Here’s what the Board of Estimates will be discussing tonight.
PUBLIC HEALTH
1. Public Health is a joint venture with tax levy support divided between the City and the County based upon equalized valuation. Joint costs for 2013 total $9,676,024, net of revenues received from grants and fees. The City levy will support $4,309,701 (44.54%) of the joint costs, and County general purpose revenues will carry the remaining $5,366,323 (55.46%).
2. The Clean Sweep program (household hazardous waste) will be moving from Public Health–Madison and Dane County into the Dane County Department of Public Works. Clean Sweep will be co-located with the solid waste management program in their new facility and be open two additional days per week so that residents will have better access to these services.
3. The 2013 budget includes a 8.4% reduction in grant funding from federal sources.
4.The budget includes the elimination of 2.0 vacant FTE positions in the laboratory, but allows for the restoration of 3.0 FTE positions that were vacated in the Community Health Division during 2012. Two of these positions will be filled in January and one in August.
5. In addition to sharing the joint costs, the City of Madison will provide additional funding for community agency contracts, including $188,000 for Access Community Health Center and $20,000 for the Safe Communities Coalition. With these contracts, along with additional support for the continuation of the Heroin/Opiates Poisoning program ($18,276), total support from the City of Madison will amount to $4,535,977 in 2013.
6. Total City funding for the Heroin Opiates Poisoning Program amounts to $45,000, including the City’s share of the joint costs ($26,724) plus the added City-only funding ($18,276).
CIVIL RIGHTS
1. Full funding for the Affirmative Action Students in Residence Internship Program (AASPIRE) and for an hourly Professional Aide to assist the EOC Hearing Examiner.
MUNICIPAL COURT
1. Funding for the continuation of existing services.
HUMAN RESOURCES
1. Establishment of the “HR Services” and “Employee and Labor Relations” Units to replace the “Employment” and “Labor Relations” Units and elimination of the “Classification Comp. Benefits” Unit.
2. Partial restoration of funding for advertising associated with recruitment of $20,000 resulting in a net reduction in this line item of $22,000.
ASSESSOR
1. Restoration of funding for two full-time Assessment Technicians in the amount of $141,905.
2. Restored funding in the amount of $59,023 for one vacant Property Appraiser 3 position that was unfunded in 2012.
3. Restoration of $5,000 in funding for an hourly Administrative Clerk 1 position.
CLERK
1. Funding for two elections. A reduction of two election officials from each polling place for both the February and April elections will be realized, resulting in staffing levels of 7 election officials per polling place in February and 11 election officials per polling place in April.
2. Additional funding of $53,000 for a new Certified Municipal Clerk position. The addition of this position will serve to provide significant relief in the area of health related licenses, and will also reduce pressure on overtime.
TREASURER
1. An increase in interagency charges to the Water Utility, related to the planned transition to monthly water billings.
METRO TRANSIT
1. An increase in adult cash fares from $2.00 to $2.25 and corresponding increases for all other fare categories. This increase is projected, for purposes of this budget, to occur on January 1, 2013 and to generate $686,600 in additional revenue in 2013.
2. Service improvements/expansions, starting September 2013, for Route 18, Owl Creek, and Route 2 from the West Transfer Point to the Capitol Square. The estimated cost in 2013 for these additional services is $258,000, partially offset with an estimated $40,000 in passenger fare revenues, or a net levy impact of $218,000. The estimated net cost when fully implemented in 2014 is $435,000.
3. A decrease of $583,000 from 2012 in budgeted diesel fuel expense due to a favorable price obtained in a new fixed rate purchase agreement covering all of 2013.
4. Full funding for a 1.0 FTE Transit Advertising Sales Associate position (which was authorized by a 2012 budget amendment) as Metro will now handle internally all aspects of the advertising on buses program, which is currently outsourced through the end of 2012. No change in net revenue from advertising is budgeted for 2013 since there will be a ramping up period for program implementation as Metro’s Marketing dpartment gains experience. Substantial increases in advertising revenues are anticipated for future years.
5. An increase of $25,000 from 2012 to provide additional police security at Metro transfer points.
WATER UTILITY
1. The Utility plans to file a formal 12% rate increase application with the Public Service Commission of Wisconsin in October 2012. The revenue in the 2013 operating budget request includes the 12% rate increase beginning with the August 2013 customer billing. The last increase of 9% was granted in May 2011, and became fully effective January1, 2012.
2. A revenue bond issue of approximately $23 million is expected in November 2012. The bond proceeds will fund the balance of the Utility’s 2012 capital budget and part of the 2013 capital budget. The last bond issue was in December 2011.
3. The addition of 1.0 FTE Accounting Coordinator position to supervise day-to-day clerical accounting including accounts payable, payroll, work order/job costing, accounts receivable, interagency transfers, and accounting close.
