Comparing The Records Of Raúl Torrez and Brian Colón As They Run For NM Attorney General

Democrats New Mexico State Auditor Brian Colón and Bernalillo County District Attorney Raúl Torrez are running against each other for New Mexico Attorney General. The primary election is on June 7, 2022. This blog article in an in-depth report on the records of both candidates.

OFFICE OF THE ATTORNEY GENERAL

The Office of the Attorney General is one of 7 independently elected statewide offices in New Mexico. The Office was established by the State Constitution in 1912.

The Attorney General and the Department of Justice, collectively referred to as the Office of the Attorney General, represent and defend the legal interests and sovereignty of the people of the State of New Mexico. The Office of Attorney General exercises the responsibilities delegated by the New Mexico Constitution, statutes enacted by the New Mexico Legislature, and the common law.

The Attorney General has primary authority for enforcement of consumer protection and antitrust laws, prosecution of criminal appeals and some complex white-collar crimes, training and certification of peace officers, and most natural resource and environmental matters. The attorney general represents the state’s interests in civil litigation, criminal appeals, consumer protection, federal litigation, environmental issues, disputes with other states, enforcement of state compacts and even counterfeit Native American jewelry.

Additionally, the Office of the Attorney General works concurrently with New Mexico’s 13 district attorneys and other local, state and federal law enforcement authorities to carry out its criminal justice responsibilities and activities. Despite popular belief, the Attorney General is not primarily responsible for the prosecution for violations of the criminal code. Primary responsibility for prosecuting under the criminal code is the responsibility of the local, elected district attorneys. The District Attorney’s have first authority to prosecute cases that occur in their jurisdiction and not the Attorney General unless requested to do so by the district attorney or if the District Attorney refuses to act or is somehow disqualified because of conflicts of interests.

The Attorney General is the chief legal counsel and advisor to the executive branch of state government including all executive departments and to the many state agencies, boards, and commissions. The Office of the Attorney General delivers its responsibilities within an approximately $18-22 million budget appropriation through its team of approximately 200 employees.

The link to quoted source is here:

https://www.nmag.gov/about-the-oag.aspx#:~:text=The%20Attorney%20General%20has%20primary,natural%20resource%20and%20environmental%20matters.

EDITOR’S COMMENTARY: Both Bernalillo County District Attorney Raúl Torrez and Democrat United State Senator Martin Heinrich, who has endorsed Raúl Torrez and who has appeared in commercials for Torrez, are critical of Brian Colón saying he has never prosecuted a criminal case, ignoring Colón has practiced law for 21 years. They are both being disingenuous when they say being a criminal prosecutor is a qualification to be Attorney General.

The office is by far more civil law in nature and not criminal prosecutions. Both ostensibly are ignorant to the fact that former Democrat New Mexico Attorney Generals Tony Anaya, Jeff Bingaman, Paul Bardacke, Gary King and Republican Hal Stratton were never criminal prosecutors or for that matter elected District Attorneys with all being in the private practice of law as civil trial attorneys before becoming Attorney General. Attorney General Patricia Madrid was in private practice and was a District Judge before being elected Attorney General.

BERNALILLO COUNTY DISTRICT ATTORNEY RAÚL TORREZ

On Monday, May 17, Democrat Bernalillo County District Attorney Raúl Torrez announced that he is running for New Mexico Attorney General.

In his announcement, Torrez, 45, had this to say:

“New Mexicans are looking for somebody who’s a fighter in the attorney general’s office and someone who has real experience to take on the job. If you look at the work that we’ve done inside the district attorney’s office, we’ve been able to secure additional resources, modernize that office, transform how it operates, bringing frankly new capabilities that no one had ever envisioned.

I think New Mexicans want bold leadership and tested leadership inside the AG’s Office. … I think they want someone who isn’t afraid to take on some of the toughest challenges we’ve got in the state.

Fundamentally, I believe we don’t have a system right now that provides adequate protections for the general public. … It’s undeniable that we’ve got a very serious public safety challenge in Albuquerque. … Violent crime is unacceptably high, murders are extraordinarily high.

But what we need right now are individuals with experience in different systems, and who have worked as prosecutors and police leaders, who can draw on ideas from around the nation and try and move this community in a new direction. And I think I bring that to the table.”

Links to news sources are here:

https://www.krqe.com/news/politics-government/district-attorney-raul-torrez-to-run-for-attorney-general/

https://www.abqjournal.com/2391604/district-attorney-torrez-enters-race-for-ag.htmlbI

PERSONAL BACKGROUND

Raúl Torres was born and raised in Albuquerque. He is the son of long time Assistant United States Attorney for New Mexico Pres Torres. He is married to Nasha Torrez, who is also an attorney, and the couple have two teenage children.

Raul Torrez went to Sandia Preparatory School, graduated from Harvard University, went on to receive a master’s degree from the London school of Economics, and attained his law degree from Stanford University and went on to be a White House Fellow under President Barrack Obama before coming back to New Mexico to become an Assistant United States Attorney. In 2016, Torrez ran to for Bernalillo County District Attorney and succeeded District Attorney Kari Brandenburg who served as DA for 16 years. Torrez was elected to second term on November 5, 2020.

EXAMINNG THE RECORD OF RAUL TORREZ AS DISTRICT ATTORNEY

District Attorney Raúl Torrez is very well known for his attacks on the criminal justice system proclaiming that it is a “broken criminal justice system”. During his first term as Bernalillo County District Attorney, Raúl Torrez attacked the New Mexico criminal justice system and judges on 3 major fronts:

FIRST: TORREZ BLAMED COURTS FOR “REVOLVING DOOR” AND HIGH VIOLENT CRIME RATES

Soon after being elected DA, Torrez began to blame the courts for the rise in violent crime rates saying that the “revolving door” is the courts fault. Four years ago, Torrez accused the District Court and the Supreme Court’s case management order (CMO) for being the root cause for the dramatic increase in crime and the dismissal of cases. The Supreme Court issued the order mandating disclosure of evidence within specific time frames to expedite trials. Torrez challenged the case management order before the New Mexico Supreme Court and also took action against an individual judge claiming the judge was requiring too much evidence to prove that a defendant was too violent to be released with bond.

Less than six months after being sworn in as District Attorney, Torrez had the DA’s Office issue a report that outlined the problems he perceived since the issuance by the Supreme Court of the Case Management Order (CMO). The main points of the DA’s 2016 report were that defense attorneys were “gaming” the systems discovery deadlines, refusing to plead cases, demanding trials or dismissal of cases when not given evidence entitled to under the law. The District Court did their own case review of statistics and found that it was the DA’s Office that was dismissing the majority of violent felony cases, not the courts.

SECOND: 65% COMBINED DISMISSAL, ACQUITTAL AND MISTRIAL RATES

In mid-2015 the Bernalillo County 2nd District Court began shifting from grand jury use to implementing “preliminary hearing” schedule. Raul Torrez was sworn in as District Attorney on January 1, 2017 and from day one he opposed the shift to preliminary hearings.

DA Raúl Torrez and Albuquerque Mayor Tim Keller wrote a joint letter to the New Mexico Supreme Court requesting it to intervene and stop the plans of 2nd Judicial District Court (SJDC) to shift away from the use of grand jury system to a preliminary hearing system.

The District Court provided an extensive amount of statistics, bar graphs and pie charts to the New Mexico Supreme Court to support the decision to shift from grand jury hearings to preliminary hearing showing it was necessary. The statistics revealed the Bernalillo County District Attorney’s Office under Raúl Torrez had a 65% combined dismissal, acquittal and mistrial rate with cases charge by grand juries. The data presented showed in part how overcharging and a failure to screen cases by the District Attorney’s Office was contributing to the high mistrial and acquittal rates.

https://www.kob.com/albuquerque-news/da-wants-nm-supreme-court-to-review-grand-jury-changes/5012558/?cat=500

THIRD: SHIFTING THE BURDEN OF PROOF

Bernalillo County District Attorney Raúl Torrez proposed a constitutional amendment that would create a “presumption” that a defendant is a threat to the public when charged with a violent crime and that they should be jailed until pending trial without bond or conditions of release. The presumption would shift the burden of proving dangerousness from the prosecution and require defendants accused of violent crimes to show and convince a judge that they should be released on bond or with conditions of release pending their trial on the charges.

According to Torrez, the cases where a defendant would be required to show they do not pose a threat to public and should be released pending their trial would include “the most violent and serious cases” such as murder, first-degree sexual assault, human trafficking, first-degree robbery, crimes involving a firearm and defendants who are on supervision or parole for another felony. Such a shift of burden of proof could conceivably require a defendant to take the stand during a detention hearing before their trial and a waiver of their 5th Amendment Constitutional Right against self-incrimination.

https://www.abqjournal.com/1318399/da-to-unveil-new-pretrial-detention-proposal-ex-some-defendants-would-have-to-prove-they-should-be-released-pending-trial.html

UNM STUDY OF “PRESUMPTION OF NO BAIL” CONSTITUTIONAL AMENDMENT

It was in July, 2019 that The University of New Mexico Institute for Social Research studied and reviewed the proposal by DA Torrez to change by constitutional amendment the way pretrial detention is handled in New Mexico. The UNM study found no evidence that Torrez’s proposal would improve public safety. Based on a review of cases in which a defendant was released despite the DA’s requesting detention, the study found that preventive detention motions filed by the District Attorney’s office did not “substantively” improve public safety as opposed to those cases in which no detention motions were filed.

The UNM study looked at more than 7,000 cases filed from July 2017 to August 2018 as part of the review. There were 1,500 cases that had preventive detention motions filed by the District Attorney’s Office. Of those preventive detention motions, 46% were granted and 54% were denied. The UNM study showed that a defendant’s current charge alone does not predict involvement in future dangerous crimes. The study found the offenses or statutes the DA listed in his pretrial detention proposal “are arguably questionable indicators of dangerousness.” The case review found no substantial differences in failure to appear and in new criminal activity rates between defendants for whom the DA did not request detention and those who were released despite the DA’s requesting detention.

“REBUTTABLE PRESUMPTION OF DANGEROUSNESS”

On November 2, 2020, Bernalillo County District Attorney Raúl Torrez Torrez was elected to a second term. He ran unopposed in the Democratic Primary and in the general election. Torrez became embolden with his election to a second term to the point of deciding to run for Attorney General. Torrez renewed his advocacy of a “rebuttable presumption of violence” system for pretrial detention. He lobbied heavily for the New Mexico legislature to enact enabling legislation and securing the support of Governor Michell Lujan Grisham and Mayor Tim Keller.

In preparation of the 2022 legislative session, the highly influential Legislative Finance Committee (LFC) released a 14-page memo analysis of the proposed “rebuttable presumption of violence” system and pretrial detention. LFC analysts found that low arrest, prosecution and conviction rates have more to do with rising violent crime rates than releasing defendants who are awaiting trial.

The LFC report seriously challenged the question if violent crime will be brought down by using a violent criminal charge to determine whether to keep someone accused of a crime in jail pending trial. According to the LFC report, rebuttable presumption is a values-based approach, not an evidence-based one.” The LFC report said that while crime rates have increased, arrests and convictions have not. The LFC went on to say the promise of “swift and certain” justice has a more significant impact on crime rates that rebuttable presumption does not.

After the LFC report was release, legislators rejected all “pretrial detention” legislation which would have created a “rebuttable presumption of dangerousness” for defendants charged with violent crimes to be held in jail pending trial. Rebuttable presumption shifted the burden of proof from state prosecutors, who must prove a case “beyond a reasonable doubt” to convict, to the defendant who would have to show they are not a danger to the public in order to be allowed to be released pending trial.

https://www.abqjournal.com/2471031/tax-cuts-crime-package-sent-to-governor.html

https://www.abqjournal.com/2468840/pretrial-monitoring-bill-surfaces-in-house-advances-quickly.html

During the 2022 New Mexico 30-day session that ended on Thursday, February 17, all legislation failed to enact the rebuttable presumption of being violent to permit jailing until trial. However, as a substitute, the legislature enacted a bill that requires the courts to turn over GPS monitoring data to police and prosecutors during a criminal investigation to allow better tracking of pretrial defendants on electronic monitoring. The goal of the GPS monitoring is to keep close tabs on a charged defendant to prevent them from committing another crime.

After the session ended, Torrez expressed no confidence in the bill. Torrez went out of his way to make the rounds with the media to say his biggest disappointments was the failure to pass the pre-trial detention bill. Torrez had this to say:

“The [legislature failed] to address the problem of the revolving door, specifically with regard to some of the most violent and dangerous defendants that we’ve got. People accused of murder, sexual assault, child abuse. Individuals who have been armed with firearms. … I’m concerned that we will once again see individuals who we have sought to have detained who have been released who will then go on to commit very serious crimes. The bottom line is the provision on GPS actually makes our jobs more difficult. It narrows the categories of defendants we can seek information on and it creates a privacy right for defendants who are considered to be in custody while they’re on GPS.

DA Torrez’s argument that the legislation “creates a privacy right for defendants” was bogus. No “privacy rights” were being created. What was created was a system where prosecutors and law enforcement must give the very bare minimum reasons why they want the information in the first place.

MIXED REVIEWS ON CASE MANGEMENT

During his 5 years as District Attorney, Raúl Torrez has had a number of high profile failures in the prosecution of cases.

DA OFFICE GETS SCAMMED UNDER TORREZ

According to a February 20, 2019 Channel 4 Investigates Report, an imposter scammed the Bernalillo County District Attorney’s Office” falsely claiming she was a victim in a case. The imposter demanded the charges dropped against the violent defendant and that he be released from jail. Below is the link to the Channel 4 report:

https://www.kob.com/investigative-news/4-investigates-imposter-tricks-bernalillo-darsquos-office-inmate-released/5253378/?cat=504

According to the news report, the Defendant Freddie Trujillo pled guilty in a 2017 aggravated assault case. Originally, Trujillo was placed on probation but in December 2018, Trujillo was jailed for violating his probation. Trujillo violated his probation when he physically attacked his estranged relatives, David and Mary Ann Baca. Trujillo was arrested after the attack on his relatives and jailed. One month later Trujillo was released from jail after the District Attorney’s Office dropped the charges against him.

DOMESTIC VIOLENCE CASE BACKLOG

According to a February 14, 2019 Channel 13 news story, an anonymous tipster within the District Attorney’s office sent News 13 pictures of stacks of domestic violence cases piled up on a table in the Bernalillo County District Attorney’s Office.

Below is the link to the story:

https://www.krqe.com/news/investigations/domestic-violence-victims-left-in-limbo-for-months-after-reporting-crimes/1776417417?fbclid=IwAR2h1vFytK-efAL-ldfY8TpC1iz-eVKDnDal0qB-Lv5jSM2pOrsUFjAltFY

The photos were of 3 stacks of roughly 500 domestic violence case reports. Each one of the domestic violence reports were linked to a domestic violence victim left waiting from 2 to 5 months without hearing anything after calling police reporting misdemeanor domestic violence crimes including assault, theft and restraining order violations. Torrez went on camera with Channel 13, but only after a week had passed giving him time to clear out the backlog. District Attorney Raul Torrez explained the stacks of reports were made up of “criminal summons” cases where police did not arrest anyone for various reasons such as suspects had already left the scene of the crime.

INDICTING AN INNOCENT MAN

In March, 2017, Bernalillo County District Attorney Raúl Torrez announced and took credit for his office indicting 15 young people, ages 20 to 28, on gang related racketeering and other charges in the spring 2017. The RICO indictment was based upon an investigation of an alleged gang which APD said had started out tagging the area around West Central and escalated to committing violent crimes. District Attorney Raúl Torrez held a news conference calling the defendants “members of one of Albuquerque’s more notorious street gangs.”

On Sunday, August 18, 2019 the Albuquerque Journal reported on its front page that one of the young men indicted was 20-year-old Adan Perez-Macias. It was reported he was not a member of the gang APD was investigating or any other gang. It turns out Adan Perez Marcus did not know and never met the others indicted. Perez Marcus was not even in New Mexico at the time the crime he was accused of committing.

District Attorney Raúl Torrez labeled the wrongful indictment of Perez-Macias as “unfortunate” and said it could have happened in any case his office handled. When discussing the wrongful indictment of Perez Marcus, Torrez said this:

“We can be smart and be effective as institutions. We make mistakes and we learn from these mistakes and improve.”

Torrez had no apology, no expression of empathy and no offer of help to 20-year-old Adan Perez Marcus. When DA Raul Torrez says it’s all about justice for victims, he apparently does not believe innocent people are entitled to justice nor any kind of an apology for being wrongfully accused for crimes they have not committed.

MISHANDLING 10 YEAR OLD VICTORIA MARTENS MURDER

The most egregious mishandling of a prosecution case by District Attorney Raúl Torrez involved the August 24, 2016 murder of ten-year-old Victoria Martens whose was killed and her body dismembered and then burned in the apartment bathtub where she was killed in an apparent attempt to dispose of her body. Initially, Jessica Kelly and Michelle Martens, Victoria’s mother, and Michell’s boyfriend Fabian Gonzales, were arrested and charged for the rape, murder and dismemberment of 10-year-old Victoria. District Attorney Raúl Torrez personally took over the prosecution of the case.

On June 29, 2018 District Attorney Raúl Torrez announced he negotiated a plea agreement where Michelle Martens plead guilty to child abuse of her daughter Victoria Martens. The plea agreement negotiated was to 1 count of child abuse, recklessly caused, resulting in the death of a child under 12. The plea agreement guaranteed a 12 to 15-year prison sentence and dropped the most egregious charges of murder and rape. With the plea deal, Michelle Martens faced a possible sentence of 12-15 years, and with good time she could be out of jail within 6 to 7 years.

https://www.abqjournal.com/1191031/michelle-martens-pleads-guilty-to-child-abuse-faces-12-to-15-years.html

Torrez also announced several charges against Fabian Gonzales were dismissed. District Attorney Raúl Torrez said that much of the initial facts of the case were “simply not true”, yet Torrez had previously persisted in holding news conferences. The murder charge was dropped, but Gonzales was still charged with child abuse and tampering with evidence.

https://www.kob.com/albuquerque-news/fabian-gonzales-trial-set-for-january-2022/6112178/?cat=500

The initial APD police investigation and reports alleged that it was Jessica Kelley that stabbed 9-year-old Victoria Martens and that Fabian Gonzales strangled her while Michelle Martens watched the murder. During a press conference, Torrez stated that his office’s investigation found Michelle Martens falsely admitted to committing the crimes when forensic evidence revealed she and her boyfriend Fabian Gonzales were not even in the apartment at the time of the murder and did not participate in the murder.

Raúl Torrez had held a press conference after press conference after press conference in the case, including private meeting with the Journal Editors and reporters at the Journal Center. He had more than 3 front page Journal stories on the case and was interviewed by Chanel 4 on the “Eye on Albuquerque” Sunday program on plea agreements he has negotiated in the case.

