PROPOSED FY 2026-27
OPERATING BUDGET

PROPOSED FISCAL YEAR 2027 BUDGET
TABLE OF CONTENTS
I. CITY ORGANIZATIONAL CHART ......................................................................................................... 2
II. GOVERNING BODY ................................................................................................................................... 3
III. MAYOR’S TRANSMITTAL LETTER ...................................................................................................... 4
IV. EXECUTIVE SUMMARY ........................................................................................................................... 8
V. DEPARTMENT EXPENDITURES .......................................................................................................... 25
COMMUNITY ENGAGEMENT ............................................................................................................................. 25
COMMUNITY SERVICES ...................................................................................................................................... 29
ECONOMIC DEVELOPMENT & CREATIVE INDUSTRIES ........................................................................... 35
EMERGENCY MANAGEMENT ............................................................................................................................ 41
FINANCE .................................................................................................................................................................. 45
FIRE .......................................................................................................................................................................... 51
GENERAL GOVERNMENT ................................................................................................................................... 56
HUMAN RESOURCES ............................................................................................................................................ 66
INFORMATION TECHNOLOGY & TELECOMMUNICATIONS ................................................................... 69
METROPOLITAN REDEVELOPMENT AGENCY ............................................................................................ 75
PLANNING & LAND USE....................................................................................................................................... 78
POLICE ..................................................................................................................................................................... 86
PUBLIC UTILITIES ................................................................................................................................................. 91
PUBLIC WORKS ...................................................................................................................................................... 97
REGIONAL AIRPORT .......................................................................................................................................... 105
TOURISM SANTA FE ........................................................................................................................................... 108
VI. GLOSSARY OF TERMS & ABBREVIATIONS ................................................................................... 112
APPENDIX A – ADOPTED STRATEGIC GOALS AND FY27 BUDGET PRIORITIES ................................... 1281

PROPOSED FISCAL YEAR 2027 BUDGET
I. CITY OF SANTA FE - ORGANIZATIONAL CHART2
CITY OF SANTA FE
ORGANIZATIONAL CHART,
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PROPOSED FISCAL YEAR 2027 BUDGET
II. GOVERNING BODY
Mayor Michael J. Garcia
Alma Castro - District 1 Councilor Patricia Feghali - District 1 Councilor
Elizabeth Barrett - District 2 Councilor Paul C. Bustamante - District 2 Councilor
Pilar Faulkner - District 3 Councilor Lee Garcia - District 3 Councilor
Jamie Cassutt - District 4 Councilor Amanda Chavez - District 4 Councilor3

4City of Santa Fe
200 Lincoln Ave, Santa Fe, NM 87501 I santafenm.gov
Michael J. Garcia, Mayor
May 6, 2026
Dear Residents, City Councilors, City Staff and Visitors:
I am pleased to introduce the City of Santa Fe's proposed Annual Operating Budget for Fiscal Year 2026-
27. This spending package represents our plan for providing municipal services in the upcoming year. As
a policy document, the annual budget communicates the organization's priorities, addresses community
needs and develops the work plan for City staff. The fisca l year begins on July I, 2026 and ends on June
30, 2027. The City is working on its annual capital planning and budgeting process, which will be
addressed in the coming months.
This budget incorporates the goals and objectives that were adopted by the Governing Body in February
and reflects our plan to address the priorities of the Santa Fe community, within the constraints of
available resources. Public input on the spending priorities was provided through a faci litated community
session in January. Despite limitations and uncertainty in the future national economic outlook, the city
continues to focus on providing basic services, caring for our community members, and enhancing our
overall quality of life. Residents shared that housing, homelessness and parks and recreation are their top
priorities, along with public safety.
Overall, the City's proposed operating budget for FY27 totals $521 ,144,821 across all funds. This
proposed budget seeks to continue funding for basic municipal services such as police, fire/emergency
medical response, streets, parks and trails maintenance, recreational programs and much more. Totaling
$176,554,450, the General Fund portion of the budget is expected to increase by $15,502,844 from the
FY26 original adopted budget. This represents a 9.6% increase in General Fund spending.
Not including transfers, annual revenues from all sources are anticipated to total $433,896,183, an
increase of $32,151 ,490 or 8% from the original FY26 budget. Approximately 41.1 % of this funding is
derived from gross receipts tax. While revenues continue to rise each year, City staff continue to watch
this source closely, as it can be highly variable. Staff are reviewing options for other revenue streams and
will continue to provide options for elected officials and leadership on opportunities to diversify and
enhance these resources to provide better services for our community. Other resources that fund city
operations include the lodging tax, which is charged on hotels, motels and short-term rentals. This
revenue source funds marketing for tourism, convention center management, and arts and cultural events
and programming. Utility services such as water, wastewater and waste removal and recycling are
provided through fees charged to utility customers. Reasonable utility rate increases will raise funds for
investment in this critical maintenance responsibility and provide opportunities for water conservation
and management and improvements to the c ity's wastewater reclamation facility.
City Council
Alma G. Castro, District 1
Patricia Feghali, District 1
Elizabeth "Liz" Barrett, District 2
Paul C. Bustamante, District 2
Lee Garcia, Mayor Pro Tern, District 3
Pilar F.H. Faulkner, District 3
Jamie Cassutt, District 4
Amanda Chavez, District 4

5Support
for
Public Safety
The City will continue efforts to enhance the safety and well-being
of
residents, visitors and businesses.
Through additional spending on police, fire and emergency management in the coming year, and the
strategic use
of
technology, collaboration and planning, we will make our community a better place to
live, work and play. The Governing Body's adopted Strategic Goal,
"work to reduce crime and
increase public safety", incorporates the aims
of
ensuring safer streets, crosswalks and corridors, noise
and speed enforcement to reduce traffic and pedestrian accidents and to enhance quality
of
life, strategic
policing efforts to reduce crime and ensure public safety, and investments in bike infrastructure. The
General Plan and the next phase
of
the Land Use and Development code rewrite will contemplate street
infrastructure and multimodal opportunities that enhance walkable, bikeable and safer streets for all.
Automatic traffic enforcement is planned for key areas across the city, which will slow traffic and address
quality
of
life nuisances such as noisy mufflers and modified exhaust systems.
The two largest non-enterprise fund departments in the city are the Police and Fire Departments. These
crucial departments employ 452 full-time employees (or nearly one-third
of
the city's workforce). Both
Departments' budgets will increase by 14.1 % (Fire Department) and 13.6% (Police Department) in FY27.
The city will support new cadets for both forces next year, which will bring a new class
of
trained
emergency responders into the city's forces.
Emergency Management is now a stand-alone department reporting directly to the City Manager. This
office was previously managed under the Community Health and Safety Department. In FY27, additional
staff and contracts will be utilized to enhance public safety planning, preparedness and response.
These teams provide life-saving measures, crime prevention and response, and planning support to keep
the Santa Fe community safe.
Investing in City Employees
This budget continues to support the people who serve our community. In Fiscal Year 2027, the City will
ensure ongoing support
of
our most important resource - our employees. The proposed budget anticipates
adding 14 new full-time employees in key positions, including eight union employees represented by the
Fire, Police and AFSCME bargaining units. Salaries and benefits for a total
of
1,643.5 full time
equivalent employees are funded across 16 city departments and multiple funds. In addition to outward-
facing programs and services in Public Works, Utilities, and the Santa Fe Regional Airport, employees in
Finance, Information Technology, Human Resources and Administration/General Government support
other departments in achieving their missions. These crucial departments provide overall management
and support
of
the city organization. More than two-thirds
of
the city's workforce is represented by the
Fire, Police and AFSCME bargaining units.
Maintenance
of
our beautiful open spaces, parks, trails, medians, and arroyos is a crucial component
of
city operations. In FY27, the budget will expand our parks maintenance capabilities by adding seven (7)
new Parks positions. This crew will include a Superintendent and six (6) parks maintenance workers
(including one senior). This will reduce the Parks Division's reliance on contracted maintenance over
time.

6Our new Conservation and Sustainability Division within the Public Utilities Department includes ten
employees. This new division combines positions from other divisions where sustainability initiatives
such as water conservation, recycling/waste diversion and Keep Santa Fe Beautiful are being
implemented.
In addition to funding the final phase of the class and compensation study's compensation
recommendations, which adjusted employee wages across the city in 2025 and 2026, the operating budget
provides funding for an across-the-board salary adjustment equivalent to two and a half percent. The City
will also absorb the projected increase in health insurance premiums without passing on any increase to
employees. In addition to Public Employee Retirement Association (PERA) benefits (retirement plan),
the city supports employees by providing a generous benefits package including life, dental and vision
insurance and retiree health care premiums. Funding is available in the budget for both internal and
external professional development opportunities to allow employees to not only meet the requirements of
their job, but to grow and learn personally and professionally. Additional benefits for City employees
continue in FY27 such as paid holidays, paid sick and vacation leave time, and employee wellness
programs.
The City provides dozens of employee training courses per year, a tuition reimbursement program,
professional certificates, membership in professional development organizations and conference learning
opportunities. Career ladders have been developed for utility operators and other positions throughout the
organization to allow the city to "grow its own" experienced professionals in many areas. The City of
Santa Fe strives to be an employer of choice in the region, with an excellent reputation for employee
growth, development and satisfaction.
Making City Government Work Better
The City will keep investing in improving city systems and infrastructure to ensure efficient and
effective use of city resources, which will enhance service delivery and customer service. This
Governing Body goal is an ongoing, comprehensive area of focus and effort by City leadership. The City
must find ways to work smarter, better, and faster for constituents. When the City functions well and
employees can utilize the right tools, our customers receive better service. Recently, the City reorganized
some departments to provide a more streamlined reporting structure to the City Manager. In partnership
with our three bargaining units, the administration is evolving job duties to meet growing community
needs. The City's budget includes funding for software programs and tools that will modernize our
processes and allow for data-driven decision making. Departments are working to improve internal
processes, evaluate and implement best practices and train staff.
Strategic funds totaling $11.9 million have been set aside in the budget for maintenance and investment in
facilities, vehicles, equipment and capital needs. Investment in these critical areas will ensure that
employees are working in clean, safe and modem vehicles and facilities, and that the City will have a
critical reserve for unforeseen and emergency capital needs.
Supporting Housing Opportunities for All
As the city grows and national and local socio-economic conditions evolve, the need for housing of all
types continues. In addition, local governments are being tasked with doing more for our vulnerable
residents who are experiencing homelessness. To this end, the Governing Body adopted a third strategic

7goal and budget priority: support development of more housing across the continuum of needs, with a
focus on affordable and attainable housing, including support for wrap-around services. The FY27
operating budget maintains funding for six positions in the Affordable Housing Division within the
Planning and Land Use Department, and additional homelessness support staff within the Community
Services Department. The Affordable Housing Trust Fund will see another infusion of three million
dollars from the General Fund in FY27, which will provide additional resources towards this key
initiative. Funds will be leveraged to encourage development of more housing units, and provide housing
support to low-income residents. Addressing homelessness and housing opportunities requires strategic
investment with our community partners. Substantial operational support for providers of housing
support services is included within this budget.
I look forward to discussions on the proposed budget and continued partnerships with the City Council,
City staff, and residents to achieve a better Santa Fe.
In service,
JAivU/(_;_
Michael J. Garcia
Mayor

PROPOSED FISCAL YEAR 2027 BUDGET
IV. EXECUTIVE SUMMARY
The proposed FY27 budget was developed in a revamped, streamlined process that involved a
greater level of input from City staff, the Mayor and the City Council in order to set a fiscally
sustainable course for the City of Santa Fe, while investing in shared priorities to deliver
exceptional services and build a better city for Santa Feans.
On January 8, 2026, a Civic Engagement meeting was held at the City’s Convention Center,
in which members of the public were invited to offer their ideas for the improvement of City
service delivery, and to list their priorities for City services from lowest to highest. On
January 23, the Governing Body conducted a study session with key City staff to analyze the
results from the Civic Engagement meeting and to set their priorities for the FY27 budget,
giving City staff a guide for the targeting of strategic financial investments to reflect these
priorities. The FY27 budget development process took these inputs to heart, and the result is
a proposed budget that better reflects the goals and desires of City residents and the
Governing Body.
One example of this effort is reflected in the Affordable Housing Division, wherein the
Affordable Housing Trust Fund (AHTF), which was previously subsumed within the larger
Community Development Fund, was separated out into its own separate fund to enable better
tracking of allocated resources and targeted housing services objectives. This process was
reinforced by the aforementioned Civic Engagement meeting and the Governing Body study
session, which reaffirmed housing as a high priority and key service area for the City’s
residents and elected Council representatives. The proposed FY27 budget takes this input
into account and further enhances the City’s strategic investment in housing support services,
including the ongoing transfer of $3 million annually from the City’s General Fund to the
AHTF. These funds help to support a variety of housing services, including development or
renovation of housing units, homeownership support services, direct subsidies for low-income
renters, and downpayment assistance for low- and moderate-income homebuyers in the City.
The proposed budget also includes funding for citywide housing planning services. In total,
the proposed FY27 budget incorporates an investment of $4.7 million in these services, with
the majority of these resources coming from the $3 million allocation of General Fund dollars
to the AHTF.
Proposed FY27 Budget - Expenditures
The proposed FY27 budget meets the City’s financial obligations, including the fourth and
final phase of employee salary increases as recommended by the Classification and
Compensation Study, and leverages the City’s resources into shared goals. The proposed
budget also includes a significant increase in funding for public safety, allocating an8

PROPOSED FISCAL YEAR 2027 BUDGET
additional $10.9 million, or 13.8%, over the original FY26 budget for the Emergency
Management, Fire and Police Departments. The proposed FY27 all funds expenditures
budget of $521.1 million reflects an increase of $40.6 million, or 8.4%, when compared to the
FY26 original budget. The proposed FY27 General Fund expenditures budget totals $176.6
million, an increase of $15.5 million, or 9.6%, from the FY26 original budget. These
increases are primarily attributable to investments in the City’s workforce, as detailed below.
Investing in a Compensation Package for the City’s Workforce
The City’s Classification & Compensation Study was completed in December 2023; the
proposed FY27 budget reflects the completed implementation of the recommendations
provided by that study. This implementation has occurred in stages. The first stage, bringing
all employees up to the minimum of their recommended pay grades as well as the first 25% of
the study’s recommended total salary increases (known collectively as “hybrid parity”), took
effect in March 2024. The second phase of hybrid parity took effect in January 2025. Two
more phases of parity increases were implemented in FY26, beginning with phase three,
which went into effect in July of 2025; the fourth and final phase was implemented in
December of 2025. FY27 will mark the first fiscal year in which all phases of the
Classification & Compensation Study’s recommendations will be in effect for the full fiscal
year. The study updated the job grades to market levels, enabling positions to be hired at
current market rates. The people who work for the city make extraordinary efforts to keep
Santa Fe functioning, and have implemented ideas and initiatives to create a more efficient
City government. This has resulted in improvements to city operations, and more positive
citizen experiences with City services. The combined total cost of these increases in the
proposed FY27 budget (including the recurring impact of past increases that originally went
into effect starting in FY25) is $12.6 million.
The proposed FY27 budget also includes an allocation of $4 million to fund the equivalent of
2.5% increase in salary and salary-dependent benefits for all City employees. This
compensation package includes:
 A collective bargaining reserve for American Federation of State, County and Municipal
Union (AFSCME) employees totaling $1,550,886 in salaries and salary-dependent
benefits across all city departments; compensation for members of AFSCME Local 3999
will be allocated through the collective bargaining process.
 A budgeted increase for Fire Union personnel totaling $466,866 in the Fire Department’s
budget, reflecting the equivalent of a 2.5% salary/benefits increase in FY27 for all Fire
Union personnel; compensation for members of the IAFF Local 2059 will be allocated
through the collective bargaining process.9

PROPOSED FISCAL YEAR 2027 BUDGET
 A collective bargaining reserve for Police Union personnel in the Police Department’s
budget totaling $508,985, reflecting a 2.5% salary/benefits increase in FY27 for all
Police Union personnel; compensation for members of the Santa Fe Police Officer’s
Association (SFPOA) will be allocated through the collective bargaining process.
 A budgeted increase for non-union personnel totaling $1,461,602 across all City
departments’ budgets, reflecting a 2.5% salary/benefits increase in FY27 for all non-
union personnel.
Investing in New Positions and Position Changes to Meet Critical Needs
Mayor Garcia has set a goal to improve the efficiency of City service delivery by allocating
funding to new positions and gradually phasing out the practice of contracting outside parties
to perform needed tasks at a higher overall cost. While this process will be ongoing for years
to come, the proposed FY27 budget offers a strong start to this effort by investing in new
positions in key areas, including:
 Two (2) new positions and associated equipment in the Constituent Services Division,
including a Broadcast and Streaming Production Specialist to schedule, facilitate, and
produce the public-facing online components of all meetings held in the Council
Chambers, and a Translator that was converted from a part-time to a full-time position for
FY27, which will support effective written and oral communication with Spanish-
speaking constituents, vendors and community members.
 Two (2) new Project Manager positions and associated equipment in the Economic
Development Division, funded primarily by freezing the Community Development
Director position.
 Reclassification of one (1) Emergency Management Coordinator position to an Assistant
Director position in the Emergency Management Department, funded in part by a
reduction to the Department’s contractual services budget.
 An allocation of $250,000, which was set aside for legislative support staff in the City
Council’s contractual services budget, pending a final determination of the positions’ job
duties, salary levels and budgetary impact.
 One (1) new Information Systems Manager position and associated equipment in the
Human Resources Department to enable the City to maximize the Tyler Human Capital
Management (HCM) system’s capabilities, enhance efficiency and reduce the
Department’s reliance on outside contractors.10

PROPOSED FISCAL YEAR 2027 BUDGET
 Two (2) new positions in the Metropolitan Redevelopment Agency (MRA), including an
Administrative Manager and a Project Manager and associated equipment, to assist with
the MRA’s growing responsibilities.
 Two (2) new Project Manager positions and associated equipment in the Affordable
Housing Division, and one (1) re-funded/unfrozen Engineer position in the Technical
Review Division, to assist with the Planning & Land Use Department’s service delivery
efforts and ongoing initiatives.
 One (1) new Public Information Officer position and associated equipment, plus one (1)
Public Records Specialist that was transferred from the City Attorney’s Office, to
enhance the Police Department’s ability to comply with Inspection of Public Records Act
(IPRA) requirements, meet statutory deadlines, reduce backlog, and uphold the highest
standards of transparency and accountability.
 A new Parks crew, comprising seven (7) positions (one Parks Superintendent, two Parks
Maintenance Worker Seniors, and four Parks Maintenance Workers) and associated
equipment, which is intended to address the need for vegetation management, particularly
in the city’s medians, and homeless encampment cleanups; because much of this function
is currently performed by contracted labor, the cost of the crew was partially offset by a
reduction of $200,000 in contractual services, which will allow the Division to transition
from the current contracted service to in-house service delivery without significant
disruption.
 Reclassification of two (2) positions to better address changing personnel needs at the
Santa Fe Regional Airport; this includes the reclassification of an Airport Shuttle Driver
position to an Airport Security Officer position, and the reclassification of a Custodian
position to a Mechanic Supervisor I position.
 One (1) new Assistant Operations Manager and associated equipment in the Tourism
Department to address critical operational needs at the Santa Fe Convention Center.
Investing in Strategic Reserves
The proposed FY27 budget is a fiscally responsible annual financial plan that also provides
funding to be set aside for strategic reserves or “rainy day funds.’ These reserves will help the
City to successfully navigate future unforeseen circumstances, emergency needs and national,
regional and local economic disruptions, and include:
 A strategic reserve totaling $1.5 million for future needs and currently-unforeseen critical
repairs in the City’s vast and widespread array of facilities,11

PROPOSED FISCAL YEAR 2027 BUDGET
 A strategic reserve of $1.5 million for critical vehicle and equipment replacement needs,
and
 A capital reserve of $8.9 million for future capital improvement needs, including both
emergency and non-emergency capital projects.
Proposed FY27 Budget - Revenues
The largest single source of revenue to the City is Gross Receipts Tax (GRT), which represents
34.8% of total budgeted operating City revenue, and is estimated to contribute $178.5 million to
the City’s revenue portfolio in FY27. This represents a projected increase of $11.1 million or
6.7% over the original FY26 budget amount of $167.4 million. While GRT growth in the
current year (FY26) has remained a positive number, year-over-year growth has shown definitive
signs of leveling off. Thus, this estimate, which was developed in collaboration between the
City’s Budget Division and Reilly White, PhD, Associate Dean and Professor of Finance at the
University of New Mexico (UNM) Anderson School of Management, is deliberately
conservative, reflecting current economic uncertainties.
Overall, the revenue picture for all City funds is a positive one, thanks in part to a directive by
the City’s Mayor and senior administrative staff for all departments to evaluate any self-
generated revenues that have not been adjusted to keep up with inflation in several years, or in
some cases, decades. Further changes to the City’s fees and other service charges may be
recommended to the Governing Body in the near future as the City continues a
comprehensive in-depth analysis of revenue sources across all departments and funds. For
FY27, total revenues for all City funds are estimated at $513 million, an increase of $31.4
million or 6.5% over the original FY26 budgeted amount.
The GRT revenue outlook for the General Fund is quite similar to the overall picture, though
GRT represents a proportionally much larger share of the proposed FY27 General Fund
revenue budget, at 62.9%. General Fund GRT revenue is projected to total $111.1 million for
FY27, an increase of $6.3 million or 6% over the original FY26 budget. Once again, this is a
conservative estimate, and provides the primary driver for the total General Fund revenue
outlook. Overall, the proposed FY27 General Fund revenue budget is $176.6 million, an
estimated increase of $15.5 million, or 9.6%, from the original FY26 budget.12

PROPOSED FISCAL YEAR 2027 BUDGET
FY 27 Proposed Budget
$3,348,125
3,013,794
3,289,739
669,528
3,717,044
10,799,365
7,491,747
32,272,653
7,969,497
2,500,402
1,549,715
4,637,904
11,516,356
8,049,415
36,806,415
12,125,199
3,935,087
8,919,607
1,785,049
3,717,044
4,334,024
9,275,539
11,416,351
$193,139,599
*Including Gross Receipts Tax and Property Tax
Environmental Services
WHAT DO MY TAXES* PAY FOR?
Affordable Housing
Community Engagement
Economic Development
Emergency Management
Senior Services
Facilities Maintenance
Finance
Fire
General Government
Human Resources
Information Technology & Telecomm.
Library
Parks
Planning & Land Use
Police
Recreation
TOTAL
Streets
Transit
Wastewater Management
Youth & Family
Debt Service
Other
Affordable Housing
2%
Community Engagement
2% Economic Development
2%
Emergency Management
0%
Environmental Services
2%
Facilities Maintenance
6%
Finance
4%
Fire
17%
General Government
4%
Human Resources
1%
Information Technology
& Telecomm.
1%
Library
2%
Parks
6%
Planning & Land Use
4%
Police
19%
Recreation
6%
Senior Services
2%
Streets
5%
Transit
1%
Wastewater
Management
2%
Youth & Family
2%
Debt Service
5%
Other
6%13

PROPOSED FISCAL YEAR 2027 BUDGET
ALL FUNDS SUMMARY
ACTUAL ACTUAL ACTUAL FY 2025/26 PROPOSED AMOUNT PERCENT
REVENUE REVENUE REVENUE ORIGINAL BUDGET CHANGE CHANGE
CATEGORY FY 2022/23 FY 2023/24 FY 2024/25 BUDGET FY 2026/27 25/26-26/27 25/26-26/27
Local/State-Shared Taxes:
-Gross Receipts Tax 158,080,046 169,534,967 173,964,469 167,400,000 178,537,742 11,137,742 6.7%
-Property Tax 12,149,080 12,502,649 12,767,886 13,171,757 14,601,857 1,430,100 10.9%
-Franchise Fees 5,668,146 5,291,041 5,418,561 5,647,741 5,586,036 (61,705) -1.1%
-Lodgers' Tax 19,948,448 16,229,165 17,923,699 18,000,001 18,128,020 128,019 0.7%
-Gasoline Tax 1,561,558 1,631,126 1,452,729 1,680,000 1,587,951 (92,049) -5.5%
-Other Taxes 1,206,662 1,304,150 1,240,722 1,308,468 1,263,170 (45,298) -3.5%
Subtotal - Taxes 198,613,941 206,493,099 212,768,067 207,207,967 219,704,776 12,496,809 6.0%
Licenses & Permits:
-Business Licenses 912,765 758,008 751,396 816,300 691,827 (124,473) -15.2%
-Building/Zoning Permits 3,945,947 4,790,704 4,214,670 3,155,000 3,755,000 600,000 19.0%
-Other Licenses & Permits 171,689 141,734 184,559 155,000 182,126 27,126 17.5%
Subtotal - Licenses & Permits 5,030,400 5,690,446 5,150,625 4,126,300 4,628,953 502,653 12.2%
Fees & Service Charges:
-Airport Fees 2,051,120 2,156,373 3,446,571 5,002,630 6,378,000 1,375,370 27.5%
-Ambulance Fees 4,649,371 3,820,330 7,362,487 5,114,308 5,887,781 773,473 15.1%
-Civic Center Fees 629,296 416,855 785,551 583,000 895,000 312,000 53.5%
-Housing Fees 978,427 1,608,969 1,431,062 877,540 833,000 (44,540) -5.1%
-Impact Fees 2,574,677 4,286,993 1,558,901 3,827,254 4,478,138 650,884 17.0%
-Insurance Premiums 27,542,821 32,828,591 34,095,408 32,798,891 35,145,184 2,346,293 7.2%
-Meals Fees 80,247 65,244 57,989 77,400 77,400 - 0.0%
-Parking Fees 3,918,405 4,843,050 4,883,143 5,150,500 5,450,000 299,500 5.8%
-Planning/Land Use Fees 449,523 165,009 1,162,565 694,500 540,200 (154,300) -22.2%
-Police/Court Fees 626,617 592,138 904,166 474,392 561,403 87,011 18.3%
-Public Transportation Fees 229,089 238,753 219,315 235,500 249,630 14,130 6.0%
-Recreation Fees 2,204,704 3,096,693 3,702,744 3,357,349 3,403,150 45,801 1.4%
-Solid Waste Fees 15,473,829 16,147,451 16,685,357 16,550,529 15,514,942 (1,035,587) -6.3%
-Wastewater Fees 18,476,058 15,154,599 15,004,927 13,993,545 14,061,673 68,128 0.5%
-Water Fees 35,764,431 43,710,877 38,642,717 37,727,253 37,870,396 143,143 0.4%
-Reimbursed Expenses 14,880,751 21,359,460 22,944,169 23,694,431 34,510,057 10,815,626 45.6%
-Other Fees/Services 755,503 3,587,030 3,968,337 3,918,896 3,716,021 (202,875) -5.2%
Subtotal - Fees & Services 131,284,868 154,078,417 156,855,409 154,077,918 169,571,975 15,494,057 10.1%
Fines & Forfeitures:
-Parking Fines 533,465 460,469 448,621 525,000 525,000 - 0.0%
-Violations Fines 16,271 16,647 10,779 16,653 16,653 - 0.0%
-Other Fines & Forfeitures 190,220 155,698 120,448 153,750 153,450 (300) -0.2%
Subtotal - Fines & Forfeitures 739,956 632,815 579,848 695,403 695,103 (300) 0.0%
[Continued next page]
CITY OF SANTA FE
ALL FUNDS - REVENUES BY CATEGORY
FY 2022/23 THROUGH FY 2026/2714

PROPOSED FISCAL YEAR 2027 BUDGET
ACTUAL ACTUAL ACTUAL FY 2025/26 PROPOSED AMOUNT PERCENT
REVENUE REVENUE REVENUE ORIGINAL BUDGET CHANGE CHANGE
CATEGORY FY 2022/23 FY 2023/24 FY 2024/25 BUDGET FY 2026/27 25/26-26/27 25/26-26/27
[Revenues by Category - continued]
Rents/Royalties/Concessions:
-Airport Rentals (5,599) (112,796) 68,959 170,000 400,600 230,600 135.6%
-Equipment Rentals 34,269 25,553 21,653 27,000 27,000 - 0.0%
-Parks & Recreation - Rentals 283,510 295,116 250,831 302,750 302,750 - 0.0%
-Other Rentals 2,435,262 3,018,972 2,152,001 3,753,635 3,185,608 (568,027) -15.1%
Subtotal - Rents/Royalties 2,747,441 3,226,844 2,493,443 4,253,385 3,915,958 (337,427) -7.9%
Miscellaneous Revenues:
-Insurance Recoveries 6,971 96,659 - 100,000 100,000 - 0.0%
-Sales Revenue 698,130 1,090,468 1,426,691 1,322,024 112,840 (1,209,184) -91.5%
-Other Misc. Revenue 4,138,531 2,309,196 (1,461,974) 4,959,688 6,853,574 1,893,886 38.2%
Subtotal - Miscellaneous 4,843,631 3,496,323 (35,282) 6,381,712 7,066,414 684,702 10.7%
Intergovernmental Grants:
-State Grants 4,675,031 4,668,053 8,944,961 5,479,143 6,427,469 948,326 17.3%
-Federal Grants 4,216,318 8,878,828 11,340,342 4,312,383 7,170,773 2,858,390 66.3%
-SF County Grants (12,144) 70,487 478,364 244,698 252,092 7,394 3.0%
-Other Grants 10,000 20,000 228,223 - 1,642,023 1,642,023 N/A
Subtotal - Intergovernmental 8,889,205 13,637,368 20,991,891 10,036,224 15,492,357 5,456,133 54.4%
Interest on Investments 1,880,058 11,977,762 15,608,940 14,965,784 12,820,647 (2,145,137) -14.3%
Transfers In 54,330,427 68,494,322 86,446,134 79,777,933 79,070,300 (707,633) -0.9%
TOTAL REVENUES 408,359,928 467,727,396 500,859,075 481,522,626 512,966,483 31,443,857 6.5%
*excludes Buckman Direct Diversion and SF Solid Waste Management Agency
CITY OF SANTA FE
ALL FUNDS - REVENUES BY CATEGORY
FY 2022/23 THROUGH FY 2026/2715

