B. Key Financial Strategies
CITY OF
CHANHASSEN
7700 Market Boulevard
PO Box 147
Chanhassen, MN 55317
Administration
Phone: 952.227.1100
Fax 952.227.1110
Building Inspections
Phone 952.227.1180
Fax: 952.227.1190
Engineering
Phone: 952.227.1160
Fax 952.227.1170
Finance
Phone: 952.227.1140
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Phone 952.227.1120
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Recreation Center
2310 Coulter Boulevard
Phone 952.227.1400
Fax: 952.227.1404
Planning &
Natural Resources
Phone: 952.227.1130
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Public Works
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Phone: 952.227.1300
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Senior Center
Phone 952.227.1125
Fax: 952.227.1110
Web Site
VNII'I ci .chan hassen. mn. us
6
_________~-~~r~-""
MEMORANDUM
TO:
Mayor & City Council
FROM:
Todd Gerhardt, City Manager O~
January 10,2005
DATE:
SUBJ:
2005 Key Financial Strategies and Strategic Planning Issues
Attached to this memo are several documents:
1. 2005 Draft Strategic Plan Issues
2. 2004 Key Financial Strategies Documents
EXPECT A TION
To have the Mayor and City Council give staff feedback on the issues/tasks you
would like to see added to priority list for 2005. Once we establish the list, staff
will then email the City Council the updated list for your prioritization. Then at
our January 24, 2005 meeting we review the result and finalize the 2005
strategies.
Attachments
g:\admin\tg\2005 key financial strategies.doc
The City 01 Chanhassen · A growing community with clean lakes, quality schools, a charming downtown, thriving businesses, winding trails, and beautiful parks. A gœat place to live, work, and play.
2005 DRAFT Strategic Plan Issues
(Rankings are from 2004 strategic planning sessions; strikethrough denotes completed tasks)
. denotes issues identified by city staff
Furlong Labatt Peterson Ayotte Lundquist Average
Public Safety
Create plan to deal with public safety issues as growth continues -ongoing 2004 I 1 1 1 1.00
Monitor implementation of Sheriffs Maximus study 2004 1 2 2 2 1.60
More council interaction in crime prevention/neighborhood watch -ongoing 2003 2 2 4 1 2.00
Public safety entity - establish and define 2003 4 2 3 3 2.60
Evaluate new police contract * 2005
Traffic Management (Pleasantview, Lake Lucy, Powers, 212/312) * 2005
Update Hunting Map * 2005
Economic Development
2005 MUS¡\ issues rcvicw land uses 2003 1 1 1 1 2 1.20
Hwy 212 - update on design and land use, vision of corridor - ongoing 2003 1 1 3 1 1 1.40
Leverage City property as much as possible - Marketing of land - ongoing 2003 3 2 1 2 2 2.00
Should the City bc in the land owncrship business? 2003 2 3 1 3 2.25
Develop town center into a more full-service/inviting central business district 2003 3 3 2 2 2.50
Support the marketplace driven development of industrial land - ongoing 2003 3 3 2 2 3 2.60
Begin review of 201012015 MUSA and Comp Plan Updates * 2005
BudgetlTaxation
Crcate plan for TIP districts returning to tax rolls 2004 1 I 1 1 1 1.00
Better council direction in budget process 2003 1 1 1 2 1 1.20
Review decisions based on costslbenefits; validate existing contracts - ongoing 2003 2 2 2 1 1 1.60
Incorporate strategic planning into budget process - ongoing 2003 2 2 1 2 1 1.60
Monitor state and county financial situations - ongoing 2004 2 2 2 2 2 2.00
Leverage current services - ongoing 2003 3 2 1 2 3 2.20
Evaluate Pavcmcnt Management Program 2003 3 3 2 1 3 2.40
Evaluate outside consultant use/contract model for other services 2003 3 3 2 1 3 2.40
Parameters for incremental staff increases 2003 2 3 I 3 3 2.40
Review enterprise funds * 2005
Evaluate KFS projections * 2005
Improve monthly financial reports * 2005
City Organization
Communicate what City Council does/receivc fccdback 2003 I 2 2 1 2 1.60
Develop relationships with outside agencies (state, county, etc.) - ongoing 2003 3 2 3 1 2 2.20
Public Works facility expansion (CIP 2007-08) 2004 2 3 2 3 3 2.60
