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detail ededddgggdddeddddfddeddddehddeddeeeedddddeddllllllllllll@ldlldllllllllllChief Financial Officer fA AeddX@ddededddlMove to performance budgeting The integration of performance budgeting and the support function to non-financial departments jeeededddeeeeeedddedddeddddeddihffegggdeddddddeedddddlllllihhdeeededdiddeddeIncreasingly confrontational deidedddeeeededddeddllllllllll@llledfedddeIndependent auditor hddeddBudget & Finance Director eddfA@@@ddededddlMore attention to declining [resources] Ability to continue professional activities in a very distressed fiscal environmheent eeddeddeedededdddeddddeddeddhifhhifhddededdddedddddlllllggheddeedddgdedddddehdedddeededddddeddllllllll@llllldlldllllllllllComptroller eddA@0@edddddedlRevenuesRevenue projections jeeeeddddeeeeeeddddedddedddeddhiefggggddededdddeddddeddddeProgram/dPerformance gieeedddeeMeet with press/media on and off the record to ehxplain our proposals and plans deddddeMore focus on program and performance - not line-item dlllllleeedeedddeddllllllllllllld@lldllllllllllChief Budget Officer efA@@ddddedddedlIncreased automation Trying to focus on the big picture - not getting caught up in the details heedllllllllllllllllllllllleddiiefggggddedddddeLine-item and program based ddddeLine-item and program based dllllldddeedddgdddeddddlllllleeeddddddeddllllllllllll@ldlldllllllllllFinance Director̿A@dde@Town Administrator approved by allll Board of Selectmen edddlNo significant changes Revenue projections and capital plan hfedllllllllllllllllllllllleddiihghhggddededdddeddddededddhffeddeddddfdedddeTown Home Rule Charter implemented from town meeting approval to Town Council approved budget ddlllllleeeedddddeddllllllllll@llldlldllllllllllFinance Directoredd7TA@edddedddlBudget approval process - new Charter form of governmentImproved information documentation - with a long way to go jgeeddeddeedededdddedddedddeddhigfhigfdddeddeddeddddeeddddegheddeedddgdedddeIncreased responsibilityeZero Base dlllllleededddddeddllllllll@llllldlldllllllllllTreasurer/CFO eddAٜA@@ddeddeddlLine-item to program Reporting and monitoring of budget jgedllllllllllllllllllllllleddihfgggghddedddddeLine-item with performance measures edddddllllleeedddeedddfddeddddehddeddeeedddddeddeedddddeFinance fddedddlldllllllllllFinance DirectoreA@|@ddeddddeddlMore and better program information narrative, impact analyses, and improved presentation jgeeddeddeeeeeeddeddhgfigghgddedddddeProgram/line-item with performance measures ddddeProgram/line-item dlllllhggeddeedeeOpen houses gdedddeMacro to micro management eWe hope dlllllleeeedddddeddllllllllllll@ledfdllllllllllFinance DirectorAj@eddX@edddedddlFrom line-item to program/line-item with elimination of detail The production of the budget achieving GFOA's Distinguished Budget Presentation Award hjeeedddddedddddddeddddedddeddhhgfhhgfedddeddddedddddlllllgffddeeddddgeddddddefddeddeedddddddeddllllllllll@llldlldllllllllllDirector of Finance eddvAR@eddddeddlDownsizing, privatization (not working as well as expected) Accurate revenue estimates hjedllllllllllllllllllllllleddiiggggggddeddedddedddddllllliiieeeeededgddeddddegddeddeededddddeddllllllll@llllldlldllllllllllDirector of Finance eddpgAR@m@eddddeddlLine-item to performance budget Use of computer softwarehjedllllllllllllllllllllllleddiheeggghddedddddeProgram and line-item ddddeProgram and line-item dlllllffheddeddddfdeddddddlllllleeddddddedddllllllllllllld@lldllllllllllDirector of Finance