Government finance officers: Leading the community through … Fall Conference/BFO Morrill... ·...
Transcript of Government finance officers: Leading the community through … Fall Conference/BFO Morrill... ·...
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Government finance officers: Leading the community
through challenging financial times
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2
New York Times, July 26, 2010
Despite signs of a recovery, if a slow one, in other elements of the economy, it may be years away for many municipalities. Between now and 2012, America’s cities are likely to experience shortfalls totaling $55 billion to $85 billion, according to a survey by the National League of Cities, because of slumping revenues from property taxes and sales taxes and reduced support from state governments.
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Fiscal First Aid
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What is Fiscal First Aid?
•
Immediate adjustments to stabilize a deteriorating financial condition
•
Often short-term measures that will not hurt long-term financial condition
•
May be used to “buy time” for a longer term solution
•
Not necessarily just for those in crisis
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Before Treatment, Diagnose!•
Distinguish between structural and cyclical deficits
•
Help decision-makers visualize the problem
•
Get benchmark data•
Understand what tough times mean for citizens
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Visualizing the Problem
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Business as usual is not sustainable
Deficit ($’s millions)17.6 26.3 33.1 38.5
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Fiscal First Aid Tactics
•
Make managers manage – accountability through transparency
•
Review currently funded capital projects and future years in capital plan
•
Position review –
vacancy bank•
More rigorous tax/fee collection
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First Aid Tactics•
Audit routine expenditures–
Pension & Benefits
–
Cellular devices–
Publications, benefits, training
–
Temporary Labor•
Energy consumption–
Buildings
–
Vehicles (anti-idling policy, automatic vehicle locators)
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Fiscal First Aid Tactics
•
Vehicles and Major Equipment review•
Audit and closely monitor overtime usage
•
Address health care costs•
Technology review–
Printers, computers and supplies
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Fiscal First Aid Tactics
•
Consider fees for service•
Service coordination (e.g. mowing)
•
Inter-organizational cooperation–
Purchasing
–
Working with non-profits•
Stormwater
utility
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Risky First Aid Strategies•
Selling assets especially if proceeds used to fund ongoing expenses
•
Re-assessing inter-fund transactions•
Short-term debt for vehicles
•
Outsourcing•
Increasing part-time labor
•
Better returns on idle cash by increasing risk
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Fiscal First Aid Malpractice•
Arbitrarily raising taxes
•
Underfunding
future obligations•
Restructuring employee benefits to defer compensation
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Too optimistic forecasting•
Spin-offs and special districts to hide financial problems
•
Across-the-board cuts–
Programs or wages
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Across the Board Cuts Address $14.5 Billion Shortfall
•
California Governor’s Office: “Across-the-board approach spreads reductions as evenly as possible so no single program gets singled out.”
•
Reaction: “the governor’s approach would be like a family deciding to cuts its monthly mortgage payment, dining-out tab and Netflix subscription each by 10%, rather than eliminating the restaurant and DVD spending in order to keep up the house payments.”
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Easy to understand information key to
changing organization behavior
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Financial Update August 2009
City of Savannah
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Financial StructureGeneral Fund
PoliceFirePublic WorksPublic DevelopmentLeisure ServicesSubsidies
E-911 Fund
Water Fund
Enterprise Funds Special Revenue Funds
Sewer Fund
Parking Fund
Sanitation FundResidential RefuseRefuse DisposalRecyclingStreet CleaningCommercial
Civic Center Fund
HazMat Fund
Community Development Fund
Internal Services Fund
Vehicle MaintenanceInformation Technology
Over 80 Funds
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2009 General Fund Revenues
Property Taxes36%
Sales Tax23%
H/M Tax3%
Other Taxes9%
User Fees14%
All Other15%
City of Savannah
Financial Update
August
2009
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City of Savannah
Financial Update
August 2009
No Growth in Property Tax Revenue
$0$10$20$30$40$50$60$70
2005 2006 2007 2008 2009
