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FINAL BUDGET
TABLE OF CONTENTS
Roster…………………………………………………………………………………………...4
Introduction of the City ………………………………………………………………………..5
Vision …………………………………………………………………………………………...5
Mission ………………………………………………………………………………………....6
2022 Budget Goals ……………………………………………………………………………6
Executive Summary……………………………………………………………………………7
Executive Leadership...………………………………………………………………………..9
Budget Methodology
Cost Recovery/Subsidy Guidelines ………………………………………………..10
Personnel……………………………………………………………………………..14
Budget Overview Section
General Fund
Revenues……………………………………………………………………..15
Transfers………………………………………………………………….......17
Expenditures……………………………………………………….…………18
General Fund Department Expenditures
Executive Leadership………………………………………………………………..20
Administration………………………………………………………………………...21
City Clerk/Elections…………………………………………………………………..22
Judicial………………………………………………………………………………...23
Finance/Purchasing………………………………………………………………….24
Legal…………………………………………………………………………………...25
Human Resources/Safety…………………………………………………………...26
Facility Maintenance…………………………………………………………………27
Fleet Maintenance……………………………………………………………………28
Police…………………………………………………………………………………..29
CITY OF ROSWELL 2021-22 BUDGET 1
HIDTA Grant
Law Enforcement Allotment
Consolidated Dispatch……………………………………………………………….31
Fire Department………………………………………………………………………33
Fire Protection Allotment
EMS Grants
Hazmat Grants
Planning………….…………………………………………………………………...36
Engineering…………………………………………………………………………...37
Code Enforcement…………………………………………………………………...38
Animal Control………………………………………………………………………..39
Civil Emergency Prep………………………………………………………………..40
Library………………………………………………………………………………….41
Parks…………………………………………………………………………………...42
Public Affairs…………………………………………………………………………..43
Information Technology………………………………………………………………45
Neighborhood Watch……………………………………………….………………...46
Special Revenue Funds
Museum………………………………………………………………………………..48
Spring River Zoo……………………………………………………………………...52
Golf Course..…………………………………………………………………………..56
Cemetery………………………………………………………………………………57
Mass Transit…………………………………………………………………………..58
Recreation……………………………………………………………………………..59
Correction Fees……………………………………………………………………….63
Convention Center……………………………………………………………………64
Lodgers’ Tax…...……………………………………………………………………...65
Road……………………………………………………………………………………66
CITY OF ROSWELL 2021-22 BUDGET 2
Capital Improvement Program
Capital Improvement Fund…………………………………………………………..68
Grant Projects………………………………………………………………………...71
Loan Projects…………………………………………………………………………72
Enterprise Funds
Air Center……………………………………………………………………………..74
Solid Waste…………………………………………………………………………...75
Water…………………………………………………………………………………..76
Wastewater…..……………………………………………………………………….77
Debt Service Funds………………………………………………………………………….78
Trust and Agency Funds…………………………………………………………………….78
Closing Summary…………………………………………………………………………….79
Supporting Schedules
Budget Recap…………………………………………………………………….Tab 1
Tyler Reports
FY21 Revenue……………………………………………………………Tab 2
FY21 Transfers…………………………………………………………...Tab 3
FY21 Expenditures - Personnel…………………………………………Tab 4
FY21 Expenditures - Operating…………………………………………Tab 5
FY21 Capital……………………………………………………………..Tab 6
Personnel List…………………………………………………………………….Tab 7
Capital Projects…………………………………………………………………..Tab 8
Financial Investment Program………………………………………………….Tab 9
List of Abbreviations Revenue & Expense Accounts………………………...Tab 10
CITY OF ROSWELL 2021-22 BUDGET 3
Executive Leadership
Dennis J. Kintigh Mayor
Juan Oropesa Councilor – Ward 1
Jacob R. Roebuck Councilor – Ward 1
Margaret Kennard Councilor – Ward 2
Jason Perry Councilor – Ward 2
Jeanine Best Councilor – Ward 3
Judy Stubbs Councilor – Ward 3
George G. Peterson Councilor – Ward 4
Savino Sanchez Councilor – Ward 4
Angela G. Moore Councilor – Ward 5
Barry Foster Councilor – Ward 5
City Administration
Joe Neeb City Manager
Mike Mathews Deputy City Manager
Juan A. Fuentes Director of Administrative Services
Budget and Finance
Janie Davies Finance Director
Chanel Rey Accounting Supervisor
CITY OF ROSWELL 2021-22 BUDGET 4
INTRODUCTION OF THE CITY
The City of Roswell is the economic hub of southeastern New Mexico and the fifth largest
city in New Mexico. The City is intersected by U.S. Routes 70, 285, and 380. Roswell is
also the only community in New Mexico to have the proud distinction of being a two-time
winner of the All-America City Award from the National Civic League (2002 and 1978-79).
It is the home of a variety of diverse and distinguished institutions such as the New Mexico
Military Institute, Eastern New Mexico University-Roswell, International Law Enforcement
Academy, Roswell Air Center, Roswell UFO Museum, Roswell Artist-in-Residence
Program, Roswell Museum and Art Center, Robert H. Goddard Planetarium, and the
Anderson Museum of Contemporary Art.
