Gale A. BrewerManhattan Borough President

Manhattan Community Board Leadership

Development Series June 2014

New York City Budget Overview

Training AgendaTraining Agenda

4) Role of the City Council4) Role of the City Council

3) Role of the Borough Board3) Role of the Borough Board

2) Role of the Borough President2) Role of the Borough President

1) Overview of the City Budget1) Overview of the City Budget

Training Agenda Training Agenda (continued)(continued)

5)5) Role of the Community BoardRole of the Community Board Budget Priorities HearingBudget Priorities Hearing Community Board Review of the Community Board Review of the

Preliminary BudgetPreliminary Budget District Needs StatementsDistrict Needs Statements Voting on Board PrioritiesVoting on Board Priorities

6)6) How to Read a BudgetHow to Read a Budget7)7) Review of the Community Board Review of the Community Board

Internal Operating BudgetInternal Operating Budget8)8) Questions and AnswersQuestions and Answers

The NYC Budget is split up into the following components:

Expense Budget:- The Expense Budget funds things like government salaries, pensions, and operating expenses

Revenue Budget:- The Revenue Budget contains an estimate of how much money the city will take in each year in taxes, fines, fees, and state/federal grants

The Contract Budget- A subset of the expense budget, includes all contractual services

The Financial Plan- Released 4 times each year, and provides a multiyear perspective on city spending and revenues.

The Capital Budget-Capital funding funds physical infrastructure and equipment projects undertaken by city agencies (parks renovations, roadwork), as well as nonprofit organizations.

-Capital projects must have a value of at least $35,000 for equipment purchases, and a useful life of at least 5 years.

-In order for the city to fund a non-city capital construction project, there must be a minimum city contribution of at least $500,000.

-There is a third category of capital spending, known as minimally-attached moveable property, where the minimum city contribution is $250,000.

The two major players in the budget process each year are the Mayor and the City Council.

ROLE OF THE MAYOR:

The Mayor allocates funding to all city agencies, determines the non-property tax revenue forecast for the City, proposes the Preliminary and Expense Budget each year, and negotiates with the City Council over the final adopted budget.

The primary agency within the Mayor’s Office responsible for the overarching budget of the City is the Office of Management and Budget, or OMB.

ROLE OF THE CITY COUNCIL

The City Council is responsible for reviewing and holding hearings on the Mayor’s Preliminary and Executive Budget, negotiating internally and with the Mayor on budget items, adopting the final budget, accepting or rejecting budget modifications throughout the year, and also making allocations to both the Expense and Capital Budget through the Member Item Process.

Though much-maligned, the Member Item process provides valuable support to nonprofit organizations and city agencies in the form of small discretionary grants, as well as larger allocations generally known as Speaker Initiatives.

The City Council is currently revising the way that Discretionary Funding is allocated through Rules Reform, though the exact details of the changes are not known at this time.

OTHER RESOURCES FOR INFO ON THE BUDGET

1) The New York City Council publishes all of its budget hearing reports on its website at www.council.nyc.gov

2) The NYC Independent Budget Office, provides nonpartisan information about New York City's budget to the public and their elected officials. IBO presents its budgetary reviews, economic forecasts, and policy analyses in the form of reports, testimony, memos, letters, and presentations. IBO also produces guides to understanding the budget and provides online access to key revenue and spending data from past years. You can visit them at www.ibo.nyc.ny.us

OTHER RESOURCES FOR INFO ON THE BUDGET

3) The NYC Comptroller is responsible for auditing and providing comprehensive oversight of the city’s budget. The Comptroller also oversees the 5 pension funds ($140b in assets), reviews Contracts, issues City Bonds, and more. More info on the comptroller can be found at comptroller.nyc.gov

4) There are also many other good government and advocacy organizations that provide important insight and analysis of the city’s budget process such as the Citizens Budget Commission.

OVERALL NYC AND NATIONAL BUDGET OUTLOOK

Relying on the IBO (which is often more optimistic than OMB), there is a projected surplus of $833m for FY15, and a FY16 shortfall of $1.6b, which seems large but is actually only 2.9% of city generated revenues.