PROPOSED FISCAL YEAR 2027 BUDGET
ACTUAL ACTUAL ACTUAL FY 2025/26 PROPOSED AMOUNT PERCENT
EXPENSES EXPENSES EXPENSES ORIGINAL BUDGET CHANGE CHANGE
CATEGORY FY 2022/23 FY 2023/24 FY 2024/25 BUDGET FY 2026/27 25/26-26/27 25/26-26/27
Personnel Services:
-Salaries 87,006,557 94,031,822 104,388,361 114,831,571 125,113,223 10,281,652 9.0%
-Benefits 25,923,600 42,861,499 49,165,065 55,459,448 58,447,593 2,988,145 5.4%
Subtotal - Personnel Services 112,930,157 136,893,321 153,553,426 170,291,019 183,560,816 13,269,797 7.8%
Operating Expenses:
-Contractual Services 33,117,885 39,728,204 42,813,653 49,028,138 62,021,020 12,992,882 26.5%
-Utilities 14,259,390 14,607,707 14,642,568 16,763,777 15,874,019 (889,758) -5.3%
-Repairs & Maintenance 7,213,214 6,973,357 7,896,216 10,321,906 8,932,045 (1,389,861) -13.5%
-Supplies 12,229,321 12,434,704 13,979,996 15,718,939 19,840,191 4,121,252 26.2%
-Insurance 31,911,781 38,610,663 40,520,644 47,887,157 50,834,531 2,947,374 6.2%
-Travel/Training 1,075,678 1,185,636 1,448,718 1,854,329 2,364,052 509,723 27.5%
-Other Operating Costs 54,112,499 63,364,261 62,938,270 51,633,782 61,628,532 9,994,750 19.4%
Subtotal - Operating Expenses 153,919,768 176,904,532 184,240,065 193,208,028 221,494,390 28,286,362 14.6%
Capital Outlay:
-Capital Purchases 159,528 9,550,555 11,431,827 10,890,068 12,581,740 1,691,672 15.5%
-Land & Building 960,535 3,456,527 5,686,821 3,306,443 3,589,693 283,250 8.6%
Subtotal - Capital Outlay 1,120,062 13,007,082 17,118,648 14,196,511 16,171,433 1,974,922 13.9%
Debt Service:
-Principal 8,250,699 8,916,053 9,221,175 16,476,768 14,580,555 (1,896,213) -11.5%
-Interest 8,179,800 7,412,736 6,735,646 6,084,329 6,578,167 493,838 8.1%
-Other Debt Service (970,457) (825,913) (680,358) - - - N/A
Subtotal - Debt Service 15,460,042 15,502,877 15,276,463 22,561,097 21,158,722 (1,402,375) -6.2%
Transfers Out 63,855,814 83,144,147 111,814,252 80,332,737 78,759,460 (1,573,277) -2.0%
TOTAL EXPENDITURES 347,285,844 425,451,958 482,002,854 480,589,392 521,144,821 40,555,429 8.4%
*excludes Buckman Direct Diversion and SF Solid Waste Management Agency
CITY OF SANTA FE
ALL FUNDS - EXPENDITURES BY CATEGORY
FY 2022/23 THROUGH FY 2026/2716

PROPOSED FISCAL YEAR 2027 BUDGET17
PROPOSED FY27 REVENUE BUDGET - ALL FUNDS
Transfers In , 79 ,070 ,300 ,
lntergo,·ernmental Grants ,
15 ,492,357 , 3% \
Interest Income, L,820,647,
3%
Miscellaneous Re,·enues ,
7 ,066 ,414, 1%
Fees& Senices , 169 ,571,97.5
, 33%
15%
Licenses & Permits ,
4,628 ,9.53 , 1%
Taxes , 219 ,704,776 , 43%
PROPOSED FY27 EXPENDITURE BUDGET - ALL FUNDS
Transfers Out , 78 , 7.59 460
Debt Senice Interest ,
6 ,578 , 167 , 1%
Debt Senice P1incipal ,
14,580, 555 , 3%
Land & Building, 3,589 ,693 ,
1%
' 2%
Other Operating Costs ,
61,628 , 53 - , 12%
TraYel / Tr:rining, 2,364,052 ,
0%
1.5%
Insurance , 50 ,834,531 , 10% _______;:
8 ,93 - ,045 , 2%
Salaries , 125 , 113 ,- 23 , 24%
Benefits , 58 ,447 ,593 , 11 %
Conn·actual Senices,
6_ ,021 ,020 , 12%
15 ,874,019 , 3%

PROPOSED FISCAL YEAR 2027 BUDGET
ACTUAL ACTUAL ACTUAL FY 2025/26 PROPOSED AMOUNT PERCENT
EXPENSES EXPENSES EXPENSES ORIGINAL BUDGET CHANGE CHANGE
DEPARTMENT FY 2022/23 FY 2023/24 FY 2024/25 BUDGET FY 2026/27 25/26-26/27 25/26-26/27
Community Engagement 2,468,480 2,796,069 2,716,823 3,827,614 3,645,850 (181,764) -4.7%
Community Services 25,811,343 33,840,445 42,646,397 40,308,146 42,874,349 2,566,203 6.4%
Economic Development 5,924,665 7,569,183 11,536,605 7,984,187 8,952,581 968,394 12.1%
Emergency Management 430,590 542,307 560,952 948,098 1,103,460 155,362 16.4%
Finance 25,294,836 29,116,965 32,688,516 26,326,485 22,676,368 (3,650,117) -13.9%
Fire 25,639,372 30,823,543 39,409,906 35,903,389 40,963,356 5,059,967 14.1%
General Government 14,972,717 15,942,012 16,678,851 21,217,755 24,467,977 3,250,222 15.3%
Human Resources 27,425,845 28,000,468 27,945,254 32,349,993 33,784,182 1,434,189 4.4%
Info. Tech. & Telecomm. 11,430,812 15,506,239 18,741,662 15,019,557 23,838,283 8,818,726 58.7%
Metropolitan Redevelopment Agency - 98,838 571,648 594,555 674,847 80,292 13.5%
Planning & Land Use 17,007,036 14,228,688 17,936,446 16,976,182 18,610,050 1,633,868 9.6%
Police 28,940,437 39,775,400 41,639,201 42,113,479 47,831,668 5,718,189 13.6%
Public Utilities 65,344,464 74,800,912 74,931,476 100,717,264 100,440,306 (276,958) -0.3%
Public Works 50,087,150 66,786,259 83,582,014 71,744,063 80,542,299 8,798,236 12.3%
Regional Airport 3,123,353 6,344,339 8,074,904 5,381,897 7,739,032 2,357,135 43.8%
TOURISM Santa Fe 10,054,083 11,726,913 14,582,895 16,269,150 18,278,788 2,009,638 12.4%
Non-Departmental* 33,330,661 47,553,380 47,759,306 42,907,578 44,721,425 1,813,847 4.2%
TOTAL EXPENDITURES 347,285,844 425,451,958 482,002,854 480,589,392 521,144,821 40,555,429 8.4%
*excludes Buckman Direct Diversion and SF Solid Waste Management Agency
CITY OF SANTA FE
ALL FUNDS - EXPENDITURES BY DEPARTMENT
FY 2022/23 THROUGH FY 2026/2718

PROPOSED FISCAL YEAR 2027 BUDGET
GENERAL FUND SUMMARY
ACTUAL ACTUAL ACTUAL FY 2025/26 PROPOSED AMOUNT PERCENT
REVENUE REVENUE REVENUE ORIGINAL BUDGET CHANGE CHANGE
CATEGORY FY 2022/23 FY 2023/24 FY 2024/25 BUDGET FY 2026/27 25/26-26/27 25/26-26/27
Local/State-Shared Taxes:
-Gross Receipts Tax 98,962,863 106,133,722 108,907,004 104,797,172 111,103,376 6,306,204 6.0%
-Property Tax 9,516,085 10,270,979 10,811,408 11,197,436 11,499,013 301,577 2.7%
-Franchise Fees 5,607,490 5,236,545 5,366,831 5,580,741 5,586,036 5,295 0.1%
-Other Taxes 1,206,662 1,304,150 1,240,722 1,308,468 1,263,170 (45,298) -3.5%
Subtotal - Taxes 115,293,100 122,945,396 126,325,966 122,883,817 129,451,595 6,567,778 5.3%
Licenses & Permits:
-Business Licenses 912,765 758,008 751,396 816,300 691,827 (124,473) -15.2%
-Building/Zoning Permits 3,945,937 4,790,704 4,214,670 3,155,000 3,755,000 600,000 19.0%
-Other Licenses & Permits 164,389 133,984 177,529 138,000 165,126 27,126 19.7%
Subtotal - Licenses & Permits 5,023,090 5,682,696 5,143,595 4,109,300 4,611,953 502,653 12.2%
Fees & Service Charges:
-Ambulance Fees 4,649,371 3,820,330 7,362,487 5,114,308 5,887,781 773,473 15.1%
-Impact Fees 2,800 - - 3,000 3,000 - 0.0%
-Planning/Land Use Fees 299,523 315,009 1,162,565 694,500 540,200 (154,300) -22.2%
-Police/Court Fees 32,531 24,098 259,247 30,989 20,000 (10,989) -35.5%
-Recreation Fees 296,206 329,153 337,588 315,350 315,350 - 0.0%
-Reimbursed Expenses 5,427,430 6,761,864 6,807,486 8,807,129 9,691,459 884,330 10.0%
-Other Fees/Services 80,058 82,722 108,105 303,500 167,905 (135,595) -44.7%
Subtotal - Fees & Services 10,787,919 11,333,176 16,037,479 15,268,776 16,625,695 1,356,919 8.9%
Fines & Forfeitures:
-Violations Fines 9,413 494 459 500 500 - 0.0%
-Other Fines & Forfeitures 137,443 98,942 73,799 103,600 103,600 - 0.0%
Subtotal - Fines & Forfeitures 146,856 99,436 74,258 104,100 104,100 - 0.0%
Rents/Royalties/Concessions:
-Parks & Recreation - Rentals 24,263 17,310 10,292 19,750 19,750 - 0.0%
-Other Rentals 803 8,581 10,100 8,600 8,600 - 0.0%
Subtotal - Rents/Royalties 25,066 25,890 20,392 28,350 28,350 - 0.0%
Miscellaneous Revenues:
-Sales Revenue 72,308 85,808 10,478 1,000,000 - (1,000,000) -100.0%
-Other Misc. Revenue (1,821,191) (578,593) (3,764,505) 128,558 3,441,949 3,313,391 2577.4%
Subtotal - Miscellaneous (1,748,883) (492,785) (3,754,027) 1,128,558 3,441,949 2,313,391 205.0%
Intergovernmental Grants:
-State Grants - - - - 50,000 50,000 N/A
Subtotal - Intergovernmental - - - - 50,000 50,000 N/A
Interest on Investments 1,517,465 697,729 3,474,654 3,134,105 2,770,799 (363,306) -11.6%
Transfers In 3,104,936 3,545,419 5,831,753 14,394,600 19,470,009 5,075,409 35.3%
TOTAL REVENUES 134,149,549 143,836,957 153,154,069 161,051,606 176,554,450 15,502,844 9.6%
CITY OF SANTA FE
GENERAL FUND - REVENUES BY CATEGORY
FY 2022/23 THROUGH FY 2026/2719

PROPOSED FISCAL YEAR 2027 BUDGET
ACTUAL ACTUAL ACTUAL FY 2025/26 PROPOSED AMOUNT PERCENT
EXPENSES EXPENSES EXPENSES ORIGINAL BUDGET CHANGE CHANGE
CATEGORY FY 2022/23 FY 2023/24 FY 2024/25 BUDGET FY 2026/27 25/26-26/27 25/26-26/27
Personnel Services:
-Salaries 53,481,064 57,605,727 63,694,974 68,557,010 74,453,675 5,896,665 8.6%
-Benefits 25,151,714 27,733,949 30,783,006 32,351,761 34,015,845 1,664,084 5.1%
Subtotal - Personnel Services 78,632,778 85,339,676 94,477,981 100,908,771 108,469,520 7,560,749 7.5%
Operating Expenses:
-Contractual Services 8,683,766 10,093,712 10,488,005 11,666,496 13,051,527 1,385,031 11.9%
-Utilities 3,878,621 4,221,509 3,648,325 4,187,596 3,843,596 (344,000) -8.2%
-Repairs & Maintenance 1,370,827 994,212 645,664 1,186,829 1,512,174 325,345 27.4%
-Supplies 3,400,538 3,818,559 3,973,239 3,865,042 4,106,706 241,664 6.3%
-Insurance 1,780,229 4,616,911 5,015,002 5,133,798 4,620,637 (513,161) -10.0%
-Travel/Training 357,977 422,239 544,980 618,455 726,343 107,888 17.4%
-Other Operating Costs 9,329,024 13,632,507 15,296,978 12,674,557 19,805,494 7,130,937 56.3%
Subtotal - Operating Expenses 28,800,982 37,799,649 39,612,193 39,332,773 47,666,477 8,333,704 21.2%
Capital Outlay:
-Capital Purchases 17,164 4,558,722 4,181,080 1,522,201 2,000,424 478,223 31.4%
-Land & Building 228,659 129,987 435,974 220,000 220,000 - 0.0%
Subtotal - Capital Outlay 245,823 4,688,709 4,617,054 1,742,201 2,220,424 478,223 27.4%
Transfers Out 11,627,855 12,741,913 35,253,226 19,067,861 18,198,029 (869,832) -4.6%
TOTAL EXPENDITURES 119,307,438 140,569,947 173,960,454 161,051,606 176,554,450 15,502,844 9.6%
CITY OF SANTA FE
GENERAL FUND - EXPENDITURES BY CATEGORY
FY 2022/23 THROUGH FY 2026/2720

PROPOSED FISCAL YEAR 2027 BUDGET21
PROPOSED FY27 REVENUE BUDGET - GENERAL FUND
Tr.msfersln, 19,470 ,009 ,
11 %
lntergo,·ernmental Grants ,
50,000, 0%
lnt.erest!ncome , - ,770 ,799
2%
J\1[iscellaneous ReYenue s ,
3,441 ,949 , _o/o
Rents Ro ·alries, Concessions ,
28 ,350 , 0%
Taxes , 129,451 ,595 , 73%
Licenses & Permits ,
4,611 ,953, 3%
Fines&Forfeinu-es , 104100 , Fees&Senices , 16,6 _5 ,69 5 ,
0% 9%
PROPOSED FY27 EXPENDITURE BUDGET - GENERAL FUND
Salaries , 74,453 ,675 , 42%
TransfersOut , 18 , 198,029 ~
10% "'-
Capital Pm-chases, 2 ,- 20,424
1%
TraYel/Tr:iining , 726,343 ,
1%
Benefits , 34,015,845, 19%
Utilities, 3,843 ,596 , 2%
_,,L-------Repairs & [aimenance,
1,512 , 174, 1%
~ Supplies, 4 , 106,706 , 2%
Insw-a.nce , 4 ,620 ,637 , 3%

PROPOSED FISCAL YEAR 2027 BUDGET
ACTUAL ACTUAL ACTUAL FY 2025/26 PROPOSED AMOUNT PERCENT
EXPENSES EXPENSES EXPENSES ORIGINAL BUDGET CHANGE CHANGE
DEPARTMENT FY 2022/23 FY 2023/24 FY 2024/25 BUDGET FY 2026/27 25/26-26/27 25/26-26/27
Community Engagement 2,400,406 2,644,069 2,716,823 3,227,614 3,645,850 418,236 13.0%
Community Services 11,755,168 13,786,916 20,925,797 19,876,868 19,400,417 (476,451) -2.4%
Economic Development 2,295,710 2,796,895 4,512,871 2,848,991 3,123,868 274,877 9.6%
Emergency Management 167,156 189,176 310,322 335,924 717,812 381,888 113.7%
Finance 6,959,811 8,776,466 8,695,902 8,751,208 8,825,022 73,814 0.8%
Fire 25,216,546 29,437,443 36,961,250 34,740,216 39,040,901 4,300,685 12.4%
General Government 5,557,789 6,696,573 7,273,455 8,173,823 9,640,867 1,467,044 17.9%
Human Resources 6,432,314 4,087,127 2,513,524 2,595,897 3,024,788 428,891 16.5%
Info. Tech. & Telecomm. - - 2,487,000 - - - N/A
Planning & Land Use 9,943,714 8,366,438 12,717,660 12,105,390 13,787,841 1,682,451 13.9%
Police 26,759,108 34,491,909 36,470,397 36,813,085 40,028,902 3,215,817 8.7%
Public Works 20,562,355 28,985,909 37,040,272 30,230,696 34,019,021 3,788,325 12.5%
Non-Departmental 1,257,362 311,026 1,335,179 1,351,894 1,299,161 (52,733) -3.9%
TOTAL GENERAL FUND 119,307,438 140,569,947 173,960,454 161,051,606 176,554,450 15,502,844 9.6%
CITY OF SANTA FE
GENERAL FUND EXPENDITURES BY DEPARTMENT
FY 2022/23 THROUGH FY 2026/2722

PROPOSED FISCAL YEAR 2027 BUDGET
Department Name
FY26
Original
FTE
FY26
Current
FTE
FY27
Proposed
FTE
FY27 - #
of Vacant
Positions
Vacancy
Rate
Starting
FY27
Notes - Changes from FY26 to FY27
(transfers, new positions, etc.)
Community Engagement 21.0 21.0 23.0 3.0 13%
FY26 - 1 New FTE : (Constituent Services) 1 Paralegal;
FY26 - 1 FTE Transferred and Reclassed: 1 Communications
Director moved from Constituent Services to General
Government/City Manager;
FY27 - 2 New FTE: (Constituent Services) 1 Translator, 1
Broadcast & Streaming Production Specialist
City Clerk 8.0 9.0 9.0 1 11%
Constituent Services 13.0 12.0 14.0 2 14%
Community Services 196.5 202.5 202.5 33 16%
FY26 - 5 New FTE: (Recreation) 2 Recreation Supervisors, (Y outh
& Family ) 2 Program Managers, 1 Data Reporting & Policy
Development Manager;
FY26 - 1 FTE Unfrozen: (Recreation) 1 Recreation Supervisor, 1
Y outh Program Coordinator;
FY26 - 1 FTE Frozen: (Senior Services) 1 Transit Driver III;
FY26 - 1 FTE Transferred: 1 Contracts Administrator moved
from Library to Community Services Admin.
Community Services Admin. 6.5 7.5 7.5 2 27%
Library 46.5 45.5 45.5 2 4%
Recreation 82.0 86.0 86.0 22 26%
Senior Services 53.5 52.5 52.5 5 10%
Y outh & Family 8.0 11.0 11.0 2 18%
Economic Development 18.0 21.0 22.0 5 23%
FY26 - 1 New FTE: (Arts and Culture) 1 Administrative Manager;
FY26 - 2 New FTE: (Economic Development) 2 term Economic
Development Specialist;
FY27 - 2 New FTE: (Economic Development) 2 term Project
Manager;
FY27 - 1 FTE Frozen: (Economic Development) 1 Community
Development Director
Arts and Culture 5.0 6.0 6.0 1 17%
Economic Development 11.0 13.0 14.0 4 29%
Santa Fe Film 2.0 2.0 2.0 0 0%
Emergency Management 2.0 2.0 2.0 1 50%
Finance 56.4 58.4 58.4 14.0 24% FY26 - 2 New FTE : (Budget) 1 Budget Analyst, (Finance Admin.) 1
Project Administrator
Finance Admin. 5.0 6.0 6.0 2 33%
Accounting 18.4 18.4 18.4 6 33%
Budget 4.0 5.0 5.0 2 40%
Fleet Management 13.0 13.0 13.0 2 15%
Purchasing 6.0 6.0 6.0 1 17%
Treasurer 10.0 10.0 10.0 1 10%
Fire 211.0 210.0 210.0 16 8%
FY26 - 3 New FTE : (Fire Admin.) 1 Project Specialist, 1 Business
Operations Manager, 1 Fiscal Administrator;
FY26 - 3 FTE Unfrozen: (Fire Admin.) 1 Administrative Assistant,
(Fire Operations) 1 Forestry Tech, (Fire Support Svcs.) 1 Fire
Apparatus Tech I;
FY26 - 2 FTE Transferred: 1 Wildlife Urban Interface Specialist,
1 Fire Training Captain moved from Fire Operations to Support Svcs.
Fire Admin. 6.0 10.0 10.0 2 20%
Fire Operations 168.0 167.0 167.0 10 6%
Fire Support Services 37.0 33.0 33.0 4 12%
General Government 61.3 63.3 62.3 9 14%
FY26 - 4 New FTE: (City Attorney) 1 term Paralegal Basic, 1
Legislation Coordinator, 1 Legislative Administrator, (Risk Mgmt.) 1
Risk & Safety Compliance Officer;
FY26 - 1 FTE Frozen: (City Council) 1 Council Liaison, (Municipal
Court) 1 Court Clerk;
FY27 - 1 FTE Transferred: 1 Public Records Specialist moved
from City Attorney to Police Admin.
Mayor 3.0 3.0 3.0 1 33%
City Council 9.0 8.0 8.0 0 0%
City Manager 5.3 5.3 5.3 1 19%
City Attorney 20.0 23.0 22.0 6 27%
Municipal Court 19.0 18.0 18.0 1 6%
Risk Management & Safety 5.0 6.0 6.0 3 50%
Human Resources 18.0 17.0 18.0 2 11% FY26 - 1 FTE Frozen: Administrative Manager (temp);
FY27 - 1 New FTE: 1 HR Information Systems Manager
[continued next page]
FY27 Proposed Budget - Position Count23
1-- I-
1-- I-
1-- I-
~ I-
-,,~~,~m ·•,,.-1'~
.:J ~ .1'(
,,. " l-1, • ~ ·
1,-~{)0::,Sl ') l\~¢,.:..

PROPOSED FISCAL YEAR 2027 BUDGET
Department Name
FY26
Original
FTE
FY26
Current
FTE
FY27
Proposed
FTE
FY27 - #
of Vacant
Positions
Vacancy
Rate
Starting
FY27
Notes - Changes from FY26 to FY27
(transfers, new positions, etc.)
[continued from previous page]
Info. Tech. & Telecomm. 44.9 44.9 44.9 8 18%
ITT Admin. 5.0 5.0 5.0 1 20%
ITT End User Services 9.0 9.0 9.0 1 11%
Enterprise Application Services 7.0 7.0 7.0 4 57%
Enterprise Resource Planning 12.9 12.9 12.9 1 8%
Infrastructure Services 11.0 11.0 11.0 1 9%
ITT Security & Compliance 0.0 0.0 0.0 0 0%
Planning & Land Use 70.0 71.0 69.0 14 178%
FY26 - 1 New FTE : (Affordable Housing) 1 Project Manager;
FY26 - 3 FTE Unfrozen: (Planning & Land Use) 1 Construction
Inspector & 1 Construction Plans Examiner III unfrozen but not
funded - will reflect as frozen unfunded in FY 27; 1 Contracts
Administrator;
FY27 - 2 New FTE: (Affordable Housing) 2 Project Manager;
FY27 - 1 FTE Unfrozen: (Planning & Land Use) 1 Engineer;
FY27- 2 FTE Frozen: (Planning & Land Use) 1 Construction
Inspector, 1 Construction Plans Examiner III
Land Use Admin. 8.0 7.0 7.0 1 14%
Affordable Housing 5.0 6.0 6.0 4 67%
Building Permit Div 11.0 11.0 10.0 4 40%
Enforcemnt Division 0.0 8.0 8.0 0 0%
Historic Preservation 5.0 5.0 5.0 1 20%
Inspections Division 23.0 17.0 16.0 2 13%
Planning Division 11.0 10.0 10.0 1 10%
Technical Review Div 7.0 7.0 7.0 1 14%
Metropolitan Redevelopment
Agency 2.0 4.0 3.0 2 67% FY26 - 2 New FTE: 1 Administrative Manager, 1 Project Manager
Police 237.0 240.0 242.0 16.0 7%
FY26 - 5 New FTE: (Police Admin.) 4 Project Specialist, 1 Police
Records Supervisor;
FY26 - 2 FTE Unfrozen: (Police Admin.) 1 Administrative
Manager, 1 Public Safety Aide;
FY26 - 3 FTE Frozen: (Police Admin.) 1 Project Admin, 1 Records
Tech, 1 Admin. Manager;
FY27 - 1 FTE Transferred: 1 Public Records Specialist moved
from City Attorney to Police Admin.;
FY27 - 1 New FTE: PIO/IPRA (position title TBD)
Police Admin. 51.0 54.0 56.0 6 11%
Police Operations 186.0 186.0 186.0 10 5%
Public Utilities 261.7 256.7 259.7 47 18%
FY26 - 2 New FTE: (UCS) 1 Utility Billing Division Director -
retirement double fill (expires 7/1/27), (Water) 1 T&D Manager -
retirement double fill (expired 10/29/25, not included in FY 27);
FY26 - 1 FTE Transferred: 1 Contracts Admin. moved from
Buckman Direct Diversion to Utility Customer Service;
FY26 - 5 FTE Frozen: (Water) unknown positions due to
reclassifications and transfers between funds;
FY27 - Created New Division: (Conservation & Sustainability) 10
total FTEs - transferred 6 FTE from Environmental Svcs., 2 FTE
from Wastewater and 2 FTE from Water
Public Utilities Admin. 11.0 11.0 11.0 3 27%
Conservation & Sustainability 0.0 0.0 10.0 4 40%
Environmental Services 73.0 73.0 67.0 2 3%
Utility Customer Service 29.7 31.7 31.7 6 19%
Wastewater 68.3 66.3 64.3 20 31%
Water 79.7 74.7 75.7 12 16%
Public Works 348.7 333.7 340.7 77 23%
FY26 - 1 FTE Unfrozen: (Facilities) 1 Maintenance Specialist;
FY26 - 1 FTE Frozen: (Facilities) 1 Custodian;
FY27 - 7 New FTE: (Parks) 1 Superintendent, 1 Parks Maintenance
Worker Senior, 5 Parks Maintenance Worker
Public Works Admin. 5.5 5.0 5.0 1 20%
Facilities 56.0 55.0 55.0 8 15%
Metropolitan Planning Organization 3.0 3.0 3.0 0 0%
Municipal Recreation Complex 10.0 10.0 10.0 0 0%
Parking 29.0 29.0 29.0 5 17%
Parks Division 70.0 71.0 78.0 15 19%
Complete Streets Division 59.7 53.7 53.7 12 22%
Transit 115.5 107.0 107.0 36 34%
Regional Airport 32.0 37.0 37.0 7 19% FY26 - 5 New FTE: 3 Airport Shuttle Driver, 1 Custodian, 1 Airport
Operations Officer
Tourism Santa Fe 48.0 48.0 49.0 4 8%
FY26 - 1 New FTE Transferred: 1 Parks Ranger Supervisor;
moved from Visit Santa Fe to Convention Center;
FY27 - 1 New FTE: 1 Assistant Operations Manager
Santa Fe Civic Center 23.0 24.0 24.0 1 4%
Visitors Bureau 25.0 24.0 25.0 3 12%
Total 1,628.5 1,630.5 1,643.5 257 16% FY26 : 29 New FTE, 10 Unfrozen FTE, 11 Frozen FTE;
FY27: 14 New FTE, 3 Frozen FTE, 1 Unfrozen FTE
NOTE: some positio n counts are not whole numbers due to split-funded positions
FY27 Proposed Budget - Position Count24
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PROPOSED FISCAL YEAR 2027 BUDGET
V. DEPARTMENT EXPENDITURES
COMMUNITY ENGAGEMENT DEPARTMENT
GERALYN CARDENAS, CITY CLERK
Mission
The mission of the Community Engagement Department is to serve as the public-facing front
door for city government, connecting it to constituents by providing accessible, timely
information and services. The Department supports constituents by helping them access city
services, resolve concerns, and connect with resources, while also delivering clear and accurate
communications that keep the public informed about elections, legislation, services, and
decisions. Through outreach, education, and engagement, the Community Engagement
Department promotes transparency, accountability, meaningful public participation, and public
awareness of city initiatives, events, and programs through official city communication channels.
The Community Engagement Department includes the City Clerk’s Office, Constituent Services,
Communications and Marketing, Mail and Duplications, Records and Archives and the Public
Defender, which together provide access to information, public records, and essential city
services.
Department Highlights, Key Services, Recent Accomplishments
Over the past year, the Community Engagement Department:
 Commenced and completed the 2025 Regular Local Election (RLE);
 Finalized the records retention schedule legislation and moved it through the committee
process;25
I
CITY CLERK 'S OFFICE
I
CONSTITUENT
SERVICES

PROPOSED FISCAL YEAR 2027 BUDGET
 Achieved cost savings in the Department budget for in-house basic printing services totaling
$384,419 for black & white copies and $102,156 for color copies, and an estimated
$100,000+ savings for in-house video production;
 Successfully integrated OpenGov software into the Survey123 Customer Relationship
Management (CRM) system, providing consistent updates on open work orders and a more
efficient tracking system for completed work orders;
 Enhanced online outreach by the Communications and Marketing Team, achieving an 11%
growth in followers and 6.8 million views on Instagram, and 4,327 Facebook followers; and
 Managed successful email communications with 468 emails sent, delivering 3.78 million
messages to constituents, reaching a 99.8% delivery rate of exceptional inbox placement, a
21% open rate with 824,441 unique opens, and 3,781,313 total sends.
FY27 Budget Highlights
The Community Engagement Department’s proposed FY27 budget decreased by $181,764, or
4.7%, from the original FY26 budget. The Department’s proposed FY27 General Fund budget
increased by $418,236, or 13%, from the original FY26 budget. The proposed FY27 budget
includes $75,000 for shopping cart management and removal services; $49,500 for Spanish
translation and interpretation services for public meetings and events; $20,000 for expenses
related to broadcasting and streaming of Governing Body and Committee meetings; and $40,000
to address nuisance properties in the City.
The Community Engagement Department’s proposed FY27 budget includes funding for 23
positions (reflecting 23 full-time equivalents or FTEs), of which 9 are budgeted in the City
Clerk’s Office and 14 are budgeted in the Constituent Services Division. The proposed FY27
budget for Constituent Services Division includes funding for two additional positions: a
Broadcast and Streaming Production Specialist to schedule, facilitate, and produce the public-
facing online components of all meetings held in the Council Chambers, including Zoom
meeting creation and live streaming on the City’s YouTube channel; and a Translator that was
converted from a part-time to a full-time position for FY27, which will support effective written
and oral communication with Spanish-speaking constituents, vendors and community members.
FY27 Goals, Objectives and Key Performance Indicators
The Community Engagement Department’s goals for FY27 are as follows:26

