ICMA Part II - nmml.org

Leading Your OrganizationLeading Your OrganizationLeading Your OrganizationLeading Your Organization((and Elected Officialsand Elected Officials)) to to

Fiscal Health and WellnessFiscal Health and WellnessFiscal Health and WellnessFiscal Health and Wellnessthroughthrough

Priority Based Budgeting Priority Based Budgeting ((Part IIPart II))Priority Based Budgeting Priority Based Budgeting ((Part IIPart II))

Jon Johnson & Chris FabianJon Johnson & Chris FabianDecember 5, 2013

1

““Over the CounterOver the Counter” Treatments” TreatmentsOver the CounterOver the Counter Treatments TreatmentsTreatment Options:• Fees for Service = Cost of Fees for Service Cost of

Delivery• Freeze Vacant Positions

(Temporaries?)( p )• Across the Board “Cuts”• Defer/Delay Capital Projects• “Sharpen” Revenue Sharpen Revenue

Billing/Collection• Consolidated

Purchasing/ContractingTreatment Considerations:• Only a Short-Term “Fix” to u c as g/Co ac g

• Sell Underutilized Assets• Cost Allocation/Overhead

Transfers

Only a Short Term Fix to Relieve Pain

• Safe to apply with minimal diagnosis

• Must have follow up Transfers• Freeze Salaries/Overtime

3

• Must have follow up diagnosis

“Emergency“Emergency--RoomRoom” ” TreatmentsTreatmentsEmergencyEmergency RoomRoom TreatmentsTreatmentsTreatment Options:• Across the Board Budget

“Amputation”• Hiring Freeze/Furloughs• Reduction in Workforce• 4-Day work weeks• Reduce Services• Reduce Services• Spend “Savings” Reserves • Early Retirement

Incentives

Treatment Considerations:• Don’t apply without Incentives

• Outsourcing/Shared ServicesR i R t t

pp ydiagnosis

• Don’t be guilty of malpractice

4

• Resize or Restructurep

• Only to “Stop the Bleeding”

““CosmeticCosmetic” Treatments” Treatments((Not a Solution!!!Not a Solution!!!))

Accounting GimmicksShifting Operational Costs to Capital BudgetsShifting Operational Costs to Capital BudgetsDeferring CompensationUnderfund Accrued LiabilitiesUnderfund Accrued LiabilitiesShort –term borrowing“Distort” estimates or projectionsDistort estimates or projections

5

BRINGING VISION INTO FOCUSBRINGING VISION INTO FOCUSWITH A NEW “LENS”WITH A NEW “LENS”WITH A NEW LENSWITH A NEW LENS

6

Achieving Fiscal Health & WellnessAchieving Fiscal Health & Wellnessgg2 Strategic Initiatives2 Strategic Initiatives

Fiscal Health Long-term Fiscal Wellness

7

From 2007

Across the Board Cuts Address $14.5 Billion ShortfallCalifornia Governor’s Office: “Across-the-board 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 p y , g pby 10%, rather than eliminating the restaurant and DVD spending in order to keep up the house payments.”

8

p y

According to Moody’s:According to Moody’s:According to Moody s:According to Moody s:Across-the-Board versus Targeted Budget Cutsg g

“Across-the-board cuts can be a way to avoid tough decisions”“Targeted cuts require a serious discussion of community values, relative benefits of different services, and long-term implications”services, and long term implications

Moody's wants to see how local governments plan for and respond to financial challenges p p gover the long term

“Making targeted cuts can demonstrate a more

9

strategic approach to managing the fiscal crisis”

“Across the board cuts spreads the pain evenly and also evenly spreads the mediocrity”spreads the mediocrity

- Budget Director for the State of Louisiana

10

Achieving Long-Term Fiscal Wellness Achieving Long Term Fiscal Wellness

11

STEPS to SUCCESS STEPS to SUCCESS –– Priority Based BudgetingPriority Based BudgetingS S o SUCC SS S S o SUCC SS o y ased udge go y ased udge g1. Determine Results

