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Home My WebLink About05/04/2026 - Presentation • O Budget Committee Meeting # 1 P R O P O S E D May 4th, 2026 BUDGET Presented by: Acting City Manager Brian Rager Finance Director Eric Kang F Y 2 0 2 6 - 2 0 2 7 Budget Manager James Kennedy Police Chief James McDonald Library Director Halsted Bernard Parks, Recreation and Green Infrastructure Manager Rick Gruen Today's Agenda ••° • Vote Budget Committee Chair • Introductions • Approve Minutes from 5/19/25 Meeting • Receive Public Comment • Present and Discuss ✓ Budget in Brief • Five-Year Financial Forecast • Departmental Overviews • Police Department ✓ Library ✓ Parks and Recreation • Summarize Budget Committee Follow Up Items _ Budget Committee Meeting I May 4th,2026 e Budget Committee and Teammate Introductions Community Budget City Council Budget Committee Members Committee Members Aaron McCool Mayor Yi-Kang Hu Derek Lawson Tom Anderson Ethan Postrel Faraz Ghoddusi Jeff Darland Heather Robbins Kelli Pement Jake Schlack William Lewis Jeanette Shaw Yousef Allouzi Maureen Wolf Budget Committee Meeting I May 4th,2026 0 •.. FY2027 Proposed BudgE Approve Minutes from May 19th, 2025 Meeting May 4th,2026 Public Comment & Protocol •'° 1. Review public comment protocol. 2. Present opportunities to submit public comment. 3. Review public comment. I. Remarks to Budget Committee as a Whole During Comment/Hearings. Generally, remarks should be addressed to the Budget Committee as a body rather than directed to any particular member. A question may only be asked of a Budget Committee member with the permission of the Mayor or presiding officer. II. Respectful and Courteous Input at Public Comment/Hearings. The Budget Committee's intent is to be welcoming and inclusive toward all speakers at public meetings, and to create an atmosphere of mutual care and respect. Budget Committee meetings often provide an opportunity to provide public input, and for community members to share thoughts and opinions with their elected leaders. Personal attacks or threats; disruption of the meeting; use of obscene, vulgar, or discriminatory language; or in any way discouraging anyone else from participating are not acceptable. While community members may disagree with each other or the City on issues and give critical feedback, they are expected to do so respectfully, in accordance with these rules. Budget Committee Meeting I May 4th,2026 Public Comment & Protocol •'° Ill. Disruption at Public Meetings. The Mayor or presiding officer may interrupt members of the public speaking to Budget Committee if they are engaging in personal attacks, attacks on identity (gender, race, sexuality, etc.) or other discriminatory comments, engaging in accusatory, insulting, offensive or harmful behavior that disrupts the Budget Committee meeting, or not speaking to the subject matter of a public hearing. Any member of the audience who disrupts a Budget Committee meeting may be asked to stop, and if the disruption continues, may be excluded from the meeting (or muted in a virtual meeting) by the Mayor or presiding officer if necessary to maintain order, conduct business efficiently, or allow others the ability to participate. Violations of this rule may be stopped immediately, particularly related to discriminatory or racist comments. Such disruptions will be addressed as efficiently as possible. IV. Viewpoint Neutral. The Mayor and Budget Committee will enforce these rules uniformly and treat all perspectives and opinions consistently. Budget Committee Meeting I May 4th,2026 Public Testimony • OPPORTUNITIES TO SUBMIT PUBLIC TESTIMONY: • Before the meeting, community members submitted testimony using the input form on the city's website or direct emails • During the meeting Budget Committee Meeting I May 4th,2026 •.. • ' ropose • : u • get City Manager's Budget Message May 4th,2026 •.• ' ropose • : u • get Budget in Brief May 4t",2026 Budget Review and Adoption Schedule •'° • Budget Committee • May 4th - Present Budget Overview, Public Safety, and Community Services • May lit, - Present Budgets for Development, Permitting, and Central Services • May 18th - Present Budgets for Utilities, Infrastructure, and Redevelopment and Consider Budget Approval • May 27th - Optional 4th Meeting as needed • City Council • June 9th - Consider Budget Adoption aisio■eau avanwissar inseurtaar wee *ea Budget Committee Meeting I May 4th,2026 FY2027 Proposed Budget Summary • Total Resources Total Appropriations Five-Year Capital $470.52M $218.14M Improvement Plan $258.35M Total General Fund $46.46M FY2027 Capital Improvement Plan $48.99M Budget Committee Meeting I May 4th,2026 Appropriations — ALL Funds ' )° REQUIREMENTS • Current Expenditures Operations 110.985.672 Capital Improvements 48 492 563 Debt Service 7 633.825 Contingency 3 030 000 Loan to TCDA 0 Subtotal Current Expenditures 170.142.060 Fund Transfers 48 002 594 Total Appropriations 218.144.654 Reserve for Future 252,377,111 TOTAL REQUIREMENTS 470.521.765 • Reserve for Future Expenses • Total Budget I S218.1 M(46%) I S252.4M(54%) Budget Committee Meeting I May 4th,2026 Operations by Category (ALL Funds) ' • 01-PERSONNEL SERVICES I S58-0M(52%) • 02-MATERIALS 8 SERVICES!S27-2M(25%) • 58-INTERDEPARTMENTAL SERVICES I S23.3M(21%) • 03-CAPITAL OUTLAY I S2-5M(2%) Budget Committee Meeting I May 4th,2026 Operations by Program (ALL Funds) • 300-INVESTMENT 8 INFRASTRUCTURE I S65.7M(30%) • 800-CIPIS48.5M(22%) 41) • 850-TRANSFERS OUT I S48.0M(22%) • 400-POLICE S29.2M(13%) • 200•ENGAGEMENT 8 INNOVATION I S14.7M(7%) • 700-DEBT SERVICE I S7.6M(3%) • 880-CONTINGENCY I S3.0M(1%) • 100-POLICY 8 ADMINISTRATION I S1.4M(1%) • 851 -LOAN TO TCDA I S0.00(0%) Budget Committee Meeting I May 4th,2026 FY2027 Proposed Budget — General Fund • • POLICE OPERATIONS I S16.3M(35%) • LIBRARY S8.1M(17%) • POLICE SERVICES!S7.7M(16%) _ • This chart represents the fully •COMMUNITY DEVELOPMENTIS5.SM(12%) loaded cost of operating •TRANSFERS OUTIS2.9M(6%) departments funded by the • POLICE ADMINISTRATION I S2.OM(4%) • FINANCE B COURT IS7.7M(4%) General Fund, including the • CONTINGENCYIS1.OM(2%) allocation of Central Service • CITY MANAGEMENT I S617.2K(1%) costs. • MAYOR 8 COUNCIL I S461.4K(1%) • SOCIAL SRVCS 8 COMMUNITY EVENT 10200.4K(0%) Budget Committee Meeting I May 4th,2026 FY2027 Proposed Budget — General Fund • 47-INTEREST EARNINGS S I_!