2010-11 Summary of Expenses And Average Cost Per Position Summary of All 2010-2011 Spending Source: Calculated From Columns h, o, p, q, r, s, t Agency Total Money Spent on Personnel 131 Mayor's Office $ 873,886 $ 1,108,764 10 $ 87,389 11 $ 100,797 132 Chief Administrator's Office $ 552,155 5 $ 110,431 133 Corporation Counsel 135 Office of Labor Relations $ 1,773,940 $ 191,173 18 $ 98,552 2 $ 95,587 136 Human Resources $ 667,550 $ 5,509,563 7 $ 95,364 66 $ 83,478 $ 991,486 13 $ 76,268 152 Public Library 160 Parks & Recreation $ 3,847,976 46 $ 83,652 $ 5,417,774 59 $ 91,827 161 City/Town Clerk $ $ 429,199 436,892 5 $ 85,840 6 $ 72,815 $ 4,317,396 53 $ 81,460 201 Police Service 202 Fire Service $57,766,494 $44,614,146 551 $ 104,839 382 $ 116,791 301 Public Health 302 Fair Rent Commission $ 4,902,812 $ 88,522 64 $ 76,606 1 $ 88,522 303 Elderly Services $ 495,441 6 $ 82,574 304 Youth Services $ 305 Serv to Persons with Disabilities $ 308 Community Services Admin $ 101,959 173,577 1 $ 101,959 2 $ 86,789 111 Board of Aldermen 137 Department of Finance 139 Assessor's Office 162 Registrar of Voters 200 Public Safety Communications Numbers in columns H through U are exactly as they appear on p.2-14 & 2-15 2010 Budget Avg Cost of Employme nt Per Total Position Positio including Average ns benefits Salary 436,125 4 402 Contract Reserve $(1,000,000) 404 Various Organizations $ 0 405 Non-Public Transportation $ 0 501 Public Works $ 9,815,050 116 502 Engineering $ 1,008,174 9 600 Debt Service $ 0 701 Development Operating Contributions $ 0 702 City Plan $ 658,984 7 704 Transportation/Traffic & Parking $ 2,763,934 31 705 Commission on Equal Opportunities $ 323,790 4 721 Building Inspection & Enforcement$ 1,220,178 14 724 Economic Development $ 1,147,084 11 747 Livable City Initiative $ 941,166 11 802 Pensions $ 3,820,284 0 804 Self Insurance $ 4,000,000 0 805 Employee Benefits $ 516,400 0 900 Education $163,518,653 2295 999 Innovation Based Budgeting $(7,937,584) 4 Airport $ Total $315,492,943 3814 $ 109,031 $ $ $ $ 84,613 $ 112,019 $ $ $ 94,141 $ 89,159 $ 80,948 $ 87,156 $ 104,280 $ 85,561 $ $ $ $ 71,250 $2,739,696 Average Cost Per Position Total Minus Education $151,974,290 1,519 $ 100,049 Total Minus BOE/IBB/Contract$Reserve 160,911,874 1519 $ 105,933 Column C = Column h+o+p+q+r+s+t Column D from p. 2-62 2010-11 Budget Column E = Column C divided by Column D Column F = Columns H Divided by Column D Column G = Columns (O+P+Q+R+S+T) Divided by Column D Average Cost of Benefit Package per 51000's 52000's Utilities position Personnel 618,346 $ $61,835 $25,554 $ 827,670 $ $75,243 $25,554 $ Numbers Exactly From p.2-13 thru 2-15 Sum of V,W&X 58000's Health Benefits $ 58000's COBRA/ 57000's Debt 58000's Social Service Security Pensions 92,950 $ $ 99,500 $ - 59000's 59000's General Worker's Liability & Compensati other on Benefits $ 156,040 $ - $ - $ - $ 985,963 $ 985,963 $ 126,000 $ - $ 109,450 $ - $ 171,644 $ - $ - $ - $ 1,255,914 $ 1,255,914 53000's Allowanc 55000's e& 54000's Materials & Travel Equipment Supplies 56000's Rentals & Services - $ 12,500 $ - $ 6,627 - $ 18,000 $ - $ 3,150 59000's Unemploy ment Compensa General Fund tion Auto-sum total from p. 2-15 Special Fund Capital Fund from p2-13 from p.2-13 194,924 Actual Departmental Spending % $ 985,963 $ 1,450,838 0% 0% 424,385 $84,877 $25,554 $ $72,998 $25,554 $ 1,313,968 140,065 $70,033 $25,554 $ $ 2,000 $ - $ - $ 1,200 $ 55,680 $ - $ 49,750 $ - $ 78,020 $ - $ - $ - $ 611,035 $ 611,035 $ 611,035 0% $ $ - $ $ 350 - $ $ 3,275 - $ $ 60,200 900 $ $ 582,275 47,000 $ $ - $ $ 179,100 19,900 $ $ - $ $ 280,872 31,208 $ $ - $ $ - $ $ - $ $ 2,420,040 239,073 $ $ 2,420,040 239,073 $ $ 2,420,040 239,073 0% 0% 488,672 $69,810 $25,554 $ $57,924 $25,554 $ 3,822,999 659,284 $50,714 $25,554 $ $ - $ - $ - $ 1,620 $ 580,000 $ - $ 69,650 $ - $ 109,228 $ - $ - $ - $ 1,249,170 $ 1,249,170 $ 1,249,170 $ 1,233,140 $ - $ 960 $ 4,940 $ $ 90 - $ $ 59,234 3,725 $ 5,361,659 $ 287,550 $ $ - $ $ 656,700 129,350 $ $ - $ 1,029,864 $ 202,852 $ $ - $ $ - $ $ - $ 12,164,646 $ 1,287,701 $ 12,164,646 $ 1,287,701 802,051 950,000 1,500,000 $ 13,916,697 $ 2,787,701 0% 2% $58,098 $25,554 $ 2,672,492 $61,105 $30,722 $ 3,605,185 $ 348,597 $ 773,023 $ $ - $ 44,600 $ 23,310 $ 387,950 $ 301,015 $ $ 349,850 408,457 $ $ - $ $ 457,700 587,050 $ $ - $ $ 717,784 920,636 $ $ 304,903 $ $ - $ $ - $ $ 4,978,973 6,923,579 $ $ 4,978,973 6,923,579 83,628 712,450 550,000 2,375,000 $ 5,612,601 $ 10,011,029 1% 301,429 $60,286 $25,554 $ 283,568 $47,261 $25,554 $ $55,906 $25,554 $ 2,963,034 $ - $ - $ - $ 7,000 $ 196,080 $ - $ 49,750 $ - $ 78,020 $ - $ - $ - $ 632,279 $ 632,279 $ 632,279 $ 6,515 $ 106,000 $ $ 522 - $ $ 450 1,500 $ $ 3,071 2,000 $ $ 257,170 395,801 $ $ - $ $ 59,700 527,350 $ $ - $ $ 93,624 827,012 $ $ - $ $ - $ $ - $ $ 704,620 4,822,697 $ $ 704,620 4,822,697 $ $ 704,620 6,967,043 0% 0% $61,899 $42,940 $ 34,106,324 $75,462 $41,329 $ 28,826,350 $51,052 $25,554 $ 3,267,356 $ 681,783 $ 1,325,433 $ 4,743 $ 2,120 $ 119,070 $ 84,985 $ 1,074,535 $ 729,530 $ 1,668,377 $ 250,463 $ $ - $ 10,285,559 $ 8,411,367 $ $ - $ 8,597,804 $ 5,648,648 $ 4,776,807 $ 1,727,781 $ $ - $ $ - $ 61,315,002 $ 47,006,677 $ 61,315,002 $ 47,006,677 $ - $ 4,818 $ 2,230 $ 42,100 $ 186,931 $ - $ 636,800 $ - $ 998,656 $ - $ - $ - $ 5,138,891 $ $62,968 $25,554 $ $57,020 $25,554 $ $ $76,405 $25,554 $ $61,235 $25,554 $ $83,477 $25,554 $ $ $ $52,049 $86,465 $ $ $68,587 $63,605 $55,394 $61,602 $78,726 $60,007 $ $ $ $51,229 564,352 1,190,000 2,025,000 1% 1% $ 63,069,354 $ 49,031,677 9% 7% $ 19,557,991 - $ - $ 450 $ 720 $ - $ 9,950 $ - $ 15,604 $ - $ - $ - $ 89,692 $ 89,692 2,750 $ 92,442 3% 0% $ 3,492 $ - $ 5,750 $ 380,557 $ - $ 59,700 $ - $ 93,624 $ - $ - $ - $ 891,740 $ 891,740 89,365 $ 981,105 0% - $ $ 180 400 $ $ - $ $ 200 675 $ $ 259,135 10,166 $ $ - $ $ 9,950 19,900 $ $ - $ $ 15,604 31,208 $ $ - $ $ - $ $ - $ $ 361,474 184,818 $ $ 361,474 184,818 1,858,020 $ $ 2,219,494 184,818 0% 0% - $ 1,500 $ - $ 2,300 $ 1,752,171 $ - $ 39,800 $ - $ 62,416 $ - $ - $ - $ 2,192,096 $ 2,192,096 722,688 $ 2,994,784 $ $ $ $ 839,172 $ 9,865 $ $ $ 10,000 $ 90,800 $ 1,768 $ 5,602 $ $ 4,050 $ $ $ $ 3,786,834 $ $ $ 7,441,323 $ $ 188,295 $ 700,000 $ 5,957,538 $ 581,535 $ $ 1,345,000 $ 68,000 $ 250,646 $ 13,744 $ 24,697 $ 608,235 $ 84,753 $ $ 2,054,500 $ 1,906,600 $ 40,899,909 $ $ $ 67,932,444 $ $ $ $ $ $ 26,038,423 $ $ $ $ $ $ $ $ $ $ $ 39,057,635 $ $ $ 65,096,058 0% -0% 0% 0% 3% 1% 4% 0% 0% 1% 0% 0% 8% 1% 1% 1% 0% 53% -1% 0% 100% 62,968 $ - 342,117 $ 6,500 76,405 122,469 $ $ 333,909 $ $ (1,000,000) $ $ $ $ $ $32,563 $ 6,037,712 778,188 $25,554 $ $ $ $ $ 480,106 $25,554 $ $25,554 $ 1,971,760 221,574 $25,554 $ 862,422 $25,554 $ 865,990 $25,554 $ 660,072 $25,554 $ $ $ $ $ $ $ $ 117,569,478 $20,021 $15,604 $ (8,000,000) $ $28,785 $205,706,297 2,144,346 0% $ $ $ $ $ $ $ 298,200 $ $ 2,400,000 $ $ $ $ $ $ $ $ $ $ 3,949 $ $ $ 16,350 $ 7,000 $ $ 45,000 $ 3,600 $ $ $ $ $ $ $11,549,000 $649,858 $ $ $ $ $18,786,140 $724,333 $ $ $ $ 267 $ $ $ $ $ 5,000 $ $ $ $ $ $ $ $ 504,218 $ $ $ 788,995 $ $ $ $ 1,154,200 $ 89,550 $ $ $ 69,650 $ 308,450 $ 39,800 $ 139,300 $ 109,450 $ 109,450 $ $ $ $ 6,145,135 $ $ $ 30,632,961 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 3,820,284 $ $ $ $ $ $ 3,820,284 $ $ $ $ 1,810,064 $ 140,436 $ $ $ 109,228 $ 483,724 $ 62,416 $ 218,456 $ 171,644 $ 171,644 $ $ $ $ 36,203,185 $ 62,416 $ $ 59,593,581 $ $ $ $ $ $ $ 813,074 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 4,000,000 $ $ 16,400 $ 2,540,855 $ 1,060,000 $ $ $ $ $10,163,420 $ 5,076,400 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 500,000 $ $ $ $ 500,000 $ (1,000,000) $ 188,295 $ 700,000 $ 16,910,227 $ 3,999,574 $ 26,038,423 $ 1,345,000 $ 736,984 $ 3,110,380 $ 343,251 $ 1,266,827 $ 1,762,319 $ 1,078,569 $ 3,820,284 $ 6,054,500 $ 2,423,000 $ 259,966,107 $ (7,937,584) $ $ 476,262,236 5,138,891 $ (1,000,000) $ 188,295 $ 700,000 $ 16,910,227 $ 3,999,574 $ 26,038,423 $ 1,345,000 $ 736,984 $ 3,110,380 $ 343,251 $ 1,266,827 $ 1,762,319 $ 1,078,569 $ 3,820,284 $ 6,054,500 $ 2,423,000 $ 259,966,107 $ (7,937,584) $ 476,262,236 14,419,100 80,000 1,325,000 3,185,000 237,362 320,096 1,577,720 425,000 910,000 45,893,983 5,293,465 400,000 4,505,000 2,000,000 73,279,506 23,982,429 148,195,806 588,119 45,990,548 $ (1,000,000) $ 188,295 $ 700,000 $ 18,235,227 $ 7,184,574 $ 26,038,423 $ 1,345,000 $ 1,399,346 $ 4,340,476 $ 1,920,971 $ 1,666,827 $ 52,161,302 $ 8,372,034 $ 3,820,284 $ 6,054,500 $ 2,423,000 $ 357,228,042 $ (7,937,584) $ 588,119 $ 670,448,590 $42,026 $88,136,819 $7,237,140 $74,475 $284,777 $3,654,489 $27,032,535 $26,038,423 $24,487,826 $3,820,284 $23,390,396 $7,622,565 $4,016,400 $500,000 $216,296,129 $216,296,129 $74,916,300 $22,008,119 $313,220,548 $ Education Cost Per Student: 19,851 (Enrollment per ConnCAN website) $ 17,995 Cost of City Governance per Household (47,545 households per CERC) $ 14,101 Debt Type Debt Amount General Obligation Bonds $ General Obligation Bonds - Anticipated March 2009$ Unfunded Liabilities "Cosigned" DebtDate 468,859,124.00 40,000,000.00 Reference 12/31/12 Monthly Report 12/30/08 p.10 2/19/13 Blue Ribbon Commission Meeting, 2/18/09 GASB 45 Early Retiree Healthcare $ 430,000,000.00 P&F Deficit (estimated w/2007 60.6% Funded Ratio and 9/30/2008 balance) $ 188,811,821.78 2/2/12 February 2008. New numbers may be higher due to investment losses, etc 7/31/12 Audited Financials Statement 7/30/08 p.3g-3h. New numbers may be higher d CERF Deficit (estimated w/2007 60.6% Funded Ratio and 11/30/2008 balance) $ 128,198,363.11 Accrued Sick Time $ 28,000,000.00 7/31/12 Audited Financials Statement 7/30/08 p.3g-3h. New numbers may be higher d 2/19/13 Blue Ribbon Commission Meeting, 2/18/09 Short-term Debt 3/2/12 City Of NH, General Obligation Bonds, Issue of 2008, Series A p.A-23 Other Miscellaneous Debt $ 116,000,000.00 $ Sub-totals of above $ 204,301,348.00 829,160,472.00 Total Debt as reported by City $ 815,043,162.00 Difference (our number versus reported by City) $ (14,117,310.00) Total Money Owed $1,604,170,656.89 Sum of "Miscellaneous Debt" and "Debt We Guarentee" from Below $ 775,010,184.89 7/31/12 Audited Financials Statement 7/30/08 p.3c This is debt we have not identified in source documents but reported by city as City Of New Haven Total Assets $ 1,373,920,020.00 Assets minus Liabilities Calculated $ (230,250,636.89) Assets minus Liabilities As Reported By City As "Combined Net $ 598,876,858.00 Assets" Estimated Deficits in GASB 45, P&F, CERF Not Calc. $ Here 216,000,000.00 Estimated Money Owed $ 1,908,053,346.89 Estimated Assets minus Liabilities $ (534,133,326.89) 7/31/12 Audited Financials Statement 7/30/08 p.3c City's Equity is Negative --- a definition of bankruptcy 7/31/12 Audited Financials Statement 7/30/08 p.3c CERF, P&F down by $116 in 12/08 from numbers above. Blue Ribbon Commis Money missing from this spreadsheet, plus estimated deficits in GASB, P&F, C Miscellaneous Debt/IOUs Details Unapproved School Construction Costs (By State $ CT) 65,000,000.00 Tweed FAA (Forgivable Debt? Under what depreciation/amortization $ 25,000,000.00 table?) Self Insurance $ 16,569,048.00 Capital Lease Obligations $ 13,166,387.00 GNWPCA (40% of cost, could be as much as $120MM) $ 12,309,306.00 Industrial Bonds $ 12,000,000.00 Worker's Compensation $ 3,319,512.00 Landfill closure and post closure $ 1,800,000.00 Coliseum Authority $ 153,575.00 East Rock Community Tower $ 515.00 SubTotal $ 149,318,343.00 Debt We Guarentee But Do Not Make Payments On Parking Authority Conduit Debt Trash Authority HUD Section 108 Loans Shubert Theater 2/19/13 Debt Scenarios Spreadsheet, Provided by Larry Rusconi and Mark Petrosimon We are told that this is the amount we would owe the FAA if we close the airpo 7/31/12 Audited Financials Statement 7/30/08 p.3g 3/2/12 City Of NH, General Obligation Bonds, Issue of 2008, Series A p.A-23 3/2/12 City Of NH, General Obligation Bonds, Issue of 2008, Series A p.A-23 6/2/12 Grand News Article, June 2008 p.4-5 What is this for? Duplicate for Conduit Debt? 7/31/12 Audited Financials Statement 7/30/08 p.3g 7/31/12 Audited Financials Statement 7/30/08 p.54 7/31/12 Audited Financials Statement 7/30/08 p.7 3/2/12 City Of NH, General Obligation Bonds, Issue of 2008, Series A p.22-23 $ $ $ $ $ 1 22,481,224.00 12,959,672.00 10,294,135.00 6,400,744.00 1,368,000.00 7/31/12 Audited Financials Statement 7/30/08 p.7 3/2/12 City Of NH, General Obligation Bonds, Who is Issue this of for? 2008, Series A p.61 7/31/12 Audited Financials Statement 7/30/08 p.7 3/2/12 City Of NH, General Obligation Bonds, Issue of 2008, Series A p.62 3/2/12 City Of NH, General Obligation Bonds, Issue of 2008, Series A p.A-23 Grove Parking Associates $ 1,250,000.00 3/2/12 City Of NH, General Obligation Bonds, Issue of 2008, Series A p.A-23 Golf Course Transfer Station $ $ 133,975.00 95,255.00 3/2/12 City Of NH, General Obligation Bonds, Issue of 2008, Series A p.22-23 3/2/12 City Of NH, General Obligation Bonds, Issue of 2008, Series A p.22-23 $ 54,983,005.00 Subtotal Money missing from this spreadsheet to equal $ reported by City $ 87,882,690.00 Questions How does page 43 effect above balances? Where is the other $50MM-$75MM since they probably don't count Tweed? City Of NH, General Obligation Bonds, Issue of 2008, Series A p.43 Who is the Conduit debt for? What makes up the City's reported Assets? What is the City's accounting for the $775MM debt? Under what scenario would we be responsible for the $120MM GNWPCA money? What is our current funding ratios of CERF, P&F, and GASB? List debt by P&I 20 people in ongoing capital projects Amount DEBT/IOU Related to employment Employment Debt/IOU as percent of City Debt Percent of General Fund For Employees General Fund 2008-9 People Costs 2008-9 $ $ $ 794,898,744.89 50% 65% 465,994,469.00 