STATE OF THE VILLAGE ADDRESS
MAYOR LYNN D. CRAWFORD
JANUARY 25, 2021
Mayor Lynn D. Crawford, Village of Ruidoso. Download 2021 State of the Village Address (PDF)
To the Citizens of Ruidoso, I want to thank you for the continued support that you have shown the Governing Body during the tumultuous times that we are all living through. Even though we have been presented with many challenges, we all continue to work hard every day to maintain the trust that you have placed in us.
It has certainly been different as we have had to transition from in-person Council meetings to Zoom meetings and live- stream meetings on YouTube, but we thank you for remaining committed to continued participation in your local government. We are always available to listen to your questions, concerns, and comments. I also would like to thank my wife for her constant and unwavering support throughout my time serving the Village of Ruidoso.
In 2020 we started off planning and conducting the normal legislative processes. Abruptly in late February and early March, our priorities changed drastically. COVID-19 was spreading rapidly in New Mexico. Economic hardships were to come paired with fighting a global pandemic would make 2020 a year like no other. We have had to come together and work to help our residents, our local businesses, and employees stay safe and stay healthy. Adhering to the Governor’s Public Health Orders and mandates often made it hard to keep our economy on track. I am so proud of the Village of Ruidoso management, our team of directors, community partners, and all of our personnel for working every day to make sure that we are doing everything we possibly can to be a resource and proactive force during difficult times. From developing the Ruidoso Safe campaign to receiving $3,969,292 in CARES Act monies to help 77 local businesses, and ensuring the community had access to Personal Protective Equipment like masks and hand sanitizer. We have gone above and beyond to help this community remain resilient during these unprecedented times. In addition, they have continued to focus on providing the uninterrupted services that are essential to the day to day life of our residents and visitors. The vision of “Living in Nature’s Playground” remained a continued reality for our community and for those that visit.
This report will cover the Village’s response to the pandemic, our current financial position, departments’ accomplishments for 2020, priority recommendations for 2021, and legislative priorities for 2021. In my presentation tonight (January 25th), I will only cover the highlights.
PANDEMIC RESPONSE
The Village of Ruidoso has taken a proactive approach in responding to the COVID-19 pandemic to provide for the health, safety, and welfare of the Village of Ruidoso by focusing on the mitigation of COVID-19 and its impact on the economy. Below is a list of strategies and efforts taken on by the Village.
● Active emergency response since March, evaluating the situation as it has evolved and making recommendations on Village mitigation efforts.
● In April, the Finance Committee made its first budget cut of $5,049,832, froze all Non-Public Safety vacancies, no 4% PFE for employees, no travel unless re-certifications, no ℅ Governmental Funds.
● Conservative estimates and reduction in projected revenues in the amount of $1,029,070.
● Bi-weekly engagement with the Governor’s Office participating in conversations on the impact of the pandemic and the Public Health Orders.
● Modification to Village standard operating procedures to ensure the continued delivery of services provided to the community.
● The Village continues proposing reopening plans for community events, functions, and a variety of businesses to the State Economic Recovery Council. These reopening plan proposals include but are not limited to the Ruidoso Downs Race Track & Casino, short term rental industry, and outdoor recreation.
● A public outreach campaign, Ruidoso Safe, providing Personal Protective Equipment (PPE) and information to the public and local businesses.
● Fundraising through the CARES Act $2,797,792 for COVID response and $1,171,500 in small business grants awarded to 77 local businesses.
● Working collaboratively with the County of Lincoln and neighboring communities to reopen further within the Red to Green Framework by creating the opportunity for additional COVID-19 test sites and assisting with vaccine site logistics.
● Mayor Crawford issued 12 Executive Orders (EO) in 2020. This process allowed for the Village of Ruidoso to be proactive in addressing the Public Health Orders, making a direct and swift impact on the safety of our community.
○ The Governing Body’s support and engagement in the response helped us remain resilient and proactive.
○ EXECUTIVE ORDER 2020-07: Providing Relief to Businesses Adversely Impacted by the COVID-19 Outbreak by Temporarily Suspending Enforcement of Temporary Signage.
● Department of Homeland Security & Department of Health (DOH) coordination to continue localized tracking of the outbreak.
● COVID Hotline Response
○ When our local public transportation had to shut down, our Community Center was able to offer a temporary transportation service for essential local travel. ○ In an effort to help our second homeowners who were unable to visit, we provided a welfare property check service for many to ensure their properties were in good condition.
Financial Sustainability
2020 marked the first time in 25 years that the Village of Ruidoso received the Director’s Award from the New Mexico Department of Finance and Administration. Director Donnie Quintana, awards one community a year for Best Budgeting Practices. The Village began FY 2021 with a cash balance of $67,346,919 and projected revenues at $70,165,516 for a total of $137,512,435 of available cash to spend. Expenditures were cut back in anticipation of COVID-19 revenue shortages and ended up at $114,881,306. It should be noted that expenditures include all capital project balances that were not completed on June 30, 2020. Some of the capital projects included the rehabilitation of a sewer line, Village Hall remodel, water line replacements, and Alto Water Plant #3 remodel. Together all capital outlay totaled $52,918,777, yielding $69,995,729 for operations. Therefore, anticipated ending cash balance for FY 2021 is projected at $22,631,129.
