|
<br />Percent
<br />Variance
<br />
<br />I
<br />I
<br />I
<br />I
<br />I
<br />I
<br />I
<br />I
<br />I
<br />I
<br />I
<br />I
<br />I
<br />I
<br />I
<br />I
<br />I
<br />I
<br />I
<br />
<br />The estimated results for fiscal year 1990-91 General Fund expenditures are:
<br />
<br />Comparison of Budget Versus Estimated Expenditures
<br />for Fiscal Year 1990-91
<br />
<br />Fire Suppression
<br />Emergency Medical Services
<br />Police Administration
<br />Police Patrol
<br />Criminal Investigation
<br />ID & Records
<br />Auxiliary Services
<br />Administration
<br />Human Resources
<br />Municipal Court
<br />Purchasing
<br />Management Info Services
<br />Legal
<br />Ci ty Council
<br />Accounting
<br />Customer Service
<br />Non Departmental
<br />Public Works
<br />Streets
<br />Residential Solidwaste
<br />Traffic Control
<br />Parks Maintenance
<br />Recreation
<br />Senior Services
<br />Design/Drafting
<br />Survey/Easement
<br />Inspection
<br />
<br />Total Expenditures
<br />
<br />Budget
<br />1990-91
<br />
<br />Over
<br />Estimated (Under)
<br />1990-91 Budget
<br />
<br />(2.97)
<br />(4.68)
<br />(7.42)
<br />(0.69)
<br />(12.05)
<br />(1. 43 )
<br />(9.13)
<br />(5.51)
<br />(0.18)
<br />(3.87)
<br />(5.64)
<br />(16.21)
<br />12.99
<br />0.00
<br />(0.02)
<br />(10.50)
<br />(19.48)
<br />(0.32)
<br />(11. 81)
<br />(13.47)
<br />(13.88)
<br />(8.09)
<br />(2.01)
<br />(5.65)
<br />(4.76)
<br />(16.43)
<br />(6.77)
<br />
<br />(6.87)
<br />
<br />The total expenditures for the General Fund are estimated to be $912,131 less than
<br />budgeted.
<br />
<br />1,141,180
<br />630,904
<br />469,387
<br />1,825,724
<br />539,177
<br />102,986
<br />371,244
<br />787,919
<br />131,773
<br />130,894
<br />132,365
<br />183,154
<br />257,582
<br />63,000
<br />346,430
<br />236,790
<br />770,008
<br />244,015
<br />1,454,900
<br />1,094,715
<br />109,881
<br />762,898
<br />634,568
<br />170,921
<br />266,791
<br />135,680
<br />281.942
<br />
<br />13,276,828
<br />
<br />1,107,259
<br />601,380
<br />434,549
<br />1,813,106
<br />474,197
<br />101,512
<br />337,351
<br />744,492
<br />131,533
<br />125,830
<br />124,896
<br />153,465
<br />291,054
<br />63,000
<br />346,358
<br />211,921
<br />620,000
<br />243,235
<br />1,283,052
<br />947,264
<br />94,630
<br />701,212
<br />621,798
<br />161,271
<br />254,081
<br />113,390
<br />262.861
<br />
<br />12,364,697
<br />
<br />(33,921)
<br />(29,524)
<br />(34,838)
<br />(12,618)
<br />(64,980)
<br />(1,474)
<br />(33,893)
<br />(43,427)
<br />(240)
<br />(5,064)
<br />(7,469)
<br />(29,689)
<br />33,472
<br />o
<br />(72)
<br />(24,869)
<br />(150,008)
<br />(780)
<br />(171,848)
<br />(147,451)
<br />(15,251)
<br />(61,686)
<br />(12,770)
<br />(9,650)
<br />(12,710)
<br />(22,290)
<br />(19.081)
<br />
<br />The reason that several of the divisions were under budget is attributed to personal
<br />services costs being less than budgeted. There are two main reasons for personal
<br />services being less than budget. One reason is caused by employee turnover where an
<br />employee leaves the City and a time lag occurs between the employees last day and
<br />the successful start of the new employee. In most cases, the new employee's entry
<br />salary is considerably less than that of the vacating employee. Another cause is
<br />where a new position is budgeted for the fiscal year and because of hiring
<br />practices, it takes several months to find a suitable employee for the position.
<br />Unless otherwise stated, variances attributed to personal services will be because
<br />of one or both of these stated causes.
<br />
<br />(912,131)
<br />
<br />1-14
<br />
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