1i 2006 Key Financial Strategies/Strategic Plan Final Draft
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
Fax 952.227.1110
Park & Recreation
Phone 952.227.1120
Fax 952.227.1110
Recreation Center
2310 Coulter Boulevard
Phone 952.227.1400
Fax 952.227.1404
Planning &
Natural Resources
Phone 952.227.1130
Fax 952.227.1110
Public Works
1591 Park Road
Phone 952.227.1300
Fax 952.227.1310
Senior Center
Phone 952.227.1125
Fax 952.227.1110
Web Site
www.ci.chanhassen.mn.us
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MEMORANDUM
TO:
Todd Gerhardt, City Manager
FROM:
Justin Miller, Assistant City Manager-A^-
o
January 13, 2005 c~
DATE:
RE:
2006 Key Financial Strategies/Strategic Plan - Final Draft
BACKGROUND
During the past two work sessions, the City Council and staff have prioritized
issues to be focused on with the 2006 Key Financial Strategies/Strategic Plan.
Attached to this report are the following documents:
. Key Financial Strategies Plan
. City Council Issue Priorities and Rankings
. Task sheets for each item that will be focused on in 2006
RECOMMENDA TION
Staff recommends that the Chanhassen City Council adopt the attached 2006 Key
Financial Strategies/Strategic Plan and direct staff to begin implantation
immediately. Approval of this item requires a majority vote of the city council.
The City of Chanhassen · A growing community with clean lakes, quality schools, a charming downtown, thriving bUSinesses, winding trails. and beautiful parks A great place to live. work. and play
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Ehlers & Associates
e
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 most recently updated in January/February 2006 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.
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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 Coordinating the construction of Highway 212/312
o Expansion of Public Works Facility
o Improving City Services
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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 Public Works expansion
o Chanhassen School Campus (site selected - type of school
to be determined)
o Southern Satellite Fire Station
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,
satellite fire station, and monitoring the decision making process for a new
school at the comer of Lyman Blvd. and Audubon Road.
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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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 60% 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 $2.5 billion has been increasing an between 7%-
10% per year for the past 5 years. The City has a high per capita market value of
$108,000.
Implication: 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 adversely impacted the
City's ability to cover debt service related to development. A plan was been prepared
and implemented to cover potential shortfalls, and as of December 31, 2004 the
Downtown and Eden Trace TIP districts were de-certified. The Gateway TIP District
was decertified as of December 31, 2005.
Implication: The City should continue to monitor existing TIP districts to ensure their
viability and to avoid any impacts to the City's general fund.
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
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diversification that exists today. To encourage continued balanced community growth
the City will consider appropriate strategies.
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: While State levy limits were not in place for the 2006 budget, future
State actions may 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 with the adoption of the 2007-08 Capital Improvements Plan.
Implication: The City is reviewing the need for reinvestment in this facility.
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C) Potential needs for reinvestment in public facilities infrastructure continue to be seen.
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 has 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. Maintaining 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. A water and sewer rate study was implemented in 2004 and reinforced
in 2005. The City should continue to monitor the balance in the enterprise funds and re-
evaluate each year.
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. (55th out of 112 metro communities in 2005)
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
private 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 was opened in 2003.
The City does not have some amenities typical for comparable communities including a
community center but the construction of a new Lifetime Fitness facility may meet this
need. Trail maintenance was included in the 2005 pavement management program.
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 was upgraded to "AA-" by Standard & Poor's Investors Service in 2004. 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 general obligation debt burden has been reduced to $717 per capita, due
mainly to paying off tax increment debt. 85% of this debt will be paid off in ten years.
A plan is in place to transfer excess reserves to the debt service fund for the next several
years to level out debt service payments.
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 over the past few
years. A new rate study was conducted and increases for water and sewer rates have
been implemented for both 2005 and 2006.
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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RECOMMENDA 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.