•' 43-LICENSES AND PERMITS S' 46-FINES AND FORFEITURES S' 'hl 44-INTERGOVERNMENTAL REVENUE St!RI 99-FUND BALANCE S30.99 41-ROW FEES S9.SM- • 99-FUND BALANCE 1 530.9M(40%) The General F u n d's top 3 revenue • 40-TAXES 523.0M(30%) • 41-ROW FEES I S9.5M(12%) sources are: • 44-INTERGOVERNMENTALREVENUEIS8.7M(11%) • Property taxes at 49% • 46•FINES AND FORFEITURES I S1.7M(2%) • Franchise fees at 21% •40-TAXESS23.OM 43•LICENSES AND PERMITS 1S1.4M(246) • Federal, state & local grants • 47•INTEREST EARNINGS I S1.0M(1%) • 45-CHARGES FOR SERVICES IS510.5K(1%) and revenue sharing at 20% • 49-TRANSFERS IN 15456.9K(1%) • 48-OTHER REVENUE 15179.4K(0%) Budget Committee Meeting I May 4th,2026 Proposed Fiscal Fund/Dept Fiscal Year 2026 Year 2027 Proposed Change General Fund ••O Net Position City Management 4.0 2.0 (2.0) Community Development 22.1 22.0 (0.2) Changes by Libras pal Court 48.7 0.7 37.3 (03.4) Department and Police&Council 95.0 94.0 1.0 - (1.0) General Fund Total 171.5 163.6 (7.82) Fund Central Services Fund City Attorney 1.1 1.1 - City Management 5.9 4.9 (1.0) City Recorder 3.0 3.0 - Design and Communication 5.5 5.5 - Finance 23.5 23.5 - Human Resources&Risk 9.5 9.5 - Information Technology* 20.0 17.5 (2.5) Central Services Total 68.5 65.0 (3.50) Building Fund 17.9 17.4 (0.55) Gas Tax Fund 7.0 7.0 - Parks Utility Fund 20.7 20.7 - Sanitary Utility Fund 6.5 6.5 - Stormwater Fund 12.8 12.8 - Water Fund* 16.0 16.5 0.5 Public Works Administration Fund 13.0 13.0 - Public Works Engineering Fund 21.0 21.0 - Facilities Fund 10.0 10.0 - Grand Total 364.9 353.5 (11.4) *0.5 FTE transferred from IT to Water Fund •.. • ' ropose • : u • get Budget in Brief Questions & Comments May 4th,2026 •.. • ' ropose • : u • get Five-Year Financial Forecast May 4th,2026 Forecast Basics "° Show the where/when/how much of financial decisions —AM _.� Assumptions are set by multi-departmental team I Expenditures forecasted based on historical expenditure rate Assumes known decisions and proposed service levels Budget Committee Meeting I May 4th,2026 Base Condition for the Forecast • Economic Environment • US and Local Economy • GDP growth in 2025 of 2.7%. • Uptick in unemployment, increased from 4.2% to 5.2% reported in Oregon from February 2025 to 2026 • High-interest rate environment — continues to be at elevated levels • Inflation • Signs of inflation easing projected in FY 2026 and long-term, 2.7% in 2025 • Primary impacts on compensation, vehicles, technology, and capital projects • Geopolitical risk may have impacts to inflation with cost of oil and availability of raw materials • Tariff — risk of global recession • Development and population growth • Development at River Terrace, Tigard Triangle, and other infill development will continue • Long-term population growth assumed to be 0.75% per year Budget Committee Meeting I May 4th,2026 Base Condition for the Forecast ' Key Revenue Assumptions • Property Taxes — Overall 4% growth YoY • Hotel tax — Long-term growth rate projected at 1 % with a decline seen for FY27 based on YTD collections in FY26. • Franchise fees — growth rates vary based on source. • Electricity and natural gas growth of 3.5% expected in FY27 and 1 -2% projected thereafter. • Solid waste franchise fees expected to increase 3% in FY27 and a conservative 1 % thereafter • Static growth and slight declines seen in cable TV and telecom due to "cord-cutting" trend. • Library support from Washington County — 5% growth expected in FY27, and a 2% growth in future years. Budget Committee Meeting I May 4th,2026 Base Condition for the Forecast • Key Revenue Assumptions • Gas tax — 1 % growth projected in FY 2027 and into the future. With the uncertainty around HB3991 and the future of that legislation, conservative forecasts are being used. (fuel efficiency standards and shift to electric/alternative-fuel vehicles). • Traffic fines — due to a new vendor the city is expecting to see close to a 20% increase from FY2026 Budgets based on current YTD revenues. • Investment Income — projected at 4% of fund balance reserves for FY27 and thereafter. Interest rates continue to hold, but the Federal Reserve has signaled possible rate cuts in 2026 and beyond. • Utility sales — increases based on existing rate study models. Budget Committee Meeting I May 4th,2026 Base Condition for the Forecast • Key Expenditure Assumptions • Compensation-COLA: • Management/non-represented employees proposed at 3.7% for FY27 (In line with CPI-W for 2025 plus the 1% to match the SEIU CBA). • Bargaining with SEIU produced COLA language to adhere to a CPI-W +1%. As noted above this comes out to 3.7% for FY27. • TPOA is contracted to receive 4% COLA and 1% mid-year adjustment for FY26. Bargaining is currently taking place and will drive actual compensation related increase for FY2027 and beyond. • Long-term placeholder COLA assumption in FY 2027 and beyond of 4% based on historical averages and informed by recent inflationary factors. • Benefits: • Health costs increase of 11% forecasted in FY27 and 10% per year thereafter. • Other benefits mirror compensation increases. Budget Committee Meeting I May 4th,2026 Base Condition for the Forecast • Key Expenditure Assumptions • Fleet, IT, and Facilities equipment replacement • The projected life of Police vehicles has also been extended for FY2027 to decrease the annual expenses for future replacements. • To preserve General Fund dollars and fund balances, the city is proposing a 1 -year break from paying into the facility replacement fund, as it currently holds a $7.3M fund balance. Budget Committee Meeting I May 4th,2026 FY2027 Proposed Budget — General Fund • General Fund Growth s.o0% • Overall General Fund revenues are 4.00% expected to increase by 0.56% in FY27. 2.00% This is due to a 1 X transfer from the 000% General Obligation Bond Fund in FY26. 