1 Two Logan Square Suite th & Arch Streets Philadelphia, PA fax Public Financial Management, Inc. PFM Asset Management LLC PFM Advisors City of Baltimore, Maryland Ten-Year Forecast FY2013-FY2022 In recent years, like many governments nationally, the City of Baltimore has seen its revenues eroded by the most severe economic downturn in generations, while key expenditure drivers such as employee healthcare and retirement costs have been growing at unsustainable rates. As in other mature cities transitioning from an industrial base to a new economy, these challenges have been compounded by a longer-term legacy of aging infrastructure, high taxes, and sections of the City blighted by crime and vacant properties. To address these structural challenges, Mayor Stephanie Rawlings-Blake launched development of a Ten-Year Financial Plan. This planning process builds on Baltimore s longstanding commitment to responsible fiscal stewardship by working to establish a balanced framework for financial sustainability. The resulting Plan, on track to be released later this month () will set forth a set of actions designed to bring the City s recurring revenues and expenditures into alignment, while also prioritizing new investments to strengthen Baltimore s fiscal foundation and promote economic and community stability and growth. In support of this process, the City engaged Public Financial Management, Inc. (PFM), through a competitive selection to assist in the development of a long-range financial forecast and options going forward. PFM is the nation s leading financial advisor to state and local governments, and has assisted other major governments nationally in the development of multiyear financial plans. PFM is coordinating a team that also includes Hay Group, a leading international human resources and actuarial consulting firm, and Walker Benefits Services, a minority-owned benefits consultancy active in the Baltimore region. The City s Finance Department and its Bureau of the Budget and Management Research have also provided extensive technical input and review throughout this process, and the work has also been informed by Guidance Committees including Administration, City Council, and civic representatives, as well as scores of stakeholder interviews. In past PFM engagements over the years, including successful long-range plans developed with the City of Philadelphia, District of Columbia, and City of Pittsburgh, such analysis has typically been linked to turnaround strategies for governments under external oversight boards and facing immediate fiscal distress. In Baltimore, this effort is proactive, so that the City can better head off its underlying structural budget pressures both to maintain sound fiscal condition and to identify additional resources for critical long-range investments. In the coming weeks, building on the findings from this process, Mayor Stephanie Rawlings- Blake will set forth a comprehensive plan to change how the City does business, sustain its financial health, and invest in the initiatives needed to grow Baltimore over the decade ahead. In addition, PFM will release a 100+ page companion report detailing the findings we have developed for the City.
2 Page 2 This preliminary summary highlights the key challenges we have identified that our full report will detail, and that the Mayor s forthcoming plan will address. Structural Budget Deficit To balance the City's FY2013 Budget, Baltimore had to close a $48 million shortfall in the funding available to carry forward prior year service levels, even after a series of sharp cuts and revenue increases had already been adopted over the preceding several years. These recent actions to maintain the City s fiscal stability have included: Unpaid furloughs in FY2010-FY2012, wage freezes and containment, and health benefits program restructuring for both active employee and retirees; A sustained hiring freeze from FY2008 through FY2012, along with layoffs imposed in FY2010 and FY2011; Significant reforms of the Fire and Police Employees Retirement System (FPERS), establishing a more affordable and sustainable benefit structure through measures including increased employee contributions, lengthened age and service requirements, and establishment of a predictable cost-of-living adjustment to replace a volatile variable benefit that siphoned off investment gains to fund post-employment increases; Severe curtailments of capital program investments, with reduced debt financing and lower pay-as-you-go (PAYGO) capital funding from the operating budget, resulting in widespread deferral of infrastructure renewal and replacement; Rotating company closures within the Baltimore Fire Department from FY2010 to FY2012, with a permanent closure in FY2010 and two more of the rotating closures made permanent in FY2013; Closure of five City recreation centers and four Police Athletic League (PAL) centers, a shift to once-weekly trash and recycling pick-up, and reductions in tree maintenance, street lighting, building upkeep, prisoner re-entry and mentoring programs, Arts and Culture funding, library hours and book purchases, and multiple other services; and, An increase to the City s income tax rate from 3.05 to 3.20 percent (the maximum allowed under State law), establishment of a new beverage container tax, negotiation of a voluntary contribution agreement with the City s largest nonprofit institutions, and increases to parking, hotel, and energy tax rates. In total, over just the past three years, the City has eliminated nearly $300 million in shortfalls, primarily through spending reductions. While such restructuring in the aftermath of the Great Recession has not been unique to Baltimore, this recent history now means that the remaining options for the City s fiscal realignment will be that much more limited and difficult going forward. At the same time, even these significant measures to maintain fiscal stability have not resolved the City s underlying financial pressures. Fundamentally, Baltimore now faces a structural imbalance between the rates of growth in the City s recurring revenues and its faster-growing expenditures, such that additional shortfalls will
3 Page 3 continue to open up in each new fiscal year despite past corrective actions. This dynamic is consistent with the pressures faced by state and local governments nationally, as highlighted in projections developed by the U.S. Government Accountability Office GAO that forecast near and long-term fiscal challenges for the sector that will grow over time if no change occurs 1. At the same time, each individual government faces its own unique fiscal characteristics and challenges. To quantify Baltimore s specific, structural budget gap, the PFM consultant team worked closely with the City Finance Department to develop a baseline forecast that takes into account the City s unique fiscal factors. This forecast focuses on Baltimore s General Fund, the primary, tax-supported operating fund, excluding enterprise activities such as water and wastewater services funded primarily by utility user rates. For this General Fund analysis, PFM developed a detailed, multi-year budget model that applies assumptions about future growth to thousands of individual revenue and expenditure lines, and that can evaluate alternative economic scenarios. Building on three-year projections regularly updated by the Finance Department, as well as actuarial analysis by the Hay Group, the analysis updates and extends such forecast assumptions through the end of the Ten-Year Financial Plan period. This Ten-Year Financial Plan baseline forecast is intended to represent a carry forward or current services set of projections such that no reduction or enhancements in services, headcount, or tax rates are generally assumed, except where already adopted into current law or consistent with existing policy. In addition, the forecast is based on projected economic conditions consistent with mainstream forecasts and expectations, with a modestly paced but steady economic recovery. In the event of slower economic growth or another recession, City revenues would almost certainly be worse than the forecast, and certain key cost centers such as City pension contributions partially dependent on positive investment returns would also be more difficult to manage. The baseline forecast represents the City s reasonably expected conditions, not a pessimistic or worst case scenario. Without corrective action, under this mainstream set of assumptions, PFM projects a fiscal gap of approximately $30.3 million in FY2014, growing to more than $124 million by FY2022. Over the nine years from FY2014-FY2022, this cumulative shortfall would total $744.8 million, eroding all of the City s reserves in less than three years and driving the City deep into deficits. Quite simply, a status quo approach is not financially sustainable. 1 United States Government Accountability Office (GAO), State and Local Governments Outlook, April 2012 Update (GAO SP).