PROPOSED FISCAL YEAR 2027 BUDGET
 Create City brand consistency that fosters trust in the community, and upgrade the City
website for both functionality and visual appeal;
 Create a public campaign financing online portal to improve the public campaign financing
process, and implement online liquor licensing and plaza vendor licensing;
 Create a community engagement plan that formalizes the City’s events and enhances service
delivery to the community; and
 Ensure the destruction of records that have met their retention schedule.
CITY CLERK’S OFFICE
GERALYN CARDENAS, CITY CLERK
Division Highlights and Key Services
The City Clerk’s Office is dedicated to excellence and professional commitment through the
provision of quality services to the Governing Body, staff, residents, and constituents. The
Office strives to ensure trust and confidence in the City of Santa Fe by promoting transparency
and responsiveness. The Office oversees the committee process and ensures that meeting
requirements regarding agendas, packet materials, and other necessities are provided for open
meetings. The Office also preserves official documents and provides a fair and ethical elections
process. The City Clerk’s Office also provides administrative support to the Public Defender’s
Office.
CONSTITUENT SERVICES
XAVIER MARTINEZ, CONSTITUENT SERVICES MANAGER
Division Highlights and Key Services
The Mission of the Constituent Services Division is to connect residents to City government and
City government to the community by continuously working to make the City inclusive,
transparent, accountable, and responsible to our residents. The Division’s goal is to make the
City of Santa Fe the most user-friendly city in the nation by collaborating with all departments,
and to create and implement a one-stop shop that will enhance efficiency in the City’s response
to requests, issues and concerns.27

PROPOSED FISCAL YEAR 2027 BUDGET
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY DIVISION 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
City Clerk 1,307,582 1,235,156 2,219,430 1,710,894 (508,536) -22.9%
Constituent Services 1,488,487 1,481,667 1,608,184 1,934,956 326,772 20.3%
TOTAL COMMUNITY ENGAGEMENT 2,796,069 2,716,823 3,827,614 3,645,850 (181,764) -4.7%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY CATEGORY 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Salaries, Wages & Benefits 1,640,182 1,721,159 2,235,713 2,506,242 270,529 12.1%
Contractuals & Utilities 312,521 430,383 432,965 410,567 (22,398) -5.2%
Repairs & Maintenance 3,813 5,520 5,000 5,000 - 0.0%
Supplies 175,563 123,787 162,296 200,975 38,679 23.8%
Insurance 66,885 75,781 71,078 71,624 546 0.8%
Other Operating Costs 424,452 295,742 920,562 451,442 (469,120) -51.0%
Capital Purchases 110,651 64,451 - - - N/A
Transfers to Other Funds 62,000 - - - - N/A
TOTAL COMMUNITY ENGAGEMENT 2,796,069 2,716,823 3,827,614 3,645,850 (181,764) -4.7%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY FUND 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
General Fund 2,644,069 2,716,823 3,227,614 3,645,850 418,236 13.0%
Franchise Fee Fund 62,000 - - - - N/A
Public Campaign Financing 90,000 - 600,000 - (600,000) -100.0%
TOTAL COMMUNITY ENGAGEMENT 2,796,069 2,716,823 3,827,614 3,645,850 (181,764) -4.7%
CITY OF SANTA FE
COMMUNITY ENGAGEMENT DEPARTMENT - EXPENDITURES SUMMARY
PROPOSED FISCAL YEAR 2026/27 BUDGET28

PROPOSED FISCAL YEAR 2027 BUDGET
COMMUNITY SERVICES DEPARTMENT
SANDRA EMORY, COMMUNITY SERVICES DIRECTOR
Mission
The Community Services Department enhances the well-being of Santa Fe residents by
providing inclusive programs, critical resources, and policy leadership that address the
fundamental needs of individuals and families. The Department focuses on the social
determinants of health—including housing; food security; healthcare access; education;
childcare; employment; and transportation and social support—thereby ensuring a resilient,
connected, and thriving community.
Department Highlights, Key Services, Recent Accomplishments
Over the past year, the Community Services Department:
 Increased community engagement across libraries, senior centers, and recreation programs,
with record-high participation in events and services;
 Secured over $1M in external funding to expand library programs, senior services, and
recreational access;
 Re-launched the laptop and hotspot lending programs for the public at the City’s Libraries in
partnership with the Economic Development Department, and purchased new public access
computers for all library branches as part of a larger project to upgrade public technology;
 Created and expanded more programs and opportunities for teens, including the addition of a
Teen Hangout program at Southside Library to complement the existing one at La Farge
Library; established a partnership between the Library Division and the Santa Fe Public29
~UNITY SERVICES
LIBRARY SERCVICES RECREATION SENIOR SERVICES YOUTH & FAMILY
SERVICES

PROPOSED FISCAL YEAR 2027 BUDGET
Schools’ paid high school internship program during the summer; partnered with Santa Fe
Prep for ‘Boomer Tech’, a program which has high school students helping seniors learn
about technology; and began a tween book club for nine to twelve-year-olds;
 Increased programming, activities and support for user groups in all aspects of recreation;
 Purchased and installed several upgrades in the Recreation Division, including new pool
equipment and motors to enhance water and air quality; updates to the GCCC Ice Arena
heating, ventilation and air conditioning (HVAC) and dehumidification systems; renovation
of the GCCC stucco; and replacement of the Ice Arena reverse osmosis water system and the
water-cooling towers;
 Provided service to over 2,000 seniors in the Santa Fe area by providing 142,000 meals,
16,000 rides, and 78,595 volunteer hours via the Retired Senior Volunteers, Senior
Companion and Foster Grandparent programs;
 Implemented the MySeniorCenter Program to automate check-ins, track participation in
activities, and improve service delivery at the City’s senior centers;
 Served 1,245 children through early childhood programs, including 44% low-income and
50% black, indigenous persons of color (BIPOC), while building a workforce pipeline of 51
apprentices enrolled in degree programs, thus strengthening long-term community capacity;
and
 Sustained a 90% positive resolution rate for residents seeking food, housing, transportation,
and utility assistance via the CONNECT network and its partners, while expanding the
network by seven additional organizations.
FY27 Budget Highlights
The Community Services Department’s proposed FY27 budget increased by $2,566,203, or
6.4%, from the original FY26 budget. The Department’s proposed FY27 General Fund budget
decreased by $476,451, or 2.4% from the original FY26 budget. The proposed FY27 budget
includes $10 million for various contracted services, including $2.9 million for various Human
Services grants to nonprofit agencies such as St. Elizabeth’s Shelter, the Life Link, The Food
Depot and the Solace Crisis Treatment Center; $1.5 million for youth programs including Big
Brothers Big Sisters, Girls Inc., Growing Up NM, and Youth Shelters and Family Services; $1
million for eviction prevention services, $441,425 for various contracted services for the
Recreation Division (including the Genoveva Chavez Community Center [GCCC]); $358,04430

PROPOSED FISCAL YEAR 2027 BUDGET
for various contracted services in the Library Division; and $47,000 for veteran's services
including navigation services for homeless and precariously-housed veterans and scholarships
for veterans and their dependents.
The proposed FY27 Community Services Department budget includes funding for 227 positions
(202.5 FTE), including 8 positions (7.5 FTE) in the Community Services Administration
Division, 53 positions (45.5 FTE) in the Library Division, 99 positions (86 FTE) in the
Recreation Division, 56 positions (52.5 FTE) in the Senior Services Division, and 11 positions
(11 FTE) in the Youth & Family Division.
FY27 Goals, Objectives and Key Performance Indicators
The Community Services Department’s goals for FY27 are as follows:
 Reduce staff vacancies across all Community Services divisions to achieve a vacancy rate
below 10%, prioritizing the hiring of critical positions in homelessness response, youth
services, and recreation;
 Maintain safe, high-quality facilities and services;
 Improve staff training and development opportunities to ensure employees across all
divisions have access to professional growth, leadership training, and skill-building
programs;
 Expand Library collections, including materials in Spanish, incorporate new technology, add
more internet hotspots to meet demand, and grow total circulation (print, digital and other) by
10%;
 Work with Facilities to ensure all library locations are clean, well-maintained and accessible,
complete condition assessments of all libraries to address deferred maintenance issues, and
include facility conditions on patron satisfaction surveys with a goal of 75% satisfaction with
the condition of library branches;
 Continue to advance a comprehensive preventative maintenance schedule across all
Recreation facilities, including the installation of new pumps and motors in pool areas, to
enhance service quality, improve customer satisfaction and support increased revenue
generation;
 Expand equitable access and inclusion in the Senior Services Division, increasing volunteer
hours by 20%;31

PROPOSED FISCAL YEAR 2027 BUDGET
 Launch the City’s second micro-community on Richards Avenue, designed to serve up to 35
families with children, incorporating a playground; dog run; garden space; onsite laundry;
full hygiene facilities; secure fencing; 24/7 staffing; and integrated wraparound services; and
 Further expand the homelessness team within the Youth & Family Services Division to meet
growing demand and strengthen service delivery, policy development and oversight.
LIBRARY
MARGARET NEILL, LIBRARY SERVICES DIVISION DIRECTOR
Division Highlights and Key Services
The Library Division empowers individuals and strengthens communities by providing free
access to knowledge, technology, and cultural enrichment. The Division creates welcoming
spaces that foster lifelong learning, literacy, and civic engagement, ensuring that all residents
have the opportunity to grow, connect, and thrive.
RECREATION
TOM MILLER, RECREATION DIVISION DIRECTOR
Division Highlights and Key Services
The Recreation Division enriches the lives of Santa Fe residents by providing diverse, high-
quality recreational programs, services, and facilities. The Division promotes health, wellness,
and community connection through accessible and inclusive activities that support physical,
mental, and social well-being for people of all ages and abilities.
SENIOR SERVICES
MANUEL SANCHEZ, SENIOR SERVICES DIVISION DIRECTOR
Division Highlights and Key Services
The Senior Services Division is committed to enhancing the lives of older adults in Santa Fe by
providing essential resources, social engagement, and support services that promote
independence, dignity, and well-being. The Division strives to create an age-friendly community
where every senior citizen has access to the care and opportunities they deserve.32

PROPOSED FISCAL YEAR 2027 BUDGET
YOUTH AND FAMILY SERVICES
LIA AZUL SALAVERRY, YOUTH AND FAMILY SERVICES DIVISION DIRECTOR
Division Highlights and Key Services
The Youth and Family Services Division leads innovative efforts to address poverty,
homelessness, and social inequities in Santa Fe. Through strategic partnerships, forward-
thinking programs, and direct support services, the Division works to ensure that all residents—
regardless of age or background—have access to the resources, stability, and opportunities they
need to thrive. As a catalyst for progress in social services, Youth and Family Services advances
new approaches to community well-being, thereby fostering resilience and economic mobility
for those most in need.33

PROPOSED FISCAL YEAR 2027 BUDGET
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY DIVISION 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Community Services Administration 1,493,950 5,425,765 1,468,544 3,185,110 1,716,566 116.9%
Library 5,588,268 6,786,644 6,361,349 6,902,735 541,386 8.5%
Recreation 12,294,268 11,222,185 13,172,769 14,810,522 1,637,753 12.4%
Senior Services 6,615,371 8,613,160 9,353,907 10,127,452 773,545 8.3%
Youth & Family 7,848,588 10,598,643 9,951,577 7,848,530 (2,103,047) -21.1%
TOTAL COMMUNITY SERVICES 33,840,445 42,646,397 40,308,146 42,874,349 2,566,203 6.4%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY CATEGORY 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Salaries, Wages & Benefits 12,457,056 13,674,037 16,980,050 17,900,457 920,407 5.4%
Contractuals & Utilities 8,798,076 8,384,297 7,930,929 9,982,571 2,051,642 25.9%
Repairs & Maintenance 216,476 289,029 179,932 425,700 245,768 136.6%
Supplies 2,001,022 2,132,671 1,994,650 2,066,353 71,703 3.6%
Insurance 878,434 805,411 739,169 770,656 31,487 4.3%
Other Operating Costs 2,786,308 3,811,341 2,354,510 3,654,389 1,299,879 55.2%
Capital Purchases 624,376 1,443,043 167,011 348,656 181,645 108.8%
Transfers to Other Funds 6,078,697 12,106,569 9,961,895 7,725,567 (2,236,328) -22.4%
TOTAL COMMUNITY SERVICES 33,840,445 42,646,397 40,308,146 42,874,349 2,566,203 6.4%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY FUND 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
General Fund 13,786,916 20,925,797 19,876,868 19,400,417 (476,451) -2.4%
Law Enforcement 58,616 91,041 316,342 678,822 362,480 114.6%
Community Development 5,915,160 5,229,866 4,092,117 5,676,631 1,584,514 38.7%
Senior Citizen Grants/Programs 4,207,798 5,091,240 5,104,743 5,361,295 256,552 5.0%
Library 1,158,908 1,488,703 1,203,977 1,272,366 68,389 5.7%
Quality of Life 54,998 128,495 163,770 163,770 - 0.0%
Recreation Programs 3,350,247 3,960,010 4,683,100 4,860,884 177,784 3.8%
Special Recreation Leagues 4,548 2,846 5,800 5,800 - 0.0%
Genoveva Chavez Community Ctr. 5,303,254 5,728,400 4,861,429 5,454,364 592,935 12.2%
TOTAL COMMUNITY SERVICES 33,840,445 42,646,397 40,308,146 42,874,349 2,566,203 6.4%
CITY OF SANTA FE
COMMUNITY SERVICES DEPARTMENT - EXPENDITURES SUMMARY
PROPOSED FISCAL YEAR 2026/27 BUDGET34

PROPOSED FISCAL YEAR 2027 BUDGET
DEPARTMENT OF ECONOMIC DEVELOPMENT & CREATIVE INDUSTRIES
JOHANNA NELSON, ACTING ECONOMIC DEVELOPMENT DIRECTOR
Mission
The mission of the Department of Economic Development & Creative Industries is to strengthen
Santa Fe’s economy by growing creative industries, arts and culture, creating opportunities
across the community, and supporting a sustainable city. The Department integrates economic
development, creative industries, Arts and Culture, and the Santa Fe Film Division to align
investment, strategy, and support for Santa Fe’s economy. This structure recognizes creative
industries as key economic drivers and strengthens the City’s ability to support business growth,
industry development, and cultural vitality. The Department supports local businesses, advances
creative and cultural programming, promotes placemaking, and provides resources for film and
media production. Key efforts include the launch of the Creative Hub, expanded support for
creative businesses and organizations, and increased coordination across divisions to improve
access to resources and opportunities. By aligning these functions, the Department of Economic
Development & Creative Industries is strengthening Santa Fe’s economy, growing its creative
industries, and building a more connected and accessible system of support.
Department Highlights, Key Services, Recent Accomplishments
Over the past year, the Department of Economic Development & Creative Industries:
 Launched the Economic Development Strategic Plan, which was shaped by over 1,000
community responses, to guide long-term growth and resilience;35
I
ARTS AN D CULTURE
ECONOMIC
DEVELOPMENT
I
I
ECONOMIC
DEVELOPMENT
I
SANTA FE FILM

PROPOSED FISCAL YEAR 2027 BUDGET
 Deployed over $3 million in American Rescue Plan Act (ARPA) funds to support workforce
development, WiFi access, and small businesses, including the Small Business Navigator and
Native Business Development Programs;
 Established a Business Retention & Expansion (BRE) framework, engaging with over 500
businesses and partnering with the Sourcelink organization for economic impact tracking;
 Launched the Go Local, Go Different initiative to integrate placemaking and business
support, and formed the Small Business and Entrepreneurship Working Group under the
Economic Development Advisory Committee (EDAC);
 Built a Community Investment portfolio, launching the Security Assistance for Enterprises
(SAFE) project, the SPUR grant program, Regional Development Corporation (RDC)
Microgrants, and the Go Local Fund, and advancing workforce development through
convenings, a strategic plan, and partnerships with Santa Fe Community College;
 Activated the Community Gallery with eight exhibitions featuring over 300 artists, and
dozens of public programs and events;
 Invested in arts and culture through grants to 44 nonprofit organizations, support for
collaborative and public art projects, and sponsorship of more than 30 community events;
 Led Santa Fe’s 200th anniversary as a UNESCO Creative City with public workshops,
cultural exchange, and international artist collaboration;
 Strengthened the film sector, maintaining Santa Fe’s #1 ranking by MovieMaker Magazine,
expanding the film office, launching a locations directory, supporting workforce training, and
breaking ground on Aspect Media Village;
 Partnered with the NYU Tisch School of the Arts, Santa Fe Community College (SFCC), and
the Institute of American Indian Arts (IAIA) to deliver a three-week Indigenous Directors’
workshop; and
 Co-hosted quarterly Above the Line film industry events, averaging 100 attendees.
FY27 Budget Highlights
The Department of Economic Development & Creative Industries proposed FY27 budget
increased by $968,394, or 12.1%, from the original FY26 budget. The proposed FY27 budget36

PROPOSED FISCAL YEAR 2027 BUDGET
includes $245,000 in funding for sponsorships, $290,000 for youth programming, curatorial
services, United Nations Educational, Scientific, and Cultural Organization (UNESCO) projects,
public art projects, and event planning services; and $851,242 for arts- and culture-related
advertising services, the majority of which is provided by Santa Fe nonprofit arts organizations.
The Department’s proposed FY27 budget also includes $1.2 million in contracted services,
including the Small Business Navigator program, business incubation services, and ongoing
Local Economic Development Act activities. The proposed FY27 budget for the Santa Fe Film
Division includes $120,000 for promotional marketing services and sponsorship expenses.
In FY26, the former Arts & Culture Department and Santa Fe Film Office were reorganized as
Divisions within the Department of Economic Development & Creative Industries.
The proposed FY27 budget for the Department of Economic Development & Creative Industries
includes funding for 22 positions (22 FTE), including 6 positions (6 FTE) in the Arts & Culture
Division, 14 positions (14 FTE) in the Economic Development Division, and 2 positions (2 FTE)
in the Santa Fe Film Division. The proposed FY27 budget includes funding for two new Project
Manager positions and associated equipment in the Economic Development Division, funded
primarily by freezing the Community Development Director position, with the remaining
$11,060 reflecting an increase to the FY27 budget.
FY27 Goals, Objectives and Key Performance Indicators
The Department of Economic Development & Creative Industries’ goals for FY27 are as
follows:
 Implement the Economic Development Strategic Plan, establishing clear priorities,
coordinated action, and measurable outcomes to drive long-term growth and resilience;
 Expand business engagement through the BRE program, deepening relationships with 150+
businesses and strengthening data-driven decision-making;
 Increase access to capital and support services by deploying targeted grant programs and
connecting businesses to funding and technical assistance;
 Improve coordination across the economic development ecosystem to strengthen
communication, transparency, and access to resources;
 Address barriers to economic participation, including workforce challenges such as childcare,
through alignment with partners and targeted solutions;37

PROPOSED FISCAL YEAR 2027 BUDGET
 Expand the City’s public art portfolio through new murals, sculptures, and other
enhancements, while maintaining and restoring existing works and advancing district-based
projects;
 Grow Santa Fe’s UNESCO Creative Cities presence through public programming,
partnerships, and development of a Heritage Arts map and digital platform;
 Advance the next phase of the Greer Garson Theater redevelopment in coordination with
public and private partners;
 Expand film industry engagement through a community outreach program connecting
residents and businesses to opportunities;
 Develop a Film Friendly certification program to support local businesses and improve
production readiness; and
 Support expansion of film infrastructure, including the SFCC backlot project, in partnership
with regional stakeholders.
ARTS AND CULTURE
CHELSEY JOHNSON, ARTS AND CULTURE DIVISION DIRECTOR
Division Highlights and Key Services
The Arts and Culture Division provides leadership to support arts and cultural affairs on behalf
of the City of Santa Fe. The Division creates and funds programs, cultivates connections, and
recommends policies that promote and sustain the arts and the City's creative economy. The
Division connects residents and visitors alike to the vibrant arts and cultures of Santa Fe, with a
focus on diversity, equity, inclusion, and access.
ECONOMIC DEVELOPMENT
JOHANNA NELSON, ECONOMIC DEVELOPMENT DIVISION DIRECTOR
Division Highlights and Key Services
The mission of the Economic Development Division is to foster a thriving, diverse, and resilient
economy by supporting local businesses, attracting strategic investment, and ensuring that
economic opportunities benefit all residents.38

PROPOSED FISCAL YEAR 2027 BUDGET
SANTA FE FILM DIVISION
JENNIFER LABAR-TAPIA, FILM OFFICE EXECUTIVE DIRECTOR/FILM COMMISSIONER
Division Highlights and Key Services
The Santa Fe Film Division was jointly established by the City and County of Santa Fe on July
1, 2016 to service, recruit and expand film and television production throughout the Santa Fe
region; support and develop community businesses providing goods and services to the industry;
engage in community outreach and education regarding production activity; and work with
partners in the public and private sectors to expand educational and employment opportunities in
the production industry for local residents.39

PROPOSED FISCAL YEAR 2027 BUDGET
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY DIVISION 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Arts & Culture 1,575,668 2,846,099 2,117,640 2,630,720 513,080 24.2%
Economic Development 5,993,515 8,121,528 5,361,592 5,792,366 430,774 8.0%
Santa Fe Film Office - 568,978 504,955 529,495 24,540 4.9%
TOTAL ECONOMIC DEVELOPMENT 7,569,183 11,536,605 7,984,187 8,952,581 968,394 12.1%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY CATEGORY 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Salaries, Wages & Benefits 1,670,299 1,853,561 2,482,896 2,691,734 208,838 8.4%
Contractuals & Utilities 2,648,404 3,370,622 1,477,204 1,617,187 139,983 9.5%
Repairs & Maintenance 1,569 8,261 4,000 3,700 (300) -7.5%
Supplies 54,752 100,018 98,850 148,005 49,155 49.7%
Insurance 56,239 55,893 72,688 72,861 173 0.2%
Other Operating Costs 1,210,973 1,847,702 1,840,361 2,212,815 372,454 20.2%
Capital Purchases - 85,773 - - - N/A
Debt Service - 5,000 - - - N/A
Transfers to Other Funds 1,926,948 4,209,774 2,008,188 2,206,279 198,091 9.9%
TOTAL ECONOMIC DEVELOPMENT 7,569,183 11,536,605 7,984,187 8,952,581 968,394 12.1%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY FUND 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
General Fund 2,796,895 4,512,871 2,848,991 3,123,868 274,877 9.6%
Economic Development 2,551,568 2,844,857 2,412,107 2,547,412 135,305 5.6%
Lodgers' Tax Fund 1,534,296 2,713,181 1,990,938 2,486,998 496,060 24.9%
Community Development 645,052 763,800 100,494 121,086 20,592 20.5%
Santa Fe Film Office - 568,978 504,955 529,495 24,540 4.9%
Santa Fe Convention Center 41,372 132,918 126,702 143,722 17,020 13.4%
TOTAL ECONOMIC DEVELOPMENT 7,569,183 11,536,605 7,984,187 8,952,581 968,394 12.1%
CITY OF SANTA FE
DEPARTMENT OF ECONOMIC DEVELOPMENT & CREATIVE INDUSTRIES - EXPENDITURES SUMMARY
PROPOSED FISCAL YEAR 2026/27 BUDGET40

PROPOSED FISCAL YEAR 2027 BUDGET
EMERGENCY MANAGEMENT DEPARTMENT
KYLE MORGAN, EMERGENCY MANAGEMENT DIRECTOR
Mission
The Emergency Management Department builds citywide disaster readiness by leading
coordinated efforts with government, private, and community partners to mitigate risks and
manage crises effectively. When emergencies occur, the Department warns residents of active
hazards, coordinates emergency protective measures and mass care operations, and facilitates
access to mutual aid and external resources when normal systems are overwhelmed.
Department Highlights, Key Services, Recent Accomplishments
Over the past year, the Emergency Management Department:
 Enhanced citywide preparedness through a comprehensive training and exercise program,
engaging 100% of City departments in 14 practical, jurisdictionally-specific disaster
preparedness and response activities, including two executive leadership trainings on the
National Incident Management System (NIMS); a progressive three-part Emergency
Operations Center (EOC) training and exercise series; an ongoing wildfire preparedness
workshop series with City staff and community partners; an ongoing wildfire preparedness
workshop series with City staff and community partners; a full-scale emergency response
exercise at Santa Fe Regional Airport; two critical infrastructure emergency response
tabletop exercises with Public Utilities; and multiple regional wildfire, public health, and
critical infrastructure exercises coordinated by public and private sector partners;
 Expanded public alert and warning capabilities through the development and deployment of
Ready Santa Fe, a live, map-based platform that supplements traditional text-based alerts by
showing constituents where emergencies are occurring in real time, as updated by the City’s
own first responders;
 Managed a $3.1 million federal grant portfolio spanning 8 FEMA, US DHS, and US
Department of Transportation (DOT) grants in FY26, of which $848,396 flowed directly into
the Emergency Management budget, with the remaining $2.28 million supporting hazard
mitigation projects for which Emergency Management holds programmatic and fiscal
responsibility, while Public Works manages project development and execution; in FY26, the
Department secured two new Federal grants totaling approximately $800,000 in additional
preparedness and mitigation funding;
 Piloted the Resilience Initiative in collaboration with the Youth and Family Division (YFD),
using Code Blue operations as an entry point to build preparedness and practice citywide41

PROPOSED FISCAL YEAR 2027 BUDGET
disaster response operations while supporting vulnerable residents and integrating and
validating previous Emergency Operations Center trainings;
 Strengthened emergency planning by updating the City's Emergency Operations Framework,
initiating Continuity of Operations and Resource Management Plans, and beginning a
comprehensive revision of the City's Hazard Mitigation Plan;
 Led high-profile emergency operations, including Emergency Operations Center activations
for winter weather emergencies, proposed Public Safety Power Shutoffs, and assisted with
special events including the 4th of July and Zozobra;
 Expanded public preparedness by collaborating with other City departments to develop a
year-round emergency preparedness public information campaign;
 Strengthened regional partnerships with Santa Fe County; Bernalillo County; the City of
Albuquerque; NM Department of Homeland Security and Emergency Management; NM
Energy, Minerals, and Natural Resources Department (EMNRD); the American Red Cross;
the Salvation Army, the Public Service Company of New Mexico (PNM), and other regional
stakeholders, through regular meetings and coordination events; and
 Enhanced wildfire early detection capabilities with the installation of a city-owned wildfire
camera in the Santa Fe municipal watershed in April 2026, and coordinated with EMNRD
and PNM to provide access to wildfire detection camera feeds for Emergency Management
and Fire Department officials.
FY27 Budget Highlights
The Emergency Management Department’s proposed FY27 budget increased by $155,362, or
16.4%, from the original FY26 budget. The Department’s proposed FY27 General Fund budget
increased by $381,888, or 113.7%, from the original FY26 budget. The proposed FY27 budget
includes an additional $29,650 for training and exercise supplies and leverages $150,000 in
Federal Emergency Management Agency (FEMA) grant funding and a $550,000 US Department
of Homeland Security (US DHS) grant to improve emergency preparedness and response
capabilities. These Federal grants are competitive by nature, meaning that the City competes
with other jurisdictions for their share of this funding.
The proposed FY27 Emergency Management Department budget includes funding for 2
positions (2 FTE). The budget provides for the reclassification of the Emergency Management
Coordinator position to an Assistant Director position, funded in part by a $114,856 reduction in
the contractual services budget.42

PROPOSED FISCAL YEAR 2027 BUDGET
FY27 Goals, Objectives and Key Performance Indicators
The Emergency Management Department’s goals for FY27 are as follows:
 Building and sustaining citywide readiness via a coordinated, multi-year preparedness
program that builds capability across city departments, including coordination with City
staff, regional partners and community stakeholders to design a training and exercise
program to enhance citywide preparedness, providing a minimum of four training and
exercise opportunities for City staff per year;
 Apply ongoing risk assessments to develop a jurisdiction-specific multi-year Integrated
Preparedness Plan and achieve formal adoption by the City’s governing body by the second
quarter of FY27;
 Conduct an Emergency Management Accreditation Program (EMAP) audit and develop a
multi-year strategic plan targeting accreditation by FY30;
 Strengthen emergency planning and operational continuity, maintaining current,
comprehensive emergency plans that ensure the city can sustain operations and coordinate
effectively during disasters, finalizing the 2026 Hazard Mitigation Plan update and the
Continuity of Operations and Resource Management Plans, and integrating lessons learned
and after-action findings into the citywide Emergency Operations Framework;
 Enhance public warning, information, and community resilience by expanding public access
to emergency information and warning systems and building community-level resilience
through coordinated outreach and programming; enhancing the Ready Santa Fe website with
additional map-based features to increase public access to emergency warning, preparedness,
and hazard mitigation information; coordinating seasonal public preparedness messaging
through a year-round public information campaign; coordinating with YFD on the FY26
Resilience Initiative to identify opportunities to integrate community services with disaster
preparedness efforts; and developing documentation and training materials for regional
collaboration;
 Leverage technology to improve coordination and situational awareness by deploying
platforms that enhance the City's ability to coordinate resources and manage information
before, during, and after emergencies, including development of a Microsoft Teams-based
Virtual Emergency Operations Center (VEOC) in FY27 to provide always-on resource
coordination and information management capabilities utilizing existing City resources, and
expanding the Ready Santa Fe GIS-based public information portal; and
 Ensure fiscal responsibility and grant compliance by maximizing efficient use of allocated
resources and maintaining good standing with all funding agencies, ensuring timely and43