Evaluate potential satellite fire station * (CIP 2008) 2005
Evaluate park needs based on comp plan service areas * 2005
Community-Wide Issues
Water treatment discussion, implementation - ongoing 2003 1 1 1 1 I 1.00
Highway 101 gap project - ongoing 2004 1 2 1 2 I 1.40
Allocation of athletic field space 2004 2 2 3 4 2 2.60
Monitor Highway 41 river crossing study 2004 2 3 2 4 3 2.80
Seminary Fen 2004 4 1 3 4 3 3.00
Monitor school district enrollment numbers 2004 3 3 3 2 4 3.00
101 South Turnback (south of Lyman Blvd.) 2004 2 3 3 3 2 3.25
Highway 5 upgrade (west of Highway 41) 2004 2 3 2 3 3 3.25
Amphitheater/gathering place 2003 4 3 3 4 4 3.60
District 112 secondary school site partnership * 2005
Marketing/collaboration with Lifetime Fitness * 2005
Downtown Park and Ride expansion * 2005
Wireless Intemet access * 2005
Coordination of zip codes city-wide * 2005
Utilization of city resources for community-wide events * 2005
Housing
Zoning issues related with higher densities 2003 3 2 2 I 3 2.20
Analyze costs imposed by City to developers 2004 2 3 3 1 2 2.20
Serve as convener of private and non-profit sectors to develop housing strategies 2003 2 3 2 3 4 2.80
Explore tax credits/other financial support programs that support this issue 2003 3 3 3 2 4 3.00
Explore creative multifamily housing projects in the downtown area * 2005
Ehlers & Associates
o
EHLERS
& ASSOCIATES INC
KEY FINANCIAL STRATEGIES
OVERVIEW
Ehlers & Associates was engaged by the City of Chanhassen, Minnesota (the "City") to assist in
the preparation of the City's Key Financial Strategies. The need to create a comprehensive
financial management plan was identified by the City Mayor, Council, Manager and Staff due to
growing demands for financial resources. This strategic financial plan is the result of four
workshops with the Council and many hours of staff consultation. One of the workshops
(November 7, 2002) focused on identifying potential financial needs of the City. The results
from that session have been incorporated into this plan document.
This plan was updated in February 2004 during a series of workshops with the City Council.
OBJECTIVES FOR THE FINANCIAL PLANNING PROCESS
A financial plan is a necessary element of a City strategy to remain competitive in today's
demanding environment. Other objectives of the City's Key Financial Strategies are:
· Establishing a common understanding among the elected officials and staff
of the City's needs and financial capacity.
· Developing a comprehensive view of financial resources and options.
· Identifying City issues and opportunities.
· Creating a framework in which elected officials and staff can make
immediate and long-term investment decisions.
· Developing a consensus among the elected officials and staff on key actions
the City will take to remain competitive.
· Meeting the new standard presented in the Governmental Accounting
Standards Board Regulation 34 including its capital planning provisions.
Through this workshop process we have examined the current and future ability to meet
these objectives to answer the question "How do we get there?" The City's Key
Financial Strategies will provide a road map into the future and a framework for future
decision-making.
City of Chanlzassen - Key Financial Strategies
Ehlers & Associates
FINANCIAL ASSESSMENT - FINDINGS
The financial assessment conducted of the City was divided into seven areas:
1. Community goals/initiatives
2. Local tax base considerations
3. Financial Position
4. City owned infrastructure
5. Competitiveness
6. Credit position
7. Enterprise funds
As part of the financial assessment, a number of findings were presented within the
workshops. These findings are outlined in more detail within this report. A summary of
these findings is as follows:
1) COMMUNITY GOALS/INITIA TIVES - Establishing a strategic profile
including community vision (purpose), goals (means to achieve the purpose), and
strategies (directed at accomplishing goals), which are essential to the efficient
and effective use of scarce City resources.
