city council agenda item #14 · 2020-05-05 · city council meeting date: may 5, 2020 city council...

CITY COUNCIL MEETING DATE: MAY 5, 2020

CITY COUNCIL AGENDA ITEM #14 STAFF PREPARER: Sylvia Carrillo, City Administrator, [email protected]

SPONSOR: Mayor Cardona, [email protected]; Councilmember Ellett; [email protected]

SUBJECT: ADMINISTRATION - BUDGETING PROCESS

DESCRIPTION: Presentation and possible action regarding the FY 20/21 budget process using Priority Based Budgeting. (Council Member Ellett and Reetz/Administration) BACKGROUND: On April 28, 2020, Council directed staff to review the available options for improved budgeting processes as part of the OpenGov/transparency initiative and in light of reduced revenues resulting from COVID-19. Given the reduced revenue projections extending into FY21, and the level of community involvement of Sunset Valley residents, Priority Based Budgeting (PBB) seems to be the best fit. Priority Based Budgeting “is a process that aligns spending with priorities. It's about gaining community consensus of its overarching priorities and then aligning the spending on the community's programs with those priorities” Center for Priority Based Budgeting The process is engagement rich seeking resident input at all levels of the process. The attached presentation will discuss the operational changes necessary to launch in Sunset Valley. APPLICABLE CODE SECTIONS: City of Sunset Valley Code of Ordinances

STAFF RECOMMENDATION: Presentation only

SUPPORTING MATERIALS PROVIDED: POWER POINT PRESENTATION ARTICLE CINNCINATI EXAMPLE

mailto:[email protected]

mailto:[email protected]

https://www.pbbinstitute.org/


PROPOSED BUDGETINGAPPROACHES FOR FY 20-21

May 5, 2020

DIFFERENT BUDGETING METHODS

• Projection/Incremental – This method assumes a projected revenue and allocates spending based on achieving a “balanced budget” where revenue = expenditure.

• Zero Based – This method assumes a “zero base” start; it is built from the “ground up” each year with each unit within the budget analyzed for needs and costs.

• Priority Based – This method prioritize budgets based on desired outcomes and prioritizes funding based on those operational goals. Resources are allocated to programs and services the community has ranked as the most important and provide the greatest value to it’s residents.

CURRENT PROCESS

INCREMENTAL

Final Budget Adopted

Draft BudgetMayoral

Review/Adjustment Council Input Community Input

Committee Requests

Staff Review & Comment Budget & Finance Committee

Projections Developed by Staff

Budget & Finance Committee Staff Needs/Priorities

WHAT IS PRIORITY BASED BUDGETING

“At its essence, PBB is a process that aligns spending with priorities. It's about gaining community consensus of its overarching priorities and then aligning the

spending on the community's programs with those priorities”

Center for Priority Based Budgeting



PROPOSED PROCESS

Final Budget Adopted

Draft BudgetMayoral Review/Adjustment Council Input

Fund Priorities Based on Community Input

Revenue & Expenditure Projections Developed by StaffBudget & Finance Committee Committee Requests

Priority RankingCouncil Input Budget & Finance Committee Community Input

Community Input Regarding PrioritiesCommunity Meetings Survey OpenTownHall

ADVANTAGES

• Money is expended with legally mandated items first, and then in alignment with the residents’ desired outcomes for their community.

• Provides clear direction to Staff and the Budget and Finance committee, simplifying their job and eliminating non-essential tasks

• Performance Metrics and Organizational Effectiveness are measured and adjusted each year.

FAQ

• “What additional training is required for staff”• None- Training for the Community and Council

• “Will our new software platform support it”-• Yes

• Do other Cities use it? • Yes this is process is used by over 200 cities nationwide and growing.• ICMA Partnership

• What is the benefit to me as a resident?• Your money is being spent on items that you deem important

• Can we implement for the 2021 Budget • Yes• Joint Committee Work

WHAT DOES THAT PROCESS LOOK LIKE FOR SUNSET VALLEY?

