State of the County Annual Report

Published on January 07, 2025

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Submitted by Denise Derkacs, Outgoing County Council Chair

Los Alamos County Council, with input from County staff and community members, reviewed and updated its strategic goals and priorities and adopted five goals and 22 priorities for 2024. The goals and priorities address issues that are important to the community and the governance of essential functions. They are tools to help maintain a focus on important and challenging issues.

Concrete actions for addressing each of the priorities were identified to help assure that, in the context of all ongoing County efforts, there was a connection between making and communicating progress and identifying challenges throughout the year. An electronic performance metrics dashboard, available since mid 2024 on the County’s website, captures the scope of County actions taken to address each of the objectives.

This report provides examples of progress made in 2024 on the County Council’s goals and priorities, and also notes some significant accomplishments that impacted our community.

Management. Within Los Alamos County government, County Manager Lynne retired on March 1 after 28 years of County service and three years in the top executive position. Anne Laurent assumed the duties of County Manager on March 3. County Council unanimously selected Ms. Laurent as the new County Manager on December 15, 2023, from a pool of 30 applicants in a nationwide recruitment process facilitated by a national executive recruitment firm. A former Deputy County Manager, Ms. Laurent, has 12 years of government experience in Los Alamos County and four years in Park City, Utah.

Accreditations. Two County departments achieved national accreditations in 2024, recognizing adherence to industry best practices: the Community Services Department, accredited by the Commission for Accreditation of Park and Recreation Agencies, and the Department of Public Utilities, accredited by the American Public Works Association. These departments join the already accredited Fire, Police, and Community Development departments.

Awards/Recognitions. U.S. News & World Report ranked Los Alamos County as the second healthiest community in the nation. Previously, the County held the title of the healthiest community for three consecutive years. The Travel (an online travel journal) named White Rock as the happiest small town in America, based on low crime, poverty, and unemployment ratings.

The Dorothy Woodward Award was presented by the Historical Society of New Mexico to the Project Oppenheimer team, comprising community members and organizations who came together to promote the history of Los Alamos County and Los Alamos National Laboratory by leveraging public interest in the award-winning biopic film “Oppenheimer.”

The County’s Seasonal Activity Guide received a Kudos Award from the New Mexico Recreation and Park Association for significantly contributing to the public's increased awareness of parks, recreation, and leisure services. The quarterly guide highlights local events, amenities, and activities across all seasons, serving both the community and the surrounding region.

The County’s Summer Concert Series was named a finalist for “Outstanding Event” at the 2024 New Mexico Hospitality Association Top HAT (Hospitality and Tourism) Awards. Recognized for its enduring community impact, the free weekly series brings live music and vibrant energy to audience members from within and outside the community.

Initiatives

Climate Action Plan. County Council approved the Climate Action Plan in November, culminating a multi-year effort that began with the recommendations of the Los Alamos Resiliency, Energy, and Sustainability Task Force. This Plan establishes a roadmap for achieving the vision of a resilient and sustainable community, with the goal of reaching carbon neutrality by 2050, with interim targets of 30% greenhouse gas reduction by 2030 and 80% reduction by 2040 (compared to a 2022 baseline). The Plan’s strategies and actions contribute to this goal through two primary pathways: 1) Mitigation: Reducing greenhouse gas emissions from County government and community member activities; and 2) Adaptation and Resilience: Increasing County government and community resilience to climate change impacts such as drought, flooding, wildfire, and extreme heat.

Comprehensive Health Plan. In December, County Council adopted the Los Alamos County Comprehensive Health Plan. The Plan identifies the extent to which health-related services and resources are available and accessible to everyone in the community and recommends actions to improve the health and wellbeing of the community. Developed by the County Social Services staff and County Health Council members after extensive research, listening sessions, and surveys with community members and partners, this plan will guide health, wellness, and social services planning in the County for the next five to seven years.

Affordable Housing Plan. County Council approved a new Affordable Housing Plan in August to begin addressing the acute housing shortage affecting the County. The plan outlines goals, strategies, and tools to support housing development to provide diverse, affordable housing options for residents across all income levels. Developed with input from a wide range of interested organizations and community members, the Plan includes a mix of public and private sector initiatives, focusing on expanding housing availability, promoting affordability, and ensuring that essential workers, including teachers, healthcare providers, and small business employees, have access to suitable housing within the County.

Projects

Broadband Network. Implementing a multi-year strategic priority, Council Council approved two contracts in November with Bonfire Engineering & Construction LLC to design/construct and manage an open-access broadband network in the County to provide reliable, high-speed internet services at reasonable costs. The open-access model will consist of three tiers: network owner, network management, and service providers.

