[{"_1":2,"_111":-5,"_112":-5},"loaderData",{"_3":4,"_26":27},"root",{"_5":6,"_17":10,"_18":19,"_20":21,"_22":10,"_23":-5,"_24":-5,"_25":10},"user",{"_7":8,"_9":10,"_11":10,"_12":-5,"_13":-5,"_14":15,"_16":-5},"roles",[],"isAuthenticated",false,"isPremium","planName","subscriptionStatus","featureFlags",{},"insightsBudget","isDevelopmentHost","userPreferences",{},"recaptchaSiteKey","6LcvOJcUAAAAAHsB-gPGfGktcRlKpH7OTIU_dMTD","isImpersonating","impersonation","affiliateStatus","isFreedomPortal","routes/v2/article/layout",{"_28":29,"_30":31},"notFound",true,"relatedArticles",[32,75,87,99],{"_33":34,"_35":36,"_37":38,"_39":40,"_41":42,"_43":44,"_45":46,"_47":48,"_49":50,"_51":52,"_53":54,"_55":56,"_57":58,"_59":60,"_61":62,"_63":64,"_65":66,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},"mediaId",6585563,"mediaKeyId","5608997-136922e5083cb9dee31cd09f382abc58","parentId",5608997,"title","Thornton presents preliminary 2026 budget priorities: traffic, parks, fire staffing and controlled employee pay adjustments","audioSeconds",420,"startMs",6298000,"endMs",6718000,"viewUrl","/Search/View?dp=1&key=5608997-136922e5083cb9dee31cd09f382abc58&start=6298&end=6718","thumbnailUrl","https://assets.pipeline.soar.com/5608997-136922e5083cb9dee31cd09f382abc58/thumbnail_6298000.jpg","articleUrl","/articles/6585563/Thornton-City/Adams-County/Colorado/Thornton-presents-preliminary-2026-budget-priorities-traffic-parks-fire-staffing-and-controlled-employee-pay-adjustments","mediaUrl","https://secure.pipeline.soar.com/6585563-9b917b7353334b7b0b8a43d4753620bc/orig.mp4?Expires=1771143335&Signature=MIHbLYeQxYwYC2xN4o6yran0rmBDuF~~xbvZoZuyEsgBPhu9Lev8TDG9rxB5SQw9l3q2JNvOglhQdzSMJLt4EoiMi2Yi-g1xc2Ybv8UpAhvAMpEO4FkSRXzvJbBVehzagF2pA8aZwYAahqWObD~6SAs6nBFHtO-cNJK6g-Bbgt6dP671dL-8p1Ew-wDBnsZImoU~5XK5zvHhTVFkn57lxwKfPqhU0FPeUgElg8AtxLfnglS31xWUlV8zMv3Rn9fuC92iyeKyn0qokYIl0DV7bcUYBVVf4GbaA3YOXp3nuxi6iQWxaDwd16OzteZBoB0QfbmZ2CAgrKil6UO1vUZEJA__&Key-Pair-Id=KUT5TJCACFTXG","author","City Council of Thornton CO","date","2025-08-20T17:35:19.883Z","article","Thornton city staff on Tuesday presented a high‑level summary of the proposed 2026 budget, highlighting targeted capital projects, investments in public safety and parks, and employee compensation steps while noting revenue pressures from underperforming sales tax and slower development growth.

Major investment areas identified by staff included road and intersection improvements (A 104th Avenue widening, 130th Avenue/Quebec intersection improvements), construction of multi‑use trail segments (Big Dry Creek trail, Thornton Parkway path), continuation of remediation and redevelopment work at the Thornton Shopping Center site, and parks/open space trail upgrades.

Public safety and emergency response

The draft budget funds the first full year of operations at Fire Station 8 and supports the phased implementation of four‑person minimum staffing on engine companies, with additional hires and training for engine staffing and paramedic certification. Staff also proposed replacing the city’s CAD and records management system (an estimated $5 million implementation and an ongoing software cost) and formalizing the co‑responder program (currently grant‑funded pilot) into an ongoing in‑house program to respond to behavioral health and crisis calls.

Code, encampments and parks

Staff proposed increasing the annual abatement budget from 230,000 to $450,000 (a $220,000 increase) and adding staffing in parks and open space to canvass and respond to encampment issues so code enforcement can focus on private property compliance. Staff also proposed additional pickleball courts at Margaret Carpenter Park; councilmembers asked staff to confirm seating and shade elements for tournament use.

