Annual Report 

CY 2005
 May 1, 2006 

 

Southwest Border HIDTA (SWBH) New Mexico Region (NMR) 

2005 Annual Report 

I. Executive Summary 

Illegal drugs continue to affect virtually every aspect of our society. The HIDTA program is 

designed to significantly disrupt the market for these illicit activities. It can be said that every 

time illegal drugs and associated drug assets are seized, the regional market place for illegal 

drugs suffers a setback. These seizures hit drug trafficking organizations (DTOs) hard, affecting 

their profitability, and frequently their ultimate survival. By disrupting the drug supply chain, 

particularly at the multi-state or international level, law enforcement impacts the drug flow 

before it ever reaches the individual user. Law enforcement activities, of course, also have a cost. 

A key question emerges, therefore, as to how efficiently and effectively public dollars are being 

spent on these objectives. This report answers those questions. During this past reporting period, 

the New Mexico Region (NMR) initiatives disrupted the market for illegal drugs by meeting or 

exceeding most of their performance targets for the year, and they did so in a cost effective 

manner. The following highlights this success: 

 To maximize results, the NMR facilitates cooperation and joint efforts between different 

law enforcement organizations. There were over 59 federal, state, and local law 

enforcement agencies participating in the NMR law enforcement initiatives and task 

forces. With support from the NMR Investigative Support Center, regional initiatives 

continue to make significant progress in identifying, investigating, and dismantling or 

disrupting the area’s most dangerous and prolific DTOs, drug dealers, money launders, 

smugglers, transporters, fugitives, and violent criminals. 

 Illicit drugs are extremely profitable for the illegal organizations that traffic them. 

Unmistakably, removing those profits affects them at every level in some manner or the 

other. During 2005, almost $57,180,820 dollars in illicit drug profits were permanently 

removed from the balance sheets of regional and corporate DTOs. To the largest 

legitimate corporation this would be a serious financial blow. Its impact on an illegal 

DTO is greater yet, and represents a sizeable reduction in illicit drug availability. 

 Fighting the battle against illicit drug trafficking costs money. One can take great 

comfort; however, from the fact that every NMR budget dollar spent on law enforcement 

prosecution and investigative support activities, contributed to removing $47,182,000 in 

illicit drugs from the market and seizing $9,998,820 of drug-related assets. Thus, the 

NMR initiatives achieved a combined Return-on-investment (ROI) of $7 for every $8 of 

NMR funds invested. 

• HIDTAs exist to disrupt and dismantle DTOs. At the beginning of 2005, NMR HIDTA 

initiatives identified 110 DTOs and targeted 99 of those identified. By the end of the year 

100% of these targeted DTOs, and money laundering organizations were disrupted. In 

addition, 15 DTOs were totally dismantled. A significant achievement. 

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• During the year, 491 additional DTOs were identified, of which 473 were also targeted. 

Four hundred five of these new “targets of opportunity” were disrupted by years end, and 

72 more were totally dismantled. 

• Combining the DTOs targeted at the beginning of 2005 with those targeted later in the 

year, 87 DTOs were dismantled, removing their illegal activities from the marketplace. 

• The NMR strives to investigate larger, more complex DTOs where the greatest positive 

impact can be achieved. Disrupting or dismantling a large complex DTO generally takes 

longer than stopping a street level operation, but doing so can substantially reduce the 

illicit drug marketplace. As illustrated by the statistical measures contained throughout 

this Annual Report, during CY 2005, the NMR initiatives targeted more complex cases 

involving larger DTOs. More specifically, it handled 9 OCDETF cases of which 1 

involved multi-state DTOs and 6 were international in scope. 

• One NMR initiative targeted a transportation and distribution DTO linked to an 

international CPOT in 2005. This Title III investigation targeted and consequently 

arrested 25 local members of the organizations distribution cells located in El Paso, Texas 

and southeastern New Mexico. A spin off Title III investigation resulted in the arrest of 

25 additional members of the organizations transportation and money laundering cells, 

along with the seizure of 11 pounds of methamphetamine and $5 million in drug profits 

which are currently being pursued for forfeiture. This DTO was capable of distributing 

40-60 pounds of methamphetamine per week or 3120 pounds per year to southeastern 

New Mexico alone. This DTO, while being thoroughly dismantled, produced significant 

investigative leads that are currently being pursued by five other HIDTAs. 

• NMR initiatives identified 9 and targeted 8 money laundering DTOs in 2005. Of these, 

none were dismantled and 7 were disrupted. Intelligence indicated that 3 of these money 

laundering DTOs combined has the potential to launder over 12 million dollars in drug 

profits per year. 

The NMR continues to play a leading role in assisting the law enforcement, prosecution and 

investigative support initiatives with their information sharing and training needs. Information 

sharing and training support form the “glue” that binds these initiatives together by promoting 

and facilitating greater efficiency and effectiveness. 

II. Introduction 

The Southwest Border HITDA (SWBH) New Mexico Region (NMR) is pleased to present this 

Annual Report documenting its activities during the last calendar year. To fully appreciate the 

SWBH NMR’s achievements, it is important to understand how each HIDTA is structured and 

why it exists. The Director, Office of National Drug Control Policy (ONDCP), designates 

regions with critical drug trafficking problems adversely impacting the United States as High 

Intensity Drug Trafficking Areas (HIDTAs). By design, HIDTA Offices are located in these 

areas. Thus, the national HIDTA program, composed of 28 individual HIDTAs spread 

throughout the nation, is uniquely situated to counteract this illicit activity. HIDTAs play a 

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significant role in addressing real world drug and drug-related problems, and offer real world 

solutions. The (NMR) is no exception. The NMR has fostered cooperative and effective working 

relationships with over 59 federal, state, and local agencies in its quest to disrupt or dismantle 

DTOs. These working relationships are embodied in the NMR HIDTA initiatives. A detailed 

description of each initiative can be found in the NMR 2005 Strategy, which is available from 

the Directors Office. 

