HomeMy WebLinkAboutMemo - Mail Packet - 10/14/2025 - Memorandum from Lawrence Pollack re September 23 Council work session follow up questions and requests regarding the 2026 Budget Revisions
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Work Session Memorandum
Date: October 9, 2025
To: Mayor and City Councilmembers
Through: Kelly DiMartino, City Manager
Caleb Weitz, Chief Financial Officer
From: Lawrence Pollack, Budget Director
Subject: September 23 Council work session follow up questions and requests
regarding the 2026 Budget Revisions
The 2026 Budget Revisions were presented to City Council at their September 23 work
session. Councilmembers raised concerns about a few of the proposed reductions and staff
will provide additional information at the next work session.
This memo contains the follow up questions and requests that were not addressed during the
conversation. The next step of the 2026 Budget Revision process is the Council work session
scheduled for October 14. That conversation will include a focus on the Utilities’ financial
performance in 2025 and 2026 rate increases currently included in the adopted 2025-2026
Budget.
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1) Please clarify the difference between frozen positions and eliminated positions, as
well as any overlap between those
Response: Attachment #1 lists all vacant frozen positions as of September 30. It includes
visibility to which of those positions are also proposed for elimination in the 2026 Budget
Revisions.
The temporary hiring freeze is proposed to be in force in full for the rest of 2025 and
through Q1 2026, while allowing for City Manager approvals for positions deemed critical
to move forward with hiring. Similarly, as additional vacancies occur during the rest of
2025 and in Q1 2026, the City Manager will be able to approve Service Area Director
requests to swap out a new vacant position for one that is going to be eliminated. This
executive level flexibility helps ensure staff can prioritize Council priorities throughout 2026
and provide the best service levels to our community.
To clarify, the positions listed on the attachment that are not also indicated to be
eliminated are anticipated to enter the hiring process starting in Q2 2026. In respect to
internal processes and known resource limitations, this ‘thaw’ of the hiring freeze will be
managed in a phased approach, again with City Manager approvals.\
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2) Please provide more information on the proposed position reductions in
Sustainability Services
Response: The following table displays the Historical Net Change in Environmental
Service Department (ESD) positions:
Staffing Changes of Note:
- During 2024: ESD shifted two (2.0 FTE) environmental compliance positions to
Community Development & Neighborhood Services for alignment with Code
Compliance work.
- 2025-2026 Original Budget: ESD’s funded budget offers include an expansion of 5.0
FTE, primarily from dedicated funding:
3.0 FTE from 2050 Tax: two positions to support implementation of Our Climate
Future (Lead Specialist, Specialist), and one position to support Healthy Homes
program (Sr. Specialist).
1.0 FTE supporting the contracted waste program (Specialist, funded from the
administrative fee).
1.0 FTE supporting the Single Use Plastics Reduction implementation (Specialist,
funded from Disposable Bag Fees).
- 2026 Eliminated Positions: 2.0 FTE from General Fund (Lead Specialist, Data
Analyst).
- Currently Frozen Positions: 3.0 FTE – Department Director (General Fund), Healthy
Homes Navigator (2050 Tax) and Zero Waste Lead Specialist (Disposable Bag Fees).
Impacts on Work/Priorities from Eliminating Positions
The proposed revised budget for 2026 eliminates 3.0 Full-Time Equivalents from
Sustainability Services heading into next year. The impact of each is briefly described
below:
- Lead Specialist, Environmental Services (1.0 FTE) – This position is being
eliminated following the transition of the incumbent into a new Lead Specialist role
funded by the 2050 Tax to support implementation of Our Climate Future (OCF), as
approved in the 2025/2026 budget. The individual will now focus fully on OCF
implementation, including municipal sustainability and climate adaptation efforts.
This reduction of a General Fund 1.0 FTE decreases the department’s capacity for
other project, policy, and program development. In 2024, Environmental Services
shifted from a domain-based structure (e.g., waste, air, climate) to a more flexible,
function-based model (e.g., policy, program design, outreach). While the department
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remains committed to Zero Waste, Carbon Reduction, and Air Quality goals, this
change reduces project management capacity by approximately 25%. Previously, the
team managed 18–24 major efforts annually; two of those—OCF strategic refresh and
strategic funding plan—will continue under the incumbent’s new role.