The Village of Ruidoso has completed their 2020 audit in a timely manner and is currently under review by the New Mexico State Auditor’s Office (SAO). Results are expected to be released as public information in late February 2021. The overall financial health of the Village of Ruidoso remains strong and both governmental and proprietary funds reported increases to net position and thus exceeding required reserves and increasing the Village’s cash position. In June 30, 2020, the Village’s governmental funds reported combined fund balances of $23,406,321, an increase of $6,833,086 in comparison with the prior year. Approximately 41.7% of this amount, $9,750,856 is available for spending at the government’s discretion.
Several of the Village’s bond issues are rated by Moody’s and Standard & Poor’s (S&P). The Village maintains an AA- rating from S&P and an A1 rating from Moody’s on its Series 2015 GRT Refunding and Improvement Revenue Bonds, an AA from S&P and an A1 from Moody’s on its Series 2013 GO Refunding Bonds, and an A+ from S&P and an A1 from Moody’s on its Series 2013 Wastewater System Refunding Revenue Bonds.
State statutes limit the amount of general obligation debt a governmental entity may issue to four percent (4%) of the average full valuation. The current debt limitation for the Village is $22,729,740, which is significantly more than the Village’s outstanding general obligation debt, which totaled $7,925,000 as of June 30, 2020.
With the onset of the COVID- 19 pandemic the Village has seen a continual influx of visitors, thereby increasing the economic impact to our community. As we compare calendar years, you can see that our GRT distributions remained relatively consistent with the prior year and our economy has continued an upward trend in growth. In particular, the construction (residential), lodging and accommodations (short-term), retail sales, and real estate (home sales) industries continue to be strong. Restaurants, theater, bowling alley, and outdoor recreation has been severely impacted by the pandemic.
The Horse Racing industry serves as the largest industry cluster in Lincoln County and is facing a bleak future if not allowed to re-open. This industry cluster affects outdoor recreation, lodging, restaurants, retail, and agriculture, which translates into an approximate industry of $50 Million.
LODGERS’ TAX
Another area where growth and stability flourished was in the Lodgers’ Tax Fund. As more lodgers register as short-term rentals,
the Village has been able to see growth in an industry that has suffered from national declines in travel. Overall, the decrease in receipts was approximately 9.3%. The Lodgers’
Tax Committee cut their revenue projections by 50%, thus dramatically reducing budgeted expenditures. Therefore, as tax revenues exceed projects, the Fund’s net position remains strong. It is safe to say that revenues should continue the upward trend in 2021 as the community reopens.
Public Infrastructure and Facility Projects
The spending on these projects is scheduled needs for community improvements that also serve as an economic impact strategy to help stimulate the economy with a spending multiplier effect.
In 2020 the Village has invested in additional staff and training for staff within the Capital Projects Department in order to effectively manage infrastructure projects. In FY2020, the Village spent $6.1 million in project funding. Projects include a new Country Club water tank, the progression of our Federal Emergency Management Agency (FEMA) sewer line rehabilitation and replacing Close Road bridge, rehabilitation of the Alto 2, Apple Orchard and Middle Gavilan Wells, replacement of Plant 4 control panels, and Grindstone improvements such as the beach and installation of additional docks.
In FY2021 the Village of Ruidoso will have over $21.5 million of capital projects underway including construction of a new magistrate court, the completion of the FEMA Restoration of Existing Sewer Lines phase, the start of the Lift Station phase, Village Hall addition, improvements to Green Well, Alto (Plant 3) Water Treatment Plant improvements, and the remodel of the new radio station building.
Furthermore, the Village was awarded a Community Block Grant for the repair of water and sewer lines in the Town & Country Subdivision that is scheduled to begin in the spring of 2021. This grant was ranked number one in the state.
2020 Department Highlighted Accomplishments and Priority Recommendations for 2021
Finance
Highlighted accomplishments
Our Finance Department has accomplished several 2020 goals. All administrative staff completed training on procurement, budget, and maneuvering through the financial process. A manual has been compiled that contains tips and tricks, frequently asked questions, and different department forms and is in process of being finalized. This manual will be given to new employees who will be interacting with Finance to guide and inform them of governmental processes.
In addition, the Village began identifying expenditures incurred with the purchase of Personal Protective Equipment (PPE), telecommuting hardware and software for employees, and any other supplies needed to protect employees and constituents. During this time, the Ruidoso Safe campaign was developed with the purpose of educating the public about COVID-Safe Practices (CSPs) of wearing masks, washing hands, and social distancing to decrease the spread of COVID 19. As Ruidoso is a tourist community, many visitors were not aware of the Governor’s Public Health Orders. In August 2020, the Village was awarded a CARES Act grant in the amount of $2,787,792.
Priority recommendations for 2021
Finance goals for 2021 include a review of all agreements to ensure procurement policies were followed. Utility Billing will be purchasing software to allow customers to review a history of utility bills and complete consumption comparisons. They will also be making suggestions on how to revamp utility bills to make them more user friendly. Capital Projects will begin procurement on Phase II and Phase III of the FEMA Sewer Line rehabilitation. Finally, Finance will be developing policies and procedures to control the handling of emailed invoices.