Millions
Projected to end year $724,000 under budget
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City of Savannah
Financial Update
August 2009
Sales Tax Revenue below target and $1.65 million below 2008 YTD
Projected $2.7 million draw from Sales Tax Stabilization Fund
$0$5
$10$15$20$25$30
YTD Target YTD Actual
Mill
ion
s
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City of Savannah
Financial Update
August 2009
Hotel/Motel Tax revenue below target and $1 million below 2008 YTD
Projected to end year $2.3 million under budget
$0
$5
$10
YTD Target YTD Actual
Mill
ion
s
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Revenue 09 Projected Deficit TrendInterest Earnings $ (1,995,000)
Building Inspections (1,080,000)
Business Tax (300,000)
Auto Rental Tax (220,000)
Preservation Fee (62,000)
Water & Sewer Tap-in Fees
On target
City of Savannah
Financial Update August 2009
Other Revenue Highlights
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2009 Citywide Expenditures
M & FS5%
Parking2%
SCMPD25%
Fire9%
Public Development
6%W & S22%
Leisure Services
9%Facilities
Maintenance7%
Sanitation9%
Other6%
City of Savannah
Financial Update
August 2009
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Over 50% of budget personnel
$0
$50
$100
$150
$200
$250
$300
$350
Millions
OtherInterfundCapital OutlayDebtCommoditiesOutside ServicesPersonnel
City of Savannah
Financial Update
July 2009
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City of Savannah
Financial Update
August
2009
Salary savings due to vacancy bank
$0$10$20$30$40$50$60$70$80
YTD Target YTD Actual
Mill
ions
Projected to end year $4.8 million under budget
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City of Savannah
Financial Update
August
2009
Overtime spending $628,000 or 17% above target
$0
$1
$2
$3
$4
$5
August Overtime Target August Actual
Mill
ions
Projected to end year $855,000 over budget
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City of Savannah
Financial Update
August
2009
Monthly Overtime Actual vs. Target --
Police
First time in eight years Police has not exceeded overtime budget and $1.4 million below 2009 actual
0.00.51.01.52.02.53.0
October YTD November YTD December YTD
Mill
ions
Overtime - Budget Target Overtime - Actual
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City of Savannah
Financial Update
July 2009
Year to date overtime expenditures by Bureau (millions)
$0.0 $0.5 $1.0 $1.5 $2.0 $2.5
PoliceFire
W & SSanitation
M & FSLeisure Srvs
Fac MantPub Dev
• Fire: Above YTD Target and above last year actual•
Police & Management Services (Parking): Above YTD Target but below last year actual• All other bureaus: Below YTD Target and below last year actual
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City of Savannah
Financial Update
August 2009
Temporary Labor spending $177,000 above target
$0
$400,000
$800,000
$1,200,000
$1,600,000
YTD Target YTD Actual
Projected to end year $250,000 over budget
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Total Fuel Usage up by 5.6%
134,146 Gallons134,146 Gallons
126,970 Gallons126,970 Gallons
Account for 97% of increase
Reduced unleaded fuel by 1,095 gallons
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Revenue 09 Projected Year-End TrendGasoline $ (1,190,000)
Diesel (1,245,000)
City of Savannah
Financial Update August 2009
Other Expenditure Highlights
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Current projections for 2009 General Fund
City of Savannah
Financial Update August 2009
$1.6 million
$7.2 million
$8.8 millionRevenue
Expenditures
Bottom Line
*
* Includes $2.7 million draw from sales tax stabilization fund & $1.8 million from HTRG
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Getting the organization’s
attention
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Why do we have to change the way we do business?
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(Headline about economy)
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Atlanta To Cut 222 Jobs; Fire, Police Hours CutFirefighters, Police To Work 36-Hour Weeks
POSTED: December 2, 2008ATLANTA -- The city of Atlanta announced Tuesday that 222 jobs will be eliminated.
This newest round of layoffs comes after 93 jobs were cut less than a month ago
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Savannah Great Dane plant closing
BY THE ASSOCIATED PRESS
Trailer manufacturer Great Dane has announced it will close its nearly 100 year-old Savannah plant early next year.
The January closing will leave 270 workers without jobs
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Economy Shed 598,000 Jobs in January
In a bleak report on Friday, the Labor Department said that almost 600,000 jobs disappeared in January and that a total of 3.6 million jobs had been lost since the beginning of the recession in December 2007. The unemployment rate, meanwhile, rose to 7.6 percent, from 7.2 percent a month earlier.