Accurate prioritization of programs, reflecting the organization’s statedobjectives, depends on the comprehensive identification of the Resultsj p pit is in business to achieve

2. Clarify Result DefinitionsPrecision in prioritization depends on the articulation of the cause andeffect relationship between a program and a Resulteffect relationship between a program and a ResultUsing clearly defined “Result Maps”, detailing the factors that influencethe way Results are achieved, the organization can minimize subjectivityin the process of linking programs with its Results

3 Identify Programs and Services3. Identify Programs and ServicesComparing individual programs and services as opposed to comparingdepartments that provide those services allows for better prioritization

4. Value Programs Based on ResultsgWith the right Results that are clearly defined, the organization can moreaccurately “value” a program relative to its influence on achievingResults

5 Allocate Resources Based on Priorities

12

5. Allocate Resources Based on PrioritiesUsing “Resource Alignment Diagnostic Tool”

Strategic Questions Strategic Questions 1. What are we in “business” to do?

13

What are “Results”What are “Results”What are ResultsWhat are Results• High-level and over-arching reasons the organization g g g

exists in the eyes of the community

• Remain consistent and unchanged over timeg

• Comprehensive

Di ti i h d f (i “R lt ” t )• Distinguished from (i.e. “Results” are not…)o Vision or Mission Statementso Organizational Values

• How we want to achieve our resultso “Marketing” statements

• Look and feel of the community

14

o Specific short-term, projects, goals or initiatives

Step 1Step 1: : Determine ResultsDetermine ResultsCity of Grand Island, Nebraska

Community ResultsCommunity Results• Used to Differentiate Programs Offered to the Community• Not All Programs Achieve these Results• Programs that Achieve Many Results with a High

Stewardship of the Environment

Safe Community

Strategic, Sustainable and Maintained • Programs that Achieve Many Results, with a High Degree of Influence, Achieve Highly in Prioritization (demonstrate high degree of relevance)

Q lit S i R lt

g ,Development

Mobility Options

Quality Service Results• Every Program Should Achieve these Results (though potentially, not every program does)• Not Used to Differentiate the Relevance of Programs

Efficient Services

Transparent Services

gin Prioritization

Governance Results• Used to Differentiate Programs Designed to Support

Financial Stewardship

High‐quality Workforce

15

• Used to Differentiate Programs Designed to Support GovernanceRegulatory Compliance

Validating ResultsValidating Results

18

Step 2: Clarify Result DefinitionsStep 2: Clarify Result Definitions((Result Maps)Result Maps)((Result Maps)Result Maps)

City of Boulder, CO Results

Accessible & Connected Community

Economically Vital Community

Healthy Environment & Community

Inclusive & Socially Thriving Community

Safe Community

19

Safe Community

Defining ResultsDefining ResultsR lt M i E iR lt M i E iResult Mapping ExerciseResult Mapping Exercise

20

Creating Result MapsCreating Result Maps

21

Identify and Define ResultsCity of Grand Island, NebraskaCity of Grand Island, Nebraska

Identify and Define ResultsManages and

mitigates factors that impact environmental

quality and sustainability

STEWARDSHIP

Encourages energy conservation and efficiency through

education, incentives and the provision of

Provides for the renewal of the

environment through recycling and reuse STEWARDSHIP

of the ENVIRONMENT

alternative solutions

Controls and abates threats to the

Promotes and regulates a clean,

orderly and

22

environment cased by nature

orderly and ecologically balanced

community

The City of Chandler, ArizonaThe City of Chandler, Arizona

Protects the Community by justly enforcing the

law, promptly responding to calls for responding to calls for

service and being prepared for all

emergency situations

l t

SAFE

Provides safe traffic flow, safe roads and a well-

maintained transportation system

Ensures regulatory compliance in order to protect property, the environment and the