- Data Analyst, Environmental Services (1.0 FTE) – This position became vacant
when the staff resigned to enter a Graduate Degree program. To avoid significant
impact on the department, a Senior Financial Analyst was reassigned from
Sustainability Services Admin to ESD. The reassignment will provide backfill of many of
the duties left unassigned due to departure of the Data Analyst as well as bring new
knowledge, skills, and abilities to the department. Specifically, the transferred position
will be used to support the OCF Strategic Funding plan, development and maintenance.
Additionally, the departing staff member has been hired in a part-time hourly role to
support the 2024 Greenhouse Gas inventory process and to smooth the overall data
analysis and reporting transition.
- Senior Specialist, Economic Health (1.0 FTE) – This position became vacant when
the staff resigned to enter a Graduate Degree program. The role primarily supported (1)
data analysis for Economic Health programs and (2) responses to business RFIs
(Requests for Information) related to relocation to Fort Collins. A separate 1.0 FTE Lead
Specialist position focused on Business Retention, Expansion, and Attraction (BREA)
will remain frozen until December 2025 when the recruitment process begins.
In the interim, other staff have taken on RFI responsibilities, managing their own data
and contributing to BREA efforts as capacity allows. This shift reduces overall capacity
for proactive engagement with existing primary employers, limiting EHO’s ability to
support retention and expansion efforts. Instead, the team will rely more on employers
initiating contact. Staff will continue responding to RFIs from prospective employers but
may need to prioritize responses more strategically.
Long-Term Resource Strategy for Sustainability Services.
As Sustainability Services prepares for ongoing resources constraints one strategy is to
identify knowledge, skills, and abilities that are core to the work of the service area
regardless of the department. This effort enables the service area to hire individuals that
could be shifted across departmental boundaries depending on priorities and capacity
need. This cross-functional approach not only embodies the concept of triple-bottom-line
but also enables flexibility and responsiveness that hiring specific subject matter experts
does not afford. This does not mean that the service area will abandon all subject matter
expertise positions, just that we are trying to be more judicious about when an SME is
really needed versus solid capabilities that can support a wide range of activities, in
service of delivering results for the community.
3) Please provide more information on the Camera Radar Red Light program
Response: On July 2, 2024, Council adopted Ordinance No 97, 2024 to implement
Automated Vehicle Identification Systems (AVIS) on specific roadways allowing for issuing
of citations for drivers going more than 10 mph over the speed limit. Speed corridors were
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identified throughout the city based on historical data related to motor vehicle crashes and
speeding incidents.
Speed enforcement was incorporated into the existing red-light cameras at intersections
throughout the city in October 2024. Those intersections are:
o College & Drake - January 1997 red light enforcement
o Harmony & Timberline – July 2007 red light enforcement
o Mulberry & Shields – July 2020 red light enforcement
o Prospect & Shields – September 2020 red light enforcement
o Harmony & Shields – September 2023 red light enforcement
o Drake & Lemay – November 2023 red light enforcement
Two transportable mobile camera radar systems were approved to be included in the
approach to speed enforcement. The vendor, Verra Mobility, initially estimated
deployment of the systems as late 2024 to early 2025 but those dates were delayed.
On Feb 20, 2025, Verra Mobility said the units would be made by the end of February then
deployed mid-March. They then communicated that they did not have a location to store
or charge the batteries and asked if the City could provide a location. Police Services
quickly identified a location and navigated the required PFA approval and electrical
upgrade (at Verra Mobility’s expense). This effort took time.
The transportables were delivered to FCPS on April 3, 2025 and the vendor then had
delays in getting the charging equipment and batteries. The units were first deployed on
June 2, 2025. It should be noted that Verra Mobility has expanded significantly in this
area, and in Colorado generally, which may have contributed to the delays. Both systems
are operational, and tickets have been issued to violators since July 2025 after a 30-day
warning period was completed.
In July and August, combined, there were a total of 6,252 citations issued, with a potential
revenue of $250,080 if all issued citations are paid. This compares to a monthly forecast of
$333k per month for the 2nd half of the year. Historically, there have been many factors
identified that contribute to the lack of receipt of payment for all issued citations, some of
those include dismissal by court, errors on the citation, refusal to pay and inability to
contact the driver of the offender vehicle. These situations result in less revenue being
received than citations issued.
In general, speed violations at the fixed intersections have trended down since their
deployment in November 2024.
4) What are the proposed reduced hours for the Hard to Recycle Yard at the Timberline
Recycling Center (TRC) and what community impact is expected?
Response: This budget reduction would shorten public hours for the Hard-to-Recycle
Yard of the TRC. Summer hours would be reduced from 8:00 a.m. - 6:00 p.m. to 9:00 a.m.