A) Important Initiatives -- City Officials have identified several initiatives as
part of this financial planning process. Key issues include:
· Maintaining city infrastructure. This includes:
o Pavement Management System
o Sewer and Water Infrastructure
o Park Pavement Maintenance
o Vehicle and Major Equipment Replacement
o Water System Improvements
o Public Facility Maintenance
· Enhance and protect city environment. This includes:
o Update SWMP (Storm Water Management Plan)
o Watershed Improvements
o NPDES Phase II compliance
o Lake Monitoring/Improvements
o 2007 Environmental Fund Solvency Issues
o Bluff Creek Improvements
· Managing growth. This includes:
o Future staffing issues
o 2005 MUSA
o City Trails
o Comprehensive Plan Update
o Establishing an Affordable Housing Land Trust
o Expansion of Public Works Facility
o Improving City Services
City of Chanlzassen - Key Financial Strategies
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Ehlers & Associates
o Quality Assurance for Law Enforcement/Public Safety
o City Archives and E-City Hall.
. Explore support for new City facilities. This includes, without
limitation:
o Community Center/Ice Arena
o City Commons Park
o Chanhassen School Campus
Implication: The City has identified a significant agenda for future needs.
Developing a mechanism to regularly prioritize needs, develop
implementation programs (including resource requirements) and evaluate
the City's capacity to implement the programs should be a high priority.
Financial strategies should also include direction regarding the nature of
activities to be undertaken for each issue including:
· Assessing need for service or facility.
· Studying alternatives, methods and cost and funding sources for
implementation.
· Implementation.
B) Facility Options -- City Officials are looking at options for public facilities
including a water treatment system, Public Works facility expansion, a
Community Center, and land purchase for a potential school.
Implication: Involving the public with this process will be key to
progressing this issue to the implementation phase. Careful consideration
should be given to the funding options and impacts (including operating
costs). While there are some issues impacting the timing of these decisions,
it is essential that public understanding and support be developed.
C) Technology -- Ever growing demands for staff services and the need for
City departments to work together require ongoing investments in
computers and technology.
Implication: Further enhancements to the City's information technology
systems may require financial support from the City's General Fund. There will
be more and better technology products available to cities. Residents,
customers and employees will likely create pressure to invest in improved and
new technology. This will require the City to develop a disciplined approach to
reviewing the requests and needs for technology investments. That approach
should address cost and benefits (not limited to financial), productivity,
training, support and potential obsolescence.
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Ehlers & Associates
2) LOCAL T AXBASE CONSIDERATIONS - Structure, quality and size of a
community's tax base impact its ability to fund services and investments.
A) Development -- City land area is approximately 54% developed and has reached 65%
of projected population. How the community completes development will impact its
future.
Implication: The City will add additional residents and businesses to its population
and, in addition, will face new and additional requests for future services as
demographics and resident interests change as well as the need to address reinvestment
in existing facilities. Understanding the dual impact of new service requests of existing
residents and the impact of additional new residents will be a key to future planning.
B) Market Value - City market value of $1.79 billion has been increasing an average
10% per year for the past 5 years. The City has a high per capita market value of
$88,000.
Imp1ication: The high per capita market value and strong commercial base provides
good opportunity for revenue diversification. The tax rate should be evaluated in terms
of what rate creates the outcomes that the City seeks for itself. The tax rate should be
set in conjunction with both the budget and the yearly costs identified in the capital
plan.
C) Tax Increment Districts - Changes in State property tax law have adversely impacted
the City's ability to cover debt service related to development. A plan has been
prepared to cover potential shortfalls.
Implication: The City should continue to implement the plan prepared to work out debt
service issues. This plan should be carefully monitored for the next two years.
