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Budget Office_FY 2017 Budget PresentationBudget Office This page intentionally left blank. -92- FY 2014/15 Actual r 241,467 13,014 1,280 255,761 115,980 115,980 FY 2015/16 Adopted 252,197 19,328 271,525 85,084 85,084 139,781 186,441 2.00 FY 2015/16 Amended 252,197 19,328 271,525 85,084 85,084 FY 2016/17 Recomm'd Change from Adopted FY 2015/16 264,134 27,513 5,608 4.7% 42.3% 0.0% 297,255 9.5% 109,936 29.2% 109,936 29.2% 186,441 187,319 878 0.47% 2.00 2.00 2.00 BUDGET Budget Highlights Employee Expense Supplies and Services Machinery and Equipment Total Resources Administrative OH Recharges Total Property Tax Support Percent Increase (Decrease) Personnel - Authorized FTE Improvement Package Summary 1 of 4 This improvement package would provide funds for the purchase of a computer tablet for the Senior Budget Analyst. This would allow the Senior Budget Analyst to have access to files remotely and take notes electronically at the many meetings that this position attends on a daily basis. Related Cost: $ 1,083 Tax Funds — Non -Recurring Related Cost: $ 120 Tax Funds — Recurring Related Revenue: $ 114 — Sanitary Sewer User Fees — Non -Recurring Related Revenue: $ 40 — Stormwater User Fees — Non -Recurring Related Revenue: $ 21 — Parking User Fees — Non -Recurring Related Revenue: $ 156— Refuse User Fees — Non -Recurring Related Revenue: $ 64 — Landfill User Fees — Non -Recurring Related Revenue: $ 13 — Sanitary Sewer User Fees — Recurring Related Revenue: $ 4 — Stormwater User Fees — Recurring Related Revenue: $ 2 — Parking User Fees — Recurring Related Revenue: $ 17— Refuse User Fees — Recurring Related Revenue: $ 7 — Landfill User Fees — Recurring Net Property Tax Cost: $ 765 Property Tax Impact: +$.0003/+0.00% Activity: Budget Recommend - Yes 2 of 4 This improvement package would provide funds for the purchase of a smart phone for the Senior Budget Analyst. This would allow the Senior Budget Analyst to have access to the daily calendar and conduct work on a work phone rather than a personal cell phone. The Senior Budget Analyst is -93- involved in many high level projects including the Flood Mitigation Program, Bee Branch Watershed Project and numerous budget related projects. Related Cost: $ 475 Tax Funds — Non -Recurring Related Cost: $ 744 Tax Funds — Recurring Related Revenue: $ 50 — Sanitary Sewer User Fees — Non -Recurring Related Revenue: $ 18 — Stormwater User Fees — Non -Recurring Related Revenue: $ 9 — Parking User Fees — Non -Recurring Related Revenue: $ 69— Refuse User Fees — Non -Recurring Related Revenue: $ 28 — Landfill User Fees — Non -Recurring Related Revenue: $ 78 — Sanitary Sewer User Fees — Recurring Related Revenue: $ 28 — Stormwater User Fees — Recurring Related Revenue: $ 14 — Parking User Fees — Recurring Related Revenue: $ 107— Refuse User Fees — Recurring Related Revenue: $ 44 — Landfill User Fees — Recurring Net Property Tax Cost: $ 774 Property Tax Impact: +$.00031+0.00% Activity: Budget Recommend - Yes 3 of 4 This improvement package would provide funds for the purchase of a web based software program to replace the custom spreadsheet based program currently used to print the five-year capital improvement program budget book. The current method of printing the capital improvement program budget book is becoming increasingly unreliable due to the many updates to Microsoft Excel that have happened over the past fifteen years. The customized program currently used is inefficient because the budget documents are now produced electronically and this causes budget staff to spend too much additional time correcting formatting on each project sheet. In addition, a new software program would allow the addition of charts, graphs and pictures to be included with each project sheet. The recurring renewal of the software would be $2,025 in FY 2018 in addition to the $150 for three hours of technical support. Related