi-
nesses to obtain capital for start-up and expansion.
Establishing a cooperative for home-based business owners.
Recruiting additional health care providers.
Establishing a recreational center.
Developing several youth, DWI, and childcare programs.
Providing an assisted living facility for elderly and staff training.
Providing education on housing, loan funds, and rehab loan for landlords.
Expanding sewer line and treatment capacities in both cities.
F. Strengths and Weaknesses in the Process and the Strategic Plan
One of the major strengths in the Clovis-Portales EC Initiative was the
process itself. "We had about fifty meetings in a hundred days. It was just crazy.
It was fun. It was frustrating that after all that we didn't get a designation" (Lisa
Noble, Director of Economic Development, Clovis Curry County Chamber, and
principle CC contact person). Another strength was the organization. The com-
munities drafted a comprehensive strategic plan that sought to link strategies in
one area to another. A social service program would be linked, for example to a
housing plan. The organization and layout of the Strategic Plan was clear, un-
complicated and highly readable. A series of one-page Action Plans accompa-
nied each strategy in the plan. The action plans specified the justification for the
33
action, barriers, action steps, timeline, responsible party, current services and
resource levels, and costs. Finally, this plan offered creative approaches to
problem solving. Two examples are the home-based business cooperative (in
Strategy 2) and the proposed "Aging Resource Center" (in Strategy 10) that
would coordinate and centralize most services to the elderly.
Given the short time period and the eligibility restrictions confronted by the
drafters of this EC initiative, it is difficult to pinpoint specific weaknesses. One
problem in terms of plan followup (without the EC designation), was that so many
areas were addressed in the plan that occasionally it was difficult to know who to
contact for an update. There appeared to be little or no coordination or commu-
nication between the champions of the various projects. Finally, the plan could
have done more to address how it would affect the specific target area and build
bridges between the two communities.
G. Needs Assessment
Despite an apparent high level of success in implementing the Clovis-
Portales Strategic Plan, the communities continue to face significant challenges
in their economic development. The recent cutbacks both by the Department of
Defense at Cannon Air Force Base as well as closures and downscaling by sev-
eral prominent local employers (e.g. Giant refinery and Furr's supermarket) un-
derscore the need to promote smaller-scale, more diversified and community-
based economies. The efforts to provide technical assistance and office support
and training to home-based (micro-) businesses is an important step in this di-
rection. The communities also need help in retaining businesses. An incidental
plus to defense cutbacks might be more available and affordable housing. 10
Also, a greater emphasis needs to be placed on developing appropriate
training programs at the local college & university, getting people into the pro-
grams and developing/locating facilities where students can practice hands-on
skills they acquire. Also, the homelss shelter in Clovis is currently serving seven
counties with inadequate facilities and resources. R-IV Housing operates a three-
bedroom house with a basement to shelter 25+/day. They would like to acquire a
van to transport clients to and from the shelter. Ideally, facilities could be
opened in other communities to relieve the acute demand in Clovis.
10 The Airforce developed a substantial number of housing units in Clovis and Portales. Most of
these are --or could be made-- available to the general public.
34
EZ STRATEGIC PLAN STATUS ASSESSMENT
CLOVIS-PORTALES
Strategies:
I. Economic Development Strategies
1.
EDUCATE AND ASSIST SMALL BUSINESS OWNERS, ENTREPRE-
NEURS AND EMPLOYERS TO ATTRACT CAPITAL, OBTAIN SHORT-
TERM FINANCING, AND DEVELOP AND IMPLEMENT BUSINESS
PLAN AND MARKETING STRATEGY.
Objectives:
A.
Expand business retention and expansion program which is in its second year from Por-
tales to Clovis.
Status: A local task force was formed in July, 1995. A program set up according to the State
plan. Local funds for a half-time coordinator position were raised. A State partnership pays the
other costs. Contact: Roy Miller, Director, SBDC, Clovis, 769-4136.
B.
Develop a low-interest, revolving loan fund to allow small and micro businesses to obtain
capital for start-up and expansion.
Status: An AmeriCorps member has been administrating this position since November, 1995.
AmeriCorps will pay a stipend to the administrator who will seek additional funding according
to the plan. Contact: Lisa Noble, Director of Economic Development, Clovis Curry County
Chamber (CCCC), 763-3435.
2.
EXPAND MICRO BUSINESS BASE THROUGH MICRO LENDING,
NETWORKS, COOPERATIVES AND ENTREPRENEURIAL TRAINING.
Objectives:
A.
Establish a cooperative for home-based business owners which will provide entrepreneu-
rial training, business counseling, networking, information, and marketing and/or distri-
bution of products and services
Activities include assisting in start-up or expansion through revolving loan fund, developing a
catalogue for cooperative advertising, establishing a mail order center for distribution of prod-
ucts, continued training and reassessment of co-op, and expanding the local network via elec-
tronic mail.
Status:. Same as 1-B. It is hoped that the project will evolve from AmeriCorps
member initiative.
B.
Establish a mail order and distribution center for products and services of home-based
businesses
35
Activities include: formulating a business plan for a catalogue and distribution center; develop-
ing and publishing a catalogue; acquiring a building for catalogue and distribution center;
purchasing a computer system for accounting, inventory, and electronic mail; and hiring a full-
time manager.
Status: Same as 1-B.
3.
ATTRACT PROSPECTIVE NEW BUSINESS TO COMPLEMENT EXIST-
ING AGRICULTURE, RAILROAD AND MILITARY INDUSTRIES.
Objectives:
A.
Establish and develop an industrial park in the zone for a wide variety of light to moder-
ately heavy manufacturing industries, including food processing and industries to supply
goods to local rail and military industries.
Activities include: creating a Task Force of local and State authorities, representatives of the
Santa Fe R.R. and Cannon AFB and other interested parties to locate potential site for park;
conducting environmental assessments; developing environmental criteria for park clients;
conducting public hearings; installing utilities; installing waste water pre-treatment plant to
service firms in park.
Status: This has not happened. Clovis-Portales hopes to move on this at a later date. Clovis has
developed land at the airport. Portales has new Chamber of Commerce director and new Eco-
nomic Development Director.
B.
Establish and develop a business incubator in the EZ.
Activities include: acquiring building, setting up office space and hiring staff; and establishing
interview team to select appropriate participants.
Status: Undetermined. Roy Miller, Clovis SBDC, is interested in the project and may develop a
feasibility study with an AmeriCorps member.
C.
Actively recruit new businesses
Activities include identifying and recruiting businesses that enhance existing agriculture, rail-
road and military installation industries.
Status: This project is being addressed by Clovis and Portales economic development groups
who are working separately (not in partnership, though communication has. improved). Con-
tacts: The Business Quarter and the Southwest Public Service Company
4.
ESTABLISH A UNIVERSITY CENTER AT EASTERN NEW MEXICO
UNIVERSITY IN COOPERATION WITH NEW MEXICO STATE UNI-
VERSITY AND THE ECONOMIC DEVELOPMENT ADMINISTRATION.
Objectives:
A.
Establish a University Center to help public bodies, non-profit organizations, businesses
and entrepreneurs plan and implement activities designed to generate jobs and income
36
Activities involve establishing working relationship with university and hiring a full- or part-
time coordinator.
Status: A. University Center would be funded by the Economic Development Administration
(EDA) in the Department of Commerce. The Future of the agency is uncertain and the Univer-
sity showed no interest in the strategy.
II. COMMUNITY NEEDS STRATEGIES (CNS)
CNS-1. EDUCATION
5.
EXPAND EXISTING EDUCATIONAL PROGRAMS BY PROVIDING
COMPREHENSIVE EDUCATIONAL SERVICES THROUGHOUT BOTH
COMMUNITIES.
A.
Expand the highly successful JOBS/E&T training in the two counties.
Activities include requesting funding from NM Legislature for money to match Federal funds.
Status: Undetermined. The point person, Mark Gray moved to Tucumcari. [EPCOG Ameri-
Corps member may revamp the Family Self-Sufficiency Program, a related program that is
similar to Project Forward].
B.
Increase responsiveness of vocational training programs to match needs of employers in
the targeted zone. Base approach on the Tech Prep concept of 2+2 education.
Activities include: continued implementation of Applied Curricular Materials; and determining
specific programs necessary for job placement.
Status: The Broad Horizons Educational Center (BHEC) has a 'school to work' orientation and
offers a broad range of training and basic job skills and career development opportunities.
BHEC currently has a proposal before the US Department of Education to develop an Urban-
Rural Initiative. Under the proposal, 28 business people in Portales will partner with BHEC to
develop a services training program which eventually will integrate employment opportunities
through businesses, the community and the public schools. Contact Jim Lyon, Job Developer,
Broad Horizons, 356-4254.
C.
Develop a transitional Education Center to serve at-risk secondary students.
Activities include: developing a master plan to be included in Clovis Board of Education Stra-
tegic Plan; involving the community in plans for final draft; remodeling existing structure for
site of new school; consolidating all at-risk programs at the new futures school; and developing
educational partnerships and funding to implement first three years of funding for the school.
Status: This has not happened. There is no funding for construction and equipment. Traditional
State sources cannot cover the intensive management of students required. No grants are avail-
able for this kind of activity. Clovis-Portales still is searching for funds. Contact: Community
Partners (762-4919), Clovis School District.
D.
Develop Early Childhood-Family Center to serve four-year-old children, kindergarten
children and families of children bused to the center.
37
Status: This has not happened. There is no funding for kind of thing. The communities are
searching for funds. There is no contact person.
E.
Enhance the current Broad Horizons Educational Center programs by enhancing the vo-
cational components of their program.
Status: [See 5-B] Broad Horizons runs a very active Tech-prep program in conjunction with the
Clovis Community College and Concurrent Enrollment program. Contact: T.L. Holden, Direc-
tor of Tech-Prep, 356-6641, and Jim Lyon, Job Developer, Broad Horizons, 356-4254.
F.
Support each community's local School Board strategic plans
Activities include encouraging and empowering community participation in developing Strate-
gic Plans.
Status: This is getting done. "Don't know if there's community effort behind it or if it needs
funding. The School Board is working hard for more parental involvement."
G.
Provide family literacy and English as a Second Language programs in both communities.
Status: There's a very hard barrier: the funding is very low, "lower than the literacy rate." The
Roosevelt Literacy Council and the Clovis Literacy Program are both looking for funding to in-
crease programs. They both need a paid staff member. Contact: Reta Weaver, 762-4919.
H.
Improve the effectiveness and accessibility of GED programs by conducting classes in the
Adult Detention Facility in Curry and Roosevelt Counties and in neighborhood schools.
Status: This objective is not being pursued. It was a church-based initiative. Presently there is
no champion for the project.
I.
Provide bilingual programs to all citizens.
Status: This is not happening. It was an unrealistic strategy.
CNS-2: HEALTH
6.
SUPPORT THE DEVELOPMENT OF A COMPREHENSIVE PHYSICAL
AND MENTAL HEALTH PROGRAM WHICH PROVIDES EFFECTIVE
DELIVERY OF SERVICES THROUGH A NETWORK OF INTEGRATED
PUBLIC AND PRIVATE HEALTH RESOURCES.
Objectives:
A.
Fully staff the Public Health Offices in both counties.
Activities include recommending additional staff authorizations for additional public health
nurses.
Status: No new positions were added. There was a vacancy in a nursing position, but currently
(4/96) the Public Health offices are fully staffed
38
B.
Recruit primary care physicians, dentists, nurses, and home health providers
Activities include developing and recruiting committee and strategy
Status: This is being addressed. The CC is working with Presbyterian Hospital on the process.
Contact: Dallan Sanders, 356-5631.
C.
Recruit Health Maintenance Organization to area to provide wellness services to citizens.
Activity: 1998 Feasibility study.
Status: Phil Teakel, Director of the Public Health Program, does not think it will be feasible to
recruit an HMO to the area. The community lobbied and obtained a primary care facility in
Clovis that operates on a sliding fee basis. Contact: Phil Teakel, Director of the Public Health
Program, 763-5583.
D.
Request funding for Community Integrated Health Service System (CISS) Pilot project
designed for Roosevelt County. Funding and implementation of plan for Curry County.
Status: Nothing has been done on this. However, there currently is a strong degree of coordi-
nation between various health and home health care providers in Clovis and Portales. The
$750,000 Casa de Buena Salud clinic is part and parcel of the improved health focus. Contact:
Dallan Sanders, 356-5631.
E.
Continue to support new facility construction and expansion to current facilities which
provide comprehensive primary health services to target population through private and
public facilities located within the zone.
Status: This project has been completed. La Casa de Buena Salud, an outgrowth of the EZ/EC
process, manages the facility. Contact: Seferino Montaño, administrator, 356-6695.
F.
Support assisted living facility for handicapped and mentally disabled.
Status: While no such facility is being developed for handicapped and mentally disabled, an
assisted living facility is being developed with the Community Services Program on five acres
in Portales for single parent students at Broad Horizons in order to break the cycle of depend-
ency. The $440,000 facility will be full shortly. It was funded by HOME, NMMFA, low income
tax credits and the Western Bank of Clovis. The project is not for poor people, but for those
who can pay for it. Contact: Delores Penrod, 356-8576
CNS-3: YOUTH & FAMILIES
7.
PROVIDE AREA YOUTH WITH AFFORDABLE ACTIVITIES, A SAFE
TURF-FREE ENVIRONMENT WHICH WILL PROMOTE RESPONSI-
BILITY, BUILD SELF-ESTEEM AND FACILITATE INTERGENERA-
TIONAL MENTORING IN A SUPPORTIVE ATMOSPHERE.
Objectives:
A.
Develop leadership through Community Action [based on the State Community Action
Team program developed by New Mexico advocates for Children and Families], Teams
39
and Regional Action Council which will co-design programs and co-manage facility with
adults.
Status: This project is not happening. It was tied in with Kellogg Foundation Funding that both
communities were applying for at time of EZ application. The program came with too many re-
strictions and too little funds (e.g. $1,000 for $5,000 worth of work).
However, Broad Horizons recently submitted a proposal for a Youth Build grant through HUD.
The proposal seeks to provide an educational component in on site construction for 50 high
school drop outs. All of the participants will be enrolled at Clovis Community College , will
live on the campus and be treated like college students during their nine month training period.
The applicant used its CC status for additional application points. A Youth Build grant award
"will have far-reaching consequences including opening the door for city and county govern-
ments to promoting economic development for counties through providing opportunities for
isolated youth to be included in the development efforts." (Jim Lyon). "It is a unique step for-
ward directly out of the EZ/EC Initiative." The $700,000 grant would allow Broad Horizons to
do outreach and recruitment for four months and would fulfill some of the criteria identified
above in Objective A. Contact: Jim Lyon, Job Developer, Broad Horizons Educational Center.
B.
Establish RECREATIONAL CENTER to instill leadership and responsibility and preserve
family and community values through positive social interaction.
Activities include securing financing, designing building and program, acquiring a site and
construction.
Status: This project is being pursued. There's no new recreation center in either community.
The barrier is money and adult volunteer time. Contact: Fred Arnold, retired, in Portales and
Barry Jolly, City Hall, Clovis.
C.
Instill responsibility by hiring and training youth staff members for the facility.
Status: Nothing is happening on this pending the development of a recreation center [see 7-B].
D.
Establish regional recreational facilities which complement (rather than duplicate) serv-
ices for youth and their families.
Status: "We really want this, but it's not happening because of the high cost." ($5,000,000).
E.
Provide Friday Night Live (Teens Need Teens) activities to all youth from grade 4-6 (early
evening), 7-8 (later evening), and 9-12 (late night and lock in).
Status: Several of these activities are underway. Contact: Karen Lard, Curry County; Barry
Jolly, Roosevelt Co.
F.
Develop tragedy intervention/suicide prevention program.
Activities include: promoting public awareness and support for need; contracting services of
local counselor with training to coordinate services to students.
Status: This is not happening. Barriers are funds for training and getting a professional cadre of
people to provide it. "You can't ask overworked professionals to volunteer for something like
this."
40
8.
DEVELOP A COMPREHENSIVE PREVENTION-ORIENTED PRO-
GRAM FOR DELIVERY THROUGH THE SCHOOLS AND THROUGH
YOUTH ACTIVITIES. THIS PROGRAM WILL FOCUS ON ACTIVE
LEARNING OF HEALTHY LIFESTYLE ATTITUDES.
Objectives:
A.
Provide after-school activities for older students.
Activities include: recruiting, interviewing, selecting and training staff to work with at-risk
youth; assessing and placing students in appropriate activities.
Status: Progress is being made on this objective. A very limited amount of activities are taking
place in both counties. For example, YOU (Youth Opportunities Unlimited) is in Clovis and
there is a Community Services Center in Portales. "They're probably not making a dent in the
problem."
B.
Develop Postponing Sexual Involvement (PSI) program for teens.
Status: This is happening. PSI is part of the curriculum in the school, though it's not called that.
Schools tap into Public Health for resources (materials & instruction). Schools coordinate pro-
gram.
C.
Expand/Develop Big Sisters/Big Brothers program.
Activities include: expanding the program in Clovis and duplicating the program in Portales.
Status: This program has not increased in Clovis nor been duplicated in Portales. The CC hopes
to accomplish this goal in FY 96.
D.
Support adoption of DWI plan for both counties.
Activities include developing public awareness and hiring appropriate staff.
Status: A DWI Plan has been adopted by both counties; Curry County 2 years ago and a Por-
tales program was funded in August, 95 through the New Mexico state Department of Finance
and Administration, the Local Governments Division, and County and City Grants.
E.
Continue to support current MADD, DARE, SADD, BABES and other prevention initia-
tives.
Status: These programs are established and "are hanging on." MADD and SADD chapters are
in both counties now, though BABES, a federal program probably is lost. DARE has been re-
placed by Adopt-a-Cop.
F.
Develop Teen Court program to allow students to develop an active understanding of our
community, state and national codes.
Status: The program is being done in both counties "with phenomenal success." Contact:
Karen Lard in Curry County; Barry Jolly in Roosevelt Co. Funded by DWI grant from DFA
Local Governments Division.
41
9.
PROVIDE ACTIVITIES WHICH WILL SUPPORT PARENTS' NEED TO
PROVIDE SAFE AND DEVELOPMENTALLY APPROPRIATE ENVI-
RONMENT FOR CHILDREN.
Objectives:
A.
Seek additional infant and child care facilities & capacities.
Activities include setting up loan for expansion and development; locating available buildings
or building sites for new construction.
Status: This program is "going backwards." Child care is "not something people are willing to
pay for." The State pay rates are too low. Lost one child care center in Portales and at least one
in Clovis. The slack is being picked up by non-licensed facilities.
B.
Support development of educational programs supporting child care providers and pro-
fessionals.
Status: Some support through ABC's working to get Continuing Education Unit. They are
holding workshops which are being attended by child care providers and professionals. This is
not increasing the payscale for the attendees. No education programs available yet in colleges.
Contact: Joy Best, 356-4417
C.
Provide supervised, age appropriate after-school and summer activities to all students.
Activities include: developing programs which link local agencies to provide ongoing services
through schools and other facilities.
Status: This is being worked on everywhere by everyone (Schools, non-profits, recreation) that
serves children with very slow progress. "We're making baby steps."
D.
Pursue funding for the Regional Nutritional Education Plan developed by a consortium of
Extension Home Economists, NM Department of Health, Region VI; and Income Support
Division, Project Forward
Status: This program recently was funded through the Food Stamp Division of USDA. Funding
is for the "Southeast New Mexico Nutrition Education Demonstration Project," a one year,
$130,000 grant subject to renewal. The lead agency, the NMSU Cooperative Extension, will
work in collaboration with the NM Dept. of Health. Contact: Martha Archuleta, 646-3516.
E.
Implement Home Visiting Program for new mothers in Curry County. Continue to expand
the Home Visiting Program (Mommy's Friends) to new mothers in Roosevelt County.
Status: This is ongoing in Curry County. Undetermined for Roosevelt County. Hand-in-Hand, a
member of Community Partners, is the lead agency in its second year of funding through the
NM Department of Health. Contact: Tracy Harris, Hand-in-Hand in Curry County; and Com-
munity Services Centers in Roosevelt County.
10.
ENHANCE AND EXPAND SERVICES TO OUR GROWING AGING
POPULATION WHO CHOOSE TO REMAIN HERE FOR MANY REA-
SONS.
42
PROVIDE THESE SERVICES SO THOSE WHO HAVE RAISED US CAN MAINTAIN INDE-
PENDENT AND DIGNIFIED LIVES, TO THE EXTENT THAT THEIR HEALTH PERMITS.
Objectives:
A.
Provide an assisted living facility for the elderly who are unable to remain in their homes
but who are not candidates for Nursing Home Facility.
Activities include submitting completed needs assessment to potential contractors, and working
with them to finance and build the facility.
Status: This project has been worked on. The Roosevelt County Board of Economic Develop-
ment is working with a developer on an assisted living facility. Contact: Delores Penrod,
Community Services in Portales, 356-8576.
B.
Continue seeking funding for Portales Adult Day Care. Seek funding for similar program
in Clovis.
Status: Funding was increased in Portales through Title 20 in the Department of Children,
Youth and Families combined with private Doñations. Nothing has been organized in Clovis.
Contact: Delores Penrod, Community Services, 356-8576.
C.
Explore the feasibility of establishing an Aging Resource Center which will facilitate the
flow of services (in home care through nursing home residency) to individuals.
Activities include developing network of providers, developing directory of services; coordinat-
ing transportation efforts, activities and other services for elderly; and seeking funding for po-
sition to develop/continue directory.
Status: Undetermined. Ruby Goforth, Director of the Clovis Office of Aging, was unaware
who had initiated the networking proposal in the strategic plan. She said she would look into it
and try to find out. COA does coordinate transportation for elderly. "It's the only public trans-
portation in town." Contact: Ruby Goforth, Clovis Office of the Aging, 769-7908.
D.
Provide additional nursing home facilities in both communities.
Activities include recruiting university students to do a feasibility, financial, and site study proj-
ect; interesting developers in project.
Status: Nothing is happening in nursing the home business throughout the US pending the out-
come of Medicaid/health care debate. After a new hospital is constructed in Portales, the old
hospital will be available for nursing home operations. Contact: Dallon Sanders, 356-8036.
E.
Provide appropriate training for staff for geriatric programs and facilities.
Status: This objective is being addressed. Roosevelt County is getting an assisted living facil-
ity. There is no training program available through Clovis Community College. A lower level
nursing class is offered at Clovis Community College every other year; upper level courses are
offered at ENMU.
43
CNS-4: HOUSING
11.
ENCOURAGE THE DEVELOPMENT OF SAFE, AFFORDABLE AND
ATTRACTIVE HOUSING FOR LOW TO MODERATE INCOME, ELD-
ERLY, SINGLE AND DISABLED RESIDENTS AND FAMILIES WITH
YOUNG CHILDREN.
Objectives:
A.
Educate families and investors in Portales and Clovis on different funding sources avail-
ability, tax laws, laws governing ownership and renting and landlord/tenant rights and re-
sponsibilities, loan processing, et cetera. Provide a one-stop shop for obtaining information
Status: This is being addressed. EPCOG is the lead agency. Project will be undertaken by an
AmeriCorps member beginning in November, 1995. Position funded by USDA Contact: Eva
Woods, Housing Director, R-IV Housing, 762-4505.
B.
Provide opportunities for low income families to own their own homes by establishing a
loan fund to carry a soft second or pay down the principal with a grant. Provide grant or
loan funds for down payments.
Activities include setting up a loan/grant advisory committee, developing a partnership with a
local bank, developing program guidelines, establishing a revolving loan fund, conducting out-
reach.
Status: This project was set to begin in November, 1995. Funded through $175,000 HUD
Home Funds and Administrated by an AmeriCorps member. Contact: Eva Woods, 762-4505.
C.
Provide education on the importance of home maintenance and training on minor repairs
and routine maintenance.
Status: This may be addressed as an AmeriCorps project in 1996. Contact Eva Woods, 762-
4505.
D.
Increase current funding resources for very low to moderate income homeowners to re-
habilitate their homes by establishing a low interest loan fund.
Activities are similar to those in 11-C.
Status: This is on line as an Eastern Plains R-IV Housing Authority project with HUD Home
Funds. It will be a revolving loan unless the family doesn't have enough capacity to finance the
loan, in which case it may be a grant. Contact: Eva Woods, 762-4505.
E.
Establish a low interest loan fund for landlords to rehabilitate their rental property
Activities are similar to those in 11-C.
Status: This was slated to come on-line in December, 1995 as an Eastern Plains R-IV Housing
Authority project with HUD Home Funds for low interest loans to landlords. Contact: Eva
Woods, 762-4505.
F.
Establish a grant or affordable loan fund to moderate income homeowners for emergency
repairs on their homes
44
(Activities are similar to those in 11-C).
Status: No funds have been identified to address this objective.
G.
Provide emergency shelters and housing opportunities for the special needs groups of the
zone area. Coordinate services and facilities between the communities of Portales and
Clovis to meet the needs of victims of domestic violence, the homeless, and substance abus-
ers.
Activities include expanding the domestic violence shelter, rehabilitating a substandard apart-
ment complex in Portales to use as a homeless shelter, building a residential treatment/rehab
center in the EZ, creating transportation service to serve facilities.
Status: This project is being addressed. EPCOG R-IV Housing has funds to help homeless in-
dividuals. R-IV Housing is working with other areas, as well (e.g. rental assistance) through
HUD Home funds. However, there are significant problems in trying to address several of the
activities listed above. R-IV is investigating funding possibilities to expand the Domestic Vio-
lence Shelter. They sought McKinney funds for this objective, but the match requirement was
so high that the local community couldn't match it. Currently, one shelter is serving seven
counties and one 3,500 sq. ft. three bedroom house with a basement is sheltering 25 people per
month. Ideally the program could be expanded to provide facilities in each county and/or a van
to transport individuals to the shelter. Contact: Eva Woods, 762-4505.
H.
Establish two assisted living facilities for disabled and elderly residents in the zone area.
Construct two apartment complexes, one in north Portales, one in Clovis for the elderly
and disabled and provide daily assistance with medication and other personal needs.
Status: The Eastern Plains Housing Development Corporation (EPHDC, a non-profit) is acquir-
ing two facilities previously used by disabled clients. The one in Portales -possibly not in the
CC zone area, but available to those in the zone- will house eight elderly. The one in Clovis will
be multi-generational with four mothers and a baby and four elderly. It is expected to be opera-
tional within two months. The EPHDC also has been funded to construct a HUD 202-Elderly
apartment complex in Clovis. Construction should begin by January, 1997. Contact: Eva
Woods, 762-4505.
CNS-5: CULTURE & DIVERSITY
12.
PROMOTE THE CULTURE AND DIVERSITY OF OUR COMMUNITY
Objectives:
A.
Refurbish County Fairgrounds providing an exhibit center for cultural events.
Activities include paving walkways, repairing roofs and building multi-purpose buildings in
both counties.
Status: No progress has been made. According to one interviewee, the Fairgrounds need to be
developed as a convention area with a multi-use complex for the community.
B.
Beautify and rehabilitate neighborhoods and districts in the zone.
Activities include volunteer trash walks and landscaping.
45
Status: This objective is being addressed through Volunteer trash walks. The city beautification
program was being done by service clubs before the EZ/EC application. Nothing has changed.
CNS-6: PUBLIC SAFETY
13.
ENHANCE CITIZEN'S LIVES BY PROVIDING PUBLIC SAFETY
THROUGHOUT OUR COMMUNITY.
Objectives:
A.
Insure police and fire protection throughout our communities.
Activities include: procuring land, permits and design for building new fire and law enforce-
ment facilities in Clovis and Portales.
Status: Clovis fire substation building underway. Nothing new for Clovis. Contact: Sandy
Chancey, member of working group, 762-1921 ext. 422.
B.
Insure compliance with the Americans with Disabilities Act (ADA) for those not covered
under compliance legislation
Status: Local businesses are trying to do it on their own. Clovis City applied for a CDBG for
curb cuts, etc., but didn't receive it.
CNS-7: CONSERVATION
14.
ENCOURAGE WATER CONSERVATION.
Objectives:
A.
Broaden the recently established Clovis Water Conservation Committee to encompass the
four partner areas, retrofit homes with water conserving devices, educate all water users
about the importance of conserving water, bring in a technology transfer team from Los
Alamos Laboratory in Los Alamos, NM to seek input on developing water conserving
technology for agricultural purposes.
Activities include seeking input from Los Alamos Laboratory on developing water conservation
technologies for agriculture; launching a water conservation education campaign; setting up a
demonstration project to demonstrate alternative water conserving irrigation technologies
Status: Undetermined. Sandy Chancey, the contact person, could not be reached for comment.
Contact: Sandy Chancey in Clovis, 762-1921 ext. 422.
CNS-8: TRANSPORTATION
15.
EXAMINE THE FEASIBILITY OF EXPANDING INTER- AND INTRA-
CITY PUBLIC TRANSPORTATION SYSTEMS.
46
Status: Public transportation is available in Clovis but permission is needed to extend it beyond
the city limits. The CC had a bill pass the Legislature to fund an extension of service to Cannon
Air Force Base, but the Governor vetoed it. The money is tight and there appears little likeli-
hood the program will be developed. There is no public transportation service in Portales. Con-
tact: Ruby Goforth, New Mexi o Department of Transportation, 769-7908.
CNS-9: SEWER
16.
EXPAND SEWER LINE AND TREATMENT CAPACITIES IN BOTH
CITIES TO SUPPORT INDUSTRIAL DEVELOPMENT.
Status: The City of Portales is expanding its sewer lines with a $750,000 RECD grant. Con-
tact: Dallan Sanders, 356-5631. Nothing is happening in Clovis on account of the high cost of
extending services to the airport industrial park. Contact: Terry Martin, City of Clovis, 769-
7829.
CNS-10: WATER
17.
CONTINUE TO PARTICIPATE IN THE UTE WATER PROJECT TO
BRING MUNICIPAL WATER FROM UTE DAM.
Status: No progress has been made on this initiative. Local governments hold reservation of
Ute Lake, but the project is on hold and not moving forward. EPCOG is reviewing the 1989
Water Plan with the Inter-State Stream Commission which will show projected need.
47
48
III.
THE CHAVES COUNTY; ROSWELL, DEXTER,
HAGERMAN & LAKE ARTHUR EC INITIATIVE
"We try to do everything we do through a community based strategic plan."
-Don Cox, Chief Executive Officer, Roswell Chamber of Commerce
A. Introduction
Roswell and Chaves County have made a substantial degree of progress
in implementing their CC Strategic Plan. The community's gains in education,
health care have been especially significant. Chaves County recently adopted a
five-year Strategic Plan,¹¹ which includes and builds upon many of the CC Stra-
tegic Plan goals and objectives.
B. Background of the CC Target Area
The targeted area in the EC application included seven census tracts with
a population of 25,051 persons with 7,992 living in poverty. The area covers
831.6 square miles. Five tracts, representing an area of 19.6 square miles with a
population of 18,837 people, are in the City of Roswell. Poverty levels ranged
from a low of 30.6 percent in tract #1300 which contains Dexter to a high of 62.8
percent in tract #100 in the center of Roswell.
C. The Planning Process
The community first learned of the EZ/EC Initiative through Randall G-
Scott in the New Mexico State Economic Development Department. There was a
"very short fuse" of 60-90 days to complete the application. Joint City Council
and community meetings were held to develop the issues and strategies. The
community held additional meetings at the Roswell Chamber of Commerce and
at Eastern New Mexico University-Roswell Branch (ENMU-R). A number of 'new
faces' attended the meetings. They brought welcome "new ideas, participation
11 The plan is called the Chaves County Economic Development Strategic Plan, 1995-2000. It
was adopted in October, 1995.
49
and perspectives we didn't have previously.' The applicant closely followed the
EC application format and the recommended strategic planning process.
D. The Strategic Plan
The Chaves County CC Strategic Plan has 13 goals. Seven are geared to
enhancing education, job training and literacy programs. The remaining goals
seek to: increase/promote home ownership; provide leadership training; expand
primary health care access to low income; improve small town water infrastruc-
ture; reduce crime; and to create jobs. Of the 13 detailed goals, ten (77%) have
been or are being achieved. Three (23%) have not been met.
E. Implementation Efforts and Current Planning
While ENMU-R is outside of the targeted CC area, a special effort has
been made to make its technical training programs available to students in the
zone. This service takes various forms. Their Tech-Prep program, which pro-
vides college credit to high school students has recently been expanded from six
to 19 school districts, including the Lake Arthur area and several other communi-
ties within the target area. The Inmate Training program is allowing nearly 100
inmates in two correctional facilities to acquire marketable skills. And ENMU-R is
running well-attended full-time and part-time Retraining programs.
Other areas of successful Plan implementation include the following:
Literacy Training
The Roswell Literacy program has been expanding by over 70 students per
semester (the plan goal was 50)
Multicultural Leadership
Reach 2000, a multicultural organization, very recently established a mul-
ticultural leadership development program based on transformational
leadership theory to 'foster cultural understanding and good will among all
citizens of Roswell and Chaves County, and to overcome the pervasive ra-
cism that has been experienced there.'
Health Care [All items listed apply to Plan goal #10]
12 Unless noted otherwise, all quotations and information is from an interview with Don Cox, Chief
Executive Officer, The Roswell Chamber of Commerce, 11/28/95.
50
The Chaves County Community Health Clinic, which opened in February,
1995, is believed to be located in Tract #1 of the CC target area. The clinic
has exceeded the Strategic Plan goal of expanding low-income residents' ac-
cess to health care.
The Chaves County Indigent Fund was expanded to cover indigent patients
for up to 100% of the cost of treatment
A Comprehensive School Health Program was begun by the County in
September, 1995. It is being run in conjunction with a Levi Strauss grant-
funded county-wide prevention program. The program is serving all of the
schools in Roswell, as well as schools in Dexter, Hagerman and Lake Arthur.
F. Strengths and Weaknesses in the EC Process and the Strategic Plan
Strengths:
The process "Brought together people in the community from a lot of different
backgrounds and perspectives on issues they consider critical to this com-
munity."
"The realization that identifying the problems also can lead to some solu-
tions."
Weaknesses:
Not enough people would be impacted by the proposals (only the 25,000-
30,000 people who live in the zone)
The time frame was a real barrier in the effort to get people involved in the
process and to be able to schedule the time to meet together.
G. Needs Assessment
The major area of need in the CC Strategic Plan is in youth development.
The alarmingly high school dropout rate is increasing in Roswell. At the same
time, the At-Risk Student program, designed to encourage students to stay in
school by attending college classes, is desperately in need of funding. The
Roswell and Chaves County CC needs to direct a substantial amount of attention
and energy toward addressing this problem because it is a direct root of the fu-
ture problems in the area. The CC is doing admirably in its other Plan implemen-
tation efforts.
51
52
EC STRATEGIC PLAN STATUS ASSESSMENT
ROSWELL/CHAVES COUNTY
Goals:
1. ACHIEVE HIGH SCHOOL GRADUATION RATE OF 90%
[THE DROPOUT RATE IN 1993 WAS 39.8%]
MULTICULTURAL ALLIANCE PROJECT - 3 PHASE STRATEGIC PLAN/12 YEARS.
Status: The problem is worse. The dropout rate now exceeds 40% Contact: Don Cox, Roswell
Chamber of Commerce, 623-5695
2. INCREASE TECH-PREP ENROLLMENT TO 885 STUDENTS
PROVIDE COLLEGE CREDIT FOR HIGH SCHOOL CLASSES
Status: Progress is being made on this goal. The current enrollment is at nearly 600 students in
the Roswell/Chaves district. The program has expanded to Lake Arthur where it is offering sev-
eral courses and has provided a computer lab. Moreover, the State Department of Vocational
Education has mandated that ENMU-R expand the program to 13 additional school districts.
Now the program area extends from Roswell to Carizoso and from Vaughn to Truth or Conse-
quences. The goal of the program is to try to create options for young people, especially those
in the newly addressed area who currently "have no opportunities." (Bob Cates) Contact: Bob
Cates - ENMU-R Oil Field Training Center 624-7337 or 624-7000. Funding: ($50,000* )
Funding provided through NM State FTE grants, Carl Perkins funding (which is being phased
out), and some private support.
3. INCREASE CONCURRENT ENROLLMENT TO 625 STUDENTS.
[HIGH SCHOOL STUDENTS ENROLL CONCURRENTLY IN COLLEGE CLASSES FUNDS
ARE SOUGHT FOR TUITION SUPPORT & BOOKS]
Status: This program is growing, but not nearly as fast as Tech-Prep. The program had 180
students in the 1994/95 school year. The main barrier is tuition costs which 'someone must
pay.' ENMU-R sought a tuition waiver from the Commission on Higher Education (CHE) but
was turned down. While scholarships allow some students to participate in the program, many
other interested kids cannot attend because of the cost. Cates asserts that there is a lot of poten-
tial for this program ("it would take off provided the money to pay it" but that it is suffering
from "tough economics and tough rules"). Contact: Bob Cates, ENMU-R Oil Field Training
Center, 624-7337 or 624-7000. Funding: ($30,000*) Funding provided by parents, students
and private businesses.
4. EXPAND THE AT-RISK STUDENT PROGRAM 10%/YEAR
* Funding amount sought for project in EC application
53
[AT-RISK HIGH SCHOOL STUDENTS ATTEND COLLEGE CLASSES. THEY
STUDY MATH & SHOP AND ARE ENCOURAGED TO STAY IN SCHOOL]
Status: "Right now our contribution to AT-RISK is not as big as last year. Counseling Associ-
ates did not receive a grant they applied for to provide help in career searching." (Bob Cates)
Contacts: Bob Cates - ENMU-R Oil Field Training Center 624-7337, Jane Anglin - Roswell
School District 625-8100, Marty Everett - Counseling Associates 623-1480. Funding:
($15,000*)
5. INCREASE ASSISTANCE FOR RETRAINING
ENMU-R/DEPARTMENT OF LABOR - MANY WORKERS USE UP BENEFITS BEFORE
COMPLETING COURSE OF STUDY.
Status: A full time and a part-time retraining program are operating and are expected to con-
tinue. ENMU provides office space for NM-HRDI, which runs the part-time program. The
Roswell Department of Labor administers the full-time program. Roswell's programs have been
effective in tailoring training to meet business needs. Part-time training is mostly in basic com-
puter skills. A "vast number of layed off workers do take advantage of training if jobs aren't
available", stated Benny Sanchez. Student retention in training programs is unstable, mostly be-
cause as soon as workers find jobs they quit the programs, Sanchez said. He does not consider
this a problem or barrier. However, those who opt for long-term training must have an alterna-
tive income support. Sole breadwinners for families cannot afford to do the long-term training
to obtain an Associates degree. Contacts: Bob Cates, ENMU-R, 624-7337 or 624-7000; Benny
Sanchez, New Mexico Human Resources Development Institute (NM-HRDI), 1-800-637-1242;
Garry Enox, NM Department of Labor, Roswell, 624-6040. Funding: ($50,000*) Funded by
NM State Vocational Education through normal channels. Also funded in part by ITPA and
NM-HRDI.
6. ASSIST RELEASED INMATES TO ACQUIRE MARKETABLE SKILLS
ENMU-R - TRAIN INMATES IN TWO LOCAL CORRECTIONAL FACILITIES.
Status: Three classes have been offered at Roswell Community College for over seven months
on a regular basis. The classes are Auto Mechanics (2-3 different courses), Computer Applica-
tions and Airbrush Painting & Design. There is INTEREST IN EXPANDING THE PROGRAM
to offer a course in building and grounds maintenance and design. The program is expected to
continue. Some classes are taught on site in the correction facilities; some inmates are brought
into the college. About 100 students per year are served by this program. Contact: Bob Cates -
ENMU-R Oil Field Training Center 624-7337 or 624-7000. Funding: ($250,000*) Department
of Corrections signs up on contracts of $25,000/year.
7. EXPAND LITERACY PROGRAM BY 50 STUDENTS/YEAR
ROSWELL LITERACY COUNCIL:
Grant for acquisition/renovation of 3,600 SF building
Family Literacy Program
Conversation classes
Life skills classes
54
Status: This goal is being met and exceeded. The program in November alone was expanded
by 70 students. CCULAC obtained and renovated a 3,900 SF building. This was grant-funded.
All the programs listed in the EZ/EC application are in place, as well as a program which
teaches basic reading English as a Second Language to adults and children. The ESL program is
the biggest. In 1995, 219 more students participated in the program than did in 1994. The pro-
grams are supported by contributions from United Way, the New Mexico Coalition for Liter-
acy, and from small private Doñations. Contact: Don Cox or Julie Wilcox, Director, the
Chaves County United Literacy Action Council (CCULAC). Funding: ($294,000* ) CCU-
LAC's budget is $24,000. They had sought an additional $21,000 in the EC program to expand
their program. The need for the program is demonstrably increasing.
8. ASSIST 1,000 FAMILIES WITH HOME OWNERSHIP
SUNWEST BANK OF ROSWELL PROPOSED A FINANCING PLAN FOR LOW TO MODER-
ATE INCOME FAMILIES TO PURCHASE HOMES WITH A 3-5% DOWNPAYMENT OF
THE PURCHASE PRICE.
Status: The program is ongoing. Sunwest has provided 10 to 12 loans through the Sunwest
Community Mortgage Program (CMP) -approximately one per quarter (the mortgage program
preceded the EC application by one year). The program is available to 80% of median income
home buyers in the EC target zone. As a result of strong advertising and public meetings about
the CMP, Sunwest became known, according to Jerry Stagner of Sunwest Bank, as "the bank
that was trying to help people in these [targeted] areas." Many people came to the bank express-
ing an interest in the CMP. However, most were better suited for the First Time Home buyer
(FTH) program. Thirty to forty participants in the FTH program first approached the bank with
an interest in the Community Mortgage program. Other services Sunwest has been offering in
the target zone include lending for housing rehabilitation and providing mandatory counseling
classes for the first time home buyers. Contact: Jerry Stagner, Sunwest Bank, 624-5000.
Funding: ($500,000*) Stagner estimated that Sunwest has loaned $200,000 through the Com-
munity Mortgage Program, and $1 $1.25 million in the First Time Home buyer Program.
9. ESTABLISH A MULTICULTURAL LEADERSHIP DEVELOPMENT PRO-
GRAM
REACH 2000 (A MULTICULTURAL ORGANIZATION) IS ESTABLISHING A PROGRAM
BASED ON TRANSFORMATIONAL LEADERSHIP THEORY TO GUIDE COMMUNITY
LEADERS TO CELEBRATE DIVERSITY.
Status: The Chaves County Institute for Cultural Unity, a project of Reach 2000, is addressing
this goal with a program set to begin in January, 1996. The goals of the program are: "(1) to
foster cultural understanding and good will among all citizens of Roswell and Chaves County
(R/CC); (2) to promote the sharing of the decision-making process among all citizens of R/CC;
(3) to enhance perceptions of self-worth and the right to belong among members of cultural mi-
norities; and (4) to develop leadership skills that empower Institute participants to gain access to
opportunities for public service and community leadership positions." Classes will run for 15
weeks with 20 participants. The target group is "younger working adults." Contact: Adrian
Martinez, City Councilor, 622-2360. Funding: ($250,000*) There is no funding source other
than the $200 tuition paid by the students. That amount will not be enough to offset the costs of
the program. Additional -preferably grant- funding is being sought.
*
Funding amount sought for project in EC application
55
10.
EXPAND LOW-INCOME RESIDENTS ACCESS TO PRIMARY
HEALTH CARE
$50,000/YR REQUESTED IN STRATEGIC PLAN TO HELP PROVIDE OPERATING
FUNDS FOR MEDICAL SERVICES OR PRESCRIPTIONS.
Status: The CCCHC opened in February, 1995 and is operated by La Casa de Buena Salud, a
private nonprofit organization. The clinic is now serving 2,000 patients. Seventy percent are
over age 65. The majority have Medicare and 50 percent have Medicaid picking up expenses
not covered under Medicare. CCCHC offers a sliding scale for purchase of prescriptions. The
County's recent Indigent Act amends regulations on the Chaves County Indigent Fund. The
Act is making the fund more accessible to patients, as well as more efficient and effective. The
Act relaxes income guidelines, reduces paperwork and provides up to 100 percent reimburse-
ment for medical treatment for individuals who are not covered sufficiently -or at all- under
Medicaid. Chaves County also has expanded its Hospice and home health care capacity and op-
erations.
A Comprehensive School Health Program was begun by the county on September 1, 1995.
Initially the program was set up in 5 schools, where most of the children had not seen a doctor
in two years. 13 The program makes a health care provider available to the schools on a regular
basis. The program was initiated with no funding. A subsequent small two-year grant from the
New Mexico Health Department is funding the expansion of the program to the remaining
Roswell schools, as well as to Hagerman and Lake Arthur (the Town of Dexter was one of the
five schools in the pilot project). Chaves County also received a $100,000 grant from Levi
Strauss to initiate a county-wide prevention program.
Remaining needs: (1) CCCHC is seeking a CAPITAL OUTLAY of $400,000 to build an addi-
tion on the clinic in order to double its capacity and service. In conjunction with the expansion,
the clinic is seeking $250- to $300,000 in OPERATIONS FUNDING in order to increase its
staff; (2) CCCHC has no statistics on the number of elderly, low income and indigent patients it
serves. This area requires follow up study.
Contact: Jane Babson, District Director of Public Health, District IV, 624-6050. Funding: The
total budget for CCCHC was $1.4 million. $500,000 came from the Chaves County Indigent
Fund and the remainder came from Federal funding from the U.S. Department of Health and
Rural Primary Health Care.
11.
IMPROVE INFRASTRUCTURE/WATER FOR SMALLER COMMUNI-
TIES.
TOWNS HAVE DIFFICULTY ATTRACTING NEW BUSINESSES DUE TO POOR WA-
TER, FEW PAVED STREETS, RUN DOWN APPEARANCES.
Targeted towns:
Dexter
Hagerman [RUS application pending for new water delivery system]
Lake Arthur
Status: All three towns continue to seek paved streets and new housing. 30-35% live below
poverty level in the area;
13 At the time, more than 11,000 people in Chaves County had no doctor available to serve them.
56
Dexter - Dexter has no water problem. It is developing a NEW WETLAND SEWAGE DIS-
POSAL FACILITY with $425,000 in funding from the Legislature. The groundbreaking is set
for February. The town requires funding for GENERAL STREET REPAIR (mainly resealing),
but received no support from Santa Fe in this area. Initially Dexter sought to completely redo its
streets on a street-by-street basis, but fell far behind on that goal;
Hagerman - Hagerman has a preapplication in with the Rural Utility Service (RUS) for
$725,000 and has an appropriation pending in the Legislature for an additional $200,000 for a
new WATER DELIVERY SYSTEM (replacement of dilapidated lines). The town needs a new
water treatment facility, but that is not an immediate priority. In terms of PAVING, the town
needs to reseal 30 to 40 year-old roads. Two major streets were recently repaved with a Memo-
rial from the Legislature and with State Highway Department funding. The price tag to com-
plete the roadwork is $750,000. In terms of HOUSING, Hagerman currently has only two un-
sold homes on the market (i.e. no available housing). A cheese plant that is expected to come in
will provide 80 jobs. Mayor Andrews doesn't know "where all those people are going to live;"
Lake Arthur - The New Mexico Highway Department and the State funded street improve-
ment (REPAVING) on Broadway. A CDBG colonias grant is providing for INSTALLATION
OF SEPTIC TANKS. Separate CDBG funds are providing for design and construction of a
SENIOR CITIZENS CENTER scheduled for completion by December 1996. In terms of hous-
ing there is a great need for HOUSING REHABILITATION FUNDING. Lake Arthur has a
population of 365. Seventy-five percent are on State relief or disability. Twenty percent are re-
tired and five percent are working.
Contact Mayors: Dexter - John Reid, 734-5482; Hagerman - Lindell Andrews, 752-3204; Lake
Arthur - Clifford Nelson, 365-2900. Funding: ($250,000 -for Hagerman's water treatment fa-
cility* ) Hagerman requires nearly $1 million to replace its water lines, $750,000 to complete its
street repaving program and an undetermined amount of funding for housing construction.
Dexter and Lake Arthur did not have figures immediately available for the projects they hope to
address.
12.
REDUCE CRIME, VIOLENCE AND ABUSE BY 50%
PROMOTE D.A.R.E AND G.R.E.A.T PROGRAMS
SUPPORT ACQUISITION OF WORKBOOKS, SUPPLIES, INCENTIVES TEACHING
MATERIALS, PART-TIME SECRETARIAL.
Status: Both programs are very active. Contact: Steve Bayes, Roswell Police Department, 624-
6770. Funding: Privately funded locally.
13.
CREATE AT LEAST 100 JOBS WITHIN THE ENTERPRISE COMMU-
NITY.
MAKE AREA AN "EXCELLENT CHOICE FOR STARTING OR EXPANDING A BUSI-
NESS."
Status: Little is happening on this goal. The goal was largely tied to a successful EC designa-
tion. Don Cox stated that the community has a revised goal of creating 1000 new jobs by the
year 2000, but that much more energy and emphasis is going into Roswell's other economic
development efforts, such as the Industrial Air Center and establishing a new Dairy plant.
Contact: Lew Mollenkamp, Economic Development Director, 623-5695.
*
Funding amount sought for project in EC application
57
IV. THE NORTHWEST NEW MEXICO EC INITIATIVE
The Northwest New Mexico Enterprise Community is committed to a bal-
ance between the economic, physical and human development compo-
nents of a community revitalization and empowerment campaign which
seeks to uplift the economy and the quality of life of neighborhoods pres-
ently impacted by poverty.
-NWNM-EC Strategic Plan Vision Statement
What I'd like to see is the continuation of leadership through the State Ti-
ger Teams on this. 14 We went through a monumental process, and all the
local governments were behind it, but we don't see anything coming out of
the Governor's Office to continue the Tiger Team support. The initiative
was not meant to be a one shot attempt, but a continuing activity.
-Patricia Lundstrom, Executive Director, NWNMCOG
A. Introduction
The Northwest New Mexico Council of Governments (NWNMCOG) was
the lead agency in the Northwest New Mexico Enterprise Community Initiative
(NWNM-EC). The strategic planning process comprised "part of an ongoing, uni-
fied development strategy encompassing both regional and local issues, oppor-
tunities and strategies. The Initiative targeted portions of the distressed com-
munities in the City of Gallup, the Village of Milan and the City of Grants for des-
ignation as an EC. The applicant also sought to include the City of Farmington,
but that portion was ruled ineligible by the EZ/EC poverty level criteria and the
exclusion of Indian lands. 16 However, the applicant decided that in order to
"maximize the potential of regionalism and to maintain the integrity of the overall
economic development initiative across the tri-county area," it would create a
14 Governor Bruce King introduced the Tiger Team in April, 1994 as a mechanism to provide as-
sistance to qualified areas. Each participating community was assigned a Tiger Team member
who served as a "one-stop" source for State information and assistance. The Tiger Team con-
sisted of at least one representative from each Department (some had regional representatives)
who had complete access to all divisions, bureaus and the Secretary. Bill Culbertson, EZ/EC Co-
ordinator with USDA Rural Development also provided technical assistance. The communities
were divided among five regional coordinators. Any problem the community or Tiger Team mem-
ber had could be referred directly to the coordinators for a quick response, with the Governor's
Office taking the lead.
15 NWNM-EC Application
16 Patricia Lundstrom, Executive Director of the NWNMCOG, stated that the Farmington Census
tract was literally 30 people short of the EZ/EC poverty-level count it required to be eligible.
59
"Sister Zone" under the New Mexico State Enterprise Zone program which would
address the Farmington area. The EC planning effort was hampered by strict
poverty and land status criteria which sharply restricted the number of census
tracts that could qualify.
B. Background of the Enterprise Community Target Area
The jurisdiction of the NWNMCOG includes San Juan, Cibola and McKin-
ley Counties. Of the 38 census tracts in the district, most have poverty rates of
30 percent or higher, and nearly one-third have poverty rates of over 50 percent.
Sixteen tracts met all of the EZ/EC poverty criteria (i.e., with poverty rates of 35+
percent). Fifteen of these were disqualified because they contained Indian land
(rendered ineligible under the EZ/EC Program). The sixteenth tract was disquali-
fied on account of its size (2,520 square miles versus the 1,000 square mile eli-
gibility limit). Seven additional tracts met at least two of the poverty criteria (i.e.,
25+ percent poverty rates), but five of these contained Indian land. This left two
tracts that minimally qualified for EC eligibility. The applicant sought and ob-
tained a waiver from the USDA Secretary of Agriculture that would permit the
exclusion of Indian land within a census tract in order to make one additional
tract eligible in McKinley County.
The NWNM CC area thus consists of three tracts. The first (BNA 9732)
comprises the Northside and Chihuahuita neighborhoods in Gallup with 32.6
percent of its 2,212 residents living below the poverty level. The second tract
(BNA 9742) consists of the east and south portions of Grants, with a poverty rate
of 28.1 percent in a population of 5,648. The third tract includes most of the Vil-
lage of Milan (BNA 9744), where 31 percent of the 4,924 residents were living
below the poverty level. The ethnic composition of the Gallup tract is approxi-
mately one-half Hispanic and one-third Native American. The median household
income for the target area was $19,457. The target areas in Grants and Milan
are severely distressed economically. Ethnically, the tracts are predominantly
Hispanic (53 percent in the Grants tract, 40 percent in the Milan tract). The pov-
erty rate in each tract is high. Median household incomes were $19,495 and
$17,462 respectively. Education attainment was low in the target neighborhoods
and dropout rates in both tracts were approximately three times greater than the
statewide average of 7.4 percent. 17
C. The Planning Process
The concept for the EC Initiative was brought to the attention of the
NWNMCOG in October 1993 by Rick Wetherill, who was serving on the New
17 All figures from 1990 Census and cited in NWNM EC Strategic Plan
60
Mexico Rural Development Response Council as representative of the USDA
Regional Planning Office in Texas. The COG had the opportunity to review the
preliminary outline of the program before the final program guidelines were re-
leased in the Federal Register in January, 1994. After obtaining support from the
NWNMCOG Board of Directors to undertake the Initiative, the COG sought in-
formational and material support in order to proceed. The absence of any state-
wide planning materials combined with the extremely short turn-around time to
complete the application, led NWNMCOG to seek professional consulting assis-
tance from the US Enterprise Zone Association in Washington, D.C. These costs
were subsidized by contributions from the Cities of Farmington and Gallup, each
of which put $60,000 into the COG. The funds covered a Target Industries study
done for the three counties, as well as map work and several social service
studies undertaken as part of the process.
In developing the EC proposal the NWNMCOG followed a participatory
strategic planning process modeled in part on the facilitation methods of the In-
stitute of Cultural Affairs in which the key stakeholders in an area --churches, lo-
cal residents, businesses, schools, everyone who has a stake in the area-- are
brought together to identify the strengths, weaknesses, opportunities and threats
(SWOT) in the area. Two major meetings were held in each county and one
large regional meeting. In all, seven meetings were held in the region between
January and mid-May when the public input phase was completed. Economic
development professionals in the region and "street level" residents and experts
worked together to gather information from the "grassroots" and to develop the
strategies. Then NWNMCOG staff drafted the report.
D. The Strategic Plan
The Northwest New Mexico Enterprise Community Initiative is built around
values highlighted in the community planning process. The consensus was that:
Emphasis should be placed on sustainable economic development, avoiding
the 'boom-and-bust' patterns which have characterized past economic cycles
in the local communities;
The community should work to achieve economic diversification, looking be-
yond retail trade toward the global marketplace and export/import opportuni-
ties;
The cultural diversity of the regional and local communities is a major asset
and factor in the social and economic life of the Enterprise Community;
61
The Enterprise Community should promote the 'reinvention of government'
through encouraging high levels of inter-governmental, inter-agency, and in-
ter-ethnic coordination and cooperation.