4 Page 4 $0 ($100) ($200) ($300) ($400) ($500) Baseline Projected Gap General Fund ($30.3) ($67.9) ($126.4) ($200.5) ($273.0) ($374.0) ($495.7) ($600) Cumulative Deficit Annual Deficit ($620.1) ($700) ($800) ($744.8) FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22 Revenue $1,571.1 $1,585.9 $1,612.7 $1,648.6 $1,677.4 $1,711.9 $1,732.4 $1,769.1 $1,814.8 $1,868.2 Expenditures $1,571.1 $1,616.2 $1,650.3 $1,707.1 $1,751.4 $1,784.5 $1,833.4 $1,890.7 $1,939.2 $1,992.9 Annual Deficit ($0.0) ($30.3) ($37.6) ($58.6) ($74.0) ($72.5) ($101.0) ($121.7) ($124.4) ($124.7) Cumulative Deficit ($0.0) ($30.3) ($67.9) ($126.4) ($200.5) ($273.0) ($374.0) ($495.7) ($620.1) ($744.8) Underlying these projections, aggregate baseline revenues are forecast to grow by a compound annual average of 1.9% over the ten year forecast period. In FY2014, overall City revenue growth is forecast to be even lower at just 0.9%, as property tax revenues from prior triennial assessments will continue to lag any recovery in the housing market and weak economic conditions persist. While property tax revenue growth is projected to gradually increase throughout the forecast period, relatively flat state assistance and other factors are forecast to constrain growth at an average of approximately 1.8% in the middle years of the plan before total revenue growth is forecast to rebound in FY2020 (2.1%) through FY2022 (2.9%). On the expenditure side of the budget, growth rates for employee health and pension costs have been one of Baltimore's primary "budget busters" in recent years. Even with a hiring freeze, wage containment, pension restructuring for public safety employees, and furloughs in recent years, total City workforce costs increased 11.7% from FY2007 to FY2012 (budgeted) while revenues rose only 3.0%. Within these totals, active employee healthcare costs grew by 20.7% and the City's employer pension contributions increased by 89.4%.
5 Page 5 Benefit Costs Outpace Revenues FY2007 FY2012 (Budget) 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 3.0% Revenue 11.7% Wages + Benefits (Active and Retiree) 20.7% Healthcare (Active Employees) 89.4% Pensions Looking forward, consistent with state and local governments nationally as evaluated by the GAO, these benefit costs are projected to continue to outpace revenues across the Ten- Year Plan Period. Relative to recent prior trends, reforms adopted by the City within the past several years are projected to achieve moderation in these rates of workforce cost growth. In particular, health benefit modifications identified through this Ten-Year Financial Plan process implemented in FY2013 in advance of Plan finalization have already generated significant savings while maintaining quality, competitive coverage levels. Nonetheless, without additional reforms, the cost for active employee health benefits is projected to continue growing at more than twice the rate of revenues across the overall Ten-Year Financial Plan period. Similarly, pension cost growth is also projected to outpace revenues, with average increases of more than 5% per year in the near-term period through FY2017, and could grow even faster if more conservative actuarial funding policies now under consideration are adopted. Along with other cost drivers such as utility cost pressures, overall City expenditures are projected to grow at a compound annual average rate of 2.7% across the Ten-Year Financial Plan forecast period almost a full percentage point faster than revenues.
6 Page 6 5.0% Major Budget Drivers Compound Annual Growth Rate (CAGR) FY % 4.0% First Five Years (FY13-FY18) Property Tax Revenue Compound Annual Growth Rate Second Five-Years (FY18-FY22) 1.5% 3.1% 4.4% 4.6% 3.5% 3.2% 3.0% 2.7% 2.6% 2.5% 2.2% 2.0% 1.8% 1.9% 1.5% 1.0% 1.1% 0.5% 0.2% 0.0% State Aid State Aid State Highway User Revenue State Highway User Revenue Income Tax Property Tax Total Revenue Total Exp. Wages Pensions Utilities Employee Healthcare (Active) Income Tax Property Tax Total Revenue Total Exp. Wages Pensions Utilities Employee Healthcare (Active) FY13 $100.5 $132.0 $256.1 $768.3 $1,571.1 $1,571.1 $579.5 $149.4 $25.8 $95.1 FY22 $102.0 $145.9 $301.9 $934.8 $1,868.2 $1,992.9 $731.0 $198.8 $38.0 $142.6 $ Change $1.5 $13.9 $45.9 $166.5 $297.1 $421.8 $151.5 $49.5 $12.2 $47.5 CAGR 0.2% 1.1% 1.8% 2.2% 1.9% 2.7% 2.6% 3.2% 4.4% 4.6% As noted previously, the Ten-Year Financial Plan baseline forecast is calibrated to reflect a reasonable set of assumptions. While not intended to reflect a rosy scenario, it is also far from a pessimistic scenario let alone worst case. The following are among the major areas of identified budget risk still present in the baseline: Economically sensitive revenues Global market concerns may slow U.S. economic growth, or even drive the U.S. economy into another recession, reducing revenue growth relative to the baseline scenario. The housing market may not recover as quickly as assumed in the baseline scenario, and may decline again within the ten-year forecast period. Employment challenges may impact the City s local economy more severely than anticipated, weakening income tax and other economically sensitive revenues.
