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Council begins fiscal 2025–26 budget review; staff flags tax worksheets, debts and department-level changes
Summary
On July 9 staff presented the first budget discussion of the 2025–26 fiscal year, highlighting revenue assumptions (certified values expected July 25), sales tax trending up year-over-year, debt-service allocations and department-level staffing and contract changes (including elimination of a fire marshal position and pass-through county plan-review fees).
City staff opened the first budget discussion for fiscal 2025–26, telling council the tax assessor typically delivers certified values by July 25 and that roughly 30% of values remained under protest. Staff said sales-tax receipts were trending up (May shown up roughly 4% year-over-year and 5.6% year-to-date), but cautioned that final revenue and tax worksheets would be available only after certified values arrive.
Department-by-department discussion covered administration, finance, non-department shared costs, public safety and community development. Staff noted a modest overall change to administration and removal of a part-time finance position following retirement. Non-department costs reflect shared insurance increases, while the trash contract renegotiation reduced the projected cost to roughly $2.85 per unit in the new contract (effective Oct. 1). The council also discussed technology spending increases driven by website hosting for the CVB and higher cybersecurity contract renewals (CrowdStrike cited).
Community development staffing was discussed: five positions were budgeted with four currently filled; the previously budgeted fire marshal position was removed and services will be provided via a pass-through contract with Montgomery County (plan review and inspections billed to permit applicants). For fire services, the city contracts with The Woodlands Fire Department; staff included a placeholder 6% increase in projections pending final numbers.
Council asked for more granular FTE counts by department, clarification of 'undesignated' revenues, benchmarking for memberships and for staff to provide further detail on CVB revenues and allowable uses. Staff committed to return to the budget workshop with finalized tax worksheets, updated insurance numbers, and a summary of all changes.
