2 0 2 0 Annual Report
2 0 2 0 Annual Report
TABLE OF CONTENTS Executive Summary....................................................................... 5 Animal Services............................................................................... 6 Central Control.................................................................................11 City Attorney...................................................................................12 City Clerk...........................................................................................13 Community Development...........................................................15 Consolidated Dispatch.................................................................17 Emergency Management............................................................18 Engineering Department.......................................................... 20
Special Electronics.......................................................24
Streets...............................................................................26 Facilities and Maintenance.........................................................31 Finance Department....................................................................33 Fleet Management........................................................................36
Pecos Trails Transit.......................................................38
Human Resources..........................................................................41
Safety & Risk Management.......................................43
Information Technology.............................................................45 Municipal Court..............................................................................47 Parks...................................................................................................51
Nancy Lopez Golf Course.......................................... 57
Recreation...................................................................... 60
South Park Cemetery................................................. 64
Spring River Zoo...........................................................66
Public Affairs....................................................................................71 Roswell Air Center....................................................................... 80 Roswell Fire Department...........................................................84 Roswell Museum & Art Center.................................................88 Roswell Police Department.......................................................95 Roswell Public Library.................................................................99 Solid Waste.................................................................................... 102 Wastewater Treatment Plant.................................................. 105 Water Maintenance and Transmission................................106
EXECUTIVE SUMMARY
GREETINGS ROSWELL COMMUNITY, As Roswell’s City Manager, I am delighted to share the
ROSWELL BELIEVES IN EACH OTHER!
many accomplishments that we have experienced since last year’s report. I don’t think that any of us could have
Understandably, priorities have shifted over the past
predicted the many challenges we have faced this year,
months, but we continue to innovate and leverage current
but we all know and believe that our community can
resources to best meet community needs, Needs such
come together to support each other during these times.
as providing: water and sewer payment relief; financial
Indeed, we have!
assistance for small businesses; masks and hand sanitizer; assistance with COVID-19 testing and vaccinations in
We are fortunate to be in a community that cares, and
Roswell; and, so much more. We continue to make
there is much that we can be grateful for. We also have
strategic decisions and support our strong community
room to improve. In everything we do, we are building
values and continually work to advance the City Council’s
a foundation. One that envisions a future that's more
goals and priorities.
healthy, resilient, and inclusive. One that leaves things better for those who come after. This year has been shaped by leading through major global, national, state and local public health and economic emergencies. Throughout all of the challenges, we have continued to support and serve our community. I am deeply proud that our City has done well to maintain its core services while providing needed COVID-19 community/emergency response efforts. 4
Everyone is working to support and implement the City Council’s goals and priorities. No one person does this work. We do it as a team.
SOME OF THE ITEMS TO HIGHLIGHT WITHIN THIS
•
ANNUAL REPORT INCLUDE: •
resulting in a savings of over $2 million of expenses. Many projects were delayed due to the uncertainty attributed to the pandemic and economic downturn. •
Cost recovery expectations were established for the Quality of Life services such as the Spring River Zoo, Nancy Lopez Golf Course and Roswell Museum and Art Center. While this was done to help reduce expenses due to the downturn, it will have a lasting impact on providing intended road funding as revenue begins to strengthen in the future.
•
The stakes are high, as census counts are used to allocate federal funding and determine the number of Congressional representatives for our state. The City partnered with the Hispano Chamber and other organizations to increase the effectiveness of collecting the data needed for the Federal Census 2020. Our goal of reaching 50,000 will be known by mid-2021.
As Roswell’s City Manager and a member of the City staff, I can assure that everyone is working to support and implement the City Council’s goals and priorities. We oversee the delivery of a broad range of services to the community, strategically and prudently manage a of day-to-day tasks, we continually focus on long-term
Implemented a more robust communication outreach
Citizens were allowed to participate virtually in
strategies to ensure quality of life in Roswell for years to come. No one person does this work. We do it as a team. Our
city business via GoToMeeting
City Council leads through policy, shaping a vision for
We Believe Studios was initiated to bring more
thoughtfully, compassionately and efficiently delivering
contact and outreach from the City Council and
services and capital projects. Community members pour
Staff to the public.
in time, serving on commissions, staying engaged on
Initiated the Great Blocks program in partnership with New Mexico and Roswell Main Street.
our government. Staff develops those decisions by
a range of issues and investing in Roswell, literally and through their passion.
K-9 program was implemented to help turn the tide
I want to thank the Mayor and City Council, the Roswell
on the negative impacts that drugs are having in our
community, and City staff for their resilience and
community.
commitment to keeping Roswell strong. This year has
Recycling efforts are being rebuilt through partnerships with private business.
•
•
significant fiscal portfolio. Throughout the completion
•
•
further adjustments need to be made.
regulations from the state and federal level.
•
•
forecasting has been incorrect in estimating and
Our COVID response was tempered by ever-changing
program including virtual outreach.
•
to 3/12. The reserves are there if any of the future
100 positions were reduced, 46 employees voluntarily resigned or retired from the City
•
General Fund reserves were increased from 1/12
Annual FY 2020 Budget reduction of $31 million •
Along with the extraordinary reduction in expenses,
Early into the pandemic, the City initiated a postponement for utility shutoffs and penalties in an effort to assist our residents and small business
proven that no matter what challenges we face, the Roswell community is ready to respond and will take care of each other. Thank you for the opportunity to serve as Roswell’s City Manager! In community spirit,
managing through the state restrictions on gathering and operating.
J O S E P H W. N E E B Roswell City Manager We Believe!
5
ANIMAL SERVICES DIRECTOR OF SPECIAL SERVICES
KENNEL COORDINATOR
Jim Burress
Megen Telles
Director Jim Burress with our mascot bulldogs who were adopted into loving homes.
2020 HIGHLIGHTS
Adoption and
Stronger
Increased usage
Department was put
Intake and
under the direction
euthanasia numbers
reclaim rates
relationships
of social media
of Jim Burress in
greatly decreased
continued upward
were formed with
outlet tools proved
rescue groups, the
beneficial to the
community and
facility and the
animal advocates
animals
April 2020
COMMUNITY ENGAGEMENT Our Facebook page has been a great outlet to reaching the community not only on issues such has “kitnapping” (taking bottle feeder babies away from mom) and firework awareness, but also for showing the community we care about these animals and are attempting to get them cared for and into caring new homes. At the beginning of 2020, prior to COVID-19, we were taking one dog per week to a local yoga class. This was being posted on social media and broadcasted throughout the gym. Each one of these dogs found a home thanks to this new program. As you can see some of our dogs were welltrained at yoga already!
6
I N TA K E S R E D U C E D The charts below show our intakes for 2019 versus 2020.
It can also be attributed to officers working hand-in-hand
There was an overall decrease in intakes this year which
with citizens to correct simple offenses. Our officers work
can be attributed to new leadership encouraging media
very hard to reconfine and return animals in the field
presence for adoption and reclaim purposes, as well as
whenever possible as an alternative to bringing them in to
developing a stronger relationship with rescue groups.
our facility.
Intakes for 2019 200 180 160 140 120 100 80 60 40 charts below show our intakes for 2020 versus 2019. As we can see we did have an overall decrease The 20 in intakes for 2020. This decrease can be attributed to new leadership which has encouraged media 0 presence for Adoption and Reclaim purposes as well as a stronger relationship with rescue groups. It can 2 3 4 5 7 8 9 10 11 12 also be1 attributed to officers working hand and6 hand with citizens to correct simple offenses. Our officers workO.R. veryDogs hard to reconfine and return animals in the Stray field whenever as an alternative Stray Dogs O.R. Puppies Puppies possible O.R. Cats to bringingStray themKittens in to our facility. Stray Cats O.R. Kittens Returns Other Animals
As the following charts show not only have our newly adopted methods helped with intakes but it has also decreased our euthanasia rates greatly. Those shown in the graphs are euthanasias that cannot be Intakes for 2020 helped. By that we are referring to court ordered or animals that are not considered adoptable due to 200 aggression or life threatening injuries. With our continued media presence our adoption and reclaim 180 rates have continued upwards as have our rescue groups abilities to with our updated pictures and 160 videos. 140 120 100
Euthanasia for 2019
80 60 200 40 150 20 0 100
1
50
3
O.R Dogs
0 1
7
2
Stray Cats 2
3
4
5
6
7
8
9
10
11
Stray dogs
O.R. Puppies
Stray Puppies
O.R. Cats
O.R. Kittens 4 5
Stray Kittens 6 7
Returns 8
Other Animals 10 11
9
Dogs
Cats
Other Animals
Feral Cats
Feral Kittens
Feral Dogs
City total
County Dogs
County Cats
12
12
Stray Cats
O.R. Kittens
Stray Kittens
Returns
Other Animals
E As U Tthe HA N A S I charts A S Rshow E D Unot CE D have our newly adopted methods helped with intakes but it has following only
also decreased our euthanasia rates greatly. Those shown in the graphs are euthanasias that cannot be Ashelped. the following charts not only have our newly are not considered adoptable due to adoptable aggression or life to By that weshow are referring to court ordered or animals that are not considered due adopted methods helped with intakes but it has also threatening injuries. With our continued media presence aggression or life threatening injuries. With our continued media presence our adoption and reclaim decreased our euthanasia rates greatly. Those shown in our adoption and reclaim rates have continued upwards as rates have continued upwards as have our rescue groups abilities to with our updated pictures and the graphs are euthanasias that cannot be helped. By have our rescue groups’ abilities in utilizing our updated videos. that we are referring to court ordered or animals that pictures and videos.
Euthanasia for 2019 200 150 100 50 0 1
2
3
4
5
6
7
8
9
Dogs
Cats
Other Animals
Feral Cats
Feral Kittens
Feral Dogs
City total
County Dogs
County Cats
County Other Animals
County totals
10
11
12
10
11
12
Euthanasia for 2020 100 80 60 40 20 0 1
2
3
4
5
6
7
8
9
Dogs
Cats
Other Animals
Feral Cats
Feral Kittens
Feral Dogs
County Dogs
County Cats
County Other Animals
In 2018 our overall goal was to become a facility that was only euthanizing for aggression and sick or injured animals. As of this year that goal was reached because we have been working so closely with the community and animal advocates. We are not holding any animal past 30 days unless required to by court order. We found that at the 30-day mark animals in our facility start to decline behaviorally as our 8 facility is not meant to be a long term home. With this being said it keeps everyone working hard to promote animals and it keeps the animals in an adoptable state of mind.
Rescue volunteers working with the animals to show case their great personalities to get them adopted or to get rescue group interest. They also are able to give us a lot of information at these events to help us help these animals find the best homes possible.
Interim Coordinator Megen Telles out in the yard with a dog attempting to get some good photos and video for our Facebook page.
The adjacent pie chart is an overview of just how much our social presence and change of leadership A dopt ions
have influenced our continued improvement. Our direct outflux of adoptable animals is almost equal to
Res c ue Groups Rec laims
those that rescue groups pull from us. The more animals we can get
Humane Soc iet y
out through adoptions and reclaims the less strain on our facility and rescue partners. We are continuing
The above pie chart is an overview of just how much our social presence and change of leadership have to brainstorm ways to increase
influenced our continued improvement. Our direct outflux of adoptable animals is almost equal to those
education in the community that andrescue to groups pull from us. The more animals we can get out through adoptions and reclaims the
less strain on our facility and rescue partners. We are continuing to brain storm ways to Cat increase Room escape artist who was pulled by a local rescue. education in the community and to get animals into homes.
get animals into homes.
In 2021, we plan to hopefully through all the current covid 19 restriction to get our surgical suite up and
L O O K I N G A H E A Dfunctional as well as get veterinarians on board. If we are able to get animals fixed prior to adoption In 2021, complying with restrictions, we hope to
animals will have less hold time in our facility waiting for veterinary appointments, they will be more adoptable to potential adopters, and we can potentially up our adoption fee which would bring revenue in to the city. We also are working hard to brainstorm the feral cat problem and have reached out to COVID-19 -$2 2 1 ,682 other facilities for ideas as this is currently one of the biggest cost the city has the burden of dealing WA GE S /O -$43,046 get our with. -804 T/ TA XE S
surgical suite up and functional, as
well as get veterinarians on board. If we are able to get animals spayed/ neutered prior to adoption, animals
-4,844 CA P O U TLA Y
will have less hold time in our facility waiting for veterinary appointments, making them more adoptable.
revenue for the City. We are also
-$968 U N IF O RMS
FY21 BUDGET $ 5 4 4 , 95 6
-$1 9,2 2 7 IN S U RA N CE
We could potentially increase our adoption fees bringing in more
MED INSURANCE
FEES
-$4 ,696 U TILITIE S
-727 CO N TRA CTS
working hard to brainstorm the feral cat problem and have reached out to other facilities for ideas, as this is currently one of the biggest costs
-$1 3 ,5 1 6 F U E LS / S U P P LIE S
-$1 1 ,1 1 5 M &R
-$65 P U BLIC RE LA TIO N S
-$6,2 7 2 N/C E Q U IP & TO O LS
burdening the City. 9
T IME P E R IO D : 7 / 1 /2 0 2 0 t hr o u gh 1 /1 /2 0 2 1 E XP E N D IT URE TO TA L : $326, 962 % O F BU DGE T U SED : 6 7 . 30
TIME PERIOD
7/1/2020 through 1/1/2021 EXPENDITURE TOTAL
$326,962 % OF BUDGET USED
67.3%
Intake
Yearly Report
Dogs Cat Other Total
64 8 1 73
41 8 3 52
43 9 1 53
33 11 0 44
21 5 0 26
44 16 1 61
70 19 1 90
44 5 1 50
25 14 0 39
31 25 2 58
27 1 0 28
35 8 0 43
81 1349 16 313 8 1023 1 595 20 17 3423 0 478 129 10 617
Dogs Cat Other Total
46 6 0 52
47 8 0 55
34 2 0 36
34 0 0 34
42 0 0 42
29 2 1 32
67 2 0 69
31 1 3 35
27 4 0 31
19 4 2 25
27 2 0 29
24 3 0 27
427 34 6 467
Dogs Cat Other Total
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
5 0 0 5
0 0 0 0
1 0 0 1
0 0 0 0
0 0 0 0
6 0 0 6
5 0 0 5
17 0 0 17
Dogs Cat Other Total
64 18 0 82 82
99 14 0 113 113
82 28 0 110 110
70 45 59 66 0 0 129 111 129 111
46 11 0 57 62
814 475 0 1289 1306
Dogs Cats Other Feral Cats Feral Kittens Feral Dogs County Dogs County Cats County Other Total
16 1 0 89 5 0 3 0 0 114
7 0 0 85 1 0 2 0 0 95
13 8 0 62 9 0 0 0 0 92
8 6 0 56 1 3 0 0 0 74
2 0 0 52 6 0 0 8 0 68
101 62 0 793 102 8 5 10 0 1081
Adoptions
Reclaims
RHS Adoption
Rescue Adoption
TTI Rescue Euthanasia
Feb. Mar. Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec. 16 14 6 6 6 2 2 3 2 7 4 122 133 86 98 91 176 111 96 115 73 67 2 0 0 5 7 0 1 0 0 0 0 32 25 11 20 15 61 25 12 16 19 30 2 3 0 0 3 0 0 0 0 0 0 109 59 99 111 70 84 33 91 99 61 75 1 0 0 0 0 0 0 0 0 0 0 17 20 24 66 109 134 65 51 55 23 15 2 2 0 0 3 2 4 1 2 1 1 1 1 0 2 3 2 4 0 3 0 0 304 257 226 308 307 461 245 254 292 184 192
Total for the Year
O.R Dogs Stray Dog O.R. Puppy StrayPuppy O.R. Cat Stray Cat O.R. Kitten Stray Kitten Return Others Total
Jan. 13 181 1 47 0 132 0 16 2 1 393
50 91 67 63 74 63 38 54 60 44 37 46 0 0 0 0 0 0 88 145 127 107 111 109 93 145 128 107 111 115
6 7 2 21 0 0 85 48 9 29 4 0 0 0 1 0 0 0 107 105
6 21 0 73 21 1 0 0 0 122
7 1 0 34 3 0 0 0 0 45
7 1 0 59 8 0 0 0 0 75
10 1 0 93 10 0 0 0 0 114
12 0 0 57 0 0 0 1 0 70
County Animals Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec. Total for the Year County Dogs County Cats County Other County WID County WIC Total
Misc.
DIS DOA DOA Vet Dog Bites Cat Bites All Calls 10
53 4 0 9 0 66
28 2 0 5 5 40
9 3 0 5 1 18
14 10 0 7 0 31
17 15 0 1 0 33
17 3 0 5 17 42
21 1 0 8 19 49
29 9 0 1 1 40
30 7 0 8 10 55
21 3 0 5 8 37
1 0 0 12 7 20
19 8 0 5 6 38
Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec. 1 1 2 3 2 6 13 1 1 2 0 0 9 3 7 4 2 4 15 5 1 1 0 3 0 0 0 0 0 0 0 1 0 0 0 0 3 5 2 6 4 2 3 3 5 7 2 2 0 1 0 0 0 0 2 0 1 0 1 0 680 699 598 586 614 619 754 584 505 544 428 452
259 65 0 71 74 469
Total for the Year 32 54 1 44 5 7063
CENTRAL CONTROLControl Central
DIRECTOR OF ADMINISTRATIVE SERVICES Juan Fuentes
UTILITY DIRECTOR
Lorenzo Sanchez
Production
WATER PRODUCTION SUPERINTENDENT Jesus Talamantes
2020 HIGHLIGHTS d 4,302,217,000 gallons of 20, the chart to the right shows ears of water production.
Water Produced (Gallons)
4,302,217,000
Three water
gallons of water
production wells
produced
upgraded
4,400,000,000 4,200,000,000 4,000,000,000 3,800,000,000 3,600,000,000 2016
2017
2018
2019
2020
on Well VFD’s
e process of upgrading our water ells with all new equipment including ble Frequency Drives) which will em pressure and reduce line breaks in er system. Wells 10, 11 and 18 were d. The cost for this project was $554K. Completed well upgrade
Completed well upgrade
Well 13 upgrade
PRODUCTION WELL VFD’S We are in the process of upgrading our water production wells with all new equipment including VFD’s (Variable Frequency Drives) which will minimize system pressure and reduce line breaks in the city’s water system. Wells 10, 11 and 18 were all completed. The cost for this project was $554K. Well 13 upgrade was also started in 2020 and is projected to be finished early 2021. Once finished the cost for upgrading this well will be $243K. 11
Well 13 upgrade
CITY ATTORNEY CITY MANAGER Joe Neeb
CITY ATTORNEY
Parker Patterson
2020 HIGHLIGHTS
The outbreak of the novel Coronavirus pandemic presented significant leg relating to the City’s contractual relationships and obligations, resulting in the need renegotiate many existing City agreements. Previously boiler-plate provisions t significance in the light of shifting economic, social and legal frameworks.
C R I M I N A L L I T I G AT I O N
Drafted: 16
The Legal Department saw a dramatic increase in the
Negotiated: 14
volume of Municipal Court cases referred for attorney
Reviewed : 32
Increased volume
Updates and overhauls
of Municipal Court
to significant legislation
cases
involvement in 2020. With the Department operating at half strength after the departure on City Attorney Aaron Holloman in April, a special contract prosecutor was brought on to help handle the case load.
Criminal Cases
Municipal Court Cases Active 116 Resolved 129 District Court Cases 7 Magistrate Court Cases 6 Court of Appeals Cases
8
Supreme Court Cases
3
C I V I L A N D A D M I N I S T R AT I V E The Legal Department provided guidance to the City Clerk, Planning and Zoning and Purchasing with regard to evidentiary and due process requirements in handling administrative complaints and protests made by citizens. In addition, the City Attorney oversaw contract counsel
Muni Active
Muni Closed
Mag
handling diverse civil claims and litigation.
Dist
Appeals
Supreme
Pending Contract Disputes
2
Tort Litigation Cases
6
Employment Litigation Cases
2
Miscellaneous Civil Cases
4
The outbreak of the novel Coronavirus pandemic
Subpoena Responses
3
presented significant legal challenges relating to the
CONTRACTS
City’s contractual relationships and obligations, resulting
L E G I S L AT I O N
in the need to revisit and renegotiate many existing City
Among the significant legislative accomplishments of the
new significance in the light of shifting economic, social
Office of City Attorney during 2020 were a long-overdue
and legal frameworks.
agreements. Previously boiler-plate provisions took on
update to the Wastewater Treatment Ordinance, overhaul of Chapter 5 of the City Code relating to Aviation,
Drafted 16
changes to the Lodger’s Tax Ordinance, and streamlining
Negotiated 14
of City Code provisions governing solid waste collection.
