Senator Ben Altamirano New Mexico

SENATE BILL 449
47th legislature - STATE OF NEW MEXICO - second session, 2006
INTRODUCED BY
Ben D. Altamirano

AN ACT
RELATING TO PAYMENT OF WAGES; INCREASING THE MINIMUM WAGE IN THREE PHASES; PREEMPTING LOCAL INCREASES FOR FIVE YEARS; PRESERVING LOCAL INCREASE ORDINANCES IN EFFECT ON FEBRUARY 1, 2006.

BE IT ENACTED BY THE LEGISLATURE OF THE STATE OF NEW MEXICO:
Section 1. Section 50-4-22 NMSA 1978 (being Laws 1955, Chapter 200, Section 3, as amended by Laws 2005, Chapter 302, Section 1 and by Laws 2005, Chapter 306, Section 1) is amended to read:
"50-4-22. MINIMUM WAGES.--
A. An employer [except as provided in Section 50-4-21 NMSA 1978] shall pay the minimum wage rate of five dollars fifteen cents ($5.15) an hour [except that] through December 31, 2006. As of January 1, 2007, an employer shall pay the minimum wage rate of six dollars fifty cents ($6.50) an hour. As of January 1, 2008, an employer shall pay the minimum wage rate of seven dollars ($7.00) an hour. As of January 1, 2009, an employer shall pay the minimum wage rate of seven dollars fifty cents ($7.50) an hour.
B. An employer furnishing food, utilities, supplies or housing to an employee who is engaged in agriculture may deduct the reasonable value of such furnished items from any wages due to the employee.
[B.] C. An employee [subject to Subsection A of this section] who customarily and regularly receives more than thirty dollars ($30.00) a month in tips shall be paid a minimum hourly wage of two dollars thirteen cents ($2.13). The employer may consider tips as part of wages, but the tips combined with the employer's cash wage shall not equal less than [five dollars sixty cents ($5.60) per hour] the minimum wage rate as provided in Subsection A of this section. All tips received by such employees shall be retained by the employee, except that nothing in this section shall prohibit the pooling of tips among employees.
[C.] D. An employee subject to the provisions of Subsection A of this section shall not be required to work more than forty hours in any week of seven days, unless the employee is paid one and one-half times the employee's regular hourly rate of pay for all hours worked in excess of forty hours. For an employee who is paid a fixed salary for fluctuating hours and who is employed by an employer a majority of whose business in New Mexico consists of providing investigative services to the federal government, the hourly rate may be calculated in accordance with the provisions of the federal Fair Labor Standards Act of 1938 and the regulations pursuant to that act; provided that in no case shall the hourly rate be less than the federal minimum wage."
Section 2. A new section of the Minimum Wage Act is enacted to read:
"[NEW MATERIAL] TEMPORARY STATE PREEMPTION; SAVING CLAUSE.--
A. Cities, counties, home rule municipalities and other political subdivisions of the state are prohibited from adopting or continuing in effect any law or ordinance that would increase the minimum wage rates set forth in the Minimum Wage Act. The provisions of this subsection expire on December 31, 2011.
B. A local law or ordinance in effect on February 1, 2006 that provides for a higher minimum wage rate than that set forth in the Minimum Wage Act shall continue in full force and effect until repealed."
Section 3. EFFECTIVE DATE.--The effective date of the provisions of this act is January 1, 2007.
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Today I'll be heading to Santa Fe with the La Clinica de Familia Administrators to visit the NM Legislature on Thursday 27th. Hope to visit with Senator Altamirano etc.

