On April 1, 2025 the Mayor Tim Keller Administration released the proposed city operating budget for fiscal 2026 and submitted it to the Albuquerque City Council for final review and approval by June 30. The fiscal year begins July 1, 2025 and ends June 30, 2025.  The City Council is holding Committee of the Whole budget hearings in May and June.

The proposed budget is a whopping $1.5 billion budget. Last year’s 2025 was $1.4 billion. The $1.5B budget continues investments in public safety, programs to address homelessness, small businesses and community development, and initiatives that benefit working families.

The General Fund Budget, which is the  funding for the individual city departments, is $870.4.9 million, an increase of $19.2 million or a 2.3% increase above the 2025 budget.  It maintains fundamental service efforts from previous years with reductions in expenses from projected savings and reductions in recuring expenses from unfilled vacant positions.

The link to review the entire 234 page proposed 2026 fiscal year budget with bars and graphs and the individual 27 departments proposed budgets is here:

https://www.cabq.gov/dfa/documents/fy26-proposed-budget-web-version.pdf

APPROPRIATIONS

The proposed General Fund budget for FY/26 is $870.4 million reflecting a total increase of $19.2 million or 2.3% from the original approved FY/25 budget, not including reserves. The amount of non-recurring appropriations at $29.1 million is slightly lower as compared to the $32.4 million in the original approved FY/25 budget. This decrease reflects the reduction of $3.3 million in non-recurring funding that supported various one-time initiatives in FY/25.

REVENUE AND SOURCES

For the FY/26 proposed budget, recurring revenues are estimated to be $866 million, which is 4.4%, or $36.9 million, above the FY/25 estimated actual. Total Gross Receipts Tax revenue is expected to grow 2.9%, or by $16.6 million.

Total operating resources for all funds is projected at $1.5 billion for FY/26. This is $102.5 million higher than the FY/25 original approved budget of $1.39 billion. The increase is the result of estimated additional tax, service revenue, and use of fund balance.  Revenue categories continued to demonstrate slight economic growth from the FY/25 original budget as the City has normalized from the economic impacts of COVID-19.

Gross Receipt Tax (GRT), enterprise revenues, and property taxes together make up 64.3% of the City’s total revenues. GRT is the City’s major source of revenue and is estimated at $603 million or 40.2% of total resources for FY/26. Property Tax comprises 13% of total revenue.

The various enterprises operated by the City are estimated to generate 11.1% of total revenue in FY/26. Inter-fund transfers and the use of available fund balances make up the next category of revenue at 21.1%, while the other categories that include payments from other governmental entities, permits, fees, and other charges, comprise 14.6% of overall remaining City revenue.

CITY DEPARTMENTS

The city of Albuquerque employs upwards 7,000 full time, part time and contract employees who work for a total of 27 separate city hall departments with each having their own budgets. Those 27 departments are:

1. Animal Welfare
2. Arts & Cultural Affairs
3. Aviation
4. Chief Administrative Office
5. City Support
6. Civilian Police Oversight Agency
7. Community Safety
8. Council Services
9. Economic Development
10. Environmental Health
11. Finance and Administrative Services
12. Fire And Rescue General Services
13. Health, Housing, and Homelessness
14. Human Resources
15. Legal
16. Mayor’s Office
17. Municipal Development
18. Office of the City Clerk
19. Office of Inspector General
20. Office of Internal Audit
21. Planning
22. Police
23. Senior Affairs
24. Solid Waste
25. Technology & Innovation
26. Transit
27. Youth Family Services

PERFORMANC BASED BUDGET

The City of Albuquerque budget is  referred to as a “performance based budget.” A performance-based budget requires the departments to submit statistics of work performed to justify budgets submitted.

The city’ budget is structured in two parts: 1) a financial plan and 2) performance plan. The financial plan is organized by department, funds and programs strategy and the budgets are the traditional line item of expenses.  The performance plan is organized by goal, desired community condition, and program strategy.  It is the performance measures where the rubber hits the road on revealing what the departments are actually accomplishing. Each department is required to calculate statistics on numerous performance goals outlining statistics that reflect what the department has accomplished for the previous two fiscal years and what the goal is for the upcoming year.

This article highlights 15 major city departments and their performance measures that provide direct city services to the public and  who the public will likely encounter the most out of the 27 city budgets. What are NOT included in this article are the budgets of the  Mayor’s Office, City Council Services, Chief Administrative Officer, Legal (City Attorney), City Clerk, Internal Audit, Inspector General, Human Resources, Finance And Administrative Services, City Support Services, Police Civilian Oversight.  Readers are encouraged to review the individual fiscal year budgets for those departments not reported and can do so here:

https://www.cabq.gov/dfa/documents/fy26-proposed-budget-web-version.pdf

1. ALBUQUERQUE POLICE DEPARTMENT (APD)

The Albuquerque Police Department (APD) continues to be the largest funded department budget and it is about a fifth of the total. The FY/26 proposed General Fund budget for APD is $275 million, representing an increase of 1.8% or $4.8 million above the FY/25 approved budget.

The F/Y 26 proposed budget includes funding for a total of 1,887 full time employees (FTEs), which includes citizen employees, which is an increase of 47 FTEs over last years 1,840 FTEs.  According to the F/Y 26 proposed budget, APD has 900 sworn police (mid year 2025) and APD is requesting funding for 1,100 sworn police or 200 more than they are likely to fill.

In 2023 APD had 877 sworn police and in 2024 APD had 872 sworn police. In the last seven years APD has been unable to keep up with retirements and it has never exceeded 1,000 full time sworn police officers.

APD has consistently asked for full funding for as many as 100 sworn police positions that go unfilled because APD is unable to keep up with retirements. Rather than allowing the funding for the vacant positions to revert back to the general fund, APD management applies the funding to other APD priorities including bonus and retention funding and APD programs.