District Attorney Raúl Torrez in his various media interviews shared extensive details of the case and prosecution strategy on the pending criminal prosecution against two other defendants, two identified and one yet to be found.

https://www.petedinelli.com/2018/07/09/da-torrez-political-damage-control-mission-accomplished/

During a January 4, 2019 pretrial motion hearing, District Judge Charles Brown determined District Attorney Raúl Torrez had been “reckless” in his December 10, 2018 statement he made to the media about defendant Jessica Kelley’s absence of cooperation before her “no contest” plea.

On January 4, 2018, District Judge Brown said that Raúl Torrez should not have issued the December 10, 2018 statement at all. Judge Brown admonished Raúl Torrez for the statement by stating from the bench in open court:

“I don’t know if it was [intentionally done] to deprive the defendant of a fair trial, or if the goal was to shift the light away from the District Attorney’s Office or to move light to the Albuquerque Police Department … I find it to be woefully inaccurate in its ambiguity. It could be interpreted in many ways – all of them positive to the District Attorney’s office, some to the detriment of others. The District Attorney also has an obligation to protect the due process right of the defendant. … [The District Attorney] … represents the state, which is everyone including the defendant and the defendant’s families … The District Attorney’s obligation is to the system.”

https://www.kob.com/albuquerque-news/qanda-bernalillo-county-rauacutel-torrez-on-30-day-legislative-session/6402099/?cat=500

THE JACKSON WELLER MUDER BY DARIAN BASHIR

On May 4, 2019 University of New Mexico baseball player Jackson Weller was killed by Darian Bashir outside a Nob Hill bar. Two years before the murder, Bashir was arrested for shooting another man outside another downtown bar. Darian Bashir was charged by the District Attorney for the first murder but never went to trial in that case. A District Court Judge found that Bashir never went to trial in the first case due to the District Attorney failing to comply with deadlines, not interviewing witnesses on time, and not responding to motions. It was revealed that an attorney not licensed to practice law in New Mexico was appointed by Torrez to handle the case.

https://www.krqe.com/news/crime/closing-arguments-held-in-trial-of-darian-bashir-accused-of-murdering-unm-baseball-player/

Darian Bashir was charged with the murder of Jackson Weller and on November 9, 2021, a jury convicted Bashir of first-degree murder in the death of Jackson Weller. On February 8, 2022, Darian Bashir was sentenced to life in prison for the murder Jackson Weller. It is likely that Jackson Weller would be alive today but for the negligent prosecution of Darian Bashir by District Attorney Raúl Torrez.

https://www.abqjournal.com/2468365/judge-hands-life-sentence-to-man-who-killed-unm-baseball-player.html

FEDERAL JUDGE FINDS PROSECUTORIAL MISCONDUCT BY TORREZ

In 2012, United States Federal Judge Cristina Armijo accused then Assistant United States Attorney Raúl Torrez prosecuting a drug case of trying to “unfairly alter” a transcript of a recorded encounter between drug agents and an Amtrak train passenger suspected of carrying a large quantity of crack cocaine.

In her original ruling in the drug case Torrez was prosecuting, Chief U.S. District Judge M. Christina Armijo found that the charged defendant had been “coerced” into submitting to a search by federal 2 drug agents.

TORRES ALTERS A TRANSCRIPT

At the center of the controversy was that Raúl Torrez asked 2 Federal law enforcement agents to review a transcript of a recording that was found “inaudible”. Instead of calling them as witnesses to testify under oath, Torrez asked the federal agents to make changes to the transcript based on their recollection of what was said and what occurred. Torrez then made a new transcript that combined their changes and informed the judge during the hearing that he wasn’t offering it as evidence but an “aid” for listening to the recording. Defense counsel objected, telling the judge “They’re trying to make an illegal search legal by making changes in the transcript.” The court agreed with the defense and entered the order.

Judge Armijo wrote in her original order:

“Based on the foregoing, the Court finds that the Government attempted to unfairly alter the content of the official transcript and thus the substance of what is purported to be represented on the audio recording in the case. Specifically, the Court finds that the Government attempted to take advantage of the obviously poor quality of the audio recording and the chaotic environment in the train car by having its witnesses … make substantive changes to the official transcription of the recording in a manner that favored the government’s case.”

After entry of the order, the United State Attorney filed a motion asking Judge Armijo to withdraw her findings about Torrez and requested that the original order and the language be deleted. Armijo honored the request and also deleted other language that faulted the testimony of the 2 drug agents during the suppression hearing as being “colored or influenced by the government’s efforts.” The day after Judge Armijo filed her amended ruling, the United States Attorney office dismissed the felony drug possession case against the Defendant.

Torrez in a May 9, 2016 Albuquerque Journal report said there was a “misunderstanding” of a transcript he initially offered at the hearing on a defense motion to suppress evidence. He said he never intentionally tried to mislead anyone. Torrez had this to say:

“I could have done a better job … but I had no idea there were going to be any kind of findings [from Judge Armijo] … I was pretty surprised and upset [at Judge Armijo’s’ ruling] … I’m pretty protective of my professional reputation. I’ve worked extremely hard both in school and my professional life. And the idea that I would jeopardize all of that, and my law license, for a drug case? That, frankly … doesn’t make any sense.”

As for the problems in preparing the evidence, Torrez gave the excuse that he “had 50 other cases going on [at the time].”

Torrez said he was never disciplined nor asked to leave the U.S. Attorney’s Office and said his departure was unrelated to the case, which is difficult to believe. The United States Attorney’s Office for its part has never disclosed the reasons why Torrez left and the office has declined to make any comment, saying it was a “personnel matter”.

Kenneth Gonzales, who was the U.S. Attorney for New Mexico at the time of the case and is now a U.S. District Judge, referred the Journal to “the publicly-filed briefs” and the U.S. Attorney’s Office. Steve Yarbrough, who was First Assistant U.S. attorney and who signed the
motion asking Judge Armijo to withdraw her remarks about Torrez, declined to comment. He became a U.S. Magistrate.

https://www.abqjournal.com/770736/candidate-for-district-attorney-drew-ire-of-judge.html

NEW MEXICO STATE AUDITOR BRIAN COLÓN

On May 13, Democrat New Mexico State Auditor Brian Colón announced his candidacy for the office New Mexico State Attorney General. In making his announcement, Colón said he sees the office of Attorney General as the logical opportunity to “take the next step” to deal with crime in the state.

PERSONNEL BACKGROUND

Colón is from Los Lunas, New Mexico, is married, his wife’ name is Aleli and the couple have 1 adult child, Rafael who recently graduated from college. Mr. Colón attended the University of New Mexico Law school from 1998 to 2001 earning his Juris Doctorate. He attended New Mexico State University from 1988-1998 and graduated with a Bachelor’s Degree in Business Administration majoring in Finance.

State Auditor Colón is serving his first term as State Auditor having been elected to a 4 year term in 2018. He could have run for one more term as State Auditor, but has opted to run for Attorney General.
According to Colón, his motivation is rooted in his experience growing up in New Mexico and his desire to serve his community.

Prior to becoming State Auditor, Colón served as the Chairman of the Democratic Party of New Mexico. In 2010, he ran for and lost his bid for Lieutenant Governor of New Mexico and in 2017, he ran for Mayor of Albuquerque. Colón is very well known within political circles for never ending positive campaigning, his fund-raising prowess not only as a candidate for office but on behalf of numerous charitable organizations. In 2017 when he ran for Mayor of Albuquerque, Colón raised upwards of $800,000.

EXAMINNG THE RECORD OF BRIAN COLÓN AS STATE AUDITOR

As State Auditor, Colón has emphasized protecting taxpayer dollars from “waste, fraud and abuse”. Colón said he wants the Attorney General’s office to take on tough cases local prosecutors shy away from, including prosecutions of bad cops or corrupt politicians. Crimes against children, sex crimes and gun crimes would also be priority. Colón had this to say:

“[New Mexico] can’t have prosperous communities until we have safe communities. … What motivates me is to fight for New Mexico’s families. … It’s what I’ve done my whole life.”

The following reported actions and audits are considered the major accomplishments of Brian Colón during his term as State Auditor.

SECRET SETTLEMENTS

On Monday, November 18, 2019 New Mexico State Auditor Brian Colón announced the results of a special audit he had ordered. The audit found $2.7 million in secret settlements involving appointees of former Republican Governor Susana Martinez. The settlements lacked proper documentation, transparency, and investigations according to the audit. Colón proclaimed the settlements an abuse of power” by former Republican Governor Susana Martinez. According to Colón, the secret settlements were done to save the former Governor from embarrassment, protect her personal reputation, and to protect her political appointees and her political agenda.

The special audit came after revelations about secret settlements of lawsuits against state official appointees by former Republican Governor Susana Martinez. Some of the settlements were sealed until after the former Governor’s departure from office at the end of 2018.

Auditor Colón ordered the special audit after retired New Mexico State Police Chief Pete Kassetas went public asserting that $2 million worth of settlements of claims filed against him and the Department of Public Safety were reached in the final weeks of the Martinez administration. Kassetas protested the settlements saying the claims had not been investigated thoroughly. The settlements included “gag orders” that no party to the settlements could disclose the terms of the settlements.

https://www.usnews.com/news/best-states/new-mexico/articles/2019-11-18/auditor-new-mexico-secret-settlements-were-abuse-of-power

The special audit found settlements of civil rights claims from fiscal year 2015 to the end of the Martinez Administration and the present averaged 607 days and higher. According to the audit, 18 claims were settled before Martinez left office much faster with most under 200 days. The audit also found that in a number of the settlements examined, the confidentiality periods and damages assessed for violating those agreements exceeded what is mandated by state law. The contracted state auditors reviewed the paper trail for each settlement and tried to speak with the outside attorneys hired to defend the state, along with former Risk Management Division officials and plaintiffs’ attorneys.

The special audit uncovered nearly $3 million in legal settlements from Governor Susana Martinez’s administration that were fast-tracked, approved with little or no investigation nor documentation, and contained illegal confidentiality agreements. During his press conference, New Mexico State Auditor Brain Colón strongly condemned the secret settlements by saying:

“This is about an abuse of power. It’s about a lack of transparency, and particularly as it relates to political appointees by our former governor. … We should never settle matters and use taxpayer dollars to protect political interest, political legacies and personal agendas. These are not anomalies that don’t matter … These are anomalies that actually represent secret payouts to protect the [fomer Gov. Martinez] administration’s reputation. … [W]hat’s truly concerning and what really is disgusting is that $2.7 million of those $5 million in settlements were done in secret without process and without a proper investigation. … There was virtually no proof in the files and in the records as to why these high dollar amounts were approved [by the Martinez administration.]”

You can review the entire Colón press conference here:

https://www.facebook.com/brian.s.colon/videos/10158016918094258/UzpfSTc0Mzc5NDI1NzozMDYwNjExMjk0OTk0MTQ6MTA6MDoxNTc1MTg3MTk5OjI1ODkzOTIwOTc2Mjg3OTg5NjQ/

APD POLICE OVERTIME SCANDAL

On Monday July 13, 2020 New Mexico State Auditor Brian Colón announced ordering a special audit of APD’s overtime payment policies to APD Police Officers. Colón ordered a special audit of all APD overtime policies after he said his office found enough red flags related to overtime practices and internal controls at APD. According to the June 24, 2020 letter to Mayor Tim Keller, the Office of the State Auditor designated the City for a special audit “in order to examine the City’s compliance with applicable laws, regulations, policies, and procedures.”

On Friday, August 6, 2021, the New Mexico State Auditor’s long-awaited special audit report on APD overtime abuse was released. The 64-page audit covers the time period of January 1, 2018 to June 30, 2020. The link to the entire 64-page audit report is here:

https://drive.google.com/file/d/1sIsbWAGpIC2mDFs8bsbQ1BhYDOSXH8Ig/view

According to the released special audit, it was the 7th audit performed on APD overtime practices since 2014. The 6 prior audits resulted in 17 findings and recommendation made. There was an absolute failure by APD command staff to carry out and implement the changes needed to solve the overtime problem. The released audit identified that certain APD police union contract terms and conditions were in violation of the Federal Labor Fair Standards act and that the police union contract has contributed significantly to the overtime pay abuse by rank-and-file police officers.

Colón had this to say in part about the audit release:

“Six prior audits or investigations had been performed regarding APD overtime. Five of those reports have been reviewed as part of this report. This report is the seventh regarding APD overtime since the first report in May of 2014. Each of the reports had detailed findings and recommendations that were not implemented. … The 2014 and 2017 reports had all of the findings and recommendations necessary to fix and prevent the issues reported on in the 2018, 2019, and the 2020 reports. The findings were clear, as were the recommendations. However, the recommendations were not implemented.”

“There has been inadequate oversight by both the City and APD. The systemic cause is that the City did not have a procedure to ensure all open audit reports and unresolved findings were accumulated and worked on until resolved. … Continued failure to provide oversight, monitoring and accountability has resulted in abuse and contributed to the public’s mistrust. … The City and APD must not waste any time in implementing the identified opportunities for improvement.

“What we know in this case is that time and time again, leadership at APD clearly ignored the findings that were presented. … These are the kind of findings that lead to continued waste and abuse and ultimately fraud. … “The most troubling thing is that we have had findings in the past that were ignored by [the APD] administration, and that is just going to be wholly unacceptable every single time. … It’s completely inappropriate … years later still not having policies and procedures in place to protect the citizens of Albuquerque when it comes to expenditures at APD.”

Colón said he thought his office’s latest audit would make a difference. He said an annual audit for the city would look at the issue.

https://www.krqe.com/news/politics-government/audit-makes-recommendations-for-apd-overtime-policies-practices/

https://www.koat.com/article/albuquerque-police-department-audited-for-overtime-pay-for-7th-time/37248257

https://www.kob.com/albuquerque-news/audit-apd-continues-to-abuse-overtime/6199260/?cat=500

https://www.abqjournal.com/2419877/seventh-audit-cites-apd-overtime-problems.html

OUSTING ENTIRE SCHOOL BOARD

On March 3, 2021, State Auditor Brian Colón released an audit of the Los Lunas Public Schools that uncovered violations of the State’s procurement code, the state Governmental Conduct Act and open records and open meetings violations.

https://news-bulletin.com/new-mexico-auditor-warns-los-lunas-board-of-education/

On May 26, 2021, based on the State Audit, it was reported that the state Public Education Department removed the five-member school board as a result of the audit and “the severe, un-remediated and persistent impairment of the education process by certain members of the school board.” The Public Education Department identified 8 violations of the state’s Governmental Conduct Act found by the State Auditor.

According to the removal letter “certain members”of the board addressed a district employee in a threatening manner at a board meeting and pressured another employee through their family to lie about “moonlighting” for their supervisor while on the job.

One member of the board was accused of asking a potential vendor to the district what was “in it” for them for setting up a possible contract. The Public Education Department also noted violations of the state’s public access laws after the board refused to hand public records over to the state, used personal email addresses for board matters and failed to provide specificity on agenda items before voting.

https://www.santafenewmexican.com/news/education/new-mexico-public-education-department-suspends-los-lunas-school-board/article_9dc341fe-be58-11eb-8db3-5391c4cc1d81.html

Colón had this to say about the audit:

“The Los Lunas schools, my alma mater, I knew almost everybody on that school board, a couple of them my whole life, but we still held them accountable.”

https://www.abqjournal.com/2499366/coloacuten-getting-people-to-sit-down-together-can-solve-big-issues.html

AUDIT OF LACK OF ADA-COMPLIANCE AT STATE GOVERNMENT BUILDINGS

On October 5, 2021, it was reported that an audit found continued accessibility issues at state government buildings throughout New Mexico. Upwards of 20% of New Mexicans have some sort of physical disability.

There are upwards 760 buildings in the state with ties to New Mexico state government, including office buildings, warehouses and more. The audit reviewed access between the parking lot and the front door of 23 different buildings used by various departments of state government. Buildings were tested in several locations around the state including Albuquerque and Fort Stanton near Ruidoso among other places. The audit found ADA compliance issues at 23 government buildings.

This audit detailed a 2-month study of state properties from Santa Fe to Albuquerque, to other parts of the state like Deming, Las Cruces and Las Vegas. The audit tested the number of parking spaces available for people with disabilities and pavement markings. Auditors also tested if the designated route from handicapped parking spaces to the front door of the building was the shortest available route. Among the findings, about one-third of parking lots reviewed did not have the proper number of van accessible spaces. Around 20% of the buildings didn’t have proper markings. Amid the findings state officials overseeing buildings made “compliance a priority” and made repairs.

Colón said:

“The administration immediately shifted resources to address the issue and did not wait. … That’s exceptional government in action.”

Links to quoted news sources are here:

https://www.krqe.com/news/new-mexico/new-mexico-auditor-to-reveal-results-of-ada-parking-lot-compliance-audit/

https://www.kob.com/archive/audit-ada-compliance-problems-at-state-building-parking-lots/

https://www.abqjournal.com/2435609/audit-finds-issues-with-some-state-buildings-parking-lots-ex-work-to-remediate-the-problems-and-close-gaps-in-ada-compliance-is-good-government.html

COWBOYS FOR TRUMP

On March 5, 2022, it was reported that the Otero County Commission awarded a “no bid” contract to spending nearly $50,000 of taxpayer money on a so-called audit of the 2020 presidential election over objections from the county attorney and clerk. Otero County Commissioner Couy Griffin sponsored the measure. Griffin is the founder of Cowboys for Trump was federally prosecuted and convicted for crimes related to the January 6, 2021 assault on the US capitol.

It was reported that where people are going door to door asking questions about how people voted. The canvassing was done EchoMail, a company that was also involved in an audit of the election in an Arizona county. Secretary of State Maggie Toulouse Oliver said the canvassing amounted to voter intimidation or harassment and said it was a “vigilante audit.”

https://www.abqjournal.com/2476589/state-agencies-take-aim-at-otero-county-contract-ex-officials-expres.html

State Auditor Brian Colón sent a letter on March 14, 2022 to the Otero County commission saying the county was deficient in its ability to properly oversee the contract compliance by EchoMail. Colón’s letter stated that the $49,750 election audit is not in the best interest of residents and amounted to political grandstanding.

