|
|
|
RESOLUTION NO. _____________
|
BOARD OF SUPERVISORS, COUNTY OF SAN MATEO, STATE OF CALIFORNIA
|
* * * * * *
|
RESOLUTION APPROVING BUDGET BALANCING PRINCIPLES FOR FISCAL YEARS 2010 THROUGH 2013 TO ELIMINATE THE GENERAL FUND STRUCTURAL IMBALANCE
|
______________________________________________________________
|
RESOLVED, by the Board of Supervisors of the County of San Mateo, State of California, that
|
|
WHEREAS, the County faces a structural budget imbalance in its General Fund; and
|
|
WHEREAS, it is in the best interests of current and future generations and the most vulnerable members of our community to eliminate this structural imbalance in a thoughtful and strategic manner and with a long-term perspective; and
|
|
WHEREAS, the County Manager has submitted to the Board of Supervisors a set of Budget Balancing Principles for its consideration.
|
|
NOW, THEREFORE, IT IS HEREBY DETERMINED AND ORDERED that the following budget balancing principles will be used to develop strategies and solutions toward eliminating the General Fund structural budget imbalance by Fiscal Year 2013:
|
A)
|
Our highest priority is a sustainable community for current and future residents of San Mateo County as defined by achievement of our Shared Vision for a healthy, prosperous, livable, environmentally conscious and collaborative community. We aim to continue progress toward our vision while the economy suffers, and position ourselves strategically for when the economy rebounds. Therefore,
|
|
●
|
All options will be explored to reduce costs and/or redesign services in order to minimize service reductions
|
|
●
|
Near-term decisions must be made in the context of long-term strategic goals
|
|
●
|
Long-term cost effectiveness of prevention and early intervention is recognized
|
|
●
|
Existing services and service levels will be evaluated based on performance and alignment with County’s mission and Shared Vision 2025, as well as minimum legal requirements (mandates).
|
B)
|
We aim to continue performing at levels of service quality and outcomes that are at or above average of comparable agencies or established benchmarks.
|
C)
|
We recognize that budgeting is a process. Solutions will emerge over time and be implemented to meet the goal of a balanced budget by Fiscal Year 2013. An effective multi-year process that restores structural balance will create a stronger organization and contribute to a stronger community.
|
|
●
|
Solutions may be phased-in, with managed use of reserves, to avoid disruption of service and to cushion transitions to reduced service levels
|
|
●
|
Where possible, employment and training options will be provided to displaced employees.
|
D)
|
Our budget process will engage the community we serve to inform inclusive, fact-driven and thoughtful decision-making on multiple strategies, including the reduction and elimination of services. As such,
|
|
●
|
We will be transparent and forthcoming throughout and will work closely with our employees, organized labor and community partners.
|
|
●
|
Reliable information will be provided in a timely way to continue to build trust, confidence and credibility throughout the process.
|
|
●
|
We will seek input from the general public regarding strategies developed by staff.
|
E)
|
We aim to not impact any one geographic, ethnic or linguistic community disproportionally as we sustain efforts to address long-standing disparities
|
F)
|
We will work together as a single organization while recognizing the unique services offered by each department
|
|
●
|
All County Departments will contribute to the solution.
|
|
●
|
Departments will be afforded flexibility to achieve efficiencies in all areas of operations, operational support and administration
|
|
●
|
We value our employees and will continue to develop our workforce, retain and promote high-performers and continue succession planning efforts
|
|
●
|
We value our broad range of partnerships that cut across departmental lines, and also value partnerships with our community-based organizations and neighboring municipalities
|
* * * * * *
|