http://www.thedailypress.com/artman/publish/printer_2878.shtml

Local NewsAltamirano named president pro temBy Nov 22, 2004, 15:55
New Mexico Senate Democrats on Saturday nominated Sen. Ben Altamirano, D-Silver City, as president pro tem, The Associated Press reported.If the nomination is approved by Senate Republicans and Democrats, Altamirano will preside over the Senate when the Legislature begins its annual session in January.Because Democrats hold the majority in the chamber, their nominee is expected to be selected to the Senate's top job.However, that is not always the case. Four years ago, Democratic Sen. Manny Aragon was nominated for the post, but lost to fellow Democrat Richard Romero.Because he ran for Congress (unsuccessfully) instead of seeking re-election to the state Senate, Romero won't be back next year.Sens. Dede Feldman of Albuquerque and Tim Jennings of Roswell also sought the pro tem job, but lost the nomination to Altamirano.The senator from Silver City was unopposed this year in his re-election bid.As the longest-serving member of the Senate, having been initially elected in 1971, Altamirano "is well-liked on both sides of the aisle," said Stuart Dyson, spokesman for Senate Democrats."He's a very congenial and friendly legislator who also is very shrewd," Dyson said. "He's been chairman of the Senate Finance Committee in recent years, and has been a fixture on that committee for many, many years."He's our budget guy; the wizard on the budget," Dyson added.The Democrats chose Michael Sanchez of Belen as majority leader over Sens. Carlos Sisneros of Questa and Phil Griego of San Jose, the AP reported.Sanchez, brother of former House Speaker Raymond Sanchez, is chairman of the Senate Judiciary Committee. He has been in the Senate since 1993.Outgoing caucus Chairwoman Bernadette Sanchez said the caucus adopted a rule that a candidate did not need a majority to win, but rather only had to get the most votes among the candidates.The Senate has been without a majority leader since Aragon — elected to the post 10 months after being ousted as president pro tem — left the Senate earlier this year to become president of New Mexico Highlands University in Las Vegas.Sens. Mary Jane Garcia of Doña Ana County and Linda Lopez of Albuquerque tied in a three-senator race for majority whip. The third candidate, Bernadette Sanchez, said another vote — probably today in Santa Fe — will break the tie.

Today was a great day to find Senator Altamirano out walking in front of his home. I was invited on the walk and then in to visit in his home. The Senator is really recovering fast - looks and feels great - his only comment on health was that he has lost 30 pounds and is in no hurry to gain it back.

He is getting ready to go back to work and is looking forward to it with great enthusiasm. He is already working with people on local and State issues. What a great guy.

Senator Ben D. Altamirano, New Mexico Participates in State Strategies to Manage Budget Shortfalls
December 1996
-------------------------------------------------------------------------------Preface and Acknowledgments
In mid-1991, several members of the Foundation for State Legislatures convened to discuss how they could assist in the development of sound state fiscal policy. They concurred that they could pool their resources to examine specific areas of state tax policy and then make recommendations. This group, known as the Foundation Fiscal Partners, supports the Fiscal Affairs Project, a continuing effort to increase, enhance and communicate state fiscal information.

One of the goals of the Fiscal Affairs Project is to improve the dialogue among state legislators, business representatives and other organizations interested in decisions on state fiscal policy. By increasing awareness of different perspectives and improving communication among the participants, these groups can develop an effective partnership to address such concerns as fair and stable tax systems and sound budgeting practices.

The Fiscal Affairs Project has supported the work of the NCSL Fiscal Affairs Program in several ways. Most notably, the project has produced three major publications: (1) Principles of a High-Quality State Revenue System; (2) Fundamentals of Sound State Budgeting Practices; and (3) this report, State Strategies to Manage Budget Shortfalls.

State Strategies to Manage Budget Shortfalls is the work of many contributors: legislators, legislative staff and representatives from the Foundation for State Legislatures. Besides drawing upon the expertise of those who directly participated, the NCSL staff who wrote this report relied on numerous state experts including several NCSL staff with substantive knowledge and expertise on specific state programs.

Corina Eckl, Scott Mackey and Ronald Snell are the principal authors of this report. Other fiscal staff contributing to this report were Arturo Pérez and Mandy Rafool. Any views expressed in this report are the responsibility of the authors and should not be attributed to the participating legislators, legislative staff or sponsoring organizations.

The authors wish to thank the numerous state experts and NCSL staff who provided case studies, offered substantive comments or reviewed sections of the report. These individuals were Don Judy of Kentucky's Legislative Research Commission, Bill Goodman of Arkansas' Bureau of Legislative Research, Liz Hill of California's Legislative Analyst Office, Diane Warriner of Pennsylvania's House Republican Appropriations Committee, Robert Bittenbender of Pennsylvania's Executive Budget Department, Sally Tubbesing of Maine's Legislative Council, Arthur Porter of New York's State-Local Relations Staff, Glen Tittermary of Virginia's Joint Legislative Audit and Review Commission, Betsy Daly of Virginia's Senate Finance Committee, Bill Sheldrake of Indiana's Fiscal Policy Institute, Mike Groesch of Washington's Senate Ways and Means Committee, John Walker of Michigan's Senate Fiscal Agency, Jeffrey Schmied of Arizona's Joint Legislative Budget Committee, Claire Drowota of Tennessee's Oversight Committee on Corrections, Susan Smith of Tennessee's Fiscal Review Committee and Robin Lubitz of North Carolina's Sentencing and Policy Advisory Commission. The NCSL staff assisting with this report were Julie Bell, Brooke Davidson, Martha King, Donna Lyons, Elizabeth Pearson, Laura Tobler, Jack Tweedie, Terry Whitney, Adelia Yee and Judy Zelio.