Cost: $ 4,050 Tax Funds — Non -Recurring Related Cost: $ 150 Tax Funds — Recurring Related Revenue: $426— Sanitary Sewer User Fees — Non -Recurring Related Revenue: $151 — Stormwater User Fees — Non -Recurring Related Revenue: $ 78 — Parking User Fees — Non -Recurring Related Revenue: $585— Refuse User Fees — Non -Recurring Related Revenue: $240 — Landfill User Fees — Non -Recurring Related Revenue: $ 16— Sanitary Sewer User Fees — Recurring Related Revenue: $ 6 — Stormwater User Fees — Recurring Related Revenue: $ 3 — Parking User Fees — Recurring Related Revenue: $ 22— Refuse User Fees — Recurring Related Revenue: $ 9 — Landfill User Fees — Recurring Net Property Tax Cost: $ 2,664 Property Tax Impact: +$.0011/+0.01% Activity: Budget -94- Recommend - Yes 4 of 4 This improvement package would provide funds for additional community engagement on the budget process. These additional funds would allow for the expansion of input meetings to other areas of the community. The additional funds would purchase refreshments, rental of meeting space, additional ads including newspaper, radio and local magazines, and the purchase of additional kiosks. Related Cost: $ 5,000 Tax Funds — Recurring Related Revenue: $526 — Sanitary Sewer User Fees — Recurring Related Revenue: $186 — Stormwater User Fees — Recurring Related Revenue: $ 96 — Parking User Fees — Recurring Related Revenue: $722 — Refuse User Fees — Recurring Related Revenue: $297 — Landfill User Fees — Recurring Net Property Tax Cost: $ 3,173 Property Tax Impact: +$.0013/+0.01% Activity: Budget Significant Line Items at Maintenance Level (Without Recommended Improvement Packages) Employee Expense 1. FY 2017 employee expense reflects a 2.5% wage package increase. Recommend - Yes 2. The Iowa Public Employee Retirement System (IPERS) City contribution remains at 8.93% and the employee contribution remains at 6.18% in FY 2017. 3. The City portion of health insurance expense increased from $1,040 in FY 2016 to $1,325 in FY 2017 per month per contract, resulting is an increase of $6,840 (27.40%). Supplies & Services 4. Copying increased from $20 in FY 2016 to $150 in FY 2017 based on FY 2015 plus 2%. 5. Legal Notices and Ads increased from $2,000 in FY 2016 to $3,500 in FY 2017 based on FY 2015 actual and an increase for additional community engagement. This line item represents the publication of newspaper ads for the public budget meetings and publication of public hearing notices. 6. Dues and Memberships increased from $400 in FY 2016 to $750 in FY 2017 based on actual cost for two memberships for the Government Finance Officers Association. 7. Software License increased from $0 in FY 2016 to $512 in FY 2017 based on the cost of software for presentation of Portable Document Format documents on the City's website and the cost of the software that tracks usage of the new multifunction in City Manager's Office. 8. Internet Services decreased from $480 in FY 2016 to $120 FY 2017 due to a new contract negotiated for data plans for tablets which reduced the monthly cost from $40 per month per device to $10 per month per device. -95- Revenue 9. Revenue received from Enterprise Funds for administrative overhead charges has increased from $85,084 in FY 2016 to $102,464 in FY 2017 due to additional capacity in the Sanitary Sewer Fund. -96- BUDGET OFFICE The Budget Office is responsible for establishing a fiscal plan to guide the allocation of resources and to provide analysis of financial and performance information to City Council, management, City Departments and the citizens to maintain fiscal integrity and accountability, as well as to support effective decision making. City Manager's Office Budget Office SUCCESS IS ABOUT PEOPLE, PLANNING AND PARTNERSHIPS LEADING TO OUTCOMES PLANNING The Budget Office works with all City Departments and Divisions to ensure adequate funding to carry out City Planning Initiatives. PEOPLE The Budget Office