CITY OF MADISON 2017 OPERATING BUDGET Agency Request Agency 15 - FINANCE Budget by Service 2016 Budget 2017 Request Change sum 151 ACCOUNTING 2,276,449 2,328,617 52,168 4,657,234 152 BUDGET & PRGM MGMT 639,612 547,223 (92,389) 1,094,446 153 RISK MGMT & INTERNAL AUDIT 124,653 78,825 (45,828) 157,650 154 ADMINISTRATIVE SUPPORT 548,817 601,757 52,940 1,203,514 TOTAL 3,589,531 3,556,422 (33,109) 7,112,844 Budget by Fund & Major Fund: General 1100 2016 Budget 2017 Request Change 47 - MISC MISC REVENUE (15,000) (15,000) - (30,000) 51 - SALA SALARIES 2,262,490 2,193,817 (68,673) 4,387,634 52 - BEN BENEFITS 691,524 727,343 35,819 1,454,686 53 - SUPP SUPPLIES 35,200 32,250 (2,950) 64,500 54 - PUR PURCHASED SERVICES 581,613 584,308 2,695 1,168,616 57 - INTE INTER DEPART CHARGES 33,704 33,704-67,408 TOTAL 3,589,531 3,556,422 (33,109) 7,112,844 Fund: Other Restricted 1250 2016 Budget 2017 Request Change 41 - GEN GENERAL REVENUES (10,243,932) (5,121,966) 5,121,966 ########## 54 - PUR PURCHASED SERVICES 10,243,932 5,121,966 (5,121,966) 10,243,932 TOTAL - - - Position Summary by FTE 2016 2017 2016 Budget 2017 Request Change ACC TECHACC TECH 3 0.75 0.75-2 ACCOUNACCOUNTANT 11.00 10.00 (1.00) 20 ACCT CLEACCT CLERK 4.00 4.00-8 ACCT SERACCT SERVICES MGR 1.00 1.00-2 ACCT TECACCT TECH 4.00 4.00-8 ADMIN AADMIN ANAL 3.00 3.00-6 ADMIN AADMIN ASST 1.00 - (1.00) ADMIN SADMIN SUPPORT CLK 4.00 4.00-8 BUDGET/BUDGET/PROG EVAL MGR 1.00 1.00-2 BUYER BUYER 1.00 1.00-2 COMP O COMP OFF ADMIN SERVS SUPV 1.00 1.00-2 DOC SER DOC SERVS LDWKR 1.00 1.00-2 DOC SER DOC SERVS SPEC 2.00 2.00-4 FINANCEFINANCE DIR 1.00 1.00-2 GRANT WGRANT WRITER 1.00 1.00-2 PRINCIPAPRINCIPAL ACCOUNTANT 2.00 3.00 1.00 6 PROG ASPROG ASST 1.00 2.00 1.00 4 RISK MA RISK MANAGER 1.00 1.00-2 SAFETY CSAFETY COORDINATOR 1.00 1.00-2 TOTAL 41.75 41.75 0.00 84
2017 Operating Budget: Service Proposals SERVICE IDENTIFYING INFORMATION SELECT YOUR AGENCY: Finance SELECT YOUR AGENCY'S SERVICE: Accounting SERVICE DESCRIPTION: This service is responsible for the ongoing centralized functions of the accounting, payroll, and procurement operations of the city. The service staffs prepare and maintain accounting related internal controls to help to mitigate risk for financial transactional losses and oversee the annual financial statements and audit preparation. Staffs verify adherence to Generally Accepted Accounting Principles and Governmental Accounting Standards Board Statements. The service is responsible for the development, coordination and implementation of the City s accounting and financial reporting systems. Accounting staffs serve as liaison to independent auditors and to the Community Housing Authority. Payroll staff generates the city s payroll including direct deposit advices, paychecks, maintaining payroll records, and preparing all tax forms and reconciliations to pay subsequent taxes. The staff generates W 2's and 1095 s for the employees at the end of the year. Central payroll staff is largely responsible for assisting Human Resources with benefit administration, and labor association strategies. Central procurement is responsible for directing and coordinating the contracting for equipment, supplies and services required by the City. This service includes developing policies and procedures, encumbrance and purchasing card management, negotiating and making recommendations on type, availability, and overall procurement costs. SERVICE GOALS Who is the primary customer for the service? Internal and external are the accounting service's customers What are the services goals for 2017?