Reviewed 32
Ordinances Adopted 9 Resolutions Adopted 2 12
CITY CLERK CITY MANAGER Joe Neeb
CITY CLERK
Sharon Coll
How are we different: The town clerk also had broader record-keeping duties and recorded births, marriag and deaths for the church. The position of the town clerk was one of the first establis offices in Colonial theNmiddle the the town clerk's title I N SAmerica. P E C TByI O O Fof P U17th B Lcentury, IC appears in town records, and this title has continued to the present United States.
R ECO R DS AC T R EQ U E STS ( I P RA )
While the title has changed and the specific duties have evolved, the concept of a ro that records aAccess government's happenings to public records ishas onealways of thebeen rightsimportant. affordedWithout a clerk record the great stuff that happens, no one gets the glory—at least in the eyes of to people in a democracy. When there is no statute, a history. common law right to inspect and copy public records
Inspection ofallows Public Records Act opportunity Requests (IPRA) the public the to keep a watch on any government entity.
Access to public records is one of the rights afforded to people in a democracy. Whe there is no statute, a common law right to inspect and copy public records allows the As public employees, we strive to ensure that all public the opportunity to keep a watch on any government entity.
2020 HIGHLIGHTS
reasonable requests to inspect public records are
As public employees, strive to ensure that Below all reasonable inspect pub promptlywe and efficiently given. are the requests statisticstofor records are promptly and efficiently given. Below are the statistics for 2017, 2018, 20 2017, 2018, 2019, and 2020 submitted for records. and 2020 submitted for records.
408 public records
90 resolutions and
requests received
ordinances processed
IPRAs 600
504
500 400
427
408
2019
2020
342
300
H I S T O R Y O F T H E M U N I C I PA L CLERK (TOWN CLERK) COMPARED TO COLONIAL AMERICA 1492-1763
200 100 0 2017
2018
HOW WE ARE THE SAME A person was appointed to keep all the records for appointments, deeds, meetings, and officers’ election at the annual town meeting. This role is filled by the
CITY COUNCIL AND CITY COUNCIL MEETINGS
recommendation of the Mayor and confirmation of the governing body.
As per the City of Roswell Code of Ordinances, the governing body shall consist of ten council members plus
HOW WE ARE DIFFERENT
the Mayor.
The town clerk also had broader record-keeping duties and recorded births, marriages, and deaths for the church. The
The governing body’s regular meetings shall be held at
position of the town clerk was one of the first established
6:00 p.m. on each month’s second Thursday. To change
offices in Colonial America. By the middle of the 17th
the time and location, the governing body must pass an
century, the town clerk’s title appears in town records, and
ordinance using the process required by law.
this title has continued to the present United States. The chief of police or his designee shall attend all
While the title has changed and the specific duties have evolved, the concept of a role that records a government’s happenings has always been important. Without a clerk to record the great stuff that happens, no one gets the glory—at least in the eyes of history.
13
meetings of the governing body unless excused by the Mayor. He shall execute all summons and requests of the governing body. The Open Meetings Act requires members of a public body to conduct business in public and to allow all persons desiring to attend and listen to the meeting. The Act does not require a public body to allow members of the public to speak at its meetings.
The Open Meetings Act requires members of a public body to conduct business in public andat to6:00 allowp.m. all persons etings shall be held on eachdesiring month'sto attend and listen to the meeting. The Act not require a publicbody bodymust to allow members of the public to speak at its meetings. time anddoes location, the governing pass an IQUOR LICENSES AND RESOLUTIONS AND red by L law. Liquor Licenses Celebration CE LEBR A T I O Nand PE R M I T S Permits ORDINANCES e shall attend all meetings of the governing body Resolutions Resolutions and Resolutions Ordinances and Ordinances and Ordinances shall execute allofsummons and requests of the TheThe office the reviews applications, advertise advertise The Officefor of the City hearings, Clerk assigns numbers to the office ofCity theClerk City Clerk reviews applications, public issues forCelebration public hearings, issues Celebration permits and City resolutionsof and ordinances presented Resolutions and Ordinances permits and City liquor licenses upon approval the Governing Body. to the City Council The Office TheofOffice the TheCity Office of the Clerk of City assigns theClerk City assigns numbers Clerk assigns numbers to thenumbers resolutions to the to resolutions the andresolutions ordinances and ordinanc and or liquor licenses approval offor the2019 Governing Body. for approval. Below are the statistics for resolutions and Below areupon the statistics and 2020. presented presented to the presented City to the Council to City the Council for City approval. Council for approval. Below for approval. are Below the Below statistics are the are statistics for the resolutions statistics for resolu for and members of a are public body tofor conduct business in of the City Clerk Below the statistics 2019 and 2020. ordinances for 2018, 2019, andto 2020. The Office assigns numbers the resolutions and ordinan ordinances ordinances for ordinances 2018,for 2019, 2018, forand 2018, 2019, 2020. 2019, and 2020. and 2020. iring to attend and listen to the meeting. The Act presented to the City Council for approval. Below are the statistics for reso allow members of the public to speak at its meetings. Liquor Licenses / Celebration Liquor Licenses / ordinances for 2018, 2019, and 2020. Resolutions Resolutions and Resolutions Ordinances and Ordinances and Ordinances Celebration Permits - 2020 Permits - 2019 n Permits 120 120 120
150 101 100 60 s applications, 50 advertise for public5hearings, issues r licenses upon 0 approval of the Governing Body. Active New Celebration nd 2020. permits
tion
Liquor Licenses / Municipal Election Celebration Permits - 2020 100
100
10050 80 60
0
60Resolutions 100 100 120 1 80 80
100 60 Active60
40
80 40
40
20
60 20
20
0
40 0
and Ordinances
New 73
12 2018
0
Resolutions Resolutions 20 Resolutions
Celebration 101 73 73permits
101
74101
101
7312
7 12 2018 2019 2018
OUR RECORDS ARE N O W AVA I L A B L E O N L I N E !
roswell-nm.gov
Ordinances Resolutions
40 30 20 10 0
40
73
101
40
74101
90 30 6330 63 63 48 48 48 80 20 20 22 70 10 10 60 0 0 18 2019 2019 2019 2020 2020 2020 50 ROW 40ROW 22 ROW 22 22 18 18 18 63 COR 30 COR 63 COR 63 63 48 48 48 48 20 COR ROW COR COR ROW ROW 10 0 2019 2020 ROW
22
18
COR
63
48
COR 14
10173
16 7 7 2019 2020 2019
74
74
16
2020
74
16
202
74 60 The City Clerk's office conducts the local election. We ensure local standards are met at 16 Ordinances Ordinances Ordinances 12 7 12 16 7 16 7 16 1212 the 50 polls, maintain and operate election equipment, 0prepare ballots, publicize election 7 15 2018 2019 2020 1 information, record election results, and conduct various other duties. With theResolutions City Resolutions Ordinances Ordinances Resolutions Ordinances 0 Resolutions 73 74 assistance, New we also Celebration reinforce the campaign finance regulations as per the 101 ebration Attorney's Active Ordinances 12 R 16 City of Roswell Code of Ordinances ARTICLE II. Campaign 12-6 permits permits C O N T RFinancing A C T S , Sec. AG E E M E N7T S , Contracts, Contracts, agreements, Contracts, agreements, MOU's, agreements, MOU's, MOA's, MOU's, MOA's, leases, MOA's, leases, etc. leases, etc. etc. Compliance. The next regular municipal election will beUheld March MO ’ S ,inM O A ’ of S ,2022. L EResolutions AStand SES, ETC. Ordinances by for more election information soon! M U N I C I PA L E L E C T I O N Contracts, Contracts, agreements, Contracts, agreements, MOU's, agreements, MOU's, MOA's, MOU's, leases, MOA's, MOA's, etc., leases, are leases, etc., assigned are etc., assigned numbers are assigned numbers by the num Cb Contracts, agreements, MOU’s, MOA’s, leases, etc., are Clerk's office Clerk's and Clerk's office scanned and office scanned to and thescanned network. to the to network. We the continue network. We continue toWe strive continue to to strive acquire to to strive the acquire to origin act assigned numbers by the City Clerk’setc. office and scanned The City Clerk’s office conducts theContracts, local election.agreements, We MOU's, MOA's, leases, or copies orofcopies allorcontracts, copies of all contracts, ofagreements, all contracts, agreements, MOU's, agreements, MOU's, MOA's, MOU's, and MOA's, leases MOA's, andwithin leases andthe leases within City with the of to the network. We continue to strive to acquire the e local election. We ensureare local met at departments. ensure local standards metstandards at the polls, are maintain and Roswell Roswell departments. Roswell departments. Below are Below the Below statistics are theare statistics for the2020 statistics for for2020 thefornumber for 2020 thefor number of the contracts number of coe originals or copies of allleases, contracts, agreements, MOU’s, numbers ction equipment, prepare ballots, publicize election operate election equipment, prepare ballots, publicize Contracts, agreements, MOU's, MOA's, etc., are assigned received. received. received. , and conduct various other duties. With the office City MOA’s,to and leases within the Citycontinue of Roswellto departments. election information, record election results, and conduct Clerk's and scanned the network. We strive to acquire Contracts/MOU's/Leases Contracts/MOU's/Leases Contracts/MOU's/Leases nforce the campaign finance as per the Below are the statistics for 2020 for the number of various other duties. Withregulations the City or Attorney’s assistance, copies of all contracts, agreements, MOU's, MOA's, and leases within th City of Roswell City ofCity Roswell andofAir Roswell and Center Air and (ROW) Center Air Center (ROW) (ROW) s ARTICLE II.reinforce Campaign Financing Sec. 12-6 contracts etc., received. we also the campaign finance regulations as Roswell departments. Below are the statistics for 2020 for the number of c nicipal election willofbeRoswell held in March of 2022.ARTICLE Stand 90 90 90 per the City Code of Ordinances received. 80 80 80 oon! II. Campaign Financing Sec. 12-6 Compliance. The next 22 22 70 70 2270 Contracts/MOU's/Leases regular municipal election will be held in March of 2022. 60 60 60 18 18 18 and Air Center (ROW) Stand by for more election information soon! 50 City 50of Roswell 50
101
73
15
ROW
74
COMMUNITY DEVELOPMENT CODE ENFORCEMENT DIVISION DEPUTY CITY MANAGER Mike Mathews
CLEAN AND SAFE PROGRAM Code Enforcement demolished 26 dilapidated structures in 2020. Since inception of the Clean and Safe program in 2014, the city has removed 146 derelict and dangerous structures, and property owner participants have removed 132 dilapidated structures for a total of 278 demolished unsafe buildings. CODE VIOLATIONS In 2020 Code Enforcement officers addressed over 8,500 violations.
CODE ENFORCEMENT ACTIONS
2019
2020
Notices Mailed
7,471
8,535
Voluntary Compliance
4,309
4,986
Number of Cases Filed
174
96
Number Cases Dismissed
21
16
379
455
4,616
4,242
Inoperable Vehicles
505
769
Litter
570
761
Unsanitary Premises
769
1,107
Signs
216
323
Zoning
45
44
Obstructions
99
146
Public Nuisances
586
1,032
Dead or Dangerous Trees Removed from City Right of Way
54
49
Garage Sales No permit
61
104
Resolution Weeds
2020 HIGHLIGHTS
26 unsafe
15
8,500 code
1,728 business
727 building
buildings
violations
licenses issued
permits issued
demolished
addressed
3,145 Planning & Zoning service requests logged
BUSINESS LICENSES Business license clerk issued over 1700 total licenses for 2020. BUSINESS LICENSES
2019
2020
Total Licenses Issued
2,295
1,728
Renewed Licenses
1,802
1,430
New Licenses
278
167
Temporary Permits Issued
215
131
Community Enhancement
PERMITS & OTHER ISSUED REQUIRING ZONING REVIEW
2019
2020
COMMUNITY ENHANCEMENT
Additions, Remodels & Repairs
45
17
Community Enhancement utilized 1,920 total man hours
Address Assignments
86
23
Alley Cuts
82
49
203
167
27
12
36
14
12
6
40
76
161
124
Garages
7
7
assigned to the department from municipal court to complete various tasks around the community.
Business Licenses (Total) Carports
COMMUNITY ENHANCEMENT ACTIVITIES
2019
2020
Commercial Additions &
Total Man-hours
8,193
1,920
Remodels Commercial Building Site Plans (New) Curb, Sidewalk, Drivepad
BUILDING DIVISION BUILDING PERMITS ISSUED
Permits Fence Permits 2019
2020
Electrical Permits
564
625
New Homes & Mobiles Homes
51
33
Plumbing & Gas Permits
766
482
Pools
5
2
1,068
727
Porches & Patios
36
27
Signs and Outdoor Lighting
56
26
79
57
7
2
5
1
Zoning Verification Letters
33
30
Zoning Violation Letters
30
38
BY TYPE
Building Permits
Storage Sheds and Small
PLANNING & ZONING DIVISION MEETINGS ATTENDED BY P&Z STAFF Number of Planning & Zoning Cases Planning & Zoning Commission Regular Meetings Planning & Zoning Commission Workshops Extraterritorial (ETZ)
2020
31
16
10
8
5
Develop City Council guidelines for restructuring permitting process, one application form, fees, and sale of City owned property for affordable housing
3
2
MainStreet Roswell Meetings
8
1
2,567
3,145
16
CITY PROPERTY TECHNICIAN, LIENS AND LEASES
0
Parks & Recreation Meetings
Visits, Phone Calls, Site Visits)
Residential Lots
•
6
Customer Service Log (Office
Telecommunications Workshops – Personal on
2019
12
Commission Meetings
Accessory Structures
•
Code Enforcement has transferred over all tracking of property liens and release of leans to Property Technician.
•
Currently building an online tracking/mapping of all lien properties.
•
Received/Processed $15,142.75 in Lien payments
•
Received/Processed $96,197.22 in Lease payments
CONSOLIDATED DISPATCH P E C O S VA L L E Y R E G I O N A L C O M M U N I C AT I O N S C E N T E R
DEPUTY CITY MANAGER Mike Mathews
DISPATCH DIRECTOR Teri Best
2020 HIGHLIGHTS
Pecos Valley Regional Communications Center (PVRCC) is the official name for the Consolidated Dispatch Center for Chaves County. PVRCC is the 911 Public Safety Answering Point (PSAP) and sole dispatch center for all emergency services in the county. PVRCC monitors the alarm systems for the Roswell Air, Aquatic, and Recreation Centers,
3,287 warrants
Nearly 40,000
processed
working hours
notifying the proper authorities and making contact with each center’s administration on activations or issues. PVRCC is also responsible for the custodianship of physical warrants for the court system of Chaves County as well as local warrants for the New Mexico State Police. Law Enforcement Agencies served by PVRCC: •
City of Roswell Police Department
•
Chaves County Sheriff’s Department
•
Dexter, Hagerman, and Lake Arthur Police Departments
telecommunicators of PVRCC played a significant role in the multi-agency federal warrant round-up conducted in Southeastern New Mexico in November of 2020. During the 1st quarter of 2020, PVRCC adjusted staffing numbers in anticipation of an economic downturn brought on by the pandemic to be fiscally responsible while maintaining service to our community. Formerly approved for 25 positions, the total number of authorized staff was down-sized to 21 full-time employees to include a Director, Department Coordinators, Floor Supervisors, and
Fire Service Agencies include: •
City of Roswell
•
Hagerman
•
Berrendo
•
Lake Arthur
•
Dexter
•
Midway
•
District 8
•
Penasco
•
Dunken
•
Rio Felix
•
East Grand Plains
•
Sierra
Emergency Medical Services include: •
Superior Ambulance
•
Dexter and Hagerman EMS
YEAR IN REVIEW
Telecommunications Specialists. Because dispatch had not reached full staffing when pandemic considerations became necessary, this reduction was possible without any current employee separation. The workload of those positions was redistributed throughout the updated number of staff members. Despite considerable absences due to the pandemic, during 2020 the resilient and dedicated staff of PVRCC was able to man the mission-critical, 24/7, 911 emergency dispatch center with just under 40,000 hours for the year. A certain amount of overtime is built into the budget as compensated employee time-off must be filled with another team member, but the innovative staff maintained
In 2020, PVRCC processed 3,287 new entries for warrants
their level of service to the community ending the fiscal
issued by local courts, to include entry into the National
year at $73,005.45 favorable to budget in staffing costs.
Crime Information Center database. At the close of 2020, PVRCC holds over 4,000 active warrants.
The majority of the center’s budget is dedicated to maintaining status as a competitive employer of quality
In addition to local jurisdictional warrant entry and service
and dedicated personnel who provide the best service to
documentation, PVRCC is responsible for identifying and
the community as possible. The remaining portion covers
processing warrants out of other jurisdictions when a local
items such as the maintenance and administration of radio
law enforcement officer makes contact with a wanted
equipment; computer, hardware, software and licenses;
individual, finds a stolen item such as a vehicle, or finds
and the many other systems necessary to facilitate the call
a missing person from that city, county, or state. The
intake and public safety service routing of Chaves County.
17
EMERGENCY MANAGEMENT C O V I D M O B I L I Z AT I O N
DEPUTY CITY MANAGER Mike Mathews
EMERGENCY MANAGER Karen Sanders
2020 HIGHLIGHTS
New Mexico’s first COVID-19 cases were announced on March 11, 2020. The Roswell/Chaves County Emergency Operations Center was activated on March 17th in response to the global COVID-19 pandemic. The first reported cases in Chaves County were on March 22, 2020. The year ended with 6,972 cases reported in Chaves County with 92 deaths. Governor Michelle Lujan Grisham issued public health orders to help minimize the spread in the state.
$43,000 Emergency
Emergency Manager of
Management
the Year 2019 awarded
Performance Grant
by New Mexico Dept.
received
of Homeland Security
COVID RESPONSE ACTIVITIES •
Daily conference calls with State Emergency Operations Center.
•
Weekly situational awareness meetings with community partners.
•
COVID Testing sites: Assisted the NM Dept. of Health throughout the year in setting up COVID testing sites.
•
Purchased enclosed cargo trailer to be used for PPE transportation and storage, as well as shelter supplies.
•
COVID-19 Vaccine Planning: Collaborated and
Resource Requests: Ordered, received, and distributed
coordinated with local health officials to begin
PPE, and equipment for agencies in Chaves County
distribution of COVID-19 vaccines. The first doses
such as hospitals, health care, public health, EMS, first
were administered to local hospital staff on December
responders, and schools.
16, 2020.
Wool Bowl COVID Testing Site, March 19, 2020
18
•
OTHER PROJECTS •
Tracking COVID costs for reimbursement.
•
Continued work to update the Chaves County Hazard Mitigation Plan
•
Applied for and received $43,000 Emergency Management Performance Grant which assists local governments in preparing for all hazards.
•
Participated in training and exercises with the State of New Mexico, New Mexico Department of Health, and Roswell Air Center.
•
Named 2019 Emergency Manager of the Year by the New Mexico Department of Homeland Security and Emergency Management. City of Roswell proclamation that December 2020 is Karen Sanders,
City of Roswell proclamation that December 2020 is Karen Sanders, Emergency Manager Month
Emergency Manager Month.
