EDDY COUNTY Comprehensive Plan Public Draft February 2017 Prepared By: Consensus Planning, Inc. DRAFT DRAFT EDDY COUNTY Comprehensive Plan ACKNOWLEDGMENTS EDDY COUNTY COMMISSION James Walterscheid, District 1 Jon Henry, District 2 Larry E. Wood, District 3 Stella Davis, District 4 Susan Crockett, District 5 EDDY COUNTY STAFF Rick J. Rudometkin, County Manager Kenney Rayroux, Assistant County Manager Wesley Hooper, Community Services Director Ray Romero, Public Works Director Brian Stephens, Facilities Director Jennifer Armendariz, Emergency Management Director Roberta Smith, Finance Director Steve McCroskey, CZO, County Planner Suzanne Hathon, Code Enforcement Debra P. Hicks, PE/LSI, Contract Engineer, Pettigrew & Associates, P. A OTHER AGENCIES Stephanie Shumsky, Deputy City Administrator, City of Carlsbad Woods Houghton, Agricultural Agent, Eddy County Cooperative Extension Service CONSULTANT Consensus Planning, Inc. Jacqueline Fishman, AICP Petra Morris, AICP Salvator Perdomo Scott Culler Erin Ganaway The Comprehensive Plan contains excerpts from the Eddy County Master Transportation Plan (Bohannan Huston, Inc., 2016) in the Transportation Element; excerpts from the 40-Year Water Plan (Daniel B. Stephens & Associates, Inc., 2008) in the Water Resources Element; and excerpts from the Hazard Mitigation Plan for Eddy County, New Mexico (URS Corporation, 2005) in the Hazard Mitigation Element. DRAFT DRAFT 1 EDDY COUNTY Comprehensive Plan CONTENTS INTRODUCTION 1 1.1 Overview 1.2 What is a Comprehensive Plan 1.3 Plan Overview and Implementation 1.4 Public Engagement 3 4 4 7 2 COUNTY PROFILE 9 2.1 Context 2.2 Geography and Land Ownership 2.3 History 2.4 Demographics 2.5 Educational Attainment 11 11 12 14 20 LAND USE 21 3 3.1 Introduction 3.2 Existing Land Use 3.3 Land Use Regulations 3.4 Land Use Issues 3.5 Preferred Land Use Scenario 3.6 Goals and Implementation Strategies 23 24 26 29 30 33 4 HOUSING 4.1 Overview 4.2 Eddy County Affordable Housing Plan 4.3 Existing Housing Conditions 4.4 Housing Programs 4.5 Goals and Implementation Strategies 5 ECONOMIC DEVELOPMENT 6 INFRASTRUCTURE 45 45 50 52 53 55 58 59 61 6.1 Introduction 6.2 Drainage 6.3 Colonias 6.4 Solid Waste 6.5 Goals and Implementation Strategies 37 37 39 41 42 43 5.1 Overview 5.2 Economic Profile 5.3 Tourism 5.4 Lodgers' Tax Receipts 5.5 Oil & Gas Production / Mining 5.6 Agriculture 5.7 Economic Strengths and Resources 5.8 Goals and Implementation Strategies 35 63 63 65 67 68 DRAFT 7 WATER RESOURCES 69 7.1 Overview 7.2 Existing Water Resources 7.3 Water Quality 7.4 Water Systems 7.5 Summary of Infrastructure Needs 7.6 Water Demand and Strategies 7.7 Wastewater and Water Quality 7.8 Rural Development Grant 7.9 Goals and Implementation Strategies 71 71 72 73 75 55 76 78 78 8 TRANSPORTATION 81 8.1 Introduction 8.2 Existing Conditions 8.3 Roadway Maintenance 8.4 Long Range Transportation Planning 8.5 Road Functional Classification 8.6 Other Transportation Modes 8.7 Goals and Implementation Strategies 83 83 85 86 88 94 96 9 PUBLIC FACILITIES and SERVICES 97 9.1 Introduction 9.2 Community Facilities and Services 9.3 Parks and Recreation 9.4 Public Safety 9.5 Payment in Lieu of Taxes Program 9.6 Community Healthcare 9.7 Education 9.8 Goals and Implementation Strategies 99 99 101 102 103 103 104 107 10 11 HAZARD MITIGATION 10.1 10.2 10.3 10.4 10.5 10.6 109 Introduction Eddy County Office of Emergency Management Eddy County Hazard Mitigation Plan ISO Inspection Report, November 2015 Events Since 2005 Goals and Implementation Strategies IMPLEMENTATION 111 111 112 115 115 116 121 121 APPENDIX A: FUNDING SOURCES Introduction Community Development Healthcare Business Development Resources Educational Assistance 119 11.1 Overview 11.2 Implementation Tables A.1 A.2 A.3 A.4 A.5 131 133 133 139 140 145 DRAFT Chapter 1 INTRODUCTION CHAPTER 1 - PAGE 1 DRAFT DRAFT CHAPTER 1 INTRODUCTION 1.1 OVERVIEW The 2016 Eddy County Comprehensive Plan is the key policy document intended to guide and manage decision-making related to the future growth and physical development of the County. The Comprehensive Plan is designed to be: 1) All-inclusive - the Plan addresses all geographical areas of Eddy County and the functional elements that impact physical, cultural, and community development; 2) General - the Plan provides general policies, not detailed regulations, that address a wide range of community issues and aspirations; and 3) Long Range - the Plan presents a 20-year vision to guide future growth and capital expenditures based on community priorities. The Comprehensive Plan is also intended to foster coordination between the Board of County Commissioners and elected officials in the four municipalities of Artesia, Carlsbad, Hope, and Loving. PEARSON RD SHUGART RD RD BS UB GR WESTALL RD SQUARE HAGERMAN CUTOFF RD KEWANEE RD LAKE RD D COLT RD D ER KEY BUC V U 243 HOBB S HWY LOUIS WHITLOCK RD WIPP  K RIV ER VI LLAG OGDEN RD MC DO RD RD NE PECOS HWY UN AD R RED RD WIP RD Y R D ND R FOR HW RN HO NG LO RD RD JOH ND RO EHA SR D AN L N SO 285 £ ¤ CITY RD JA ORN RD ME 128 CK WHITES RD LD V U JA RD NTY Y ST DU GYPSUM RD TY CI AHU NA D HR NC RA BUCKTH NA TIO NA E RD LS MIL WELLS POTASH MINES RD Loving BLAC P RD RD LONDON RD BOUNDS RD LP AR RY H RD RU NE TARBUS WY LH LN M KS QU FI TWIN D RA LR RA Y IST RE 216 RAWHIDE RD V U CAMPBELL RD FLAT RD CK LL 62 £ ¤ L TR RD TR IN SK CK BU US  RU AL GO HID WY SH EEN RD DILL GRAPEVINE AN 360 BU DE Carlsbad Caverns PL RD RD V U D ILAN GAV AR D KR OC EST UG BURTON ANGEL RANCH RD LEA ST TIDWELL RD RD ON 7 V U LIV CO SK BR 31 V U GRANDI RD Y NY RD LU RD ILLINOIS CAMP RD RD LIN ER TH NE PINE RD WHITE LE W CA AL ION AR OM MAGNUM RD RD NAT XB GENERAL AMERICAN RD 13TH RURAL ST D KR UC SA WB RD RD N H RD ANC RYR Lincoln National Forest RR YC 529 62 £ ¤ PORTER RD JOY RD ARMSTRONG RD RD N NC MA O LL KE LA O NY CA CARLSBAD MCK CA RD V U CHURCH ST K RD ITTRIC RK EM 200 524 137 DA ST CU V U V U V U H BA UE CAPROCK RD SHELL RD 82 £ ¤ MI TCH RD X BO HO RAT MA E RD HOL ER WAT D SR GA AW RD LEY D OR VAL OC DL OL LAKE RD OOD RD Brantley Lake State Park PICKET RD D NR BL CRANE RD ROCK DAISY RD HALF HI N RD NYO AVAL DR DAYTON RD LAKEW SIEGREST RD BR BARN ARCO RD O RD V U ROCKIN R RED RD R CA Y THISTLE RD 285 DEE HW FOUR DINKUS RD LE AI TR GT ON ATOKA RD RD RD S ND VIN 229 DEPC TW ES W RD LO RD D IN AID D  ARTESIA V U BLEVINS RD RED LAKE HR HOPE HWY SANTA RD BR ANC RD  82 £ ¤ HOPE HWY 2 V U RR EK RE EC Hope GSTON RD KAR GL EA LOW VALLEY RD BOOGER LAN FUNK RD 26TH RURAL ST WHITE TAIL RD SKELLY RD WALDRIP RD Eddy County is located in southeastern New Mexico and is bordered by Lea County to the east, Chaves County to the north, Chaves and Otero counties to the west, and Texas to the south. Eddy County is primarily a rural county that relies on agriculture, extractive industries (oil and gas, potash), and tourism to help sustain the rural lifestyle that residents value and want to maintain in the future. CATFISH RD Eddy County. Chapter 1 - Page 3 U.S. Highway State Road Local Road EDDY COUNTY COMPREHENSIVE PLAN DRAFT The 2016 Eddy County Comprehensive Plan was created in compliance with and pursuant to Section 3-19-9 NMSA 1978, as follows: “...The plan shall be made with the general purpose of guiding and establishing a coordinated, adjusted, and harmonious development of the municipality which will, in accordance with existing and future needs, best promote health, safety, morals, order, convenience, prosperity or the general welfare as well as efficiency and economic in the process of development.” The process to complete the Comprehensive Plan was initiated in March 2016 and completed in November 2016. The planning process involved a detailed review of each Plan element contained in the 2008 Comprehensive Plan to determine the relevancy of each goal and implementation strategy; a series of public meetings and stakeholder interviews; and coordination with other Eddy County consultants on relevant planning efforts that have been incorporated into the 2016 Comprehensive Plan. 1.2 WHAT IS A COMPREHENSIVE PLAN? A Comprehensive Plan is a general policy document that provides a written and graphic description of the existing conditions, community desires, and a “road map” to ensure the community vision is achieved through sound decision-making regarding future growth, development, and infrastructure investments. The community’s values are translated into specific goals and implementation strategies that provide the framework for the Comprehensive Plan and are typically accompanied by a general time frame and responsible entity in charge of implementation. Goals are the broadest expression of the community’s desires. They are often value-based and can sometimes be difficult to quantify. Goals describe the ideal condition that would result if the community’s vision were realized. Implementation strategies are the specific steps that are needed to ensure the goals can be achieved. They are typically measurable and can be used to assess incremental progress towards reaching the community goals. A Comprehensive Plan is not a regulatory document; it typically is adopted by resolution by the governing body. It is not intended to be a rigid set of rules and should be viewed as a living, flexible document that can be modified over time. Other community initiatives and plans should be consistent with the general direction established by the Comprehensive Plan. 1.3 PLAN OVERVIEW and IMPLEMENTATION The Eddy County Comprehensive Plan is organized by planning element into chapters, each of which contain a description of existing conditions and issues specific to the planning element, and goals and implementation strategies that support the community’s vision for Eddy County. The implementation strategies are repeated in Chapter 11 Implementation where they are categorized by general time frame and the entity responsible for implementation. The Comprehensive Plan contains the following elements: County Profile - The County Profile (Chapter 2) provides a general summary of the context, geography, and history of Eddy County; a snapshot of population characteristics, growth trends, and migration characteristics; and an overview of educational attainment by Eddy County residents. Chapter 1 - Page 4 DRAFT CHAPTER 1 INTRODUCTION Land Use - The Land Use element (Chapter 3) addresses the need for harmonious and orderly growth of the County balanced with the need to respect private property rights while protecting the public health, safety, and welfare. It includes a written and graphic description of the existing land use in the County; a summary of the existing land use regulations that have been adopted by the Board of County Commissioners; a discussion of existing land use issues; and a Preferred Land Use Scenario showing how the County is envisioned to grow in the next 20 years. Land Use goals and implementation strategies address growth and development over the next 20 years; the rural to urban interface; subdivision exemptions; development in proximity to floodplains and underground gas lines; green spaces and recreational areas; and the visual appearance of Eddy County. Housing - The Housing element (Chapter 4) provides the overall framework to ensure County residents have access to safe and affordable housing and equal housing opportunities. It includes a summary of the 2015 Eddy County Affordable Housing Plan; a description of existing housing conditions; and a list of existing housing programs. Housing goals and implementation strategies address the development and rehabilitation of affordable housing for the County's workforce, low income families, and special needs populations; and delivery of services for the homeless in Eddy County. Economic Development - The Economic Development element (Chapter 5) addresses the fundamental role economic development holds in ensuring Eddy County's continued prosperity is achieved through solid job growth, investment in business-related activities, and revenue generation. It includes an economic profile that summarizes existing occupations, industry, major employers, taxable gross receipts, property values, poverty status and employment; a tourism section that describes the attractions Eddy County and the municipalities of Carlsbad and Artesia have to offer; trends in lodgers' tax receipts; overviews of oil and gas production, mining, and agriculture activities; and a discussion of the County's economic strengths and available resources. Economic Development goals and implementation strategies address the need for a well-trained workforce; initiatives to expand existing businesses, attract new jobs and business opportunities, and facilitation of small business development; promotion of tourism; and support for the continued economic viability of agriculture. Infrastructure - The Infrastructure element (Chapter 6) addresses some of the core issues that are tied to public safety and the delivery of basic services to the community. It provides an overview of drainage issues (a major concern for Eddy County as past storm events have caused significant damage to the County's roadway system), solid waste management, and infrastructure needs within the County's designated colonias. Infrastructure goals and implementation strategies address flooding during major storm events, improving living conditions within the colonias; and provision of a comprehensive solid waste management system. Water Resources - The Water Resources element (Chapter 7) describes the central role that water quality and supply has in ensuring the long term viability and sustainability of life for current and future generations of residents of Eddy County. It contains a discussion and excerpts from the Eddy County 40-Year Water Plan in regard to existing water resources, water quality, water system; summaries of infrastructure needs, water demand and strategies, and wastewater and water quality; Chapter 1 - Page 5 EDDY COUNTY COMPREHENSIVE PLAN DRAFT and a summary of the 2014 Rural Development Grant. The Water Resources goals and implementation strategies address the need to prioritize the regionalization of water systems; protecting groundwater supplies; implementing on-site wastewater management systems; upgrading the wastewater treatment plants; and using treated effluent for landscape irrigation and land application. Transportation - The Transportation element (Chapter 8) describes transportation as one of the key basic services that Eddy County provides and underscores the importance of identifying priorities for maintaining and enhancing mobility on a county-wide basis. It contains a summary of existing conditions and flood damage to roadways; prioritization of maintaining roadways and utilization of the County's new Road Management System (RMS) to help analyze and rate existing roadways, forecast maintenance needs, maximize financial benefit of roadway investments, remove subjectivity from the decision making process, and create a systemic approach to prioritizing funding for improvements to the County's road improvements. The chapter also contains a discussion and excerpts from the 2016 Eddy County Transportation Master Plan regarding functional classification; and a summary of other transportation modes including rail, air, and transit. The Transportation goals and implementation strategies emphasize maintaining safe roadway conditions throughout the County by following the roadway prioritization process; creating a roadway maintenance plan; seeking funding from NMDOT for improvements; creating bypass routes around urban areas to reduce congestion; and completing a freight study that recommends a preferred location for a full service truck stop/facility. Public Facilities and Services - The Public Facilities and Services element (Chapter 9) provides a summary of the various facilities and services available to Eddy County residents to serve their day-to-day needs. Some of the facilities described are owned and operated by Eddy County; however, some are managed by the municipalities of Carlsbad and Artesia; the three municipal school districts in Carlsbad, Artesia, and Loving; and Eddy County Public Health offices in Carlsbad and Artesia. Chapter 9 provides an overview of Eddy County Facility Management, which operates and maintains 65 buildings and five parks; community facilities including libraries, senior centers, community centers, County Fairgrounds, etc.; public safety services, including law enforcement, fire protection, and the Eddy County Detention Center; parks and recreation facilities, including those operated by Eddy County, Carlsbad, and Artesia, and state and federal facilities such as Carlsbad Caverns National Park, Living Desert Zoo and Gardens State Park, Brantley Lake State Park, Lincoln National Forest, Pecos River Corridor Recreation Area, etc; public health services and facilities; and primary, secondary, and higher educational facilities. The Public Facilities and Services goals and implementation strategies address providing the adequate delivery of public safety services; enhancing and maintaining community facilities and programming; working to reduce substance abuse; maintaining and enhancing the local trail system throughout the County; creating new recreational facilities; and promoting community health. Hazard Mitigation - The Hazard Mitigation element (Chapter 10) provides an overview of the natural and man-made disasters that Eddy County faces and recognition of the physical, social, and economic impact that disasters can have on the community. It contains a description of the mission and responsibilities of the Eddy County Office of Emergency Management, a summary of the 2005 Eddy County Hazard Mitigation Plan, and events that have occured since 2005 in Eddy County. Chapter 1 - Page 6 DRAFT CHAPTER 1 INTRODUCTION The Hazard Mitigation goals and implementation strategies address making Eddy County less vulnerable to hazards through warning systems, reverse 911, and radar coverage; reduction of flooding hazards through updates to floodplain and floodway maps and continuation in the National Flood Insurance Program; reduction of wildfire disasters through the creation of defensible space and increasing water storage for fire suppression; improving the ability of critical and vulnerable facilities to better respond to man-made disasters by sharing information, making facility improvements, and remediating the I&W brine well. Implementation - The Implementation element (Chapter 11) repeats the implementation strategies contained in each of the Plan elements and provides a time line, responsible entity/partnership, and potential funding sources for each strategy. The time lines are categorized by short term (1-3 years), medium term (4-8 years), long term (8 years and greater), and on-going. The implementation schedule is intended to provide some flexibility to respond to the County's fiscal constraints and is not meant to be rigid set of rules. Guiding principles to ensure the successful implementation and relevancy of the Comprehensive Plan include: • The Comprehensive Plan should be reviewed on a regular basis and updated every five years. The County should establish and adhere to a schedule to an annual review to ensure the relevancy of the Comprehensive Plan. • Updates to the Comprehensive Plan should include and be tied to a public engagement process that seeks to engage a wide cross section of the community. • The County’s Infrastructure Capital Improvement Plan (ICIP) should be linked to the priorities and implementation strategies regarding physical improvements contained in the Comprehensive Plan. • The County should continue to monitor and identify funding sources and programs that could be utilized for implementation of capital improvements identified in the Comprehensive Plan. • The County should base future grant applications and funding requests on the implementation strategies contained in the Comprehensive Plan. 1.4 PUBLIC ENGAGEMENT The public engagement process included stakeholder interviews with County staff and individuals in the fields of government, business, real estate, and education, and a series of public meetings. In order to reach as many people as possible, each of the public meetings involved the following components: • • • A press release in both English and Spanish; A set of two meetings were held on the same day, one each in Artesia and Carlsbad at different times of the day; and The meetings were live streamed, allowing the public to watch at home live, and also at a later date through the live stream web site. Chapter 1 - Page 7 EDDY COUNTY COMPREHENSIVE PLAN DRAFT Visioning Meeting The first set of public meetings was held by the consultant on May 11, 2016 – one during the day in Artesia at the North County Roads Department and one during the evening in Carlsbad at the County Administrative Building. Each meeting was attended by a mix of residents and County representatives, and was also viewed by close to 60 people through online streaming. The agenda for both meetings were the same and included an introduction and overview of the planning process, followed by a Meeting participants indicating where they live in Eddy County. visioning exercise where participants were asked a series of questions about Eddy County today and their vision for Eddy County in the future. Participants were asked: • • • • • • Why do you live in Eddy County? What are some of the positive aspects of Eddy County that should be maintained in the future? What are some of your concerns with Eddy County and how would you fix them? How and where do you see Eddy County growing in the future and what type of growth is needed? What is your vision of Eddy County 20 years into the future? What changes would be needed to make this vision a reality? The participants were also asked to write in five words or less their vision for Eddy County. This visioning process provided valuable insight and helped informed the vision for the future of Eddy County as expressed in this Comprehensive Plan. Goals and Strategies and Alternative Land Use Scenarios Meeting The second set of public meetings was held by the consultant on July 26, 2016 in Artesia and Carlsbad. Both meetings were live streamed and garnered close to 70 views. The consultant presented two alternative land use scenarios and draft goals and implementation strategies for each plan element. After the presentation, the participants were given work sheets and asked to identify their preferred land use scenario, "score" each of the goals, and choose their top implementation strategies for each of the plan elements. Additional worksheets were distributed after the meetings by County staff in order to gain further input from the public. The information received from the public and County staff through the exercises informed the final Land Use Scenario (see Chapter 3 Land Use) and helped prioritize the goals and implementation strategies. Chapter 1 - Page 8 DRAFT Chapter 2 COUNTY PROFILE CHAPTER 2 - PAGE 9 DRAFT DRAFT CHAPTER 2 COUNTY PROFILE 2.1 CONTEXT Eddy County was named after Charles Eddy, a rancher who helped to irrigate the area with water from the Pecos River. The County is located within the foothills of the Guadalupe Mountains and on the northern edge of the Chihuahuan Desert. The Pecos River runs north to south through the County, and passes near the County’s two largest municipalities, Artesia and Carlsbad. Smaller municipalities in Eddy County include the Village of Loving and the Village of Hope. The City of Carlsbad is the County seat, and is the largest municipality in Eddy County with a population of 26,138 (2010 Census). The Pecos River runs through Carlsbad, which is known for its many parks, tourism, and extractive industries. The City of Artesia is the second largest municipality in Eddy County with a population of 11,301 (2010 Census). Artesia is named for the area’s artesian wells, and has been a hub for oil and gas production since the 1920s. Ranching and farming are also economic staples in Artesia. Eddy County’s economy is heavily tied to farming and ranching, petroleum and natural gas extraction, potash mining, and tourism, in particular related to the Carlsbad Caverns. Other major employers include the U.S. Department of Energy’s Waste Isolation Pilot Plant (WIPP) near Carlsbad and the Federal law Enforcement Training Center near Artesia. Both have spurred a number of related technology businesses. U.S. Highways 285, 180, 82, and 62 are the principal roadways in Eddy County. U.S. 285 runs north-south and connects Carlsbad with Texas to the south, and Roswell, Santa Fe, and eventually Colorado to the north. U.S. 180 and U.S. 62 run southwest to northeast and connect Carlsbad with El Paso to the west, and Hobbs and Texas to the east. U.S. 82 is an east-west roadway that links Artesia with Alamogordo and Las Cruces to the west, and Lovington and Texas to the east. From Carlsbad, the nearest metropolitan centers are Midland, Texas located 149 miles to the east, El Paso, Texas located 164 miles to the southwest, and Las Cruces located 207 miles to the west. Albuquerque, New Mexico’s largest city, is located 277 miles to the northwest, and Santa Fe, the state capital, is 268 miles to the north. 2.2 GEOGRAPHY and LAND OWNERSHIP The elevation of Eddy County ranges from approximately 6,800 feet above sea level within the Guadalupe Mountains in the southwestern corner of the County to 2,870 feet where the Pecos River crosses the New Mexico/Texas border. Eddy County is primarily comprised of shrubland and grassland, with wetlands and agricultural land along the Pecos River and steep forested mountains in the southwestern corner of the County. Public land constitutes the vast majority of Eddy County, more than 80%, while private land accounts for less than 20% (NMSU, 2007). Of the federal land, the Bureau of Land Management (BLM) administers approximately 1.4 million acres, while the United States Forest Service (USFS) administers approximately 135,000 acres. The State of New Mexico owns nearly 18% of the land (478,000 acres) and inland water covers another 0.3% (8,100 acres). CHAPTER 2 - PAGE 11 EDDY COUNTY COMPREHENSIVE PLAN 2.3 HISTORY DRAFT Early Records Despite the mostly arid landscape of what is today Eddy County, there is clear evidence of prehistoric human settlement. Arrowheads dating as early as 25,000 BC have been discovered in the area. Throughout the millennia, various groups of hunter-gatherers repeatedly occupied the same campsites. By 100 to 400 AD, agriculture was firmly established, and at least three principal groups of Southwestern farming cultures had developed. Of those, the Jornada Mogollon people occupied the desert plains areas, including El Paso and parts of present-day Eddy County. It appears that the heaviest occupation by this group near Eddy County occurred between 900 AD and 1250 AD. Around 1300 AD, however, a new group was migrating towards the Southwest. The Athapaskan people traveled south from what is now Canada, and eventually reached the New Mexico territory. This group then split; some went west, forming the Navajo tribes, while the Apaches headed south. In the Eddy County area, the Mescalero Apaches inhabited the Sacramento and Guadalupe Mountains as well as the surrounding plains. They resided in the mountains, but crossed the Pecos River to the east to hunt buffalo. Although their population was not numerous, they had firm control over what would become Eddy County when the Europeans first encountered them, and fought to retain their lands well into the 19th century (Southeastern New Mexico Historical Society, 1982). The Arrival of the Spanish Spanish explorer Cabeza de Vaca was likely the first European to pass through the southeastern New Mexico area when he took an expedition north from Mexico City to Louisiana in 1536. Over the next few centuries, other explorers such as Antonio de Espejo and Gaspar Castaño also made their way through, but never officially settled the area, even though it had been officially claimed by New Spain and then Mexico after Mexico’s independence in 1821 (Mangan, 1994). American Settlements In 1848, Colonel Steven Watts Kearny claimed the New Mexico territory for the United States. Counties were soon formed, and what is now Eddy County formed part of Lincoln County. In 1862, Congress passed the Homestead Act to encourage population of the vast western states, but the southeastern part of New Mexico did not attract many colonizers. There were cattle drives that followed the Pecos River south from Texas up through New Mexico, however. Some of the most well-known were the Goodnight-Loving cattle group and the John Chisum cattle drive, both operating in the 1860s. In 1867, the first permanent Anglo settlers came to the area, colonizing a place where seven arroyos joined to feed into the Pecos River. Called Seven Rivers, this western frontier town peaked in the 1880s with a population of about 300. By 1896, the village had declined, and today is the site of Brantley Lake State Park. In the 1880s and 90s, other settlements were formed, including Lookout, Hope (first called Badgerville), Malaga, Eddy, Loving (originally Florence) and Otis. In 1891, the Pecos Valley Chapter 2 - Page 12 DRAFT CHAPTER 2 COUNTY PROFILE Railroad was completed from Pecos, Texas, to Eddy, and three years later extended north to Roswell. Swiss and Italian immigrants came in small waves during this time period as well. The area was still cattle grazing country, though agriculture was also beginning to take hold, facilitated by irrigation projects. The first was formed in Hope on the Peñasco River, and thrived until 1922, when the flow of water began to decline. C.B. Eddy was a rancher and entrepreneur from New York who also sought to irrigate this arid part of New Mexico. In 1888, he laid out the town of Eddy on the Pecos River, and worked with others to create efficient irrigation systems to serve ranchers and farmers. In 1889, Eddy County was formed. Seven Rivers was the original County seat, but this was moved to Eddy in 1890. By this year, the town was calling itself the “Pearl of the Pecos” and boasted a population of more than 600 people. In 1893, Eddy became officially incorporated, and six years later was renamed Carlsbad, after the Carlsbad Spring, which shared mineral properties similar to a famous spa in Karlsbad, Czechoslovakia. Jim White, a local cowboy, happened upon a “Bat Cave” in the Guadalupe Mountains in 1903, and there was a two-decade period of intense guano mining. This cave was, of course, the famous Carlsbad Caverns, which was declared a National Monument in 1923, and a National Park in 1930. White’s City was established near the entrance of the Caverns in 1928. The town site for Artesia was laid out in 1903, over a settlement formerly known as Miller. The town is named for the artesian aquifer in the area. In that same year, the first Artesian well was drilled. Between 1905 and 1907, there was an influx of over 1,200 people to the town. People began noticing black streaks in their water, and by 1923 the first oil well was drilled, setting the stage for the important industry that continues to dominate Artesia today. Historic Resources Eddy County contains a number of historic assets that tell the story of Eddy County as a community. Some of Eddy County’s historic assets are officially recognized through the State Register of Cultural Properties and the National Register of Historic Places. Eddy County has 44 individually registered properties (including buildings, structures, objects, and historic sites) of which 14 are in Carlsbad, 15 are in Artesia and nine are archaeological sites. Eddy County also has the following registered districts and resources: • • • • • • Artesia Residential Historic District, Artesia, (State 2008) Carlsbad Downtown Historic District, Carlsbad, (State 2009) Carlsbad Caverns National Park Historic District, Whites City, (State 1973, National 1988) Rattlesnake Springs Historic District, Whites City, (State 1989, National 1988) Artificial Stone Houses of Artesia, Artesia, (State 1983, National 1984) Public Works of the Civilian Conservation Corps in the Lincoln National Forest, Carlsbad (National 1994) The Southeastern New Mexico Historical Society (located in Roswell) contains information on the history of Eddy County. In addition, the City of Carlsbad Museum and Art Center and the Artesia Historical Museum and Art Center include collections and displays on the history of Eddy County, Carlsbad, Artesia, and southeast New Mexico. CHAPTER 2 - PAGE 13 EDDY COUNTY COMPREHENSIVE PLAN DRAFT Eddy County is responsible for two historically notable properties, the Eddy County Courthouse and the Historical Mexican Cemetery. The Historical Mexican Cemetery is located at 300 W. London Road in Loving, the cemetery dates to the 1800s and last received a burial in 1954. Cemetery records are sparse, so the numbers and burial locations are unknown, however the site remains an important historical site in the County. The Eddy County Courthouse is listed on the State Register of Cultural properties, and was constructed in 1891, and completed in 1892 by the Witt Brothers. The brick courthouse was enlarged in 1914, and again in 1939, when it was remodeled with a stucco cover in a Pueblo Revival style. The 1939 remodel was through the W.P.A. (Works Progress Administration) as a New Deal project, with R.W. Vorhees as the architect and Lembke Construction of Albuquerque for the construction, using W.P.A. labor. New Deal projects in Eddy County include: • • • • • • • • • City Park, Artesia Gym, Artesia Municipal Hospital, Artesia City Hall, Artesia McMillan Dam, Artesia Carlsbad Caverns National Park buildings, Carlsbad Carlsbad Museum Mural, Carlsbad Eddy County Courthouse and Jail, Carlsbad Sitting Bull Falls Recreation Area, Carlsbad 2.4 DEMOGRAPHICS Overview This summarizes key demographic and educational data for Eddy County. Data was collected from the United States Census Bureau, University of New Mexico Bureau of Business and Economic Research, Department of Workforce Solutions, and Bureau of Labor Statistics and draws comparisons to the state. Annual changes are summarized in the narrative and supplemented by tables, figures, and graphics. Demographic data includes both incorporated (Carlsbad, Artesia, Loving, and Hope) and unincorporated areas of the County. Population Growth In 2010, the population in Eddy County was 53,829. The County’s population has steadily increased over the past 40 years at an annual average growth rate of .8%. Since 1970, not a single decade has experienced a loss in population, although it stagnated from 1980 to 1990. Artesia and Carlsbad, the County’s two most populous cities, have experienced slow, but positive growth; their population in 2014 was estimated to be 26,996 and 11,494, respectively. The City of Artesia and the City of Carlsbad collectively contain more than 70% of the Eddy County population. The unincorporated area of the County has grown at a higher rate since 1970 than the County population as a whole, with new residential development occurring on the outskirts of Artesia and Carlsbad. Chapter 2 - Page 14 DRAFT CHAPTER 2 COUNTY PROFILE TABLE 2.1: HISTORICAL POPULATION of CITIES and VILLAGES IN EDDY COUNTY Eddy County Carlsbad Artesia Hope Loving 1970 1980 1990 2000 2010 2014 41,119 21,297 10,315 90 1,192 47,855 25,496 10,385 111 1,355 48,605 24,952 10,610 101 1,243 51,658 25,625 10,692 107 1,326 53,829 26,138 11,301 105 1,413 54,834 26,996 11,494 120 1,524 Annual Growth Rate 0.8% 0.6% 0.3% 0.8% 0.6% Source: U.S. Census Bureau. Population Projections Population projections were developed as part of the Eddy County Master Transportation Plan (Bohannan Huston, Inc.) and incorporated into the Comprehensive Plan. The projections utilize county-level control totals developed by the UNM Bureau of Business and Economic Research (BBER) in 2012. According to BBER, the population of Eddy County is projected to increase from 53,829 residents in 2010 to 65,258 by 2040. The more than 11,000 additional residents reflect 21% total growth and a 0.64% annual growth rate. BBER bases its projection on historical data and utilizes a cohort-component method for developing future-year population levels based on birth rates, mortality rates, and migration patterns derived from the number of new residents to a place minus the number of residents who leave. The projections rely upon data from the 2010 Census as a base year and contain population levels in 5-year increments from 2010 to 2040. The projections for unincorporated portions of Eddy County also rely on historical data by examining the percentage of the population in unincorporated locations in Eddy County between 1960 and 2010. The consultants for the Master Transportation Plan used the county-level BBER population totals to determine the projections in the share of the County population located in the unincorporated area over time. Using this methodology, the unincorporated Eddy County population will increase by 5,626 between 2010 and 2040 and the share of the population residing in the unincorporated area will increase from 27.6% to 31.4%, meaning the population in unincorporated portions of Eddy County is expected to increase at a higher rate than the county at-large. Both sets of projections (BBER and BHI) for 2020, 2030, and 2040 are shown in Table 2.2. TABLE 2.2: EDDY COUNTY POPULATION PROJECTIONS* Total Incorporated Rest of Unincorporated Population Population County Share 2010 53,829 38,957 14,872 27.6% 2020 57,908 41,306 16,602 28.7% 2030 61,836 43,260 18,576 30.0% 2040 65,258 44,760 20,498 31.4% * BBER projections are in bold, BHI projections are in italics. CHAPTER 2 - PAGE 15 DRAFT EDDY COUNTY COMPREHENSIVE PLAN Population Characteristics Between 2000 and 2014, the portion of the population that was male grew at a significantly faster rate than females. There was