APD PERFORMANCE MEASURES

Notable performance measures reported in the 2026 proposed budget for APD  are as follows:

NUMBER OF SWORN OFFICERS

• Actual F/Y 2023: 877
• Actual F/Y 2024: 872
• Target F/Y 2025: 1,100
• Mid F/Y 2025: 900
• 2026 F/Y Budget Target: 1,100

NUMBER OF CADET GRADUATES

• Actual F/Y 2023: 85
• Actual F/Y 2024: 64
• Target F/Y 2025: 120
• Mid F/Y 2025: 56
• 2026 F/Y Budget Target: 100

NUMBER OF 911 CALLS RECEIVED

• Actual F/Y 2023: 434,083
• Actual F/Y2024: 421,907
• Target F/Y 2025: 400,000
• Mid F/Y 2025: 214,948
• 2026 F/Y Budget Target F/Y: 400,000

NUMBER OF CALLS FOR SERVICE:

• Actual F/Y 2023: 537,276.
• Actual F/Y2024: 557,603
• Target F/Y 2025: 550,000
• Mid F/Y 2025: 257,067
• 2026 F/Y Budget Target: 550,000

NUMBER OF FELONY ARRESTS

• Actual F/Y 2023: 8,034
• Actual F/Y 2024: 7,519
• Target F/Y 2025: **
• Mid F/Y 2025: 4,331
• 2026 F/Y Budget Target: **

**Data that has either been revised and tracked in another category or no longer considered a departmental performance measure

NUMBER OF MISDEMEANOR ARRESTS

• Actual F/Y 2023: 11,293
• Actual F/Y 2024: 13,572
• Target F/Y 2025: **
• Mid F/Y 2025: 7,094
• 2026 F/Y Budget Target: **

**Data that has either been revised and tracked in another category or no longer considered a departmental performance measure

NUMBER OF DWI ARRESTS

• Actual F/Y 2023: 1,385
• Actual F/Y 2024: 1,063
• Target F/Y 2025: 1,200
• Mid F/Y 2025: 479
• 2026 F/Y Budget Target: 1,200

CLEARANCE RATE OF CRIMES AGAINST PERSONS (E.G., MURDER, RAPE ASSAULT)

• Actual F/Y 2023: 40%
• Actual F/Y 2024: 56%
• Target F/Y 2025: 60%
• Mid F/Y 2025: 58%
• 2026 F/Y Budget Target: 60%

CLEARANCE RATE OF CRIMES AGAINST PROPERTY (E.G., ROBBERY, BRIBERY, BURGLARY)

• Actual F/Y 2023: 8%
• Actual F/Y 2024: 10%
• Target F/Y 2025: 20%
• Mid F/Y 2025: 73%
• 2026 F/Y Budget Target: 20%

CLEARANCE RATE OF CRIMES AGAINST SOCIETY (E.G., GAMBLING, PROSTITUTION, DRUG VIOLATIONS)

• Actual F/Y 2023: 44%
• Actual F/Y 2024: 72%
• Target F/Y 2025: 90%
• Mid F/Y 2025: 73%
• 2026 F/Y Budget Target: 90%

PERCENTAGE  HOMICIDE CLEARANCE RATE (UNIFORM CRIME REPORTING DEFINABLE)

• Actual F/Y 2023: 83%
• Actual F/Y 2024: 92%
• Target F/Y 2025: 80%
• Mid F/Y 2025: 60%
• 2026 F/Y Budget Target: 80%

2. FIRE AND RESCUE DEPARTMENT (AFRD)

The proposed FY/26 General Fund budget for the Albuquerque Fire and Rescue Department (AFRD) is $132.4 million. It reflects an increase of 10.4% or $12.5 million above the FY/25 original budget.

The budget contains funding of $6.5 million for the union negotiated Cost of Living Allocation (COLA), along with $3.8 million for the FY/25 negotiated COLA. The overtime appropriation was increased $833,000 in proportion to union wage adjustments.

The F/Y 26 proposed budget for AFRD includes funding for a total of 827 full time employees (FTE) which is an increase of 6 FTEs over last years 821 FTEs.

PERFORMANCE MEAUSURES FOR AFRD

Notable performance measures reported in the 2026 proposed budget for AFRD  are as follows:

NUMBER CITIZEN FIRE INJURIES    

• Actual F/Y 2023: 39
• Actual F/Y 2024: 44
• Target F/Y 2025: 18
• Mid F/Y 2025: 15
• 2026 F/Y Budget Target: 32

NUMBER CITIZEN FIRE FATALITIES

• Actual F/Y 2023: 10
• Actual F/Y 2024: 5
• Target F/Y 2025: 4
• Mid F/Y 2025: 3
• 2026 F/Y Budget Target: 0

NUMBER FIREFIGHTER INJURIES 

• Actual F/Y 2023: 273
• Actual F/Y 2024: 201
• Target F/Y 2025: 150
• Mid F/Y 2025: 70
• 2026 F/Y Budget Target: 150

NUMBER OF EMERGENCIES DISPATCHED

• Actual F/Y 2023: 108,635
• Actual F/Y 2024: 127,587
• Target F/Y 2025: 112,752
• Mid F/Y 2025: 66,345
• 2026 F/Y Budget Target: 139,325

NUMBER OF MEDICAL EMERGENCIES DISPATCHED

• Actual F/Y 2023: 100,016
• Actual F/Y 2024: 107,173
• Target F/Y 2025: 98,026
• Mid F/Y 2025: 55,663
• 2026 F/Y Budget Target: 116,892

NUMBER OF FIRE CALLS DISPATCHED

• Actual F/Y 2023: 8,619
• Actual F/Y 2024: 20,414
• Target F/Y 2025: 14,726
• Mid F/Y 2025: 10,682
• 2026 F/Y Budget Target: 22,432

NUMBER OF BUILDINGS INSPECTED

• Actual F/Y 2023: 7,426
• Actual F/Y 2024: 7,751
• Target F/Y 2025: 7,400
• Mid F/Y 2025: 3,818
• 2026 F/Y Budget Target: 7,500

3. COMMUNITY SAFETY DIVISION 

The Albuquerque Community Safety Department (ACS) dispatches first responders to 911 calls with or without other first responders from the police and fire departments. ACS responders may have backgrounds as social workers, peer-to-peer support, clinicians, counselors, or in similar fields. It is a cabinet-level department responding to calls on inebriation (down and outs), homelessness, addiction, and mental health. It works alongside APD and AFR as a third option for 911 dispatch.  Personnel changes include the mid-year creation of positions for 3 field operations program managers and a community outreach manager at $527 thousand and budget neutral reclassifications of a mental and behavioral health division manager to an associate director and a violence intervention program special projects manager to a violence intervention manager.

The FY/26 proposed General Fund budget for Community Safety is $17.9 million, a $38 thousand or 0.2% decrease from the FY/25 original budget. The F/Y 26 proposed budget for ACSD includes funding for a total of 140 full time employees (FTE) which is an increase of 9 FTEs over last years131 FTEs.