Foxtail Flats Solar and Energy Storage Project. The Board of Public Utilities and County Council approved the Foxtail Flats Solar and Energy Storage Project scheduled to be operational in late 2026 in the Four Corners area. The project will deliver 170 megawatts of carbon-free solar energy and provide 320 megawatt-hours of battery storage capacity. In partnership with the Department of Energy (DOE), this project will serve Los Alamos County, Los Alamos National Laboratory (LANL), Sandia National Laboratories (SNL), and Kirtland Air Force Base. This project aligns with the County’s goal to achieve carbon neutrality in electrical supply by 2040.

Jemez Mountain Fire Protection Project. With three major wildfires—Cerro Grande, Las Conchas, Cerro Pelado—impacting the region over the past two decades, a critical project began in 2024 to enhance fire suppression capabilities as part of the Jemez Mountain Fire Protection Project. The project will construct a new 500,000-gallon water tank, four water booster stations, and 23,000 feet of 10-inch waterline along Camp May Road. The project will convey potable water from the existing water system in Los Alamos to the Pajarito Mountain 10-million-gallon reservoir, to the Pajarito Mountain ski facilities, and to the Camp May campgrounds. The initiative is jointly funded by the New Mexico Legislature, Pajarito Recreation, and Los Alamos County.

White Rock Water Resource and Reclamation Facility. Replacing the 1960s wastewater treatment facility, the new White Rock Water Resource and Reclamation Facility completed in October provides class 1A effluent water, a high-quality effluent that is safer and cleaner and suitable for irrigation at parks and school grounds. This project, which began in 2016, was funded through the Clean Water State Revolving Loan under the New Mexico Environment Department Construction Programs Bureau to minimize rate increases for customers.

Examples of progress made on the County Council’s goals and priorities are detailed below.

Goal: Quality Governance

Priority: Communication and Engagement

Inform, engage, and solicit feedback from the community and boards and commissions on County projects, policies, and priorities to promote a culture of open communication and collaboration and foster exceptional customer service.

eComment Tool: Launched the eComment platform mid-year to allow residents to submit public comments on Council agenda items before meetings, making civic participation more accessible.

Performance Metrics Dashboard: Launched the performance metrics dashboard mid-year to track the status of County actions toward achieving Council’s strategic goals and priorities, providing residents with real-time insights into performance progress.

Website. Regularly reviewed and updated the new County website, launched in October 2023, to keep information current. The website’s SemRush site performance score remains strong at 84%, indicating good functionality, with some optimization indicated for speed, usability, and search visibility.

Have Your Say: Featured one topic monthly on the public feedback forum.

  • East Downtown Los Alamos MRA Survey
  • Artificial Turf Survey
  • Fire Station 4 Site Selection Survey
  • National Community Survey
  • e-Comment instructions for Council Agenda Items
  • DWI Planning Council Sober Activities
  • Open Space and Trails Management Plan Feedback
  • Name the Zamboni Contest
  • White Rock Skate Park Feedback
  • Comprehensive Health Care Feedback
  • Los Alamos and White Rock Transit Center Location Survey

Social Media. Increased followers and subscribers to County social media platforms (Facebook, Instagram, NextDoor) and the County Line e-newsletter by 9.68 %, just under the 10 % annual goal.

Videos: Created 24 short videos in 2024.

  • Environmental Sustainability Board updates (multiple)
  • What to recycle videos – what paper cups to recycle, how to use recycle coach, etc.
  • Atomic City Transit video – “ACT We Are You”
  • Adopt-A-Road program and how to participate
  • Snow Removal Team at Trick-or-Treat Mainstreet
  • White Rock Skate Park completion and opening
  • Various Animal Shelter videos
  • Various videos on the Climate Action Plan and how to reduce your carbon footprint – “Four Areas with Impact”
  • Instructional videos – how to sign up for CodeRED, how to leave public comment using the e-Comment tool, how to leave comments on the draft Climate Action Plan
  • Various public meetings such as the Fire Station 4 site selection meetings, East Downtown Los Alamos MRA meeting, Emergency Management training, Climate Action Plan workshop

Townhalls. Held 14 town halls, community forums, public meetings, focus groups, listening sessions, and workshops in 2024.

  • Artificial Turf
  • Brewer Arena
  • BMX Track
  • Ice Rink Shade Structure (2)
  • East Downtown Los Alamos MRA (2)
  • Fire Station 4 Site Selection (3)
  • Open Space and Trails Management (2)
  • Trinity Drive Improvements
  • Climate Action Plan

National Community Survey. The National Community Survey was conducted in August/September, and results were presented to Council and the community in October. Of the 122 survey questions, respondents rated 34 items higher than the national benchmark, 71 as similar, and only 17 as lower. The 2024 results showed improvement over 2022 results in 31 areas, stability in 84, and decline in only 2. Respondents ranked Council’s top strategic priorities (high and medium) as follows:

  • Effective, efficient and reliable services 99%
  • Local business 98%
  • Housing 97%
  • Fiscal stewardship 97%
  • Communication and engagement 97%
  • Infrastructure Asset Management 96%
Priority: Intergovernmental, Tribal, and Regional Relations

Collaborate and problem-solve with the County’s major employers; community partner organizations; neighboring Pueblos; and regional, state, and national governmental entities.

