Oakland County Executive’s Recommended FY 2018 – FY 2020 ... · July 19, 2017 . L. Brooks...
Transcript of Oakland County Executive’s Recommended FY 2018 – FY 2020 ... · July 19, 2017 . L. Brooks...
Oakland County Executive’s Recommended FY 2018 – FY 2020 Triennial Budget Presentation to the Board of Commissioners
July 19, 2017
L. Brooks Patterson Oakland County Executive
A Budget Based on Recognized Best Practices
AAA Rated for 20 Years
Award Winning Documents Recognized by the Government Finance Officers Association
Award for Outstanding Achievement in Popular Annual Financial Reporting
Since 1997
Distinguished Budget Presentation Award
Since 1984
Certificate of Achievement for Excellence in Financial Reporting
Since 1991
Reduced and Reorganized
Maintained and Stabilized
Resiliency, Sustainability
2008 through 2011
2012 through 2015
2016 and Beyond
BUDGETARY FOCUS HAS TRANSITIONED
Oakland County’s Elected Officials
Special thanks to . . .
LEADERS WORKING TOGETHER
Board of Commissioners
Jessica Cooper
Prosecutor
Michael Bouchard
Sheriff
Lisa Brown Clerk
Andy Meisner Treasurer
Jim Nash Water
Resources Commissioner
L. Brooks Patterson
County Executive
Nanci Grant Circuit Court
Linda Hallmark Probate Court
Julie Nicholson District Court
Gerald Poisson Chief Deputy County Executive
RECOMMENDED BUDGET HIGHLIGHTS
Balanced recommended budget for the next three years, FY 2018 through FY 2020
Balanced Triennial Budget
Stability Sustainability
Long-term planning provides fiscal stability for operational sustainability and resiliency
10 year plan for building improvements, funded with current resources
Capital Improvement Plan
Continued investment in security enhancements to protect visitors and employees
Security Enhancements
Significant investments planned to maintain and improve technology
Technology Investments
3% recommended for FY 2018 1% for FY 2019 and FY 2020
General Salary Increase
1% contingency recommended in FY 2019 for potential classification adjustments
Compensation Study
Oakland County’s pension and retiree health care plans continue to be fully funded
Retirement Plans Fully Funded
Laurie Van Pelt Director, Management & Budget
The County Executive Recommended Triennial Budget is balanced for the next three fiscal years.
FY 2018 – FY 2020 Recommended Budget
Property tax revenue is approximately 54% of total GF/GP ongoing revenue (excluding use of fund balance).
GROWTH IN TAXABLE VALUE IS INTENTIONALLY LIMITED BY STATE LAW
% CHANGE IN SEV (STATE EQUALIZED VALUE) % CHANGE IN TV (TAXABLE VALUE)
-40.00%
-30.00%
-20.00%
-10.00%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
2007-2012 2013-2017
-34.26%
-23.93%
35.74%
11.15%
12.10%
18.30%
Additional Increase Needed to Reach 2007 Levels
Limitations on Property Tax Revenue
As a result of Headlee and Proposal “A”: it is estimated that Oakland County will not return to 2007 Tax Revenue levels until the year of 2022
Variables include: Market Conditions Annual IRM / CPI Property Transfers New Construction Statutory property tax exemptions
ESTIMATED CHANGE IN TAXABLE VALUE
3.6000
3.7000
3.8000
3.9000
4.0000
4.1000
4.2000
4.3000
4.4000
4.5000
4.6000
Mill
s
Oakland County History of County General Operating Millage Rate
Maximum Millage
4.19
Proposal A was approved in 1994. Beginning in 1996, properties with ownership transfers became “uncapped” which accelerated the effect of the Headlee millage rollback calculation.
COUNTY GENERAL OPERATING MILLAGE RATE
2018 -2023 EST. PROJECTION
2019 ESTIMATED THAT 4.04 MAY BE AFFECTED BY HEADLEE ROLLBACK
4.3805 4.3505
4.09 4.04
Millage Reduction Before Rollback The County now levies and collects its property taxes in arrears as
a result of the passage of Michigan Public Act 357 of 2004. Thus, the County is required to levy its property taxes in July for its fiscal year which began on October 1 of the preceding year.