PERFORMANCE MEAUSURES

 NUMBER OF TOTAL “CALLS FOR SERVICE”

• Actual F/Y 2023: 23,382
• Actual F/Y 2024: 36,094
• Target F/Y 2025: 50,000
• Mid F/Y 2025: 21,287
• 2026 F/Y Budget Target: 55,000

NUMBER CALLS DIVERTED FROM POLICE INTERVENTION

• Actual F/Y 2023: 16,393
• Actual F/Y 2024: 31,754
• Target F/Y 2025: 40,000
• Mid F/Y 2025: 19,658
• 2026 F/Y Budget Target: 40,000

NUMBER TRANSPORTS TO NON-HOSPITAL PROVIDERS

• Actual F/Y 2023: 606
• Actual F/Y 2024: 1,265
• Target F/Y 2025: 2,500
• Mid F/Y 2025: 1,199
• 2026 F/Y Budget Target: 2,500

On April 2, 2025, ACS announced it had reached the milestone of taking 100,000 calls for service since opening in 2021. In recent years, ACS has gone from handling 900 calls a month to handling 3,000 a month, becoming a 24/7 service and opening a standalone headquarters in 2024. Despite thousands of calls being rerouted to ACS during that time, fatal confrontations between officers and those in crisis have continued. In recent years, APD officers have shot and killed several people, a fair number of whom were armed, during a behavioral health crisis.

https://www.abqjournal.com/news/article_27832522-fac2-4fdb-b928-e3495e5c91c5.html#tncms-source=home-featured-7-block

4. HEALTH, HOUSING AND HOMELESSNESS DEPARTMENT

The Health, Housing and Homelessness (HHH) Department provides a range of services.  The services offered by the department directly or by contract with community providers include the following:

• Behavioral health services which include mental health and substance abuse treatment programs
• Homeless services
• Domestic violence support
• Health care
• Gang/violence intervention and prevention
• Public health services.
• Rental assistance; and
• Affordable housing developments

HHH also operates four Health and Social Service Centers. Services are incorporated within programs to allow for performance measures and to align specifically to city goals and desired community conditions.

The proposed FY/26 General Fund budget for HHH totals $53.3 million, including $8 million for housing vouchers budgeted in City Support for the transfer to Operating Grant Fund (265), an increase of $2.1 million above the FY/25 original budget. The FY/26 proposed budget for the department’s grants are estimated at $4.2 million in the Community Development Fund and $2.5 million in the Operating Grants Fund.

The F/Y 26 proposed budget for HHH includes funding for a total of 100 full time employees (FTE) which is identical to F/Y 25.

F/Y 2026 proposed budget reveals the following funding for 116 contracts to assist the homeless and the substance addicted:

• $30,381,000 for 32 Affordable Housing contracts,
• $6,347,619 for 12 Emergency Shelter contracts,
• $1,962,480 for 16 Health Service Contracts,
• $5,746,188 for 29 Homeless Support Service Contracts,
• $3,864,500 for 5 Gateway Shelter Operating contracts,
• $2,825,400 for 11 Mental Health Service Contracts,
• $2,573,526 million for 11 Substance Abuse Treatment Contracts

The grand total of all contracts is $53,79,149.

PERFORMANCE MEASURES

Notable performance measures reported in the proposed budget for the HHH department for 2026 are as follows:

NUMBER OF HOMELESS PEOPLE PROVIDED EMERGENCY SHELTER

• Actual F/Y 2023: 6,103
• Actual F/Y 2024: 7,420
• Target F/Y 2025: 7,257
• Mid F/Y 2025: 3,576
• 2026 F/Y Budget Target: 8,439

NUMBER  OF FORMERLY HOMELESS HOUSEHOLDS PROVIDED WITH SUPPORTIVE HOUSING (RENTAL ASSISTANCE PLUS SUPPORTIVE SERVICES)

• Actual F/Y 2023: 1,004
• Actual F/Y 2024: 1,233
• Target F/Y 2025: 1,114
• Mid F/Y 2025: 853
• 2026 F/Y Budget Target: 998

PERCENT  FORMERLY HOMELESS WHO ARE STILL IN HOUSING PROGRAM OR WHO HAVE EXITED TO PERMANENT HOUSING BY THE END OF THE CONTRACT YEAR

• Actual F/Y 2023: 92%
• Actual F/Y 2024: 93%
• Target F/Y 2025: 81%
• Mid F/Y 2025: 93%
• 2026 F/Y Budget Target: 80%

NUMBER  OF YOUTH AND ADULTS WHO RECEIVE SUBSTANCE USE TREATMENT SERVICES

• Actual F/Y 2023: 562
• Actual F/Y 2024: 1,120
• Target F/Y 2025: 655
• Mid F/Y 2025: 692
• 2026 F/Y Budget Target: 1,270

NUMBER OF PEOPLE WITH A SERIOUS MENTAL ILLNESS DIAGNOSIS OR A DEMONSTRATED NEED FOR INTENSIVE LEVEL OF SERVICES WHO RECEIVE INTENSIVE CASE MANAGEMENT OR ASSERTIVE COMMUNITY TREATMENT SERVICES

• Actual F/Y 2023: 341
• Actual F/Y 2024: 287
• Target F/Y 2025: 409
• Mid F/Y 2025: 219
• 2026 F/Y Budget Target: 332

NUMBER OF DOMESTIC VIOLENCE SURVIVORS WHO RECEIVE SUPPORT SERVICES

• Actual F/Y 2023: 894
• Actual F/Y 2024: 1,062
• Target F/Y 2025: 867
• Mid F/Y 2025: 344
• 2026 F/Y Budget Target: 677

NUMBER OF PEOPLE WHO RECEIVE SEXUAL ASSAULT SERVICES

• Actual F/Y 2023: 1,127
• Actual F/Y 2024: 871
• Target F/Y 2025: 1,217
• Mid F/Y 2025: 537
• 2026 F/Y Budget Target: 845

 5.  PLANNING DEPARTMENT

The Planning Department enforces zoning, building, and land use codes and regulations so buildings and neighborhoods are safe and protected. It also creates and deploys development plans and strategies to ensure that growth conforms to adopted plans, policies and regulations.

The Planning Department’s MISSION is to  facilitate and manage the sustainable growth of Albuquerque. It  enforces regulations to promote the health, safety, and welfare of the public.

The FY/26 proposed General Fund budget for the Planning Department is $23.6 million, a $1.3 million or 6% increase over the FY/25 original budget.  The F/Y 26 proposed budget for the Planning Department includes funding for a total of 198  full time employees (FTEs) which is two less than the F/Y 2025 budget of 200 FTEs.