Regional Strategic Partnerships. The County contributed $1.5 million to Rio Arriba County for a new nursing home in Espanola. Groundbreaking took place in October, with current and former Councilors in attendance. The County also contributed over $2 million to the City of Espanola to update and improve three parks, build a new park, and update a building interior for its new social services department.

Governmental Relations. Increased the number of meetings with Los Alamos National Laboratory (LANL), National Nuclear Security Administration (NNSA), and DOE Environmental Management (DOE-EM) to build and maintain strong relationships. Met with the new EM-1 Special Assistant Candace Robertson. EM-2, Jeff Avery, also participated in two County-organized panel discussions during ScienceFest. Met with EM-LA on the updated consent order, the hexavalent chromium plume, and cleanup of TA-21. Also made progress in discussions with NNSA on cleanup of Rendija Canyon.

Legislation. Monitored state and federal legislation of interest to the County and promoted the approved state and federal priorities each session. Issued a proclamation in support of the proposed State Paid Family and Medical Leave Act. Successfully advocated for an Emergency Capital Investment Program (ECIP) – a proposal for a DOE grant program that would help communities with infrastructure funding – to be added to the platforms of both the National Association of Counties and the National League of Cities.

Tribal Relations. Met with the Pueblo of San Ildefonso and created concrete measures to partner on broadband and other issues of mutual concern. Also initiated talks with Pueblo of Jemez on similar topics.

Priority: Fiscal Stewardship

Maintain fiscal sustainability, transparency, and compliance with applicable budgetary and financial regulatory standards.

Budget. The County’s FY2025 budget was approved by the County Council on April 29 for the fiscal year beginning July 1, 2024, and ending June 30, 2025. Overall adopted FY2025 expenditures are $377.5 million, as compared to FY2024 adopted expenditures of $382.1 million. Overall County FY2025 adopted revenues are $410.9 million, as compared to FY2024 adopted revenues of $391.4 million. A total of 773.52 FTEs are budgeted in FY2025, as compared to 772.73 FTEs in FY2024.

Audits. The County’s FY2024 Annual Comprehensive Financial Report was submitted to and reviewed by the Office of the State Auditor in December. The County received an unmodified and clean opinion, with no findings.

Grants. The County applied for and obtained grants and maintained compliance with funding requirements. The Final Audited Schedule of Expenditure of Federal and State Awards (SEFA) indicates a total of intergovernmental revenues of $85,881,686 achieved in FY2024.

Policies. Reviewed financial policies for recommended reserve requirements related to the long-term financial plan. Updated investment and debt management policies to maintain favorable bond ratings (AA or higher).

Awards. The County received the following Government Finance Officers Association awards:

  • Certificate of Achievement for Excellence in Financial Reporting, 32nd consecutive year;
  • Award for Distinguished Budget Presentation for the Annual Budget, 14th consecutive year;
  • Award for Outstanding Achievement in Popular Annual Financial Reporting, 8th consecutive year; and
  • Triple Crown Honor, which recognized the County’s receipt of the Certificate of Achievement for Excellence in Financial Reporting, Award for Distinguished Budget Presentation, and Award for Outstanding Achievement in Popular Annual Financial Reporting.

Goal: Operational Excellence

Priority: Effective, Efficient, and Reliable Services

Deliver customer-focused, accessible, reliable, and sustainable services to the community through sound financial management, collaborative decision-making, and efficient implementation.

Quality of Services. Ratings of the quality of services as excellent or good increased significantly in the 2024 National Community Survey, with 74% of respondents giving the County high marks, compared to 64% in 2022.

Performance Metrics. Established departmental performance metrics and related management action plans (MAPS) and tracked progress against those metrics in the new online Performance Metrics Dashboard. Implemented multi-factor authentication (MFA) on all County endpoint devices.

Cyber Security. Implemented an enterprise-wide cyber approach to continually update and fortify defenses and extend first-line protections into Cloud/Internet spaces. Upgraded network security systems to minimize risks of attack. Updated cybersecurity policies. Enhanced cyber security end-user awareness, and tracked employee completion of cyber security training. Implemented multi-factor authentication on most County endpoint devices.

Replacement Schedule. Transitioned from a fixed replacement schedule for computing devices to an as-needed replacement strategy to better align with organizational requirements and ensure that critical computing needs are met efficiently.

