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Back to Mayor’s main page — Press release on FY 2000 budget — Financial Plan for FY 2000 budget — Testimony on budget

Proposed FY 2000 Press Briefing
Mayor Anthony Williams
March 15, 1999

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Overview

Overview

Operating Budget

  • Alternate Budget Scenario — $150 million reserve
    • Budget with $150 million reserve mandated by Congress
  • Mayor's Budget Proposal
    • Does not include $150 million reserve
    • Reflect's Mayor's policy priorities

Capital Budget

  • FY 2000 Planned Expenditures — $413 million
  • FY 2000 — FY 2005 Planned Expenditures — $1.462 billion
  • FY 2000 Planned Funding — $406 million FY 2000
  • FY 2005 Planned Funding — $1.445 billion
  • Total Agency Requested Increases — $704 million
  • New Budget Authority Request — $664 million

*Exclusive of Highway Trust Fund

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First Budget Scenario
Budget Reserve Issue Summary

  • Legislative requirement
    • Two provisions were included in FY 1999 DC Appropriations Act related to a budget reserve:
      • Proceeds from the FY 1999 budget surplus should be used to establish $250 million reserve account
      • Beginning in FY 2000, the District should budget a $150 million reserve
  • Reason for not including $150 m surplus in Mayor's budget
    • Unnecessary due to 6% positive fund balance
    • Limits ability to invest in critical service areas
    • Inconsistent with budget stabilization practices in other jurisdictions

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Financial plan with $150 m reserve

District of Columbia
FY 2000 — FY 2003 Budget and Financial Plan
Gross Funds (Dollars in thousands)

Revenues FY 1998 Actuals FY 1999 Budget (Revised Revenue) FY 2000 Budget FY 2001 Projected FY 2002 Projected FY 2003 Projected
1. Taxes 2,773,561 2,773,800 2,847,300 2,918,100 3,006,000 3,110,600
2. Non-Tax Revenues 235,188 222,746 232,741 224,751 228,133 227,146
3. Federal Payment (Contribution 198,000 - - - - -
4. Lottery 81,300 69,000 69,000 69,000 69,000 69,000
5. Subtotal, Local Funds 3,288,049 3,065,546 3,149,041 3,211,851 3,303,133 3,406,746
6. Grants 1,011,510 1,217,043 1,229,670 1,285,700 1,344,999 1,406,352
7. Federal Payments - 123,762 - - - -
8. Private/Other Revenues 116,954 314,660 315.486 325.815 336,688 347,532
9. Subtotal, Non-Local Funds 1,128,464 1,655,465 1,545,156 1,611,515 1,681,688 1,753,884
10. Total Revenues 4,416,513 4,721,011 4,694,197 4,823,366 4,984,821 5,160,630
Expenditures (by Appropriation Title)
11. Government Direction and Support 153,828 164,144 163,340 169,285 175,494 181,837
12. Economic Development and Regulation 110,581 159,039 187,628 193,841 200,354 206,900
13. Public Safety and Justice 564,269 755,786 776,220 805,093 835,328 866,198
14. Public Education System 734,569 788,956 842,011 866,974 892,801 919,838
15. Human Support Services 1,665,119 1,514,751 1,525,136 1,596,291 1,671,576 1,749,963
16. Public Works 249,142 266,912 269,779 279,612 289,867 300,392
17. Financing and Other 421,136 451,622 499,210 408,542 422,329 429,632
18. Receiverships - 318,979 330,077 341,210 352,897 364,648
19. Financial Authority 3,220 7,840 3,640 2,806
20. Local fund support for Enterprise funds 2,498
21. Productivity Savings - (10,000) (30,000) (40,000) (40,000)
22. General Supply Schedule Savings - - (20,000) (20,560) (21,156) (21,727)
23. Tobacco Settlement Funds for Debt Service - - 16,050 12,610 15,142 15,285
24. RESERVE - - 150,000 150,000 150,000 150,000
25. Federal Payments to be allocated - 100,700 - - - -
26. Total Expenditures 3,901,864 4,521,227 4,636,090 4,755,704 4,944,631 5,122,965
27. Total Surplus – Budget Basis 514,649 199,784 1,106 47,662 40,189 37,665
28. GAAP Adjustments (69,800)
29. Total Surplus GAAP Basis 444,849
30. Fund Balance, Beginning of Year (332,357) 112,492 312,276 313,382 361,045 401,234
31. Fund Balance, End of Year 112,492 312,276 313,382 361,045 401,234 438,899