The authors also extend special appreciation to Carolyn Alvarez for her expert preparation of the text and tables for this report, to Karen Fisher for her comprehensive and precise editing and to Bruce Holdeman for his cover design.

Participating Legislators and Legislative Staff
Senator Ben D. Altamirano, New Mexico
Representative Jeannette Bell, Wisconsin
Dale Bertsch, Legislative Research Council, South Dakota
Paul Dlugolecki, Executive Director, Senate Minority Appropriations, Pennsylvania
Representative William R. Dyson, Connecticut
Representative Kathleen W. Gurnsey, Idaho
J. Donald Judy, Director, Office of Budget Review, Kentucky
Robert Keaton, Office of Fiscal Affairs, Louisiana
Alan Kooney, Legislative Budget & Finance Officer, Legislative Budget & Fiscal Office,
New Jersey
Robert Lang, Director, Legislative Fiscal Bureau, Wisconsin
Gary Olson, Director, Senate Fiscal Agency, Michigan
Dennis Prouty, Director, Legislative Fiscal Bureau, Iowa
Peter Schaafsma, Executive Director, Debt Advisory Commission, California
Richard Stavneak, Joint Legislative Budget Committee, Arizona
Irving Stolberg, former Speaker of the House, Connecticut
Representative Dan Troy, Ohio
Lee Van Riper, Director of Fiscal Studies, Senate Finance Committee, New York
Representatives of the Foundation of Fiscal Partners
American Express Company

Les Goldberg, Vice President, State Government Affairs
Stephen D. Lemson, Manager, State Government Affairs
American Federation of State, County & Municipal Employees

Marcia Howard, Economic Policy Analyst, Department of Public Policy
Ann Kempski, Economic Policy Analyst, Department of Public Policy
Marie Monrad, Associate Director, Department of Public Policy
National Education Association

Joseph A. Falzon, Research Specialist
Ed Hurley, Research Specialist
Philip Morris Management Corporation

Derek Crawford, Director, Government Affairs Planning
Pam Inmann, Regional Director, Government Relations
Tina A. Walls, Vice President, Government Affairs


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Executive Summary
There are many causes of state budget shortfalls, and, because they are interrelated, several often arise simultaneously. The chief causes are weak economic performance, inaccurate revenue and expenditure projections, state tax policies such as excessive use of tax earmarking, state expenditure policies such as unchecked program spending, federal actions such as the imposition of unfunded mandates and court decisions such as those imposing substantial funding obligations on the states.

There are two kinds of budget shortfalls: (1) short-term, temporary shortfalls that result from economic cycles or imprecise revenue or expenditure forecasts and (2) structural shortfalls that result from expenditure growth routinely outpacing revenue growth.

Although policymakers' strategies to resolve budget shortfalls vary, they have a predictable pattern. State officials impose short-term or stop-gap measures, cut the budget, increase revenues or impose some combination of these strategies. Generally, the selection of a strategy depends on the amount of time remaining in the fiscal period, the severity of the shortfall and other actions that have been taken.

Short-term strategies are not intended to deal with fundamental budget problems and may generate only one-time savings or revenues. Their chief advantage is that they typically have an immediate effect on a budget problem. Examples of short-term measures include delaying payments to vendors, deferring tax refunds and accelerating tax collections.

States may also turn to temporary budget cuts to deal with shortfalls. Again, the impact is immediate because the level of state spending is adjusted to fall within estimated available revenues by the end of the fiscal year. Budget-cutting exercises also may provide policymakers with an opportunity to seriously review spending priorities.

Policymakers may opt to raise revenues to deal with budget shortfalls. These revenues may be one-time (e.g., revenue from tax amnesty programs) or long term (e.g., permanent increases in the sales tax rate).

