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Proposed 2027 County Budget — Administrative Savings Overview

On behalf of Citizens For Great Falls, the chart depicted below was submitted to Dranesville Supervisor James Bierman and Fairfax County School Board Representative Robin Lady, on March 22 2026, outlining a series of budget recommendations for their consideration. The chart illustrates approximately $30 million in potential administrative savings identified across Fairfax County Public Schools (FCPS) and general county operations.

 

Our recommendations emphasize FCPS central administration, contracted services, and internal operational efficiencies — and are specifically structured to avoid any impact on classroom instruction, school-based staffing, or countywide public safety services.

These figures represent constructive, community-oriented savings targets aimed at supporting responsible budgeting while preserving the services Fairfax County residents value most.

Citizens For Great Falls – FY 2027 Budget Reductions
Citizens For Great Falls

FY 2027 FCPS / County Budget
Targeted Reductions Justification Sheet

Proposed savings aligned with FY 2027 FCPS / County budget rationale
Item What We Propose How It Aligns with FY 2027 Budget Rationale
1. FCPS Vacant Central Office Positions $7M Freeze nonessential central office vacancies and permanently eliminate long-unfilled administrative positions; reassign duties within existing teams where feasible. Brings the budget in line with actual staffing levels and mirrors County and FCPS emphasis on "efforts toward greater efficiency" and limiting new resource requests, achieving savings without reducing current services or classroom staffing.
2. FCPS Nonessential Consultant Contracts $6M Scale back or cancel non-mandated consultant contracts in professional development, strategic planning, communications, curriculum consulting, and IT modernization; shift appropriate work to internal staff. Targets a known cost driver—contractual and professional services—while following the FY 2027 direction to implement agency-level savings that offset required increases, protect classroom instruction, and build internal capacity instead of relying on recurring consultant spend.
3. FCPS Software & Licensing Consolidation $4M Eliminate redundant or underutilized HR, analytics, workflow, and training platforms; consolidate licenses and negotiate enterprise pricing; delay noncritical upgrades 12–24 months. Responds to ongoing IT operating cost pressure by focusing on consolidation and smarter procurement, consistent with County and FCPS efforts to manage license and support costs while preserving essential instructional and information security systems.
4. FCPS Administrative Facilities & Leases $3M Reduce leased administrative office space through consolidation and expanded telework; pursue energy-efficiency improvements and right-size office footprints. Aligns with the County's broader push to rebalance facilities spending toward capital renewal and maintenance, shifting dollars from dispersed administrative overhead to higher-priority needs without affecting classroom space.
5. FCPS Training, Travel & Internal Programs $2M Limit central office travel and conferences; shift professional development to virtual or in-house formats; pause nonessential pilot initiatives. Uses the same first-line savings tools the County is applying (reductions in travel, training, and discretionary programs) to generate modest, targeted reductions that protect school-based training required by law or contract and maintain direct services to students.
6. Countywide Consultant Reductions (Non-FCPS) $5M Freeze new consultant contracts in non-public-safety agencies and reduce the scope of existing planning, analysis, and communications engagements; prioritize internal capacity. Supports the County Executive's strategy to implement a sizable reduction package while keeping the tax rate flat, by focusing cuts on back-office consulting rather than on core public safety or human services, and moderating overall budget growth.
7. County Administrative Overhead (Non-FCPS) $3M Reduce administrative travel, training, internal program budgets, and noncritical technology upgrades; freeze nonessential hiring in non-public-safety departments. Extends the County's documented approach of trimming administrative overhead (printing, equipment, training, personnel savings based on actuals) to realize savings with minimal service impact, helping balance the budget and prioritize high-impact programs.
8. Montessori Pilot at Great Falls ES – Transparency Request Transparency Seek clarity on site selection (including whether Title I schools were considered), long-term local funding after grant expiration, impacts on existing resources, and success metrics; request ongoing community input. Reflects FCPS and County commitments to transparency, equity, and data-driven decision-making by ensuring a partially grant-funded initiative is evaluated against clear criteria, equity goals, and budgetary tradeoffs in a year when both FCPS and the County face structural pressures.
Total Proposed Reductions (Items 1–7) $30,000,000

Citizens For Great Falls is actively engaged on the issues that matter most to our community.