IBO projects national real GDP growth of 3.5% in FY15, 3.2% in FY16, 2.7% in FY17, and 2.4% in FY18.

IBO also projects that in NYC, job growth will increase by an average of about 1.5% over the next 5 years.

Personal income will grow an average of about 5% over the next 5 years, including 5.6% in FY15 and FY16.

FY15 NYC BUDGET OVERVIEWFor Fiscal Year 2015, the New York City Executive Budget is approximately $75 billion.

Of that amount, approximately $48b comes from taxes, $12b from NYS grants, and $7b from federal grants.

NYC allocates its budget as follows:- $15.5b is spent on health and social services (Medicaid, HHC, DOHMH, DHS, etc.)- $21.5 b is spent on education, with over $20b of that going toward the Department of Education. - $9.1b goes toward uniform services (police, fire, corrections, and sanitation)- $8.3b goes to all other agencies-$5.2b in fringe expenditures-$4.9b in debt service-$8.2b in pension costs

WHAT $10 MILLION BUYS (Statistics from IBO)

-887 Head Start Childcare slots-159 new teachers-12.4 billion gallons of wastewater treated-9 fire ladder trucks-719 children receiving early intervention services-272 family shelter units in DHS-1,010 summer pool and beach season lifeguards-80 police officers per year-2 days of incarcerating the average daily prison population (12,789 inmates in city jails)-10 days of disposal of residential garbage from DSNY-1.3 million home delivered meals for seniors-65 lane-miles of resurfacing NYC streets

ROLE OF THE BOROUGH ROLE OF THE BOROUGH PRESIDENT IN THE BUDGET PRESIDENT IN THE BUDGET

PROCESSPROCESS

COMMENT/ RECOMMEND/ALLOCATECOMMENT/ RECOMMEND/ALLOCATE

COMMENTCOMMENT

Charter 241Charter 241

Borough Board Public Hearings Borough Board Public Hearings

Manhattan Borough Board Priorities ReportManhattan Borough Board Priorities Report

Role of the Borough Role of the Borough PresidentPresident

RECOMMENDRECOMMEND

New York City Charter, Section 245New York City Charter, Section 245

Borough Presidents Recommended Borough Presidents Recommended Modifications Modifications to Mayor’s Preliminary to Mayor’s Preliminary BudgetBudget

New York City Charter, Section 251 New York City Charter, Section 251

Borough Presidents Recommendations to Borough Presidents Recommendations to the the Executive Budget Executive Budget

Role of the Borough Role of the Borough PresidentPresident

ALLOCATEALLOCATE

Charter 211Charter 211

Initial Capital Allocations & Initial Capital Allocations & RescindmentsRescindments

Charter 249Charter 249

Final Capital AllocationsFinal Capital Allocations

Role of the Borough Role of the Borough PresidentPresident

CAPITAL PROGRAMCAPITAL PROGRAM

Capital allotment based on a formula:Capital allotment based on a formula:

Landmass, Landmass,

Population,Population,

and the City’s total overall capital budget. and the City’s total overall capital budget.

The City’s total capital budget fluctuates from year to year. The City’s total capital budget fluctuates from year to year.

Amount of capital dollars also varies from year to year.Amount of capital dollars also varies from year to year.

PROPOSALS ACCEPTED BETWEEN JANUARY AND PROPOSALS ACCEPTED BETWEEN JANUARY AND FEBRUARY. FY15 DEADLINE WAS FEBRUARY 27, 2014FEBRUARY. FY15 DEADLINE WAS FEBRUARY 27, 2014

CAPITAL PROGRAMCAPITAL PROGRAMApplicant EligibilityApplicant Eligibility

City AgencyCity Agency

Non-profit with 501(c)(3) status.Non-profit with 501(c)(3) status.

Project EligibilityProject Eligibility Projects must be tangible property or other assets with a multi-Projects must be tangible property or other assets with a multi-year life. year life.

