BY THERESA CULL
Chair
Los Alamos County Council
The past year has been one of challenges and uncertainty due mostly to changes in the federal government. The County experienced higher costs, delays, and an as-yet unfulfilled FEMA funding commitment. Changes at our largest employer resulted in a significant decrease in gross receipts taxes. We also endured the longest government shutdown in history that resulted in federal employees being furloughed and activities at our local parks being closed or curtailed for over a month. Despite these challenges, the County’s performance in 2025 was very productive and the County is moving forward in many ways. But that doesn’t mean there aren’t issues and challenges that still need to be addressed.
One of the things I like to do at the end of each year is try to remember what happened throughout that year. I went through my calendar and the agendas of every Council meeting and, with additional input from County staff, came up with an extensive list of accomplishments that were sorted by the five goals and 22 objectives of our strategic leadership plan. I don’t plan to read the entire list; it is included as an attachment to tonight’s agenda. However, I think it’s important to mention some of the key accomplishments and challenges in the top five objectives from the 2024 National Community Survey. Those objectives are effective, efficient, and reliable services; local business; housing; fiscal stewardship; and communication and engagement.
Effective, Efficient, and Reliable Services
There are many services that County staff provide that aren’t explicitly mentioned in the strategic plan summary. Although Broadband is a separate objective, it’s important to mention that Council approved a $40 million bond for a Community Broadband project, which is expected to deliver a reliable, affordable, open-access fiber network that supports residents, businesses, education, and emergency services. There were four communications outages this year, so it’s also important to note that Council approved a grant to San Ildefonso Pueblo to support installation of a middle mile fiber optic line that will help prevent future communications outages.
Local Business
Council established a Working Group to work with business owners and the Local Business Coalition to discuss the challenges facing businesses and recommend changes. An action plan was developed to address the recommendations and will be reviewed at least quarterly to track progress. One of the actions implemented by County staff is the Small Retail Local Economic Development Act (LEDA) process that establishes new tools to support local businesses. Council also adopted the East Downtown Los Alamos Metropolitan Redevelopment Area Plan to help target reinvestment and revitalization.
Housing
Housing delivery advanced through multiple transformative approvals, including 87 deed-restricted affordable studio apartments on Ninth Street, a mixed-use development on 20th Street that will bring approximately 285 market-rate housing units and 25,000 square feet of retail, and a purchase, sale, and development agreement with Servitas for 380 affordable and market-rate homes on the A8-A parcel along DP Road. In addition, the Hill apartments, consisting of 149 market-rate units, began leasing in November this year. There are many additional projects in the early planning stages.
Fiscal Stewardship
Gross receipt taxes make up 72% of the County’s overall budget and the largest source of those revenues is the Laboratory. After many years of growth, the Laboratory’s budget appears to be leveling, and the County is projecting a 14% decrease in GRT revenues in FY25. In anticipation of future decreases, and to continue to advance many of the projects and services expected by the community, Council voted to raise the gross receipts tax rate by 5/8% effective July 1, 2026. Council also approved budget guidance for FY27 that reflects a conservative approach due to continued uncertainty in gross receipts tax performance and the lower-than-expected FY25 GRT outcome. County departments have been instructed to maintain flat budgets wherever possible, accommodating only essential inflationary increases for personnel, group health insurance, contractual obligations, and interdepartmental charges. To balance these necessary cost increases, all other non-labor budget categories were guided to implement a 10% reduction.
Communication and Engagement
As evidenced by the large number of items listed under Communication and Engagement, the County provides many opportunities for community members to provide feedback through surveys, town halls and open houses, County booths at various events, comments at public meetings, and Council and/or staff attendance at various events. Despite these efforts, we are not always successful at getting out information to, or requesting feedback from, all affected parties. Recently, Council asked for the Parks and Recreation Board to review the Brewer Arena project to provide additional opportunities for public input. And County staff developed lessons learned from two major infrastructure projects to address communications and other issues. Council has also intentionally delayed decisions on major projects to ensure the public has an opportunity to comment.
If you’ve ever received one of my annual letters, you know that I like to summarize the year in rhyme. So, I will summarize the state of the county with this:
2025 was a year of uncertainty.
There were issues and challenges to address.
But through the efforts of staff and volunteers,
The State of the County continues to progress
Read the Attachment – 2025 State of the County List of Activities and Actions here: https://www.losalamosnm.us/News-articles/State-of-the-County-2025-by-Council-Chair-Theresa-Cull/Attachment-2025-State-of-the-County-List-of-Activities-and-Actions