2022 BUSINESS MANAGEMENT BUSINESS PLAN - Town of ...
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B USINESS M ANAGEMENT
B USINESS P LAN 2022
J ULY 1, 2021 – J UNE 30, 2022
T OWN OF C HAPEL H ILL
0
Letter from the Director
FY 2021 was a busy and productive year for the Business Management team. It
was also a year of significant staffing changes and shortages. Business
Management lost eight staff members in the last two years due to the pandemic,
higher paying positions in other organizations, death, and retirements. While we
have successfully filled four positions (Financial Systems Administrator, Budget
& Management Analyst, Housing Accountant, and A/P Coordinator (internal
hire)) we still have a long way to go. We are trying to be strategic and rethink
our organizational structure as we fill these vacant positions. We are also
struggling to find qualified candidates in this market. We have a very dedicated
staff who have given 110% as we go through this transition and I am thankful
for each and every one of them.
In FY 2021, Business Management celebrated several accomplishments:
• Successful adoption of the FY 2022 budget. This budget restored funding needed to continue the delivery
of high-quality core services to our community and also supported the Council’s strategic goal areas of
climate change, social equity, affordable housing and addressed critical workforce needs.
• Conservatively managed financial operations during the pandemic (hiring freeze, held large expenditures,
etc). Based on preliminary estimates, it appears that we will add about $4 million to the General Fund fund
balance.
• Affirmation of the Town’s Triple A credit rating from Moody’s and Standard & Poor’s in April 2021.
• Successful issuance of $3.205 million two-thirds general obligation bonds for public safety, parks and
recreation, and streets & sidewalks and $4.755 million general obligation bonds for affordable housing.
• NC General Assembly passed Senate Bill 74 which amended the Town’s charter to authorize investment of
employee benefit funds held in trust in securities authorized by State law for the State Treasurer. In essence,
this provides the Town expanded investment authority and allows us to earn a much higher interest rate on
our Other Post Employment Benefit (OPEB) Trust.
• The Town was awarded the GFOA Budget Award for the FY 2021 Budget document (>20 consecutive awards
to date)
• The Town was awarded the GFOA Comprehensive Annual Financial Report (CAFR) Award for the FY 2020
CAFR document (>30 consecutive awards to date)
• Continue to pursue user-focused improvements to Business
Management processes based on feedback in the 2020
Business Management Customer Service Survey Our department provides:
• Accounting & Financial Reporting
As we look ahead to FY 2022, we will work with departments,
management, Council and the community to create a 5-year • Billing & Collections
budget strategy that balances revenues and expenditures over • Budget
the long-term. We will work with project managers, the Town’s
financial advisors and bond counsel, Local Government • Financial Planning
Commission, and Council to issue additional debt for several • Liquidity Management
projects on our capital project plan. Lastly, we will continue to
improve the user experience received by our internal customers • Payroll & Payables
for the services provided by the Business Management team. • Purchasing & Contracts
– Amy Oland, Director of Business Management
Business Management FY22 Business Plan | 1
Our Mission
The mission of the Business Management Department is to safeguard the Town’s assets through appropriate
financial controls, facilitate Town operations through accurate and timely processing of financial transactions,
provide relevant and timely reporting of the Town’s financial condition, and provide financial information and
analysis to support decision-making.