MayResident Participation

SurveyOpenTownHallPublic Meetings

Council Participation

JuneBudget ProjectionsPrioritization

Committee ParticipationB&F CommitteeResident Input

Council Participation

JulyModel Projections based on PrioritiesPublic InputAdjustments to BudgetMayoral & Council Review

AugustBudget & Finance ReviewCouncil ReviewBudget Adoption

SeptemberAdditional Time if Needed

QUESTIONS AND COUNCIL DIRECTION

4/24/2020 A New Framework for Budgeting: Involving Customer Service, Innovation, and Employee Engagement in the Process | icma.org

https://icma.org/articles/pm-magazine/new-framework-budgeting-involving-customer-service-innovation-and-employee 1/5

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A New Framework for Budgeting: InvolvingCustomer Service, Innovation, and EmployeeEngagement in the ProcessA paradigm shift in the way budgets are usually prepared [PM Magazine, February 2020]

Feb 1, 2020 | ARTICLE

BY MIKE LETCHER, ICMA-CM

The refrain sounds so familiar: “We are going to try another budget approach to get

better results.” With each new approach, there are the expectations that we can

�nally take the great leap into �nding our budgeting nirvana. The enthusiasm builds

as priority-based budgeting, zero-based budgeting, or some other textbook

approach is rolled out through your organization. In the end, what really changed?

Like in Greek mythology, the “Sisyphus Effect” of budget incrementalism and the

core service priorities of public safety usually win. No matter our enthusiasm,

effort, and hard work, the “Sisyphus Effect“ keeps us from rolling that rock to the

top of the hill, resulting in impactful changes to the budget.

Let me clarify: I have no issues using new and innovative budget approaches. My issue relates to the results or the real outcomes we

achieve from using new methods to crunch numbers or establish our budget priorities. What if the budget could be more than simply

balancing the bottom line every year? What if the budget could serve as a platform for continuously improving the organization and

making it more effective in using its �nancial and human resources?

https://icma.org/

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In many organizations the budget process consumes a considerable amount of staff time. A signi�cant opportunity is often overlooked—

the chance to refocus a portion of the time in developing the annual budget to improve the operational effectiveness of your organization.

Working with master’s of public administration students in my class on local government at the University of Arizona, I have introduced a

method of approaching the budget that is a paradigm shift in the way budgets are currently prepared in most organizations. The Budget

Operational System Strategies (BOSS) is built on the premise of management guru Charles Deming’s approach to continuous

improvement. With BOSS, the budget process provides a great opportunity to focus on not only balancing the numbers, but also checking

the pulse of your organization’s operational health.

The great news with BOSS is that it can work with any budget system. Current budgeting systems do not promote continuous

improvement within an organization. They provide a short-term �x or approach, but lack the reach to drill down. BOSS focuses on

customer service, innovation, and employee engagement, which are often overlooked in the budget formulation and review process. As

part of every annual budget process, you would check the pulse of your organization in these three critical areas.

At this point you may be asking, How is BOSS so different from other budgeting approaches? You may use a great budgeting system that

gives you a balanced budget, but key processes and systems within your organization may have been overlooked and may be impacting

your most important asset—your employees. BOSS focuses on a series of questions used to collect information for improvements in

customer service, innovation, and employee engagement.



Customer Service

• What processes in your department have been improved and what are the results?

• What customer service improvement initiatives have been implemented or researched and what are the results?

• Are you benchmarking any aspects of your organization with other organizations that are recognized as best practices to improve

operational performance, and if so, what are your results?

• Do you use customer focus groups and what results have you achieved through their suggestions?

• What have you done in the past year to align your department to the needs of external and/or internal customers?

• What are your customer surveys indicating about your department and what changes have you made based on the surveys?

• Do you allow front line employees that service the customer to make critical decisions without the need for supervisory intervention?