The NMR law enforcement initiatives have established priorities that focus on immobilizing 

DTO’s, especially those involved in the importation, transportation and distribution of illegal 

drugs, as well as those involved in illicit drug related crimes that have the greatest adverse 

impact on the quality of life in the State of New Mexico. A concentration on disrupting and 

dismantling Black Tar Heroin distribution is another substantial commitment by investigative 

and prosecution agencies in New Mexico. There is a determined effort to counter drug 

movement into and through New Mexico and to arrest those who conceal and export proceeds 

from illegal drug sales within New Mexico. This is exemplified by the continuing enhancements 

to regional investigative and interdiction initiatives. These priorities are supported by a strong 

commitment from federal and state prosecutors to provide timely prosecutions and sound legal 

advice. 

To achieve meaningful results, each HIDTA needs clear goals (the HIDTA Program Goals); a 

recognition of the challenges faced (a Threat Assessment); a plan to get there (a strategy with 

quantifiable performance targets); and a way to document achievements (an Annual Report). The 

over all HIDTA mission is embodied by the National Program Mission Statement: 

The mission of the High Intensity Drug Trafficking Areas (HIDTA) Program is to disrupt 

the market for illegal drugs in the United States by assisting federal, state and local law 

enforcement entities participating in the HIDTA program to dismantle and disrupt drug 

trafficking organizations, with particular emphasis on drug trafficking regions that have 

harmful effects on other parts of the United States. 

During the previous calendar year, the NMR Director and Executive Board worked closely with 

law enforcement and local HITDA staff to develop a vision of the future which clearly reflects 

what outcomes HITDA initiatives seek to achieve. 

New Mexico Region Vision Statement 

. The New Mexico Region of the SWB HIDTA will in the next five (5) years expand the 

operations of the Intelligence Support Center by establishing a centrally located watch center to 

provide 24/7 operational support; run 100% more case and event de-conflictions and a more

effective pointer system with all federal state and local enforcement agencies; increase the 

number of Intelligence Analysts by fifty (50) to support more intelligence driven investigations; 

establish ISC Nodes in Albuquerque, Farmington, Santa Fe, Roswell, Carlsbad and Deming; 

install Title III equipment in all nodes to develop higher level investigations in coordination with 

other HIDTAs; and develop an intelligence phase of an enforcement program for operations on 

American Indian Land in Arizona and New Mexico. 

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New Mexico Region Mission Statement 

The mission of the NM Region HIDTA Program is to reduce drug availability by creating 

intelligence-driven drug task forces aimed at eliminating or reducing domestic drug trafficking 

and its harmful consequences. This is accomplished through initiatives that enhance and help to 

coordinate drug trafficking control efforts among federal, state and local law enforcement 

agencies. This mission will develop a synchronized system involving coordinated intelligence, 

interdiction, investigation, and prosecution efforts to measurably reduce drug trafficking; thereby 

reducing the impact of illicit drugs in this state and other areas of the country. To accomplish its 

mission, the goals of the New Mexico Region will include the goals and core measures outlined 

in ONDCP Program Guidance. These goals include threat specific outcomes that have been 

determined to be unique to a given area: 

 Reducing the transshipment of drugs into and through New Mexico by identifying and 

disrupting transportation organizations through interdiction efforts. 

 Aggressively pursuing follow-up investigations of drug interdictions to effectively 

disrupt and dismantle drug trafficking organizations. 

 Reducing the distribution of drugs. 

 Targeting to disrupt/dismantle heroin distribution organizations. 

 Pursuing money movement activities. 

 Pursuing aggressive prosecution of individuals involved in drug trafficking/distribution 

organizations. 

 Increasing drug intelligence sharing. 

 Pursing intelligence-driven investigations. 

Reporting Period: This Annual Report covers the reporting period January 1, 2005 to December 

31, 2005. 

Budget Allocation: During this reporting period, ONDCP allocated a baseline $7,558,124.00 

budget for the NMR; along with $1,490,000.00 in supplemental CPOT, Highway Interdiction 

and Special Projects funds, for a total of $8,453,902.00. The NMR strives to minimize any 

expenditure that does not directly address achieving their primary objectives. Accordingly, the 

NMR allocates 100% of its allocation directly to its participating initiatives and their operational 

support costs. 

Geographic Area of Responsibility:

New Mexico – Counties: Bernalillo (Designated in 1994), Chaves, Dona Ana, Eddy, Grant, 

Hidalgo, Lea, Lincoln, Luna, Otero, (Designated in 1997), Rio Arriba, San Juan, and Santa Fe 

(Designated in 1999). 

The NMR includes 13 of the 33 counties plagued with the most intense drug trafficking in the 

state of New Mexico. They include all (6) of the jurisdictions along the United States border with 

Mexico, and interior counties (7) affected by drug distribution and money laundering activities. 

The blend of rural and urban areas in the Region fosters an ideal habitat for drug smuggling, 

transportation, distribution, production and consumption of illegal drugs. Three International 

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Ports of Entries into the United States, and the 180 miles of open border attributes to the 2,054 

drug enforcement events annually throughout the state. Specifically, highly developed 

transportation, and concealment methods (land, air, and container) open land, interstate corridors 

and intrastate routes facilitate the illegal importation of drugs and exportation of drug proceeds. 

In addition the highly developed communication methods, and technology coupled with the close 

proximity to Mexico, enhances the mobility and success of DTOs by allowing them to maintain a 

command a control outside the reach of U.S. Law Enforcement. 

Antelope 

Wells POE Columbus POE

Santa 

Teresa POE

III. National HIDTA Goals 

HIDTAs nationally have adopted two specific goals to be achieved in meeting the drug 

challenge. These two national goals guide all HIDTA initiatives and activities throughout the 

United States. The NMR is proud to present these national HIDTA program goals, plus concise 

summaries of its Threat Assessment for Budget Year 2005 and resultant Strategy in the 

following sections. The NMR strategy is developed in conjunction with the Southwest Border 

HIDTA Strategy to meet local drug threats according to its individual needs, in conjunction with 

the national objectives. 