To limit the need to cut the budget or raise taxes, many states have implemented procedures intended to avoid or minimize shortfalls. Among the most common measures are limiting appropriations to a percentage of revenue estimates, imposing contingency budget reductions or trigger mechanisms and creating budget stabilization funds.

In addition to short-term strategies to address budget shortfalls, states also may seek permanent spending reductions in major program areas. Most spending is for elementary-secondary (K-12) education, Medicaid, higher education, corrections and welfare. In combination, these program areas account for about 70 percent of state general fund spending. As a result, policymakers are apt to consider these areas when budget cuts appear inevitable. States have tried strategies that include reducing K-12 foundation aid, implementing Medicaid managed care programs, reducing state funding for higher education, privatizing prisons and implementing welfare reform.

State policymakers also consider expenditures that cut across program lines when implementing budget reductions. For instance, 20 percent of all state spending goes for government employees. To reduce personnel costs, states often implement early retirement programs or privatize certain services. State aid to local governments is another expense that crosses program lines. When looking for aid reductions, states have reduced general purpose revenue sharing or have identified another source of funding to replace state support.

This report explores a variety of strategies that states have used to manage budget shortfalls. It provides information, evaluations and case studies that policymakers can refer to when considering their options. Recommendations regarding which actions to take are not included because lawmakers must assess the potential effectiveness and political feasibility of various options in view of the social, economic and political context of their respective states.



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Introduction
Budget shortfalls are an inevitable occurrence in government finance. Because revenues are tied to the business cycle, economic declines will cause revenues to fall. At the same time, demand for government services typically increases during economic downturns, often pressuring state officials to spend above budgeted levels. Even sound state fiscal planning and management cannot save states from dealing with the effects of business cycle declines, although they may minimize the adverse effects of those declines or buy a state time to make better informed fiscal decisions.



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What Is a Budget Shortfall?
A budget shortfall occurs when spending exceeds revenues during a budgeting period (fiscal year or biennium). As discussed in greater detail in chapter 1, shortfalls occur because:

Revenues do not materialize as projected;
Spending exceeds originally appropriated levels;
Some combination of lower-than-expected revenues and higher-than-expected spending occurs simultaneously; or
State reserves or other potential revenue sources are insufficient to cover planned or unplanned spending.
This report is concerned with general fund budget shortfalls that have the potential of becoming year-end deficits. There are two kinds of budget shortfalls: (1) short-term/ temporary shortfalls that result from economic cycles or imprecise revenue or expenditure forecasts and (2) structural shortfalls that result from the growth of expenditures routinely outpacing the growth of revenues. This report reviews strategies for dealing with both kinds of shortfalls.



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Purpose of This Report
Because most states operate under a constitutional or statutory requirement for a balanced budget, strategies to avoid a deficit are required in most states. The purpose of this report is to explore these strategies. Although fiscal crises can provide opportunities and options for dealing with the state budget that may have been rejected during times of fiscal stability, eliminating a budget shortfall is no easy task. This report will not make the task of addressing budget shortfalls any easier, but it provides useful information and evaluations as policymakers consider options to eliminate shortfalls. It also includes specific state experiences with those strategies.

This report does not make recommendations regarding which actions to take because lawmakers must assess the potential effectiveness and political feasibility of various options in view of the social, economic and political context of their respective states. Furthermore, this report does not attempt to assess the various philosophies on the appropriate role of government: The size of state government and the level of services provided are issues to be determined by the elected officials and citizenry of each state.

This report emphasizes strategies to manage budget shortfalls, which tend to need resolution within a short period of time. It also looks at some state actions that are intended to have a longer-term, positive effect on state budget management.

Short references to relevant publications are included in the text; full citations are contained in the Select Bibliography contained at the end of the report.

As previously noted, budget shortfalls often are the result of both revenue decreases and expenditure overruns, so state officials must consider both sides of the ledger when attempting to eliminate budget shortfalls. This report focuses only on budget strategies to manage shortfalls because good sources of information on revenue options already are available. State Tax Actions, an annual series of reports produced by NCSL, provides a comprehensive list of state tax actions over the past decade. Financing State Government in the 1990s also provides a comprehensive discussion of state revenue issues.

Continue to Chapter 1, Causes of Budget Shortfalls.