The Plan is based on pursuing economic opportunity, sustainable com-
munity development, partnerships and strategic vision for change. It addresses
three specific areas: Economic Development; Community and Infrastructure De-
velopment; and Human Development. The plan has both regional and local ele-
ments geared to unite the communities (both Native American and non-Native) in
a comprehensive regional approach. After outlining the underpinnings of the
overall regional plan, the application lays out local strategic plans for each "node"
(Gallup, Grants/Milan and Farmington). Anticipating a designation as a State EZ,
the Plan includes Farmington as a "Sister Zone", even though Farmington was
not eligible for the federal EC designation. Regional and local strategies cited in
the NWNM-EC Strategic Plan included the following:
1. Economic Development
Community Enterprise Centers/Networks - a multi-faceted program to en-
hance local business development with greater access to technical assis-
tance and resources for starting and expanding local enterprises.
Capital Resource Development - provide $50 million in public and private
capital resources -- Revolving loans, venture capital, micro loans, among
others.
New Business/Industry Expansion and Development - Implementation of
the Targeted Industries Study, Bonded "Foreign Trade Zone" Warehouses,
NAFTA initiatives, et cetera.
Promotion of Arts & Culture
Tourism Promotion
2. Community & Infrastructure Development
Neighborhood Development - Develop Neighborhood Associations.
Housing and Related Neighborhood Infrastructure Development
Telecommunications Infrastructure - Develop access to information su-
perhighway.
Transportation Systems Development - Develop/promote regional and lo-
cal public transit systems.
62
3. Human Development Strategies
Work Force Development and Support - Apprenticeship and Talent/Job
Matching Programs, Leadership Training, and a child care pilot project.
Community Empowerment Centers - a One Stop Shop encompassing
education, health, jobs training, wellness/prevention programs and other so-
cial services.
E. Implementation Efforts and Current Planning
Despite not receiving a EC designation, the Northwest COG has accom-
plished most of the strategies laid detailed in its Plan. The Strategic Plan has
eleven strategies with 34 objectives. Twenty-five (75%) of the objectives have
been or are being addressed, and only nine (25%) have not been.
In August 1995, The Northwest COG drafted the Northwest New Mexico
Economic Adjustment Strategy, a comprehensive regional strategic plan which
details the nature of the planning process, the economic problems that the re-
gion faces, describes the economic base and states strategic economic objec-
tives for revitalizing the District. The plan lists federal, state and local resources
available to implement the strategy and it describes the performance measures
that will be used to assess the implementation of the plan. This plan by necessity
treats the needs of the overall region more inclusively and comprehensively than
the EC strategy. It is an amplification of the EC Plan. Built on the framework of
the State Enterprise Zone, the plan highlights the progress the NWNMCOG is
making in implementing components of the Strategic Plan. Many of the issues
raised in the EC Strategic Plan are being addressed. The new Adjustment Strat-
egy details their progress:
The Northwest New Mexico Community Development Corporation - re-
ceived its 501(c)(3) nonprofit status in early 1996, and is working to attain
funding for staff and operations.
Gallup Community Empowerment Center - The first phase is on line
through a $100,000 legislative appropriation to establish an adult education
facility in the Northside community. Administrated by the University of New
Mexico-Gallup, the facility will offer School-to-Work programs and possibly
Job Matching.
Business Incubator - The City of Farmington has earmarked $500,000 to-
ward construction of a facility for its Incubator. It will provide the land and cur-
rently is seeking $1,000,000 in funding from the EDA.
63
Revolving Loan Fund (RLF) - The City of Farmington has been awarded
$300,000 from the CDBG program to match a pending $500,000 EDA Title IX
program to begin the RLF which will serve three counties.
Human Resource Development - Entrepreneurial training and a technical
assistance program are being coordinated by the San Juan College Small
Business Development Center and the New Mexico Industry Network Corpo-
ration's Manufacturing Extension Program.
Water Planning - The District is proposing a $100 million water pipeline in
order to enhance its infrastructure capacity and to address its long term water
planning needs. The pipeline will serve the eastern Navajo community and
the City of Gallup.
Transportation Infrastructure - The District is coordinating the work of the
Regional Transportation Planning Organization. Plans to expand and coordi-
nate public transit services at Gallup Multimodal/Multicultural Center are un-
der review.
Local Strategic Planning - The NWNMCOG has greatly increased its role in
facilitating local strategic planning with local governments, including: the City
of Grants Mayor, Council and staff; the City of Gallup Mayor, Council and
staff; Gallup Quality of Life Commission; and the Cibola Communities Eco-
nomic Development Foundation.
Other areas of the EC Strategic Plan that are being addressed include
plans to improve access to the information superhighway, to develop a City
Housing Corporation in Gallup and to address efforts toward the NAFTA initia-
tive. While little progress has been made toward the EC Strategic Plan for
Grants, a new economic director has been hired there who will address and CO-
ordinate efforts toward this end.
F. Strengths and Weaknesses in the Process and the Strategic Plan
The NWNM-EC Initiative is direct and straightforward in its approach. It
proposes concrete actions that readily can be achieved if the necessary level of
funding is provided. The strength in this plan is its ambitious goal of pulling to-
gether on a regional scale to address mutual problems and to share resources.
According to Patricia Lundstrom, the biggest strengths in the process were 1)
former Governor King's support and the organization of the Tiger Teams, 2) the
efforts and support of the Rural Development Response Council, and 3) the
support from the New Mexico Legislature.
64
While the strict EC eligibility criteria posed enormous obstacles for the
NWNM-EC Initiative, according to Ms. Lundstrom, the biggest problem was "that
the State of New Mexico was in no way prepared to deal with this federal initia-
tive. They were completely ignorant of this and had no way of providing immedi-
ate technical assistance to local governments." The challenge the NWNM-EC
faces in its effort to develop a strong, integrated regional partnership is not as
much a weakness as an uncertainty. Building and coordinating a regional identity
and effective partnership presents some formidable challenges. Turf issues, in-
dependent-minded government and local agencies and services, overburdened
staff and shrinking budgets all must be addressed and overcome in order to de-
velop a strong, well-coordinated and healthy partnership.
G. Needs Assessment
Concerning economic development, the Grants/Milan area greatly needs
to be brought up to speed with the rest of the region. In terms of overall CC
strategic plan implementation, resources need to be generated especially to fund
development of more of the social services-oriented goals. More work is needed
to develop appropriate training for the regional labor force in order to attract in-
dustries that will provide better quality, higher paying jobs. The new adult educa-
tion program in the Chihuahuita Community Enterprise Center in Gallup offers an
excellent opportunity to address this issue. Its success will provide a foundation
for expanding the program into Grants, Milan, and Farmington. As a further com-
ponent of labor development, the Talent/Job Matching program needs to be fully
implemented and promoted. The Communities-in-School Program and other ef-
forts to keep young people in school should be granted a very high priority. Ef-
forts should be made to build material and other support in the private sector for
these and other under-funded social programs. A case-in-point in this regard
would be to fund development of the affordable licensed child care facilities ad-
dressed in the Strategic Plan in order to enable parents to enter or return to the
labor force.
65
66
EC STRATEGIC PLAN STATUS ASSESSMENT
Northwest New Mexico18
Strategies:
/.
Economic Development
1. [RED-1]¹⁹ COMMUNITY ENTERPRISE CENTERS/NETWORKS
INSTITUTE A MULTI-FACETED PROGRAM TO ENHANCE LOCAL BUSINESS DEVELOP-
MENT THROUGH INCREASED COORDINATION OF SERVICES AND IMPROVED ACCESS
TO TECHNICAL ASSISTANCE AND RESOURCES GEARED TOWARD STARTING AND
EXPANDING LOCAL ENTERPRISES.
Projects:
A. [GMED-1.1] Grants/Milan Cibola Communities Enterprise Center
Status: Nothing has been happening in Grants pending hiring of new Economic Development
director.
B. [GED-1.1] Northside/Chihuahuita Community Enterprise Center
The activities are to develop one-stop business assistance programs, centers and networks for
the EC and the greater Grants/Milan and Gallup communities.
Status: This is being worked on with UNM-Gallup Adult Education Center and the School to
Work Program. A Legislative appropriation is being sought for 1996.
C. Farmington Enterprise Center
[Not included in EC Application]
Status: An incubator project is being developed with $1 million in EDA funding and $500,000
from the City of Farmington.
2. [RED-2] CAPITAL RESOURCE DEVELOPMENT
PROVIDE AT LEAST $50 MILLION IN PUBLIC AND PRIVATE CAPITAL RESOURCES AND
A REGIONAL DEVELOPMENT CORPORATION TO MANAGE AND POOL CAPITAL IN-
18 Quotes and information are from interviews with key CC contacts Patricia Lundstrom, Execu-
tive Director, NWCOG, and Jeff Kiely, Deputy Director, NWCOG, 9/19/95-4/11/96,(505) 722-4327.
19 RED=Rural Economic Development. This refers to a code employed in the original strategic
plan of the EC application. The first sets of letters indicate in which communities the project will be
located: G=Gallup, GM=Grants/Milan; the second sets indicate the Strategic Plan areas under
which a project is located: ED=Economic Development; CD=Community Development,
HD=Human Development.
67
VESTMENT FUNDS FOR BUSINESS DEVELOPMENT INCLUDING FUNDS FROM A VEN-
TURE CAPITAL CONSORTIUM, REVOLVING LOAN FUND, MICROENTERPRISE LOAN
FUND AND FUNDS TARGETED UNDER PROVISIONS OF THE COMMUNITY REINVEST-
MENT ACT. DEVELOP A COMPREHENSIVE INCENTIVES PACKAGE.
Status: This is happening. An EDA application for the incubator was approved. A CDBG grant
for $300,000 has also been approved pending a $500,000 match from EDA ("Looks favor-
able"). The Farmington Business Incubator/RLF fund will serve three counties.
3. [RED-3] EXPAND AND DEVELOP NEW BUSINESS/INDUSTRY
DEVELOP TARGET INDUSTRIES.
Expand and enhance industrial recruitment activities by local development organizations.
ESTABLISH FLEXIBLE MANUFACTURING NETWORKS
to create new businesses and jobs by tapping potential for natural resource products and possi-
bly for the development of value-added regional wood and agricultural products.
ESTABLISH BONDED WAREHOUSES FOR INTERNATIONAL TRADE.
Warehousing of import/export products geared toward utilizing Interstate and railroad linkages
in the Gallup portion of the EC.
PLAN INITIATIVES FOR NORTH AMERICAN FREE TRADE AGREEMENT.
Develop a plan to link regional economic development strategies with NAFTA trade opportuni-
ties. This can include Agri-business, energy services and environmental services (and poten-
tially draw on the development of an Applied Environmental Studies Institute through regional
colleges which could offer programs in environmental management and restoration and pollu-
tion abatement).
Projects
A. [GMED-3.1] Roosevelt Avenue Strip Mall Business Development Site
Status: This has been incorporated into the Cibola Communities local economic development
plan which is expected to be submitted to the New Mexico State Economic Development De-
partment in mid-1996.
B. [GMED-3.2] Retirement Community Development Project
Status: Preliminary project studies are underway. This has been incorporated into the Cibola
Communities local economic development plan which is expected to be submitted to the New
Mexico State Economic Development Department in mid-1996.
C. [GMED-3.3] Corrections Training Institute
Status: NWCOG is studying possibilities for detainees to work in regional juvenile services
program. The project is being developed with NWCOG resources but is moving very slowly.
D.
[GED-3.1]
Gallup Sports Center Development
68
Status: This objective remains as a potential area of business development. Specific action is
pending implementation of the City of Gallup Growth Management Strategy, which was
adopted by the Mayor and Council in 1996.
E. [GED-3.2] Wood Products Value-Added Manufacturing Project
Status: This objective is being addressed. The NWCOG is getting reengaged in this project.
Working with USDA Extension.
F. [GED-3.3] Gallup Intermodal Bonded Warehouse and Distribution Cen-
ter
Status: This project is included in the City of Gallup Growth Management Strategy, but is on
the back burner while the City works out its overall development plan.
4. [RED-4] PROMOTE ARTS AND CULTURE
DEVELOP AND PROMOTE LOCAL ARTISTIC RESOURCES AND ARTISANS DRAWING
ON THE TALENTS OF NATIVE AMERICANS, HISPANICS AND THE OTHER ETHNIC
GROUPS IN THE REGION.
Projects:
A. [GMED-4.1] Cibola Center for Arts and Culture
Status: Nothing is happening pending a new director for the Center.
B.
[GED-4.1] Gallup Artisan Empowerment
Status: This objective was not met. Artists' focus for the project and their needs changed.
5. [RED-5] PROMOTE TOURISM
ENHANCE AND EXPAND PROMOTION OF REGIONAL TOURISM, DEVELOP NEW OP-
PORTUNITIES IN EC.
Projects:
A. [GED-5.1]
Gallup Tourism Promotion Project
Implement a program to make Gallup a tourist destination city.
Status: This program is being developed. A tourism promotion plan document is under review
by the City.
69
II.
COMMUNITY AND INFRASTRUCTURE DEVELOPMENT
6. [RCD-1] NEIGHBORHOOD DEVELOPMENT
BUILD COMMUNITY PARTICIPATION BY CONTINUING TOWN HALL & COMMUNITY
MEETING PROCESS. BUILD NEIGHBORHOOD INVOLVEMENT IN ALL ASPECTS OF
COMMUNITY LIFE. INCREASE CITIZENS' INVOLVEMENT IN LONG-RANGE AND STRA-
TEGIC PLANNING.
Projects:
A. [GMCD-1.1] Develop & Support Grants/Milan Neighborhood Association
Status: No action has been taken on this objective for lack of staffing and funding.
B. [GMCD-1.2] Support the Grants/Milan Community Pride Campaign
Status: The intent and direction of this project have been incorporated into the broad Strategic
Plan for the City of Grants. The Plan was adopted in 1995.
C. [GCD-1.1] Develop & Support the Gallup Neighborhood Association
Status: This is being addressed through the Northside Center, City of Gallup. Logistics by
UNM-Gallup Branch.
D. [GCD-1.2] Develop & Support the Northside/Chihuahuita Community
Pride Campaign
Status: This is being addressed through the Northside Center, City of Gallup. Logistics by
UNM-Gallup Branch.
7. [RCD-2] DEVELOP HOUSING AND RELATED NEIGHBORHOOD IN-
FRASTRUCTURE
CONDUCT A COMPREHENSIVE NEEDS ASSESSMENT AND DEVELOP A COMPREHEN-
SIVE HOUSING AND INFRASTRUCTURE IMPROVEMENT PROGRAM IN THE EC NEIGH-
BORHOODS.
Projects:
A. [GMCD-2.1] Grants Housing Development Project
Status: This objective is not being addressed due to lack of internal and external (cited staff
cuts in USDA - Rural Development/Rural Housing Services) staffing.
B. [GMCD-2.2] Milan Housing Development Project
70
Implement homeowner/tenant "sweat-equity" rehabilitation programs, construct new "livable
and affordable" housing for low-moderate income families.
Status: This objective is not being addressed due to lack of internal and external (cited staff
cuts in USDA - Rural Development/Rural Housing Services) staffing.
C. [GMCD-2.3] Improve Grants/Milan Neighborhood Business Infrastructure
Status: The intent and direction of this project have been incorporated into the broad Strategic
Plan for the City of Grants. The Plan was adopted in 1995.
D. [GCD-2.1] Northside/Chihuahuita Housing Project
Activities same as Grants/Milan projects above
Status: The City intends to address this objective with a City Housing Corporation which is
being developed.
E. [GCD-2.2] Improve Northside/Chihuahuita Neighborhood Infrastructure
Status: NWCOG has worked closely with the City of Gallup and City councilors representing
that area to incorporate the area's infrastructure needs into the city-wide Capital Improvements
Plan (ICIP).
F. [GCD-2.3] Improve 9th Street
Activities include implementation of curb, gutter and drainage.
Status: This objective is in the planning phase in the City of Gallup's ICIP.
G. [GCD-2.4] Improve the Old 666 Corridor
Project calls for upgrading the industrial readiness of the 9th St./Old 666 corridor through pub-
lic-private partnerships
Status: The public-private consortium envisioned in this objective has not been developed due
to lack of staff and funding.
8. [RCD-3] IMPROVE TELECOMMUNICATIONS INFRASTRUCTURE
DEVELOP ADVANCED TECHNICAL MEANS TO LINK THE REGION WITH THE INFOR-
MATION SUPERHIGHWAY.
Projects:
A.
[GCD-3.1] Gallup Telecommunications Linkage Project
Create new access to information for EC members through the regional Project R.A.I.N. (Rural
Access Information Network), prospectively to be carried out by UNM-Gallup & a community
consortium with a Department of Commerce telecommunications infrastructure grant.
71
Status: While Project R.A.I.N. was not funded, NWCOG is "getting real involved" in Project
Shooting Star, a Four Corners telecommunications development initiative. It is a joint project of
the four Economic Development Districts in the region (SE UT, SW CO, No. AZ, and NW NM)
9. [RCD-4] DEVELOP TRANSPORTATION SYSTEMS
DEVELOP APPROPRIATE PUBLIC TRANSPORTATION SYSTEMS IN GALLUP, GRANTS/
MILAN AND FARMINGTON.
Projects:
A. [GCD-4.1] Expand and Coordinate Public Transit Services at Gallup
Multimodal/Multicultural Center
Status: This is being implemented. The project is under review by the city.
III.
HUMAN RESOURCES DEVELOPMENT
10. [HRD-1]: DEVELOP & SUPPORT WORK FORCE
"CREATE NEW PROGRAMS AND ENHANCE EXISTING PROGRAMS WHICH SUPPORT
THE DEVELOPMENT OF AN EFFECTIVE AND COMPETITIVE WORKFORCE ENCOUR-
AGE STUDENTS TO STAY IN SCHOOL AND GAIN USEFUL ON-THE-JOB TRAINING,
ALLOW ADULTS TO GAIN THE ADDITIONAL JOB-SKILLS NECESSARY TO SUCCESS-
FULLY COMPETE IN THE MARKETPLACE." CONVENE A REGIONAL "HUMAN RE-
SOURCES DEVELOPMENT NETWORK" OF AREA EDUCATORS TO EVALUATE TRAIN-
ING PROGRAMS, AND DEVELOP NEW CURRICULA AND TRAINING PROGRAMS TO
MEET IDENTIFIED HUMAN AND EMPLOYMENT NEEDS.
Projects:
A. [GMHD-1.1] Grants/Milan Targeted Apprenticeships
Provide on-the-job training geared to filling specific labor force needs of local business com-
munity
Status: This objective is being incorporated into the work of School-Community Partnerships
in the Grants area in coordination with the Northwest New Mexico Fighting Back Project (a tri-
county initiative that originated in the NWCOG and later spun off as an independent non-
profit), and with the Futures Foundation Family Center (the 1996 CDBG award winner for New
Mexico). Contact: Leslie Martin, Grants Public Schools, 287-2961; and Vanessa Gray with the
Cibola Communities Economic Development Foundation.
B. [GMHD-1.2] Communities-in-School Program
A mentoring program designed to encourage students to remain in school.
Status: UNM-Gallup is actively pursuing a School-to-Work program.
C. [GMHD-1.3] Develop 'Leadership 2005' Program
Build community leadership. Enhance and expand support for existing leadership programs in
Gallup and Farmington. Develop new Leadership 2005 program in Grants/Milan.
72
Status: This is happening everywhere but in Grants under the direction of local colleges.
Grants, Milan and Cibola County are interested in developing a community leadership program.
D. [GHD-1.1] Talent/Job Matching
A mentoring program for high school students to increase the match between local talents and
available opportunities.
Status: This is being addressed in part through the Northwest New Mexico Fighting Back Proj-
ect and partly through the City of Grants Strategic Plan. Contact: Leslie Martin, Grants Public
Schools, 287-2961.
E. [GHD-1.2] Communities-in-School Program
Status: Same as 10-D above.
F. [GHD-1.3] Gallup Northside/Chihuahuita Child Care Pilot Project
Develop affordable, licensed child care facilities and enhance existing facilities to allow par-
ents to enter the workforce.
Status: This project has not been implemented due to lack of staffing and funding.
11. [RHD-2] DEVELOP COMMUNITY EMPOWERMENT CENTERS
"TO PROVIDE BASIC EDUCATION, BASIC SKILLS AND ENTREPRENEURIAL TRAINING,
FAMILY DEVELOPMENT, HEALTH EDUCATION AND PREVENTION PROGRAMS, WELL-
NESS AND LITERACY PROGRAMS, AND OUTSTATIONED SOCIAL SERVICES TO CITI-
ZENS AT CONVENIENT TIMES AND LOCATIONS WITH CHILD CARE AND TRANSPOR-
TATION SOLUTIONS AVAILABLE."
Projects:
A. [GMHD-2.1] Milan Community Empowerment Project
Status: This remains a goal. An aquatic center was recently established as part of a Recreation
Initiative. The barrier to implementation is a lack of staff.
B. [GHD-2.1] Centro del Tepeyac Community Empowerment Center
Status: The funding and establishment of the Northside Adult Education Center as a collabora-
tion between the City of Gallup and the University of New Mexico-Gallup Branch facilitated by
NWCOG comprises the core of an eventual community empowerment center on the North side.
A Legislative Appropriation was achieved, the site was established and services are operational.
73
V.
THE DONA ANA COUNTY & HATCH EZ INITIATIVE
"You cannot believe how many poeple have reviewed and used this docu-
ment. It has been such a tool for us because of all the documentation we
put into it. It's been such an asset to have it all put together."
Ramona Vallejos, Grants Office, Doña Ana County
A. Introduction
The Doña Ana County EZ Initiative was the first regionally coordinated,
community-based long-range planning effort in that county. While the key CC
contact person believes that the EZ/EC process was somewhat detrimental to
building citizens' trust in government approaches to addressing the major prob-
lems, the process established valuable partnerships between community mem-
bers and local and county governments. The County is particularly thankful to
have located a pool of technical writers via the EZ application process. This is an
extremely valuable resource to an understaffed agency.
B. Background
The EZ initiative target area consists of three tracts with a 1990 population
of 24,124 with 8,602 living in poverty in a 668.9 square mile area. Doña Ana
County is the fastest growing County in New Mexico and the ninth poorest. Las
Cruces is the fifth poorest Metropolitan Service Area in the United States. Over
22 percent of the population lives in Colonias. The applicant applied for and re-
ceived a special waiver to allow inclusion of two tracts adjacent to the City of Las
Cruces. The Doña Ana County Economic Development Department was the lead
agency in developing the EZ/EC planning process and the application.
C. The Planning Process
The Doña Ana County EZ Initiative was put together over a four month
period. In the course of two months, a total of 27 community and regional meet-
ings with organizations, residents, and focus groups were held. The applicant
coordinated its efforts closely with two other area EC applicants, the City of Las
Cruces and Sunland Park. The belief was that all would benefit if any one entity
received an EZ/EC designation. The meetings were generally well attended even
though some of the communities are generally turned off by government initia-
tives. Important benefits resulted from the EZ strategic planning process. Many
75
community leaders were identified and brought into the process. Their participa-
tion was invaluable. Second, a number of partnerships with community organiza-
tions were developed. Several of the organizations (including Big Brothers and
Sisters, The Salvation Army, and the Colonias Development Council) have con-
tinued to work closely with the county and with the communities.
D. The Strategic Plan
The Strategic Plan called for the establishment of four Community Boards
under a Department of Community Development. The Boards were to
"coordinate, monitor, and solicit input on changes needed in implementing the
strategic plan. "20 The Plan lists 16 goals with a total of 64 Action Plans and is or-
ganized in five sections:
I. Family Stability and Preservation
II. Youth Development
III. Economic Opportunity
IV. Transportation Development
V. Community Development
E. Implementation Efforts and Current Planning
Doña Ana is addressing almost all of the areas in the Strategic Plan. The
fundamental role of the County has been to instigate or conduct important stud-
ies, coordinate information and resources, and obtain funding for specific proj-
ects. Of the Action Plans in the Strategic Plan, 44 (69%) are either completed or
underway. Twelve (19%) have not been addressed. The status of another eight
action plans could not be determined because several project champions could
not be reached for their input. Well over half of the Action plans are dedicated to
the goals of Family Stability and Youth Development.
Many successes listed here represent important first steps in a long-range proc-
ess.
Doña Ana County:
1) Developed a shelter and counseling and rehabilitation services for the
victims of domestic violence through a special CDBG appropriation from
the Legislature;
20 The four Boards were to be: 1) Community Development; 2) Family and Youth; 3) Transporta-
tion; and 4) Economic Development.
76
2) Undertook a comprehensive needs assessment study for health-related
facilities and services;
3) Adopted and implemented a computerized networking system by and be-
tween participating service delivery agencies;
4) Created and supported an expanded system of educational training
programs, including School-to-Work programs. This initiative is under the
direction of the South Central Council of Governments;
5) Undertook a comprehensive commercial/industrial development plan
under an EDA grant. The project was directed by the Mesilla Valley Economic
Development Alliance;
6) Is developing a wastewater treatment facility for Santa Teresa through
EPA Colonias funds.
According to Ramona Vallejos, the biggest issue to come to terms with in
current planning efforts is water and waste water problems. There are 34 desig-
nated colonias in the county and the county continues to grow by 'leaps and
bounds' at nearly four percent per year. The water and waste water situation is
not improving correspondingly. There is a big fear of ground water contamination
with septic tanks. The next big priority for the county is to implement a feasible
affordable housing strategy. Currently, the only available affordable housing
there is in trailers and mobile homes.
F. Strengths and Weaknesses in the Process and Strategic Plan
Strengths:
Beginning with the EZ/EC process, Doña Ana County developed its first re-
gional strategic plan;
Many important connections were made in and between communities and
talented individuals within the zone
Weaknesses
The process was too hurried with too short a time frame - "That really hurt."
Some communities that are turned off in general to government initiatives
were not especially helped by this one. "They feel the County's never done
anything for them, 'so why are we there now?"
77
G. Needs Assessment
1)
Organization in Community Development - The County Commission ap-
proved the Strategic Plan but did not create or implement a major innova-
tion of the plan: the four community boards. The Commission should con-
sider this possibility and the impacts such a structure could make toward
meeting many unaddressed and unresolved community needs;
2)
Leadership training - The County should consider developing a leadership
training program along the lines of Reach 2000 in Roswell [See Appendix
E] to increase outreach to and opportunities for youth in the zone. Youth
development (including recreational activities, education and counseling
programs, and economic development) remains a critical area of need in
the CC;
3)
Transportation - An accessible and affordable transportation remains to
be developed although this goal is not specifically addressed in the Stra-
tegic Plan;
4)
Economic Development - While Doña Ana County is doing well with its
economic development efforts, more attention and assistance needs to be
geared toward developing small businesses. An appropriate organization
or agency should take on the task of developing a Revolving Loan Fund
(RLF) to address the need for affordable capital and credit.
78
EZ STRATEGIC PLAN STATUS ASSESSMENT
DOÑA ANA COUNTY
Goals:
I. Family Stability & Preservation
1. ENSURE MAXIMUM PARTICIPATION OF LOCAL RESIDENTS IN NEEDS
ASSESSMENT PROCESS; AND IN PLANNING THAT WILL LEAD TO IM-
PLEMENTATION, MONITORING AND EVALUATION OF INITIATIVES &
PROGRAMS DESIRED BY COMMUNITIES. ENSURE MAXIMUM COOR-
DINATION
Action steps:
1.A Create and implement four community boards.
Status: Did not happen. Even though the County Commission approved the plan, they did not
formally adopt it. Also the process was so fast that there wasn't enough opportunity to flesh out
how these ideas were going to work in practice with department heads and commissioners. This
is out of the picture for now, although the county continues to work toward the broad goal of
ensuring maximum citizen participation (e.g. Ramona and a co-worker sit on the board of the
Colonias Development Council).
1.B Appoint departmental staff and local groups [sought $62,000 initial, $540,000 total for 1.B]
Status: Did not happen (the objective depended upon implementation of 1.A above).
2.A Create/implement community resident groups in each targeted community [sought
$20,000]
Status: This is happening through the efforts of the Colonias Development Council. Some of
the communities without water are forming water associations. Contact Bess Metcalf, lead or-
ganizer, 647-2744.
Needs Assessment & Planning
1.A Provide training in needs assessment/planning to organized community groups.
Status: Ongoing effort through the Colonias Development Council. As an example, the Grants
Office currently is working on a recreation plan for the communities and will be doing a needs
assessment in that area in Spring of 1996.
2.A Implement/complete initial needs assessment for each community in EZ/EC zone.
Status: This was done in the first twelve community meetings in the EZ/EC process.
79
2.B CONTINUE NEEDS ASSESSMENT in EZ/EC zone communities.
Status: Ongoing.
3.A DEVELOP SERVICE/INITIATIVE PLANS for each community based on assessed needs.
Status: What needs to be done has been established. Now the issue is prioritization. They are
prioritized through the Capital Improvements Plan (ICIP) and based on what the commissioners
have recommended.
3.B Incorporate individual community plans into regional plan.
Status: Regionalization is a major goal in all ongoing planning in Doña Ana County, from rec-
reation to water and waste water. Also a waste water master plan is currently being conducted
with county funds.
3.C Continue monitoring/evaluating revision of adopted/implemented local & regional plans.
Status: Ongoing.
2. CREATE, EXPAND, OR ENHANCE A COMPREHENSIVE NETWORK
SYSTEM FOR DEVELOPING AND IMPLEMENTING EFFECTIVE HUMAN
SERVICES WITH MAXIMUM COORDINATION AT ALL LEVELS OF IN-
VOLVEMENT.
Action Steps FAMILY CRISIS INTERVENTION
1.A Design & implement effective system of integrated resources, (schools, juvenile proba-
tion/parole, dept. of social services, churches, etc.) to spot and identify family crisis condi-
tions.
Status: Ongoing. The Grants Office meets regularly with various groups from the communities
(e.g. Juvenile Probation) to identify what kinds of grant funding must be sought. The Grants
Office seeks and administrates funding for the various programs.
1.B Establish & sustain an effective system of integrated service provider resources
(counseling centers, public entities, etc.) which families in crisis can be referred to and re-
ceive essential & vital services.
Status: Ongoing. Due to a lack of adequate funding, the most the county can do right now is to
refer people to the appropriate state agency.
2.A Assess the need for and the design/acquisition of SHELTER FOR VICTIMS OF DO-
MESTIC VIOLENCE.
Status: Done.
2.B Obtain/expand/improve sheltering facilities for victims of domestic violence.
[2.B sought $500,000 for shelter]
Status: Doña Ana County is completing a grant to renovate an old National Guard armory. The
project is nearly complete. It was funded through CDBG monies, special appropriations from
the State Legislature and through local funds (a local guild conducted fund-raisers for the shel-
ter). The project is a real partnership between state and local agencies.
80
2.C Obtain/enhance/sustain the provision of COUNSELING/ASSESS-MENT/ REHABILITA-
TION SERVICES for victims of domestic violence through cooperative ventures.
[Funding sought $100,000/yr X 10]
Status: The program is being expanded with the new space for the shelter. The county will not
be directly involved with the program.
3. MAXIMIZE THE AVAILABILITY AND ACCESSIBILITY OF HEALTH-
RELATED SERVICES
Action Steps:
1.A Assess with direct involvement of community groups the need for HEALTH-RELATED
FACILITIES (clinics, emergency care units, etc.) AND SERVICES (home, hospice, respite
care) and develop a comprehensive integrated development & service plan.
Status: Done.
1.B Implement an adopted COMPREHENSIVE PLAN FOR FACILITY DEVELOPMENT
parallel to other facility development planned under "community development" initia-
tives.
Status: Doña Ana County has received funding for several Public Health Centers throughout
the county. "We've been very successful. There used to be a list and a half [of health-related
projects in the ICIP] and that list is really dwindling."
1.C Develop plans for RECREATION FACILITY acquisition, construction or improvements,
and coordinate such plans with Community Development units focusing on infrastruc-
ture/facility development.
Status: The County is continuing to work on this project. It has conducted assessments to iden-
tify what facilities are needed. Some facilities "have been taken care of." The problem/barrier is
the upkeep of the parks once they are obtained. There is a regional approach to addressing the
need. The county attempts to locate recreation facilities in proximity to several communities in
order to provide one regional community or recreation center. Funding provided through CDBG
[For a list of the community/recreation centers see the ICIP (in RECD District 1 Office)].
1.D Negotiate & execute agreements with other public facility owner/operator to acquire or
lease existing facilities during normally scheduled "down time"
Status: Ongoing as necessary.
4. DESIGN, CREATE, EXPAND AND ENHANCE A NETWORK AND SYSTEM
FOR PROVIDING EFFECTIVE SOCIAL SERVICES REFLECTIVE OF AND
RESPONSIVE TO LOCALLY IDENTIFIED NEEDS
[Original plan cites this as a second goal 3]
1.A Identify, catalog and assess the needs for recreational facilities and programs for people of
all ages.
Status: Ongoing. Additional community assessment meetings are being planned for Spring
1996 to finalize a recreation facilities plan.
81
1.B Design & implement a COMPUTERIZED "NETWORKING SYSTEM" by and between
participating service delivery agencies to facilitate data access, intake referral and service
tracking.
Status: This has not occurred, but remains a goal. The barrier is lack of funding.
II.
YOUTH DEVELOPMENT
Strategy:
CREATE & SUSTAIN INITIATIVES & PROGRAMS THAT WILL ALLOW YOUTH IN TAR-
GETED COMMUNITIES TO ACHIEVE THEIR GREATEST POTENTIAL AS PRODUCTIVE
ADULTS; AND THAT WILL STEM AND REVERSE THE TIDE OF NEGATIVE FACTORS
[SCHOOL DROPOUTS, GANG ACTIVITIES, JUVENILE CRIME]
1. CREATE AND SUSTAIN A SYSTEM OF YOUTH GROUPS IN EACH OF
THE TARGETED COMMUNITIES WHEREBY THE YOUTH WILL BE EN-
COURAGED TO PARTICIPATE IN ASSESSING LOCAL NEEDS AND
PLANNING, IMPLEMENTING, MONITORING AND EVALUATING PRO-
GRAMS AND INITIATIVES INSTITUTED IN THEIR COMMUNITIES
Action Steps:
1.A Design and adopt a plan for CREATION OF LOCAL YOUTH GROUPS (COUNCILS);
identify residential requirements, elect council members and officers and schedule train-
ing/education programs.
Status: This has not been done. The Colonias Development Council has a youth coordinator
who may be able to develop this project. Contact: Bess Metcalf, Lead Organizer, Colonias De-
velopment Council, 647-2744.
1.B Implement developed plan & undertake election process in each community.
Status: See 1.A
1.C
Implement the "LEADERSHIP TRAINING process" at both the local and regional basis
for both youth council members and elected leadership.
Status: See 1.A
1.D Initiate needs assessment, prioritization and planning processes; first locally, then re-
gionally.
Status: See 1.A
2. CREATE AND SUPPORT AN EXPANDED SYSTEM OF EDUCATIONAL/
TRAINING PROGRAMS WHICH WILL ENHANCE THE POTENTIAL OF
YOUTH TO ATTAIN THEIR HIGHEST EDUCATIONAL POTENTIAL, RE-
82
DUCE THE INCIDENCES OF HIGH SCHOOL DROPOUTS, AND PROVIDE
MEANINGFUL SCHOOL-TO-EMPLOYMENT PROGRAMS.
Action steps:
1.A Establish & sustain a system of involvement by and between the educational system and
outside resources (professionals, civic clubs, chambers of commerce, etc.) to demonstrate
the value of continued education and training to children at risk.
Status: Undetermined. Contact Judy Price, Doña Ana County planner (647-7201), was un-
available for comment.
2.A Provide resources to educational institutions to expand and enhance their capacities for
remedial (TUTORIAL SERVICES, ESL, ADULT BASIC EDUCATION, etc.) and VO-
CATIONAL EDUCATIONAL TRAINING related to available or projected employment
opportunities.
Status: Undetermined. Contact Judy Price, Doña Ana County planner (647-7201), was un-
available for comment.
2.B Provide in-kind resources to vocational training institutions to regionalize training pro-
grams and facilities in or easily accessible to targeted communities.
Status: Undetermined. Contact Judy Price, Doña Ana County planner (647-7201), was un-
available for comment.
3.A Provide matching/seed funds for the establishment of EXTRACURRICULAR PRO-
GRAMS (Junior Achievement, DECCA, etc.) to promote ENTREPRENEURSHIP; and es-
tablish a viable student SPONSORSHIP/MENTORSHIP participation between AT-RISK
STUDENTS and local area businesses and professional people.
Status: Undetermined. Contact Judy Price, Doña Ana County planner (647-7201), was un-
available for comment.
3. PROVIDE VIABLE, YEAR-ROUND RECREATION PROGRAMS FOR
YOUTH AND ADULTS ON A LOCAL/REGIONAL BASIS.
Action Steps:
1.A Develop/adopt a local/regional plan of recreational activities for all ages; maximize diver-
sity & extent of activities.
Status: This is being addressed. [See Section I, #3-1.C on page 81]
1.B Provide resources for development, improvement and use of existing or new PUBLIC
RECREATIONAL FACILITIES.
Status: See 1.A
1.C Promote formation/organization of recreation sponsors & program managers (organized
sports leagues, swimming clubs, reading clubs, ARTS COUNCILS, etc.).
Status: This remains a goal to be addressed with development of Recreation plan in Spring,
1996 [See Section I, #3-1.C on page 81].
83
4. ESTABLISH AND SUSTAIN A VIABLE INITIATIVE OF GANG INTER-
VENTION, INTERDICTION, MEDIATION & DIVERSION.
Action Steps:
1.A Develop VIABLE [GANG INTERVENTION] PLAN between law enforcement agencies,
juvenile probation (parole, justice system, social service agencies, schools, civic & church
organizations and youth) to attack the presence and growth of gangs and youth violence.
Status: This objective has been met. Funding was requested to hire three officers in Las Cruces.
One of the goals will be to identify gang members and gangs operating in the South Valley and
to start working with those kids to get them out of the gangs.
1.B Provide essential resources to execute the plan (COMPUTERS, information, referral sys-
tems, EQUIPMENT for alternative programs).
Status: This objective has been met through funding from 1996 Legislature.
2.A
Develop/establish/sustain effective GANG INTERVENTION MEDIATION through sanc-
tioned programs (e.g. TEEN COURT, PEER COUNSELING, etc.).
Status: The Teen Court is in place. Contact: Ken. White, Grants Office, Doña Ana County
Economic Development, 647-7263.
2.B Develop/establish/sustain effective youth initiative of YOUTH AT-RISK/STAY IN
SCHOOL diversion to minimize gang membership recruitment.
Status: This objective is being addressed. Contacts: Rosalie Gallegos, Director of the Safe
Schools Program, 527-0000; Ken White, 647-7263.
5. ESTABLISH/IMPLEMENT/SUSTAIN VIABLE INITIATIVES TO REDUCE
AND REVERSE THE USE AND ABUSE OF ILLEGAL SUBSTANCES AND
ALCOHOL AMONG THE YOUTH IN TARGETED AREAS; AND TO PRO-
VIDE FOR THE TREATMENT AND REHABILITATION OF THOSE AL-
READY USING AND/OR ADDICTED TO SUCH SUBSTANCES.
Action Steps:
1.A Provide resources/encourage development of viable & affordable residential/non-
residential SUBSTANCE ABUSE TREATMENT/REHAB FACILITIES & PROGRAMS.
Status: Undetermined. Contact Ken White (647-7263) could not be reached for comment.
1.B
Identify resources/provide effective REFERRAL SYSTEM to get youth to treatment.
Status: Undetermined. Contact Ken White (647-7263) could not be reached for comment.
2.A Develop/implement integrated family-youth DRUG AND ALCOHOL ABUSE EDUCA-
TIONAL PROGRAM, and alternative programs to divert youth from substance abuse.
Status: Undetermined. Contact Ken White (647-7263) could not be reached for comment.
2.B Provide resources/support for design/development/implementation of "FAMILY/YOUTH
SUBSTANCE ABUSE COUNSELING PROGRAMS" at local/regional level.
Status: Undetermined. Contact Ken White (647-7263) could not be reached for comment.
84
III.
ECONOMIC OPPORTUNITY
1. CREATE/SUSTAIN A NETWORK OF SYSTEMS TO DEVELOP THE PO-
TENTIAL FOR COMMERCIAL AND INDUSTRIAL VENTURES WHICH
ALLOW THE COUNTY AND AFFECTED COMMUNITIES TO BEST
BENEFIT FROM NAFTA.
Action Steps:
1.A Apply available data to development of a COMPREHENSIVE COMMERCIAL/ INDUS-
TRIAL DEVELOPMENT PLAN for targeted Census tracts.
Status: Done as part of an EDA-funded study completed in April, 1995. The County has joined
the Mesilla Valley Economic Development Alliance (MVEDA). All economic development ac-
tivities have been turned over to them. The EDA study addressed transportation, job availability
and types of jobs in the area. Contact: Fernando Macias or Steve Givens at 525-2852.
1.B Provide matching resources for venture/development capital to finance new/diversified/
commercial/industrial enterprises through REVOLVING LOAN FUNDS (RLF) &
LOAN/BOND GUARANTEES.
Status: MVEDA is working through existing State finance programs. Nothing has been done to
develop venture capital. Working with Enchantment Land Certified Development Company in
Albuquerque, a SBA program. Capitalization has been mostly via Industrial Revenue bonds.
Nothing has been done yet to establish a RLF. Contact: Steve Givens at 525-2852.
2.B Promote removal of existing tax barriers which impede commercial/industrial develop-
ment; promote existing allowable incentives (179 DEDUCTIONS, TAX-EXEMPT FACIL-
ITY BONDING, EZ/EC Block Grants, etc.) to strengthen EZ's.
Status: Industrial Revenue bonds are the primary capitalization tool. Doña Ana County got $15
million out of the State's total allocation of $22 million. The bonds finance building structures
for industries and equipment acquisition. They are tax free bonds. Contact: Steve Givens at
525-2852.
2.C Promote/encourage effective on-going participation in NAFTA VENTURES; support
marketing efforts to promote area as a NAFTA area.
Status: Doña Ana County is in the process of trying to activate a foreign trade zone in Southern
Doña Ana County (Santa Teresa - next to the airport). They are exploring what they need to do
to expand the zone. Contact: Steve Givens at 525-2852.
2.D Promote/prioritize development of new commercial/industrial ventures to DIVERSIFY
EMPLOYMENT OPPORTUNITIES for targeted population, particularly the young,
chronically under- and unemployed; assure movement away from minimum-
wage/seasonal/stoop labor employment.
Status: MVEDA is trying to recruit industries to supplement existing base. Two new plants are
within 75% of closing deals to locate in Santa Teresa: Vista Corrugated, Inc., a factory of cor-
rogated cardboard sheets is expected to provide 72 jobs at above average wages for the area;
Karr Tool, a tool stamping company, is expected to hire 35 full time employees when built. 123
temporary construction jobs will be generated to build the plant. Contact: Steve Givens at 525-
2852.
85
2. EDUCATION & TRAINING:
ENHANCE AND MAXIMIZE THE EDUCATION & TRAINING OF THE TARGET ZONE
RESIDENTS TO MAXIMIZE THEIR EMPLOYABILITY FOR JOB OPPORTUNITIES THAT
RESULT FROM THE ACHIEVEMENT OF GOAL 1.
Action steps:
1.A Encourage/support development of a COMPREHENSIVE EDUCATION PLAN (local
school districts, university, community colleges, private vocational training institutions,
economic development entities, State Dept. of labor, etc.) to identify employment require-
ments, design a comprehensive plan for location of skills training facilities/equipment ac-
quisition.
Status: The county requested but did not receive a technical assistance grant from the Eco-
nomic Development Administration (EDA) to undertake this goal. The SBDC is working with
the Doña Ana Branch Community College to develop specialized training programs as needed
(per industry request). Contact: Terry Sullivan, SBDC, 527-7601.
1.B Promote/support programs of REMEDIAL EDUCATION (ESL, ABE, citizenship, etc.)
Status: Not done yet. Contact: Terry Sullivan, SBDC, 527-7601.
2.A Maximize accessibility/utilization of federal/state funded EMPLOYMENT PROGRAMS
(JTPA, NM In-Plant Training, etc.)
Status: Ongoing. When an industry is interested in the area, these programs are used as part of
the incentives package to create a win/win deal for all parties involved. Contact: Steve Givens
at 525-2852.
IV.
TRANSPORTATION DEVELOPMENT
Strategy:
FUND EXPANSION/IMPROVEMENT OF AREA'S TRANSPORTATION INFRASTRUCTURE
AND SYSTEMS; PROMOTE AFFORDABLE PUBLIC TRANSPORTATION; IMPROVE IN-
TERNATIONAL TRADE CAPACITY (COMMERCIAL & INDUSTRIAL); ENHANCE QUALITY
OF LIFE & MAINTAIN HEALTHY ENVIRONMENT.
1. ESTABLISH/MAINTAIN COOPERATIVE AFFILIATION WITH OTHER
COUNTY, REGIONAL AND STATE-LEVEL TRANSPORTATION NEEDS
ASSESSMENT AND PLANNING INITIATIVES TO ASSURE BENEFICIAL
APPLICATION OF AVAILABLE FUNDS
Action steps:
1.A Establish working agreement with REGIONAL PLANNING Organization & state agen-
cies; participate in prioritization & planning process.
Status: Implemented and ongoing through the Rural Planning Organization and the Metropoli-
tan Planning Organization.
86
1.B Establish public input process with local community groups regarding local/regional
needs.
Status: This was done with the 302-A. The County conducted surveys in communities it tar-
geted.
1.C Provide funds for development/implementation of INTERMODAL TRANSPORTATION
SYSTEM.
Status: This objective "has been taken over by the state."
1.D Establish/maintain affiliations with federal/state/local public funding agencies to maximize
accessibility to multiple funding resources.
Status: [See 1.C]. Contact: Steve Givens, MVEDA, 525-2852.
2. PROMOTE/PROVIDE RESOURCES FOR DEVELOPMENT AND SUS-
TAINMENT OF AN EFFECTIVE/AFFORDABLE PUBLIC/PRIVATE RU-
RAL TRANSPORTATION SYSTEM TO SERVE NEEDS OF TARGET AREA
Action steps:
2.A Identify/work cooperatively with public/private entities to develop funding strategies for
transportation system.
Status: The County has developed a market study. The information is available to any private
transportation company which may be interested in providing transportation along these lines.
2.B Provide planning/engineering/construction funds for PAVING OF STREETS/ COLLEC-
TOR ROADS IN DESIGNATED COLONIAS. [See Colonias list in plan]
Status: Every year Doña Ana submits its road paving and maintenance requests through the
ICIP as well as the State Department of Transportation's five year plan [See ICIP in RECD
District 1 Office].
2.C Provide funds for planning/implementation of rural mass transit system & regional sub-
systems.
Status: See 2.A.
V.
COMMUNITY DEVELOPMENT
Strategy:
BUILD THE NECESSARY PHYSICAL CAPACITY & INFRASTRUCTURE TO ENSURE THE
ENVISIONED LEVEL OF HUMAN/SOCIAL GROWTH & DEVELOPMENT. PROVIDE
MATCHING/SEED FUNDS TO IDENTIFY/ASSESS NEEDS FOR PHYSICAL PLANT & IN-
FRASTRUCTURE DEVELOPMENT IN THE TARGETED COMMUNITIES [FUNDS COVER
PLANNING, DESIGN, CONSTRUCTION OF PUBLIC FACILITIES/ESSENTIAL INFRA-
STRUCTURE).
87
1. DEVELOP NETWORK OF LOCAL INPUT FOR THE DEVELOPMENT OF
LOCAL/REGIONAL PLANS FOR ACQUISITION, EXPANSION AND/OR
IMPROVEMENT OF PUBLIC FACILITIES AND INFRASTRUCTURE
Action steps:
1.A
Utilize community groups in assessment of needs & in local/regional plan development
Status: This is ongoing and was addressed in the formation of the regional comprehensive plan.
1.B
Promote & coordinate the parallel development of adopted plans/projects to coincide with
initiatives related to family & youth, economic opportunity & transportation.
Status: Addressed through ICIP. The priorities are for community centers, public health facili-
ties, and regionalization of those services.
2.A Provide supplemental/matching funds to match with other public sector funds for DE-
SIGN/CONSTRUCTION/RENOVATION /ACQUISITION OR IMPROVEMENT OF
PUBLIC FACILITIES and/or infrastructure, especially WATER AND WASTEWATER
TREATMENT FACILITIES.
Status: Ongoing project. Addressed in ICIP. Projects are built as they can be funded. Wastewa-
ter projects received EPA Colonias funds for several planning studies completed in 1994. Con-
tact: Ken White.
2.B
Promote investment of private finances to develop facilities/infrastructure as component of
land/commercial development.
Status: Implemented and ongoing. Addressed in the Regional Comprehensive plan.
2. PROVIDE RESOURCES/SUPPORT FOR EXPANDING AFFORDABLE/ AC-
CESSIBLE HOUSING; REDUCE/ELIMINATE PRESENCE/GROWTH OF
SUBSTANDARD HOUSING, DEVELOPMENT OF NON-CODE COMPLI-
ANT SUBDIVISIONS AND THE RESULTING 'THIRD WORLD' CONDI-
TIONS
Action steps:
1.A Work with appropriate public agencies to ESTABLISH/ENFORCE HOUSING CODES &
STANDARDS.
Status: Ongoing effort. Codes must be enforced because CDBG funding requires it. Contact:
Apolonio Montejano, Housing Director, 523-6100.
1.B Work with appropriate public/private entities to promote resources that will help indi-
viduals FINANCE/ACQUIRE HOUSING STOCK.
Status: The Colonias Task Force (made up of Environment Department, Doña Ana County
representatives, HUD, elected officials, senators and community leaders from targeted areas)
got Doña Ana County to undertake a Colonia Task Force Study to find solutions to clean up
colonias utilizing public-private sector partnerships. Currently the Task force is working with
the Doña Ana County Housing Authority to set up revenue bonding through the Housing
Authority, as well as tax credit programs to address the need to develop affordable housing
88
during the 1996-97 fiscal year. Through a combination of HOME monies, and low interest
loans through revenue bonds and private financing, the Authority plans to develop low income
housing, help Section 8 participants access homeownership opportunities, and to finance the
solutions for homelessness. Contact Apolonio Montejano, Housing Director, Doña Ana County
Housing Authority, 523-6100.
2.A Identify need & encourage development of transitional/emergency family housing; develop
affordable rental housing.
Status: These goals will be addressed as part of 1-B above. One ongoing project has demon-
strated an excellent use of partnerships to address the pressing social problem of a large number
of teenage mothers. Through a partnership with the Las Cruces Housing Authority and the
Tierra del Sol non-profit housing developer, five two bedroom units have been set aside for teen
homeless parents. AFDC pays half of the mothers' rent each month ($150) and outreach work-
ers provide the girls with a range of services ranging from planned parenthood presentations to
educational and vocational training programs. This work is subsidized through a CYF grant.
Tierra Del Sol manages the project. Contact Apolonio Montejano, Housing Director, Doña Ana
County Housing Authority, 523-6100.
3. PROVIDE EMPLOYMENT OPPORTUNITIES FOR THE AREA'S YOUTH,
CHRONICALLY UNDER-EMPLOYED AND UNEMPLOYED BY UTILIZ-
ING LOCALLY OWNED CONSTRUCTION FIRMS TO CONSTRUCT,
RENOVATE AND REHABILITATE HOUSING STOCK, INCLUDING MO-
BILE HOMES.
Action steps:
1.A Provide a REVOLVING FUND to support the financing of rural-based construction en-
terprises (includes bonding the firms)
Status: Have not addressed this. It was specific to the EZ Strategic Plan application. Barriers:
It is not known who or what agency would take on this project. It is outside the jurisdiction of
the MVEDA and a more socially oriented than economically oriented project. The other princi-
pal barrier is funding. Contact: Steve Givens, 525-2852.
2.A Encourage/promote use of local/regional labor force by area construction firms and sup-
pliers.
Status: This is not being actively addressed. MVEDA tries to work with area firms and contrac-
tors as much as possible, but on a referral basis. The social orientation of this objective falls
outside of the MVEDA jurisdiction for economic development. Contact: Steve Givens, 525-
2852.
2.B Promote use of public training funds in conjunction with vocational training institutions &
area contractors to provide PROJECT-RELATED TRAINING (classroom, apprentice-
ship, OJT) & initial JOBS FOR YOUTH.
Status: This is an ongoing effort through JTPA and the In-Plant Apprenticeship program. Con-
tacts: Ray Chaves, Juvenile Programs Officer, 524-6360; Steve Givens, 525-2852.
89
90
VI. THE NORTHERN NEW MEXICO EZ INITIATIVE
As far as the City is concerned, / think that all of this is our priority. As
far as we're concerned, environmental issues are all economic develop-
ment issues. Education issues are all economic development issues.
Economic development can play a major role in education. Affordable
housing definitely plays a major role in education and economic develop-
ment, as well as with environmental issues the whole Plan is a priority.
-Harold García, Director of Economic Development, Las Vegas
Whatever amount of growth occurs in the future, Las Vegans will not see
their property taxes raised and their families driven off their land - as OC-
curred in Santa Fe County - without a fight.
-Sharon Niederman, New Mexico Business Journal
A. Introduction
Business is bustling in the 'other' Las Vegas at the terminus of the historic
Camino Real. If employment figures are a good indicator of a community's eco-
nomic health, Las Vegas is doing very well. Since beginning its Economic Devel-
opment program in 1993, unemployment has fallen from nearly 13 percent to just
over six percent. 21 Since drafting their EZ Strategic Plan, residents in the NNM-
EZ area have continued to actively seek solutions to multiple problems including
and arising from isolation, economic deprivation and a general wariness of
change. The EZ Plan sought to address problems with roots of up to 500 years
old. The community members who participated in this process made a commit-
ment to thoroughly assess their communities and planning based on community
consensus-building which occurs and develops over time. Thus, while they had
an extremely short period in which to complete and submit their application, the
first phase of each goal in the Strategic Plan allows from one to three years to
conduct needs assessment on the issue, plan around it, and to develop the nec-
essary degree of consensus.
B. Background of the Empowerment Zone Target Area
21
Interview with Harold Garcia, Economic Development Director for Las Vegas, 9/25/95.
91
The NNM-EZ target area includes three Census tracts in San Miguel and
Guadalupe counties. Tracts #957300 and #957400 are both in Las Vegas with a
combined population of 10,628 located on 9.6 square miles. The poverty rate for
the two tracts ranges from 30.9 to 34.8 percent. The other tract, #961800, is the
Dilia Subdivision in the north-central portion of Guadalupe County. The popula-
tion there is 529 people living in a 404.4 square mile area. The poverty rate in
the Dilia Subdivision is 49.7 percent²²
The population of the City of Las Vegas and of San Miguel and Gua-
dalupe counties is diverse culturally and racially. Historically, the Las Vegas area
developed as a trading post on the Santa Fe Trail and as a land grant from the
Mexican government in 1835. Later it was a railroad boom town. Two distinct -
generally Hispanic and Anglo - communities developed side by side after the ar-
rival of the railroad. Today, problems in the area span the social spectrum -from
a lack of affordable housing to problems with water availability and quality to high
rates of teenage pregnancy and difficulty in providing jobs to match training for
young people who attain a higher level of education. The EZ Initiative provided a
vehicle for members of the communities in the zone to begin to address these
problems with a new vision toward the future. The vision for the NNM-EZ area is
"for a healthy economic community based on the restoration of resourceful-
ness, cooperation, and the historical precedent of community partnerships. This
vision calls for intensifying the effort already underway to build meaningful coali-
tions and partnerships within the community."
C. The Planning Process
The City of Las Vegas became involved in the EZ/EC Initiative when it
hosted a national regional EZ/EC meetings for parts of Texas, Arizona and Colo-
rado in February 1994. Initially Region II Housing was interested in being the
lead agency, but their jurisdiction was limited to Las Vegas. After a public hear-
ing with representatives from Region II Housing, New Mexico Highlands Univer-
sity, San Miguel County and Mora County in mid-March, it was decided that the
City of Las Vegas should be the lead agent. Las Vegas had hoped to include
Mora in its plan, but Mora decided to apply with Rio Arriba County.
