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Home My WebLink About07-08 BUDGET ADOPTION SCHEDULECiTY OF PORT ARTHUR, TEXAS FINANCE DEPARTMENT DATE: TO: FROM: RE: 06/18/07 STEVE FITZGIBBONS, CITY MANAGER 2007-2008 BUDGET ADOPTION SCHEDULE july 17, 2007 july31,2oo7 The preliminary schedule for the upcoming budget season is as follows: Regular Coundl Meeti~ City Manager presents the proposed budget to Council, and files with the City Secretary Regular Coundl Mee~ Budget Workshop Resolution Calling Public Hearing on the 2007-2008 Budget August 13, 2007 P.A. News - Publication of Notice of Public Hearing on the 2007- 2008 Budget August 14, 2007 Regular CoundlMee~ Resolution Calling the Public Hearing on the Tax Rate - if required Ordinance Approving the 2007 Appraisal Roll Budget Workshop P. A. News - Publication of Notice of Public Hearing on the Tax Rate - if required Re~_ular Coundl Mee~ Public Hearing on Budget, Public Hearing on Tax R~te - if required Budget Workshop Possibly Adopt Budget, Tax Rate, and Tax Roll Sept. 11, 2007 Rev_ularCoundlMeeXi~ Budget Workshop - ff necessary Adopt Budget, Tax Rate, and Tax Roll August 21, 2007 August 28, 2007 Z:\Finance\2008 Budget\sf_adoption schedule.doc LOCAL GOVERNMENT - BUDGET PROCESS Governmental budgeting allocates resources to public services and projects; Because it determines the total amount of taxes levied, (and other fees assessed), and on whom, governmental budgeting also allocates the burden of taxation. Budgeting balances the resources drawn from the public against the demand for services and projects, keeping taxes within acceptable limits and ensuring that services are sufficient to allow economic growth and stability. Budgeting helps policy makers set goals, assists program managers and department heads to improve organizational performance, and ensures that both elected and appointed officials are accountable to the Public. The budget is not only a 'bean counUng' exercise. Budgets are: · A way to rationalize the allocation of scarce resources · A change vehicle - a way to accoml~lish change in the legislative arena · An accepted way to propose new fiscal and non-fiscal issues as defined by the decision makers · A political strategy - a way to integrate the Council's political and policy agenda and values to provide vision and direction for the administration The budget as a policy instrument requires a clear articulation by the chief executive and legislative body of the goals, objectives, and strategies that underline the budget. The-budget provides an opportunity to explain the substantive impact of policy changes on operations, service levels, and the financial well-being of the community. Public sector budgeting is competitive by r~ature. Functions, programs and capital needs compete for a limited pool of, revenues. Each community is different, and by assessing the needs in a competitive 'environment, the legislative body sets the priorities of the community into action. Because a public budget results from negotiations among groups who want different things, budget implementation must be visibly consistent with the agreements reached. Once a government passes its budget there are practical limitations on the number o~f amendments allowed during the budget year. The ideal is to make only unavoidable technical changes during the year. Too much effort goes into mediating among competing demands to revise the budget extensively throughout the year. Moreover, substantially redoing parts of the budget out of the process threatens the legitimacy of the budget process. Impletementation of public budgets must be rigid enough to maintain the public's confidence in agreements arrived at in the extensive process, yet flexible enough to deal with unexpected events. Section 102.009 of the Texas Local Government Code states, in part, "b) After final approval of the budget, the governing body may spend municipal funds only in strict compliance with the budget, except in an emergency. (c) The governing body may authorize an emergency expenditure as an amendment to the original budget only in a case of grave public necessity to meet an unusual and unforeseen condition that could not have been included in the original budget through the use of reasonably diligent thought and attention." Article XII, Section 5, of the Charter of the City Of Port Arthur - Preparation of the Budget states in part, "At least 30 days prior to the beginning of the fiscal year, the City Manager shall submit to the Council a proposed budget, which shall include: (a) An itemized estimate of the expense of conducting each department, division and office. (b) Comparison of such estimates with the corresponding items of expenditure of the last two fiscal years and with the expenditures of the current fiscal year, plus an estimate of expenditures necessary to complete the current fiscal year. (c) Reasons for proposed increases or decreases of such items of expenditure compared to the current fiscal year. (d) The section goes on to require "supporting schedules and exhibits, setting forth a complete financial plan for operation of the City during the coming fiscal year, with suitable explanation of any major changes in the cost of operation or the financial policy." The proposed budget is filed with the City Secretary, and a copy placed in the Public Library, for public inspection. An advertisement in the paper notifies the public, at least :[0 days in advance that a Public Hearing will be held, giving the citizens an opportunity to be heard for or against any item in the budget. The City Council shall take action on the budget after the Public Hearing. The Council can make any changes to the proposed budget it considers warranted by the best interests of the municipal taxpayers. Sources: ~Local Government Finance, Concepts and Practices'~ Edited by John E. Peterson and Dennis R. Strachota, published by the Government Finance OfficemAssociation of the United States and Canada "Budgeting, a Guide for Local Governments" published by the International City/County Management Association (ICMA)