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Council asks staff for baseline budget, revenue options and short list of aspirational investments
Summary
Jackson Town Council asked staff to return a baseline FY2026 budget (staff requests and the town manager dvice), a concise menu of aspirational investments with dollar estimates, and a matrix of potential revenue options identifying whether each could be enacted for FY2026 or required longer lead time.
Jackson Town Council used its retreat to give staff direction on the FY2026 budget process, asking for a clear baseline and a small menu of additional investments tied to revenue options.
Town staff will present a three-part package in spring: (1) the baseline budget showing directors' requests and the town manager—inal recommendation; (2) a short, costed menu of aspirational items that council could add if it elects to increase revenue or use reserves; and (3) a revenue-options matrix that lists potential new or expanded revenues, whether they could be enacted for FY2026, whether they require a vote or county cooperation, and rough revenue estimates.
Councilors discussed trade-offs between holding reserves and funding new initiatives. Council member Jonathan urged the group not to rule items out prematurely: "let—xplore a menu of options," he said, framing budget work as a two-part process that identifies strategic goals first and tactics second.
Key revenue options discussed included: property tax adjustments, additional local sales or lodging tax, impact fees on new development, and user fees (for example, parking or EV-charging). Directors advised council that some taxes require longer lead time or county cooperation; staff said a few fees or user charges could be modeled and presented for the FY2026 cycle if council wanted to consider them.
Council also directed staff to flag one-time funding possibilities, and to separate recurring staffing expansions from one-time purchases. Staff said the new budgeting tool demonstrated during the retreat will let council members toggle revenues and expenditures to see the effect on projected reserves in real time.
Councilors gave staff the following instructions: - Prepare a baseline budget book with two columns: director requests and town manager recommendation. - Prepare a short (roughly five- to ten-item) list of aspirational or priority investments with cost estimates and whether they would be recurring or one-time. - Prepare a revenue-options matrix describing timing, approval authority (town, county, or electorate) and rough fiscal impact so council can choose next steps.
Staff and council agreed that deeper work on complex revenues (for example, ballot measures or county-dependent taxes) may require separate study and public engagement; staff will note which options are feasible for FY2026 and which are multi-year efforts.