Published: New York Times February 6, 2009
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We are prepared…
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•
Reduced debt by over 40%•
Maintained capital infrastructure
•
Limited growth of new ongoing expenditures
•
Built adequate reserves•
Invested in neighborhoods and economic development
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We are not immune…
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City of Savannah Financial Update Second Quarter 2008
Sales Tax Declines for Two Straight Years
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No growth in 2008 property tax revenue…
City of Savannah Financial Update Second Quarter 2008
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City of Savannah Financial Update Second Quarter 2008
Steep decline in development services revenue
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Steeper decline in water tap in fees
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City of Savannah
Financial Update
Second Quarter 2008
Salaries & wages continue to increase
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•
Medical expenditures are now over $14 million
•
Retiree medical contribution up to $6 million…
needs to be $10
million•
Workers compensation exceeded $2 million last year
•
Overtime ballooned to over $8 million in 2008
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To balance the 2009 budgetWe had to…
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•
Eliminate general wage increase•
Eliminate all general fund capital projects
•
Hold all non-salary expenditures to 2008 levels
•
Draw down $1 million in sales tax stabilization funds (note: January 09 sales tax was down 17%)
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This is not sustainable
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So what do we do?
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A new way to budget
That requires us to…
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•
Look at our services with the eyes of a citizen
•
Reach outside our bureau/ department box
•
Focus on priorities and measurable outcomes
•
Relentlessly find and implement efficiencies
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Budgeting for Outcomes
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The art of leadership in today’s world involves orchestrating the inevitable
conflict, chaos, and confusion of change so that the disturbance is productive rather than destructive
Harvard Business Review July-August 09
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Long term solution to financial crisisFo
cus
on
Ou
tco
mes
Community Perspective
Low
High
Low
High
Input Budget Output/OutcomeReporting
Department Outcome Budgeting
Budgeting for Outcomes(BFO)
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Why do we need a different approach to budgeting?
•
Permanent fiscal crisis? (tax reform, rising costs, increasing demand)
•
Cynical public•
Perception that government is broken –
citizens don’t receive results for the taxes they pay
•
Shift focus to delivering results at a price citizens are willing to pay
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Typical budget balancing techniques are not sustainable
•
Shift funds from other accounts•
Borrow –
shift costs to next generation
•
Pension contribution holiday•
Use reserves/sell assets
• Temporary cost cuts (freeze vacancies)•
Defer capital replacement and maintenance
• Across the board cuts
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The future ain’t what it used to be.
Yogi Berra
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Why Budgeting for Outcomes?
•
Provides structured process for linking spending to outcomes
•
Provides logical methodology for prioritizing activities and programs
•
Facilitates collaboration and flexibility•
Gives managers opportunities to innovate
•
Avoids gimmicks like across-the-boardcuts
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Priority Driven Budgeting takes a comprehensive perspective“The usual, political way to handle a projected
deficit is to take last year’s budget and cut. It is like taking last year’s family car and reducing its weight with a blowtorch and shears. But cutting $2 billion from this vehicle does not make it a compact; it makes it a wreck. What is wanted is a budget designed from the ground up.”
Seattle Times editorial, Nov. 17, 2002 on Washington State’s use of a BFO process.
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Budgeting for Outcomes ProcessChoose
priorities of government
Create requests for results
Allocate funds to priorities
Establish the price of
government
Invite offers from sellers
Rank the offers
Decide what to buy
Present the Outcome Budget
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64
What Results Matter Most? How to choose priorities
•
Ask your citizens–
Surveys
–
Focus groups–
Internet surveys
•
Build on existing work–
Vision or priority statements
–
Strategic plans
•
Elected leaders make the final decisions
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65
Mesa County Citizens Priorities
Mission StatementIn partnership with citizens,
Mesa County will maintain and enhance quality of life by effectively
providing community services that ensure public health, safety, and well
being in a transparent and equitable way.
SloganMesa County—Creating a community
of opportunities for all residentswith a focus on the future.
I want Mesa County to manageand preserve public resources.
I want to feel safe anytime, anywhere in Mesa County.
I want a community where citizens of all ages can be
healthy and successful.
I want plans and infrastructure that maintain quality of life
in the face of rapid growth.
I want Mesa County to have a Variety of industries that will promote a healthy economy.
Continue to efficiently and effectively protect and manage all public resources
Continue to promote and protect public safety
Continue to promote and protect public health and the success of all citizens.