PROPOSED FISCAL YEAR 2027 BUDGET
accurate reporting on all active federal and state grants and maintaining 100% compliance
with grant reporting requirements, and managing the Department’s state and Federal grant
portfolio while pursuing additional grant funding opportunities as they become available.
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY CATEGORY 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Salaries, Wages & Benefits 229,189 293,242 273,538 323,881 50,343 18.4%
Contractuals & Utilities 98,352 7,892 243,021 16,495 (226,526) -93.2%
Repairs & Maintenance - - 250 - (250) -100.0%
Supplies 103,340 37,425 217,351 246,601 29,250 13.5%
Insurance 7,327 8,071 6,604 9,183 2,579 39.1%
Other Operating Costs 75,253 119,907 131,176 431,142 299,966 228.7%
Capital Purchases 28,845 94,414 76,158 76,158 - 0.0%
TOTAL EMERGENCY MANAGEMENT 542,307 560,952 948,098 1,103,460 155,362 16.4%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY FUND 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
General Fund 189,176 310,322 335,924 717,812 381,888 113.7%
Emergency Services (grant funding) 258,037 227,958 612,174 385,648 (226,526) -37.0%
Community Development 95,094 22,671 - - - N/A
TOTAL EMERGENCY MANAGEMENT 542,307 560,952 948,098 1,103,460 155,362 16.4%
CITY OF SANTA FE
EMERGENCY MANAGEMENT DEPARTMENT - EXPENDITURES SUMMARY
PROPOSED FISCAL YEAR 2026/27 BUDGET44

PROPOSED FISCAL YEAR 2027 BUDGET
FINANCE DEPARTMENT
VACANT, FINANCE DIRECTOR
Mission
The Finance Department is committed to building the public trust through sound financial
management and innovative and effective business decisions while protecting the City’s assets
and ensuring compliance with federal, state, and local laws and regulations. The Department is
committed to providing timely, accurate, clear, and concise information to the City’s leadership
and departments with exemplary customer service. Finance Department employees are stewards
charged with the safeguarding and oversight of the City’s financial assets and resources. The
Department strives to provide trust and confidence to internal and external customers, staff, and
constituents.
Department Highlights, Key Services, Recent Accomplishments
Over the past year, the Finance Department:
 Submitted the FY25 audit, marking the second consecutive audit filed on time with the New
Mexico Office of the State Auditor;
 Completed the FY26 Annual Operating Budget on time by June 1, 2025, incorporating the
implementation of phases three and four of the City-wide Compensation & Classification
study that delivered pay increases to hundreds of City employees;
 Instituted updates to the City’s Procurement Manual, broadening exemptions, extending the
allowed term for professional service contracts, increasing small purchase thresholds, and
increasing City Manager approval authority for contract amendments;45
RNANCE

PROPOSED FISCAL YEAR 2027 BUDGET
 Improved procurement and contracting processes by implementing new centralized Amazon
Business account integrated with the City’s Munis eProcurement system;
 Implemented the Ron Turley and Associates (RTA) Fleet Management Information System,
establishing measurable baselines for preventive maintenance;
 Achieved an honorable mention in 2025 and 2026 for the Top 100 Fleets by the National
Association of Fleet Administrators (NAFA);
 Successfully led and executed the fourth citywide vehicle and non-vehicle property auction,
driving cross-departmental coordination and operational efficiency, and generating
significant revenue that allowed for critically-needed vehicle replacements;
 Upgraded to the Munis Vendor Access system, enabling deeper security with multi-factor
authentication, and implemented the Munis Capital Asset Module to modernize tracking of
the City’s capital assets;
 Established automated email delivery of vendor payment information to help vendors
reconcile payments received against the invoice or purchase order (PO) number; and
 Processed City-wide payroll on time while issuing timely year-end W-2 forms.
FY27 Budget Highlights
The Finance Department’s proposed FY27 budget decreased by $3.7 million, or 13.9%, from the
original FY26 budget. The Department’s proposed FY27 General Fund budget increased by
$73,814, or 0.8%, from the original FY26 budget. The proposed FY27 budget includes $10
million in debt service and capital costs, including transfers to cover these costs in funds that are
not fully self-supporting; $655,000 for audit and accounting support services; $165,000 for fleet
management software, and $125,000 for budget management software.
The proposed FY27 Finance Department budget includes funding for 58.4 positions* (58.4
FTE), including 6 positions (6 FTE) in the Finance Administration Division; 18.4 positions*
(18.4 FTE) in the Accounting Division; 5 positions (5 FTE) in the Budget Division; 13 positions
(13 FTE) in the Fleet Management Division; 6 positions (6 FTE) in the Purchasing Division; and
10 positions (10 FTE) in the Treasury Division.
*The position count is not a whole number due to a split-funded position46

PROPOSED FISCAL YEAR 2027 BUDGET
FY27 Goals, Objectives and Key Performance Indicators
The Finance Department’s goals for FY27 are as follows:
 Complete the FY26 financial statement and compliance audit by the due date of December
15, 2026, and reduce material weakness findings identified in the audit process to zero;
 Ensure that 100% of critical financial processes are documented, approved, and consistently
followed, and maintain complete and accurate financial records through timely and
controlled balance sheet reconciliations, with 100% of balance sheet accounts reconciled in
all funds on a quarterly basis;
 Implement new budget software (Questica) that will enable greater capabilities in the Budget
Office, including better management of operating and capital budgets, improved position
budgeting, and a more efficient and effective means of creating and working with budget
scenarios;
 Establish a collaboration with the Public Utilities Department’s Conservation and
Sustainability Division to promote environmentally-friendly fleet assets and operational
initiatives citywide;
 Achieve a National Association of Fleet Administrators (NAFA) Top 100 Fleets in the
Americas award by the end of FY27;
 Update and modernize the City’s Purchasing ordinances, Procurement Manual, and
purchasing processes;
 Work with the Public Works and Public Utilities Departments, and all other Departments that
manage Capital Improvement Projects (CIP), to improve management and monitoring of
ongoing CIP projects;
 Optimize Treasury Division business practices to reduce the cost of City operations ;
 Implement the Bank Reconciliation Module in Tyler Munis to automate reconciliations and
improve accuracy and timeliness of financial reporting, and achieve 100% migration of bank
accounts into the module, thereby eliminating manual reconciliation; and
 Utilize additional functionality in the City’s financial system and other subsidiary systems to
support process improvements in procurement, capital assets, grants management, and
treasury management.47

PROPOSED FISCAL YEAR 2027 BUDGET
ADMINISTRATION
VACANT, ASSISTANT FINANCE DIRECTOR
Division Highlights and Key Services
The mission of the Administration Division of the Finance Department is to provide accurate and
timely support for all aspects of Finance Department operations.
The Administration Division works to ensure that Finance Department staff produce timely,
accurate and relevant financial information for senior staff, the Governing Body, and the public.
In line with this goal, the Finance Department will strive to prepare quarterly financial
performance reports within 30 days of the end of each quarter, provide reports summarizing
revenues and expenditures by department and major categories, with analysis of year-to-date
performance, and present the aforementioned reports to the Finance Committee or Governing
Body at the next scheduled meeting or as soon as the schedule allows.
ACCOUNTING DIVISION
MATTHEW BONIFER, CHIEF ACCOUNTING OFFICER
Division Highlights and Key Services
The mission of the Accounting Division is to provide timely, accurate, clear, and complete
financial information to stakeholders, other City departments and constituents while protecting
the City’s assets, both real and intangible, thereby ensuring that the City maintains compliance
with federal, state and local financial and fiduciary laws.
The Accounting Division endeavors to ensure the timely, accurate, and complete production of
financial information in support of decision-making and compliance and strengthen internal
controls by resolving audit findings, eliminating repeat issues and formalizing critical financial
processes.
BUDGET DIVISION
ANDY HOPKINS, BUDGET OFFICER
Division Highlights and Key Services
The Budget Division serves the City’s strategic priorities through budget development that is
aligned with the Mayor and Council's priorities. The Division constantly works to provide both
short- and long-term financial planning documents and information, thus enabling City-wide
planning in a transparent and consistent manner.48

PROPOSED FISCAL YEAR 2027 BUDGET
FLEET MANAGEMENT
DAVID JARAMILLO, FLEET MANAGER
Division Highlights and Key Services
Fleet Management provides City departments with a comprehensive and extensive array of
vehicle services. The Division is committed to delivering safe, efficient, and reliable fleet
management services that meet the needs of City stakeholders. Through strong teamwork,
disciplined execution, and a focus on continuous improvement, the Fleet Management Division
ensures operational excellence, public safety, and responsible stewardship of City resources.
PURCHASING DIVISION
TRAVIS DUTTON-LEYDA, CHIEF PROCUREMENT OFFICER
Division Highlights and Key Services
The Purchasing Division provides services that add value and contribute to the City’s success.
The procurement team is committed to serving in accordance with best practices and cost-
effective approaches in order to meet and exceed internal and external customer expectations.
TREASURY DIVISION
CLARENCE ROMERO, TREASURY OFFICER
Division Highlights and Key Services
The Treasury Division’s mission is to protect and safeguard the City's fiscal assets through the
collection, deposit and reconciliation of City receipts and the timely reporting of revenues.49

PROPOSED FISCAL YEAR 2027 BUDGET
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY DIVISION 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Finance Administration 1,278,975 1,312,151 1,601,441 1,893,305 291,864 18.2%
Accounting 5,383,862 3,706,177 3,097,808 2,903,443 (194,365) -6.3%
Budget 18,200,890 23,404,980 16,387,733 12,484,831 (3,902,902) -23.8%
Fleet Management 1,529,059 1,857,475 1,758,213 1,985,056 226,843 12.9%
Purchasing 1,639,225 963,654 1,031,152 1,203,888 172,736 16.8%
Treasury 1,084,953 1,444,078 2,450,138 2,205,845 (244,293) -10.0%
TOTAL FINANCE DEPARTMENT 29,116,965 32,688,516 26,326,485 22,676,368 (3,650,117) -13.9%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY CATEGORY 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Salaries, Wages & Benefits 4,840,314 5,962,505 6,960,781 7,009,061 48,280 0.7%
Contractuals & Utilities 4,107,679 2,109,544 2,482,700 2,015,000 (467,700) -18.8%
Repairs & Maintenance 163,798 114,281 250,000 293,000 43,000 17.2%
Supplies 550,829 345,951 574,200 724,400 150,200 26.2%
Insurance 153,994 221,950 197,212 199,681 2,469 1.3%
Other Operating Costs 763,676 729,972 574,603 892,715 318,112 55.4%
Capital Purchases 12,292 85,914 20,000 50,000 30,000 150.0%
Transfers to Other Funds 18,524,383 23,118,399 15,266,989 11,492,511 (3,774,478) -24.7%
TOTAL FINANCE DEPARTMENT 29,116,965 32,688,516 26,326,485 22,676,368 (3,650,117) -13.9%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY FUND 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
General Fund 8,776,466 8,695,902 8,751,208 8,825,022 73,814 0.8%
Capital Equipment Reserve 803,570 52,751 - - - N/A
Lodgers' Tax Fund 93,455 137,562 352,734 177,122 (175,612) -49.8%
Community Development - 278 - - - N/A
1/2% GRT Income Fund 17,914,415 22,244,547 15,464,330 11,689,168 (3,775,162) -24.4%
Services to Other Depts 1,529,059 1,557,475 1,758,213 1,985,056 226,843 12.9%
TOTAL FINANCE DEPARTMENT 29,116,965 32,688,516 26,326,485 22,676,368 (3,650,117) -13.9%
CITY OF SANTA FE
FINANCE DEPARTMENT - EXPENDITURES SUMMARY
PROPOSED FISCAL YEAR 2026/27 BUDGET50

PROPOSED FISCAL YEAR 2027 BUDGET
FIRE DEPARTMENT
SCOTT OUDERKIRK, INTERIM FIRE CHIEF
Mission
The mission of the Santa Fe Fire Department (SFFD) is to safeguard the Santa Fe community by
professionally and efficiently preserving life and property through proactive planning,
preparation, training, fire prevention, public education, and the delivery of prompt and effective
emergency response, all while ensuring sustainable operational effectiveness through dedicated
support services.
Department Highlights, Key Services, Recent Accomplishments
Over the past year, the Fire Department:
 Achieved and maintained the highest level of community risk reduction by completing an
updated city-wide Community Risk Assessment, providing fire safety education to 100% of
Santa Fe elementary schools and 94% of all City schools, achieved a compliance rate of 95%
for annual commercial fire inspections;
 Ensured continuous operational readiness and patient care effectiveness by maintaining a
90% availability rate for critical equipment and medical supplies, and achieved a rapid and51
RRE
I
~--- '--- I
OPERATIONS SUPPORT SERVICES

PROPOSED FISCAL YEAR 2027 BUDGET
reliable emergency response to critical incidents, including a two-minute turnout time to
structural fires;
 Cultivated an exceptional and adaptable workforce by providing 95% of staff sufficient
training hours to stay current on required skills throughout the year, and successfully working
toward a projected rate of 99% of staff fully trained by the end of FY26; expanding and
strengthening the Department’s Wellness Program to ensure that 100% of staff received
annual medical and physical evaluations, and reducing lost time staff injuries by 10%, with a
projected end-of-year rate of 18%;
 Developed and expanded the Department’s drone program to support emergency operations
and provide training and other resources to extend the program to field personnel;
 Provided over 100 wildland home assessments to help residents prepare for fire season; and
 Strengthened strategic partnerships and regional collaboration by conducting three joint
operational exercises with partner agencies and keeping on track to meet the goal of four
such exercises, and held interagency coordination meetings with an attendance rate of 100%
of key stakeholders.
FY27 Budget Highlights
The Fire Department’s proposed FY27 budget increased by $5.1 million, or 14.1%, from the
original FY26 budget. The Department’s proposed FY27 General Fund budget increased by
$4.3 million, or 12.4%, from the original FY26 budget. The proposed FY27 budget includes
$1.8 million for the City share of costs associated with the Ambulance Supplemental Payment
Program (ASPP), which will lead to better City cost recovery for ambulance services. The
proposed FY27 budget also includes $239,000 for replacement of one ambulance, and $400,000
for ambulance medical supplies and associated equipment to help address the rising volume of
emergency response calls.
The proposed FY27 Fire Department budget provides funding for 210 positions (210 FTE),
including 10 positions (10 FTE) in the Fire Administration Division, 167 positions (167 FTE) in
the Fire Operations Division, and 33 positions (33 FTE) in the Support Services Division.
The proposed FY27 budget also includes funding for a collective bargaining reserve for Fire
Union personnel totaling $466,866 in the Fire Department’s budget, an amount equivalent to a to
a 2.5% increase to salary and salary-dependent benefits for Fire Union employees.52

PROPOSED FISCAL YEAR 2027 BUDGET
Compensation for members of the IAFF Local 2059 will be allocated through the collective
bargaining process.
FY27 Goals, Objectives and Key Performance Indicators
The Fire Department’s goals for FY27 are as follows:
 Sustain financial responsibility and operational efficiency by completing a full inventory and
expanding the Department’s replacement schedule to include vehicles and critical EMS/Fire
equipment, providing 150 quality wildland home assessments, and enhancing infrastructure
with construction and facilities improvements at City Fire Stations, with the goal to spend all
Legislative facilities improvements funds by the end of the fiscal year;
 Continue to cultivate an exceptional and adaptable workforce by developing a formalized
quality assurance and improvement process for EMS operations that prioritizes critical
medical calls, and ensure that all operational personnel remain fully trained and receive all
required certifications;
 Maintain a first-rate emergency response and readiness posture by achieving a 99% level of
availability for critical equipment and supplies, and sustaining rapid and reliable emergency
response, including turnout times of two minutes or less, travel time within four minutes, and
total response time of eight minutes or less for emergency calls;
 Optimize emergency deployment and response efficiency through strategies focused on
improving response times; resource allocation; Computer-Aided Design (CAD) response
layers; and vehicle deployment modeling;
 Strengthen strategic partnerships and regional collaboration by enhancing interagency
collaboration and training via quarterly joint exercises and at least four joint trainings,
collaborating with the Police Department to develop the tactical paramedic program and
ensure that Fire staff attend related training on at least a quarterly basis, and continuing to
develop the joint Police/Fire drone program by attending quarterly trainings and securing
funding to further develop the program; and
 Maintain the highest level of community risk reduction and outreach by promoting fire and
life safety education to 100% of Santa Fe elementary school students, achieving compliance
for 95% of annual commercial fire inspections, and completing reviews of 80% of
commercial building pre-plans and 100% of finished buildings.53

PROPOSED FISCAL YEAR 2027 BUDGET
FIRE ADMINISTRATION
SCOTT OUDERKIRK, INTERIM FIRE CHIEF
Division Highlights and Key Services
The Administration Division is the core of the Fire Department’s executive leadership and
administrative operations, supporting all staff members of the Department.
Services provided by the Administration Division include personnel management; accounting,
budget, procurement, contracts, and financial management; data collection, management, and
reporting; records management; information technology services (mobile computing, land
mobile radio services, and logistics); and the management of facilities, equipment, apparatus,
uniforms and personal protective gear.
FIRE OPERATIONS
SCOTT OUDERKIRK, ASSISTANT FIRE CHIEF
Division Highlights and Key Services
The mission of the Operations Division is to provide a sustainable quality of life now and in the
future for the entire Santa Fe community by protecting and preventing the loss of life and
property through professional and efficient planning, preparation, training, fire prevention, public
education and delivery of emergency services.
SUPPORT SERVICES
MARIO RISSO, ASSISTANT FIRE CHIEF
Division Highlights and Key Services
The mission of the Support Services Division is to enhance operational effectiveness by
providing efficient administrative, logistical, and personnel support. This includes strategic
planning; training; fleet maintenance; EMS advancements; firefighter health & safety; fire
prevention; and community outreach to ensure the highest level of service for the Santa Fe
community.54

PROPOSED FISCAL YEAR 2027 BUDGET
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY DIVISION 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Fire Administration 4,003,767 5,932,596 3,483,855 6,272,055 2,788,200 80.0%
Fire Operations 20,593,763 25,840,021 25,541,866 27,060,515 1,518,649 5.9%
Support Services 6,226,012 7,637,289 6,877,668 7,630,786 753,118 11.0%
TOTAL FIRE DEPARTMENT 30,823,543 39,409,906 35,903,389 40,963,356 5,059,967 14.1%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY CATEGORY 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Salaries, Wages & Benefits 25,028,156 28,364,702 29,464,690 30,419,854 955,164 3.2%
Contractuals & Utilities 524,845 539,487 768,885 2,298,318 1,529,433 198.9%
Repairs & Maintenance 140,854 189,036 127,674 154,284 26,610 20.8%
Supplies 1,812,582 1,887,770 1,655,951 2,314,995 659,044 39.8%
Insurance 710,451 876,512 776,875 762,956 (13,919) -1.8%
Other Operating Costs 1,292,611 3,360,884 2,116,782 3,912,880 1,796,098 84.9%
Capital Purchases 1,101,042 2,753,511 992,532 1,100,069 107,537 10.8%
Debt Service 89,839 214,844 - - - N/A
Transfers to Other Funds 123,163 1,223,161 - - - N/A
TOTAL FIRE DEPARTMENT 30,823,543 39,409,906 35,903,389 40,963,356 5,059,967 14.1%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY FUND 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
General Fund 29,437,443 36,961,250 34,740,216 39,040,901 4,300,685 12.4%
Emergency Services 1,386,100 1,348,656 1,163,173 1,922,455 759,282 65.3%
Impact Fees Fund - 1,100,000 - - - N/A
TOTAL FIRE DEPARTMENT 30,823,543 39,409,906 35,903,389 40,963,356 5,059,967 14.1%
CITY OF SANTA FE
FIRE DEPARTMENT - EXPENDITURES SUMMARY
PROPOSED FISCAL YEAR 2026/27 BUDGET55

PROPOSED FISCAL YEAR 2027 BUDGET
GENERAL GOVERNMENT
MICHAEL GARCIA, MAYOR
Mission
General Government ensures leadership, oversight and coordination of all city operations and
administration for the benefit of the broader community. The Mayor and City Manager provide
support to the Governing Body in setting the overall direction for the City of Santa Fe, including
the adoption of budgets, laws and resolutions.
Department Highlights and Key Services
The Mayor’s Office plays a critical role in shaping a vibrant, inclusive and thriving community
for the citizens of Santa Fe. As the Chief Executive Officer of the city, the Mayor is responsible
for a variety of tasks, from the annual budget introduction to representing the city at public
events. This multifaceted executive leadership role requires effective decision-making skills and
a deep understanding of the needs and concerns of Santa Fe residents.
General Government includes various divisions and functions across several funds: the Mayor’s
Office, City Council, the City Manager’s Office, the City Attorney’s Office, the Internal Audit
function, Municipal Court, and the Risk Management and Safety Division.
FY27 Budget Highlights
The proposed FY27 budget for General Government increased by $3.3 million, or 15.3%, from
the original FY26 budget. The Department’s proposed FY25 General Fund budget increased by
$1.5 million, or 17.9%, from the original FY26 budget.56
I
I I I I I I
MAYOR CITY COUNCIL CITY MANAGER CITY ATTORNEY MUNICIPAL COURT RISK MANAGEMENT SAFETY

PROPOSED FISCAL YEAR 2027 BUDGET
The proposed FY27 Mayor’s Office budget increased by $66,626, or 10%, from the original
FY26 budget. The Mayor’s Office is funded entirely by the General Fund. The proposed FY27
budget includes $89,750 for various membership dues, including $37,500 for the New Mexico
Municipal League (NMML), and $37,500 for participatory budgeting efforts. The proposed
budget also includes funding for 3 positions (3 FTE).
The proposed FY27 City Council budget increased by $201,681, or 27%, from the original FY26
budget. Like the Mayor’s Office, the City Council budget is supported entirely by the General
Fund. The proposed FY27 budget includes $250,000 set aside for Council support staff; this
funding was placed in the contractual services budget pending a final determination of the
positions’ job duties, salary levels and budgetary impact. The proposed budget also includes
funding for 8 positions (8 FTE).
CITY MANAGER’S OFFICE
BRIAN MOYA, INTERIM CITY MANAGER
Department Highlights, Key Services, Recent Accomplishments
The City Manager is the chief administrative officer of the city of Santa Fe and is appointed by
the Mayor and confirmed by the Governing Body. The City Manager is charged with
implementing the policy decisions of the Governing Body in an effective, efficient, and equitable
manner. The City Manager is also responsible for directing the City’s departments and
providing policy advice to the Governing Body. The majority of services, programs, initiatives
and activities found in this budget fall under the purview of the City Manager. Through the
Charter and the municipal code, the City Manager has authority over the City’s revenues,
expenditures and contracts (up to an authorized amount) and responsibility for personnel
management for city employees.
The City Manager’s Office works to ensure that the overall administration of the city is managed
according to Federal, state and city laws and best practices.
Over the past year, the City Manager’s Office:
 Supported all departments and divisions, and implemented special initiatives of the city;
 Worked with the Risk and Safety Division staff to manage claims, provide training and risk
management initiatives;
 Developed the annual budget proposal in conjunction with the Budget Office staff and city
leadership;57

PROPOSED FISCAL YEAR 2027 BUDGET
 Collaborated with City departments to develop goals, objectives and key performance
indicators to provide service delivery metrics;
 Ensured implementation of Governing Body legislation and worked with the Office of Policy
and Legislation to develop policy and City programs;
 Managed personnel issues, including disciplinary matters, when they arose to the City
Manager’s Office; and
 Met with labor unions regularly on employee and organizational matters and participated on
the negotiating team for bargaining unit contracts.
FY27 Budget Highlights
The proposed FY27 budget for the City Manager’s Office increased by $438,944, or 38.4%,
from the original FY26 budget. The City Manager’s Office is funded entirely by the General
Fund. The City Manager’s proposed FY25 budget includes $200,000 for various contracted
services and special projects, and provides funding for 5.27 positions* (5.27 FTE).
*The position count is not a whole number due to a split-funded position
The Internal Audit function is budgeted at $200,000 in FY27. There are no dedicated staff for
this function - the Deputy City Manager and Finance Department staff collaborate with the Audit
Committee to assist with audit project tracking and reporting. The City utilizes a contract with a
professional auditing firm to conduct internal audits on city operations as needed. Following
recommendations from the Audit Committee and the Finance Committee, the Governing Body
has adopted an annual Audit Plan that identifies the areas of operations that will be reviewed. In
FY27, funds are available for an audit of a utility franchisee, per municipal code requirements.
FY27 Goals, Objectives and Key Performance Indicators
The City Manager’s Office goals for FY27 are as follows:
 Collaborate with the Mayor, Councilors and departmental leadership to implement adopted
goals and objectives and FY27 budget priorities citywide;
 Continue efforts to improve effectiveness, efficiency and customer service of city services,
including internal processes;58

PROPOSED FISCAL YEAR 2027 BUDGET
 Coordinate with the Audit Committee and affected departments to manage the city’s internal
audit function to ensure follow-through on identified process improvements;
 Facilitate success with new leadership across City departments and direct reports to ensure
accountability and effective management within the recently reorganized reporting structure;
 Improve reporting on the status of city projects and the city’s financial status for elected
officials and the public; and
 Continue efforts to build the Risk and Safety Division’s programming, ensuring safety for
staff and the public.
CITY ATTORNEY’S OFFICE
MARCOS MARTINEZ, CITY ATTORNEY
Division Highlights and Key Services
The Mission of the City Attorney's Office is to advise, defend, and protect the City and enforce
its laws in a timely and just manner.
Department Highlights, Key Services, Recent Accomplishments
Over the past year, the City Attorney’s Office:
 Prevailed in significant litigation, including:
o Hill v. City of Santa Fe, the first challenge to the City’s High-End Excise Tax, in
which the New Mexico Supreme Court upheld the Court of Appeals’ dismissal of the
case on standing, reversing the District Court;
o Bruce Throne v. City of Santa Fe, effectively ending three years of litigation
obstructing a 9.6-acre development for up to 28 houses with an affordable housing
component;
o Educational Retirement Board v. City of Santa Fe, which challenged the conditions
the City imposes for obtaining water service - the City obtained a preliminary
decision in its favor, in which the Court denied the Plaintiff’s request for judgment;
 Addressed and improved the City’s Inspection of Public Records Act (IPRA) production by
responding to 10,824 IPRA requests in calendar year 2024 and 7,831 requests in calendar
year 2025 – the annual reduction in requests resulted from the creation of an accident reports
page that allows the public to avoid filing IPRA requests;59

PROPOSED FISCAL YEAR 2027 BUDGET
 Collaborated on litigation impacting important City public policy positions, including the
achievement of a successful resolution to first challenge to the City’s High-End Tax for
Affordable Housing, and prevailing on a second challenge to the High-End Tax;
 Continued to defend the City from Federal immigration enforcement, which purports to limit
Federal grant terms without congressional authority and in contradiction to the purposes of
said grants; and
 Enhanced City professional development through City Attorney’s Office (CAO)-led
trainings, including Code of Ethics training for over 1300 employees, through 40+ live and
zoom sessions; prosecutor training for Animal Control officers; Ethics Code trainings for the
Governing Body; Open meetings and IPRA board trainings for the Planning Commission,
Historic Districts Review Board, Metropolitan Planning Commission, and Immigration
Committee; and IPRA trainings for departments, senior staff, and the Governing Body.
FY27 Budget Highlights
The proposed FY27 budget for the City Attorney’s Office increased by $545,025, or 17.3%,
from the original FY26 budget. The City Attorney’s Office is funded entirely by the General
Fund. The proposed FY27 budget includes $300,000 for various contracted legal services, and
$12,500 for staff travel and training.
The proposed FY27 budget for the City Attorney’s Office includes funding for 22 positions (22
FTE). For FY27, a Public Records Specialist position was transferred from the City Attorney’s
Office to the Police Department to assist with processing and managing police-related Inspection
of Public Records Act (IPRA) requests.
FY27 Goals, Objectives and Key Performance Indicators
The City Attorney’s Office goals for FY27 are as follows:
 Continue to defend the High-End Excise Tax for Affordable Housing, land use decisions and
any accompanying appeals; and defend a challenge to the City’s impact fees in Las Soleras
Center, LLC v. City;
 Filed a friend of the Court brief in the New Mexico Court of Appeals in the Sandia Pueblo v.
Rio Rancho and the NM State Engineer case, which, if upheld, would jeopardize water
transfers to the City of Santa Fe;60

PROPOSED FISCAL YEAR 2027 BUDGET
 Resolve compliance actions with state and Federal agency regulations, including Airport
compliance with Federal Aviation Association (FAA) and Transportation Security
Administration (TSA) regulations, and wastewater discharge permit actions with the
Environmental Protection Agency (EPA) and the New Mexico Environment Department
(NMED);
 Support the Metropolitan Redevelopment Agency in adopting a Metropolitan Redevelopment
Plan, and enter into additional disposition and development agreements and exclusive
negotiation agreements with developers;
 Complete significant legislative updates, including phase two of the rewrite of the city’s land
use and development code; and
 Work with the Governing Body to hold more study sessions aimed at improving legislative
and programmatic efficiencies throughout the City.
MUNICIPAL COURT
CHAD CHITTUM, MUNICIPAL COURT JUDGE
Division Highlights and Key Services
The mission of the Santa Fe Municipal Court is to administer justice to court participants of
Santa Fe in a fair, equitable, efficient, professional and consistent manner.
Department Highlights, Key Services, Recent Accomplishments
Over the past year, the Municipal Court:
 Contracted with Mesa Vista Wellness as a single source provider for the court’s DWI/Drug
Court program;
 Continued the Language Access Specialist incentive pay policy;
 Implemented an enhanced assessment process for offenders who are new to the criminal
justice system with formalized assessment tools which examines risk, needs and resiliency
and connects defendants to meaningful resources within the community, which creates
accountability and promotes community safety;
 Implemented an alternative sentencing program for first-time non-DWI offenders; and61