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Mayor's Budget Proposal
Fiscal Year 2000 Key Budget Issues

Supporting Our Children

  • Children's Initiatives
  • Public Education
    • Public Schools and Charter Schools
    • Tobacco Settlement Securitization
    • University of the District of Columbia

Improving Government Services

  • Workforce Investment Strategies
  • Managed Competition
  • Human Resource Development

Rebuilding the Human Service Network

  • Health Care Restructuring
  • Welfare, Child care, Homeless Services
    • Substance Abuse Treatment/Prevention

Expanding the Economy

  • Capital Financing Strategies
    • Meeting financial management targets
    • Debt restructuring
  • Small Business Tax Restructuring
  • Neighborhood Revitalization

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Children's Initiative

Operating

  • $33 million for out-of-school activities through the Youth Investment Partnership
    • Includes funds for community collaboratives, out-of-school learning centers, community-customized out-of-school programs, and other new approaches that support child and youth development
    • Funding tied to proceeds from the DC Lottery
  • $21.3 million for building new and expanding current programs
    • Child care
    • Foster care
    • Libraries
    • Youth internship

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Public Education

  • FY 2000 Public Education Budget based on the per pupil funding formula
    • DCPS receives an additional $43 million
      • $37 million excluding state costs
      • Additional $6 million for state costs
    • Public Charter Schools receive all local funding, an increase of $13 million over FY 1999
  • Create Public Education Escrow Account
    • Hold $17.8 million in escrow to properly fund DCPS and Charter Schools based on projected enrollments

Capital

  • $303 million for modernization of of DC Public Schools based on a DCPS strategic master plan to be completed by October 1, 1999.
  • $25 million to build a new state of the art technology center which will enable our students to compete in the 21st century workforce.
  • $10 million for the building of a replacement Kelly Miller Junior High School
  • $25 million for the renovation of DC Public Schools bathrooms.
  • $41.3 million per year for DC Public Schools General improvements.

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Tobacco Settlement Securitization

  • Unadjusted receipts from the tobacco settlement range from $15 million in FY 1999 up to $53 million annually, for a total of $1.4 billion by 2030
  • The Federal government has asserted a claim against the settlement payments in proportion to the Federal Medicaid match. The District match for Medicaid is 70 percent
  • The District's revenue certification will be net of any Federal recoupment. This reduced level of receipts could support a bond issue of up to $175 million

  • This bond issue would go to support the renovation and modernization of new schools in the DC Public Schools

Revenue Stream from the Tobacco Settlement (in million)

Year 2000 2001 2002 2003 2004-07 2008-17 2018-30 Total
Unadjusted $53.4 $42.0 $50.4 $50.9 $42.5 $43.3 $48.5 $1,432.4
Net of Federal Recoupment $16.0 $12.6 $15.1 $15.3 $12.8 $13.0 $14.6 $429.7

Note: Recoupment assumes that the Federal Government will claim 70 percent of the settlement.

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University of the District of Columbia

Operating

  • Establish a post-secondary education commission to review post secondary education programs across the District
  • Set aside $5 million in seed money for UDC Endowment
  • In FY 2001, align the subsidy to a per student funding formula that creates incentives for faculty who increase enrollment through excellence in teaching and research

Capital

  • $16.36 million for planned projects to eliminate health safety code condition at UDC's Van Ness campus.
  • $1 million to examine the feasibility of relocating the UDC main campus to match the needs of the anticipated revised mission and to spur economic development east of the River. (FY 1999 funding)

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Workforce Investment Strategies

  • Develop and implement a workforce investment strategy that will promote increased productivity in the workforce
  • Total FY 2000 funding is $17.8 million, including funding for a nonunion pay increase and performance incentive programs.
    • $9 million for a 3.8% non-union base increase
    • $6.8 million for performance incentive programs (including 2.2% for non-union)
    • $2 million for agency costs associated with the non-union base pay increase (Disability Compensation Fund and Defined Contribution Fund)

