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Home My WebLink AboutB. 2014 Budget Kickoff 05-29-13yOU rjr e �o VIM E-F- r 2014 Budget Kickoff Meeting May 29, 2013 o�SpU T$ 4 � U C W PEACE a „ 1865 ; 2014 Budget Kick -Of Meeting Today's Agenda • Our Vision, Values and Strategy • Economic Perspective • 2014 Priorities • Budget Assumptions • Budget Calendar and Forms • Final Thoughts Vision, Values and Strategy for the South Bend 2014 Budget 04SpU TH e�N 4 � F 7, U d W PEACE a °1 1865= What South Be Our goal is to ensure South Bend is a strong and open city for everyone, where: 1: The basics are easy for citizens 2: Government services are first -rate 3: Everyone can thrive o�SpUT11 4 � U C W �PEACE a „ 1865 ; The Basics Are Easy "The basics are easy" means citizens do not have to worry about... —Crime and safety — Emergency medical services —Clean water and air —Safe and functional streets ...because we take care of it so well. o�SpU T$ 4 � U C w Pence y 2. Services are First-Rate "Services are first - rate" means that local government performs — Communicating with citizens — Fixing problems — Providing answers — Dealing with feedback — Using resources wisely — Attracting and retaining great employees ... beyond all reasonable expectations. o�SpUT11 4 � U C W �PEACE a „ 1865 ; Everyone an Thrive "Everyone can thrive" means living in South Bend comes with... — Good job opportunities — A strong neighborhood — A great quality of life — Educational excellence — Connections inside and outside ... for all residents. 04SpU TH e�N 4 � F 7, U d W PEACE a 1865= The values that guide us Values — ethical ideals and public policy guidance to our collective and individual actions: — Integrity in our stewardship — Unity through our diversity — Accountability for our results — Transparency in our purposes and activities — Creativity in our approach — Strength in our finances — Belief in our co- workers Fairness for our customers 04SpU TH e�N 4 � F 7, U d W PEACE a °1 1865 = Our strategy to get there Strategy - short -term Key guide posts to frame long and planning efforts: 1. Measure how well we deliver and make decisions based on good information 2. Streamline city processes for citizens /customers 3. Break down bureaucratic walls to deal with complex issues 4. Welcome innovation and question habit 5. Form connections and partnerships for economic growth, education, public safety and quality of life 6. Attract, grow, retain, and engage excellent employees in an excellent work environment Economic Outlook for The United States Positives •Energy Business Booming •Companies Moving Jobs back to U.S. *Housing Prices Rising Negatives •Budget Cuts /Sequestration •Credit Card & Student Loan Debt •European Union http://www.bea.gov' iTable /iTable.cfm? Req I D =9 &step =1 #regid =9 &step =3 &isuri =1 &910 =X &911 =0 &903 =1 &904 = 2009 &905 = 2012 &906 =A http://data.bls.gov/timeseries/LNS14000000 http:// inflationdata. com / Inflation /Inflation _Rate /Historicallnflation.aspx http : / /bber.unm.edu /econ /us- pci.htm http:// www. bea .gov / /iTable;'iTable.cfm ?RegI D =9 &step =1 #regid =9 &step =3 &isuri =1 & 910 =X& 911 =0 &903 =3 &904 = 2009 &905 = 2013 &906 =A 2009 2010 2011 2012 2013 GDP Growth Rate -3.10% 2.40% 1.80% 2.20% 2.50% Unemployment 9.28% 9.63% 8.93% 8.08% 7.68% Inflation -0.34% 1.64% 3.15% 2.07% 1.68% Personal Income $38,637 $39,791 $41,560 $42,693 - -- Real GDP 101.069 103.486 105.356 107.687 108.929 http://www.bea.gov' iTable /iTable.cfm? Req I D =9 &step =1 #regid =9 &step =3 &isuri =1 &910 =X &911 =0 &903 =1 &904 = 2009 &905 = 2012 &906 =A http://data.bls.gov/timeseries/LNS14000000 http:// inflationdata. com / Inflation /Inflation _Rate /Historicallnflation.aspx http : / /bber.unm.edu /econ /us- pci.htm http:// www. bea .gov / /iTable;'iTable.cfm ?RegI D =9 &step =1 #regid =9 &step =3 &isuri =1 & 910 =X& 911 =0 &903 =3 &904 = 2009 &905 = 2013 &906 =A Economic Outlook for The State of Indiana Positives ,*Steady Employment Growth •$500+ Million State Budget Surplus •5% Income Tax Cut Negatives • Weather /Farming • Federal Govt. Polices (Taxes /Healthcare) http: / /www.stats.indiana.edu /sip/ http: / /www. bls.gov /lau / #cntyaa http: / /www.stats.indiana.edu /sip/ http: / /www.stats.indiana.edu /sip/ http: / /www.ibrc.indiana.edu /ibr /2012 /outlook /indiana.html 2009 2010 2011 2012 GDP 94.015 99.531 100.674 - -- Indiana Unemployment 11.0% 10.5% 9.1% 8.5% Population (annual estimates) 6,459,325 6,489,856 6,516,353 6,53T334 Personal Income Per Capita 1 $ 35, 490.49 1 $ 357 833.22 1 $36)431.2 $367902 http: / /www.stats.indiana.edu /sip/ http: / /www. bls.gov /lau / #cntyaa http: / /www.stats.indiana.edu /sip/ http: / /www.stats.indiana.edu /sip/ http: / /www.ibrc.indiana.edu /ibr /2012 /outlook /indiana.html 14.00% 12.00% 10.00% 8.00% 6.00% 4.00% 2.00% 0.00% Unemployment 2009 2010 2011 2012 United States --*— Indiana St Joseph County http://www.bls.gov/lau/#cntyaa 2009 2010 2011 2012 United States 9.28% 9.63% 8.93% 8.08% Indiana 11.0% 10.5% 9.1% 8.5% St Joseph County 11.6% 11.4% 10-1% 9.7% http://www.bls.gov/lau/#cntyaa Race 4.90% 12.10% If 25.70% City of South Ben.., Demographics 57.30% ■ White ■ Black iL Hispanic ■ Other Races Male 48.30% Median Age Female 51.70% Total Housing Units Estimate 477413 Median Age 34 Age Distribution 25 -34 Key Employers in St. Joseph County University of Notre Dame Memorial Hospital St Joseph County St Joseph Regional Medical Center AM GENERAL U — South Bend http: / /www. bls.gov /lau / #cntyaa Press Ganey Associates City of South Bend SB Community School Corp. American Electric Power NIPSCO 10 T South Bend /Mishawaka Non- farming Employment Other Services 4% Leisure and Hospitality 10% Government (Includes Public Schools and Hospitals) 11% Private Educational and Health Services 26% Natural Resources. _Mining and Construction 3% lanufacturing 13% Trade, Transportation id Utilities 18% Professional and Business Services 10% _Information 1% Financial Activities 4% 2014 Priorities • Economic Development /Jobs • Information Technology Strategy • Vacant & Abandoned Housing • Customer Service /Performance Management • 2 Way Streets (Downtown) • Anti Violence • Workforce Development • Quality of Life • City Compensation Strategy /Review • Code Enforcement • 311 Center I- �w t� s. 