On the agenda: Greeley Citizen Budget Advisory Committee Meeting — AI Data Center (Sep 23)

Citizen Budget Advisory Committee

5:00 – 6:30 PM, September 23rd, 2026
1001 11th Ave, Greeley, CO 80631
2nd Floor Colorado Conference Room 227
Zoom Meeting
Meeting ID: 825 2207 4466

AGENDA
•

CALL TO ORDER

•

ATTENDANCE & ANNOUNCEMENTS
o Tyler Mowry Resignation

•

APPROVE MINUTES FROM AUGUST 26TH, 2026

•

DISCUSSION ITEMS
o Keep Greeley Moving Update
o Food Tax Update

OTHER TOPICS
o Director’s Update Review
o CBAC 2027 Budget Statement
o Future Meetings Agenda Review/3-month Look Ahead
•

PUBLIC INPUT

•

ADJOURNMENT

CBAC meets on the fourth Wednesday every month at 5:00PM. For information on how to place an item on the agenda, email:
[email protected] at least one week prior to the scheduled meeting date.

CITIZEN BUDGET ADVISORY COMMITTEE
Wednesday, August 26th, 2026 - 5:00 p.m.
Committee
Members
Barry Eastman
Tyler Mowery
Anthony McCune
John Shull
Merrie Foreman
Lori Williams
Laura Gurney
Nicole Riner
Sonya Oster

Present
X
X
X
X
X
X
X

Absent
X

X

ATTENDING GUESTS & CITY PERSONNEL:
Nathan Mosley: Budget & Policy Director
Kalen Myers: Budget & Policy Deputy Director
Laura Delp: CBAC Secretary

CALL TO ORDER

The meeting was called to order at 5:00pm.

ATTENDANCE & ANNOUNCEMENTS

Members were advised that the newest committee member, Sonya Oster, had been unintentionally omitted from the
emailed meeting reminder. Future meeting notices will be corrected to ensure all members are included. The Capital
Improvement Plan budget preview was moved to the beginning of the agenda.

APPROVE MINUTES FROM JULY 22ND, 2026

The minutes from the July 22, 2026 meeting were unanimously approved with a motion by Laura Gurney and a second
by John Shull.

RECOMMENDED 2027 CIP BUDGET PREVIEW

The proposed 2027 Capital Improvement Plan (CIP) was presented as a high-level overview of a plan previously
reviewed by City Council, with subsequent updates. Capital requests are submitted by departments in the spring,
assessed under a common scoring framework, and reviewed by a cross-functional steering committee. The framework
considers community impact, quality of life, public health, master-plan alignment, asset condition, operating impacts,
and other factors, with a maximum score of 40. Scores guide discussion rather than automatically rank projects;
readiness, legal and practical funding constraints, cash flow, operating consequences, and Council priorities also
determine whether a project proceeds. The plan was in final review before incorporation into the recommended budget
and subsequent public adoption process.
The principal fiscal issue is that much of the City’s capital revenue is legally or operationally restricted, including utility
revenues, grants, and the Keep Greeley Moving tax. Accordingly, the most consequential prioritization occurs within
a comparatively limited pool of flexible capital resources, principally food tax and quality-of-life funding. That capacity
must accommodate three large, concurrent long-term commitments: West Greeley debt repayment, downtown
revitalization and Civic Campus financing, and the MERGE transportation project. Although outside funding, federal
grants, and anticipated TIFIA financing support MERGE, a substantial local contribution remains necessary. The

