Alex, a city staff member, told the City of Talent Council that “the long term trend in spending versus revenues, particularly in the general fund, is going in the wrong direction.” The staff presentation framed a two‑phase public engagement plan that begins with education about how municipal budgets and revenues work and then moves to detailed options for revenues and service changes.

The nut graf: City staff asked the council how it wants the public involved as the city considers fee changes and potential budget adjustments. Staff emphasized that education would be the priority in the first phase and that more substantial service cuts or new revenues would follow only after broader public input.

In the presentation, Alex said staff will continue housekeeping actions such as updating the fee schedule and pursuing efficiency opportunities, and that the larger community conversation should start with a shared factual baseline so residents understand the city’s fiscal position. “My suspicion is that in the first phase...it’s heavily, has a large education component, a large information sharing component,” Alex said.

Councilors largely supported a phased approach. Councilor Byers said, “I would give that prework at least 2 months to, like, really engage it,” urging time for targeted outreach before any major public meetings. Councilors recommended a mix of small, neighborhood-based “kitchen conversations,” larger town halls (several councilors suggested holding two town halls), and digital outreach with clear infographics and short surveys.

Multiple councilors urged partnering with community organizations to reach groups that are often left out. Councilor Medina advised outreach to Hispanic residents and suggested working with local liaisons in the school district; another councilor recommended outreach to seniors and people with disabilities. Councilor Byers said partnering with community organizations and preparing committee and commission members to answer questions would help distribute the workload.

Specific outreach tactics discussed included QR codes and short flyers available at local businesses; putting information in mailed water bills; posting materials and assistance at the public library to help residents complete surveys; translating materials when needed; and using video recordings of town halls and infographics so people can review information later.

Councilors and staff also discussed resourcing the effort. Alex said staff anticipates needing to pay for high‑quality materials and that smaller nonprofit partners may require financial support to carry out outreach. A councilor proposed hiring a marketing and communications lead to coordinate materials and support partner organizations; Alex said that idea had not yet been fully developed but would be considered when staff return with a more detailed plan.

Funding and grant options mentioned included technical resources from the League of Oregon Cities and a possible fit with smaller grants from the Ford Family Foundation tied to economic revitalization and civic education efforts. Councilors asked staff to estimate reach and to track return on investment for outreach dollars.

No formal motion or vote was taken. Staff said it will return with a more detailed, phased plan and a proposed budget for council review.

Ending: Councilors generally signaled support for the phased engagement approach and for staff returning with a detailed plan that includes outreach tactics, budget estimates, and a timeline for the education and option‑development phases.