an increase in those between 20 to 34 years old and 50 to 69 years old. The greatest change was in the 60 to 64 years old cohort, which increased by 75.3%. Those under 19 years old and between 35 to 49 years old represented less of the population in 2014 compared to 2000. The County’s median age in 2014 was 36.7 years, which was generally consistent with New Mexico’s median age (36.8 ). TABLE 2.3: POPULATION CHARACTERISTICS, 2000 - 2014 Population Total Population Male Female Age Under 5 years 5 to 9 years 10 to 14 years 15 to 19 years 20 to 24 years 25 to 29 years 30 to 34 years 35 to 39 years 40 to 44 years 45 to 49 years 50 to 54 years 55 to 59 years 60 to 64 years 65 to 69 years 70 to 74 years 75 to 79 years 80 to 84 years 85 years and over 18 years and over 62 years and over Median age (years) 2000 2014 51,658 25,291 26,367 54,834 27,760 27,074 % Change 2000-14* 6.1% 9.8% 2.7% 7.3% 7.9% 8.3% 8.3% 5.3% 5.2% 5.7% 6.9% 7.8% 7.4% 6.1% 4.9% 4.0% 3.9% 3.6% 3.1% 2.1% 1.8% 71.1% 17.1% 36.4 6.9% 7.2% 7.4% 7.0% 6.4% 6.7% 6.6% 5.8% 5.6% 6.4% 7.1% 6.2% 6.6% 4.6% 2.8% 2.9% 2.2% 1.5% 75.0% 18.0% 36.7 -0.5% -3.4% -4.5% -10.9% 26.9% 36.0% 22.6% -10.8% -24.1% -8.2% 23.3% 35.6% 75.3% 24.6% -18.8% -1.0% 9.1% -14.3% 12.0% 11.7% 0.8% Source: U.S. Census Bureau, 2000 SF1 100% and 2010 - 2014 ACS 5-Year Estimates. * Percent change calculated from raw numbers. Chapter 2 - Page 16 DRAFT CHAPTER 2 COUNTY PROFILE Figures 2.3 and 2.4 illustrate the age demographics by gender in Eddy County in 2000 and 2014. Growth was experienced in the 20 to 34 years old and 50 to 69 years old age cohort and declined in the under 19 years and between 35 to 49 years old age cohorts. FIGURE 2.3: 2014 AGE DISTRIBUTION PYRAMID 85 years and over 80 to 84 years 75 to 79 years 70 to 74 years 65 to 69 years 60 to 64 years 55 to 59 years 50 to 54 years 45 to 49 years 40 to 44 years 35 to 39 years 30 to 34 years 25 to 29 years 20 to 24 years 15 to 19 years 10 to 14 years 5 to 9 years Under 5 years 2,500 2,000 1,500 1,000 500 0 Female 500 1,000 1,500 2,000 2,500 500 1,000 1,500 2,000 2,500 Male Source: U.S. Census Bureau, ACS 2010-2014 5-year estimates. FIGURE 2.4: 2000 AGE DISTRIBUTION PYRAMID 85 years and over 80 to 84 years 75 to 79 years 70 to 74 years 65 to 69 years 60 to 64 years 55 to 59 years 50 to 54 years 45 to 49 years 40 to 44 years 35 to 39 years 30 to 34 years 25 to 29 years 20 to 24 years 15 to 19 years 10 to 14 years 5 to 9 years Under 5 years 2,500 2,000 1,500 1,000 500 0 Female Male Source: U.S. Census Bureau, 2000 SF1 100%. CHAPTER 2 - PAGE 17 DRAFT EDDY COUNTY COMPREHENSIVE PLAN Race and Ethnicity Race and ethnicity, as defined and categorized by the U.S. Census Bureau, are selfidentification terms in which residents choose the race or races with which they most closely identify and indicate whether or not they are Hispanic or Latino origin (ethnicity). The Hispanic or Latino ethnic identity includes people of all races. In 2014, 45.3% of the population identified themselves as Hispanic or Latino (of any race), which was an increase of 24.1% from 2000. The share of Hispanic or Latinos is consistent with that of the state (46.3%). Of the 54.7% of those who identified as Not Hispanic or Latino ethnicity, 50.6% identified as White; 1.4% identified as Black or African American; 1.0% identified as American Indian or Alaska Native; .6% identified as Asian; .1% identified as Native Hawaiian and Other Pacific Islander; .4% identified as Some other race; and .6% identified as Two or more races. TABLE 2.4: RACE and ETHNICITY Race Total Population One race White Black or African American American Indian and Alaska Native Asian Two or More Races Ethnicity Hispanic or Latino Not Hispanic or Latino White Alone 2000 2014 51,658 97.4% 76.3% 1.6% 1.3% 0.4% 2.6% 54,834 98.2% 88.3% 1.4% 1.4% 0.6% 1.8% % Change 2000-14* 6.1% 7.1% 22.7% -2.7% 16.3% 46.8% -28.8% 38.3% 61.2% 57.7% 45.3% 54.7% 50.6% 24.1% -5.2% -6.9% Source: U.S. Census Bureau, 2000 SF1 100% and 2010 - 2014 ACS 5-Year Estimates. * Percent change calculated from raw numbers. Migration Figure 2.5 shows the migration from 2000 to 2010 in Eddy County by age cohort. The brown bars represent the expected population in each cohort and is derived by taking the 2000 U.S. Census age data and aging the number by ten years. Comparing the expected data (brown bars) to the actual data (green bars) will show if the age cohort experienced an in-migration or out-migration of residents during the assumed time frame. This method does not account for deaths; therefore, the expected 75 years and over age cohorts will almost always be higher than the actual population. The most significant difference between the actual and expected population was in the 20 to 24 and 25 to 29 years old age cohorts, where the expected population was much higher than the actual population. This is interesting because Table 2 shows a large increase in this demographic. There are more 20 to 29 years olds in Eddy County, but the data says many are still migrating to other places. The 30 to 34, 35 to 39, 40 to 44, and 45 to 49 years old age cohorts exceeded expectations. This assumes that they are migrating into Eddy County from other places, and is notable because many people within the 30 to 49 age demographic will either be having children or will bring their children with them. Chapter 2 - Page 18 DRAFT CHAPTER 2 COUNTY PROFILE FIGURE 2.5: MIGRATION BY AGE COHORT, 2000 to 2010 5,000 4,500 4,000 Population 3,500 3,000 2,500 2,000 Expected 1,500 Actual 1,000 500 0 Age Cohort Source: U.S. Census Bureau, 2000 & 2010 SF1 100%. County-to-County Migration Estimates of county-to-county migration by the Census Bureau show that Eddy County had strong population gain from neighboring Lea County, and El Paso and Reeves County in Texas. El Paso County (home to the City of El Paso) is one of the closest metropolitan areas to Eddy County. This is notable because typically people move from rural counties to larger metro areas. The largest net out-migration was to neighboring Chaves County and Ector County, Texas. The County lost a significant amount of people to Maricopa County, Arizona (Phoenix), and Clark County, Nevada (Las Vegas). The County also lost some population to Doña Ana County and Bernalillo County, which are two of the most populous counties in New Mexico. FIGURE 2.6: COUNTY TO COUNTY MIGRATION ESTIMATES, 2013 Lea County 182 El Paso County, Texas 104 Reeves County, Texas 91 Pima County, Arizona 78 Marion County, Missouri 70 Curry County 67 Los Angeles County, California 58 Sandoval County 44 Otero County -29 Bernalillo County -37 Doña Ana County -55 Albany County, Wyoming -57 Garland County, Arkansas -66 Lubbock County, Texas -75 Valencia County -95 Clark County, Nevada -106 Maricopa County, Arizona Chaves County Ector County, Texas -200 -116 -159 -171 -150 -100 -50 0 50 100 Source: U.S. Census Bureau, Data Flows Mapper, 2013. CHAPTER 2 - PAGE 19 150 200 DRAFT EDDY COUNTY COMPREHENSIVE PLAN 2.5 EDUCATIONAL ATTAINMENT Measuring educational attainment is important as increases in attainment rates will positively impact economic development efforts, crime rates, healthcare costs, and a number of other issues. In Eddy County, educational attainment has trended in a positive direction. Those with less than a 9th grade education decreased by 38.0% and those who dropped out of high school decreased by 20.4%. College graduates represented a larger share of the 25 and older population in Eddy County. Those with a bachelor’s degree or higher grew from 13.5% to 16.8% of the population. TABLE 2.5: EDDY COUNTY EDUCATIONAL ATTAINMENT Education Level Population 25 years and over Less than 9th grade 9th to 12th grade, no diploma High school graduate (includes equivalency) Some college, no degree Associates degree Bachelor's degree Graduate or professional degree Percent bachelor's degree or higher 2000 2014 32,572 10.8% 14.2% 34.3% 21.9% 5.2% 8.7% 4.8% 13.5% 35,687 6.7% 11.3% 33.9% 23.3% 8.0% 10.2% 6.6% 16.8% Source: U.S. Census Bureau, American Community Survey 2009 - 2014 5-year estimates. * Percentage change calculated on raw numbers. Chapter 2 - Page 20 % Change 2000-10* 9.6% -38.0% -20.4% -1.2% 6.4% 53.8% 17.2% 37.5% 24.4% DRAFT Chapter 3 LAND USE CHAPTER 3 - PAGE 21 DRAFT DRAFT CHAPTER 3 LAND USE 3.1 INTRODUCTION The intent of the Land Use section is to promote the harmonious and orderly growth of Eddy County, while respecting private property rights and protecting the public health, safety, and general welfare. A Future Land Use Scenario, goals, and implementation strategies provide the basis upon which elected officials should make decisions regarding planning for growth and development. The majority of Eddy County is rural, with Artesia and Carlsbad being the major urban areas. Eddy County contains a mix of federal, state, and private land ownership, which impacts how the land is used and managed, and limits the amount of control that can be asserted by the County. Approximately 81% of land in Eddy County is publicly-owned and only 19% is privately-owned. Of the public land, 60% is owned by the federal government and 21% is owned by the State of New Mexico. 2 U V 2 V U 82 £ ¤ Hope 82 £ ¤ 82 ARTESIA £ ¤ 229 U V ARTESIA 229 V U Hope 529 V U 82 £ ¤ 529 V U 285 £ ¤ £ ¤ 285 360 V U 360 U V 243 243U V U V Brantley Brantley Lake Lake State Park State Park V U 524 U V 524 V 137 U U V 137 CARLSBAD CARLSBAD 62 62 £ ¤ £ ¤ V 2U 00 V U 200 3131 V U V U V U U V 216 WIPP 216 WIPP Loving Loving Lincoln National Lincoln Forest National 128 U V 128 V U 7 V U Forest 7 V U Carlsbad Caverns Carlsbad Caverns 62 £ ¤ 285 £ ¤ 285 £ ¤ 62 £ ¤ Boundaries Eddy County Boundaries Artesia Land Ownership Private Land Ownership State Bureau of Reclamation US Forest Service Eddy County Private Bureau of Reclamation Artesia Loving State State Game & Fish US Service US Forest Department of Energy Carlsbad Hope State Park BLM National Park Service Training Center Federal Law Enforcement Loving State Game & Fish US Department of Energy Hope BLM Federal Law Enforcement Training Center Carlsbad State Park National Park Service Chapter 3 - Page 23 EDDY COUNTY COMPREHENSIVE PLAN 3.2 EXISTING LAND USE DRAFT Oil & Gas and Mining Oil and natural gas production and mining occur throughout Eddy County and comprise a significant portion of the economy. The Permian Basin covers southeastern New Mexico and portions of Texas and is known for its reserves of crude oil and natural gas. The Permian Basin sits below much of Eddy County, therefore oil and gas wells are located throughout the County, though the vast majority are located east of the Pecos River (see Chapter 5: Economic Development for more detailed discussion on oil and gas and mining industries in Eddy County). In 2014, the 300-acre “Rio Hub” was constructed outside of Loving. The”Rio Hub” is a rail hub that brings in supplies, such as fracking sand, and ships out oil and gas. The rail terminal is a truck-to-rail facility that provides storage, blending, and rail loading facilities for crude oil, as well as unloading, storage, and truck loading areas for fracking sand and other supplies. The “Rio Hub” uses the BNSF rail network. There are seven active potash mines located in Eddy County (see Active Mines in Eddy County map, page 55). The potash mines are generally located south of US 62 and along or east of NM 31. Eddy County also includes one caliche mine at the southern end of the County, west of US 285 and close to the border with Texas. There are also six aggregate quarries scattered throughout the County and three salt mines along NM 31. With the exception three of the aggregate quarries, most mines, quarries, and oil and gas activity is located away from the more densely populated areas of the County. Historically, there have been 32 permitted brine well operations in New Mexico, dating back to 1963, with the majority located in Lea County and Eddy County. There remain nine active brine facilities, with only one located in Eddy County. Brine (salt-laden water) is needed when extracting oil and gas through salt layered ground such as those found throughout the Permian Basin. In a brine well fresh water is introduced below ground , dissolving the salt, and the salty water is pumped back out and trucked to well sites for their use. By dissolving the salts, an underground cavern is created. The stability of the cavern depends on brine production method, size, and the strength of the materials above the cavern. In 2008, two brine wells collapsed in Eddy County; one southeast of Artesia and one north of Loco Hills. Subsequent to the brine well collapses, the active I & W brine well in Carlsbad was closed and plugged. The Carlsbad I & W brine well is located close to two major roadways, an irrigation canal, a trailer park, a church, and feed store. The former brine well has a high probability of collapse; the New Mexico Energy, Minerals, and Natural Resources Department Oil Conservation Division has worked with emergency response organizations, local governments, the Departments of Transportation and the Environment, engineers, and the public to develop an early warning system and an emergency response should the well collapse before work to mitigate the cavern is completed. Since 2008, there has been a moratorium on new brine wells. Chapter 3 - Page 24 DRAFT CHAPTER 3 LAND USE Agriculture Historically, Eddy County was established through farming and ranching, and today these remain a significant part of the life in Eddy County. Ranching uses the largest amount land in Eddy County. According to the 2012 Census of Agriculture, rangeland accounted for 1,063,386 acres of land in Eddy County. Rangelands are grazed primarily by cattle and sheep, and comprise both private lands, as well as federal and state lands. Rangelands are found throughout the County, while irrigated agricultural lands are generally located along the Pecos River, and close to the communities of Artesia, Carlsbad, Loving, Malaga, and Hope. Preservation of agriculture’s positive impacts to both economic development and land use are important factors for the future of Eddy County. The role agriculture plays in the economy and cultural life of Eddy County cannot be understated as agriculture is the largest industry in the state. With several thousand acres in agricultural production in the County, it is vital that the role of agriculture be preserved and enhanced. TABLE 16: IRRIGATED LAND, 2007 & 2012 Land/Type Irrigated Land (acres) Harvested Cropland Pasture land and other land 2007 52,974 48,607 4,367 Eddy County 2012 % Change 43,254 -18.4% 40,759 -16.2% 2,495 -42.9% 2007 830,048 648,272 181,776 New Mexico 2012 % Change 680,318 -18.0% 590,104 -9.0% 90,214 -50.4% Source: U.S. Department of Agriculture Census of Agriculture, 2007 & 2012. Commercial and Industrial Land Use Commercial and industrial land uses in Eddy County are generally located along the major roadways such as US 285, US 62 and 180, and US 82. Though the vast majority of commercial and industrial land uses are located inside the boundaries of the incorporated towns and cities of Artesia, Carlsbad, Hope, and Loving. Within the County commercial uses include home occupations, roadside farm stands, businesses catering to the needs of travelers through the areas such as gas stations and restaurants, and ancillary uses that support the oil and gas and agricultural businesses. Eddy County has four transload rail facilities, one in the Artesia area, two in the Carlsbad area, and one in Loving. These facilities are all connected to the rail network and provide space for loading and unloading between freight rail and trucks. These facilities mainly support the oil and gas industry in Eddy County, but could be used to support any industry in Eddy County with the transportation of materials and products. The RIO Hub in Loving is both a rail and pipeline connection. Residential The majority of the residential development in Eddy County is located in the incorporated towns of Artesia, Carlsbad, Hope, and Loving, as well as the communities of Malaga and Queen. Residential communities of 100 people or less are located throughout the County. Residential development in the unincorporated area is primarily comprised of single family homes on 5 acre lots. Colonias The Village of Hope, the Village of Loving, and the communities of Malaga MDWCA; Standpipe Road; Riverside, Livingstone, and Howard Roads; Otis MDWCA; Spencer Addition; Morningside; and Happy Valley Coop are designated colonias. Colonias are defined as rural communities with a population of less than 25,000 located within 150 miles of the US/ Chapter 3 - Page 25 EDDY COUNTY COMPREHENSIVE PLAN DRAFT Mexico border and are designated as such because of a lack of potable water supply; lack of adequate sewage systems; or lack of decent, safe, and sanitary housing. Eddy County should continue to take advantage of the opportunities for funding through the Colonias Infrastructure Act by coordinating with the Colonias Development Council and Southeastern New Mexico Economic Development District Council of Governments and pursuing funding from the Colonias Infrastructure Project Fund for qualified housing and infrastructure projects that include: • • • • • • Water system; Wastewater system; Solid waste disposal facilities; Flood and drainage control; Road infrastructure; or Housing infrastructure. 3.3 LAND USE REGULATIONS Depending on the location, land use in Eddy County is regulated by either the Eddy County Subdivision Regulations or by an incorporated municipality’s planning and platting jurisdiction in concurrence with the Eddy County subdivision regulations. Subdivision Ordinance The Eddy County Subdivision Ordinance (O-13-76) regulates land divisions and platting in the unincorporated parts of the County, as specified by New Mexico statute (NMSA 3-19-5 1978). The Subdivision Ordinance is intended to provide for and protect the public health, safety, and general welfare of Eddy County, and to guide the growth and development by ensuring that each subdivision of land has sufficient water, liquid waste disposal, solid waste disposal, road access, protection from flooding, and protection of cultural properties such as archaeological sites and unmarked burials. Eddy County amended and updated its Subdivision Ordinance in 2013 in order to further the goals and policies of the 2008 Eddy County Comprehensive Plan. The subdivision process requires a pre-application conference, followed by preliminary plat review, final plat review, and summary review. The pre-application conference is required of all applicants, in order to provide general advice to the subdivider about the procedures and information required for review and approval. The Eddy County Planning and Development Advisory Committee provides a technical review at a public hearing of the preliminary plats, final plats, and summary review, and the recommendation is then sent to the Eddy County Board of Commissioners for their approval. There are special procedures for succeeding subdivisions, replats, vacation of plats, variances, and exemptions. Planning and Platting Jurisdictions Section 3-19-5(A) of NMSA 1978 states: Each municipality shall have planning and platting jurisdiction within its municipal boundary. Except as provided in Subsection B of this section, the planning and platting jurisdiction of a municipality: (1) having a population of twenty-five thousand or more persons includes all territory within five miles of its boundary and not within the boundary of another municipality; or Chapter 3 - Page 26 DRAFT CHAPTER 3 LAND USE (2) having a population of fewer than twenty-five thousand persons includes all territory within three miles of its boundary and not within the boundary of another municipality. Carlsbad and Artesia have their own subdivision ordinances that apply within the city limits and within each of their planning and platting jurisdictions (PPJ) (NMSA 3-20 1978). Based on population, Artesia’s PPJ extends three miles outside the municipal boundary, while Carlsbad’s PPJ extends five miles. In addition, Carlsbad has jurisdiction for building permits within the five mile PPJ. Subdivisions of land located within both jurisdictions have to be approved by both the City and County Planning Commissions. Within the Carlsbad PPJ, the minimum lot size is 1 acre, and within the Artesia PPJ, the minimum lot size is 5 acres. Manufactured Home Placement Permit The Eddy County Manufactured Home Placement Permit Ordinance (O-16-87) establishes a system for the approval, inspection, and collection of fees regulating the placement of manufactured homes in Eddy County. Prior to the placement of a manufactured home on a property, the owner of the property upon which the home is to be placed must obtain a permit. The permit includes a number of requirements, including that all housing units must be connected to a public sewage or septic system and that the location and placement of the unit must comply with the Eddy County Flood Plain Management Ordinance. Liquid Waste Ordinance The Eddy County Liquid Waste Ordinance (O-16-85) requires every owner to be responsible for the storing, treating, and disposing of liquid waste generated on their property. Untreated liquid waste can only be discharged into an enclosed system that has been permitted by New Mexico Environment Department, a liquid waste treatment unit that has been permitted by the New Mexico Environment Department, or a public sewer. Discharge of gray water is allowed. Vegetation Nuisance Ordinance The Eddy County Vegetation Nuisance Ordinance (O-16-84) seeks to protect the Eddy County residents and their property from fire hazards, through the prohibition of the accumulation of plants determined to pose a fire hazard. The ordinance also seeks to promote the growth of native grasses and plants whose root structures will stabilize the soil and reduce dust. The ordinance seeks to encourage the best practices for vegetation management and soil conservation. Flood Plain Management Ordinance The Eddy County Floodplain Management Ordinance (Ordinance #59, 2010) supersedes the previous Floodplain Management Ordinance (Ordinance #44, 2003). NMSA 3-18-7 1978 requires that a county or municipality with an identified flood or mudslide hazard provide standards and a permitting system for construction of or alterations to buildings within a designated flood area. The ordinance applies to all areas of special flood hazard within Eddy County, as identified by the FEMA Flood Insurance Rate Maps (FIRM). Floodplains may also be designated by the Eddy County Board of Commissioners. Within an area designated as a special flood hazard, all new construction and substantial improvements to existing structures require review and approval by the Floodplains Administrator. Chapter 3 - Page 27 EDDY COUNTY COMPREHENSIVE PLAN DRAFT Communications Tower Ordinance The Eddy County Communications Tower Ordinance (O-16-83) regulates the standards for the siting of communications towers and antennas, encourages the use of existing structures and towers, encourages the design of towers and antennas that minimize adverse visual impacts, requires compliance with all federal, state, and local regulations, requires the removal of obsolete facilities, facilitates the provision of wireless communication services, and seeks to protect the health, welfare, and visual environment of Eddy County. Applications are reviewed by the Eddy County Planning and Development Advisory Committee and approved by the Board of County Commissioners. Land Use Policies and Procedures The Eddy County Land Use Policies and Procedures (Ordinance #41, 2002) provides land use policies and procedures to guide the use of public lands and resources in Eddy County. The Ordinance seeks to protect the rights of private landowners and to promote coordination and cooperation between the County, state, and federal agencies in decisions affecting the use of public land and resources in Eddy County. It requires state and federal agencies that are proposing to use public lands and resources to prepare a report and submit a report on the impacts of the proposed use. This provides the Eddy County Commission an opportunity to review, coordinate, and respond as needed to any proposed action. Junk and Dilapidated Structures Ordinance The Eddy County Junk and Dilapidated Structures Ordinance (Ordinance #18, 1991) prohibits the improper storage of abandoned vehicles, parts, appliances, building material, or other garbage, as well as dilapidated or hazardous structures. The ordinance provides definitions, a process, and penalties for the removal of cited nuisances, as defined by the Ordinance. Junkyard Ordinance The Eddy County Junkyard Ordinance (Ordinance #11, 1983) prohibits the establishment or operation of automobile graveyards, junkyards, or scrap processing facilities within 1000 feet of the right-of-way of the Interstate, state highways, and 300 feet from County roads. The Ordinance also requires existing and proposed facilities to be screened with fencing, masonry block, vegetation, embankments, or other means as approved by the Eddy County Board of Commissioners. Extraterritorial Zoning As with most counties in New Mexico, Eddy County has no zoning ordinance, which would typically regulate land use and contain development standards. Eddy County residents have historically opposed zoning and viewed it as being an infringement on their private property rights. Both Carlsbad and Artesia have adopted zoning ordinances. State law allows a county and municipality to jointly adopt an Extraterritorial Zone (ETZ) area extending one mile outside the municipal boundary for cities the size of Artesia and two miles for cities the size of Carlsbad. Section 3-21-2(B) of NMSA1978 states: A municipal zoning authority may adopt a zoning ordinance applicable to the territory within the municipal boundaries and, if not within a class A county with a population of more than three hundred thousand persons according to the last federal decennial census, Chapter 3 - Page 28 DRAFT CHAPTER 3 LAND USE shall have concurrent authority with the county to zone all or any portion of the territory within its extraterritorial zoning jurisdiction that is within: (1) two miles of the boundary of any municipality having a population of twenty thousand or more persons, provided such territory is not within the boundary of another municipality; (2) one mile of the boundary of any municipality having a population of one thousand five hundred or more but less than twenty thousand persons, provided such territory is not within the boundaries of another municipality; Neither Artesia nor Carlsbad have an adopted ETZ. Carlsbad adopted an ETZ for a period of time, but the ETZ has since been repealed. Artesia has not yet implemented an extraterritorial zone, though the issue has been much discussed and is in the Artesia Comprehensive Plan. An ETZ for Artesia may be created in the future. 3.4 LAND USE ISSUES The following interrelated land use issues were identified during the planning process: • Incompatible Land Uses: There is no zoning within the unincorporated area of Eddy County. As such, there are no land use controls on where different land uses can be located. This can be especially challenging when there is a significant amount oil and gas extraction activity, as business and industrial uses can appear overnight adjacent to residential areas. With no land use controls, there is also no requirement to buffer or shield incompatible uses. However, the residents and elected officials have been reluctant to adopt zoning for the County and rejected adopting the Carlsbad Extraterritorial Zone. Despite this reluctance to adopt zoning, there remains a need to address commercial uses in residential areas and how potentially incompatible uses can be better accommodated. • Code Enforcement: The public expressed concern at the public meetings about the condition and appearance of some properties in the County, as well as the structural safety of some structures. Eddy County has no zone code, no ETZ, and no building code enforcement. New construction in Eddy County must follow the State Building Code, and building permits are issued by the New Mexico Construction Industries Division office located in Hobbs. Due to the distances involved, getting a permit and inspecting work can be challenging, leading to construction that is not permitted or inspected. Eddy County Code Enforcement is only able to enforce on the ordinances adopted by Eddy County and the existing ordinances do not address building codes and other health and safety related issues. Specific ordinances that Eddy County may want to consider for adoption include junkyards, man camps, and abandoned water wells. A revised junkyard ordinance could update the existing junk and junkyard ordinances, and address illegal dumping, dilapidated structures, and screening for junk yards and other uses. Man Camps are the temporary living accommodations for oil and gas workers that develop when there is an increase in oil and gas activity; the ordinance could address the placement and living conditions at the camps. There is a need to locate Chapter 3 - Page 29 EDDY COUNTY COMPREHENSIVE PLAN DRAFT and close abandoned water wells as these pose a significant safety hazard. It is estimated that there are over 250 open but unused wells throughout Eddy County. 3.5 PREFERRED LAND USE SCENARIO Eddy County’s population is projected to increase by more than 11,000 residents, approximately 0.6% per year, between 2010 and 2040, with about 5,600 additional residents on unincorporated land (Source: UNM Bureau of Business and Economic Research, 2012). In order to accommodate this anticipated growth, the Preferred Land Use Scenario provides guidance to direct growth and development of Eddy County over the next 20 years. The Preferred Land Use Scenario (see page 31) shows most of the growth and activity centered around Artesia and Carlsbad where most of the development activity is concentrated today. This reflects the commute travel patterns in the 2016 Eddy County Master Transportation Plan, which showed a significant increase in people commuting into Eddy County, especially to the Artesia and Carlsbad areas. The Preferred Land Use Scenario focuses only on private lands within Eddy County and does not propose any uses on public lands. The Preferred Land Use Scenario builds on existing land uses and platting patterns and assumes that the economy of Eddy County will continue to be focused on oil and gas and agriculture. Some residential development is proposed in designated colonias areas. These are logical locations to continue investment and development because there is already residential activity there and the County will be seeking funding assistance to address infrastructure needs. The Scenario shows the proposed locations for the east, west, and south Carlsbad bypasses, per the 2014 Carlsbad Transportation Network Study. Gateways are located at six key roadway entry points to Eddy County, which provide an opportunity for Eddy County to inform travelers about places they can visit within the County. Land uses are illustrated in the following general categories: • Rural Residential: In general, residential development is located in close proximity to existing developed areas (Artesia and Carlsbad), with some growth in smaller communities (Hope, Atoka, Loving, and Malaga). The Rural Residential category reflects the existing low density residential development patterns characterized by large lots and some agricultural activities. • Residential: The Residential land use category is proposed in close proximity to Artesia and Carlsbad. Residential development areas are characterized by single family detached residential development, and some limited commercial activity that provides goods and services to the immediate residences. Residential lots in this area are smaller than those found in Rural Residential areas. • Commercial: The Commercial areas are proposed at key intersections along some major roadways and adjacent to the Carlsbad Municipal Airport in order to take advantage of the confluence of the proposed south bypass road and the Airport. • Industrial: The Industrial areas are associated with oil and gas and are focused along the rail corridors and the major roadways (US 285, US 62, US 82) in Artesia and Carlsbad. Industrial development is also focused around the four rail and freight facilities in Eddy County. Commercial and industrial activities associated with value added agriculture are also included in this land use category. Chapter 3 - Page 30 7 6 Brantley Lake State Park L K Pecos River 2 7 6 ARTESIA L K SEE INSET 1 7 6 Brantley 137 Lake State Park 82 Z [ HOPE 285 Z [ 524 7 6 7 6 229 ATOKA Z [ 524 7 6 7 6 285 137 Z [ Future West Bypass Brantley Lake State Park 6 7 L K 7 Future South Bypass Z [ 62 Pecos Carlsbad River Z [ 524 7 6 285 L K 62 Z [ 7 6 Caverns 200 Z [ Z 62 [ 216 7 6 7 7 6 7 6 Future West Bypass CARLSBAD 62 Z [ L K Future South Bypass 62 Z [ Z [ 62 62 Z [ SEE INSET 2 Future East Bypass 285 Z [ 31 7 6 Carlsbad Caverns L K Land Use 31 31 6 7 285 Z [ L K Industrial Agriculture/Industrial 128 285 Z [ 524 7 6 Z [ 285 MALAGA 285 Z [ L K WIPP 7 6 137 State/National Park Residential Public Commercial Private Industrial WIPP Agriculture/Industrial Rural Residential Agriculture/Ranching Residential Municipalities/Communities Commercial Park L K Gateway Rail/Freight Facility 62 Z [ 7 6 200 285 Z [ 62 Z [ 216 7 6 CARLSBAD 128 62 Z [ Future West NORTH Bypass MALAGA 285 Z [ Future South Bypass L K 62 Z [ 285 Z [ Future East Brantley Bypass Lake State Park 285 Z [ 31 6 7 Pecos River Z [ 524 7 6 285 LOVING 285 Z [ NORTH 7 EDDY COUNTY 6 137 7 6 Municipalities/Communities Rural Residential L K 285 7 6 Lincoln National Forest 7 6 Pecos River 31 7 6 Agriculture/Ranching Land Use ATOKA Brantley Lake State Park 7 6 360 229 128 ARTESIA/HOPE AREA - INSET 1 MALAGA LOVING 7 6 7 6 7 6 LOVING Z [ Commercial Agriculture/Ranching 285 Z [ 82 Z [ Rural Residential 62 Residential Public L K 7 6 285 Z [ 7 7 6 Agriculture/Industrial 6 7 285 Z [ HOPE WIPP Future East Bypass LOVING Lincoln National Forest Industrial State/National 62 Z [ 285 137 Land Use Future South Bypass 2 6 7 ARTESIA WIPP Future East Bypass 31 7 6 62 285 L K 62 Z [ L K 7 6 31 360 CARLSBAD Lincoln National Forest Carlsbad Caverns 7 6 CARLSBAD Bypass 285 Z [ 62 Z [ 216 7 6 Z [ ATOKA 62 285 Z [ 62 Z [ 216 7 6 529 200 6 7 7 6 200 6 7 62 Z [ Future West 7 6 7 6 Lincoln National Forest 82 Z [ Pecos River 285 L K L K 360 NORTH PREFERED LAND USE SCENARIO Eddy County Prepared for: PREFERRED LAND USE SCENARIOCarlsbad Eddy County Caverns EDDY COUNTY PREFERED LAND USE SCENARIO EDDY COUNTY L K Prepared by: Consensus Planning Inc CARLSBAD/LOVING 302 Eighth Street NW Albuquerque, NM 87102 MALAGA 285 Z [ 7 62 Z [ L K AREA - INSET 2 Future West Bypass Z [ 62 CA Z [ 62 Chapter 3 - Page 31-32 Z [ 285 Futur By DRAFT CHAPTER 3 LAND USE • Agriculture/Industrial: The area east of Carlsbad is proposed for Agricultural/ Industrial uses. This reflects the proximity to the rail line and US 285 and US 62, the proposed east bypass road, the Pecos River, and the existing mix of uses in the area. Heavy industrial uses would not be appropriate in close proximity to wetlands and other environmentally sensitive areas. These areas should be buffered from industrial development. • Agriculture/Ranching: The Agriculture/Ranching category reflects existing uses and the continuation of irrigated agricultural and ranching activities in Eddy County. These areas are the dominant land use in the Preferred Land Use Scenario. 