simultaneous timing of these commitments leaves less flexible capacity for routine maintenance, asset replacement,
and emerging needs.
The recommended CIP totals approximately $204 million across roughly 150 projects and 24 funds. More than half of
the investment is in water, sewer, and stormwater projects, with another substantial portion in transportation; these
investments are largely financed with restricted revenues and therefore cannot simply be redirected to other priorities.
The program continues to fund investments across City services, including downtown stormwater and utility work,
MERGE, playground replacement, Recreation Center pool work, parks and recreation, economic development, Cityfacility maintenance, the Greeley-Weld Airport, and the first West Greeley debt payment. The Airport project includes
a $7 million food-tax investment in 2027.
To balance the five-year capital plan, the recommendation includes a temporary 25 percent reduction in annual
maintenance and replacement funding for three years. In 2027, this reduces annual funding from about $5.6 million
to $4.2 million, a reduction of approximately $1.4 million. Departments prioritized remaining dollars toward the highest
operational risks, but some HVAC replacements, facility improvements, irrigation systems, and similar projects will be
deferred or phased. Deferral reflects a timing and risk-management decision rather than a determination that the
projects are unnecessary. Departments will continue to monitor asset condition and operational risk, while the CIP will
be updated annually to reflect changes in construction inflation, interest rates, revenue performance, grant timing,
project costs, and asset needs.
An additional recommendation was developed after identifying approximately $3 million of available fund balance in
the Public Improvement Fund, largely from unrestricted investment earnings. The proposal would use this one-time
funding for three previously prioritized deferred projects: a Recreation Center HVAC replacement, Family FunPlex
locker-room updates, and an Active Adult Center HVAC replacement. The approach preserves the established
prioritization process and matches one-time resources to one-time capital uses. It does not eliminate the remaining
deferred-project list or reverse the recommended temporary maintenance reduction. Council was expected to consider
these additions during its budget discussion.
Further discussion focused on the scale and timing of the three major debt commitments. MERGE is being modeled
with approximately $65 million in principal financing, potentially through TIFIA, with uncertainty over whether the
project will receive a lower rural interest rate because of limited federal availability. The project cost range was
described as approximately $160 million to $190 million as design advances. The current planning assumption is
roughly $5 million annually in MERGE debt service over 20 years, beginning around 2029 or 2030. Obtaining favorable
TIFIA terms and coordinating advocacy through appropriate channels were identified as important because the
interest rate materially affects borrowing capacity and the local funding gap.
Civic Campus financing was described as approximately $84 million in debt, with capitalized interest during
construction and no payments in 2027 or 2028. Debt service would begin in 2029 at approximately $4 million for
several years before increasing to about $8.4 million annually over a 20-year term. West Greeley debt repayment was
estimated at approximately $95 million, with a phased repayment structure and an eventual annual cost estimated in
the range of $8 million to $9 million. West Greeley payments are currently modeled across food-tax and quality-of-life
resources; absent another solution, General Fund support may eventually be required. At their peak, the combined
annual debt-service burden for these commitments could approach $25 million, significantly limiting flexibility for large
cash-funded capital projects.
The discussion also addressed the relationship between West Greeley infrastructure and future utility growth. New
ratepayers would contribute revenue to the utility enterprises over time, but the water enterprise has not assumed the
current infrastructure cost because the work was viewed as being driven by the Catalyst project rather than by a
normal, independently timed utility need. A previously considered half-cent sales-tax increase was estimated to

generate about $16 million and could have relieved capital debt-repayment pressure, allowing more deferred projects
to move into funded status; Council did not advance that measure. Potential future strategies discussed included
reauthorization of Keep Greeley Moving, improved revenue performance, and careful consideration of how any future
capacity should be allocated.
The committee emphasized that the City must continue investing in renewal and replacement of existing assets rather
than automatically shifting future revenue gains toward new programs or projects. The deferred-project list is
maintained and can be revisited by the standing steering committee as funding changes. Cash-flow management and
project readiness were also identified as areas for continued improvement, especially when long equipment lead times
require funds to be encumbered well before a project can be completed. The committee was asked to provide
observations and feedback for Council, particularly on support for the general approach and on prioritizing critical
asset repair and replacement when additional one-time resources become available.