Provide details.

• What have you done to make your services more user-friendly and what are the results?

Innovation

• What is not getting done that could improve operations?

• What can we stop doing?

• What ideas were generated from dialogue or surveying employees about improving management and supervision in your department,

and what are the results?

• What policies, procedures or rules have you eliminated this year and what are the results?

• What measures have you taken to eliminate centralized decision-making and move decisions to the front-line employees?

• How much time do you set aside each week for key employees to work on innovative ventures and what are the results?



• What has your department learned from attending conferences, training, reading professional journals or books, etc., this year and

what have you implemented to improve your operations?

• What new skills have employees acquired in the last year and what are the results?

Engaging Employees

• What is your employee development plan for the next year?

• How did you recognize the efforts of your employees during the past year?

• How many employee engagement meetings are held in your department?

• What form of communication do you use to keep employees informed on operational issues in the department and city-wide? How

often does this communication occur?

• What have you done in the past year to address any of the basic equipment, software, or other needs of your employees to accomplish

their work?

• Did all of your employees receive a performance review last year, and if not, why?

• What measures have you taken to encourage teamwork with your employees and what are the results?

• How many employee suggestions on improving your operations have you received and what are the results?

• How does your department leadership show you care for employees and their welfare? Provide recent examples.

• How do you use the organizational mission and values to help guide your decision-making and engagement with employees in your

department? Provide recent examples.

The questions represent a starting point for the BOSS. The questions for your organization can be more tailored to your particular needs

and circumstances. The key is to recognize that we spend a lot of time talking about customer service, innovation, and engaging

employees, but very little effort is put into our budget process to encourage our organizations to continuously focus some of their efforts



in these critical areas. BOSS helps us shape a path for our organization to continuously improve in areas that are essential for truly

creating a high-performance operation.

Copyright © bridgegroupllc, 2020.

MIKE LETCHER, ICMA-CM, MPA, is an ICMA senior advisor and senior vice president, The Mercer Group, Inc., , Tucson, Arizona

([email protected]).

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City of Cincinnati - 2013 Recommended Budget 19

City Manager’s MessagePriority Driven Budgeting and the Policy Budget Direction

PRIORITY DRIVEN BUDGETING AND THE POLICY BUDGET DIRECTIONPriority Driven Budgeting and the Policy Budget DirectionCincinnati’s Priority-Driven Budgeting InitiativeAs we adjust to the "new normal" of limited resources, Cincinnati, like cities across Ohio, has been faced with the dilemma of how to maximize the efficiency of its funding allocations. As part of the solution to that dilemma, the City of Cincinnati has undertaken a Priority-Driven Budgeting initiative with the assistance of the Center for Priority Based Budgeting.

Priority-Driven Budgeting is a structured process that will help City Council make funding allocation deci-sions based on analytical data about how programs and services help achieve results. In the past, we estab-lished targeted departmental budget cuts while preparing their biennial budgets.

Identified Strategic PrioritiesThe first stage in the process was to identify strategic priorities for the City government. Cincinnati engaged the public in this process using focus groups; open public meetings; and Facebook and Wiki pages to find out what programs and services citizens feel are most important for government to provide.

Over 240 people attended the sessions outlined below. Focus group sessions were held with the following targeted populations: City Board and Commission members; Community Council leaders; large employers; small business enterprise owners; socially disadvantaged; United Way service recipients; City Health Clinic patients; and senior citizens. Open to the public meetings were held at various locations throughout the City, including: Main Library (Downtown); Pleasant Ridge Recreation Center; Hartwell Recreation Center; Dunham Recreation Center (West Price Hill); Avondale Library; and College Hill Recreation Center.

As a result of these sessions, seven priorities were identified -- five community-oriented priorities (Safe Community; Commerce and Jobs; Well Planned and Developed Infrastructure; Inclusive, Thriving, and Liv-able Community; and Sustainable Built and Natural Environment) and two that are government-oriented (Leadership and Financial Stewardship and Efficient and Effective Basic Services).

