COUNTY OF ALBEMARLE
Proposed Strategic Budgeting Process and Discussion of Requested Strategic Initiatives
Mr. Tucker, Ms. White
AGENDA DATE: ITEM NUMBER:
ACTION: INFORMATION: X
At the Board’s September Strategic Planning retreat, the Board discussed the importance of aligning long-term financial planning with the County’s Strategic Plan and requested that staff come back to the Board with a proposed plan. At this January 7th work session, the following three components of that plan will be brought forward for the Board’s review and input: 1) a proposed Strategic Budgeting Process; 2) an interim status report on the FY 05 County operations budget currently under development; 3) a review of the FY05 requested Strategic Initiatives from County departments. Anticipated outcomes from this work session are:
4. Serve the Public Efficiently and Effectively
The proposed Strategic Budgeting Process that you see mapped on Attachment A attempts to show four separate processes, i.e. the strategic plan, the operating budget, the capital improvement budget and the business plan, and how they are linked to each other at various points or dates throughout the fiscal year calendar. You will see that the strategic plan begins in September as every 3rd year the Board of Supervisors develops a new strategic plan. In the intervening years, the September Board Retreat provides an opportunity for the Board to review the plan’s progress and to update it based on new information and data, i.e., “Hot Topics”. Both the operating and the capital improvement budgeting processes remain essentially the same along the annual continuum, the most important change, however, being the addition of a five-year financial forecast. A financial forecast model is currently under development by our financial advisors, Davenport and Company, and should be ready to use in the FY06 budget process. This forecast model, which will include projected revenues and expenditures from both the capital and operating budgets, is a critical component of linking long term resource allocation to approved strategic directions.
The Business Plan is the fourth
process on the map and the second new critical piece that links the strategic
plan to both the operating and capital budgets.
The Business Plan puts wheels under the strategic plan, because as
departments begin to analyze their own operations to determine how they can
implement the board’s strategic goals, the Business Plan puts forth those
projects that will be undertaken in the next fiscal year to address the Board
priorities and move toward making the vision a reality. Departments and community agencies will
develop strategic initiatives in response to the Board’s strategic plan priorities
and those that can be implemented in the next fiscal year will be incorporated
into the Business Plan. These approved strategic initiatives in turn will be
incorporated into each department or agency’s annual operating budget in the
budget document. Future business plans
will also include measurable outcomes that are to be achieved, as well as
strategic initiatives that are already underway. The strategic initiatives that
are developed around the Board’s four priority areas will be reviewed by the
The Strategic Initiatives (Attachment B & C) have been submitted to
the Office of Management and Budget for funding consideration in the FY05
budget and are focused on achieving the Board’s strategic priorities as set out
in the County’s strategic plan. All the
initiatives have been reviewed very generally by the
We recognize that these strategic initiative requests have been summarized ever so briefly and may not include all the information you may want to know or need to know to have an opinion on a specific request. However, we decided to bring them all forward at this time to give the Board a general idea of the breadth of the requests, as well as to give the Board an opportunity to ask questions and/or request additional information on any of the requested initiatives. At this point in the strategic budgeting process, we are not asking the Board to set priorities or to determine which strategic initiatives should receive funding or which ones should not receive funding. What we do want to know from the Board at this first Strategic Budgeting work session is: 1) Are there any strategic initiative requests that stand out to you as critical to the Strategic Plan identified priorities; 2) Are there any strategic initiatives that you feel are not critical to the strategic plan and therefore, would not be a high funding priority; 3) Are there any questions or concerns on any of the requested initiatives that need to be researched or analyzed by OMB prior to any subsequent review by the Board.
At the conclusion of the work session, staff requests Board consensus on the proposed Strategic Budgeting Process and comments and/or questions on the requested Strategic Initiatives.