Village Clerk
Highlighted accomplishments
In 2020 the Village Clerk continued to support the open and responsive government by ensuring: 1) All required legal postings distributed in compliance with State law and Village policy; 2) Accurate accumulation, accessibility, and preservation of official Village documents; 3) Accurate and timely preparation of Village Council meeting minutes; 4) Compliance with the Open Meetings Act and Inspection of Public Records Act (IPRA); 5) Responded to the legislative and administrative needs of the Mayor and Village Council and their constituents; 6) Adapted to virtual meeting platforms during this COVID-19 Pandemic.
Priority recommendations for 2021
In 2021, the highest priority for the Clerk’s Office is the development and implementation of a succession plan related to the retirement of the previous Clerk who served for more than 20 years. The plan will assess current and future staffing needs, duties, and department responsibilities. The transition plan is a key factor in the long-term success of our organization following the retirement of this critical officer.
Human Resources
Highlighted accomplishments
During 2020, the biggest focus for Human Resources was the safety, health, and well-being of our workforce during the COVID-19 pandemic. COVID-Safe Practices were implemented in March of 2020 and Administrative Regulations were updated often to communicate guidance and expectations to employees during these challenging times. HR worked closely with staff on return to work and quarantine procedures following the Department of Health and Centers for Disease Control guidelines. Measures were taken to adjust to virtual and electronic processes for meetings, interviewing, and onboarding new employees to be able to continue operating while taking safety precautions. The HR Department was successful in the completion of an updated pay plan for the Village of Ruidoso through a contract with the Mercer Group.
Priority recommendations for 2021
In 2021, the most essential priorities for the Human Resources Department will be to work closely with a Policy Review Committee to bring our existing Personnel Policies up to date and ensure they are conducive to business needs. An additional committee, which HR will lead, will review the compensation incentives and how to administer those going forward. A Benefits Committee will help determine which benefit plans will be selected for the following benefits year. The HR Department will also create training plans for various positions to ensure employees receive the training they need within their first 30 days to set them up for success. An onboarding software will be recommended to provide a professional and remote platform for new employees to be onboarded successfully.
Community Development
Highlighted accomplishments
One of Community Development’s greatest accomplishments for 2020 was the implementation of the Comprehensive Plan. The Comprehensive Plan was utilized by all departments using our tactical plans keeping all departments on track and tying progress to the goals listed in the appendix of the Comprehensive Plan. The American Planning Association awarded the Village first place in Excellence in Public Engagement. The plan was presented at the annual American Planning Association and to the Managers’ Association with the New Mexico Municipal League to help guide other communities on keeping their Comprehensive Plan in action. This practice has been utilized in many other community engagements such as the Metropolitan Redevelopment Plan, Links walk path extension and Grindstone Master Plan.
Throughout 2020, Community Development strived to meet the goal of “5.2 Prevent property from extended periods of vacancy or neglect”. Using the Blighted Properties in addition to the Clean and Lien Ordinance, the Village has been successful in gaining compliance from multiple properties that were deemed a nuisance. After receiving a $50,000.00 planning grant from the New Mexico Finance Authority, they have contracted with Sites Southwest to create a Metropolitan Redevelopment Area (MRA) Plan. Once the MRA plan is adopted it will provide them another tool for addressing vacant and neglected properties along Sudderth Drive. Moving forward they will continue to make progress on this goal to help revitalize the community.
Priority recommendations for 2021
The highest priority for 2021 will be to rewrite Chapter 54, which is the Land Use section of the Village Code. Having the Land Use Ordinance and the Comprehensive Plan in sync will enable Community Development to apply proper zoning while avoiding incompatible uses within a geographic area and balance the protection of private property rights and economic development with concerns for the environment and quality of life for community members. This goal ties into their department purpose that states “The Community Economic Development Department is responsible for shaping and implementing policies that promote a sustainable and prosperous future for the Village of Ruidoso.”
Their second priority is to promote economic vitality. Economic vitality is key to a healthy community. The goal is to help businesses remain viable/profitable and to make sure the workforce remains energized and sustainable. A lack of economic vitality will result in property values decreasing and the quality of life declining. To accomplish this goal, a mobile analytic software tool will be used to understand the demographic and spending composition of the economy. An economic revitalization committee is composed of Parks & Recreation staff, Team Tourism, and Community Development staff.
Lodgers Tax & Team Tourism
Highlighted accomplishments
With the onset of COVID-19 in 2020, Team Tourism undertook a tremendous shift in its marketing strategies. The focus of this department was directly tied to the Village’s goals of protecting the public health. The team worked closely with all departments to ensure a cohesive message was being presented and aligned current marketing strategies with the Village’s goals and the New Mexico Public Health Orders. They instituted a number of campaigns across multiple mediums focused on COVID-Safe Practices and implementation. They shifted their “call to action” marketing strategy to a brand awareness message with the need to inform out-of-state tourists on common safety protocols in New Mexico while also focusing on campaigns that kept our non-resident tourists up to date on the Public Health Orders. Team Tourism’s goal will continue to be informative and maintain brand awareness, which will keep our non-residents informed while maintaining a top of mind strategy for when normal tourism activity resumes. Communication with the community and shareholders continues to be open and transparent.