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Select Bibliography
Eckl, Corina L. "States Broaden the Scope of Rainy Day Funds." The Fiscal Letter (National Conference of State Legislatures) 17, no. 2 (1995).
Eckl, Corina L. Legislative Authority Over the Enacted Budget. Denver, Colo.: National Conference of State Legislatures, 1992.
Eckl, Corina L. State Deficit Management Strategies. Denver, Colo.: National Conference of State Legislatures, 1987.
Fiscal Affairs Program. State Tax Actions. Denver, Colo.: National Conference of State Legislatures, various years.
Fiscal Affairs Program. State Budget Actions. Denver, Colo.: National Conference of State Legislatures, various years.
Hunzeker, Donna. "State Sentencing Systems and 'Truth in Sentencing.'" NCSL State Legislative Report 20, no. 3 (1995).
Hutchison, Tony. The Legislative Role in Revenue and Demographic Forecasting. Denver, Colo.: National Conference of State Legislatures, 1987.
King, Martha and Steve Christian. Medicaid Survival Kit. Denver, Colo.: National Conference of State Legislatures, 1996.
National Association of State Budget Officers. 1995 State Expenditure Report. Washington, D.C.: National Association of State Budget Officers, 1996.
National Governors' Association and National Association of State Budget Officers. The Fiscal Survey of States. Washington, D.C.: National Governors' Association and National Association of State Budget Officers, 1995.
NCSL Foundation Fiscal Partners. Fundamentals of Sound State Budgeting Practices. Denver, Colo.: National Conference of State Legislatures, 1995.
NCSL Foundation Fiscal Partners. Principles of a High-Quality State Revenue System. Denver, Colo.: National Conference of State Legislatures, 1995.
Pearson, Elizabeth, and Donna Lyons. "Privatization of State Corrections Management." NCSL LegisBrief 4, no. 6 (1996).
Pérez, Arturo, and Ronald Snell. Earmarking State Taxes. Denver, Colo.: National Conference of State Legislatures, 1995.
Rafool, Mandy. State Tax and Expenditure Limits. Denver, Colo.: National Conference of State Legislatures, 1996.
Snell, Ronald, ed. Financing State Government in the 1990s. Denver, Colo.: National Conference of State Legislatures and National Governors Association, 1993.
The Urban Institute, "Cutting Medicaid Spending in Response to Budget Caps," Washington, D.C.
U.S. Advisory Commission on Intergovernmental Relations. "RTS 1991: State Revenue Capacity and Effort." Washington, D.C.: ACIR (1993).

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Written December 1996, posted January 2003, reviewed December 2003
Email statebudget-info@ncsl.org for more information.

SENATOR BEN ALTAMIRANO RUNNING UNOPPOSED IN 2004 ELECTION Good news for New Mexico

Candidate file for June 1 primary election in county

By JIM OWEN
Daily Press Staff

Four contested Grant County races will be on the ballot in the June 1 primary election.

Tuesday was the day candidates for county and legislative offices filed papers with county clerks and the secretary of state's office.

County Commission Chairman Henry Torres faces a challenge by fellow Democrat Joseph M. Mondragon for the District 3 seat on the panel.

Howie Morales will try to derail County Clerk Jeff Carbajal's re-election bid in the Democratic primary.

Three Democrats Alfred L. Sedillo, Mary O. Ortiz and Charlotte D. Benavidez filed for the post being vacated by County Treasurer Rusilia Benavidez.

District Judge Jim Foy will be opposed by J.C. Robinson in the Democratic primary. Allen Smith was the lone Republican to file.

District Judge Henry Quintero and District Attorney Mary Lynne Newell have no opponents in their bids to be elected for the first time, both having been appointed to their positions.

Members of Grant County's state legislative delegation Sen. Ben Altamirano, D-Silver City; Rep. Dianne Hamilton, R-Silver City; and Rep. Manuel Herrera, D-Bayard are unopposed for re-election.

In Catron County, two candidates filed for each of the three positions on the ballot.

Two Reserve residents, Democrat Virginia M. Jaramillo and Republican Carolyn S. Livingston, will vie for the county clerk's position.

Democrat Yvonne K. Milligan and Republican Sarah G. Jones, both of Reserve, are running for county treasurer.

Two longtime Catron County community activists Democrat Howard Hutchinson and Republican Hugh B. McKeen Jr., both of the Glenwood area are seeking the District 3 seat on the County Commission.

The Catron County candidates will be unopposed in the primary, and face off against one another in this fall's general election.