Goal 1: Disrupt the market for illegal drugs by dismantling or disrupting drug trafficking 

and/or money laundering organizations; and 

Goal 2: Improve the efficiency and effectiveness of HITDA initiatives. 

The HIDTA Goals represent clear targets for the NMR initiatives. They also provide the 

foundation upon which performance planning and outcome measurement are based. As the NMR 

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develops budget submissions, each NMR initiative must present programmatic and fiscal 

requests that are based on the Threat Assessment; must articulate how the initiative’s funding 

request directly addresses the threat; set realistic performance measures; and each initiative must 

eventually provide specific information on how the funding has allowed the NMR to meet its 

desired outcomes. The NMR initiatives are developed within clear national guidelines governing 

all HITDA activities and expenditures. 

The NMR Executive Committee (EC) is involved in all aspects of the NMR Intelligence, 

Investigation, Interdiction and Prosecution activities. The EC provides a forum to share 

important trends in drug trafficking, gathers information on which drugs are being distributed 

throughout the region, and identifies DTOs. The EC also addresses important administrative 

issues in its oversight capacity. The EC has established an Intelligence Subcommittee that 

supports NMR initiatives and its participating agencies on a wide variety of intelligence issues, 

training, computer technology and other matters. The NMRs success is measured by results, and 

each initiative is fully accountable for its success or failure in meeting its objectives. 

IV. Summary of Threat Assessment for Budget Year 2005

New Mexico is a major corridor for illegal drugs that are smuggled into the United States. Its 

geography continues to be the most salient factor in the drug trafficking threat posed in New 

Mexico. The open border areas between Ports of Entry (POE), coupled with the crosscompartmentalized terrain in the “Boot Heel” area of Southwest New Mexico, and access to 

major road networks makes this area the most vulnerable for law enforcement. Interstate 

highway 40 in central New Mexico is a critical east-west line of communication connecting New 

Mexico to both Arizona and Texas and is a viable alternative to traffickers that move drugs 

and/or drug proceeds into and through New Mexico. Limited law enforcement presence along 

the border coupled with a lack of natural or man made obstacles along the border increase the 

drug smuggling threat. Methamphetamine continues to be a predominant drug threat throughout 

New Mexico both in terms of transportation and distribution. Heroin is the most significant drug 

threat in New Mexico in terms of abuse. The threat is highly localized in the northern counties of 

Rio Arriba, Bernalillo, and Santa Fe. Cocaine and Marijuana continue to be primary 

transportation threats throughout New Mexico. The abuse and trafficking of Other Controlled 

Substances and the diversion and abuse of pharmaceuticals poses a minimal threat to New 

Mexico. Bulk cash shipments, wire transfers, casinos, remittance businesses, and used car 

businesses appear to account for a majority of the money laundering activity in New Mexico. 

V. HIDTA Strategy Summary 

The New Mexico Region integrated systems approach will use intelligence to synchronize efforts 

of investigations, interdiction, prosecution and support. This will be in direct support of multijurisdictional initiatives that focus on teamwork, accountability and intelligence sharing. FY 

2005 New Mexico Regional initiatives will focus on continuing efforts to reduce the 

transshipment/distribution of drugs and money movement activities. The New Mexico Region 

emphasizes the development of Consolidated Prioritized Organization Targets (CPOTs), 

Regional Prioritized Organization Targets (RPOTs) and Organized Crime Drug Enforcement 

Task Force (OCDETF) level cases initiated through interdiction and investigative efforts. 

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To combat the identified drug threat that exists in New Mexico, federal, state and local law 

enforcement agencies have combined their efforts with multi-jurisdictional 

collocated/commingled drug task forces and initiatives. These intelligence-driven task forces will 

pursue coordinated efforts to reduce the smuggling and transshipment of drugs into and through 

this state. The New Mexico Region FY 2005 Strategy will continue interdiction activities 

targeted at drug transshipments into and through New Mexico. The Strategy will include 

extensive systematic follow-up investigations, involving intelligence analysis and sharing, and an 

aggressive prosecution structure that will be focused at CPOT/RPOT level cases in accordance 

with ONDCP guidelines. The New Mexico Regional initiatives consist of federal, state and local 

law enforcement agencies whose combined efforts focus on disrupting and dismantling local, 

regional, national and international level drug and money laundering organizations. 

 

VI. HIDTA Performance Measures 

HIDTAs nationwide are now using Performance measures instituted in 2004 to quantify and 

track HIDTA targets and monitor HIDTA results. The Performance Management Process (PMP) 

uses the 2005 Annual Report to illustrate the effectiveness and efficiency of the NMR HIDTA as 

compared to the previous year. The next series of tables and charts present specific outputs and 

efficiency measures organized in NMR Goal order. 

A. Performance Measures for Goal 1 

Table 1 – Percentage of DTOs and MLOs Disrupted or Dismantled in 2005 

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Table 2 - Percentages of DTOs Disrupted or Dismantled by Scope, 2005 

Table 3 - Percentage of Money Laundering Organizations Disrupted or Dismantled by 

Scope, 2005 

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Table 4 - Operational Scope of all DTO Cases Initiated, 2005. 