'L n. tii.•�cf' i 0 #$assesses@ I New Economic Direction City of South Bend I re. •Top Priorities • Value of Jobs • People, Place &Growth • Collective Opportunity New Economic Direction City of South Bend Mayor Buttigieg' s Top Priorities: Basics are Easy /Good Government/ Economic Development I do not believe we can repair the basic fabric of society until people who are willing to work have work. Work organizes life. It gives structure and discipline to life. - President Clinton - Public Health - Public Safety - Volunteerism - Tax base New Economic Direction City of South Bend Value of a Job: 1,000 new jobs by 2017 would generate: - 1,075 - $122,400,960 - $5�946j95 - $5�005J28 Additional (indirect) jobs Disposable Income Sales Taxes Property Taxes Fed: 'If Jobs Are Meant To Be With Us, They'll Come Back On Their Own' NEWS IN BRIEF Economy News ISSUE 48.31 WASHINGTON — Following a two -day meeting to discuss 12K 13 526 to 59 theONION America's Finest News Source #1 U.S. City for Best Economic Recovery — Brookings Institution • nr� r11 R. IJir. - Vtr9'.i� @ itl i.; d It _� t . . .TI.�N Best Places to Live - MSNBC.corrr 'ryfi: :: r o u■ . . nnri■■ �y � ': 'tee:■ WE Best Places to Live - MSNBC.com New Economic Direction City of South Bend Mayor Buttigieg' s Vision Statement 1. Well- Coordinated and User - Friendly Economic Development 2. Investing in Human Capital and Quality of Life 3. Confronting Poverty 4. Helping Responsible Existing Employers Grow 5. Cultivating New Homegrown Businesses of Tomorrow 6. Competing for Investments Nationally and Globally New Economic Direction City of South Bend Mayor Buttigieg' s Vision Statement i. Well- Coordinated and User - Friendly Economic Development — Reorganized the Department for integrated approach to economic development — Ombudsman /Single Point of Contact — Business Toolkit /Developer's Handbook — Standard application for TIF funds — Incentive Score matrix — Plan driven agenda New Economic Direction City of South Bend Framework for Community Investment 1. Growth: Transformation and expansion of the business base to create jobs, attract investment, and generate economic opportunities for all. 2. Place: Targeted investment to maximize the impact of improvements to the quality of life in South Bend. 3. People: Development of South Bend's greatest resource. New Economic Direction City of South Bend I. Growth: Strategies - A simplified and user - friendly economic development department - Investment -ready places (e.g. Ignition Park, Renaissance District) - An improved process for permitting and City services - Cultivating new homegrown businesses of tomorrow - Leverage partnerships with economic development entities (St. Joseph Chamber, IEDC, Work One, US Dept of Commerce) - Targeted efforts to growing industries /IBM study New Economic Direction City of South Bend II. Place: Strategies - Invest in a vibrant downtown core - 2 -way Street transformation - Increase the residential population / LaSalle Hotel & Hill & Colfax Parcels - Celebrate the St. Joe River as an asset / Riverlights - Create attractive public spaces / Citizens' Bank Plaza - Manage civic assets - Address the City's Vacant and Abandoned Housing Challenge - 1,000 houses in 1,000 days - Great Streets & Urban Villages - Improvements to commercial nodes along Lincolnway & Western Avenues - "Braided" funding streams to coordinate the application of community development New Economic Direction City of South Bend III. People: Strategies - Coordinate workforce development programs to build in the community and match the available training to of growing businesses - Counseling efforts to assist homebuyers capacity the needs - Launch "Bank on South Bend" to provide services to low - income residents New Economic Direction City of South Bend - Unified Team We all have a role to play to stimulate job growth: -Admin & Finance - Building -Code - Common Council - Community Investment -Fire -Legal - Mayor's Office -Parks & Recreation - Police - Public Works SB I- �w t� s. 'L n. tii.•�cf' i 0 #$assesses@ I Ur4or FWU o6A+ R.o .rr�r M.�aon Cukw vAvmt* s if fir' 9urOhl.r L° v •� r Y �� e a i_ j=oid uVa�' av 1 e ti x: 4 pwrc IL a _ • .o Win*. FWW 06, L jr f., t i Y• Tv:ka 2 •o camr to A rep" a= �ns.or • i 6 _� -riD � `mob :td: ".`a t Y e Rn co C~ p ° V 3 �' CXVW. i & Cl. Gl.rr. o F o i a Donal Ci a A3 t v+cwti � • �" n 7nno R � � 1 � • � Lt�/nr. wr C. a • A A o• X04 h MI ,/ • +� 1 ��, c Fox F3 z •n �' vcbv R.no, vkobft FIA Morrw Si Zone 3 . I#,,; 6 b r AA � TUS 1p a b oNo b d F Mou YY N k VP* o.ru 0 101 so f4j"m m W Hwft i SbA ` p - N)NAMN 4 � � 1 � • � Lt�/nr. wr 0!^ Min W • A A � ,/ • +� 1 ��, c Fox F3 z •n �' vcbv vkobft FIA Population Decline Job Loss Disappearance of Manufacturing National Housing Crisis Property Reassessment ........................... ........................... ........................... Initial Assessment Shortly after taking office in 2011, Mayor Pete Buttigieg convened a group of city and county officials, private sector practitioners, and neighborhood advocates to form a working group on this policy challenge. Co- chaired by academic expert Jim Kelly from the Law School of the University of Notre Dame, this group took on the dual challenge of analyzing the dimensions of South Bend's problem, and assessing the elements of a comprehensive solution. Abandoned properties are defined as a home where no one has lived in at least 90 days AND has a code violation that has not been addressed for more than 30 days. Current Activities Summer 2013 Data. Backbone must be a clear and reliable system of information management and standardized decision making process. Demolitions. First group of 46 houses went to bid in March; bids currently under advisement to determine course of action with respect to environmentally - responsible demolitions. Inspection staff will be certified (and re- certified) in building inspection and asbestos assessments. Partnerships. Core efforts include engaging with stakeholders, determining levels of commitment and effort, developing a process for data relay and communication, establishing platforms for connection with key groups, identifying opportunities at the state level. Team Effort DCI Deconstruction DCI Planning DCI GIS, Data DCI Integrated with existing work Code Inspections, training oversight Code Inspections Code Oversight of secretaries Code Paperwork, Data collection Managerial oversight, departments Code systems, program development and implementation Code Development planning A &F Financial systems A &F PPE, Hazard Assessment A &F IT Optimization Legal Legal, Public Hearings Mayor IT Transition Mayor Data The V&A initiative goals extend beyond how Code traditionally functioned. Staff from many departments are helping with this wide - reaching initiative. In particular, Legal, DCI, A&F, Fire, Police and the Mayor's Office have been integrally involved. Communications Data Transparency :s wove m NN _- a° ; o _ •�- �.tL�7 Park orrh Sh cap u a� o ... ��'� rgrdS+. ■� ��Or Howard St d oSOe x 3 0. La r 9° 1 z o 0 0 jl� 1 •'�i�E41i ■ Par _ VI z Z v, yr °. ^i► ��d 2 Z y 1 `q p` Morris Park o. - ice Country in z Ir : ti 1 .% • I e . /1 - e D y i ' �n Club 1511 \ a � r� +� (/``u 1 � E Madison St r i■il X15 a 11�■ 1T�i 41 So y`So 1 _ Mckinley-Ave X20' �c dd z } • • oQ •6PIId E•L•a•Salle•Ave ,>+ / 0 r r 'y ■Orange St ° �stt -� �f g E•Collax -Ave Z v v �gtonS t _ ° ■ 1, 1 . E -J eflerson -Blv d•y� �, `Nilson Ave .� r. O 7 1 1 1 • ° Howard „ D� LL - ' �y N 31 Park t ° a C U) 1 ° m w - v E Jefferson -Blv �- �1 = _T_._;= t_• U W- Western Ave _ rn v; ,2 1 y■ �laski :rats N Stanley ; E Nienroc,p `� :r p ■ uuwnri 'ark ParkN N Coveleski ci r - - a Stadium N o o �. G _ I E =rd St ■' 1 • c=•i � u E BrInTon St Y3. Pot Park . L ■ r. a ' x . f N : ^; Dunhan >.. ell 1 y N y a N ra lie c Mishawaka•Ave W- Sample -St E•Sample•St 3 e rn . Vine St Iv Tech Indiana ° p�e�s ar"St Y University -South Community Veteran's Bend N Ilege -S Bend (� Memorial 0 0.2 0.4mi • �' E•Inalan3•re .-e .'r! M �3 ,•, W Indiana Ave �..5 • 1 Ir■ 1 m yl 1 _ . .. ......... . _ . _ ....t . b.. . ,� .rn.....�.....� s In the housing market, have combined to leave communities like ours with more homes than families can fill. and Municipal Code IP many teetering on the brink between demolition and rehabilitation. Thank you Shubhada Kambli, Director Department of Code Enforcement City of South Bend, IN 574 - 235 -9486 Website- http: / /www.ci. south- bend.in.us /government/ content /vacant- abandoned - properties INFORMATION TECHNOLOGIES STRATEGIC PLANNING Defining the Information Technology future for the City of South Bend The Need for a Technology Strategy Current Currently an Ad Hoc approach Prioritization Uncoordinated Efforts Systems are often not integrated Inconsistent Procedures Access to Data Realization that we are far from an Ideal State The Process Formed a working group that represented most major departments within the city and outside independent resources Information Technologies Public Safety Public Works Council and Clerk Mike Bieganski, Bosch Controller Mayor's Office Parks Department Community Investment Dan Rousseve, TCU AM Ideal State Holistic Approach Unified Effort Prioritization based on Business Need Reliable Delivery of Technology Services Standardization of Procedures and Policies Integrated Systems Easy Access to Data Technology Strategy Governance Organization Structure Departmental Ownership Departmental Technical Reps Operational Administration Policies and Procedures Technical Standards and Protocols Training and Development Information Technologies Services Catalog Data Access to Relevant Systems Reporting Training and Development Centralization of Certain Resources and Systems Database Administration Network Administration Backups Hardware Deployments Etc. The Tactical Path 2013 311 Call Center Active Directory Migration Conference Room Upgrades Land Management Process Evaluation and Improvement Data Portal 2014 PSAP Consolidation Vacant and Abandoned Strategy Business Continuity Strategy Data Management Strategy ERP Strategy Unknown INFORMATION TECHNOLOGIES STRATEGIC PLANNING Defining the Information Technology future for the City of South Bend Customer Service /Performance Management OUR PART: We are individually responsible and collectively accountable as public servants, to all the stakeholders of our community, to provide the essential services and infrastructure necessary to build thriving, sustainable communities. For all that to happen, an individual must be willing to take personal responsibility for their work. Ian Hill, Leadership in Changing Times South Bend 311 Embraced Great Change Reduced wait time for callers Offered alternative ways to obtain information while maintaining live and personal customer service Reduced number of callers transferred to wrong parties Increased accountability for each issue Identified Service Level Agreements for expected resolution System Functionality and Major Features • Designed with the needs of the community in mind, providing citizens with an easy way to connect with their local government and offer a means to improve the effectiveness and efficiency of programs and services. • The foundation of our 311 effort includes a strong desire on the part of leadership to make customer satisfaction a priority for our organization. • First defined the goals and objectives of our 311 initiative and then determined the required features. • We work in planned phases, with each phase building on work completed in earlier phases. • 311 should be viewed as an enterprise undertaken by the whole local government organization, not a separate department unto itself. • To maximize 311's effectiveness, we have to continue to self - evaluate and re- engineer our processes with an eye toward providing exceptional customer service. System Functionality and Major Features (Cont'd) • All persons responding to citizens must