Organizational Chart Executive Assistant

Transcription

1 Resource Allocation UNC- School of Government Bertha Johnson Director Budget & Management Services 1 Organizational Chart Executive Assistant Director Assistant Director Strategy & Performance Assistant Director Budget & CIP Innovation Project Manager Performance Manager Corporate Principal Budget Analyst Community Engagement Manager Design Strategist (2 FTE) Management Analyst Corporate Senior Budget Analysts (2 FTE) Community Engagement Coordinator (2 FTE) Data Analyst ICMA Fellow (0.6 FTE) Corporate Budget Analyst (2 FTE) 2 How it all connects Strategic Plan Where we want to go? Continuous Improvement & Innovation How can we do them better? Working together to make Durham a great place to live, work and play How are we getting there? Budget, CIP & DSAP Performance Measures Are we doing them well? Are we doing the right things? Evaluation & Engagement 3 1

2 The City of Durham Strategic Plan Where do we want to go? 4 Strategic Planning ü Roadmap for translating long term vision into present and future organizational efforts ü Helps engage employees and anyone that lives, works, and plays in Durham with the long term vision of the City ü Connects resources with long term vision to accomplish priorities 5 Our Vision: Durham is the leading city in providing an excellent and sustainable quality of life. Our Mission: To provide quality services to make Durham a great place for people to live, work, and play. 6 2

3 Our Goals Innovative & High-Performing Organization Creating a Safer Community Together Shared Economic Prosperity Connected Engaged and Diverse Communities Sustainable Natural and Built Environment 7 Durham Strategy and Performance What is DSAP? A semi-annual meeting to provide initiative teams an opportunity to share their status. Emphasis on milestones & related data. Why DSAP? Provide a forum for discussing progress on the Strategic Plan. Provide a platform for cross-departmental problem solving and information sharing. 8 Performance Measurement To use performance data to frame strategic discussions about the future To monitor, report and analyze data to make changes to operations throughout the year and to drive budget discussions. To use data to make operational, strategic and budget decisions, not anecdotal stories or "gut" feelings. 9 3

4 Performance Measurement Each department tracks performance data and reviews daily, weekly, or monthly depending on the type of measure Departments discuss performance data quarterly with their Deputy City Manager Departments provide performance updates to the City Manager twice a year as part of the budget process Departments present to the City Council performance data during the annual budget presentations prior to budget adoption 10 Process Improvement OPI staff trained in LEAN Support projects and train staff to build continuous improvement capacity. 11 Operating Budget & CIP The Budget Process 12 4

5 Operating Budget A projection of all estimated revenue and expenses for the coming year Expresses the policy of the City Council Serves as a management, planning and communications tool Provides the foundation for proper accounting 13 Capital Improvement Plan (CIP) The City s plan for long-range capital asset development 5-year plan that is updated annually. Project costs a minimum of $100,000 Examples: Parks, Recreation Centers, Vehicles, Fire Station, Water Plants Financing Options: Pay-as-go Debt 14 Fiscal Year Budget Total Budget $510.9 million compared to $429.4 million in FY , an increase of $81.5 million (16.0%) General Fund $201.6 million, increase of $12.1 million (6.04%) over FY ($189.5) Water & Sewer Fund $157.8 million Debt Service Fund $40.0 million Solid Waste Fund $26.3 million All other Funds $85.2 million Property tax rate = (cents per $100 of assessed value) General Fund = cents Debt and Capital Projects = cents Solid Waste = 6.29 cents Transit = 3.56 cents Housing = 2.0 cents 15 5

6 Tax Rate in Perspective A tax rate of cents (per $100 assessed value) generates a tax bill of $1,048 on a house valued at $181,104, which is the median house value for the City of Durham according to the Durham County Office of Tax Administration. Value of Your House 100 x = Your Tax Bill 16 Summary of Revenues All Funds General Property T axes 33.4% Operating Revenues 24.4% Appropriation f rom Fund B al ance Other Local Taxes 14.9% 14.0% Intergovernmental Charges for Current Services Licenses and Permits Rental and Other Income Transfers from Other Funds 5.3% 3.7% 2.1% 1.7% 0.5% 17 Summary of Expenditures All Funds Personal Servi ces 41.0% Operating Transfers to Other Funds 24.2% 22.0% Debt Service 10.9% Transfer to Fund Balance Capital Other 1.4% 0.3% 0.1% 18 6