The planning process involved five generally well-attended town hall
meetings and a Community Survey that was distributed throughout the target
area and had 85 responses which reflected a broad spectrum of the population
and the region. The Strategic Plan addresses most of the desires and concerns
that were revealed in the Community Survey. Planning Teams were developed
to address eight spečific areas of need or "issue categories". The teams included
Affordable Housing, Public Safety, Environment, Transportation, Economic De-
22 All figures from the NNM-EZ application, 1994.
92
velopment, Education & Labor, Recreation/Culture, and Human Services/Health.
There also was a Steering Committee. Teresa Baca and Hilario Rubio from Re-
gion II Housing spearheaded the campaign. Doctor John Juarez and his staff at
NMHU were instrumental in gathering and compiling information and Paul Mar-
tinez with the Center for Education and the Study of Diverse Populations in AI-
buquerque was contracted by NMHU to write the plan.
D. The Strategic Plan
The Strategic Plan addresses all eight "issue categories" identified above
in Section C. It detailed 21 Goals or strategies with 72 Objectives in all. The first
Goal listed in the Plan was to "create and strengthen a healthy, productive and
resilient community through long-term planning and implementation." The objec-
tives and activities that were developed toward this end aimed to 1) identify basic
economic and social needs of the community, 2) establish "systemic building
blocks" through community training, partnerships and networking, and 3) coordi-
nate efforts between employment agencies to ensure economic equity and to
minimize the "impact to the community ecology." Because this was a new plan-
ning initiative, most areas called for initial in-depth needs assessment study peri-
ods. Many of the sections also called for on-going needs assessments rather
than a one shot approach. The intention was to use written surveys and other
means to develop data that would be used in coordination and long-term plan-
ning for each area.
A major component of the Plan addressed the need to build private and
public partnerships in all areas to increase coordination, communication, net-
working and overall effectiveness. In the Economic Development section, such
partnerships were stressed repeatedly. They were proposed, for example, to
promote development of business opportunities that could benefit from NAFTA,
to help increase access to communication technology for business, to pair edu-
cational programs and activities with related labor needs, and others.
The Plan is phased in three stages for each area. The initial two years
were to be dedicated to undertaking a thorough community needs assessment
and to developing a "stable, grass roots community volunteer effort." The focus
of the following three years would be on program planning and on accessing
funding through grant proposals, legislative initiatives and other means. The final
five years of the plan would involve restructuring the business and educational
systems in the community. A major goal of this process was to develop long-
range economic development planning.
93
E. Implementation Efforts and Current Planning
Las Vegas has made significant strides to implement the Goals and Ob-
jectives detailed in its EZ Strategic Plan. The Plan has 21 strategies with 71 ob-
jectives. Of these, 48 (68%) are being addressed or are completed, 22 (31%)
have not been addressed, and the status of Objective 14-A (1%) requires further
investigation to determine if it is being met. Las Vegas currently is developing a
Comprehensive Plan, which it expects will enable it to meet the primary goal in
its EZ strategy; that of creating and strengthening a healthy, resilient community
through long-term community planning and implementation.
Harold Garcia, Director of Economic Development, identified several areas
where partnerships have been or are being developed to build the community
along the lines envisioned in the EZ application.
Listed below are areas identified in the EZ Stategic Plan that currently are
being - or already have been - addressed:
1. Economic Development
Availability and coordination of health, business, labor, education, social and
other services are slowly increasing by developing close links between the
Department of Labor and NMHU and Luna Tech in order to link education to
jobs.
Public-private partnerships are strengthening the community infrastructure.
Las Vegas is undertaking $14 million worth of infrastructure-related projects.
San Miguel County, including Las Vegas, has nearly $20 million targeted to-
ward infrastructure improvements.
The City is actively pursuing NAFTA-related opportunities and is a participant
in the CREA (Camino Real Economic Association).
A focused business recruitment program is successfully bringing new busi-
nesses into Las Vegas. This includes five new businesses this year.
Public-private partnerships are facilitating the implementation of economic
development opportunities by an increased degree of coordination between
the City, the Small Business Development Center, New Mexico MainStreet,
the two chambers of commerce, local businesses and banks. A group repre-
senting these entities has begun meeting on a regular basis.
2. Affordable Housing
94
Guadalupe County is increasing the availability of quality, low income housing
through CDBG funding. Las Vegas is applying for grants to implement its
housing plan. In the private sector in Las Vegas, 80 units of low-income
housing are being developed.
3. Health & Social Services
A shelter has been established for victims of domestic violence. The police
department is working closely with the courts to find ways to address this is-
sue better.
4. Environment
In conjunction with the ongoing development of the Sangre de Cristo Waste
Management Facility, which will serve San Miguel and Mora counties, the
zone has been brought into compliance with all state and federal solid waste
laws and regulations. A site for the facility still must be located.
Las Vegas is developing a coordinated strategy to manage liquid wastes.
This particular issue will be addressed in the Comprehensive Plan. The City
intends to conserve its effluent and to use it to irrigate the various parks.
The City also received a grant to implement a recycling program.
More than half of the proposed $7 million water treatment facility expansion
project has been raised. Las Vegas is seeking a $3 million loan from the New
Mexico Finance Authority for the outstanding amount to close the deal.
5 Public Safety
Neighborhood Watch programs have been expanded in order to strengthen
crime prevention efforts.
Two new detention centers will be coming on line. A Las Vegas facility funded
through a City loan is expected to be completed in July, 1996. A Santa Rosa
facility that was funded by the NM Legislature is projected for completion in
late1997. Both facilities are expected to create and expand job opportunities
in the CC target area.
6. Transportation
New services are available and a Transportation Department Center funded
by ISTEA funds with support from Congressman Bill Richardson is slated to
be developed.
95
7. Recreation & Culture
Construction is expected to begin soon on a long-awaited $3 million multi-
purpose recreation/convention center.
F. Strengths and Weaknesses in the Process and the Strategic Plan
The greatest strength of the NNM-EZ Strategic Plan was that it brought
the community together to initiate a long-term comprehensive planning process
based on a common vision and set of ideals and standards. The Introduction
states, for example, the determination that economic development not "be done"
to the people of the EZ; but rather that the community develop from a base of
shared culture, resources, skills and vision. The Plan and the key EZ/EC contact
people stress that Las Vegas is seeking controlled and clean growth that will
preserve the city's unique character, culture and charm. The overall Plan pres-
ents a comprehensive view of many of the needs confronting the target area in
generally stated but strong goals. A weakness is that the Goals and Objectives
are not specific enough. The Objectives cite associated activities, but commit-
ments by lead agencies either are not explicit in the Report or were not sought
nor guaranteed during the preparation of the application. Certainly this highlights
what Mr. Garcia saw as the principle problem: lack of sufficient time to prepare
the application. A final weakness is that proposed projects and activities focus
almost exclusively on Las Vegas. While the Dilia Subdivision area did request
certain items, such as improved medical services, school bus routes and a rec-
reation center, the specific nature of that community, its needs and the precise
benefits it would receive as part of the NNM-EZ did not receive much attention.
G. Needs Assessment
The greatest needs identified in the Plan were in the areas of education,
affordable housing and social and health services. Youth needs were recognized
as extremely important. The development of a new recreation facility in Las Ve-
gas is one major step to address this deficit. Another area - that continues to re-
quire attention - is the need for expanded, enhanced and better coordinated pro-
grams for seniors. Las Vegas also should develop a contingency plan for devel-
oping quality low income housing in the event that grant monies are not forth-
coming. Other programs apparently not receiving sufficient attention are domes-
tic violence shelters, teen pregnancy, drunk driving, and better health for seniors.
In addition, environmental issues cannot be ignored. Overall, it might be practical
to fund programs at the state level to bring together care providers and educa-
tors. A state plan may be worked out with preference given to the "Champion
Communities." Finally, Las Vegas should make certain to dedicate as much at-
tention to retaining and promoting local businesses as it does to recruiting new
businesses into the area.
96
EZ STRATEGIC PLAN STATUS ASSESSMENT
Northern New Mexico
Strategies:
I. ECONOMIC DEVELOPMENT & LABOR
1. CREATE AND STRENGTHEN A HEALTHY, PRODUCTIVE AND RESIL-
IENT COMMUNITY THROUGH LONG-TERM COMMUNITY PLANNING
AND IMPLEMENTATION
"AN APPROPRIATE ORGANIZATIONAL MECHANISM WILL BE ESTABLISHED TO EN-
SURE A UNIFIED VISION FOR THE DEVELOPMENT OF ECONOMIC AND LABOR OP-
PORTUNITIES."
"The objectives and activities that were developed to meet this goal focus on three major areas:
identifying the basic economic and social needs of the community; establishing supportive
'systemic building blocks via community training, networking and partnerships; and coordinat-
ing with all employment agencies to ensure economic equity with as little overall impact to the
community ecology as possible. "23
Objectives:
A. [1.1]²⁴ Identify basic economic needs of the community on an ongoing basis
Use information to inform decisions about economic and employment opportunities for the
community
Status: This is being addressed in part in Las Vegas via development of a Comprehensive Plan.
B. [1.2] Establish "systemic building blocks" for building resilience in economic
community (e.g. bonding involving networking, partnerships, communicating,
conflict management).
Status: Same as 1-A.
C. [1.3] Increase availability and coordination of health, education, business, la-
bor, social and other services to ensure economic community needs are met.
23 From the Vision Statement of the NNM-EZ Strategic Plan.
24
Bracketed numbers correspond with the numbering system in the actual CC Strategic Plan.
97
Status: This is being addressed in part. The City is working closely with Department of Labor
Office and NMHU and Luna Tech to link education to jobs. Contact: Donny Bustos, SBDC in
Las Vegas, Tony Marquez, Dept. of Labor, possibly Wilton Rogers at NMHU, Joann Ortiz-
Alcon at Luna.
D. [1.4] Develop public-private partnerships to strengthen community infra-
structure and build support for community and economic development ac-
tivities.
Status: This is being addressed. The City is developing $14 million in infrastructure-related
projects. Overall, together with the county, the amount in infrastructure projects is probably $20
million.
2. [GOAL 2] - SUPPORT AND ENHANCE THE DEVELOPMENT OF STRONG
PRIVATE AND PUBLIC SECTOR BUSINESSES AND LABOR
Objectives:
A. [2.1] Establish organizational planning mechanism for assessing private and
public sector economic development needs to ensure diversity in the com-
munity economic base.
Status: This objective is being addressed. For example, a downtown needs assessment for the
Douglas area was recently completed. Work based on the assessment is beginning.
B. [2.2] Develop private/public economic opportunities desired by the commu-
nity and that preserve the culture, natural resources, and environmental
quality of the community
Activities include developing PR guidelines for private and public business, developing recruit-
ment strategies to promote opportunities in agriculture, entrepreneurial- information and other
technology, tourism, and film making, and providing entrepreneurial training.
Status: Harold Garcia, Las Vegas Economic Development Director and principle CC contact,
was unaware of any efforts that have been made to specifically address this issue. Las Vegas
does have an attractive promotional information packet that was produced by the City Eco-
nomic Development Department.
C. [2.3] Develop private, public and/or partnership business economic oppor-
tunities that can benefit from NAFTA.
Status: This is an ongoing project in its preliminary steps. Representatives of the city govern-
ment and the Hispano Chamber have been attending the Camino Real Economic Alliance
(CREA) meetings since November 1995.
98
D. [2.4] Encourage private, public and/or partnership business to increase ac-
cess and use of communication and other technology in the development of
business and labor opportunities.
Status: Some progress has been made on this objective. Access is available to the public on a
fee basis through New Mexico Highlands University (NMHU). Connect New Mexico is inter-
ested in providing free access in the schools and public libraries.
E. [2.5] Strengthen and nurture local private and public business and labor
ability to access financial support for the startup and expansion of busi-
nesses.
Status: This is an ongoing effort which has led to a great reduction in unemployment. Five new
businesses have located in Las Vegas. Three are in the zone.
F. [2.6] Develop private-public business sector partnerships to facilitate the
implementation of economic development opportunities.
Status: This is an ongoing effort between the City, SBDC, NM MainStreet, the two Chambers
of Commerce, local banks and business people. It is one of the tasks of an economic develop-
ment group which represents these entities and organizations.
3. [GOAL 3] PROVIDE EDUCATION PROGRAMS, INFORMATION, ACCESS
AND REFERRAL SERVICES FOR COMMUNITY MEMBERS IN THE NNM-
EZ.
Objectives:
A. [3.1] Develop partnerships with educational institutions and public-private
sector business to ensure educational programs support local economic de-
velopment activities.
Activities include: developing a strategy for identifying business and labor needs and educa-
tional capacity to meet those needs; and developing a plan for aligning local business and labor
needs with local educational program goals.
Status: Not much has happened on this objective. Luna Tech has a commitment with SBDC to
provide training required for new jobs. However, they have not been asked to do so.
B. [3.2] Develop a Center for Business Development (CBD) at NMHU to im-
plement an incubator process to provide development activities for public
and private businesses.
Status: This has not been developed. Barriers are lack of funding and priority level. Contact:
Dr. Manuel Ferran, Business Director, NMHU, 425-7511.
C. [3.3] Develop a bilingual MBA program at NMHU
99
Activities include taking the necessary steps to develop an internationally recognized program.
Status: This objective is still under discussion. Several position papers have been prepared on
the topic. Contact: John Juarez, Dean of Academic Affairs NMHU, 425-7511.
D. [3.4] Establish outreach and awareness activities to inform NNM-EZ com-
munity members of new business and labor opportunities
Activities include creating regular announcement mechanisms via media; setting up seminars to
discuss employment opportunities; establishing an employment opportunity HOTLINE
Status: This has not happened for lack of funds.
E. [3.5] Develop local counseling and referral mechanisms for job placement
and/or enhancement of work skills
Activities include developing assessment devices for assessing skills, and providing community
skills training.
Status: The Small Business Development Center at Luna Vocational Technical Institute spon-
sors periodic workshops which address basic business topics including skills development.
Contact: Donny Bustos, LVTI-SBDC, 454-2546.
II. EDUCATION STRATEGIES
4. [GOAL I] CREATE AND STRENGTHEN A HEALTHY, PRODUCTIVE, AND
RESILIENT COMMUNITY THAT INTEGRATES SOCIAL/CULTURAL,
PHYSICAL, INTELLECTUAL, AND EMOTIONAL/SPIRITUAL DEVEL-
OPMENT FOR ALL ITS MEMBERS.
Objectives:
A. [1.1] Identify the basic needs of the community on an ongoing basis
Use information to inform the development of programs and networks. Activities include con-
ducting annual needs assessment through written surveys and other means, and using the data
for coordination and planning.
Status: This is being addressed in the development of Master Plan.
B. [1.2] Establish "systemic building blocks" (e.g. bonding involving networking,
partnerships, communicating, conflict management) for building a resilient
community.
Activities include developing a Coordinated Service Delivery Model for use by participating
agencies (service agencies, public offices, advocacy organizations, etc.) in meeting anticipated
and unanticipated needs of target population.
Status: This objective has not been addressed. No agency has taken a lead role.
C. [1.3] Make available and coordinate health, educational employment, social
services, and other resources - to ensure that community needs are met.
Status: This objective has not been addressed. No agency has taken a lead role.
100
5. DEVELOP/ENHANCE AN INTERACTIVE, POWERFUL, AND VIABLE,
PRE K-12 EDUCATION SYSTEM INCLUDING BEFORE, DURING, AND
AFTER SCHOOL PROGRAMS.
Objectives:
A. [2.1] Build active partnerships between the educational system and family,
students, business, labor and public, private, profit, and non-profit groups
Activities include developing a Task Force of agencies, interest groups and family representa-
tives.
Status: This objective is in developmental stage. Meetings have been held on the need for
transition from Early childhood programs to Kindergarten. Contact: Jackie Padilla, LVTI, 454-
2546.
B. [2.2] Establish high expectations through high standards and enriched course
content and improve student performance
Activities include establishing a Task Force of the community, all public and private schools,
including: preschool, K-12 and post secondary institutions.
Status: This objective is being met at the elementary and secondary levels. Contact: William
Mays, Associate Superintendant, Las Vegas City Schools 425-5277.
C. [2.3] Implement innovative and effective educational approaches and pro-
grams to help students meet high performance standards
Activities include educator training, developing effective materials for all grades, implementing
Safe & Drug-Free Schools Programs, implementing Before, During and After School Pro-
grams, implementing bilingual, multicultural programs and innovative educational programs
(e.g. computer networking and technology).
Status: This is being accomplished "better than ever." Contact: William Mays, Associate Su-
perintendant, Las Vegas City Schools 425-5277.
D. [2.4] Ensure that schools have the necessary resources to meet high perform-
ance standards
Status: This is a "perpetual struggle. The State needs to take a bigger role" in meeting budget
requirements for education. Contact: William Mays, Associate Superintendant, Las Vegas City
Schools 425-5277.
E. [2.5] Develop a community-based accountability system for schools
Activities include choosing/developing assessment procedures to monitor instructional effec-
tiveness and provide useful feedback.
Status: This is "being worked on." Contact: William Mays, Associate Superintendant, Las Ve-
gas City Schools 425-5277.
101
F. [2.6] Create a means for greater family involvement in and family opportu-
nity for measuring their children's progress in schools
Status: A "big effort" is being made in this area. The Parent-Teacher Organization (PTO) re-
cently applied for $108,000 from.the Department of Families, Youth and Children to develop
collaborative projects between the schools and the City of Las Vegas to address this need. Con-
tact: William Mays, Associate Superintendant, Las Vegas City Schools 425-5277.
6. ASSIST POST SECONDARY INSTITUTIONS TO (A) INITIATE PARTNER-
SHIPS WITH LOCAL BUSINESSES TO STIMULATE REGIONAL ECO-
NOMIC GROWTH AND (B) PROVIDE POST SECONDARY TRAINING
TIED TO EMPLOYMENT OPPORTUNITIES.
Objectives:
A. [3.1] Create a method that will ensure awareness of local business' current
and future job needs as well as the resources available to meet those needs
Activities include developing a Task Force of local business and educational representatives to
develop a strategy for identifying business needs and capability to meet needs.
Status: An advisory council was formatted as part of the SBDC at LVTI to determine the
needs. LTVI now offers coursework and a certificate in Management for small business owners
and entrepreneurs. Contact: Donny Bustos, LVTI-SBDC, 454-2546.
B. [3.2] Improve career training by establishing a system of institutional support
for post secondary students based on demonstrated and anticipated employ-
ment demands, opportunities and shortages.
Activities based on Task Force review, research and recommendations.
Status: An advisory council was formatted as part of the SBDC at LVTI to determine the
needs. LTVI now offers coursework and a certificate in Management for small business owners
and entrepreneurs. In LVTI's Small Business Institute students work for credit with small busi-
nesses. Contact: Donny Bustos, LVTI-SBDC, 454-2546.
C. [3.3] Design culturally sensitive, innovative programs of study based on
demonstrated and anticipated employment demands, opportunities, and
shortages
Activities based on Task Force review, research and recommendations.
Status: Contact people were unaware of any special efforts taken in this area. The SBDC has
not focused its materials on cultural sensitivity.
D. [3.4] Train and retrain local people so that they may qualify for employment
opportunities available in the community
102
Activities include Task Force review, research and recommendations and developing support
services (e.g. financial assistance, child care) to facilitate participation in training programs.
Status: NMHU and LTVI are working closely with the New Mexico Department of Labor in
job training through the Job Training Partnership Act program (JTPA). More is needed in the
area of Job retraining. The Department of Labor runs a "very successful" On the Job Training
(OJT) program, as well. Contact: Tony Martinez, New Mexico Department of Labor, 425-6451
E. [3.5] Institutions will develop a system for placing graduating students or re-
trained community members in local jobs.
Status: LVTI has a "Working to Learn" Program. Students go on a co-op assignment to get ex-
perience in their field. The objective is to place students into the field once they graduate. Con-
tact: Diane Medrano, LVTI, 454-2546; and Ron Garcia at NMHU, 454-3466.
III. AFFORDABLE HOUSING STRATEGIES
7. CREATE A 10-YEAR MASTER PLAN TO GUIDE GROWTH, DEVELOP-
MENT, AND PROVISION OF AFFORDABLE HOUSING.
Objectives:
A. [1.1]
Identify the housing needs of the community and use this information
to inform the development of new programs and networks. Activities include
conducting housing needs assessment with written surveys, focus groups,
public hearings, developing 5 and 10 -year master plan based on needs as-
sessment.
Status: This objective is addressed in the City Masterplan, although no specific housing master
plans have been developed.
8. INCREASE THE AVAILABILITY OF QUALITY, AFFORDABLE HOUSING
FOR LOW-INCOME PERSONS.
Objectives:
A. [2.1] Rehabilitate existing housing units for low-income persons.
Status: R-II Housing is addressing this objective at the County level through CDBG funds. 30
units of Public Housing recently were recently rehabbed. 25 R-II rehabs about two units of pri-
vate housing per year through the HOME program. The City of Las Vegas City also is applying
for grants for rehabilitation. Contact Hilario Rubio, R-II Housing, 454-0654.
25 The EZ Strategic Plan sought to rehab 50 units for $25,000/unit.
103
B. [2.2] Construct new housing units for low-income persons
Activities include building single-family dwelling units, rental units (including low-income
rentals and rentals for persons with disabilities), rent-to-own units, and acquiring land for
Habitat for Humanity projects.
Status: This is being addressed in part. Two houses have been completed though Habitat for
Humanity. A private enterprise just completed 80 low-income units (the units are not located
within the CC zone area). R-II is planning an additional 80 low income units for rental or pos-
sible ownership. Some units will be dedicated for mentally ill. Contact Hilario Rubio, R-II
Housing, 454-0654.
9. PROVIDE LOW-INCOME PERSONS ACCESS TO QUALITY, AFFORD-
ABLE HOUSING.
Objectives:
A. [3.1] Establish support systems to provide rental assistance for low-income
persons
Activities include providing rental assistance vouchers for low-income persons, and establish-
ing and implementing self-sufficiency programs for public housing residents.
Status: Not much has been done with voucher programs as the programs have been cut. R-11
received a grant through the State Department of Public and Mental Health to provide support
services for 30 mentally ill clients. Contact Hilario Rubio, R-II Housing, 454-0654.
B. [3.2] Prepare low-income persons for home ownership opportunities
Activities include developing rent-to-own programs, counseling to prepare low income residents
for home ownership and establishing a one-stop information center to provide referrals for all
federal, state, and local housing rental programs.
Status: R-II is began a state-wide homebuyer training program in February, 1996. 50 clients
have been qualified to buy homes. Contact Hilario Rubio, R-II Housing, 454-0654.
C. [3.3] Provide support mechanisms to assist low-income persons in purchasing
housing units
Activities include: establishing a credit union to provide loans to low-income persons to pur-
chase housing and/or preserve or restore historic dwellings; providing incentives such as clos-
ing costs and down-payment assistance; establishing a one-stop information center to provide
referrals for all federal, state, and local housing programs.
Status: R-II is "looking into" all of these areas. R-II is seeking funding to establish a one-stop
information center, possibly through revenues from sales of single family units. Contact Hilario
Rubio, R-II Housing, 454-0654.
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D. [3.4] Turn around Public Housing
Activities include: promoting jobs for residents; demolishing and rebuilding dilapidated build-
ings; developing self-sufficiency program; forming a residents coalition; rehabilitating existing
units; requesting a waiver on rent rules that discourage residents from working.
Status: R-II has developed several jobs for residents through the TOP program (10 public
housing residents, including a project coordinator, were hired in year-long positions as part of a
five-year rehab phase. 30 units were rehabbed in 1995 and another 30 rehabs are in 1996).
Nothing has been done in terms of requesting waivers on rent rules - "HUD was supposed to
address this." There are two active tenant councils and R-II helped form a state-wide council in
1995. Contact Hilario Rubio, R-II Housing, 454-0654.
IV.
HEALTH AND SOCIAL SERVICES STRATEGIES
10.
SUPPLEMENT AND COMPLIMENT EXISTING SERVICES FOR CHIL-
DREN, YOUTH AND FAMILIES THAT PROMOTE FAMILY COHE-
SION, ECONOMIC SELF-SUFFICIENCY, AND GREATER HEALTH
FOR OUR RURAL POPULATION.
Objectives:
A. [1.1] Identify the health-related needs of the community on an ongoing basis
in coordination with all appropriate agencies and use this information to in-
form the development of programs and activities.
Activities include conducting annual interagency needs assessment (surveys, focus groups, in-
terviews) for use in coordination and planning.
Status: This is an ongoing effort that is addressed in part through the Comprehensive Master
Plan. The Hospital Board is using information from a survey to help determine fundraising pri-
orities. Contact Hilario Rubio, R-II Housing, 454-0654.
B. [1.2] Reduce teenage pregnancy.
Activities include a range of in-school education on birth control/reproductive education, par-
enting classes, school-based day care, and promoting opportunities for higher education and
non-traditional job opportunities for teen mothers.
Status: Programs have been initiated in middle schools and high schools. More is needed. Bar-
rier is funding. Contact: William Mays, Associate Superintendant, Las Vegas City Schools
425-5277.
C. [1.3] Reduce incidence of domestic violence
Activities include: establishing shelter for battered families with strong educational component
for both victims and offenders to address domestic violence dynamics and intervention; and re-
ferring alcohol/substance abusers to treatment.
105
Status: Las Vegas Shelter has existed for over a year. The Police department and the Judge are
working to address issue of domestic violence. There is a lack of funding for expansion or
shelters at other locations.
D. [1.4] Reduce incidence of alcohol and drug-abuse, including DWI
Activities include developing strategy to target current abusers and provide intervention and
treatment; and developing and coordinating prevention and awareness strategies.
Status: Not much is happening in this area. Through Operation DWI the police department re-
ceived equipment for enforcement. The City generally lacks funds for new programs.
E. [1.5] Provide appropriate day-care
Activities involve developing a program based on LVTI/Methodist Church pilot utilizing NMHU
early childhood education students to help organize and implement the program.
Status: This objective is not being addressed. There is little public provision, although "quite a
few" private day care centers are available. LVTI, NMHU and Las Vegas City schools all have
programs.
F. [1.6] Increase access to health care
Activities include: developing triage-based mobile service units (MD, P.A., RN, Medical Social
Worker); contracting with Health Centers to provide attending MD or P.A. 7 days/week in An-
ton Chico; recruiting and training indigenous caregivers from community to provide health
care basics; and recruiting interns from LVTI nursing program.
Status: This objective is being addressed in part. Contracting with Health Centers to provide
M.D. and P.A. to Anton Chico is an ongoing effort. An intern recruitment program with LVTI
is also ongoing. Contacts: Dr. Swift or Susan Holguin at North Regional Hospital.
11.
TO IMPROVE HEALTH STATUS OF ELDERLY POPULATION BY
FACILITATING ACCESS TO HEALTH AND MENTAL CARE
SERVICES.
Objectives:
A. [2.1] Develop a public education program that will provide information to
the elderly about health services including preventative care
Activities include recruiting and training of elderly, and recruiting health care providers to as-
sist elderly trainees to ensure information is accurate and meaningful.
Status: This is not being addressed formally. The Senior Citizens Center offers continual edu-
cation on health as well as health-promoting activities. Contact: Claudio Chacon, Senior Citi-
zens Center, 425-3434.
106
B. [2.2] Engage the elderly in the utilization of existing health care and mental
health resources
Activities include establishing means to identify homebound elderly, providing advocacy serv-
ices in linking elderly with appropriate providers, providing transportation, establishing two
steering committees of elderly consumers to advise on identification and prioritization of serv-
ices to the elderly.
Status: This is an ongoing effort of the Senior Citizens Center (SCC). SCC operates five senior
centers, provides transportation and meals to homebound elderly and recreation and activities
opportunities. The two committees were organized, but are not currently active. Contact:
Claudio Chacon, SCC, 425-3434.
C. [2.3] Coordinate all elderly health and mental health resources utilizing a
single point of entry system to ensure that the services compliment and sup-
plement existing resources
Activities include implementing electronic bulletin board system with information on service
providers and a community referral system and establishing a central data base of/for elderly
persons who access services.
Status: Nothing is happening for lack of funds. This objective was related to a grant proposal
with the Kellogg Foundation. The money did not come through. According to Mr. Chacon, this
objective has always been "A lot of talk and poca acción." Contact: Claudio Chacon, SCC,
425-3434.
D. Support other services and activities to improve the quality of life for elderly
citizens
Activities include implementing Volunteer Services (Adopt a Senior, Foster grandparents, and
Senior Companions), developing programs on home safety for the elderly, and providing social
and recreational services.
Status: This objective has been addressed and the programs are ongoing. Contact: James Gar-
cia, 454-1493.
V.
ENVIRONMENTAL STRATEGIES
12.
BRING THE ZONE INTO COMPLIANCE WITH STATE AND FEDERAL
SOLID WASTE LAWS AND REGULATIONS.
Objectives:
A. [1.1] Identify the environmental needs of the community and use this infor-
mation to inform decisions about solid waste management and other envi-
ronment-related plans for the community
107
Activities include developing a Task Force to assess environmental problems and issues; estab-
lishing a joint powers agreement among governing agencies; and developing and implementing
action strategies which include procuring financing.
Status: This assessment was completed around the time of the EZ application.
B. [1.2] Design a solid waste management infrastructure that serves both rural
and city residents within the zone
Activities include conducting a user fee study for Sangre de Cristo Authority and implementing
NM Environment study recommendations.
Status: The Sangre de Cristo Waste management facility will serves San Miguel and Mora
counties. It has been partially funded. It is applying for grants. Contact Les Montoya, 454-1401
ext. 222.
C. [1.3] Develop an efficient plan for the collection, storage, and transfer of solid
waste with minimal impact on land values and resources
Activities include conducting site evaluations for Sangre de Cristo Authority and conducting
public hearings on site evaluation results.
Status: Project is ongoing. A site for the facility has not been determined yet.
D. [1.4] Develop a plan to support and promote recycling and other waste man-
agement businesses which reduced the public burden of waste management
Activities include establishing ordinances on recycling, developing a terminal recycling facility,
and making seed money available for recycling businesses.
Status: The City has a grant to build a recycling center. Contact Les Montoya or Carl Armijo
454-1401 ext. 265.
13.
PRESERVE THE QUALITY AND SUPPLY OF WATER WITHIN THE
ZONE.
Objectives:
A. [2.1] Develop a coordinated strategy for liquid waste management.
Activities include improving enforcement of NM Environment Department regulations, and en-
acting county-wide ordinances requiring notification for residential and commercial develop-
ment and its potential impact on water supplies.
Status: This is addressed in the Comprehensive Plan. Developing a system to conserve City ef-
fluent to irrigate parks. Developing a sludge injection site at the Las Vegas airport.
108
B. [2.2] Protect existing water resources through coordinated planning and
management
Activities include coordinating 40-year water plans for San Miguel county; and conducting
studies on groundwater supply and conservation.
Status: Ongoing project. Cost for expansion of water treatment facility is about $7 million.
The City is seeking @ $3 million loan from the NM Finance Authority.
C. [2.3] Improve water and environment quality
Activities include implementing improvements to water systems including fire protection, and
establishing liquid waste systems in Dilia Division of Guadalupe County.
Status: Activities have not been addressed pending development of a Comprehensive Plan for
Guadalupe County which will encompass this objective. Contact: Richard Marquez, County
Manager at 472-3791 or Manuel Baca, Project Coordinator, 472-3306.
14.
CREATE A LAND-USE AND CONTROLLED DEVELOPMENT PLAN
TO ALLOW FOR SUSTAINABLE ECONOMIC AND POPULATION
GROWTH WITHOUT ADVERSE ENVIRONMENTAL CONSE-
QUENCES.
Objectives:
A. [3.1] Develop a coordinated strategy for the assessment of land-use
Activities include: characterizing land-use potential throughout the zone including the identifi-
cation of important natural resources; determining limitations in the capacity of land to support
specific activities including identifying critical sites that must be protected for water quality,
wildlife habitat, or other environmental reasons.
Status: The City is only seeking clean industry in its outreach efforts, but no plan has been im-
plemented. It may be addressed in the Las Vegas Comprehensive Master Plan.
B. [3.2] Develop a coordinated strategy for strict enforcement of land-use ordi-
nances
Activities include: establishing cooperative agreements relative to land-use and controlled de-
velopment among all respective governing agencies and land owners; and establishing guide-
lines for coordination in enforcing land-use ordinances.
Status: This is being addressed in the Las Vegas Comprehensive Master Plan.
109
VI. PUBLIC SAFETY STRATEGIES
15. ENHANCE POLICING POWER AND EQUIPMENT
Objectives:
A. [1.1] Identify policing and equipment needs of the zone
Status: The police department recently completed an assessment of traffic safety in which it
identified equipment needs for Las Vegas. The department received enforcement equipment
through Operation DWI funding. Contact Chief Gilbert Vega, 425-7504.
B. [1.2] Increase human resources for the City of Las Vegas Police Department
and the Sheriff's departments of Guadalupe and San Miguel counties
Activities include developing and implementing recruiting strategies for the Las Vegas Police
Department and for the San Miguel and Guadalupe County Sheriff's Departments.
Status: The Las Vegas police department and Sherrif's office have improved their recruitment
methods to include oral, written and physical agility testing. Las Vegas PD has added six new
positions since July, 1995 (Two housing police officers, one officer through the Crime Bill, one
narcotics officer, and two Juvenile Probation Officers). Contact: Police Chief Gilbert Vega,
425-7504.
C. [1.3] Increase material resources for the City of Las Vegas Police Department
and the Sheriff's departments of Guadalupe and San Miguel counties
to identify and purchase materials/equipment for the City of Las Vegas Police Department and
for the San Miguel and Guadalupe County Sheriff's Departments.
Status: All sherriff units have ordered new police vehicles. Chief Vega said that Las Vegas "is
behind where we should be." The cars are "constantly in need of replacing We're not in bad
shape yet, but will be soon if we don't start replacing the vehicles." The Department purchased
several computers through NM MFA to update the emergency system and to replace hand held
radios. The Department also got an Animal Control Unit.. Contact: Chief Gilbert Vega, 425-
7504.
16.
STRENGTHEN CRIME PREVENTION TO INCLUDE SAFETY AND
AWARENESS
Objectives:
A. [2.1] Evaluate and establish Neighborhood Watch Programs.
Status: 'Quite a few' Neighborhood Watch programs have been developed."
110
B. [2.2] Develop programs to prevent gang activity, drug-abuse and DWI
Activities include identifying gang activities and drug-abuse in the NNM-EZ neighborhoods,
meeting with community members to determine the best prevention alternatives, and developing
a coordinated plan for prevention activities and programs, and implementing the prevention
activities and programs.
Status: The Las Vegas Police Department formed a Juvenile Crime Unit in 1994 with three of-
ficers assigned to it. The Palmers and DARE programs are working in the schools. A program
to work with elementary schools will be in place shortly. Contact: Chief Gilbert Vega, 425-
7504.
17. PROVIDE FOR THE DETENTION NEEDS OF THE ZONE.
Objectives:
A. [3.1] Develop plan for a detention facility
Activities include meeting with authorities and community members to determine purpose/s and
operation of a detention center, and locating a site.
Status: A Las Vegas facility is coming on line in July 1996. Funding is through a loan by the
City. A Santa Rosa facility, funded by the State Legislature, will be running within two years.
B. [3.2] Construct a detention facility
Status: See 17-A.
18. PROMOTE A SAFE, HAZARD-FREE ENVIRONMENT.
Objectives:
A. [4.1] Identify environmental hazards in the zone
Activities include assessment and prioritization of environmental hazards to be removed and/or
minimized.
Status: Not being addressed for lack of funds.
B. [4.2] Plan long and short term actions for removing and/or minimizing envi-
ronmental hazards
Activities include meeting with authorities and community members to develop long & short-
term plans, and presenting the plans to the community.
Status: Not being addressed for lack of funds.
111
C. [4.3]
Remove and/or minimize all environmental hazards.
Status: Not being addressed for lack of funds.
VII.
TRANSPORTATION STRATEGIES
19.
CREATE A TRANSPORTATION SYSTEM THAT IS SUPPORTIVE OF
AND RESPONSIVE TO ECONOMIC DEVELOPMENT WITHIN THE
ZONE.
Objectives:
A. [1.1] Identify the current and potential transportation needs of the commu-
nity and use this information to inform planning and development
Activities include: conducting on-going assessment of transportation needs in the zone includ-
ing emergency response systems; conducting a feasibility study of a mass transit system in the
zone; and developing a contingency plan to respond to changing transportation needs.
Status: A new service is on line. Looking at development of Transportation Department Center.
Funded through ISTEA funds with support from Congressman Richardson. Contact Carol
Moya, Interim Director, 454-1401 ext. 227.
B. [1.2] Support the development of transportation-related private business
Activities include identifying and providing appropriate state and federal tax incentives for
transportation-related business; making necessary improvements to transportation systems; and
providing training and equipment to improve emergency response systems.
Status: This objective has not been addressed. Nobody has taken the initiative.
VIII. RECREATION & CULTURE STRATEGIES
20.
PROVIDE A MULTI-PURPOSE RECREATIONAL CENTER IN LAS
VEGAS.
Objectives:
A. [1.1] Design a long- and short-term plan for managing the multi-purpose
center
Activities include developing a comprehensive plan for a teen and cultural center; creating
plans and support for local festivals.
Status: This project is being developed with $3 million funding. Construction is expected to
begin in 1996. The new Recreation Department (2 years old) will manage the facility. Contact
Orlando Brown 454-1401 ext. 227.
112
B. [1.2] Renovate the Las Vegas Recreation Center
Activities include constructing a swimming pool and enhancing Center to include cultural arts
center.
Status: The new Recreation Center will have a swimming pool, but nothing is happening on
renovation of the (old) Las Vegas Recreation Center or development of a cultural arts center.
Barrier: There are no funds for the projects.
C. [1.3] Purchase equipment and supplies to support the multi-purpose center
Activities include obtaining playground equipment, tables and benches and securing mainte-
nance and support equipment for swimming pool and cultural center.
Status: This is included in Objective 20-A.
21.
IMPROVE THE ANTON CHICO PARK TO SUSTAIN A VARIETY OF
CULTURAL AND RECREATIONAL ACTIVITIES.
Objectives:
A. [2.1] Design a long- and short-term plan for managing the multi-purpose
center
Activities include developing a comprehensive plan for a teen and cultural center; creating
plans and support for local festivals.
Status: Not being addressed for lack of funds.
B. [2.2] Renovate the Anton Chico Recreation Park
Activities include constructing a swimming pool and refurbishing park to Center to include a
teen and cultural arts center.
Status: Not being addressed for lack of funds.
C. [2.3] Purchase equipment and supplies to support multi-purpose center.
Status: This is not being addressed for lack of funds.
113
114
VII. THE TORRANCE COUNTY EC INITIATIVE
A. Introduction
While its needs are many with too little staff, Torrance County is making
notable progress in implementing many of its Strategic Plan goals. It should be
noted, however, that several of the successful projects were developed in the
villages of Estancia and Moriarty, which are not included in the CC area. Deter-
mining the degree to which these projects may benefit the residents within the
CC area requires further analysis.
B. Background of the CC Target Area
The CC Target Area was one 761.5 square mile census tract with a
population of 1,718, of whom 531 were living in poverty. The area has a multi-
cultural population and a dynamic history.
C. The Planning Process
Torrance County put its CC Strategic Plan together in two months time.
Five public meetings were held. The largest was in Mountainair where 150 com-
munity members (almost 10 percent of the target area population) turned out.
Public outreach was conducted through major public and civic organizations
(Rotary Club, Senior Citizens organizations, churches, the Park Service and the
Forest Service).
D. The Strategic Plan
The Torrance County CC Strategic Plan has three major goals with 18
objectives. 26 The goals were to:
1) Provide a broad based educational system that is accessible to members of
the community and the surrounding region;
2) Create jobs that will not only service the community population, but the region
aswell. The jobs will take advantage of the communities' unique historical,
cultural and natural resources, as well as human resources
26 The CC cited several additional community goals on page 32 of their Strategic Plan. Although
these were not formally incorporated into the Plan, they are assessed here as goals 4-8 in the
Strategic Plan assessment.
115
3) Expand existing businesses and develop new markets for community prod-
ucts and services. Increase self-sufficiency through local business expansion.
The Strategic Plan details 13 goals with 35 objectives. Eighteen objectives
(51%) are being or have been addressed, 16 (46%) have not been addressed,
and the status of Goal VII (3%) requires additional assessment to determine the
impact of the issues raised.
E. Implementation Efforts and Current Planning
The CC has made significant progress in implementing the following Strategic
Plan objectives:
Education
Several mentorship and OJT programs (including The Teenage Pregnancy
Program (TAP) and Character Counts are up and running throughout Tor-
rance County. The Youth Conservation Corps (YCC) has been active in the
towns of Willard and Encino.
The plan called for vocational education, but Torrance County got a sub-
branch of the University of New Mexico-Valencia in Moriarty (outsided the
CC target area). Many students are taking computer and business classes.
Job Creation
The Tourism and Scenic Byways Initiative of the Torrance County New
Mexico MainStreet Program is addressing Plan objectives for developing
tourism and its auxiliary services and for expanding local assets and regional
points of interest. The road Torrance County hopes to designate as a historic
byway (NM Route 55) bisects the designated CC area.
F. Needs Assessment
1) If possible Torrance County should hire an additional staff person to promote
and monitor implementation of the Strategic Plan goals. While the County is
clearly going forward toward meeting its top goals, projects without champi-
ons or resources are inevitably going to fall through the cracks. There are
good people working on a range of projects. It might be useful to attempt to
improve the coordination of resources, efforts and information on project im-
plementation throughout the CC target area. Another Town Hall meeting to
assess the Strategic Plan goals and progress could prove to be a worthwhile
venture.
116
2) In addition to improving its economic development capacity, Torrance County
needs to focus attention on developing/promoting an affordable housing ini-
tiative.
3) Finally, The County should be sure to pursue the University of New Mexico
Hospital (UNMH) health care training program to be operated in conjunction
with the CDBG-funded regional health care facility in Mountainair. (Goal 1,
#2) Health care professionals are highly sought after. This program could
provide excellent jobs and training.
117
118
EC STRATEGIC PLAN STATUS ASSESSMENT
Torrance County
Goals:
I. ACCESSIBLE EDUCATION
1. PROVIDE A BROAD BASED EDUCATIONAL SYSTEM THAT IS ACCES-
SIBLE TO MEMBERS OF THE COMMUNITY AND THE SURROUNDING
REGION.
Objectives:
A. Develop building trade classes beginning at the High School level that are
also open to all interested community members (welding, plumbing, carpentry,
architectural restoration, mechanical repair, etc.)
Status: Vocational type classes strictly along the lines of the objective are not available. Ayre
and the County are working to try to team up with TVI to make more vocational training avail-
able. Barrier: Politics. The Commission on Higher Education (CHE) no longer controls the
educational institutions. The control moved to the Regents and school boards; however, the
funding mechanisms did not move. Torrance County would have to run a mill levy to support a
new program. It's very difficult to work with TVI and UNM simultaneously. Nevertheless, a
community college has been established in Moriarty as a sub-branch of UNM-Valencia. Current
enrollment is at about 120 students. Two-thirds of the students are enrolled in for-credit courses.
Many students are taking computer and business classes. There is also a concurrent enrollment
program for high-school seniors who want to take English and History 101. Contact: Bob
Ayre, President of Moriarty Chamber of Commerce, DWI Coordinator and Board Member of
NM MainStreet - 384-5448
2. ESTABLISH HEALTH CARE TRAINING TO COMPLIMENT THE AN-
TICIPATED CDBG-FUNDED REGIONAL HEALTH CARE FACILITY TO
BE LOCATED IN MOUNTAINAIR.
Status: There are no firm plans to provide health care training. If a program is established, it
will be administrated through UNMH's Rural Outreach Program. Classes can be taught at the
Community College in Moriarty. A basic primary clinic funded through CDBG funds is ex-
pected to come on-line by January, 1997. The clinic will not have an X-ray or expensive
equipment. It will provide office space for the WIC and Public Health programs. The UNMH
doctors and care providers are currently funded with a Rural Primary Health Care grant. If the
grant is not re-funded, UNM University Hospital will continue the program. Contacts: Marilyn
Mignery, Cooperative Extension 4-H Agent/Home Economics, 384-2372; Randy Evetts, Rural
Health Outreach Coordinator, the University of New Mexico Hospital (UNMH), 843-2111;
Arthur Kaufmann, Chairman of Family and Community Medicine, 843-2111.
119
3. INITIATE A CHILD CARE PROGRAM AND FACILITY.
Status: This is not currently happening, but is still being discussed in the County.
Barrier: Funding & a lead agency are lacking.
4. ESTABLISH ADULT BASIC EDUCATION (ABE) CLASSES AND GED PRE-
PARATORY CLASSES.
Seek federal funding through the ABE Act. Provide classes at a satellite campus in a Mountai-
nair public school with through link-up with Albuquerque T-VI and the University of New Mex-
ico - Valencia Campus.
Status: This program is run occasionally out of Estancia. According to Bob Ayre, "Periodically
GED classes rise up from the mist." Ayre has been unable to find out who is running the pro-
grams. He would like them to be offered in the Community College in Moriarty.
5. DEVELOP MENTORSHIP/APPRENTICESHIP/OJT TRAINING/SCHOOL-
TO-WORK PROGRAMS THAT WOULD COINCIDE WITH ON-GOING
EDUCATION CLASSES.
Status: Several mentor and job training programs are operating in the county. Two mentor-
based programs in the schools are the Teenage Pregnancy Program (TAP), and Character
Counts (a scouting-type motivational program). The towns of Willard and Encino have hosted
Youth Conservation Corps (YCC) members funded with grants through the New Mexico De-
partment of Energy, Minerals and Natural Resources. The focus of the YCC program is job
training with a skilled mentor. Willard was just awarded a YCC contract in which six youth
members will work 20 - 25 weeks to renovate the community center. Barriers/limits: There is
little or no coordination between mentorship programs. More OJT is needed. Grant-funded
YCC programs are intermittent with no local office or organizational base of support.
6. CREATE VOCATIONAL AGRICULTURE CURRICULUM IN THE HIGH
SCHOOL.
Status: The Agricultural Extension, Future Farmers of America (FFA) and 4-H all contribute to
meeting this goal. Bob Ayre calls them "great programs" that are growing. There are 450 kids in
4-H in Torrance County, "about the same number as play baseball," according to Ayre. The
schools change their hours during the State Fair to accommodate the large number of kids who
participate in the fair. Contact: Ernest Gutierrez, Superintendent of Estancia schools; Bob
Ayre, President of the Moriarty Chamber of Commerce, 384-5448.
7. DEVELOP COMPUTER AND LANGUAGE ARTS CLASSES.
Status: UNM Continuing Education offers computer classes at the high school in Estancia for
credit and for fun. Spanish classes are offered in the Community College in Moriarty.
Barrier: Transportation. It's a 45 minute drive between Estancia and Moriarty with a number of
students and potential students living in both areas. Contact: Ernest Gutierrez, Superintendent
of Estancia schools; Bob Ayre, President of the Moriarty Chamber of Commerce, 384-5448.
120
8. DEVELOP RECREATIONAL EDUCATION CURRICULUM THAT CAN BE
CROSS-LINKED WITH THE CHILD CARE OBJECTIVE.
Status: This project was specific to the EC application. It is not a dead issue, but is a much
lower priority.
9. CREATE TOURISM CURRICULUM.
Status: Nothing is being done in terms of a tourism curriculum. Tourism is being promoted by
other means.
General barriers for Goal 1 [these barriers were identified in the EC application]:
1) Lack appropriate facilities, though some are slated to come on line soon.
2) Lack necessary equipment
3) Lack sufficient transportation to service educational needs
4) Lack teaching personnel
II. CREATE JOBS
CREATE JOBS THAT WILL NOT ONLY SERVICE THE COMMUNITY POPULATION, BUT
THE REGION AS WELL. THE JOBS WILL TAKE ADVANTAGE OF THE COMMUNITIES'
UNIQUE HISTORICAL, CULTURAL AND NATURAL RESOURCES, AS WELL AS HUMAN
RESOURCES.
1. CREATE A CHILD CARE NETWORK, INVOLVING SINGLE PARENTS
AND FAMILIES AS WELL AS MENTORSHIP FOR TEENS AND SENIOR
CITIZENS.
Status: This objective was geared specifically to the EC application. No network per se has
been established. Child care remains a problem in the county as a whole. Zia Food Care, a State
program, monitors homes where day care is undertaken. The program also provides on-site
training for adults who take care of children in their homes. Child care classes are also occa-
sionally offered through the Cooperative Extension. In terms of mentorship, the Teenage Preg-
nancy Program (TAPP) provides two coordinators who mentor teens from mid-school and up.
The program is funded by the Mother and Child Health Care office. There are no mentorship
programs for seniors, but the Commission on Aging offers occasional classes through the Sen-
ior Office. Contact: Marilyn Mignery, Cooperative Extension 4-H Agent/Home Economics,
384-2372.
2. ESTABLISH A TRANSPORTATION AUTHORITY so TRANSPORTATION
WILL NOT BE A LIMITING FACTOR TO JOB CREATION.
Status: Public transportation is unavailable except for Medicaid patients. People drive every-
where. They shop and work in Albuquerque and Santa Fe. Transportation remains a big prob-
lem. Barrier: The population apparently isn't big enough to justify/make feasible a public
121
transportation system. A COMPREHENSIVE TRANSPORTATION STUDY is needed to help
determine whether vans would be feasible. Then decisions would have to be made regarding
where to obtain the vans, what schedule to run, who to transport, and where. "Not only do we
not have the money, we don't have the staff [to undertake new programs]." -Ted Reddinger.
Contact: Ted Reddinger, Torrance County Manager, 384-2418
3. CREATE A RECREATIONAL FRAMEWORK IN ORDER TO INCREASE
COMMUNITY JOBS AND SUPPLY A NEED FOR EXTRA CURRICULAR
ACTIVITIES TO INCLUDE AREA RESIDENTS AND TOURISM PROMO-
TION.
Status: Not being addressed. Kids need something to do. After school activities for teenagers
are limited. This contributes to Torrance County having one of New Mexico's highest per capita
pregnancy rates. The Teenage Pregnancy Program (TAPP) is in two of the three high schools,
but it does not alleviate the problem of teenagers having nothing to do after school and at night.
Barriers: Lack of focus on problem, lack of resources with which to address it.
4. DEVELOP TOURISM AND ITS AUXILIARY SERVICES.
Status: Tourism development is one function of the Torrance County NM MainStreet program.
The county is advertising that it has plenty of room nights available and that there are attrac-
tions worth stopping to see. The County has developed brochures and fliers and is developing a
billboard advertising campaign. A Scenic Byways designation is being sought for NM Route 55
which will increase tourism if granted. Barrier: There is no Visitor's Center. This lack may be
addressed if granted the Scenic Byways designation. Contact: Susan Simons, New Mexico
MainStreet Coordinator, 384-2418.
5. EXPAND LOCAL ASSETS AND REGIONAL POINTS OF INTEREST
[HISTORICAL RESOURCES/ASSETS].
Status: This is being addressed as part of the Tourism and Scenic Byways initiative of the Tor-
rance County MainStreet program. The county is rich in archeological sites, including saltbeds
where many dinosaurs have been found. There is a small museum in Moriarty. Contact: Susan
Simons, New Mexico MainStreet Coordinator, 384-2418.
6. ASSIST WITH IN-PLANT TRAINING FOR NEW BUSINESSES.
Status: No in-plant training is underway. Judy Elstner stated that R&E is there to support busi-
nesses in any way they need it, including training. To her knowledge, however, no area busi-
nesses are requiring in-plant training. Contact: Judy Elstner, Retention and Expansion program
(R&E), Cooperative Extension, 384-2372
7. IMPROVE TRANSPORTATION
Status: [See GOAL 2-#2].
122
8. IMPROVE INFRASTRUCTURE AND FACILITIES, ESPECIALLY ROADS
AND NEW RECREATIONAL FACILITIES.
Status: Torrance County has over 950 miles of roads; only two miles are paved. The county is
not seeking any new roads, but wishes to maintain its dirt roads and upgrade to some kind of
PAVING where feasible. In terms of a recreational facility, MainStreet is making a proposal to
the Forest Service and possibly the Park Service to fund development of a COMMUNITY OR
RECREATION CENTER that would offer educational/ instructional programs to tourists and
locals alike. The program might include agricultural heritage and woodworking classes, as well
as interpretive trails/exhibits, and instruction in woodcutting and land management.
Barriers: Scenic Byways designation required as prerequisite, funding. Contact: Ted Red-
dinger, Torrance County Manager, 384-2418; Susan Simons, New Mexico MainStreet Coordi-
nator, 384-2418.
9. PROVIDE/INCREASE DAY CARE FOR CHILDREN.
Status: [See Objective #1 of GOAL 2].
III.
EXPAND EXISTING BUSINESSES AND DEVELOP NEW
MARKETS FOR COMMUNITY PRODUCTS AND SERVICES.
INCREASE SELF-SUFFICIENCY THROUGH LOCAL BUSINESS
EXPANSION.
1. INCREASE TOURISM BY TARGETING LOCAL ASSETS AND AREA HIS-
TORY.
Status: NM MainStreet and R&E are working with businesses to identify their needs and to in-
crease communication and coordination. R&E completed a survey and extensive interviewing
of 55 businesses in order to compile a database of information on area businesses. The informa-
tion gathered contains data which can be tracked over time (e.g. the number of full- and part-
time employees). The information is free and available to the public. Contact: Susan Simons,
New Mexico MainStreet Coordinator, 384-2418; Judy Elstner, Retention and Expansion pro-
gram (R&E), Cooperative Extension, 384-2372.
Sub-objectives:
[THE EC APPLICATION INCLUDED THE FOLLOWING LIST OF SUB-OBJECTIVES]:
A. Capitalize on market for current products
Status: This is happening to a small extent.
B. Rehabilitate empty buildings
Status: Mountainair has been good at this, but each time they rehabilitate one building, a tenant
moves out of another building.
123
C. Inventory of local businesses (pinpoint gaps)
Status: Done
D. Improve city/community roads
Status: Implementation is continual & ongoing.
E. Develop market niche for local products
Status: R&E project - project in infancy stage
F. Entertain/promote local & regional events (e.g. Ranchers Day)
Status: Rancher's Day has been very successful. There were 4-5 people on every committee.
The festival was self-funded (i.e. the ranchers paid for it themselves). The Bean Fiesta also has
been a big hit [the Bean Fiesta takes place outside of the CC zone].
G. Take advantage of local skills
Status: Have not investigated providing education for business people through the SBDC's
H. Create loan pool (micro loans)
Status: That project is "pretty far down the road." That was part of the EC program. It might be
a function of R&E, but that might be stretching it.
I. Recapture revenue that is leaving region
Status: There is a Buy at Home campaign at Christmas and a bazaar of local artisans during
Ranchers Day.
J. Beautify towns/streetscapes in target area
Status: This is an ongoing function of MainStreet.
K. Hire community people for local employment
Status: Ongoing. R&E operates an Employment Clearinghouse. They take applications from
job seekers and provide them to potential employers.
[Additional Goals:]
[THESE COMMUNITY GENERATED GOALS WERE MENTIONED IN THE STRATEGIC
PLAN (PAGE 32), BUT WERE NOT STRUCTURED INTO THE PLAN AS GOALS].
124
IV.
YOUTH PROGRAMS - RECREATION - AFTER SCHOOL
Status: [See Goal 2-3].
V.
FARMERS & RANCHERS CO-OP
Status: Attempted to organize a farmers cooperative market last Summer, but it was a bad year
for farmers. The farmers organized a successful Pumpkin Festival in Moriarty. They plan to try
the cooperative market again this Summer.
VI.
HOUSING
Status: There are some subdivisions in the works but the County is not involved in housing.
There is a real need for it (Almost no rental housing is available in the county and very few
multi-family units), but the County lacks staff and resources to address the need.
VII.
ENVIRONMENTAL RESTRICTION
Status: Spotted Owl problems. Regulation of public lands -especially pertaining to grazing and
wood cutting issues- affects people living in mountain communities.
