--- ## author: Davis, Allison date: D:20260701143414-05'00' --- ## City Council Workshop Meeting ## Ash Conference Rooms July 08, 2026 | 5:30 PM This City Council Workshop meeting is taking place virtually and at Woodbury City Hall in the Ash Conference Rooms. Members of the public may attend the meeting in person and may also join the meeting using a computer, tablet, or smartphone and accessing the virtual meeting link at woodburymn.gov/VirtualMeetings. Public comments will be accepted during the meeting both in person and virtually. Virtual questions should be submitted via the online Q&A feature within the virtual meeting link. Questions regarding the meeting will be taken between the hours of 8:00 a.m. to 4:30 p.m. at 651-714-3524 or at council@woodburymn.gov. Questions received after 4:30 p.m. will be responded to in the next three to seven business days. Please note that all agenda times are estimates. Unfinished workshop items will be carried over to the end of the Council meeting. 5:00 p.m.Dinner – Cherry Conference Room The intent of the workshop session is to provide a forum for City Council and City staff to discuss more in-depth Council items, exchanging viewpoints and visions prior to the item being set for Council action at a regular meeting of the City Council. Workshop sessions are neither a public hearing nor an open microphone session. No formal votes will be taken and any direction from Council will be in consensus format. The workshop session is not recorded. ## Workshop Agenda ## 1.Workshop Discussion Items 1A.Introduction and Overview of Long-Term Financial Plan 2027 - 2036 26-135 1B.Review of Long-Term Staffing Plan 2027-2031 for Inclusion in 2027 Proposed ## Annual Budget 26-136 ## 1C.Update of Public Safety Strategic Initiative: Safer Community through Culture, ## Connections, and Crime Prevention 26-137 2.Administrator Comments and Updates* ## 3.Mayor and City Council Comments and Commission Liaison Updates* ## Watch the Live Meeting ## Woodbury City Council Workshop Agenda July 08, 2026 | 5:30 PM 4.Adjournment Items under comments and updates are intended to be informational or of brief inquiry. More substantial discussion of matters under comments and updates should be scheduled for a future agenda. The City of Woodbury is subject to Title II of the Americans with Disabilities Act, which prohibits discrimination on the basis of disability by public entities. The City is committed to full implementation of the Act to our services, programs, and activities. Information regarding the provisions of the Americans with Disabilities Act is available from the Administration office at 651-714-3500. Auxiliary aids for disabled persons are available upon request at least 72 hours in advance of an event. Please call the ADA Coordinator at 651-714-3500 (TDD 731-5796) to make arrangements. ## 1A ## City of Woodbury, Minnesota ## Office of City Administrator ## Council Workshop Letter 26-135 July 8, 2026 ## To:The Honorable Mayor and Members of the City Council ## From:Jeffrey J. Dahl, City Administrator Subject:Introduction and Overview of Long-Term Financial Plan 2027 - 2036 ## Summary The City contracted with Abdo to provide the attached 2027 – 2036 Long-Term Financial Plan. To the best of staff knowledge, this is the first time the City has undertaken a long-term financial analysis of this scope. The long-term plan is intended to provide a comprehensive, forward-looking view of the City’s financial condition for fiscal years 2027 through 2036. The plan is designed to assist the City Council and management in evaluating financial trends, understanding the long-term implications of current policy decisions, and planning for the continued delivery of municipal services in a fiscally sustainable manner over the ten-year planning horizon. A representative from Abdo will be present to provide a presentation on the plan. ## Recommendation Staff recommends providing any direction or comments on the plan as presented. Any guidance on expectations for future years planning or the provided document is also requested ## Governance Mode 1 Fiduciary - Stewardship of tangible assets, oversees operations and ensures efficient and appropriate use of resources, legal compliance and fiscal accountability. Strategic - Setting priorities, reviewing and modifying strategic plans, and monitoring performance against plans. Focus is the “ends” rather than the "means”. ## Fiscal Implications The City contracted with Abdo for $40,000 to complete this plan. It is anticipated that future annual plan development will be approximately half of this expense (if continued to be contracted) as a plan model has now been created. 1 Items marked “fiduciary” are primarily business-oriented topics; “strategic” items are primarily related to long- term strategies or goals; and “generative” items are primarily meant to produce new thoughts or ideas. ## Council Workshop Letter 26-135 July 8, 2026 Page 2 ## Policy In accordance with the obligations set forth in Section 2-45 (a) (5) of the City of Woodbury Code of Ordinances, the City Administrator shall prepare an annual fiscal budget and capital improvement plan for City Council and maintain financial guidelines for the City within the scope of the approved budget and capital program. ## Public Process This is the first public process for this item. ## Background Annual budget documents have consistently included long-term financial projections for a five-year period (see pages 75-76 of the 2026 Adopted Annual Budget). Staff capacity has not allowed for more comprehensive analysis than what has annually been provided. By contracting these services, a far more comprehensive approach and a ten-year planning period could be achieved. As noted in the plan, the Schedule of Annual Fund Cash Balances demonstrates that the City maintains a strong and sustainable liquidity position. The combination of actual results from 2024 and 2025 and conservative long-term projections confirms that the City is well positioned to support ongoing operations, planned capital investments, and debt obligations while preserving prudent cash reserves throughout the planning horizon. As this is the City’s first time using this approach, it is anticipated that staff will continue to review the plan and assumptions used to refine the plan in future years in working with the consultant. Staff have also identified areas of improvement so that the quality of long-term information can be addressed. For example, the City’s five-year capital improvement planning process is detailed and extensive. However, information from departments on capital needs and funding sources for years six through ten varies by department and asset types. Having accurate and reasonable estimates from departments on their long-term needs will further strengthen the quality of the Long-Term Financial Plan. ## Written By:Angela Gorall, Deputy City Administrator ## Approved Through:Jeffrey J. Dahl, City Administrator ## Attachment:2027 – 2036 Long-Term Plan ## City of Woodbury, Minnesota 2027 – 2036 ## Long Term Plan June 20, 2026 ## Prepared by Abdo, LLP ## Table of Contents ## City of Woodbury, Minnesota 2027 - 2036 Long Term Plan ## INTRODUCTORY SECTION ## Transmittal Letter 4 ## FINANCIAL SECTION ## Schedule of Annual Fund Cash Balances 8 ## Property Taxes 11 ## Outstanding Debt and Debt Balances 18 ## Capital Expenditures 20 ## Financial Schedules 22 ## Fund-level Budgetary Balance 22 ## Schedule of Annual Fund Cash Balances 30 ## Schedule of Property Taxes Levied and Tax Rates 32 ## Schedule of Outstanding Debt 35 ## Capital Improvement Schedules 37 Summary and Conclusion 56 2 ## Introductory Section ## City of Woodbury, Minnesota For year end 2027 - 2036 Long Term Plan 3 June 20, 2026 ## City of Woodbury, Minnesota ## 8301 Valley Creek Road ## Woodbury, Minnesota 55125 ## Introduction We have prepared the attached 2027 – 2036 Long-Term ## Financial Plan for the City of Woodbury, Minnesota. The long-term plan is intended to provide a comprehensive, forward-looking view of the City’s financial condition for fiscal years 2027 through 2036. The plan is designed to assist the City Council and management in evaluating financial trends, understanding the long-term implications of current policy decisions, and planning for the continued delivery of municipal services in a fiscally sustainable manner over the ten-year planning horizon. The Long-Term Financial Plan presents a consolidated view of the City’s operating results, cash balances, capital financing needs, and debt obligations during the 2027 – 2036 period. The projections are intended to provide a “big picture” perspective of the City’s financial position rather than a precise prediction of future results. Differences between projected and actual results will occur, sometimes materially, as events and circumstances frequently do not occur as expected, including changes in economic conditions, legislative actions, development activity, inflationary pressures, and other factors beyond the City’s control. The projections included in this plan are based on financial data, assumptions, and inputs provided by management. We have not examined the projections and do not express an opinion or any other form of assurance on the accompanying schedules or underlying assumptions. Furthermore, we have no responsibility to update this report for events and circumstances occurring after the date of this report. ## Approach and Methodology The 2027 – 2036 Long-Term Financial Plan was developed using a structured forecasting methodology consistent with Abdo’s long-range planning practices for Minnesota local governments. The methodology emphasizes transparency, consistency with existing City financial policies, and alignment between operating, capital, and debt planning. The planning process incorporated the following key elements: •Establishment of a baseline using the City’s most recent budget and historical financial trends. •Application of management-provided assumptions for revenues, expenditures, capital activity, and financing throughout the 2027 – 2036 planning period. •Projection of fund-level operating results and cash balances to evaluate liquidity, reserve adequacy, and long-term sustainability. •Integration of planned capital activity and related financing to assess future debt service requirements and overall affordability. •Evaluation of projected results relative to existing financial policies to identify potential structural imbalances, emerging risks, and long-term challenges. •Includes General, enterprise, debt service, major capital and internal service funds. The Long-Term Financial Plan is intended to function as a dynamic planning tool and should be updated periodically to reflect changes in financial performance, policy direction, or economic conditions. 4 ## Assumptions The projections presented in the 2027 – 2036 Long-Term Financial Plan are based on assumptions provided by City management. These assumptions reflect current policies, known commitments, and management’s expectations regarding future conditions over the ten-year planning horizon. The assumptions summarized below are intended to provide transparency regarding the basis of the projections. •The projections assume continuation of the City’s current form of government, service delivery structure, and organizational responsibilities throughout the 2027 –2036 period. •No significant changes to federal, state, or local laws affecting municipal finance are assumed unless already enacted. •The projections assume no extraordinary events, such as natural disasters, major litigation, or emergency declarations, that would materially affect the City’s financial position. •Inflationary impacts are assumed to be gradual and consistent with recent historical trends rather than reflecting short-term volatility. ## Revenue Assumptions •Property tax revenues are projected in accordance with existing levy practices and assumptions. The projections do not assume changes to levy limits, voter-approved referenda, or significant shifts in tax policy unless explicitly included in the input data. •Market value growth assumptions are based on recent trends and do not assume atypical appreciation or contraction in the local tax base. •State aid and other intergovernmental revenues are projected based on current funding levels, without assuming future legislative enhancements or reductions. •Charges for services, licenses, permits, and other user-based revenues are projected using current activity levels, without assuming material changes in fee structures unless reflected in the plan. •Enterprise fund revenues are assumed to be sufficient to support ongoing operations, debt service, and required reserves. •One-time revenues, grants, or reimbursements are not assumed to recur beyond their known or budgeted availability periods. ## Expenditure Assumptions •Operating expenditures are projected to increase annually based on assumptions for inflation, contractual obligations, and service level requirements. •Personnel-related expenditures are projected based on current staffing levels, benefit plans, and compensation structures, with additional adjustments for anticipated future staffing changes provided by the City, as well as a COLA-based growth factor. •Departmental service levels are assumed to remain consistent with current practices, and no material changes to service delivery models are assumed unless specifically incorporated in the plan. •No additional operating expenditures associated with new programs or initiatives are assumed unless explicitly included in the projections. ## Capital Improvement Assumptions •Capital expenditures are projected based on the City’s planned capital improvement activity. Project-related costs are assumed to be 1% of the total capital project cost. •The projections assume that capital projects occur as scheduled and at estimated costs, without significant delays or cost overruns. •Routine capital maintenance is assumed to continue at levels sufficient to preserve existing infrastructure and facilities. •No major unplanned capital projects are assumed beyond those included in the input data. 5 ## Debt and Financing Assumptions •Debt service projections reflect existing outstanding obligations and anticipated future issuances required to support planned capital improvements. •Interest rates, amortization schedules, and repayment structures are assumed to be consistent with standard municipal financing practices and current market conditions. •The projections assume continued access to the municipal bond market on terms consistent with recent experience. •Dedicated revenue sources are assumed to be sufficient to meet associated debt service obligations unless otherwise reflected in the plan. No early defeasance, refunding, or restructuring of existing debt is assumed. ## Fund Balance and Cash Flow Assumptions •The projections assume the City will continue to manage fund balances and cash reserves in accordance with established financial policies. •No extraordinary use of reserves is assumed. •Interfund transfers are assumed to occur as planned and reflected in the projections, without additional reliance on operating fund subsidies. ## Financial Goals •Maintain structurally balanced operating budgets in which recurring revenues are sufficient to fund recurring expenditures. •Preserve adequate fund balance and cash reserves in accordance with the City’s established financial policies. •Plan for capital investments in a manner that balances pay-as-you-go financing with the prudent use of long-term debt. •Utilize long-term financial planning as an ongoing management tool to support informed decision-making and long-term financial sustainability. 6 ## Financial Section ## City of Woodbury, MN ## For Year End 2027 – 2036 Long Term Plan 7 ## Schedule of Annual Fund Cash Balances The Schedule of Annual Fund Cash Balances presents the City’s liquidity position across the General, enterprise, debt service, major capital, and internal service funds. Special revenue and certain non-major capital funds cash balances are not included. Cash balances represent available financial resources after accounting for operating activity, capital expenditures, debt service requirements, and interfund transfers. Maintaining adequate cash balances is a foundational component of the City’s financial management framework, supporting day-to-day operations, timely debt service payments, and the execution of planned capital improvements without reliance on short-term borrowing. The long-term financial model incorporates actual cash balances for 2024 and 2025, with 2025 reflecting unaudited actual results, followed by estimated balances for 2026 through 2036. The inclusion of two years of actual data provides a reliable baseline for evaluating projected liquidity, reserve adequacy, and long-term financial sustainability. ## General Fund Cash Balance Analysis The General Fund is the City’s primary operating fund and the most significant indicator of overall liquidity and financial flexibility. As of December 31, 2024, the General Fund reported an ending cash balance of approximately $23.4 million. In 2025, the General Fund cash balance is estimated to increase to approximately $27.5 million, representing an increase of roughly $4.1 million, or 17.5 percent, from the prior year. This improvement reflects positive operating results, conservative revenue forecasting, and disciplined expenditure management. Beginning in 2026, General Fund cash balances are projected to stabilize at approximately $27.1 million annually through the remainder of the planning horizon. This stabilization reflects the City’s policy objective of maintaining structurally balanced operations in which ongoing revenues are sufficient to fund ongoing expenditures, rather than accumulating excess liquidity. The projected flat cash balance profile indicates intentional alignment between revenue growth and expenditure growth over time. As a percentage of General Fund expenditures, cash balances decline gradually over the projection period as operating costs increase. In 2025, General Fund cash represented approximately 47.8 percent of annual expenditures. By 2036, this ratio is projected to decline to approximately 26.9 percent. This decline is driven by expenditure growth rather than erosion of cash balances and remains sufficient for operations. Throughout the planning period, the General Fund maintains a strong liquidity position capable of absorbing revenue volatility or unanticipated expenditure pressures. ## Debt Service Fund Cash Balances Debt service fund cash balances fluctuate throughout the planning period based on the timing of bond maturities, scheduled principal and interest payments, and the integration of planned debt issuance within the long-term financial model. Several legacy general obligation bond issues ## FINANCIAL SECTION Schedule of ## Annual ## Fund Cash ## Balances $21,000,000 $22,000,000 $23,000,000 $24,000,000 $25,000,000 $26,000,000 $27,000,000 $28,000,000 ## General Fund Cash Balances ## General Fund Cash Balance 2024-2025 (Actual) 2026-2036 (Estimated) 8 corresponding changes in fund-level cash balances. While additional debt is incorporated into the schedule during the planning horizon, repayment is structured to align with existing amortization patterns and does not introduce periods of cash stress. In years following the retirement of individual bond issues, cash balances within the associated debt service funds stabilize and no longer fluctuate, indicating that all required payments have been satisfied. No debt service fund is projected to experience a negative cash balance at any point during the planning horizon. This outcome demonstrates the effectiveness of the City’s conservative debt service funding strategy and its alignment with long-term affordability and liquidity objectives. ## Capital Funds Cash Balances Capital fund cash balances reflect the timing of capital financing activities, including the receipt of bond proceeds, interfund transfers, and the expenditure of resources on planned infrastructure projects. Due to the nature of capital financing and project sequencing, cash balances may fluctuate significantly from year to year and, in certain years, may become negative. Negative cash balances in the capital funds are primarily attributable to timing mismatches between capital expenditures and the receipt of financing sources. The occurrence of negative capital fund cash balances highlights the need for coordinated capital improvement planning, disciplined project scheduling, and proactive alignment between the capital improvement program and financing strategies. Addressing negative cash positions is necessary to maintain financial stability and to support the orderly execution of the City’s long-term capital objectives within the broader financial plan. Capital fund cash balances should be monitored closely to ensure that financing actions are implemented in a timely manner and that negative positions do not persist. ## Enterprise Fund Cash Balances Enterprise fund cash balances represent available resources generated from user fees and charges and are used to support ongoing operations, debt service obligations, and planned capital reinvestment within the City’s utility systems. Maintaining adequate cash balances in the enterprise funds is essential to ensuring stable operations, meeting financial covenant requirements, and supporting long-term infrastructure sustainability. While most enterprise funds maintain positive cash positions, the Storm Water Utility Fund is projected to have a negative $- $50,000,000 $100,000,000 $150,000,000 $200,000,000 $250,000,000 $300,000,000 ## Cash Balance by Planned Use 2024-2025 (Actual) and 2026-2036 (Estimated) General fundDebt service Capital projectsEnterprise Internal service ## FINANCIAL SECTION Schedule of ## Annual ## Fund Cash ## Balances 9 cash balance in future periods. These negative cash balances are driven primarily by the timing of significant capital expenditures relative to the receipt of financing sources and other revenues. Negative cash balances in the Storm Water Utility Fund do not reflect a structural operating deficit. Rather, they are attributable to the sequencing of capital project implementation and financing within a long-term capital improvement framework. The long-term financial model assumes that these negative cash balances are resolved through planned financing actions, including future debt issuance/internal loans, rate adjustments, or transfers, consistent with adopted utility financial policies. Operating revenues within the Storm Water Utility Fund are projected to remain sufficient to support ongoing operating costs and debt service over the planning period. The presence of negative cash balances highlights the importance of continued monitoring of capital timing, rate sufficiency, and financing strategies to ensure that liquidity pressures remain manageable and short-term in nature. They do not indicate material risk to the City’s overall financial condition or utility operations. Overall, the enterprise funds remain aligned with long-term financial planning objectives. ## Internal Service Fund Cash Position The Internal Service Fund, which supports risk management activities, demonstrates sufficient cash balances over the planning period. Cash balances increase from approximately $2.2 million in 2024 to $2.7 million by 2036, reflecting revenues that exceed projected claims, administrative costs, and other expenses. This cash position enhances the City's ability to absorb volatility in related claims experience and reduce long-term reliance on extremal premium funding. The results confirm that the Internal Service Fund is operating in accordance with long-term financial objectives and expectations. ## Summary and Key Observations •2024 and 2025 reflect actual cash balances, establishing a reliable baseline for long-term projections. •General Fund cash increased from approximately $23.4 million in 2024 to $27.5 million in 2025 and is projected to stabilize at approximately $27.1 million annually thereafter. •General Fund cash as a percentage of expenditures declines from approximately 47.8 percent in 2025 to approximately 26.9 percent by 2036, reflecting expenditure growth rather than liquidity stress. •Debt service and internal service funds maintain positive cash balances in all years presented. •Water & Sewer Utility Fund cash balances increase over time, supporting long-term financial flexibility and uncertainty over future funding from the 3M settlement. ## Overall, the Schedule of Annual Fund Cash Balances demonstrates that the City of Woodbury maintains a strong and sustainable liquidity position. The combination of actual results from 2024 and 2025 and conservative long-term projections confirms that the City is well positioned to support ongoing operations, planned capital investments, and debt obligations while preserving prudent cash reserves throughout the planning horizon. 