HIDTA’s across the nation target organizations that ply this illegal trade, and are dedicated to 

stopping them. Tables 1 through 4 reflect the impact the NMR initiatives had on DTOs, not only 

with the NMR itself, but also nationally and internationally. At the beginning of each year, NMR 

initiatives continue investigating DTOs that have been previously identified, most of which will 

also have been specifically targeted for disruption or total dismantlement. Table 1 shows that as 

of January 2005 NMR initiatives had dismantled all DTOs from 2004 with the exception of 47 

DTO’s still under investigation. Of these, 35 were targeted for either disruption or 

dismantlement. During the course of the year, the initiatives identified 185 additional DTOs, all 

of which were targeted. By the end of the calendar year 2005 the NMR disrupted 28 and 

dismantled 2 others originally identified in the beginning of 2005 but not originally targeted. In 

addition, the NMR disrupted 94 and dismantled 35 from among the 185 additional DTOs 

identified during the calendar year. Thus, a total of 159 DTOs were disrupted or dismantled. In 

short, of the 185 DTOs identified in the reporting period, 55% of the 220 targeted for action were 

disrupted or dismantled. 

Traditionally, law enforcement has been most successful at the street dealer level. These “smalltime” operators were less sophisticated than the larger better financed DTOs and, consequently 

presented easier targets. More emphasis needed to be placed on larger DTOs where a disruption 

or dismantlement would have greater impact on the marketplace. HIDTAs are geared to attack 

the problem at the upper levels. Table 2 explains NMR success in terms of the operational scope 

of the DTOs identified and targeted in calendar year 2004. Of the 185 DTOs identified, 115 

(64&51) operated beyond the NMR in multiple states, or were involved in international 

operations. NMR initiatives targeted 109 (60&49) of these major operations, disrupting 65 

(41&24) and totally dismantling 12 of the larger targeted DTOs. Forty-three of the 60 targeted 

international DTOs were dismantled or disrupted. While this was slightly short of the targeted 

number, it still reflects the NMR commitment to identify, target and dismantle or disrupt largescale drug operations. 

Table 2 also demonstrates the NMR’s commitment to reduce retail drug sales by targeting 111 

local DTOs. This attention to local DTOs resulted in 57 disrupted and 25 dismantlemented. 

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Attacking street level traffickers in conjunction with the larger DTO targets has a ripple effect in 

the drug supply chain. Taking off a small dealer, even though the drug quantity seized may be 

small, impacts the ability of international and multi-state DTOs to get their drugs into the hands 

of drug users, thus helping to reduce the efficiency and effectiveness of this black market 

industry. 

The drug trade for the most part is based on cash sales. Attacking the profits of drug dealers, 

therefore, is a very constructive approach to disrupting the drug market. As reflected in Table 3, 

NMR initiatives identified 6 money laundering DTOs and targeted 5 during CY 2005. Of these, 

none were dismantled and 3 were disrupted. 

The NMR stresses the importance of developing cases having the potential to qualify for 

OCDETF designation. Of the 105 cases opened in 2005, 8 received OCDETF designation. Of the 

64 international DTOs targeted, NMR initiatives developed enough information to cause 6 of 

these to be designated as CPOT cases and 8 designated as RPOT cases. Eight of these also 

became OCDETF cases. Table 4 shows that overall, 4 % of all CPOT and RPOT cases opened in 

2005 received OCDETF designation. 

Tables 1-4 clearly reflect the nature of the NMR enforcement efforts and demonstrate its 

effectiveness in achieving its targeted outcomes. In nearly every instance, the NMR achieved or 

exceeded its performance targets. 

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Table 5 - Drugs Removed from the Marketplace, 2005. 

During CY 2005, the NMR made a significant impact on the regions drug trade through its drug 

seizures. Table 5 lists the wholesale values of the respective drugs seized, thus giving a highly 

accurate and true depiction of the economic impact of removing these drugs from the 

marketplace. In this fashion, achieving the NMR goals is more clearly shown in terms of real 

dollar outcomes. 

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Table 6 - Return on Investment (ROI) for Drugs Removed from the Marketplace by Law 

Enforcement Initiatives, 2005. 

Table 7 - Return on Investment (ROI) for Assets Removed from the Marketplace by Law 

Enforcement Initiatives, 2005. 

NMR initiatives seized $48,651,095 in drug assets during CY 2005, thereby reducing availability 

and subsequent abuse. This is ROI of $7 for every $1 of HIDTA funding invested in NMR law 

enforcement, prosecution and intelligence initiatives. It is well recognized, of course, that 

additional law enforcement dollars from agencies outside HITDA for such expenses as officer 

salaries, police overhead etc, also contribute to drug seizures. Table 7 does not attempt to 

calibrate such outside expenses, but focused directly on what the NMR spends. 

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Table 8 -Total Return on Investment (ROI) for Drugs and Assets Removed from the 

Marketplace by Law Enforcement Initiatives, 2005. 

Tables 6, 7, and 8 demonstrate the efficiency of the NMR insofar as removing illicit drug profits 

from the DTOs. As shown in Tables 6 and 7, the NMR used $55,363,000 worth of illicit drugs 

and $8,729.035 in drug assets, each the average of the past three years, as a baseline to estimate 

what it would seize in 2004. Based upon available funding, the NMR invested $6,806,169 

million to achieve these two goals. In both instances the NMR succeeded. 

In all, the NMR permanently removed $48,651,095 in illicit drugs and $15,263,452 in drug 

profits from the marketplace. These rates of return are nearing the results of well run businesses 

in the private sector. Significant benefits were achieved at a low cost. 

Table 9 - Prosecution Initiative Cost per Investigation, 2005. 

The NMR Prosecution Initiatives support the investigative and interdiction initiatives with case 

development, evidence collection, asset seizure, pre-trial preparation, and case presentation. 

NMR prosecutors provide advice, legal counsel and legal assistance on all operational matters to 

ensure compliance with the appropriate state and federal criminal law requirements. Table 9 

indicates that the NMR is operating at 254 % efficiency over projected per annum investigations. 

The cost per investigation also suggests that the NMR concentrated its efforts on more time 

consuming complex cases. The data reported in Tables 1 through 4 supports this finding. 

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Table 10 - Value of Clandestine Methamphetamine Labs Dismantled in 2005, by Size. 