4. The Utility expects to complete its implementation of an Advanced Metering Infrastructure called Project H2O in the first half of 2013. In addition, starting in January 2013, the Utility will be converting its semi annual metered accounts to monthly, which will help customers in budgeting for a lower monthly billing.
COMMON COUNCIL
1. Funding for an aldermanic salary adjustment of 2% in April 2013 per Madison General Ordinances 3.50.
DIRECTOR OF PLANNING AND COMMUNITY AND ECONOMIC DEVELOPMENT
1. Funding for a continuation of services.
2. An increase in the Director’s time billed to TIDs of $30,767.
CDA HOUSING OPERATIONS
1. Funding to covert training of an additional staff person due to a retirement.
2. Additional General Fund support of approximately $60,700 for a vacant Painter position. This is partially offset by a reduction in Purchased Services of approximately $30,000.
CDA REDEVELOPMENT
1.Full-year funding for a 1.0 FTE Housing Initiatives Specialist to staff the Housing Committee and assist with CDA Housing initiatives. The position was authorized in 2012 but is not anticipated to be hired until the latter part of the year.
2. Operating expenses for The Village on Park including debt service expense on City loan advances.
3. Rental revenues from The Village on Park, interest income, sales proceeds from condo sales and development fees.
PLANNING
1. A reduction in funding for the Overture Center of $1,000,000, from $1,850,000 to $850,000.
2. Continued funding of $80,000 for Neighborhood Grants. However, $50,000, which has been used to hire a consultant to fully develop neighborhood plans and planning studies, is reallocated to provide for the hire of an additional City Planner 2, effective April 2013. The Planner 2 position will staff future neighborhood plans and create additional staff time to assume the lead on Neighborhood Indicators and other strategic data reporting and will work with other staff and the Applied Population Lab to plan for City staff to assume the responsibility maintaining th neighborhood indicators data and potentially replacing most or all of the consultant work in future years. Separate funding of $51,500 for the contracting for Neighborhood Indicators will continue through 2013 with the expectation that it will be reduced or phased out in 2014.
3. Continued funding of $19,500 for a Neighborhood Conference.
4. Reduction in hourly salaries from $14,322 to $9,197.
BUILDING INSPECTION
1. Funding for a new 1.0 FTE Code Enforcement Officer 3 – Building Inspector position in lieu of funding for a currently vacant Code Enforcement Officer 1 position. The new CEO 3 Building Inspector position anticipates growth in new construction throughout the City.
ECONOMIC DEVELOPMENT
1. The elimination of one currently vacant position, the Jobs Development Specialist.
2. Funding for a continuation of services and staffing levels, including filling the Director of the Office of Economic Revitalization where the incumbent is expected to retire in 2013.
3. $50,000 in additional levy support to reduce the need to charge certain housing assistance programs for staff administrative time, allowing more funding for housing assistance.
4. Funding of $26,000 for a conference highlighting the City’s economic potential, partially offset by anticipated registration and sponsor revenues of $15,000.
SPECIAL FUNDS
See link above.
COMMUNITY DEVELOPMENT
1. An addition of approximately $50,000 in total net levy support for programs administered by CDBG and the Community Development Division (CDD). This is the first year the two-year funding cycle for Community Agency programs. Detailed program allocations as recommended by the Community Services Committees can be found at the following website or by request to the CDD Office www.cityofmadison.com/cdbg/docs/2013_CDD_contracts.pdf
2. A transfer of levy funding of approximately $1.6M from the Community Development Division to CDBG for funding related to Neighborhood Center and related programming.
3. The transfer of the Grant Writer position to the Finance Office, as approved via a 2012 budget amendment.
4. No reduction in funding for Child Care Tuition Aid and Child Care Grants.
COMMUNITY DEVELOPMENT BLOCK GRANT
1. An addition of approximately $50,000 in total net levy support for programs administered by CDBG and the Community Development Division (CDD). This is the first year the two-year funding cycle for Community Agency programs. Detailed program allocations as recommended by the CDBG Committee can be found at the following website or by request to the CDD Office: www.cityofmadison.com/cdbg/docs/2013_CDD_contracts.pdf
2. A transfer of levy funding of approximately $1.6M from the Community Development Division to CDBG for funding related to Neighborhood Center and related programming.
3. No change in the anticipated level of Federal HUD and other grant funding, which is sufficient to support CDBG operations. However, unresolved Federal budget issues may require funding adjustments if Federal grant awards are reduced for 2013. If more funding becomes available, funding will be allocated to programs according to a supplementary “B-list” for Federal fund allocations as recommended by the CDBG Committee. This “B-list” can be found at the weblink noted in Highlight #1, or by request to the CDBG Office.
4. A reduction of approximately $4.6M in Federal Department of Energy grant revenues associated with the Green Energy program. However, the presented reduction is a reflection of the anticipated loan amounts that the CDBG Office might process in 2013, rather than an actual reduction in the total DOE grant award of approximately $7.2M, which remains intact.