The cost must be $35,000 or greater. The cost must be $35,000 or greater.

The expected useful life must be a minimum of five (5) years. The expected useful life must be a minimum of five (5) years.

Additional requirements for non-City owned entities.Additional requirements for non-City owned entities.Project ExamplesProject Examples

Major construction or improvement projects. Major construction or improvement projects.

Stand alone purchases of major equipment Stand alone purchases of major equipment

The purchase or development of equipment systemsThe purchase or development of equipment systems

MCGP PROCESSMCGP PROCESSProgrammaticProgrammatic funding is provided to organizations that funding is provided to organizations that work to sustain, foster, and enhance the quality of life work to sustain, foster, and enhance the quality of life for Manhattan residents, neighborhoods, and for Manhattan residents, neighborhoods, and communities.communities.

In FY15 we have funding in the following city agency In FY15 we have funding in the following city agency budgets:budgets:

□□ Department for the Aging Department for the Aging □ □ Department of Education Department of Education □ □ Department of Parks & Recreation Department of Parks & Recreation □ □ Department of Health & Mental Hygiene Department of Health & Mental Hygiene □ □ Department of CorrectionsDepartment of Corrections

Applicants must be a not-for-profit, community-based Applicants must be a not-for-profit, community-based organization or a designee to serve as a fiscal conduit organization or a designee to serve as a fiscal conduit with such status.with such status.

Funding Range:Funding Range: Grants start at $3,000, but award amounts Grants start at $3,000, but award amounts are subject to funding availability. are subject to funding availability.

Applications for FY15 were due June 6, 2014

Cultural TourismCultural TourismNYC & Company provides funding through the Borough NYC & Company provides funding through the Borough Presidents.Presidents.

Funds may ONLY be used for projects that promote not-for-Funds may ONLY be used for projects that promote not-for-profit 501(c)(3) arts and cultural organizations and their profit 501(c)(3) arts and cultural organizations and their events.events. Grant funds can be used to pay for the following:Grant funds can be used to pay for the following:

Development and distribution of cultural organization Development and distribution of cultural organization promotional materials (brochures, posters, maps, videos and promotional materials (brochures, posters, maps, videos and slides). slides).

Special cultural events or projects supported by the Special cultural events or projects supported by the Borough President and designed to bring visitors to the Borough President and designed to bring visitors to the borough.borough. Cultural advertising targeted to the inbound visitor Cultural advertising targeted to the inbound visitor market(s) market(s)

Research to determine visitor profiles, identify markets or Research to determine visitor profiles, identify markets or measure economic impact of cultural organizations’ tourism measure economic impact of cultural organizations’ tourism initiatives. initiatives.

Other GrantsOther GrantsOur office can assist community based organizations in Our office can assist community based organizations in Manhattan to find, apply for, and obtain state, federal, Manhattan to find, apply for, and obtain state, federal, and foundation grants.and foundation grants.

MBPO is a local government or municipality.MBPO is a local government or municipality.

Our office can play several roles:Our office can play several roles:

MBPO as official applicantMBPO as official applicant

MBPO as sponsorMBPO as sponsor

MBPO as a supporterMBPO as a supporter

MBPO assists with preparation of a proposal.MBPO assists with preparation of a proposal.

Repository for grants information Repository for grants information

Needs assessmentNeeds assessment

Role of the Borough BoardRole of the Borough Board

The Borough Board:The Borough Board:

Reviews the Mayor’s Preliminary Budget.Reviews the Mayor’s Preliminary Budget.

Holds Borough Board Public Hearings.Holds Borough Board Public Hearings.

Produces Borough Board Priorities Produces Borough Board Priorities Report.Report.

Borough Board is a charter mandated group Borough Board is a charter mandated group that is comprised of:that is comprised of:

Community Board Chairs, Community Board Chairs,

the Manhattan Delegation of the City the Manhattan Delegation of the City Council, Council,

the Borough President.the Borough President.

Who sits on the Borough Board?

What role does the Board play in the budgetary process?

