In the sixth installment of the National League of Cities
“State of the Cities 2013” (Strategically Balancing the Books), the findings from their survey have coincided directly with the entire focus of
our work. We couldn’t be more pleased with the common chord we appear to be
striking!
According to the report:
“The National League
of Cities’ 2012 City Fiscal Conditions report projected a sixth year in a
row of declining revenues for cities, and a 25 percent decline in ending
balances (reserves) over the last four years. It’s clear that the financial
crisis has taken a mighty chomp out of city budgets. But America’s mayors
aren’t just standing idle, letting their budgets go by the wayside. They remain
remarkably optimistic, innovative, and resilient while making tough choices to
balance their budgets.”
From Fort Wayne, Indiana to Henderson, Nevada, mayors are
entirely immersed in finding ways to balance the budget, to remain dedicated to
the priorities of their community, to weather continued economic uncertainty,
and to strive for innovation and not hold tight to the status quo. How did they do it?
Shifting the
Conversation to Policy
Remarkably, NLC’s report highlights strategies that so many
of our communities have identified through the “new lens” of Priority Based
Budgeting.
Take for example, Douglas County, Nevada who most recently
reported on their progress in the "Financial
State of the County" presentation. Fresh off the County's recent bond
rating upgrade (thanks in part to the implementation of Priority Based Budgeting), the County has
also been successful in implementing significant cost saving changes. These Priority
Based Budgeting Outcomes To Date include:
- Elimination of Home Occupation Permits
- Elimination of Notary Services
- Reorganization of Finance Department
- Evaluating other department reorganizations
- Review of DMV Services at Lake Tahoe
- Evaluating Utility Billing Improvements
Just as NLC’s communities focused on the “financial policy
issues” that drive long-term financial sustainability, so did Douglas County in
the context of the Priority Based Budgeting
model. They organized this vision around four key policy areas that were
particularly insightful to them:
- Invest in priorities as established by Board and public
- Continually improve efficiency and cost-effective services
- Recover costs within programs
- Pursue alternative service providers/regional collaboration
Cincinnati, Ohio’s
Policy Direction
The City of
Cincinnati, Ohio has released their 2013 Recommended Budget, addressing a $34
million deficit through cuts and cost shifting, savings, new revenues, embedded
growth, and one-time sources.
The City’s use of
Priority Based Budgeting (through their Priority Driven Budgeting initiative)
establishes one of the greatest advancements in the use of the process to guide
policy direction. The City’s response to Council’s policy direction provides
one of the most comprehensive evaluations of city services across the entire
organization.
Many organizations have
approached us with a strong desire to bring their elected officials into a
constructive and transparent discussion about the budget – Cincinnati has set
the bar high in this respect. In the most direct way possible, the City used
Priority Based Budgeting to guide policy-oriented discussions. One of the
benefits of the process is that it creates specific roles for elected officials
to participate and succeed. When elected officials can focus on key policy
questions that impact resource allocation, when they’re provided input and
transparency in the way their policy questions are answered, and when they can
make decisions based on policy impacts, then they’ve played a successful role
in budgeting.
(Click here to see the detailed
policy direction from City Council, as well as staff’s response, using Priority Driven Budgeting)
In June, the City
Council received the results of the Priority-Driven Budgeting initiative and
provided this budget policy motion with direction for formulating the 2013/2014
Operating Budget: “That the Administration construct a budget based on the
following factors:
Use the
information from the Priority-Driven Budget process to:
1. Recommend elimination or reduction of
functions based upon whether other organizations or entities are serving the
same populations or providing the same function. If this is the case, the
administration should outline a method of transitioning individuals to the
other services or programs.
2. Recommend changes to mandated programs that
exceed the minimum requirements of the mandate.
3. Identify functions that can be shared with
other political jurisdictions.
4. Identify functions that, rather than
eliminate them, can be made self sufficient through the establishment of a fee
structure.”
The Diagnostic
Tool provided data to start discussions about the programs and services we
provide to help the City analyze programs and services for cost savings,
revenue enhancements and budget reductions. All of the analysis conducted
allowed the City to more strategically allocate resources, and provide citizens
more transparency, as well as a clearer understanding of the budget decision as
we move forward.
While it is
the first year Cincinnati has engaged in priority-driven budgeting to this
extent, it provides a foundation for examining the services and programs the
City provides that are important to the people the City serves.
Click here to see a detailed
program listing – the
budget status of every City Program in PBB terms: the status of each program in
terms of which are increased, decreased, receive no funding change, become
reorganized, or are under review.
Thanks again to the work of the National League of Cities,
and for giving us inspiration to share the findings in our work that coincide
so perfectly with the keys from their research.
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