2.00% FY2027 FY2028 FY2029 FY2030 FY2031 -4.000/0 Projection Projection Projection Projection Projection • Otherwise, the General Fund Revenue is -6.00% seeing a 2.5% growth YoY -8.00% • Meanwhile, the General Fund 40.00% Expenditures are seeing a 4% growth YoY -12.00% Revenue Growth -Expenditure Growth Budget Committee Meeting I May 4th,2026 November 2025 Existing Gap • General Fund Revenue Projections 60,000,000.00 • Prior to the FY2027 Budget 50000000� cycle, the city was facing a $6M gap between expected 40,000,000.00 Revenues and Expenditures. 30,000,000.00 • Facing a forecast that left 20000�°� General Fund Reserves at risk of falling below the 25% Policy 10,000,000.00 °00°°° Reserve Requirements in the .__1 , — IHIL k next 5 years. FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 FY2031 Actuals Actuals Actuals Budget Projection Projection Projection Projection Projection ENDING FUND BALANCE -Revenues -Expenditures Mmlmum Reserve(25%) Budget Committee Meeting I May 4th,2026 What we did to Fix it Trade-offs FY2027 Budget Priorities • • Eliminating several vacant positions across the organization Minimize impacts to police services • Reducing spending on contracts, professional services, materials • Maintain current service levels for existing facilities, parks and and services recreation, and development and permitting • Reducing funding for some programs, partnerships, grants, and • Adjust library services while continuing to meet community community events needs • Lowering service levels in areas, with impacts to some current employees Ongoing Efforts: • Addressing this imbalance will require continued, thoughtful action in this and future budgets. The FY27 Proposed Budget builds on that work by advancing operational efficiencies and focusing resources on essential services. Budget Committee Meeting I May 4t1,2026 Outlook and Living Within our Means ' What we've achieved: What lies ahead • Stabilized near-term budget gaps • Slowing growth in economically sensitive revenues • Reduced resilience on one-time solutions • Contractual obligations, inflationary pressures, • Strengthened reserves and financial position and geopolitical & market uncertainty • Catalogued and analyzed programmatic budgets Strategic Focus: • Multi-year financial planning with early identification of budget gaps, corrective actions, and a shared responsibility across all departments Budget Committee Meeting I May 4th,2026 Fiscal Responsibility: Strategic Use of Fund Balance • Reserves • Appropriate Uses of Fund Balance include: • Emergency and unforeseen events • Capital Investments • Short-term transition funding • Matching funds for grants or strategic opportunities • Policy Best Practice • Maintain minimum reserve targets • Limit reserve usage to non-recurring expenditures • Develop multi-year financial forecasts to identify imbalances early Bottom Line: Reserves should stabilize, NOT subsidize Budget Committee Meeting I May 4th,2026 General Fund Forecast (Where we are now) • General Fund Revenue Projections 60,000,000.00 50,000,000.00 • Reserves would continue to be 40,000,000.00 drawn down, and Structural 30,000,000.00 funding gaps would need to be addressed soon in this 20,000,000.00 scenario. 10,000,O00.U0 A � 1 FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 FY2031 Ac luals Actuals Actuals Budget Projection Projection Projection Projection Prul' Iiun LNL)IN(s WOO LIALANCL -Hevonu es -Expenditures Mninwm Reserve(25'.) Budget Committee Meeting I May 4th,2026 Park Funds Parks Capital: $30.1 M in CIP projects, including $5.3M in FY26, funded Parks Funds through grants, Metro local shares, Financial Forecast Based on FY 2027 Proposed Budget regional flexible funds and SDC funds. 19,000,000 Parks SDC: SDC revenues in FY25 were 17,000.000 under Budget. With a decline being V 15.000,000 J seen in FY2026, FY2027 Budgets are 13,000,000 1 decreasing. Fund balances are expected 11,000,000 to decline from $13.8M to $8.5M in m9,000,000 2031. e 7,000,000 5,000,000 Parks Utility: Revenue growth expected 0 3,000,000 at 4.26% per year from Park and Recreation Fee. Fund is reliant on 1,000,000 —• i transfers from the General Fund to fund (1,000,000) FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 FY2031 50% of operations. Given current (3,000,000) Program expenditures, the current fee Parks Capital Fund Parks SDC Fund Parks Bond Fund Parks&Recreation Fund Urban Forestry and/or transfer from the GF is insufficient to sustain fund balances within this fund. Budget Committee Meeting I May 4th,2026 Transportation Funds '•° Transportation Funds Gas Tax: Down from $10.4M in FY27 to $7.3M Financial Forecast Based on FY 2027 Proposed Budget in FY31 to invest in CIP projects; revenue 70.000.000 expected to decline at 1.5% per year based on LOC projections. 60.000.000 Transportation Development Tax: funding 50.000.000 $23.2M in CIP projects between FY2027-2031 40.000.000 Transportation SDC: reserves are expected to be drawdown significantly in FY28 and 30 °°° expected to replenish to $7.5M by FY31. 20.000.000 Expected to fund $14.6M in CIP projects over the next five years. 10.000.000 Street Maintenance Fee: will fund $27.4M in street maintenance projects over five years. FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 FY2031 ■Gas Tax Fund ■City Gas Tax Fund ■Tlansponation Development TaxFund•Transportation SDC Fund Transportation CIP: $96.6M in CIP projects ■Underground Utility Fund ■Street Maintenance Fee Fund ■Transportation CI Fund ■Transportation TNC Fund will be expended over a five-year period. Budget Committee Meeting I May 4th,2026 Water, Sewer & Stormwater Funds Sanitary Sewer and Stonnwater Funds Financial Forecast Based on FY2027 Proposed Bridget 35.000.000 00 Sanitary Sewer: revenues will grow by 3% 20.000.00040 annually based on expectations from Clean 25.000.00000 II Water Services; funding will be sufficient a 20.000.00000 for operations and to fund CIP projects [0.000.0.01 totaling $7.09M over five years. 