VIII. CAPITAL DEVELOPMENT (INVESTMENT CAPITAL/BANK-
ING)
Status: Ted Reddinger, principle CC contact person, is interested in implementing this goal, but
lacks adequate staff and funding to pursue it.
125
VIII. THE CITY OF HOBBS & LEA COUNTY EC INITIATIVE
A. Introduction
Many of the projects in the Hobbs/Lea County Strategic Plan are very ac-
tive. Significant progress is being made in the development of health care pro-
grams and facilities, as well as in community facilities and transportation-related
infrastructure. While the city has some of the most affordable housing in New
Mexico, with median home prices of approximately $60,000, major problems ex-
ist regarding housing quality. Many homes that need rehabilitation were poorly
built initially and lack foundations. Because of this, they cannot qualify for assis-
tance under existing rehabilitation programs. The City expects a wave of new
housing construction and a substantial improvement in the quality of life if the
much anticipated detention facility is built there.
B. Background
The City of Hobbs EC Initiative targeted four census tracts in a 11.6
square mile area in the southern half of the city. The poverty levels ranged from
35.2% to 54.7%. This area contained the greatest percentage of minority youth
and female-headed households. It experiences high unemployment levels, dete-
riorating housing conditions and the general absense of new construction and
development.
C. The Planning Process
Hobbs began considering whether to participate in the EZ/EC initiative in
March 1994. The first public meeting was held on 5/10/94. Hobbs had completed
a community based strategic plan in 1992 and used the EC planning process as
a vehicle to revisit and build upon some of the goals and issues in that plan. The
City invited participants from the 1992 effort to take part in the EC initiative. In all,
eight public meetings were held with attendences of about 15 people --which is
considered a good turn out for public meetings in Hobbs. The participants in the
process represented a good cross section of the community, from small business
owners in the zone to pastors of major area churches (including a predominantly
Black Baptist church and a predominantly Hispanic Catholic church), to finance
people from the banks. The city and community worked together to rapidly de-
velop, draft and submit their strategic plan. Russell Doss, City Engineer and Artie
Hart-Corelis of the Industrial Development Corporation wrote up the strategic
plan and the application.
127
D. The Strategic Plan
The Strategic Plan addressed seven categories:
1) Education and Training - which sought to address the need for additional
and better job and job skills training and development in a new Educa-
tion/Training Facility. The facility was a major objective of the EC Initiative.
2) Business Development - which sought to increase business related educa-
tional opportunities (in the Education/Training Facility), increase the availabil-
ity of and accessibility to funding sources for small businesses, and to begin a
Business Incubator.
3) Jobs Programs - In this category, the community emphasized that the most
important component of their "Economic Improvement Plan" was to develop
quality jobs for youth (especially) and for adults.
4) Housing Improvements - The plan focused attention on the need for reha-
bilitation for homes of low income residents, on the need for flood mitigation
construction to remove a potential threat to property owners, and on develop-
ing means for low income renters to purchase their homes.
5) Social Services - The plan listed Hobbs' major social service providers to-
gether with their goals and organizational/funding needs.
6) Transportation Concerns - addressed the need for adequate public trans-
portation and the development of the Southeast Truck Bypass in order to re-
route hazardous materials, as per WIPP.
E. Implementation Efforts and Current Planning
The Hobbs Strategic Plan has seven goals with 39 objectives. Of the ob-
jectives, 25 (64%) are being or have been addressed, 13 (33%) have not been
addressed, and the status of #III-B.1 (3%) remains to be ascertained.
A major emphasis of the Hobbs Strategic Plan has been to address the
need for adequate health care. While the city has made some important gains in
this area (see below), it is especially interested in upgrading its perinatal pro-
gram, despite cutbacks in the State-funded program. While the city has not yet
realized several of the 'big ticket' items in the plan, such as the Training & Edu-
128
cation Facility or the Recreation Center,²⁷ it has seen success in the following
areas:
Basic needs
The City established programs to address the need for transitional
housing, emergency meals and transportation for the elderly.
Health care/social services
Hobbs was selected to participate in the Community Solutions for
Rural Health Initiative of the National Rural Health Association. The
city is completing a comprehensive health needs assessment.
Lea County funded the establishment of medical and dental facili-
ties to increase service to low income patients.
Economic development & job training
The city contracted the Industrial Development Corporation of Lea
County, Inc. (IDC) to promote area economic development. IDC re-
cruited three new businesses to the CC area in 1995 for a net in-
crease of 50 jobs.
IDC offers wage and tax subsidies to encourage area businesses
to hire non-skilled local workers and to provide in-plant training.
The New Mexico Legislature plans to site a new regional detention
facility in Hobbs, as well as a Junior College Training Center.
Housing
Hobbs received State CDBG funds to complete rehabilitation on 11
homes in 1995. The city plans to rehabilitate three additional homes
by June, 1996.
Environmental quality
A natural gas program was established for city vehicles
An active recycling program was implemented.
27 Hobbs is seeking $350,000 for the Recreation Facility, which may include a baseball or soccer
plex. The city received a $100,000 appropriation in 1995 for a Community Center which may end
up being a second Senior Center.
129
F. Strengths and Weaknesses in the Process and the Plan
One of the strengths in the EC strategic planning process, according to
Russell Doss, was that it required people to get out and talk with community
members to identify the needs and then to bring people together to reach a con-
sensus. The program was good because it "gave us an idea of where we're go-
ing and the individual agencies are able to find out where we're going." Mr. Doss
considers the strength of the strategic plan itself to be the variety and range of
areas it covers. The process got the city to begin looking at a number of areas
and needs it previously had not considered.
The biggest weaknesses were the time factor and the demands on staff to
plan and develop the application. Mr. Doss stated: "This took a lot of work, re-
sources and time. Unless it's required, I don't think the City Commission is going
to allow us to spend a lot of time doing something like this again when the incre-
mental benefits from it are going to be so small."
G. Needs Assessment
1. Housing: As stated in the introduction, Hobbs has a major housing problem.
Funds and programs will need to be identified either to rehabilitate or to re-
move and replace dilapidated housing. In addition, determined efforts should
be made to develop new, decent and low cost housing for rent or ownership.
2. Economic Development: The Business Development section of the Strate-
gic Plan was very limited in scope and focused on Small Business Develop-
ment Center initiatives. This section gives no indication either of the number
and types of projects undertaken by the Industrial Development Corporation
(IDC), which contracts economic development work for Hobbs and Lea
County, or of the long term strategic goals the city has for the types of indus-
try and business it would like to recruit and promote. Information from a Tar-
geted Industries Analysis (TIA) contracted for the IDC will be used to fine
tune IDC's marketing plans. A summary of the findings is expected in June,
1996. The City should meet at that point with the IDC, the SBDC and other
business interests and members of the community to review the TIA findings
and to encourage public input into the development or revision of a long
range strategic plan for economic development.²⁸
3. Job Training: A good number of job training programs are running in Hobbs,
but there appears to be little or no effort to coordinate information about
them. Each program or agency is struggling independently to maintain/obtain
28 For more information on the IDC or the TIA, contact: Artie Hart-Corelis, Marketing Director,
IDC, 397-2039.
130
funding. If NMJC goes ahead with a plan to expand its job training programs
into a new center combined with the Continuing Education program, that
center should include a One-Stop-Shop for local job and training program in-
formation and coordination. Networks should be developed and nurtured
through the center to allow agencies and organizations to partner in their
grantwriting efforts. This should promote more efficient utilization of human
resources, as well as allow the organizations to solicit support from a wider
range of support institutions and foundations. In the meantime, these ideas
could be discussion points for the Area Development Alliance at its quarterly
meeting.
4. Youth Development: Hobbs is doing well in terms of the resources it has
dedicated to addressing juvenile problems. The city needs to make certain
that opportunities for youth development (job training,/experience, education,
recreation and culture) also are developed and promoted. Hobbs can do
wonders for its future by attending to the betterment of its future's protago-
nists.
131
EC STRATEGIC PLAN STATUS ASSESSMENT
City of Hobbs
Goals:
I. EDUCATION, TRAINING & YOUTH
A.
Education & training objectives
1. Classroom facility in zone - provide "in zone" education & training
2. Computer facility adjacent --improve computer literacy
3. Administrated by New Mexico Junior College (NMJC) SBDC (upper level students/part time
jobs) to supervise facility.
4. Classes to include GED classes, Vo-Tech training, ESL-SSL, literacy training, computer
training, small business workshops and other training
Status: This goal was specific to the EC application. Nothing has been done to establish the
computer facility and adjoining classroom. The Junior College is offering ESL, but federal
funding for other programs has been slashed. The Vo-tech training programs are still going in
the schools. The SBDC is interested in merging its services with the Department of Continuing
Education at NMJC
B.
Boys/girls club
Acquire 3 additional computers.
NMJC application for federal grant. Five year funding to improve basic education skills and to
develop five vocational/tech programs for student outreach (Office Tech, Computer aided
drafting, Automotive Tech, Medical Lab. Tech, Hazardous Materials Management. Provide col-
lege credit for high school classes.
The Boys and Girls Club provides computer training and recreation programs which benefit a
large number of low income and minority youth. [NMJC sought a five year grant to improve
basic education skills and to develop five vocational/tech programs for student outreach (Office
Tech, Computer Aided Drafting-CAD, Automotive Tech, Medical Lab Tech, and Hazardous
Materials Management). NMJC wanted to provide college credit for those classes offered to
highschool students].
Status: This goal is being addressed. The NMJC program was funded through a Title III grant
and is in its second year. A new course is brought on line each year. The CAD and Automotive
programs are open to vocational highschool students for college credit under the Concurrent
Credit program. Computers have been donated to the Boys and Girls Club and Computer
Training/tutoring classes have been set up. "The program is working well." Contact: Jeff Wil-
liams, Director, Boys & Girls Club, 397-4446; Marilyn Jackson, Director of Learning and Ca-
reer Services, NMJC, 392-5499.
133
Status (1-B, cont.): Computers have been Doñated to the Boys and Girls Club and Computer
training/tutoring classes have been set up. The program is going well. Contact: Jeff Williams,
Director, Boys and Girls Club, 397-4446.
II.
BUSINESS DEVEL OPMENT
A. SUPPORT NMJC SBDC WITH THEIR SMALL BUSINESS START UP AND
ENHANCEMENT PROGRAM:
1. With Education Center (Classroom facility) in labor education and training;
Status: Nothing has been done on this objective. However, the NMJC-SBDC is interested in
merging its services with the Department of Continuing Education at NMJC. Contact: Roger
Moore, SBDC, 392-4510.
2. Increase amount of financial assistance available to small businesses;
Status: SBDC runs a Business Start Up and Enhancement program in which it acts as an inter-
mediary in locating funds for businesses. It works to enhance and enlarge secondary funding re-
sources.
3. Access New Mexico Community Loan Fund for small loans for start up of community based
businesses;
Status: SBDC has made several attempts to access the New Mexico Community Loan Fund, so
far without success.
4. Acquire and develop an approximately 40,000 sq. ft. facility for a business incubator, educa-
tional classroom and computer training lab.
Status: Nothing has been done on this, although it remains a long range goal. The barriers are
staffing and funding. NMJC-SBDC changed directors twice in 1995. It has been difficult to
maintain a direction. Contact: Roger Moore, SBDC, 392-4510.
III.
JOBS PROGRAMS
A. ASSIST LISTED PROGRAMS
[THERE IS NO ONE-STOP-SHOP FOR INFORMATION ABOUT THESE PROGRAMS]
1. College JTPA - NM Dept. Of Labor, NMJC
Status: Job Training Partnership Act (JTPA) program is ongoing.
2. JTPA Summer Youth Jobs - Dept. Of Labor, Hobbs Schools;
Status: Due to funding cuts, Hobbs will not get this program for Summer 1996. There will only
be six Summer programs in the State and only in the largest cities.
3. School to Work Program - NMJC proposed program;
134
Status: The School-to-Work program remains to be developed. A Tech preparation program is
in place at NMJC.
4. Project Forward, JOBS - NM Income Support Division, NMJC, CSW;
Status: Implemented and ongoing.
5. Youth HUD Training - HUD (Roswell) - possible program;
Status: Program is only in Roswell.
6. High School Vocational Program - Hobbs Schools; Integrated Job/Employment Support - NM
Dept. of Labor, TDC, C of C;
Status: This is addressed through Project Forward work study through the JTPA.
7. Work Supplementation Program (Welfare) - NM Dept. of Labor;
Status: Program implemented and ongoing.
8. Grants and Loans for OJT - NM Dept. Of Labor;
Status: Ongoing effort. Ford and GM offer an Automotive training program with 8 weeks in
the classroom and 8 weeks working in a dealership repeatedly during the course of two years.
9. Resume/Interview Workshops and Classes - NMJC, Hobbs Schools;
Status: Resume service are available in the Learning & Career Services at NMJC.
Contact: Marilyn Jackson, L&CS, NMJC, 392-5499.
10. Job Networking Support - Chamber of Commerce, Industrial Development Corporation
(IDC).
Status: The SBDC works to recruit business and industry to the area and to develop that sup-
port network.
B. DEVELOP PARTNERSHIP BETWEEN CC, CHAMBER OF COMMERCE &
TRADE DEVELOPMENT COUNCIL
EXPAND # OF JOB OPENINGS AVAILABLE FOR LOW TO MODERATE INCOME PEOPLE.
1. Check Chamber surveys containing feedback from businesses to determine what training is
needed.
Status: Undetermined. The contact, Fran Board, Executive Vice President of the Chamber of
Commerce (397-3202) could not be reached for comment.
2. Unified career and job information effort - to include job counseling, referrals, resume/interview
training and job networking support.
Status: There is no unified effort, but NMJC provides counseling and career training work-
shops. Contact: Marilyn Jackson, Director of Learning &Career Services, NMJC, 392-5499.
135
IV.
HOUSING
A. HOBBS CDBG APPLICATION FOR $400,000 FOR LOW INCOME HOME
REPAIRS.
Status: Hobbs received CDBG for one year. The grant was used to rehabilitate 12 homes. The
City is working on one more. The program must be completed by June 1996. Hobbs applied for
CDBG funding to continue the program into 1997, but was turned down because, according to
Russell Doss, home repairs "no longer appear to have a high priority under the State CDBG
program. There is a tremendous need for home repair. Many low income residents' homes
are shacks that aren't worth the cost of the repairs (Hobbs was an oil field town and the homes
were thrown up quickly). Many have no foundations. "If you tried to rehab them, they'd fall
down." Many residents the City would have liked to help could not be helped with the $15,000
limit. Hobbs is interested in developing a housing removal and replacement program.
B. FLOOD MITIGATION CONSTRUCTION
[ADDRESSED IN 'VI. COMMUNITY FACILITIES']
C. NM-MFA HOMEBUYING PROGRAM
Jim Stretz of NM-MFA offered -if Hobbs designated as EC- to set up a pilot program in Hobbs
to originate, service and fund 203K Rehabilitation Home Loans.
1. The program allows low income/renters to purchase and rehabilitate homes with low or no
down payment.
2. The program would work extensively with an "existing non-profit" in undertaking.
3. MFA also willing to work with local lender to guarantee up to 50% of interim construction
loans for "infill home construction."
4. Include GSE Investment Partnerships - Fannie Mae and Freddie Mac- to provide flexible
home loan programs and decrease cost of down payments and ownership counseling.
Status: NM-MFA has a single family bond finance program in place which can benefit low in-
come families through 203K loans. NMMFA has $10-15 million available for the program over
three years. The barriers --or requirements-- are (1) a local lender willing to invest in the pro-
gram; (2) a local non-profit to assist with screening of applicants; and (3) two to three staff
people to process applications and loans and to originate on the secondary market for NM-
MFA. The loans are a good means of conducting rehab on a house-by-house basis. Contact:
Jim Stretz, NM-MFA, 843-6880.
V.
SOCIAL SERVICES
A. LEA COUNTY PERINATAL PROGRAM
29 Anita Heisenberg, director of the New Mexico Department of Finance Administration, which
administers CDBG grants, stated that what has changed is that housing no longer gets priority
points in CDBG applications, and so must compete on an equal footing with all other CDBG appli-
cations. For more information, Contact: Anita Heisenberg, 827-4974.
136
[SOUGHT $62,061 TO BEGIN PROGRAM]
Status: County has not been able to fund this program. Barrier: This was a state funded pro-
gram. Funding cuts have made the program and situation much worse.
B. FAMILY CENTER
[SOUGHT $46,616 TO FUND TEAM PROPOSAL FOR PRESCHOOL CHILDREN UNABLE
TO ACCESS HEAD START PROGRAM]
Status: The Family Center's funding request was turned down. The Center has no funding.
There is a New Parent Learning Center that is doing some work in support of Head Start. Con-
tact: Patricia Grovey, New Parent Learning Center, 397-7336.
C. GUIDANCE CENTER OF LEA COUNTY
[SOUGHT $19,000 THROUGH CHILDREN, YOUTH AND FAMILIES (CYF) TO IMPLE-
MENT A GANG INTERVENTION PROGRAM]
Status: The Guidance Center's request from CYF was turned down. The Police Department,
however, administers a Zero Tolerance program and a gang intervention unit (See "Hobbs Po-
lice", #V-5).
D. MANNA OUTREACH
[SOUGHT $20,000 FROM HUMAN SERVICES DEPARTMENT TO EXPAND EMERGENCY
FEEDING PROGRAM]
Status: Area churches are supporting this program.
E. HOBBS POLICE
[SOUGHT $40,000 THROUGH CYF OR THE DEPARTMENT OF PUBLIC SAFETY FOR A
NEW JUVENILE OFFICER WITH EMPHASIS ON GANG AND DRUG PROBLEMS AND EN-
FORCEMENT AND ON EDUCATION SERVICES FOR YOUTH]
Status: The position was not funded. The Police Department is working with the Juvenile Jus-
tice Advisory Committee (JJAC) to acquire additional funding. Hobbs has aggressively taken
on gangs through the Zero Tolerance and DARE programs. The department has a five person
tactical unit to deal with gangs and juvenile offenders, and is expanding its Neighborhood
Watch program and implementing a new neighborhood bicycle patrol program with two offi-
cers with bikes. Drug prevention and gang intervention programs are also operating in the
schools and there is an 11 p.m. curfew in the city. Contact: Bill Morrill, Police Chief.
F. THE KENSINGTON
[SOUGHT CAPITAL OUTLAY AND OPERATING COSTS FOR PURCHASE & OPERATION
OF A BUS TRANSPORTATION PROGRAM FOR THEIR ELDERLY].
Status: The Kensington received a Section 16 grant for elderly residents which covered this
goal.
G. LEA COUNTY COOPERATIVE EXTENSION
[SOUGHT $60,000 FROM CYF OR DEPARTMENT OF HEALTH FOR NUTRITION EDU-
CATION OUTREACH PROGRAM]
137
Status: The Cooperative Extension is still seeking funding for this program. Their grant request
to above entity was turned down. Contact: Ruth Jones, Lovington Court House, 393-7896.
H. POTENTIAL FOR NEW SERVICES
1. Youth Activities [See "VI. Community Facilities", #'s C and D.3]
2. Transitional Housing - for families during HUD waiting period
Status: There still is no transitional housing. Manna Outreach is seeking to address this objec-
tive.
3. Art and cultural museum facilities
a. Develop private non-profit agencies to fund & administrate
b. Purchase small building (approx. $50,000)
c. Must be self-funding
Status: Nothing happening on this objective. It was included in the EC application in order to
improve the chances of receiving a designation. It is not a high priority in the CC.
VI.
COMMUNITY FACILITIES
A. GIBBS ADDITION - SANITARY SEWER
[WATER IMPROVEMENT - ADDRESS CONTAMINATION CONCERNS]
Status: Sought unsuccessfully to address this through CDBG program. It is not a high priority.
B. FLOOD ZONE MITIGATION PROJECT
Status: Ongoing effort. Working with New Mexico State Soil & Conservation Department.
C. CONSTRUCT LITTLE LEAGUE BASEBALL COMPLEX
Status: The city is continuing work on a large recreational facility, possibly a second soccer
plex on the north side or a four-plex baseball field for Little League. $350,000 is being sought
to complete the project.
D. OTHER FACILITIES NEEDED:
1. Primary Health Clinic
Status: The South Hobbs Medical Clinic is finished. It was built by the County. A strategic
health plan is being developed through a Community Solutions for Rural Health grant through
the National Rural Health Association.
2. Senior Citizen Center
Status: Seniors have an existing center.
3. Community Center
138
Status: The State appropriated $100,000 in 1995 toward a Community Center. It will possibly
be a second senior center or a youth center for teen activities.
4. Dental Clinic
Status: Lea County has completed development of a low income dental facility.
VII. TRANSPORTATION CONCERNS
A. [PUBLIC] TRANSPORTATION - INCREASE AVAILABILITY
Status: Ongoing effort. Hobbs Express is considering possible fare reductions in order to make
the system more accessible and to increase ridership.
B. SOUTHEAST TRUCK BYPASS - FINAL LEG OF BYPASS SYSTEM
Status: Ongoing project with Highway Department and WIPP funding. The City hopes that the
project will go to construction by Spring 1997.
139
IX. THE CITY OF LOVINGTON; LEA COUNTY EC INI-
TIATIVE
"The City of Lovington's vision is strongly centered on business expansion
and research." Economic opportunity will focus on diversifying the econ-
omy (historically dependent on the oil industry). "We visualize taking our
existing youth programs and adding programs that include families and
youth together. We visualize adding culture for the families of art, music
and theater and enclosing our swimming pool and making it a useable
year-round facility for youth and the elderly."
-From the Strategic Plan Vision Statement
A. Introduction
The City of Lovington is engaged in a persistent, and apparently dead-
locked struggle with the spectrum of needs the community identified in the
EZ/EC application process. The fact sheet accompanying the City's request for a
waiver of the poverty rate criteria from the 35 percent threshold to 25 percent
(which was granted) offered a grim picture of the daily reality faced by Loving-
ton's residents. Among other things its stated that:
34.6% of children under 18 live below the poverty level
22.4% of persons 18-64 are below poverty level
20.1% of persons 65 and older are below poverty level
Of the 9,267 person population of Lovington, 1163 have less than a ninth
grade education, 2129 have noninstitutionalized diability, and 891 families re-
ceive social security income.
B. Background of CC Target Area
The Lovington EC Initiative addressed one census tract (BNA #1002) of
7.9 square miles which encompasses the northern portion of the City. The target
area had a population of 6,225 with 1,743 living in poverty.
C. The Planning Process
The applicant's first exposure to the EZ/EC program was on April 13, 1994
when it sent representatives to attend a meeting on the initiative. The City held
two well attended Town Hall meetings in May and a final public meeting in early
141
June to review a rough draft of the proposal. The applicants felt that a good
cross-section of the city's population was represented with 34 percent of the
committee participants being minority citizens.
D. The Strategic Plan
The Strategic Plan contains 15 goals and 48 Action Steps which address
eight categories: Econonomic Development [7 goals (G) with 18 Action Plans
(AP)]; Youth Development (2G, 18AP); Health Service Improvements (1G, 4AP);
Affordable Housing/Rehabilitation (1G, 2AP); Transportation Concerns (1G,
5AP); Recreation Facilities (1G, 3AP); Community Safety (1G, 4AP); and Cul-
tural Enhancement (1G, 1AP)
E. Implementation Efforts and Current Planning
This assessment addresses 29 of the Action Plans in the Strategic Plan. 30
Thirteen of these (45%) have been or are being addressed, while 16 (55%) have
not been. The community has made progress in the following areas:
Economic Development
A cheese plant and a whey plant which located in Lovington in 1994 are
helping to diversify the economy (the plants are located outside of the desig-
nated CC area).
Tourism is being promoted and expanded through the efforts of the New
Mexico MainStreet program (establishing NM MainStreet was a separate
Plan goal)
NM MainStreet also is promoting the Business Retention & Expansion pro-
gram.
Youth Development
An Activities Center affiliated with the Boys and Girls Club was built.
Housing
30 For reasons of brevity. In the Strategic Plan, several Action Plans address the same objective.
No points are neglected in the assessment.
142
Lovington received $1 million in CDBG and HOME Homeowner Repair pro-
gram funds in 1995 to rehabilitate nearly 100 houses. About half of the
houses were in the CC target area)
Community Safety
Lovington is condemning an old metal building and plans to recycle materials
to build a new fire substation.
The City has gradually been improving and replacing fire hydrants in con-
junction with needed street repairs.
Transportation
Improvements to the airport were completed (the airport is not in the CC tar-
get area).
Cultural Enhancement
Lovington received $300,000 grant from a legislator to move and renovate a
historic building for the museum. The museum is open.
F. Strengths and Weaknesses in Process and Strategic Plan
Strength:
"Finding out what people are interested in" and getting a Strategic Plan.
Weakness:
The short time frame left no time for revision of the plan.
G. Needs Assessment
The biggest needs for Lovington are:
1) Affordable Housing
The City needs to develop/promote affordable housing options (including new
rental, homeownership programs and renovation of dillapidated units, if feasible)
2) Economic Development
Efforts to develop a Revolving Loan Fund (RLF) should be renewed.
143
The City should either hire a director of Economic Development or give that
specific area of responsibility to existing staff.
3) Youth Development
Youth development was a major plank in the development of the Lovington CC
Strategic Plan. They should be called upon to find ways to address their needs.
Their needs should not be neglected for lack of funding.
4) Health Care
A survey needs to be done to determine what is needed in the way of medical
services in the Lovington area. A health services strategic plan should be devel-
oped based on the results.
144
EC STRATEGIC PLAN STATUS ASSESSMENT
CITY OF LOVINGTON
Goals:
/. ECONOMIC DEVEL OPMENT
1. PROVIDE ECONOMIC OPPORTUNITY TO ENHANCE, PROMOTE, IN-
CREASE AND DIVERSIFY A VIABLE ECONOMIC BASE FOR THE COM-
MUNITY.
Objectives:
1.
Revolving Loan Program (RLP) for new and expanding businesses;
2.
Implement RLP
3.
Evaluate RLP
Status: Lovington has been unable to fund the RLF. The City is pursuing a $350,000 grant
which would come to the city to be loaned out to businesses to help them expand. Lea County is
pursuing the same objective through EDIC.
4.
Effort to get prison in area;
Status: The State is dedicating a prison to the City of Hobbs or Lea County. This will have a
big impact on Lovington, especially in terms of housing which is very limited presently.
"Hobbs & Lovington together don't have enough housing." Small contractors must know for
certain on the prison before they will build any housing.
5.
Diversify industries
A. Industrial Development Council (IDC) effort
Status: Lovington has done well on this objective. A cheese plant and a whey plant came in at
the end of 1994. So Lea County now has dairy industry. They did not locate in the EC target
zone, but are helping the zone. The plants initially provided 10 jobs, and currently are providing
30 jobs. That number may increase.
B. Training for youth and adults to meet diverse industry needs;
Status: Lovington has not been able to develop the training programs. 'The best that we've done
is to establish a community activities center that has tutoring for school kids.' Barriers: are the
high price and the lack of facilities to use. The possibility of coordinating training programs
with the Junior College in Hobbs is not very feasible. Besides being out of the Lovington juris-
diction, 'When you get of town with the program, people won't go. It needs to be handy, avail-
able and reasonable. Of those three things, the Junior College is only reasonable."
6.
Expand/Promote tourist trade
Status: A New Mexico MainStreet program has begun in Lovington with a volunteer coordina-
tor. It is expected to help promote tourism. Contacts: Charles Kelley, Assistant City Manager,
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396-2884; Bob Carter, Industrial Development Council (IDC), 396-2884; Linda Pritchett, Co-
ordinator of NM MainStreet, 1-800-200-9065.
7.
New Mexico MainStreet program, Business Retention & Expansion (R&E)
Status: There is no R&E program in place yet, but the IDC is doing some work toward that
end. Contacts: Charles Kelley, Assistant City Manager, 396-2884; Bob Carter, Industrial De-
velopment Council (IDC), 396-2884; Linda Pritchett, Coordinator of NM MainStreet, 1-800-
200-9065.
II. HEALTH & HUMAN SERVICES
1.
INCREASE FAMILY AND HUMAN SERVICES INTO THE TARGET
COMMUNITY. [EZ/EC APPLICATION REQUEST = $1 MILLION].
Objectives:
1.
Establish community committee to oversee the effort.
Status: No such committee has been established.
2.
Encourage more daycare facilities.
Status: Lovington is still "hurting in daycare."
3.
Latchkey program
Status: There is a possibility of establishing a Latchkey program in the Activities Center. The
barrier is the need for funding and for a part-time administrator.
4.
Promote & diversify youth activities (e.g. art, music, theater, academics)
Status: This objective has not been pursued for lack of funds
5.
Explore possibility of establishing a Junior Achievement Program
Status: This objective has not been pursued for lack of funds.
6.
Summer job program for youth
Status: The City has a goal of employing youth for Summer months, but there are no funds.
Last Summer the city hired 10-12 youth. Barrier: Employers want to employ youth, but cannot
afford the effects on their payroll (Social Security, federal tax and insurance).
7.
Possibility of building a YMCA or similar program.
Status: Built the Activities Center which is affiliated with the Boys and Girls Club. The youth
center recently was expanded to become the Activities Center especially to serve people be-
tween the ages of 18-55. The rest of the population is served by other existing facilities. The
expansion included installation of a gymnasium. The expansion was undertaken with funds
from CYF and the Legislature. It was completed in July, 1995.
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2.
ADDRESS INCREASING CRIME RATE
Objectives:
1.
Support DARE program initiated by Lovington Police Department;
Status: The DARE program was reimplemented by the Police Department and an officer was
hired to work in that area exclusively.
2.
Utilize current and expanded YOUTH PROGRAMS to decrease vandalism and related
crimes.
Status: The need remains. There is little for young people to do in their free time. No jobs are
available. Recreation opportunities are limited.
3. PROVIDE BETTER MEDICAL SERVICES TO ALL CITIZENS.
Objectives:
1.
Establish a committee to investigate health options.
2.
Committee report
3.
EZ/EC funding would provide seed money to encourage other entities to contribute for to
improve medical services.
Status: "We need to do a SURVEY of what the people of Lovington need in the way of
MEDICAL SERVICES." Doctors and nurses in the clinic think they're providing all the neces-
sary services, but individuals are going to Lovelace or Hobbs for needs that aren't being met lo-
cally. [One local business interested in the RLF wants to offer medical equipment rentals
(wheelchairs, beds, etc.), but he needs a lower rate loan than he can obtain right now].
4. PROVIDE ADEQUATE AND AFFORDABLE HOUSING.
Objectives:
1.
Continue & expand current programs;
Status: Lovington received close to $1 million in CDBG and HOME Homeowner Repair Pro-
gram funds for home repairs. This covered about 100 houses (approximately 50 were in the CC
area). The program is ongoing, but its future is uncertain because the State is trying to get out of
home repairs.
2.
Offer more ways to provide more housing.
Status: Lovington is short in available housing. The dairy industry that is coming in took what
housing was available. "We're about right for what we've got, but when the prison comes in we
will need more housing -and a lot of it." This point was geared to the EC application with HUD
and Farmers Home programs in mind. Kelley has encouraged realtors and contractors to take
advantage of the programs and has offered to write the applications, but the realtors and con-
tractors have not pursued the possibility [barrier:] because of the time constraints both on ap-
plying and on spending any granted allocations.
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III. PHYSICAL IMPROVEMENTS IN PROJECT AREA
1. IMPROVE TRANSPORTATION IN PROJECT AREA
Status: There have been no improvements in transportation.
Objectives:
1.
Keep railroad line in place;
Status: "Still hurting on the railroad." You can't put a train on the tracks and it's too expensive
to repair. The trains only come to the south end of town.
2.
Public transportation within city and to & from colleges in Hobbs;
Status: There have been no improvements in transportation. (1) "Still hurting on the railroad."
You can't put a train on the tracks and it's too expensive to repair. The trains only come to the
south end of town. (2) There's still no public transportation. Barriers: the service can't be con-
stant/continual (e.g. every 30 minutes or hour) and it's too expensive.
3.
Increase & improve trucker freight opportunities in area;
Status: Nothing is being done here. A SURVEY OF FREIGHT NEEDS and truckers and busi-
ness needs is needed.
4.
Improvements to airport
Status: The Lea County airport (which is not in the EC designated area) is scheduled for new
pavement & rehabilitation in February 1996. After accomplishing the project, the airport will be
set until beyond the year 2000. The project was funded by the Federal Aviation Administration
(90%), the State of NM (5%) and Lea County (5%).
5.
Support City infrastructure plan
Status: There's barely enough money for repairs. "We're just barely keeping up."
2. PROVIDE ADDITIONAL RECREATION FACILITIES IN PROJECT AREA.
Objectives:
1.
Explore possibility of enclosing the City pool and adding physical therapy equipment;
2.
Plan new city park to northwest of Lovington;
3.
Implement plan for new park [EZ/EC funding to attract other funding];
4.
Safer community in project area.
Status: All this is in the five-year CIP plan. There are insufficient funds to address the projects
presently. The money would have to come from a grant (not a loan ⑉ people cannot afford
higher taxes to pay it back. A lot of retired people live in Lovington).
148
3.
PROVIDE FOR SAFER COMMUNITY IN PROJECT AREA.
Objectives:
1.
New fire substation in project area;
Status: Lovington is trying to address this need. A year ago they had to dedicate nearly all of
their State-allocated funds for the next few years toward purchase of a new fire truck. The City
is condemning an old metal building and hoping to recycle the materials to build the new fire
substation. They require funding assistance on this project. None has been sought yet.
2.
Improve and replace fire hydrants;
Status: Improvement is being done gradually in conjunction with needed street repairs. It's very
expensive because they're installing new water lines as well as new hydrants.
3.
Install new curbs where needed in project area;
Status: Not done - no funds.
4.
Improve E 911 system.
Status: The State did this for Lovington. Some improvements remain to be made in system.
Need a database so that, for example, when a call comes in from a person in a wheelchair re-
quiring assistance, the police can be aware of that or other medical factors.
4. ENHANCE CULTURAL OPPORTUNITIES IN PROJECT AREA.
Objectives:
1.
Fund repairing of museum.
Status: The City received a $30,000 grant from a legislator to fund moving and renovating an
old building for the museum. This has been done and the museum is open. The problem is that
the City cannot afford to meet Americans with Disabilities Act (ADA) regulations in the mu-
seum if required to do so.
149
150
X. THE DEMING & LUNA COUNTY EC INITIATIVE
A. Introduction
Deming's progress in implementing its Strategic Plan has been very gradual. The
city's top concerns continue to be several issues identified in the EC application.
Deming continues to seek funding for a new primary care hospital and to reroof
the existing (and leaking) hospital. Juvenile problems have worsened since
submission of the application. The City is seeking funding from the State to site a
regional juvenile detention facility in Deming. One significant achievement in the
city's plan implementation efforts is also geared especially toward young people:
a 6,000 square foot recreation facility is expected to come on line later this year.
On account of its proximity to the Mexican border, Deming is experiencing a
significant amount of border related challenges and hardships (for example, a
large number of students in the local grade school do not speak English. This
can negatively impact the progress of the students who do speak English).
B. Background
Deming and Luna County's CC target area contains four census tracts
with a 1990 population of 14,380 and with 4,497 people living in poverty in an
area of 133.5 square miles. The area has been suffering in recent years from the
combined effects of rapid growth, high unemployment, low tax revenues, scarcity
of available and affordable housing, loss of doctors and a hospital, and from
Mexico-related initiatives, such as the Amnesty Law and NAFTA, which have
added to the challenges facing government agencies and institutions in the area.
C. The Planning Process
In May and June of 1994, a total of six community meetings were held to
identify and prioritize issues to be addressed in the plan. The applicant had
wanted to include Colombus, NM, but that area was ruled ineligible. The Strate-
gic Plan was compiled by seven independent teams who focused on identified
areas of need.
D. The Strategic Plan
Prepared as it was without collaboration between the seven teams, each
of the Plan sections was very distinct. The resulting report was not cohesive.
151
Several sections offered no specific goals or objectives. The plan addresses
seven goals, as follows:
1) Health care and public safety - the goals included improving Emergency
Services (EMS, medical and law enforcement capacity), upgrading the hospi-
tal facility, resolving medical staffing shortages, and addressing community
health needs (including elderly hospice/Adult Daycare, and CPR classes).
2) School Issues - The goals were to improve the local communications system
to allow community members to participate in existing educational programs
and to improve vocational/technical training opportunities in the area.
3) Youth Activities - Long term goals were to provide a range of opportunities
and facilities for particiaption in organized activities, to limit gang involvement,
to improve educational/training opportunities, and to provide a setting for
crime free activities.
4) Juvenile Detention - sought to plan, design and construct a community or
regional juvenile detention facility
5) Migrant Housing - The goal was to solve the housing problem for a large
number of migrant workers by relaxing HUD and Department of Labor hous-
ing standards to allow for tents or development of barracks-style housing.
6) Social Problems - This category addressed ten issues including school
problems, language and cultural barriers and a general lack of all of the fol-
lowing: jobs; parental concern; youth involvement, and adult volunteers.
7) Economic Development - The plan included eight points ranging from
streamlining and strengthening government decision making processes, to
creating a Revolving Loan Fund of at least $50,000, to increasing worker
productivity through education and training programs.
E. Implementation Efforts and Current Planning
Besides the development of the Recreation Facility, little progress has
been made on most of the Strategic Plan objectives. The objectives which have
definitely been met include: providing for elderly care needs and implementing
the Luna County Fire Districts. In terms of current planning efforts, the City is
moving to develop zoning controls. The City has also made an effort to address
juvenile problems by instituting a day time curfew.
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F. Needs Assessment
The needs identified in the Deming & Luna County Strategic Plan are real
needs that are not being addressed. For a strategic plan to function well, the
community must be invested in the outcome. Without the active participation of
the community, it is difficult to resolve the community's problems. My recommen-
dation is for the City of Deming to hold a Town Hall meeting to revisit and review
these goals and objectives to identify the barriers and to prioritize strategies to
resolve the biggest problems.
153
154
EC STRATEGIC PLAN STATUS ASSESSMENT
CITY OF DEMING & LUNA COUNTY
Goals:
I. HEALTH CARE AND PUBLIC SAFETY ISSUES
A. Needs Assessment:
1. PRIMARY HEALTH CARE
Status: A NEW PRIMARY CARE HOSPITAL is needed within 3-5 years. The situation is
more drastic than when the plan was submitted. An HMO which came in put Deming $1.5 mil-
lion in debt. The city has "slowly climbed out of the trenches, but the main thing everyone
wants right now is just to keep the existing hospital open." The hospital needs major capital im-
provements. The State Legislature appropriated $300,000 in CIP funds last year to put a new
roof on it, but Governor Johnson's veto froze the allocation. The kitchen needs replastering.
2. EMERGENCY MEDICAL SERVICES
Status: The hospital is open 24 hours. The biggest problem is staffing. When the hospital is un-
derstaffed, Deming has to rent some physicians and caregivers, which becomes very expensive.
Deming recruited seven physicians and needs about three more general practitioners. A big
problem is the turnover in physicians.
3. FIRE PROTECTION
Status: Luna County has volunteer fire fighters, but needs FIRE EQUIPMENT and FACILI-
TIES to house the equipment for its outlying areas. The county has always relied on Deming to
fight all of its fires. They do not have any modern equipment. Contact: Scott Vincent, County
Manager.
4. LAW ENFORCEMENT CAPABILITY
Status: According to John Strand, 31 the problem with law enforcement is not the staff or
equipment -Deming has a lot of law enforcement; it is the need to change some laws. "The laws
are just too liberal and the law enforcement officers feel like they're handcuffed." With the point
system for juveniles, for example, you can't detain someone unless they obtain enough points.
Juveniles know that nothing will really happen to them if they are first or second time offend-
ers, so they take advantage of that. Dealing with JUVENILE PROBLEMS has become a top
priority. That is a change since the plan was submitted. "We're just starting to feel the effects of
gangs. That's another problem we're getting from the border." Many gang members are coming
from southern California, as well as El Paso and Tucson where they've already been in trouble.
Deming instituted a daytime curfew in response to the growing juvenile and gang problems. If
31 John Strand is the principle CC contact person for Deming/Luna County. All quotations are his
unless otherwise noted.
155
young people are caught off school grounds during daytime hours, their parents can be fined
$100.
B. Goals:
1.
Improve services
2.
Be efficient/cost effective
3.
Promote System growth
4.
Meet demands of rapidly growing community.
Status: Luna County is considering instituting zoning controls. The measure is not popular, but
necessary. As Mr. Strand emphasizes, "You can't allow a tarpaper shack to be put up next to a
$150,000 home. Somebody's going to get mad and I'll tell you who'll probably leave: the
$150,000 homeowner." That home gets devalued which hits the tax base by decreasing reve-
nues. That makes it harder for the government to do its job.
C. Needs and Barriers [as listed in the EC Application]:
1.
Lack trained emergency responders
2.
Local hospital needs repairs
3.
Inadequate Number of physicians, nurses and allied health personnel
Status: The hospital still needs nurses. "They're always short of nurses."
4.
Public education programs in CPR
Status: CPR Classes are available on demand. Contact: John Strand, City Manager, 546-8848.
5. ELDERLY CARE NEEDS (HOSPICE/ADULT DAYCARE);
Status: Hospice began in Deming in Fall 1995. A group of volunteers pulled together to make it
work. It's just getting started. Adult Daycare is in "pretty good shape." The hospital has an
HMO and there are several private homes. There may be a need for more adult daycare, but Mr.
Strand believes the private sector is doing an excellent job in this area.
6. IMPLEMENTATION OF LUNA COUNTY RURAL FIRE DISTRICTS
Status: The districts were implemented, but are really struggling for lack of adequate equip-
ment.
II. SCHOOL ISSUES
A. Goals:
1.
Develop a better communication system to allow members of community to participate in
existing educational programs.
2.
Develop with area universities more programs to meet the needs of the community and
allow more opportunities for vocational/technical training for all age groups.
156
Status: Mr. Strand believes no progress has been made on these goals. The people that wanted
that in the plan actually wanted a Vo-tech school to locate in Deming. That hasn't happened.
Contact: Carlos Vermontes. Check also with WNMSU whether they are offering Vo-tech
classes in the high school.
B. Objectives:
1.
Set up tuition reduction programs
Status: Nothing has been done. "The schools have really been having a hard time financially
[in Deming]."
2.
Set up committees to constantly evaluate effectiveness of programs
Status: Probably not done, with the exception of county planning.
III. YOUTH ACTIVITIES
A. Goals:
1.
Change the alarming trend of lack of supervision of youth.
2.
Halt the creation of a non-caring non-responsible generation of citizens.
B. Barriers and Needs [from strategic plan]:
1.
Lack of facilities
Status: Mr. Strand disagreed with this assessment. He said there are a lot of recreational facili-
ties in Deming, including a number of gymnasiums (in every church and school). The director
of a youth center asked the kids what they most wanted and they said malls and shopping cen-
ters.
2.
Shortage of organized activities
Status: This need probably has not been met. But the exact need and the means of addressing it
are undetermined. One program Mr. Strand especially would like to see is a Pop Warner-type
football program. But this is very expensive to implement. The cost to outfit each player is $200
- $300. Then, beyond the high equipment costs, there aren't enough parents who will get out
and help. They would rather see the city hire coaches and trainers.
3.
Shortage of adult volunteers
Status: As indicated above, the problem continues.
4.
Lack of Teenage Court
Status: This program is being looked into as a means to help curb teenage crime. The program
is working very well in Silver City. They received outside funding to set it up. Now that the
funding has ended, there's a question of whether the program will continue. But Deming wants
to duplicate the Silver City program with its own funds
5.
Gang prevention
Status: A daytime curfew is in effect. [See 'IV. Juvenile Detention']
157
6.
More hands on activities and training (e.g. School-to-Work programs, OJT);
Status: Not much is being done on this. There is one teacher in the high school who works hard
to get students into jobs, especially the ones who he can tell are not headed for college or trade
school. The city has hired a few of the students. Teacher's name? Contact: Carlos Vermontes
7.
Existing recreational facilities lack lights and other equipment
8.
Columbus has no youth facilities;
9.
Summer youth work programs
Status: The City of Deming has been hiring 1-2 young people to work each summer for the
Fire Department (washing the trucks, cutting weeds around hydrants, painting hydrants, etc.).
The program may be discontinued because last Summer a worker fell and broke her tooth.
There was a big problem determining who had the responsibility to cover the dentist costs be-
cause she had no workman's compensation.
C. Resources Required:
1.
Responsible civic volunteers; willingness/opportunities on part of young people (or paid
work if funding available);
2.
Financing to expand and construct youth facilities;
D. Priorities: [See "E. Action Steps" for status]
1.
Recruit professional personnel to implement/manage programs
2.
Recruit volunteers/semi-volunteers to staff programs.
3.
Neighborhood athletic fields and courts
4.
Community youth center
5.
Continuing Education facility
6.
Alternate education facility
7.
Reduce gang involvement
8.
Alleviate pressure on existing facilities
9.
Educate community with useable skills.
10.
Provide setting for crime-free enjoyable activities.
E. Action Steps:
1.
Recruit a youth activities director
Status: Deming hired a full-time youth activities director.
2.
Expand existing/construct new facilities;
158
Status: A nearly 6,000 SF facility has been constructed and is expected to come on-line in early
1996. It is mainly a recreation center. It has an office, an outdoor basketball court, a swimming
pool, and several small study areas. The facility will be run in conjunction with the schools.
Anybody is welcome there, but students who have been suspended from school will be required
to spend an hour in study hall before being participating in any activities there. The city does
not want the center to be perceived as a counseling center; the goal is for the kids to regard it as
their own center. The City funded the project with partial support from the State Legislature.
3.
Construct second Softball facility
Status: This may be done in Spring 1996. There are enough Softball fields. The problem is that
Little League and adult softball games take place on adjacent fields. Parents want to separate the
Little League activities from the adult games because the softball players often consume alco-
hol, occasionally become rowdy and use crude language.
IV. JUVENILE DETENTION
A. Goals:
1. PLAN, DESIGN AND CONSTRUCT A COMMUNITY OR REGIONAL JU-
VENILE DETENTION FACILITY BY 1/1/96
Status: A JUVENILE DETENTION CENTER has become the "number one need" in recent
years. The city has approached the Legislature for funding. If the hospital sells, it should be
feasible for the city and the county to come up with 50 percent of the cost of the facility. That
could be matched with an equal amount from the Legislature. Currently the only detention fa-
cility for kids in the area is in Silver City. That center is overloaded mostly with Silver City
kids. One problem with the overcrowding is that the Deming kids sent there are "let loose."
People in Deming "are just fed up.... They understand that often we can't even take our kids up
there [Silver City], and so can only by law detain the kids for six hours." The cost of the facility
is estimated at $1 million. Contact: Scott Vincent, Lea County Manager
2. REDUCE CRIMES COMMITTED BY JUVENILES ALREADY PENDING
ADJUDICATION BY 75 PERCENT BY 1/1/98
Status: This remains a problem due to lack of probation officers [Deming has two, but needs 3-
4] and a detention facility.
3. REDUCE INCONVENIENCE TO FAMILIES, COURTS, JUVENILE SERV-
ICES AND LAW ENFORCEMENT CAUSED BY TRANSPORTING JUVE-
NILES TO CERTIFIED FACILITIES
Status: This Objective requires and supports the need for a local facility.
4. POTENTIALLY SHARE COSTS WITH ADJOINING COUNTIES FOR JU-
VENILE INCARCERATION.
Status: This Objective requires and supports the need for a local facility.
159
V. MIGRANT HOUSING
A. Goals:
1. EXPLORE POSSIBILITIES FOR TENT CITIES AND/OR BARRACKS FOR
MIGRANT WORKERS DURING JULY - OCTOBER
Status: U.S. Department of Labor laws prohibit this type of arrangement or facility for workers.
"The Department of Labor is stricter on housing than HUD is." Deming has been seeking -and
continues to seek- a waiver. A number of workers have indicated their willingness to spend $10
a night for food and housing. "We think we could do that with the tent city. But if you go over
that $10 and provide a nice facility for say $15, the workers aren't going to stay there. They'll
find a bush and sleep behind it," said Mr. Strand.
Tierra Del Sol, a non-profit housing corporation, has been struggling to help house the farm
workers. The corporation had sought waivers from the US Department of Labor and from the
Bureau of Land Management, both of which were blocking efforts to construct any kind of
temporary shelter. Presently, Tierra Del Sol has a preapplication in for a 514-516 Farmworker
Housing grant or loan through RECD to construct a 44 unit conventional construction dormi-
tory complex. The dormitories are expected to provide year-round occupancy in four-bedroom
apartments with patios for at least 30 single commuter workers. The estimated cost for the proj-
ect is $1.5 million. Rose Garcia, director of Tierra Del Sol, states that if the dormitory is built
on the proposed site, "It will be the nicest development in the neighborhood." The neighbor-
hood, within the designated CC area, is the poorest in Deming. Contact: Rose Garcia, Director
of Tierra Del Sol, Inc., 1-800-658-9696.
Barriers: (1) Selecting a site for the project has been formidable. Tierra Del Sol is going
through its sixth site approval process. Previous sites were not viable due to lack of physical
feasibility (based on soil analysis) or on account of substantial community opposition.
(2) Given the approval of the present site on Diamond Street, the City of Deming will need to
provide the necessary off-site work (mainly street paving and 350 feet of sewer). Without the
City's direct involvement and support, the project will not be viable. John Strand supports the
project and is seeking support in the City Council.
(3)
Funding for the 514/516 Farmworker Housing program is extremely limited. Tierra Del
Sol is seeking joint HUD and RECD funding for the project. The goal is to establish a success-
ful pilot project in this first development of its kind. The pilot is expected to encourage other
entities (e.g. food processing plants and farmers) to support additional housing development for
farmworkers.
2. DETERMINE LONG-TERM GOALS, STABILIZE HOUSING NEEDS,
CONTINUE TO APPLY FOR ADDITIONAL HOUSING UNITS, AND ASSIST
FARMERS TO HOUSE THEIR WORKERS.
B. Needs and Barriers:
1.
Federal and state assistance during planning process;
2.
City and county support (e.g. surveying sites to determine need for migrant worker hous-
ing).
160
VI. SOCIAL PROBLEMS
A. Goals:
1. ADDRESS LACK OF JOBS BY:
A. Creating a job skills program to make students hirable;
B. Providing vocational education after school hours; and by
C. Continuing to recruit new industry to Luna County.
Status: There always has been an industrial and economic development board. Since 1985
there's been a full time economic development director on the board. Recruitment remains very
difficult because of all the aforementioned factors (inadequate hospital and schools, etc.) and
the underlying problems. "It really makes it difficult to attract somebody." Deming has not been
in a position to offer incentives to companies to locate there mostly because of the Anti-
Doñation Clause. The State of NM is supposedly ending this practice and has called for cities
and municipalities to submit the incentive plans they hope to offer for approval. But the Clause
has not yet been effectively repealed. "Everybody's sitting back and saying 'Let's let one plan
get approved and see how they did it."
2. ADDRESS PROBLEMS IN SCHOOL BY:
A.
Training teachers how to deal with social problems;
B.
Establishing a juvenile court (made up of youths);
C.
Establishing an alternative to high school education (e.g. credit for job work or an alter-
nate track school)
Status: Mr. Strand was unaware of any steps that have been taken to address this objective.
3. ADDRESS LACK OF CONCERN AT HOME BY:
A.
Counseling families in neighborhood homes;
B.
Working with families
Status: Mr. Strand was unaware of any steps that have been taken to address this objective.
4. ADDRESS LACK OF NEIGHBORHOOD FACILITIES BY:
A.
Establishing a program to be run by the Health Department to educate people on the im-
portance of hygiene and health issues.
Status: "That has not happened, unless maybe the state is doing something." Contact: State
Health Department
5. ADDRESS LACK OF SELF RESPECT
Status: Mr. Strand was unaware of any steps that have been taken to address this objective.
161
6. ADDRESS LACK OF YOUTH INVOLVEMENT IN COMMUNITY BY
PROVIDING FUNDING FOR:
A.
Sports equipment
B.
Intramural programs, etc.
C.
Small grants to neighborhoods organized for beautification projects
Status: Mr. Strand was unaware of any steps that have been taken to address this objective.
7. ADDRESS LANGUAGE AND CULTURAL BARRIERS BY:
A.
Offering free ESL and Spanish at an accessible central location;
B.
Providing PSA's in English and Spanish about public programs & opportunities.
Status: This problem is being addressed. Both items A. and B. have been implemented and are
ongoing.
8. ADDRESS LACK OF ADULT VOLUNTEERS BY:
A.
Motivating community on importance of voluntarism (through ads and posters);
B.
Providing funds to RSVP for greater outreach, recruitment, and stipends.
Status: Mr. Strand was unaware of any steps that have been taken to address this objective.
9. PROVIDE MORE SCOUTING
Mobilize scout leaders to address civic and educational organizations to recruit more vol-
unteers for Scout committees.
Status: Mr. Strand was unaware of any steps that have been taken to address this objective.
10.
PROMOTE PROGRESS
A.
Work to promote positive social values, community awareness, reinvestment and personal
involvement.
Status: Mr. Strand was unaware of any steps that have been taken to address this objective.
VII. ECONOMIC DEVEL OPMENT
A. Goals:
1.
Encourage new initiatives and greater diversity in private sector;
2.
Encourage government sector to create healthy business climate;
3.
Balance economic growth with quality of life.
162
Status: These goals are hindered by the Anti-Doñation Clause. Without the possibility of offer-
ing incentives that would allow Deming to compete with Arizona and Texas, "our hands are
tied." The other problem in competing with AZ and TX is New Mexico's Workmen's Compen-
sation laws which are very generous to the employees and penalize businesses. These factors
limit the kinds of initiatives Deming can undertake to improve the business climate.
B. Objectives:
1.
Strengthen/streamline local government decision-making process, design program to
minimize red tape, time and money costs for start up for new firms
Status: Nothing has been done to meet this objective. The reason behind this requires further
investigation.
2.
Stimulate new business start ups by supporting entrepreneurial activities; establish/ reju-
venate revolving loan fund (RLF) of at least $50,000
Status: Mr. Strand stated that this program is available through the Economic Development
Department. The applicant must come up with 25 percent of the money to be used in the RLF.
Funds are generally utilized to expand an existing business. An RLF is operating in Deming.
3.
Provide appropriate education and training to increase labor force productivity; imple-
ment a "manufacturing growth from within" program
Status: Nothing has been done to meet this objective. The reason for this requires further in-
vestigation.
4.
Create an incubator for new small manufacturing firms [by 1996]
Status: Available through Economic Development Department
5.
Give high priority to programs that combine local leadership with private sector initiatives
Status: Nothing has been done to meet this objective. The reason for this requires further in-
vestigation.
6.
Establish a local crafts, training, production and marketing co-op [by 1997]
Status: Nothing has been done to meet this objective. The reason for this requires further in-
vestigation.
7.
Improve infrastructure critical to economic development.
A.
Revamp local industrial park into a "small factories industrial park" [within 18
months of plan submission].
Status: Under this goal Deming had sought to make street improvements including landscap-
ing, signage and paving several streets. Mr. Strand does not believe that pavement and business
parks are a significant factor in locating businesses in Deming. Columbus set up an industrial
park with a state of the art sewer system but does not have enough people tied onto the system
for it to function properly. The result is that they have to periodically flush out the pipes be-
cause the sewage moves too slowly and goes septic.
163
164
I. THE CITY OF LORDSBURG EC INITIATIVE
A. Introduction
Lordsburg's struggle to meet its EC Strategic Plan objectives has been
persistent and painful. The city consistently applies for federal and state grants
which do not materialize. Lordsburg has a critical need for jobs, training, eco-
nomic development and housing, but has not been able to make big strides in
these areas. The City is moving forward with a CDBG-funded colonias sewer
project and is making plans to acquire a new water plant under the same pro-
gram. It is also progressing with several city beautification projects and is hoping
to build its development by attracting tourists to area sites, hotels and restau-
rants. The city sought through the EC initiative to be able to provide an improved
level of services (medical, shopping, etc.) locally so that area residents and
tourists would not have to travel great distances to enjoy them.