lives of its residents and visitors SAFE

COMMUNITY

Fosters a feeling of personal safety through

a visible and approachable presence

Offers a variety of safe activities and safety d ti t

23

approachable presence that ensures proactive

prevention and responds to community concerns

education to engage with youth and families

The City of Wheat Ridge, ColoradoThe City of Wheat Ridge, Colorado

Offers and supports a variety of safe activities and facilities that provide for the physical health

and social well-being of the communitycommunity

Fosters a feeling of personal safety throughout the

community by establishing a visible, accessible presence that proactively provides for

prevention intervention safety

Provides for the protection and sustainability of the

environment through regulatory compliance, planning and effective

SAFE COMMUNITY

prevention, intervention, safety education, and community

involvement

planning and effective stormwater management

COMMUNITYOffers protection, enforces the

law and is well-prepared to promptly and effectively

Provides for a safe transportation network that is well-maintained, accessible,

enhances traffic flow and promptly and effectively respond to emergencies and

calls for service

Creates a secure, well-regulated, well-maintained

it th t i h lth

enhances traffic flow and offers safe mobility to motorists, cyclists and pedestrians alike

24

community that is healthy, clean, well-lit and visually

attractive

The Town of Christiansburg, VirginiaThe Town of Christiansburg, Virginia

Provides assurance of regulatory and policy

compliance to minimize and mitigate

risk

Protects and prudently manages its financial, human, physical and

Attracts, motivates and develops a high-quality workforce, dedicated

GOOD GOVERNANCE

, p ytechnology resourcesto public service

GOVERNANCE (Sound Financial Entity)

Enables and enhances transparency,

accountability,

Supports decision-making with timely and

accurate short term accountability, integrity, efficiency and

innovation in all operations

Responsive, accessible

accurate short-term and long-range

analysis

25

Responsive, accessible and courteous to its

customers

Role of the Council/BoardRole of the Council/Board• Have transparent access to listing of all programs

offered along with associated costs and FTE• Educate themselves on the variety and diversity of

programs offered programs offered

Role of the CitizensRole of the Citizens• Have transparent access to listing of all programs

offered along with associated costs and FTE• Be informed about the nature of the programs

offered to residents businesses and visitors

26

Strategic Questions Strategic Questions

1 Wh t i “b i ” t d ?1. What are we in “business” to do?2. What exactly do we do?

27

Identify “Programs” within DepartmentsIdentify “Programs” within Departments/ / y g py g pDivisionsDivisions

Departments develop their own “ ” i t i

CITY OF BOULDER, COLORADOD t t P I t“program” inventories

Comprehensive list of “what we do”

Department Program Inventory

Directions: For all of the programs and services in your department, identify the program name. When completed, please e‐mail the

Monday, July 26, 2010

Comparing relative value of programs, not relative value of departments

G ldil k & th Th B N t t

Fund No. Department Providing Program Program Name

010 Community Planning & Sustainability General Business Assistance010 Community Planning & Sustainability Business Retention and Expansion

Program Inventory back to Jim Reasor

Goldilocks & the Three Bears: Not too big, not too small, just right!

TOO BIG = Departments/DivisionsTOO SMALL = Tasks

010 Community Planning & Sustainability Business Retention and Expansion010 Community Planning & Sustainability Business Incentive Programs

010 Community Planning & SustainabilityBusiness Partnerships and Sponsorships

140 Community Planning & Sustainability Energy Decarbonization

JUST RIGHT = Measure relative size based on costs/people associated with program to more discretely demonstrate how resources are

140 Community Planning & Sustainability Green Job Creation140 Community Planning & Sustainability Climate Adaptation Planning

112 Community Planning & Sustainability Comprehensive Planning112 Community Planning & Sustainability Intergovernmental Relations

28

used 112 Community Planning & Sustainability Historic Preservation112 Community Planning & Sustainability Ecological Planning

City of Boulder, Colorado

OBJECTIVES for OBJECTIVES for Developing Developing Program InventoriesProgram InventoriesDeveloping Developing Program InventoriesProgram Inventories

Create a comprehensive listing of all servicesoffered by each operating division (to bothy p g (“external” and “internal” users)

Provide a better understanding of “what we do” tot ff d i i t ti l t d ffi i l d itistaff, administration, elected officials and citizens

Provide a framework to better understand howresources are used to support “what we do”resources are used to support what we doProvide a valuable tool for staff, management andelected officials to use when faced with budgetaryelected officials to use when faced with budgetary“choices” about how funds are distributed.