10.000.900e. °°.99° Stormwater: revenue growth averaging 3.75% per year will fund stormwater FY2023 FY2024 FY2023 f02026 FY2027 F02028 FY2029 FY2030 FY2031 .SanBa,Y Sew.Fuvd .Acmn+,m Fu nd operations and CIP projects totaling Water Funds $18.93M over five years. Financial Forecast Based on FY 2027 Proposed Budget 90.000.000.00 Water: revenue growth of 2% per year, 80.000.000.00 °°°°°°0.00 along with SDC revenues, will fund 7 III 60,000.00000 operations and CIP projects totaling 50.000.000.00 `� $93.89M over the five-year period, * • 30.000.000.00 however an updated rate study will be °° • II , ll required to ensure reserves stay above 20.000.000.00 minimum targets. 10.000.000.00 FY2023 FY2020 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 FY2031 •Wale,Fun° Ware,SDC Fund •Water COP Fund •Waite Debt Fun° Budget Committee Meeting I May 4th,2026 Transient Lodging Tax Fund • Transient Lodging Tax Fund Revenue Projections • Future Revenues are currently 5,000,000 forecasted to remain flat as 4.500,000 Transient rvic Lodging taxes are 4,000,000 I expected to have moderate 3,500,000 3,000,000 volatility and be reactive to economic conditions. 2,500,000 • Expenses include a 50% transfer 2,000,000 to the General Fund for existing 1,500,000 sees. 1.000,000 • In FY27 the City proposes 500,000 ._ _ _ _ _ l $100,000 to fund Community FY2023 FY2024 FY2025 FY2026 FY2027 FY2028 FY2029 FY2030 FY2031 Event Grants, with $50,760 Actuals Actuals Actuals Budget Projection Projection Projection Projection Projection currently allocated. Budget Committee Meeting I May 4th,2026 Synopsis • • The General Fund has a structural deficit, with expenses expected to exceed revenues. Vacancy/operating savings has closed the gap over the last several years without needing to use reserves. • Vacancy/Operating savings are expected to decline with increased operating costs and a tightening labor market. • Certain revenue streams are expected to stay flat or decline, but overall, expect to see 2.5% revenue growth. • Gaps in Parks and Recreation Funding. Increases to either the General Fund Transfer or Park and Recreation Fee will need to be considered in order to sustain current programming and service levels. Budget Committee Meeting I May 4th,2026 •.• ' ropose • : u • get Financial Forecast Questions & Comments May 4th,2026 arvoF • n Tigard Tigard Police Department FY2027 Budget Presentation May 4,2026 CITY OF 0 • itz Tigard To1 protect and serve all who live, play and work in Tigard. 1... ,.. lorrw.....-ilittp, 111-1r--.4. 1 _ .... /- i--------t]0_-iii I-PJ _ R.I.. ., t..1911. _lei C _. � � y cr h. "•. 1 _ • - • /_ Ta:St 0 -11, Ilk, Nriroft#' ,,,,,-ram f ,. .M -. • e F • . p - •'.4 4: .t-.. t.,:r .. V. li., 0•• Investing in Safety, Building Trust - Police Department Budget Overview • _ ;� • Navigating a challenging financial climate s ` .,,_ through zero-based and programmatic �' 44111,:: __ budgeting. �` .,Poi« • Balancing mandated budget targets with day- to-day operational realities. pae , - • Aligning the work we do within defined ,,,,,, ,___ - programs to ensure clarity and accountability. '(:. I�r • n • Identifying and communicating service levels. r OL Continuing to meet Council and community expectations while upholding our mission, t ....0010"." vision and citywide values. Officer Orth gives future officers an inside look during National Night Out,August 2025. FY2027 Police Budget Presentation I May 4,2026 Investing in Safety, Building Trust ••° 2025-2026 Council Goals Alignment Create housu,y Elevate economic opportunities for current � opportunities for current Housing Strategy 1 .2 and future residents and future residents • COPS Officers' role in supporting Tigard's u n h o u s e d Strategy identifiers: Q p Strategy Identifiers: 0 0 community / T P M enforcement Strategy 1.1:Develop an inclusive housing strategy that increases Strategy 2.1:Attract,retain,and grow a diverse and stable the variety of housing types while balancing the infrastructure economic base that supports city revenues,needed goods and capacity needs of the city services,and jobs for community members • Washington County Mental Health Response Team Strategy 1.2:Support housing in the entire Tigard community while addressing the regional crisis of homelessness �r�+- Deliver resilient, sustainable,and well- Economic Strategy 2.1 ■•t tic maintained facilities j Cultivate Tigard lift that provide reliable • Prioritizing Tigard's economic opportunities via - and efflclentservices P qj= I as a great place to a to our community regional partnerships and staffing resources ®' Strategy Identifiers: 0 Location Strategy 3.3 and 3.4 Strategy Identifiers: 0 0 0 Strategy esi Plan an the future owhile managing current City facilities in a manner supporting sustainability and fiscal Strategy 3.1:Provide maintained natural areas and recreational stewardship facilities as well as access to opportunities that enhance the health Strategy 4.2:Build a solid foundation for the future Police and • Over 13,000 community engagement opportunities and well-being of the community Public Works facility,which will include a resilient Emergency Strategy 3.2:Invest in the safety,connectivity,and adequate Operations Center foster awareness, connection, and belonging to our maintenance of the transportation network;center vulnerable community users in transportation investments Strategy 3.3:Broaden and strengthen community safety and resiliency OUR COMMUNITY Facilities Strategy 4.2 Strategy 3.4:Provide meaningful community connection through PROMISE programs,events.and other opportunities The"5 E's"of Equity,Environment,Economy, • Successfully advanced the project bond measure for ; Tigard Engagement,and Excellence is the lens ■ through which we approach all initiatives placement on the May 2026 ballot and guide the work we do. www.tigard-or.gov/CouncilGoals i FY2027 Police Budget Presentation I May 4,2026 Investing in Safety, Building Trust • FY2027 Police Operating Budget Request $28,592,675 Changes and Reductions FY2027 FTE Reduction: 1 .0 • 1 .0 FTE Police Records Specialist (vacant) Adjusting Materials and Services to Balance Increases - Washington County Consolidated Communications Agency (WCCCA) dispatch service costs. - Cost of leveraging technology: Axon, Verra Mobility photo enforcement contracts. - Reductions in all police travel and training, office supplies and related line-items. - Working in partnership with other city departments to streamline