3344
13374 SALARY/BENEFITS
63160
Reimbursed Amount 71603
Budgeted Amount 59975
79967
2021 B u dget $164,944 Rei mbu rs ed $126,479
OPERATING
GRANTS
Salary and benefits are reimbursed: 50% State of NM, 25% Chaves County Operating expenses are reimbursed: 25% Chaves County Salary and 100% benefits reimbursed Grants: SHSGP: reimbursement, Mitigation Grant: 75% state reimbursement andState 12.5% of Chaves NMCounty reimbursement.50%
Chaves County
25%
Operating expenses reimbursed Chaves County
25% PPE for schools in Chaves County
Grants SHSGP
100% reimbursement
Mitigation Grant
75% state reimbursement
Chaves County
12.5% reimbursement
19
Cargo trailer for PPE transportation and storage, as well as shelter supplies
ENGINEERING
DIRECTOR OF ADMINISTRATIVE SERVICES Juan Fuentes
DIRECTOR OF ENGINEERING Louis Najar
2020 HIGHLIGHTS
51 work orders
Work orders
38 ADA ramps
Completed new
Replaced traffic
upgraded
Garden Avenue
signal at Country
bridge
Club Road and
completed in
included parking,
the amount of
drainage, sidewalk,
$641,154.87
curb and pavement
Main Street
repairs
2020 IN REVIEW Engineering performed surveying, design, construction estimates, materials testing, construction management, mapping, drawings and more in support of other City Departments and for certain capital projects. The 2020 Annual Maintenance Project completed 51 work orders in the amount of $641,154.87. Work orders were for parking, drainage, 38 sidewalk repairs, curb repairs pavement repairs and more. Engineering also provided ADA and sidewalk for the Zoo Mountain Lion Exhibit. During 2020, this work also included upgrade of 38 ADA ramps. This is part of keeping in line with Federal ADA Transitional initiatives. Engineering responded to site triangle reviews, signage complaints, and other citizen traffic complaints. Engineering also performed traffic/speed studies. The traffic counter tubes and/or radar speed signs were used and the total traffic count and speed limits were extracted from the data collectors. Traffic/speed study location
TRAFFIC/SPEED STUDY LOCATIONS
N. Garden Street, north of Berrendo Road
20
W. Hobbs Street
Cherry Street
N. Kentucky Avenue
N. Union Avenue
Pecan Street
2803 S. Wyoming ADA ramp
Sidewalk repair at 303 E. Hammond St.
Engineering and Streets Department also worked jointly to assist the Nova Chip of SE Main from Poe to McGaffey. This was a joint effort with NMDOT. Total cost was $520,148. City portion was $120,426. Due to budget, no pavement rehab projects were performed on residential streets.
Spring River Zoo mountain lion exhibit ADA-compliant ramp and sidewalk
SE Main Street from Poe to McGaffey
21
COMPLETED PROJECTS WATERLINE REPLACEMENT
CITY OF ROSWELL BICYCLE &
SEWER REPLACEMENT
(4.2 MILES OF 10” WATER LINE)
PEDESTRIAN MASTER PLAN
LOCATION E. 2nd Street COST $1,437,564
COST $119,624
LOCATION 5th Street Alley COST $157,103
PAVEMENT MANAGEMENT ANALYSIS REPORT
COST $285,000
22
COMPLETED PROJECTS BRIDGE REPLACEMENT
LOCATION Garden Avenue COST $1,280,886
TRAFFIC SIGNAL
ROAD IMPROVEMENTS
LOCATION
Country Club Road and
Main Street
LOCATION S. Main Street between Martin Street and Jaffa Street COST $1,059,664
COST $526,668
23
ENGINEERING
SPECIAL ELECTRONICS DIRECTOR OF ADMINISTRATIVE SERVICES
Juan Fuentes
DIRECTOR OF ENGINEERING Louis Najar
2020 HIGHLIGHTS 8-1-1 43 videos were
Locates were
provided to RPD
conducted at 3,961
to assist with
different locations
investigations
to identify City underground wiring
SPECIAL ELECTRONICS DIRECTOR Clifford Boehms
PRIMARY FOCUS IN 2020: M A I N TA I N T R A F F I C C O N T R O L INFRASTRUCTURE The installation of new traffic lights at the intersection of Main St. and Country Club Rd. was upgraded to allow for better traffic flow and control. A new system for stopping traffic for pedestrians crossing S. Main at the Hondo River Bike Trail was also installed. This system needs custom software to be installed before activation, expected midJanuary. New wire was also pulled to all traffic control lights at the five-way intersection of S. Main Street, SE Main St. and McGaffey St. Cracking insulation on the old wire causing reliability and safety concerns.
New pedestrian lights on S. Main Street at the Hondo River Bike Trail
24
New traffic lights at Main Street and Country Club Road
EMERGENCY CALL-OUTS The replacement of damaged control boxes is a priority to get the traffic flowing smoothly through the intersection quickly. 61 emergency calls were responded to by Special Electronics personnel.
Not all the call-outs required the replacement of high-end components. Some calls just require a light bulb change, the replacement of a minor control box component or emergency locates.
CONTINUING PROJECTS HAWK system on S. Main Street at bike trail
Repair of solar lighting on the walkway in Enchanted Hills Park
Solar lighting at Boys & Girls Club
Enchanted Hills Park solar lighting
25
ENGINEERING
STREETS
2020 HIGHLIGHTS
DIRECTOR OF ADMINISTRATIVE SERVICES Juan Fuentes
DIRECTOR OF ENGINEERING Louis Najar
24 employees
STREETS SUPERINTENDENT Quinton Miller
Improved roads,
Cleaned up illegal
parking lots and
dumping sites
shoulders
ABOUT THE D E PA R T M E N T
D AY T O D AY O P E R A T I O N S
The Streets Department is
in the past, some examples of quantities are listed here:
The Streets Department continues to provide the basic operations it always did
headed by Quin B. Miller as the Streets Superintendent and
Cold Mix Asphalt to fill pothole
1058 tons used
Frank Rincon as the Streets
¾” Gravel used mostly in alleys
2,006 tons used
Road Base used in street & parking lot repair
359 tons used
Milling used to upgrade parking areas
5981 tons used
crews to get the larger jobs
Hot Mix used for larger patches
13.07 tons used
finished. The crews cross-train
Poly Mix used 50 lb. bag
792 bags used
to get the maximum value of the
Crack Seal units 30 lb. box
584 boxes used
Gravel Crushed for City use
9,784 tons
Road Base Crushed for City use
271 tons
with equipment or manpower is
Millings from State Highway Department
5,218 tons
something we will do very often,
Sweeping Waste Material Removed from Streets
3,081 tons to landfill
supporting the goals of the City
Tree removal loads
183 loads to landfill
Weed Killer applied to City Right of Ways
15,749 gallons
Supervisor. With 22 additional employees working in small crews or if needed combining
workday if others are missing due to vacation or illness. Helping other departments
in any way possible.
BASEBALL FIELD PA R K I N G A R E A S With asphalt milling provided by the State Highway Department, the Street Department was able to cover gravel parking areas of the baseball fields. The milling spread evenly over the parking lot and then sealed with PEP oil to stabilize the millings and to provide dust control. This process of covering a parking area has worked in several areas of town to recycle material and provide a better parking area. 26
SOUTH MAIN STREET
SOUTHEAST MAIN STREET
SHOULDER IMPROVEMENT
RESURFACING
Millings applied to the shoulders of S. Main Street lessen
Southeast Main Street was resurfaced with the
the transition from turning vehicles turning into business
cooperation of the State Highway Department. The
or homes. The drop from the asphalt to the old shoulders
process was to remove the top layer of asphalt, clean all
could startle a driver that was not prepared for it and may
loose material from the roadway surface, and replace it
contribute to an accident.
with a fresh layer of smooth asphalt.
Milling operation at SE Main Street & Hobbs Street.
RESURFACING The Nova Chip resurfacing of S. Main Street in February gave the daily commuters on the Southside a smoother and safer driving opportunity. Streets Department crew prepared the street by crack sealing, filling potholes & grinding high spots. Streets crews removed sediment in gutters, weeds in cracks and swept the road several times to prepare for this overlay. After the resurface the lane of traffic must be reestablished with reflective tabs in preparation for the stripers to remark all pavement marking in the City as part of the semiannual maintenance plan on pavement markings.
New asphalt being laid down and rolled in on SE Main Street.
DRAINAGE IMPROVEMENTS To keep traffic moving safely, water on the street must be allowed to drain off. Shown here is just one of many reworked drainage ditches the Streets Department maintains with the flow line and banks reestablished. This allows for quick drainage of water from the streets Also, the storm drains throughout the city are maintained by the Streets Department. 27
CIELO GRANDE CLEANUP A review of the accomplishments of the Streets Department during the year shows a lot of off-the-street service to the community. Using Streets Department loaders and dump trucks the unauthorized dump areas near Cielo Grande have been cleaned up and some of the unsightly brush and dead trees providing cover to the illicit dumping were also removed. PARKING AREA The Cielo Grande Park gravel parking area has been reworked by spreading milling, leveling the lot, and rolling the milling in. PEP oil is applied to stabilize and minimize dust.
AIRPORT IMPROVEMENT Streets Department personnel and equipment supported Air Center operations of clearing areas of unused runways to be used for long term parking of aircraft.
28
REMARKING REPAINTING STREET MARKINGS Semi-annual remarking of streets provide a fresh look to city streets replacing markings covered by street resurfacing and providing a safer driving environment. CROSSWALK VISIBILITY Keeping crosswalks visible to motorists was a problem for the Streets Department starting with the required use of water-based paint for environmental reasons. The crosswalk would be painted and very quickly after traffic would turn the white paint to a dull gray. The solution to this problem is a process referred to as Thermal Lay. Plastic is heated in a hopper and precisely released in such a way to provide a clean line and glass beads can be added automatically to make the line more reflective at night. The width of the line can be adjusted and color changed to meet the needs of the job. Highway Supply was contracted to reestablish crosswalks on the major streets. This process included removing the old painted crosswalk, prepping the new area, and putting down the new crosswalks. The new crosswalk can be power washed to improve visibility if needed.
TREES Large trees can sometimes be a danger to people on the bike trail or just going down a city street. Such as the case this fall when trees along the bike path and at 3rd Street and Garden Avenue were removed. These well-established trees were a danger to anyone walking or driving by and hit by a fallen limb. The use of front-end loaders and dump trucks to remove the cut pieces was required due to the size and amount of cuttings. One of the trees removed was occupied by a very aggressive beehive that also was a danger to anyone passing by. 29
ROSWELL POLICE D E PA R T M E N T PA R K I N G The problem was the lack of longterm parking space and a large depression outside the back fence preventing expansion. The solution is to let the Streets Department build a pad with front-end loaders compacting the dirt as it was built. As shown here it is topped off with a layer of road base.
BERRENDO RIVER CLEANUP An area of the Berrendo River basically from North Main St. to North Atkinson St. has been for years a collection point of dumped trash from various sources. Street department personnel remove the trash to protect the environment, keep it from spreading downstream and beautify this part of the City.
30
FACILITIES MAINTENANCE DIRECTOR OF ADMINISTRATIVE SERVICES
2020 HIGHLIGHTS
Juan Fuentes
FACILITIES DIRECTOR
Abraham Chaparro
FACILITIES MANAGER Trent Moore
YEAR IN REVIEW Facilities Maintenance had a productive year maintaining all the City facilities, through improvements and scheduled preventative maintenance.
4,309 work orders completed
20,000+ man-hours
Completed Mountain
servicing 135 sites
Lion exhibit at
and 1.9 million sq. ft.
Spring River Zoo
COMPLETED PROJECTS WORK ORDER SYSTEM
LOCATION TIME DETAILS
4,309 work orders completed for a total of 20,110.76-man hours
redoing the floor for Public Affairs
135 sites and 1.9 million square feet Work orders ranged from remodeling of Transit, to painting, to
Continued use of Assets Essentials and Facilities
MOUNTAIN LION EXHIBIT
Maintenance (FAC MAN)
2 years; completed October 2020
high degree of efficiency and
LOCATION TIME DETAILS
productivity.
enriching home for the mountain lion
continues to work with a
Spring River Zoo This exhibit showcases our wonderful city zoo and provides a safe,
Thanks to our highly trained team and state-of-the-art equipment FAC MAN we were able to do preventative maintenance within the city, e.g. plumbing, HVAC, general construction, and electrical systems to help prevent costly and catastrophic failures. A component of FAC MAN is custodial services. This team of 6 employees service 135 sites and over 1.9 million sq. ft.
Spring River Zoo mountain lion exhibit completed in October
31
WORK IN PROGRESS WATER DAMAGE REMODEL
LOCATION Roswell Public Library STARTED July 2020 COST $131,205.16 DETAILS A massive water line break flooded the
Children’s Area, the Bondurant Room and the
public restrooms at the Library; the resulting
damage led to the remodel of the restrooms
VETERANS CEMETERY
LOCATION General Douglas L. McBride Veterans Cemetery COST $516,000 DETAILS Continuing work; concepts have been submitted
A water line break flooded the Roswell Public Library in July 2020
for cover for the Honor Guard during funerals
Honor Guard covering concept drawing
SPLASH PAD
LOCATION Carpenter Park STARTED October 2020 COST $450,000 DETAILS Estimated completion April 2021 Carpenter Park Splash Pad rendering
32
Restroom remodel in progress at the Library
FINANCE
DIRECTOR OF ADMINISTRATIVE SERVICES Juan Fuentes
FINANCE DIRECTOR
Monica Garcia
2020 HIGHLIGHTS
Assisted in the
The budget saw a
The department
Completed
Financials, Human
development and
$29 million decrease
spent a total of
phases 1 and 3
Capital Management,
adoption of the FY
from the previous
$1.11 million mainly
of Tyler software
Energov and Utility
2020-2021 budget
year’s budget for a
on personnel, general
implementation
Billing software
total of $101 million
and admin fees
A B O U T T H E D E PA R T M E N T We provide accounting services such as accounts payable, accounts receivable, budgeting, payroll and purchasing to the entire city. In doing so we collaborate with Administration, City Council and the public of all aspects in regards to the city’s finances. The city budgeted $101 million for fiscal year 20-21. The Finance Department oversees the budget throughout the year by receiving revenues and analyzing spending. The fiscal year 20-21 saw a $29 million dollar decrease from the previous year’s budget. This decrease was due to the impacts of COVID-19, and the disruption the pandemic had over the economy. During 2020 the department consisted of eight staff members including one Accounting Manager, two Accountants, two Purchasing Agents, and three Accounting Techs II. The department spent a total of $1,117,444 during 2020. These costs consisted of personnel costs, supplies, contractual services, and various other fees.
33
implemented
In line with our mission of exhibiting our core values of accountability, communication, excellence, integrity and teamwork the Finance Department is the central hub for all departments.
in regards to the city’s finances. The city budgeted $101 million for fiscal year 20-21. The Finance Department oversees the budget throughout the year by receiving revenues and analyzing spending.
FY 2020-2021 Budget
25,827,515 41,092,576
34,086,013
Personnel Expense
Operating Expense
Capital Outlay
The fiscal year 20-21 saw a $29 million dollar decrease from the previous year’s budget. This decrease was due to the impacts of Covid-19, and the disruption the pandemic had over the economy.
2020 Finance Costs
During 2020 the department consisted of eight(8) staff members. (1) Accounting Manager, (2) Accountants, (2) Purchasing Agents, and (3) Accounting Techs. II. The department spent a total of $1,117,444 during 2020. These costs consisted of personnel costs, supplies, contractual services, and various other fees.
34
Tyler Software
Personnel
Maintenance & Repairs
Insurance
Utilities
Non-Capital Purchases
Contractual Services
Computer/Software
Public Relations
General & Administrative
Consumable Supplies
Capital
T Y L E R S O F T WA R E Finance has been working on the implementation of the city’s new software system. Tyler offers many suites within the software, which will enhance the way the city does business. We are replacing our HTE system that was implemented back in 1991. The Tyler system is a technological tool that the city has needed for several years. The software includes many suites and is far more advanced then software we currently use. The software costed the city upwards of $1 million dollars. During 2020, we completed phases 1 and 3; we are in phase 3 of the project with the final phases coming 2021. The software includes the following:
CASHIERING
SYSTEM-WIDE
FINANCIALS
•
Chart of Accounts (COA)/
•
Munis Analytics & Reporting
•
Accounts Payable
General Ledger
•
Tyler Forms Processing
•
Budgeting
•
Accounts Receivable
•
Tyler Content Manager SE
•
Purchasing
•
Tyler Cashiering
•
Project Ledger
•
General Billing
•
Cash Management
•
Capital Assets
ENERGOV
HUMAN CAPITAL MANAGEMENT
UTILITY BILLING
•
Licensing & Regulatory
(HCM)
•
Utility Billing CIS
Management
•
Payroll with Employee Self-
•
UB Interface
•
Permitting & Land Management
Service
•
Central Property File
•
E-reviews
•
HR & Talent Management
•
Citizen Self-Service
•
IG Workforce Apps
•
ExecuTime Time & Attendance
•
My GovPay
•
ExecuTime Time & Attendance
•
Report Toolkit
•
Virtual Pay
•
GIS
•
Incident Management
35
Mobile Access
CITY OF ROSWELL DEPUTY CITY MANAGER Mathews 2020 ANNUAL FLEETMike REPORT FLEET MANAGER
FLEET MANAGEMENT
Becky Hicks
Fleet Statistics:
72% of the Fleet is less than 15 years old Approximately 309 pieces of equipment and 413 vehicles; not all insured separately 626 Vehicles, trailers and related equipment with a known age Average age of the fleet is 12 years old; same as national average age per Bureau of Transportation Statistics from 2019 o The oldest piece of equipment is a 1962 Cement Mixer in Water Maintenance o Purchased 21 new vehicles in 2020 Police-3 New Ford Pickups and 9 Used Patrol Units (5-Explorers, 3-Tahoes ≈309 pieces of 21 vehicles Average age of fleet 72% of the fleet is 2020 fleet cost and 1-Taurus) equipment and 413 purchased in 2020 is 12 years old; same less than 15 years old $2,664,240 Police Task Force-2 New Chevrolet Pickups (Grant Funded) vehicles as national average Fire-1 New Engine Truck (Grant Funded) Sanitation- 1 New Grappler Truck and 1 New Sideloader Truck Central Control-1 New Ford Pickup Water Maint & Transmission-1 New Ford Pickup and 1 New Vactor Truck F L E E T S TAT I S T I C S 2020 Fleet Percentages by Age Waste Water1 New Ford Pickup
2020 HIGHLIGHTS
•
o o o o
Approximately 309 pieces of equipment and 413 vehicles;
0.5%
not all insured separately •
1.4% 2 .6% 3.7%
626 vehicles, trailers and related equipment with a known age
•
OVER 40
5 .8%
Average age of the fleet is 12
35 - 39
30.7%
30 - 34
years old; same as national average age per Bureau of
14.2 %
Transportation Statistics from
20 - 24
2019 •
25 - 29 15 - 19
Oldest piece of equipment is a 1962 cement mixer in Water Maintenance
15 .8% 25.4%
NEW - 4 10 - 14 5-9
21 VEHICLES PURCHASED IN 2020 •
Police: 3 new Ford pickups and 9 used patrol units (5 Explorers, 3 Tahoes and 1 Taurus)
•
Police Task Force: 2 new Chevrolet pickups (grant- funded)
•
Fire: 1 new engine truck (grant-funded)
•
Sanitation: 1 new grappler truck and 1 new sideloader truck
•
Central Control: 1 new Ford pickup
•
Water Maintenance & Transmission: 1 new Ford pickup and 1 new Vactor truck
• 36
Wastewater: 1 new Ford pickup
FLEET COSTS •
Lowest in FY2017: $2,111,734
•
Highest in FY2020: $2,664,240
•
Average: $2,408,597
•
27% variance from lowest to
o o o o
Lowest in FY2017 $2,111,734 Highest in FY2020 $2,664,240 Average $2,408,597 Variance lowest to highest 27% FY2015 Fleetfrom Expenditures
- FY2020
$3,000,000
$2,500,000
highest $2,000,000
$1,500,000
$1,000,000
$500,000
$FY15
FY16
FY17
FY18
FY19
FY20
Average
F L E E T S M A R T G O A L S Fleet SMART (Specific, measurable, achievable, relevant, and time-based) Goals (SPECIFIC, MEASURABLE, ACHIEVABLE, RELEVANT, AND TIME-BASED) o Fleet management software for tracking statistics
1 FLEET MANAGEMENT SOFTWARE FOR TRACKING STATISTICS When should we replace a vehicle? Cost per mile vs. overall maintenance cost per lifetime
o When should we replace a vehicle? Cost per mile vs. overall maintenance cost per lifetime o Create a strategic vehicle replacement plan o Analysis of leased vehicles vs. owned vehicles vs. employee reimbursement o Analysis of vehicle maintenance model Should we consider providing some maintenance in-house? • PM’s, tire service, brake jobs and other minor repairs oCREATE Certification for FleetVEHICLE Managers A STRATEGIC ANALYSIS OF LEASED o Certified Automotive Fleet Manager (CAFM) from REPLACEMENT PLAN VEHICLES VS.National OWNEDAssociation of Flee Administrators, Inc. (NAFA) Analysis of vehicle VEHICLES VS. EMPLOYEE maintenance o Better the Fleet’smodel overall condition without increasing maintenance costs REIMBURSEMENT o Develop and implement vehicle/equipment disposal plan to maximize ROI Should we consider providing some
2
3
maintenance in-house? (PM’s, tire service, brake jobs and other minor repairs)
37
4
5
6
CERTIFICATION FOR
BETTER THE FLEET’S
DEVELOP AND IMPLEMENT
FLEET MANAGERS
OVERALL CONDITION
VEHICLE/EQUIPMENT
Certified Automotive Fleet Manager (CAFM) from National Association of Fleet Administrators, Inc. (NAFA)
WITHOUT INCREASING
DISPOSAL PLAN TO
MAINTENANCE COSTS
MAXIMIZE ROI
FLEET MANAGEMENT
DEPUTY CITY MANAGER
ROSWELL TRANSIT
Mike Mathews
TRANSIT DIRECTOR Becky Hicks
2020 HIGHLIGHTS
60,411 total rides
265,856 annual vehicle miles
100% expense
Updated lighting
Updated vehicle
reimbursement via
in garage from
security cameras
the FTA CARES ACT
fluorescent to LED
ROSWELL TRANSIT RIDERSHIP FIXED-ROUTE TRIPS
56,750
PARATRANSIT TRIPS
3,661
TOTAL RIDES
60,411
Ridership was running fairly close to 2019 figures through February. The pandemic decreased our ridership an average of
Roswell Transit
10,000 rides/month from March through December.