Priority: Infrastructure Asset Management

Evaluate the County’s assets and infrastructure and prioritize funding to first maintain and protect those investments and second to inform new investments.

Recreational Facilities. Initiated efforts for recreational facility improvements and trail management. Designs are underway for the 37th Street Playlot, Pinon Park Playlot, East Park Basketball Court, North Mesa Tennis Court, White Rock Skate Park, and the Mesa Public Library Outdoor Classroom. Contracts have been initiated for field renovations and for the Trails and Open Space Management Plan. The Kinnikinnik Park Trail RFP has progressed through multiple rounds, with a grant extension secured.

Roads and Streets. Utilized right-of-way design and complete street plans and policies to implement scheduled road and street planned asset upgrades, replacements, and major maintenance activities.

Buildings. Utilized the Facility Condition Assessment (FCA) to implement facility asset upgrades, replacements, and/or major maintenance. The FCA, completed in 2022 for 38 of the County’s 47 buildings, provides detailed data on each building's components, expected lifetimes, and replacement costs, and serves as a critical tool for planning facility renewals and upgrades. Supported by the FCA, several projects are underway or planned: the Mesa Public Library Siding Replacement, approved for construction in spring 2025; the Permanent Ice Rink Chiller Replacement, approved for installation in spring to fall 2025; the White Rock Complex Roof Replacement, started in July 2024; the Betty Ehart Senior Center Renovation and HVAC project, started in July 2024; and the Department of Public Utilities Standby Area Renovation, completed in April 2024.

Vehicles. Revised and implemented the fleet vehicle and equipment replacement and maintenance plans. Initially modeled after the NMDOT plan, the replacement plan has been adapted to better fit the County's needs, while the maintenance plan is being revised to align with specific requirements. The purchase of 37 vehicles and pieces of equipment is on track as approved in the FY2025 budget.

Utilities. Achieved a 71% rating of good or excellent in the 2024 National Community Survey on the overall quality of utility infrastructure, a significant improvement from the 2022 survey, where only 50% of residents gave similar ratings. Implemented scheduled gas, electric, water, and sewer utility planned asset upgrades; replacement; and major maintenance as detailed in the FY2025 budget: Electric Production: $639,450; Electric Distribution: $1,319,340; Gas: $282,686; Water Distribution: $490,721; Water Production: $5,985,360; Wastewater: $12,304,019. Total Joint Utility Fund: $21,021,576.

Priority: Employee Recruitment and Retention

Attract and employ diverse and highly qualified staff; retain staff through development opportunities, compensation, and benefits; and promote staff to address increasingly complex challenges.

Salary Plan. Updated the salary plan based on a 2023 Market Study to offer market-competitive incentives for hard to fill positions, effective July 7.

Vacancies. Expanded and customized recruitment outreach to reach high-quality candidates and track the average number of applicants. Reduced the quantity and duration of vacant positions to below 60 out of 773.52 approved positions.

Training. Provided convenient and timely access to staff mandatory training and reported compliance quarterly.

Policies. Reviewed and updated County's policies related to travel; approved by Council in June.

Leadership and Mentoring. Increased participation in the Leadership Academy and the mentoring program to 19 participants each, with a goal of 22 per academy next year.

Employee Survey. Conducted the 2024 Employee Survey in August, with findings presented to the senior management team in October and to expanded managers in November. The survey revealed high ratings for supervisors in employee development (coaching, mentoring, and encouraging innovation) and significant improvements in opportunities for career development. Most employees expressed satisfaction with their workplace relationships and planned to stay with the organization. Challenges were identified in inter-departmental communication and collaboration and in some aspects of supervisor-employee trust and morale. Strengths were identified in access to resources, a safe work environment, and career development opportunities. Expanded managers and supervisors brainstormed solutions to address some challenges identified by employees.

Goal: Economic Vitality

Priority: Housing

Increase the capacity for new housing development and the amount and variety of housing types to meet the needs of a changing and growing population, particularly middle- and lower-income households.

Residential Building Permits: 737 issued (Turnaround time: one day)

Affordable Housing Plan. An updated Affordable Housing Plan was adopted by Council in August. The new plan outlines four key goals to address housing challenges: expanding organizational capacity by partnering with public and private entities, engaging in land banking, and enhancing staffing for housing efforts; increasing housing affordability by prioritizing low- and moderate-income households and creating incentives for affordable housing development; supporting additional housing development by reducing regulatory barriers and encouraging higher-density projects in core areas; and developing program funding and resources, which will require regional and public/private partnerships and increasing County staff to implement these strategies.