business processes leveraging the advantages of Tyler Technologies. Example: permitting and licensing. FY2027 Police Budget Presentation I May 4,2026 Investing in Safety, Building Trust FY2027 Police Operating Budget Request $28,592,675 $30,000,000 Requirements • Personnel Services increased 9% $25,000,000 • Materials and Services adjustments maintain balance • Interdepartmental Services decreased 27% $20,000,000 Resources $15,000,000 • Partnership with WCDA Organized Retail Theft (ORT) $10,000,000 grant detective FTE; ORT blitz missions • Tigard-Tualatin School District renegotiation of $5,000,000 School Resource Officer IGA $ FY2027 Police Budget Request ❑Interdepartmental Services $5,027,615 •Materials and Services $3,269,865 FY2027 Police Budget Presentation I May 4,2026 •Personnel Services $20,295,195 Investing in Safety, Building Trust ••° FY2027 Police Department Programs Core functions represent police's essential operational and legal responsibilities. • Programs: Response, Process, Assessment, Inquiry, Enforcement Capacity building programs strengthen internal skills, resources, and institutional effectiveness. • Programs: Development, Partnerships External relations connect police to the public, stakeholders, and broader communities. • Program: Outreach FY2027 Police Budget Presentation I May 4,2026 Investing in Safety, Building Trust ••° Response: Immediate Action to Incidents or Needs Services / Activity Description • Responding to 911 and non-emergency calls • Providing patrol support services 53% • Prioritizing emergency management Response Performance Measures based on three data sets: • Response times for dispatched calls are based on five call priority levels. • Officer deployment and staffing levels metric: number of total officer dispatched calls. • Total number of officer self-initiated calls is a metric for workload, usually combined with dispatched calls. FY2027 Police Budget Presentation I May 4,2026 Investing in Safety, Building Trust ••° Process: Systematic Handling of Internal Programs Services / Activity Description • Identifying and preserving crime scenes • Preparing, reviewing, uploading and sharing documents • Managing financial resources for costing and budgeting 13% Process Performance Measures • Timeliness of transmitting police reports to WCDA's office for court prosecution. • Police reports involving an arrest must be completed within the officer's shift and submitted to WCDA. • Police reports must be documented, completed, reviewed, transmitted and retained on a schedule mandated by department policies, city rules, constituent needs and public records law. FY2027 Police Budget Presentation I May 4,2026 Investing in Safety, Building Trust Assessment: Formal Evaluation and Analysis Services / Activity Description • Triaging crimes and investigations • Providing traffic crash analysis 4 • Gathering data for crime analysis Assessment Performance Measures • Provide statistics and updates via Chief's Strategic Dashboard. • Presented monthly to City Council and the Tigard Community. • Available publicly via Police's website on the Transparency Page. • www.tigard-or.gov/transparency FY2027 Police Budget Presentation I May 4,2026 Investing in Safety, Building Trust Inquiry: Structured Investigation and Fact-Finding Services / Activity Description • Investigating criminal follow-ups tl: • Organizing data, crime trends for crime analysis • Sharing records and data to support police investigations Inquiry Performance Measures • Meet National Incident Based Reporting System (NIBRS) requirements. • All crimes identified or reported within our jurisdiction have a set of classifications the department must report to the state monthly and annually. • Compliance allows various governmental entities access to information needed for decision making and resource allocation. FY2027 Police Budget Presentation I May 4,2026 Investing in Safety, Building Trust Enforcement: Prosecution and Legal Authority Services / Activity Description 41114.. • Assisting with prosecutions; e.g., court testimony • Supporting allied government agencies • Educating public on municipal code and statutory changes Enforcement Performance Measures • Processed subpoenas and officers present at all court proceedings. • Request for support from outside agencies. • DHS, FBI, ODOT, OLCC, and others FY2027 Police Budget Presentation I May 4,2026 Investing in Safety, Building Trust • Development: Training and Workforce Growth 0/o Services / Activity Description • Training for professional development and best-practice succession planning • Maintaining minimum required training • Adhering to various oversight partners Development Performance Measures • Maintain certification of sworn personnel via required state training. • Ensure all members in specialty assignments attend best practice training courses to maintain competency. • Meet annual accreditation standards. • Retain a current and accurate policy manual. FY2027 Police Budget Presentation I May 4,2026 Investing in Safety, Building Trust • Partnerships: Building Institutional Networks and Collaborations 10\Services / Activity Description • Supporting other agencies • Collaborating with internal partners • Building and maintaining relationships with external partners Partnerships Performance Measures • Active MOUs are current, in place, and adhered to throughout the year as needed for interagency and external partnerships. • Embed department personnel in Emergency Management Services events. • Cultivate relationships and developing opportunities for partnership with external agencies. FY2027 Police Budget Presentation I May 4,2026 Investing in Safety, Building Trust ••° Outreach: Engagement with Community, Partners, and External Audiences Services / Activity Description • Communicating public information • Driving community engagement • Continuing department recruiting Outreach Performance Measures • Engage with community members through regularly scheduled events. • Coverage of our department in news articles and interviews. • Variety of content on our website and social media platforms. • Respond to community questions and general community sentiment toward transparency of our department. • Recruit engaged and professional employees committed to serving Tigard. FY2027 Police Budget Presentation I May 4,2026 Investing in Safety, Building Trust • 4 n ; Y vt i_ Workload Drivers & Trends '. '� x „, f1: • . , • Increased calls for service N^� ? i `� V <` ,, ¢ • . Jt • Staffing levels and vacancies N lOYE 7v �• .