Annual Report 2020
COVID-19 Impact on Monthly Ridership 2019 vs 2020
RIDERSHIP CATEGORIES 41.5%
Students
14.4%
Seniors
25.4%
Disabled
12.5%
Children
2.6%
Wheelchair
2.0%
Other
1.6%
•
Annual vehicle hours: 21,854
•
Annual vehicle miles: 265,856
16,000 14,000 12,000
Rides
Adults
10,000 8,000 6,000 4,000 2,000 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 2019
38
2020
revenue).
5311 Fund Non-Capital Expense Reimbursements
Thanks to the FTA CARES ACT, Roswell Transit has received 100% expense reimbursement (less collected passenger fare revenue)
$160,000
since March 2020. This should
$140,000
continue through September 2021.
ACCO M P L I S H M E N TS •
Changed department name from Pecos Trails Transit
•
$80,000 $60,000 $40,000
Updated lighting in garage
$20,000
Updated exterior security lights from halogen to LED.
•
$100,000
System to Roswell Transit. from fluorescent to LED. •
$120,000
Repaired neon Zia symbol
$Jan
Feb
Mar
Apr May 2019
Jun
Jul
2020
light on the lobby ceiling to recapture the building’s original atmosphere. •
Installed safety barriers in buses to help protect vehicle operators from viruses and passenger assaults.
•
Installed GeoTab system in 13 vehicles.
•
Updated vehicle security cameras allowing for real-time viewing while maintaining the ability to archive footage.
•
Replaced HVAC in the Administrative office area.
•
Installed “mini-split” HVAC units in the Vehicle Operators’ break area and the Money Counting room.
•
Implemented a schedule for disinfection of transit vehicles.
•
Performed a thorough cleaning of the entire building.
•
Painted various areas of the building.
•
Numbered all bus stops as part of a project to track stop utilization for future bus-route redesign.
•
Redesigned POS, cash handling, and statistical spreadsheets.
39
Vehicle rebranding from Pecos Trails Transit System to Roswell Transit
Aug Sep
Oct
Nov Dec
Repaired neon Zia symbol light on the lobby ceiling to recapture the building’s original atmosphere
Staff disinfecting vehicles
Before and after: Conversion from fluorescent to LED lighting in garage
Before and after: Lot re-striped
40
HUMAN RESOURCES
CITY MANAGER Joe Neeb
HUMAN RESOURCES DIRECTOR Renee Trujillo
2020 HIGHLIGHTS
3 software module
1300+ hours
implementations
logged on software
completed
implementation
TYLER MUNIS RECRUITING The city of Roswell switched over to Tyler Recruiting in December of 2020. Munis recruiting allows the City to customize the online application to fits the needs of the organization. Munis includes helpful tools such as interview selfscheduling functionality. Managers can define their availability for interviews, and applicants can choose their
TYLER HCM (HUMAN C A P I TA L M A N A G E M E N T ) I M P L E M E N TAT I O N
dates and time for interviews based on availability. Recruiting is fully integrated with Munis Human Capital Management. There is no need for duplicate data entry. Once the candidate is chosen, the generalist simply
•
Created a crosswalk from HTE to Tyler.
uses the employee add wizard and draws from all the
•
Built workbooks, created pay codes, deduction codes,
data stored in recruiting. All personnel activity will be
job class codes, and created new position controls.
routed through Munis recruiting’s workflow; this will show
Ran parallels in Tyler train environment and work
hiring managers the status of a new hire, job request, or
through some payroll issues.
demotion/promotion.
• •
Assisted and maintained data during the employee import phase.
•
Tyler ESS (employee self-service) employees have access to paystubs, accrual balances, and Executime.
Total implementation hours: 300+ Start date: July 2020 – December 2020 (completed) Staff: Three full-time employees
Total implementation hours: 900+ Start date: July 2019 – July 2020 (completed) Staff: Six full-time employees 41
MUNIS RISK MANAGEMENT In September of 2020, HR/Safety implemented the risk management module. This module assists the Safety Manager in tracking job-related injuries and property damage. The Safety Manager can handle claims quickly and effectively, from the initial claim all the way through to final expenditures. She can flag a claim for OSHA reporting, record expenses, recoveries, and estimated costs for claim analysis and log notes relating to individual claims. Total implementation hours: 150 Start date: July 2020 – December 2020 (completed) Staff: One full-time employee
OPEN BENEFIT ENROLLMENT During open enrollment in October, around 49 employees came to the Human Resources Benefits Specialist to make changes in their insurance coverage. This is an increase from 2019 open enrollment.
42
HUMAN RESOURCES
SAFETY & RISK MANAGEMENT CITY MANAGER Joe Neeb
HUMAN RESOURCES DIRECTOR Renee Trujillo
2020 HIGHLIGHTS
SAFETY AND RISK MANAGER Kathy Louer
YEAR IN REVIEW This past year was a challenge for all City departments as we experienced a pandemic for the first time in our lifetimes. It was a year of thinking outside of the box. Safety of our employees and
Reduced number of
Reduced number
Reduced number of
incidents/accidents
of workers’
property damage
compensation claims
claims
O N E G O O D T H I N G T H AT C A M E A B O U T This year we saw a decrease in the number of incidents/accidents as well as a decrease in the number of workers’ compensation claims filed. We believe this decrease is due to all staff being more cognizant of their surroundings and of their actions. In comparison the number of preventable incidents/accidents is down by 36 the number for 2019 as shown in the 5-year comparison graph below. As a consequence, the repair costs for 2020 were only $24,491.58 compared to those of 2019, which were $58,119.29.
the public was at the forefront of our daily lives. The Safety
INCIDENT COMPARISONS
Department was involved with
2020
2019
2018
2017
2016
January
6
12
6
8
5
February
9
6
4
6
3
March
7
11
5
7
11
the spread of the virus via the
April
4
7
5
5
10
Safety Department and Facilities
May
6
9
4
8
5
Safety Department has a staff
June
11
6
9
8
11
of one and is part of the Human
July
5
14
3
12
10
August
5
6
6
6
4
September
2
7
2
8
11
October
5
14
7
16
5
November
4
3
10
5
6
December
5
10
6
7
9
69
105
67
96
90
determining the correct PPE for different departments individual needs. Masks and sanitizing products were provided to all departments to help contain
Maintenance Department. The
Resources Department.
TOTALS 43
P R O P E R T Y DA M AG E C L A I M S
Incidents/accidents are reported to the Safety Department as soon as they occur in most occasions. These incidents can involve City property that is damaged
The Safety Department is responsible for processing all
or private property damaged by City activities. When
insurance claims and tort claims. The total number of the
these issues do occur, they are reviewed and determined
combined claims for this year also were reduced.
what the root cause was and how to avoid such issues in the future. Retraining or a change of procedure may be
PROPERTY DAMAGE CLAIM COMPARISONS
initiated after review. # Claims
W O R K E R S ’ C O M P E N S AT I O N CLAIMS
2020
2019
2018
2017
2016
91
125
110
126
95
As an example, the Safety Department has filed As noted above, we experienced a decrease in the number
$96,401.85 against third party insurances for damages
of workers’ compensation claims submitted. The majority
caused to City property by the public. Of this amount
of the claims did not have any lost time as they involved
we have collected $64,275.51 and expect to receive the
a single trip to a medical facility and the employee was
remaining $32,126.34 in the near future.
immediately returned to their work duties. This year’s claims were the lowest of the past 5 years as noted in the
The Safety Department also works closely with our own
graph below.
insurance to collect claims for damages due to flooding or wind shears to City property. These claims are followed from date of incident until completion of repairs and all
WORKERS’ COMPENSATION COMPARISONS 2020
2019
2018
2017
2016
January
5
5
4
4
6
February
5
2
3
4
3
March
2
5
1
5
2
April
4
5
6
6
2
May
7
6
4
8
5
June
5
19
4
2
9
July
5
13
9
8
7
August
3
6
6
September
3
5
6
3
8
October
1
6
6
2
14
November
2
2
2
4
3
December
5
2
3
2
4
LOST TIME
17
14
11
19
16
NO LOST TIME
30
62
43
29
51
47
76
54
48
67
TOTAL CLAIMS
44
4
monies that are due the City, are collected.
INFORMATION TECHNOLOGY
DEPUTY CITY MANAGER Mike Mathews
IT DIRECTOR
Jeff Bechtel
2020 HIGHLIGHTS
400+ workstations
600+ end users
150 hours of public
2,800+ documented
Average 2,000
and mobile units
throughout the City
meetings streamed
help tickets
emails/day
completed
The IT Department consists of four personnel who are responsible for all technology throughout the city across 32 locations.
A B O U T T H E D E PA R T M E N T We have 35 physical/virtual servers, over 400 work stations and mobile units, for over 600 end users. We also have several AV systems through the city. The IT team is on call 24 hours a day to assist our public safety when needed. We have worked over 140 hours of callbacks and after hours work and have streamed for over 150 hours of public meetings.
45
WORK ORDERS
GOTO
Over 2,800 documented help tickets
This is one of our new words for the year. GoToMeeting is a web-hosted service
were completed as compared to
created and marketed by LogMeIn. An online meeting, desktop sharing, and
around the same as last year. We use
video conferencing software package enable the user to meet with other
the word documented because we
computer users, customers, clients or colleagues via the Internet in real time.
get numerous calls, texts or emails
The IT department “GoTo”ed over 150 hours of public meetings.
about issues where no work order was created. Our goal is to have
T Y L E R S O F T WA R E
every service call documented. We also had several departments closed
IT has been working on the implementation of the city’s new software system.
due to COVID.
Tyler offers many suites within the software which will enhance the way the city does business. We are replacing our HTE system that was implemented back in 1991. The software includes many suites and is far more advanced than
HELP TICKETS
software we currently use. This year we completed Energov, HR and Utility Billing. Just a few smaller modules and our migration will be complete.
2000
2400
2891
2825
P25 911 RADIO SYSTEM
2017
2018
2019
2020
Receiving the remainder of the funding for this project a lot of work was completed in 2020. Bank tower replaced antenna systems installed at Bank, Comanche, Gateway, Mesa, and Capitan. New power plants installed Bank,
Comanche, and Gateway. FCC new frequencies licensed for entire project. Microwave path study completed dispatch consoles being replaced now.
Deployed VIPRE email security this
Roswell Fire and CCSO switched to digital and moved to Gateway. Starting
year. We average over 2000 emails a
now: factory system staging, testing and configuration of new simulcast cells.
day, over 400MB in volume a day, 75
Simulcast cells ready for install and sites starting February. Microwave system
phishing click attempts a day.
should be ready for install in March.
2020 Budget 190,000 ,500,000 $1,170,704 980,000 00,000 $435,775
670,000 00,000 360,000 00,000
$687,380 $261,069
$234,725 $137,412
$72,361
100,000 50,000
$214,290 $105,681
40,000 30,000 20,000 10,000
$200
$66 $34
0
ORIGINAL APPROP
46
YTD EXPENDED
$37 $28 $0
$0 $0 $0
$0
$0
$0 $43
$89 $0
MUNICIPAL COURT
CITY MANAGER Joe Neeb
MUNICIPAL JUDGE Joe Seskey
ABOUT THE COURT YEAR IN REVIEW
by the COVID pandemic.
Representing the Judicial Branch of the City of Roswell, Municipal Court is responsible for the adjudication of misdemeanor criminal offenses in violation of municipal ordinances and traffic offenses adopted by the City from the New Mexico Uniform Traffic Code.
Most notably the community service program had to
The court hears cases initiated by Officers of the Roswell
This past year’s public health emergency did have an impact on Court Operations. The Court was presented with several challenges and operational changes. The Court is and will be committed to remain open and serving all users of the Court. The Court was able to adjust and work through several challenges presented
be temporarily paused due City staffing issues and the Chaves County Detention Center temporarily suspended the acceptance of Municipal defendants. The Municipal Court experienced several weeks during the initial stages of the public health emergency where there were limited filings or initiation of cases. In the initial stages of the pandemic the Court took steps to adjust and continue court cases to future dates while the effects of the public health emergency were
Police Department, Animal Services, Zoning and Code Enforcement.
E M P LOY E E S The Court is comprised of the Judge (elected by the citizens), a court administrator, four deputy court clerks, a bailiff, and two court compliance officers.
evaluated.
Employees, including the Judge attend professional
As we learned more information about the effects of
Judge attends yearly required training as mandated by
the virus, Courts throughout the State were required to conduct most matters using all remote means possible and limit the number of persons entering a Court Facility. The Municipal Court was required to submit an operational plan to New Mexico Supreme Court through the Administrative Office of the Courts for approval to operate during the public health emergency. The Roswell Municipal Court’s plan was approved as submitted and the Court successfully
development training throughout the year. The Municipal the Supreme Court of New Mexico. Training is conducted through the Administrative Office of the Courts (AOC) and the University of New Mexico’s Judicial Education Center. The Court Administrator, Deputy Court Clerks and Bailiff are members of the New Mexico Municipal Court Clerks Association. Due to the public health emergency training for judicial employees this past year has been modified and conducted
passed an on-site inspection with no issues noted.
through on line resources. Training for staff through their
The Court’s modified court operations do offer users
in 2021.
of the court all remote means to conduct business with the Court. The Court has instituted screening protocols for users of the court entering the facility and increased our cleaning and sanitizing of the facility. The court continues to adapt to meet the changing demands of the situations presented in these challenging times.
47
respective associations has been postponed to future dates
2020 HIGHLIGHTS
140 weddings
$252,865 fines and
performed
fees collected
Defendants completed
$187,350 saved
Upgraded building
1,936 hours of
through house-arrest
security and defendant
community service
sentences
monitoring technology
O P E R AT I O N S The budget of the Municipal Court is approved by City Council. The Municipal Judge has overall responsibility for its budget and for the day to day operations of the Court and its employees. The Supreme Court of New Mexico has superintending authority over the Municipal Court and sets policy guidance and rules it must follow. Judgments and Decisions in Municipal Court may be appealed to District Court. The maximum sentence that a Municipal Judge may impose in a criminal offense in violation of City ordinance is 90 days in jail and a $500.00 fine. Penalties for most traffic violations are approved by City Council and adopted by ordinance. In 2020, a total of 1,103 violations of criminal ordinances were initiated and filed in Municipal Court. There were 2,586 violations of traffic ordinances filed. There were 357 parking tickets filed.
FINES AND FEES COLLECTED In many instances a fine is assessed as a result of a plea of guilty or after having been found guilty at trial. Court
In some instances, persons cited into Municipal Court fail to
fees in the amount of $29.00 are required to be assessed
appear when required. This requires the Court to issue and
in all cases. These fees are assessed separately from fines
mail a summons requesting their appearance by a certain
and are collected for Corrections, Court Automation
date. If the defendant fails to appear after a summons has
and Judicial Education. In some cases, additional fees
been issued, a warrant for their arrest may be initiated.
are assessed for Probation or House Arrest. The court
Police Officers may also apply directly to the court
collects these fines and fees at sentencing and for those
for summons and arrest warrants in matters they have
defendants who cannot pay immediately they are afforded
investigated. In 2020, the Court issued 936 warrants.
an option to pay over time through a payment plan. There are further options for the defendant to convert their fines
Municipal Courts are authorized to perform wedding
to community service if they have no ability to pay.
ceremonies. Municipal Court provides this service at no charge. There were 140 weddings performed in 2020.
In 2020, the court collected a total of $252,865.00 from all sources.
48
I N C A R C E R AT I O N A N D A LT E R N AT I V E S E N T E N C I N G
•
Compliance Officers monitored 187 defendants confined to House Arrest as imposed by the Court
•
A total of 2,498 days were served by defendants
In some instances detention or incarceration of defendants
on House Arrest in lieu of incarceration. Had these
awaiting arraignment, trial or serving sentence is required.
persons been incarcerated in the Chaves County
Defendants are held at the Chaves County Detention
Detention Center, the City would have incurred a cost
Center. The City of Roswell, under the current agreement
of approximately $187,350.00.
with the Detention Center is currently charged a fee of $75.00 per day per defendant. In some instances,
2020 ACCOMPLISHMENTS
defendants with Municipal Court charges are being held on unrelated charges by other jurisdictions such as Magistrate
Approved legislation at the State and Local level require
and District Court. In these instances, Municipal Court is
the constant evaluation of our internal processes and
not charged for their cost of detention. In 2020, Municipal
service delivery. The Supreme Court of New Mexico further
Court defendants were detained or incarcerated at the
provides updates and changes for the Courts to implement.
Detention Center a total of 3,511 days resulting in a cost
These changes often require new forms to use or new
incurred of $263,325.00.
procedures to be established.
While a sentence to jail is an option the court may consider
In early 2020, Municipal Court finalized a contract with
when sentencing defendants who have plead or been
Sanders Law Firm to provide indigent attorney services
found guilty, the Roswell Municipal Court employs several
for those defendants requesting and qualifying for a court
alternative sentencing strategies in lieu of incarcerating
appointed attorney.
defendants. Community Service, Probation and House Arrest are helpful in reducing recidivism and reducing cost
In early 2020, Municipal Court implemented a video
to the City related to incarceration.
advisement of defendants’ rights. The video advises defendants in both English and Spanish of their rights
Programs for first time and young offenders are often
and responsibilities regarding the offenses they have
considered in an effort to correct behavior and deter
been charged. It is played for every defendant prior to
defendants from making poor choices in the future.
arraignment or their first appearance on charges that have been filed against them. This assist the defendant in being
Court Compliance Officers are responsible for supervising
well informed of the proceedings.
defendants sentenced to Community Service, Pre-trial Supervision, Probation and House Arrest. In 2020:
The court continues to better use its software capabilities and has identified additional ways the software we
• • • • •
Compliance Officers monitored 178 defendants
currently use will enhance our operations. Staff continues
participating in community service programs
to receive training and updates on our software program
Defendants completed a total of 1,936 hours of
with a goal of reducing redundant activities. In the
community service
summer of 2020, The Municipal Court expanded its use of
Compliance Officers monitored 36 Defendants on
a customer service payment portal through the existing
probation conditions imposed by the Court
CitePay system. Previously, the use of CitePay was only
Compliance Officers monitored 42 Defendants
available to on line users. We were able to integrate
reporting for Pre-Trial Supervision.
payments through CitePay with our current software
House Arrest is an option in lieu of serving time
which now gives us the capability to take payments over
confined to the Chaves County Detention Center.
the phone and further eliminated the need for the court
It allows the defendant to have some flexibility to
to have a separate credit card machine for in person
maintain employment and address the immediate
payments. The elimination of the credit card machine
needs of their personal or family obligations. Persons
resulted in a savings to the City of over $2,200.00 per year
on House Arrest are monitored by an electronic device
in merchant fees.
attached to their ankle and their location can be tracked at all times.
49
In August of 2020, Court Compliance Officer Maria Ordonez began her certification process to be a courtroom
LOOKING AHEAD
interpreter. This certification through the New Mexico
For 2021, the Municipal Court’s goals and objectives
Supreme Court will allow Mrs. Ordonez to provide
include:
translation services for all matters heard in Municipal
•
The Court continues to cultivate resources within the
Court and eliminate the need for the court to contract for
community that can benefit and help defendants and
these services through outside vendors. Mrs. Ordonez is
thus help the community as a whole. The court has
scheduled to complete this certification in early 2021.
begun looking at a process of becoming a “problem solving” or specialty court to address repeat offenders
In November 2020, Municipal Court contracted with a
and those who have underlying issues related to
new provider for monitoring defendants assigned to house arrest and wearing ankle monitors. This improved
homelessness or mental health. •
technology provides a longer battery life, improves remote communications with defendants and through cloud based
Continue to assess operations to ensure rules compliance and best practices
•
applications allows compliance officers better management
Increase training and professional development opportunities for the staff
of the defendants assigned to them.