See some of our latest actions below:

CFGF Testimony and Correspondence
Citizens For Great Falls

Testimony & Correspondence

Citizens For Great Falls is working on your behalf — engaging leaders and officials on the issues that shape life in Great Falls. Read about our recent efforts below.
Dec. 3, 2025
TestimonySupport for Lift Me Up! Special Permit application.
Jan. 7, 2026
TestimonyChallenging a zoning determination on pickleball in a front yard.
Jul. 15, 2025
CorrespondenceTo County Planning Commission — six specific requests to amend the proposed Zoning Ordinance on Battery Energy Storage Systems (BESS) to improve safety and protect adjacent residential property owners from insurance rate impacts.
Oct. 15, 2025
CorrespondenceTo County Planning Commission — objecting to a draft Zoning Ordinance Amendment on Electrical Substations, citing noise, visual impact, and safety concerns for nearby residential areas.
Oct. 30, 2025
CorrespondenceTo School Board Rep. Robyn Lady — concerns and recommendations regarding the ongoing school boundary review process.
Jan. 12, 2026
CorrespondencePreliminary endorsement of the residential development plan for Castleton Hills (former site of Wolftrap Nursery).
Apr. 3, 2025
CorrespondenceTo Supervisor Bierman — documenting the overnight tanker truck accident in which more than 2,000 gallons of hazardous material were discharged on Leigh Mill Road, and urging action on the safety risks posed by tractor trailers hauling hazardous cargo through Great Falls.
Apr. 10, 2025
EmailTo Virginia Dept. of Environmental Quality — requesting a formal investigation of the April 3 HazMat incident on Leigh Mill Road and assistance for homeowners in testing private wells that may have been placed at risk.

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The Potomac Interceptor Crisis: Why Great Falls T

Post History
The Potomac Interceptor Crisis: Why Great Falls Re
Posted By: Peter Falcone
Posted On: 2026-03-13T19:00:00Z

The Potomac Interceptor Crisis: Why Great Falls Residents Are Demanding Accountability

As a resident of Great Falls, Virginia—and as part of Citizens For Great Falls (CFGF), an all‑volunteer, non‑partisan advocacy group—I’ve spent years tracking the growing risks posed by the Potomac Interceptor (PI), the aging interstate sewer line running beneath our community. Recent failures make one thing clear: DC Water has not done enough to protect public safety, the environment, or the thousands of people who live above this deteriorating pipeline.

A Failure in 2024 That Should Have Been a Wake‑Up Call

In February 2024, a section of the PI collapsed near Odor Control Facility Site 31, creating a massive sinkhole while DC Water crews were actively working on the line. The incident damaged access roads, closed a regional trail, threatened nearby homes and drinking‑water wells, and produced overwhelming odors.

Despite the severity of the event—and the fact that the PI carries the same volume of sewage that later spilled into the Potomac in 2026—DC Water has not been forthcoming in publicizing the weakness of this critical infrastructure or its failures. Two years after a catastrophic failure in Great Falls that created a massive sinkhole along the Potomac River, work continues to mitigate the damage that was done and the odors that have plagued neighbors.

Evidence DC Water Knew the System Was Failing

Congressional oversight correspondence shows that by April 2025, DC Water the operator of the pipeline had documentation that it was at risk of failure and required emergency repairs. Yet the system remained in service, even as its Board approved a $44.7 million contract for rehabilitation planning and “emergency construction services.”

Internal engineering studies paint an even clearer picture. A 2023 technical paper co‑authored by DC Water managers reported that many PI segments carried the highest‑risk defect ratings. Instead of treating these findings as a mandate for urgent action, the authors proposed a methodology that could delay repairs to spread out capital costs—despite years of documented corrosion.

Transparency Still Missing

The 2024 failure has been largely absent from public reporting and from DC Water’s own communications about the 2026 spill. Great Falls residents still lack basic information, including inspection results, risk assessments, and long‑term plans for the PI beneath our homes and parks. Given the stakes, this lack of transparency is unacceptable.

Leadership Concerns

Community trust questions also arise by the background of DC Water’s current CEO, formerly a senior executive at Veolia North America—an engineering firm sued for its role in the Flint water crisis and later part of a $53 million settlement. This history raises understandable questions about whether DC Water’s leadership fully grasps the consequences of mismanaging critical infrastructure.

What Needs to Happen Now

After the January 2026 spill, CFGF urged Fairfax County, the largest contributor to the PI system to recognize that another PI failure—especially one occurring in Fairfax or Loudoun Counties—could directly threaten public and private wells and the safety of thousands of residents.

The CFGF correspondence offered that any resolution must include:

  • Structural reform at DC Water
  • Accelerated rehabilitation of the PI
  • Independent oversight with real authority
  • Full transparency for affected communities

Great Falls residents, and all downstream neighbors, deserve infrastructure decisions rooted in safety, environmental protection, and public trust—not deferred maintenance and opaque decision‑making.

Tagged as Environmentt