The geography of Roswell is characterized by its location on the Llano Estacado (also
known as the southern high plains) of southeastern New Mexico. The northwest part of
the Permian Basin, which is rich in oil and gas, underlies southeastern New Mexico. It
sits at an elevation of 3,649 feet above sea level and is located at the confluence of the
Spring River and the Hondo River, which are tributaries to the Pecos River, located
approximately seven miles west of Roswell. The surrounding land is characterized by flat
to rolling hills that stretch westward to slopes of the Sierra Blanca, Sacramento, and
Capitan Mountains, approximately 40 miles away. Roswell has a large ground water
supply primarily through the artesian waters that have supported the creation of a strong
ranching and agricultural economy. Nearby geologic and natural sites include the
Bottomless Lakes State Park and the Bitter Lake National Wildlife Refuge.
There are a number of historic assets that tell the story of Roswell as a community. Some
of Roswell’s historic assets are officially recognized through the State Register of Cultural
Properties and the National Register of Historic Places. There are twenty-three (23)
individually registered properties, as well as the following resources and registered
districts:
• Chihuahuita Historic District
• Downtown Roswell Historic District
• New Mexico Military Institute Historic District
• Roswell Warehouse Historic District
• Historical and Architectural Resources of Roswell
VISION
Roswell will be the jewel of the Southwest by supporting a progressive business
environment, a family friendly atmosphere, and an innovative style that guides our future
without forgetting our roots.
CITY OF ROSWELL 2021-22 BUDGET 5
MISSION
Our mission is to promote quality development, thriving businesses, natural open spaces,
and a family friendly environment by providing unparalleled services, innovative solutions
and efficient operations.
2022 BUDGET GOALS
The goals for the FY2022 City of Roswell budget are based upon the City Council directive
to take a severely reduced budget affected by the pandemic and prepare a budget
allowing for a focused full recovery of all city services.
Presented within this budget book is a balanced budget. Simply defined, a balanced
budget is when available expenses do not exceed available revenue.
As we are in the final year of
adjustments in the 2019 financial
software upgrades, fund expenditures
were consolidated by
department/function rather than
division. While this has little bearing
on the bottom line, it affects all line
item tracking for each department and
removes restricted funds from each
departmental budget. City Administration believes that this will create a more
accountable process for each department to hold their expenditures and expectations in
check.
WEEKLY PLANNER
SUNDAY OPEN
MONDAY OPEN Due to the impact of the pandemic and limited staffing, many
TUESDAY OPEN of our quality of life services were reduced to shortened work
WEDNESDAY OPEN weeks. Within the FY2022 budget is the expectation of a
THURSDAY OPEN return to 7-day a week operations for all city services.
FRIDAY OPEN
SATURDAY OPEN
BUDGET ENVIRONMENT
Roswell’s conservative approach on forecasting revenue and its ability to hold FY2021
expenditures in check have positioned the City well for the FY2022 budget. Grant funding
CITY OF ROSWELL 2021-22 BUDGET 6
received throughout the past year and a stronger than expected economy was important
to the development of this year’s budget.
When the FY2022 Budget Summary worksheet is reviewed, it begins with a column
entitled Beginning Cash Balance. These are the funds that were not spent in the
preceding year and available for budgeting in the next year’s budget.
These funds, along with next year’s estimated revenue and transfers make up the total
revenue to be allocated to the budget. The total of both columns in the chart show the
overall revenue attributed to the FY22 Budget. The City continues to budget using a
conservative beginning cash balance. This means that when revenue is calculated in
July for the FY22 Final Budget, the final revenue is expected to be higher.
EXECUTIVE SUMMARY
Each budget is different than the last. FY2022 is proposed to expand and focus City
services on the biggest community needs. The City worked diligently in holding its
expenditures in check but continued its critical operations throughout the pandemic. The
FY2022 budget provides an overall expenditure budget of $128,032,310 and a capital
improvement budget of $46,051,029. The following budget comparison graph shows the
difference between the preceding and proposed budget.
The shift to
BUDGET COMPARISON Department/Function
level budgeting rather
FY2020 FY2021 FY2022
than division level
120,000,000 113,828,094 allowed for some
91,347,591
87,767,141
changes in allocations
100,000,000 within the General
Fund. The following
51,880,617
80,000,000 departments were
48,335,924
46,051,029
45,999,976
44,502,099
43,786,802
42,458,983
41,561,086
added to the General
41,092,576
38,194,479
37,676,399
34,086,013
60,000,000
31,263,325
Fund: Legal, Planning
25,827,515
and Engineering. The
18,187,648
40,000,000
following sectors were
absorbed into their
20,000,000
primary department
budgets: Purchasing
0
Beginning Revenue Salaries Operating Capital Available and Safety.
Cash Cash
Balance Balance
CITY OF ROSWELL 2021-22 BUDGET 7
Overall staffing shows a proposal of an increase in FTE’s with about 70% of the positions
begin part-time or seasonal/temporary.