D) Diverse tax base -- The City has a diverse tax base with 69% residential and 28%
commerciallindustrial. The balance includes a variety of open space and institutional
uses.
Implication: Tax base diversification is a positive trend for stability in City services
requirements and property tax production. Continued effort should be made to maintain
a ratio of residential to commerciallindustrial base with a target range of 67% to 75%
residential and 25% to 33% commercial/industrial.
E) Economic Development Policy - The City has provided economic development
incentives in the form of tax increment financing.
Implication: Previously the City used economic development incentives to attract
targeted development. This strategy is clearly responsible for the level of tax base
diversification that exists today. To encourage continued balanced community growth
the City will consider appropriate strategies.
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Ehlers & Associates
3) FINANCIAL POSITION - Availability of funds to meet current and future needs, adequate
fund balances for cash flow purposes and to meet emergency needs requires planning and
discipline.
A) Effective past financial management practices has left the City with a moderate
undesignated, unreserved fund balance within the General Fund, Water and Sewer
Fund and Storm Sewer Fund.
Implication: The City's General Fund Balance remains adequate. Changes in State tax
structure and potential capital projects costs indicate the need to continue to carefully
monitor the fund balance.
B) The City faces growing demand and cost to provide services with limited ability to
increase short-term tax base.
Implication: State levy limits will impact the City's ability to increase operating
expenses without an offsetting increase in non-property tax revenues.
C) The City has developed effective loss reduction strategies (accident review, safety
committee). Additional risk management efforts including review of risk retention
levels, deductibles, funding of loss reserves may be warranted.
Implication: Additional development of risk management policies will help reduce
exposure to financial risks.
4.) CITY INFRASTRUCTURE - Communities need to regularly invest and reinvest in their
infrastructure (roads, buildings, parks, etc.). Regular deferral of investment can lead to
fiscal stress and community disinvestments.
A) The City has maintained a street reconstruction program since 2002.
Implication: Overall the streets are in acceptable condition, but continued annual
investment will be needed. Progress on maintenance should be carefully monitored.
B) The City is reviewing Public Works facility needs. It is intended that facility needs will
be addressed at the same time as water treatment facilities are addressed.
Implication: The City has not initiated a plan to review the need for reinvestment in this
facility.
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Ehlers & Assuciates
C) Potential need for reinvestment in public facilities infrastructure needs may increase the
property tax above the normal inflationary increase. The City has major investments in
buildings, utility systems, streets, trails, lighting systems and related improvements.
Implication: Community involvement will be key to addressing need for major
investments. The City should undertake a public participation process to involve the
community in understanding and then selecting options. Preparing plans and schedules
for anticipated required maintenance and replacement will provide information need for
financial planning purposes.
D) The City has extensive vehicle replacement requirements for Public Works and Fire
equipment. The City does not currently have a schedule of equipment replacement that
forecasts these needs for the expected life of the equipment.
Implication: Equipment replacement is often deferred as part of budget balancing
efforts. In the long term this may increase maintenance costs, increase downtime of
equipment and staff and lead to a funding problem in future years. Developing an
equipment replacement schedule and funding source will help remedy this problem and
provide a more accurate measure of services.
E) The City faces potential major expenditures in its Water Fund for infrastructure
improvements in order to improve water quality standards and
distribution system needs.
Implication: Enterprise funds are generally expected to support system needs. The City
should continue to identify future major enterprise expenditures within the next five to
ten years. This will permit the development of a utility rate plan to facilitate the required
improvements. Water rates are currently subsidizing sewer operations.
5) COMPETITIVENESS - Communities compete for people to live, work and do business.
Understanding and responding to the elements of competition is an important role for the
City.
A) The City's overall City tax rate remains competitive with other comparable communities
in the metro area. (52nd out of 108 metro communities)
Implication: Given the competitive tax rate and the high level of services, the City
would be in position to increase tax rates when conditions permit. However, this
increase should come only upon completion of a comprehensive analysis of competing
demands and priorities with community involvement in setting and funding these
priorities.
