Quarterly Budget Update: FY 11 Efficiencies FY 12 Base Budget Reviews Projected FY 13 Budget Savings

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1 Quarterly Budget Update: FY 11 Efficiencies FY 12 Base Budget Reviews Projected FY 13 Budget Savings February 7, 2012 Office of Management and Budget

2 Assessing Organizational Performance Citizen Satisfaction Survey Strategic Plan Outcomes Program Measures Community Outcomes Effectiveness Efficiencies per service or per FTE Workload - inputs and outputs 2

3 Organizational Culture of Results County Vision and Values Principles of Sound Financial Management Internal Controls Best Practices Continuous Quality Improvement 3

4 Staff Commitment to Quality Service 88% see the connection between their actions and County results 93% are proud to work for PWC 99% are committed to helping PWC succeed 4

5 Organizational Efforts Discourage spending down year end balances and pool turnback to fund organizational needs Revenue Stabilization General Fund Reserve Turnback for next fiscal year budget Budget Congress works to identify reductions and additions Base budget reviews identify efficiencies and resource shifts Annual efficiency report 5

6 General Fund Turnback FY 07 - FY 11 $50 $42.53 Millions $40 $30 $20 $31.75 $33.35 $29.86 $29.79 $10 $0 FY 07 FY 08 FY 09 FY 10 FY 11 6

7 Using FY 11 Turnback to Fund Organizational Priorities $8.6M to support FY 2012 Budget $7.9M to Transportation Reserve $5.5M to Technology Improvement Plan $2.0M to Technology Disaster Recovery $836K to Revenue Stabilization Reserve 7

8 Defining Agency Efficiencies Reducing general fund service delivery costs Creates capacity for organizational priorities Can be reprogrammed within agencies Finding County cost savings for schools Reducing fee and levy agency service delivery costs Reduces need for increases in fees and levies Finding other revenue sources Grant funds Agency revenues Volunteers Improved service within existing funding levels 8

9 FY 11 Additional Efficiency Impact Agency efficiency turnback $1,118,570 Agency efficiency reprogrammed $7,339,755 County cost savings for schools $1,026,400 Fee and levy agency turnback $135,237 Other revenue sources $1,183,330 Total $10,803,290 Plus improved service levels for citizens and residents 9

10 Reduced Service Delivery Costs Contribute to Year End General Fund Turnback - $1.1M Finance: Restructuring bond sales at a lower interest rate $528,335 interest payment savings Finance: Refunding lease participation certificates $495,722 interest payment savings Public Works/Fleet: Annual miles driven down 200,000 $41,752 in fuel savings 10

11 Reduction in Service Delivery Costs for Schools - $1M Qualified School Construction Bonds $514,274 in annual interest payments over the life of $9.5M in PWC Schools debt $565K annually in PWC Schools utility costs 11

12 Reduction in Service Delivery Costs - Savings Reprogrammed for Identified Needs - $7.3M Transportation: Route 1 and Prince William Parkway projects construction savings Route 1, Joplin to Bradys Hill - $2.5M Prince William Parkway, Hoadly to Old Bridge - $4.7M Public Health: TB Control Full time nurse practitioner replaced by with part time doctor - $27,221 savings 12

13 Non-General Fund Savings - $135K Self Insurance Fund: Vehicle accidents Reduced number and severity of accidents - $96,000 Public Works/Stormwater Completed stream assessments and stream restorations in house - $30,000 Public Works/Gypsy Moth Increased larval control to reduce adulticide days - $9,237 13

14 Use of Other Revenues - $1.2M Grants Public Health: Women, Infants and Children (WIC) west end satellite office - $103,358 Community Services: Recovery services random drug testing and staff training - $49,000 Increased Revenues Human Rights: Increased case reimbursement - $1,250 14

15 Use of Other Revenues - $1.2M Volunteers Libraries: $719,000 equivalent in volunteer hours Human Rights: $19,600 equivalent in volunteer hours Public Health: $17,024 equivalent in volunteer hours 15

16 Improved Service Levels at No Additional Cost Finance/Risk: Improved safety awareness Reduced days out increased productivity equivalent to 2.5 FTEs Libraries: Neighborhood Libraries Shift resources to add 4 additional hours per week at 3 neighborhood libraries Planning: Technology Use of electronic document management to meet information requests for proffers and conditions Police: Technology LinX Project provides enhanced investigations via shared information across the region 16

17 FY 12 Base Budget Reviews

18 Previous Base Budget Reviews Department of Information Technology (DoIT) General Fund and Internal Service Fund $900K in savings identified Department of Social Services (DSS) Identified need for additional Child Protective Services funding No savings identified Park Authority (Part One) Two part review - second half to be completed in FY 12 General Fund contribution only Identified need for additional utility funding No savings identified Department of Fire and Rescue (DFR) General Fund contribution only $217K in savings identified 18

19 FY 12 Base Budget Reviews Park Authority (Part Two) Police Department Office of Criminal Justice Services (OCJS) Community Partners Fire and Rescue (payroll turnback analysis) 19

20 Park Authority (Part Two) Findings 54% of Park Authority revenue comes from County transfer Revenue recovery FY 11 Total Operating % cost recovery FY 11 Total Recreation Activity % cost recovery Unfunded capital needs Hellwig Park entrance Silver Lake Park Dam No General Fund savings identified 20