Allow for the preparation and discussion of a

29

p p“program budget” rather than a “line-item budget”

Defining ProgramsDefining ProgramsTo determine “just right”, look for “differences” thatmight help determine if an activity can be defined as a

e g og a se g og a s

g p y“stand-alone” program

“Who” are you doing the activity for?D it b fit ifi d hi l ti ?Does it benefit a specific demographic group or population?

“What” are you doing the service to?Does it affect a specific property or asset (infrastructure facilityDoes it affect a specific property or asset (infrastructure, facility,etc.)

“How” is it funded? – Is there someone paying for it?A th i t d di tl ith thAre there revenue sources associated directly with the program(“Program Revenues”)

What “type” of service are you providing?

30

Preventative, Replacement; Repair/Maintenance; Instruction;Protection; Informative; etc.

Defining ProgramsDefining Programse g og a se g og a s

Has someone told us we “have to do it?”Are there statutes, ordinances, resolutions, or other legislativedocuments that require us to provide the service?

Is there an “End Product” as a result of doing it?Is there an End Product as a result of doing it?Does the external or internal user get something tangiblewhen the service is delivered?

“Is there someone outside the organization thatIs there someone outside the organization that“does the same thing”?

Does a private business offer a similar service (“Yellow Pagestest”)test )

Do we “advertise” that we do it?Is there a separate phone directory or website reference tothe service?

31

the service?

How to How to How to How to Identify Program CostsIdentify Program Costs

1) Associate Salary & Benefit Costs with your Personnel

2) Assign Personnel to the Programs they ProvideProvide

3) Associate Non-Personnel Costs with ProgramsPrograms

4) Line item Budget is now expressed as a

32

Program Budget!

1) Associate Salary & Benefit Costs1) Associate Salary & Benefit Costsith P lith P lwith your Personnelwith your Personnel

• Key is understanding how personnel line items are distributed (per FTE, on a t f l b i t )

33

percentage of salary basis, etc.)

2) Assign Personnel to the 2) Assign Personnel to the P th P idP th P idPrograms they ProvidePrograms they Provide

• Estimate for a given year (this is not a time study!)• Accuracy not precision is the goal

34

• Accuracy, not precision, is the goal • Can’t allocate an FTE over 100% (no matter how overworked they think they are)

3) Associate Non3) Associate Non--Personnel Costs Personnel Costs with Programswith Programswith Programswith Programs

• Choose a reasonable allocation methodology:• Divide costs by FTE (i e supplies line item)

35

Divide costs by FTE (i.e. supplies line item)• Assign costs directly to program (i.e. annual audit)







36

Strategic Questions Strategic Questions 1. What are we in “business” to do?2 What exactly do we do?2. What exactly do we do?3. How do we figure out what is “core” OR

What is of the highest importance?What is of the highest importance?

37

Step 4: Score Programs againstStep 4: Score Programs againstResults & AttributesResults & Attributes

City of Boulder’s Results Basic Program AttributesCity of Boulder’s Results Basic Program Attributes

Accessible & Connected Community

Mandated to Provide the ProgramCommunity

Economically Vital CommunityH lth E i t &

Reliance on the City to Provide the ProgramCost Recovery of the

Healthy Environment & CommunityInclusive & Socially

yProgram Change in Demand for the Program

Thriving CommunitySafe Community

gSize of Population ServedAnd/or any other criteria that is relevant to your

38

that is relevant to your community

Simple Scoring Scale Simple Scoring Scale ––“ ” “ ” f l t ltf l t lt“Degree” “Degree” of Relevance to a Resultof Relevance to a Result