10 ## Property Taxes Property taxes represent the City’s primary revenue source for governmental activities and provide funding for ongoing operations, debt service obligations, and capital investment. The City’s property tax structure consists of three principal components: the General Fund Levy, the Debt Service Levy, and the Capital Levy. Each component serves a distinct role within the City’s long-term financial framework and is coordinated with expenditure growth, capital planning, and debt management to maintain fiscal stability and affordability. The long-term financial model incorporates actual property tax levies for 2024 -2026, followed by projected property tax levies for 2027 through 2036. This structure ensures that future projections are anchored in recent experience and reflect realistic assumptions regarding service demands, capital needs, and tax base conditions. ## General Levy The General Fund Levy supports the City’s core governmental services, including public safety, public works, parks, administration, and other general operations. In 2024, General Fund property tax revenues were approximately $36.6 million. In 2025 General Fund property tax revenues increased to approximately $39.6 million, representing an increase of approximately $2.9 million, or 8 percent, from the prior year. In 2026, General Fund property tax revenues increased by $5.4 million or 12% resulting in a General Fund levy of $44.9 million dollars. The increases in the General Levy reflect inflationary pressures, personnel cost growth, and service level requirements associated with a growing and maturing community. The General Fund Levy is projected to increase gradually throughout the planning period, reaching approximately $76.6 million by 2036. This growth reflects long-term expenditure trends, including labor costs, contractual services, and inflation, rather than one-time adjustments. Levy increases are phased in over time to moderate annual tax impacts and maintain predictability for taxpayers. ## Debt Service Levy The Debt Service Levy provides funding for principal and interest payments on the City’s outstanding general obligation bonds. Debt service requirements vary by year based on the maturity schedules of individual bond issues. Several legacy bond issues mature between 2024 and 2030, resulting in declining debt service requirements over time. In the actual years presented, debt service levies reflect scheduled principal and interest payments and the City’s practice of levying for the following year’s debt service requirement. In 2025, debt service levies were sufficient to meet all scheduled payments without creating cash deficits in the associated debt service funds. As outstanding debt declines in the later years of the planning period, debt service levies decrease, creating property tax capacity that may be redirected toward capital funding or used to moderate overall levy growth. The long-term model demonstrates that all debt $- $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 $70,000,000 $80,000,000 $90,000,000 $100,000,000 ## Property Tax Levy -General, ## Debt Service and Capital 2024 -2026 (Actual) and 2027-2036 (Estimated) ## GeneralDebtCapital ## FINANCIAL SECTION ## Property ## Taxes 11 service obligations can be met as scheduled without requiring unsustainable levy increases or reliance on reserves. ## Capital Levy The Capital Levy supports pay-as-you-go financing of capital improvements and transfers to capital project funds. Capital levies are structured to accumulate resources over time and are applied strategically based on the timing, scope, and funding requirements of individual capital projects. As a result, capital fund cash balances inherently fluctuate and do not follow the same annual cash flow patterns as operating funds. Several individual capital project funds experience negative cash balances in specific years during the planning period. Negative capital fund cash balances occur in years when capital expenditures are incurred in advance of the full receipt of capital levy revenues, bond proceeds, or planned interfund transfers. These negative balances indicate that capital spending is not aligned with available funding sources and are not consistent with the City’s financial policies for maintaining adequate cash reserves and liquidity. As a result, the presence of negative balances identifies a need for corrective action within the capital financing framework. One potential approach to addressing negative capital fund cash balances is an increase in the Capital Levy to accelerate the receipt of resources needed to support planned expenditures. However, increasing the Capital Levy would result in additional levy requirements and corresponding increases in the City’s tax rate. Given the City’s projected tax capacity trends, levy increases applied to resolve capital cash shortfalls would place incremental upward pressure on tax rates and directly affect taxpayer affordability. Accordingly, years in which capital fund cash balances become negative represent decision points requiring evaluation of the tradeoffs between capital project timing, financing strategies, and property tax impacts. Addressing negative cash balances through levy increases must be considered alongside other options, including adjustments to project sequencing or financing schedules, to ensure that capital investment objectives are achieved while maintaining alignment with financial policy and long-term tax rate sustainability. ## Aggregate Property Tax Trends When combined, the General Levy, Debt Service Levy, and Capital Levy result in a total property tax levy that increases over the planning period to support service delivery, planned capital investment, and remaining debt obligations. The majority of long-term levy growth is attributable to the General Levy, reflecting ongoing service demands and inflationary cost pressures, while Debt Service Levies fluctuate and generally decline as bond issues mature. Capital Levies are applied strategically based on project timing, funding strategies, and the City’s long-term approach to capital financing. The interaction between property tax levies and capital fund cash 12 flows is an important consideration in evaluating aggregate tax trends. Several individual capital project funds experience negative cash balances in specific years. These negative balances occur in years when capital expenditures are incurred ahead of the full accumulation of Capital Levy revenues, planned transfers, or other financing sources. As a result, temporary cash deficits appear at the individual project level even though aggregate capital resources remain sufficient. The presence of negative cash balances in certain capital project funds does not directly translate into immediate tax rate pressure. Instead, these balances reflect the City’s decision to advance critical infrastructure projects to align with construction schedules, operational needs, or cost-containment objectives, rather than delaying projects to match annual levy collections. Short-term cash deficits are managed through authorized interfund borrowing and are resolved as Capital Levy revenues and transfers are received in subsequent years. From a tax rate perspective, the use of Capital Levies and pay-as-you-go financing introduces greater year-to-year variability in capital fund cash balances but supports long-term affordability by reducing reliance on additional debt issuance. This strategy moderates future debt service levies and interest costs, which helps stabilize the overall property tax trajectory over time. Tax rate impacts are therefore driven primarily by policy decisions related to service levels and capital investment priorities, rather than by short-term cash timing within individual capital funds. Levy increases are phased in over time to avoid sharp year-to-year tax rate volatility and to maintain predictability for taxpayers, even as the City continues to execute a robust capital improvement program. The City’s property tax structure supports long-term financial sustainability while providing the flexibility needed to implement planned capital investments in a timely and cost-effective manner. ## Tax Capacity Under Minnesota’s property tax system, tax capacity represents the taxable base upon which local government levies are imposed. Tax capacity is calculated by applying statutory class rates to estimated market values and is further adjusted for valuation changes, new construction, fiscal disparities, tax increment financing, and other legislatively defined factors. As a result, tax capacity does not move in direct proportion to market value and may fluctuate based on both economic conditions and statutory changes. Trends in tax capacity are therefore a critical indicator of the City’s long-term revenue-raising capacity and directly influence property tax rates and levy affordability. The long-term financial model incorporates actual tax capacity results for 2024 through 2026, followed by projected tax capacity for 2027 through 2036. ## Actual Tax Capacity Performance: 2024–2026 In 2024, the City’s adjusted net tax capacity totaled approximately $161.2 million. In 2025, tax capacity declined to approximately $156.1 million, representing a decrease of roughly $5.1 million, or 3 percent, from the prior year. This temporary reduction reflects a combination of 13 valuation changes, fiscal disparities contributions, and tax increment adjustments. In 2026, adjusted net tax capacity rebounded to approximately $160.6 million, nearly returning to the 2024 level as valuation growth and new development offset prior-year reductions. Despite the year-over-year decline in 2025, actual tax capacity remained sufficient to support the adopted property tax levy without generating disproportionate increases in the City tax capacity rate. The City’s experience during the actual years confirms that levy decisions were appropriately aligned with the available tax base and that short-term fluctuations in tax capacity did not result in structural revenue stress. ## Projected Tax Capacity and Tax Rate Trends: 2027–2036 Beginning in 2027, the City’s adjusted net tax capacity is projected to grow steadily over the planning horizon, reaching approximately $208.5 million by 2036. This represents cumulative growth of roughly 30 percent over the ten-year period, driven by continued residential and commercial development and moderate appreciation in existing properties. This growth is partially offset by ongoing fiscal disparities contributions and tax increment adjustments. As Woodbury transitions from a high-growth suburban community to a more mature city, new development is expected to continue at a reduced pace, resulting in moderated but stable tax base growth. Over the same period, the total City levy tax capacity rate is projected to increase gradually, rising from approximately 34.1 percent in 2027 to 36.1 percent by 2029, 37.8 percent by 2032, and ultimately 40.7 percent by 2036. The projected increase is driven primarily by growth in the General and Capital levies as the City funds operating services and capital investments. The Debt Service levy remains a relatively small share of the total rate, reflecting continued discipline in the use of long-term borrowing and the scheduled retirement of outstanding debt. The combination of rising adjusted net tax capacity, moderate tax rate increases, and a declining debt component provides a sustainable framework for the City’s long-term financial plan. ## Tax Rate Interpretation and Affordability The City tax rate graph illustrates the combined effect of levy changes and tax capacity trends over time. While levy levels increase throughout the planning period, tax rate outcomes are moderated by the size and stability of the City’s tax base and by conservative assumptions regarding valuation growth. Actual tax rate results from 2024 and 2025 provide a stable and reliable baseline for long-term projections. Despite the levy increase in 2025, tax rate impacts remained manageable, reflecting the City’s stable tax capacity and disciplined levy planning. In the later years of the planning horizon, modest upward pressure on the tax rate reflects levy growth associated with operating cost increases and capital investment needs outpacing conservative assumptions for tax capacity growth. Importantly, these increases are incremental and phased over multiple years, reinforcing the City’s commitment to long-term affordability. The tax rate does not exhibit sharp year-to-year volatility, even during periods of elevated capital investment. Tax rate trends should also be viewed in the context of the City’s capital funding 0.00% 5.00% 10.00 % 15.00 % 20.00 % 25.00 % 30.00 % 35.00 % 40.00 % 45.00 % ## City Tax Capacity Rates 2024 - 2026 (Actual) and 2027 - 2036 (Estimated) ## General ## Debt ## Capital 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0% 2024202520262027202820292030203120322033203420352036 ## City Tax Rate ## City Tax Rate ## FINANCIAL SECTION ## Property ## Taxes 14 strategy. Increased reliance on capital levies and pay-as-you-go financing reduces future debt service obligations and long-term interest costs, helping to moderate tax rate growth over time. Although this approach can result in temporary negative cash balances within individual capital project funds, it does not result in immediate or disproportionate tax rate increases and remains consistent with prudent long-term financial management. ## Relationship Between Tax Capacity and Levy Decisions The tax capacity rate comparison illustrates the City’s total tax capacity rate relative to selected comparable cities. The graph provides context for evaluating the City’s levy decisions by demonstrating how the resulting tax capacity rate compares to peer communities with similar service responsibilities and development characteristics. The City’s tax capacity rate reflects the interaction between levy growth and tax capacity trends modeled in the long-term financial plan, including conservative valuation assumptions, ongoing residential and commercial development, and fiscal disparities growth. Woodbury’s rate sits around the 30% range, below Brooklyn Park and Eagan and generally comparable to or slightly above Lakeville, Maple Grove, and Plymouth. Over the three years, Woodbury shows a modest upward trend, but the increase is gradual and similar to what we see in most peer cities—no outlier jumps. This outcome suggests that levy increases are phased in at a pace that maintains regional competitiveness and supports long-term affordability while continuing to fund operating services, capital investment, and debt obligations. As tax capacity moderates over time, the relationship between levy growth and tax rates becomes increasingly significant. While the City’s total property tax levy increases over the planning period to support operating expenditures, capital investment, and remaining debt service obligations, these increases occur against a constrained tax capacity base. As a result, the model reflects gradual upward pressure on tax capacity rates in the later years of the plan, as levy growth exceeds conservative tax capacity growth assumptions. Importantly, the projected trend does not indicate structural instability or immediate affordability concerns. Instead, it highlights the importance of continued discipline in levy planning, expanded use of pay-as-you-go capital financing, and ongoing monitoring of valuation trends. The City’s use of conservative tax capacity assumptions provides transparency and predictability for taxpayers while supporting long-term financial sustainability. This chart shows the estimated long-term tax impact on the median home from 2026 through 2036. Residential tax impact is modeled with an average new home value of $450,000. The bars indicate a gradual, step-wise increase over the period—no single year shows a sharp spike, but the cumulative effect is noticeable by 2036. The pattern reflects a long-term strategy of funding operating needs and capital projects through small, predictable annual adjustments rather than large infrequent changes. 0.00% 10.00 % 20.00 % 30.00 % 40.00 % 50.00 % 60.00 % ## Brooklyn ## Park ## Eagan ## Lakeville ## Woodbury ## Maple Grove ## Plymouth ## Tax Capacity Rate Comparison 2024 - 2026 (Actual) 2024 2025 2026 ## FINANCIAL SECTION ## Property ## Taxes 15 ## Long-Term Tax Base Sustainability While year-to-year fluctuations in tax capacity occur as a result of statutory class rates, market valuation adjustments, and assessment timing, the long-term financial model does not reflect a structural decline in tax capacity over the planning horizon. The City continues to benefit from a broad and diversified tax base that includes residential, commercial, and limited industrial properties. Ongoing residential and commercial construction and incremental valuation growth provide a consistent source of new tax capacity that supports long-term revenue stability. Overall, the City of Woodbury’s tax capacity profile reflects a mature but resilient tax base that is sufficient to support ongoing operations, capital investment, and debt obligations throughout the planning period. Actual results from 2024 and 2025 provide a strong foundation for long-term projections, and the absence of a structural decline in tax capacity reinforces the City’s ability to maintain fiscal stability through disciplined financial planning and policy alignment. ## Annual Percentage Change in Total Levy and Tax Rate The annual percentage change in the total tax levy illustrates the year-over-year growth rate of property tax revenues and highlights how levy increases respond to operating cost pressures, capital investment needs, and changes in debt service requirements rather than following a uniform annual pattern. The graph demonstrates that levy growth varies intentionally over time based on underlying cost drivers and financing priorities. In 2025, the City’s General Fund property tax levy increased from approximately $37.0 million in 2024 to approximately $40.4 million, representing an increase of approximately $3.4 million, or 9.2 percent. This increase reflects adopted levy decisions aligned with inflationary pressures, personnel cost growth, and service level requirements associated with a full-service city. The 2025 increase provides a reliable benchmark for evaluating projected levy growth in subsequent years. Following 2025, annual percentage changes in the total levy fluctuate based on the interaction of several factors. Periods of higher levy growth correspond to years when General Fund operating needs and capital levy requirements increase concurrently. In contrast, years with lower percentage increases reflect declining debt service levies as bond issues mature, which partially offset growth in operating and capital levies. Overall, levy increases are phased and deliberate, avoiding sharp spikes that could create affordability concerns while ensuring revenue sufficiency over the long-term planning horizon. This approach reflects a policy of aligning levy growth with recurring expenditure needs rather than using the levy to accumulate excess fund balance or address short-term cash timing variability. When evaluated alongside the City tax rate, the annual levy change demonstrates that property tax impacts are driven by policy-based decisions related to service levels, capital reinvestment, and debt management rather than instability in the tax 1,350 1,400 1,450 1,500 1,550 1,600 1,650 2026 2027 2028 2029 2030 2031 2032 2033 2035 2036 ## Projected Tax Impact 2026 - 2036 (Estimated) 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 202520262027202820292030203120322033203420352036 ## Annual % Change in Total Tax Levy & Tax Rate Annual % Change in Total Tax LevyAnnual % Change in Tax Rate ## FINANCIAL SECTION ## Property ## Taxes 16 base or structural financial imbalance. Although annual levy growth varies, tax rate impacts remain moderated through conservative forecasting, long-term planning, and a declining debt service component. Temporary variability in levy growth does not translate into disproportionate tax rate volatility, and long-term trends remain consistent with the City’s financial policies and affordability objectives. ## Relationship Between Levy Growth and Financial Policy The City’s long-term levy and tax rate projections reflect several key financial policy objectives, including: •Maintaining structurally balanced General Fund operations, •Funding debt service obligations without creating cash deficits, •Increasing pay-as-you-go capital financing as outstanding debt declines, and •Avoiding sharp year-to-year tax rate volatility. By integrating levy decisions with capital planning and debt management, the City preserves flexibility to respond to future service needs while maintaining transparency and predictability for taxpayers. This coordinated approach supports long-term financial sustainability and affordability within the City’s overall financial framework. ## Summary and Key Observations •2024 and 2025 reflect actual levy, tax rate, and tax capacity outcomes, providing a reliable and validated baseline for long-term projections. •The General Fund property tax levy increased by approximately $3.4 million, or 9.2 percent, in 2025 (actual), reflecting adopted levy decisions aligned with operating cost growth and service demands associated with a full-service city. •Annual percentage changes in the total levy vary by year based on operating needs, capital investment timing, and declining debt service requirements as bond issues mature. •The General Levy is the primary driver of long-term levy growth, supporting ongoing municipal services and inflationary cost pressures. •Debt Service Levies fluctuate in the near term and decline over time, creating future levy capacity and enhancing long-term financial flexibility. •Capital Levies play an increasingly important role in funding the capital improvement program and supporting a shift toward pay-as-you-go financing as outstanding debt declines. •Several individual capital project funds experience temporary negative cash balances, reflecting the timing of capital expenditures relative to levy collections and financing receipts. These balances will be addressed through additional levy support or other planned financing sources and do not represent a structural funding imbalance. •Over the planning horizon, the City’s tax capacity is supported by continued residential and commercial development and incremental market value growth, although levy growth occurring against a constrained tax capacity base results in gradual upward pressure on tax capacity rates. •Changes in tax rates are policy-driven and reflect deliberate levy decisions and capital investment priorities rather than erosion of the tax base or structural revenue imbalance. Overall, the City of Woodbury’s property tax structure reflects prudent long-term financial management. Actual results from 2024 and 2025, combined with conservative long-term projections, confirm that property tax levies are sufficient to support ongoing operations, planned capital investment, and debt obligations while maintaining flexibility to manage timing-related cash variability within capital funds. By phasing in levy increases over time, the City balances the need to fund essential services and infrastructure with the objective of maintaining stable, predictable, and manageable tax impacts for property owners throughout the planning horizon. 