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Finance committee reviews FY26 budget options; staff and members flag succession and staffing priorities
Summary
City staff presented three budget scenarios for FY26 and discussed options for COLA, public‑safety staffing, IT, stormwater and capital replacements. The committee asked staff to explore a middle ground for dispatch/shift differentials and endorsed succession‑planning steps for the Treasurer’s Office position request.
City budget staff returned to the Finance Committee with an update on FY26 budget development and three high‑level scenarios that will be included in upcoming council deliberations.
Finance Director Dan Hoffman outlined the process and calendar, noting the city will continue committee reviews before a May adoption. He said the starting point is an amended general fund budget of roughly $121.4 million, and that staff has prepared three options that differ primarily by how much of the operating requests and use of fund balance they absorb. The scenarios are presented as a scale of options rather than a fixed penny rate because staff is waiting on the auditor’s final revenue‑neutral calculation; staff said the three options are approximately two cents apart when the final revenue‑neutral baseline is set.
Major cost drivers the committee discussed include proposed cost‑of‑living adjustments (options ranged from 2% to 3%), recruitment and retention for police and fire, an IT junior systems/network position, part‑time pay increases for Parks & Recreation (lifeguards and seasonal staff), and capital one‑time items such as a new automated refuse truck (to be funded from reserves), police vehicles, and playground and pool repairs. Staff emphasized a multi‑year approach for major park and pool work and said a private donation is supplementing playground replacement funds.
Treasurer Jeff Barber described a personnel request in his office: he wants capacity to train additional staff so the city meets state requirements that certain deputy treasurer functions be covered. Barber explained two current deputies are approaching retirement and two staff members are pregnant; training new staff and obtaining state‑required deputy certifications will take time — staff estimated roughly two years to complete required classes and exams. Committee members recommended a succession plan: staff suggested using an over‑hire or short‑term administrative hires if council does not add a permanent position now, and committee members requested Mr. Barber and finance staff to return with a concrete training and budget timeline.
Committee members also discussed emergency and operating contingencies, the use of fund balance for one‑time items (such as the refuse truck), and how vehicle and equipment replacement schedules inform requests for replacements in each option. The committee asked staff to develop a “middle ground” for dispatch shift differential pay that could be included in Option 2 and to return to council next week with the updated option set and the auditor’s revenue‑neutral number if it is available.
There was no committee vote on the consolidated budget; staff will incorporate committee guidance and present refined options at the next meetings in the budget calendar.