BOROUGH BOARD BUDGET PRIORITIES REPORT

Each Year, the NYC Charter requires Borough Presidents, via the Borough Board, to submit a comprehensive statement on the budget priorities of the borough to the Mayor, City Council, and OMB

The Charter also requires that public notice be given to solicit input and recommendations from the public on the budget needs of the Borough. In order to comply with this requirement, an online budget priorities survey was made available from March 6, 2014 – March 18, 2014, and a public hearing was held on March 20, 2014.

This year, our office received responses from 425 individuals, representing all twelve Community Board Districts.

Respondents were asked to rate a number of budget priorities in terms of their importance to the respondent, from 1-5. The following programs were identified as most important (% ranked 4 or 5 in parentheses):

- K-High School Education (75%) - Affordable Housing (70%) - Public Transportation (69%) - Youth Services (67%) - Public Infrastructure (64%) - Parks (62%) - Human / Social Services (62%) - Public Health (59%) - Higher Education (58%) - Senior Services (58%) - Pre-K Education (56%) - Economic / Business Development (54%) - Homeless Services (54%) - Technology Infrastructure (47%) - Cultural Affairs (47%)

HOW CAN WE IMPROVE THIS PROCESS?

The Council establishes priorities, allocates The Council establishes priorities, allocates resources and sets the policy agenda for the resources and sets the policy agenda for the year.year.

The Council has final budget approval powers. The Council has final budget approval powers.

During the budget process, the Council may During the budget process, the Council may change budget priorities and add special "terms change budget priorities and add special "terms and conditions“ requiring city agencies to report and conditions“ requiring city agencies to report to the Council on how specific monies are being to the Council on how specific monies are being spent throughout the year.spent throughout the year.

Role of the City CouncilRole of the City Council

BUDGET TIMELINEBUDGET TIMELINE

4. Borough Presidents’ Agency Hearings – March

5 BP’s Question Agency Commissioners on Mayor’s Prelim Budget

1. Mayor’s Preliminary Budget – January

Departmental Estimates, Financial Plan

2. Borough Board Public Hearings – February

CB Review of Preliminary Budget, Development of Priorities

3. Borough Priorities Report – Feb/March

Mandated by Section 241 of the City Charter

5. BP’s Recommended Modifications – March

Mandated by Section 245 of Charter

BUDGET TIMELINE BUDGET TIMELINE ((Continued)Continued)

6. BP Initial Capital Allocations – March

Section 211 Mandated Capital Project Submissions

7. Mayor’s Executive Budget – April

Mayor’s Final Budget Proposal

8. BP’s Recommended Modifications to Executive Budget – May

Mandated by Section 245 of the City Charter

9. BP’s Final Capital Allocations – May

Section 249 Mandated Capital Project Submissions

10. Adopted Budget – June

Adopted by City Council and Signed by Mayor

FISCAL YEAR BEGINS JULY 1

COMMUNITY BOARD BUDGET COMMUNITY BOARD BUDGET PROCESS ACTIVITIESPROCESS ACTIVITIES

CONSULTATION WITH CITY AGENCIESCONSULTATION WITH CITY AGENCIESDistrict Consultation (local) District Consultation (local) SpringSpringBorough Consultations (meet with Commissioners) Borough Consultations (meet with Commissioners) AutumnAutumn

PREPARE NEEDS STATEMENTS AND PREPARE NEEDS STATEMENTS AND LONG RANGE STRATEGIES LONG RANGE STRATEGIES (to City Planning)(to City Planning) AugustAugust

SUBMIT BUDGET REQUESTS SUBMIT BUDGET REQUESTS (to OMB)(to OMB)

Capital and ExpenseCapital and ExpenseEarly Nov.Early Nov.

