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Home My WebLink About2004 Performance Based BudgetGOVERNMENT FINANCE O`FFfCERS ASSOCIATION l ~ ~`21~ Z~ ~ Y~ Award ~ ~ I~~~n For the Fiscal Year Besginning Janau~y 1, 2~Q3 President Executive Director The City of South Bend 2004 Program /Performance Based Budget Table of Contents Introductory Section Table of Contents ... i Letter of Transmittal ii Budget Calendar .... xi Section A -POLICY AND GOALS Strategic Planning, Citywide Goals and Program Budgeting A-1 Financial Policy Statements ......................... A-10 Mayor's 2004 State of the City Address ............... A-13 Section B -FINANCIAL SUMMARY Executive Summary .......................... B-1 2004 Budget Summary -Revenue and Expenditures B-12 2004 Budget Summary -Total Expenditures By Type B-13 2004 All Fund Combined Summary ............. B-14 Fund Descriptions ........................... B-15 2004 Budget -Operating and Capital Expenditures B-19 Revenue and Expenditures - Historical Comparison B-26 Five Year Financial Forecast ................... B-40 Personnel Summary .......................... B-55 Section C -PROGRAM /PERFORMANCE BASED BUDGET BY DEPARTMENT Program Budget Introduction /Program Index .................................. C-1 Citywide Organizational Chart .............................................. C-9 Elected Officials .......................................................... C-10 Administration and Finance Department ....................................... C-29 Legal Department... ................................................... C-50 Police Department ........................................................ C-57 Fire Department .......................................................... C-101 Code Enforcement Department .............................................. C-119 Parks & Recreation Department ............................. .......... ..... C-131 Community and Economic Development ..................................... C-180 Public Works Department .................................................. C-196 Consolidated Building Department ........................................... C-277 Century Center ........................................................... C-289 Morris Performing Arts Center .............................................. C-307 Section D -CAPITAL /DEBT Capital Improvement Plan Introduction D-1 2004 Capital Improvement Budget ... D-5 Multi-Year Capital Improvement Plan . D-15 Long Term Debt Summary ......... D-57 Section E -GLOSSARY CovrrrY-Cr[Y Buaoarc SouTx B~•m, INnreNn 46601-1830 PxorrE 574/ 235-9216 Fnx 574/235-9928 TDD 574/ 235-5567 Crnr OF SOUTH BEND STEPHEN ]. LuECxE, MnYOR DEPARTMENT OF ADMINISTRATION AND FINANCE FxEnEiucx B. OLLETT, III CoNTROU.Fx Apri18, 2004 To the Honorable Mayor Stephen J. Luecke, Members of the City Common Council, and the Residents of the City of South Bend: It is with great pleasure and pride that we submit to you the City of South Bend's 2004 Performance Based Budget. The City has been publishing a budget in this format for seven years; however, significant changes have been made to this document over the past several years which are more fully discussed in later sections of this book. There is a great deal of information in this book and, in an attempt to make it more reader-friendly, we have arranged it in the following five sections. Section A -Policies and Goals This section contains specific information on the City's long term goals and objectives, its mission and purpose statements, as well as the City's financial policies and core values. The section begins with a brief description of the City's strategic planning process and a historic overview of our approach to program and performance based budgeting. Also included in this section are the City's overall financial policy statements covering the budget process, operational procedures, revenues, reserves, debt and investments. The section ends with Mayor Stephen J. Luecke's State of the City Address as it was presented in its entirety to the Common Council on January 27, 2004. The Mayor begins by emphasizing the impact that this city has historically had on the community. He reviews the past year's accomplishments, highlights various partnerships that the City has .developed over the past several years, and outlines where he believes this community should be headed in the future. Section B -Financial Summary This,section provides a general overview of the City's 2004 Operating and Capital Budgets. It starts with the Executive Summary, which contains highlights of the current year's budget as well as the challenges that the City faces in the coming year. This summary also. explains the method of accounting used in the budgeting process, and it provides an explanation of the type of funds that are subject to annual appropriations. It presents a summary of major revenues, assumptions used in developing revenue estimates, and significant revenue trends thus providing a general overview of the total resources utilized by the City. The 2004 Budget (Operating and Capital) is then presented in summary form as it was approved by the Common Council, first by fund type identifying total revenue, expenditures and operating surpluses and then by each fund's major expenditure classification. These summaries are accompanied by a brief description of each of the City's budgeted funds. Also included in this section is historical data comparing the past three years' actual results and the prior year's budget with the 2004 Budget (Operating and Capital). Financial trends are outlined through the use of graphs. Projected changes in fund balances for the budgeted year can be found in this report. Included in this section is a multi-year forecast of both revenue and expenditures. This has been provided to give the reader a better understanding of some of the financial trends the City is anticipating. The section ends with a summary of personnel staffing levels for the budget year and the prior two years. Section C -Program/Performance Based Budget by Department This section is the backbone of the City's 2004 Budget. You will find this section of the budget document significantly enhanced from previous years. During 1998 and 1999, all City Departments embarked upon intensive training aimed at developing skills to better measure performance outcomes through development of program logic models. This training was primarily aimed at enhancing the City's Performance Based Budget process while providing a tool to help programs improve services. The logic model concept includes the identification of desired program outcomes (representing deparhnental goals and objectives) and performance indicators that attempt to measure the success of our programs. This process will help City employees determine whether or not the resources they expend actually produce the benefits desired for their customers. This entire concept is more fully explained in the introduction included in Section C. Although this is an ongoing process, we believe our efforts during the past three years have allowed us to take a giant step forward in improving accountability and helping us determine if the City's programs really make a difference in the lives of the people that live and work in this community. Section D -Capital /Debt This section contains a summary of the City's 2004 Capital Budget along with an explanation of the procedures and the timing of the Capital Budget approval process. The City's multi-year capital improvement plan along with detailed descriptions of the plan's major projects are also included. A summary of the City's long term debt, legal debt limits and a debt service schedule complete this section. Section E - Glossary This document ends. with a glossary to assist the reader with terminology and acronyms that have been used throughout this book. The following pages of the transmittal letter provide summary information on this community and its surrounding area. Also summarized are the key financial and budgetary controls with which the City is required to comply. The remainder is a discussion of the key issues the City is facing and their impact on current and future budgets. A detailed outline of the City's budget schedule has also been included in this letter. GENERAL. INFORMATION The City of South Bend is the county seat of St. Joseph County, Indiana, and is the fourth largest city in the state. Its 2000 U.S. Bureau of the Census population of 107,789 classifies it as a "City of the Second Class" under Indiana statues (cities with a population of 35,000 to 250,000). It operates with a mayor as chief executive and anine-member City Common Council composed of six members elected from districts and three members at-large. iii The City provides a full range of traditional general governmental services to its citizens. These services include police and fire protection; sanitation services; the construction and maintenance of highways, streets and infrastructure; recreational activities and cultural events. In addition to general governmental activities, the Common Council or City Board of Public Works exercises oversight over the South Bend Water Works, the South Bend Wastewater Treatment Facility, the Century Center, the College Football Hall of Fame, the Studebaker Collection, the South Bend Redevelopment Authority and several downtown parking facilities. Location St. Joseph County lies within the heartland of the manufacturing belt and metropolitan regions of the Upper Midwest and Canada. The City of South Bend is located in the north central part of Indiana, ten miles south of the Michigan state line, and is commonly known to be within the "Michiana" area. The Michiana area is a vibrant and diverse area with a strong economy based on a mix of agricultural, service, manufacturing, other commercial and tourism industries. This diverse economic mix creates varied employment opportunities for the area's residents while providing insulation via diversification from future. economic downturns. The City is approximately 90 miles east of Chicago and 140 miles north of Indianapolis. Accessibility to transportation, including Interstate 80/90, a regional airport (which is the second busiest in the state of Indiana), the South Shore rail line and a port on Lake Michigan, has supported economic growth within the community. Proximity to Chicago, the largest rail and intermodal (rail/truck/ocean/inland waterway) transfer point in the country, is a significant advantage to St. Joseph County. St. Joseph County /South Bend -Economic Conditions and Outlook St. Joseph County, with its 2000 U.S. Bureau of the Census population of 265,559, boasts a strong history of manufacturing which continues today. As a complement to that, the service industry and retail trade has also flourished, creating a balance that serves the community well. The County has experienced a net growth in population of 26,945 (11.3% increase) between 1960 and 2000. After experiencing a reduction of 2.6% during 1969 to 1983, at which time the entire Midwest was at the depth of its economic restructuring and recess, the County's population increased 4.0% between 1983 and 1990 and another 7.5% between 1990 and 2000. The total labor force in December 2003 of 135,020 in St. Joseph County is typical of the Midwest: well trained with a strong work ethic. Approximately 82.4% of the area's adult population are high school graduates or higher (as compared to the national average of 75%) with an estimated 23.6% with a Bachelor's Degree or higher. There are ten colleges, universities and technical schools within South Bend and the surrounding area including the University of Notre Dame, Indiana University of South Bend, Saint Mary's College, Bethel College and Ivy Tech State College. At the high school level, there are school-to-work transition programs that help prepare students for the world of work. St. Joseph County is currently experiencing an average unemployment rate of around 4.6% which compares favorably to the December 2002 national and State of Indiana rates of 6.0% and 4.8%, respectively. iv The 2003 employment profile for St. Joseph County provides a good overview of the economic make-up of this community. Employment statistics for the County's major economic sectors are as follows: Economic Sector Construction Manufacturing Transportation, Communication & Public Utilities Wholesale Trade Retail Trade Finance, Insurance & Real Estate Services Governmental (excluding Federal) Number Employ % of Total 7,241 5.62% 21,569 16.74% 4,638 3.60% 8,556 6.64% 25,461 19.76% 6,391 4.96% 41,644 32.32% 11,932 9.26% St. Joseph County presently has an estimated 98,500 households with per household income as follows: 12% with household incomes that exceed $75,000; 18% with incomes $50,000 to $75,000; 25 % with incomes $35,000 to $49,999; 18% with incomes $25,000 to $34,999; 15% with incomes $15,000 to $24,999; and the remaining 12% with household incomes under $15,000 per year. The median household effective buying income (disposable income after taxes) in the County in 2000 was $40,420, which equated to more than $4.36 billion in effective buying income for this area. Health and education lead the employment statistics for St. Joseph County. The largest employers in the County as of December 2003 were as follows: University of Notre Dame (4,100); Saint Joseph Regional Medical Center (3,358); South Bend Community School Corporation (3,000); Memorial Health Systems (3,300); Honeywell Incorporated (1,913); St. Joseph County Government (1,631); Indiana University of South Bend (1,481); Martin's Super Markets (1,435); City of South Bend (1,300); Meijer Incorporated (1,225); Penn-Harris-Madison School Corporation (1,215); AM General Corporation (2,300); First Source Bank (969) and Madison Center and Hospitals (815). The following provides a profile of the adult population residing in St. Joseph County: Gender: 48% male; 52% female Age: 16.1% 18-24 years of age; 13% 25-34 years of age; 14.8% 35-44 years of age; 13.1% 45-54 years of age; 7.8% 55-64 years of age; and 13.6% 65 years or older Race: 82.4% White; 11.5% Black/African American; 4.7% Hispanic/Latino; 1 % Asian; and 1 % Other Marital Status: 59% Married; 18% Widowed/Divorced/Separated; and 23% Single Home Ownership: 78% own; 22% rent Type of Dwelling: 84% single unit; 16% other The cost of living continues to be one of the greatest advantages of living in this community. The housing costs in South Bend are well below the national and regional averages. During the first quarter of 2002, the median sales price for a single family home (per the National and Indiana Association of Realtors) for the nation and the Midwest were $152,000 and $129,000, respectively, compared to South Bend's median price of only $84,300. For the same period, v Chicago's median price was $198,000 and Indianapolis stood at $111,900. South Bend's ACCRA cost of living index for the first quarter of 2002 was 95.3, which was 10.8% below the nationwide average. A further breakdown of South Bend's cost of living index for this period was as follows: grocery items - 88.9; housing costs - 102.5; utilities - 89.4; transportation - 89.6; health care - 98.1; and miscellaneous goods and services - 94.9. The City of South Bend continues to place high emphasis on a growing and diversified local economy. It has been active in developing ten industrial parks, offering itself as aloes-cost alternative to the Chicago metropolitan area to companies engaged in light manufacturing, distribution and services. More than 240 businesses operate in South Bend's industrial parks, including companies engaged in metalworking, plastics, warehousing and distribution, and professional services. The South Bend Community School Corporation serves all of the City and some of the surrounding area and has a current enrollment of approximately 21,797 students in grades kindergarten through high school. An estimated 4,441 students attend private or parochial schools within the City. The ten institutions of higher education and technical training located within the South Bend area have a total enrollment of approximately 28,893. Over the years, the University of Notre Dame has provided a stabilizing influence on the economy with a very significant economic impact upon the community. South Bend has continued to progress in its growth since 1842, when Father Edward Sorin named his rustic log chapel "Notre Dame du Lac" and began to teach the local Indians. Today, the chapel has grown into the University of Notre Dame. In 1852, H.C. Studebaker started the industry of making wagons and horse drawn buggies that evolved into the manufacturing of the Studebaker automobile. It made the name Studebaker synonymous with the area of South Bend, Another industrial firm that would later become the area's largest began in 1923 when Vincent Bendix began manufacturing automotive brakes. In 1929, the company became the. Bendix Aviation Corporation, and now, as Honeywell (formerly AlliedSignal Inc.), is a leading manufacturer of automotive and aerospace products. Other special attractions within the South Bend area include the Olympic-class East Race Waterway and the East Bank area; the newly renovated Morris Performing Arts Center, which provides for the Broadway Theater League, the South Bend Symphony Orchestra with the Chamber and Pops Orchestras and the Southold Dance Theater and Patchwork Dance Company; the South Bend Civic Theater; the Studebaker National Museum; the South Bend Regional Museum of Art; the Snite Museum of Art at Notre Dame; the Northern Indiana Center for History; Copshaholm/The Oliver Mansion; the College Football Hall of Fame; Century Center; Potawatomi Zoo; the Morris Conservatory/Muessel-Ellison Tropical Gardens; Healthworks! Kids Museum; the Farmers' Market; the Belleville Softball Complex; the Firefly Performing Arts Festival; and the annual City of South Bend Ethnic Festival. The Coveleski Regional Baseball Stadium, a 5,000-seat facility which opened in 1987, is rated among the best in minor league baseball. It had record crowds during its seasons of play with the South Bend Silver Hawks, a minor league team of the Chicago White Sox up to the 1997 season. During 1997, the City signed on with the Arizona Diamondbacks and looks forward to continued success with its program. vi Additional miscellaneous information about the City of South Bend can be found at the end of this transmittal letter. Financial. Budgetary and Property Tax Controls The City is required to undergo an annual single audit in conformity with the provisions of the Single Audit Act of 1984, the provisions of U.S. Office of Management and Budget Circular A- 128, Audits of State and Local Governments, the provisions of Indiana Code section 5-11-1-9 and the requirements of the Indiana State Board of Accounts. For the last thirteen years (years ended December 31, 1990 through 2002) the City has received an unqualified audit opinion. The audit of the City's financial reports for the year ended December 31, 2003 is currently underway, and it is anticipated that those financial statements will also receive an unqualified audit opinion. In accordance with Indiana statutes, the City maintains budgetary controls integrated within the accounting system. The objective of these budgetary controls is to ensure compliance with legal provisions embodied in the annual appropriated budget which is adopted by the Common Council and then reviewed and approved by the Indiana State Board of Tax Commissioners. Activities of the general fund, certain special revenue and capital project funds and debt service funds are included in the annual budget. The level of budgetary control (that is, the level at which expenditures cannot legally exceed the appropriated amount) is established by major budget classification within funds. The Common Council may transfer appropriations from one major budget classification to another within a department by ordinance as long as the total appropriations for that department are not exceeded. Transfers from one department to another, or additional appropriations in excess of the original budget, must be submitted to and approved by the State Board of Tax Commissioners after an ordinance has been passed by the Common Council. In addition to budgetary and other controls established by Indiana statute, the City must operate within specific and rigid controls governing the amount ofproperty tax it may levy. The property tax control program, which began in 1973, limits the amount of property tax that may be levied by each unit of government in its legally budgeted funds. The total amount of property tax levied by the unit may increase by the same percentage that the total assessed valuation of the unit increases, with a maximum increase of 5% per year. In addition, if the unit finds that it cannot maintain basic governmental services for its residents within the property tax "freeze," it may appeal to the State Local Government Tax Control Board for an "excess levy" in certain specific instances. As a part of the property tax control program, the state transfers an amount generally equal to 20% of the total property tax levy (except for debt service levies as described below) to the County Auditor to be distributed to each taxing unit as a replacement for 20% of the property taxes levied. This "property tax replacement" is funded through the state sales tax. The levy for Debt Service funds is controlled via a review and approval process by the State Local Government Tax Control Board (with a subsequent review and approval by the State Board of Tax Commissioners) for each issuance of general obligation indebtedness (or lease- purchase) entered into by a taxing unit. In addition, any indebtedness incurred after 1983 no longer receives the 20% state property tax replacement funds. A historical view of the City's tax rate and its net assessed valuation has been included at the end of this letter. vii South Bend -Strategic Planning and Performance Measurement During 1994 the City began a strategic planning process that included the development of long term goals and objectives (both on a citywide and departmental level), the enhancement of organizational communications (both internally and externally) and the development of a framework for which to enhance the annual performance based budget process. It is not easy to translate long term broad objectives into departmental work programs given the diversity of the City's business units. It is also difficult to develop meaningful measures of performance that help managers and the community determine how effective a given program truly is. This is an ever evolving effort that will continue year after year. The City's mission is to be a model city. That is a lofty goal, but it is attainable. The way this will be accomplished is through the synergy that is created by people and teams working toward a common end. These teams do not solely consist of the elected officials and the management levels of the organization, but also include the people in the field or off ce who provide the day to day services. Whenever strategic planning takes place, there are always many questions that are asked. How do we fund a long list of important, costly capital needs without cutting or compromising the critical daily services we currently provide? How can we more equitably spread the cost of City services among those who receive their benefit? How do we continue to take the next step in reaching our mission to be recognized as a model city? Those questions and more represent some of the significant challenges facing this organization. It would be appropriate at this point to discuss the concept that drives this document and, more important, the two key issues that are always at the forefront: performance measurement and accountability to our customer. The following comments are summarized from the municipal .year book as published by The International City/County Management Association: No management topic has received as much notoriety, as well as resources, from the public sector in the last few years as Performance Measurement. If organizations don 't have a measurement system in place, they are probably considering developing one. If they have one in place, it is unlikely to shrink in importance or in the amount of management attention it commands. Performance measurement in local government is here to stay. Many local governments have demonstrated that implementation of a performance measurement system is feasible and that, once in place, it serves as a valuable tool for improving the efficiency and effectiveness of services and operations. As public confidence and trust in local government has waned, satisfaction with government service efficiency and effectiveness has diminished, as have available resources. As a result, policy makers and managers have had to examine more closely the efficiency of their operations, as well as demonstrate the value and impact of their services and programs. Performance measures have become not only an important management tool but also a vehicle to inform citizens about the use of their tax dollars. This is the key to South Bend's commitment to the concept of performance based budgeting. This letter has spoken to our mission of being recognized as a model city, as well as the key issues facing our leaders. The fact is we cannot achieve our mission or overcome the long term hurdles without making improvements in our delivery of day to day services. viii Section C of this book defines and quantifies more than 100 programs citywide, and all of these programs list indicators of performance. Those indicators need to be continually refined and modified on an ongoing basis to reflect the areas that are truly meaningful in evaluating an area of service. Costing programs, developing indicators and setting performance goals are important. However, the frequency with which we measure results and how we use the information with labor units and management is more critical. In order for an organization to be successful in implementing this concept, it must be ingrained in day to day operations and decision making. South Bend has done a great job to date on implementation; however, we are only a short way along the total evolutionary curve. We are committed to continue on that path to improve what we do, every day, in order to make a difference for our community. Accomplishments for the Year 2003 We are pleased to announce that we have underspent the 2003 General Fund Expenditure Budget by $1,722,401 while General Fund Revenue has exceeded the 2003 Budget by $3,319,755. This good news is a direct result of the hard work and never-ending focus on expense control by the City's department heads, managers and employees. The additional revenue is a result of increased collections for services provided and improved cash management procedures, which resulted in more than doubling the budgeted income received on investments. This net $5 million excess over budget has provided additional funds for the City's 2004 Capital Budget as well as increased cash reserves. The 2003 results are a continuation of past successes. Last year the City was able to announce that it had underspent the 2002 General Fund Expenditure Budget by $3,932,000 while General Fund Revenue exceeded the 2002 Budget by $920,949. In 2001, General Fund Expenditure Budget was unspent by $2,873,000 and revenue was exceeded by $1,066,000. In 2000, the General Fund Budget was underspent by $ 2,868,000, and revenues came in at $1,505,000 more than originally anticipated. This provides evidence that the City's budgets have been prepared on a conservative basis, and they have provided adequate resources to fund services provided. All cities have limited resources and, thus, limited number of programs and services that can be provided. We are proud to say that we have done well in terms of maintaining a solid, financially sound organization by spending within our means. The City of South Bend's overall financial stability continues to remain very strong. Once again the City's "AA" credit rating from Standard & Poor's and Fitch IBCA was reaffirmed when the City issued new debt for a new Public Works Service Center. The City also refunded five bonds in 2003, all Redevelopment Authority Revenue Bonds. Fitch's press release stated that "the rating reflects the City of South Bend's solid financial position, sound and diversified economic base, and low direct debt levels. The City's financial performance is consistently strong, with conservative budgeting and operating surpluses supporting the long record of sizable undesignated general fund balances." Standard and Poor's credit profile identified the City's strengths to include "a diverse local economy" and a "history of strong liquidity and good financial management." Moody's Investor Services also reaffirmed its previous rating of A2 which is a rating that the City is pleased with, however, the City's goal is to improve this rating in the near future. The City continues to maintain adequate cash reserves not only in its General Fund (which ~x remained at 18% of the current year's operating expenditure budget as of the start of this year after setting aside funds for the 2004 Capital Budget) but also in its Special Revenue and Enterprise Funds that include operational activities. It is the City's goal to maintain cash reserves of at least 15% of operating expenditures (after funding capital needs for the current year) for each of these operating funds. Over the past four years, the City has been able to more than double its $10.7 million General Fund reserves, which stood at $4.2 million (11 % of the operating budget) at the start of 1997. In 2003 the County began the daunting task of reassessment. Under State legislation, Indiana will be under new rules when calculating assessment value. At this time the City, as well as all other cities in Indiana, is not sure of the full affect reassessment will have on property tax revenues. Due to these fiscal constraints in 2004 and beyond, the reserves will be able to help the City manage its cash flow. The Administration and Finance Department, along with all other department fiscal staff, continues to strive for overall improvement in providing meaningful and timely financial information to City Management, Common Council and the Public. Some significant enhancements included revenue and expenditure forecasting on a multi-year basis and the identification of the ongoing projected operational impact resulting from the City's future anticipated capital expenditures. The forecasting process has also enhanced the budgeting process by enabling City Management and the Common Council to compare anticipated actual results with the projected financial needs for the coming year. In January of 2004 the City received, for the thirteenth year in a row, the "Certificate of Achievement in Financial Reporting" issued by the Governmental Finance Officers Association (GFOA) for its comprehensive annual financial report (CAFR) for the fiscal year ended December 31, 2002. The Certificate of Achievement is the highest form of recognition in governmental accounting and financial reporting, and its attainment represents a significant accomplishment by a government and its management. The City will submit its 2003 CAFR during 2004 for consideration of this prestigious award. Building South Bend in 2004 and be~i Mayor Stephen Luecke's theme for the past several years has been "We're Building South Bend." That theme has had a major influence on the development of the 2004 budget. There were five areas of concentration that became or remained budget priorities for 2004. We're Building Neighborhoods -Mayor Luecke and the City's elected officials continued their strong commitment to neighborhoods. The City will invest $5.2 million to fund or leverage state and federal funding for housing assistance, development and home ownership programs, neighborhood public works and parks, neighborhood development for social services and organizations, and public safety initiatives. Committing these resources will help us maintain, improve and support strong neighborhood development. We're Building a Safe City -Public safety is the foundation of all the City's efforts to build South Bend. Through the targeted and creative use of available resources, the City is working to provide quality police, fire and ambulance services for the community. The crime rate has increased in several significant categories over past year. South Bend has x 2.4 police officers and 2.3 firefighters per thousand population. These ratios are among the highest in the state and well above the national average. We believe that these extra officers are important for officer safety and community safety. We will also complete the long awaited and much needed design for renovation and expansion of Police Department offices. The City's Fire Department is rated one of the highest in the State. We have recently refurbished three main fire trucks to like-new status. This year we will start work on new administrative offices for the Fire Department and Central Fire Station. The Mayor's top initiatives will focus on regional policing, providing in-car cameras for all patrol cars and placing more emphasis on training and recruitment for the Police and Fire Departments. We're Building an Attractive City - We are working to enhance the natural and man- made beauty of our city through effective City programs. For the fifth year in a row we were named a Tree City USA. The Building Block Grant Program helps residents spruce up their neighborhoods, and aggressive Code Enforcement will continue to address deteriorated and nuisance properties. The Commercial Corridors. Improvement Fund provides much needed funding to address a variety of needs along five of the City's major corridors. The City is funding major programs for curb & sidewalks, neighborhood centers, weed & seed program, and transforming a former dump into a model outdoor environmental lab. We're Building Opportunity - A key issue for any city is education and opportunity for young people. The City is committed to keeping schools open in our neighborhoods and to maximizing their use by the community. We are building partnerships that will create new strategies for enhancing our formal education system. Working together with families, student groups, school officials, neighborhoods, the faith community and civic organizations, we can support our local schools and improve the level of individual student performance. We're Building a Strong Economy -Local government plays a key role in economic development. By providing adequate infrastructure and offering targeted assistance, the City can stimulate private investment, creating business opportunities and jobs. The City's policies encourage new start-up businesses, strengthen existing business, attract new jobs, increase assessed value and emphasize direct investment in hard-to-develop areas. Efforts have been and will continue to focus on implementing the comprehensive plans for downtown and the East Bank. The City's administration will vigorously pursue the re-use and revitalization of older industrial sites, as well as the expansion of the Blackthorn area. Budget Calendar The budget process is a key component to the overall success of managing city operations. It allows each department the opportunity to reassess goals and objectives and the means of accomplishing them. It provides an opportunity for the public to be involved and to voice their opinions. It is a process that involves a great deal of people and spans a majority of the year. As more fully discussed in Section D of this document, the operating and capital budgets are prepared and approved at separate times of the year. The following calendar provides a general xi overview of the entire budgeting process. (Note; The City's fiscal year is January through December 31.) May 2003 -Preliminary meetings are scheduled with management and fiscal staff to organize and plan the coming year's preparation. During this time, the Mayor outlines his overall goals and guidelines for the following year's operating budget. June and July 2003 - A needs assessment review is completed. and the preliminary budget for each department/program is prepared. Overall reviews of revenue and expense projections, program costs, performance indicators and goals and objectives are all components of this segment. Early August 2003 -Departmental review of individual operating budgets; update projections and requests where necessary. Late August 2003 -Review of entire City 2004 Operating Budget, division by division by the City Controller. Focus on budget targets based on multi-year projections. Revisions and changes are made where necessary. Late August /early September begins the Council and Public portion of this process. August 25 through September 12, 2003 -Council review of budgets -informal hearings over a three-week period where the public and media are invited to attend. Over the past several years no fewer than 20 hours per year of detailed review and analysis have occurred. August 20, 2003 -Official filing of the 2004 Operating Budget with the City Clerk's Office for placement on the Council agenda. August 25, 2003 -First reading of the 2004 Operating Budget at Common Council Meeting. September 8, 2003 -Second reading of the 2004 Operating Budget and formal public hearing at the Common Council meeting. Members of the public may speak at this meeting. September 22, 2003 -Third reading and adoption at the Common Council meeting. Comments on the 2004 Operating Budget are limited to the Council Members at this session. State statutes require that the Common Council pass a budget no later than September 30 for the following year's operating budget. Mid October 2003 - On-sight review of 2004 Operating Budget by the Department of Local Government Finance. This review date is set by the state agency. The actual review process spans several months. Early January 2004 -Determination of year-end cash balances and preparation of the 2004 Capital Budget. Mid January 2004 -Official filing of the 2004 Capital Budget with the City Clerk's Office for placement on the Council agenda. xii Late January 2004 -First reading of the 2004 Capital Budget at Common Council Meeting. Mid February 2004 -Final budget order from the State Tax Commissioners covering the City's Operating Budget. This final action fixes all civil city appropriations, tax levies and tax rates. This final budget order is required by state statute to be completed by mid February. Mid February 2004 -Second reading of the 2004 Capital Budget and formal public hearing at the Common Council meeting. Members of the public may speak during this portion of the meeting. Also occurring at this meeting is the third reading and adoption of the 2004 Capital Budget. Comments on the budget are limited to the Council Members during this portion. of the meeting... Early March 2004 -Appropriation approval from the Department of Local Government Finance for the 2004 Capital Budget. This is the final action needed to complete the City's Operating and Capital Budget process. Acknowledgments Last year's hard work and effort by many resulted in the City's budget document receiving recognition from the Government Finance Officers Association. Once again, many people contributed to the 2004 version, which includes significant improvements in several areas. Special thanks should go to the City's Fiscal Staff and Department Heads for their efforts in their respective areas. Thanks also should go to our elected officials for their support of the concept and process. Finally, to the City's Administration and Finance staff whose tasks were the most challenging - a special thanks for a job well done! Respectfully submitted, t~.J Frederick B. Ollett, III City Controller Thomas J. Skarbek, CPA Director of Budgeting & Financial Reporting xiii THE CITY ~OF SOUTH BEND MISCELLANEOUS STATISTICS Incorporated in 1865 -County Seat of St. Joseph County, Indiana POLICE DEPARTMENT Authorized Officers Vehicles Special Officer Groups: K-9 Patrols SWAT Team Metro Drug Task Force (of 20 total) NEST -Special Neighborhood Unit Bicycle Patrol Officers Motorcycle Patrol Officers Community Relations Officers D.A.R. E. Officers Crime Prevention Officers 2003 Crime Data: Murders Rapes Robbery Aggravated Assault Residential Burglary Non-residential Burglary Larceny Theft -Auto Arson Calls for Service Dispatches Miles Driven SEWER UTILITY Customers Dry Tons of Sludge produced per year '(English Tons) Miles of Sanitary Sewer Lines Miles of Storm Sewer Lines DEPARTMENT OF PUBLIC WORK S 258 Traffic Lights 23g 290 Street Lights (City maintained) 1,400 Miles of Streets 500 7 Miles of Sidewalks 680 16 Miles of Alleys 3g7 17 Miles of Sanitary Sew,rs and Stonn Drain: 580 8 City Owned Vehicles 1,089 4 Trash Picked Up Per ~Neek (in tons) 700 hvlc 2 (Organic Resource-Leaves Composted) (100,000 Cu.Yd) §IGN SFIOP 16 Work orders for sign maintenance, 78 installation or removatl 3,500 324 Gallons of traffic paint for street markings 5,000 350 Pre-formed plastic arrows used for 1,003 street markings 49 713 Built Portables 1170 4,596 Railroad Crossings 0 534 Built Barricades 0 74 Special Signs Built 750 493,211 102,860 Barricades set up for 2003 events (# of events): 3,877,777 Block Parties 81 Parades 4 Run/Walkathons 8 Special Events 59 Notre Dame Football Games 6 Fireworks - Coveleski Stadium 7 40,183 4,222 550 CONVENTION FACILITIES 240 Century Center 64,000 square feet of exhibit space 2,992 available seating 700 seat theater SOUTH BEND REGIONAL AIRPORT Passenger ye~nr Volume 1994 859,260 1995 832,918 1996 894,247 1997 991,247 1998 986,350 1999 955,232 2000 857,740 2001 739,407 2002 812,080 2003 802,191 The South Bend Regional Airport had over 65,000 take-offs and landings in 2003. Approximately 40 commercial airline flights per day fly to nine hub airports. Commercial aidines with operations at SB Regional Airport: Delta Connection U.S. Air Express ATA Connection Continential Express American Connection Northwest United Express Morris Perf Arts Center 2,500 available seating Notre Dame Joyce Athletic and Convocation Center 115,000 square feet of exhibit space t 1,345 available seating Motels, 29 motels/hotels 4 Bed and Breakfasts Over 2,700 rooms Major motels and meeting rooms: Marriott facilities to seat 800 Holiday Inn facilities to seat 300 COMMUNICATIONS Access to: 4 Major TV Networks, 1 Public Broadcasting Station and 1 Local Station 17 FM and 7 AM Radio Stations 1 Major Newspaper -The South Bend Tribune and 2 other weekly newspapers FIRE DEPARTMENT Paid Department established 1887 Sworn Firefighters (51 of which are Paramedics) 248 Fire Apparatus 20 Hazardous Materials Truck 1 Reserve Pumper Trucks 2 Reserve Ladder Trucks 2 River Rescue Boats 3 Ambulances 1p Neonatal (Newborn) Units 3 Fire Runs 39,298 Ambulance Runs 10,573 WATER UTILITY Customers/Meters 43,377 Wells/Pumps in service 31 Pumping Capacity 65 m.g.d. Daily Consumption 22 m.g.d. Peak Demand 41.8 m.g.d. Miles of Distribution Systems 529 COLLEGES AND UNIVERS Universities and Colleges ITIES Enrollment The University of Notre Dame 11,311 Indiana University at South Bend 7,457 Bethel College 1,746 St. Mary's College 1,620 Holy Cross College 503 Purdue Program (IUSB) 276 Tri-State University 148 Technical Colleges Indiana Vocational Technical 3,080 Michiana College 485 Davenport College 595 HEALTH Memorial Hospital, St. Joseph's Regional Medical Center and St. Joseph Community Hospital and other hospitals/ specialty hospitals provide over 1,500 beds and staff over 700 doctors and dentists with health care costs below the national average and lowest in the Midwest region. TRANSPO South Bend Public Transportation Corporation Route Miles 177 miles 2001 Ridership 2.6 million 2001 Miles of Service 1.5 million 43 Trucking Lines, 33 Terminals 2 Interstate Bus Lines 4 Major Rail Systems (freight and passenger) xiv THE CITY OF SOUTH BEND TEN YEAR HISTORICAL TREND INFORMATION ASSESSED AND ESTIMATED ACTUAL VALUE OF TAXABLE PROPERTY _ Real Property Personal Property Utilities TOTAL Tax Year/ Assessed Estimated Assessed Estimated Assessed Estimated Assessed Estimated Collection Year Value Value Value Value Value Value Value Value 1992!1993 $451,886,055 $1,355,658,165 $146,769,523 $440,308,569 $74,021,490 $623,329,408 1993/1994 451,978,420 1,355,935,260 148,102,742 444,308,226 76,172,250 625,471,912 