Define Strategy MapsThe second stage was to define "strategy maps" to show the cause and effect between programs and strate-gic priority Results. Using words and/or images, these maps help viewers understand the cause-effect con-nection between activities, strategies, factors and the outcome. Summary of the strategy maps follow below:

Safe CommunityCincinnati recognizes that creating a safe community requires a holistic approach to crime prevention. In addition to maintaining professional and responsible public safety services, the City provides opportunities for positive youth development, enforcement of chronic nuisance ordinances, neighborhood preservation, and well-maintained infrastructure.

Commerce and JobsCincinnati maintains an attractive and thriving environment for businesses of all sizes. The City invests in programs, incentives, and technology that support economic development and business retention. Small businesses are fostered, including those that directly support the basic needs of neighborhoods. The City is a leader in regional development opportunities, particularly those that result in job creation and encourage more individuals to locate and stay in our City. Transportation networks help Cincinnati residents get to their places of employment.

20 City of Cincinnati - 2013 Recommended Budget

City Manager’s Message Priority Driven Budgeting and the Policy Budget Direction

Well Planned and Developed InfrastructureCincinnati provides for timely maintenance, repair and replacement of our physical assets. Adequate plan-ning, funding, and construction oversight is provided to ensure our infrastructure remains safe and accessi-ble. Affordable and reliable multi-modal transportation is planned for and promoted, and density is encouraged near transportation hubs.

Inclusive, Thriving, and Livable CommunityCincinnati is a community comprised of healthy, attractive, and livable neighborhoods that embrace our diversity and offer a variety of housing options for all ages and income levels. The City cares for our most vulnerable populations by ensuring health, welfare, and social services are provided equitably across the community. The City provides quality parks and a variety of recreational opportunities and cultural ame-nities that contribute to a high quality of life.

Sustainable Built and Natural EnvironmentCincinnati has developed a reputation for high environmental standards by implementing and encouraging sustainable practices and exploring new green technology. Our historical assets are properly maintained, and a proactive code enforcement program ensures our residents live in safe and healthy buildings. Educa-tion and opportunities for citizen and business participation in environmentally sensitive initiatives is pro-vided. The City aggressively maintains its active and passive open spaces and leverages its natural assetsto beautify the City.

Leadership and Financial Stewardship City leaders model civility, cooperation, and open-mindedness in seeking long term financial solutions that benefit the community. Our leaders instill trust, demonstrate accountability, and exercise stewardship as they deliberate with transparency, ensuring that all residents have equal access to information about their City government. The City supports our public education system and works collaboratively with other elected officials from all government sectors throughout the region to identify long-term regional solutions. They actively engage with the community and recognize the value of citizen input and interaction. The City fosters and supports aspiring leaders throughout the community.

Efficient and Effective Basic ServicesCincinnati ensures the delivery of high quality basic services by maintaining an effective, efficient and well-trained workforce, regularly investing in technology, equipment and other resources, and communicating with residents and businesses regularly to understand how responsiveness may be enhanced to meet the needs of the community. The City makes decisions to increase its operational efficiency and reduce redun-dancies based on data and proven results. This includes regularly reporting on performance indicators and pursuing alternatives methods of service delivery when they are in the community’s best interest.

Identified Departmental Programs and ServicesThe third stage was to identify programs and services within each department. Differentiating programs and services across the entire city organization, as opposed to comparing the departments which provide those services, allowed for better prioritization. We identified all programs and services that the City offers and defined discrete decision units for evaluation. Department staff played a key role in creating this list, describing the programs, and estimating the current cost to provide each of these programs and services.

Scored Programs and Services and Peer ReviewIn the fourth stage, departments scored the programs based on several factors, including the effectiveness in achieving each of the strategic priorities, as well as the program’s basic attributes: the degree to which it



impacts the strategic priorities, whether or not the City is mandated to provide the service/program; any changes in the demand for the service/program; the level of cost recovery for the service/program; and whether or not other options exist to provide the service/program.