PERFORMANCE MEASURES

Below are the 5 most notable performance measures for the Planning Department:

NUMBER OF CONSTRUCTION PERMITS ISSUED

• Actual F/Y 2023: 8,824
• Actual F/Y 2024: 9,310
• Target F/Y 2025: 12,662
• Mid F/Y 2025: 3,692
• 2026 F/Y Budget Target: 7,754

NUMBER OF OTHER PERMITS ISSUED (INCLUDING TRADES PERMITS)

• Actual F/Y 2023: 22,324
• Actual F/Y 2024: 23,912
• Target F/Y 2025: 29,938
• Mid F/Y 2025: 10,540
• 2026 F/Y Budget Target: 22,133

NUMBER OF BUILDING INSPECTIONS

• Actual F/Y 2023: 25,011
• Actual F/Y 2024: 35,225
• Target F/Y 2025: 28,302
• Mid F/Y 2025: 13,168
• 2026 F/Y Budget Target: 27,652

NUMBER OF ELECTRICAL INSPECTIONS

• Actual F/Y 2023: 24,370
• Actual F/Y 2024: 28,543
• Target F/Y 2025: 27,927
• Mid F/Y 2025: 10,5122
• 2026 F/Y Budget Target: 29,013

NUMBER OF PLUMBING/MECHANICAL INSPECTIONS

• Actual F/Y 2023: 27,820
• Actual F/Y 2024: 43,780
• Target F/Y 2025: 32,241
• Mid F/Y 2025: 17,346
• 2026 F/Y Budget Target: 36,427

NUMBER OF CODE ENFORCEMENT INSPECTIONS AND RE-INSPECTIONS CONDUCTED

• Actual F/Y 2023: 62,152
• Actual F/Y 2024: 67,807
• Target F/Y 2025: 65,000
• Mid F/Y 2025: 36,656
• 2026 F/Y Budget Target: 65,000

6. DEPARTMENT OF MUNICIPAL DEVELOPMENT

The Department of Municipal Development (DMD) operates and maintains City streets, storm drains, traffic signals, street lighting, parking operations, and the development and design of capital public buildings.

The FY/26 proposed General Fund budget totals $37.6 million, a decrease of $57,000, or 0.2%, below the FY/25 original budget. The FY/26 Gasoline Tax Road Fund proposed budget is $5.4 million, a decrease of 23.5% or $1.7 million from FY/25.

The FY/26 Automated Speed Enforcement Fund proposed budget is $2.8 million, an increase of 11.4% or $285 thousand from the FY/25 original budget. The Parking Enterprise FY/26 proposed budget of $5.9 million reflects an increase of 4.6%, or $263 thousand, from the FY/25 original budget.  Parking Facilities funds 49 full-time positions.

The F/Y 26 proposed budget for the Department of Municipal Development includes funding for a total of 337 full time employees (FTE) which is one less than the F/Y 2025 budget of 338.

PERFORMANCE MEASURES

Below are the 7 most notable performance measures out of 37:

Number of City Operated Parking Spaces

• Actual F/Y 2023: 4,287
• Actual F/Y 2024: 4,109
• Target F/Y 2025: 4,109
• Mid F/Y 2025: 4,462
• 2026 F/Y Budget Target: 4,462

Number of Parking Citations Issued

• Actual F/Y 2023: 41,733
• Actual F/Y 2024: 28,305
• Target F/Y 2025: 42,000
• Mid F/Y 2025: 14,824
• 2026 F/Y Budget Target: 45,000

Number of Potholes Filled

• Actual F/Y 2023: 8,149
• Actual F/Y 2024: 13,569
• Target F/Y 2025: 10,000
• Mid F/Y 2025: 5,615
• 2026 F/Y Budget Target: 10,000

Number of streetlight complaints addressed

• Actual F/Y 2023: 2,221
• Actual F/Y 2024: 2,445
• Target F/Y 2025: 3,200
• Mid F/Y 2025: 1,722
• 2026 F/Y Budget Target: 3,400

Number of sign or signal obstruction requests addressed 

• Actual F/Y 2023: 1,235
• Actual F/Y 2024: 1,373
• Target F/Y 2025: 1,500
• Mid F/Y 2025: 541
• 2026 F/Y Budget Target: 1,100

Number of Traffic Signal Maintenance complaints addressed

• Actual F/Y 2023: 6,319
• Actual F/Y 2024: 6,678
• Target F/Y 2025: 7,000
• Mid F/Y 2025: 4,123
• 2026 F/Y Budget Target: 9,000

 Number of Sign Repairs completed 

• Actual F/Y 2023: 1,615
• Actual F/Y 2024: 1,668
• Target F/Y 2025: 1,728
• Mid F/Y 2025: 698
• 2026 F/Y Budget Target: 1,700

7. PARKS AND RECREATION DEPARTMENT

The Parks and Recreation Department serves the recreational needs of Albuquerque and the surrounding metropolitan area. The department is organized into the following divisions: park management, recreation, aquatics, open space, golf, design & development, construction, and administration

The FY/26 proposed General Fund budget for the is $50.2 million, an increase of 1.2%, or $616 thousand from the FY/25 original budget.

 The F/Y 26 proposed budget for the Parks and Recreation Department includes funding for a total of 343 full time employees (FTE) which is two less than the F/Y 2025 budget of 345.

PERFORMANCE MEASURES

Noteworthy performance measures are as follows:

Number of visitors at staffed Open Space Facilities

• Actual F/Y 2023: 334,827
• Actual F/Y 2024: 382,864
• Target F/Y 2025: 400,000
• Mid F/Y 2025: 183,267
• 2026 F/Y Budget Target: 350,000

 Number of swimming pool visits

• Actual F/Y 2023: 383,332
• Actual F/Y 2024: 380,000
• Target F/Y 2025: 261,325
• Mid F/Y 2025: 119,030
• 2026 F/Y Budget Target: 280,000

Number of swimming lesson courses sold (Note: most swimming lessons occur in the end of the fiscal year

• Actual F/Y 2023: 25,796
• Actual F/Y 2024:18,271
• Target F/Y 2025: 25,000
• Mid F/Y 2025: 12,124
• 2026 F/Y Budget Target: 20,000

Number of rounds of golf played on City Courses

• Actual F/Y 2023: 257,931
• Actual F/Y 2024: 270,329
• Target F/Y 2025: 251,892
• Mid F/Y 2025: 148,530
• 2026 F/Y Budget Target: 297,362

8. SOLID WASTE MANAGEMENT DEPARTMENT

The Solid Waste Management Department provides residential and commercial trash collection, disposal, and the collection of residential recycling. The department oversees large-item disposal, graffiti removal, weed and litter abatement, median maintenance, convenience centers, and neighborhood cleanup support. Other services include operating the City landfill in compliance with State and Federal regulations and educating the public about recycling and responsible waste disposal.