B. Background
The Lordsburg EC target area encompasses one 4.9 square mile census
tract with a 1990 population of 2,911, and 1,051 people living in poverty. The city
boundaries are within the eligible tract. The local economy has remained about
the same as it was at the time of the EC application with little new job creation.
C. The Planning Process
The EC initiative was brought to the attention of the Lordsburg City gov-
ernment by Randall G-Scott. The City began its strategic planning in May utiliz-
ing a telephone survey with follow-up calls to help decide which issues to ad-
dress in the plan and to make the most of the short time frame. Many people
were contacted this way and two public meetings were held.
D/E. The Strategic Plan and Implementation Efforts
The Strategic Plan is very general and often does not specify goals or
objectives. The plan addresses four specific categories, and then includes letters
from various entities and agencies (e.g. the Lordsburg Housing Authority and the
Hidalgo Literacy Council) describing various programs, problems and needs.
While the letters are not all focused to the EC initiative, their content is assessed
here. The Plan contains four goals with 16 objectives. Twelve of the objectives
(75%) are being or have been addressed while 4 (25%) have not been. Below
are the four Goals and a description of successful projects.
1. Economic Development - the goals in this section ranged from developing
and promoting tourism to benefitting from NAFTA and recruiting new busi-
nesses. The principal successes have been in completing improvements to
the airport and in recruiting a Love's truckstop to the area. These steps
should help the targeted area to develop its tourism and other industries.
165
2. Housing - the City sought to address its housing problems through partnering
with HUD and area banks. The City has acquired a 15 acre parcel, but has
been unable to find the means to develop it for low cost housing.
3. Quality of Life - Included health care, job creation and water quality goals.
The city did open a badly needed primary health care clinic in July 1995 with
assistance from the NM's Public and Rural Health programs, and from the
University of New Mexico Hospital. Lordsburg also seeks funding for a new
water plant.
4. Infrastructure Improvement - Addressed the need for improvements to
streets, water, sewer and the downtown area. Street improvements, in clud-
ing lighting on I-10 and tree planting were completed with State Department
of Transportation support. A UDAG grant funded the rehabilitation of two
parks in the CC zone. A new wastewater treatment facility and a manufac-
tured wetlands are being developed under the New Mexico Colonias pro-
gram.
F. Needs Assessment
Housing & Shelter:
Lordsburg needs to dedicate a significant amount of energy, attention and
resources toward resolving its housing problems. Cited below are several hous-
ing issues and barriers that need to be addressed:
There is an ample amount of vacant land around the city, but very little for
sale (speculative ownership and retirement interests are possible causes) this
contributes to inflated property values;
Existing apartment complexes and RV parks are full;
No housing is available for retirees interested in moving to the area;
A family (four individuals, by definition) living in very substandard housing
cannot be considered 'homeless' in order to receive some housing assis-
tance. Either the family must endure the conditions or split up.
A church group started a shelter for transients, but now nobody wants to
shoulder the responsibility of operating it.
Recommendation: Lordsburg should hold a 'housing summit' with all local and
regional agencies and organizations that deal with housing issues and develop-
ment. The goals should be to assess and analyze current problems, and to de-
velop a strategic plan to address them.
Tourism and Local Business Development - Recommendation - Lordsburg
should consider joining the New Mexico MainStreet program. This effort might
need to be on a volunteer basis, but could provide the perfect activity for several
dedicated retirees or a civic group.
166
EC STRATEGIC PLAN STATUS ASSESSMENT
CITY OF LORDSBURG
Goal:
TO "REDUCE THE CITY'S LACK OF JOBS, HOUSING, MEDICAL, EDUCATIONAL OP-
PORTUNITIES, RECREATION, AND ECONOMIC DEVELOPMENT PROBLEMS; TO MAKE
THE COMMUNITY SELF-SUFFICIENT."
--MAYOR ARTHUR CLARK SMITH
/. ECONOMIC DEVELOPMENT
1. TOURISM/TOURIST PROMOTION
Status: A Love's truck stop is locating to Lordsburg. It is expected to be on-line by mid-1996
and to provide 20-30 jobs. The truck stop will be located on the north side of I-10 exit 20, just
outside of the designated CC zone. Lordsburg is centrally located between two major urban
centers, El Paso and Tucson. 11,000 vehicles travel past Lordsburg on I-10 every 24 hours.
Each month, 5,000 tourists sign in at the New Mexico Welcome Center on the south side of exit
20. Travelers stop for gas, food and lodging. The town estimates that spin-off from the devel-
opment of the truck stop will assist Lordsburg in reaching the other goals in its Strategic Plan.
Additional plans for tourism development and promotion include OPENING A TRADING
POST next to the Welcome Center, and DEVELOPING A DIRECT ROAD TO THE GHOST
TOWN OF SHAKESPEARE, the primary local tourist attraction. Shakespeare is not in the
designated CC area. Contact: Justin Kipp, vice-president of EJ Short Oil, 542-9341.
2. IMPORT/EXPORT WITH NAFTA
Status: This initiative depends on the opening of the Antelope Wells border crossing. See Goal
3.
3. ANTELOPE WELLS BORDER CROSSING
Status: The Federal Government has taken no steps to open this border crossing.
4. AIRPORT IMPROVEMENT [$2,800,000 PROPOSED IN PLAN]
Status: Airport improvements are underway. The FAA required land acquisition for a safety
zone. This has been done, although the airport still needs more land. Half of the required heli-
copter landing areas are complete. The runway was widened, new lights and a new beacon were
installed, as well as a new communications system and a weather station. The Federal Govern-
167
ment will complete a frontage road and a cross runway. The improvements were funded
through $41,000 from the New Mexico Legislature with a matching federal grant.
5. BUSINESS RECRUITMENT
Status: The biggest business recruitment is the Love's truck stop. An additional motel and res-
taurant are expected to locate there as well in the future. A previous truck stop, Separ truck stop,
opened in 1994 and now is opening a restaurant. In terms of job retention, a local green house
has extended its operations by three houses and employs nearly 100 people. It is the areas larg-
est employer. Contact: Richard Searle, Vice President of Western Bank, President of Hidalgo
Lordsburg Economic Development Committee, 542-3521
II. HOUSING:
1. ADDRESS HOUSING PROBLEMS THROUGH 'PARTNERSHIP' WITH
HUD, AREA BANKS AND PRIVATE ENTITIES.
Status: The housing need in Lordsburg is dire. There is no available public, elderly or handi-
capped equipped housing. The waiting list for existing public housing averages between 50 and
70 applicants. The City has acquired 15 acres adjacent to the Housing Authority on the southern
border of the designated CC area. The city platted and prepared the land, but nobody has been
willing to develop it. Priscilla Lucero, a community development planner with the Southwest
Council of Governments, stated: "We tried every alternative to develop the housing stock in
Lordsburg by conventional means and haven't been able to." A housing study is being under-
taken by a local engineer to determine how best to develop the property. The City has applied
for HUD grants each time they have been available, but has not received the funding needed.
The Housing Authority sought a colonias designation because of the age of the housing stock.
Contact: Priscilla Lucero, community development planner, SWCOG, 388-1509.
III. QUALITY OF LIFE:
1. HEALTH CARE
Status: A primary health clinic opened on July 1, 1995. It has a doctor twice a week. A PA and
one or two mid-level physicians still are needed. The clinic treats about 30 people a day. It was
established with financial support from the State through the Public and Rural Health programs,
and through the University of New Mexico Hospital.
2. JOB CREATION
Status: The economy is staying about the same with little new job creation. People anticipate
the opening of the Love's truck stop. Snappy Mart underwent a major renovation in a new store.
The Diamond Shamrock station also renovated. There is a new pizza restaurant. These devel-
opments have generated a few new jobs in the CC.
168
3. WATER QUALITY
Status: CDBG funding provided $2.5 million for a designated colonias sewer project, and
probably $1.5 million for a new water plant (See 2 & 3 in section IV below).
IV. INFRASTRUCTURE IMPROVEMENT
1. STREET IMPROVEMENTS
Status: This consisted mostly of lighting on I-10. The project was completed in April and
funded by the State Department of Transportation.
2. WATER IMPROVEMENTS
Status: Water improvements are under study funded by the Legislature. $1.5 million is ex-
pected from Colonias Program for a new water well, water line repairs and new hydrants.
3. SEWER PLANT IMPROVEMENTS
Status: $2.5 million in Colonias funding is being provided for a new wastewater treatment fa-
cility and a manufactured wetlands. The wetlands will also draw birds which will be another
component in developing regional tourism.
4. STREET BEAUTIFICATION
Status: A beautification grant from the State provided for new benches and planters along
streets and in parks. It paid for landscape improvements to Main Street and Motel Drive some
garbage containers, and a new Amtrak shelter at the station.
5. DOWNTOWN PROJECTS
Status: The objective of this goal was to get downtown business owners to make repairs. The
project did not make enough of a dent in the problem.
6. PLANTING TREES
Status: A UDAG grant for $160,000 was used to rejuvenate two parks in the CC zone, purchase
new recreational equipment and to plant trees. MORE TREES ARE STILL NEEDED DOWN-
TOWN.
7. REFURBISHING PARKS
Status: See #6 above.
169
V. BENCHMARKS
1. REACH A POPULATION OF 5,300 BY 2004
Status: Population trends of the area need further assessment.
2. HEALTH FACILITIES
A. Full time clinic (24 hour)
Status: The clinic is not full time yet.
B. Nursing home with independent living quarters
Status: The nursing home was bought out by Horizon. They have new ideas and techniques and
have planned a renovation. They are looking to serve more elderly people who cannot afford
independent living quarters.
3. INCREASE PUBLIC SAFETY AWARENESS
Status: Mr. Castillo, principle CC contact was unaware of any specific measures taken to ad-
dress this area.
4. EXPANSION OF MINE TO SOUTH (PLAN PROJECTED 100 JOBS IN 10
YEARS).
Status: No mine work is happening. St. Clouds owns a copper mine that was expected to ex-
pand at the time of the EC application. Nothing has happened.
5. ELECTRIC COMPANY REOPENING PROJECT (20 JOBS IN 10 YEARS).
Status: Discussions are underway to develop a subsidiary of a Texas power plant. The plant,
COBISA, would employ 100 people in the first year and 20 after startup by 1998.
6. TRUCK STOP (20 JOBS)
Status: This is occuring (see "I. Economic Development.")
7. FAST FOOD GROWTH
Status: This is occuring (see "I. Economic Development.")
8. HOSPITALITY INDUSTRY (MOTELS, HOTELS)
Status: Expansion projected (see "I. Economic Development")
9. NAFTA INITIATIVE/PROJECTED BENEFITS
Status: Nothing is happening. Initiative required from Mexican side under NAFTA to open
border.
170
VI. RESOLUTIONS [listed in plan]
3/21/94 CDBG grant for $405,000 to improve arterial pathways in Lordsburg.
10/12/93 ICIP Capital Improvements Plan
Status: Lordsburg received $250,000 from the State (a Senate Memorial) to install and repair
gas lines. The city also received $500,000 for street repair in 1994.
9/14/93 Resolution for a grant of $100,000 & a loan of $500,000 for water system improvements.
Status: Funds provided through the Rural Infrastructure Program. $20,000 was used for engi-
neering fees. The program also will pay for a water tank pending completion of the water study.
6/14/94 Resolution to work with the Southwest Council of Governments to organize a Regional
Juvenile Services Task Force to prepare a study on Juvenile Justice.
Status: Being addressed. See "Attachments" #3.
VI. ATTACHMENTS
[THE APPLICANT INCLUDED LETTERS FROM THE FOLLOWING AGENCIES AND ENTI-
TIES IN THE STRATEGIC PLAN. BECAUSE THEY WERE INCLUDED, THEIR STATUS IS
ASSESSED BELOW].
1. HIDALGO LITERACY PROGRAM
A. Summer Lunch Program
Status: Programs are implemented and ongoing.
2. HOUSING AUTHORITY
A. "A tremendous need for additional housing in Lordsburg & Hidalgo County."
B. Retired & elderly interested in Lordsburg, but cannot find housing opportunities and thus lo-
cate elsewhere.
C. The Authority has applied for and been denied requests for additional family, as well as eld-
erly and Handicapped units. State says 'there's no need' for additional housing.
Status: See "II. Housing"
3. LORDSBURG POLICE DEPARTMENT
THE AREA SUFFERS FROM PROBLEMS RELATED TO HEAVY DRUG AND ALCOHOL
ABUSE. THE BARRIER IS THE LACK OF FUNDING FOR PROGRAMS.
A. The police department is involved with the Multi-disciplinary Task Force which addresses
drug abuse, domestic violence, drug free schools, and Summer recreation classes set up at
the Special Events Center.
Status: These areas are all being addressed through a range of programs. The programs are
going strong (but are in need of additional funding). Three additional programs are on-line: The
171
DWI Program, Child Advocacy Services Association and the Neutral Corner Program. Public
and Federal grants have funded the women's shelter, and the educational and counseling pro-
grams. The domestic violence program and the drug free schools program have used up their
funding. A new regional safe house for women victims of domestic violence is being sought.
Summer recreation classes are handled by the scout troops. Contacts: Michael Snare, Child
Advocacy Services Association, 542-3782; for domestic violence issues & safehouse, contact
Jen Hopkins with Grant County Health Clinic, 542-9391.
4. CHAYAH YAATS COUNSELING CENTER
LORDSBURG IS A PRIME STOPPING PLACE FOR DESTITUTE AND HOMELESS. SERV-
ICE IS FREE.
Status: This service is no longer available. The organization moved out of Lordsburg. A church
group started a shelter, but nobody wants to shoulder the responsibility.
5. CITY OF LORDSBURG SPECIAL EVENTS CENTER
A. The City wants to start:
i.
a kids bowling program;
ii.
a soccer program;
iii.
a girls softball league; and
iv.
a Summer camp.
v.
expand the handball program
Status: Items i.- v. have been addressed. A summer camp was tried once. Activities have since
been picked up by scout troops. In addition, a kids basketball league is in place.
vi.
build another softball and handball field;
vii.
plant more trees and grass in the parks;
viii.
install more playground equipment;
ix.
improve the tennis courts;
x.
repair all field lights;
xi.
better maintain ball fields;
xii.
improve the watering system for the parks and ballfields;
xiii. and create more practice fields around town.
Status: items vi.-xiii. will be addressed to the degree they can be when the parks are redone
through a Recreation grant from the NM Legislature (pending).
6. LORDSBURG YOUTH ACTIVITIES
A. Start a senior league baseball program (fund equipment - approximately. $735)
Status: Lordsburg tried to implement this goal. Found enough players, but not enough funding
to cover trips to Silver City and to play other teams.
B. Provide bi-weekly camping & fishing trips for 20 youth ($1,130)
Status: This goal is being met by Boy Scout and Girl Scout programs (programs are new since
submittal of EC application).
172
C. Construct a small football field next to tennis courts by the Special Events Center. Field would
be utilized by various youth programs.
Status: Project pending recreation grant allocation (see status for Attachment #5).
7. LORDSBURG SCHOOL DISTRICT
A. Vocational Tech program offers classes in job market skills/Carl Perkins Grant for Computer
Drafting.
Status: The principal of the Lordsburg High School has been a dedicated champion for On the
Job Training (OJT), computer skills development, and for initiating and maintaining important
after school activities for young people. He has developed consistent funding sources for these
programs and is looking for community support to expand them. The Carl Perkins funds have
helped begin a Computer in Home Economics program. Many of the kids who studied the CAD
computer program have gone on to further study or work with computers. Funding for other
programs, including one for high risk students, has been through small grants from the Regional
Cooperative Center (RCC) at Western New Mexico University. Contact: Vance Lee, Principal
of Lordsburg High School; and Betty Campbell, RCC, 894-7589.
8. LUNA COUNTY CHARITABLE FOUNDATION
A.
There is a critical need for a RURAL HEALTH CARE CLINIC in Hidalgo County. The
population has to travel "upwards of 180 miles to nearest rural health clinic." Health care
is required for economic development.
B.
Big difficulty in maintaining doctors.
C.
1990 Census data show no certified nurse midwives in Hidalgo or Luna counties in 1991.
D.
Seeking a grant for a medical clinic (Federal grant is sought for two clinics in Deming and
Lordsburg)
Status: No word yet on Federal grant for medical clinic.
9. ROCK-A-MANIA
A LOCAL ORGANIZATION WHICH GIVES CLASSES ON GEMS AND MINERALS. EACH
YEAR THEY HAVE A RALLY, LIKE A FAIR. GEM AND MINERAL CLUBS COME TO EX-
HIBIT AND TRADE.
10.
PHELPS DODGE
WAS LISTED IN APPLICATION TO HIGHLIGHT THEIR SUPPORT ROLE. WHENEVER
LORDSBURG NEEDS HELP WITH A PROJECT, PHELPS DODGE LENDS TOP PEOPLE TO
ASSIST IN "WHATEVER WE NEED."
11.
ABC HEALTH
OWNED BY FIRST AMERICAN HOMECARE, A PRIVATE COMPANY, ABC PROVIDES
HOME HEALTH CARE TO LORDSBURG AREA RESIDENTS. THE COMPANY HAS 20
EMPLOYEES AND WORKS THROUGHOUT HIDALGO COUNTY.
173
12.
AREA AGENCY ON AGING IN MESILLA
RUNS LOCAL SENIOR CENTERS. HAS IDENTIFIED HOUSING, MEDICAL AND SHOP-
PING NEEDS FOR SENIORS. FOR EXAMPLE, A CHAIN STORE IS BADLY NEEDED FOR
SENIOR SHOPPING. FOR MORE INFORMATION, CONTACT: ILA BARKER, 542-9414.
174
4
APPENDICES
Appendix A:
1. List of CC & EC Contacts in New Mexico
2. Map of CC & EC Locations in New Mexico
3. List of Interviews With Key CC Contacts
Appendix B:
1. CC & EC Commonalties
2. Table 1: Issues and Commonalties in
New Mexico EZ/EC Strategic Plans
175
APPENDIX A-1. List of CC & EC Contacts in New Mexico
EZ/EC Applicants
Community Contact Person
1. Dona Ana County - EZ
Ramona Vallejos, Grants Admin.
(505) 524-4215
Fax: (505) 527-1443
2. Sunland Park, Santa Teresa,
Jesus Prieto, Dir. Building & Planning
NMSU general area - EZ
(505) 589-7565
Fax: (505) 589-1222
3. City of Deming & Luna County - EC
John Strand, City Manager
(505) 546-8848
Fax: (505) 546-6442
4. City of Las Cruces (Urban) - EC
Jerry Trojan, Planner
(505) 526-0342
Fax: (505) 526-0445
5. City of Roswell/Chaves County - EC
Don Cox, Chamber of Commerce
(505) 623-5695
Fax: (505) 624-6870
6. City of Lovington - EC
Charles Kelley, ADA Coordinator
(505) 396-2884
Fax: (505) 396-6328
7. City of Hobbs - EC
Russell Doss, City Engineer
(505) 397-9206
Fax: (505) 397-9534
8. Cities of Clovis & Portales - EZ
Lisa Noble, Dir. Economic Dev.
(505) 763-3435
Fax: (505) 763-7266
9. Torrance County (Willard,
Ted Reddinger, County Manager
Mountainair area) - EC
(505) 384-2418
Fax: (505) 384-5294
10. La Jicarita (Mora, Taos &
Ron Martinez, Coordinator
Rio Arriba Counties) (Rural)
(505) 470-2340
[Federally designated EC]
Fax: (505) 753-7686
11. Guadalupe and San Miguel
Harold Garcia, Dir. Economic Dev.
Counties & Las Vegas - EZ
(505) 454-1401
Fax: (505) 425-7335
12. City of Albuquerque (Urban)
Eric Pfieffer, Economic Development
[Federally designated EC]
(505) 768-3270
Fax: (505) 768-3280
13. City of Lordsburg - EC
Ted Castillo
(505) 542-3421
Fax: (505) 542-3507
14. City of Grants, Village of Milan
Patricia Lundstrom
& City of Gallup - EC
(505) 722-4327
Fax: (505) 722-9211
EZ = Empowerment Zone Applicant (4 Rural)
EC = Enterprise Community Applicant (8 Rural & 2 Urban
176
APPENDIX A-2: Map of CC & EC Locations in New Mexico
10
San Juan
Rio Arria
Taos
Colfax
Union
10
ora
Los Alamos
Harding
McKinley
Sandoval
Santa
14
Fe
San Miguel
14
11
B hallik
Quay
12
Guadalupe
Cibola
Valencia
Torrance
9
Curry
De Baca
8
Catron
Socorro
Roosevelt
Lincoln
Chaves
5
6
Sierra
Grant
Lea
1
Otero
7
13
3
4
Eddy
Doña Ana
Luna
1
2
Hidalgo
(4) Empowerment Zone Applicants
(10) Enterprise Community Applicants
Applicants #10 & 12 = Federally Designated EC's
177
APPENDIX A-3: Principle Interviews With Key CC Contacts
Community
Date of Initial
Principle CC
Interview
Contact/s
Northwest New Mexico
9/19/95
Patricia Lundstrom,
Executive Director,
NWCOG; Jeff Kiely,
Deputy Director, NWCOG
Northern NM/Las Vegas
9/25/95
Harold Garcia, Director of
Economic Development,
City of Las Vegas
Clovis/Portales, NM
9/25/95
Lisa Noble, Director of
Economic Development,
Clovis Chamber of
Commerce; Eva Woods,
Region IV Housing
Director; Reta Weaver,
Executive Director,
Community Partners
Roswell/Chaves
11/28/95
Don Cox, Executive
County
Director, Roswell Chamber
of Commerce
Hobbs, NM
11/29/95
Russell Doss, City
Engineer
Lovington, NM
11/29/95
Charles Kelley, Assistant
City Manager
Lordsburg, NM
12/12/95
Arthur Clark Smith, Mayor
Ted Castillo, Financial
Officer, Pansy McDonald,
Councilor
Dona Ana Co., NM
12/13/95
Ken White and Ramona
Vallejos White, Economic
Development Planners,
and Bess Metcalf,
Colonias Development
Council
Sunland Park, NM
12/13/95
Jesus Prieto, Director of
Building & Planning
Deming/Luna Co, NM
12/14/95
John Strand, City Manager
Torrance Co., NM
12/20/95
Ted Reddinger, County
Manager, Susan Simons,
New Mexico MainStreet
178
APPENDIX B-1: CC & EC Commonalties
A. Common Issues and Concerns in the CC's and EC's
In drafting their strategic plans, the Champion and Enterprise Communi-
ties layed out a range of common concerns. These commonalties break down
into eight general issue areas as follows:
1. Economic Development;
2. Education, Youth Development & Job Training;
3. Affordable Housing;
4. Health and Human Services;
5. Infrastructure and Environment;
6. Public Safety & Emergency Services;
7. Transportation; and
8. Recreation, Culture and Tourism.
Tracking the progress of individual CC and EC communities, as well as of
the overall group, would be greatly facilitated by a matrix of issues and projects
by community with symbols to indicate the degree of implementation and the
barriers faced on each project. Such an undertaking fell beyond the scope of this
project. Table 1 (next page), however, represents a broad classification of the
commonalties and issues faced by the various New Mexico EC and CC com-
munities. It should be noted that a certain degree of overlap exists between
some categories. For example, the category, 'Education/Youth Development' in-
dicates the work done to youth with the intent of making to make them into pro-
ductive, civil citizens. The category, 'Recreational Facilities/Youth Programs', on
the other hand is intended to represent opportunities for youth to do for/with
themselves (i.e. enjoy spontaneous fun as an alternative to formative structure).
While the categories listed in Table 1 are necessarily general, they provide a
useful overview of the major concerns addressed in each community.
B. A Lesson for Strategic Planning Drawn from the EZ/EC Experience
New Mexico's CC and EC experiences offer an impressive wealth and
range of approaches to overcoming problems. After reviewing and assessing
the EZ/EC strategic plans, one element appears critical to creating effective
strategic plans for community development: it is to find a balance between proj-
ects that address human needs and those that stimulate and promote human
interests, creativity and opportunities to meaningfully participate in important ar-
eas of community life. Developing viable social infrastructure and networks
probably is as important as implementing the physical and capital improvements.
179
APPENDIX B-2: Table 1
Issues and Commonalties Identified in NM EZ/EC Strategic Plans *
ISSUES
COMMUNITIES
Access to Capital/ Financial Development/
Albuquerque, Northern New Mexico, Sunland
Economic Development
Park, Torrance, Lovington, Northwest New
Mexico, La Jicarita, Doña Ana, Clovis-
Portales, Deming
MainStreet
Albuquerque, Roswell/Chaves, Torrance,
Lovington
Rural Outreach
Albuquerque
Community Education/Training/Work-
Albuquerque, Las Cruces, Sunland Park,
force Development/ Entrepreneurial Train-
Clovis-Portales, La Jicarita, Doña Ana, North-
ing
ern New Mexico, Northwest New Mexico
Housing/Migrant Housing
Albuquerque, Northern New Mexico,
Roswell/Chaves, Lordsburg, Deming, Doña
Ana, Northwest New Mexico, Clovis-Portales,
Hobbs, Sunland Park, Lovington
Public Transportation
Albuquerque, Northern New Mexico, Sunland
Park, Doña Ana, Northwest New Mexico,
Hobbs, Lovington
Healthcare Provision/ Facilities
Albuquerque, Northern New Mexico, Sunland
Park, Roswell/Chaves, Torrance, Hobbs,
Deming, La Jicarita, Lovington
Education/ Youth Development
Northern New Mexico, Sunland Park,
Roswell/Chaves, Torrance, Hobbs, Deming,
Northwest New Mexico, Clovis-Portales,
Lovington
Human/ Social Services
Northern New Mexico, Lordsburg, Northwest
New Mexico, Clovis-Portales
Environmental Issues/ Training
Northern New Mexico, Hobbs
Public Safety/ Crime Prevention
Albuquerque, Northern New Mexico, Deming,
Doña Ana, Hobbs, Las Cruces, Lovington,
Roswell/Chaves
Recreational Facilities/ Youth Programs
Northern New Mexico, Las Cruces, Hobbs,
Deming, Lovington
Infrastructure
Las Cruces, Roswell/Chaves, Northwest New
Mexico, Lordsburg, Lovington
Water and Wastewater Issues
Clovis-Portales, Roswell/Chaves, Northwest
New Mexico, Doña Ana, Sunland Park
Tourism Development
Lordsburg, Northwest New Mexico, Torrance
NAFTA Trade
Lordsburg, Northwest New Mexico, Sunland
Park
Colonias
Doña Ana
Source: Randall G-Scott, General Review of EZ/EC Applications
*
This Table includes information from the Albuquerque and La Jicarita Enterprise Communities.
180
NEW MEXICO DEPARTMENT
OF PUBLIC WORKS
AND
ENVIRONMENTAL RESTORATION
REVIEW AND PROPOSAL
William Turner Ph.d
COMMUNITY ASSISTANCE FOUNDATION
610 Gold Ave., SW, Suite 111
Albuquerque, NM 87102
Researched by:
HAROLD MARCHAND
AmeriCorps Member
USDA - RECD
June 1996
TABLE OF CONTENTS
Infrastructure Report: Review and Discussion
1
References
14
LIST OF APPENDICES
Appendix A - Selected Public Works Newspaper Clippings
Appendix B - Chart of Agencies Administering Public Works
Appendix C - Washington State Capital Improvement Law
Appendix D - Table of Organizational Lists
Appendix E - Public Works Comparison Table of State Agencies
Appendix F - Proposal
i
CRACKS IN THE SEAMS
In the early 1980's legislators, public administrators, and concerned citizens became
concerned about the deteriorating quality and safety of our public works. Burst dams,
collapsed bridges, and deteriorating sewage systems provided the impetus for the federal
government to initiate debate and research on the problem of insuring long term funding
and safety of major public works. In the last decade the situation has worsened. The
American Automobile Association recently released a report citing federal statistics that
revealed,
"More than a third of the major roads are in immediate need of repair.
Twenty-six percent of the 27,000 bridges along the National Highway
System are (structurally deficient) or (functionally obsolete).
The bridges are unsafe for the volume or type of traffic they carry
(Appendix A)."
Americans assume that our basic infrastructure of highways, bridges, dams, and water
systems, are structurally sound; that essential public works are maintained properly and
routinely examined for flaws. In May of this year, the New Mexico Public Interest Research
Group produced a report on violations of Environmental Protection Agency drinking water
standards in New Mexico communities (Appendix A). The study reports,
"In 1994 and 1995, 66,490 people in 136 communities in New Mexico
drank water that failed to meet federal health standards under the
Safe Drinking Water Act."
1
The concern over confidence in quality and safety of public works came at a time when
major capital projects created during the economic crisis of the Great Depression of the 1930's,
were literally beginning to crack at the seams. Federal agencies that were created as an effort to
aid states and communities in recovering from the Depression have evolved into complex
bureaucracies that administer funds for all manner of infrastructure.
Fifty years have passed since the Great Depression. Coincident with the recognition of need
to repair or replace essential infrastructure, was the onset of the Reagan-Bush administration and
"New Federalism" (a concept that the federal government should increasingly turn over its
appropriated responsibilities and tax dollars to the states).
The gap continues to widen between expected funding and the actual provision of funds for
essential public works. An ever mounting national debt and continuing declines in federal
revenues to the states are forcing state and local governments to devise innovative capital funding
methods.
This report has been developed from the point of view that there are no enemies to blame
for the state of our deteriorating public works. Planning for future public works requires us to
examine the efficacy of existing state and federal programs. It is not necessary to get bogged
down in personalities or political squabbling. Instead this report focuses on how current agencies
deliver infrastructure. It focuses on the question of agency missions. Are our public works
programs placed strategically in the appropriate departments of state government? Does state
government have appropriately trained personnel for managing our public works programs? This
report is not an idle intellectual exercise in public administration. New Mexico is experiencing
unprecedented growth, but the state budget is operating with fewer funds.
New Mexico is experiencing growth in the Rio Grande Corridor (Las Cruces, Belen, Los
Lunas, Albuquerque, and Santa Fe). This region accounts for most urban environments in the
state. Yet over 85% of the population of our state reside in areas that are considered to be
2
rural; and this large rural area is spread out over the fifth largest state in the country.
Bernalillo and Dona Ana counties struggle to keep pace with providing enough roads,
sewers, and schools for growing populations. Rural communities are fighting to stave off
collapse or the need to replace costly water treatment or sewage facilities.
In the spring of 1996, the community of Springer, New Mexico found itself trying to
deal with untreated sewage that had leached into the nearby river Cimarron River.
(Appendix A). Civic leaders found themselves beset by federal Environmental Protection
Agency guidelines and fines; by New Mexico Department of Environment sanctions; and
all this at a time when the city of Springer was trying to secure grant and loan funding from
state and federal sources to improve local drinking and waste water facilities
In Arroyo Hondo this past spring, it was necessary to haul bottled water to a local
grade school to supply children with clean drinking water due to a break down in aging
water treatment equipment in that community. (Appendix A) These accounts are not being
reported as indictments. Unfortunately, such stories have become all too common place
in urban and rural America.
Our health, safety, and economic progress are at stake when we gamble with the use
of aging and deteriorating public works. From the public health field we hear a great deal
about how important it is these days to think in terms of preventive medicine; how
necessary it is to approach treatment from an integrated or holistic perspective. Can we
afford to address vital public works needs of water treatment, sewage, dams, highways, and
bridges from anything less than a preventive approach?
In 1991, the New Mexico First organization held it's Ninth Annual Town Hall; To Build
A State (3). This forum produced an exhaustive study on New Mexico public works needs.
An earlier study, Public Infrastructure Needs, 1982-2000: New Mexico Case Study, (5), was
was conducted in support of Hard Choices (1), the 1984 Congressional study. For
economic and historical background our discussion draws from the two earlier works.
3
For years, New Mexicans relied on severance taxes from the sale of oil, gas, and minerals
to fund public works programs. By the mid 1980's when the New Mexico First report was
published that situation had changed. Copper mining activities in southwest New Mexico
had significantly diminished (copper mining is now in full swing again). Oil and gas prices
were at an all time low; impacting not just on public works funding but on the overall state
economy. It became clear that new ways of paying for public works must be developed. It
became a problem of providing better service with far less money. The policy
recommendations of the 1984 Congressional report, Hard Choices (1), indicated that:
The problem can be managed if state government
adequately defines public works needs.
Funding, planning, Implementation, and monitoring of local works
are the responsibility of state and local government.
The federal government has increasingly shifted the responsibility for infrastructure
to the states. Joint federal-state initiatives have been made to make the transition as
smooth as possible; however, in researching available literature on public works, it is
evident that planning for public works has ignored critical realities. There is a
belief that the level of involvement and expenditure at all levels of government should be
reduced. We cannot at once shift administrative and funding responsibilities from federal-
to-state, and state-to-locale, without ensuring that the right people are in place to effectuate
the shift. The agency to which programs are shifted must have appropriate processes and
structures to carry out the work.
RED TAPE
The current structure of state and federal government produces a complicated process
for getting vitally needed funds to projects at the local level. A small community must make
application to a myriad of agencies to obtain the necessary funds to serve the long run
water needs of residents. Under the current system, a community may have to wait on
4
funding cycles from the Department of Finance and Administration for Community
Development Block Grant funding; the Environment Department, the U.S. Department of
Agriculture, or the Department of Human Services Safewater Program. Public works
projects end up being funded piecemeal (Appendix B).
On the plus side, state and federal administrators have worked informally to assist local
communities. When a community cannot acquire sufficient funding from a single source,
they turn to funding agencies, lobbyists, and grant writers. There is no coordinated funding
mechanism to finance community infrastructure.
After multiple state and federal funding sources have been obtained, local community
leaders and their consultants are faced with the nightmare of accounting and record
keeping for diverse sources The water users association in the village of Vallecitos in Rio
Arriba County is dealing with an accounting nightmare right now. The association needed
funding to upgrade its water system. This included hydrological surveys, water rights
research, drilling of new wells, and new hook-ups to citizens who previously had to haul
bottled water to their homes. No single state or federal agency could fully pay for this small
community's needs. Four separate funding sources were found to cover costs: the McKuen
Foundation, the Income Support Division within the Department of Human Services, the
Construction Bureau in the Department of Environment, and the U.S. Forestry Service. It
is wonderful that creative solutions were devised to arrive at funding, but how can small
water associations keep track of the multiple costs. This responsibility falls to the engineer,
geologist, or contractor, who has been hired to build the public works. Private contractors
and user association officers spend a great deal of time on accounting. This bureaucratic
complexity occurs frequently in the construction grant and loan process. Consider these
components of the dilemma:
FUNDING CYCLES BETWEEN AGENCIES DO NOT CORRESPOND
NO SINGLE AGENCY CAN FUND A WHOLE PROJECT
ACCOUNTING FOR MULTIPLE FUNDING SOURCES
HALF-A-LOAF PROGRAMS RESULT IN HALF DONE PROJECTS
5
RELIANCE ON EMERGENCY FUNDING FOR PUBLIC WORKS
LEGISLATIVE CHRISTMAS TREE FUNDING WHEN ALL ELSE FAILS
Legislative and executive branches of government in other states have had to face
similar problems. The State of Washington completely revamped its funding method of
managing capital infrastructure by legislative mandate; requiring all levels of government
within the state to prepare comprehensive plans for public works needs (Appendix C).
Unlike Washington State, New Mexico consists of a primarily rural and agrarian
population. Most of our rural communities encounter great financial strain in trying to foot
the bill for professional services such as grant writing, geo-technical, engineering research,
administrative, and legal costs.
THE SOLUTION
The driving force of this proposal is to develop on-going solutions for public works
necessities in New Mexico. Much guess work can be taken out of the public works grant
and loan application process by creating a one-stop-shop in state government. Leaders and
governments could make inquiries, applications, or requests for any kind of public works
assistance to one agency within state government. This agency alone would have the
responsibility for developing, reviewing, implementing, and maintaining infrastructure. It
would be responsible for processing all infrastructure applications for state or federal funds.
This one step alone would significantly decrease paperwork. It would also reduce the time
that communities wait to be processed for funding. The current process requires an
oversight review by the Department of Finance Administration to determine if communities
are making multiple applications for similar funding requests. The current process also
determines which source of funding is most appropriate for a given infrastructure need. By
eliminating the existing method of finance and review, there would be an immediate saving
of state money in terms of redundant personnel reduction, office, equipment, and
paperwork costs. New Mexicans would be the beneficiaries of this simplified process of
oversight and administration.
6
In 1995, staff leadership in the Local Governments Division within the Department
of Finance Administration, proposed that all rural public works funding and personnel
should be moved to their division (3). Yet, the mission of the Department of Finance and
Administration is that of a funding and oversight arm of state government. As the
federal government relinquishes more of its control over funding to the states, the
Department of Finance and Administration intends to take on increased responsibility for
accountability of state funds. Considering the ever increasing need for fiscal accountability,
we must question whether this is the right agency to also execute public works projects.
Appendix D of this proposal includes detailed agency job descriptions. This data has
been collected from the most recent Table of Organizational Lists (March 1996), which is
published by the Department of Finance and Administration. Listings in this report are
used for making comparisons between how the various agencies manage and implement
public works funds. Comparisons made here are for the purpose of identifying gaps in
managing, accounting for, and implementing public works. Do we have the right people for
the important job managing our infrastructure needs. Do they have training appropriate to
identifying critical engineering and construction cost overruns? Can we significantly improve
the existing process of delivering infrastructure?
Public works in New Mexico are administered by no less than seven state agencies
(Appendix E). When state or federal funds for library construction are available, the Office
of Cultural Affairs oversees the implementation process. However, administrative time
spent on library construction accounts for less than one full time state employee. Less than
one full time employee is employed to administer Safe Water funds in the Income Support
Division of the New Mexico Department of Human Services. A similar situation exists at
the Agency on Aging. Public administration personnel in these agencies have demonstrated
high level competencies in meeting the social service needs of New Mexicans, but they are
not trained public works contract administrators, engineers, or construction professionals.
By removing the construction responsibilities from these agencies to a one-stop unified
public works agency, social service personnel would be provided with more time to deal
7
with ever mounting social needs. Developing strategies for the division of labor in state
government should not be viewed from the traditional "turf" war mentality, but rather as
a matter of making realistic strategic decisions that will prepare New Mexico state
government to meet the Twenty First Century. Putting the right people together with the
correct agencies and funding sources would be just the beginning of making government
more responsive to the people.
The Local Governments Division in Department of Finance Administration contains
46 (+/-) employees; and a large share of the work done there involves public works
administration. The situation is similar at the Construction Bureau and the Underground
Storage Tank Bureau. Both of these bureaus in the Department of Environment administer
public works programs. Construction accounts for 17 (+/-) employees and Underground
Storage accounts for 18 (+/-) state employees. Outside of the Highway Department, these
two bureaus are the largest public works construction arms of state government. In this case
both personnel and funds should be moved to an agency in that is solely responsible for
public works construction; thus freeing the Environment Department to more aggressively
monitor and enforce regulations pertaining to our natural resources (Appendix E).
CHRISTMAS IN JULY
As things stand now, if a community does not get funding for construction of a senior
citizens center, a sheltered workshop, teen center, or a water treatment facility, then
lobbyists encourage legislators from the local district to introduce bills for such public works
programs at the end of each legislative session. These bills are commonly referred to as
"Christmas Tree" bills. Water treatment funding competes with outdoor basketball court
funding. This legislative process is not so much a sacred exercise in democracy as it is a
failure to prioritize funds for our most basic human needs (Appendix A).
8
THE SOLUTION
Our discussion has led us to the recognition that a problem exists in how we deliver
basic infrastructure services to New Mexicans. Reforms have been made to improve the
process of delivery, but the reforms are just not keeping up with increased public works
demands. We have suggested that New Mexico needs a systematic overhaul of how public
works are created and paid for.
We have also indicated that the right people are just not being utilized by state
government to manage public works programs. Current state employees will either have to
be retrained; which will include intensive education in cost engineering, contract
management, auditing, and construction supervision. The alternative is to initiate
recruitment practices that attracts credentialed and certified professionals to critical public
works management posts in state government. This will necessitate an in increase in
expenditures in order to secure the most competent professionals to act as stewards of our
public infrastructure. The payoff will be better accounting for public works funding; more
thorough on site review of construction programs; and most importantly, increased
confidence that built infrastructure is the soundest, safest construction for the taxpayers
money.
As noted early in this report, public works management is spread over numerous
agencies within state government. The one-stop-shop concept is the most logical alternative
to multiplicity of funding cycles, multiple agency applications, and management. Strengths
and weaknesses within various state agencies have been examined. The Highway and
Transportation Department is the only fully executing public works agency in state
government. Public works administration and construction are the primary function of this
agency.
It is not enough to come up with the right combination of people, funding, and
organizational structure. Integrative thinking and planning by citizens and all levels of
government is necessary if we are to make permanent changes in how public works are
developed and maintained. Public works such as highways and water systems must come
9
be viewed as dynamic systems which are in a process of flux. We are not erecting permanent
monuments, but infrastructure that must be adaptable to the unceratain and constant human
change.
STRUCTURE - PROCESS - PEOPLE
To develop long range plans for New Mexico state government requires planners to evaluate
the mission, strcture, process of delivery, and the qualifications of who is producing or overseeing
our public works. A brief review of the principal state agencies is in order.
Department of Environment
Mission: To preserve, protect, and perpetuate New Mexico's environment for present and future
generations.(5)
Agency Structure: The department was designed to investigate natural and man made
contamination of physical environment; to monitor environment for hazordous conditions; to
enforce state environmental laws; and to assist communities in complying with federal EPA
standards.(6)
Process The Environment organizational chart indicates that most of the work performed in the
agency is in harmony with the mission statement and structure. (Appendix D) Two
exceptions are apparent: environmental public works and restorations carried out by the
Construction Programs Bureau and the Underground Storage Tank Bureau (UST). Where other.
intra agency programs are concerned with enforcing laws and monitoring environment, these two
bureaus are public works offices. The UST performs a dual function; it monitors underground
tank storage and it oversees underground storage contracts with private firms.
People: There are four environmental engineering specialists in the Construction Bureau.
The other staff memebers are clerical support, finance officers, and project managers. Appendix
D). Staff members of this bureau are not enforcement officers. Nor are they cost accountants or
construction engineers. However, this bureau has one of the largest budgets in state government
for infrastructure (Appendix B). The UST is almost equally divided between finance personnel,
10
personnel, geologists, and water resource specialists. There are no construction or remediation
engineers employed to cost out or review design of remediation facilities( Appendix D TOOL
Report Details).
Economic Development Department
Mission: EDD promotes development in a manner that is consistent with local community desires
and needs. It concentrates on improving job growth and enhancement through border
development and international trade, rural development, and technology utilization; assists
existing companies and prospective concerns by encouraging new enterprises to locate in the
state; and advancing business retention (5).
Agency Structure: EDD is an economic promotion agency. Promotion may point the way to
implementation of public works needs; but cost accountancy, construction oversight, and
engineering are not present or within the purview of this department. EDD was not designed with
an executory mission in mind.
Process: EDD assists New Mexico businesses to succeed and expand; recruits new business to
the state; promotes New Mexico as a film and video production center: promotes "made-in-New
Mexico" products; promotes Space related development such as the Spaceport; fosters border
development through the New Mexico Border Authority; and rural development through the New
Mexico Rural Response Team. It is easy to see that EDD does not have the processes available
to monitor or produce public works (6).
People: Staffers within EDD are either clerical support or economic and development personnel.
No engineering or construction professionals are housed in EDD (Appendix D TOOL Report
Detail).
Department of Finance Administration
Mission: DFA is the central budget and financial regulatory agency in state government(5).
Agency Structure: DFA structure reflects its original mission; although the agency has tacked
on several other administrative groupings which are outside the realm of budgeting and
11
regulating. The Office of Cultural Affairs and the Commission on Higher Education are
administratively attached to DFA. The Local Government Division attached to DFA administers
public works funds through Community Development Block Grants. This is a clearinghouse for
federal funds directed for projects in New Mexico.
Process: DFA is charged with oversight responsibilities pertaining to state and local budgets.
Within DFA, the Board of Finance has jurisdiction over all state and local fiscal affairs. Local
Government Division is subordinate to the Board of Finance. The Tool Report Detail (Appendix
D) reveals no infrastructure engineering, cost accounting, or construction supervision specialists.
This is confirmed by the Executive Budget for 1996-97 (6).
People: Local Government Division job descriptions reflect program management, budget
analysis, clerical support, and accounting. Is this the proper location for executing costly public
works decisions?
State Engineers Office
Mission: Development, protection, and distribution of state ground and surface water resources,
including the administration of legal water rights. Furthermore, SEO, works in conjunction with
the Interstate Stream Commission, administers the Ute Dam Fund, and the Improvement of the
Rio Grande Fund (6).
Agency Structure: Almost half of SEO staffers work on unresolved water rights cases, assisting
the public in proving water rights, and gaining additional water rights.
The other half of SEO staffers are involved in technical, scientific, or water construction projects
(6).
Process: Of consequence to this paper is the role SEO plays in producing water-related
construction projects. On its own, the SEO does no building at all. It acts as an intermediary with
U.S. Army Corps of Engineers when the federal government funds water construction in New
Mexico. New Mexico is responsible for matching about one third of the dollar amount distributed
12
by the federal government.
People: SEO is comprised of lawyers, water engineering specialists (who are not engineers), and
technical support groups. An Administrative Services Division oversees all financial activities of
the department. Notably absent are water construction professionals, engineers, and qualified
contract administrators to manage ditch, dam, and other water works.
Highway and Transportation
Mission: To mobilize resources for planning, developing, maintaining, improving, and facilitating
a high quality state transportation network. This includes highways, railroads, public transport,
and aviation as complementary components of the state transportation network (5).
Agency Structure: HTD is an executive agency with the authority and capacity to carry out public
works construction and maintenance throughout the state (5).
Process: HTD locates, designs, constructs, and maintains state highways and public roads.
HTD implements federal-state road and bridge construction. HTD is a building and repair agency.
It supervises engineering, lets contracts for construction, supervises construction, and exercises
audit and performance oversight over its programs (6).
People: HTD is staffed by trained contract administrators, engineering design and review staff,
and internal accountancy (Appendix D TOOL Report Detail).
13
REFERENCES
(1) Hard Choices: A Report on the Increasing Gap Between America's
Infrastructure Needs and Our Ability to Pay For Them, Joint Economic
Committee, Congress of the United States, U.S. Government Printing Office,
1984.
(2) Infrastructure - To Build A State, New Mexico First Report, Eighth
Annual Town Hall, 1991.
(3) Public Infrastructure Needs, 1982-2000: New Mexico Case Study
(4) DFA/Local Government Division Reinvention Business Plan, 1995
(5) New Mexico Blue Book 1995-96, New Mexico Secretary of State
(6) State of New Mexico Executive Budget, Fiscal Year 1997 (1996-97).
Other Sources
New Mexico Finance Authority Activity Report, Fiscal 1995
Rural Economic & Community Development RUS - USDA Report on
New Mexico Water & Waste/Essential Community Services, 1995
State of New Mexico Department of Finance and Administration
Local Government Division Catalogue of Local Assistance Programs, 1994
14
APPENDIX A
Selected Public Works Newspaper Clippings
PAGE 8 - THE RATON RANGE
TUESDAY, JANUARY 9, 1996
Report: Drinking water needs $140 million boost
SPECIAL TO THE RANGE
425
(FY) 1995 from this federal source.
water improvements for their resi-
nationally have no in-house water
Approximately 60 percent of those
dents." Beyer said. "At the level of
supply, or suffer from such severe
The U.S. Department of Agri-
funds were invested in safe drinking
funding the Congress has provided
quality and dependability problems
culture (USDA). through its Rural
water projects. According to Beyer,
for 1996, it will take at least 33
that their in-house water is seldom if
Economic and Community Devel-
based on funding cuts recently
years to solve New Mexico's most
ever drinkable. Those census num-
opment (RECD) offices in New
approved by Congress and signed
critical rural drinking water prob-
hers show 10.173 of these house-
Mexico, has completed a four-
into law, New Mexico will lose
lems identified in the just-compiet-
holds are located in New Mexico.
month assessment of the state's
approximately $2 million in loans
ed Water 2000 assessment."
"Our New Mexico safe drinking
most pressing safe drinking water
and $1.1 million in grants for such
According to 1990 census data
water assessment numbers really
system investment needs.
projects in FY 1996, which started
and reports from state and local
concern us." New Mexico's Anaya
The assessment is part of the
Oct. I. 1995.
agencies
said. "This is a very real matter of
"Water 2000" initiative, which,
"These cuts will hurt rural New
involved in building. operating
public health, quality of life and
according the RECD State Direc-
Mexico towns that need to invest
and monitoring drinking water sys-
economic opportunity that just
for Steven Anaya, claims to deliver
in very basic community drinking
tems, at least 400,000 households
won't go away."
safe drinking water to the estimated
I million rural Americans living
without water piped directly into
their homes.
According to the results. the 52
New Mexico communities with the
most pressing needs require a com-
bined investment of $140.4 million
to serve approximately 85,000 peo-
ple who now have serious drinking
water quality or quantity problems.
The Water 2000 assessment was
conducted by USDA's New Mexi-
co-based personnel. logether with
state and local government agen-
cies and representatives of two non-
profit organizations - the New
Mexico Rural Water Association
and Rural Community Assistance
Program.
Historically, the USDA's water
and sewer loan and grant program
has been the primary funding
source for rural communities seek-
ing to improve their public health,
job development and fire protec-
tion by conducting and improving
water and sewer systems. The
USDA's Rural Utilities Service
(RUS). as part of Water 2000, is
targeting its loans and grants to
lower income. remote rural com-
munities with the nation's most
pressing drinking water quality and
quantity problems.
Wally Beyer, Washington-based
administrator of the RUS. said New
Mexico water and sewer projects
received $6.6 million in loans and
$3.6 million in grants in fiscal year
M JAN1 01996
New Alexica Press Clipping Hureau
2531 Wyoming NE
Albuquerque. NM 87112
505-275-1241
City improvements
may 425 hit the wallet
Residents may have to help pay for capital projects
By BRIAN WACHTER
plant is near the end of its
Gallinas River to improve ense
Optic Reporter
lifespan and will soon need
of travel between east and
Future city construction
major rennovation.
west.
projects may have to be
The water distribution
Meeting attendees added a
funded by local tax increases
system in Old Town is
few more areas of concern:
- or not be funded at all, said
substandard. Work is
The city's sewage collec-
Las Vegas City Manager Les
underway.
tion system needs work.
Montoya at Tuesday's
The Gallinas River chan-
Some older neighborhoods
Community Master Plan
nel can't handle the volume of
need sidewalks.
meeting.
water that it would receive
The city's western ridge
The meeting's topic was
during a 100-year flood. It
needs to be protected from
public works: roads, utilities
needs to be widened and its
development and its drainage
and the like.
feeder arroyos need to be
improved.
Several individual projects
stabilized.
The next master plan
were discussed but "It all boils
North-south roads in Las
meeting will focus on housing,
down to money," Montoya
Vegas need expanding.
zoning and land use. It will be
said.
At least one new bridge
held on Jan. 30 at 6:30 at
Montoya said state funding
needs to be built across the
Memorial Middle School.
for capital outlay projects has
been and will continue to be
hard to come by.
He said legislators are
asking, "What is your bonding
capacity?" when approached
for funding.
General obligation bonds
are sold by government
entitities to fund capita!
outlay projects.
They are repaid by tax
increases.
Only the voters can decide
whether to accept the extra
tax burden. But if they don't,
"The day may come when
somebody doesn't have water
coming out of their faucet," he
said.
Montoya said legislators are
increasingly unwilling to
BRIAN WACHTER
appropriate monies from the
Newly declared mayoral candidate Joseph Vigil talks about
general fund to communities
street Improvements at Tuesday's Community Master Plan
that haven't tapped their
meeting as newly declared mayoral candidate Joseph
bonding capacity.
Baca listens.
When told locals look
unfavorably on tax hikes,
lawmakers say, "We have the
same kinds of problems you
do," he said.
Las Vegas' bonding capacity
is $3 million - all of which is
available.
"There may a time when the
city council approves a bond
measure for the ballot," he
said.
Master plan committee
members and planners held
the meeting to gather infor-
mation on the community's
Lordsburg Liberal
Jhis 12 1996
New Mexico Prem Clipping Bureau
2531 Wyoming NE
Albuquerque. NM 87112
505-275-1241
Rodeo Water Users Denied CDBG Funds
425
The Rodeo Water Users
Economic Community
ask the Commission to repair
with a soil stabilizer to keep
Development program. The
road conditions through the
the dust down.
Association will not receive
route will eliminate the
subdivision south of Highway
In other business, the
any CDBG money to
County's role and the
9.
Commission agreed to allow
improve their current water
application will be submitted
Moon Mullins, speaking on
the payroll department to
situation.
Priscilla Luccro. of the
directly by the residents and
behalf of the group, told the
return to the "old method" of
meinbers of the RWUA,
Commission that the road,
doing payroll. The County
Southwest Council of
Southern Pacific, who
Governments, told the
approximately a 1/2 mile
hired ADP. a payroll
leased the property and rights
strip, has not been touched
preparation firm, in October
Hidalgo County Commission
to the RWUA for 50 years in
for about 30 years. He added
and have been dissatisfied
Tuesday that the RWUA is
1963, has said the property is
that sometimes the dust
with the system.
ineligible for the CDBG
considered abandoned to
prevents any driving on the
County Manager Tom
funds because all property
them and is considering
road whatsoever.
Anderson told the
and water rights are owned
transferring ownership to
The Commission agreed to
Commission that a new
by Southern Pacific
RWUA, Lucero said.
look into CAP and COOP
payroll clerk is currently
Railroad.
She did inform the
Mary Stochner, RWUA
monies to have the road
being trained and should be
Commission, however, that
secretary, approached the
either chip-sealed or treated
(Continued on Page 2)
Commission at their
the RWUA could be eligible
for money through the Rural
December meeting requesting
that their project be endorsed
by the county. She said at
that time that the current
system does not have the
capacity to supply all the
residents. Lucero said her
office will conange 10 assist
the RWUA.
The Commission agreed to
go forward with their request
for CDBG monies for
improvements at the Medical
Complex.
Residents of the Windmill
Subdivision were on hand in
force at Tuesday's meeting to
Defensor Chieftain
Socorro, NM
PJAN
13
1996
New Mexico Fress Choping Bureau
Albuauerque NM
San Antonio 425 eyes system improvements
SAN ANTONIO-A proposal to
requirement that the locale be
ther discuss the proposed plan.
said, while widening the lines and
member of the water association
extend lines and make improve-
within 150 miles of the U.S.-
Application deadline is Feb. 28.
installing new hydrants would
and San Antonio fire chief. Mur-
ments to the San Antonio Mutual
Mexico border.
The association currently has
mean better fire protection for all
phy said it's only a matter of time
Domestic Water Association sys-
As such, San Antonio is eligible
4-inch main line that crosses the
San Antonio residents and, in the
before the community will have to
tem may be a viable option for a
for up to $400,000 in CDBG colo-
river at San Antonio. Larger
long run, lower insurance rates
have its own sewage system at a
colonias project.
nias funds.
water lines and a storage tank
for the entire community.
cost of millions of dollars.
The idea was proposed by Fred
San Antonio residents at a pre-
would provide for better service in
"It also would make it easier to
"The water project appears to
Hollis, vice president of the water
vious public hearing had decided
that area; and extended lines
get a mortgage," said San Antonio
be the only kind the community
association, who said the majority
on a road project; however, road
would enable the association to
farmer Chris Sichler.
can use," said Jo Drake. Greg
of the system's customers meet
projects are ineligible for funding
add new customers to its rolls
Sanchez stressed the importance
the low- to moderate-income
under colonias guidelines, ex-
"I'd like to see the lines
of not passing up an opportunity
guidelines that define a colonias
plained Liz Bernal, executive
Hollis said the association also
widened,' said Bernal, adding
to improve the infrastructure of
project under the Community De-
director of the South-Central
is required to provide its
that it may not be possible to com-
the community.
velopment Block Grant (CDBG)
Council of Governments (COG)
customers with back-flow pre-
plete the entire project with the
program. The meeting Wednesday
Bernal said she would try to
venters, "but we have no funds to
colonias funding alone, perhaps
was to discuss possible projects.
have Jim Creek, former COG
do this."
necessitating other grants or
The final hearing will be on
San Antonio is the only com-
director and now a colonias plan-
Installation of double-check
loans.