•
In December 2020, as part of a review and
•
Expand Community Service opportunities within the community
recommendation of the safety and security requirements of the Court facility, Municipal Court installed new digital high resolution cameras and recording equipment. This new system replaced an approximately 17 year old analog recording system that had been previously installed.
50
Replace lobby furnishings and increase functionality of the public space
•
Install wayfinding (signage and messaging) to better assist the public
PARKS
DIRECTOR OF ADMINISTRATIVE SERVICES
SUPERINTENDENT
Juan Fuentes
Rudy Chavez
DIRECTOR OF SPECIAL SERVICES Jim Burress
2020 HIGHLIGHTS 2020 HIGHLIGHTS
Daily trash and
Planted 18 new trees
Routinely disinfected
watered, mowed
debris removal at all
throughout Spring
playgrounds and 75+
and trimmed
parks and complexes
River Zoo
transit bus stops
Oversaw 668+
Parks and complexes
acres of land at 42 different locations
twice a week
The Parks Department oversees 668+ acres of land at 42 different locations (parks, ball fields/sports complexes, recreational paths/trails, the golf course and the zoo).
C OV I D - 1 9 I M PAC T Pre-COVID
Post-COVID
Full-Time Employees
19
14
Temporary Employees
5
0
•
Five temporary employees were released from employment.
•
Five full-time employees were transferred throughout the year to assist other departments affected by staff shortages due to COVID (Landfill, Animal Control, Central Control and the City Warehouse).
•
Playgrounds were disinfected every Monday, Tuesday and Friday after the on-set of the pandemic.
•
75+ transit bus stops were also routinely sprayed with disinfectant.
•
Crews set up tents at Wool Bowl parking lot for Department of Health COVID-19 drive-thru testing.
ROUTINE MAINTENANCE •
Parks and complexes were watered, mowed and trimmed twice a week.
•
Irrigation was maintained and repaired at parks and complexes.
•
Weed and gopher control were worked on at parks and complexes.
•
Trees were removed and planted at various locations.
•
Daily trash and debris removal at all parks and complexes.
•
Drinking fountains were maintained/repaired/winterized along bike trails and parks.
51
•
Repaired/replaced swing chains and seats as needed.
•
The Sunken Garden pond was cleaned weekly.
•
Graffiti removal for park areas was added to the duties of this department.
SPECIAL PROJECTS PARKS •
Installed grill, table and signage at the 7th & Washington Park gazebo.
•
Added new pump to the Sunken Garden pond.
•
Installed four backstops in various parks.
•
Installed new book exchange library box at Altrusa Park.
•
Two new decorative trash cans were installed at Woof Bowl Dog Park.
SPORTS COMPLEXES •
Re-keyed all locks at Lions Hondo.
•
Stiles football fields were reseeded and fertilized.
•
Installed football/soccer combo goals at Stiles fields and Linda Vista Park.
•
Installed a set of bleachers at Noon Optimist field.
Photos left to right from top row: Grill and signage install at 7th & Washington Park; book exchange at Altrusa Park; backstop install; combo football/soccer goal install at Stiles fields and Linda Vista Park; routine playground disinfection.
52
SPECIAL PROJECTS SPRING RIVER ZOO A large majority of Parks’ 2020 manpower was needed at
•
Refurbished two sections of flooring on carousel.
the zoo for new exhibits, renovations and various projects.
•
Tree and irrigation installed in pony pen.
•
Repaired damaged irrigation caused by contractor in
•
Installed manhole and cover near bear enclosure.
•
Continued landscaping, tree planting and irrigation in
new mountain lion exhibit. •
trees/plants and rye grass).
the elk and bison pens. •
Worked on huge renovation of the pond (draining/
•
•
Installed signage for new playground rocket.
•
Added four new trees to the llama pen.
•
Planted 18 new trees throughout zoo (inside and
•
•
•
Worked on exterior of lion exhibit (added 64 various trees/plants, mulch and gravel around the sides).
•
Installed bubbling water feature with decorative rocks and plants outside the lion exhibit.
outside pens).
•
Dismantled zoo train for mechanical repair.
Partially removed existing koi pond and sidewalk for
•
Installed 300 feet of chain link fence with two gates to separate the zoo and the park.
future beaver enclosure. •
Added enrichment of tree stumps and large rocks for the mountain lion.
digging/reinforcing the perimeter edge/grading the area/tree and bush removal/tree planting).
Worked on interior of lion pen (planted 24 various
Repaired vandalism caused by car crashing through
•
Installed temporary fence necessary to separate the
the chain link fence at two different locations.
zoo from the railroad/train area for Christmas Railway
Poured cement for new sidewalks and repaired asphalt
event.
walkway throughout paths.
Spring RIver Zoo pond renovation (draining/digging/reinforcing the perimeter edge/grading the area/tree and bush removal/tree planting).
53
Photos left to right from top row: Pouring new sidewalk; new fence separating park from zoo; existing fence repair; landscaping in bison pen; tree planting and irrigation in bison pen; tree planting in elk pen; removal of koi pond; installing irrigation in pony pen; new signage for playground rocket.
54
New mountain lion enclosure included install of water feature, 64 trees and plants.
-$32 1,015 -$33,962
W AG ES / O T/ TAX ES
IN S U RA N CE
-11,338
CO N TRA CTS
-$16,5 60
F U E LS / MA TE RIA LS
MED IN S U RA N CE
FY21 BUDGET $ 1 , 8 1 3 , 35 4
P U BLIC RE LA TIO N S
-$2 ,790
U N IF O RMS
-$55,927
TIME PERIOD
7/1/2020 through 1/1/2021 EXPENDITURE TOTAL
$931,795
M &R
% OF BUDGET USED
-$402 ,632
-$16,05 5
55
-$64,847
-$6,669
U TILITIE S
N / C E Q U IP & TO O LS
TIME P E R IO D : 7 . 1. 20 20 t hr u 1. 1. 20 21 E XP E N D IT URE TO TA L : $931, 7 95 % O F BU DGE T U SED : 54. 7 0
54.7%
PA R K S D E PA RT M E N T PA R K S/C OM PLE XE S/T R A I LS/PA T H S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42
PARK
ALICE REISCHMAN SMITH ALTRUSA ("MISSOURI AVE.") ASA GUFFEY CAHOON CAPITAN CARPENTER CARVER CHARLIE'S PARK CIELO GRANDE DELAWARE CIRCLE DEL NORTE DELTA WEST ENCHANTED LANDS FIFTH ST. ("EAST SIDE") HONDO RIVER REC TRAIL J.C. J. KENNETH SMITH BIRD SANCTUARY JOE BAUMAN BASEBALL STADIUM ("COCA COLA FIELD") LINDA VISTA LOVELESS MARGOT PURDY MARTIN LUTHER KING, JR. MELENDEZ MIA/POW ("IRON CROSS") NANCY LOPEZ GOLF COURSE NOON OPTIMIST PARK & BASEBALL FIELD POE CORN PARK & BASEBALL FIELD RANDY WILLIS BALL FIELD REISCHMAN (Downtown) RIAC ROSWELL ADULT CENTER & PARK ("BOB HALL") RUSS DEKAY "7TH & WASHINGTON" SKATE PARK S. MAIN-BICYCLES/WALKING/JOGGING SPORTS COMPLEX (MENS & WOMENS) SPRING RIVER BIKE PATH-BICYCLES/WALKING/JOGGING SPRING RIVER ZOO STILES PARK & FOOTBALL FIELD TIERRA BERRENDA VALLEY VIEW WOOF BOWL DOG PARK
ADDRESS
G St. & Wells 800 block S. Washington 600 block E. Berrendo 400 block N. Union / 1101 W. 4th 2800 W. Alameda 300 block E. Buena Vista 400 block S. Virginia 210 E. 12th 1612 W. College 1700 N. Delaware 2700 N. Orchard 1001 W. Mescalero 306 N. Sycamore 600 E. 5th St. (Hondo River) 1200 block N. Pecan 401 N. Sycamore 900 block E. Poe 3100 block N. Delicado 1200 block N. Atkinson 800 block N. Missouri 2700 block S. Union 1100 block S. Garden 912 N. Pennsylvania 1612 W. 8th 1600 block N. Montana 200 block S. Garden 2100 block S. Sunset 308 N. Main 28 Earl Cummings Loop 807 N. Missouri 1500-1900 N. Grand 7th & Washington 1500 block W. College S. Main (Poe to Sunwest Bank) 1500-1900 N. Grand (Enchanted Lands to Spring River Zoo) 1306 E. College 800 S. Wyoming 1000 block E. Berrendo 800 block W. Chisum 1500 N. Grand
TO TA L:
56
ACRES 3.5 2.5 1.3 26 4 1.5 0.5 0.2 160 0.5 5 10.5 25 1 3.4 4 15 3 6 8 1 5.7 11.1 1.2 146 10 18 14.3 0.2 5 2.5 12 0.5 0.5 10 62 19 34 21.4 10 2 1.2
6 6 8 .5
PA R K S
NANCY LOPEZ GOLF COURSE
DIRECTOR OF ADMINISTRATIVE SERVICES Juan Fuentes
DIRECTOR OF SPECIAL SERVICES Jim Burress
SUPERINTENDENT
David Blewett
2020 HIGHLIGHTS
C OV I D - 1 9 I M PAC T •
The facility was closed a portion of the year due to Governor-ordered restrictions.
•
One employee took the early retirement offer and temps were released from employment, leaving four full-time employees.
144+ acres and
117 trees maintained
•
4 full-time employees
Golf Course employees were reassigned to enterprise fund departments during the year.
•
Abilities were reduced to minimal maintenance of the golf course due to staff shortages (watering and
In addition to the care of the 144+ acre golf course, the department also assisted the Parks Department with irrigation, watering, fertilization, weed control and mowing at parks and ball fields. 57
mowing). •
On a positive note, more families in lieu of individual golfers utilized the golf course after reopening.
ROUTINE MAINTENANCE
SPECIAL MAINTENANCE
•
Mowed greens.
•
Replaced 55 irrigation heads.
•
Watered.
•
Repaired 24 irrigation heads.
•
Trash removal.
•
Repaired three irrigation controllers.
•
Cut cups twice a week.
•
Rewired eight valves and replaced an isolation valve.
•
Moved tee markers.
•
Reprogrammed irrigation controller at Special Events.
•
Mulched leaves.
•
Repaired two satellite controllers and broken power
•
Sprayed greens/parks/ball fields with fertilizer, preemergent and broadleaf herbicide, growth regulator,
cable. •
Repaired nine water leaks in irrigation systems; one mainline.
glyphosate, nematicide, wetting agent, fungicide and insecticide as needed.
•
Revitalized Stiles football fields.
•
Turf grass regulators = reduced mowing
•
Removed 10 dangerous trees.
frequency.
•
Trimmed 107 trees.
Glyphosate usage around fence lines/trees =
•
Sharpened reels 70+ hours.
reduced line trimming time.
•
Sharpened and adjusted greens mower.
Fungicides and fertilizers applied at reduced rate
•
Rebuilt bunker #14 green.
= savings in material costs and labor.
•
Prepped and seeded the nursery green with bent grass.
•
Repaired air pumps at bird sanctuary.
• • •
Edged bunkers.
•
Aerated and top dressed greens – a 2-3 week process.
•
Adjusted numerous valves at various locations throughout the year.
Regular mowing.
Greens were dressed regularly.
107 trees were trimmed in 2020.
Rebuilding bunker at the 14th green.
58
-$117,5 5 9
-$1,400
WA GE S / O T/ TA XE S
LICE N S E S
-$26,664 MED IN S U RA N CE
-$8,576
IN S U RA N CE
-$869
CO N TRA CTS
-$680
FY21 BUDGET $ 4 52 , 5 6 2
-$2 7,810 M &R
$262,257 % OF BUDGET USED
U TILITIE S
-$983
P U BLIC R E L A T I O NS
-$393
N/C E Q U IP & TO O LS
TIME PERIOD: 7.1.2020 thru 1.1.2021 EXPENDITURE TOTAL: $262,257 % OF BUDGET USED: 64.30
59
7/1/2020 through 1/1/2021 EXPENDITURE TOTAL
-$70,472
-$6,85 0 F U E LS / S U P P LIE S
U N IF O RMS
TIME PERIOD
64.3%
PA R K S
CITY MANAGER
RECREATION
Joe Neeb
RECREATION MANAGER
Marcus Gallegos
2020 HIGHLIGHTS
2 recreation facilities
13 full-time and 12
$139,598.97
18,590 annual
and 9 sports facilities
part-time employees
annual revenue
attendance
YEAR IN REVIEW The beginning of 2020 was everything we hoped for as we saw hundreds of people entering the facility for basketball games, recreational swimming, party packages and expanded class offering at the Adult Center.
2,009 members
R O S W E L L R E C R E AT I O N & A Q U AT I C C E N T E R GYMNASIUM The gymnasium saw hundreds of patrons during January and February as the 2019-2020 youth basketball season wound down. The league featured over 800 participants for boys and girls ages 7-13. The league was a huge success and we had many positive reviews from the participants and parents. The heath restrictions prevented us from holding the spring adult volleyball and 3 on
With a bright and ambitious outlook for the rest of
3 basketball league, the summer youth indoor soccer
2020 the recreation department was primed to grow
league, youth volleyball and youth basketball leagues.
beyond expectations. The effects of the COVID-19
However, during the shutdown, The Roswell Recreation
pandemic to our department were devastating. The
and Aquatic Center saw able to capitalize on significant
closure in March brought all our programs, swimming
upgrades and improvements in 2020. The gymnasium
and classes to a halt. Despite the difficulties the
was the largest benefactor with the addition of four new
Recreation Department adapted to the states
bleacher sections to increase the permanent seating
restrictions to be a viable resource for the community
capacity by 35%. The new bleachers are an exact match to
and expand under-utilized areas.
the existing ones and add a more comfortable feel for our spectators.
60
The gymnasium also saw four brand
valuable time and is safer as we no
swimmers bought memberships to
new multi-sport scoreboards to give
longer need extension cords that
the facility and helped near the 2019
bigger and brighter view for the
people have to step over during the
membership revenue.
players, coaches, officials and fans
adjustments. Another area that saw drastic
of the scores and time. The new scoreboards are easier to use and
AQUATICS
program. Several of our lifeguard
can be programed to score multiple sports and events.
improvement was our swim lesson
Although the pool was shut down in
staff were WSI (Water Safety
March, we were permitted to re-open
Instructor) certified by the American
Finally, the gymnasium was
to lap swimming only in June 2020.
Red Cross improving our “Learn to
retrofitted with a new state of the art
This ended up being a very bright
Swim” program. Although restriction
basket and curtain height adjustment
spot as we were able to capitalize
limited us to 2 kids per instructor,
system. The new Porter Power-
as being the only aquatic center in
we were able to provide hundreds of
Touch 5.0 system allows one person
Roswell able to open in 2020. The
hours of lessons to kids and adults in
the ability using an iPad, to move
Aquatic Center saw a noteworthy
the community since June.
the baskets to the desired heights
increase in daily lap swimmers
and raise or lower the dividing
that brought a much-needed
An additional program that is new
curtains in a matter of a couple of
and important element to center.
is our Water Aerobics program.
minutes rather 20 minutes with
A substantial portion of the lap
After working with The New Mexico
3-4 people. The new systems saves 61
Department of Health and the New Mexico Environment Departments Pool Program we were able to successfully begin the Water Aerobics program in October. The program was a much-requested program that benefits several patrons every morning. The Aquatic Center also had some upgrades. New outdoor furniture was purchased in late 2019 and installed in March 2020 with the anticipation of summer season. A local company installed over 50 brand new benches, tables and loungers and additional shade umbrellas to aid in the comfort of our patrons during the hot summer months. The indoor
R O S W E L L A D U LT & R E C R E A T I O N C E N T E R
pool was fitted around the entire perimeter of the pool with an anti-
The Roswell Adult and Recreation Center was hit particularly hard with COVID
slip aquatic carpeting to add safety
as hit was closed from March until October from an abundance of caution.
and comfort to our patrons. The new
Before closure the Adult Center was in the midst of their spring class schedule
carpet brings a new look and feel to
that featured very strong attendance and high usage of our new billiard
enhance our beautiful center.
tables that were installed in December 2019. Room rentals did well in January and February surpassing 2019 pace. During the closure the City Facility
EXERCISE PROGRAMMING
Maintenance team did an extraordinary job of cleaning the entire facility from floor to ceiling as well as stripping rewaxing and buffering the floors. The Adult
Improving the exercise program
Center reopened in October under strict occupancy and use limits with the
was a major goal of 2020. In
billiard room as the main source of visits.
June we were able to update our group exercise room with weight equipment, which was requested by patrons and members on a daily basis. We added several weight and cardio machines to enhance the users experience as well as to draw in new members. We decided to also switch our virtual exercise experience from Fitness Direct to Les Mills Virtual. Les Mills virtual brings a whole new and exciting experience to our patrons by bringing world-leading classes, including BODYPUMP and SH’BAM on our fitness centers big screens. This new platform has helped us drive new membership to our center and enhancing the overall workout experience.
62
EVENTS Although all events were cancelled in 2020 the Recreation Department did manage to get in a couple of events prior to March. On February 7th we held the Annual Father Daughter Dance at the Roswell Recreation & Aquatic Center. The dance drew over 100 girls who brought either their fathers or father figures to dance, make crafts, take pictures and enjoy the night. The very next night on February 8th the Adults enjoyed their Annual Valentines dance held at the Roswell Adult Center. The event drew dozens of couples who enjoyed music by Five Star Event Services, a photo booth and lots of dancing and fun.
63
PA R K S
CITY MANAGER Joe Neeb
SOUTH PARK CEMETERY
DIRECTOR OF SPECIAL SERVICES Jim Burress
CEMETERY SUPERINTENDENT Ruben Esquivel
2020 HIGHLIGHTS
210 acres and
10 full-time
31,000+ headstones
employees
15-20 trees planted
Mowed all cemetery blocks.
•
Trimmed all headstones.
•
Leveled low graves.
•
Serviced lowering device.
•
Cleaned equipment after every burial.
•
Sprayed for weed control.
•
Irrigation and sprinklers were
-$2 2 7,42 0 -$752
Trees were trimmed and dead limbs removed.
•
WA GE S / O T/ TA XE S
FEES
-$18,318
IN S U RA N CE
repaired and replaced. •
Music tower built in 1954 was rewired
ROUTINE MAINTENANCE •
370 funeral services
-$576
CO N TRA CTS
-$45,078 MED IN S U RA N CE
FY21 BUDGET $754,134
-$12 9
U N IF O RMS
-$18,316 M &R
Mulched leaves throughout cemetery blocks.
•
Hand watered numerous trees.
•
Winterized well pipes.
•
Cleaned cemetery grounds as
-$5,965 F U E LS / S U P P LIE S
needed (holiday decoration
-$2 ,12 3
-$820
U TILITIE S
N / C E Q U IP & TO O LS
removal, etc.).
TIME PERIOD: 7.1.2020 thru 1.1.2021 TOTAL: $319,497 EXPENDITURE % OF BUDGET TIME EXPENDITURE PERIOD TOTAL % OF BUDGET USED: 44.20 USED
7/1/2020 through 1/1/2021
64
$319,497
44.2%
SPECIAL PROJECTS •
15-20 trees were planted throughout the cemetery.
•
Tree canopies were raised on the southeast side and
Repair of the 1954 music tower.
along the cemetery entrance. •
Worked on irrigation adjustments in spring; replacing as needed from winter damage.
•
Throughout the year, worked on placing upright headstones, flat stones and niche plaques at the General Douglas McBride Veterans Cemetery.
•
Began the layout of Block 48A, the new block designated for cremations only. The block will have 12 rows of graves with 46 spaces in each row. It will consist of flush markers only, helping to relieve some costs for the families and reduce maintenance of the area.
•
The 1954 music tower, that has been out-of-service for decades, was rewired. New horn speakers and an amplifier were installed. Future programming will allow playing at the top of the hour and at closing time.
•
Prepared for and assisted with Arbor Day tree giveaway event.
