Adding chairs around the table Residents, employees accept the challenge to guide government
“Honesty, timeliness of information, accountability, openness, transparency” on the part of the City government – were requests repeated over and over by participants at four Community Conversations on budget priorities and policies held during February and early March. “People first, people focused, people center,” is how one participant expressed it. At a time of year when budget crunchers are usually huddled around a table sifting through departmental requests and revenue projections, the analysts, management and several members of Council sat in the back of community centers and libraries listening to the people who pay the bills. Similar discussions were underway
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time when demand for services is at record highs in some areas, from computer labs in the libraries, to recreation facilities, to repairing our schools, courts, roads and parks, the City has to find a new way of doing business. In the past, Norfolk has asked for residents’ comments and suggestions in Town Hall and Neighbor’s All meetings, in focus groups and online. Most have involved a specific issue.
Marcus Jones
Under City Manager Marcus Jones, Norfolk’s government is finding new ways to respond to a growing chorus of demands from residents and employees to sit at the table. Not just a couple of times a year, or when people have the ability and time to serve on boards or as employee representatives, but
with employees – the front line and experienced managers being tasked to find the linkages, partnerships and innovation that will save money or improve services. Prior to each Community Conversation and employee meeting, Jones briefly outlined the City’s current finances and how it is that City government faces a preliminary $32 million gap between expected revenues and expenditures for the fiscal year that begins July 1 (see chart). Revenues. For the second year in a row, real estate assessments dropped – something not seen for more than 30 years. Also, in 2012, the City will not have $8.5 million in one-time revenue used to balance the current budget (this includes money saved from clearing unused accounts and other onetime savings or income). Expenditures. Assuming no new programs, services, or salary increases, the City will spend $18.3 million more in FY2012 than in the current year. Three areas account for most of this increase: funding for the existing retirement plan; an increase in debt payments (assuming no additional construction); and anticipated light rail operating costs. There is no easy or painless way to close the gap this time, Jones told the groups. And, with five-year projections continuing to show a gap, a onetime fix will only push the problem into the next year. The reality – at a
The budget discussions go across City government and are a beginning. In a letter Feb. 4 letter to employees, during his first week on the job, Jones said “It is my goal to strive for open communication, both between City departments and agencies as well as with the public and media.” Of the budget process, he said “together we will work to identify inefficient and underutilized programs” and create opportunities for collaboration.”