Central to the discussions was the fire department’s budget, which included a notable decision to defer the purchase of a new fire engine. Instead, the budget was adjusted to incorporate a new rescue vehicle, with a $590,000 allocation for rescue equipment and an additional $210,000 for equipment costs. This move was driven by pressing needs, as explained during the meeting, with the department also earmarking $45,000 for training and uniforms to support six full-time equivalent employees.

The police department’s budget also saw significant adjustments, with a 24% increase in the patrol division amounting to a $2.5 million rise in salaries and $274,000 in operational costs. The strategic services division was poised for a 16% increase, reflecting a $750,000 salary rise and $20,000 in operations. Concerns about internal complaints and Key Performance Indicators (KPIs) were noted, with inquiries into whether these metrics were still being tracked. Additionally, the department’s special revenue funds, such as the second dollar fund for training, were projected to decrease by 78% due to depleted reserves. The fire impact fees were expected to increase by 58%, influenced by ongoing development trends.

The meeting also addressed budget adjustments across multiple departments. The city manager’s budget was reported to increase by 15%, largely due to salary and benefits adjustments. Communication budgets saw a minor 2% increase, driven by personnel costs. Meanwhile, the economic development budget experienced a sharp 65% increase, primarily from transferring expenses from the Community Redevelopment Agency (CRA) to the city, alongside the addition of project manager Pamela Lynch. Efforts to maintain diversity and inclusion goals were emphasized, although specific objectives were missing from the proposed budget, an oversight to be rectified in the final version.

In the realm of public utilities, a significant 31% rise in general liability insurance costs was noted, attributed to auto and workers’ compensation claims, while health insurance costs rose by 19%. The finance department’s budget showed a 2% reduction, alongside a decrease in operational costs, highlighting efficiency efforts despite a slight salary increase. The human resources department was set for a 4% budget increase, with plans to add an administrative specialist aimed at reducing the workload on existing staff. Challenges such as outdated employee policies and insufficient training were highlighted, with goals to digitize records and enhance employee counseling.

The commission’s discussion extended to special revenue and enterprise funds, with the ninth cent sales tax on fuel projected to see no expenditures in the coming year and a decline in revenues. Conversely, the third and fourth generation combined funds were set to increase by 115%, driven by reserve utilization. The solid waste enterprise fund was projected to rise by 7%, while the stormwater fund was expected to decrease by 24%, primarily due to reduced capital improvement costs.

Additional attention was given to the recreation division, anticipating a 7% budget increase, which includes salary and operational cost rises. The urban forester position was discussed, following a vacancy due to retirement, with restructuring aimed at enhancing field operations. The special facilities budget was expected to increase by 15%, driven by higher event rental costs. Concerns regarding employee burnout in the special events division led to a request for an additional 0.25 Full-Time Equivalent (FTE) position to manage an average of 4.3 events weekly.

The cemetery fund’s financial struggles were also a topic of concern, with ongoing losses projected to reach $92,000 for the current fiscal year. Discussions included possible fee increases or management alternatives to address these deficits. The general fund showed varied adjustments, with the parks and grounds division set for an 8% increase, while the museum’s budget was expected to decrease by 7%, largely due to salary and grant funding reductions.