Home Renewal and Home Buyer Programs. Issued a request for proposals and awarded a contract with a new vendor to continue the Home Renewal and Home Buyer Programs. Approved a contract with The Housing Trust, a nonprofit organization in Santa Fe dedicated to helping individuals and families achieve homeownership through education, down payment assistance, mortgage reduction assistance, home rehabilitation assistance, reverse mortgage counseling, HUD certified counseling, and other innovative housing solutions targeted to low- and moderate-income households.

County Housing Development. Exploring partnership opportunities for residential or mixed-use developments for the 20th Street and DP Road A-8-a properties owned by the County. The County is currently in negotiations with the selected development partners for Sales, Purchase, and Development Agreements for the properties.

School Housing Development. Supporting the Los Alamos Public Schools in evaluating their North Mesa property for potential workforce housing and/or mixed-use development. Contracted an engineering consultant to conduct a capacity analysis of utilities and transportation to support development on North Mesa.

Priority: Local Business

Encourage the retention of existing businesses, facilitate the startup of new businesses, and assist in opportunities for business growth.

Business Licenses: 255 issued (Includes businesses not located in Los Alamos County)

ARPA Funding. Distributed $2 million in American Rescue Plan Act (ARPA) funds to income-eligible individuals and businesses to speed up recovery from the economic and health effects of the COVID-19 pandemic.

DP Road and Infrastructure Project. Installed water and gas main distribution lines, electrical conduit lines, sewer mainlines, and storm drain systems. Asphalt paving for eastbound and westbound lanes to the TA-21 gate is halfway complete, with temporary paving in other sections. Service upgrades, sidewalk, curb/gutter installation, and permanent paving are scheduled for completion in June 2025. The project timeline has been extended to June 2025.

Infrastructure for Concessionaires. Provided infrastructure for concessionaires on County-owned properties. Electrical conduit has been laid for food truck spaces at Ashley Pond and at the White Rock Visitor Center. Currently working on aligning Chapter 16 Development Code updates with the County Policy 1735, Use and Rental of County Facilities/Lands.

Business Assistance. Conducted a survey and engaged with local business owners to connect business needs with state/federal funding programs and technical assistance. Developing tools to communicate and coordinate funding opportunities.

Priority: Downtown Revitalization

Revitalize the downtown areas of Los Alamos and White Rock by facilitating development opportunities in accordance with the downtown master plans.

Commercial Building Permits: 88 issued (Turnaround time: three days)

Development Code. In December 2022, Council adopted a revised Development Code to update zoning specifications, streamline standards, and align future development with the Comprehensive Plan. In 2024, Council approved two ordinances to amend the Development Code to clarify language, resolve inconsistencies, correct errors, add omitted text, and clarify authorities and responsibilities. This Code Clean-Up will continue into 2025. The Clean-Up involves a series of text amendments submitted in phases, each focusing on specific Code sections and topics, such as open space zoning, accessory dwelling units, mobile food vending, and temporary signs. Additionally, a Comprehensive Plan Update is expected to begin in Q4 2025 and will include continued discussion on parking requirements.

Metropolitan Redevelopment Areas (MRAs). Conducting analysis of the realignment of Longview Drive in the White Rock MRA to support redevelopment in the designated area. Approved the preliminary plan for the Sherwood Rounds project in the White Rock MRA. Completing work on the MRA Plan for East Downtown Los Alamos in cooperation with New Mexico MainStreet and Los Alamos Commerce and Development Organization. Two town halls were held for public outreach coupled with two public feedback opportunities on the Los Alamos MRA.

Priority: Tourism and Special Events

Sponsor special events, support major employer and community events, and promote tourism by enhancing amenities, utilizing facilities and contract services, and encouraging overnight stays.

Visitor’s Website. Launched the new VisitLosAlamos website in July 2024 to feature attractions in and around the County and scheduled community events.

Events. Collaborated with Los Alamos MainStreet, the Family YMCA, and other partners on ScienceFest, Summer Concert Series, Senior Appreciation Night, and other special events throughout the year. Started the Gymkhana program, with the equestrian community, which consisted of six planned events for 2024.

Statistics: The Los Alamos History Museum and Fuller Lodge, buildings in use during the Manhattan Project, and the Bradbury Science Museum, owned by Los Alamos National Laboratory, continued to experience high numbers of visitors since the July 2023 release of the award-winning biopic film “Oppenheimer.” Total visitors for 2024 are estimated at some 450,000, down from 2023, but higher than 2022.

Priority: Community Broadband

Provide community broadband as a basic essential service that will enable reliable high-speed internet services throughout the County at competitive pricing.

Broadband Network. Awarded two contracts in November to Bonfire Engineering & Construction LLC to design/construct, $35 million, and manage, $15.9 million, a fiber-to-the-premise (FTTP) open-access network broadband network in the County to provide reliable, high-speed internet services at reasonable costs. The open-access model consists of three tiers: network owner (Los Alamos County), network management (Bonfire), and service providers (multiple ISPs). Design work will begin in January 2025.

