On June 15, 2020 Mayor Tim Keller announced the creation of the Albuquerque Community Safety Division (ASC). It is a third department of first responders that serves alongside the Albuquerque Police Department (APD) and the Albuquerque Fire Rescue Department (AFRD) to deliver a civilian-staffed, public health approach to safety.

The department was created to change the way Albuquerque handles public safety calls for service and to move resources away from armed police response as a one-size-fits-all answer. Albuquerque Community Safety (ACS)  includes trained professionals such as social workers, housing and homelessness specialists, violence prevention and diversion program experts. The department give 9-1-1 dispatch an option when a community safety response is more appropriate than a paramedic, fire-fighter, or armed police officer.

The FY/26 proposed General Fund budget for Community Safety is $17.9 million. 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.

https://www.cabq.gov/mayor/news/mayor-tim-keller-to-refocus-millions-in-public-safety-resources-with-first-of-its-kind-civilian-response-department

WHISTLEBLOWER LAWSUIT FILED AGAINST ACS

On April 24, 2025, Channel 4 Investigates reported that a whistleblower lawsuit has been filed against the City of Albuquerque and its ACS Division by Elaine Maestas, a former ACS Community-Oriented Response Assistance (CORA) responder.

Maestas alleges in her lawsuit that the Albuquerque Community Safety Division  misrepresented its working relationship with police, and retaliated against her when she spoke out when she worked as an ACS responder.  Maetas was a Community-Oriented Response Assistance (CORA) responder.  A CORA unit is a specialized team designed to “respond with a trauma-informed approach to educate on cycles of grief and healing while connecting people to service providers and resources. ” In  her lawsuit Maestas claims ACS works  “hand-in-glove with Albuquerque Police Department.” 

Maestas said this:

“There [were]… many calls where it was unnecessary for them [APD] to be there, [but they were anyway] and it really undermined the purpose of what the department was created to do.”

The lawsuit claims while out responding to a call for service, Maestas overheard a conversation between a police officer and another ACS employee about “roughing up ” a civilian and the ACS employee was prevented from engaging a person in crisis because the APD officer opted to make  for arrest. Maestas said when she spoke up about her concerns, leadership retaliated against her. Maestas said this:

“I found myself on an island. I felt alone many times. … I had a lot of high hopes for this department and the potential that it could offer the community. But I was pushed out.” 

Channe 4 Investigates asked Maestas’ attorney Laura Schauer Ives if the city deserves any leeway as Maestas worked for ACS as the department was just getting started. Schauer Ives said this:

“When you present a program and represent a promise to the public about how you’re going to handle situations in the future, that’s how you need to handle them. It’s not something that you get to work the kinks out on.”

NOT THE FIRST LAWSUITE FILED

Elaine Maestas became a Community-Oriented Response Assistance (CORA) responder after her sister was shot and killed by Bernalillo County Deputies in 2019. She said when she first joined ACS “It seemed like an answered prayer.”  Maestas moved to Missouri, giving up on New Mexico and saying her subsequent police accountability advocacy role had run its course saying  “[I] felt hopeless. Like, what’s going to change?”

 Maestas said this about her move:

“We miss our New Mexican roots, miss home. … It was not an easy, decision that I made. I’m going to try not to get emotional.” 

Maestas also sued Bernalillo County after her sister’s killing in 2019. She was awarded $4 million after a wrongful death lawsuit was settled with Bernalillo County.

KOB 4 Investigates asked if anyone from ACS would sit down for an interview. The following statement was sent:

“Albuquerque Community Safety (ACS) is a civilian-led department that provides trauma-informed, community-centered responses and does not engage in enforcement activities. While only about 1% of ACS field response calls in the past year resulted in a co-response with APD, we are grateful for APD’s partnership in ensuring safety for all involved.  In addition to field response, ACS’s specialty teams—including the Violence Intervention Program, Community Oriented Response and Assistance Team, and Opioid Education Team —work proactively with APD to address root causes of violence, substance use, and other crises through long-term community engagement. APD is a trusted partner in this work, and we are thankful for their ongoing collaboration with ACS and the community.”  

https://www.kob.com/new-mexico/4-investigates-acs-whistleblower-claims-department-misrepresents-non-police-responses/

ACS HITS  MILESTONE

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. Officials believe the surge is partly due to growing awareness of the department’s services and the diminishing stigma surrounding mental health support.

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. In February, an ACS worker called 911 after not being able to make contact with a man who was threatening suicide. When officers showed up, the man pointed an unloaded handgun at them and was fatally shot, according to police.

John Dodd, the clinical supervisor for ACS, explained that many individuals contacting their team are at a breaking point, unsure where to turn for help. He emphasized the department’s holistic and empathetic approach, which connects individuals to essential resources such as counseling, therapy, and psychiatric care. In response to this increased demand, ACS plans to hire more responders and has extended its training program from six weeks to three months. This adjustment ensures that responders are more experienced before engaging with individuals in crisis.