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Managed Competition

  • Rethink how the District is providing services to DC residents through public-private competition
  • Invest $12.0 million to generate savings of $269 million over four years
  • Compete four pilot programs in FY 1999 in DPW
    • Light fleet maintenance
    • Litter cans
    • Fall Leaf Collection Program
    • Street sign repair
  • Compete at least 12 programs across the Government in FY 2000
  • Develop Internal Improvement Program to improve inherently governmental functions

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Contracting Out

  • There are several services that the District of Columbia government no longer wishes to provide internally that can be better provided by the private sector, including:
    • Functions currently performed-by the Office of Property Management
    • Addiction Prevention Recovery Administration (APRA)
    • Disability Compensation Fund Administration
    • The Federal Highway Trust Fund National Highway Streets Program
Total Costs FY 2000 FY 2001 FY 2002 FY 2003
PROPERTY MANAGEMENT (ENTIRE AGENCY)        
Real Estate Property Management 3,056 3,056 3,056 3,056
Design Engineering Construction Administration 3,088 3,088 3,088 3,088
Facilities Operations Management Administration (FOMA) 10,600 10,600 10,600 10,600
Protective Services 8,268 8,268 8,268 8,268
Energy Management 886 886 886 886
Property Management Administration 0 0 0 0
Office of Financial and Resource Management 1,155 1,155 1,155 1,155
Reduction in Force        
(295 FTE*$19,076) 5,627 0 0 0
         
DEPT OF EMPLOYMENT SERVICES        
Disability Compensation Program 700 700 700 700
         
ARPA 5,000 5,000 5,000 5,000
ARPA Reduction in Force        
(32 FTEs) 660 0 0 0
TOTAL 39,040 32,753 32,753 32,753

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Human Resource Development

  • Redirect current resources ($6.7 million) and additional resources ($6.1 million) to develop a new District-wide training program
  • Types of Training include:
    • Rehabilitative — Designed to bring personnel up to a minimum standard of performance in-the workplace
    • Basic (Foundation skills) — District-wide training on orientation, values, mission, ethics, sexual harassment
    • Specialized training — For skill specific training, including management training, and procurement training
  • Develop a program that ensure training accountability
  • Create an Office of Training to coordinate District-wide efforts
New Option FY 2000 FY 2001 FY 2002 FY 2003
Rehabilitative Training 5.0 5.0 5.0 5.0
Foundation Curriculum 1.0 1.0 1.0 1.0
Basic Management Skills for First-Tier Managers 0.5 0.6 0.6 0.7
Computer Based Training 0.8 0.9 0.9 1.0
Systems Training (CAPPS/SOAR) 0.5 - - -
Procurement Training 0.6 0.4 0.3 0.3
Tuition Assistance Program 2.5 3.0 3.3 3.5
DC Training Office 0.6 0.6 0.7 0.7
Center for Excellence in Municipal Management 0.5 0.5 0.5 0.5
OCFO Training Program 0.6 0.7 0.7 0.7
TOTAL 12.6 12.7 13.0 13.4
Available Resources FY 2000 FY 2001 FY 2002 FY 2003
Human Development (HD) 6.5 6.5 6.5 6.5
Total 6.5 6.5 6.5 6.5
New Funding FY 2000 FY 2001 FY 2002 FY 2003
TOTAL 6.1 6.2 6.5 6.9

Note: Figures do not include training expenditures at the agency level.

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Health Care Restructuring

Operating

  • Maintain current spending levels — no new local spending in FY 2000
  • Reallocate existing resources and increase federal resources to fund new insurance coverage for 39,000 uninsured District residents
  • Set up 2 funds for contractual arrangements with the PBC for reimbursement for services provided to those who remain uninsured
  • Approval of pending legislative changes for additional federal funds for Disproportionate Share Hospital Payments (DSH) and Medicaid 1115
    Waiver would offset costs in the out years