Methamphetamine abuse is an escalating drug problem in many HIDTAs across the country, and 

the NMR region is no exception.. Table 10 shows that NMR initiatives targeted 87 and 

dismantled 109 methamphetamine drug laboratories or various sizes. At a local selling price or 

$650 per ounce on the street, it conversely stopped production of over $143,650 worth of raw 

methamphetamine. 

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Table 11 - Clandestine Laboratory Activities, 2005 

Source NMSP & NMISC 

Table 11 reflects the clandestine methamphetamine precursor and essential chemical activities, 

the outcome of which contributes to achieving the NMR Mission. Chemical dump sites pose a 

significant health hazard for the NMR. Intelligence analysts and initiative investigators combined 

to identify 9 dump sites in 2005, 200% more than anticipated. As a result, these sites have been 

or are in the process of being decontaminated so they will no longer pose a health threat 

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Performance Measures for Goal 2 

Table 12 - NMR Training Efficiency by Year and Type of Training 

Training is essential in improving both the efficiency and effectiveness of NMR operations. The 

NMR provided training to 940 students in 2005 for a total of 15,935 classroom hours. The 

training was designed to improve their computer and analytical skills, bolster their investigative 

knowledge and develop their managerial abilities. This training, which cost the NMR on average 

$2.77 per classroom hour, was provided free of charge to NMR assigned and participating 

agency investigators. These training courses would not have been available without the NMR 

support and funding. 

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Table 13 - Percentage of NMR Initiatives Using Event and Case De-confliction Services, 

2005 

Table 14 - Percentage of Event and Case De-conflictions Submitted, 2005 

Separate law enforcement initiatives, while aggressively pursuing or covering an event, can 

easily cross paths in the field. This can be dangerous if either party is unaware of the other. 

Information which can serve to de-conflict such potential encounters is vital to well coordinated 

policing. The NMR provides such information through its Investigative Support Center. Of the 

16 NMR initiatives eligible to use NMR de-confliction services, 100 % took advantage of these 

valuable tools. Table 13 and 14 depict how well NMR initiatives and participating agencies used 

these services. Event and case/subject de-conflictions increased 95% compared to baseline data. 

These services promote officer safety, conserve and help to coordinate investigations. 

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Table 15 - Percentage of Investigations Provided Analytical Support, 2005 

Note: Analytical Support is defined as: Investigations receiving, from initiation to completion, 3 or more 

major analytical activities to further the investigation. 

Table 16 - Percentage of NMR Initiative Investigations Referred to other HIDTAs and 

Other Agencies, 2005 

Tables 15 and 16 clearly depict the positive outcome achieved by NMR initiatives in the areas of 

Investigation Support and Affiliated Case Referrals. These activities are essential to the NMR in 

improving efficiency and effectiveness through information sharing and coordinated intelligence. 

During CY 2005, NMR referred 725 investigations to other HIDTAs as well as to other agencies. 

The NMR fell short in providing the anticipated number of requests for analytical support. 

However, this is due to the increased level of visibility of the ISC, the increased targeting of 

higher level violators by the NMR initiatives, and the shortage of personnel at the ISC.

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VII. Conclusions 

Cy 2005 marks the first year the NMR has reported initiative operational targets and subsequent 

outcomes using the new Performance Management Process (PMP) efficiency and effectiveness 

performance measurement tables spread throughout this Annual Report. These graphic 

presentations illustrate how both NMR goals are on target. Clear evidence of successful initiative 

productivity is present throughout the report, and one must conclude the inescapable...drug 

availability is being reduced, DTOs are being disrupted or dismantled (Goal 1), and these 

accomplishments are being done efficiently, effectively and at less budgetary cost through 

HIDTA sponsored training and information sharing (Goal 2). 

Cheaper, of course is not necessarily better. Merely because an initiative improves its 

performance without increased funding does not prove efficiency or effectiveness by itself. 

Positive outcomes can also be illustrated by positive behavioral changes exhibited by NMR 

program participants. Key questions to be asked: Are law enforcement agencies working 

together better and more effectively? Is information reaching the people who need it? Have 

traditional barriers among different law enforcement agencies been eroded sufficiently that these 

entities can find a common ground to pursue common goals? Are we making real progress in 

addressing illicit drug trafficking? Has the NMR contributed to achieving these outcomes? The 

results set forth in this CY 2005 Annual Report suggest that all these questions can be answered 

affirmatively. 

Historically, it was uncommon for diverse law enforcement entities to share strategic or 

operational information. Many agencies feared a breach of security or confidentiality if they 

permitted “outsiders” to look at confidential files. Naturally, this stifled many opportunities to 

avoid duplication of effort, and one can only speculate about how many drug and other violent 

crimes remain unsolved because information held by one department or agency was never shared 

with another. Fortunately, in the 14 years the NMR has been in existence, there has been a slow 

but steady positive increase in the number of initiatives, number of participant agencies in each 

initiative, number of queries or data elements shared through the NMR computer infrastructure, 

number of interactions between law enforcement, intelligence and prosecution activities, and a 

significant increase in cooperative, efficient and effective interagency effort. The bottom 

line...interagency barriers are gradually but steadily falling. Technology is also facilitating this 

behavioral transition. Disparate database files that could not be connected in the past can now 

communicate, over high-speed computer networks to share data and facilitate joint law 

enforcement, intelligence and prosecution initiatives. The NM ISC is an active participant in the 

ongoing connectivity pilot program of the National Drug Seizure System (NDSS) connecting the 

El Paso Intelligence Center (EPIC), the Arizona Region ISC, and the California Border Alliance 

Group (CBAG), with the NM ISC. The connectivity is expected to be completed by mid 2005. 

With support from the NMR Investigative Support Center (ISC), law enforcement initiatives 

operating in the NMR continue to make significant progress in identifying, investigating and 

dismantling the most dangerous and prolific drug trafficking organizations operating in New 

Mexico. As the tables and charts presented throughout this report clearly attest, NMR initiatives 

have achieved their primary Goal 1 objectives. 