e0tAL@,f@ddeddddeddlMore useful information is included in the published annual budget jjedllllllllllllllllllllllleddihffggggeddddedddedddddlllllighdddeddddgddedddddlllllleddddddddeddllllllllllll@ldlldllllllllllDirector of Finance TbA$@eddf@ddeddeddlFormat Provide a more detail budget hjeeddeddeeddeedddedddddeddddeiFive year plan hgfgghfddededdddeddddeddddePerformance and program ihgeddeddddgddeddddeiddeddeedddddddedeedddddeTown Manager's oxgdeffice/Council dddeegdllllllllllFinance DirectoreddtA`@q@edddedddlPrepares a 5 year "Plan"5 year plan jjedllllllllllllllllllllllleddiiegggggedddeddddedddddllllldededdddgddeddddegdedddeededddddeddllllllll@llllldlldllllllllllDirector of Finance eddSA@@@@ddeddeddlImproved supporting documentation to budget requests Budget carefully monitored to minimize need for additional appropriations (i.e. spending controls) hjedllllllllllllllllllllllleddhgffhhggedddeddddeddddeddeddfffdddeddddfdeddddeGreater or increased taxpayer influence dlllllleeddeddddeddllllllllllllle@dgdllllllllllDirector of Finance eAj@0@ddedddeddedhjedllllllllllllllllllllllleddhhhghhggddededdddedddddlllllghheddeddddhddeddeThe governing body is more involved, especially with the capital budget process, which has been more extensive lately deidedddeeddeedddeddllllllllllll@ldlldllllllllllFinance DirectorsAq@edd@o@ddeddeddlSix year Capital Improvement Plan more comprehensive and detailed The forecasting and planning efforts for not only the budget year working or but for future yeargkeds as well llllllllllllllllllllllleddhhfeggggddededdddedddddlllllddgeddedddePublic broadcast of budget hearings on local cable TV station gddedddddlllllleededddddeddllllllllll@llldlldllllllllllChief Financial Officer/Tax Collector ddedA@Township ManagerlllledddlNo major changes in budget preparation. We expect more available revenues to keep the tax rate down We maintain tight budgetary controls, within a proper encumbrance accounting sysgktem edllllllllllllllllllllllleddiihhggggddededdddedddddllllldgheddeddddgddeddddegddeddeedededddededededddsgdeddddlledddeManager gddeddTreasurer/CFO eddsAd@d@deddedddlMore public involvement Ability to instantly know status of accounts gkedllllllllllllllllllllllleddghiggifedddddddeLine-item and program edddddlllllgggdddeddddfdedddddegdedddeedeeeddedddllllllllllllld@llededdfdedddChief Financial Officer ejA@@i@ddddeddedmmgkedllllllllllllllllllllllleddigeeggdeddeddddedddddllllleehdddedddePublic budget meetings gdeddddddlllllledddeddddeddllllllllllll@ldlldllllllllllTownship Administrator BYYA@eddeddddeddlComputer utilization Computerization of budget which led to trial balance monitoring & greater knowledge of expenditugkeeres ddeddeeedeedddeddddedddeddhgeeggggddededdddedddddlllllhgfeddeddddfddeddeDecisions are being made more for political reasons than for financial or economic reasons ddlllllleededdddddeTwice a month dllllllllll@llldlldllllllllllChief Financial Officer ded2nAd@lllldeddlMuch more input is provided by the governing body More effective computerization jkedllllllllllllllllllllllleddhgggggggdedddeddddeddddlllllffgeddeddddfddedddddlllllleededddddeddllllllll@llllldlldllllllllllChief Financial Officer edddklA@ddeddeddlgkeeddeddeeeeeeddddeddddeddeddhhghggggdddeeddddeddddeddddeLine-itegm with program budget fheddeddddhddeddddeidedddeedededddeddllllllllllllld@lldllllllllllChief Financial Officer eʊdAF@ddeddddeddlAnnually prepare a 5 year historical trend analysis and a 5 year forecast-called Annual Fiscal Indicators ReportUse of