The FY/26 proposed operating budget for the Solid Waste Management Department totals $92.1 million, a decrease of $4.5 million, or 4.6%, from the FY/25 original budget. The reduction is largely due to the decrease in transfers out to debt service fund  and to the capital fund.

The F/Y 26 proposed budget for the Solid Waste Management Department includes funding for a total of 542 full time employees (FTEs) which is identical to the F/Y 2025 budget.

PERFORMANCE MEASURES

Number of waste tons collected – residential

• Actual F/Y 2023: 175,977
• Actual F/Y 2024: 169,382
• Target F/Y 2025: 180,076
• Mid F/Y 2025: 83,047
• 2026 F/Y Budget Target: 180,076

Number of customers using convenience centers

• Actual F/Y 2023: 170,338
• Actual F/Y 2024: 187,739
• Target F/Y 2025: 175,704
• Mid F/Y 2025: 135,668
• 2026 F/Y Budget Target: 271,336

Number of illegal dump sites cleaned

• Actual F/Y 2023: 12,654
• Actual F/Y 2024: 5,590
• Target F/Y 2025: 12,000
• Mid F/Y 2025: 2,131
• 2026 F/Y Budget Target: 12,000

Number of graffiti sites cleaned

• Actual F/Y 2023: 43,055
• Actual F/Y 2024: 51,740
• Target F/Y 2025: 45,000
• Mid F/Y 2025: 27,673
• 2026 F/Y Budget Target: 45,000

Number of large item pick-ups serviced

• Actual F/Y 2023: 63,479
• Actual F/Y 2024: 56,886
• Target F/Y 2025: 64,000
• Mid F/Y 2025: 28,624
• 2026 F/Y Budget Target: 64,000

9.  DEPARTMENT OF SENIOR AFFAIRS

The Department of Senior Affairs offers a broad range of programs and services responsive to the needs of senior citizens in Albuquerque/Bernalillo County. The department provides services through three program strategies. The department maintains six senior centers, two multigenerational centers, two stand-alone fitness centers and 23 meal sites where seniors may gather for organized activities, socializing and services.

The FY/26 proposed budget for the Department of Senior Affairs is $11.5 million, which reflects an increase of 4.1% or $450 thousand above the FY/25 original budget.

The F/Y 26 proposed budget for the Department of Senior Affairs includes funding for a total of 151 full time employees (FTEs) which is 5 more  than the F/Y 2025 budget of 146 FTEs.

PERFORMANCE MEASURES

The most notable performance measures out of 40 are:

Number of meals breakfast & lunch served in congregate setting

• Actual F/Y 2023: 243,102
• Actual F/Y 2024: 348,274
• Target F/Y 2025: 250,000
• Mid F/Y 2025: 195,736
• 2026 F/Y Budget Target: 250,000

Number of home delivered meals

• Actual F/Y 2023: 176,432
• Actual F/Y 2024: 200,209
• Target F/Y 2025: 170,000
• Mid F/Y 2025: 103,191
• 2026 F/Y Budget Target: 170,000

Number of total participants in exercise and fitness programs offered at centers and gyms, and satellite centers 

• Actual F/Y 2023: 311,951
• Actual F/Y 2024: 325,242
• Target F/Y 2025: 200,000
• Mid F/Y 2025: 201,139
• 2026 F/Y Budget Target: N/A

Number of total participants in socialization sessions in centers and satellite sites

• Actual F/Y 2023: 404,364
• Actual F/Y 2024: 559,119
• Target F/Y 2025: 300,000
• Mid F/Y 2025: 292,803
• 2026 F/Y Budget Target: N/A

10.  TRANSIT

The Transit Department provides fixed route (ABQ Ride) and rapid transit (ART) bus service for the Albuquerque community and Para-Transit (SunVan) service for the mobility impaired population. The department provides connection routes with the New Mexico Rail Runner commuter train throughout the City, to the airport, and to the City of Rio Rancho. Additional services, such as special events park and ride that might include the New Mexico State Fair and luminaria tours, are also made available in an effort to offer a broad range of alternative transportation services.

The General Fund subsidy for the FY/26 proposed budget is $30.1 million and decreased by $17 thousand from the FY/25 original budget. All the subsidy funding is recurring.

The F/Y 26 proposed budget for the Transit Department  includes funding for a total of 540  full time employees (FTEs) which is 11 less  than the F/Y 2025 budget of 551 FTEs

PERFORMANCE MEASURES

 Albuquerque Rapid Transit (ART)  Boardings

• Actual F/Y 2023: 2,067,822
• Actual F/Y 2024: 2,315,206
• Target F/Y 2025: 2,400,000
• Mid F/Y 2025: 2,157,000
• 2026 F/Y Budget Target: 2,200,000

Rapid Ride Boardings  

• Actual F/Y 2023: 49,028
• Actual F/Y 2024: 0
• Target F/Y 2025: 40,000
• Mid F/Y 2025: 25,000
• 2026 F/Y Budget Target: 25,000

Fixed route boardings

• Actual F/Y 2023: 6,656,730
• Actual F/Y 2024: 6,713,151
• Target F/Y 2025: 7,500,000
• Mid F/Y 2025: 3,790,000
• 2026 F/Y Budget Target: 7,875,000

11. YOUTH AND FAMILY SERVICES DEPARTMENT

The Youth and Family Services Department (YFS) provides a variety of programs focused on early childhood education, out-of-school time opportunities, community recreation, and support for seniors to promote aging with dignity and independence. The Department operates nearly two dozen community centers, offering public access to gymnasiums, meeting rooms, kitchens, multipurpose activity rooms, computer labs, weight/fitness rooms, athletic fields, and multipurpose courts. YFS also manages 18 child and family development centers in a collaborative effort of Federal, State, and City funding to provide quality early learning opportunities for children from birth to 5 years old. MISSION To provide quality early learning, education, youth services, and recreation to promote healthy aging and improved quality of life for the entire Albuquerque community.