7 Page 7 Intergovernmental funding Potential State budget reductions below assumed funding levels for Highway User Revenues and the Disparity Grant program would further increase the projected fiscal gap. Additional State cost shifts and mandates, as occurred in FY2013 with teacher pension costs, could increase City expenditures; and. Federal cutbacks to address national deficit reduction goals could slow the region s economic growth, and, where such reduced programs have historically funded services within the City (e.g., Community Development Block Grants) could create increased pressure for the City to provide new local funding. Workforce The single largest, most immediate threat to the City's fiscal stability is ongoing litigation related to reforms of the Fire and Police Employees Fire and Police Employees' Retirement System (FPERS) adopted by the Mayor and City in June To date, the City has received favorable rulings regarding some, but not all, of the adopted reforms -- and certain issues of major fiscal importance remain under active litigation. If the City's approach is not fully upheld (and/or if equivalent reforms are not developed), the City's recent fiscal progress would be set back dramatically to the severe detriment of the public interest and welfare, and the health and sustainability of the FPERS retirement system would also be severely eroded. Any negotiated wage increases above assumed COLAs and level/longevity increases would further have a significant impact on the cost of services, if not funded by offsetting savings. Each 1% increase in wages would result in additional General Fund costs of approximately $6-$7 million. Health care inflation may surpass projected levels of cost growth. Actual pension investment returns, overall plan experience, and the impact of new and anticipated accounting changes could lead to contributions higher than those assumed in the baseline forecast. Other expenditures New service demands and costs could be generated by infrastructure failure and/or other unforeseen factors. The City has some potential exposure to the performance of existing economic development projects. Unfavorable litigation against the City could result in legal costs and/or settlements/penalties higher than those assumed in the forecast.
8 Page 8 Given that actual results will inevitably vary from the baseline scenario as real world events unfold (no matter how reasonably the baseline is constructed), the Ten-Year Financial Plan team also created two additional scenarios under alternative economic conditions Pessimistic and Optimistic. The Pessimistic scenario generally assumes economic recovery will be delayed, but it is not intended to reflect the worst possible economic conditions. In particular, it does not assume another severe decline as sharp and protracted as the most recent downturn, nor any further recessionary periods in the latter years of the Plan period. Similarly, the Optimistic scenario assumes a somewhat stronger and more accelerated nearterm recovery, with moderately more favorable long-term economic assumptions. Under each of these alternative scenarios baseline, pessimistic, and even optimistic the City still faces projected budget shortfalls if no corrective action is taken. As shown in the chart below, even the optimistic scenario results in deficits in every year with a cumulative shortfall of more than $325 million over the next nine years. Under the pessimistic scenario, deficits would grow even deeper year-by-year, resulting in a cumulative shortfall of nearly $1.3 billion. Economic Scenarios Projected Deficits As previously outlined, the primary baseline scenario used for this Ten-Year Financial Plan process is reflective of a carry forward approach to current services and programs. To the extent that some current activities are underfunded, however, this approach will actually understate the City s true budget needs. Among such concerns, appropriate funding for longterm retiree medical obligations (Other Post-Employment Benefits OPEB ) and for capital
9 Page 9 investment to renew and replace basic infrastructure have both been identified as areas of concern. Like many governments nationally, the City of Baltimore has historically funded its postemployment healthcare obligations to retirees primarily on a PAYGO basis covering only the costs of benefits for those who have already retired and are receiving post-employment benefits. In recent years, the Governmental Accounting Standards Board (GASB) has required that the cost of such benefits be accounted for on an actuarial basis reflecting how much should be set aside based on current service, much as public employers have long done for pension obligations. While GASB has not required that governments fully fund up to these actuarially determined levels, continued PAYGO funding generally falls short of these actuarially determined costs creating a growing liability to be addressed in future years. To help address this