Employees and benefits

The proposal recommends a 2% cost‑of‑living adjustment (COLA) for general non‑union employees plus a 0.5% one‑time merit payment that is not base‑building; staff estimated the combined cost at about $2.0 million across funds. Police would receive the same COLA plus contractual step increases; fire union contractual increases include a 5% raise for 2026 and rank/step adjustments for longevity and promotions. Health insurance projections include a 14.9% increase for Cigna plans and 0% for Kaiser; overall health‑insurance costs were projected to increase by about $1.6 million.

Budget process and timing

Staff said they will present detailed departmental budgets, capital project lists and fund‑level financial outlooks at budget review sessions on Sept. 4 and Sept. 9, with public hearings and readings scheduled later in September and October. Staff noted the proposed budget reflects a conservative approach given revenue uncertainty, while preserving priority projects and core services. No final budget was adopted; councilmembers and staff will continue deliberations during the scheduled budget review meetings.","mediaType","Video","parentTitle","Thornton City Council Planning Session - August 19, 2025","oneSentenceSummary","City staff outlined high‑level recommendations for the 2026 budget including transportation projects, trail and open‑space investments, continued fire staffing and CAD replacement, targeted code and encampment resources, and modest employee cost‑of‑living and one‑time merit payments.","taxTitle","Thornton City, Adams County, Colorado","taxId",5596,"location","headline","","shortSummary",{"_33":76,"_35":36,"_37":38,"_39":77,"_41":78,"_43":79,"_45":80,"_47":81,"_49":82,"_51":83,"_53":84,"_55":56,"_57":58,"_59":85,"_61":62,"_63":64,"_65":86,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6585566,"Consultants present interim findings of Thornton organizational review; point to heavy direct‑reporting load at city manager level",626,5982000,6608000,"/Search/View?dp=1&key=5608997-136922e5083cb9dee31cd09f382abc58&start=5982&end=6608","https://assets.pipeline.soar.com/5608997-136922e5083cb9dee31cd09f382abc58/thumbnail_5982000.jpg","/articles/6585566/Thornton-City/Adams-County/Colorado/Consultants-present-interim-findings-of-Thornton-organizational-review-point-to-heavy-directreporting-load-at-city-manager-level","https://secure.pipeline.soar.com/6585566-328ea7487569d44849a551369cabb5c9/orig.mp4?Expires=1771143335&Signature=HzjZfiRzLmo9Gh8zsUxRmdCtCmaSPOUKnVPkymM2uyuYqWy2go3lvciMoS95sWiVz421o7~SprDeZvqFdDA2l62dNDTvwh-sWSjcL~ro2ZB2YKAp~E99vgjCD-ngZHhv4YmU6g0OesO9Y5qELXf51-KxtZw~StSc-WhCmNr~bknpYLvff5pJwrxpdcEOZJ8P2yO3oOEUTfeJ3~BzA9Plf6n3JUKs9kWYGa54fRP-7aQq7S42dTezg7-qNhLKYVUOIquGQ8y3b7LjyeGd2D5-~hrgg-AL0jxyPspZT~YFL-RoTboY-Trz4kYokVXt43ElCsezBi3DFFWKpOySYpEfdQ__&Key-Pair-Id=KUT5TJCACFTXG","Consultants from BlackLine on Tuesday presented draft findings from an organizational review of Thornton city government, identifying cross‑cutting issues in structure, support functions and project delivery and recommending options to reduce the number of direct reports to the city manager.

John (BlackLine) and Anam (analyst) told council that Thornton currently has an unusually large number of direct reports to the city manager for a municipality of its size and growth trajectory. In peer comparisons shown to council, many similar cities average about six direct reports to the top chief executive; Thornton’s current count of direct reports is substantially higher, the consultants said.

Key findings

- Span and layer issues: Consultants said the city manager has more direct reports than typical peers, which they said is unsustainable as Thornton grows. They proposed using one or more deputy/assistant city manager positions to create logical portfolios and reduce the reporting burden at the top.

- Functional alignment: BlackLine reported that some multi‑service departments — for example parks (recreation, capital planning and community connections) and management services (IT, procurement, risk, fleet) — group dissimilar functions that reduce functional clarity and limit visibility for citywide strategic services like IT.

- Support services: Finance, HR and communications were described as often transactional and sometimes creating bottlenecks; staff indicated a desire for more strategic support (workforce planning, digital transformation) rather than only transactional operations.