5.This budget includes authorization to allocate reprogrammed and other HUD-approved funds for continuing CDBG, HOME, and ESG funded projects for the first two quarters of 2013, through revisions to previously approved Action Plans, and allocate later-approved funds to those or to new projects during the latter part of the year, (provided the total budgeted amount per project does not exceed the amount approved by the Common Council upon the adoption of the 2013 budget) if HUD were unable to provide for the release of the year 2013 CDBG, HOME, or ESG funds by January 1, 2013.
DEBT SERVICE
page 8
GENERAL FUND REVENUES
page 12
TRAFFIC ENGINEERING
1. Funding for a continuation of services, including full funding for salaries, benefits, and supplies associated with seasonal/hourly employees who perform pavement marking services, such as the painting of regular school crosswalks, handicap ramps and speed humps.
PARKING UTILITY
1. Funding of $17,000 for the replacement of a utility vehicle in the Parking Utility’s capital assets budget, which is past its useful life. This vehicle is used for a variety of purposes related to maintenance within Parking Utility facilities.
2. Funding of $100,000 for signage in the Parking Utility’s capital assets budget for the improvement of communication to customers. This funding is to be utilized solely for the improvement of communication to customers, including improvement to signage informing customers when a cashier is available, and not for the purpose of additional automation in parking facilities.
3. A Payment-in-Lieu of Taxes(PILOT) to the City’s General Fund of $1,284,723.
4. A Parking Meter Occupancy fee payment to the City’s General Fund of $241,770.
5. Interdepartmental payments (including payments to other City agencies) of $1,063,643.
6. Reserves generated of $2,574,220 as the Utility prepares for the replacement of the Government East Parking garage within the next few years.
FINANCE
1. Deleting one vacant position of Account Clerk 2 in the Ambulance Accounting section.
2. Reassigning one filled position of Account Clerk 3 from Ambulance Accounting to General Accounting, and eliminating the funding for one vacant position of Account Clerk 2 in the General Accounting section.
3. Funding for the administrative costs associated with using a third party administrator for ambulance billing.
MAYOR
1. Full funding for a 1.0 FTE Neighborhood Resources Coordinator, which was transferred to the Mayor’s Office from Public Health Madison and Dane County via budget amendment in 2012.
2. Full levy funding for the Food and Alcohol Policy Coordinator which previously had been partially supported by contributions from the UW-Madison. At least half of this position’s work will be related to food policy.
3. An increase of $10,000 in the Mayor’s Office travel/training budget.
4. Funding of $20,000 for a Mayor’s Bike Summit, offset entirely by sponsor contributions and registration fees.
MISCELLANEOUS
page 9
(a) This funding was moved to the Community Development Division in the 2012 Adopted Budget.
(b) This funding may be used to contract for services for employee and leadership development, as well as strategic planning and customer satisfaction surveys in conjunction with success indicators. This appropriation includes funding for annual resident satisfaction surveys administered by the University of Wisconsin Survey Center.
(c) The Emerging Neighborhoods Fund is designed to quickly deploy resources to neighborhoods facing various challenges. The goal is to address potential problems in neighborhoods before they become more serious and more expensive to the community. In past years, the Fund has awarded grants to after-school programs, childcare initiatives, neighborhood associations in challenged neighborhoods, and grassroots initiatives aimed at enhancing the quality of life in a neighborhood. Grants from the Fund are typically modestly-sized, one-time awards. Applications for initiatives addressing needs in neighborhoods with active Neighborhood Resources Teams will receive priority. Applications shall be reviewed by a workgroup consisting of an Alder from the Community Services Committee and one staff member from the Office of Community Services, the Community Development Block Grant Office, the Planning Unit, and the Mayor’s Office. Funding recommendations shall be made to the Common Council in the form of a resolution.
(d) Financial reporting standards require that annual budget comparison reports include a carry-over budget to recognize the expenditure of funds encumbered at the end of the previous year but spent in the current year. To achieve conformance with this requirement, the Budget includes an appropriation of funds for the payment of prior year encumbrances. This spending authority is later reallocated to the various agencies with prior year encumbrances through a Common Council resolution, and the corresponding expenditures are recorded in the appropriate agencies. Thus, no costs are displayed here for the 2011 actual or 2012 projected columns.
(e) This study will assess the state of Madison’s performance venues; identify gaps (particularly geographic gaps); estimate the degree to which these venues compete for acts and audiences; describe the impact of City funding on that competition; and describe tools the City can use to help strengthen existing facilities and create new ones.
(f) This funding is to assist persons without sufficient funding so that they can go home.
(g) It is the City’s policy to appropriate 0.5% of budgeted expenditures to the Contingent Reserve. Contingent Reserve spending authority may later be reallocated to various agencies through resolutions of the Common Council. Thus, no costs are displayed here for the 2011 actual or 2012 projected columns.