- 5:00 p.m., and winter hours would shift from 8:00 a.m. - 4:30 p.m. to 8:00 a.m. - 4:00
p.m. While these changes reduce community access, they focus reductions on the
center’s least busy times of day.
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5) What work will not get done from eliminating the Code Compliance position in
Community Development?
Response: There will not be work eliminated from the Code Compliance division but
rather Level of Service changes. The work of this position will become reactive versus
proactive and will be shared across the other Code Compliance positions. To
accommodate the shared work for this position, we are also looking at other service level
reductions for code compliance responsibilities.
6) Please provide comparable staffing data with other Sales and Use Tax Audit
programs along the Front Range
Response: Due to a lean audit staff, the city is missing opportunities to collect tax due to
the City. Compared to the largest cities in Colorado, Fort Collins continues to have one of
the leanest sales tax departmental staffing levels (see below) and collected less audit
revenue in 2024 as a percentage of total collections. The addition of an auditor will bring
the city closer to the audit staffing levels of peer cities. This offer is also self-funded
through a net increase in audit revenue for the City.
7) Please provide an updated chart on the Digital Inclusion reserve balance estimates
and information on the ability of that funding to cover the estimated 2026 shortfall
of the Grocery Tax Rebate program
Response: The chart on the left below includes $320k of Grocery Tax Rebate funding in
2025 and $415k in 2026. The chart on the right includes both of those numbers plus the
$22K alternative reduction instead of the legal defense funds. Both charts include
projected underspend in Digital Inclusion spending for 2025 and 2026, as well as the same
assumptions for growth in Connexion Digital Equity customers. Both result in a positive
cash balance in the Digital Inclusion reserve in 2030, $747K for the first scenario and
$725K for the second.
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8) Please provide more information about the Poudre Flows offer and why staff
believes the delay in the planned 2026 funding is not an issue for the City
Response: Through the launch of the Poudre Flows Project, regional partners, including
Fort Collins, will dedicate water rights to alleviate dry up conditions and flow depletions on
the Poudre River. These water rights will be used to protect instream flows while
enhancing river health, water quality, and recreation. To operate the Poudre Flows Project,
existing diversion structures must be upgraded. The original 2025-2026 offer of $850,000
($550,000 for 2025 and $300,000) intended to support design and permitting costs to
upgrade the Arthur Diversion structure located downstream of North Taft Hill Road.
The proposed budget reduction shifts the timing of implementation, allowing staff to
continue making progress in relationship building with the Arthur Irrigating Company and
project design, with the intention of submitting request for 2027-28 budget process after
agreement with the Arthur Irrigating Company is reached. Staff plan to reappropriate the
unspent funds from the 2025 Natural Areas and Water Funds in 2026 to continue
supporting this work. The Poudre Flows Project has not changed, and this reduction will
not impact the vision and long-term viability of the plan.
9) Please provide more information about the impacts to the community from the
proposed reductions in the 2026 Revisions
Response: Please refer to Attachment #2, which includes updates to the impacts to the
community from the proposed reductions in the 2026 Budget.
Docusign Envelope ID: 1CF08A54-5D69-4F02-BF95-76241D95AC77
Attachment #1
Frozen Positions as of 30 Sept with which are proposed for elimination
Department Job Title
Proposed for Elimination in
the 2026 Budget
Accounting and Treasury Sr Analyst, Bus Intelligence
Broadband Rep II, Customer Support
Sr Manager, Network Engineerng
Sr Specialist, Sales
Budget Analyst II, Budget
City Attorney's Office Assistant City Attorney II
Legal Assistant
Supervisor, Office Management To be deferred until '27
City Clerk's Office Spec, Regulatory Licensing
City Manager's Office Sr Specialist, Digital Inclsn
Supervisor, Administration Yes
Comm Dev & Neigh Svcs Business Support III Yes
Inspector, Code Compliance
Yes
Planner, City
Technician I, Bldg Dev Review