Colón wrote:

“It appears that the County Commission failed to treat their government position as a public trust and instead used the powers and resources of their public office to waste public resources in pursuit of private interests concerning unsubstantiated claims of widespread election fraud. … [It] appears the County Commissioners may have abused their power in approving the County’s contract with the vendor for an ‘election audit’ that was not in the best interests of constituents and seemingly purely political grandstanding. The stated purpose and methodology of the ‘audit’ gives the appearance of the entire affair simply being a careless and extravagant waste of public funds, which does not appear to serve any useful purpose to the taxpayers of Otero County. … [A]additional concerns … suggest that … volunteer canvassers at the direction of the contractor are falsely representing themselves as employed by the County. … The [Office of the State Auditor] has concerns of potential liability for the County in connection with alleged civil rights violations of its citizens.”

https://www.abqjournal.com/2479294/election-audit-prompts-pushback-from-new-mexico-auditor.html

COMMENTARY AND ANALYSIS

The Office of New Mexico Attorney General historically is considered by many as the “people’s attorney.” Elected Attorney Generals have gone onto higher office including Toney Anaya who was later elected Governor, Jeff Bingaman who was later elected United States Senator and Tom Udall who was also later elected United States Senator

Brian Colón has more at stake given that his term is ending at State Auditor while Raúl Torrez will have two years left of his term as District Attorney should he lose the Attorney General’s race. Elected Attorney Generals have gone onto higher office including Toney Anaya who was later elected Governor, Jeff Bingaman who was later elected United States Senator and Tom Udall who was later elected United States Senator.

The race between both Colón and Torrez was bound to be hard fought in that both have expressed they are interested in eventually becoming Governor or going on to serve in congress. Both State Auditor Brian Colón and District Attorney Raúl Torrez are well-funded and their personal attacks on each other will likely continue until election day.

Whoever wins the Democratic Primary on June 7, 2022 will likely become the next Attorney General.
A link to a related blog article is here:

Democrat Attorney General Candidates Get Personal And Pummeled Each Other In KRQE Debate; Debate Revealed One Angry, Self-Righteous Politician, The Other A Dedicated Public Servant; “At End Of The Day” Colón Won Debate

APD External Force Investigation Team Files Third Quarterly Report: 3,674 Use of Force Incidents Reported, 44.54% of Use of Force Investigations Found Out Of Compliance, 667 Case Backlog On Hold; Federal Monitor’s 15th Report; Remove Sergeants And Lieutenants From Police Union

On February 26, 2021, the City and the United States Department of Justice (DOJ) entered into a Stipulated Agreement filed with the United States District Court to stay a contempt of court proceeding against the city for willful violations of the Court Approved Settlement Agreement (CASA). The Stipulated Order established the External Force Investigation Team (EFIT).

On May 16, the External Force Investigation Team filed with the Federal Court its third Quarterly Report on the progress made by APD. The third report is 38 pages long and covers the time period of February 17, 2022 to April 22, 2022. It has 8 Exhibits (A through H). The report was prepared by EFIT Administrator Darryl S. Neier.

EDITOR’S NOTE: The link to the EFIT 3rd Quarterly Report, along with Quarterly Reports 1 and 2, will be found at the below link under the title External Force Investigation Team Quarterly Reports once posted by the city:

https://www.cabq.gov/police/documents-related-to-apds-settlement-agreement

This blog article is a report on the findings of the EFIT contained in the report. It also touches on the 15th Federal Monitors report released prior to the EFIT Third Quarterly report and reports on the approval of APD’s budget. Reviewed together, the 15th Federal Monitors Report and the EFIT 3rd quarterly report represent that APD has taken two steps forward followed by two steps backwards in coming into compliance with the DOJ reforms mandated by the consent decree.

BACKGROUND

The APD Internal Affairs Force Division (IAFD) intentionally did not investigate 667 cases of police “use of force cases” to the point that even if investigators found officers hadn’t followed policies, they could not be disciplined because the deadlines had passed.

The External Force Investigation Team (EFIT) was established to train APD’s force investigators and ensure cases were being investigated within 90 days. Since EFIT started its work, no new cases have been added to the backlog. Federal Judge James Browning who is assigned to oversee the settlement has signed off on a plan to allow the EFIT to continue its work and also to review the backlog cases.

The EFIT is on call 24 hours a day, seven days a week. It is required to respond to all police use of force call outs within 1 hour of notification.

All Use of Force (“UOF”) investigations undertaken by the EFIT must be completed within 60 days with an additional 30-day supervisory review period for a total of 90 days from start to finish. Pursuant to the Federal Court Order, EFIT must conduct joint investigations with APD Internal Affairs Force Division (“IAFD”) of all Level 2 and Level 3 Use Of Incidents. This includes all Tactical Deployments where there is APD police Use of Force is utilized. EFIT must also assist APD with training concerning the its Use of Force policies.

MAJOR HIGHLIGHTS EFIT THIRD QUARTERLY REPORT

Major highlights and findings that can be gleaned from the third EFIT Quarterly Report and that have been edited to assist public consumption are as follows:

CASES OUT OF COMPLIANCE

“As of this report, 21 out of the 229 OR 9.17% of the Use of Force investigations closed by EFIT and the Internal Affairs Force Division were found to be not within the APD Use of Force policies. This is a decrease from the 10.63% reported in the previous quarterly report.

Most significantly, 102 out of the 229 or 44.54% of the Use of Force investigations closed by EFIT and the Internal Affairs Force Division were found to be out of compliance when evaluated against the Process Narrative utilized to assess investigations. This is an increase from 34.4% reported in the previous quarterly report). This development must be an obvious concern for the Internal Affairs Force Division. (Page 5 of of EFIT report.)

As of April 22, 2022, EFIT and the Internal Affairs Force Division responded to and/or opened investigations on 3,674 Use of Force incidents to include 11 Officer Involved Shootings (“OIS”) and made 3 referrals to the Multi-Agency Task Force (“MATF”) for potential criminal violations.

EFIT and the Internal Affairs Force Division completed 229 investigations within the 90-day time period outlined in the Amended Stipulated Order. (Page 7 of report.)

EFIT assumed 10 Use of Force investigations pursuant to … the Amended Stipulated Order as those investigations became close to violating the stipulated timelines.

Pursuant to the Amended Stipulated Order, the City drafted a contract for EFIT to establish a secondary team (“EFIT 2”) to investigate and address the 667 backlog cases. While the EFIT 2 contact is pending approval with the City, the EFIT Executive Team has been diligently interviewing and securing the personnel and prepared the methodology by which the EFIT Backlog team will address the backlog cases pursuant to the Amended Stipulated Order. (Page 7 of EFIT report.)

As of August 28, 2021, IAFD met with the staffing requirement that IAFD must be staffed with 25 Detectives/Investigators. …

Currently [the Internal Affairs Force Division] has 14 civilian Investigators and 13 Detectives. [R]ecent discussions with the Internal Affairs Force Division Commanders revealed that by the end of August 2022, the Internal Affairs Force Division may lose several of the most experienced personnel due to retirements, promotions, officers requesting [to go] back to field divisions and specialized field units. Chief Medina authorized the staffing of [the Internal Affairs Force Division] to be increased to 31 personnel in anticipation of the expected loss.”

ACCOMPLISHMENTS TO DATE

“The EFIT Executive Team reported that … pursuant to the established protocols, [it began] to transition Internal Affairs Force Division detectives to conduct interviews without EFIT’s direct supervision. Nine Internal Affairs Force Division … personnel are progressing through the … the system that will ultimately lead to an IAFD Detective conducting Use Of Force investigations without direct supervision of EFIT. (Page 13 of EFIT report.)

Again, once a Detective is identified by an EFIT Investigator, Supervisor or Executive Team Member, as attaining the requisite capabilities to conduct interviews without EFIT’s direct supervision, the EFIT Executive Team will make a determination that the IAFD Detective may conduct interviews … .

As of this report, EFIT/IAFD responded to, and are investigating, a total of 367 Use of Force incidents. These investigations are completed on an average of 54.31 days. (Page 22 of EFIT Report. report.)

In addition, 229 Use Of Force investigations were closed, averaging a total of 88.01 19 days for closure. While this currently meets the applicable timelines under the relevant documents, it will need to be addressed going forward to lower this number.

Supervisor reviews still average 22.87 days however, EFIT observed slight improvement from February 1, 2022, through April 22, 2022. The average supervisor review during this time period is now 17.41 days.

Of the Use Of Force cases closed (229), 21 cases were out of APD Policy or 9.17% and 102 of the 229 investigations or 44.54% failed to comply with the Process Narrative.

These levels remain extremely high and EFIT repeatedly meets with APD to address them. During this reporting period APD experienced 5 Officer Involved Shooting incidents. EFIT identified numerous issues regarding these cases. Specifically, during this most recent quarter, EFIT observed and/or discovered numerous issues with the way [the Internal Affairs Force Division] is handling Officer Involves Shooting investigations.

IAFD Detective are assigned varying numbers of active Use of Force investigations. This is an issue that EFIT has raised numerous times. In addition, EFIT recently has been made aware that certain IAFD Supervisors may be requesting Detectives to “sit on” completed investigations so not to make others in IAFD “make look bad.” This conduct is inexcusable if EFIT is to complete its Court ordered mandate.”

CONCERNS TO DATE

“The most troubling concerns of EFIT continue to be with the Internal Affairs Force Division supervisors and the sustainability of Internal Affairs Force Division recruitment. EFIT has serious concerns with the manner in which Internal Affairs Force Division first line supervisors are handling daily supervision of the Detectives in the Division. EFIT believes that this is clearly a first line supervisory issue that, if left uncorrected, will continue to render investigations out of compliance with the Process Narrative. (Page 24 of EFIT report.)

EFIT observed improvement when the Internal Affairs Force Division Detective respond to the scene of a Use Of Force when conducting a thorough investigation and are now finally collecting the proper documentation. However, a nationally accepted standard investigative technique and requirement of the Process Narrative is that within three business days of the Use of Force, the Internal Affairs Force Division Supervisor and Internal Affairs Force Division detective along with EFITs input, must develop an Investigative Plan.

These investigative plans are not only best practices throughout the country, they insure proper first line supervision of Detectives enabling the supervisors to know the case and status, and guiding the Detectives through the Use of Force investigations along with immediate problem solving. An added benefit to the first line supervisor is that, once the case is presented for review, they already know the case and can conduct their review in an expedient manner. (Page 25 of EFIT report.)

On March 17, 2022, after months of the EFIT Executive Team offering assistance to the Internal Affairs Force Division to address consistent violations of the Process Narrative without response, EFIT Administrators Neier and Hurlock provided training to all Internal Affairs Force Division Supervisors and Internal Affairs Force Division Command Staff as to how to compile a sufficient investigative plan.

Approximately a month after providing the investigative plan training, 29 current Use of Force of investigative plans were reviewed by the EFIT Executive Team and the team found:

A. 13.79 % – Were not filed in [in the approved format];
B. . 37.93% – Investigative plan was deemed insufficient by EFIT; and
C. 62.06 % – Failure to conduct follow-up weekly meetings and/or failure to update Investigative Plans … (Page 26)

The aforementioned concerns, will undoubtably take the UOF investigations, no matter what the outcome of APD policy decisions, out of compliance with the Process Narrative. This will have the attendant consequence of prolonging EFIT’s tenure to fulfill its Court ordered mandate.

… [O]ver the last 9-10 months, supervision at all levels is severely lacking. Indeed, supervisors, at all levels, must take responsibility for compliance. IAFD is making strides with the daily mentoring of EFIT at the Detective levels. However, the Internal Affairs Force Division command must focus on all levels of supervision to ensure that the Internal Affairs Force Division reaches a 95% compliance level as required by the Amended Stipulated Order. At this point, a great deal must be done if IAFD is to ever attain this goal. … . (Page 27 of EFIT Report)

… [T]he EFIT Executive Team noted several instances where EFIT Investigators provided guidance and expertise to Internal Affairs Force Division regarding Officer Involve Shooting investigations, and such guidance was completely ignored by Internal Affairs Force Division personnel. On one such Officer Involve Shooting investigation, the EFIT Executive Team assigned two seasoned EFIT Investigator with extensive homicide and Officer Involved Shooting experience.

At the same time, the EFIT Executive Team suggested that Internal Affairs Force Division Command reassign the Internal Affairs Force Division Supervisor for lack of supervision and the Investigator with no Officer Involve Shooting experience, stating that “she had to learn some time.

The EFIT Executive Team … suggested that a second Internal Affairs Force Division investigator be assigned with her in an observation compacity, this suggestion was also ignored. [The] Internal Affairs Force Division Command ultimately reassigned the supervision of the UOF investigation. As a result, EFIT essentially assumed primary interview responsibilities for this investigation. Moreover, considerable time was unnecessarily expended as the Investigator missed several deadlines and submitted extra material after the report was issued late.

While EFIT is limited in directing the Internal Affairs Force Division, EFIT reserves the right under the Stipulated Order … [and] the Amended Stipulated Order … to complete investigations and supervisory/command review if “believes that deficiencies in the tactics or work product of Internal Affairs Force Division personnel assigned to the investigation is likely to prevent the investigation from being completed within the deadlines provided for in the CASA, APD policy, and the CBA.”

It should be noted that EFIT is not advocating speed at the expense of a thorough and complete investigation. However, EFIT believes that it is possible to have a thorough and complete investigation in a timely manner. When EFIT provides direct guidance during a UOF investigation the total completion time is averaging 88.01 days.

EFIT believes that with proper supervision by IAFD these investigation and review timelines will decrease. EFIT is concerned that the timely completion of investigations will cease upon transfer back to IAFD for the reasons articulated thus far throughout this report.” (Page 29 of report.)

ALBUQUERQUE POLICE OFFICERS ASSOCIATION

“EFIT reported on the prior actions of the APOA where the union’s representatives interrupted interviews in clear contravention of Collective Bargaining Agreement (“CBA”). Since EFIT’s inception and after the initial meetings with the APOA, EFIT is not experiencing the number of issues originally observed. However, on occasion these issues unfortunately occur with representatives interrupting interviews or acting in an unprofessional manner.
… .

CITY LEGAL

“EFIT identified certain issues regarding the City and its legal department. These issues include but are not limited to:

1. the ability to secure the contracts and funding for the continuation of EFIT’s current contract and the EFIT backlog team;
2. issuing opinion letters regarding the interpretation of certain labor agreements; and
3. clarification of the legal protocols concerning OIS events.

SUSTAINABILITY

“Sustainability of trained IAFD Detectives/Investigators … continue to be one of the EFIT Executive Team’s main concern related to the eventual transfer of responsibility from EFIT to APD for conducting full investigations of Level 2 and Level 3 Use of Force as individual IAFD Detectives and Supervisors meet the qualifications identified in … the Amended Stipulated Order. …

The APOA contract enables sworn personnel to “bid” based in part with seniority to various Divisions. EFIT witnessed the lack of sworn personnel wanting to transfer into the Internal Affairs Force Division requiring APD to assign the bottom of the bid list to the Internal Affairs Force Division to comply with the staffing levels of the Amended Stipulated Order.

At present little is done to keep sworn personnel in the Internal Affairs Force Division. This is especially so when promotions, requests for transfer of senior sworn personnel occur and a bid is announced. The loss of these trained personnel can be devastating.

It is anticipated that by August 2022, approximately 40% of the sworn personnel that are in the transition process will no longer be assigned to the Internal Affairs Force Division. With EFIT’s concern, APD is committed to over staffing the civilians in the Internal Affairs Force Division bringing the Division to a level of 31 from the current numbers. We commend APD in that regard however a well-functioning Internal Affairs Division needs both sworn and civilian personnel.”(Page 32 of EFIT Report.)

MINIMAL CHANGES TO POLICE UNION CONTRACT AGGRAVATE INTERNAL AFFAIRS FORCE DIVISION STAFFING

“While the City has made changes regarding incentives for the Internal Affairs Force Division personnel, EFIT believes more needs to be done. While EFIT anticipated that this would be addressed further during the recent collective bargaining agreement negotiation process, minimal changes were made in this regard in the contact signed by the City and the APOA on December 30, 2021, by providing the same incentive pay as field Officers receive for staying within the same area command as those staying in IAFD or IAPS.

Pursuant to the police union contract “An officer will receive $1,300.00 for each year served for the entire year in the same Area Command or the IA Division, up to and capped at four years of continuous service or $5,200.00 per year.” …

We commend Chief Medina in providing this incentive to the civilian Investigators, however more incentives are needed to make IAFD a sought-after Division at APD with an environment that has motivated teams and provides the best equipment, training, and promotional opportunities to Officers (Page 33 of of EFIT Report.)

Additionally, a recommendation both civilian Investigators and Detectives be required to reimburse the City for training costs if they choose to leave the Internal Affairs Force Division within a proscribed period of time to be determined. The training and mentoring are a substantial cost via EFIT, and other external sources paid by the City.

The five new civilian Investigators that APD hired are continuing their onboarding and started responding to on-scene UOF incidents the end of April 29, 2022.

While the Internal Affairs Force Division is responding within one hour as required by the Amended Stipulated Order, namely, within 42.43 minutes, its average response time is longer than EFIT’s average response time which is 28.17 minutes. It is also longer than the previous the new civilian training time of 30.55 minutes.

The assigned Internal Affairs Force Division Detective is required to pick up trainees on their way to a callout. This difference in time is due to the lack of assigned vehicles for trainees as a potential cause for this newfound delay. This has the attendant consequence of increasing the amount of time an Officer who utilized force must remain on scene.

The EFIT Executive Team conducted interviews for the Backlog Force Case Investigations Team (“EFIT 2”) 31 and are currently waiting for the City to execute and fund the contract to start the onboarding process and commence the investigations of 667 Backlog Force Cases.”

FUNDING FOR DEPARTMENT OF JUSTICE COMPLIANCE

On May 16, the Albuquerque City Council voted 7 to 2 to approve the 2022-2023 city budget. The overall budget approved by the Albuquerque City council is for $1.4 Billion and with $857 million in general fund Appropriations. The budget approved by the council was increased by 20% over the current year’s budget which ends June 10, 2022.

The Albuquerque Police Department (APD) continues to be the largest city budget out of 27 departments. The fiscal year 2023 approved General Fund budget is $255.4 million, which represents an increase of 14.7% or $32.8 million above the fiscal year 2022 level. The approved General Fund civilian count is 665 and sworn count is 1,100 for a total of 1,765 full-time positions.

The Fiscal Year 2023 budget contains a line-item budget of $22,094,000 for the Office of the Superintendent of Police Reform. At the end of December, Superintendent of Police Reform Sylvester Stanly “retired” after a mere 8 months on the job and a national search is being conducted to find a replacement. The city is advertising the position with pay to be $150,000 to $180,000 depending upon experience.

Included in the 2022-2023 budget is funding of $1.6 million for the Federal Court Appointed Independent Monitor assigned to audit APD’s progress in implementing the Court Approve settlement agreement. There is also an increase in one-time funding of $2.6 million for the Use of Force Contract, which is funding for 24 outside investigators hired on contract and assigned to the External Use of Force Investigation Team (EFIT) which investigates police use of force cases.

