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2009-2010 Final 2009-2010 Final Budget Budget
PresentationPresentationBrigham City Mayor Brigham City Mayor
Lou Ann ChristensenLou Ann Christensen
May 14, 2009May 14, 2009
State of the City 2009State of the City 2009
““In the In the middle of middle of difficulty difficulty
lies lies opportunitopportunity.”y.” Albert EinsteinAlbert Einstein
1. Stay the course for Vision 20122. No reduction in city services.3. Maintain the integrity of our
infrastructure.4. Fund for capital improvements.5. Maintain our emergency funds.6. Avoid a reduction in workforce.7. Protect employee benefits.8. Keep employees’ salaries to at least
96% of market.
2009-’10 Budget Focus
Created a culture of: Frugality Team work Can do attitude Cost awareness Awareness of
cost reduction opportunities
Fiscal ResponsibilityFiscal Responsibility
Working SmarterWorking Smarter Restructuring of Restructuring of
departmentsdepartments Improved collaboration Improved collaboration
between departmentsbetween departments Resulted in cost Resulted in cost
savings to Citysavings to City Performance Performance
Management programManagement program Employees are held Employees are held
accountableaccountable Measureable resultsMeasureable results
Federal Grants Obtained (over 6 Federal Grants Obtained (over 6 years)years) Bear River Access Road $10.9 millBear River Access Road $10.9 mill Dance Academy Building $ 1.15 millDance Academy Building $ 1.15 mill Wind Energy Study -3 phases $ 2.6 Wind Energy Study -3 phases $ 2.6
millmill Airport Enhancement $ 24 mill Airport Enhancement $ 24 mill NRCS Creek mitigation $ 400KNRCS Creek mitigation $ 400K Homeland SecurityHomeland Security $ 3.8 mill $ 3.8 mill Trails Grant $250,000 Trails Grant $250,000 Innovation Center $ 48,000Innovation Center $ 48,000 CDBG $ 425,000CDBG $ 425,000 ACOREACORE $ 500,000 $ 500,000 LibraryLibrary $ 650,000$ 650,000
TotalTotal $44.7 $44.7 millmill
Ambulance:
Rebid oxygen saving $5,000
Developed a “real time” inventory for disposable supplies, resulting in cost savings.
Fire: Train in house. Using
carpooling/city van
Emergency Management:
Use of volunteers for office work.
Leisure Services: Reclassification of
all temporary positions Streamlining
positions Elimination of
nonessential job categories.
Delayed early hiring of temporaries and letting go seasonal workers as early as possible.
Leisure Services Cont. Requested
vendors to “warehouse” supplies and materials for us and still give us the volume purchase price.
Use in house resources wherever possible.
Maximize the use of volunteers.
Use of federal Summer Stimulus Internship Program.
Public Works: Reduced Storm Drain
Cleaning Expenses $10K Use of UDOT fueling
station for vehicles for an average savings of 15 cents per gallon.
Saved $75K for tree trimming
Saved $2K by repairing a back flow valve in house
Centralizing purchasing has saved money
Repaired hydrants on Main Street instead of purchasing new hydrants saving $6K.
Public Works (cont): Bidding projects now
due to the economy has cut pricing in half from engineering estimates.
Rebuilding aerator at WWTP and saved $7K.
Coordinating street cuts with the Street/Water departments has saved several thousand $$ on street repairs.
Using the new city track hoe to do concrete tear out and prep work is saving money on each job.
Making and installing our own filtering on the irrigation system at Pioneer Park saved $5K.
Rebuilding a pump at the Waste Water Treatment Plant saved $15K
Administration: Purchases order over $5K must be
preapproved by the Director of Finance prior to purchase.
Investing excess cash in higher yielding CDs to maximize our interest income.
Analyzed the cost of banking services and saved $2K per year by canceling a sweep service that was not making any money for us while rates are low.
Police: Reduced one part
time employee saving $12K/year.
Reduced one Police Fleet Vehicle saving $24K. Strike Force picked up the purchase. (City responsible for fuel / Maint.)
Senior Center: Cost stabilization
overall for several years with the exception of the nutrition line
Utilizes the community pantry and seeks better prices for the items that they use regularly.
