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Table B <br />Personnel and Non -Personnel Costs <br />By Department <br />Non - <br />Personnel. Personnel <br />Costs % Costs % Total <br />General Government <br />Police Services <br />Fire Services <br />Community Development <br />Public Works Services <br />Library Services <br />Recreation and Human Svcs <br />Non -Departmental <br />$ 4.9 <br />66% $ <br />2.5 <br />.34% $ <br />7.4 <br />23.2 <br />82% <br />5.2 <br />18% <br />28.4 <br />15.2 <br />86% <br />2.4 <br />14% <br />17.6 <br />5.3 <br />78% <br />1.5 <br />22% <br />6.8 <br />2.8 <br />51% <br />2.7 <br />49% <br />5.5 <br />3.4 <br />54% <br />2.9 <br />46% <br />6.3 <br />2.8 <br />52% <br />2.6 <br />48% <br />5.4 <br />1.0. <br />21% <br />3.8 <br />79% <br />4.8 <br />$ 58.6 <br />r71% $ <br />23.6 <br />29% $ <br />82.2 <br />As shown above, the bulk of the General Fund's costs are personnel costs. Consequently, if <br />the decision is made to reduce the budget in any significant way, impacting personnel costs <br />may be unavoidable. <br />As a general rule when budget reductions are called for, entities often look to certain types of <br />non -personnel costs that can be eliminated quickly and with the least apparent amount of <br />disruption to the organization. Some examples are training, travel, maintenance costs, <br />postponing capital acquisitions, and deferring projects. To provide a sense of relative <br />magnitude, Table C lists some of these costs. <br />Table C <br />Individual Budget Categories <br />General Fund --Budget Category <br />5510 Transportation/Training <br />5520 Memberships <br />5540 Subscriptions <br />621& Books and Tapes -Library <br />6210 Books and Tapes -All Other <br />5550 Employee Recognition <br />5895'Employee Education Reimb <br />Amount <br />$ <br />276,000 <br />94P664 <br />51,761 <br />395, 000 <br />... ....._.. . <br />14,161 <br />9, 500 <br />.. ......._ <br />10,000 <br />$ <br />851,0_86 <br />