Team Tourism developed intimate relationships with tourism partners at the state level at the onset of COVID. The Ruidoso Tourism Department is directly responsible for organizing a weekly
call with the New Mexico Tourism Department, Secretary Schroer, and other tourism leaders across the state. They will continue to leverage these statewide resources to stabilize our tourism economy and ensure our Village strategy matches the trajectory of the State of New Mexico.
Priority recommendations for 2021
As we begin to see light at the end of the metaphorical tunnel that is COVID, the Ruidoso Tourism Department will work diligently as a team to pivot their marketing strategy to increase tourism to our community and expedite economic recovery as quickly as possible. They will work with our industry partners to help increase their revenues by creatively leveraging new market segments to grow our tourism economy. They will focus on leveraging analytics data to make more informed decisions to help spur economic development. They will utilize this data to drive a strong rebound of special events and will leverage this data to recruit new event organizers to our community and the surrounding areas, ensuring we fill our shoulder seasons with meaningful events.
Outdoor Tourism
Highlighted accomplishments
The Village of Ruidoso recognizes the value of outdoor recreation in our community and the role it plays in the continued growth or our tourism economy. We are committed to working directly with the State of New Mexico Outdoor Recreation Division, a department of the Economic Development Department, to leverage our outdoor resources to drive the growth of GRT and Lodgers’ Tax collections. We are one of the premier outdoor destinations in the State of New Mexico and will continue to be an industry leader in responsible outdoor recreation and stewardship. As we’ve seen from 2020, the COVID pandemic has driven the masses to our outdoor amenities as a reprieve from crowded metro areas. There is a direct sense of natural connection associated with outdoor recreation that can only be experienced in areas with natural open spaces like we offer in Ruidoso and the greater Lincoln County. Our outdoor recreation also offers a safer venue for our tourists to interact with close friends and families in small groups with the limited threat of virus transmission. In this sense, we truly are “living in nature’s playground” and are happy to share this experience in a responsible way with our residents and guests alike.
Priority recommendations for 2021
The focus of the Tourism Department in 2021 will be in the following areas (in no particular order):
1. OHV Recreation: From tour operators to independent trail enthusiasts, this multi-billion-dollar industry is just beginning to be tapped in Ruidoso and will be leveraged in the future to drive growth in this wealthy market segment.
2. Disc Golf: As the fastest growing sport in the nation, we are uniquely positioned to drive market segment growth in this sector of our outdoor recreation economy.
3. Camping/RV: There is a tremendous opportunity to attract more RV/campers than ever before, and we will focus on the digital nomads to attract traffic to our community seven-days-a-week with this flexible traveler.
4. Hunting/Hiking/Wildlife: Being a mountain island in the middle of the desert provides hunters, hikers, and wildlife enthusiasts the prime opportunity to see and interact with wildlife on the multitude of trails in and around the county. We also recognize the hunting/outfitter demographic as a well-established consumer base worthy of continued attention and strategic sustainable growth.
5. Winter Sports: Although our winters can be unpredictable, our winter sports recreation is still a prime draw for a large consumer base. We will continue to focus on attracting tourists to our mountain during the winter to ski and tube at Ski Apache and the Ruidoso Winter Resort.
6. Mountain Biking: With over 40 miles of trails in the Village and countless more miles in and around the county, there is no reason we shouldn’t become a mecca for year-round mountain biking. With mild winters, we offer near-perfect conditions for mountain bikers looking to ride all year long. This will be a crucial market segment to grow in the future and continued investment and development of our trail systems will be beneficial to sustained economic growth.
7. Water Sports and Fishing: With Alto and Grindstone Lakes, we are home to amazing non-motorized water sports and world-class fishing. We will continue to focus on these assets moving forward. We need to continue to drive sustainable growth of our water sports economy to continue to drive tourism and Gross Receipts Tax (GRT) to our community.
8. Aerial Sports: Ruidoso is home to some amazing views. These views are largely in part to the tremendous elevation change that takes place from our surrounding communities to our mountain. There is a completely untapped market in aerial sports in this area. With many jump points for hang gliders, parasailers and non-motorized pilots across the area, there is a great deal of potential to promote this community to aerial sports enthusiasts. Another amazing asset is the Sierra Blanca Regional Airport. We need to focus on marketing to the affluent audience of hobbyist pilots to draw them to our community. There is also an opportunity to try to attract an aerial tour operator to offer aerial tours of Lincoln County and skydiving.
9. Golf: This sport has always been a driving force for tourism in our community. Although growth and participation have slowed in recent years, there is still an avid golf userbase that is well established, affluent, and deserves our marketing attention.
10. Rock Climbing: Although in the Village proper we don’t offer world-class rock climbing, there are amazing routes in our nearby communities of Capitan and Cloudcroft. We should look at working with well-known climbers to help market this relatively unknown regional asset.
WATER DISTRIBUTION
Highlighted accomplishments
Accomplishments for 2020 include the completion of the site plan and GEO tech for the new RJU shop building. SAK Construction has begun the slip lining and manhole rehab on the first phase of the Federal Emergency Management Agency (FEMA) sewer project which is the rehabilitation of existing sewer lines and manholes. To date, they have lined approximately 1,900 linear feet of the sewer line. The Water Distribution Sewer Collections Department continued to extend sewer in the Pine Cliff area, and we extended approximately 1,200 linear feet on Swallow Drive and Mockingbird Drive. The Village of Ruidoso has exceeded the mandated 200 sewer hook-ups. The Village of Ruidoso has received a Community Development Block Grant (CDBG) for the extension of sewer to the Town and Country subdivision leveraged with G.O. Bond funding for water line replacement engineering is complete for this project.