{•.. Y'7] .. "° Population growth ;� ;' \t r 4 ,,• ' 14,ilV" �r a • Regulatory changes a i t '.v n" •_ "--1 0,. - ' i . " • Technology and equipment constraints • Aging infrastructure — — • Partnerships with regional agencies Officer Davis and others respond to crash, October 2025. FY2027 Police Budget Presentation I May 4,2026 Investing in Safety, Building Trust Metrics Used to Track Success v`,, 1 .. - • Outcome metrics impact community via safety, ; ,• • ---..I,,.: ;-:. . satisfaction, engagement and transparency. -- -.-- - e.. , itriii • Output metrics focus on calls for service - �;; - _ '` _ including 911, non-emergency, self-initiated I. 4 _ 't - T '� SEATTLE ,�__ ' contacts and response time. a � .z ,.�� -�- ; , �,, Current-Year Performance Snapshot ‘01j As of December 31, 2025 �,� • Highest call volume for service: 23,797 laillki , ../, It • Self-initiated contacts: 18,644 • Emergency response time 6:46 Detective Rinell, Officers Alegria and Olsen,Mayor Hu, CE Coordinator Bauer and community members celebrate Black History Month, February 2026. • Over 13,000 Community Engagement Contacts FY2027 Police Budget Presentation I May 4,2026 Investing in Safety, Building Trust Future Risks and Opportunities ,! . Beyond FY2027bi ,. il` ..1. A- � t,1,46 4m• * . 4ac • Emerging risks: technology, workforce, regulatory L' _ �,� ` 1I ♦ do • Opportunities for innovation and partnerships -- • li, `� , - a • Long-term financial sustainability considerations ! 1_ • Community livability and safety - t — . dal A lir , ' • Department and city strategic roadmap alignment Y - i it. •Budget enablesyour Police Department to meet '' ? 9 P community needs and expectations. „ f Officers Fourie,lmus, Oman and Enzenberger roll out on bike patrol, May 2025. FY2027 Police Budget Presentation I May 4,2026 eCITY OF 0 0 0 Tigard ., ..,...,, ., .• . . . - ,., - • frifirir ' ..'' I '''42t' ".''' '."- ' Y s , „ . . ,..,t,'. X. . or Alt..00, '-...... ‘1111 f,, • '..+04 A Y *.. ..74 .. -. •dr...., . 4 -,_ ."".4.,. 4.,,,,,e, 41., , ,., 74! 4;.:‘,9,„, ,r1i2 ' •- to, „1„ Ai. ".•,, ir.' ‘.'., ' ' •' „. ... , v1,,,4•4,,,, ,, ,4 ,.'': !" L,,,. .' 7 '14 •,,.1.: 7:,-044,r, '4.....'_A' 7"',-... ' ..... ' . 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INIP11111111111111 Tigard Police Department,September 2025. arvoF • 9 Tigard Tigard Public Library FY2027 Budget Presentation May 4,2026 CITY OF 4 itZ Tigard srd-----L___ _ _ # 1 _ i ar• ' u • is i • rar - = g y - =MI ,,,,. - -4111 A community hub for knowledge and enrichment where everyone feels welcome. , Mil.IIIIi-allifiiiimoL II NMI. . 1, -- �L 1 ' Jir - ...4 i . ., . r p.:,_,.- ,,f r s � May 4,2026 .0. FY2027 Library Overview • Supporting Council Goals • Strategy 1.2: Connect community members with resources to address housing instability • Strategy 3.4: Provide meaningful community connection through programs, events, and other opportunities ii" "/ ^ A it Progress on our 2021 -2026 Strategic Plan Tided04 • �. .: _ 4 Y II i Library Social Services Coordinator 091 .‘ fi Proposed refresh of second floor TigardPublicfn Maintaining updating spaces u datin s aces • Launching the Express Library, February-April 2026 11210 ® gift 44i546 Changes to countywide WCCLS services j • Centralization of collection development FY2027 Library Budget Presentation I May 4,2026 / FY2027 Library Proposed Budget "° Total Budget Proposed: $8,082,021 Personnel Reductions: 3.4 FTE • 1.0 FTE Acquisitions Supervisor, Technical Services (vacant) • 1.0 FTE Senior Librarian, Technical Services (vacant) • 0.2 FTE Adult Services Librarian, Readers Services (reduction to 0.5 FTE from 0.7 FTE) • 0.2 FTE Youth Services Librarian, Readers Services (reduction to 0.8 FTE from 1.0 FTE) • 1.0 FTE Library Social Services Coordinator, Readers Services (limited duration) Materials & Services Reductions • 29.2% reduction to the Library Materials budget and corresponding processing budget • Reductions in all divisions' travel and training budgets FY2027 Library Budget Presentation I May 4,2026 e FY2027 Library Proposed Budget "° Total Budget Proposed: $8,082,021 Changes from FY2026 • Personnel Services decreased by 6% $2,928,252 • Materials & Services decreased by 24% • Interdepartmental Services decreased by 35% Resources '$4,748,507 • Washington County Replacement Library Levy passed in November, increasing the Library's allocation by 5% ($4,526,201) $8,100 • Friends of the Library organization funds 70% of the Library's enrichment programming costs ($17,000) $397,162 • Volunteers contributed 5,971 hours of their time in 2025, which • Personnel • Materials & Services Capital Outlay • Interdepartmental equals 2.87 FTE (a value of $217,600) FY2027 Library Budget Presentation I May 4,2026 FY2027 Library Programs "° Library Materials: Select, order, receive, process, catalog new materials, and manage materials Community Spaces: Provide a welcoming and inclusive environment in a variety of spaces, including reservable spaces Enrichment Events: Offer a range of engaging educational opportunities that meet the needs of our community members Community Engagement & Outreach: Connect as many community members as possible with library resources and services, and provide engaging, meaningful volunteer opportunities Technology: Narrow the digital divide and ensure that community members can utilize a range of technologies that support communication, education,job-seeking, and entertainment Reference & Readers Advisory: Knowledgeable, well-trained library staff assist patrons with their information needs Library Account Support: Knowledgeable, well-trained library staff assist patrons with their account needs and help them access library materials FY2027 Library Budget Presentation I May 4,2026 Library Materials tiT Tigard '� �' illilKey Services / Activities i l `t ,, 41 - • Selecting and withdrawing materials 41 1tlicili • Ordering, receiving, processing, and cataloging g • Processing returned library materials 1'i \ "--- , wri Performance Measures _11 • 4 • • Annual circulation • • J • Number of items added to the collection • Number of days to process and catalog new items ,; t Reduction Impacts on Service Levels .i i • Drastically less access to books and other materials r .. • Additional workload shifted to Library Experience Manager ll ` ,jI • FY2027 Library Budget Presentation I May 4,2026 /r- 4 Community Spaces ,4%. Nit Key Services / Activities f • Person in Charge (PIC) team -, _ I • Ability to reserve spaces likir • Updated policies and procedures NIL v.