4 = P h ti l iti l4 = Program has an essential or criticalrole in achieving Result

3 = Program has a strong influence on “High Degree” of Relevance3 Program has a strong influence on

achieving Result2 = Program has some degree of g g

influence on achieving Result1 = Program has minimal (but some)

i fl hi i R lt

“Lower Degree” of Relevance (still a clear connection)

influence on achieving Result0 = Program has no influence on

achieving Result No Clear Connection

39

achieving Result Connection

Basic Program AttributesBasic Program Attributes::M d t d t P id PM d t d t P id PMandated to Provide ProgramMandated to Provide Program

• Programs that are mandated by another level of government (i.e.federal state or county) will receive a higher score for this attributefederal, state or county) will receive a higher score for this attributecompared to programs that are mandated solely by the City orhave no mandate whatsoever.

• The grading criterion established to score programs on a 0 to 4• The grading criterion established to score programs, on a 0 to 4scale is as follows:o 4 = Required by Federal, State or County legislation

3 = Required by Charter or incorporation documents OR too 3 = Required by Charter or incorporation documents OR tocomply with regulatory agency standards

o 2 = Required by Code, ordinance, resolution or policy OR to fulfillexecuted franchise or contractual agreementexecuted franchise or contractual agreement

o 1 = Recommended by national professional organization tomeet published standards, other best practice0 N i t d t i t

40

o 0 = No requirement or mandate exists

Basic Program AttributesBasic Program Attributes::Reliance on City to Provide ProgramReliance on City to Provide ProgramReliance on City to Provide ProgramReliance on City to Provide Program

• Programs for which residents, businesses and visitors can look only to theCity to obtain the service will receive a higher score for this attribute

d t th t b i il l bt i d f thcompared to programs that may be similarly obtained from anotherintergovernmental agency or a private business.

• The grading criterion established to score programs, on a 0 to 4 scale isas follows:as follows:

o 4 = City is the sole provider of the program and there are no other public or private entities that provide this type of service3 City is currently the sole provider of the program but there are o 3 = City is currently the sole provider of the program but there are other public or private entities that could be contracted to provide a similar service

o 2 = Program is only offered by another governmental non profit or o 2 = Program is only offered by another governmental, non-profit or civic agency

o 1 = Program is offered by other private businesses but none are located within the City limits

41

located within the City limitso 0 = Program is offered by other private businesses located within the

City limits

Basic Program AttributesBasic Program Attributes::Change in Demand for ProgramChange in Demand for ProgramChange in Demand for ProgramChange in Demand for Program

• Programs demonstrating an increase in demand or utilization will receive ahigher score for this attribute compared to programs that show no growthin demand for the program Programs demonstrating a decrease inin demand for the program. Programs demonstrating a decrease indemand or utilization will actually receive a negative score for thisattribute.

• The grading criterion established to score programs, on a -4 to 4 scale is asfollows:follows:o 4 = Program experiencing a SUBSTANTIAL increase in demand of 25% or

moreo 3 = Program experiencing a SIGNIFICANT increase in demand of 15%

to 24%to 24%o 2 = Program experiencing a MODEST increase in demand of 5% to 14% o 1 = Program experiencing a MINIMAL increase in demand of 1% to 4%o 0 = Program experiencing NO change in demand

i i i f % %o -1 = Program experiencing a MINIMAL decrease in demand of 1% to 4%o -2 =Program experiencing a MODEST decrease in demand of 5% to 14% o -3 =Program experiencing a SIGNIFICANT decrease in demand of 15%

to 24%

42

o -4 =Program experiencing a SUBSTANTIAL decrease in demand of 25% or more

Basic Program Attributes:Basic Program Attributes:Cost Recovery of ProgramCost Recovery of ProgramCost Recovery of ProgramCost Recovery of Program

• Programs that demonstrate the ability to “pay for themselves” throughuser fees intergovernmental grants or other user-based charges foruser fees, intergovernmental grants or other user-based charges forservices will receive a higher score for this attribute compared toprograms that generate limited or no funding to cover their cost.