- Neighborhood/community outcomes: The review found different departments tracking separate metrics and tools for similar population groups (e.g., outreach, public health, parks), which makes measuring overall city outcomes difficult; the consultants flagged a need for a shared data approach and clearer accountability for neighborhood outcomes.

- Capital delivery: Staff reported delays and capacity constraints for capital projects; consultants recommended stronger project management tools and asset management systems to support delivery.

What happens next

BlackLine said it will produce a final report with specific organizational‑structure alternatives and actionable recommendations for collaboration, automation and workforce planning. The consultants plan to refine portfolios for deputy/assistant managers, identify capabilities to add or strengthen (strategic performance management, asset management, customer service automation) and propose implementation steps. The final report is scheduled to be refined through September, with further staff engagement planned before any structural changes are implemented.

Council members welcomed the review and asked how the organizational recommendations will tie to the simultaneously developing strategic plan. City staff and consultants said they are coordinating so organization design aligns with adopted strategic focus areas and that additional engagement with employees will follow final recommendations.

No decisions were made at the meeting; the consultants emphasized the review focuses on structure and organization rather than individual employee performance.","Consultant BlackLine presented interim organizational review findings, identifying many direct reports to the city manager, scattered functional alignment across departments (IT, community connections) and opportunities to improve cross‑department collaboration, performance management and asset/project systems.",{"_33":88,"_35":36,"_37":38,"_39":89,"_41":90,"_43":91,"_45":92,"_47":93,"_49":94,"_51":95,"_53":96,"_55":56,"_57":58,"_59":97,"_61":62,"_63":64,"_65":98,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6585572,"Thornton staff present water‑rate options; council signals support for originally proposed increase",709,3730000,4439000,"/Search/View?dp=1&key=5608997-136922e5083cb9dee31cd09f382abc58&start=3730&end=4439","https://assets.pipeline.soar.com/5608997-136922e5083cb9dee31cd09f382abc58/thumbnail_3730000.jpg","/articles/6585572/Thornton-City/Adams-County/Colorado/Thornton-staff-present-waterrate-options-council-signals-support-for-originally-proposed-increase","https://secure.pipeline.soar.com/6585572-956f2192047dcbd5e536dc1af6a5ea06/orig.mp4?Expires=1771143335&Signature=X3BGQ3GiKL4mjeKwGY3pV0r4Zo1uU0n5scD0Cs4E8Ahg1FfUqvvZ12qigGBN-gcCd6MleDp0F6vZibnPec0kij23LZKICbsoIEYLtv0UuBhOwzGnqoyUXV4W9WnmmMuFZnBtL469-UpHAjxCdSMIaXCLmzFxu3B3UQXHjuu3kP0NVxXkSkS2xJsGrqQExs1wWHutnLyObDDuAFtJzibECjjA~o-zairSA76VPk7ojjzHmEol50Rp5UrAucd2DRaatJcczek0WMtXidWreje6JAf7~J966nCsivfNSar4hq83-e1PicYSpeE1I7~Uv-JVDzdK31DvDyo0ylhOLFiVeA__&Key-Pair-Id=KUT5TJCACFTXG","City finance and utilities staff on Tuesday presented multiple scenarios for 2026 utility rate changes, including an 11% water increase the staff had previously recommended to fund the Thornton Water Project and PFAS treatment requirements, and lower‑impact alternatives that would defer or scale back capital spending.

Kim (budget staff) and Brett (utilities staff) described three sets of options: (1) fully fund the capital program with an 11% water increase effective Jan. 1, 2026; (2) reduce near‑term capital assumptions (cut contingencies and defer lower‑risk projects) and lower the 2026 proposal to roughly 7.3%; and (3) the same as (2) plus deferring a proposed solar installation at the water treatment plant, which would yield roughly a 7.2% 2026 increase but delay a council‑supported energy goal.

Why it matters

Staff said the 11% proposal was driven mainly by PFAS treatment, timing of the Thornton Water Project and required debt‑service coverage. Council members and staff emphasized that rates must support long‑term system sustainability, debt coverage ratios and planned capital projects; several councilmembers said the initial 11% proposal is preferable to repeated deferrals that could compound risk or push larger increases onto future residents.

Details and tradeoffs

- Fully funded scenario (staff recommendation): an 11% water rate increase on Jan. 1, 2026, followed by smaller inflationary increases in subsequent years; staff modeled this as the least costly option for customers over a four‑year window and argued it best preserves contingency funding for infrastructure projects.