FY2022 also allowed the City to allocate an additional 1/12 of
restricted revenue to its budget. This brings the restricted
revenue in the budget to 4/12’s of the anticipated
expenditures. New Mexico State finance laws dictate a
minimum of 1/12.
When looking at the proposed expenditures, some of the biggest increases are in the
departments including Recreation and Aquatics, Roswell Museum and Art Center and
Spring River Zoo, are moving toward a full service recovery. These services have a high
expectation on estimated revenue for the upcoming year with a complete allocation of
resources needed to serve at that level.
The Convention Center budget is presented with protected revenue and expenses based
upon last year’s budget and will be initiated as the economy recovers.
The Capital Improvement Fund was adjusted for this upcoming
fiscal year. All operational expenses were reallocated into other
General Fund budgets allowing this fund to be dedicated to
capital purchasing for departments supported by the General
Fund.
CITY OF ROSWELL 2021-22 BUDGET 8
The primary concern for most citizens
within the Roswell community is the
maintenance of Roads and City Rights
of Way. In a response to these concerns
and the City Council’s desire to increase
funding for Streets, the City proposes an
increase in the Road Fund from FY2021
budget of $6.8 million to FY2022 budget
of approximately $13 million.
Along with the City engineer’s street
plans, it is proposed to include
maintenance funding of $500,000 for
residential streets and $250,000 for
sidewalks. This comprehensive
approach should allow the City to manage its infrastructure obligations in sync with its
adopted Master Plan.
Specifics for each City department, sector or program are located within the next pages
of this budget document. The Recreation and Aquatics, Roswell Museum and Art Center
and Spring River Zoo departments provide additional explanations and breaks down their
expenditures in greater detail.
EXECUTIVE LEADERSHIP
The city is governed by a Mayor and a Municipal
Judge, elected at-large and 10 City Councilors
elected in 5 Wards. The Ward Map is shown on the
left. The elected leadership provides vision and
guidance for Roswell as a whole.
Their actions are accomplished through the
implementation of the City’s laws, ordinances and
resolutions which guide staff in accomplishing the
day-to-day operations of the city organization.
CITY OF ROSWELL 2021-22 BUDGET 9The City
Council
appoints a City
Manager to
manage the
day-to-day
operations and
entrust them in
making all
decisions
regarding
personnel and
resource
allocations to
complete the
work in each
department for the c. The City Manager operates an organizational system to assure that
each department has a leader with the skills and training to advance the overall vision of
the city.
The chart located to the right shows the tentative general reporting organization for all
staff through the City Manager, as of June 1, 2020.
Budget Methodology
Cost Recovery/Subsidy Guidelines
Cost of Service is an identification and calculation of what is required financially to
produce or operate a service. Cost Recovery is a complex subject. Essentially, it
represents a decision to generate revenues by charging fees, or other types of revenue,
for some, or all, programs and services, relative to the total operational costs to provide
them. Cost recovery does not imply that the target is total recovery of the cost; however,
a target is established according to a variety of considerations and may range from 0%
to more than 100% of direct costs. The cost recovery range or target is converted to a
subsidy of other city revenue to cover the full expense for the service. Overall cost
recovery for the City will be 50%/50%, until the City Council establishes more specific
guidelines for special programs. The minimum and maximum levels for cost recovery will
be 0% - 160% of the total expense, which should include time, materials and facilities
expenses.
CITY OF ROSWELL 2021-22 BUDGET 10It is important to understand what cost recovery means as the budget has been built on
the expectation that certain services should recovery a portion of the expense through
service charges. The following definitions are established to help understand how fees
and charges will be determined and prepared for City Council consideration.
For these tiers, the cost recovery percentage is based upon what the fees should provide
within the support.
While each department may provide services that fall into every tier, a broad overview of
cost recovery/subsidy expectations for enrichment services is further identified in this
chart.
CITY OF ROSWELL 2021-22 BUDGET 11Enrichment Services For the new special revenue funds of Museum, Zoo and Golf
Golf Course, a minimum cost recovery overall of 70%/30% for
Museum each account with 70% self-generated within one (1) year
Zoo should be the goal. Outside of local interest programs and
special events, the goal should be to have a cost recovery
1 - Tier - 5
Special Events
of over 100% for these services.
Recreation
Cost recovery for Pecos Trails Transit, Recreation and
Library
Cemetery should be a minimum of 50%/50% overall. This
Mass Transit
should include different levels for each service provided.
Cemetery
Parks
With regard to the Overall Cost
Cemetery, the perpetual Enrichment Service
Recovery
care funding must be Nancy Lopez Golf Course at Spring River 70/30
significantly increased Roswell Museum and Art Center 70/30
over the years so the Spring River Zoo 70/30
Cemetery will become Recreation 50/50
self-sufficient by the time Pecos Trails Transit 50/50
it is full. Perpetual care Cemetery 50/50
monies are needed to
continue maintaining cemetery when new funding is no longer available. A study should
be done to determine an adequate level for future perpetual care needs.