CITY MANAGERS 2027 RECOMMENDED BUDGET PREVIEW

A preliminary overview of the 2027 Recommended Operating Budget was provided before publication of the full budget
document. The central objective is to address the City’s structural General Fund deficit while preserving core services
to the greatest practical extent. Departments used service data, service-level reviews, position evaluations, and
efficiency assessments to develop their proposals. Positions were evaluated for rehiring, deferral, or elimination, and
voluntary separation agreements were used to give employees an opportunity to self-select while helping departments
finalize reductions. The budget process is intended to move the City away from continued reliance on one-time
resources and deficit spending.
The financial outlook showed that recurring expenditures had exceeded recurring revenues since the 2022–2023
period, while reserves had been used to close the gap. The prior projection placed year-end 2026 reserves at the
$16.7M minimum requirement. The recommended budget is expected to maintain required reserves and modestly
improve the number in 2027, in part because the overall budget base is smaller. The presentation emphasized that
reserve and revenue-stabilization funds should not be used to avoid ongoing spending decisions; these funds are
intended to protect the City against extraordinary revenue shocks, emergencies, or events outside the City’s control
rather than to sustain routine services indefinitely.
Updated assumptions reflect audited 2025 actuals, the adopted 2026 budget, health-plan cost pressures, and
department submissions. Health premiums are projected to increase about 10 percent, and a one-time $1.5 million
transfer to the health fund is included to keep the self-insured plan solvent. The City is also reevaluating health-plan
cost controls and the frequency and structure of self-insurance review. No recurring salary increase is assumed for
2027; however, the recommendation includes one-time bonuses of 2 percent for regular staff and 1 percent for
leadership to help offset health-premium impacts without increasing the ongoing salary base. Future years assume 3
percent salary increases. The recently approved Fire Department union contract is also included.
Department proposals total approximately $16.8 million to $17 million in reductions, compared with an original $18.1
million target. Updated information indicates that the remaining approximate $1.3 million gap does not need to be
closed. As a result, Culture, Parks and Recreation would be held to an approximately 13 percent reduction rather than
being required to make further reductions to reach an earlier, higher target. The presentation noted that target
percentages varied among departments and that the final package reflects differing service demands, funding
opportunities, and departmental circumstances rather than a uniform percentage applied to every unit.
The preliminary all-funds 2027 budget includes approximately $481 million in revenues, excluding transfers, and
approximately $503.7 million in expenditures. The General Fund portion includes about $144.5 million in revenue and
$137.7 million in expenditures, excluding transfers. The apparent all-funds difference is not an operating deficit
because it reflects fund-balance timing and the fact that revenues may be collected in one year and spent in another.

The presentation stressed that enterprise and other restricted funds support substantial activity but cannot generally
be used to solve the General Fund’s operating challenge. A clearer separation of General Fund and all-funds
information was identified as important for public-facing budget communications.
The recommended plan reduces General Fund full-time equivalents by 72.75 positions, with a net General Fund
reduction of 67.75 after five positions are shifted to other funding sources, including Conservation Trust, stormwater,
and water. The overall City workforce would decline from above 1,200 FTEs to approximately 1,195. The changes
include reductions as well as revenue-supported funding shifts, and the reduction was characterized as a significant
but necessary organizational response after substantial staffing growth in recent years.
The revised multi-year forecast shows continued projected deficit spending of approximately $3.9 million in 2027,
largely driven by one-time items. Those include $1 million for the homeless shelter, approximately $1.3 million for onetime employee bonuses, and funding that allows some departments to avoid additional cuts, including approximately
$800,000 for Culture, Parks and Recreation and $150,000 restored to the Police budget for the downtown precision
contract. The forecast then shows projected surpluses of roughly $400,000 in 2028, $862,000 in 2029, and about $3
million to $3.6 million in later years. These projections remain subject to economic, labor, health-cost, and revenue
variables, and the presentation cautioned against treating future surpluses as immediately available for restoration of
all prior reductions or for new ongoing commitments.
The committee identified the before-and-after multi-year financial trend graphs as essential to explaining the budget:
they show that the City is changing course, even though correction will take time and will involve difficult effects.
Concern was expressed about scope creep during Council deliberations, particularly the possibility of adding
unplanned expenditures without identifying offsetting reductions or sustainable funding. The recommended discussion
structure for Council would present the package, seek consensus on whether it materially addresses the financial
problem, allow individual concerns to be raised, and focus deliberation on items with sufficient Council consensus.
The budget schedule included release of the recommended budget, a Council budget retreat, public hearings, and
adoption in October or November; Colorado law allows adoption by December 15, providing some flexibility in the
schedule.

