Preparing The Oz City Council For The Annual Budget Study Session With The Public

have evaluated the City of Haltom’s Annual Budget for Fiscal 2016 budget using the Government Finance Officers Association (GFOA) recommended budget practices. The Annual Budget was reviewed under four major categories which are as follows: policy document, financial plan, operations guide, and communication device. Using the GFOA awards scale my rating of the budget for each individual category and the budget as a whole is a 4 (outstanding). The City of Haltom has received the GFOA Certificate of Achievement for fiscal years 1987-2014. The budgets prepared for submission have been recognized with the GFOA Distinguished Budget award annually since 1989 with exception of one year. The City continues to participate successfully in these two programs and follow mandatory and non-mandatory guidelines of the GFOA. The City of Haltom Budget is very transparent and provides a great deal of information to its citizens whom the city views at the top of the organizational chart for the city. The City’s budget for FY2016 appears to continue to conform to the GFOA program requirements and upon submission of their budget I have no doubt their budget for FY 2016 will receive a GFOA Distinguished Budget award.

At the Dallas Center city council meeting topics discussed were the TreesPlease fiscal year, the city library financial summary, equipment upgrades from Minburn Communications on the water tower, southwest stormwater drainage improvements,trailhead restrooms project, water plant update, wastewater treatment plant project, ordinance actions, DNR mandates, firework restrictions, city reports, and public forums. I felt that the most important issue discussed was the fireworks restriction. Most topics discussed were just a summary of what stage of a process a project was on, however; the fireworks discussion was debated for awhile. They debated about what terminology to use for supervision of fireworks, they

The city of Phoenix uses a strategic plan to make decision at all levels of the organization and it emphasis the city’s efforts on its core businesses. Throughout the budget cycle, a strategic plan shows helpful in communicating, connecting and setting budget priorities. The priorities in the Phoenix Strategic Plan will support in distributing limited revenues or

A budget also provides the opportunity to analyze the recent performance of city government. San Clemente's performance measures section begins on page 257 with data on how the government in general fared in the previous year. In the ensuing pages, each department is similarly examined. For example, the output of the public works department is viewed through statistics such as the number of potholes repaired and the percentage of maintenance completed in a timely manner. Also listed are the target numbers for each performance measure set

Working as the budget director for the mayor of the city of Kelsey, we have recently been getting numerous complaints from the citizens about an increase in crime and also an issue of the public demanding for more police officers. With the population of the city growing daily, the increase of crime is continuing to progress as well. The mayor has informed us that this past year is the highest increase in crime in the city’s history, that the federal government has reduced the federal pass-through money for the state and that the budgeting group needs to revamp the budget for the coming year. Within this document as the

Budgets and Planning. To begin with, the program, like the organization, fosters an open and collaborative environment for the process to take place. In this regard, it is, therefore, impossible for any one space or environment to be able to accommodate every conceivable project or application that is “thought up”. Therefore, certain perimeters and guidelines need to be established to assess costs with the program and help determine a course of action in future planning. As we are discussing costs, we assume there is a

This memorandum focuses on the Arapahoe County budget. The purpose of this analysis is improving our new budget structure by applying a temporary budget reduction due to the revenue shortfall. Our effort is to build and recover our business due to the budget deficits. Also, we need to make some changes to put the budget back into balance. Managing our expenses in our department is not only a significant aspect of our policy, but it also is an important part of our job.

At the staff employee level there are two ways to evaluate performance. Productivity is established within the departments and is analyzed routinely. Quality assurance (QA) is a method that is used to monitor the quality of work being processed. Productivity and QA are done in each department and the methods used are contingent upon the department’s processes. As a manger or team lead their performance is evaluated on the departments goals. Each department will determine and be provided with goals for the upcoming year. These goals evaluate the performance of the department’s key tasks. For example, we have a goal of posting all cash and wires that comes in for the current month before accountings end of the month (which is the 4th day of the following month). At the director level there may be several departments or just one under their responsibility. The director is evaluated on his or her ability to achieve their department goals and meet their executive officers formal expectations. The executive team is evaluated by HCA division. We have goals that encompass the entire Tampa Bay Shared Service Center. For example, one goal is a specific amount of cash collected for the year. This is measured monthly and discussed routinely in our town hall meetings (Parallon: Tampa Patient Account Services,

Recently there has been an issue that has been plaguing the Louisiana state government and school board that a new superintendent has managed to draw attention to. The budget crisis involving too many scholarships being currently provided by TOPS, a program that helps student pay for college. As of now, 91% of freshman students attending ULL are having some sort of financial aid from TOPS and some may not be able to pay for college without the help from the program.

Although the city itself takes on great proportions I chose to review its budgeting systems for this course

The foundations for Kevin Seawright’s success were laid when he first gained professional experience working for the City of Baltimore. He was in charge of preparing accurate year-end tax filing budget analysis in a timely manner, which he did exceptionally well. He would also go on to supervise the daily operations of administrative

Budgets serve five main purposes; planning, facilitating communication and coordination, allocating resources, controlling profits and operations and evaluating performance and providing incentives. The budgeting process requires both technical and interpersonal leadership skills to achieve each of these purposes effectively. The director’s memo demonstrates several short comings in the budgeting process. The director instituted the “responsibility accounting system” as a means of evaluating performance. However, the DPW director has not consulted Sam in the budget process. Sam understands that his total expenditures are impacted by relatively unpredictable events that contribute to an uncontrollable element of his cost. The

I chose to attend a city council meeting for this assignment and was very surprised at what I witnessed. The city council served an important purpose and the meeting actually accomplished many important goals. Among the interesting things that I saw at the council meeting were the people who attended, the people who presented, the people who sat on the council, and the subjects that were being voted upon in the meeting.

All organizations strive to streamline operations, which in turn should lead to saving money. Fighting the wasting of resources should be a top priority for any government entity and particularly for supervisors, managers, and executives. In the public sector this is particularly true because the citizens in effect supply the resources wasted. The public trust should not be abused by careless or needless spending. However, because of the bureaucratic nature of any government agency, some waste cannot readily be avoided. The laws and regulations that have been duly enacted to secure justified expenditures in and of themselves can cause waste.

Like most public agencies, DPSS operates under the elite model of organizational structure. This structure dictates that formal rules and process are followed in order to reach the organization's goals. Therefore, in order to effectively contract out and maintain and effective organization, management must engage in the practice of well-known management principles (POSDCORB). Practicing the principles of planning, organizing, staffing, directing, coordinating, reporting, and budgeting, management can make sound decisions about the implementation and management of contracts. The effectiveness and efficiency in which the agency is run and the manner in which the contract is managed is grounded in the effective practice of these principles.