Cultural Services Coordinator, Cultural Services
Lead Spec, Ed & Engagement
Sr Coordinator, Public Engage
Sr Mgr, Ops Arts & Culture
Economic Health Office Lead Spc, Econ Sustainability
Sr Specialist, Econ Sustain Yes
Emergency Preparedness Emergency Management Officer
Sr Specialist, Security
Engineering Civil Engineer I
Civil Engineer II
Supervisor, Land Surveying
Environmental Services Data Analyst, Enviro Sustain Yes
Dir, Environ Sustainability
Lead Spc, Env Sustainability
Sr Specialist, Enviro Sustain
Lead Specialist, Environ Sustain Yes
Finance Administration Director, Fin Planning & Analysis Yes
Human Resources Sr Specialist, Recruiter Yes
Docusign Envelope ID: 1CF08A54-5D69-4F02-BF95-76241D95AC77
Department Job Title
Proposed for Elimination in
the 2026 Budget
Information Technology Administrator I, Systems Yes
Analyst I, Apps Software
Analyst II, Apps Software
Analyst II, IT Assets Yes
Engineer I, Systems Yes
Sr Administrator, Database
Sr Technician, Client Services
L&P Electric Field Services Line Groundworker
L&P Electrical Engineering Assoc Elec Project Engineer
Electric Meter System Tech
Municipal Court Court Clerk
Court Security Officer
Natural Areas Planner, Environmental
Operation Services Business Support III
Fleet Maintenance Technician
Sr Specialist, Real Estate
Technician II, Facilities
Worker II, Fleet
Parks Director, Parks
Manager, Forestry
Park Ranger Yes
Sr Manager, Parks
Worker I, Parks
PDT Administration Analyst I, Finance
Sr Analyst, Finance
Police Administration Police Sergeant
Police Criminal Investigations Criminalist Yes
Police Corporal
Tech II, Processing Support Yes
Police Information Services Emergency Commun Dispatcher
Rep II, Police Records
Police Patrol Police Officer
Police Sergeant
Docusign Envelope ID: 1CF08A54-5D69-4F02-BF95-76241D95AC77
Department Job Title
Proposed for Elimination in
the 2026 Budget
Police Special Operations Police Officer
Purchasing Sr Buyer
Recreation Sr Coordinator, Recreation
Sr Supervisor, Recreation
Technician I, Recreation
Social Sustainability Coordinator, Rental Housing
Streets Operator I, Transportation Ops Yes
Yes
Operator II, Transportation Op
Rep II, Customer Support
Sr Inspector, Construction
Sr Operator, Transport Ops
Technician I, Traffic Control
Yes
Technician II, Traffic Control
Worker I, Traffic Control
Worker I, Transportation Ops
Traffic Business Support II
City Traffic Engineer
Operator I, Traffic Ops
Operator I, Transportation Ops
Civil Engineer II Yes
Network Engineer II Yes
Transfort Officer III, Enforcement
Docusign Envelope ID: 1CF08A54-5D69-4F02-BF95-76241D95AC77
Department Job Title
Proposed for Elimination in
the 2026 Budget
Operator I, Transit
Planner, Transit Service Yes
Data Analyst, Transit Yes
Ut Collection System Div Sr Crew Chief
Ut Water Systems Engr Div Civil Engineer III
Director, Civil Engineering
Ut Wtr Reclama & Biosolids Div Sr Specialist, Sciences
Technician II, Maintenance
Ut Customer Connections Rep II, Customer Support
Sr Project Manager
Sr Project Mgr, Customer Exp
Sr Supervisor, Public Engage
Sr Technician, Sciences
Utilities Management Utilities Executive Director
Utility Financial Operations Sr Coordinator, AR/Billing
Note: These 5 positions had been planned as new FTE in 2026 that will be eliminated instead:
Department Job Title To be Eliminated
Parks Worker I, Parks Yes
Police Services Records Supervisor Yes
Police Officer Yes
Police Officer Yes
Streets Traffic Control Technician Yes
Docusign Envelope ID: 1CF08A54-5D69-4F02-BF95-76241D95AC77
Attachment #2
2026 Budget Revisions
Citywide – $5,000,000 Personnel Savings
Citywide adjustments can all be characterized as personnel savings through actions that impact
talent. Slowing the thaw of the Citywide hiring freeze to recoup additional savings and reducing pay
increases constitute the largest amount of budget reductions.
Reductions
$2,600,000 – Extend Hiring Freeze through Q1 2026; partial thereafter
$1,200,000 – Reduce merit increase to 2.0%
$500,000 – Benefits Holiday (one pay period of no premium for Employer/Employee)
$500,000 – Lower insurance premium increase for 2026 (no impact to benefit offerings)
$200,000 – Organizational restructuring of yet to be determined positions
OVERALL IMPACT: This package of Citywide reductions is a major lever in meeting budget. Impacts
will range across employees in the short term. While most of these reductions are not generally
sustainable long-term strategies, they are appropriate for short-term rightsizing the budget.