be courteous, concerned, pleasant, knowledgeable, helpful, and demonstrate a willingness to address citizens' issues. • Diversity training will help to equip employees to understand and be better prepared for dealing with residents of different cultural backgrounds. • Organizational and management support of employees and their work is crucial for the delivery of excellent customer service. • Providing excellent customer service leads to happier citizens and enhances a community's overall reputation as a great place to live and work. p4 UT e�N 4 � F 7, U d� °i LEADER HIP S CHALLENGE • We would like the opportunity to equip employees on how to lead with a positive attitude and demonstrate commitment to our citizens. • Teach employees how to know and manage their dominant areas of influence. • We need to understand and hold employees accountable for delivering the basics: Project a positive image and energy, be courteous and respectful to all, stay in character and play the part by smiling and looking approachable, use time and resources wisely, and go above and beyond. • We would like to arm them with how to be authentic, work on purpose, begin with the right intention, do the right thing and BE THE CHANGE What Will It Take? • Invest in training for your employees • CSI orientated training programs • CSI can be instrumental and mobile by offering customized and more direct training by providing the tools necessary to produce uniform high levels of customer service • By identifying service ailments and outlining best practices for expected outcomes Department 311 Call Center IYTD Comments KPI Accommodate high call 0 volume Sign Target Actual Status Month > 7,150.00 9,608.00 YTD > 16,900.00 19,357.00 White 12.000.00 10.000.00 8.000.00 6,0.00 Actual Acceptable Range 10% 2013 Target 71,500.00 2015 Goal 100,000.00 External Benchmark 0.00 4. 000.00 7� — Target KPI Type Efficiency 2,000.00 Mayoral G o a I G G a� ,1 �r Qr� a� °ce �,.� ,S� °e °e• °¢ �e 11c1 Responsible Party Cynthia Simmons Department 311 Call Center IYTD Comments KPI Month YTD Acceptable Range 2013 Target 2015 Goal External Benchmark KPI Type Mayoral Goal Responsible Party Calls picked up within 30 seconds Sign I > 10% 65.00 70.00 0.00 Efficiency GG Cynthia Simmons Target 65.00 65.00 Actual 62.00 64.75 Status White Calls in Contact Management 1/1/13 - 5/26/13 Work Group Description Count Percentage Water Works 30,465 74.33% Solid Waste 7,498 18.29% 833 2.03% Street Department 782 1.91% Sewer Department 376 0.92% Code Enforcement 326 0.80% Parks & Recreation 151 0.37% Engineering 141 0.34% Mayors 311 116 0.28% Mayors Office 112 0.27% Traffic and Lighting 76 0.19% Animal Control 39 0.10% County Offices 31 0.08% Building Department 18 0.04% Police Department 14 0.03% Public Works 3 0.01% Clerks Office 1 0.00% Economic Developement 1 0.00% Admin & Finance 1 0.00% Fire Department 1 0.00% Morris Preforming Arts Center 1 0.00% Grand Total 40,986 100.00% Count Percentace Vakxs Call by Work Group Work Group Description ■ Water Works ■ Solid Waste ■ Calls in Contact Management 1/1/13 - 5/26/13 LCall Taker's Dept .l Count Percentage 1 311 24,085 58.76% Water 15,978 38.98% #N /A 332 0.81% Streets 260 0.63% Internet 238 0.58% Parks 87 0.21% IT 4 0.01% Mayor 2 0.00% Grand Total 40,986 100.00% Count Percentage Values Call by Call Taker Call Taker's Dept ■ 311 • Water ■ #N /A • Streets • Internet Four types of KPIs • Financial • Revenue, sales, profitability • Expense, cost • Cash reserves • Operational — Quantity &Quality • Number of items produced, sold • Errors made 04SpU TH e�N 4 � F 7, U d W PEACE a °1 1865 = our types of s (cont, • Knowledge • Training • Employee turnover • Customer Service • Timeliness — deadlines met • Elapsed time —how long did it take • Satisfaction (surveys) KPIs • Good KPIs — Output measures • Number of tickets sold • Number of transactions processed • Better KPIs —cost, revenue or time per output • Cost per ticket sold • Sales per customer • Average time per license issued 2014 and beyond • Look for Customer Service KPIs • Look for KPIs that are Cost/Unit, Revenue /Unit, Elapsed Time /Unit not just Output measure • Provide each component part of the above • The best websites that I've seen graph the KPI, but also show the component parts so the user can see if there is a reason the KPI changed dramatically LOU THt U 404SOUTH U IN PEACE e a and �s6s • Look to your professional associations for • Suggested KPIs • Best practices • Benchmarks Move as possible much Traffic quickly possiblee' Out of direction Routes ��;:} , Movements, +• Increased Turn increased Vehicle Miles Traveled A ww. r- MUM If you ain't first, you're last! � For the economic success of downtown - Faster is not always better! r JW to , 0 [9A 0 � Change focus from moving traffic to creating a vibrant downtown Create a more livable downtown Create a more economically successful downtown Encourages retail &residential uses Motorists N" N Out of Direction Mobility -- Vehicle Miles - ------ > 1 Direct% ---•--* Direct Turns ie (Through) Time (Local) Capacity Parking Direct Minutes Better > Direct s Direct �. 2 -5% Better 112 L.H- -- --- -- --------% Normal destrians .t Sequences -- - ------ - - - - -- ---- - - -)0-16 ------- _.. 