- Reduced‑capital scenario: staff identified several capital items they judged lower risk to delay or reduce, including contingency reductions in the Thornton Water Project (because several segments have been bid below estimates), deferring a 10MG stormwater treatment plant capacity expansion, removing a resiliency reservoir project, continuing land‑application/composting of treatment plant sludge rather than moving to landfill disposal, and delaying lake‑management installs. Those changes reduced the 2026 increase to about 7.3% in staff modeling.

- Add‑back tradeoff (solar): one item council discussed separately was a solar array at the treatment plant that could offset up to 72% of plant electricity and has an estimated ~16‑year payback; some federal tax and procurement rules complicate timing. Staff said if the city accelerates that project to capture federal credits, it must amend the budget; if the city delays it, the project’s payback and cost outlook change materially.

Council reaction and next steps

Councilmembers expressed concern about compounding risk from deferring multiple “low‑risk” projects: Councilmember Justin said small individual deferrals can add up to larger system risk, and Councilmember Jessica Martinez warned of potential liability or customer impacts (odors, algae, water quality) if maintenance or treatment changes are deferred. Many councilmembers — including Martinez, Roberta and Chris — voiced support for the original, fully funded plan. Several also said staff should continue to pursue grants and careful procurement to reduce rate impact where feasible.

Staff said the water assistance program (utility bill assistance) is funded by late fees and would be adjusted proportionally if council approves a rate increase. No formal vote was taken; staff will return to council with ordinance language and a schedule of effective dates for any rate changes for September consideration and final readings later in the fall.","City staff outlined alternatives to the proposed 11% water rate increase — including phased implementation and capital‑deferral scenarios — and councilmembers expressed general support for the originally recommended funding path to protect water quality and long‑term capital needs.",{"_33":100,"_35":36,"_37":38,"_39":101,"_41":102,"_43":103,"_45":104,"_47":105,"_49":106,"_51":107,"_53":108,"_55":56,"_57":58,"_59":109,"_61":62,"_63":64,"_65":110,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6585577,"Adams County outlines regional homelessness strategy, urges data sharing and coordinated action with Thornton",2651,60000,2711000,"/Search/View?dp=1&key=5608997-136922e5083cb9dee31cd09f382abc58&start=60&end=2711","https://assets.pipeline.soar.com/5608997-136922e5083cb9dee31cd09f382abc58/thumbnail_60000.jpg","/articles/6585577/Thornton-City/Adams-County/Colorado/Adams-County-outlines-regional-homelessness-strategy-urges-data-sharing-and-coordinated-action-with-Thornton","https://secure.pipeline.soar.com/6585577-4a30775556ef7db9cbc836e1b7d939d4/orig.mp4?Expires=1771143335&Signature=k31q788Xjjvu~0yBgQhlsBUDbwEmrFOLEbB-5WOyWEp-JsYbqyUZoTOXWl4EItdF-AMVAcDsA8HFHyQICnIpReMKtuEOUt7hfr~bmxRVYSTnqc5gOX-X1r-GBPS2K7~1L23e2NQDekriajZP-dHDWa-~xbmq9wfTH3FOFmuwx6QOS4fKTkGNIUIDQKcOo82sKusckxQPhe3LPPOEubSdtTjA4kqRPQ7zS3BN2UmU8OMyU~14In0BTYriOL3DGaCWivSjBQy3v7cfezI5oGhqdJ37QyOen~Y4nTGRYwDKvysmlk~yg3psy4pKUdFWkCtLKPtHtl5FEH~T3BHqGVxOMA__&Key-Pair-Id=KUT5TJCACFTXG","Adams County officials on Tuesday briefed the Thornton City Council on the county’s decade-long, integrated approach to housing instability and homelessness and urged closer regional data-sharing and operational coordination with Thornton and neighboring cities.

The county presentation, led by Deputy County Manager Alicia Reese and Matt Rivera, director of Community Safety and Well‑Being, described how Adams County combines outreach, coordinated entry and targeted prevention programs to respond to more than 3,700 unique individuals recorded in the county’s Homeless Management Information System (HMIS).

Reese said the county’s work “really is about how are we supporting and wrapping around our residents who are unhoused,” and stressed that addressing homelessness requires partners across jurisdictions and sectors. \"This gives us an indication of how we approach that broadly,\" she said, pointing councilmembers to a handout that maps county programs against the housing continuum.