3.6 GOALS and IMPLEMENTATION STRATEGIES Land Use Goal 1: Support the orderly growth and development within Eddy County through the adoption of land use controls that preserve private property rights and allow agriculture and other traditional land uses in Eddy County to continue. Strategy 1.1: Work with County residents on creating new land use regulations that include, but are not limited to, identifying development standards for new rural residential development; protection of agricultural land from encroachment by urban level development; and providing adequate buffering between residential and heavy industrial development to mitigate negative impacts. Strategy 1.2: Identify areas for future growth in the unincorporated County based on proximity and access to infrastructure and other criteria. Strategy 1.3: Designate commercial nodes at key intersections to serve County residents and minimize strip commercial development along the highways. Strategy 1.4: Adopt a “Right to Farm” ordinance that includes, but is not limited to, public education on the importance of agriculture to the local economy; protection from lawsuits by neighbors who move into agricultural areas after the farm or ranch has been established; and notice placed on subdivision disclosure statements for properties within agricultural areas. Strategy 1.5: Complete an inventory of existing land use in the unincorporated areas of Eddy County. Land Use Goal 2: Provide a rational transition between the urban development within the City of Carlsbad and City of Artesia and their respective planning and platting jurisdictions within the unincorporated areas of Eddy County. Strategy 2.1: Establish an ad hoc planning and platting jurisdiction (PPJ) advisory committee to provide recommendations about land use, growth, and development in the planning and platting jurisdictions. Strategy 2.2: Pursue partnerships through Joint Powers Agreements for the PPJs between Eddy County and the City of Carlsbad and City of Artesia. Land Use Goal 3: Develop a review process for subdivision exemptions in order to protect the health, safety, and general welfare of Eddy County residents. Strategy 3.1: Revise the subdivision exemptions process to include County review to ensure new land divisions provide adequate access and infrastructure. Chapter 3 - Page 33 EDDY COUNTY COMPREHENSIVE PLAN DRAFT Strategy 3.2: Consider restricting the definition of a subdivision to limit the number of land splits that fall under the subdivision exemptions. Land Use Goal 4: Protect the public health, safety, and welfare by limiting the risks of building near underground gas lines and/or within floodplains. Strategy 4.1: Establish a safety buffer zone around underground gas lines in which no construction may take place, and incorporate it within the County’s Subdivision Ordinance. This should also include working with the New Mexico Construction Industries Division on providing additional regulatory measures that address development in close proximity to underground gas lines. Strategy 4.2: Limit new development and construction within floodplains, including along Hackberry Draw, through amendments to the County’s Subdivision Ordinance. Strategy 4.3: Provide consistent enforcement of County land development ordinances, which may require hiring additional code enforcement staff. Land Use Goal 5: Incorporate green spaces and recreational areas into new developments. Strategy 5.1: Revise the Subdivision Ordinance to require new residential developments that are 50 lots or larger to include common green spaces and/or recreational areas for the benefit of the residents. Land Use Goal 6: Improve the visual appearance of Eddy County and eliminate public nuisances. Strategy 6.1: Create a brand for Eddy County and incorporate the brand into community gateways at key locations along US Highways 285, 180, 82, and 62 that welcome visitors to the County and its municipalities. Strategy 6.2: Consider adopting a sign ordinance to regulate billboards and other signage along the major roadways within Eddy County. Strategy 6.3: Adopt regulations that address the placement, condition, and maintenance of mobile and manufactured homes. Strategy 6.4: Develop and adopt an ordinance that addresses the occurrence, location, and standards for new temporary or permanent campgrounds (“man camps”) and RV/mobile home parks that do not fall under the County Subdivision Ordinance to ensure compliance with state regulations regarding potable water and liquid waste disposal. Strategy 6.5: Improve the existing County-wide clean-up program and continue to coordinate with federal, state and local agencies. Strategy 6.6: Provide adequate staffing levels to enforce existing County ordinances related to dilapidated structures, abandoned/inoperable vehicles, junk, and weeds. Strategy 6.7: Work with the City of Carlsbad and City of Artesia to develop a joint Building Inspection and Permitting Department consistent with state statutes. Chapter 3 - Page 34 Chapter 4 HOUSING CHAPTER 4 - PAGE 35 DRAFT DRAFT CHAPTER 4 HOUSING 4.1 OVERVIEW The Housing element is intended to provide the necessary framework to ensure that Eddy County residents, representing all income levels, have access to decent, safe, and affordable housing and equal housing opportunities. Eddy County is faced with a variety of housing issues and needs, including that the demand for housing outstrips the available housing stock, thereby having the effect of driving up housing prices; Single-family house in Eddy County. a lack of variety in housing types to accommodate changing demographic and employment trends; and the age and need to improve the quality of the existing housing stock. Like most large, primarily rural counties, Eddy County is also faced with ensuring that new housing can be served by adequate infrastructure and community services. In acknowledgment of these needs, Eddy County initiated the planning process to complete an affordable housing plan in 2015, which is described below. In addition to the summary of the Eddy County Affordable Housing Plan, the Housing element includes a summary of existing housing conditions, housing programs, and goals, objectives, and implementation strategies, which are related to and consistent with other Comprehensive Plan elements. 4.2 EDDY COUNTY AFFORDABLE HOUSING PLAN The State of New Mexico Affordable Housing Act, NMSA 1978, Section 6-27-1 et seq. enables state and local governments to provide or pay the cost of land, buildings, or necessary financing for affordable housing plans provided their governing bodies have approved an affordable housing plan by resolution and adopted an affordable housing ordinance. The Act requires review and approval of affordable housing plans and ordinances by the New Mexico Mortgage Finance Authority (MFA). The Eddy County Affordable Housing Plan, approved by the County Commission in 2015, identified existing and future housing needs within the unincorporated areas of the County and the incorporated places of Loving and Hope. Carlsbad and Artesia were not included in the Eddy County Affordable Housing Plan because both municipalities completed their own affordable housing plans. The Plan followed the MFA’s requirements and included four sections - Community and Housing Profile; Housing Needs Assessment; Land Use and Policy Review; and Goals, Policies, and Quantifiable Objectives. As noted in this Comprehensive Plan and the Affordable Housing Plan, Eddy County has been experiencing a significant housing shortage due to the oil and gas industry need for workers. Between 2007 and 2013, natural resources employment in Eddy County nearly doubled, adding 3,221 additional workers, and overall employment increased by nearly 20% to a total of 26,422 jobs. This employment trend has been driving up housing prices in Eddy Chapter 4 - Page 37 DRAFT EDDY COUNTY COMPREHENSIVE PLAN County. The following conclusions are a summary from the Eddy County Affordable Housing Plan, which focused on the unincorporated area of Eddy County: • Although the American Community Survey 3-year estimate showed the total County population at 55,471, based on water use and new employment, the County’s population may be as high as 71,000 to 100,000. • Between 2009 and 2014, the median house price in Eddy County increased from $130,000 to $164,000 (26%). • There is a long waiting list for housing vouchers for apartments in Carlsbad and Artesia. • Oil and gas workers are living in RV parks and campgrounds, as well as local hotels. Hotel lodging rates have doubled in the past few years. • As of March 2015, employers who responded to a housing survey said the lack of quality housing and high housing prices have made it difficult to recruit new employees. At the time of the housing survey, the employers collectively had a total of 500 full-time and 66 part-time jobs open. • There is a limited amount of vacant land served by infrastructure that is for sale at a reasonable price. There is only one production builder in the area; however, he is building homes at prices affordable to the residents at 100% of the Area Median Income ($60,500) or greater. • There are at least 200 renter households in the unincorporated area that are cost burdened (i.e., paying more than 30% of their household income for housing and utilities). These are households with annual incomes that are 60% or less of AMI ($36,300 for a four-person household). Subsidies would be necessary to bring their housing costs down to an affordable level. • The Plan estimated that there were 400 workers in the unincorporated area that earned between 60 to 80% AMI ($36,300-$48,400) in need of rental units and a minimum of 115 need to purchase homes. • The Plan estimated a need for 35 market rate rental units in the unincorporated area for households earning above 80% AMI ($48,400) and more than 25 new homes for households earning 100% AMI and above. • The Plan noted that if the energy boom continued over the next five years until 2020 and oil and gas companies hire as many as 470 additional workers, the unincorporated area may need an additional 175 affordable and workforce rental units. However, the Carlsbad Department of Development contended that even with fluctuations in the energy industry, the economy is sufficiently diversified for workers to continue living in the area. Definition Households with housing and utility costs that exceed 30% of household income Chapter 4 - Page 38 Cost Burdened 21.9% 39.1% of those with a mortgage of those paying rent What does this mean? Residents who are considered cost burdened do not have the disposable income to dedicate toward food, clothing, and other necessities. DRAFT CHAPTER 4 HOUSING 4.3 EXISTING HOUSING CONDITIONS Housing Type In 2014, Eddy County had 20,190 households; 69.6% family households and 30.4% nonfamily households. Between 2000 and 2014, there was a small growth of 4.2% in total households. The largest decrease was experienced by married couples with children under 18 years, which decreased by 16.8%. This reinforces age trends previously discussed, which showed a large decrease in the number of residents under 19 years old. Non-family households experienced a significant increase, from 5,319 to 6,140 households. Average household size did not have any significant increase and stood at 2.68 in 2014. In comparison, the average household size in Carlsbad was 2.63 and 2.73 in Artesia. Family households made up a larger share of the total households in Artesia (74.2%) as compared to Carlsbad (67.1%). TABLE 4.1: HOUSEHOLD TYPE, 2000 to 2014 Total households Family households (families) With own children under 18 years Married-couple family With own children under 18 years Female householder, no husband present, family With own children under 18 years Non-family households Householder living alone 65 years and over Households with one or more people under 18 years Households with one or more people 65 years and over Average household size 2000 2014 % Change* 19,379 14,060 6,897 10,869 4,838 2,299 1,489 5,319 4,690 2,080 7,688 5,265 2.63 20,190 14,050 6,275 10,129 4,024 2,468 1,394 6,140 5,262 2,221 7,068 5,504 2.68 4.2% -0.1% -9.0% -6.8% -16.8% 7.4% -6.4% 15.4% 12.2% 6.8% -8.1% 4.5% 1.9% Housing Units In 2014, there was a total of 22,960 housing units within Eddy County, with slightly less than half of those units located in Carlsbad. There was not significant growth in the number of total housing units between 2000 and 2014 within Eddy County as a whole. Occupied housing units increased by 4.2% and renter occupied units increased by 7.1%. Vacant housing decreased by 3.5% during this time period. In 2014, vacant housing units comprised 12.1% of all housing units within the County. A decrease in vacant housing is the result of positive economic conditions; however, it also is an indicator of the lack of available housing within the County, a major issue that has continued since the previous Comprehensive Plan. TABLE 4.2: HOUSING UNITS, 2000 to 2014 2000 22,249 19,379 2014 22,960 20,190 % Change* 3.2% 4.2% Owner-occupied housing units 14,391 14,849 3.2% Renter-occupied housing units 4,988 5,341 7.1% 2,870 2,770 -3.5% Total housing units Occupied housing units Vacant housing units Source: U.S. Census Bureau, American Community Survey 2009 - 2014 5-Year Estimates. Chapter 4 - Page 39 DRAFT EDDY COUNTY COMPREHENSIVE PLAN By comparison, both Carlsbad and Artesia had a greater percentage of vacant housing units than Eddy County as a whole. In 2014, there were a total of 11,014 housing units in Carlsbad, 8.6% of which were vacant, and a total of 5,009 units within Artesia, 17.3% of which were vacant. Housing Age Between 1950 and 1959, 5,055 housing units were constructed in Eddy County; the most of any decade. Since then, housing production has steadily decreased. Comparably, only 10.2% of all housing units in New Mexico was built during this time. Most housing in the state was built between 1970 and 1999. From 2000 to 2009, 2,016 houses were constructed in Eddy County, which is less than half of the housing units constructed from 1950 to 1959. As mentioned in the County’s previous Comprehensive Plan, many residents have voiced concern over the lack of available housing. The housing construction industry has had trouble keeping up with the oil and gas industry’s housing demands. FIGURE 4.3: YEAR HOUSING BUILT 2010 or later 296 Year Housing Built 2000 to 2009 2,016 1990 to 1999 2,533 1980 to 1989 2,819 1970 to 1979 2,963 1960 to 1969 3,273 1950 to 1959 5,055 1940 to 1949 2,589 1939 or earlier 1,416 0 1,000 2,000 3,000 4,000 5,000 6,000 Housing Units Source: U.S. Census Bureau, ACS 2010 - 2014 5-year estimates. There were also more housing units built between 1950 and 1959 in both Carlsbad and Artesia than any other decade. For Carlsbad, 27.8% (3,060 units) were constructed during this time frame, while 24.9% (1,249 units) were constructed in Artesia. Since 2010, 170 units have been constructed in Carlsbad. Chapter 4 - Page 40 DRAFT CHAPTER 4 HOUSING Units in Structure Single-family detached units represent 73.9% of all housing units in Eddy County. This estimate is almost 10% greater than the share of single-family detached units statewide. Similar to many New Mexico counties, mobile homes comprise 16.8% of housing types in Eddy County. Apartments with 20 to 49 units comprise only 2.5% of housing types. TABLE 5: UNITS IN STRUCTURE, 2014 Housing Type Single-Family Detached Single-Family Attached 2 Units 3 or 4 Units 5 to 9 Units 10 to 19 Units 20 to 49 Units Mobile Home Boat, RV, van, etc. Total Housing Units Number of Percent of Units Total Housing 16,959 73.9% 427 1.9% 369 1.6% 360 1.6% 153 0.7% 218 0.9% 582 2.5% 3,856 16.8% 36 0.2% 22,960 100.0% Source: U.S. Census Bureau, 2010 - 2014 American Community Survey 5-Year Estimates. In comparison, single-family detached units comprise a larger percentage of the housing stock for both Carlsbad and Artesia, 77.2% and 82.0% respectively. In contrast to Eddy County, mobile homes represent a smaller percentage of the entire housing stock, 10.0% and 7.8%, respectively. 4.4 HOUSING PROGRAMS There are a number of housing programs that provide services to Eddy County. These programs offer a range of services, including housing vouchers, mortgage and rent assistance; new housing construction for eligible families; and emergency services. A summary of the existing housing programs is provided below. Region VI Housing Authority – The Region VI Housing Authority, located in Roswell, manages individual waiting lists for twelve New Mexico counties, including Eddy County. The Eddy County Section 8 Housing Choice Voucher waiting list has been closed since March 2016. The average wait time once application has been made is six months to a year. Southeast New Mexico Community Action Corporation – This organization provides a variety of community services including mortgage, rent, and utility assistance; emergency relief for Carlsbad residents only; FEMA assistance including emergency food or shelter for applicants that meet income guidelines; and a partnership with Group Workcamps that allow youth and teens to rehabilitate elderly, disabled, and low income homes. Funding is provided by the New Mexico Human Services Department. Habitat for Humanity – Habitat for Humanity has a local office in Carlsbad, which serves the Carlsbad and Loving communities. The organization uses works in partnership with people in need to build decent, affordable housing. Volunteers provide most of the labor, with individual, corporate, and foundation donors providing money and materials. Once Chapter 4 - Page 41 EDDY COUNTY COMPREHENSIVE PLAN DRAFT constructed, the houses are sold to income eligible people at no profit and with no interest charged. Marie Chase Community Center – Marie Chase Community Center, located in Artesia, is an outreach ministry of Clark Memorial United Methodist Church which serves northern Eddy County. The Center provides referral services and transitional housing for homeless people and others in crisis needing assistance until they are able to get back on their feet. Mack C. Chase, founder and president of the Artesia-based Mack Energy Corporation, is widely known for his community philanthropy. 4.5 GOALS and IMPLEMENTATION STRATEGIES Housing Goal 1: Support the development and rehabilitation of affordable housing to meet the needs of the workforce, low-income families, and special needs populations. Strategy 1.1: Facilitate the development and rehabilitation of affordable housing through financial incentives that include, but are not limited to, land donations; grants, long term leases, or discounts on County owned land; payment for onand/or off-site infrastructure improvements; tax increment financing (TIF) or Public Improvement District (PID); Local Economic Development Act (LEDA) funds; loans with favorable terms; as identified in the 2015 Eddy County Affordable Housing Plan. Strategy 1.2: Create incentives for developers that include a certain percentage of affordable units in residential developments. Incentives that should be considered include density bonuses, height variances, expedited or fast-track permitting, reduction or fee waivers. Housing Goal 2: Provide services to address the County’s homeless population. Strategy 2.1: Expand the existing homeless shelter. Strategy 2.2: Inventory vacant buildings/land for potential sites and create an additional homeless/transitional housing shelter. Chapter 4 - Page 42 DRAFT Chapter 5 ECONOMIC DEVELOPMENT CHAPTER 5 - PAGE 43 DRAFT DRAFT CHAPTER 5 ECONOMIC DEVELOPMENT 5.1 OVERVIEW Economic development is fundamental to ensuring the prosperity of a community, including residents and business owners alike. Creating the right conditions to encourage solid job growth, investment in business-related activities, and generation of revenue will ensure that Eddy County continues to be a place where people want to live, raise their families, and ultimately retire. Economic development supports and enhances the functionality of the community and helps to implement the vision for Eddy County in the future. The economic goals and implementation strategies are intended to focus Eddy County’s decision making and ability to achieve the vision for a prosperous, healthy, and sustainable community. The goals and implementation strategies acknowledge the economic strengths of Eddy County being with the oil and gas industry and agriculture, but also encourage diversification. 5.2 ECONOMIC PROFILE The economic profile provides a snapshot of the County’s existing economic conditions. It covers a variety of employment, wage, industry, income, and revenue data and illustrates trends over time. Occupation The Census Bureau divides occupations into five categories: Management, Business, Science, and Arts; Service; Sales and Office; Natural Resources, Construction, and Maintenance; and Production, Transportation, and Material Moving. Management, Business, Science, and Arts comprised the largest share of occupation type in Eddy County and saw a slight increase from 2000 to 2014. The largest increase was in Natural Resources, Construction, and Maintenance, which increased from 2.1% to 19.6%. This is attributed to the increased amount of oil and gas production coming out of southeast New Mexico. This is important because jobs in oil and gas are economic base jobs, which are jobs where the product or service is exported outside of the community and the money being used to pay for this product or service is coming into the community from outside of the local economy. Economic base jobs grow the local economic pie, rather than redistributing money, and support an increase in service sector businesses. FIGURE 5.1: OCCUPATION IN EDDY COUNTY, 2014 14.0% Management, Business, Science, and Arts 27.9% Service 19.6% Sales and Office Natural Resources, Construction, and Maintenance 16.8% Production, Transportation, and Material Moving 21.7% Source: U.S. Census Bureau, 2010 - 2014 ACS 5-Year Estimates. Chapter 5 - Page 45 DRAFT EDDY COUNTY COMPREHENSIVE PLAN Industry Figure 5.2 shows the distribution of industry sectors in Eddy County from 2000 to 2014. The largest increase in industry was in Agriculture, Forestry, Fishing & Hunting, and Mining from 14.3% to 18.4%. This is consistent with occupational data that shows a large increase in Natural Resources, Construction, and Maintenance. Retail Trade had a significant decrease from 13.4% to 10.6% during the subject time frame. Education, Health, and Social Services still represent the largest share within the county, which is consistent with that of the state where this sector makes up a quarter of all employed citizens 16 years and older. 4.0% 2.0% 1.7% 1.4% 0.0% Industry Sectors Source: U.S. Census Bureau, 2010 - 2014 ACS 5-Year Estimates. Jobs in the oil and gas industry are economic base jobs, which are jobs where the product or service is exported outside of the community and the money being used to pay for this product or service is coming into the community from outside of the local economy. Economic base jobs grow the local economic pie, rather than redistributing money, and support an increase in service sector businesses. Chapter 5 - Page 46 5.3% 6.6% 2000 6.8% 4.7% 7.5% 5.5% 6.0% 2.5% 2.4% 8.0% 6.2% 5.8% 10.0% 5.3% 6.4% 12.0% 4.2% 4.0% 14.0% 7.9% 8.3% 18.4% 13.4% 10.6% 16.0% 6.9% 7.1% Percent of Workers 18.0% 14.3% 20.0% 18.1% 18.9% FIGURE 5.2: INDUSTRY SECTORS IN EDDY COUNTY, 2014 2014 DRAFT CHAPTER 5 ECONOMIC DEVELOPMENT Major Employers The largest employers in Eddy County are in the oil and gas, and mining industries, which has had a large impact on the economic conditions of southeast New Mexico. Carlsbad Medical Center is the largest medical related employer in Eddy County. Wal-Mart Supercenter and Eddy County are two of the larger non-oil and gas related companies. TABLE 5.1: MAJOR EMPLOYERS IN EDDY COUNTY 500 to 999 Employees URS Corporation Mosaic Potash Carlsbad Carlsbad Medical Center 250 to 499 Employees Wal-Mart Supercenter Constructors Incorporated C.I. Construction Services Inc. 100 to 249 Employees Navajo Refining Company Jade Construction Loving Municipal Schools Devon Energy Corporation K-Mart Chase Oil Corporation Community Action Head Start Thriftway Southwest Concrete Construction Willbros USA Incorporated Lakeview Christian Home New Mexico State University Mack Energy Corporation Artesia Retired Sr Volunteer Artesia Center Landsun Homes Incorporated Intrepid Potash Yates Petroleum Corporation Eddy County Carlsbad Public Works Silver Oak Drilling Best Western Carlsbad High School Turquoise Health & Wellness Lowe’s Home Improvement Carc Inc River Bend Source: New Mexico Department of Workforce Solutions. Taxable Gross Receipts Taxable gross receipts revenue for all industries in Eddy County have experienced an upward trend from 2011 to 2014 and then declined in 2015. A greater focus on economic development efforts will help spur job creation to continue increasing gross receipts revenue within the County. FIGURE 5.3: TAXABLE GROSS RECEIPTS TAX $4,600,000,000 $4,426,666,844 $4,400,000,000 $4,200,000,000 $4,191,633,311 $4,000,000,000 $3,800,000,000 $3,578,643,372 $3,853,306,955 $3,600,000,000 $3,400,000,000 $3,200,000,000 $3,094,160,961 $3,000,000,000 $2,800,000,000 2011 2012 2013 2014 2015 Source: New Mexico Taxation and Revenue Department. Chapter 5 - Page 47 DRAFT EDDY COUNTY COMPREHENSIVE PLAN Property Values Property values in Eddy County have experienced a solid upward trend over the past five years, particularly for non-residential properties. In 2014, the value of non-residential properties was $1,312,164,753, which was an increase of 45.8% from 2010 values. Residential property values have also increased, but at a much slower rate. FIGURE 5.4: ANNUAL PROPERTY VALUES, 2010-2014 $1,300,000,000 $1,100,000,000 2012 $1,312,164,753 $1,149,935,867 $1,111,254,134 $960,127,037 2011 RESIDENTIAL $559,866,829 2010 NON RESIDENTIAL $521,327,359 $100,000,000 $488,243,201 $300,000,000 $464,967,439 $500,000,000 $899,991,940 $700,000,000 $439,046,867 NET TAXABLE VALUE $900,000,000 2013 2014 Source: New Mexico Taxation and Revenue Department.YEAR Average Weekly Wages Eddy County ranks highly in TABLE 5.2: AVERAGE WEEKLY WAGES, Q2 2015 average weekly wages. As of Q2 County and Rank Wage 2015, Eddy County ranked second EDDY COUNTY (2) $1,012 in the state with an average Lea County (3) $993 weekly wage of $1,012. Nearby Lea Chaves County (14) $591 County was ranked closely behind Otero County (15) $586 with an average weekly wage of $767 $993. The state of New Mexico was New Mexico $245 behind Eddy County, which Source: BLS, Quarterly Census of Employment and Wages. equates $12,740 annually. A high average weekly wage is important because it allows residents to have more income to dedicate to quality housing, food, and other necessities such as child care and insurance. Chapter 5 - Page 48 DRAFT CHAPTER 5 ECONOMIC DEVELOPMENT Poverty Status Between 2000 and 2014, the number of families in Eddy County living below the poverty level increased from 13.6% to 17.2%. Similarly, the number of people below the poverty level increased from 9.7% to 13.0%. This trend is not consistent with the average weekly wage and median household income data, which has increased dramatically from 2000 to 2014 within Eddy County. FIGURE 5.5: FAMILIES AND PEOPLE BELOW THE POVERTY LEVEL 20.0% 17.2% 18.0% 16.0% 14.0% 13.6% 13.0% 12.0% 9.7% 10.0% Families People 8.0% 6.0% 4.0% 2.0% 0.0% 2000 2014 Source: U.S. Census Bureau, 2010 - 2014 ACS 5-Year Estimates. Employment Until the dramatic fall TABLE 5.3: COUNTY UNEMPLOYMENT RATES of oil and gas prices in County and Rank Dec, 2010 Dec, 2015 % Change 2015 and 2016, Eddy EDDY COUNTY (30) 5.4% 4.5% -16.7% County had witnessed Chaves County (21) 7.1% 6.1% -14.1% a period of sustained Lea County (14) 6.4% 6.9% 7.8% economic development Otero County (25) 6.7% 5.7% -14.9% and employment growth. As oil and gas extraction New Mexico 7.2% 6.9% -4.2% and related industries Source: New Mexico Department of Workforce Solutions, LASER. expanded, the County experienced approximately 2.8 percent annual growth in employment between 2002 and 2014. However, Eddy County employment totals are particularly vulnerable to fluctuations in prices on the oil and gas market. For this reason, estimates provided here should be considered a point-in-time representation. As of 2014 there were 27,300 jobs located in Eddy County. The unemployment rate in 2015 was 4.5%, one of the lowest rates for all counties in New Mexico. About 67 percent of those jobs were filled by Eddy County residents, meaning approximately 9,000 jobs in Eddy County are filled by residents of other counties. Unemployment rates in Eddy County are low compared to the rest of the state, ranking fourth in the state (out of 33 counties). In December of 2015, the unemployment rate was 4.5%, a 16.7% decrease since 2010, which was lower than the state and all neighboring counties. Unemployment in the southeast portion of New Mexico is generally lower than the rest of the state. Chapter 5 - Page 49 EDDY COUNTY COMPREHENSIVE PLAN 5.3 TOURISM DRAFT Tourism is a major driver for economic development in Eddy County. Eddy County is home to what is one of New Mexico’s most popular tourist attractions, Carlsbad Caverns National Park. To help promote tourism, the Eddy County website provides a link to the Visit Eddy County website, which provides information to visitors on the area attractions and activities available at the different locations. In addition, the Carlsbad Chamber of Commerce is a designated State of New Mexico Visitor Information Center, with information available at the Chamber of Commerce, as well as on the website. This section includes a summary of the primary attractions and activities that Eddy County has to offer. Other area attractions include the Brantley Lake, Sitting Bull Falls, La Cueva Bike Trails, the Guadalupe Mountains, Lincoln National Forest, Hackberry Lake Off-Highway Vehicle Use area, and Black River recreation area. Carlsbad Caverns National Park Carlsbad Caverns is located approximately 30 miles south of Carlsbad. There are more than 119 caves at Carlsbad Caverns, which were formed in the limestone reef of the Guadalupe Mountains. The Caverns were first declared a National Monument in 1923 and then became a national park in 1930. In 1995, Carlsbad Caverns was declared a World Heritage Site. Visitors are fascinated by the thousands of Mexican free-tailed bats that fly out of the caverns at night between May and October to feed. According to the National Park Service, Carlsbad Caverns receives more than 380,000 visitors each year. Left: Carlsbad Caverns. Right: Living Desert. Living Desert Zoo and Gardens State Park The Living Desert Zoo and Gardens State Park (located in Carlsbad) is a native wildlife zoo accredited by the Association of Zoos and Aquariums. The 1,100-acre park exhibits more than 40 species of animals and hundreds of plant species native to the Chihuahuan Desert. Living Desert has hiking trails, picnic areas, and group facilities for events. In 2015, the second phase of pathway improvements was completed, providing ADA access from the visitor center to the new reptile exhibit, and on to the hoofed stock exhibit. The parking area at the visitor center was also improved to redirect storm water away from the entrance. In 2015, the Living Desert Zoo and Gardens State Park had 41,000 visitors. Carlsbad Museum and Art Center Another area attraction is the Carlsbad Museum and Art Center, which was founded in 1931 as a cultural and educational institution, and is owned and operated by the City of Carlsbad. To fulfill its mission, the Carlsbad Museum has collected, preserved, exhibited, and interpreted artifacts, documents, photographs, and art work related to Carlsbad, southeastern New Mexico, and the Southwest. It is open Monday through Saturday. Chapter 5 - Page 50 DRAFT CHAPTER 5 ECONOMIC DEVELOPMENT Artesia Historical Museum and Art Center The Artesia Museum and Art Center is located in the 1905 cobblestone Moore-Ward house. The Museum is located in the main house and includes exhibitions that focus on local and area history through displays of photos and artifacts. The Art Center is located in an adjacent building and includes local art shows and traveling exhibitions. A new Art Center building was constructed in 2015. The Museum and Art Center opened in 1970, and continues through the support of the public and the City of Artesia. The Center is open Tuesday through Saturday. Guadalupe Ridge Trail The 103-mile Guadalupe Ridge Trail connects Guadalupe Peak in Texas with Sitting Bull Falls in New Mexico, with a branch that connects to Carlsbad Caverns. The trail runs through Guadalupe Mountains National Park, Carlsbad Caverns National Park, Lincoln National Forest and land owned by the Bureau of Land Management. While the trails that make up the Guadalupe Ridge Trail already exist, the connections between the trails need to be improved. Portions of the trail run through wilderness areas, and restrictions on types of use vary along different sections of the trail. In order to make the existing trails into one cohesive trail, gates and barriers will need to improved to allow pedestrian access, mile markers, and signage installed, and GPS markings and a website set up. These improvements are anticipated to take approximately one year, with a ground breaking scheduled for Fall 2016. This multi-state trail, connecting two National Parks, and a National Forest with notable natural, geologic, and historic sights will be a significant tourism draw for Eddy County and will be marketed through tourism campaigns such as the State of New Mexico Tourism Department “New Mexico True”. Guadalupe Back Country Scenic Byway The Guadalupe Back Country Scenic Byway is located in Eddy County, approximately 12 miles north of Carlsbad and 23 miles south of Artesia. The Byway runs between the Guadalupe National Back Country Byway intersection of US 285 and State Highway 137 (Queen Highway) near Brantley Lake State Park to the Lincoln National Forest boundary 30 miles to the southwest. The 30 mile stretch of Byway transitions from cholla cactus in the Chihuahuan Desert west of Carlsbad up into the pines of the Guadalupe Escarpment. Wildlife in the area include mule deer, pronghorn antelope, gray fox, scaled quail, mourning dove, a variety of songbirds, and small mammals. The Byway passes through an area of oil and gas wells, as it is located along the Capitan Reef of the Permian Basin. The plains give way to steep limestone Guadalupe Back Country Scenic Byway. Source: Bureau of Land The area around the Byway offers many opportunities for exploration and recreation. The Lincoln National Forest, outcrops cut by dry arroyos Carlsbad Caverns National ParkSite. and Guadalupe Mountains National Park are within easy driving distance. Other Management Web nearby attractions include Brantley Lake State Park, Living Desert State Park, and Black River Recreation Area. and below the surface are the caves of the nearby Carlsbad Caverns National Park. Interpretative signage along the Chapter 5 - Page 51 Activities • Scenic driving • Wildlife viewing • Hiking/backpacking • Picnicking • Biking • Photography Be prepared ~ know before you go • Road conditions ~ The Guadalupe Back Country Byway is 30 miles of two-lane asphalt roadway, from the junction of US Highway 285 to the boundary of the Lincoln National Forest. Be sure your vehicle is in good condition. • Facilities and services ~ There are no gasoline or rest room facilities along the 30 mile route of the Byway. The closest water and rest rooms are located at Sitting Bull Falls in the Lincoln National Forest. If you continue south on State Highway 137 to Queen, New Mexico, you may find food, water and rest rooms. • Traffic safety ~ Be aware that large oil and gas trucks and cattle trucks also use this Byway. • Watch for animals ~ Portions of this route are not fenced! It is “open range” and livestock have the right-of-way. Watch for deer and livestock on the highway. • Desert storms ~ Thunderstorms can be sudden and fierce, quickly flooding dry arroyos with run-off. Avoid flood-swollen water crossings. • Desert safety ~ The desert can be very unforgiving. Take plenty of drinking water and wear protective clothing, such as a hat, sunglasses, long sleeve shirt, and long pants. Watch where you step to avoid poisonous insects, snakes, and cactus thorns. Let someone know where you are going. • Respect the land ~ The desert ecosystem is very fragile. Please take only pictures and leave only footprints. DRAFT EDDY COUNTY COMPREHENSIVE PLAN Byway explain different aspects of landscape and the management of the public lands. The Guadalupe Backcountry Byway is a gateway for rural tourism, providing access to many little-known attractions and public lands with excellent opportunities for hiking/ backpacking, primitive camping, caving, horseback riding, nature study, mountain biking, hunting, and other outdoor experiences. Annual Events Tourists flock to Carlsbad during two annual events – the Fourth of July celebration and the Christmas on the Pecos festival. In Artesia, the Main Event Car Show and Cruise, and Light Up Artesia are popular annual events, organized through Artesia MainStreet. In addition, visitors can enjoy the Art in the Park fair every October in Artesia, organized through the Artesia Arts Council. The Eddy County Fair is held at the Eddy County Fairgrounds in Artesia for a week every July. The 71st Annual Fair was held on July 25-30, 2016. Eddy County Fairgrounds in Artesia. 