B) The City offers a full complement of services to residents and businesses.
Implication: Services offered by the City appear to be consistent or superior to
surrounding communities.
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C) Chanhassen appears to be well maintained with no typical signs of disinvestments or
deterioration,
Implication: Careful attention should be paid to monitoring the condition of public and
pri vate property.
D) Chanhassen's open space and trail system appear to be equal or greater than many other
communities in the metropolitan area. A new state of art library is currently under
construction. The City does not have some amenities typical for comparable
communities including a community center and may face community interest in
developing this facility. There is not a funding source in place for maintenance of the
extensive trail system.
Implication: Planning and investments in these areas has provided a sound foundation
for creating a community with amenities that will attract and retain residents, visitors
and businesses. Careful attention should be paid to the operating costs of recreation and
cultural amenities. Community involvement in discussions regarding the cost to build
and maintain new facilities will be a key factor for future considerations.
6) CREDIT POSITION Maintaining a strong credit rating helps reduce the cost of borrowing
required to develop and maintain the community.
A) The City is rated "A" by Standard & Poor's Investors Service. This is an above average
rating reflecting the City's strong property value growth and maintenance of a strong
financial position while making progress in mitigating the impact of a tax increment
district negatively impacted by tax rate changes.
Implication: This strong credit rating has helped the City successfully issue debt at very
competitive interest rates in the commercial marketplace.
B) The City's debt burden is high at $4,000+ per capita, but reflects community growth
needs and overlapping debt of other governmental units. These burden ratios have been
falling due to community growth and value increases. About 2/3 of this debt is supported
by tax increment, assessment and enterprise revenues. Eighty-three per cent (83%) of
the City's debt will be paid off in ten years.
Implication: The City has successfully implemented a plan to address tax increment
debt issues. Careful attention should be paid to "mapping" out future debt issues for the
next five to ten years. The aggressive debt repayment schedule will enable the City to
continue to invest as needed.
C) The City currently has a moderate undesignated fund balance.
Implication: This strong fund reserve helps the City to maintain its current rating. The
City should be careful to maintain this strong fund balance.
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7) ENTERPRISE- Operating enterprise funds as businesses is key to avoiding
transferring the burden of operations to general taxpayers. In addition some enterprise
operations can help reduce the cost of general government.
A) The City has improved cost recovery for water and sewer services but rates are still not
covering all operating costs. The City has not increased rates since 1998. The City is in
the process of completing a rate study related to the evaluation of a water treatment
investment. The study will likely recommend the establishment of minimum reserves for
operating and capital costs.
Implication: Fluctuations in water demand due to weather has provided challenges in
establishing water and sewer rates. However, rates should be established to assure
recovery of operating costs and adjusted annually.
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Ehlers & ,4ssociates
RECOMlVIENDA TIONS
Based on the findings and analysis conducted in the workshops, Ehlers developed a list of
recommendations for the City -- their Key Financial Strategies -- listed in the seven categories below.
1.0 COMMUNITY GOALS/INITIA TIVES
1.1 GOAL SETTING:
The Mayor and City Council should continue annual goal setting sessions, prior to
budget preparation. The goal setting session should prioritize needs. This
information should be used by staff to develop programs, service options and
resource requirements, for consideration within the budget process. The goals
should specifically address the major issue categories.
Financial strategies should be incorporated into the annual goal setting program.
1.2 FACILITY NEEDS:
The City should continue the deliberate and careful approach to addressing facility
needs for future growth, reinvestment and quality of life services and capital
investments. The Mayor and City Council should consider authorizing a study to
address future facility needs.
1.3 COMMUNICATION PLAN:
A communications plan should be developed in order to inform and seek community
feedback on important financial issues including future needs and financial
constraints. The plan should also forecast the process that will be used to seek
community participation for significant community investment decisions.