17 ## Outstanding Debt and Debt Balances ## Outstanding Debt and Debt Balances Outstanding debt is a key component of the City’s long-term financial structure and is used primarily to finance major capital improvements that provide long-term public benefit. The City utilizes general obligation bonds to fund infrastructure, facilities, parks, public safety, and other capital investments, with repayment supported by a combination of property tax levies, local option sales tax revenues, special assessments, and interfund transfers. Debt issuance and repayment are structured to align with the useful life of the financed assets while maintaining affordability within the City’s overall long-term financial framework. The long-term financial model incorporates actual outstanding debt balances for 2024 and 2025, followed by projected debt balances for 2026 through 2036. This approach provides a clear view of the City’s evolving debt profile over the planning horizon and allows recent repayment experience to serve as a baseline for long-term affordability analysis. ## Composition of Outstanding Debt The City maintains multiple outstanding general obligation bonds issued between 2012 and 2026, including improvement bonds, tax abatement bonds and revenue bonds. These obligations are accounted for in separate debt service funds and are supported by dedicated revenue sources, primarily property tax levies, supplemented by special assessments, local option sales tax and interfund transfers where applicable. The City’s outstanding debt structure reflects a diversified mix of issuance purposes and repayment sources, consistent with adopted debt management policies and long-term planning objectives. In 2026, the City anticipates issuing General Obligation Sales Tax Revenue Bonds, Series 2026A, to support the expansion of the public safety building. This issuance is reflected in the outstanding debt schedules and was incorporated into the long-term financial model as part of the City’s planned capital financing strategy. The debt was structured to align with projected sales tax revenues, ensuring consistency with long-term affordability objectives. The combination of limited new borrowing and ongoing principal retirement resulted in a managed transition of the City’s debt portfolio rather than a material expansion. This outcome reflects a deliberate and balanced approach to financing capital needs while continuing to retire existing obligations in an orderly manner. ## FINANCIAL SECTION ## Outstanding Debt and ## Debt ## Balances - 20,000,000 40,000,000 60,000,000 80,000,000 100,000,000 120,000,000 ## Projected Debt Balances Based on Current ## Amortizations and New Debt Assumed in CIP 2024 - 2025 (Actual) and 2026 - 2036 (Estimated) ## G.O. Bonds ## G.O. Revenue Bonds 18 ## Debt Repayment Trends and Declining Balances The City’s outstanding debt balances decline steadily over the planning period as principal payments are made in accordance with established amortization schedules. Several legacy bond issues reach final maturity over the next ten years, resulting in a meaningful reduction in total outstanding debt during the early years of the plan. Annual principal payments vary by bond issue and year, generally ranging from approximately $90,000 to over $900,000 per issue. Interest costs decline each year as outstanding principal balances are reduced, further moderating long-term debt service requirements. By the later years of the planning horizon, only a limited number of bond issues remain outstanding. ## Debt Service Funding and Cash Coverage Debt service payments are funded primarily through dedicated property tax levies and local option sales tax revenues, supplemented by special assessments and interfund transfers where applicable. Debt service fund cash balances fluctuate throughout the planning period based on the timing of bond maturities and scheduled principal and interest payments. However, cash balances within debt service funds remain positive in all years presented. In years following the retirement of individual bond issues, cash balances within the associated debt service funds stabilize and no longer fluctuate, indicating that all required payments have been satisfied. The long-term model does not project any negative debt service fund cash balances at any point during the planning horizon. ## Impact on Long-Term Financial Flexibility As outstanding debt declines, the City experiences increasing flexibility in the allocation of property tax levy capacity. The expiration of debt service levies creates capacity that may be redirected toward capital levies, pay-as-you-go financing, or other long-term financial priorities. This transition supports a gradual shift away from debt financing toward increased use of current revenues and accumulated cash for capital investment. The declining debt profile also reduces long-term interest costs and preserves statutory debt capacity, positioning the City to respond to future capital needs without placing undue pressure on tax rates. This enhanced flexibility is particularly important as the City continues to invest in infrastructure within a mature development environment. ## Long-Term Debt Affordability The long-term financial model demonstrates that existing and planned debt obligations can be met without creating structural imbalances, negative cash positions, or unsustainable property tax increases. By maintaining a disciplined approach to debt issuance and repayment, the City ensures that debt remains an effective financing tool rather than a long-term burden on taxpayers. The model supports the conclusion that the City’s current and projected debt levels are consistent with long-term financial sustainability and affordability objectives. ## Summary and Key Observations •Outstanding general obligation debt declines steadily as scheduled principal payments are made. •Multiple bond issues mature over the next ten years, significantly reducing total outstanding debt balances. •Annual principal payments generally range from approximately $90,000 to over $900,000 per issue, with interest costs declining over time. •Debt service funds maintain positive cash balances in all years, supported by dedicated revenue sources sufficient to meet annual debt service requirements. Overall, the City of Woodbury’s outstanding debt trends reflect conservative financial management, predictable repayment schedules, and a clear strategy for reducing long-term obligations. The City is well positioned to meet existing debt commitments while preserving flexibility to address future capital priorities within its long-term financial framework. 19 ## Capital Expenditures Capital expenditures represent investments in infrastructure, facilities, equipment, and other long-lived assets necessary to maintain service levels, address asset replacement needs, and support the long-term functionality of the City. The City’s capital program reflects a disciplined, multi-year approach that integrates recent actual spending with projected future investment needs while maintaining alignment with available financial resources and long-term affordability objectives. The long-term financial model incorporates actual capital expenditures for 2024 and 2025 (unaudited) followed by estimated capital expenditures for 2026 through 2036. ## Actual Capital Expenditures: 2024–2025 Actual capital expenditures in 2024 and 2025 reflect the implementation of projects approved through the City’s capital improvement planning process. Capital spending during these years demonstrates the City’s ability to deliver significant infrastructure investment while maintaining overall financial stability. Consistent with City practice, the General Fund incurred minimal direct capital outlay during the actual years presented. Instead, General Fund resources were primarily used to support capital activity through transfers to capital project funds, preserving operating liquidity while funding infrastructure investment in a structured and transparent manner. Capital expenditures in the actual years were concentrated within capital project funds and enterprise funds and were supported by a combination of property tax–supported capital levies, bond proceeds, interfund transfers, special assessments where applicable, and user revenues. ## Projected Capital Expenditures: 2026–2036 Beginning in 2026, capital expenditures are projected based on planned project schedules, inflation assumptions, and anticipated funding sources. Projected capital spending varies significantly from year to year, reflecting the episodic nature of major infrastructure investments rather than a constant annual spending pattern. Years with elevated capital expenditures correspond to planned investments in streets, utilities, facilities, parks, and system-wide improvements, while lower-spending years reflect routine replacement and maintenance activity. This variability is intentional and consistent with best practices for long-term capital planning in mature communities. Over the full planning horizon, capital expenditures remain significant and will require a funding strategy to maintain positive cash balances. There is a significant increase in capital expenditures in 2026 and 2027. This increase is driven by the public safety building expansion and the water treatment implementation. The public safety building expansion will be funded primarily by local option sales tax and the water treatment implementation will be funded through the state’s Conceptual Drinking Water Supply Plan/3M settlement. ## FINANCIAL SECTION ## Capital ## Expenditures - 50,000,000 100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Capital Expenditures by Year 2024 - 2025 (Actual) and 2026 - 2036 (Estimated) ## Capital Expenditures by Year 20 Enterprise fund capital expenditures include investments in water, sewer, storm water, street lighting, recreational facilities, and other business-type activities. These expenditures are funded primarily through user rate revenues, accumulated cash balances, and enterprise debt where applicable. Capital spending within enterprise funds fluctuates by system and year, reflecting scheduled infrastructure replacement cycles, regulatory requirements, and system-specific capital needs. With the exception of the Storm Water Utility Fund, the long-term financial model indicates that enterprise fund capital expenditures are fully supported by projected revenues and reserves in all years presented with no reliance on General Fund subsidies. This funding approach promotes rate stability, ensures compliance with bond covenants, and supports sustainable asset management practices across all utility systems. ## Capital Funding Strategy Capital expenditures across all funds are supported through a combination of property tax-supported capital levies and transfers, bond proceeds for large or long-lived assets, special assessments where applicable, and enterprise fund revenues and cash reserves. The model reflects a strategic shift toward increased pay-as-you-go capital financing, particularly in the later years of the plan, as existing debt is retired and debt service requirements decline. This strategy reduces long-term interest costs, limits exposure to interest rate risk, and preserves future statutory debt capacity for high-priority capital needs. By aligning capital investment levels with available resources, the City maintains flexibility while continuing to address infrastructure demands within a maturing development environment. ## Long-Term Capital Affordability Over the full planning horizon, capital expenditures remain significant but manageable relative to the City’s projected revenue base. Importantly, the model demonstrates that planned capital expenditures do not require unsustainable property tax increases, excessive new borrowing, or depletion of reserves. Capital investment levels are aligned with projected revenues, cash balances, and declining debt obligations, supporting long-term affordability and financial sustainability. ## Summary and Key Observations •2024 and 2025 reflect actual capital expenditures, establishing a realistic baseline for future planning and projections. •Capital expenditures are concentrated in capital project and enterprise funds rather than the General Fund, preserving operating liquidity. •Projected capital spending varies by year based on project timing rather than uniform annual growth, consistent with best practices for long-term capital planning. •Several capital project funds experience negative cash balances due to the timing of expenditures relative to levy collections and financing receipts. •Negative cash balances can be managed through authorized interfund borrowing and can be resolved in subsequent years as revenues are received. •A growing share of capital expenditures is funded on a pay-as-you-go basis as outstanding debt declines, enhancing long-term affordability and financial flexibility. Overall, the City of Woodbury’s capital expenditure plan reflects prudent long-term financial management, realistic assumptions grounded in recent experience, and a balanced approach to financing infrastructure investment. The presence of negative cash balances within individual capital project funds does not represent a risk to long-term fiscal sustainability. 21 ## Financial Schedules The Financial Schedules provide the detailed quantitative support for the City’s Long-Term Financial Plan and present the underlying projections that inform policy evaluation and long-range decision-making. Collectively, these schedules integrate operating activity, cash balances, capital investment, debt obligations, and property tax trends across the planning horizon. The schedules incorporate actual financial results for 2024 and unaudited 2025 followed by projections for 2026 through 2036. The use of recent actual results strengthens the reliability of the projections and provides a sound baseline for evaluating long-term trends in liquidity, affordability, and sustainability. ## Fund-level Budgetary Balance The budget schedule presents projected year-end cash balances by fund and provides a consolidated view of the City’s liquidity position over the planning horizon. The schedule reflects the cumulative impact of adopted budgets, operating results, capital activity, and financing decisions on available cash resources. Unlike operating statements, this schedule focuses on liquidity outcomes rather than annual inflows and outflows. The General Fund cash balance is the primary indicator of operating liquidity and short-term budgetary flexibility. In 2025 (unaudited), the General Fund ended the year with a cash balance of approximately $27.5 million, an increase from approximately $23.4 million in 2024. This increase of approximately $4.1 million, or 17.5 percent, indicates that actual revenues exceeded expenditures in 2025 and that budget execution resulted in a strengthening of available cash. Following 2025, General Fund cash balances are projected to remain relatively stable at approximately $27.1 million annually. The stabilization of cash balances indicates that the General Fund budget is structurally balanced, with recurring revenues sufficient to support recurring expenditures over time. The absence of continued growth in cash balances suggests that the City is not relying on ongoing operating surpluses to build reserves beyond existing liquidity levels. Although General Fund cash as a percentage of expenditures declines gradually over the planning period, the decline reflects expenditure growth rather than erosion of liquidity. Ending cash balances remain positive and stable in all years shown in the schedule, indicating continued capacity to manage short-term cash flow variability without disruption to operations. Capital-related funds shown in the schedule exhibit greater variability in cash balances than operating funds. In several years, individual capital funds display negative year-end cash balances. These negative balances indicate that, at the end of certain fiscal years, cumulative expenditures exceeded cumulative cash inflows within those specific funds. The presence of negative cash balances in capital-related funds reflects timing differences inherent in capital financing and expenditure patterns rather than an absence of long-term funding capacity. Capital fund balances fluctuate significantly based on the timing of large project expenditures relative to the receipt of budgeted revenues and transfers. Importantly, the negative balances shown in the schedule are isolated to specific funds and years and are not indicative of system-wide liquidity stress. From a budgetary perspective, the schedule demonstrates that negative balances in capital-related funds coexist with stable and positive balances in the General Fund and other fund categories. This indicates that, in aggregate, the City maintains sufficient cash resources to support adopted budgets even when individual capital funds reflect temporary deficits. Debt service fund cash balances shown in the schedule remain positive in all years presented. Balances fluctuate modestly over time but do not approach zero or negative levels. The stability of debt service fund cash balances indicates that budgeted revenues are sufficient to meet scheduled principal and interest payments without reliance on operating fund subsidies. As debt service requirements decline over time, cash balances stabilize, reflecting reduced annual payment obligations. From a budgetary standpoint, the absence of negative balances in debt service funds confirms that debt repayment obligations are fully incorporated into the City’s financial framework. Enterprise and internal service funds generally exhibit positive and increasing cash balances throughout the planning period, reflecting budgeted revenues that exceed ongoing operating and financing costs and resulting in annual cash accumulation. These positive trends enhance overall financial resilience and reduce reliance on the General Fund for operational support. An exception to this trend occurs within the Storm Water Utility Fund, which is projected to have a deficit cash balance in future years. This negative balance is attributable primarily to the timing of significant capital expenditures relative to the receipt of planned financing sources, including debt issuance and accumulated operating surpluses. In future years, storm water capital investments are incurred in advance of financing, resulting in negative cash positions. Despite these negative balances, the Storm Water Utility Fund is projected to maintain revenue sufficiency to support ongoing operations and debt service over the planning period. The long-term financial model assumes that negative cash balances are resolved through planned financing actions 22 and subsequent revenue growth, consistent with the City’s capital financing and utility rate-setting strategies. Overall, the trends shown in the schedule indicate that enterprise and internal service funds are budgeted to maintain liquidity sufficient to support ongoing operations and future obligations. While the Storm Water Utility Fund experiences future negative cash balances due to capital timing, these conditions are anticipated within the financial plan and do not represent a structural operating deficit. Viewed in total, the schedule demonstrates that the City’s budget framework supports liquidity across all major fund categories. While certain capital-related funds experience negative cash balances in individual years, these balances occur alongside stable and positive cash positions in the General Fund, debt service funds, and enterprise funds. The schedule indicates that liquidity risk is concentrated at the individual fund level rather than at the City-wide level. The stability of General Fund cash balances following the 2025 actual year confirms that adopted budgets are aligned with recurring revenue capacity. The combination of stable operating liquidity and positive cash balances in non-capital funds provides the City with flexibility to manage timing-related cash variability without compromising budgetary balance. 23 ## General 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited Actual ## Budget ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated Property taxes 36,638,287 $ 39,574,411 $ 44,921,591 $ 48,411,755 $ 51,571,730 $ 54,916,612 $ 57,999,692 $ 60,715,682 $ 63,545,747 $ 66,494,541 $ 69,609,135 $ 72,894,572 $ 76,587,663 $ License & permits 5,499,142 7,313,338 4,656,750 4,749,885 4,844,883 4,941,780 5,040,616 5,141,428 5,244,257 5,349,142 5,456,125 5,565,247 5,676,552 ## Intergovernmental 2,913,616 2,507,929 2,379,500 2,403,295 2,427,328 2,451,601 2,476,117 2,500,878 2,525,887 2,551,146 2,576,658 2,602,424 2,628,448 Charges for services 1,941,472 2,054,492 1,935,752 1,974,467 2,013,956 2,054,236 2,095,320 2,137,227 2,179,971 2,223,571 2,268,042 2,313,403 2,359,671 Other revenue 3,179,578 3,298,580 496,857 521,700 547,785 575,174 603,933 634,129 665,836 699,128 734,084 770,788 809,328 Transfers in 5,821,100 6,263,000 7,276,700 7,840,785 8,436,704 9,066,009 9,730,321 10,083,534 10,450,875 10,832,910 11,610,279 12,038,690 12,484,237 Personnel expenditures (37,160,558) (42,001,352) (48,260,600) (49,708,418) (52,897,205) (56,232,582) (59,760,995) (63,022,321) (65,549,854) (68,172,319) (70,893,137) (74,150,797) (77,181,716) Future staffing expense - - - (1,648,092) (1,697,535) (1,787,801) (1,425,724) (618,314) (636,863) (655,969) (1,097,929) (782,908) (1,075,193) Operating expenditures (11,423,436) (10,861,803) (13,376,550) (14,045,378) (14,747,646) (15,485,029) (16,259,280) (17,072,244) (17,925,856) (18,822,149) (19,763,257) (20,751,419) (21,788,990) Capital outlay (261,628) - - - - - - - - - - - Transfers out (4,123,789) (4,674,340) (500,000) (500,000) (500,000) (500,000) (500,000) (500,000) (500,000) (500,000) (500,000) (500,000) (500,000) Net revenue/(expenditures) 3,023,784 $ 3,474,255 $ (470,000) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ ## Cash Balance 23,446,276 $ 27,527,352 $ 27,057,352 $ 27,057,352 $ 27,057,352 $ 27,057,352 $ 27,057,352 $ 27,057,352 $ 27,057,352 $ 27,057,352 $ 27,057,352 $ 27,057,352 $ 27,057,352 $ Cash Balance as a % of Expenditures 44.26% 47.84% 43.54% 41.06% 38.74% 36.56% 34.71% 33.32% 31.98% 30.69% 29.33% 28.13% 26.91% ## 2013B Parks & Open Space Refunding Bonds 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited Actual ## Budget ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated Property taxes 619,053 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ Transfers in - - - - - - - - - - - - - Other revenue 41,671 - - - - - - - - - - - - Principal on debt (2,320,000) - - - - - - - - - - - - Interest on debt (51,615) - - - - - - - - - - - - Transfers out (682,401) - - - - - - - - - - - - Other expenditures (585) - - - - - - - - - - - - Net revenue/(expenditures) (2,393,877) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ ## Cash Balance - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ Cash Balance as a % of Expenditures 0.00% 24 ## 2012A G.O. Improvement & Refunding Bonds 2024202520262027202820292030203120322033203420352036 ActualUnaudited ActualBudgetEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimated Property taxes -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ ## Special Assessments 75,147 67,506 74,000 62,757 - - - - - - - - - Transfers in - - - - - - - - - - - - - Other revenue 34,636 32,758 34,396 36,116 37,921 - - - - - - - - Principal on debt (115,000) (115,000) (120,000) (120,000) (125,000) - - - - - - - - Interest on debt (12,200) (9,785) (7,168) (4,348) (1,469) - - - - - - - - Transfers out - - - - - - - - - - - - - Other expenditures (550) (550) (578) (5,606) (1,887) - - - - - - - - Net revenue/(expenditures) (17,967)$ (25,071)$ (19,350)$ (31,082)$ (90,434)$ -$ -$ -$ -$ -$ -$ -$ -$ Cash Balance869,975$ 845,259$ 825,909$ 794,828$ 704,394$ 704,394$ 704,394$ 704,394$ 704,394$ 704,394$ 704,394$ 704,394$ 704,394$ Cash Balance as a % of Expenditures681%674%647%612%549% ## 2013A G.O. Tax Abatement Bonds 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited Actual ## Budget ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated Property taxes 1,014,109 $ 1,010,608 $ 1,010,634 $ 1,011,833 $ 1,012,134 $ 1,011,534 $ 1,015,034 $ 1,012,484 $ 1,014,034 $ 1,014,534 $ 1,013,984 $ - $ - $ Transfers in 292,500 292,500 292,500 292,500 292,500 292,500 292,500 292,500 292,500 292,500 292,500 292,500 - Other revenue 29,278 30,881 32,425 34,046 35,749 37,536 39,413 41,383 43,453 45,625 47,907 50,302 - Principal on debt (905,000) (925,000) (940,000) (960,000) (990,000) (1,020,000) (1,050,000) (1,085,000) (1,115,000) (1,150,000) (1,185,000) (1,220,000) - Interest on debt (346,168) (327,423) (303,238) (278,850) (249,600) (219,450) (188,400) (156,375) (123,375) (89,400) (54,375) (18,300) - Transfers out - - - - - - - - - - - - - Other expenditures (440) (440) (462) (485) (5,509) (785) (824) (865) (909) (5,954) (1,252) (2,314) - Net revenue/(expenditures) 84,279 $ 81,126 $ 91,860 $ 99,044 $ 95,273 $ 101,335 $ 107,723 $ 104,127 $ 110,703 $ 107,305 $ 113,764 $ (897,812) $ - $ ## Cash Balance 1,372,320 $ 1,408,733 $ 1,500,593 $ 1,599,637 $ 1,694,910 $ 1,796,245 $ 1,903,968 $ 2,008,095 $ 2,118,798 $ 2,226,104 $ 2,339,868 $ 1,442,055 $ 1,442,055 $ Cash Balance as a % of Expenditures 110% 112% 121% 129% 136% 145% 154% 162% 171% 179% 189% 116% ## 2014A G.O. Improvement & Refunding Bonds 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited Actual ## Budget ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated Property taxes 44 $ 8 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ ## Special Assessments 120,587 109,151 112,300 97,784 97,784 97,784 - - - - - - - Transfers in - - - - - - - - - - - - - Other revenue 23,371 22,579 23,708 24,893 26,138 27,445 28,817 - - - - - - Principal on debt (120,000) (120,000) (125,000) (125,000) (130,000) (135,000) (140,000) - - - - - - Interest on debt (23,225) (20,450) (17,463) (14,025) (10,200) (6,225) (2,100) - - - - - - Transfers out - - - - - - - - - - - - - Other expenditures (4,550) (600) (630) (662) (695) (729) (1,766) - - - - - - Net revenue/(expenditures) (3,773) $ (9,312) $ (7,085) $ (17,009) $ (16,972) $ (16,725) $ (115,049) $ - $ - $ - $ - $ - $ - $ ## Cash Balance 626,151 $ 617,837 $ 610,752 $ 593,744 $ 576,771 $ 560,046 $ 444,998 $ 444,998 $ 444,998 $ 444,998 $ 444,998 $ 444,998 $ 444,998 $ Cash Balance as a % of Expenditures 424% 438% 427% 425% 409% 395% 309% 25 ## 2015A G.O. Improvement Bonds 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited Actual ## Budget ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated Property taxes 165,826 $ 169,501 $ 167,540 $ 169,115 $ 164,994 $ 165,243 $ 165,012 $ - $ - $ - $ - $ - $ - $ ## Special Assessments 183,307 172,583 172,100 168,984 167,297 167,297 167,357 - - - - - - Transfers in - - - - - - - - - - - - - Other revenue 25,756 24,868 26,111 27,417 28,788 30,227 31,739 33,325 - - - - - Principal on debt (320,000) (325,000) (335,000) (340,000) (350,000) (355,000) (365,000) (375,000) - - - - - Interest on debt (65,118) (58,588) (51,904) (44,220) (35,508) (26,164) (16,173) (5,531) - - - - - Transfers out - - - - - - - - - - - - - Other expenditures (550) (4,750) (988) (1,037) (1,089) (1,143) (6,200) (2,510) - - - - - Net revenue/(expenditures) (10,779) $ (21,386) $ (22,140) $ (19,741) $ (25,517) $ (19,540) $ (23,265) $ (349,716) $ - $ - $ - $ - $ - $ ## Cash Balance 827,215 $ 807,050 $ 784,910 $ 765,169 $ 739,652 $ 720,112 $ 696,847 $ 347,131 $ 347,131 $ 347,131 $ 347,131 $ 347,131 $ 347,131 $ Cash Balance as a % of Expenditures 214% 208% 202% 199% 191% 188% 180% 91% ## 2016A G.O. Improvement Bonds 2024202520262027202820292030203120322033203420352036 ActualUnaudited ActualBudgetEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimated Property taxes -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ ## Special Assessments 239,940 234,025 225,000 190,031 189,106 188,566 188,558 188,506 - - - - - Transfers in - - - - - - - - - - - - - Other revenue 46,426 45,306 47,571 49,950 52,447 55,070 57,823 60,714 63,750 - - - - Principal on debt (235,000) (240,000) (250,000) (255,000) (260,000) (265,000) (270,000) (275,000) (280,000) - - - - Interest on debt (51,606) (44,481) (38,381) (33,331) (28,181) (22,766) (16,913) (10,438) (3,500) - - - - Transfers out - - - - - - - - - - - - - Other expenditures (495) (575) (5,604) (884) (928) (975) (1,023) (6,074) (2,378) - - - - Net revenue/(expenditures) (735)$ (5,725)$ (21,414)$ (49,234)$ (47,556)$ (45,104)$ (41,554)$ (42,291)$ (222,128)$ -$ -$ -$ -$ Cash Balance1,252,428$ 1,247,759$ 1,226,345$ 1,177,111$ 1,129,556$ 1,084,451$ 1,042,897$ 1,000,606$ 778,478$ 778,478$ 778,478$ 778,478$ 778,478$ Cash Balance as a % of Expenditures436%438%417%407%391%376%362%343%272% ## 2017A G.O. Improvement Bonds 2024202520262027202820292030203120322033203420352036 ActualUnaudited ActualBudgetEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimated Property taxes -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ ## Special Assessments 167,241 159,043 153,600 124,333 124,333 123,684 123,485 123,485 123,508 - - - - Transfers in - - - - - - - - - - - - - Other revenue 29,337 28,671 - - - - - - - - - - - Principal on debt (150,000) (150,000) (155,000) (155,000) (160,000) (165,000) (170,000) (175,000) (180,000) (185,000) - - - Interest on debt (40,150) (37,150) (34,100) (31,000) (27,850) (23,775) (18,750) (13,575) (8,250) (2,775) - - - Transfers out - - - - - - - - - - - - - Other expenditures (495) (575) (604) (5,634) (916) (961) (1,009) (1,060) (6,113) (2,419) - - - Net revenue/(expenditures) 5,933$ (11)$ (36,104)$ (67,301)$ (64,433)$ (66,052)$ (66,275)$ (66,150)$ (70,855)$ (190,194)$ -$ -$ -$ Cash Balance795,732$ 796,100$ 759,996$ 692,695$ 628,263$ 562,211$ 495,936$ 429,786$ 358,930$ 168,737$ 168,737$ 168,737$ 168,737$ Cash Balance as a % of Expenditures417%424%401%361%333%296%261%227%185%89% 26 ## 2018A G.O. CIP & Improvement Bonds 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited Actual ## Budget ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated Property taxes 658,542 $ 658,917 $ 658,355 $ 660,605 $ 658,505 $ 659,555 $ 660,717 $ 657,680 $ 658,055 $ 660,473 $ 658,533 $ 659,185 $ 659,204 $ ## Special Assessments 252,956 194,275 197,200 196,723 196,554 195,580 192,831 192,358 192,358 192,389 - - - Transfers in 219,514 219,639 219,452 220,202 219,502 219,852 220,239 219,227 219,352 220,158 219,511 219,728 219,735 Other revenue 35,785 38,835 40,777 42,816 44,956 47,204 49,564 52,043 54,645 57,377 60,246 63,258 66,421 Principal on debt (590,000) (615,000) (650,000) (680,000) (715,000) (745,000) (775,000) (800,000) (820,000) (845,000) (875,000) (715,000) (740,000) Interest on debt (461,194) (431,069) (399,444) (366,194) (334,894) (305,694) (279,169) (255,544) (231,244) (205,213) (177,263) (150,978) (126,425) Transfers out - - - - - - - - - - - - - Other expenditures (550) (600) (630) (662) (5,695) (979) (1,028) (1,080) (1,134) (6,190) (1,500) (1,575) (1,654) Net revenue/(expenditures) 115,053 $ 64,997 $ 65,710 $ 73,490 $ 63,929 $ 70,518 $ 68,154 $ 64,685 $ 72,033 $ 73,994 $ (115,473) $ 74,618 $ 77,281 $ ## Cash Balance 1,402,470 $ 1,467,593 $ 1,533,303 $ 1,606,793 $ 1,670,722 $ 1,741,240 $ 1,809,394 $ 1,874,079 $ 1,946,111 $ 2,020,105 $ 1,904,633 $ 1,979,251 $ 2,056,532 $ Cash Balance as a % of Expenditures 133% 140% 146% 153% 158% 166% 171% 177% 185% 191% 181% 228% 237% ## 2019A G.O. Improvement Bonds 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited Actual ## Budget ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated Property taxes - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ ## Special Assessments 145,505 123,582 120,100 100,911 100,733 100,663 100,383 98,052 97,672 97,672 97,681 - - Transfers in - - - - - - - - - - - - - Other revenue 18,203 18,627 19,558 20,536 21,563 22,641 23,773 24,962 26,210 27,521 28,897 30,341 - Principal on debt (90,000) (90,000) (95,000) (95,000) (100,000) (100,000) (105,000) (110,000) (110,000) (115,000) (120,000) (120,000) - Interest on debt (36,150) (33,450) (30,675) (27,825) (24,900) (21,900) (18,825) (15,600) (12,300) (8,925) (5,400) (1,800) - Transfers out - - - - - - - - - - - - - Other expenditures (5,495) (575) (604) (634) (666) (5,699) (984) (1,033) (1,085) (1,139) (6,196) (2,506) - Net revenue/(expenses) 32,063 $ 18,184 $ 13,380 $ (2,012) $ (3,269) $ (4,295) $ (652) $ (3,619) $ 497 $ 129 $ (5,018) $ (93,964) $ - $ ## Cash Balance 512,933 $ 531,350 $ 544,730 $ 542,718 $ 539,448 $ 535,153 $ 534,501 $ 530,882 $ 531,380 $ 531,508 $ 526,490 $ 432,526 $ 432,526 $ Cash Balance as a % of Expenditures 390% 428% 431% 440% 430% 419% 428% 419% 431% 425% 400% 348% ## 2020A G.O. Bonds 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited Actual ## Budget ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated Property taxes 448,900 $ 446,000 $ 443,000 $ 444,900 $ 446,600 $ 448,100 $ 444,400 $ - $ - $ - $ - $ - $ - $ ## Special Asessments 272,951 273,622 262,100 261,727 261,714 261,669 261,499 261,418 258,171 256,063 256,063 256,056 - Transfers in - - - - - - - - - - - - - Other revenue 20,950 24,474 25,698 26,983 28,332 29,748 31,236 32,798 34,437 36,159 37,967 39,866 41,859 Principal on debt (570,000) (580,000) (590,000) (595,000) (610,000) (625,000) (640,000) (645,000) (210,000) (210,000) (215,000) (215,000) (220,000) Interest on debt (96,305) (84,805) (73,105) (61,255) (49,205) (36,855) (24,205) (14,580) (10,305) (8,205) (6,080) (3,823) (1,320) Transfers out - - - - - - - - - - - - Other expenditures (500) (5,814) (1,105) (1,160) (1,218) (1,279) (1,343) (6,410) (1,730) (1,817) (1,908) (2,003) (2,103) Net revenue/(expenses) 75,996 $ 73,477 $ 66,588 $ 76,194 $ 76,222 $ 76,384 $ 71,587 $ (371,774) $ 70,573 $ 72,200 $ 71,043 $ 75,096 $ (181,564) $ ## Cash Balance 964,987 $ 1,044,322 $ 1,110,910 $ 1,187,104 $ 1,263,327 $ 1,339,710 $ 1,411,297 $ 1,039,523 $ 1,110,096 $ 1,182,296 $ 1,253,339 $ 1,328,435 $ 1,146,871 $ Cash Balance as a % of Expenditures 145% 156% 167% 181% 191% 202% 212% 156% 500% 537% 562% 602% 513% 27 ## 2024A G.O. Tax Abatement and Improvement Bonds 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited Actual ## Budget ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated Property taxes - $ 623,395 $ 623,100 $ 623,100 $ 623,100 $ 623,100 $ 623,100 $ 1,067,500 $ 1,067,500 $ 1,067,500 $ 1,067,500 $ 1,067,500 $ 1,067,500 $ ## Special Assessments 435,560 369,843 303,500 295,056 295,056 294,774 292,932 291,613 291,092 290,070 289,209 283,908 281,511 Transfers in 682,401 - - - - - - - - - - - - Other revenue - 17,870 18,764 19,702 20,687 21,721 22,807 23,948 25,145 26,402 27,722 29,108 30,564 Principal on debt - (175,000) (145,000) (155,000) (410,000) (420,000) (430,000) (435,000) (795,000) (835,000) (875,000) (920,000) (970,000) Interest on debt - (848,016) (669,538) (662,038) (647,913) (627,163) (605,913) (584,288) (553,538) (512,788) (470,038) (425,163) (377,913) Transfers out - - - - - - - - - - - - - Other expenditures (196,156) (550) (578) (606) (637) (5,669) (952) (1,000) (1,050) (1,102) (6,157) (1,465) (1,538) Net revenue/(expenses) 921,805 $ (12,458) $ 130,249 $ 120,214 $ (119,706) $ (113,236) $ (98,025) $ 362,774 $ 34,150 $ 35,083 $ 33,236 $ 33,889 $ 30,125 $ ## Cash Balance 918,345 $ 908,939 $ 1,039,188 $ 1,159,401 $ 1,039,695 $ 926,459 $ 828,434 $ 1,191,208 $ 1,225,357 $ 1,260,440 $ 1,293,677 $ 1,327,566 $ 1,357,691 $ Cash Balance as a % of Expenditures 468% 89% 127% 142% 98% 88% 80% 117% 91% 93% 96% 99% 101% ## 2025A G.O. Utility Revenue Bonds: Water Tower Portion 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited Actual ## Budget ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated Transfers in - Trunk Water & Sewer (Fund 474) - $ - $ 312,086 $ 469,266 $ 469,796 $ 469,828 $ 474,361 $ 468,646 $ 472,071 $ 469,872 $ 472,051 $ 473,608 $ 469,793 $ Other revenue - - - - - - - - - - - - - Principal on debt - - - (185,000) (195,000) (205,000) (215,000) (225,000) (240,000) (250,000) (265,000) (275,000) (290,000) Interest on debt - - (311,511) (283,663) (274,163) (264,163) (253,663) (242,663) (231,038) (218,788) (205,913) (192,413) (178,288) Transfers out - - - - - - - - - - - - - Other expenditures - - (575) (604) (634) (666) (5,699) (984) (1,033) (1,085) (1,139) (6,196) (1,506) Net revenue/(expenses) - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ ## Cash Balance - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ Cash Balance as a % of Expenditures 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% ## 2026A G.O. Sales Tax Revenue Bonds : Pending 2024202520262027202820292030203120322033203420352036 ActualUnaudited ActualBudgetEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimated Property taxes -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Local option sales tax - - 5,606,016 8,841,939 9,018,778 9,199,153 9,383,136 7,371,659 - - - - - Other revenue - - - 168,180 391,297 525,706 669,743 823,683 921,874 802,063 678,811 552,008 421,593 Principal on debt - - - - (3,580,000) (3,680,000) (3,790,000) (3,905,000) (4,030,000) (4,160,000) (4,300,000) (4,450,000) (4,610,000) Interest on debt - - - (1,572,302) (1,349,148) (1,242,954) (1,130,871) (1,011,562) (884,564) (749,392) (604,457) (447,993) (279,190) Transfers out - - - - - - - - - - - - - Other expenditures - - - (600) (630) (662) (695) (5,729) (1,016) (1,067) (1,120) (1,176) (6,235) Net revenue/(expenses) -$ -$ 5,606,016$ 7,437,218$ 4,480,297$ 4,801,243$ 5,131,314$ 3,273,051$ (3,993,706)$ (4,108,395)$ (4,226,766)$ (4,347,160)$ (4,473,831)$ Cash Balance-$ -$ 5,606,016$ 13,043,234$ 17,523,530$ 22,324,773$ 27,456,087$ 30,729,138$ 26,735,432$ 22,627,037$ 18,400,271$ 14,053,111$ 9,579,279$ Cash Balance as a % of Expenditures829%355%453%558%624%544%461%375%287%196% 28 ## Schedule of Annual Fund Cash Balances ## The Schedule of Annual Fund Cash Balances presents projected year-end cash balances by individual fund and provides a detailed view of the City’s liquidity position over the planning horizon. The schedule reflects cumulative cash outcomes resulting from adopted budgets, expenditure timing, and financing activity and highlights differences in cash behavior across operating, capital, debt service, enterprise, and internal service funds. Actual results for 2024 and 2025 provide a reliable baseline for evaluating projected trends in subsequent years. The General Fund represents the City’s primary source of operating liquidity. In 2025 (actual), the General Fund ended the year with a cash balance of approximately $27.5 million, compared to approximately $23.4 million in 2024. This increase of approximately $4.1 million, or 17.5 percent, indicates that cash inflows exceeded cash outflows during the year and that the City entered 2026 with an improved liquidity position. Following 2025, the schedule shows General Fund cash balances stabilizing at approximately $27.1 million annually. The stabilization of balances indicates that projected revenues and expenditures are closely aligned, resulting in structurally balanced operations rather than ongoing accumulation or drawdown of cash. Although General Fund cash as a percentage of expenditures declines gradually over the planning period due to expenditure growth, the schedule shows that absolute cash balances remain stable and positive in all years, indicating continued capacity to manage short-term cash flow variability. Capital-related funds shown in the schedule exhibit substantially greater volatility in cash balances than operating funds. This volatility reflects the episodic nature of capital expenditures, which occur in large increments tied to project execution rather than evenly throughout the year. As shown in the schedule, several individual capital funds experience negative year-end cash balances in select years. These negative balances indicate that cumulative cash outflows exceeded cumulative cash inflows within those specific funds at year-end. The magnitude and timing of negative balances vary by fund and year, reflecting differences in capital spending patterns. Importantly, the schedule shows that negative cash balances are isolated to specific capital funds. Debt service funds shown in the schedule maintain positive cash balances in all years presented. Cash balances fluctuate modestly over the planning horizon based on the timing of scheduled principal and interest payments and the maturity of individual bond issues, but remain well above zero in all periods. The stability of debt service fund cash balances indicates that the cash resources reflected in the schedule are sufficient to meet all scheduled debt service obligations without liquidity stress. As debt service requirements decline in the later years of the planning horizon, cash balances stabilize, reflecting reduced annual payment obligations and the retirement of individual bond issues. The absence of negative balances in any debt service fund confirms that debt-related cash demands are consistently supported by available resources, as reflected in the schedule. Enterprise and internal service funds display mostly positive and generally increasing cash balances over the planning horizon. In the actual years presented, these funds maintain positive liquidity, and projected balances trend upward in subsequent years, with the exception of the Storm Water Utility Fund. The growth in enterprise and internal service fund cash balances indicates that cash inflows exceed cash outflows within these funds. From a liquidity perspective, the schedule shows that these funds provide a stable and strengthening cash position that contributes to overall financial resilience. The schedule demonstrates that the City’s liquidity position remains strong at the aggregate level, despite variability within individual funds. Negative cash balances occur only within certain capital-related and enterprise funds. These negative balances coexist with stable and positive cash balances in the General Fund, debt service funds, and enterprise and internal service funds. The schedule indicates that liquidity risk is concentrated at the individual fund level rather than at the City-wide level. 29 ## Trend Indicator Adequate for reserve levels Adequate as of prior year but balances decrease, watch Below targeted reserve levels and should have a plan to address The fund has events in the future that need addressing now 2024202520262027202820292030203120322033203420352036 ActualUnaudited Actual EstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimated ## AmountsAmountsAmountsAmountsAmountsAmountsAmountsAmountsAmountsAmountsAmountsAmountsAmountsTrend ## GOVERNMENT-TYPE ## General Operations 101 General23,446,276$ 27,527,352$ 27,057,352$ 27,057,352$ 27,057,352$ 27,057,352$ 27,057,352$ 27,057,352$ 27,057,352$ 27,057,352$ 27,057,352$ 27,057,352$ 27,057,352$ ## Debt Service 947 ## 2013B Parks & Open Space Refunding Bonds - - - - - - - - - - - - - 955 ## 2012A G.O Improvement & Refunding Bonds 869,975 845,259 825,909 794,828 704,394 704,394 704,394 704,394 704,394 704,394 704,394 704,394 704,394 956 ## 2013A G.O Tax Abatement Bonds 1,372,320 1,408,733 1,500,593 1,599,637 1,694,910 1,796,245 1,903,968 2,008,095 2,118,798 2,226,104 2,339,868 1,442,055 1,442,055 957 ## 2014A G.O Improvement & Refunding Bonds 626,151 617,837 610,752 593,744 576,771 560,046 444,998 444,998 444,998 444,998 444,998 444,998 444,998 958 ## 2015A G.O Improvement Bonds 827,215 807,050 784,910 765,169 739,652 720,112 696,847 347,131 347,131 347,131 347,131 347,131 347,131 959 ## 2016A G.O Improvement Bonds 1,252,428 1,247,759 1,226,345 1,177,111 1,129,556 1,084,451 1,042,897 1,000,606 778,478 778,478 778,478 778,478 778,478 960 ## 2017A G.O Improvement Bonds 795,732 796,100 759,996 692,695 628,263 562,211 495,936 429,786 358,930 168,737 168,737 168,737 168,737 961 ## 2018A G.O. CIP & Improvement Bonds 1,402,470 1,467,593 1,533,303 1,606,793 1,670,722 1,741,240 1,809,394 1,874,079 1,946,111 2,020,105 1,904,633 1,979,251 2,056,532 962 ## 2019A G.O Improvement Bonds 512,933 531,350 544,730 542,718 539,448 535,153 534,501 530,882 531,380 531,508 526,490 432,526 432,526 963 ## 2020A G.O Bonds 964,987 1,044,322 1,110,910 1,187,104 1,263,327 1,339,710 1,411,297 1,039,523 1,110,096 1,182,296 1,253,339 1,328,435 1,146,871 965 ## 2024A G.O Tax Abatement & Improvement Bonds 918,345 908,939 1,039,188 1,159,401 1,039,695 926,459 828,434 1,191,208 1,225,357 1,260,440 1,293,677 1,327,566 1,357,691 966 ## 2025A G.O. Bonds: Water Tower Portion - - - - - - - - - - - - - ## 9672026A G.O. Sales Tax Revenue Bonds: Pending - - 5,606,016 13,043,234 17,523,530 22,324,773 27,456,087 30,729,138 26,735,432 22,627,037 18,400,271 14,053,111 9,579,279 ## Subtotal 9,542,556 9,674,942 15,542,652 23,162,435 27,510,268 32,294,796 37,328,752 40,299,838 36,301,104 32,291,227 28,162,014 23,006,681 18,458,691 ## City of Woodbury, Minnesota ## Schedule of Annual Fund Cash Balances For the Years Ended December 31, 2024 (Actual) and 2025 to 2036 (Estimated) 30 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited Actual ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Trend ## Capital Projects 421 ## Capital Improvement 16,717,594 17,594,955 14,704,163 12,676,971 9,826,215 8,281,761 9,712,586 6,712,825 5,623,194 4,713,313 9,375,996 9,035,975 8,931,677 498 ## Development Construction 16,894,697 18,597,666 19,394,684 20,197,041 21,004,712 21,817,669 22,635,881 23,459,314 24,287,932 25,121,695 25,960,561 26,804,483 27,653,412 499 ## Street Reconstruction/Maintenance 13,298,640 12,368,111 21,523,317 18,964,338 18,874,022 18,339,180 16,762,281 15,895,104 15,673,114 13,533,441 5,250,656 647,312 (3,611,756) 401 ## Park Dedication 5,936,045 6,812,806 6,785,006 7,151,106 4,817,547 5,243,249 5,652,753 4,964,940 4,257,960 3,531,312 2,784,483 2,016,948 1,228,171 402 ## Parks & Trail Replacement 3,448,171 4,346,585 4,029,585 4,256,848 1,919,523 3,810,925 3,350,944 3,245,450 6,514,643 9,585,554 12,767,672 15,945,570 19,905,627 420 ## Community Investment 16,918,991 188,109 1,608,109 2,920,840 3,182,401 3,453,556 3,734,608 4,025,874 4,146,651 4,271,050 4,399,182 4,531,157 4,667,092 425 ## Municipal State Aid Roadway Construction 14,139,444 12,971,632 - - - - - - - - - - - 426/427/428 ## Major Roadway Special Assessment Phase II 24,970,734 23,023,604 22,224,389 19,153,947 12,744,242 9,662,095 10,027,535 8,712,187 7,357,379 4,458,037 1,471,715 (1,604,197) (4,724,261) 438 ## TIF District 13 Quarry Ridge Senior Housing 720,161 887,234 1,060,467 - - - - - - - - - - 440 ## TIF District 15 Valley Creek Redevelopment 18,739 5,064 3,309 1,501 (361) (2,268) (4,175) (6,082) (7,989) (9,896) (11,803) (13,710) (15,617) 461 ## Public Safety Expansion 260,990 5,276,795 - - - - - - - - - - - 468 ## Tax Abatement Plan I-94 Region 1,512,691 893,333 1,796,365 2,550,256 1,321,764 435,767 - - - - - - - 477 ## Central District Trunk Storm Sewer 22,064,487 22,448,588 21,914,442 21,014,271 20,362,095 18,410,354 19,145,060 16,861,808 16,029,059 15,171,326 14,287,862 13,377,894 12,440,627 474 ## Trunk Water & Sanitary Sewer 23,684,017 28,623,701 30,624,648 30,383,443 30,749,471 34,271,448 35,764,552 38,853,164 40,486,009 42,170,039 43,902,410 45,685,196 47,525,280 ## Subtotal 160,585,401 154,038,183 145,668,483 139,270,562 124,801,632 123,723,736 126,782,026 122,724,586 124,367,953 122,545,873 120,188,734 116,426,628 114,000,253 ## Total - Governmental-Type Funds 193,574,233 191,240,477 188,268,487 189,490,349 179,369,252 183,075,884 191,168,130 190,081,775 187,726,409 181,894,452 175,408,100 166,490,660 159,516,295 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited Actual ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Trend 720 ## Internal Service Fund - Risk Management 2,228,450 2,623,770 2,733,870 2,733,870 2,733,870 2,733,870 2,733,870 2,733,870 2,733,870 2,733,870 2,733,870 2,733,870 2,733,870 ## Total - Internal Service Funds 2,228,450 2,623,770 2,733,870 2,733,870 2,733,870 2,733,870 2,733,870 2,733,870 2,733,870 2,733,870 2,733,870 2,733,870 2,733,870 ## BUSINESS-TYPE ## Enterprise Funds 601/605 ## Water & Sewer Utility 38,514,974 61,793,221 61,664,526 53,601,183 47,966,713 52,094,400 59,187,462 66,550,428 70,960,544 77,688,598 85,315,033 92,087,245 105,845,897 625 ## Storm Water Utility 2,120,944 2,481,582 2,084,382 630,225 237,327 (1,227,129) (1,255,342) (1,614,253) (2,277,603) (2,813,795) (3,720,880) (4,041,535) (4,168,045) 635 ## Street Lighting Operation 1,461,617 1,822,085 2,034,085 2,266,418 2,535,286 2,822,263 2,803,397 3,120,037 3,457,803 3,817,911 4,201,641 4,610,342 5,045,437 640 ## Sports Center 1,657,156 2,356,642 2,549,242 2,956,677 3,317,109 3,687,488 3,911,851 4,146,755 3,622,885 2,364,727 1,713,043 1,710,772 1,901,653 650 ## Eagle Valley Golf Course 1,872,504 2,308,611 2,886,411 2,411,855 2,683,773 2,886,087 3,160,960 2,883,506 3,140,365 3,222,149 3,208,263 3,099,434 2,420,271 ## Total - Business-type Funds 45,627,195 70,762,141 71,218,646 61,866,358 56,740,208 60,263,109 67,808,327 75,086,473 78,903,995 84,279,590 90,717,100 97,466,259 111,045,213 ## Grand Total - City 241,429,878 $ 264,626,388 $ 262,221,003 $ 254,090,577 $ 238,843,331 $ 246,072,863 $ 261,710,327 $ 267,902,118 $ 269,364,275 $ 268,907,912 $ 268,859,070 $ 266,690,789 $ 273,295,379 $ ## INTERNAL SERVICE ## City of Woodbury, Minnesota ## Schedule of Annual Fund Cash Balances For the Years Ended December 31, 2024 (Actual) and 2025 to 2036 (Estimated) 31 ## Schedule of Property Taxes Levied and Tax Rates The schedule of property taxes levied and tax rates presents the City’s property taxes levied by year and the corresponding City tax rates. The schedule provides insight into the pace and composition of levy growth, the interaction between levy decisions and tax rate outcomes, and the affordability implications of funding ongoing operations, capital investment, and debt service through property taxes. Actual results for 2024 and 2025 establish a baseline against which projected levy and tax rate trends are evaluated. In 2024, the City’s property tax levy supported General Fund operations, debt service requirements, and capital-related transfers. In 2025 (actual), total General Fund property tax levy increased to approximately $40.4 million, reflecting adopted levy decisions aligned with actual operating expenditures and service demands. This increase represents a meaningful year-over-year change and reflects inflationary pressures, personnel cost growth, and service level requirements associated with a full-service suburban city. The 2025 actual levy demonstrates the City’s policy of maintaining structurally balanced operations, with levy growth calibrated to fund ongoing services rather than to accumulate excess fund balance. The schedule shows that levy increases in the actual period were intentional and policy-driven, rather than reactive or one-time in nature. The schedule reflects that the total property tax levy is comprised of multiple components, including levies for General Fund operations, debt service, and capital purposes. While individual component amounts vary by year, the schedule indicates that the General Levy remains the primary driver of total levy growth over time. Debt service levies vary based on scheduled principal and interest payments and decline over time as bond issues mature. As debt service requirements decrease, the schedule shows that levy capacity becomes available for potential reallocation to other purposes, contributing to a smoother overall levy trajectory. Capital-related levies and transfers are applied strategically to support infrastructure investment while reducing reliance on additional borrowing. The City tax rate reflected in the schedule represents the relationship between the total property tax levy and the City’s tax capacity. While levy levels increase over the planning period, the schedule shows that tax rate changes are gradual rather than abrupt, indicating that levy growth is phased in over time and moderated by changes in valuation and tax capacity. Actual tax rate outcomes in 2024 and 2025 reflect the interaction between levy growth and the underlying tax base. Despite the increase in the levy in 2025, tax rate impacts remained manageable, demonstrating that levy decisions were aligned with the City’s capacity to absorb additional tax burden without creating volatility for taxpayers. The schedule does not indicate sharp year-over-year rate spikes, reinforcing the City’s emphasis on predictability and affordability. In later years, the schedule reflects modest upward pressure on tax rates as levy growth associated with operating costs and capital investment exceeds conservative assumptions for tax base growth. Importantly, these increases occur incrementally and are spread over multiple years, supporting long-term affordability. The schedule focuses on levies and tax rates and does not present cash balance information. As such, negative cash balances are not directly reflected in this schedule. However, the levy levels shown are sufficient to fund the purposes for which they are imposed, and the schedule does not indicate the need for unscheduled levy increases or emergency adjustments due to liquidity constraints. The stability of levy growth and tax rate trends suggests that property tax revenues are structured to support the City’s financial obligations without creating undue cash flow stress. 