Once each department had completed its self-measurement process, a peer-review Team reviewed each department's programs to confirm the rankings and correct any discrepancies that may have occurred. Members of the peer-review team could not review their own department, ensuring objectiveness and “quality control” throughout the process.

Surveyed Residents for Program and Service WeightsThe fifth stage of the process involved assigned weights to each of the Strategic Priorities. We included a sec-ond round of public engagement through a web-based survey, in-person survey, and statistically valid mail survey to find out what is most important to Cincinnati residents and businesses. The surveys were designed with two goals in mind – to determine the validity of the Strategic Priorities; and to evaluate the relative weight of each of the seven Strategic Priorities.

In this step, citizens were also asked to rank the community-oriented Strategic Priorities. In the survey, each resident was given a total of $100 to spend on city services. The respondent could spend the $100 on any combination of five categories, with more money representing a higher priority. The consultants then mea-sured the number of respondents who spent money towards a service and how much money was spent.

This allowed Cincinnati to quantify public sentiment and move forward on a budget process that was repre-sentative of the wants of the population. We had over 2,400 respondents - 1,672 to the web-based survey, 665 to the statistically valid mail survey, and 66 to the in-person survey - and all surveys validated the Stra-tegic Priorities and ranked them in the same order of importance. The scored and weighted programs were compiled and separated into quartiles in order to compare the programs. This will evaluate how the ser-vices/programs achieve the Strategic Priority Results, and to what degree this occurs.

Analyzed Results in Diagnostic ToolIn the sixth stage, we received the Center for Priority Based Budgeting’s Resource Allocation Diagnostic Tool to provide City leaders a way to analyze the quantifiable information about our programs. We can filter by the Basic Attributes, by Fund, by Department, by Strategic Priority area, etc., and see the program rank-ings in quartiles one through four. Those programs that are most relevant to achieving results are in the higher quartiles. The tool presented a visual representation of the results of the Priority-Driven process and allowed officials to more easily compare priorities and allocations.

Analyzed Results Based on City Council Policy Direction In June, the City Council received the results of the Priority-Driven Budgeting initiative and provided this budget policy motion with direction for formulating the 2013/2014 Operating Budget: “That the Administra-tion construct a budget based on the following factors:

• Use the information from the Priority-Driven Budget process to recommend elimination or reduction of functions based upon whether other organizations or entities are serving the same populations or provid-ing the same function. If this is the case, the administration should outline a method of transitioning indi-viduals to the other services or programs.



Administration Response: Departments were asked to review this policy direction. Ultimately, the Admin-istration did not eliminate many programs as part of the Plan A budget. However, both the Juvenile Fireset-ter program and the Child Seat Installation program are services provided by other entities.

• Recommend changes to mandated programs that exceed the minimum requirements of the mandate.

Administration Response: Departments were asked to review this policy direction. There are 19 programs in the General Fund which are ranked quartile 3 or 4 but which are mandated. Of these 19 programs, four programs in Human Resources (Civil Service Commission, Civil Service Testing and Selection, Classifica-tion and Compensation, and Employee Relations) are under review to use technology to provide more effi-cient cost effective service, one is in Health (Vital Statistics) and is under review to establish new sites and methods to issue birth and death certificates, which will generate additional revenues, and one in Police (Evidence & Property Management Section: Court Property Unit) is under review for a service sharing arrangement; two of Health’s programs (Health Centers - Pharmacy Services and Sexually Transmitted Dis-ease Prevention and Treatment) fall into the category of cost shifting because they will generate more fee revenue from the American Care Act; one program (Cemetery Maintenance) increased due to the costs from removing trees infected with the Emerald Ash Borer; while the remaining 11 programs are anticipated to change significantly as part of this budget.