Community Services – $1,548,655
Many of the changes for various Community Services programs are either through reducing
General Fund contributions or increasing earned revenue. The intent of these decisions is to focus
on areas that have opportunities for further cost recovery and to minimize impact on access or
programming. Service level reductions for medians, tree replacement and park maintenance are
expected.
Reductions
$353,900 – 2.0 FTE - Parks Staffing and Services
IMPACT: Vacancies will result in reduced levels of service ) for the community. Examples could
include shortening season for seasonal restrooms, eliminating portable bathrooms in most
neighborhood parks, reduced water feature season, decreased trash removal frequencies, less
frequent mowing in certain areas, longer response times for park service requests, and
potential reduction of events such as elimination of the 4th of July parade. This may result in a
decreased ability for staff to maintain parks to their current levels.
$325,000 – Shift Parks funding to earned revenues and dedicated funding sources
IMPACT: This will have no direct impact on service levels and is a reallocation of funds.
$185,000 – Reduce Forestry Management & Infrastructure Replacement
Docusign Envelope ID: 1CF08A54-5D69-4F02-BF95-76241D95AC77
IMPACT: This reduction will cause a reduction in tree planting, delays in maintenance, program
implementation, and public outreach initiatives. This is an approximately 6% reduction to the
overall forestry budget.
$180,000 – Arts & Culture and Recreation – Reduce transfer to General Fund (replace with
earned revenue)
IMPACT: This shift is a reallocation of funds and will not have a direct community or staff
impact.
$140,415 – Delay Poudre Flows Initiative and reduce General Fund supported river staff
work
IMPACT: Reducing river-related services is expected to allow additional time for negotiations
with the ditch company related to the Poudre Flows project and will shift staff support across
the organization for some river-related efforts.
$79,000 – Reduce Center for Creativity and Gardens advertising, programming, and
supplies
IMPACT: Reduction could impact collected revenue totals due to a lack of awareness or limited
community accessibility and ability to patron the Center for Creativity.
$75,000 – Reduce medians streetscape maintenance
IMPACT: Reduction will reduce the level of maintenance on medians around the city and may
result in additional complaints and/or code violations.
$63,540 – Redeploy Arts & Culture Sr. Manager and related funding source
IMPACT: This change will reduce management resources at the Museum of Discovery, but
measurable community impact is not anticipated.
$58,800 – Reduced Parks discretionary spending
IMPACT: Reduction will reduce the needed resources for their department. This will have no
direct service level impact, but will likely have some internal impact.
$55,500 – Reduce Lincoln Center Box Office Hours
IMPACT: Reduction will result in decreased access to box office for phone and in-person sales.
This will reduce the level of human customer service provided by the Lincoln Center and may
decrease community engagement and support.
$32,500 – Reduced Cemetery and Forestry discretionary spending
IMPACT: This offer will have no impact on direct levels of service.
Executive Services – $239,000
Executive Services reductions result in less programmatic spend, workforce appreciation and
consistent fall engagement with DC-based agencies and Congressional staff. Additionally, some
service level reductions will occur because of reducing headcount by 1 FTE.
Reductions
$108,000 – 1.0 FTE City Manager’s Office Administrative Support
Docusign Envelope ID: 1CF08A54-5D69-4F02-BF95-76241D95AC77
IMPACT: This vacant position will result in an evaluation of the level of service that can be
delivered with remaining staff.
$35,000 – Reduce Customer Experience consultant services
IMPACT: Reduction may result in delays in customer service improvements due to less
department and project implementation support. Project timelines will be extended.
$35,000 – Reduce Equity Office program spending, including less support for community
led initiatives, internal training efforts and language access
IMPACT: This is a 50% reduction to the programmatic budget, leading to less financial support
provided to community groups hosting events, reduction in language access services, and less
funding to cover rental and meeting space fees for community meetings. Internally, the Equity
Office will have reduced capacity to deliver education and training programs for staff.
$36,000 – Eliminate Holiday Party for City employees (includes $10k from budget in
Information and Employee Services)
IMPACT: Reduction eliminates yearly employee holiday party for City staff.
$20,000 – Eliminate redundant software expenses
IMPACT: No impact on current service levels.
$15,000 – Eliminate City Council's fall lobbying trip
IMPACT: Reduction eliminates City Council’s fall lobbying trip which decreases relational
capacity with federal staff. This would not eliminate those relationships but would result in less
frequent contact and relational development.