• The grading criterion established to score programs, on a 0 to 4 scaleg g p g ,is as follows:o 4 = Fees generated cover 75% to 100% of the cost to provide the

programo 3 = Fees generated cover 50% to 74% of the cost to provide the



program0 N f t d th t th t t id th

43

o 0 = No fees are generated that cover the cost to provide the program

Basic Program AttributesBasic Program Attributes: : Portion of Community Served by ProgramPortion of Community Served by ProgramPortion of Community Served by ProgramPortion of Community Served by Program• Programs that benefit or serve a larger segment of the City’s

residents, businesses and/or visitors will receive a higher score forresidents, businesses and/or visitors will receive a higher score forthis attribute compared to programs that benefit or serve only asmall segment of these populations.

• The grading criterion established to score programs on a 0 to 4• The grading criterion established to score programs, on a 0 to 4scale is as follows:o 4 = Program benefits/serves the ENTIRE community (100%)

3 = Program benefits/serves a SUBSTANTIAL portion of theo 3 = Program benefits/serves a SUBSTANTIAL portion of thecommunity (at least 75%)

o 2 = Program benefits/serves a SIGNIFICANT portion of thecommunity (at least 50%)community (at least 50%)

o 1 = Program benefits/serves SOME portion of the community(at least 10%)

o 0 = Program benefits/serves only a SMALL portion of the

44

o 0 = Program benefits/serves only a SMALL portion of thecommunity (less than 10%)

Identify “Identify “ValueValue” of Program Based on ” of Program Based on yy ggtheir Influence on Resultstheir Influence on Results

Individual Department Program Scorecard

Directions: For all the programs in your department,

Thursday, January 28, 2010 Evaluation CriteriaBasic Program Attributes Priority Results

Mandated to Provide Program

Cost Recovery of Program

Change in Demand for Service

Reliance on City to Provide

ServiceSafe City

Prosperous Economy

Green, Sustainable

City

Attractive, Vibrant

Community

Reliable, Well‐

Maintained Infrastructur

‐4 to 4 Scale ('‐0 to 4 Scale

(4=Only City can

please rate how these programs score in the four Basic Attributes and they influence the City’s ability to achieve its Priority Results. When completed, please email the Program Scorecard back to [email protected]

0‐4 Scale (4=State/Federal

Mandate; 2=Charter; 1=Ordinance/Resolution; 0=No Mandate)

0‐4 Scale based on Percentage (4=75‐100%; 3=50‐74%; 2=25‐49%; 1=1‐

24%)

4=demand significantly decreasing; 4=demand significantly increasing)'

provide service; 2=Only public

entities can provide service; '0=other

entities can provide service)'

Department Program Enter Score Below Enter Score Below Enter Score Below Enter Score Below Enter Score Below Enter Score Below Enter Score Below Enter Score Below Enter Score BelowOffi f E i B i A i /

On a scale of 0 to 4 points, 0 = program has no influence on achieving the Result; 1 = program has some influence, though minimal; 2 = program

influences the Result; 3 = program has a strong influence on the Result; 4 = program is essential to achieving the Results

Office of Economic Development

Business Attraction/ Expansion Assistance 4 2 4 4 2 4 3 2 0


International Business Relations/Sister City 0 1 2 2 0 2 1 1 0


Economic Strategy, Policy and Analysis 1 2 4 2 0 3 3 2 0


Downtown Management 1 2 4 4 3 2 0 3 4DevelopmentOffice of Economic

DevelopmentArts / Festival Grants and

Assistance 1 1 3 0 1 3 1 4 1


K‐12 Arts Education 0 0 2 0 1 2 0 4 0


Cultural Planning, Policy and Initiatives / Arts 1 0 2 4 1 3 1 4 1

Office of Economic Public Art Project 1 1 2 0 1 2 2 4 3

45

Developmentj

Management 1 1 2 0 1 2 2 4 3


Public Art Master Plan Implementation and 1 1 3 0 1 2 1 4 2

Not all Results are of Equal Relevance: Not all Results are of Equal Relevance: Result “Weighting Factor”Result “Weighting Factor”

*Result “Weighting Factor” applied to program scores for each Result

46

Result

Strategic Questions Strategic Questions Strategic Questions Strategic Questions

1. What are we in “business” to do?2. What exactly do we do?3. How do we figure out what is “core” OR What g

is of the highest importance?