Torres, completing his first term on the commission, said his top priority is to "maintain the health of the county budget."

In his candidate announcement, he called for "orderly growth," and "economic development that is compatible with our environment and available resources."

Torres, a fourth-generation Grant County resident, was born in Faywood and graduated from high school in Deming. He is a U.S. Navy veteran, and a graduate of the Western College of Auctioneering, New Mexico Law Enforcement Academy and state Real Estate Institute.

He was the area supervisor for the New Mexico Livestock Board for more than 25 years, retiring in 1996.

Torres has owned a ranch, been a partner in a livestock auction business, and owned and administered an energy-management firm.

Since 1995, he has been a real estate agent, affiliated with Smith Realty.

"My decision to seek another term is based on what I see as the need for continuity in county government," Torres said. "These past three years, we have seen a lot of positive activity in Grant County government. I want to continue to be part of this positive growth and progress."

Mondragon, a former men's basketball coach at Western New Mexico University, said he has "a vision of seeing Grant County move forward."

"I feel I can bring in a new vision," he told the Daily Press. "I have some real good ideas."

Mondragon said expanding programs for youths will be one of his priorities. He also said county officials "have to find a way to get the budget to where we can help all the departments."

Another urgent need, according to the candidate, is to attract more employers to the county.

Mondragon earned a degree in business administration at WNMU, taught and coached in Cloudcroft, and coached basketball and served as athletic director at a school in Texas.

He recently returned to Silver City after working as a coach in Utah.

Mondragon said he has attended numerous commission sessions, as well as economic-development meetings in the community.

"I am civic-minded," he said. "At this time, I have to take a different path in my career."

Carbajal, a lifelong county resident, was appointed county clerk in February 2002 to finish the unexpired term of former Clerk Gabriel Ramos. Carbajal had been chief deputy clerk since January 1997.

He was president of the New Mexico Association of County Clerks from 1999-2001, and has received numerous hours of training at seminars, according to his candidate announcement.

Carbajal is a certified technician on voting machines' hardware and software. He has lobbied for state legislation affecting county clerks, and was appointed by the secretary of state to various state committees.

"I strongly believe I must give back to the community, so I have devoted myself to several community and school organizations, especially (those involving) Grant County youth," Carbajal said.

He was a member of the Cobre School District Board of Education from 1997-2000, serving as vice president.

Morales was reared in Silver City and graduated from Silver High School. He holds bachelor's and master's degrees from WNMU.

He is a teacher and baseball coach, as well as transition education coordinator in the special education department, for the Cobre District. He formerly taught and coached in the Silver School District.

Morales is in the final year of a doctoral program in learning technology education at New Mexico State University.

He said the county clerk should have "an understanding of, and the ability to apply, the most up-to-date technological advances in records keeping."

"This will enhance productivity of the office, cut down on a needless use of paper, and provide for a more efficient and reliable approach to retrieve information for the public," Morales said in his candidate announcement.

He pledged to be "accessible to the public if elected clerk," design a Web site for the office at no cost to taxpayers, study online voter registration, use his grant-writing ability to seek funding for the county, provide more training for clerk's office employees, and hold voter-registration drives and other events to increase voting.

Sedillo, manager of Bealls Department Store in Silver City the past five years, said he has "always worked in fields closely related to finance."

He has managed 15 to 30 employees at a time, worked with an independent insurance agent in Las Cruces for six years, and was an assistant manager for Anthony's Department Stores for 16 years.

Sedillo promised that he would, as county treasurer, apply his managerial skills, computer technology abilities and experience in finance.

"One of the biggest voter demands I have been approached with is to be able to pay property taxes with a credit card online," he said. "I know the software is out there."

Sedillo asked county resident to contact him with "solid and positive changes or ideas for (the treasurer's) office to become more productive and convenient."

He said he would update tax bills to make them "more user-friendly," attempt to hire more employees during tax time to provide "faster and more courteous service," use the county's Web site to inform taxpayers of tax payment due dates, and update physical and mailing addresses.

Sedillo also wants to "fully automate" the office.

Ortiz, a customer-service manager at Wal-Mart, was reared in Grant County and graduated from Silver High School. She has extensive experience in financial and technical fields, as well as public relations, according to her candidate announcement.

"I am a multitasking person who works for high productivity with little or no sacrifice to quality," Ortiz said. "Being a people person and being able to adapt to any environment helps me create a postive attitude in the workplace."