Links to relied upon or quoted news sources are here:

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

https://www.koat.com/article/albuquerque-community-safety-seeing-increased-calls/64364711

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

https://www.koat.com/article/albuquerque-community-safety-seeing-increased-calls/64364711

COMMENTARY AND ANALYSIS

It is very troubling that a whistleblower case has been filed against the ACS department alleging APD is continuing to work calls for service that should be handled strictly by ACS.  By all accounts, ACS is reducing APD’s involvement with calls for service, but that may be only “public relations” claims, something that Mayor Tim Keller and his administration are known for and have perfected as Keller seeks his third four year term.

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.

The number of candidates for running for Albuquerque Mayor has increased by two. There are now 11 candidates for mayor who have registered with the city clerk. The two additional candidates are businessman Daniel Chavez and political consultant Adeo Herrick. Seven of the candidates are publicly finance candidates and 4 are privately finance candidates.

The City Clerk’s link listing all 11 candidates for Mayor with candidate contact information financial disclosure is here:

https://www.cabq.gov/vote/candidate-information/2025-candidates-and-committees-1

https://www.koat.com/article/albuquerque-mayoral-race-candidates/64648147

Following is the listing of all 11 candidates for Mayor with known background information and links to their contact information, campaign web pages and campaign donation information on their candidacies:

1. MAYLING ARMIJO

Democrat Mayling Armijo is a former Deputy County Manager for Sandoval County. She is an  Albuquerque native and  was the first to announce.  On her campaign website, she lists her priorities as crime, housing and homelessness, substance abuse, job growth, and setting term limits for the mayor’s office.  She proclaims that she is not a politician and offers very little specifics on how she will bring down crime. Her experience includes working as economic development director for Bernalillo County, the deputy County Manager for Sandoval County and work with the New Mexico Economic Development Department. Armijo is the only privately financed candidate.

A link to a news source on Mayling Armijo’s announcement is here:

https://abq.news/2025/02/former-county-economic-development-manager-first-to-announce-run-for-mayor/

CANDIDATE CONTACT INFORMATION

The following is the candidate information provided on the City Clerk’s candidate web page on Mayling Armijo:

DATE REGISTERED: February 3, 2025

• Privately Financed
• Campaign address: 9633 Seligman Avenue NE Albuquerque, NM 87109
• Campaign phone number: 505-401-2767
• Campaign email: contact@armijo4mayor.com
• Campaign website: com
• Campaign Finances: View Candidate Disclosure

No campaign chairperson listed.

Treasurer: Sulema Lenz

2. EDDIE VARELA

Eddie Varela is a Republican and is a retired Albuquerque firefighter and former California fire chief. Varela’s campaign website lists six issues, including safety, homelessness, transparency, seniors, youth and small businesses. Varela said he wants to restore public safety, rebuild trust in the government and revitalize the economy.

https://www.kob.com/new-mexico/eddie-varela-joins-race-for-albuquerque-mayor/

CANDIDATE CONTACT INFORMATION

Following is the candidate information provided on the City Clerk’s candidate web page on EDDIE VARELA:

DATE REGISTERED: February 21, 2025

• Publicly Financed
• Campaign address: 6539 Lamy Street NW Albuquerque, NM 87121
• Campaign phone number: 505-249-2422
• Campaign email: eddierayvarela26@gmail.com
• Campaign website: com
• Campaign Finances: View Candidate Disclosure

Campaign Chairperson: Audra L Salinas

Treasurer: Audra L Salinas

     3. PATRICK SAIS

Republican Patrick Sais ran for election to the New Mexico House of Representatives to represent District 26 in 2024 and lost in the general election on November 5, 2024. He ran for Mayor in 2021 and has no experience working in municipal government. He is a small business owner, retired truck driver and school bus driver and he went to Albuquerque High School. His campaign website (Sais4mayor@yahoo.com)  states that he’s focused on “enhancing public safety, improving educational opportunities and promoting sustainable economic growth”.

CANDIDATE CONTACT INFORMATION

The following is the candidate information provided on the City Clerk’s candidate web page on Patrick Sais:

DATE REGISTERED: February 27, 2025

• Publicly Financed (Withdrew Application)
• Campaign address: 11012 Suffolk Avenue SW Albuquerque, NM 87121
• Campaign phone number: 505-584-9075
• Campaign email: Sais4mayor@yahoo.com
• Campaign website: Not provided.
• Campaign Finances: View Candidate Disclosure

No campaign chairperson listed.

Treasurer: Gina Padilla

   4.   DARREN WHITE

Republican Darren White is a  former Cabinet Secretary of the Department of Public Safety for then Republican Governor Gary Johnson. White is a former two term Bernalillo County Sheriff and former Albuquerque Chief Public Safety Officer under Republican Mayor Richard Berry. In 2008, White was the Republican nominee for US Congress in New Mexico’s 1st congressional district facing then Albuquerque City Councilman Martin Heinrich. Heinrich defeated White in a landslide with Heinrich elected with 55.5% to Whites 44.5%.