-AN, \i‘ Performance Measures +i!i = • Study room usage alk._ • Patron visits Reduction Impacts on Service Levels • Three fewer members of the PIC team will result in a smaller , ,i _ group of people to respond to challenging incidents • PIC team will no longer have specialized support from Library Social Services Coordinator FY2027 Library Budget Presentation I May 4,2026 • 4' '• '� ' ' ,-•••447 --.,..-? . , .;••_, 4( ,�' Enrichment Events �TYOF ,, .0 s. . Tigard _ r, `, of �; Key Services / Activities �` 1 "? • Storytimes _, ,.4 , • ',,44'• • Programs for kids, teens, and adults ,, • All ages programs 1/41f'`,�, Performance Measures ‘ • Library program sessions and attendance 1 • Summer Reading program participants , ' • AARP tax help attendees f i Ili • .- I, S ' �" .- .....-Hit 4...„,. .1 ter Reduction Impacts on Service Levels • Programs for teens will be reduced ' i i+.• ' k • One-on-one job help and other programs for adults will be 44" . • •t_4,\ reduced ,moo {..•DA,* .'• ' '' V ' ,;• .�ci �,.' , }; , ,f+ ` • FY2027 Library Budget Presentation I May 4,2026 '1 Community g g En a ement & ••O Outreach Key Services / Activities z r Y ) • Volunteer program • Community engagement I i' fir+' • Community support 4 ij. i Performance Measures 4 • Volunteer hours W 1,:' ` �� J • Outreach sessions and attendance r (i'' '4 • Social services referral and support interactions tl 1-, , t ` _ o.- Reduction Impacts on Service Levels A ''%* '. ti, s ..Y i' rT 1 • No social services resource or referral interactions _ tj! ,f 1 ' ii,;7: .4.1 r2:....„.....yy / 1 ' ________.7) _____________7") FY2027 Library Budget Presentation I May 4,2026 lizire Technology-- " Tigard Ilkignicir: Key Services / Activities --T) / • Publicly-accessible computers a .oi1 1 '—I _ • Public printing • Public WiFi • One-on-one tech help .i Performance Measures ' ' ' • Hours of public computer use • Attendees at one-on-one tech help sessions ,,' = Reduction Impacts on Service Levels ilk • No changes to technology access are proposed - ' 1111 I i • • • . • FY2027 Library Budget Presentation I May 4,2026 k !. M J 1 illik IIIIIIIIhhh"-illIlIll'illigillk- i Reference & Readers Advisory • Key Services / Activities l • Reference • Readers Advisory I V� ...rimm..............1 • It. ! Performance Measures �, s . 1 9 114iik • Reference Desk service interactions ` v��, ,,' ' w °, '(+' , ! i. , t Reduction Impacts on Service Levels ‘1e. A , � " .# �(� ' • Reference desk staff will have a higher workload of regularly l 4, - scheduled weekly desk hours ��, "'' • Reduced ability to cover unexpected absences • Higher reliance on On-Call Librarian shifts • Y • Desks may need to close more often, with potential for closing .j- �� _ / the second floor if there is not enough staff to cover the desk s iv �s , v?,� {> _ '"'�--' FY2027 Library Budget Presentation I May 4,2026 A P _ , , Library Account Support T;gaYr d Key Services / Activities " ai Library account support I 1 • Options for check-out and return Performance Measures • New library cards issued • Number of patrons helped at Check-Out Desk r.:1• • Number of phone calls answered by staff y'. Y. Reduction Imp acts on Service Levels P • No changes to library account support are proposed • y{. :X • 4 • • FY2027 Library Budget Presentation I May 4,2026 FY2028 and beyond ••o Libraries as civic infrastructure • Sharing resources to sustain educational and enrichment needs - during times of economic uncertainty ' - • Access to technology helps to close the digital divide may' �*' ,.Z • • Public spaces have a positive effect on physical and emotional well-being • ,3-. . • ',: .,'",L , e_ ., L____ • - ' I I l- I 1 _ Supporting our frontline teammates 'a� r� , = • Burnout and compassion fatigue in public servants on the rise o sj . I1 since 2020 — —ununir — - ' ,� �� `` • Continued reliance on volunteers for operational sustainability - - -- • Centralized collection management: how it will impact the cooperative generally and our library specifically / FY2027 Library Budget Presentation I May 4,2026 •.• ommunity • ' now e • ge • nric ment Tigard Public Library May 4,2026 - City of Tigard Public Works I Parks&Recreation Divisions and PUF I May 4,2026 0. -..4.,; cr :.., .3. 4', , 1:Alit;1°444. ' ,,:e.4...'47 - ,A 4 ei, 1 .rli �yF�w r4 gyp.-, .. . .. . 1...e.4;,,o.c..,.....,, c,..A., . • Parks and Recreation -• 1 • a.... . .,._ _ � 5. ra "�,-.;.. , ., .. !. r• " `,1� FY27 Proposed Budget and rers1 f 'a.`a` mil. � � +' N� ' tY �J ,FAA • • f,Fa 4 .•A i?► " . . I. '- ► .4 r Parks Utility Fund Update � �;= , �rp, � r : . ° .• �. ,,, -,.. 4 ti 1 Syr-. i' .0 �- J7 • ".. -44, `v.,, ELF,g. ,, . . 7.. t ;0� 1, •• I I,€ it p. < �' i - �" i11: =Jtl. , , .: i ; v f, 4. r . Alt z kg ; sm i.