FY2017/18 Approved Budget. SECTION 14 Finance

Transcription

1 14 SECTION 14 Finance 169

2 Finance The mission of the Finance Department is to educate, inform, and provide excellent internal and external customer service with integrity, efficiency, and quality. The Finance Department is responsible for overseeing the financial management of the City. The Finance Department currently provides accounting, budgeting, payroll, public improvement financing, procurement, billing, collection, parking citation, revenue collection, and cannabis policy and enforcement services. Internal services and programs include strategic planning and policy analysis. Accounting: Responsible for providing oversight for the system of internal controls to safeguard City assets and preparing annual financial statements. Budget, Policy and Strategic Planning: Responsible for the development and preparation of the annual operating budget, five-year capital improvement program and quarterly financial reports. Supports the Council, charter offices, and operating departments with budgeting, financial support, forecasting, analysis on special projects, and labor negotiations. Finance Administration: Responsible for enhancing and maintaining the fiscal stability of the City. Cannabis Policy and Enforcement: Responsible for the development and implementation of the City s cannabis related policies and regulations. 171

3 Payroll: Responsible for maintaining and monitoring internal controls to ensure transactions comply with labor agreements, polices, rules, and regulations. Procurement Services: Responsible for the development and implementation of citywide policies for the purchase of supplies and services through competitive bidding, as well as contract administration. Public Improvement Finance: Responsible for the formation and administration of financing plans, assessment districts, tax districts and fee districts for development and the continuance of services in support of goals to achieve sustainability and enhance livability. Revenue: Responsible for the coordination and collection of major taxes, fees, and citations citywide, as well as management of business permits. PROGRAMS/SERVICE HIGHLIGHTS Assisted departments with establishing, adjusting, and managing operating and capital improvement program budgets. Assisted the City Manager, City Treasurer, Council, and departments with capital project financing, debt management, and long-term asset acquisition. Assisted with citywide special projects and assignments. Audited and enforced a variety of City codes to ensure compliance. Completed the annual district budget process and levied taxes and assessments efficiently and effectively. Continued tax and assessment audits and other quality controls for all Mello- Roos, assessment, and fee districts. Coordinated and prepared the City s quarterly financial reports. Coordinated the activities of an interdepartmental team involved with the issuance of land use and business permits, enforcement of City codes, 172

4 eradication of the black market, and outreach to stakeholders and the public related to the cannabis industry. Coordinated with departments to close the City s financial books and produced the Comprehensive Annual Financial Report and Single Audit Reports. Formed new special districts to implement financing plans, fund maintenance services throughout the City, and finance public improvements. Implemented delinquent collection tools on bills owed to the City. Implemented the ability for web payments for parking citations. Looked for ways to optimize the use of districts and finance plans to build priority public improvements, fund services, and encourage private investment in the City. Maintained and monitored internal controls to ensure transactions comply with rules, regulations, and policies. Managed all finance plans and districts to ensure best management practices. Processed and issued 24,562 business operations tax certificates and 1,856 permits. Processed over 4,600 City employee paychecks bi-weekly and over 1,100 SCERS retiree paychecks monthly. Processed payments to vendors for various goods and services and reimbursements to City employees for work-related expenses daily. Provided customer service to employees at all levels of the City. OBJECTIVES FOR FY2017/18 Complete and update financing plans for high priority development areas Downtown Specific Plan Area, The Railyards, Delta Shores, Greenbriar, Panhandle, North Natomas and others. Complete Mello-Roos formation, bond issuance, and associated agreements to facilitate development projects The Creamery, Crocker Village, Delta Shores, The Railyards, Natomas Meadows, and others. Develop strong partnership with various community groups to create positive impact for the program and address the stigma associated with cannabis. 173