The link to a news source for Darren White announcing for Mayor is here:

https://www.kob.com/news/top-news/darren-white-to-run-for-albuquerque-mayor/

CANDIDATE CONTACT INFORMATION

The following is the candidate information provided on the City Clerk’s candidate web page on Darren White:

DATE REGISTERED: March 6, 2025

• Publicly Financed
• Campaign address: 6701 Tennyson Street NE Apt. 7004 Albuquerque, NM 87122
• Campaign phone number: 505-400-4437
• Campaign email: info@darrenwhiteformayor.com
• Campaign email:dwhiteformayor@gmail.com
• Campaign website: com
• Campaign Finances: View Candidate Disclosure

No campaign chairperson listed.

Treasurer: Sal Baragiola

5. TIM KELLER

Democrat Tim Keller is seeking a third 4 year term as Mayor and if successful would be the first to serve three consecutive terms. Voters elected Keller the first time in 2017 and then 2021. Keller is a former NM State Senator for the International District and a former New Mexico State Auditor. Keller says he is seeking a third term to complete the work on projects and programs he has started. Keller has said that his next term will focus on combating crime and homelessness while prioritizing redevelopment and housing, which is virtually identical to his last 4 years in office.

The link to a news source for Mayor Keller announcing for third term is here:

https://www.abqjournal.com/news/article_c4a7a8c8-0035-11f0-a187-6f113c184756.html

CANDIDATE CONTACT INFORMATION

The following is the candidate information is provided on the City Clerk’s candidate web page on TIM KELLER:

 DATE REGISTERED: March 12, 2025

• Publicly Financed
• Campaign address: P.O. Box 7208 Albuquerque, NM 87194
• Campaign phone number: 505-400-0415
• Campaign email: info@mayortimkeller.com
• Campaign website: com
• Campaign Finances: View Candidate Disclosure

No campaign chairperson listed.

Treasurer: Clara Hardgrave

6. LOUIE SANCHEZ

Democrat Louie Sanchez is a first term District 1 City Councilor for the West side.  He is a retired APD Police Officer and was head of former Mayor Marty Chevez’s security detail.  He is the owner of the Louie Sanchez All State Insurance Agency.  Sanchez is up for re-election to the city council and is giving up his council seat to run for Mayor. Sanchez’s campaign website calls for “safer communities,” “a stronger community” and “solutions for homelessness.”

The link to a news source on Councilor Louie Sanchez announcing for Mayor is here:

https://www.abqjournal.com/news/article_92e5ea94-a46d-424a-9823-3602cda945e3.html

CANDIDATE CONTACT INFORMATION

The following is the candidate information provided on the City Clerk’s candidate web page for Louie Sanchez :

DATE REGISTERED: April 7, 2025

• Publicly Financed
• Campaign address: 7905 Marigold Drive NW Albuquerque, NM 87120
• Campaign phone number: 505-506-7864
• Campaign email: candidate@louie4abq.com
• Campaign website: com
• Campaign Finances: View Candidate Disclosure

No campaign chairperson listed

Treasurer: Rob Mangone

7. ALPANA ADAIR

ALPANA ADAIR has been in Albuquerque since May 2023.  Her party affiliation is listed as “other / DTs” and she first registered to vote in March, 2023. She has voted one time in the 2024 general election. She previously worked for a hospitality consulting firm before moving to Albuquerque. She is a Human Resources Consultant, a Communications Strategist and a Screenwriter.  She states her current  job is as a hotel business and Human Resources consultant for Hotel Profitability Advisors (HPA).  On her campaign website, she states that she wants to reduce juvenile crime, create more jobs, and improve residents’ quality of life.  She highlights on her campaign web site a platform of  goals and including  “Raise the Bar”, “Unite Our Communities For a Common Goal”, “Set Higher Standards for Excellence in Albuquerque”, “Empower Citizens To Actively Participate in Change”.

(https://votemayoradair.com/about-me/ )

The link to a quoted or relied upon news source is here:

https://www.abqjournal.com/election/article_bef2d1a8-a6c9-4eb9-b3b7-1af214d9d37e.html

 CANDIDATE CONTACT INFORMATION

The following is the candidate information provided on the City Clerk’s candidate web page on ALPANA ADAIR:

DATE REGISTERED: April 14, 2015

• Publicly Financed
• Campaign address: 408 Grove Street SE Albuquerque, NM 87108
• Campaign phone number: 505-304-0064
• Campaign email: info@votemayoradair.com
• Campaign website: com
• Campaign Finances: View Candidate Disclosure

No campaign chairperson listed.

Treasurer: John Vieira

8. BRIAN FEJER

Brian Fejer, party affiliation unknown, is an Albuquerque resident, and does not have a campaign website. Instead, he has a Substack blog entitled “La Politica” with a post called “Brian Fejer for ABQ Mayor 2025,” which has the subheading “This is satire.” He has  a FACEBOOK page (https://www.facebook.com/brianfejer/).  According to his FACEBOOK profile he is a “Digital Creator”, he is from Albuquerque and went to Manzano High School, and his FACEBOOK page shows no work history. On his blog, Fejer says he would declare a “public mental health emergency,” focusing on the fentanyl crisis. He also calls for the creation of an Albuquerque subway system without any mention of how it would be financed with the cost likely to be in the billions of dollars.