This requirement for counties to collect property taxes in arrears adds greater uncertainty for budgetary planning, since property taxes and the millage rollback must be estimated approximately 18 months prior to the levy date for timely adoption of the annual General Appropriations Act.
It is important to continue to monitor the variables that impact the Headlee rollback calculation and to continue the County’s prudent past practice of maintaining a millage rate which remains below the maximum authorized rate.
The major variables that impact the Headlee rollback calculation include: Taxable value uncapping from property transfers (“pop-ups”)
The greater the number of pop-ups, a greater impact on rollback
Change in CPI The lower the CPI, a greater impact on rollback The higher the CPI, a lesser impact on rollback
Losses in personal property (recent tax exemption) will have a greater impact on rollback
Variables Affecting Millage Rollback
RECOMMENDED MILLAGE REDUCTION IN 2019
The Recommended Budget includes a millage reduction in 2019 from the current 4.04 mills down to 4.00 mills.
Annual operations
Technology system replacements
Continued building security enhancements
Local road improvements
General Fund Balance, Five Year Outlook
Attention to Fund Balance
A healthy fund balance is an essential ingredient for long-term budget flexibility, sustainability, and adequate cash flow
Past increases in General Fund equity reflect the County’s deliberate, planned approach to balance future years’ budgets for continued sustainability
Over the next several years, fund balance will be drawn down gradually as planned
PROJECTED USE OF GENERAL FUND EQUITY
The recommended budget includes use of fund balance to support ongoing operations with amounts that decline over the next 5 years
PROJECTED USE OF GENERAL FUND EQUITY
All positions are budgeted for full employment; vacant and under-filled positions result in favorable operating surplus.
PROJECTED USE OF GENERAL FUND EQUITY
It is anticipated that General Fund equity will be used as a one-time source of funding for several major technology projects.
PROJECTED USE OF GENERAL FUND EQUITY
The long-term forecast fund balance projection assumes continued use for discretionary local road improvement projects.
This chart compares prior years’ adopted budgeted use of fund balance to actual amounts.
HISTORICAL CHANGE IN GENERAL FUND BALANCE
This chart reflects the successful planned build-up and subsequent planned spend-down of General Fund equity. Actual future use will be dependent on maintaining the minimum targeted amount of 20% of total annual operating expenditures.
GENERAL FUND BALANCE – HISTORICAL AND LONG-TERM FORECAST AMOUNTS
Jordie Kramer Director, Human Resources
Oakland County: A Great Place to Work County Workforce Recruitment & Retention Retirement Readiness Benefits & Wellness
HUMAN RESOURCES
A great place to live, WORK, and play! OAKGOV.COM
A great place to live, WORK, and play! OAKGOV.COM
County Workforce
Over the next three to five years the Baby Boomer generation will continue to exit the workforce.
COUNTY WORKFORCE YEARS OF SERVICE 3,400 Full-time Eligible 1,199 Less than 4 years
1,600 Part-time non-eligible 1,409 5-19 years
35 College interns 667 20-29 years
407 Summer employees 154 30-39 years
27 40+ years
Employee recruitment & retention becoming a greater concern
Lower unemployment rate Greater competition in the job market Shortage of skilled and qualified workers Skilled Maintenance Law Enforcement Information Technology
Labor Force participation is trending downward
Recruitment & Retention
Recruitment & Retention
Recruitment Efforts Michigan Veterans
Affairs Agency Increased use of
social media Building relationships
with colleges, universities and high schools
Disabled Worker Pilot Program Partnership with MORC and other local agencies Macomb Oakland Regional Center
Health Division first to participate with 5 placements in 2015 15 placements as of Summer 2017 among seven County
Departments By Summer 2018 we anticipate an additional
5 placements bringing the total up to 20 placements
Recruitment & Retention
Employee Retention
Talent Management Advisory Team – TMAT 35 county employees – representing county departments
A diverse group by age, race, gender, years of service as well as job classification level
Initial TMAT meeting March 2017 Countywide employee satisfaction survey – conducted Spring 2017
50% of the workforce completed the survey Human Resources management is anticipating the recommendations
from the TMAT that may enhance recruitment and improve retention efforts.