COMMUNITY BOARD BUDGET COMMUNITY BOARD BUDGET PROCESS ACTIVITIESPROCESS ACTIVITIES

HEAR TESTIMONY AT PUBLIC HEARINGS ABOUT

Budget Requests Summer/September/OctoberReactions to Preliminary Budget February

TESTIFY AT CITYWIDE PUBLIC HEARINGS

City Planning Commission: Draft of 10 Year Capital Strategy (odd years) JanuaryBorough Board FebruaryCity Council Hearings March, May

COMMUNITY BOARD BUDGET COMMUNITY BOARD BUDGET SUBMISSIONSSUBMISSIONS

DISTRICT NEEDS STATEMENT AugustDescribes long Range Local Issues and community Board’s Strategies

CAPITAL BUDGET SUBMISSIONS by early Nov. Up to 40 Requests for Projects – with voted priorities

EXPENSE BUDGET SUBMISSIONS by early Nov. Up to 25 Request for programs or personnel – with voted priorities

SERVICE PROGRAM PRIORITIES by early Nov. Ranking 85 Local Programs Provided by the City

STATEMENT ON THE PRELIMINARY BUDGET by Feb. 15th

Respond to Agency Budget Decisions

COMMUNITY COMMUNITY BOARDBOARD

BUDGET CALENDARBUDGET CALENDAR1) June District

Consultations [for next fiscal year]

2) July July 1st, fiscal year begins.

3) Summer Submit District Needs Statement to the Department of City Planning.

4) October Borough Consultations conclude. Public Hearings held by boards By early November, submit budget requests to the Office of Management and Budget.

5) January Preliminary Budgets issued Jan 16; Register of Community Board Budget Requests Published.

1 of 2

6) FEBRUARYBy Feb 15, Community Board hearings and statement on the Preliminary Budget.By Feb 25, Borough Board hearings and statement on the Preliminary Budget.

COMMUNITY BOARDBUDGET CALENDAR

8) MARCHBy March 10th, Borough Presidents Submit Modifications to PreliminaryBudget.

9) APRILApril 26th, Mayor’s Executive Budget is issued, and the Register of Community Board Budget Requests is published.

10) MAY By May 6th, Borough Presidents submitmodifications to Executive Budget.May 6th – 25th, City Council hearings onExecutive Budget.

11) JUNEJune 5th, City Council adopts Budget.

12) JULY July 1st, fiscal year begins; Borough Presidents may propose service reallocations..

2 of 2

BUDGET DOCUMENTS TO BUDGET DOCUMENTS TO HELP PREPARE BUDGET HELP PREPARE BUDGET

REQUESTSREQUESTS

REGISTER OFCOMMUNITY BOARD

REQUESTS*

EXPENSE AND CAPITAL BUDGET*

CAPITALCOMMITMENT

PLAN*

CAPITAL PROJECTDETAIL DATA

REPORT**

DISTRICT RESOURCE

STATEMENT

AGENCY BUDGET AND SERVICE STATEMENT

SERVICE DELIVERY INFORMATION(e.g., District Manager, Local service chiefs).

MAYOR’SMANAGEMENT

REPORT* NEEDS STATEMENT

*on New York City’s website – http://www.nyc.gov **on OMB CD

District Needs and District Needs and Expense / Capital PrioritiesExpense / Capital Priorities

- Huge opportunities for reform

- Need more transparency

- Need more community input

- Need better data on how decisions are made

CITY CHARTERCITY CHARTER MANDATES MANDATES

COMMUNITY BOARDS AND CITY AGENCIES[Traditional roles in budget process are formalized]

MAYOR

-Consults with the Borough Presidents while preparing the Executive Budget. -As part of the Executive Budget, responds to Community Boards budget priorities (explains disapprovals).

BOROUGH PRESIDENTS -Together propose budget expenditures for 5% of Capital Budget, and 5% of discretionary increases in Expense Budget. -Recommend Preliminary and Executive Budget appropriations to the Mayor and city Council. -Prepare borough’s needs statements and priorities. -Appeal Mayor’s budget decisions to the City Council. -May reallocate some agency personnel and resources after budget adoption.

CITY COUNCIL -Adopts budget.