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Illicit drug availability has been severely reduced. These seizures equated to approximately 

$48,651,095 in street value; a staggering amount removed from the market place. These seizures, 

coupled with drug asset seizures exceeding $15,263,452, have put a major crimp in DTO 

activities. one hundred fifty-nine (159) DTOs were either severely disrupted or totally put out of 

business. Overall, the cost of doing business for the NMR DTOs has been increased by 

$63,914,547. All this was accomplished with fewer dollars spent; precisely the results sought. 

NMR is extremely pleased that its initiatives comply fully with the precepts of Goals 1 and 2. 

Namely, they have been extremely efficient and effective in achieving their results to date, and 

continue to improve going forward. CY 2005 marked a positive turning point in the NMR history 

of fighting illicit drug activities. HIDTA leadership, both nationally and locally, envisioned an 

organization that could do even more than had been accomplished in previous years. It saw an 

organization that could improve by becoming more proactive. NMR initiatives were already 

working harder each year. Now they needed to be working smarter. They needed more planning 

and less reacting. In other words, NMR initiatives must now get in front of the drug trafficking 

curve by outsmarting and outmaneuvering the drug traffickers and abusers. 

For several years the NMR has been developing the necessary technology and expertise to 

facilitate strategic planning to maximize its operational results. NMR leadership saw that the 

initiatives now need to make more use of these tools through more training, and through even 

greater agency participation than had been experienced in the past. During CY 2005, the NMR 

mission was refined, and the organization developed a clear Vision of where it wanted to be, and 

what it wanted to accomplish, recognizing that operational effectiveness can and should be 

measured and held up to the light of accountability. 

Measurable results for each federal dollar spent. This principle was adopted as a key component 

of the new NMR focus on meaningful outcomes. As of CY 2005 and going forward, this is one 

of the main principles that now guide how every NMR initiative approaches its effort to reduce 

drug crime and its harmful consequences. More than 59 federal, state and local agencies in the 

NMR region participate in the NMR law enforcement, investigative support, and prosecution 

initiatives. Proactive thinking is also the touchstone of the NMR local support as, staff strives to 

foster efficiency and effectiveness among and between the initiatives under its guidance, through 

interagency cooperation and information sharing. 

Step one in the NMR strategy for the preceding year was to develop goals and objectives that 

each initiative could embrace, with measurable outputs and outcomes that could form the basis 

for a reasonable means of self assessment and evaluation. The national HITDA goals provided 

the roadmap. The NMR Executive Committee carefully considered the nature of their activities 

and provided the vision and mission. Based on many years of direct experience in the field, 

initiative supervisors, agency managers, and NMR technology provided the necessary 

infrastructure to consolidate available resources, and provided a platform for intelligence 

gathering and information sharing. Thus, NMR gave birth to a working multi-system, where 

every initiative now has a clear set of objectives, and where the cumulative product can be 

measured, evaluated, and fine-tuned as needed. 

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Although the NMR has made considerable progress over the past year, there is still a great deal 

of work left to do. The emergence of internationally-connected drug trafficking organizations; 

the continuing unacceptably high levels of heroin addition and drug related crime in northern 

New Mexico; and, in selected other regional sites, the persistent abuse of methamphetamine, 

cocaine, marijuana, MDMA, and the enduring popularity of synthetic hallucinogens, are all 

threats that the NMR must continue to address. By bringing together criminal justice 

professionals and developing innovative, effective solutions to the region’s drug threats, the 

NMR will continue to lead the effort to protect regional residents from the scourge of illegal 

drugs. 

VIII. Appendices 

A. Table of Organization for the HIDTA. 

B. Table listing the composition of the Executive Board showing local, state, and 

federal affiliation. 

C. List of participating agencies. 

D. HIDTA PMP Matrix 

E. New Mexico Region Initiatives 

IX. List of Tables and Charts 

Table 1 Cost per DTO Disrupted or Dismantled, 2005.......................................................9 

Table 2 Percentage of DTOs Disrupted or Dismantled by Scope, 2005.................................10 

Table 3 Percentage of Money Laundering Organizations Disrupted or Dismantled 

by scope, 2005......................................................................................10 

Table 4 Operational Scope of All DTO Cases Initiated, 2005.............................................10 

Table 5 Drugs Removed from the Marketplace, 2005...................................................12 

Table 6 Return on Investment (ROI) for Drugs Removed from the Marketplace by 

 Law Enforcement Initiatives, 2005................................................................13 

Table 7 Return on Investment (ROI) for Assets Removed from the Marketplace by 

 Law Enforcement Initiatives, 2005...............................................................13 

Table 8 Total Return on Investment for Drugs and Assets Removed from the Marketplace 

 by Law Enforcement Initiatives, 2005...............................................................14 

Table 9 Prosecution Initiative Cost per Investigation...................................................14 

Table 10 Value of Clandestine Methamphetamine Labs Dismantled in 2005, by Size............15 

21
Table 11 Clandestine Laboratory Activities, 2005......................................................15 

Table 12 NMR Training Efficiency by Year and Type.................................................16 

Table 13 Percentage of NMR Initiatives Using Event and Case De-confliction Services, 

 2005.......................................................................................................17

Table 14 Percentage of Event and Case De-conflictions Submitted, 2005..............................17 

Table 15 Percentage of Investigations Provided Analytical Support, 2005..........................17 

Table 16 Percentage of NMR Initiative Investigations Referred to other HIDTAs and 

 Other Agencies, 2005...............................................................................18 

Table 17 Threat Specific Table: Number of Fugitives Targeted and Apprehended, by 

 Year, 2005................................................................................................18

Table 25 Percentage of Intelligence Driven Cases Supported, by Year..............................19 