Fee Process
The fee formula for cost recovery is:
Fee= (% cost recovery x program expenses) / number of participants
All fees should be set to meet recovery expectations, cover all taxes/incidental
charges and provide ease of use by the customer. Fees will be established to
meet these requirements and prepared for City Manager’s approval. Fees will then
move through appropriate reporting committee and through finance before city
council. Two documents should be created for any fee changes. The first report
is why the fee is needed and the second is placing fees into the master fee
resolution.
As fees will be presented for a true cost recovery, the City will include the following
to assist with certain council vision:
• Fees will include an in-town reduced rate residential differential.
• 4-6 free days per year
CITY OF ROSWELL 2021-22 BUDGET 12• Established discounts will be provided for current military, citizens over
age 65 and family groups of 6 or more.
• Occasional discounts can be established for specific short-term efforts.
• Develop a sponsorship program where businesses and interested
individuals can donate funding for at-risk or needs-based family units.
CITY OF ROSWELL 2021-22 BUDGET 13PERSONNEL
Due to the nature of the city’s service model, city personnel is the single largest
expense associated with its operations. It is also the most important asset that the City
manages.
Personnel expenses have increased due to a more focused approach and the seven-
day-a week service model the City is bring back to the community. The steps taken
include:
• Full-time positions
• Additional part-time positions with no benefits.
• Use of seasonal temporary positions
The planned increase of employees from 560.5 full-time equivalents (FTE’s) in 2021 to
655 FTE positions for 2022. The increase consists of an additional 35 full-time, 14 part-
time and 53 seasonal temps.
Total Filled Total Vacant Total Contract
0
20
53
38
540.5
564
2022 2021
For FY22, the City will continue with implementation of the classification and
compensation plan. The continuance of the plan is meant to maintain salaries at a
competitive level. The scale was adjusted by the inflationary/cost of living adjustment
rate of 1.3%. The scale adjustment maintains minimum salaries at market rates
established in 2015.
CITY OF ROSWELL 2021-22 BUDGET 14BUDGET OVERVIEW
The basic government accounting structure is at the fund level. FY 2021-22 Budget
includes ninety-eight (98) funds, which are classified into six (6) primary fund types:
1. General Fund
2. Special Revenue Funds
3. Debt Service Funds
4. Capital Projects Funds
5. Enterprise Funds
6. Trust and Agency Funds
General Fund
The General Fund is the primary fund used by the City that constitutes the core
administrative and operations of the governmental entity. The Executive/Legislative,
Administration, Finance, Police, Fire and eighteen (18) other departments are accounted
for in the General Fund. The General Fund accounts for all revenues and expenditures
not classified in other funds. The fund summary chart below provides the financial
resources used (cash balance & revenues) for the services provided by the various
departments within the General Fund.
CITY OF ROSWELL, NEW MEXICO
7/12/2021 FY2022 Final Budget Summary
Fund Dept Description Beginning FY22 Transfers FY22 FY22 Capital Total Est End Cash
Cash Balance Revenues Pers Exp Op. Exp Outlay Expense 6/30/2022
1101 Total General Fund Total 22,165,897 44,568,992 (13,751,008) 29,370,434 9,064,202 5,000 38,439,635 14,544,245
4011 Exec & Legislative 122,472 13,265 0 135,737
4013 Administration 718,925 566,488 0 1,285,413
4015 City Clerk 286,035 11,374 0 297,409
4021 Judicial 568,544 199,247 0 767,791
4031 Elections 0 63,800 0 63,800
4041 Finance 810,202 288,183 0 1,098,385
4051 Legal - (fomerly Purchasing) 284,528 97,800 0 382,328
4061 Human Resources 671,235 118,193 0 789,428
4071 Facility Maintenance 597,617 96,959 0 694,576
4074 Fleet Maintenance 0 8,720 0 8,720
4111 Police 9,647,669 2,083,534 0 11,731,203
4656 Consolidated Dispatch 1,268,129 437,657 0 1,705,786
4121 Fire 9,063,788 834,667 0 9,898,455
4131 Planning - (fomerly Safety) 467,613 342,732 0 810,345
4135 Engineering (new dept) 884,095 760,615 1,644,710
4151 Code Enforcement 796,705 72,994 0 869,699
4161 Animal Control 423,818 224,839 5,000 653,657
4181 Civil Emergency Prep 148,954 54,433 0 203,387
4211 Library 703,823 389,781 0 1,093,604
4231 Parks Department 1,129,703 1,227,510 0 2,357,213
4261 Public Affairs 468,646 378,092 0 846,738
4631 Information Technology 307,931 779,769 0 1,087,700
4658 Neighborhood Watch 0 13,550 0 13,550
CITY OF ROSWELL 2021-22 BUDGET 15REVENUE HIGHLIGHTS
General Fund revenue streams can be classified in eight (8) categories:
1. Gross Receipts Taxes
2. Property Taxes
3. Licenses & Fees
4. Building Permits
5. Grants
6. Charges for Services
7. Fines & Forfeits
8. Miscellaneous & Other
The City relied on historical trends to forecast the FY22 revenues. The graph below
illustrates the total General Fund revenue trend since FY17. FY21 included a federal
grant (CARES Act) in the amount of $6.9M. Excluding the federal grant, the projected
growth in revenue from FY21 to FY22 is 2.4%.