CANDIDATE CONTACT INFORMATION

The following is the candidate information provided on the City Clerk’s candidate web page on BRIAN FEJER:

DATE REGISTERED: April 6, 2025

• Privately Financed
• Campaign address: 520 Coal Avenue SW Albuquerque, NM 87102
• Campaign phone number: 505-712-9342
• Campaign email: brianfejer4abq@gmail.com
• Campaign website:  https://brianfejer4abq.substack.com/
• Campaign Finances: View Candidate Disclosure

No campaign chairperson listed.

Treasurer: John Reiser

9. ALEXANDER M. M. UBALLEZ

Democrat Alexander M. M. Uballez is the Former New Mexico U.S. Attorney who was fired by President Trump on Valentines Day February 14. Uballez is among more than 20 other U.S. Attorneys who were asked to step down and who were appointed by President Joe Biden. “Before leading the office, Uballez served as an assistant U.S. Attorney for six years. He also worked as a prosecutor in New Mexico’s 2nd Judicial District Court for three and a half years. He received a law degree from Columbia Law School in 2011. Although he has no experience as an elected official, Uballez [proclaims] his experience as a prosecutor, combined with his two years at the helm of the U.S. Attorney’s Office, would play a key role in addressing Albuquerque’s crime and public safety issues.”

The link to the quoted news source on the Uballez announcement is here:

https://www.abqjournal.com/election/article_32b726a6-b9fa-421d-922e-8409a752c826.html#tncms-source=home-featured-7-block

CANDIDATE CONTACT INFORMATION

 The following is the candidate information provided on the City Clerk’s candidate web page on Alexander M. M. Uballez :

DATE REGISTERED: April 17, 2025

• Publicly Financed
• Campaign address: P.O. Box 26421, Albuquerque, NM 87102-2142
• Campaign phone number: 505-508-6423
• Campaign email: alexuballez@gmail.com
• Campaign website:
• Campaign Finances: View Candidate Disclosure

No Campaign manager listed.

Treasurer: Veronica Gonzales

https://www.cabq.gov/vote/candidate-information/2025-candidates-and-committees-1

10. DANIEL CHAVEZ

Republican Daniel Chavez was born and raised in Albuquerque. After graduating from the University of New Mexico with his bachelor’s degree in 1995, Daniel Chavez acquired the Albuquerque branch of Parking Company of America which is  the managing company of several parking lots in the city. Chavez is President of the company. He said if elected he would focus on making Albuquerque safer and creating economic opportunities. He is a privately financed candidate. On March 19, it was reported that Chavez announced he is running for Mayor but he did not register with the City Clerk until April 4, 2025.

https://www.koat.com/article/daniel-chavez-joins-crowded-field-in-mayors-race/64223704

CANDIDATE CONTACT INFORMATION

The following is the candidate information provided on the City Clerk’s candidate web page on Daniel Chavez:

DATE REGISTERED: April 4, 2025.

• Privately Financed
• Campaign address: 201 3rd St NW STE 1950, Albuquerque NM 87102
• Campaign phone number: 505-532-1032
• Campaign email: info@chavezformayor.com
• Campaign website: chavezformayor.com
• Campaign finances: View Candidate Disclosure

DATE REGISTERED:  April 4, 2025.

No Campaign manager listed.

Treasurer:  Greg Gallegos

11. ADEO HERRICK

Democrat Adeo Herrick is known to be a political consultant and activist.

The following is the candidate information provided on the City Clerk’s candidate web page on Adeo Herrick:

• Publicly Financed
• Campaign address: 11409 Key West Drive NE, Albuquerque, NM 87111
• Campaign phone number: 505-415-5209
• Campaign email: adeoherrickforthepeople@protonmail.com
• Campaign website: N/A
• Campaign finances: View Candidate Disclosure

No Campaign manager listed.

Treasurer: Cristine Ezell

MEASURED FINCANCE COMMITEES FORMED

There are two measured finance committees that have been formed to promote candidates. One is SAFER ALBUQUERQUE COMMITTEE (SAFER ABQ) to promote Mayling Armijo. The second is SAFER ALBUQUERQUE COMMITTEE (SAFER ABQ)  to promote Mayor Keller.

1. SAFER ALBUQUERQUE COMMITTEE (SAFER ABQ)

According to the City Clerk’s candidate website, the following Measured Finance Committee has been created to advocate Mayling Armijo for Mayor: SAFER ALBUQUERQUE COMMITTEE (SAFER ABQ)

Purpose: To advocate for Mayling Armijo’s candidacy for mayor during the Albuquerque 2025 mayoral race and align with values that reduce crime, reduce homelessness, and promote job growth.