The EFIT has now been assigned with the task of the investigation of a backlog 660 sworn police use of force cases that APD was highly criticized by the Federal Monitor for its failure.

In fiscal year 2022, 63 full-time civilian positions were added at a total cost of $4.9 million including benefits and reduction of $134 thousand in contractual services for a net cost of $4.7 million to support the daily operations and/or compliance with the Court Approved Settlement Agreement (CASA).

The fiscal year 2023 proposed budget includes an additional 17 fulltime positions at a total cost of $1.4 million including benefits for 9 full-time positions for the internal affairs department, two victim advocates, three violent crime analysts, one investigative liaison to assist in non-critical tasks for homicide detectives, one fiscal program manager and one purchasing coordinator to support the daily operations of the fiscal department.

15TH FEDERAL MONITOR’S REPORT ON APD REFORM COMPLIANCE

On May 11, Federal Court Appointed Independent Monitor James Ginger filed his 15th Report on the Compliance Levels of the Albuquerque Police Department (APD) and the City of Albuquerque with Requirements of the Court-Approved Settlement Agreement. The 15th Federal Monitors report is a 332 page report that covers the 6 month time frame of August, 2021 to January, 2022. The link to review the entire report is here:

https://www.cabq.gov/police/documents/910-220511-imr-15.pdf

The Federal Monitor reported that as of the end of the IMR-15 reporting period, APD’s compliance levels are as follows:

Primary Compliance: 100%
Secondary Compliance: 99%
Operational Compliance: 70%

These are the highest compliance level numbers since the Court Approved Settlement agreement was entered into in 2014. The 15th Federal Monitors report is also a dramatic reversal from the past 3 monitor reports that were highly critical of the Keller Administration and the Albuquerque Police Department.

The Federal Monitor Ginger said that the quality of writing and accuracy of investigations of police use of force cases has improved greatly since the creation of the External Force Investigation Team which has streamlined reviews of use of force and investigations by upper-level staff.

The Federal Monitor said this in his 15th report about EFIT:

“… optimism should be tempered by recognition of administrative and cultural obstacles that persist. … Eventually, EFIT will pass oversight responsibilities back to APD, which will test APD’s ability to sustain the obvious progress made with day-to-day external oversight.”

The link to quoted news source material is here:

https://www.abqjournal.com/2498594/apd-sees-significant-gains-in-reform-effort.html

APD CHIEF HAROLD MEDINA’S REACTION TO 15TH REPORT

APD Police Chief Medina was quick to react and say it was “great news” and to take credit for the latest improvements in APD’s compliance levels as mandated by the Court Approved Settlement Agreement. Medina attributed the progress in compliance in the reporting period to new leadership at the training academy and in other high-level positions.

Chief Harold Medina said APD’s goal is for the department to be in full compliance with the Court Approved Settlement Agreement in 2 years. Medina said this about the 2 year goal:

“We may not meet that goal, and we could get criticized later that we didn’t meet our goal. But we’re going to set the goal … . We’re going to believe in ourselves and we’re going to try our best. If, 2 years from now, we recognize we need one more period, well, you know what, it’s a whole lot better than anybody else has done.”

COMMENTARY AND ANALYSIS

This is what you call APD taking two major steps forward and two major steps backwards in APD’S continuing 7 year saga to come into compliance with the Court Approved Settlement Agreement (CASA) and implementation of the 271 mandated reforms to eliminate APS’ culture of aggression found by the Department of Justice in 2014. The two steps forward are the increases in the two compliance levels of the settlement. The two steps backwards are 3,674 Use of Force Incidents Reported and 44.54% of Use of Force Investigations found to be out of compliance.

APD took two steps forward when the Federal Monitor reported that APD reached its highest compliance levels since the Court Approved Settlement agreement was entered into in 2014. The Federal Monitor tempered his findings when he wrote in his 15th Monitor’s Report:

“The weak points of APD’s compliance efforts remain the same as they were in [the previous report]: supervisors and mid-level command personnel continue to be the weak link when it comes to holding officers accountable for their in-field behavior. Until that issue is resolved, further increases in APD’s compliance levels will be difficult to attain.”

APD then took two major steps backwards when the EFIT reported 102 out of the 229, or 44.54% of the APD Use of Force investigations closed by EFIT and the Internal Affairs Force Division were found to be out of compliance when evaluated. EFIT also reported that as of April 22, 2022, EFIT and the Internal Affairs Force Division responded to and/or opened investigations on 3,674 Use of Force incidents. After 7 full years of the settlement, use of force by APD incidents dealing with the public are still problematic.

When the Federal Monitor released his 15th report, APD Police Chief Medina was quick to react and say it was “great news” and to take credit for the latest improvements in APD’s compliance levels. Medina also set the goal for the department to be in full compliance with the Court Approved Settlement Agreement in 2 years.

After over 7 years of implementing the mandating DOJ reforms, and millions spent on training, APD appears to have turned the corner on implementing the 271 mandated reforms. Medina’s goal to attain full compliance within two years commendable but actually means the public needs to brace itself for the DOJ being around for at least 4 more full years.

Under the terms and conditions of the Court Approved Settlement Agreement (CASA), once APD achieves a 95% compliance rate in the 3 identified compliance levels and maintains it for 2 consecutive years, the case can be dismissed. Primary Compliance is now at 100%, Secondary Compliance is now at 99% and Operational Compliance is now 70%. The problem is APD also has a history of improving compliance levels taking major steps forward only for it return to previous lower levels.

REMOVE SERGEANTS AND LIEUTENANTS FROM POLICE UNION

Being optimistic about APD coming into full compliance within 2 to 4 years may be justified given the new compliance levels but not at all realistic given the findings contained in the third External Force Investigation Team Quarterly Report.

The Federal Monitor, and now the EFIT, have found that APD sergeants and lieutenants are failing in the use of force investigations or who are resisting the reforms. In the 15th report, the Federal Monitor said:

“What remains to be done is to focus on APD’s sergeants, lieutenants, and commanders to ensure that APD’s major compliance systems are CASA-congruent and reflect department-established oversight of uses of force, oversight of day-to-day delivery of CASA-compliant services to the communities APD serves, and oversight of the compliance functions with respect to uses of force and day-to-day interactions with the public.”

Police sergeants and lieutenants cannot serve two masters of APD management and union that are in conflict when it comes to the reforms. To achieve compliance, sergeants and lieutenants need to be removed from the police union and made at will employees. The removal will allow APD management to take appropriate measures to ensure the reforms are accomplished and hold those who resist the reforms accountable.

City Council Approves $1.4 Billion 2022-2023 City Budget On 7-2 Vote; 20% Increase In Operating Budget; 5% Pay Raises Approved; Self Righteous Dan Lewis Opposition To $250,000 Planned Parenthood Funding Sign Of Things To Come From Lewis Opposing A Woman’s Right To Choose

On May 16, the Albuquerque City Council voted 7 to 2 to approve the the 2022-2023 city budget. The council approved the budget on a 7-2 vote with Democrat City Councilors Pat Davis, Isaac Benton, Klarisa Pena, Tammy Fiebelkorn and Louie Sanchez and Republicans Brook Basaan and Trudy Jones voting YES and Republicans Dan Lewis and Renee Grout voting NO. The fiscal year begins on July 1, 2022 and will end on June 30, 2023. By law, the city budget must be a balance budget with deficit spending strictly prohibited.

BUDGET HIGHLIGHTS

The overall budget approved by the Albuquerque City council is for $1.4 Billion and with $857 million in general fund Appropriations. The budget approved by the council was increased by 20% over the current year’s budget which ends June 10, 2022.

The general fund appropriation for the 2022-2023 fiscal year is more than the present year’s $714.5 million. It is also $15 million more than the fiscal year 2023 proposed by Mayor Tim Keller and sent to the Council on April 1. The total city budget of $1.4 Bullion includes “enterprise fund” Departments, such as Aviation, that are funded by their own revenues.

The general fund provides funding for city essential and basic services such as police protection, fire protection, the bus system, solid waste collection and disposal, the zoo, aquarium, the city’s museums maintenance, city libraries, the bus system, senior and community centers, swimming pools and parks and road maintenance. According to the proposed 2022-2023 budget, in 2021 the city had 6,536 full time employees and under the approved budget will have 6,916 for an increase of 380 full time positions or a 5.8% increase.

The increase includes $107.8 million in Gross Receipts Tax (GRT), $3.5 million in property tax, $7.2 million in other taxes, $3.1 million in enterprise revenue, and $57.8 million in inter-fund and fund balances. Gross Receipts Tax (GRT), enterprise revenues, and property taxes together make up 61% of the City’s total revenues. GRT is the City’s major source of revenue and is estimated at $529.7 million or 38% of total resources for fiscal year 2023. Property Tax comprises 12.4% of total revenue. The various enterprises operated by the City are estimated to generate 10.6% of total revenue in fiscal year 2023.

The Keller administration projected that the city will have over $100 million more in gross receipts tax to spend in 2023 than it budgeted for this year. Gross Receipts Tax is the tax assessed on the sale of most goods and services and GRT revenues have been much stronger than expected creating a balance of funding that can be applied to the 2022- 2023 budget cycle.

The approved budget includes 5% pay hikes for city workers plus additional one-time incentives of up to $2,000 per employee. The 5% pay raise for city workers and one-time incentive pay of between $500 and $2,000 dollars is for employees making under $100,000 a year. The Keller Administration had proposed a city-wide 2% cost-of-living increase for the city workforce. The City of Albuquerque employs upwards of 6,259 full time employees.

The link to the proposed and enacted 2022-2023 proposed budget is here:

https://www.cabq.gov/dfa/documents/fy23-proposed-final-web-version.pdf

LARGEST DEPARTMENT BUDGETS PASSED AND INCREASES

There are 28 city departments. The Police Department and the Fire and Rescue Department are the two largest departments for City operating appropriations, primarily due to their large workforces. The two departments together comprise 26.8% of the total fund appropriations of $1.4 billion and 43.1% of the General Fund appropriations of $841.8 million in fiscal year 2022-2023.

ALBUQUERQUE POLICE DEPARTMENT

The Albuquerque Police Department (APD) continues to be the largest city budget out of 27 departments. The fiscal year 2023 approved General Fund budget is $255.4 million, which represents an increase of 14.7% or $32.8 million above the fiscal year 2022 level. The approved General Fund civilian count is 665 and sworn count is 1,100 for a total of 1,765 full-time positions.

APD’s general fund budget of $255.4 provides funding for 1,100 full time sworn police officers, with the department fully funded for 1,100 sworn police for the past 3 years. However, there are currently 875 sworn officers in APD. The APD budget provides funding for 1,100 in order to accommodate growth. During APD’s budget review hearing, APD Chief Medina acknowledged that the department will likely not meet that staffing level and the personnel funds will help cover other operating costs.
The APD’s budget was increased to accommodate for an immediate 8% in police pay and another 5% in police pay to begin in July because of the new police union contract.

The APD budget provides for a net total increase of $1.2 million in overtime pay to accommodate the police union contract hourly rate increase that went into effect on January 1, 2022.

In fiscal year 2022, a memorandum of understating agreement was approved increasing the hourly rate of pay for 911 operators in an effort to retain emergency service operators and offer a competitive wage for a total personnel cost of $737 thousand.

Technical adjustments include funding of $6.4 million for a 5% increase in hourly wages and longevity for sworn officers in accordance to year two of the approved police union contract and 2% Cost of Living Adjustments for civilian positions, subject to negotiations for positions associated with a union. An adjustment of $2.6 million for health benefits, insurance administration, life insurance and 0.5% State mandated Public Employees Retirement increase for the employer’s share.

A net total increase of $1.2 million in overtime is included for the APOA hourly rate increase that went into effect January 1, 2022. In fiscal year 2022, 63 full-time civilian positions were added at a total cost of $4.9 million including benefits and reduction of $134 thousand in contractual services for a net cost of $4.7 million to support the daily operations and/or compliance with the Court Approved Settlement Agreement (CASA).

ALBUQUERQUE FIRE RESCUE

The Fire and Rescue Department (AFR) is the second-largest city department with funding at $107.6 million and reflects an increase of 11.6% or $11.2 million above the fiscal year 2022 original budget. In fiscal year 2021, AFR was budgeted for 781 full time positions and in the 2023, AFR is budgeted for 812 full time positions.

AFR and the Fire Marshal’s office are involved with code enforcement actions against substandard or vacant commercial and residential properties and the “Addressing Dilapidated and Abandoned Property Team” (ADAPT program.) AFR is also involved with the “Humane and Ethical Animal Regulations and Treatment (HEART)” Ordinance for frequent 9-1-1 callers.

Within the AFR budget, the Office of Emergency Management (OEM) is funded. OEM assisted with the city’s response to the pandemic, activating volunteers and City workers on everything from the distribution of protective equipment to operating points of dispensation to get the vaccine to thousands of Albuquerque residents. The Fiscal Year 2023 budget for AFR is in the top of the nation for medical calls per capita . . The AFR budget includes one-time payment of a million dollars to put towards funding and paramedic programming while maintaining proper staffing levels, and $2.4 million to increase call response capacity in high utilization areas.

The council approved 29 new positions for AFR all on the medical side. 16 of the positions will be paramedics to work on rescues in the southeast part of the city, which sees the highest number of medical calls.

There will also be 13 more positions funded for people to fill in for firefighters who decide to go to paramedic school. Traditionally, those students would be taken out of the mix during their year of study but these additional positions will make sure the department is fully-staffed during those times.

ALBUQUERQUE COMMUNITY SAFETY DEPARTMENT

In fiscal year 2021, the Keller Administration created the Albuquerque Community Safety Department (ACS) with an initial budget of $2.5 million. The ACS consists of social workers and mental health care workers to deal with those suffering from a mental health crisis or drug addiction crisis and they are dispatched in lieu of sworn police or fire emergency medical paramedics.

The fiscal year 2022 budget for ACS was $7.7 million and the fiscal year 2023 proposed budget doubles the amount to $15.5 million to continue the service of responding to calls for service and perform outreach for inebriation, homelessness, addiction, and other issues that do not require police or EMT response.

The Albuquerque Community Safety Department (ACS) dispatches trained and unarmed professionals to respond to 9-1-1 calls that do not require a police or paramedic response. ACS is taking hundreds of calls per month, easing the burden on police and paramedics and improving outcomes on behavioral health calls.

The Fiscal Year 2023 proposed budget was for $15 million to provide funding to add 74 new positions to make it a 24/7 round-the-clock operation across the city. However, at the Keller Administration’s request during the budget hearing, the council voted to fund the new jobs for only part of next year under the assumption they would not all be filled as of July 1.

CITY COUNCIL DOUBLES BUDGET REQUEST TO ADDRESS HOMELESSNESS

Since being elected Mayor and assuming office for his first term on Decemebr 1, 2017, Mayor Tim Keller’s addressing the city’s homelessness crisis has been a top priority. The Keller Administration has said the goal is to address the homeless crisis through a housing-first approach.

During the May 16 city council meeting, several amendments passed that increased the amount of money going toward emergency housing support for the homeless. Those amendments increased the total appropriations from $7 million to just under $15 million. The city council approved $15 million dollars in recurring funds for housing vouchers meant to help the homeless, or those on the brink of it, to pay their rent.

Funding of $3 million for supportive housing was provided as was first requested with $4 million added to go toward that cause each year.

Overall, the council approved upwards of $20 million for rental vouchers, about $15 million of it built into the budget on a recurring basis.

Albuquerque began operating its first Gateway Center for the homeless at the former Lovelace Hospital the city purchased for the Gibson Health hub. $4.7 was approved to operate the emergency shelter.

Mayor Keller’s office will now have to create a plan to use the extra money granted by the council for those in need of supportive housing. There is also $100,000 in the budget allocated toward emergency housing for victims of domestic violence.

The 2022-2023 approved city budget provides major funding to deal with the homeless including the following approved funding:

• $24 million in Emergency Rental Assistance from the federal government, which the City will make available in partnership with the State.

• $4 million in recurring funding and $2 million in one-time funding for supportive housing programs in the City’s Housing First model. In addition, as recommended by the Mayor’s Domestic Violence Task Force, the budget includes $100 thousand for emergency housing vouchers for victims of intimate partner violence.

• $4.7 million net to operate the City’s first Gateway Center at the Gibson Medical Facility, including revenue and expenses for facility and program operations.

• $500 thousand to fund Albuquerque Street Connect, a highly effective program that focuses on people experiencing homelessness who use the most emergency services and care, to establish ongoing relationships that result in permanent supportive housing.

• $214 thousand to adequately staff the senior meal home delivery program, which delivered over 390,000 meals to seniors since the pandemic started.

• $750,000 for proposed “safe outdoor spaces,” often called government sanctioned encampments for the homeless. If approved by Council, will enable ultra-low barrier encampments to set up in vacant dirt lots across the City. There is an additional $200,000 for developing other sanctioned encampment programs.

• $1.3 million for a Medical Respite facility at Gibson Health Hub, which will provide acute and post-acute care for persons experiencing homelessness who are too ill or frail to recover from a physical illness or injury on the streets but are not sick enough to be in a hospital.

• Full funding for the Westside Emergency Housing Center which is operated close to full occupancy for much of the year.

• $500 thousand to fund the development of a technology system that enables the City and providers to coordinate on the provision of social services to people experiencing homelessness and behavioral health challenges.

• $500 thousand to fund Albuquerque Street Connect, a highly effective program that focuses on people experiencing homelessness who use the most emergency services and care, to establish ongoing relationships that result in permanent supportive housing.

SAFE NEIGHBORHOODS INITIATIVES

Safe Neighborhood Initiatives deals with making strong neighborhoods marked by clean and safe public spaces and a thriving environment. The approved fiscal year 2023 budget includes the following Safe Neighborhood Initiatives:

• Full funding for nuisance abatement, including the Code Enforcement Division of Planning and the ADAPT program in the Fire Marshal’s Office to continue voluntary abatement, condemnations and clean-ups. Three years ago, the Keller Administration gutted the Safe City Strike Force, an acknowledged best practices program that initiated upwards of 1,000 enforcement actions a year against substandard properties that were magnets for crime, and eliminated $1.5 million in funding and substituted the ADAPT program that emphasizes “voluntary” compliance with city codes an avoids condemnations and code compliance measures.

• An additional $750 thousand to expand the very successful spay and neuter program to reduce the population of homeless animals in the City.

• An additional $580 thousand for City security staff to be dedicated to City parks.

• An additional $445 thousand to form an Illegal Dumping Crew that will also service cleanliness to the City’s ART stations.

• Full funding for emergency board-up activities, and the Block-by-Block program.

• Full funding for emergency board-up activities and the Block-by-Block program.