53,007,651
43,726,843 45,604,347 44,568,992
39,493,755 36,974,259
ACTUALS ACTUALS ACTUALS ACTUALS ACTUAL BUDGET
FY17 FY18 FY19 FY20 FY21 FY22
Gross Receipts Tax (GRT) is the largest revenue source for the General Fund. GRT
represents 80% of the total General Fund revenue. The chart below illustrates the share
contribution of revenue by category.
Property Tax Licenses & Fees Building Charges for
5% Permits Grants Services
12% 1%
1% 0%
Fines &
Forefeits
0%
Miscellaneous
& Other
1%
GRT
80%
CITY OF ROSWELL 2021-22 BUDGET 16Combined, GRT and Property Tax account for 92% of the total revenue for the General
Fund. There was an upward trend in GRT year-over-year. It is important to note that
FY21 revenue budget estimate was in response to the unprecedented impact of COVID-
19 on the economy and revenue estimates projected a significant decline in GRT.
FY 21 Budget FY21 Actual Variance However, the GRT received
Jul $1,872,940.00 $3,022,870.04 $ 1,149,930.04 monthly during FY21 did not
Aug $1,872,940.00 $3,069,385.00 $ 1,196,445.00 materialize as estimated.
Sep $2,029,018.00 $2,971,997.00 $ 942,979.00 The chart on the left illustrates the
Oct $2,029,018.00 $2,941,260.00 $ 912,242.00 GRT collected from July 2020 to
Nov $2,185,096.00 $2,923,252.00 $ 738,156.00 June 2021 for a net gain of $6.9
Dec $2,185,096.00 $2,761,950.00 $ 576,854.00 million.
Jan $2,653,331.00 $2,640,571.00 $ (12,760.00)
Feb $2,653,331.00 $3,289,112.00 $ 635,781.00
Mar $2,653,331.00 $2,813,652.46 $ 160,321.46
Apr $2,809,410.00 $2,672,834.00 $ (136,576.00)
May $2,934,272.00 $3,388,345.22 $ 454,073.22
Jun $2,965,488.00 $3,259,857.84 $ 294,369.84
Total $28,843,271.00 $35,755,086.56 $6,911,815.56
% FYTD 23.96%
The graph below illustrates the GRT trend since 2018. For FY22, GRT is estimated at
$35.7 million (31.53%) ($8.5M) increase over FY21 Budget revenue.
35,763,099
33,019,077 34,120,015
30,091,815
27,190,547
ACTUALS ACTUALS ACTUALS BUDGET BUDGET
FY18 FY19 FY20 FY21 FY22
TRANSFER HIGHLIGHTS
In addition to the revenue sources described above, the General Fund also relies on the
Indirect Cost fees charged to Enterprise Funds for cost of services provided to them.
General Accounting Principles recognize two methods to set indirect expenses. It can be
done on a full accounting of expenses or on a percentage basis. For Roswell, the
percentage basis method was chosen due to the complexity of indirect expenses.
CITY OF ROSWELL 2021-22 BUDGET 17In 2019, the City analyzed its procedures for setting indirect costs for its services and
reset its processes based on that analysis. The Water and Wastewater were each
calculated at 8.4%, Solid Waste at 11%, and Airport Funds were calculated at 16.80%
respectively.
In addition, the City adopted Resolution No. 20-30 creating a ‘Critical Infrastructure
Security and Response Policy’
Transfers in
establishing a direct expense to Transfers in Frm Air
Enterprise Funds to cover the Frm Water Center
cost of operations and training & Sewer 27%
for the protection the critical 42%
infrastructure.
In total, General Fund receives
Transfers IN of $3.5M from the
various Enterprise Funds. The
chart on the right illustrates the Transfers in
percentage share of the Transfers in Frm Solid
Transfers In to the General Frm Landfill Waste
0% 31%
Fund.
The graph below illustrates the
trend of the Transfers In to the General Fund since FY 2018.
5,149,539
3,518,203
2,272,000 2,470,235
1,243,790
ACTUALS ACTUALS ACTUALS ACTUAL BUDGET
FY 2018 FY 2019 FY 2020 FY 2021 FY 2022
EXPENDITURES HIGHLIGHTS
FY22 Budget increases overall city personnel from 560.5 full-time equivalents (FTE’s) in
2021 to 655 FTE positions for 2022. The increase consists of an additional 35 full-time,
14-part-time and 53 seasonal temps.
Expenses are summarized in the data tables and visuals to illustrate breakdowns and
four-year trends.