32 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Levied ## Levied ## Budgeted ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Amounts ## Property Taxes Levied for General Purposes 101 ## General 36,993,942 $ 40,391,410 $ 44,921,591 $ 48,411,755 $ 51,571,730 $ 54,916,612 $ 57,999,692 $ 60,715,682 $ 63,545,747 $ 66,494,541 $ 69,609,135 $ 72,894,572 $ 76,587,663 $ ## Subtotal 36,993,942 40,391,410 44,921,591 48,411,755 51,571,730 54,916,612 57,999,692 60,715,682 63,545,747 66,494,541 69,609,135 72,894,572 76,587,663 ## Property Taxes Levied for Capital 421 ## Capital Improvement 2,637,649 3,019,531 3,170,508 3,329,033 3,495,485 3,670,259 3,853,772 4,046,461 4,248,784 4,461,223 4,684,284 4,918,499 5,164,423 499 ## Street Reconstruction/Maintenance 4,525,200 4,774,086 5,036,661 5,313,677 5,605,930 5,914,256 6,239,540 6,582,714 6,944,764 7,326,726 7,729,696 8,154,829 8,603,345 402 ## Parks & Trail Replacement 728,000 728,000 728,000 728,000 728,000 728,000 728,000 728,000 764,400 802,620 842,751 884,889 929,133 420 ## Community Investment 312,864 - - - - - - - - - - - - 468 Frontage Road/I94 On-Ramp tax abatement tax levy 264,800 306,525 449,867 300,000 315,000 330,750 - - - - - - - ## Subtotal 8,468,513 8,828,142 9,385,036 9,670,711 10,144,415 10,643,265 10,821,312 11,357,175 11,957,948 12,590,569 13,256,731 13,958,216 14,696,901 ## Property Taxes Levied for Debt Service 947 ## MV ## 2013B Parks & Open Space Refunding Bonds 623,100 - - - - - - - - - - - - 956 ## 2013A G.O Tax Abatement Bonds 1,014,109 1,010,608 1,010,634 1,011,833 1,012,134 1,011,534 1,015,034 1,012,484 1,014,034 1,014,534 1,013,984 - - 958 ## 2015A G.O Improvement Bonds 165,826 169,501 167,540 169,115 164,994 165,243 165,012 - - - - - - 961 ## 2018A G.O. CIP & Improvement Bonds 658,542 658,917 658,355 660,605 658,505 659,555 660,717 657,680 658,055 660,473 658,533 659,185 659,204 963 ## 2020A G.O Bonds 448,900 446,000 443,000 444,900 446,600 448,100 444,400 - - - - - - 965 ## 2024A G.O Tax Abatement & Improvement Bonds - 623,100 623,100 623,100 623,100 623,100 623,100 1,067,500 1,067,500 1,067,500 1,067,500 1,067,500 1,067,500 ## Subtotal 2,910,477 2,908,126 2,902,629 2,909,553 2,905,333 2,907,532 2,908,263 2,737,664 2,739,589 2,742,507 2,740,017 1,726,685 1,726,704 ## Total Taxes Levied 48,372,932 52,127,678 57,209,256 60,992,019 64,621,478 68,467,409 71,729,267 74,810,522 78,243,284 81,827,617 85,605,883 88,579,473 93,011,268 ## Less: Value of Market Value Levies (623,100) - - - - - - - - - - - - Less: Distribution from fiscal disparities (3,252,148) (3,489,606) (4,113,968) (4,401,946) (4,710,082) (5,039,788) (5,392,573) (5,770,053) (6,173,957) (6,606,134) (7,068,563) (7,563,362) (8,092,798) ## City Net Tax Capacity Levy 44,497,684 $ 48,638,072 $ 53,095,288 $ 56,590,073 $ 59,911,396 $ 63,427,621 $ 66,336,694 $ 69,040,469 $ 72,069,327 $ 75,221,483 $ 78,537,320 $ 81,016,111 $ 84,918,470 $ ## City of Woodbury, Minnesota ## Schedule of Property Taxes Levied and Tax Rates For the Years Ended December 31, 2024 (Actual) and 2025 to 2036 (Estimated) 33 2024202520262027202820292030203120322033203420352036 LeviedLeviedBudgetedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimated ## AmountsAmountsAmountsAmountsAmountsAmountsAmountsAmountsAmountsAmountsAmountsAmountsAmounts ## Tax Capacity Personal and Real Estate174,515,212$ 171,628,625$ 176,557,184$ 182,786,160$ 189,004,825$ 195,219,715$ 201,437,164$ 207,663,309$ 214,159,107$ 220,425,444$ 226,717,950$ 233,042,106$ 239,403,256$ ## Estimated New Growth-1.65%2.87%3.53%3.40%3.29%3.18%3.09%3.13%2.93%2.85%2.79%2.73% Less: Contribution to fiscal disparities(13,055,160) (15,311,451) (15,703,419) (16,802,658) (17,978,844) (19,237,364) (20,583,979) (22,024,857) (23,566,598) (25,216,259) (26,981,398) (28,870,095) (30,891,002) Less: Tax Increment(242,420) (238,560) (222,550) (218,099) (213,737) (209,462) (205,273) (201,168) (42,345) (42,345) (42,345) (42,345) (42,345) Adjusted net tax capacity161,217,632$ 156,078,614$ 160,631,215$ 165,765,403$ 170,812,243$ 175,772,890$ 180,647,912$ 185,437,284$ 190,550,164$ 195,166,839$ 199,694,207$ 204,129,666$ 208,469,909$ Market Value (for taxes payable year) Market Value - Referendum (for tax rates)14,870,589,100$ 14,709,749,100$ 15,157,581,000$ 15,615,006,263$ 16,086,019,392$ 16,571,034,768$ 17,070,478,865$ 17,584,790,633$ 18,114,421,883$ 18,659,837,695$ 19,221,516,823$ 19,799,952,125$ 20,395,650,996$ Percentage growth11.92%-1.08%3.04%3.02%3.02%3.02%3.01%3.01%3.01%3.01%3.01%3.01%3.01% Fiscal disparity distribution tax capacity11,371,49312,576,19513,201,64114,125,75615,114,55916,172,57817,304,65818,515,98419,812,10321,198,95122,682,87724,270,67925,969,626 ## Tax Rates ## General21.1%24.1%26.0%27.1%28.0%28.9%29.7%30.2%30.7%31.3%32.0%32.7%33.5% ## Capital4.8%5.3%5.4%5.4%5.5%5.6%5.5%5.7%5.8%5.9%6.1%6.3%6.4% ## Debt1.7%1.7%1.7%1.6%1.6%1.5%1.5%1.4%1.3%1.3%1.3%0.8%0.8% ## Total City Levy Tax Rate 27.6%31.2%33.1%34.1%35.1%36.1%36.7%37.2%37.8%38.5%39.3%39.7%40.7% ## Total Market Value Tax Rate 0.00419%0.00000%0.00000%0.00000%0.00000%0.00000%0.00000%0.00000%0.00000%0.00000%0.00000%0.00000%0.00000% Population81,347 82,490 83,994 85,027 86,061 87,094 88,128 89,450 90,792 92,154 93,536 94,939 96,363 Taxes per Capita595 632 681 717 751 786 814 836 862 888 915 933 965 ## Tax Levy ($) General36,993,942$ 40,391,410$ 44,921,591$ 48,411,755$ 51,571,730$ 54,916,612$ 57,999,692$ 60,715,682$ 63,545,747$ 66,494,541$ 69,609,135$ 72,894,572$ 76,587,663$ Capital8,468,513 8,828,142 9,385,036 9,670,711 10,144,415 10,643,265 10,821,312 11,357,175 11,957,948 12,590,569 13,256,731 13,958,216 14,696,901 Debt2,910,477 2,908,126 2,902,629 2,909,553 2,905,333 2,907,532 2,908,263 2,737,664 2,739,589 2,742,507 2,740,017 1,726,685 1,726,704 ## TOTAL LEVY 48,372,932$ 52,127,678$ 57,209,256$ 60,992,019$ 64,621,478$ 68,467,409$ 71,729,267$ 74,810,522$ 78,243,284$ 81,827,617$ 85,605,883$ 88,579,473$ 93,011,268$ ## Tax Levy (%) ## General76%77.5%78.5%79.4%79.8%80.2%80.9%81.2%81.2%81.3%81.3%82.3%82.3% ## Capital18%16.9%16.4%15.9%15.7%15.5%15.1%15.2%15.3%15.4%15.5%15.8%15.8% ## Debt6%5.6%5.1%4.8%4.5%4.2%4.1%3.7%3.5%3.4%3.2%1.9%1.9% ## General Fund Percentage Change in Levy (%) 11.6%9.2%11.2%7.8%6.5%6.5%5.6%4.7%4.7%4.6%4.7%4.7%5.1% ## TOTAL Fund Percentage Change in Levy (%) 8.8%7.8%9.7%6.6%6.0%6.0%4.8%4.3%4.6%4.6%4.6%3.5%5.0% For the Years Ended December 31, 2024 (Actual) and 2025 to 2036 (Estimated) ## City of Woodbury, Minnesota ## Schedule of Property Taxes Levied and Tax Rates 34 ## Schedule of Outstanding Debt The schedule of outstanding debt presents the City’s outstanding general obligation debt balances by year and provides insight into long-term debt trends, repayment progress, and the resulting implications for financial flexibility. The schedule reflects the cumulative impact of historical capital financing decisions, as well as the issuance of additional long-term debt in 2026 and demonstrates how scheduled principal repayments reduce outstanding obligations over time. Beginning in 2026, the schedule reflects the issuance of additional general obligation debt to finance the public safety building expansion. This new debt is layered into the existing repayment structure and increases total outstanding balances relative to 2025 levels. The additional 2026 debt extends the maturity profile modestly but is aligned with the useful life of the underlying assets and with the City’s established debt management practices. Several legacy bond issues reach final maturity over the next ten years, resulting in a front-loaded reduction in total outstanding debt during the early years of the plan. As these bonds mature, scheduled principal repayments offset the impact of the new issuance, and total outstanding balances resume a downward trend. Annual principal payments vary by bond issue and year, generally ranging from approximately $90,000 to over $900,000 per issue, depending on the size and structure of each bond. Interest costs decline in parallel with principal balances, moderating long-term debt service requirements even with the additional debt in place. By the later years of the planning horizon, only a limited number of bond issues remain outstanding. The schedule reflects no residual balances following bond retirement, indicating that all debt obligations, are fully amortized as scheduled and that no balloon payments or deferred principal structures are embedded in the City’s debt portfolio. The outstanding debt trends shown in the schedule have several important financial implications. First, while the 2026 debt issuance temporarily increases outstanding balances, the overall trajectory remains manageable and consistent with long-term financial sustainability. As principal balances decline following the issuance, the City’s fixed-cost exposure related to debt service decreases, supporting future budgetary and levy flexibility. Second, the disciplined repayment structure preserves the City’s capacity to address future capital needs without placing undue pressure on property taxes or cash resources. From a cash-flow perspective, the schedule does not indicate any years in which outstanding debt levels, including the additional 2026 obligations, would create liquidity stress. The schedule focuses on outstanding debt balances rather than fund-level cash positions. Accordingly, negative cash balances are not reflected in this schedule. However, the predictable repayment of both existing and newly issued debt reduces the likelihood of future cash pressure related to debt service. As outstanding balances decline following the 2026 issuance, required principal and interest payments moderate over time, reducing the draw on available cash resources and supporting stable debt service fund balances. Overall, the schedule supports the conclusion that outstanding debt levels are well below the legal debt limit and the City’s debt program remains structured in a manner consistent with long-term financial sustainability. The planned issuance reflects a deliberate use of debt as a financing tool for long-lived assets, balanced by conservative amortization practices and a continued emphasis on declining long-term obligations. 35 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Original ## Issue ## Maturity ## Interest ## Actual ## Estimated ## Estimated ## Estimated ## Estimated ## Actual ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Fund ## Issue ## Issue ## Date ## Date ## Rate ## Balance ## Balance ## Balance ## Balance ## Balance ## Balance ## Balance ## Balance ## Balance ## Balance ## Balance ## Balance ## Balance ## GOVERNMENT-TYPE ## General Obligation Bonds 955 ## 2012A G.O Improvement & Refunding Bonds 6,110,000 6/19/2012 2/1/2028 1.00-2.00% 480,000 $ 365,000 $ 245,000 $ 125,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 956 ## 2013A G.O Tax Abatement Bonds 16,015,000 2/14/2013 2/1/2035 2.00-3.00% 11,640,000 10,715,000 9,775,000 8,815,000 7,825,000 6,805,000 5,755,000 4,670,000 3,555,000 2,405,000 1,220,000 - - 957 ## 2014A G.O Improvement & Refunding Bonds 3,070,000 11/4/2014 2/1/2030 2.25-3.00% 775,000 655,000 530,000 405,000 275,000 140,000 - - - - - - - 958 ## 2015A G.O Improvement Bonds 4,800,000 6/3/2015 2/1/2031 2.00-3.00% 2,445,000 2,120,000 1,785,000 1,445,000 1,095,000 740,000 375,000 - - - - - - 959 ## 2016A G.O Improvement Bonds 3,595,000 7/6/2016 2/1/2032 2.00-3.00% 2,095,000 1,855,000 1,605,000 1,350,000 1,090,000 825,000 555,000 280,000 - - - - - 960 ## 2017A G.O Improvement Bonds 2,345,000 8/7/2017 2/1/2033 2.00-3.00% 1,495,000 1,345,000 1,190,000 1,035,000 875,000 710,000 540,000 365,000 185,000 - - - - 961 ## 2018A G.O. CIP & Improvement Bonds 14,495,000 9/13/2018 2/1/2040 3.00-5.00% 12,200,000 11,585,000 10,935,000 10,255,000 9,540,000 8,795,000 8,020,000 7,220,000 6,400,000 5,555,000 4,680,000 3,965,000 3,225,000 962 ## 2019A G.O Improvement Bonds 1,500,000 5/30/2019 2/1/2035 1.00-2.00% 1,160,000 1,070,000 975,000 880,000 780,000 680,000 575,000 465,000 355,000 240,000 120,000 - - 963 ## 2020A G.O Bonds 7,015,000 12/30/2020 2/1/2036 1.00-2.00% 5,355,000 4,775,000 4,185,000 3,590,000 2,980,000 2,355,000 1,715,000 1,070,000 860,000 650,000 435,000 220,000 - 965 ## 2024A G.O Tax Abatement & Improvement Bonds 14,690,000 5/1/2024 2/1/2044 3.625-5.00% 14,690,000 14,515,000 14,370,000 14,215,000 13,805,000 13,385,000 12,955,000 12,520,000 11,725,000 10,890,000 10,015,000 9,095,000 8,125,000 966 ## 2025A G.O. Bonds: Water Tower Portion 6,110,000 7/2/2025 2/1/2046 4.00-5.00% - 6,110,000 6,110,000 5,925,000 5,730,000 5,525,000 5,310,000 5,085,000 4,845,000 4,595,000 4,330,000 4,055,000 3,765,000 967 ## 2026A G.O. Sales Tax Revenue Bonds: Pending 41,295,000 6/24/2026 2/1/2037 2.90-4.00% 41,295,000 41,295,000 37,715,000 34,035,000 30,245,000 26,340,000 22,310,000 18,150,000 13,850,000 9,400,000 4,790,000 ## Total G.O. Bonds 121,040,000 52,335,000 55,110,000 93,000,000 89,335,000 81,710,000 73,995,000 66,045,000 58,015,000 50,235,000 42,485,000 34,650,000 26,735,000 19,905,000 ## BUSINESS-TYPE ## General Obligation Revenue Bonds 601 ## 25A General Obligation Bonds 8,145,000 7/2/2025 2/1/2046 4.00-5.00% - 8,145,000 8,145,000 7,895,000 7,635,000 7,360,000 7,070,000 6,770,000 6,455,000 6,120,000 5,770,000 5,400,000 5,015,000 ## Total G.O. Revenue Bonds 8,145,000 - 8,145,000 8,145,000 7,895,000 7,635,000 7,360,000 7,070,000 6,770,000 6,455,000 6,120,000 5,770,000 5,400,000 5,015,000 ## Total All Funds 129,185,000 $ 52,335,000 $ 63,255,000 $ 101,145,000 $ 97,230,000 $ 89,345,000 $ 81,355,000 $ 73,115,000 $ 64,785,000 $ 56,690,000 $ 48,605,000 $ 40,420,000 $ 32,135,000 $ 24,920,000 $ ## Population 81,347 82,490 83,994 85,027 86,061 87,094 88,128 89,450 90,792 92,154 93,536 94,939 96,363 ## Debt Per Capita - total 643.36 $ 766.82 $ 1,204.19 $ 1,143.52 $ 1,038.16 $ 934.11 $ 829.65 $ 724.26 $ 624.40 $ 527.43 $ 432.13 $ 338.48 $ 258.61 $ ## City of Woodbury, Minnesota ## Outstanding Debt Schedule For the Years Ended December 31, 2024 (Actual) and 2025 to 2036 (Estimated) The City anticipates issuing approximately $12 million in debt in 2027 for water/sewer capital expenditures. 36 ## Capital Improvement Schedules The capital improvement financial schedules presented below provide a consolidated view of the City of Woodbury’s long-term infrastructure investment strategy and the associated financing framework. These schedules integrate planned capital expenditures, funding sources, and resulting cash flows across both governmental and enterprise capital funds, demonstrating how the City balances reinvestment in infrastructure with long-term affordability and financial sustainability. 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited ## Actual ## Budget ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Revenues Property taxes 2,637,649 $ 3,019,531 $ 3,170,508 $ 3,329,033 $ 3,495,485 $ 3,670,259 $ 3,853,772 $ 4,046,461 $ 4,248,784 $ 4,461,223 $ 4,684,284 $ 4,918,499 $ 5,164,423 $ Interest on investments 1,195,045 1,063,588 190,000 441,125 380,309 294,786 248,453 291,378 201,385 168,696 141,399 281,280 271,079 Intergovernmental revenue 107,046 1,013,712 45,000 - - - - - - - 650,000 - - ## Miscellaneous - 8,593 - - - - - - - - - - - ## Total Revenues 3,939,740 5,105,424 3,405,508 3,770,158 3,875,794 3,965,046 4,102,225 4,337,838 4,450,169 4,629,919 5,475,684 5,199,778 5,435,503 ## Expenditures Capital related expenditures 62,350 71,550 59,500 31,400 77,600 59,800 59,800 13,000 59,800 59,800 Capital outlay 4,638,083 8,585,707 8,112,000 6,235,000 7,155,000 5,950,000 3,140,000 7,760,000 5,980,000 5,980,000 1,300,000 5,980,000 5,980,000 ## Total Expenditures 4,638,083 8,585,707 8,112,000 6,297,350 7,226,550 6,009,500 3,171,400 7,837,600 6,039,800 6,039,800 1,313,000 6,039,800 6,039,800 Excess (Deficiency) of Revenues ## Over (Under) Expenditures (698,343) (3,480,283) (4,706,492) (2,527,192) (3,350,756) (2,044,454) 930,825 (3,499,762) (1,589,631) (1,409,881) 4,162,684 (840,022) (604,297) ## Other Financing Sources (Uses) Transfers in 4,097,896 5,579,689 2,095,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 Transfer out (4,800,000) (1,357,558) (360,000) - - - - - - - - - - Bond proceeds - - - - - - - - - - - - Sale of capital asset 290,672 96,815 80,700 - - - - - - - - - - ## Total Other Financing Sources (411,432) 4,318,946 1,815,700 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 ## Net Change in Fund Balances (1,109,775) 838,663 (2,890,792) (2,027,192) (2,850,756) (1,544,454) 1,430,825 (2,999,762) (1,089,631) (909,881) 4,662,684 (340,022) (104,297) ## Cash Balances January 1 17,788,756 16,717,594 17,594,955 14,704,163 12,676,971 9,826,215 8,281,761 9,712,586 6,712,825 5,623,194 4,713,313 9,375,996 9,035,975 ## Operational Cash Flow Timing Adjustment 38,613 38,698 - - - - - - - - - - - ## Cash Balances, December 31 16,717,594 $ 17,594,955 $ 14,704,163 $ 12,676,971 $ 9,826,215 $ 8,281,761 $ 9,712,586 $ 6,712,825 $ 5,623,194 $ 4,713,313 $ 9,375,996 $ 9,035,975 $ 8,931,677 $ ## City of Woodbury, Minnesota ## Capital Improvement Plan - Capital Improvement Fund 421 ## Schedule of Projected Revenue, Expenditures and Debt ## Capital Project Fund Projected Activity Gray-shaded items indicate estimated capital expenditures. $650,000 in intergovernmental revenue in 2034 represents estimated funding from Washington County. 37 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited ## Actual ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Revenues Property taxes - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ ## Special Assessments 1,975,098 2,217,591 2,096,345 2,096,345 2,096,345 2,096,345 2,096,345 2,096,345 2,096,345 2,096,345 2,096,345 2,096,345 2,096,345 Interest on investments - - 557,930 581,841 605,911 630,141 654,530 679,076 703,779 728,638 753,651 778,817 804,134 Intergovernmental revenue - - - - - - - - - - - - - ## Miscellaneous - 31 33 34 36 38 40 42 44 46 48 50 53 ## Total Revenues 1,975,098 2,217,622 2,654,307 2,678,219 2,702,292 2,726,524 2,750,914 2,775,462 2,800,168 2,825,028 2,850,043 2,875,212 2,900,532 ## Expenditures Capital related expenditures 1,690,221 1,838,900 1,857,289 1,875,862 1,894,621 1,913,567 1,932,702 1,952,029 1,971,550 1,991,265 2,011,178 2,031,290 2,051,603 Capital outlay - - - - - - - - - - - - - ## Total Expenditures 1,690,221 1,838,900 1,857,289 1,875,862 1,894,621 1,913,567 1,932,702 1,952,029 1,971,550 1,991,265 2,011,178 2,031,290 2,051,603 Excess (Deficiency) of Revenues ## Over (Under) Expenditures 284,877 378,722 797,018 802,357 807,671 812,957 818,212 823,433 828,618 833,763 838,866 843,922 848,929 ## Other Financing Sources (Uses) Transfers in - - - - - - - - - - - - - Transfer out - - - - - - - - - - - - - Bond proceeds - - - - - - - - - - - - - Sale of capital asset - - - - - - - - - - - - - ## Total Other Financing Sources - - - - - - - - - - - - - ## Net Change in Fund Balances 284,877 378,722 797,018 802,357 807,671 812,957 818,212 823,433 828,618 833,763 838,866 843,922 848,929 ## Cash Balances January 1 17,369,652 16,894,697 18,597,666 19,394,684 20,197,041 21,004,712 21,817,669 22,635,881 23,459,314 24,287,932 25,121,695 25,960,561 26,804,483 ## Operational Cash Flow Timing Adjustment (759,832) 1,324,247 - - - - - - - - - - - ## Cash Balances, December 31 16,894,697 $ 18,597,666 $ 19,394,684 $ 20,197,041 $ 21,004,712 $ 21,817,669 $ 22,635,881 $ 23,459,314 $ 24,287,932 $ 25,121,695 $ 25,960,561 $ 26,804,483 $ 27,653,412 $ ## Capital Project Fund Projected Activity ## City of Woodbury, Minnesota ## Capital Improvement Plan - Development Construction Fund 498 ## Schedule of Projected Revenue, Expenditures and Debt 38 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited ## Actual ## Budget ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Revenues Property taxes 4,525,200 $ 4,774,086 $ 5,036,661 $ 5,313,677 $ 5,605,930 $ 5,914,256 $ 6,239,540 $ 6,582,714 $ 6,944,764 $ 7,326,726 $ 7,729,696 $ 8,154,829 $ 8,603,345 $ ## Special Assessments 576,817 1,370,617 3,330,000 1,031,928 1,031,345 1,030,762 1,028,262 1,027,750 1,027,239 1,026,727 1,026,216 1,012,917 1,012,917 Interest on investments 734,337 655,958 385,000 645,700 568,930 566,221 550,175 502,868 476,853 470,193 406,003 157,520 19,419 Intergovernmental revenue 88,519 994,573 6,393,000 3,774,374 6,124,034 2,528,362 5,210,000 5,335,000 4,400,000 4,300,000 6,400,000 - - ## Miscellaneous - 5,300 - - - - - - - - - - - ## Total Revenues 5,924,873 7,800,534 15,144,661 10,765,679 13,330,239 10,039,600 13,027,977 13,448,333 12,848,856 13,123,646 15,561,915 9,325,266 9,635,681 ## Expenditures Capital related expenditures 157,250 155,850 127,350 160,300 163,350 151,000 172,680 257,615 159,406 159,040 Capital outlay 15,374,777 8,134,733 24,855,700 15,725,000 15,585,000 12,735,000 16,030,000 16,335,000 15,100,000 17,268,000 25,761,540 15,940,636 15,904,000 ## Total Expenditures 15,374,777 8,134,733 24,855,700 15,882,250 15,740,850 12,862,350 16,190,300 16,498,350 15,251,000 17,440,680 26,019,155 16,100,043 16,063,040 Excess (Deficiency) of Revenues ## Over (Under) Expenditures (9,449,904) (334,199) (9,711,039) (5,116,571) (2,410,611) (2,822,750) (3,162,323) (3,050,017) (2,402,144) (4,317,034) (10,457,241) (6,774,777) (6,427,359) ## Other Financing Sources (Uses) Transfers in 2,718,748 2,061,360 18,921,445 - - - - - - - - - - Transfer out (51,100) (53,100) (55,200) (57,408) (59,704) (62,092) (64,576) (67,159) (69,846) (72,639) (75,545) (78,567) (81,709) Bond proceeds 3,448,198 - - 2,615,000 2,380,000 2,350,000 1,650,000 2,250,000 2,250,000 2,250,000 2,250,000 2,250,000 2,250,000 Sale of capital asset - - - - - - - - - - - - - ## Total Other Financing Sources 6,115,846 2,008,260 18,866,245 2,557,592 2,320,296 2,287,908 1,585,424 2,182,841 2,180,154 2,177,361 2,174,455 2,171,433 2,168,291 ## Net Change in Fund Balances (3,334,058) 1,674,061 9,155,206 (2,558,979) (90,316) (534,842) (1,576,899) (867,176) (221,990) (2,139,673) (8,282,786) (4,603,343) (4,259,068) ## Cash Balances January 1 16,145,432 13,298,640 12,368,111 21,523,317 18,964,338 18,874,022 18,339,180 16,762,281 15,895,104 15,673,114 13,533,441 5,250,656 647,312 ## Operational Cash Flow Timing Adjustment 487,266 (2,604,590) - - - - - - - - - - - ## Cash Balances, December 31 13,298,640 $ 12,368,111 $ 21,523,317 $ 18,964,338 $ 18,874,022 $ 18,339,180 $ 16,762,281 $ 15,895,104 $ 15,673,114 $ 13,533,441 $ 5,250,656 $ 647,312 $ (3,611,756) $ ## City of Woodbury, Minnesota ## Capital Improvement Plan - Street Reconstruction/Maintenance Fund 499 ## Schedule of Projected Revenue, Expenditures and Debt ## Capital Project Fund Projected Activity Gray-shaded items indicate estimated capital expenditures. Levy increases are estimated at 5.5% annually. 39 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited ## Actual ## Budget ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Revenues Property taxes - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ Charges for services - 174,545 23,000 24,150 25,358 26,625 27,957 29,354 30,822 32,363 33,981 35,681 37,465 Park dedication fees 517,308 1,388,087 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 300,000 Interest on investments 262,217 317,960 100,000 203,550 214,533 144,526 157,297 169,583 148,948 127,739 105,939 83,534 60,508 Intergovernmental revenue - 851,000 2,350,000 - - - - - - - - - - ## Miscellaneous 23,504 22,474 - - - - - - - - - - - ## Total Revenues 803,029 2,754,066 2,773,000 527,700 539,891 471,152 485,254 498,937 479,770 460,102 439,921 419,215 397,973 ## Expenditures Capital related expenditures - - - 1,600 28,450 450 750 11,750 11,750 11,750 11,750 11,750 11,750 Capital outlay 396,226 1,413,005 3,185,800 160,000 2,845,000 45,000 75,000 1,175,000 1,175,000 1,175,000 1,175,000 1,175,000 1,175,000 ## Total Expenditures 396,226 1,413,005 3,185,800 161,600 2,873,450 45,450 75,750 1,186,750 1,186,750 1,186,750 1,186,750 1,186,750 1,186,750 Excess (Deficiency) of Revenues ## Over (Under) Expenditures 406,803 1,341,061 (412,800) 366,100 (2,333,559) 425,702 409,504 (687,813) (706,980) (726,648) (746,829) (767,535) (788,777) ## Other Financing Sources (Uses) Transfers in 125,000 205,000 385,000 - - - - - - - - - - Transfer out (4,063) (55,000) - - - - - - - - - - - Bond proceeds - - - - - - - - - - - - - Sale of capital asset - - - - - - - - - - - - - ## Total Other Financing Sources 120,937 150,000 385,000 - - - - - - - - - - ## Net Change in Fund Balances 527,740 1,491,061 (27,800) 366,100 (2,333,559) 425,702 409,504 (687,813) (706,980) (726,648) (746,829) (767,535) (788,777) ## Cash Balances January 1 5,172,027 5,936,045 6,812,806 6,785,006 7,151,106 4,817,547 5,243,249 5,652,753 4,964,940 4,257,960 3,531,312 2,784,483 2,016,948 ## Operational Cash Flow Timing Adjustment 236,278 (614,300) - - - - - - - - - - - ## Cash Balances, December 31 5,936,045 $ 6,812,806 $ 6,785,006 $ 7,151,106 $ 4,817,547 $ 5,243,249 $ 5,652,753 $ 4,964,940 $ 4,257,960 $ 3,531,312 $ 2,784,483 $ 2,016,948 $ 1,228,171 $ ## City of Woodbury, Minnesota ## Capital Improvement Plan - Park Dedication Fund 401 ## Schedule of Projected Revenue, Expenditures and Debt ## Capital Project Fund Projected Activity Gray-shaded items indicate estimated capital expenditures. 