encourages citizens to participate in the budget process starting with the annual citizen budget meeting with the City Manager, budget hearings with the City Council and through the City's WebQA application. DUBUQUE, IOWA 11CAS fs e� PARTNERSHIPS To maintain budgetary compliance, the Budget Office works with State and County agencies including the State of Iowa and Dubuque County. In addition, the Budget Office works with Bond Counsel, a Financial Advisor and the Finance Department. -97- 200000 180000 160000 140000 120000 100000 80000 60000 40000 20000 0 BUDGET OFFICE Resources and Property Tax Support Administrative Overhead Recharges Property Tax Support • FY2015 • FY2016 • FY2017 The City Manager's Office is supported by 2.00 full-time equivalent employees, which accounts for 89% of the department expense as seen below. Overall, the departments' expenses are expected to increase by 9% in FY 2017 compared to FY 2016. Expenditures by Category by Fiscal Year Machinery and Equipment Supplies and Services Employee Expense f: $5,608 so $1,280 $27,513 $19,328 $13,014 $264,134 $252,197 $0$241,467 $241,467 $100,000 $150,000 $200,000 $25Q000 $300,000 • FY2017 • FY2016 ■ FY2015 -98- BUDGET OFFICE Overview The Budget Office is responsible for the overall preparation, development, reconciliation, compliance and implementation of the City's annual operating and five- year capital budgets. Included in this work is the development of all budget reporting guidelines, debt issuance and compliance with Local and State reporting requirements. In addition, the Budget Office coordinates with various city departments with reporting and filing obligations of alternative funding sources such as grants and user fees. Maintenance of the five-year financial plan is critical in providing decision makers with strategic financial information. Budget staff regularly monitor and report on operating and capital budget activities, as well as report on debt related activities. Budget Position Summary FY 2015/16 FTE's Budget Director 1.00 Senior Budget Analyst 1.00 Total Full -Time Equivalent Employee's 2.00 Highlights of the Past Year • Piloted a new community engagement process that built the foundation for an expanded community budget input process for Fiscal Year 2018. • Implemented a debt reduction plan in conjunction with the City Manager's Office • Launched the open data website that allows the public to access the budget by line item at http://dollarsandcents.cityofdubuque.org. A Open Budget • Operating Expenses 1146 miFio .1Su.ti al' all urwraring txrannas $146 Million Operating Expenses2016 Dubuque Name Dubuque Budget InForrnatlan f '1 Whare'setgDin g' Hcwsffundetd • Operating Expenses broken dawn by Depertment r 3n! SC PUBLIC WORKS ECONOMIC DEYELOPMEr. ■ POLICE OERARTMEr. WATER& RE5DVRC E PECOVEr, �I FIFE C{PARTMEI FNGIr 'Ihc- NON. CE_.P..RTMEh WATER HOUSING S CO M MUNI TY BEVY PARKING DIVE, Oh. A IRF']F" TRANSIT 1NVE0h. PP&K OIV6"' °PAW' RECREATION CRVISroN� CdCrrl w .5 re • •pprmetl rvmnunt • *tt.nI mnunr SAS_Cbnr 5napEhor Slvve SuL Taal (DESC nIIEE,:.,. -99- BUDGET OFFICE Future Initiatives • Implement a new Capital Improvement Project tracking and reporting software • Expand performance measure reporting to include real time reporting to the public through open data. • Creating efficiencies through technology Performance Measures Budget Office — Activity Statement Establish a fiscal plan to guide the allocation of resources and to provide analysis of financial and performance information to City departments, management, Council and the citizens to maintain fiscal integrity and accountability of City operations. Goal: Financially Responsible & High Performance Organization Outcome #1: The City of Dubuque maintains its financial reliability by receive a bond rating no lower than Aa2 on City general obligation bonds A bond credit rating is an indicator of the City's overall financial strength, the amount