CITY OF ROSWELL 2021-22 BUDGET 184-YEAR TREND
Personnel Operating Capital
5,000 5,355,941
1,004,568
9,064,202 227,064 4,292,359
6,748,159 7,205,331
8,781,503 6,730,320
29,370,433 29,181,873 27,702,174
25,732,388 25,728,172
FY 22 BUDGET FY 2021 BUDGET FY 2020 ACTUAL FY 2019 ACTUAL FY 2018 ACTUAL
The net increase in personnel is $3.6 million and increase in operating of $28,699 and
($222,064) in Capital. It is important to note that FY21 Budget included reduction in
personnel and expenses. In addition, FY21 included approved furloughs.
FY22 the chart on the below illustrates the share of expenses in the General Fund with
Personnel at 78% and operating at 22%.
Capital
0%
Operating
24%
Personnel
76%
CITY OF ROSWELL 2021-22 BUDGET 19Executive/Legislative Leadership
Briefing: Executive/Legislative is comprised of one Mayor and 10 City Councilors. The
Mayor and Council adopts city ordinances and resolutions that guide staff in
accomplishing the day-to-day operations of the city organization.
Spending breakdown: The chart below illustrates the breakdown of the monies
proposed to be spent for the fiscal year ending 6/30/2022.
Operating Personnel Costs: Salaries
10% and benefits, employee
training, and professional
development.
Operating Costs: Per Diem,
Travel and Office Supplies.
Spending Trend: Historically
the City has allocated
Personnel
90% spending as depicted in the 3-
year trend chart below. The
largest cost is the stipend paid to the elected officials per City Code. Total budget is
$135,737.
HISTORICAL ALLOCATION OF EXPENSES
Personnel Operating
7,169
13,265
5,929
126,368
124,497
122,472
2022 2021 2020
CITY OF ROSWELL 2021-22 BUDGET 20Administration
Briefing: City Administration consists of the City Manager, Deputy City Manager, Director
of Administrative Services, and the Internal City Auditor/Budget. Administration’s
functions are to oversee daily operations, future endeavors, and instill practices to ensure
city functions remain at a high level of productivity. Spending within the department
consists of the following:
Spending breakdown: City monies are proposed to be spent as listed on the chart below
for the fiscal year ending 6/30/2022.
Personnel Costs: Salaries
and benefits, employee
training, and professional
development.
Operating Operating Costs: Community
44% involvement, legal third-party
Personnel
consultations, and computer
56% license fees covering the whole
City.
Spending Trend: Historically
the City has allocated spending
as depicted in the 3-year trend chart below. Total budget is $1,285,413.
HISTORICAL ALLOCATION OF EXPENSES
Personnel Operating
2,180,097
566,488 200,765
718,925 709,428 894,009
2022 2021 2020
CITY OF ROSWELL 2021-22 BUDGET 21City Clerk/ Elections
Briefing: The City Clerk’s Office oversees the local election process, maintains public records,
and attends and takes the minutes of City Council meetings. The City Clerk prepares the budget
for the Clerk’s Office and the local election and ensures the publication of legal notices for liquor
licenses and public hearings, to name a few of the tasks. While a city clerk’s day-to-day duties
and responsibilities are determined by where they work and the happenings of that particular day,
there are many core tasks associated with the role.
Spending breakdown: City monies are proposed to be spent as listed below for the fiscal year
ending 6/30.2022.
Operating
Personnel Costs: Salaries
4% and benefits, employee
training, and professional
development.
Operating Costs: 80% of the
City Clerk’s operating budget
is allocated to printing costs
due to various
announcements. Other small
costs associated with this
category are for dues, digital or
electronic subscriptions, and
Personnel
insurance liability premiums.
96%
Spending Trend: Historically the City has allocated spending as depicted in the 3-year trend
chart below. Total budget $297,409.
HISTORICAL ALLOCATION OF EXPENSES
Personnel Operating
11,374
11,777 8,005
286,035
179,620 178,754
2022 2021 2020
CITY OF ROSWELL 2021-22 BUDGET 22Judicial
Briefing: 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. The court hears
cases initiated by Officers of the Roswell Police Department, Animal Services, and Code
Enforcement. 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.
Spending breakdown: City monies are proposed to be spent as listed below for the fiscal year
ending 6/30/2022.
Personnel Costs: Salaries
Operating and benefits, employee
26% training, and staff
development.
Operating Costs: Operating
costs consist of sneeze
guards for guest contact,
damage claims to the
building, and web
Personnel
subscriptions.
74%
Spending Trend: Historically the City has allocated spending as depicted in the 3-year trend
chart below. Total budget is $767,791.
HISTORICAL ALLOCATION OF EXPENSES
Personnel Operating
199,247 247,510 232,959
568,544 550,565 547,095
2022 2021 2020
CITY OF ROSWELL 2021-22 BUDGET 23Finance/ Purchasing
Briefing: The Finance Department is the central hub for all departments. They provide accounting
services such as accounts payable, accounts receivable, budgeting and purchasing for the entire
City. In doing so, they collaborate with Administration, City Council, and the public in all aspects
of the City’s finances.
Spending breakdown: City monies are proposed to be spent as listed below for the fiscal year
ending 6/30/2022.
Personnel Costs: Salaries and
Operating benefits, employee training, and
26% professional development.
Operating Costs: The 2022
proposed operating expenses for
the Finance Department include
fees for revenue such as TRD
1% fees on GRT which
encompass City-wide revenue
fees.