Financial Services – $393,363
Reductions for Finance can be summarized as management decisions related to leadership
structure in the Service Area and best-placed funding sources for the near-term work of the
Transformation Management Office. Additionally, staff believe an additional auditor position can
more than cover salary and be a net revenue generator for legally owed taxes.
Key Reductions / Additional Revenue
$192,300 – 1.0 FTE – Financial Planning & Analysis Director
IMPACT: Reduction will result in temporary reduced capacity for fiscal analysis as long-term
financial services organization determines the most effective staffing structure to support the
new budget process. The function of this vacancy is one that is likely to be prioritized for hire as
other lower priority vacancies become available.
$121,063 – Shift General Fund support for Transformation Management Office to Utilities
funding
IMPACT: This funding shift will constrain the TMO focus primarily on utilities projects and limit
capacity to focus on Governmental Fund projects. There is sufficient workload in the Utilities
space for TMO in 2026 to support this funding structure.
$80,000 – Adding 1.0 FTE - Sales Tax Auditor is estimated to cover expenses and contribute
additional revenue of $80k
IMPACT: This addition will increase revenue and service provisions for businesses around the
city. In addition, the position will help increase revenue to account for sales tax revenue audits.
Docusign Envelope ID: 1CF08A54-5D69-4F02-BF95-76241D95AC77
Information & Employee Services – $3,071,000
Adjustments within the internal service departments involve numerous decisions to shift funding
sources (fleet reserves covering General Fund for 2026) or capture efficiency savings because of
how prices or contracts have moved (e.g., fuel, custodial). There are numerous vacant positions
being reduced across the service area and some deferment of planned capital projects on City
facilities.
Reductions
$500,000 – Shift Fleet replacements from General Fund to Fleet Fund Reserves
IMPACT: This will delay 7 totally upfitted Police Patrol vehicles that are due for replacement to a
future budget cycle which may increase maintenance costs.
$435,000 – City Building Custodial and Utilities efficiency savings/reductions
IMPACT: Efficiency improvements for both custodial services and utility usage results in this
reduction having minimal impact on the current level of service provided to City facilities.
$388,500 – 3.0 FTE - Information Technology Administrator I, Analyst II, Engineer I
IMPACT: Slower device patching and software deployment, reduced IT asset accuracy and
license turnaround, less depth for 24x7 infrastructure support, and delay of upgrades that
extend use of aging systems. This lowers project delivery capacity and increases response
times for noncritical requests. Critical City services will be prioritized.
$300,000 – 2026 City Fleet Fuel savings (price-based)
IMPACT: This reduction is a result of lower fuel costs than previously forecast.
$175,000 – Network Professional Services and IT Reserve Support
IMPACT: Fewer external specialists and a smaller contingency buffer will lengthen timelines for
specialized network work and some incident responses, with modest risk of short service
interruptions during hardware failures or urgent fixes.
$650,000 – Defer 2026 Facility Modifications and Improvements
IMPACT: This reduction will delay improvements made on City facilities and buildings as the
budget is reduced one-time. This will add to the asset management backlog for City facilities
and require additional future investment.
$125,000 – Virtual Chief Information Security Officer and Endpoint Management
IMPACT: This reduction will have no impact on the City’s planned or current cybersecurity
services and will have no outward facing service impact.
$115,000 – 1.0 FTE – Human Resources Recruitment Specialist
IMPACT: This vacancy will reduce the City’s ability to efficiently support hiring managers and
may lengthen staff intake processes. As hiring increases in the future, this vacancy will not be
sustainable without slower recruitment, delayed onboarding of critical roles, and reduced
organizational agility in meeting community needs.
$105,000 – Reduce Expanded Communication Methods & Digital Implementation Support
IMPACT: Reduction will cause a decrease in community outreach. It will also decrease support
and development for digital implementation experiences and systems which may impact staff
and community members.
Docusign Envelope ID: 1CF08A54-5D69-4F02-BF95-76241D95AC77
$100,000 – Retire AirWatch and CyberArk mobile device systems
IMPACT: This reduction will not have any impact on current service levels. The existing
infrastructure will be maintained.
$70,000 – Decrease Talent Acquisition and Development Programming
IMPACT: This reduction affects our sourcing strategies and decreases the development
programs currently offered. We have strategies in place to mitigate impact.
$60,000 – Continue 0.5 FTE funding shift to Benefits Fund
IMPACT: This shift will have no impact on current service levels or staff.