•
Prepared grounds and graves for Memorial Day weekend (long hours of ground and stone leveling).
•
The year finished up with almost 370 funeral services; most of them coming towards the end of 2020 (October, November and December).
Winter maintenance.
65
YEAR IN REVIEW
PA R K S
Limited dates of service due to temporary closure for COVID and renovations. The rides and concession remained closed as well. The zoo offered private tours and parties. On December 10, 2020, city council
A Department of the City of Roswell
passed resolution 20-72 Spring River Zoo fees. The new fee structure will help the zoo accomplish our cost recovery goals. The resolution also has free days for the community. While the zoo has been closed Education Coordinator Caitlyn Lenz has had to be creative to keep people engaged with all that has been going on with the zoo. One of the ways she does this is through Facebook lives with zoo critters and educational information. She also did private tours and parties.
CITY MANAGER Joe Neeb
PARKS DIRECTOR Jim Burress
ZOO CURATOR
Caitlyn doing a Facebook live with Kevin our Pot-Bellied Pig.
Andi Cole
2020 HIGHLIGHTS
129 animal specimens
$17,311
New exhibits
and 65 species
in donations
completed
66
Two fundraisers
Five new animals
SPECIAL EVENTS AND FUNDRAISERS The Friends of Spring River Zoo hosted two fundraisers this year. Seal it with a Fish in February and a Golf Tournament in April. The Golf Tournament raised enough money to purchase the wallaby for the zoo.
TOTAL REVENUE
$8,408.49
67
NEW CRITTERS AND EXHIBITS Cashew (Cash) is one of two Bennet wallabies that are new additions to Spring River Zoo this year. The other is his brother Macadamia (Mac). Friends of Spring River Zoo donated $3,450 to purchase these new critters for the zoo. The Pittsburgh Zoo donated the beaver.
Busy swimming in his pond in his new enclosure.
Lead Zookeeper Ayrin Meeks holding the zoos new green iguana. Brought to the zoo from animal control.
Alexis is this year’s baby elk. She was born on June 13th, to Garrett and Patty, our five-year-old pair of elk. As part of this year’s End-of-Year Giving Campaign, we are raising money to build a new elk enclosure.
68
Construction on the new mountain lion enclosure started in February and completed in November. The zoo staff and Country Club Vet team moved Bret into his new enclosure on November 17.
69
Beaver & wallaby area before renovations.
Completed new beaver and wallaby exhibits. Cost of the exhibits was $8,432.85.
70
PUBLIC AFFAIRS
CITY MANAGER Joe Neeb
PUBLIC AFFAIRS DIRECTOR
Juanita N. Jennings
A CO N STE LL AT I ON OF S ERV I C ES COMMUNICATIONS
SOCIAL MEDIA
VIDEOGRAPHY
PROMOTIONS
MEDIA RELATIONS TOURISM
LODGERS’ TAX
EVENTS
WEBSITE
GRAPHIC DESIGN
2020 2020 HIGHLIGHTS HIGHLIGHTS
4 major website
Recovery Readiness
180+ press releases,
projects launched
Google DMO Program Grant Award
71
Welcomed 6,665
141 Visitor Guides
50+ radio interviews,
visitors to the
requested
30+ TV interviews
Visitor Center
Communication was our theme in 2020 as our department produced more communication deliverables than a normal year due to the COVID-19 pandemic.
PROJECTS •
Rebrand of City Website
•
Rebrand of Spring River Zoo webpages with new URL redirect
•
Launched new FlyRoswell.com website March 6
•
Recovery Readiness Google DMO Program Grant Awardee
•
Launched campaigns using Grocery TV store ads
•
Launched an online store
•
National media coverage for Roswell Air Center parked planes
•
Keep Roswell Beautiful in partnership with RMAC Recycle Art Show
•
Winter Guide for all Enrichment Services
•
Group Tours: •
Alien Adventures
•
Cowboys & Gunslingers
•
Celebrating the Year of the Woman
CONTRACTS The Public Affairs Department also oversees a variety of community partner contracts which includes monthly, quarterly and annual deliverables. Some of these contracts are required to go through the Request for Proposal process which takes between 3-6 months. •
MainStreet Roswell
•
Roswell Chaves-County Economic Development Corporation
•
Hispano Chamber of Commerce
•
Kinkaid Entertainment UFO Festival 2020
•
Web Developer Puckett for FlyRoswell.com and SeeRoswell.com
•
Global Spectra Management for the Roswell Convention Center
•
MWRM Agreement Great Blocks Agreement
•
In Depth Event Management Services Agreement
This page: Updated Visitors Guide and New Mexico True ad; Film room set for Virtual Public Forums; #ShopSmall campaign decal on display. Opposite page: 600+ custom decals were affixed to fleet vehicles; Daycare tenant at the Roswell Convention Center, an essential service.
72
M A R K E T I N G , C O M M U N I C AT I O N & PROMOTION •
WE BELIEVE in the Challenges today
•
#ShopSmall
•
Weekend Getaway
•
R&R in DFW FlyRoswell
PROFESSIONAL DEVELOPMENT •
Public Affairs Director graduate of Leadership NM Connect Program – Roswell was host city for 35 professionals from across the State
•
Public Affairs Director graduate of New Mexico Economic Development Course
•
Marketing Coordinator graduate of Leadership Roswell
•
GRAPHIC DESIGN
Manager
Our design staff produced a variety of collateral pieces to promote and educate the public and visitors coming to
Department of Finance Authority Training – Tourism
Roswell.
KEEP ROSWELL BEAUTIFUL GRANT AWARD IN THE
RECOVERY READINESS GOOGLE DMO PROGRAM
•
AMOUNT OF $23,155
AWARD
Installation of new Bus Stop across from NMMI total investment of $19k paid by State of NM Tourism
This program features audit, activation, and training
NM TRUE CO-OP GRANT AWARD IN THE AMOUNT OF components that will benefit local destination marketing f. Hispano Chamber of Commerce g. Kinkaid Entertainment UFO Festival 2020IN PAID MEDIA OVER $42K organizations by enhancing their online reputations h. Web Developer Puckett for FlyRoswell.com and SeeRoswell.com
• with Full page ad submission in Texas Monthly Suspended Curated Content WForbes and search functionality across Google’si.travel planning j. DeBremond Agreement with Roswell Independent School District • Phoenix Airport OOH Digital products. The Public Affairs department applied to have k.
MWRM Agreement Great Blocks Agreement
ABQ the Magazine Indept Event Management• Services Agreement this support for 212 local businesses andl.received notice • Denver International Airport that we were awarded! This program is 100% funded by the New Mexico Tourism Department and we look forward to partnering with the tourism department and local
Pub l i c Affa i r s Communi ca t i on Pr od uct i on Cha r t
business owners as we work towards recovery. Marketing, Communication & Promotion 2020Highlights 1. WE BELIEVE in the BRAND INTEGRATION OF WE BELIEVE CONTINUED Challenges today • Over 600 customized fleet vehicle decals for all City 2. #Shopsmall 3. Weekend Getaway vehicles with new VIN numbers and unit numbers 4. R&R in DFW FlyRoswell
• •
COVID-19 WE BELIEVE campaign in April 2020 video production, newspaper andGraphic radio ads Design
Our design staff produced a WE BELIEVE RPD Recruitment Campaign
variety of collateral pieces to promote and educate the public and visitors coming to Roswell.
1% 0%
4%
0% 9%
Graphic Design Jobs
1%
Facebook Posts
1%
15%
Instagram Stories Twitter Tweets Media/News Releases
4% 40%
7%
18%
Communication Publications Marketing Campaigns Digital Ads Radio Interviews
73
Recovery Readiness Google DMO TV Interviews program award -This program features audit, activation, and training components that will benefit local destination marketing organizations by enhancing their online reputations and search functionality across Google’s travel planning products. The Public Affairs department applied to have this support for 212 local businesses and received notice that we were awarded! This program is 100% funded by the New Mexico Tourism Department and we look forward to partnering with the tourism department and local business owners as we work
SPECIAL EVENTS Planned and executed the following events that included all marketing elements of radio, billboard and décor, posters, invites, programs, social media, paid social media and informational sheets. •
PEER Gala
•
Roswell Police Expedited Hiring Event
•
Flight Lounge Grand Opening
•
4th of July – work completed and prepared through April 2020
•
UFO Festival – work completed and prepared through April 2020
•
UFO Festival Pop-up COVID-19
P U B L I C I N F O R M AT I O N •
News releases/features produced and issued to media and public by Public Information Officer (PIO): 184 (additional releases written by staff of various departments are also edited and released through PIO)
•
Radio news interviews by PIO: 58 (plus arranging additional interviews given by city officials or department members)
•
Television news on-camera interviews by PIO: 32 (plus arranging additional interviews given by city officials or department members)
Sampling of other informational functions handled on a regular basis: •
Posting to city, Police Department, Fire Department and other city department Facebook pages
•
Creating News Flashes for city website and editing other information on website
•
Researching and responding to media inquiries
•
Answering citizen questions and requests for information relative to a variety of city departments
•
Texting notification to City Council and administration regarding significant police, fire or other incidents or events
•
Writing and editing internal and external materials (items other than news releases)
Also assist with scheduling, staffing and logistical tasks for public forums and other events as needed.
New bus stop installed by Keep Roswell Beautiful; RPD hiring event collateral and setup; PIO prepping employees for media inquiries.
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BUDGET
TOURISM DIVISION Tourism within the Public Affairs Department works to increase visitation to Roswell as a destination with a strong focus on overnight hotel stays. This is accomplished through collaborative efforts within the public affairs department as an integrated marketing and communication framework to increase brand awareness to Roswell. The Tourism Division is a destination management approach, always changing and adapting throughout the year based on needs. In January, we set forth to develop, support and execute over 13 events planned to take place within the first half of the year in addition a plan to increase group tours, local storytelling experiences and to increase sports tourism a whole through a destination sales strategy plan. On March 16, the Tourism Division was forced to face a challenging shift on a local and statewide level with the impact of COVID. This was an unprecedented hit to the tourism industry as a whole. In 2019, NM tourism statewide generated $7 billion in revenue. Roswell tourism is an integral part of the statewide tourism industry. Without the revenue stream we all had to work together and get creative. 75
Public Affairs team representing Roswell at the Denver Adventure Travel Show; Official photoshoot of City assets, attractions, and surrounding areas.
On a positive note, COVID required us to take a step
LODGERS’ TAX-RELATED PROJECTS
back and look at our business more closely and reinvent
•
STR Report subscription completed in order to
ourselves in some cases. The planning in January through
evaluate hotel trend and lodgers’ tax reports. This
March turned into a recovery salvage process. We had
was also to provide a full commentary to Finance
to evaluate our risk in all agreements for events already
Committee Meeting to assist with lodger’s tax information.
signed, working closely with the legal department. Our efforts resulted in saving the City over $30,000 in
•
of ownership of reports.
deposits and equipment as a result of cancelled events and festivals. The recap below tells the story of our pivot.
Assumed DFA Report quarterly duties and transition
•
Met with all hotels in Roswell to review new Lodgers’ Tax forms and discuss the ordinance that passed as
LODGERS TAX 2019 EVENT AWARD REIMBURSEMENTS PROJECT – DISBURSEMENTS IN EARLY 2020
state level for the 5% tax collection for 30 plus days. •
Outsourced to Host Compliance a third-party reporting and analysis of short term rental businesses
Total disbursement of $115,359 to 10 events that took
operating in Roswell.
place in 2019. • LOCAL OUTREACH CAMPAIGN
Completed presentation as staff liaison for Occupancy Tax Board meetings.
We reached out to the tourism-related community in
•
Short Term Rental Ordinance Project
order to develop new ideas to generate additional revenue
•
Worked closely with legal department and committee
for 2020 and beyond. Relationship with Economic
presentation with the City Council passed on the edits
Development, Roswell Chamber of Commerce, Roswell
to ordinance in August.
Hispano Chamber of Commerce, and Roswell Hotel & Hospitality Association established. TOURISM SALES PROJECTS •
In February, we attended the Travel Adventure and Trade Show in Denver to increase awareness to Roswell and promote overnight stays and visitation. This was a collaborative effort with the State of New Mexico Tourism partnerships. Engaged with over 2,000 within 2 days, we collected emails and information for use in the future marketing promotions.
•
Completed all prep work for UFO Festival including entertainment agreements with Kinkaid, Rhythm Divine and the Laser Show, Main Street Roswell partnerships, UFO Museum and local businesses.
•
Promoted group tour visitation and overnight accommodations with Tour4fun.com with amenity bags and prep for future business.
•
Engagement in American Bus Association trade show prep for 2020.
•
Project Manager for RFP – Event Management Service for the UFO Event 2021 (2020 was cancelled) Awarded Event Management Services to In Depth Event. Worked through all steps from February – December.
•
Zoo Reopening October – December 2020 Project – Still working on training staff for Zoo Store and Guest Services Launched new FlyRoswell.com website for Roswell Air Center; Seasonal promotion for holiday merchandise.
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COVID PIVOT COVID restrictions began on March 16, 2020 with
LOOKING AHEAD
a complete shutdown of tourism events, festivals,
In 2021, tourism strategy will be a continuation of 2020
convention center and hotels at limited capacity. All visitor
in the short term. We will be adaptive within the tourism
centers closed statewide, restaurant indoor dining and
division with increased efforts focused on staycations,
very limited capacity.
virtual events and an emphasis on outdoor adventures and sports tourism.
We restructured our business model at the Visitor Center to convert to a Retail Store. We removed all brochures (per state mandate) and replaced with merchandise. The Visitor Center was closed from March 16-May 26. This was a clear shift in mindset with a reopening focus on selling. We embraced the challenge and trained our staff to follow the lead. This did not happen overnight and was an uphill battle to success. 2020 ended with a total sales revenue of $35,000. •
SeeRoswell.com, Shopify portal development with updated images for merchandise and a strategy to increase revenue.
•
From July through December, we worked toward building tourism related/revenue generating opportunities for 2021.
•
Sports Tourism prep for presentations and development of sales strategy for 2021. Pathway to success prep work and design of the right fit for the Roswell market.
•
New Mexico Tourism – Destination Marketing Organization Task Force weekly participation. Reopening campaign for long drive markets within New Mexico per Governor’s directives was put on hold after July 4th weekend.
Launch of shop.seeroswell.com online store; Sports tourism strategy presentation; 4th of July merchandise display outdoors at the Roswell Visitor Center.
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New Mexico Visitors
30
84
30
1356
1805
500
673
838
361
15770
19591
5107
59 6 807
83 16 1316
10 17 436
1099 305 19178
1690 301 24909
301 227 6665
(not including Roswell Area)
US Visitors (not including New Mexico)
International Visitors Unknown Totals Visitors
Drop in visitation due to COVID-19. Numbers reflected above are by calendar year *tree lighting parade 2019
VISITOR CENTER GUEST COUNTS
VISITOR CENTER SALES YTD COMPARISON 2019 TO 2020
2019 SALES
$9,053
$11,657
YTD 2020 Comparision to 2019 $10,000.00 $9,000.00 $8,000.00
$7,105
$7,000.00
2020 SALES
$6,000.00
$5,052
$5,000.00 $4,000.00
$3,288 $3,121
$3,000.00 $2,000.00 $1,000.00
$885
$1,387
$3,290
$1,932
$1,363 $292
$525
$476 $231
$0.00
2020 78
2019
2020 total sales $35,587. vs. 2019 total sales $11,657. Closed for COVID mandate, partial Mar, April, May and partial Nov, plus
$2,691 $2,636 $1,737 $1,345 $835
$35,587 Closed for COVID mandate, partial March, April, May and partial November, plus several additional days between March-December.
SOCIAL MEDIA FOLLOWERS
9,047 start
10,707 end
1,660
1,586 start
2,008 end
422
375 start
465 end
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TOP FACEBOOK POSTS
919 Posts 112 Posts, 305 highlights/stories 278 tweets
Dions: 15k Reach
Dion’s Pizza 15,000 reach This post supported an incoming business; Roswell welcomed several new businesses in 2020!
Local Couple: 32.2k Reach Local Couple 32,200 reach
4th of July Cancellation: 15.5k Reach
Sharing messages from our community members helped build engagement and the sense of community with our followers and viewers.
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Message from the Mayor: 29k Reach
Message from Mayor 29,000 reach This message from Mayor Kintigh on March 23 boosted engagement on our Facebook page.
TOP INSTAGRAM POSTS
Drive- through COVID Testing: 17.1k Reach
These posts are the top posts of 2020. You can see the diversity from honoring an AA pilot, the amazing hiking trails at Bitter Lake National Wildlife Refuge and celebrating a grant received by the Roswell Air Center. Our Instagram account @roswellnmgov truly highlights all the best parts of our community, department wins, and important information.
American Airlines Pilot 1,725 impressions
Keep Roswell Beautiful 1,067 impressions 1,067 Impressions
Roswell Air Center Sunset 1,276 impressions
1,230
PSA: Census Workers: 24.8k Reach
1,230 impressions
1,725 Impressions
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1,276 impressions
1,276 imp
ROSWELL AIR CENTER
AIR SERVICE
Denver. Then it happened: COVID-19. By the end of April passenger enplanements
Air Service 2020Awarded started off looking be one of the bestExpanded years ever. Passenger were strong and getting $8.4toMillion airlinerenplanementsParking over 500 stronger. February showed a 10% gain over February 2019. We were teeing up United flights to Denver. Then in grants for capital by over creating it happened, COVID-19. By the end of Aprilstorage passengerarea enplanements had droppedairliners, by 96%. PHX service was suspended indefinitely and DFW service was reduced 2 flights per day. The good news is recovery projects and operations 200to acres ≈200 jobs is happening, slowly. Through careful negotiations with American Airlines we were able to retain two flights to DFW in spite of a proposal by American to suspend them in October. In November enplanements were 76% of November 2019 levels.
had dropped by 96%. PHX service was suspended indefinitely and DFW service was reduced to 2 flights per day. The good news is recovery is happening, slowly. Through careful negotiations with American Airlines we were able to retain two flights to DFW in spite of a proposal by American to suspend them in
Scott Stark
Air Center
enplanements were strong and
were teeing up United flights to
AIR CENTER DIRECTOR
ANNUAL REPORT
of the best years ever. Passenger
a 10% gain over February 2019. We
Juan Fuentes
2020 HIGHLIGHTS
2020 started off looking to be one
getting stronger. February showed
DIRECTOR OF ADMINISTRATIVE SERVICES
Passengers 70,000 60,000 50,000
55,211
56,607
60,207
44,191
40,000 30,000 22,832 20,000
October. In November enplanements were 76% of November 2019 levels.
10,000 0 2016
81
2017
2018
2019
2020
Flight Operations 21,765 flight operations (take-offs and landings) were completed in 2020, representing a 54% decrease from 2019 traffic levels, due to COVID-19 travel restrictions.
O p e ra t i o n s 50,000
FLIGHT O P E R AT I O N S
47,149
45,000
34,280
35,000
50,000
30,011
30,000
21,765 flight operations (takeoffs and landings) were completed in 2020, representing a 54% decrease from 2019 traffic levels, due to COVID-19 travel restrictions.
O p e ra t i o n s
40,000
47,149
25,546
45,000
25,000
21,765
40,000
20,000
34,280
35,000 15,000
30,011
30,000 10,000
25,546
5,000 25,000
20,000 0
21,765 2016
2017
2018
2019
2020
15,000 10,000 5,000
Grants/Projects 0 2016
GRANTS/PROJECTS The Air Center was awarded FAA, USDOT and NM Aviation Grants totaling $8.4 Million in 2020. The
2017
2019
2020
$750,000
Grants/Projects SCASDP (USDOT)
$650,000
The Air Center was awarded FAA, USDOT and NM Aviation Grants totaling $8.4 Million in 2020. The construction projects should begin in 2021. CARES Act funding is used to support airport Operations. CARES Act $1,233,016 Spending of USDOT funding for air service expansion is delayed due to the COVID-19 pandemic. $107,500
$750,000
construction projects should begin in 2021. CARES Act funding is used to
2018
The Air Center was awarded FAA, USDOT and NM Aviation Grants totaling $8.4 Million in 2020. The construction projects should begin in 2021. CARES Act funding is used to support airport Operations. Spending of USDOT funding for air service expansion is delayed due to the COVID-19 pandemic.