Capital

  • $2.5 million for the replacement of Anacostia community health clinic in ward 8 and to provide quality primary and consumer health care services.
  • $2 million for the consolidation and replacement of Hunt Place and Benning Heights community health clinic in ward 7 and to provide quality primary and consumer health care services.
  • $2.15 million for the renovations of the Department of health's Women's Clinic and Chest Clinic
  • $4.7 million relocate and renovate CHMS administrative offices on the east campus of St. Elizabeth's due to downsizing of staff and the deterioration of the infrastructure on the west campus.
(in millions) FY 2000 FY 2001 FY 2002 FY 2003
Total Costs $85.2 $100.8 $110.9 $114.1
Local Costs        
Health Insurance Fund $33.0 $59.2 $69.3 $72.4
Hospital Transition $3.9 $0 $0 $0
D.C. General Uninsured Fund $16.8 $11.5 $11.5 $11.5
PBC Clinic Uninsured Fund $7.5 $5.1 $5.1 $5.1
Total $60.2 $75.8 $85.9 $89.0
Local Reallocation of Existing Resources $60.2 $62.2 $62.2 $62.2
Additional Fudning $0 $13.6 $23.7 $26.8

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Welfare, Child Care, Homeless Services

Operating

  • $13.5 million for child care subsidies and facilities improvements
  • $12 million for homeless services
  • $140 million for TANF program
    • Supports placement of 8,000 TANF recipients into work activities
    • Includes $1 million for TANF rainy day fund

Capital

  • $5.46 million for renovations to the CCNV homeless shelter to eliminate life and safety deficiency and provide a more hospitable environment for the approximately 1,500 homeless clients.

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Meeting Financial Management Targets

  • To promote growth, the District must meet financial management targets by:
    • Maintaining structural balance,
    • Maintaining a positive fund balance,
    • Reducing the debt burden, and
    • Improving the District's credit ratings.

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Small Business Tax Restructuring

  • Businesses in the District face tax burdens far greater than those of surrounding jurisdictions.
  • If the District is to be economically attractive to potential businesses, it must reduce its tax burden on businesses compared to other jurisdictions.
  • The FY 2000 budget improves the climate for small businesses through targeted tax reductions totaling $66.7 million.
  • Tax cuts will be largely offset by operating budget savings of $50 million due to debt restructuring.

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Debt Restructuring

  • Restructure a portion of the District's front-loaded debt, to gain flexibility in the FY 2000 Financial Plan and Budget to provide for options to invest in the future of the District.
  • Generate $50 million annually in budget relief for approximately $300 million in additional interest payments at a net present value cost of $5 million.
  • Advantages of restructuring debt:
    • Still have a superior repayment schedule (30% and 63% over 5 / 10 years vs. 50% and 73% currently)
    • Match useful life of assets to bonds
    • Provide mechanism to fund tax restructuring
    • Credit markets may react favorably if used to restructure tax

Outstanding DC versus Proposed Restructured DS

Outstanding DS versus proposed restructured DS

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Neighborhood Revitalization

Operating

  • First-Neighborhood Clean-up ($5.6 million)
    • Purchase equipment
    • Upgrade residential clean-up
    • Board/demolish properties for neighborhood stabilization
  • Second — Rebuild internal capacity for economic development ($1.6 million)
    • Strengthen the Office of Zoning
    • Rebuild the Office of Planning
    • Support the Office of Motion Pictures
    • Strengthen the role of the Office of Economic Development
    • Create the National Capital Revitalization Corporation

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Neighborhood Revitalization

Capital

  • Parks and Recreations ($56.0 million)
    • To build and/or expand various recreational centers throughout the District to create comprehensive urban regional recreational centers.
    • Complete renovation and lighting of play courts and ball fields throughout the District.
  • DPW ($133 million)
    • Use of Barney Circle funds for major street and road repairs for local streets and other infrastructure improvements.
    • Outsource the Highway Trust Fund portion of the Transportation Division from DPW in order to expedite the completion of the National Highway System (NHS) streets portion of the Barney Circle Funds and all ongoing NHS projects.
    • $1 million for feasibility studies for extending metro services to New York Avenue (FY 1999 funding)
  • Arts and Humanities ($4.607 million)
    • To implement an arts in public spaces program in the District of Columbia
    • Fully funded program over the next six years

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Neighborhood Revitalization Costs
Neighborhood Clean-Up

