Office of the Mayor

                 

 

                  Mark Funkhouser

 

                   29th Floor City Hall

                         414 E. 12th St                                                                                  (816).513.3500

                           Kansas City, Missouri 64106-2778                                                       (Fax) (816) 513.3518

 

 

 

Date:                July 16, 2008

 

To:                   Wayne Cauthen

 

From:               Mark Funkhouser

 

Subject:            July 16 Memo to City Council

 

On July 16, you sent a memo to Deb Hermann and members of the Finance and Audit Committee.  In it you identify a potential $10.3 million budget shortfall, even though we are not yet at the end of the first quarter of our financial year.  At this pace, we might well be looking at a $60 million shortfall by the time we’re adopting next year’s budget.  As such, I have some questions and concerns.

 

I would like to know more about the total $2 million in expenditures for city and police consolidation. These are decisions that were already made by the City Council and I when we adopted the budget. Is their inclusion in this list of expenditures an indication that you intend to not follow our policy direction with regards to the budget?

 

I am also very concerned about your stated intent to lift the hiring freeze. I don’t understand what you mean by “intent?”  The Council and I have adopted a budget which calls for a hiring freeze of 245 positions. That is a policy decision we have made.  I would hope that your intent is to carry through on policy as it is adopted by the Mayor and City Council.

 

Moreover, you have not reached the level of hiring freeze that the Council and I called for. According to your tally of staffing changes, 190 positions are currently vacant due to the freeze. This is 55 positions below what is mandated by the adopted budget. Meantime, you have chosen to address the budget’s requirement for an elimination of 140 positions primarily through attrition and by not filling vacant positions.  This seems less a strategic staff reduction than a long-term hiring freeze. The number of staff reductions totals 157 – an apparent increase over what was called for in the budget. However, 40 of these are transfers to other departments in the city which are not supported by the general fund. Clearly this is not a real cost savings to the taxpayers. It is little more than an accounting trick.

 

That said, I agree with you that a hiring freeze is not the best way to realize cost savings through staff reductions.  You are correct in stating that the cuts are randomly disbursed across the organization and can disproportionately impact certain programs and services, such as animal control and vacant lot mowing.  These are low-paying positions with inherently high turnover rates.

 

A better approach would be to make strategic choices through efficient and effective management. In my budget memo dated March 12, I explained the proposal to eliminate positions as follows:

 

Our city government has a high number of middle managers and a significant number of layers of supervision. In fact, previous studies have shown that the most frequently occurring span of control (the number of subordinates reporting to one supervisor) in city government is three. Eliminating 220 positions would leave the total number staff at 5,472, about 8% above the 2003-04 level. The focus of the position eliminations should be on increasing the span of control and reducing the number of management layers in the government.

 

I believe that this articulates the intent of the City Council when we passed Amendment A calling for an elimination of 140 positions and a freeze of 245. Otherwise, we wouldn’t have stipulated two separate line items – one for strategic, permanent organizational cuts to produce long-term savings and another for more arbitrary cuts for short-term savings.

 

In other words, City Council and I did not adopt a budget requiring you to minimize the number of actual lay-offs.  Instead, we adopted a budget requiring you to free up the maximum amount of money for our priorities. Instead of shifting money around to de-freeze positions, you should make strategic staff reductions and use the money freed-up through new vacancies to fulfill our priorities.  In addition, some of this the freed-up money should be set aside to prepare for expenditures that the city manager is expecting to increase, such as, employee health insurance and fuel costs.

 

 

CC: City Council