22
APPENDICIES 

A. TABLE OF ORGANIZATION: 

Office of National Drug Control Policy

National HIDTA Program Office

New Mexico Region

New Mexico Regional Executive 

Committee

Regional Director Budget SubCommittee

Working Group 

SubCommittee

Intelligence 

SubCommittee

Prosecution Initiative

Operation Up The Ladder

Southwest Border HIDTA - New Mexico Region

Southwest Border HIDTA

Southwest Border HIDTA Executive 

Board

New Mexico Investigative 

Support Center

NM HIDTA

Management & 

Coordination

NM HIDTA

Training Initiative

Southern Forensic 

Crime Lab

*DEA HIDTA TF

Also includes NM DPS

Narc. Interdiction TF

*Fugitive Violent Offender TF

** NM Border Operations TF

**NM Enhanced Linew atch

*Regional Interagency DTF

**Region I Multi-Agency DTF

*Region II Narcotics TF

*Region III MJDTF

*Region VI DTF

U. S. Attorney's Office

First Judicial District

Second Judicial District

Third Judicial District

Fifth Judicial District

Sixth Judicial District

Eleventh Judicial District

Tw elfth Judicial District

Watch Center/Tactical Unit

Strategic Unit

Major Investigations

Administration

Information Technology 

Systems Unit

*denotes investigative

**denotes interdiction

Support Enforcement

23
APPENDICES (continued) 

B. NEW MEXICO REGIONAL EXECUTIVE COMMITTEE MEMBERS: 

Chairman: United States Marshal’s Service, United States Marshal Gorden Eden. 

Vice-Chairman: New Mexico State Police, Deputy Chief Richard Newman. 

Dona Ana County Sheriffs Office, Sheriff Juan Hernandez. 

Albuquerque Police Department Chief Gilbert Gallegos. 

Drug Enforcement Administration, Assistant Special Agent in Charge Robert Hartman. 

United States, Attorney’s Office, Supervisory, Assistant United States Attorney Renee Camacho. 

Eddy County Sheriff’s Office, Sheriff Kent Waller. 

Third Judicial District Attorney’s Office, District Attorney, Susana Martinez. 

United States, Bureau of Customs and Border Protection, Chief Patrol Agent Luis Barker. 

United States, Bureau of Immigration and Customs Enforcement, Deputy Special Agent in 

Charge, Ronald Woods. 

Federal Bureau of Investigation, Assistant Special Agent in Charge, Robert Evans. 

San Juan County Sheriff’s Office, Sheriff Bob Melton. 

First Judicial District Attorney’s Office, District Attorney Henry Valdez. 

New Mexico, Sheriff’s & Police Association, Executive Director Jim Burleson. (2004 became a 

voting member) 

United States, Alcohol, Tobacco, & Firearms, Resident Agent in Charge, Wayne L. Dixie, Jr. 

Probation & Parole, New Mexico Department of Corrections, Robert May, (Ex-Officio). 

C: PARTICIPATING AGENCIES: 

1. United States Marshal Service 

2. United States Drug Enforcement Administration. 

3. New Mexico State Police. 

4. Bernalillo County Sheriff’s Office. 

5. Albuquerque Police Department. 

6. Las Cruces Police Department. 

7. Roswell Police Department. 

8. United States Federal Bureau of Investigation. 

9. United States Immigration and Customs Enforcement. 

10. United States Bureau of Customs & Border Protection. 

11. AMTRAK, New Mexico. 

12. Silver City Police Department. 

13. Grant County Sheriff’s Office. 

14. Sun Land Park Police Department. 

15. Dona Ana County Sheriff’s Office. 

16. New Mexico State University Police Department. 

17. First Judicial District Attorney’s Office. 

18. Second Judicial District Attorney’s Office. 

19. Third Judicial District Attorney’s Office. 

20. Fifth Judicial District Attorney’s Office. 

24
21. Sixth Judicial District Attorney’s Office. 

24. Eighth Judicial District Attorney’s Office. 

25. Eleventh Judicial District Attorney’s Office. 

26. Twelfth Judicial District Attorney’s Office. 

27. Farmington Police Department 

28. San Juan County Sheriff’s Office. 

29. Espanola Police Department. 

30. Rio Arriba County Sheriff’s Office. 

31. Santa Fe County Sheriff’s Office. 

32. Los Alamos Police Department. 

33. Chaves County Sheriff’s Office. 

34. Roswell Police Department. 

35. Hobbs Police Department. 

36. Lea County Sheriff’s Office. 

37. Alamogordo Department of Public Safety. 

38. Otero County Sheriff’s Office. 

39. Artesia Police Department. 

40. Carlsbad Police Department. 

41. Eddy County Sheriff’s Office. 

42. Southern Crime Laboratory. 

43. United States Attorney’s Office. 

44. Hidalgo County Sheriff’s Office. 

45. New Mexico National Guard. 

46. Corrales Police Department. 

47. Hatch Police Department. 

48. Rio Rancho Department of Public Safety. 

49. Santa Fe Police Department. 

50. Tatum Police Department. 

51. Eunice Police Department. 

52. Lovington Police Department. 

53. Lincoln County Sheriff’s Office. 

54. Ruidoso Downs Police Department. 

55. Moriarty Police Department. 

56. Sandoval County Sheriff’s Office. 

57. Belen Police Department. 

58. Torrance County Sheriff’s Office. 

59. Los Luna’s Police Department. 

25
D. New Mexico Region PMP Matrix: 

APPENDIX B SOUTHWEST BORDER HID Ne DEA

R

Na

Re

Ta

Re

Ta

R

Inter

THREAT DESCRIPTION

w Mexico

 TaskFor

egion II 

rcotics

gion III Dr

sk Force

gion VI Dr

sk Force 

egional 

agency

D/F

Fugitive 

ce

ug 

ug 

t 

 T/F

r 

/F

Violen

Offender

Borde

Operations T

NM Enhanced 

Line watch 

Operations

Region I Drug 

T/F

PROGRAM APROGRAM BPROGRAM APROGRAM B

MANAGEMENT

TRAINING

Southern 

Crime 

Laboratory

GEOGRAPHIC 

AREA

13 International Multi-Drug DTOs Identified as of 9/30/04 XXXXX X X X National Multi-Drug DTOs identified as of 9/30/04 XXXXX X X X 4 Regional Multi-Drug DTOs identified as of 9/30/04 XXXXX X X X 1 Local Multi-Drug DTOs identified as of 9/30/04 XXXXX X X 36 Local DTOs in Albuquerque as of 9/30/2004 X X 2 Local DTOs in Las Cruces as of 9/30/2004 X X X X Local DTOs in San Juan County as of 9/30/2004 X 1 Local DTOs in Rio Arriba as of 9/30/2004