Create well-planned and developed communities
Promote economic vitality in Mesa County
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Savannahwill be a safe
environmentally healthy
and economically
thriving
community for all its
citizens
Public Safety
Neighborhood VitalityHigh Performing Gov’t
Health & Environment
Culture
Recreation
Economic
Growth
Poverty
Reduction
Budget Priorities
I want to be safe and feel
safe from crime, fire and
other hazards anywhere in
the City
I want to live in a city of
strong and vibrant
neighborhoods that are
clean, safe, and
encourage a sense of
community
I want to live in a community
that reduces poverty by
empowering motivated
people to become
economically self‐sufficient
I want to live in a community that
provides recreational and cultural
opportunities that will keep my
mind and body active and that
recognize the diversity of its
citizens
I want a fiscally responsible,
accessible and responsive
government that maximizes
use of public resources for
services I need
I want to live in a community
that promotes health
through good infrastructure
(e.g., water, sewer) while
preserving the environment
for future generations
&
I want to live in a city that
encourages & supports
appropriate economic growth
that creates jobs, expands city
revenue and improves
neighborhoods and
commercial corridors
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Roanoke Priorities•
Education
•
Safety•
Economic Development/Job Creation
•
Good government•
Human Services
•
Infrastructure•
Livability
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Budgeting For Priorities
City Manager
City-wide Priorities Team City-wide Value Team
Position Review
Buildings & office space
Vehicles & Equipment
GIS services
Technology
Mowing & Litter Coordination
Automatic vehicle locators
High Performing Gov’t
Public Safety
Neighborhood Vitality
Poverty Reduction
Economic Growth
Health & Environment
Culture & Recreation
R
e
s
u
l
t
s
T
e
a
m
s
E
f
f
i
c
i
e
n
c
y
T
a
s
k
F
o
r
c
e
s
Mayor & Aldermen
Customer Service Coordination
Stormwater
Utility
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69
Pricing the priorities: Allocating funds
•
How much is each priority worth?•
What are their relative values?
•
This is not a cost question (the old budget game)
•
It’s a value judgment, not science•
Citizen input valuable, not determinative
•
Two conditions will be true: Total has to add to 100%, and that will not be enough.
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Results Teams•
Multi-disciplinary employee team
•
Tasked with…–
Refining priority statement
–
Developing indicators to measure progress in achieving priorities
–
Researching causal factors of their priorities–
Developing strategy maps
–
Developing requests for offers–
Ranking offers
–
Negotiating cost reductions with departments
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I want to live in a community that reduces poverty by empowering
motivated people to becomeeconomically self-sufficient
▲Education/GED▲Workforce Development▲Entrepreneurial Programs
▲Childcare▲Housing▲Family Planning▲Food▲Transportation▲Healthcare
▲Financial Education▲Bank the “unbanked”▲Home Buyer Programs▲Free Tax Preparation
(EITC application)
Primary Factor 1:SKILLED AND EDUCATED
WORKFORCE
Primary Factor 2:SUPPORT SERVICES
Primary Factor 3:WEALTH DEVELOPMENT
INDICATORS• Poverty rate •
Self-sustaining wage rate •
Unemployment rate • Wealth accumulation
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•Water Treatment•Protect Raw Water Source•Distribution System•:Public Education/Training
•Sanitation Management•Street-sweeping•Blight Eradication•Training/Community Outreach
•Greenhouse Gas Emissions Reduction•Solid Waste Diversion (Landfill Diversion)•Waste Reduction•Public Education/Training
•Storm water Treatment/Maintenance•Pollution Control•Watershed Management•Public Education/Training
Primary Factor1:Safe Drinking Water
Primary Factor 3:Clean Streets and
Neighborhoods
Primary Factor 2:Clean Rivers and Streams
Primary Factor 4:Clean Air
Indicators:•
Improve Citizen Satisfaction•
Meet Regulatory Requirements•
Sufficient Capacity to Meet Citizen Needs• Improve Environment for Future Generations
I want to live in a community that promotes health through good infrastructure while preserving the environment for future generations
Health & Environment
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I want a fiscally responsible, accessible
and responsive government that
maximizes use of public resources for services I
need.