304,831,762.00 per person CERC Aug 2008 Demographic Profile debt IOUs to City Employees Off Balance Sheet - "Cosigned Debt" Total per household per housing unit Median Income $774,177,467 $775,010,185 $54,983,005 130,625 $5,926.72 $5,933.09 $420.92 49,192 $15,737.87 $15,754.80 $1,117.72 52,903 $ $14,633.90 $14,691.58 $1,042.29 $1,604,170,657 $12,281 $32,610 $30,368 Repayment/Unit/Yr for 20 Years excluding interest $ Repayment/Unit/Yr for 30 Years excluding interest $ 80,208,532.84 53,472,355.23 $ $ 614.04 409.36 $ $ 1,630.52 1,087.01 $ 1,518.39 $ 1,012.26 General Fund $ City Budget $ All Ed Spending:BOE Budget, Capital & Debt Service $ 465,994,469.00 630,981,434.00 402,487,962.00 $ $ $ 3,567.42 4,830.48 3,081.25 $ $ $ 9,472.97 12,826.91 8,181.98 $ 8,808.47 $ 11,927.14 per student $ 7,608.04 $ 2 35,821.00 19,851 students - 2007-8 Strategic Sch 20,275.45 Year Mill Rate General Fund Year Over Year Growth of GF Debt Service 2002 $344,879,418 $32,184,750 2003 38.53 $350,356,376 1.563% $37,320,172 2004 39.53 $361,524,583 3.089% $39,320,172 2005 42.53 $377,605,274 4.259% $44,587,448 2006 44.85 $397,843,538 5.087% $45,851,542 2007 43.29 $420,465,634 5.380% $50,994,356 2008 42.21 $435,097,311 3.363% $51,648,536 2009 $454,560,570 4.282% $58,851,808 2010 43.90 $476,262,235 4.557% $65,096,058 Average rate of increase 3.947% Projected based on average annual year over year increases 2011 2012 2013 2014 2015 Projected 495,062,435 514,604,763 534,918,514 556,034,139 577,983,293 Source: A-17, Feb 2010 Bond Offering Statement And other historical data on GF, Debt Service and taxes Mill Rate 41.21 Each Mill $ 5,393,332 1 Projected Year Over Year Debt Service Increase Taxes Year Over Year Increase in Taxes $137,971,882 13.76% $145,503,999 5.18% 5.09% $149,886,899 2.92% 11.81% $165,513,357 9.44% 2.76% $185,930,289 10.98% 10.09% $191,244,171 2.78% 1.27% $208,330,614 8.20% 12.24% $206,165,103 -1.05% 9.59% $222,259,230 7.24% 8.33% 6.91% Projected Taxes compared to 2010 237,622,893 6% 254,048,570 13% 271,609,670 18% 290,384,681 23% 310,457,515 28% 3 6.58% General Fund Personnel p 81 Pensions Employee Benefits Medical -- Active p 28 Employee Benefits -- Retirees Self Insurance Self Insurance -- Amortization of unfunded Savings Plan ??? Workers Comp Life Insurance, longevity, unemp comp, etc Sub-Total People Debt Service Utilities Rentals & Services p 81 Materials & Supplies Inflation Inclation Rate 2007-8 2008-9 Rate Proj. page 81 $465,994,469 100.00% 2009 vs 8 $199,895,931.0 $209,167,670 44.89% 4.64% 4.64% $28,763,850 $31,194,929 6.69% 8.45% 8.45% $29,974,000 $31,727,480 6.81% 5.85% 12.00% $16,506,000 $17,471,600 3.75% 5.85% 12.00% $4,450,000 $4,454,500 0.96% 0.10% 16.90% -$1,789,216 $6,514,940 $3,678,576 $287,994,081 $57,679,584 $21,193,010 $69,863,450 $8,327,690 2014-15 $218,869,458 $229,021,243 $239,643,897 $250,759,259 $262,390,183 $274,560,582 $33,831,479 $36,690,867 $39,791,926 $43,155,082 $46,802,487 $50,758,166 802 $35,534,778 $39,798,951 $44,574,825 $49,923,804 $55,914,661 $62,624,420 805 $19,568,192 $21,916,375 $24,546,340 $27,491,901 $30,790,929 $34,485,840 $5,207,311 $6,087,346 $7,116,107 $8,318,730 $9,724,595 $11,368,051 804 $700,000 $700,000 $700,000 $700,000 $700,000 $700,000 805 $7,562,626 $8,148,050 $8,778,793 $9,458,361 $10,190,535 $10,979,387 805 $3,917,833 $4,043,235 $4,172,651 $4,306,209 $4,444,043 $4,586,288 805 $321,273,844 $342,362,833 $365,151,888 $389,807,137 $416,513,390 $445,476,446 $64,575,672 $60,694,098 $59,041,675 $58,263,980 $57,450,754 $56,802,397 600 $26,062,565 $28,902,100 $32,051,005 $35,542,986 $39,415,420 $43,709,759 52000 $70,358,558 $73,876,485 $77,570,310 $81,448,825 $85,521,266 $89,797,330 56000 $9,976,748 $10,919,964 $11,952,353 $13,082,346 $14,319,170 $15,672,926 2.93% $1,448,047 $1,490,486 $1,534,170 $1,579,133 $1,625,414 $1,673,052 0.00% -$2,978,200 $0 $0 $0 $0 $0 $1,406,816 -$2,978,200 General Fund p 21 $445,440,214 $465,994,469 100.00% $207,089,490 $154,639,699 $67,641,770 $35,382,386 $208,330,614 $465,994,469 33.18% 14.52% 7.59% 44.71% 55.29% Pension Net Present Deficit Retiree Health -Unfunded ARC less above $125,000 City Taxes w funding for Retiree Health/Pensions $282,284,000 $50,000 0.01% Grand List 2008-9 -- from p32 2008-9 bud Mil rate w/out funding pensions, etc Mil rate w.funding pensions, GASB included $4,944,791,028 Up 12.3% 42.21 42.21 Assumptions Rate of Revenue Increase -- State Aid Rate of Revenue Increase -- Other State Aid Retiree Health Care -- Make Annual Reqd Contributions Pay down Pension Plan Net Deficit 2.93% 7.74% 3.20% $490,717,232 $518,245,967 $547,301,401 $579,724,407 $614,845,415 $653,131,910 4.00% 4.00% 4.00% $160,825,287 $167,258,298 $173,948,630 $180,906,576 $188,142,839 $195,668,552 $70,347,441 $73,161,338 $76,087,792 $79,131,304 $82,296,556 $85,588,418 $36,797,681 $38,269,589 $39,800,372 $41,392,387 $43,048,083 $44,770,006 $222,746,823 $239,556,741 $257,464,606 $278,294,140 $301,357,938 $327,104,934 $490,717,232 $518,245,967 $547,301,401 $579,724,407 $614,845,415 $653,131,910 0.00% $9,409,467 $9,409,467 $9,409,467 $9,409,467 $9,409,467 $9,409,467 $25,620,000 $25,620,000 $25,620,000 $25,620,000 $25,620,000 $25,620,000 GASB 45 $257,776,290 $274,586,208 $292,494,073 $313,323,607 $336,387,405 $362,134,400 45.05 52.13 48.45 55.53 52.07 59.15 56.28 63.36 60.94 68.03 66.15 73.24 45.13 48.54 52.17 56.39 61.06 66.27 $3,159 $6,318 $9,477 $12,637 $3,398 $6,795 $10,193 $13,590 $3,652 $7,303 $10,955 $14,606 $3,947 $7,894 $11,841 $15,788 $4,274 $8,548 $12,822 $17,096 $4,639 $9,278 $13,918 $18,557 $3,159 $263 $4,212 $351 $3,398 $283 $4,530 $378 $3,652 $304 $4,869 $406 $3,947 $329 $5,263 $439 $4,274 $356 $5,699 $475 $4,639 $387 $6,186 $515 4.00% 4.00% 5.00% Examples For Your Pocket Projected Mil Rate 42 Assessment to Market Val 70.00% Note we used market values below Taxes on $100k Market Home $2,955 Taxes on $200k Market Home $5,909 Taxes on $300k Market Home $8,864 Taxes on $400k Market Home $11,819 Rent Portion of taxes on 1 Floor of a 3 Family house when assessed at: 300k Market Assessment Rental Portion/Year $4,221 Monthly $352 400k Market Assessment Rental Portion/Year $5,628 Monthly $469 $58,862,850 $12,854,300 2013-14 0.30% $1,366,759 Sub-total Benefits -- inc above Sub-Total Claims & Comp p 81 incl above 2012-13 Actual 10.90% 5.00% 9.45% -$1,109,360 42.21 42.21 2011-12 0.00% 1.51% 7.74% 0.81% 3.20% 65.42% 13.53% 5.04% 10.90% 14.38% -4.09% 1.96% 9.45% Balancing Line $51,127,330 $187,223,394 $445,440,214 2010-11 $0 $7,019,263 $3,796,320 $304,831,762 $63,058,935 $23,502,004 $67,008,150 $9,115,002 Travel, equipment Sources of Funds -- Based on 2008-9 State Aid for Education Other State Aid Other Revenue City Taxes -- Residual after other sources 2009-10 $62,972,409 $15,270,083 1 2006-7 Aircraft Operations Of which General Aviation Air Taxi Military Commercial Aviation 2007-8 64,392 58,597 4,507 1,288 ?? 