PROPOSED FISCAL YEAR 2027 BUDGET
 Continued with the Outreach Court program, which allows alternative resolutions in lieu of
custody, fines, and fees for precariously housed offenders, and extended program eligibility
to veterans, regardless of their housing situation.
FY27 Budget Highlights
The proposed FY27 budget for the Municipal Court increased by $140,768, or 5.9%, from the
original FY26 budget. The proposed FY27 budget includes $105,500 for the Municipal Court’s
DWI Program; $90,000 for security services; and $10,000 for Spanish language and American
Sign Language (ASL) interpreters for court cases.
The proposed FY27 budget for the Municipal Court includes funding for 18 positions (18 FTE),
including the Municipal Court Judge, an elected position.
FY27 Goals, Objectives and Key Performance Indicators
The Municipal Court’s goals for FY27 are as follows:
 Improve courthouse security by mitigating hazards in collaboration with the Office of
Emergency Management;
 Encourage professional development via training and education for court staff and the
Municipal Court Judge;
 Maintain the Court’s collaboration with other agencies and city partners to have warrants
entered into the national database;
 Continue to review all inactive cases and take appropriate action;
 Implement the SCORE Program, which offers alternative sentencing for young adults aged
between 18 and 25;
 Work with the court’s case management system team to provide operational efficiency
measures, including improvements in the areas of clearance rates, time to disposition, and
age of active pending caseload; and
 Recertify the DWI/Drug Court Program to adhere to updated best practices.62

PROPOSED FISCAL YEAR 2027 BUDGET
RISK MANAGEMENT AND SAFETY
VACANT, RISK MANAGEMENT AND SAFETY DIVISION DIRECTOR
Division Highlights and Key Services
The mission of Risk Management & Safety is to assist City of Santa Fe employees in the
creation of a safer work environment for all employees by working with City departments to
efficiently and properly identify, manage, and mitigate hazards and finance risks; to reduce the
frequency, severity and associated costs of injuries and claims; and to serve as a resource for the
health, safety and well-being of City employees. Risk Management & Safety provides
assessments, resources, training, and technical assistance through comprehensive workplace
evaluations, high-quality training, timely customer service, and programs and resources to
maintain regulatory compliance and protect the City’s financial integrity. The Division provides
these services with professionalism, communication, coordination and collaboration.
Department Highlights, Key Services, Recent Accomplishments
Over the past year, the Risk Management and Safety Division:
 Sustained Division operations despite being short staffed, processing general liability claims
for constituents and workers compensation claims for City employees;
 Presented the New Employee Safety Orientation and Defensive Driving courses on a bi-
weekly basis, and offered 69 safety-related trainings to City employees; and
 Continued distribution of safety supplies and personal protective equipment (PPE) to City
employees.
FY27 Budget Highlights
The proposed FY27 budget for Risk Management increased by $1.6 million, or 18%, from the
original FY26 budget. The proposed budget for Safety increased by $242,969, or 5.7%, from the
original FY26 budget. The proposed FY27 budget includes $9.3 million for various types of
insurance claims; $3 million for workers’ compensation medical/indemnity payments; and
$185,500 for various contracted safety trainings for employees.
The proposed FY27 budget for Risk Management and Safety includes funding for 6 positions (6
FTE).
FY27 Goals, Objectives and Key Performance Indicators
Risk Management and Safety’s goals for FY27 are as follows:63

PROPOSED FISCAL YEAR 2027 BUDGET
 Fill vacancies, rebuild the Safety team, and reorganize the Risk and Safety Office to better
align with its responsibilities, while promoting ongoing professional development for team
members;
 Assist city departments in the identification of risk, health and safety hazards and non-
compliance issues, and assist in resolving those issues through education, monitoring, and
problem-solving;
 Develop, implement and maintain comprehensive programs to ensure that the City remains
compliant with regulations and industry standards; and
 Reduce the number of preventable accidents and injuries, and reduce both the volume and cost
of preventable claims paid by the City.64

PROPOSED FISCAL YEAR 2027 BUDGET
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY DIVISION 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Mayor's Office 668,199 406,883 667,169 733,795 66,626 10.0%
City Council 521,385 652,878 747,867 949,548 201,681 27.0%
City Manager 701,546 916,077 1,144,336 1,583,280 438,944 38.4%
City Attorney 2,939,449 3,207,144 3,147,697 3,692,722 545,025 17.3%
Internal Audit 837 173,975 150,000 200,000 50,000 33.3%
Municipal Court 1,964,734 1,934,989 2,377,354 2,518,122 140,768 5.9%
Risk Management 7,196,538 7,395,374 8,684,414 10,248,623 1,564,209 18.0%
Safety 1,949,324 1,991,533 4,298,918 4,541,887 242,969 5.7%
TOTAL GENERAL GOVERNMENT 15,942,012 16,678,851 21,217,755 24,467,977 3,250,222 15.3%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY CATEGORY 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Salaries, Wages & Benefits 5,502,506 5,644,444 6,556,468 7,207,126 650,658 9.9%
Contractuals & Utilities 1,042,516 1,186,638 1,270,827 2,235,800 964,973 75.9%
Repairs & Maintenance 4,415 12,503 6,775 7,944 1,169 17.3%
Supplies 213,169 231,612 422,928 417,422 (5,506) -1.3%
Insurance 8,118,866 8,731,916 11,642,810 13,010,307 1,367,497 11.7%
Other Operating Costs 974,726 869,618 1,186,947 1,539,378 352,431 29.7%
Capital Purchases 23,315 - 131,000 50,000 (81,000) -61.8%
Transfers to Other Funds 62,500 2,120 - - - N/A
TOTAL GENERAL GOVERNMENT 15,942,012 16,678,851 21,217,755 24,467,977 3,250,222 15.3%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY FUND 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
General Fund 6,696,573 7,273,455 8,173,823 9,640,867 1,467,044 17.9%
Law Enforcement 99,577 18,490 60,600 36,600 (24,000) -39.6%
Risk Management 7,784,261 7,948,567 9,514,876 11,319,574 1,804,698 19.0%
Workers' Compensation 1,361,601 1,438,340 3,468,456 3,470,936 2,480 0.1%
TOTAL GENERAL GOVERNMENT 15,942,012 16,678,851 21,217,755 24,467,977 3,250,222 15.3%
CITY OF SANTA FE
GENERAL GOVERNMENT - EXPENDITURES SUMMARY
PROPOSED FISCAL YEAR 2026/27 BUDGET65

PROPOSED FISCAL YEAR 2027 BUDGET
HUMAN RESOURCES DEPARTMENT
SARAH BOLLETER-GONZALES, INTERIM DIRECTOR OF HUMAN RESOURCES
Mission
The mission of the Human Resources Department is to provide human resources services that
promote a work environment that fosters respect, accountability, and trust.
Department Highlights, Key Services, Recent Accomplishments
Over the past year, the Human Resources Department:
 Negotiated and implemented a new contract between the City of Santa Fe and the American
Federation of State, County and Municipal Employees (AFSCME), which resulted in a
phased implementation of pay adjustments. In 2026, the city implemented phase two hybrid
parity increases, a three percent across the board increase, and finally phase three and four of
the hybrid parity increases recommended by the Classification & Compensation study.
Additionally, AFSCME employees received a retention incentive of $1,000 and an increase
to contractual incentive pay such as bilingual and shift differential pay;
 Worked collaboratively with city departments and divisions to fill vacant positions by
hosting several rapid hiring events, which helped to reduce the citywide overall vacancy rate
from 20.45% in July 2025 to 18.35% as of March 2026;
 Initiated collaborative hiring efforts with the Santa Fe Community College to provide
application submittal training and scheduled targeted hiring events for newly graduated
students;
 Successfully implemented a new medical, dental, vision, and life insurance contract with
Blue Cross Blue Shield of New Mexico;
 Performed monthly Human Resources User Group (HUG) training for city Administrative
Managers and Business Operations Managers on HR processes and the Tyler Munis Human
Capital Management System software module; these encourage better cross training,
understanding of city processes and effectiveness in the processing of personnel actions; and
 Supported and paid for employees to attend continuing education college-level courses and
New Mexico Edge courses (training courses specific to state and local government topics
hosted by New Mexico State University) for a total of 141 training sessions and 417 training
hours; offered 2282 city-sponsored employee training opportunities to a total of 4,332
participants as of February 2026.66

PROPOSED FISCAL YEAR 2027 BUDGET
FY27 Budget Highlights
The Human Resources Department’s proposed FY27 budget increased by $1.4 million, or 4.4%,
from the original FY26 budget. The Department’s proposed FY27 General Fund budget
increased by $428,891, or 16.5%, from the original FY26 budget. The proposed FY27 budget
includes $25.7 million for employee health, dental and life insurance claims and associated costs,
and $197,848 for employee tuition assistance and training costs.
The proposed FY27 Human Resources Department budget includes funding for 18 positions (18
FTE). The budget also includes $162,150 for a new HR Information Systems Manager position
and associated equipment to enable the City to maximize the Tyler Human Capital Management
(HCM) system’s capabilities, enhance efficiency and reduce the Department’s reliance on
outside contractors.
FY27 Goals, Objectives and Key Performance Indicators
The Human Resource Department’s goals for FY27 are as follows:
 Collaborate with AFSCME to implement a mentorship program to train and share
institutional knowledge;
 Implement a comprehensive city-wide training policy to ensure proper training of
employees, supervisors and managers, and to track completion of required and optional
training by employees;
 Continue efforts to reduce the city-wide vacancy rate to 15%;
 Finalize the ongoing internal audit of the city’s recruitment process and implement
recommendations as budget allows; and
 Continue efforts to update the City of Santa Fe Personnel Rules/Regulations and Policies
and Administrative Employee Policies to include the solicitation of feedback from City
employees.67

PROPOSED FISCAL YEAR 2027 BUDGET
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY CATEGORY 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Salaries, Wages & Benefits 3,505,379 2,002,176 2,042,177 2,323,886 281,709 13.8%
Contractuals & Utilities 1,369,172 1,232,782 1,442,277 1,613,541 171,264 11.9%
Repairs & Maintenance - 67 - - - N/A
Supplies 32,950 60,643 115,320 115,320 - 0.0%
Insurance 22,670,557 24,089,218 28,297,999 29,155,109 857,110 3.0%
Other Operating Costs 347,409 324,764 377,220 479,502 102,282 27.1%
Capital Purchases - 199 - - - N/A
Transfers to Other Funds 75,000 235,405 75,000 96,824 21,824 29.1%
TOTAL HUMAN RESOURCES 28,000,468 27,945,254 32,349,993 33,784,182 1,434,189 4.4%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY FUND 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
General Fund 4,087,127 2,513,524 2,595,897 3,024,788 428,891 16.5%
Santa Fe Health/Dental 23,834,738 25,398,056 29,678,552 30,683,850 1,005,298 3.4%
Unemployment Claims 78,602 33,673 75,544 75,544 - 0.0%
TOTAL HUMAN RESOURCES 28,000,468 27,945,254 32,349,993 33,784,182 1,434,189 4.4%
CITY OF SANTA FE
HUMAN RESOURCES DEPARTMENT - EXPENDITURES SUMMARY
PROPOSED FISCAL YEAR 2026/27 BUDGET68

PROPOSED FISCAL YEAR 2027 BUDGET
INFORMATION TECHNOLOGY AND TELECOMMUNICATIONS DEPARTMENT
ERIC CANDELARIA, INFORMATION TECHNOLOGY AND TELECOMMUNICATIONS
DIRECTOR
Mission
The Information Technology and Telecommunications (ITT) Department’s mission is to
leverage innovative and secure technology to enhance operations, support users, and enable data-
driven decision-making, thereby delivering reliable, efficient, and strategic IT services that
advance organizational success. The Department strives to leverage IT to drive organizational
success and operational excellence; optimize business processes through modern applications;
deliver exceptional user support and secure infrastructure; align IT initiatives with strategic
goals; enable informed decisions via Geographic Information Systems (GIS) and integrated
communications; and maintain high-performance systems and strong data management. The ITT
Department is committed to continuous improvement and innovation, the provision of reliable,
secure and efficient IT services, and ongoing support of the City’s operational needs.
Department Highlights, Key Services, Recent Accomplishments
Over the past year, the ITT Department:
 Implemented the new IT project intake process, which provides a standardized system for the
City organization to receive, evaluate, prioritize, and approve new project requests, ensuring
they align with strategic goals, fit resource availability, and have clear business cases before
execution begins, thereby preventing bottlenecks and failure;69
END USER SERVICES
ENTERPRISE
APPLICATION
SERVICES
INFORMATION
TECHNOLOGY a
TELECOMMUNICATIONS
ENTERPRISE
RESOURCE PLANNING
INFRASTRUCTURE
SERVICES
ITT SECURITY &
COMPLIANCE

PROPOSED FISCAL YEAR 2027 BUDGET
 Replaced the City of Santa Fe’s outdated intranet as part of a security-driven modernization
initiative, thereby addressing critical vulnerabilities, improving system reliability, and
providing enhanced user access through a secure, cloud-based solution with modern design
and role-based access controls;
 Modernized the IT Service Desk by developing and implementing a modern, sophisticated
Information Technology Service Management (ITSM) platform, which represents a strategic
investment and critical opportunity to transform the City’s IT service delivery through
automation, standardization, and enhanced user experience capabilities based on industry
best practices;
 Implemented a secondary disaster recovery datacenter complete with daily backups of all
systems to include servers and phone system circuits, for ease of restoration in the event of a
disaster; and deployed a fully redundant internet infrastructure delivering doubled
performance speeds by the end of the current fiscal year; and
 Updated all City devices by utilitzing the Intune system, allowing automated management of
workstations and cell phones; in the future, this will also enable easier self-service options
including the ability to choose from a list of optional applications to be installed on each
device, and will assist in closing security gaps.
FY27 Budget Highlights
The ITT Department’s proposed FY27 budget increased by $8.8 million, or 58.7%, from the
original FY26 budget. The proposed FY27 budget includes $2 million for computer and network
hardware purchases and replacements; $500,000 for Broadcom licensing and infrastructure
support for critical infrastructure used throughout the City’s technology environment, including
virtualization and system management platforms that keep services running reliably; and $90,000
for network penetration testing services.
The proposed FY27 ITT budget includes funding for 44.9 positions* (44.9 FTE), comprised of 5
positions (5 FTE) in the ITT Administration Division; 9 positions (9 FTE) in the End User
Services Division; 7 positions (7 FTE) in the Enterprise Application Services Division; 12.9
positions* (12.9 FTE) in the Enterprise Resource Planning Division; and 11 positions (11 FTE)
in the Infrastructure Services Division.
*The position count is not a whole number due to a split-funded position70

PROPOSED FISCAL YEAR 2027 BUDGET
FY27 Goals, Objectives and Key Performance Indicators
The ITT Department’s goals for FY27 are as follows:
 Improve overall customer satisfaction in IT services by reducing resolution times, resolving
issues at first contact whenever possible, and delivering consistently high-quality service; by
tracking service-level compliance and staff performance, ITT aims to proactively reduce
recurring problems and improve user experience;
 Enable digital transformation and business process improvements in order to help
departments transition away from manual workflows by introducing smart, efficient digital
solutions, integrating core systems and enabling self-service platforms for residents, thereby
improving data flow, increasing transparency, and supporting more accessible digital services
for both internal and external users; and
 Modernize and secure municipal IT infrastructure, upgrading aging technology and
bolstering cybersecurity from networks to endpoints; such efforts will include replacing
outdated hardware, improving patch management, expanding monitoring coverage, and
accelerating the transition to cloud-ready infrastructure, with the aim to create a resilient,
future-proof environment with reduced risk exposure.
ADMINISTRATIVE SUPPORT
KAYLA CONNER, ADMINISTRATIVE MANAGER
Division Highlights and Key Services
The Administrative Support Division (ASD) plays a crucial role in the IT department, providing
the necessary support and management functions that allow the IT professionals to focus on
technical tasks and initiatives. The Division forms the backbone that keeps the ITT Department
running efficiently and effectively. ASD’s mission is to execute these responsibilities with the
highest level of professionalism and efficiency, thereby reinforcing the City’s confidence in the
ITT Department’s ability to support its technological advancement.
ASD provides essential support services that ensure the smooth operation of the ITT Department.
ASD provides a pivotal role in the strategic acquisition of IT resources, ensuring that the City is
equipped with the necessary materials, equipment, and services to maintain its technological
infrastructure. The ASD provides several key services, including resource management;
budgeting and financial management for the Department; vendor management; policy
development and compliance; administrative support; and human resources processes.71

PROPOSED FISCAL YEAR 2027 BUDGET
END USER SERVICES
MICHAEL OLGUIN, END USER SERVICES MANAGER
Division Highlights and Key Services
The End User Services Division (EUSD) is dedicated to delivering excellent IT support and
services with a focus on accessibility, productivity and user satisfaction for all city staff. The
EUSD is committed to ensuring that every interaction with ITT-supported services is
characterized by effectiveness, efficiency, and excellence.
EUSD is committed to ensuring seamless IT experiences for the City’s valued users. The
Division’s comprehensive suite of services encompasses the following key areas: the ITT
Service Desk; computer and telecommunications support; mobile support; user guidance;
telecommunications support; and hardware/software evaluation.
ENTERPRISE APPLICATION SERVICES
VACANT, ENTERPRISE APPLICATION SERVICES MANAGER
Division Highlights and Key Services
The Enterprise Application Services Division (EASD) is committed to delivering a
comprehensive array of cutting-edge business and professional solutions. The Division’s
mission is to drive the advancement, ongoing maintenance, and robust support of enterprise-scale
business applications that are tailored to meet the evolving needs of the City of Santa Fe. EASD
is dedicated to fostering innovation, operational excellence, and strategic collaboration to ensure
that the City’s business applications deliver exceptional value and performance.
EASD offers a comprehensive suite of services designed to optimize the City’s business
applications. Key services include ERP program management and technical support; alignment
of application requirements to business needs; systems analysis and assessment of the feasibility
of proposed systems; software application management and expertise; and user education and
training.
ENTERPRISE RESOURCE PLANNING
LORRAINE NOBES, ITT ENTERPRISE PROJECT MANAGER
Division Highlights and Key Services
The mission of the Enterprise Resource Planning Division, also known as the Project
Management Office (PMO), is to facilitate and enhance IT-related initiatives across city
departments. The Division achieves this by evaluating projects in alignment with the City’s72

PROPOSED FISCAL YEAR 2027 BUDGET
strategies and priorities, ensuring that they adhere to standardized project delivery practices. The
PMO’s goal is to maximize project success, increase efficiency, and deliver impactful outcomes
that support the City’s overall mission.
The PMO is dedicated to elevating the efficacy of project management across the organization.
Division services are meticulously designed to align with the City’s strategic vision, ensuring a
harmonious integration of IT initiatives. Services provided include strategic resource allocation,
data transparency, risk management, project budgetary compliance, and consistent project
delivery methodologies.
INFRASTRUCTURE SERVICES
LARRY WORSTELL, INFRASTRUCTURE SERVICES MANAGER
Division Highlights and Key Services
The Infrastructure Services Division (ISD) is committed to delivering exceptional technology
infrastructure, network services, and solutions for the City of Santa Fe. ISD’s mission includes
designing, building, operating, and enhancing robust technology systems. The Division
empowers staff to provide outstanding digital experiences to constituents while ensuring
effective data management and security. This work contributes to the efficient functioning of the
City Santa Fe’s digital ecosystem.
ISD plays a pivotal role in ensuring seamless technology operations for the City of Santa Fe.
The Division’s comprehensive services encompass the following key areas: network
infrastructure management, component support, system evaluation and implementation, and
public safety radio system support.
SECURITY AND COMPLIANCE
VACANT, ITT SECURITY OFFICER
Division Highlights and Key Services
The mission of the Security and Compliance Division is to safeguard the City’s information
systems, data and digital services through strong security practices, proactive risk management
and adherence to regulatory requirements, thus ensuring resilient operations and public trust.
The Division provides comprehensive oversight and protection for the City’s technology
environment. Services include cybersecurity monitoring and incident response; risk
assessments; policy development and enforcement; regulatory compliance management; data
protection and privacy controls; security awareness training; and continuous improvement of
security practices. The Division works collaboratively across departments to reduce risk, support73

PROPOSED FISCAL YEAR 2027 BUDGET
secure innovation and ensure the confidentiality, integrity and availability of City systems and
data.
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY DIVISION 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
ITT Administration 5,208,743 4,644,452 2,466,666 2,495,776 29,110 1.2%
End User Services 870,468 810,534 995,253 1,044,346 49,093 4.9%
Enterprise Application Services 2,254,979 4,904,828 2,752,479 4,961,402 2,208,923 80.3%
Enterprise Project Management 2,305,733 1,258,462 1,688,210 1,707,069 18,859 1.1%
Infrastructure Services 4,866,317 7,123,386 7,116,949 13,629,690 6,512,741 91.5%
TOTAL INFO. TECH. & TELECOMM. 15,506,239 18,741,662 15,019,557 23,838,283 8,818,726 58.7%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY CATEGORY 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Salaries, Wages & Benefits 5,337,269 4,754,749 5,754,695 5,852,899 98,204 1.7%
Contractuals & Utilities 1,983,543 2,361,975 2,395,326 7,327,265 4,931,939 205.9%
Repairs & Maintenance 97,865 207,374 171,000 57,032 (113,968) -66.6%
Supplies 1,246,244 2,312,322 1,943,221 4,379,836 2,436,615 125.4%
Insurance 97,986 199,165 154,947 156,839 1,892 1.2%
Other Operating Costs 3,061,424 5,398,800 2,744,100 4,093,982 1,349,882 49.2%
Capital Purchases 427,312 382,894 498,715 1,088,715 590,000 118.3%
Debt Service 4,596 14,970 - - - N/A
Transfers to Other Funds 3,250,000 3,109,412 1,357,553 881,715 (475,838) -35.1%
TOTAL INFO. TECH. & TELECOMM. 15,506,239 18,741,662 15,019,557 23,838,283 8,818,726 58.7%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY FUND 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
General Fund - 2,487,000 - - - N/A
1/2% GRT Income Fund 3,652,744 500,000 1,598,753 1,549,715 (49,038) -3.1%
Services to Other Depts 11,853,495 15,754,662 13,420,804 22,288,568 8,867,764 66.1%
TOTAL INFO. TECH. & TELECOMM. 15,506,239 18,741,662 15,019,557 23,838,283 8,818,726 58.7%
CITY OF SANTA FE
INFORMATION TECHNOLOGY & TELECOMMUNICATIONS - EXPENDITURES SUMMARY
PROPOSED FISCAL YEAR 2026/27 BUDGET74

PROPOSED FISCAL YEAR 2027 BUDGET
METROPOLITAN REDEVELOPMENT AGENCY
CARLY VENDITTI, METROPOLITAN REDEVELOPMENT AGENCY DEPUTY DIRECTOR
Mission
The Metropolitan Redevelopment Agency (MRA) brings real estate acumen and an
entrepreneurial approach to redevelopment in the City of Santa Fe. The MRA works with
community and real estate experts to promote mission-driven development strategies focused on
the economic, social, and environmental health of neighborhoods, districts and the people who
live, work, play, and learn there.
Department Highlights, Key Services, Recent Accomplishments
Over the past year, the Metropolitan Redevelopment Agency:
 Launched the direct disposition of Midtown properties and negotiated three exclusive
negotiation agreements (ENAs) for parcels J-1a, J-1b, H-1a, and R-2b; these sites are
designated for the Santa Fe Innovation Hub, the Blue Mesa Center for the Arts, and new
townhomes;
 Finalized the Midtown Arts and Design Alliance (MADA) Ground Lease and Development
Agreement (GLDA), slated for introduction in spring 2026;
 Contracted with an established real estate service company for the competitive disposition of
parcels K-1b and Q-1a with a focus on affordable residential development;
 Received unanimous approval from the New Mexico Legislature for the land swap
agreement with the state to acquire tracts O, A, B, D, and 3 on and adjacent to the Midtown
campus, which is expected to expand opportunities for affordable housing and economic
development;
 Procured a world-renowned design-build team to capitalize on the conceptual plans for the
redevelopment of the Fogelson Library;
 Worked with the City’s consultant on initial steps to designate the Philippe Register-designed
buildings including the Fogelson Library complex, Administrative Building, and Greer
Garson Theater on the National and State Historic Registers;
 Continued to steward planning initiatives including the Hopewell Mann Neighborhood
Stabilization Plan (HMNSP), the Metropolitan Redevelopment Plan, the Greer Garson75

PROPOSED FISCAL YEAR 2027 BUDGET
Feasibility Study, and the completed Midtown Master Plan amendment, which permits film
activity and residential and mixed-use development throughout the Midtown site; and
 Achieved substantial completion of the infrastructure design phase for the Midtown site, with
a focus on collaboration with city staff, regional utility partners, and proposed developers.
FY27 Budget Highlights
The Metropolitan Redevelopment Agency’s proposed FY27 budget increased by $80,262, or
13.5%, from the original FY26 budget. The proposed FY27 budget includes $202,218 for
various contracted services, including project management and commercial property consulting
services.
The proposed FY27 budget for the MRA provides funding support for 3 positions (3 FTE). The
proposed FY27 budget includes funding reallocated from the frozen MRA Director position and
contract reductions for two new positions (an Administrative Manager and a Project Manager) to
assist with the MRA’s growing responsibilities.
FY27 Goals, Objectives and Key Performance Indicators
The Metropolitan Redevelopment Agency’s goals for FY27 are as follows:
 Analyze various funding avenues and phasing strategies to pay for the $77 million dollar
investment prior to Tax Increment Financing district (TIF) capitalization, and work with the
Purchasing Division to select a general contractor with the expertise and experience with
projects at this scale via the Request for Proposals (RFP) process;
 Secure approvals and engage developers in Exclusive Negotiation Agreements (ENAs) for
parcels K-1b and Q-1a and seek approval of development and disposition agreements
(DDAs) for the Santa Fe Innovation Hub (parcels J-1a and J-1b) and Blue Mesa Center for
the Arts (parcel H-1A);
 Continue the demolition of buildings on the Midtown campus that cannot be repurposed or
that otherwise inhibit the buildout of horizontal infrastructure, prioritizing Kennedy
Residence Hall, Martin Luther King Residence Hall, and Luke Science Center; and
 Develop a phased approach for the bonding, procurement and implementation of the
Midtown right of way, utility, and park infrastructure upon completion of the project’s design
phase.76

PROPOSED FISCAL YEAR 2027 BUDGET
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY CATEGORY 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Salaries, Wages & Benefits 95,505 280,848 304,396 404,921 100,525 33.0%
Contractuals & Utilities - 257,769 271,326 202,218 (69,108) -25.5%
Supplies 2,755 3,966 2,500 6,500 4,000 160.0%
Insurance - - - 13,213 13,213 N/A
Other Operating Costs 578 25 16,333 47,995 31,662 193.9%
Capital Purchases - 29,040 - - - N/A
TOTAL METRO. REDEV. AGENCY 98,838 571,648 594,555 674,847 80,292 13.5%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY FUND 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Economic Development 98,838 571,648 594,555 674,847 80,292 13.5%
TOTAL METRO. REDEV. AGENCY 98,838 571,648 594,555 674,847 80,292 13.5%
CITY OF SANTA FE
METROPOLITAN REDEVELOPMENT AGENCY - EXPENDITURES SUMMARY
PROPOSED FISCAL YEAR 2026/27 BUDGET77

PROPOSED FISCAL YEAR 2027 BUDGET
PLANNING AND LAND USE
HEATHER LAMBOY, PLANNING AND LAND USE DIRECTOR
Mission
The Planning and Land Use Department provides expert land use, planning and development
guidance and regulation that supports the goals of the community. The Department achieves this
by providing creative problem solving and customer service-oriented support and administration
related to the City’s Land Development Code, building codes and policies. Service is provided
to the public with integrity and honesty, solving problems through teamwork and creativity,
accepting responsibility and accountability, and promoting equity and inclusion.
Department Highlights, Key Services, Recent Accomplishments
Over the past year, the Planning and Land Use Department:
 Managed and deployed housing funds to increase affordable housing supply, preserved
existing homes, and expanded access to homeownership and rental assistance through
strategic investments, partnerships, and support programs;
 Supported partnerships with nonprofits, developers, and public agencies to implement
housing solutions that align with Santa Fe’s long-term affordability goals;
 Worked to streamline development processes and support zoning changes that facilitate
affordable housing construction;
 Completed Phase 1 of the Land Development Code update, which included significant
instrumental changes, including affordable housing incentives and a reduction in minimum78
AFFORDABLE
HOUSING BUILDING PERMITS ENFORCEMENT
DIVISION
...._ ..........
-
HISTORIC
PRESERVATION INSPECTIONS PLANNING TECHNICAL REVIEW

PROPOSED FISCAL YEAR 2027 BUDGET
parking standards, facilitating the adoption of Phase 1 by the Governing Body on November
19, 2025;
 Finalized and issued the General Plan Assessment Report, which is instrumental in
understanding Santa Fe’s existing conditions as it relates to the economy, housing, social and
City services, and will provide the foundation for the policy development and
implementation plan as part of Phase 2 of the project which is currently underway; solicited
community engagement resulting in more than 8,000 responses from the community;
 Created and launched a Geographic Information Systems (GIS) - based digital platform
known as City Smart to modernize and document Planning archives; the platform includes
the residential pipeline, which provides insight into housing development and associated
affordable housing starts; access to information on planning projects and other Departmental
initiatives; access to information regarding cases under review, along with the associated
planner’s contact information, and an archive that will be added to the GIS system, enabling
constituents to select a parcel and access building permit files;
 Updated the Green Building Code to include multi-family and commercial development, and
ushered it through the legislative process in anticipation of a July 2026 adoption date;
 Partnered with the Finance Department to implement Neumo, a short-term rental software,
which provides an easier user experience for property owners, more robust enforcement of
licensing regulations, and collection and tracking of Lodger’s taxes; hosted two community
engagement events with over 120 participants to introduce the software; since this
introduction over 850 registrations have been received and processed;
 Initiated production of the Development Manual, which is intended to provide a
comprehensive guide for Planning & Land Use services, providing an opportunity to improve
the efficiency of current processes; completed the stakeholder engagement phase of the
project and began formulating recommendations based on feedback received in this phase;
 Continued the Department’s ongoing emphasis on training and career development by
supporting multiple employees in obtaining additional building code certifications and
internal promotions; and
 Worked to configure and implement the OpenGov software system to support business
licensing, planning, permitting, inspections, short-term rental and code enforcement
functions, while analyzing and updating processes to improve efficiency.79

