04-26-10 Council Agenda & Packet

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Although we have been forced to reduce the length of the season for this program, these are not replacement positions. Instead, this would allow the Parks and Recreation Department to return to the full range of services in the more limited time window. 5. Submit a copy of your most recent Audit Summary or Financial Review, if applicable. SEE ATTACHED (ATTACHMENT C) 6. Describe your entity's past experience, if any, working with REAL. Services, Inc. The City has provided funding for partnership initiatives with REAL Services in the past, and REAL Services is a partner in several aspects of the Howard Park Senior Center, including the Meals on Vi'heels/Senior Picnic collaboration. 7. Describe how CSBG-ARRA funds will assist with retaining or creating the positions described in questions #3 and #4. Most of the positions described are seasonal laborers, and these crews have a very large impact on neighborhoods and the "common property" of the City of South Bend. These crews usually provide labor-intensive work on short-term but necessary projects. Providing clean, safe properties and neighborhoods, remediating violations and hazardous conditions will have an immediate positive effect on the neighborhoods, but will also provide positive benefits to the working individuals and their families. Both the seasonal laborers and the programmer positions (at the community centers and at the Playground Program across the city at various park properties) simply will not be available without the assistance of the CSBG-ARRA funding. On March 19, 2008, Indiana Governor Mitch Daniels signed House Bill 1001 that capped property tax assessment of private residences to 1% of assessed value. The projected revenue shortfall for the City of South Bend (on its full implementation in 2010) was $22 million to $24 million. Frugal spending (in preparation for this Bill) had begun in 2008, but even with the monies conserved in 2008, city officials were forced to make more than $3.1 million in additional permanent cuts in personnel and services to complete a 2009 budget. Despite modifications to a Local Option Income tax and creation of a Public Safety tax to fund critical Police and Fire personnel, an estimated $6 million in lost revenue was not replaced in the 2010 budget and had to be balanced by termination of pcrsonnel and services compared to the diminished 2009 budget. This was compounded by the $2 million revenue decline to the city from the global economic crisis. In comparison to 2008 levels, the City has cut more than 80 positions and the accompanying services provided by that staff as result of revenue declines. The Mayor, Division Heads and most directors have taken mandatory 5% salary cuts. Non- bargaining staff s pay for the entire city has been frozen for the past two years. Seasonal positions were the most heavily affected, many being completely eliminated. The CSBG - ARRA grant will restore a portion of those services to the sections of our community that are most likely to have been most affected.