A community survey was conducted in 2005 which 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
development of the operating budget. Future operating costs associated with new capital
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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 bonding agencies.
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. - completed in 2004/2005.
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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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 Annual 1/1 N/A
1.2 Facility needs study 2006 2/S 2007
1.22 School District 112 Secondary School 2003 3/A 2008
Partnership
1.4 Expand e-city hall services -phase 1 2004 1/1 Ongoing
1.41 Develop digitized document archives 2003 3/1 Ongoing
1.5 Annual CIP Annual 1/1 Annual
1.6 Create plan to deal with public safety issues 2004 2/1 Ongoing
as growth continues
1.7 Establish benchmarks to evaluate police 2006 1/1 2006
contract
1.8 Hwy 212/312 - update on design, land use 2004 2/1 2007
and vision of corridor/landscape plan
1.9 Communicate what City Council does 2004 4/1 Ongoing
1.91 Locate a license center in City 2005 3/S 2006
1.92 Downtown Park and Ride expansion 2005 3/S 2007
1.93 Review housing trends with McComb market 2006 2/S 2006
study
1.94 Educate public on new planned growth 2006 4/S 2006
1.95 Monitor state and county financial 2006 2/S Ongoing
positions/establish legislative platform
1.97 Develop relationships with other agencies Ongoing 4/1 Ongoing
1.98 Review design standards 2006 4/S 2006
1.99 Zoning issues related with higher densities 2006 4/S 2006
2.0 Local Tax Base
2.12 Complete McComb market study 2006 2/S 2006
2.13 Begin comprehensive plan update 2006 2/S 2008
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Projected Start Projected
Activity Date LeveVStatus Completion Date
2.3 Support marketplace driven development of 2004 4/S Ongoing
industrial land
3.0 Financial Position
3.12 Update debt management plan 2005 liS 2006
3.13 EstablishlUpdate Investment Policy 2006 2/S 2006
3.4 Review assessment practice to address Annual liS Annual
pavement management and consider
increasing assessed portions and interest rate.
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
3.9 Improve monthly financial reports 2005 2/1 Ongoing
3.91 Implement ACH for utility customers 2006 2/1 2006
4.0 Infrastructure/Capital Equipment
4.21 Develop estimates for public facilities 2006 2/S 2007
maintenance
4.22 Prepare non-annual recurring maintenance 2006 liS 2006
schedule
4.23 Prepare funding options for major equipment 2004 liS Ongoing
sources
4.24 Construct trail additions Ongoing 111 Ongoing
4.25 Expand Public Works Facility 2007 2/A 2008
4.3 Highway 10 1 gap project 2004 liS 2006
4.4 Highway 101 South Turnback (south of 2005 2/S 2006
Lyman)
4.5 Monitor Highway 41 river crossing study 2005 3/S 2007
4.6 Highway 41 trail and underpass funding 2005 2/S 2007
options
5.0 Competitiveness
5.1 Property tax review Annual liS Annual
5.11 Prepare five year budget, CIP and debt Annual 2/S Annual
forecasts including revenue forecasts
5.12 Prepare alternate revenue analysis 2004 liS Ongoing
5.13 Identify and fund future staffing requirement Annual liS Annual
to match growth
City of Chanhassen - Key Financial Strategies
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Projected Start Projected
Activity Date LeveVStatus Completion Date
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 2006 2/S 2006
5.4 Evaluate KFS Projections Annual 2/S Annual
6.0 Credit