Our Guiding & Governing Documents
• FY 2021 – 2022 Adopted Budget • Town of Chapel Hill Financial Policy
• 2020-2021 Annual Comprehensive Financial Guidelines adopted 06.12.2020
Report
Our Department
Director
Purchasing &
Assistant Director
Contracts
Accounting &
Budget/Analytics
Financial Reporting
Financial Systems
Revenue
Administration
Business Management FY22 Business Plan | 2
Departmental Performance Measures Overview (mark ‘X’ if performance from the most recent data
collection period is at or above target)
At or
Mission-level Measures
above target
1. Percentage of community survey respondents satisfied/neutral with
☒
“Overall value for your tax dollars & fees”
2. Percent of voided/reissued/adjusted payroll checks ☒
3. Receive annual GFOA Award for Financial Reporting ☒
4. Percentage of survey respondents indicating that they are “satisfied”
☒
or “very satisfied” with Finance Division service
5. Purchase orders issued, as a % of all invoices over $1,000 ☐
Program-level Measures
At or
Program Performance Measure
above target
Billing and Collections Same-day deposits as a percentage of all receipts ☐
Budget Total budget adjustments as a % of expenditures ☐
Budget Projected General Fund revenues as a % of actual ☒
Payroll & Payables Percent of voided/reissued vendor checks ☒
Payroll & Payables Percent of voided/reissued/adjusted payroll checks * ☒
Accounting & Reporting Receipt confirmation from LGC ☒
Accounting & Reporting Receive annual GFOA Award for Financial Reporting ☒
Consecutive years receiving GFOA Award for Financial
Accounting & Reporting ☒
Reporting
Purchase orders issued, as a percentage of all invoices over
Purchasing & Contracts ☐
$1,000
Percentage of contracts with funds encumbered prior to
Purchasing & Contracts ☒
execution
Liquidity Management General Fund Debt as a percent of assessed value ☒
Liquidity Management 10-year payout ratio ☐
Percentage of survey respondents indicating that the Finance
Financial Planning ☒
Division service “meets” or “exceeds” expectations
4D EPARTMENTAL
S TRATEGIC I NITIATIVES
Business Management FY22 Business Plan | 5EFS Initiative 3.1: Create a budget strategy that balances revenues and expenditures over
the long-term (5-year budget plan)
Project Manager(s): Amy Oland & Matt Brinkley
Business Alignment
Strategic Alignment initiatives listed in the Council strategic goals and objectives
Strategic Plan- This initiative addresses: Economic & Financial Sustainability, Objective 3, Initiative 1
Resources identify funds specifically budgeted for the initiative
Account Name FY22 Budget FY23 Estimate FY24 Estimate
Staff time - BMD plus various staff throughout the organization
Total
Deliverables provide a summary of deliverables and outcomes that are expected to be achieved during the fiscal year.
BMD will work with theme champions and work groups to November 2021
Development of 5-year update the data, trends, needs, and gaps previously
budget plan document identified before COVID-19 and will package the “5-Year
Budget Plan” document.
Town Manager, BMD Director and Assistant Director, and December 1, 2021
Presentation of 5-year
Theme Champions will present the 5-Year Budget Plan to
budget plan to Council
Council at the 12/1 work session.
Use of 5-year budget plan January 1 – June 30, 2022
5-Year Budget Plan will be used to lead the FY 2022-23
in guiding development of
budget discussions.
FY 2022-23 Budget
Diversity, Equity and Inclusion Lens
Desired Result describe specific results/outcomes that are intended for the community or internally?
DEI goal is to ensure that the services we provide and the programs we offer are available to and accessible by all
members of the community.
Demographic Data provide demographic data for who the project benefits
Demographic Type 5-year budget plan impacts all Town departments and the entire community.
(gender, race, age,
disabilities, language,
LGBTQ)
Impact Goals: describe how the impact of the initiative will be measured (increasing access to capital, resources, language
access, participation, benefits, shifting power, etc.)
The Town’s annual expenditure growth is higher than the revenue growth. The goal of the
Impact Goals 1:
5-year budget plan is to help balance the gap.
Impact Goals 2: Increase community participation in government decision making
Business Management FY22 Business Plan | 6EFS 3.1: Plan for American Rescue Plan Act (ARPA) Funding
Project Manager(s): Amy Oland & Sarah Poulton (Manager’s Office)
Business Alignment
Council Approved Plan Alignment initiatives listed in Council approved plans
Strategic Plan- This initiative addresses: Economic & Financial Sustainability, Objective 3, Initiative 1
Resources identify funds specifically budgeted for the initiative
Account Name FY22 Budget FY23 Estimate FY24 Estimate
Staff time – BMD & Manager’s Office plus various staff throughout the
organization
Total
Deliverables provide a summary of deliverables and outcomes that are expected to be achieved during the fiscal year.
BMD & Manager’s Office will present to Council at the September 29, 2021
9/29 work session to provide an update on ARPA
Presentation to Council allowable spending and hear feedback from Council to
establish a community engagement plan and determine
how Council wants to allocate these dollars.
Hold community engagement sessions to answer October 2021 – December 2021
questions and determine needs in community.
Community Engagement Develop an application process for the community to January 2022 – March 2022
request ARPA $ and develop a process to review funding
requests.
Establish spending plan for 1st allocation of ARPA dollars March 2022 budget work session
ARPA Spending Plan
and submit to Council for review/discussion. – budget adoption
Diversity, Equity and Inclusion Lens
Desired Result describe specific results/outcomes that are intended for the community or internally?
DEI goal is to ensure that the ARPA $ are allocated proportionally throughout the community and that those who were
most impacted by the pandemic receive the assistance they need.
Demographic Data provide demographic data for who the project benefits
Demographic Type American Rescue Plan Act $ impacts all Town departments and the entire community.