40 2024202520262027202820292030203120322033203420352036 ## Actual ## Unaudited ## Actual ## BudgetEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimated ## Revenues Property taxes728,000$ 728,000$ 728,000$ 728,000$ 728,000$ 728,000$ 728,000$ 728,000$ 764,400$ 802,620$ 842,751$ 884,889$ 929,133$ Franchise fees2,456,875 2,490,931 2,530,000 2,561,625 2,593,645 2,626,066 2,658,892 2,692,128 2,725,779 2,759,852 2,794,350 2,829,279 2,864,645 Interest on investments192,584 239,157 30,000 120,888 127,705 57,586 114,328 100,528 97,364 195,439 287,567 383,030 478,367 Intergovernmental revenue- - 20,000 175,000 190,000 20,000 200,000 25,000 121,000 121,000 121,000 121,000 121,000 Miscellaneous- - - - - - - - - - - - - ## Total Revenues 3,377,459 3,458,088 3,308,000 3,585,513 3,639,351 3,431,652 3,701,219 3,545,656 3,708,543 3,878,911 4,045,667 4,218,198 4,393,145 ## Expenditures Capital related expenditures - - 33,250 59,175 15,250 41,200 36,150 4,350 8,000 8,550 10,300 4,288 Capital outlay 1,521,406 1,904,134 2,650,000 3,325,000 5,917,500 1,525,000 4,120,000 3,615,000 435,000 800,000 855,000 1,030,000 428,800 ## Total Expenditures 1,521,406 1,904,134 2,650,000 3,358,250 5,976,675 1,540,250 4,161,200 3,651,150 439,350 808,000 863,550 1,040,300 433,088 Excess (Deficiency) of Revenues ## Over (Under) Expenditures 1,856,053 1,553,954 658,000 227,263 (2,337,324) 1,891,402 (459,981) (105,494) 3,269,193 3,070,911 3,182,117 3,177,898 3,960,057 ## Other Financing Sources (Uses) Transfers in- - 225,000 - - - - - - - - - - Transfer out(1,587,598) (1,121,883) (1,200,000) - - - - - - - - - - Bond proceeds- - - - - - - - - - - - - Sale of capital asset- - - - - - - - - - - - - ## Total Other Financing Sources (1,587,598) (1,121,883) (975,000) - - - - - - - - - - ## Net Change in Fund Balances 268,455 432,071 (317,000) 227,263 (2,337,324) 1,891,402 (459,981) (105,494) 3,269,193 3,070,911 3,182,117 3,177,898 3,960,057 ## Cash Balances January 1 3,121,396 3,448,171 4,346,585 4,029,585 4,256,848 1,919,523 3,810,925 3,350,944 3,245,450 6,514,643 9,585,554 12,767,672 15,945,570 ## Operational Cash Flow Timing Adjustment 58,320 466,343 - - - - - - - - - - - ## Cash Balances, December 31 3,448,171$ 4,346,585$ 4,029,585$ 4,256,848$ 1,919,523$ 3,810,925$ 3,350,944$ 3,245,450$ 6,514,643$ 9,585,554$ 12,767,672$ 15,945,570$ 19,905,627$ ## Capital Project Fund Projected Activity ## City of Woodbury, Minnesota Capital Improvement Plan - Parks & Trail Replacement Fund 402 ## Schedule of Projected Revenue, Expenditures and Debt Gray-shaded items indicate estimated capital expenditures. 41 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited ## Actual ## Budget ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Revenues Property taxes 312,864 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ Special assessments 119,194 120,143 85,000 - - - - - - - - - - Interest on investments 626,855 478,343 35,000 48,243 87,625 95,472 103,607 112,038 120,776 124,400 128,132 131,975 135,935 Intergovernmental revenue 4,898,408 7,759,394 1,800,000 - - - - - - - - - - ## Miscellaneous 273,666 393,253 - - - - - - - - - - - ## Total Revenues 6,230,987 8,751,133 1,920,000 48,243 87,625 95,472 103,607 112,038 120,776 124,400 128,132 131,975 135,935 ## Expenditures Capital outlay 13,496,175 25,351,807 500,000 - - - - - - - - - - ## Total Expenditures 13,496,175 25,351,807 500,000 - - - - - - - - - - Excess (Deficiency) of Revenues ## Over (Under) Expenditures (7,265,188) (16,600,674) 1,420,000 48,243 87,625 95,472 103,607 112,038 120,776 124,400 128,132 131,975 135,935 ## Other Financing Sources (Uses) Transfers in 6,820,000 - - 1,264,488 173,936 175,682 177,446 179,228 - - - - - Transfer out (10,660) - - - - - - - - - - - - Bond proceeds 12,772,692 - - - - - - - - - - - - Sale of capital asset - - - - - - - - - - - - - ## Total Other Financing Sources 19,582,032 - - 1,264,488 173,936 175,682 177,446 179,228 - - - - - ## Net Change in Fund Balances 12,316,844 (16,600,674) 1,420,000 1,312,731 261,561 271,154 281,053 291,266 120,776 124,400 128,132 131,975 135,935 ## Cash Balances January 1 5,680,704 16,918,991 188,109 1,608,109 2,920,840 3,182,401 3,453,556 3,734,608 4,025,874 4,146,651 4,271,050 4,399,182 4,531,157 ## Operational Cash Flow Timing Adjustment (1,078,557) (130,208) - - - - - - - - - - - ## Cash Balances, December 31 16,918,991 $ 188,109 $ 1,608,109 $ 2,920,840 $ 3,182,401 $ 3,453,556 $ 3,734,608 $ 4,025,874 $ 4,146,651 $ 4,271,050 $ 4,399,182 $ 4,531,157 $ 4,667,092 $ ## City of Woodbury, Minnesota ## Capital Improvement Plan - Community Investment Fund 420 ## Schedule of Projected Revenue, Expenditures and Debt ## Capital Project Fund Projected Activity 42 2024202520262027202820292030203120322033203420352036 ## Actual ## Unaudited ## Actual ## EstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimated ## Revenues Property taxes-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Special assessments373,444 120,884 247,164 - - - - - - - - - - Interest on investments717,757 797,679 389,149 - - - - - - - - - - Intergovernmental revenue5,254,148 8,725,606 150,000 - - - - - - - - - - Miscellaneous- - - - - - - - - - - - - ## Total Revenues 6,345,349 9,644,169 786,313 - - - - - - - - - - ## Expenditures Capital related expenditures 1,500 - - - - - - - - - - Capital outlay 8,946,813 6,392,340 150,000 - - - - - - - - - - ## Total Expenditures 8,946,813 6,392,340 151,500 - - - - - - - - - - Excess (Deficiency) of Revenues ## Over (Under) Expenditures (2,601,464) 3,251,829 634,813 - - - - - - - - - - ## Other Financing Sources (Uses) Transfers in800,023 640,822 - - - - - - - - - - - Transfer out- (1,262,482) (13,606,445) - - - - - - - - - - Bond proceeds- - - - - - - - - - - - - Sale of capital asset- - - - - - - - - - - - - ## Total Other Financing Sources 800,023 (621,660) (13,606,445) - - - - - - - - - - ## Net Change in Fund Balances (1,801,441) 2,630,169 (12,971,632) - - - - - - - - - - ## Cash Balances January 1 16,395,900 14,139,444 12,971,632 - - - - - - - - - - ## Operational Cash Flow Timing Adjustment (455,015) (3,797,981) - - - - - - - - - - - ## Cash Balances, December 31 14,139,444$ 12,971,632$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ ## Capital Project Fund Projected Activity ## City of Woodbury, Minnesota Capital Improvement Plan - Municipal State Aid Roadway Construction Fund 425 ## Schedule of Projected Revenue, Expenditures and Debt Beginning in 2027, this fund is combined with Fund 499. 43 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited ## Actual ## Budget ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Revenues Property taxes - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ Special assessments 843,042 1,033,945 908,827 908,827 908,827 908,827 908,827 908,827 908,827 908,827 908,827 908,827 908,827 Interest on investments 1,146,072 1,280,213 690,708 666,732 574,618 382,327 289,863 300,826 261,366 220,721 133,741 44,151 - Intergovernmental revenue - - - - - - - - - - - - - ## Miscellaneous - - - - - - - - - - - - - ## Total Revenues 1,989,114 2,314,158 1,599,535 1,575,558 1,483,445 1,291,154 1,198,689 1,209,653 1,170,192 1,129,548 1,042,568 952,978 908,827 ## Expenditures Capital related expenditures - - 23,750 46,000 78,150 43,300 8,250 25,000 25,000 39,890 39,890 39,890 39,890 Capital outlay 288,577 6,322,253 2,375,000 4,600,000 7,815,000 4,330,000 825,000 2,500,000 2,500,000 3,989,000 3,989,000 3,989,000 3,989,000 ## Total Expenditures 288,577 6,322,253 2,398,750 4,646,000 7,893,150 4,373,300 833,250 2,525,000 2,525,000 4,028,890 4,028,890 4,028,890 4,028,890 Excess (Deficiency) of Revenues ## Over (Under) Expenditures 1,700,537 (4,008,095) (799,215) (3,070,442) (6,409,705) (3,082,146) 365,439 (1,315,347) (1,354,808) (2,899,342) (2,986,322) (3,075,912) (3,120,064) ## Other Financing Sources (Uses) Transfers in - 2,906,990 - - - - - - - - - - - Transfer out - (1,188,375) - - - - - - - - - - - Bond proceeds - - - - - - - - - - - - - Sale of capital asset - - - - - - - - - - - - - ## Total Other Financing Sources - 1,718,615 - - - - - - - - - - - ## Net Change in Fund Balances 1,700,537 (2,289,480) (799,215) (3,070,442) (6,409,705) (3,082,146) 365,439 (1,315,347) (1,354,808) (2,899,342) (2,986,322) (3,075,912) (3,120,064) ## Cash Balances January 1 23,206,197 24,970,734 23,023,604 22,224,389 19,153,947 12,744,242 9,662,095 10,027,535 8,712,187 7,357,379 4,458,037 1,471,715 (1,604,197) ## Operational Cash Flow Timing Adjustment 64,000 342,350 - - - - - - - - - - - ## Cash Balances, December 31 24,970,734 $ 23,023,604 $ 22,224,389 $ 19,153,947 $ 12,744,242 $ 9,662,095 $ 10,027,535 $ 8,712,187 $ 7,357,379 $ 4,458,037 $ 1,471,715 $ (1,604,197) $ (4,724,261) $ ## City of Woodbury, Minnesota Capital Improvement Plan - Major Roadway Special Assessment Phase II Fund 426/427/428 ## Schedule of Projected Revenue, Expenditures and Debt ## Capital Project Fund Projected Activity Gray-shaded items indicate estimated capital expenditures. 44 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Revenues Property taxes - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ Tax increments 160,977 165,103 171,214 172,927 174,656 176,402 178,166 179,948 - - - - - Interest on investments 27,648 39,458 26,617 31,814 - - - - - - - - - Intergovernmental revenue - - - - - - - - - - - - - ## Miscellaneous - - - - - - - - - - - - - ## Total Revenues 188,625 204,561 197,831 204,741 174,656 176,402 178,166 179,948 - - - - - ## Expenditures Operational expenditures 41,181 39,736 24,598 720 720 720 720 720 - - - - - ## Total Expenditures 41,181 39,736 24,598 720 720 720 720 720 - - - - - Excess (Deficiency) of Revenues ## Over (Under) Expenditures 147,444 164,825 173,233 204,021 173,936 175,682 177,446 179,228 - - - - - ## Other Financing Sources (Uses) Transfers in 10,660 - - - - - - - - - - - - Transfer out - Community Investment (420) - - - (1,264,488) (173,936) (175,682) (177,446) (179,228) - - - - - Bond proceeds - - - - - - - - - - - - - Sale of capital asset - - - - - - - - - - - - - ## Total Other Financing Sources 10,660 - - (1,264,488) (173,936) (175,682) (177,446) (179,228) - - - - - ## Net Change in Fund Balances 158,104 164,825 173,233 (1,060,467) - - - - - - - - - ## Cash Balances January 1 562,547 720,161 887,234 1,060,467 - - - - - - - - ## Operational Cash Flow Timing Adjustment (490) 2,248 - - - - - - - - - - - ## Cash Balances, December 31 720,161 $ 887,234 $ 1,060,467 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ ## Capital Project Fund Projected Activity ## City of Woodbury, Minnesota Capital Improvement Plan - TIF District 13 Quarry Ridge Senior Housing Fund 438 ## Schedule of Projected Revenue, Expenditures and Debt 45 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited actuals ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Revenues Property taxes - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ Tax increments 46,977 33,476 40,227 40,227 40,227 40,227 40,227 40,227 40,227 40,227 40,227 40,227 40,227 Interest on investments 126 378 152 99 45 - - - - - - - - Intergovernmental revenue - - - - - - - - - - - - - ## Miscellaneous - - - - - - - - - - - - - ## Total Revenues 47,103 33,854 40,378 40,326 40,272 40,227 40,227 40,227 40,227 40,227 40,227 40,227 40,227 ## Expenditures Operational expenditures 36,738 47,529 42,134 42,134 42,134 42,134 42,134 42,134 42,134 42,134 42,134 42,134 42,134 ## Total Expenditures 36,738 47,529 42,134 42,134 42,134 42,134 42,134 42,134 42,134 42,134 42,134 42,134 42,134 Excess (Deficiency) of Revenues ## Over (Under) Expenditures 10,365 (13,675) (1,755) (1,808) (1,862) (1,907) (1,907) (1,907) (1,907) (1,907) (1,907) (1,907) (1,907) ## Other Financing Sources (Uses) Transfers in - - - - - - - - - - - - - Transfer out - - - - - - - - - - - - - Bond proceeds - - - - - - - - - - - - - Sale of capital asset - - - - - - - - - - - - - ## Total Other Financing Sources - - - - - - - - - - - - - ## Net Change in Fund Balances 10,365 (13,675) (1,755) (1,808) (1,862) (1,907) (1,907) (1,907) (1,907) (1,907) (1,907) (1,907) (1,907) ## Cash Balances January 1 5,916 18,739 5,064 3,309 1,501 (361) (2,268) (4,175) (6,082) (7,989) (9,896) (11,803) (13,710) ## Operational Cash Flow Timing Adjustment 2,458 - - - - - - - - - - - - ## Cash Balances, December 31 18,739 $ 5,064 $ 3,309 $ 1,501 $ (361) $ (2,268) $ (4,175) $ (6,082) $ (7,989) $ (9,896) $ (11,803) $ (13,710) $ (15,617) $ ## Capital Project Fund Projected Activity ## City of Woodbury, Minnesota Capital Improvement Plan - TIF District 15 Valley Creek Redevelopment Fund 440 ## Schedule of Projected Revenue, Expenditures and Debt 46 2024202520262027202820292030203120322033203420352036 ## Estimated ## Unaudited ## Actual ## EstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimated ## Revenues Property taxes-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Local option sales tax- 5,642,449 3,557,551 - - - - - - - - - - Interest on investments- 25,935 158,304 - - - - - - - - - - Intergovernmental revenue- -1,131,000 - - - - - - - - - - Miscellaneous- -2,509,888 - - - - - - - - - - ## Total Revenues - 5,668,384 7,356,743 - - - - - - - - - - ## Expenditures Capital related expenditures - - - - - - - - - - - - - Capital outlay 642,748 2,415,300 56,110,000 - - - - - - - - - - ## Total Expenditures 642,748 2,415,300 56,110,000 - - - - - - - - - - Excess (Deficiency) of Revenues ## Over (Under) Expenditures (642,748) 3,253,084 (48,753,257) - - - - - - - - - - ## Other Financing Sources (Uses) Transfers in700,000 2,994,322 1,200,000 - - - - - - - - - - Transfer out- - - - - - - - - - - - - Bond proceeds- - 40,800,000 - - - - - - - - - - Sale of capital asset- - - - - - - - - - - - - ## Total Other Financing Sources 700,000 2,994,322 42,000,000 - - - - - - - - - - ## Net Change in Fund Balances 57,252 6,247,406 (6,753,257) - - - - - - - - - - ## Cash Balances January 1 110,000 260,990 5,276,795 - - - - - - - - - - ## Operational Cash Flow Timing Adjustment 93,738 (1,231,601) 1,476,462 - - - - - - - - - - ## Cash Balances, December 31 260,990$ 5,276,795$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ ## Capital Project Fund Projected Activity ## City of Woodbury, Minnesota ## Capital Improvement Plan - Public Safety Expansion Fund 461 ## Schedule of Projected Revenue, Expenditures and Debt 47 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited ## Actual ## Budget ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Revenues Property taxes 264,800 $ 306,525 $ 449,867 $ 300,000 $ 315,000 $ 330,750 $ - $ - $ - $ - $ - $ - $ - $ Property tax abatement 290,757 336,550 448,165 400,000 400,000 400,000 Interest on investments 130,630 66,857 5,000 53,891 76,508 39,653 Intergovernmental revenue 468,000 - - - - - - - - - - - - ## Miscellaneous - - - - - - - - - - - - - ## Total Revenues 1,154,187 709,932 903,032 753,891 791,508 770,403 - - - - - - - ## Expenditures Capital related expenditures - - 20,000 16,400 - - - - - - - Capital outlay 2,818,767 1,567,068 - - 2,000,000 1,640,000 - - - - - - - ## Total Expenditures 2,818,767 1,567,068 - - 2,020,000 1,656,400 - - - - - - - Excess (Deficiency) of Revenues ## Over (Under) Expenditures (1,664,580) (857,136) 903,032 753,891 (1,228,492) (885,997) - - - - - - - ## Other Financing Sources (Uses) Transfers in - 152,482 - - - - - - - - - - - Transfer out (377,545) - - - - - - - - - - - - Bond proceeds - - - - - - - - - - - - - Sale of capital asset - - - - - - - - - - - - - ## Total Other Financing Sources (377,545) 152,482 - - - - - - - - - - - ## Net Change in Fund Balances (2,042,125) (704,654) 903,032 753,891 (1,228,492) (885,997) - - - - - - - ## Cash Balances January 1 3,464,395 1,512,691 893,333 1,796,365 2,550,256 1,321,764 - - - - - - - ## Operational Cash Flow Timing Adjustment 90,421 85,296 - - - - - - - - - - - ## Cash Balances, December 31 1,512,691 $ 893,333 $ 1,796,365 $ 2,550,256 $ 1,321,764 $ 435,767 $ - $ - $ - $ - $ - $ - $ - $ ## Capital Project Fund Projected Activity ## City of Woodbury, Minnesota Capital Improvement Plan - Tax Abatement Plan I-94 Region Fund 468 ## Schedule of Projected Revenue, Expenditures and Debt 48 2024202520262027202820292030203120322033203420352036 ActualActualEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimated ## Revenues Property taxes-$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Special assessments859,117 695,675 777,396 777,396 777,396 777,396 777,396 777,396 777,396 777,396 777,396 777,396 777,396 Interest on investments1,028,154 1,188,150 673,458 657,433 630,428 610,863 552,311 574,352 505,854 480,872 455,140 428,636 401,337 Intergovernmental revenue5,956 264,142 - 110,000 155,000 - - - - - - - - Miscellaneous- - - -- - - - - - - - - ## Total Revenues 1,893,227 2,147,967 1,450,854 1,544,829 1,562,824 1,388,259 1,329,707 1,351,748 1,283,250 1,258,268 1,232,536 1,206,032 1,178,733 ## Expenditures Capital outlay and related expenditures 278,803 619,933 1,985,000 2,445,000 2,215,000 3,340,000 595,000 3,635,000 2,116,000 2,116,000 2,116,000 2,116,000 2,116,000 ## Total Expenditures 278,803 619,933 1,985,000 2,445,000 2,215,000 3,340,000 595,000 3,635,000 2,116,000 2,116,000 2,116,000 2,116,000 2,116,000 Excess (Deficiency) of Revenues ## Over (Under) Expenditures 1,614,424 1,528,034 (534,146) (900,171) (652,176) (1,951,741) 734,707 (2,283,252) (832,750) (857,732) (883,464) (909,968) (937,267) ## Other Financing Sources (Uses) Transfers in- 576,750 - - - - - - - - - - - Transfer out(329,616) (1,775,958) - - - - - - - - - - - Bond proceeds- - - - - - - - - - - - - Sale of capital asset- - - - - - - - - - - - - ## Total Other Financing Sources (329,616) (1,199,208) - - - - - - - - - - - ## Net Change in Fund Balances 1,284,808 328,826 (534,146) (900,171) (652,176) (1,951,741) 734,707 (2,283,252) (832,750) (857,732) (883,464) (909,968) (937,267) ## Cash Balances January 1 20,771,126 22,064,487 22,448,588 21,914,442 21,014,271 20,362,095 18,410,354 19,145,060 16,861,808 16,029,059 15,171,326 14,287,862 13,377,894 ## Operational Cash Flow Timing Adjustment 8,553 55,275 - - - - - - - - - - - ## Cash Balances, December 31 22,064,487$ 22,448,588$ 21,914,442$ 21,014,271$ 20,362,095$ 18,410,354$ 19,145,060$ 16,861,808$ 16,029,059$ 15,171,326$ 14,287,862$ 13,377,894$ 12,440,627$ ## Capital Project Fund Projected Activity ## City of Woodbury, Minnesota Capital Improvement Plan - Central District Trunk Storm Sewer Fund 477 ## Schedule of Projected Revenue, Expenditures and Debt Gray-shaded items indicate estimated capital expenditures. 49 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Actual ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Revenues Property taxes - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ Special assessments 2,264,660 4,503,983 3,384,322 3,384,322 3,384,322 3,384,322 3,384,322 3,384,322 3,384,322 3,384,322 3,384,322 3,384,322 3,384,322 Interest on investments 1,124,736 1,457,753 858,711 918,739 911,503 922,484 1,028,143 1,072,937 1,165,595 1,214,580 1,265,101 1,317,072 1,370,556 Intergovernmental revenue - - - - - - - - - - - - - ## Miscellaneous - - - - - - - - - - - - - ## Total Revenues 3,389,396 5,961,736 4,243,033 4,303,061 4,295,825 4,306,806 4,412,465 4,457,258 4,549,916 4,598,902 4,649,423 4,701,394 4,754,877 ## Expenditures Capital outlay and related expenditures 2,603,139 7,101,686 1,930,000 4,075,000 3,460,000 315,000 2,445,000 900,000 2,445,000 2,445,000 2,445,000 2,445,000 2,445,000 ## Total Expenditures 2,603,139 7,101,686 1,930,000 4,075,000 3,460,000 315,000 2,445,000 900,000 2,445,000 2,445,000 2,445,000 2,445,000 2,445,000 Excess (Deficiency) of Revenues ## Over (Under) Expenditures 786,257 (1,139,950) 2,313,033 228,061 835,825 3,991,806 1,967,465 3,557,258 2,104,916 2,153,902 2,204,423 2,256,394 2,309,877 ## Other Financing Sources (Uses) Transfers in - - - - - - - - - - - - - Transfer out - Debt Service (Fund 966) - (1,665,596) (312,086) (469,266) (469,796) (469,828) (474,361) (468,646) (472,071) (469,872) (472,051) (473,608) (469,793) Bond proceeds - 6,378,326 - - - - - - - - - - - Sale of capital asset - - - - - - - - - - - - - ## Total Other Financing Sources - 4,712,730 (312,086) (469,266) (469,796) (469,828) (474,361) (468,646) (472,071) (469,872) (472,051) (473,608) (469,793) ## Net Change in Fund Balances 786,257 3,572,780 2,000,947 (241,205) 366,028 3,521,977 1,493,104 3,088,612 1,632,846 1,684,030 1,732,371 1,782,785 1,840,084 ## Cash Balances January 1 22,557,412 23,684,017 28,623,701 30,624,648 30,383,443 30,749,471 34,271,448 35,764,552 38,853,164 40,486,009 42,170,039 43,902,410 45,685,196 ## Operational Cash Flow Timing Adjustment 340,348 1,366,904 - - - - - - - - - - - ## Cash Balances, December 31 23,684,017 $ 28,623,701 $ 30,624,648 $ 30,383,443 $ 30,749,471 $ 34,271,448 $ 35,764,552 $ 38,853,164 $ 40,486,009 $ 42,170,039 $ 43,902,410 $ 45,685,196 $ 47,525,280 $ ## City of Woodbury, Minnesota Capital Improvement Plan - Trunk Water & Sanitary Sewer Fund 474 ## Schedule of Projected Revenue, Expenditures and Debt ## Capital Project Fund Projected Activity Gray-shaded items indicate estimated capital expenditures. 50 2024202520262027202820292030203120322033203420352036 ## Actual ## Unaudited Actual ## BudgetEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimated ## Operating Revenues Charges for services - Water7,256,219$ 8,347,636.00$ $9,080,0009,821,705$ 10,740,456$ 11,743,348$ 12,376,272$ 13,152,132$ 13,974,637$ 14,846,513$ 15,770,640$ 16,678,953$ 17,712,486$ Charges for services - Sewer9,962,671 10,496,297 11,009,000 11,632,196 12,290,190 12,983,684 13,638,806 14,405,013 15,212,417 16,063,176 16,959,569 17,855,125 18,847,545 Penalties 418,758 417,676 328,600 332,817 336,991 341,164 345,338 349,511 353,685 357,858 362,031 366,205 370,378 Sale of materials and meter charges190,350 172,476 167,000 169,094 171,215 173,335 175,456 177,576 179,696 181,817 183,937 186,058 188,178 MN testing fee246,049 262,351 397,000 402,041 407,083 412,124 417,166 422,207 427,249 432,290 437,332 442,373 447,415 Other revenue 251,397 334,306 153,900 141,618 127,287 128,863 130,439 132,016 133,592 135,169 136,745 138,321 139,898 ## Total Operating Revenues 18,325,444 20,030,742 21,135,500 22,499,472 24,073,221 25,782,519 27,083,477 28,638,455 30,281,276 32,016,823 33,850,254 35,667,035 37,705,900 ## Operating Expenses Personal services 3,040,858 3,665,523 3,572,600 3,679,778 3,790,171 3,903,876 4,020,993 4,141,623 4,265,871 4,393,847 4,525,663 4,661,433 4,801,276 Future staffing expenses - - - 68,671 353,653 145,705 - - 159,216 - - - - Operating expenses 6,829,548 1,984,177 4,425,200 4,646,460 4,878,783 5,122,722 5,378,858 5,647,801 5,930,191 6,226,701 6,538,036 6,864,938 7,208,185 ## Metropolitan Council Environmental Services 5,760,240 5,986,129 6,163,200 6,471,360 6,794,928 7,134,674 7,491,408 7,865,979 8,259,277 8,672,241 9,105,853 9,561,146 10,039,203 ## Total Operating Expenses 15,630,646 11,635,829 14,161,000 14,866,269 15,817,535 16,306,978 16,891,259 17,655,402 18,614,556 19,292,789 20,169,552 21,087,516 22,048,664 ## Nonoperating Revenues (Expenses) Investment income 1,905,435 2,691,533 300,000 1,849,936 1,608,035 1,439,001 1,562,832 1,775,624 1,996,513 2,128,816 2,330,658 2,559,451 2,762,617 Other interest earnings 6,568 7,582 4,500 4,045 3,587 3,124 2,656 2,184 1,707 1,225 738 247 - Interest expense (630) (180,749) - - - - - - - - - - - Special assessments 4,196 5,956 - 12,464 11,647 11,314 10,980 10,128 9,248 6,339 6,135 2,750 - Gain/Loss on disposal of asset 38,472 (1,935,090) - -- - - - - - - - - Intergovernmental revenues 1,750,577 1,015,743 134,542,000 74,910,000 1,895,000 1,300,000 100,000 - - - - - - Bond issuance costs - (74,233) - - - - - - - - - - - Other revenues 189,259 3,717,589 - - - - - - - - - - - Other expenses - - - - - - - - - - - - - Transfers in - 1,804,000 - - - - - - - - - - - Transfer out - 2018A bond - PW Bldg (219,514) (219,639) (219,452) (220,202) (219,502) (219,852) (220,239) (219,227) (219,352) (220,158) (219,511) (219,728) (219,735) ## Transfer out - General Fund - Administrative Fees (1,380,400) (1,435,600) (1,493,000) (1,537,790) (1,583,924) (1,631,441) (1,680,385) (1,730,796) (1,782,720) (1,836,202) (1,891,288) (1,948,026) (2,006,467) Transfer out - Other/Capital (2,325,463) (573,440) - - - - - - - - - - - ## Total Nonoperating Revenues (Expenses) (31,500) 4,823,652 133,134,049 75,018,453 1,714,844 902,146 (224,155) (162,087) 5,396 80,021 226,733 394,693 536,416 ## Net Change in Net Position 2,663,298 13,218,565 140,108,549 82,651,657 9,970,530 10,377,687 9,968,062 10,820,966 11,672,116 12,804,054 13,907,435 14,974,212 16,193,652 ## Other Cash Activity Acquisition of capital assets (16,109,870) (41,921) (139,822,000) (97,640,000) (15,345,000) (5,975,000) (2,585,000) (3,158,000) (6,947,000) (5,741,000) (5,931,000) (7,832,000) (2,050,000) Capital grants 32,419,779 Proceeds from issuance of debt - - - 7,175,000 - - - - - - - - - Debt payments - 2025A - - (415,244) (250,000) (260,000) (275,000) (290,000) (300,000) (315,000) (335,000) (350,000) (370,000) (385,000) ## Total Other Cash Activity 16,309,909 (41,921) (140,237,244) (90,715,000) (15,605,000) (6,250,000) (2,875,000) (3,458,000) (7,262,000) (6,076,000) (6,281,000) (8,202,000) (2,435,000) ## Net Cash Change 18,973,207 13,176,644 (128,696) (8,063,343) (5,634,470) 4,127,687 7,093,062 7,362,966 4,410,116 6,728,054 7,626,435 6,772,212 13,758,652 ## Cash Balances January 1 21,892,142 38,514,974 61,793,221 61,664,526 53,601,183 47,966,713 52,094,400 59,187,462 66,550,428 70,960,544 77,688,598 85,315,033 92,087,245 ## Operational Cash Flow Timing Adjustment (2,350,375) 10,101,603 - - - - - - - - - - - ## Cash Balances, December 31 38,514,974$ 61,793,221$ 61,664,526$ 53,601,183$ 47,966,713$ 52,094,400$ 59,187,462$ 66,550,428$ 70,960,544$ 77,688,598$ 85,315,033$ 92,087,245$ 105,845,897$ ## City of Woodbury, Minnesota ## Capital Project Fund Projected Activity Capital Improvement Plan - Water & Sewer Utility Fund 601/605 ## Statement of Revenues, Expenses, and Changes in Fund Net Position Gray-shaded items indicate estimated capital expenditures. 