The proposed FY/26 General Fund budget totals $25.8 million, a decrease of $1.2 million, or 4.3%, from the FY/25 original budget.

The F/Y 26 proposed budget for the   includes funding for a total of 255  full time employees (FTEs) which is 3 less than the F/Y 2025 budget of 558 FTEs

PERFORMANCE MEASURES

The most notable performance measures are:

Number of meals served to children in early childhood education programs

• Actual F/Y 2023: 147,623
• Actual F/Y 2024: 115,306
• Target F/Y 2025: 175,000
• Mid F/Y 2025: 67,653
• 2026 F/Y Budget Target: 175,000

Number of youth participating in programs during the summer

• Actual F/Y 2023: 43,257
• Actual F/Y 2024: 41,563
• Target F/Y 2025: 60,000
• Mid F/Y 2025: N/A
• 2026 F/Y Budget Target: 60,000

 Number of youth participating in programs during the school year

• Actual F/Y 2023: 175,406
• Actual F/Y 2024: 134,594
• Target F/Y 2025: 125,000
• Mid F/Y 2025: 66,998
• 2026 F/Y Budget Target: 130,000

Number of adults attending (registered and guest) community centers

• Actual F/Y 2023: 168,894
• Actual F/Y 2024: 178,859
• Target F/Y 2025: 100,000
• Mid F/Y 2025: 111,858
• 2026 F/Y Budget Target: 160,000

Number of hours of care provided through Adult Day Care

• Actual F/Y 2023: 35,617
• Actual F/Y 2024: 43,264
• Target F/Y 2025: 53,733
• Mid F/Y 2025: 24,964
• 2026 F/Y Budget Target: 53,733

 12.  ARTS AND CULTURE

The Department of Arts and Culture is comprised of seven divisions. The Albuquerque Biological Park (BioPark) operates the Zoo, Aquarium, Botanic Gardens, Heritage Farm, Bugarium, and Tingley Beach. The Albuquerque Museum protects and displays the artwork and historical items of the middle Rio Grande valley and brings world renowned traveling exhibits to the City.

The FY/26 proposed General Fund budget for the Department of Arts and Culture totals $52.8 million, a $416 thousand, or 0.8%, decrease from the FY/25 original budget. The proposed budget for the Arts and Cultural Department contains funding for  415 FTE’s which is one more than the 2025 FTE’s of 414.

PERFORMANCE MEASURES

Annual attendance at the BioPark

• Actual F/Y 2023: 1,120,104
• Actual F/Y 2024: 1,136,402
• Target F/Y 2025: 1,350,000
• Mid F/Y 2025: 568,915
• 2026 F/Y Budget Target: 1,180,000

Annual  library visits

• Actual F/Y 2023: 1,524,205
• Actual F/Y 2024: 1,636,303
• Target F/Y 2025: 1,550,000
• Mid F/Y 2025: 814,953
• 2026 F/Y Budget Target: 1,600,000

Annual attendance at the Albuquerque Museum

• Actual F/Y 2023: 94,637
• Actual F/Y 2024: 116,160
• Target F/Y 2025: 105,000
• Mid F/Y 2025: 51,344
• 2026 F/Y Budget Target: 105,000

Annual attendance at the Balloon Museum

• Actual F/Y 2023: 70,845
• Actual F/Y 2024: 88,834
• Target F/Y 2025: 100,000
• Mid F/Y 2025: 41,093
• 2026 F/Y Budget Target: 90,000

FEE INCREASES

The F/Y 2026 proposed budget would increase the entrance fees for the Albuquerque Bio Park by $1. The increases come a year after the council approved fee increases for the Bio Park, municipal golf courses, and aquatic centers in last year’s budget, even as budget documents raise concerns about revenue for those services.

Last year’s proposed budget raised golf, pool and zoo fees to generate about $2.5 million. However, this year’s budget notes a concern of “lower consumer demand as the economy cools, and absent any notable population growth,” and said revenue from the services was down 3.7% in February.

The BioPark’s attendance from June 2023 to July 2024, or fiscal year  2024 was 1.1 million, a slight increase from the previous year. So far in fiscal year 2025, from June 2024 to July 2025, budget documents report 568,915 visitors. Only BioPark visitors from in-state will feel the increase proposed for this year. Whether adults, seniors or children, they would pay $1 more upon entry. Last year, the council approved a fee increase of $5 for out-of-state visitors.

https://www.abqjournal.com/news/article_84ca3efb-af0e-4278-ba8d-9e3aacd27987.html#tncms-source=home-featured-7-block

13. ANIMAL WELFARE DEPARTMENT

The Animal Welfare Department is dedicated to improving  the health and well-being of Albuquerque pets through a variety of programs and initiatives. These initiatives include animal shelters,  adoption centers, veterinary clinics,  “We Care” Community Pet Services Unit (providing vaccinations, microchipping and free to low cost spay/neuter for those that qualify),  a free dog training class with every adoption, Animal Protection Services (public-safety), foster program, a community-cat program, a public information initiative, dog house program,  dog tag program,  pet food bank,  a volunteer program.

The FY/26 proposed General Fund budget for Animal Welfare totals $16.5 million, a decrease of $106 thousand, or 0.6%, from the FY/25 original budget of $16.3 million. The FY/26 Animal Welfare Department budget contains funding for a total count of 158 FTEs and this number identical to last year.

PERFORMANCE MEASURES

The Animal Welfare Department’s previous suite of performance measures were discontinued beginning in FY25  and with new ones substituted with no explanation.

Total animal intake at shelters:  

• Actual F/Y 2023: 22,615
• Actual F/Y 2024: 23,645
• Target F/Y 2025: Discontinued
• Mid F/Y 2025: Discontinued
• 2026 F/Y Budget Target: Discontinued

Total adoptions Actual F/Y 2023: 10,521

• Actual F/Y 2024: 10,627
• Target F/Y 2025: Discontinued
• Mid F/Y 2025: Discontinued
• 2026 F/Y Budget Target: Discontinued

Total euthanasia

• Actual F/Y 2023: 2,128
• Actual F/Y 2024: 2,188
• Target F/Y 2025: Discontinued
• Mid F/Y 2025: Discontinued
• 2026 F/Y Budget Target: Discontinued

Animals spayed or neutered outside of adoption

• Actual F/Y 2023: 2,866
• Actual F/Y 2024: 2,633
• Target F/Y 2025: Discontinued
• Mid F/Y 2025: Discontinued
• 2026 F/Y Budget Target: Discontinued

COMMENTARY: It is extremely  troubling that Animal welfare is no longer calculating the number of animal in takes, adoptions, euthanasia and spay and neuter of animals. The council needs to demand a complete explanation and reinstatement of the calculations.