PROPOSED FISCAL YEAR 2027 BUDGET
FY27 Budget Highlights
The Planning & Land Use Department’s proposed FY27 budget increased by $1.6 million, or
9.6%, from the original FY26 budget. The Department’s FY26 General Fund budget increased
by $1.7 million, or 13.9%, from the original FY26 budget. The proposed FY27 budget includes
$4.3 million for affordable housing subsidy payments; $1.1 million for General Plan and Land
Development Code updates; $260,000 for homeownership support services; $100,000 for third
party plan review services; $90,000 for Technical Review support services; and $48,000 for
permit and plat digitization services.
The proposed FY27 Planning & Land Use Department budget includes funding for 69 positions
(69 FTE), including 10 positions (10 FTE) in the Administration Division; 6 positions (6 FTE) in
the Affordable Housing Division; 10 positions (10 FTE) in the Building Permits Division; 8
positions (8 FTE) in the Enforcement Division; 5 positions (5 FTE) in the Historic Preservation
Division; 16 positions (16 FTE) in the Inspections Division; 7 positions (7 FTE) in the Planning
Division; and 7 positions (7 FTE) in the Technical Review Division. The proposed budget also
includes funding for two new Project Manager positions and associated equipment in the
Affordable Housing Division, and additional funding for a previously-frozen Engineer position,
to assist with the Department’s service delivery and ongoing initiatives.
FY27 Goals, Objectives and Key Performance Indicators
The Planning and Land Use Department goals for FY27 are as follows:
 Improve management and deployment of housing funds to maximize impact, increase
efficiency in capital deployment, and accelerate support for affordable housing projects;
 Expand partnership and collaboration with developers, nonprofits, and public agencies to
drive innovative and effective affordable housing solutions;
 Advance housing policies and zoning reforms to support the development of more affordable
units and address the city’s housing needs;
 Finalize the Santa Fe Forward General Plan Update, which includes an implementation plan
that will carry out policy priorities and associated programs or projects;
 Initiate Phase 2 – Key Issues of the Land Development Code update and complete the
adoption of the first round of code changes, including the Wildland/Urban Interface code
update (in partnership with the Wildland team of the Fire Department), massage parlor
regulations (in partnership with the Police Department), and the Street Design Guide (in80

PROPOSED FISCAL YEAR 2027 BUDGET
partnership with the Public Works Department and Metropolitan Planning Organization) by
the fourth quarter of 2026;
 Expand and refine digital tools, incorporating continued development of the digital platform,
ongoing scanning of paper files, and testing and completion of e-review implementation;
 Improve guidance and consistency in planning processes through the creation of a
comprehensive Development Manual, including a critical look at how the Department
currently operates and how processes can improve, and a Land Use Policy and Interpretation
Manual to support both public users and staff;
 Streamline internal processes by conducting a review of land development workflows to
identify efficiencies tied to the rollout of new guidance tools;
 Strengthen staff capacity with continued professional development and training across the
Department;
 Continue the process of digitizing Planning & Land Use archives for upload to the City
Smart website to enable public access to case files from previous approvals;
 Sustain community communication through the quarterly Planning & Land Use newsletter
and transparent engagement on updates and projects;
 Achieve an immediate reduction of two weeks for all building permit review timelines via
implementation of the e-review process, providing an avenue for better communication
between the Department and the public; and
 Update the Santa Fe Acequia Study, providing more accurate mapping of acequias and
laterals, illustrating both historic and active acequias, and informing site design for proposed
development projects in these key cultural resource areas.
AFFORDABLE HOUSING
FAVIOLA CHAVEZ, AFFORDABLE HOUSING DIRECTOR
Department/Division Highlights and Key Services
The Affordable Housing Division works to expand and preserve housing opportunities that are
accessible, sustainable, and affordable for all Santa Fe residents. The Division’s mission is to
support housing supply, facilitate strategic investments, and collaborate with public and private
partners to ensure that individuals and families can secure stable housing that meets their needs.81

PROPOSED FISCAL YEAR 2027 BUDGET
In FY26 the Office of Affordable Housing was reorganized as a division of the Planning and
Land Use Department.
BUILDING PERMITS
RICHARD TRUJILLO, BUILDING DIVISION MANAGER
Department/Division Highlights and Key Services
The Building Permits Division ensures code compliance for the preservation of life, safety, and
the general welfare for the people of the City of Santa Fe through the provision of residential and
commercial plan review and permit services. The Division is also responsible for administering
the Green Building Code.
ENFORCEMENT
JASON SENA, ENFORCEMENT DIVISION MANAGER
Department/Division Highlights and Key Services
The Enforcement Division is charged with enforcing the zoning regulations of the Land
Development Code and processing business licenses and short-term rentals. The Division also
investigates and responds to violations of the City's environmental regulations (Chapter 10 of the
Municipal Code), and regulations regarding business registrations or licenses, home occupation
businesses, and short-term rentals.
HISTORIC PRESERVATION
GARY MOQUINO, PLANNER MANAGER
Department/Division Highlights and Key Services
The Historic Preservation Division administers the Historic and Archaeological Districts’
overlay regulations and educates the public regarding historic preservation. In the course of
administering these regulations, the Division consults with applicants, meets with interested
parties, and manages the public meetings of the Historic Districts Review Board and the
Archeological Review Committee.
INSPECTIONS
BOBBY PADILLA, INSPECTIONS DIVISION DIRECTOR
Department/Division Highlights and Key Services
The Inspections Division safeguards the health, safety, and welfare of the citizens of Santa Fe by
inspecting structures under construction to guarantee that they are built according to established82

PROPOSED FISCAL YEAR 2027 BUDGET
minimum standards for structural, mechanical, plumbing, and electrical work, thus ensuring
these structures are safe, sound, and sanitary. The Division is also responsible for investigating
zoning and building complaints and violations, and processing short-term rental permits and
associated inspections.
PLANNING
DAN ESQUIBEL, PLANNER MANAGER
Department/Division Highlights and Key Services
The Planning Division is responsible for current and future strategic planning. The Division
reviews development applications for compliance with the City's Land Development Code and
Planning and Land Use Department policies, while providing information, guidance, and the
highest possible level of customer service to applicants, neighborhoods, the City's Land Use
Boards, and the Governing Body. The Division is also responsible for developing plans and
policies to guide the future development of Santa Fe in a manner that addresses the needs of the
community, safeguards natural resources, and promotes equity and inclusion throughout the
process.
TECHNICAL REVIEWW
DEE BEINGESSNER, DIVISION MANAGER, ENGINEER SUPERVISOR
Department/Division Highlights and Key Services
The Technical Review Division engages in technical review of, and related inspections for,
development projects and building permits to ensure compliance with policies and regulations
pertaining to grading and drainage; landscaping; escarpment overlay; the Americans with
Disabilities Act (ADA); Gunnison’s prairie dog protection; and floodplain management. The
Division administers all financial guarantees required for the development of commercial
projects and subdivisions. In addition, the Division responds to citizen concerns about drainage,
tree removal, and ADA compliance.83

PROPOSED FISCAL YEAR 2027 BUDGET
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY DIVISION 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Land Use Administration 2,367,400 3,071,174 2,795,125 3,572,244 777,119 27.8%
Affordable Housing 7,395,395 9,602,417 8,623,080 8,775,829 152,749 1.8%
Building Permit Division 761,270 748,602 918,364 969,734 51,370 5.6%
Enforcement Division - 230,175 11,120 786,524 775,404 6973.1%
Historic Preservation 512,549 562,682 596,405 615,488 19,083 3.2%
Inspections Division 1,887,809 1,990,066 2,191,763 1,815,092 (376,671) -17.2%
Planning Division 789,780 1,058,819 1,106,288 1,164,812 58,524 5.3%
Technical Review 514,484 672,511 734,037 910,327 176,290 24.0%
TOTAL PLANNING & LAND USE 14,228,688 17,936,446 16,976,182 18,610,050 1,633,868 9.6%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY CATEGORY 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Salaries, Wages & Benefits 5,760,345 6,249,650 6,939,025 7,890,242 951,217 13.7%
Contractuals & Utilities 5,890,619 6,811,529 5,721,590 6,078,885 357,295 6.2%
Repairs & Maintenance - - 2,549 2,549 - 0.0%
Supplies 76,864 61,622 108,670 79,770 (28,900) -26.6%
Insurance 231,348 272,503 252,181 253,848 1,667 0.7%
Other Operating Costs 852,821 706,074 717,167 1,069,756 352,589 49.2%
Capital Purchases 723,854 81,525 235,000 235,000 - 0.0%
Transfers to Other Funds 692,837 3,753,544 3,000,000 3,000,000 - 0.0%
TOTAL PLANNING & LAND USE 14,228,688 17,936,446 16,976,182 18,610,050 1,633,868 9.6%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY FUND 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
General Fund 8,366,438 12,717,660 12,105,390 13,787,841 1,682,451 13.9%
Impact Fees Fund 52,555 73,382 89,689 96,676 6,987 7.8%
Community Development 5,796,083 5,145,153 4,781,103 165,533 (4,615,570) -96.5%
Affordable Housing Trust - - - 4,560,000 4,560,000 N/A
Historic Preservation 13,650 - - - - N/A
Land Development (38) 251 - - - N/A
TOTAL PLANNING & LAND USE 14,228,688 17,936,446 16,976,182 18,610,050 1,633,868 9.6%
CITY OF SANTA FE
PLANNING & LAND USE DEPARTMENT - EXPENDITURES SUMMARY
PROPOSED FISCAL YEAR 2026/27 BUDGET84

PROPOSED FISCAL YEAR 2027 BUDGET
Affordable Housing Trust Fund
This special purpose fund is dedicated to supporting the creation and support of affordable
housing in the community. Funds are derived from various sources as stipulated in the
Municipal Code and the state enabling act. Each year, the City transfers $3 million from the
General Fund into this fund. Additional revenues include proceeds from the sale of properties
(where half goes to the Economic Development Fund and half is distributed to the Affordable
Housing Trust Fund).
Estimated Beginning Fund Balance for FY27 $5,099,609
Annual Revenues
General Fund Transfer $3,000,000
High-End Excise Tax Collections * $1,500,000
Infrastructure Loan Payments $200,000
Payment in Lieu/Alternate Funding $633,000
Total Resources $10,432,609
Annual Expenses
Affordable Housing Subsidies $4,300,000
Homeownership Support Services $260,000
Total Annual Expenses $4,560,000
Projected Ending Fund Balance for FY27 $5,872,609
*Due to ongoing legal challenges, the City is collecting these funds and holding them unspent until further notice.
In 2027, the City plans to fund contracts for income qualification and other services out of this
fund, along with allocations through a competitive process to various agencies and developers
that are creating or renovating affordable housing units in Santa Fe.
City staff are not funded out of this source and are supported by the General Fund.
The projected year end fund balance for FY27 is anticipated to be $5,872,609, including the
collections for High-end Excise Tax, which are projected to increase to $1,500,000, plus a
reserve of $250,000.85

PROPOSED FISCAL YEAR 2027 BUDGET
POLICE DEPARTMENT
THOMAS GRUNDLER, INTERIM CHIEF OF POLICE
Mission
The mission of the Police Department is to provide City of Santa Fe residents and guests with a
safe environment in which to live, work, and visit through professional service and quality
policing. The Department endeavors to foster open communication, mutual respect, absolute
trust, integrity, and justice within our community by working together to prevent, reduce, and
combat crime and illegal activity.
Department Highlights, Key Services, Recent Accomplishments
Over the past year, the Police Department:
 Launched the Axon Records system ahead of schedule; this system has shown to be much
improved from the Department’s previous platform, and will continue to show improvements
as the Department migrates legacy data;
 Made improvements to recruitment efforts and expanded community outreach, which
reduced the police officer vacancy level to 16 positions; this has allowed Detectives and
Traffic Officers positions to be filled and to support Patrol Officers;
 Worked to update current policies and draft new policies, allowing the Department to begin
the process of achieving accreditation with the New Mexico Municipal League;86
POLICE
ADMINISTRATION OPERATIONS

PROPOSED FISCAL YEAR 2027 BUDGET
 Fully staffed the Crime Scene Unit and endeavored to achieve staff certification, reducing the
time needed for police officers to be on scene and allowing them to return to the field to
handle priority calls, and thereby contributing to successful prosecutions of criminal cases;
 Conducted multiple operational plans for fugitive apprehension and proactive measures for
stolen motor vehicles and shoplifting; re-established communication and networking with the
New Mexico Organized Retail Crime Association (NMORCA) and executed successful
operations with their teams; and worked to address cold cases;
 Planned and staffed Police coverage for 41 events, including Zozobra; Fiestas; 4th of July;
the Presidential Election; the Fall Blitz and multiple driving while intoxicated (DWI)
checkpoints;
 Achieved the lowest sustained vacancy rates for police officer positions in 20 years due to
the diligent efforts of the Recruiting Unit, reaching a level of three Police Officer vacancies,
while vacancy levels have remained below six positions since then; also, professional staff
vacancies were reduced to six positions;
 Completed Pursuit Intervention Technique (PIT) training for all sworn staff, conducted by
the Training Unit; this augments an array of operational techniques adopted by sworn SFPD
staff, including deployment of Stop Sticks and vehicle blocking techniques, which provide
officers with the tools they need to minimize the risk of dangerous offenders attempting to
elude police in a vehicle; and
 Increased staffing levels in the Records Unit, adding two supervisor positions and four
project specialists, to help the Department remain in compliance with strict quality control
requirements for crime reporting and the discovery process for court processes.
FY27 Budget Highlights
The Police Department’s proposed FY27 budget increased by $5.7 million, or 13.6%, from the
original FY26 budget. The Department’s proposed FY27 General Fund budget increased by
$3.2 million, or 8.7%, from the original FY26 budget. The proposed FY27 budget includes $1.3
million for police vehicles (including motorcycles) and associated equipment upfit costs; $1.1
million for a contract with Santa Fe County to house jail inmates; $800,000 for the first phase of
a two-year program to replace outdated radios; $750,000 for the speed and noise cameras
project; and $535,000 for housing and associated costs for impounded animals at the Santa Fe
Humane Society Animal Shelter.87

PROPOSED FISCAL YEAR 2027 BUDGET
The proposed FY27 Police Department budget includes funding for 242 positions (242 FTE),
including 56 positions (56 FTE) in the Police Administration Division and 186 positions (186
FTE) in the Operations Division. The budget also includes a collective bargaining reserve for
Police Union personnel totaling $508,985, an amount equivalent to a 2.5% increase to salary and
salary-dependent benefits for Police Union employees. Compensation for members of the Santa
Fe Police Officer’s Association will be allocated through the collective bargaining process.
The proposed FY27 budget also includes $727,531 for a new Public Information Officer and a
Public Records Specialist that was transferred from the City Attorney’s Office, plus associated
equipment, to assist with processing and managing Inspection of Public Records Act (IPRA)
requests involving the Police Department. Together, these positions would enhance the
Department’s ability to meet statutory deadlines, reduce backlog, and uphold the highest
standards of transparency and accountability.
FY27 Goals, Objectives and Key Performance Indicators
The Police Department’s goals for FY27 are as follows:
 Maintain Police response times under the national average, reducing average Priority 1
response times to less than seven minutes, reducing average Priority 2 response times to less
than 10 minutes, and reducing Priority 3 response times to less than 30 minutes, by ensuring
that supervisors and dispatchers are evaluating calls for service in real-time and that officers
are deployed in a timely manner, evaluating sworn and non-sworn staffing resources in
relation to call volume and response timeframes, and analyzing response times on a monthly
basis;
 Continue the transition to the Axon Records system to improve workflow, reduce workload
and improve the morale of staff with a capable and efficient records management platform;
 Explore the use of technology to assist with keeping the community safe, to include gunshot
detection devices, automated traffic enforcement and use of a drone as a first responder;
 Enhance training to equip Department leaders with the skills and knowledge to conduct
thorough and fair investigations, including the School of Police Staff and Command, the
Federal Bureau of Investigation (FBI) National Academy, and the FBI Law Enforcement
Executive Development Association (LEEDA);
 Fully staff a modern and professional police force, keeping sworn staffing vacancies under
10% by continuing to conduct proactive and consistent recruitment efforts, increasing follow-88

PROPOSED FISCAL YEAR 2027 BUDGET
up and contact during background process, and maintaining current staffing to focus on
recruitment events and background investigations;
 Foster professional development of staff and preparation for leadership positions by tasking
the Training Unit to identify and schedule department staff to attend proven leadership and
skill development training, in order to ensure a succession plan for Department staff to
advance in the organization;
 Maximize efficiency of field staffing resources, achieving and maintaining proactive (self-
initiated) calls for service rates of 35% by continuously assessing staffing allocation in
relation to high call timeframes and high-call areas, constantly evaluating appropriate team
staffing in relation to shift and scheduled assignments, and monitoring support operations
staffing for deployment and follow-up to “hot spot” areas;
 Maximize report writing and discovery compliance, maintaining a 100% compliance rate for
discovery requests within 7 business days of the initial request by tracking all completed
reports, analyzing rejection rates and identifying the stage at which rejection occurred,
providing remedial training for staff receiving frequent rejections, tracking all fulfilled
discovery requests, and identifying and implementing corrective action on any issues
preventing discovery requests from being fulfilled within the 7 business-day timeline;
 Finalize NMML accreditation process, completing the policy review and update process,
including the identification and prioritization of policies to be updated, by ensuring that at
least 25% of policies are reviewed on a quarterly basis and completing all necessary quarterly
policy updates within 90 days; and
 Adopt technology that helps to increase community safety and officer efficiency by
identifying issues to be resolved by proposed technology upgrades, designating funding
sources for the purchase and implementation of new technology, and working to develop
policies related to the oversight and guidance for new technology before its implementation.
POLICE ADMINISTRATION
BEN VALDEZ, DEPUTY CHIEF OF POLICE
Division Highlights and Key Services
The Administration Division provides logistical and administrative support to the Operations
Division and is responsible for the day-to-day operations of the Santa Fe Police Department.89

PROPOSED FISCAL YEAR 2027 BUDGET
POLICE OPERATIONS
THOMAS GRUNDLER, DEPUTY CHIEF OF POLICE
Division Highlights and Key Services
The mission of the Operations Division is to protect lives, property, and the rights of all people
to maintain order and enforce the law impartially.
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY DIVISION 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Police Administration 16,998,485 16,018,403 16,292,637 20,641,585 4,348,948 26.7%
Police Operations 22,776,915 25,620,798 25,820,842 27,190,083 1,369,241 5.3%
TOTAL POLICE DEPARTMENT 39,775,400 41,639,201 42,113,479 47,831,668 5,718,189 13.6%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY CATEGORY 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Salaries, Wages & Benefits 25,612,137 28,966,505 29,652,902 31,900,978 2,248,076 7.6%
Contractuals & Utilities 963,171 1,352,584 1,652,589 2,341,377 688,788 41.7%
Repairs & Maintenance 136,043 185,789 199,571 211,652 12,081 6.1%
Supplies 948,770 992,809 1,048,408 1,169,339 120,931 11.5%
Insurance 1,166,076 1,528,482 1,804,304 1,871,425 67,121 3.7%
Other Operating Costs 6,220,180 5,192,392 6,232,342 8,208,202 1,975,860 31.7%
Capital Purchases 4,729,022 3,420,641 1,523,363 2,128,695 605,332 39.7%
TOTAL POLICE DEPARTMENT 39,775,400 41,639,201 42,113,479 47,831,668 5,718,189 13.6%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY FUND 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
General Fund 34,491,909 36,470,397 36,813,085 40,028,902 3,215,817 8.7%
Animal Services 64,883 1,001 4,705 5,000 295 6.3%
Law Enforcement 5,218,608 5,167,803 5,295,689 7,797,766 2,502,077 47.2%
TOTAL POLICE DEPARTMENT 39,775,400 41,639,201 42,113,479 47,831,668 5,718,189 13.6%
CITY OF SANTA FE
POLICE DEPARTMENT - EXPENDITURES SUMMARY
PROPOSED FISCAL YEAR 2026/27 BUDGET90

PROPOSED FISCAL YEAR 2027 BUDGET
PUBLIC UTILITIES DEPARTMENT
JESSE ROACH, INTERIM PUBLIC UTILITIES DIRECTOR
Mission
The mission of the Public Utilities Department is to efficiently manage water, wastewater, solid
waste, and customer service/billing functions, consistent with federal and state regulations and
City policies. The Department provides consistent and reliable service to its customers in order
to meet their needs and provide for their quality of life.
The Public Utilities Department is made up of six divisions. The Water, Wastewater, and
Environmental Services Divisions (ESD) are each operated within rate-funded enterprise funds.
The Utilities Administration, Conservation and Sustainability and Utility Customer Service
(UCS) Divisions provide support to and are funded by the Water, Wastewater and ESD
Divisions. The newly-created Conservation and Sustainability Division was established in FY26
and is focused on water conservation and reuse, environmental sustainability and the work of
Keep Santa Fe Beautiful.
Department Highlights, Key Services, Recent Accomplishments
Over the past year, the Public Utilities Department:
 Consolidated Utility Operator job descriptions across the Water and Wastewater
Divisions and increased compensation to create intradepartmental equity and professional
opportunities to attract and retain operators, leading to a significant increase in staffing
levels for these Divisions;91
CONSERVATION &
SUSTAINABILITY
ENVIRONMENTAL
SERVICES
PUaUCunurD
UTILITY CUSTOMER
SERVICE
WASTEWATER
MANAGEMENT WATER OPERATIONS

PROPOSED FISCAL YEAR 2027 BUDGET
 Reorganized the Department by pulling budget and personnel from the Water, ESD and
Wastewater Divisions to establish the Conservation and Sustainability Division (CSD) as
a centralized location for programs designed to shape a sustainable future for the City of
Santa Fe, and remodeled the Carlos Ortega building on Agua Fria Street to house CSD;
 Completed the design phase for the ESD Administrative and Maintenance Facility;
 Added automatic gates to the Agua Fria recycling center to allow access during daylight
hours, thereby significantly reducing illegal dumping at that site, and closed an unfenced
and largely obscured recycling center off Airport Road that attracted large amounts of
illegal dumping;
 Achieved a 20% customer participation rate for the Eye on Water app which monitors
customer water use;
 Successfully completed the EPA-mandated compliance plan for Wastewater
Management, improved the City’s effluent water quality permit compliance level, and
posted near-real-time effluent water quality data on the City’s website;
 Made significant reductions to the non-personnel budget for the Wastewater Division as
the City prepares for future large capital spending needs;
 Completed the $20 million Nichols Dam Outlet Conduit Rehabilitation Project;
 Secured millions of dollars in state and Federal funding to help fund capital improvement
needs;
 Enhanced staffing levels and achieved an 18% department-wide vacancy rate; and
 Completed the new monitoring well at the closed Ortiz Landfill.
FY27 Budget Highlights
The Public Utilities Department’s proposed FY27 budget decreased by $276,958, or 0.3%, from
the original FY26 budget. The proposed FY27 budget includes $6.9 million in the Water
Division for the City’s share of the Buckman Direct Diversion (BDD) budget; $5.6 million for
debt service payments in the Administration, Water and Wastewater Divisions; $5 million in the
ESD budget for solid waste disposal fees; $3.6 million for vehicles in ESD, including three solid
waste collection vehicles; $2.5 million for contracted support related to the UCS billing system92

PROPOSED FISCAL YEAR 2027 BUDGET
upgrade; $1.5 million in engineering services in the Water Division; and $1 million in for
consulting services to assist in daily financial accounting and the year end audit.
The proposed FY27 Public Utilities Department budget includes funding for 259.7 positions*
(259.7 FTE), including 11 positions (11 FTE) in the Public Utilities Administration Division; 10
positions (10 FTE) in the Conservation & Sustainability Division; 67 positions (67 FTE) in the
Environmental Services Division; 31.7 positions* (31.7 FTE) in the Utility Customer Service
Division; 64.3 positions (64.3 FTE) in the Wastewater Management Division; and 75.7 positions
(75.7 FTE) in the Water Division.
*The position count is not a whole number due to split-funded positions
FY27 Goals, Objectives and Key Performance Indicators
The Public Utilities Department’s goals for FY27 are as follows:
 Meet all regulatory requirements for the ESD, Wastewater and Water Divisions, and
completely eliminate all regulatory compliance violations;
 Upgrade the wastewater treatment plant to ensure full regulatory compliance at a
minimum lifecycle cost;
 Purify wastewater into a safe drinking water resource;
 Complete the draft environmental assessment and engineering design for the San Juan-
Chama Return Flow Project, with the goal to achieve project operational status by 2029;
 Begin the process of reducing solid waste flow to the Caja del Rio Landfill by creating a
framework for analysis of solid waste flow to the Landfill and Buckman Road Recycling
Center;
 Provide accurate and timely billing for utility services by implementing the new utility
billing system by October 2026 and developing and tracking standard utility billing
metrics targets;
 Implement the City’s conservation and sustainability goals including transformation into
a carbon neutral city by continuing to develop the new Conservation and Sustainability
Division, estimating the City’s current carbon footprint, and developing and tracking
standard water conservation metrics; and
 Continue to enhance staffing levels and decrease the Department’s vacancy rate.93

PROPOSED FISCAL YEAR 2027 BUDGET
CONSERVATION AND SUSTAINABILITY
CHRISTINE CHAVEZ, CONSERVATION AND SUSTAINABILITY DIVISION DIRECTOR
Division Highlights and Key Services
The Conservation and Sustainability Division (CSD) shapes and supports a sustainable future for
the City of Santa Fe.
CSD is a new division within the Public Utilities Department. Programs focused on water
conservation efforts, sustainability programs, and the Keep Santa Fe Beautiful function are now
housed within one coordinated division. CSD works towards departmental and city-wide
sustainability by focusing on conservation and compliance; community engagement and
beautification; education and outreach; data and performance tracking; unified communications;
and equity and inclusion.
ENVIRONMENTAL SERVICES
DEBORA TRUJILLO, ENVIRONMENTAL SERVICES DIVISION DIRECTOR
Division Highlights and Key Services
The Environmental Services Division (ESD) is committed to the protection of the City’s
environment and community by collecting solid waste and recyclables in a safe, efficient and
responsible manner.
The ESD is the sole-source provider of municipal solid waste collection services from residential
and commercial customers in the City of Santa Fe. The Division collects trash and recycling
from approximately 34,000 single-family homes and about 2,500 businesses, institutions, and
multi-family complexes.
UTILITY CUSTOMER SERVICE DIVISION
JOSEFA BOLDEN, UTILITY BILLING DIVISION DIRECTOR
Division Highlights and Key Services
The Mission of the Utility Customer Service Division is to provide excellent customer service
for Santa Fe residents by ensuring accurate billing services and timely collection of all past due
accounts. The Division provides a one-stop shop for all utility customer needs that includes
water services, environmental services, and wastewater services.
The UCS Division provides prompt and courteous customer service, accurate water meter
readings, timely billing for water, refuse, sewer and stormwater services, and proactive collection
services for delinquent accounts.94

PROPOSED FISCAL YEAR 2027 BUDGET
WASTEWATER MANAGEMENT
MICHAEL DOZIER, WASTEWATER DIVISION DIRECTOR
Division Highlights and Key Services
The primary mission and objective of the Wastewater Management Division is to ensure that all
sanitary sewage produced within the city’s service area is collected, conveyed, and treated in
compliance with local, state, and federal regulations and guidelines, and to protect the public’s
environment, health/safety, and welfare.
The Wastewater Management Division’s services include maintenance and repair of the City’s
wastewater collection system, the Paseo Real Water Reclamation Facility, solids management
system, and wastewater re-use facilities. The Division treats approximately five million gallons
of sewage produced in the City of Santa Fe’s service area in order to protect the public’s
environment, health, safety, and welfare. Wastewater Management also produces compost and
re-use irrigation water to assist public and private industries in mitigating waste and provide a
more sustainable future for the City.
WATER OPERATIONS DIVISION
JONATHAN MONTOYA, INTERIM WATER DIVISION DIRECTOR
Division Highlights and Key Services
The Water Operations Division’s mission is to provide a safe, reliable, and resilient water supply
to meet Santa Fe’s needs.
The Water Operations Division delivers safe drinking water to customer meters from two surface
water treatment plants and two well fields. The Source of Supply Section manages the Canyon
Road Water Treatment Plant and the two well fields, while the BDD Section manages the BDD
Water Treatment Plant, which is jointly owned with Santa Fe County. The Transmission and
Distribution Section manages the distribution network to deliver water to Santa Fe homes and
businesses. The Engineering Section manages capital spending to ensure that the water system is
built according to Water Division standards. The Water Resources and Conservation Section
works to ensure that Santa Fe will continue to have reliable and resilient water supplies for the
foreseeable future.95

PROPOSED FISCAL YEAR 2027 BUDGET
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY DIVISION 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Public Utilities Administration 3,439,284 2,186,009 4,093,704 3,579,549 (514,155) -12.6%
Conservation & Sustainability 1,683,306 2,996,761 1,863,966 2,461,222 597,256 32.0%
Environmental Services 16,374,733 16,404,095 24,796,557 25,088,574 292,017 1.2%
Utility Customer Service 5,209,828 5,570,280 9,386,993 8,499,202 (887,791) -9.5%
Wastewater Management 15,020,899 19,010,286 22,709,242 19,143,241 (3,566,001) -15.7%
Water Operations 33,072,862 28,764,046 37,866,802 41,668,518 3,801,716 10.0%
TOTAL PUBLIC UTILITIES 74,800,912 74,931,476 100,717,264 100,440,306 (276,958) -0.3%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY CATEGORY 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Salaries, Wages & Benefits 18,419,827 20,857,558 25,224,532 27,312,171 2,087,639 8.3%
Contractuals & Utilities 11,803,762 14,713,448 21,043,173 23,094,615 2,051,442 9.7%
Repairs & Maintenance 3,275,335 4,440,282 5,502,600 2,751,197 (2,751,403) -50.0%
Supplies 2,494,884 2,702,179 4,476,977 4,279,597 (197,380) -4.4%
Insurance 1,915,740 1,321,683 1,387,124 2,110,781 723,657 52.2%
Other Operating Costs 26,688,716 19,094,961 19,075,526 18,304,237 (771,289) -4.0%
Capital Purchases (16,076) 1,747,318 4,996,700 4,517,500 (479,200) -9.6%
Debt Service 2,541,386 2,533,711 5,584,253 5,584,408 155 0.0%
Transfers to Other Funds 7,677,338 7,520,336 13,426,379 12,485,800 (940,579) -7.0%
TOTAL PUBLIC UTILITIES 74,800,912 74,931,476 100,717,264 100,440,306 (276,958) -0.3%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY FUND 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Resource Conservation 957,664 1,028,544 1,576,663 1,051,263 (525,400) -33.3%
Community Development 21,411 10,132 - - - N/A
Waste Water Management 15,020,899 19,010,286 22,709,242 19,143,241 (3,566,001) -15.7%
Water Management 34,734,757 31,750,675 39,730,768 41,668,518 1,937,750 4.9%
Environmental Services 16,369,733 16,404,095 24,271,157 25,088,574 817,417 3.4%
Utilities Administration 7,696,448 6,727,744 12,429,434 11,027,488 (1,401,946) -11.3%
Conservation & Sustainability - - - 2,461,222 2,461,222 N/A
TOTAL PUBLIC UTILITIES 74,800,912 74,931,476 100,717,264 100,440,306 (276,958) -0.3%
CITY OF SANTA FE
PUBLIC UTILITIES DEPARTMENT - EXPENDITURES SUMMARY
PROPOSED FISCAL YEAR 2026/27 BUDGET96