Twy A & J Rehab SCASDP (USDOT)
$3,109,529
$107,183
$650,000
support airport Operations. Spending of USDOT funding for air service expansion is delayed due to the
Ramp Rehab.Phase I
CARES Act
$1,233,016
$3,178,900
$107,500
COVID-19 pandemic. Twy A & J Rehab
COVID-19 AircraftI Parking Expansion. Ramp Rehab.Phase
$3,109,529
Federal
State
$107,183
City
$3,178,900
As the airlines slowed due to the pandemic they removed thousands of aircraft from active service and put them in storage. The Air Center had just the place for them. Using Air Center, Parks and Streets personnel and
Federal
State
City
COVID-19 Aircraft Parking Expansion. As the airlines slowed due to the pandemic they removed thousands of aircraft from active service and put them in storage. The Air Center had just the place for them. Using Air Center, Parks and Streets personnel and
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C OV I D - 1 9 A I R C R A F T PA R K I N G E X PA N S I O N As the airlines slowed due to the pandemic they removed thousands of aircraft from active service and put them in storage. The Air Center had just the place for them. Using Air Center, Parks and Streets personnel and equipment over 200 acres were made suitable for aircraft storage in March. 10 city employees, 2 loaders, 1 grader, 5 dump trucks and a water truck participated. The Air Center is now storing over 500 airliners. The increase in storage has quadrupled aircraft parking fee revenue, now averaging $155,000 per month and created approximately 200 jobs.
A S C E N T AV I A T I O N PROJECT In April, talks began with Ascent Aviation Services concerning the company’s interest in constructing a new hangar at the Air Center. The new hangar, a $25 million project, will be built with private and state funds. It will house a Boeing 777 and will be located southeast of the Dean Baldwin hangar. The expansion of Ascent Aviation Services to Roswell will create 130 jobs in the first year and up to 360 jobs within five years.
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PERSONNEL This year was a big year for employee turnover. At the beginning of 2020 the Air Center had ten employees. By the end of the year two employees retired and four resigned or moved to another department. We wish them all the best. We welcomed a new Airport Administrative Assistant and a new Airport Security Coordinator in the summer and fall. We are hiring to replace two Airport Maintainers. The Property & Contracts Coordinator and a newly created Deputy Director position are being filled. The Deputy Director will head up business development efforts at the Air Center.
84
ROSWELL FIRE DEPARTMENT
DEPUTY CITY MANAGER Mike Mathews
FIRE CHIEF
Matt Miller
2020 HIGHLIGHTS
New leadership
79 uniformed
14,121.55
1,000 total
8,373 total
personnel
hours of training
fire calls
EMS calls
S TA F F I N G •
New Chief: Matt Miller
•
New Deputy Chief: Daniel Fuller
•
New Fire Marshal: Jared Olive
•
New Deputy Fire Marshal: Jamie Higgins
•
New Deputy Fire Marshal: Chris Casey
•
Promoted 10 firefighters to Fire Apparatus Operators
•
Promoted 2 Drivers to Lieutenants
•
Brought on 2 Lateral positions: 1 driver & 1 firefighter 2020 Rookie Class
85
Current Personnel
# To Be Fully Staffed TRAINING DIVISION – 2020 training hours: 14,121.55
S TA F F I N G Y T D Tr a i n i n g H o u r s att Miller * New Deputy Chief – Daniel Fuller * New Fire Marshal – Jared Olive 10000 8370.3 100 8000 puty Fire Marshal – Jamie Higgins * New Deputy Fire Marshal – Chris Casey 90 50 6000 4089.25 79 8 11 2 2 0 firefighters to Fire Apparatus Operators * Promoted 2 Drivers 4000to Lieutenants 0 489 296 211 167 Brought Recruits/In on 2 Lateral positions - 1 driverUniformed & 1 firefighter 20000 Administrative Training
221
278
Personnel
Current Personnel
# To Be Fully Staffed
TRAINING DIVISION ief - Matt Miller * New Deputy Chief – Daniel Fuller * New Fire Marshal – Jared Olive 80 Marshal – Jamie Higgins * New Deputy Fire Marshal – Chris Casey ew Deputy Fire oted 10 firefighters to Fire Apparatus Operators * Promoted 2 Drivers to Lieutenants 14,121.55 Hours New Engine 6 60Brought on 2 Lateral positions - 1 driver & 1 firefighter RFD took possession of the new Engine 6 in September. 59 The total cost was $474,800.07 and was paid for by Fire Protection Grant Funds 40 : 38 36 31 20 21 9 3 8 rui0 0g 0 80 2 0 2 0 R8e c tin McDonalds Competition 0 McDonald's donated the proceeds from food sales during a special two-hour event Oct. October Dec/Jan 60 January the fire department. Nic Snowberger owner of the downtown restaurant also present Applicants 59Tested Hired Remaining check to the department for winning the competition against the RPD for the most d 40
2020 Recruiting
38 next physical tryout/testing January 16, 36 2021 will be the 31
20
January be the8next physical tryout/testing date. date.16, 202121will 9 3 8 0 0 0 0
January October Applicants Tested
Dec/Jan Hired Remaining
me: 9373 Calls
January 16, 2021 will be the next physical tryout/testing date.
C a l l P e rc e n t a g e
olume: 9373 Calls
C a l l P e rc e n t a g e 11% Fire
11% Fire
89% 89%
86
EMS
EMS
False False False Alarms Stats: Fire Response Alarms Alarms 36% 36% 36%
Hazardous Hazardous Condition 1%1%
Condition Condition 12% e: 9373 Calls 12% 12%
C a l l P e rc e n t a g e
Good Intent Good Good Intent Intent 12% 12% 12%
total Fire calls 1000
F i re R e s p o n s e C a l l s
Rescue Hazardous 1% Condition 12%
11% Fire Fire Fire31% Fire 31% 31% False Alarms Fire EMS False False Alarms Alarms Fire Fire Good Intent Hazardous Condition Good Good Intent Intent Hazardous Hazardous Condition Condition 89% Rescue Service Call Rescue Rescue Service Service Call Call
Service Call 8%
False Alarms 36%
Good Intent 12%
Fire 31% False Alarms
Fire
0 Fire-313 Good Intent-119 Hazardous-120Rescue-7 ServicGood e CallIntent -81 FirFeir-e3-13313 GoGoodoIdntInetnetn-1t-11919 HaHzazradroduosu-1s-2102R0eRsecsuceu-e7-7 SeSrevircveicCeaCllRescue a-8ll-181
Hazardous Condition Service Call
TOTAL VOLUME
Calls se Stats: TOTAL EMS9373 calls 8373 tats: Stats: TOTAL TOTAL EMS EMS calls calls 8373 8373
False Alarms – 360
FIRE RESPONSE STATS
Fire-313
Good Intent-119
Hazardous-120Rescue-7
1,000 Calls
EMS Response Stats: TOTAL EMS calls 8373 False Alarms EMS Response C alls EEMMSSRR ee sp s poonns seeCCaal llsl s Fire 6% 1% 8% 6%6% 1%1% 3% 8%8% 3%3% 1%6% 1%1% 6%6%
Good Intent
Rescue
2%2%
360 313
E M S R e s p o n s e C119a l l s 6% 1%
Hazardous
Fire Prevention 2%Services:
120
8%
TOTAL Activities: 888
81 2%
Fire73% Prevention Services 18% Stroke Respiratory Stroke Stroke Respiratory Respiratory Gunshots/Stabbing MVA Gunshots/Stabbing Gunshots/Stabbing MVA MVA Other Other Other
8,373 Calls Cardiac Stroke Respirator Seizure Gunshots/Stabbing
Battery Other 87
31%
Cardiac
Stroke
Seizure
Gunshots/Stabbing
Battery
Other
Cardiac-449 Stroke-97 Respiratory-624 Seizure-263Cardiac-449 Stroke-97 CaCrG adriuadncias-4hc-4o49t4s/9stSatbSrbotirknoegk-se9--76987 ReRsM epsiV rpaA irt-ao5tr0oy5-r6y-26424 BatteSreySiz-e1uiz9rue8r-2 e-623O6t3hGeur-n6sh0o5t5s/stabbings-68 44% EMS RESPONSE STATS uGnusnhsohtos/tst/astbabbinbginsg-6s-868 MM VAV-A5-05505 BaBtatettrey-r1y-91898 OtOhtehre-6r-0650555
MVA
3% 1% 6%
7
Service Call
73% 73% 73%
Cardiac Cardiac Cardiac Seizure Seizure Seizure Battery Battery Battery
Serv
Respiratory MVA
Respiratory-624 Seizure-263 MVA-505 Batte7% ry-198 Other-6055
Fire Investigations
Inspections
Plan Reviews
Public Relations Training
449 FIRE PREVENTION SERVICES
97
Fire Investigations-95 Inspections-769 Plan Reviews-55 624 888 Total Activities
Public Relations Tra
263 68
Fire Investigations
95
TRAINING DIVISION – 2020 training hours: 14,121.55 505 Inspections 769 198
Plan Reviews
55
Y T D Tr a i n i n g H o5u r s
6,055
Public Relations Trainings
10000 8000 6000
8370.3 4089.25
NEW ENGINE 6 RFD took possession of the new Engine 6 in September. The total cost was $474,800.07 and was paid for by Fire Protection Grant Funds.
MCDONALD’S COMPETITION McDonald’s donated the proceeds from food sales during a special two-hour event Oct. 19 to the fire department. Nic Snowberger owner of the downtown restaurant also presented a check to the department for winning the competition against the RPD for the most drive-through traffic. The money won will be put toward new equipment.
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CITY MANAGER Joe Neeb
2020 HIGHLIGHTS
EXECUTIVE DIRECTOR
Caroline Brooks
AT T E N D A N C E Due to COVID-19, the Museum was closed from March 18 to October 13, 2020 and again from November 17 to December 3, 2020, leaving only 99 days that the Museum was open to the public compared to a normal 306 days. For 34 of those days, beginning with the Museum’s reopening on October 13, the Museum’s hours were reduced, due to a lower capacity under COVID health restrictions combined with reduced staffing, to 1-5 pm, Tuesday through Friday (16 hours per week), instead of the normal Tuesday-Saturday 9 am-5 pm and Sunday 1-5 pm (45 hours per week). As such, during 2020, the Museum as a whole had 6,581 visitors, an overall reduction of 81% compared to 2019. Beginning with the March 18 closure, planetarium shows, classes and events were cancelled, and some exhibitions were cancelled or rescheduled.
89
EXHIBITION HIGHLIGHTS Although the exhibition schedule was significantly modified due to the extended closure, RMAC was able to present six RAiR exhibitions and three permanent collection exhibitions, along with maintaining the three permanently-installed exhibitions. Another seven exhibitions are on hold. ROSWELL ARTIST-IN-RESIDENCE PROGRAM SV Randall, from Buffalo, New York, presented a series of sculptures inspired by a sense of placelessness. Meticulously crafted faux suitcases rendered in subtle, pastel colors sat atop platforms with remnants of architectural motifs – evoking a state of fractured displacement, nostalgia and nomadism. Tonee Harbert, from Portland, Maine, used a 1960’s plastic “Diana” film camera for his photographic work. The exhibition, titled Through the Static and Distance, invoked history and impermanence by capturing what remains of items that once held meaning, from a bullet-ridden sign to a displaced children’s slide. Jordan Ann Craig is a Northern Cheyenne artist based in California and New Mexico. Her large-scale minimalist paintings are inspired by patterning used in traditional indigenous cultures. Brooklyn, New York-based artist Michael Waugh is known for intricate, representational drawings formed from minuscule handwritten words. Waugh laboriously transcribes long texts — such as government reports or books about power and capital — into optically dizzying portraits and landscapes. His most recent series, depicting a bucolic scene of a horse and wagon, used text from Rachel Carson’s ground-breaking book Silent Spring. Puerto Rican artist Manuel Alejandro Rodríguez-Delgado’s exhibition Space Jammer presented intricately crafted sculptural inventions that explored identity, time and space. One series served as time capsules filled with test tubes of wild plants, a fan to simulate breeze and videos that framed backgrounds of specific locations in Roswell and Puerto Rico. The industrially sealed “capsules” were designed in theory to launch into space for future descendants to discover. Chilean artist Agustín Lucho Pozo Gálvez’s Planet River of the Tenement featured large-scale abstract paintings that were a reflection of the isolation and chaos of the past year.
Photos from top: Jordan Ann Craig installation; Michael Waugh interview; Agustín Pozo installation; Delgado’s Wildflower Cowboy.
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PERMANENT COLLECTION EXHIBITIONS •
Inspired by Calligraphy included work by Ulfert Wilke and Peter Bilan that explored the calligraphic form.
•
Remembering Bruce Lowney Bruce Lowney, a lithograph artist who passed away in late 2019. Fourteen of his works were showcased.
•
A large painting by local arts supporter and artist, Don Anderson, was displayed in recognition of his passing at the age of 101.
•
Non-exhibits staff were given the opportunity to explore the collection and provide diverse viewpoints through two small, curated exhibits—Let’s Dance by Wendy Cook and Open Spaces by Barbara Posuniak.
TOTAL IMPLEMENTATION
MUSEUM STAFF
700+ HOURS
3-4 FULL-TIME
COLLECTIONS The Aston Collection of the American West, installed in the West of Beyond exhibition on the north side of the Museum, was inventoried and cleaned. Some artifacts not included in the 2006 installation were brought out of storage to give light-sensitive textiles and other materials a chance to “rest.” Staff also cleaned and inventoried the Goddard Collection and cleaned and waxed the Goddard bronze. The Museum accepted donations by artists Martie Zelt (Roswell), Qwist Joseph (Colorado), Rachel Stevens (Las Cruces), and Sally Chandler (Texas). Seven pieces of WPA furniture from the Museum’s original furnishings were loaned to the Branigan Cultural Center in Las Cruces for display from June to October 2020 as part of an exhibition on wood carvings produced during the WPA. TOTAL IMPLEMENTATION
MUSEUM STAFF
1,000+ HOURS
4-6 FULL-TIME
Photos from top: Inspired by Calligraphy exhibition; Goddard bronze sculpture cleaning; art handlers pick up WPA Trostero.
91
EVENTS AND CLASSES The year started as normal with a full slate of approximately 30 classes and 25 events for the year, including pARTy After Hours, Family After Hours, Brown Bag Lunch Talks, Gentle Yoga, documentary film series, lectures, Lorene Johnson Gratton art workshops, ceramics classes, kids camps, the Roswell Science and Art Festival, and Holiday Open House. “Pop-Up Playdates” and “Make and Mingles” were being planned as additional hands-on art opportunities for families and adults. A few classes and programs took place in January, February, and early March, however the remainder were cancelled due to health restrictions. In October, in collaboration with Keep Roswell Beautiful and RISD, RMAC presented an at-home chalk drawing activity called “Chalk Your Walk” and displayed sculptures made of recycled materials in the “Recycled Sculpture Exhibition” as a replacement for the Science and Art Festival. A “Puzzle Room” also opened in one of the galleries. Like an Escape Room, but with little to touch, visitors have 60 minutes to solve a series of puzzles fictionally based on the collection. TOTAL IMPLEMENTATION
MUSEUM STAFF
350 HOURS
3-5 FULL-TIME
BASED ON REDUCED SCHEDULE
Photos from top: School visit; Museum docents; Recycled sculpture exhibition; Chalk art activity with Keep Roswell Beautiful; Cedra Wood exhibition; Gentle Yoga at the Museum.
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VIRTUAL PROGRAMMING While the Museum already had a robust social media presence, four Facebook video series were created as staff looked for ways to provide a stronger virtual presence during COVID and to substitute cancelled inperson programming. •
Museum Moments, led by RMAC Curator Aubrey Hobart, provides an in-depth look at the art and historical items on loan or in the collection and includes interviews with some of our featured artists.
•
Space is Awesome is presented by Planetarium Coordinator Jeremy Howe and highlights significant current and historical figures, facts and celestial events.
•
Kids’ Craft Corner features 12-year-old Jules Cook who offers instruction on art activities geared for school-age kids. Kids’ Craft Corner reduced postings at the start of the school year.
•
Gentle Yoga, presented by local yoga instructor Alice Buck, is a continuation of the in-gallery sessions she began offering at the Museum in January.
Additional video posts include a studio visit with Tinnie, New Mexico, artist William Goodman and a series of promotional membership videos featuring local residents. Also, we were able to make available a series of planetarium shows for schools and the public through one of our film distributors and we offered virtual field trips for the schools. Roswell Artist-in-Residence exhibition receptions did not take place after March 18, however the lectures were presented virtually in partnership with the RAiR Program and some artists are developing virtual videos to accompany their exhibitions. In December 2020, the Museum released its first digital newsletter to serve as a temporary replacement for the printed Museum Magazine, which was unable to be printed due to the inability to advertise concrete plans much into the future. The first issue was sent to members and a link was made available through social media for potential subscribers. The digital newsletter will continue to serve as a supplement alongside the printed newsletter to maintain a stronger online presence.
TOTAL IMPLEMENTATION
440 HOURS
BASED ON REDUCED SCHEDULE
STAFF
5 FULL-TIME MUSEUM STAFF 1 FULL-TIME PUBLIC AFFAIRS STAFF 1 PART-TIME CONTRACT INSTRUCTOR 1 VOLUNTEER Photos from top: Video interview with Executive Director; Kids’ Craft Corner project.
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ADMISSIONS
MEMBERSHIP
As part of the 2017-2021 RMAC Strategic Plan along with
Museum membership levels were updated in 2019
City budget cuts, museum admission fees were approved
and promotional efforts to expand and diversify the
by the RMAC Board of Trustees and Roswell City Council.
membership base were undertaken with assistance
As a means to offset the impact of the fees, free days and
provided by a community advisory group and the Board
discounts were adopted and the Museum registered for
of Trustees in 2020. Efforts included a mailer, billboards,
the national program Museums for All which provides a
banners and social media posts, as well as a Members’
discounted rate for those in the federal food assistance
Appreciation Week and Membership Week in October and
program SNAP. The adopted fees began in January 2021.
December. Programming ideas, in alignment with member interests, are still in discussion. Efforts will be ongoing through 2021.
TOTAL IMPLEMENTATION
TOTAL IMPLEMENTATION
80 HOURS
400+ HOURS
STAFF
1 FULL-TIME MUSEUM STAFF 10 BOARD MEMBERS
STAFF
2 FULL-TIME MUSEUM STAFF 2 FULL-TIME PUBLIC AFFAIRS STAFF 30 VOLUNTEERS
YOUR MEMBERSHIP MAKES A DIFFERENCE. Become a member of RMAC and support one of Roswell’s greatest cultural treasures. RMAC MEMBERS RECEIVE: • • • •
Free exhibition and planetarium admission Guest passes Discounts in Museum Store and on classes Invitations to parties and special events
roswellmuseum.org
Photos from top: Memberships can now purchased online; Membership campaign lead graphics; Membership Week, December 2020; New museum official member sticker.
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GRANTS AND FUNDING A Cares Act grant in the amount of $7,500 was received
Revenues were extremely limited in 2020 as a result of
from the New Mexico Humanities Council to offset the
being closed. The store brought in $14,850 (normally
impact of COVID and is being used toward the purchase
$60,000), memberships were $14,635 (normally
of PPE, sanitation supplies and virtual programming.
$20,000), and the planetarium was $2,232 (normally
Three grants were submitted to the National Endowment
$20,000).
for the Humanities and the Institute of Museum and Library Services during the year for programming and collections initiatives, two of which were unsuccessful and one has yet to be announced. Grant submissions to NASA and the NEH are forthcoming.
95
TOTAL IMPLEMENTATION
MUSEUM STAFF
400+ HOURS
2 FULL-TIME
ROSWELL POLICE DEPARTMENT DEPUTY CITY MANAGER
CHIEF’S GREETING
Mike Mathews
CHIEF OF POLICE
Welcome to the Roswell Police Department’s 2020 Annual Report. We have had a number of notable accomplishments this year which would not have been possible without the dedicated support of our citizens, elected officials and city management.
Philip Smith
Our teamwork in 2020 led us to many notable accomplishments for our community, including a reduction in Part 1 Crimes, the ongoing initiation of the RPD Drone Unit to increase criminal apprehensions and enhance officer safety and to search for those who have been lost, “Ghost Markings” Units
implementation of the RPD K9 program, expansion of the RPD Traffic Unit and the grant funding of both the De-Escalation Virtual Range and License Plate Readers. We are moving our Evidence/Property and
2020 HIGHLIGHTS
Technical Services to an off-site location to better preserve evidence and serve our community. We are as an agency pursuing National Accreditation through the Commission on Accreditation for Law Enforcement Agencies. Last year was a trying year as we were hit with the global pandemic this included manning adjustments and seeking even more alternative
1,777 cases worked
funding sources. We applied and received several grants while our community afforded us generous donations, specifically creating our new K9 Unit. I remain forever grateful to our amazing police department and community for their tremendous efforts in supporting us and our mission here in the City of Roswell.
