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:1114 ,-;,,,, <br /> REQUEST FOR COUNCIL CONSIDERATION Agenda Section: 8 <br /> vor 4ST..„ <br /> AFF F REPQRT Report Number: 94-1 1_ 4hEs_ <br /> AGENDA SESSION DATE May 2, 1994 Report Date: 4-2R-94 <br /> i <br /> DISPOSITION <br /> Item Description: Discussion Regarding Introduction of Program/Performance Based Bud <br /> Capital Expenditures geting — <br /> Administrator's Review/Recommendation: <br /> - No comments to supplement this report <br /> - Comments attached. <br /> E;planation/Summary (attach supplement sheets as necessary.) <br /> ,SUMMARY: <br /> Since last Winter, staff has been discussing the merits of implementing a <br /> Program/Performance Based System (PPBS) budget. Since those early <br /> discussions, the recommendations from the City Government Issue Project <br /> Team reiterated the importance of developing a budgeting process by which <br /> costs were directly and understandably related to the service provided. <br /> It is my belief that the PPBS budget represents one of the best mechanisms <br /> by which cities can relate service activity to cost. <br /> It is a more thorough, direct and "measurable system to track the <br /> relationship of revenues to expenditures. <br /> A PPBS budget provides for a more detailed explanation of what services the <br /> City provides, the direct expenditures and personnel required to provide <br /> the service, the specific objectives to be accomplished during the budget <br /> cycle and performance measures toidentify the specific actions that were <br /> necessary to fulfill the program .objectives. <br /> The attached PPBS budget departmental drafts are presented to the Council <br /> for review and discussion as to whether or not it is in the best interests <br /> of the City to implement a Program/Performance Based System budget for <br /> 1995. <br /> One of the first actions necessary to develop a PPBS budget was to identify <br /> the specific programs that exemplify specific services within a department <br /> or departmental division. Program identification is perhaps the biggest <br /> difference between a traditional line item budget and the <br /> Program/Performance budget system because it represents a specific <br /> explanation of each of the most prominent services that in a line item <br /> budget are b ied within the "departmental" approach. <br /> (:: ::rn <br /> Sam ntha Ordun C`� t Ad <br /> �, y ministrator <br /> RE C OMMENDATION: <br />