7 Budget Process BMS Role Develop Budget Calendar Submit for CC Approval. Meet with City Manager to discuss upcoming budget development process. Changes based on surveys from prior year Address known issues/concerns Projected short-fall surplus based on updated multi-year plans (with revenue forecasts) Durham Strategy and Performance (DSAP) Meetings. Updates on progress to Strategic Plan initiatives Pre-list of new budget requests for next year. Train departments: Forms and system Understand their operations Assist them with preparation - ask lots of questions Peer need cooperation, but no authority 19 Budget Process Departments "Own" their budgets Understand needs and plan appropriately Prepare new initiatives if needed Keep strategic plan up to date and use budget to accomplish initiatives Prepare budget and CIP submissions Communicate with BMS and their DCM Presentations City Manager City Council Public Engagement Attend and answer questions at Public Hearings, Council Retreats and resident engagement events. 20 Budget Process City Council Set budget priorities Give input and approve strategic plan Digest resident survey data Receive other input from residents Attend Budget Retreats Adopt Budget Guidelines Make final decision Review Manager s Recommended Budget Receive departmental presentations Make decisions for final budget balancing (tax rate, fees, etc.) Budget Adoption 21 7

8 Major Budget Events Calendar Budget Kickoff First week of January City Council Budget Retreats February/March Resident Engagement Various Department Budget Requests Due February City Manager Review March/April Recommended Budget May Council Review May/June Budget Adoption - June 22 Multi-Year Financial Plan 23 Challenges Competing priorities among priorities Strategic Plan Other Plans Durham Walks Plan, Comprehensive Master Plan, Parks and Recreation Master Plan Competing priorities among stakeholders: City Council Residents Staff 24 8

9 Capital Improvement Plan A statement of the City s policy regarding longrange physical development. Developed for a 5 year period and updated annually; the first year is the capital budget for the year. Projects costs - minimum of $100,000. We solicit extensive citizen input in development of the CIP For project progress please check the web site: 25 CIP Development Process August: Internal CIP Administrative meetings held in to begin discussing the current status of CIP projects. October: Departments submitted pre-list requests for funding to BMS in for upcoming CIP process. November: All CIP forms and instructional materials are made available to departments. BMS meets with submitting departments to identify priority items and funding potential for pre-list projects. December: CIP Kick-Off is held. February March: CIP Submissions are reviewed, scored and aligned with citywide strategic plan. March: Citizen Panel reviews projects/presentation April/May: Recommendations are made to City Manager and Council in for adoption in June. 26 Capital Plan 27 9

10 Participatory Budgeting City Council approved guidelines and $2.4M in funding for PB. Voting is open to all city residents ages 13 and older, and non-residents who attend Durham Public Schools $800K allocated to each of the three city council wards 15-member steering committee appointed by the council. The process will run from July 2018 to July How difficult is it? Budget Exercise 29 Exercise: How difficult is it? Your group has been given $3,000,000. Your job is to determine how to allocate the money. Consider: How much will it cost? Future costs? Do the costs increase next year? How will you pay for it then? Are there additional costs required to implement the program or service? Who will support it? Who will oppose it? 30 10

11 Exercise: Spending Options 1. Hire & equip 20 new Police Officers ($1M) 2. Pay city share of increased health benefits for all employees ($1.2M) 3. Make Parks & Rec programs free for all residents ($0.3M) 4. Fund pay increases for sworn police and fire ($2M) 5. Fund pay increases for general employees ($3M) 6. Additional funding for affordable housing ($2.8M) 7. More funding for street maintenance program ($1M) 8. Fund Participatory Budgeting projects ($2.4M) 9. Fund $15 million worth of deferred maintenance on city buildings through debt (over 15 years) ($1.5M) 10.Cut the tax rate by a penny ($2.9M) 31 Exercise: Balancing the Budget Is it easy to meet everyone s needs? Who has to make the tough decisions about how to pay for things? Would you think differently if you were a Council Member? 32 More Information To look at the City s Budget, CIP or Strategic Plan documents you can: Go to and click on "Government" then "Departments" then "Budget & Management Services" Visit us on the 1st floor of City Hall Visit the City Clerk s Office on the 2nd Floor Visit the Durham County Main Library For other questions or information, contact Bertha Johnson at x or Bertha.Johnson@durhamnc.gov 33 11