CBAC COMMUNICATIONS SUBCOMMITTEE UPDATE

The Communications Subcommittee reported a productive initial discussion focused on improving communication
between the Citizens’ Budget Advisory Committee (CBAC), the City Council, and the broader Greeley community. A
key takeaway was that CBAC members may be well positioned to serve as a trusted conduit between residents and
City leadership by providing context about budget-related issues, listening to neighborhood concerns, and helping
residents better understand City processes and available information. The discussion recognized that many residents
may not know who serves on CBAC or understand its advisory role, creating an opportunity for members to increase
awareness through everyday community conversations and more intentional outreach.
Potential outreach strategies included meeting with individual City Council members, coordinating with neighborhood
or community boards, and possibly holding quarterly public-facing meetings similar to Council coffee conversations.
The purpose of these efforts would be to establish a more consistent and accessible standard for public engagement,
particularly during a challenging budget year. Participants also discussed leveraging existing City communication tools
rather than creating entirely new channels. In particular, Speak Up Greeley was identified as a valuable existing
resource because it includes budget information and other City topics. Ideas included developing informational cards
that CBAC members could share with residents, as well as distributing materials through realtors or newcomer packets
to help new residents locate reliable City information.
The subcommittee also received positive feedback on frequently asked questions and discussed improving their
organization so residents can more easily find answers at the appropriate level of detail. Clear, navigable information

would allow residents to quickly address common questions while also giving them the ability to explore budget and
policy matters more deeply. The overall goal is to make City information more understandable and accessible without
relying solely on formal communications or creating the perception that outreach is one-directional or promotional.
The discussion emphasized that CBAC members can help add credibility and balance to public conversations.
Members may be able to identify misunderstandings, correct inaccurate information, and provide practical context in
a way that feels more peer-to-peer than official City messaging. At the same time, their feedback can help City Council
and staff better understand resident concerns and make more informed decisions. Members were encouraged to
contact their Council representatives or other relevant board representatives when they want to discuss issues or
request information, as these conversations are considered an important part of public engagement.
A concern was raised regarding the appropriate scope of individual member outreach. Because CBAC is a budget
committee, members should avoid creating the impression that they are being directed to advocate for a particular
revenue measure, budget position, or City-preferred outcome. Members retain their rights and responsibilities as
individual Greeley residents and may communicate personal views to their ward representatives. However, they
should clearly distinguish when they are speaking as private residents versus when they are conveying a formal CBAC
position. If CBAC has reached consensus on an issue, members should accurately represent that collective position;
where there is no consensus, members should avoid implying that their individual perspective represents the
committee as a whole.
The group acknowledged that CBAC members effectively wear two hats: one as individual residents bringing diverse
viewpoints to the committee, and another as members of a collective advisory body that may occasionally adopt a
shared recommendation. Dissenting or minority perspectives may also be appropriate when clearly identified. The
Communications Subcommittee’s work remains in the early stages, with no finalized outreach plan or required action
for members. Further discussion is needed to define what information should be communicated, establish appropriate
guardrails, and ensure any community engagement activities are helpful, accurate, and aligned with CBAC’s advisory
role rather than extending beyond its budget-focused purpose.