Sample of a Community Board Operating BudgetSample of a Community Board Operating BudgetAnnual PS and OTPS Budget Totaling Annual PS and OTPS Budget Totaling $206,895$206,895

BROOKLYN COMMUNITY BOARD 19BROOKLYN COMMUNITY BOARD 19FY 2014 BUDGETFY 2014 BUDGET

POSITION SCHEDULEPOSITION SCHEDULE

TitleTitleLine NoLine No. . TitleTitle CodeCode Pos Pos.. Annual RateAnnual Rate

11001100 District Manager District Manager 56086 156086 1 $ 78,000$ 78,00011051105 Assistant District Manager Assistant District Manager 56087 156087 1 $ 40,000$ 40,00011151115 Community Associate Community Associate 56057 156057 1 $ 28,500$ 28,500

SUBTOTAL FOR OBJECT 001SUBTOTAL FOR OBJECT 001 $ $ 146,500146,500

Object 053: Amount To Be ScheduledObject 053: Amount To Be Scheduled

11531153 Amount To Be Scheduled – PSAmount To Be Scheduled – PS $ 5,000$ 5,000SUBTOTAL FOR OBJECT 053SUBTOTAL FOR OBJECT 053 $ $ 5,0005,000

POSITION SCHEDULE TOTALPOSITION SCHEDULE TOTAL $ $ 157,500157,500

PS OPERATING BUDGETPS OPERATING BUDGET

Unit of Appropriation: 001 Personal ServicesUnit of Appropriation: 001 Personal ServicesBudget Code: 1000Budget Code: 1000

ObjectObject DescriptionDescription PosPos.. AmountAmount001 001 Full Year PositionsFull Year Positions

33 $ 146,500$ 146,500021021 Part-Time PositionsPart-Time Positions

$ 17,100$ 17,100031031 Hourly PositionsHourly Positions $ 10,137$ 10,137042042 Longevity DifferentialLongevity Differential $ 800$ 800051051 Salary AdjustmentsSalary Adjustments

$ 4,000$ 4,000053053 Amount To Be Scheduled Amount To Be Scheduled $ 5,000$ 5,000

TOTAL PS OPERATING BUDGETTOTAL PS OPERATING BUDGET $ 183,537$ 183,537

TOTAL PERSONAL SERVICES BUDGETTOTAL PERSONAL SERVICES BUDGET $ 183,537$ 183,537

BROOKLYN COMMUNITY BOARD 19FY 2014 BUDGET

OTHER THAN PERSONAL SERVICES OPERATING BUDGET

Unit of Appropriation: 002 Other Than Personal ServicesBudget Code: 1000

Intra-CityObject Account Description Amount10X 856001 Storehouse $ 750100 Supplies & Mater. $ 2,000117 Postage $ 2,500

314 Office Furniture $ 2,000315 Office Equipment $ 1,250337 Books – Other $ 750

40B 858001 Telephone $ 3,250403 Office Services $ 1,525412 Rentals of Misc. Equip $ 1,533 451 Local Travel Expend. $ 500

600 Contractual Services – General $ 2,900602 Telecommunication Maintenance $ 950 612 Office Equipment Maintenance $ 1,000624 Cleaning Services $ 1,250

700 Fixed Charges – General $ 500794 Training Program for City Employees $ 700

TOTAL OTHER THAN PERSONAL SERVICES BUDGET $ 23,358- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

RENT AND ENERGY BUDGET

Unit of Appropriation: 003 Rent and EnergyBudget Code: 4000

Intra-CityObject Account Description Amount414 Rentals – Land, Buildings, & Structures. $ 36,23242C 856001 Heat, Light & Power $ 1,528

TOTAL RENT AND ENERGY BUDGET $ 37,760

Community Board’s Community Board’s Operating Expense BudgetOperating Expense Budget

$206,895$206,895 Operating BASE budget for each of 59 Operating BASE budget for each of 59

CB’s CB’s Excludes rent and energy fundingExcludes rent and energy funding Excludes any type of grant fundingExcludes any type of grant funding

Operating Budget StructureOperating Budget Structure

City Budgets allocated in units of appropriationsCity Budgets allocated in units of appropriations