SAFE COMMUNITIES’ PROGRAMS

Safe Community programs are ones that deal with issues such as substance abuse, homelessness, domestic violence and youth opportunity makes our community safer and stronger. The Fiscal Year 2023 budget includes the following funding for Safe Community programs:

• $1.8 million to develop what will be Albuquerque’s only medical substance abuse facility dedicated to youths likely housed at the Gibson Health Hub.

• Full funding for the Violence Intervention Program that deals with both APD and Family & Community Services departments, including the first phase of School-Based VIP in partnership with APS.

• $736 thousand to fully fund the Assisted Outpatient Treatment program.

• $730 thousand for a partial year of operation of a Medical Sobering Center at Gibson Health Hub, which will complement the social model sobering facilities available at the County’s CARES campus.

• Full funding for the “Automated Speed Enforcement” program, including hearing officers, where civil speeding citations are issued with the use of “speed van” surveillance cameras. The “Automated Speed Enforcement” program was announced last year to deal with speeding. It is a “semi-judicial” program that is similar to the controversial “re light camera” program that was dismantled 7 years ago.

The program will be administered by the City Clerk and not the City Attorney. The City Attorney Office is currently funded for and staffs the Metropolitan Court Traffic Arraignment program. The Office of the City Clerk also manages the Office of Administrative Hearings and is responsible for conducting all hearings specifically assigned by City of Albuquerque ordinance, including animal appeals, handicap parking and personnel matters. The approved fiscal year 2023 General Fund budget is $4.3 million, an increase of 47.7%, or $1.4 million above the fiscal year 2022 original budget.

• Full funding for service contracts for mental health, substance abuse, early intervention and prevention programs, domestic violence shelters and services, sexual assault services, health and social service center providers, and services to abused, neglected and abandoned youth.

• Full investment in youth programs in partnership with the Albuquerque Public Schools and nonprofits that keep our kids off the streets and out of harm’s way and youth violence prevention initiatives that aim to break the intergenerational cycle of crime and incarceration.

STIMULATING THE ECONOMY

The city has been working to support businesses and families through the economic challenges of COVID-19. The enacted 2023 budget invests in business support and economic development programs.
Highlights of approved funding include:

• $5 million investment in the Local Economic Development Act fund, which has helped the City retain and attract businesses like Netflix, NBC Universal, Los Poblanos, and Build With Robots.

• Streamlining the development process through $1.2 million in investments for process improvements, new technology, and additional staffing in the Planning Department.

• A reserve of $15 million that will provide a local 4 to 1 match if the City is awarded a federal grant to create a “Space Valley” downtown.

• $1.1 million for the next phase of Job Training Albuquerque, a partnership with CNM Ingenuity that provides an opportunity for employers to skill up their workforce and provides an opportunity for employees to gain high-demand skills and industry specific credentials.

• $547 thousand to support the City’s hosting of sporting events, including the highly successful USATF track meet and tennis, pickleball, bicycle and running events.

• Funding for the next cohort of Tipping Points for Creatives, a highly successful initiative to enhance our creative economy using an “increment of one” approach.

• Full recurring funding for the Small Business Office, which has provided technical assistance to help local businesses access COVID relief programs,

WORKFORCE YOUTH PROGRAMS

The Keller Administration since taking office 4 years ago has emphasized youth development programs to deal with crime and poverty by investing in programs that get youth off the street with before- and after-school and summer programs. COVID dramatically changed many needs of those programs. As the city populace emerges from the pandemic, the City is focusing on returning to pre-COVID levels of access and participation in summer and before- and after-school programs.

The Fiscal Year 2023 budget continues youth programming by fully funding the Head Start program in the General Fund, funding to sustain our highly successful Youth Connect system of youth programming, and support to aquatics. Funding is included for a new youth “sobering center” to provide addiction counseling and mental health services.

ONE TIME EXPENDITURES

Because of the volatility of the economy, including rising inflation and gas prices as well as fluctuating gross receipts tax revenues, the 2022-2023 approved city budget contains significantly more onetime expenses in the fiscal year. Nearly 11% of all general fund spending is line itemed for one-time expenditures which means once the projects are completed there will be no recurring budget expenses.
One-time money expenditures included in the approved budget are the following:

$10 million in nonrecurring money for city buildings, including potential upgrades to City Hall, the police headquarters and other city facilities.
$10 million for a “cost escalation fund” that will help complete existing construction projects amid soaring prices.
$5 million for future Local Economic Development Act (LEDA) grants,
$5 million for city vehicles.
$3 million for housing vouchers.
$2.6 million for a police use-of-force review consultant.
$2 million for dog parks.
$1.8 million for events sponsored by the Department of Arts and Culture.
$1.5 million to subsidize the free city bus service.

The links to quoted news sources material are here

https://www.krqe.com/news/politics-government/albuquerque-city-council-passes-1-4-billion-budget-for-2023/

https://www.koat.com/article/albuquerque-city-council-addresses-homelessness/40015752

https://www.abqjournal.com/2499990/councilapproved-budget-would-up-spending-by-20.html

CITY COUNCIL CUTS

The city council eliminated the Keller administration’s planned $702,000 cannabis services division. To be housed within the city’s Environmental Health Department, the division would have had staff dedicated to various cannabis inspections. City councilors questioned the scope and necessity of the division given the state’s regulation of the industry.

The council also cut from the proposed budget funding for some community events. The council also removed 2 revenue generating proposals contained in Keller’s proposed budget. One was to charge a $20 “surrender” fee when owners take their pets to city animal shelters. The other would have raised the coffee price at city senior centers to 50 cents from the current 30 cents. Under an amendment, the senior centers will provide coffee for free.

The link to news source material is here:

https://www.abqjournal.com/2499397/council-vote-on-budget-set-for-monday-ex-citys-acting-cao-notes-so.html

CITY COUNCLORS REACT TO BUDGET PASSAGE

First term Republican City Councilor Brook Basaan was the Council Budget Chairwoman and presided over all city budget hearings that reviewed each of the 27 department budgets. Reacting to the fact the council enacted a budget with $100 million more in additional spending, Bassan had this to say:

“With inflation and the cost of services and goods, that’s part of what I’m trying to wrap my head around and accept is that things did go up globally, so I’m not surprised our budget did too. ”

The council approved the budget on a 7-2 vote with City Councilors Dan Lewis and Renee Grout voting against it. Neither explained their opposition during the meeting. After the meeting, City Councilor Dan Lewis said in an interview that he could not support appropriating $100 million in additional revenues an he had this to say:

“I just disagree with the entire budget. … I think it could have been done a lot better.”

Lewis singled out and objected to the $250,000 council sponsorship of Planned Parenthood, no doubt because he is “pro life” and is opposed to Plan Parenthood and a woman’s right to choose. Dan Lewis failed to provide specific as examples of departments or programs getting too much money in the approved budget.

During the April 28 budget hearing, Republican City Councilor Dan Lewis questioned APD for more information on its budgeting strategy on using unspent sworn police officers salaries for other priorities. Lewis said this:

“I think it’s good for us to understand this is not a budget that [actually] funds 1,100 police officers. … We’re going to give you [funding for] 1,100 officers this year. We’re going to fund [the amount] just like we did last year. We’re continuing to do that, but I think at the very least what this council is going to need and want is a very specific breakdown of where those salary savings went because we didn’t hire those officers.”

Chief Medina said that financial cushion from last year helped cover a union-negotiated 8% officer pay increase that took effect in January and was not otherwise funded. The proposed budget covers the continuation of the 8% pay increase that went into effect in January and then covers the additional 5%, for a total of 13% in APD sworn police raises that starts on July 1. 2022.

COMMENTARY AND ANALYIS

SELF RIGHTEOUS DAN LEWIS MOUTHING OFF IS SIGN OF THINGS TO COME

Republican City Councilor Dan Lewis mouthing off and saying “I just disagree with the entire budget. … I think it could have been done a lot better” amounts to nothing more than meritless, self-righteous indignation and laziness on his part. If Dan Lewis had a problem with the proposed budget funding and APD budgeting he should have offered amendments to the budget to voice his concerns and make cuts or require further approval from the City Council, but no, he just wanted to grand stand for publicity sake.

Lewis is also no neophyte to the City Council. He has just begun his third term on the city council after a 4-year absence caused by him losing his run for Mayor in 2017 in a landslide to Tim Keller. Lewis has served as the City Council Budget Chair in the past and knows full well that he could have just as easily instructed the council to draft a proposed “substitute budget” to his liking, or sponsored amendments to the proposed budget, but that would have required effort and some work on his part.

The blunt truth is Dan Lewis could have NOThave done a better job with the budget and he just wants to complain for publicity sake. Dan Lewis has already made it known privately to supporters he is running for Mayor again in 2025. His voting noon the budget amounts to nothing more than his continuing obstructionists’ tactics he is known for since assuming office on January 1 to carry out his personal vendetta against Tim Keller.

LARGEST BUDGET IN CITY’S HISTORY

Last year’s $1.2 Billion dollar budget was the largest budget in the city’s history and that record has now been broken. The 2022-2023 approved city budget of $1.4 Billion and with $857 million in general fund appropriations and a 20% increase over the current year’s budget which ends June 10, 2022 makes it the single largest budget in the city’s history. Information on budgets passed for other city departments can be found in the postscript to this blog.

The City Council budget process is one of the very few times that the council can bore deep down into each of the city department budgets. All too often, Mayor’s and their political operatives view the City Council more of an annoyance as opposed to being a legitimate oversight function.

All to often, it becomes a process of members of the City Council asking the Mayor and his top executives the main question “What is it in this budget do you not want us to know about?” or put it another way “What is it that you are hiding or lying about?”

The council’s approved budget will now be forwarded to Mayor Tim Keller for his final review and signature.

____________________________________

POSTSCRIPT

Other major departments budgets worth noting in the 2022-2023 budget listed from highest to lowest budgets approved in the 2023 budget are as follows:

The SOLID WASTE MANAGEMENT DEPARTMENT provides residential and commercial trash collection, disposal, and the collection of residential recycling. The department oversees large-item disposal, graffiti removal, weed and litter abatement, median maintenance, convenience centers, and neighborhood cleanup support. Other services include operating the City landfill in compliance with State and Federal regulations and educating the public about recycling and responsible waste disposal. The council approved budget is for $89.8 million, of which $67.1 million is to fund operations and $22.6 million is in transfers to other funds. The Solid Waste Management Department’s fiscal year 2023 operating budget reflects an increase of 3.8% or $3.3 million above the fiscal year 2022 original budget level. In 2022, the department budget lists 505 full time positions and and in 2023 there 524 full time positions listed.

The FAMILY AND COMMUNITY SERVICES has total funding at $72.4 million. Under the council approved budget its funding is increased by 24%. Family and Community Services in 2022 is budgeted for 323 and in 2023 it is budgeted for 335 full time positions.

The AVIATION DEPARTMENT operates two municipal airports: The Albuquerque International Sunport , which covers approximately 2,200 acres on Albuquerque’s east side; and Double Eagle II (DE II) Reliever Airport, which covers approximately 4,500 acres on Albuquerque’s west side. The council approved budget for fiscal year 2023, is $69.2 million, or an increase of 4% from the fiscal year 2022 original budget of $66.5 million employing 293 in 2022 and employing 298 in 2023.

The DEPARTMENT OF ARTS AND CULTURE is comprised of seven divisions. The Albuquerque Biological Park (BioPark) operates the Zoo, Aquarium, Botanic Gardens, Heritage Farm, Bugarium, Tingley Beach and the Albuquerque Museum. The fiscal year 2023 council approved General Fund budget for the Department of Arts and Culture is $49.7 million and reflects an increase of 7% or $3.3 million above the fiscal year 2022 level. The Department of Arts and Culture in 2022 is budgeted for 399 and in 2023 it is budgeted for 403 full time positions.

The TRANSIT DEPARTMENT provides fixed route (ABQ Ride) and rapid transit (ART) bus service for the Albuquerque community and Para-Transit (SunVan) service for the mobility impaired population. The Fiscal year 2023 council approved budget for the Transit Department Operating Fund is $62.8 million, an increase of $13.5 million above the fiscal 2022 original budget. The department has listed 546 full time positions for 2022 and has 552 full time positions listed for 2023.

The PARKS AND RECREATION DEPARTMENT serves the recreational needs of the residents of Albuquerque and the surrounding metropolitan areas. The department is organized into the following divisions: park management, recreation services, aquatics, open space, golf, parks design, planning and construction. The council approved budget is $54.2 million, an increase of 17.1%, or $7.9 million above the FY/22 original budget. The Parks and Recreation Department employs 318 in 2022 and will 329 in 2023.

The DEPARTMENT OF MUNICIPAL DEVELOPMENT (DMD) operates and maintains City streets, storm drains, traffic signals, street lighting, parking operations and the development and design of capital public buildings. The fiscal year 2023 approved budget for the General Fund budget is $39 million, a decrease of 45.5% or $32.5 million below the fiscal year 2022 original budget. The major reason for the decrease is that many functions and divisions of the DMD were transferred to General Services Department including the department’s divisions of security, facilities maintenance, energy, Gibson Medical Center, Law Enforcement Center and stadium operations resulting in a total decrease to DMD’s budget of $37.8 million. Total full time positions for the Municipal Development Department will go from 546 in 2022 to 334 in 2023.

The GENERAL SERVICES DEPARTMENT (GSD) is a new department in fiscal year 2023 with the key responsibility of centralizing maintenance of major City facilities such as the Albuquerque Government Center, the Baseball Stadium and the Convention Center, which includes contract management. This department will assume responsibility for the facilitation of security and fleet operations throughout the City. GSD also includes Energy and Sustainability as well as the Law Enforcement Center and Gibson Medical Center. The fiscal year 2023 approved budget is $39 million and includes a move of facilities, security, Gibson Medical Center, 3% Energy CIP from Municipal Development, Convention Center and Railyards from Economic Development, and Fleet Services from Finance and Administrative Services. The number of full time employees for the General services department in 2021 is 247.

The PLANNING DEPARTMENT’S fiscal year 2023 city council approved budget is $21.9 million, an increase of $5.2 million or 31.6% above the fiscal year 2022 original budget. The planning department will add 21 new positions, including 10 “to streamline and expedite” development review processes, and new departmental software. In Code Enforcement, eight positions are added to increase the division’s ability to respond to customer inquiries, provide quicker review times for building permits, and to properly enforce new ordinances and initiatives. The total cost for positions and associated operating increases the budget by $571 thousand of which $28 thousand is one-time.

The CITY ATTORNEY and the Legal Department advises the City in all legal matters, and consists of six main divisions: the Litigation Division; the Employment Law Division; the Municipal Affairs Division; the Division of Property, Finance, Development and Public Information; the Policy Division; and the Compliance Division. The Litigation Division appears on behalf of the City in all courts in New Mexico and before administrative and legislative bodies. The legal department is responsible for managing and defending the City, its elected and appointed officials, and departments before all federal and state courts in relation to civil rights and tort related claims. The fiscal year 2023 city council approved budget is is $9.7 million, an increase of 22% over the fiscal year 2022 original budget. In 2021, the legal department employed 78 full time employees and in 2023 it is budgeted to employ 83.

The OFFICE OF THE CITY CLERK maintains official records for the City of Albuquerque, administers the public financing program for municipal elections, manages and administers all municipal elections, accepts construction and contracting bids from the general public, as well as accepts service of process for summons, subpoenas and tort claims on behalf of the City of Albuquerque. The City Clerk is the chief records custodian for the City of Albuquerque and processes requests for public records pursuant to the New Mexico Inspection of Public Records Act (IRPA). The city clerk receives upwards of 10,000 public records requests each year. The Office of the City Clerk also manages the Office of Administrative Hearings and is responsible for conducting all hearings specifically assigned by City of Albuquerque ordinance, including animal appeals, handicap parking and personnel matters. The fiscal year 2023 city council approved budget isis $4.3 million, an increase of 47.7%, or $1.4 million above the fiscal year 2022 original budget. The city clerk has 28 full time employees.

Other much smaller budgeted city departments include Senior Affairs, the Human Resources Department, the Office of the Mayor, Office of Chief Administrative Officer, the Office of Inspector General, Office of Internal Audit and the Civilian Police Oversight Department. Smaller departments such as City Support, Finance and Administrative Services, and Human Resources have large appropriations because of the number and type of funds managed within the departments.

The link to the 244-page 2022-2023 budget to review all city department budgets is here:

https://www.cabq.gov/dfa/documents/fy23-proposed-final-web-version.pdf

Federal Monitor Files 15th Report On APD Reform Compliance; Dramatic Progress Made; Sergeant and Lieutenants Still “Weakest Link” On Holding Officers Accountable; No Superintendent Of Police Reform; Chief Medina Says Wants To Achieve 100% Compliance In Two Years

On May 11, Federal Court Appointed Independent Monitor James Ginger filed his 15th Report on the Compliance Levels of the Albuquerque Police Department (APD) and the City of Albuquerque with Requirements of the Court-Approved Settlement Agreement. The 15th Federal Monitors report is a 332 page report that covers the 6 month time frame of August, 2021 to January, 2022. The link to review the entire report is here:

https://www.cabq.gov/police/documents/910-220511-imr-15.pdf

This blog article reports on the findings and is a summary of the 15th Federal Monitors Report. The article also provides related news and Commentary and Analysis.

COMPLIANCE LEVELS

On November 14, 2014, the City of Albuquerque, the Albuquerque Police Department and the United State Department of Justice (DOJ) entered into a stipulated Court Approved Settlement Agreement (CASA). The Court Approved Settlement Agreement mandates 271 police reforms, the appointment of a Federal Monitor and the filing of Independent Monitor’s reports (IMRs). There are 276 paragraphs in 10 sections within the CASA with measurable requirements that the monitor reports on.

The link to the 118-page CASA is here:

https://documents.cabq.gov/justice-department/settlement-agreement.pdf

Under the terms and conditions of the Court Approved Settlement Agreement (CASA), once APD achieves a 95% compliance rate in the 3 identified compliance levels and maintains it for 2 consecutive years, the case can be dismissed. Originally, APD was to have come into compliance within 4 years and the case was to be dismissed in 2020.

The 3 compliance levels can be explained as follows:

PRIMARY COMPLIANCE

Primary compliance is the “policy” part of compliance. To attain primary compliance, APD must have in place operational policies and procedures designed to guide officers, supervisors and managers in the performance of the tasks outlined in the CASA. As a matter of course, the policies must be reflective of the requirements of the CASA; must comply with national standards for effective policing policy; and must demonstrate trainable and evaluable policy components.

SECONDARY COMPLIANCE

Secondary compliance is attained by implementing supervisory, managerial and executive practices designed to and be effective in implementing the policy as written, e.g., sergeants routinely enforce the policies among field personnel and are held accountable by managerial and executive levels of the department for doing so. By definition, there should be operational artifacts such as reports, disciplinary records, remands to retraining, follow-up, and even revisions to policies if necessary, indicating that the policies developed in the first stage of compliance are known to, followed by, and important to supervisory and managerial levels of the department.

