In January 2025, a gathering outside the New Mexico Children, Youth and Families Department (CYFD) office in Los Lunas turned into a poignant reminder of the pressures faced by its employees. Friends and colleagues mourned Monterra “Monty” Wolf, a former investigator who died by suicide in December 2024. Those close to her attributed her struggles to workplace bullying and overwhelming stress, ultimately highlighting a crisis within the agency that has seen a significant turnover of staff.
Wolf had been vocal about various workplace challenges, including the treatment of foster youth and excessive workloads. Her concerns, however, reportedly led to internal investigations and disciplinary actions that colleagues described as disproportionate. “She felt like she was losing her mind with the way they were treating her,” said one anonymous co-worker. “She said she’s never been treated so cruelly and belittled and dehumanized.”
The CYFD has long struggled with high employee turnover, which has resulted in heavy caseloads for remaining staff. Current and former employees indicate that allegations of bullying, threats, and retaliation have created a toxic environment, further exacerbating the staffing crisis. More than half of those who left the agency in 2024 cited overwhelming workloads as their primary reason for departure, a trend that has persisted despite efforts to reform the agency.
To address these issues, CYFD has initiated a workforce retention plan aimed at improving the work conditions for its employees. This plan includes implementing training programs for supervisors and providing support services for staff dealing with the emotional toll of child welfare cases. CYFD Chief Operations Officer Brenda Donald acknowledged the inadequacies in their workplace culture, stating, “They leave because they don’t feel supported, they don’t feel that they’re well trained to do their jobs.”
Despite these efforts, skepticism remains among employees about the agency’s ability to restore trust and morale. “It’s like a haunted house coming to CYFD,” said an anonymous worker, reflecting fears of retaliation for voicing concerns. The agency has acknowledged problems in its culture, committing to change through new coaching programs and training set to begin in April 2025.
As the turnover crisis persists, data reveals a disturbing trend in employee departures. In 2025 alone, a total of 485 employees left the agency, with many citing excessive workloads and lack of support as primary factors. A report indicated that 51% of front-line employees had caseloads exceeding appropriate levels, leading to burnout and dissatisfaction.
The challenges facing CYFD are compounded by the ongoing struggle to recruit new staff. While the agency hired 583 employees in 2025, the stark reality remains that many positions are left unfilled, adding to the pressure on current workers. Exit surveys from former employees reveal that 58% cited high workloads and unrealistic expectations for after-hours work as significant reasons for leaving.
The situation has been further complicated by management practices in various CYFD offices. Allegations against Patricia Garza, a long-time manager in the Hobbs office, include retaliatory actions against employees and contributing to harmful situations for children in the system. Garza has been involved in multiple lawsuits since 2020, raising concerns about accountability within the agency.
As CYFD rolls out its new retention plan, including plans to enhance training for supervisors, Pilar Brooks, the agency’s Workforce Development Director, expressed hope that improved support structures would alleviate some of the burdens on employees. “We’re trying to build this whole program of support, training, feedback, interaction, engagement, so that people will feel seen, heard, and valued for their contributions at CYFD,” Thompson said.
The upcoming changes are intended to create a safer and more supportive work environment, which many employees believe is essential for their success. Yet, with a deeply rooted culture of fear and high expectations, it remains to be seen whether these measures will lead to tangible improvements in morale and retention rates.
As the CYFD prepares to implement its plans, the agency faces a significant challenge in re-establishing trust with its workforce and ensuring the well-being of both its employees and the vulnerable children they serve.