5.4 LODGERS’ TAX RECEIPTS With Carlsbad Caverns National Park, Pecos River, and the County’s natural location as a resting point for travelers, tourism is a major component of Eddy County's economy. The heavily traveled NM 285 and Carlsbad Caverns draw a large amount of lodgers’ tax revenue from both those traveling through and staying the night. Lodgers' tax receipts showed an overall positive trend for Eddy County between 2012 and 2016. Lodgers’ tax receipts increased from a low of $31,574,000 in 2013 to $76,644,000 in 2016. FIGURE 5.6: LODGERS TAX RECEIPTS, 2012 - 2016 $80,000,000 $76,644,000 $75,000,000 $70,000,000 $66,324,000 $63,238,000 $65,000,000 Revenue $60,000,000 $55,847,000 $55,000,000 $50,000,000 $45,000,000 $31,574,000 $40,000,000 $35,000,000 $30,000,000 2012 2013 2014 2015 2016 Year Source: UNM Bureau of Business and Economic Research. One of the challenges facing the tourism industry in Eddy County is the need for additional affordable lodging facilities. Many of the hotel and motel rooms have been taken by oil and gas workers, which drives up the cost of lodging in the area. Addressing this demand would support tourism activities and would likely increase lodgers' tax receipts. Chapter 5 - Page 52 DRAFT CHAPTER 5 ECONOMIC DEVELOPMENT 5.5 OIL & GAS PRODUCTION / MINING Oil and Gas Eddy County is an oil and natural gas producing area within the Permian Basin. The industry is very strong in Eddy County and is currently the most important economic driver within the southeast area of New Mexico. Revenues from oil and gas are a significant contributor to the state’s General Fund, with all areas of New Mexico reaping the benefits. For FY2013, it is estimated by the New Mexico Tax Research Institute that 31.5% ($228 million) of the State General Fund revenues are attributable to the oil and gas industry, primarily from the southeast and northwest areas of New Mexico (Impacts of Oil and Natural Gas Production in New Mexico on the State General Fund, New Mexico Tax Research Institute, 2014). Although Eddy County is consistently a top oil and natural gas producer, in FY2013 it received $95.6 million in oil and gas revenues, far lower than some of the other more populated counties as shown in the map below. New Mexico County Revenues from Oil and Gas Activity, FY 2013 Source: NM Tax Research Institute, 2014. Chapter 5 - Page 53 DRAFT EDDY COUNTY COMPREHENSIVE PLAN In 2015, Eddy County ranked second in oil production, although in 2012 and 2013 it was ranked first. Between 2012 and 2015, Eddy County experienced an 11.9% increase in oil production. Eddy and Lea counties individually produce far more oil than the rest of the state combined. Eddy County officials attribute this increase in oil production to advances in drilling and fracking methods. TABLE 5.4: TOP OIL PRODUCING COUNTIES 2012 2015 County and Rank Lea (1) EDDY COUNTY (2) San Juan (3) Rio Arriba (4) Sandoval (5) Volume (Barrels) 36,426,103 44,102,665 1,158,067 1,185,795 162,924 52,770,125 49,354,149 3,285,911 2,098,999 1,628,196 % Change 2012 - 15 44.9% 11.9% 183.7% 77.0% 899.4% Source: New Mexico Oil Conservancy Division. In 2015, Eddy County was ranked second in natural gas production. Between 2012 and 2015, Eddy County experienced a relatively small decrease in natural gas production (3.9%) as compared to other natural gas producing counties. TABLE 5.5: TOP NATURAL GAS PRODUCING COUNTIES 2012 2015 County and Rank San Juan (1) EDDY COUNTY (2) Rio Arriba (3) Lea (4) Colfax (5) Volume (Thousand Cubic Feet) 456,020,246 240,930,157 333,121,593 170,417,738 27,012,215 303,341,133 231,545,471 203,795,517 168,674,888 16,894,338 % Change 2012-15 -33.5% -3.9% -38.8% -1.0% -37.5% Source: New Mexico Oil Conservancy Division. Mining In 2014, Eddy County contained a number of active mines, including six aggregate mines, one caliche mine, three salt mines, and seven potash mines (see Active Mines In Eddy County, 2014, next page). In 2014, New Mexico ranked first in potash production in the nation, employing 1,078 people and producing 2.13 million tons of potash worth $1 billion in production value. Seven of the eight active potash mines in New Mexico are located in Eddy County, with the eighth mine located on the boundary between Eddy and Lea counties. Due to an oversupply, potash prices declined in 2016, leading to the closure of one mine. Alternate uses for the closed mine could include the establishment of interim storage of spent nuclear fuel rods. The construction and operation of an interim storage facility could create a number of jobs for the area. Potash mining and the potash reserves remain an important and viable component of the Eddy County economy. Chapter 5 - Page 54 CHAPTER 5 ECONOMIC DRAFT Active Mines in Eddy County, New Mexico, November 2014DEVELOPMENT CHAVES LEA Pe co s River 82 OTERO EDDY NEW MEXICO TEXAS Industrial Minerals Aggregate & Stone C G alci em te st o G ne yp su H m um at Pe e rl Pu ite m ic e Si S lic a Si a / lt lv er Flu S x il Ze ica ol i Ag tes gr eg D at im e C en Cl a si ay lich on & e S & F l ha l ag e s Li t on m es e t R one ed D o Sc g Tr or av ia er t in e C o Po al ta sh C G o ol pp d e M &S r ol i l yb ve de r nu m Metals Data: November 2014 database query, Mining & Minerals Division, Mine Registration, Reporting & Safeguarding Program. Basemap: Esri ArcGIS Online, National Geographic. Map: Linda S. DeLay, GISP NAD 83 UTM NM Zone13 Miles 0 5 10 20 Active Mines in Eddy County, 2014. Source: New Mexico Department of Energy, Minerals, and Natural Resources. 5.6 AGRICULTURE Agriculture is another important economic driver within Eddy County. The County ranks high across most agricultural commodities, crops, and livestock production. The following four tables summarize the agricultural market, the value of sales by commodity, and the County’s top crops and livestock. Between 2007 and 2012, all of the typical agricultural metrics experienced an increase. The County gained eight farms that increased total farm acreage by 3.1%. The average size of farms increased by 1.6%. The market value of products sold increased from $94,848,000 to $119,564,000, a change of 26.1%. Additionally, the average net farm income increased by 24.2% from $174,674 to $216,994. Chapter 5 - Page 55 EDDY COUNTY COMPREHENSIVE PLAN TABLE 5.6: EDDY COUNTY AGRICULTURE MARKET, 2007 & 2012 2007 2012 Number of Farms 543 551 Land in Farms (acres) 1,107,912 1,141,956 Average Size of Farm (acres) 2,040 2,073 Market Value of Products Sold $94,848,000 $119,564,000 Average Net Farm Income $174,674 $216,994 DRAFT % Change 1.5% 3.1% 1.6% 26.1% 24.2% Source: U.S. Department of Agriculture Census of Agriculture, 2007 and 2012. The total value of agricultural products sold ranked sixth in the state with a value of $119,564,000. The value of crops, including nursery and greenhouse, ranked third in the state. Production of cotton and cottonseed ranked third in the state at a value of $4,648,000, and fruits, tree nuts, and berries ranked second with a value of $14,626,000. Eddy County ranked very high in acreage dedicated to crops. The County was ranked third in Forage-land used for all hay and haylage, grass silage, and green Pecan orchard. chop; vegetables harvested; and corn for silage. Acreage dedicated to Cotton was 4,830 and ranked second in the state. Cattle and calves were the largest livestock inventory in the County and ranked seventh in the state with a quantity of 52,623 heads. Irrigated land decreased in Eddy County and the State of New Mexico from 2007 to 2012. Due to its existing production, infrastructure, and mild climate, Eddy County is an ideal place for agricultural production. Continued investment in this economic sector will create greater diversity in the County’s economy. Agricultural is thought to be less volatile than the oil and gas industry, which commonly has large boom and bust cycles. Eddy County also has the opportunity to marry its agricultural and oil and gas industries through the production of guar. Guar is a low water legume crop that is ideally suited to the climate of New Mexico. It has a number of uses, including as feed for cattle and in the hydraulic fracturing industry. In 2011, the United States spent $1 billion importing guar from India, which is mostly produced in the Thar desert of India and Pakistan. As oil and gas activities increase in the United States and Eddy County, demand for guar will increase. The potential to provide this important material to the oil and gas industry and the local cattle industry is significant. Chapter 5 - Page 56 DRAFT CHAPTER 5 ECONOMIC DEVELOPMENT TABLE 5.7: EDDY COUNTY VALUE OF SALES BY COMMODITY, 2012 Commodity Value Total value of agricultural products sold $119,564,000 Value of crops including nursery and greenhouse $50,489,000 Value of livestock, poultry, and their products $69,075,000 Grains, oilseeds, dry beans, and dry peas $5,234,000 Tobacco Cotton and Cottonseed $4,648,000 Vegetables, melons, potatoes, and sweet potatoes $649,000 Fruits, tree nuts, and berries $14,626,000 Nursery, greenhouse, floriculture, and sod $412,000 Cut Christmas trees and short rotation woody crops Other crops and hay $24,921,000 Poultry and eggs (D)* Cattle and calves $18,180,000 Milk from cows $50,484,000 Hogs and pigs (D)* Sheep, goats, wool, mohair, and milk $204,000 Horses, ponies, mules, burros, and donkeys $186,000 Aquaculture Other animals and other animal products $12,000 State Rank 6 3 7 10 3 14 2 10 3 (D)* 10 6 (D)* 8 22 22 Source: U.S. Department of Agriculture Census of Agriculture, 2012. * (D) Withheld information to avoid disclosing data for individual operations. TABLE 5.8: TOP CROPS (ACRES), 2012 Crops Forage-land used for all hay and haylage, grass silage, and greenchop Vegetables harvested, all Corn for silage Cotton, all Upland cotton Acreage 27,558 5,305 5,305 4,830 4,453 State Rank 3 3 3 2 7 Quantity 52,623 2,159 1,455 950 412 State Rank 7 8 4 20 20 Source: U.S. Department of Agriculture Census of Agriculture, 2012. TABLE 5.9: TOP LIVESTOCK INVENTORY ITEMS, 2012 Livestock Cattle and Calves Sheep and Lambs Goats, all Horses and Ponies Layers Source: U.S. Department of Agriculture Census of Agriculture, 2012. Chapter 5 - Page 57 EDDY COUNTY COMPREHENSIVE PLAN DRAFT New Mexico Department of Agriculture The New Mexico Department of Agriculture is an agriculture producer/consumer service and regulatory department under New Mexico State University (NMSU). The Department has six divisions, including Agricultural and Environmental Services; Agricultural Programs and Resources; Dairy; Marketing and Development; Standards and Consumer Services; and Veterinary Diagnostic Services. The New Mexico Organic Program, which provides certification services and support for organic farmers, ranchers, and processors, is based at the New Mexico Department of Agriculture. Organic Agriculture: In 2014, the USDA conducted a survey of certified organic farms which showed there were 116 certified or exempt organic farms in New Mexico, comprising 34,431 acres and $21.9 million in sales. 5.7 ECONOMIC STRENGTHS and RESOURCES There are several organizations in Eddy County dedicated to furthering local economic development. These resources include both regional and locally-based organizations within Carlsbad and Artesia. A brief description of these resources and organizations is provided below: Xcel Energy A new transmission line designed to improve the power system for Eddy and Lea counties was started in December 2015. The 230-kilovolt, 42-mile transmission line is the first step in a major expansion of a new bulk electricity transmission network in southeastern New Mexico. Xcel Energy also completed a 20-mile Battle Axe-to-Roadrunner 115-kilovolt transmission line project in Lea County. Both of these projects include more than 250 miles of transmission and distribution lines and seven new substations in southeast New Mexico. These projects are anticipated to help position the regional economy for continued growth and specifically support the potash and oil and gas industries. USDA Rural Development USDA Rural Development is a major source for loans and grants to support rural businesses, home purchases, improvements to community facilities, expand electric transmission and distribution lines, and bring Internet access to rural areas such as Eddy County. Between 2009 and 2013, the USDA invested more than $166 million to support efficient water supply, treatment and storage facilities, and wastewater treatment systems in New Mexico. USDA operates an office in Carlsbad at 102 W. Hagerman Street. In 2014, USDA awarded the Cottonwood Rural Water Association in Eddy County $4,274,100 in Rural Development funds ($649,000 in low cost loans and $3,625,100 in grants) to upgrade its water system, allow for increased operations of the water distribution system, and allow for future growth. Southeastern New Mexico Economic Development District / Council of Governments The Southeastern New Mexico Economic Development District (SNMEDD) was established in 1971 under the Regional Planning Act of New Mexico. The purpose was to increase local government understanding of federal programs and to provide planning and development management services on a regional basis to Chaves, Eddy, Lea, Lincoln, and Otero counties. Chapter 5 - Page 58 DRAFT CHAPTER 5 ECONOMIC DEVELOPMENT It is the largest planning district in New Mexico covering over 26,000 square miles. Sources of funding are the US Economic Development Administration, State of New Mexico, Community Development Block Grants, and local government. SNMEDD assists local governments in planning for major capital improvements, procuring federal and state aid or needed capital improvement projects, and assisting with capacity building and technical assistance. Projects include water and wastewater system improvements, business retention, business assistance, business development, solid waste, public buildings, industrial parks improvements, job development and assistance, and transportation-related initiatives. Carlsbad Department of Development The Carlsbad Department of Development is a private non-profit agency that was incorporated in 1966. The goal of the CDOD is to “promote the economic and general welfare of the citizens of the City of Carlsbad and South Eddy County through job retention and creation by recruiting new industry, identifying new job opportunities, expanding and retaining existing business, and diversifying the economy”. CDOD targets key economic growth factors, including labor force readiness and training, technology transfer, and the availability of capital resources. Greater Artesia Economic Development Corporation The Greater Artesia Economic Development Corporation (GAEDC) is an advisory board to the Artesia City Council for economic development assistance to new or expanding businesses. The GAEDC board is comprised of the mayor, two city councilors, Artesia Chamber of Commerce executive director, two Chamber board members, and three at-large community members. Funding to support economic development projects is generated by half of a local option gross receipts tax increment dedicated specifically to economic development and dictated by the City of Artesia’s Economic Development Plan Ordinance (Ord. 646, 2-12-2002). Chambers of Commerce Both Artesia and Carlsbad have Chambers of Commerce that provide important resources such as small business development assistance, incentives, real estate information, and other useful tools for the business community. The Greater Artesia Chamber of Commerce addresses a wide range of community issues, including housing, business expansion, retention and recruitment, tourism, and beautification. The Carlsbad Chamber of Commerce was established in 1928. Its efforts helps to support tourism and the business community, including the potash industry, oil and gas industry, and WIPP. 5.8 GOALS and IMPLEMENTATION STRATEGIES Economic Development Goal 1: Create a well-trained workforce that can meet the needs of local employers and attract new businesses and industries. Strategy 1.1: Support the development of an additional vocational training center that provides training for jobs with existing and future employers. Strategy 1.2: Work with the New Mexico Economic Development Department, local municipalities, and employers on seeking workforce investment funding. Chapter 5 - Page 59 EDDY COUNTY COMPREHENSIVE PLAN DRAFT Economic Development Goal 2: Support economic development initiatives to expand existing businesses, attract new well-paying jobs and business opportunities, and facilitate new small business development. Strategy 2.1: Work with the Carlsbad Department of Development and the Artesia Chamber of Commerce to develop a County-wide economic development strategy that identifies specific business and high quality industry recruitment targets (e.g., agriculture-related businesses, support services for existing industries, mining, renewable energy, high tech industries, small businesses, etc.). Strategy 2.2: Implement procedures for the issuance of Industrial Revenue Bonds for the unincorporated area of Eddy County, in accordance with the Industrial Revenue Bond Act. Strategy 2.3: Identify appropriate locations for more commercial retail, services, and restaurants to locate in the County. Strategy 2.4: Work with the City of Carlsbad and City of Artesia in the development and promotion of a “Support Local Business” program to help retain and grow existing small businesses. Economic Development Goal 3: Promote and increase tourism to points of interest throughout Eddy County (e.g., Carlsbad Caverns, Living Desert Zoo and Gardens State Park, Guadalupe Back Country Scenic Byway, Guadalupe Ridge Trail, etc.). Strategy 3.1: Support the development of additional lodging facilities and restaurants in the southern part of the County, including Carlsbad, by highlighting the existing unmet demand for these services. Strategy 3.2: Create a targeted tourism marketing campaign for Eddy County and its municipalities in collaboration with the Chambers of Commerce, MainStreet Artesia, MainStreet Carlsbad, and the New Mexico Tourism Department. Strategy 3.3: Co-sponsor community events with the City of Carlsbad and City of Artesia. Economic Development Goal 4: Ensure the continued viability of agriculture. Strategy 4.1: Support the creation of processing and other value-added enterprises in the County that utilize local agricultural products. Strategy 4.2: Support local farmers’ markets in conjunction with the MainStreet Artesia and MainStreet Carlsbad programs and encourage County residents to “buy locally.” Strategy 4.3: Work with the Eddy County Agricultural Extension Service, area farmers, and the Agricultural Science Center in Artesia to identify specialty crops and to tap into agricultural technical assistance and business expertise. Strategy 4.4: Work with the Carlsbad, Artesia, and Loving school districts and local farmers to implement farm-to-school programs that use locally-produced agricultural goods in school cafeterias. Chapter 5 - Page 60 DRAFT Chapter 6 INFRASTRUCTURE CHAPTER 6 - PAGE 61 DRAFT DRAFT CHAPTER 6 INFRASTRUCTURE 6.1 INTRODUCTION Infrastructure is key to ensuring that a community develops in a safe and orderly manner and continues to serve the basic needs of the residents. The Infrastructure element covers the issues associated with drainage, solid waste management, and the infrastructure needs within the designated colonias within Eddy County. 6.2 DRAINAGE Eddy County is part of the Pecos River Basin. Major streams flowing through the County are the Pecos River, which flows from north to southeast through the center of Eddy County; Eagle Creek , which flows east through the northwest corner of the County; Hackleberry Draw, which flows east through the central portion of the County; and Dark Canyon Draw, which flows northeast through the southern portion of the County. The drainage area of the Pecos River above Dark Canyon Arroyo during a 2013 storm event. Photo by Dark Canyon Draw in Carlsbad amounts Wendell L. Malone. to approximately 18,099 square miles (Source: Flood Insurance Study, Eddy County New Mexico and Incorporated Areas, 2010). Other tributaries include Cottonwood Creek, Rio Penasco, Fourmile Draw, North Seven Rivers, South Seven Rivers, the Rocky Arroyo, Black River, Red Bluff Draw and the Delaware River. Brantley Dam, a flood control structure constructed by the U.S. Department of Reclamation, is located 13 miles upstream from Carlsbad on the Pecos River. The uncontrolled intervening area between Brantley Dam and Carlsbad is 846 square miles. Brantley Dam has significantly reduced the 1-percent-annual-chance floodplain and floodway. Eagle Creek heads in the foothills of the Sacramento Mountains approximately 50 miles west of the City of Artesia. The total drainage area contributing to the Pecos River is approximately 203 square miles, of which approximately 185 square miles lie west of Artesia. South Eagle Creek has a small drainage area southeast of the City. Dark Canyon Draw, a right-bank tributary of the Pecos River, rises in the Guadalupe Mountains in southwestern Eddy County and flows northeasterly for approximately 60 miles to its confluence with the Pecos River in southern Carlsbad. It drains an area of approximately 451 square miles. Hackberry Draw, a principal tributary of Dark Canyon Draw, rises in the dissected plain region approximately 7 miles west of Carlsbad. It flows in an easterly direction to the Southern Canal in west Carlsbad. At the Canal, it is abruptly diverted south to join Dark Canyon Draw, which poses the threat of an embankment breach. Hackberry Draw has a total drainage area of approximately 21 square miles above its confluence with the Southern Canal. All but 12.9 square miles are controlled by an NRCS flood-detention reservoir. The United States Geological Survey (USGS) currently has 21 flow monitoring stations in Eddy County of which ten monitor the Pecos River (Source: www.usgs.gov). The Chapter 6 - Page 63 DRAFT EDDY COUNTY COMPREHENSIVE PLAN other locations include the Carlsbad Main Canal, Blue Springs, Dark Canyon Draw, and Black River. The monitoring stations provide data to the USGS offices every 1 to 4 hours. The USGS investigates the occurrence, quantity, quality, distribution, and movement of surface and underground waters and disseminates the data to the public, state and local governments, public and private utilities, and other federal agencies involved with managing water resources. Flood Control Flood control problems within the unincorporated area of Eddy County is focussed on the portion of Hackberry Draw west of the municipal limits of Carlsbad. This concern stems from the current and planned development along Hackberry Draw. The NRCS has constructed a flood detention reservoir in the headwaters of Hackberry Draw to control the runoff from approximately six square miles. Levees have also been constructed to divert and control the direction of surface runoff in portions of the Hackberry Draw Watershed. However, these levees do not meet the standards of the NFIP 44 CFR Part 65.10, and therefore; do not provide protection from the 1-percent-annual-chance flood. The pink areas in the Flood Zone map show locations which are currently unnumbered “A” zones or areas which would likely be within the 100-year flood zones, although no base flood elevation or flood hazard factors have been determined. . Hope ARTESIA Flood Zones 0.2 PCT A AE AH AO X TS N CARLSBAD Loving Eddy County Flood Zone Map. Chapter 6 - Page 64 DRAFT CHAPTER 6 INFRASTRUCTURE 6.3 COLONIAS Colonias are rural communities with a population of less than 25,000 located within 150 miles of the US/Mexico border. These communities have been designated by the municipality or county in which they are located because of a lack of potable water supply; lack of adequate sewage systems; or lack of decent, safe, and sanitary housing, inadequate roads and drainage. The lack of affordable housing indirectly impacts residents that live in colonias. Many of these residents face long commutes to and from their jobs due to the lack of affordable housing and is a barrier to low income residents who would move closer to work if they could afford to do so. Within Eddy County, there are nine designated colonias, including the Village of Hope and Village of Loving; and the unincorporated areas of Standpipe Road; Malaga MDWCA; Livingston, Wheeler, and Howard Roads; Otis MDWCA; Spenser Addition; Happy Valley Water Coop; and Morningside. In 2011, the New Mexico State Legislature established the Colonias Infrastructure Act to: • • • Ensure adequate financial resources for infrastructure development for colonia recognized communities; Provide for the planning and development of infrastructure in an efficient and cost effective manner; and Develop infrastructure projects to improve quality of life and encourage economic development. The Colonias Infrastructure Act created the Colonias Infrastructure Board to evaluate applications for financial assistance for planning, designing, constructing, improving, or expanding a qualified project; engineering feasibility reports; project inspections; professional services; environmental assessments or archaeological clearances; acquiring land, water rights, easements, or rights-of-way; or paying legal costs and fiscal agent fees associated with development of qualified projects. The legislation also created the Colonias Infrastructure Trust Fund, with distributions from the Trust Fund made to the Colonias Infrastructure Project Fund annually on July 1st for the purpose of providing funding for qualified projects. As part of a joint initiative of the US Department of Agriculture (USDA) and the Environmental Protection Agency (EPA), the Rural Community Assistance Partnership (RCAP) documented the state of water and wastewater availability in the colonias and made recommendations to address the remaining needs (RCAP U.S.-Mexico Border Needs Assessment and Support Project: Phase II Assessment Report, 2015). The report notes the significant progress that was made in addressing water and wastewater needs in the colonias within the four border states on the U.S. side. The report provides a summary of the counties within New Mexico with designated colonias, including Eddy County. According to the RCAP report, there was a total population of 10,374 living in nine designated colonias in Eddy County. The populations within the communities were categorized by Priority 1 through 5 and are defined as follows: • Priority 1: Communities not served by a public water and/or wastewater facility and a health hazard is (or may) be present. The Standpipe Road area colonia is ranked as Priority 1. Chapter 6 - Page 65 DRAFT EDDY COUNTY COMPREHENSIVE PLAN • Priority 2: Residents are not served by a public water system – no health hazard indicated or residents are not served by a publicly owned wastewater disposal system, and existing onsite wastewater treatment system is not adequate – no health hazard indicated., or colonia residents are served by publicly owned water and wastewater facilities, but one or both are in serious violation of regulations. • Priority 3: Some residents are not served by a publicly owned water system and/ or some residents do not have access to wastewater services and plans are in development and proceeding for financing new water or wastewater services to all areas affected or are currently under construction. • Priority 4: Residents are served by publicly owned water systems and residents are not served by public wastewater services, but individual onsite wastewater disposal systems appear to be adequate or residents are served by both publicly owned water system and publicly owned wastewater facilities. • Priority 5: The identified colonia does not have any occupied residences (i.e., there are no inhabitants). TABLE 6.1: EDDY COUNTY COLONIAS POPULATION RANKING Priority 1 Priority 2 Priority 3 Priority 4 Priority 5 Total Population 350 1,000 6,567 2,457 0 10,374 It is reasonable to assume that if a greater number of affordable housing units were available within the more developed areas of Eddy County, more colonia residents would relocate and the population living without out access to safe drinking water and sanitary wastewater services would decrease. As stated in the RCAP report, many of the colonias within Eddy County have been impacted by the increase in demand for water and wastewater services. In areas where the communities cannot support the demand, a significant increase in illegal water and wastewater connections have been reported. However, the existing water and wastewater infrastructure is relatively new and in good conditions while there are some colonias that are lacking this basic infrastructure. The RCAP report stated that the barriers to service include the lack of a land use plan or zoning that would prevent the proliferation of illegal squatting and colonia type conditions. Out of the 10,374 colonia residents, the RCAP report estimated for drinking water that 57.0% of the population are underserved and 3.4% are unserved; for wastewater, 12.7% are underserved and 64.8% are unserved. The report recommended technical assistance to help secure funding, hire consultants, work with entities to manage the projects in situations where the colonia does not have the capacity, and assist the entities in becoming sustainable. The State of New Mexico has a number of state funding sources to finance infrastructure improvements within colonias, including Rural Infrastructure Program (NMED), Drinking Water State Revolving Fund (NMFA), Clean Water State Revolving Fund (NMFA), Water Trust Board Fund (NMFA), Public Project Revolving Fund (NMFA), Local Government Planning Fund (NMFA), Colonias Infrastructure Fund (NMFA), and Community Development Block Grants (NM Department of Finance and Administration). Chapter 6 - Page 66 DRAFT CHAPTER 6 INFRASTRUCTURE 6.4 SOLID WASTE The Sandpoint Landfill, located at 164 Landfill Road in Carlsbad, is jointly owned by Eddy County and the City of Carlsbad, and operated by Eddy County. The Sandpoint Landfill serves all Eddy County communities, including Carlsbad and Artesia. The Landfill is approximately 160 acres in size, with approximately 99 acres reserved for waste disposal comprised of non-hazardous residential, commercial, and industrial waste. It does not accept petroleumcontaminated soils. Waste is delivered by commercial haulers and the public. The Solid Waste Facility Permit and a permit modification allowing for a vertical expansion of the Landfill were approved by the New Mexico Environment Department in 2014. Curbside collection of waste is available in Carlsbad and Artesia and transported to the Sandpoint Landfill. There is only one permitted waste transfer station, which is located in Artesia at 2507 N. Pecos Road. There are six registered collection centers: • • • • • • • • Carlsbad Public Works Collection Center - 1702 W. Fox Road, Carlsbad Champion Cove Convenience Center - west side of Brantley Lake City of Carlsbad Convenience Center - 320 E. Plaza Street, Carlsbad Hope Convenience Center - 604 Wood, Village of Hope Loco Hills Convenience Center - 13343 Lovington Hwy, Loco Hills Loving Convenience Center - 45 Higby Hole Road, Loving Queen Convenience Center - 3664 Queens Fire Station, Queens Happy Valley Convenience Center - Shooting Range Road and NM 524, Happy Valley Hazardous waste is collected at the Lea Land Inc. Industrial Solid Waste facility. This facility accepts asbestos waste, chemical spill residue, industrial solid waste, petroleumcontaminated soils (PCS), and sludge. There are six New Mexico Environment Department registered recycling facilities located in Eddy County - two in Artesia and four in Carlsbad. Rainbow Recycling handles the recycling that is collected by the City of Carlsbad. The following facilities recycle metal, paper, textiles, cardboard, and plastic: • • • • • • Artesia Metals, Inc - 300 East Richey, Artesia C&B Recycling, LLC - 1702 E Greene, Highway 62, Carlsbad CARC, Inc Document Destruction Services - 103 E. Greene Street, Carlsbad J&M Enterprises - 561 Lake Road, Artesia Rainbow Recycling CARC, Inc. - 5008 National Parks Highway, Carlsbad Roofs to Roads New Mexico - NW corner of Corrales Road and Commerce Drive, Carlsbad J&M Enterprises and Kansap Recycling & Environmental, LLC (905 Hopi Rd, Carlsbad) are both registered as tire recycling facilities. While there are some solid waste and recycling facilities in Eddy County, unlawful dumping remains a problem. This is particularly an issue in the more rural and remote areas of the County. Chapter 6 - Page 67 EDDY COUNTY COMPREHENSIVE PLAN DRAFT 6.5 GOALS and IMPLEMENTATION STRATEGIES Infrastructure Goal 1: Ensure the public health, safety, and welfare by addressing flooding during major storm events and minimize the public and private property losses due to flooding conditions. Strategy 1.1: Create and seek funding for a storm drainage master plan and flood control study to determine base flood elevations and flood hazard factors for current flood Zone A areas within the County’s current and future development areas from the USDA Natural Resources Conservation Service, Community Development Block Grants (Planning Grants), or through the State Appropriations Program. Strategy 1.2: Based on the flood control study, submit to FEMA Conditional Letters of Map Revisions (CLOMRs) and Letter of Map Revisions (LOMR), if appropriate. Strategy 1.3: Amend the Eddy County Subdivision Ordinance drainage standards based on the findings and recommendations contained in the storm drainage master plan. Infrastructure Goal 2: Ensure that residents living within the colonias communities within Eddy County are served by a publicly-owned water system and have access to wastewater services. Strategy 2.1: Apply for grants from the New Mexico Environmental Department, New Mexico Finance Authority, and the New Mexico Department of Finance and Administration to help finance infrasstructure improvements within the designated colonia communities. Strategy 2.2: Create a strategic plan that identifies the infrastructure improvements needed and associated time lines to serve the designated colonias within Eddy County and addresses the proliferation of illegal service connections within the colonias. Infrastructure Goal 3: Provide for a comprehensive solid waste management system for Eddy County. Strategy 3.1: Obtain funding from the State Legislature, New Mexico Environmental Department, and/or the New Mexico Finance Authority to evaluate the feasibility of providing solid waste collection systems and more solid waste convenience centers for communities within Eddy County that are denser and/or experiencing growth. Strategy 3.2: In conjunction with the PPJ’s of Carlsbad and Artesia, develop comprehensive, County-wide, enforceable solid waste ordinances that cover collection and disposal for commercial and residential customers separately. Strategy 3.3: Adopt an illegal dumping ordinance and, once adopted, provide adequate staffing for enforcement of the ordinance. Strategy 3.4: Pursue grants or loans from the NMED Solid Waste Bureau and the Rural Infrastructure Revolving Loan Program to address tire abatement, recycling, and illegal dumping in Eddy County. Strategy 2.5: Develop a joint composting facility with the City of Carlsbad and City of Artesia. Strategy 2.6: Develop an educational program to encourage more residents and businesses to recycle. Chapter 6 - Page 68 DRAFT Chapter 7 WATER RESOURCES CHAPTER 7 - PAGE 69 DRAFT DRAFT CHAPTER 7 WATER RESOURCES 7.1 OVERVIEW The delivery and protection of high quality water, ensuring an adequate water supply, and protecting and sustaining existing water resources are high priorities and key to the long term viability of life in Eddy County. As such, Eddy County completed a 40-Year Water Plan (Daniel B. Stephens & Associates, Inc., 2008). The Water Resources element is a summary of the Eddy County 40-Year Water Plan, which describes the water supply, water demand, and sustainability of water supplies for 19 of the 30 active water systems within Eddy County. The 40-Year Water Plan promotes and focuses on regional collaboration and assisting small water systems that have experienced water supply challenges in the past with strategies to meet future demand, including water conservation. 7.2 EXISTING WATER RESOURCES The communities within Eddy County rely on groundwater found primarily in sedimentary rocks and alluvial valleys. Groundwater resources are located within the Roswell and Carlsbad Basins, and small parts of the Salt, Lea, and Capitan underground water basins (see Aquifers map below). The Ogallala Aquifer, located in the northeast corner of the County and in Lea County, is a key resource for the City of Carlsbad and several other entities in Eddy County. Chapter 7 - Page 71 EDDY COUNTY COMPREHENSIVE PLAN DRAFT Surface waters lie within the Pecos Basin and flow to the Rio Grande and the Gulf of Mexico. The predominant surface water feature is the Pecos River, which flows from north to south through the middle of the County, and is fed by eleven tributaries from the west side of the Pecos River, and by springs from the west and east sides of the Pecos River. Surface water does not supply the water systems that were evaluated as part of the 40-Year Plan; however, surface water is used primarily for irrigated agriculture and reservoir evaporation, as well as livestock watering, mining, and commercial purposes and for public water supply to the City of Carlsbad. Most of the surface water diversions are from the Pecos River, and to a lesser degree, from the Black River and Rio Peñasco for irrigation. 7.3 WATER QUALITY Since the drinking water systems in Eddy County rely on groundwater, it is critical that the resource be protected from contamination. There are two primary types of groundwater contamination - point sources and non-point sources. There can also be water quality issues due to naturally occurring substances in the groundwater. Groundwater contamination has occurred from both point and non-point sources in the shallow aquifer beneath Carlsbad, Artesia, and other areas within Eddy County. Leaking underground storage tanks, which have occurred in Eddy County primarily concentrated around the developed areas of Carlsbad and Artesia, is one of the most significant point source contamination threats. However, contamination has not occurred in water system wells in deeper zones, and at the completion of the 40-Year Water Plan, none of these releases had impacted water supplies in Eddy County and were in the process of being cleaned up. The 40-Year Water Plan identified the benefits of implementing a wellhead protection program and a source water protection plan. The New Mexico Environment Department (NMED), through the New Mexico Source Water Assessment and Protection Program, provides assistance to communities, water utilities, and service providers by evaluating the susceptibility of wells and surface water intakes to contamination and then helping them develop source water protection strategies. Point Sources of Groundwater Contamination The NMED Groundwater Quality Bureau regulates facilities with wastewater discharges that have potential to impact groundwater quality. Facilities that are required to obtain discharge plans include mines, sewage discharge facilities, dairies, food processors, sludge and septage disposal operations, and other industries. The oil and gas industry poses a potential threat to groundwater contamination, particularly as the industry is heavily concentrated in and around Artesia and Carlsbad. The Oil Conservation Division of the New Mexico Energy, Minerals, and Natural Resources Department regulates facilities with waste streams associated with oil, gas, and geothermal activities. Activities at the Navajo Refinery, located in Artesia, have resulted in a large plume of groundwater contamination, including both floating product and dissolved organic compounds, in the shallow aquifer beneath the refinery. The refinery now has a pump and treat system on-site and a half-mile recovery trench to intercept groundwater flow to the Pecos River (for more detailed information on the Navajo Refinery, see the 40-Year Water Plan). Hazardous waste, which is regulated by the NMED Hazardous Waste Bureau, is another potential threat to groundwater contamination. The two hazardous waste facilities in Eddy County include the Navajo Refinery and WIPP. Chapter 7 - Page 72 DRAFT CHAPTER 7 WATER RESOURCES Nonpoint Sources of Groundwater Contamination Septic systems are a nonpoint source of shallow groundwater contamination and a primary concern for the rural areas of Eddy County. Septic system discharges can percolate rapidly to the underlying aquifer and increase concentrations of total dissolved solids; iron, manganese, and sulfides; nitrate; potentially toxic organic chemicals; and bacteria, viruses, and parasites. Protection of shallow groundwater quality in the more populous areas plays an important role in maintaining the available water resources. The NMED Liquid Waste Program regulates on-site disposal of liquid waste. In 2006, an NMED report on on-site sewage management in New Mexico listed 5.602 on-site systems in Eddy County, consisting of approximately 25% of the housing unites in the County at that time. Other nonpoint sources of groundwater contamination include those associated with agriculture. Application of pesticides and fertilizers has led to the contamination of groundwater at various locations in New Mexico with trace concentrations of various pesticides and nitrate. 