4. How do we know we are successful?

47

Peer Review(Q lit C t l) P(Quality Control) Process

48







49

Strategic Questions Strategic Questions Strategic Questions Strategic Questions

1 What are we in “business” to do?1. What are we in business to do?2. What exactly do we do?3 H d fi t h t i “ ” OR Wh t i 3. How do we figure out what is “core” OR What is

of the highest importance?4 H d k f l? 4. How do we know we are successful?

5. How do we ask “better” questions that lead to “better” decisions about “what we do” and “why we do it”?

50

Defining Quartile GroupingsQ 1Q 2Q 3Q 4

0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0

147101013161922252831

Quartile 4:58 Programs

3134374043464952er

of P

rogram

s Quartile 1

Quartile 2

Quartile 3

Q til 45255586164677073

Total N

umbe Quartile 4


76798285889194

Key:Programs are grouped into Quartiles (not ranked, one



51

97100103

versus the other)


Step 5: Allocate Resources Based on Step 5: Allocate Resources Based on Prioritization

$85,915,772 1g grams;

rams)

Prioritization Array: Combined City‐wide Programs

79 Programs

$51,726,155 2

le Ranking

hest Rated Prog

west Rated Prog

79 og a s

103 Programs

$21,505,297

$7,498,842

3

4

Quarti

(Quartile 1: Hig

Quartile 4: Low

103 Programs

58 Programs$7,498,842

$‐ $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 $70,000,000 $80,000,000 $90,000,000 $100,000,000

4 58 Programs

52


“Looking Through the“Looking Through theLooking Through theLooking Through the“New Lens” “New Lens”

• Which programs are of the highest priority in terms of achieving what is expected by the community?

And which are of lesser importance?o And which are of lesser importance?

• Which programs are truly mandated for us to provideo And how much does it cost to provide them?

• Which programs are offered because they are “self-imposed” ?

• Which programs are offered for which there are no • Which programs are offered for which there are no other service providers?

• Are there programs might lend themselves to

53

p g gpublic/private partnerships?

“Looking Through the“Looking Through theLooking Through theLooking Through the“New Lens” “New Lens”

• Who in the private sector is offering programs that are similar in nature?o And should we consider” getting out of that business”?

• Which programs are experiencing an increasing level of demand from the community? level of demand from the community? o And which are experiencing a decreasing need?

• Are there programs offered that are not helping Are there programs offered that are not helping us achieve our intended “Results”?

• What are we spending to achieve our “Results”?

54

What are we spending to achieve our Results ?

“Resource Alignment Diagnostic Tool”Cit f B ld COCity of Boulder, CO

Funding Source: (Est. Budget, Gen Gov Revenue,

Program Revenues)

Prioritization Perspective: (City‐wide, Fund, Funds)

Choose Department: (All Departments, Specific)

Program Type: (All Programs, Governance,

Community‐oriented)

October 30, 2012

Community‐Oriented Programs

All Departments Total Estimated BudgetCity‐wide

$85 915 7721ms;

ms)

Priority Based Budgeting: Spending Array Perspectives

$85,915,772

$51,726,155

$21,505,297

1

2

3

artile Ranking

1: Highest R

ated

Progra

4: Lowest Rated

Program

Q til R ki P i A2012 13 P d B d t I (R d ) % I t 2012 13 T t B d t2011 B d t

$7,498,842

$‐ $10,000,000 $20,000,000 $30,000,000 $40,000,000 $50,000,000 $60,000,000 $70,000,000 $80,000,000 $90,000,000 $100,000,000