2008-9 11/25/12 42,050 2,622 Revenue Airport Operations Airport Parking Lot Passenger Facility Charges Airport & Other Revenue $633,169 $283,662 $60,255 $977,086 $585,248 $191,666 $166,730 $914,268 $1,113,200 $2,768,807 $403,000 $318,549 $1,111,046 $684,173 $2,516,768 $365,000 $337,655 $1,110,251 $752,725 $2,565,631 $800,000 $550,000 $160,000 $160,000 $570,000 $1,440,000 Expenses Administrative/Marketing Airports Agreement Operations Personnel Non-Personnel City of New Haven Proposed Additional requested Proposed Business Community State of CT $1,629,929 $600,000 $1,400,000 Capital Bond Contribution -- 2008-9 New Haven State Federal 52.57% 17.22% 14.98% $626,618 $424,854 $10,762,968 $11,814,440 http://www.answers.com/topic/tweed-new-haven-regional-airport?cat=biz-fin Total Acreage 394 1 Citywide Brainstorm On Revenues/Expenses Last Update 4/16/10 0:00 This sheet needs to be prioritized based on what is wanted and feasible. This is not meant to be a cohesive plan/strategy but rather a free form brainstorm. Some of these ideas require changes to state law to go into effect and some of the ideas are only slight variations and thus duplications so the total isn't really an actionable total. These numbers are also estimates. These numbers also exclude capital funds projects (although we think that is a mighty important area to highlight and discuss). We hope this list will foster dialogue and discussion. Please alert us to Purpose: inaccuracies and miscalculations. Type Revenue/Expense Department or Approx. Function Value Idea All Expense All All Expense All Cut all salarys at different rates based on different ranges -- see below employees must be responsible for overtly malicious, discriminatory and/or inappropriate behavior which results in law suits against the city All All Expense Revenue All All link city spending limits to median family income (and its rise/fall) Apply for more grants! Contracts Expense Contracts Expense All All Contracts Expense Contracts Expense All All Contracts Expense All Contracts Expense All Contracts Expense All Contracts Expense Contracts Expense All All Contracts Expense Fire cut firefighters Contracts Expense Medical Contracts Expense Medical raise deductibles and co-pays on insurance Sadly many small companys have had to switch to HSA with a high deducable for healthcare Atnea which is who the city uses does offer a much more affordable one. It is time for the city to think of that option and it would educate the employee not to abuse health care. Contracts Expense Contracts Revenue Education Expense Pensions Taxes Education Fees/FinesRevenue All Civil Service Reform: peg government employee salaries to that of the private sector since the make 20-40% more then equivalent private sector workers $800,000 Cut "longevity" bonus Cut "perfect attendance" bonus money - why do we pay extra for people to show up for their $18,000 jobs? If they don't want to work, find someone who does $10,285,315 Cut all employees' salaries by 5% $12,342,378 Cut all employee's salaries by 6% Link for background info p.2-16 2010 Budget p.2-16 2010 Budget p.2-14 2010 Budget Cut municipal employee salaries. Cut pensions. Offload staff. Do with less, much less. Cut staff and BOE salaries and benefits across the board by 20%. Many New Haven residents $63,098,589 can’t even find $8/hour jobs these days. We all must take a cut to help out in these times. declare bankruptcy so that it can open up every contract and make drastic changes to these contracts, starting with removing all of the consultants, without fear of legal action. rethink pension plans $2,758,829 unpaid furlough days to help balance the budget - i.e., 5 days unpaid leave Cut city employee pensions (including John’s) by the amount which would be required to fund the 6.1% increase. raise the car tax and wealth tax, not the property tax $3,000,000 Give the schools $3million maybe next year increase check return fee from $30 to $50 (my bank charges me $25 if someone gives me a bad check; Then there is the admin costs to get track the person down and get a new check) Send us your ideas: www.nhcan.org p.2-16 2010 Budget Citywide Brainstorm On Revenues/Expenses Fees/FinesRevenue City Clerk Increase dog license fee to $10 spayed/neutered and $20 nonspayed/nuetered from $8/$19 Fees/FinesRevenue DPW Charge more for bulk pick-up (editor's note: We couldn't find anything in the budget suggesting we currently charge for this service. How much should we charge?) Fees/FinesRevenue Health Department more user taxes and taxes on all restaurants as well as better enforcement of the health sanitary laws for cooks and food preparation workers. Fees/FinesRevenue LCI Fees/FinesRevenue LCI Fees/FinesRevenue LCI Fees/FinesRevenue LCI Fees/FinesRevenue Fees/FinesRevenue LCI LCI Fees/FinesRevenue Fees/FinesRevenue Traffic & Parking Traffic & Parking Fees/FinesRevenue Traffic & Parking Fees/FinesRevenue Fees/FinesRevenue Fees/FinesRevenue Traffic & Parking tow cars on delinquent payers after 6 months Tweed $28,000 Increase fuel flowage fee at Tweed by $0.05 Tweed $56,000 Increase fuel flowage fee at Tweed by $0.10 Fees/FinesRevenue Fees/fines Revenue Tweed Tweed Fire Expense OperationsExpense Fire All Close fire houses - start volunteer squads $724,333 freeze all travel expenses OperationsExpense All get rid of programs that are not working OperationsExpense All OperationsExpense OperationsExpense OperationsExpense All DPW DPW No more hand outs to groups that do not produce noticeable differences. the city needs to bring in someone who has complete authority to negotiate all the savings and base their compensation on the amount of money saved, such as 5% “commission” for three years as some savings will not be evident initially. If they have skin in the game, they will do a much better job at reducing waste as opposed to career politicians that only want to keep their jobs. collect refuse every two weeks - at least in the cold months Street sweeping once a month OperationsExpense OperationsExpense Education Education do not build a school in West Haven with our money Keep some of the newly closed schools closed and recirculate the kids % of return to city for properties gifted or sold under fair market value when those properties are later sold at a profit Fine for Enforce building violations, especially neglected, deteriorating properties which are bad for neighborhoods Fine for Failure to clean public sidewalks of debris and garbage. Fine for Failure to remove garbage cans and bins from sidewalk and street within 12 or 24 hrs of garbage pickup Fine for Failure to remove snow from public sidewalks within 24 hours. vacant properties should be sold for residential development increase cost of zone parking permits (editor's note: Mayor doubled these from $10 to $20 in $0 this budget) increase parking meter fees -- editor's note: Mayor proposes charging $1.50/hr from $1.25/hr more traffic tickets issued for all of the unsafe vehicles and bad drivers in NH with the fines starting at 200 bucks and increasing. p.7-17 2010 Budget Increase landing fee at tweed from $2.50 to $8 (the same as at Waterbury airport) $1,000,000 Raise landing fees on all private movements (40,000 in 2008) to $25 per Send us your ideas: www.nhcan.org p.2-14 2010 Budget Citywide Brainstorm On Revenues/Expenses stop building schools (editor's note: there are two new schools planned in this budget for $115 Million of which it appears New Haven is responsible for $11.5 Million) reduce library hours OperationsExpense OperationsExpense Education Library OperationsExpense OperationsExpense OperationsExpense OperationsExpense Mayor Medical Medical Medical OperationsExpense Municipal ID $253,676 Cut all "City memberships" get all unions on same health plans for better negotiations with health insurers shop around for cheaper rates on insurance, healthcare etc… Start a health clinic for city employees to keep costs down do not hire someone for the city ID program since that was supposed to be funded by a private donor; move to library and use library staff; lay off the previous position now paid for in the $121,108 General Fund budget OperationsExpense OperationsExpense OperationsExpense Municipal ID Payroll Senior Center Municipal ID card (190,372); editor's note: The City said that this amount was request for this budget but rejected. use a payroll company instead of doing it inhouse Consolidate all senior centers into two full service centers OperationsExpense OperationsExpense Traffic & Parking Traffic & Parking cut every third street light energy saving light bulbs throught the city Organization Expense Organization Expense Organization Expense Staffing Expense Outsource/Insource Revenue Budget Office Consolidate Budget office into Controllers office and eliminate duplication Fair Rent $92,442 cut fair rent commission LCI $1,078,569 eliminate LCI (Code enforce is a separate line item) Mayor $137,277 Eliminate the office of Chief of Staff for the mayor to demonstrate he is sacrificing as well Traffic & Parking Start our own towing authority and keep all the money from the city towing efforts Staffing Expense All Allow city hall employees to take summers off unpaid, and come back to their jobs in September. Benefits will continue. This may be an attractive solution to those parents shelling out tons of cash for summer camps. Staffing Expense All Cut all the double dippers since there is no unemployment issue with them - reassign those tasks as necessary to other staff) Staffing Expense All Staffing Staffing Expense Expense All All do not hire any new people in this budget (seat no new cops or fire; do not make mayor's recept $5,623,308 full time) Do the citywide layoffs now instead of a year from now (even with the extended unemployment issue) Eliminate all the consultants Staffing Staffing Staffing Expense Expense Expense All All All $10,189,867 Eliminate Consultants by 15% $94,854 Give back the executive pay raises I say cuts across the board NOT just parks and PW That means town hall too. Staffing Expense All Reduce City Hall to a 4 day work week. Should be very possible if the bulk of forms/sevices are transtioned to electronic format. It’s so inconvenient to go there anyway, I don’t think you would see the general public up in arms about this one. Send us your ideas: www.nhcan.org p.4-16 2010 Budget Financial Administration CSA, 2010 Form 106 CSA, 2010 Form 106 p.2-13 2010 Budget p.2-13 2010 Budget p.3-42 2010 Budget http://www.newhavenin Citywide Brainstorm On Revenues/Expenses Staffing Staffing Staffing Expense Expense Expense slice half of the city jobs -- editor's note: We currently employ 3,812 people (half = 1906). This does not include Special Fund and Capital Fund positons. $72,151 Cut the City Clerk, who has full-time pay for a part-time job, and is never there anyway p.3-53 2010 Budget All City Clerk Corporation Counsel hire enough lawyers so that we do not keep paying so much money in lawsuits and settlements. Editor's note: Mayor calls for adding Deputy Corporation Counsel and Assistant Corporation Counsel How about dumping the paid educational consultants running rampant throughout NHPS and forming a “school reform advisory board” consisting primarily of unpaid Yale faculty/students. Yale should actively participate in this initiative. Its mission is to educate. $134,575 Cut assistant principals that spend most of their time at the hartford legislature Staffing Staffing Expense Expense Education Education Staffing Staffing Expense Expense Education Education Staffing Expense Fire Staffing Expense Mayor Staffing Expense Mayor Staffing Staffing Expense Expense Mayor Mayor Staffing Staffing Expense Expense Mayor Mayor Staffing Expense Mayor Staffing Expense Police Staffing Expense Make this a civil service position accountable to all people and eliminate the duplication due to Registrar of Voters $60,000 partisan politics. Or make it one elected, city wide official p.3-107 2010 Budget cut teachers trade less school administrative costs for more police Do not hire 12 new fire fighters (firefighters cost about $117,000 each when looking at $1,404,000 salary+pension+benefits. See police and fire tab) Cut some of the mayor's staff do not hire a ‘revenue & innovation project coordinator’, isn't that the Mayor's job? (Editor's note: Includes 4 new positions in FY 10-11; Project Leader - Innovation Budget, Management & Policy Analyst, Deputy Corporation Counsel and Assistant Corporation Counsel; Second Note: We were told this was a poorly worded sentence in the budget and that IBB is only one position instead of what appears to suggest four -- although at least four new positions are suggested in the budget, just not in IBB) Eliminate the BOA liaison in the Mayors office. Aldermen should have direct, unfettered access to $78,554 the mayor. And the mayor should have to lobby the aldermen directly p.3-42 2010 Budget $137,277 Eliminate the Budget Director and assign responsibilities to Controller p.3-42 2010 Budget Eliminate the Mayor's state lobbyist position in his office. We have 2 state senators and 6 state $94,054 reps already p.3-42 2010 Budget Have the mayor take a pay cut Layoff the people you first laid off and then rehired Why not hire 15 new police officers rather than 35, that would still be an improvement from last $1,048,390 year. Avg NHPD = $104,839 State Of Connecticut Revenue State Approval Of CT Needed State Of Connecticut Revenue State Approval Of CT Needed State Of Connecticut Revenue State Approval Of CT Needed create a commuter tax Incorporate the surrounding suburbs into the City of New Haven (Westville was incorporated into the city in the 1920s) Maybe we should instill a toll for the new bridge, and put it on the old/current