2 Local DTOs in Santa Fe County as of 9/30/2004

7 Local DTOs in LEA County as of 9/30/2004 X 8 Local DTOs in Otero County as of 9/30/2004 X 19 Local DTOs in Eddy County as of 9/30/2004 X 7 Local DTOs in Chaves County as of 9/30/2004 X 8 Local DTOs in Luna County as of 9/30/2004 X X 1 Local DTOs in Dona Ana County as of 9/30/2004 X X

Transipment Area for Methamphetamine destined for Midwest X Heroin Distribution and AbuseHeroin Distribution and Abuse X

Drug Fugitives Operate in and through the Region X Diversion of Precursor Chemicals

Pharmaceutical Drug Diversion 

Goal 2 - Improve the 

agenc

tive

ffender T/F

 Operations 

T/F

hanced Line 

h Operations

I Drug T/F

 Investigative 

t Center

ration Up the 

Ladder

INITIATIVE G

PROSECUTOR APROSECUTOR B

PROGRAM A

PROGRAM B

PROGRAM A

PROGRAM B

MANAGEMENT

TRAINING

Southern Crime 

Laboratory

GEOGRAPHIC 

AREA

x

x 

x 

x

x

Goal 1 - Disrupt

Disru

X

x

x

Efficiency and Effectiveness of HIDTA Initiatives

w Mexico

TaskForc

gion II Narc

gion III D

Task For

gion VI D

Task Forc

Regional

Ne

Re

Re

Re

InterFugi

O

Border

NM En

watc

Region 

NM

Suppor

Ope

 DEA 

e

otics

rug 

ce

rug 

e 

y D/F

 Violent 

INITIATIVE NEEDS

Increase Case/Subject Deconfliction Participation

Increase Database Queries

Increase Analytical Intelligence Case Support

Increase Intelligence Alerts/Newsletters/Bulletins

 the market for illegal drugs by Dismantling or 

pting Drug Trafficking Organizations

X

X

X

X

X

X

x

NM Investigative 

Support Center

Operation Up 

the Ladder

PROSECUTION

X

X

HIDTA TARGETED THREAT

INTERDICTION PERFORMANCE MEASURES & NARRATIVE

QUANTITATIVE, DIRECT, ASSESSMENT-BASED 

MEASURES; TABLES, CHARTS, GRAPHS, AND 

NARRATIVE EXPLANATIONS. SHOWS LINKAGE OF 

PERFORMANCE TO BUDGET AND STRATEGIC PLANS

TREATMENT PREVENTION ADMINISTRATIVE

ANNUAL REPORT T

AS 

New Mexico HIDTA Area

NON-HIDTA 

TARGETED 

INTELLIGENCE

HREAT ASSESSMENT 

OF SEPTEMBER 30, 2004

INVESTIGATIVE

X

X

X

X

X

X

X Multi-Ton Quantities of illegal drugs are smuggled at X the Region's 4 POEs

Multi-Ton Quantities of illegal Drugs are smuggled and

transported via commerical carriers, private vehicles, etc. X

Millions of Dollars ofillegal drug money flow through the 

Region via bulk cash shipments, wire transfer, financial 

iii

THREAT

TREATMENT

New Mexico HIDTA Area

INFORMATION SHARING & COORDINATION

TOTAL BUDGET

PROSECUTION

TRAINING

QUANTITATIVE, DIRECT, ASSESSMENT-BASED 

MEASURES; TABLES, CHARTS, GRAPHS, AND 

NARRATIVE EXPLANATIONS. SHOWS LINKAGE OF 

PERFORMANCE TO BUDGET AND STRATEGIC PLANS

INVESTIGATIVE LIGENCE PREVENTION ADMINISTRATIVE PERFORMANCE MEASURES & NARRATIVE

Improve Public and Officer Safety in Ongoing 

INTERDICTION INTEL

Investigations

Improve Information Exchange and Intelligence 

Development by Using ISC Central Database to 

Coordinate

Increase Forensic Drug Analysis-On-Site Assistance 

to Clandestine Drug Lab Scenes

Increase Full-Time Analytical Support Personnel to 

HIDTA ISC from Participating Federal, State, and 

Local Agencies

Improve Skills of HIDTA Initiative and participating 

Agency Personnel by offering Training in areas 

where needs are identified

HIDTA BUDGET INFORMATION

X

TA-NEW 

MEXICO REGION 

26
E. SOUTHWEST BORDER HIDTA, NEW MEXICO REGION INITIATIVES: 

INVESTIGATIVE 

1. New Mexico DEA HIDTA Task Force. 

2. Region II HIDTA Narcotics Task Force. 

3. Region III Multi-Jurisdictional Drug Task Force. 

4. Region VI Drug Task Force. 

5. Regional Drug Interagency Task Force. 

6. Fugitive Violent Offender Task Force. 

INTERDICTION 

 7. Border Operations Task Force. 

8. New Mexico Enhanced Line Watch Operations. 

9. Region I Narcotics Task Force. 

SUPPORT 

10. Operation up The Ladder. 

11. New Mexico Investigative Support Center 

12. New Mexico Management and Coordination Initiative. 

13. Southern Crime Laboratory. 

14. New Mexico Region Training Initiative. 

27