Personnel
74%
Spending Trend: Historically
the City has allocated spending
as depicted in the 3-year trend chart below. The increase in personnel was primarily due to the
consolidation of purchasing personnel within the Finance budget. Total budget is $1,098,385.
HISTORICAL ALLOCATION OF EXPENSES
Personnel Operating
991,340
288,183
269,629
995,923
810,202 704,331
2022 2021 2020
CITY OF ROSWELL 2021-22 BUDGET 24Legal
Briefing: 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 oversee contract counsel handling diverse civil claims and litigation.
Spending breakdown: City monies are proposed to be spent as listed below for the fiscal
year ending 6/30/2022.
Personnel Costs: Salaries
and benefits, employee
Operating training, and professional
26%
development.
Operating Costs: Operating
costs within Legal consist of
employee training and
employee processing.
Personnel
74%
Spending Trend: Historically
the Legal Department was
budgeted as part of the City
Administration budget. To better account for legal expenses, Legal will have their own
department fund and budget starting this fiscal year. The allocation depicted below
illustrates a total budget of $382,328.
ALLOCATION OF EXPENSES
Personnel Operating
97,800
284,528
2022
CITY OF ROSWELL 2021-22 BUDGET 25Human Resources/Safety
Briefing: The Human Resources and Safety Department serves various departments’ current
and potential employees, which includes providing relevant information and addressing internal
and external queries. Human Resources is the liaison between employees and department
heads/supervisors.
Spending breakdown: City monies are proposed to be spent as listed below for the fiscal year
ending 6/30/2022.
Personnel Costs:
Operating
15% Salaries and benefits,
employee training, and
professional
development.
Operating Costs:
Operating costs within
Human Resources and
Safety consist of
employee training and
Personnel employee processing.
85%
Spending Trend: Historically the City has allocated spending as depicted in the 3-year trend
chart below. The increase from FY21 to FY22 was primarily due to the consolidation of Safety
personnel within the department and an addition of one (1) FTE. Total budget is $789,428.
HISTORICAL ALLOCATION OF EXPENSES
Personnel Operating
118,193
39,810 88,402
671,235
546,668 549,204
2022 2021 2020
CITY OF ROSWELL 2021-22 BUDGET 26Facility Maintenance
Briefing: Facility Maintenance Department acts as a do-it-all for the city. Daily duties include
minor repairs (lights), new flooring, remodels, and major repairs (roof leaks).
Spending breakdown: City monies are proposed to be spent as listed below for the fiscal year
ending 6/30/2022.
Personnel Costs: Salaries
Operating and benefits, employee
14% training, and staff
development.
Operating Costs: Major
operating expenditures for the
2022 budget will be
maintenance and repairs.
Due to deferred maintenance
on major repairs, the
department will maintain
Personnel buildings until funds or grants
86% have been allocated for major
repairs.
Spending Trend: Historically the City has allocated spending as depicted in the 3-year trend
chart below. In prior years, janitorial personnel and operating cost was primarily overseen by
Facilities. However, for FY22, janitorial services will be managed by departments through FTE’s
or contractual services. Total budget is $694,576.
HISTORICAL ALLOCATION OF EXPENSES
Personnel Operating
74,272 110,130
96,959
753,751 731,004
597,617
2022 2021 2020
CITY OF ROSWELL 2021-22 BUDGET 27Fleet Maintenance
Briefing: Fleet Maintenance Department functions as a liaison with a third-party
contractor to repair all vehicles within the City. The Fleet Manager also assist other
departments when purchasing vehicles or equipment.
Spending breakdown: City monies are proposed to be spent are for small operating
expenses for the fiscal year ending 6/30/2022.
Personnel Costs: There are no personnel cost for Fleet Maintenance as the position
was consolidated along with the Transit Director position. Transit/Fleet Director oversees
both operations.
Operating Costs: All operating costs related to this department are allocated for
operating expenses related to maintaining the fleet maintenance and replacement
program.
Spending Trend: Historically the City has allocated spending as depicted in the 3-year
trend chart below. Total budget is $8,720.
HISTORICAL ALLOCATION OF EXPENSES
Personnel Operating
5,827
127,330
8,720 7,791
- -
2022 2021 2020
CITY OF ROSWELL 2021-22 BUDGET 28Police
Briefing: The Roswell Police Department serves as the protectors of the City. Daily activities are
evident on the streets of the City and Police Chief ensures the PD presence is felt on a regular
basis. Budget cuts were as minimal as possible for this department to reflect the importance of
this function within the City.
The PD also oversees two special-revenue funds, the HIDTA Grant and Law Enforcement
Protection Fund. These grants are annual and consist of small expenditures to supplement the
PD operations and personnel costs.
Spending breakdown: City monies are proposed to be spent as listed below for the fiscal year
ending 6/30/2022.
Personnel Costs: Salaries and
Operating benefits, employee training,
18%
staff development and
recruiting.
Operating Costs: Vehicle
maintenance, private
investigator contracts, and
various equipment.