6.1 Accept/Evaluate Key Financial Strategies Annual 2/1 Annual
6.2 Review professional services contracts As scheduled 2/1 As scheduled
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 enterprise funds for cost 2004 2/S Ongoing
savings/efficiencies
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
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2006 Strategic Plan Priorities
KFS
Topic Furlong Labatt Peterson Tjornbom Lundquist Average
Public Safety
Establish benchmarks for the police contract 1.7 2006 I 2 I 2 I 1.40
Create plan to deal with public safety issues as growth continues -ongoing 1.6 2004 I I 2 2 2 1.60
Traffic Management (Pleasantview, Lake Lucv, Powers, 2121312) 2005 2 2 3 3 2 2.40
More council interaction in crime prevention/neighborhood watch -ongoing 2003 3 3 3 3 3 3.00
Economic Development
Complete McComb retail market studv 2.12 2006 I 3 I I I 1.40
Support the marketplace driven develooment of industrial land - ongoing 2.3 2003 1 2 2 2 I 1.60
Hwy 212 - update on design and land use, vision of corridor - ongoinl!; 1.8 2003 2 2 3 I 2 2.00
Bel!;in review of 2010/2015 MUSA and Comp Plan Updates 2.13 2005 3 I 2 2 2 2.00
Leveral!;e City property as much as possible - Marketinl!; of land - ongoing 2003 2 2 2 3 4 2.60
Develop town center into a more full-service/inviting central business district 2003 3 4 3 2 3 3.00
BudgeUTaxation
Improve monthly financial reports 3.9 2005 1 3 I 2 1 1.60
Implement ACH (automatic withdrawals) for utility customers 3.91 2006 1 2 2 2 I 1.60
Monitor state and county financial situationsllegislative platform 1.95 2004 2 2 2 1 I 1.60
Evaluate outside consultant use/contract model for other services 2003 3 4 3 3 3 3.20
City Organization
Adopt and implement SWMP Plan 7.5 2006 I I 2 2 I 1.40
Develop relationships with outside agencies (state, county, etc.) - ongoing 1.97 2003 2 2 2 2 2 2.00
Evaluate potential satellite fire station (CIP 2008) 2005 2 2 3 2 2 2.20
Public Works facilitv exoansion (CIP 2007-08) 2004 2 2 3 3 3 2.60
Evaluate park needs based on comp plan service areas 2005 3 3 3 3 2 2.80
Community-Wide Issues
Highway 101 (South of Lyman Blvd.) 4.4 2006 I I 2 I 2 1.40
Highway 101 gap proiect - ongoing 4.3 2004 I I 3 I I 1.40
Locating a license service center in the city 1.91 2005 I 2 2 2 I 1.60
Highway 41 trail and underpass funding OPtions 4.6 2006 I 2 2 I 2 1.60
Monitor Hil!;hway 41 river crossing study 4.5 2004 2 I 3 I I 1.60
Downtown Park and Ride expansion 1.92 2005 2 2 I 3 I 1.80
District 112 secondary school site partnership 1.22 2005 I 2 2 2 2 1.80
Educating the public on new growth 1.94 2006 2 3 2 2 2 2.20
Rice Marsh Lake Trail loop 2006 2 2 3 2 2 2.20
Allocation of athletic field soace 2004 3 1 3 3 2 2.40
Highway 5 upgrade (west of Highway 41) 2004 2 3 3 3 2 2.60
Seminary Fen 2004 3 2 4 I 3 2.60
Consider expansion of cultural activities 2006 3 4 3 3 3 3.20
Amphitheater/gathering place 2003 4 4 3 4 3 3.60
HousingILand Use
Review of current housing trends with McComb retail market study 1.93 2006 I 3 I 2 I 1.60
Begin 2008 Comprehensive Plan update 2.13 2006 1 I I 3 2 1.60
Review design standards 1.98 2006 2 2 I 2 2 1.80
Zoning issues related with higher densities 1.99 2003 2 2 2 2 2 2.00
Explore creative multifamily housing projects in the downtown area 2005 2 3 3 2 2 2.40
Analyze costs imposed by City to developers 2004 3 3 3 2 3 2.80
Serve as convener of private and non-profit sectors to develop housing strategies 2003 3 4 4 3 2 3.20
Explore tax credits/other financial support programs that support this issue 2003 2 4 4 3 3 3.20
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