Jan. 18 at 7 p.m. at the San
munity in Socorro County that
ner, attend the final public hear-
valves would provide a wedge
"Td like to.get the water project
Antonio Senior Citizens Center
meets colonias criteria including a
ing on Thursday, Jan. 18, to fur-
against system contamination, he
completed," said Don Murphy, a
just off Hwy. 380.
Christmas Tree Bill has
something for everyone
By Mike Stauffer
425
Peñasco Elementary School.
The Taos News
Red River town fathers want
$125,000 to plan design and
Town manager Gus Cordova
improve the municipal parking
said state Sen. Carlos Cisneros'
lot; $125,000 to purchase a
Senate Bill 628, his so-called
public school building; and
"Christmas Tree Bill, has "A lit-
$50,000 to plan. design, reno-
tle something in it for every-
vate and improve the town hall
one."
building.
A Christmas Tree Bill is one
Taos Pueblo is asking for
that lumps together funding
$190,000 to plan, design, build
requests for most of the capital
or renovate a senior center and
Improvement projects located
to buy vehicles; $250,000 to
within a senator's given district
pave, improve and purchase
in hopes of getting some of
equipment for roads; $312,000
them funded.
to complete the Head Start con-
State Rep. Roberto "Bobby"
struction project; $1.5 million to
Gonzales introduced similar
build a waste quality standard
legislation in the House, and
office; $1.5 million to plan,
Friday (Feb. 9), Cordova and
design, build and equip a tribal
other town representatives
archive storage building;
appeared before the House
$30,000 to plan, design and
Finance Committee to plead
build or buy a WarChief office
their pet projects.
and bison storage facility;
"We'll consider ourselves for-
$25,000 to complete the
tunate if any of them are fund-
WarChief's agriculture build-
ed." Cordova said.
ing; $60,000 to build the range,
Specifically, the town is seek-
corral and water resource devel-
Ing $300,000 to plan, design
opment for the bison relocation
and build a youth and family
project; $75,000 to improve the
center in Taos and $600,000 to
collection site or to build a per-
plan, design and build the went-
manent transfer site for solid
ern extension to State Road 685
waste; and $30,000 to maintain
(Paseo del Cañon).
the wilderness programs.
Taos County is seeking
Picuris Pueblo seeks
$125,000 to improve the com-
$250,000 to complete the sec-
munity well in Cerro; $150,000
ond phase of the construction of
to improve the water system in
the community center.
Arroyo Seco; $100,000 to:-
The Taos Municipal School
improve the water system in
District wants $150,000 to buy
upper Arroyo Hondo; $100,000
and install computers at Enos
to continue making improve-
Garcia Middle School;- and
ments to the water line and
$759,000 to renovate and build
water system project in Vadito;
additions at Ranchos Ele-
$204,000 to buy and inatall a
mentary, Taos Junior High and
water storage tank and im-
Taos High School.
prove the El Prado water sys-
Other wish lists included in
tem; $150,000 to buy vehicles
Cisneros' funding-request bill
for the Taos County sheriff's
are $1.025 million to plan,
office; $400,000 to compete var.:
design and build phase two of
ious capital project in Taos
the off-campus instructional
County to comply with the fed-
site for University of New
eral Americans with Disa-
Mexico-Taos Education Center
bilities Act; $258,000 to com-
and $50,000 to buy and install
plete phase two of the construc-
classroom computers at that
tion of the indoor arena at the
location; $25,000 to buy equip-
agricultural center in Taos;
ment for the Taos Little
$200,000 to purchase or build a
League; $25,000 to buy equip-
community center in the
ment for the Taos Youth
Costilla-Amalia area; $500,000
League basketball programs;
to repave and improve County
$200,000 to extend electric
Road 21 in Rodarte; and
lines to the Ski Rio resort;
$20,000 to build and improve a
$300,000 to complete the out-
head gate for the Acequia de
patient and conference rooms
Arriba in El Valle.
for the new detoxification pro-
Questa officials want
ject planned in Taos; and
$100,000 to plan, design and
$522,000 to design, build,
improve the water and sewer
equip and improve the existing
lines in the village; $100,000 to
National Guard Armory.
plan, design, construct and
equip a public works facility;
$150,000 to plan, design reno-
February 15, 1996
vate and improve the senior
center; and $40,000 to buy
equipment for the ditch associ-
ation.
Peñasco wants $50,000 to
conduct a water and sewer fea-
sibility study for the Peñasco
valley; $218,000 to buy and
install à water storage tank
and improve the water system;
$75,000 to renovate the youth
center; $225,000 to complete à
waste treatment plant for the
Peñasco School District; and
$750,000 to complete the con-
struction of clássrooms and a
multipurpose room at the
Rio Grande Sun
Espanola. NM
MAR - 7 1996
New
Mexico Press Clipping Bureau
2531 Wyoming NE
Albuquerque. NM 87112
505-275-1241
$3M Sought for Acequias|
425
Congressman Bill Richardson wants Congress
in dire need of funding assistance for repairs and
to appropriate $3 million for the acequia program
reconstruction."
during the upcoming fiscal year.
In addition to the increased funding level,
In testimony before the House Appropriations
Richardson urged the subcommittee to direct the
Subcommittee on Energy and Water Development,
Corps to accelerate the number of acequia projects
Richardson, D-N.M., said the additional funds are
that it undertakes. Richardson also suggested that
needed to meet the increasing needs of New Mexi-
additional agencies such as the Bureau of Recla-
co communities.
mation be allowed to undertake acequia work.
"Although many acequias have applied for assis-
Richardson also wants acequia district members to
tance from the Army Corps of Engineers, a backlog
have the flexibility to perform some of their own
continues to exist, and only a fraction of those who
repairs.
have applied for assistance have actually received
Last year, Congress and President Bill Clinton
it," Richardson told the panel. "Despite repeated
agreed to provide $1.5 million for acequia repair.
appropriations, this pattern has continued for a
Since 1986 Congress, at Richardson's request, has
number of years, and additional acequias' are now
appropriated $17.8 million for acequia repair.
Raton Range
MAR - 8 1996
New Mexico Press Clipping Bureau
2531 Wyomine NE
Albuquerque. NM 87112
505-275-1241
Springer could
Springer
face costly fines
may face
Continued from Page 1
termined amount of time, according to town officials'
estimates - ended up in the river.
expensive
Since then, environment department officials have
inspected the town's wastewater system many times while
trying to work with town officials in establishing a plan of
action to correct the problem and prevent further wastewater
penalties
discharge into the river.
Williams said the town was not adequately meeting the
department's requests and instructions, so the Notice of
Violation was issued to give the instructions more author-
By TODD WILDERMUTH 425
ity. Issuance of the notice enables the department to seek
Managing editor, The Raton Range
the penalty assessments if it chooses.
Cruz said many of the items called for in the environment
The Town of Springer could face
department's notice have already been addressed. He said
thousands of dollars in fines if the
he met with the wastewater and water plant operator and the
New Mexico Environment Depart-
town engineer Thursday morning. He said they, too, were
ment decides to seek formal penalty
surprised by some of the items in the notice, and told Cruz
action against the town for failing to
the town was already "on line" with many of the items."
comply with the department's
demands in repairing and improving
Cruz also said the department "added a few new things
that surprised us."
the town's wastewater system.
He said he does not think the town deserved the Notice
Bill Williams, communications
of Violation.
director for the environment depart-
"We're doing what we can with a limited amount of
ment, said Thursday his department
has issued Springer a "Notice of Vio-
resources," Cruz said. "I wish the environment department
lation." The notice, sent to Mayor
would do more than just say, 'You're screwing up.' We haven't
Danny Cruz Feb. 7. steps up the envi-
got any help from them besides threatened legal action."
ronment department's enforcement
Williams said the department is requiring Springer to
of the town's efforts to clean up its
maintain better records concerning its testing of the water,
to file monthly reports with the department and to make
faulty wastewater system.
The town could be fined $10,000-
some changes in equipment maintenance. He said the
$15,000 for each environmental vio-
department has also given the town until March 14 to
lation per day, Williams said. He said,
submit a comprehensive plan on how the town will handle
however, "we won't fine them unless
a wastewater discharge should another one occur.
Williams said the department was unsatisfied with the
they don't comply."
town's infrequent testing of water turbidity, which measures
Cruz said Thursday the town has
how many solids are in the drinking water. He said officials
not been fined. He said such action
are concerned about the amount of bacteria in the water,
would have to go through district
"and the fact they haven't consistently, over time, sampled
court.
for that."
Officials at the environment depart-
ment and in Springer have been com-
municating since November when
pipes that carry wastewater past the
Cimarron River and empty into stor,-
age lagoons south of Springer were
discovered overflowing. The untreat-
ed wastewater - perhaps as much
150,000 gallons per day for an unde-
Continued on Page 3
Santa Fe New Mexican
T MAR 09 1996
New Mexico Press Clipping Bureau
2531 Wyoming NE
Albuquerque. NM M7112
505-275-1241
Arroyo Seco asked to boil water
By BETSY MODEL
paired and samples taken.
425
For The New Mexican
Kelley said samples taken earlier this week had
not been found to contain E.coli bacteria but that
TAOS - Residents and businesses of Arroyo
the recommendation for boiling water was a sim-
Seco, a small community just north of Taos, are be-
ple safety precaution following the loss of chlori-
nation.
ing asked to boil any water used for human or pet
consumption following a breakdown in the commu-
At the request of the Taos Municipal School Dis-
nity's water chlorinator.
trict, the Army National Guard has been supplying
Ed Kelley, director of Water and Waste Manage-
drinking water to Arroyo Seco Elementary School
ment for the state Environment Department, said
since the chlorination system went down last Tues-
that the precaution of boiling water for a minimum
day. No other drinking water has been made avail-
of five minutes was a "healthy precaution" until lo-
able to either the community's local businesses or
cal water pump and filter systems have been re-
its 130 households.
US WATER NEWS APRIL, 1996
Former REA takes aim at well problems
USDA agency wants to run more
water lines to rural communities
WASHINGTON - As the U.S.
Romano has stated his agency's goal
Department of Agriculture (USDA)
of supplying water to the most
estimates that nearly a million
troubled rural communities by the
households in rural areas of the na-
end of the decade. As the successor
tion are facing "critical needs" for
agency to the Rural Electrification
improved drinking water supplies,
Administration, RUS continues to
the federal agency that spent a half-
subsidize rural electrical and televi-
century bringing electricity to rural
sion cooperatives.
America has resolved to do the same
The estimated cost of the agency's
with water. Instead of providing
goal, $3.6 billion, is virtually identi-
power lines and poles, the Rural
cal to the USDA survey. Anytime
Utilities Service of USDA wants to
that a new plan in Washington is
build pipelines to rural homes cur-,
projected to cost in the billions of
rently served by wells endangered by
dollars, there are sure to be objec-
contamination.
tions by budget-cutting interests.
In a recent survey, USDA deter-
True to form, an array of conserva-
mined that contamination of com-
tives and balanced-budget advocates
munity wells or antiquated water
have expressed either concern or
treatment facilities threatens the
downright objections to the RUS
water supply of nearly 1. million ru-
water supply plan. Leading the
ral homes. The survey says it would
charge is the group Americans for
cost an estimated $3.5 billion to ex-
Tax Reform, which already had
tend water lines to communities
launched a campaign targeting the
currently served by wells, or to up-
RUS for elimination.
grade existing water treatment sys-
"Whose money do they think is
tems.
going to pay for this?" asked Grover
"We have a lot of rural communi-
Norquist, president of Americans for
ties with private wells that are
Tax Reform. "There's no appetite in
shallow, failing, or contaminated,"
Washington, D.C., these days for
said John Romano, deputy director
something new," ádded Norquist,
of the Rural Utilities Services (RUS).
"and this money isn't free."
ABQJNR NORTH 4/10/96
Water Project Funds Approved
Journal Staff Report
El
Alto: $408,000 for sewage
drilling a new water well and build-
LAS VEGAS, N.M. - Several vil-
lines throughout the community
ing a 30,000-gallon water tank and
and for 30 water meters. The town
lages in northern New Mexico will
other water system improvements,
receive thousands of dollars in fed-
had sewage spills from aging septic
including 40 water meters. The vil-
eral grants and loans for water and
tanks, according to a release from
lage has had low water pressure,
wastewater systems, officials
the Department of Agriculture.
the release says.
announced Tuesday.
Upper Holman: $280,000 for a
Lumberton, the village in Rio
Four projects are in Mora County,
20,000-gailon water tank and other
Arriba County: $231,100 for a
a fifth is in northern Rio Arriba
improvements to the water system,
32,000-gallon water tank and other
County.
including 37 water meters. The vil-
water system improvements. The
The details of the projects were
lage has had low water pressure.
village has had low water pressure
announced by officials from the
Agua Negra: $270,000 for a
and a lack of emergency storage,
Department of Agriculture's Office
15,000-gallon water tank and other
the release says.
of Rural Development and Rep. Bill
water system improvements,
Also Tuesday, the Department of
Richardson, D-N.M. All five vil-
including 44 water meters. The vil-
Agriculture officials presented a
lages are in the federally designat-
lage has had low water pressure,
$366,000 check to Springer officials so
ed enterprise community.
the release says.
the town can extend sewer service to
The projects are:
Guadalupita:
$242,500
for
the west side of the Cimarron River.
Deming Headlight
M APR 10 1996
New Mesice Prem Chipten Bureau
2531 Wyoming NE
Albequer que. NM 07112
505-275-1241
Columbus well contains arsenic
"
BY JACK KING
isth
line. The south well will be
and is open 24 hours a day,
The effects of long term
HEADLIGHT STAFF
turned off and the village will
seven days a week.
oral exposure to atsenic in hu-
The Village of Columbus
get its water from two other
According to an Environ-'
mans and animals include:
was notified Monday by the
wells, she said.
ment Department notice! the
muscular cramps; gastrointes-
New Mexico Environment
Arsenic can be removed
results for samples collected
tinal damage and injury to
Department that its south well
from drinking water by using
on February 8 and 27, 1996,
blood forming, kidney and
contains unacceptably high
reverse osmosis, lon exchange
showed the south well con-
nervous systems. In humans,
levels of arsenic, Village
or activated alumina. The Vil-
tains an average arsenic con-:
chronic exposure to arsenic is
Clerk Norma Gomez said
lage of Columbus currently
centration of 60.45 ug/L: The:
associated I with skin lesions
Tuesday
operates a point-of-use reverse
current Maximum Contami
that' are generally considered
Gomez said-the south well
osmosis water treatment unit
nant Level for arsenic, estab-
to be precancerous Some hu-
has been in only occasional
which is available to the pub-
lished by the U:S. Environ-
mans! who were exposed to
use since February, when a
lic, she added. The unit is lo-
mental Protection Agency, is
high levels of arsenic suffer:
new southeast well caine on
cated at the fire department
50 ug/L.
weight loss, diarrhea, debility,
anofexia, bronchitis and skin
ilisorders, the department said.
Natural mineral deposits in
some geograpliícal areas con-
lain large quantities of arsenic
and this can result In elevated
levels of arsenic in drinking
water dorived from groundwa-
ler, the department said
Gomez said the Environ-
ment Department also re-
ported all the village's wells
show high levels of flouride.
Santa Fe New Mexican
K APR 12 1996
New Mexico Press Clipping Bureau
2531 Wyoming NE
Albuquerque, NM 87112
505-275-1241
County: Eldorado could
run out of water in 8 days
425
reliant on rain and snow runoff
By SHARYN OBSATZ
- that in wetter years produces
The New Mexican
30 percent of the system's water.
Richard Williams, spokesman
Some 2,000 homes and busi-
for utility owner AMREP Inc.,
nesses south of Santa Fe could
said barring new rain or snow
run out of water within six to
runoff, the utility will have to
eight days, and El Dorado Ele-
take more drastic measures. He
mentary School might be closed
said the company doesn't have a
temporarily next week if the
solution yet but is working on it.
local water utility can't provide
The utility received an emer-
enough water for fire protection.
gency permit Monday from the
Those are predictions of Santa
State Engineer's Office to pump
Fe County officials who have
an exploratory well during the
resumed a moratorium on build-
shortage.
ing permits for the Eldorado area
Eldorado officials say their
and are urging Eldorado Utilities
community center has a separate
customers to conserve water.
well producing enough water to
County officials expect people
provide drinking water to the
will use water faster than wells
area, and fire officials have
can pump it out of the ground,
plans if hydrants don't work.
thus depleting storage tanks,
Ríos said that if storage tanks
spokesman Juan Ríos said. Cus-
drop to only one-quarter full, the
tomers used 1 million gallons on
county will consider closing El
Sunday, he said. If use continues
Dorado Elementary because of
at that rate, he said, water will
fire protection concerns.
run out within six days.
Santa Fe Public Schools
"Short of Eldorado Utilities
spokeswoman Betty Friedman
coming up with a miracle," Ríos
said the district hopes today to
said, "we don't know how they're
have a plan for handling the pos-
going to solve the problem."
sible closure or trucking water
The utility shut down a well -
to the school.
K APR 18 1996
K APR 12 1996
New Mexico Press Clics buresul
New Mexico prees CHEDING Bureou
Alouduerque NM
Alduquerque NM
Health office identifies
Purified
colonias water woes
Preliminary reports of a $400,000 project to monitor
water is
the quality of privatë-well water in Doña Aria County
colonias have uncovered sporadic instances of light
chemical contámination and suggest a more wide-
free in
spread problem with viral contamination.
The monitoring is being overseen by the New Mexico
Border Health Office with money appropriated by the
Columbus
state Legislature.
425
Water samples were collected and analyzed by high
school students working in conjunction with Project dél
By JACK KING
HEADLIGHT STAPF
425
Rio. a local non-profit organization. The samples were
àlso sent to professional groundwater investigators for
Columbus residents who
analysis.
Monitors found no indication of nitrate contamina-
want to avoid any ill effects
tion in groundwater at Rio Grande Estates, even though
from arsenic in one of the vil-
the water table there is only 2 to 4 feet below the surfacè,
lage's wells can get purified
said Kitty Richards, an environmental specialist for the
water free of charge at the vil-
Border Health Office.
More significantly, though. they found that many
lage fire department, Village:
wells in the Chamberino area are poorly constructed,
Clerk Norma Gdmez said
enabling contaminants to migrate into the groundwa
Thursday.
ter. she said. In addition. the integrity of the wells there
are threatened by the large number of cesspools! Cess
pools do not adequately protect the groundwater be-
We really don'
cause there is no enclosed container for the sewage.
have a problem
Fortunately water samplés did not indicate high
levels of nitrates: fecal coliform or other contamfrants
That well has been
Richards said.
In addition, analysts with the Albuquerque firm
shut down since the
Daniel B. Stephens & Associates found trace amounts
new well came on
of a solvent and a fungicide in four wells in the Mesquite
and Road Runner Road areas. The project manager for
line three months
the company said the findings indicated "possible con-
tamination."
ago.
Richards said most water samples were collected
when farmers were not using Insecticides or fungicides
Norma Gomez,
on their crops - Indicating that levels of these contami-
Village Clerk
nants might be more readily found in wells when
farmers are applying these chemicals.
A spigot on the fire depart-
The Daniel B. Stephens water analysts also reported
ment's east wall provides a
they found that 44 percent of the samples from private
wells in Doňa Ana County tested positive for coliphage
continuous flów of water fit-
an indicator of viral contamination. The results of
tered through a 'reverse os-
further analysis for the viral contamination are not yet
mosis device, which re-,
complete. Richards said.
moves the arsenic. Persons
Richards said the Border Health Office is compiling
this information to construct a case for attracting state
who use village water can get
or private money to help address the problem of private
five gallohs per family per.
well contamination.
al day; Gomez said.
This year. the health office will be continuing its
investigation of border environmental problems with
hi
It's got a 300-gallon tank,
another $400,000 appropriation from the state Legisla
hi and if that runs out it will
ture, she said. Although last year's investigation fo
TI
pump water directly from the
cused on water quality. the new one will be éxpanded
wells through the filter to the
into such areas such as air quality.
spigot," Gomez said.
Richards said she is seeking assistance from border
residents to determine areas and sites that need inves-
As for the reported arsenic
tigating. Those who can Identify environmental prob-
problem, Gomez said the vil-
lems are invited to call her at 646-7966.
lage has taken steps to deal
with it.
"We really don't have a
problem. That well has been:
shut down since the new well
Frame on line three months
See Water, page 2
Espanola, NM
K APR 18 1996
New Mexico Press Clipping Bureau
2531 Wyoming NE
Albuquerque, NM 87112
505-275-1241
Council
Engages
In Water
Fight
By Deborah Begel
Chama Valley Bureau
425
Drawing their usual battle lines, Chama Village
Council members got into a water fight at their
meeting April 9.
In a seven-hour meeting, Mayor Tony Gonzales
and Councilor Esther Jones urged Councilors Hen-
rietta Sandoval-Smith, Karen Holm and Archie
Vigil to approve a $217,000 bid to install a more
modern water system that would allow the village
to draw more water from the Rio Chama.
The only bid for the job was submitted by
Farmington engineer Richard Cheney and Chama
contractor Joe Piuma.
The three opposing councilors argued that there
was a $70,000 discrepancy with an earlier cost es-
timate. The mayor said the bid was acceptable giv-
en that it was within the 10 percent excess allowed
by the state on an engineer's estimate of $200,000,
Holm moved to reject the bid and send out a
new request for bids. The mayor fought the mo-
tion. In an intervier later he said, "Time is of the
essence" for two reasons.
For one, he said Chama needs to spend its 1992
Community Development Block Grant in order for
the village to apply for a 1997 CDBG. Second, the
mayor said, "We need to get the water plant going
as soon as possible." Then he expressed a third
concern.
"If we go out for bid again," he said, the village
may get a more expensive bid or possibly "won't
get anybody to bid on it at all."
A compromise was finally reached. Holm
agreed to rescind her motion and the council
scheduled a special meeting for today (4/18) at
1:30 p.m. to get more information from Cheney
and Piuma.
Holm later said "no comment" when asked
about the discrepancy problem. She did say, how-
ever, "We need to know what it's for."
Sangre de Cristo Chronicle
Angel Fire. NM
APR 25 1996
New Mexico Press Clipping Bureau
Albuquerque NM
AF-Village pursues
utility acquisition
Village, Resort 'agree in principle' to
utility transfer
425 Cottam.
Jeff Broddle, staff writer
Angel Fire Services, a
branch of Angel Fire Resort,
ANGEL FIRE - Angel Fire
operates the water and sewer sys-
Village council "agreed in princi-
tem.
ple" to pursue the acquisition of
Erwin and Des Jardin met
Angel Fire Resort's water and
Friday, April 19 to begin drafting
sewer system, Councilor Rich
a contract to formally arrange the
Hill said.
transfer, Hill said.
In a 2 1/2-hour-long, closed
"The Village has two years
to the public executive session
to obtain funding in the form of
Thursday, April 8 Council met
grants. If in two years the Village
with Angel Fire Resort principals
has not funded it, the Resort has
Craig Martin and Tim Allen;
the option to take it back," Hill
Chaffin/Light Associates chair-
said.
man Jim Light and chief financial
"There wasn't really a time
officer Jim Horn (Chaffin/Light
frame specified (to complete the
is the real estate development
contract)," Hill said, adding it
arm of Angel Fire Resort); Angel
should take place in "the very
Fire Resort general manager and
near future."
chief executive Peter Gutman;
For its part, the Resort pro-
Angel Fire Services business
vided the Village with a position
manager and controller Russ
paper promising a "good faith
Seymour: village engineer Don
effort" to pursue the transferal,
Des Jardin and village attorney
Hill said.
Bill Erwin.
The transfer would include
Hill spoke to The Chronicle
all of Angel Fire Services' equip-
following the meeting at the
ment, office space, water tanks,
direction of Mayor Barbara
(CONT. ON P. 10)
Sangre de Cristo Chronicle Angel Fire, NM April 25,1996
AF utility transfer
(FROM 1)
RECD grant/loan
state legislative appropriations,
sewer rates should it acquire the
and land needed to operate the
The Village is pursuing a
Community Development Block
utility, Hill said, "The water rates
utility, as well as the land needed
$5.5 million grant from the Rural
Grant funds, and positive cash
we have right now are not high;
to build a new treatment plant.
Economic
Development
flow from the utility.
the sewer rates are high. If any-
Hill said the transfer would
Department (RECD), the federal
As outlined in Thursday's
thing is impacted it would be
be "mutually beneficial" to both
department formerly known as
discussion the water rights neces-
water rates."
parties because the Village, as a
the
Farmer's
Home
sary to operate the water system
The
utility
"generates
public entity, will be able to pur-
Administration.
would be leased to the Village for
enough revenue to completely
sue federal grants and other fund-
Des Jardin said the Village
$1 per year "until additional
finance the loan amount we need
ing sources to pay for $7 million
has completed the preapplication
water rights are needed," Hill
(to pay for the improvements)
of improvements to, and expan-
process for the funding, of which
said.
over and above the grants and
sion of, the utility.
55 percent would be in the form
To raise money for addition-
matching funds we need to
Plans presented by engineer-
of a grant, and 45 percent loan.
al water rights needed to expand
accomplish this," Hill said.
ing firm Gannett Fleming call for
Des Jardin said the next step
the water system, the Village will
According to Seymour,
the construction of a new treat-
is to wait for the RECD funds to
eventually charge an "impact
"Historically over the last two
ment plant with a capacity of one
become available. He said the
fee" on new construction, Hill
years Angel Fire Services has
million gailons per day, a now
grant was approved in October,
said.
generated a positive cash flow of
pump station, and about 20,000
and although funding could
Although no fee schedule
approximately $170,000 annual-
feet of transmission line, as well
become available in July, the
has been set, the impact fees
ly.
as the clean up and removal of
Village may have to wait until
could range from $800 to $1,500,
It has been at least a number
the existing treatment plant.
October.
Hill said.
of years since the utility has oper-
Options for raising the
Asked if the Village Council
ated at a loss, Seymour said.
remaining $1.5 million include
anticipates raising water and
"Generally speaking it's in
good condition," Des Jardin said
of the water system. As for the
sewer, "Except for the treatment
plant it's in good condition."
Des Jardin said he wouldn't
say the treatment plant is in good
condition since it is not large
enough to meet the village's
long-term needs.
Gallup Independent
T NPR 29 1000
New Mexico Press Clipping Bureau
2531 Wyoming NE
Albuquerque, NM 87112
505-275-1241
Spring in Gallup
means brown water
from rusty pipes
By Christine Barber
Staff Writer
425
different form. In the clear water,
it's just dissolved, Allgood said.
GALLUP - Florida has hurri-
The iron settles in the bottom
cane season, Kansas has tornado
pipes until a disturbance causes it to
season and California has wild fire
detach and flow into the tap water.
season, but Gallup has a season all
The type of disturbance that forces it
its own dirty water season.
to break off can range from doing
"Every time it's dirty, they need
laundry to a water main break.
to call us," said Lance Allgood, wa-
The increased water use in the
ter system superintendent. "It's
summer, also can cause the iron par-
harmless."
ticles to show up in your water.
With more people watering their
"This time of the year, when
lawns and gardens, the time for dis-
more people start watering their
colored water has started once
lawns, use goes up," Allgood said.
again.
"On Saturday morning, everyone
The "dirt" in the water is actual-
waters their grass so that by Satur-
ly iron that has settled in the pipes.
day afternoon we're getting calls (of
It is a common problem for cities,
dirty water.)"
like Gallup, who rely on ground wa-
The iron is harmless, but if large
ter.
amounts show up in your water, AI-
The dirty water, which usually
Igood recommends caution.
goes away in a few days, is safe. In
"If it's very dirty, I wouldn't rec-
fact, rust-colored water has as much
ommend drinking it," he said.
iron in it as clear water, only in a
See Spring time, Page 2
Springtime
Gallup Independent
APR 29, 1996
Very rusty water could cause an
pipes in six weeks. It is when that
upset stomach.
transfer takes place, Allgood warns,
Most of the dirty water problems
that a greater influx of homes in the
are centered in Gallup's old town
area will see the rusty water.
site . from Ford Drive to Second
But even some parts of town that
Street and Route 66 to Morgan Ave-
have the new plastic pipes are still
nue. The 35-year-old pipes in that
getting the tea-colored water. In the
area are cast iron or galvanized and
Stagecoach area, residents have
therefore are at greater risk of iron
complained they are getting the wa-
deposits.
ter as well. However, most of those
In some areas downtown, the.
types of problems effect single
pipe the water flows through is four
homes, not wide areas, Allgood
inches across, but the amount of
said.
iron in the system has decreased
that size to just a half inch, Allgood
So far the problem this year has
said.
been minor and Allgood hopes that
The City is currently working on
it stays that way.
replacing the old pipes and hope to
"We haven't had a lot of calls," he
make the transfer to newer, plastic
said.
Rio Grande Sun
Espanola, NM
MAY 02 1996
New Mexico Press Clipping Burcau
2531 Wyoming NE
Albuquerque, NM 87112
505-275-1241
Lumberton
Gets Help.485
With Water
The Lumberton Mutual Do-
mestic Water Consumers Associ-
ation has been awarded $231,100
to build a new water storage tank
and a new pipeline from the tank
to the community. The money in-
cludes $173,300 in grant funding
and $57,800 as a loan to correct
water pressure and shortage
problems in Lumberton. The
New Mexico Office of Rural De-
velopment of the U.S. Depart-
ment of Agriculture gave out
$1.4 million in the state for water
and waste water projects.
Albuquerque Tribune
MAY -9 1998
New Mexico Press Clipping Bureau
Albuquerque NM
8 city sites found to have bad water
By Lawrence Spohn
eral standards at least once during
136 communities "drank water that
TRIBUNE REPORTER
425
the past two years, according to an
failed" federal standards. And some
Eight private water systems in AI-
environmental report released today.
165,443 New Mexicans get water
buquerque were tainted by bacterial
The report, "Just Add Water," was
from systems that do not do testing.
contamination in 1994, according to
prepared by the Environmental
Most of the violations in New
data released today by environmen-
Working Group in Washington and
Mexico were occasional failures "in
tal groups in Washington, D.C., and
circulated by the New Mexico Pub-
infrastructure" that are quickly ad-
Albuquerque.
lic Interest Research Group. It is
dressed by state and water-system
Serving between 23 and 300 peo-
based on analysis of Environmental
officials, said Robert Gallegos, head
ple each, the eight water systems in-
Protection Agency records.
of the state's drinking-water bureau.
cluded several industrial sites, a mo-
The report says 45 million Amer-
He said the numbers "probably are
bile-home park and a sports facility.
icans get water from systems with
accurate" but are not alarming. "A
Bacterial contamination was also
bacterial or chemical contamination.
very small fraction of the systems,
detected in 1994 or 1995 in 11 wa-
way below I percent, have continu-
ter systems in areas near Albu-
The largest New Mexico water
ing contamination problems," he
querque, including several restau-
systems cited for violations were
said. "We do have areas of the state
rants and campgrounds in the East
those serving Socorro, Española and
that have problems, and together we
Mountain areas of Cedar Crest and
Bloomfield. Some schools, hospitals
are trying to address them."
Tijeras. Those systems serve be-
and day-care centers in Bernalillo,
Of the 1,345 water systems in
tween 30 and 1,000 customers each.
Santa Fe and Anthony also violated
New Mexico, 120 violated standards
They are among thousands of
standards, the report said.
during the period. Seven were
New Mexicans who were exposed
The report said that, during the last
"deemed significant non-compliers"
to drinking water that violated fed-
two years, 66,490 New Mexicans in
with the Safe Drinking Water Act.
Santa Fe New Mexican
MAY 15 1996
New Mexico Press lipping Bureau
2531 Wyoming NE
Albuquerque. NM 87112
505-275-1241
Broad-based water planning is needed now
Over the past few weeks there has
been considerable publicity regarding
Don
Eldorado water. It has ranged from
Dayton
425
tering records of permitted wells need
to be maintained to assure they are not
exceeding water rights granted.
near panic to "Do we really have a prob-
Imported water has been the most
lem." As 15-year residents of Eldorado,
Commentary
publicized solution. However, in reality
my wife and I have seen the community
this will not be a simple or economical
grow from 200 houses to over 2000 plus
but the problem is to get this water to
solution. As emphasized in last sum-
19 surrounding subdivisions. In 1989, I
the surface and into the distribution
mer's forum, water rights are not easy
spoke up at a County Commission meet-
system in adequate quantities while
to come by. Some sell for as much as
ing warning about the uncontrolled ap-
conforming to the District Court decree.
$30,000 per acre foot. This equates to
proval of new sub-divisions in the Eldo-
and State Engineer limitations without
$7,000-$10,000 per household. Santa Fe
rado area. Since that time, various ef-
impacting on neighboring water users.
County has already committed most of
forts have been made by the county to
Those who attended the two-day fo-
its small allocation. The City of Santa Fe
control growth in this rapidly expand-
rum on "Water and Growth" sponsored
may be in a similar situation.
ing area of the county.
by the Thaw Charitable Trust last sum-
As revealed in the water and growth
Since the Eldorado subdivision was
mer heard a strong and loud warning
forum, there may be problems with the
approved In 1972, numerous studies
for the whole County including the City
city's Buckman Wells. Additionally, re-
have been made by various authorities
of Santa Fe. Some chose to hear this
ports have been made that the Buckman
regarding water availability in the area.
warning from some of the best water
Wells' distribution line is running at full
Almost from the birth of the subdivi-
experts in the state. Others chose to ig-
flow capacity. The County Water Corpo-
sion, Eldorado water issues have been
nore it. Another year has elapsed. Hope-
ration has an agreement to utilize these
highly publicized; more 50 than equally
fully, this drought will wake us up to the
same city distribution lines to transport
serious water problems in Santa Fe.
need for a regional approach to the
water to their commitments at the State
Unfortunately, for a long period of time
problem.
Pen, the National Guard, sites along
in both communities, crisis manage-
At the recent County Commission
Route 14, and presumably the transpor-
ment of water has been the policy
hearing addressing Eldorado water, I
tation of additional water rights that
rather than dealing with the long term
urged that all private, state, county and
they may be able to acquire. Can the
regional problem. Hopefully, this is now
municipal agencies involved with water
Buckman Wells transmission line ac-
changing. For better or for worse, Eldo-
issues in Santa Fe County come to-
commodate this increased load when it
rado, the county, and the City of Santa
gether and try and work out a long term
comes on line? These are all questions
Fe are bedfellows with regard to water
approach to the problem. This includes
that need to be addressed.
problems and they need to work to-
private and municipal water utility
In summary, the county, the City of
gether on a long term water plan.
companies, the State Engineer's Office,
Santa Fe, all or some of the 52 commu-
As a member of both the Eldorado
the Public Utility Commission, the State
nity water systems, the 7,576 permitted
Water Board and the Ad Hoc Water
Environment Department, Santa Fe
domestic water wells, and the 2,500 un-
Study Committee in Eldorado, I have
County, and the City of Santa Fe. Long
recorded domestic water wells in Santa
had the opportunity over the past sev-
term solutions to the problem are not
Fe County face potential serious prob-
eral years to participate in detailed
going to be cheap. Additionally, water
lems if the current drought continues or
studies of the water issue. Eldorado wa-
conservation needs to implemented
if rampant growth exceeds water sup-
ter problems probably lie somewhere in
throughout the County now and should
ply in the future. A broad based pro-
the middle of the current controversy; a
be continued for the foreseeable future.
gram to deal with the long term prob-
serious water situation but not desper-
The State Engineer and the State Legis-
lem needs to be developed for the
ate.
lature need to address the unrestricted
county as a whole now.
Much of the current situation is due to
right of property owners to drill individ-
Don Dayton is a retired federal execu-
the drought that is affecting or will
ual domestic wells.
live with the National Park Service. He
shortly effect most of the County and
County growth needs to be tied
has been deeply involved in Eldorado
city of Santa Fe. Recent studies indicate
closely to available water. An alleged
and County water issues for several
that there may be adequate under,
large number of unpermitted wells in
years. He is currently running for
ground water to serve Eldorado needs,
the County should be investigated. Me-
County Commissioner.
425
THE SANTA FE
NEW MEXICAN
Is Santa Fe running out of water?
Reservoirs down, water demand up
Officials: Water consumption cutbacks necessary, or reservoir storage won't last the year
treatment plant on the river
the
By BEN NEARY
of storage tanks around town to main-
RESERVOIR SUPPLY
The New Mexican
nerve center of the city's water system
tain pressure in its water lines. And to
control pumping of water among the
come anywhere close to meeting heavy
city's storage tanks. They perform a
demands, the city needs to be able to
Total water storage and average daily
inflow in Santa Fe Canyon reservoirs, in
A blinking computer screen at the
delicate balancing act of
draw water a full ration from its reser-
millions of gallons.
Santa Fe Water Treatment plant at the
shifting water to keep
voir system.
end of Upper Canyon Road tells the
pressure up and
The city's reservoirs now hold about
Storage
1995
1996
story: nearly all elements of the city's
maintain service in
525 million gallons. At the end of April
March
575,623
628.950
water supply system are running full-
DRY TIMES
different areas of
last year, the system held 884 million
April
884,384
633.750
tilt to meet the city's incessant demand
the city.
gallons.
Mid-May
N/A
555,000
for water.
Right now, Santa Fe is using about
Mike Hamman, Water Services Divi-
"If you let off one minute, you've lost
Inflow
1995
1996
17.4 million gallons a day from its three
sion director for the city of Santa Fe,
March
6.859
0.913
it," said Steve Bornman, a senior sys-
current sources of water: just over 10
told members of the city's Public Utili-
April
5.889
1.419
tems operator with Public Service Com-
million gallons a day from the reservoir
ties Committee on Thursday that the
Mid-May
N/A
4.000
pany of New Mexico. "The city of Santa
system and the remainder from wells
city is using 10 million gallons a day
Fe has gotten to the point where you've
along the Santa Fe River and other
from the reservoir system while 4 mil-
got to be running 24 hours a day."
wells near the Rio Grande.
lion gallons a day are flowing in. At the
But due to low snowfall last winter
The maximum combined daily output
present rate of draw-down, reservoir
and lack of rain so far this spring
from the water treatment plant and the
storage won't last the year.
Hamman believes the current
there's not enough water in the city's
all the wells amounts to just over 20.
In response to Hamman's report,
drought is surprising many city resi-
reservoir system - the most flexible of
million gallons. Last year, peak demand
members of the committee on Thursday
dents who've only moved here within
the city's three main sources of water
reached about 23 million gallons a day
recommended the city declare an emer-
the last decade or so. Thanks to mostly
to continue drawing it down at the
for a few days during mid-summer.
gency and that the full City Council
wet years or experience elsewhere,
present rate. The city has no choice but
To meet those peak daily demands,
later this month adopt an ordinance that
they become used to a series of wet
to cut back on water consumption.
which exceed the city's maximum daily
will require citizens to cut their water
Bornman and others at the water
production, the city draws on its system
-use by 25 percent.
Please see RESERVOIRS, Page A-4
Journal North
Albuquerque/Santa Fe, NM
MAY 23 1996
New Mexico Press Clipping Bureau
2531 Wyoming NE
Albuquerque, NM 87112
505-275-1241
Water Rules Spur 2nd Suit
BY WREN PROPP
425
and hot tubs and limiting the hours
law providing for emergency
Journal Staff Writer
in which people can water their
sage of county ordinances.
lawns.
The Gibbens and Coughlin
law
A second lawsuit has been filed
The commission cited concerns
suit claims the commission's action
over Santa Fe County's April 24
over the area's water supply, pro-
restricts their right to subdivide)
moratorium on some water use and
duction capacity of the utility and
develop and sell property.
development in the Eldorado area,
fire protection for the area.
Gibbens will lose $100,000
south of Santa Fe.
The lawsuit claims the commis-
earnest money because he won
Stephen Gibbens and Patrick
sion has no authority to shut off
able to rely on the sale of some
Coughlin, along with their three
future taps. That power belongs
the land, the lawsuit claims. Cough
land development partnerships in
only to the state's Public Utility
lin will lose a commission as a result
the Eldorado area, claim in a law-
Commission, the suit says.
of the loss of the sale of the lafto
suit that the Santa Fe County Com-
Members of the Miller family,
according to the lawsuit.
mission should be stopped from
who are landowners with proposed
They are asking for punitive dam-
restricting use of Eldorado Utility
subdivisions and lot splits in Eldo-
ages against the county commis
Co.'s water.
rado, filed a separate lawsuit last
sioners.
The lawsuit was filed Tuesday in
week claiming the commission did-
The Miller lawsuit asks that
1st Judicial District Court.
n't follow proper procedures in call-
judge stop enactment of the ordi-
The A county ordinance calls for a
ing the meeting during which the
nance and that the county's permit-
moratorium on new and pending
ordinance was approved.
ting process be opened for subdivi
applications for land divisions, mas-
Santa Fe County Attorney Steve
sions and lot splits.
ter plans and subdivisions for up to
Kopelman said he hasn't seen the
Ronald VanAmberg, attorney for
one year.
lawsuit filed by Gibbens and Cough-
the Miller family members and
The commission also restricted
lin and couldn't comment.
Gibbens and Coughlin, said
water use, for example, by barring
Regarding the Miller lawsuit, he
Wednesday that no hearing has
residents from filling their pools
said the commission followed state
been set on either lawsuit.
June 1, 1996 - Albuquerque Journal
Dry Well Disaster
For Two Villages
BY ToM RAGAN
Journal Northern Bureau
LA PUENTE - Gumercindo Salazar turned on the
kitchen faucet inside his house, filled the glass to the
rim, and held it up toward the light.
"Dirty," said the 46-year-old resident. "We just use this
stuff to wash dishes. It's not something you'd drink."
Drinking water has been in short supply since
December, when the only well for the communities of.
Plaza Blanca and La Puenta, in northern Rib Arriba
County, began to go dry. Although water from irriga-
tion ditches has been pumped into the water system to
make up for some of the shortfall, it's too dirty to drink.
So for the past five months, about 100 residents have
been getting their drinking water from a spring at the
Parkview State Trout Hatchery in Los Ojos two miles,
away, hauling it home in buckets, jugs and garbage,
cans. The irrigation water is just used for washing dish-
es, doing laundry and taking showers.
On Friday, officials from the state Department of
Environment, inspected the community well to try to:
identify the problem. Their verdict: cause uncertain.
But they suspected the screen of the 60-foot-deep well,
which yields only 10 to 20 gallons of water a minute, is
clogged with dirt and may have to be cleaned, state
geologist Darren Padilla said.
Padilla said he will send a team of engineers for fur-
ther study.
"I don't know what's happening," said a bewildered
Daniel Aguilar president of the Plaza Blanca Domestic
Water Association, as inspectors looked over the well:-
"I don't know whether the underground water is shift-
ing or whether it's because it hasn't snowed or rained
that we're having these problems."
Aguilar said the well cost $1,500 to drill, and the esti-
mated $1,800 cost of cleaning the filter doesn't make.
sense. He said he will try to raise the money, but her
hopes there are other alternatives.
Such inconvenience prompted the Rio Arriba County.
Commission on Wednesday to declare a disaster in both
communities because of the water shortage. The decla-
ration prompted Friday's inspection by the state.
In a special meeting, Commissioners Ray Tafoya and-
Alfredo Montoya said they hope the disaster resolution
will convince the state to loan the communities money
to restore the water system.
Meanwhile, residents are coping.
Cruz Aguilar, a resident of La Puente, said he drinks
the water from the spring, but wouldn't mind turning on
the faucet in his house, sparing him a trip to the hatchery.
"I'm not as young as I used to be," he said in Spanish.
"I have to get a few.people to help me out. The water can
get pretty heavy, but it tastes pretty good."
Page A14
THE ALBUQUERQUE TRIBUNE
Thursday, June 13, 1996
Our roads, bridges, airports
need major work, AAA says
THE ASSOCIATED PRESS
ficient" or "functionally obsolete."
transportation dollars are Held to be re-
NEW YORK - In an unprece-
The former means the bridges are
moved from the federal budget so that
dented move, the world's largest au-
closed or restricted to light vehicles
they are not subject to politicking.
tomobile association is urging its
because of deteriorating structure,
This year's budget battle allowed,
members to lobby for better roads and
while functionally obsolete means the
the 10 percent tax on airline tickets to
-an updated air traffic control system,
bridges are unsafe for the volume or
lapse Jáh. 1, a loss of $1.3 billion in
saying the status quo is moving the
type of traffic it carries.
just the first three months.
country toward a transportation crisis.
Using figures released last year by
AAA says it will only cost more in
The American Automobile Associ-
the Federal Highway Administration,
AAA calculates that it will take $72
the long run if the necessary improve-
ation says the federal government is
ments aren't made today.
spending only 65 percent of the
billion over the next five years to up-
amount needed to maintain the exist-
grade roads and bridges. It will take
"For the United States to continue to
ing level of the nation's infrastructure,
$53 billion a year just to maintain cur-
prosper in a global marketplace, its
rent conditions, but spending today is
transportation system must be up to
and that the deterioration is threaten-
ing the lives of motorists and travelers.
only $35 billion.
date and technologically superior, ca-
Our highways and bridges are de-
"We're not spending enough mon-
pable of moving people and products
ey to stay even," Jackman said.
safely and efficiently on the surface
clining at a rapid rate" and have al-
"We're on a downward trend."
and in the air," the report says:
ready caused fatalities when bridges
The report also takes aim at the na-
The report cites figures from the the
collapse and overpasses fall, AAA
tion's air transportation network. It
Road Information Program, an indus-
spokesman Bill Jackman said.
says that hundreds of daily flight de-
try group, that motorists pay an esti-
'These are isolated and rare events
lays in an overworked system already
mated $21.5 billion a year in addi-
how, but there's a real possibility that
cost the airline industry and its cus-
tional maintenance, tire repairs and
these kinds of things are going to in-
tomers an estimated at $3 billion an-
fuel costs because of potholes and the
crease."
nually.
number of roads needing immediate
In a report released Wednesday,
The number of air travelers is pro-
repair.
Crisis Ahead: America's Aging
jected to grow 45 percent in the next
AAA says the annual health-care
Highways and Airways," the automo-
seven years, from 550 million passen-
costs relating to traffic accidents ex-
dile association cites federal statistics
gers last year to 800 million in 2002.
ceeds $137 billion and that each $1
that say:
"If airport capacity is not signifi-
spent on a safety-related road im-
More than a third of the major
cantly increased, it is estimated the
provement saves $2.70 in crash costs.
roads are in immediate need of repair.
number of severely congested airports
About 80,000 miles of highway are in
As part of its effort, AAA wants
will increase from the current 22 to 32
'poor" condition, meaning they need
Congress to come up with a long-term
in less than 10 years," the AAA report
work to restore their serviceability,
comprehensive plan to repair. the
said.
and almost 160,000 miles are in
crumbling highways and airways.
AAA wants a revamping of the way
'mediocre" condition, meaning they
transportation revenue is raised and
The 39 million-member auto asso-
will soon need improvements in order
doled out. It wants all taxes collected
ciation has never before tried to pool
tb preserve their use.
from motorists and air travelers to be
its resources to focus on à single issue,
Twenty-six percent of the
used to improve highways and air-
Jackman said.
27,000 bridges along the National
ways - not for deficit reduction -
"We're really trying with this issue
Highway System are "structurally de-
and it wants the trust funds where
to take advantage of our size," he said.
Rio Grande Sun
Espanola, NM
K JUN 06 1996
New Mexico Press Clipping Bureau
2531 Wyoming NE
Albuquerque, NM 87112
505-275-1241
Gallina Well
Runs Dry
By Lena Pirsons
that may not happen for a
SUN Staff Water
425
while. Rio Arriba County com-
missioners first must declare a
StA community well in Gallina
disaster and then the water
has run dry to the point that
users association would be eli-
some residents are hauling was
ter from other wells and from
gible for state emergency
creeks and ditches in the area.
grants.
Aragon, Susan Maestas of
The situation is so serious
Rio Arriba County Emergency
for the 75 well users that the
Management and members of
community is seeking an
the water users assocjation met
emergency declaration from
on Friday (5-31) to discuss
the Rio Arriba County Com-
seeking an emergency declara-
mission, clearing the way for a
tion. Aragon said they hope to
state grant to drill a new well.
They would need a grant of
file for the emergency grant
this week.
$13,000-$15,000 to drill a new
Maestas said they will see if
well.
The existing Gallina Mutual
they can drill deeper in the cur-
rent well.
Domestic Water Users Associ-
'If that isn't feasible, we'll
ation artesian well is pumping
have to drill a new well. These
only one gallon of water every
two and a half minutes. But the
people really need a new well,"
Maestas said.
water has to flow uphill 10
For now, Maestas said, she
serve most of the members to
will have to call in the U.S.
those at the top of the line have
Army Corps of Engineers or
no water, association president
the National Guard to haul wa-
Delfin Jacquez said.
ter for the Gallina well users.
Users realized they had a
Ever since Jemez Moun-
problem May 24 and Jave
tains School District drilled a
been hauling water since,
new well seven years ago, the
Jacquez and his family are
Gallina well users. have had
able to get enough water for
drinking and cooking But of
problems, Jacquez said.
the tap because their house is
Jacquez estimated the school
district well is 1,000 feet from
level with the well.
the Gallina well.
But others aren't sojucky.
Keith Jacquez, Jemez
Jacquez is worried most
Mountains School District
about the elderly people who
maintenance custodian, said he
usually get their water from
thought the school district's
the community well. So far,
well was done according to
they have been ableto get wa-
state regulations and it could-
ter from other sources.
n't be causing problems to the
Lupe Aragon d the Rural
community well. School offi-
Water Association has been
cials couldn't be reached for
working with the Gallina users
comment.
to solve the probèms.
Two or three years ago, Gal-
On May 24. Aragon and
others from the Gallina water
lina had problems with the
users associatio tried to work
community well and thought it
was dry but that problem was
on the well.
fixed. Since then: the well has
Aragon and acquez want to
drill a new will in Gallina but
produced about three gallons a
minute, Aragon said.
e New Mexican
JUL 09 1996
New Mexico Press Clipping Bureau
2531 Wyoming NE
Albuquerque, NM 87112
505-275-1241
Commission to consider
process for affordable housing
subdivisions.
Eldorado utility proposal
Urging Northern New Mex-
ico Community College to offer
bachelor degrees in science, arts,
By SHARYN OBSATZ
tee need petition signatures of
environmental studies, business,
The New Mexican
25 percent of taxpaying voters
accounting, computer science,
in the utility area to hold an
hydrology and engineering.
election on whether the area
Using money from Las Cam-
Santa Fe County commis-
would. become a water and
panas developers to build a fire
sioners are to decide today
sanitation district.
station in the Las Campanas sub-
whether Eldorado area resi-
The district would be a first
division northwest of Santa Fe.
dents collected enough peti-
step in negotiating to buy El-
Approving a liquor license
tions to keep moving toward
dorado Utilities, which pro-
change of ownership for the
their goal of buying their trou-
vides water for 2,000 homes
Downs at Santa Fe and brew pub
bled local utility.
and businesses south of Santa
licenses for Santa Fe Brewing
Members of the Eldorado
Fe. Some committee members Co. and Legends Bar and Restau-
Area Ad-Hoc Water Commit-
argue buying the utility will give rant, both for establishments
the community more control south of Santa Fe.
over the area's growth.
The commission meets at 1:30
County clerk Jona Armijo said p.m. in the commission chambers
the group did not collect enough on the second floor of the county
qualifying signatures. The com- administration building, 102
Albuquerque Journal
mittee said the county lacked in- Grant Ave.
formation on taxpayers and dis-
KJUL 10 1996
qualified too many petition signa-
tures.
New Mexico Press Clipping Bureau
Other items up for debate at
2531 Wyoming NE
the county meeting include:
Albuquerque, NM 87112
Supporting a regional water
505-275-1241
authority that would merge the
M. Tribes Get
city and county water utilities
$441,519 From EPA 425
and require joint city-county wa-
ter planning.
Allowing Santa Fe city offi-
The Environmental Protection Agency
cials to enforce water conserva-
has awarded $441,519 for environmental
work on Indian lands in New Mexico.
tion requirements for city water
customers living outside the city
The Jicarilla Apache Tribe was awarded
limits.
$75,698 for its air quality monitoring
program, $45,000 for water pollution
Joining with the city to build
control efforts, and $37,370 for a radon
a southside senior center on
assessment project.
county land at the Rodeo
The EPA also awarded grants to several
Grounds off Airport road.
New Mexico pueblos for water pollution
Allowing a fast-track review
control efforts under the Clean Water Act.
Pojoaque Pueblo was given $63,451;
Nambe, Acoma and Tesuque pueblos were
given $60,000 each; Sandia Pueblo was
given $25,000; and Isleta Pueblo was given
$15,000.
Metro Plas
Albuquerque
bee
Mexico
Clapaing
Bureau
2531
Albuourrous NM87112
505-275-124
Council Questions Home Plant Costs
BY ARLEY SANCHIZ
425
adjoining the north Belen exit off Interstate
Kiehne told the City Council Monday
be provided with city water and sewer,
And Kiehne asked the city to grant a 99.
Journal Siaff Writer
25. Kiehre has said the cost of the project
night that company officials remain inter-
police and fire protection and ambulance
year lease of 200 acre-feet of water for the
would be about $1. milhon
ested in coming to Valenca County Some
services Kiehne also wants the city to help
project, plus help with installing a 4-inch
BELEN Luring a manufactured home
But Mayor Richard Aragon while endors-
city representatives plan & attend a lunch
build a freeway access and frontage road.
forced main sewer line to serve the plant
piant that could provide up to 300 jobs and a
ing the project. said be doubted Kiehne's
today to discuss the project and view the
In addition. Kiehne asked the city to issue
"I think what they're (Kiehne and CAV-
payroll of $6.3 million would cost more than
estimates.
proposed site. Sachs sa:d
up to $5 million in industrial revenue bonds,
CO) doing is asking for a lot hoping that
developers estimare, city officials said
"I think Kiehne is well-intentioned. and 1
"I think CAVCO IS a venderful idea."
which he said wouldn't create financial Lia-
they get a little." Sachs said.
Tuesday.
want to stress that I think the concept IS
Sachs said. "And I think Beien could use
bility for the city, but would allow the com-
Leading his list of concerns, Sachs said, is
"Their figures antour figures aren't even
good. but I don't have confidence in his fig.
that type of development. but I have some
pany to take advantage of some tax incen-
the request for a 99-year lease on half of
close to being together." City Councilor
ures Aragon said.
concerns."
tives
what the city owns in water rights. Another
Rudy Sachs said.
Aragon noted that CITY engineers estimal-
Kiehne is proposing 2' joint effort
Kiehne also wants the city to help obtain a
major concern he said, is the forced sewer
Developer Max Krehne is trying to enlist
ed the cost of extending just water lines to
between the city and devempers to attract
state Community Development Block
line, which unlike a gravity sewer line,
the city's help in pezsuading CAVCO Manu-
the Wal-Mart store. about a mile southeast
the company.
Grant, which is federal money funneled
wouldn't allow other residents or business-
facturing of Phoenix to locate a plant on a
of the CAVCO proposed site, is about $3.1
Kiehne asked the city tomnex 200 acres,
through states to help with road, water and
20-acre site he co-owns with Louis Trujillo,
million.
including the proposed piant site, so it can
sewer projects.
See COUNCIL on PAGE M4
from PAGE 1
block grants as quickly as the devel-
opers want. Kiehne said he'd like to
es to tap into the line in the future.
see construction begin this fall.