Accounting services will begin to implement GASB Statements 72, 74, and 75. It is anticipated that the City will also work to plan for Phase III/MUNIS Utility Billing of it ERP software solution. City staff intend to also upgrade to MUNIS V11.3 during 2017. Procurement services will proceed forward to release the City's first Vendor Self Service module within the ERP solution; introducing electronic bidding, response submission, evaluation and contracting. Central payroll will continue to ensure all employees are paid timely and accurately. Staff will also be working with actuaries for GASB Statements 74 and 75. How will achieving these goals improve the customer s experience? All external customers will read and see OPEB liabilities on the face of the financial statements for governmental fund types. Migrating the City's Water Utility standalone subsystems into the ERP software solution should result in increased financial transactional transparency and staff efficiencies. Vendor Self Service will result in a procurement solution whereby vendors/providers will be able to register and select bid and rfp opportunities the City has let. Proposals will be submitted and evaluated electronically in hopes to more quickly award contracts via a paperless software solution. What major initiatives are planned within the service for 2017? Phase III/MUNIS Utility Billing GASB Statement Implementations Vendor Self Service Release
2017 Operating Budget: Service Proposals SERVICE IDENTIFYING INFORMATION SELECT YOUR AGENCY: Finance SELECT YOUR AGENCY'S SERVICE: Budget and Program Evaluation SERVICE DESCRIPTION: This service is responsible for preparing the City's annual capital and operating budgets, as well as providing assistance to City agencies with budget development and analysis. The service performs financial, compliance and performance reviews of City agencies; supports city wide efforts to coordinate, manage and use data effectively in support of racial equity, social justice and performance goals; and coordinates the City's efforts to identify and secure outside grant funding. SERVICE GOALS Who is the primary customer for the service? The Budget Office provides services for both internal and external customers. Internally, the service aids the Mayor and Common Council in preparing the operating budget and Capital Improvement Plan. The service works with agencies to develop the budget and monitor expenditures to ensure compliance with the adopted budget. Externally, the service acts as the fiscal steward for Madison taxpayers. What are the services goals for 2017? In 2017 the service will work to build the infrastructure necessary to connect funding decisions with measurable community level outcomes. This will be done by supporting the implementation of a strategic management framework that connects City service delivery with outcomes. The service will work to improve transparency and access to data for both internal and external customers. How will achieving these goals improve the customer s experience? Making progress towards these goals will ensure decision makers have access to quality information when making funding decisions. Success in achieving these goals will encourage greater levels of collaboration across agencies in the city as services work to impact change on community outcomes. What major initiatives are planned within the service for 2017?
In 2017, the Budget Office will work to implement the strategic management initiative through a continued partnership in the What Works Cities program. Specifically, in 2017 the service will work with the Mayor and Council, community members, and City managers to go through a strategic planning process that will establish community level outcomes. The service will also work to improve transparency to City data by supporting the re launch of Open Data portal and budget transparency tools.
2017 Operating Budget: Service Proposals SERVICE IDENTIFYING INFORMATION SELECT YOUR AGENCY: Finance SELECT YOUR AGENCY'S SERVICE: Administrative Support SERVICE DESCRIPTION: This service provides clerical and office services to City agencies. In addition to Administrative Support Team staff who are assigned to various City agencies to assist with both special projects and day to day operations, a centralized Document Services Unit provides confidential word processing services, as well as software support to City agencies, application conversion, website administration and assistance with agency budget preparation. This Unit develops and prepares newsletters and brochures, complex financial schedules, database management, routine documents, and can provide Braille output of a variety of documents upon request. SERVICE GOALS Who is the primary customer for the service? Primary customers for both the Document Services Unit and the Administrative Support Team are other City agencies; the Document Services Unit occasionally does work for Dane County agencies for which they are billed.. What are the services goals for 2017? Emphasize to City agencies the ability of both of these units to assist with increasingly complex projects. Work to get in on the "ground floor" development of projects in which they will participate in order to maximize efficiency and avoid duplication of effort. How will achieving these goals improve the customer s experience? Customers will be better informed as to the capabilities of these units and the variety of services offered. This knowledge will better enable agencies to make informed decisions as to the type of projects both units can assist with and provides a savings in staff time and a better final product. What major initiatives are planned within the service for 2017? Follow up with Guy Van Rensselaer to develop a marketing plan to inform agencies of the services provided and how to use them most efficiently.
