FY2016-17 Budget Final

D ESOTO txed mr 2006

CITY OF DESOTO SOARING FOR EXCELLENCE

OFFICE OF THE CITY MANAGER

regardless of size. Unfortunately, the prolonged deprivation of financial resources for smaller agencies resulted in numerous positions and public services being eliminated. The ZBB technique has played a significant role in resurrecting these positions and public services. Since its inception in FY2012, City departments have successfully jettisoned wasteful expenditures by validating their departmental needs on an annual basis. In the past, budgets were created based upon a predetermined percentage increase from the previous FY end balance. Over time, department budget line items rose without any credible rationale for its anticipated purpose or intended results. This is just one (1) of the many budgeting exercises that had to be reformed. By the end of FY2012, the ZBB technique proved to be instrumental in reducing expenditures and creating an environment that promoted teamwork. This was an epic shift from the past when departments were only concerned with their individual priorities and goals. Today, Executive Leadership Team members focus more on collaboration and cooperation to produce quality outcomes. This mindset has generated a newfound growth in alternative revenue resources and the streamlining of public services. These two (2) subject matters have significantly alleviated an enormous amount of strain placed on the GF to adequately finance personnel and public services. Over the past five (5) years, I have been extremely fortunate to serve in the capacity of City Manager. Throughout this duration of time, there has been a substantial amount of progress made in terms of improving the financial health of our City. The path toward achieving this financial condition has been overwhelmingly difficult and time-consuming. This was primarily due to a multitude of burgeoning issues that revolved around monetary policies and departmental leadership. By allowing these two (2) central factors to remain constant without ever being rectified, the City suffered for many years in terms of its future financial growth and security. The proposed FY201 7 budget continues to demonstrate our natural ability to undertake these inherited challenges and find viable solutions. After assuming the position of Assistant City Manager in late FY2009, the City was facing a monetary shortfall due to overestimated growth rate percentages and a dearth of fiscal administration. These inflated financial assumptions were generated to financially support various capital projects and other internal programs. However, these revenue projections that were supposed be realized over an extended period of time never came to fruition. In 2008, the global economic downtown further exacerbated this funding gap. The FY2012 budget, which was my first authored financial document, illustrated a path toward dismantling these monetary barriers that could have been quashed prior to the recession. After carefully evaluating these preventable missteps during my tenure as Assistant City Manager, I estimated ~Fiscal Year 2017~

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