Priority recommendations for 2021
For 2021, Water Distribution/ Sewer Collections Department goals are to continue with sewer line extensions in the Pine Cliff area and bid out and complete the CDBG project for Town and Country areas to update and replace the water infrastructure and serve residents with sewer while eliminating onsite systems. Funding for these projects comes from the $750,000 CBDG and $1.5 Million G.O. Bond. Additionally, our goal is to continue to enforce Village ordinances and connect residents to sewers where available. This allows for water and sewer to be made available for the future development of approximately 60 new homes. The water Distribution/Sewer Collection Department will also work to complete the new RJU shop building.
STREETS
Highlighted accomplishments
During 2020, the Street Department got off to a slow start due to a much-needed bridge replacement. However, the bridge is now open with full access. They have since finished their 19-20 Municipal Arterial Grant Program (MAP) Project and Upper Canyon CO-OP Project. In order to be considered for New Mexico Department of Transportation Municipal Arterial Grant Program funding, the route must be a thorough extension of state highway routes, major connections between state highway routes, major streets of particular service to state highways, or a major local service street.
The Street Department is currently working on the 20-21 Phase I of the Carrizo Canyon MAP project, working with Parks and Recreation to build the beach, improve the road to the campground, extend parking at the lake, and building a turnaround for a guard shack. This was accomplished while doing drainage work, street cuts, pothole repair, and snow removal. The Street Department received funding for new trucks and has received a 1 ¾ ton truck with plow set-up and a transport truck which was donated by the Solid Waste Department. The Street Department has ordered and is waiting for the arrival of a new Kenworth 12-yard dump truck with plow and salt spreader, three 1-ton flatbeds with dumping and plow set-up, and one ¾ ton extended cab with plow set-up.
Priority recommendations for 2021
The highest priorities for 2020-2021 are to finish phase one of the MAP project which is due in June and to start Phase II of the Carrizo Canyon Map Project. The Street Department will start Phase II as soon as we are done with Phase I. The Street Department will continue to focus on customer service and making the department more efficient.
SOLID WASTE
Highlighted accomplishments
The Solid Waste Department continues to serve the Village of Ruidoso citizens with the best customer service available while promoting a clean and healthy environment. Protecting the interests of the Village of Ruidoso by maximizing proper use of department assets, equipment, and personnel. Unexpected impacts to the department included additional yard waste due to property owners spending more time at home.
Priority recommendations for 2021
Our highest priority in 2021 will be the replacement of our container delivery truck/trailer and to efficiently change out the trash cans. This will continue to provide good customer service by providing nice, serviced trash cans.
Water Resource
Highlighted accomplishments
The highest priority for 2020 in the Water Resource Department was to continue the development of an Asset Management Program which is a strategic business process that enables more efficient and effective management of assets. This program will guide the utilities to maintain a better inventory of assets, their conditions, maintenance schedule, and criticality to system operations. Having this assessment will guide the scheduling of maintenance of assets which will reduce unplanned utility shutdowns due to failures and will aid in reducing the number of system leaks. During 2020, contracting issues between the New Mexico Environmental Department and the Southwest Environmental Finance Center (SWEFC) caused a substantial delay in the implementation of asset management. However, the Village is now directly contracted with SWEFC to complete the Asset Management Plan and guide implementation of the Asset Management Program. We anticipate an Asset Management Plan to be completed by the end of January 2021.
Water Production and Water Distribution Divisions have been working with Water Resource staff on a Water Utility Risk and Resiliency Assessment. This assessment was started in 2020 and will help the Water Resource and Public Works Departments build resiliency in the Village’s water system to address natural and malevolent threats that may be encountered.
Priority recommendations for 2021
In 2021, the department should implement an Asset Management Program following the Asset Management Plan. Furthermore, the Department will continue finalizing the Risk and Resiliency Assessment and begin preparing the Risk and Resilience Assessment and Emergency Response Plan.
Water Production Division:
Highlighted accomplishments
A substantial amount of capital projects have been finished or started in 2020 to improve water production capabilities from Eagle Creek. Three Eagle Creek Well Rehabilitation Projects were started in 2020 including Green Well (Completed), Alto 2 Well, (Completed), and Apple Orchard Well (estimated completion in 2/2021), and two Wells have been designed and are ready for construction in 2021 (Fault and Brown Wells). Furthermore, construction for Alto Crest Water Treatment Plant Improvements project began in July 2020 and is anticipated to be completed in January 2021. The Alto Crest Water Treatment Plant is critical to Ruidoso and supplies approximately 60-70% of the Village’s water supply.
Priority recommendations for 2021
Increasing production from Eagle Creek should continue to be the priority for 2021 with the continued construction of the Alto Crest Treatment Plant and the Brown and Fault Wells. Our Water Trust Board application was scored number two in the storage and conveyance category. The application will likely receive funding with this high ranking pending legislative approval.