CBAC BUDGET RECOMMENDATION DISCUSSION

The committee discussed preparing a written statement for Council in advance of the Budget Retreat and as a
foundation for its later formal recommendation. The proposed themes were to honor the budget-development process;
recognize the substantial, difficult work completed by staff; acknowledge that adjustment is necessary because
maintaining the status quo is not financially sustainable; and affirm confidence in the professional analysis and
recommendations that produced the proposed budget. Members supported explaining the reasoning behind the
statement rather than offering only a brief endorsement.
The discussion emphasized that the proposed budget seeks to distribute responsibility across the organization rather
than place the entire adjustment on a single department, service, or employee group. Members recognized that
impacts are not identical in every area but viewed the package as a broad organizational response developed through
an established process. The committee also noted that the financial trajectory if no changes were made was known
to be unsustainable, whereas the recommended changes provide a path to course correction that can be monitored
and adjusted as experience and new information become available.
Key points proposed for the statement included: maintaining fiscal discipline; avoiding additional spending unless
corresponding reductions or sustainable revenue are identified; protecting long-term financial stability; maintaining
reserve requirements and revenue-stabilization capacity; and respecting Council’s fiduciary responsibility while
cautioning against undermining the professional work and analysis underlying the budget. The committee also
discussed the value of the financial trend graphs in helping nontechnical audiences understand both the severity of
the prior trajectory and the improvement expected from the recommended plan.

Potential new revenue ideas, including sponsorships and naming opportunities, were discussed as concepts
previously raised through internal innovation efforts, but no specific proposal had been adopted. The effect of oil and
gas revenue was also addressed. Oil and gas revenue is not a dominant share of the budget but is volatile; the
forecast assumes no growth and separates oil and gas property-tax revenue from regular property tax so that different
assumptions can be applied. The committee agreed that a draft statement should be refined, circulated for review/edit/
and approval via email, so it may be presented to the Council in advance of the Council Budget Retreat on September
11, 2026, with any lack of full consensus clearly documented, if necessary.

ADJOURNMENT

The meeting was adjourned at 6:52pm.

Next Regular Meeting:
September 23rd, 2026
5:00-6:30 p.m.

City Center South - 1001 11th Ave, Greeley, CO 80631
2nd Floor Colorado Conference Room 227
Zoom(https://greeleygov.zoom.us/j/82522074466)

Nathan Mosley
Budget & Policy Director

Barry Eastman
Chairperson

Keep Greeley Moving

Turning annual infrastructure dollars into measurable improvements

Prepared By: Roch Labossiere PE, PMP – Public Works & Transportation

CBAC Update - September 2026
2025 delivery and 2026 outlook

2025 Delivery
Funds converted into completed infrastructure

$17.78M

$16.74M

5.8%

Combined 2025 contract value

Combined 2025 final cost

Below combined contract value

Where the 2025 dollars went
Pavement $10.10M

Concrete $6.64M

Contract value vs. Final cost
Pavement

contract
final

Concrete

2

contract
final

2025 Accomplishments
Improvements delivered across streets and sidewalks
2025 Outcome Metrics

Pavement treatments were distributed across multiple areas, with overlay and preservation
operations selected based on street condition and treatment need.

3

$10.10M

35,409

Pavement Final Cost

Tons of Asphalt Placed

$6.64M

9.59 mi

Concrete Final Cost

KGM sidewalk improvements

51.80 mi

351

Total Lane Miles - Asphalt

KGM ADA ramps

2026 Outlook: Strategic Reinvestment
KGM 2026 Data

$10.74M

25.9 mi

38

KGM budget

pavement program

ADA ramps

11.50 mi

14.44 mi

overlay / reconstruction

surface treatments

$12.89M

original KGM funding supporting
priority infrastructure projects

Centerplace • 59th Ave • Downtown • Missing Sidewalks • 8th Bridge • Downtown Revitalization

Procurement note: 4 bids received. Contract award pending.

4

Keep Greeley Moving

Turning annual infrastructure dollars into measurable improvements

Thank You

2026 Food Tax Update - CBAC
Kalen Myers, Deputy Budget and Policy Director
Citizen Budget Advisor Committee | Wednesday, September 23

Food Tax Overview
The Food Tax is a 3.00% tax on Food for Home Consumption
Authorized: in 1990 by Greeley voters as a repeal of the sales tax
exemption on the sale of food
Renewed: in 2024 permanently
Allowable Uses: City Capital Improvement Projects, Including Without
Limitation the Acquisition, Construction, Improvement,
Maintenance and Repair of: Streets, Parks,
Recreational Facilities and Public Buildings

Rodarte Community Center

Annual Revenue: ~$12 Million
Subject to Annual Review by a Citizen Committee – CBAC
The Food Tax is a key funding source for Greeley’s capital maintenance
and replacement

Poudre River Trail
2

Historic Revenues & Expenses
Food Tax Revenues have been increasing steadily
overtime with population growth and inflation. The
10-year annual average collections is $9.4 Million.