5 Ensure a smooth and efficient application process for all cannabis-related businesses by encouraging the use of an online application system, making information available through the City s website, and providing outstanding customer service to applicants. Implement new accounting and financial reporting standards including GASB Statement #75 addressing accounting and financial reporting for postemployment benefits other than pensions. Manage the implementation of the City s policies and regulations for all cannabisrelated businesses, which currently include dispensaries, cultivation, manufacturing and testing laboratories. Monitor cannabis-related regulations at the different levels of government and collaborate with outside agencies to ensure a compliant and equitable local regulatory system. Provide departments and fund managers with the tools necessary to forecast labor growth especially as it relates to costs for retirement and other postemployment benefits. Provide fiscal support for contract negotiations with recognized labor groups including forecasting the current and future costs of proposals. Work closely with the Council in developing sound and balanced regulations for other cannabis-related businesses which include distribution, transport and delivery. BUDGET CHANGES Division Description Fund Revenue/ Offset Adjustment Expenditure FTE General (29,533) 29, Procurement Services Public Improvement Finance Add positions to address workload (2.0 FTE Administrative Technicians), offset by the elimination of a vacant position (1.0 Administrative Analyst) and increased revenues. Add a position to manage workload associated with development activity (1.0 FTE Program Specialist), offset by reimbursements from special district and development impact fees. General (125,338) 125, Total $ (154,871) $ 154, POSITION CHANGES A vacant position was transferred to Finance from Public Works to support the City Manager s Office, Office of Emergency Services, and Office of Economic Growth (1.0 FTE Street Construction Laborer). 174

6 Department Budget Summary Finance FY2014/15 FY2015/16 FY2016/17 FY2016/17 FY2017/18 More/(Less) Budget Summary Actuals Actuals Approved Amended Approved Approved/Amended Employee Services 7,678,137 7,998,851 8,819,620 8,843,068 9,719, ,188 Other Services and Supplies 1,913,405 2,616,497 2,940,157 2,276,370 7,415,890 5,139,520 City Property 37,493 49,121 44,400 44,400 44,400 - Transfers (57,255) - 121, , ,242 - Labor and Supply Offset (959,625) (1,145,090) (924,036) (924,036) (1,049,374) (125,338) Operating Transfers (234,940) - 234,940 Total 8,612,155 9,519,380 11,001,383 10,126,104 16,251,414 6,125,310 FY2014/15 FY2015/16 FY2016/17 FY2016/17 FY2017/18 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Approved Approved/Amended General Fund 4,518,034 4,586,208 5,927,257 5,743,765 11,330,242 5,586,477 12th Street Maint Benefit Area 3,187 2,136 1,934 1,934 3,194 1,260 Cty/Cnty Office-Water Planning 39,000 39,000 39,000 39,000 39,000 - Del Paso Nuevo Landscaping CFD 2,195 3,165 2,089 2,089 3,740 1,651 Del Paso PBID 33,904 32, Del Paso Prop & Business Imprv 2,805 1,331 1,331 5,261 5,261 - Downtown Impact Fee ,000 50, , ,000 Downtown Management District 4,180 1,440 1,440 9,439 9,439 - Downtown Plaza PBID 51,745 33, Franklin Blvd PBID 55,349 56, Franklin Boulevard PBID 1,593 2,912 2,912 1,470 1,470 - Greater Broadway PBID 1,365 1,372 1,372 1,119 1,119 - Handle BID No , , , , ,000 - Interdepartmental Service 2,670,844 2,792,360 2,827,077 2,827,077 2,929, ,981 Jacinto Creek ,000 15,000 - (15,000) Laguna Creek Maint Dist 11,645 13,255 9,910 9,910 13,511 3,601 Landscaping and Lighting 229, , , , ,073 78,024 Mack Road PBID 3,730 1,247 1,247 3,985 3,985 - Midtown Sacramento PBID 4,409 2,912 2,912 1,960 1,960 - N Nat Lndscp ,637 21,619 13,596 13,596 17,614 4,018 N Natomas Lands CFD 3 35,153 28,077 22,739 22,739 38,478 15,739 N Natomas Transp Mgmt Assoc 17,040 19,483 19,698 19,698 28,322 8,624 Natomas Central CFD ,239 11,735 11,735 11,735 11,735 - Neighborhood Lighting Dist 20,206 14,462 12,987 12,987 15,927 2,940 Neighborhood Park Maint CFD 27,517 18,988 16,759 16,759 24,796 8,037 Neighborhood Water Quality Dist 6,866 9,862 9,588 9,588 12,613 3,025 NNFP Drainage Fee - 738, , NNFP Public Facilities Fee , , , ,000 Northside Subdiv Maint Dist 3,837 5,289 4,617 4,617 5, NW Land Park CFD ,119 4,119 4, Oak Park PBID 1,932 2,017 2,017 2,171 2,171 - Old Sacramento PBID 163, , Old Sacto Maint Dist 3,099 2,134 2,129 2,129 4,617 2,488 Parking ,333 93,333 93,333 - Power Inn Area Prop & Business 3,579 2,487 2,487 3,908 3,908 - Power Inn Rd Md ,554 5,047 3,114 3,114 4,446 1,332 Railyards Maint CFD No ,180 1,504 1,504 1, River District Impact Fee ,000 50,000 - (50,000) Sac Tourism Marketing District 104, , , , ,000 - SacMaintCFD Annex Areas ,425 3,425 SacMaintCFD Area ,109 6,109 Special District Info/Rpt Sys 63,075 63, , , ,993 - Stockton Blvd BIA 54,969 45, Stockton Blvd PBID 1,315 1,315 1,315 1,084 1,084 - Subdiv Lndscpng Maint Dist 35,076 30,527 23,451 23,451 31,422 7,971 Sutter Business Imprvmt Area 127, , , , ,000 - The River District PBID 2,479 3,259 3,259 1,701 1,701 - Township 9 CFD No ,179 1,179 1,208 1,208 1, Village Garden N.-Mtce Dist #1 4,853 8,177 9,853 9,853 10, Willowcreek Assmnt Md 7,991 7,200 7,432 7,432 9,009 1,577 Willowcreek Lndscpng CFD 1,950 3,631 2,327 2,327 2, Total 8,612,155 9,519,380 11,001,383 10,126,104 16,251,414 6,125,