1994!1995 450,571,020 1,351,713,060 155,508,460 466,525,380 80,838,150 633,025,530 1995/1996 416,771,801 1,250,315,403 168,912,208 506,736,624 70,761,090 609,271,039 1996!1997 412,196,114 1,236,588,342 175,914,981 527,744,943 71,203,800 611,845,695 1997!1998 414,421,223 1,243,263,669 181,879,676 545,639,028 68,552,550 619,151,749 199811999 418,589,739 1,255,769,217 183,410,077 550,230,231 71,423,490 625,807,646 1999/2000 417,107,034 1,251,321,102 203,975,332 611,925,996 76,650,690 646,632,596 200012001 421,717,995 1,265,153,985 201,409,514 604,228,542 78,444,900 649,275,809 2001/2002• 1,272,814,731 3,818,444,193 600,021,966 1,800,065,898 257,994,390 1,958,834,827 2002/2003'* n!a n/a n/a n/a n/a 2,775,873,561 PROPERTY TAX RATES -DIRECT AND OVERLAPPING GOVERNMENTS (Per $100 of Assessed Valuation in the South Bend -Portage Taxing District) AirporU Tax Year/ I School Redevelopmt Transportation/ Collection Year ; City County Districts Townships District Library State TOTAL 1992/1993 ' $5.4950 $2.3795 $4.9691 $0.4140 $0.1744 $0.6422 $0.3213 $14.3955 1993/1994 5.6850 2.6505 5.2573 0.0757 0.2465 0.6455 0.3327 14.8932 1994/1995 5.8983 2.7700 5.1500 0.4030 0.1941 0.6674 0.4104 15.4932 1995/1996 6.5528 2.9274 5.8055 0.0892 0.2085 0.7061 0.3639 16.6534 1996/1997 6.6702 3.2256 5.8594 0.0920 0.0743 0.7106 0.3726 17.0047 1997!1998 6.9125 3.0079 6.0293 0.0967 0.1255 0.6886 0.3822 17.2427 1998/1999 7.2297 3.5002 5.8978 0.1020 0.0795 0.6933 0.4371 17.9396 1999/2000 7.3307 3.1142 5.9365 0.2256 0.0954 0.7059 0.4313 17.8396 2000/2001 7.7513 3.1402 6.3673 0.1123 0.3050 0.7366 0.4511 18.8638 2001 /2002' 2.6664 0.9473 2.1725 0.0382 0.0983 0.2496 0.1518 6.3241 2002/2003' 1.9606 0.7366 1.4792 0.1122 0.0967 0.1686 0.1273 4.6812 2002/2003" The above information was obtained from the St. Joseph County Auditor's office. The 2001 pay 2002 assessed values were not finalized and available as of the date of this printing. ' The 2001 pay 2002 tax rates were converted by current state legislation from 33% to 100% of assessed valuation. This conversion will have no affect on total dollars. Assessed values will increase and tax rates will decrease. Real property was reassessed effective in 1989 payable in 1990 and again in 1995 payable in 1996. "Due to new state legislation in assessed values the make up of the assessed valualtion were not avialble from the County Auditor at the time of printing. XV XVl ORGANIZATIONAL CHANGE: Strategic Planning, Citywide Goals and Program Budgeting INTRODUCTION In July 1994, the City of South Bend began a strategic planning process that would change the way it does its day-to-day business, including preparation and use of its annual budget. Over the past several years this effort has required us to rework our organizational culture, values, guiding principles, systems, strategies and structures. The strategic plan is a work in progress. We've had some successes. We've made some mistakes. And we've learned from our mistakes. Nonetheless, the commitment to change the organization in order to meet the challenges of the 21st Century remains strong. It is not the intent of this brief section of the budget to describe the past, current and future efforts to rework organizational culture, values, principles, systems and strategies. The purpose of this section is to place the budget process and resulting document into the context of the strategic planning process-to establish the connection between the program and performance based budget and the broader and deeper organizational changes. The evolution of the budget process and document from the traditional detailed line item budget (focusing on inputs) to a budget of policy, programs, activities, outputs and outcomes reflect the broader organizational changes taking place because of the strategic planning process. The reformulation of the previous years' budget documents reflects an orientation toward accomplishments and measurements, growth objectives and goals, and purposes and mission-all aspects of the strategic plan. STRATEGIC PLANNING OVERVIEW The City's strategic planning process begins with an organizational mission, collective membership purpose, customer focus, guiding principles, growth objectives, strategic alliances (internal and external partnerships), core competencies and commitments to customers and fellow employees. It also focuses on the need to rework structure and organization, systems and procedures, along with budgeting practices and principles. It brings together tracking, measuring and evaluating performance against growth objectives, goals and mission. In order to be successful, the planning process cannot rest solely with the City Management Team. To be successful in the long run, the process must penetrate the total organization, become internalized, and touch every City associate at every level. We've begun with the citywide framework which consists of a citywide mission, purpose, goals and growth objectives. We've also articulated a series of citywide guiding principles and statements of commitment to fellow City associates and to our customers. Our next step was to enable and empower each department, division, bureau, office and work group to develop and implement mission, purpose, goals, and growth objectives at each organizational level. The ultimate goal is for each City associate to have individualized job agreements with individual performance indicators. The e_i budget process and document must be integrated into the citywide strategic plan. Obviously the old model-a detailed line item budget-was incongruent with this overarching planning process and the emerging organization. sTRaTEG~c pL~G >~-l~w~x:lKey ctty~ae Components This budget document is one manifestation of the strategic planning process and plan. All components (including the budget) flow from and return to our overarching mission and membership purpose. We begin with the end in mind. Our mission is: "To Be Recognized As a Model City." Our collective purpose is: "To provide the leadership to create a competitive advantage in quality of life, economic security and safety for all our customers." Our customers (clients) include: "All residents of the City; all who pay taxes to the City; all visitors to the City; and all who use services provided by the City." In order to achieve the mission, to provide meaningful leadership, and to measure our customers' satisfaction, the City's Management Team, led by the Mayor, established a citywide framework of goals and growth objectives which established the context for each department, division and bureau's performance indicators and growth objectives. CITYWIDE GOALS AND OBJECTIVES The City's Management Team, over the course of many meetings, developed eight broad goals that focus on the following areas: economy, safety, quality of life, trust, responsiveness, infrastructure, finance and workforce. These eight original goals have objectives which, if achieved, will result in the attainment of the goals. The eight goals are listed below. GOAL: The Community's Economy Improve South Bend's economy to ensure a vigorous local business climate; ample employment, business and investment opportunities for all our customers; and a tax base that is sufficient to meet the needs of the City, its residents and other customers. GOAL: The Community's Public Safety and Civility Improve South Bend's public safety and civility to ensure that every resident and other customers can live, work, play, run a business and raise a family in a humane, pleasant and safe environment; have adequate, affordable and timely access to all forms of emergency services; and can contribute and participate in a community where people of different backgrounds live in A-2 mutual respect and harmony. GOAL: The Community's Quality of Life 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: 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: 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: 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: 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: 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. CITY DEPARTMENT PURPOSE STATEMENTS The City provides services to its customers through thirteen administrative departments. These departments have unique purposes that are intended to support the citywide mission statement. Each department developed a purpose statement -which identifies its specific role. Mayor's Office: Leading the community to become a model city through formulating A-3 policy, directing operations and responding to customer concerns. Common Council: Making certain that our City government is always responsive to the needs of our residents and that the betterment of South Bend is always our highest priority. City Clerk's Office: Preserving all City Ordinances and Council meeting minutes for generations yet to be, and providing fair and consistent treatment of our Ordinance Violations Bureau customers. Administration and Finance: Providing fmancial and organizational stability for the City through sound financial management while ensuring the existence of a safe work environment, quality employee benefits and equal treatment for all City employees. Legal Department: Providing superior, professional and ethical legal services for our client, the City of South Bend. Police Department: Protecting the life, property and personal liberties of all individuals; improving the overall quality of life by deterring criminal activity and respecting cultural diversity; delivering fair and impartial law enforcement services to all residents. Fire Department: Providing the highest level of Fire and Emergency Medical Services possible to all of our customers, saving lives and property, and striving to become a model Fire Department for other cities in an efficient and cost- effective manner. Code Enforcement: Maintaining and improving the physical quality of life in our neighborhoods. Parks and Recreation: Offering all residents and guests of South Bend the highest quality of recreational and leisure activities, while providing well-managed parks and recreational facilities with updated programming and friendly productive service. Community and Economic Development: Creating and expanding opportunities through partnerships in neighborhood revitalization, commercial and industrial development and community enhancement. Public Works: Providing leadership in the development and delivery of engineering, fleet, transportation, sanitation, wastewater, water and other services as called upon by our customers. Building A-4 Department: Serving our customers by inspecting, informing and ensuring a safe place to work, play and live. Century Center: Providing astate-of--the-art facility with excellent services to customers while generating maximum economic benefit to our community. TECHNICAL ADVISORY COMMITTEE A second level of management (a level below department heads) was asked to give a "reality check" to the citywide growth objectives. This group (the Technical Advisory Committee) represented all major City divisions and met consistently for many months analyzing each of the objectives. The Technical Advisory Committee's purpose was to make recommendations on additions, deletions or modifications to those objectives. The committee used seven criteria to evaluate each objective. 1) Compile data and use comparisons where possible to benchmark where we are currently. 2) Assess the objective for reasonableness. 3) Determine if the objective is measurable., 4) Determine what costs are associated with the objective. 5) Make sure the objective is compatible with the overall strategic planning process. 6) Determine which departments should be responsible for the accomplishment of the objective. 7) Identify what, if any, is the barrier to success. CITYWIDE CORE VALUES As a further step in the overall strategic planning process, the City identified key core values that are interwoven with the City's overall mission statement, goals and objectives and departmental purpose statements. Guiding Principles: "We are merely the stewards of the City's assets. All assets of the City belong to the residents." • We are held to a high standard. Our actions meet the highest level of legal and ethical tests. • We are open and honest in all of our dealings. • Our dealings with all of our fellow employees and customers are consistent, fair and evenhanded. • We consider the point of view of those who are affected by our decisions. • Once a decision is made, we will quickly communicate our intended actions. • We ask whether our decision will move us closer to accomplishing our mission. Areas of Core Competency: "Our delivery of services is reliable." • We take a leadership role. • We are technically competent. A-5 We protect the City's interests. We manage the taxpayers' money, providing them with a good value. We adapt to new situations, responding quickly to new problems and opportunities. We are accessible to our customers. We respond to our customers' problems. We troubleshoot and find the root of the problem. Commitment to Customers: "In all our dealings, we will demonstrate our attitude of concern." • We treat all customers with respect. • We have an obligation to be competent and to be good at our jobs. • We ensure that our delivery of services is consistent and of a high quality, regardless of where, when or to whom the services are to be delivered. • We ensure that our delivery of services meet our customers' expectations of quality, consistency and value. • Our cost of services is always competitive. • We give our best effort to answering customer questions and resolving their problems. • We are always honest; if we cannot accommodate a request, we do our best to explain why. Commitment to Fellow Employees: "We are loyal to, and supportive of, all dedicated City workers." • Promotions are made solely on the basis of the individual's ability, regardless of race or gender. • Whenever possible, promotions are made from within the organization. • We provide a work environment that encourages employees to grow. • We provide training and development opportunities. • All are treated in a consistent, fair and evenhanded manner. • We do our best to ensure that all employees are fairly compensated for their work. • We recognize employees who make an extraordinary contribution. • We actively solicit and listen to the point of view of all City employees. When we cannot implement their suggestions or accommodate their request,. we honestly explain why. IMPROVING THE BUDGET PROCESS AND DOCUMENT Since 1995, the City's management team and City employees have worked diligently to improve both the budget process (especially as it relates to the strategic planning process) and the City's budget document. The 2001 budget process and document have continued these efforts to make the budget more meaningful as a community wide resource, an effective policy statement and efficient management tool. In order to understand and appreciate the stages of improvements, a short history of our progress is provided. 1995 Budget-The 1995 City Budget was a traditional line item budget. During the 1995 budget process, the City was in the initial stages of establishing the City's mission, broad goals and rudimentary growth objectives. The Technical Advisory Committee was A-6 beginning its review of growth objectives completed by the City Management Team. Many of the growth objectives did not include measurable benchmarks or targets, reliable data sources, and related information. • 1996 Budget-The 1996 City Budget was our first attempt at a program based, performance driven strategic budget document. Line item information was provided by the administration to the City Council and to the general public in separate back-up work books while the main budget effort went into crafting the City's first program budget. For the first time, an overarching mission, broad goals and growth objectives were included. In addition to the citywide aspects, each department and division was asked to develop missions, goals, growth objectives and performance indicators. The Technical Advisory Committee continued to refine and define citywide growth objectives. A number of growth objectives were downgraded from citywide to department and division levels. Some citywide growth objectives were defined with measurable data. However, the growth objectives section was incomplete with a number of unclear and unassigned objectives. • 1997 Budget-The 1997 City Budget was our second program based budget. Several improvements were made in both the format and information provided. A number of citywide training sessions were held for the City Management Team to highlight the connection between the strategic plan and the program budget. In addition, each department's management team made progress in completing individual department strategic plans and continued refinement of performance indicators. On a citywide basis the Technical Advisory Committee and the City Management Team further refined citywide growth objectives by identifying the following: Scope of Responsibility-each growth objective was identified as either a City government or community growth objective. City's Role-each growth objective was defined in terms of a specific city role ranging from direct city service or product to a partnership role (with a community partner), to a community leadership, advocate or a monitor's role. Each role was defined in detail. Lead City Agency-each growth objective was assigned an internal lead agency (or agencies) with responsibility to assume the City role as identified above. Key Community Partners-each growth objective was assigned a series of key community partners (necessary for a strategic alliance) to achieve the growth objective. Schedule-a timetable of specific action was developed and assigned to each growth objective. Actions that were included were ongoing performance, project or program completion, evaluation or monitor activities. • 1998 Budget-The 1998 City Budget was improved by the following actions; A-7 1996-97 Customer Satisfaction Benchmark and Tracking Survey-A scientific survey was conducted of our customers during late 1996/early 1997 by an independent consultant hired by the City. More than 2,000 responses to a six- page, 111 question survey were completed, received and evaluated. The consultant's work included focus groups and a survey pretest. The survey product resulted in a 99 percent confidence level and 2.81 confidence interval. This survey establishes the benchmark for many of our growth objectives ranging from customer service satisfaction, customer trust measures, service importance, specific project and program measurements, etc. This information will be tracked on a biannual basis (by survey) to help us determine progress toward our individual growth objectives, broad goals and our mission of becoming a recognized model city. - 1998 Budget Improvements-Additional training for the City Management Team in program budget development was conducted. Additional work in regards to growth objectives and goal setting at the Department Head level took place during the year. A commitment was made to begin program budget logic model training to enhance the budget document for future years. • 1999 Budget-During 1998, the City took a giant step forward in making a commitment to revamp the performance based budget format that had been utilized in the budget years 1996 through 1998. Anew format was developed and implemented for the 1999 Program Budgets. This new format included the development of logic models for each departmental program with the intent to more effectively measure each program's intended outcomes. Our goal was to focus more on measuring the "results" of our efforts instead of just focusing on our activities and the outputs that resulted from the activities we perform on a regular basis. We determined that the logic model format would help us more effectively identify the benefits or changes that we intended our customer (clients) to experience as a result of our efforts. In the Fall of 1998, the City's Management Team began intensive training with staff members from the United Way of St. Joseph County. The training facilitators had implemented this program with various community agencies that receive funding from the United Way. When measuring performance outcomes through the use of logic models, emphasis is placed upon inputs, activities, outputs, outcomes and indicators that effectively measure outcomes. Amore complete description of this methodology can be found in the introduction to Section C of this document. It is important to point out that we were in the first year of a multi-year process in implementing the logic model format for 1999 and future years' budget documents. We identified indicators that we believed would effectively measure our intended outcomes; however, we did not (in the 1999 Budget document) established targets and benchmarks that would be necessary in determining how successful we were in achieving our outcomes. This next step was deferred to the second year of utilizing the logic model format. After six months of training, drafting, writing and rewriting (and often rewriting for a third or fourth time), we ended up with a product of which we were proud; and we felt confident that we had created a very effective management tool. A-8 • 2000 Budget-It was our goal during the 2000 Budget to take the next step in this process of refining and further developing each departmental programs' logic models. That step included targeting and benchmarking our performance based program outcomes. In addition to establishing a target and a benchmark for all identified outcomes, each department was given the task of ensuring that each and every indicator was measurable and that reliable data could be gathered during 1999 and in the future in order to support these measurements. Since outcome indicators should be meaningful, measurable, unambiguous, timely, unbiased, acceptable and manageable, several modifications to the logic model (more specifically the indicators) became necessary during the year's budget process. In many cases, departments had been collecting data over the past several years that could be used to measure the intended outcomes. If this information was available for 1998 and prior, it was included in the document in order to provide historical trends. In a few cases, reliable information necessary for the accurate measurement of the indicators was not available in 1999; however, systems have since been put into place to enable us to measure our results in the future. • 2001-04 Budget-The budgeting process focused primarily on the continued refining and reworking of each program's logic model. Significant emphasis was placed on integrating the logic models' outcomes and indicators with departmental and individual performance reviews. We realize that this is an ongoing process and that our work to more fully develop, refine and integrate this budget tool into our daily operations is essential to its overall success. We are committed to continuing to build on a document that has truly helped us focus on why we do what we do and how we can do it better. Measuring performance outcomes enables us to improve the City's Performance Based Budget process. Just as important, it also provides us with a tool to help programs improve services. This process will help City employees determine whether or not the resources they expend actually produce the benefits desired for its customers. We believe this process will take us a significant step forward. in improving accountability and help us determine if the City's programs really make a difference in the lives of the people that live and work in this community. A-9 FINANCIAL POLICY STATEMENTS Budgetary and Operating Policies 1) The City will adhere to all Federal, State and local legal requirements pertaining to the operating budget. 2) The City will employ a structured budget preparation and formulation process that will be used by all entities receiving funding from the City. The process employed will ensure adequate citizen input and participation culminating with the public hearings held prior to City Council adoption of the budget. 3) The City will maintain a budgetary control system (along with an encumbrance control system) to ensure adherence to the budget. 4) Essential services will receive first priority for funding. The City will attempt to maintain current service levels for all essential services. The City will identify low priority services for reduction or elimination, if necessary, before essential services are affected. 5) The City will consider the establishment of new user fees or increases in existing fees as an alternative to service reduction or elimination. 6) The City will continue to develop and implement amulti-year plan for capital improvement. 7) The City will pay for all current expenditures with current revenues. Long-term debt and year-end undesignated fund balances will not be used for funding current expenditures. 8) The City will avoid budgetary procedures that balance current expenditures at the expense of meeting future years' expenses, such as postponing necessary expenditures, accruing future years' revenues or rolling over short-term debt. 9) The budget will provide for adequate maintenance of capital plant and equipment and for their orderly replacement. The budget will provide sufficient funding to cover annual debt retirement costs. The City will consider technological and capital investment programs which are cost effective and which will reduce operating costs as high funding priorities. The City will employ a structured expenditure and revenue forecasting system to allow for effective financial planning on a multi-year basis. The utilization of the general operating fund undesignated fund balance as an operating A-10 budget-balancing revenue will be avoided. These funds will be used for non-recurring capital acquisition items. The City Administration will prepare regular reports comparing actual revenues and expenditures to budgeted amounts. The City will also prepare a comprehensive annual financial report in accordance with GAAP. Where possible, the City will integrate service level measures and performance and/or productivity indicators with the budget. An independent audit will be performed annually and an audit report will be received by the City Administration and City Council at the conclusion of the audit. The City Administration will promptly evaluate the audit report recommendations, determine the proper actions in response to these recommendations and complete, within established time frames, all actions that correct or otherwise resolve the matters included in the audit report. Revenue Policies 1) The City will take active measures to encourage economic development, thereby developing a diversified and stable revenue system to shelter it from short-run fluctuations in any one revenue source. 2) The City will encourage the County to maintain sound appraisal procedures to keep property values current and to follow an aggressive policy of collecting all tax revenues due the City. 3) The City will establish all user charges and fees at a level closely related to the full cost of providing the services (i.e., direct, indirect and capital costs), taking into consideration similar charges/fees being levied by other public and private providers/organizations. 4) The City will recalculate the full costs of activities supported by user fees to identify the impact of inflation and other cost increases and will revise user fees accordingly with review of the City Council. 5) The City will set fees and user charges for the Water and Sewer Enterprise Funds at a level that fully supports the total direct and indirect cost of the activity. Indirect costs include the cost of annual depreciation of capital assets. 6) The City will follow an aggressive policy of collecting revenues. 7) The City will aggressively seek Federal and State grant and capital improvement funds and evaluate future local fiscal impact. A-11 Reserve Policies 1) The City will establish contingency reserves to provide for unanticipated expenditures of a nonrecurring nature, or to meet unexpected small increases in service delivery costs. This reserve will be maintained at a minimum of 15 percent of the General Fund Operating Budget and 7.5 percent (increasing to 15 percent within two years) of the Park and Recreation Department Operating Budget. Reserves for Enterprise Funds will be targeted between 10 and 25 percent (increasing to 15 and 25 percent in 2003) of their respective operating budgets. These reserves will be identified and segregated at the time the annual capital budgets are prepared and approved. 2) The City will establish an insurance reserve for self-insured liabilities of the City. The maximum balance of the reserve will be $5 million (representing the City's tort liability limit) and the reserve will be maintained in the Internal Service Fund cash balances for Self-Funded Employee Benefits Fund and Insurance Liability Premium Reserve Fund. 3) The. City will maintain adequate levels of funding for all retirement programs. Debt and Investment Policies 1) Debt will be used to finance long-lived capital and operating assets within the constraints of maintaining or improving bond ratings and debt service capacity. Debt will always be maintained within the legal debt limits as defined by state statutes. 2) The City will use "pay as you go" financing to fund general capital projects when feasible and practical. 3) Capital projects financed through the issuance of bonds or other financing agreements will be financed for a period not to exceed the expected useful life of the asset or project. The City will keep the average maturity of general obligation bonds at or below 20 years. 4) Debt management will provide for the protection of bond ratings which would include (but not be limited to) the maintenance of adequate debt service reserves and compliance with debt instrument provisions and appropriate disclosures to investors, underwriters and rating agencies. S) The City will maintain a sound relationship with all bond rating agencies. 6) The City, through investment management, will strive to maximize investment return on the City's idle funds. This will be accomplished through pooling funds, where permitted, in order to receive the best rate through competitive bidding, and by implementing effective cash forecasting procedures. A-12 ~- A• South Bend is under construction. We have a great foundation and a great future, but there aze challenges and opportunities along the way. As I reflect on the past yeaz and point to the fixture, I will propose several action agendas to keep building South Bend as a world class 21~ Century Renaissance City. Reassessment One of the huge challenges facing South Bend and other communities azound the state is the impact of the new property tax assessment. Homeowners and landlords were unprepared for the major increases in taxes. Many low and moderate income families, and elders on fixed income, had to make hazd choices in order to make their fall payments. While the new system will make our cities more attractive for business investment and help to create new jobs, it puts tremendous pressure on individuals and neighborhoods. The court ordered changes were meant to create a fair property tax system. We're not there yet. People are upset. "Why aze my taxes so high?" "What is the City going to do with all the extra money it's getting?" "What are you going to do about it?" These aze some of the questions being asked. Let's review some of the basics about our property tax system. First, the City of South Bend is not collecting extra money as a result of the reassessment. State law caps the amount of property tax dollars that we can collect (this is called the levy). For 2002 our levy was $51,964,456. For 2003, it was $54,423,777. That was an increase of 4.73%, as allowed by State law. The total dollazs received by the city would have been the same under the old assessment system as under the new one. So, the size of the pie stays the same, which means, if one person pays less, another pays more. There has been a significant shift in the percentages paid by di$'erent groups of taxpayers. That is why some bills have increased so dramatically. Here aze the figures for St. Joseph County: A-14 T of Talc ~~ -_ YPe 1~Y~ -2002- Agricultural $7,592,000 $9,695,000 $2,103,000. 28% Business $138,016,000 $106,140,000 ($31,876,000) -23% Residential $95,655,000 $125,404,000 $29,749,000 31% Other $10,240,000 $6,863,000 ($3,377,000) -33% Total Property Tax Paid $251 503 D00 $24$ 1 , , , Homestead credit $19,315,000 $15,522,000 ($3,793,000) -20% SRTC $40,738,000 $63,245,000 $22,507,000 SS% Total Property Tax Credits $60, 053, 000 $78, 7 Grand Total $311,556,000 $326,869,000 $15,313,000 5% As a group, Agricultural taxpayer bills went up $2 million, Residential taxes increased almost $30 million and Business taxes went down about $32 million. This is a major shift from Business to Residential and Agricultural taxpayers. In addition, within each group there aze also significant differences. As a whole, residential taxes increased 31 %, but many rental properties and homes in older neighborhoods saw much higher increases, with some reporting tripling of their taxes. There aze two other important shifts to consider. Homestead credits and State Replacement Tax Credits provide property tax relief. Homestead credits dropped $3.8 million (20%) due to a change in the formula for calculating the credit. However, the SRTC, the State's main method of providing property tax relief, increased $22.5 million, 55%. State legislators increased this credit in order to buffer the impact of the tax shifts due to reassessment. The grand total tax levy collected by local governmental units in our county increased 5% last yeaz from $312 million to $327 million, but because of the relief provided through SRTC, the total amount that local taxpayers actually paid decreased by 1.4%. The State did buffer the impact of reassessment, but most of our taxpayers didn't see that benefit. Once again, it's because of the shift in who paid the taxes. Let's look at it a different way, as pieces of the pie. Agricultural taxes went from 2.4% of the total in 2002 to 3% in 2003. Residential went from 30.7% to 38.4% and Business dropped 44.3% to 32.5%. The combined credits went from 19.3% of the total tax levy to 24%. The major shift was from Business taxpayers to Residential taxpayers. This was a piece of pie that homeowners and landlords didn't want to see increase. A_15 ~~ ~ Rtiat O~IK' Ham ;,'X'C ,ZOtYI 2.- 44.39'. 30.7°le 3.396 6.2'6 13.19'`0 3.Q9~ . 32.x. 3t1:4'dr 2:19~r 4.'19. 19.3% My own taxes doubled on both my home and a rental property we own. What happens to those taxes? Who gets them? Does it all go to the City? Actually, they get distributed among several different governmental units. In South Bend Portage Township, where I live, there aze nine different entities which are funded by my taxes. Here is how my property taxes aze distributed: schools and $41.90 is for the City of South Bend. These dollars support important services from educating our children, to maintaining the jail and courts, to welfare. In South Bend, property taxes support the General Fund, Police and Fire pension funds, and Pazks and Recreation. The taxes from my two properties would be distributed this way: A-16 So, for every hundred dollars of property tax paid, $15.70 goes to the County, $31.60 goes to You can see that most of my South Bend tax dollars go to support the General Fund. Seventy-five percent of that money supports Police, Fire and EMS. The remaining 25% is for Code Enforcement, Traffic & Lighting, Engineering, and general government functions. These are important services. So, why is our tax rate so high compared to the rest of the State? One reason is that other communities have additional sources of revenue to help support operations. Cities with casinos receive large distributions that help offset costs. Some communities have a Food & Beverage tax or a higher Local Option Income Tax. Others have had the income tax in place for a longer time allowing them to catchup on capital needs, then use the income tax to replace property tax dollars. Another reason is that they have a smaller percentage of tax exempt property and a greater total assessed value ratio. The important number is not the tax rate, but the amount of taxes that individuals pay. In South Bend, the tax is less than $1,000 for 54% of Residential properties. It is less than $2,000 for another 30% of Residential properties. Eighty-four percent of Residential properties are taxed at less than $2,000. For many, that number is still too high. What can we do about it? I have lobbied the Legislature for the past two years on reassessment. I will continue to work with them to make this system fair. We need to provide them accurate information from across the state so that they can target relief dollars effectively. The large maps graphically depict what has happened with property taxes in the city. On a lot by lot basis, they show what properties increased or decreased, and what is the amount of taxes paid. This is important detail and our GIS team worked hard to depict it. But the data was not available to us till a week and a haa®o~ I Vie, ~ swat aide ry Goners apd C.ot" Pr~ruk~t oe A-17 we can take. First, we should provide mobile workshops in neighborhoods to help property owners know if they have filed for all applicable exemptions and to help them understand if they have a basis for appealing their assessment iFor the Spring tax bill. Second, I believe that we need to increase the local homestead credit which is provided through Local Option Income Tax dollars. When first enacted, the Homestead Credit vvas set at 8%. Because of the change in formula on how it is applied, the value of that credit has decreased. We need to reinstate it at the full original value and consider expanding the credit. Third, we need local fiscal flexibility so that we can create a proper mix of revenues to support local government. I support the passage of HB 1008 which allows a local unit of government to enact a local income tax to provide property tax relief. I believe we should have full public discussion of this option to see if it makes sense for South Bend I would not support this measure unlless all new taxes generated are directed to property tax relief. I also support HB 1004 - providing aulded deductions for older homes; HB 1006 - providing additional deductions for various ,groups; and HB 1007 - providing a phase in for tax increases greater than 75%. Fourth, I believe that we need to look at revenue sharing. When a development happens outside the city limits that relies on city services, such as sewer and water, the city should receive some property tax revem~e, not just another utility customer. Many metropolitan areas are paving the way for such an~angements as they consolidate services and look to become more efficient. I will create a panel of fiscal advisors who will compare city and county data with other communities across the state and the Midwest. They will make recommendations on how to keep South Bend competitive. Everything will be on the table. How do we stack up comparing total taxes and fees? What is our percentage ofNot-For-Profit (NFP) or tax exempt properties? How does that effect our tax rates? Should we increase local income taxes with 100% dedicated to property tax relief? Should we reduce the use of Tax Increment Financing or tax abatements? What services could be consolidated with other units of government? In addition, all city operations will be open for review. I believe that we excel in providing service, but I am open for suggestions on ways to become more efficient. We will develop better benchmarks to make sure that we continue to provide the best service at the best price to our customers. This effort will help us become a world class city. With assistance from experts in business and the community, from our local colleges and universities, we will meet the challenges of reassessment head on so that we can continue to build South Bend A-18 We can't build South Bend without a blueprint. I am proud of the plaiming we have done over the yeazs that has led to remarkable growth and important projects in Downtown, the East Race, Blackthorn, Studebaker Corridor, our Commercial Corridors and neighborhoods. But, I am truly excited about our ongoing comprehensive planning effort. It has been unprecedented for eliciting local resident input. Last yeaz, in the State of the City address, I announced City Plan, a process that would "provide guiding principles for future development in South Bend, look at innovative ways to encourage participation in City governance, and propose a framework for programs, policies and decisions." We aze well underway with this process. We kicked off the effort with An American City, a stimulating lecture series on new ways to think about our city and our community. More than 1,300 people attended these sessions. Then, in August, I appointed members to the Civic Alliance. These individuals are helping to guide the planning process. They are our sounding boazd, a voice for the community. They also act as "eazs"- Playing an important role in the "listening" sessions attended by neazly 600 citizens. We held twenty-two meetings azound the city to reach out to every part of the community. We also worked to include the voice of young persons who will be running this city when twenty years have passed We had sessions with college students and the Chamber's Youth Leadership Council. A class of fifth graders composed a song for South Bend City Plan and performed it at the Main Library. A class of eighth graders had its own visioning exercise and shared the results with us. Phase I of City Plan is coming to a c;lose. During February we will have six community "Report Back" sessions. The facilitator will. present analysis of data collected during the "listening" sessions. We will be asking the community if we got it right. Is there anything that is A_19 -~ ~~ ___ _ r~~ Vie, -- - ~ -~~~ i ~~ ~'. ~ ~e.+_v _ A' ~~ '~ ,~ ~~~ `S ~E .. ~~~~~~~~~ror~ ~~ ~r^ ~ ~~ ~ ~~ ~ ~ ~~. ~ - m haul, and we will continue to phase the work and find outside resources to meet expenses so that we do not add to the property tax burden as we move forward. We have acquired the former South Bend Stamping Plant and will begin demolition of that structure this yeaz. We aze working with Transpo to relocate their maintenance operations to a new facility to be constructed in the corridor and we have had inquiries from otf~er companies that aze interested in locating here when land is cleazed. We will put these 140 acres of land, which once held 4.7 million sq. ft. of buildings and 25,000 jobs, back to productive use brnnging new investment, new jobs and new spirit to a proud azea If Studebaker and Oliver Plow aze part of a proud past, and A.J. Wright and Blackthorn represent the present, our future will depen<i on our ability to be competitive in a new economy that is driven by technology. Two initiatives aze positioning us to be the regional leader. Through the Chamber's Technology Task Force, we aze exploring ways to ensure that South Bend has the appropriate infi~astructure to support technology driven and technology dependent companies. The planning for MetroNet is advancing. Aquasi-governmental i boazd would oversee a fiber network that will support access, availability and affordability for high speed data transmission. This system can mine untapped potential for economic development. The City of South Bend is also expecting to apply to the State seeking designation for a Certified Technology Pazk. With the University of Notre Dame and the Medical Education Foundation, we aze actively studying the feasibility of such a pazk for the; community. Notre Dame has been successful joining its reseazchers with private industry through. the State's 21~ Century Fund. This experience can help pave the way for expanded technology transfer from campus to business. The feasibility study for a Technology Pazk shows promise, but we don't want to assume that if we build it they will come. However, if done properly, creation of a Technology Pazk would help new innovators and foster the development of local technology-based. companies in our city. As we move towazd a decision on the Tech Pazk, we aze working 1:o bring interested parties together to network on these issues. The City is helping to present a Busimess ]miovation Symposium which will introduce targeted local companies to emerging technologies and encourage them to be among the first to commercialize revolutionary new processes. The goal of this effort is to help existing local companies flourish and expand, attract and <;reate new companies, boost the tax base and 'increase A-23 ~~~ ~ ~~ - ~ ~~ _ - ~~._ ~~~, ~ ~~ ~ ~^ ~. n• ~ ~~d~ -Y~. . ~ .