of debt, the fund balance reserves and the confidence in the City's revenue stream. Bond ratings indicate long-range planning and sustainability. AAA rated bonds are considered the safest for investors, with the least risk of default. Things we are doing to regain our Aa2 rating: ■ Implementing a debt reduction strategy ■ Continue to increase the General Fund Reserve each year ($500,000) until we reach a consistent 20% of operating revenues. The City started this in FY 2015. ■ Pursuing alternative financing, mainly through State Revolving Fund Loans to receive lower interest rates for projects. ■ Strategically planning for Capital Improvement Projects in the next 5 years that use current revenue received instead of borrowing. -100- FY 2014/15 Actual FY 2015/16 Actual FY 2016/17 Projected Retain Aa2 Bond Rating Aa2 Aa3 Aa3 Things we are doing to regain our Aa2 rating: ■ Implementing a debt reduction strategy ■ Continue to increase the General Fund Reserve each year ($500,000) until we reach a consistent 20% of operating revenues. The City started this in FY 2015. ■ Pursuing alternative financing, mainly through State Revolving Fund Loans to receive lower interest rates for projects. ■ Strategically planning for Capital Improvement Projects in the next 5 years that use current revenue received instead of borrowing. -100- BUDGET OFFICE Outcome #2: The public will be knowledgeable about the City's budget and is provided several means to obtain information about how their tax dollars are being spent. The budget office launched a pilot program in FY 2016 that allowed citizen's multiple opportunities to participate in the budget process for FY 2017. • Kiosks were put up around the city with a survey asking what citizen's would like to see in the budget. • The survey was also available online • Meetings were held and presentations were given at neighborhood meetings to allow more public engagement in the budget process. • All responses and suggestions were incorporated into the FY 2017 budget hearings for City Council. co OF DUBUQUE BUDGET Wlu! ''M i i PB'444 cm- rai. W "=eqF i t tie win r -.. PoISHi IRE IDEA a IN;. room rmw, n..rrrr - �..,.lir .Lemprimiein lie, W!. I!4 .w.airma..ray, War. r,uee.r+„ •Ife Wm tout SPOP MEW 10 BN This pilot program has set the foundation for more community engagement for the FY 2018 budget process. This process will start in the summer of 2016; prior to setting City Council Goals and Priorities so they have more guidance from the public at the very beginning of the Process. Citizen Impact: This will help streamline the budget process allowing for more public input, engagement and transparency. Receive the Government Finance Officers Association Distinguished Budget Presentation Award In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operating guide, as a financial plan and a communications device. ✓ The City of Dubuque has received this award for the past eight years. This award recognizes that the budget office is providing budget policies and documents that are understandable and meaningful to the public. Performance Measures: The GFOA has a special recognition for outstanding performance measure reporting during the budget process. Our goal is to receive this recognition in the next two years through the new reporting available with open data. -101- Recommended Operating Revenue Budget - Department Total 68 - BUDGET Fund Account Account Title FY14 Actual FY15 Actual FY16 Adopted FY17 Recomm'd Revenue Revenue Budget Budget 100 59610 FR WPC OPERATING 100 59620 FR STORMWATER OPERATING 100 59630 FR PARKING OPERATING 100 59640 FR WATER UTILITY 100 59670 FR REFUSE COLLECTION 100 59940 FR DMASWA 23,593 909 4,177 22,773 31,923 13,530 27,598 5,473 4,899 26,797 35,723 15,490 14,459 10,092 5,206 0 39,217 16,110 33,949 10,859 5,602 0 42,193 17,333 59 - TRANSFER IN AND INTERNAL 96,905 115,980 85,084 109,936 68 - BUDGET TOTAL 96,905 115,980 85,084 109,936 -102- Recommended Operating Expenditure Budget - Department Total 68 - BUDGET Fund Account Account Title FY14 Actual FY15 Actual FY16 Adopted FY 17 Recomm'd Expense Expense Budget Budget 100 61010 100 61092 100 61310 100 61320 100 61410 100 61415 100 61416 FULL-TIME EMPLOYEES VACATION PAYOFF IPERS SOCIAL SECURITY HEALTH INSURANCE WORKMENS' COMPENSATION LIFE INSURANCE 185,696 0 16,583 13,729 28,881 743 147 181,711 515 16,227 13,627 28,560 693 135 193,971 0 17,322 14,839 24,960 717 388 198,166 0 17,874 15,160 31,800 737 397 61 - WAGES AND BENEFITS 245,779 241,467 252,197 264,134 100 62010 OFFICE SUPPLIES 112 197 150 200 100 62030 POSTAGE AND SHIPPING 14 0 100 50 100 62090 PRINTING & BINDING 416 0 500 500 100 62110 COPYING/REPRODUCTION 20 147 20 150 100 62130 LEGAL NOTICES & ADS 1,850 7,256 2,000 3,500 100 62140 PROMOTION 0 0 0 5,000 100 62170 SUBSCRIPTIONS -BOOKS -MAPS 59 0 100 100 100 62190 DUES & MEMBERSHIPS 198 748 400 750 100 62206 PROPERTY INSURANCE 142 166 178 173 100 62208 GENERAL LIABILITY INSURAN 1,202 1,200 1,278 1,341 100 62310 TRAVEL -CONFERENCES 3,055 291 8,500 8,500 100 62320 TRAVEL -CITY BUSINESS 92 226 310 310 100 62360 EDUCATION & TRAINING 70 95 200 200 100 62421 TELEPHONE 735 750 735 1,439 100 62436 RENTAL OF SPACE 888 888 888 888 100 62660 DATA PROCESSING 802 949 989 1,010 100 62663 SOFTWARE LICENSE EXP 14 57 0 662 100 62667 INTERNET SERVICES 0 0 480 240 100 62716 CONSULTANT SERVICES 1,140 0 0 0 100 62736 CATERING SERVICES 2,485 44 2,500 2,500 62 - SUPPLIES AND SERVICES 13,293 13,014 19,328 27,513 100 71120 PERIPHERALS, COMPUTER 0 760 0 1,083 100 71123 SOFTWARE 0 512 0 4,050 100 72418 TELEPHONE RELATED 0 8 0 475 71 - EQUIPMENT 0 1,280 0 5,608 68 - BUDGET TOTAL 259,071 255,761 271,525 297,255 -103- Recommended Expenditure Budget Report by Activity & Funding Sounce 68 - BUDGET BUDGET - 72400 FUNDING SOURCE: GENERAL Account FY14 Actual Expense FY15 Actual Expense FY16 Adopted Budget FY17 Recomm'd Budget EQUIPMENT 0 1,280 0 5,608 SUPPLIES AND SERVICES 13,293 13,014 19,328 27,513 WAGES AND BENEFITS 245,779 241,467 252,197 264,134 BUDGET 259,071 255,761 271,525 297,255 BUDGET TOTAL $259,071.43 $255,761.32 $271,525.00 $297,255.00 -104- CITY OF DUBUQUE, IOWA DEPARTMENT DETAIL - PERSONNEL COMPLEMENT 68 BUDGET DEPT. FD JC WP -GR JOB CLASS 61010 Full Time Employee Expense 100 1600 GE -42 BUDGET DIRECTOR 100 1215 GE -36 SENIOR BUDGET ANALYST TOTAL FULL TIME EMPLOYEES TOTAL BUDGET DEPT FY 2015 FY 2016 FY 2017 FTE BUDGET FTE BUDGET FTE BUDGET 1.00 112,505 1.00 80,831 2.00 193,335 1.00 1.00 2.00 112,877 81,094 193,971 1.00 1.00 2.00 115,314 82,852 198,166 2.00 193,335 2.00 193,971 2.00 198,166 -105- CITY OF DUBUQUE, IOWA ACTIVITY PERSONNEL COMPLEMENT SUMMARY ACCT FD JC WP -GR POSITION CLASS Run Date: 01/22/16 FY 2015 FY 2016 FY 2017 FTE BUDGET FTE BUDGET FTE BUDGET Budget -General Fund 10072400 61010 100 9250 GE -42 BUDGET DIRECTOR 1.00 112,505 1.00 112,877 1.00 115,314 10072400 61010 100 1215 GE -36 SENIOR BUDGET ANALYST 1.00 80,831 1.00 81,094 1.00 82,852 Total 2.00 193,335 2.00 193,971 2.00 198,166 TOTAL BUDGET DEPT. 2.00 193,335 2.00 193,971 2.00 198,166 -106- Masterpiece on the Mississippi BUDGET OFFICE Jennifer Larson, Budget Director Alexis Steger, Senior Budget yst 50 -5 1011•lYi[ lyrrrIllsrr I. 11111 M,1"PI M'rp'Ms• rim min oft Aaaa'. gl soma fhM1 vI tom .'N ummindr601re ►1t * YI CX Her4Pr►tmPars !NTf )I ...y1001r'0...IIN 1111 11 .