She said she is "familiar with computers and various software applications."

Ortiz is a former cashier, secretary and assistant branch manager for Beneficial Finance. Later, she was a branch manager with Interstate Securities Co., and a bookkeeper for 10 years for Southwest Services for Handicapped Children and Adults (now known as Life Quest).

In 1994, Ortiz was an enumerator in the county assessor's office. She also served as accounts-payable clerk in the county manager's office for three years, before being reassigned as a budget finance analyst.

Benavidez, a Silver High School graduate and daughter of the outgoing treasurer, owns Mirror Mirage beauty salon. She managed the business for three years before becoming the owner, giving her experience in accounting, purchasing management, public relations, human resources and consulting.

Benavidez has an associate's degree in business administration from WNMU, and completed a tax-preparation training program. She said she has had on-the-job training in the treasurer's office.

"If elected, it will give me the opportunity to get to know and understand the staff," Benavidez said in an advertisement in the Daily Press.

"I will develop performance norms to provide members of the office acceptable standards and personal motivation to perform the tasks on hand," she added. "I have ethical standards and great consideration in working together to establish core values, which are essential in the department."

Benavidez said she is skilled in communication, motivation and delegating authority.

SENATOR BEN ALTAMIRANO RUNNING UNOPPOSED IN 2004 ELECTION Good news for New Mexico

Candidate file for June 1 primary election in county

By JIM OWEN
Daily Press Staff

Four contested Grant County races will be on the ballot in the June 1 primary election.

Tuesday was the day candidates for county and legislative offices filed papers with county clerks and the secretary of state's office.

County Commission Chairman Henry Torres faces a challenge by fellow Democrat Joseph M. Mondragon for the District 3 seat on the panel.

Howie Morales will try to derail County Clerk Jeff Carbajal's re-election bid in the Democratic primary.

Three Democrats Alfred L. Sedillo, Mary O. Ortiz and Charlotte D. Benavidez filed for the post being vacated by County Treasurer Rusilia Benavidez.

District Judge Jim Foy will be opposed by J.C. Robinson in the Democratic primary. Allen Smith was the lone Republican to file.

District Judge Henry Quintero and District Attorney Mary Lynne Newell have no opponents in their bids to be elected for the first time, both having been appointed to their positions.

Members of Grant County's state legislative delegation Sen. Ben Altamirano, D-Silver City; Rep. Dianne Hamilton, R-Silver City; and Rep. Manuel Herrera, D-Bayard are unopposed for re-election.

In Catron County, two candidates filed for each of the three positions on the ballot.

Two Reserve residents, Democrat Virginia M. Jaramillo and Republican Carolyn S. Livingston, will vie for the county clerk's position.

Democrat Yvonne K. Milligan and Republican Sarah G. Jones, both of Reserve, are running for county treasurer.

Two longtime Catron County community activists Democrat Howard Hutchinson and Republican Hugh B. McKeen Jr., both of the Glenwood area are seeking the District 3 seat on the County Commission.

The Catron County candidates will be unopposed in the primary, and face off against one another in this fall's general election.

Torres, completing his first term on the commission, said his top priority is to "maintain the health of the county budget."

In his candidate announcement, he called for "orderly growth," and "economic development that is compatible with our environment and available resources."

Torres, a fourth-generation Grant County resident, was born in Faywood and graduated from high school in Deming. He is a U.S. Navy veteran, and a graduate of the Western College of Auctioneering, New Mexico Law Enforcement Academy and state Real Estate Institute.

He was the area supervisor for the New Mexico Livestock Board for more than 25 years, retiring in 1996.

Torres has owned a ranch, been a partner in a livestock auction business, and owned and administered an energy-management firm.

Since 1995, he has been a real estate agent, affiliated with Smith Realty.

"My decision to seek another term is based on what I see as the need for continuity in county government," Torres said. "These past three years, we have seen a lot of positive activity in Grant County government. I want to continue to be part of this positive growth and progress."

Mondragon, a former men's basketball coach at Western New Mexico University, said he has "a vision of seeing Grant County move forward."

"I feel I can bring in a new vision," he told the Daily Press. "I have some real good ideas."

Mondragon said expanding programs for youths will be one of his priorities. He also said county officials "have to find a way to get the budget to where we can help all the departments."

Another urgent need, according to the candidate, is to attract more employers to the county.