~ -~ ~ i r - t t i~~ ~~~' . ~~t ~. - .~ A=~ -- tank at Blackthorn came on line providing sl,orage capacity of 1,500,000 gallons to equalize pressure in the system, assist with fire flow and support new growth in the area. The 21 ~ Century City logo on the tank has been featured in national publications. We contracted for $1,200,000 in upgrades to the Edison Filtration Plant to improve water quality. At Olive Street, v~~e installed granular activated carbon filters to bring the wellfield back online. This was more cost effective than drilling new wells. We alsa~ restored the Pumping Station building. It joins North Pumping Station as historic treasures among our water works facilities. At the rededication of the Oliver Park Pumping Station, we recognized the contributions of long time employee Lou Ferraro by naming an internal street for him. His family was touched by the ceremony and fellow employees were proud of the recognition for their former co-worker. Last year we completed $20,000,00(1 improvements to the Wastewater Treatment Plant. This work increases capacity, efficiency and throughput. It will help us handle extra flow during storms, but it doesn't solve the stormwater Inoblem. An advisory committee has been meeting to look at Combined Sewer Overflow and stonnwater issues. It will review our Long Term Control Plan and make suggestions for a fair method. to finance improvements needed to meet regulatory requirements and provide for future development, while being stewards of the environment. The group has representatives from our largest customers, our neighborhoods, universities, groups that use the river, and environmentalists. This will be a difficult challenge. We want to do our part, but we also want to remain affordable and competitive. 2004 will bring important decisions. If infrastructure contains the hidden assets of the community, our public safety officers are our most visible. Our businesses and residecrts expect professionalism and expertise from police, fire and EMS -and our departments deliver. I am proud of these men and women and grateful for their dedication and devotion to service. WE; have worked hard to provide them with the best equipment, facilities and training so they can. perform their duties at the highest level. A-26 ~~ ,~ Y ti x. -7+ .: ~~ ry ~~. ~~ - ,. ter-.: ~ ~ - Y ' i~~e ~~ - - ~ ~ ' - ~~ ~- ' "~ ~ ~"° .,~ ~~ ~~ '~~ v ~ ~~~ ~ ~~- ~ ~ ~ ~ ~~.~ ., y ~~ ~ ~~ }~i' ~ a p: seizure training. These will help us interact professionally with our diverse community. We have partnered with Ivy Tech to become a Long .Distance Learning site for the IN Law Enforcement Academy. This will allow for more local classes and help to make training more affordable for azea police agencies. When remodeling of the police station is completed in 2005, we will have enhanced training facilities, an indoor firing range and user friendly headquarters to support the efforts of our front line personnel. It will also more effectively serve the public. South Bend Police Department continues to build strong paztnerships and take proactive efforts to fight crime and build a safe city. Several tazgeted partnerships will enhance efforts to reduce violence and gang activity. We aze joining with the ATFE (Alcohol, Tobacco, Firearms and Explosives), US Attorney, Prosecutor's Office and local law enforcement agencies to form a Gang and Gun Violence Task Force. This will supplement the Project Safe Neighborhoods Initiative and the efforts of our Gang Intervention Unit, which is building a database to identify and disrupt gang activity. In 2003 we added two investigators to the Family Violence and Special Victims Unit, and we aze supporting a grant application to provide coordinated caze for victims. Our Fraud Crimes unit was the lead agency in a multi-state effort involving numerous identity thefts. We participate in the DEA task force dealing with high-level nazcotics investigations. We also have a strong presence at the street levE;1. MSOS seized $11,000,000 worth of drugs (and 179 weapons). We sent 119 Notices to Abate wader the Drug House Ordinance and 23 Notices to abate Disorderly Houses. NEST refocused on nuisance properties. They made 107 prostitution arrests, did 84 drug investigations, 178 knot:k and talks, issued 865 citations, made 709 total arrests and recovered 17 firearms. We added three K 9s to the department -one with NEST, one with the Bomb Squad and one for patrol. They aze cross-trained to detect either drugs or explosives. What is the end result of all these efibrts? Crime is down 7% from 2002 and down 30% since 1996. During the time that I have been mayor, all major crime categories aze down, from an 11% reduction in Aggravated Assault to a 43% reduction in Residential Bwrglaries. Larcenies, Robberies, Residential Bwrglaries and Motor Vehicle Thefts aze all at their lowest level in at least a A-28 decade. These are positive trends and I am proud of the efforts of our outstanding police force. We are committed to continued improveme~rt, because for any crime victim these numbers are not enough. I am concerned about the societal trend to "solve" more and more problems with guns. am worried about the tendency for more and more small confrontations to erupt into violence. I am sick about the number of our children who have been seduced by drugs and gangs. We will stand firm against these trends. The partnerships we have built and the initiatives we have put in place will target career cruninals. We will actively seek to reclaim our children. And we will continue to provide the resources necessary to keep our police department top notch. Last year Chief Fautz reinstituted an Awards Ceremony. Honorees were selected by a Commendation Committee. Special recognition was ,given to officers who had been shot in the line of duty. We are delighted to have Cpl. Ray Wolfenbarger return to duty part-time. He has been assisting in the :lab. His courage and determination are an inspiration. His injury and the recent tragic deaths of po:Gce officers in Mishawaka and on the Toll Road remind us how dangerous this job is. I offer a special word of thanks to the men and women of our police department, and to their families. Firefighters also put their lives on the line every day for our community. A month ago two of our firefighters were caught in a flashover while fighting a fire in a commercial building on Western Avenue. Fortunately, they were able to escape, but Paramedic/Engineer Brett McVoy suffered second and third degree burns to his hands. He will recover, but this reminds us how dange~~ous all our public safety positions are. Even with the best training and equipment, tragic accidents can occur. So it is with deep gratitude that I also offer thanks to owe firefighters and paramedics, and their families, for their devotion to duty and dedicated public service. 2003 marked the 150` anniversary of the South Bend Fire Department! We have come a long way since the first Chief was paid $25 annually "to A-29 oversee ...all firefighting efforts and to supervise the thirty self supplying municipal water cisterns located throughout South Bend" We marked the anniversary through a special Council resolution and by breaking ground on the new 56,000 sq. ft. Central Fire Station and Administrative Headquarters. This facility, ldce the Police Department offices, has been a long time. I am delighted that we are finally able to provide our Fire Department a home that reflects the quality and professionalism ofour force. This three level structure should meet the needs of the department for years into the fixture. The location of the new Central allows us to build a great partnership with Ivy Tech College. With the support of our department and both hospitals, Ivy Tech will be able to offer an ~-ssociate of Science Paramedic degree starting in the Fall of this year. Individuals currently working as paramedics can receive up to 47.5 hours of credit for their previous training. We're glad to be a partner in this and look forward to other opportunities for training with Ivy Tech. W'e will continue to expand and improve training for our firefighters. The recruit class which gradual:ed in June received twenty weeks of training. They will carry on the proud tradition of a truly professional fire department. Back in 1853, the first fire station in South Bend was equipped with a fire engine and a hose cart purchased for $1,000 and was stared by volunteers. Last year we purchased two new pumpers for $670,000, one of them is the dEpartment's first truck to have Compressed Air Foam Systems. This is the latest technology in fighting Class "A" fires. It uses a combination of water, foam and compressed air to extinguish ordinary combushble materials with better results than water alone. CAFS has greater fire stream reach, which allows firefighters to maintain a safer distance. It has improved ability to knock down flames, reduce smoke and improve visibility. Because it uses less water, there is often less property damage and the lines are lighter and easier to move. As we strive to keep our apparatus in top condition, we refurbished a Medic Unit last year, and will do two more in 2004. This is less expensive than buying new. We are able to extend the life of these vehicles because we bought quality equipment to begin with. Both Police and Fire have been actively engaged in terrorism preparedness. Our Haz Mat Team has been designated to cover eight counties of Region 2. The State has provided a special A-30 trailer with equipment vahied at $125,000 fair use throughout the Region We have also recei<~ed a portable chemical hazard machine which has a database of 28,000 chemicals for testing unknown liquid and sollid substances. Homeland Sectuity grants through St. Joseph County bought three trailers filled with specialty equipment and medical supplies for various situations. They will be stationed around the county and will be available for use in emergency situations. Funds were also provided for a new Bomb SWAT truck and to outfit all police officers with gas masks. All South Bernd "First Responder" police officers will receive training in Civil Unrest, WMD Awareness, Operations and Officer Survival Skills during 2004. Both departments have participated in the aziti-terrorism response committee and in joint training exercises with the Health Department, County Emergency and other local public safety forces. We continue to prepare for what we hope will never happen. We can't leave this subject without remembering our local forces who are in Irael or ~-fghanistan. We are grateful for their service and wish them safety and a speedy return In Julie the community turnexi out in force to welcome home a contingent of Marines with a parade down Main Street. It was a joyful celebration As we look to the future for both Police and Fire Departments, I am discouraged by our lack of success in recruiting eligible minority applicants. We want our workforce to reflect the community it serves. Much attention has berm focused on the Police Department, but the Fire Department and other City offices have also fallen behind in this effort. Chief Fautz has given this significant attention. He has appointed a fulll time Minority Recruihnent officer and is considering creating a Minority Outreach Coordinator toy serve as liaison with the community. We have developed a relationship with the Police Corps, seeking to recruit their graduates and to encourage local students to enter the program. We have established an intern program with Ivy Tech. Students attend a semester of law e+nforceme;nt studies, undergo mock entrance exams and agility testing and can apply as interns with the Police Department. IUSB Criminal Justice students are developing a theme calendar focused on a "career in policing." I know that this is a priority for Chief Taylor too. To take this efl'ort to the ~iext level we will hire a firm to help design a minority recruitment campaign. We will host a community forum on this topic. We will ask the South Bend Tnbune, The Communicator, L.a Pren,a and local electronic media to participate actively in A-31 promoting our efforts. We will see if there :is an opportunity to create a local Cadet program, which would help with educational expenses in exchange for a commitment to serve on the department finr a specified number of years. We will succeed in building a workforce that looks like our community. We will also give the Board of Safety a larger role in this issue. Board members can reach out to the comrrnmity with a unique perspective. The South Bend Board of Public Safety is currently comprised of three citizens from the community. It is a separate and autonomous board which is statutorily enabled to hire, fire, conunend, promote, demote, and level discipline to all public safety employees. I propose to expand the size and public role of this important body. In order to give the board more expertise and snore credibility with the public, we will: 1. Recruit and hire anon-voting; "Public Safety Advisor" to the board who would have knowledge regarding public ,afety issues and 'investigations and would guide the board in it's various inquiries. 2. Expand the board by two members, allowing it to be more responsive to community concerns and needs. 3. Set Term Limits for the Board Members and require attendance at the Citizens Police and Fire Academies. 4~. Expand the adminish~ative re.~onsibility of the board to be aware of the number and type of all complaints investil;ated by the public safety units of the city on a monthly basis. Investigations that me.~~t or exceed certain baselines, should be reviewed by the Public Safety Advisor. 5. Provide Board review of serious internal investigations. I believe that these steps will strengthen the :role of the Board of Public Safety and will make our Police and Fire departments better. It will e~ihance credibility and trust in the community, build respect and provide appropriate citizen oversight. I believe in the men and women of our Police and Fire Departments. I believe that these improvements will complement our commitment to Community Oriented Public Safety. A-32 Quality of Life Our commitment to community extends beyond public safety. It includes building strong neighborhoods and a vibrant downtown, providing parks and green space, public art, recreational opportunities and public facilities, creating <<n environment that celebrates our diverse traditions and nourishes our spirit. Quality of life joins infrastructure, economic development and public safety as the fourth corner of the foundation for building South Bend We have a strong commitment to neighborhoods and a proud record of revitalization efforts. Last year, the tenth for our curb and sidewalk program, we assisted 483 properties around the city. Together with similar work in Commercial Corridors, Model Block and Neighborhood Partnership areas, we invested $1,253,000. That is one commitment which is "set in concrete." We received $225,000 in federal funds to hire a Weed & Seed coordinator and take public safety activity up a notch in those West Side neighborhoods. Our horsing programs assisted 41 new homeowners and provided rehab assistance for 139 structures. We demolished Oliver School, which had become tmsafe and a blighting influence, to make way for new development. Rum Village neighbors helped to design a residential infill plan for the site. Last year, 140 new single-family homes were built in South Bend, at an average price of $140,001. From modest entry-level homes to high end, from infill to new subdivisions, people are choosnig our neighborhoods to be home. Since 1997 more than 950 new homes have been built; I would hke to add another 600 by 2007. We will promote the advantages of city living and continue to do things for our neighborhoods, hlce upgrade historic lighting fixtures, or start a pilot program for private lamp posts that enhance safety and aesthetics. We will also expand Clean City initiatives such as Adopt-a--Block that had more than eighty volunteers picking up trash. The pilot trash container program in the Near Northwest will be extended to other areas, providing 90-gallon plastic containers with lids that help to :keep alleys clear of litter and improve the efficiency of owr trash pickup operation. Code Enforcement towed over 1,000 abandoned vehicles last year, and our new A-33 Lightning Loader will help cleanup crews do a better job. Animal Control is now open seven days a week. They found homes for over 700 animals last year, while also responding to 40% more calls for service. Operation Re-Leaf, in its 15'~ year of sustaiinable operation, collected 72,200 cu. yd of comf~acted leaves. Our crews swept 17,000 miles of street, the equivalent of 17 complete passes through the city. Through our Commnmity Development Division, we provided 435 Building Block grants to beaul.ify our neighborhoods. And our cleanup effort after the massive storm damage in August was exceptional! Ten different departments pitched in to open streets for emergency access, then cleared the debris in record time. We also hired private contractors to help. It was a major undertak~g that required skilled coordination of resources. that They also welcomed Scooter, a new rail panda, to the menagerie. We spent $2,500,000 on construction and maintenance of city parks, iincluding opening the award wuining Southeast Park with its water sprayground. This Spring we will finish clearing land at Fredrickson Park. The former landfill will be capped and a methane recovery system installed. Next we will solicit community support to develop a model envnonmental center at the site, a place for young students to learn about nature and how to repair our mistakes. Belleville Softball Complex, home to national championship competitions last year' and this, will host the 2004 US Woman's Olympic Softball Team for a competition this summer. Attendance was up at our golf courses and at the Cove, and for the 7'~ consecutive year, we were named a Tree City. Our downtown public facilities contniue to put us on the map. They attract visitors to town, help to sell conventions and spur private investment. Century Center held 676 events in 2003 with 239,000 attendees, including nine new shows. We have recaptured a large convention Parks & Recreation had another remarkable year. Over 1,000,000 people visited Park facilities or participated in special Triathalon at Potawatomi Park. The Zoo A-34 Our teams was up to the effort! which had moved to Indianapolis last year. The 2,000 delegates will be returning because of the outstanding service, community amenities, and reasonable costs. At the Morris, the hottest ticket in town drew 158,000 audience members, moving it from 25`~ to 23'~ on Pollstar's top 50 Theater Venues with 2,500 seats or less. We are fortunate to have such a fine facility for our Symphony, Broadway Theat<;r League, Southold Dance Theater and South Bend Civic Theater. There were 67 events at the Palms in 2003, and we have already booked 58 for this yeaz. Fridays by the Fountain continues to be a popular summertime event. They will start up again on June 11. The Hall of Fame hosted three alumni tailgate parties and had over 68,000 attendees. There was record attendance at Enshrinement Festivities, which get better every year. This Spring will see the start of construction on the new Studebaker National Museum. This has been a long time coming, but the persistence of many dedicati~ individuals has made it happen. Its proximity to the Center for History will make a great museum campus and develop a strong partnership that will benefit both institutions. Osco's decision to close its downtov~rn store presents a special challenge. Many will miss the services and goods offered there. We are actively recruiting stores to fill the void But with the demolition of the St. Joe pazking garage, we aze also presented with a unique opportunity. We will study the possbility for a larger development on those sites that could have as significant an impact as Leighton Plaza. Other positive things are happening. Ciao's Restaurant and El Paraiso The School Corporation will build a new and The plantings this past yeaz were Through events l>7ce ArtBeat and new specialty through increased attendance at public events and There is an air of excitement and anticipation of things to come. A-35 grocery and restaurant bring new flavor to downtown facilities, people aze rediscovering downtown South Bend ~~ k ~_ rr, ~_ - - ++ , '~ _ ~ ~Y~ ~~ ~; ~ ~ ~ - - - ~~ r:,.~~ ~~ i ~ -, ., -- ~ ~ - - ~ ~~ .~ A~ ~~ f ' ^ ~ r 1 S i ^~_ ~~~~ f 'r. ~ ' .,_ .r . _ .w w ~ _ - - F ra .r • Ir - w; ~~ ~~' _ R 1 ~ - ~ - ~ ..... - r_ _ - r ~. EXECUTIVE SUMMARY This Executive Summary has been prepazed as a general overview of the City of South Bend's 2004 Budget. The 2004 Budget for all City funds totals $148.9 million for operating expenditures and $28.1 million for capital expenditures. As explained in more detail in Section D of this document, the City's current practice is to submit an operating budget to the City's Common Council during September for the fiscal yeaz commencing the following January. A capital budget is then submitted for approval during February of the budget yeaz. The main objective behind the delay in finalizing a capital budget stems from the City's desire to approve capital expenditures based upon actual cash on hand at the end of the fiscal yeaz. Both the operating budget and the capital budget aze approved by the Common Council through the passage of several ordinances. The budget becomes legally enacted a$er the City Controller receives approval from the State Board of Tax Commissioners. The City uses "funds" and "account groups" to report its financial position and the results of its operations. A fund is a sepazate accounting entity with aself-balancing set of accounts. An account group is a financial reporting device designed to provide accountability for certain assets and liabilities that aze not recorded in the funds because they do not directly afi'ect net expendable available financial resources. Funds are classified into three categories: governmental, proprietary and fiduciary. Each category, in turn, is divided into sepazate "fund types": Governmental funds aze used to account for all or most of a government's general activities, including the collection and disbursement of earmarked moneys ("special revenue funds"), the servicing of general long-term debt ("debt service funds") and the acquisition or construction of general fixed assets ("capital project funds"). The "general fund" is used to account for all activities of the general government not accounted for m some other fiord. Proprietary ftmds aze used to account for activities similar to those found m the private sector, where the determination of net income is necessary or useful to sound financial administration. Goods or services from such activities can be provided either to outside parties ("enterprise funds") or to other departments or agencies primarily within the government ("internal service funds"). Fiduciary funds ("trust and agency funds") aze used to account for assets held on behalf of outside parties, inchtdmg other governmental units, or on behalf of other funds within the same government unit. When these assets aze held under the terms of a formal trust agreement, a pension trust fund or an expendable trust fund is used. The term "expendable" means the City is under no obligation to maintain the trust principal. Agency funds generally aze used to account for assets that the government holds on behalf of others as their agent. The City establishes operating and/or capital budgets for thirty-five separate funds. These thirty- five budgets are grouped into six major fund types as follows: General Fund, eight Special B-1 Revenue Funds, three Internal Service Funds, eleven Capital and Debt Service Funds, three Trust and Agency Funds and nine Enterprise Funds. A description of all these funds can be found later in this section. The accounting and financial reporting treatment applied to a fund is determined by its measurement focus. All governmental funds and expendable trust funds are accounted for using a "current financial resources" measurement focus. Within this measurement focus, only current assets and current liabilities generally aze included on the balance sheet. Operating statements of these funds present increases (i.e., revenues and other financing sources) and decreases (i.e., expenditures and other financing uses) in net current assets. All proprietary funds and pension trust funds aze accounted for on a glow of economic resources" measurement focus. With this measurement focus, all assets and all liabilities associated with the operation of these funds are included in the balance sheet. Fund equity balances of proprietary funds (i.e., net total assets) reflect the present increases (revenues) and decreases (expenses) of the funds net total assets. Since 2002, the Cities financials have implemented the new reporting model GASB 34. Under this model the financials are full accrual for the City wide statements and in fund statements modified accrual is used. The modified accrual basis of accounting is used by all governmental fund types, expendable trust fiords and agency funds. Under the modified accrual basis of accounting, revenues aze recognized when susceptible to accrual (i.e., when they become both measurable and available). "Measurable" means the amount of the transaction can be determined and "available" means collectible within the current period or soon enough thereafter to be used to pay liabilities, of the current period. Expenditures aze recorded when the related fiwd liability is incurred. The accrual basis of accounting is utilized by proprietazy fund types and pension trust fiords. Under this method, revenues aze recorded when earned and expenses aze recorded at the time the liabilities aze incurred. The City's budget is adopted on a cash basis which is not consistent with the above descnbed generally accepted accounting principles. Annual appropriated budgets aze adopted for the thirty- five funds as mentioned above. All annual appropriations lapse at the end of the fiscal year. The level of control at which expenditures may not exceed appropriations is by object classification within the fiend, except for the General Fund which is by object classification within the department of the fiend. The object classifications aze as follows: personal services, supplies, other services, other uses, and capital expenditures. The City's management cannot transfer appropriations within a budget without approval of the Common Council. Any revisions that alter the total expenditures by any find or any department of the General Fund must be approved by the Common Council and the State Boazd of Tax Commissioners. As a result of preparing the City budgets on a cash basis (non-GAAP) as required by state law and also reporting financial results using either the modified accnaal basis or the accrual basis (GAAP), major differences exist when comparing budgets to the financial statements of the City. The main differences between the cash basis (budgetary non-GAAP basis) and the accrual basis (GAAP) fall within these three categories: B-2 Encumbrances aze recorded as expenditures for budgetary purposes when purchase orders aze issued. Revenues are recorded when received in cash (budgetary) as opposed to when they are subject to accrual (GAAP). Expenditures aze recorded when paid in cash (budgetary) as opposed to when the liability is incurred (GAAP). Included in this Financial Summary section is a historical comparison of both 2004 Capital and Operating Budgets and 2003 Original (excluding additional appropriations approved during the yeaz) Operating and Capital Budgets along with actual results for the years 2001, 2002 and 2003. These actual results aze recorded on a cash basis in order that a fair comparison can be made with the City's annual budgets. As a result of the cash basis presentation for these years, an adjustment for each fund was required to convert from the cash to the modified accrual basis in order to adequately reflect the projected fund balance at yeaz-end. The City's 2003 financial results have not yet been audited as of the date of this publication, so no adjustments to the accrual basis have been included for 2003. 2004 REVENUE SOURCES AND SIGNIFICANT REVENUE TRENDS The City provides the following services: public safety (police and fire), highways and streets, health and social services, cuhure and recreation, public improvements, planning and zoning, general administrative services, water, sewer, solid waste services, and urban redevelopment and housing. The costs incurred to provide these services are included in the City's annual budgets. The revenue required to fund these services aze received from a variety of sources. The following surtunarizes the major sources of revenue that were budgeted to provide funding for both 2003 and 2002 expenditures (with a more detailed revenue source reported by fund found in the charts located later in this section): rr~s Ratepayer Fees 19.8% Other Revenue 3.6°r6 Interest Income 0.8°~ Interfund Transfers 12.9°r6 Charges for Services 7.5% Intergovermental Revenue 3.9°x6 General Property taxes 36.3°~ Other taxes 8.7°~ Local Option Income Taxes 6.5°r6 B-3 2004 B et 2003 Budget General Property Taxes $ 59,616,683 $ 56,320,163 Local Option Income Taxes 10,671,904 10,081,615 Other Taxes 14,372,941 11,568,212 Fees Paid by Ratepayers (Water, Sewer, Solid Waste) 32,519,815 29,923,467 Chazges for Services (User Fees) 12,305,648 11,361,243 Intergovernmental Revenue 6,449,847 6,208,199 Interest Income 1,337,586 1,511,863 Other Miscellaneous Revenue 5,860,485 4,975,667 Interfimd Revenue Transferred In (from other City Funds) 21,240,745 17,530,139 Total Citywide Revenue $ 164,375,654 $ 149,480,568 As shown above, the City's single largest source of revenue is generated by property taxation. This revenue calculation is based on a relationship between two variables. The first vaziable is the assessed property valuation of industrial, commercial and residential pazcels, both real and personal property. The second variable is the application of a tax rate to arrive at the total tax levy. Taxable property is assessed at 100% of the true tax value. The City's maximum tax levy is restricted by Indiana Law (as explained in the transmittal letter), with certain adJustments and restrictions. Total anticipated general property tax revenue of $59.6 million for 2004 will be allocated to the following "civil city" funds for general operations: General Fund, Pazk and Recreation Department, Police and Firefighters Pension Funds and Cumulative Capital Development Fund. In addition, a sepazate tax levy is budgeted for the City's Redevelopment Authority District outstanding debt obligations which include the Studebaker Corridor Bond and the College Football Hall of Fame Bond. Property tax revenue has been budgeted for the past three years as follows: 2004 Budget General Fund $ 46,169,437 Parks and Recreation Fund 7,714,571 Police Pension Fund 1,289,172 Firefighters Pension Fund 1,436,506 Cumulative Capital Dev. Fund 1,003,664 Total Civil City Property Taxes $ 57,613,350 Studebaker Corridor Bond 636,401 Football Hall of Fame Bond 1,366,932 2003 Budget 2002 Budget 43,494,702 41,518,566 7,347,210 6,998,363 1,227,783 1,169,317 1,368,101 1,303,789 974,431 974,431 54,412,227 51,964,466 606,096 615,840 1,301,840 1,299,891 Total Property Taxes $ 59,616,683 56,320,163 53,880,187 Total Property Taxes Collected n/a 58,271,966 52,306,833 of Property Taxes Collected n/a 103.4% 97.1% Total budgeted property taxes have increased annually by the fiz115% allowable by state law over the past several yeazs (including 2004). Although current year's actual collections of the total tax levy razely hit 100%, prior yeazs' past due amounts collected during the current yeaz often make B-4 up a significant amount of the shortfall as is reflected in the above amounts collected. As a result, the tax levy is a reliable number to use when estimating the City's anticipated property tax revenue. As more fully discussed below, the City's Common Council has recently passed ordinances that established two new local option income taxes. These local option income taxes will eventually generate enough funds to reduce the heavy reliance the City currently needs to place on property taxes to fund a majority of the services provided by the City. Approximately 76% and 62% of the General Fund and Pazk Department revenue, respectively, are funded by property taxes. It is anticipated that it will take several yeazs before these newly enacted taxes will be at a level that will make it possible to reduce the need to increase the City's total tax levy up to the maximum 5% each yeaz. In the meantime, the City continues to seazch for other sources of revenue to reduce its reliance on property taxes. As mentioned above, the City currently has available a major new source of revenue in the form of the County Option Income Tax (which was enacted effective July 1, 1997) and the Economic Development Income Tax (enacted effective July 1, 1995 and 'increased effective July 1, 1997). These two relatively new countywide taxes have allowed the City to shift a portion of its capital expenditure funding from the General Fund to these two Capital Funds. The County Option Income Tax rate was phased in over afour-year period, increasing from two tenths of a percent (0.2%) of adjusted gross income to it's current rate of six tenths of a percent (0.6%), and, when combined with the Economic Development Income Tax, the total tax is eight tenths of one percent (0.8%) of the county taxpayers' adjusted gross income. The maximum combined rate for these two income taxes could be 1% of adjusted gross income if the Economic Development Income Tax was raised to its limit (0.4%) by the County Income Tax Council. Both of the local option income taxes aze collected and administered by the Indiana. Department of State Revenue. This department is required to estimate by July 1 of each yeaz the amount of revenue to be received by the County during the following yeaz. This estimate is referred to as the "certified distribution" and it becomes an amount that the County can be guaranteed to receive. The County then allocates these receipts based upon property tax levies as described below. This allocated certified amount is the amount budgeted by the City for both taxes. These two option income taxes have generated and aze projected to generate the following annual revenue streams as a direct result of increasing tax rates (no income growth rate has been factored into these projections): Economic Development Income Tax (EDIT): Actual receipts for 2000, 2001, 2002 and 2003 were $3,105,473, $3,417,763, $5,462,867 and $3,689,202 respectively. The 2004 Budget projects receipts to be $3,582,215 and this is the anticipated level to be collected each yeaz, assuming the current rate of two tenths of one percent and no growth rate. The 2002 receipts included a one time distribution of $1,506,173. This increase from the State is a "catch-up" from prior yeaz conservative estimates. This tax is allocated between the County and the cities and towns in the County based on the proportionate amounts of property tax levy for each unit. The budgeted 2004 Cites portion is 37.8%. Any future change in the actual annual amount of adjusted gross income reported by county taxpayers would have a direct impact on the amount of EDIT taxes collected. Another possible impact on the amount of EDIT funds received in the future would be a result of an EDIT rate change if approved by the County Income Tax Council. County Option Income Tax (COIT): These countywide taxes aze allocated (net of homestead credits that aze explained later) between all taxing units within the County based on the proportionate amounts of property tax levy for each taxing unit. Actual City B-5 receipts for 2000, 2001, 2002 and 2003 were $2,378,487, $4,491,922, $9,531,190 and $8,015,302 respectively. The 2004 Budget includes receipts of $7,089,689. The actual receipts in 2002 included a one time distnbution of $2,409,701. This increase from the State is a "catch-up" from prior yeaz conservative estimates. Future annual collections (based upon the increasing COIT rate) are projected as follows: 2005 and beyond - $7,160,858per yeaz. Again, these projected revenue streams do not include any growth rate assumptions for years beyond 2004. The projected 'increase in 2005 and beyond reflects the impact from the annual tax rate increase only. The City would not have supported the new County Option Income Tax if it had not been accompanied by a tandem ordinance which established an additional 6% homestead credit for property taxpayers. This additional homestead credit increased to 7% and 8% in 1999 and 2000, respectively, and then remainss at 8% thereafter. Thus, as a result of the passage of this new tax, City property taxpayers were provided relief through a reduction in their property tax bills while the City was provided with an additional source of revenue that will eventually slow the growth of future property tax rate increases. Other taxes received from the State of Indiana and allocated to various funds within the City in 2004 include the following: auto and commercial vehicle excise taxes ($4,068,297), gasoline tax ($4,826,551), cigazette tax ($522,777), financial institutions tax ($133,188), alcohol gallonage/state liquor excise taxes ($300,189) and new in 2004 gaming proceeds revenue ($683,000). In the State budget, adopted by the General Assembly, little additional funds have been available for Local Roads & Street Funds for both the City and County. Therefore, in 2003 the County has adopted a local wheel tax which is based upon vehicle registration. The dollars allocated to the City, $2,049,626 budgeted in 2004, will be used to repair and resurface City roads to keep them at appropriate levels. The remaining taxes listed above aze not anticipated to change significantly over the next several yeazs. The 2004 anticipated levels reflect modest increases from the prior yeaz and follow general guidelines provided by the State of Indiana. One additional tax included in this category is the County's Hotel /Motel Tax, which is budgeted at $1,789,313 for 2004. This tax, which represents a portion of the 6% tax assessed against hotel and motel billings within the County, is projected to grow at a modest 3 to 4% per yeaz. The City's portion of the Hotel /Motel Tax is utilized to support operational costs for the Century Center and marketing costs for the College Football Hall of Fame. Another significant source of revenue is fees received from rate payers for services provided for water, sewer and solid waste pick-up. The $32.5 million anticipated revenue for 2004 breaks down as follows: $15,635,440 for Sewage Works, $12,604,647 for Water Works, $4,055,500 for the Solid Waste Removal and Recycling Program, $1,359,500 for the Water and Sewer Insurance Programs and the remaining $154,440 for Project Releaf (a program providing leaf pick-up throughout the City). Revenue collected from rate payers is generally determined by either a flat fee chazged per month for the service provided (Solid Waste, Releaf Program and Water/Sewer Insurance) or by multiplying the volume of services utilized by the current utility rate (water and sewage). The City is not anticipating any significant increase in volume of services provided by the utilities over the next several years. Volume increases will be generated through future annexations and overall growth within the City which cazmot be accurately projected at this time. Future revenue can also be impacted by any rate change that may be enacted beyond 2004. Rate increases or decreases aze determined on a case by case basis and can be impacted by either capital needs or funding of ongoing operational expenses. B-6 The South Bend Water Works received approval from the Indiana Utility Regulatory Commission to increase its water utility rates and chazges effective December 2001. The average water rate increase was approximately 18% over the prior rate. Although this sounds significant, the City of South Bend remained in the lower percentile in regards to water rates charged by other municipalities throughout Indiana. A$er the rate increase, South Bend's water rates ranked sixth lowest out of the twenty largest cities in Indiana. It had previously ranked fourth lowest prior to this 18% increase. The City is in the very early stages of determining if a future rate increase will be needed to cover the growing operations and maintenance costs anticipated in the years 2005 and beyond. In January 2003, a Sewer rate increase was enacted for 2003 and 2004, the first in 15 years. The overall revenue enhancement with the rate increase is 24 percent. The City engaged 'independent consultants in 2002 to perform a Cost of Service Study which adjusted fixed vs variable costs and other allocations. These rates aze intended to be revised with new rates effective in 2005 to assure that the municipal sewer system has sufficient revenue. The City's sewer rates ranked right in the middle of the nineteen largest cities in Indiana as of yeaz-end 2000, while its combined sewer and water rates ranked fourth lowest in the state. With this rate increase, the City's sewer rates remain in the middle of the nineteen largest cities. This increase in rates was requested in light of the need to issue Sewer revenue bonds totaling $20.5 million for capital improvements over five years. The purpose of issuing this debt is to finance the cost of necessary capital additions, improvements and extensions to the City's municipal sewer and wastewater infrastructure. These capital expenditures are necessary to enhance present and future needs and to maintain the highest level of quality and quantity acceptable for the community. The bond that will be issued aze for capital needs only -not for operations or maintenance. In late 1998, the County's Solid Waste Management District enacted a mandatory recycling program for all county residents. This program is expected to have a significantly positive impact on the City's future landfill costs. As a resuh of the anticipated cost savings resulting from City residents' participation in this countywide recycling program, a rate increase may now be delayed for an undetermined amount of time. Results of the recycling program will be reviewed prior to any final determination of future solid waste pick-up fees. As mentioned earlier, the City is always looking for other sources of revenue that would reduce its reliance on property taxes. A viable source of revenue is from user fees and/or chazges for services currently being performed. The City has included in its 2004 budget $12.3 million of revenue from user fees that aze currently in place. It is the City's desire to establish all user chazges and fees at a level closely related to the full cost of providing the services while taking into consideration similar chazges/fees being levied by other public and private providers. The City recalculates, on an annual basis, the full costs of activities supported by user fees (including the Parks Department, EMS ambulance services, Building Department and the Century Center among others) to identify the impact of inflation and other cost increases. It then revises user fees accordingly. As a result, overall chazges for services and user fee revenues aze anticipated to increase in line with annual operating and capital budgets. Intergovernmental revenue of $6.4 million budgeted in 2004 mainly consists of pension relief distributions received from the State of Indiana for city-funded police and firefighters' pension plans ($4.7 million) plus grants received from local, state or federal agencies ($1.7 million). The State's pension relief funds aze supported by a variety of revenue sources including cigazette taxes B-7 and lottery proceeds. These funds are distributed to cities within the state based upon complicated formulas that take into consideration the City's pay-as-you-go pension costs, funding for statewide pension plans and several other variables. As reported for the past several years, the City's Police and Fire Pension Funds continue to experience fiinding shortfalls as a result of the increasing number of retirees that are receiving pension benefits coupled with the base pay increases for the Police and Firefighters on which the pension payments are determined. Recent changes enacted by new state pension laws have had a positive impact on the overall funding of these funds. In 2001, the General Assembly enacted SEA 260 which guarantees that 50% of the pension payments the City makes will be reimbursed by the State in the current year. This law provides for this type of distribution through 2007. Also enacted in 2001 is SEA 524 that distributes the interest earned on the Public Deposit Insurance Fund. The total budgeted, for both pension funds, in 2004 is $450,000 for this new revenue source. The grants received from local, state or federal agencies are generally one year commitments and thus projecting this stream of revenue with any degree of certainty is difficult. As mentioned in other sections of this document, the City is committed to preserving its cash reserves and investing these fiords in order to maximize investment returns. As a resuh, the City is budgeting 2004 revenues from investment income of approximately $1.3 million. The City has assumed an overall investment rate of 1.2% for 2004. Historically, the City has been very conservative in its interest income revenue projection. Through fiscally responsible cash management and sound 'investments, the City once again believes that its 2004 interest income budget will be met and exceeded. 