2017 Operating Budget: Service Proposals SERVICE IDENTIFYING INFORMATION SELECT YOUR AGENCY: Finance SELECT YOUR AGENCY'S SERVICE: Risk Management SERVICE DESCRIPTION: This service is responsible for administration of the City's general liability, auto liability, property and other miscellaneous insurance programs and acts as the liaison between the City and the Wisconsin Municipal Mutual Insurance Company (WMMIC). Risk Management also monitors the insurance requirements of City contracts and investigates the appropriateness of claims against the City. Risk Management is also responsible for the implementation, administration and continued enhancement of the City Safety and Worker's Compensation programs. SERVICE GOALS Who is the primary customer for the service? The primary customers for Risk Management are City Agencies. In addition to City Agencies, Risk Management provides service to claimants, and City contractors and permittees. What are the services goals for 2017? Risk Management will be progressing through staffing changes in 2017. Risk Management added a Risk Management Assistant in July 2016 and will be assigning new work to this position and solidifying that position in 2017. In addition, it is anticipated that the Safety Coordinator will be retiring in the Spring of 2017 so that position will be in transition also. As such, Risk Management s goals for 2017 will be to get new staff up and running and maintain the current service levels. How will achieving these goals improve the customer s experience? Once we get all staff up to speed, Risk Management hopes to provide additional loss information to departments in a format that will provide additional information to department heads and lead to stronger safety programs. What major initiatives are planned within the service for 2017?
As noted above, becoming fully staffed and trained is our main initiative. Once that is obtained we are looking to computerize our property claims, keep the certificate database current, and work on generating usable loss information for departments.
2017 Operating Budget: Savings Scenarios SELECT YOUR AGENCY: Finance Option 1: Efficiency Investment Option 2: Flat Reduction SECTION 1: INVESTMENT DESCRIPTION Investment Name: Budget by Major Special Assessment Certification 51: Salaries 52: Fringe 53: Supplies 54: Purchased Services Investment Amount $50,000.00 Provide a description of the proposed investment. This investment will allow title companies to obtain Special Assessment certifications through an online application housed on the City s website. The current process requires these companies to contact the Finance Department and wait for the certification to be completed manually. The Finance Department currently gathers the information related to Special Assessments and Property Taxes. Building Inspection and the Water Utility are also responsible for verifying the status of outstanding bills that could become a special charge to the property. The proposed application would query all four databases and automatically generate the required certification documentation. The investment will be repaid by charging a fee for completing the process online. How will the investment improve the efficiency of service delivery within your agency? This process is current ly a fully manual process. When inquiring regarding outstanding assessments, a title company will call staff within the Finance Department the staff will then pull the property record from four databases to determine the outstanding balance. This work takes, on average, 3.5 hours per week (182 hours annually). Shifting to an automated process will free up staff time allowing them to address other priorities in a timely fashion.
http://share/sites/finance/budget/_layouts/print.formserver.aspx 8/2/2016 What is the timeline for implementation associated with the investment? The budget for the investment will provide funding to IT to cover any outside development costs associated with the project. Once fully developed, the application and fee will be immediately available for use by the public. The full investment will be repaid within one year of going live. How will the success of the investment be measured? The success of the initiative will be monitored based on the number of certificates issued and the revenue generated through the system. Once fully implemented it s anticipated the initiative would generate a stable revenue source. SECTION 2: REPAYMENT PLAN Savings Amount No. of FTEs 2018 2019 2020 $102,190.00 $102,190.00 $102,190.00 0.00 0.00 0.00