(gender, race, age,
disabilities, language,
LGBTQ)
Impact Goals: describe how the impact of the initiative will be measured (increasing access to capital, resources, language
access, participation, benefits, shifting power, etc.)
Accessibility of one-time federal funding to help those in the community who continue to
Impact Goals 1:
feel the effects of the COVID-19 pandemic.
Impact Goals 2: Increase community participation in government decision making
Business Management FY22 Business Plan | 7EFS Initiative 3.3: Implement Capital Improvement Plan
Project Manager(s): Amy Oland and Matt Brinkley
Business Alignment
Strategic Alignment initiatives listed in the Council strategic goals and objectives
Strategic Plan- This initiative addresses: Economic & Financial Sustainability, Objective 3, Initiative 3
Resources identify funds specifically budgeted for the initiative
Account Name FY22 Budget FY23 Estimate FY24 Estimate
Staff time – BMD plus various collaborations with staff throughout the
organization
Total
Deliverables provide a summary of deliverables and outcomes that are expected to be achieved during the fiscal year.
Work with capital project managers to determine project December 2021
Capital Improvement Plan
schedules and cash flow needs
Capital & Debt planning Engage Council and community in conversations regarding the January – June 2022
w/ Council Town’s capital needs and debt outlook.
Based on discussions with Council, work with Town’s financial Spring 2022
Debt Issuance advisors, bond counsel, LGC, and Town staff to set calendar of
events to align borrowings and begin debt issuance process.
Diversity, Equity and Inclusion Lens
Desired Result describe specific results/outcomes that are intended for the community or internally?
DEI goal is to ensure that the Town’s capital needs are evaluated based upon the entire community’s interests and that all
people have equal access to the services we provide.
Demographic Data provide demographic data for who the project benefits
Demographic Type CIP and Debt Management impacts all Town departments and the entire community.
(gender, race, age,
disabilities, language,
LGBTQ)
Impact Goals: describe how the impact of the initiative will be measured (increasing access to capital, resources, language
access, participation, benefits, shifting power, etc.)
Impact Goals 1: CIP Prioritization process
Impact Goals 2: Minority/Women-owned Business Enterprises (MWBE) goals in procurement.
Business Management FY22 Business Plan | 8Improve the User Experience with BMD Services
Project Manager(s): Amy Oland and Clayton Hainline
Business Alignment
Council Approved Plan Alignment initiatives listed in Council approved plans
Strategic Plan- This initiative addresses: Collaborative & Innovative Organization, Objective 1, Initiative 3
Resources identify funds specifically budgeted for the initiative
Account Name FY22 Budget FY23 Estimate FY24 Estimate
BMD staff time
Electronic Signature - Docusign $10,000 $20,000 $25,000
Electronic Timekeeping System - Executime $131,117 $12,706 $13,341
Total
Deliverables provide a summary of deliverables and outcomes that are expected to be achieved during the fiscal year.
Explore and identify business systems to create user-centered Throughout FY 2022
BMD System Process process improvements including: options to provide feasible
Improvements alternatives to paper-based processes, training opportunities,
and improved communication channels.
Work with Manager’s Office, Attorney’s Office, and December 2022
Technology Solutions to identify an electronic signature
Electronic Signatures system that could be piloted with our contracts process and
which could then be rolled out to other BMD processes
(invoices, travel forms, p-card logs)
ExecuTime Time & Attendance makes it easy for managers June 2022 (assuming funds
and staff of every department to enter and track time types, would be available from
Electronic Timekeeping manage time-off requests, and apply job costing all while FY21 excess fund balance
System handling multiple pay periods and FLSA guidelines. This appropriation)
system provides a seamless and automated integration with
our financing accounting software system, Munis.
Diversity, Equity and Inclusion Lens
Desired Result describe specific results/outcomes that are intended for the community or internally?
Improving the systems and processes we have in place creates efficiencies and improves the value of the services we
provide in Business Management.
Demographic Data provide demographic data for who the project benefits
Demographic Type Improving the user experience with BMD services impacts every Town employee.
(gender, race, age,
disabilities, language,
LGBTQ)
Impact Goals: describe how the impact of the initiative will be measured (increasing access to capital, resources, language
access, participation, benefits, shifting power, etc.)
Business Management FY22 Business Plan | 9Impact Goals 1: Business Management Customer Service Survey results
Training Sessions with Munis Users Group (MUG) where we seek feedback on what systems
Impact Goals 2:
are working well and what systems need improvements.
Business Management FY22 Business Plan | 10You can also read