Middle Mile Project. Collaborating with San Ildefonso Pueblo to complete the middle-mile project, a second fiber line for a high-speed broadband network. Provided a $2 million match for the Pueblo for a New Mexico Office of Broadband Access and Expansion (OBAE) grant aimed at completing the second fiber line. Finalizing agreements with the Pueblo to construct the new fiber line and to ensure long-term County use of portions of the fiber line. The project is expected to be completed by June 2025. Los Alamos County is not eligible for the Broadband Equity, Access, and Deployment (BEAD) grant.

Goal: Quality of Life

Priority: Health, Wellbeing, and Social Services

Improve access to behavioral, mental, and physical health and social services and amenities to address identified issues and promote wellbeing in the region.

Comprehensive Health Plan. Adopted the Los Alamos County Comprehensive Health Plan in December. Developed by Social Services staff and members of the Health Council after extensive research, listening sessions, and surveys with community members and partners, this plan will guide health, wellness, and social services in the County for the next five to seven years. Short-term actions were implemented in April, in anticipation of completion of the plan.

Closed-Loop Referral System. Implemented a closed-loop software referral system in May with contracted social service providers to better address social, physical and mental health needs in the community. Completed training for contracted social service providers on the new software.

Youth Programs. Provided support for physical and emotional safe-options for youth through ongoing programs at the Youth Activity Centers and Teen Center. Co-sponsored monthly Hawk Hangouts for middle schoolers, maintaining or surpassing last year's attendance levels.

Opioid Settlement Funds. Approved an amended memorandum of agreement with Los Alamos Public Schools for the use of $75,000 in opioid settlement funds (New Mexico Opioid Settlement Allocation Agreement) to expand substance abuse prevention services, including for prevention specialist positions.

Priority: Diversity, Equity, and Inclusivity

Promote diversity, equity, and inclusivity through community awareness training, targeted events, and expanded opportunities for diverse interests.

Inclusivity Task Force. Established a seven-member task force with a one-year term to determine the need for an ongoing advisory body to study inclusivity issues in the County and recommend to County Council ways to address those issues and promote a feeling of belonging for all community members.

Governmental Alliance. Continued organizational membership in Governmental Alliance on Race and Equity and tracked usage of materials and programs offered.

Training. Implemented staff training offerings, Transgender Cultural Fluency and Working with Our Pueblo Neighbors, and tracked annual participation.

Accessibility. Finalizing design plans for the 37th Street Play lot, Pinon Park Play lot, East Park Basketball Court, and North Mesa Tennis Court to address mobility evaluations per the Americans with Disability Act (ADA) Accessibility Study. Included a .4-mile ADA-accessible trail for those with mobility issues into Kinnikinnik Park Trail currently under construction.

Priority: Mobility

Improve and expand access to, and all-ability accommodations for, alternative modes of travel including public transit, cycling, and walking amenities and services.

Complete Streets. Continuing to incorporate complete streets guidelines into all road design, construction, and maintenance activities to ensure that multimodal transportation options, such as pedestrian improvements and bike lanes, are integral to all project feasibility and implementation reviews.

Transit Service. Continuing to focus on optimizing performance of Atomic City Transit (ACT), extending the service life of the fleet and facilities, and collaborating with regional public and private transportation providers to maximize service delivery. Implementing the Microtransit software agreement to streamline and integrate on-demand paratransit services and with fixed-route services for greater efficiency.

Transit Staffing. Recruiting and filling vacancies remains a top priority. Staffing shortages continue to hinder the ability to deliver full services such as reinstating suspended routes and offering weekend service while staffing the Bandelier route.

Transit Ridership. Fixed-route ridership in 2024 experienced a 36% decrease compared to the pre-pandemic year of 2019. Express route ridership has shown gradual improvement, but still reflects a 24% decline compared to 2019. The stagnation in ridership growth is mainly attributed to driver shortages and reduced service levels.

Transit Hub. Conducting a feasibility study for potential transit center(s) in Los Alamos and White Rock, aimed at enhancing transit services. Evaluating the benefits and costs of possible locations, which could include connections between bus lines, park-and-ride facilities, and mixed-use development. Gathering input from transit partners including Atomic City Transit, New Mexico Park & Ride, North Central Regional Transit District, and Los Alamos National Laboratory.

Priority: Educational, Historical, and Cultural Amenities

Promote educational and cultural opportunities, in coordination with community partners, and provide for the preservation and restoration of historic buildings and the protection of archaeological sites.