7.4 WATER SYSTEMS Water systems within Eddy County include individual wells, both privately- and publiclyowned, and municipal water systems. The 40-Year Water Plan evaluated 19 active water systems. For each of the water systems, the 40-Year Water Plan described the source, storage system, distribution system, system operations, and issues and concerns. A brief summary of those issues and concerns are described below (see the Eddy County 40-Year Water Plan for more information on the individual water systems). • Artesia Water System Issues and Concerns: water hardness and maintenance issues related to hard water • Artesia Rural Water Collective Issues and Concerns: limited water rights, thereby limiting growth • Caprock Water Company Issues and Concerns: no water rights or wells, dependent on Mor-West Corporation; lack of fire protection storage, except one water truck and a supply tank • Carlsbad Water System Issues and Concerns: connection between the Capitan Reef aquifer and the Pecos River; need for additional water rights, development of additional wells, pipelines, and distribution facilities • Carlsbad Caverns National Park Issues and Concerns: distribution system needs upgrades • Cottonwood Rural Water Collaborative Issues and Concerns: limited number of isolation valves • Guadalupe Administrative Site (Lincoln National Forest) Issues and Concerns: none identified Chapter 7 - Page 73 EDDY COUNTY COMPREHENSIVE PLAN DRAFT • Happy Valley Water Cooperative Issues and Concerns: limited water rights, thereby limiting growth • Hope Water Department Issues and Concerns: high daily water usage, need for water conservation; lack of certified operators on staff • Loving Water System Issues and Concerns: limited room for growth; major concern regarding drawdown of the aquifer • Malaga Mutual Water Consumers and Sewage Works Issues and Concerns: Otis Well 5 and the Malaga well show approximately 10 feet of drawdown when another water user begins pumping, indicating that wells in the area are impacting each other - need for better cooperation between Otis and Malaga; infrastructure improvements needed; lack of the ability to accommodate growth - need for additional water rights • North Park Mobile Home Park Issues and Concerns: historical wastewater violations and lack of response to requests for information leading to a public health concern for the drinking water • Otis Mutual Domestic Water Consumers Association Issues and Concerns: replacement of infrastructure and need for additional emergency storage; need for keeping up with growth in the area; ability of existing water rights to meet future demand; long-term viability of the aquifer and the need to equip wells with transducers • Sitting Bull Falls (Lincoln National Forest) Issues and Concerns: none identified • SKP Co-op Retreat of New Mexico Issues and Concerns: wells are on-site and sewage is treated with septic tanks and leach fields; historically the well downgradient from the sewage system tested positive for nitrate contamination; system was under compliance orders from NMED Drinking Water Bureau and the NMED Groundwater Bureau - resulting in the requirement to install a full park RO system at the well site; system in the process of constructing an evaporation pond to receive septic effluent from the park • Westwinds Mobile Home Park Issues and Concerns: undersized water main, no emergency service, no fire protection; wells have low capacities • White’s City Water System Issues and Concerns: the administration of White’s City (in 2008) was considering development into an upscale resort - uncertainty regarding the adequacy to accommodate large resort development • Riverside Mutual Domestic Water Association Issues and Concerns: current (as of 2008) operator has a lack of knowledge of the system Chapter 7 - Page 74 DRAFT Figure 20: Eddy County Water Systems CHAPTER 7 WATER RESOURCES 61 Eddy County Comprehensive Plan – Final October 2008 7.5 SUMMARY of INFRASTRUCTURE NEEDS The following is a summary of the water systems’ infrastructure needs, as identified by the Eddy County 40-Year Water Plan: • Storage issues or problems: Storage problems were noted at twelve of the systems and range from repairs and inspections of existing tanks to adding additional storage or booster stations. • Needed Distribution Upgrades: Pipeline upgrades were noted for fifteen of the systems and primarily regard the replacement of older lines or the addition of new pipelines. • Well Issues or Problems: Problems with wells were noted for nine of the systems and include rehabilitating existing wells and adding additional wells. • Metering Issues: The Otis MDWCA and Happy Valley Water Cooperative systems are in the process of adding new metering systems, while the SKP Co-op, Westwinds, and North Park systems are not metered. Chapter 7 - Page 75 EDDY COUNTY COMPREHENSIVE PLAN 7.6 WATER DEMAND and STRATEGIES DRAFT The 40-Year Water Plan evaluated the current water use and future water demand. The analysis was based upon a compilation of information from the Office of the State Engineer (OSE) and the demographic trends in Eddy County at the time of the Plan (see the 40-Year Plan for more information on water demand). The following is a list of strategies, supplemented by technical and financial feasibility analyses and a description of the benefits, recommended by the 40-Year Water Plan: • Develop Eddy County Water Advisory Committee - would provide the structure for regional collaboration between water systems and projects • Develop a Water Conservation Program - objective would be to lower water use through reduction of water waste; public education; conservation rebates and incentives; xeriscaping; water audits; rate structuring; metering program; leak detection; subdivision regulations; wastewater reuse; graywater reuse; drought program • Water Quality and Wellhead Protection - to ensure protection of water resources from potential water quality degradation • Water Rights Protection and Acquisition - to ensure that individual water systems have adequate water rights to meet demand • Water Supplies for Growth - to develop new methodologies to ensure adequate supplies are in place prior to the development of new subdivisions or approving new commercial or industrial development • Regional Collaboration Among Water Systems - to the extent feasible, collaboration would include coordination during emergencies, sharing equipment, merging or creating new water systems 7.7 WASTEWATER and WATER QUALITY The Ground Water Quality Bureau of the New Mexico Environment Department regulates and permits the disposal of wastewater in New Mexico. The permits regulate the disposal or reuse of treated wastewater effluent and enforce treatment standards for above-ground and subsurface discharge. A Groundwater Discharge Permit is required for wastewater discharges from all industrial users and from domestic wastewater systems that are over 5,000 gallons per day. Permits are issued for five years and must be renewed to provide continuous coverage. Currently, there are 13 permits in Eddy County, including the City of Artesia Wastewater Treatment Plant, City of Carlsbad Wastewater Treatment Plant, Carlsbad Caverns National Park, Village of Loving Wastewater Treatment Plant, and the Waste Isolation Pilot Plant. Generally, domestic wastewater is generated from homes and businesses. Domestic wastewater discharges of less than 5,000 gallons per day are regulated through the New Mexico Environment Department (NMED) Liquid Waste Program. The Liquid Waste Program provides information on approved products and systems, as well the permitting process for a liquid waste permit. Chapter 7 - Page 76 DRAFT CHAPTER 7 WATER RESOURCES Since the majority of Eddy County is rural, there are numerous on-site septic tank systems. Both Eddy County and NMED are aware of the large number of un-permitted septic tanks and leach fields in Eddy County, which may result in the improper sizing of the tanks and incorrect sizing and installation of the leach field. Un-permitted septic tanks have become a major groundwater pollution issue in New Mexico. In an attempt to address this issue, Eddy County adopted a Liquid Waste Ordinance in March 2016, which requires the discharge of untreated liquid waste into: 1. An enclosed system permitted by the NMED; 2. A liquid waste treatment system permitted by the NMED; or 3. A public sanitary sewer system. Adoption of the Liquid Waste Ordinance gives Eddy County the ability to enforce NMED regulations and ensures residents have a permitted wastewater system. The Ground Water Agriculture Compliance Section of NMED provides groundwater discharge permits to dairies and non-dairy agricultural facilities. Such facilities include dairies, chile and other food processing facilities, meat packing plants, agricultural service facilities, and algae/ biofuel facilities. Like the Domestic and Industrial Groundwater Discharge Permits, an Agricultural Discharge Permit is valid for five years and must be renewed to ensure continuous coverage. In Eddy County, there are three Agricultural Discharge Permits all located in the Artesia area, including the Beaty Dairy, J&M Dairy, and Valley View Dairy. The Surface Water Quality Bureau of the NMED is responsible for the protection of surface water quality and assists the U.S. Environmental Protection Agency (EPA) through the National Pollution Discharge Elimination System (NPDES) permitting system. The Surface Water Quality Bureau monitors surface water discharge for industrial and municipal effluent discharge. There are three active NPDES permitted facilities active in Eddy County, all of which are in compliance. These NPDES permits regulate the discharge of treated wastewater effluent to waters of the state and include: • • • City of Artesia (2018 expiration) City of Carlsbad (2018 expiration) Southwestern Public Service Company, DC Terminal (2017 expiration) Reuse of wastewater effluent reduces the amount of fresh water used and is a excellent method of water conservation. Water reuse from a municipal wastewater treatment plant can be used for the irrigation of landscaping, parks, and depending on the treatment level, some agricultural uses. Both Artesia and Carlsbad have wastewater effluent reuse programs. The Carlsbad reuse program provides irrigation for municipal parks. Reuse of gray water from indoor household use can be accomplished on an individual basis. The NMED Gray Water Irrigation Guidelines provide information and guidance on how to set up a gray water system to reduce the amount of residential water use for outdoor irrigation. In 1988, the Rural Infrastructure Act created the Rural Infrastructure Revolving Loan Program (RIP). This program provides funding for the construction of and modifications to water supply facilities operated by municipalities, mutual domestic associations, or water and sanitation districts that serve a population of less than 20,000 or a county that serves a population of less than 200,000. The Rural Infrastructure Act was amended in 2001 to Chapter 7 - Page 77 EDDY COUNTY COMPREHENSIVE PLAN DRAFT include construction or modification of wastewater facilities and again in 2007 to include solid waste. Some examples of the types of projects can be financed through RIP include: • • • • • • • • • • • • • • Eligible water, wastewater and water pollution control projects Water pipelines New sewer interceptors and collectors Infiltration/inflow correction Water and sewer system rehabilitation Treatment plant improvements Non-point source projects (i.e. septic tanks) Cost of water rights acquisition Eligible solid waste facilities including collection, disposal, storage and recycling Engineering studies and design Project inspection Easement and right-of-way Project legal costs Purchase of equipment 7.8 RURAL DEVELOPMENT GRANT In 2014, the U.S. Department of Agriculture Rural Development program provided nearly $17 million in federal funding to improve three rural water systems in New Mexico. Cottonwood Rural Water Association, located in Artesia, received more than $4.2 million in funding to replace a water tank, replace existing water lines, and add new lines to loop dead end lines. The improvements were designed to allow for increased systemic operations of the distribution system and future growth, with 26 new users connected to the system as a result of the project. The funding consists of $649,000 in low cost loans and $3,625,100 in grants. The USDA’s Rural Development funding was reauthorized by the 2014 Farm Bill, which the New Mexico delegation (Senators Udall and Heinrich) advocated for in the United States Senate. 7.9 GOALS and IMPLEMENTATION STRATEGIES Water Resources Goal 1: Promote the sustainable and efficient management of water resources through conservation. Strategy 1.1: Develop a water conservation program through the reduction of water waste, public education, conservation rebates and incentives; xeriscape; water audits; water reuse; subdivision regulations; etc. Water Resources Goal 2: Ensure that current and future development have an adequate and sustainable water supply. Strategy 2.1: Amend the County Subdivision Ordinance to require: 1) new developments within a certain distance of an existing water distribution line to connect to that line, if feasible; and 2) new developments that are not within a reasonable distance of an existing water system must provide proof of water rights and supply in addition to providing studies that show impacts to the aquifer. Chapter 7 - Page 78 DRAFT CHAPTER 7 WATER RESOURCES Water Resources Goal 3: Prioritize the regionalization of water systems. Strategy 3.1: Create an Eddy County Regional Water Advisory Committee to provide the necessary structure for regional collaboration between water systems and projects and to ensure water systems have adequate water rights to meet current and future demand. Strategy 3.2: Support funding requests for improvements to rural water systems including replacements to water tanks and water lines, looping water systems, and other steps to improve capacity to serve current and future demand. Strategy 3.3: Interconnect closely grouped existing water systems to provide emergency water service as necessary. Strategy 3.4: Encourage developing water systems to form water cooperatives or mutual domestics versus continuing individual wells on single family lots. Water Quality Goal 4: Protect the County’s groundwater supply and ensure groundwater is protected from potential degradation. Strategy 4.1: Work with County residents on compliance with the County’s new Liquid Waste Ordinance, which requires the discharge of untreated liquid waste into: 1) An enclosed system permitted by the NMED; 2) A liquid waste treatment system permitted by the NMED; or 3) A public sanitary sewer system. Strategy 4.2: Develop a wellhead protection program. Water Quality Goal 5: Implement an on-site wastewater management system. Strategy 5.1: Adopt regulations requiring higher density existing and proposed subdivisions to develop an on-site wastewater management system that includes staffing a certified small wastewater operator and a systematic operations and maintenance scheme. Strategy 5.2: Investigate options for a centralized or several centrally- located sewage disposal facilities that provide treatment and disposal. Water Quality Goal 6: Continue with wastewater treatment plant upgrades throughout the County to address growth and require more stringent discharge standards. Strategy 6.1: Pursue funding from the New Mexico State Legislature State Appropriations, USDA Rural Infrastructure Revolving Loan Program, New Mexico Finance Authority, and the Colonias Infrastructure Project Fund to evaluate existing municipal wastewater treatment plans and on-site systems. Systems upgrades should focus on their ability to handle the anticipated growth and stringent discharge permits. Water Quality Goal 7: Support the reuse of treated effluent for landscape irrigation and land application. Strategy 7.1: Pursue funding from the New Mexico State Legislature State Appropriations and the New Mexico Finance Authority to evaluate existing discharge systems and the feasibility for the reuse of treated effluent. Chapter 7 - Page 79 EDDY COUNTY COMPREHENSIVE PLAN DRAFT Strategy 7.2: Encourage subdivisions that cannot feasibly connect to a municipal system to design their discharge system to allow for reuse of treated effluent. Water Quality Goal 8: Support the creation of mutual domestic organizational structures and/or sanitation districts. Strategy 8.1: Provide assistance to mutual domestic organizations and/or sanitation districts in securing state and federal funding and hiring consultants to ensure the sustainability of the organizations. Chapter 7 - Page 80 DRAFT Chapter 8 TRANSPORTATION CHAPTER 8 - PAGE 81 DRAFT DRAFT CHAPTER 8 TRANSPORTATION 8.1 INTRODUCTION Transportation planning is one of the most important services provided by Eddy County. The Transportation element is intended to help guide decision making and setting of priorities for maintaining and enhancing mobility on a county-wide basis. It is based primarily on the Eddy County Master Transportation Plan (Bohannan Huston, Inc, 2016). Key aspects and recommendations from the Master Transportation Plan have been incorporated into this element and supplemented with other information collected through the planning process for the Comprehensive Plan. 8.2 EXISTING CONDITIONS Roadway System The existing transportation system provides the link between the unincorporated areas of Eddy County to the communities of Carlsbad, Artesia, Loving, Hope, Whites City, Atoka, La Huerta, Loco Hills, and Malaga, as well as to the interstate highway system and beyond. There is a total of 2,118 miles of roadways within Eddy County Eddy County Road 122. comprised of federal highways, state highways, county roads, and local roads owned by municipalities. Approximately 1,505 miles are paved and 611 miles are unpaved. Of the 2,118 miles of roads, approximately 1,255 miles are owned by Eddy County of which approximately 800 are paved and 455 are unpaved. US 285 runs north and south through Eddy County and provides a connection between this part of the state north to Interstate 40 in central New Mexico and further north to Interstate 25 in Santa Fe and south to Texas. US 285 runs through both Artesia and Carlsbad. US 82 runs east and west through the northern portion of Eddy County and Artesia. US 62/180 runs from the east from Texas through Carlsbad and runs in a southwest direction back down to the Texas state line. US 285 is the main route used to deliver radioactive waste to the Waste Isolation Pilot Plant (WIPP). US 285 and US 82 are main thoroughfares for local Carlsbad and Artesia traffic. There is interest in developing future bypass routes for Carlsbad as the highway traffic is slowed significantly by the volume of local traffic and the traffic control signals, when it travels through the urban areas. Bypass routes that are currently in the planning stages include around Carlsbad to the El Paso highway. In addition, the County has indicated a desire to create a four-lane highway to Texas and is working with NMDOT to widen the Jal Highway. The Guadalupe Back Country Scenic Byway is a paved two-lane road located approximately 12 miles north of Carlsbad and 23 miles south of Artesia. It starts at the intersection of US 285 and State Highway 137 (Queen Highway) near Brantley Lake State Park and ends in the Lincoln National Forest Guadalupe Ranger District boundary 30 miles to the southwest. It can also be accessed at the southern end by traveling west on Dark Canyon Road from US 62/180. The County surfaces its roads with a chip seal, which limits dust and creates an all-weather surface. With the significant activity in oil field production and exploration within and around Chapter 8 - Page 83 DRAFT EDDY COUNTY COMPREHENSIVE PLAN Eddy County, local roads are heavily used by vehicles associated with the petroleum industry. These vehicles are a major cause of wear and tear on roadways. The County does a good job of management and maintenance of its road system; however, obtaining the sufficient funds for road maintenance continues to present a significant challenge. There are 17 bridges within Eddy County. Repair and maintenance work for all of the bridges is anticipated to cost a total of $2.8 million. The Dog Town Road Bridge will be replaced in 2016 and the Harroun Road and MacDonald Road bridges have recently been replaced. TABLE 8.1: EDDY COUNTY BRIDGES County Road Number Name Bridge Number 12 Armstrong Road 104 34 Lake Road 204 423 Gartersnake Road 44 645 Lea Road 3502 658 Standpipe Road 1332 701 Thomason Road 3900 704 Smedley Road 1600 706 Grandi Road 3126 707 Derrick Road 1532 716 Higby Hole Road 34 716 Higby Hole Road 64 728 London Road 268 741 Fishermans Lane 163 741 Fishermans Lane 213 745 Harroun Road 158 746 MacDonald Road 564 788 Dog Town Road 155 Flood Damage to Roadways In addition to heavy truck traffic from the oil and gas industry, extreme weather has had a major impact on road conditions and transportation infrastructure in Eddy County. A state of emergency was declared in Eddy County after severe storms and flooding struck New Mexico in September 2014. The flooding damaged roads and bridges throughout Eddy County. A disaster declaration by President Obama in early October 2015 qualified Eddy County to receive federal funds to help with repair cost for roads, low water crossings, and bridges. The County has been authorized for approximately $130 million covering approximately 186 miles and 12 low water crossings. In May 2016, Eddy County received $42.3 million in Federal Emergency Management Agency (FEMA) funds, which will go towards reimbursing the cost of repairs for 124 miles of damaged roads, mostly in the south Carlsbad area. This is approximately half of the total FEMA funds that Eddy County is slated to receive, with the other half to reimbursed after the repairs are completed. The plan is to compete the repairs by October 2019. 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RMS is an asset management tool used to manage roadway specific data in order to provide a baseline for improvements, prioritization, and maintenance plans. The intent of the RMS system is to: • Create a plan that can be used to forecast five years of road maintenance; • Create a user friendly data collection system for pavement analysis and rating of existing roads; • Extend the life existing roads; Chapter 8 - Page 85 EDDY COUNTY COMPREHENSIVE PLAN • • • DRAFT Maximize financial benefit of roadway investments; Remove subjectivity from the decision making process; and Create a systematic approach to prioritize funds for Eddy County’s road system. The benefits of a RMS include the ability to for better failure identification, improved infrastructure, and overall savings and improved infrastructure through efficiency. Improvements to Standpipe Road between Radio Boulevard and Lea Street are scheduled to begin in Fall 2017. Funding is being provided by Eddy County, City of Carlsbad, and a grant from the Southeast Regional Transportation Planning Organization (SERTPO). Improvements will be completed in two phases; Phase 1 will focus on adding a stoplight at the intersection of Lea Street and Standpipe Road and increasing the turn radius for larger vehicles and Phase 2 will focus on widening and repaving Standpipe Road from Lea Street to Radio Boulevard. The proposed improvements are designed to make the road safer. 8.4 LONG RANGE TRANSPORTATION PLANNING Eddy County Master Transportation Plan The Eddy County Master Transportation Plan evaluates transportation needs and strengthens existing programs to assist with local transportation decision-making processes in the coming decades. As a guiding document, the Plan identifies trends and issues affecting Eddy County and establishes goals and objectives to help create a transportation system that meets the needs of residents and supports economic development activities in unincorporated portions of Eddy County. The Master Transportation Plan should be viewed as complementary to the 2016 Eddy County Comprehensive Plan, which provides a long-term vision for the County and guides development decisions and the investment of public monies. The transportation network plays an important role in supporting County goals and strategies through the provision of services to Eddy County residents and creating opportunities for residents and visitors alike to access services, employment opportunities, and recreational sites. The Comprehensive Plan and the Master Transportation Plan have been coordinated in order to be as effective as possible. The Master Transportation Plan provides concrete tools and actionable items that can be pursued by County staff with a focus on implementation through the Infrastructure Capital Improvement Program (ICIP). The Master Transportation Plan clarifies for County stakeholders and the general public how investments in transportation infrastructure are to be made and the relationship of those transportation-related investments to countywide needs. The Plan contains the following components: • Existing Conditions: This includes a review of existing conditions that describes current transportation options and the state of the roadway network within Eddy County. This section also reviews population and employment levels to understand their impacts on transportation patterns and the impacts of different industries on infrastructure needs. The population in Eddy County is projected to increase by more than 11,000 residents (about 0.6% per year) between 2010 and 2040, with about 5,600 additional residents on unincorporated land. Chapter 8 - Page 86 DRAFT CHAPTER 8 TRANSPORTATION • Needs and Context: This includes a description of the transportation infrastructure needs and regional context of Eddy County, with particular emphasis on dealing with the needs of oil and gas industries on a regional level, as well as considerations for supporting new housing and economic development initiatives. To further examine transportation infrastructure needs, the document synthesizes existing planning efforts in Eddy County and southeast New Mexico. • Prioritization Process: This is a data-driven tool meant to aid the Eddy County Commission, County staff, and the public in the dedication of resources related to County-owned roads and other transportation infrastructure. The prioritization process uses a range of criteria to identify high-need locations and for evaluating projects proposed for inclusion in the ICIP. The process can be used to consider both maintenance projects and capital improvements. Evaluation criteria contained in the prioritization process include roadway conditions, safety considerations, current and proposed land use, public support, and consistency with other planning efforts, among other criteria. Ultimately, the prioritization process is intended to support and strengthen existing decision-making processes in Eddy County, and to ensure that Eddy County is able to best utilize finite financial resources to meet infrastructure needs. • Functional Classification: Many aspects of the plan focus around County decision-making processes and fiscal planning efforts. An important effort first step in transportation planning is an update to the functional classification of Eddy County roadways. The plan expands upon the process conducted by the NMDOT in 2015 that focused largely on state-owned facilities and major roads in the Carlsbad and Artesia municipalities. Eddy County is under-represented in terms of classified facilities and the plan proposes a network of other roads for inclusion in the state’s functional classification system. Such a classification system will increase the number of roads in Eddy County that are eligible to receive federal and state funding for infrastructure improvements and establish a clear hierarchy of roads across unincorporated Eddy County. A well-developed functional classification system will also provide benefits in terms of roadway design standards and can be utilized for maintenance schedules and other programs. • Recommendations: The Master Transportation Plan’s recommendations focus on efforts that further support existing Eddy County programs. In particular, implementation of the prioritization process will support the existing ICIP and infrastructure decision-making processes. Similarly, the proposed functional classification system can be used to organize roadway maintenance programs. While full implementation of the prioritization process is itself a recommendation, the process could be strengthened through expanded data collection programs, including an inventory of traffic counts and pavement conditions to be collected on a recurring basis, and the creation of a formal structure for integrating public comments into the ICIP process. Chapter 8 - Page 87 EDDY COUNTY COMPREHENSIVE PLAN 8.5 ROAD FUNCTIONAL CLASSIFICATION DRAFT Functional classification of roads informs roadway design, intended travel speeds, the capacity of the roadway, and the relationship to existing and future land use development. The New Mexico Department of Transportation (NMDOT) uses functional classification for the following purposes: project prioritization, asset management, safety (roadway type is considered when evaluating the significance of crash rates), highway design standards, bridge programs (design and number of lanes), traffic control (signal devices and timing patterns), and developing maintenance programs. The principal reference for identifying functional classification for Eddy County roads is the NMDOT Functional Classification Guidance Manual, published in October 2013. According to the Manual, a number of considerations must be taken into account when defining the functional classification of a roadway, including mileage (the uninterrupted length of the road), traffic volume, posted speed and/or observed travel speeds, roadway capacity, existing land use and future development, and the spacing between routes. A critical consideration is that functional classification is relative to other roadways in the surrounding area. That is, even though roads in rural Eddy County may have low volumes compared to urban thoroughfares, certain roads may carry a disproportionate level of traffic locally and have traffic volumes that are higher in relative terms. Therefore, these higher volume roads would have a higher functional classification relative to nearby roads. Detailed definitions and design guidelines can be found in the NMDOT Functional Classification Guidance Manual and are divided into urban and rural areas. A number of roads in Eddy County, including NMDOT-maintained facilities and some municipal and county roads, were classified as part of an NMDOT update in 2015. The default classification for all roads not assigned a higher class is considered “local,” indicating that federal funds cannot be applied for roadway improvements. The Eddy County Master Transportation Plan recommends updating the functional classification of roads in Eddy County. An up-to-date functional classification system will help Eddy County achieve many similar objectives. In particular, it will set expectations for the quality of roads required to meet the needs of Eddy County residents and to serve economic development purposes, identify the intended roadway uses, and inform Eddy County roadway maintenance schedules. Fully developing the functional classification system for all roads in the County will also enable more Eddy County facilities to qualify for federal funding. Chapter 8 - Page 88 DRAFT CHAPTER 8 TRANSPORTATION Eddy County EXISTING FUNCTIONAL CLASSIFICATION NETWORK Chapter 8 - Page 89 DRAFT EDDY COUNTY COMPREHENSIVE PLAN The Master Transportation Plan proposes to make the following changes (see maps on following pages): TABLE 8.1: ROADS PROPOSED FOR CHANGE IN FUNCTIONAL CLASS Road and Road Number Urban - Rural Functional Class 5th Street (RMA) Urban - Hope Major Collector Armstrong Road (County Road 12) Rural Major Collector Ash Rural Road (County Road 714) Urban - Loving Minor Collector Rural Minor Collector Carrasco Rural Road (County Road 711) Urban - Carlsbad - Loving area Minor Collector Carter Road (County Road 712) Urban - Carlsbad - Loving area Major Collector Urban - Artesia area Minor Collector Rural Minor Collector Rural - Malaga Minor Collector Box Canyon Road (County Road 400) Compress Road (County Road 115) Curry Comb Road (County Road 235) Duarte Road (County Road 720) East Ash Street (RMA) Urban - Loving Minor Collector Urban - South Artesia area Minor Collector Urban - access to SE Carlsbad Minor Collector Rural Minor Collector Urban - access to west Carlsbad Minor Collector Urban - access to Loving Minor Collector Urban - Artesia area Minor Collector Rural Minor Collector Lake Road (North County Road 34) Urban - access to south Artesia Minor Collector Marathon Road (County Road 401) Rural Minor Collector Urban - Artesia area Minor Collector Urban - access to S Carlsbad Major Collector Red Road (County Road 798) Rural Major Collector Rockin R Red Road (County Road 21) Rural Minor Collector Shugart Road (County Road 222) Rural Minor Collector Urban - access to east Carlsbad Major Collector Urban - Loving Minor Collector Rural Major Collector Four Dinkus Road (County Road 39) Grandi Road (County Road 706) Hagerman Cutoff Road (County Road 217) Hidalgo Road (County Road 672) Higby Hole Road (County Road 716) Jackson Road (County Road 118) Kincaid Road (County Road 38) Mill Road (County Road 114) Old Cavern Highway (County Road 748) US Refinery Road (County Road 605) West Ash Street (RMA) Whites City Road (County Road 724) A county or municipal jurisdiction must prepare a formal application to update the functional classification of a roadway. Requests are facilitated through the SERTPO and are almost always intended to “bump up” the roadway to a higher level functional classification. Proposed updates are subject to approval by the SERTPO policy board during quarterly meetings. Chapter 8 - Page 90 FigureFigure 9: Proposed Functional Classification Network in Eddy County 9: Proposed Functional Classification Network in Eddy County DRAFT CHAPTER 8 TRANSPORTATION Eddy County PROPOSED FUNCTIONAL CLASSIFICATION NETWORK MarchMarch 11, 2016 11, 201611 Chapter 8 - Page 91 11 Figure 10: Proposed Functional Classification Network in Eddy County – Artesia Area EDDY COUNTY COMPREHENSIVE PLAN DRAFT Eddy County PROPOSED FUNCTIONAL CLASSIFICATION NETWORK ARTESIA AREA March 11, 2016 Chapter 8 - Page 92 12 Figure 11: Proposed Functional Classification Network in Eddy County – Carlsbad Area DRAFT CHAPTER 8 TRANSPORTATION Eddy County PROPOSED FUNCTIONAL CLASSIFICATION NETWORK CARLSBAD AREA March 11, 2016 Chapter 8 - Page 93 13 EDDY COUNTY COMPREHENSIVE PLAN 8.6 OTHER TRANSPORTATION MODES DRAFT Rail Southwestern Railroad (headquartered in Carlsbad) maintains the Burlington Northern and Santa Fe (BNSF) railroad tracks that run through Eddy County and serve freight traffic only. There are two rail spurs that come from the mainline, one running 20 miles east from Carlsbad and a second running 24 miles east from Loving. Potash from mines near Carlsbad is the main commodity shipped from this division. The spur from Loving also serves the Waste Isolation Pilot Project. The BNSF raiload lines serve the Rangeland Integrated Oil (RIO) Hub located near Loving, a 300-acre truck-to-rail transload and pipeline terminal that brings in frac sand for the oil and gas industry and ships out crude oil. The 109-mile RIO pipeline is planned to connect the RIO Hub to the Rangeland company's State Line Terminal, the Midland, Texas market center, and takeaway pipelines to Cushing, the Golf Coast, and other market centers. The RIO Hub is one of four transload rail facilities in Eddy County, which includes the Iron Horse Permian Basin facility in Artesia, Cetane Energy facility in Carlsbad, and the Titan Lansing Transloading facility in Carlsbad. All four facilities serve the oil and gas industry. In 2015 and 2016, NMDOT and Southwestern Railroad resurfaced the railroad crossing and replaced new crossbuck (railroad crossing), stop, and yield signs at US 285 and State Road 31 and older signs in several locations in Eddy County in order to improve driver safety and be in compliance with the Manual of Uniform Traffic Control Devices (MUTCD) standards for reflectivity. The improvements are funded by monies set aside for grade crossing safety improvements through the FHWA Section 130 funds, which are administered by the NMDOT. Southwestern Railroad performs annual reviews of highway grade crossings that are in need of repair under Section 130. Air Transportation There are two airport facilities in Eddy County; the Cavern City Air Terminal in Carlsbad and the Artesia Municipal Airport. Both municipal airports were both built by the U.S. military during World War II. The Cavern City Air Terminal, owned by the City of Carlsbad, is a public use airport with four runways and accommodations for private planes, charter flights, and mail service. Flights to Albuquerque and Dallas are available. The Airport Master Plan dates to 2011, and in 2014, an Air Service Analysis Study was conducted. The Artesia Municipal Airport, owned by the City of Artesia, is a public use general aviation airport that provides Avagas and jetfuel, as well as short term small aircraft storage. In 2016, the Artesia Airport received $3.15 million through a Federal Aviation Administration grant, which will be used for runway rehabilitation. This grant is in addition to a $2 million grant awarded to the Artesia Municipal Airport in September 2015 through the US Department of Transportation. Maintenance of airports is critical to the long-term economic growth and job creation in New Mexico, as transportation options help to attract and support business activity and tourism. Chapter 8 - Page 94 DRAFT CHAPTER 8 TRANSPORTATION Transit There is no public transportation within the unincorporated areas of Eddy County. The only transit service within Eddy County is provided by the Carlsbad Municipal Transit System (CMTS), which is responsible for providing public transit services within the City of Carlsbad, Village of Loving, and the southern part of Eddy County. CMTS has a fleet of 21 maxi vans, 18 of which are ADA accessible. CMTS averages 5,000 rides per month and provides three types of services, including Demand Response (public dial-a-ride door to door service), Fixed Route Service, and ADA Complementary Paratransit Service. Demand Response and Complementary ADA Paratransit Service runs from 6:00 a.m. to 6:00 p.m., Monday through Friday; and Fixed Route service runs from 7:00 a.m. to 5:00 p.m., Monday through Friday. ! ( ( ! PARKVIEW DR S JAMES ST W LEA ST IRVIN ST ORTEGA ST 5 ( ! BOYD DR 17 16 VERDEL AVE TOKAY AVE MUSCATEL AVE 6 ( ! E WOOD AVE ( ! CURRY ST PLUM ST 7 15 MCKINLEY ST ( ! 