9,386 items booked
I want to express what an honor and privilege it is to serve as your Chief of Police for the past 7.5 years. While I often receive credit for our many accomplishments, all the accolades belong to the members of Roswell Police Department and those who support us. We have truly built a premier law enforcement agency in the State of New Mexico both culturally and professionally. I would measure the RPD against any agency in the United States. God bless each of you for
245 search warrants served
supporting me, as Chief, and our men and women who work every day to provide the most efficient and caring police service to the community of Roswell. I look forward to continuing to serve you and our police agency in any and all capacities called upon by the City of Roswell.
115 CYFD referrals
96
PHILIP SMITH, ROSWELL CHIEF OF POLICE
Roswell. I look forward to continuing to serve you and our police agency in any and all capacities called upon by the City of Roswell. Philip Smith, Roswell Chief of Police AN N U A L C R I M E S TAT S
HOMICIDE
Crime Categories 11
Roswell Police Department Annual Crime Stats
RAPE
ROBBERY
Homicide 49 11
ASSAULT
Rape Robbery 49 40 40
Assault 803 803
BURGLARY
Burglary 270270
LARCENY
MOTOR VEHICLE THEFT
Larceny Motor Vehicle Theft 1165 1,165 162 162
TOTAL
Total 2,500 2500
2020 PART I CRIMES 3000 2000 1000 0 Homicide
Rape
Robbery
Assault
Burglary
Larceny
Motor Vehicle Theft
Total
2 0 2 0 PA R T I I C R I M E S 2000
1878
1507
1500
371
1000 500 0
1 Crimes Against Persons
The RPD drone program helps increases criminal apprehensions and find lost individuals.
Crimes Against Property
Total
C R I M I N A L I N V E S T I G AT I O N S TECHNICAL SERVICES DIVISION N I T / P R OCriminal P E R T YInvestigations Division Roswell Police U Department
2020, the Detectives of the Criminal Investigations Division were assigned and worked 1,177 case In 2020, the Detectives of theInCriminal Investigations Items Booked In 9,386
of 2,500, the totalout number of incident reports taken by the Roswell Police Department. Approximat Division were assigned and worked 1,177 cases of Guns 491
245 Search Warrants were served as a result of the cases that were assigned, as well as numerous A 2,500, the total number of incident reports taken by Drugs 1,856 Warrants. The Criminal the Roswell Police Department. Approximately 245 Investigations Division also worked approximately 115 Child Youth and Fami Sent to Lab 1,183 (CYFD) referrals. Search Warrants were served Division as a result of the cases Vehicles Released 207 that were assigned, as well as numerous Arrest Warrants. The Criminal Investigations Division also worked
Transferred
11
RTOW/RETO Technical Services Unit/Property 1,015 Roswell Police Department
approximately 115 Child Youth and Family Division (CYFD) referrals.
97
Destruction Orders Executed
50
Total Items Destroyed
YTD
7,331
ITEMS BOOKED IN:
Firearms Destroyed
9386
1,256
GUNS:
491
DRUGS:
1856
S P E C I A L I N V E S T I G AT I O N S DIVISION DRUGS SEIZED 2020 Methamphetamine
105.22 lbs.
Heroin
686.3 grams
Marijuana
60.58 lbs.
Marijuana (Plants)
19 each
Cocaine
1448.8 grams
Narcotics (Prescription/Fentanyl)
515 units
RPD K9 units
S WAT The SWAT Team had 21 call outs in 2020. This year we
Firearms
168
Arrests
210
Cases Initiated
536
also implemented a “SWAT Light” call out where a few team members are called out to assist other divisions in securing and clearing houses. We had approximately 8 times where team members responded in this capacity.
RECRUITING We currently have seventeen vacant positions as of December 31, 2020, with eleven in the hiring process (9 recruits and 2 PSA). We are currently holding recruit testing every first and third Thursday of the month.
rrently have seventeen vacant positions as of December 31, 2020, with eleven in the hiring process ruits and 2 PSA). We are currently holding recruit testing every first and third Thursday of the .
2 0 2 0 A p p l i c a n t s & H i re s 158 64
12
7
6
5
Recruit Applications
Lateral Applications
PSA Applications
Recruites Hired
Laterals Hired
PSA Hired
2 02 0 L o s s e s 14
3
4 0
Retired
Resigned
Resigned in Lieu of Termination
Terminations
Roswell Police Department K9 Units 98
Recruiting billboards and wrapped recruiting trucks.
where a few team members are called out to assist other divisions in securing and clearing houses. We MONTHLY REPORT – YTD 2020 had approximately 8 times where team members responded in this capacity. 4.5
Roswell Police Department Professional Standards/Internal Affairs
P R O F E S S I O N A L S TA N D A R D S / I N T E R N A L A F FA I R S 4
INTERNAL INVESTIGATIONS MONTHLY REPORT – YTD 2020 INTERNAL INVESTIGATIONS
3.5 3 4.5 2.5 4 2 3.5 1.5 3 1 2.5 0.5 2 0 1.5
Jan Feb Mar Apr Jan May Feb Jun Total Complaints Received: 41 (100%) Complaints Sustained: 10 (24.3%) Complaints Not Sustained: 2 (4.8%) Complaints Unfounded: 27 (66%) Complaints Cleared Exceptionally: 1 (2.4%) Pending Investigations: 1 (2.4%)
1 0.5
May Sep Jun Oct Jul Nov
M O ISC N O ON R D IG U IN C A TN L C OT O M BA PL S A ED IN T
0
Mar Jul
Complaints Internally Generated: 13 (31.8%) Complaints Citizen Generated: 28 Aug (68.2 Apr %)
13 (31.8%)
Citizen Generated
28 (68.2%)
Sustained
10 (24.3%)
Not Sustained
2 (4.8%)
Sep Oct Nov Dec
RESPONDING TO RESISTANCE AND AND AGGRESSION RESPONDING TO RESISTANCE AGGRESSION
COMPLAINTS RECEIVED Internally Generated
Aug Dec
MONTHLY REPORT – YTD 2020
16 Jan
14
Feb
12
Mar
10
Apr May
8
Jun
6
Unfounded
27 (66%)
Cleared Exceptionally
1 (2.4%)
Pending Investigations TOTAL
Jul Aug
4
Sep
2
Oct
0
1 (2.4%) 41
Nov Firearm
Taser
O.C.
Sims
Total reports filed Year to Date: 117 Total Number of Taser 28 (24%) Taser87 (74.3%) Total Number of Personal Total Number of Asp 2 (1.7%) Personal
ASP
Personal
28 (24%) 87 (74.3%)
2 (1.7%) Roswell Police Department Recruiting
TOTAL REPORTS FILED
99
Asp
117
ROSWELL PUBLIC LIBRARY DEPUTY CITY MANAGER Mike Mathews
LIBRARY DIRECTOR Enid Costley
YEAR IN REVIEW Despite frequent closures due to a state health order, unexpected flooding, and a reduction in library hours, the Roswell Public Library staff found ways to continue to meet the informational, educational and recreational needs of the citizens of Roswell and Chaves County.
A burst pipe caused damage to public restrooms, as well as the children’s area, lobby, circulation area, magazine area, and the main meeting room.
2020 HIGHLIGHTS
The Roswell Public Library was closed March 18,
Two new book returns
Reading and STEM
and self-checkout
programs for children
machines
2020 during a state-mandated health order. It later reopened to the public on August 12, 2020. During the closure, a burst pipe caused damage to public restrooms, as well as the children’s area,
LIBRARY ON THE GO
lobby, circulation area, magazine area, and the main meeting room.
As the library closed its doors in March, we began offering a concierge service, allowing the public to borrow books,
Also, during the closure, most of the library staff
magazines, movies and music without coming into the
was reassigned to assist other city departments.
building. This service was so popular we used $15,003.93
This left the library with three staff members to
in Library General Obligation Bond B funds to have a
continue providing patrons with library service. After
service window with product drawer installed on the east
the reopening, the library staff returned with fewer
side of the library.
employees causing a significant reduction in hours from 66 open hours per week to 32 hours per week.
REOPENING THE LIBRARY
During the months of August and October, the library
Soon after the library closed, we began making plans to
was open 10 a.m. to 2 p.m. Tuesday through Friday.
reopen and we used Library General Obligation Bond B
On October 13, the library expanded our hours to 10
funds for the purchases.
a.m. to 2 p.m. and 3 p.m. to 7 p.m. Tuesday through
•
Two book returns ($6,902.00) — one was placed
Friday. But another statewide health order closed the
inside in the Lobby and the other outside on the east
library November 16 through December 3. Building
side of the building.
repairs have begun, but are not yet complete. The
•
children’s department, public restrooms and meeting rooms have remained closed to the public.
Sneeze guards ($8,766.85) were installed at the service desks.
•
Two new self-checkout machines ($20,148.00) were purchased that work with a stylus.
100
LIBRARY COLLECTION The Library used grant funds to improve its services. Library General Obligation Bond B Funds were used to purchase book browser shelves ($3,637.00), allowing us to expand the sturdy cardboard books or board books for babies. We used New Mexico State Aid funds ($9,403.85) to purchase carts for the public to place items they viewed, but did not check out and to purchase shelve guides making it easier for the public to located materials. This was greatly appreciated by the public because one of the projects we completed when we were closed was to move and adjust the collection and shelf heights by following best practices of universal access or for making the collection accessible for everyone.
SCIENCE TECHNOLOGY E N G I N E E R I N G A N D M AT H (STEM) PROGRAM New self-checkout machine
Roswell Public Library began offering STEM at Home Kits for elementary-aged students in October. These science technology engineering and mathematics (STEM) kits have been created from the National Science Teachers Association publication Picture Perfect Science Lessons by Karen Ansberry and Emily Morgan. Each STEM at home kit provides step-by-step instructions designed for child and adult to work together to complete a fun learning challenge. The STEM at Home kit is checked out with a recommended STEM picture book.
Growing tomato seeds that were at the Space Station — NASA science experiment. Repairs being made to the water-damaged areas.
101
KO I P O N D S
FUNDING
Prolonged rainwater leak had
The Roswell Public Library is funded
damaged the carpet in the children’s
by the City of Roswell, which pays
area. But, after repairs were complete
for staff salaries and benefits for ten
and the moldy carpet removed, a
full-time staff and six part-time staff.
local artist created a floor painting
The city also pays for materials such
of a koi pond that was continued
as books, audio books, magazines,
around the north windows in
newspapers, and movies, and
the children’s area. This project
supplies like paper, tape, library
($7,542.93) was funded by the Roswell Library Foundation.
A video phone was placed in the library to serve people with hearing impairments.
cards, envelopes, book covers, book labels and repair glue. Other costs include, but are not limited
CENSUS
to, insurance, utilities, cleaning supplies, pest control, phone service,
Every ten years, a census data is collected and used at local, state and federal
and postage. Funding for library
levels to determine funds and services which Roswell receives. The Roswell
programs, presenters, and some
Public Library received a $2,000 grant from the American Library Association
building or service improvement are
to support the City of Roswell’s efforts for an accurate census count. We
funded with grants and donations,
used these funds to print a bilingual coloring book that was distributed by
and by the New Mexico State Library
the schools at their Lunch on the Go program. The coloring book promoted
Grants in Aid and Library General
the library and other agencies that helped people complete the census form.
Obligation Bond B funds.
Members of the Reference Department received training from the U.S. Census Staff assisting the public on completing the census questionnaire. The Library
The Library staff members are
also offered free meeting space for training of census takers and the Roswell
masters of multitasking, so it is
Complete Count Committee.
impossible to put a dollar amount to the projects we complete without
C L E A N U P L I B R A R Y D ATA B A S E
extensive and time-consuming paperwork. For example, while
We completed a mass clean-up of the Library database. This was done in
scheduled to work the service desk
preparation of our contract with our online catalog expiring in fiscal year 2021.
staff may also: answer phone, check out materials, call people for holds,
SCHOOL READINESS PROGRAM
take orders or deliver materials
Completed the development for an online school readiness program which was
and covers on new books, clean
implemented in January 2021.
up database, send out overdue
for Library on the Go, put labels
notices, collect fines and fees,
ROSWELL BIG READ
complete library card application,
Participated in planning meetings for the successful National Endowment for
issues, disinfect the desk, work on
the Arts Big Read application submitted by Eastern New Mexico University–
a layout, put together packets for
Roswell to host a programs and events around the book Into the Beautiful
library card campaign, select items
North by Luis Alberto Urrea.
or discard an item, put together a
help someone with minor computer
pathfinder, provide directions, help
L I B R A R Y C A R D C A M PA I G N
with printing, put out newspapers
Completed the planning for a pilot program with the Sierra Middle School
select books, create an badge for a
to encourage students to obtain a library card. This is funded in part by the
library program, plan for programs,
donation from the Friends of the Library.
refile movies, or promote a City of
and magazines, create book displays,
Roswell program or service. 102
SOLID WASTE
DIRECTOR OF ADMINISTRATIVE SERVICES
Juan Fuentes
SOLID WASTE DIRECTOR
Abraham Chaparro
2020 HIGHLIGHTS
33 employees and 41
41,000 hours worked
41,792.75
17,968 residences and
69,944.04 tons
pieces of equipment
for waste collection
tons collected
1,787 businesses served
processed at landfill
A B O U T T H E D E PA R T M E N T The Solid Waste Department is made up of two sections. Each section works in unison with each other to accomplish the task of providing Solid Waste services to the City of Roswell. The Collections section of Solid Waste consists of Automated Trash Collection and Bulk Trash service. This consists of residential and commercial accounts. The Solid Waste Department currently services 17,968 residences and 1,787 businesses. This task is finally augmented with the Landfill Operation that receives all the commodities from the City of Roswell. The total number of employees is 33. This is accomplished with 41 pieces of equipment and a total $3,041,377.54 amount of operating expense.
103
Trash truck dumping at landfill with scrapper.
COLLECTIONS YTD Tonnage of 41,792.75
20 FTE Employees
41,600 Hours
Total FTE
Total FTE
Worked YTD
Salary of
Overtime of
not including OT
$815,822.16
$74,227.41
26 Vehicles in Use
M&R Vehicle
Fuel cost
Expense
$150,223.25
$905,426.23
3500 3000 2500 2000
Sum of Automated
1500
Sum of Rearloader Sum of Grappler
1000
Sum of Roll-Off 500 0
Landfill Operations AUTOMATED (RESIDENTIAL) COLLECTIONS YTD YTD•Tonnage
GRAPPLER (BULK TRASH) COLLECTIONS
Tonnage of 69,944.04 28317.13 YTD Tonnage • Commercial: 30065.34 Tons FTE Employees 7 FTE Employees • Residential: 39878.7 Tons Vehicles Vehicles in use • in 11useFTE Employees and 72 Seasonal Temp Employees • 22,880 Hours Worked YTD not including OT • For a Total FTE Salary of $401,708.22 REARLOAD (COMMERCIAL) COLLECTIONS ROLL-OFF • For a Total FTE Overtime of $27,887.31 YTD•Tonnage 6106.79 YTD Tonnage 18 Pieces of Equipment in use M&R Vehicle Expense of5 $ 460,228.75FTE Employees FTE •Employees • Fuel Cost of $205,854.21 Vehicles in use
5000 4000 3000 2000 1000 0
104
3
Vehicles in use
5204.3 5 5
2164.53 2 3
30-Yard Roll-Off Containers
42
20-Yard Roll-Off Containers
13
Sum of Residential Sum of Commercial
Commercial: 30065.34 Tons Residential: 39878.7 Tons L A•N D11 F IFTE L L Employees and 2 Seasonal Temp Employees • 22,880 Hours Worked YTD not including OT • For a Total FTE Salary of $401,708.22 11 FTE 22,880 YTD Totalof FTE Total FTE 18 Pieces of • Employees, For a Total FTE Overtime $27,887.31 Hours Tonnage of Salary of 2 Seasonal Overtime of Equipment in • 18 Pieces of Equipment in use Worked YTD 69,944.04 $401,708.22 Temp Expense of $ 460,228.75 $27,887.31 Use • M&R Vehicle not including OT Employees • Fuel Cost of $205,854.21 • •
5000 4000 3000 2000 1000 0
M&R Vehicle Expense $460,228.75
Fuel cost $205,854.21
Sum of Residential Sum of Commercial
The tasks described above were supported administrative and outside contractors thatoutside aid in Solid Waste The tasks described above were by supported bystaff Administrative staff and Operations and ensure we meet strict State of New Mexico environmental laws. contractors that aide in the Solid Waste Operation and ensure we meet strict State of New Mexico Environmental laws.
105
WASTEWATER TREATMENT PLANT DIRECTOR OF ADMINISTRATIVE SERVICES Juan Fuentes
2020 HIGHLIGHTS
UTILITY DIRECTOR
Lorenzo Sanchez
WASTEWATER SUPERINTENDENT Daniel Mendiola
WA S T E WAT E R P L A N T •
Daily and monthly
1,308 million gallons of wastewater treated
analysis to ensure EPA and NMED compliance
Discharging treated wastewater to the farm land in compliance with NMED permit DP-281.
•
Discharging treated wastewater to the Rio Hondo River in compliance with EPA permit #NM0020311.
•
1,083 million gallons of wastewater has been treated and discharged to farmland and Rio Hondo.
•
We had a kickoff meeting on December 14th for the Dewatering Facility design. Expected completion is as follows: •
Preliminary 60% design package - March 14, 2021
•
Pre-final 90% design package - May 28,2021
•
Final design package - July 30,2021
Manhole rehab project
COLLECTIONS CREW MANHOLE REHAB PROJECT Currently underway. Completion is set for early 2021. Manholes have a grout sprayed on to fill any voids then with a 150 mil Raven top epoxy coating and completed with a new ring, lid and concrete collar to meet existing grade. •
City Wastewater Treatment Lab running smoothly.
Project cost: $204,343.03
COMPLETED 5TH STREET SEWER PROJECT July 14th 2020 took off with a pre-construction conference with J and H Services and city staff. J and H installed 600’ of 8” sewer line, two manholes and 13 4” sewer laterals, and removed and replaced fences. •
Project cost: $161,744.56
LAB No projects or significant changes in the lab. Running daily and monthly analysis on treated wastewater to ensure we continue to comply with EPA and NMED requirements. 106
Treated water being discharged.
WATER MAINTENANCE AND TRANSMISSION A B O U T T H E D E PA R T M E N T
DIRECTOR OF ADMINISTRATIVE SERVICES Juan Fuentes
UTILITY DIRECTOR
Lorenzo Sanchez
2020 HIGHLIGHTS
Water Maintenance and Transmission (WM&T) is responsible for the maintenance and repair of over 300 miles of City water main and over 10,000 customer services. This is completed with a staff of 26 broken down into: •
3 4-person Maintenance Crews
•
1 5-person Construction Crew
•
1 Utility Locator
•
2 1-person Hydro excavators
•
2 Warehouse Staff
•
4 Administration
300+ miles of city water main
10,000+ customers
26 employees on staff
Daily maintenance on city water mains and customer service lines
8-1-1
4,029 8-1-1 Call Before You Dig tickets 107
PROJECTS Several projects were completed this year. The department is responsible for assisting Engineering and the contractor to insure a quality product for the City. GARDEN AVENUE BRIDGE
LARGE-DIAMETER VALVES
DAILY MAINTENANCE
During the Garden Avenue Bridge
Several large valves have been
Crews complete daily maintenance
project, it was decided to replace
replaced a different locations
on water mains and the City side of
and realign several sections of water
around the City. These are on our
service to customers.
main and customer services. We
larger transmission lines and a
also decided to not replace one of
used to control water flow during
the water line crossings, saving the
emergencies. There will be more of
City several thousands of dollars.
these projects as we continue to
Replacement and realignments were
update our water infrastructure.
completed with future projects in mind.
8-1-1 REQUESTS Water Maintenance and Transmission is responsible to complete the 8-1-1 Call before you Dig requests. This is done in conjunction the Special Electronics Department to ensure the City’s underground facilities are not damaged. During 2020, the department responded to clear 2,631 tickets, marked 1,273 tickets and had requests for 125 other 8-1-1 Dig requests. The department was also successful in changing a Maintenance Worker position to an Underground Utility Locater Technician. This created a dedicated staff position responsible for completing locates. 108