2(104 EXPENDITURE BUDGET -SIGNIFICANT ISSUES AND ffiGHLIGHTS The 2004 Operating Budget is balanced and financially conservative. It continues the City's commitment to provide high quality, dependable services while directing available resources to service areas experiencing the greatest demand. The trend is to build upon what has aheady become a strong base. This budget addresses current and future community needs and balances service demands with conservative financial management. The City continually strives to "live within its means" while providing strong, responsible leadership and offering efficient city services. Early on in the budgeting process, the Mayor set forth general guidelines that were communicated to department managers and fiscal staff before budgets were submitted to the City Controller. The Mayor emphasized his expectations of sound financial and operational decision making by his staff. He reminded City Managers that each of the eight citywide goals must remain at the forefront while preparing this year's budget. The three key points that the Mayor stressed for the 2004 Operating Budget were as follows: no increases in staff unless new or expanded services were to be added or additional costs were necessary due to legislative mandates; there was zero growth in the category of supplies (unless new services were to be provided); and zero growth in expenditures for the other services category (unless new services were to be provided). As a result, the City has budgeted the costs anticipated to fiend all the services it currently provides as well as a few programs that have been modestly expanded No services have been eliminated in this year's budget. Traditionally, the City prepares a conservative budget which includes the assumption that all personnel positions are filled for the entire year. This is an important assumption to note since personnel costs (salary and benefits) represent 47% of the total 2004 Operating & Capital Budget. B-8 The remaining portion of this summary identifies significant items and/or highlights that aze worth noting when reviewing the City's 2004 Budget. These comments aze intended to help the reader better understand the opportunities and challenges faced by the City Administration when developing this budget. This yeaz's revenue budget reflects the full five percent property tax levy increase for the civil city funds that has been discussed eazlier in this document. Starting in 2003, assessed valuations for all cities state wide converted their assessed values from 33 '/Z percent to 100 percent or mazket vahxe. This conversion will have no affect on total dollars. Assessed values will increase and tax rates will decrease. The purpose of this conversion is to have assessed values equal true tax value. General Fund revenue, when excluding property taxes, is anticipated to increase by $955,691 (6.9%). Payment in Lieu of Taxes (which is paid by South Bend Water Works and Sewage Works to the General Fund) reflects an increase of ($67,665 or 2.5%). Fees collected from the County for EMS services (recorded as revenue) have increased by $116,342 (7.5%) reflecting the increased cost for that service. Revenue from the newly renovated Palais Royale Ballroom Center, which opened December 31, 2002, is projected to be $410,000, this is an increase of $138,257 (50.9%). Expenses increased $195,918 (66%). These increases aze due to a better understanding of the revenues and expenses attnbutable to Ballroom after a full yeaz of operation. However, the Palais' operational deficit is budgeted to be $83,702 in 2004. This operational subsidy is funded by the General Fund. Increased personnel costs in 2004 include an overall average increase in base salary of 5.7% for all Police Officers (second yeaz of a four-yeaz contract), an average increase of 4.1 % for all Firefighters (fourth yeaz of a four-yeaz contract which includes base salary increases ranging from 2.9% to 5.2% in 2004), a 4.0% base pay increase for the Teamsters (second yeaz of a four-year Teamster contract) and salary increases for non- bazgaining employees of 4.0% (with some exceptions identified in the salary ordinance). The number of full-time equivalent (FTE) employees has decreased by 5 FTEs from last yeaz's budget. In the recent budgets the City has tried to cut expenditures by consolidating positions where appropriate. The City has made these changes thru attrition. The Mayor's 2004 general budget guidelines for expenditures included no increase for supplies and no increase for other services unless unusual circumstances existed within a specific department or fund. The dramatic changes aze due to the increase in self- insurance cost, approximately 76%. The Mayor has asked every department to try to cover these expenses within fund or department by decreasing expenses, other than personal and unusual circumstances. The Self-Insurance Employee Benefit Fund continues to experience sizeable increases in health insurance claim expenditures. Although there have been changes to the City's health coverage plan for all employees, it was still necessary to increase the "employer" portion of each employee's cost for this health insurance by approximately 76% in 2004 for all Teamsters and non-bazgaining employees. Simi]ar changes to the health coverage plan have been negotiated with the Firefighters' and Police Union (affecting both active B-9 and retired members) these changes went into effect on 1/1/Ol for the Firefighters' and 1/01/02 for the Police. The City will continue to closely monitor this fund and will act when possible to curb anticipated 'increases in health caze costs. The City's Liability Insurance Reserve Fund reflects an overall increase in expenditures of 6% from the prior year's budget. This increase is based upon current yeaz trends, historical information (five yeaz averages) and consideration of pending claims. The City is currently trying to settle several significant claims filed against the City over the past several yeazs. These specific claims have not been inchxded in the 2004 Budget due to the uncertainty as to the amount and timing of any potential settlement. Any unusually high claim will need to be paid out of this fund's reserve cash balance which stood at $1,914,637 as ofDecember 31, 2003. The 2004 Budget inchides one fiord, Century Center, that is not "balanced" (revenues equal to or in excess of expenditures) for the year and thus this fiend will need to rely on existing fiend cash balances to support the projected 2004 deficiency. Fire and Police Pension Funds • Although the budgets for the Police and Fire Pension Funds have been favorably impacted in comparison to prior years' budgets as a result of recent changes enacted by the new state pension law, these two fiords will continue to be underfunded in the future years unless additional changes are made either by the State and/or through funding decisions within the City budget process. As the historical comparison report (inchzded later in this section) shows, the fund balances for these two pensions have steadily decreased over the years as a result of pension payments outpacing revenues supporting these expenditures. It remains as one of the major fiuidmg issues for the future. The recent passage of a state bill that shifts pension payments for certain retirees from the city to the state (with future payments for these retirees to be made from acost-sharing, multiple employer pension system administered by the Indiana Public Employees' Retirement Fund) has helped; however, it has not eliminated future fimdmg concerns. Prior to the passage of this bill, all City police officers and firefighters hired before May 1, 1977, participated in two single-employer defined benefit pension plans. Employees with twenty years of service could retire regardless of age and were entitled to full benefits. Benefits are based on actual years of service (twenty or more) and range from 50 to 74% of the current salary offirst-class patrolman or firefighter. These plans also provide for disability and death benefits. Covered employees are required by statute to contribute 6% of their salary. Indiana's state statute also requires annual employer contributions in an amount sufficient to fund projected benefits to be paid during that year on apay-as-you-go basis. As part of the police and firefighters pension reform legislation in 1977, the State created a pension relief fund. The State distributions from this fund are to provide assistance to cities in meeting their employers' contribution requirements on a pay-as-you- go basis for these pension plans. Funding for this pension relief is provided by the state utilizing cigazette tax, liquor excise tax and other state revenue. This state pension relief revenue, along with City property taxes and employee contributions, was used to fiord the City's current pension payments. However, due to the increased number of retirees that were employed prior to 1977, the pension payments were growing at a faster pace than the revenues supporting these payments. As a result, the Police and Fire Pension Fund balances were expected to be fully utilized by as early as 2001. It was necessary to begin to utilize General Fund dollars to support these two pension funds starting in 2000. The B-10 enaction of two new State pension laws, described earlier, in 2001 will have an effect on any amount transferred from General Fund to support the Pension Funds. The 2002 Budgeted interfixnd transfers from the General Fund ($840,000 to the Police Pension Fund and $459,000 to the Fire Pension Fund), were not necessary due to the one time "catch- up" funding from the State Pension Relief Funds in 2002. These "catch-up" dollars have allowed the pension funds to accumulate available cash balances. The City estimates that due to total expenditures higher than total revenues, these cash balances will soon be expended and additional funds will again be needed The new state law that was passed in eazly 1998 has had the effect of shifting the responsibility for pension payments for certain police and firefighters from the City's pay- as-you-go pension plan to the State's 1977 Pension Plan. The pensioners that aze impacted aze those police and firefighters that have retired (or became disabled) before July 1, 1998 and have already opted to convert to the 1977 fund when the fund was established (even though the City was still financially responsible for all pension payments for those that had chosen to convert to the new plan). The City estimates that this change in pension payment responsibility will save the City approximately $1.5 million on an annual basis during the lifetime of those affected pensioners and their dependents. At this time, the City does not know how this bill will impact the state pension relief funds the City anticipates to receive in the yeazs to come. Following this Executive Summary, the reader will find the 2004 Budget Summary, along with each fund's projected armual revenue. A fund description summary precedes the 2004 Expenditure Budget by major classification as it was adopted by the City's Common Council. Following the 2004 Budget by Fund, a historical comparison of each fund's revenue and expenditures for the yeazs 2001, 2002, and 2003 along with the 2003 original (i.e., excluding additional appropriations approved during the yeaz) budget, will provide the reader with a broad view of the City's financial trends. Also included in this section is a multi-yeaz forecast of revenue and expenditures for the City's budgeted funds. This has been provided, along with an explanation of the general assumptions used, in order to give the reader a better understanding of the City's projected financial future. This section ends with a personnel summary that provides historical data on staffing levels for the past three yeazs. B- THE CITY OF SOUTH BEND 2004 BUDGET SUMMARY -REVENUE AND EXPENDITURES GENERAL FUND SPECIAL REVENUE FUNDS: Park and Recreation Department (4 funds) Motor Vehicle Highway Fund Community 8 Economic Development Admin Human Rights -Federal Grants Local Roads and Streets INTERNAL SERVICE FUNDS: Liability Insurance Premium Reserve Self-Funded Employee Benefits Central Services CAPITAL /DEBT SERVICE FUNDS: Studebaker Corridor Bond College Football Hall of Fame Bond College Football Hafl of Fame (transfer) County Option Income Tax Cumulative Capital Development Fund Cumulative Capital Improvement Fund Economic Development Income Tax Emergency Medical Services Capital Morris Performing Arts Center Capital Park Department Non-Reverting Capital Coveleski Stadium Capital TRUST /AGENCY FUNDS: Fire Pension Fund Police Pension Fund City Cemetery Trust Fund ENTERPRISE FUNDS: Consolidated Building Fund Parking Garage Fund Solid Waste Water Works Utility Insurance Funds Sewage /Wastewater Works Project Releaf Century Center zoos 2ooa 2004 2004 OPERATING 2004 OPERATING ANTICIPATED OPERATING SURPLUS / CAPITAL & CAPITAL REVENUE BUDGET (DEFICIENCY) BUDGET BUDGET 560,797,095 57,871,342 3,125,753 4,160,483 61,831,825 12,148,703 11,376,422 772,281 1,023,441 12,399,863 3,644,709 3,821,555 23,154 0 3,821,555 2,628,409 2,628,407 2 0 2,628,407 203,000 160,768 42,232 0 160,768 3,252,408 0 3,252,408 3,700,000 3,700,000 2,273,454 2,271,312 2,142 11,604,187 11,584,483 19,704 3,040,381 3,031,568 8,795 0 2,271,312 0 11,584,483 0 3,031,566 676,573 681,375 15,198 0 881,375 1,453,217 1,407,400 45,817 0 1,407,400 829,320 825,000 4,320 0 825,000 7,209,689 1,420,814 5,788,875 12,437,135 13,857,949 1,174,916 268,532 906,384 1,433,380 1,701,912 610,676 590,110 20,566 0 590,110 3,725,215 3,363,804 361,411 1,654,201 5,018,005 1,404,800 861,155 743,645 407,000 1,068,155 Na 0 0 30,000 30,000 306,000 0 306,000 312,300 312,300 Na 0 0 287,200 287,200 4,138,170 4,597,355 (459,185) 4,177,890 5,029,986 (852,296) Na 0 0 1,320,103 1,277,893 42,210 898,325 644,910 253,415 4,055,500 3,968,888 88,814 12,414,647 12,349,002 65,645 1,550,500 1, 531,801 18, 899 15,834,440 14,794,420 840,020 154,440 103,390 51,050 3,049,107 3,129,519 (80,412) 5184,375,854 148,989,007 15,408,847 0 4,597,355 0 5,029,986 0 0 27,900 1,305,793 0 644,910 483,400 4,450,286 1,889,228 14,018,230 0 1,531,801 446,300 15,240,720 45,700 149,090 0 3,129,519 28,117,688 177,086,875 B-12 2004 TOTAL EXPENDITURES BY FUND TYPE THE CITY OF SOUTH BEND 2004 BUDGET SUMMARY -TOTAL EXPENDITURES BY TYPE PERSONAL SERVICES SUPPLIES GENERAL FUND 545,222,144 1,899,635 SPECIAL REVENUE FUNDS: Park and Recreation Department (4 funds) 7,285,893 1,484,593 Motor Vehicle Highway Fund 3,299,416 78,480 Community & Economic Development Admin 2,285,280 39,925 Human Rights -Federal Grants 82,965 2,800 Local Roads and Streets 0 0 INTERNAL I IIP~ I'" i ~~' 151,811 5,837 100,500 7,612 2,479,683 191,307 G11PIT /DEBT SER1/ICE FUNflS: Corridor Bond 0 0 Fot>Map Hsi d Fanls Bond 0 0 FooMlal FIM o1 Fams (tralnfar) 0 0 Option hloollw Tax 0 0 CopiW OrwbprewR Fund 0 0 C~pIW irtysolwnwlt Fund 0 0 DwlNlopnlartt Irtoorrls Tot 0 0 A1WOa1 SoNCas CapMM 0 0 tir/omtilip Alts Cotter Capita 0 0 Baprlnont Nat~Rwarllnp Capita 0 0 StatNum Capita 0 0 /AGENCY FUNDS: hnsiol-Fund 4,592,314 200 PIMMion Fund 5,025,676 1,020 Canlatary Trwt Fund 0 0 13 1,118,224 33,280 ~ 223,104 16,374 1,544,960 108,450 4,200,803 554,175 Utility Insurance Funds 101,080 1,580 Sewage /Wastewater Works 4,311,002 926,350 Project Releaf 59,300 4,637 Century Center 1,971,688 121,695 QTNEIt Il111lICM i t1l~ CAPITAL 10,549,583 4,160,483 2,605,936 1,023,441 243,659 0 303,202 0 75,003 0 0 3,700,000 2,113,684 0 11,476,371 0 380,598 0 661,375 0 1,407,400 0 825,000 0 1,420,814 12,437,135 268,532 1,433,380 590,110 0 3,363,804 1,654,201 661,155 407,000 0 30,000 0 312,300 0 287,200 4,841 0 3,290 0 0 0 126,389 27,900 405,432 0 2,313,476 483,400 7,594,024 1,669,228 1,428,941 0 9,557,068 446,300 39,453 45,700 1,036,138 0 TOTAL 61,831,825 12,399,863 3,621,555 2,828,407 160, 768 3,700,000 2,271,312 11,584,483 3,031,566 861,375 1,407,400 825,000 13,857,949 1,701,912 590,110 5,018,005 1,068,155 30,000 312,300 287,200 4,597,355 5,029,986 n 1,305,793 644,910 4,450,286 14,018,230 1,531,601 15,240,720 149,090 3,129,519 584,055,823 5,477,950 59,435,234 28,117,868 177,086,875 B-13 2004 ALL FUNDS COMBINED SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE TRUST/ GENERAL SPECIAL INTERNAL CAPITAL & AGENCY ENTERPRISE FUND REVENUE SERVICE DEBT FUNDS FUNDS FUNDS TOTAL Revenues by Type Property taxes $46,169,437 $7,714,571 $0 $3,006,997 $2,725,678 $0 $59,616,683 Other taxes: Auto Excise Tax 2,518,767 425,475 0 172,594 150,327 0 3,267,163 Commercial Vehicle Excise Tax 632,164 106,786 0 24,454 37,730 0 801,134 Gasoline Tax 0 3,633,769 0 1,192,782 0 0 4,826,551 Cigarette Tax 112,101 0 0 410,676 0 0 522,777 Gaming Proceeds 683,000 0 0 0 0 0 683,000 Financiallnstitution 106,465 17,984 0 2,385 6,354 0 133,188 Alcohol tax 300,189 0 0 0 0 0 300,189 Wheel Tax 0 0 0 2,049,626 0 0 2,049,626 Hotel/Motel Tax 0 0 0 624,820 0 1,164,493 1,789,313 Total Other Taxes 4,352,686 4,184,014 0 4,477,337 194,411 1,164,493 14,372,941 _ Local Income Taxes (COIT & EDIT) 0 0 0 10,671,904 0 0 10,671,904 Intergovermental Revenue 272,000 1,029,775 0 350,000 4,798,072 0 6,449,847 Charges for services (excluding Utilities) 2,601,356 4,675,398 0 1,400,000 0 3,628,894 12,305,648 Interfund transfers (for services provided) 4,378,389 1,246,063 14,717,421 0 10,000 888,872 21,240,745 Interest Income 350,000 4,500 10,000 267,776 455,000 250,310 1,337,586 Other Revenue 2,673,227 76,500 2,190,581 162,800 132,699 624,678 5,860,485 Utility Ratepayer fees 0 0 0 0 0 32,519,815 32,519,815 TOTAL REVENUE 60,797,095 18,930,821 18,918,002 20,336,814 8,315,860 39,077,062 164,375,654 Expenditures by Category Personal Services Supplies Other Charges Other Uses Capital TOTAL EXPENDITURES Excess pf Revenues Over(Under) Expenditures Beginning FundlEquity Balance Ending Fund/Equity Balance 45,222,144 12,953,554 2,731,974 0 9,617,990 13,530,161 84,055,823 1,899,635 1,605,798 204,756 0 1,220 1,766,541 5,477,950 9,233,933 2,869,037 13,669,889 8,123,190 8,131 15,973,212 49,877,392 1,315,630 358,763 280,742 1,075,000 0 6,527,707 9,557,842 4,160,483 4,723,441 0 16,561,216 0 _ 2,672,528 28,117,668 61,831,825 22,510,593 16,887,361 25,759,406 9,627,341 40,470,149 177,086,675 B-14 FUND DESCRIPTION SUMMARY GENERAL FUND - To account for all financial resources of the City of South Bend except for those required to be accounted for in another fund. Many of the traditional services of government are funded through the General Fund, primarily public safety (Police and Fire Departments), the Engineering Department and other general Civil City functions including Elected Officials, the Controller's Department, the Legal Department and Neighborhood Code Enforcement. SPECIAL REVENUE FUNDS: Park and Recreation (Park Department, Non-reverting Recreation and Special Events) - To account for the operation of the city park system and for citywide recreational activities. Financing is provided by a specific annual property tax levy to the extent that user fees and miscellaneous revenues are insufficient to provide such financing. Motor Vehicle Hi hwaX - To account for street construction and the operations of the street maintenance department. Financing is provided by state motor vehicle highway distributions, Community & Economic Development - To account for revenues received from the U.S. Department of Housing and Urban Development related to community development and improvement and to fund activities performed throughout the city to promote community and economic development. Human Rights -Federal Grants - To account for operating costs for a portion of the Human Rights Department that is federally funded through the Equal Employment Opportunity Commission and Housing and Urban Development. Local Roads and Streets - To account for operation and maintenance of local and arterial road and street systems. Financing is provided by state gasoline tax distributions. INTERNAL SERVICE FUNDS: Liability Insurance Premium Reserve - To account for expenses related to maintaining the City's self-funded liability insurance including administrative costs, claims and premiums paid. Funding is provided by assessments to certain other City funds. Self-funded Employee Benefits - To account for employer and employees' contributions for a medical insurance plan as well as other employee benefits. Funding is provided by assessments to certain other City funds as well as receipts from employees representing their share of the cost to provide their chosen benefits. Central Services - To account for expenses related to fuel, vehicle and radio equipment repairs, print shop services and various supplies and services provided to City departments on a cost- B-15 reimbursement basis. Funding is provided by assessments to certain other City funds. CAPITAL /DEBT SERVICE FUNDS: Re eve. o ment Bond - Stude _ _ p baker Corridor - To accumulate monies for payment of Redevelopment District general obligation bonds which are serial bonds due in semiannual installments through 2006. Financing is provided by an annual property tax levy. R develo ment Bond - Colle e Football Hall of Fame - To accumulate monies for payment of Redevelopment District lease rental revenue bonds. The refunding bonds are payable as to principal and interest from the rental payments under a lease between the Redevelopment Authority (as lessor) and the Redevelopment Commission (as lessee). The Commission is obligated to make lease payments semiannually, to make an annual appropriation and levy a tax at a rate to provide sufficient money to pay such lease payments from unlimited ad valorem taxes. These lease payments will be used to pay the principal and interest due on these outstanding bonds through 2018. College. Football Hall of Fame (transfer) - To accumulate the Hotel/Motel Tax Funds and Professional Sports Development Funds that are designated to be used by the College Football Hall of Fame. These funds will be transferred to the National Football Foundation (NFF) once an agreement is finalized between the City and the NFF that calls for the NFF to take over the responsibility for operational costs for the Hall of Fame. Ultimately these funds will be used for operations and capital needs at the Hall. Count, r~O,ption Income Tax - To accumulate monies for payment of expenditures relating to various programs/projects such as public safety enhancement, economic development infrastructure, public works improvements, neighborhood improvement programs and other similar projects. Financing is provided by the City's share of the County Option Income Tax. Cumulative Capital Development - To account for expenditures relating to the purchase or lease of capital improvements in the City. Financing is provided by a specific property tax levy. Cumulative Ca ital Im rovement - To account for state cigarette tax distributions used for improvement projects or for the payment of debt incurred for improvements to City property. Economic Development Income Tax - To accumulate monies for payment of expenditures relating to various programs/projects such as Economic Development Administration grants, neighborhood development, municipal facility development, community facility development, early bond retirement funding, economic development projects and other similar projects. Financing is provided by the City's share of the Economic Development Income Tax. Emerg_ency Medical Services Capital - To account for purchases and maintenance of necessary equipment for the Fire Department and Emergency Medical Services Department. Financing is provided by ambulance fees. Morris Performing Arts Center Capital - To accumulate monies for major repairs and capital B-i6 FUND DESCRIPTION SUMMARY (Continued) improvements to the Morris Performing Arts Center. Financing is provided by a surcharge on ticket sales for events held at the facility. Park Department Non-reverting Capital - To account for revenue collected by the Park Department that is specifically dedicated to fund certain Park Department capital needs. CQveleski Regional Stadium Capital - To account for expenditures related to the maintenance and improvement of the baseball stadium. Financing is provided by a portion of the City's rental charge for use of the stadium and a percentage of Coveleski Regional Stadium revenues. TRUST AND AGENCY FUNDS: Firefighters' Pension - To account for the provision of retirement and disability benefits to firefighters hired prior to May 1, 1977. Financing is provided by mandatory contributions by active members, state pension relief distributions, and a specific annual property tax levy. Palice Pension - To account for the provision of retirement and disability benefits to police officers hired prior to May 1, 1977. Financing is provided by mandatory contributions by active members, state pension relief distributions, and a specific annual property tax levy. City Cemetery Trust Fund - To account for donations and a portion of the proceeds from the sale of,cemetery lots. These funds are available for maintenance of City cemeteries. ENTERPRISE FUNDS: Consolidated Building - To account for the operation of the consolidated St. Joseph County/South Bend Building Department. Parkin~ge - To account for the operation and maintenance of three of the City's downtown parking garages and various off-street parking activity. Salid Waste - To account for the provision of solid waste removal and recycling services. The area serviced by the utility is primarily contiguous with the City limits. Water Works - To account for the provision of water services. The area serviced by the utility is primarily contiguous with the City limits. Utility Insurance (Water Fund and Sewage Fund) - To account for the cost of necessary repairs incurred on behalf of the utility (water and sewage) rate payers. Financing is received from the utility rate payers in the form of insurance premiums and deductibles. Sewage /Wastewater Works - To account for the provision of sewage services. The utility service area is primarily contiguous with the City limits. B-17 FUND DESCRIPTION SUMMARY (Continued) Project Releaf - To account for operational costs incurred in the City's leaf pick-up program. Financing of this activity is funded through monthly assessments included with utility billings. Cen ,Center - To account for operation and maintenance of the City's convention center. Financing is received from various rental agreements and a subsidy from the County Hotel/Motel Tax Board. B-18 THE CITY OF SOUTH BEND 2004 BUDGET SUMMARY -OPERATING ANCI CAPITAL EXPENDITURES BY FUND TYPE OTHER PERSONAL SERVICES TOTAL SERVIC:ES SUPPLIES & USES CAPITAL EXPENDITURES GENERAL FUND• Public Safety: Pdice Department $ Z0,01d,5#2 QT7,764 Z,000,61S ~,9w1Y $ 23,754 558 Fire Department tA,y11,~ 2ali,A00 1,00,134 0 , 18 007 230 Communications Center 1.9T7~1s 4,08! 7li,4'#d 0 , , 1,410,898 Building Maintenance 259,387 41,131 466,596 18,164 785 278 Board of Safety 10,200 0 , 10,200 38,436,844 988,014 3,596,891 948,413 43,968,162 Highway and Streets: Engineering Division Traffic & Lighting Division Code Enforcement: Neighborhood Code Enforcement Animal Contrd Junk Vehicle Code Hearing Officer Unsafe Building Weights and Measures General Government: Mayor's Office City Clerk's Office Common Council Controller's Department Legal Department Human Rights Commission Culture 8 Recreation: Morris Performing Arts Center Palais Royale Ballroom SB Regional Museum of Art Grant Studebaker National Museum Grant Other: Community & Economic Develop Grant Youth Services Bureau Grant f. 8R4,3T2 Zr~.~7 2fd,00D 3.956,294 1 2,290,115 ,~ t• 1 ,,,_.__ 6,246,409 857,612 151,267 237,145 115,800 1,361,824 315,279 38,823 77,971 0 432,073 46,372 3,768 18,586 0 68,726 0 0 56,976 0 56,976 0 0 180 638 0 180,638 © ~ 4' 1~ 0 42,150 -,,.. >rR.OIOb ~~ 2,142,387 613,501 22,343 109,681 10,000 755,525 247,749 8,554 49,312 0 305,615 209,681 3,553 283,042 0 496,276 1,188,141 35,543 325,402 2,752,920 4,302,006 763,890 15,543 57,698 0 837,131 237,371 5,131 33,793 0 ~~ 3,280,333 ~ 80.667 858,928 2,762,920 ~~ ~ ~ , _~~ 468,123 25,853 323,708 0 817,684 221,061 11,500 222,391 38,750 493,702 0 0 125t,0~00,. 0 125,000 0 0 767,701 0 767,701 0 0 75,000 0 75,000 0 0 842701 0 842701 TOTAL GENERAL FUND $ 45,222,144 1,899,635 10,549,563 4,180,483 $ 61,831,825 Genel•al Fund Expenditures by Classification General Fund Operating Expenditures by (excluding Capital Expenditures) B-19 THE CITY OF SOUTH BEND 2004 BUDGET SUMMARY -OPERATING AND CAPITAL EXPENDITURES BY FUND TYPE SPECIAL REVENUE FUNDS• PARK( DEPARTMENT (including Special Events and Non-reverting Funds) Park Administration Park Maintenance Golf Courses Recreation Potawatomi Zoo Non-reverting Park Recreation Special Events East Race Waterway OTHER PERSONAL SERVICES SERVICES SUPPLIES 8 USES CAPITAL $ 842,731 19,200 374,836 37,891 2,774,863 435,970 1,243,106 856,550 919,361 420,700 271,258 0 1,279,785 134,549 113,284 0 1,008,651 270,823 307,944 0 456,362 195,301 140,055 115,000 4,140 8,050 155,453 0 0 0 0 14,000 $ 7,285,893 1,484,593 2,605,936 1,023,441 Park Department Expenditures by Classification SPECIAL REVENUE FUNDS (continued)• TOTAL EXPENDITURES $ 1,274,658 5,310,489 1,611,319 1,527,618 1,587,418 906,718 167,643 14,000 $ 12,399,863 Park Department Operating Expenditures (excluding Capital Expenditrues) OTHER PERSONAL SERVICES TOTAL SERVICES SUPPLIES S USES CAPITAL EXPENDITURES MOTOR VEHICLE HIGHWAY: Street Division $ 3,299,416 78,480 243,659 0 $ 3,621,555 Motor Vehicle Higlhvvay Expenditures by Classification otlwerw>~sa u... arc I~ !% B-20 THE CITY OF SOUTH BEND 2004 BUDGET SUMMARY -OPERATING AND CAPITAL EXPENDITURES BY FUND TYPE SPECIAL REVENUE FUNDS (contlnuedl: OTHER PERSONAL SERVICES TOTAL SERVICES SUPPLIES & USES CAPffAL EXPENDITURES COMMUNITY ~ ECONOMIC DEVELOPMENT: Community Deoelopment $ 954,251 18,950 178,495 0 $ 1,149,698 Economic Deoelopment 769,213 13,150 73,369 0 855,732 General Administration 561,816 8,825 51,338 0 622,979 Z 2,285,280 39,925 303,202 0 i 2,828,407 Community 8 Economic Development Expenditures by Classification Community & Ecomonic Development Expenditures by Function SPECIAL REVENUE FUNDS (continued): OTHER PERSONAL SERVICES TOTAL SERVICES SUPPLIES 8 USES CAPffAL EXPENDITURES HUMAN RIGHTS -FEDERAL PROGRAMS $ 82,985 2,800 75,003 0 $ 160,768 LOCAL ROADS AND STREETS FUND S 0 0 0 3,700,000 S 3,700,000 INTERNAL SERVICE FUNDS: OTHER PERSONAL SERVICES TOTAL SERVICES SUPPLIES 8~ USES CAPITAL EXPENDITURES LUIBILITY INSURANCE PREMIUM $ 151,811 5,837 2,113,864 ~ 0 S 2,271,312 SELF-FUNDED EMPLOYEE BENEFITS $ 100,500 7,812 11,476,371 ~~ 0 $ 11,584,483 CENTRAL SERVICES: Equipment Services $ 2,042,055 109,810 295,513 0 $ 2,447,378 Central Stores 118,953 4,393 9,094 0 130,440 Print Shop 98,152 48.004 36,829 0 182,985 Radio Shop 222,503 29,100 19,180 0 270,763 = 2,479,863 191,307 380,598 0 $ 3,031,588 8-21 THE CITY OF SOUTH BEND 2004 BUDGET SIJMMARY -OPERATING AND CAPITAL EXPENDITURES BY FUND TYPE OTHER PERSONAL SERVICES TOTAL SERVICES SUPPLIES & USES CAPITAL EXPENDITURES STUDEBAKER CORRIDOR BOND $ 0 0 681 375 0 , $ 661.375 COLLEGE FOOTBALL HALL OF FAME BOND $ 0 0 1 407 400 0 , , $ 1.407,400 COLLEGE FOOTBALL HALL OF FAME TRANSFER $ 0 0 825 000 0 . $ 825.000 COUNTY OPTION INCOME'TAX $ 0 0 1,420,814 12,437,135 $ 13,857,949 CUM CAPITAL DEVELOPMENT FUND $ 0 0 268.532 1,433,380 $ 1,701,912 CUM CAPITAL IMPROVEMENT 1°UND $ 0 0 590,110 0 $ 590.110 ECONOMIC DEVELOPMENT INCOME TAX $ 0 0 3,363,804 1,654,201 $ 5,018,005 EMS CAPITAL IMPROVEMENT $ 0 0 861,155 407,000 $ 1,068,155 MORRIS PERFORMING ARTS CENTER CAPITAL $ 0 0 0 30,000 $ 30,000 PARK DEPT NON-REVERTING CAPITAL $ 0 0 0 312,300 $ 312.300 COVELESKI STADIUM CAPITAL $ 0 0 0 287,200 $ 287,200 TRUST/AGENCY FUNDS• TOTAL EXPENDITURES FIRE PENSICIN FUIND $ 4,597,355 POLII:E PENSION FUND $ 5,029,986 ENTERPRISE FUNDS• OTHER PERSONAL SERVICES TOTAL SERVIC'.ES SUPPLIES 8 USES CAPITAL EXPENDITURES CONSOLIDATED BUILDING (FUND $ 1,118,224.00 33.280.00 126.389.00 27,900.00 $ 1,305,793.00 Consolidated Building Expenditures by Classification 8-22 THE CITY OF SOUTH BEND 2004 BUDGET SUMMARY -OPERATING AND CAPITAL EXPENDITURES BY FUND TYPE ENTERPRISE FUNDS (corkinuedh OTHER PERSONAL SERVICES TOTAL SERVICES SUPPLIES 8 USES CAPITAL EXPENDITURES PARKING GARAGE FUND $ 223,104 16,374 405,432 0 $ 644,910 SOLND WASTE Operations Capital Financing ENTERPRISE FUNDS (continued): WATER WORKS Operations and Capital Sinking Fund onbr services s uses ~.i% i 1,544,960 108,450 2,035,950 0 S 3,689,360 0 0 277,526 483,400 760,928 Z 1,544,960 108,450 2,313,476 483,400 S 4,450,286 Solid Waste Expenditures by Classification OTHER PERSONAL SERVICES TOTAL SERVICES SUPPLIES 8 USES CAPITAL EXPENDITURES $ 4,200,803.00 554,175.00 4,213,966.00 1,669,228.00 = 10,638,172.00 0.00 0.00 3,380,058.00 0.00 3,380,058.00 S 4,200,803.00 554,175.00 7,594,024.00 1,669,228.00 S 14,018,230.00 Water Works Expenditures by Classification B-23 THE CITY OF SOUTH BEND 2004 BUDGET SUMMARY -OPERATING AND CAPITAL EXPENDITURES BY FUND TYPE OTHER PERSONAL SERVICES TOTAL SERVIC'.ES SUPPLIES 8 USES CAPITAL EXPENDITURES WATERISEWER REPAIRI INSURANCE FUNDS Water Repair! Insurance $ 0 0 883,194 0 $ 883,194 Sewer Repair /Insurance 101,080 1,580 545,747 0 848,407 $ 101,080 1,580 1,428,941 0 $ 1,531,601 SEWAGENVASTEWATER Operations-Sewage $ 1,452,342 558,850 745,765 356,100 $ 3,113,057 Operations -Wastewater 2,858,660 337,500 5,166,104 90,200 8,452,464 Sinking Fund 0 0 3,645,199 0 3,645,199 $ 4,311,002 896,350 9,557,068 446,300 $ 15,210,720 SewageNVastevwiter Expenditures by Classification ENTERPRISE FUNDS (contlnued~ OTHER PERSONAL SERVICES TOTAL SERVICES SUPPLIES 8 USES CAPITAL EXPENDITURES PROJECT RELEAF $ 59,300 4,637 39,453 45,700 $ 149,090 CENTURY CENTER $ 1,971,688 121,695 1,036,136 0 $ 3,129,519 Century Center Ixpenditures by Classification B-24 THE CITY OF SOUTH BEND 2004 BUDGET SUMMARY -OPERATING AND CAPITAL EXPENDITURES BY FUND TYPE OTHER PERSONAL SERVICES TOTAL SERVICES SUPPLIES 3 USES CAPITAL EXPENDITURES SUMMARY: General Fund S 45,222,144 1,899,635 10,549,563 4,160,483 S 61,831,825 Special Revenue Funds 12,953,554 1,605,798 3,227,800 4,723,441 22,510,593 Internal Service Funds 2,731,974 204,756 13,950,631 0 16,887,361 Capital/Debt Service Funds 0 0 9,198,190 16,561,216 25,759,406 Trust/Agency Funds 9,617,990 1,220 8,131 0 9,627,341 Enterprise Funds 13,530,161 1,736,541 22,500,919 2,672,528 40,440,149 CITYVYIDE TOTAL S 84.055,823 5,447,950 59,435,234 28,117,868 i 177,056,675 B-25 THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES -HISTORICAL COMPARISON (cash basis) GENERAL FUND: 2001 2002 2003 2003 2004 BUDGET ACTUAL ACTUAL ACTUAL ORIGINAL 2004 -VS- 2003 RESULTS RESULTS RESULTS BUDGET BUDGET BUDGET CHGE Revenue: General Property Tax $ 39,060,500 40,301,341 44,986,015 43,494,702 46,169,437 $ 2 674 735 6% Auto Excise and Other Taxes 3,891,071 3,815,525 4,845,725 3,913,312 4,352,686 , , 439 374 11% Intergovernmental Revenue 574,559 491,995 362,944 320,000 272,000 , (48 000) -15% Charges for Services 2,851,160 2„887,098 2,667,584 2,504,384 2,601,356 , 96 972 4% Payment in Lieu of Taxes (Utilities) 2,028,295 2;,499,311 2,737,408 2,737,408 2,805,073 , 67 665 2°~ Administrative Fees from Other Funds 1,449,590 1;,481,994 1,553,009 1,553,012 1,573,316 , 20 304 1°~ Fines/Forfeitures & Licenses/Permits 386,703 437,109 424,442 317,255 322,710 , 5 455 2% Investment Income 1,126,021 405,523 217,017 350,000 350,000 , 0 0% Cable TV Franchise Fees 524,580 654,591 595,388 525,000 525,000 0 0% Miscellaneous Revenue Total General Fund Revenue 066 092 408 44 t t t7 373,921 3 26°~ , , ,830,426 6% Expenditures: Public Safety: Police Department 21,176,193 20,486,738 20,834,649 22,455,551 23,754,558 1,299,007 6% Communications Center 1,026,685 1,121,915 1,213,516 1,210,030 1,410,896 200 866 17% Fire Department /EMS 15,020,769 15,832,254 15,816,158 16,650,996 18,007,230 , 1,356,234 8% Building Maintenance 516,892 538,605 645,635 760,965 785,278 24,313 3% Board of Safety 10,200 10,200 10,200 10,200 10,200 0 0% Total Public Safety Expenditures 37,750,739 37,989,712 38,520,158 41,087,742 43,968,162 2,880,420 7% Highway and SVeets: Engineering Department 6,228,678 6,529,169 3,696,777 3,973,572 3,956,294 (17,278) -0% Traffic 8 Lighting Na Na 3,635,295 3,635,295 2,290,115 n/a n/a Trial Highway 8 Streets Expenditures 6,228,676 6,529,169 7,332,072 7,808,867 8,248,409 (17,278) -0% General Government: Mayor's Office 568,006 d4g,iflk~- at4,1'.M ~ 66,593 10°~ City Clerk's Office 236,40b 2~A2,042 ~,MO 2q,!>d7 806dt6 8,428 3% Common Counal 286,878 ~~ 280,8,16 I ~.~ 87,352 21°h Controller's Department 4,003,889 ~4,MS,047 4,7reer443 2,91kit;0M 4„x,000 1,309,907 44% Legal Department 801,248 Q~,870 7s0,t06 7418'- ~T131 121,715 17% Human Rights Commission 218,398 717 12 800 5% Total General Gov't Expenditures 8,941,311 __ 5, 1,606,795 30% Code Enforcement: Neighborhood Code Enforcement 1,207,188 1,214,828 1,190,549 1,471,937 1,361,824 (110,113) -7% Code Hearing Officer 52,677 43,152 42,152 361,852 432,073 70,221 19°i6 Junk Vehicle 46,781 55,531 55,853 65,942 68,726 2,784 4% Unsafe Building 218,974 '197,613 123,830 56,976 56,976 0 0% Weights and Measures 40,760 38,042 39,503 255,166 180,638 (74,528) -29% Animal Control 292,552 369,602 380,872 42,150 42,150 0 0% Total Code Enforcement Expenditures 1,858,932 1,918,788 1,812,759 2,254,023 2,142,387 (111,838) -5% Culture 8 Recreation: Morris Performing Arts Center 670,912 i'06,121 796,222 798,136 817,684 19,548 2°k Palais Royale Ballroom 0 155,948 396,908 297,784 493,702 195,918 66% SB Regional Art Museum -grant 125,000 125,000 125,000 125,000 125,000 0 0% Studebaker National Museum -grant 191,787 212,021 210,812 219,010 222,932 3,922 2% Total Culture & Rec Expenditures 987,699 1,199,090 1,528,942 1,439,930 1,659,318 219,388 15% Other: Youth Services Bureau -grant 58,583 80,417 75,000 75,000 75,000 0 0°k Comm & Erpnomic Development -grant 462,306 546,888 596,874 596,974 767,701 170,727 29% Total Other Expenditures 521,889 627,285 671,874 671,974 _ 842,701 170,727 25% Total General Fund Expenditures 53,289,248 54,941,359 56,823,068 58,428,589 61,831,825 4,748,418 8% Revenue Over / (Under) Expenditures (380,191) 348,660 3,863,356 (1,261,920) (1,034,730) $ (1,117,990) Cash to Modified Accrual Adjustment 1,388,895 (1,381,629) n/a n/a n/a Fund Balance -Beginning of Year 17,079,187 18,087,891 17,054,922 17,054,922 20,718,278 Fund Balance -End of Year $ 18,087,891 17,054,822 20,718,278 15,793,002 19,683,548 B-26 THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES - HISTORICAIL COMPARISON (cash basis) General Fund Revenue Expenditures: Park Administration Park Maintenance Golf Courses Recreation Potawatomi Zoo Concessions Non-reverting Recreation Special Events & Eastrace Total Park & Recreation Expenditures Revenue Over / (Under) Expenditures Cash to Modified Accrual Adjustment Fund Balance -Beginning of Year Fund Balance -End of Year 120 s+8 S12 Se S4 SO Park Department Revenue ^ Paymerk in Lieu of Taxes (Utilities) ~ bNeCelleneous Revenue ^ Cables TV Frmx~ise Fees ~ Investment lncorne ~ Flnes/Forfeihxes 6 Liexncesmennits fib Adminisbative Fes from Olhar Fexrtln ^ CMr4ps for Servloee D ICI Revenue ~ Auto h-_xetise and Otiex Taxes ~ General Properly Tax ~ 7083 Aa'11AAt RE~.T>s REWL1'4 AiQ11~t~1,. I~Ui.'f0i ORKiN1At, OIUDOET 708$ BtIpOLT _ B,SPT,018 8,788ul~ ~A~.T84 7;347,210 7,714,671 QiIF;eZ9" 01 3,144,730 3,198,608 818,bS7 7,d0i,78p 59'2,435 3,805,492 4475 3,80,'187 8,110 B,T~'!' 11, ~ 10; 718 _ 5,000 11, 7,~7 8,001!. 