Protocols are in place if they need to limit the number of participants receiving meals on wheels or attending the congregate lunch site.
Museum: Reduced exhibit expenses
by taking advantage of the National Endowment for the Humanities
Switched to postcard mailers for advertising.
Stopped out sourcing graphic design work.
Saved in the “Professional and technical” category by doing projects themselves and restricting unnecessary projects.
Utilizing volunteers.
The General Economic effect on Brigham City Citizens.
Projecting a 10%, or $300K decrease in Sales Tax Revenue.
Projecting a 69%, or $225K decrease in Interest Income
Projecting a 12% decreases in revenue from Commercial/Industrial Power Sales.
Electricity Rate Increases from RMP and WAPA are projected.
$1 Million budgeted in 2009-10 for Electrical Grid Improvements.
$552,000 budget for Water System Improvements.
2009/10 General Fund Budget 11.2M 2009/10 Utility Budget 17.1M
(including storm drain)
Pass Through Energy Cost Increases.
Use Approximately $177,000 of Fleet Fund Balance to Cover Expenditures.
Budget Restraint by Directors.
No Projected Increase in the General or Utility Fund Balances.
Use Grant Funding for Capital Projects when Available. Airport Ramp Area Construction Mantua Trail System Police Safety Vests
Use of Capital Project Fund. Take advantage of the purchasing power
of the dollar in the current economy. Continue to aggressively seek grant
funding
INTEREST INCOME1%
MISCELLANEOUS2%
CHARGES FOR SERVICES
17%
INTERNAL GOVERNMNT
9%
LICENSES/PERMITS3%
FRANCHISE TAXES8%
SALES TAXES24%
FUND BALANCE0%
TRANSFER IN30%
PROPERTY TAXES6%
Projected to be $2.7 million
2009/10 Budget 10% decrease
From 2008/09 budget
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
FY'04
FY'05
FY'06
FY'07
FY'08
FY'09
FY'10
Sales Tax
Decreased percentage transfer to the General Fund from the Utility Funds FY 2006/07 - 16.86% FY 2007/08 - 16.21% FY 2008/09 - 15.50% FY 2009/10 – 15.3%
14.50%
15.00%
15.50%
16.00%
16.50%
17.00%
2006-07 2007-08 2008-09 2009-10
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
2009 2007 2005 2003 2001
FB
18% State Limit
$2,023,000
Increase utility rates 3.32% Water Waste Collection Storm Drain (per eru) Waste Treatment Electrical
Less than the 3.8% 2008 CPI
Estimated Fund Balance June 30, 2009
$304,000 Estimated Fund Balance June 30, 2010
$354,000 $50,000 Increase
Electrical Rocky Mountain Power – 3.65% Western Area Power Administration –
2.42% Municipal Energy Sales Tax increase of
0.75% to be passed on to users
Public Utility49%
General Fund30%
Capital Projects
3%
Fleet5%
Library2%
RDA6%
Golf2%
Debt3%
Airport.2%
GENERAL FUND EXPENDITURES
ADMIN.22%
POLICE26%
EMERGENCY SERVICES
9%
PUBLIC WORKS
26%
LEISURE SERVICES
12%
SENIOR CITIZENS
5%
INC. IN FUND BALANCE
0%
TRANSFERS OUT0%
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
2009/10 2008/07
SUBMITTED
BUDGETED
Total Funding FY 2009-10
Purchase 21 pieces of new
equipment Lease 10 pieces
of existing equipment
FY 2008-09 purchased 18
pieces of new equipment
Leased 12 pieces of existing equipment
850000
900000
950000
1000000
1050000
1100000
1150000
1200000
2009-10 2008-09 2007-08 2006-07
Vehicle/Equipment Expenditures (dollars)
$540K decrease in Sales Tax and Interest Income from 2008-09
Utility Transfer to General Fund decreased by .2%
$4.2M in Capital Projects($2M City’s Share)
No reduction in city services. Budgeted to maintain the
integrity of our infrastructure.
Utility Rates Increases of 3.32%
Continue match for employee 401k retirement plans.
Health insurance participation remains the same.
Funded for market adjustment. 1% merit increase for
employees. No employee lay offs, work
furloughs or reduced work hours.