OPERATIONAL COMPLIANCE

Operational compliance is attained at the point that the adherence to policies is apparent in the day-to-day operation of the agency e.g., line personnel are routinely held accountable for compliance, not by the monitoring staff, but by their sergeants, and sergeants are routinely held accountable for compliance by their lieutenants and command staff. In other words, the APD “owns” and enforces its policies.

15TH FEDERAL MONITOR’S REPORT ON APD REFORM COMPLIANCE

The Federal Monitor reported that as of the end of the IMR-15 reporting period, APD’s compliance levels are as follows:

Primary Compliance: 100%
Secondary Compliance: 99%
Operational Compliance: 70%.

These are the highest compliance level numbers since the Court Approved Settlement agreement was entered into in 2014. The 15th Federal Monitors report is also a dramatic reversal from the past 3 monitor reports that were highly critical of the Keller Administration and the Albuquerque Police Department.

In the Federal Monitors IMR-14 report filed on November 12, 2021, the Federal Monitor reported the 3 compliance levels were as follows:

Primary Compliance: 100 %; (No change from before)
Secondary Compliance: 82 %; (No change from before)
Operational Compliance: 62 % (An increase 3% points from before)

DRAMATIC INCREASE IN COMPLIANCE LEVELS

In a remarkable departure from his findings in the past 3 Federal Monitors reports, Independent Federal Monitor James Ginger found APD has attained the highest levels of compliance yet of the 276 CASA mandated reforms. This is a dramatic improvement over recent years when it was reported APD had declining compliance levels. Ginger wrote in his 15th Federal Monitor’s report that he saw “perhaps for the first time” a serious willingness to identify and correct behavior that is counter to the effort and the CASA mandated reforms.

Ginger wrote:

“Over the last 18 months, APD has made significant progress in its efforts to attain compliance with the Court Approved Settlement Agreement (CASA). … APD has shown significant performance increases in training effectiveness, and performance in the field has improved somewhat. In the monitor’s experience, training nearly always leads the way in organizational development and planned change processes.”

According to the 15th federal monitor’s reported, APD has been at 100% Primary Compliance since the 10th report. APD is now at 99% Secondary Compliance, a 20.7% increase from the last report, which deals with the training of officers. This is the biggest jump in this reporting period and means all of the training to accompany the policies has been accomplished by APD.

Operational Compliance is now at 70%, a strong 12% increase over the previous report, which deals with officers following policies and being corrected when they don’t. Both IMR-14 and IMR-15, have shown increased compliance numbers over the previous reporting periods, indicating that APD has finally broken through the declining numbers shown for the IMR-11 through IMR-13 reporting periods.

Deputy Chief Cori Lowe said of the gains in Operational Compliance that after the monitor provided a draft report, APD provided feedback on paragraphs it thought should be considered in compliance according to the settlement agreement. Lowe said Federal Monitor took the information it into account and in turn gave more analysis in Operational Compliance.

APD Deputy Chief Cory Lowe had this to say about the Operational Compliance:

“The hardest compliance level is Operational Compliance. … That is putting that training and policy into operational on a day-to-day basis. That’s proving that we can do things on our own in accordance with policy and training.”

The links to quoted news sources are here:

https://www.abqjournal.com/2498594/apd-sees-significant-gains-in-reform-effort.html

https://www.kob.com/new-mexico/new-doj-report-shows-progress-for-apd/

SYNOPSIS OF FEDERAL MONITOR’S FINDINGS IN THE 15TH FEDERAL MONITORS REPORT

The following synopsis can be gleaned from portions of Federal Monitor’s 15th Report. The portions of the report quoted have been edited with topic headlines to assist with general public consumption.

MONITOR IDENTIFIES ORGANIZATIONAL SUCCESSES

“APD has shown strong performance with its compliance factors this reporting period, with continuing strong performances relating to effective policy development and a substantial increase in training effectiveness. Performance in the field continues to lag behind these two “policy and training” processes. APD’s improved performance this reporting period is attributable … to an influx of external management talent, particularly at the Training Academy.

Secondary compliance, which measures training effectiveness, showed a substantial increase this reporting period, with APD raising that measure of compliance to the highest level we have seen since the advent of the CASA reporting process.

Fully 99% of the CASA’s training requirements have been successfully met during the 15h Independent Monitor Reporting period. This indicates truly exceptional compliance levels for APD training functions during this reporting period. We have long encouraged APD to focus on its training functions, and the training processes are a true standout among APD’s compliance factors during the 15h Independent Monitor Reporting (IMR-15) period.

Further, operational compliance levels, the rate at which in-field performance is executed in a manner that complies with CASA requirements, have also shown improvement over the nadir seen in the IMR-13 reporting period. Operational compliance reached an all-time high during the IMR-15 reporting period, at 70% compliance.”

MONITOR IDENTIFIES DEFICIENCIES IN SUPERVSION AND DISCIPLINE

“While policy processes and training processes at APD were at the highest levels we have seen to date, operational compliance figures continue to lag the compliance levels for policy and training. APD currently stands at 70% compliance with the CASA requirements for actions in the field. In the monitor’s experience, operational compliance factors routinely lag behind primary and secondary compliance factors.

Once policy and training compliance have been achieved, effective and consistent supervision is needed to achieve full compliance. Supervision continues to be a significant problem with APD’s compliance efforts. Further APD’s disciplinary practices continue to show artifacts of disparate treatment, indicating that personnel at times receive dissimilar discipline instead of based on offense and prior history, which should be the touchstone of effective discipline.

… APD’s major issues at this point in the monitoring process are supervision and command oversight, including such processes as supervisory efficiency in noting behaviors in the field that are non-compliant with policy and training. Changing non-compliance with CASA requirements in the field with notice and corrective behavior will be the next critical element of compliance that APD will need to assess, modify, and assert as an operational priority.

Finally, we suggest that APD develop a complete assessment of the current disciplinary system to ensure that similar infractions and past histories of various members of APD result in similar penalties. We see this as a key part of moving to a professional disciplinary system that is offense- and history-based.”

CURRENT COMPLIANCE ASSESSMENTS

During the IMR-15 reporting period, APD has shown significant performance increases in training effectiveness, and performance in the field has improved somewhat. In the monitor’s experience, training nearly always leads the way in organizational development and planned change processes. This has held true for APD’s reform efforts as well.

APD has made significant and meaningful progress in its secondary compliance efforts, which have substantially increased their levels of compliance, from 82% in IMR-13 to 99 % in IMR-15.

Training practices at APD have shown exceptional improvement, and compliance in the field has been on an 18-month upward trajectory. Operational compliance with the CASA has also seen improvement during the 15th reporting period, increasing to 70%.

The next significant hurdle for APD is to persistently self-monitor in-field operations to ensure that compliance in the field reflects the policy development and training that has been delivered and continues to be reflected in in-field actions. During the last three reporting periods, APD has seen steady, but gradual, increases in the delivery of CASA-compliant policing services.

Data indicate that APD has gradually improved in-field service delivery from 59% compliance in IMR-13, to 62% in IMR-14, and to 70% in IMR-15.”

MONITOR’S OVERALL ASSESSMENT OF COMPLIANCE LEVELS

“As part of the monitoring team’s normal course of business, it established a baseline assessment of all paragraphs of the CASA for the Independent Monitor’s first report (IMR-1) . This was an attempt to provide the Parties with a snapshot of existing compliance levels and, more importantly, to provide the Parties with identification of issues confronting compliance as APD continues to work toward full compliance.

As such, the baseline analysis was considered critical to future performance in APD’s reform effort, as it gives a clear depiction of the issues standing between the APD and full compliance. This report … provides a similar assessment and establishes a picture of progress on APD goals and objectives since the last monitor’s report.

As of the end of the 15th reporting period, APD has achieved substantial increases in secondary compliance and has improved operational compliance by 8% … .

Primary compliance relates mostly to the development and implementation of acceptable policies [and] conforming to national best practices. APD has shown a substantial increase in secondary compliance this reporting period, up from 82% percent compliance in IMR-14 to 99% compliance in IMR-15, which means that effective follow-up mechanisms have been taken to ensure that APD personnel understand the requirements of promulgated policies. [Examples are] training, supervising, coaching, and implementing disciplinary processes to ensure APD personnel understand and follow the policies as promulgated and are implementing them in the field.

Operational compliance with the requirements of the CASA for the 15th reporting period are higher than they were for the 14th reporting period, from 62% in IMR-14 to 70% in IMR-15. This means that 70% of the time, field personnel either perform tasks as required by the CASA or that when they fail, management personnel note and correct in-field behavior that is not compliant with the requirements of the CASA.

These compliance numbers are significant. They indicate a 20.7% increase in secondary compliance and a 12.9% increase in APD’s supervisory and operational compliance over the previous reporting period, and indicate, perhaps for the first time, a serious management willingness at APD to identify and correct behavior that is not in compliance with the requirements of the CASA.”

WEAK LINK IDENTIFIED

“A significant number of CASA paragraphs were addressed by new training at APD during this reporting period. The training tempo has increased significantly, and the quality of training also increased markedly.

The weak points of APD’s compliance efforts remain the same as they were in IMR-14: supervisors and mid-level command personnel continue to be the weak link when it comes to holding officers accountable for their in-field behavior. Until that issue is resolved, further increases in APD’s compliance levels will be difficult to attain.”

MONITOR’S REPORT SUMMARY

“APD made steady progress during the 15th reporting period. Policy development at APD has become less reliant on monitoring oversight and input and has gradually grown in its ability to move adequate policy product through its internal systems and to submit to the monitoring team policy that requires only minor modifications to be CASA congruent.

Training has become an organizational strong point during this reporting period, and the academy has shown the benefit of a strong infusion of well-qualified executives who have had proven performance in well-respected law enforcement training programs. This should make attaining full secondary compliance with the CASA easier moving forward.”

FOCUS NEEDED ON APD SERGEANTS, LIEUTENANTS, AND COMMANDERS

“Since the inception of the monitor’s work with APD, we have advised the agency repeatedly that supervision of in-field activities is critical to APD’s compliance success. This remains … the last remaining objective to address on the path to full compliance.

What remains to be done is to focus on APD’s sergeants, lieutenants, and commanders to ensure that APD’s major compliance systems are CASA-congruent and reflect department-established oversight of uses of force, oversight of day-to-day delivery of CASA-compliant services to the communities APD serves, and oversight of the compliance functions with respect to uses of force and day-to-day interactions with the public.

In short, what needs attention at this time is vigilant supervisory and managerial oversight to ensure APD’s personnel perform in a manner that is CASA-compliant at least 95% of the time. This is a high standard, no doubt, but other agencies have been successful in meeting this standard, and there is no reason APD cannot do the same.

At the current time, APD is 100% in compliance with the CASA’s policy development processes. The monitor’s comments on policies proffered during this reporting period are, for the most part, minor, and tend to be focused on the finer points of policy work, not on tangible CASA requirements.

Training, a process at APD frequently noted as deficient and not in compliance with national standards, has come into its own during the last two monitor’s reports. APD now fields training that is “industry standard.” Supervision processes at APD need a final product improvement push, and mid-level management personnel, and at times command-level personnel, need to be reminded of the critical nature of vigilant oversight of in-field operations.

The capacities to take the final steps to full operational compliance are present within APD. What remains to be done is to focus on the outstanding needs and processes noted in IMR-15, and to work diligently to build internal systems to replace E-FIT and monitoring oversight with internal systems designed to monitor and ensure continued performance on the street and performance at the supervisory levels.

Further, APD will need to focus directly on its disciplinary system, ensuring that the process meets modern standards of progressive discipline. As with other critical tasks with which APD has been confronted, the monitoring team will continue to coach and structure APD’s efforts toward full operational compliance with the requirements of the CASA.”

EFIT WORKING

On February 26, 2021, the City and the United States Department of Justice (DOJ) entered into a Stipulated Agreement filed with the United States District Court to stay a contempt of court proceeding against the city for willful violations of the Court Approved Settlement Agreement (CASA). The Stipulated Order established the External Force Investigation Team (EFIT). The Internal Affairs Force Division (IAFD) had allowed and did not investigate 667 cases of police “use of force cases” to the point that even if investigators found officers hadn’t followed policies, they could not be disciplined because the deadlines had passed.

The External Force Investigation Team (EFIT) was established to train APD’s force investigators and ensure cases were being investigated within 90 days. Since EFIT started its work, no new cases have been added to the backlog. Federal Judge James Browning who is assigned to oversee the settlement has signed off on a plan to allow the EFIT to continue its work and also to review the backlog cases.
The EFIT is on call 24 hours a day, seven days a week. It is required to respond to all police use of force call outs within 1 hour of notification.

All Use of Force (“UOF”) investigations undertaken by the EFIT must be completed within 60 days with an additional 30-day supervisory review period for a total of 90 days from start to finish. Pursuant to the Federal Court Order, EFIT must conduct joint investigations with APD Internal Affairs Force Division (“IAFD”) of all Level 2 and Level 3 Use Of Incidents . This includes all Tactical Deployments where there is APD police Use of Force is utilized. EFIT must also assist APD with training concerning the its Use of Force policies.

The Federal Monitor Ginger said that the quality of writing and accuracy of investigations of police use of force cases has improved greatly since the creation of the External Force Investigation Team which has streamlined reviews of use of force and investigations by upper-level staff.

The Federal Monitor said this in his 15th report:

“… optimism should be tempered by recognition of administrative and cultural obstacles that persist. … Eventually, EFIT will pass oversight responsibilities back to APD, which will test APD’s ability to sustain the obvious progress made with day-to-day external oversight.”

The link to quoted news source material is here:

https://www.abqjournal.com/2498594/apd-sees-significant-gains-in-reform-effort.html

FEDERAL MONITOR’S CAUTIONARY STATEMENTS ABOUT COUNTER CASA EFFECT

While the tone of the latest report was a clear departure from past monitor’s reports that were highly critical of APD, Federal Monitor Ginger still cautioned that critical issues still remain when it comes to sergeants and lieutenants and what is known as the “Counter CASA” effect that he himself identified and defined.

It was in the Federal Monitors 10th audit report that the “Counter CASA” effect was fully explained. According to the Federal Monitor’s 10th report:

“Sergeants and lieutenants, at times, go to extreme lengths to excuse officer behaviors that clearly violate established and trained APD policy, using excuses, deflective verbiage, de minimis comments and unsupported assertions to avoid calling out subordinates’ failures to adhere to established policies and expected practice. Supervisors (sergeants) and mid-level managers (lieutenants) routinely ignore serious violations, fail to note minor infractions, and instead, consider a given case “complete”. … Some members of APD continue to resist actively APD’s reform efforts, including using deliberate counter-CASA processes. For example … the Collective Bargaining Agreement (CBA) disciplinary timelines, appear at times to be manipulated by supervisory, management and command levels at the area commands, letting known violations lie dormant until timelines for discipline cannot be met.”

What the Federal Monitor said about sergeants and lieutenants in the 15th Monitor’s Report is essentially the Counter CASA effect and for that reason alone what he said makes it worth repeating:

“The weak points of APD’s compliance efforts remain the same as they were in IMR-14: supervisors and mid-level command personnel continue to be the weak link when it comes to holding officers accountable for their in-field behavior. Until that issue is resolved, further increases in APD’s compliance levels will be difficult to attain.”
… .

“What remains to be done is to focus on APD’s sergeants, lieutenants, and commanders to ensure that APD’s major compliance systems are CASA-congruent and reflect department-established oversight of uses of force, oversight of day-to-day delivery of CASA-compliant services to the communities APD serves, and oversight of the compliance functions with respect to uses of force and day-to-day interactions with the public.”
… .

“Supervision continues to be a significant problem with APD’s compliance efforts. … Further, APD’s disciplinary practices continue to show artifacts of disparate treatment, indicating that personnel at times receive dissimilar discipline instead of based on offense and prior history, which should be the touchstone of effective discipline.”

APD CHIEF HAROLD MEDINA’S REACTION TO 15TH REPORT

APD Police Chief Medina was quick to react and say it was “great news” and to take credit for the latest improvements in APD’s compliance levels as mandated by the Court Approved Settlement Agreement. Medina attributed the progress in compliance in the reporting period to new leadership at the training academy and in other high-level positions.

Chief Harold Medina said APD’s goal is for the department to be in full compliance with the Court Approved Settlement Agreement in 2 years. Medina said this about the 2 year goal:

“We may not meet that goal, and we could get criticized later that we didn’t meet our goal. But we’re going to set the goal … . We’re going to believe in ourselves and we’re going to try our best. If, 2 years from now, we recognize we need one more period, well, you know what, it’s a whole lot better than anybody else has done.”

Regarding the entire report, Medina had this to say:

“I think that it goes to show that, you know, sometimes you’ve got to give a team a little bit of time to transition and to change. … One of the things that always hurt us is the lack of resources, and you run out of time in the day. … The way this has been developed by the administration is giving specific tasks and not overloading people so that they’re able to accomplish more. …

Sometimes people may criticize and say APD is top heavy. APD’s never been under a settlement agreement and now APD has never moved a settlement agreement forward this quickly and it’s because we have resources at the top.

We will continue to stand up for our department where we think it’s necessary and, you know, to explain ourselves. … We don’t want to be confrontational about it … but it is imperative that we explain ourselves and they take into account our explanations … I want a sustainable process that will outlast DOJ and I mean that. … I want to create a process that is going to be here beyond them.

My goal is that we go into compliance with policies and procedures that stay the same. … That we modify very little because it is creating the department that we want. Hopefully we could build off this momentum and we could continue to move in the right direction and hopefully we can get out of this in the near future.”

The links to quoted news sources are here:

https://www.abqjournal.com/2498594/apd-sees-significant-gains-in-reform-effort.html

https://www.kob.com/new-mexico/new-doj-report-shows-progress-for-apd/

CREATING WHOLE NEW LEVEL OF APD BUREAUCRACY

When Medina says “Sometimes people may criticize and say APD is top heavy” he no doubt is referring the whole new level of bureaucracy the Keller Administration has created at APD within the last year.

The APD high command that works directly out of the Chief’s Office has gone from 3 to 10 full time sworn staff. Those positions are Chief, Superintendent Of Police Reform, Deputy Superintendent Of Police Reform, 6 Deputy Chiefs, 1 Chief of Staff. Within the last year, Chief Medina has appointed 3 new Deputy Chiefs for a total of 6 Deputies. This is the largest number of Deputies in the history of the department.

The Keller Administration has also created the new position of “Deputy Commanders” which there are 16. The 16 “Deputy Commander” positions created a whole new level of bureaucracy and management between Commanders and Lieutenants.