12, 978,440 988,475 1,051,621 1,082,067 1,274,858 5,434,275 4,185,952 4,314,095 4,568,548 5,310,489 1,461,959 1,440,026 1,341,595 1,349,787 1,811, 319 1,326,015 1,321,784 1,313,800 1,395,905 1,527,618 1,184,422 1,319,099 1,440,107 1,499,562 1,587,418 401,804 373,569 340,781 364,970 0 544,953 666,866 882,733 683,974 908,718 209,703 159,590 187,210 235,142 167,643 11,541,571 10,455,361 10,871,922 11,159,955 12,385,883 (488,109) 282,937 88,918 597,682 (237,160) ~ OBrer ~ Code EMacem ^ CWbxe & worwray erM Sheets ~ C,aieral ~ Public ~Y 2004 BUDGET -VS- 2003 °~ BUDGET CHGE $ 367,361 5% (166,960) -28% 190,665 5% 0 0% 0 0% 391,086 3% 192,591 18% 741,941 16°~ 261,532 19% 131,713 9% 87,856 6°k (364,970) -100% 242,744 37% (67,489) -29°~ 1,225,908 11°k $ (834,842) 2,433 73,344 n/a n/a n/a 1,837,883 1,154,007 1,510,288 1,510,288 1,577,206 S 1,154,007 1,510,288 1,577,208 2,107,970 1,340,046 Park Departrnerk Expenditures s2o ~ arlef s19 Revenue ~ Inveabnent Inoorne ^ L`~,BeB s12 for Services ~ Au1o Excise and SB Oll+ef Taxes ~ Gerxxal Property ~ Tax s0 B~2 / ^ Spedal Events 6 Easbace ~ Non- ravefinp Recreation ^ Park Adrrdrtislration ~ Park MairManarwre GOM Courees ^ Reaeeetion ~ Pdawalpni Zoo ~ Canoassions General Fund Expenditures PARK 8 RECREATION DEPARTMENT Revenue: General Property Tax Auto Excise and Other Taxes Charges for Services /User Fees Investment Income Other Revenue Total Park & Recreation Revenue THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES -HISTORICAL COMPARISON (cash basis) MOTOR VEHICLE HIGHWAY FUND Revenue: State MVH Distribution (Gas Tax) Charges for Services Investment Income Other Revenue Total Motor Vehicle Highway Revenue Expenditures: Street Dept Personal Services Street Dept Supplies Street Dept Other Services 8 Uses Total Motor Vehicle Highway Expenditures Revenue Over / (Under) Expenditures Cash to Modified Accrual Adjustment Fund Balance -Beginning of Year Fund Balance -End of Year 2001 2002 2003 2003 2004 BUDGET ACTUAL ACTUAL ACTUAL ORIGINAL 2004 -VS- 2003 °~ RESULTS RESULTS RESULTS BUDGET BUDGET BUDGET CHGE $ 3,116,994 2„996,407 3,334,298 3,293,488 3,633,769 $ 340,261 10°k 8,940 8,940 8,940 8,940 8,940 0 0% 18,899 2,735 86 5,000 2,000 (3,000) -00% 0 27,885 2,223 0 0 0 n/a 3,144,833 3,035,987 3,345,547 3,307,428 3,844,709 337,281 10°h 2,926,239 2,978,445 2,957,533 2,887,732 3,299,416 411,684 14% 214,634 180,631 132,338 97,373 78,480 (18,893) -19°h 224,175 235,321 240,328 242,201 243,659 1,458 1% 3,385,048 3,374,387 3,330,199 3,227,308 3,621,555 394,249 12% (220,215) (338,430) 15,348 80,122 23,154 S (56,968) 416,466 (38,329) n/a n/a n/a 626,474 822,725 445,966 445,966 461,314 Z 822,725 445,866 461,314 526,088 484,488 M.V.H. Revenue and Expenditures ^ our swlca. a uw at~° ^ a..m.i swlu. ~ TaOY MVIi RwAnu° 7 („OMMUNITY 8 ECOIV(aMIC DEVELOP- MENT (ADMIN SUPPORT ONLY) Revenue: Intergovernmental Revenue Staff Contracts Grants and Subsidies Other Revenue Total Comm & Econ Dev Revenue Expenditures: Community Development General Administration Business Assistance Economic Development Planning & Neighborhood Development Total Comm 8 Econ Dev Expenditures Revenue Over / (Under) Expenditures Cash to Modified Accxual Adjustment Fund Balance -Beginning of Year Fund Balance -End of Year 2001 2002 2003 2003 2004 BUDGET ACTUAL ACTUAL ACTUAL ORIGINAL 2004 -VS- 2003 °~ RESULTS RESULTS RESULTS BUDGET BUDGET BUDGET CHGE $ 1,027,870 826,280 780,255 991,775 826,775 $ (165,000) -17% 520,852 438,282 456,457 538,193 552,071 13,878 3% 627,882 997,770 1,061,303 1,061,403 1246,063 a1< f1 184,660 (13,200) 17°k -79% _ 20,338 1 626,957 1,160,369 994,780 1,160,369 1,149,696 513,140 587,736 480,541 587,736 622,979 0 0 0 n/a n!a 906,494 857,867 774,530 857,867 855,732 0 0 0 n/a n/a 2,046,591 2,805,972 2,249,851 2,805,972 2,828,407 148,284 (261,741) 62,432 2,099 2 (534,441) 2,993,066 n/a n/a n/a 4,709,334 4,323,177 7,054,502 7,054,502 7,116,934 i 4,323,177 7,054,502 7,116,934 7,056,601 7,118,936 (10,673) -1% 35,243 6% 0 n/a (2,135) -0% 0 n/a 22,435 1 °~ S (2,097) B-28 THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES -HISTORICAL COMPARISON (cash basis) E3 ' S2 51 sa INTERNAL SERVICE FUNDS: LIABILITY INSURANCE RESERVE Revenue: Allocations from Other Funds Investment Income Other Revenue Total Liability Insur Reserve Revenues Expenditures: Administrative Costs Workers Compensation Claims General Liability Claims Fees & Policy Premiums Other Expenses Total Liability Insur Reserve Expenditures Revenue Over / (Under) Expenditures Cash to Accrual Adjustment Equity Balance -Beginning of Year Equity Balance -End of Year i3 1 s+ w St f9 ~ Othsr Raverare ^ $faR Contracts ^ Granb and # Subsides ~I~ ReverNre it Liability Insurance Reserve Expendtures SO 2001 2002 2003 2003 ACTUAL A(:TUAL ACTUAL ORIGINAL 2004 RESULTS RESULTS RESULTS BUDGET BUDGET $ 1,671,296 1,838,636 2,320,184 2,256,842 2,203,654 23,332 9,717 12,936 10,000 10,000 1 182,802 199,481 191,474 234,400 248,852 602,871 1,227,263 525,574 764,000 754,000 653,373 346,511 340,822 659,800 659,800 240,288 352,580 428,206 601,000 541,000 57,150 54,802 57,468 67,860 67,660 1,736,484 2,180,637 1,543,542 2,326,860 2,271,312 23,048 24,589 894,047 1,782 2,142 (18,432) 131,339 n/a n/a n/a 500,072 504,688 660,616 660,616 1,554,663 $ 504,688 660,616 1,554,663 662,398 1,556,805 ie ^ PJIOCedrxri ~ firm Otirer Funds ® Invesbnent Income ~ Otirer Revenue st ^ Commurwty Development ® F_cdtanic DevNopment Flaming & Dsveloprnerk ^ General Administration ~ Brsinesa Assistance EQOnOmIC PrnerM 2004 BUDGET -VS- 2003 °k BUDGET CHGE $ (55,188) -2°k 0 0% 0 0% (55,188) -2% 14,452 6% (10,000) -1% 0 0°h (60,000) -10% 0 0°~ (55.548) -2°k $ 360 ^ AdmirMStrebve Costa Workers Compensation Claims ^ General liability Claims ^ Fees & PdiCy Promiums ^ Other B-29 Communiity 8 Econ Dev Revenue Community &Econ Dev Expenditures Liability Insurance Reserve Revenue w zoo, xcr zaoz Acr Zoos wcr zoos euo zoo+ auo THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES -HISTORICAL COMPARISON (cash basis) 2001 2002 2003 2003 2004 BUDGET ACTUAL ACTUAL ACTUAL ORIGINAL 2004 -VS- 2003 °k SELF-FUNDED EMPLOYEE BENEFITS RESULTS RESULTS RESULTS BUDGET BUDGET BUDGET CHGE Revenue: Ernployer Contributions $ 5,404,166 7,037,676 6,424,714 6,219,536 9,681,840 $ 3,462 304 56°~ ErnployeeContribution/Reimbursement 1,060,697 1,150,275 1,390,407 1,704,810 1,922,347 , 217 537 13% Investment Income 72,287 8,999 0 25,000 0 , (25 000) -100% Other Revenue 14,182 13,813 2,003,468 20,000 0 , (20,000) -100°k Total Self-Funded Benefits Revenue 8,551,332 8,210,583 9,818,589 7,989,348 11,804,187 3,834,841 46% Expendkures: Administrative Costs 223,157 224,057 255,470 271,995 285,061 13 066 5°k Service Provider Fees 647,516 773,808 670,187 997,171 792,722 , (204,449) -21% PassThruEmployeeBenefits 372,101 397,112 460,637 489,744 483,700 (6,044) -1°~ Other Employee Benefits 182,815 267,260 268,319 344,000 298,000 (46,000) -13% Flexible Benefits 472,890 451,025 536,400 525,000 525,000 0 0% Health Claims 6,063,991 6,642,828 7,713,528 5,338,537 9,200,000 3,861,463 72% Total Self-Funded Benefits Expenditures 7,962,470 8,756,090 9,904,541 7,966,447 11,584,483 3,618,036 45°k Revenue Over / (Under) Expenditures (1,411,138) (545,527) (85,952) 2,889 19,704 S 16,805 Cash to Accrual Adjustment 131,907 (242,141) n/a n/a n/a Equity Balance -Beginning of Year 1,241,419 (37,812) (825,480) (825,480) (911,432) Equity Balance -End of Year $ (37,812) (825,480) (911,432) (822,581) (891,728) Self-Funded Employee BeneFts Revenue SeN-Funded Employee Benefits Expenditures ^ Service ~ OBier Reverwie ~ Adminiatrative Crib ImresOtier,t Incgvie ~ Employee Contri bulioNRe imbursert~erM ~ Fltiployer Contributions Fees ~ Administrative Cosb ~ Pass l'Mu ^ OMler Benefits ~ Flexible ~ Fledth Claims CENTRAL- SERVICES Revenue: Labor Charges Parts Mark-up Fuel Mark-up Print Shop Receipts Central Stores Allocation Radio Shop Allocation Other Revenue Total Central Services Revenue Expenditures: Equipment Services Central Stores Print Shop Radio Shop Total Central Services Expenditures Revenue Over ! (Under) Expenditures Cash to Accrual Adjustment Equity Balance -Beginning of Year Equity Balance -End of Year 7!001 ~ 2993 1093 /iC'TIW, 11~11.'C8 ~. 11>L~1N.1"i At~7W~L ~M1nti ORIONiAL OUDOET /NT° $ 1,tt/0~0 iA90,T~p'i 4,70(1,426 1,901.035 2,010.730 al+3,n~ aoe,a44 t_ 350,000 s~9,1o0 34,301 20,7!0? 39.#{10 34,500 34,300 142.000 440,470 144,111 10D,500 4a17l~11 111,!149 113,439 110~l00 115,933 14,144 2117: 243,019 7lOyT07 ~4,4~ 270,118 41 _. 58,140 M ._~ 2,943,8 ,~$~~~ 2,407,094 2,447,378 119,658 130,440 168,922 182,985 248,838 270,763 2,944,512 3,031,586 (1,308) 8,795 n/a n/a 1,966,828 "' ""9 $ 2,055,791 1,968,828 2,137,883 1,985,522 2,148,878 2004 BUDGET -VS- 2003 % BUDGET CHGE $ 67,103 (3,900) (200) 13,524 8,511 24,017 (11,900) 97,155 40,284 10,782 14,083 21,925 87,054 s 10,101 3°~ _1 °/, -1 % 8°~ 7% 9% -21 3% 2% 9% 8% 9% 3% B-30 THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES -HISTORICAL COMPARISON (cash basis) i3 i1 ti0 CAPITAL /DEBT SERVICE FUNDS: 2001 ACTUAL STUDEBAKER CORRIDOR BOND RESULTS Revenue: General Properly Tax $ 612,259 Auto & Commerdal Vehicle Excise Taxes 47,848 Investment Income 0 Other Revenue 0 Total Studebaker Bond Revenue 860,208 Total Debt Service Expenditures 859,631 Revenue Over / (Under) Expenditures 577 Cash to Modified Accrual Adjustment (1) Fund Balance -Beginning of Year 316,816 Fund Balance -End of Year $ 317,492 ^ Radio ~ ~P ^ Print Shop l.enbal tilores ~ Equipment Services ^ Tolal CentrN Stores Reverwe 2003 2003 ACTUAL ORIGINAL RESULTS BUDGET 673,281 606,096 43,212 44,116 0 0 0 0 716,493 850,212 658,588 859,278 59,905 (9,066) n/a n/a 306,339 306,339 386,244 297,273 2004 BUDGET -VS- 2003 °~ BUDGET CHGE $ 30,305 5°h (3,944) -9°k 0 n/a 0 n/a 28.381 4% 2,097 0% ; 2a,264 COLLEGE FOOTBALL HALL OF FAME -BOND FUND and TRANSFER FUND Revenue: General Property Tax $ 1,316,862 1,263,835 1,301,840 1,301,840 1,366,932 $ 65,092 5% Auto & Commercial Vehicle Exdse Taxes 103,127 98,524 91,157 94,758 86,285 (8,473) -9°~ Hotel /Motel Tax 462,376 433,185 460,991 460,991 0 (460,991) -100% Professional Sports Development Tax & Mis 850,793 348,590 341,796 358,000 0 (358,000) .100% Total Hell of Fame Bond Revenue 2,533,158 2,142,134 2,195,784 2,213,589 1,453,217 (780,372) ~4% Expenditures: Debt Service 706,300 1,408,500 1,409,100 1,407,400 1,407,400 0 0% Funds Transfer to the NFF 1,047,731 778,457 712,584 810,991 825,000 14,009 2% Total Hall of Fame Expenditures 1,754,031 2,184,957 2,121,884 2,218,391 2,232,400 14,009 1% Revenue Over 1(Under) Expenditun~ 779,127 (42,823) 74,100 (4,802) (779,183) ; (774,381) Cash to Modified Accrual Adjustment 0 0 n/a n/a n/a Fund Balance -Beginning of Y~r 779,127 738,304 738,304 810,404 FundBalance-EndofYear $ 738,304 810,404 731,502 31,221 B-31 Central Services Revenue 8 Expenditures THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES -HISTORICAL COMPARISON (cash basis) 2001 »2 2003 2003 ACTUAL AAt, ACTUAL ORIGINAL 2004 COUNTX OPTION INCOME TAX RESULTS R~IIL7~ RESULTS BUDGET BUDGET Revenue: County OptionlncomeTax $ 4,491,922 9,~1,tpq 8,015,302 6,392,413 7,089,689 Investment Income 158,868 114,8(1 119,802 80,000 120,000 Other Revenue 1,832,931 1,938,379 0 0 Total rOff Revenue 8,483,721 1 , 10,074,483 8,472,413 7,209,889 Expenditures: Neighborhood/Community Programs Capital Projects Total COff Expenditures Revenue Over / (Under) Expenditures Cash to Modified Accrual Adjustment Fund Balance -Beginning of Year Fund Balance -End of Year 580,810 740,202 2,037,084 1,350,000 2,893,868 2,048,815 13,912,778 7,599,800 11,158,410 11,184,081 2,829,825 14,852,980 9,838,884 12,508,410 13,857,949 3,854,096 3,122,103 437,599 (6,033,997) (8,848,280) (471,918) (89,619) n/a n/a n/a 4,821,885 8,204,083 11,238,547 11,236,547 11,874,146 S 8,204,063 11,236,547 11,674,148 5,202,550 5,025,886 2004 BUDGET -VS- 2003 % BUDGET CHGE $ „°~ 50% n/a 11% 1,343,868 100% 7,871 0°h 1,351,539 11 $ (614,283) CUMULATIVE CAPRAL DEVELOPMENT FUND Revenue: General Property Tax $ Auto Excise & Fin'I Institution Taxes Investment Income Total CCDF Revenue Total Capital Expenditures Revenue Over / (Under) Expenditures Cash to Modified Accrual Adjustment Fund Balance -Beginning of Year Fund Balance -End of Year 947,666 946,188 1,022,511 974,431 1,003,664 $ 3% 85,582 85,057 82,892 78,572 158,252 101% 24,542 18,438 12,971 13,000 13,000 0% 1,057,770 1,047,859 1,118,374 1,088,003 1,174,918 10°h 901,750 _ 804,759 883,116 1,072,049 1,701,912 59°k 158,020 442,900 235,258 (8,046) (528,998) $ (520,950) 5,843 (42,107) n/a n/a n/a 912, 785 1, 074,648 1,475,441 1,475,441 1, 710,699 $ 1,074,848 1,475,441 1,710,899 1,489,395 1,183,703 QIUMULATIVE CAPITAL IMPROVEMENT FUND Revenue: State Cigarette Tax Distribution $ 377,613 498,162 389,665 426,801 410,676 $ (16,125) ~% Investment Income 0 226 1,714 0 0 0 n/a Other Revenue 200,000 200,000 175,000 200,000 200,000 0 0% Total CCIF Revenue 577,613 698,388 588,379 626,801 810,676 ~ (18,125) -3% Expenditures: Neighborhood/Community Programs Capital Projects Total CCIF Expenditures Revenue Over / (Under) Expenditures Cash to Modified Accrual Adjustment Fund Balance -Beginning of Year Fund Balance -End of Year ECONOMIC DEVELOPMENT INCOME TAX Revenue: Economic Development Income Tax Investment Income Private Donations Other Revenue Total EDIT Revenue 134,504 28,000 99,895 105,000 0 (105,000) -100% 604,000 ~" 894,000 594,000 590,270 590,110 (180) -0% ~ M6,60~ 893,695 895,270 590,110 (105,160) -15% (150,894) 78,386 (127,318) (88,489) 20,588 $ 89,035 34,918 :- . (25,900) n/a n/a n/a 487,994 351,956 402,448 402,448 275,130 ''.: 35195 ~ ,418 275,130 333,977 295,898 _ S,Af7,7+63 6,46'!i .~' 3,669012 3,862,216 $ (106,987) -3°,6 121,476 33,1~A9 2b,T21 '40,000 36,008 (5,000) -13% ~i60 0' 0 0 0 0 n/a 67 1 =-~`a~~ 1 16,000 17°h (95,987) -3°~ B-32 THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES -HISTORICAL COMPARISON (cash basis) 2001 2002 2003 2003 2004 BUDGET ACTUAL ACTUAL ACTUAL ORIGINAL 2004 -VS- 2003 °~ ECON DEVELOPMENT INCOME TAX (coot) RESULTS RESULTS RESULTS BUDGET BUDGET BUDGET CHGE Expenditures: Grants and Subsidies 575,654 600,902 614,429 624,429 638,362 13 933 2% Neighborhood/Community Programs 0 375,193 0 0 0 , 0 n!a Debt Service 2,355,089 2,426,481 2,575,316 2,747,972 2,725,442 (22,530) -1 % Capital Projects 719,598 2,049,809 1,573,262 1,962,556 1,654,201 (308,355) -16% Total EDIT Expenditures 3,850,341 5,452,385 4,763,007 5,334,957 5,018,005 (316,952) ° ~ h Revenue Over / (Under) Expenditures 24,727 162,589 (941,429) (1,513,755) (1,292,790) $ 220,965 Cash to Modified Aaxual Adjustment 260,321 (369,121) n/a n/a n/a Fund Balance -Beginning of Year 3,208,052 3,493,100 3,286,568 3,286,568 2,345,139 Fund Balance -End of Year $ 3,493,100 3,286,568 2,345,139 1,772,813 1,052,349 EMS CAPITAL IMPROVEMENT Revenue: Charges for Services $ 908,031 1,213,667 1,114,606 1,300,000 1,400,000 $ 100,000 8% Investment Income 0 2,328 5,310 0 0 0 n/a Other Revenue 19,388 15,747 158,944 4,000 4,800 800 20% Total EMS Capital Revenue 927,419 1,231,740 1,276,860 1,304,000 1,404,800 100,800 8°h Expendtures: Capital Purchases/Financing 782,213 555,800 863,465 810,716 798,155 (12,561) -2% Collection Fees 18,860 16,708 19,100 18,000 20,000 2,000 11% Interfund Transfer to General Fund 187,500 250,000 250,000 250,000 250,000 0 0% Total E,MS Capital Expenditures 986,573 822,508 1,132,565 1,078,716 1,068,155 (10 561) -1% , Revenue Over / (Under) Expenditures (59,154) 409,232 144,295 225,284 336,645 $ 111,381 Cash to Modfied Accrual Adjustment 70,328 (240,398) n/a n/a n/a Fund Balance -Beginning of Year 483,897 495,071 663,905 663,905 808,200 Fund Balance-End of Year $ 495,071 663,905 808,200 889,189 1,144,845 PARK NON-REVERTING CAPTAL Revenue: Charges for Services /User Fees $ 234,551 318,585 263,829 302,000 302,000 $ 0 0°h Investment Income 22,773 1,817 1,456 4,000 4,000 0 0% Trial Park Capital Revenue 257,324 320,402 265,385 306,000 306,000 0 0% Total Capital Expenditures 192,029 317,519 234,345 280,270 312,300 32,030 11% Revenue Over / (Under) Expenditures 65,295 2,883 31,040 25,730 (6,300) $ (32,030) Cash to Modified Acrxual Adjustment (26,803) 49,609 n/a n/a n/a Fund Balance -Beginning of Y~r 344,065 382,557 435,049 435,049 486,089 Fund Balance -End of Year $ 362,557 435,049 486,089 480,779 459,789 LOCAL ROADS AND STREETS (Special Revenue Fund used for capital purposes) Revenue: State Gas Tax Distribution/VVheel Tax $ 2,023,142 1,213,106 1,186,193 1,173,847 3,242,408 $ 2,068,561 176% Investment Income 184,613 18,344 6,648 35,000 10,000 (25,000) -71% Other Revenue 8,541 347,876 11,487 0 0 0 n/a Tctal LRSA Revenue 2,196,296 1,577,328 1,204,328 1,208,847 3,252,408 2,043,561 169% Total Capital Expenditures _ 4,062,246_ 2,835,310 1,192,850 2,074,000 3,700,000 1,626,000 78% Revenue Over / (Under) Expenditures (1,865,950) (1,257,984) 11,378 (865,153) (447,592) $ 417,561 Cash to Modified Accxual Adjustment (215,238) 439,282 n/a n/a n/a Fund Balance- Beginning of Year 3,821,781 1,740,593 921,891 921,891 933,269 Fund Balance -End of Year $ 1,740,593 921,891 933,269 56,738 485,677 B-33 THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES -HISTORICAL COMPARISON (cash basis) Total CapitaUDebt Service Funds Revenue TRUST /AGENCY FUNDS: FIRE PENSION FUND Revenue: State Pension Relief Funds General Property Tax Auto Excise and Other Taxes Employee Contribution Investment Income 8 Misc. Transfer from General Fund Total Fire Pension Revenue Expenditures: Administrative Costs Death Benefits Paid Pension Payments -Retiree Pension Payments -Dependents Total Fire Pension Expenditures Revenue Over / (Under) Expenditures Cash to Accrual Adjustment Fund Balance -Beginning of Year Fund Balance -End of Year Olher Reverwe I~ Privab Donations ^ Eoorgmic Develognt Income Tex ^ Inveatirbntlncane CaxNy Option Income l'ax ^ Park Deprb~nenf War Fees ^ E.M.S. Service Foss ^ l4l0 Excise ti Fin1 InsUkrtion Taxes ^ Stale Ciparetle Tax Distribution ^ Stab Gas Tax Distribubtxt ^ General Property Tax ^ Olhx Expendbres ^ Qrants & Subsidies ^ t3orW Debt 3enrice ^ Capital ^ NeighborhooNConxrxayty Pam 2001 2002 2003 2003 2004 BUDGET ACTUAL ACTUAL ACTUAL ORIGINAL 2004 -VS- 2003 °~ RESULTS REiSULT3 RESULTS BUDGET BUDGET BUDGET CHGE $ 3,466,084 2,014,048 2,165,111 2,116,783 2,290,150 $ 173,367 8% 1,230,701 1„265,971 1,416,008 1,368,101 1,436,506 68,405 5% 111,117 113,806 114,793 110,316 112,460 2,144 2% 92,199 71,850 55,850 69,054 69,054 0 0°h 1,377 477,378 278,336 230,000 230,000 0 0% 100,000 0 0 0 0 0 n/a 5,001,478 3,943,053 4,030,098 3,894,254 4,138,170 243 916 6°~ , 11,085 8,779 11,732 16,786 17,056 270 2% 54,000 72,000 36,000 72,000 72,000 0 0°h 2,480,041 2,783,226 2,835,218 3,079,760 3,313,671 233,911 8°h 988, 749 1, 035, 618 1,133,156 1, 081, 805 1,194, 628 112, 823 10 °h 3,533,875 3,899,623 4,016,106 4,250,351 4,597,355 347,004 8°~ 1,467,603 43,430 13,992 (356,097) (459,185) $ (103,088) 590 0 n/a n/a n/a 8D7,155 2,275,348 2,318,778 2,318,778 2,332,770 $ 2,275,348 2,318,778 2,332,770 1,962,681 1,873,585 Fire Pension ExpendiRures ^ Tran6}pr frOrn General Fund ^ Investinent IROOrrMS & Misc. ^ Employee Contribution ^ Aub Excse and Otirer Taxes ^ Gerw>rad Property Tax ^ Sfale Pernicat Relief Funds Total CapitaUDebt Service Funds E:xpendkures F ^ Pension Payments - ^ Pension Payrtbnt8 - Retiree ^ DeaMi Benefits Paid ^ Adminiatralive Cosb B-34 2007 ACT 2002 ACT 2003 ACT 2008 aUD 2004 BUD THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES - HISTORICAL COMPARISON (cash basis) POLICE PENSION FUND Revenue: State Pension Relief Funds General Property Tax Auto Excise and Other Taxes Employee Contribution Investment Income Transfer from General Fund Other Revenue Total Police Pension Revenue Expenditures: Administrative Costs Death Benefits Paid Pension Payments -Retiree Pension Payments -Dependents Total Police Pension Expenditures Revenue Over / (Under) Expenditures Cash to Accrual Adjustment Fund Balance -Beginning of Year Fund Balance -End of Year Police Pension Revenue 57 Se S5 S3 i~ f0 ENTERPRISE FUNDS: CONSOLIDATED BUILDING FUND Revenue: Licenses and Permits Investment Income Other Revenue Total Consolidated Building Revenue Expendtures: Personal Services Supplies Other Services 8 Uses Capital Total Consoidated Building Expenditures Revenue Over / (Under) Expenditures Cash to Accrual Adjustment Equity Balance -Beginning of Year Equity Balance -End of Year 2001 2002 2003 2003 ACTUAL ACTUAL ACTUAL ORIGINAL 2004 RESULTS RESULTS RESULTS BUDGET BUDGET $ 4,082,384 2,302,186 2,446,984 2,254,699 2,507,922 1,103,084 1,135, 398 1,269, 527 1,227, 783 1,289,172 99,594 102,069 102,917 99,001 91,951 83,138 78,280 67,511 86,950 63,645 1,377 16,544 276,571 225,000 225,000 800,000 0 0 0 0 7,487 488,729 23,107 0 0 8,177,074 4,103,208 4,188,817 3,893,433 4,177,890 7,622 9,034 9,152 13,055 14,143 72,000 63,000 27,000 72,000 72,000 2,886,622 3,021,840 3,274,325 3,324,830 3,720,605 1,006,856 1,100,688 _ 1,150,942 ~ 1,112,568 _ 1,223,238 3,972,900 4,194,580 4,481,419 4,522,453 5,029,886 2,204,174 (91,354) (274,802) {629,020) (852,296) 77 nla n/a n/a n/a 271,342 2,475,593 2,384,239 2,384,239 2,109,437 = 2,475,593 2,384,239 2,109,437 1,755,219 1,257,141 Pdice Pension Expenditures i~ ~ InvestmarM Inoonfs d ~ Misc. D Otl1lr Revsrx~s ~ TraMfer ~ from l Q enxa Fund f4 ^ Emplges CnrMrit tia+ x ~ Aub Exdae i3 and Otliar Taxes ^ General Propet iZ y Tax ~ 3fab Peroion :t Relief Funds f0 ^ Pension Payrnen ~~ ~ Pension Retiree ~ DeaM BeneRts Paid ^ AdmirraMaive COetf 2001 2002 2003 2003 2004 BUDGET ACTUAL ACTUAL ACTUAL ORIGINAL 2004 -VS- 2003 °h RESULTS RESULTS RESULTS BUDGET BUDGET BUDGET CHGE S 1,024,256 974,911 1,008,352 1,075,575 1,179,228 S 103,653 10°~ 3,539 2,188 1,590 4,500 2,000 (2,500) -56% 10,553 9,843 13,625 16,740 138,875 122,135 730°h 1,038,348 988,920 1,023,567 1,096,815 1,320,103 223,288 20% 798,036 849,899 853,926 934,254 1,118,224 183,970 20% 24,784 20,891 25,446 39,680 33,280 (6,400) -16% 129,337 118,430 133,890 161,200 126,389 (34,811) -22% 21,419 28,026 27,200 31,700 27,900 (3,800) -12°k 973,578 1,017,248 1,040,462 1,166,834 1,305,793 138,959 12% 84,772 (30,328) (16,895) (70,019) 14,310 : 84,329 (8,294) 92,579 n/a nla n/a 187,054 242,532 304,785 304,785 287,890 S 242,532 304,785 287,890 234,768 302,200 2004 BUDGET -VS- 2003 % BUDGET CHGE $ 253,223 11 61,389 5°,6 (7,050) -7% (23,305) -27°k 0 0% 0 n/a 0 n/a 284,257 7% 1,088 8°k 0 0% 395,775 12% 110,870 10% 507,533 11 % i (223,276) B-35 THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES - HISTORICAIL COMPARISON (cash basis) PARKING GARAGE FUND Revenue: Garage Parking Foes Downtown Parking Fines and Fees Other Revenue Total Parking Garage Revenue Expenditures: Operating Costs Capital Lease Payments Total Parking Garage Expenditures Revenue Over / (Under) Expenditures Cash to Accrual Adjustment Equity Balance -Beginning of Year Equity Balance -End of Year SOLID WASTE Revenue: Charges for Services -Solid Waste Charges for Services - Recycling Investment Income Other Revenue Total Solid Waste Revenue Expendkures: Operational Costs -Trash Pick-up Recycling Costs Capital Costs Total Solid Waste Expenditures Revenue Over / (Under) Expenditures Cash to Accrual Adjustment Equity Balance -Beginning of Year Equity Balance -End of Year ^ Capiml ^ Wier Services 6 Uses ^ Supplies ^ Personal D t]tlrsr rteverx,e ^ lnveshnait ^ Lioernes and Fannie B-36 Consolidated Building Revenue 8 Expendkures THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES -HISTORICAL COMPARISON (cash basis) 55 S4 S3 s2 sf so SOUTH BEND WATER WORKS Revenue: Charges for Services -Water Sales Other Charges for Services Management Fees Investment Income Other Revenue Total Water Works Revenue Expendkures: Operational Costs Capital Projects Debt Service Total Water Works Expenditures Revenue Over / (Under) Expenditures Cash to Aaxual Adjustment Equity Balance -Beginning of Year Equity Balance -End of Year s1o if 5 ~ Sf0 i5 i0 ^ Otlrar Ravsrrue ^ Irrvestrnent IncenN! Chargers fOr Servipu - Refyding ^ Charges for 3erviars - SOlia Waste 2001 :!002 2003 2003 ACTUAL ACTUAL ACTUAL ORIGINAL 2004 RESULTS RESULTS RESULTS BUDGET BUDGET $ 9,323,944 10,302,639 11,142,748 11,278,601 11,202,000 701,482 :188,935 582,290 710,500 612,515 482,137 182,132 482,132 482,132 482,132 251,186 121,693 64,067 98,500 84,000 49,970 1,190,284 122,763 58,080 34,000 10,808,719 12,685,683 12,394,000 12,627,813 12,414,647 :,~,~s 7s~oa~ aq~s~>o r~,~ar e;ve~et44 Z.~.a~ ~.~ t;7t4,ObS Z. 1,AM,~28 ?, ,~ `~~ 1' a (1,~1i,9M) (115,1~:1~ (1.326A~i7? (1,S27,d64j (1,!103,!163) T,ld9Qdt 0 n/a n/a n/a 3611'1 3trW 26,247,069 26,131,646 26,131,646 24,804,799 >li 26,131,646 24,804,799 24,903,982 23,201,216 ^ t)fher Raverxre ^ IrnrsstrrbrM Irroortre ® AASresgernerMl Fens ~ Otlrer C ~ Sevvicea ^ Charges for Services - VYabr Sales ~ Capibl Cab ^ Recydirg Cab ^ OPeralionel coat - Traah Pidcr~p 2004 BUDGET -VS- 2003 BUDGET CHGE $ (76,601) -1 °h (97,985) -14% 0 0°h (14,500) -15°~ (24,080) -41 °~ (213,166) -2°k 555,737 7°k (393,022) -19°k 38 0°~ 162,753 1 °~ $ (375,919) ~ Capif~ Projeob ~ OperatiorW Cab B-37 Solid Waste Revenue Solid Waste Expenditures Water Works Revenue THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES -HISTORICAL COMPARISON (cash basis) UTILITY INSURANCE FUNDS: Revenue: Charges for Services -Water Charges for Services -Sewer Investment Income Other Revenue Total lJtility Insurance Revenue Expendkures: Water Repair /Insurance Sewer Repair /Insurance Total Utility Insurance Expenditures Revenue Over / (Under) Expenditures SOUTH BEND SEWAGE WORKS Revenue: Charges for Services Reimbursements for Salt Investment Income Other Revenue Total Sewage Works Revenue Expendkures: Operational Costs -Sewage Operational Costs -Wastewater Capital Projects -Sewage Capital Projects -Wastewater Debt Service Total Sewage Works Expenditures Revenue Over / (Under) Expenditures Cash to Accrual Adjustment Equity Balance -Beginning of Year Equity Balance -End of Year 2001 2002 2003 2003 2003 BUDGET ACTUAL ACTUAL ACTUAL ORIGINAL 2004 -VS-2002 RESULTS RI°_SULTS RESULTS BUDGET BUDGET BUDGET CHGE $ 690,826 702,977 698,977 731,986 710,000 $ (21,986) -3% 471,034 575,801 644,995 656,598 649,500 (7,pgg) _1% 10,448 851 1,187 6,000 1,000 (5,000) -83°k 0 8,497 0 0 190,000 190,000 n/a 1,172,306 1,288,126 1,345,159 1,394,584 1,550,500 155 918 11 °h , 777,232 839,725 870,115 721,148 883,194 162,046 22°~ 882,632 625,855 812,720 880,232 648,407 (11,825) -2°k 1,439,864 1,465,580 1,482,835 1,381,380 1,531,801 150,221 11 °~ $ (267,558) 177,454 137 676 13,204 18,899 S 5 695 , $ 12,323,289 12.,012,946 12,356,253 12,436,000 15,293,440 $ 2,857,440 23% 187,956 149,299 156,402 250,000 150,000 (100,000) -40% 553,074 239,684 122,226 350,000 150,000 (200,000) -57°~ 278,275 484,982 151,460 41,000 41,000 0 0% 13,322,594 12,888,911 12,786,341 13,077,000 15,834,440 ---'~, 20°k 1,304,133 2,638,533 2,602,239 2,752,105 2,786,957 7,162,485 7,201,554 7,873,309 8,408,056 8,362,264 1,162,462 1,255,388 663,632 450,000 358,100 4,460,588 2,768,647 2,068,483 1,671,272 90,200 2,510,483 2,582,421 2,563,844 2,720,808 3,645,199 16,800,149 18,448,543 15, 771,507 18,002,041 15,240,720 (3,277,555) (3,559,832) (2,985,186) (2,925,041) 393,720 2,840,474 0 n/a n/a n/a 38,074,589 37,837,508 34,077,876 34,077,876 31,092,710 S 37,837,508 34,077,878 31,092,710 31,152,835 31,488,430 Sewage Works Expenditures sea $15 ' $TO $5 $0 s2o $15 ^ Other Reverttxt ~ Irnestrnenl m Incarne ~ ~~ ~ ST0 Tor Salt ~ ~ Charges fa Services $5 34,852 1 °k (45,792) -1°~ (93,900) -21% (1,581,072) -95°r6 924,591 34°h (761,321) -5% $ 3,318,761 14,794,420 ^ Debt 8aMcx ^ Capital ~~ - ~ Capital Projects - ~ Operada>al Costa - ~ Operalianal Cash - B-3 8 Sewage Works Revenue f0 z0ot xCr 2002 ~cr 2009 xCr 2009 euo 2004 auo THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES -HISTORICAL COMPARISON (cash basis) 2001 2002 2003 2003 2004 BUDGET ACTUAL ACTUAL ACTUAL ORGINAL 2004 •VS- 2003 °~ CENTURY CENTER RESULTS RESULTS RESULTS BUDGET BUDGET BUDGET CHGE Revenue: Hotel /Motel Tax E 1,269,694 1,045,801 1,130,612 1,130,575 1,164,493 3 33,918 3% Rental Fees 652,539 697,775 878,729 1,129,273 1,126,444 (2,829) -0% Catering Commissions 610,209 875,023 601,265 609,714 614,218 4,504 1% Investment Income 19,175 4,013 2,359 11,913 2,810 (9,103) -76°~ Other Revenue 396.280 468,497 270,409 105,296 141,142 35,848 34% Total Century Center Revenue 2,947,897 2,891,109 2,883,374 2,988,771 3,049,107 82,338 2% Expenditures: Personal Services 4,~27rb1fi t,7g7,124 1,744,7!!16 1,802,7!62 1~71A66 169,426 9°~ Supplies 10T,16D ~ 4d6,~1Q !6,186 124Ai6 124,A66 0 0°h Other Services & Uses 4 10 1 1,~0 ~ ~ (13,317) -1°~ Total Century Center Expenditures ~W !~~~~ ~ ~~~~ -- ~ 4 >P 158,109 5°~ Revenue Over I (Under) Expenditures (43j668~ ~~ (5,211) 15,361 (60,41?) S (93,773) Cash to Accrual Adjustment 118,199 0 n/a n/a n/a Equity Balance-Beginning of Year 1,504,248 1,578,765 1,615,233 1,615,233 1,810,022 Equity Balance -End of Year $~ 1,578,785 1,815,233 1,810,022 1,828,594 1,529,810 K Century Center Revenue ^ C1Mw Re~erwis ^ Invaslment Inoorns ~ Cslerinp Cflnvrrssiorn ~ RerkN Fees ~ FlOlel / Mo/el Tax ~ OM~er Services ~ Usas ~ Supplies ~ Personal Services B-39 SO 2001 ACT 2002 ACT 2003 ACT 4003 BUD 2004 eUD FIVE YEAR FINANCIAL FORECAST The City's five-year financial forecast includes as its first year the actua12004 Budget. The objective of the financial forecast is to provide a frame of reference for evaluating the City's financial condition, and it is used as a basis for decision making. The forecast was developed using a baseline environment; that is, revenues and expenditures were projected based primarily on growth patterns or inflation factors assuming the present level of services provided by the City. Anticipated inflation and historical growth rates are used to predict expenditure patterns, while revenues are projected by trend or by specific circumstances as each case may warrant. It is important to stress that the general assumption used when developing this forecast was that the services currently provided, as budgeted in the year 2004, will continue to be provided at the same level for the following four years. As needs change over time, service levels will also change; thus, future budgets may not necessarily reflect this assumption. As mentioned earlier in this document, the City takes a conservative approach when preparing operating budgets. Anticipated revenue has generally been underestimated for budget purposes, and expenditure budgets have been underspent. This conservative approach is not just limited to the General Fund. A quick look at the past three years will bear this out. Actual revenue collected citywide was over the estimated revenue budgeted for 2003, 2002 and 2001 by $8.9 million (5.9% of original budget), $12.1 million (8.1%) and $7.5 million (5.5%), respectively. Total citywide budgeted expenditures were underspent by $7.7 million (4.7% of original budget), $13.5 million (7.4%) and $8.8 million (5.7%) for the 2003, 2002 and 2001, respectively. The multi-year forecast included in this section has been prepared using the same conservative approach embedded in the budgeting process. The City prepares its annual capital budget during a separate process after the annual operating budget is prepared and approved (as more fully explained in Section D). As a result of this capital budgeting policy, these forecasts do not include specific capital expenditures beyond the year 2004. In keeping with the overriding theory behind appropriating dollars for capital projects based upon funds on hand, only operating expenditures are forecasted with the net operating surplus identified as funds available for future capital projects. Over the five-year forecast period, the City's revenue and expenditures are projected to maintain fairly constant growth patterns. The following information provides the general assumptions that were used in preparing the multi-year forecast: REVENUE ASSUMPTIONS: • Property Tax Levies - increase the maximum 5% per year • Auto and Commercial Vehicle Excise Taxes - 1 % increase per year • Payment in Lieu of Taxes - 2.5% increase per year • Local Option Income Taxes - 2% increase per year (in addition to the scheduled COIT rate increase of one tenth of one percent that will affect revenue received in 2002). No additional local option income tax rate increases have been included that have not already been approved by the County Income Tax Council. • State Pension Relief Funds -includes the assumption that the amount to be received by B-40 the City from the State represents a minimum of SO% of the current year's total pension benefits paid by the City. This is currently being proposed by -the State Legislature. Hotel /Motel Taxes - 3.5% increase per year for Century Center & Hall of Fame Other taxes -range from no growth up to 4% per year depending upon type of tax Charges for Services -generally 3% increase per year for most services; however, this varies depending upon the type of service provided and the projected cost incurred to provide the service Utility Fees -modest 1% per year growth (which assumes no rate changes) with a few exceptions: Solid Waste (assumes amulti-year rate increase starting in 2003) and Sewer Insurance Fees (assumes a rate increase in 2003) Administrative Fees and Other Allocations - 3% increase per year Intergovernmental grants -varies based upon type of grant All other miscellaneous revenue -generally no growth; however, this has been determined on a case by case basis EXPENDITURE ASSUMPTIONS: • Salaries for Police Officers, Firefighters, Teamsters and Non-bargaining employees - ranges from 3% to 5% increase per year dependent upon year and contract • Health Benefits - 7% increase per year • Other Benefits and Personnel Costs - 3% increase per year • Supplies - 2% increase per year • Other Services - 2.5% increase per year • Other Uses - 2% increase per year • Debt Service Payments (for outstanding bonds and financing obligations) -the forecast includes all debt service schedules outstanding as of the beginning of 2004 plus any anticipated financing planned during 2004. No additional debt was assumed beyond 2004 since capital assumptions have not been included for the years 2005 through 2008 in this multi-year operational forecast • Other unique changes (increases and decreases) have been included on a case by case basis where necessary This five-year forecast helps to identify specific funds that will need to rely on existing cash balances to fund anticipated future year budget deficits. In some cases, the fund's cash balance is not sufficient at the current time to fully support the projected budget deficits that are anticipated within the next five years.. In these cases, tough decisions will need to be made to determine how to fund the activities within each fund. B-41 THE CITY OF SOUTH BEND FIVE YEAR FINANCIAL FORECAST GENERAL FUND: Revenue: General Property Tax Auto Exdse and Other Taxes Intergovernmental Grants -Public Safety Charges for Services Payment in Lieu of Taxes (Utilities) Adminsfrative Fees from Other Funds Fines/Forfeitures & Licenses/Permits Investment Income Cable TV Franchise Fees Miscellaneous Revenue Total General Fund Revenue Operating Expenditures: Public Safety: Police Department Fire Department /EMS Communications Center Building Maintenance Board of Safety Total Public Safety Expenditures Highway and Streets: Engineering Division Traffic & Lighting Total Highway 8 Sfreets Expenditures General Government: Mayor's Office City Clerk's Office Common Coundl Controllers Department Legal Department Human Rights Commission Tonal General Government Expenditures Code Enforcement: Neighborhood Code Enforcement Animal Control Junk Vehide Code Hearing Officer Unsafe Building Weights and Measures Total Code Enforcement Expenditures Culture 8 Recreation: Moms Performing Arts Center Palais Royale Ballroom SB Regional Art Museum -grant Studebaker National Museum -grant Tonal Culture & Reo Expenditures Other: Comm & Economic Development -grant Youth Services Bureau -grant Total Other Expenditures Total General Fund Operating Expenditures Revenue Net of Operating Expenditures Cash Available on 1/1/03 for Capital Expenditures Less: 2004 Capital Budget Funds Available for Future Capital Expenditures AVG 4 YR CHG 5.2°r6 0.7% 14.1 % 2.8% 1.9% 2.3°~ 0.7% 0.0% 2.3°k 0.0°k 4.4% 5.5°~ 5.6% 4.6% 3.3% 2.6°~ 5.5% 3.1 % 3.0% 4.3% 4.4°k 3.6°k 4.0% 4.4% 4.3% 4.1 % 4.0°k 4.2% 4.2% 2.6% 2.6% 2.6% 3.9°~ 3.8°~ 2.6% 2.6% 3.5% 9.4°k 2.6% 8.8% 5.1 % B-42 THE CITY OF SOUTH BEND FIVE YEAR FINANCIAL FORECAST Seo 870 s80 E50 s40 530 sso sto so SPECIAL REVENUE FUNDS: ^ Misoelk+neous Revenue ^ Cabb TV Franchise Fess ^ ImroaUnent krcome ^ FineNFarfaiWres 6 LiceneeslPermib ^ Adminetrative Fees from Otlxr Funds ^ Payment in Lieu oT Taxes (Utilities) ^ Charges for Services ^ kNergovemmenlal Gwnb - Public ~~Y ^ Alm Excise and Otiier Taxes ^ General Properly Tax PARK & RECREATION DEPARTMENT Revenue: General Property Tax Auto Excise and Other Taxes Charges for Services /User Foes Investment Income Total Park & Recreation Revenue Operating Expendkures: Park Administration Park Maintenance Golf Courses Recreation Potavvatomi Zoo Concessions Non-reverting Recreation Special Events Total Park & Recreation Operating Expenditures Revenue Net of Operating Expenditures Cash Available on 1/1/01 for Capital Expenditures Less: 2004 Capital Budget Funds Available for Future Capital Expenditures Park Department Revenue :~: 810 sb sao 870 re0 850 s~o 880 azo sfo General Fund Operating Expendkurea ^ OMrer ^ Culbae 6 Reeroetion ^ Code EnbroemeM ^ General GovemmerH ^ Highway and Sbeeu ^ Public sesny 2004 2005 2006 2007 2008 AVG BUDGET FORECAST FORECAST FORECAST FORECAST 4YRCHG $ 7,714,571 8,100,300 8,505,315 8,930,580 9,377,109 5.4% 550,245 555,568 560,943 566,373 571,857 1.0% 3,877,387 3,993,709 4,113,520 4,236,925 4,364,033 3.1% 6,500 8,500 8,500 6,500 8,500 0.0% 12,148,703 12,858,078 13,188,278 13,740,379 14,319,499 4.5% 1,236,767 1,283,348 1,331,878 1,382,445 1,435,143 4.0°k 4,453,939 4,614,539 4,781,691 4,955,697 5,136,876 3.8°k 1,611,319 1,667,788 1,726,584 1,787,820 1,851,614 3.7% 1,527,618 1,587,703 1,650,365 1,715,723 1,783,904 4.2% 1,587,418 1,643,740 1,702,320 1,763,260 1,826,668 3.8% 0 0 0 0 0 ERR 791,718 815,884 840,841 886,617 893,240 3.2% 167,643 171,793 178,048 180,405 184,872 2.6°~ 11,376,422 11,784,795 12,209,725 12,851,967 13,112,317 3.8% 772,281 871,281 976,552 1,088,411 1,207,183 1,505,431 Na n/a n/a n/a (1,023,441) n/a n/a n/a Na = 1,254,271_ __ 871,281 976,552 1,088,411 1,207,183 sly ^ krvestinent ~O~ sm ^ Charges for Services / User Fees ^ Aulo Excise arxf Otlrar Taxes ^ General S5 Property Tax Park Departinent Operating Expendkuns ^ Special D Non-reverting Recreation ^ Concessions ^ Pbfaarebmi Zoo ^ Recrealbn ^ GoMCoursea ^ Perk MeirMenenoe ^ Park Adm:nietratipf B-43 so 200 ~ zoos FcT zoos FcT zao~ FcT zoos vcr General Fund Ravenue f0 2004 BUD 2005 FCr 2008 FCT 2007 F'C'r 2008 FCr s0 2004 9UD 2005 FC'T 2008 FCr 21107 FCT 2008 F'CT THE CITY OF SOUTH BEND FIVE YEAR FINANCIAL FORECA~iT MOTOR VEHICLE HIGHWAY FUND Revenue: State MVH Distribution (Gas Tax) Charges for Services Investment Income Total Motor Vehicle Highway Revenue Operating Expenditures: Street Dept Personal Services Street Dept Supplies Street Dept Other Services & Uses Total Motor Vehicle Highway Expenditures Operating Budget Deficit Cash Available/(Deficit) at Beginning of Year Projected Year~rtd Cash Balance CN O COMMUNITY 8l ECONOMIC DEVELOP- MENT (ADMIN SUPPORT ONLY) Revenue: Intergovernmental Revenue Staff Contracts Grants and Subsidies Other Revenue Total Comm 8 Econ Dev Revenue Operating Expendtures: Community Development Economic Development General Administration Total Comm & Econ Dev Expenditures Revenue Net of Operating Expenditures 2004 2005 2006 2007 2(108 AVG BUDGET FORECAST FORECAST FORECAST FORECAST 4 YR CHG $ 3,633,769 3,779,120 3,930,285 4,087,496 4,250,996 4.2°k 8,940 8,940 8,940 8,940 8,940 0.0°~ 2,000 2,000 2,000 2,000 2,000 0.0% 3,644,709 3,790,060 3,941,225 4,098,436 4,281,936 4.2% 3,299,416 3,445,969 3,599,468 3,760,269 3,928,748 4.8°h 78,480 80,050 81,651 83,284 84,949 2.1% 243,658 249,311 255,096 261,017 287,076 2.4% 3,621,555 3,775,330 3,936,215 4,104,589 4,280,774 4.6°k 23,154 14,730 5,010 (6,134) (18,838) 272,465 310,349 325,079 330,089 323,955 $ 295,619 325,079 330,089 323,955 305,117 ^ etreat Dept other Servio~ 6 Uew ® tMreet wy, wyy,~w ~t Dept Pefe01191 $efvlOef ~ Total AAVFi Revenue 2004 2005 2006 2007 2008 AVG BUDGET FORECAST FORECAST FORECAST FORECAST 4 YR CHG $ 826,775 838,705 777,855 777,855 777,855 -1.5% 552,071 571,393 591,392 612,091 633,514 3.7°k 1,248,063 1,014,149 1,160,330 1,249,457 1,342,556 1.9% 3,500 3,500 3,500 3,500 3,500 0.0% 2,628,409 2,427,747 2,533,078 2,642,902 2,757,425 1.2°~ 1,149,696 1,196,141 1,244,621 1,295,232 1,348,078 4.3% 855,732 890,844 927,492 965,750 1,005,693 4.4% 622,979 649,067 676,330 704,827 734,617 4.5°h 2,628,407 2,736,052 2,848,443 2,965,809 3,088,388 4.4% S 2 (308,305) (315,366) (322,906) (330,963) B-44 THE CITY OF SOUTH BEND FIVE YEAR FINANCIAL FORECAST HUMAN RIGHTS -FEDERAL PROGRAMS Revenue: Intergovernmental Revenue Total Human Rights -Federal Revenue Expenditures: Personal Services Supplies Other Services & Uses Total Human Rights -Federal Expenditures Revenue Net of Expenditures INTERNAL SERVICE FUNDS: LIABILITY INSURANCE RESERVE Revenue: Allocations from Other Funds Investment Income Other Revenue Total Liability Insur Reserve Revenues Expenditures: Administrative Costs Workers Comp Claims General Liability Claims Fees & Premium Other Expenses Total Liability Insur Reserve Expenditures Revenue Net of Expenditures ss i1 so :~ it f0 ^ General ndministratim ^ r.~a,ani~ oevebamerx ^ community Devebpment 2004 2005 2006 2007 2008 AVG BUDGET FORECAST FORECAST FORECAST FORECAST 4 YR CHG $ 203,000 164,485 169,436 174,562 179,866 -2.8°h 203,000 164,485 169,436 174,562 179,866 -2.8% 82,965 86,653 90,514 94,558 98,794 4.8°h 2,800 2,856 2,913 2,971 3,031 2.1% 75,003 76,862 T8,767 80,719 82,720 2.6% 160,768 186,370 172,194 178,249 184,545 3.7°k = 42,232 (1,886) (2,757) (3,887) (4,878) 2004 2005 2006 2007 2008 AVG BUDGET FORECAST FORECAST FORECAST FORECAST 4 YR CHG $ 2,203,654 I I~' I 'iii' ' I 1,935,708 -3.0% 10,000 "I'~I 10,000 0.0°h 59,800 59,800 0.0% 2,273,454 2,005,508 -2.9% 248,852 263,953 273,680 283,804 466,155 21.8% 754,000 772,850 792,171 811,976 832,275 2.6°~ 659,800 672,996 689,821 707,066 724,743 2.5% 541,000 574,551 588,915 603,637 618,728 3.6°h 67,660 67,660 69,352 71,085 72,862 1.9°h 2,271,312 2,352,010 2,413,938 2,477,569 2,714,764 4.9°~ i 2,142 (548,514) (545,452) (541,773) (709,256) LIub11My Inltuanq Ranrw Expenditunir sa ^ Albcations from tt Otlxr Funds ® InvastrneM hswme ^ Otlier Revenue St m B-45 ^ Admniahativa Cosa ® Workers Carp Claims ~ Cameral Y Claims ^ Fees 8 Promium ^ Otl+er Expenses THE CITY OF SOUTH BEND FIVE YEAR FINANCIAL FORECAST SELF-FUNDED EMPLOYEE BENEFITS Revenue: Employor Contributions Employee Contribution/Reimbursemt Investment Income Other Revenue Total Self-Funded Benefits Revenue Expenditures: Administrative Costs Service Provider Fees Pass Thru Employee Benefits Other Employee Benefits Flexible Benefits Health Claims Total Self-Funded Benefits Expenditures Revenue Net of Expenditures s2o 878 ' 812 N m CENTRAL SERVICES Revenue: Labor Charges Parts Mark-up Fuel Mark-up Print Shop Receipts Central Stores Allocation Radio Shop Allocation Other Revenue Total Central Services Revenue Operating Expendkures: Equipment Services Central Stores Print Shop Radio Shop Total Central Serv Operating Expenditures Revenue Net of Operating Expenditures 2004 2005 2006 2007 2008 AVG BUDGET FORECAST FORECAST FORECAST FORECAST 4 YR CHG $ 9,681,840 5,878,254 -6.7°h 1,922,347 1,394,586 -4.1 °~ 0 0 n/a 0 0 n/a 11,604,187 7,272,840 7,717,023 8,190,375 8,894,868 ~.3°~ 285,061 293,158 301,446 310,008 318,541 2.9% 792,722 848,213 907,587 971,119 1,039,097 7.8% 483,700 495,793 508,187 520,892 533,914 2.6°k 298,000 305,450 313,086 320,913 328,936 2.6°h 525,000 538,125 551,578 565,368 579,502 2.6% 9,200,000 9,842,932 10,530,831 11,266,844 12,054,379 7.8% 11,584,483 12,323,670 13,112,718 13,955,144 14,854,369 7.1% $ 19,704 5~ (5,395,693) (5,764,769) (6,159,500) -7840.0% ^ OlharRevenue ~ 1nvs~rtrerk krcorne ~ 6nDbYee COME Ib1AlONRetrnbureernt FslpbyOf Contributrorte A~ninie Cow ~ FkrdMe eenefits ^ Olher ~ Pps Thru ~WoYee Benefip ~ Service Provider Fees ^ F1aaAft Cletrm 2006 2007 2008 AVG FORECAST FORECAST FORECAST 4 YR CHG 1,919,462 1,999,951 2,083,892 1.4°A 390,620 407,000 424,082 1.4°h 32,552 33,917 35,340 1.4°h 171,645 178,003 184,607 0.2°~ 118,999 123,808 128,818 -0.3°~ 248,421 258,513 269,037 -0.9°k 38,240 38,240 38,240 0.0% 2,919,938 3,039,431 3,164,017 1.0% 2,447,378 2,546,417 2,649,852 2,757,896 2,870,775 130,440 135,873 141,550 147,483 153,684 182,985 189,384 196,049 202,992 210,226 270,763 281,685 293,095 305,018 317,480 3,031,568 3,153,360 3,280,546 3,413,389 3,552,166 $ 8,795 (348,044) (360,608) (373,958) (388,149) Central Servkor Rswnue 8 Expendlturor ^ Radio ^ Equipment Shop services ^ Print ~ Tolal Shop CerMral Central Stores Sbras Revenue 4.3% 4.5% 3.7% 4.3°h 4.3% B-46 SeH-Funded Employor Benefits Revenue SNf-Funded Employor 64neflb Expandltun» THE CITY OF SOUTH BEND FIVE YEAR FINANCIAL FORECAST CAPITAL /DEBT SERVICE FUNDS: STUDEBAKER CORRIDOR BOND Revenue: General Property Tax Auto 8 Commercial Vehicle 6ccise Taxes Total Studebaker Bond Revenue Expenditures: Debt Service -Studebaker Corridor Bond Total Debt Service Expenditures Revenue Net of Debt Service Expenditures COLLEGE FOOTBALL HALL OF FAME BOND Revenue: General Property Tax Auto 8 Commercial Vehicle Excise Taxes Total Hall of Fame Bond Revenue Expenditures: Debt Service -Hall of Fame Bond Total Debt Service Expenditures Revenue Net of Debt Service Expenditures 2004 2005 2006 2007 2008 AVG BUDGET FORECAST FORECAST FORECAST FORECAST 4 YR CHG $ 636,401 622,221 621,333 0 0 40,172 40,574 40,979 41,389 41,803 676,573 862,795 662,312 41,389 41,803 861,375 861,375 656,945 881,375 661,375 656,945 $ 15,198 1,420 5,367 $ 1,388,932 1,328,797 1,324,500 1,323,895 1,321,382 86,285 87,148 88,019 88,900 89,789 1,453,217 1,413,945 1,412,519 1,412,595 1,411,171 1,407,400 1,405,000 1,403,500 1,404,000 1,401,500 1,407,400 1,405,000 1,403,500 1,404,000 1,401,500 $ 45,817 8,945 9,019 8,585 9,871 COLLEGE FOOTBALL HALL OF FAME TRANSFER FUND Revenue: Hotel /Motel Tax $ 474,820 491,439 508,839 528,441 544,867 Professional Sports Development Tax/Interest 354,500 368,750 379,429 392,551 406,133 Total Hall of Fame Bond Transfer Revenue 829,320 858,189 888,088 918,993 951,000 Expenditures: Transfer to National Football Foundation Total Transfer Expenditures Revenue Net of Transfer Expenditures COUNTY OPTION INCOME TAX Revenue: County Option Income Tax Investment Income Total COfT Revenue 825,000 841,500 858,330 875,497 893,007 825,000 841,500 858,330 875,497 893,007 S 4,320 18,889 29,738 43,498 57,993 $ 7,089,689 7,231,483 7,378,112 7,523,835 7,874,107 120,000 120,000 120,000 120,000 120,000 7,209,889 7,351,483 7,498,112 7,643,635 7,794,107 Expenditures: Debt Service -Capital Lease Total COfT Debt Service Expenditures Revenue Net of Debt Service Expenditures Cash Available on 1/1/04 for Capital Expenditures Less: 2004 Capital Budget Funds Available for Future Capital Expenditures CUM CAPITAL DEVELOPMENT FUND Revenue: General Property Tax Auto Excise and Other Taxes Investment Income/Other Income Total CCDF Revenue Expenditures: Debt Service -Finance Leases Total CCDF Debt Service Expenditures Revenue Net of Debt Service Expenditures Cash Available on 1/1!04 for Capital Expenditures Less: 2004 Capital Budget Funds Available for Future Capital Expenditures 1,420,814 2,170,559 2,170,412 2,170,412 2,170,412 1,420,814 2,170,559 2,170,412 2,170,412 2,170,412 5,788,875 5,180,824 5,325,700 5,473,223 5,823,895 12,515,318 Na Na Na Na (12,437,135) Na n/a Na Na $ 5,867,058 5,180,924 5,325,700 5,473,223 5,823,895 $ 1,003,664 1,028,756 1,054,474 1,080,836 1,107,857 72,978 73,882 74,395 75,115 75,842 9$,278 98,276 98,278 98,278 98,278 1,174,918 1,200, 714 1,227,145 1,254,227 1,281, 978 -25.0°~ 1.0% -23.5°k -25.0% -25.0% 43.8°k -0.8% 1.0% -0.7°k -0.1 °k -0.1 % 3.7°r6 3.6% 3.7% 2.1 % 2.1 % 2.1 % 0.0% 2.0°~ Na n/a 2.6% 1.0°,6 0.0% 2.3°k - ^. -.