Biennial Budgeting in Minneapolis Changes for Budget Stability - PowerPoint PPT Presentation

Biennial Budgeting in Minneapolis Changes for Budget Stability & Evaluation Capacity

Current State •Review CSL •Hear Mayor’s •Receive •Develop Budget Change Item •Adjust Assumptions Department- Mayoral Requests Council spending as •Weigh Enterprise- Level Decision Review & •Build Cost Level CSL necessary Alternatives Budgeting Making •Review Adoption Allocation Priorities & •Develop •Markup & Models Make Decisions Requests Adoption

Current State Year 1 Year 2 Year 3 Year 4

Current State Problem Statement: The City of Minneapolis spends too much time writing a budget; not enough time budgeting. • Continuous Cycle of Budget Writing • Document production drives decision-making timelines • Departments experience budget burnout • Little Room for Planning & Evaluation • Pilot programs barely take flight before full funding requests are made • Long-range financial vision is obscured by continual decision-making

Proposed Solution – Biennial Budget •Review CSL •Hear Mayor’s •Receive •Develop Budget Change Item •Adjust Assumptions Department- Mayoral Requests Council spending as •Weigh Enterprise- Level Decision Review & •Build Cost Level CSL necessary Alternatives Budgeting Making •Review Adoption Allocation Priorities & •Develop •Markup & Models Make Decisions Requests Adoption •Check Assumptions •Review CSL •Hear Mayor’s •Publish Revised Budget Council Review & Develop Estimates (if •Adjust spending as Review & Assess necessary) Supplemental necessary •Weigh Alternatives Adoption •Evaluate Financial •Develop Requests •Markup & Adoption Performance

Proposed Solution – Biennial Budget Year 1 Year 2 Year 3 Year 4

Future State • Budget in Even Years; Evaluate in Odd Years • Levies are still set annually, as required by law • Supplemental budget process can be used as needed • Can continue to amend throughout the year as needed • Builds space for financial and program performance evaluation • Additional Benefits • Better alignment of appropriation cycles with financial planning • Creates opportunities to redeploy staff to other pressing work • Shifts budget focus from outputs to outcomes