$25,000 – Reduce Emergency Preparedness outreach, preventative maintenance and
hourly support
IMPACT: Reduction will cause delayed maintenance of infrastructure and service to
departments including security camera maintenance, access control card reader upgrades,
and finalizing new ID badges. Call center technology that EPS & volunteer programs operate
will not be purchased. EPS has reduced capacity to respond to new projects and department
needs.
$12,500 – Move State of the City event to every other year
IMPACT: Reduced opportunity for annual community outreach and potential touchpoints with
City leadership and staff.
$10,000 – Included above in Exec Services for the Holiday Party
IMPACT: Reduction eliminates yearly employee holiday party for City staff.
Judicial Services – $30,000
Reductions for Municipal Court relate to discretionary spending.
Reductions
$30,000 – Reduced discretionary spending
IMPACT: Reduction will reduce the purchase of needed resources for their department. This
will have no direct service level impact, yet will have some internal impact.
Legal Services – $123,000
The City Attorney’s Office plans to defer hiring their office manager role until 2027.
Reductions
$123,000 – 1.0 FTE – City Attorney’s Office defer hiring Office Management Supervisor
IMPACT: Requires other staff to take on administrative roles and reduces staff capacity.
Reduced efficiency of staff decreases response times.
Docusign Envelope ID: 1CF08A54-5D69-4F02-BF95-76241D95AC77
Planning, Development & Transportation – $3,209,380
PDT’s adjustments will impact levels of service in some areas of strategic planning, permitting and
compliance. The transportation asset management reductions will impact typical levels of service
for road maintenance and snow removal. Our bus operations (Transfort) will also experience
reduced route service hours and frequency. The service area will reduce vacant headcount by eight
(8) FTEs. This includes the planned deployment of 2 FTEs funded by camera radar for the 2026
Budget.
Reductions
$1,087,333 – Reduced street maintenance & snow removal
IMPACT: Fewer lane miles resurfaced; slower response for sidewalk snow removal and ice
cutting; shift to complaint-based operations for graffiti abatement and alley maintenance;
reduced hours at Timberline Recycling Center on hard to recycle side of the facility
$410,326 – Reduced Level of Service - Transfort Routes 11 & 12, FLEX program
IMPACT: Route 11/12, serving Horsetooth, will remain suspended, resulting in a projected loss
of about 60k riders and increased wait times for bus stop to bus stop service (rising from an
average of 7 minutes to 12–15 minutes). FLEX service levels will also decrease, with Loveland
operating direct service between Loveland and Fort Collins. FLEX will continue to serve the full
corridor to Boulder, 7 trips per weekday and 5 trips on Saturdays.
$323,277 – 2.0 FTE – Streets Asphalt Patching & 2.0 FTE – Streets Traffic Control
Technicians
IMPACT: Reduced volume of annual maintenance work and reduced cost-savings to internal
services with partners. Long-term reduced service will impact the safety and upkeep of
asphalt.
$287,000 – Unfund 1041’s and Water Adequacy
IMPACT: These were pre-appropriated in advance of any applications, which recover the cost of
the work. Should applications be received, staff will ensure appropriations come forward and
work is completed.
$198,103 – 2.0 FTE - Transfort Analyst & Transit Service Planner
IMPACT: Delay Transfort’s service level capacity and response to community members.
Delayed project timelines, deferred technology maintenance, and decrease data analysis to
optimize service for customers.
$178,263 – 2.0 FTE – Traffic Vision Zero staffing
IMPACT: Increased workloads for current staff and discontinuation of small-scale events.
Delayed implementation of some Vision Zero tactics such as network updates. These positions
were funded by the camera radar revenue.
$175,000 – Reduce level of service to Neighborhood Traffic Safety Program
IMPACT: Reduces the number and scale of residential areas served. Some of this program was
funded by the camera radar revenue.
$149,748 – 2.0 FTE - Business Support & Code Compliance
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IMPACT: Increases workload for current administration and code compliance staff. Service
level impacts would be in response times to customers and levels of voluntary compliance.
$147,070 – Maintain 60-minute frequency on Transfort Route 16
IMPACT: Route 16, which operates on the Harmony corridor, will continue to experience 60-minute
frequencies (from 30-minute frequencies) and a potential decrease in ridership of about 49k.
$95,000 – Eliminate Neighborhood Mini-Grants, Landmark Preservation programs, and
Contractual Building Inspection
IMPACT: Eliminates funding to assist neighbors with abatement of code violations (i.e. high
weeds and grass), as well as the Historic Preservation Design Assistance and the Landmark
Rehabilitation Loan programs. The reduction in the Contractual Building Inspection services
will reduce our ability to quickly deploy contractor support in circumstances of high volume .