New Option FY 2000 Initiative Description
Upgrading DPW equipment $2,553,000 Leasing new equipment for everything from pothole repair to sanitation devices
Residential Neigborhood Cleanup $709,000 Increasing the amount of DPW cleanup crews, to increase street/alley cleanup frequency
Coordinating cleanup, communities and with Prince George's County $20,000 Devoting the Office of Economic Development's oversight of cleanup and inter-jurisdictional coordination
Neighborhood Stabilization Program enhancement — DCRA $2,280,000 Addressing 600 vacant and abandoned nuisance properties through barricades / demolition

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Neighborhood Revitalization Costs
Improve Internal Capacity

New Option FY 2000 Initiative Description
The Inception of the NCRC $25,000,000 available The startup of the National Capital Revitalization Corporation
Rebuilding the Office of Planning $1,016,000 New personnel, technology and training
Rebuilding the Office of Zoning $373,000 Additional employees
Intensifying the Office of Motion Picture's Marketing $62,000 One new employee, plus new film-industry marketing efforts
OED Coordinating Role $193,000 Quality control of economic development projects

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Other Policy Priorities

Operating — $12.692 million

  • $5.6 million for Public Safety
  • $3.6 million Human Services
  • $440,000 for Public Works
  • $1.5 million for Receivers
  • $142,000 for Enterprise Funds
  • $110,000 for Economic Development and Regulation
  • $1.3 million for Government Direction and Support

Capital

  • Public Safety — $79.5 million
  • Human Services — $14.55 million

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FY 2000 Budgetary Savings

  • DC Office of Contracting and Procurement Supply Schedule — $20 Million
    • OCP expects to generate at least $20 million in savings in FY 2000 based on the $7 million invested in the Supply Schedule.
  • Productivity Savings — $20 million
    • These savings are expected to be realized from the investment in Management Reform Projects over the previous two fiscal years.
  • Managed Competition — $31.9 Million
    • Operating savings are derived by assuming that competed programs will generate an average of 25% operational savings and that internally improved programs will generate a 10:1 return on investment.
    • Managed competition savings have been discounted 25% in FY 2000.
  • Total FY 2000 Savings — $71 .9 Million

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Capital Infrastructure:
FY 2000 — FY 2005 Capital Budget Proforma

(in thousands of dollars) FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 6 YR Total
Sources
Long Term Financing 162,039 178,300 164,265 203,869 163,004 149,070 134,386 992,894
Tobacco Settlement 0 71,097 106,658 0 0 0 0 177,755
Grants 11,417 58,978 28,533 4,760 0 0 0 92,271
Paygo 12,041 0 0 0 0 0 0 0
Highway Trust Fund 976 10,396 5,025 841 0 0 0 16,262
Equipment Lease 27,901 22,850 6,700 3,200 3,200 3,200 0 39,150
Alternative Financing 65,200 48,683 26,228 12,500 2,700 0 0 90,111
Other 42,000 16,200 21,100 0 0 0 0 37,300
Subtotal Sources $321,574 $406,504 $358,509 $225,170 $168,904 $152,270 $134,386 $1,445,743
Uses
Government Direction, Financing, Safety and Justice $130,813 $145,428 $69,260 $44,465 $31,361 $13,089 $0 $295,192
Economic Development, Regulation, and Public Works $65,576 $120,473 $68,599 $39,992 $27,300 $30,400 $26,900 $313,664
Public Education $107,143 $84,696 $151,874 $108,071 $103,643 $101,331 $101,254 $650,871
Human Services $18,433 $62,990 $75,048 $32,957 $7,000 $9,950 $6,232 $124,177
Subtotal Uses $332,534 $413,586 $364,782 $225,486 $169,304 $154,771 $134,386 $1,462,317
Total Balance (Sources — Uses)1 -$5,668 -$7,082 -$6,273 -$316 -$401 -$2,501 -$1 -$16,574

1. Negative balances are offset by FY 1999 beginning balances of $95 million. The CIP expenditure plan is 100 percent funded.

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Capital Infrastructure
FY 2000 — FY 2005 Recommended Funding

Total Spending
The FY 2000–FY 2005 CIP budget includes new projects totaling $811.1 million. Total CIP spending for the period, inclusive of previously approed projects totals $1.46 billion and is summarized in the table below.