2 lict Quantity Transit Retail 160% ' Direct" Complex 25% Eclipsed Direct t-.a i Single Route > All, Visible te- r r � 1 Williams t: � CA CIM{4• ' �� ` r to min 5t. Jo eph /Michi st 1 • j 4 ~ tt� ig �u� * Phase 1A S -Curve Removal & 6 Intersection Modifications - Michigan & Main from Marion to LaSalle Phase 1 B 14 Intersection Modifications - Michigan /St. Joseph & Main from LaSalle to South Phase zA 11 Intersection Modifications - Lafayette from Madison to Western &Williams from Washington to Western Switches focus to optimize downtown - not traffic More Pedestrian Friendly Fewer Conflicts & Slower Speeds = Safer Environment More Direct Access — Easier Accessibility Improved Livability Improved Business Exposure - Fewer eclipsed Businesses Drives overall downtown development Budget Calendar, Assumptions, Forms Mark Neal, City Controller John Murphy, Deputy City Controller p�SpU T8 8cy� � O F U d rewce � � �y 65 Personnel • Increases: 0 2.0% Teamsters &Non - bargaining, 2.5% Police, 3.O% Fire • Health Insurance: anticipate 120 increase in costs • Pension contribution increases to 11.2% for non bargaining/Tea msters Unemployment decreases from I% to .5% City of South Bend Personnel Costs 2014 Budget 2012 Charge 2013 Charge 2014 Charge Budget per 24 Budget per 24 Budget per 24 periods periods periods Salary & Wage Increase Teamsters * 2.0% 2.0% 2.0% Police 2.0% 2.5% 2.5% Fire 2.0% 3.0% 3.0% Non Bargaining * 2.0% 2.0% 2.0% ER Payroll Tax FICA 7.65% 7.65% 7.65% ER Retirement Contribution PERF Teamsters & Non - Bargaining 8.75% 10.00% 11.20% PERF Police & Fire 19.70% 19.70% 19.70% Health Insurance - FT EE's 10% 12% All $ 8,208 $ 342 $ 9,029 $ 377 $ 10,112 $ 421 Health Insurance - Retirees 10% 12% Police $ 14,640 $ 610 $ 16,104 $ 671 $ 15,796 $ 658 Fire $ 14,640 $ 610 $ 16,104 $ 671 $ 17,714 $ 738 Health Insurance Rebate Teamsters & Non - Bargaining $ 1,560.00 $ 65.00 $ 1,560.00 $ 65.00 $ 1,560.00 $ 65.00 Police & Fire $ 2, 619.60 $ 109.15 $ 2, 619.60 $ 109.15 $ 2, 619.60 $ 109.15 Life Insurance - FT EE's All $ 120.00 $ 5.00 $ 120.00 $ 5.00 $ 120.00 $ 5.00 Life Insurance - Retirees Police & Fire $ 120.00 $ 5.00 $ 120.00 $ 5.00 $ 120.00 $ 5.00 Long Term Disability Teamsters & Non - Bargaining $ 90.48 $ 3.77 $ 90.48 $ 3.77 $ 90.48 $ 3.77 Unemployment Compensation All 0.5% 1.0% 0.5% 2014 pay increases for budgeting purposes. Not finalized for 2014. 2014 Fuel Budget • Goal: 0 5% reduction in fuel usage from 3 -year average •Assumptions: o Cost of fuel = $3.45 /gal. 2014 FUEL BUDGET WORKSHEET 2013 2014 # of Units 2011 qal 2012 qal Estimated qal 3 Year An Less 5% Estimated qal Budget Recommendation Gallons at $3.45 Per Unit Building Department 12 5,291 5,324 5,436 5,350 268 5,083 $17,536 424 Code Enforcement 42 23,567 24,268 19,624 22,486 1,124 21,362 $73,698 509 Central Services 15 4,042 3,203 3,783 3,676 184 3,492 $12,048 233 Economic Development 1 905 817 828 850 42 807 $2,785 807 Engineering 5 1,134 1,325 1,173 1,211 61 1,150 $3,968 230 Fire Department 65 65,065 62,353 58,351 61,923 3,096 58,827 $202,953 905 Organic Resources 15 29,431 29,305 26,529 28,422 1,421 27,001 $93,152 1,800 Park Department 109 73,154 75,533 65,978 71,555 3,578 67,977 $234,522 624 Police Department 362 290,283 288,572 260,108 279,654 13,983 265,672 $916,567 734 Safety& Risk 2 707 826 1,385 973 49 924 $3,188 462 Sewer Department 49 76,012 72,577 65,835 71,475 3,574 67,901 $234,258 1,386 Solid Waste 20 76,497 73,804 73,455 74,585 3,729 70,856 $244,453 3,543 Street Department 74 107,990 99,537 100,404 102,644 5,132 97,511 $336,414 1,318 Traffic & Lighting 11 10,371 9,861 9,491 9,908 495 9,412 $32,473 856 Waste Water 16 8,483 8,371 10,413 9,089 454 8,634 $29,789 540 Water Works 56 39,865 37,557 41,901 39,774 1,989 37,786 $130,360 675 Totals 1 854 1 812,796 793,234 744,694 783,574 39,179 744,396 $2,568,165 872 2012 Fuel budget cost per gallon $3.35 2013 Fuel budget cost per gallon $3.45 2014 Fuel budget cost per gallon $3.45 Note: Safety Dept Added 1 Van Water Wks Added 4,300 gal to the estimated 2013 gallons due to the new Hydro Excavator Wastewater Added 2,600 gal to the estimated 2013 gallons due to the new Jet Rodder SpU T8 B �Li J U Ifth d 1 865 P665 Key • Circuit breaker property tax cap loss of revenue — impacts the "civil city" funds the most (i.e. General Fund and Parks & Recreation): ➢ $16.4 million loss of revenue from 2007/2008 to 2011/2012 ➢ Losses partially offset by local income tax increases in 2009 ➢ Circuit breaker: 1% homesteads, 2% rental & agricultural, 3% business & personal property • Stagnant or declining gasoline, wheel and auto excise taxes • Increasing health and pension costs • Doing More with Less (or the same resources) p�SpU T8 8cy� � O F �ga Budget Calendar Highlights 18865 • February 11, 2013— Mayor's Annual Financial Address to the South Bend Common Council • May 13, 2013 — 2014 Budget level, worksheet and summary sheets set up. Fiscal officers permitted to enter preliminary estimates. • May 21, 2013 — Deadline for departments to enter preliminary 2014 revenue estimates. • May 29, 2013 — Budget Kickoff meeting at Century Center • June, 2013 — Public Meeting(s) with Business and Community $bV T"4111 F PEACE. y 1865 Budget Calendar Highlights (continued) • June 28, 2013 — Deadline for departments to enter revenue and expenditure requests for 2014 and update summary sheets. • July 1 -20, 2013 — City Controller review of proposed budgets with department heads and fiscal officers. • July 22, 2013 — Preliminary 2014 budget status report to the Common Council. Revenue and expenditure summary. • July 23 to August 9, 2013 — Department budget meetings with the Mayor's Office, City Controller and Council representative SpU TH RE F PEACE Budget Calendar Highlights continued • August, 2013 — Budget workshop and review with the Indiana Department of Local Government Finance (DLGF) • August 14 to September 16, 2013 — Common Council Personnel and Finance budget hearings (eight meetings scheduled) • August 30, 2013 — Submission of the 2014 budget to St. Joseph County for non - binding review • September 5, 2013 — Offsite Personnel and Finance budget meeting (location to be determined) • September 6, 2013 — First publication of the 2014 budget in the South Bend Tribune and Tri- County News SpU TH RE F PEACE. y 1865 Budget Calendar Highlights (continued) • September 13, 2013 — Second publication of the 2014 budget in the South Bend Tribune and Tri- County News • September 23, 2013 — Public hearing on the 2014 budget, tax rates and levies • September 26, 2013 — First reading of the 2014 Redevelopment Commission budgets • October 10, 2013 — Public hearing and adoption of the 2014 Redevelopment Commission budgets SpU TH RE F PEACE. y 1865 Budget Calendar Highlights (continued) • October 14, 2013 — Adoption of the 2014 City Budget (backup date is October 28, 2013) • October 16, 2013 — Deadline to finish entering City budgets in the State of Indiana