`['~. ~.: ~'.'tx.7'? ,rig L Rv:y "v(r. 2 ~.~ ms's a:..~.' ~~ 3:~; ~.3^n'._.:~. ~._ -_<:_ -~4p. 2~^,,~~ h ~,~.',./.s~ ^~ ~. :~i.•.,~1.w~ .~_' ~ ~ ~'f 1. .. - _ ' -- ----- - r • s - -- - -- -.... }: B-47 THE CITY OF SOUTH BEND FIVE YEAR FINANCIAL FORECA;iT 2004 2005 2008 2007 2008 AVG CUM CAPITAL IMPROVEMENT FUND BUDGET FORECAST FORECAST FORECAST FORECAST 4 YR CHG Revenue: State Cigarette Tax Distribution $ 410,676 410,876 410,676 410,676 410,676 0.0°~ Other Revenue 200,000 200,000 200,000 200,000 200,000 0.0% Total CCIF Revenue 810,878 810,876 810,878 810,678 810,878 0.0°k Expenditures: Debt Service -Century Center Bond 590,110 594,000 594,000 594,000 594,000 0.2% Total CCIF Debt Service Expenditures 590,110 594,000 594,000 594,000 594,000 0.2% Revenue Net of Debt Service Expenditures 20,568 18,678 18,876 16,878 18,876 Cash Available on 1/1/04 for Capital Expenditures 0 Na Na n/a Na Less: 2004 Capital Budget 0 Na Na Na n/a Funds Available for Future Capital Expenditures ; 20,588 16,678 18,676 18,876 18,878 ECONOMIC DEVELOPMEINT INCOME TAX Revenue: Economic Developmt Income Tax $ 3,582,215 3,653,859 3,726,936 3,801,475 3,877,505 2.1°~ Investment Income 35,000 35,000 35,000 35,000 35,000 0.0% Other Revenue 108,000 108,000 108,000 108,000 125,000 3.9% Total EDff Revenue 3,725,215 3,796,858 3,869,938 3,944,475 4,037,505 2.1% Operating Expenditures: Grants and Subsidies for Eton Developmt 588,382 803,071 818,148 633,602 649,442 2.6°r6 Debt Service -Various Bonds 2,775,442 2,761,409 2,773,464 2,758,011 2,758,011 -0.2°~ Total EDR Operating Expenditun~ 3,363,804 3,364,480 3,391,612 3,391,612 3,407,452 0.3°~ Revenue Net of Operating Expenditures 361,411 432,379 478,324 552,863 630,052 Cash Available on 1/1/04 for Capital Expenditures 1,654,201 n/a n/a n/a n/a Less: 2004 Capital Budget (1,654,201) n/a n/a n/a n/a Funds Available for Future Capital Expenditures $ 381,411 432,379 478,324 552,863 630,052 EMS CAPITAL IMPROVEMENT Revenue: Charges for Services $ 1,400,000 1,442,000 1,485,260 1,529,818 1,575,712 3.1% Investment Income 0 0 0 0 0 ERR Other Revenue 4,800 4,800 4,800 4,800 4,800 0.0% Total EMS Capital Revenue 1,404,800 1,446,800 1,480,060 1,534,818 1,580,512 3.1% Expenditures: Debt Service -Finance Leases 398,655 225,228 92,007 91,679 91,679 -19.3% Collection Fees 12,500 12,813 13,133 13,461 13,798 2.6% Interfund Transfer to General Fund 250,000 250,000 250,000 250,000 250,000 0.0% Total EMS Finanang Expenditures 661,155 488,040 355,140 355,140 355,477 -11.6% Revenue Net of Finanang Expenditures 743,645 958,760 1,134,920 1,179,478 1,225,036 Cash Available on 1/1/04 for Capital Expenditures 454,156 n/a n/a n/a n/a Less: 2004 Capital Budget (407,000) n/a n/a Na Na Funds Available for Future Capital Expenditures i 790,801 958,760 1,134,920 1,179,478 1,225,036 PARK NON-REVERTING CAPITAL Revenue: Charges for Services /User Fees $ 302,000 311,060 320,382 330,004 339,904 3.1 % Investment Income 4,000 4,000 4,000 4,000 4,000 0.0% Total Park Capital Revenue 306,000 315,060 324,392 334,004 343,904 3.1 % Cash Available on 1/1/02 for Capital Expenditures 380,934 Na n/a Na n/a n/a Less: 2002 Capital Budget (322,700) Na Na Na n/a n/a Funds Available for Future Capital Expenditures $ 364,234 315,060 324,392 334,004 343,904 B-48 THE CITY OF SOUTH BEND FIVE YEAR FINANCIAL FORECAST LOCAL ROADS AND STREETS (Special Revenue Fund used for capital purposes) 2004 2005 2008 2007 2008 BUDGET FORECAST FORECAST FORECAST FORECAST Revenue: State Gas Tax Distribution Investment Income Total LRSA Revenue Cash Available on 1/1/04 for Capital Expenditures Less: 2004 Capital Budget Total CapftaUDebt Service Funds Revenue Funds Available for Future Capital Expenditures sso 3~0 330 1 320 ito TRUST /AGENCY FUNDS: FIRE PENSION FUND Revenue: State Pension Relief Funds General Property Tax Auto Excise and Other Taxes Employee Contribution General Fund Transfer/Interest Total Fire Pension Revenue Expenditures: Administrative Costs Death Benefits Paid Pension Payments -Retiree & Dependents Total Fire Pension Expenditures Budget Deficit/Cverage Cash Available at Beginning of Year Projected Yearend Cash Balance $ 3,242,408 3,254,338 3,266,383 3,278,550 3,290,840 10,000 10,000 10, 000 10,000 10,000 3,252,408 3,284,338 3,278,383 3,288,550 3,300,840 3,439,221 Na Na n/a n%a (3,413,000) Na n/a Na Na S 3,278,829 3,264,338 3,278,383 3,288,550 3,300,840 Olher Revenue ~ Investment Iraome ® Chagas br Services/Uea Fees FCOrrOrrll° Yworrre Tax ^ Incur T~ ^ Stele Ciparotb Tax DiebbuUOn ~ Slab Gee Tax Dis6'ibuli0n ^ Aub Fxeiee d Fnt IrgOih~on Tacaa ~ Genxal Property Tax AVG 4 YR CHG 0.4°i6 0.0°k 0.4% n/a n/a ~ Funds /Wraibde for r~pibl ^ Olher ~ Graas end Subsidies for rxorgmic Devebpmt ~ Payrnenb en 6detlrrp nett ~ 2004 copibl &rdpet 2004 2005 2006 2007 2(108 AVG BUDGET FORECAST FORECAST FORECAST FORECAST 4 YR CHG $ 2,520,150 2,160,929 2,257,209 2,381,863 2,568,740 0.5% 1,436,506 1,508,331 1,583,748 1,662,935 1,746,082 5.4°~ 102,460 103,485 104,519 105,565 106,620 1.0% 69,054 58,696 48,892 42,408 36,047 -11.9% 10,000 469,000 512,000 578,000 702,000 1730.0% 4,138,170 4,300,441 4,507,368 4,770,771 5,159,489 6.2% 17,056 17,518 18,130 18,763 18,763 2.5°r6 72,000 72,000 72,000 72,000 72,000 0.0% 4,508,299 3,992,417 4,241,725 4,615,479 4,615,479 0.6% 4,597,355 4,081,935 4,331,855 4,706,242 4,706,242 0.6% (459,185) 218,506 175,513 64,529 453,247 2,275,239 1,816,054 2,034,560 2,210,073 2,274,601 $ 1,816,054 2,034,560 2,210,073 2,274,601 2,727,848 B-49 30 2004 BUD 2005 FCT 2008 FCT 2007 FCT 2003 FCT THE CITY OF SOUTH BEND FIVE YEAR FINANCIAL FORECAST Fl~s Pension Revenue ss sa S3 f2 s+ w POLICE PENSION FUND Revenue: State Pension Relief Funds General Property Tax Auto Excise and Other Taxes Employee Contribution Transfer from General Fund Total Police Pension Revenue Expenditures: Administrative Costs Death Benefits Paid Pension Payments -Retiree 8 Dependents Total Police Pension Expenditures Budget Deficit Cash Available/(Deficit) at Beginning of Year Projected Year-end Cash Balance ss i4 b fZ St m ss ~ General Fund H TraneferAraereat ^ Elnpby9! Con6ib don u ~ Nib F.~o°ise ie end Omer Taxes ~ Genera Properly Tax >x ^ Btate Pension Re6MFunds s+ m ~ AdminntraGve ~ Pension Cogs Payments - ~ Deady Retires 6 Benefit Dependents Paid $p/4 Z006• 2006 2007 2008 AVG aL1~OfeT FQ~EQA3T FORECAST FORECAST FORECAST 4 YR CHG ~ $78~ 2,3~i,818 2,500,194 2,605,593 2,826,957 0.9°h 1~I,1iZ 1,x,991; 1,421,312 1,492,378 1,566,997 5.4°k 9'1,!.6'1 X71• 93,799 94,737 95,685 1.0°h ' ~{~ 45,984 39,086 33,223 -11.9% ~:.. 911,000 982,000 1,125,000 ERR 1~. 4,972,289 5,193,784 5,647,861 8.8% 14,143 13,512 13,981 14,464 14,464 0.6% 72,000 72,000 72,000 72,000 72,000 0.0°~ 4,943,843 4,478,387 4,689,186 5,131,914 5,131,914 1.0% 5,029,986 4,563,899 4,775,167 5,218,378 5,218,378 0.9°~ (852,296) 191,018 197,122 (24,584) 429,483 2,475,592 1,623,298 1,814,314 2,011,436 1,986,852 S 1,823,298 1,814,314 2,011,438 1,986,852 2,418,335 ^ EmPtoYee Conlribugon ^ Aub Fxaae and Otlter Taxes ® Transfer fom General Fund ~ Generel ProPerb Tax ^ Stale Pension RefieTFunds fe K ~~ i1 ZD B-50 ~ Administrative Cosh ~ Deah Benefit Paid ~ Pension Payments - Retiroe 6 DepanderM,s Police Pensbn Expenditures IPOllce Penisiorl Revenue THE CITY OF SOUTH BEND FIVE YEAR FINANCIAL FORECAST ENTERPRISE FUNDS: CONSOLIDATED BUILDING FUND Revenue: Licenses and Permits Investment Income Other Revenue Total Consolidated Building Revenue Consolidated Bundling Revenue 8 Operating Expenditures Operating Expendkures: Personal Services Supplies Other services & uses Total Building Dept Operating Expenditures Revenue Net of Operating Expenditures Cash Available on 1/1/04 for Capital Expenditures Less: 2004 Capital Budget Funds Available for Future Capital Expenditures sz S1 sz ^ OBier ~ krvtfatrneM Sawi°es 6 kxwrne i7 ~ ~ Reverrie ^ Pasa~N ^ Licence, Servios~ and PemMt 2004 2005 2008 2007 2008 AVG PARKING GARAGE FUND BUDGET FORECAST FORECAST FORECAST FORECAST 4 YR CHG Revenue: Garage Parking Fees $ 698,325 698,325 803,074 803,074 803,074 3.7°k Downtown Parking Fines and Fees 200,000 200,000 230,000 230,000 230,000 3.7°~ Total Parking Garage Revenue 898,325 898,325 1,033,074 1,033,074 1,033,074 3.8°~ Operating 8 Financing Expenditures: Operating Costs 404,529 415,513 425,844 436,433 447,286 2.6°~ Capital Lease Payments 0 0 0 0 0 n/a Total Parking Garage Expenditures 404,529 415,513 425,844 436,433 447,286 2.6% Funds Available for Future Capital Expenditures $ 493,798 482,812 607,229 596,641 585,788 2004 2005 2008 2007 2008 AVG BUDGET FORECAST FORECAST FORECAST FORECAST 4 YR CHG $ 1,301,363 1,340,404 1,380,616 1,435,841 1,493,274 3.7% 2,000 2,000 2,000 2,000 2,000 0.0°k 16,740 16,740 16,740 18,740 16,740 0.0% 1,320,103 1,359,144 1,398,356 1,454,581 1,512,014 3.6% 1,118,224 1,167,729 1,219,559 1,273,830 1,330,667 4.7% 33,280 33,946 34,625 35,317 36,023 2.1°r6 126,389 129,470 132,627 135,861 138,174 2.5% 1,277,893 1,331,145 1,386,810 1,445,008 1,505,864 4.5% 42,210 27,999 12,546 9,573 6,150 73,341 n/a n/a n/a n/a (27,900) n/a n/a Na n/a Z 87,651 27,999 12,546 9,573 6,150 B-51 2004 BUD 2005 FCT 2008 FCT 2007 FCT 2008 FCT THE CITY OF SOUTH BEND FIVE YEAR FINANCIAL FORECAST SOLID WASTE Revenue: Charges for Services -Solid Waste Charges for Services -Recycling Management Fees Investment Income Other Revenue Total Solid Waste Revenue Operating 8 Financing Expendkures: Trash Pick-up -Personal Services Trash Pick-up -Supplies Trash Pick-up -Other Services 8 Uses Recycing Fee Paid to SW District Debt Service -Finance Leases Total Solid Waste Oper & Fin Expenditures Revenue Net of Operating Expenditures Cash Available on 1/1/04 for Capital Expenditures Less: 2004 Capital Budget Funds Available for Future Capital Expenditures ss S< f3 f2 s~ m WATER WORKS Revenue: Charges for Services -Water Sales Management Fees Investment Income Other Revenue Total Water Works Revenue Operating 8 Financing Expenditures: Personal Services Supplies Other Services 8 Uses Debt Service -Bonds Outstanding Total Water Works Oper & Fin 6cpenditures Revenue Net of Oper 8~ Fin Expenditures Cash Available on 1/1/04 for Capital Expenditures Less: 2004 Capital Budget Funds Available for Future Capital Expenditures 2004 2005 2006 2007 2008 AVG BUDGET FORECAST FORECAST FORECAST FORECAST 4 YR CHG $ 3,104,000 3,492,000 3,627,800 3,763,600 3,904,483 6.4°~ 830,000 830,000 830,000 830,000 830,000 0.0% 25,000 25,750 26,523 27,318 28,138 n/a 10,500 10,500 10,500 10,500 10,500 0.0% 86,000 86,000 88,000 86,000 86,000 0.0°h 4,055,500 4,444,250 4,580,823 4,717,418 4,859,121 5.0% 1,544,960 1,612,531 1,683,246 1,757,262 1,834,745 4.7% 108,450 110,619 112,831 115,088 117,390 2.1°~ 1,295,950 1,327,188 1,359,193 1,391,981 1,425,574 2.5% 740,000 740,000 740,000 740,000 740,000 0.0% 277,526 151,841 151,841 151,841 151,841 -11.3°r6 3,966,886 3,942,179 4,047,111 4,156,172 4,289,550 1.9% 88,614 502,071 533,712 . 561,246 589,571 491,186 n/a n/a n/a n/a (483,400) n/a n/a n/a n/a S 96,400 502,071 533,712 581,246 589,571 Solid Waste Operating >E Financing Expendkures p ^ OIMr RevaNie ^ Yivas6rierd Y~oorrM ~ Fses ^ Chapes ter Servsxs - s2 RecYOlinp ~ Cha'Oes for services - eohd vwa° s+ ^ Dsbt Sarvioe - Fnanoe Leaaea ^ Regeirq Fee Paid B° SW Di~triCt ~ Trgah Pideup - oaw,r services a uses ~ Trwh Pick-up - ~+PPi~ ~ Trash PiGcrq - Personal services 2004 2005 2006 2007 2008 AVG BIJDGET FORECAST FORECAST FORECAST FORECAST 4 YR CHG $ 11,814,515 11,932,660 12,051,987 12,172,507 12,294,232 1.0°h 482,132 496,596 511,494 526,839 542,644 3.1% 84,000 84,000 84,000 84,000 84,000 0.0% 34,000 34,000 34,000 34,000 34,000 0.0% 12,414,647 12,547,256 12,681,481 12,817,345 12,954,875 1.1 % 4,200,803 4,385,971 4,579,835 4,782,835 4,995,435 4.7°k 554,175 565,259 576,564 588,095 599,857 2.1% 4,213,966 4,309,433 4,407,089 4,506,985 4,609,173 2.3% 3,380,058 2,920,489 2,937,978 2,937,978 2,937,978 -3.3% 12,349,002 12,181,152 12,501,466 12,815,893_ 13,142,444 1.6°~ 65,845 366,104 180,014 1,452 (187,588) 1,976,410 (1,669,228) n/a Na n/a n/a n/a n!a n/a n/a $ 372,827 366,104 180,014 1,452 (187,568) B-52 Solkt Waste Revenue so zaa euo zoos Fcr zoos Fcr zom Fcr zoos Fcr THE CITY OF SOUTH BEND FIVE YEAR FINANCIAL FORECAST ;,5 ;ta E5 SO UTILITY INSURANCE FUNDS: Revenue: Charges for Services -Water Charges for Services -Sewer Investment Income Total Utility Insurance Revenue Expenditures: Water Repair /Insurance Sewer Repair /Insurance Total Utility Insurance Expenditures Revenue Net of Expenditures SEWAGE WORKS Revenue: Charges for Services Reimbursements for Salt Investment Income Other Revenue Total Sewage Works Revenue Operating 8: Financing Expenditures: Operational Costs -Sewage Operational Costs -Wastewater Debt Service -Bonds Outstanding Total Sewage Works Oper 8 Fin Expenditures Revenue Net of Oper & Fin F~cpenditures Cash Available on 1/1/04 for Capital Expenditures Less: 2004 Capital Budget ;zo ;15 s~o ;5 ;0 ^ Otlrsr Revenre ^ income ^~ Fese ^ ChargssAx Sobs ^ Debt E~ timer Servion 6 Uaat ^ ~PP~ ^ Porsonel Service, 2004 2003 2006 2007 2008 AVG BUDGET FORECAST FORECAST FORECAST FORECAST 4 YR CHG $ 900,000 900,000 900,000 900,000 900,000 0.0% 649,500 797,487 797,487 797,487 797,487 5.7% 1,000 1,000 1,000 1,000 1,000 n/a 1,550,500 1,898,487 1,698,487 1,698,487 1,698,487 2.4% 883,194 900,858 918,875 937,253 955,998 2.1% 648,407 868,599 685,354 704,694 724,638 2.9% 1,531,601 1,587,457 1,604,228 1,641,946 1,680,636 2.4°r6 $ 18,899 131,031 94,258 56,541 17,852 $ 15,293,440 15,446,374 15,600,838 15,756,847 15,914,415 1.0°~ 150,000 154,500 159,135 163,909 168,826 3.1% 150,000 150,000 150,000 150,000 150,000 0.0°k 41,000 41,000 41,000 41,000 41,000 0.0% 15,834,440 15,791,874 15,950,973 18,111,756 16,274,241 1.0% 2,786,957 2,880,691 2,978,126 3,079,434 3,184,793 3.6% 8,362,264 8,608,427 8,883,139 9,126,757 9,399,654 3.1% 3,645,199 2,749,340 2,785,150 2,785,150 2,785,150 -5.9% 14,794,420 14,238,458 14,828,415 14,991,341 15,369,597 1.0% 840,020 1,553,418 1,324,558 1,120,415 904,645 2,859,855 n/a n/a n/a n/a (446,300) n/a n/a n/a n/a $ 3,253,575 1,553,418 1,324,558 1,120,415 904,645 8ewrpe Ylfoirka Openrtlnp 8 Finandnp E~endlturss ;~o ^ Otiw Revenue ;15 ^ InvesNteM Yroorne ^ Reimbursernenb r~xSak ;10 ^ Charges for Services ;5 I Debt Service - Sonda Outsmrxling ^ Operational Costs - VVasfewebr ^ Costs - 3ewage ;0 B-53 Water Works Revenue Funds Available for Future Capital F~enditures THE CITY OF SOUTH BEND FIVE YEAR FINANCIAL FORECAST PROJECT RELEAF Revenue: Charges for Services -Leaf Pick-up Total Project Releaf Revenue Operating Expenditures: Personal Services Supplies Other Services & Uses Total Project Releaf Operating Expenditures Revenue Net of Operating Expenditures 2004 2005 2006 2007 2008 AVG BUDGET FORECAST FORECAST FORECAST FORECAST 4 YR CHG $ 154,440 154,440 154,440 154,440 154,440 154,440 154,440 154,440 154,440 154,440 59,300 61,672 64,139 66,704 69,373 4,637 4,730 4,824 4,921 5,019 39,453 40,419 41,410 42,424 43,464 103, 390 108, 821 110, 373 114,049 117, 855 51,050 47,619 44,067 40,391 38,585 0.0% 0.0% 4.2°k 2.1 % 2.5% 3.5°k Cash Available on 1/1/04 for Capital Expenditures 348,421 n/a n/a n/a n/a Less: 2004 Capital Budget (45,700) n/a n/a n/a n/a Revenue Net of Expenditures $ 353,771 47,619 44,067 40,391 38,585 CENTURY CENTER Revenue: Hotel /Motel Tax Rental Fees Catering Commissions Investment Income Other Revenue Total Century Center Revenue Operating Expendkures: Personal Services Supplies Other Services 8 Uses Total Century Center Operating Expenditures Revenue Net of Operating Expenditures $ 1,164,493 1,205,250 1,247,434 1,291,094 1,336,283 1,097,313 1,135,719 1,184,555 1,237,860 1,293,564 614,218 635,716 663,051 692,889 724,069 2,810 2,810 2,810 2,810 2,810 170,273 173,881 178,217 182,705 187,349 3,049,107 3,153,376 3,278,067 3,407,357 3,544,074 1,971,688 2,056,946 2,146,080 2,239,276 2,336,733 121,695 124,129 126,611 129,144 131,727 1,036,136 1,081,707 1,087,910 1,114, 762 1,142,278 3,128,519 3,242,782 3,380,602 3,483,182 3,810,738 $ (80,412) (89,406) (84,534) (75,824) (88,884) 3.7°h 4.5°h 4.5% 0.0°k 2.5% 4.1% 4.6% 2.1 % 2.6% 3.8% s, SO s+ ^ OUw ^ inveMnbnt ^ CMxirq ~ commission. ~ Rental Fees ~ HOlel /Motel Tez OU~er services a uee. ^ supplie. ~ PenonN Services B-54 EO 20W BUD 200.5 FCT 200E FCT 20(17 fCr Century Garner Revenue THE CITY OF SOUTH BEND PERSONNEL SUMMARY zoos ~ zoos ~~ zoo4 d FTE FTE FTE GENERAL GOVERNMENT MAYOR'S OFFICE Mayor 1 1 1 assistant to the Mayor 3 3 3 Director~ecxetarial Services 1 1 1 secretary V 1 1 1 secxetary IV 1 1 1 Director -Community Affairs 1 1 1 events Coordinator -Community AffairalMayor 1 1 1 Manager of Speaal Projects 1 1 1 Total Mayor's Office CITY CLEiRK'S OFFICEi • -' ~ ~yF; '' ' e . -R CilyClerk ~ ;n. f Chief Deputy City Clerk 1i~~; ueputy City Clerk ' Ordin anc e Violations Cbrtc . `r.~ . ': ~ ' Total CHy Clerk's Olllcs COMMON COUNGL • .. - `'; '' - r-. %ounal Members (part-time positions) ~'f • Total Common Council ADMINISTRATION S FINANCE g~* City Contrdler - '" ;. `~ i Uiredor of Cily Finance ''?; ' Director of Budgeting 8 Finandal Reporting _ ' ~ , Information Techndogy Director sf: y~J°• ;{` - riuman Resources Director ' - . `~ - Manager of Safety , Safety/Risk Specalist _ Human Rights Director • ~''~° Auditor III '{ raudRor II }^:=~ system Speaalist IV E system Specalist III - System Specalist III System Specalist I .- - ` y rersonnel Specalist IV jr: nenefds Manager , t ~:~ Personnel Specalist III ~' Intake Officer/Investigator - A ' investigator V investigator IV ,A~ investigator III investigator II Adminishative Assistant •~~ secxetary V _ Secretary II Total Adminiatratlon 8 Flrgnee LEGAL DEPARTMENT City Attorney (part-time) ~,;_ ^, Chief Assistant City Attorney (part-time) x'''s Assistant City Attorney - ` '~ 1. rareleagal ' ueputy City Attorney III (part-time) Y•~-. r deputy City Attorney IV (part-lime) : ` IOfficdAdministrativeJFiscal Manager j¢, Claims Adjuster ~'~~•' Cdlection Specialist 1;.a SAY V ' Total Lsoal DswrhnarK - 1odGL lil1~l11~L - - PUBLIC SAFETY POLICE DEPARTMENT Chief 1 1 1 Division Chief 4 4 4 Captains 13 13 13 Lieutenants 25 25 25 Sergeants 74 74 74 (:orporals 123 133 133 Patrolmen 18 8 8 B-55 THE CITY OF SOUTH BEND PERSONNEL SUMMARY 2002 2003 2004 FTE FTE FTE Director - Finanaal Services 1 1 1 rrogramer/Analyst II 1 1 1 rrogramer/Analyst I 1 1 1 Fingerprint Examiner 1 1 0 Crime Analyst 1 1 1 Auditor IV 0 1 1 Auditor III 1 1 1 Auditor II 1 0 0 armorer 1 0 0 Film Processor 1 1 1 Administrative Assistant 0 0 1 Office Manager 1 1 0 SecretaryV(Non-Bargaining) 3 3 7 Senior Property/Evidence Custodian 1 1 1 Evidence Techniaans 0 0 2 M.S.O.S. Property/Evidence Officer 1 1 0 FingerprinUPhoto Tech p y 1 Public Assistance Clerks g g g P.M. Coordinator 1 1 1 Research & Planning Assistant 1 1 1 DatalRecords Coordinator 1 1 1 Data Entry Specialist II 5 5 5 Court Liaison 1 1 1 Secretary V (Teamsters) 4 4 0 Cleric Terminal Operator 9 9 9 DatalAlarn Coordinator 1 1 1 Crossing Guard Captain 1 1 1 Grossing Guard (based upon 31 part-tkne positions) 10 10 10 Total Pdlce Department 317 818 318 COMMUNICATION CENTER _ ~ -~ c, ~~ Director of Communication - °' rassitant Director of Communication „ i,;-ommunication Specalist ~ :::: ~ : %ommunication Superintendents +-,- ;- _ Total Communication Cenosr _ FIRE DEPARTMENT i 'ti ~` r y=::w Fire Chief 3: ~ ~ ~''. ~ .v'• assistant Chief ; ,;-- " • Battalion Chief .-~-.. 6 ~~ ~~' i - Captains - ~, ,~_ .. ~•• Arson Investigator Z~ .. p • - •.: i ~'; Inspector 4 ; Paramedic Lieutenant 21 • ~ - "•: Pump Engineer ~ ~ • ~ - , . ; Engineer 7~ : 7io °°s~u ' '~" Firefighter 1st Class gE ~ ~, ~1 ~'' ~ Instructor ~ q : .. ~ ~ ' !. , ,. Auditor I g _ p ~vccounting Clerk III ~ p Aooounting Cletk l l } - .p -~~ ~' . Office Manager ~ 1 '~ q~ General Maintenance 1- 1 S'~!ts- S ~• Maintenance Foreman II T ' ~ . P. M. Coordinator :1} 1 Total Fire Departm~rt - BUILDING MTCE FOR POLICE rE FIRE DEPT _ t •• - ~'' i4 ti i . p.: ~ '`~ ~, 1• t.- {• ,• Dracior- Lbda Er~tant~! . 1 1 1 AdiltiiMMfr~ 84fyft7M L*lCil'R 1 1 1 C11111N1~p8E1V1f .- 1 1 1 kNp~olor N 9 9 9 p~ N - 1 1 1 ~!V - 3 3 3 BEClilply N 3 3 3 Opwror 1N 1 1 1 B-56 THE CITY OF SOUTH BEND PERSONNEL SUMMARY zoos 13udgstsd zoos zoo4 19ud sted l9 d t d FTE g u gs s FTE FTE Xenia Mimal Contrd Officer 1 1 1 Mimai Control Officers 3 3 4 Mimal Control Assistant 3 3 3 TOTAL CODE ENFORECMENT _ _ - PARK AND REC EATION ~. •= '~ `~ PARK ADMINISTRATION - narks Superintendent ~ . + ~s^f ~ Direda of Administrative Services ' ~ Directs of Financal Services 1 • .. ~~• Audka III 1 %, - ~'.:~ =},.. ~'• Audits II ~•~ system Spedalist -Departmental ~ .•.. c• Secretary V ~ , , N Seaefary 1 ~ _. ~ ' Diredes of Marketing 1 1k~"%~: ~~ Spedalist Marketing & Promotions 1 . ~~. ,r . ;s~ . . ~' ~ " ~ ' Superintendent V a : =' ` I Park Pdice I I 5 . _ • . - ~ • Total Park Administratlon PARKMAINTENANt:E . '° ` Maintenance Su ntendent Pen _ - . _ _ ~ ;- ~ L • ~ Superintendent V g ~ ~ , ~~ rorester ~ ' ~•~~ ~ Stockroom Coordinate ~Y.~ 4 Pod & Rink Engineer 1 Office Manager ~ . - Fleet 8 Safety Cocrdinates 1 raeman V p . - 'f ` Carpenter II ~ %arpenter I $ ; • IPlumber IV Z Painterly ~ ~,. Eledriaan ~ ~ Mason ~• - y Welder ~ - ~` sFRanger Group Leader ~ • heavy Equip. Operates II S - Hi-Ranger Operates • .p , Mechanic N Z ' croup Leader { - k , ~~ 4 • Athletic Field Maintenance $ .. Street Island Group Maintenance ~ k,rovrer III ~ - • ~perata 11 { ~ +' ~ operates l a .: ~~ . , , i~ . I Tread Custodian 3 ' • - ~ . •' Skilled Laborer 2 , -i'~;~~' - ~ '~~;" Building Maintenance ~ , ~ -- Building Maintenance Custodian 8 Labor 1 • - ieneral Laborer ,Z. - Total Park MairrEsnancs GOLF DIVISION s i'i . ~ Direda of Galt ~' '•-: Golf Course Manager ~ • Gdf Course/Rink Manager ~ . Supt. III/Head Greenskeeper tJ , ireenskeeper ~ . Assistant Greens Superintendent Z . " Hssistant Goff Manager p ~ , Mechanic IV p - Golf Equipment Operates ~ . '-: _. • Operators II .'~. ' • :- Total GoH Division RECREATION DIVISIOM rcecreation Direda 1 1 1 assistant Recreation Direca 1 1 1 IAthleticSupervises 2 2 2 sa ~ ~ ~ ~ t:oord~nata verr E ts 2 2 2 B-57 THE CITY OF SOUTH BEND PERSONNEL SUMMARY Academic Coordinator -King Center Coordinator- Vidence Prevention II Healthy Seniors Coordinate Academic Coordinator -LaSalle Center Coordinate -Violence Prevention I iouth Sports Coordinate Rum Village Director Rum Village Naturist Senior Citizens Leader Total Recreaflon Divlslon e~aati.a FTE ~etb FTE FTE 1 1 1 1 1 1 2 2 2 1 1 1 1 1 1 1 1 1 1 1 4 1 1 7 1 1 1 1 1 1 1 0 1 i s .s t 0 t t 1 0 0 COMMUNITY 8 ECONOMIC DEVELOPMENT executive Director - CED Directs of Economic Development ASSIStarlt Directors %ommunity 8 Economic Development Specalist Senior %ommunity 8 Economic Development Specalist VI %ommunity ~ Economic Development Specalist V %ommunity & Economic Development Specalist IV %ommunity 8 Economic Devr~opment Specalist III %ommunity 8 Economic Development Specialist II %ommunity 8 Economic Devr,~opment Specialist I Sr. Community & Economic [~opment Specialist Senior Housing Specialist Mousing Specalist VI Housing Specalist V Office Manager Director of Planning Senior Planner Assistant Directe -Community & Economic Develop. Planner VI Planner V PlannerlV Directs of Community Development Director FBPM Fisch Officer Project Analyst VII Project Analyst VI Audits III AudRe III 90% Administrative Assistant Secretary V (One part-time position) Project Coordinate (part-time position) .1 1 7 4 1 1 a- 1 1 1 ~s Z 7 7 D 1 Q 0 a~~ 1 1 1• 1 i 1 t 4.~ ENGINEERING Cily Engineer Assistant City Engineer Public Construction Manager 8-58 THE CITY OF SOUTH BEND PERSONNEL SUMMARY --- zoos zoos zoos Budgeted Budgeted Budgeted FTE FTE FTE G.I.S. (Geographic Information Systems) Manager 1 1 1 Public Works Safety Coordinator 1 1 1 Senior CAD Specalist 1 1 1 Permits Manager 1 1 1 Project Inspector II 1 1 1 Project Inspector I 1 1 2 Engineer Inspectors 3 3 2 Customer Service Coordinate 0 1 1 TraKic Investigator 1 0 0 Locators ~ 2 2 2 enior G.I.S. Specalist 1 1 1 Fiscal Officer 1 1 1 .Secretary of the Board 1 1 1 Sea'eterY V 0 1 2 Y N 2 1 0 TOTAL ENGINEERING f ~ STREET DEPARTMENT Director 1 1 f Manager 2 • Z p S`'uperintendentV 1' ~ f 1 Forman VI ; . 9 R Auditor IV 1 1 7 Auditor II ~ 1 1 Heavy Equipment II 13 iS Equipment Operator III 10 10 Equipment Operator II ~ ~ TOTAL STREET DEPARTMENT TRAFFIC & LIGHTING Manager of Traffic .'~:rf f f Operation Technican 6 ; ; Signal Technican 1' f f Group Leader 1 1 1 Sign Artist 1 7 ! Signal Technician II S S TOTAL TRAFFIC 3 LKiHTING DEPARTMENT WATER WORKS Director 1 1 1 Director of Finance 1 1 1 Director of Distributions 1 1 1 Network Engineer 1 1 1 Director of Tr~tment 1 1 1 Water Quality Specalist 1 1 1 Utilities System Specialist 1 1' 1 ' i'', ' 1 2 2 1 1 1 1 1 1 1 1 1 ~ 1 0 0 1 3 3 2 0 0 QuaFty Assurance r~trnent Technican 1 1 1 Quality Assurance Distribution Technican 1 1 1 engineering Aide IV 1 1 1 )eta Processor Supervisor 1 1 1 >ecretary of the Board 1 0 0 Vustomer Service Supervisor 1 2 2 Distribution Records Drafter 1 1 1 AudRarlV 2 3 3 Auditor III 3 3 3 Auditor II 2 0 0 Auditor I 0 1 1 Accountig Clerk IV 0 1 1 coordinator Water Speaal Projects 0 1 1 Maintenance Tech II 3 3 2 Maintenance Tech I 0 0 1 Field Repair/Inspector III 3 2 2 Field Repair/Inspector II 2 2 2 Field Repair/Inspector I 0 3 4 Meter Serviceman V 4 0 0 Meter Serviceman IV 0 13 13 Meter Serviceman III 10 0 0 Clerk/Disoatcher III 3 3 3 B-59 THE CITY OF SOUTH BEND PERSONNEL SUMMARY zoo2 euaeaaa Zoos tar,d taa zoos e d aa FTE o FTE r, e. . FTE ~~ Leader 5 4 5 Heavy Equip Operates I 4 3 3 heavy Equip Operates II 0 1 1 Uperata III 2 1 1 operator II 6 5 4 Ot~erata I 1 1 1 Machinist 1 1 1 Customer Service Rep Lead 1 1 1 customer Service Rep Senior 7 9 8 rayment Processor Senior 4 0 0 %rew Chief 1 0 0 Meter Reader Senior 5 0 0 Data Processes 1 2 2 oats Processor V 1 0 0 Janites 1 1 1 Shut OIf Clerk 0 1 1 Courier/Soppy Clerk 1 0 0 TOTAL WATER WORKS !f3 ~ p 8tipablmdnl! Ilif '. 2 Y S -~ plt~t~lll • 1 t. .# Jab L~rlu •• 6 . ~ ': 6 • Eglri~wk 4 . ' 4 •. - - 4 - Q -~ WASTEWATER ' Salary - Director of Public Woks 1 .. 1 • • '1 Division Diredes 1 - 1. , ~ Director-Wastewater p :• S ~ Director -Wastewater Maintenance Q ,• 0 •. +~ Directs -Wastewater Operation Q 0 t Manager - Wastewater Maintenance 1I ~- ~... 9 Manager -Wastewater Process 1 •. } - ~ superintendent V ~ ' ~- g Superintendent IV ~ '-'~ ~ Superintendent III p g 6 Superintendent III (Sewer Insurance) ~ , ~, - ~ Fiscal Officer 1 1 7 Supervises -Customer Service 1 1 - -- - • 4 SeCr@tary V 1 _ ~• - Systems $peCieli3t-Departmental • ~ •~- .: ~ ~ Pretreatment Coordinates ~ ~ ~ ChemisUSatety Officer 1 - 1 i Chemist 4 ~ . - ~ City Engineer 1 1 ~ ssistant Superintendent I f • 1•' . • •• ~ engineer Inspeda 1 •- ~ ~ Administrative Assistant 0 '. ; ;: . ~ : ,~ Salary Total - Hourly .. .. •• - . read Operatess g ~ = ' ~, . 0 Senies operators 0 ~ • • 0 Veneral operators fa :. 6 . a Maintenance Lead 1 , - it ~' Maintenance Repair IV $ ' . 3 - •S Maintenance Repair III p ~ ,. • • ~ Maintenance Repair II ~ ~ `• 1. .• 0 Maintenance Electriaan V ~ - 1 -11 Job Leader ~ > .- 1I -1 tquipment Operates I •{ ~ r sanitation Operates Z - 2 • ~ g LiR Station Maintenance Repair II 2 •- $, . j CSO Repair II Z ,~ _ ~' • S, Heavy Equipment Operates II Z •.• ': g p Heavy Equipment Operator I $ ~~' _: ~ • ~ i Hourly Total TOTAL SEWAGE WORKS ^ .: ~ - - .~ B-60 THE CITY OF SOUTH BEND PERSONNEL SUMMARY zooz ~ coos zoos ~ t d FTE FTE s• • FTE CENTRAL SERVICES Directs Central Services 1 1 1 Manager of Equipment Services 1 1 1 rurchasing Manager 1 1 1 Maintanence Mechanic Supervise 4 4 4 superintendent II 1 1 1 rseman V 1 1 0 roreman IV 1 1 1 Fiscal Officer 1 1 1 ivudkor III 1 1 1 inventsy Contrd Technican II 1 1 1 secretary V 1 1 1 secretary III 1 1 0 Printshop Manager 1 1 1 Print Shop-Technician 1 1 1 Directs of Communication 1 1 1 Radio Technician III 1 1 1 Radio Technican II 1 1 1 Radio Technician I 1 1 1 Mechanic V 16 16 12 Mechanic N 4 4 8 Machinist V 2 2 2 Machinist IV 1 1 0 Bodyman V 3 3 3 parts Clerk I 1 1 2 Parts Gerk 11 3 3 1 parts Runner 1 1 2 Janita/Labaer 1 1 1 TOTAL CENTRAL SERVICES SOLID WASTE Salary ' . Manager p Q .f~ _ Superintendent N S Z f' Foreman VI (Code Enforcement) 1 1 • f~s.- Audita II 1 { f~` Spry V 1 Salary Total Hourly - - Anvers Zp 14 x ~' Pidcerll a 7 -• ~ ~ operator III (Code Enforcement) a S ~ Job Leader ~ - f.. - Hourfy Total . TOTAL SOLID WASTE - BUILDING DEPARTMENT • •_ - s 'r `cuilding Commissioner 1 1• • '4 ~, uesign/Plan ReviewSpedalist f 1 fr Assistant Zone Administrate 1 1 f jZ~' Zoning Speaalist O ~ 7- ~: Fiscal Officer i 1' f ',:s- ~nspeda VI ' ff 11 11„ secretary N $ S- .: sl''- Administrative Assistant Z g - ' • TOTAL BUILDING DEPARTMENT - CONVENTION & EVENTS MANAGEMENT CENTURY CENTER 'Executive Directs 1 1 1 Directs Events Services 1 1 1 'Events Coordinator 2 2 2 Building Engineer 1 1 1 Directs Marketing & Sales 1 1 1 Sales Manager III 2 2 2 'Secretary II 1 1 1 'Secretary 111 1 1 1 Directs Finance 8 Personnel 1 1 1 Audits III 1 1 1 Directs Administrative ServiceslNetwsic Administrate 1 1 1 'Secretary of the Board 1 1 1 engineering Aide IV 2 1 1 'Engineering Aide III 0 1 1 Manager Set Up/Housekeeping 2 1 1 B-61 THE CITY OF SOUTH BEND PERSONNEL SUMMARY Budgeted Budgeted Budgeted FTE FTE FTE Director of Media Services ~ ~ ~ Manager of Media Services ~ ~ ~ Media Service Technidan ~ ~ ~ Sales Assistant ~ ~ ~ Fssistant Building Engineer 0 0 1 met Up IV 1 1 0 Set Up III 5 5 6 Housekeeping I 5 5 3 iiroup Leader 1 1 1 Utility Person t 1 i t ieneral Labor 0 0 1 ~aroundskeeper 1 1 1 . - . 1.1LsaL,tIdDO1M . ~: 088 0 '' ~ 016 ~ 0.16 ~ ..: C ~ _ ~ 1 ~ ,l n .. . ~ ~ ~ . ~ .: ~ ~ ~ .: ~ ate. ~ - o~ ass a t a~a a~16 . ,. .. ~ ~- Staffing by department in 2004 B-62 ~ _~~ ~ r ~~ ~~ 1 ~~ PERFORMANCE BASED BUDGETING AND OUTCOME MEASUREMENT INTRODUCTION The City of South Bend has an established and well-respected commitment to performance based budgeting. This process attempts to hold departments and staff accountable for achieving citywide goals and objectives by benchmarking their actual performance and by budgeting accordingly. For the City, as for many other entities using performance based budgeting, articulating long-range goals and objectives -the vision -has not been terribly difficult. What has been difficult, however, has been itemizing and expressing real and meaningful measures of performance. In the performance based budgets prepared by the City prior to 1999 there were no standardized or utilitarian definitions of performance measures utilized by all departments. In the absence of such standards or definitions, departments simply recorded and reported their outputs, their production - certainly a measure of something, but not necessarily a measure of their contributions to the realization of citywide goals and objectives. In order to enhance the performance based budget, the City incorporated outcome measurement in the process which utilizes formats called logic models. Outcome measurement is a unique tool that is client-centered. It produces a clear, defined and standardized set of indicators reflecting the impact or change that each program attempts to effect among their clients or customers. It is a tool that provides a foundation for performance based budgeting. It allows each City program's staff to identify the clients they serve, to describe the changes they wish to make in those clients, and to associate those changes with citywide goals. It allows decision-makers to evaluate programs three-dimensionally: first in terms of the outcomes these programs say they will produce, second in terms of community wide goals and objectives, and finally in terms of cost effectiveness. It is a tool that puts flesh on the performance based budgeting skeleton. (Those wishing to read further about the tool should look at United Way of America's Measuring Program Outcomes: A Practical Approach.) Outcome measurement always begins with a defined mission, a clear and concise presentation of the program's purpose and intent. In the following pages you will find that each program has written a purpose statement (program purpose) intended to focus the program's activities and services in a manner consistent with the city's mission statement - "to become a model city." The program's clients or consumers have also been identified. Within the context of outcome measurement, clients or consumers are simply those people who directly consume the services provided by a program. When reading this document, it is important to remember that clients or consumers may be distinct from beneficiaries. Beneficiaries are those larger populations who reap a return from the investment made in programs but who do not necessarily consume the services of those programs. To better illustrate this, consider the following example. As guards in a prison, the staff manages the activities of the incarcerated population -- enforcing schedules, providing C-1 recreational opportunities, making certain that prisoners have appropriate access to families and legal counsel, etc. The prisoners, then, directly consume the services the prison staff provides through their correctional program. The prisoners are the clients. All residents, however, are the beneficiaries of these services in that they are afforded protection and safety. A program is simply a related set of activities consistently pursued and systematically applied with purposeful intent, that intent being - at least within the outcome measurement framework - to change something in a client or a client group. A program then does'not necessarily have to be organizationally bound. It may require staff, but it does not require a discreet organizational chart, an independent administrator, or its own suite of offices. A program may actually be the shared responsibility of the entire staff of an entire division or department. A good example is the Community and Economic Development's Capacity Building Program which can be found in the following pages of this section. The Department of Community and Economic Development holds a variety of contracts with community based and non-profit organizations to provide staff support and management to these groups and their volunteers. The purpose is to provide opportunities that address obstacles that impede individual and organizational self-sufficiency. The contracts are not the sole responsibility of any single division; the contracts are dispersed across a variety of divisions. Non-profit organization management and the related efforts of capacity building, however, is viewed as a coherent program for which all divisions are responsible simply because the activities engaged and the services provided are consistent and systematic across all the client groups who share the common characteristics of being organized into non-profits requiring management and staff support. In this sense, the purposeful intent across all divisions providing services is to change the client groups into functioning bodies capable of conducting business. The divisions share a homogenous client need, a related set of activities, and a common purpose when managing non-profits; they share a program in effect. When we talk about outcomes in this document, we are always talking about incremental changes in clients or client groups. It is important to understand that outcomes contribute to but are different from impact Impact is a community wide phenomenon. It is the net result of all the outcomes of all those programs being offered in a specific geographic area, including programs operating independently of the City. Citywide goals are an expression of the impact the City wishes to have through its programs. It should also be recognized that others outside of municipal government hold some responsibility for contributing to the desired impact. This document reflects the contribution of each program's outcomes to specific impacts (goals). In order to better understand the components of the logic models that follow this introduction, it maybe helpful to provide some overall definitions. Outcome measurement as an evaluation tool deals with the logical relationships among inputs, activities, outputs and outcomes. Inputs are simply the resources that programs have at their disposal, including those that constrain them. Inputs -- the resources programs have -- include staff, volunteers, funding sources, specialized equipment, etc. They also include ordinances, regulatory bodies, accrediting standards, and all those structures that place boundaries on programs. Activities are the things programs actually do - to educate, to prepare, to update, to maintain, to repair, etc. Activities are obviously actions, not things. Outputs, on the other hand, are very much things. They are the products emerging from activities. (If the activity, for example, is to educate, then the products might include the number of classes offered, the number of newsletters produced, or the number of C-2 individual tutoring sessions engaged.) Outputs are the things that all programs track and benchmark annually in order to gauge productivity and cost-effectiveness. Outputs are always expressed as a number, a target, reflecting the desired level of productivity required for the outcome. The outcome measurement model does not abandon traditional benchmarking of outputs. In fact, it relies upon such measures to help in determining cost effectiveness. This model adds the benchmarking of outcomes as an additional dimension of programmatic evaluation so that cost effectiveness can be discussed in terms of tangible changes among clients or outcomes. Like outputs, outcomes must also have a target, a numerical expression of the desired level of change among clients. Targets are often not realistic until there are at least baseline data and, preferably, at least one year of benchmarking. During 1999 (when preparing the 2000 Budget), the City began the process of collecting data on outcomes using indicators established through the use of these logic models. Indicators, of course, are nothing more than a quantitative measure of performance with a specific outcome. It is important to remember that indicators are not necessarily direct measures of changes in clients; they are often just indications of such changes, which is why it is best to cross validate findings and evaluations with multiple indicators. A logic model is simply a format for expressing the progression from inputs to outcomes. It attempts to apply the "if ...then "proposition of logic. Within outcome measurement, the proposition should read something like this: 1. if a program has these inputs (resources and constraints), then it can engage these activities (actions); 2. if it engages these activities, then it can produce these outputs (things); 3. if it produces these outputs, then it will effect these outcomes (changes); 4. if it effects these outcomes, then it will contribute to these citywide goals. Included as an integral part of the logic model is the linkage between each program's outcome (representing departmental goals and objectives) and the corresponding citywide goal(s). The City's eight broad goals (as outlined earlier in this document). are repeated here for the reader's, ease. Each logic model references the citywide goals using a letter which would correspond as follows: GOAL A: The Community's Economy Improve South Bend's economy to ensure a vigorous local business climate; ample employment, business and investment opportunities for all our customers; and a tax base that is sufficient to meet the needs of the City, its residents and other customers. GOAL B: The Community's Public Safety and Civility Improve South Bend's public safety and civility to ensure that every resident and other customers can live, work, play, run a business and raise a family in a humane, pleasant and safe environment; have adequate, affordable and timely access to all forms of emergency services; and can contribute and participate in a community where people of different backgrounds live in mutual respect and harmony. GOAL C: The Community's Quality of Life C-3 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. Fallowing 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 2004 and 2003 budgets as well as 2003 and 2002 actual costs for comparative purposes. Logic models for all programs follow their respective program budget summaries. C-4 The City of South Bend Department/Division 2004 Program/Performance Based Budget Table of Contents City Organizational Chart .. ... C-9 Erected Officials -Organizational Chart ....................................... C-10 Program Budgets ................................................... C-11 Mayor's Office -City Administration ................................... C-13 Mayor's Office -Communications and Public Relations .................... C-18 Mayor's Office -Education and Youth Issues .............. ............. C-21 City Clerk -Linkage Between Residents and Local Government .............. C-23 City Clerk -Ordinance Violations Bureau ............................... C-25 Common Council -Municipal Legislation /Resident Representation .......... C-27 Administration and Finance Department -Organizational Chart .... . Program Budgets .................................... City Finance/ Budgeting and Reporting ................. . Human Resources ................................... Information Technologies ............................ . Safety & Risk Management ........................... . Benefits Management ............. ................ . Human Rights ...................................... ........ C-29 ........ C-30 ........ C-32 ........ C-36 ........ C-39 ........ C-42 ........ C-45 ........ C-48 Legal Department -Organizational Chart ...... ... C-50 Program Budget .................... ... C-51 City Legal Services ................. ... C-52 Police Department -Organizational Chart ...................................... C-57 Program Budgets ................................................... C-58 Police Chief sOffice/Administration ................................... C-61 Technical Services Division .......................................... C-65 Crime Prevention ................................................... C-69 Records Bureau .................................................... C-72 Communication Center .............................................. C-74 Training Bureau .................................................... C-77 Community Relations Division ........................................ C-80 Liaison Mental Health and Geriatric/Adult Protective Services ............... C-83 D.A.R.E./Safetyville ................................................ C-85 Uniform Patrol Division ............................................. C-88 Traffic Division .................................................... C-91 Investigative Division ............................................... C-95 Metro Special Operations Section (MSOS) .. ........................... C-97 Neighborhood Enforcement Service Team (NEST) ........................ C-99 C-5 Fire Department -Organizational Chart ... C-101 Program Budgets ........... . °.. C-102 Administrative Services ...... ... C-104 Fire Prevention ............. ... C-106 Firefighting Operations ...... ... C-110 Emergency Medical Services .. ... C-116 Cdde Enforcement Department -Organizational Chart C-119 Program Budgets ....................... C-120 Environmental Standards Enforcement ...... C-122 Substandard Housing .................... C-124 Abandoned Vehicles .................... C-126 Animal Control ........................ C-128 Parks and Recreation Department -Organizational Chart .. ... C-131 Program Budgets ........................... ... C-132 Park Administration ......................... ... C-135 Marketing/Grants/Sponsorships ................ ... C-138 Park Security .............................. ... C-140 General Park Maintenance .................... ... C-142 Greenhouse ............................... ... C-145 Forestry .................................. ... C-147 Park Safety ................................ ... C-149 Recreation Centers .......................... ... C-151 Programming .............................. ... C-153 Athletics .................................. ... C-155 Aquatics ............ .................... ... C-157 Special Events ............................. ... C-159 Potawatomi Zoo Operations .................. ... C-161 Potawatomi Zoo Education Services ............ ... C-166 Potawatomi Zoo Veterinary Services ........... ... C-170 Potawatomi Zoo Maintenance ................. ... C-173 Golf Maintenance Operations ................. ... C-175 Golf Pro Shop ............................. ... C-177 Community & Economic Development Department -Organizational Chart C-180 Program Budgets ....... .............................. C-181 Area Revitalization, Development and Preservation ............ C-183 Capacity Building ...................................... C-186 Grants Management ..................................... C-188 Investment and Job Retention/Creation ...................... C-191 Planning, Research and Policy Development ................. C-194 C-6 Public Works Department -Organizational Chart ................................ C-196 Engineering Division Program Budgets ................................................... C-197 Design and Administration ........................................... C-199 Public Construction ................................................. C-202 Underground Facility Location ........................................ C-204 Geographic Information Systems ...................................... C-206 Safety Coordinator .................................................. C-208 Customer Service -Public Works ...................................... C-210 Good Neighborhoods Public Works Improvement ......................... C-212 Streets Division Program Budgets ................................................. C-214 Reconstruction & Maintenance of Streets .............................. C-216 Snow Removal ................................................... C-219 Leaf Pick Up .................................................... C-221 Traffic and Lighting .............................................. C-223 Municipal Service Facility -Building Maintenance ...................... C-226 Water Works Division Program Budgets ...................................... C-228 Water Distribution, Construction and Maintenance ........... C-229 Customer Service, Utility Billing and Administration ......... C-232 Sewage Works Division Program Budgets .......................................... C-235 Sewers -Maintenance of City Collection System ................. C-237 Sewers -Construction and Repair of Collection System ............ C-239 Wastewater Treatment ............................... ..... C-241 Wastewater Laboratory ..................................... C-243 Wastewater Industrial Pretreatment ............................ C-245 Wastewater -Organic Resources .............................. C-247 Sewer Insurance ........................................... C-249 Central Services Division Program Budgets ............... ............ C-251 Central Services Administration ... ............ C-253 Fleet Maintenance .............. ............ C-256 Fire Fleet Maintenance .......... ............ C-258 Body Shop .................... ............ C-260 Purchasing/Central Stores ........ ............ C-262 Parts Inventory Management ...... ............ C-264 Print Shop ...................... ............ C-266 Radio Communications .......... ......... C-268 Building Maintenance ........... ............ C-270 C-7 Solid Waste Division Program Budgets .. C-272 Solid Waste Pick Up C-273 Customer Service .. C-275 Consolidated Building Department -Organizational Chart .. C-277 Program Budgets .......................... .. C-278 Building Inspections ....................... .. C-279 Building Permits .......................... .. C-281 Licensing/Registrations ..................... .. C-283 Building Plan/Design Review ................ .. C-285 Zoning .................................. .. C-287 Century Center -Organizational Chart .......... , C-289 Program Budgets ...................... C-290 Sales and Marketing .................... C-292 Orientation and Training ................ C-295 Safety and Security .................... C-297 Media Services ........................ C-299 Building Maintenance .................. C-301 Set Up, Housekeeping and Grounds Services C-303 Future Planning ....................... C-305 Morris Performing Arts Center -Organizational Chart C-307 Program Budgets ....................... C-308 Ticket Services ......................... C-310 Promoter/Performing Services ............. C-312 Facility Marketing & Booking ............. C-314 Patron/Event Services ................... C-317 Building Maintenance & Facility Operation .. C-320 Events Services (Palais Royale Ballroom) ... C-322 Sales & Marketing (Palais Royale Ballroom) C-324 C-8 Crta55 < ~f I ,~ t '~ ~ ~4"~ 'J~ I~ft~ I~]..~ 1 ,~ 11.:J ~~(~i~~' y~W3 Ij' .._~! y' I`te pf I^~ ~f_f~~ 1L ~S~ ill ll -f' ~d1 ~ 6~ J BLLl G'r~1~~~1~ 8I L~ ' ~ ~~ Board of Public Safety Police Fire Department Department (Police Chief) '' (Fire Chief) -Technical Services -Fire Prevention Division -Administrative -Investigative Services Division Division -Firefighting -Uniform Patrol Operations Division Division -EMS Division -Community Relations Division t;entu center morns tteaevelopment ry bard of Parks Board of Public Board of Entertainment Authority/ 8 Recreation Works Managers Board Commission Morris Community 8 Parks & Public Century Performing Economic Recreation Works Center Arts Center Development iuperintendent (Director Director) (Director) (Director) Park Administration -Engineering -Economic Division Division Development Park Maintenance -Streets -Community Division Division Development Recreation -Water Works -General Division Division Administration Potawatomi Zoo -Sewage Works Division Division Golf Division -Central Services Division -Solid Waste Division onsouaated Building Administration Department & Finance (Commissioner) (City Controller) - City Finance 8 Budgeting -Human Resources -Benefits Management -Information Technology - Safety 8 Risk Management -Human Rights C-9 i~ (M. -- ~~ ~~•~. .:t ri'' Q lYi~17~ . ~~~~ t1S~ .. ~~!' `mss.- . '~i;r~r C-10 ELECTED OFFICIALS 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION DEPARTMENT TOTAL: GENERAL FUND: Mayor's Office Personal Services Supplies Other Services Capital Other Uses City Clerk' Office Personal Services Supplies Other Services Other Uses Common Council Personal Services Supplies Other Services Other Uses Capital TOTAL ELECTED OFFICIALS PROGRAM BUDGETS: 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) 516,620 ~1I;~# . ' . 866 613,501 10.00 23,234 26;43'! ~ ~ 22 22,343 90,836 88,E 10.9,515 109,269 11,800 p Q 10,000 293 •6T7 412 642,783 ~4,T' ~' 755,525 207,896 220,240 225,312 247,749 5.00 6,398 9,416 12,054 8,554 27,563 34,082 59,616 49,088 185 205 205 224 242,042 263,943 297,187 305,615 184,736 1g2 ~: 1)~, 209,681 1,103 1( 853: 3,553 67,276 86,59'. 2'1 #,84~ 213,259 274 '198 2.98 672 173 - _ Q ~ Q 0 253,389 '~ ~ d.9QM1 427,165 1,13$,214 1,188,998 1,395,043 1,488,305 MAYOR'S OFFICE -CITY ADMINISTRATION Personal Services 351,539 377,340 38~,13~9' 414,770 Supplies 18,355 19,842 .1,2,$11 14,469 Other Services 41,784 34,528 ~~ 54,607 Other Uses 269 358 3~$ ~ 391 Capital _ 11,800 0 Q 10,000 423,747 432,068 494,237 MAYOR'S OFFICE -COMMUNICATIONS AND PUBLIC RELATIONS Personal Services 103,324 109,527 111,306 122,852 Supplies 2,090 5,070 1,471 1,781 Other Services 40,876 41,922 49,281 55,016 Other Uses 24 19 19 21 146, 314 156, 538 162 , 077 179, 6 70 24.00 7.00 C-11 ELECTED OFFICIALS 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) MAYOR'S OFFICE -EDUCATION AN D YOUTH ISSUES Personal Services 61,584 64,807 66,780 69,375 1.00 Supplies 2,789 1,525 1,961 1,632 Other Services 8,176 9,912 9,850 10,611 72,549 76,244 78,591 81,618 CITY CLERK -LINKAGE BETWEEN RESIDENTS AND LOCAL GOVERN MENT Personal Services 176,712 187,204 187,009 205,632 3.50 Supplies 4,351 6,403 7,956 5,646 Other Services 17,640 21,812 23,846 19,635 Other Uses , ,M, , 185 205 205 224 198,888 215,624 219,016 231,137 CITY CLERK -ORDINANCE VIOLATIONS BUREAU Personal Services 31,184 33,036 38,303 42,117 1.50 Supplies 2,047 3,013 4,098 2,908 Other Services 9,923 12,270 35,770 29,453 43,154 48,319 78,171 74,478 COMMON COUNCIL Personal Services 184,736 192,365 193,426 209,681 9.00 Supplies 1,103 1,250 3,553 3,553 Other Services 67,276 66,294 211,649 213,259 Other Uses 274 296 296 672 Capital 173 0 0 0 253,562 260,205 408,924 427,165 TOTAL PROGRAMS 1 138 214 1 188 998 1 395 043 1 488 305 24.00 C-12 ~ti a~ .,,. 0 C-13 b a~ ... «~ 0 1 C-15 C-16 z 0 H w~ w~ w OAS ~~~ U OH" ~ ~ ~ U ~ ~ O a C-17 .~ 0 C-18 ~-~ H ~"~ M~ W ~~y+ 1~ "~ ~ ~ 0 O ~ ~ ~ •~ [.~ 0 ~"~ ~ 0 V 0 C-19 Z O E" ~ V wa ~~ w ~ wz 00 ~~ ~ ~ O~ ~~ O V L7 k „; U j' ~ ~, ~ ~; ~ , ~ ~;, .~ ~ •~ ~" w. ~ o ,,: i,.; a, ~• * Z ,y' .; .: C-20 :~ ~ ~ ~ ~ b a~ b 0 0 w 0 0 U ,~-+ U iii 0 w U 0 i b a~ a~i W H W~ ~ 0 ~i ~ ~A w C-22 E"~ ~-+ ~ w ~ ~ a ,° .b •~ ~ a~ a w o ~ ~ UU- ~O '~"" G `/ y U -..~ '~ o a~ 0 0 ~ U O U A ~ ~ W ~ `~ ~ T ` ~ ~ v '~ ~ w ~ ~ ~ w ~ ~ ~ ~ ~ W ~~~ V1 ~o c , o A ~ ~~ ~~ o~~ W ~ ~ °' ~ r~ ~ bA ~/ ~ ~ ~ '~+ ~ W `~ `~ °' ~ ~ ~~ ~~~ U H ~ ob W ~, ~ ~ ~~ W a, ~ U a F~ o ~. .. G. V ~/ W a C-23 H z w w 0 c7 a a U O a U ~ w~ wz ow ~ A ~~ w~ az U W F V F W W L7 z a c~ 0 a a C-24 ~„~ ~~-, O 0 ~ O W w F~ ~ 0 V a c-Zs 0 r~ VZ w ~ w h O~ ~O ~~ ww Uv ~~ Hz ~~ U O L'~ O a C-26 ~' .~ Z U O -~ E~ .~ w Q, ~ o o v o ~ ~ 3 b ~ ~ b ~ ~ b Z ~ ~ w c ~'•° A ~U ~ ~ ~~ U ~ ~ °~ ~~b z ~~ ~~o Oz ~~~ ~. o VO ~~~ ~, zN ~~~ O~ ~~z ~~b U ~ 3 ~~ O .~ .~ ~ V ~y~ w ~ c `~ U ~ ' ao '~ o ~ ~ ,~ ~ M~ ~.~ ~ H ~ U ~ ~; ~ o Z ~. ~ U .. ~ a O a H H W a h w A ~~ V ~~ O~ ~H O~ ~~ Ow V ~„~ a v O a c-2g a' :ate' 'v - Clty Controller Benefits City Finance/ Information Management Budgeting & Technology Reporting Payroll Licensing Accounts Payable Human Resources Human Rights Safety & Risk Management C-29 ADMININSTRATION AND FINANCE DEPARTMENT 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION DEPARTMENT TOTAL: GENERAL FUND: Controller's Department Personal Services Supplies Other Services Other Uses Capital Human Rights Commission 2002 Actual 2003 2003 2004 Actual Budget Budget 920,966 1,003,429 1,049,487 1,180,143 34,611 38,600 35,543 35,543 363,609 310,297 361,064 324,163 801,163 1,001,305 1,305 1,239 2,522,698 2,006,868 1,544,700 2,752,920 4,643,047 4,360,499 2,992,099 4,294,008 Personal Services 199,873 208,824 214,218 232,761 Supplies 3,441 5,131 6,131 5,131 Other Services 32,798 42,260 43,022 42,522 Other Uses 111 124 124 111 236,223 256,339 263,495 280,525 SPECIAL REVENUE FUND: Human Rights -Federal Fund Programs Personal Services Supplies Other Services Other Uses 69,249 72,032 74,567 82,962 2,836 9,071 2,800 2,800 107,564 63,847 63,155 62,755 2,769 2,872 2,872 3,247 182,418 147,822 143,394 151,764 INTERNAL SERVICE FUNDS: Liability Insurance Premium (Safety & Risk Mgt) Personal Services 71,642 74,874 79,719 81,557 Supplies 7,134 5,250 5,583 5,583 Other Services 1,673,913 1,126,747 1,480,517 1,410,517 Other Uses 35,418 40,049 40,049 49,347 1,788,107 1,246,920 1,605,868 1,547,004 Self-Funded Employee Benefits Personal Services Supplies Other Services Other Uses TOTAL ADMINISTRATION & FINANCE 81,673 $1~,9[i7 9¢,835 100,500 3•,$84- f;$OQ 7,81Z~ 7,612 8,5~~k'~6 8,861,$~L1 7,TU~16~3 11,307,422 'F7.. 'LB~:~+18 - •_ 1 16,894 ~ ,l ' 7~ 11,432,428 PROGRAM BUDGETS: CITY FINANCE /BUDGETING AND REPORTING Personal Services 351,743 366,472 370,482 401,869 Supplies 22,156 24,778 22,615 22,615 Other Services 124,800 145,220 179,775 156,300 Other Uses 801,163 1,001,305 1,305 1,239 1,299,862 1,537,775 574,177 582,023 2004 FTE (full-time staff only) 2.00 C-30 ADMININSTRATION AND FINANCE DEPARTMENT 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) HUMAN RESOURCES Personal Services 161,191 167,941 169,779 185,939 4.50 Supplies 8,343 9,314 8,165 8,165 Other Services 82,116 92,298 102,039 97,386 251,650 269,553 279,983 291,490 INFORMATION TECHNOLOGIES Personal Services r .,. $12,97'8 3~,ge4 y' 329,853 :?~40lf.:iBl} 7.00 Supplies s..:, 4;1#Z 4,1308 4,783 ~;~,; 4.783 Other S2rvICeS '~ ~ ~ 74 :~b,~ 70;4 SAFETY & RISK MANAGEMENT Personal Services 71,642 74,874 79,719 81,557 Supplies 7,134 5,250 5,583 5,583 Other Services 1,673,913 1,126,747 1,480,517 1,410,517 Other Uses 35,418 40,049 40,049 49,347 1,788,107 1,246,920 1,605,868 1,547,004 BENEFITS MANAGEMENT Personal Services ~ ~ >~ 81873 :' t K;.; . $7.987 "sry .99,$$5 70D,~ Supplies ;~: =:. $,'i54 . ~ 5.800 ~; 7812 7,872 Other Services ' " ~' ~` ,+~78 ,801,1641 ,74~,4~ 11,3p7~2 Other Uses 132.38r 1~,W8 7&x,84$ 15,$94 758 HUMAN RIGHTS Personal Services 28J9;1?2 2$8.$58 288,785 iF 7~$ 7.00 Supplies 8.27T t4,~ ~. ; 8,9$1 " ,981 Other Services 140.382 ifl8,`I07 7iD6,7lT r Other Uses 2 ~WB 998 - - `- " 404,181 CITY-WIDE EXPENDITURES (not included in above programs) Personal Services 95,054 142,932 184,225 186,756 n/a Capital 2,522,698 2,006,868 1,544,700 2,752,920 2,617,752 2,149,800. 1,728,925 2,939,676 TOTAL PROGRAMS C-31 o.~ a$ ~., ~ y ~ ~ U ~ ~ ~ ~ ~ ., ~ ~ ~ F z ~ ~~ °~ - ,.., o o ~ ~. `e .~ ~ ~. ~,~// ~ ~., r~ . , ~ ,. .; . cd [..r A ~° .d a~ a~ „i N >' _ ~ " ~ ~ ~ , ~' $ ~.• o -d a w ~ ~ a ~,~' ~ ~,~ c~ w ~ ~ ~w o ~. ~ ~ w ~~ .~ \ ~ ~-+ ~ U s 4~,, C X23 w ~ o ~ .~ ..i ~ a~ ~ b10 ~ w Z ~ ~ ~"' b q. ~, ~ E" ~ aivi ~ ~i ,~+ ox Mai h~l y ~+ t+' _ ~ ~, ~ H ~ ~" ~ ~ ~ S ~ ~. ~ . ~~ ~ ~ ~ ~. A ~ rk ~~ _ it Q z ,r R r ~` ~ h V ~ ~ ~ ~ ~ ~^ O ;~ ~ ~~. ~ ~~ ~~ ~ tic r r _. ,,~_ .: , :b .o ~~ ~ ~~ .~ ~ ~ ~ ~ C-32 H z w H a W A W U w z 0 H a N z A V z N x 0 a 0 z a L~ H W Ab ~ °' A4 ~~ 0 ~ U w `~ U z w H c~ L7 O a a C-33 H a w (~-] ~ (ri ~A w A Uw ~~ ~ A4 w~ ~ W ZV O~ N~ w ~~ ~H ~~ z~ ~~ ~~ 0 x a b ... 0 C-34 w a w A W V w z 0 H a N z A H 0 a A z L~ z H W U A~ ~ ~ ~ o W U `. U z w H v ~a O a C-35 C-37 N W H a w A W U Z w O H A w a 0 x ~a L7 O a C-38 H w w A W U 1~1 O h Fw V Q a V H O rO r h~ ~a a b a~ ~b a~ .'., on .., b 0 ~. u. a~ ~ ~ ~ o ~ ~ U O cd '~ „V" +~+ V ~ ~ ~ ~~U~, ~ ~ ~ '~ O ~ ti ~ ~ ~i y G a N ~ ~ O N y ~ W o U H ~ a~ w ~ ~ U a ~. 0 ~. a ... 0 U C-39 ~w W~ ~~ F., O ~~ a~ w~ A L~ W ~ U H ~O~ ~~ w ~ ~~ 0 ~ ~~ zo o ~, H~ a~ N~ ~~ ~~ ~~ ~a C-40 zw w~ ~~ ~, o ~o a~ A U W W OF ~O w~ ~~ O~ ~z H ~ .. E~ ~ ~~ ~~ A ~ ~a C-41 C-43 h wz w ~~ ~~ w~ A W Ux ~~ ~~ w ~ °?3 Ey ~ W O~ ~~ H .. H ~ ~~ ~ C7 ~~ ~a C-44 a~ .~ 3 ~ .~ U • ~ ~ ~lr U _ N ~ e~ a ~ ~ ~, ~ ~ ~ ~, ~ o pq Z N `~ Z ~ ~ a~ ~ j w ~ , ~ au ~ ~ .~ a~ ~ ~ ~ ~ w ~ ~ A ~ W z ~ ~ ~ z ~ W h ~~ w w ~'~ ~~' NF U Z ~ ~ w ,~ U ~ ° 0 ~ ~ . w ~ ~ • ~ H '~ ~ • ' ~ a ' Q~ M ~ a~ ~ ~ ~U Q"r/ ~ H U V1 O o ~ ~ A F~1 CL '.~~.~ p., a U s, tin 0 ~. a a~i .~ 0 C-45 C-47 8 :~ H w H a ~' w~ wad I~ x .. 0 h ~ 0 vFu1 a' 1~ u~ D ~;_ ,, s ` . ~> -~ +1 N ~_ ya;~, ' ~, •wl h N M ~'r1 .-+ sy _ ,q ~ `r - ; t - ~ ;. .. ~ C-49 ~ ~ Chief Assistant City Attorney City Legal Services for: Annexation Ordinance Review Human Rights ~~ ~~~!- +'~~~ :. . W~ • - Assistant City Attomey City Legal Services for: Code Enforcement Licensing Building Department C-50 LEGAL DEPARTMENT 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2002 Actual DEPARTMENT TOTAL: GENERAL FUND: Legal Department Personal Services 590,014 Supplies 15,517 Other Services 53,961 Other Uses 186 659,678 2003 2003 2004 Actual Budget Budget „~5 •: $~,1'F4 763,890 '1'~,'!~• '.1~,~4$ 15,543 "$i~;7B8 ~ _ ~~ 57,470 • •PD7~' ~ 228 - . T15,~18 837,131 INTERNAL SERVICE FUNDS: Liability Insurance Premium (Self-I nsurance Portion) Personal Services 45,712 ~'' 7 ~ ~ 66,403 Supplies 307 254 Other Services 346,511 659,800 392,530 726,457 TOTAL LEGAL DEPARTMENT PROGRAM BUDGET: CITY LEGAL SERVICES Personal Services Supplies Other Services Other Services (Claims) Other Uses TOTAL PROGRAM 1,563,588 2004 FTE (full-time staff only) 15.00 • - ~ _ ~` . ~ C-51 .~ .~ o ~ ~ .~ ~ ;s ~ ~~ ' ~, ~ U ~ ~wa w ~~ ~ b ~~ ~ 1 ~~ . ~ 3 0 o ~ •~ ... ~ ~ ~ ~ ~ ~' .~ w ~ ° ~ ~~ ~ ~~`~ ~ ~ ~ ~ ~.~ ~.-~ ~ ~" ~ ~ b ~ ~ ~ e ~ W ~~ ~ z W ~ b ~ as ,. ..~ F„~ ~ ~ ~ ~ '~ ~ ~ ~ ~ ~~ ~~ ~ W °~~~ `~ 1 ~ ~ ~. .~'~ ~ b ~ ~ c .~ A ~ - c"i3 ~~ctr~ ~~ b ~ ~ ~ ~ ~~ ~ ~ _ O ~ ~ U h ~ ~: ~~ c '~ t. a a ~ ~~ `t ~~ U ,. ~. u,:~_ _u~,__ b 0 Y C-52 w ~~/I Fi~l w ~~-, V1 w a rr~hh Fi~l V w~ a ~ a ~~ A [~ --~ ~ ~~ W O a h b .~ 0 C-53 ~, w° N O O N O ... N b cd y N N F. h ~F a~ ¢. a~ A a~ U .'r .-~ O b (~ O C/1 N ...+ O O bA N b . r. U U cy~ c~ U O N U .,~ ~--~ O ~. b .,. «t .'., «i U h 'd p +"~-~ O N ~ •~ ~ ~ ~. U ~ .~ ~ ti N '~ 3 o, ~ ~~ ~ o N 69 ~ ~ N O ~ .-~ .~ ~ ~ ~ 4-r ~i, Q ~~ ~ ~ dE ~., c-ss C/1 w U H W Z ~ w a~i a '-~ ~~ AHD ~U W~ ~~ L7 O a C-56 F~ -~T Office/ Administration Technical Services Division M C-57 POLICE DEPARTMENT 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) DEPARTMENT TOTAL: GENERAL FUND: Police Department Personal Services Supplies Other Services Other Uses Capital Communication Center Personal Services Supplies Other Services Other Uses Capital PENSION TRUST FUNDS: Police Pension Fund Personal Services (benefits) Supplies Other Services TOTAL POLICE DEPARTMENT PROGRAM BUDGETS: .148.7 iT.583.[i0i9 - • 18.411,713• 20,088,542 315.00 =;.~ ~a15~3B • 588;9798 741$ • 677,254 ,743,11$ t.8p$,fl37 2,113~30D 2,047,916 s, - 11;3 ~ 1i,0~ 11,825 12,597 $B3 W • 12$! S!2 928,249 ~ 6 ~ $ 23,754,558 1,09Z,47Q 1,133.9QA ~'1,122~41Sy=~`'1.377,499 - p ~.~ 2.072 6,1~9i- ~ 4~D,'d9 ~~ ~ is ~~~ ~ . ~~~"~ . ~ 2$.175 84 D 1 12?• 5 85 x;414 18 ~ ~; .;~, `-r: .-. G't ,~ ;{: 21~ -' • ' 273 0 . ; # 1 4,192,093 4,468,770 4,518,143 5,025,676 n!a 600 718 1,020 1,020 1,867 1,083 3,290 3,290 4,194,560 4,470,571 4,522,453 5,029,986 .. -_.____ .. H4 POLICE CHIEF'S OFFICE /ADMINISTRATION Personal Services 284,660 302,560 317,183 345,142 Other Services 339 382 500 500 284,999 302,942 317,683 345,642 TECHNICAL SERVICES DIVISION Personal Services 446,829 393,376 412,386 452,615 Supplies 454,963 532,348 696,425 612,447 Other Services 1,596,925 1,555,195 1,935,014 1,841,980 Other Uses 11,569 11,023 11,023 12,591 Capital 1,070,393 995,604 1,231,352 928,249 3,847,882 CRIME PREVENTION Personal Services 234,910 160,900 168,677 251,734 Other Services 1,776 2,064 2,700 3,251 236,686 162,964 171,377 254,985 G58 POLICE DEPARTMENT 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) RECORDS BUREAU Personal Services $Qa;447 7~yp~ 803,055 805,302 21.00 Supplies ~~ ~,a~ 32,678 26,592 Other Services ~~,~ ~,~ 21,750 4,100 • 857,483 835,994 COMMUNICATION CENTER Personal Services i~r470 1,Y38, ~''11,1~413 ~~1~977,+41p ~' ' Supplies - 2 .~ ' ~.~. 8saZ9 ~ ~ 4 Other Services ~g~ ~gygg S~ .2&841 ~~~~ Other Uses ~¢ 913. %' ~ ~ •-" ~ 273 ~ ~ Capital ~ 14 y . ~' d 1,1~1,p18 ~,~ ,zia~a 1~4'~.a~ TRAINING BUREAU Personal Services ~ ~3„~~ 2~,~(} . 214,792 253,+1 Supplies Bap •'~R14T 1,$00 3,~D Other Services • 4~#$ i1 22T ~1- ~1,Tp$ 54T,~476 (:OMMUNITY RELATIONS DIVISION Personal Services 8.00 Other Services LIAISON MENTAL HEALTH & GERIATRIC/ADULT PROTECTIVE SERVICES Personal Services 59,448 65,282 66,806 72,566 Other Services 240_ 280 500 500 59,688 65,562 67,306 D.A.R.E. / SAFETYVILLE Personal Services 236,834 92,315 96,776 103,337 Supplies 0 76 100 100 Other Services 3,311 3,214 4,000 1,800 240,145 95,605 100,876 105,237 UNIFORM PATROL DIVISION Personal Services p,~~g ' . .10,t~064 1~ 11748 Supplies 32,pp& ~ ; ;.~,~ $;~p ~~ Other Services 1rg ~1' ~ 2$ 1 - -- --- TRAFFIC DIVISION Personal Services 1,033,783 496,070 517,279 606,905 Supplies 2,005 382 500 0 Other Services 2,464 2,612 3,250 4,500 1,038,252 499,064 521,029 611,405 C-59 POLICE DEPARTMENT 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) INVESTIGATIVE DIVISION Personal Services ~.77$.+t98 5.~.~78 +`~ ' 786 '~• ' 17.804 55.00 Supplies 8~' Z~ gyp ~ $815 Other Services ~. 84r71D d~ ;;fit • 1~T00 18 8, 119 METRO SPECIAL OPERATIONS SECTION (MSOS) Personal Services 925,630 980,939 1,028,345 1,242,511 Supplies 806 1,125 1,200 1,500 Other Services 26,721 29,995 33,801 127,285 953,157 1,063,346 1,371,296 tVEIGHBORHOOD ENFORCEMENT SERVICE TEAM (NEST) Personal Services 358,991 455,129 477,124 476,089 Other Services 563 884 1,100 1,500 359,554 456,013 478,224 477,589 POLICE PENSION -BENEFIT PAYMENTS Personal Services (benefits) 4,192,093 4,468,770 4,518,143 5,025,676 n/a Supplies 600 718 1,020 1,020 Other Services 1,867 1,083 3,290 3,290 4,194,560 4,470,571 4,522,453 5,029,986 TOTAL PROGRAMS 25,803 213 26 518 736 28 240 886 30195 440 346 00 C-60 b a~ ..., 0 b a~ .~ 0 1 C-62 0 N N MCI E-+ z~ ww ~~ ~wb ~O~ a w ~~' o Aw~ ~x ~~ `~ w OU a~ O a ~7 O a C-63 C-64 C-65 C-66 C-67 A Fil ~ a~ A ~ W ~ UV Oh a O „~ ~, ~; ~; U ... N y O O N .~ 0 .~ 0 b 0 w 0 b a~ ~. a~ 0 U . ,..~ 'C O !~. y ~, N 9 iE C-68 0 MCI E"+ ~-, w ~ a~i a ~~ A~~ W ~ ~ .. O~ a~ O a c-~o r:~ H Z r`~ w ~ ~9 W w ~ Q w .. a L~ O a ~i ~f a r ~ ~ C-73 b . U i~-i w a~ ~; ~3 ° a ~, ~ b •~, •~ ..., O a ~ W ~ ~ •~ ~~ Z b~ ~ W U N ~~~' ~ ° ~ A ~ ~, Z Z b w 0 ~ ~~ E~ ~ °' °' a b ~ ~~~ ~ '~ ~ ~ ~~° ' ~ ~ p., Z o~ ~ o.~o~ A ~ ~~~ U W ~"~ ~ ~ o ~ ~ O U ~ .d ;~ O .. ~ ~ ° a. -d ~ a ~ ~..~ ~~, b W ~ Ei a~ ° c. a U ~ ~ an 0 a b .'., 0 C-74 w N w E"', V1 w ~ ~ a ~ ~o ABU W ~ v0 '"' U O •• a~ O C-75 C-76 O ~ .~ ~ ~ ,~ U y ~ ~ o a ~ ~ ~ Q ~ . °~ ~ ~ o U ~ o ~ ~ ~ a~i c ~ .,... a~ U A ~ .~ ~ ° ' ~ ° ° o H ~ ~ ~ ~ U A ~ ~ 'C p ~ ~ ~ .' .= ~ U G ~ ~ ~ W A4 U ,~ ~ ~ ~ ~ ~ ~ Z ~ U ~ O e ~"" ~ ~ ~ O + ~ `~ ~ ~ U s ,. b '~ o ~. ° A N o ~ ~.~~b~~ N w .~ U U N ~ .,~.~ ~ ^' a ~ ~ ~ ~ O A . . U N Q" ~ N G QI ~ o ~ ~ ~ o a O H a N a 6~ h ~ a ~ U a ~, on 0 ~. a .'., 0 C1 C-77 H Z W ~1 ~ ~ •~ ~ ~ W ~ A H W .. W~ O a~ O a ~~ ~ C7 a~ a~ w AF W U~ a a ~7 0 a a C-79 C-80 O MCI ~I A ~~ W ~ ~~b ~ ~" W ~ o A~~ U ~ ~ ~ 00 av L7 O a c-s i c-s2 a~ .~ U N ~I o a ~ A ~1 ~4 'd ~ v~ ti ~ b U ~~ ~ ~ ~ U N ~ ;- 'i^'+ W ~ ~ ~' ~ ~ ~ ~ ~/ ~" .~ S".. ~ ' A ~ ~ °' O C/1 `~ ~ W ~ U W ~ ~ . :-~i N ~ a W y ~ ~ cv ~ a ~ ~ ~~ ~ ~ w ~ ~ ~ w ~ °o A ~ ~, ~ W ~ U ~ o ~~ ~ Z N b '~ a O W E o ~ • ~ ~ ~, a a H ~ ° z a O ~ a a v M--~ ~ ~ .. 0 ~. a a C-83 :~ E"'~ A V E~ W ~ ~ U ~ ~ ~ a ~a~ aww AxH W W e~ V ~ H W F+ ~w0 a'~a z O O a C-84 w a H w w w x ~ A ~~ ~~ z ~~ O U ~ Z ~ ~~ H ~b ~ ~ w ~U ~~, ~ A ~ [~ U ~ aw ~~ w o0 A ~ .~ .~ W ~ `~ ~' VH ~~ b ~~ 'so O~ o~ ~~ a ~ Ha ~ o a ~ aU a ~. `~ 0 a A O a ~a` a z o C-85 C-86 w a a H w w ~; w x A .~ H O z~ w~ ~V ~ ~ ~A ww A V W a~ o~ a~ w as a A c7 0 x a c-s~ U .~ b .~ O M~ O bA .'., N ~'. ~r N (~ O ~° ~I ~ I~1 f1. ~,~ ~ A ~ C~ z0 ~ W ~ ,~ ~ F., o ~a ~~ ~ ~ a ~o w~ ~~ Ap ~~ ~. ~, O U~ ~°~ ~~ .. ~ ,b p ~,,, .~ a~ H~ ~~ ~7 0 O a ~1 ~ V a ~ ~ 0 ~. a ;, ~,. ~ ~''~. ., .s i C-gg .o z 0 E.., A z0 w~ ~h ~ ~~ ~a~ a ~~ w o App W~ U O •• a~ L~ O a C-89 ICI ~A za wo ~~ N ~" x~ ~a a~ w AO w~ Uz ~~ O •• a~ O a U N O .~ c~ N y N H ~F C-90 C-91 b a~ .., 0 C-92 H ~ z~ w~ ~A h~ ~w w~ AH W .. a ~7 O a C-94 0 ZA W~ E-+ H ~ ~ W~ A W U~ ~ ~ ~ .. O~ a~ L~ O a 0 .., ~ •~ ~ ~'' ~ o ~ ~ V U '' .O O o a cs' ~ ~ -d o •~ ~ ~ a~i ~ ~; ao y ~ d .~ ~ .~ 3 ~ ~. a~ 0 0 •~ m .~ U ~, a .~ ; ~ ~ ~~ 'y U ~ ti O y ~ ti ~ .~ ~ ,;' w .~ '~ ~ ~ •~ ~ A y ~.~ ~ b~~~~~ U H ~ ~, ~ U a ~, 0 ~, a C-95 ZA W ~ ~ ~ C~ F' ~ ~ a `'" Aw V~ ~ .. a~ O ~~~~~~x~.f~~ ~ ~~~~~ A cat ;~ .`.. ~ ~ ~. ~ ~ ~,". `~ i ~: ~ ~~ ~ a era ~.~, ~ ;:~+r~ fS ~~ ~. lrf ' j 4~ # Y , Sy' ^~ i~ 0 ~~ ~0~.y hl '~ C-96 0 V1 H U W z0 W --~ ~~ ~a a~ Aa W ,~ ~ W O~ a~ H w O a C-98 r^~ l~/w/' _` W `~ W W u~ ~ ~ AZ W W ,~ A a0 aO~ • ~uT~• 1~ O W V 0 ~~ ~ti S~~ H S~ ~J ~~ ~, 'C~ ~~ ~ti 4~ ~ CJ ~ ~~ N .~~ (~ ~ C7 A ,r ~ ~ t?Q • ~ ~ . s~ ~ a rH '~ Q~ y ~ C ~y d) . ~ '~ y G] ~~ ~i ~ ~~ ~ ~ ~~ ~ ' ~ c~ ~ ~ ~ GQ 'w ~ a !N '~ ~~ ~ a 4~ on ~ c~~~ ~~ U ~~N ~o ~~ a~ v a ~ a ,~ N ~~ ~. x~. N ~" ~ b • y • rl ~~ ~~ C~ V1 cn ++ c~ C1 iry py U ~y N ~~ ~N ~~ ~^ p~ C-99 H w H a w A w O a H C/1 W w H w w H w w U O w z w A O O O x L7 w a C-100 A a~ 0 ~, a ~_ I •~ ~:: Special Operations Hazmat Confined Space Water Rescue Firefighters' Pension Board of Trustees C-101 FIRE DEPARTMENT 2004 BUDGET ~~ND PRIOR YEARS REPORTED BY NIAJOR EXPENDITURE CLASSIFICATION 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) DEPARTMENT TOTAL: GENERAL FUND: Fire Department Personal Services '148•' • • t~$1 $~, . 1$r791,49~ 257.00 Supplies 2~r7,•. • . ~: 588,1$+4 ,~ Other Services • i;d•;FTf• $A~~:1# : _ '~;~ 7 ~5,~ Other Uses :3, : • 4 - • . • •4,9BB ~ R„t~.3•. Capital _ _ •:. - •:.-•_ ' • • •~ 0 15,832,254 .15,816,158 16,650,996 ` ~~~~~! CAPITAL 1=UND: EMS / Flre Department Capital Fund Other Services 491,177 290,315 290,315 411,155 Other Uses 250,000 250,000 250,000 250,000 Capital 81,331 538,401 538,401 432,000 822,508 1,078,716 1,078,716 1,093,155 PENSION TRUST FUNDS: Firefighters' Pension Fund Personal Services {benefits) 3,898,011 4,025,764 4,245,310 4,592,314 n/a Supplies 0 30 200 200 Other Services 1,612 2,044 4,841 4,841 3,899,623 4,027,838 4,250,351 4,597,355 TOTAL FIRE DEPARTMENT ,~ -~:+~ • '• ~ .~. •,~ .~1~ PROGRANI BUDGETS: ADMININSTRATIVE SERVICES Personal Services 448,172 465,409 465,409 515,430 11.00 Supplies 105,321 137,758 187,188 121,600 Other Services 1,411,204 1,134,682 1,176,149 1,341,894 Other Uses 253,252 254,363 254,363 254,145 (:apital 304,263 592,073 538,401 432,000 2,522,212 2,584,285 2,621,510 2,665,069 FIRE PREWENTION Personal Services ~4,rfl~ ~~683 , • -' - ' ~ • ~ 7.00 Supplies i;f8~ • • ~~:. '4,9il4• 1~Id0 - • 1,1~' Other Services 41},Op(d • ~.~ FIREFIGHTING OPERATIONS Personal Services 1~11~~• _ ` ~1 •• '11.308,4®5 t2,~+413~4~75. 187.00 Supplies . ' •, $T; • ~ • • ~9~ Other Services •- :: 1 ..•...! 1~ C-102 FIRE DEPi4RTMENT 2004 BUDGET i~ND PRIOR YEARS REPORTED BY h7AJOR EXPENDITURE CLASSIFICATION 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) EMERGENCY MEDICAL SERVICES Personal Services 3,307,313 3,111,932 3,165,828 3,421,246 52.00 Supplies 75,384 63,532 75,592 69,866 Other Services 14,000 14,000 14,000 14,000 FIREFIGHTERS' PENSION -BENEFIT PAYMENTS Personal Services (benefits) 3,898,011 4,025,764 4,245,310 4,592,314 n/a Supplies 0 80 200 200 Other Services 1,612 2,044 4,841 4,841 3,899,623 TOTAL PROGRAMS ~ '~; `_ _ ~~ _ ~-~~' C-103 ~ ~ ~ ~ ~ ~v' W ~ ~ +. 3 0 ~8 ..., o x ~ :~ ~; ~~ ~ U `=~' .U N ~ .~. 4_•~ W `" ~ ~ ,~ ~ U c~ ~~ E~ ,~~ r" ~, ~ ~ - ~"~ ~ ~ ~ ~ ~ ~i ~ ~ . , , ~ ~ ~ ~O ,~ N ~ ~, o ~ ~~ ~~ W .~ 4.~ ~ w ~ W t a, ~ ~ > ~ ~'~ a ~ .~ ~ i~ ~ ~ ~ ~ w ~ ~ W Z ~ ~ ~ j' ~ ~q ~cr - '~ , w ~ _ ~ `,~ o a ~ - {~ a. ~ va f , ~;~ ~ v ~ a ~ ~. ~ ~~ ~" ~ ~ ~ ~ ~ ; *~ i w ;, ''/^~ _ ~ u ~ Vl y, ~ i1 ~ ~ > ~. • • •: • • • 3 C-104 O © h ~ ,N .r ~~ "'~ t'i1 ["~ w U F1~I r N ~ ~" ~. RT w 0 W ~ F E...~ ~ ."' ~ o W W N ~ ~ ~ ~ V1 ..+ a~ w~ A ~ A ~ 3 1 3 a'' ~ Sd as 3 ~ ~ ~ . ~ ~ .~ ~ ~ ~~ w ~ ,,,, ~ .~ u~ v~ a ivy cr,. ~ ~«. ca, ~ 4. ~ 7 ~ ~ ~ o Z ;~ ~ p4 W C-1 OS ~ o ~; b ~ N ~ ~, w ~ o ~ °x~ ~ ~ ~ ~ ~, a~ b ~ ~ ~ ~ ~b .~ _ o ~; a~ °' U x ~~~ • ~~", ""' ~" U Z ~ ~x~ o .~~~ ~ F U ~ ~ O ~ ~ ~ ~~ ~ Z ~~aa"~ o .., Z~ ~Q~~~ W ~~~~U _~ H ~~A (~i ;, w g ~~UU~ 4., ~ ~ a o ~, ww ~~~~~ .. ~.Uo~o A ~~ ~~ b ~ c ~ U U ~ y y ~`~., ~ N N a °~ y ~~ €:~ ~ U a ~~ N ~~ ~yy,N,^^ `N/ O ~N A~ €~ a a a a a a ~g~~ ~~ ~~ ~~~ ~i ~ biE ~~r~ ~3 8318 89H b8 a ~ & 6 ~~~ ~~3~~g~~~~~~i~~¢ C-106 b .o C-107 c O ~, ~ ~ o U " ° ~• r•~ '~ ~~ ~ a ~ 8 0 H zw w~ ~~ gab x ~~~ a .o w ~ U A ~ `J w~ O a C-108 C-109 a~ .d ~ ~ ~ .~ .~ ~ o ~ U '~ , ~ ~ .U TT^^ ~ V M v1 ~~ y .. ~/j, ~ O ~ ~ ~ yy +($v~~ W V N Q~ U VF ~ ~ ~Q ~ b~.+ .O ~~~yy1 ,'may y h~ ~~ ~ ~' O ~ U • ~+ ~~~~ a, N ~ ~ ~ A °~ W ~ ~ ~ ~ a ~ ~w ~~ ~ ~ ~ w ~, W ~,, .~ ~ ~,., ~ Q ~ ~ °~ ~~+ ~ ~ .~ w -~ ' ~ ~ w .. ~ ~ o ~ p ~ ', ° '~ H H ~ ~ ~ ~ _ ~ o ~ ~ ~= .~ a r. ~ ~ ~. ~~ ~. a ~- ..~ °° ~ ~ ~ ~ ~. N5 ~ ~? w • b 0 C-110 E"+ w O Z w [..~ -d T h '~ a V o (.~ ~ U A ~'' `~ w a ~ ~ w w .. ~7 O a b .~ 0 `~ C-111 MCI E-~ w a ~O z w ~z ~~b ~ x a~~ woo ~ U Q ... ~ ~ ~I .. V a b .~ 0 Y C-112 C-113 W ~ ® ~ c' ..,, '., "' H H. cn ~V ~ r $ ~ ~ t~ < ~ Ca ~~ t .-. N O A E...~ a N ~. ~ ~ ~` W C7 `~ ~ ~ .~ `/ +-~ w FT.~ N A~ ~ ~ ~ ,~ w ~ w ~ o w ,. ~ :. ~ ~ ~ ~ ~ ~ .~ o ~ .~ ..~ a ~ ~' ~ ~ ~ ~ ~.., -~ o ~ ~ ~ ~ '~ ~ ~ ~ ~ ~ ~ ~ `~' ~. ~ ~, - ~, ~ o , °` .~ ~. .~ .~ ~` ~ ~ ~ o C-114 V1 H w H 0 -Z ,-~ E'+ ~..i b a~ a ~ o W~ w ~ AG ~" ~w w .. O a H z w H x d a w A a w W U H A W !~ Ir' •/U 1~ W G~ w W a C7 O a a, c~ N W O Lr ....i .~ b .N o cv U .~ O w~ W -d .~ O a U N L," bA W ~F-1 z .~ 0 ti ti ~', 4-a 0 ~1 0 o ~ U ~' ~ N ~ "Cy ti ~~ G4 y as a ~, n~ 0 ~. a V U R ~~ b~U w3'1 `V r/r^~ V1 w a~ U . ,.., V] ~~ ~ ~~ 4~s t~ ~ ~s ~y ~i a~ a 9 Y fii~ ~ ~ B ~ E § p g y 3~~~ 911 ~I~ gg S ~eEi~ ~$ ~a ~ ~ ~~~ S o ,~p~ ~yo~~~;,~ ~~ ~ ~ ~ ~~~ Ef g ~ ~ ~ a f~ 4 ~+~~~ i ~~= s~ ~~~ ~~ ;I ~~i ~~~~ C-116 v~ .o w a z~ wA ~~~ ~ ~ ~L~~ /.T~ W U A ~ ~a ~w w~ W ~a L7 O a a oa oa o4 Aa ~_ ~~ ~ ~ ~,. ~` 0 ~iy~ ~~9~ ~~j ~~~~ €~~~~t~ ~ L J C-117 w U W d [-~ U ~ '""' W W ~ ~ ~ ~ ~ U W W A ~ W ~ ~ fsr W L7 O a C-118 ~gDE~NFORCEMfN~" f: - - G - ~::~,~ ~~` `- .:R ~ - Animal ~~t ; ~ Control ~F ~ :~:- - .~? 'Y: ~~- _ C-119 Code Director CODE ENFORCEMENT DEPARTMENT 2004 BUDGET AND PRIOR YEARS REPORTED BY MIAJOR EXPENDITURE CLASSIFICATION DEPARTMENT TOl~AL: GENERAL FUND: Neighborhood Code Enforcement Personal Services Supplies Other Services Other Uses Capital Weights and Measures: 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) 796,307 762,747 834,125 857,612 19.00 107,929 109,970 167,765 151,267 224,293 194,464 232,954 234,106 2,141 2,193 2,193 3,039 84,158 121,175 234,900 115,800 1,214,828 1,190,549 1,471,937 1,361,824 Other Service$ 38,042 39,503 42,150 42,150 Code Hearing Offi4er Other Service$ 43,152 42,152 56,976 56,878 Junk Vehicle Personal Services 33,854 39,218 40,804 46,372 Supplies 2,096 3,175 3,768 3,768 Other Services 19,581 14,986 21,370 18,586 57,379 65,942 Unsafe Building Other Services 197,613 123,830 255,166 180,638 197,613 123,830 255,166 180,638 Animal Control Personal Services 225,396 244,850 248,174 315,279 Supplies 53,177 55,286 38,823 38,823 Other Service 72,354 60,419 74,538 77,617 Other Uses 324 317 317 354 Capital 18,351 0 0 0 369,602 360,872 361,852 432,073 I.00 ENTERPRISE FUND: Solid Waste Fund CCode Enforcement only) Personal Services 284,110 338,119 333,916 387,802 TOTAL CODE ENFORCEMENT 2 202 878 2152 404 2 587,939 2,530,091 37.00 C-120 CODE ENFORCEMENT DEPARTMENT 2004 BUDGET AND PRIOR YEARS REPORTED BY MIAJOR EXPENDITURE CLASSIFICATION 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) PROGRAM BUDGETS: ENVIRONMENTAL STANDARDS ENF ORCEMENT Personal Services 579,295 645,706 665,291 730,417 16.00 Supplies 35,960 37,017 47,842 42,349 Other Services 131,111 105,241 155,372 129,980 Other Uses 543 555 571 723 Capital 22,587 26,798 53,424 69,480 769,496 815,317 922,500 972,949 SUBSTANDARD HOUSING Personal Services 392,440 406,836 442,448 460,944 Supplies 47,808 49,206 63,878 56,983 Other Services 371,922 263,723 462,617 355,533 Other Uses 722 738 762 972 Capital 30,029 35,622 71,331 46,320 842,921 756,125 1,041,036 920,752 ABANDONED VEHICLES Personal Services 7'[ ~ ` ' ;•7;71'• :1 '; Supplies Other Services ~ , ~ ~' -~'' _ • = `- _ Other Uses _ ~ - - - ._7'~- °~~~ Capital ~ ~ ~ ~ ANIMAL CONTROL Personal Services 225,396 244,850 ~ '~4- •, - Supplies 53,177 55,286 ~ ' ' •.~ Other Services 72,354 60,419 `` • ' '~'• Other Uses 324 317 '••~ ~' ~¢ Capital 18,351 0 .'. • :~.~1: -~'~`~ _ _:~'~F 369,602 360,872 TOTAL PROGRAMS 2 202 877 2,152,404 2,587,939 2,530,091 37.00 C-121 H z w w U zw ~W ~~ w~ a H F z~ ~~ U W O~ WO W~ A OW U C7 O a a a~ b b :~ 3 ~ ~~ ~~ ~~ o~ ~. o~ .~ .U ~ •~ ~ ~~ ~~ ~~ o~~,~ ~~~~ o ~~o~ ~ ° .~' a ,~ ~' U b a~ a~i ~ ~ b O L: ~ ~ ~s. -• ~ ~s. '~ o b ~ 3w~ a~ o ~ a ,. a V ~, a~ 0 ~, a C-122 Z w w U ~O zz W W ~ ~ aA wz A~ NN ~~ ~~ ~z O~ ~o w~ w~ Az ow a 0 x a C-123 o i :b U O O Q O ~ ~ ~ o ~~ ~ ~ ~, U u. ,, ~_ ~ 3 . ~ ~ ~ oa ~ ~ ~ U U ~~ o~ N~ b ~ ~~ b z~ ~b w~ ~~ N ~ ~ ° Vie, ~ o ~ ~ ~ .~ ~ x . wa ~~ _ A A .~ z °° ~ .~ ~ ~~ ~ N ~ ~~ ~ w '~ '"~ W a-1 ~ ~ ~ ~ ~~ >,~~ Q A ~ ~ ~ ~' O ~ a ~ a a U oo ~@ 0 ~. a ~~ ~~ ,y '~ C-124 C , W '""' a~ w~ A A H W U O •• W A ~ O U p.., ~s :;r. ,`f r'~ ':y ~..rn - ~~~ s ' ~' .i., y t ;14 .' ~ -. v..*:...' ~; ~~ ,~~{ t ::n ~;~ . ,.~. i s; ~ ~ ©. ` # 4.' . ~ h ~ ~.~ } ~ ' ..., ~ ... {~ ~. rl . p'f }M . 'tr ~ V ~. 1 ~ Y; s u~' E y. ~~ ~ .. r, ~if Lfi .:Y~ r '.i a ,, ,_, ~~.. ' ~ t ~' + '~ F -,; N ' ;~~~' '. ~ *~ ;' g, 4 ~~ f Le.~ ~'.~^ l .. L12IF'r:~.i:' w.'. f ~" ~ ~ ~~ 7 F` fix' ,, ,~ ~, a `, ~. :~' C-125 z w ~ ~ ~ ~ x ~ w w ~ a W ~ A ~, ~ ~ O ~ ~ ~ W A ~ ° U ~ ~ ~ ~ ~ ~ ~ O .. o ~ ~ ~, ~ ~ w ~ ~ ~ Z ~, ~~ W ~ H x ~' W ~ A O O ~ ~ ~ ~ v ~ U a ~. 0 ~, a ~~~~~ ~~ a~ a~ o ~ ~ ~~~~ ~E~ ~~;~ ~ ~ i t ~ ~ ~ ~ ~ ~ _ ~ ~ s a a 5 ~ ; ~, t 6 C-126 ~ U W A A Z ~O W A ~ ~ w .. W A~ Oa U ~. ~ ~ N ` L r •. ~ ~ ~~ .-a M ~"'+ ~' ~ ~ ~ ~~ ~ w~ ~~ ~Q. ~ ~. .~ w ~., '"" ~ • ,.. ~ C ~ ~" x; ~` y =~ ,, ~x t ~I -~ ~i t" ^ I~MI k¢~: ? ~ ~ ~~, _!~ F~ y "y ~' 7 C- 12 / !~ - ~ ~ d ~, ~ ' ~ ~ ~ ~ ~ ~ o O ~ M, w b ~ ~ •~ ~.~ ~ U ~~ a. ~ V ~~ U~ ~ ~ o~ ~ ;~ ~ ~ ~ ~ ., .~ w a ~, ~ ~ N~ ~w xN ~z ~~ .~ U a 0 0 ~~~ '~ o b ~ :~. Z ~ an U 'b a~ ~ a~ ~ CL w FBI ~ '~ Q W ~ ~ ~ O ~ •• ~ ~ ~ ~ ~ ~ a ~ ~~ ~ ~ ~ ~co ' c ~ ~ w ~ ~'~" W ~ H ~ W p~~,, - A a o b O °' °' ~ ~ ~ ~ ~ ~ ~ .~ ~ a ~.. ~:~ ~ .. ~~ a ~~ ~~ ~ ~ ~ M ~ ,~ ~ ~,~ b .o C-128 z wa Na ~z wo w~ Aa z~~ ~~~ .~ w U ~° U •• ~ ~ O~ w ~~ w0 W ~ A p., O V C-129 H z a ~z ao W U Aa Fd W Q a~ 0 Wo w ,x Aw O U >, O .~ u. b 0 U O i~ e~i ..y 3 0 a~ a~ z C-130 pm~rr4s ~~ ~cr~~ariow sS ~ s '-?i-v4F. ~e~n- Park Administration Division Park Maintenance Division Marketing/ Grants/ Sponsorships .s~,s - Yr .'~` s :.~: Park Security ~~ . , ._~:., ~:~ .. ;. .x...; •Y ,~ 5 ~t - ~:~ .~ k .a.: rri; . :~ - -?'F ---1 _~: T..d: ..y ° d^ r :~.: - ~.~e :~ Golf Division Pro Shop C-131 PARKS AND RECREATION DEPARTMENT 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION DEPARTMENT TOTAL: SPECIAL REVENUE FUND: Parks and Recreation Personal Services Supplies Other Services Other Uses Capital 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) 6,153,598 6,138,791 6,369,831 6,825,191 124.00 1,130,904 1,198,188 1,313,812 1,281,442 1,858,547 1,861,761 1,885,562 2,060,535 231,822 237,818 237,817 249,893 254,032 365,421 453,817 894,441 9,628,903 9,801,979 10,260,839 11,311,502 Recreation Non-reverting Operating Fund Personal Services 384,608 356,500 390,959 456,362 Supplies 191,869 186,144 126,956 195,301 Other Services 90,388 120,402 106,059 140,055 Capital 0 19,687 40,000 115,000 Special Events Personal Services Supplies Other Services Other Uses Capital Park Non-reverting Capital Capital TOTAL PARKS At•ID RECREATION 1,495 1,921 4,140 4,140 8,860 8,695 8,050 8,050 128,775 161,853 141,485 151,125 4,334 5,467 5,467 4,329 4,376 0 20,000 0 147,840 177,936 179,142 167,644 0.00 10 761 126 10,896,993 11,384,225 12, 98,164 124. PROGRAM BUDGETS: PARK ADMINISTRATION Personal Services 430,355 442,478 472,693 542,721 9.00 Supplies 24,127 17,171 14,509 17,700 Other Services 216,815 306,770 287,441 307,535 Other Uses 20,162 21,351 21,351 24,001 691,459 787,770 795,994 891,957 MARKETING /GRANTS /SPONSORSHIPS Personal Services 88,499 . ~ •• .:~• :s .., .. ..• 3.00 ~ Supplies 367 ~. - ~.. " • `~ - ' Other Services _ 38,736 -_ - :.:; :'ti : 127,602 .~-- ~-f` - PARK SECURITY Personal Services 149,229 i ' ~~ Supplies 1,105 C-132 PARKS AND RECREATION DEPARTMENT 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) GENERAL PARK MAINTENANCE Personal Services 2,190,590 2,154,158 2,194,497 2,414,028 Supplies 554,203 368,337 434,061 416,345 Other Services 836,485 1,078,007 1,130,109 1,236,147 Capital ~~ 273,456 385,550 491,817 918,411 °' 3,854,734 3,986,052 4,250,484 4,984,931 GREENHOUSE Personal Services 136,377 145,758 152,597 170,467 Supplies 10,733 7,934 10,838 10,835 Other Services 74,551 81,424 91,140 91,140 221,861 235,116 254,575 272,442 FORESTRY Personal Services 283,876 302,439 301,376 337,999 7.00 Supplies 11,803 12,702 18,905 14,625 Other Services 2,794 7,025 5,434 5,434 Capital 6,190 0 13,500 10,000 304,663 .322,166 339,215 368,058 PARK SAFETY Personal Services 18,580 22,842 22,826 23,937 1.00 Supplies 3,602 2,859 6,500 5,000 Other Services 0 1,020 1,025 1,525 22,182 26,721 30,351 30,462 RECREATION CENTERS Personal Services 500,745 510,117 544,860 593,685 Supplies 36,050 36,462 63,445 70,225 Other Services 92,710 78,898 93,030 90,147 Capital 0 0 40,000 115,000 PROGRAMMING Personal Services 348,249 332,270 283,214 371,961 2.00 Supplies 69,369 69,925 42,948 58,188 Other Services 25,247 28,799 21,101 22,961 442,865 430,994 347,263 453,110 ATHLETICS Personal Services 368,478 347,574 438,859 454,794 Supplies 158,990 134,446 104,772 167,097 Other Services 53,757 51,131 51,293 65,719 Capital Q 6,872 0 0 5$1,225 540,023 594,924 687,610 AQUATICS Personal Services 206,245 207,718 217,578 223,768 1.00 Supplies 12,597 .17,097 16,205 16,205 Other Services 9,923 9,728 8,240 8,240 228,765 234,543 242,023 248,213 C-133 PARKS AND RECREATION DEPARTMENT 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION SPECIAL EVENTS Personal Services Supplies Other Services Capital POTAWATOMI ZOO OPERATIONS Personal Services Supplies Other Services Capital POTAWATOMI ZOO EDUCATION SERVICES Personal Services 40,841 30,223 65,911 68,960 Supplies 14 0 200 200 Other Services 2,817 4,496 6,670 6,670 43,672 34,719 72,781 75,830 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) 88,108 93,581 86,266 96,080 2.00 27,237 19,297 19,135 26,185 165,957 217,005 188,074 220,476 4,376 12,815 20,000 0 285,678 342,698 313,475 342,741 572,605 549,130 538,664 546,645 121,304 173,235 182,530 216,888 149,539 173,031 161,861 177,034 189,093 79,346 121,670 175,800 1,032,541 974,742 1,004,725 1,116,367 1.00 POTAWATOMI ZOO VETERINARY SERVICES Personal Services 94,435 98,724 97,475 109,314 Supplies 10,276 15,030 14,350 14,500 Other Services 13,560 13,509 16,700 16,700 127,263 128,525 140,514 POTAWATOMI ZOO MAINTENANCE Personal Services Supplies Other Services 70,149 95,858 106,075 113,245 27,136 30,498 38,150 28,400 13,637 21,239 16,400 16,400 160,625 2.00 GOLF MAINTENANCE OPERATIONS Personal Services Supplies Other Services Capital GOLF PRO SHOP Personal Services Supplies Other Services CONCESSIONS Personal Services Supplies Other Services TOTAL PROGRAMS r:.. ,.'_ .~ .~lS .~.. ~'~•R__ - _w.. r 282,711 282,233 308,289 384,904 121,853 125,799 107,200 198,500 48,888 80,248 60,030 135,951 453,452 488,280 475,519 719,355 4.00 C-134 Z W~ ~ H a~ A '~ z~ O~ V LY 5 ~~ O ~~ a a 3 b .., .~ 0 U O O y N U . ,..i ~~ w a~ ~U N U W N .d .O u. a~ A a .b 0 0 H °o, a wo 0 ~. a A a v~ 41 O W b O A~ ~a a ~~ ~A •° a .~ .. 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Executive Director ~~ ~ Area Revitalization, Development & Preservation Capacity Building f Sri F "-" ~~ 4 ~~~~ C-180 COMMUNITY & ECONOMIC DEVELOPMENT DEPARTMENT 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) DEPARTMENT TOTAL: SPECIAL REVENUE FUND: Community & Economic Development Administrative Costs Personal Services 1,870,845 1,953,038 2,255,196 2,285,280 42.00 Supplies 41,143 43,732 39,425 39,925 Other Services 286,581 240,895 299,168 289,727 Capital 8,700 0 0 0 Other Uses 11,679 12,186 12,186 13,475 TOTAL COMM & ECONOMIC DEV 2,218,948 2,249,851 2,605,97$ 2,628,407 ' ~ 42.00 PROGRAM BUDGETS: AREA REVITALIZATION, DEVELOPM ENT AND PRESERVATION Personal Services 1,041,469 1,052,456 1,135,757 1,179,386 21.66 Supplies 22,561 23,579 21,320 21,942 Other Services 171,754 141,326 172,705 169,621 Other Uses 6,934 7,070 6,740 7,654 Capital 6,635 0 0 0 1,249,353 1,224,431 1,336,522. 1,378,603 CAPACITY BUILDING Personal Services 145,377 74,867 86,549 82,361 1.63 Supplies 3,308 1,712 1,476 1,464 Other Services 25,273 12,831 14,843 14,351 Other Uses 817 538 495 541 Capital 1,198 0 0 0 175,973 89,948 103,363 98,717 GRANTS MANAGEMENT Personal Services 1$4,~ - .~~- . ~2~r~ • ~ • ~;~21 Supplies •4yt~77 ~B.'1~ ;•••:3,10$ '~7~4 Other Services •7A,1~ 21,9 ' . '• 2Q, 26,7$2 Other Uses 1~ - - •• ~ - _ 5@A - • • 46a Capital _ ~ ~r ^ :.~:.. : Q.•• . . -• ~ -- - -- ~~• . s . 286,387 317,478 325,477 INVESTMENT/JOBS Personal Services 361.x: 986,E - • "-~„ _ 488;x.$7 Supplies 7F,~ - _ • ~1~• • . ~ - $a6'~Q Other Services : ~~ • : ~,~# - 4sg876 ~~ Other Uses 3.25'1 •5,'~7 j '•. ~ $,9$1 X4504 Capital ;`1)i$ -. -.- 4 ~ •0- ~~1T~~ ~- 20~ C-181 COMMUNITY & ECONOMIC DEVELOPMENT DEPARTMENT 2004 BUDGET AND PRIOR YEARS REPORTED EIY MAJOR EXPENDITURE CLASSIFICATION 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) PLANNING,RESEARCH AND POLICY DEVELOPMENT Personal Services 120,382 178,986 237,058 242,620 4.42 Supplies 2,862 4,095 3,489 3,496 Other Services 18,602 29,608 34,777 33,970 Other Uses 535 1,234 1,191 1,316 Capital 675 0 0 0 143,056 213,923 276,515 281,402 TOTAL PROGRAMS 2,218,948 2,249,850 2,605,975 2,628,407 42.00 C-182 C-183 C-184 w N w A E-~ W a O w w A V O O U W Z O N W a z E~ W A~ O a W w A Z O H N a H d L~ O a C-185 .~ ~ ~ ~ .~ a b ~ ~ .o '~ b U ~ ~~ ~ ~ ~~ ~~~ ~ E~ ~ ~ ~ ~ W ~ ~ ~~ ~ ~ ~ ~ ~ ~~~ ,. ~ ~~ ~ a co ~ . Q, ~ v v `° U A ~Lj7 ~ ~ 1~ ~ N a U H ~ "~ •~ ~ N ~ ~~ y a ~ ~. u w ~ ~ ~ ~ ~ ~ : ~~ 4 M--I ~ a~ N b ~' '~ . ~. O O N U ~~ ~~~ .e ~. a z H W ~. ~ _ ~p ~ ~ .. E-~ a ~, g ~„ ~ o x ~ ~ ~ ~ ~ ~r o ~ ~ ~ ~ _~~ ... w~ ww z C-186 F W E"{ a w A E~ W O W W A U O O W H O V Z A H U d a U ~a 0 a a C-187 H z w Fa d' a A Z ~~ O~ >~ W~ Az U ~ C7 °z~ 0 w~ °~ °a F p'' ~, O U oq ..., ., 3 a~ o ~ U ~ ~ ~ ti ~ U O ~ ~ ~ ~ ~ F. y ' ~ •~ O .~. y '~ N ~" O ~i ~~ .o ~ ~ ~~ ~~ ~~,~ ~ ~~ ~~ b~~ ~ o „a a '~ ~ U O ~ ~ ~' ~ cad" -`~ ~ GCI ~ U O .o ~ a ~~ ~ H z G ~ ~. :; ~ U a 8 ~. 0 ~. a . ~ ~. 4ti ~ F{' • ~~ , _ ~~_ C-188 Q~ .~ 0 w ~"~ W w A H W a O w A L~ z 0 v w N z 0 H z w w ~7 H ~7 0 x a .~ 0 U .. ~ ~~a ~~E~S~~ ~~ ~ ~~ ~ ~~ o s~ a~~E a~ ~ s ~~~~ a~~~ es EF~56 C-189 H w N w Q H W a O a w w A U O O W H z O V H W w F C7 t~ 0 a a C-190 C-191 z0 W '""' ~~ ~ q~ ~U a wz A ~ H ~ Z~ W W H a O ~~ ~Ob W`~~ A A 'o U ..~ Mai w U ~w w `qJ ~"~ ~ .. z~ ~~ ~~ ~o o~ ~a C-192 Ez ~o ~~ ~~ ~v a~ Az O H~ ~~ ww ~N O~ a~ ~o A A V~ ~ Z Ow O~ VN W ~ ~ ~ H ~ ~ ~ O~ Va C-193 H ~i W w 0 W W A A ~ ~ w ~ a~ a °~ x wa A ~ Q ~ w -'~+ ~--1 Na Z .. 0 ~ U ~ a •~ ~ ~ a~ ~ '" ~ ° c ;~ ~ . ~ o ~ c 0 v'~ ~ U a .d '~" ° ~ ~ a~ ~ ~ ~ a~i d ~+ '-' O j .~ ,,V„ 'C7 ~ cd ~~ ~ ~ ~ ~ 3 ~ ~ ~ ~ " ° °~~~ ~~~~ ~ .U ~ ~ ~ bw~~ o a~ S." ~..+ U '~ o ,ate ~ .N C7 .~ ~ o ~ ti ~'b O a~ -d ~ ~ ~ w ~ ~ ~ ~~ ~~~~~ ~~ ~~ ~~~~ ~ o ~ o a° ~.~ ~~~° ~ ~ o '~ o ~ .., ss. Z U o ~ a~ a ~; ~ U a ~. o~ a C-194 E" ~ w ~a ~O a~ AA H ~ W~ ~O as O~ ~ U W a A ~ ~~ O ~~ O~ w~ ~~ ~a E-+ a z .. p~ ~~ ~~ OO U~ a C-195 P1J~LIG W~t!(S C-196 PUBLIC WORKS DEPARTMENT -ENGINEERING DIVISION 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) DIVISION TOTAL: GENERAL FUND: Engineering and Traffic /Lighting Personal Services 1,464,637 954,481 1,033,337 1,056,265 20.00 Supplies 463,160 228,064 287,300 264,372 Other Services 3,358,886 2,357,567 2,416,560 2,411,513 Other Uses 962,131 12,398 12,375 9,144 Capital 280,355 144,267 211,000 215,000 TOTAL ENGINEERING DIVISION _ 6,529,169 3,696,777 3960 572 3 956 294 20 00 PROGRA11ll BUDGETS: DESIGN AND ADMINISTRATION Personal Services ,Ij q0~~l~ ~,~ = = - ~;~,g 8.00 Supplies ~ ~9(# •.. -171, ,2~-9~8 241' B Other Services 1~9-,Ilil~9. •. . 1,0.4$,$7. • ~ F,~,229 ' . 7,Qi1,745 Other Uses 1.1,i3i~ '~2,$~ • • 1`~,371s~ • $,1#+~L Capital 2911$~~' t?4+~.,'!~R '•~1Q,;~DQ 216,000 • ,717, i f 120. PUBLIC CONSTRUCTION Personal Services Y .. 7,p$z¢ ~ ~• • ,,~ "`~: 5.00 ~ Supplies ' 1,~EiT.- 1#,~3~ • itl;~ _ 10 5 ' ,57 Other Services 1~ - ~~ ~~ r : ~~ 7 ~ e~ UNDERGROUND FACILITY LOCATION Personal Services 79,488 71,590 79,755 73,136 Supplies 325 803 4,738 4,320 79,813 72,393 84,493 77,456 TRAFFIC AND LIGHTING Personal Services 550,247 1,764 N/A N/A N/A Supplies 330,653 43,561 N/A N/A Other Services 1,352,007 1,286,622 N/A 1,310,000 2,232,907 1,331,947 0 1,310,000 G.I.S. Personal Services 96,270 107,016 109,562 117,969 Supplies 266 143 7,440 .6,609 Other Services 20,212 .2,873 21,623 19,324 116,748 110,032 138,625 143,902 SAFETY COORDINATOR Personal Services 46,865 47,931 48,079 53,987 1.00 Supplies 313 0 1,000 500 Other Services 9,095 58 1,100 500 CUSTOMER SERVICE Personal Services 37,088 37,525 37,437 39,277 1.00 Supplies 52 1,074 400 800 Other Services 9,519 765 900 500 46,659 39,364 38,737 40,577 C-197 PUBLIC WORKS DEPARTMENT -ENGINEERING DIVISION 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) GOOD NEIGHBORHOODS PUBLIC WORKS IMPROVEMENT Personal Services 31,977 21,470 44,555 35,114 1.00 31,977 21,470 44,555 ALLOCATIONS FOR STREET DEPARTMENT FLEET MAINTENANCE Other Uses 950,573 N/A N/A N/A 950,573 0 0 0 TOTAL PROGRAMS 6,529,169 3,696,777 3960 572 3 956 294 20 00 C-198 z 0 Z AO r/ ~ w~ Z W ~ A H W Z N ~ aw wA A " ~~ O~ a va a a U .~ .--~ fyy-Z. c~ 0 ... U a~ ~ ~ ~o U •~ Fr ~w •~ ~ p. Q, '~ `~ `~ ~ ~ o . ~ a~ -h .~ o a~i ~ ~ ~ .~ ~ ~ ~b w ,~ .~ ~ ~, ~ ° ~ A b ., ~' .> ~ o ~ ~ ~ °' ~ o .. ~"+ ~~ U ~ U d~U a ~ ~ U a ~. 0 a ... 