Spending Trend: Historically
the City has allocated spending
as depicted in the 3-year trend
Personnel
chart below. Total budget is
82%
$11,731,203.
HISTORICAL ALLOCATION OF EXPENSES
Personnel Operating
2,265,055 2,102,379
2,083,534
9,647,669 10,046,359 10,316,733
2022 2021 2020
CITY OF ROSWELL 2021-22 BUDGET 29Police - HIDTA Grant
Spending breakdown: The High Intensity Drug Trafficking Areas (HIDTA) program,
created by Congress with the Anti-Drug Abuse Act of 1988, provides assistance to
federal, state, local, and tribal law enforcement agencies operating in areas determined
to be critical drug-trafficking regions of the United States.
Grant monies are proposed to be spent as shown below for the fiscal year ending
6/30/2022. Total operating budget is $155,559.
Personnel
0%
Operating
100%
Police - Law Enforcement Protection Fund (LEPF)
Spending breakdown: Ten percent of all money received for fees, licenses, penalties
and taxes from life, general casualty and title insurance business (except for money
received from health insurance) collected by the New Mexico Public Regulation
Commission is deposited into the LEPF.
Grant monies are proposed to be spent on PD operations for the fiscal year ending
6/30/2022. There are no matching requirements related to this grant. Total budget is
$53,153.
Personnel
0%
Operating
100%
CITY OF ROSWELL 2021-22 BUDGET 30Consolidated Dispatch
Briefing: 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, 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.
The Law Enforcement Agencies served by PVRCC are the City of Roswell Police
Department, Chaves County Sheriff’s Department, and other law enforcement agencies
in the county to include Dexter, Hagerman, and Lake Arthur Police Departments.
Fire Service Agencies include the City of Roswell, Berrendo, Dexter, District 8, Dunken,
East Grand Plains, Hagerman, Lake Arthur, Midway, Penasco, Rio Felix, and Sierra Fire
Departments.
Emergency Medical Services include Superior Ambulance, Dexter and Hagerman EMS.
The majority of the center’s budget is dedicated to maintaining status as a competitive
employer of quality and dedicated personnel who provide the best service to the
community as possible. The remaining portion covers items such as the maintenance and
administration of radio equipment, computer, hardware, software and licenses, and the
many other systems necessary to facilitate the call intake and public safety service routing
of Chaves County.
Spending breakdown: City monies are proposed to be spent as listed below for the fiscal
year ending 6/30/2022.
Personnel Costs:
Salaries and benefits,
Operating employee training,
26%
professional
development, and
recruiting.
Operating Costs:
Software maintenance,
telephonic
Personnel communications, and
74%
digital or electronic
subscriptions
CITY OF ROSWELL 2021-22 BUDGET 31Spending Trend: Historically the City has allocated spending as depicted in the 3-year
trend chart below. Total budget is $1,705,786.
The majority of the increase was due to a $305,029 grant for the Public Safety Answering
Points (PSAPs) and E-911 related reimbursements for travel, training, and Geographic
Information Systems (GIS) software and hardware.
HISTORICAL ALLOCATION OF EXPENSES
Personnel Operating
213,245
437,657 165,996
1,395,111 1,515,801
1,268,129
2022 2021 2020
CITY OF ROSWELL 2021-22 BUDGET 32Fire Department
Briefing: The Roswell Fire Department serves as first responders to the City. Activities
include responding to health calls, vehicle accidents, and fires. The FD also oversees four
special revenue funds, the Fire Protection fund, two EMS grants, and the Hazmat fund.
These grants are annual and consist of small expenditures to supplement the FD
operations and personnel costs.
Spending breakdown: City monies are proposed to be spent as listed below for the fiscal
year ending 6/30/2022.
Personnel Costs: Salaries and
Operating
8% benefits, employee training, staff
development and recruiting.
Operating Costs: Vehicle
maintenance, safety equipment,
and large insurance liability
premiums.
Spending Trend: Historically the
City has allocated spending as
depicted in the 3-year trend chart
Personnel
92% below. Total budget is $9,898,455.
HISTORICAL ALLOCATION OF EXPENSES
Personnel Operating
1,077,809
834,667
650,073
9,063,788 9,017,679
8,833,602
2022 2021 2020
CITY OF ROSWELL 2021-22 BUDGET 33Fire Protection Fund
Spending breakdown: The state distributes a portion of the State Fire Protection Fund
to municipalities for fire department operation, construction, maintenance and equipment.
Grant monies are proposed to be spent as listed below for the fiscal year ending
6/30/2022.
Personnel Operating
1,621,087
1,158,487
359,068
2022 2021 2020
Fire - EMS Fire Grant
Spending breakdown: The state makes funds available to municipalities and counties,
in proportion to their needs, for use in the establishment and enhancement of local
emergency medical services in order to reduce injury and loss of life. Grant monies are
proposed to be spent as shown below for the fiscal year ending 6/30/2022.
Personnel Operating
20,000 20,000 19,554
2022 2021 2020
CITY OF ROSWELL 2021-22 BUDGET 34You can also read