Gateway reporting program (two days after budget adoption) • November 1, 2013 — State deadline to adopt budgets, rates and levies • January 1, 2014 — beginning of the new fiscal year • February 15, 2014 — Deadline for the DLGF to certify 2014 budgets, rates and levies NaviLine Entry • Budget ALL Revenue and Expenditure accounts o Provide Detail for all budgets • Non - Bargaining salaries = 2013 Salary Ordinance + 2.0% o Each position should be in Budget Detail • Bargaining salaries per union contract. o Assume 20 increase for Teamsters • NO NEW POSITIONS OR TITLE CHANGES WITHOUT CONTROLLER /MAYOR APPROVAL. o Requests may be submitted on Form 2 (see following example) City of South Bend, Indiana 2014 Budget - Non - Bargaining Positions Reclassifications, New Positions, Title Changes Form 2 Request (submit electronically to John Murphy. Increased salary amounts may not be entered into the budget until approved) Department Name - Requested By- Current Position Title xxxx fication: Proposed 2013 2014 Salary Salary Proposed Percent uested Position Title Current Emaovee Name Ordinance Ordinance Chanae Chanae xxxx xxxx 0.00 0.00 0.00 #DIVIO! Total 0.00 0.00 0.00 #DIVIO! p�SpU T8 8cy� � O F U d • 8 65 Naviine n r cont. • 2014 Capital: enter at the same time as the Operating Budget. o Provide full description of item being requested • Lease /Purchase Payments: include in Navil-ine detail. Provide: o Item purchased o Item's full cost o Lease term 0 2014 estimated lease payment o Assume 2% interest rate on leases, 3% on bond financing p�SpU T8 8cy� � O F U d 1865 NaviLi*ne Entry (cont.) • Debt Service is budgeted separately in principal and interest accounts . 0 37.11 - Capital Lease Principal 0 37.12 - Capital Lease Interest Allocations: enter as provided. • Contact Admin & Fin if you believe an allocation is in error • Business insurance allocation will be provided New Travel accounts as of 1/ 1 /2013: 0 32.21 -Mileage 0 32.22 - Airfare 0 32.23 - Hotel 0 32.24 - Meals 0 32.25 - Other Travel- related expenses City of South Bend Cross Charge Allocations to other Funds Allocation Name: Allocation Reference No Methodology Fixed Cost Allocation Fee Index City Cross Charge Allocation Fees as defined with each Fee The City of South Bend has defined certain "Fixed Cost Allocation Fees" to allocate costs of services internally within city funds and operations. The purpose of these allocations is to assign costs to funds where service benefits are derived from costs incurred in other city funds and operations. The specific methodology of each "Fixed Cost Allocation Fee" is defined in the appropriate schedule attached to this policy. 1 City Administration Fee attached 2 Information Technology Fee attached 3 PILOT Fee attached 4 Central Stores Fee attached 5 Print Shop Fee attached 6 GIS Fee attached 7 Business Insurance pending 8 Utility Customer Service attached allocation based on expenditure budgets to cover Mayor, Clerk, Council, A/F, City Attorney costs allocation based on number of computer users as determined by IT allocation to Water Works and Wasteweter only based on capital asset values allocation based on officer paper, janitorial, safety supplies per Central Services allocation based on print supplies used per Central Services allocation based on GIS useage per Engineering Department allocation based on on expenditure budgets for Solid Waste, Wastelwter and Releaf only per the Water Works department The Radio shop allocation has been eliminated for 2014 p�SpU T8 8cy� � O F U d 1865 Yellow ee ns ruc Ions is Fiscal Officers must complete this form for each fund. is Financial Summary is Cash Summary •Staffing Summary p�SpU T8 8cy� � O F U d 1865 Yellow ee s (cont. • Significant Cnanges o Revenue,. Expenditure, Staffing • 2013 Accomplishments /Outcomes • 2014 Goals &Objectives o Linked to City Strategies p�SpU T8 8cy� � O F U d rewce � � 1865 Yellow e (cont. Significant Changes /Challenges oFocus on solutions • KPI's • IT Summary • 5 -year Capital Improvement Plan City of South Bend, Indiana 2014 General Fund Budget Departmental Summary Department Name jAdministration & Finance I Fund Number 1 109 -0409 Department Description & Purpose Provide Financial management and administrative services to City operations including finance and accounting services, human resources, risk management, information technology, benefit administration, and purchasing management. 2013 2014 2011 2012 Amended 6/30/13 Proposed Variance % Description Actual Actual Budget Actual Budget 2013 -2014 Chg Revenue Revenue Types (pre - listed) 1,420,029 1,544,883 1,843,478 921,464 1,785,740 (57,738) -3.1% Total Revenue 1,420,029 1,544,883 1,843,478 921,464 1,785,740 (57,738) -3.1% Expenditures by Cost Center User - defined expenditures 100,000 105,000 106,000 53,000 110,000 4,000 3.8% Total Cost Center Expenditures 100,000 105,000 106,000 53,000 110,000 4,000 3.8% Expenditures by Account Type Personnel Expenditures (pre - listed) 974,674 1,023,679 1,182,462 580,000 1,200,000 17,538 1.5% Total Personnel 974,674 1,023,679 1,182,462 580,000 1,200,000 17,538 1.5% Supplies 39,760 30,309 50,301 25,000 20,000 (30,301) -60.2% Other Expenditures (pre - listed) 45,046 117,996 94,940 60,000 60,000 (34,940) -36.8% Total Service & Charges 45,046 117,996 94,940 60,000 60,000 (34,940) -36.8% Capital - - - - 5,000 5,000 - Total Expenditures by Type 1,059,480 1,171,984 1,327,703 665,000 1,285,000 (42,703) -3.2% Net Surplus /(deficit) 360,549 372,899 515,775 256,464 500,740 Staffing (FTE's) 2011 2012 2013 6/30/13 2014 Variance Actual Actual Budget Actual Budget 2013 -2014 Non - Bargaining 19.00 19.00 20.00 20.00 20.00 - Bargaining - - - - - - Part- Time /Seasonal /Temporary 0.50 0.50 1.51 1.51 1.00 (0.51) Total FTE's 19.50 19.50 21.51 21.51 21.00 (0.51) Explain Significant Revenue, Expenditure and Staffing Changes Below: No staffing changes for 2014. Reduced temporary help to reduce costs as full time staff was hired in 2013 to fill vacant positions. Reduced professional services and travel costs to stay within City budgeting guidelines for 2014. Included $5,000 for a new vault copier to be purchased in 2014. Established a Performance Management position and activity in 2013 and will continue this activity in 2014. City of South Bend, Indiana 2014 General Fund Budget Departmental Summary Department Name Administration & Finance 2013 AccomDlishments/Outcomes (4 -10 reauired) Fund Number 1 101 -0401 City Strategy 2014 Department Goals & Objectives/Linkage to City Strategies (4 -10 required) Number List Goals & Objectives here ............... .........................linked to City Strategies here 2014 Significant Changes /Challenges/Opportunities (with a focus on solutions) List Challenges here. Include possible solutions. Key Performance inaicaiors 2011 Actual 2012 Actual 2016 2012 2013 Mayoral Long Term Actual Estimated 2014 Measure Goal Type* Goal (if available) (if available) Target List KPI's here 2 Quality 1/1 1/0 1/0 1/1 *Types: output, efficiency, effectiveness, quality, outcome, technology Information Technoloav (costs and FTE's also included in the financial summary) Expenditures 2011 Actual 2012 Actual 2013 Amended Budget 6/30/13 Actual 2014 Proposed Budget Variance 2013 -2014 Personnel 387,000 416,000 418,000 209,000 424,000 6,000 Supplies - - - - - - Maintenance Services - - - - - - Professional Services - - - - - - Other Services 10,000 20,000 22,000 11,000 20,000 (2,000) Capital - - - - - - Tota I Expenditures 397,000 436,000 440,000 220,000 1 444,000 1 T000 Information Tech. Staffing (FTE's) 5.00 6.00 6.00 Explain Significant Information Technology Trends and Changes Below: List IT trends and changes here 6.00 6.00 - Linkage to Administration Goals 1. Basics are easy 2. Good government 3. Economic Development /Jobs City of South Bend, Indiana 2014 General Fund Budget Departmental Summary artment Name lAdministration & Finance Five -Year Capital Improvement Plan Fund Number 1 101 -0401 Funding 2014 2015 2016 2017 2018 Name Source Budget Projection Projection Projection Projection Total Replacement Capital Accounts Payable Copier Cash 5,000 - - - - 5,000 2 Administrative & Finance Copier Lease - - - 15,000 - 15,000 F3 New carpeting for the office Cash - 10,000 - - - 10,000 F17 - - - - - - Project Capital 18 - - - - - 34 - - - - - Tota 1 5,000 10,000 - 15,000 - 30,000 Funding Sources: Cash, Lease, Grant, Bond, Contributed Capital Justification: Justifications match line numbers above Detailed Yellow Sheet Example City of South Bend, Indiana 2014 General Fund Budget E)epartmental Summary Oep artm ent Name Administration & Finance Fund /Vu m b er 1 101 -0401 OBpartm ant Description 8 Purpose Pravicfe firsarsciai managamerst arses/ administrative services to City operations irsoiudirsg firsarsoe arxy accourstirsg services, human resources, risK henefit administrations, and purchasing management. 20'1 3 2014 2011 2012 Amended 6/30/13 Proposed Variance Description Actual Actual Bud et Actual Bud et 2013 -2014 Ch Revenue Property Taxers 1,420,029 1 , 544, 883 1,843,478 921 , 464 1,785,740 (57, 738) -3. 1 Local Income Taxes - - - - - - - Other Taxers - - - - - - - Grants / Intergovemmental - - - - - - - (--harges for Services - - - - - - - Interest Eamings - - - - - - - Bond Proceeds - - - - - - - E:)onations - - - - - - - Other Income 812 15,991 50 396 60 10 2 0. 0 Transfers In Total Revenue 1,420,841 1,560,874 1,843,528 9217860 1,7857800 57,728 Expenditures hy Cost Center Controller(1 FTE) 100,000 105,000 106,000 53,000 110,000 4,000 3.8% Finance (7.22 FTE's) 612,341 625,874 821,528 410,860 758,800 (62,728) -7.6% Human Resources (3.78 FTE's) 194,000 275,000 277,000 138,500 270,000 (7,000) -2.51Z. Information Technology (6 FTE's) 397,000 436,000 440,000 220,000 445,000 5,000 1.1 Purchasing (1 FTE) 70,000 71,000 75,000 37,500 76,000 1,000 1.3% Performance Management (1 FTE) - - 74,000 37,000 75,000 1,000 1.4% Business Licensing (1 FTE) 47,500 48,000 50,000 25,000 51,000 1,000 2.0% Total Cost Center Ex enditures 1,420,841 1,560,874 1,843,528 921,860 1,785,800 57,728 -3.11Z. Expenditures by Account Type Salaries 8. Wages 974,674 1,023,679 1,182,462 580,000 1,200,000 17,538 1.5% Fringe Benefits 274,496 304,535 403,266 200,000 450,000 46,734 11.6% Other Personnel costs 11,152 12,850 12,660 6,000 13,000 340 2.7% Total Personnel 1,260,322 1,341,064 1,598,388 786,000 1,663,000 64,612 4.0% Su lies 39,760 30,309 50,301 25,000 20,000 30,301 -60.21Z. Professional Services (31x.) 45,046 117,996 94,940 60,000 60,000 (34,940) -36.89Z. Comm /Transportation(32xx) 11,348 16,596 22,356 14,000 15,000 (7,356) -32.9% Printing 8. Advertising (33xx) 2,214 5,544 2,500 1,000 1,000 (1,500) -60.0% Insurance (34xx) 5,904 6,840 7,320 3,660 8,000 680 9.3% Utilities (35x.) - - - - - - - Repairs 8. Maintenance (36x.) 17,471 17,421 20,656 10,300 - (20,656) - 100.01Z. debt Service - Principal - 3,663 1,500 3,000 (663) -18.1% debt Service - Interest & Fees - - 810 400 800 (10) -1.2 Other Services & Charges (39xx) 38,512 18,888 42,594 20,000 10,000 (32,594) -76.50/. Grants 8. Subsidies - - - - - - - Payment In Lieu of Taxes - - - - - - - Transfars Out - - - - - - - Other Financing Uses (50x.) 264 6,216 Total Service 8. Charges 120,759 189,501 194,839 110,860 97,800 (97,039) - 316.3% Capital 5,000 5,000 Total Expenditures b y T pe 1,420,841 1,560,874 1,843,528 921,860 1,785,800 57,728 -3.1% Net Surplus / (deficit) Staffing (FTE's) 2011 2012 2013 6/30/13 2014 Variance Actual Actual Budget Actual Budget 2013 -2014 Non - Bargaining 19.00 19.00 20.00 20.00 20.00 - Bargaining - - - - - - Part -Time /Seasonal /Tem ores 0.50 0.50 1-51 1-51 1-00 0.51 Total F-IFE'. 19.50 19.50 21.51 21.51 21.00 Ex lain Significant Revenue, Expenditure and Staffing Chan es Below= No staffing changes for 2014. Reduced temporary help to reduce costs as full time staff was hired in 2013 to fill vacant positions. Reduced professional services and travel costs to stay within City budgeting guidelines for 2014. Included $5,000 for a new vault copier to be purchased in 2014_ Established a Performance Management position and activity in 2013 and will continue this activity in 2014_ City of South Bend, Indiana 2014 General Fund Budget departmental Summary artment Name Administration & Finance Fund Number 1 101-0401 2073 Accom plishments/OUYCOmas (4 -10 required) Received 2011 GFOA C.