CONTACT INFORMATION

• Chairperson: Charles M. Rolison
• Address: P.O. Box 4004 Albuquerque, NM 87196
• Phone number: 505-975-4899
• Email: info@saferabq.com
• Website: saferabq.com

The link to the Measured Finance Campaign Disclosure Statement for Safer Albuquerque Committee (Safer ABQ) reports is as follows:

https://campaignfinance.cabq.gov/#/exploreCommitteeDetail/M3FjOgNU2Z3h9u5VXBTrEgpRrh19RviUIoO4CmCWDAE1/null/null/2/2025

2. ASCEND ALBUQUERQUE

According to the City Clerks Candidate website, the following Measured finance committee has been created to promote  Mayor Tim Keller:  ASCEND ALBUQUERQUE

Purpose: To support the election of Tim Keller as Mayor of Albuquerque

CONTACT INFORMATION

• Chairperson: Michelle Mayorga
• Address: 300 Tijeras Avenue NE Apt. 100 Albuquerque, NM 87102
• Phone number: 505-270-4079
• Email: sfitzer139@gmail.com
• Website: N/A
• Campaign Finances: View MFC Disclosure

The link to the Measured Finance Campaign Disclosure Statement for ASCEND ALBUQUERQUE

https://campaignfinance.cabq.gov/#/exploreCommitteeDetail/VMQvJiHXaP1z-Iz2eL_papP4048PFnxLXRUfdOLcQk01/null/null/2/2025

QUALIFYING NOMINATING SIGNATURES

All eleven candidates must collect at least 3,000 qualifying nominating petition signatures from  April 19, 2025 to June 21, 2025, a mere 9 weeks. Each signature must come from registered voters in the Albuquerque area. The city clerks will go through each one of those signatures to confirm their registration and candidates can challenge each other’s signatures for disqualification. The signatures of people who sign the nomination petitions and who are not actually registered voters are tossed and are not counted. It is expected that upwards 3 of the candidates running will no be able to secure the 3,000 qualifying signatures.

PUBLIC FINANCE QUALIFYING DONATIONS

Seven of the eleven candidates running for Mayor are “public financed” candidates: Eddie Varela, Darren White, Tim Keller, Louis Sanchez, Alpana Adair, Alexander Uballez and Adeo Herrick.  Patrick Sais withdrew his application for public finance and is now considered a privately financed candidate.

The single most difficult task for candidates who are publicly financed candidates will be the collection of 3,780 qualifying donations of $5.00 each to secure $755,946 in city financing. The candidates are given from  April 19, 2025 to June 21, 2025, a mere 9 weeks  to collect the 3,780 qualifying donations from registered Albuquerque voters. The city clerks will go through each one of the donations to confirm their registration within the city limits. It is more likely than not that at least 3 of the candidates will not be able to collect the necessary donations and will be forced to go with private financing if they secure the requisite nominating petition signatures.

If a candidate does not collect the full 3,780 qualifying donations, those donations collected revert to the city and not to a candidate’s campaign. The failing  candidate to collect 3,780 qualifying donation can declare to be a privately finance candidate and solicit private campaign donation funding until election day November 5.

PRIVATELY FINANCE CANDIDATES

 Four of the eleven candidates private financed candidates: Mayling Armijo, Patrick Sais, Brian Fejer and Daniel Chavez.

Privately financed candidates were allowed to commence collecting campaign donations on April 19 and can do so up an until election day of November 5. Unlike publicly financed candidates, who may only spend the funds given to them by the City and agree to a spending cap, privately financed candidates have no fundraising or spending limits. There are, however, limits on individual contributions. Specifically, Article XIII, Section 4(d) limits the total contributions, including in-kind contributions, from any one person (with the exception of the candidate himself or herself).

The following limits per individual or corporation or entity are  in effect:

“Limits to Contributions. No privately financed candidate shall, for any one election, allow total contributions, including in-kind contributions, from any one person with the exception of contributions from the candidate themselves of more $6,000 for Mayoral Candidates.”

 COMMENTARY AND ANALYSIS

With a total of eleven candidates running for Mayor, the real hard part has begun  for them to get on the ballot and collect nominating signature to be placed on the ballot and to collect the $5.00 qualifying donations if they are public financed. Unless the candidate has a strong volunteer base or has set up on line system to collect both signatures and donations, it is not  likely they will not succeed with both tasks. Nominating petition signatures are far easier to collect than the $5.00 qualifying donations. Simply put, most people do not like to contribute to political campaigns.

With as many a 11candidates for Mayor, its obvious Mayor Keller has a tough challenge on his hands to get re-elected. The odds are there’s going to be a runoff.  It takes 50% of the vote to win and if one candidate does not get 50%, a runoff is held between the top two vote getters.

What’s going to happen is a lot of the candidates who are running do not  necessarily expect to win outright so they hope to take one of the top two positions. If they get into the runoff, they can have a 50-50 chance of winning. The race will easily come down to a referendum on Mayor Keller’s job performance over his two terms in office. Will people think it’s time for a change, or will people think that the mayor has progressed enough that it’s worth giving him a third term and another 4 years?

