County Board
FY 2012 BUDGET GUIDANCE-DIRECTION TO MANAGER FOR PREPARATION OF FY 2012 BUDGET
GOALS:
The County Board directs the County Manager to prepare a FY 2012 budget that reflects the current economic situation while honoring the County’s vision and legacy. Specifically, the FY 2012 budget must, at a minimum, fund services that protect the health and safety of our residents, continue our investments in affordable housing and environmental sustainability, fund the public schools, and ensure a safety net for those in need.
PRINCIPLES:
- Provide a balanced budget that limits FY 2012 County Expenditures (excluding Schools Transfer) to the FY 2011 adopted level plus 1.14% (Consumer Price Index – Urban, change over the previous 12 months)
- Allow for expenditures above the total noted in (1) in three situations:
- To abide by the provisions of the revenue sharing agreement with the Schools
- To meet explicit commitments previously made by the County Board for new facilities (i.e.Mary Marshall Assisted Living Facility, Fire Station 3, Long Bridge Park Phase 1, and Columbia Pike Garage (Penrose)).
- If fully offset by fee revenue.
- Ensure that the budget provides for long-term financial sustainability.
- Preserve the County’s Triple AAA bond ratings.
- Fully fund all debt, lease and other contractual commitment including those “subject to appropriation” in the base budget.
- Add no new positions or programs supported by local tax revenues unless
- Bringing existing services in-house can be shown to save money
- There is a dedicated funding source for the positions or programs
- They are to meet explicit commitments previously made by the County Board for the facilities listed in 2.b. above.
- Eliminate duplication and inefficiencies.
- Provide options for compensation that address competitive and/or health care pressures
STRATEGIES:
- Evaluate strategic choices such as investments in maintenance capital that would reduce ongoing operating expenses.
- When proposing the elimination of a non-essential service, present, where possible, fee options that could offset the potential elimination of a non-essential service and/or new public/private partnerships designed to deliver the service.
- Present alternatives that reduce costs through consolidation, mergers, contracting, partnerships, and other service mechanisms.
- Incorporate evaluation of 2010 and 2011 cuts, where information is known, and identify performance measures that will be used to evaluate significant cuts proposed for 2012.
- Provide comparative analysis of compensation in the region showing Arlington’s performance in recent years and assessing current standing, and relating to longstanding County compensation goals.