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Agenda Packet
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08-25-2025
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Agenda Packet
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6. Rising Costs — As has been the case over the past several years, rising costs for goods and services continue <br />to impact many areas of the budget. Numerous line items have increased simply due to inflation reflecting <br />higher prices for the same quantity of goods or services. While staff work diligently to find cost-saving <br />opportunities and secure competitive pricing, even maintaining current service levels increasingly requires <br />additional revenue to support ongoing operations. <br />7. Revenue: The City's two primary revenue sources, property tax and sales tax continue to shape the overall <br />budget. The proposed FY25/26 budget assumes adoption of the de minimis property tax rate, generating <br />approximately $485,000.00 in additional revenue (based on a 97% collection rate). However, due to a recent <br />softening in sales tax collections, projections for sales tax revenue have been adjusted downward compared <br />to last year. Interest earnings are also lower this year, and we are conservatively projecting similar <br />performance in the coming year. On a positive note, EMS revenues have remained strong and are projected <br />to increase again in FY25/26. Overall, total revenues including restricted HOT tax revenue are expected to <br />increase by approximately $1.4 million compared to the prior fiscal year. <br />Conclusion <br />The Proposed FY25/26 Budget is a clear reflection of the City's Financial Policy. Thanks to the diligent efforts of <br />City staff, the budget has been carefully reviewed to ensure that core services are fully funded, excess funds have <br />been identified and reallocated to support key service enhancements, and the priorities outlined in the Budget <br />Message have been addressed all while remaining mindful of the impact on taxpayers. We are proud to present this <br />Proposed FY25/26 Budget to the City Council, along with a strong recommendation to begin developing a long- <br />range financial plan. This plan should include the opportunity for a comprehensive overhaul of the existing pay <br />study, staff benchmarking, and strategic planning for capital improvements in streets, sidewalks, gutters, <br />underground infrastructure, and stormwater management. <br />7 <br />
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