Friday, February 28, 2003
Offices of the Mayor and Town Council
Initial Budget Presentation to the Mayor and Council
2003-2004
The primary mission of the Mayor and Town Council, as the governing body of the Town, is to adopt and provide for the execution of such ordinances, rules, and regulations as may be necessary or appropriate to protect health, life or property, or to preserve or promote the comfort, convenience, security, good order, better government, or the general welfare of the Town or its citizens.
II. Brief Services Description
The Mayor and Town Council make policy decisions regarding Town services and other governmental responsibilities of the Town. Most policy decisions occur through adoption of the annual budget, capital improvements program and other ordinances and resolutions.
III. Department Revenue Estimates
The Offices of the Mayor and Town Council do not directly generate revenue.
IV. Departmental Base Budget Cost Estimates
Mayor’s Office:
|
Budget Category |
2002-2003 Original Budget |
2003-2004 Requested |
|
Personnel |
47,395 |
72,769 |
|
Operations |
14,242 |
11,850 |
|
Capital Equipment |
|
|
|
TOTAL |
61,637 |
84,619 |
Key Issues:
· The Mayor’s Personnel budget notes an increase of 53.5%, due to the change from part-time to full-time status of the Assistant to the Mayor.
· The Mayor’s proposed budget exhibits a decrease in Operations of 16.8%, due primarily to a decrease in the Postage and Supplies line items.
Town Council:
|
Budget Category |
2002-2003 Original Budget |
2003-2004 Requested |
|
Personnel |
91,719 |
91,719 |
|
Operations |
76,324 |
79,724 |
|
Capital Equipment |
|
|
|
TOTAL |
168,043 |
171,443 |
Key Issues
· The Town Council’s proposed budget reflects an increase in Operations of 1.2%, due to an increase in dues for the N.C. League of Municipalities, the N.C. Metropolitan Coalition, and the Triangle J Council of Governments.
V. Proposed Additions or Reductions
Because of the potential for continued fiscal constraints in the coming year, Department Heads were asked by the Manager to identify potential means to achieve a 5% reduction from currently approved departmental base budgets.
Mayor’s Office:
· Include $2,000 for membership dues to the U.S. Conference of Mayors. The additional funds would increase the Mayor’s Operations budget from -16.8% to -2.8%. The overall budget totals would increase from 37.3% to 40.5%.
Town Council:
· Increase the Professional Services allocation by $500 and the Supplies allocation by $500, to provide for a recognition reception and token for advisory board members whose terms have expired during the year or who have resigned.
· Increase the Dues and Subscriptions allocation by $200, if the Council chooses to make a voluntary contribution to the NC Legal Defense Fund (see Attachment 1).
Friday, February 2 8, 2003
Office of the Town Manager
Initial Budget Presentation to the Mayor and Council
2003-2004
The primary mission of the Town Manager’s Office is to assure that the laws of the State and the ordinances, resolutions, and regulations of the Council are faithfully executed.
II. Brief Services Description
· Attend all meetings of the Town Council and recommend for adoption such measures as shall be deemed expedient.
· Make reports to the Council from time to time upon the affairs of the Town, and keep the Council fully advised of the Town’s financial condition and its future financial needs.
· Recommend a budget and capital improvements program in accordance with the schedule adopted by the Town Council.
· Provide comprehensive and clear staff reports on all items placed on the Council’s agenda.
· Provide, as administrative head of Town government, for the supervision of all work of department heads, officers and employees of the Town.
III. Department Revenue Estimates
The Manager’s Office does not directly generate revenue.
IV. Departmental Base Budget Cost Estimates
|
Budget Category |
2002-2003 Original Budget |
2003-2004 Requested |
|
Personnel |
551,725 |
552,819 |
|
Operations |
89,927 |
87,857 |
|
Capital Equipment |
|
|
|
TOTAL |
641,652 |
640,676 |
Key Issues
· The Manager’s proposed budget reflects a decrease in Operations of 2.3% due primarily to a reduction in Personnel Agency payments resulting from the use of contract employees for temporary help, and a decrease in the Postage line item of 42.3% resulting from ongoing efforts to increase our volume of electronic communications.
