City staff strive to maintain the desired level of service and complete needed capital projects. The FY2024/25 budget reported a refinancing of the debt in the CRA fund, which is a non-recurring event that inflated the revenues and expenditures for that year and was not budgeted in FY2025/26. Other than FY 2025/26, the fund balance has consistently trended upwards, indicating a healthy financial position for the City. This growth can be primarily attributed to City development and the construction of new subdivisions; however, FY2025/26 experienced a slowdown in new construction. This information was provided by the Lake County Property Appraiser.
The trend has been positive revenue growth which signifies a healthy and prosperous economy, leading to various benefits such as increased job opportunities, higher wages, and additional funding for government projects and services. FY 2026/27 budget year is an opportunity to reevaluate projects and priorities going forward. The City's business activities typically generate higher revenue due to charges for water and sewer services which, in turn, are used for continued maintenance and expansion of the City's utility infrastructure.
The financial performance chart and budget trends of the City demonstrate that revenue growth tends to outpace expenditure growth, except for years with significant capital projects and slower revenue growth. Overall, the City's financial performance and revenue growth demonstrate a competent managerial approach in addressing the City's needs and effectively navigating the challenges posed by the current economic situation.
Table 14:
Measures by Department FY 2026/27 Summary Analysis
| FY2024 Actual | FY2025 Actual | FY2026 Estimated | FY2027 Projected | ||||
| Department Performance Measures Summary | Strategic Plan Goal Data | Strategic Plan Goal Data | Change % | Strategic Plan Goal Data | Change % | Strategic Plan Goal Data | Change % |
|---|---|---|---|---|---|---|---|
| Police Department Services | 32,682 | 28,603 | -12.5% | 30,291 | 5.6% | 32,200 | 6.3% |
| Fire Department Services | 9,421 | 9,189 | -2.5% | 9,500 | 3.3% | 10,200 | 7.4% |
| Memorial Library Services | 268,983 | 248,561 | -7.6% | 251,065 | 1.0% | 253,895 | 1.1% |
| Parks & Recreation Services | 43,538 | 45,534 | 4.6% | 52,943 | 14.0% | 55,968 | 5.7% |
| Building Services | 11,684 | 14,854 | 27.1% | 15,869 | 6.4% | 14,395 | -9.3% |
| Development Services | 210 | 306 | 45.7% | 248 | -23.4% | 240 | -3.2% |
| Code Enforcement Services | 6,883 | 5,563 | -19.2% | 5,552 | -0.2% | 5,750 | 3.6% |
| Finance Services | 902 | 944 | 4.7% | 954 | 1.0% | 983 | 3.0% |
| Procurement Services | 4,086 | 4,323 | 5.8% | 4,453 | 2.9% | 4,586 | 3.0% |
| Human Resources Services Public Works Street Maintenance | 2,210 | 2,831 | 28.1% | 2,335 | -21.2% | 2,770 | 18.6% |
| Public Utilities Services | 37,301 | 31,621 | -15.2% | 29,991 | -5.4% | 35,205 | 17.4% |
| Total | 465,643 | 452,070 | -2.9% | 467,821 | 3.5% | 486,429 | 4.0% |
Departmental performance analysis was measured using four years of data, covering FY 2024 and FY 2025 actual data, estimating FY 2026 and using the FY 2027 budget as projected data for departmental performance measures. Performance effectiveness measurements are
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