Mondragon earned a degree in business administration at WNMU, taught and coached in Cloudcroft, and coached basketball and served as athletic director at a school in Texas.

He recently returned to Silver City after working as a coach in Utah.

Mondragon said he has attended numerous commission sessions, as well as economic-development meetings in the community.

"I am civic-minded," he said. "At this time, I have to take a different path in my career."

Carbajal, a lifelong county resident, was appointed county clerk in February 2002 to finish the unexpired term of former Clerk Gabriel Ramos. Carbajal had been chief deputy clerk since January 1997.

He was president of the New Mexico Association of County Clerks from 1999-2001, and has received numerous hours of training at seminars, according to his candidate announcement.

Carbajal is a certified technician on voting machines' hardware and software. He has lobbied for state legislation affecting county clerks, and was appointed by the secretary of state to various state committees.

"I strongly believe I must give back to the community, so I have devoted myself to several community and school organizations, especially (those involving) Grant County youth," Carbajal said.

He was a member of the Cobre School District Board of Education from 1997-2000, serving as vice president.

Morales was reared in Silver City and graduated from Silver High School. He holds bachelor's and master's degrees from WNMU.

He is a teacher and baseball coach, as well as transition education coordinator in the special education department, for the Cobre District. He formerly taught and coached in the Silver School District.

Morales is in the final year of a doctoral program in learning technology education at New Mexico State University.

He said the county clerk should have "an understanding of, and the ability to apply, the most up-to-date technological advances in records keeping."

"This will enhance productivity of the office, cut down on a needless use of paper, and provide for a more efficient and reliable approach to retrieve information for the public," Morales said in his candidate announcement.

He pledged to be "accessible to the public if elected clerk," design a Web site for the office at no cost to taxpayers, study online voter registration, use his grant-writing ability to seek funding for the county, provide more training for clerk's office employees, and hold voter-registration drives and other events to increase voting.

Sedillo, manager of Bealls Department Store in Silver City the past five years, said he has "always worked in fields closely related to finance."

He has managed 15 to 30 employees at a time, worked with an independent insurance agent in Las Cruces for six years, and was an assistant manager for Anthony's Department Stores for 16 years.

Sedillo promised that he would, as county treasurer, apply his managerial skills, computer technology abilities and experience in finance.

"One of the biggest voter demands I have been approached with is to be able to pay property taxes with a credit card online," he said. "I know the software is out there."

Sedillo asked county resident to contact him with "solid and positive changes or ideas for (the treasurer's) office to become more productive and convenient."

He said he would update tax bills to make them "more user-friendly," attempt to hire more employees during tax time to provide "faster and more courteous service," use the county's Web site to inform taxpayers of tax payment due dates, and update physical and mailing addresses.

Sedillo also wants to "fully automate" the office.

Ortiz, a customer-service manager at Wal-Mart, was reared in Grant County and graduated from Silver High School. She has extensive experience in financial and technical fields, as well as public relations, according to her candidate announcement.

"I am a multitasking person who works for high productivity with little or no sacrifice to quality," Ortiz said. "Being a people person and being able to adapt to any environment helps me create a postive attitude in the workplace."

She said she is "familiar with computers and various software applications."

Ortiz is a former cashier, secretary and assistant branch manager for Beneficial Finance. Later, she was a branch manager with Interstate Securities Co., and a bookkeeper for 10 years for Southwest Services for Handicapped Children and Adults (now known as Life Quest).

In 1994, Ortiz was an enumerator in the county assessor's office. She also served as accounts-payable clerk in the county manager's office for three years, before being reassigned as a budget finance analyst.

Benavidez, a Silver High School graduate and daughter of the outgoing treasurer, owns Mirror Mirage beauty salon. She managed the business for three years before becoming the owner, giving her experience in accounting, purchasing management, public relations, human resources and consulting.

Benavidez has an associate's degree in business administration from WNMU, and completed a tax-preparation training program. She said she has had on-the-job training in the treasurer's office.

"If elected, it will give me the opportunity to get to know and understand the staff," Benavidez said in an advertisement in the Daily Press.

"I will develop performance norms to provide members of the office acceptable standards and personal motivation to perform the tasks on hand," she added. "I have ethical standards and great consideration in working together to establish core values, which are essential in the department."

Benavidez said she is skilled in communication, motivation and delegating authority.