CB’s budget have three units of appropriationsCB’s budget have three units of appropriations Personal Service (PS)Personal Service (PS)

Salaries Salaries Other Than Personal Service (OTPS)Other Than Personal Service (OTPS)

Overhead costs and contractual obligationsOverhead costs and contractual obligations Rent and Energy Rent and Energy

Unit of appropriations have a delineation of objects Unit of appropriations have a delineation of objects codes which identify the type and amount of codes which identify the type and amount of expenditureexpenditure

How is the operating budget How is the operating budget prepared each fiscal year?prepared each fiscal year?

OMB sends the Community BoardOMB sends the Community Board Current FY budget with expendituresCurrent FY budget with expenditures Position Schedule of Active EmployeesPosition Schedule of Active Employees Turnaround DocumentTurnaround Document

Fill-in spaces to indicate changes for next fiscal year budgetFill-in spaces to indicate changes for next fiscal year budget

MARCHMARCH

MARCH-APRILMARCH-APRIL District Manager, District Manager, ChairpersonChairperson, and , and Budget CommitteeBudget Committee

Re-assess the budget needs of the Community Board Re-assess the budget needs of the Community Board Review OMB documents and forecast expendituresReview OMB documents and forecast expenditures

Would the Board like to give merit increases or hire new staff?Would the Board like to give merit increases or hire new staff? Are we going to need a new copy machine?Are we going to need a new copy machine?

Budget is choices!Budget is choices! Fixed costs i.e. payroll and contracts funded firstFixed costs i.e. payroll and contracts funded first Remaining funds can be allocated at the Board’s discretionRemaining funds can be allocated at the Board’s discretion

LATE APRILLATE APRIL Board submits turnaround document to OMBBoard submits turnaround document to OMB

OMB processes document in FMSOMB processes document in FMS Integrated into the city’s Executive Budget Integrated into the city’s Executive Budget

Can a Board make changes to their Can a Board make changes to their budget?budget?

Submit Budget Modification Submit Budget Modification request to OMB to change request to OMB to change PS/OTPSPS/OTPS

1-J un-12 OFFICE OF MANAGEMENT AND BUDGET

BRONX 11 COMMUNITY BOARD RELATIONS UNIT

391 BUDGET MODIFICATION

EILEEN GALARNEAU

APPROPRIATION POSITIONPS-001 / OTPS-002

RENT-003BUDGET

CODEOBJ ECT CODE OBJ ECT CODE EXPENDITURE DESCRIPTION

CONTRACT INC/(DEC) OBJ ECT INCREASE OBJ ECT (DECREASE)

001 1000 042 75$ 002 1000 624 75$

TOTAL 75$ 75$

MSHD

EL

MS

MA EGOMBFY12DATE 1-J un-12

PREPARED BY

Please review carefully

AGENCY #

Indicate reason for modification:

COMMUNITY BOARD

DATE

OMB USE ONLY

only once via EMAIL or FAX at 212-788-5928

Please send this modification to your OMB analyst

OPERATING BUDGET MODIFICATION FORM

Monitoring of Operating BudgetMonitoring of Operating Budget

Personal ServicesPersonal Services Planned Action ReportPlanned Action Report

Used for new hires, merit increases, salary adjustments, etc.Used for new hires, merit increases, salary adjustments, etc. Cash impact on current budget and out yearsCash impact on current budget and out years

Bi-Weekly review of payroll reportsBi-Weekly review of payroll reports Is the Board projecting a payroll deficit?Is the Board projecting a payroll deficit?

Other than Personal ServicesOther than Personal Services FMS prevents from overspending unit of appropriations and FMS prevents from overspending unit of appropriations and

object codesobject codes Monthly review of object codes Monthly review of object codes

Rent and EnergyRent and Energy Department of Real Estate Services (DCAS) in conjunction with Department of Real Estate Services (DCAS) in conjunction with

OMBOMB

monitor rent and energy funding monitor rent and energy funding