the Annual Fiscal Indicators Report. We also develop long-term Capital Improvement PlansgkeedddeddeedddddeddddeddddeddgfefhgggedddeddddedddddlllllfhgdddedddeAll hearings are open to the public hdeddddddlllllleddddeddddeOn a pereiodic interim basis ddeEvery 2 weeks dddeDept. of Finance/Div. of Budget deddddlldllllllllllAssistant Treasurer wA@eddp@ddededddlIn 1991, our budget is now on a fiscal year basis Cooperation between Finance and Budget to encumber purchase orders and pay vouchers eledllllllllllllllllllllllleddigeeghggddedddddeLine-item and program ddddeLine-item and program dlllllfgheddeddddgddedddddlllllleedddedddeddllllllllll@llldlldllllllllllClerk-Treasurer eddZAθ@edddddedlComputerized presentation and analysis Budget presentation and long-term capital planning jleeddeddeeedeeddddeddddeddeddhheeggggdddeeddddedddddlllllhffeddeddddfdedddeThe release of Budget as a month earlierddlllllleeeddddddeddllllllll@llllldlldllllllllllDeputy Commissioner of Finance/Budget Director eddAA@ddededddlNone Monitoring of revenues and expenditures jleeddeddeeedeeddddeddddeddeddhhffggggedddeddddedddddlllllfhhdddededdgdeddddddlllllleedeeddddeddllllllllllllld@lldllllllllllDeputy Director Admin. and Finandce dA@i@deMayor - Common Council lllledddlMore finite breakdown to departmental expenditures Ability to monitor expenditures and revenues eleeddeddeeeeeedddeddddedddeddiiiihhiiddededdddedddddllllledddddeddddeddedddddlllllleedddddddeddllllllllllll@ldlldllllllllllClerk-Treasurer 9An@|eddddededddlClerk-Treasurer provides historical expenditures to department heads and village board Monthly expend. & rev. reports presented in same format (Excel) as required in NYS annual fin. rhleeeport ddeddeeeeeeddddeddddeddeddiiffggggddededdddedddddlllllgggeddeddddfddedddddlllllleeeddddddeddllllllllll@llldlldllllllllllComptroller ded A@P@lllldeddlNo change Computerization jleeeddddeeedeeddddeddddeddeddhgfggghhedddddddeProgram, performance, and line-item ddddeProgram, performance, andd line-item lllllhfdeeeedeeeWide distribution of proposed (and approved) budgets geddddddehdedddeeeeeeddeddeddeQuarterledddy g8@eddddeemeedddededddBudget Director eddaAeddX@edddmmmdlTarget-based budgeting Automated budgeting system kufeH@dedddeeeedeeeQuarterly management reporting dedddddeddeddhhfggghhedddddeddedddddlllllggheeeeededhdedddeProcess begins much earlier eEstablishing community goals ehdedddeeedeeeStatus of major projects / issues ddededdeQuarterly eddd}heddddeegededdfdedddBudget Director eddtA`6.A@edddddedlConverting to a performance based program budget incorporating strategic planning Budget format and quarterly reporting feature kuP@feddddeSeparate dept. reporting to an Asst. County Administrator for Financial eServiceseeeeedeFinancial policy development, fiscal impact analysis, mgmt. of C.I.P. dedddddedddediiehgggidedddddeddddeddlllllhgheedeededhdeddddddlllllleeeddddddeddllllllll@llllldlledddeContracted out gddeddBudget Director eddA*AQ @edddddedlAdopted a true zero base budget process to replace target budgeting Taxpayer education thru the budget documents and other materialsX@kufededddeeeeeedddedddddeddeddihhhghhhddedddeddedddddlllllghhedeeddedidedddeChange to County Administrator form of government degdedddeeedeedddeddllllllllllllld@lldllllllllllBudget Officer eRA`@H@ddedddedddlChange from line-item to program budgeting Publishing an easy to read and understand budget document kufede`@dddeeeeeedddedddddeddeddhiehghggedddddddeProgram and line-item ddeddededddhggeeeeeeedheddddeBoard