4

Qua

(Quartile 1

Quartile 4

Quartile Ranking Programs in ArrayQrt 1 88

Qrt 2 116

Qrt 3 110

Qrt 4 54

TOTALS 368$00.00%

0.00%

$0

$0

$85,915,772

$21,505,297

$51,726,155

0.00%

$0

$0

$0 $85,915,772

$51,726,155 0.00%

$0 $166 646 067 0 00% $0 $166 646 067

2012‐13 Proposed Budget Increase (Reduce) % Impact 2012‐13 Target Budget

$0

$0

2011 Budget

$7,498,842

$21,505,297

$7,498,842

55

TOTALS 368$0 $166,646,067 0.00% $0 $166,646,067







57

Strategic Questions Strategic Questions

1 What are we in “business” to do?1. What are we in business to do?2. What exactly do we do?3 How do we figure out what is “core” OR What is of 3. How do we figure out what is core OR What is of

the highest importance?4. How do we know we are successful? 4. How do we know we are successful? 5. How do we ask “better” questions that lead to

“better” decisions about “what we do” and “why we do it”?

6. What do you want to “keep” (not “What do you t t t”) THE ROLE OF CITIZENS

58

want to cut”) – THE ROLE OF CITIZENS

Keys to Public EngagementKeys to Public Engagement1.) Determine objective for engaging the Public

Is it a “Means to an End” or an “End in and of Itself”?

2.) Design the role of the Public so it will have a 2.) Design the role of the Public so it will have a meaningful influence

3 ) Ensure higher participation – GO TO THEM3.) Ensure higher participation – GO TO THEMUse the WebMail enclosures with Newsletters or Utility BillsAttend Community Meetings (i.e. Chamber of Commerce; Civic Groups; School Board; HOA Meetings)

59

Meetings)Set up kiosks at Library, Rec Center, Senior Center, etc.

Many Challenges Inherent to Engaging Public

Level of discussion

Engaging Public

too “Big Picture”Conversation is framed contentiously (and possibly with “fear”)Unclear about “how” citizens will be able to participate

60

p p

Engaging Public in New Discussion Aboutg g g“What They Want to Keep”

61

Valuing the Results of GovernmentgInvest $100 in Results, according to their relative importance

Valuing the Results of GovernmentGiving Emphasis to the Priorities of Government

Thursday, February 04, 2010g p

Directions: The results that our Government strives to achieve are identified in the table below. As a citizen, your job is to help the City understand clearlythe results that you value most. For this exercise, you are to imagine having $100 to invest in achieving the City's results. Where would you invest yourmoney? You can distribute the funds evenly to all results, you can invest all of your money in one single result, or you can invest your money toward the achievement of various results emphasizing those which are most important to you. Spend the $100 until it's gone by typing the amount you intend to invest in a result into the empty box to the "right" of the Result Statement.

Money You Started With $100Money You Have Invested $100

Money You Have Left $0 (When this box reads "$0" you have completed Step 1.)

Results of GovernmentAmount of Money Citizen

Intends to Invest in Result

Strong Neighborhoods and a Sense of Community

Economic Vitality

Results of Government

5$

20$

Intends to Invest in Result

30$ A Safe Community

Economic Vitality

Culture, Recreation and Learning Opportunities

Stewardship of the Environment

20$

15$

10$

62

Effective Transportation and Mobility Options 20$

On-Line Town ForumOn Line Town Forum

63

Th k Y !Thank You !

Jon Johnson, Co‐Founder Chris Fabian, Co‐Founder303‐909‐9052 (cell) 303‐520‐1356 (cell)[email protected] [email protected]

www.pbbcenter.orgCopyright ©2009 by Chris Fabian and Jon Johnson d/b/a the Center for Priority Based Budgeting,

64

Copyright ©2009 by Chris Fabian and Jon Johnson d/b/a the Center for Priority Based Budgeting,Denver, Colorado.

ICMA Part II - nmml.org

Documents

Transcript of ICMA Part II - nmml.org