· The Manager’s overall budget reflects a decrease from the prior year of .15%.
VII. Potential Additions
· An additional $500 in the Business Meetings and Training line item would provide sufficient funds to cover local travel for the Manager’s staff while conducting Town business.
· An additional $1,000 in the Supplies line item would cover the costs of Employee Recognition items distributed by the Town Manager to employees when warranted.
VIII. Potential Reductions
Because of the potential for continued fiscal constraints in the coming year, Department Heads were asked by the Manager to identify potential means to achieve a 5% reduction from currently approved departmental base budgets.
Should a decrease of 5% or more become necessary, the following reductions could be used to assist in achieving that goal:
· Reduce the Temporary Salaries line item from $1,500 to $1,000. Savings: $500.
· Reduce the Business Meetings and Training line item from 8,200 to $6,100, eliminating participation in one national conference. Savings: $2,100.
· Further reduce the Postage line item from $1,500 to $1,000. Savings: $500.
· Reduce the Supplies line item from $8,700 to $7,700. Savings: $1,000.
Total savings noted above would be $4,100, or 4%. These reductions would further decrease the Manager’s Operations budget proposal from -2.3% over the prior year to -6.3% over the prior year.
These reductions may negatively impact the operational efficiency of the Manager’s Office.
Friday, February 28, 2003
Office of the Town Clerk
Initial Budget Presentation to the Mayor and Council
2003-2004
The primary mission of the Town Clerk’s Office is to maintain the official archive of the Town Council and its actions, and to assist in the open and full sharing of information regarding issues before the Town Council with the Council, Town staff, citizens, or other governmental jurisdictions who may be interested in or affected by a proposed action or decision.
II. Brief Services Description
· Produce and distribute Town Council agenda materials to the Mayor, Town Council and staff, as well as to the media and interested citizens.
· Attend all meetings of the Town Council, prepare and archive minutes of Town Council meetings.
· Maintain the Town Code of Ordinances.
· Oversee advisory board appointments, including recruitment, determination of eligibility of applicants, and term expirations.
· Oversee support staff for the Town’s four administrative divisions.
· Oversee the Town’s central archives of vital and important Town records.
· Monitor Town services, activities, and programs of the Town to assure compliance with the Americans with Disabilities Act.
III. Department Revenue Estimates
The Clerk’s Office does not directly generate revenue.
IV. Departmental Base Budget Cost Estimates
|
Budget Category |
2002-2003 Original Budget |
2003-2004 Requested |
|
ADMINISTRATION |
|
|
|
Personnel |
198,291 |
215,523 |
|
Operations |
110,637 |
94,000 |
|
Capital Equipment |
|
|
|
ELECTION |
|
23,000 |
|
|
|
|
|
TOTAL |
308,928 |
332,523 |
V. Key Issues
The Town Clerk’s proposed Operations budget reflects a decrease of 15.0%, due primarily to:
· a decrease in the Postage line item of 50%, made possible by our ongoing efforts to increase the volume of electronic communications,
· a 25% reduction in the M & R Equipment line item (based on prior years’ experience), and
· the transfer of funds for the Minutes Stenographer from the Operations budget to the Personnel budget.
Elections Division
Inclusion of estimated election expenses increases the Clerk’s overall budget from .2% to 7.6%
VIII. Potential Additions
· Increase Business Meetings and Training account by $500, to allow staff to upgrade computer skills through advanced training.
Request to Increase Hours of Part-Time Administrative Clerk’s Position
The Town Clerk’s Personnel budget includes a part-time position of Administrative Clerk at 10 hours per week. This position is responsible for posting the Town’s outgoing mail, filing, answering calls, and other clerical assistance. The Administrative Clerk is shared with the Human Resources Department, with 75% of salary and benefits budgeted in Human Resources, and 25% budgeted in the Town Clerk’s Office.