$1 W '1x$J u ii!;"„ I 3Y301 dna 311)14 a1 so Piroi►roo m slurs 01.41 10PNI its. I wan gbPat tux. I .41004'11a,_ Ina 441,6 Ddl . III wq• W akr",'" 4.vp10 spits acf sswpw In544111 MHO 3non9na 10 Ail3 ±NVOVON MINflV\JV\JOO 6upn ieJapad a!aols!H `do -o0 pood anbngna `odd Ialpeuu ki;uno al6e3 'IIBH ' !3 '11!H aam u ns `/[BMaJBd 'Hen /[pau uaN sIsoP1 6 aullup� :aigissaooe Aeiuns pedoieited s6uilaaua 3Wgnd £ PIOH 4 doqspoM angoeaai.ui ue pedoieited ssa3o.1d ;uewe6e6ue Al!unwwoo nnau e peoI!d� ResuIts from the Pilot ► 35 online participants ► 25 Kiosk Participants ► 55 Public Meeting Attendees Most Common Input was Regarding: • Transportation ► Police ► Programs/trainings ► Lighting Staff responded to the comments received, and posted them on the City's Website COMMUNITY ENGAGEMENT WPC 411 41406A C PUBLIC INPUT ON CITY'S 2011 BUDGET PUBLIC REACH 1 SURVEY 2 PUBLIC MEETING Online: Three public meetings: - 35 participants - 55 attendees Kiosks throughout the community: - 25 participants TI,I.cavor C DUB Art i. topica en the Mi,n+sryyi BACKGROUND During October and November of 2015 a group of city staff provided community members with in-person and online ways to provide ideas on what City Council should fund for the 2017 city budget. As a reminder, the 2017 city budget will start on July 1, 2016 and end on June 30, 2017. IMP>, comments with Ir enough detail for residents provided input staff responses The 245 comments were broken down into these categories: - Transportation (30) - Police -oriented comments - Programs/trainings (20) - Lighting (18) - City staffing/services (14) - Housing (14) -Parks (11) - Environmental (11) - Cameras (10) - Budget (10) (22) - Parking (10) - Library (7) - Debt (5) - Mental health (2) - Community engagement (2) - Open data (1) - Uncategorized comments (58) To see comments with limited detail for staff recommendations, please check out the full report. FULL REPORT and ALL COMMENTS available at www.cityofdubuque.org/budget 52 Limitations of the Pilot ► Time for discussion was short ► Demographics not representative ► Not enough population reached Participant demographics it is important to note that around 35 community members did not provide demographic information. Gender • Female ■ Male 45 40 35 30 25 20 15 10 5 0 Education 9 39 15 14 No HS HS College Graduate Other diploma graduate graduate Degree Multi -racial 3 5% Native Hispanic/Latino Hawaiian/Other 3 Pacific Islander 5% 0 American 0% Indian/Alaskan Native 1 1% Asian 0 0% Geography 26% Downtown 19 26% rHill/college-itrilla, /hospital area South North End lq 11 End 15% 11 15%i Race/ethnicity White 50 79% 9 12% 1 other 3 Black/AA 5% 3 5% Point Area 4 6T 3IPage COMMUNITY ENGAGEMENT 53 Expand the community engagement process More Kiosk Locations More meeting locations Start earlier FUTURE INPI'IATIVE Community Engagement Rental of Meeting Space AdditionaI Advertising for Input ►Kiosks IMPROVEMENT PACKAGE $5,000 55 Open data site was launched View budget information by department /line item Compare / download budgets (2007-2016) Si`r"':-:m City of Dubuque, IA Oubuquc Hume Dubuque gudget lnfunnatiun f y * Open Budget • Operating Expenses SI46 maim, 100.O5a Operating txpenaes $146 Million Operating Expenses 2016 - Where's it going? bow's it furlded't • Operating Expenses broken down by Department + t- pact Stl P .rNl ,t WORM; I-(Y)NDMIC NFVH I)PM5NI Punt I' DI -PAR I MSN I WA. -P. 4514011NCS "5 'I.TNY nRE DEPARTMENT FN{.INFSkl5C. NUN DIVAN I MSN WAI re NOIISIN1. )6t SIM?MIN YIWJ I'A1MINt. 'MISICN AIRPCFTEI TW:NiIT D 5.: ?MIK : 5 • NF(HFA! 0,1 : 5, 5. 5 HIGHLIGHTS OF THE PAST YEAR 11,),I'Alm •h.III:m <Sham • Appro4ec.4To11rt ■ AOual A.Tlaurt a1 Snapshot aB Table id(Jvcr link Total (Dcscendirg) • 56 Outcome: Increase Public Knowledge of the City's Budget Open Finance launched 214116 Performance Measure Reporting Efficiencies through technology PubIic outreach FUTURE INITIATIVES W a.n•M Z soua�m Z, R RCES EgTIAT„ . METRIC _ i- SAFEnr vAUE IC - . ISPROCESSQWAL' ITYsc°?E ACTIONS a 1111411 gJry�J►S. __ =.0 57 ►Web Based program for the Five- Year Capital Improvement Program Current custom built program has become obsolete Corrupt Files 375 pages manually formatted this year IMPROVEMENT PACKAGE $4,200 (PROPERTY TAX IMPACT $2,664) Microsoft Excel The file is corrupt and cannot be opened. OK 58 TabIet and Smart Phone for the Senior Budget Analyst $2,422 (Property Tax Impact $1,539) • CaIendar Access • E -Mail Access • Contact Info Access 59 IMPROVEMENT PACKAGES