14 HERZOG LN 12 AN 13 L ST 9 ( ! 10 11 ( ! AL CENTER AVE ST 8 CALVANI RD PA RK S ( ! ( ! ( ! ( ! OLD CAVERN HWY SOCORRO RD W ROSE ST SC NA T'L BOYD DR HOLLAND LN SAN JOSE BLVD ( ! KIRCH ER ST PRIMROSE ST TOWER RD TULIP ST RADIO BLVD ( ! DONA ANA ST T ES E FIESTA DR W FIESTA DR W QUAY ST N EE R EG PA R 12 ( ! JUAREZ ST 13 R N MAIN ST ( ! KD 3 2 3 4 W BRONSON ST MASTERS DR ! P Carlsbad Transit 2 10 11 9 LN HILL ST S FIFTH ST S NINTH ST S SIXTH ST STANDPIPE RD PEARL ST JEWEL ST 2 ( ! ( MERMOD ! ! ( ! (! ( ! (! (! (! ( W FOX ST ST OPAL ST 4 3 ( ! ION NELSON ST S TENTH ST 5 LM SE S FOURTEENTH ST 8 HARDING ST RADIO BLVD N MESA ST W CHURCH ST ( ! 6 N GUADALUPE ST JULIAN ST COLFAX ST BERT LN 15 ( ! W BLODGETT ST UNION ST MARTIN LN ( ! ( ! W HOWARD ST ( ! ! ( IOWA ST ( ! S MAIN ST RD ( ! PAV IL 4 S CANYON ST ANA 6 5 14 N HALAGUENO ST S OL ( ! N CANAL ST 13 N ELM ST N SIXTH ST N SEVENTH ST N NINTH ST N TWELFTH ST 12 ( ! PLUM LN DR 7 W TEXAS ST 10 E ORCHARD LN E RIVERSIDE LN AVENUE A ES T N THIRD ST BIRCH N EIGHTH ST PAISANO ST 7 ( W ! PIE RC N ASH ST ( ! VINEYARD LN W ORCHARD LN N OR TH S HOR E DR ( ! 8 N FIRST ST 9 PATE ST ( ! SANDIA ST 11 N FIFTH ST ( ! N CIR MISSION AVE E PEACH LN BRYA RUSSELL ST PE CO S H W Y SIERRA ST Carlsbad Municipal Transit System - Fixed Route Transit map. Chapter 8 - Page 95 EDDY COUNTY COMPREHENSIVE PLAN DRAFT 8.7 GOALS and IMPLEMENTATION STRATEGIES Transportation Goal 1: Maintain safe roadway conditions throughout Eddy County. Strategy 1.1: Complete roadway improvements to Standpipe Road and other roadway improvement projects as determined by the prioritization process contained in the Eddy County Master Transportation Plan and the Road Management System. Strategy 1.2: Create a 5-year road maintenance plan to extend the life of existing roadways. Strategy 1.3: Seek funding for NMDOT roadway improvement projects sponsored and funded programs, including Local Government Road Funds, Municipal Arterial Program, Cooperative Projects, Safety Projects, and participate in the Southeast Regional Transportation Planning Organization (SERTPO). Strategy 1.4: Work with NMDOT to develop a county-wide road maintenance program to include streetscapes. Strategy 1.5: Work with City of Carlsbad and City of Artesia in the development and maintenance of roads within the PPJ area. Strategy 1.6: Continue coordinating with NMDOT and Southwestern Railroad on improvements to railroad crossings, including resurfacing and replacement of signage. Transportation Goal 2: Provide bypass routes for through traffic around urban areas to relieve traffic congestion. Strategy 2.1: Obtain funding for the currently planned by-pass roads around Carlsbad. Strategy 2.2: Ensure that right-of-way acquisition is completed in anticipation of growth and development, and environmental reports and engineering and design are utilized, and access onto County arterials are restricted. Strategy 2.3: Complete a freight study to determine freight volumes, origins and destinations, and the location for a full service truck stop/facility. Transportation Goal 3: Encourage the expansion of transit services in the unincorporated areas of Eddy County within close proximity to Carlsbad and Loving. Strategy 3.1: Work with the Carlsbad Municipal Transit Service on identifying areas that have a concentration of jobs and workers within the unincorporated areas of Eddy County that could be reasonably served with transit. Chapter 8 - Page 96 DRAFT Chapter 9 PUBLIC FACILITIES AND SERVICES CHAPTER 9 - PAGE 97 DRAFT DRAFT CHAPTER 9 PUBLIC FACILITIES AND SERVICES 9.1 INTRODUCTION The Public Facilities and Services element provides an overview of the range of facilities and services available to Eddy County residents that serve many of their day-to-day needs. These are the services that can have a direct impact on the quality of life for residents, by addressing the social, safety, educational, and health needs of the community. The facilities and services cover parks, senior centers, and community centers; public safety (fire and sheriff ); educational facilities including primary, secondary, and higher educational facilities; and health and medical facilities. Most facilities are owned and managed by Eddy County, although many are managed by other agencies such as the City of Carlsbad, City of Artesia, municipal school district, or the State of New Mexico. 9.2 COMMUNITY FACILITIES and SERVICES The Eddy County Facilities Management Department is responsible for the operation and maintenance of 65 buildings and five park facilities. The Department focuses on three main programs, including the maintenance and operation of parks, building management and maintenance, and facilities construction. A wide range of facilities are maintained by the Facilities Eddy County Public Works building in Artesia. Management Department including the sheriff's offices, fire stations, administrative buildings such as Administrative Complex, Facility Management Shop, and the North and South Road Departments, Eddy County Courthouse, Historical Mexican Cemetery, etc. Projects in 2016 included a new shop building and scale house for the Sandpoint Landfill and renovations to the Loco Hills Fire Station. Funding for Facilities Management Department projects usually comes from the General Fund, legislative appropriations, or from County bonds. Community Centers There are a number of different community centers located in Eddy County. Carlsbad and Artesia provide most of the community facilities, including the Riverwalk Recreation Center (400 Riverwalk Drive, Carlsbad), and the Artesia Center (511 W. Texas, Artesia). However, Eddy County owns and maintains the Otis Community Center and Gym, located at 2513 Bannister Road in Otis, and the Eddy County Fairgrounds Community Center, located at 3402 13th Street in Artesia. Both community centers provide space Eddy County Fairgrounds Community Center. for classes, events, and gatherings. Chapter 9 - Page 99 EDDY COUNTY COMPREHENSIVE PLAN DRAFT Senior Centers and Services There are five senior centers in Eddy County, located in Artesia, Carlsbad, and Loving. The Southeast New Mexico Community Action Corporation’s Senior Citizens Program in Eddy County provides adult day care services in Artesia, and meal sites at the Artesia MealSite, San Jose Senior Center, and the Loving Senior Center. In Carlsbad the North Mesa and San Jose Senior Recreation Centers provide educational, recreational, cultural, and health services Monday through Friday. The Artesia Senior Center provides recreational activities, day trips, educational services, and transportation to medical appointments and the Artesia Senior Mealsite. The Artesia Senior Mealsite & Adult Day Care is operated by the Southeast New Mexico Community Action Corporation and provides lunches every day of the week. Lunches are available on site, as well as delivered to homebound seniors. In addition the meals, adult day care is provided. The program includes games, crafts, physical activities, and outings. In Loving, the Loving Senior Center provides meals, transportation, and recreational and health services. Library Services The libraries in Eddy County are all located in Carlsbad and Artesia. The City of Carlsbad Public Library has been serving the area for over 100 years, and includes a lending library, legal resources, electronic resources, and classes. The Library offers programs for adults and children, internet access, research database access, as well as meeting rooms. The City of Artesia Public Library includes a wide range of services Artesia Library. including a lending library, databases, eBooks and classes. Artesia also includes special collections on genealogy, the Southwest, and books in Spanish. In 2013, a new library building was built in Artesia, and a Peter Hurd mural was installed, “The Future Belongs to Those Who Prepare For It”. The mural was originally located in the Prudential Insurance Offices in downtown Houston; however, the building was demolished and the mural was relocated to Artesia. In addition to the two public libraries, the New Mexico State University branch in Carlsbad includes a library with research materials, databases, and computer access. Eddy County Fairgrounds The Eddy County Fairgrounds holds the annual Eddy County Fair and other events. The Fairgrounds contain a show ring, exhibit building, and concession building, in addition to the community building. The Artesia Horse Council Complex, located adjacent to the Fairgrounds, further supports the horsemanship and agricultural lifestyle needs of Eddy County residents with events throughout the year including rodeos, roping, and barrel races, and is open daily for riding and training. Shearing at the Eddy County Fair. Chapter 9 - Page 100 DRAFT CHAPTER 9 PUBLIC FACILITIES AND SERVICES Eddy County Cooperative Extension Office The Eddy County Cooperative Extension Office is located at 1304 W. Stevens, in Carlsbad. The County Extension office is maintained by Eddy County, however the Cooperative Extension Office is part of the New Mexico State University Cooperative Extension Service which provides practical, research-based knowledge and programs to every county throughout the State of New Mexico. The Eddy County Cooperative Extension Office specializes in agriculture, 4-H Youth Development, and home economics, with weekly podcasts on the radio and online, and active social media pages for home economics, 4-H, agriculture, and master gardeners. 9.3 PARKS and RECREATION There is a wide range of opportunities for outdoor recreation in Eddy County, including hiking, water sports, camping, horse riding, mountain biking, hunting, and off-highway vehicle (OHV) riding. Outdoor recreation facilities in Eddy County include: • • • • • • • • • • • Carlsbad Caverns National Park Living Desert Zoo and Gardens State Park Brantley Lake State Park Lincoln National Forest La Cueva Bike Trails Guadalupe Mountains National Park Hackberry OHV Area Black River Recreation Area Pecos River Corridor Recreation Area Eddy County Shooting Range City of Carlsbad Shooting Range Eddy County maintains five public park facilities, including: • Banister Park - 2513 Banister, Carlsbad • Cherry Lane Park - 500 W. Cherry Lane, Carlsbad • Memorial Park - 1400 Commerce Dr., Carlsbad • Happy Valley Park - 3940 Jones Street, Carlsbad • Malaga Park - 4 Black River Village Road, Malaga The City of Carlsbad maintains 42 parks and recreation facilities, covering 1,400 acres of parkland. These include public parks, recreation centers, Carlsbad Water Park, Lake Carlsbad Golf Course, and the City of Carlsbad Shooting Range and Action Sport Recreation Area. The City of Artesia maintains 10 park facilities. In 2016, improvements were made to the Happy Valley Park, and as a result, there has been an increase in visitors. The improvements include new playground equipment, tennis courts, and basketball courts. Funding for the improvements came from local fundraising efforts through March for Parks, a walking event, and from Eddy County. The Eddy County Shooting Range is located at 131 Firehouse Road in Artesia. While the property is owned and maintained by Eddy County, the Shooting Range is operated by the Eddy County Shooting Range Association, a non-profit organization. The Shooting Range offers archery and shotgun activities and classes, including hunter education, safe gun handling, marksmanship training, competitions, and youth outreach. Chapter 9 - Page 101 EDDY COUNTY COMPREHENSIVE PLAN 9.4 PUBLIC SAFETY DRAFT Law Enforcement The Eddy County Sheriff’s Department provides law enforcement services to Eddy County residents. Divisions within the department include Administration, Animal Control, Civil Department, Emergency Dispatch Authority, Patrol Division, Detective Division, and the Pecos Valley Drug Task Force. In 2016, Eddy County Sheriff’s Department had 62 deputies, plus a number of administrative support staff. In addition to the Eddy County Sheriff’s Department, there are nine other law enforcement agencies that provide public safety services in Eddy County: • Carlsbad Police Department • New Mexico Department of • Artesia Police Department Game and Fish • Loving Police Department • Bureau of Land Management • New Mexico Department of Public Safety • US Border Patrol • New Mexico Livestock Inspector • National Park Service The Regional Emergency Dispatch Authority (REDA) is the consolidated dispatch center that receives all 911 and non-emergency calls from citizens in Eddy County. REDA provides dispatch for law enforcement, fire, and emergency medical services. Eddy County Detention Center The Eddy County Detention Center includes Adult Male, Adult Female, and Juvenile facilities, as well as an administration building. The Detention Center and associated facilities are owned and managed by Eddy County. The Eddy County Detention Center includes an Artesia Sub Office and an Alternative Sentencing Unit. Fire Protection The Eddy County fire protection is provided by eleven volunteer fire departments and Eddy County Search and Rescue. The Eddy County Fire Service coordinates the fire departments and provides assistance with budgeting, financing, and administration. In addition to the Eddy County Fire Departments and Fire Services, each of the municipalities of Carlsbad, Artesia, Loving, and Hope maintain their own fire departments. The eleven volunteer fire departments include: • Atoka • Malaga • Cottonwood • Otis • Happy Valley • Queen • Joel • Riverside • La Huerta • Sun Country • Loco Hills The eleven fire departments operate out of 23 fire stations, which are all owned and maintained by Eddy County. The departments are located mainly in the southern County area with only three in the northern County area. While the majority of the Eddy County Fire Departments are volunteer, Eddy County Fire Service includes five paid positions, including the Fire Marshal, Deputy Fire Marshal, Administrative Staff, Training Captain, and Fleet Captain. The Fire Marshal and Deputy Fire Marshal are also both sworn firefighters. As a volunteer-based department, it is always in need of more volunteers; however, the greatest need is equipment and fire truck apparatus. Funding for new equipment and apparatus usually comes from a mix of sources, including Eddy County and the State Fire Funds. Chapter 9 - Page 102 DRAFT CHAPTER 9 PUBLIC FACILITIES AND SERVICES Many of the calls for service are for EMS (Emergency Medical Services). However, the fire departments are only able to respond if an EMT (Emergency Medical Technician) is present. The fire departments rely on Carlsbad Emergency Services to provide transportation, even though the departments have ambulances. The oil and gas industry relies on the Eddy County Fire Department to respond to fires and accidents. In 2015, the Permian Basin Regional Training Center was purchased by Eddy County Fire Services. Eddy County now operates the Training Center, which provides training for municipal fire agencies in the region. The facility includes a five-story training tower with a warehouse fire prop, a two-story structure with a simulated hotel room fire and commercial kitchen fire, a single story residence with multiple fires, a tank truck fire, a train, a tank battery fire simulator, as well as building collapse and agility course props for dogs to train in search and rescue. While there is always a need for additional volunteers further funding for training, equipment, and fire truck apparatus, additional coordination between the fire departments and Eddy County Code Enforcement will help with the clean-up from camper and mobile home fires. 9.5 PAYMENTS IN LIEU OF TAXES PROGRAM Since land owned by the federal government is not subject to taxation by state or local governments, the federal government began a program in 1976 of making payments in lieu of taxes to local governments affected by the reduction in their respective tax bases. The Payments in Lieu of Taxes Program (PILT) provides financial assistance for local services such as firefighting, police protection, and construction of roads and schools. The funds come from the U.S. Department of Interior and is determined by population, the amount of federal land, and shared payments. In 2016, $37.7 million was awarded to the State of New Mexico by the PILT program. Eddy County received $3.43 million received the largest portion of the grant funding, likely reflecting its high percentage of publicly-owned land. 9.6 COMMUNITY HEALTHCARE There are two public health offices in Eddy County, including the Eddy County Public Health Office in Carlsbad and the Eddy County Public Health Office in Artesia. Both the public health offices provide a variety of services, including testing for sexually transmitted diseases and tuberculosis; vaccines and treatments for hepatitis, tuberculosis, gynecological care, and family planning; and prevention services for STDs, HIV, AIDS, hepatitis, and tuberculosis. Both facilities prefer appointments, but will take walk-ins. Nutritional support for women, infants and children is provided through the Eddy County Health Center in Carlsbad and the Eddy County Public Health Office in Artesia with the WIC (Women, Infants, and Children) Special Supplemental Food Program. This is a federal program administered by the U.S. Department of Agriculture (USDA), Food and Nutrition Service, and the New Mexico Department of Health. In addition to this, the Eddy County Cooperative Extension Office participates in the ICAN (Ideas for Cooking and Nutrition) program. Eddy County is part of the SNAP-ED Eastern District for New Mexico. The ICAN program’s mission is to reduce nutritional health disparities in New Mexico through hands-on nutrition experiences for adults and youths. ICAN classes are free and available in English and Spanish. The classes provide assistance with nutrition, cooking skills, food Chapter 9 - Page 103 EDDY COUNTY COMPREHENSIVE PLAN DRAFT storage and handling, and budgeting. ICAN is a state-wide program that is administered through County Cooperative Extension Offices and the New Mexico State University (NMSU), New Mexico Department of Health, New Mexico Human Service Department, and USDA. In 2002, Eddy County adopted the Low Income Health Care Ordinance in order to provide an Indigent Health Care program. The program assists people who cannot pay for medical services related to emergency or life- threatening circumstances. However, due to a shortfall in funding in 2014, some of the services offered have been limited. Eddy County is served by two full-service hospitals, including the Carlsbad Medical Center and Artesia General Hospital. There are a number of different medical practitioners in Artesia and Carlsbad that provide medical services for families, as well as specialized areas such as physical therapy. Medical care for eligible veterans is provided in Artesia at the Artesia Community Based Outpatient Clinic. Primary care services are also available in Loving at the Loving Health Center. In general, residents would like an increase in the availability and range of medical services in the County. Specifically, they noted a lack of mental health services in the County and described how mentally ill people often end up in jail because there are no long-term facilities to treat them. Drug and alcohol abuse are growing problems, and there continues to be a need for a long-term detoxification, rehabilitation, and a transitional center. The Villa de Esperanza Carlsbad Mental Health Center (located in Carlsbad) provides substance abuse treatment through outpatient care and residential short-term treatment. 9.7 EDUCATION Pre-K through High School Education Eddy County is served by three public school districts - Carlsbad Municipal School District, Artesia Public School District, and Loving Municipal School District (see Table 9.1 for a list of the school facilities by district). Higher education is provided by Eastern New Mexico University and New Mexico State University. The Carlsbad Municipal School District is comprised of 12 public elementary schools, two middle schools, and two high schools. The schools serve approximately 6,500 students in total. Outside of the Carlsbad Municipal School District is the St. Edward School, a private Catholic School that serves students from kindergarten through 5th grade. The Artesia Public School District is comprised of one kindergarten, six elementary schools, and three middle and high schools. The schools serve approximately 3,500 students. The Loving Municipal School District has the Loving Elementary school, Loving Middle school, and Loving High school, and serves 550 students and is located at 602 South 6th Street in Loving. Chapter 9 - Page 104 DRAFT CHAPTER 9 PUBLIC FACILITIES AND SERVICES TABLE 9.1: MUNICIPAL SCHOOLS IN EDDY COUNTY Carlsbad Municipal School District Early Childhood Education Center 1801 W. Lea Street, Carlsbad Joe Stanley Smith Elementary 505 Alta Vista Street, Carlsbad Craft Elementary 406 W. Lea Street, Carlsbad Monterrey Elementary 1001 N. 9th Street, Carlsbad Dr. E.M. Smith Preschool 2415 Carver Street, Carlsbad Pate Elementary 120 Kircher Street, Carlsbad Eddy Alternative School 700 W Stevens Street, Carlsbad Puckett Elementary 2212 Primrose Street, Carlsbad Hillcrest Elementary 215 N. 6th Street, Carlsbad Riverside Elementary 1600 Johnson Street, Carlsbad Jefferson Montessori Academy (1st- 5th) 500 W. Church Street, Carlsbad Sunset Elementary 923 Walter Street, Carlsbad P.R. Leyva Intermediate School 800 W. Church Street, Carlsbad Carlsbad High School 300 W. Church Street, Carlsbad Alta Vista 6th Grade Academy 301 Alta Vista Street, Carlsbad Carlsbad Early College High School 1500 University Drive, Carlsbad Artesia Public School District Grand Heights Early Childhood School 2302 W. Grand Avenue, Artesia Central Elementary 405 S. 6th Street, Artesia Hermosa Elementary 601 Hermosa Drive, Artesia Peñasco Elementary 12 Dunken Street, Hope Roselawn Elementary 600 N. Roselawn Avenue, Artesia Yeso Elementary 1806 W. Centre Avenue, Artesia Yucca Elementary 901 N. 13th Street, Artesia Artesia Park Junior High 1508 W. Cannon Street, Artesia Artesia Intermediate School 1100 W. Bullock Avenue, Artesia Artesia High School 1002 W. Richardson Avenue, Artesia Loving Municipal School District Loving Elementary, Middle School, & High School 602 South 6th Street, Loving Chapter 9 - Page 105 EDDY COUNTY COMPREHENSIVE PLAN DRAFT Graduation Rates Four-year graduation rates within the three school districts in Eddy County are above average as compared to the graduation rate for New Mexico as a whole (65.0%). Carlsbad Municipal Schools, which is the largest school district of the three districts, had a graduation rate of 77.7%. Loving Municipal Schools had a 4-year graduation rate of 96.2%, while the graduation rate for Artesia Public Schools was 68.1%. FIGURE 4-YEAR GRADUATION 4-Year2.7:Graduation RatesRATES, 2014 Loving Municipal Schools 96.2% Carlsbad Municipal Schools 77.7% Artesia Public Schools 68.1% New Mexico 65.0% Source: New Public Education Department. Source: NewMexico Mexico Public Education Department. Higher Education Facilities New Mexico State University (NMSU) has two facilities in Eddy County, the Artesia Science Center and the Carlsbad branch of NMSU. The Artesia Science Center, an agricultural science center that was founded in 1955. The center focuses on the research needs and agricultural interests of the Pecos Valley. The Carlsbad branch of NMSU is a two-year community college, as well as provider of Adult Basic Education services (ABE). NMSU Carlsbad offers Associates of Arts degrees and Associates of Applied Sciences degrees. In addition, NMSU Carlsbad hosts the regional Small Business Development Center and the Manufacturing Sector Development Program. The Artesia Vocational Training Center offers training and a certificate program for operating commercial trucks, as well as other driving-related courses and is partnered with Eastern New Mexico University Roswell. Chapter 9 - Page 106 DRAFT CHAPTER 9 PUBLIC FACILITIES AND SERVICES 9.8 GOALS and IMPLEMENTATION STRATEGIES Public Facilities and Services Goal 1: Ensure the adequate delivery of public safety services to serve the needs of the residents and businesses within Eddy County. Strategy 1.1: Support on-going training and certification for officers in the Eddy County Sheriff’s Department. Strategy 1.2: Maintain adequate staffing levels and equipment in the Eddy County Sheriff’s Department and the Eddy County Fire Service. Public Facilities and Services Goal 2: Enhance and maintain community facilities and programming to serve the residents of Eddy County. Strategy 2.1: Design and seek funding for improvements to County supported and/ or owned community and senior centers, libraries, administrative buildings, road maintenance buildings, County Courthouse, and other properties. Strategy 2.2: Identify appropriate sites to locate and construct new public facilities (e.g., senior centers, community centers, etc.) in underserved and growing areas of Eddy County. Public Facilities and Services Goal 3: Maintain and enhance the local system of recreational trails in the County. Strategy 3.1: Develop a Trails Master Plan for the County that facilitates the development of a regional trail system along the Pecos River and provides links between existing facilities in Artesia and Carlsbad, as well as Brantley Lake State Park. Strategy 3.2: Work with the City of Carlsbad and City of Artesia on linking their trail facilities with the new regional trail and extend existing bike trails along the Carlsbad Irrigation District to the regional trail network and the Carlsbad Sports Complex. Strategy 3.3: Seek funding for trail development and improvements from the Recreational Trails Program, a federal program administered locally by the New Mexico State Parks Division. Public Facilities and Services Goal 4: Enhance existing and create new recreational facilities in the County. Strategy 4.1: Create a County Parks and Recreation Master Plan that identifies and prioritizes new parks and recreation facilities (i.e., parks and playgrounds, community centers, and senior centers), upgrades to existing facilities, and recreational programming for all ages. Strategy 4.2: Support the City of Carlsbad in developing new programs for teens at the Riverwalk Recreation Center. Strategy 4.3: Create new community built playgrounds modeled after Carlsbad’s Playground on the Pecos in locations around the County. Chapter 9 - Page 107 EDDY COUNTY COMPREHENSIVE PLAN DRAFT Public Facilities and Services Goal 5: Reduce the occurrence of substance abuse by Eddy County residents. Strategy 5.1: Continue efforts to create a long-term drug treatment facility/ rehabilitation program by working with the State Legislature to obtain funding to support this project. Strategy 5.2: Collaborate with the New Mexico Department of Health, City of Carlsbad, City of Artesia, and the municipal school districts on the development of a public education campaign on substance abuse, including non-medical use of prescription pain relievers and excessive alcohol consumption. Public Facilities and Services Goal 6: Support community health for all Eddy County residents. Strategy 6.1: Disseminate information to the public on the health services offered by the Eddy County Public Health offices in Carlsbad and Artesia, Carlsbad Medical Center, and Artesia General Hospital. Strategy 6.2: Work with the City of Carlsbad, City of Artesia, New Mexico Department of Health, and the State Legislature on expanding mental health services for Eddy County residents. Chapter 9 - Page 108 DRAFT Chapter 10 HAZARD MITIGATION CHAPTER 10 - PAGE 109 DRAFT DRAFT CHAPTER 10 HAZARD MITIGATION 10.1 INTRODUCTION Hazard mitigation is an increasingly important area of planning as the costs of man-made and natural disasters are recognized. The 2000 Hazard Mitigation Act encourages predisaster planning and requires local mitigation plans as a prerequisite to receiving federal Hazard Mitigation grants. Federal Emergency Management Agency (FEMA) grants often support local and state mitigation planning efforts. Eddy County Office of Emergency Management is currently waiting for a response on a FEMA grant to fund an update to the County’s 2005 Hazard Mitigation Plan. The Hazard Mitigation element provides a summary of the current Hazard Mitigation Plan for Eddy County (2005) and information on recent hazardous events. It is important to consider Hazard Mitigation when looking at the County as a whole, as natural and man-made disasters can have far reaching impacts on the physical, social, and economic conditions of the community. 10.2 EDDY COUNTY OFFICE of EMERGENCY MANAGEMENT The Eddy County Office of Emergency Management (OEM) was created by a Joint Powers Agreement between Eddy County, the municipalities of Carlsbad, Artesia, Loving, and Hope, and the Department of Energy to cooperatively address emergency planning and disaster mitigation in the area. The OEM’s mission is to provide a comprehensive and coordinated program that will enhance public safety and reduce the loss of lives and property. Emergency management focuses on preparing for disaster before it happens, disaster response (e.g. emergency evacuation, quarantine, mass decontamination, etc.), as well as supporting and rebuilding society after natural or human-made disasters have occurred. Emergency Management is the continuous process by which all individuals, groups and communities manage hazards in an effort to avoid or ameliorate the impact of disasters resulting from the hazards. Effective emergency management relies on through integration of emergency plans at all levels of government and non-government involvement. The OEM developed and maintains the County All-Hazards Emergency Operations Plan, which provides the framework for local response to a large-scale emergency or disaster. The Plan essentially describes the existing resources available in case of a disaster or emergency, and the responsibilities of various agencies to respond to and recover from the situation. In addition, the OEM maintains an extensive website that provides resources for the community on Emergency Notification System, Human-made disaster in Eddy County. Chapter 10 - Page 111 EDDY COUNTY COMPREHENSIVE PLAN DRAFT Disaster Preparedness, Online Resources, Search and Rescue, and Eddy County Skywarn. The web site also includes “What’s the Plan Eddy County?” a comprehensive site that helps the public be prepared for a range of different natural and man-made threats, focusing on survival for a family for three days with no gas, electricity, or phone service. The site focuses on how to be prepared, for example food, water, and medical needs, as well as how to respond to different threats such as flooding, fire, and extreme cold. Eddy County also has a Local Emergency Planning Committee (LEPC), which was created in 1994. LEPCs were mandated by the Emergency Planning and Community Right-to-Know Act of 1986 as a way to plan for and respond to chemical emergencies. The members of the Eddy County LEPC include representatives of the oil and gas industry, public safety officials, health officials, and emergency planners. The Regional Emergency Dispatch Authority (REDA) receives 9-1-1 and non-emergency calls and dispatches for law enforcement, fire, and emergency medical services. The Public Safety Telecommunicators are certified by the New Mexico Department of Public Safety and licensed by the New Mexico Emergency Medical Services Bureau to perform prearrival instructions during medical emergencies. REDA serves the following agencies: • • • • • Eddy County Sheriff Eddy County Fire Services Artesia Police and Fire Departments Loving Police and Fire Departments Hope Police and Fire Departments 10.3 EDDY COUNTY HAZARD MITIGATION PLAN The Eddy County Hazard Mitigation Plan (URS, 2005) reviewed the different natural and man-made hazards that endanger the health, safety, and welfare of Eddy County residents. The Plan identified the different risks and hazards in Eddy County, proposed mitigation actions, and proposed a mitigation plan with an accompanying implementation strategy. The primary threats faced by Eddy County are natural - flooding, wildfires, droughts, and severe weather - with man-made threats related to the extractive industries in the County and the Waste Isolation Pilot Plant. At the time of writing this Comprehensive Plan, the Eddy County Office of Emergency Management was waiting for a grant from FEMA to start an update to the 2005 Hazard Mitigation Plan. While many of the threats and mitigation strategies will likely remain, Eddy County has some increased and new threats to address. The increased oil and gas activity in the County presents an increase in risks related to truck traffic, battery fires, oil and gas rail transportation, and the disposal of H2S gas. In 2008, the collapse of the two former brinewells into sinkholes also highlighted the risk of collapse for the former I&W brine well in Carlsbad. Natural Threats The primary natural threats facing Eddy County are those created by floods, wildfires, and drought, although severe weather can also pose a hazard risk. The Hazard Mitigation Plan also describes the potential threat from earthquakes, landslides, dam failure, and volcanoes; however, these threats are not discussed in this Plan as the potential of these occurrences is very low. Chapter 10 - Page 112 DRAFT CHAPTER 10 HAZARD MITIGATION Floods: Flooding, particularly the occurrence of flash floods, are deemed to be the highest disaster threat to Eddy County. Floods can happen year-round in Eddy County for different reasons, but the area is most vulnerable to flash floods during the monsoon season of July and August. Over the last century, federal and state declarations for flash flooding have been declared in Eddy County. Conditions in Eddy County that can exacerbate flash flooding include steep slopes, physical Flash flooding in Eddy County. obstructions that block arroyos and floodways causing them to overflow, and the nature of soils in the County, which tend to be fine-grained with a low filtration rate and high runoff potential. Sparse vegetation compounds the problem. Eddy County, and the cities of Artesia and Carlsbad participate in the National Flood Insurance Program (NFIP) which prohibits building in a defined floodplain unless specific mitigation measures have been taken. This creates additional building costs, and encourages the majority of new development to take place outside of designated floodplain areas. Eddy County currently retains two floodplain managers in accordance with regulations. Wildfires: Wildfires are considered the second greatest threat to Eddy County. Most wildfires are caused by human carelessness, although lighting strikes and spontaneous combustion can also start fires. Wildfires are most prevalent during long, dry, hot spells. Much of the County is made up of sparse grass and shrublands, and these areas do not have enough vegetation to provide fuel for a major wildfire, although smaller fires can occur there. Under drought conditions, forestlands pose a much greater wildfire risk due to dense timber stands. The impacts of wildfires can include severe erosion and flooding due to a loss of ground cover, as well as damage to man-made structures and human life, if proper evacuation measures are not taken. Areas in Eddy County that present the greatest risk for loss of life or man-made structures due to wildfires include the community of Queen, which is in the Guadalupe Mountains, and housing areas around the Carlsbad Caverns National Park. In addition, areas bordering railroad lines have a higher disaster potential from wildfires due to the high amount of train traffic combined with the frequent transportation on these of hazardous materials. Drought: Drought is considered to be the third greatest threat to Eddy County, as determined by the Hazard Mitigation Plan. Currently, Eddy County is considered to be in a hydrologic (long-term) and meteorological drought. Drought can have a serious negative impact on the local economy, particularly agriculture, create stress on local water supply systems, and increase the danger of other threats such as wildfires. Chapter 10 - Page 113 EDDY COUNTY COMPREHENSIVE PLAN DRAFT Severe Weather: There are several types of severe weather that can occur in Eddy County and potentially cause extensive damage. These include severe winter storms, high winds and tornadoes, thunderstorms with dangerous lightning, fog, dust storms, hail, and temperature extremes. Winter storms can produce large amounts of snow and freezing temperatures. Winter storms are considered hazards in extreme conditions when building structures are damaged, livestock suffer from severe temperatures and lack of feed, residents in remote communities find their food and fuel supplies exhausted, and when there are major disruptions to emergency services, traffic, communications systems, and electric power. High winds and tornadoes are frequent in Eddy County. High wind occurs most frequently between March and September, and winds exceeding 50 mph are common, though they have been recorded as high as 81 mph. Thunderstorms occur in Eddy County and lighting strikes injured or killed more than 100 people just between 1989 and 1998. In addition, Eddy County has an unusually high rate of hailstorms with hail greater than one inch in diameter. Hail resulting from storms can also have a detrimental impact on the area, causing considerable property and crop damage. Eddy County can also experience fog, dust storms, extreme temperatures and other natural phenomena, but these do not occur frequently enough of a high enough caliber to be considered major threats. Man-made Threats In addition to natural risks, Eddy County has a number of facilities, including oil and gas refineries and the Waste Isolation Pilot Plant (WIPP), which put it at risk for several manmade threats. These include hazardous materials releases, nuclear facility accidents, and terrorism. Hazardous Materials Releases: Hazardous materials include toxic chemicals, pollutants, and other harmful wastes. There are four facilities deemed high-priority HAZMAT sites in the County, the Elkhorn Field Services, Duke Energy Refinery, Navajo Refining Company, and the Lakewood Marathon Oil Company. Although there are many more similar facilities in the County, these four are considered to pose the greatest threat due to the amount of hazardous materials they work with and because they are located in close proximity to population centers. In addition, there are a significant amount of pipelines in the County that transport oil and natural gas that could pose a threat to nearby developments. Nuclear Facility Accidents: The location of WIPP in Eddy County also poses potential risks to the population. Radioactive waste is carried over Eddy County highways to be stored at WIPP. However, the plant has taken extensive measures to prevent accidents. Trucks that transport the transuranic waste headed for WIPP use highly trained operators, specialty containers and are monitored by a satellite tracking system. The site itself was established after more than 20 years of research that determined it to be the safest possible location for such an operation. As such, WIPP was constructed 2,150 feet underground in 2,000-foot thick salt formations known to be stable for over 200 million years as well as being located in a sparsely populated part of Eddy County. The WIPP program also has extensive oversight by multiple agencies including the Environmental Protection Agency (EPA), the Environmental Evaluation Group (an independent technical oversight group), and various other organizations. According to Chapter 10 - Page 114 DRAFT CHAPTER 10 HAZARD MITIGATION the Hazard Mitigation Plan, the risk of an accident at WIPP, or in the transportation of hazardous nuclear materials, is extremely low. 10.4 ISO INSPECTION REPORT, NOVEMBER 2015 The Insurance Services Office (ISO) classification system reflects a community’s local fire protection for property insurance rating purposes. The public fire protection of a city, town or area is graded using ISO’s Fire Suppression Rating Schedule to develop the community’s classification. ISO classifies communities from 1 (the best) to 10 (the worst) based on how well they score on the ISO Fire Suppression Rating Schedule, which grades such features as water distribution, fire department equipment and manpower and fire alarm facilities. ISO field representatives use the schedule when surveying a community’s fire protection capability. The score that is determined from applying the Fire Suppression Rating Schedule is translated into a public protection classification. In November 2015, the Eddy County Fire Service presented an ISO Inspection Report to the Eddy County Board of Commissioners. The report showed that every district in the County has seen significant improvement since the last inspection. A number of steps taken by the County have led to the improved ratings. Eddy County does not have any individual districts rated 10, which is significant for a community as rural and sparsely populated as Eddy County. 