A link to a related blog article is here:

https://www.petedinelli.com/2022/01/03/top-heavy-apd-high-command-staff-goes-from-3-to-6-deputies-with-5-apd-insiders-new-level-of-apd-bureaucracy-created-with-16-deputy-commander-positions-outsiders-needed-to/

APD FORWARD COALITION REACTION

APD Forward is one of the main stakeholders who appear during the federal court hearings on the CASA. APD Forward includes 19 organizations who have affiliated with each other in an effort to reform APD and implement the DOJ consent reforms. Members of APD Forward include Albuquerque Health Care for the Homeless, American Civil Liberties, Bernalillo County Community Health Council, Common Cause New Mexico, Disability Rights New Mexico, Equality New Mexico, League of Women Voters of Central New, Mexico New Mexico Conference of Churches, New Mexico Criminal Defense Lawyers Association, Sierra Club Rio Grande Chapter, and the Transgender Resource Center of New Mexico.

ACLU frequently speaks on behalf of APD Forward. Barron Jones, senior policy strategist with the American Civil Liberties Union of New Mexico, pointed out that APD was able to improve so much because it had outside help. Jones had this to say:

“While we really appreciate and applaud the progress made during this reporting period, we do want to highlight that this progress came after a huge amount of additional resources had to be put into APD so they could bring up the use-of-force investigations.”

The links to quoted source material are here:

https://www.abqjournal.com/2498594/apd-sees-significant-gains-in-reform-effort.html

https://www.kob.com/new-mexico/new-doj-report-shows-progress-for-apd/

https://www.cabq.gov/police/documents-related-to-apds-settlement-agreement

https://www.cabq.gov/police/documents/apds-15th-progress-report.pdf

NO SUPERINDENDANT OF POLICE REFORM

On Monday, April 25, 2022, Mayor Tim Keller announced in a press release that he had nominated La Tesha Watson, Ph.D., as the new Superintendent of Police Reform to be confirmed by the Albuquerque City Council. The position had remained open since Interim Superintendent of Police Reform Sylvester Stanley announced his departure on December 1, 2021 after a mere 8 months on the job.

On May 3, one week after the Dr. LaTesha Watson appointment was announced, the City issued a press release announcing it was not moving forward with her nomination of for the position of Superintendent of Police Reform and that the hiring process will continue. The press release announcing the withdrawal is as follows:

“City Not Moving Forward With Nominee for Superintendent of Police Reform;
Hiring for Position Continues”

ALBUQUERQUE – After the final round of in-person discussions with Dr. LaTesha Watson, the [Keller] administration has chosen to not to proceed with her nomination to the position of Superintendent of Reform for the Albuquerque Police Department. Watson recently concluded a site visit and a series of meetings with City and Department Executive Staff as part of her nomination for confirmation.

Watson brought alternative ideas and views about the path forward on reform, but the candidate and the administration identified key differences in our approach to the role and for continued progress in Albuquerque.

During the visit to Albuquerque, Watson put forward a proposal for restructuring the role in a manner that ultimately did not align with the position that the city is hiring for, as outlined in the job description created last year to meet the specific needs of APD. The administration determined that her alternative approach could in fact hold back recent progress made in the Department of Justice consent decree.

The city is encouraged by the significant recent reform progress outlined in the upcoming independent monitor report which is set to be released in two weeks. This is a critical moment in Albuquerque’s reform process, with the position of Superintendent playing a key role in overseeing this forward momentum.

The administration will continue the hiring process for the Superintendent of Reform. Although ultimately visions for the role differed, we appreciate her candidacy, and her impressive work on aspects of policing and accountability throughout her career.

The Superintendent of Reform was created last year by the City to bring individual accountability and leadership to reform, create differential use of force and discipline processes from APD chain of command, and add overall governance to the reform process. The position is also designed to enable the Chief of Police to better focus on crime fighting. The position was held by Sylvester Stanley until his retirement in January.”

COMMENTARY AND ANALYSIS

After over 7 years of implementing the mandating DOJ reforms, and millions spent on training, APD appears to have finally turned the corner on implementing the 271 mandated reforms. APD is commended for attaining a 100% Primary Compliance rate and a 99% Secondary Compliance.

Notwithstanding, APD is still struggling mightily with Operational Compliance at 70% compliance. Operational compliance is the single most important compliance level of all 3 and it is where the rubber hits the road with respect to the reforms.

Operational compliance is the hardest to attain. Operational compliance is attained at the point that the adherence to policies is apparent in the day-to-day operation of the agency. It is achieved when line personnel are routinely held accountable for compliance by their sergeants, and sergeants are routinely held accountable for compliance by their lieutenants and command staff. In other words, the APD “owns” and enforces its policies.

The problem is that the Federal Monitor has repeatedly found that APD sergeants and lieutenants are resisting the reforms.

REMOVE SERGEANTS AND LIEUTENANTS FROM POLICE UNION

The Federal Monitor has found repeatedly it is APD sergeants and lieutenants who are resisting management’s implementation of the DOJ reforms. Sergeants and lieutenants are where the rubber hits the road when it comes implementation of the 271 reforms.

It is difficult to understand why Federal Court Appointed Monitor James Ginger essentially down played and did not come out and say that the Counter CASA effect is still alive and well within APD. What is also difficult to understand is Ginger’s reluctance to tell the court that APD’s sergeants and lieutenants need to be removed from the police union.

Sergeants and lieutenants need to be made at will employees and removed from the collective bargaining unit in order to get a real buy in to management’s goals of police reform and the CASA. APD Police sergeants and lieutenants cannot serve two masters of Administration Management and Union priorities that are in conflict when it comes to the CASA reforms. Sergeants and lieutenants are management and need to be removed from the union in order to allow APD management to take appropriate measures to ensure the reforms are accomplished or hold those sergeants and lieutenants who continue to resist the reforms accountable.

SUPERINDENDANT OF POLICE REFORM

The nomination of and then withdrawal of LaTesha Watson, Ph.D. by Mayor Tim Keller for the position of Superintendent of Police Reform was sloppy and disappointing. It is “Human Resourses 101” in the appointment of high profile positions that under no circumstances should an appointment be announced until the vetting process and interview process of a selected candidate is completed and all questions are resolved to the satisfaction of both sides. That is especially true when it comes to high profile law enforcement appointments such as Chief of Police and Superintendent of Police Reform, given the fact that public safety is at issue.

Ever since the creation of the position of Superintendent of Police Reform was created, including the release of the job description, the APD Union has voiced objections that the Superintendent of Police Reform will have the final say on police disciplinary matters. The union has said that it violates the union contract and that only the APD Chief can impose discipline. It is highly likely that police union and others voiced strong objections to the Watson appointment once the circumstances of her termination by the Henderson Police Department were reported.

Although Mayor Tim Keller announced that a national search would be conducted to fill the position Superintendent of Police Reform, such as when he appointed Harold Medina as APD Chief, the process was never made public. There were 3 finalists for APD Chief and all 3 were interviewed on line for the public to witness, including Medina’s interview. That has not happened with the Superintendent of Police Reform.

The Keller Administration never released to the public the names of all the applicants nor the application process itself, including who was on the interviewing committee. It was never disclosed to the public if the city conferred with the Department of Justice or Federal Court Appointed Monitor Dr. James Ginger to get his take or input over the applicants.

MEDINA’S TWO YEAR GOAL

APD Chief Medina’s goal for the department to be in full compliance with the Court Approved Settlement Agreement in 2 years is commendable. However, based on 8 years of obstructionist tactics by the APD Police Union and APD’s Sergeants and Lieutenants who are union members, it’s likely going from 70% to 100% in Operational Compliance is easier said than done given how long APD was stuck at mediocre compliance levels for 8 years.

Medina needs to remember what Ginger has now said:

“… supervisors and mid-level command personnel continue to be the weak link when it comes to holding officers accountable for their in-field behavior. Until that issue is resolved, further increases in APD’s compliance levels will be difficult to attain.”

What complicates matters is that for almost a full 4 months, Mayor Tim Keller has not appointed a Superintendent of Police Reform raising questions if the potion is needed or ever was needed.

Links to all related blog articles can be found here:

Dinelli Blog Articles On The DOJ Reforms, Federal Monitor’s Reports, APD And The Police Union

Guest Column By Valere McFarland, Ph.D : “Housing Best Solution To Solve Homeless Crisis, Not City Sanctioned Homeless Encampments”; City To Purchase Tents; Council Needs To Vote NO Rejecting “Living Lots” and “Safe Outdoor Spaces”

The Albuquerque City Council is proposing to create two new “land use” zoning areas to allow 2 separate types of city sanctioned homeless encampments in all 9 city council districts for a total of 18 city sanctioned homeless encampments. Both are amendments updating the city’s 2017 Integrated Development Ordinance (IDO) that regulates residential and commercial zoning development and land use throughout the city.

One is called “living lots” and the other “safe outdoor spaces”. City sanctioned homeless encampments will be permitted in both areas. The “safe outdoor spaces” calls for the creation of government sanctioned homeless campsites where the homeless will be able to sleep and tend to personal hygiene. Under living lots zoning, open space areas would be designated where people would be allowed to sleep overnight in tents, cars or RVs. Empty parking lots and other unused space could be used.

VALERE MCFARLAND, PH.D.

Valere McFarland, Ph.D., is a former resident of Echo Ridge neighborhood located in in the North East heights City Council District 4 represented by City Councilor Brook Bassan. Although currently not a resident of New Mexico, she plans on returning soon and has a very strong interest in crime in Albuquerque because of contacts she still has here. She is a very active member of “Women Taking Back Our Neighborhoods” (WTBON), a group founded in 2018 in South East Albuquerque to inform the public and demand greater accountability from elected and other civic leaders for preventing crime on Central Ave., in neighborhoods, and in public parks.

Dr. Mc Farland has four undergraduate degrees including gerontology, anthropology, and sociology. Her master’s degree is a dual education foundation, and political science. Her PhD was is in education policy that overlaps to business, medicine, politics. She spent an extra year in her PhD program to gain a certificate in “disability” counseling. She has have worked with the homeless her entire career. When she was doing her gerontology practicum, or social work on aging, she worked in a homeless shelter. She has worked for most of her career in education in a Research One university with high at risk of achieving, indigenous populations. During her career she has dealt with issues of poverty and homelessness and has spent a lifetime challenging and confronting unequal treatment of disadvantaged individuals, groups, and populations, through providing access to an equality-based education.

On May 12, Dr. Mc Farland wrote to all members of the city council and Mayor Tim Keller the following meme voicing her strong opposition to both “living lots” “safe outdoor spaces”. She also proposes another option.

EDITOR’S DISCLAIMER: Valere Mcfarland, Ph.D. gave permission to publish her memo to the City Council and Mayor and she was not compensated by www.PeteDinelli.com.

MEMO TO CITY COUNCIL AND MAYOR TIM KELLER

May 12, 2022

TO: MEMBERS OF THE ALBUQUERQUE CITY COUNCIL, MAYOR TIM KELLER

FROM: VALERE MCFARLAND, PH.D.

RE: AMENDMENTS TO INTEGRATED DEVELOPMENT ORDINANCE ALLOWING “LIVING LOTS” AND “SAFE OUTDOOR SPACES”

“I am writing to voice strong opposition to IDO Amendment Changes that propose ‘Living Lots’ and ‘Safe Outdoor Spaces’ to address homelessness in Albuquerque … .

I am also enclosing my first letter of opposition, sent to you on 5-3-2022. That letter outlined an option for treating the transit homeless and local homeless as the separate entities they are by establishing a Campus Model for the local homeless population. To reiterate: transit homeless individuals (in Albuquerque and other major cities faced with homelessness such as New York, Denver, Los Angeles, Seattle, Honolulu, Dallas and Houston) commit a disproportionate number of felonies. These are not crimes of petty shoplifting: they are violent and major felony crimes and include rape, assault, running prostitution rings including underage girls and trafficked girls and women, selling hard drugs, theft and other serious crime.

By contrast, folks living without a key to a residence because they are the victims of job-downsizing during the Covid 19 crisis, rent increases from inflation, or hardship from illness, death of a loved one including spouse or partner, are not criminals. They are our neighbors and relatives and we are a paycheck away from being them and they are a paycheck away from becoming ‘us.’

So on that note, I wish to state my strong objection to Councilwoman Brooke Basson’s ‘othering’ behavior. Once again, I wish to remind Brooke that she is not ‘better than’ anyone and the local homeless are not ‘lesser than.’ I want to remind Brooke that SHE is one paycheck away from a recall. Additionally, I wish to point out that the idea of putting proposed ‘Living Lots’ and ‘Safe Outdoor Spaces’ on San Pedro Drive is wrong from every economic and moral standpoint and every council person who votes for this ill-thought-out proposal is culpable.

The proposed red-line for the implementation of the misguided amendments runs from South Albuquerque to North Albuquerque, along San Pedro Drive, home to middle income single family homes belonging to tax paying citizens, middle income long established subdivisions whose residents are tax paying citizens, small businesses that have survived the economic crises of supply chain issues, Covid 19 employment issues, inflation we have not seen since Jimmy Carter’s presidency …, parks with local residents jogging in the early mornings prior to going to their JOBS where they earn money to pay taxes to pay city council salaries, and where they bring their families and pets for evenings in the parks after WORK (an idea foreign by choice to the transit homeless); churches, a major city library, residential houses for disabled individuals and elderly; and culminating at the golf course on the northern end of San Pedro Drive.

All of the outdoor activities currently available and enjoyed by residents will be gone if you instill ‘Living Lots’ and ‘Safe Outdoor Spaces.’ First, this is not a ‘safe’ idea because even the most naive resident of a major metropolitan area knows that EVERY transient without exception carries a knife. They do not have a knife because they are the aggressor – but because they need protection from other aggressive and often mentally ill transit homeless individuals.

And no matter the individual, when a fight is stirred, the knives come out. An innocent passer-by, jogger, child, pet, or another ‘Living Lot’ and/or ‘Safe Outdoor Spaces’ resident can be injured just by being in proximity of the altercation. Trying to ‘get away’ from this in a wheelchair will be impossible and all the now safe activities of park use time, picnicking and walking dogs will be history.

Your jobs are to protect the public physically and fiscally. This proposal does neither. You have a staff who should be tasked with bringing workable solutions to your attention. I am [suggesting] an idea that worked in a western city, not so different demographically, from Albuquerque, NM; i.e., Salt Lake City, Utah. I am wondering if you are aware of the success in addressing homelessness in Salt Lake City, Utah? Salt Lake City’s business leaders rolled up their sleeves about five years ago and implemented a plan that was deemed radical at the time: the city purchased homes for the homeless. And instead of ‘costing’ them this program has ended up saving them money to the tune of millions of dollars annually.

[Below is the Link to a Washington Post article entitled “The surprisingly simple way Utah solved chronic homelessness and saved millions] detailing this successful program … .

https://www.washingtonpost.com/news/inspired-life/wp/2015/04/17/the-surprisingly-simple-way-utah-solved-chronic-homelessness-and-saved-millions/

Homelessness was reduced from some of the highest numbers in the United States to a level today where homeless individuals are known by name, not a ‘number.’ While it is true that an element of the transit population is averse to ‘sleeping inside,’ in this event, that element soon found other places (not Salt Lake) to live. They moved away and Salt Lake City was no longer their ‘chosen stop’ on the way to ‘somewhere.’ Those remaining, who included the local homeless, accepted housing. And those who accepted the idea became part of the solution. Instead of dozens of trips to emergency rooms, these individuals became responsible for their own health care and attended medical appointments that included preventive health care.

An ancillary benefit from this program has been the growth of the city in every area. Salt Lake City has a high ‘safe’ rating and is known as business friendly. Businesses want to invest in a city rated as having ‘safe living’ because they can more easily hire and retain employees.

Instead of finding a successful model that includes furnishing housing and providing a Campus Model, you have found your lowest common denominator with every other failed metropolitan area program. What are you thinking? Did you think we would not notice?

You can and should do better for what is the most beautiful city in the United States. Albuquerque is unmatched with its geographical beauty, location, perfect climate, but most of all the generous hearts of its citizens. Why would you even consider such an unworkable from the get-go plan that threatens to harm the citizens who pay your salaries? Please slow down and consider plans that work.

Sincerely,

Valere McFarland, Ph.D
Member, Women Taking Back Our Neighborhood

CITY PURCHASED TENTS PROPOSED FOR “SAFE OUTDOOR SPACES”

On Tuesday, May 10, the City of Albuquerque made a presentation before the Bernalillo County’s Homeless Coordinating Council elaborating on its plans for “Safe Outdoor Spaces”. The presentation was made by Elizabeth Holguin with the City’s Family and Community Services Department.

According to Holguin, the city envisions that “Safe Outdoor Spaces” would be communities of tents for the homeless population, uniform in design and structure, and fenced in for safety. Holguin told the coordinating council:

“Not anyone can just walk up. … People will be accepted based on outreach worker referral. … Resources like bathrooms, showers, electricity, shade structures, sometimes even internet [will be provided] … Definitely handwashing stations. There’s often connections to food and meals and all of the different outreach services that can be provided. … You cannot bring anything that does not fit into your structure. You get a storage bin, sleeping area, and chair. … there would be policies preventing weapons, and the safe spaces would be supervised by a management team. … [Drugs and alcohol would be allowed inside tents, the same way they are allowed in homes but] obviously there’s no drug dealing [allowed]”.

City official also recognized that the tents are not a solution to homelessness, but hope they will help curb the metro’s crime crisis by providing a safer alternative to life on the street. The initiative is still in its early planning stages, so size and potential locations remain up in the air.
The link to quoted source material is here:

https://www.kob.com/archive/albuquerque-leaders-discuss-plans-for-safe-outdoor-spaces/

DINELLI COMMENTARY AND ANALYSIS

Research shows that housing is the most effective approach to end homelessness with a much larger return on investment than offering government sanctioned encampments and “tent cities”. Given the millions the city is spending each year, it needs to continue with the approach of offering programs, building shelter space and making beds available for its homeless population.

CITY MEETING MORAL OBLIGATION TO HELP HOMELESS

The city has a moral obligation to help the homeless, especially those who suffer from mental illness and drug addiction. The city is in fact meeting that moral obligation with the city spending upwards of $114 Million with housing assistance vouchers, mental health care services and shelter for the homeless.

Albuquerque is making a huge financial commitment to help the homeless. Last year, it spent upwards of $40 million to benefit the homeless in housing and services. The 2023 proposed budget significantly increases funding for the homeless by going from $35,145,851 to $59,498,915. The city contracts with 10 separate homeless service providers throughout the city and it funds the Westside 24-7 homeless shelter.