On November 4, 2025, the municipal elections for Albuquerque Mayor and City Council will be on the ballot. Of the nine-member city council, the 5 odd number City Council Districts 1, 3,5,7, and 9 will be on the ballot. This article is the first in a series of articles on the five city council races being published as a public service announcement.

The District 3 City Council District geographic borders are generally “Old Coors Road” on the East and the Valley area, Central on the North, and Dennis Chavez Road on the South, with the West side border  jetting out to the city limits and mostly vacant area. According to the 2023 redistricting report, District 3 has a total population of 65,343.  The population of the district is further broken down as follows: Hispanic:  53,314 (81.6%),  White:  6,766  (10.4%), Native American 1,865 (2.9%),  Black 1,554 (2.4%), Asian 612 0.9% other 1,232 (1.9%).

District 3 is considered a safe Democrat City Council District.

TWO CANIDATES ANNOUNCE RUNNING FOR CITY COUNCIL DISTRICT 3

 According to the city clerk’s candidate web page, as of May 1,  two candidates have registered to run for City Council District 3.  Following are the candidates announcements listed in the order in which they made their formal announcement:

CHRISTOPHER R. SEDILLO

On March 11, 2025, Christopher R. Sedillo announced he is running for City Council District 3. Following is his announcement.

“Bueño Dias  Albuquerque! 

My name is Christopher Rudoph Sedillo, and I am a candidate for Albuquerque City Council, District 3.  I am a retired Navy Senior Chief Radioman with deep roots in this community.  Born and raised in Albuquerque, New Mexico, I grew up in the South Valley and graduated from Rio Grande High School in 1981. 

During my senior year at Rio Grande High School, while enrolled in Marine Corps JROTC, I joined the Navy’s delayed entry program at the age of 17.   The discipline and goal-setting skills I developed during those initial four years in MCJROTC provided a solid foundation for my career.  Raised by a single mother, I learned the importance of hard work and perseverance..

Throughout my naval career, I consistently volunteered for challenging assignments, including deployments to Iraq and transporting chemical retrograde from Germany to Johnson Atoll.  While stationed at Joint Communication Support Element (JCSE) and assigned to Quick Reaction Company (QRC), a joint duty assignment, I eagerly volunteered for jump school at Ft. Benning, GA, earning the distinction of becoming a paratrooper with over 60 jumps, including one into Panama.

 As Officer in Charge of the Military Detachment, I reported the distress signal to the ship’s Master, and the USNS Sioux rescued a stranded couple from a sinking vessel.  Once again, the USNS Sioux was summoned for a no-notice call for the search, rescue, and recovery of Alaskan Airlines Flight 261 after it crashed.  Later, I volunteered and was selected to augment JFT-67 on a real-world mission to Vietnam for 60 days for the search and recovery of POW/MIA remains. 

These experiences and numerous others took me to ports around the globe, exposing me to diverse cultures, political philosophies and a host of different religions beliefs.  Reinforcing my belief that there are good people that exist everywhere.   

 I proudly served my Country for 26 years, earning over 20 ribbons, awards, and commendation over my naval career.  My shipboard assignments included the USS Ramsey (FFG-2), USS Ranger (CV-61), USS Jarrett (FFG-33), USS Stethem (DDG-63) and USNS Sioux (T-ATF 171). 

 Following my retirement from the Navy, I pursued job certifications, became a primary caregiver for family members, obtained my CDL, and worked as an OTR truck driver for two years.  In 2017, driven by a desire to serve my community, I ran for Albuquerque City Council.  After purchasing a home on the Westside, where I intend to remain, I channeled my energy into various local military-related, religious, and civic organizations, including American Legion Post 13, American Veterans for Equal Rights (AVER) Bataan Chapter, Honor Flight of Northern New Mexico (past board member), Knights of the Ascension, Ministry of Hope at Church of the Ascension, DPNM State Central Committee member, Westgate Neighborhood Association (Vice President), United Veterans Council of Greater Albuquerque, Moose Lodge, Harley Davidson Owners Group, Trench Rats, and the Veterans and Military Family Caucus.  In 2023, I was honored to be appointed by the Governor to the Governor’s Veterans Advisory Council. Within American Legion Post 13, I have served as Sergeant at Arms and currently hold the position of Chaplain.

I am a staunch advocate for my community, volunteering as a poll worker for multiple elections and upholding the values of equality, integrity, and honesty.  I previously served as a board member for Honor Flight of Northern New Mexico, dedication my time to ensure veterans could visit their memorials in Washington, D.C.   Recently, I stepped down from this role to focus on my City Council campaign.  As the Honor Guard Commander for American Legion Post 13, a position I’ve held for three years, I ensure that every deceased veteran receives proper military honors when requested.  Through dedicated recruitment efforts, I have tripled the Honor Guard’s membership from 10 to 30 volunteers.  As a member of American Veterans for Equal Rights (AVER), I champion the rights of all veterans, including those who are Lesbian, Gay, Bisexual, and Transgender.  As a gay man who has been with my partner for 13 years, I deeply value community engagement and believe that neighborhood associations are vital to a thriving city.  I am currently the Vice-President of the Westgate Neighborhood Association.  I am committed, dedicated, and motivated to make a positive difference in our community.  Together, we can achieve great things.  Si se puede. 