$7.2M

$7.8M

$8.8M

$8.4M

$9.1M

$9.9M

Food Tax Expenditures fluctuate year to year, reflecting
the timing of capital projects and project investments.
The 10-year annual average spend is $8 Million.

$11.8M $11.8M
$10.9M

$10.5M

$10.1M

$11.1M

$8.9M

$8.8M
$7.1M

$7.1M $6.9M

$6.9M

$6.6M

$5.2M

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025
3

Food Tax
Historic
Spending
Where Dollars
Have Gone

5 Year Summary…....$45.7M Expended

31%

$14M Safe & Accessible Buildings

23%

$10.7M Well Maintained Roads

17%

$7.7M Inviting, Beautiful Parks

8%

$3.8M Recreational Amenities

6%

$2.9M Trail Maintenance

Emergency repairs, HVAC, Roofs, Flooring, Remodels,
ADA improvements

Transfers to KGM for pavement repairs and
maintenance. These transfers stopped in 2022.

Irrigation systems, playground maintenance, parks
restrooms and shelters

Senior Center, Rec Center, Rodarte Center, Ice
Haus, Family Funplex, Golf

Repair and replacement of trail segments including
maintenance of the Poudre River Trail.

List not all-inclusive, reflects top funding categories

4

Looking Ahead – Food Tax Key Projects
Fund 304 Food Tax

Funding Source: 3.00% Sales Tax on Food

Annual Capital Maintenance1

Total ’27 - ’31

2027

2028

2029

Council Priority

2030

2031

Sustainable Inf.
$4.9M Mobility &
Quality of Life

$4.5M / Year

$4.2M

$4.2M

$4.1M

$5.1M

Greeley-Weld Airport Road Development 2

$7M

$7M

-

-

-

-

Business Growth

HVAC Replacements

$2.5M

$2.5M

-

-

-

-

Quality of Life

$9M

$1.5M

$5M

$2.5M

-

-

Community Vitality

Civic Campus COP Repayment

$13M

Cap Int

Cap Int

$4.3M

$4.3M

$4.3M Government

MERGE TIFIA Repayment

$10.2M

-

-

-

$5.1M

$5.1M Mobility

Food Tax Rebate Program

$600k / Year

$546k

$562k

$579k

$596k

$614k Quality of Life

Facilities, Parks and Traffic repair/replacements including roofs,
HVAC, flooring, traffic signals, pools, play courts and parking lots
Build out of Wing Way at Greeley-Weld County Airport (GXY)
Replacement of Rec Center HVAC and AAC VAV units past useful life

West Greeley COP Repayment 3

Planned repayment of ~$95M COP obligation for early project
activities, such as design, engineering, utilities, and site preparation.
Planned repayment of ~$85M COP obligation for new City Hall
Planned repayment of ~$65M TIFIA loan for MERGE project
$100 per person for qualifying households

High Performance
Sustainable Inf.

1 Facilities maintenance budget is down 25% in 2027-2029 from previous years to support planned major project debt repayment
2 Budget listed for Greeley-Weld Airport reflects City’s contribution only. Weld County is a partner in the project.
3 West Greeley COP Repayment reflects current plan subject to change as project evolves. Current structure phases repayment to QOL Fund in 2030.
5

Appendix
• 2027 City Manager’s Recommended Budget
Food Tax Fund 5-Year CIP Report