Agency FY 2000 — FY 2005 New Projects FY 2000 — FY 20005 Total Spending
DC Public Schools $364,688,000 $619,491,000
Metropolitan Police $106,533,000 $129,671,000
Parks and Recreation $55,965,000 $65,943,000
Department of Human Services $45,954,000 $91,749,000
Chief Technology Officer $50,000,000 $70,632,000
WMATA $68,400,000 $128,400,000
DPW (Exclusive of Highway Trust Fund) $61,187,000 $141,307,000
Other $58,333,000 $215,122,000
TOTAL $811,060,000 $1,462,315,000

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Capital Infrastructure pie chart

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Revenues FY 1998 Actuals FY 1999 Budget (Revised Revenue) FY 2000 Budget FY 2001 Projected FY 2002 Projected FY 2003 Projected
1. Taxes 2,773,561 2,773,800 2,847,300 2,918,100 3,006,000 3,110,600
2. Non-Tax Revenues 235,188 222,746 232,741 224,751 228,133 227,146
3. Federal Payment (Contribution 198,000 - - - - -
4. Lottery 81,300 69,000 69,000 69,000 69,000 69,000
5. Subtotal, Tax Initiatives 3,288,049 3,065,546 3,149,041 3,211,851 3,303,133 3,406,746
6. I.R.C. 414(h) Pick Up - - (1,200) (1,200) (1,300) (1,300)
7. Tax Restructuring - - (66,700) (81,700) (82,500) (83,300)
8. Subtotal, Tax Initiatives - - (67,900) (82,900) (83,800) (84,600)
9. Grants 1,011,510 1,217,043 1,270,989 1,328,244 1,388,847 1,451,463
10. Federal Payments - 123,762 - - - -
11. Private/Other Revenues 116,954 314,660 319,291 329,830 340,933 352,006
12. Subtotal, Non-Local Funds 1,128,464 1,655,465 1,590,280 1,658,075 1,729,780 1,803,469
Expenditures (by Appropriation Title)
14. Government Direction and Support 153,828 164,144 196,144 203,109 210,399 217,802
15. Economic Development and Regulation 110,581 159,039 192,767 199,164 205,877 212,618
16. Public Safety and Justice 564,269 755,786 784,581 813,101 843,711 874,968
17. Public Education System 734,569 788,956 858,915 879,217 905,394 932,800
18. Human Support Services 1,665,119 1,514,751 1,594,933 1,669,193 1,747,783 1,829,308
19. Public Works 249,142 266,912 273,480 283,428 293,804 304,447
20. Financing and Other 421,136 461,622 399,210 408,542 422,329 429,632
21. Receiverships - 318,979 341,059 352,516 364,546 376,630
22. Financial Authority 3,220 7,840 3,640 2,806
23. Local fund support for Enterprise funds 2,498
24. Net costs of new insurance coverage - - - 13,600 23,700 26,800
25. Productivity Savings - (10,000) (20,000) (30,000) (40,000) (40,000)
26. Managed Competition Savings 0 0 (31,900) (55,900) (76,700) (104,700)
27. General Supply Schedule Savings - - (20,000) (20,560) (21,156) (21,727)
28. Productivity Bank 30,000
29. Tobacco Settlement Funds for Debt Service - - 16,050 12,610 15,142 15,285
30. Workfare Investment - - 17,800 25,000 12,000 12,000
31. Federal Payments to be allocated - 100,700 - - - -
32. Total Expenditures 3,901,864 4,521,227 4,636,679 4,755,826 4,906,828 5,065,861
33. Total Surplus – Budget Basis 514,649 199,784 34,743 31,200 42,286 59,753
34. GAAP Adjustments (69,800)
35. Total Surplus GAAP Basis 444,849
36. Fund Balance, Beginning of Year (332,357) 112,492 312,276 347,019 378,218 420,504
37. Fund Balance, End of Year 112,492 312,276 347,019 378,218 420,504 480,258
38. Federal Contribution for Mental Health 117,300 9,000 9,000 9,000
39. Federal Contribution for School Construction 73,097 141,658 102,942 100,597
40. Federal Contribution for Special Education 30,000 30,000 30,000 30,000

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