bridge. Send us your ideas: www.nhcan.org p.3-54 2010 Budget Citywide Brainstorm On Revenues/Expenses sales tax on private school tuition that went straight to the cities? a 1% tax would bring in about $2,500,000 from Yale undergrads alone, not counting the graduate professional schools, Albertus Magnus, Gateway and Southern. Yale is increasing their tuition 4.8% this year alone! A 1% tax would add a mere $490 to Yale’s current tuition, and the public good it would help pay State Of Connecticut Revenue State Approval of CT Needed $2,500,000 for would more than outweigh the cost. sin taxes for cigarettes and alcohol raised significantly (every cigarette smoked is tossed onto State Of Connecticut Revenue State Approval Of CT Needed the streest our children walk) State Of Connecticut Revenue State Approval Of CT Needed start a state wide boat tax Subsidies Expense Cultural Affairs $135,000 Cut pilot pen Subsidies Expense Cultural Affairs $260,000 Cut Shubert Theater (capital projects may also be cut) p.3-28 2010 Budget p.3-28 2010 Budget Subsidies Expense Subsidies Expense Cultural Affairs $142,500 cut summer festivals -- "patriotic celebrations", fireworks, jazz fest etc… Tweed $550,000 cut the airport (plus don't borrow, $588,119) p.3-28 2010 Budget Supplies Expense Tax Assessor Revenue Taxes Revenue All Tax Assessor Mayor Taxes Taxes Revenue Revenue Tax Tax Taxes Revenue Tax Assessor Taxes Taxes Revenue Revenue Taxes Taxes $30,000 No bottled water Create a separate tax category for cars and tax them at a higher rate Stop giving prime real estate to tax-exempt organizations In Oregon, voters just approved a referendum to raise the income tax on the portion of incomes over $250,000. If CT did the same, we could solve the state budget problems and fully fund PILOT. Why aren’t we talking about taxing the rich here? Tax Yale $235,000 Get $235,000 per year from Gateway Terminal paying the correct amount of taxes do not raise taxes on businesses as that will chase them out of town -- see all the vacant store fronts downtown as just one example raise car taxes, not property taxes. This is good for homeowners and a greener city Transparency Revenue Transparency Revenue All Traffic & Parking Yale Revenue Staffing Expense The Mayor should reach out to Yale to support (financially) the New Haven School Reform Initiative he is touting as one of the main factors for this bloated budget. How about a one time Yale contribution from Yale to get this initiative off the ground? emilinating the $8000.00 in overtime pay at registrar and not giving the an increase in budget Registrar of Voters $13,288 which was 5288.00 Organization Expense Organization Expense fully implement the entire phase in this year and lower the mill rate Don't sell the parking meter revenue Staffing Expense Economic Development $50,000 DePino Associates – Agreement and monthly payments Mayor $114,000 William & Jennings, Washington Communicator Contract Do not offer stipends for interns. They should be happy to get experience. At least in this All economy. Taxes Revenue Tax Staffing Expense OperationsExpense All DPW Create a fire-protection excise tax We need wage cuts to middle management and a hiring freeze @ City Hall. Furloughs and/or a 2% cut to wages for starters. have the trash picked up every 10 days instead of every week. Send us your ideas: www.nhcan.org http://www.newhavena Citywide Brainstorm On Revenues/Expenses OperationsExpense Library I can deal with a library that’s open only 3 days a week for the next year or so. Staffing All trim the layers of upper and middle management instead of offering up a custodian like some “sacrificial lamb”. Expense OperationsExpense OperationsExpense OperationsExpense Police All All $106,605 Eliminate the Equestrian team: Horses, equipment, care and related expenses $1,000,000 Mayor's "Contract Reserve" Initiative $8,000,000 Mayor's IBB initiative High Density Version: Eliminate tweed. Sell the land for development, and add 12 homes per acre (394 acre site, most of it in East Haven; ~142 acres in NH with ~20% wetlands leaving ~114 acres). The tax revenue of adding this many homes not to mention the value of the property means we could generate ~$6.8 million a year, assuming $5k in taxes. We could pay off the FAA and be on our way pretty quickly. p.21-23 of NHPD Form Thanks for your e-mail. Although I am not familiar or involved with the Airport, I am familiar with housing lot sizes. The minimum number of houses per acre to achieve walkability (where people will actually go for walks in their neighborhoods) is 8 houses/acre, with a preferred density of 10-12/acre, which is the density (and charm) of Stonington, CT for example. Taxes Taxes Revenue Revenue Taxes Revenue Taxes Revenue OperationsRevenue Taxes Revenue Taxes Revenue Doing the math, at 8 homes to the acre, 114 acres equals 912 homes. At 10-12 homes to the acre, 114 acres equals 1,140 to 1,368 homes. 12 homes to the acre makes for lots of about 50' X 100' and about 35' to 40' wide streets, which once was the standard all across America, and Economic Development $6,840,000 probably is the standard for many of the older lots surrounding the airport. Economic Development $68,400,000 High Density Version: Sell 1,368 building lots at tweed - $50k per lot Current Density Version: 825 Building lots at 7500sf/home on 142 acres of NH property at 5K in Economic Development $4,123,680 property taxes each Current Density Version: Sell land as building lots - 394 acres, of which approx 142 acres are NH. RS2 Zone on the East Shore requires 7500sqft/home (not as high density as recommended Economic Development $61,855,200 above). 1 acre = 43,560 square feet. Assume $75k/lot. DPW Traffic & Parking Tax Assessor Adopt a pothole - see NY Times Article Extend meter hours until 8pm or even midnight Create a new property tax for non-profits -- See State of NY initiative OperationsExpense Health Department Don't Sell Strong School -- move Health Dept to Strong School and stop paying >100k in annual rent OperationsRevenue DPW Follow John Prokop's plan to offer to pick up recycables from commercial properties OperationsExpense OperationsExpense DPW Corporation Counsel OperationsExpense OperationsExpense Corporation Counsel Mayor Solar/wind powered street lights… the city could install new-style street lamps that power themselves and feed energy back into the grid. Investigate insurance fraud Risk management is best done by being braver, more accountable, less indulgent of wrong doing, more cognizant and less compromising on behavior that violates laws, rules and policies, more honest and more willing to TAKE risks whenever possible. perhaps JDS’s annual calendar expense could be dispensed with immediately Send us your ideas: www.nhcan.org http://www.nytimes.com http://foundationcenter http://www.duxlite.com Citywide Brainstorm On Revenues/Expenses Taxes Taxes Revenue Revenue LCI Traffic & Parking Organization Expense All OperationsExpense All OperationsExpense DPW Lets get innovative and do zoning enforcement, levy fines for blight, audit properties for non compliance. Good citizens pay and suffer while others disgrace and pillage the city -while government postures. $100/ day fine on every non compliance/ blighted property in the city adds up quick- and if the the fines decrease due to compliance, won’t we all be winners? License bicycles (which are used on the public way). Charge for bike parking. Keep families and city staff in the city (and even encourage some to move here, like Darnell Goldson’s proposal), with these two, simple steps: 1) Cut salaries across the board by 20%. Use a graded scale if necessary to protect some of the lower wage positions (e.g., if someone is only making $40K in a city position, you might only cut by 5%. Of course, most pay much more than that). 