Why it matters

The county told the council that point-in-time counts materially understate service need: Adams County’s HMIS records more than 3,700 individuals accessing homelessness services compared with 730 counted on a single day in the January point-in-time (PIT) survey. About one-third of the HMIS population are minors — roughly 1,200 children — the county said, and it described a recent shift from domestic-violence drivers of homelessness toward eviction and economic hardship as leading causes.

What the county presented

- Data and scale: Matt Rivera said the shared regional HMIS and data agreements let partners track service contacts over time rather than rely only on PIT counts. Rivera said 2025 year-to-date counts suggested an increase during warmer months and the county expects higher third-quarter figures.

- Causes and geography: The county presented a heat map showing higher eviction and encampment concentrations in Thornton and Northglenn. Rivera said eviction filings have returned to pre‑pandemic levels and cited three common economic drivers: inability to pay rent, job instability and eviction.

- Programs and outcomes: Adams County described a suite of programs: eviction prevention and tenant–landlord mediation (60–65% success rate in mediated cases the county presented), a severe weather activation program that issues emergency vouchers (the county said it spends more than $1 million annually on that program), a safe‑parking initiative (about 28 participants at two locations), “pathways to stability” bridge housing, rapid rehousing and a “familiar faces” targeted case management effort that the county said has housed 14 of its top 15 voucher users. The county also highlighted a veterans‑focused “Built for 0” effort, which it said currently has about 20 veterans counted as unhoused and has reduced veteran homelessness compared with peers.

- Encampment response: The county described an encampment‑resolution model that temporarily closes off a site, brings intensive services to people there and attempts direct housing placements; it told the council it has placed “well over 20 individuals and families” from large encampments into housing.

- Prevention and special programs: County staff outlined targeted upstream investments, including an “asset development” program intended to improve family wealth and workforce outcomes and a \"million‑dollar blocks\" approach to concentrate prevention funding in high‑cost ZIP codes. The county said it is also working on a public–private “funding collaborative” to attract corporate philanthropic resources.

Council conversation and requests

Thornton councilmembers pressed the county for more coordinated, city‑level data and asked whether the warming and severe weather programs collect origin data for people who use them. County staff said intake collects self‑reported last place of residence and that staff-level outreach coordination is monthly and often daily for active cases. Councilmember Jessica Martinez asked whether warming‑center users are tracked to their jurisdiction of origin; county staff said they collect that information but cautioned that accuracy varies and said they would follow up with counts.

Councilmember Roberta (last name not provided in transcript) and others raised operational impacts in Thornton: higher cleanup costs, increased use of recreation centers as temporary shelters or warming locations, and public safety and staff burdens. Several councilmembers asked that Adams County convene a regional working group of elected officials and staff to translate the county’s programs into shared decisions on shelters, safe parking, park ranger patrols and capital investments. Commissioner Emma Fincher said the county was prepared to take that convening role and to return to Thornton for a follow‑up planning session scheduled on September 16.

Funding and policy constraints

County leaders warned that federal and state funding changes limit discretion. They described how federal funding shifts after COVID and ARPA and a state policy change affecting TANF (Temporary Assistance for Needy Families) reduced discretionary funds the county had used to contract with nonprofits. The county said it intends to continue funding partner contracts through the end of the year while it reviews budget options.

What was not decided

No formal action or vote took place. The county and Thornton councilmembers agreed to pursue continued data sharing, staff‑to‑staff coordination and a follow‑up elected leaders’ conversation. The county said it will return with more detail on HMIS sharing, outreach coordination and options for regional sheltering or safe‑parking expansion.

Ending note

Adams County officials closed by stressing the regional nature of homelessness and urging Thornton and other municipalities to participate in joint planning, data sharing and potential shared funding strategies. \"We're here as relationship builders and collaborators,\" Deputy County Manager Alicia Reese said, and the county asked the council to identify priority areas where it could offer staff or financial support for joint work.","Adams County officials presented a decade-long integrated approach to homelessness, urged data sharing with Thornton and other cities, and described programs from eviction prevention to encampment resolution while asking municipalities to join regional funding and operational conversations.","actionData","errors"]

Article not found

Thornton presents preliminary 2026 budget priorities: traffic, parks, fire staffing and controlled employee pay adjustments

Consultants present interim findings of Thornton organizational review; point to heavy direct‑reporting load at city manager level

Thornton staff present water‑rate options; council signals support for originally proposed increase

Adams County outlines regional homelessness strategy, urges data sharing and coordinated action with Thornton