Women's Dormitory. The design for the renovation project for the Women’s Dormitory, slated for use and interpretation by the Manhattan Project National Historical Park, is at the 60% completion stage. Design review meetings were coordinated with various County staff and the National Parks Service. Site rezoning for institutional use was approved in December to allow an accessory structure with a stand-alone restroom. The site plan review is scheduled for January 2025. The project is expected to go out for bid in mid-2025.

Historic Walking Tours. Updating the Historical Walking Tour with 22 new signs, replacing the previous 12 signs. Adding an audio guide option is planned to meet ADA needs and to enhance the tour. Distributed the updated Historical Walking Tour brochure in the spring to the History Museum and to all visitor materials kiosks across the County. Digital displays located in the Municipal Building, Fuller Lodge, and the White Rock Visitor Center, play video tours of Fuller Lodge and the Historic District. The videos are scheduled to be updated in 2025.

Historic Properties Master Plan. Developing a master plan for historic properties in the County, to include the recently purchased Baker House, an important asset within the Fuller Lodge National Register Historic District, and considering options for public access and use.

Library Programs. Continued the library's ongoing commitment to community engagement across various age groups. Hosted some 800 literacy, arts and cultural programs that reached some 19,000 persons, offering activities for youth, teens, adults, and families, including story time, music, movement, and book discussions. Held the third annual Atomicon event with 800 attendees.

Partnering with Public Schools. Partnered with public schools on supplemental programming opportunities to host an eclipse viewing event that attracted 1,800 community members of all ages. Engaged in after-school activities through Hawk Hangout, and participated in Senior Appreciation Night. Also hosted 15 visits from school classrooms, further strengthening community involvement and educational outreach.

Priority: Open Space, Parks, and Recreation

Manage County open space and maintain and improve parks and recreation facilities, trails, and amenities as defined by adopted plans and approved projects.

Urban Trail. Completed work on Phase I which includes construction of a 10-foot-wide concrete multi-use trail 0.44 miles between the intersection of Trinity Drive and 20th Street, through the Fuller Lodge grounds, to the intersection of Ponderosa Street and Spruce Street. Continuing work on Phase II which extends construction of the trail an additional 0.46 miles through the wooded area by the tennis courts and along Canyon Road to the rear entrance of the Aquatic Center.

Canyon Rim Trail. Nearing completion of final design and right-of-way acquisitions, to be followed by advertising for bids, for Phase III extension of the trail to 15th Street. Plans for the remaining trail section to 20th Street are pending other economic development efforts. Completed Phase I of the project from Canyon Rim Trailhead to Fire Station 6 in 2010, followed by Phase II which extended the trail to Knecht Street in 2017.

Golf Course. Completed the comprehensive golf course renovation project, including recontouring, new grass, new concrete paths, new tee boxes, new bunker work, and new poles and netting at the practice range.

Ice Rink. Operating the Ice Rink for a second season with a temporary chiller, with plans to install a permanent chiller for future seasons. Initiated the process to identify the needs and specifications for a potential shade structure that can be integrated into a future project to replace the aging refrigerated floor of the Ice Rink.

Open Space and Trail Maintenance Plan. Conducted a needs assessment, held several community engagement sessions, and hired a consultant to evaluate the current state of the open space and trails system and to integrate seven existing plans into one unified document for managing the County’s open spaces and trails. Also scheduled monthly volunteer dates for trail maintenance.

Priority: Public Safety

Ensure overall community safety through proactive and sustained implementation of police, fire, hazard mitigation, and emergency response plans.

Crime Rates. Maintained low crime rates in the County. Submitted monthly crime reports through the National Incident-Based Reporting System (NIBRS) to track crime and maintain detailed, incident-based data.

Crime Prevention. The Police Department provided community awareness and safety programs as needed and requested, including active-shooter awareness and school resource officer intervention in schools.

Fire Response. The Fire Department maintained a high level of performance and exceeded its response time goals 90% of the time, following its adopted methodology of continuous improvement.

Emergency Management. Updated emergency operations and hazard mitigation plans and communication initiatives and conducted annual emergency response exercises.

Public Education. Provided public education and outreach efforts, including Wildfire Day and Firefighter for a Day, and distributed public education materials at the CommuniTree and during National Fire Prevention Month.

Fire Stations. Working with DOE to replace two existing fire stations on DOE property with three new stations. Sites have been identified and reserved; two stations are under construction and the third station is still being planned. For replacement of the County-owned fire station near the golf course, conducted three town-hall meetings and approved the same location for construction of the new County station.

Goal: Environmental Stewardship

Priority: Natural Resource Protection

Take actions to protect the wildlife and wildland interface, safeguard water, and mitigate tree loss in the community.

Wildlife Education. Implemented a Wildlife Education Plan, in cooperation with the New Mexico Department of Game and Fish and Pajarito Environmental Education Center, to educate the community about the diverse wildlife in the County and promote the safety of both humans and animals through increased awareness and understanding of coexistence strategies.