2) Replace some of the “cuts” with generous incentives for those city employees who decide to stay in New Haven and contribute to it, versus the 60%+ who just come here to take a paycheck. These could include: huge homebuyer incentives (like Yale has but even better), rent reimbursements, free tuition for college, subsidized tuition for private K-12 schools and daycare, city-sponsored coupons for staple food purchases made in New Haven, movie passes, free transportation, free parking permits, and the like. As an alternative to 20% salary cuts, consider 15% salary cuts combined with massive increases in parking fees for city employees (with vouchers for those who live in New Haven proper, of course). This creates an enforcement issue but might work. Another carrot might be to set up some sort of pension-home-buyer swap. I thought of this, and clearly haven't thought it through, when I was trying to find home-buyer carrots for employees. Perhaps there is a way to reduce the city's long-term pension obligation for home-owner property tax credits? Someone should suggest they cut out street sweeping 4X per month. We should be willing and able to keep our own streets litter free. Maybe once a month would be more than adequate. The people who want to live like pigs because they are too lazy to throw away their garbage in a garbage can should be allowed to do so and then fined. They should start a campaign to get citizens to show enough pride in their surroundings to keep their own neighborhoods clean. I don't know how much of a savings that would be, but it should be significant. Staffing Expense Office of Disabilities OperationsExpense IT Outsource/Insource Expense DPW Combine Office of Disabilities & Elderly Services Move from Novell to Google email Outsource garbage collection OperationsExpense HR Pool with other cities for insurance Fees/fines Revenue Fees/fines Revenue Staffing Revenue OperationsExpense Staffing Expense Traffic & Parking Municipal ID Management & Budget Payroll All Elimination of free Saturday parking Require resident card to prove city residence Creation of M&B Grants writing team Mandatory direct deposit /biweekly payroll Furloughs OperationsExpense OperationsExpense All All Employee accountability Strategic partnerships Send us your ideas: www.nhcan.org Citywide Brainstorm On Revenues/Expenses Contracts Expense Labor Relations Negotiation tactics Staffing HR Employee assistance program Fees/fines Revenue Staffing Expense Capital Expense All Labor Relations All Advertising Testing Freeze capital requests Capital Capital All BOE Follow capital funds borrowing plan End city wide school construction program Organization Expense Taxes Revenue Fees/fines Revenue OperationsExpense OperationsExpense Controller Tax Assessor Traffic & Parking All BOE Centralize finance functions from departments DMV initiatives Collaboration of TT&P on ticket violations Electronic info from building BOE Provide List of leased PP Taxes Expense Expense Expense Revenue State Of CT exempt status legislation Taxes Revenue Taxes Revenue Taxes Revenue Tax Assessor Revenue State Of CT Tax Assessor Tax Assessor Tax Assessor statewide effective tax rate Secretary of State Biz database PP audit-cost recovery Oblique photography Fees/FinesRevenue All Increase fines OperationsRevenue Fees/FinesRevenue OperationsRevenue Fees/FinesRevenue Staffing Expense All All All Municipal ID All Additional fundraising Charge for space usage Renovation - add Café Assume resident cards Demand based scheduling OperationsExpense IT Add self-check stations Taxes Revenue Staffing Expense OperationsExpense Economic Development All IT Ives renovation Volunteers Enhanced website Staffing Expense All Outsource/Insource Expense Parks Part-time staff Bidding for mowing Staffing Youth Services Youth services coordinator Fees/fines Revenue Police Absorb CMED MV violations Staffing Expense Fees/fines Revenue Police Tax Assessor Disband mounted unit Flammable Materials surcharge Expense Staffing Revenue Fire Outsource/Insource Expense LCI Medic staff increase Privatize inspections Send us your ideas: www.nhcan.org Citywide Brainstorm On Revenues/Expenses Medicaid reimbursements Organizational Re-focus on policy OperationsExpense OperationsRevenue Fees/FinesRevenue Fair Rent All LCI Regional approach to Fair Rent Housing Mediation Grants Management Housing Code Compliance LCI Fees/FinesRevenue Fees/FinesRevenue Taxes All Residential Certificate of Occupancy Eliminate city employee parking passes Fees/FinesRevenue Fees/FinesRevenue Taxes Traffic & Parking Hotel and Entertainment Tax Tour Bus Operator Lot Commuter tax Tennis Center as venue/ analysis of usage hours Analysis of transportation Request rent reductions from churches Creative new locations single community centers for everyone Enhance special fund Merger of Rec & Youth Fees/fines Revenue LCI Fees/fines Revenue Traffic & Parking Reduction in Publications/Memberships/non-NH reimbursement ADA compliance elimination of assistant coordinator position Increase handicap violation to $1000 (like CA) Pension return to work provision Elimination of bottled water Taxes Taxes Revenue Revenue Fees/fines Revenue Taxes Taxes Municipal ID Consolidate publication sugar tax Events tax Increase NH Resident card fee NH residents Office of Development SOWP In house sidewalk repair pavement Management treatment Snow Removal Materials Management & Implementation of GPS Better Enforcement of trash/dumping enforcement In-house catch basin cleaning Send us your ideas: www.nhcan.org Citywide Brainstorm On Revenues/Expenses ROW enforcement Work order management Refuse collection for HANH, Condos, Commercial Flow Control Violations Recycling Initiatives Transfer Station In house all fleet repairs Eligible cost re-capture Stormwater Authority Sidewalk repair initiative Armistad Schooner cost recovery Increased contributions to Health Plans on sliding scale Sell