Food Tax 2025 Project Actuals (1 of 3)
Project

Category

2025 Actual

Downtown Administrative Space Additions

General Facilities

1,883,379

Operating Transfers

Admin

1,575,455

Trail Capital Maintenance

Trails Maintenance

720,501

Rebate Program for Food Tax

Admin

633,156

Annual Roof Repairs and Maintenance

General Facilities

567,426

Radio Replacement

Admin

515,198

HVAC All City Buildings

General Facilities

481,308

Poudre River Trail - Duran Section Repair

Trails Maintenance

409,276

Irrigation System Replacement - Linn Grove Cemetery

Parks

349,683

Life Safety Facility Repairs

General Facilities

341,456

HVAC - Baseboard Heating System at UCCC Lobbies

Culture Facilities

328,885

Downtown Civic Campus Planning & Management

General Facilities

274,932

Greeley Airport Road Development

Street Maintenance

256,888

Annual Aquatic Maintenance Refurbishing

Recreation Facilities

240,376

10th Street Adaptive System Upgrade

Traffic

233,231

Annual Emergency Facility & Parks Repairs

General Facilities

227,171

Citywide Facilities Small Capital Projects

General Facilities

207,685

Poudre River Trail Repair Narrows Section

Trails Maintenance

168,225

ADA - Transition Plan Implementation

General Facilities

161,881

7

Food Tax 2025 Project Actuals (2 of 3)
Project

Category

2025 Actual

Resurface Play Courts

Parks

127,131

General City Facility Maintenance

General Facilities

104,088

ARC Flash Hazard Analysis and Panel Research

General Facilities

102,954

Overhead Doors All City Buildings

General Facilities

102,919

Bestway Site Improvement

General Facilities

97,726

Historic Site Maintenance

Parks

96,527

Park Concrete/Asphalt Path Improvements

Parks

91,034

Centennial Pool Facility ADA and Restroom Renovation

Recreation Facilities

89,956

RESTORE Habitat Improvement Project

Trails Maintenance

83,228

Ice Haus Improvements

Recreation Facilities

82,877

Rec Center Pool Window & Air Intake Replacement

Recreation Facilities

73,135

Taxes

Admin

67,615

Boomerang Outdoor Deck Extension and Pergola Replace

Recreation Facilities

65,417

Public Parking Lot Maintenance & Striping

Street Maintenance

48,606

Playground Maintenance

Parks

43,178

Centennial Tennis Court Resurface

Parks

38,057

Island Grove Arena Sound System Replacement and Arena LED Lighting

Parks

35,489

Recreation Center - Replace Fitness room flooring in basement

Recreation Facilities

34,997

UCCC Safety and Security

Culture Facilities

30,811

8

Food Tax 2025 Project Actuals (3 of 3)
Project

Category

2025 Actual

Bi-Annual Recreation Floor Refinishing

General Facilities

27,330

Ice Haus Chiller Control Panel

Recreation Facilities

25,843

Traffic Signal Replacement Program

Traffic

15,744

City Wide CIP Architectural Designs

General Facilities

15,514

Parks Fence Repair and Replacement

Parks

13,278

Poudre Ponds Recreational Fishing Enhancements

Parks

9,956

Investment Earnings

Admin

7,762

Fishing is Fun Poudre Ponds

Parks

6,972

Proxy Card Transition System

General Facilities

4,097

Boomerang Irrigation System Replacement

Parks

2,785

Delta Park Basketball Courts (Asphalt to Concrete)

Parks

41.75

11th Avenue Traffic Signal Upgrade Projects

Traffic

35

9

September 2026 CBAC Directors Update
2027 Budget Development Updates
Since our August meeting the budget team finalized and shared the 2027 City Manager’s
Recommended Budget with City Council and the community. The budget was released on
Friday, September 4th.
The following week, on Friday September 11th, the budget team hosted a budget retreat
with City Council to discuss the recommended budget.
The retreat lasted approximately 5 hours and covered a wide range of topics including KGM
funding, how we are utilizing contractual services, CPRD budgets including museums and
open space, homeless services and staffing costs to name a few. The discussions
resulted in the request for several work sessions later in 2026 but resulted in NO financial
changes to the recommended budget.
In my opinion, this is a great outcome and a testament to the work of staff and the entire
organization. I also want to thank CBAC for drafting and approving your statement to City
Council regarding the 2027 recommended budget. The CBAC statement was included in
the packet of materials and was referenced in the presentation during the retreat.
Now we turn to the actual adoption process of the budget. Next Steps
Include:
o October 13th – City Manager’s Budget Presentation
o October 20th – Public Hearing and 1st Reading
o November 17th– Public Hearing, 2nd Reading and Final Adoption (tentative –
this could change based on meeting schedules)