Additionally, the department has begun the process to implement an Underground Storage and Recovery (USR) project. USR is a process in which water is injected into the underground aquifer and stored until it is needed later. This project will help the Village take advantage of high surface water flows in the spring and during summer monsoons and store the water underground to be used when surface flows are minimal. Currently, the Village has nearly completed an assessment of potential injection points. Upon completion of the assessment, the Village will work with the New Mexico Environmental Department and Office of the State
Engineer to develop a Demonstration Project. We are hopeful the Demonstration Project will be started toward the end of 2021.
Regional Wastewater Treatment Division
Highlighted accomplishments
Regular maintenance activities have proceeded with minimal issues at the plant, with regular filter cleaning and maintenance having resumed in Fall of 2020. The plant will pull and clean another bay of filters in 2021. A larger repair to the plant was conducted in 2020 when settling concrete damaged piping to the solids handling lift station. This work was done by staff at substantial cost savings for the treatment plant.
During 2020 there were no discharge violations for wastewater effluent. Furthermore, an assessment was performed in 2020 to look at various options for wastewater reuse. This was part of a greater initiative to explore potential solutions if discharge requirements become stricter in the future.
Priority recommendations for 2021
In 2021, the division will focus on continued plant maintenance. New projects for 2021 will improve the security of the facility and include the installation of an electronic gate to control access to the facility grounds. Furthermore, the division will be requesting funding the repair or replace the pavement around the facility.
Watershed Program:
Highlighted accomplishments
Many watershed projects have continued in 2020, with designs moving forward on three stormwater management projects at Horton Complex, Wingfield Park, and near Eagle Bridge in Midtown. Several construction projects were completed in 2020 including the Grindstone Canyon Wetlands below Grindstone Dam, erosion control and fish habitat at Main Road Bridge I in the Upper Canyon, and repairs to Robin Road Bridge that included several fish habitat structures that help guide water under the bridge. Projects like these are crucial for the Village to implement to protect water quality, mitigate impacts from flood events, and conserve water which will ultimately improve the quality of life for residents.
Additionally, the Village purchased approximately 14 acres of land in the Eagle Creek watershed to implement various Watershed Improvement Projects to protect water supply quality and quantity for the Village. These types of purchases allow the Village to become self-sufficient in water production and eliminate water rights leases.
Priority recommendations for 2021
The Village will be entering the construction phase for Horton Complex and Wingfield Park projects in 2021, and near Eagle Bridge in 2022 and 2023. Additionally, staff should continue to work with NMED to produce a Watershed Based Plan. The Watershed Based Planning effort will outline steps the region can take to reduce impairments to streams in the Ruidoso area.
Furthermore, the Village will continue to search for strategic land purchases that protect critical water supplies and provide opportunities for water resource development.
PARKS AND RECREATION
Highlighted accomplishments
In 2020, the Ruidoso Parks and Recreation Department adjusted their operations to meet community needs while complying with current Public Health Orders. During the early stages of the pandemic, the Parks and Recreation Department, with support from the Governing Body, stepped up to meet the need for an essential employee childcare service and reassigned temporary and full-time staff to operate.
New projects and activities were implemented such as the Moon Mountain and Wingfield Park disc golf areas, Halloween Haunted Drive-Thru and Drive-Ins, Wingfield Park Trail of Lights, Community Lighting Contest, and Holiday Laser Light Show. The Department also took on our new community AM radio station, 1490 KRUI-The Mountain, and is steering the station in a new direction providing Ruidoso with informative and inclusive programming.
Ruidoso’s Outdoor recreation opportunities were key in 2020, providing locals and visitors an escape from stay-at-home orders. Parks staff continued to meet and exceed community expectations as they worked diligently to maintain a safe and sanitized environment in all parks, lakes, playgrounds, and high-traffic areas.
Monitoring the high-volume of attendance at Alto and Grindstone Lakes was a challenge but with the help of every Village department, reassigning current staff, adding trash receptacles, an online reservation system, additional cleaning protocols, and flexibility, the department was successful in providing an enjoyable and safe summer season.
Priority recommendations for 2021
Ruidoso’s outdoor recreation opportunities, along with New Mexico as a whole, are poised to be a key driver in the area’s economic recovery. The Parks and Recreation Department is set to meet that challenge in 2021 and beyond by seeking grants and local funding for the implementation of projects and planning. They will strive to maintain quality facilities and programs while creating and attracting new events that will provide exciting opportunities as well as continuing the legacy of being “the” destination spot for sports tournaments. They will work with community businesses and partners to continue to develop outdoor recreation assets while diversifying what the area has to offer.
The Parks and Recreation Department will work to incorporate the expansion of Ruidoso Winter Park including summer tubing, zip lines, Mountain Coaster, and Beginner Ski area, and Terrain Park into our current operations expanding upon what is currently offered in the Eagle Creek Sports Complex. The Department will concentrate on seeking funding to match recommendations based upon the Grindstone Master Plan. Funding will also be sought to plan and develop the property adjacent to Alto Lake providing diversification of outdoor recreation opportunities. The completion of the Cree Meadows Trail Project and the start of the Moon Mountain Trail construction will bring additional inventory to the area’s trail system.