• Identify functions that can be shared with other political jurisdictions.

Administration Response: Departments were asked to review this policy direction. This budget includes the co-location of the Hamilton County Permitting function at the City’s One Stop Permitting Center. In addition to this, there are 17 programs/services which departments propose to be candidates for service sharing with other jurisdictions. Because service sharing arrangements take time implement, these are not reflected in the budget. However, the administration is pursuing the proposals in Table V for implementa-tion during the next two years.

Table IV - Service Sharing Proposals

Lead Department Initiative Name Brief Description Key Stakeholders Target Date

Community Development

Municipal Demolition Crew

This proposal would create a municipal demolition crew as part of the Moving Ohio Forward Grant which could be shared with the Port Authority.

Community Development; Private Demolition Companies

2013

Finance Expand Procurement Services to Other Municipalities

City procurement would offer services to other municipalities in the region.

Finance; Other Local Jurisdictions

2013

Finance Centralize Printing Stores

Printing Stores would handle all large printing services for City departments. Savings will be realized by other City agencies by reducing duplicate staff duties and equipment and by receiving the discounted rates negotiated by Printing Stores with postage (bulk rates), reproduction, and office supply suppliers.

Finance; Other City Departments

1/1/2014

Finance Expand Taxpayer Services to Other Municipalities

The Income Tax Division would perform tax collection services for other local municipalities. A fee would be charged to the municipalities for this service.

Finance; Other Local Jurisdictions

N/A



Fire Usage of Training Facilities by Other Entities

Currently other entities utilize Fire Department Training Facilities under a shared agreement but are not charged. This proposal would add a service charge for use of the Training Facilities.

Fire Department; Other Regional Fire Departments; Other Local Jurisdictions

1/1/2014

Human Resources Cincinnati Human Resources Information System (CHRIS) Joint Licensing Venture

This proposal would provide access to the Cincinnati Human Resources Information System (CHRIS) to other local governments including Hamilton County, the Cincinnati Public Schools (CPS), and other local jurisdictions that are small and cannot afford a large expenditure for their Human Resources Information System.

Human Resources; Hamilton County; Cincinnati Public Schools (CPS); Other Local Jurisdictions

2013

Human Resources Civil Service Commission Cost Sharing with Cincinnati Board of Education

This proposal would provide Civil Service Commission services and share related expenses with the Cincinnati Public Schools (CPS) and the Cincinnati Board of Education.

Human Resources; Cincinnati Public Schools (CPS); Cincinnati Board of Education

2013

Human Resources Civil Service Testing Services

This proposal would provide Civil Service Testing to other local governments including Hamilton County, the Cincinnati Public Schools (CPS), and other local jurisdictions that are small and cannot afford consulting fees for this service.


2013

Human Resources Service Provider of Compensation and Classification Expertise

This proposal would provide Compensation and Classification services to other local governments including Hamilton County, the Cincinnati Public Schools (CPS), and other local jurisdictions that are small and cannot afford consulting fees for these services.


2013

Human Resources Service Provider of Investigations and Policy Writing Expertise

This proposal would provide Investigations and Policy Writing services to other local governments including Hamilton County, the Cincinnati Public Schools (CPS), and other local jurisdictions that are small and cannot afford consulting fees for these services.


2013

Human Resources Service Provider of Contract Negotiations Expert Services

This proposal would provide Contract Negotiations services to other local governments including Hamilton County, the Cincinnati Public Schools (CPS), and other local jurisdictions that are small and cannot afford consulting fees for these services.


2013

Human Resources Service Provider of Training Expertise

This proposal would provide Training services to other local governments including Hamilton County, the Cincinnati Public Schools (CPS), and other local jurisdictions that are small and cannot afford consulting fees for this service.


2013

Police Regional Crime Lab A Regional Crime Lab would be pursued to be shared by the Police Department and the Hamilton County's Sheriff's Office to achieve economies of scale in forensic science. Other Police Departments could gain access to the services of the Crime Lab.