more interested in operations and day to day workings eSteer more toward policymaking role efdedddeeeeeddddeddllllllllllll@ledfededdgdedddOMB Director A Aedd@edddddedlImplementation of program priority setting element Management studies performed which consolidated divisional structure and capital projects admin.kufeh@dedddeeeeeedeCapital budget/improvement program development and coordination dedddddeddeddghefggggddedddddeProgram / performance edddddlllllggfedeeeeeeCitizen correspondence gdedddeMore attention on output and policy issues ddlllllleedddedddededdeQuarterly edddgdedddedfdllllllllllAssistant Budget Director edd@VAOAp@edddddedlBudget has become more formalized and professional, resulting in program/performance budget document Capital Improvement Program (CIP) development process kup@feddddeClerk of the Circuit Court, an elected official independent of the Boarde of County CommissionerseddeeddddeddddeddeddihegghghddedddddeLine-item and program edddddlllllgdgeeeeedddhddeddddegdedddeddddddddedeeddedddgddedddlldllllllllllBudget Director eddAg Ap@edddddedlIntroduction of program budgeting Objective preparation and communication of the budget x@lufededddeeeeeedeDebt management; position control deddddedddeddhhgfggggddededdddedddddlllllgghddddddddhddeddddefdedddeeeedddddedeeddedddfdedddd8@llededdfddeddBudget Analyst eZ1AA<@ddedddddedlEstablishment of OMB office and appointment of County Administrator as Budget Officer Receipt of GFOA Budget Award for past 4 years; CIP procedure and documents kwfedd@eddeeeededdeddhiggggiiddededdddedddddlllllgddeededdddgdeddddddlllllleeeedddddeddllllllllllll@ldlldllllllllllFinance Director`?A@0AeddP@ddedddedlSegregation of budget by depts. with personnel data; inclusion of capital budgetkwfd@llllllllllllllllllllllleddigefghggddededdddeddddededddddddededdddgdeddddddlllllleededddddeddllllllllll@llldlldllllllllllAssistant Admin. FinanceeddA eA@@ddeddeddlkw@feddeddeeeeeedddedddddeddeddhhfgghggddedddddeLine-item and program edddddlllllhfgedeeddedhdeddddePossibly city / county consolidation ehdedddeeeddddddedeeddedddfdeddddlldllllllllllBudget / Program Manageredd=~AOA @ddededddlMore detail Preparation of budget document where before 1992 one did not exist @k~geddeddeeedeeddddeddddeddeddhgeeghhgdddeeddddedddddlllllhfheddeddddddedddddlllllleeeeeddddeddllllllllllllle@mgdllllllllllBudget Analyst dXлA|@ @de3 member Board of County Commissioners llllddedlIn process of developing a 5 year planning budget In process of developing a 5 year planning budget k~gede@dddeeeeeedeForecasting future year estimates; debt management functions; oversight of the investment function dedddddeddeddihgggghhedddddddeLine-item, performance, and program ddddeLine-item, performance, and program dlllllhhhedeeedddhdeddddmdlllllleeedeeddeddeeddedddheddd8@ddlldllllllllllDirector, Office of Budget & Management ൞A\5AdedS@lllldedeeMulti-year forecasts; stating performance measures and output measures Ability to downsize budget over a 3 year period without impacting services dramatically k~ge@dddedeeeeeeddeddddeddddeddiihghhhgdeddddddeLine-item, performance, and program edddddllllliiieddeddddgdddedeMore aware of programs, workloads, etc. eContinued interest and involvement in performance measures ehdddedeeeddedddedeeddedddidedddeeidllllllllllDeputy Director, Administrative ServicesdeddAho*AeddddeddlNo longer just line-item document; budget focuses on performance measures and revs as well as expends. Production of: Performance/program budget, budget