21 Park Authority (Part Two) Recommendations Continue to monitor revenue recovery Memorandum of Understanding Agreement out of date Update the definition of capital projects Delete discussion of historic property transfers that have occurred Present regular reports on golf public/private partnerships 21

22 Police Department Findings Intermediate and long term expenditure trends 3 year average - $1.5M turned back (2%) 5 year average - $1.2M turned back (1.5%) Staffing levels compared to level of service (LOS) standards Comprehensive Plan LOS - 2 sworn staff per 1,000 residents FY sworn staff per 1,000 residents FY sworn staff per 1,000 residents Unfunded capital needs Central District Station (Included in the CXO s Proposed CIP) Public Safety Training Center expansion and rifle range Animal Shelter replacement 22

23 Police Department Recommendations Increase staffing plan to FTEs per year to keep pace with population growth Fund Central District Station Shift $200K from Other Services to fund mobile and portable radio replacement 23

24 Office of Criminal Justice Services Findings Elimination of American Recovery and Reinvestment Act ( Stimulus ) grant impacts staffing levels in Intensive Community Supervision BOCS Resolution accepted these ARRA funds for Intensive Community Supervision use Supported two positions (1 OCJS FTE, 1 CS Therapist II) Average pre-trial caseload per officer in FY 11 was 12% higher than FY 10 24

25 Office of Criminal Justice Services Recommendations Continue to identify additional revenue sources This recommendation has been carried out The cost sharing agreement with the Cities of Manassas and Manassas Park has been amended effective July 1, 2012 Base billings will increase by $158,110 Will provide permanent funding for the two positions (1 OCJS FTE, 1 CS Therapist II) previously funded by ARRA Provide additional staff resources in Pre-trial Supervision Additional position to be proposed in FY 13 budget 25

26 Community Partners Findings Two types of partners evaluated Direct donations where partners compete for funds Tax exemptions Permanent exemptions No competition for funds $25M provided to partners via direct donation since FY 01 Policy initiated in FY 11 provides additional information for decision making MOU required with service level effects 26

27 Community Partners Recommendations Expand information provided by partners to include how County funds are used, including how County contribution is used to leverage other funds Community partner book will be provided to BOCS with the Proposed FY 13 Budget 27

28 Additional DFR Base Budget Savings $217K savings identified in FY 11 report Report stated that payroll turnback would be reevaluated at end of FY 11 Turnback analysis revealed: $250K COLA funding - not needed $1,018,747 ALS pay Funding was budgeted at 100% for all uniform staff 41% staff have ALS certification As more staff obtain ALS certification, future budgets will need to be adjusted to match the actual number of staff receiving this additional pay 28

29 General Fund Savings Resulting from Base Budget Reviews Base budget reviews in past 2 years have identified $2.39M available to be reprogrammed to support organizational priorities $0.90M in DoIT; reduction taken in FY 11 base budget $0.22M in DFR; reduction taken in FY 12 base budget $1.27M in DFR; reduction to be taken in FY 13 base budget 29

30 Projected FY 13 Budget Savings

31 Agency Efficiencies Reduce FY 13 Base Budget - Citizens Survey $25,000 Public Works - Shift from propane to landfill gas $25,000 Public Works - Paperless Neighborhood Services $11,200 Library - Self checkout $ 5,000 Aging - Food delivery $ 5,000 Police - Reduction in survey questions $10,000 ADC - Pager reductions $ 2,715 ADC - Breathalyzer supplies $ 1,228 DFR - Gear contracts $14,733 DoIT - Long distance phone bill $18,000 Public Health - TB FTE full time to part time $11,000 DSS - Child Care program $43,600 DoIT - Internal Network $75,000 Total $247,476 31

32 Other Agency Reductions Public Works - Vacant Property Maintenance $25,000 Library - Substitute funds $5,000 Sheriff - Turnback $15,000 Public Safety Communications - Turnback $10,000 DSS - Telephone reduction $50,000 DSS - State Child Care program $435,839 Total Agency Reductions $540,839 32

33 Total Savings Identified for FY 13 Agency Efficiencies $247,476 Base Budget Savings $1,268,747 Other Agency Reductions $540,839 Capital Team Debt Service Shift $7,780,450 VRS Rate Adjustment $4,069,684 Salary Attrition Savings $3,125,884 No Health Care Reform Costs $1,913,000 Total Capacity Generated in FY 13 $18,946,080 33

34 Effective Stewardship of Tax Dollars Realized in FY 11 Proposed for FY 13 Reprogrammed Cost reductions Base budget savings Other revenues Improved service levels at no additional cost $7.3M $1.0M $1.27M $1.2M Agency Efficiencies Base Budget Savings Agency Reductions Debt Service Shift VRS Rate Adjustment Salary Attrition Savings No HCR Costs $0.2M $1.3M $0.5M $7.8M $4.0M $3.1M $1.9M Total financial impact $9.5M Total financial impact $18.9M Equal to 2.4 cents on the general fund tax dollar Equal to 4.7 cents on the general fund tax dollar Assuming each penny generates $4m of general revenue Assuming each penny generates $4m of general revenue 34