Police Department; Hamilton County Sheriff's Office; Other Police Departments

2013




• Identify functions that, rather than eliminate them, can be made self sufficient through the establishment of a fee structure.”

Administration Response: Departments were asked to review this policy direction. There are seven pro-grams/services that are increasing fees or establishing fees to cover their costs. Please see the Taxes and Fees section of this document for more details. In addition, there are an additional seven programs/services where new or expanded fee structures in order to cover their costs are being explored. These are not reflected in the budget, but the administration is pursuing the proposals in Table V for implementation dur-ing the next two years.

Public Services Greenspace Service Betterment

This proposal would utilize greenspace maintenance staff from the departments of Parks and Recreation and the Hamilton County Sheriff’s Office. These crews would supplement the Department’s greenspace crews. Anticipated incremental savings cannot be determined at this time.

Public Services; Parks; Recreation Department; Hamilton County Sheriff's Office; Keep Cincinnati Beautiful (KCB); Citizens

1/1/2014

Transportation & Engineering

Bicycle Infrastructure Cost Sharing

Bicycle Infrastructure Cost Sharing with neighboring municipalities that share or may share access to the infrastructure is being pursued. Cost savings will be primarily capital in nature.

Department of Transportation & Engineering (DOTE); Hamilton County; Other Local Jurisdictions Adjacent to the City of Cincinnati; Bicycle Riders

1/1/2014


Traffic Signal Cost Sharing

Currently, the Department Transportation & Engineering (DOTE) has agreements with various public and private entities to operate and service certain traffic signals where the signals are situated across the corporation line or where the signals are interdependent in their operation. DOTE could pursue agreements to operate and service additional traffic signals to neighboring municipalities. This proposal is in the early stages of conceptualization, and demand for these services would be investigated in 2013. Therefore, estimated savings are not available at this time. Depending on the scope of these agreements additional personnel may be required.

Department of Transportation & Engineering (DOTE); Hamilton County; Other Local Jurisdictions Adjacent to the City of Cincinnati; Citizens

1/1/2014


Client Services Cost Sharing

The department offers project design, engineering, construction management, and project management services to other City departments. The department is reimbursed at the prevailing salary of the staff providing the work plus benefits. By the continued use of Client Services, costs to other City departments are less than if an outside consultant is hired to provide these services. These services may be marketable to other agencies outside the City.

Department of Transportation & Engineering (DOTE); Hamilton County; Other Local Jurisdictions

1/1/2014




Table V – Revenue Generation Proposals


Emergency Communications Center (ECC)

E9-1-1 Cell Phone Fee Funding Extension/Changes

The 9-1-1 Cell Phone Fee is collected by the State of Ohio via a charge on each individual cell phone bill. These funds are then distributed to the counties who, in turn, distribute them to Public Safety Access Points (PSAPs). This fee is scheduled to sunset on December 31, 2012. Legislation is being considered that would either extend the current legislation or replace the current legislation with a new system for collecting and distributing the 9-1-1 Cell Phone Fee.

Emergency Communications Center (ECC); Citizens

01/01/13

Finance Implement an Online Storefront for Printing Stores

This proposal would implement an online storefront and market Printing Stores for reproduction and supply needs to other entities. Printing Stores would be a “one stop” shop with fast and effective online ordering and competitive rates to allow outside agencies to receive the City’s discounted pricing.

Finance; Enterprise Technology Solutions (ETS); Other Local Jurisdictions

06/01/13

Finance Increase Employee Contribution to Healthcare

Medical deductibles would increase to $500 in network / $1,000 out of network, a spousal surcharge of $50 per month for health insurance would be applied, and the employee health insurance premium cost share would increase from 5% to 10%.