We ask that the Council consider increasing the hours of the part-time Administrative Clerk to 20 hours per week to assist the Clerk’s staff with clerical tasks and provide an additional resource when staff shortages occur.
Below, we have defined areas in the Town Clerk’s budget that could be reduced to accommodate the increase in Personnel costs of $9.577:
Account Number |
Account Name |
2002-2003 Budget |
2003-2004 Proposed |
2003-2004 Additional Reductions |
Savings |
|
50300 |
1Salaries - Overtime |
2,000 |
1,500 |
1,000 |
500 |
|
50400 |
2Salaries - Temporary |
13,200 |
13,200 |
11,600 |
1,600 |
|
60220 |
3Postage |
8,000 |
4,000 |
1,500 |
2,500 |
|
60240 |
4Advertising |
6,600 |
6,600 |
5,600 |
1,000 |
|
60370 |
5M & R Equipment |
2,000 |
1,500 |
1,000 |
500 |
|
60700 |
6Supplies |
16,000 |
16,000 |
13,500 |
2,500 |
Total Additional Reductions |
8,600 |
||||
|
1Salaries–Overtime:
|
Comparing prior year expenditures as well as current year expenditures to date, we believe this reduction is achievable. Staff generally prefer time off for overtime worked. We believe this trend will continue.
|
|
2Salaries–Temporary: |
Achievable through reduction in average number of draft Council minutes prepared by the Minutes Stenographer. The Town Clerk prepares first draft minutes of some meetings for various reasons, such as meetings that take place in locations other than the Council Chamber and for which no videotape is available.
|
|
3Postage: |
Savings achieved through the continued use and expansion of electronic communication, as well as a more formal process of charge-backs to departments for postage.
|
|
5M & R Equipment: |
Reduction based on prior year and current year expenditures.
|
|
6Supplies: |
Reduction based on moving forward on more formal charge-back to departments for copy paper and other supplies. |
We undoubtedly will have difficult choices to make to accommodate the budget cuts noted above. These proposed reductions would remove most, and in some cases, all contingency for unexpected expenses. But, because the need for additional help is at the critical stage, we were compelled to weigh the benefits against the risks and recommend the reductions.
IX. Potential Reductions
Because of the potential for continued fiscal constraints in the coming year, Department Heads were asked by the Manager to identify potential means to achieve a 5% reduction from currently approved departmental base budgets.
Should a decrease of 5% or more become necessary, the following reductions could be used to assist in achieving that goal:
· An additional reduction in the Postage account from $4,000 to $3,000, for an additional savings of $1,000.
· A further reduction in the Maintenance and Repair-Equipment account from $1,500 to $1,000, for an additional savings of $500.
· A reduction in the Supplies account from $16,000 to $14,000, for a savings of $2,000.
The Clerk’s Operations budget reflects a decrease of 15.0% from the prior year, resulting from the transfer of funds for the Minutes Stenographer from the Operations budget to the Personnel budget, and the reduction in the Postage line item of 50% and the Maintenance and Repair-Equipment line item of 25%. The total budget proposed currently reflects an increase of 7.6%, largely due to the inclusion of election expenses for the November 2003 election. The reductions noted above would result in a decrease in the Operations budget of 18.2%.
These reductions may negatively impact the operational efficiency of the Clerk’s Office.
· We have significantly decreased expenditures over prior years, and if necessary could accommodate further reductions. However, we cannot predict the number of requests for information that cannot be provided electronically. We will continue to increase our database, which should result in further decreases in expenditures for postage, although additional reductions may not be possible during the coming fiscal year.
· A reduction in the Maintenance and Repair-Equipment account could result in an inability to maintain equipment in a satisfactory manner.
· A reduction in the Supplies account could be achieved through continued oversight and careful evaluation of expenditures, but would not be desirable as we would be unable to accommodate unexpected price increases.