•
Accountability and Integrity
•
Long Range Strategic Planning
•
Transparency
•
Intergovernmental Advocacy
•
Communication
•
Accessibility
•
Responsiveness
•
Professionalism
• Asset Planning and Management
• Capital Strategy and Investment
• Sustainability
• Collaboration
• Balanced Budget
• Long Range Fiscal Planning
• Professional Best Practices
Primary Factor 1: Leadership
Primary Factor 3:
Citizen Engagement and Customer Service
Primary Factor 2: Fiscal Responsibility
Primary Factor 5:
Public Resources Management
Indicators:
• Credit Rating
• 311 Center / Std Response Time
• Per Person Cost of Government
• Employee Retention Rate
• Citizen Satisfaction Survey
Primary Factor 4:
Human Resources Management
• Competitive Recruitment
• Workforce Development
• Creativity and Innovation
• Succession Planning and Engagement
High Performing Government
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City of Savannah / Department Name / Title of Presentation
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76
Culture & Recreation Request for Result•
CR-02 We seek offers that provide a variety of meaningful education and enrichment opportunities for all citizens. Specifically offers that:–
Expose citizens to local and international art and heritage
–
Integrate with school curriculum to help citizens gain comprehensive understanding within and across various subjects
–
Develop practical work skills to build a more competent and multi-faceted local workforce
–
Provide accessibility across a number of parameters, including ADA compliance, cost, and amenities
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77
Neighborhood Vitality•
NV-02 We seek offers that promote and integrate the careful development and maintenance of public realm and open space throughout the community. Specifically offers that:–
Increase the safety, calmness, and accessibility of public streets and facilities, signage and open spaces, integrating pedestrian and cyclist friendly amenities where possible
–
Create, enhance and maintain facilities, parks and squares for the recreation and enjoyment of residents of all ages
–
Ensure public infrastructure is maintained at a “standard condition”
level
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78
Teams Invited Offers
•
Departments (and some outside agencies) developed responses to the Requests for Results
•
Their offers were proposals on how to contribute to achieving the desired results -
a performance commitment at
a certain price
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79
The offers…•
Promise a specific level of performance at a specific price.
•
Offers of services not departments•
Include proposed measures of performance.
•
Are opportunities for departments to propose new, innovative practices.
•
Assume no guarantee of funding based on historic funding levels
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80
Neighborhood Vitality Offers•
Home Purchase Program
•
Park Maintenance•
Flood Mitigation
•
Urban Forestry•
Tree Ordinance Admin
•
Sanitation Code Enforcement
•
Property Maintenance Code Enforcement
•
Development Permitting & Inspections
•
Assistant City Manager –
PD•
Clean Sweep/Derelict Rental
•
Housing Improvement Program
•
Sidewalks/Curb & Gutter ADA
•
Playground equipment maintenance
•
CDBG Planning/ Implementation
•
ROW Vegetation Maintenance
•
Historic Preservation•
Neighborhood Documentation Project
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81
Ranking offers –
Results teams seek the best outcomes for the money
•
Forced ranking process (e.g.,15 offers only 5 can be “excellent”, 5 “very good”
and 5
“good”)•
First round ranking ignore mandates and revenue sources
•
Start buying from the top and draw a line when money runs out
•
Send offers back to “sellers” after round one with suggestions for improvement
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82
Good Nutrition Priority (Example)
•
GN-01 We seek offers that provide vegetables for neighborhood children. Specifically vegetables that:–
Have a high vitamin and fiber content
–
Are locally grown–
Are versatile (can be used in soups, salads, cooked, or eaten raw)
–
Children will eat (e.g., they taste good)
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Forced Ranking Process
Score Bob Rochelle Willie Stephanie Charles Joe Chris
Broccoli G V E E E E E
Squash V G V V V V V
Tomatoes E G G E V V V
Carrots E V E E E E E
Brussel Sprouts V G G G G G E
Celery E E V V G G G
Parsnips G V E V E E G
Peas V E G G G G V
Onions G E V G V V G
E = Excellent; V = Very Good; G = Good
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Forced Ranking Process Round 1
Score Bob Rochelle Willie Stephanie Charles Joe Chris
1 Carrots 20 3 2 3 3 3 3 3
2 Broccoli 18 1 2 3 3 3 3 3
3 Parsnips 15 1 2 3 2 3 3 1
4 Tomatoes 14 3 1 1 3 2 2 2
5 Squash 13 2 1 2 2 2 2 2
6 Peas 12 2 3 2 2 1 1 1
7 Celery 12 3 3 1 1 1 1 2
8 Onions 12 1 3 2 1 2 2 1
9 Brussel
Sprouts 10 2 1 1 1 1 1 3
E = 3; V = 2; G = 1
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Score Bob Rochelle Willie Stephanie Charles Joe Chris
1 Carrots 20 3 2 3 3 3 3 3
2 Broccoli 18 1 2 3 3 3 3 3
3 Parsnips 15 1 2 3 2 3 3 1
4 Tomatoes 14 3 1 1 3 2 2 2
5 Peas 13 2 1 2 2 2 2 2
6 Squash 12 2 3 2 2 1 1 1
7 Celery 12 3 3 1 1 1 1 2
8 Onions 12 1 3 2 1 2 2 1
9 Brussel
Sprouts 10 2 1 1 1 1 1 3
Forced Ranking Process Round 2
E = 3; V = 2; G = 1
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86 86
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Spokane Example: Buying Learn and Grow Offers
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Purchases -
Keeps and Cuts (Washington State)
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Savannah 2010 Funding by Priority
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I want to be safe and feel safe from crime, fire and other hazardsanywhere in the community.