14 .     Aviation

The Aviation Department operates two municipal airports: The Albuquerque International Sunport, which covers approximately 2,200 acres on Albuquerque’s east side; and Double Eagle II (DE II) Reliever Airport, which covers approximately 4,500 acres on Albuquerque’s west side.

The proposed FY/26 operating budget for the City’s two airports, including transfers for capital and debt service needs, is $121 million, or an increase of 41.1%.

The F/Y 26 proposed budget includes funding for a total of 306 FTE’s which is six more than the F/Y 26 of 300.

Percentage of customers indicating they are “highly satisfied” with various aspects of the airport experience:

• Actual F/Y 2023: 75%
• Actual F/Y 2024: 85%
• Target F/Y 2025: 80%
• Mid F/Y 2025: 90%
• 2026 F/Y Budget Target: 80%

15. Economic Development

The Economic Development Department provides services intended to bring long term economic vitality to the City. Included in the department are the economic development division, the film and music offices, the international trade division, the management of contracts for tourism and the program for economic development investments.

The FY/26 proposed General Fund budget form the Economic Development Department  is $5.1 million, a $72, 000 or 1.4% increase over the FY/25 original budget. The department employs 17 full time employees and that has remained unchanged for the last 3 years.

PERFORMANCE MEAURSURES

Film and media expenditures in local economy

• Actual F/Y 2023: $156 million
• Actual F/Y 2024: $18 million
• Target F/Y 2025: $175 million
• Mid F/Y 2025: $88 million
• 2026 F/Y Budget Target: $176 million

Number of recruited companies receiving City economic development incentives

• Actual F/Y 2023: 0
• Actual F/Y 2024: 2
• Target F/Y 2025: 2
• Mid F/Y 2025: 2
• 2026 F/Y Budget Target: 2

Committed capital expenditures made by recruited companies

• Actual F/Y 2023: 0
• Actual F/Y 2024: $2.4 Billion
• Target F/Y 2025: $200 Million
• Mid F/Y 2025: $990 Million
• 2026 F/Y Budget Target: $100 Million

MAYOR TIM KELLER’S  MAJOR PRIORITES REFLECTED IN BUDGET

Ever since Tim Keller was first elected Mayor in 2017, public safety, addressing the homeless, housing and the behavioral health crisis have been his top priorities as Mayor. The proposed F/Y 26 budget reflects a continuation of Mayor Keller’s priorities.

PUBLIC SAFETY

As has been the case for the last 8 years, public safety continues to be a major priority. The Albuquerque Police Department and the Fire and Rescue Department are two of the largest departments of the 27 departments for City operating appropriations, primarily due to their large work forces. The two departments together comprise upwards of 30% of the total fund appropriations of $1.5 billion and upwards of 47% % of the General Fund appropriations of $845.9 million in FY/26.

The F/Y 26   budget fully funds police, fire, and community safety response, optimizing recruiting projections, demand forecasts, and overtime. Some of the most notable allocations for public safety include:

• $2.7 million to centralize critical safety technologies and improve officer training and reporting efficiencies. This investment ensures that APD remains at the forefront of officer safety, accountability, and operational effectiveness.
• $2.1 million to support the retention of officers with 19+ years of service and keep effective personnel in the force.
• $2.8 million to support the school-based violence intervention program and the taskforce on domestic violence.
• $10.2 million to support the Community Safety field response program that provides adequate response to the community to address non-violent mental and behavioral health emergencies with implementation of the bi-lateral split of the city into two area commands.
• $1.1 million for the staffing and operating costs projected for Fire Station 23 in the Southwest quadrant of the city will be equipped with one four-person Advanced Life Support truck and will offer improved service for the area’s growing population and needs.
• $6.5 million for the collective bargaining agreement contract negotiated with the Fire department union.

HOMELESSNESS, HOUSING, AND BEHAVIORAL HEALTH 

The Keller Administration has attempted to take a comprehensive approach to address homelessness, behavioral health, and addiction treatment.  Over the past few years, the City has taken critical steps to build out a network of support.  The City is now providing shelter and services to more than 1,000 men, women, and children nightly through the Gateway Network, with more programs and services coming online this year.

By using operating and opioid settlement dollars, the system will attempt to take hundreds more off our streets, into addiction and other treatment programs, and into housing. The proposed budget reinforces funding compassionate, effective solutions to homelessness and provides expanded behavioral health and addiction treatment resources to address the needs of our community’s most vulnerable residents.

The priorities contained  in the F/Y 26 budget include:

• Leveraging opioid settlement funding to get hundreds more people off our streets and connected to the treatment, housing, and services they need to recover.
• $8 million for permanent supportive housing vouchers to support the City’s Housing First model. Full funding for service contracts for mental health, substance abuse, early intervention and prevention programs, domestic violence shelters and services, sexual assault services, health and social service center providers, and services to abused, neglected and abandoned youth.
• $6.9 million for Gateway West, which has operated at close to full occupancy for much of the year.
• $500 thousand to continue the funding for Albuquerque Street Connect, a highly effective program that focuses on people experiencing homelessness who use the most emergency services and care, to establish ongoing relationships that result in permanent supportive housing.

The City of Albuquerque has created what is called the Gateway Network of support for people struggling with homelessness and addiction and it includes:

• Gateway Center– Campus providing medical, behavioral, and social services including overnight beds, first responder intake, medical sobering and respite.
  • Annual Impact: 20,200 Individuals
  • Open Since 2022, more services coming in 2025
• Gateway West – Safe, supportive 660-bed facility for individuals experiencing homelessness, offering specialized resources and case management.
  • Annual Impact:5,700 Individuals
  • Open 24/7 Since 2019
• Gateway Family – Supportive housing center for families with overnight beds, meals, and case management to help achieve stable housing.
  • Annual Impact: 987 Individuals
  • Open Since 2020
• Gateway Recovery– 50-resident micro-community offering low-barrier beds, recovery services, and support for 18 – 24 months.
  • Annual projected Impact: 50 – 100
  • Opening Early 2025
• Gateway Young Adult – Housing and support for young adults ages 15-25 experiencing homelessness, tailored to their unique needs.
  • Annual projected Impact: 120 Individuals
  • Opening Late 2025

The Gateway Center Houses Critical Services And Seven Tenants.