KRUI 1490 THE MOUNTAIN
Highlighted accomplishments
KRUI continued airing in Ruidoso with a few tweaks, including a new format, modifications to the existing building, the hiring of a Sound Engineer, and new programming which provided the community with a platform raising awareness of not only Village of Ruidoso happenings but its businesses and citizens. Mondays with the Mayor provide insight to Municipal Government while Local Legends, Mountain Air, Village Volume, and The Outdoor Hour provide information on Village-wide topics and an introduction to people and places of interest in Lincoln County.
Priority recommendations for 2021
KRUI will move into its new location taking advantage of its sales and marketing strategy of attracting advertisers and new listeners.
KRUI shall continue to provide community connection while encouraging open discussions and become the go-to place for local updates and information.
COMMUNITY CENTER
Highlighted accomplishments
2020 was a productive year for the local Ruidoso Community Center. The leaking rooftop, unsafe kitchen and dining room flooring tile, exterior stucco and paint, and the outdated swamp-cooling and heating systems were all renovated which brought back the quality and appearance to the Village of Ruidoso Community Center. The reinvigoration of the Retired and Senior Volunteer Program (RSVP) recognizes senior volunteers that support many community nonprofit organizations by contributing approximately $668,000.00 worth of volunteer hours to the local economy which assists with improving lives, helping to build strong, social interaction, volunteerism, and civic pride.
Using the Center for alternative services like tax preparations while Z-Trans was shut down, due to COVID-19, the Community Center provided transportation to help folks get to the grocery store and essential local travel.
Priority recommendations for 2021
The goals that the Ruidoso Community Center are seeking to achieve in 2021 are the reintegration of programming and meals to the center after the COVID-19 pandemic, the implementation of a new RSVP Coordinator with new funding opportunities that will be beneficial to all RSVP volunteers along with the replacement of the aged inner ceiling tiles of the Community Center. These goals are set forth to continue to offer programs and services to our local communities while promoting active and healthy lifestyles.
The reopening of the Community Center will once again provide a meeting place increasing community involvement, showcasing recent improvements, and revitalizing the community social interaction. The Center will function as a convenient place for people to work out and focus on their fitness goals of improving the health and wellbeing of the community. Many
volunteers and program participants travel from neighboring states, living in Ruidoso seasonally while contributing to the economy.
CONVENTION CENTER
Highlighted accomplishments
Due to the COVID-19 pandemic, the Ruidoso Convention Center was mostly unused during 2020. Staff was reassigned to other departments and have done an outstanding job of fulfilling roles at the Airport, IT, and Parks & Recreation Department. The building served as storage for the Ruidoso Schools supporting their Food4Kids program and also had an upgrade of the building’s sound system. The building also was prepared to serve as a temporary meeting location for the Village of Ruidoso Village Council.
Priority recommendations for 2021
Plans for 2021 include a new sales and marketing strategy with the goal of attracting large groups and events that not only provide an economic benefit but contribute to the quality of life. Hiring a Convention Center Manager will fill this currently open position and will meet the objectives and align with the Strategic Plan. The Convention Center will strive to work with the Ruidoso Tourism Department to promote community events and provide onsite information that effectively promotes the area.
PUBLIC LIBRARY
Highlighted accomplishments
The top priority for 2020 was to develop more programs and services to serve and support all members of the library’s extended community, including all of Lincoln County, as well as our significant number of patrons residing in other states and counties. Shifting focus during the pandemic to COVID-safe alternatives was a challenge, however, our offering of curbside service has been a big success. Those in the community who needed access to the internet were able to gain access to the library’s wi-fi. The wi-fi was accessed by many from our front parking lot and our back patio. We also offered expanded access to e-books and e-audio books for both adults and children through Overdrive, Tumblebooks, and the Guttenberg Project.
Priority recommendations for 2021
The top priority for 2021 is to bring the library back to full staffing post-COVID-19, as well as develop programs and services in a variety of formats that will serve to support all members of the library’s extended community. To promote opportunities for all who live and work in Nature’s Playground, the library staff will develop a collection of online books and resources as well as increase collaborative programming with cultural, educational, and recreational entities both locally and within the state.
POLICE
Highlighted accomplishments
The Ruidoso Police Department had a busy 2020. There was a slight decrease in our calls for service as we went from 9,820 to 9,663 calls. Those calls included domestics, crashes, larcenies, and other reportable incidents just to name a few. Our Dispatch center consolidated with Ruidoso Downs and their total call volume for 2020 was 18,496 which includes Police, Fire, and EMS for both jurisdictions.
We now have one Public Safety Answering Point (PSAP). We also conducted a nationwide search and hired a Deputy Chief. In 2020, we had a number of vacancies in our staffing. As a result, we are going to focus on recruiting and retention this year.
Priority recommendations for 2021
The biggest goal for the Police Department will be actively seeking ways to recruit new officers and dispatchers to fill our ranks this coming year. We will also continue with our fleet upgrade by requesting four more patrol units. We will strive to have more engagement with the public and business communities.
FIRE
Highlighted accomplishments
Accomplishments for 2020 include the adoption of Chapter 42 – Fire Prevention and Protection Sec. 42-42: Open fire and fire restrictions ordinance revision.
Throughout 2020, Ruidoso Fire maintained our Insurance Services Office (ISO) rating of #2. This rating reflects how the Village of Ruidoso and Ruidoso Fire Department responds to emergencies and reduces risks to the community. This is vital to public and emergency responder safety. ISO ratings also affect the cost of home insurance premiums in a community.