10.5 EVENTS SINCE 2005 Since the 2005 Hazard Mitigation Plan, Eddy County has experienced a number of different natural and man-made disasters. These natural and man-made events will inform the next Hazard Mitigation plan, in terms of the risks, potential mitigation strategies, and future responses. The natural disasters that have occurred in Eddy County since 2005 include droughts, flooding, and extreme weather. In 2013, persistent drought meant that farmers and ranchers in 19 counties, including Eddy County, were eligible for emergency loans under the federal disaster designation of persistent drought. Flooding from storms in September 2014 led to a disaster declaration, and the provision of $63 million in FEMA reimbursement funds to go towards reimbursing the cost of repairs on 124 miles of roads in Eddy County, as well as funding for hazard mitigation such as strengthening bridges to ensure future floods have less impact. In December 2015, Eddy County was among the many communities that experienced a very heavy snow storm (Storm Goliath), which caused significant property damage and agricultural losses in Eddy County, and led to the declaration of a disaster by Eddy County. Depending on the financial impact of the losses sustained, Eddy County may seek FEMA funding. A county must declare a disaster before a municipality is able. The City of Carlsbad installed a new early warning siren system in 2016. The system has sirens in six different locations and runs in conjunction with warnings delivered through telephones, televisions, radios, and the Internet. The system warns residents to take shelter during severe storms and tornadoes. In 2008, two brine wells collapsed into sink holes, which led to the closure of the I&W brine well in Carlsbad. Although the Carlsbad brine well has not collapsed, the collapse of the former well is considered likely. The New Mexico Energy, Minerals, and Natural Resources Department (EMNRD) Oil Conservation Division has worked with emergency response organizations, local governments, NMDOT, NMED, engineers, and the public to develop an early warning system and an emergency response should the well collapse before work to mitigate the cavern is completed. A monitoring system is installed that notifies residents via an emergency Chapter 10 - Page 115 EDDY COUNTY COMPREHENSIVE PLAN DRAFT response system if the ground shifts significantly. The mine is anticipated to collapse within eight to twenty-three years; however since 2014, three seismic events have occurred that suggest the mine is likely to collapse sooner. The NMEMNRD is concerned that the flooding from the September 2014 storms may have sped up the timeline for a potential well collapse. Remediation costs for the well are estimated at $25 million or more, and as the I&W Company has since filed for bankruptcy, the state is looking for funding to address remediation efforts. In February 2014, at the Waste Isolation Pilot Plant (WIPP), a salt truck caught fire and separately a chemical reaction caused a waste container from Los Alamos National Laboratory to burst and release radiation. This radiation leak forced the closure of the site. In response to the radiation release, Eddy County will receive $510,000 for training and equipment for emergency personnel and for radiological preparedness training for hospital staff. The federal funding comes from agreements between the State of New Mexico and the U.S. Department of Energy to settle permit violations at WIPP. In 2016, WIPP began the formal process to restart facility operations at the site, with an anticipated opening date of December 2016. In response to the radiation release, WIPP issued revised Waste Acceptance Criteria to nuclear generators around the country. In 2016 and in response to the salt truck fire, WIPP proposed changes to their permit, that address changes to the facility’s Resource Conservation and Recovery Act (RCRA) Contingency Plan and associated emergency response personnel training, and active room ventilation flow rates for rooms where waste is being placed. 10.6 GOALS and IMPLEMENTATION STRATEGIES Hazard Mitigation Goal 1: Make Eddy County less vulnerable to hazards and improve mechanisms to better predict and warn residents of impending disasters. Strategy 1.1: Obtain Doppler radar coverage for all of Eddy County to be able to detect weather-related hazards earlier. Strategy 1.2: Enhance additional early warning systems. Strategy 1.3: Develop heating and cooling station generators for power loss during storm events. Hazard Mitigation Goal 2: Reduce the threat to man-made structures from flooding in the County. Strategy 2.1: Update floodplain and floodway maps in the County and conduct new hydrologic studies where necessary. Strategy 2.2: Continue participation in the National Flood Insurance Program. Hazard Mitigation Goal 3: Reduce the disaster potential of wildfire in the most susceptible areas. Strategy 3.1: Create defensible space around housing, administrative, and other structures at Carlsbad Caverns National Park and in other areas at risk for wildfires. Strategy 3.2: Increase water storage capacity for fire suppression in rural fire areas. Chapter 10 - Page 116 DRAFT CHAPTER 10 HAZARD MITIGATION Hazard Mitigation Goal 4: Reduce the vulnerability of structures to severe winds. Strategy 4.1: Identify structures vulnerable to wind damage, particularly manufactured homes and historic structures, and seek ways to protect them. Hazard Mitigation Goal 5: Improve the capacity of Eddy County critical facilities (police stations, hospitals, etc.) as well as vulnerable facilities (oil refineries, WIPP, etc) to better respond to man-made disasters. Strategy 5.1: Share information between facilities about how to prepare for and address potential disasters. Strategy 5.2: Seek improvements to critical facilities to make them less susceptible to disasters. Strategy 5.3: Continue coordination with the City of Carlsbad, NMDOT, and other state agencies to remediate the I&W brine well in Carlsbad. Chapter 10 - Page 117 DRAFT This page intentionally left blank. DRAFT Chapter 11 IMPLEMENTATION CHAPTER 11 - PAGE 119 DRAFT DRAFT CHAPTER 11 IMPLEMENTATION 11.1 OVERVIEW Implementation is a critical component in comprehensive planning. Once the goals and strategies have been identified through the public engagement process, prioritizing and implementing the Comprehensive Plan should take center stage. To ensure the success of the Comprehensive Plan, it is recommended that the County Commission create a rigorous system of checks and balances that includes: • Appointing a subcommittee of the County Commission, along with County staff, to oversee progress towards implementation of the Comprehensive Plan and tasks that include:  Tracking the completion of the implementation strategies by Plan element and preparing progress reports to the County Commission;  Preparing recommendations for amendments to the Plan as needed;  Monitoring of changed conditions in the community that may have an impact on the Plan;  Staying abreast of funding sources and programs that could be utilized for implementation of capital improvements;  Monitoring state legislation and plans in order to ensure consistency with state policy and programs; and  Representing the Eddy County in regional water, infrastructure, transportation planning, and economic development efforts. • Developing and maintaining partnerships with other public and private sector entities to accomplish the implementation strategies. • Linking the County’s ICIP to the implementation strategies and priorities identified in the Comprehensive plan. • Basing future grant applications on implementation strategies and priorities identified in the Comprehensive Plan. 11.2 IMPLEMENTATION TABLES The following implementation tables contain the implementation strategies from each of the Plan elements. Projected time frames for completion, potential funding sources, and responsible entities are identified. The time frames for implementing the strategies include short-term (1-3 years), medium-term (4-8 years), long-term (9 years and greater), and on-going. It is recognized that the time frames are dependent on fiscal constraints and available funding, and are not intended to be rigid, but rather, provide direction in regard to the County’s priorities. Some of the primary sources or agencies for funding the implementation strategies are listed below. In addition, Appendix B contains a comprehensive list of agencies and resources that can be pursued for funding capital improvements. It is assumed that many of the capital projects Chapter 11 - Page 121 DRAFT EDDY COUNTY COMPREHENSIVE PLAN identified in the Comprehensive Plan will require funding from multiple sources, depending on the overall size of the project, and may also require phasing due to fiscal constraints. • • • • • • • • • • • • Community Development Block Grants (CDBG) New Mexico Department of Finance and Administration (NMDFA) New Mexico Department of Homeland Security and Emergency Management (NMDHSEM) New Mexico Environmental Department (NMED) New Mexico Energy, Minerals, and Natural Resources Department (EMNRD) New Mexico Mortgage Finance Authority (MFA) New Mexico Finance Authority (NMFA) New Mexico Office of Emergency Management (NMOEM) New Mexico Department of Transportation (NMDOT) Federal Emergency Management Agency (FEMA) Southeastern New Mexico Economic Development District Council of Governments (SNMEDD) United States Department of Agriculture Rural Development (USDA-RD) CHAPTER 3: LAND USE IMPLEMENTATION STRATEGIES* Ongoing Responsible Agency / Organization(s) Potential Funding Sources Strategy 1.1: Work with County residents on creating new land use regulations that include, but are not limited to, identifying development standards for new rural residential development; protection of agricultural land from encroachment by urban level development; and providing adequate buffering between residential and heavy industrial development to mitigate negative impacts.  Planning & Development Advisory Committee, Planning & Development General Fund, CDBG Strategy 1.2: Identify areas for future growth in the unincorporated County based on proximity and access to infrastructure and other criteria.  Planning & Development General Fund Planning & Development General Fund County Commission, Planning & Development Advisory Committee, Planning & Development General Fund Short Term Implementation Strategy Strategy 1.3: Designate commercial nodes at key intersections to serve County residents and minimize strip commercial development along the highways. Medium Long Term Term  Strategy 1.4: Adopt a “Right to Farm” ordinance that includes, but is not limited to, public education on the importance of agriculture to the local economy; protection from lawsuits by neighbors who move into agricultural areas after the farm or ranch has been established; and notice placed on subdivision disclosure statements for properties within agricultural areas.  Strategy 1.5: Complete an inventory of existing land use in the unincorporated areas of Eddy County.  Planning & Development General Fund Strategy 2.1: Establish an ad hoc planning and platting jurisdiction (PPJ) advisory committee to provide recommendations about land use, growth, and development in the planning and platting jurisdictions.  County Commission, Artesia & Carlsbad General Fund County Commission, Artesia & Carlsbad General Fund County Commission, Planning & Development Advisory Committee, Planning & Development General Fund County Commission, Planning & Development Advisory Committee, Planning & Development General Fund Strategy 2.2: Pursue partnerships through Joint Powers Agreements for the PPJs between Eddy County and the City of Carlsbad and City of Artesia.  Strategy 3.1: Revise the subdivision exemptions process to include County review to ensure new land divisions provide adequate access and infrastructure. Strategy 3.2: Consider restricting the definition of a subdivision to limit the number of land splits that fall under the subdivision exemptions. APPENDIX A - Page 122   DRAFT Implementation Strategy CHAPTER 11 IMPLEMENTATION Short Term Ongoing Responsible Agency / Organization(s) Potential Funding Sources  County Commission, Planning & Development Advisory Committee, Planning & Development General Fund  County Commission, Public Works, Planning & Development General Fund County Commission, Planning & Development, Code Enforcement General Fund County Commission, Planning & Development Advisory Committee, Planning & Development General Fund  Planning & Development; MainStreet General Fund, NMFA  County Commission, Planning & Development Advisory Committee, Planning & Development General Fund  County Commission, Planning & Development Advisory Committee, Planning & Development General Fund  County Commission, Planning & Development Advisory Committee, Code Enforcement General Fund Medium Long Term Term Strategy 4.1: Establish a safety buffer zone around underground gas lines in which no construction may take place, and incorporate it within the County’s Subdivision Ordinance. This should also include working with the New Mexico Construction Industries Division on providing additional regulatory measures that address development in close proximity to underground gas lines. Strategy 4.2: Limit new development and construction within floodplains, including along Hackberry Draw, through amendments to the County’s Subdivision Ordinance. Strategy 4.3: Provide consistent enforcement of County land development ordinances, which may require hiring additional code enforcement staff.  Strategy 5.1: Revise the Subdivision Ordinance to require new residential developments that are 50 lots or larger to include common green spaces and/or recreational areas for the benefit of the residents. Strategy 6.1: Create a brand for Eddy County and incorporate the brand into community gateways at key locations along US Highways 285, 180, 82, and 62 that welcome visitors to the County and its municipalities. Strategy 6.2: Consider adopting a sign ordinance to regulate billboards and other signage along the major roadways within Eddy County Strategy 6.3: Adopt regulations that address the placement, condition, and maintenance of mobile and manufactured homes. Strategy 6.4: Develop and adopt an ordinance that addresses the occurrence, location, and standards for new temporary or permanent campgrounds (“man camps”) and RV/ mobile home parks that do not fall under the County Subdivision Ordinance to ensure compliance with state regulations regarding potable water and liquid waste disposal.  Strategy 6.5: Improve the existing County-wide clean-up program and continue to coordinate with federal, state and local agencies.  County Commission, Code Enforcement General Fund; NMED Strategy 6.6: Provide adequate staffing levels to enforce existing County ordinances related to dilapidated structures, abandoned/inoperable vehicles, junk, and weeds.  County Commission, Code Enforcement General Fund Strategy 6.7: Work with the City of Carlsbad and City of Artesia to develop a joint building inspection and permitting department, consistent with state statutes.  County Commission, Artesia & Carlsbad General Fund *See pages 33-34 for more detail on Land Use goals and implementation strategies. Chapter 11 - Page 123 DRAFT EDDY COUNTY COMPREHENSIVE PLAN CHAPTER 4: HOUSING IMPLEMENTATION STRATEGIES* Short Term Implementation Strategy Medium Long Term Term Strategy 1.1: Facilitate the development and rehabilitation of affordable housing through financial incentives that include, but are not limited to, land donations; grants, long term leases, or discounts on County owned land; payment for on- and/or off-site infrastructure improvements; tax increment financing (TIF) or Public Improvement District (PID); Local Economic Development Act (LEDA) funds; loans with favorable terms; as identified in the 2015 Eddy County Affordable Housing Plan. Ongoing  Responsible Agency / Organization(s) Potential Funding Sources County Commission General Fund, LEDA, PID, TID General Fund Strategy 1.2: Create incentives for developers that include a certain percentage of affordable units in residential developments. Incentives that should be considered include density bonuses, height variances, expedited or fast-track permitting, reduction or fee waivers.  County Commission, Planning & Development Advisory Committee, Planning & Development Strategy 2.1: Expand the existing homeless shelter.  County Commission General Fund, MFA Strategy 2.2: Inventory vacant buildings/land for potential sites and create an additional homeless/transitional housing shelter.  Planning & Development, Facilities Management General Fund, MFA Responsible Agency / Partnerships Potential Funding Sources *See page 42 for more detail on Housing goals and implementation strategies. CHAPTER 5: ECONOMIC DEVELOPMENT IMPLEMENTATION STRATEGIES * Implementation Strategy Short Term Strategy 1.1: Support the development of an additional vocational training center that provides training for jobs with existing and future employers.  County Commission, SNMEDD NMED, CDBG, NMFA  County Commission, SNMEDD, NMED, Private business owners NMED, JTIP County Commission, SNMEDD, Carlsbad Dept. of Development, Artesia Chamber General Fund Strategy 1.2: Work with the NM Economic Development Department, local municipalities, and employers on seeking workforce investment funding. Strategy 2.1: Work with the Carlsbad Department of Development and the Artesia Chamber of Commerce to develop a County-wide economic development strategy that identifies specific business and high quality industry recruitment targets (e.g., agriculture-related businesses, support services for existing industries, renewable energy, high tech industries, small businesses, etc.). Medium Long Term Term Ongoing  Strategy 2.2: Implement procedures for the issuance of Industrial Revenue Bonds for the unincorporated area of Eddy County, in accordance with the Industrial Revenue Bond Act.  County Commission General Fund Strategy 2.3: Identify appropriate locations for more commercial retail, services, and restaurants to locate in the County.  County Commission, SNMEDD, Planning & Zoning General Fund County Commission, SNMEDD, Carlsbad Dept. of Development, Artesia Chamber General Fund Strategy 2.4: Work with the City of Carlsbad and City of Artesia in the development and promotion of a “Support Local Business” program to help retain and grow existing small businesses.  Strategy 3.1: Support the development of more lodging facilities and restaurants in the southern part of the County, including Carlsbad.  County Commission, General Fund, SNMEDD, Carlsbad Dept. of SNMEDD Development  County Commission, SNMEDD, Carlsbad Dept. of Development, Artesia Chamber, MainStreet, NM Tourism Dept. Strategy 3.2: Create a targeted tourism marketing campaign for Eddy County and its municipalities in collaboration with the Chambers of Commerce, MainStreet Artesia, MainStreet Carlsbad, and the New Mexico Tourism Department. Chapter 11 - Page 124 General Fund, SNMEDD, NM Tourism Dept. DRAFT CHAPTER 11 IMPLEMENTATION Ongoing Responsible Agency / Organization(s) Potential Funding Sources  County Commission, Carlsbad Dept. of Development, Artesia Chamber General Fund  County Commission, SNMEDD, Carlsbad Dept. of Development, Artesia Chamber, NMSU General Fund, County Ag. Extension, NMSU  County Commission, County Ag. Extension Service MainStreet Carlsbad, MainStreet Artesia, SNMEDD General Fund, Artesia, Carlsbad, NM MainStreet, SNMEDD  County Commission, County Ag. Extension Service General Fund, NMSU  County Commission, Carlsbad Municipal Schools, Artesia Public Schools General Fund, Carlsbad, Artesia, Loving school districts Responsible Agency / Partnerships Potential Funding Sources Short Term Implementation Strategy Medium Long Term Term Strategy 3.3: Co-sponsor community events with the City of Carlsbad and City of Artesia. Strategy 4.1: Support the creation of processing and other value-added enterprises in the County that utilize local agricultural products. Strategy 4.2: Support local farmers’ markets in conjunction with the MainStreet Artesia and MainStreet Carlsbad programs and encourage County residents to “buy locally.” Strategy 4.3: Work with the Eddy County Agricultural Extension Service, area farmers, and the Agricultural Science Center in Artesia to identify specialty crops and to tap into agricultural technical assistance and business expertise. Strategy 4.4: Work with the Carlsbad, Artesia, and Loving school districts and local farmers to implement farm-to-school programs that use locally-produced agricultural goods in school cafeterias. *See pages 59-60 for more detail on Economic Development goals and implementation strategies. CHAPTER 6: INFRASTRUCTURE IMPLEMENTATION STRATEGIES* Implementation Strategy Short Term Medium Long Term Term Ongoing Strategy 1.1: Create and seek funding for a storm drainage master plan and flood control study to determine base flood elevations and flood hazard factors for current flood Zone A areas within the County’s current and future development areas from the USDA Natural Resources Conservation Service, Community Development Block Grants (Planning Grants), or through the State Appropriations Program.  County Commission, Planning & Development State Legislature, CDBG, USDA Natural Resources Conservation Service Strategy 1.2: Based on the flood control study, submit to FEMA Conditional Letters of Map Revisions (CLOMRs) and Letter of Map Revisions (LOMR), if appropriate.  Planning & Development General Fund County Commission, Planning & Development General Fund Strategy 1.3: Amend the Eddy County Subdivision Ordinance drainage standards based on the findings and recommendations contained in the storm drainage master plan.  Strategy 2.1: Apply for grants from the New Mexico Environmental Department, New Mexico Finance Authority, and the New Mexico Department of Finance and Administration to help finance infrastructure improvements within the designated colonia communities.  Planning & Development NMED, NMFA, NMDFA Strategy 2.2: Create a strategic plan that identifies the infrastructure improvements needed and associated time lines to serve the designated colonias within Eddy County and addresses the proliferation of illegal service connections within the colonias.  Planning & Development NMED, NMFA, NMDFA Strategy 3.1: Obtain funding from the State Legislature, New Mexico Environmental Department, and/or the New Mexico Finance Authority to evaluate the feasibility of providing solid waste collection systems and more solid waste convenience centers for communities within Eddy County that are denser and/or experiencing growth.  County Commission, Planning & Development NMED, NMFA, State Legislature Strategy 3.2: In conjunction with the PPJ’s of Carlsbad and Artesia, develop comprehensive, County-wide, enforceable solid waste ordinances that cover collection and disposal for commercial and residential customers separately.  County Commission, Planning & Development General Fund, Artesia, Carlsbad Chapter 11 - Page 125 DRAFT EDDY COUNTY COMPREHENSIVE PLAN Short Term Implementation Strategy Medium Long Term Term Ongoing Responsible Agency / Partnerships Potential Funding Sources General Fund Strategy 3.3: Adopt an illegal dumping ordinance and, once adopted, provide adequate staffing for enforcement of the ordinance.  County Commission, Public Works, Code Enforcement Strategy 3.4: Pursue grants or loans from the NMED Solid Waste Bureau and the Rural Infrastructure Revolving Loan Program to address tire abatement, recycling, and illegal dumping in Eddy County.  County Commission, Public Works NMED County Commission, Public Works, Artesia, Carlsbad General Fund, NMED, NMFA Public Works General Fund Ongoing Responsible Agency / Partnerships Potential Funding Sources  County Commission General Fund County Commission, Planning & Development Advisory Committee, Public Works, Planning & Development General Fund Strategy 2.5: Develop a joint composting facility with the City of Carlsbad and City of Artesia.  Strategy 2.6: Develop an educational program to encourage more residents and businesses to recycle.  *See page 68 for more detail on goals and implementation strategies. CHAPTER 7: WATER RESOURCES IMPLEMENTATION STRATEGIES* Short Term Implementation Strategy Medium Long Term Term Strategy 1.1: Develop a water conservation program through the reduction of water waste, public education, conservation rebates and incentives; xeriscape; water audits; water reuse; subdivision regulations; etc. Strategy 2.1: Amend the County Subdivision Ordinance to require: 1) new developments within a certain distance of an existing water distribution line to connect to that line, if feasible; and 2) new developments that are not within a reasonable distance of an existing water system must provide proof of water rights and supply in addition to providing studies that show impacts to the aquifer.  Strategy 3.1: Create an Eddy County Regional Water Advisory Committee to provide the necessary structure for regional collaboration between water systems and projects and to ensure water systems have adequate water rights to meet current and future demand.  County Commission General Fund Strategy 3.2: Support funding requests for improvements to rural water systems including replacements to water tanks and water lines, looping water systems, and other steps to improve capacity to serve current and future demand.  County Commission General Fund County Commission NMED, NMFA, CDBG, Colonias Infrastructure Fund Strategy 3.3: Interconnect closely grouped existing water systems to provide emergency water service as necessary.  Strategy 3.4: Encourage developing water systems to form water cooperatives or mutual domestics versus continuing individual wells on single family lots.  County Commission General Fund, NMED, NMFA Strategy 4.1: Work with County residents on compliance with the County’s new Liquid Waste Ordinance, which requires the discharge of untreated liquid waste into: 1) An enclosed system permitted by the NMED; 2) A liquid waste treatment system permitted by the NMED; or 3) A public sanitary sewer system.  County Commission, Planning & Development General Fund, NMED Public Works General Fund County Commission, Public Works, Planning & Development General Fund Public Works, Private Consultant General Fund Strategy 4.2: Develop a wellhead protection program.  Strategy 5.1: Adopt regulations requiring higher density existing and proposed subdivisions to develop an on-site wastewater management system that includes staffing a certified small wastewater operator and a systematic operations and maintenance scheme. Strategy 5.2: Investigate options for a centralized or several centrally- located sewage disposal facilities that provide treatment and disposal. Chapter 11 - Page 126   DRAFT CHAPTER 11 IMPLEMENTATION Short Term Implementation Strategy Medium Long Term Term Ongoing Responsible Agency / Partnerships Potential Funding Sources Strategy 6.1: Pursue funding from the New Mexico State Legislature State Appropriations, USDA Rural Infrastructure Revolving Loan Program, New Mexico Finance Authority, and the Colonias Infrastructure Project Fund to evaluate existing municipal wastewater treatment plans and on-site systems. Systems upgrades should focus on their ability to handle the anticipated growth and stringent discharge permits.  Public Works NM State Legislature, USDA Rural Development, NMFA, Colonias Infrastructure Strategy 7.1: Pursue funding from the New Mexico State Legislature State Appropriations and the New Mexico Finance Authority to evaluate existing discharge systems and the feasibility for the reuse of treated effluent.  Public Works NM State Legislature, NMFA Strategy 7.2: Encourage subdivisions that cannot feasibly connect to a municipal system to design their discharge system to allow for reuse of treated effluent.  Planning & Development, Public Works General Fund Strategy 8.1: Provide assistance to mutual domestic organizations and/or sanitation districts in securing state and federal funding and hiring consultants to ensure the sustainability of the organizations.  Public Works General Fund Responsible Agency / Partnerships Potential Funding Sources *See pages 78-80 for more detail on Water Resources goals and implementation strategies. CHAPTER 8: TRANSPORTATION IMPLEMENTATION STRATEGIES* Implementation Strategy Short Term Medium Long Term Term Ongoing Strategy 1.1: Complete roadway improvements to Standpipe Road and other roadway improvement projects as determined by the prioritization process contained in the Eddy County Master Transportation Plan and the Road Management System.  Public Works General Fund, NMDOT, FEMA Strategy 1.2: Create a 5-year road maintenance plan to extend the life of existing roadways.  Public Works, Private Consultant General Fund Strategy 1.3: Seek funding for NMDOT roadway improvement projects sponsored and funded programs, including Local Government Road Funds, Municipal Arterial Program, Cooperative Projects, Safety Projects, and participate in the Southeast Regional Transportation Planning Organization (SERTPO).  Public Works, SERTPO NMDOT Strategy 1.4: Work with NMDOT to develop a county-wide road maintenance program to include streetscapes.  Public Works, Private Consultant General Fund Strategy 1.5: Work with City of Carlsbad and City of Artesia in the development and maintenance of roads within the PPJ area.  County Commission, Public Works General Fund Strategy 1.6: Continue coordinating with NMDOT and Southwestern Railroad on improvements to railroad crossings, including resurfacing and replacement of signage.  Public Works, NMDOT, Southwestern Railroad General Fund, NMDOT Strategy 2.1: Obtain funding for the currently planned by-pass roads around Carlsbad.  Public Works General Fund, NMDOT, NMFA Strategy 2.2: Ensure that right-of-way acquisition is completed in anticipation of growth and development, environmental reports and engineering and design are utilized, and access onto County arterials are restricted.  Public Works, Private Consultants General Fund Strategy 2.3: Complete a freight study to determine freight volumes, origins and destinations, and the location for a full service truck stop/facility.  Public Works General Fund, NMDOT, NMFA Strategy 3.1: Work with the Carlsbad Municipal Transit Service on identifying areas that have a concentration of jobs and workers within the unincorporated areas of Eddy County that could be reasonably served with transit.  Public Works, Carlsbad General Fund *See page 96 for more detail on Transportation goals and implementation strategies. Chapter 11 - Page 127 DRAFT EDDY COUNTY COMPREHENSIVE PLAN CHAPTER 9: PUBLIC FACILITIES AND SERVICES IMPLEMENTATION STRATEGIES* Short Term Implementation Strategy Medium Long Term Term Strategy 1.1: Support on-going training and certification for officers in the Eddy County Sheriff’s Office. Ongoing Responsible Agency / Partnerships Potential Funding Sources  County Commission, Sheriff's Office, NMFTA General Fund Strategy 1.2: Maintain adequate staffing levels and equipment in the Eddy County Sheriff’s Office and the Eddy County Fire Service.  Strategy 2.1: Design and seek funding for improvements to County supported and/ or owned community and senior centers, libraries, administrative buildings, road maintenance buildings, County Courthouse, and other properties.  General Fund, County Commission, Volunteer Fire Sheriff's Office, Fire Service Assistance Program Facilities Management, Private Consultant NMFA, CDBG Strategy 2.2: Identify appropriate sites to locate and construct new public facilities (e.g., senior centers, community centers, etc.) in underserved and growing areas of Eddy County.  Facilities Management General Fund Strategy 3.1: Develop a Trails Master Plan for the County that facilitates the development of a regional trail system along the Pecos River and provides links between existing facilities in Artesia and Carlsbad, as well as Brantley Lake State Park.  