How do we grow our employees? Employee development is a critical part in retaining Oakland County’s most treasured asset – its employees. Through Employee Training and Development we strive to enhance
performance and foster an environment of excellence in public service
Training programs are available to meet the needs of Oakland County employees across all departments at no cost other than the time invested
Updated course catalog Increased marketing efforts – increased participation
Tuition Reimbursement $1,400 per semester/session with the fiscal year
maximum of $4,200
Career Development = Career Growth Internal job career opportunities
How do we grow our employees?
Employee Retention Compensation Study Salary Administration Plan – Point Factor Job Evaluation
Method established in 1986 Technology has significantly changed and job tasks have
evolved Increasing requests for Job Audits/Salary Grade Reviews Recruitment of certain classifications becoming
increasingly difficult
Employee Retention Compensation Study
Consultant has been selected and the anticipated start is Fall 2017 Review of current point factor plan – non-represented
classifications Consultant will gather information from employees regarding job
duties Employees will be informed of process through employee
meetings Review of total compensation – salary and benefit package Consultant will make recommendation for a new plan Ensure the County’s salary structure maintains internal equity and
that our total compensation is competitive in the labor market
Incremental Changes in Retirement & Benefits
Retirement Readiness
New 401(a)/457 Plan Investment Advisors – Graystone Consulting. Services available “free of charge” to employees to ensure they
have the resources needed to prepare for a good financial health and security during retirement.
On-site consultations with ICMA and Fidelity Deferred Compensation 457(b) Plan Enhancement - Fidelity
Voluntary Deferred Compensation Plan Available to full-time eligible employees Currently 2,108 out of 3,400 employees participate Pre-tax employee contributions Employer/Employee $500 match (January 1, 2017)
OakFit Wellness Program
Robert Daddow Deputy County Executive
State and Federal issues could have an impact on future budgets
Indigent Defense The Michigan Indigent Defense Commission (MIDC) was
established with the passage of 2013 P.A. 93 as amended by 2016 P.A. 439
The first four standards developed by the MIDC were approved the Michigan Department of Licensing and Regulatory Affairs (LARA) on May 22, 2017
Compliance plans from every judicial funding unit must be submitted to the MIDC by November 20, 2017; the MIDC has 60 days to approve the plan Oakland County is the funding unit for the 6th Circuit Court
and the 52nd District Court
If the County’s compliance plan covering the first four standards is approved, the State is required to provide funds in the form of a grant for the increased costs
After the County receives the grant funds, the County has 180 days to comply by implementing the approved changes to meet the first four standards
There are three additional standards under development: independence from judiciary; indigent defense workloads; and attorney qualifications and review.
Indigent Defense (cont.)
If a Public Defender office were created, the County’s annual operating costs are estimated to be $18 million or more, before capital costs
The capital costs for a new building and equipment to support a Public Defender’s office is estimated to be $25 million or more
Given the unmet demands on the State’s current resources, where will the new funding come from? Diversion of current reimbursements to the County?
Indigent Defense (cont.)
Other State Issues For over 100 years, under Michigan law 17 year-old criminal
offenders may be sentenced as adults; recent efforts to increase the age limit to 18
Statewide infrastructure for transportation, water and sewer, and communications needs additional new governmental funding of $4 billion annually
The statewide road funding plan approved in 2015 is intended to provide $1.2 billion annual State appropriation by FY 2022 Recent concerns: difficult to attain that level of funding and
$1.2 billion is not enough
Combined unfunded liability for State and school pension systems and retiree healthcare plans exceeds $51.5 billion
Additionally, unfunded liability for individual local governments across Michigan are estimated at $10 to $14 billion
Discussion at both Federal and State level regarding tax policy revisions, including the tax exemption involving municipal debt
Significant cuts to Federal grants proposed by the Administration for redirection to other spending needs – CDBG and Workforce Development among others.
Other State and Federal Issues
In Closing The recommended budget is balanced through FY 2020
The longer term five-year includes continued but diminishing use of General Fund Balance through FY 2022
Fund balance will continue to be closely monitored prior to recommending use of fund balance to fund future capital projects
Actions at the Federal and State levels will continue to be closely monitored for their potential future impact on the County’s budget
POSTSCRIPT: A detailed overview of the Recommended Budget will be presented by Fiscal Services at the August 3rd Finance Committee meeting
Questions?