Financial Stability and Efficiency

Strategic Theme

Diversify revenue streams to reduce reliance on property taxes for general government operations. Ensure user fees reflect the actual cost of services and use fund balances strategically to minimize rate fluctuations.

4
Total
Objectives
10
Total
Action Items
0
Completed
Action Items
15
Total
KPIs
1
Completed
KPIs

Vision Statement

The City strives to diversify its revenue streams to reduce the reliance upon the property tax as the primary source of revenue for general government operations. User fees have a direct relationship to the services provided and are commensurate with the actual cost of the services provided. The use of Unassigned Fund Balances in the General Fund as well as the enterprise funds is a strategy to minimize tax and fee rate spikes.

The Unassigned Fund Balance in the General Fund is healthy when it:

  • is within a range of 15% to 19% of the current General Fund expenditure budget;
  • provides a cash reserve to address emergencies;
  • provides sufficient cash flow between semi-annual tax billings.

Financial planning is based on a long-term strategy to mitigate tax and user fee rate increases. When possible, planning for capital projects in the six-year Capital Improvements Plan allows a more even spread of debt service payments.

The City’s debt load is maintained within the statutory requirements and the City Council’s Debt Management policy for all funds.

The City utilizes federal, state, and private grant funding to offset the cost of capital and operating expenses. Additionally, the City advocates in partnership with other municipalities and the New Hampshire Municipal Association for more state funding to offset the impact to local property taxes. The City takes active steps to transition education funding from the statewide and local property tax to a more equitable cost share with other revenue sources.

Responsible Groups

City Departments

Airport City Manager Citywide Finance Library Planning and Development Public Works

Boards and Committees

City Council

Community Partners

SAU88

Strategic Objectives

Primary objectives under this strategic theme

3.1 Maintain a responsible debt management plan.
Revise the Debt Management Policy to include provisions for the Sewer Fund no later than the first quarter of 2024.
Ensure the City’s debt load stays within the policy established by the CC for the General, Solid Waste, Water and Sewer Funds
3.2 Maintain a long term strategy to mitigate tax rate and user fee spikes.
Finance to develop a long term strategy to stabilize the UFB by the first quarter of 2025.
Develop the Strategic Plan in 2025 to inform the 2026 Budget Process. Present the 2026 Proposed Budget using the strategic plan format.
3.3 Advocate and seek funding at the State and Federal level to reduce the impact on property taxes and user fees.
Measure year-over-year grant/incentive volume, applications, technical assistance, awards, and implementation.
Apply for grant and incentive opportunities on an annual basis, especially those that are recurring (CDS, direct pay, CDBG)
Maintain full time grant writer position.
Continue to support the Education Coalition Communities 2.0 in opposing the transfer of Statewide Education Property Taxes to the State.
Adoption by the NH Legislature for allowing local options that municipalities can adopt if they choose to.
A local option bill was submitted in the 2025 Legislative Session however the bill was defeated.
A 25% increase in funds contributed to the library budget from the library foundation
3.4 Maintain adequate cash reserves to ensure cash flow, the ability to respond to emergencies and the resources to take advantage of opportunities.
Projected fund balance beyond 2023 is projected to be increased in the Solid Waste fund due to rate changes implemented by the City Council.
Finance to develop a long term plan to ensure UFB is adequate to maintain cash flow and address emergencies in compliance with the UFB policy by the end of the Q1 2024.