liability, the City has created an OPEB Trust, and has made some contributions above PAYGO levels a positive financial management practice assumed to continue in the Ten-Year Financial Plan baseline. In the FY2013 Budget, this supplemental payment totals $8.5 million in the General Fund ($9.5 million All Funds). According to the City s most recent FY2011 OPEB valuation, however, to fully fund the cost of future retiree medical liabilities at actuarially determined levels, the City would need to contribute an additional $31.6 million above PAYGO funding on an All Funds basis an amount projected to trend upward over time. Infrastructure Investment Of even greater fiscal significance, carry forward capital investment in the renewal and replacement of basic City infrastructure roads, bridges, and facilities now falls far short of the levels required just to maintain the current state of repair. Simply to prevent further erosion of current, suboptimal asset conditions while beginning to make slow incremental progress toward improved conditions, City departments estimate that capital funding would need to be increased by an order of magnitude of well over $100 million annually. Across City government, many Departments are now engaged in formalized capital needs assessments, however, such analysis is generally a work in progress. At the same time, from the perspective of long-range financial planning, the Ten-Year Financial Plan team felt strongly that it would be critical to gain some sense of the magnitude of Baltimore s infrastructure challenges even if only preliminary and inherently imprecise. In this context, to gain a highlevel sense of the City of Baltimore s underlying capital investment needs, the Ten-Year Financial Plan project team surveyed the City s major departments regarding their capital needs. Major departments were asked to provide their best estimates as to funding levels required to reach a reasonable funding standard meeting the following definition: Reasonable In addition to addressing critical needs, this level of funding would include the estimated funding required (a) to maintain the current, overall asset condition plus (b) if the current condition is below generally accepted standards for a state of good repair, to begin to work incrementally toward attaining adequate condition over time
10 Page 10 For certain smaller agencies, the project team assumed an annual carry forward of FY2014 funding levels from the City s current 6-year CIP after FY2013. In addition, funding for the significant facility needs of the Baltimore City Public Schools (BCPS) was treated as a challenge separate from this analysis, and only the historic City BCPS capital funding of $17 million is included in this analysis with any school needs beyond this level, as well as the Mayor s Better Schools Initiative to address these concerns, evaluated separately. Similarly, potential capital investment to improve blighted neighborhood conditions such as through vacant property demolition was also evaluated as a separate need. Based on the high-level estimates received from City departments, capital funding included in the Ten-Year Financial Plan status quo baseline scenario based on actual expenditures in recent years would fall short of identified, reasonable levels by over $115 million in FY2014, rising to more than $130 million annually by FY2016. On cumulative basis, the shortfall in local capital funding relative to reasonable levels exceeds $1.1 billion through FY2022. Of note, these estimates reflect annual needs over a ten-year period from General Fund supported dollars only. In many cases, continued intergovernmental funding is assumed to help meet the overall costs of core capital investment, which are even greater than these local funding requirements. Examples of underfunded infrastructure needs in the baseline scenario include the following: Of Baltimore s more than 300 bridges managed by the Department of Transportation (DOT), 21 have been rated below a level of 50 on the bridge sufficiency rating index used by the Federal Highway Administration to evaluate condition. This reflects a state of repair that renders those bridges eligible for replacement, and indicates a serious need for reconstruction. Looking forward over the decade ahead, DOT estimates that another bridges will likely require major rehabilitation, reconstruction, or replacement. Estimated costs to replace or reconstruct those bridges already programmed for near-term replacement typically range from $10-30 million per bridge. DOT also maintains approximately 5,000 lane miles of roadways across the City. As of a major survey in 2008, 43% of the City s roads were rated to be in a poor state of repair based on pavement condition index standards, and funding for repaving and resurfacing has only been further reduced since that review. Currently, DOT has funding sufficient to repave only 200 lane miles or less per year out of the total 5,000, resulting in