Public Works, Private Consultant General Fund, NMDOT, NM State Parks Strategy 3.2: Work with the City of Carlsbad and City of Artesia on linking their trail facilities with the new regional trail and extend existing bike trails along the Carlsbad Irrigation District to the regional trail network and the Carlsbad Sports Complex.  Public Works, Artesia, Carlsbad, Carlsbad Irrigation District General Fund, NMDOT Strategy 3.3: Seek funding for trail development and improvements from the Recreational Trails Program, a federal program administered locally by the New Mexico State Parks Division.  Public Works General Fund, NM State Parks  Public Works, Facilities Management, Private Consultant General Fund County Commission, Carlsbad General Fund Public Works, Facilities Management General Fund County Commission, County Health Services, NM Dept. of Health General Fund, USDA Rural Development General Fund, NM Dept. of Health Strategy 4.1: Create a County Parks and Recreation Master Plan that identifies and prioritizes new parks and recreation facilities (i.e., parks and playgrounds, community centers, and senior centers), upgrades to existing facilities, and recreational programming for all ages. Strategy 4.2: Support the City of Carlsbad in developing new programs for teens at the Riverwalk Recreation Center.  Strategy 4.3: Create new community built playgrounds modeled after Carlsbad’s Playground on the Pecos in locations around the County.  Strategy 5.1: Continue efforts to create a long-term drug treatment facility/rehabilitation program by working with the State Legislature to obtain funding to support this project.  Strategy 5.2: Collaborate with the New Mexico Department of Health, City of Carlsbad, City of Artesia, and the municipal school districts on the development of a public education campaign on substance abuse, including non-medical use of prescription pain relievers and excessive alcohol consumption.   County Commission, County Health Services, Artesia, Carlsbad, School Districts, NM Dept. of Health Strategy 6.1: Disseminate information to the public on the health services offered by the Eddy County Public Health offices in Carlsbad and Artesia, Carlsbad Medical Center, and Artesia General Hospital.   County Health Services, County Public Health General Fund  County Commission, County Health Services, Artesia, Carlsbad, NM Dept. of Health General Fund Strategy 6.2: Work with the City of Carlsbad, City of Artesia, New Mexico Department of Health, and the State Legislature on expanding mental health services for Eddy County residents. *See pages 107-108 for more detail on Public Facilities and Services goals and implementation strategies. Chapter 11 - Page 128 DRAFT CHAPTER 11 IMPLEMENTATION HAZARD MITIGATION IMPLEMENTATION STRATEGIES* Implementation Strategy Short Term Medium Long Term Term Strategy 1.1: Obtain Doppler radar coverage for all of Eddy County to be able to detect weather-related hazards earlier.   Strategy 1.2: Enhance additional early warning systems. Strategy 1.3: Develop heating and cooling station generators for power loss during storm events. Ongoing  Responsible Agency / Partnerships Potential Funding Sources Office of Emergency Management General Fund Office of Emergency Management General Fund Office of Emergency Management General Fund, USDA Rural Development Strategy 2.1: Update floodplain and floodway maps in the County and conduct new hydrologic studies where necessary.  Public Works, Private Consultant General Fund Strategy 2.2: Continue participation in the National Flood Insurance Program.  Public Works, Planning & Development General Fund Strategy 3.1: Create defensible space around housing, administrative, and other structures at Carlsbad Caverns National Park and in other areas at risk for wildfires.  County Fire Service, National Park Service, Carlsbad General Fund, National Park Service Strategy 3.2: Increase water storage capacity for fire suppression in rural fire areas.  County Fire Service USDA Rural Development, NMFA Strategy 4.1: Identify structures vulnerable to wind damage, particularly manufactured homes and historic structures, and seek ways to protect them.  Office of Emergency Management General Fund Strategy 5.1: Share information between facilities about how to prepare for and address potential disasters.  Office of Emergency Management, Facilities Management General Fund  Office of Emergency Management, Facilities Management General Fund  Office of Emergency Management, NMDOT, ENMRD, Carlsbad EMNRD, NMED, NMDOT Strategy 5.2: Seek improvements to critical facilities to make them less susceptible to disasters. Strategy 5.3: Continue coordination with the City of Carlsbad, NMDOT, and other state agencies to remediate the I&W brine well in Carlsbad. *See pages 116-117 for more detail on Hazard Mitigation goals and implementation strategies. Chapter 11 - Page 129 DRAFT This page intentionally left blank. 2233? >_u_umz_u_x - _u>mm Aw: DRAFT DRAFT APPENDIX A FUNDING SOURCES A.1 INTRODUCTION This section includes a comprehensive list of federal and state economic, infrastructure development, housing, and rural health resources available to both local governments and people interested in starting a new business, in need of a small business loan, or engaging in historic preservation. Each of these programs require applicants to meet certain qualifications in order to be eligible for funding. Contact information is provided for each program. A.2 COMMUNITY DEVELOPMENT Brownfields Program A brownfield is a property whose redevelopment is complicated by the presence of contamination or perceived contamination, such as former industrial sites, old landfills, gas stations, etc. The New Mexico Environment Department (NMED) provides free environmental evaluations that include Phase I assessments. Funding and assistance can be sought from the NMED for Phase II (sampling and remediation plans), as well as Phase III (remediation) for a site. NMED is within EPA Region 6. The amount of funding available for a site depends on how much of the Region 6 funding to NMED has been allocated in a given period. NMED will also provide technical assistance throughout the process. Through the Voluntary Remediation Program, a site can receive site closure documentation from NMED and liability protection for lenders and future purchasers. Contact: New Mexico Environment Department Ground Water Quality Bureau 1190 Saint Francis Drive Santa Fe, NM 87502 Phone: (505) 827-0078 Website: https://www.env.nm.gov/gwb/RemediationOversight/Brownfields. html U.S. Environmental Protection Agency (EPA) Brownfields Program The EPA’s Brownfields Program provides direct funding for brownfields assessment, cleanup, revolving loans, and environmental job training. To facilitate the leveraging of public resources, EPA’s Brownfields Program collaborates with other EPA programs, other federal partners, and state agencies to identify and make available resources that can be used for brownfields activities. In addition to direct brownfields funding, EPA also provides technical information on brownfields financing matters. Additional Brownfields Program Grants include: • Assessment Grants • Revolving Loan Fund Grants • Cleanup Grants • Area-Wide Planning Grants • Environmental Workforce Development and Job Training Grants • Multi-Purpose Pilot Grants • Training, Research, and Technical Assistance Grants Contact: US EPA Office of Brownfields and Land Revitalization Mail Code 5105 T 1200 Pennsylvania Ave. NW Washington, DC 20460 Phone: (202) 566-2777 Website: www.epa.gov/brownfields/index.htm APPENDIX A - Page 133 EDDY COUNTY COMPREHENSIVE PLAN DRAFT Catalog of Federal Domestic Assistance This is a resource which includes extensive listings of federal assistance programs for municipalities, contacts, and grant application procedures. The catalog is available on-line at the following web address: www.cfda.gov. Programs are grouped into the following basic categories: • Agriculture • Business and Commerce • Community Development • Consumer Protection • Cultural Affairs • Disaster Prevention and Relief • Education • Employment, Labor, and Training • Energy • Environmental Quality • Food and Nutrition • Health • Income Security and Social Services • Information and Statistics • Law, Justice, and Legal Services • Natural Resources • Regional Development • Science and Technology Catalog of Local Public Assistance Programs The Capital Outlay Bureau of the Department of Finance and Administration offers the “Catalog of Local Assistance Programs”. This edition of the catalog contains programs administered by the State of New Mexico and the United States Federal Government. It is intended to assist local entities by way of matching their unique needs and goals with available resources. For additional program assistance, state and federal contact information is provided. The catalog is available at the following web address: http://nmdfa.state.nm.us/Capital_Outlay_Bureau.aspx Colonias Infrastructure Project Fund The Colonias Infrastructure Project Fund provides grants and loans for qualified projects in colonias communities in New Mexico. Funding is available for infrastructure planning and development in order to improve the quality of life and encourage economic development in colonias. A qualified project may include water and wastewater systems, solid waste disposal facilities, flood and drainage control, roads or housing infrastructure. It does not include general operation and maintenance, equipment, housing allowance payments or mortgage subsidies. Eligible entities include incorporated municipalities, counties, mutual domestic water consumers’ associations and other local governments that are located within 150 miles of the United States-Mexican Border that have areas designated as Colonias prior to November 1990. Contact: Colonias Development Council 1050 Monte Vista Las Cruces, NM 88005 Phone: (575) 647-2744 Website: www.colonias.org APPENDIX A - Page 134 DRAFT APPENDIX A FUNDING SOURCES New Mexico Finance Authority 207 Shelby Street Santa Fe, NM 87501 Phone: (505) 984-1454 Website: www.nmfa.net Cooperative Agreements Program (COOP) Local Government Road Fund The program assists local governments and other public entities to improve, construct, maintain, repair, and pave highways and streets and public parking lots. Funds must be used for the construction, maintenance, repair, and the improvements of public highways, streets, and parking lots. The local match is 40% and awards range from $9,000 to $192,000. Funds are made available at the beginning of the fiscal year and must be encumbered and spent no later than the end of the fiscal year. Contact: NMDOT, Maintenance Section 1120 Cerrillos Road P.O. Box 1149 Santa Fe, NM 87504-1149 Phone: (505) 827-5498 Website: www.nmshtd.state.nm.us/ County Arterial Program (CAP) The County Arterial Program was created to provide funds to municipalities for projects where Local Entities take the lead in developing and contracting construction and maintenance projects. The Local Government Road Fund will provide 75% of the project cost. The entity must provide a 25% match. This is a disbursement program where an entity can request the disbursement of funds once construction of a project has commenced. Funding can be used for project development, construction, reconstruction, improvement, maintenance or repair of public highways, streets and public school parking lots, acquisition of right-of-way, and in place material for construction or improvement. Contact: NMDOT 1120 Cerrillos Rd, Santa Fe, NM, 87504 Phone: (505) 827-1615, fax (505) 827-5640 Website: www.dot.state.nm.us Enhanced 911 Program (E911) The purpose of this program is to protect the safety, health and welfare of New Mexico residents and visitors by enabling the development, installation and operation of enhanced 911 emergency reporting systems to be operated under local governmental management and control. Any municipality or county acting as the fiscal agent for a Public Safety Answering Point (PSAP) operated in compliance with the 911 statute and rule is an eligible applicant. The E911 program is funded through a $0.51 surcharge on monthly communication services. The surcharge generates around $11.5 million in revenue per year. Contact: Local Government Division, DFA Bataan Memorial Building, Suite 202N Santa Fe, NM 87501 (505) 827-4900; Mobile (505) 699-6911; Fax (505) 827-4948 Web address: http://www.nmdfa.state.nm.us/Enhanced_911_Program.aspx APPENDIX A - Page 135 EDDY COUNTY COMPREHENSIVE PLAN DRAFT Local DWI Grant and Distribution Program The Local DWI Grant Fund is established to support programs, services, or activities to prevent or reduce the incidence of DWI. The funding will support new, innovative or model programs. The goal of this grant program is to decrease the number of injuries and fatalities in New Mexico caused by alcohol impaired drivers. Counties and incorporated municipalities, who make an application for distribution and for grant funding through their county, are eligible under the local grant program. A county DWI plan must be established and approved by the Human Services Department prior to grant application. Multi-county applications are allowable with a lead entity identified to administer the program. Contact: DWI Grant Program Local Government Division NM Depart of Finance and Administration Bataan Memorial Building, Suite 201 Santa Fe, NM 87501 (505) 827-4951 Fax: (505) 827-4948 Website: http://nmdfa.state.nm.us/ldwi-home.aspx Local Government Planning Fund Created in 2002, the fund provides up-front capital necessary to allow for proper planning of vital water and wastewater projects.  The 2005 Legislature (HB 304, Sandoval) broadened project eligibility to include master plans, conservation plans and economic development plans and to allow NMFA to “forgive” the loan if the entity finances the project through NMFA.  Through December 31, 2012, NMFA made 92 grants totaling $2,585,718 and approved an additional 31 projects pending closure totaling $1,343,019. Contact: New Mexico Finance Authority 207 Shelby Street Santa Fe, NM 87501 Phone: (505) 984-1454 Toll Free: (877) ASK-NMFA Email: frontdesk@nmfa.net Website: https://gonm.biz/business-resource-center/edd-programs-forbusiness/finance-development/local-government-planning-fund/ New Mexico FUNDIT The FUNDIT program was created in order to provide local governments’ access to simultaneous financing options which saves time, eliminates duplication, improves project effectiveness, and ensures strategic investment with public resources. Projects can include business development such as incubators or industrial parks, community development such as feasibility studies and comprehensive plans, infrastructure development such as capacity increasing, updating or replacing existing facilities and services, housing, and downtown revitalization. The project must be prioritized in the local Infrastructure Capital Improvement Plan (ICIP), Economic Development Plan, or Comprehensive Plan. Contact: New Mexico Economic Development Department Joseph M. Montoya Building 1100 St. Francis Drive Santa Fe, NM 87505 Phone: (505) 827-0264 Website: https://gonm.biz/business-resource-center/edd-programs-forbusiness/finance-development/fundit/ APPENDIX A - Page 136 DRAFT APPENDIX A FUNDING SOURCES Public Project Revolving Fund (PPRF) The Public Project Revolving Fund (PPRF) offers many examples of NMFA’s investment of time, expertise, and capital. The PPRF has provided the means for unusual projects to receive financing. The PPRF is being looked at to provide an increasing array of public projects. Many of these projects have less proven revenue streams, but do not have other viable sources of financing. Created in 1994, the PPRF program assists a wide range of public credits in accessing the capital markets with advantage of offering to all borrowers (regardless of their credit worthiness) fixed ‘AAA’ - insured interest rates. Contact: New Mexico Finance Authority Phone: (505) 992-9635 Toll Free: (877) ASK-NMFA Email: frontdesk@nmfa.net Recreational Trails Program (RTP) The RTP is a Federal reimbursement program funded through section 1109 of the FAST Act. In New Mexico, RTP is administered by NMDOT. The program requires a match from the project sponsor of 14.56% of the total project cost. The program provides funding to develop and maintain recreational trails and trail-related facilities for both non-motorized and motorized trail uses. In addition to their recreational purpose, RTP-funded projects often provide multimodal transportation options. Examples of trail uses include hiking, bicycling, in-line skating, equestrian use, cross-country skiing, snowmobiling, off-road motorcycling, all-terrain vehicle riding, and four-wheel driving. Eligible applicants include local governments, regional transportation authorities, transit agencies, State and Federal natural resources or public land agencies, school districts, location education agencies and schools, tribal governments, and any other local or regional governmental entity with responsibility for oversight of transportation or recreational trails. Contact: New Mexico Department of Transportation P.O. Box 1149 Santa Fe, NM 87504-1149 (505) 827-5117 Rural Infrastructure Revolving Loan Program (RIP) The purpose of the RIP is to provide financial assistance to rural communities for the construction or modification of water supply, wastewater, and sold waste facilities. Any incorporated city, town, village, mutual domestic association, or water and sanitation district whose water supply facility serves a population of less than twenty thousand persons or a county that serves a population of less than two hundred thousand. When funds are available, after application and approval funds are allocated within six to eight weeks. The maximum application amount is $2,000,000 per fiscal year. Contact: New Mexico Environment Department 121 Tijeras Ave NE, Suite 1000 Albuquerque, NM 87102 Phone: (505) 827-2811 Website: https://www.env.nm.gov/cpb/RIPProgram.htm APPENDIX A - Page 137 EDDY COUNTY COMPREHENSIVE PLAN DRAFT Sustainable Communities Regional Planning Grants The Sustainable Communities Regional Planning Grant Program supports locally-led collaborative efforts that bring together diverse interests from the many municipalities in a region to determine how to best target housing, economic and workforce development, and infrastructure investments to create more jobs and regional economic activity. The Program places a priority on investing in partnerships, including nontraditional partnerships (e.g., arts and culture, recreation, public health, food systems, regional planning agencies and public education entities) that translate the Six Livability Principles into strategies that direct longterm development and reinvestment, demonstrate a commitment to addressing issues of regional significance, use data to set and monitor progress toward performance goals, and engage stakeholders and residents in meaningful decision-making roles. Contact: U.S. Department of Housing and Urban Development P.O. Box 23268 Washington, DC 20026-3268 Phone: 1-800-245-2691 Website: http://portal.hud.gov/hudportal/HUD?src=/program_offices/ economic_resilience/sustainable_communities_regional_planning_grants Transportation Alternatives Program (TAP) TAP is a Federal reimbursement program originally authorized under section 1122 of the Federal transportation act, Moving Ahead for Progress in the 21st Century (MAP-21). In New Mexico, TAP is administered by NMDOT. The program requires a match from the project sponsor of 14.56% of the total project cost. TAP provides funding for programs and projects such as: pedestrian and bicycle facilities, safe-routes-to-school projects, infrastructure improvements that provide better access to transit, environmental mitigation, and other infrastructure improvements to the transportation system. Federal requirement allocate 50 percent of New Mexico’s annual TAP apportionment is sub-allocated to areas based on their relative share of the total state population. The remaining 50 percent is available for use in any area of the state. Sub-allocated funds are divided into three categories: areas with populations of 200,001 or more; areas with populations of 5,001 to 200,000; and areas with populations of 5,000 or less. These are special census designations related to population density and do not correspond with city or town boundaries. Contact: New Mexico Department of Transportation P.O. Box 1149 Santa Fe, NM 87504-1149 (505) 827-5117 USDA Rural Development Programs The USDA provides assistance to rural communities, including loan and grant programs that address small businesses and rural businesses, rural housing, rural community facilities, and rural utilities. Provides loan programs such as the B&I Loan (similar to an SBA 7A but can be made for higher amounts) and also grant programs. USDA rural development grants can be made directly to small businesses that are accomplishing innovative economic development work or energy efficiency installations, but must flow through a non-profit or local government intermediary. Contact: USDA Rural Development New Mexico Office 6200 Jefferson NE Albuquerque, NM 87109 APPENDIX A - Page 138 DRAFT APPENDIX A FUNDING SOURCES Phone: (505) 761-4950 TTY: (505) 761-4938 Website: http://www.rurdev.usda.gov/nm U.S. Department of Transportation (DOT) The DOT provides funding for restoration projects through Transportation Enhancement funds, which are administered through NMDOT through the Surface Transportation Program (STP). The STP program funds construction, improvement, and other transportation-related projects on roads functionally classified Interstate, Principal Arterial, Minor Arterial, or Major Collector. STP funds are allocated for Transportation Management Areas (metropolitan areas over 200,000), Transportation Enhancement projects, and the Safety Program. Contact: NMDOT General Office 1120 Cerrillos Road Santa Fe, NM, 87504-1149 Phone: (505) 827-5100 Website: www.nmshtd.state.nm.us Value-Added Producer Grant This grant provides funds for farmer and ranchers for planning or working capital to increase their revenue and customer base through the processing and marketing of valueadded products for local marketing of raw agricultural food commodities. Applicants are encouraged to consult with Rural Development staff before submitting an application to receive helpful application information. Eligible activities include planning activities to evaluate a value-added project, such as conducting feasibility studies, developing business plans or developing a marketing plan, and working capital activities to implement a value-added project, including costs such as labor and advertising, inventory and office supplies. Eligible applications include independent producers, farm or rancher cooperatives, agricultural producer groups, and majority-controlled producer-based business ventures. Contact: USDA Rural Development State Office 2510 N Telshor Blvd Las Cruces, NM Phone: 575-521-8348 Website: http://www.rd.usda.gov/ A.3 HEALTHCARE Emergency Medical Services Fund The purpose of the Emergency Medical Services Fund Act [24-10A-1 NMSA 1978] is to make money available to municipalities and counties for use in the establishment and enhancement of local emergency medical services, statewide emergency medical services and trauma services in order to reduce injury and loss of life. This money is distributed to municipalities and counties on behalf of eligible local recipients, which are the local Emergency Medical Service agencies (i.e. ambulance and rescue services). In fiscal year 2015 there was $3,064,700 available. Awards range from $1,500 to $20,000 per local recipient. Contact: Emergency Medical Systems Bureau, NM DOH 1301 Siler Road, Bldg. F Santa Fe, NM 87507 Phone: (505) 476-8233 or (505) 471-2122 Website: www.nmems.org APPENDIX A - Page 139 EDDY COUNTY COMPREHENSIVE PLAN DRAFT Office of Rural Health Policy Grants The Office of Rural Health Policy Grants falls under the Department of Health and Human Services (HHS). There are 38 grant programs, whose availability is contingent upon federal funding each fiscal year. For more than 20 years, HHS has had an Office of Rural Health Policy in the Health Resources and Services Administration (HRSA) to focus on key rural health policy issues and administer targeted rural grant programs. HRSA’s rural health grant programs help fund rural hospitals, health centers and local clinics. Contacts: Office of Rural Health Policy, Health Resources & Services Administration 5600 Fishers Lane, 5A-05 Rockville, MD 20857 Phone: (301) 443-0835 Website: www.hrsa.gov Division of Border Health 1301 Young Street, Suite 1014 Dallas, TX 75202 Phone: (214) 767-3171   A.4 BUSINESS DEVELOPMENT RESOURCES Angel Investment Tax Credit This program offers equity financing for private sector companies through tax credits incentivizing private investors. Credits are available for up to $62,500 per taxpayer for an investment made in each of up to five New Mexico companies engaged in qualified research, technology, or manufacturing trades. Eligible companies must have most tangible assets and employees based in New Mexico. Contact: New Mexico Economic Development Department Joseph M. Montoya Building 1100 St. Francis Drive Santa Fe, NM 87505 Phone: (505) 827-0330 Website: https://gonm.biz/business-resource-center/edd-programs-forbusiness/finance-development/angel-investment-tax-credit/ Collateral Support Participation Program As part of the State Small Business Credit Initiative, the US Department of Treasury provided New Mexico $13 million which has been allocated through Finance Authority with the Collateral Support Participation Program. Through the Collateral Support Participation program, the Finance Authority is able to partner directly with banks to provide businesses seeking to expand, create, or retain jobs. This program provides low interest, no fee loan funds to businesses in rural and urban New Mexico, but gives preference to rural communities. NMFA requires banks to provide a simple and feeless application process catering to small businesses. In order to qualify for funds, a small business must be located in New Mexico or be authorized to conduct business in New Mexico, use the loan proceeds for business purposes, have 500 or fewer employees, and meet the bank’s lending requirements. APPENDIX A - Page 140 DRAFT Contact: APPENDIX A FUNDING SOURCES New Mexico Finance Authority 207 Shelby Street Santa Fe, NM 87501 Phone: (505) 984-1454 Website: http://www.nmfa.net/financing/loan-participation-programs/ collateral-support/ High Wage Jobs Tax Credit A taxpayer who is an eligible employer may apply for and receive a tax credit for each new high-wage economic-base job. The credit amount equals 10% of the wages and benefits paid for each new economic-base job created. Qualified employers can take the credit for four years. The credit may only be claimed for up to one year after the end of the four qualifying periods. The credit can be applied to the state portion of the gross receipts tax, compensating tax, and withholding tax. Any excess credit will be refunded to the taxpayer. Further criteria for the tax credit can be found at the link below. Contact: New Mexico Taxation and Revenue Department 1100 South St. Francis Drive Santa Fe, NM 87504 Phone: (505) 827-0700 Website: http://gonm.biz/why-new-mexico/competitive business-climate/incentives/high-wage-jobs-tax-credit Job Training Incentive Program (JTIP) The Job Training Incentive Program is one of the most valuable incentives offered to new employers in New Mexico, and can be used effectively in recruitment packages. This program reimburses 50 to 70% of employee wages and required travel expenses during an extended training period for new hires for new and expanding companies in New Mexico. The JTIP must be applied for and approved prior to reimbursable wages being paid. Contact: New Mexico Economic Development Department 1100 S. St. Francis Drive, Joseph Montoya Building, Suite 1060 Santa Fe, NM Phone: (505) 827-0249 Website: www.goNM.biz New Markets Tax Credits Funded by NMFA, NMTC program provides loan funds to New Mexico businesses located in low-income areas. The program has allocated $201 million in tax credits of which 44% closed in rural New Mexico and has created 849 jobs since 2006. In order to be eligible, businesses must be located in a low-income census tract and must be developing commercial, industrial, and/or retail real estate projects (including community facilities) or developing for sale housing in low-income census tract areas. Projects are typically between $5 million and $25 million. Some business types may be ineligible. A useful interactive map tool is available online to locate qualified census tracts (https://www.cohnreznick.com/nmtc-mapping-tool). Contact: New Mexico Finance Authority 207 Shelby Street Santa Fe, NM 87501 Phone: (505) 984-1454 Website: http://www.nmfa.net/financing/new-markets-tax-credits/ APPENDIX A - Page 141 EDDY COUNTY COMPREHENSIVE PLAN DRAFT New Mexico Business Incubator Program The program was created in statute in 2005 and provides a process to certify business incubator facilities in order to receive state support. The primary goal of each incubator is to mentor early stage businesses, provide training, and to provide a space/location at belowmarket cost to ensure the sustainability and prosperity of these new businesses. Eligible applicants are entities that have been certified by the EDD as meeting the requirements for a business incubator facility, are owned by a non-profit organization, governmental or tribal entity, and provide services to their clients which contribute to their success and allow them to grow out of the incubator to a job-creating New Mexico businesses. Contact: Economic Development Department 1100 S. St. Francis Drive, Santa Fe (505) 827-0333 SMART Money Loan Participation Program The SMART Money Loan Participation Program is a program administered by the New Mexico Finance Authority intended to leverage funds provided by local New Mexico banks for businesses that create quality jobs. The program provides bank participation loans, direct loans, and loan and bond guarantees on behalf of private for-profit and non-profit entities. The program is designed to create greater access to capital for businesses throughout New Mexico, lower the cost for the borrower, and share the risk with the bank creating a benefit to both the bank and borrower. Business loans must result in job creation and economic benefit and carry a minimum of risk. Contact: New Mexico Finance Authority 207 Shelby Street Santa Fe, NM 87501 (505) 992-9638 Website: www.nmfa.net Small Business Administration (SBA) 504 Loan Program SBA 504 Loan Program is a cooperative loan program between the SBA, a bank, and a certified development corporation. An SBA 504 loan is a participation loan in which the SBA loans money directly to a business in participation with a bank. This loan can only be used for fixed asset financing. The primary benefit to borrowers is that it allows for minimal equity (10%) and it can also serve to extend the term. Contact: NMSU Carlsbad Small Business Development Center 221 South Canyon Carlsbad, NM 88220-5734 Phone: 575-885-9531 Website: https://www.sba.gov/ SBA 7A Loan Program SBA 7A Loan Program is the standard SBA loan guarantee program. Up to 80% of a bank loan to a private business can be guaranteed. Banks still accomplish normal due diligence, but may be willing to accept slightly more risk. This program increases the aggregate amount of funds available to small business in the banking system. It can also serve to extend term. Some banks make SBA loans and some choose not to. APPENDIX A - Page 142 DRAFT Contact: APPENDIX A FUNDING SOURCES NMSU Carlsbad Small Business Development Center 221 South Canyon Carlsbad, NM 88220-5734 Phone: 575-885-9531 Website: https://www.sba.gov/ The Loan Fund The Loan Fund provides loans, training, and business consulting to small businesses that do not qualify for a bank loan, but still have a viable need for a loan and the ability to pay it back. This program started out as a micro-lending organization, but can now make loans up to $200,000 in exceptional circumstances. Loans carry a higher than market rate to compensate for risk. Contact: The Loan Fund 423 Iron Avenue SW Albuquerque, NM 87102-3821 (505) 243-3196 Website: www.loanfund.org ACCION New Mexico ACCION New Mexico makes loans to small businesses that may not qualify for bank loans, and also provides business support services. Loan amounts range from $200 to $150,000. Contact: ACCION New Mexico 20 First Plaza NW, Suite 417 Albuquerque, NM 87102 Phone: (505) 243-8844 Website: www.accionnm.org New Mexico Manufacturing Extension Partnership The New Mexico Manufacturing Extension Partnership provides efficiency training, training in lean manufacturing, and ISO 9001 certification to the state’s small and medium sized businesses. Contact: New Mexico Manufacturing Extension Partnership 4501 Indian School Road NE, Suite 202 Albuquerque, NM 87110 Phone: (505) 262-0921 Website: www.newmexicomep.org New Mexico Partnership The New Mexico Partnership is a private, non-profit organization that offers assistance to businesses looking to expand or relocate to New Mexico. It can assist businesses on a variety of business initiatives, including: • Initiate real estate searches; • Coordinate site-selection trips; • Personalize briefings and orientations; • Assist in evaluating and applying for incentives; • Facilitate the permitting process; • Organize strategic meetings with key government and community officials; APPENDIX A - Page 143 EDDY COUNTY COMPREHENSIVE PLAN DRAFT • Collaborate on media and public relations; and • Provide data on key business factors. Contact: New Mexico Partnership 1720 Louisiana Boulevard, NE, Suite 312 Albuquerque, NM 87110 Phone: (505) 247-8500 Website: http://www.nmpartnership.com/ WESST Corp WESST Corp is a non-profit, economic development organization that provides business skills training, product marketing, development opportunities, and small loans (including SBA microloans) to viable start-up or growing New Mexico businesses owned by women and minorities. Contact: WESST Corp 221 North Main Street, Suite 104A Las Cruces, NM 88001 575-541-1583 Website: https://www.wesst.org/ USDA Direct Farm Ownership Microloans This program offers microloans for small farmers, through the U.S. Department of Agriculture, available to New Mexico agricultural entrepreneurs. In New Mexico, the loans are well suited to small-scale and nontraditional farms that sell their products at farmers markets and roadside stands or that serve a niche market by growing crops organically, hydroponically or in greenhouses. The maximum loan is available is $50,000, and qualifying applicants can borrow what they need and are not subject to loan minimums. The maximum term is 25 years. Applicants must also have at least three years of experience managing a farm, or postsecondary schooling in an agriculture-related field. Contact: USDA Service Center Roswell Service Center 300 Pennsylvania Avenue Roswell, NM 88201 (575) 622-8745 ext 2 Carlsbad Service Center 5203 Buena Vista Dr Carlsbad, NM 88220 (575) 887-3506 APPENDIX A - Page 144 DRAFT APPENDIX A FUNDING SOURCES A.5 EDUCATIONAL ASSISTANCE College Assistance Migrant Program New Mexico State University’s College Assistance Migrant Program (NMSU CAMP) is a federally-funded program to help migrant or seasonal farm worker students attend college, and ultimately, to ensure students graduate from NMSU with a bachelor’s degree. The program requires students to meet certain responsibilities, such as maintaining enrollment as a full-time student at NMSU, complete designated course work at a level acceptable by NMSU and maintain at least a 2.5 GPA; meet with CAMP staff on a monthly basis for individualized Academic Advising; attend and participate in CAMP workshops/ meetings for students; etc. To be eligible to participate in CAMP, prospective students must be accepted to NMSU through NMSU’s Office of Admissions (the office will waive admissions fees for CAMP students); have a high school diploma or GED; and be a U.S. citizen or permanent resident. Prospective students must also meet at least one of the following criteria: 1) Prospective students or their parents must have been employed at least 75 days during the past 24 months in seasonal agricultural employment; or 2) Prospective students may also be eligible if they participated in a Migrant Education Program while in school; or 3) Participated or currently eligible to participate in a Department of Labor Employment Workforce Investment Act (WIA) Farm Worker program. Contact: College Assistance Migrant Program (CAMP) MSC 3487, PO Box 30001 New Mexico State University Las Cruces, NM 88003-8001 Phone: (575) 646-5079 Fax: (575) 646-3889 Website: web.nmsu.edu/~camp/ 21st Century Community Learning Center Grant 21st Century Community Learning Centers exist to establish or expand out of school time learning opportunities for students and families in order to help close the opportunity gap in New Mexico. 21st CCLC programs offer academic support, additional health and nutrition sessions, college and career connections, and a STEM emphasis as well as cultural enrichment opportunities. Any public or private organization is eligible to apply for a 21st CCLC grant. Examples of eligible agencies and organizations include: non-profit agencies (community based organizations), city or county government agencies, faith based organizations, institutions of higher education and for-profit corporations. Contact: Coordinated School Health and Wellness Bureau 120 S. Federal Place, Room 26 Santa Fe, NM 87501 Phone: (505) 827-1592 Fax: (505) 827-1815 Website: http://ped.state.nm.us/ped/index.html APPENDIX A - Page 145 This page intentionally left blank.