2005 Performance Based Budget - Laserfiche WebLink

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Improve South Bend's quality of life to ensure that every resident and every family can earn an adequate income; secure adequate housing; live in a safe, pleasant and humane neighborhood; enjoy a wide range of social, cultural and recreational opportunities; and have access to quality educational and medical services within an excellent natural and manmade environment. GOAL D: Trust in City Government Improve residents' trust in City government to ensure that South Bend has a broad base of consensus and support on which to build the future; a strong foundation for collaborative action and community partnerships; and an increase in resident and customer participation in the daily public life of the community. GOAL E: The City's Responsiveness, Efficiency, and Effectiveness Improve the responsiveness, efficiency and effectiveness of City government to ensure that the City's customers get the value they expect and deserve. GOAL F: The City's Infrastructure Improve the City's infrastructure to ensure that South Bend can support physical growth and economic development; and offer an excellent quality of life to all of its residents and other customers. GOAL G: The City's Financial Condition Improve the financial condition of City government to ensure that South Bend has the financial resources necessary to achieve all its goals for the next five years, GOAL H: The City's Workforce Improve the City government's existing workforce, work environment and human development systems to ensure that South Bend has the human resources necessary to achieve all its goals for the next five years. The logic models contained in this publication represent the City's third year of utilizing this measurement process. Outcome measurement assumes that all benchmarked data (outputs and outcomes) will elicit continual discussion of each and every program. It is the hope of all who have invested time and energy into the development of outcome measurement for the City that this process will not only make performance based budgeting more useful but that it will also qualitatively enrich the lives of the City's residents. Following this introduction is a table of contents for this section which has been included to provide easy access to specific department logic models. The table of contents is followed by a citywide organizational chart which provides an overview of all city functions. The remainder of this section is divided by department. Each department begins with an organizational chart and then is followed by program budgets. These budgets are summarized by major budget classification (first by funding source and then by individual program) and include both 2005 and 2004 budgets as well as 2004 and 2003 actual costs for comparative purposes. Logic models for all programs follow their respective program budget summaries. C~4