roadways falling further into disrepair. Not only does this result in poor street conditions, but it will also drive up long-term, life cycle costs, as roadways reach the point where resurfacing is no longer an option and full-depth pavement reconstruction (at several times the cost) becomes necessary. Within the next decade, in order to manage Baltimore s solid waste disposal needs, the City is projected to need to begin a major expansion the Quarantine Road landfill. Preliminary cost estimates are in the range of $40 million, which would add another quarter century to the landfill s life span. City public safety facilities are also aging, with many in disrepair. Overall capital needs for Baltimore s fire stations and related infrastructure alone, for example, are estimated
11 Page 11 to exceed $20 million. This includes needed electrical system upgrades and fixed generator installations, deteriorated concrete within station bays and outside aprons and sidewalks, and basic safety and working condition concerns at active stations. Overall, the City s fire stations average over 60 years old, and the older half average more than 100 years old. In addition to significant deferred maintenance needs at these fire houses, given population shifts within Baltimore over the decades, some fire companies might be better sited in other locations that would provide for improved response times. To improve the City s Recreation and Community Centers, many of which are also in very poor, unsafe condition, a Mayoral Task Force developed a comprehensive plan in 2011 to provide a smaller number of upgraded facilities focused on Baltimore s youth with other facilities beyond the City s capacity to adequately sustain being transferred to nonprofit and community partners. In turn, this transformational approach requires significant new capital investment estimated by the Parks and Recreation Department to cost approximately $35-40 million over the decade ahead to fully develop this new, core network of ten model community centers to serve as anchors for Baltimore neighborhoods. Along with general infrastructure needs, Baltimore has approximately16,000 vacant and abandoned structures, a large majority of which are in distressed communities with limited market potential for reinvestment. While repair, rehabilitation, and attraction of private investment are important strategies for reclaiming vacant structures in neighborhoods of strength, the Planning Department estimates that 11,000 properties are located in challenged areas generally best-suited for clearance, greening initiatives, and other non-housing reuse. In addition, Baltimore faces significant funding challenges for water and wastewater infrastructure not included in the above figures, because such needs are funded on an enterprise (user charge) basis that does not directly impact the City s General Fund. In addressing these infrastructure challenges, the City is constrained by its structural budget shortfall, as detailed in the Ten-Year Financial Plan projections. During the economic downturn, City PAYGO capital funding from the operating budget has been sharply curtailed, and annual capital borrowing is bounded by the need to maintain responsible and sustainable levels of debt and debt service. Compounding these local capital funding constraints, federal infrastructure funding since the stimulus program ended is generally in decline, and key State capital programs have been cut severely. Of particular note, Maryland s Highway User Revenues (HUR) for Baltimore and other localities statewide are down dramatically. For the City, total State transportation funding as of FY2013 is more than $100 million below peak levels, and PAYGO capital dollars from this source have dropped from $73.4 million in FY2007 to just $5 million in FY2013.
12 Page 12 State Transportation Capital Funding (PAYGO) Has Declined Sharply $80,000,000 $70,000,000 $60,000,000 $50,000,000 $73,440,000 $66,228,000 $60,500,000 $53,265,000 $47,400,000 $40,000,000 $30,000,000 $20,000,000 $10,000,000 $ $0 $ $5,000,000 $5,000, Long-Term Liabilities As part of a long-range financial planning approach, it will be important for the City to make progress over the decade ahead with reducing its long-term liabilities and leaving behind a stronger balance sheet that does not overburden future generations nor inhibit opportunities for growth. Along with infrastructure needs, Baltimore s retiree benefit liabilities are also an important area of balance sheet concern, consistent with many governments nationally. As of the most recent (FY2011) actuarial valuations, Baltimore had an aggregate unfunded retiree liability of more than $3 billion -- including actuarial shortfalls in the City's Fire and Police Employees' Retirement System (FPERS - $558.6 million), Employees' Retirement System (ERS - $530.2 million), and non-pension Other Post-Employment Benefits (OPEB - $2.1 billion, primarily associated with retiree medical coverage).