St. Marys Sale of plaza on Orange St Check GIS map against assessors database Title search city property for potential sales Outsource payfoll Cross-train Planning and LCI staff Levy appropriate fines for zoning violations Electronic records storage and permitting Furloughs State Asphalt tax Meter Enhancement program PT/Temp workforce Structured efficiencies/Flexibility Nicole Jefferson Building permit fee increase Certificate of approval fee Re-inspection fee C of O Increase/ outsource I.T. Biweekly Payroll LCI specialists Privatizing sanitation services Cross train building & city plan on zoning LCI as maintenance Division Public Private New Haven Cultural Development Authority Send us your ideas: www.nhcan.org Citywide Brainstorm On Revenues/Expenses Erik Johnson Custodial subcontracting Security subcontracting review 911 Monitoring Armory Lease vehicle fleet Document management Bill payment IP card Maybe someone can check our contract with WB Mason. I find that some of the things we order are more expensive from Charge $10.00 to park at Lighthouse to everyone, including Municipal ID card holders - residents who have paid residenti Commuter tax on non-resident employees - 1 to 2% surcharge that comes directly out of employee paycheck Turn lights off at noon for one hour on sunny "Green Fridays", both in 165 & 200, calculate electricity savings. Replace single paned glass windows in 200. HVAC units sit in front of windows, wasting tons of heat & ac Convert space on ground floor in 200 into a New Haven daycare for employees of 165 and 200. Use existing staff to fill op Invite the possibility of a 1 day per six month furlough day, to be chosen by employee, perhaps next to a three day weeke charge a heavy processing fee for all employees with garnishments, including resident employees delinquent on property Install biometric time clocks in 200 & 165 and pay employees to the minute. immediate savings, real time inventory of wh Enforce moving violation laws with heavy fines on the very dangerous "red light runners". Have police ticket them aggres Invite employees with the following criteria into a early retirement dialog: - have 20x to 29 years of service; - have accum Calculate the savings based on the following criteria: - employees close to retirement are given free time to close the gap School competition to reward schools who have the best energy performance (West Hartford achieved a 9.7% BOE reduct Retro-commissioning of City buildings (checking fan set points, efficacy of existing energy measures, etc) Focus on changing occupant behavior and offer incentive for departments to reduce electricity consumption Strong anti-idling policy Idling alternatives for Police /Fire Purchase fuel efficient equipment such as hybrid garbage truck Encourage alternative transportation. Track and report fuel consumption to departments Incentives similar to those employed to reduce electricity consumption. Centralize common supply purchases (such as office supplies) Reduce existing stock of supplies by sharing between departments Encourage reuse of items such as binders and folders Install low-flow faucet aerators, toilets, and showerheads Ensure plant watering and irrigation levels are acceptable Set copiers as default printers. They are faster, more efficient, and have significantly more options than laser printer units Encourage use of scanning instead of faxing and copying Send us your ideas: www.nhcan.org Citywide Brainstorm On Revenues/Expenses City-wide default to double-sided printing Remove most personal laser printers, eliminating supply costs and standby electricity costs. We propose maximum 2 lase Use electronic fax service, thus minimizing or eliminating the use of fax machines. This would reduce the number of telep Eliminate water coolers in all city department offices Go paperless. Install more Ricoh Aicio 3045 copier-scanners (equipped with paper feeders) with easy to use scanning cap INCREASE ACCOUNTABILITY FOR CONTRACTORS ON ROAD REPAIR PROJECTS; Change the contractor permit procedure s Put advertisements on city web site(s)... Advertisements on city vehicles Do not allow people to exit the front City Hall through the side doors, except in emergency. Place a metal pole similar to o All of the fluorescent light fixtures in City Hall (165) are "double bulb" fixtures, both the round cans and the 4' rectangles. Make 2-sided copies whenever possible and print to the copy machine rather than to the printers. Start a public campaign to have citizens call and or email for street lights that are on during the day. Make a special emai TAG sale. We have a lot of extra stuff, some of which are not old, that are lying around, such as a $500 color printer, whic The use of webcams in lieu of some face to face meetings. They are inexpensive enough now and prevalent so that transp Lighting - Eliminate fluorescent bulbs above cubicles not occupied and just have every other light fixture lit in halls...espe Do a cost analysis on thermal drapes to save heat and a/c. Closing the blinds which has been done and is an attempt but Lower hot water heating. Put bottles in the water chambers of the toilets to reduce the amount of water being flushed away. subtotal Its not fair to use this number as the overall savings since some of these items are duplicated in some fashion. It also isn't a coheasive plan/strategy, rather a brainstorm of random ideas. So all of these most likely cannot be implemented at the same time $269,086,818 so the total is for illustration only. To get ZERO increase in spending (also assuming no IBB, Contract Reserve or Meter Money $40,701,665 savings) If there is no "approximate dollar value" in Column D, either we did not have sufficient data to calculate it, or it may not have been specific enough to calculate. For example, "cut the mayor's staff". How many? Which positions? All by X%? Calculations Below this line Furlough Calculation:total personnel minus pensions - employee benefits - contract reserve $214,706,297innovative budgeting $1,764,709 Furlough base 365 days with 3 days furlough $2,576,476 Furlough base 2000 hours (40hours/week for 50 weeks) with 3 days furlough $2,170,592 Average of two calculations for 3 days furlough Send us your ideas: www.nhcan.org p.2-4 2010-11 Budget Citywide Brainstorm On Revenues/Expenses $2,941,182 5 days furlough base 365 $2,576,476 5 days furlough base 2000 hours $2,758,829 Average of two calculations for 5 days furlough total personnel minus pensions - benefits - contract reserve - innovative budgeting - police - fire $31,241,111 - public safety comm - BOE $24,992,889 4 day work week (8hr/day*4days/week*50weeks=1600hours) $6,248,222 Savings # of employees in Salary Pay Cut Range Percentage range Savings 200,000+ 20% 150,000-199,99915% 100,000-149,99910% 75,000-99,999 8% 50,000-74,999 5% 0-49,999 0% Send us your ideas: www.nhcan.org