-,FR award and submitted 2012 CAFR for award consideration by June 30, 2013 deadline. downloaded year end salary data into the State of Indiana Gateway reporting system. - Started a finance internship program to assist regular finance staff in their duties and encourage interest in public finance as a profession. - Implemented Healthy Employee Web portal and a strong wellness program, in partnership with the Parlcs & Recreation department. - Conducted employee Lunch and Learn Series to promote wellness and a health lifestyle. - Continued improvement of the KPI monitoring and reporting program. More effecitve monitoring of unemployment claims with the goal of reducing unwarranted claims. Updated employee personnel policies and handbook. - Accomplished migration of Novell operating system to Microsoft. - Greater transparency accomplished by providing additional financial reports on the City website (i. e. Controller's Cash Report) City Strategy 2014 Oe pa rcment Goals 24 Ob)ective 5/LlnKa fie to GI Stra to files (4 -10 reglllreC) Number - Fully implement performance based budgeting and apply for GFOA U)istinquished Budget Award 2 - E)ecrease audit and CAFR preparation time after year end by one month. Complete by May 31st. 2 - Reduce turnaround time on issuing a business license to four days. 1 - Eistribute month cash report and monthly financial report in a timely manner 2 - Increase percentage of qualified women and miniority hires in all city positions (promote diversity in city employment) 2 - Reduce turnover rate for new hires within the first year of employment with the city 2 - Increase employee participation in the city wellness program to the betterment of the employee and to reduce health costs 2 - Improve applicant tracking systems to determine the percentage of minority candidates making application and those hired 2 - Assist in the financial transition to a new management company at the Century Center_ 3 - Controller to provide bi- weekly supervision to the manager of the new 311 call accounting center. 1 2014 Significant Changes /Challe nge s/Opportunities (with a focus on soluYlons) Need to assist and train new fiscal officers at various locations as they become better familiar with City financial systems and procedures - State Board of Accounts staffing cutbacks and the increasing requirement for more financial prepartion work by City accounting staff_ - Need to ensure that funds perform within budgetary guidelines and that revenue is realized and expenditures are within budget_ - Need to reach out to m nority and women candidates to encourage city employment especially in leadership positions_ - Continuing need for training in new information technologies for maximum productivity. - Continuing refininement of performance management system to realize the best results for the City. Key Performance IndicaYO rs 2011 Actual 2012 Actual 2013 Amended Budget 6/30/13 Actual 2014 Proposed Budget Variance 2013 -2014 Personnel 387,000 416,000 2-016 20112 MG-13 6,000 Supplies Mayoral - Long Term Actual Estimated 2014 Measure Goal T e - - —21- 1.1.) t - GFOA CAFFVE—Ipet Awrd 2 Quality 1/1 1 /0 1 /0 15 - SBOA audit findings 2 Quality 0 O 5 1 - Fund Cash Report sent by 15th 2 Efficiency 12 months 12 12 12 - City Bond Rating (SSaP) 2 Quality AA+ AA AA AA+ - City -Wide Turnover /Percentage 2 Effectiveness less than 60/5 i 71/6.2,1 70/6.3,/ 60/5.4 - Minority % of City workforce 2 Effectiveness 2E5-Z- or more 14.09/6 15.2 % 16.0 - General Fund reserves % 2 Output SO -Z- or more 43-4. 43-16 45 - General Fund % of Expenditures 2 Output E)6-/. or less 97 / 98 % 96 - Monthly calls to IT help desk 2 Output 1,000 or less 1,200 1,060 1,050 Types: output, efficiency, effectiveness, quality, outcome, technology Information Technology (costs and FTE's also included in the financial summary) Expenditures 2011 Actual 2012 Actual 2013 Amended Budget 6/30/13 Actual 2014 Proposed Budget Variance 2013 -2014 Personnel 387,000 416,000 418,000 209,000 424,000 6,000 Supplies - - - - - - Maintenance Services - - - - - Professional Services - - - - - - other services 10,000 20,000 22,000 11,000 20,000 (2,000) Capital Total Expenditures 397,000 436,000 440,000 220,000 444,000 4,000 Information Tech. Staffing (FTE's) 5.00 6.00 6.00 6.00 6.00 Ex pla In Significant Inform atlon Tach nology Trends and Changes Below_ The Administration 8 Finance Department pays for the salary, fringe benefits, training and related operating costs of the Information Technology group_ The costs of computer hardware, software and maintenance agreements are generally paid from the County Option Income Tax Fund 404_ City of South Bend, Indiana 2014 Ger�eral Fund Budget �epartmerital Summary Oep art —ent Name Atlministration Finance Fund Number 101 -0401 Five -Year Capital Improvement Plan Funding 201 4 201 5 2010 M017 mole Name Source Bud et Pro ectlon Pro'e coon Pro "e coon Pro "e co on Total Re ola cement Ca oital 1 Accounts Payable Copier Cash 5,000 - - - - 5,000 2 Administrative & Finance Copier Lease - - - 15,000 - 15,000 3 New carpeting for the office Cash - 10,000 - - - 10,000 4 5 6 7 s g 10 11 12 _ _ _ _ _ _ 13 1A 15 16 17 Prole ct Ca vital 20 - - - - - - 21 22 - - - - - - 23 - - - - - - 24 - - - - - - 25 - - - - - - 26 - - - - - - 27 - - - - - 28 - - - - - 29 - - - - - 30 - - - - - 31 32 - - - - - 33 - - - - - 34 Tot. 1 5, 000 10,000 1 5, 000 30,000 Funding Sources: Cash, Lease, Grant, Bond, Contributed Capital Justiirm —t"on- 1 Replacement of copier based on age_ Current copier is eight years old. A basic copier is eded. 2 Replacement of copier based on age. A high end copier is needed because of high useage and the need to produce financial and other reports. 3 Raplacment of carpeting in the office which is spotty and is showing its age. Tha current carpeting is a possible safety issue. 4 5 6 7 8 e 10 1 1 12 13 14 15 16 17 18 19 20 21 22 23 4 5 26 7 8 9 O 1 32 4