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Commentary<br />

The proposed capital spending plan is prospective in nature and generally extends for a period of<br />

several years. It is <strong>the</strong> principal means by which a <strong>municipal</strong>ity prioritizes and presents capital<br />

equipment, facilities and o<strong>the</strong>r infrastructure needs and <strong>the</strong> financing plans to support <strong>the</strong>se proposed<br />

expenditures. The preparation of <strong>the</strong> plan frequently precedes <strong>the</strong> development of <strong>the</strong> annual<br />

operating budget. To adequately define <strong>the</strong> nature and <strong>the</strong> cost of construction and maintenance of<br />

proposed projects, <strong>the</strong> <strong>municipal</strong>ity should seek inputs from its engineer, as well as its planning<br />

commission, if one exists. The <strong>municipal</strong>ity's manager or <strong>secretary</strong> should be vested with <strong>the</strong><br />

responsibility for <strong>the</strong> final preparation of <strong>the</strong> capital plan.<br />

2. As part of its fiscal planning process, <strong>the</strong> jurisdiction adopts by resolution a plan which<br />

projects for several years operating revenues and expenditure needs. These projections<br />

are based upon various assumptions as to <strong>the</strong> future economic and political<br />

environment. They are revised yearly, once <strong>the</strong> annual budget is adopted.<br />

Commentary<br />

Projections of current revenues and expenditures over several years' time will enable <strong>municipal</strong><br />

officials to identify future operating budget needs and to develop ways and means to address <strong>the</strong>m.<br />

To give <strong>the</strong> process validity and meaning, it is critical that various assumptions be used in making<br />

projections. As with <strong>the</strong> capital proposal, <strong>the</strong> responsibility for <strong>the</strong> preparation of this plan should be<br />

vested in <strong>the</strong> manager or <strong>secretary</strong>.<br />

3. Yearly operating and capital fiscal decisions for <strong>the</strong> annual budget are based upon<br />

appropriate sections of <strong>the</strong> ordinance or resolution which have identified revenue,<br />

operating programs and capital needs.<br />

Commentary<br />

If fiscal planning is to be a meaningful policy and management tool, its proposals, where appropriate,<br />

must be implemented. The logical ways to implement <strong>the</strong>se proposals is to use <strong>the</strong>m in developing<br />

<strong>the</strong> annual budget.<br />

4. Decisions with respect to long-term borrowing or o<strong>the</strong>r means of capital financing are<br />

made in accordance with <strong>the</strong> provisions in <strong>the</strong> <strong>municipal</strong>ity's fiscal plan.<br />

Commentary<br />

Frequently, a <strong>municipal</strong>ity must finance expensive capital projects via short-term loans and bonded<br />

debt. In planning for <strong>the</strong> implementation of a multi-year plan, <strong>the</strong> local government's actions related<br />

to <strong>the</strong> issuance of debt should be based on those outlined in <strong>the</strong> plan.<br />

To minimize <strong>the</strong> cost involved with <strong>the</strong> debt issuance process, if a <strong>municipal</strong>ity does not issue capital<br />

debt on an annual basis, it may opt to fund two or three years' worth of capital projects through one<br />

bond issue or large capital note.<br />

A-23

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