in brief, and annual report k~ȃ@gededddeeeeeedeSpecial analyses as required ddeddddeddeddihghhhghdddeddddeLine-item and performance ddddeLine-item and performancde llllldddedddddddgddedddddlllllleeeeddddedddllllllll@llllldlldllllllllllDeputy Director, Office of Management & Budget edd@s2Au!A@eddddeddlPromoting self-sufficiency of operations by requiring them to operate within their revenue sources How the budget staff in the office works together as a team on various projects Ѓ@kgeddeddeeedeeddddeddddeddeddihgfggggddededdddeddddededddhggeddeddddfddedddddlllllleeeedddddeddllllllllllllld@lledddeC.P.A. ffdirm edddAssistant Finance Director dA%A@@edlllldeddlInclusion of all operating fundsComputerization kgedd؃@eddeeeeeeddeddddddedddediihhgghhdddeddeddeddddeddddeProgram / performance hgheddeddddgdedddeMore "hands-off"; concentrate on policy level deheddddeeeeeddddeddllllllllllll@ldlldllllllllllBudget Manager A@6Aedd@eddddeddlTwo year cycle with five year plan Publication of Budget Summary kge@ddeddeeeeeedeEstablishing allotments and quality financial projections deddddedddeddiigghhhhdddeddddeProgram and line-item eddddeddddeProgram / performance hdhdedeedddgddedddddlllllleeeeddddedddllllllllll@llldllededdfdedddDirector of Budget eddtA?AS@ddeddeddlMoved to a combination line-item/performance budget presentation and computerized the budget process The development of an award winning budget document in FY 1994/95 k@geddeddeeeeeedePrepare quarterly financial forecast deddddeddddedihfhgghhddedddddeProgram and line-item: 2 documents ddddeProgram and line-item: e2 documents ddddeTo program and line-itemhgg add performance-SEA eddeedddfdedddeEstablished Strategic Planning Standing Committee ePerformance evaluation and operational audits dlllllleeeddddddeddllllllll@llllldlledddeMgmt. & Budget heddddDeputy Director, Mgmt. & Budget edd8Ax0A@@ddeddeddlAnnual budget to biennial budget to biennial rolling budget Salary + fringe benefit forecast provides position control, personnel bud. dev., union contract costing @kgeeddddeeedeeddddeddddeddeddihefggggdeddddeddddddeLine-item and program ededddgggddeeddddgddeddddehdedddededddddedddllllllllllllld@lldllllllllllDeputy Controller eA@6A@ddeddddeddlStrategic plan Strategic plan kgede@dddeeeeeeddedddddedddeddiieggfhhddededdddeddddeddddePerformance / program ghhdddeddddeddeddeUsed to be the gov. board's responsibility; now it's the Finance Director's responsibility ddlllllleeeedddddeddllllllllllll@ldlldllllllllllFinance DirectorvpAj@edd@@edddddedlMembers of gov. body no longer meet with depts. to develop budget; now Finance Director meets with deptsReformatting the entire Budget Book kge@ddeddeeeeeeddeddddddeddeddhiffghhhddededdddedddddlllllddddddeddddhdedddeThey don't go thru. by line-item anymoredehdedddeeeddddddde1 to 2 times per year eeddedddfde8@ddddlldllllllllllFinance DirectoreddAA A@edddddedlProvides more descriptive info. on depts. functions, goals, objectives, and measures of activityUsers Reference Guide k@geddeddeeeededdddeddddeddeddhhegggggddedddddeProgram and ZBB ddedddlllllgffeddeddddeddedddddlllllleeddeddddeddllllllll@llllldlldllllllllllFinance Assistant ded8lAp@ l@lllldeddl@kgedddedeeeeeedePlanning and forecasts (3 - 5 yrs. projections) ddedddedddeddiifigghhddedddeddddeddeddddeProgram i/ performance geeeeeedeeTaxpayers associations / groups hdeddddeGoverning body will make efforts to incorporate many of their initiativees into the budget idedddeeeedddddeddllllllllllllld@llededdidedddBudget Manager e