"That is a tremendous amount of
"I think Belen can use the jobs and
water rights that he's asking for,"
the revenues this project can
Sachs said. "I wouldn't want to sac-
bring," Sachs said. "But we have to
rifice water that we're going to need
have real figures and real time
to provide for growth in Belen."
frames and see how it's going to fit
During Monday's meeting,
within our long-range growth
Kiehne indicated a willingness to
accept less in water rights for a
plans."
shorter time. He indicated that once
Aragon also urged caution in con-
the project is under way, developers
sidering Kiehne's proposal. He not-
could buy water rights from other
ed the city is trying to find money to
sources and replace the rights
install water and sewer lines for the
leased by the city. He also indicated
River Road-Reinken widening pro-
a willingness to discuss an alterna-
ject and the Main Street reconstruc-
tive water and sewage system.
tion project, scheduled to begin in
Kiehne couldn't be reached for
the next couple of years.
comment on Tuesday, but has esti-
"We endorse his idea," he said,
mated the total cost of the project at
"but I think the question that arises
about $1.4 million.
in the minds of all the council is how
Sachs also said he doubted
is this thing going to be paid for, and
whether the city could obtain the
who's going to pick up the tab?"
Rio Grande Sun
Espanola, NM
K JUN 061996
New Mexico Press Clipping Bureau
2531 Wyoming NE
Albuquerque, NM 87112
505-275-1241
Residents Go to Hatchery for Water
By Deborah Begel
425
since the middle of May and downright muddy
"but maybe (runoff from) people irrigating up-
of the Plaza Blanca Water Association. For now,
Chama Valley Bureau
since about May 26.
stream is coming into the well."
users are hauling water from nearby fish hatcheries.
Chama's water is flowing again, while Enseña-
"I shampooed my hair this morning and I just
He thinks the town might have to install a new
Aguilar said he was told by the Environment De-
da, La Puente and Plaza Blanca residents are lining
held my breath," resident LeAnn King said last
filter system or drill a new well, which would re-
partment the well is clogged, not dry. He said he
week.
quire raising money before beginning the work.
and other members of the association were going to
up for drinking water at the Park View Hatchery.
Most other towns in the valley are asking people
A day later, according to Martinez, "me and the
"If everything goes right, we should be OK by
try to back flush the well in hopes of unclogging it.
to conserve water. KCIE-FM radio in Dulce has
board cleaned the tank, but then again it didn't
fall," he said. "Until then, we don't recommend
"I told them I'd work with them and see if that's
been offering water conservation tips to listeners.
solve the problem."
drinking it, but it'll be good for flushing commodes
the problem," Aguilar said, "I'm hoping they're
La Puente and Plaza Blanca's troubled water
Two days after the scrubbing, the water was
and washing dishes."
right. The less problem the better."
system has been off and on for months, despite
"getting a little better," he said hopefully.
Aguilar said he thought the problem with the
drilling a new well earlier this year. Residents are
To date, there's no clear reason why the cloudy
On May 29, the Rio Arriba County Commission
Plaza Blanca well was more of a combination of
asked not to drink the water when it's on.
water problem, which used to occur for only a few
declared an agricultural disaster for the Plaza Blan-
the drought and the well being clogged.
days most summers, turned so murky. Speculation
ca Water Association. The Plaza Blanca Water As-
Representatives from the association and county
Enseñada residents are coping with their only
water disaster in years, according to Jose Orlando
percolates as water officials wait for a recommen-
sociation serves 60-70 people.
officials will meet with members of Gov. Gary
Martinez, treasurer of the Enseñada Domestic Wa-
dation from Santa Fe engineer Jorge Gonzalez,
Plaza Blanca well users noticed the water level
Johnson's staff on June 13 to determine if they will
ter Association. He says the water has been cloudy
who designed the Enseñada water system.
in the well was low in December and it has been
"I don't want to accuse anybody," Martinez said,
decreasing since then, said Dan Aguilar, president
Continued on page 2
Water
every other town in the valley
directors are Robert Martinez
urged similar caution in water us-
and Tony Valdez.
age.
Water Manager Bennie
In other water-related news,
Continued from page B1
Salazar said the "storage tanks
the Los Ojos Water Association
are OK and one pump is run-
get a state emergency grant to
elected new officers and two new
ning."
drill a new well.
directors May 21.
"If they give us the money,
Richard Archuleta is now
However, he is asking people
OK," Aragon said, "If not, I don't
president, Robert Archuleta is
to use water cautiously.
know what will happen."
vice president and Gabriel Abey-
"We might be hurting by Ju-
Mayor Tony Gonzales report-
ta is secretary/treasurer. The new
ly," he warned.
ed the Chama water system is
now "doing well." He said the
village will probably issue new
limited conservation guidelines
late this week.
"It looks like people (will be
able) to water (gardens and
lawns) early mornings and late
evenings," he said. For a couple
of days each week - such as
Mondays, when tanks need to be
refilled - outdoor water use like-
ly will be prohibited.
In addition, people probably
will be asked to wash vehicles
with buckets rather than hoses.
"Water's a scarce commodity,"
he said. "We'd like for people to
use water conservatively and
check all leaks."
Water watchers in just about
Alamogordo Daily News
G
JUN
09
1996
New Mexico Press Clipping Bureau
2531 Wyoming NE
Albuquerque. NM 87112
505-275-1241
Bonito pipe water must wait another year to flow
425
By RICHARD COLTHARP
A spokesman from Sen. Pete
lates to almost 50 percent of the
However, because of the size and
by citizens in March 1995 - is
Daily News Editor
Domenici's office said that fund-
base's annual water usage,
cost of the project, that amount of
not restricted to the Bonito pro-
The wait for flowing water in
ing for the Bonito Pipeline project
according to HAFB officials, and
money is essentially useless for
ject, but to either fixing the
the Bonito Pipeline may have got-
did not get authorized in commit-
about 10 percent or less of Alamo-
Bonito without supporting
waterline or finding and adding
ten longer.
tee in the Senate.
gordo's yearly supply, City Mana-
money from the Air Force.
other water sources.
The $12 million earmarked for
What this means for Alamo-
ger Bob Stockwell has said.
The city and the Air Force
Holloman's public affairs office
the project failed to make it to the
gordo and Holloman Air Force
HAFB's Brig. Gen. Bruce Carl-
expect the project to be in the $20
was still awaiting official word on
1997 Defense Appropriations Bill
Base is that the sweet, soft water
son said in March that the base
million range.
the project's status Friday, and
approved by the House of Rep-
of Bonito Lake is even farther
was seeking to get the $12 million
Public Services Group, a con-
could not comment.
resentatives Wednesday.
away than its 50-odd miles.
into the military construction
sulting firm, is in the latter
That means in all likelihood,
Because the Air Force owns the
budget for Phase 1 of the project.
stages of a study to determine
Carlson had previously told
the project will not get started in
waterline, and the city owns the
Phase 1 is the high pressure por-
complete costs and recommenda-
the ADN that the base was work-
the military's fiscal year 1997,
lake, dam and surrounding prop-
tion of the waterline, the bottom
tions on the waterline. Assistant
ing hard to get the project in
which begins in October 1996.
erty, the city of Alamogordo and
32 miles of the line, from Alamo-
City Manager Bryan Montgom-
1997, but said his optimism was
"It would be very, very difficult
HAFB are working jointly to
gordo to near Three Rivers.
ery said that preliminary indica-
cautious because of the unpredic-
to get it passed this year," said
resurrect the system. Each owns
Meanwhile, the city has $4.5
tions from the study agree with
tability of the federal budget. The
Roberta Heine, press secretary
a 1,400 acre-foot annual water
million in bonds waiting that
the expected $20 million figure.
money would have to come from
for Sen. Jeff Bingaman.
right from Bonito. That trans-
could be used toward the project.
That bond money-approved
the Department of Defense.
APPENDIX B
Chart of Agencies Administering Public Works
STATE AGENCIES NOW
ADMINISTERING PUBLIC WORKS
(EXEMPTING HIGHWAY & TRANSPORTATION)
NM DEPT OF FINANCE AND
NM ENVIRONMENT DEPT
ADMINISTRATION
RURAL INFRASTRUCTURE PROGRAM
SMALL CITIES COMMUNITY DEVELOPMENT BLOCK GRANT
AUTHORIZATION NM RURAL INFRASTRUCTURE ACT
COLONIAS SET-ASIDE
SECTION 75-1-1 ET SEQ., NMSA 1978
APPLICATION DEADLINE MARCH APRIL
APPLICATION DEADLINE NOVEMBER FOR NEXT FISCAL
SMALL CITIES COMMUNITY DEVELOPMENT BLOCK GRANT
SOLID WASTE FACILITY GRANT FUND PROGRAM
COLONIAS SET-ASIDE
AUTHORIZATION NM SOLID WASTE ACT,
APPLICATION DEADLINE MARCH APRIL
SECTION 74-9-1 ET SEQ., NMSA 1978
COMMUNITY ASSISTANCE PROGRAM
APPLICATION DEADLINE SPRING
AUTHORIZATION NM COMMUNITY ASSISTANCE ACT
SEC 11-6-1 NMSA 1978
APPLICATION DEADLINE WHEN ACTIVE APRIL
COLONIAS WASTEWATER GRANT PROGRAM
AUTHORIZATION FY 93 U.S. ENVIRONMENTAL
PROTECTION AGENCY
SMALL CITIES COMMUNITY DEVELOPMENT
NM WATER QUALITY ACT,
BLOCK GRANT PROGRAM
SECTION 74-6 ET SEQ, NMSA 1978
AUTHORIZATION HOUSING AND COMMUNITY
APPLICATION DEADLINE CONGRESSIONAL APPROVAL
DEVELOPMENT ACT 1974
NM COMMUNITY ASSISTANCE ACT 1978
APPLICATION DEADLINE MARCH APRIL
FTE 46 FUNDS FOR LOCAL GOVERNMENT FY96 $2,497,000.
ADMINISTRATIVE SEVICES
UNDERGROUND STORAGE TANK BUREAU
AUTHORIZATION 9-7A-1 THROUGH 9-7A-14
THROUGH 16-2-2 NMSA 1978
STATE ENGINEER'S OFFICE
FTE COUNT 38 FUNDS INFORMATION NOT AVAILABLE
IRRIGATION WORKS CONSTRUCTION LOAN FUND PROGRAM
AUTHORIZATION NM IRRIGATION WORKS CONSTRUCTION FUND
SECTIONS 72-14-23 TO 72-14-33 NMSA 1978
WASTEWATER FACILITY CONSTRUCTION LOAN FUND
APPLICATION DEADLINE OPEN
AUTHORIZATION FEDERAL CLEAN WATER ACT
FTE COUNT 3 FY96 $1,500,000(PLUS).
AMENDED 1987 TITLE VI
NATIONAL ENVIRONMENTAL POLICY ACT
WASTEWATER FACILITY CONSTRUCTION LOAN ACT SEC 74-67-1
NM HUMAN SERVICES DEPT
APPLICATION DEADLINE OPEN
FTE COUNT 17 FY 95
$131,268,000 STATE AND FEDERAL FUNDS
SAFEWATER PROGRAM
(NOW UNDER INCOME SUPPORT)
AUTHORIZATION NM HOUSE BILL 2
APPLICATION DEADLINE APRIL
NM OFFICE OF CULTURAL AFFAIRS
FTE 1 FY96 FUNDING $484,511.
LIBRARY CONSTRUCTION ACT, TITLE II
ECONOMIC DEVELOPMENT DEPT
AUTHORIZATION U.S. LIBRARY SERVICES CONSTRUCTION ACT
(PL 84-597) TITLE II AMENDED IN PL 101-254
SEC. 9 & 18, NMSA 78;
COMMUNITY DEVELOPMENT REVOLVING LOAN FUND
LAWS 1980 CH. 128; LAWS 1991, CH. 48
AUTHORIZATION SECTIONS 21-19-10 & 11 NMSA 1978
APPLICATION DEADLINE NONE LISTED
APPLICATION DEADLINE NONE
FTE COUNT 1 FY94 $175,000.
FTE COUNT 1 FY $750,000.
FEDERAL AGENCIES NOW
ADMINISTERING PUBLIC WORKS FUNDS
ENVIRONMENTAL
DEPARTMENT OF COMMERCE
DEPARTMENT OF EDUCATION
PROTECTION AGENCY
ECONOMIC DEVELOPMENT GRANTS
PUBLIC LIBRARY CONSTURCTION &
CAPITALIZATION GRANTS STATE REVOLVING FUNDS
PUBLIC WORKS & INFRASTRUCTURE DEVELOPMENT
TECHNOLOGY ENHANCEMENT (LSCA TITLE ID
OFFICE OF WATER
ECONOMIC DEVELOPMENT ADMINISTRATION GRANTS
ASSISTANT SECRETARY EDUCATIONAL RESEARCH
AUTHORITY 44:USC:1505
AUTHORITY 42:USC:2642
AUTHORITY 20:USC:351 ET SEQ.
DRINKING WATER FY94: $4,938,000.
FY94 $1,200,000.
FY94: $863,000.
CLEAN WATER FY94: $8,750,000.
DEPARTMENT OF HOUSING &
DEPARTMENT OF AGRICULTURE
HEALTH & HUMAN SERVICES
URBAN DEVELOPMENT
RURAL UTILITY SERVICE
COMMUNITY SERVICES BLOCK GRANT
WATER & WASTE DISPOSAL
COMMUNITY DEVELOPMENT BLOCK GRANTS
DISCRETIONARY AWARDS
STATE PROGRAM
AUTHORITY-7:USC:1926
COMMUNITY SERVICES
COMMUNITY PLANNING DEVELOPMENT
FY94 LOAN $2,940,000.
ADMINISTRATION FAMILIES & CHILDREN
AUTHORITY 42:USC:5302
GRANT $3,498,000.
AUTHORITY 42:USC:9644
FY94: $17,484,000.
FY94 FUNDS: $2,274,000.
SOLID WASTE MANAGEMENT
AUTHORITY 42:USC:6901
FY94 $82,000.
EMERGENCY COMMUNITY WATER ASSISTANCE
AUTHORITY 7:USC:2661
FY94 $881,000.
U.S. ARMY CORPS OF ENGINEERS
WATERSHED PROTECTION-FLOOD
LOANS
FLOOD CONTROL
AUTHORITY 16:USC:1001
FY96: $1,500,000(PLUS).
FY94 $6,087,000.
2
Table 2. Federal Government Grants and Other Payments to State and Local Governments by Agency and for
Selected Programs, by State and Territory: Fiscal Year 1994
(In thousand dollars. Detail may not add to total because of rounding. For meaning of abbreviations and symbols, see introductory text.)
Department of Agriculture
Agricultural Marketing
Service-
Cooperative
Farmers Home Administration
State and territory
State
Funds for
Research
strength-
Service-
Extension
ening
Cooperative
agriculture
Service-
Rural water
Rural
Mutual and
markets-
projects in
experiment
extension
and waste
develop-
self-help
Total
Total
Section 32'
marketing
stations
activities
disposal
ment
housing
Other
United States. total
214,238,801
15,992,340
488,174
1,300
408,956
469,709
331,509
36,624
2,532
6,262
Alabama
3,209,413
318,914
7,029
-
15,015
11,356
7,697
10
-
228
Alaska
1,063,354
48,311
839
.
2,129
1,240
1,722
66
-
106
Arizona
2,995,682
249,488
18,844
45
3,634
5,029
2,998
261
241
145
Arkansas
1,966,315
197,843
5,125
50
10,133
17,938
13,035
1,591
55
135
California
26,218,739
1,771,646
49,613
25
12,291
22,807
9,646
923
600
-
Colorado
2,102,430
154,084
8,623
115
4,176
7,317
1,336
414
-
72
Connecticut.
3,027,597
127,448
3.882
30
2,907
3,518
2,048
189
.
H
30
Delaware
472.150
42,379
1,271
-
3,002
2,100
500
241
-
District of Columbia
2,221,772
50,161
4,119
-
1,714
1,237
-
-
-
Florida
8,018,036
647,782
19,282
35
8,913
10,613
9,693
792
-
1
Georgia
5,028,414
431,534
8,553
.
14,345
14,476
7,206
471
-
7
Hawaii
1,088,000
75,131
1,186
45
2,072
9,402
-
567
209
-
Idaho
777.759
76,618
2,495
-
3,723
4,755
1,736
363
.
41
Illinois
8,505,540
496,527
19,782
-
14,326
11,707
7,653
592
-
93
Indiana
3,553,262
243,376
6,456
.
10,400
11,924
8,535
541
-
182
lowa
2,015,274
159,440
5,836
-
12,347
16,228
6,386
772
-
370
Kansas
1,666,440
159,770
5,272
.
7,039
6,263
5,282
254
-
576
Kentucky
3,096,169
253,610
6,750
.
13,476
9.249
11,579
629
-
60
Louisiana
5,232,732
385,036
19,918
-
7,253
8,096
3,558
162
-
75
Maine
1,269,065
72,466
2,029
-
4,345
3,657
10,309
1,096
189
a
Maryland
3,637,395
538,603
6,989
62
5,470
7,248
3,026
638
142
30
Massachusetts
6,281,443
223,094
10,831
41
3,804
6.041
4,326
384
-
.
435.654
32.552
50
10,240
18,662
13,034
1,045
-
164
Michigan
7,117,036
Minnesota
3,514,597
308,767
10,192
-
12,379
9,678
10,564
757
10
539
Mississippi
2,506,590
259,965
5,264
-
12,135
14,007
6,908
1,336
-
55
Missouri
3,970,851
269.799
9,232
30
12,957
12,084
6,536
619
.
196
Montana
906,271
61,615
3,981
3,294
3,798
967
333
-
70
.
Nebraska
1,114,016
105,154
6,077
16
7,088
10,744
2,021
190
-
247
Nevada
796,770
50,339
2,678
-
1,717
1,386
1,568
223
-
31
New Hampshire
955,616
40,436
2,710
.
2,052
2,710
1,974
159
-
20
9,011
22
4,097
8,520
6,584
194
.
New Jersey
6,162,785
307,570
-
New Mexico
1,714,352
214,720
8,325
119
2,656
2,797
3,498
29
-
73
New York
22,445,396
959,399
36,632
29
14,564
16,050
13,286
990
-
4
North Carolina
4,862,166
384,904
8,677
-
16,560
17,285
14,155
1,460
58
134
North Dakota
702,001
67,862
4.080
-
.
5,475
12,286
2,027
1,641
513
Ohio
8,366,287
493.571
13,127
60
11,967
9,826
9,594
1,563
64
103
Oklahoma
2,358,690
240.309
19,435
-
9,099
7,568
10,087
913
249
349
Oregon
2,354,826
203,362
5,722
60
4,885
9,373
8,677
205
10
65
Pennsylvania
9,704,968
513.247
18,279
11,773
11,309
11,470
2,280
-
.
110
Rhode Island
1,099,961
40,131
1,261
.
1,424
1,726
485
139
-
10
South Carolina
2,726,377
238,712
4,270
40
9,616
7,283
9,225
1,143
.
96
South Dakota
724,219
68,547
6,351
#
4,403
3,951
4,742
485
.
113
Tennessee
3,939,516
285,722
11,476
45
13,345
10,410
8,388
1,040
.
46
Texas
12,668,889
1,216,017
32.282
224
22,407
18,699
15,121
1,717
.
643
Utah
1,208,744
116,357
2,363
.
3,429
3,383
1,694
139
-
58
Vermont
546,422
42,095
1,324
-
2,147
4,159
1,727
1,081
-
-
Virginia
3,180,376
259,686
5,480
79
10,790
11,741
8,377
788
13
60
Washington
3,924,296
258,388
9,058
.
5,814
11,958
8,127
2,148
693
54
West Virginia
2,165,790
132,895
3,474
.
4,681
5,692
7,483
658
.
35
Wisconsin
3,449,739
233,034
10,121
44
11,535
18,626
6,515
626
(2)
254
Wyoming
714,290
34,858
1,830
.
1,942
2,791
3,309
153
.
36
American Samos
66,571
6,400
316
615
-
.
-
-
-
-
Guam
153,667
12,688
280
1,356
1,583
.
-
-
.
.
Northern Marianas
51,631
10,254
14
.
520
516
-
.
.
#
Puerto Rico
3,388,207
1,396,654
5,938
35
7,987
4,727
13,225
1,608
-
.
Virgin Islands
191,159
16,577
64
-
1,088
1,074
.
5
.
-
Undistributed
1,058,762
(17,810)
711
485
.
.
.
(16,614)
-
#
See footnotes at end of table.
4
Table 2. Federal Government Grants and Other Payments to State and Local Governments by Agency and for
Selected Programs, by State and Territory: Fiscal Year 1994-Con.
(In thousand dollars. Detail may not add to total because of rounding. For meaning of abbreviations and symbols, see Introductory text.)
Department of Agriculture-Con.
Department of Commerce
Soll Conservation
Economic
Forest Service
Service
Development
State and territory
Administra-
National
Watershed
Resource
tion
National
National
State and
grasslands-
and flood
conservation
development
Oceanic and
forests
private
payments to
prevention
and
assistance
Atmospheric
fund
forestry
counties
operations
development
Total
programs
Administration
United States, total
94,468
75,886
2,710
106,301
3,052
500,918
236,754
245,778
Alabama
838
5,205
.
1,946
134
6,590
4,893
1,494
Alaska
1,804
996
-
.
-
19,277
3,027
15,823
Arizona
1,619
961
-
1,583
-
3,147
1,694
1,071
Arkansas
1,772
660
1
2,128
43
5,197
4,442
-
California
12,263
4,936
.
4.777
9
31,965
16,304
13,316
Colorado
1,670
1,406
157
540
-
28,151
2,905
24,900
Connecticut
648
7,531
-
267
-
605
1
8,246
Delaware
51
510
-
280
.
2,669
215
2,454
District of Columbia
-
98
-
.
.
7,262
6,030
1,002
Florida
493
1,650
44
820
25
22,203
6,573
15,535
2,287
Georgia
510
2,405
-
926
157
8,365
5,869
Hawaii
1,039
-
693
-
11,798
689
10,604
-
Idaho
9,646
759
6
153
7
6,148
5,860
2,268
Minois
78
2,112
-
1,326
5
9,250
7,827
1,060
Indiana
4
698
-
537
72
2,871
2,461
64
lowa
-
1,388
-
4,535
145
4,946
4,719
152
Kansas
-
902
805
3,804
58
2,169
1,662
-
239
1,277
49
1,512
234
6,071
7,413
110
Kentucky
Louisiana
1,120
3,067
.
2,540
.
9,482
3,000
6,260
20
912
-
157
36
6,930
2,918
5,568
Maine
Maryland
-
2,783
4
116
-
8,740
2,672
5,827
435
38
18
15,486
5,198
10,168
Massachusetts
-
-
Michigan
768
2,087
44
403
40
12,179
6,806
3,311
Minnesota
1,514
1,081
-
2,306
5
5,033
3,814
1,032
Mississippi
2,760
1,580
-
7,002
6
5,782
2,990
2,792
1,186
8,027
4
10,375
9,658
2
Missouri
384
-
Montana
4,328
841
-
627
16
2,356
2,124
Nebraska
11
622
9
1,983
46
2,049
756
998
Nevada
98
351
-
.
.
1,556
457
839
1,394
9
10
3,796
146
3,554
New Hampshire
242
-
29
380
-
15
-
7,116
3,650
3,257
New Jersey
New Mexico
498
873
10
6,097
130
1,304
1,200
45
New York
1
453
404
48
18,681
11,333
6,433
1,488
1,912
114
19,757
7,306
12,059
North Carolina
330
-
North Dakota
.
740
492
243
127
2,998
2,007
535
Ohio
92
2,615
-
1,669
46
8,877
6,516
1,369
Oklahoma
168
162
538
5,942
121
5,793
5,052
741
794
121
23,224
4,160
18,461
Oregon
35,308
1,592
8
Pennsylvania
1,337
1,825
2
3,343
.
11,447
9,183
1,185
Rhode Island
-
346
-
1
.
4,762
305
4,457
South Carolina
544
3,904
-
1,800
45
12,766
4,719
7,416
43
1,503
1,407
-
South Dakola
804
797
81
Tennessee
155
3,177
.
1,948
96
3,601
3,423
-
Texas
1,129
2,368
100
11,374
659
24,428
20,572
3,197
Utah
465
969
171
301
1,749
642
1,098
-
8
149
141
-
Vermont
189
912
-
241
Virginia
983
2,914
-
1,167
30
17,160
4,403
12,235
8,419
1,324
-
456
20,605
3,106
23,204
Washington
West Vkginia
544
2,224
-
17,110
28
6,650
6,495
60
1,756
7,541
3,870
3,560
Wisconsin
380
1,707
.
Wyoming
657
647
360
450
64
469
189
.
.
-
3,856
3,359
497
American Samoa
.
.
-
225
-
1,093
-
612
Guam
-
.
-
253
527
519
1
Northern Marianas
-
.
.
-
Puerto Rico
1
270
.
33
-
9,495
5,637
3,198
Virgin Islands
113
-
2,211
1,286
925
-
-
.
986
25
963
Undistributed
.
-
.
-
-
See footnotes at end of table.
5
Table 2. Federal Government Grants and Other Payments to State and Local Governments by Agency and for
Selected Programs, by State and Territory: Fiscal Year 1994-Con.
In thousand dollars. Delail mny not nikl to toint because of rounding. For meaning of abbreviations and Rymbols, ROB introductory lext.)
Department of
Commission
Department of Delense
Department of Education
National
Army
State and territory
Telecommuni-
Corporation Inc
calions and
Public
Bilingual
Information
Broadcasting-
National
Corps of
education
Educational
Administra lion -
public
Guard
Engineers-
and minority
research and
planning and
broadcasting
Centers-
Flood Control
language
Improvement-
construction
fund
Total
construction
Act of 1954
Total
affairs
Mypries
United States. total
18,386
289,424
212,466
207,341
5,125
15,491,343
176,080
109,496
Alahama
203
1,735
8,341
8,325
10
270,475
-
1,767
Alaska
427
4,050
2,272
2,212
-
147,446
-
515
Arizona
302
3,222
9,200
9,280
-
288,058
3,621
1,646
Arkansas
755
1,017
2,564
2,283
281
162,539
-
1,156
California
2,345
19,304
6,054
5,859
190
1,002,600
72,157
11,110
Colorado
346
4,280
87
87
-
163,542
877
1,813
Connecticut
67
1,909
3
-
3
155,349
943
1,483
Delaware
.
-
73
66
7
44,313
554
District of Columbia
230
6,692
15
15
-
58,068
896
525
Florida
95
9,404
3,335
3,330
5
676,378
9,194
5,034
Georgia
209
2,742
2,499
1,847
652
376,013
993
2,660
Unwail
305
1,665
724
724
72.946
744
716
Idaho
20
1,392
10,607
10,682
5
67,818
428
682
Illinois
363
7,794
1,270
950
320
657,060
9,107
4,417
Indiana
346
4,468
1,600
1,880
-
278,056
.
1,924
kwa
75
2,159
11,038
10,743
295
133,413
265
1,308
Kansas
307
2,230
5,637
5,371
266
135,577
465
1,200
540
3,351
1,303
992
391
252,461
.
1,633
Kentucky
Louisinna
134
2,617
7,382
7,373
9
334,368
618
1,825
Maine
444
1,77A
199
199
.
77,695
se
782
Maryland
241
2,035
5,414
9,411
5
233.024
2.614
2.041
11,672
757
679
78
320,584
3,480
2,445
Massachusells
100
Michigan
62
6.342
1,385
1,381
4
557,532
849
3.644
Minnesota
187
14,714
11,446
11,429
17
218,397
753
1,889
Mississippi
.
1,205
7,807
7,440
367
226,704
.
1,234
Missouri
715
3,267
2,940
2,570
370
275,484
385
2,147
Montana
232
622
2,852
2,835
17
83,563
35
600
Nebraska
295
4,567
4,287
4,198
89
90,473
223
879
Nevada
260
1,288
1,359
1,359
.
57,114
535
769
1,289
I
1
49,007
-
705
New Hampshire
90
.
New Jersey
209
1,865
I
.
I
407,601
5,084
3,072
How Mexico
59
1,999
9,758
9,755
3
161,291
1,525
863
New York
915
25.905
506
499
7
1,166,158
33,846
6,734
North Carolina
392
3,420
1,602
1,600
2
365,100
2,708
North Dakota
456
1.365
8,287
8,209
78
59.002
118
538
Ohio
992
8,091
672
648
24
590,617
402
4,203
Oklahoma
1,947
1,314
932
382
221,915
272
1,442
Oregon
603
2,779
4,399
4,389
10
164,232
1,102
1,352
Pennsylvania
1,079
10,760
730
615
115
647,670
951
4,566
Rhode Island
-
506
206
206
61,055
1,860
670
South Carolina
631
4,678
3,161
3,108
53
222,932
.
1,578
South Dakota
96
1,395
2,681
2,591
90
68,710
.
562
Tennessee
178
3,600
7.496
7.257
239
281,863
345
2,074
Texas
659
8,366
26,913
26,289
624
1,172,010
11,919
6,492
Utah
9
2,506
4,514
4,514
.
110,705
1,899
942
Vermont
8
799
104
104
.
43,110
36
514
Virginia
522
31,672
2,066
2,043
23
327,381
2,644
2,548
Washington
375
4,237
8,011
7,994
17
272,653
3,127
2,097
West Virginia
75
1,698
3,503
3,488
15
129,142
.
953
Wisconsin
111
4,396
10,284
10,233
51
272,575
232
2,075
Wyoming
280
481
4,068
4,068
.
45,025
.
476
331
.
10,598
-
-
81
American Samoa
-
Guam
201
360
519
519
.
18,273
*
112
6,312
.
Northern Marlanas
7
60
-
-
-
-
Puerto Bico
660
1,767
900
900
.
348,381
746
1,565
Virgin Islands
.
423
.
.
.
19,818
522
101
Undictributed
34,418
-
-
-
131,756
-
2,325
,
Sce footnoles at end of lable.
7
Table 2. Federal Government Grants and Other Payments to State and Local Governments by Agency and for
Selected Programs, by State and Territory: Fiscal Year 1994-Con.
[In thousand dollars. Detail may not add to total because of rounding. For meaning of abbreviations and symbols. see introductory text.)
Federal Emergency
Funds
Environmental Protection Agency
Management Agency
Appropri-
Equal
stad in the
Employ.
President-
State and territory
Construc-
Abate-
ment
Emergency
Appaisonian
lion of
ment.
Hazardous
Opportu-
planning,
regional
Depart-
wastewater
control,
substance
nity
prepared-
develop-
ment of
treatment
and
response
Commis-
Disaster
ness, and
ment
Energy
Total
works
compliance
trust fund
sion
Total
relief
mitigation
programs
United States. total
220,696
2,912,437
1,971,463
686,606
254,368
27,287
2,172,578
2,021,899
150,679
175,095
Alabama
1,607
36,639
23,950
9,984
2,705
-
27,331
20,823
6,508
36,474
Alaska
1,821
14,855
8,804
5,222
829
189
2,521
881
1,640
-
Artzona
1,387
26,834
9,381
13,028
4,425
371
23,375
21,488
1,887
-
Arkansa
837
32,041
15,005
5,524
11,512
-
12,491
7.773
4,718
.
Callfornia
7,658
213,270
144,015
52,031
17,224
2.774
1,111,368
1,102,743
8,625
-
Colorado
3,824
22,788
6.793
12,428
3,567
376
3,386
27
3.359
-
Connecticut
3,205
38,073
23,902
12,263
1,908
346
2.022
582
1,440
.
Delaware
975
16,078
9,116
5,059
1,903
108
4,058
3,369
689
-
District of Columbia
477
73,917
16,679
46,945
10,293
176
3.176
8,463
789
.
Florida
1,547
96,050
80,617
13,572
1,861
1,240
122,295
118,196
4,099
-
Georgia
2,361
35,313
19,130
11,088
5,095
78
34,434
31,831
2,603
2,519
:
Hawaii
523
11,133
7,146
3.065
902
133
38,403
37,140
1,263
-
Idaho
1,035
19,177
10,109
6,774
2,294
287
1,235
46
1,189
-
Illinois
7,278
141,818
105,893
27,077
8,848
1,558
99,159
95,602
3,557
-
Indiana
5,261
46,271
31,020
14,132
1,119
491
5,085
1,819
3,266
-
lows
5.084
34,031
24,472
8,036
1,523
411
80.231
78,669
1,562
.
:
Kansas
2,161
27,433
16,254
8,752
2,427
274
36,580
34,916
1,664
-
Kentucky
3,152
24,823
14,031
8,937
1,855
190
13,969
5,791
8,178
6,062
Louisiana
1,467
27,354
13,402
11,674
2,278
1
13,445
11,448
1,997
-
Maine
2.227
17,804
10,520
5,985
1,299
160
7,539
6,587
952
-
Maryland
2,036
75,073
51,924
18,471
4,678
690
14,176
9,313
4,863
3,074
Massachusetts
5,562
220,663
194,859
22,635
3,169
1,100
8.535
6,178
2.357
-
Michigan
12,909
139.879
107,733
25,532
6.614
1,867
7,104
3,669
3,435
.
Minnesota
7,870
29,114
9.747
14,136
5.231
380
17,301
15,138
2,163
.
Mississippi
2,174
22,041
14,069
6,378
1,594
-
48.862
47.512
1,350
10,575
Missouri
5,735
54,848
41,224
11,194
2,430
398
106,319
103,897
2,422
-
Montana
2,423
17,052
8,754
6,222
2,076
279
1,262
53
1,209
-
Nebraska
2,089
13,270
6,405
5,873
992
566
47,023
45,711
1,312
-
Nevada
24,074
16,549
9,815
5,339
1,395
510
1,118
19
1,099
-
New Hampshire
1,721
19,309
10,510
4,787
4,012
80
1,018
109
909
-
New Jersey
7,753
122,241
81,685
12,021
28,535
735
9,988
5,338
4,650
-
New Mexico
1,941
25,049
14,701.
7,558
2,790
241
1,766
737
1,029
-
New York
21,700
143,235
110.139
29,354
3,742
1,725
26,059
20,252
5,807
2.343
North Carolina
4,098
63,302
40.553
18,272
4,477
178
4,640
2,396
2.244
5,603
North Dakota
507
12,715
7,200
4,393
1,122
2,428
9,218
7,998
1,220
.
Ohio
9,532
150,292
123,520
21,715
5,057
1
4,972
473
4,499
4,049
Oklahoma
2,023
29,718
14,005
13,783
1,930
383
5,775
4,084
1,691
-
Oregon
3.586
33,610
22.053
9,845
1,712
491
14,229
4,696
9,533
-
Pennsylvania
13,689
97,824
66,902
26,891
4,031
1,556
67,007
62,543
4,464
15,074
Rhode Island
1,061
13,625
6,686
5,411
1,528
97
2,130
1,119
1,011
-
South Carolina
1,658
33,528
23,277
8,050
2,201
434
6,280
4,505
1,775
2,213
South Dakota
598
14,243
9,746
4,099
398
200
10,590
9,610
980
-
Tennessee
4,010
48,705
34,864
10,029
3,812
363
36,735
34,451
2,284
14,230
Texas
4,735
219,218
137,046
30,637
51,535
882
9,497
4,732
4,765
-
Utah
413
32,282
14,851
6,585
10,846
343
10,153
159
9,994
-
Vermont
1,816
9,892
4,189
4,961
742
32
1,245
314
931
-
Virginia
4,564
70,289
48,339
17,358
4,592
205
6.520
4,286
2,234
8,468
Washington
4,357
60,726
39,724
17,979
3.023
791
12,554
9,292
3,262
-
West Virginia
1,824
36,388
26,029
9,441
918
56
2,196
1,166
1,030
62,948
Wisconsin
8,410
81,750
60.583
16,785
4,382
891
15,514
13,499
2,015
-
Wyoming
1,085
7,906
4,908
2,850
148
89
1,294
31
1,263
-
260
26
26
-
-
American Samoa
-
.
-
.
-
Guam
164
2,195
418
1,777
-
-
339
40
299
-
Northern Marianas
260
2,675
2.176
489
10
-
-
-
.
-
Puerto Rico
172
19,087
15,134
3,517
436
144
5,266
4,674
592
-
Virgin Islands
.
1,171
240
897
34
19
11,014
11,014
*
-
Undistributed
.
17,270
17,217
(254)
307
-
2,752
682
2,070
1,463
See footnotes at end of table.
8
Table 2. Federal Government Grants and Other Payments to State and Local Governments by Agency and for
Selected Programs, by State and Territory: Fiscal Year 1994-Con.
(In thousand dollars. Detail may not add to total because of rounding. For meaning of abbreviations and symbols, see introductory text.)
Department of Health and Human Services
Administration for Children and Families
State and territory
Low-
Family
Social
Foster
income
Community
Assistance
support
Services
Children
care and
home
Services
for
payments
Block
and family
adoption
energy
Block
Refugee
legalized
Total
(A.F.D.C.)
Grant
services
assistance
assistance
Grant
Assistance
aliens
Other
United States. total
18,777,908
16,635,326
2,779,802
5,469,889
3,277,893
2,206,275
463,669
372,313
844,478
918,774
Alabama.
1,653,378
116,989
45,148
91,177
8,620
16,964
8,062
713
-
9,208
Alaska
314,561
68,362
6,135
32,242
5,853
10,749
2,641
65
-
3,192
Arizona
1,652,008
291,223
25,505
105,315
32,852
8,325
5,120
4,452
12,825
10,543
Arkansas
1,083,205
86,450
23,024
58,662
17,852
13,434
6,584
230
31
7,176
Caldornia
15,139,686
4,137,867
340,726
585,474
734,867
78,777
43,031
92,495
688,660
122,497
Colorado
990,747
92,519
34,945
77,237
27,690
34,985
3.856
2,521
3,910
6.351
Connecticut
1,711,661
302,289
41,675
56,131
32,752
50,458
6,011
3,391
829
6.298
Delaware
232,663
34,664
7,413
13,435
3,293
5,923
2.379
70
-
2.031
District of Columbia
746,424
105,647
7,802
144,947
16,140
6,805
6,140
13,834
1,093
5,718
Florida
4,239,621
554,590
140,570
206,538
68,847
17,268
13,193
56,121
14,042
35,374
Georgia
2,962,038
459,462
73,078
147,348
31,435
21,682
20,655
6,993
2,565
21,861
Hawaii
437,945
117,739
12,532
23,001
7,762
2,657
2,136
477
109
9,513
Idaho
347,267
32,485
10,402
30,848
3,127
11,139
2,494
841
715
2,762
Illindis
4,259,392
575,996
127,438
246,285
185,346
114,702
19,634
12,096
16,040
27,525
Indiana
2,083,064
133,229
62,382
86,982
61,974
56,739
6,946
30
-
14,650
lowa
1,013,927
123,416
31,767
47,141
19,845
41,577
4,790
2,750
40
13,038
Kansas
859,027
105,146
25,182
43,743
19,400
16,851
13,052
1,924
70
4,969
Kentucky
1,777,565
181,980
39,886
82,541
38,427
30,890
7,979
508
-
13,127
3,613,435
53,992
43,595
101,382
40,841
15,072
9,179
1,274
423
26,532
Louisiana
Maine
809,753
86,834
11,664
28,220
13,668
33,706
2,167
676
-
8,241
Maryland
1,781,392
257,115
53.661
92.399
48.239
39,856
5,691
5,018
1,397
15,212
Massachusetts
3,270,660
611,077
82,693
125,573
96,609
101,674
14,159
12,846
103
26,807
Michigan
4,478,937
806,661
108,048
190,926
123,273
137,014
15,797
5,952
51
48,074
Minnesota
2,035,515
295,652
52,709
50,710
38,746
100,733
4,959
7,985
2,568
13,191
Mississippi
1,404,818
84,699
29,812
116,222
5,257
28,299
7,799
1,462
.
15,917
Missouri
2,168,234
234,948
60,818
107,582
37,642
47,971
13,405
2,792
.
14,541
Montana
369,228
46,532
9,107
28,939
5,303
14,363
2.256
221
.
2,881
Nebraska
528,374
32,678
17,687
32,629
12.216
17,186
3,237
1,377
8
2,319
Nevada
308,253
51,916
12,761
18,702
4,447
3,458
2,221
476
1,954
1,379
New Hampshire
628,476
55,027
12,145
14,679
11,580
18,635
2,006
638
44
2,639
88,771
124,427
36,562
85,347
14,368
3,145
-
27,073
New Jersey
3,355,004
441,272
New Mexico
799,579
139,765
19,144
49,293
10,242
10,785
2,274
1,129
3.021
2,294
New York
15,224,700
1,798,948
190,484
369,783
734,738
276,582
37,566
51,571
29,652
81,672
North Carolina
2,835,569
348,405
74,479
130,422
25,249
39,618
12,440
2,501
243
19,442
23,801
6,984
16,547
2,114
1,222
.
1,628
North Dakota
297,715
25,673
9.099
Only
4,996,735
725,625
110,928
195,435
120,164
118,272
16.857
1,069
.
61,902
Oldahoma
1,195,182
204,943
35,056
88,124
15,146
16,550
5,229
1,573
264
8,653
Oregon
1,169,526
179,926
28,879
71,263
21,347
40,383
3,577
12,008
1,875
14,490
Pennsylvania
5,618,241
641,004
138,675
227,385
236,056
151,741
18,253
9,029
132
39,903
Rhode Island
594,257
60,823
10,175
22,820
16,749
12,309
2,408
1,161
110
3,236
South Carolina
1,628,327
105,636
34,900
66,693
11,513
11,882
8,317
242
166
5,952
South Dakota
297,194
22,238
5,084
27,563
3,526
13,314
3,780
510
.
1,948
10,426
1,589
5
9,628
Tennessee
2,221,446
145,384
40,181
66,176
25,187
23,297
Texas
7,125,872
648,968
189,114
370,694
112,452
33,670
21,434
15,204
38,502
51,512
Utah
606,748
86,555
20,268
35,561
7,907
13,655
2,092
2,148
703
5,007
Vermont
315,278
58,462
6,260
18,080
11,972
15,504
3,116
526
4.485
Virginia
1,498,989
134,629
70,737
122,875
22,387
40,420
6.799
7,917
3,054
12,808
Washington
2,191,894
324,919
55,405
116,980
33,993
80,556
4,577
16,220
17,837
26,273
West Virginia
1,237,490
111,705
21,147
43,634
5,094
20,647
4.227
98
9,008
Wisconsin
1,975,780
166,253
54,709
90.517
65,409
78,477
6,489
3,179
1,239
27,296
5,666
2,013
41
1,733
Wyoming
161,411
24,725
5,421
13,363
1,314
American Samoa
6,487
-
495
2,318
484
.
.
.
-
.
Guam
7,360
2.251
3,917
.
.
647
21,242
-
-
.
Northern Marianas
4.778
-
545
2.177
.
21
8
.
.
Puerto Rico
467,846
92,000
13,369
138,149
3,140
16.612
#
-
8,128
.
Virgin Islands
21,012
2,924
3,918
5,593
.
.
(19)
.
.
292
Undistributed
8,133
.
.
5,833
653
.
.
-
-
.
See footnotes at end of table.
9
Table 2. Federal Government Grants and Other Payments to State and Local Governments by Agency and for
Selected Programs, by State and Territory: Fiscal Year 1994-Con.
(In thousand dollars. Detail may not add to total because of rounding. For meaning of abbreviations and symbols, see introductory text.)
Department of Housing and Urban
Department of Health and Human Services-Con.
Development
Health Care
Public Health Service
Social
State and territory
Financing
Substance
Beaurity
Administra-
Health
Abuse. and
Administra-
lion-
Resources
Mental
tion
Emergency
medical
and Services
Centers for
Health
supplemental
shellers and
assistance
Administra-
Disease
Administra-
security
Community
homeless
(Medicaid)
tion
Control
tion
income
Total
development
assistance
United States, total
82,033,657
1,464,680
841,755
1,438,940
30,457
21,504,822
3,652,783
75,333
Alabama
1,287,374
33,739
14,613
20,003
768
336,774
62,858
1,253
Alaska
175,948
2,509
3,529
3,289
47
109,785
6,030
271
Arizona
1,103,268
17,118
14,419
20,641
402
248,381
45,976
602
Arkansas
833,595
15,308
9,871
10,870
118
167,599
29,727
509
California
7,861,310
155,476
92,236
202.510
3,560
2.253.579
388,923
7,993
Colorado
648,692
28,113
9,764
19,990
174
210,097
32,244
783
Connecticut
1,175,083
10,334
8,852
17,172
368
367,061
38,460
1,086
Delaware
182,581
3,048
3,155
4,813
60
42.691
6,637
=
District of Columbia
395,288
27,144
8,339
5.447
80
162,992
35,169
1,204
Florida
2,945,408
79,067
42,620
65,346
637
784,327
140,795
1,970
Georgia
2,079,808
38,601
26,548
31,691
311
495,730
74,062
1,831
Hawaii
242,711
6,822
4,745
7,653
88
122.422
19,460
29
Idaho
234,651
7,817
4,196
5,607
183
52,135
9,676
201
Illinois
2,780,473
50,434
36,379
66,044
1,000
1,269,741
205,402
3.680
Indiana
1,591,290
16,580
18,036
33,140
1,066
342,514
72,995
1,383
lowa
693,308
12,641
9,640
13,743
231
169,731
63,028
943
Kansas
601,972
6,947
7,900
11,870
1
124,776
35,662
570
Kentucky
1,330,415
22,199
10,826
18,138
649
293,138
47,830
1,393
Louisiana
3,255,603
25,651
15,649
23,493
749
363,394
75,488
1,922
Maine
604,137
8,026
6,005
6,052
357
114,922
15,948
265
Maryland
1,190,803
28,876
13,918
28,892
315
402,826
54,435
856
Massachusetts
2,104,383
39,869
16,322
36,998
1,787
849,060
112,162
2,205
Michigan
2,913,905
41,762
29,042
57,440
992
575,245
156,360
3,114
Minnesota
1,389,527
16,355
9,775
22,280
325
350,502
59,535
1,557
Mississippi
1,067,514
23,668
11,541
12,445
183
179,641
31,040
637
Missouri.
1,577,329
31,161
15,512
23,928
605
364,202
91,857
1,315
Montana
246,683
3,911
4,387
4,511
134
85,225
11,479
242
Nebraska
389,284
6,710
5,833
7,144
66
96,702
18,106
459
Nevada
191,561
3,878
7,681
7,665
154
94,914
10,399
139
New Hampshire
496,026
3,494
5,669
5,842
52
78,096
9,106
267
New Jersey
2,431,107
34,647
19,347
48,497
441
884,583
109,787
1,779
New Mexico
531,106
14,280
8,514
7,628
104
107,000
17,494
-
New York
11,323,034
167,423
52,996
106,606
3,645
2,605,759
403,073
9,632
North Carolina
2,098,144
32.746
19,396
31,726
758
431,837
59,659
1,790
North Dakota
200,884
3,260
3,032
3,337
134
54,215
7,166
136
Ohio
3,503,649
44,838
28,658
66,430
2,908
979.509
167,029
3,188
Oklahoma
781,563
11,013
10,689
16,164
215
247,722
33,961
385
Oregon
754,789
17,452
7,323
15,935
279
186,118
32.097
1.179
Pennsylvania
3,998,232
58,182
34,400
63,608
1,641
1,203,437
207,403
2.770
Rhode Island
445,038
6,036
5,402
7,884
106
169,896
17,807
707
South Carofina
1,328,662
25,504
13,007
17,761
92
201,588
31,246
689
South Dakota
205,963
4,449
4,413
4,313
93
80,773
10,990
314
Tennessee
1,802,843
33,035
19,985
23,320
190
383.222
54,366
1,201
Texas
5,386,193
101,080
60,583
94,422
2,044
960,970
206,208
3,807
Utah
405,664
8,877
6,919
11,310
82
72.147
20,253
351
Vermont
187,036
2.954
2,340
4,471
72
49,571
9,044
314
Virginia
1,005,807
26,171
12,684
32.288
413
375,824
52,999
2,523
Washington
1,441,362
29,249
12,795
31,176
552
333,757
53,458
1,605
West Virginia
988,836
16,079
7,489
9,321
205
148,249
21,467
470
Wisconsin
1,426,611
20,405
9,433
24,780
983
289,317
55,466
1,331
49
Wyoming
98,407
1,617
4,601
2,510
.
28,863
7,236
American Samoa
1,698
392
672
428
#
1,458
401
17
Guam
3,169
560
2,482
856
-
14,973
1,255
203
Northern Marianas
1,332
-
695
.
.
753
753
-
Puerto Rico
118,931
35,453
23,781
18,283
-
550,496
110,755
2,055
Virgin Islands
3,687
1,718
1,470
1,429
-
26,186
.
-
Undistributed
-
-
1,647
-
.
8,410
582
-
See lootnotes at end of table.
32
Table 7. Federal Government Loan and Insurance Programs-Volume of Assistance Provided, by State and
Territory: Fiscal Year 1994-Con.
(In thousand dollars. Detail may not add to total because of rounding. For meaning of abbreviations and symbols. see introductory text.)
Guaranteed loans
Farmers Home
State and territory
Higher education
Veterans
Administration
act insured
housing
programs and
Mortgage
bane-
guaranteed and
Mortgage
Rural
Total guaranteed
insurance for
guaranteed
insured loans-
Insurance-
Development
Small-business
loans
homes
student loans
VA home loans²
condominiums
Administration
loans
United States, total
158,977,068
92,678,173
23,101,135
18,299,125
7,858,970
2,128,549
6,268,685
Alabama
1,696,277
906,562
133,244
307,613
21,588
16,968
106,941
Alaska
793,079
620,123
-
77,201
20,638
1,208
46,188
Arizona
5,554,100
4,242,705
415,776
602,984
136,952
3,768
75.487
Arkansas
1,222,039
671,992
120,416
171.855
4,683
47,785
75,822
California
20,445,672
11,738,913
1,912,806
3,068,609
1,961,032
41,157
1,011,335
Colorado
6,194,020
4,211,984
323,424
615,351
418,131
34,661
174,740
Connecticut
1,765,210
756,980
167,180
102,761
184,623
7,507
109,072
Delaware
327,605
197,550
34,403
63,872
1,378
5,285
19,589
District of Columbia
248,058
136,619
-
14,125
31,947
-
6,142
Florida
8,508,780
5,688,200
521,648
1,544,618
319,654
23,938
217,748
Georgia
5,127,937
3,503,758
322,104
706,738
113,239
63,275
831,334
Hawaii
576,137
105,777
34,688
48,991
361,410
67
10,141
Ideho
954,522
582,917
23,745
115,531
4,861
22,354
51,492
Minois
5,633,834
3,550,215
709,643
423,103
445.577
61,911
185,841
Indiana
6,747,148
1,578,984
4,647,309
246,002
33,730
39,809
61,018
lows
1,029,725
274,678
335,908
82,718
3,366
179,288
100,049
Kansas
1,173,215
748,041
-
171,596
8,610
61,576
103,421
Kentucky
1,240,991
653,931
233,206
151,524
16,629
41,255
39,640
Louisiana
1,796,581
1,136,716
162,448
201,881
9,595
107,149
103,581
Maine
446,487
181,622
120,933
66,819
4,271
15,499
40,830
Maryland
6,736,774
4,620,097
203,613
660,616
854,929
8,652
56,115
Massachusetts
2,430,914
746,292
1,099,450
202,727
83,806
17,465
104,587
Michigan
3,128,453
1,883,487
550,402
258,851
49,894
64,605
98,884
Minnesota
6.235.464
4,295,220
794,410
329,019
265,536
154,460
109,681
Mississippi
1,120,067
615,667
168,518
119,430
809
69,183
91,017
Missouri
3,046,277
1,979,054
306,729
233,663
64,882
73,890
157,785
Montana
679,729
380,783
94,333
46,286
6,553
19,198
87,194
Nebraska
1,109,229
395,166
378,434
125,605
1,689
95,331
40,365
Nevada
2,127,742
1,468,042
-
438,353
115,091
3,233
31,788
New Hampshire
638,665
289,301
117,458
80,936
35,865
711
81,528
New Jersey
2,676,637
1,607,788
345,723
244,475
265,387
4,373
103,258
New Mexico
919,772
488,588
96,575
208,382
10,674
18,394
63,248
New York
6,235,932
2,682,298
1,667,124
185,683
28.398
52,653
347,013
North Carolina
3,125,122
1,933,610
195,810
631,936
89,768
62,314
77,384
North Dakota
662,127
313,553
70,197
24,445
9,351
53,200
35,576
Ohio
3,628,496
2,224,632
551,351
390,155
101,068
23,055
132.099
Oklahoma
1,811,001
1,105,519
238,322
231,326
15,485
62,194
75,691
Oregon
1,338,756
788,701
184,449
140.977
14,379
10,310
87,816
Pennsylvania
4,294,862
1,834,333
1,747,274
279.672
92.051
33,756
145,843
Rhode Island
511,182
236,495
125,684
48,647
17,676
1,048
30,942
South Carolina
1,308,041
654,151
195,112
261,726
24,178
21,099
53.546
South Dakota
436,729
151,203
102.790
33,611
556
69,620
49,145
Tennessee
3,447,145
2,489,163
282,089
391,148
69,476
31,868
91,922
Texas
12,212,090
8,228,925
1,067,232
1,349,768
103,423
161,211
631,135
Utah
2,479,209
1,808,092
178,293
151,107
97,542
5,050
67,560
Vermont
238,649
39,608
99,115
19,496
3,253
19,617
50,468
Virginia
6,747,909
3,662,811
423,699
1,366,920
941,601
9,859
79,339
Washington
3,972,733
2,284,817
396,544
733,867
194,764
23,916
183,693
West Virginia
197,003
82,628
-
36,276
399
42,300
19,744
Wisconsin
2,101,888
296,553
1,197,292
183,837
6,776
92,568
177,271
Wyoming
302,626
183,257
-
38,117
815
19,731
29,067
American Samoa
-
-
.
-
-
-
-
Guam.
2,066
-
435
-
-
-
631
Northern Marianas
-
-
-
-
-
-
-
Puerto Rico
1,575,138
1,213,649
2,964
50,147
184,381
9,235
99,743
Virgin Islands
17,041
6,426
1,267
395
2,582
-
4,237
-
Undistributed
-
.
-
-
-
-
See footnotes at end of table.
APPENDIX C
Washington State Capital Improvements Law
WASHINGTON STATE LAWS 1983
CHAPTER 231
(Substitute Senate Bill No. 3035)
APPROPRIATION
AN ACT Relating to public works; creating new sections; making an appropriation; and
declaring an emergency.
Be it coacted by the Legislature of the State of Washington:
NEW SECTION. Sec. 1. The planning and community affairs agency or its successor agency
shall prepare a comprehensive plan for the replacement and repair of the state and local
public works. The plan shall include the following:
(1) An inventory of the state's roads, bridges, sewers, dams, state parks and recreational
facilities, and water systems;
(2) An assessment of the physical condition of those public facilities needing replacement
or repair to determine whether the facilities:
(a) Are dangerous to public health and safety;
(b) Require immediate replacement or repair to correct existing deficiencies; or
(c) Need replacement or repair within the next five years;
(3) Cost estimates of replacement and repair work for each category in subsection (2) of
this section;
(4) An examination of other states' approaches to public works financing;
(5) Financing recommendations, including an analysis of existing tax revenues, user fees,
and utility rates; and
(6) A proposal for establishing an ongoing evaluation system with periodic updates of the
state's public works plan.
(pages 1189 and 1190 Washington Laws 1983)
APPENDIX D
Table of Organizational Lists
TABLE OF ORGANIZATIONAL LISTS
The Table of Organizational Lists is published by the Department of
Finance and Administration; it provides detailed job descriptions for
agencies within state government that are now funding or overseeing public
works programs. A glance through the tables provides a brief comparative
view of the degree of integrative review conducted by the various agencies.
Only the Highway and Transportation Department integrates all of the
review procedures suggested by this proposal.
ECONOMIC DEVELOPMENT DEPARTMENT
COMMUNITY DEVELOPMENT REVOLVING LOAN FUND
A quick look at table listing job descriptions in this section indicates that the emphasis is
on developing local economies. This is a "promoting" agency; not an engineering,
construction, or auditing arm of government. There is a new element within Economic
Development that could become significant in an ombudsman capacity for rural
communities dealing with public works problems: that is the federal-state funded Rural
Response Team.