• 1► '~ all w. . " """�" - :. Parks Maintenance — FY27 Requested Budget • .4 _ _ i . . el- '.. . v FY26 PARKS MAINTENANCE— $5,022,898 ICAP � _ _ , _ 35% y� :. . , 1 Personnel '� inf (, _ Services : -!1L 50% li rt. � - - . - �: y i �s Materials& e• Services r •, ` I '} 15% �r 1 + �i - _- • • The FY27 Parks Maintenance budget shows a 1.86% growth from FY26 • —J' ) I and a 2.08% reduction from FY25. i Ij• • _ • Metrics ""' • Playground Safety — 100% of Tigard's playgrounds meet national safety standards. �y Theyare inspected weeklyto ensure theyare safe for use. as_,' • National Community Survey — 78% of the community rated the quality of the city's '' � . �; f` rr parks and recreation program as excellent or good. y. , 4 rM • Walkability — 60% of our community can commute to a developed park within 10 .: ,. z r minutes. A' is', .0,4 v 1 Parks Maintenance — Striving forward on Council Goals • Goal 3: Cultivate Tigard as a great place to live, work, and play • Strategy 3.1 — Provide maintained natural areas and recreation facilities (parks/plazas) as well as access to opportunities that enhance the health and well-being of the community o Reinvestment in park infrastructure to ensure parks are safe/accessible (Bonita Park Play Structure, Woodard Park Play Structure) o Build new parks in identified gap areas of the city (Steve Street Park, Bagan Wetland Park) • Strategy 3.3 — Broaden and strengthen community safety and resiliency o Resiliency Hub Pilot Project o Ranger Program • Strategy 3.4 — Provide meaningful community connection through programs, events and other opportunities o Maintains clean and safe public spaces for community events and programs to be held Goal 4: Deliver resilient, sustainable, and well-maintained facilities that provide reliable and efficient services to our community o Parks meet Level of Service standards expected by the community (National Community Survey) t' r • c. • • ar-, . Recreation — FY27 Proposed Budget • ,, d RECREATION - $824,832 -co" ICAP r 26% , tiA . � 1 I. Personnel Services Materials& 60% Services 14% • The FY27 Parks Maintenance budget shows a 12% growth from FY26 and a 25% increase from FY25. u' • • Metrics • Attendance — Recreation event/classes attracted over 9,000 attendees last year. R+, - • Scholarships — Recreation award $8,050 in scholarships last year to 23 families or 40 individuals. • Participant Satisfaction — Recreation asks participants on if they were satisfied with the t,. • program or event they attended. Of those responding, 96% agreed or strongly agreed they 4. , • 4 were satisfied. Recreation — Striving Forward on Council Goals • • Goal 3: Cultivate Tigard as a great place to live, work, and play • Strategy 3.1 — Provide maintained natural areas and recreation facilities as well as access to opportunities that enhance the health and well-being of the community o Health and Wellness Fair o Dirksen Education Center (Summer Camps) • Strategy 3.4 — Provide meaningful community connection through programs, events and other opportunities o Age-based programs Toddlers/Youth (Babies and Me,Wiggles and Giggles) Teens (Teen Night Out) Seniors (Fun over 50, Yoga) Concerts in the Park, Movies in the Park esS stem Growth Challenges g New Park Acreage Parks currently has 608 acres of Parks and Natural Areas that it New housing won't resolve this maintains. This will grow in the coming years without full funding issue with additional PARF revenues to cover the maintenance of these areas. - it brings new system growth to an existing structural problem. For example, 5,000 new single-family Upcoming parks include: or multi-family homes @ $9.38/month • River Terrace 2.0 - roughly 60 acres of Level 1 Parks that is =generation. $562,800 per year in PARE g y gneratio estimated to be built over the next 3-4 years. • Triangle/Cinema Park - roughly 3 acres of a Level 1 + Park that The and to the left will add 8.00 new g 9 y FTE and will cost roughly $1.25 is estimated to be built over the next 3-5 years. million/year to maintain under current levels of service. EK1 Revenue Comparison ' Parks/Rec Major Funding Comparison $3,250,000 • This graph shows the changing $3,000,000 make-up of the funding for Parks and $2,750,000 Recreation over the last five years. $2,500,000 • Over the past five years, the $2,250,000 program has altered to show the $2,000,000 PARF picking up the largest $1,750,000 percentage of the costs. $1,500,000 • This also shows how small of a $1,25o,000 portion that the reservations and $1,000,00o recreation fees account for. $750,000 $50°,°00 $250,000 . I , II . , • FY20-FY25 are Actuals $0 • * - Projected off year-to-date for FY26 FY20 FY21 FY22 FY23 FY24 FY25 FY26* FY27** • ** - Forecasted FY27 • PARF •General Fund • Fees " • `TM ;--- 4ti''S ' `, Park Utility Fund 's 5 -Year Forecast s 1k3 tf ' 4 :+ � ' '' Parks Utility - Fund Balance Forecast i $z,000,000 ' E+ , C. $1,500,000 ''' 14 ; C'¢ 4.,4 $1,000,000 r p $500,000 - . u �' FY26 FY27 FY2 FY29 FY30 FY31 M 1 rt, $(500,000) .rF 4 _ Y $(1,000,000) ' . l t N, , $(1,500,000) s $(2,000,000) f4 .' qy ."�. ,,sx �- $(2,500r000) Z yk ,��yt'',: x',,iit z' �e v $(3,500,000) + " � 3-Month Minimum Reserve Ending Fund Balance .�.` -'{ram� � -_ ✓,s-� - y.y,•' - • . rc. '• -,,:: Parks/Recreation Funding — The Urgent Need • •• .011, i IT, "„)- • The cityis facingan urgent fundingneed of roughly $1 .1 million in g g Y additional annual revenue to maintain existing level of service for our parks maintenance operations and recreation. ` ' ior► v .F It • These are services and assets identified by 80% of the community ',- as essential and core in the latest national community survey. , • Tigard's park system (608 acres) has a system demand of 20 FTE to i t..-- meet Level of Service (LOS) standards. The FY26 budget has 14 8*... \ FTE + 12 seasonals (-6FTE) to meet this demand. vil -•.:_ , , • River Terrace's Blueberry Hill and Little Bear Park will require an '. additional 2.0 FTE in FY 27 to meet the increased system demand. _-"� p •*• , wt~ Parks/Recreation Funding — Budget Reduction • • Impact I ,`. If the additional revenues discussed on the previous slide are not allocated, the city will likely face significant reductions in the following essential core services: . 1114 • Elimination of special events and shelter reservations • Reduced park maintenance Level of Services (mowing, garbage, • litter, restrooms, etc.) — • Elimination of reactive and periodic maintenance of trails " yr� outside of parks. • • Reduction of recreation programming/activities r 1 \•�c .y` \ y 1,f' 1 Y t • • Discussion • Are the proposed reductions acceptable? • Are there any amendments that the budget committee wants to consider? Budget Committee Meeting #1 Summary ••° Confirm deliverables and Budget Committee needs for continued discussion •Ite Set Agenda for Next Meeting — May 11 —11111 Budget Committee Meeting I May 4th,2026