•
Safe Neighborhoods•
Well-Designed & Maintained Infrastructure
•
Public Education•
Successful Children•
Multi-Agency Engagement
•
Effective Communication Systems•
Appropriate & Timely Deployment•
Interagency Cooperation•
Capable Response & Recovery
•
Enforcement of Codes & Laws•
Offender Accountability•
Auxiliary Services
•
Effective Plans•
Trained, Equipped & Practiced Responders
•
Effective Emergency Warning Systems
•
Public Education•
Inter and Intra-Agency Cooperation
Primary Factor:Prevention
Primary Factor:Responsiveness
Primary Factor:Preparedness
Primary Factor:Enforcement
Indicators:
•
Response Time to Calls for Service for Emergencies
•
Perception of safety on Citizen Survey
•
Part I Crime Rate (by type & by neighborhood)
•
Casualties and Value of Property Loss from Fire and Other Hazards
Reduce Risk
Increase Protection
Public Safety Results TeamRevised 21 April 2009Other Hazards include natural & man-made disasters, structural
hazards, vehicular & pedestrian hazards, and mass public gatherings.
Public Safety
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Public Safety Results Team Members
•
Jerry Cornish, Information Technology•
Gerry Long, Metro
•
Ben Morse, SF&ES•
Carol Bell, Central Services
•
Jennifer Payne, Citizens’
Office•
Barry Baker, Recreation Services
•
Luciana Spracher, Research Library•
Martin Fretty, Housing
•
Brian Hollis, Risk Management•
Julia Durrence, Budget
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Rank Offer Number Offer Name Amount1101-4210-01 Police Patrol Operations $28,268,243 2101-5140-07 Fire Operations $21,186,088 3101-5101-04 Fire Training $344,933 4241-4251-02 Consolidated 911 Emergency Dispatch Center $5,294,148 5101-4262-02 Police Training Unit $932,060 6101-5101-01 Fire Administration $752,772 7101-4201-01 Police Bureau Management $755,062 8101-4220-01 Police Investigations $6,518,370 9101-4220-02 Police Forensics Services $1,620,188
10101-5101-02 Fire Prevention Program $581,251 11101-4240-01 Police Support Services $3,202,742 12101-1120-01 Recorder’s Court Services $2,026,029 13101-4210-03 Police Traffic Enforcement $641,561 14104-5155-06 Fire Hazardous Materials Unit $404,944 15101-1109-01 Emergency Management Coordination $105,412 16101-4261-01 Counter Narcotics Team (CNT) $3,149,888 17101-4231-01 Police Traffic Investigations Unit $1,499,325 18101-2103-01 Vehicular/Pedestrian Traffic Flow & Safety $2,465,852 19521-3104-02 Fire Hydrant Testing & Maintenance Program $457,951 20561-1113-04 Red Light Camera Management and Enforcement $427,325 21101-4201-03 Police Public Information Service $212,542 22101-2103-03 Street Lighting Maintenance and Operation $3,446,193 23101-2104-02 Stormwater Conveyance Systems Maintenance $2,849,037 24101-4264-01 CrimeStoppers $227,429 25101-4201-02 Police Savannah Area Regional Intelligence Center $1,400,344
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Priority List continued26101-2104-04 Stormwater Pump Station Maintenance $1,099,598 27101-2104-03 Stormwater Conveyance System Repair $772,263 28101-4201-04 Police Court Liaison $89,068 29101-4262-01 Police Internal Affairs Investigations $798,123 30101-4235-01 Police K-9 Unit $538,538 31101-4233-01 Police Marine Patrol $728,973 32101-4237-01 Police EMS Coordinator $95,390 33101-4230-01 Police Special Operations Administration $579,145 34101-4250-02 Police Records Service $1,330,808 35101-2105-03 Street Repair and Maintenance $1,342,320 36101-4262-03 Police Recruiting/Hiring Unit $426,531 37101-4236-01 Police Animal Control $820,052 38561-1113-01 Public Transportation Regulation Program $344,933 39101-4250-03 Police Customer Service Desk $498,914 40101-4210-02 Police Crime Prevention $421,686 41101-5101-03 Fire Public Education/Public Information $86,333 42101-2104-01 Stormwater Capital Projects Engineering $538,894 43101-4263-01 Offender Reentry Services $1,270,162 44101-4265-01 Offender Re-entry-Job Development $288,002 45101-4234-01 Police Mounted Patrol $530,537 46101-0150-02 Neighborhood Traffic Calming Program $54,500 47101-4232-01 School Crossing Guards $256,240
