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Benzie County Proposed Fiscal Year Budget 2019-2020 Part II

Benzie County Proposed Fiscal Year Budget 2019-2020 Part II. Big Picture. The 2019-2020 Budget is part of a larger plan. Five simple words, financial STABILITY rather than INSTABILITY. Focus on the overall budget rather than smaller dollar amounts or individual line items.

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Benzie County Proposed Fiscal Year Budget 2019-2020 Part II

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  1. Benzie County Proposed Fiscal Year Budget2019-2020Part II

  2. Big Picture • The 2019-2020 Budget is part of a larger plan. • Five simple words, financial STABILITY rather than INSTABILITY. • Focus on the overall budget rather than smaller dollar amounts or individual line items. • Significant BOC decisions • Use of General Fund Balance • Reduce (suspend) services to public • Increase cost’s to employees (health insurance, etc.) • Combination of all the above

  3. Possible Future Path to Financial Stability Timeline • September 24, 2019 Approve 19/20 FY Budget • Oct/Nov 2019 Develop and approve MERS Long Term Plan • Oct/Nov 2019 Establish BOC/Employee Health Ins. Team • November 2019 Prepare Millage Consultant RFQ/RFP • Dec/Jan 2020 Appoint Blue Ribbon Citizen Millage Committee • Jan/Feb 2020 Interview & Select Millage Consultant • Mar/June 2020 Determine Future Headlee Override Millage Limit • Summer 2020 BOC/Employee Health Ins. Team Recommendations • Fall 2020 Draft Override Millage Language • September 22, 2020 Approve 20/21 FY Budget • Fall 2020/Winter 2021 Educational Symposiums for Benzie County Citizens • Winter/Spring 2021 Sample Polling • August or November 2021 Headlee Override Vote

  4. Pending Changes Discussed at 8/22/19BOC Meeting • Current General Fund Variance ($223,256) • 101-172-620.00 Administration Admin Fee $ 500 VA • 101-265-667.01 Bldg.& Grounds Rent Revenue $ 7,650 Rent 911 • 101-266-800.00 Contracted Ser. EDC $20,000 • 101-285-727.10 Central Ser. Paper Supplies $ 1,000 Paper Vendor • 101-649-836.00 Mental Health Appropriations $ 1,854 CW • 101-172- Planning Dept. Eliminate $ 9,850 Suspend PC • ($180,116)

  5. Other Options To ConsiderAdministrative Fees • 17/18 FY Administrative Fee $42,000 • 18/19 FY Administrative Fee $33, 913 % Allocation Used • Increase Administrative Fee (see attached sheets) • $42,500 • $45,000 • $50,000

  6. Other Options To ConsiderCombine EM Manager and 911 Director • Recently Hired New Emergency Management Manager July 2019 • Central Dispatch Director Retiring October 31, 2019 • New Emergency Management Manager Experience: • 21 Years Conservation Officer (MCOLES Certified) • 18 Months as Benzie County dispatcher • Law enforcement career required her to work with Central Dispatch • There would be a learning curve for her to come up to speed, additional training • Central Dispatch has a Emergency Communication Supervisor position, oversees scheduling & training • This concept needs more discussion, including with emergency management community (fire, ems, law enforcement, etc.) • Could use the next FY as a trial run, if it works great, if it does not hire a 911 Director

  7. EM Manager / 911 Director PositionPotential Cost Impacts • General Fund • Base Salary EMM $51,000 • Proposed Salary Increase $ 4,000 • Employer Expense P/R Taxes $ 4,208 • Health/Dental (2 person) $13,587 • MERS Expense $ 6,749 • Life/Disability/Other $ 400 • Total salary & Benefits $79,943 • Less 50% Central Dispatch ($39,971) • Projected Savings to General Fund $39,971 • Less Decrease in Region 7 Funding ($ 9,250) • Projected Savings to General Fund $30,721

  8. EM Manager / 911 Director PositionPotential Cost Impacts • 911 Central Dispatch (Dept 261) • Base Salary EMM $51,155 • Employer Expense P/R Taxes $ 3,913 • Health/Dental (2 person) $13,587 • MERS Expense $ 6,277 • Life/Disability/Other $ 400 • Total salary & Benefits $75,332 • Less 50% Emer. Man. Allocation ($39,971) • Projected Savings to General Fund $35,360 • Possible Add. Wages to Lead (2/hr.) ($ 4,160) • Projected Savings to Dept 261 $31,200

  9. Options Discussed at 8/22/19 BOC Special Budget Meeting • Use some or all of fund balance to balance the general fund budget. • Reduce eligible cost across the board 2% equates to $5,452. • Eliminate Services • MSUE $54,338 (120 day notice required) (offering an additional $500) • B/L Health Dept. $239,702 (60-90 day notice, 45% of services are mandated) • Eliminate all Training approximately $20-25,000 • Economic Development $10,000 • Eliminate Planning Commission $11,450 ($9,850) • Eliminate Parks and Recreation $11,000

  10. Options Discussed at 8/22/19 BOC Special Budget Meeting • Increase Administrative Fees (must be justifiable to Auditor, previous slide) • Charge Central Dispatch Rent (7,650) • Reduce Jail Appropriations (FY18-19 $324,000, requested FY 19-20 $359,000) • Reduce Sheriff OT (if contract with new Dr., results in fewer ER visits) • Increase DHHS Rent (subject to negotiations with State, seems highly unlikely) • Employee pay % of monthly health insurance premium (future slide) • Increase opt out for health insurance, if we could get more employees to opt out (employees responding back to 50% cost sharing up to $500/month, not interested) • Reduce or suspend contract attorney’s cost in Circuit and District (conflict and Neglect & Abuse representation will be an issue in Benzie County) • Reduce or suspend road patrol (would need to result in loss of positions)

  11. Continued Health Insurance Discussion • Projected Health Insurance Cost $960,582 (4.24% $42,576 reduction from 18/19 FY) • Employee Cost Share 5% $ 48,029 GF 50% $24,014 • Employee Cost Share 10% $ 96,058 GF 50% $48,092 • Employee Contribution Per Pay 5% 10% • Single $10 $21 • Double $24 $48 • Family $30 $60

  12. Pros and Cons With Transferring More Costs to Employees • Pros • 1. Reduces the cost to Benzie County • 2. Additional funds can be used to ensure services are maintained • Cons • May impact our competitiveness in the recruitment of quality employees (Corrections, EMS, MERS, etc.) • May lose some quality employees, due to lack of competitiveness in wages, and the potential increasing of employees health insurance costs • By not continuing with 18/19 total compensation wage analysis, some non-union employees will fall further behind 10 County NN average • Recent exit interviews show a trend of long term employees leaving due to competitiveness of wages and a general feeling of being undervalued

  13. Mandated and Non-Mandated Services • See attached documents

  14. Next Step • 1. Majority of BOC agrees on the tentative 19/20 FY budget and directs staff to set the budget at the September 10, 2019 BOC meeting. • 2. Majority of BOC unable to agree upon the terms and conditions of the tentative FY 19/20 budget at this special meeting, another special meeting needs to be scheduled before September 10, 2019 BOC meeting. Direction on what changes need to be made by BOC. • 3. BOC needs to approve the Health Insurance plan at this meeting, current plan that is incorporated in the proposed budget is a 4.24% reduction from last year and saves the County $42,576. The decision on whether or not to implement an employee cost sharing % does not need to be made today.

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