Staffing Update
I wanted to share some bittersweet news with the Board. After several years of
tremendous contributions to the City of Greeley and most recently to the Budget Team,
Kalen will be leaving the organization to pursue an exciting professional opportunity in Ft.
Collins. I ‘m excited for her and the opportunity ahead for her, but also genuinely
disappointed to be losing such an important member of our team. Please take the
opportunity at the September meeting to wish her well and thank her for her contributions
to Greeley.

Ballot Initiative Update
•

Council approved language for a .5% sales tax question that will be on the
November 3rd ballot. If the ballot passes, this would generate approximately $20
million annually for Economic Development and CIP projects including, but not
limited to Catalyst, Civic Campus, MERGE. Read the full ballot language.

CIP Project Updates
•

Civic Campus
o September 15th, Council approved the issuance of Certificates of
Participation for the project. This is a substantial milestone and allows staff
to move forward with all aspects of the financing and construction of the
project.

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Transportation/MERGE Presentation – Public Works Director Seth Sorenson
recently provided an update to City Council on various transportation and
infrastructure projects across the City.

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Global AI Data Center Presentation – Council approved a pre-annexation agreement
that provides temporary water to the company and sets forth an 18th month period
for the two organizations to negotiate a potential annexation into the City of
Greeley.

Other News
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The Budget Team welcomed our two new analysts to the team at the end of August.
Michael and Vanessa have jumped in and contributed right from the get-go. We are
excited to have them on our team. As part of having a full team of analysts, we
recently updated our department assignments so that each of the four analysts
have a manageable portfolio of departments. Their assignments are as follows:
o Brandon McEldowney: Fire, Office of Emergency Management, Public
Works, Stormwater and Water & Sewer
o Zach Bray: Police, Culture, Parks, Recreation, Information Technology
o Michael Jenkins: City Manager’s Office, Community Development, Economic
Development, High Performing Government, Housing & Homelessness
Solutions
o Vanessa Costanza: City Attorney’s Office, City Clerk’s Office,
Communication & Engagement, Human Resources, Municipal Court

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Since last month Nathan has participated in an additional five Budget Roadshow
presentations. The included the following entities:
o LULAC (League of United Latin American Citizens)
o Satellite Rotary Club
o Greeley Luncheon Optimist Club
o UCCC Advisory Board
o Downtown Greeley Business Group

That makes 10 total presentations in the community with two additional presentations
currently scheduled.
Nathan also participated in an interview with KUNC about the budget challenges. That
story should be out in late September.

CBAC Statement to City Council — FY2027 Budget
The Citizen Budget Advisory Committee (CBAC) has strong confidence in the work of City staff
and the remarkable effort that went into developing the FY2027 budget. We believe the
process was thoughtful, thorough, and necessary, and that Council should honor that work
while recognizing its responsibility to evaluate impacts and consider adjustments as warranted.
CBAC encourages Council to:
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Trust the process and the work of staff that developed the proposed budget.
Recognize that the burden is being shared across the organization and that reductions
are based on relative priority to protect core services and minimize impact to quality of
life to the greatest extent possible.

•

Reinforce that meaningful change is necessary; the city cannot continue with the status
quo and that comes with supporting the hard decisions made in this budget process.
Exercise its fiduciary responsibility by maintaining a focus on long-term financial
sustainability.
Evaluate impacts and adjust going forward when experience or new information
demonstrates that changes are warranted.

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Maintain fiscal discipline by not adding expenditures without identifying corresponding
reductions or sustainable funding elsewhere.
Be mindful of the trust placed in staff and avoid decisions that unintentionally undermine
the difficult work and progress made through the budget process.

CBAC believes the FY2027 budget represents a responsible and substantial step toward
addressing the City’s fiscal challenges and building a more sustainable financial future.