I offer a unique leadership style characterized by compassion and generosity, coupled with the determination to address Albuquerque’s challenges head-on.  It is time for new leadership that will hold public officials accountable and make the difficult decisions necessary for our city’s progress.  My commitment is to the public, and I will prioritize being present, listening and fostering teamwork.  I will work to ensure that our community has access to behavioral health resources and affordable housing, and that our tax dollars are spent wisely and there is accountability.

 While City Council elections are nonpartisan, I value relationships with individuals across the political spectrum, recognizing that the issues facing our city transcend party lines.  I maintain positive relationships with county and state officials, and my focus will remain on you and the issues that matter most to our city.  I am eager to hear your concerns and ideas for building a better Albuquerque for all.  Thank you for your time and support.  Together, we can build an Albuquerque where families feel safe, children have opportunities, and every neighborhood can thrive.  As President John F. Kennedy said, “Ask not what your Country can do for you, but what you can do for your Country.” 

We can do it, City Council District 3.”

Thank you,

Christopher R. Sedillo

CITY CLERK CANDIDATE INFORMATION

According to the City Clerk’s candidate web page, Christopher R. Sedillo is a Publicly Financed candidate. Contact information and his campaign website outlining his platform and his candidate financial disclosure can be found here:

• Campaign address: 605 Shire Street SW Albuquerque, NM 87121
• Campaign phone number: 619-315-5051
• Campaign email: votechrissedillo@gmail.com
• Campaign website: votechrissedillo.com
• Campaign Finances: View Candidate Disclosure

KLARISSA J. PEÑA

Incumbent City Councilor Klarissa Peña was elected to the City Council in October 2013 and she is the 2025 City Council Vice President. There are no term limits for City Council and she is seeking a fourth term. On April 24, she announced on her FACEBOOK page that she is running for a third 4 year term. Following is her announcement:

“It has been an honor and a privilege to represent the community where I was born and raised. Thank you for your continued support and for placing your confidence in me to serve as your City Councilor for District 3 in the City of Albuquerque.

 A lot has changed since I first ran for office. The community has also changed. As your City Councilor, we’ve made significant Investments in our district. We built the West Gate Community Center, we are making improvements to the West Side Animal Shelter, brought more businesses to our district, new parks, lit up our streets with over 250 new streetlights, we planted hundreds of new trees and added new playground equipment.

We continue to make our community safer with the soon to be completed South West Public Safety Center, that includes a police substation, fire station and Albuquerque Community Safety. More importantly passed meaningful legislation that supports working families. But there’s still more we can accomplish. That’s why I’m proud to announce that I’m running for re-election for City Council District 3.

 This work isn’t done alone; it is the result of decades of collaborating with community volunteers and also partnering with other local, state and federal elected officials to accomplish the vision for South West Albuquerque.

I look forward to earning your support and your vote on Tuesday, November 4, 2025.

CITY CLERK CANDIDATE INFORMATION

According to the City Clerk’s candidate web page, Klarissa Peña is a Publicly Financed candidate. Contact information for  her campaign  and her candidate financial disclosure can be found here:

• Campaign address: 6525 Sunset Gardens Road SW Albuquerque, NM 87121
• Campaign phone number: 505-503-5490
• Campaign email: Klarissapena@gmail.com
• Campaign website: None.
• Campaign Finances: View Candidate Disclosure

The link to the City Clerks web page listing the names and information on all declared candidates for Mayor and City Council is here:

https://www.cabq.gov/vote/candidate-information/2025-candidates-and-committees-1

CITY COUNCIL CANDIDATE CALENDAR DEADLINES  

The “exploratory period” for City Council Candidates if from April 17, 2025 to June 1, 2025. During this time period, candidates must make an appointment with the City Clerk where they register as a candidate and campaign rules and regulations are outlined for them.

The “seed money period” for candidates for City Council is from April 27, 2025 to July 7, 2025 during which time candidates for city council can collect campaign donations. The seed money contribution limits that can be collected by each candidate in District 3 is $250 from individuals and an aggregate of  $8,373.00

The qualifying contribution period for city council candidates is from June 2, to July 7, 2025 where candidates are allowed to collect $5.00 donations to qualify for public financing. In order to File the Declaration of Intent, the applicant candidate for public finance has to schedule an appointment with the City Clerk at least one day prior to filing. The Clerk will reviewed the public finance process with the applicant candidate and provided the Declaration of Intent for public financing. The city clerk provides receipt book to collect the donations and candidates are also allow to set up an on line donation system.