TOTAL $101,705,666 CutsFinal
1st
Round
Cuts
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2010 Enhanced Purchases
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Partially Funded Services•Significant reduction in funding for both SIP
and Work Ventures from 2009 to 2010•No impact in Level of Service due to creative
application of Dept of Labor stimulus grants•7 sworn officers will move from SIP to the
street
•School Crossing Guards•Service will be provided by School Board
with subsidy from the City during
transition of service provision
responsibility
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Items to Evaluate Next Year•
Take home vehicles
•
Increase fiscal responsibility in Precincts and Fire Stations
•
More effective Overtime systems•
Cost-sharing for events
•
Combine Police front desk with 311
•
Fuel efficiency
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97
Lessons Learned•
Get governing board bought in early
•
Determine level of outside help you need•
Build off existing foundations where you can (e.g. performance measurement, citizen input)
•
Put the “best & brightest”
on teams –
don’t choose by titles
•
Communication is key throughout process•
Must continue to challenge the status quo
•
You can’t do it part way
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98
Assessing BFO Readiness•
Do you have the time?
•
Do you have the talent?•
Are your elected officials on board?
•
Do you have support of top management?
•
Do you have the technology?•
Can your organization deal with change?
•
Do you have a communication strategy?•
Can your organization deal with the fact that it is an art not a science?
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99
Unanticipated Consequences•
New leaders emerged
•
The level of discussion and debate in the organization was elevated
•
Finally linked performance measures directly to results
•
Built tremendous capacity throughout the organization
•
Level of understanding and cooperation between departments increased substantially
•
Elected officials felt much more involved in budget process
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There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.
Nicolo
Machiavelli
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101
A Sampling of BFO GovernmentsStates
–
Washington–
Iowa–
South Carolina–
Michigan–
Louisiana Dept, of Culture, Rec
& Tourism–
Oregon Dept. of Education
–
Manitoba
School Districts–
Jefferson County, CO–
Billings, MT
Cities–
Azusa, CA–
Los Angeles–
Spokane, WA–
Dallas, TX–
Ft. Collins, CO–
Grand Rapids, MI–
Redmond, WA–
Savannah, GA–
Roanoke, VACounties
–
Snohomish, WA.–
Mesa County, CO–
Polk County, FL–
Jefferson County, CO
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You must distinguish the essential from the expendable. What is so
precious and central to an organization’s identity that it must be preserved? What, even if valued by many, must be left behind in order to
move forward?
Harvard Business Review July-August 09
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103
BFO Resources•
GFOA – www.gfoa.org
•
ICMA –
www.icma.org•
Public Strategies Group – www.psg.us
• “The Price of Government” by David Osborne and Peter Hutchinson
•
Veteran BFO communities•
BFO for Smaller Communities -
Package of Tools
and Coaching provided by GFOA–
Step by Step Web-based Guide–
More than 125 documents – templates & samples–
Coaching
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Battle not with monsters, lest ye become a monster, and if you gaze into the abyss, the abyss gazes also
into you.
Friedrich Nietzsche
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Thank you