Conducting a community survey will help identify the types of services vital to
attract and retain residents. Consideration should be given to expanding the survey
to collect information regarding improving the City's competitive position,
economic development, quality of life, school funding inequity and possible
intergovernmental/tax sharing solutions.
Consideration should be given to continuing the use of the "Funding Public
Facilities Public Participation Process" model in City facilities planning.
1.4 TECHNOLOGY PLAN:
A technology plan has been prepared with projected needs for the next five-year
period. The plan should also include a basis for evaluating the requests for
technology investments that address cost and benefits (not limited to financial),
productivity, training, support and potential obsolescence and funding source.
1.5 IMPLEMENTATION PLAN:
Annual budgets should be prepared with budget options of at least 10% of total
budget expenditures. Budget presentations should be supported with a balance of
input and resources and outcome materials.
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2.0 LOCAL TAX BASE
2.1 Growth planning should address continued attention to balancing commercial and residential
development. Special attention should be paid to assessing housing types to reflect life
cycle, financial ranges and life style choices.
2.2 The use of city assistance to encourage the type of development needed to maintain
community competitiveness and balanced tax base should be continued. The public
assistance policy should be reviewed to assure flexibility to meet broad based community
needs.
3.0 FINANCIAL POSITION
3.1 FINANCIAL POLICIES:
The Mayor and City Council should consider a Fund Balance Policy for the Special Revenue
Funds, Debt Service Funds, Capital Project Funds, Enterprise Funds, and Internal Service
Funds.
3.2 City staff should prepare an alternative revenue source report for the City Council. These
options should be reviewed annually as part of the Key Financial Strategies update.
3.3 The City should adjust all user fees and utility rates on an annual basis to reflect changes in
the cost of services.
3.4 The City should review assessment practices to include pavement management cost recovery
through special assessments to benefiting property owners (i.e. increasing assessments to
property owners and including street maintenance such as crack sealing) and to address
increased cost of pavement management projects.
3.5 The City should establish a schedule for increasing developer fees that is determined
annually. The current method of tying fees to increases in construction cost index does not
accurately reflect the City's cost of services.
3.6 The City should use this report as part of its annual goal-setting framework.
4.0 CITY OWNED INFRASTRUCTURE / CAPITAL EQUIPMENT
4.1 CAPITAL EQUIPMENT:
The Manager and Finance Director should review the final list of items which were
recommended as part of the vehicle/equipment replacement program and develop a funding
program to provide a more level annual replacement contribution. The City could establish
an internally funded equipment rental program to level out annual replacement costs.
4.2 INFRASTRUCTURE:
The City staff should enact each annual capital improvement program based on review of the
multi-year capital improvement needs.
The City staff should coordinate development of the capital improvement budget with the
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development of the operating budget. Future operating costs associated with new capital
improvements will be projected and included in operating budget forecasts.
The City should prepare a non-annual recurring maintenance schedule for City facilities.
5.0 COMPETITIVENESS
5.1 PROPERTY TAXES:
The City's tax rate is currently significantly below the state limit. In managing property
taxes, the City will seek a balance between providing an appropriate level of service,
maintaining infrastructure, and affordability for residents. Having the lowest property taxes
is not always the final measure of this balance.
Given these limits and demands on property taxes, the City should review and implement a
revenue enhancement study for additional revenue options including utility franchise fees,
utility bill preparation fees and similar alternatives. The information should be prepared to
identify options prior to their need.
Continued long range financial planning creates the opportunity for managing property taxes
and providing the greatest stability in tax rates. Staff should annually prepare three-year
projections of tax levies. Community involvement in the long range planning process will
allow build support for the development of resources to achieve goals the public has
supported.
The City should continue to meet and confer with overlapping local government units
(county, schools, etc.) to discuss operating and capital funding issues that will impact
residents overall taxes.
5.2 BUDGET:
The current five year projections show only an inflationary increase in the following year's
operating budget. In order to provide direction to staff, the Mayor and City Council should
review and select the appropriate items from the Budget Option Impact Worksheets that
would be included in next year's budget. This budget should then be constructed by
balancing resources with current and future needs.