51 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited ## Actual ## Budget ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Operating Revenues Charges for services 3,013,677 $ 3,250,308 $ 3,394,400 $ 3,564,120 $ 3,742,326 $ 3,929,442 $ 4,125,914 $ 4,332,210 $ 4,548,821 $ 4,776,262 $ 5,015,075 $ 5,265,828 $ 5,529,120 $ ## Total Operating Revenues 3,013,677 3,250,308 3,394,400 3,564,120 3,742,326 3,929,442 4,125,914 4,332,210 4,548,821 4,776,262 5,015,075 5,265,828 5,529,120 ## Operating Expenses Personal services 219,489 312,509 353,300 363,899 374,816 386,060 397,642 409,572 421,859 434,514 447,550 460,976 474,806 Operating expenses 1,454,353 1,904,036 942,800 989,940 1,039,437 1,091,409 1,145,979 1,203,278 1,263,442 1,326,614 1,392,945 1,462,592 1,535,722 ## Total Expenditures 1,673,842 2,216,545 1,296,100 1,353,839 1,414,253 1,477,469 1,543,622 1,612,850 1,685,301 1,761,129 1,840,495 1,923,569 2,010,528 ## Nonoperating Revenues (Expenses) Investment income 115,608 118,218 15,000 62,531 18,907 7,120 - - - - - - - Interest expense (216) - - - - - - - - - - - Intergovernmental revenues 693,526 683,554 2,056,800 1,015,000 - 436,000 - - - - - - - Other revenues - - - - - - - - - - - - - Other expenses - - - - - - - - - - - - - Transfers in - General 29,616 94,271 - - - - - - - - - - - ## Transfers in - Ramsey Washington Metro Storm Sewer Fund - - 50,000 - - - - - - - - - - ## Transfers in - Central District Trunk Storm Sewer Fund - - 235,000 - - - - - - - - - - Transfer out - General - (790,700) (822,300) (846,969) (872,378) (898,549) (925,506) (953,271) (981,869) (1,011,325) (1,041,665) (1,072,915) (1,105,102) Transfer out - Other (2,279,403) (1,369,062) - - - - - - - - - - - ## Total Nonoperating Revenues (Expenses) (1,440,869) (1,263,719) 1,534,500 230,562 (853,471) (455,430) (925,506) (953,271) (981,869) (1,011,325) (1,041,665) (1,072,915) (1,105,102) ## Net Change in Net Position (101,034) (229,956) 3,632,800 2,440,843 1,474,602 1,996,543 1,656,787 1,766,089 1,881,651 2,003,808 2,132,915 2,269,345 2,413,490 ## Other Cash Activity Acquisition of capital assets - - (4,030,000) (6,895,000) (1,867,500) (3,461,000) (1,685,000) (2,125,000) (2,545,000) (2,540,000) (3,040,000) (2,590,000) (2,540,000) Proceeds from issuance of debt - - - 3,000,000 - - - - - - - - - Debt service payments - estimated - - - - - - - - - - - - - ## Total Other Cash Activity - - (4,030,000) (3,895,000) (1,867,500) (3,461,000) (1,685,000) (2,125,000) (2,545,000) (2,540,000) (3,040,000) (2,590,000) (2,540,000) ## Net Cash Change (101,034) (229,956) (397,200) (1,454,157) (392,898) (1,464,457) (28,213) (358,911) (663,349) (536,192) (907,085) (320,655) (126,510) ## Cash Balances January 1 1,968,283 2,120,944 2,481,582 2,084,382 630,225 237,327 (1,227,129) (1,255,342) (1,614,253) (2,277,603) (2,813,795) (3,720,880) (4,041,535) ## Operational Cash Flow Timing Adjustment 253,695 590,594 - - - - - - - - - - - ## Cash Balances, December 31 2,120,944 $ 2,481,582 $ 2,084,382 $ 630,225 $ 237,327 $ (1,227,129) $ (1,255,342) $ (1,614,253) $ (2,277,603) $ (2,813,795) $ (3,720,880) $ (4,041,535) $ (4,168,045) $ ## City of Woodbury, Minnesota ## Capital Improvement Plan - Storm Water Utility Fund 625 ## Statement of Revenues, Expenses, and Changes in Fund Net Position ## Capital Project Fund Projected Activity Gray-shaded items indicate estimated capital expenditures. 52 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited ## Actual ## Budget ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Operating Revenues Charges for services 716,435 $ 843,114 $ 1,200,000 $ 1,260,000 $ 1,323,000 $ 1,389,150 $ 1,458,608 $ 1,531,538 $ 1,608,115 $ 1,688,521 $ 1,772,947 $ 1,861,594 $ 1,954,674 $ ## Total Operating Revenues 716,435 843,114 1,200,000 1,260,000 1,323,000 1,389,150 1,458,608 1,531,538 1,608,115 1,688,521 1,772,947 1,861,594 1,954,674 ## Operating Expenses Operating expenses 647,748 725,387 1,017,800 1,068,690 $ 1,122,125 $ 1,178,231 $ 1,237,142 $ 1,298,999 $ 1,363,949 $ 1,432,147 $ 1,503,754 $ 1,578,942 $ 1,657,889 $ ## Total Operating Expenses 647,748 725,387 1,017,800 1,068,690 1,122,125 1,178,231 1,237,142 1,298,999 1,363,949 1,432,147 1,503,754 1,578,942 1,657,889 ## Nonoperating Revenues (Expenses) Investment income 61,656 75,433 25,000 61,023 67,993 76,059 84,668 84,102 93,601 103,734 114,537 126,049 138,310 Intergovernmental revenues - - 4,800 - - - - - - - - - - Other expeness - (459) - - - - - - - - - - - Transfers in - 140,000 - - - - - - - - - - - Transfer out - - - - - - - - - - - - - ## Total Nonoperating Revenues (Expenses) 61,656 214,974 29,800 61,023 67,993 76,059 84,668 84,102 93,601 103,734 114,537 126,049 138,310 ## Net Change in Net Position 130,343 332,701 212,000 252,333 268,868 286,978 306,133 316,640 337,767 360,108 383,730 408,701 435,095 ## Other Cash Activity Acquisition of capital assets - - - (20,000) - - (325,000) - - - - - - ## Total Other Cash Activity - - - (20,000) - - (325,000) - - - - - - ## Net Cash Change 130,343 332,701 212,000 232,333 268,868 286,978 (18,867) 316,640 337,767 360,108 383,730 408,701 435,095 ## Cash Balances January 1 1,271,314 1,461,617 1,822,085 2,034,085 2,266,418 2,535,286 2,822,263 2,803,397 3,120,037 3,457,803 3,817,911 4,201,641 4,610,342 ## Operational Cash Flow Timing Adjustment 59,960 27,767 - - - - - - - - - - - ## Cash Balances, December 31 1,461,617 $ 1,822,085 $ 2,034,085 $ 2,266,418 $ 2,535,286 $ 2,822,263 $ 2,803,397 $ 3,120,037 $ 3,457,803 $ 3,817,911 $ 4,201,641 $ 4,610,342 $ 5,045,437 $ ## City of Woodbury, Minnesota ## Capital Improvement Plan - Street Lighting Operation Fund 635 ## Statement of Revenues, Expenses, and Changes in Fund Net Position ## Capital Project Fund Projected Activity 53 2024202520262027202820292030203120322033203420352036 ## Actual ## Unaudited ## Actual ## EstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimatedEstimated ## Operating Revenues Charges for services - Ice Arena1,265,574$ 1,278,584$ 1,285,000$ 1,350,629$ 1,378,209$ 1,400,509$ 1,427,239$ 1,446,809$ 1,482,719$ 1,498,689$ 1,514,359$ 1,540,259$ 1,559,078$ Charges for services - Field House 599,287 644,979 580,000 608,053 619,703 639,203 646,203 661,303 668,303 680,703 694,103 706,153 721,240 Charges for services - Other 368,034 396,093 438,300 443,780 450,243 458,292 461,429 474,777 478,098 486,516 490,032 498,649 507,493 ## Total Operating Revenues 2,232,895 2,319,656 2,303,300 2,402,462 2,448,155 2,498,004 2,534,871 2,582,889 2,629,120 2,665,908 2,698,494 2,745,061 2,787,811 ## Operating Expenses Personal services 769,190 738,979 809,100 833,373 858,374 1,029,830 1,060,725 1,092,547 1,125,324 1,159,083 1,193,856 1,229,671 1,266,562 Future staffing expenses - - - - 141,461 - - - - - - - - Operating expenses 779,351 987,826 908,500 953,925 1,001,621 1,051,702 1,104,287 1,159,502 1,217,477 1,278,351 1,342,268 1,409,382 1,479,851 ## Total Operating Expenses 1,548,541 1,726,805 1,717,600 1,787,298 2,001,457 2,081,533 2,165,013 2,252,049 2,342,800 2,437,434 2,536,124 2,639,053 2,746,412 ## Nonoperating Revenues (Expenses) ## Investment Income 65,624 116,796 15,000 76,477 88,700 99,513 110,625 117,356 124,403 108,687 70,942 51,391 51,323 ## Lease revenue - Summit Orthopedics 120,063 123,665 127,375 131,196 135,132 139,186 143,362 147,662 76,046 - - - - ## Lease revenue - Cell Tower 28,992 29,700 30,225 30,297 30,600 30,906 31,215 31,527 31,842 32,160 32,482 32,807 33,135 Naming rights - 126,785 126,785 126,785 126,785 126,785 126,785 150,000 150,000 150,000 150,000 150,000 150,000 Other revenues 85,605 145,735 98,015 102,916 108,062 113,465 119,138 125,095 131,349 137,917 144,813 152,053 159,656 Other expenses (85,128) (86,527) (98,000) (102,900) (108,045) (113,447) (119,120) (125,076) (131,329) (137,896) (144,791) (152,030) (159,632) ## Transfers in - Sports Center Sponsorship Fund (216) 1,077,553 - - - - - - - - - - - - Transfer out - Debt Service 2013A (956) (292,500) (292,500) (292,500) (292,500) (292,500) (292,500) (292,500) (292,500) (292,500) (292,500) (292,500) (292,500) - ## Total Nonoperating Revenues (Expenses) 1,000,209 163,654 6,900 72,271 88,734 103,908 119,505 154,064 89,811 (1,632) (39,054) (58,278) 234,483 ## Net Change in Net Position 1,684,563 756,505 592,600 687,435 535,432 520,379 489,363 484,904 376,130 226,842 123,316 47,729 275,881 ## Other Cash Activity Acquisition of capital assets (308,903) (12,636) (400,000) (280,000) (175,000) (150,000) (265,000) (250,000) (900,000) (1,485,000) (775,000) (50,000) (85,000) ## Total Other Cash Activity (308,903) (12,636) (400,000) (280,000) (175,000) (150,000) (265,000) (250,000) (900,000) (1,485,000) (775,000) (50,000) (85,000) ## Net Cash Change 1,375,660 743,869 192,600 407,435 360,432 370,379 224,363 234,904 (523,870) (1,258,158) (651,684) (2,271) 190,881 ## Cash Balances January 1 253,193 1,657,156 2,356,642 2,549,242 2,956,677 3,317,109 3,687,488 3,911,851 4,146,755 3,622,885 2,364,727 1,713,043 1,710,772 ## Operational Cash Flow Timing Adjustment 28,303 (44,383) - - - - - - - - - - - ## Cash Balances, December 31 1,657,156$ 2,356,642$ 2,549,242$ 2,956,677$ 3,317,109$ 3,687,488$ 3,911,851$ 4,146,755$ 3,622,885$ 2,364,727$ 1,713,043$ 1,710,772$ 1,901,653$ ## City of Woodbury, Minnesota ## Capital Improvement Plan - Sports Center Fund 640 ## Statement of Revenues, Expenses, and Changes in Fund Net Position ## Capital Project Fund Projected Activity Gray-shaded items indicate estimated capital expenditures. 54 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 ## Actual ## Unaudited ## Actual ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Estimated ## Operating Revenues Charges for services 2,457,733 $ 2,550,037 $ 2,646,200 $ 2,526,262 $ 2,601,493 $ 2,618,082 $ 2,672,785 $ 2,718,179 $ 2,757,678 $ 2,772,156 $ 2,819,975 $ 2,859,909 $ 2,921,639 $ ## Total Operating Revenues 2,457,733 2,550,037 2,646,200 2,526,262 2,601,493 2,618,082 2,672,785 2,718,179 2,757,678 2,772,156 2,819,975 2,859,909 2,921,639 ## Operating Expenses Personal services 853,325 1,027,014 1,049,700 1,081,191 1,113,627 1,292,741 1,331,523 1,371,469 1,412,613 1,454,991 1,498,641 1,543,600 1,589,908 Future staffing expenses - - - - 141,461 - - - - - - - - Operating expenses 746,300 857,935 803,700 843,885 886,079 930,383 976,902 1,025,747 1,077,035 1,130,887 1,187,431 1,246,802 1,309,143 ## Total Operating Expenses 1,599,625 1,884,949 1,853,400 1,925,076 2,141,167 2,223,124 2,308,425 2,397,216 2,489,647 2,585,878 2,686,072 2,790,402 2,899,050 ## Nonoperating Revenues (Expenses) Investment income 107,404 119,220 40,000 69,258 86,592 72,356 80,513 86,583 94,829 86,505 94,211 96,664 96,248 Net gain on disposal of asset - 18,742 - - - - - - - - - - - Intergovernmental revenues 10,877 - - - - - - - - - - - - Other revenues 13,463 8,168 - - - - - - - - - - - Other expenses - - - - - - - - - - - - - Transfers in - 259,400 - - - - - - - - - - - Transfer out - - - - - - - - - - - - - ## Total Nonoperating Revenues (Expenses) 131,744 405,530 40,000 69,258 86,592 72,356 80,513 86,583 94,829 86,505 94,211 96,664 96,248 ## Net Change in Net Position 989,852 1,070,618 832,800 670,444 546,918 467,314 444,873 407,546 362,859 272,784 228,114 166,171 118,836 ## Other Cash Activity Acquisition of capital assets (1,808,385) (347,463) (255,000) (1,145,000) (275,000) (265,000) (170,000) (685,000) (106,000) (191,000) (242,000) (275,000) (798,000) ## Total Other Cash Activity (1,808,385) (347,463) (255,000) (1,145,000) (275,000) (265,000) (170,000) (685,000) (106,000) (191,000) (242,000) (275,000) (798,000) ## Net Cash Change (818,533) 723,155 577,800 (474,556) 271,918 202,314 274,873 (277,454) 256,859 81,784 (13,886) (108,829) (679,164) ## Cash Balances January 1 2,710,706 1,872,504 2,308,611 2,886,411 2,411,855 2,683,773 2,886,087 3,160,960 2,883,506 3,140,365 3,222,149 3,208,263 3,099,434 ## Operational Cash Flow Timing Adjustment (19,669) (287,048) - - - - - - - - - - - ## Cash Balances, December 31 1,872,504 $ 2,308,611 $ 2,886,411 $ 2,411,855 $ 2,683,773 $ 2,886,087 $ 3,160,960 $ 2,883,506 $ 3,140,365 $ 3,222,149 $ 3,208,263 $ 3,099,434 $ 2,420,271 $ ## City of Woodbury, Minnesota Capital Improvement Plan - Eagle Valley Golf Course Fund 650 ## Statement of Revenues, Expenses, and Changes in Fund Net Position ## Capital Project Fund Projected Activity Gray-shaded items indicate estimated capital expenditures. 55 ## Summary and Conclusion The 2027–2036 Long-Term Financial Plan provides a comprehensive, integrated framework for evaluating the City’s financial condition over a ten-year horizon. Rather than serving as a year-by-year budget forecast, the plan functions as a strategic planning tool that connects operating performance, capital investment, debt management, and property tax policy into a cohesive long-range outlook. The projections are grounded in recent actual results and reflect conservative assumptions intended to support informed decision-making in an environment of evolving service demands and maturing development patterns. Across all major financial areas, the plan demonstrates internal consistency between revenues, expenditures, capital activity, and financing strategies. Operating projections indicate that recurring revenues are sufficient to support recurring expenditures, reinforcing the City’s ability to maintain structurally balanced operations throughout the planning period. This balance is achieved without reliance on one-time resources or extraordinary use of reserves, underscoring the sustainability of current financial policies. The alignment between policy direction and long-term outcomes is a central strength of the plan. Liquidity and cash management remain key indicators of financial stability. While individual fund balances fluctuate based on the timing of expenditures, capital projects, and debt service, the overall structure of the plan confirms that adequate cash is available to support operations, meet obligations, and absorb volatility. The City’s approach to managing cash across operating, capital, enterprise, and internal service funds reflects a deliberate balance between maintaining flexibility and avoiding excess accumulation. This discipline supports both near-term operational needs and long-term financial resilience. The capital investment strategy outlined in the plan emphasizes affordability, timing, and financing balance. Planned capital expenditures are sequenced to align with available resources and are increasingly supported through pay-as-you-go funding as outstanding debt declines. This approach moderates long-term borrowing needs, reduces interest costs, and preserves future debt capacity. Importantly, the plan demonstrates that the City can continue to reinvest in infrastructure and facilities without creating structural pressure on the operating budget or property tax levy. Debt trends further reinforce long-term flexibility. As existing obligations mature and are retired, the City experiences a gradual reduction in fixed costs and an expansion of financial capacity. This transition provides opportunities to reallocate levy resources toward capital funding, address emerging needs, or moderate future tax impacts. The plan confirms that all debt obligations can be met as scheduled, without creating cash deficits or requiring disruptive financial adjustments. Property tax projections reflect the realities of a stable but maturing tax base. While valuation growth continues, it does so at a more measured pace, requiring disciplined levy planning to maintain affordability. The plan illustrates how incremental levy growth, phased in over time and coordinated with expenditure management and capital financing decisions, supports service delivery while avoiding sharp tax rate volatility. This measured approach enhances transparency for taxpayers and supports long-term predictability. ## Conclusion Overall, the Long-Term Financial Plan demonstrates that the City is well positioned to sustain service levels, fund infrastructure needs, and manage financial obligations within a prudent and policy-driven framework. The integration of recent actual performance with conservative long-range assumptions enhances the credibility of the projections and supports proactive financial management. Continued use of long-term financial planning as a dynamic tool will enable the City to adapt to changing conditions, evaluate policy alternatives, and preserve fiscal sustainability throughout the planning horizon. ## Recommendations Continue to monitor capital project and enterprise fund cash balances to ensure a proactive approach to managing capital expenditures, debt/internal loan needs, and long-term financial stability. Regular review of these balances with help the City identify underutilized or excess funds, address potential shortfalls before they impact project schedules, and align available resources with evolving priorities. Actively manage long-term levy growth to maintain tax rate stability and affordability. Despite declining debt service, projected increases in operating and capital levies are expected to outpace tax base growth, resulting in gradual increases in tax rates and taxes per capita. Strategic use of available levy capacity and careful alignment of spending priorities will be key to maintaining long-term affordability. 56 ## 1B ## City of Woodbury, Minnesota ## Office of City Administrator ## Council Workshop Letter 26-136 July 8, 2026 ## To:The Honorable Mayor and Members of the City Council ## From:Jeffrey J. Dahl, City Administrator Subject:Review of Long-Term Staffing Plan 2027-2031 for Inclusion in 2027 Proposed ## Annual Budget ## Summary The Proposed Annual Budget and adopted Annual Budget have historically included a five-year staffing plan for full-time equivalent employees. The review of such staffing plan has generally been limited to a discussion at the September budget review workshop and only reviewing the first year of the plan or the staffing requests in the budget under review. The purpose of this separate workshop review focused on the five-year plan is to introduce requests forthcoming in the 2027 Proposed Annual Budget sooner and to review requests for future years as to receive any initial guidance from Council on requests, discuss department needs and strategic direction, and any general staffing strategies. It is important to note that this is a plan subject to change with less certainty the further out the year requested. Also of note, Minnesota Paid Leave has stressed the staffing capacity of many divisions. This impact long-term continues to be assessed, however, it has already required the City to use temporary staffing, adjust workloads, and provide greater overtime in some instances. A high-level summary of staffing as detailed in the five-year plan is provided for each department: ## Administration and Finance Department *No requests are included for 2027. ## Finance Division Accounting Specialist for Payroll - 2028 As payroll duties are currently assigned to one employee, with another trained as an emergency back-up. The complexity of payroll functions and the need to provide more dedicated staff for these duties is necessary for this critical function. Accounting Technician II for Utility Billing - 2028 Anticipated to be needed in 2028 or later should the City transition to monthly billing. Accountant I - 2030 This position is expected to be needed by 2030 due to growth, increasing needs from departments supported, and ensuring continuity of operations for the division. ## Council Workshop Letter 26-136 July 8, 2026 Page 2 ## Human Resources Division Human Resources Technician - 2029 The Division currently has one technician devoted to managing several software systems, data entry, and reporting functions of the division. It is anticipated by 2029; further technician level support will be required for the division. ## Administration Division Administrative Assistant – 2029 Anticipated to be needed with continued growth of operations and needed to ensure proper back-up support for critical functions of supporting Council meetings, elections, permitting and licensing, front desk, etc. ICMA Fellow/Intern - 2031 Due to staff capacity, utilizing such a position has not been possible. By 2031, it is recommended to consider this position for the City to support all departments in more strategic research or special projects as assigned. ## Information and Communications Technology Department ## Community Relations Division ## Community Relations Coordinator/Public Safety Public Information Officer (PIO) – 2027 Currently, the Public Safety Community Relations Specialist is responsible for department communications, community engagement, crime prevention, and public education efforts. Establishing a dedicated PIO position within the Community Relations team, embedded in Public Safety, would improve organizational effectiveness by ensuring consistent, strategic communications support for both Police and Fire, while allowing the Community Relations Specialist to focus on the increasing demand in the other aspects of that role. The position would manage media relations, coordinate public messaging during incidents, oversee Public Safety social media efforts, and support community trust and awareness while allowing sworn personnel to remain focused on operational responsibilities. Community Relations Technician – 2029 This additional position is requested to address the growing demand for graphic design and digital content support across departments. Adding a Community Relations Technician would increase the team’s capacity to support citywide projects and initiatives, create engaging digital content, and provide graphic design and multimedia support. Community Relations Coordinator - 2030 This additional position is requested that would focus on internal and external equity and inclusion efforts. As Woodbury continues to grow in size and diversity, the City faces increasing expectations to ensure that both internal operations and external services and programs are equitable, inclusive, and welcoming to all residents. A dedicated position focused on equity and inclusion would help departments apply consistent practices, strengthen relationships with underrepresented groups, support staff training and facilitation, and ensure that community engagement efforts are designed to reach and hear from a broad range of residents. Community Relations Specialist – 2031 An additional position to support the growing needs of a division who has a wide scope of work including communications, community engagement, equity and inclusion and legislative initiatives. This position could also support efforts with future referendums from organizing engagement and education efforts to communication support. ## Council Workshop Letter 26-136 July 8, 2026 Page 3 ## IT Division Administrative Assistant II - 2027 This request is for .5 increase for 2027 to convert our part-time administrative assistant to a full-time role. The responsibilities required of this position have consistently exceeded part‑time capacity and now align with a full‑time, higher‑level administrative support function. This is a shared role between IT and Community Relations, with expansion can assist with budget analysis, lead meetings or project teams for multi-department initiatives, prepare complex budget and CIP materials and create documentation for departmental procedures and policies. GIS Manager - 2028 This position is proposed and the formal establishment