13 Page 13 Unfunded Pension and OPEB Liabilities FY2011 valuations FPERS $558.6 million OPEB $2,080.7 million TOTAL $3.2 Billion Liability ERS $530.2 million Note: The small Elected Officials Retirement System, not shown, was above 100% funded as of FY2011 by approximately $1.6 million New Governmental Accounting Standards Board (GASB) accounting rules will further highlight these retiree benefit sustainability challenges in the years just ahead, as more conservative approaches are coming into place for recognizing these liabilities in public sector financial statements. Similarly, the major credit rating agencies now also have a growing focus on retiree benefit funding and other liabilities beyond just debt service. Non-Competitive Tax Structure In evaluating Baltimore s overall fiscal condition, a further key challenge is the City s high rate of taxation. This existing, non-competitive rate structure severely limits Baltimore s ability to address its structural budget shortfalls through further rate increases. Currently, Baltimore's property tax rates are, by far, the highest in Maryland, and overall tax burdens are also well above the rest of the state. Further, Baltimore s second largest revenue source the income tax is already at the maximum level allowed under state law. Under Maryland s local government tax structure, which relies heavily on the property tax and resident-only income taxes, these high overall tax burdens fall disproportionately on residents and businesses that have chosen to locate in the City, further impeding Baltimore s ability to compete for growth. While overall revenues must remain sufficient to support basic services, this non-competitive tax structure is a major impediment to long-range financial and community sustainability.
14 Page 14 In the FY2013 Budget, the Mayor and City Council have begun to address this challenge with a new Targeted Homeowners' Tax Credit program designed to bring down the residential property tax by 20 cents by Nonetheless, high taxes remain a real and critical challenge, compounded by perception problems when comparisons are made to Maryland County tax rates without considering additional municipal tax rates and/or trash collection fees. Source: Tax data from the State of Maryland Department of Legislative Services, 2012 Overview of Maryland Local Governments; County rate shown includes special rates for services not funded from the general county property tax rate where applicable (Howard, Montgomery, Prince George s) According to analysis by the State of Maryland Department of Legislative Services (DLS), Baltimore s combined per-capita yield of income and property taxes adjusted for differences in tax rates the City s tax capacity is just 48.9 percent of the average of all Maryland counties 2. As a result, to generate enough revenue to pay for services, Baltimore s tax effort the degree to which it taxes its base to generate actual property and income tax revenue yields is now the highest in the State. In the DLS analysis, a tax effort index is calculated to compare the ratio of actual revenue generated through Property and Income taxes to a hypothetical yield if rates were set at the statewide average. An index of 100 is equal to the statewide average, while an index of greater than 100 indicates that the county must levy higher rates than other counties to generate a given yield. Baltimore s Tax Effort Index in 2010 was % higher than the state average and 28% higher than the index of the next highest county. 2 Maryland Department of Legislative Services, Office of Policy Analysis, Tax Capacity and Effort of Local Governments in Maryland, March 2012 (2010 data).
15 Page Tax Effort Index Source: Maryland Department of Legislative Services, Office of Policy Analysis As a result of this structure, Baltimore, again, cannot simply hike tax rates to improve its fiscal position. Given current competitiveness challenges, such increases would only further erode the City s tax base and overall economy by deterring and driving out private investment by businesses and families. Summary For those committed to Baltimore and its future, the challenges identified through this Ten-Year Financial Plan process are not new and, in some cases, efforts toward addressing these goals are already underway. Over just the past several years, the Rawlings-Blake Administration and City Council have already made many difficult choices to counter difficult, underlying trends and maintain balanced budgets, and have launched new initiatives to invest in critical areas of concern such as tax reduction and school facilities. At the same time, whether newly emerging or already well-understood, taking on these continued challenges boldly and comprehensively will be critical to Baltimore's next ten years and beyond both for the health of the City's finances, and the direction of the broader community. A status quo approach is not sustainable.
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Page Intentionally Left Blank Department Description The Financial Management Department provides fiscal services to the Mayor and serves as an internal fiscal consultant to other City departments. Financial
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