Wildlife Interface. Tracked 2024 data for wildlife calls for dead, sick, or injured animals, 204; bears, 82; and other wildlife, 36. Recorded traffic accidents involving wildlife, 90.

Bear-Resistant Carts/Dumpsters. Approved an agreement with a new cart vendor in August. Distributing the first three orders of carts on request, on off-weeks of regular recycling service on scheduled trash collection days. Axles and wheels are assembled in the field to optimize the delivery process and receive more carts per semi-load. Completed distribution of dumpsters, with ongoing repairs as needed.

Tree Maintenance. Developed a tree inventory for all county-owned properties to document pest infestation and/or diseases. Continued tree trimming around utility electrical lines, removal of dead branches, and tree replacement on County properties.

Bee City USA Designation. Awarded designation by Bee City USA in February, recognizing the County’s commitment to promoting and protecting the health of bees and other pollinators through concrete actions and public awareness of their importance to ecosystems and agriculture. Established a pollinator garden in April along Bathtub Row, using volunteers to water the garden until it is established.

Priority: Greenhouse Gas Reduction

Establish targets for achieving net-zero greenhouse gas emissions and integrate sustainability and resiliency practices into County policies and operations.

Climate Action Plan. Completed a greenhouse gas inventory in December2023 and adopted a Climate Action Plan (CAP) in November 2024. The CAP provides a focused roadmap, enabling the County to implement effective, targeted policies and programs to reduce emissions to meet climate goals and strengthen community resilience.

EV Charging and Fleet. Identified five locations in the County for EV chargers. Initiated detailed design of system infrastructure. Evaluating proposals from on-call vendor for fleet conversion and EV charging plan and finalizing a task order.

Priority: Carbon Neutral Energy Supply

Achieve carbon neutrality in electrical supply by 2040 through diversified carbon-free electric sourcing, and phase out natural gas supply by 2070 through energy-efficient, all-electric buildings.

Solar Power and Storage. Approved the Foxtail Flats Solar and Storage power-purchase agreements, in February to supply 170 megawatts of solar power from the Four Corners Area as an energy resource for the County and provide 80 megawatts of battery storage, beginning in late 2026.

Energy Efficiency. Utilized available utility usage data to establish baseline monitoring of energy and water usage in County facilities. Entered 12 major facilities into EPA Star Portfolio Manager, an energy tracking tool used throughout the country to measure and compare a building’s energy and water use performance. Examples of energy efficiency incorporated into project plans include 1) installing an electric hot water heater at Mesa Public Library to heat the entire building and eliminating the need to run the gas boiler in the summer, and 2) minimizing the number of crane events to place and remove the temporary and permanent ice rink chiller.

Priority: Water Conservation

Reduce potable water use and increase non-potable water use and water harvesting for irrigation where suitable.

WRWRRF. The White Rock Water Resource Reclamation Facility (replacing the White Rock Wastewater Treatment Plant) was completed in October and is fully operational. The new WRRF produces class 1A effluent, the highest-quality designation suitable for irrigation at parks and school grounds.

Potable Water Use. Reduced potable water use in 2024 to 111.84 gallons per capita per day, exceeding utility goals to reduce use by 12% from 143 gallons per day in 2020 to 126 gallons per day by 2030.

Leak Detection. Began utilizing advanced metering infrastructure reports to identify water leaks and notify homeowners via phone, email, or door notification to reduce water usage.

Priority: Waste Management

Manage waste responsibly by diversion of solid waste from landfills through recycling, re-use, composting, and waste reduction programs and zero-waste education campaigns; and pursue efficient long-term solutions for disposal of solid waste.

Solid Waste Diversion. Diverted approximately 35% of solid waste utilizing a contract for asphalt and concrete crushing and processing into recycled base course approved by the Department of Transportation.

Household Hazardous Waste. Initiated monthly household hazardous waste collection in 2024.

Food Waste Composting. Working with the DOE on a lease amendment to accommodate a new food waste composting facility at the Eco Station. Developing site infrastructure plans, obtaining equipment quotes, and addressing financial considerations for the composting facility.

Education Campaigns. Utilized various activities including Farmers' Market, Earth Day, Bear Fest, Clean Up Los Alamos Day, Summer Concert Series, and social media posts and press releases to promote household hazardous waste collection, waste reduction and recycling opportunities.

Going Forward

During the 2025 County Council strategic planning session, the five goals and 22 priorities were reviewed, refined, and updated to better direct the high-level actions needed to continue progress on the priorities.

The results of the discussions were incorporated into the 2025 Strategic Leadership Plan, which will be used to maintain focus on important issues and enable ongoing initiatives important to the future of our community. 

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