Applicant Candidates must receive Qualifying Contributions from 1% of the registered voters in the district the candidate wishes to represent. The number of qualifying $5.00 contributions each candidate must collect running in District 3 is 335.  The amount of public finance given to a candidate by the city if they qualify and the spending limit for city council District 3 is $41,865.00.

The nominating petition period to collect nominating signatures to be placed on the ballot is from June 2, 2025 to July 7, 2025. The city clerk provides the nominating petition forms. All Candidates for City Council must gather more than 500 signatures from registered voters within the district the candidate wishes to represent from June 2, 2025, at 8:00am – July 7, 2025, at 5:00pm.

Spring time in New Mexico is always a good time to remember the positives that this city and state have to offer and be thankful for them. In that spirit the following guest opinion column was submitted by Robert Ferguson to be re-published on www.PeteDinelli.com. The column was first published by the Albuquerque Journal. You can read his biography in the postscript below.  The link to the original article is here:

https://www.abqjournal.com/news/15-reasons-why-i-love-living-in-albuquerque-and-nm/article_dd492473-5df0-5c54-bf1a-4bec4ef6f381.html

HEADLINE: 15 Reasons Why I love living in Albuquerque and in New Mexico

As a 74-year-old New Mexico retiree, I have lived in Albuquerque since 1976.  I’m not trying to find a job and I have no school-age children, so I don’t have the pressures a younger family would face.  I love it here but am fully aware of the challenges facing us.  … It is extremely easy to ignore the positives that this city and state have to offer.

Let us … focus on what makes this such a wonderful place to reside [and what we all can be thankful for]:

1. Fresh air and blue skies.  When I walk out of my house in the morning to get my paper, I am met with a waft of wonderfully fresh air and azure blue skies.  I stop myself for a few moments to take it all in.  How great is this!
2. Beautiful vistas and sheer natural beauty.  The red rocks of Gallup, stunning multicolored cliffs of the Jemez Mountains, beautiful open spaces of the Valles Caldera.  This is truly “The Land of Enchantment”
3. World Class Airport.  Living in Nob Hill, I am 15 minutes from the beautiful Albuquerque Sunport, perhaps the prettiest and most unique airport in the entire country.  Such a different experience from LAX or JFK airport.
4. Great Bio-Park.  For those of you who have lived in Albuquerque awhile, compare what our zoo was 30 years ago to the beautiful facility it is now.
5. College Athletics, Cultural Events, and Adult Education Opportunities. As a Lobo sports fan, the entertainment value of watching D1 sports competition is second to none.  Also, there is an extensive offering of cultural events and adult education opportunities at UNM and other institutions, all benefits of living in a major university town.
6. Wonderful Local Restaurants.  The restaurants offer a large variety of cuisines, fitting every budget.
7. Hot Air Balloon Festival.  While I am not a big fan of getting up at 3am, and not really into hot air balloons, whenever we bring out of town guests to this event, I am mesmerized each and every time.  A truly stunning international display of colors showcasing our city.
8. Volunteer Opportunities.  The city of Albuquerque offers many volunteer opportunities to give of your time.  For me, it’s cleaning Roosevelt Park, my all time favorite city park.
9. The Railrunner.  OK I’m sure I’ll get some pushback with this one, however I find this train ride between Albuquerque and Santa Fe an absolute delight.  The vistas along the way are stunning, especially if you are not in a hurry, can kick back and enjoy the ride.  A perfect way to get away for the day, enjoy a dinner in Santa Fe, and return without the hassle of having to drive 60 miles to get home.
10. Great Affordable Golf Courses.  Within a 75 mile radius, 20 wonderful golf courses that won’t strain your wallet.  One of the best public golf courses in the region is Pinon Hills in Farmington.
11. Four Distinct Seasons.  Variety is the spice of life…not boring
12. Great Hiking and Biking Trails.  The bosque bike and hiking trails along the Rio Grande are stunning, as are the hiking trails in the Sandias
13. Can Golf and Ski in the Same Day
14. Low Humidity and 300+ Days of Sunshine.  Having spent my formative years on the east coast, I thoroughly appreciate the lack of humidity in New Mexico
15. Reasonable Cost of Living.

___________________________________

POSTSCRIPT

Robert Ferguson retired in 2004 after 27 years of public service with the NM Department of Health. At the time of his retirement from the state, he was the Supervisor for the  Tuberculosis/Mycology section of the Scientific Laboratory Division of the NM Department of Health. Mr. Ferguson has an undergraduate degree in biology from Olivet College and a Master of Science degree from the University of Montana (1978). From 1968-1973, he served in the US Navy as a Hospital Corpsman, of which 6 months served in Viet Nam on hospital ship USS Sanctuary.  He served in US Naval Reserve from 1979-2002.

Mr. Ferguson has performed International Consultation with various governmental and non-governmental organizations, helping upgrade tuberculosis laboratories. From 2004-2014 he worked in the countries of Haiti, Zambia, Nigeria, Tanzania, Zimbabwe. His volunteer work includes serving on the  board of directors for the YMCA of Central NM and as volunteer with City of Albuquerque Parks and Recreation Department cleaning city parks.