The Financial Strategies should be reviewed and updated annually as part of the City's
budget process.
Annual budgets should include budget option analysis for 5% to 10% of total projected
expenditures.
Budget presentations and discussions should be supported with a balance of input/resources
and outcome options.
5.3 Risk Management
The City has initiated development of a risk management program. Additional effort to
reduce risk exposure including review of retentions levels, deductible levels, funding of
reserves for retained risks should be undertaken.
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6.0 CREDIT POSITION
6.1 The approval of Key Financial Strategies by the Mayor and City Council will help
document the future City plan to Standard & Poor's Investors Service.
6.2 The City should endeavor to keep the total maturity length of general obligation
bonds below 20 years and at least 50% of the principal shall be retired within ten
years. In all cases, the maturity shall be shorter than the life of the related assets.
6.3 The City should work to minimize the amount of debt supported by property taxes
and will seek maximum use of special assessments, utility revenues and other non-
tax sources to support debt.
6.4 City staff, working with the City's independent financial advisor, shall monitor
outstanding debt and advise the City Council on ways to reduce the debt burden
through refinancing at lower interest rates and the early retirement of bonds.
7.0 ENTERPRISE FUNDS
7.1 Annually, the Manager and Finance Director should review and recommend
necessary adjustments to water and sewer rates sufficient to recover cost of
operations and provide for capital needs for consideration by the Mayor and City
Council.
7.2 City staff should annually review the cost of general fund services provided to
enterprise activities including insurance, financial and accounting services,
management, legal and related expenses. These costs should be evaluated by the
City Council for inclusion in the rates for enterprise services.
7.3 City staff should prepare a utility rate policy that addresses the need for fees to
recover operating costs and provide for operating cash, reserves, non-annual
recurring maintenance, and debt service.
7.4 City staff should identify the costs to meet mandated water quality standards and
the impact on water rates.
7.5 City staff should continue to monitor storm water management program (SWMP)
to ensure compliance with state and federal regulations.
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Ehlers & Associates
ACTION PLAN
This section describes the actions needed to implement the City's Key Financial Strategies. Actions
fall into two categories: Tasks for immediate action, and tasks that reflect on-going financial
management actions. The following is a recommendation on the tasks that require attention over the
next five-year period. Implementation of these Key Financial Strategies requires annual review and
updating the Plan and revision of the schedule prior to initiating the budget process. Careful attention
should be paid to developing realistic time frames and work plans.
Projected Start Projected
Activity Date Level/Status Completion Date
1.0 Community Goals/Initiatives
1.1 Goal setting Bi-annual 1/1 N/A
1.2 Facility needs study 2006 2/S 2007
1.21 City Commons Park 2003 4/1 Completed
1.22 Identify funding options for school land 2003 3/A 2008
1.23 Community Center / Ice Arena 2005 3/A 2007
1.3 Prepare financial strategies communication 2004 2005
plan
1.32 Conduct community survey to assess 2005 1/S 2005
community knowledge of and support for
new initiatives, facilities services and fees.
1.4 Expand e-city hall services -phase 1 2004 1/1 2004
1.41 Develop digitized document archives 2003 3/1 Ongoing
1.5 Annual CIP Annual 1/1 Annual
1.51 Identify options for replacing 2007 2004 1/S 2005
Environmental Fund
1.6 Create plan to deal with public safety issues 2004 II2 2004
as growth continues
1.7 Monitor implementation of sheriff's 2004 III 2004
Maximus study
1.8 Hwy 212/312 - update on design, land use 2004 II2 2004
and vision of cOlTidor
1.9 Communicate what City Council does 2004 II4 2004
2.0 Local Tax Base
2.1 Prepare plan for 2005 MUSA expansion 2003 l/S 2004
including capital and operating needs to
accommodate growth.