Finance; Human Resources; Budget & Evaluation; City Employees

01/01/14

Health Vital Statistics Satellite Sites

The department is exploring how to establish new sites and methods to issue birth and death certificates. In 2012, the State of Ohio implemented a new software system that allows local health departments to issue birth certificates from the state database of scanned certificates. The Vital Statistics group is exploring options on how this change will allow the city to open satellite sites. Also, the city is also deploying an unmanned kiosk for taking orders at UC Health. While this kiosk does not issue any certificates (they are mailed), this process allows the person ordering the certificate to avoid a trip to the Vital Statistics' office. There is no projected revenue enhancement.

Health Department; Citizens; Business Community

2013

Metropolitan Sewer District (MSD)

Incineration Services The Metropolitan Sewer District (MSD) is seeking additional customers to sell excess capacity in the incinerators at the Mill Creek and the Little Miami Wastewater Treatment Plants. MSD currently sells excess capacity to Butler County for a fee.

Metropolitan Sewer District (MSD); Other Wastewater Treatment Facilities in the Area; Ratepayers

Mid-Year 2013

Police Alarm Registration Fee The Police Department is researching an alarm registration fee for all new and renewed residential alarms within the City. This action would require City Council to amend the False Alarm Ordinance.

Police Department; Finance Department; Citizens

2013

Police Background Investigation Fee

The Police Department currently provides background investigations to other city departments at no charge. This proposal would implement a fee charged to other city departments for cost reimbursement.

Police Department; Other City Departments

2013


City Manager’s Message General Fund Multi-Year Forecast

Budget BalancingSenior leadership evaluated the City-wide results with a focus of review quartile 3 and 4 programs at a City Manager’s Retreat held in late August to determine additional program reductions, changes and/or elimi-nations. Based in part on that retreat, the following Priority Driven Budgeting Quartile 4 programs are reduced or eliminated in this budget:

• Media Bridges Support is eliminated ($300,000)• Downtown and Neighborhood Gateways Program is eliminated ($57,480)• Child Seat Installation Service is eliminated ($200 in direct costs plus time and training)• Juvenile Firesetter Program is eliminated ($84,100)• Mounted Patrol is eliminated ($188,350)• Arts Grants is eliminated ($50,000)• Human Services Funding is reduced ($610,770)

Priority Driven Budgeting Community EngagementCommunity Engagement didn’t stop with the identification of the seven community priorities. Budget staff held four follow-up meetings with a group of community leaders, community council leaders, the public at large, and a focus group related to the Office of Environmental Quality programs to discuss the results and next steps in the budget process.

The Diagnostic Tool provided data to start discussions about the programs and services we provide to help the City analyze programs and services for cost savings, revenue enhancements and budget reductions. All of the analysis conducted allowed the City to more strategically allocate resources, and provide citizens more transparency, as well as a clearer understanding of the budget decision as we move forward.

While it is the first year Cincinnati has engaged in priority-driven budgeting to this extent, it provides a foundation for examining the services and programs the City provides that are important to the people the City serves.

GENERAL FUND MULTI-YEAR FORECASTGeneral Fund Multi-Year Forecast

The 2013 Budget for the General Fund is recommended in the context of a multi-year financial forecast of resources and expenditures. Table VI shows the initial forecast presented to the City Council in June 2012 as amended for reduced casino revenues and property tax. Table VII shows the November forecast which is a result of this recommended budget. The revisions are based on: 1) updated expenditures for 2012; 2) new revenue estimates for the forecast period beginning in 2013; 3) new revenue enhancements beginning in 2013; and 4) recommended expenditure reductions for the forecast period beginning in 2013.

Public Services Dumpster Service to City Departments

This proposal would charge fees to other City Departments who utilize the Department’s dumpster service. Anticipated incremental savings cannot be determined at this time.

Public Services; Parks; Recreation Department; Health Department; Greater Cincinnati Water Works (GCWW); Metropolitan Sewer District (MSD); Fleet Services

01/01/14


city council agenda item #14 · 2020-05-05 · city council meeting date: may 5, 2020 city council...

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