of a dedicated GIS Division within the department. The demand for high-quality geospatial data and mapping services is growing rapidly across all City functions, and this structural change will ensure we can meet that demand with consistency, accountability, and strategic focus. By elevating GIS into its own division—with its own performance measures, budget, and clearly defined goals—we can enhance service quality, improve data-driven decision-making, and better align GIS capabilities with the evolving needs of our community and internal partners. Software Analyst - 2029 To keep pace with the City’s rapid shift to cloud-based and AI-enabled systems, a third software analyst in 2029 is requested to ensure staff can fully leverage tools we already own. As our technology becomes more capable and complex, the limiting factor is no longer the software itself but the capacity to help departments use it effectively by improving workflows, reducing manual effort, and ensuring responsible adoption of AI. ## Community Development Department *No requests are included for 2027. ## Planning Division Code Enforcement Technician – 2028 A part-time (.5 FTE) Code Enforcement Technician is requested in 2028 due to the continued growth and aging of the community. This part-time position would assist with escrow inspections, rental license compliance and other code enforcement items that peak in the summer. If more proactive code enforcement or rental licensing strategies are adopted, this position may need to transition to full-time in the future. ## Inspections Division Building Inspection Intern – 2028 A part time (.5 FTE) building inspection intern is requested in 2028, which will be an entry level inspector position, that will focus on windows, roofs, and other residential permits and inspections. This will free up other inspectors for more involved plan reviews and inspections. ## Special Revenue Funds (HRA, EDA and DMO) No additional staff are proposed in the five-year horizon for these special revenue funds. Instead, staff will first propose increases in professional services for consulting services in these specialized areas of housing, economic development, and destination marketing. As we understand more fully the nature and amount of specialized work needed, the consulting services could transition to a full- or part-time position in these areas. ## Council Workshop Letter 26-136 July 8, 2026 Page 4 ## Engineering Department ## Municipal Buildings Division Building Maintenance Technician - 2027 A request for 0.50 FTE for a Building Maintenance Technician, paired with 0.50 FTE in the Utilities Division, to create a full 1.0 FTE position beginning in late 2027 to support the operation and maintenance of the new Water Treatment Plant, which is scheduled to be operational in early 2028. A portion of the treatment plant maintenance costs will be eligible for operating and maintenance grant funding through the 3M Settlement Fund and consent decree. ## Environmental Division Environmental Resources Technician - 2029 This full-time position is requested to support continued implementation of the Environmental Stewardship Plan. This position would provide dedicated staff capacity for natural resources and ecological planning and implementation, development and engagement of programs related to buildings, energy, and waste reduction for residents and businesses, and coordination of volunteer and community engagement activities. Currently, many of these initiatives rely on citizen advocates with varying levels of success, consistency, and coordination. ## Parks and Recreation Department *No requests are included for 2027. As part of the Parks and Recreation Department’s current long-range planning process, the Department is evaluating staffing and operational needs to support programs, services, and facilities over the next ten years. The planning process will help identify future community needs, service expectations, facility priorities, and operational demands, which will guide future staffing recommendations. Staffing considerations at both the Sports Center and Golf Course enterprises will continue to be evaluated alongside operational trends, revenue performance, and long-term financial sustainability. Where appropriate, the divisions will explore shared staffing opportunities and cross-functional responsibilities to maximize efficiency and align staffing resources with service and revenue models. ## Parks and Recreation Division Parks and Recreation Assistant Director - 2028 The proposed addition of a Parks and Recreation Assistant Director position is intended to strengthen department leadership capacity, support operational oversight, and assist with long-term succession planning as the department continues to grow. Recreation Supervisor/Coordinator - 2029, 2030, and 2031 The positions identified at this time are preliminary considerations intended to support anticipated growth with expanded community recreational programming opportunities, including potential growth in special events, volunteerism, arts, senior, and teen programming. ## Council Workshop Letter 26-136 July 8, 2026 Page 5 Central Park Facility Manager - 2028 This position is expected to be needed to support anticipated growth and use of the facility. Staff will explore shared staffing opportunities and cross-functional responsibilities to maximize efficiency across the department and organization. Custodial Services at Central Park – 2028 This 0.50 FTE position, combined with the Sports Center, is also expected to be needed to support anticipated growth and use of the facility. Staff will explore shared staffing opportunities and cross-functional responsibilities to maximize efficiency across the department and organization. ## Enterprise Division (Golf Course and Sports Center) Custodial Services at Sports Center – 2028 This 0.50 FTE position is combined with the aforementioned position at Central Park to create one full-time position. Sports Center Scheduling Coordinator – 2028 This is a part- time position (0.50 FTE) and would be needed based on operational trends. ## Eagle Valley Golf Course Asst. Superintendent/Mechanic – 2028 This position is needed based on operational trends of the golf course and to build redundancy for succession planning. ## Public Works Department ## Parks and Forestry Division Public Services Worker/Parks and Forestry – 2027 and 2030 The City’s green infrastructure has expanded substantially, with more than 79,000 square feet of new landscaped areas coming online in 2026, over 200,000 square feet of planting beds added in the past five years, and native vegetation management acreage more than doubling. This growth, combined with the intensive care required for young trees to establish successfully and high public expectations for high-quality athletic field conditions, has created maintenance demands that exceed current Parks staffing capacity. As the Parks Long-Range Plan advances, further staffing adjustments may be necessary should the plan recommend significant enhancements to the City’s park system. ## Fleet Services Division Parts Technician – 2029 The division is requesting a 0.275 FTE Parts Technician position (current part-time to full- time) in 2029 to keep up with rising fleet service demands and to ensure timely maintenance for equipment utilized throughout City departments. Municipal Fleet Technician - 2031 This role, in addition to keeping up with overall fleet service demand on a city-wide basis, is crucial in providing ongoing support for timely repairs, preventative maintenance, and the safe operation of vehicles and heavy equipment. ## Streets Division Public Service Worker - 2029 This additional position would support the ongoing maintenance of roadway, stormwater, signs and signals infrastructure, and snow and ice operations, and year-round transportation needs. With continued community growth and aging, the division’s service areas and ## Council Workshop Letter 26-136 July 8, 2026 Page 6 responsibilities expand, this new position will be critical in addressing the increased demands resulting from new roadway miles, higher traffic volumes, and rising expectations for roadway maintenance and seasonal operations. ## Public Works Administration Division Administrative Assistant – 2030 To address increasing operational coordination demands across Streets, Parks & Forestry, Fleet, and Utilities, an additional 0.275 Administrative Assistant position in 2030 (current part-time to full-time) is requested. This role is intended to strengthen administrative and customer-service capacity within the division as the scope and complexity of operations expand. ## Utilities Division (Water & Sewer) Building Maintenance Technician – 2027 This position is a full-time position with 0.5 FTE as a part of Engineering and 0.5 FTE as a part of Utilities. It’s rationale is mentioned above. Public Service Workers – 2028 and 2029 These positions are required to further support water treatment operations. Portions of the associated costs, particularly maintenance support for the treatment plant, may be eligible for operating and maintenance grant funding through the 3M settlement and the anticipated consent decree. ## Public Safety Department As the community grows, so do expectations for timely emergency response, public safety services, proactive policing, fire prevention, emergency medical services, and exceptional customer service. This five-year staffing plan outlines projected personnel needs based on workload analysis, performance measures, operational needs, and forecasted growth. ## Police Division Police Officer – 2027 (2), 2028 (2), 2029 (2), 2030 (1), and 2031 (1) Staffing projections for the Police Division are based on the department’s established staffing ratio of one sworn officer per 1,000 residents and are informed by Metropolitan Council population estimates, operational needs, and workload demands. Demand for police services is expected to increase as more people live, work, shop, and visit the community. The department remains committed to maintaining and expanding proactive public safety initiatives through specialized functions such as the Traffic Unit, Community Support Team, and other community-focused enforcement, problem-solving, and engagement efforts. Staffing levels will be evaluated annually based on population growth, service demands, operational priorities, performance metrics, and community feedback. ## EMS Fire Division Fire Fighter/Paramedic – 2027 (3), 2028 (3), 2029 (3), and 2030 (3) The EMS Fire Division continues to experience significant growth in emergency call volume as the City grows. Staffing needs are currently evaluated using the ratio of one full-time equivalent (FTE) position per 200 calls for service. Current projections estimate approximately 9,100 EMS Fire calls for service in 2026, with continued increases anticipated throughout the planning period. Future staffing needs beyond 2030 will continue to be evaluated annually based on actual call volume, response performance measures, ## Council Workshop Letter 26-136 July 8, 2026 Page 7 operational demands, and growth trends. While the department utilizes part-time personnel to assist with staffing flexibility and scheduling coverage, these positions are intended to supplement, not replace, full-time staffing and are expected to remain relatively steady throughout the planning period. Fire Inspector – 2027 and 2031 An additional inspector position has been identified through long-range planning efforts as fire prevention, plan review, and inspection responsibilities have transitioned from Community Development to the Public Safety Department. Over time, many of these responsibilities have been absorbed by the Fire Marshal; however, workload growth has outpaced available staffing resources. As a result, certain inspection and prevention activities are not currently being completed at the desired service level, and the City is relying on the State to perform inspections that have historically been completed locally. The addition of a dedicated Fire Inspector will improve compliance with established performance measures, strengthen fire prevention efforts, increase local service delivery capacity, and better position the department to meet existing and future service demands. A second Fire Inspector position may be needed in 2031. ## Civilian Support Public Safety Technician – 2028 and 2029 The continued growth in both Police and EMS Fire Divisions results in increasing workloads for civilian personnel, who play a vital role, enabling officers and firefighter/paramedics to focus on operational responsibilities while maintaining efficiency, customer service, records management, investigations support, administrative functions, and compliance. Additionally, as the new Public Safety facility becomes operational, staffing needs associated with lobby operations and customer-facing services will be evaluated to ensure continued delivery of exceptional customer service to residents, businesses, and visitors. These positions will also be needed to support the Investigations Division through expanded crime analysis, evidence processing, and investigative support functions. Administrative Assistant – 2028 and 2030 The need for a current part-time Administrative Assistant positions to transition to a full-time position is anticipated to address increasing workload associated with growing EMS Fire and Police call volume activity, reporting requirements, records management, and administrative coordination. An additional full-time Administrative Assistant is anticipated to be needed in 2030. Public Safety Technician – 2029 This additional position would also support growing ongoing operational workload growth throughout the department. ## Recommendation Staff are requesting Council feedback on the staffing plan as presented and guidance on any questions that can be answered or presented at future budget review sessions. General direction is requested on proceeding with incorporating 2027 requests as presented in the 2027 Proposed Budget, understanding all requests are all subject to further review as part of the budget process. ## Governance Mode 1 1 Items marked “fiduciary” are primarily business-oriented topics; “strategic” items are primarily related to long- term strategies or goals; and “generative” items are primarily meant to produce new thoughts or ideas. ## Council Workshop Letter 26-136 July 8, 2026 Page 8 Fiduciary - Stewardship of tangible assets, oversees operations and ensures efficient and appropriate use of resources, legal compliance and fiscal accountability. Strategic - Setting priorities, reviewing and modifying strategic plans, and monitoring performance against plans. Focus is the “ends” rather than the "means”. ## Fiscal Implications Details on fiscal implications for staffing will be presented at future meetings as part of the presentation of the 2027 Proposed Budget. ## Policy In accordance with the obligations set forth in Section 2-45 (a) (5) of the City of Woodbury Code of Ordinances, the City Administrator shall prepare an annual fiscal budget and capital improvement plan for City Council and maintain financial guidelines for the City within the scope of the approved budget and capital program. ## In addition, CD-ADMIN-1.1 Authorizations and Procedures for Personnel Management details authority as provided to the City Administrator and held by the City Council regarding the personnel system and staffing as well as staffing allocation authorization specifically for the Public Safety Department Police and EMS Fire Divisions. ## Public Process This is the first public process for this item. ## Background The 2026 Annual Budget includes several pages of details on staffing for the City including a five- year history of full-time and part-time positions (in FTEs), total staffing and staffing per 1,000 residents from 2027 to current, personnel changes in the 2026 Budget, and a long-term staffing plan 2026-2030. In 2026, approximately 78 percent of the City’s General Fund expenditures were committed to workforce support including wages and benefits. The 2027 Proposed Budget is planned to include similar staffing details. This review of the 2027- 2031 long-term staffing plan is the first step of the significant review process by City Council on staffing for the City. Decisions on the creation of new full-time and part-time positions for the City lie solely with the Council as authorized through the budget process. ## Written By:Angela Gorall, Deputy City Administrator ## Respective Department Heads ## Approved Through:Jeffrey Dahl, City Administrator ## Attachment:Long-Term Staffing Plan 2027-2031 ## CITY OF WOODBURY ## LONG-TERM STAFFING PLAN 2027-2031 ## Full-time and Part-time Positions ## Requested ## Position Division2027 FTE2028 FTE2029 FTE2030 FTE2031 FTE ## General Fund: ## Administration & Finance Department ## Administrative AssistantAdministration1.00 ## Fellowship/InternAdministration1.00 ## Accounting Specialist - PayrollFinance1.00 ## Accountant IFinance1.00 ## Human Resources TechnicianHuman Resources 1.00 ## Information and Communications Technology Department ## Community Relations Coordinator - PIOCommunity Relations 1.00 ## Community Relations CoordinatorCommunity Relations 1.00 ## Community Relations SpecialistCommunity Relations 1.00 ## Community Relations TechnicianCommunity Relations 1.00 Administrative Assistant II (converting .5 position into 1.0)ICT 0.50 ## GIS ManagerIT 1.00 ## Software AnalystIT 1.00 ## Community Development ## Code Enforcement TechnicianPlanning 0.50 ## Building Inspector InternInspections 0.50 ## Engineering ## Building Maintenance Technician (shared position)Municipal Buildings 0.50 ## Environmental Resources TechnicianEnvironmental 1.00 ## Parks and Recreation ## Recreation (Program) SupervisorRecreation 1.001.00 ## Parks and Recreation Asst. DirectorRecreation 1.00 ## Recreation (Program) Coordinator Recreation 1.00 ## Recreation Facility Manager - Central ParkCentral Park 1.00 ## Custodial Service - Central ParkCentral Park 0.50 ## Public Works ## Administrative AssistantPW Administration 0.275 ## Public Service Worker - StreetsStreets 1.00 ## Parts TechnicianFleet 0.275 ## Public Service Worker - Municipal Fleet TechnicianFleet 1.00 ## Public Service Worker - Parks and ForestryParks and Forestry 1.001.00 ## Public Safety ## Administrative AssistantPolice 1.00 ## PS Technician Police 1.001.00 ## Police OfficerPolice 2.002.002.001.001.00 ## Administrative AssistantPolice/EMS Fire 0.275 ## Firefighter/ParamedicEMS Fire 3.003.003.003.00 ## Fire InspectorEMS Fire 1.001.00 ## General Fund Subtotal 9.0011.7813.289.286.00 ## Water and Sewer Utility Fund: ## Accounting Technician II (Utility Billing)Finance 1.00 ## Building Maintenance Technician (shared position)Water and Sewer 0.50 ## Public Service Worker - Water TreatmentWater and Sewer 1.001.00 ## Subtotal 0.502.001.000.000.00 ## Sports Center Fund: ## Scheduling Coordinator Sports Center 0.50 ## Custodial ServiceSports Center 0.50 ## Subtotal 0.001.000.000.000.00 ## Eagle Valley Golf Course Fund: ## Asst. Superintendent/MechanicEVGC 1.00 ## Subtotal 0.001.000.000.000.00 ## Total FTE 9.5015.7814.289.286.00 ## Future Requests ## 1C ## City of Woodbury, Minnesota ## Office of City Administrator ## Council Workshop Letter 26-137 July 8, 2026 ## To:The Honorable Mayor and Members of the City Council ## From:Jeffrey J. Dahl, City Administrator ## Subject:Update of Public Safety Strategic Initiative: Safer Community through Culture, ## Connections, and Crime Prevention ## Summary Staff from Woodbury Public Safety will provide City Council with an annual update on the progress of the Public Safety Strategic Initiative, Safer Community Through Culture, Community Connections, and Crime Prevention. Since the initiative was launched in 2022, the department has made substantial progress in strengthening service delivery, enhancing staffing levels, improving community engagement, and preparing for future growth. The workshop will focus on three key priority areas identified within the strategic initiative: ## 1. Strategic Staffing Plan Public Safety continues to implement a long-term staffing strategy designed to meet increasing service demands while maintaining high levels of customer service and employee wellness. The presentation will review progress made in implementing the department's strategic staffing plan, including workforce growth, employee retention efforts, operational enhancements, and future staffing considerations. ## 2. EMS Fire 24-Hour Shift Model In April 2025, Woodbury Public Safety transitioned to a 24-hour EMS Fire shift model. Staff will provide an update on the implementation of the new shift model and its impact on service delivery, operational readiness, and future organizational needs. ## 3. Building Remodel and Relocation The department continues to advance the Public Safety building remodel and relocation project. Staff will provide an update on facility renovation and transition planning efforts designed to maintain operational continuity, support organizational effectiveness, and ensure uninterrupted public safety services throughout the construction and relocation process. Additional updates will include progress in community outreach efforts, crime prevention initiatives, accreditation planning, emergency preparedness exercises, grant funding successes, and emerging public safety technologies. ## Council Workshop Letter 26-137 July 8, 2028 Page 2 This presentation gives City Council an opportunity to review progress toward strategic initiative goals, discuss future priorities, and provide feedback regarding the department's ongoing implementation efforts. ## Recommendation Staff recommends that City Council receive the Public Safety Strategic Initiative Update and provide feedback and direction as appropriate. ## Governance Mode 1 Strategic - Setting priorities, reviewing and modifying strategic plans, and monitoring performance against plans. Focus is the “ends” rather than the "means”. ## Fiscal Implications The initiatives discussed during this workshop have been incorporated into the 2027 budget planning process and future Capital Improvement Plan discussions. Staffing, technology, facility improvements, and strategic investments will continue to be evaluated as part of the City's annual budget process. ## Policy Aligns with 2025-2028 Strategic Initiative 25-02, Safer Community Through Culture, Connections, and Crime Prevention. ## Public Process The City Council held its biennial retreat on June 4, 2024, and gave approval to the plan on December 11, 2024. Public Safety presented an update on the plan during the Council workshop on July 30, 2025. ## Background Public Safety has been identified as a strategic priority by the City Council for many years and remains a critical component of maintaining Woodbury's high quality of life. In 2022, Woodbury Public Safety launched the Safer Community Through Culture, Community Connections, and Crime Prevention Strategic Initiative to proactively address increasing service demands, strengthen organizational culture, and enhance community safety. The initiative was developed through a comprehensive planning process that included community survey results, a staffing study, internal employee feedback, external stakeholder input, and guidance from a project team. Following the planning phase, the department transitioned into implementation, focusing on long-term staffing, service delivery, community engagement, crime prevention, and organizational readiness. Since the initiative was launched, Public Safety has experienced significant growth in demand for services. During that time, calls for service have 1 Items marked “fiduciary” are primarily business-oriented topics; “strategic” items are primarily related to long- term strategies or goals; and “generative” items are primarily meant to produce new thoughts or ideas. ## Council Workshop Letter 26-137 July 8, 2028 Page 3 increased significantly, prompting strategic investments in staffing, recruitment, retention, technology, and service delivery. Several key milestones have been achieved during the implementation phase. Sworn police staffing has increased from 65 officers in 2022 to 81 officers in 2026, while EMS Fire staffing has grown from 23 full-time employees to 40. The department has also successfully implemented a 24-hour EMS/Fire shift model, expanded community outreach efforts, enhanced crime prevention initiatives, secured significant grant funding, and advanced planning efforts related to the Public Safety facility remodel and relocation. This workshop provides City Council with an opportunity to review progress made toward the initiative's goals, discuss emerging public safety needs, and receive updates on key priorities that will continue to shape service delivery in the years ahead. The presentation reflects the department's ongoing commitment to providing professional, innovative, and responsive public safety services while preparing for future community growth. ## Written By:Jason Posel, Public Safety Director/Police Chief ## Approved Through:Jeffrey J. Dahl, City Administrator ## Attachment:None