DATE: 03/30/96
TABLE OF ORGANIZATIONAL LISTING
PROGRAM: PPPC6220
DETAIL REPORT
PAGE:
487
AGENCY:
0419 ECONOMIC DEVELOPMENT DEPT
DIVISION:
20 ECONOMIC DEVELOPMENT DIVISION
BUREAU:
40 COMMUNITY DEVELOPMENT
POSITION
TOOL
NUMBER
LY JOB CLASS TITLE
EMPLOYEE
DV-AR-SC-UN-SU-JB
END DATE RG STAT FTE LOC NAME or INCUMBENT
STOP DATE RG/CHPA STAT FTE PR RATE
20 40-01-00-00-05 n. ECON DEV REP 3-A
24 PERM 1.00
STENBERG.PAUL P.
SECTION 05 RETENTION AND EXPANSION
24/0.924 PROB 1.00 15.385
20.40 05-00-00-05 D ECON DEV REP 4
28 PERM 1.00
BOATRIGHT URSULA M.
*SECTION 10 ENTERPRISE ZONE
28/0.920 PERM 1.00
18.624
20 40 10-00-00-05 D ECON DEV REP 3-A
24 PERM 1.00
G-SCOTT.R. RANDALL
24/0.950 PERM 1.00
15.811
MORTAU:
50 RURAL DEVELOPMENT COUNCIL
20-50-00-00-00-05 D PROGRAM OFFICER
06/30/96 28 EXTU
VANDERPOOL PATRICK H.
03/31/96 28/1.125 EXTU 1.00
26.952
20 50-00-00-00-07 D ADMIN SECY
16 PERM 1.00
****
VACANT
SINCE 12/20/95
BEREAU:
60 SPECIAL PROGRAMS
20 60-00-00-00-05 D ECON DEV REP 4
28 PERM 1.00
JOHNSON, ROBERT M.
28/1.100 PERM 1.00
22.267
20 60-00-00-00-10 D ECON DEV REP 4
28 PERM 1.00
VESETH. H
28/0.950 PERM 1.00
19.230
BASELINE POSITIONS
BASELN
OTHER TEMPORARY POSITIONS
TEMP
EXEM
ALL
POSNS
EXTB
PERM
TERM
TPBS
TOTAL
EXTU
TEMP
TPUN
IPER
DIVISION TOTALSPOSITIONS
TPST
TOTAL
TOTAL
1.00
19.00
1.00
21.00
EMPLOYEE
21.00
1.00
18.00
19.00
1.00
1.00
20.00
DATE: 03/30/96
TABLE OF ORGANIZATIONAL LISTING
PAGE:
486
PROGRAM: PPPC6220
DETAIL REPORT
AGENCY:
0419 ECONOMIC DEVELOPMENT DEPT
DIVISION:
20 ECONOMI DEVELOPMENT DIVISION
BUREAU:
10 OFFICE OF DIVISION DIRECTOR
POSITION
EMPLOYEE
TOOL NUMBER LV JOB CLASS TITLE
END DATE RG STAT
FTE
LOC NAME OF INCUMBENT
STOP DATE RG/CMPA STAT FTF PR RATE
DV:BR SC-UN-SU-JB
20-10-00-00-00-01 C DIV DIR 11
32 EXEM 1.00
RIOS.ROBERTO S.
32/0.950 EXEM 1.00
26.638
20 10-00-00-00-10 D ADMIN SECY
16 PERM 1.00
MARTINEZ,DENTSE C.
16/1.170 PERM 1.00
12.839
20-10-00 00-00-15 D ADMIN SECY
16 PERM 1.00
RODRIGUEZ.MARIA 0
16/0.943 PERM 1.00
10.344
20-10-00-00-00-20 D SECY 3
14 PERM 1.00
GALVAN. JUNE H
14/1.010 PERM 1.00
9.999
BUREAU:
20 BUSINESS DEVELOPMENT
20 20-00-00-00-10 D ECON DEV REP 4
28 PERM 1.00
BACA.ELMO L.
28/0.904 PERM 1.00
18.301
20 20-00-00-00-13 D ECON DEV REP 3-A
24 PERM 1.00
RIVERA,THERESA
24/0.880 PERM 1.00
14.654
*SECTION 01 BUSINESS RECRUITMENT SECTION
20-20-01-00-00-15 D ECON DEV REP 3-A
24 PERM 1.00
BURGE.RANDY L.
24/1.122 PERM 1.00
18.680
20-20-01-00-00-20 D ECON DEV REP 3-A
24 PERM 1.00
BAKER,NANCY J
24/0.950 PERM 1.00
15.811
20-20-01-00-00-25 D ECON DEV REP 2
06/30/96 21 TERM 1.00
**** VACANT ****
SINCE 02/06/96
20-20-01-00-00-30 D ECON DEY REP 3-A
24 PERM 1.00
GABALDON.JOHN ROBERT
24/0.904 PERM 1.00
15.045
*SECTION 05 RESEARCH AND STATISTICS
20-20-05-00-00-05 D ECON DEY REP 4
28 PERM 1.00
SELLECK.CAROL J
28/0.999 PERM 1.00
20,232
*SECTION 10 ONE STOP SHOP SECTION
20 20-10-00-00-05 D ECON DEV REP 2
21 PERM 1.00
LOPEZ.LISA M.
21/0.860 PERM 1.00
12.644
*SECTION 15 FINANCE
20-20-15-00-00-05 D ECON DEV REP 4
28 PERM 1.00
MCCORMICK.KATHERINE Y.
28/0.950 PERM 1.00
19.230
BUREAU:
30 MARKETING & ADVERTISING
20-30-00-00-00-05 D ECON DEY REP 4
28 PERM 1.00 0103 MOYE, LAURIE H.
28/0.899 PERM 1.00
18.189
BUREAU:
40 COMMUNITY DEVELOPMENT
20-40-00-00-00-04 D ECON DEV REP 4
28 PERM 1.00
MAUL.MARY F.
28/0.841 PERM 1.00
17.033
*SECTION 01 MAINSTREET SECTION
DEPARTMENT OF ENVIRONMENT
ADMINISTRATIVE SERVICES - CONSTRUCTION GRANTS
This agency provides little in the way of extensive cost engineering review; nor is there a
mention of hard accounting or auditing.
ENVIRONMENTAL PROTECTION DIV. - UNDERGROUND STORAGE
The emphasis is on geo-technical professionals, but there are no environmental or
remediation engineers on board at this bureau. Focus is on financial administration and
cost reimbursement programs, but there is still no attempt cost engineering review by cross
trained professionals. The Underground Storage Bureau management position is currently
vacant.
DATE: 03/30/96
TABLE or ORGANIZATIONAL LISTING
PROGRAM: PPPC6220
DETAIL REPORT
PAGE: 1261
AGENCY:
0667 ENVIRONMENT DEPARTMENT
AVISION
20 ACMINISTRATIVE SERVS DIVISION
BORFAU:
00 INFRASTRUCTURE PRG ENG SIC,
POSITION
TOOL NUMBER LV JOS CLASS TITLE
END DATE RG STAT FTE LOC NAME OF INCUMBENT
EMPLOYEE
DV-GR-SC-UN-SU-J8
STOP DATE RG/CHPA STAT FTE PR RATE
20-80-00-00-00-12 F ADMIN SECY
16 PERM 1.00
MARTINEZ.KIM H
16/0.950 PERM 1.00 10.424
20-80-00-00-00-16 E ENV PNG SPEC 1
06/30/96 23 TERM 1.00
VACANT ****
SINCE 02/12/90
20-80-00-00-00-20 E EWV ENG SPEC 1
06/30/96 23 TERM 1.00
THAKUR.HAHESHWAR P.
06/30/96 23/1.070 TRPM 1.00 17.061
BASELINE POSITIONS
BASELN
- OTHER TEMPORARY POSITIONS
TOME
EXTM
EXIB
PERM
ALL
TERM
TPBS
TOTAL
EXTU
TEMP
IPON
TPER
TPST
TOTAL
TOTAL
DIVISION TOTALSPOSITIONS
1.00
36.00
31.00
68.00
44.00
EMPLOYEE
1.00
35.00
25.00
61.00
61.00
DATE: 03/30/96
TABLE OF ORGANIZATIONAL LISTING
PAGE: 1262
PROGRAM: PPPC6220
DETAIL REPORT
AGENCY:
0667 ENVIRONMENT DEPARTMENT
DIVISION:
20 ADMINISTRATIVE SCRYS DIVISION
BUREAU:
40 CONSTRUCTION GRANTS
POSITION
EMPLOYEE
TOOL NUMBER LY JOB CLASS TITLE
IND DATE RG STAT FTE LOC NAME OF INCUMRENT
STOP DATE RG/CMPA STAT FTE PR RATE
DV-HR-SC-UN-SU-JB
20-40-00-00-00-01 C HEALTH PROG HGR 2-A
06/30/96 32 TERM 1.00
OLAECHEA. PATRICK C
06/30/96 32/1.139 TRPM 1.00 29.375
20-40-00-00-00-05 D ADMIN SECY
16 PERM 1.00
NUNEZ,ELIDA
16/1.010 PROB 1.00 11.087
DURFAU:
45 FINANCE ADMINISTRATIVE SECT
20-45-00-00-00-20 E HATER RES ENG SPEC 1
26 PERM 1.00
MARTIN,HAYWOOD in
26/1.098 PROB 1.00 20.080
BUREAU:
50 RIP/SOLIDHASTE PROGRAMS
20-50-00-00-00-02 E FINANCIAL SPEC 4
22 PERM 1.00
**** VACANT ....
SINCE 03/25/96
20 50-00-00-00-06 F FINANCIAL SPEC 3
19 PERM 1.00
MARTINEZ,MELBA L
19/0.920 PERM 1.00
11.957
20-50-00-00-00-10 F SECY 3
06/30/96 14 TERM 1.00
TRUJILLO. VALERIE A.
06/30/96 14/0.830 TRPB 1.00
8.216
20-50-00-00-00-11 F FINANCIAL SPEC 2
06/30/96 16 TERM 1.00
GARCIA,EDHINA x
06/30/96 16/0.997 TRPM 1.00 10.941
BUREAU:
60 SPECIAL APPROPRIATIONS PROG
20-60-00-00-00-01 E HGT ANA 4
24 PERM 1.00
HODGES,OLIXDA C
24/1.130 PERM 1.00
18.807
BUREAU:
65 WASTEMATER LOAN PROGRAM
20-65-00-00-00-01 E HGT ANA 4
06/30/96 24 TERM 1.00
RAEL,RAMONA M
06/30/96 24/0.946 TRPM 1.00
15.751
BUREAU:
70 WASTEHATER GRANT PROGRAM
20-70-00-00-00-01 E HGT ANA 4
06/30/96 24 TERM 1.00
DRAKE,ORREN D.
06/30/96 24/0.980 TRPM 1.00 16.310
CUREAU:
75 COLONIAS GRANT PROGRAM
20 75-00-00-00-02 E WATER RES ENG SPEC 1
06/30/96 26 TERM 1.00
**** VACANT
SINCE 07/01/94
20-75-00-00-00-05 F CLERK SPEC
06/30/96 15 TERM 1.00
SANCHEZ, RHONDA L
06/30/96 15/1.108 TRPM 1.00 11.511
BURFAU:
80 INFRASTRUCTURE PRG ENG SECT
:0 00-00-00-00-05 E ZKV CKG SPEC 2
06/30/96 29 TERM 1.00
RODKE.RUSSELL =
06/30/96 29/1.055 TRPM 1.00
22.524
20-80 00-00-00-10 E ENV ENG SPEC 2
29 PERM 1.00
QUINTANA,DAVID C
29/1.152 PERM 1.00 24.599
DATE: 03/30/96
TABLE OF ORGANIZATIONAL LISTING
PROGRAM: PPPC6220
PAGE: 1273
DETAIL REPORT
AGENCY:
0667 ENVIRONMENT DEPARTMENT
DIVISION:
30 ENVIRONMENTAL PROTECTION DIV
BUREAU:
70 UNDERGROUND STORAGE TANK BUREA
POSITION
TOOL NUMBER
EMPLOYEE
LV JOB CLASS TITLE
END DATE RG STAT FTE LOC NAME OF INCUMBENT
DY-BR-SC-UN-SU-JB
STOP DATE RG/CMPA STAT FTE PR RATE
30-70-00-00-00-05 D ADMIN SECY
06/30/96 16 TERM 1.00
BACA.CARMEN M. V.
06/30/96 16/0.950 TRPM 1.00 10.423
30-70-00-00-00-07 D CLERK 4
06/30/96 14 TERM 1.00
SANCHEZ.VIOLA
06/30/96 14/0.939 TRPM 1.00
9.292
30-70-00-00-00-10 D FINANCIAL SPEC 3
06/30/96 19 TERM 1.00
ROYBAL.JEFFREY SCOTT
06/30/96 19/0.830 TRPM 1.00
10.787
30-70-00-00-00-15 E FINANCIAL SPEC 3
06/30/96 19 TERM 1.00
SPEDALIERI.BRIDGET E.
06/20/96 19/0.964 TRMM 1.00
12.530
BUREAU:
71 REIMBURSEMENT PROGRAM/UST
30-71-00-00-00-01 D MGR 5
06/30/96 27 TERM 1.00
HILL.C GALE
06/30/96 27/1.170 TRPM 1.00
22.493
30-71-00-00-00-05 E SECY 3
06/30/96 14 TERM 1.00
RIVERA.FRANCES M.
06/30/96 14/0.890 TRPM 1.00
8.811
30-71-00-00-00-10 E HGT ANA 4
06/30/96 24 TERM 1.00
MARTINEZ.MARILYN L
06/30/96 24/1.100 TRPM 1.00
18.308
30-71-00-00-00-15 E FINANCIAL SPEC 4
06/30/96 22 TERM 1.00
DURAN.RITA A.
06/30/96 22/0.887 TRPM 1.00
13.559
30-71-00-00-00-18 F FINANCIAL SPEC 3
06/30/96 19 TERM 1.00
QUINTANA. SALVADOR C.
06/30/96 19/0.830 TRPB 1.00 10.787
30-71-00-00-00-20 F FINANCIAL SPEC 3
06/30/96 19 TERM 1.00
**** VACANT
SINCE 03/29/96
30-71-00-00-00-25 F FINANCIAL SPEC 2
06/30/96 16 TERM 1.00
**** VACANT ****
SINCE 03/11/96
BUREAU:
72 UST-SECTION
30-72-00-00-00-05 E MGR 4
06/30/96 21 TERM 1.00
GUTIERREZ.NANCY C
06/30/96 21/0.920 TRPM 1.00
13.525
30-72-00-00-00-10 E SECY 3
06/30/96 14 TERM 1.00
E.
06/30/96 14/0.890 TRPM 1.00
8.811
30-72-00-00-00-20 E CLERK SPEC
06/30/96 15 TERM 1.00
ROYBAL.DARLENE L
06/30/96 15/1.014 TRPM 1.00
10.540
30-72-00-00-00-25 E HGT ANA 4
06/30/96 24 TERM 1.00
SANDOVAL.PATSY
06/30/96 24/1.114 TRPM 1.00
18.534
30-72-00-00-00-30 E CLERK SPEC
06/30/96 15 TERM 1.00
ORTEGA.ANNETTE M.
06/30/96 15/0.948 TRPM 1.00
9.848
30-72-00-00-00-35 E SECY 3
06/30/96 14 TERM 1.00
LOPEZ.ROSINA V.
06/30/96 14/0.950 TRPM 1.00
9.405
BUREAU:
74 UST SECTION-ALBUQUERQUE
30-74-00-00-00-05 E WATER RES SPEC 2
06/30/96 21 TERM 1.00
VACANT ****
SINCE 01/23/96
DATE: 03/30/96
TABLE OF ORGANIZATIONAL LISTING
PAGE: 1274
PROGRAM: PPPC6220
DETAIL REPORT
AGENCY:
0667 ENVIRONMENT DEPARTMENT
DIVISION:
30 ENVIRONMENTAL PROTECTION DIV
BUREAU:
74 UST SECTION-ALBUQUERQUE
POSITION
EMPLOYEE
TOOL NUMBER LY JOB CLASS TITLE
END
DATE
RG
STAT
FTE
LOC NAME OF INCUMBENT
STOP DATE RG/CMPA STAT FTE PR RATE
DV-BR-SC-UN-SU-JB
30-74-00-00-00-10 E WATER RES SPEC 2
06/30/96 21 TERM 1.00
VACANT
SINCE 09/27/95
30-74-00-00-00-15 E WATER RES SPEC 3
06/30/96 23 TERM 1.00
ALEXANDER.RITA J.
06/30/96 23/1.010 TRPM 1.00 16.104
30-74-00-00-00-20 E SECY 2
06/30/96 12 TERM 1.00
ROMERO.JOSEPHINE
06/30/96 12/0.970 TRPB 1.00
8.740
BUREAU:
76 REMEDIAL ACTION SECTION
30-76-00-00-00-01 D HEALTH PROG MGR 1-A
06/30/96 27 TERM 1.00
VACANT ****
SINCE 07/17/95
30-76-00-00-00-05 E SECY 3
06/30/96 14 TERM 1.00
ARAGON.JOYCE A.
06/30/96 14/0.860 TRPM 1.00
8.513
30-76-00-00-00-10 E FINANCIAL SPEC 3
06/30/96 19 TERM 1.00
HERRERA,CATHRYN M.
06/30/96 19/0.830 TRPM 1.00
10.787
30-76-00-00-00-15 E WATER RES SPEC 2
06/30/96 21 TERM 1.00
**** VACANT ****
SINCE 08/04/95
30-76-00-00-00-20 E WATER RES SPEC 3
06/30/96 23 TERM 1.00
MONTES.RAYMOND M.
06/30/96 23/0.980 TRPM 1.00 15.626
30-76-00-00-00-25 E WATER RES SPEC 2
06/30/96 21 TERM 1.00
VACANT ****
SINCE 10/16/95
30-76-00-00-00-30 E WATER RES SPEC 2
06/30/96 21 TERM 1.00
**** VACANT ****
SINCE 02/09/96
30-76-00-00-00-40 E WATER RES SPEC 3
06/30/96 23 TERM 1.00
BAHAR,DANA
06/30/96 23/0.950 TRPM 1.00 15.149
30-76-00-00-00-50 E WATER RES SPEC 2
06/30/96 21 TERM 1.00
**** VACANT ****
SINCE 07/24/95
30-76-00-00-00-55 E GEOLOGIST 3
06/30/96 25 TERM 1.00
MORELAND.ANTHONY L.
06/30/96 25/1.070 TRPM 1.00 18.656
30-76-00-00-00-60 E GEOLOGIST 3
06/30/96 25 TERM 1.00
FORD.HILLIAM J.
06/30/96 25/0.972 TRPM 1.00 16.949
30-76-00-00-00-62 F GEOLOGIST 2
06/30/96 23 TERM 1.00
SCHOEPPNER.GERARD A.
06/30/96 23/0.980 TRPM 1.00
15.625
30-76-00-00-00-63 F GEOLOGIST 2
06/30/96 23 TERM 1.00
HOLMES.CHRISTOPHER T.
06/30/96 23/0.950 TRPM 1.00
15.149
30-76-00-00-00-70 E GEOLOGIST 3
06/30/96 25 TERM 1.00 0201 DE GRUYTER.PATRICK 0.
06/30/96 25/1.004 TRPM 1.00
17.501
30-76-00-00-00-71 F GEOLOGIST 2
06/30/96 23 TERM 1.00 0201 MARTIN,KALVIN H.
06/30/96 23/0.981 TRPM 1.00
15.643
30-76-00-00-00-73 F GEOLOGIST 2
06/30/96 23 TERM 1.00 0201 CRAMER.JANE A.
06/30/96 23/0.994 TRPM 1.00
15.852
30-76-00-00-00-75 F HATER RES SPEC 2
06/30/96 21 TERM 1.00 0201 NYE.DAVID C.
06/30/96 21/0.830 TRPB 1.00
12.203
DEPT OF FINANCE AND ADMINISTRATION
LOCAL GOVERNMENTS DIVISION
This division goes a long way to insure financial review and oversight for the
numerous programs within its purview. Senior staffers from this division have done much
to manage diminishing funds and increasing needs for a multiplicity of public works.
This is a situation in which in the administrative agency has excellent overall fiscal review
process; but the nuts and bolts of engineering accounting, geo-technical analysis, and expert
construction cost review are entirely missing.
DATE: 03/30/96
TABLE OF ORGANIZATIONAL LISTING
PAGE:
339
PROGRAM: PPPC6220
DETAIL REPORT
AGENCY:
0341 FINANCE & ADMINISTRATION DEPT
DIVISION:
81 LOCAL GOVERNMENT DIVISION
BUREAU:
01 OFFICE OF DIRECTOR
POSITION
EMPLOYEE
TOOL
NUMBER
LV JOB CLASS TITLE
END DATE RG STAT FTE LOC NAME OF INCUMBENT
STOP DATE RG/CMPA STAT FTE PR RATE
DY-BR-SC-UN-SU-JB
81-01-00-00-00-01 B DIV DIR II
32 EXEM 1.00
CONDREY.JEFF
32/1.045 EXEM 1.00 29.311
81-01-00-00-00-05 C ADMIN SECY
16 PERM 1.00
MARTINEZ.FRANCES L.
16/0.951 PERM 1.00 10.438
81-01-00-00-00-09 c DEPTY DIR 4-A
33 PERM 1.00
GUILLEN JR.JOSEPH E
33/1.055 PERM 1.00 28.006
81-01-00-00-00-15 D ADMIN SECY
16 PERM 1.00
PEREA.OLIVIA R.
16/0.917 PERM 1.00 10.059
81-01-00-00-00-26 D FINANCIAL AUD 2
21 PERM 1.00
GARCIA,JAIME
21/1.016 PERM 1.00 14.941
BUREAU:
05 COMMUNITY DEVELOPMENT
81-05-00-00-00-02 D PLANNER DIR-D
06/30/98 27 TERM 1.00
HISENBERG.ANITA R
06/30/98 27/1.160 TRPM 1.00 22.301
81-05-00-00-00-05 E EXEC PROG/MGT ANA 3
25 PERM 1.00
APODACA,YYONNE C
25/0.931 PERM 1.00
16.231
81-05-00-00-00-10 E EXEC PROG/MGT ANA 3
06/30/98 25 TERM 1.00
GONZALES,DOLORES C
06/30/98 25/0.920 TRPM 1.00
16.040
81-05-00-00-00-15 E EXEC PROG/MGT ANA 3
06/30/98 25 TERM 1.00
GURULE,TONITA
06/30/98 25/0.950 TRPM 1.00
16.563
81-05-00-00-00-20 E EXEC PROG/MGT ANA 3
06/30/98 25 TERM 1.00
RAEL.RUBY L.
06/30/98 25/0.830 TRPM 1.00
14.471
81-05-00-00-00-23 E EXEC PROG/MGT ANA 3
06/30/97 25 TERM 1.00
OAKELEY,HILLIAM A.
06/30/97 25/0.860 TRPM 1.00
14.995
81-05-00-00-00-25 E EXEC PROG/MGT ANA 3
06/30/98 25 TERM 1.00
ROMERO,PAUL E.
06/30/98 25/0.890 TRPM 1.00
15.518
81-05-00-00-00-27 E EXEC PROG/MGT ANA 3
06/30/97 25 TERM 1.00
MINKS.JOHN A.
06/30/97 25/0.903 TRPM 1.00 15.736
81-05-00-00-00-30 E EXEC PROG/MGT ANA 3
25 PERM 1.00
GRIEGO.MICHAEL E
25/0.980 PERM 1.00
17.086
81-05-00-00-00-32 E EXEC PROG/MGT ANA 3
25 PERM 1.00
LUJAN,ROLAND E
25/1.010 PERM 1.00 17.609
81-05-00-00-00-35 E EXEC PROG/MGT ANA 3
25 PERM 1.00
DIMAS.JIM
25/1.160 PERM 1.00 20.225
81-05-00-00-00-40 E EXEC PROG/MGT ANA 3
06/30/97 25 TERM 1.00
**** VACANT ****
SINCE 03/12/94
BUREAU:
10 SPECIAL SERVICES
81-10-00-00-00-02 D DIR BUDGT & FIN
27 PERM 1.00
BURCH.M B DOROTHY
27/1.130 PERM 1.00 21.725
81-10-00-00-00-06 E ADMIN 3
06/30/98 21 TERM 1.00
JUNGE.GINA-LOUISE
06/30/98 21/0.991 TRPM 1.00 14.565
DATE: 03/30/96
TABLE OF ORGANIZATIONAL LISTING
PAGE:
340
PROGRAM: PPPC6220
DETAIL REPORT
AGENCY:
0341 FINANCE & ADMINISTRATION DEPT
DIVISION:
81
LOCAL GOVERNMENT DIVISION
BUREAU:
10 SPECIAL SERVICES
POSITION
EMPLOYEE
TOOL NUMBER LV JOB CLASS TITLE
END
DATE
RG
STAT
FTE
LOC NAME OF INCUMBENT
STOP DATE RG/CMPA STAT FTE PR RATE
DV-BR-SC-UN-SU-JB
81-10-00-00-00-10 E EXEC BUDG ANALYST
20 PERM 1.00
BENAVIDEZ.MARY JANE
20/1.070 PERM 1.00 15.146
81-10-00-00-00-15 F FINANCIAL SPEC 3
19 PERM 1.00
MAYRANT,LILY M
19/0.920 PERM 1.00 11.958
81-10-00-00-00-20 E ADMIN 3
21 PERM 1.00
PAYNE,FRANCES
21/1.103 PERM 1.00
16.209
81-10-00-00-00-25 E DATA BASE SPEC 2
06/30/98 25 TERM 1.00
ARCHULETA,CARMEN
06/30/98 25/0.980 TRPM 1.00 17.086
81-10-00-00-00-30 E ADMIN 3
21 PERM 1.00
HALAMA.GLORIA ANNE
21/0.941 PERM 1.00
13.831
81-10-00-00-00-35 F RECEPTIONIST
03/08/98 10 TERM 1.00
HENNIGH,LORRAINE G.
03/08/98 10/0.942 TRPM 1.00
7.766
81-10-00-00-00-40 F SECY 3
14 PERM 1.00
GARDUNO,CLAUDETTE D.
14/0.950 PERM 1.00
9.405
81-10-00-00-00-45 F WORD PROC SR
06/30/98 14 TERM 1.00
**** VACANT
SINCE 01/31/96
81-10-00-00-00-50 F HORD PROC SR
14 PERM 1.00
MARTINEZ.L. JULIAN
14/0.950 PERM 1.00 9.405
BUREAU:
15 BUDGET REVIEW
81-15-00-00-00-01 D BUDGT DIR
27 PERM 1.00
HADDELL,DONALD G
27/1.150 PROB 1.00 22.116
81-15-00-00-00-05 E EXEC BUDG ANA PRIN
27 PERM 1.00
**** VACANT ****
SINCE 03/29/96
81-15-00-00-00-10 E EXEC BUDG ANA PRIN
27-PERM 1.00
MARTINEZ.LEE R
27/0.950 PERM 1.00 18.265
81-15-00-00-00-15 E EXEC BUDG ANALYST SR
26 PERM 1.00
MARES,DARLENE
26/0.950 PERM 1.00 17.369
81-15-00-00-00-20 E EXEC BUDG ANALYST SR
26 PERM 1.00
TAFOYA,JACK R
26/0.950 PERM 1.00 17.367
81-15-00-00-00-25 E EXEC SUDG ANALYST SR
26 PERM 1.00
GRACE,JULIAN R.
26/0.870 PERM 1.00 15.913
81-15-00-00-00-30 E EXEC BUDG ANALYST
20 PERM 1.00
RAEL,PETE E
20/1.010 PERM 1.00 14.298
81-15-00-00-00-35 E EXEC BUDG ANALYST SR
26 PERM 1.00
ROYBAL.PHILLIP MICHAEL
26/0.950 PERM 1.00 17.369
81-15-00-00-00-40 E EXEC BUDG ANALYST SR
26 PERM 1.00
RODRIGUEZ.SUSAN M.
26/0.885 PERM 1.00 16.174
81-15-00-00-00-45 E EXEC BUDG ANALYST SR
26 PERM 1.00
GONZALES,GLORIA J
26/0.846 PERM 1.00 15.465
81-15-00-00-00-50 E EXEC BUDG ANALYST
06/30/98 20 TERM 1.00
**** VACANT ****
SINCE 01/23/96
DATE: 03/30/96
TABLE OF ORGANIZATIONAL LISTING
PROGRAM: PPPC6220
PAGE:
341
DETAIL REPORT
AGENCY:
0341 FINANCE & ADMINISTRATION DEPT
DIVISION:
31
LOCAL GOVERNMENT DIVISION
MOREAU:
:5 BUDGET REVIEW
POSITION
1001 NUMBER
LV JOB CLASS TITLE
EMPLOYEE
END
DATE
RG
STAT
FTE
LOC
NAME
OF
INCUMBENT
DV-AR-SC-UN-SU-JB
STOP DATE RG/CHPA STAT FTE PH RATE
BUREAU:
20 SPECIAL PROGRAMS AND PLANNING
F : 20.00-00-00-01 D HGR 5
27 PERM 1.00
HANNA,DAVID G
27/1.170 PERM 1.00
22.493
31 20-00-00-00-05 E EXEC PROG/MGT ANA 3
06/30/98 25 TERM 1.00
FUNCK.PA K.
06/30/98 25/0.966 TRPM 1.00
16.850
AL 20.00-00-00-10 E EXEC PROG/MGT ANA 3
06/30/98 25 TERM 1.00
JOHNSON.JOYCE M.
06/30/98 25/0.890 TRPM 1.00
15.522
00 00-00-15 E EXEC BUDG ANALYST SR
26 PERM .50
ROMERO.DEBORAH K
26/1.130 PERM 1.00
20.659
81.20 00-00-00-20 E EXEC BUDG ANALYST SR
26 PERM .50
BORREGO. RENEE C
26/1.130 PERM 1.00
20.659
31 20-00-00-00-25 E EXEC PROG/MGT ANA 3
06/30/98 25 TERM 1.00
MANDEL.DOMINIC
06/30/98 25/1.086 TRPM 1.00
18.942
Si 70-00-00-00-30 E EXEC PROG/MGT ANA 3
25 PERM 1.00
ROMERO, PAUL Y
25/1.067 PERM 1.00
18.600
S: 20-00-00-00-35 E EXEC PROG/MGT ANA 3
06/30/98 25 TERM 1.00
HUGHES, KENNETH M.
06/30/98 25/0.860 TRPM 1.00
14.994
S: 20-00-00-00-40 E COMM ENG
28 PERM 1.00
GUNTER.ROBERT M.
28/1.010 PERM 1.00
20.445
BASELINE POSITIONS
BASELN
OTHER TEMPORARY POSITIONS
TEMP '
ALL
POSNS
EXEM
EXTB
PERM
TERM
TPBS
TOTAL
EXTU
TEMP
TPUN
TPER
TPST
TOTAL
TOTAL
DIVISION TOTALSPOSITIONS
1.00
29.00
17.00
47.00
47.00
EMPLOYEE
1.00
29.00
14.00
44.00
44.00
DATE: 03/30/96
TABLE OF-ORGANIZATIONALLISTING
PAGE:
342
PROGRAM: PPPC6220
DETAIL REPORT
AGENCY:
0341 FINANCE i ADMINISTRATION DEPT
DIVISION:
90 FINANCIAL CONTROL DIVISION
BUREAU:
01 DIVISION DIRECTOR
POSITION
EMPLOYEE
TOOL
NUMBER
:v JOB CLASS TITLE
END
DATE
RU
STAT
FTE
LOC NAME OF INCUMBENT
STOP DATE RG/CMPA STAT FTE PR RATE
OV-RR-SCHUN-SU-JR
90-01-00-00-00-01 B DIY DIR II
32 EXEM 1.00
ARMIJO.ANTHONY i.
32/1.196 EXEM 1.00
33.535
90-01-00-00-00-03 C DEA ASST DIV DIR 2
29 PERM 1.00
MAES.MACEDONIO T
29/1.170 PERM 1.00 24.985
01-00-00-00-05 C ADMIN 3
21 PERM 1.00
RIVERA,LUCY
21/1.034 PERM 1.00 15.205
70-01-00-00-00-10 D SECY 3
14 PERM 1.00
BALDWIN.MARGARET
14/0.890 PERM 1.00 P 6.811
BUREAU:
05 OFFICE OF CONTROLLER
90-05-00-00-00-10 C ADMIN ASST I
22 EXEM .20
CARR,PRISCILLA M
22/1.033 EXEM .20
19.223
90-05-00-00-00-15 C CONTROLLER ANALYST
30 EXEM 1.00
GONZALES.STEVEN A
30/0.900 EXEM 1.00
23.635
70 05-00-00-00-17 D CONTROLLER ANALYST
30 EXEM 1.00
HUDSON III,JOHN H.
30/0.821 EXEM 1.00
21.556
20 05-00-00-00-20 D CONTROLLER ANALYST
30 EXEM 1.00
MONTES.RICHARD R
30/0.995 EXEM 1.00
26.141
70 05 00-00-00-22 D CONTROLLER ANALYST
30 EXEM .50
HUGHES,JOELLE R.
30/0.821 EXEM .50
21.560
90-05-00-00-00-23 D CONTROLLER ANALYST
30 EXEM .50
HUGHES,ROBERT
30/0.821 EXEM .50
21.560
90-05-00-00-00-25 D CONTROLLER ANALYST
30 EXEM 1.00
BUTTERBAUGH.JAMES F
30/0.941 EXEM 1.00
24.717
90 05-00-00-00-27 D COMPIRER ANA ASST 2
20 EXEM 1.00
STECKLER.SANDRA L
20/1.182 EXEM 1.00
20.055
90 05 00-00-00-30 D CONTROLLER ANALYST
30 EXEM 1.00
MAESTAS.CLOVIS J
30/1.006 EXEM 1.00 26.407
95 05-00-00-00-35 D CONTROLLER ANALYST
30 EXEM 1.00
VACANT
SINCE 11/09/95
90-05-00-00-00-37 D COMPTRLR ANA ASST 2
20 EXEM 1.00
****
VACANT
SINCE 06/05/95
90-05-00-00-00-39 D COMPTRER ANA ASST 2
20 EXEM 1.00
LUNA,JOSEPH E
20/1.018 EXEM 1.00 17.270
CUREAU:
10 DEPUTY DIRECTOR--FIN CONTROL
70-10-00-00 00-01 C DEPTY DIR 4-A
33 PERM 1.00
ESQUIBEL.JUAN P
33/1.130 PERM 1.00
30.011
90-10-00-00-00-05 D ADMIN SECY
16 PERM 1.00
LEVINE.PATRICIA J
16/1.135 PERM 1.00
12.451
BUREAU:
15 FINANCIAL MANAGEMENT BUREAU
STATE ENGINEERS OFFICE
SPECIAL PROJECTS DIVISION
The quality of engineering and geo-technical support available in this division is not
question, but the primary function of the office is to deal with legal water rights and
engineering issues related to water rights adjudication. Only three employees are involved
in public works administration; none devote full time attention to public works
responsibilities.
DATE: 03/30/96
TABLE OF ORGANIZATIONAL LISTING
PAGE:
713
PROGRAM: PPPC6220
DETAIL REPORT
AGENCY:
0550 STATE ENGINEER OFFICE
DIVISION:
08 SPECIAL PROJECTS DIVISION
BUREAU:
01 OFFICE OF SPECIAL PROJECTS
POSITION
EMPLOYEE
TOOL NUMBER
LV JOB CLASS TITLE
END DATE RG STAT FTE LOC NAME OF INCUMBENT
STOP DATE RG/CMPA STAT FTE PR RATE
DY-BR-SC-UN-SU-JB
08-01-00-00-00-01 B WATER RES DIV CHF
34 PERM 1.00
KRAAI.PETER T.
34/1.040 PERM 1.00 28.508
08-01-00-00-00-05 C WATER RES ENG SPEC 1
26 PERM 1.00
**** VACANT ****
SINCE 11/15/95
BUREAU:
02 HYDROLOGY
08-02-00-00-00-01 C WATER RES ENG SPEC 2
32 PERM 1.00
MORRISON, THOMAS D
32/1.130 PERM 1.00
29.137
08-02-00-00-00-05 D WATER RES SPEC 3
23 PERM 1.00
PORTER.MARGARET L.
23/1.100 PERM 1.00
17.540
08-02-00-00-00-10 D WATER RES ENG SPEC 1
26 PERM 1.00
LOGAN. M.
26/1.010 PERM 1.00
18.465
08-02-00-00-00-15 D WATER RES ENG SPEC 1
26 PERM 1.00
CHUDNOFF,MUSTAFA D.
26/0.981 PERM 1.00
17.927
08-02-00-00-00-20 D WATER RES ENG SPEC 1
26 PERM 1.00
MUSHARRAFIEH. GHASSAN R.
26/0.970 PROB 1.00
17.735
08-02-00-00-00-25 D WATER RES ENG SPEC 1
26 PERM 1.00
BARROLL.MARGARET H.
26/1.040 PERM 1.00
19.013
08-02-00-00-00-30 D WATER RES ENG SPEC 1
26 PERM 1.00
CORE, ANDREW B.
26/1.010 PERM 1.00
18.465
08-02-00-00-00-33 D HATER RES SPEC 2
21 PERM 1.00
ANDRES V
21/0.976 PERM 1.00 14.349
08-02-00-00-00-35 E ST GOVT INTERN-F
06/30/96 12 TPBS .23
**** VACANT ****
SINCE 08/11/95
08-02-00-00-00-36 D WATER RES SPEC 2
21 PERM 1.00
AUSTIN,BARBARA
21/1.014 PERM 1.00 14.911
BUREAU:
03 SPECIAL PROJECTS
08-03-00-00-00-01 C WATER RES ENG SPEC 2
32 PERM 1.00
RAO,BHASKER K
32/0.943 PERM 1.00 P 24.304
08-03-00-00-00-10 D WATER RES ENG SPEC 1
26 PERM 1.00
BERNERO.CLARE ANN
26/0.971 PERM 1.00 17.751
08-03-00-00-00-15 D WATER RES ENG SPEC 1
26 PERM 1.00
**** VACANT ****
SINCE 01/25/95
08-03-00-00-00-20 D WATER RES ENG SPEC 1
26 PERM 1.00
DARILEK.ALICE J
26/1.152 PERM 1.00 21.070
08-03-00-00-00-30 D WATER RES SPEC 3
23 PERM 1.00
RICHARDSON,BRUCE H.
23/0.959 PERM 1.00
15.291
BUREAU:
04 WATER USE AND REPORTS BUREAU
08-04-00-00-00-01 C WATER RES ENG SPEC 2
32 PERM 1.00
WILSON.BRIAN C
32/0.920 PERM 1.00
23.722
DATE: 03/30/96
TABLE OF ORGANIZATIONAL LISTING
PAGE:
714
PROGRAM: PPPC6220
DETAIL REPORT
AGENCY:
0550 STATE ENGINEER OFFICE
DIVISION:
08 SPECIAL PROJECTS DIVISION
BUREAU:
04 WATER USE AND REPORTS BUREAU
POSITION
EMPLOYEE
TOOL NUMBER
LY JOB CLASS TITLE
END DATE RG STAT
FTE
LOC NAME OF INCUMBENT
STOP DATE RG/CMPA STAT FTE PR RATE
DV-BR-SC-UN-SU-JB
08-04-00-00-00-03 D WATER RES SPEC 3
23 PERM 1.00
SALAZAR.SAMMY
23/1.070 PERM 1.00 17.061
08-04-00-00-00-05 D WATER RES SPEC 3
23 PERM 1.00
LUCERO.ANTHONY A
23/0.984 PERM 1.00 15.683
BASELINE POSITIONS
BASELN
-
OTHER TEMPORARY POSITIONS
TEMP
ALL POSNS
EXEM
EXTB
PERM
TERM
TPBS
TOTAL
EXTU
TEMP
TPUN
TPER
TPST
TOTAL
TOTAL
DIVISION TOTALSPOSITIONS
19.00
.23
19.23
19.23
EMPLOYEE
17.00
17.00
17.00
BASELINE POSITIONS
-
BASELN
OTHER TEMPORARY POSITIONS
TEMP
ALL POSNS
EXEM
EXTB
PERM
TERM
TPBS
TOTAL
EXTU
TEMP
TPUN
TPER
TPST
TOTAL
TOTAL
AGENCY TOTALS
POSITIONS
6.00
.50
171.00
1.00
.69
179.19
179.19
EMPLOYEE
5.00
.50
155.00
1.00
161.50
161.50
DEPT OF HIGHWAYS AND TRANSPORTATION
The Highway Department has been involved in funding and implementing public works
longer than any other agency of state government. It also has the most extensive
involvement in public works across the state. The Highway Department system of
administrative checks and balances include the most integrative approach to fiscal,
engineering, geo-technical, and cost review.
DATE: 03/30/96
TABLE OF ORGANIZATIONAL LISTING
PROGRAM: PPPC6220
PAGE: 1660
DETAIL REPORT
AGENCY:
0805 HIGHWAY & TRANSPORTATION DEPAR
DIVISION:
05 DEPUTY DIRECTOR
BUREAU:
00 OFFICE OF INSPECTOR GENERAL
POSITION
EMPLOYEE
TOOL NUMBER LV JOB CLASS TITLE
END DATE RG STAT FTE LOC NAME OF INCUMBENT
STOP DATE RG/CMPA STAT FTE PR RATE
DV-BR-SC-UN-SU-JB
05-00-00-00-00-01 B INSP GEN
34 PERM 1.00
LUCERO.ADOLFO
34/0.950 PERM 1.00
26.042
05-00-00-00-00-05 C ADMIN 4
24 PERM 1.00
CORDOVA.PRISCILLA M.
24/1.070 PERM 1.00
17.808
BUREAU:
30 MANAGEMENT ANALYSIS BUREAU
05-30-00-00-00-01 C MGT ANA SUPV
25 PERM 1.00
REEL.BARBARA K.
25/1.170 PERM 1.00
20.399
05-30-00-00-00-05 D MGT ANA 4
24 PERM 1.00
WALKER.LILLIAN M.
24/0.950 PERM 1.00
15.811
05-30-00-00-00-15 D MGT ANA 3
21 PERM 1.00
ROYBAL.JANICE M.
21/1.052 PERM 1.00
15.462
BUREAU:
41 FINANCIAL MANAGEMENT SECTION
05-41-00-00-00-01 C FINANCIAL AUD 3
23 PERM 1.00
ROMERO.NOBERT A.
23/1.170 PERM 1.00
18.656
05-41-00-00-00-05 D FINANCIAL AUD 2
21 PERM 1.00
ROMERO.CLARENCE L.
21/0.860 PERM 1.00
12.644
05-41-00-00-00-09 D FINANCIAL AUD 2
21 PERM 1.00
SALAZAR.ANGELICA G.
21/0.890 PERM 1.00 P 13.085
05-41-00-00-00-13 D FINANCIAL AUD 2
21 PERM 1.00
MARTINEZ.DALEEN
21/0.860 PERM 1.00 P 12.644
05-41-00-00-00-15 D FINANCIAL AUD 2
21 PERM 1.00
**** VACANT ****
SINCE 05/08/95
BUREAU:
42 FEDERAL AID AUDIT SECTION
05-42-00-00-00-02 C FINANCIAL AUD 3
23 PERM 1.00
MIERA.MICHAEL R.
23/1.170 PERM 1.00
18.656
05-42-00-00-00-06 D FINANCIAL AUD 2
21 PERM 1.00
TORRES.DANNY J
21/0.871 PERM 1.00
12.808
05-42-00-00-00-10 D FINANCIAL AUD 2
21 PERM 1.00
PADILLA.MICHAEL A.
21/1.112 PERM 1.00
16.350
05-42-00-00-00-14 D FINANCIAL AUD 2
21 PERM 1.00
ALVAREZ.DANIEL U.
21/0.890 PERM 1.00
13.085
BUREAU:
43 CONSTRUCTION MANAGEMENT SECTIO
05-43-00-00-00-01 C FINANCIAL AUD 3
23 PERM 1.00
GREEN.JAMES H.
23/1.094 PERM 1.00
17.446
05-43-00-00-00-05 D FINANCIAL AUD 2
21 PERM 1.00
SWEENEY.MYLES
21/0.890 PERM 1.00
13.085
05-43-00-00-00-09 D FINANCIAL AUD 2
21 PERM 1.00
GALLEGOS.CORINA J.G.
21/0.860 PERM 1.00
12.644
DATE: 03/30/96
TABLE OF ORGANIZATIONAL LISTING
PAGE: 1661
PROGRAM: PPPC6220
DETAIL REPORT
AGENCY:
0805 HIGHWAY & TRANSPORTATION DEPAR
DIVISION:
05 DEPUTY DIRECTOR
BUREAU:
43 CONSTRUCTION MANAGEMENT SECTIO
POSITION
EMPLOYEE
TCOL NUMBER LY JOB CLASS TITLE
END
DATE
RG
STAT
FTE
LOC NAME OF INCUMBENT
STOP DATE RG/CMPA STAT FTE PR RATE
DV-BR-SC-UN-SU-JB
05-43-00-00-00-13 D FINANCIAL AUD 2
21 PERM 1.00
ROYBAL.GILBERT E.
21/1.112 PERM 1.00
16.350
BUREAU:
50 INVESTIGATIONS BUREAU
05-50-00-00-00-10 C INVSTGR 4
23 PERM 1.00
MARTINEZ.ANTONIO E.
23/0.950 PERM 1.00
15.147
05-50-00-00-00-13 D STAT ANA 1
15 PERM 1.00
GUTIERREZ.STEPHANIE
15/0.960 PERM 1.00
9.975
05-50-00-00-00-25 D INVSTGR 2
17 PERM 1.00
BONEY,REX B.
17/1.073 PERM 1.00
12.432
05-50-00-00-00-32 D INVSTGR 2
17 PERM 1.00
LUJAN. ANTHONY N.
17/0.920 PERM 1.00
10.659
05-50-00-00-00-36 G INVSTGR 1
15 PERM 1.00
HOLF.ROBERT J.
15/1.094 PERM 1.00
11.364
BUREAU:
60 DP COMPLIANCE BUREAU
05-60-00-00-00-01 C DATA PROC MGR 1
30 PERM 1.00
VALDEZ.OCTAVIANO A.
31/1.170 PERM 1.00
28.006
**** OVERFILL ****
DATA PROC MGR 2
SINCE 05/16/89
05-60-00-00-00-06 D SYS ANA MGR
29 PERM 1.00
SALAZAR.ROZELLA R.
29/1.100 PERM 1.00
23.491
05-60-00-00-00-10 E SOFTWARE SPEC 2
25 PERM 1.00
MEDRANO.RICHARD V.
25/1.100 PERM 1.00
19.179
BASELINE POSITIONS
BASELN
- OTHER TEMPORARY POSITIONS
TEMP
ALL POSNS
EXEM
EXTB
PERM
TERM
TPBS
TOTAL
EXTU
TEMP
TPUN
TPER
TPST
TOTAL
TOTAL
DIVISION TOTALSPOSITIONS
26.00
26.00
26.00
EMPLOYEE
25.00
25.00
25.00
DATE: 03/30/96
TABLE OF ORGANIZATIONAL LISTING
PROGRAM: PPPC6220
PAGE: 1812
DETAIL REPORT
AGENCY:
0805 HIGHWAY & TRANSPORTATION DEPAR
DIVISION:
50 AVIATION DIVISION
BUREAU:
00 OFFICE OF DEPUTY CABINET SECY
POSITION
TOOL NUMBER
LV JOB CLASS TITLE
EMPLOYEE
END DATE RG STAT FTE LOC NAME OF INCUMBENT
DV-BR-SC-UN-SU-JB
STOP DATE RG/CMPA STAT FTE PR RATE
59-00-00-00-00-01 C DIY DIR I
28 EXEM 1.00
ALEXANDER.PETER MICHAEL
28/1.029 EXEM 1.00 24.665
BUREAU:
10 ADMINISTRATIVE BUREAU
59-10-00-00-00-01 D ADMIN 3
21 PERM 1.00
MAEZ.EVANGELINE
21/1.021 PERM 1.00
15.006
59-10-00-00-00-03 E CLERK SPEC
15 PERM 1.00
PAIZ.SHIRLEY A.
15/1.010 PERM 1.00
10.496
BUREAU:
20 AVIATION ENGINEERING BUREAU
59-20-00-00-00-01 D AIRPORT ENG SPEC
28 PERM 1.00
SHAIN,JOSEPH R
28/1.040 PERM 1.00
21.052
59-20-00-00-00-05 E ENG ASST
20 PERM 1.00
TRUJILLO.MICHAEL A.
20/0.890 PERM 1.00
12.599
BUREAU:
30 PROGRAM DEVELOPMENT BUREAU
59-30-00-00-00-01 D PLANNER 3-E
23 PERM 1.00
JARAMILLO.MI T.
23/0.980 PERM 1.00
15.626
59-30-00-00-00-03 D PLANNER 3-E
23 PERM 1.00
YORK.WAYNE P.
23/0.962 PERM 1.00
15.334
59-30-00-00-00-05 E ADMIN SECY
16 PERM 1.00
VALDEZ.JUDY C.
16/1.021 PERM 1.00
11.202
BASELINE POSITIONS
BASELN
OTHER TEMPORARY POSITIONS
TEMP
ALL POSNS
EXEM
EXTB
PERM
TERM
TPBS
TOTAL
EXTU
TEMP
TPUN
TPER
TPST
TOTAL
TOTAL
DIVISION TOTALSPOSITIONS
1.00
7.00
8.00
8.00
EMPLOYEE
1.00
7.00
8.00
8.00
DATE: 03/30/96
TABLE OF ORGANIZATIONAL LISTING
PAGE: 1813
PROGRAM: PPPC6220
DETAIL REPORT
AGENCY:
0805 HIGHWAY & TRANSPORTATION DEPAR
DIVISION:
60 ENGINEERING DESIGN BUREAU
BUREAU:
00 ENGINEERING DESIGN DIVISION
POSITION
EMPLOYEE
TOOL NUMBER LV JOB CLASS TITLE
END
DATE
RG
STAT
FTE
LOC NAME OF INCUMBENT
STOP DATE RG/CMPA STAT FTE PR RATE
DV-BR-SC-UN-SU-JB
60-00-00-00-00-02 C HWY ENG 6
38 PERM 1.00
TRUJILLO.CHARLIE V P
38/1.026 PERM 1.00 32.526
60-00-00-00-00-05 D ADMIN 3
21 PERM 1.00
VARELA. , ELLEN MARIE
21/1.170 PERM 1.00
17.201
BUREAU:
05 EIT PROGRAM
60-05-00-00-00-04 D ENG ASSOC
06/30/96 21 TERM 1.00
CASTORENA. FILIBERTO P.
06/30/96
19/0.981
TRPB
1.00
12.744
**** UNDERFILL ....
ENG JR
SINCE 08/25/95
60-05-00-00-00-06 D ENG ASSOC
06/30/96 21 TERM 1.00
RIVERA. LEONARD C.
06/30/96 19/0.970 TRPB 1.00 12.606
UNDERFILL ....
ENG JR
SINCE 02/12/96
60-05-00-00-00-08 D ENG ASSOC
06/30/96 21 TERM 1.00
OTERO.MARK J.
06/30/96 19/1.011 TRPM 1.00 13.134
UNDERFILL
****
ENG JR
SINCE 08/10/95
60-05-00-00-00-10 D ENG ASSOC
06/30/96 21 TERM 1.00
HAMBLIN. THOMAS C.
06/30/96 19/0.970 TRPB 1.00 12.606
UNDERFILL
ENG JR
SINCE 02/12/96
60-05-00-00-00-12 D ENG ASSOC
06/30/96 21 TERM 1.00
VACANT ****
SINCE 02/26/96
60-05-00-00-00-13 D ENG ASSOC
06/30/96 21 TERM 1.00
GALLEGOS.STEVE
06/30/96 19/0.970 TRPB 1.00 12.606
**** UNDERFILL
ENG JR
SINCE 03/11/96
60-05-00-00-00-16 D ENG ASSOC
06/30/96 21 TERM 1.00
VACANT ****
SINCE 03/25/96
60-05-00-00-00-18 D ENG ASSOC
06/30/96 21 TERM 1.00
SMITH,EARLE P.
06/30/96 19/1.011 TRPM 1.00 13.134
UNDERFILL ****
ENG JR
SINCE 08/10/95
60-05-00-00-00-20 D ENG ASSOC
06/30/96 21 TERM 1.00
VACANT ****
SINCE 01/17/96
60-05-00-00-00-22 D ENG ASSOC
06/30/96 21 TERM 1.00
MURPHY KENNETH H.
06/30/96 19/0.981 TRPB 1.00 12.744
**** UNDERFILL
ENG JR
SINCE 08/25/95
60-05-00-00-00-34 D ENG ASSOC
06/30/96 21 TERM 1.00
VACANT
SINCE 10/12/95
APPENDIX E
Public Works Comparison Table of State Agencies
STRUCTURE AND PROCESS COMPARISON TABLE
OF STATE AGENCIES
FOR INFRASTRUCTURE CONSTRUCTION
AGENCY/PROGRAM
Agency
Execution
Structure
Process
Economic Development Revolving Loan Funds
NO
NO
Environmental Dept. Construction Bureau
NO
NO
Underground Storage Tank Bureau
NO
NO
Dept. of Finance and Admnistration
NO
NO
Local Government Div.
State Engineer Office Special Projects Div.
NO
NO
Highway and Tranportation
YES
YES
PUBLIC WORKS COMPARISON TABLE OF STATE AGENCIES
Geo-
Contract
Technical
Design
Cost
Construction
Admin.
Review
Engineering
Engineering
Supervisors
Accountants
Auditors
Economic Development
NO
NO
NO
NO
NO
NO
NO
Revolving Loan Funds
Environmental Dept.
YES
NO
NO
NO
NO
NO
NO
Construction Bureau
Underground Storage
NO
YES
NO
NO
NO
YES
(outside
Tank Bureau
auditors)
Dept. of Finance and
NO
NO
NO
NO
NO
YES
NO
Admnistration
Local Government Div.
State Engineer Office
NO
YES
NO
NO
NO
YES
NO
Special Projects Div.
Highway and
YES
YES
YES
YES
YES
YES
YES
Tranportation
APPENDIX F
Proposal
BE IT PROPOSED
The Governor shall designate that agencies of state government, administering public
works, shall be removed from their current administrative departments, and be placed
under the New Mexico Highway and Transportation Department; the new department to
be named the New Mexico Department of Public Works and Environmental Restoration.
The New Mexico Department of Public Works and Environmental Restoration shall have the
power to:
Coordinate and administer applications for all state and federal loan and grant programs for
public works projects.
Prepare a comprehensive plan for the repair of public works.
Produce an inventory of existing public works including, but not limited to: sewers, water systems,
schools, underground storage facilities, community centers, hospitals, clinics, libraries, museums,
and recreational facilities.
Assess the physical condition of those public works needing replacement to determine whether
the facilities:
(a) Are dangerous to public health and safety;
(b) Require immediate replacement.
(c) Need replacement or repair within the next five years;
Estimate costs for replacement and repair work for { (a), (b), and (c) }.
Notify county, local, and other pertinent governments regarding the priority status for public
works construction projects in their communities.
Public works assessed as not in need of immediate replacement shall be ranked as secondary in
funding considerations.
Public works assessed as dangerous to health and safety shall be given first priority in allocation
of funds.
Adopt a uniform application for all public works requests.
Grant and loan personnel, whose primary job description is to administer funds for public
works projects, shall report to the New Mexico Department of Public Works and
Environmental Restoration. Affected agencies include:
Agency On Aging Capital Improvements Program
Economic Development Department Community Development Revolving Loan Fund
Office of Rural Development Response
Department of Environment Constructions Program Bureau
Department of Environment Underground Storage Tank Bureau
Department of Finance Administration Local Governments Division
Department of Human Services Income Support Division (Clean Water)
State Engineers Office of Special Projects
The State Personnel Office is directed to establish rigorous professional and credentialing
guidelines in recruitment of personnel overseeing contract administration, engineering,
construction engineering, accounting, and auditing of state public works programs.