7 Division Budget Summary Finance FY2014/15 FY2015/16 FY2016/17 FY2016/17 FY2017/18 More/(Less) Division Budgets Actuals Actuals Approved Amended Approved Approved/Amended Accounting Division 2,784,038 2,705,689 3,148,345 3,175,374 2,654,713 (520,661) Budget Office Division 868, ,296 1,173,886 1,191,824 1,267,994 76,170 Cannabis Policy & Enforcement Division ,203,551 5,203,551 Finance Administration Division 539, , , , , ,245 Payroll Division , ,832 Procurement Division 710, , , , ,035 50,406 Public Improvement Finance Division 991,138 1,719,869 1,957,596 1,021,440 1,662, ,447 Revenue Division 2,718,635 2,756,473 3,377,460 3,387,860 3,197,180 (190,680) Total 8,612,155 9,519,380 11,001,383 10,126,104 16,251,414 6,125,310 Staffing Levels Finance FY2014/15 FY2015/16 FY2016/17 FY2016/17 FY2017/18 More/(Less) Division Budgets Actuals Actuals Approved Amended Approved Approved/Amended Accounting Division (7.00) Budget Office Division Cannabis Policy & Enforcement Division Finance Administration Division Payroll Division Procurement Division Public Improvement Finance Division Revenue Division (1.00) Total Accounting Division PERFORMANCE MEASURES Review and approval of vendor payments is centralized in order to ensure consistency with generally accepted accounting principles and the City's procurement policies. Timely vendor payments fulfill the City's obligations relative to contract compliance and in some circumstances, allow the City to take advantage of prompt payment discounts. The Accounts Payable Automation Project is expected to improve the timeliness of vendor payments. Finance Administration Division Delivering timely and quality financial planning and reporting documents is important to the City's goals of transparency and prudent financial management. 176

8 Procurement Division Issuing centralized purchase orders ensures compliance with the City's procurement policies and procedures. Timely review and issue of purchase orders is critical to fulfilling the purchasing needs of the City's departments for program and service delivery. In an effort to drive towards the FY17 target, Procurement is identifying the contributors who delay. In the early stages of analysis, most are due to incomplete information submitted by the requestor. To improve the performance, the following steps are in process: improve communication of requirements to the requestor, document the process, and provide documentation, and require consistent location of required information in the requisition. Revenue Division Collection of revenues associated with the provision of specific programs and services reflects prudent financial management and is necessary to achieve the resources included in the City's annual budget. Invoices unpaid for 30 days or longer are considered delinquent. Collection efforts on delinquent invoices are initiated centrally by the Revenue Division to recover funds owed to the City for services provided. 177