PROPOSED FISCAL YEAR 2027 BUDGET
PUBLIC WORKS DEPARTMENT
SAM BURNETT, INTERIM PUBLIC WORKS DEPARTMENT DIRECTOR
Mission
The Public Works Department is responsible for the planning, operation, and maintenance of the
City’s civic infrastructure, including streets, parks and open space, facilities, transit, parking, and
stormwater systems. These services support daily community life, economic activity, public
safety, and environmental stewardship.
The Public Works Department manage both capital and operational programs across multiple
systems, including roadway and trail networks, public facilities, transit services, and major
public assets such as the Midtown Campus and Railyard. In addition to infrastructure
management, the Department plays a key role in regulatory compliance, intergovernmental
coordination, and implementation of Citywide priorities.
The Public Works Department consists of the following Divisions: Facilities, Parks and Open
Space, Metropolitan Planning Organization (MPO), Municipal Recreation Complex (MRC),
Complete Streets and Transit.
Department Highlights, Key Services, Recent Accomplishments
Over the past year, the Public Works Department:
 Delivered approximately 95 capital and facilities projects totaling $16.9 million,
advancing critical upgrades across City buildings and infrastructure;97
PUBLIC WORKS
FACILITIES MPO PARKING PARKS&MRC COMPLETE STREETS TRANSIT

PROPOSED FISCAL YEAR 2027 BUDGET
 Completed major transportation and infrastructure improvements, including roadway
reconstruction, pavement rehabilitation, and targeted sidewalk repair programs to
improve safety and mobility;
 Advanced traffic operations and safety enhancements, including signal upgrades,
detection systems, striping, and signage improvements across the City’s transportation
network;
 Maintained and improved parks, open space, and recreational assets, including restoration
of over 20 acres of turf, large-scale park improvements, and delivery of a 300-event
season serving tens of thousands of residents and visitors;
 Achieved measurable improvements in environmental stewardship, including removal of
over 20,000 pounds of waste from rivers and arroyos and implementation of stormwater
and green infrastructure initiatives;
 Strengthened transit service delivery and compliance, including completion of Federal
Transit Administration (FTA) review requirements and advancement of fleet replacement
and infrastructure improvements;
 Advanced Midtown redevelopment efforts, including demolition, infrastructure
coordination, and operational support of active facilities and major economic activity;
 Improved facility operations and asset management, including implementation of new
data systems and ongoing maintenance across more than one million square feet of City
facilities; and
 Enhanced parking system operations and infrastructure, including completion of the
Sandoval Garage renovation and continued improvements to safety, access, and customer
experience.
FY27 Budget Highlights
The Public Works Department’s proposed FY27 budget increased by $8.8 million, or 12.3%,
from the original FY26 budget. The Department’s proposed FY27 General Fund budget
increased by $3.8 million, or 12.5%, from the original FY26 budget. The proposed FY27 budget
also includes $3.2 million in debt service payments for the Railyard property, Midtown Campus,
and the Parking Division; $2.8 million for the professional operations contract at the MRC’s
Marty Sanchez Links de Santa Fe (MSL) golf course; $981,300 for contracted security services
at various City facilities; and $966,849 in the Complete Streets Division for contracted traffic
engineering and maintenance services.
The proposed FY27 Public Works Department budget includes funding for 341.7 positions
(340.7 FTE); this includes 5 positions (5 FTE) in the Public Works Administration Division; 5598

PROPOSED FISCAL YEAR 2027 BUDGET
positions (55 FTE) in the Facilities Division; 3 positions (3 FTE) in the Metropolitan Planning
Organization; 88 positions (88 FTE) in the Parks & Open Space Division and Municipal
Recreation Complex; 29 positions (29 FTE) in the Parking Division; 53.7* positions (53.7 FTE)
in the Complete Streets Division; and 108 positions (107 FTE) in the Transit Division.
*The position count is not a whole number due to split-funded positions
The proposed FY27 budget includes $755,342 for a new Parks crew, comprising seven positions
(one Parks Superintendent, two Parks Maintenance Worker Seniors, and four Parks Maintenance
Workers) and associated equipment. This crew is intended to address the need for vegetation
management, particularly in the City’s medians, and homeless encampment cleanups. Because
much of this function is currently performed by contracted labor, the cost of the crew was
partially offset by a reduction of $200,000 in contractual services, which will allow the Division
to transition from the current contracted service to in-house service delivery without significant
disruption.
FY27 Goals, Objectives and Key Performance Indicators
For FY27, the Public Works Department will pursue the following goals:
 Focus on improving the performance and reliability of the City’s infrastructure systems,
strengthening operational capacity, and delivering capital investments aligned with
community priorities;
 Advance a more coordinated, data-driven approach to infrastructure management while
addressing system constraints related to aging assets, workforce capacity, and regulatory
requirements;
 Improve the condition, performance, and long-term sustainability of the City’s
infrastructure systems through coordinated capital investment, proactive maintenance,
and enhanced asset management practices;
 Prioritize reducing deferred maintenance across facilities and infrastructure systems,
increasing the effectiveness of roadway and transportation network rehabilitation, and
advancing major capital projects across parks, transit, and public facilities;
 Enhance system visibility and decision-making through expanded use of asset
management tools and data systems, supporting a more strategic and transparent
approach to infrastructure investment;
 Ensure that all Public Works programs, projects, and operations consistently meet
regulatory, funding, and safety requirements while reducing organizational risk;99

PROPOSED FISCAL YEAR 2027 BUDGET
 Maintain compliance with Federal, state, and local requirements across key program
areas, including transit operations, stormwater management, and capital project delivery,
incorporating timely execution and reporting of grant-funded and legislatively funded
projects, completion of required planning and regulatory documents, and strengthening
internal coordination to address compliance gaps and audit findings;
 Continue to reinforce safety practices and documentation across all divisions;
 Strengthen workforce capacity, stability, and performance to support reliable service
delivery across all Public Works functions;
 Prioritize recruitment and retention in critical operational areas, particularly in field
operations and technical roles that directly impact service delivery, focusing on
improving staffing levels, expanding training and professional development
opportunities, and creating clearer pathways for employee advancement;
 Improve organizational alignment and communication across divisions, ensuring that
staff are supported with the tools, systems, and leadership necessary to operate
effectively; and
 Initiate a coordinated approach to infrastructure investment, combining capital planning,
operational service delivery, and system-level performance improvements across all
divisions.
FACILITIES DIVISION
TIM FARRELL, INTERIM FACILITIES DIVISION DIRECTOR
Division Highlights and Key Services
The Facilities Division provides safe, functional, and sustainable facilities that support City
operations and public services. The Division is responsible for the full lifecycle management of
City-owned facilities, including planning, capital investment, maintenance, and regulatory
compliance, ensuring that public assets are accessible, reliable, and fiscally responsible.
The Facilities Division manages and maintains over $500 million in City-owned facilities across
more than one million square feet of building space. This portfolio includes City Hall, public
safety facilities, libraries, recreation centers, and major public assets such as the Midtown
Campus and Railyard. The Division’s core services include capital planning and management of
project deliverables; preventive and corrective maintenance; facility operations and custodial
services; property and asset management; and regulatory compliance and risk mitigation. For
FY27, the Facilities Division will focus on transitioning from reactive maintenance to a more
structured, portfolio-driven approach to capital planning and asset management.100

PROPOSED FISCAL YEAR 2027 BUDGET
METROPOLITAN PLANNING ORGANIZATION
ERICK AUNE, MPO OFFICER
Division Highlights and Key Services
The Santa Fe Metropolitan Planning Organization (MPO) comprises member governments
including the City of Santa Fe, Santa Fe County, and Tesuque Pueblo. MPO works
collaboratively with regional partners and transportation-related agencies to plan, prioritize, and
advance transportation investments that improve safety, mobility, and system performance across
the region. The MPO provides a forum for public engagement and intergovernmental
coordination through regular meetings of the Technical Coordinating Committee and the
Transportation Policy Board. The MPO is responsible for development and maintenance of the
Metropolitan Transportation Plan (MTP) and the Transportation Improvement Program (TIP),
which identifies federally funded and regionally significant transportation projects.
The MPO leads regional transportation planning and coordination efforts, supporting the City,
County, State, and regional partners in developing and implementing transportation strategies
and projects. Core functions include long-range planning, programming of federal transportation
funds, data analysis, and public engagement. Key services include development and
maintenance of the Metropolitan Transportation Plan (MTP); preparation and management of the
Transportation Improvement Program (TIP); coordination with the City, Santa Fe County, the
New Mexico Department of Transportation (NMDOT), and other regional partners; data analysis
and performance monitoring to support transportation decision-making; and public engagement
and stakeholder coordination on transportation initiatives. In FY26, the MPO focused on
advancing long-range planning, strengthening regional coordination, and securing funding for
transportation projects.
PARKS AND OPEN SPACE DIVISION
MELISSA MCDONALD, PARKS AND OPEN SPACE DIVISION DIRECTOR
Division Highlights and Key Services
The Parks and Open Space Division provides safe and inspiring parks, open spaces, and
recreational experiences that enhance the quality of life in Santa Fe.
The Parks and Open Space Division manages a diverse portfolio of public assets, including 77
parks, 30 open spaces; 171 miles of trails; the historic Plaza; the 1,200-acre Municipal
Recreation Complex (MRC); the Marty Sanchez Links de Santa Fe golf course; 120 miles of
roadway medians; and the Santa Fe River and greenway system. The Division is also
responsible for stormwater compliance under the City’s National Pollutant Discharge
Elimination System (NPDES) permit. In FY26, the Division focused on improving service101

PROPOSED FISCAL YEAR 2027 BUDGET
levels, restoring heavily used assets, advancing environmental initiatives, and supporting high-
demand community programming.
PARKING
STEVE KASPAN, PARKING DIVISION DIRECTOR
Division Highlights and Key Services
The Parking Division provides safe, efficient, and accessible parking services that support
mobility, economic activity, and the overall functionality of the City, while maintaining a
reliable and financially sustainable parking system.
The Parking Division manages the City’s parking system, including parking lots and garages, on-
street parking, enforcement operations, and associated infrastructure. The Division is
responsible for daily operations, revenue collection, facility maintenance, and customer service,
while supporting access to commercial areas and public destinations. Core Parking Division
services include parking facility operations and maintenance; enforcement of the Uniform
Traffic Ordinance (UTO); parking revenue collection and financial management; administration
of parking operations for City facilities; contract management; public engagement; and customer
service. In FY26, the Division focused on improving facility conditions, strengthening
operations, and maintaining consistent service delivery.
COMPLETE STREETS
MARCOS ESQUIBEL, INTERIM COMPLETE STREETS DIVISION DIRECTOR
Division Highlights and Key Services
The Complete Streets Division manages the City’s transportation infrastructure system,
including streets, sidewalks, drainage systems, and traffic operations. The Division is
responsible for engineering review, construction inspection, capital project management, and
day-to-day maintenance operations that support safe and efficient mobility throughout the City.
The Complete Streets Division oversees engineering plan review, construction inspection and
Customer Relationship Management (CRM) response; traffic engineering and operations,
including installation, repairs and maintenance of the City’s signals, streetlights, and signs;
maintenance of the streets, sidewalks and trails of the City, including snow removal, concrete
construction, grading, sweeping, pavement maintenance, and engineering/inspection; capital
projects planning and management for roadways and trails; and ADA-compliant infrastructure
planning, design, and construction.102

PROPOSED FISCAL YEAR 2027 BUDGET
TRANSIT
GABRIELLE CHAVEZ, DIRECTOR OF ADMINISTRATION
ANDREW BACA, DIRECTOR OF OPERATIONS AND MAINTENANCE
Division Highlights and Key Services
The Transit Division’s mission is to provide transit service in Santa Fe to transport area residents
and visitors to their destinations, using low carbon, multi-modal transportation options. The
Division manages and operates the City’s public transportation system, including the Santa Fe
Trails fixed-route bus system, the Santa Fe Pick-Up circulator, and the Santa Fe Ride Americans
with Disabilities Act (ADA) paratransit service. These programs provide essential mobility for
residents, including seniors, individuals with disabilities, commuters and visitors, while
supporting equity, sustainability, and economic activity. In addition to daily transit operations,
the Division provides special event services for major City events and maintains compliance
with federal and state transportation regulations. In FY26, the Division focused on improving
system reliability, advancing capital investments, strengthening compliance, and addressing
workforce and fleet challenges.103

PROPOSED FISCAL YEAR 2027 BUDGET
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY DIVISION 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Public Works Administration 1,200,030 1,145,485 1,425,488 1,927,735 502,247 35.2%
Facilities Maintenance 12,260,213 20,222,466 15,254,797 19,187,457 3,932,660 25.8%
Metropolitan Planning Organization 434,664 654,398 550,173 555,716 5,543 1.0%
Municipal Recreation Complex 5,051,856 3,723,000 7,843,879 8,391,096 547,217 7.0%
Parking Division 5,541,877 5,594,102 5,996,713 6,363,772 367,059 6.1%
Parks Division 13,918,361 21,194,725 16,247,453 17,846,418 1,598,965 9.8%
Complete Streets Division 18,806,207 19,205,380 11,896,032 12,055,919 159,887 1.3%
Transit 9,573,051 11,842,458 12,529,528 14,214,186 1,684,658 13.4%
TOTAL PUBLIC WORKS 66,786,259 83,582,014 71,744,063 80,542,299 8,798,236 12.3%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY CATEGORY 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Salaries, Wages & Benefits 21,808,242 25,366,671 27,510,356 31,698,795 4,188,439 15.2%
Contractuals & Utilities 12,433,174 12,206,210 16,264,303 15,853,300 (411,003) -2.5%
Repairs & Maintenance 2,581,244 2,043,705 3,480,555 3,894,447 413,892 11.9%
Supplies 2,227,847 2,111,226 2,346,667 2,342,596 (4,071) -0.2%
Insurance 2,315,341 2,022,576 2,166,614 2,025,985 (140,629) -6.5%
Other Operating Costs 9,130,701 9,620,708 5,629,004 7,279,571 1,650,567 29.3%
Capital Purchases 5,096,536 6,714,553 4,136,032 4,826,640 690,608 16.7%
Debt Service 1,162,381 1,229,231 4,479,000 3,200,447 (1,278,553) -28.5%
Transfers to Other Funds 10,030,792 22,267,134 5,731,532 9,420,518 3,688,986 64.4%
TOTAL PUBLIC WORKS 66,786,259 83,582,014 71,744,063 80,542,299 8,798,236 12.3%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY FUND 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
General Fund 28,985,909 37,040,272 30,230,696 34,019,021 3,788,325 12.5%
Resource Conservation 168,117 181,508 185,517 - (185,517) -100.0%
City Drainage Fund 1,089,736 2,244,125 3,316,540 3,591,329 274,789 8.3%
Impact Fees Fund 2,106,152 1,938,504 - - - N/A
Transportation Grants 501,535 727,456 679,552 1,125,307 445,755 65.6%
Community Development 1,117,260 226,407 - - - N/A
Plaza Use Fund 43,914 126,352 35,500 35,500 - 0.0%
Public Facilities Fund 145,696 - - - - N/A
Quality of Life 95,696 283,425 251,650 252,650 1,000 0.4%
Streets & Roadways 2,730,650 2,373,138 1,762,470 1,843,090 80,620 4.6%
1/2% GRT Income Fund 4,798,712 11,469,661 4,403,702 7,194,207 2,790,505 63.4%
Railyard Properties 1,397,210 1,201,157 2,787,346 1,993,833 (793,513) -28.5%
Midtown Campus 4,784,087 4,683,508 4,773,939 5,262,197 488,258 10.2%
Municipal Recreation Complex 3,773,528 3,723,000 4,920,289 5,216,798 296,509 6.0%
Parking 5,541,877 5,594,102 5,996,713 6,363,772 367,059 6.1%
Transit Bus System 9,506,181 11,769,399 12,400,149 13,644,595 1,244,446 10.0%
TOTAL PUBLIC WORKS 66,786,259 83,582,014 71,744,063 80,542,299 8,798,236 12.3%
CITY OF SANTA FE
PUBLIC WORKS DEPARTMENT - EXPENDITURES SUMMARY
PROPOSED FISCAL YEAR 2026/27 BUDGET104

PROPOSED FISCAL YEAR 2027 BUDGET
REGIONAL AIRPORT DEPARTMENT
JIMMY GUNN, INTERIM AIRPORT DIRECTOR
Mission
The Santa Fe Regional Airport is dedicated to connecting people and communities while
honoring the unique cultural heritage and natural beauty of Northern New Mexico. The Airport
provides safe, efficient, and sustainable travel options that enhance the visitor experience and
support local businesses. The Airport’s commitment to environmental responsibility creates a
welcoming gateway for residents and visitors alike.
The Regional Airport Department operates and maintains the Airport, which includes managing
leases; building and infrastructure maintenance; collaborating with airlines and Fixed Base
Operators (FBOs) to ensure high-quality services to the community; compliance with Federal
Aviation Administration (FAA) and Transportation Security Administration (TSA) regulations;
and pursuing and managing grant funding to support the Airport’s operations and capital
improvements.
Department Highlights, Key Services, Recent Accomplishments
Over the past year, the Airport Department:
 Added a retail gift shop at the Santa Fe Airport, generating revenue and enhancing the
passenger experience at the airport;
 Submitted and received approval for a Passenger Facility Charge (PFC) application to the
FAA, which will generate more revenue for the airport’s capital outlay projects; and
 Completed improvements to the Airport’s paid parking facilities and collections systems,
which will increase estimated revenue from parking operations by a projected $1.2 million in
FY27.
FY27 Budget Highlights
The Regional Airport Department’s proposed FY27 budget increased by $2.4 million, or 43.8%,
from the original FY26 budget. The budget includes $415,000 for Airport Terminal maintenance
and repairs; $400,000 for baggage handling improvements; $370,000 for replacement of a
forklift and dump truck; and $89,200 for airport software systems including maintenance
management software, operations tracking systems, parking lot management software, and audit-
related software.
The proposed FY27 Regional Airport Department budget includes funding for 37 positions (37
FTE). For FY27, an Airport Shuttle Driver position was reclassified to an Airport Security105

PROPOSED FISCAL YEAR 2027 BUDGET
Officer position, and a Custodian position was reclassified to a Mechanic Supervisor I position,
to address changing personnel needs at the Airport.
FY27 Goals, Objectives and Key Performance Indicators
For FY27, the Airport Department will pursue the following goals:
 Complete the design phase for the proposed airport access road, a north-northwest extension
of Jaguar Drive, and hold community meetings providing additional opportunities for public
input, design alternatives submitted by the project consultant, and project cost estimates;
grant funding in the amount of $4.5 million has been provided by the State of NM
Department of Finance & Administration (NMDFA) for the design phase of this project via a
legislative capital outlay appropriation;
 Begin design work for phase two of the Airport Terminal Expansion Project, which is
estimated to cost $20 million, and leverage grant funding in the amount of $2,564,100 which
has been provided by the NMDFA for this project via a legislative capital outlay
appropriation;
 Commence construction and pursue FAA grant funding for the Airport Terminal East Apron
Project, which will provide pavement stability and thus allow the apron to hold larger
aircraft;
 Complete the Airport Master Plan, which is typically completed every eight to ten years and
considers an assessment of existing conditions, aviation demand forecasts, and goals; the
plan will envision the future of the Airport, including enplanement estimates, forecasting for
general aviation needs, and additional services;
 Increase non-aeronautical/non-airside revenue generation by 10-15%;
 Submit the Airport Security Plan to maintain full compliance with TSA regulatory
requirements; and
 Fully complete quarterly performance check-ins and expedite hiring in critical and
understaffed areas.106

PROPOSED FISCAL YEAR 2027 BUDGET
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY CATEGORY 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Salaries, Wages & Benefits 2,614,327 3,574,688 3,772,121 3,778,552 6,431 0.2%
Contractuals & Utilities 1,064,107 337,580 153,700 189,200 35,500 23.1%
Repairs & Maintenance 215,757 268,193 206,000 927,500 721,500 350.2%
Supplies 272,939 659,583 326,000 475,000 149,000 45.7%
Insurance 83,447 139,942 153,021 181,320 28,299 18.5%
Other Operating Costs 2,013,693 2,977,945 701,055 1,032,460 331,405 47.3%
Capital Purchases 80,069 96,340 70,000 1,155,000 1,085,000 1550.0%
Transfers to Other Funds - 20,634 - - - N/A
TOTAL REGIONAL AIRPORT 6,344,339 8,074,904 5,381,897 7,739,032 2,357,135 43.8%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY FUND 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Airport Fund 6,344,339 8,074,904 5,381,897 7,739,032 2,357,135 43.8%
TOTAL REGIONAL AIRPORT 6,344,339 8,074,904 5,381,897 7,739,032 2,357,135 43.8%
CITY OF SANTA FE
REGIONAL AIRPORT DEPARTMENT - EXPENDITURES SUMMARY
PROPOSED FISCAL YEAR 2026/27 BUDGET107

PROPOSED FISCAL YEAR 2027 BUDGET
TOURISM SANTA FE
RANDY RANDALL, EXECUTIVE DIRECTOR, TOURISM SANTA FE
Mission
Tourism Santa Fe’s mission is to promote economic development through tourism by positioning
Santa Fe as a world-class destination that offers leisure and business travelers unique and
authentic experiences in a memorable, beautiful, and culturally- and historically-significant
setting.
Department Highlights, Key Services, Recent Accomplishments
Over the past year, the Tourism Department:
 Heightened the profile of Santa Fe as a tourism destination with the city ranking in Travel
and Leisure Reader’s Choice Poll as the top US city destination and #19 in the world
ranking; Santa Fe was the only U.S. city to make the top 25 world list, and continued to be
the second-most desired small city destination in the United States in the Conde Nast Reader
Poll;
 Secured more than $27 million in earned media coverage for calendar year 2025,
representing an $4.4 million or 18.9% increase over calendar year 2024;
 Continued the strong occupancy rates in hotels and short-term rentals, generating over $17.5
million in lodgers’ tax collections;108
TOURISM SANTA FE
VISIT SANTA FE COMMUNITY
CONVENTION CENTER

PROPOSED FISCAL YEAR 2027 BUDGET
 Maintained high occupancy and rates in hotels and short-term rentals, generating over $18
million in lodgers’ tax collections;
 Successfully hosted 228 meetings and events in the CCC, resulting in the use of the facility
for 285 days or 80% of the year;
 Attended 21 trade and travel shows with the department’s sales team;
 Continued the security effort in the historic district, with positive results documented by hotel
and retail partners; and
 Received the Leadership in Energy and Environmental Design (LEED) Gold Operations and
Maintenance for Existing Buildings award.
FY27 Budget Highlights
The Tourism Department’s proposed FY27 budget increased by $2 million, or 12.4%, from the
original FY26 budget. The proposed FY27 budget includes $5.1 million for advertising and
promotion of Santa Fe as a tourist destination and marketing for the Community Convention
Center (CCC), $772,000 to promote and support various community events including Art Week,
Dia de los Muertos and the Plaza Music Series, and $815,000 for security services, including
$500,000 for the downtown security contract. The budget also includes one-time funding for the
250th Independence Day fireworks and drone show.
The proposed FY27 Tourism Department budget includes funding for 49 positions (49 FTE),
comprised of 25 positions (25 FTE) at the Community Convention Center, and 24 positions (24
FTE) in the Visit Santa Fe Division. The budget includes $116,779 in funding for a new
Assistant Operations Manager and associated equipment to address critical operational needs at
the Convention Center.
FY27 Goals, Objectives and Key Performance Indicators
For FY27, the Tourism Department will pursue the following goals:
 Maintain Lodger’s Tax collections above $18 million;
 Continue the advertising campaign that has played a significant role in maintaining strong
levels of visitation to Santa Fe at the current record hotel and Short-Term Rental occupancy,
increasing funding for this effort from $4.2 million to $5.1 million;109

PROPOSED FISCAL YEAR 2027 BUDGET
 Work with the Santa Fe Regional Airport and Fly Santa Fe to maintain strong passenger
loads and keep the increased flight levels achieved in FY26;
 Complete the renovation of the second-floor terrace to more than double the usable area and
create a link to the ground floor courtyard;
 Support the City’s efforts to minimize the impact of the homeless on our most visible tourism
areas of the city; and
 Work with the Planning and Land Use and Finance Departments to improve the management
of short-term rentals and collection of Lodger’s Tax.
COMMUNITY CONVENTION CENTER
MELANIE MOORE, CONVENTION CENTER OPERATIONS MANAGER
Division Highlights and Key Services
The Community Convention Center’s mission is to offer outstanding facilities and services for
business meetings, public gatherings, social events, and City meeting needs.
The Division’s services include planning support, setting up and tearing down for meetings and
events, facility maintenance, ongoing facility upgrades, and coordination of third-party service
providers.
VISIT SANTA FE
DAVID CARR, DIRECTOR OF SALES AND JORDAN GUENTHER, MARKETING DIRECTOR
Division Highlights and Key Services
Visit Santa Fe’s mission is to increase hotel and short-term rental occupancy through effective
marketing to leisure travelers and direct sales efforts to groups and business meetings. The
Division also seeks to support and/or create events and programs that enhance visitation.
Services provided by the Division include the management of advertising; public relations; social
media; direct group sales; booking of the CCC; event creation and support; management of
Occupancy Tax Advisory Board (OTAB) grants; and operation of the City’s visitor centers. The
Division also serves as a liaison to the Film Commission and Sister Cities Committee.110

PROPOSED FISCAL YEAR 2027 BUDGET
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY DIVISION 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Santa Fe Civic Center 5,919,304 7,321,648 8,605,275 9,368,057 762,782 8.9%
Visitors Bureau 5,807,609 7,261,247 7,663,875 8,910,731 1,246,856 16.3%
TOTAL TOURISM SANTA FE 11,726,913 14,582,895 16,269,150 18,278,788 2,009,638 12.4%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY CATEGORY 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Salaries, Wages & Benefits 3,386,663 3,986,931 4,136,679 4,340,017 203,338 4.9%
Contractuals & Utilities 1,295,969 2,153,482 2,241,100 2,618,700 377,600 16.8%
Repairs & Maintenance 136,189 132,177 186,000 198,040 12,040 6.5%
Supplies 220,193 216,412 224,950 873,482 648,532 288.3%
Insurance 137,973 171,541 164,531 168,743 4,212 2.6%
Other Operating Costs 5,981,009 7,224,868 6,049,807 7,564,669 1,514,862 25.0%
Capital Purchases 65,843 119,033 1,350,000 595,000 (755,000) -55.9%
Debt Service 450,787 396,625 1,758,386 1,761,148 2,762 0.2%
Transfers to Other Funds 52,286 181,826 157,697 158,989 1,292 0.8%
TOTAL TOURISM SANTA FE 11,726,913 14,582,895 16,269,150 18,278,788 2,009,638 12.4%
ACTUAL ACTUAL 2025/26 PROPOSED $ CHANGE % CHANGE
EXPENDITURES EXPENDITURES ORIGINAL BUDGET 2025/26 vs. 2025/26 vs.
SUMMARY BY FUND 2023/24 2024/25 BUDGET 2026/27 2026/27 2026/27
Lodgers' Tax Fund 5,807,609 7,261,247 7,663,875 8,910,731 1,246,856 16.3%
Santa Fe Convention Center 5,919,304 7,321,648 8,605,275 9,368,057 762,782 8.9%
TOTAL TOURISM SANTA FE 11,726,913 14,582,895 16,269,150 18,278,788 2,009,638 12.4%
CITY OF SANTA FE
TOURISM SANTA FE - EXPENDITURES SUMMARY
PROPOSED FISCAL YEAR 2026/27 BUDGET111

PROPOSED FISCAL YEAR 2027 BUDGET
VI. GLOSSARY OF TERMS AND ABBREVIATIONS
ACCOUNT - An entity for recording specific revenues or expenditures, or for grouping related or
similar classes of revenues and expenditures and recording them within a fund or department
ACCOUNTING SYSTEM - The total set of records and procedures that are used to record,
classify, and report information on the financial status and operations of the entity (See also
Accrual Basis of Accounting, Modified Accrual Basis of Accounting, and Cash Basis of
Accounting)
ACCRUAL BASIS OF ACCOUNTING - The method of accounting under which revenues are
recorded when they are earned (whether or not cash is received at the time) and expenditures are
recorded when goods and services are received (whether cash disbursements are made at the time
or not)
ACTIVITY - Departmental efforts that contribute to the achievement of a specific set of program
objectives; the smallest unit of the program budget
AD VALOREM TAXES - Commonly referred to as property taxes levied on both real and
personal property according to the property’s valuation and the tax rate
ADOPTED BUDGET - A financial plan for the fiscal year beginning July 1
ALLOT - To divide an appropriation into amounts that may be encumbered or expended during
an allotment period
ANNUALIZE - To calculate the value of a resource or activity for a full year
APPROPRIATION - An authorization made by the City Council that permits the City to incur
obligations and to make expenditures of resources
ARBITRAGE - The practice of taking advantage of a price difference between two or more
markets
ASSESSED VALUATION - A value established on real and personal property for use as a basis
for levying property taxes (Note: In New Mexico, property values are established by the County)
ASSESSMENT RATIO - The ratio at which the tax rate is applied to the tax base
ASSET - Property owned by a government or other entity that has a monetary value
ATTRITION RATE - Staffing vacancy rate in a department above the normal turnover rate as the
result of retirements
AUTHORIZED POSITIONS - Employees positions that are authorized in the adopted budget to
be filled during the year
AVAILABLE (UNDESIGNATED) FUND BALANCE - Funds remaining from the prior year that
are available for appropriation and expenditure in the current year
BALANCED BUDGET - A budget where expenditures are equal to revenues
BEGINNING FUND BALANCE - The balance available in a fund from the end of a prior year
for use in the following year112