The services provided are:

• First Responder Receiving Area – 20 people/night
• Medical Sobering Center – 50 people/night
• Medical Respite Center – 50 people/night
• Women’s Navigation Center – 50 people/night plus additional 50 coming on line
• Men’s Navigation Center – 92 people/night with the beds coming on line
• Engagement Center – providing connection/access services to more than 1,000 people per year

The Tenants are:

• Turquoise Lodge Behavioral Hospital
• Haven Behavioral Hospital
• Ideal Option Substance Use Disorder Treatment
• AMG Hospital
• National Alliance on Mental Illness
• Vizionz-Sankofa Resource Center
• Albuquerque Community Safety – Trauma Recovery Center

The links to quoted or relied upon news sources are here:

https://www.cabq.gov/mayor/news/city-administration2019s-budget-prioritizes-safety-jobs-families

https://citydesk.nm.news/2025/its-budget-time-in-albuquerque-again/

COMMENTARY AND ANALYSIS

APD’S BUDGET UNDER KELLER

Seven years ago when Keller ran the first time for Mayor, he proclaimed violent crime was out of control saying this:

“It’s unfortunate, but crime is absolutely out of control. It’s the mayor’s job to actually address crime in Albuquerque, and that’s what I want to do as the next mayor.”

Today, murders are at historical highs and violent crime continues to spike and is out of control. Mayor Keller and APD Chief Harold Medina have seriously mismanaged the ongoing train wreck known as APD with the department dangerously understaffed with about 850 sworn cops despite seven years of increased budgets, salary increases, and lucrative bonus pay.

APD is very top heavy with mid to upper management with only about 250 officers who actually patrol the streets in 3 shifts out of 850 total sworn. Keller has literally thrown money at the problem, yet the department continues to languish. This coming from the Mayor who promised 1,200 cops during his first term. During a recent APD Academy graduation, Keller promised 1,000 cops by the end of the year which is not at all likely given expected retirements.

For at least 7 years under the Keller Administration, APD has consistently asked for funding of as many as 1,100 sworn police positions with more than 100 positions that they let go unfilled because APD fails to keep up with retirements. Rather than allowing the funding for the vacant positions to revert back to the general fund, APD upper command uses the funding in essence as a “slush fund” that APD management applies to other APD priorities including bonus and retention funding and  APD programs that the City Council fails fund.

CITY’S FINANCIAL COMMITMENT TO HOMELES UNDER KELLER 

Keller has spent upwards of $300 million in the last 4 years on homeless shelters, programs, and the city purchasing and remodeling motels for low-income housing. On April 6, 2021 Keller announced that the city acquired the old Lovelace Hospital on Gibsson for $15 million and then had to spend an additional $90 million to remodel it into the Gateway shelter. In the last two years, the Keller Administration has spent $25 million to purchase and remodel motels for low-income housing.

Originally, it was the city’s Family Community Services Department (FCS) Department that provided assistance to the homeless. In fiscal year 2021-2022, the department spent $35,145,851 on homeless initiatives. In 2022-2023 fiscal year the department spent $59,498,915 on homeless initiatives. On June 23, 2022 Mayor Tim Keller announced that the city was adding $48 million to the FY23 budget to address housing and homelessness issues in Albuquerque.

The enacted FY/26 General Fund budget for the HHH Department is $52.2 million, which includes $48 million for strategic support, health and human services, affordable housing, mental health services, emergency shelter, homeless support services, Gibson Health HUB operating, and substance use services from Family and Community Services Department, and $4.2 million for a move of Gibson Health HUB maintenance division form General Service Department.

The Keller Administration in its F/Y 2026 budget is  seeking funding for 116 separate services contracts to pay for services provided to the unhoused:  

• $30,381,000 for 32 Affordable Housing contracts,
• $6,347,619 for 12 Emergency Shelter contracts,
• $1,962,480 for 16 Health Service Contracts,
• $5,746,188 for 29 Homeless Support Service Contracts,
• $3,864,500 for 5 Gateway Shelter Operating contracts,
• $2,825,400 for 11 Mental Health Service Contracts,
• $2,573,526 million for 11 Substance Abuse Treatment Contracts

ALL THE ABOVE APPROACH UNDR KELLER

Notwithstanding, the homeless crisis continues to surge and it has spiked by 18% as Keller allows the unhoused to proliferate city streets, parks and open space declining to aggressively enforce city and state vagrancy laws. The problem is 75% of the chronic unhoused refuse to accept city services yet Keller continues to throw city resources at the crisis.

Keller has taken an “all the above approach” to deal with the city’s homeless crisis. Keller has established a total of 5 shelters to deal with the homeless that should be operating as an integrated system:

• The Gibson Gateway shelter
• The Gateway West shelter
• The Family Gateway shelter
• The Youth Homeless shelter
• The Recovery Shelter

The blunt reality is that Mayor Keller has essentially proclaimed the unhoused as “wards of the city” when such a responsibility should be undertaken by the state or federal government.

The recent annual Point-In-Time homeless survey count found an 18% increase in the homeless with upwards of 3,000 chronic homeless in the city. It was reported 75% refuse city services preferring to be left alone to continue living on the streets. Despite Keller’s spending efforts to assist the unhoused, the city’s homeless numbers continue to spike as the crisis worsens and as the unhoused refuse services and as they take over our streets and parks.

The $300 million spent to help 3,000 to 7,000 homeless with 75% refusing services would have gone a long way to finance community centers, senior citizen centers, police and fire substations, preschool or after school programs, senior citizen programs, and police and fire programs.

A viable solution to deal with the mentally ill and drug addicted homeless who refuse city services is the initiation of civil mental health commitments by the state to mandate mental health care or drug addiction counseling in a hospital setting after a court hearing that determines a person is a danger to themselves or others. Such approach would in fact get the mentally ill and drug addicted the health care they desperately need and off the streets.

FINAL COMMENTARY AND ANALYSIS

The proposed 202 city fiscal year budget can be described simply as a continuation of Mayor Keller’s emphasis on public safety and assisting the homeless. The Albuquerque City Council will now schedule “budget hearings” on each of the 27 city departments and each city department budget will be reviewed and scrutinized. The Council will be able to amend and make changes to the budget as they see fit. The general public will also be allowed to attend all the budget meeting and give their input.

The city charter mandates a “balanced budget” and the council must enact it on or before June 30 with the fiscal year to begin on July 1, 2024 and ending June 30, 2025.