The city has bought the 572,000-square-foot Lovelace Hospital Complex on Gibson for $15 million that currently has space of 200 beds or more and transforming it into the Gateway Center Homeless shelter. City officials have said that the city is expected to launch multiple services on the property this winter, including a 50-bed women’s shelter, a sobering center and a space designed to deliver “medical respite” care for individuals who would have no place other than a hospital to recover from illnesses and injury.

The massive facility could be remodeled even further to house the homeless and convert offices, treating rooms, operating rooms and treatment rooms into temporary housing accommodations. The onsite auditorium and cafeteria could also be utilized for counseling and feeding programs from service providers.

ENFORCE THE LAW

Too many elected and government officials who want to establish government sanction encampments have a hard time dealing with the facts that many homeless adults simply want to live their life as they choose, where they want to camp for as long as they can get away with it, without any government nor family interference and especially no government rules and no regulations.

The city cannot just ignore and not enforce its anti-camping ordinances, vagrancy laws, civil nuisance laws and criminal laws nor pretend they simply do not exist. Squatters who have no interest in any offers of shelter, beds, motel vouchers or alternatives to living on the street really give the city no choice but to make it totally inconvenient for them to “squat” anywhere they want and force them to move on. After repeated attempts to force them to move on and citations arrests are in order.

CRISIS MANAGEMENT

The homeless crisis will not be solved by the city, but it can and must be managed. Providing a very temporary place to pitch a tent, relieve themselves, bathe and sleep at night with rules they do not want nor will likely follow is not the answer to the homeless crisis. The answer is to provide the support services, including food and lodging, and mental health care needed to allow the homeless to turn their lives around, become productive self-sufficient citizens, no longer dependent on relatives or others.

TELL COUNCIL TO VOTE NO

“Safe outdoor spaces” and “living lots” will be a disaster for the city as a whole. Both will destroy neighborhoods, make the city a magnet for the homeless and destroy the city efforts to manage the homeless through housing. The public needs to make their opinions known and tell the city council to reject both zoning allowances.

The public needs to voice their opinions and tell the city council to reject both zoning allowances.

The email address to contact each city councilor and the Director of Counsel services are as follows:

lesanchez@cabq.gov

louiesanchez@allstate.com

ibenton@cabq.gov

kpena@cabq.gov

bbassan@cabq.gov

danlewis@cabq.gov

LEWISABQ@GMAIL.COM

patdavis@cabq.gov

tfiebelkorn@cabq.gov

trudyjones@cabq.gov

rgrout@cabq.gov

lrummler@cabq.gov

City Purchased Tents Proposed For “Safe Outdoor Spaces”; “Tent City’s” Will Destroy City’s Permanent Housing Efforts ; Scant Evidence Found On How Permanent Homeless Shelters Affect Surrounding Community; Safe Outdoor Spaces Will Make City “Land of Encampments”

The Homeless Coordinating Council (HCC) is a collaborative body made up of members from the City of Albuquerque, the County of Bernalillo, and the Board of Regents of the University of New Mexico. The HCC’s purpose is to deliver a coordinated community-wide framework for expanding and strengthening services and permanent affordable housing for people experiencing homelessness in the Albuquerque metro area.

https://www.cabq.gov/family/partner-resources/meeting-minutes-agendas/homeless-coordinating-council

The City Council is proposing to create two new “land use” zoning areas to allow 2 separate types of city sanctioned homeless encampments in all 9 city council districts for a total of 18 city sanctioned homeless encampments. Both are amendments updating the city’s 2017 Integrated Development Ordinance (IDO) that regulates residential and commercial zoning development and land use throughout the city.

The “safe outdoor spaces” amendment to the Integrated Development Ordinance (IDO) calls for the creation of government sanctioned homeless campsites where the homeless will be able to sleep and tend to personal hygiene. The proposed zone change can be summarized as follows:

1. Not more than 1 sanctioned campsites will be allowed in any one of the city’s 9 city council districts, or 9 total campsites, and the campsites would be limited to 40 tents, cars or recreational vehicles.
2. Each campsite will be required to have a certain number of water-flush or composting toilets, or portable facilities, hand-washing stations and showers based on occupancy.
3. It would require a surrounding wall or screen at least 6 feet high for those using tents.
4. Operators of the campsites, which could include churches and nonprofit organizations, would have to provide the city with a management plan or security agreement proving the site has 24/7 on-site support and security.
5. Operators would offer occupants some form of social services and support facilities.
6. The homeless campsites would be prohibited from being allowed within 330 feet of low-density residential areas. Religious institutions would have more flexibility for locating them.
7. The campsites would be permitted in certain commercial, business park and manufacturing zones and in some mixed-use zones after a public hearing.
According to City Officials, in most instances, the encampments would be set up and managed by churches or nonprofits.

“Living lots” zoning would be open space areas designated where people would be allowed to sleep overnight in tents, cars or RVs. Empty parking lots and other unused space could be used. Living lots would provide appointed spaces for people who may otherwise already be sleeping in parks, on sidewalks and in arroyos.

“COMMUNITIES OF TENTS” OUTLINED FOR “SAFE OUTDOOR SPACES”

On Tuesday, May 10, the City of Albuquerque made a presentation before the Bernalillo County’s Homeless Coordinating Council elaborating on its plans for “Safe Outdoor Spaces”. The presentation was made by Elizabeth Holguin with the City’s Family and Community Services Department.

According to Holguin, the city envisions that “Safe Outdoor Spaces” would be communities of tents for the homeless population, uniform in design and structure, and fenced in for safety.

Holguin told the coordinating council:

“Not anyone can just walk up. … People will be accepted based on outreach worker referral. … Resources like bathrooms, showers, electricity, shade structures, sometimes even internet [will be provided] … Definitely handwashing stations. There’s often connections to food and meals and all of the different outreach services that can be provided. … You cannot bring anything that does not fit into your structure. You get a storage bin, sleeping area, and chair. … there would be policies preventing weapons, and the safe spaces would be supervised by a management team. … Drugs and alcohol would be allowed inside tents, the same way they are allowed in homes but obviously there’s no drug dealing [allowed]”.

City representatives told the coordinating council Safe Outdoor Spaces has seen success in Denver, Colorado. City official also recognized that the tents are not a solution to homelessness, but hope they will help curb the metro’s crime crisis by providing a safer alternative to life on the street.

The initiative is still in its early planning stages, so size and potential locations remain up in the air.

The link to quoted source material is here:

https://www.kob.com/archive/albuquerque-leaders-discuss-plans-for-safe-outdoor-spaces/

“TENT CITY, USA”

The National Law Center on Homelessness & Poverty is a national legal group dedicated to ending and preventing homelessness. It works to expand access to affordable housing, meet the immediate and long-term needs of those who are homeless or at risk, and strengthen the social safety-net through policy advocacy, public education, impact litigation, and advocacy training and support.

In 2017, The National Law Center on Homelessness & Poverty released a study entitled “TENT CITY, USA The Growth of America’s Homeless Encampments and How Communities are Responding” with the link here:

Click to access Tent_City_USA_2017.pdf

In 2018, the National Law Center on Homeless and Poverty released a study entitled “Welcome The Rise of Tent Cities in the United States” with the link here:

https://homelesslaw.org/wp-content/uploads/2018/10/WelcomeHome_TentCities.pdf

The following was gleaned from the studies prepared the National Law Center on Homelessness & Poverty:

Tent cities have been reported in the majority of states, 46 of 51 jurisdictions (including the District of Columbia). Of all of these, only 8 encampments had a legalized status. Three more were moving in that direction, meaning that through municipal ordinance or formal agreement, the tent city had been sanctioned by the community and was either allowed to self-govern or was created by service providers working with the city. Ten tent cities had at least a semi-sanctioned status, meaning that although not formally recognized, public officials were aware of the encampments and were not taking active steps to have them evicted.

https://homelesslaw.org/wp-content/uploads/2018/10/WelcomeHome_TentCities.pdf

“In the past decade, documented homeless encampments have dramatically increased across the country. Research showed a 1,342 percent increase in the number of unique homeless encampments reported in the media, from 19 reported encampments in 2007 to a high of 274 reported encampments in 2016 [the last full year for data], and with 255 already reported by mid 2017, the trend appears to be continuing upward. Two thirds of this growth comes after the Great Recession of 2007-2012 was declared over, suggesting that many are still feeling the long-term effects.

Unique homeless encampments were reported in every state and the District of Columbia. California had the highest number of reported encampments by far, but states as diverse as Iowa, Indiana, Louisiana, Michigan, Oregon, and Virginia each tallied significant numbers of reported encampments.

Half the reports that recorded the size of the encampments showed a size of 11-50 residents, and 17 percent of encampments had more than 100 residents.

Close to two-thirds of reports which recorded the time in existence of the encampments showed they had been there for more than one year, and more than one-quarter had been there for more than five years.

Three-quarters of reports which recorded the legal status of the encampments showed they were illegal; 4% were reported to be legal, 20% were reported to be semi-legal (tacitly sanctioned.

This increase in encampments reflects the growth in homelessness overall, and provides evidence of the inadequacy (and sometimes inaccessibility) of the U.S. shelter system. The growth of homelessness is largely explained by rising housing costs and stagnant wages.

Municipalities often face pressure to “do something” about the problem of visible homelessness. For many cities, the response has been an increase in laws prohibiting encampments and an increase in enforcement.

[A survey of ] the laws and policies in place in 187 cities across the country … found:

33% of cities prohibit camping city-wide, and 50 percent prohibit camping in particular public places, increases of 69% and 48% from 2006-16, respectively.

50% have either a formal or informal procedure for clearing or allowing encampments. Many more use trespass or disorderly conduct statutes in order to evict residents of encampments.

Only five cities (2.7% ) have some requirement that alternative housing or shelter be offered when a sweep of an encampment is conducted.

Only 20 (11%) had ordinances or formal policies requiring notice prior to clearing encampments. Of those, five can require as little as 24 hours’ notice before encampments are evicted, though five require at least a week, and three provide for two weeks or more. An additional 26 cities provided some notice informally, including two providing more than a month.

Only 20 cities, 11%, require storage be provided for possessions of persons residing in encampments if the encampment is evicted. The length of storage required is typically between 30 and 90 days, but ranged from 14 to 120 days.

Regional analysis found western cities have more formal policies than any other region of the country, and are more likely to provide notice and storage.

Using the criminal justice system and other municipal resources to move people who have nowhere else to go is costly and counter-productive, for both communities and individuals. …

Research shows that housing is the most effective approach to end homelessness with a larger return on investment.

Other cities spend thousands of dollars on fences, bars, rocks, spikes, and other “hostile” or “aggressive” architecture, deliberately making certain areas of their community inaccessible to homeless persons without shelter.

Many communities state they need criminalization ordinances to provide law enforcement with a “tool” to push people to accept services, such as shelter. Conducting outreach backed with resources for real alternatives, however, is the approach that has shown the best, evidence-based results.

The 100,000 Homes Campaign found permanent housing for more than 100,000 of the most “service-resistant” chronically homeless individuals across America by listening to their needs and providing appropriate alternatives that actually meet their needs.

Most cities in the United States have insufficient shelter beds for the number of people experiencing homelessness; in some cities, the shortage is stark.

So when law enforcement tells residents of encampments to go to a shelter, they risk finding the shelter full. Even where shelter beds are open, they are not always appropriate, or even adequate, for all people.

Many shelters are available only to men or only to women; some require children, others do not allow children. Some do not ensure more than one night’s stay, requiring daily long waits in line- sometimes far from other alternatives.

The survey of 187 cities found only 10 of these cities have explicitly permitted some form of legalized camping. Encampments are not an appropriate long term solution to homelessness or the nation’s affordable housing crisis.

In order to be successful, legalized encampments require a tremendous amount of planning, consultation, and collaboration with all stakeholders, most especially the homeless residents of the encampment. In many cases, this time and effort may be better spent developing other interim or permanent housing solutions.”

The link to the news source is here:

https://homelesslaw.org/wp-content/uploads/2018/10/Tent_City_USA_2017.pdf

CORONADO PARK

Coronado Park is considered by many as the epicenter of Albuquerque’s homeless crisis. Over the last 10 years, Coronado Park has essentially become the “de facto” city sanctioned homeless encampment with the city repeatedly cleaning it up only for the homeless to return the next day.

At any given time, Coronado Park will have 70 to 80 tents crammed into the park with homeless wondering the area. It comes with and extensive history lawlessness including drug use, violence, murder, rape and mental health issues. In 2020, there were 3 homicides at Coronado Park. In 2019, a disabled woman was raped, and in 2018 there was a murder.

Police 911 logs reveal a variety of other issues. In February 2019, police investigated a stabbing after a fight broke out at the park. One month before the stabbing, police responded to a call after a woman said she was suicidal, telling police on lapel camera video that she had previously made attempts to overdose on meth.

The link to the news source is here:

https://www.kob.com/albuquerque-news/police-records-depict-pattern-of-problems-violence-at-coronado-park/5891961/

City officials have said Coronado Park is the subject of daily responses from the encampment team because of the number of tent’s set up there. They say the encampment team, along with Parks and Recreation Department , and Solid Waste go out every morning, during the week, to give campers notice and clean up the park. They also work on getting them connected to resources and services they may need.

https://www.krqe.com/news/politics-government/the-process-behind-removing-homeless-camps-from-public-places/

SCANT EVIDENCE SHOWING IMPACT OF SHELTERS ON SURROUNDING AREA

The UNM Homelessness Research Taskforce is made up of 14 people from departments across the UNM campus. The taskforce was asked by the Homeless Coordinating Council to study the issue of how homeless shelters affect the surrounding community. Over the past year, the taskforce did the research and it had two aims:

1. Review existing data to see how different types of housing services relate to repeat homelessness and

2. What works best for different populations, and to study the risks and benefits of emergency homeless shelters to communities.

Research has been demanded repeatedly by Southeast Albuquerque residents fighting the city’s plans for the Gateway Center homeless shelter and services center on Gibson Boulevard on what will be the effects of the shelter. Some community members have demanded an in-depth neighborhood impact assessment of the Gibson area believing the effects could reach up to 2 miles. According to UNM research team member Janet Page-Reeves, such an extensive and specific project would require more time and resources

On May 10, Page-Reeves provided an executive summary presentation to the Homeless Coordinating Council telling the council the challenges of answering the shelter effect question. She told the council:

“Very little research has been published on the impact of emergency shelters … but from the sparse literature, there is some evidence regarding both associated benefits and risks [but that information was not] “robust”. ”

According to Page-Reeves, existing literature about crime and shelters shows an “increased likelihood of crime” within a fourth- to half-mile radius, though the types of crime change. Vandalism and armed robbery go down, according to the research, but petty crimes like theft go up and “the people that are the victims of the crime tend to be those experiencing homelessness themselves”.

When it comes to property values, Page-Reeves said research reflects some effect within the immediate vicinity, but no evidence it extends beyond 1,000 feet of the shelter. And a shelter may have some positive and some negative impacts on nearby businesses.

UNM Homelessness Research Taskforce member Brady Horn reiterated that there is other research that is much less ambiguous. Horn told the Homeless Coordinating Council

“I just want to make sure we’re clear: providing housing does reduce crime . … [But] it’s unclear exactly what happens right around the shelter.”

Other findings from the UNM research team include:

• Those with lived experience reported that the eligibility qualifications for many support services are too rigid to meet.

• Nearly half (49%) of those who get enrolled in the state’s homelessness information management system as they seek shelter or other services have a disability. The category includes chronic health conditions and substance use disorders. 58% of those who have at least one additional enrollment have a disability.

• About a third of families enrolling in services are fleeing domestic violence.

The link to quoted news source material is here:

https://www.abqjournal.com/2498676/unm-team-published-research-on-homeless-shelter-impacts-is-meager-exce.html

COMMENTARY AND ANALYSIS

Research shows that housing is the most effective approach to end homelessness with a much larger return on investment than offering government sanctioned encampments. Given the millions the city is spending each year, it needs to continue with the approach of offering programs, building shelter space and making beds available for its homeless population.

Albuquerque is making a huge financial commitment to help the homeless. Last year, it spent upwards of $40 million to benefit the homeless. The 2023 proposed budget significantly increases funding for the homeless by going from $35,145,851 to $59,498,915. The city contracts with 10 separate homeless service providers throughout the city and it funds the Westside 24-7 homeless shelter.

The city has bought the 572,000-square-foot Lovelace Hospital Complex on Gibson for $15 million that currently has space of 200 beds or more and transforming it into the Gateway Center Homeless shelter. City officials have said that the city expect to launch multiple services on the property this winter, including a 50-bed women’s shelter, a sobering center and a space designed to deliver “medical respite” care for individuals who would have no place other than a hospital to recover from illnesses and injury.

MANAGING HOMELESS CRISIS MUST INCLUDE ENFORCING EXISTING LAWS

Coronado Park at 4th Street and the Freeway has been the Albuquerque’s “de facto” city sanctioned homeless encampments for the last 10 years with city officials offering services to the homeless who camp there and repeatedly cleaning up the park only to allow the homeless to move back in and camp. At any given time upwards of 70 tents are on the property. Coronado Park clearly shows that sanctioned encampments do not work.

Too many elected and government who want to establish government sanction encampments have a hard time dealing with the fact that many homeless adults simply want to live their life as they choose, where they want to camp for as long as they can get away with it, without any government nor family interference and especially no government rules and no regulations.

The city cannot just ignore and not enforce its anti-camping ordinances, vagrancy laws, civil nuisance laws and criminal laws nor pretend they simply do not exist. Squatters who have no interest in any offers of shelter, beds, motel vouchers or alternatives to living on the street really give the city no choice but to make it totally inconvenient for them to “squat” anywhere they want and force them to move on. After repeated attempts to force them to move on and repeated citations arrests are in order.

The homeless crisis will not be solved by the city, but it can and must be managed. Providing a very temporary place to pitch a tent, relieve themselves, bathe and sleep at night with rules they do not want nor will likely follow is not the answer to the homeless crisis. The answer is to provide the support services, including food and lodging, and mental health care needed to allow the homeless to turn their lives around, become productive self-sufficient citizens, no longer dependent on relatives or others.

“Safe outdoor spaces” and “living lots” will be a disaster for the city as a whole. Both will destroy neighborhoods, make the city a magnet for the homeless and destroy the city efforts to manage the homeless through housing.

The public needs to make their opinions known and tell the city council to reject both zoning allowances. The email address to contact each city councilor and the Director of Counsel services are as follows:

lesanchez@cabq.gov

louiesanchez@allstate.com

ibenton@cabq.gov

kpena@cabq.gov

bbassan@cabq.gov

danlewis@cabq.gov

LEWISABQ@GMAIL.COM

patdavis@cabq.gov

tfiebelkorn@cabq.gov

trudyjones@cabq.gov

rgrout@cabq.gov

lrummler@cabq.gov