PROPOSED FISCAL YEAR 2027 BUDGET
BOND - A written promise to pay a sum of money on a specific date at a specified interest rate
(Note: Interest payments and the repayment of the principal are detailed in a bond ordinance)
BOND REFINANCING - The payoff and re-issuance of bonds, usually to obtain better interest
rates and/or bond conditions
BUDGET - A financial plan embodying an estimate of proposed expenditures and the proposed
means of financing them, usually for a single fiscal year or period
BUDGET ADJUSTMENT - A procedure to revise a budget appropriation either by the City
Council approval through the adoption of a budget resolution or by a City Administrator
authorization to adjust appropriations within a departmental division budget
BUDGET ADJUSTMENT REQUEST - A critical step in the formal approval process required
before a revision can be made to the budget appropriation (Note: Budget adjustments of $5,000
and under shall be approved by the Finance Director, above $5,000 but no more than $50,000 shall
be approved by the City Manager, and above $50,000 shall be approved by the City Council)
BUDGET CALENDAR - The schedule of key dates an entity follows in the preparation and
adoption of the budget
BUDGET DOCUMENT - The official writing statement prepared by the Budget Office and
supporting staff
BUDGET MESSAGE - The opening section of the budget that provides readers with a general
summary of the most important aspects of the budget, including changes from the current and
previous fiscal years and recommendations made by the City Manager
BUDGET ORDINANCE - The legal means to amend the adopted budget through recognizing
revenue increases or decreases; transferring funds; decreasing funding of a fund or department; or
providing supplemental funding to a fund or department or for the establishment of a new capital
project (Note: The City Council adopts or rejects all budget ordinances)
BUDGETARY BASIS - Refers to the accounting method used to estimate financing sources and
uses in the budget
BUDGETARY CONTROL - The management of a government in accordance with the approved
budget for the purpose of keeping expenditures within the limitations of available appropriations
and resources
BUSINESS UNIT - A cost accounting unit covering a City department, capital project, or fund
CALENDAR YEAR - The twelve-month period beginning January 1 and ending December 31
CAPITAL ASSETS - Assets of significant value and having a useful life of several years (also
known as Fixed Assets.)
CAPITAL BUDGET - A capital project financial expenditure plan
CAPITAL IMPROVEMENT - Any significant physical acquisition, construction, replacement, or
improvement to a City service delivery system that has a cost of $5,000 or more and a minimum
useful life of two years
CAPITAL IMPROVEMENT PLAN (CIP) - The process of planning, monitoring, programming,
and budgeting over a multi-year period the allocation of capital monies113

PROPOSED FISCAL YEAR 2027 BUDGET
CAPITAL OUTLAY - One of the expenditures account categories used for the purchase of any
item with a cost of $5,000 or more and a minimum useful of two years
CAPITAL PROJECT - A cost accounting method identifying a specific project included in the
CIP
CARRY FORWARD - Appropriated funds from the previous or current fiscal year that are
appropriated in the next fiscal year
CASH BASIS OF ACCOUNTING - A method of accounting in which transactions are recognized
only when cash is increased or decreased
CHARGES FOR SERVICES - Revenues received for services rendered
CHART OF ACCOUNTS - The classification system used by an entity to organize the accounting
of various funds, programs, departments, divisions, sources, activities, and items
CITY CHARTER - Legal authority approved by the voters of the City of Santa Fe under the State
of New Mexico Constitution establishing the government organization
COLLECTIVE BARGAINING AGREEMENT - A legal contract between the employer and a
recognized bargaining unit for specific terms and conditions of employment
COMMODITIES - Expendable items that are consumable or have a short life span such as office
supplies, fuel, minor equipment, and asphalt
CONSTANT OR REAL DOLLARS - The presentation of dollar amounts adjusted for inflation to
reflect the real purchasing power of money compared to a certain point of time in the past
CONSUMER PRICE INDEX - A statistical description of price levels provided by the U.S.
Department of Labor used as a measure of the increase in the cost of living (economic inflation)
CURRENT BUDGET - The original budget as approved by the City Council, along with any
carryover encumbrances from the prior fiscal year and any transfers or amendments since July 1
DEBT SERVICE - The amount of revenue that must be provided for payment to insure the
extinguishment of principal, interest and fees on City bonds
DEDICATED TAX - A tax levied to support a specific government program or purpose
DEFEASANCE - A provision that voids a bond or loan when the borrower sets aside cash or bonds
sufficient enough to service the borrower’s debt
DEFEASE - To void, nullify, or offset a liability or debt
DEFICIT - The excess of an entity’s liabilities over assets, or the excess of expenses over revenues
during an accounting period
DEPARTMENT - A major administrative division of the City that indicates overall management
responsible for an operation or group of related operations
DEPRECIATION - Expiration in the service life of fixed assets attributable to wear and tear
through use and lapse of time, obsolescence, inadequacy or other physical or functional cause
DISBURSEMENT - The expenditure of monies from an account
DIVISION - A sub-unit of a department which encompasses a substantial portion of the duties or
activities assigned to a department114

PROPOSED FISCAL YEAR 2027 BUDGET
EFFECTIVENESS - Sometimes referred to as quality indicators, effectiveness measures the
degree to which services are responsive to the needs and desires of customers, how well a job is
performed, or how well the intent is being fulfilled
EFFICIENCY - Sometimes referred to as productivity, efficiency measures the unit cost over time,
money, or labor required to produce a service
EMPLOYEE (FRINGE) BENEFITS - Contributions made by an employer to meet commitments
or obligations for items such as social security, medical coverage, retirement, and other insurance
plans
ENCUMBER - To set aside or commit funds for a future expenditure
ENCUMBRANCE - The legal commitment of appropriated funds to purchase an item or service
ENTERPRISE FUND - A fund established to account for operations that are financed and operated
in a manner similar to private business enterprises, where the intent of the governing body is that
the costs of providing goods and services to the general public on a continuing basis be financed
or recovered primarily through user charges
ESTIMATED REVENUE - The amount of projected revenue to be collected during an accounting
period
EXPENDITURE/EXPENSE - The outflow of funds paid for materials received or services
rendered
FAIR MARKET VALUE - The value of an asset in the open market, often used to determine the
assessed valuation of real property for tax purposes
FINES AND FORFEITURES - The loss of a right, money, or especially property because of one’s
criminal act, default, or failure or neglect to perform a duty
FISCAL YEAR - A twelve-month period to which the annual operating budget applies and at the
end of which a government determines its financial position and the results of its operations (Note:
The fiscal year for the City and State of New Mexico begins July 1 and ends June 30; the federal
government’s fiscal year begins October 1 and ends September 30)
FIXED ASSETS - Assets of long-term nature that are intended to continue to be held or used, such
as land, buildings, furniture, equipment, machinery, and vehicles (also known as Capital Assets)
FROZEN POSITION – A position that is not funded, but still in the Human Resources system so
that it can be re-budgeted when funding is available.
FULL-TIME EQUIVALENT - One full-time position funded for a full year or the sum of two or
more part-time positions that equal the hours of a full-time position
FUNCTION - A group of related activities aimed at accomplishing a major service or regulatory
program for which a government is responsible (e.g., public safety)
FUND - A fiscal and accounting entity with a self-balancing set of accounts recording cash and
other financial resources as well as related liabilities and residual equities or balances
FUND BALANCE- The excess of amounts carried over from a prior accounting period plus the
difference between revenues received and expenses incurred in the current period115

PROPOSED FISCAL YEAR 2027 BUDGET
FUNDED POSITIONS - A term referring to the number of authorized positions for which funding
is included in a fiscal year budget
GANG RESISTANCE EDUCATION AND TRAINING - A prevention program built around
school-based, law enforcement officer-instructed classroom curricula intended as an immunization
against delinquency, youth violence, and gang membership
GENERAL FUND - The largest fund within the City, it accounts for most of the financial
resources and day-to- day operations of the government not specifically accounted for in other
funds
GENERAL OBLIGATION BONDS - Long-term debt instruments issued by State and local
governments to raise funds for capital improvements
GENERALLY ACCEPTED ACCOUNTING PRINCIPLES - A collection of commonly-followed
accounting rules and standards for financial reporting
GEOGRAPHIC INFORMATION SYSTEM - An integrated system of computer hardware and
software used for storage, retrieval, mapping, and analysis of referenced geographic data
GOAL - A statement of broad direction, purpose or intent
GOVERNMENTAL ACCOUNTING STANDARDS BOARD - The source of generally accepted
accounting principles used by State and local governments
GRANT - A sum of money given to a person or entity, usually identified for a specific purpose
IMPACT FEE - Payments required by local governments of new development for the purpose of
providing new or expanded public capital facilities such as roads, parks, bikeways, trails, police
and fire stations, water and wastewater utilities, and drainage
INDIRECT COST - Costs that are not directly accountable to a cost objective, frequently referred
to as overhead, general, and administrative expenses
INFRASTRUCTURE - The fundamental facilities and systems serving a local, State or Federal
government, such as roads, bridges, tunnels, water supply, sewers, electrical grids, and
telecommunications
INFRASTRUCTURE CAPITAL IMPROVEMENT PLAN - Capital projects proposed to be
undertaken within the next five fiscal years identifying estimated costs and potential funding
sources
INTERGOVERNMENTAL AGREEMENT - An agreement that involves or is made between two
or more governments in cooperation to address issues of mutual concern
INTERGOVERNMENTAL REVENUE - Funds received from Federal, State and other local
government sources in the form of grants, shared revenues, and payments in lieu of taxes
INTERNAL SERVICE FUND - A fund used in governmental accounting to track goods and
services shifted between departments on a cost-reimbursement basis
LEVY - To impose taxes for the support of government activities
LICENSES AND PERMITS - Permission or authorization to do something or use something,
usually resulting in a fee imposed upon the holder116

PROPOSED FISCAL YEAR 2027 BUDGET
LINE ITEM - A specific account used to budget and record revenues or expenditures
LONGEVITY - Employee compensation payments made in recognition of a certain number of
years of employment with the same entity
LONG-TERM DEBT - Debt with a maturity date greater than one year from the date of issuance
MANDATE - A requirement imposed by a legal act of the Federal, State, or local government
MATERIALS AND SERVICES - Commodities which are consumed or materially altered when
used, such as office or operating supplies, or when a vendor renders a service, such as consulting
or in connection with a repair or maintenance of an asset
MEASURE - A plan of action taken to achieve a particular purpose or a standard used to express
the size, amount, or degree of something
MILL - A property tax rate based on the assessed valuation of real property, e.g., a tax rate of one
mill produces one dollar of taxes on each $1,000 of assessed valuation
MISCELLANEOUS REVENUE - Revenue that is not identified separately in the chart of accounts
MISSION STATEMENT - A formal summary articulating an organization’s purpose, identifying
the scope of its operations and the kind of product or service it provides
MODIFIED ACCRUAL BASIS OF ACCOUNTING - The method combining the accrual basis
of accounting with the cash basis of accounting in which revenues are recognized when they are
both measurable and available but expenditures are recognized when a liability is incurred
NOMINAL DOLLARS - The presentation of dollar amounts not adjusted for inflation
OBJECT OF EXPENDITURES - The lowest and most detailed level of expenditure classification,
such as electricity, office supplies, asphalt, and furniture
OBJECTIVE - Something to be accomplished in specific, well-defined, and measurable terms,
often including a specific timeframe in which the objective will be achieved
OBLIGATIONS - Commitments which a person or entity may be legally obligated to meet
OPERATING BUDGET - A combination of known expenses, expected future costs, and
forecasted revenue over the course of a year stated in terms of functional categories and accounts
OPERATING EXPENSES - A category of expenditures an entity incurs as a result of performing
operations, such as salaries, employee benefits, contracted services, supplies, and commodities
OPERATING REVENUE - Funds that the government receives to pay for operating expenses
ORDINANCE - A formal legislative enactment by a City Council, having the full force and effect
of law within the City boundaries unless it is in conflict with a higher form of law (Note: An
Ordinance has higher legal standing than a Resolution)
ORIGINAL BUDGET - The initial adopted budget for an entity that has not been revised or
amended
OUTPUT INDICATOR - A unit of work accomplished, without reference to the resources
required to do the work (e.g. number of permit issued, or number of arrests made), not necessarily
meant to reflect the effectiveness or efficiency of the work performed
PART-TIME EQUIVALENT - A position that is not considered full-time117

PROPOSED FISCAL YEAR 2027 BUDGET
PAYMENT IN LIEU OF TAXES - A payment made to compensate a government for some or all
of the property tax revenue lost due to tax-exempt ownership or use of real property
PERSONAL SERVICES - Salary and wage-related costs of salaried and hourly employees
PILOT - Payment In Lieu Of Taxes
PROGRAM - A group of related activities performed by one or more organizational units for the
purpose of accomplishing a function for which the government is responsible
PROJECT NUMBER - A unique identifier of any special activity, especially where specific
reporting requirements exist regarding the activity, often used with capital projects or grants
PURCHASE ORDER - A document issued by a buyer to a seller indicating type, quantity, and
pricing for a product or service, resulting in an encumbrance in the buyer’s accounting records
PURPOSE - A broad statement of goals or objectives specifying the reason for which something
exists or is done
RESERVE - An account used to indicate that portion of fund equity which is legally restricted for
a specific purpose and is, therefore, not available for general appropriation
RESOLUTION - A special order by the City Council dealing with matters of a special or temporary
nature
RESOURCES - The total amount available for appropriation, including estimated revenues, fund
transfers, and beginning balances
REVENUE - The yield from sources of income (such as taxes, licenses, fines, etc.) that the City
collects and receives into the treasury for current or future use
REVENUE BOND - A municipal bond that finances income-producing projects and is secured by
a specified revenue source, such as Gross Receipts Tax
REVENUE ESTIMATE - The funds projected to accrue during an accounting period, whether or
not all of it is expected to be collected during that period
SEVEN MAJORS - Crimes reported to the Federal Bureau of Investigation (FBI), including
homicide, robbery, motor vehicle theft, aggravated assault/battery, burglary, larceny, and rape
SHARED REVENUE - Taxes collected Federal or State governments that are allocated back to
local governments
SINKING FUND - An account used to periodically set aside money for the gradual repayment a
debt
SPAN OF CONTROL - The number of subordinates a supervisor has, expressed as a ratio of
supervisor to subordinates
SPECIAL ASSESSMENT DISTRICT - The geographical area a government uses to designate a
unique tax to help pay for certain public projects
SPECIAL REVENUE FUND - An account established by a government to collect money that
must be used for a specific project
STRATEGIC PLAN - A systematic process of envisioning a desired future, translating that vision
into broadly defined goals or objectives, and developing a sequence of steps to achieve them118

PROPOSED FISCAL YEAR 2027 BUDGET
SYSTEM CONTROL AND DATA ACQUISITION - A radio system for monitoring and
managing the City’s water and wastewater facilities
TAX - A compulsory contribution levied by a government
TAX LEVY - The amount imposed or assessed by a government on a real property owner or on a
consumer or seller engaging in a business transaction
TRANSFER IN/OUT - Amounts moved from one fund or department to another
UNENCUMBERED BALANCE - The amount of an appropriation that is neither expended nor
encumbered and is, therefore, still available for future use
UNRESERVED FUND BALANCE - The portion of a fund’s remaining resources that is not
restricted for a specific purpose and is, therefore, available for appropriation
USER FEE - A sum of money paid by an individual choosing to access a service or facility (e.g.,
swimming pools)
WORKLOAD INDICATOR - A unit of work to be done (e.g., number of permit applications
received)
XERISCAPE - A style of landscape design requiring little or no irrigation, often used in arid
regions119

PROPOSED FISCAL YEAR 2027 BUDGET
ABBREVIATIONS
AARP - American Association of Retired Persons
ACA - Affordable Care Act
ADA - Americans with Disabilities Act
ADO - Asset Development Office
AFSCME - American Federation of State, County, and Municipal Employees
AI - Artificial Intelligence
AIS - Annual Information Statement
ALGA - Association of Local Government Auditors
APA - American Planning Association
ARFF - Aircraft Rescue and Firefighting
ARPA - American Rescue Plan Act
ARRA - American Recovery and Reinvestment Act
ASD - Administrative Support Division (ITT Department)
ASE - Automotive Service Excellence
ASL - American Sign Language
ATV - All-Terrain Vehicle
BAR - Budget Amendment Resolution
BDD - Buckman Direct Diversion
BIPOC - Black, Indigenous, Person of Color
BRA - Business Retention & Expansion
BuRRT - Buckman Road Recycling and Transfer station
CAD - Computer-Aided Design
CAF - Corrective Action Fund
CAFR - Comprehensive Annual Financial Report
CAO - City Attorney’s Office
CAPER - Consolidated Action and Performance Evaluation Report
CBA - Collective Bargaining Agreement
CC - City Council
CCC - Community Convention Center
CDBG - Community Development Block Grant
CDL - Commercial Driver’s License
CEMP - Comprehensive Emergency Management Plan120

PROPOSED FISCAL YEAR 2027 BUDGET
CERT - Community Emergency Response Team
CIAC - Capital Improvement Advisory Committee
CIP - Capital Improvement Plan (or Capital Improvement Project)
CIPCAC - Capital Improvement Plan Citizen’s Advisory Committee
CIPTAC - Capital Improvement Plan Technical Advisory Committee
CISA - Certified Information Systems Auditor
CLG - Certified Local Government
CM - City Manager
CMO - Collateralized Mortgage Obligation
CNG - Compressed Natural Gas
CNT - Crisis Negotiation Team
COD - Chemical Oxygen Demand
COG - Continuity Of Government
COOP - Continuity Of Operations
COLA - Cost Of Living Adjustment
CPO - Chief Procurement Officer
CPR - Cardiopulmonary Resuscitation
CRM - Customer Relationship Management
CRWTP - Canyon Road Water Treatment Plant
CVB - Convention and Visitors Bureau
CY - Calendar Year
DFA -Department of Finance and Administration (State of New Mexico)
DHSEM - Department of Homeland Security and Emergency Management (State of New
Mexico)
DOJ - Department of Justice
DOT - Department of Transportation (State of New Mexico)
DPS - Department of Public Safety (State of New Mexico)
DPSA - Department of Public Safety Association
DRT - Development Review Team
DUI - Driving Under the Influence of intoxicating liquor
DVP - Delivery Versus Payment
DWI - Driving While under the Influence of intoxicating liquor or drugs
EAP - Employee Assistance Program121

PROPOSED FISCAL YEAR 2027 BUDGET
EDAC – Economic Development Advisory Committee
EUSD - Enterprise Application Services Division (ITT Department)
EGRT - Environmental Gross Receipts Tax
EMMA - Electronic Municipal Market Access
EMPG - Emergency Management Performance Grant
EMS - Emergency Medical Services
EMT - Emergency Medical Technician
ENA - Exclusive Negotiation Agreement
EOC - Emergency Operations Center
EOD - Explosive Ordinance Disposal
EOP - Emergency Operations Plan
EPA - Environmental Protection Agency
ERP - Enterprise Resource Planning
ESD - Environmental Services Division
ESWTR - Enhanced Surface Water Treatment Rule
EUSD - End User Services Division (ITT Department)
EVTCC - Emergency Vehicle Technician Certification Commission
FAA - Federal Aviation Administration
FBI - Federal Bureau of Investigation
FBO - Fixed Base Operator
FCC - Federal Communications Division
FDIC - Federal Deposit Insurance Corporation
FEMA - Federal Emergency Management Agency
FF and E - Furniture, Fixtures, and Equipment
FFY - Federal Fiscal Year
FGP - Foster Grandparents
FHWA - Federal Highway Administration
FIDS - Flight Information Display System
FINRA - Financial Industry Regulatory Authority
FT - Full-Time
FTA - Federal Transit Administration
FTE - Full-Time Equivalent
FY - Fiscal Year122

PROPOSED FISCAL YEAR 2027 BUDGET
GAAP - Generally Accepted Accounting Principles
GAGAS - Generally Accepted Government Auditing Standards
GASB - Governmental Accounting Standards Board
GCCC - Genoveva Chavez Community Center
GFOA - Government Finance Officers Association
GIS - Geographic Information System
GO BONDS - General Obligation Bonds
GOAL - A statement of broad direction, purpose or intent
GPRGC - Grandparents Raising Grandchildren
GPS - Global Positioning System
GREAT - Gang Resistance Education And Training
GRT - Gross Receipts Tax
HPD - Historic Preservation Division
HR - Human Resources Department
HRB - Human Rights Bureau
HUD - U.S. Office of Housing and Urban Development
HVAC - Heating, Ventilation and Air Conditioning
IAIA - Institute of American Indian Arts
IATSE – International Alliance of Theatrical Stage Employees
ICIP - Infrastructure Capital Improvement Plan
IFSAC - International Fire Services Accreditation Congress
IGA - Intergovernmental Agreement
IP - Industrial Pretreatment
IPRA - Inspection of Public Records Act
IRS - Internal Revenue Service
ISACA - Information Systems Audit and Control Association
ISC - Interstate Stream Commission
ISD - Infrastructure Services Division (ITT Department)
IT - Information Technology
ITSM - Information Technology Service Management
ITT - Information Technology and Telecommunications Department
JAG - Justice Assistance Grant
JPA - Joint Powers Agreement123

PROPOSED FISCAL YEAR 2027 BUDGET
KSFB - Keep Santa Fe Beautiful
LANL - Los Alamos National Laboratory
LED - Light Emitting Diode
LEDA - Local Economic Development Act
LEED – Leadership in Energy and Environmental Design
LEEDA - Law Enforcement Executive Development Association
LEPF - Law Enforcement Protection Fund
LGD - Local Government Division (State of New Mexico Department of Finance and
Administration)
LGIP - Local Government Investment Pool
LIHTC - Low Income Housing Tax Credit
LINC - Local Innovation Corridor`
MEG - Mary Esther Gonzales Senior Center
MEP - Mechanical, Electrical and Plumbing
MIH - Mobile Integrated Health
MIHO - Mobile Integrated Health Office
MOU - Memorandum Of Understanding
MOW - Meals On Wheels
MPA - Metropolitan Planning Area
MPO - Metropolitan Planning Organization
MRA - Metropolitan Redevelopment Agency
MRC - Municipal Recreation Complex
MSGP - Multi-Sector General Permit
MSL - Marty Sanchez Links de Santa Fe Golf Course
MSRB - Municipal Securities Rulemaking Board
MTP - Metropolitan Transportation Plan
NASPO - National Association of State Procurement Officials
NCS - National Citizens Survey
NCUA - National Credit Union Administration
NEA - National Endowment for the Arts
NM - New Mexico
NMAC - New Mexico Administrative Code
NMED - New Mexico Environment Department124

PROPOSED FISCAL YEAR 2027 BUDGET
NMFA - New Mexico Finance Authority
NMGAS - New Mexico Gas Company
NMGL - New Mexico Golf Limited
NMML - New Mexico Municipal League
NMORCA - New Mexico Organized Retail Crime Association
NMRPA - New Mexico Recreation and Park Association
NMSA - New Mexico Statutes Annotated
NMSD - New Mexico School for the Deaf
NMWWA - New Mexico Wastewater Association
NOAA - National Oceanic and Atmospheric Association
NPDES - National Pollutant Discharge Elimination System
NRCS - National Resources Conservation Service
NRPA - National Recreation and Park Association
NSIP - Nutrition Service Incentive Program
NWS - National Weather Service
NYU - New York University
OAH - Office of Affordable Housing
OBG - Office for Business Growth
OED - Office of Economic Development
OEM - Office of Emergency Management
O and M (or O&M) - Operating and Maintenance
OSE - Office of the State Engineer (State of New Mexico)
OTAB - Occupancy Tax Advisory Board
PAM - Privileged Access Management
PARCS - Parking Access and Revenue Control System
P-CARD - Procurement Card
PCR - Police Community Relations
PERA - Public Employees Retirement Association
PILOT - Payment In Lieu Of Taxes
PIO - Public Information Officer
PMO - Project Management Office (ITT Department)
PNM - Public Service Company of New Mexico
PO - Purchase Order125

PROPOSED FISCAL YEAR 2027 BUDGET
POS - Point Of Sale
POTW - Publically Owned Treatment Works
PPE - Personal Protective Equipment
PRV - Pressure Reducing Valve
PT - Part-Time
PTE - Part-Time Equivalent
PTTMP - Part-Time Temporary
PWD - Public Works Department
QWEL - Qualified Water Efficient Landscaper
RDC - Regional Development Cooperation
RFP - Request for Proposal
RFQ - Request for Quote
ROW - Right of way
RSVP - Retired Senior Volunteer Program
RTCR - Revised Total Coliform Rule
SAD - Special Assessment District
SAFE - Security Assistance for Enterprises
SBDC - Small Business Development Center
SCADA - Supervisory Control And Data Acquisition
SCBA - Self-Contained Breathing Apparatus
SCORE - Service Corp Of Retired Executives
SCP - Senior Companion Program
SEC - Securities and Exchange Commission
SEP - Senior Employment Program
SFBI - Santa Fe Business Incubator
SFCC - Santa Fe City Code or Santa Fe Community College
SFFD - Santa Fe Fire Department
SFFO - Santa Fe Film Office
SFGTV-28 - Santa Fe Government access cable Television channel 28
SFHP - Santa Fe Homes Program
SFPD - Santa Fe Police Department
SFPS - Santa Fe Public Schools
SFSWMA (or SWMA) - Santa Fe Solid Waste Management Agency126

PROPOSED FISCAL YEAR 2027 BUDGET
SFUAD - Santa Fe University of Art and Design
SIU - Significant Industrial User
SLO - State Land Office (State of New Mexico)
SNAG - Starting New At Golf
SSD - Senior Services Division
SWAT - Special Weapons And Tactics
SWOT - Strengths, Weaknesses, Opportunities, Threats
TAT - TMDL and Assessment Team
TBAR - Technical Budget Adjustment Request
TBBL - Technically Based Local Limit
TEMS - Tactical Emergency Medical Service
TIC - True Interest Cost
TIP - Transportation Improvement Plan
TMDL - Total Maximum Daily Load
TPPR - Third Party Plan Review
TSA - Transportation Security Administration
TSF - Tourism Santa Fe
TSS - Total Suspended Solids
TWAS - Thickened Waste Activated Sludge
UCS - Utility Customer Service Division
UNESCO - United Nations Educational, Scientific and Cultural Organization
UPS - United Parcel Service
UPWP - Unified Planning Work Program
USFS - United States Forest Service
UTO - Uniform Traffic Ordinance
WIPP - Waste Isolation Pilot Plant127

PROPOSED FISCAL YEAR 2027 BUDGET
APPENDIX A
ADOPTED STRATEGIC GOALS
AND FY27 BUDGET PRIORITIES128

Goals and Budget Priorities
Adopted February 11, 2026
Four Year Strategic Goals:
1. City of Santa Fe will serve the whole community by supporting development of more
housing across the continuum of needs, with a focus on affordable and attainable
housing.
2. City of Santa Fe will invest in improving city systems and infrastructure to ensure
efficient and effective use of city resources, which will enhance service delivery and
customer service. This may include streamlining internal processes and procedures,
leveraging technology for better asset management, prioritizing data-driven decision
making, and recruiting and retaining highly qualified city staff.
3. City of Santa Fe will work to reduce crime and increase public safety. This may include
ensuring safer streets, crosswalks and corridors, noise and speed enforcement to reduce
traffic and pedestrian accidents and to enhance quality of life, and strategic policing efforts
to reduce crime and ensure public safety.129

FY 27 Budget Priorities: Aligning Expenditures with City Strategic Goals
After discussing the Four-Year Strategic Goals and considering public input from the January 8
community budget workshop, Governing Body members expressed the following as key priorities
for the FY27 (2026-27) city budget.
1. Support Affordable and Attainable Housing
Support development of more housing across the continuum of needs, with a focus on
affordable and attainable housing, including support for wrap-around services.
Strategies may include:
a. Convening and aligning with partners to develop an overall strategy for addressing
needs for unhoused individuals and families in our community, including wrap-
around/supportive services.
b. Partnering with the private sector and non-profit developers to encourage
development of more affordable housing of various types.
2. Improve City Efficiency, Effectiveness and Service Delivery
Invest in improving city systems and infrastructure to ensure efficient and effective use
of city resources, to improve service delivery and customer service. Strategies include:
a. Identify city processes and procedures that are overly burdensome and
unnecessary that can be streamlined and modernized.
b. Utilize technology tools for asset management to ensure optimal decision-making
for care and replacement of city assets (streets, water/wastewater infrastructure,
fleet management, facilities and more).
c. Invest in city staff to reduce turnover, recruit and retain highly qualified personnel,
and improve opportunities for advancement and professional development.
3. Reduce Crime and Increase Public Safety
Focus on Measures to Reduce Crime and Increase Public Safety: Programs and projects
that focus on enhancing safety throughout the community are high priority. Initiatives may
include:
a. Design, construct and maintain public infrastructure to ensure safer streets and
crosswalks and corridors. Prioritize pedestrian and bicycle safety and development
of an “age friendly” community.
b. Implement automatic camera enforcement technology to address noise and speed
issues in key areas to reduce traffic and pedestrian/bicycle accidents and to
enhance quality of life
c. Enhance strategic and community policing efforts to reduce crime and support
public safety.130

City of Santa Fe
200 Lincoln Avenue
Santa Fe, NM 87501