Priority recommendations for 2021
In 2021, the Ruidoso Fire Department will adopt and implement the 2015 Fire Code into the Village of Ruidoso Ordinance and Codes (Fire Prevention) from the 2003 Fire Code that is currently in use. This will allow us to inspect and enforce the Village ordinances for enhanced safety and fire protection in the Village.
EMERGENCY MANAGEMENT
Highlighted accomplishments
Accomplishments for 2020 include the completion of two new emergency siren sites at Pikes Peak and Grindstone Lake area which are now in operation for the Emergency Notification System (ENS). The Building Resilience In Communities (BRIC) grant was also completed and submitted for the Hazard Mitigation Plan Update for the Village of Ruidoso to include all of Lincoln County jurisdictions.
Emergency Management played a crucial role in reporting, updating, and making recommendations for the COVID-19 response. The team worked with local, county, and state officials to evaluate the ever-changing situation and provide necessary feedback and direction for the pandemic response.
Priority recommendations for 2021
In 2021, Emergency Management will continue to work with Village staff and the community to ensure residents and visitors are signed up to receive notifications and understand what to do in the event of an emergency. We will also work to provide links to the public to ensure they have access to emergency resources and fire safety items on social media, radio broadcasting, and emergency notification systems which builds redundancy and reliability in the community.
SIERRA BLANCA REGIONAL AIRPORT (SBRA)
Highlighted accomplishments
Accomplishments for 2020 included the completion and passing of the FAA Part 139 Inspection Certification for the Sierra Blanca Regional Airport. The Village of Ruidoso and Armstrong Consultants also completed the markings project for runway 06-24 to meet the FAA requirements for runway striping and markings.
Priority recommendations for 2021
In 2021, SBRA will work to complete and pass the FAA Part 139 Inspection Certification. In addition, SBRA will work with Armstrong Consultants to complete the PER (Preliminary Engineering Report) along with refurbishing runway 12-30.
Forestry
Highlighted accomplishments
The Village of Ruidoso is one of few communities that has a Forestry Department. The Village of Ruidoso is ranked #1 for the possibility of a catastrophic forest fire. The Forestry Department thinned 117 acres of Village-owned property, certified 815 private properties as being compliant with the 42-80 ordinance, removed approximately 185 hazard trees, and surveyed 500 acres at the airport for Kuenzer’s hedgehog cactus.
Priority recommendations for 2021
Priorities for the Forestry Department for 2021 include thinning at least 60 acres of Village-owned property to bring them back into compliance with the 42-80 Ordinance, certifying approximately 900 properties in the selected implementation area, removing reported hazard trees, and thinning Village rights-of-way that do not meet 42-80 standards.
New Mexico 2021 Legislative Session Priorities
New Mexico Legislature - 2021
Legislative Capital Outlay Requests: As approved by the Council in the ICIP, the Village has submitted a total of five (5) 2021 Capital Outlay request forms for project funding consideration. The list of projects includes:
• Bridge Replacement Projects ($750,000)
• Workforce Housing ($750,000)
• E-911/ Consolidated Dispatch ($750,000)
• Horton Complex ($750,000)
• Forest & Watershed Improvements ($150,000)
The New Mexico Municipal League Board of Directors adopted the following priorities for the League’s Action Program during the 2021 Legislative Session.
PUBLIC SAFETY
· Law Enforcement and Mental Health Professionals Crisis Intervention for the Mentally Ill. (Resolution 2020-31). Seeks legislation to provide funding and legislative statutory support for mental health resources, and mandated Regional Crisis Intervention Teams.
· Enhancing Safety in Public Schools. (Resolution 2020-33). Proposes to:
o amend the PERA conditions for retirement to allow retired law enforcement to be employed in public schools without penalty to their PERA benefits;
o fund technology to enhance school safety;
o further increase penalties regarding school shooting threats to a felony;
o support new bullying legislation to include monitoring and follow-up on threats made by social media; and
o provide training through a School Safety Omnibus bill to respond to Active Shooters.
· Police Body Cameras and Public Records Implications. (Resolution 2020-34). Supports legislation with the development and adoption of guidelines and restrictions regarding Inspection of Public Records Act requests and the release of certain body worn-camera footage.
· Creation of a Police Reform Committee. (Resolution 2020-37). A request be made to the Governor to appoint and convene a committee of police executives, elected officials, community members, and other stakeholders to identify and set the goals for police reform. Additionally, the State Legislature should consider a well-reasoned approach to achieve effective police reform.
Position: Taking away qualified immunity is not an effective method of “reforming police”.
This will cost communities and departments as they provide insurance policies for officers. Insurance policies are not vastly different than the qualified immunity we currently have. Rather than focusing on methods for sanctioning misconduct, we should be focusing on improving training, policies, and accountability. Additionally, this money spent by communities on insurance should be spent on providing meaningful mental health care, reducing the volume of police interactions with people in crisis.
Finally, I want to say that we are not free from the pandemic, and we still have many challenges ahead of us. But I have no doubt that we will all continue to work together to make the Village of Ruidoso the best it can be. Remember to wash your hands, wear your mask, practice social distancing, and don’t gather in large groups. Stay safe and stay healthy.
Thank you!
Lynn D. Crawford,
Mayor of the Village of Ruidoso