$60,000 – Shift contracted mowing services for road shoulders City staff
IMPACT: Shifts current contracted mowing service to an in-house system. This increases
workload for staff which may result in a decrease in additional project capacity.
$53,760 – Reduce hourly Transfort Project Specialist staffing
IMPACT: Existing staff will have an increased work burden from reallocated responsibilities.
This will result in longer lead times and project delays.
$35,000 – Reduce Engineering programing spend
IMPACT: Reduction will reduce the purchase of needed resources for their department. This
will have no direct service level impact, will have some internal impact.
$9,500 – Eliminate asphalt art program
IMPACT: Eliminates addition of new asphalt art installations for 2026 and may lead to program
elimination in the future.
Police Services – $1,124,897
Police reductions in this personnel-heavy budget include a reduction of 5 budgeted FTE in 2026
that could impact time to resolve some cases or requests handled by the civilian positions.
Additionally, Police plan to cut their discretionary spending across several areas.
Reductions
$461,500 – Reduce service across Medical, Security, Language, Animal Care, IT, & Police
Vehicle service/support
IMPACT: This reduction results in a loss of service resources, health and safety supplies, and
other critical infrastructure developments needed to operate a ‘no-fail’ emergency service
organization.
$343,397 – 3.0 FTE - Records Supervisor, Criminalist, Property & Evidence Technician
IMPACT: Decrease in current capacity and level of service to victims and detectives. This will
increase workload for current staff, delayed investigations and processing of materials.
$320,000 – 2.0 FTE - HOPE officers
IMPACT: The HOPE team has been a pilot project comprised of personnel from other units
(Patrol, SOD, etc.) These positions would have backfilled the other units keeping the HOPE
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officers full-time. With this reduction, FCPS will not transfer the two back to their parent teams,
which will result in fewer resources for general Patrol-related calls for service. The HOPE team
will remain in a partial pilot status.
Sustainability Services – $667,053
Within Sustainability Services, reductions include 3 vacant positions related to data analysis and
project management. Reduced hourly budget and shifting funding sources are intended to
minimize service reductions externally while resulting in some increased time spent by remaining
staff on other items. Additionally, reductions in grants and other marketing will mean fewer dollars
than have recently been provided to community groups and organizations.
Reductions
$354,983 – 2.0 FTE – Environmental Services Data Analyst and Specialist, and 1.0 FTE
Economic Health Specialist (Data Analyst) and Reduced Hourly Support
IMPACT: Reduced frequency of responses to resident and business data requests, decreased
capacity to manage project quantity, new project development, and program maintenance.
$81,570 – Reduce Affordable Housing, Human Services & Neighborhood grants and
programming
IMPACT: Reduces level of financial support the City is able to provide to different organizations
through grants and programming. This may lead to decreased capacity for these organizations
to operate.
$75,000 – Reduce Hourly support and Utilize State Air Quality Monitoring Funding
IMPACT: Reduces earmarked funding for air quality monitoring by $29,000 with no anticipated
impact on results. Staff has been able to find other ways to meet the need for air quality
monitoring through efficiencies and partnerships. Monitoring is increasingly being conducted
by regional partners (Larimer County, Colorado State University, others) and through grants.
Additionally, Council approved funds in the last budget cycle from the 2050 tax to support one-
time investments that leverage these regional partnerships and grant opportunities without
adding ongoing costs. The remaining reduction relates to hourly staffing that will not be
completed by dedicated staff approved through the last budget cycle and funded by either
disposable bag fee revenue or the 2050 tax.
$60,000 – Shift Downtown flowers funding from General Fund to GID #1
IMPACT: The GID can absorb this expense in the short-term without major strategy shifts. Were
this cost to become a permanent expense there would be a reduction in downtown
maintenance (curbs, sidewalks) and enhancements.
$43,500 – Reduce Economic Health marketing, sponsorships and MBEC program funding
IMPACT: Reduction in public outreach materials such as postcards, signs and collateral
materials; reduction in event sponsorship; reduction in language services. This is
approximately a 5% reduction in Economic Health’s non-personnel budget.
$30,000 – Reduced Discretionary Spend
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IMPACT: Reduction will reduce funding to purchase needed resources. This will have no direct
service level impact, but will have some internal impact.
$22,000 – 5% decrease in immigration and eviction legal funds
IMPACT: Reduction in the level of financial support the City provides to the organizations
conducting this work.
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