2.12 Review land uses in 2005, 2010 and 2015 2004 2/S 2004
MUSA areas
2.13 Update Comprehensive Plan 2008 2/S 2009
2.2 Update public subsidy policy 2003 4/A Completed
City of Chanhassen - Key Financial Strategies Page 13
Projected Start Projected
Activity Date Level/Status Completion Date
2.3 Analyze methods to leverage/market City 2004 4/S 2004
owned land
3.0 Financial Position
3.1 Establish/Update Budget Control and 2004 2/S 2004
Financial Control Policy
3.11 Update fund balance policies 2004 2/S 2005
3.12 Update debt management plan 2005 liS 2006
3.13 Establish/Update Investment Policy 2004 2/S 2004
3.2 Explore franchise fee in context of financing 2003 liS 2004
needs
3.4 Review assessment practice to address Annual liS Annual
pavement management and consider
increasing assessed portions and interest rate.
3.41 Identify funding sources for Park Pavement 2004 liS 2005
Maintenance
3.5 Create plan for TIP districts returning to tax 2004 2/1 2004
rolls
3.6 Better council direction in the budget process Ongoing 2/1 Ongoing
3.7 Review decisions based on costs/benefits Ongoing 2/1 Ongoing
3.8 Incorporate strategic planning into budget Ongoing 2/1 Ongoing
process
4.0 Infrastructure/Capital Equipment
4.2 Identify options for funding Pavement 2004 111 2005
Management System
4.21 Develop estimates for public facilities 2005 2/S 2006
maintenance
4.22 Prepare non-annual recuning maintenance 2005 liS 2005
schedule
4.23 Prepare funding options for major equipment 2004 liS 2004
sources
4.24 Construct trail additions Ongoing 111 N/A
4.25 Expand Public Works Facility Coordinate with 2/A N/A
water treatment
project
4.3 Highway 101 gap project 2004 liS 2006
5.0 Competitiveness
5.1 Property tax review Annual liS Annual
5.11 Prepare fi ve year budget, CIP and debt Annual 2/S Annual
forecasts including revenue forecasts
City of Clzanlzassen - Key Financial Strategies Page 14
Projected Start Projected
Activity Date LeveVStatus Completion Date
5.12 Prepare alternate revenue analysis 2004 liS 2005
5.13 Identify and fund future staffing requirement Annual 1/S Annual
to match growth
5.2 Identify a limited number (1-3) of selected Annual 2/S Annual
services for potential competitive pricing on
annual basis
5.21 Review budget option analysis as part of Annual 2/S Annual
budget process
5.3 Establish/Update Risk Management Policy 2004 2/S 2004
6.0 Credit
6.1 Accept Key Financial Strategies Annual 2/1 Annual
7.0 Enterprise
7.1 Adjust user fees on annual basis to reflect Annual 1/S Annual
changes in cost of services.
7.2 Review general fund cost for enterprise 2004 2/S 2004
services for rate consideration
7.3 Develop utility rate policy 2003 1/1 2004
7.4 Evaluate/initiate Water Treatment 2003 1/S 2004
Improvements
7.41 Identify funding source for sewer and water 2003 1/1 2005
infrastructure replacement
7.5 Update Storm Water Management Plan Underway 1/1 Ongoing
1. Watershed improvement impacts
2. Bluff Creek improvements
3. Lake Monitoring/Improvement
7.51 NPDES Phase II Compliance Underway 1/A 2007
PRIORITY DEFINITIONS:
LEVEL 1 Critical to continued operation of city baseline services at present levels. This includes
restoration of services identified as baseline.
LEVEL 2 Provides opportunity for increased efficiency in baseline level of services. This includes ability to
continue to serve existing level of services without staff increases.
LEVEL 3 Provides opportunity for expansion of services to meet existing demand as evidenced
by Council direction or staff analysis.
LEVEL 4 Provides opportunity to increase services that improve quality of life within City.
I
S
A
Implementation
Study Need
Assess Need
City of Chanhassen - Key Financial Strategies
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