0 C-199 Z O ~z AO L7 z~ ~~ w~ ~z ~~ L7 ~ W~ Ab Z ~~ W'r Z U ~, ~'' V1 w wA A " ~~ O~ ~~ V ~ a a 0 Q w w W H W E-+ a W A O a a H H A A L~ W A a~ t~ 0 a w C-201 1~1 ~I ~~ Z H W U ~a ~ ~ zz wo ~, H w~ Fil a ^~ • • w A ~~ ~O O~ ~a V I~ a U ... ,--i a .'., 0 U ..., H O .., 0 .~ 0 ~. H 0 ~~ .~ ~~~ v Q O b W ~+~i '~ O .,. ~ LNr U ~i .~ U +-' ~ rn O ~UU ~~ o~ a ~U a ~. oo 0 ~. a c-ZO2 z 0 A W W W F+ z w H w 0 v a a O U E-+ O U U a a ~a 0 x a .~ 0 0 .~ .., N ...~ cd ,~ F W C-203 0 .~ U O bA c~ ~ ~ .~ "" ~ U ~ ~A b ,~ ~U o ~• ~~ ,b O ~ ~ ~. w ~ o _~. ..., .... ~ ~ ¢, o -d 0 0 a U ~ y H ~ O b asp ~U a to 0 ~, a C-204 z 0 ~o ~F A~ ~7 V ~O ~a W H ~ ~ ~ ~ L7 ~ W w ' A H ~ ~~ ~°a ~~ ~w aA wz A~ .. O~ ~~ ~~ ~a a c-ZOs 0 ~ ~ ''\^^~ ~ v1 A~ rh H V ~ z ~, ~~ WO z w~ i O H ~ w ~ a a~ A~ ~O ~~ U~ a~ 0 ~a on b 0 a. h a~ 0 U ~~+ iNi '~ O b U 'c~' ~" O ~ U .~ a •~' U ~ ~ °' C7 o a. ~ A '~ ~ `~ o ~ U ~ ~~ b ~ a~ ~ a¢i .~ F b U a ~ ~ U a ~, ao 0 ~. a C-206 Z ~ ~ ~ A W ~7 ~ ~~ ~~ wz zo ~ ~" z~ w~ 'o Hw w~ N~ ~a a~ A ~ v~ O ~~ O •• ~~ U~ paq O as c-ZOO Z 0 A L~ w w z w H z w H W O U M a O O 0 v H w V1 a L~ a A ~: A .~ 0 a on b U N .., U U N N fir" N ti .S' H C-209 ~-~ H H A W W MCI `/ w N w F~ W A v~ O U a O r~ V M/~ Frl rrW~ hv~l O U a ¢. U O ~ U a~i ti x H o .~ U U ." •--~ ~..i ~ ~ ~" ~ a .o U .~ ~ '~" ~ ~ ~ ~ .b H Q., 4r ~ O .b ti ~ ~ N ~ ~ ~~., ~ c~ ~ ~ A N 3 c~ a°~i ;~ b Q. ~ o '~ w ~ 3 ~ ~ .~ ~ a o ..fl ~ ti ~ ~V ice. N 1/" ~ ~ O ~~~o ~~ ~~ ,.per', . U .p ~ ~ W H ~. ~ U a ~. oo 0 ~. a C-210 0 ~ O A ~7 ~ Z ~ a W ~ za ~w w~ ~~ z~ w ~w ~~ ~o a,, E-' w ~' A~ .. O~ ~~ U~ ~ ~ ~a a c-21 i U . ,..~ .--i a w° ~. 3 0 a~ 0 ... 3 a~ a~ a~ ~b a~ ... 0 ou b y U 0 U ~" O .~ O U ~. ~"'. N O .~ 0 .~ 0 a ~. 0 s. a 0 U O U N O N O x b x y .r.r U C-212 O A W W z ~7 z w h w a w A O U a a H W W O a O U a as a A O O O x W A O O L'~ ~a 0 a a, C-213 PUBLIC WORKS DEPARTMENT -STREETS DIVISION 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) DIVISION TOTAL: GENERAL FUND: Building Maintenance Personal Services 179,990 223,813 232,241 259,387 6.00 Supplies 41,138 43,832 42,933 41,131 Other Services 290,796 467,840 484,246 464,950 Other Uses 1,113 1,545 1,545 1,646 Capital 25,568 0 0 18,164 538,605 737,030 760,965 785,278 SPECIAL REVENUE FUND: Motor Vehicle Highway (Street Department) Personal Services 2,978,445 2,957,533 2,887,732 3,299,416 Supplies 160,631 132,338 97,373 78,480 Other Services 131,989 140,095 141,967 155,840 Other Uses 103,332 100,233 100,233 87,819 3,374,397 3,330,199 3,227,305 3,621,555 Project Releaf Personal Services 53,947 43,799 60,069 59,300 Supplies 4,375 4,613 4,637 4,637 Other Services 38,769 24,460 39,560 35,472 Other Uses 4,003 5,372 4,245 3,981 Capital 0 22,025 51,050 45,700 101,094 100,269 159,561 149,090 Traffic & Lighting Personal Services Supplies Other Services Other Uses Capital TOTAL STREET CIIVISION PROGRAM BUDGETS: n/a 0 474,539 534,880 560,255 11.00 0 314,678 343,034 325,371 0 631,403 584,830 42,889 0 1,143,870 1,217,431 1,280,000 0 1,070,805 1,072,000 81,600 0 3,635,295 3,752,175 2,290,115 4,014,096 7,802,793 7,900,006 6,846,038 RECONSTRUCTION & MAINTENANCE OF ROADWAYS Personal Services 2,282,186 2,272,944 Supplies 123,082 100,672 Other Services 101,133 106,122 Other Uses 79,176 76,802 2,585,577 2,556,540 SNOW REMOVAL Personal Services Supplies Other Services Other Uses 2,212,678 2,463,000 74,610 58,584 106,476 116,331 75,175 65,555 2,468,939 2,703,470 696,259 684,589 675,054 836,416 37,549 31,666 22,762 19,896 30,856 33,973 35,492 39,509 24,156 23,431 25,058 22,264 788,820 773,659 758,366 918,085 C-214 PUBLIC WORKS DEPARTMENT -STREETS DIVISION 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) LEAF PICK-UP Personal Services 53,947 43,799 60,069 59,300 Supplies 4,375 4,613 4,637 4,637 Other Services 38,769 24,460 39,560 35,472 Other Uses 4,003 5,372 4,245 3,981 Capital 0 22,025 51,050 45,700 101,094 100,269 159,561 149,090 TRAFFIC & LIGHTING Personal Services 0 474,539 534,880 560,255 Supplies 0 314,678 343,034 325,371 Other Services 0 631,403 584,830 42,889 Other Uses 0 1,143,870 1,217,431 1,280,000 Capital 0 1,070,805 1,072,000 81,600 __ 0 3,635,295 3,752,175 2,290,115 MUNICIPAL SERVICE FACILITY -BUILDING MAINTENANCE Personal Services 179,990 223,813 232,241 .259,387 Supplies 41,138 43,832 42,933 41,131 Other Services 290,796 467,840 484,246 464,950 Other Uses 1,113 1,545 1,545 1,646 Capital 25,568 0 0 18,164 T 538,605 760,965 785,278 TOTAL PROGRAPJIS C-215 C-216 W Z ~ H H w A~ C"~ ~-, w w N E"'~ Z Ab .~ Z ~ 0 O .~ w U A~ ~~ OZ ~O U~ ~ .. ~~ O a c-Zip C-218 O Iii A H~ W ~ H O H z ~z H ~ w~ A ~ ~ 0 Oa U b U .,~ ~ y ~ b ~" ~ U a~ o ~. ~ _o U ~ ~ ~ ~ ~° c cn .--' ..~ o ~, ~ ~ ~ ~ ~~~ .~ ~~ b ~ ~a o ~ ~ N ~ b o '~ o ~ o a~~ o a ~ U a s. 0 ~. a C-219 A H ~ wW~ a0 ~~ ~~ H z~ WO E~ ~ ~~ W A~ a U a c-Zao -~ b . ~ ~, 0 ~ y ~ ~ ~' ~ ~ ~ . U ~ O ~ ~ 0 .~ ti y ',~i ~ tp i~ b °~ ~~ ~q ~w ~ ;~ ~~ ~~ °' ~, ~? ~ V7 00 ~" V~ lI~ M 00 l~ N 3 3 0 ~. O M .-.. .~ b .~ .~ fir" N b 0 .~ .'., M O O N N 0 0 N bA . ,~""'. b .~ 3 ~+ z ~I ICI A N wa ~~ N~ ~~ ~I ~ ~ E"', w z~ W •• a~ w~ Ao V1 aI a U a a U w U .~ .~ U w~ :~ -~ a U a~ o ~ ~, ~U a ~. 0 ~. a C-221 0 a~ ~. a~ ti .., .., H c~ a~ `~ z 0 A W ~ x ~ ~ ~a Z Q' ~a a .. ~~ a~ A L~ V1 a y~ ~rl V ~I a as a b a~ b 0 0 3 .'., 0 3 a ~, M 0 0 N 4-r O N ~ U v~ y O U .~ ~~ ~~ o~ ~ ,~ .~ .~ ~~ ~, ~~ o~ ~N ~~ o~ ~~ o~ ~~ ~~ A *~ c-222 z 0 ~ T~ AZ NH W ,`~ E-~ 1 ~A Z E-+ ~ Z~ W Hw aN w .. A~ O O Ua a ti c~ .~ U ~ ~ .~ y ~ b N a+ U .; .o o ~ U ~ U O cd o ° ~~ b ~ ~ x ~ ~ o ~~ ¢'~A•~ ~ ~ ;,~ , ~ b ~ ,~ ~ .~ .~ ~'~~~ ~ ~aW ~ y '~ ~ a v ~. ao 0 s, a C-223 .... 0 M~ ~W~hh~ V A V ~ ~ .w ~~ 0 U ... ;~ .. ~~ ,rs ~~ ', ~ C-224 O ~ Z W x H ~ ~A Z ~~ W ~ ~ w [-a I~ aH w .. A ~ ~~ 00 ~~ V a c-ZZs V ~I A O `~ ~~ ~~ ~~ A~ N~ W ~ ~ W r r W awl wad A~ ~ a hU 0 Z a .. a~ O a 0 0 a o .~ -~ ~, ~ ~ 'a ~ A °~~U ~ ~ .~ ~ ~ ~~O ~~ U pp . ,.., ~ ~ O ~ ~ ~ b ~ ~~ ~ • ~ ~-+ 0 O w ~ b c"d .~~~ ~~ ~~~ W ~ ~~' ~n U a ~ ~. :: ~ U a 8 ~, 0 ~. a C-226 0 A F+ W E~ W d a w A O V a as a w V z z z A ~;. E-+ 'd w w V W a L~ O/ A/ a b .~ 0 ~, 0 ~. 0 .~ 0 U U ~. w C 227 PUBLIC WORKS DEPARTMENT -WATER WORKS DIVISION 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION DIVISION TOTAL: ENTERPRISE FUNDS: Water Works Operations & Capital Personal Services Supplies Other Services Other Uses Capital Water Works Sinking Fund Other Services Water Repair /Insurance Fund Other Uses TOTAL WATER WORKS 2,976,114 3,380,275 3,380,020 2,976,114 3,380,275 3,380,020 839, 725 870,115 _ 721,148 839,725 870,115 721,148 2004 FTE 2004 (full-time Budget staff only) 4,200,803 554,175 2,237,576 1,976,390 1,670,228 10,639,172 3,380,058 3,380,058 883,194 883.194 13.628,615 14,590,95$ 14,576 626 14,902,424 87.00 PROGRAM BUDGETS: WATER DISTRIBUTION, CONSTRUCTION AND MAINTENANCE Personal Services 2,139,220 2,273,589 2,411,905 2,779,476 Supplies 422,422 434,676 594,350 561,575 Other Services 4,060,762 5,093,561 5,042,566 4,932,535 Other Uses 1,823,350 2,176,349 1,856,270 1,854,017 Capital 2,229,829 1,574,408 2,057,250 1,620,121 10,675,583 11,552,583 11,962,341 11,747,724 -.- CUSTOMER SERVICE, UTILITY BILLING AND ADMINSTRATION Personal Services 1,203,312 1,278,894 1,277,795 1,431,177 Supplies 26,494 25,565 20,425 28,000 Other Services 772,952 924,864 760,836 929,849 Other Uses 897,803 669,407 550,228 715,567 Capital 52,471 139,645 5,000 50,107 2,953,032 3,038,375 2,614,284 3,154,700 TOTAL PROGRAMS C-228 W Uz d z Z w 0 Z AA 0 Z O w N ~ E-+ i Z E..~ O ~ ~ W Z H O a~ w~ A E-+ ~ ~ A 0 N U .. V a a b ~ -d ~ a~ .~ ~ ~ ~'' A •~ ~' tiw o -d •~ ~ ~ ~ ~ ~ ~ o ti ~ i .. o ti a~ ~ ~ ,~' '; U a~ 3 a~ ~ ~ ~ ~~ U b O ~.~.... o ~ ~> ~~ A H U a~ o a a ~U a ~. oA 0 ~. a C-229 b .~ 0 w v z z oh ~~ ~~ ~~ AA ~Z ~~ Oz ~O ~ H W U H d ~ ~~b z O ~~ w ~~ ~z ~, o ~~ ~ as w~ A ~,,, ~C ~ A AG O~ ~~ U~ ~~ A4 .. ~~ a~ O a C-230 C-231 b a~ ..., 0 1 C-232 0 H H A ~ A ~~ O~ ~~ wa N~ ~~ ~~b '~~ H a ~~ wN~ ~~ ~~ ~~ as ww A~ ~~ ~w O~ ~O E~ ~~ ~V ~ .. a~ L~ O C-233 0 F O~ ~~ ~~ A~ ~A ~~ ~Z ~a Hd ~~ ~~ ,N z~ wE ~~ tea' v a~ ww ~~ ~w O~ ~o ~~ ~U ~ .. a~ L7 O a PUBLIC WORKS DEPARTMENT -SEWAGE WORKS DIVISION 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION DIVISION TOTAL: ENTERPRISE FUNDS: Sewage Works Operations & Capital Personal Services Supplies Other Services Other Uses Capital Sewage Works Sinking Fund Other Services Sewer Insurance Fund Personal Services Supplies Other Services Other Uses TOTAL SEWAGE WORKS PROGRAM BUDGETS: 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) 3,470,479 3,642,582 3,940,189 4,311,002 934,971 834,763 983,404 926,350 2,344,815 2,433,105 2,367,490 2,514,402 3,089,822 3,565,098 3,869,078 3,397,467 4,024,035 2,732,115 2,121,672 463,250 13,864,122 13,207,663 13,281,833 11,612,471 2,582,421 2,563,844 2,720,608 3,645,199 2,582,421 2,563,844 2,720,608 3,645,199 47,470 49,447 50,646 101,080 1,460 1,381 1,550 1,580 560,915 542,547 589,210 524,400 16,010 19,345 18,826 21,347 825,855 612,720 660,232 648,407 SEWERS -MAINTENANCE OF CITY COLLECTION SYSTEM Personal Services 637,613 726,833 786,711 897,075 Supplies 507,645 425,938 328,260 277,759 Other Services 284,132 304,936 341,848 332,403 Other Uses 112,919 114,695 71,233 55,751 Capital 420,675 1,506,530 450,400 356,100 1,962,984 3,078,932 1,978,452 1,919,088 SEVYERS - ~QIlC~1QH MID 1ZEI~kIR QF`1AQLLF~1P9~1$lF$>[EiY Pa~8ens1•~ ~ 81~, ~d6~ 550,267 S~IIp~B~ 13,266 136,675 2~.4+Ir4 311,091 ~r SaR-il~es_ 236,448 i~144 194,363 189,470 Olftar ll~ee 'I~ai,$+<T ' 181,E 218,856 170,041 CBpIl~1 1,~$Q1,#¢i - 3 $~7 Q 0 2,~B4 6 - ;1~4'f9,17+6 1 . 64 1,220,869 WASTEWATER TREATMENT Personal Services ~~h 2,095,487 2,223,624 Supplies ~I 252,800 230,300 Other Services II 1,324,219 1,504,467 Other Uses '~, 2,576,788 2,226,485 Capital 1,370,272 7,619,566 6,184,876 14.00 C-235 PUBLIC WORKS DEPARTMENT -SEWAGE WORKS DIVISION 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2002 2003 2003 2004 Actual Actual Budget Budget WASTEWATER LABORATORY Personal Services ~~ X47.083 ~1~ • '~;•F.~ gg~~gg Supplies ~.~ 4~~i~^ 5$;ppp k=' ~.BDD Other Services 118,$SC9' "~,7'~$ 118,863 ~~ 4' 111~Q39 Other Uses ~,~¢ 1.5.36 34p,272 E 323~D8 ~.; Capital i'65 p 4 Off WASTEWATER INDUSTRIAL PRETREATMENT Personal Services 47,962 50,011 51,237 57,257 Supplies 991 1,335 6,100 5,850 Other Services 73,314 32,235 80,456 75,159 Other Uses 168,830 0 221,848 210,798 291,097 83,581 349,064 WASTEWATER -ORGANIC RESOURCES Personal Services 248,483 206,677 261,660 290,491 Supplies 34,060 38,928 47,800 48,050 Other Services 289,864 237,455 307,701 301,764 Other Uses 321,803 65,508 442,272 410,696 Capital 1,164,727 617,361 301,000 107,150 1,360,433 1,158,151 SEWER INSURANCE Personal Services 47,47Q 4$,447 ~z~`: 5Q.646 :.~~ s' ;; . ~ s .Q~ Supplies 1a4~Q '1~~1. ,~; 7.56(1 "rye,' 1.~ Other Services 58Q;8'15 •6!{'1,547 t~ 588,~1a ~~ ,4(14 Other Uses 16, 0 16„3+6 ''[8.828 i• 1 7 1. .~2 - - - SEWAGE WORKS SINKING FUND Debt Service 2,582,421 2,563,844 2,720,608 3,645,199 2004 FTE (full-time staff only) TOTAL PROGRAMS 17 072,398 16 384,227 16 662 673 15,906,077 85.00 C-236 C-237 0 ~ ~ ~ ~ AZ ~O ~~ U O ~~ ~O ~U ~~ U ~O ww ~z ~~ aw AZ ~~ ~~ O •• ~~ U p`'aq G as ~ ~ ~ ~ t ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ i ~ ~ s ~ ~ t 1 ~ . ~ k ~ ~ ~ @ , , ~ ~~ C-238 C-239 w H OV ri W ~a `"'' 0 AV ~~ ~~ Q V ~O ~a ~~ ~a ~~ ' A z~ wz ~o a~ A Ea-+ ~z ~o OV -~ w ~~ a1 W a ~' O a C-240 °; .~; ~ ~ a c~ .~ Q ~ b ~ ~ ~ ~ ~ O o ~~. ~` ~ ~~~ ~~ ~ ~ ~ ~ z ~ ,, ~ ~wz ~, 0 ~Z ~°~:~c v~ ~ ~I ~ o ~ ~ ~ ~ 3 °' ~ o .g ~~~~ 4 w ~ ~ ~ ~ ~~ ~ ~~~ ~ .~ ~ ~~b~ ~ '~ ~°`~~ ~bb ..~ ~, ~ ~ ~ ,,,F ~, W W 4~ ~ ~ U O 4-r N ~ a ~ 0 ~ " , H V l O ~ ,'~ N I~ ~~ j ~, . 4 ;~i ~~ ~o~~~ -- H ~ ~ ~ a~ L7 ~ ~ w ~ ~ ~ ~ ~~~- a ~ ~, ~ ~ d ~ ~ ~= a a ~ ~ y .~ ~ :. ~,' A ~, C-241 C-242 O ~!1 ~I ~A W W O ~ ~ O ~ ~ H a w .. 1~ d ~ w0 A~ L/1 a O U pQ b a~ 0 a~ 0 U y N O U G", O ~ r.+ O ~ ~ 4-r y ~ ~ Q. ~ ~ ~ A ~~x ,o ~ ~ ~ ~ ~~ •~ ~ o b ~ ~ ~ ~ a~ ~ U 'b ~ ~3 as b~~ 0 03 a rn a~ o a ~• ~.~'~. ~U a ~. aA 0 ~. a C-243 Z A W h W H E~ W E~ a W A O U a 0 F O .a C9 O a a C-244 A ~"' ~ W W H F, ~ ~ W ~ ~ ~a ~~ H~ z~ W ~A a~ w .. A~ ~~ ~a a a a~ o a v, ~ ~, ~ ~ ,~ ~ y ~' b ~ ~ ~ ~~ ~ 3 " ~; o E" o ~ ~' ~ a~ ~ ~ ~~~ b~ °~ .~ ~ b ~~~° ~~ .~ ~ ° ~ ~b~o ~~~~ ~, ~~~~ ~o~O o~~~ 'b ~ o 'an ., ~ ~~N .~ ~~~A b ° ~., w ~, en ,~ o ~ '~ °~ ~~~~ ~~ ~~ .~ ~~~ ~~~~ b W ~ 6~ y 0 ~ a ~ V a ~. 0 ~. a ~ U ~ ~ ~~ -u C-245 A W H H z w H a w A 0 a a H W F d H a a H z a~ 0 x a C-246 ICI MA '^ W W~ ~ ~ U ~ FBI H w h ..I . . W A~ ~ O O ~"' V ICI a a~ ,~' ~ U b v~ o ~ o U ~ '~ o ~~a" ~~~ ~ .~ 3 0 .~ ~ ~ ,~,~" U ,~ ~ O ~ ~ ~ ~ ~ ~ ~~~a ~ .~ ~ ~ ~ . ~ ..., ~~ .~ ~ ~ ~ ~ ,t~. Li ~ U .V. ~~~~ ~~ o~' :~ ~ U U •v '~" ~pqW ~' . ~ .s: b ~ ~ o ~ ~ ~ ~ ~ ~ o a~ o ~ ~ ~ ~ b ~ ~ ~ ~ A a~ o ~ :~ ~ U a ~, 0 ~. a C-247 z 0 A x~ ww ~' v ~a w~ ~, O ~~ ~~ ~v ~~ H WU NO AC .. a~ w~ A~ O O a' U a C-248 0 r~ w I iii ~A ~I 'W Y~~ r W H w A O V ICI M~ a W U N~ !~ w C7 O a a ~ ~ .., ~ ~ ~ ~. a~ ~, o ~ ~ o U U .'~-~ cd td ,~ ; ~ ~ ~ V O ,b ~ ~ U ,~ O O ~ ..., .~ o~ ~~ U r'~-+ •..-~ b i-i r~+ ~ U y o ~ ~ rte.. ti ~ b ~ ~~ ~ ~ b -~ °o •~ ~ a~ O ~ E-+ ~--, 0 ~. a ~, aA 0 ~, a N 3 ~ a~ ~ U ~*'~ O 'd +~' ,'., ., ~U ~: a~ ~ o '~ ~ b .. U y x v C-249 0 Q w H W H F W F+ W A O U a a W U W W ~a L~ O a c-ZSo PUBLIC WURKS DEPARTMENT -CENTRAL SERVICES DIVISION 2004 BUDGET AMD PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION DIVISION TOTAL: INTERNAL SERVICE FUND Central Services Personal Services Supplies Other Services Other Uses TOTAL CENTRAL SERVICES PROGRAM BUDGETS: 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) 2,011,588 2,080,690 2,374,736 2,479,663 50.00 142,960 145,100 216,397 191,307 281,370 255,170 294,642 298,150 54,268 58,737 58,737 62,446 2,490,186 2,539,697 2,944,512 3,031,566 2,490,186. 2,539,697 2,944,512 3,031,566 CENTRAL SERVICES ADMINSTRATION Personal Services 246,826 254,491 296,938 300,308 Supplies 11,641 13,771 20,100 16,472 Other Services 36,244 31,582 36,134 36,670 Other Uses 6,407 7,202 7,202 7,657 301,118 307, 046 360, 374 361,107 FLEET MAINTENANCE Personal Services 872,353 899,201 1,052,185 1,094,505 Supplies 41,126 48,655 71,020 58,199 Other Services 128,111 111,591 127,672 129,566 Other Uses 22,638 25,447 25,447 27,056 1,064,228 1,084,894 1,276,324 1,309,326 FIRE FLEET MAINTENANCE Personal Services 131,699 135,728 158,841 163,169 Supplies 6,204 7,344 10,720 8,785 Other Services 19,329 16,844 19,271 19,557 Other Uses 3,417 3,841 3,841 4,084 160,649 163,757 192,673 195, 595 BODY SHOP Personal Services 98,731 101,796 119,983 122,523 Supplies 4,655 5,508 8,040 6,589 Other Services 14,503 12,633 14,453 14,668 Other Uses 2,562 2,881 2,881 3,063 120, 451 122, 818 145, 357 146, 843 22.50 C-251 PUBLIC WORKS DEPARTMENT -CENTRAL SERVICES DIVISION 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) PURCHASING /CENTRAL STORES Personal Services 98,556 gQy~eg• - : #{~,g~ 1 Supplies 3,074 • - Q ~~~. ~S~ ~~ Other Services 4,531 +F,~4 5,21 - ~ : B~bB Other Uses 3,785 ~ ~ 109,946 - " ~ .:_ - ~ ~Q~g 1 PARTS INVENTORY MANAGEMENT Personal Services 214,033 ~• . • ~;g~ 264,467 6.00 Supplies 10,084 1~,~+} . •'• ~~~ 14,275 Other Services 31.,418 ~'J,$Tj X1,31$ 31,780 Other Uses 5,552 ~ ~,~q~ 6,636 261,087 ' ""-'y''1-x- 317,158 PRINT SHOP Personal Services 76,657 85,304 84,189 97,652 2.00 Supplies 39,701 40,358 48,004 48,004 Other Services 29,254 27,987 33,247 33,286 Other Uses 3,183 3,400 3,400 3,582 148,795 157,049 168,840 182,524 RADIO COMMUNICATIONS Personal Services 190,574 194,072 200,900 219,444 Supplies 22,587 30,720 29,100 29,100 Other Services 5,890 11,700 13,883 13,883 Other Uses 4,590 4,955 4,955 5,277 223,641 241,447 248,838 267,704 BUILDING MAINTENANCE Personal Services 82,159 ~~_• gg,g7g 102,103 Supplies 3,888 qy~ B~r-+DO 5,490 Other Services 12,090 1Q,~$ ~ •1~i~ 12,223 Other Uses 2,134 •~ ~,~Qp 2,553 100,271 Vii) 1$Q;~. 122,369 TOTAL PROGRAMS ~ C-252 a~i .., 0 V C-253 z 0 A W U E~ z U H W a w A ~x ~G O a O [~ E-+ ~~ ~ .~ 0 O a C-254 A W U w0 ~~ aH ~~ E..., H ~ ~ U 'Z E~ ~ ~ a0 A A~., O V a a C-255 C-256 0 V1 A W U ~ W a U W ~ Z ~ d W ~ U E~ .w F W W w ~ .. ~ ~ d W ~ °a ~a O U a ~, E-~ jE 0 .~ ~, .~ ~. ~. 0 b U b N ~+ r--~ N GA C-257 0 V1 A w U W h W U h z w h a A O V a w U W N d H W W a w ~a w ~a c7 0 x a C-259 z 0 A W U W H z rW V H z w /~ A W A V N v U .~ ~. ~. ~3 0 a A 0 .~ x U ~ ~ o U A MOM h+~ ~ ~. .'., •. ~ ~ ~' 0 a ~ U • ~ ..r A E" ~ 0 a a 0 a A b a~ GU O C/~ .,~ .~. C" W ~--~ U C-260 A W U W a F W V W F~ a w A O U a a a O A O L~ O a C-261 z 0 A W U W E~ z w V h W a A O V a a 0 H a H z w U Z x a L~ O a C-263 ~~-, ~/1 A W a H z rW v 1 N w a w A 0 U a a~ b a~ .~ w a~ W W ~. ~ ~ ~ ~~ z -~ ~ ~° ~ ~ x ~, U W O ~a Z ~, a~ ~ ~ ~ ~ ~ ~ a o '~ ~~ a Hw .. ~ ~~ o~ °• ~U a ~ ~ ao ~. a ° a C-264 0 A Z W W ~ ~ ~ ~ ~ ~ h ~ z0 W E.., UZ .w zz w --~+ ~~ E~ ~ ~~ as w .. A ~ x~~ AG ~ Oa ~a a a C-265 0 H Mai A W V ~~/ lil E"'r rW ~/ W H w A ~a 0 U a O pq F a L7 O a ~~ .~' U ~ ~, on w .~ U U . ,.~ ~A ou ~ ~ o .~ :~ ~ Q, U ~ C," ~ •G" O U H N ~ U ~ ~ -s A .~ o U a H~ o ~U a ~. tin a C-266 A w w ~a a0 ~~ H~ wz ~~ .a E., .. ~~ w~ ~~ ~o as w A ~a 0 V a C-267 MCI A ~W V ~~/ I~ w E""~ 5W F-~ N w Q U a (O L~ ICI ICI C7 O a a a~ 0 on .~ a~i ~3 an ~". O O .~ U .~ O U O N .U N b .~ 0 a 0 H U .~ ti O~ .~ O U +"f".+ .~ a~ GQ 0 w O ~; 0 a a a ~, a,o 0 ~. a o~ a~i a .~ W 0 .~ U .~ U O cd O H .~..~. U .~ a~~i+ Fr N A U ~ d U C-268 0 V1 H Q w V w a W V H W H a A O V a as a V1 Z O H U O U O A ~a t~ 0 a a C-269 ~-a A W U W F~ Z w E"'r w W A U W U w ~"~ I A M~/y~ h+~l C7 O a a a~ a~ >, 0 a~ a~ U . ,..~ ~~ b U 0 w a~ 0 .~ a~ .~ 0 3 w ti ~ ~ U «Y ~ .O '~ '~ ~ ~~ O H 0 a a ~, b,o 0 ~, a a~ a~i a~ >, 0 a~ U .~ U a V C-270 0 Q W V W h z w U E~ z w H x w A O U a w U W H z A d as t7 0 x a c-Z~i PUBLIC WORKS DEPARTMENT -SOLID WASTE DIVISION 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) DIVISION TOTAL: ENTERPRISE FUND: Solid Waste Personal Services 1,389,119 1,420,071 1,483,634 1,545,250 3' Supplies 103,115 105,735 112,900 108,450 Other Services 2,034,022 2,019,507 2,074,470 2,211,406 Other Uses 140,341 144,177 137,391 152,070 Capital 58,708 155,896 163,242 483,400 TOTAL SOLID WASTE DIVISION 3 725,305 3845 386 3 971 637 4 500 576 31 00 PROGRAM BUDGETS: SOLID WASTE PICK-UP Personal Services 1,028,056 1,015,174 1,081,525 1,118,211 Supplies 102,804 105,727 112,150 107,750 Other Services 2,037,675 2,008,852 2,052,297 2,199,028 Other Uses 136,798 140,479 133,696 89,739 Capital 58,708 155,896 163,242 483,400 3,364,041 3,426,128 3,542,910 3,998,128 CUSTOMER SERVICE Personal Services 63,800 66,778 68,191 39,237 Supplies 205 8 750 700 Other Services 9,606 10,655 22,173 12,378 Other Uses 3,543 3,698 3,696 62,331 77,154 .81,139 94,810 114,646 CODE ENFORCEMENT (staff functions included with Code) Personal Services 284,110 338,119 333,916 387,802 TOTAL PROGRAMS 3 725 305 3845 386 3 971 636 4 500 576 3100 C-272 C-273 0 M~1 A W H A a O N z W N a w A x~ a O as a a w N A O L7 O a a 0 U jE C-274 ~-~ O ~ w ~I MCI Aa N~ ~~ ~w AO ~~ O~ F~ zw w~ ~~ ~~ ~ A w ,,~ w0 A~ ~~ 3 c~ ~a ~a D a ~~ o~ Q.. ~U a ~. 0 ~. a C-275 z 0 A W H A a O H z w N a A O U a W U W a w 0 H c7 0 a w C-276 _ - `~ ~ .. `~ ;~,~ sue:=. C-277 CONSOLIDATED BUILDING DEPARTMENT 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) DEPARTMENT TOTAL: ENTERPRISE FUND: Building Department Personal Services 849,899 853,926 934,254 1,118,224 22.00 Supplies 20,891 25,446 39,680 33,280 Other Services 118,430 118,579 145,889 110,664 Other Uses 14,661 15,311 15,311 15,725 Capital 28,026 27,200 31,700 27,900 TOTAL BUILDING DEPARTMENT 1,031,907 1,040,462 1,166,834 1,305 793 22.00 PROGRAM BUDGETS: BUILDING INSPECTIONS Personal Services 482,052 480,852 503,840 572,508 Supplies 11,795 14,178 18,699 17,412 Other Services 60,260 57,023 64,986 48,895 Other Uses 2,933 3,062 3,062 3,145 Capital 11,067 11,334 30,695 23,715 568,107 566,449 621,282 665,675 BUILDING PERMITS Personal Services 148,857 139,995 153,923 186,043 Supplies 3,642 4,380 8,758 6,512 Other Services 16,303 17,024 14,218 12,184 Other Uses 2,932 3,062 3,063 3,145 Capital 2,172 1,360 20,045 2,790 173,906 165,821 200,007 210,674 LICENSING /REGISTRATIONS Personal Services 63,973 70,399 69,209 85,050 Supplies 549 672 1,290 964 Other Services 3,635 3,695 5,010 3,224 Other Uses 2,932 3,063 3,062 3,145 Capital 627 453 5,335 1,395 71,716 78,282 83,906 93,778 BUILDING PLAN I DESIGN REVIEW Personal Services 52,390 53,059 51,055 68,119 Supplies 2,001 2,930 5,345 3,739 Other Services 10,013 9,342 11,529 6,059 Other Uses 2,932 3,062 3,062 3,145 Capital 8,312 - 5,893 3,750 0 75,648 74,286 74,741 81,062 ZONING Personal Services 102,627 109,621 125,696 206,504 4.00 Supplies 2,904 3,286 5,619 4,653 Other Services 28,219 28,395 33,146 30,302 Other Uses 2,932 3,062 3,062 3,145 Capital 5,848 8,160 9,375 0 142,530 152,524 176,898 244,604 DEMOLITIONS (Expenses incurred by County) Other Services 0 3,100 10,000 10,000 TOTAL PROGRAMS 1 031 907 1040 482 1 166 834 1305793 22.00 C-278 ~"r O av W p,,, AZ -~.~-~. H F~ V Q ~ A M ~ A ~ W •• A ~~ O O O a' .~ a~ 00 c~ oA W ~. a~ a~ b O a~ 0 ~. a U "~" N O ¢, ~ O ,--~ ~U o ~' a~ U .-Ni ~ ~.~~ b o~ U y tM ~: U a .o U N ti cd :-• O o ~ U H as ~ y ~ ~ ?• ,:; ~U a ~. 0 ~, a C-279 E"'~ w Z N ~U wa A~ ~~ Z ~~ A ,Z a ~A ~ ~ A ~ N~ A Op ~a O U c-ZSo w E-~ H ~i ~ WW Aa ~~ ~~ AA .. H AO a~ Oa z U 00 ... b ~ ~~ ~ al o U ~ N S-" ..~ O ~..~ ..., O 4-~ 'd `n s.. C ~V ~, ~ a~ bn o woo . U (7.~ ~ ~ U r~+ ~ ~ ~x ~~ ~~ ~. ~, ~~ o •.. U ~ ~ ~ o ~ ~ a ,,, ~ o " .~ QUA o~ a ~U a ~. 0 ~. a C-281 N w H a w A L7 z A a as A w A a O z O V N F--i w a A a as a 0 a w c-2g2 wp ~~/ W ~/ a E"'~ W~ A L7 L'7 z~ A~ ~~ ~4 Z W W ~ •• A~ ~ ~ 0 ~a ~ .~ U b ~ O ~ W W ~ ~ ~ ' S a3 .~ ~ ~ o b b ~ ~ a~ ~ ~ 0 w ~ ~ ~ ~ ~ ~p o ... ~ ~.., ~ ~ '~ U ~ cd U U ~ U '~ ~~ ~-+ U O o~~ ' ab W 0 ~~~. ~~ ~~o o ~ U o .~ N U tti y y ti ~ y O Ha`~~ O b a ~U a ~. 0 ~. a C-283 zz wo H~ a~ a~ w~ A w L7 fx z~ AZ ~~ ~w w~ F ~..1 d .. A ~ O~ ~O Oa b x U ...y O O U W iE C-284 ~, a~ O a~ ' o ~- U i~ •o a ~ ~ c o a~ ~ ~ a~ NA [..~ w ~ a ~ ~ w a~ ~ ~ ~ [••~ ' ° w Z ~ U ~ V ~ ~ W W o~ G ~ A ~~ ~' ~ .~ ~ ~ ~ °~~ ~~ ~~U ~ A -~o~~ ~ a ~ U ~ rh h ~ a~i ~ ~ ~ ~ N MCI A . ~ ~ i W °? b w ~~ ~~~ ~ ~ N~ ~ ~ A ~ U H ~ ~~ O ~ ~ a~ Z ~. a aU ~. ao a o ~. a C-285 H ~ w~ Z a v~ ww AA ~7 ~~ A~ ~~ ~ ~ AA W --1 F ~ ~ ~ A~ a .. O~ ~~ O~ V~ a C-286 H W w A ,Z Z ~ O AN ~~ ~~ p4 WO E~ ~a A O U ~, a~ O •~ °~~~ .o as ~ ~~ ~.~ .--~ ~" U ~ ~ O o N a b ~ ~ ao ~ en :b ~ ~ ~ ~ ~ -d ~, o ~ ~ baw ~b~ ~"~~ ~~~ ~~~ ~o ~~ goo Hai o~ sp," ;~ ~U a ~. 0 ~, a C-287 H w H w Q ~ Z H O A „ ~~ ~~ A~ N~ ~a A O O U b x U ...-i O O U W dE C-288 Century Center Director ;:.: ~w.; ~F ~ r; j. Safety and Security Orientation and Training Building Future Maintenance Planning Set Up, Housekeeping and Grounds Service C-289 CENTURY CENTER 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION DEPARTMENT TOTAL: ENTERPRISE FUND: Century Center Personal Services Supplies Other Services Other Uses TOTAL CENTURY CENTER PROGRAM BUDGETS: SALES AND MARKETING Personal Services Supplies Other Services Other Uses ORIENTATION AND TRAINING 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) 1,707,124 1,714,756 1,802,262 1,971,688 35.00 106,610 98,139 121,695 121,695 979,713 1,011,463 985,226 969,620 61,194 64,226 64,227 66,516 2 854 641 2 888 584 2 973 410 3 129 519 35.00 172, 846 187, 040 187, 040 197, 055 782 403 500 500 91,240 88,859 86,554 84,831 8,742 9,176 9,175 9,502 Personal Services 154,773 169,724 169,724 180,752 Supplies 8,742 7,895 9,790 9,790 Other Services 90,826 100,503 97,896 96,917 Other Uses 8,742 9,175 9,175 9,502. 263,083 287,297 286,585 296,961 SAFETY AND SECURITY Personal Services 51,115 52,465 52,465 56,564 1.00 Supplies 2,926 2,581 3,200 3,200 Other Services 171,629 177,878 173,264 171,531 Other Uses 8,742 9,175 9,175 9,502 MEDIA SERVICES Personal Services 215,514 202,138 212,453 225,351 3.00 Supplies 14,994 12,419 15,400 15,400 Other Services 56,603 55,672 54,228 53,685 Other Uses 8,742 9,175 9,175 9,502 295,853 279,404 291,256 303,938 BUILDING MAINTENANCE Personal Services --•136;895 °IB~~1B4 161,104 199,21 Supplies 30,2'8 $'F~$1 39~D00. ~,80a Other Services 'i~U9.547 6,.749 31S,ii4 ~.57T Other Uses - $,74~ ' ' ' 1 r<5 ~ 77li 9,9Q~ 886 ~ 3 75489 C-290 CENTURY CENTER 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) SET UP, HOUSEKEEPING AND GROUNDS SERVICES Personal Services 857,438 808,053 870,246 975,218 Supplies 44,782 40,124 49,755 49,755 Other Services 39,990 42,344 41,246 37,701 Other Uses 8,742 _ _ _ 9,175 9,177 9,504 950,952 899,696 FUTURE PLANNING Personal Services 118,543 129,172 129,172 137,538 Supplies 4,106 3,266 4,050 4,050 Other Services 19,878 19,058 18,564 18,378 Other Uses 8,742 9,175 9,175 9,502 151,269 160,671. 160,961 169,468 TOTAL PROGRAMS 2 854 642 2,888 584 2 973,412 3,129 519 35 00 C-291 V z h x~ H~ wA~ ~~~ w ~a~ z~ w.. v~ 0 x C-293 H H w Z U ~i w E-+ d U ~ L7 O a C-294 C-295 w w w 0 a a x a H O 0 w w w a a 0 V W U H z w U z z a H A z 0 H H z w ~a 0 a L7 O a C-296 w a x a H O O w O N~ ~I W U z w v H U W A F W W d C7 O a a 00 a~ 0 U b a~i U a~i U ~, 0 .~ w ~ ~, w a~ ~ ~ o ~ ~ ~x ~~ a~ ~ ~~ ~, o U ~ O H H O a a ~. ago 0 ~, a a~ ou a~ 0 U i a~ U a~ U .~ 0 ~, 0 w o °' b aw ~ o a~ ~x a~ ~~ .~ o O N ~+ b U C-297 w w w O a ~H x~ ~~ ~~ ~"' A Oz O~ W ~"' ~7 ~ aw a~ o .. U ~ H ~ W ~ va H z w v C-298 ~/2 w U ~~ W W Z ~ W ~ U A ~ .. Z ~ W V~ O a C-300 C-30I W w w O a a a a as h O 0 w w W O U h w v H z w V w U w H z z A t7 0 x a C-302 C-303 W U ~ ~ w W w ~ O~ a A ~ ~ x0 ~~ ~ A H O~ O~ wa c~ w a~ aw O~ ~O ~x w p,^ ~~ U w ~~ ~ ~Q E~ pG W ~ U ~ a C-304 z z F W p~, U p w F .. W ~ U C7 O a a ~ o b ~; ~ .~' ' ~ .'., . a~ ~ ~ ~ a~ ~ U o ~ >, ~ ~ o ~~ o~ ~~ cam, U o ~~-' w ~~ ~U U a~ w U o ~ o w .U O ~ ~ ', ~ b ti .~: ~ ~ N +~ b ~ H ~ o c a ~V A, ~. to 0 ~. a C-305 z z x~ Ha w~ V ~ ~ w H .. W ~ U~ O a C-306 :',. .e ~ ~ t ? ~' ,. .. ..6, .. y.' ~. __ . . C-307 MORRIS & PALAIS ROYALE PERFORMING ARTS CENTER 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) DEPARTMENT TOTAL: GENERAL FUND: Morris Performing Arts Center Personal Services 381,011 429,410 439,434 466,861 11.67 Supplies 38,695 28,215 31,853 25,853 Other Services 285,594 337,739 325,991 322,590 Other Uses 821 858 858 1,118 706,121 796,222 798,136 816,422 Palais Royale Personal Services 78,641 150,877 155,477 220,434 Supplies 7,419 18,667 10,850 11,500 Other Services 54,529 205,239 112,578 222,006 Other Uses 0 379 379 385 Capital 15,359 21,746 18,500 38,750 155,948 396,908 297,784 493,075 TOTAL MORRIS PERFORMING ARTS 862,069 1,193,130 1,095,920. 1,309,497 15.00 PROGRAM BUDGETS: TICKET SERVICES Personal Services 0 121,344 127,603 138,715 Supplies 0 1,875 2,400 2,220 Other Services 0 60,739 61,939 62,068 Other Uses 0 172 172 224 0 184,130 192,114 203,227 PROMOTER/PERFORMER SERVICES Personal Services _ 81,19 : .- _~6S'~#~i •. . Supplies `-2,8~ 5,~6 3.1~F8 Other Services 4~;~T6 ~;~• . ~ 41a;4~5 - Other Uses _- ~7~ ~ ~ 172. ,~4 149 ~6 i3~ FACILITY MARKETING & BOOKING Personal Services Supplies Other Services Other Uses 'd .~~ 86;7r~7' . ; AQ~,890 ~;OB~. d ~ ~i~ •~. ;='t7;!• 1?#~.. 29+1 - - -- - 120,184 1.50 PATRON SERVICES Personal Services Supplies Other Services Other Uses BOOKINGS, PROMOTER SERVICES Personal Services Supplies Other Services Other Uses 185,289 54,653 49,962 49,506 11,094 4,904 6,410 5,905 116,395 82,444 81,098 81,518 279 172 172 224 313,057 142,173 137,642 137,153 L': ~I.n i :. y :':. .g:.. w~'•.~ ~5 C-308 MORRIS &PALAIS ROYALE PERFORMING ARTS CENTER 2004 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2004 FTE 2002 2003 2003 2004 (full-time Actual Actual Budget Budget staff only) BLDG. MAINTENANCE & FACILITY OPERATIONS Personal Services 83,264 96,047 103,102 101,053 Supplies 23,814 17,648 17,750 19,305 Other Services 93,901 87,262 78,897 79,947 Other Uses 271 172 172 224 201,250 201,129 200,529 EVENTS SERVICES (PALAIS ROYALE) Personal Services 0 90,419 87,229 109,658 Supplies 0 14,567 8,000 11,950 Other Services 0 90,453 61,923 114,316 Other Uses 0 190 190 193 Capital 0 10,873 0 0 206,502 157,342 236,117 SALES 8~ MARKETING (PALAIS ROYALE) Personal Services 78,641 60,457 68,246 104,964 .50 Supplies 7,419 4,100 2,850 5,550 Other Services 54,529 114,787 50,655 110,191 Other Uses 0 190 190 193 Capital 15,359 10,873 18,500 38,750 155,948 190,407 140,441 259, 648 TOTAL PROGRAMS 862,069 1 493132 4 095,920 1309 497 15.00 C-309 a~ N '~ N .-r cd h i.+ .5C U .~ b~+ td +5 ,~ U N ~/ ~ W N t1 ~+ W U ~ r~ ~ ~ w ~ „~ ~ b ~ H ~~ Z ~ ~ ° ~"'' U ~ ~~-~ ~~a ~ ~' ~ 0 .. ~ ~ ^ ~ ~ ~ ~ ~ ~ W ~ ~~ ~ ~ ~, ~Ui„ ~o,~ ~ ~ ~ ~ ~ ~ o 0 a ~ U a ~ ~ 0 ~. a M O O N ~. w y ~. O U .~ b tr" .~ N z C-311 w U H ~ w U w ~/1 ~ ~ a H O w as `~ a .. O~ ~~ O a C-313 Fil w N z w U E~ L7 O w a O V O O as H b ~ o ~~ C-~ U w ~a C7 O a a C-315 Z w O H O z~ w~ U~ H C7 ~ ~ O E~-+ ~~ aU ~w .. O~ ~~ O a C-316 C-317 W E"~ W U E~ L~ w QM O W U w H W Wb Z ,~ U .~ E-+ ~a V ~/ hil a C-318 a w N w U H x z O w a O w w H z w w z H a t7 0 a o, C-319 w H W V E-+ L~ O a 0 N w a O H a U w w U N z z A ~7 O a C-321 ~- a as w a 0 a a a w h z w U d L7 z O w a 0 w x w N w w L7 O a C-323 0 w O Mai ^~^ , ~!~ Fil ~W V V MCI 0 W r/ MCI W ~a C7 O a b a~ .~ a~ ... b a~ U O ti N U .~ O t~. Q,, O O ,~ ~ .~ O ,D ~ ~ ~ +'' i.r 3-i O ~ b ~ O ~~., H ai H a a E ~. a~ 0 ~. a ti N .~ N O r.., U C-324 .,., 0 i~ w a 0 a w N z w c~ z O W a O c~ z H w G7 O C4 a .~ 0 C-325 0 Q w a w N z w V L7 O w a 0 H w a L~ O a C-326 CAPITAL IMPROVEMENT PLAN INTRODUCTION The City of South Bend is facing the same key issues that many other entities our size across the nation are facing. That is, how to meet the daily needs of its customers from an operational standpoint; while at the same time, how to allocate resources to a long list of very critical capital needs. The list of capital expenditures that need to be done is endless and, when combined with the list of capital expenditures that should be done, is staggering. Our responsibility to maintain what we have been given, and to pass it on in better shape than it was when we received it, is a sacred trust. That responsibility must be balanced with the ongoing responsibility of keeping the organization financially sound. That important balance is being addressed through the help of two recent changes, one in the form of the City's budgeting procedures (described below), the other in the form of additional resources available to the City. As mentioned in the Executive Summary found in Section A, within the past several years the City has passed various ordinances that have provided for much needed additional resources in the form of County Option Income Taxes (COIT) and Economic Development Income Taxes (EDIT). These new taxes have and will continue to provide a new and expanded source of funds for capital needs. These new sources of revenue will begin to take the pressure off of the General Fund as the primary source of funding for citywide capital expenditures. In other words, it allows the City to shift part of the financial burden away from the property taxpayer by establishing other sources of revenue. POLICY AND PROCEDURES The City's operating and capital budgets are prepared and approved at separate times of the year. It has been the City's policy for the past several years to separate these budgets for two reasons. First, it ensures that each department or fund is operating with a surplus budget, which is when anticipated revenues exceed budgeted expenditures. This demonstrates that current operational costs are being funded through revenue collected during that same period. Second, it allows the City to prepare a separate consolidated capital budget for Council adoption after they understand the operational needs of each department or fund. The timing of that adoption and the determination of the resources available to fund the capital plans are the two key components of this policy. The 2004 Capital Budget was presented to the Common Council in February 2004 after the City knew its actual year-end 2003 financial position. The available resources for the City's 2004 Capital Budget were determined by taking each fund's year-end cash balance and adjusting this balance for current receivables and outstanding payables. After determining the adjusted year-end cash balance, a minimum cash reserve balance of between 7.5% and 25% was further subtracted from this balance. The resulting "excess," after the reserve requirement was met and other miscellaneous reserves were established, was deemed available for capital expenditures for the current year. This calculation for 2004 can be found immediately following this introduction. D-1 This policy has allowed the City to modify its previous practice of spending anticipated revenue for capital needs. This means, with a few exceptions, that we are spending money we know we have and not money we believe will be available at the time the expenditure occurs. (The exceptions to this policy involve COIT, EDIT and Local Roads and Streets funding which are appropriated for use in the same year these funds are received.) This change in philosophy led to difficult decisions in the first several years regarding citywide capital priorities. However, as a result of this capital spending policy, our financial stability has been further strengthened with the protection provided by the cash reserves that were established prior to appropriating dollars for capital expenditures. The City will continue its philosophy to use "pay as you go" funding whenever feasible and practical. The City's Capital Improvement Plan (CIP) is an ongoing, five year program for the planning and funding of capital improvements that meet one or more of the following criteria: (1) the asset has a life expectancy greater than one year; (2) costs incurred to acquire the asset (or group of assets) are in excess of $5,000; and/or (3) the expenditure is anon-recurring expense that does not appropriately fall within the operating budget. This third category includes the City's "Good Neighbor/Good Neighborhood" Program which covers a wide variety of expenditures including various community agencies' subsidies, neighborhood partnership centers, targeted neighborhood programs, curb and sidewalk improvement partnership programs, youth grants and various targeted safety programs initiated throughout the City. CAPITAL PLANS The pages that follow summarize and detail the City's 2004 Capital Budget that was approved by the Common Council in February 2004. This budget was developed by City Management and was based upon a great deal of feedback received from a variety of sources both internally and externally. Many factors were taken into account when determining which projects would be included in the current year's budget. The overriding theme utilized throughout the process was making sure that we were building a better South Bend by: Improving basic city services through investment in new equipment and facilities that will increase productivity, save in long-term costs and increase levels of service. Building better neighborhoods using a number of funding services, including the 2003 Capital Budget. This effort includes community partnerships and not just direct city services. Building a better local economy (attracting and/or retaining jobs and business) by providing infrastructure and facilities investment. Building a more attractive community by investing in efforts to improve community amenities and appearances. Building a healthier fiscal situation by using a "pay-as-you-go" approach where possible, protecting fund reserves and using an integrated approach to developing the Capital Budget. D-2 It is important to note that any operating costs associated with these new capital improvements have either been specifically included in the 2004 Operating Budget or can be absorbed by the current budget if specific allocations were not made at the time the operating budget was prepared. If debt issuance was deemed necessary to fund any capital expenditures, the impact of this debt on current and future operations was considered before including this capital project in the current capital budget. The 2004 Capital Budget represents the first year of the City's five year Capital Improvement Plan (CIP). The budget identifies the source of funding for each expenditure. The first two pages that follow this introduction summarize, by funding source, the cash available (after reserves) for capital projects as described earlier. The remaining portion of the 2004 Capital Budget document details all expenditures approved by the Council. Consistent with the City's general financing policy, all capital expenditures included in the 2004 Capital Budget will be funded~on a "pay as you go" basis. Following that information is the remainder of the City's Five Year Capital Improvement Plan through the year 2008. The projected capital expenditures for the years 2005 through 2008 have been divided into five categories: vehicle replacement/upgrade program; computer, office and other operational equipment; routine/minor capital expenditures; ongoing infrastructure expenditures; and major capital expenditures. These expenditures have been further broken down on this schedule by the City Department requesting the capital expenditure and the potential funding source for these future expenses (which would include the General Fund and various other citywide capital funds, Special Revenue Funds and Enterprise Funds). It is anticipated that four of the five categories mentioned above (excluding the major capital expenditure category) would be funded on a "pay as you go" basis with a few exceptions. This is consistent with the City's current funding policies. The vehicle replacement/upgrade program represents the systematic upgrading andlor scheduled replacement for the City's existing fleet of cars, trucks and specialized vehicles. The Fire Department and the Police Department vehicles are currently on a financing schedule that would allow the City to continue to finance the replacement of these vehicles if necessary. The computer, office and other operational equipment expenditures represent routine costs anticipated to either maintain or enhance current operations with minimal or no additional operational costs associated with these expenditures. The same is true with the routine (minor) capital expenditures. These minor capital costs (i.e., building and equipment repairs, minor remodeling costs, park property enhancements, etc.) represent ongoing costs incurred in daily operations and would not have an additional impact on the annual operating budget once included in the capital budget. The ongoing infrastructure expenditures included in the City's Five Year CIP represents the current levels incurred for such expenditures. These expenses also are anticipated to be funded on a "pay as you go" basis and represent the systematic upgrading of the City's infrastructure. The major capital expenditure category is further detailed by project on a separate report following the summary of the City's overall CIP. Included with this summary is the anticipated funding source for each major project. Following this summary is a detailed description of each major project, the features and benefits anticipated by the expenditure and the impact the capital project may have on the City's ongoing operational expenditures. Several of these major projects will be dependent upon partnerships with outside organizations. When this is the case, timing of the project implementation will be subject to available funding. Resources needed for D-3 some of these major projects will be funded outside of the City's current revenues. At this time the total costs associated with the list of all major expenditures exceed the projected resources that are currently available to meet them. Over the course of 2005 and beyond, the prioritization of needs will be analyzed, the source of additional revenue will be identified and pursued, and our capital plan will be updated accordingly. D-4 CITY OF SOUTH BEND 2004 CAPITAL BUDGET (by funding source) CUMULATIVE CUMULATIVE CAPITAL CAPITAL GENERAL DEVELOPMT IMPROVEMT COIT EDIT FUND FUND FUND FUND FUND Cash balance as of 1/1/03 18,117,437 1,510,130 402,376 11,980,695 3,667,708 Add: 2003 cash receipts/revenue 60,480,124 1,118,374 566,379 10,074,483 3,821,578 Less: 2003 cash expenditures (operating only) (52,994,761) (111,009) 0 0 0 Less: 2003 cash expenditures (capital only) (3,828,307) (772,107) (99,695) (8,695,264) (1,573,262) Less: 2003 debt service for outstanding bonds n/a n/a (594,000) (941,620) (3,189,745) Add/Less: Net adjustments to balance sheet accounts 6,502,396 0 0 (21,234) (1) Cash balance as of 12/31/03 28,276,889 1,745,388 275,060 12,397,060 2,726,278 Less: Encumbrances as of 12/31/03 (2,389,029) (259,803) (296,400) (4,179,880) (318,444) Less: Parking Garages - negative cash balance at 12/31/03 (1,339,439) Na n/a Na n/a less: Central Services - negative cash balance at 12/31/03 (311,456) Na n/a Na Na Less: Reserve balances required for bond debt service n/a Na Na Na 706,000) Adjusted cash balance as of 12/31/03 24,236,964 1,485,585 (21,340) 8,217,180 _ 1,701,834 Adjustments to cash available for capital projects: Cash reserve as a % of 2004 Operating Expenditure Budget (11,492,268)20% n/a n/a n!a n/a Cash reserve for Employee Benefits (2,163,842) n/a n/a n/a n/a Total projected budget surplus for 2004 n/a n/a n/a 5,727,875 320,830 Reserve as a % of 2004 Anticipated Revenue n/a n/a n/a (1,429,738) 20% (368,463) 10% Tax Warrents to be repaid in 2004 (6,420,000) n/a Na n/a n/a Cash available for 2004 Capital Budget (excluding reserves) 4,160,855 1,485,585 (21,340) 12,515,316 1,654,201 CAPITAL PROJECTS FOR 2004: Land Improvements 0 0 0 9,278,002 1,654,201 Buildings and Building Improvements 112,000 0 0 465,265 0 Motor Vehicles I Equipment 1,025,249 84,400 0 0 0 Computer Equipment and Networking 190,000 1,033,080 0 0 0 Materials and Equipment 196,164 315,900 0 0 0 Office Equipment and Furniture 121,750 0 0 0 0 Community and Neighborhood Development 2,515,320 0 0 2,893,868 0 Total Capital Budget for 2004 4,160,483 1,433,3!0 0 12,437,135 1,654,201 Cash (excluding reserves) not appropriated for Capital Budget 372 52,205 (21,340) T8.183 0 PARK MORRIS PARK NON- RECREATION EMS PERF ARTS PARK AND REVERTING NON- CAPITAL CAPITAL RECREATION CAPITAL REVERTING FUND FUND FUND FUND FUND Cash balance as of 1/1/03 426,674 205,236 1,285,236 413,275 386,657 Add: 2003 cash receipts/revenue 7,276,860 136,228 10,738,840 265,385 735,361 Less: 2003 cash expenditures (operating only) (541,415) 0 (9,436,558) 0 (663,046) Less: 2003 cash expenditures (capital only) (591,150) (146,849) (365,421) (19,687) Add/Less: Net adjustments to balance sheet accounts (10,188) (1) 3,000,302 (234,345) (166,819) Cash balance as of 12/31/03 560,781 194,814 5,222,399 444,315 272,466 Less: Encumbrances as of 12/31/03 (7,452) (7,480) (275,180) (1,068) (8,437) Adjusted cash balance as of 12/31/03 553,329 187,154 4,947,219 443,247 264,029 Adjustments to cash available for capital projects: Cash reserve as a % of 2004 Operating Expenditure Budget (99,173)15°k Na (1,041,706) "" n/a (118,758) 15% Cash reserve reduction n/a (28,073)15% n/a n/a Na Tax Warrents to be repaid in 2004 n/a Na (3,000,000) _ Na Na Cash available for 2004 Capital Budget (excluding reserves) 454,156 159,081 905,513 443,247 145,271 CAPITAL PROJECTS FOR 2004: Land Improvements 0 0 320,000 77,500 0 Buildings and Building Improvements 18,000 0 126,000 61,000 95,000 Motor Vehicles /Equipment 280,000 0 101,050 0 0 Computer Equipment and Networking 0 0 37,891 0 0 Materials and Equipment 109,000 30,000 309,500 173,800 20,000 Total Capital Budget for 2004 407,000 30,000 894,441 312,300 115,000 Cash (excluding reserves) not appropriated for Capital Budget 47,156 129,081 11,072 130,947 30,271 - wntinued - D-5 CITY OF SOUTH BEND 2002 CAPITAL BUDGET (by funding source) (continued) EAST RACE COVELESKI CITY LOCAL SPECIAL WATERWAY STADIUM CEMETERY ROADS & EVENTS CAPITAL CAPITAL TRUST STREETS FUND FUND FUND FUND FUND Cash balance as of 1/1/03 60,521 52,316 675,021 35,864 742,323 Add: 2003 cash receipts/revenue 153,961 4,141 87,907 360 1,204,328 less: 2003 cash expenditures (operating only) (177,936) (9,274) 0 0 0 Less: 2003 cash expenditures (capital only) 0 0 (290,906) 0 (1,192,950) Add/Less: Net adjustments to balance sheet accounts 0 0 0 0 1 Cash balance as of 12/31/03 36,546 47,183 472,022 36,224 753,702 Less: Encumbrances as of 12/31/03 0 0 0 0 _ (566,889) Adjusted cash balance as of 12/31/03 38,546 47,183 472,022 36,224 186,813 Adjustments to cash available for capital projects: Cash reserve as a % of 2004 Operating Expenditure Budget. (25,148)15% Na Na Na Na Cash reserve reduction Na n/a (70,803) "" (25,864) n/a Total projected budget surplus for 2004 Na Na Na Na 3,252,408 Cash available for 2004 Capital Budget (excluding reserves) 11,400 47,183 401,219 10,360 3,439,221 CAPITAL PROJECTS FOR 2004: Land Improvements 0 0 0 0 3,413,000 Buildings and Building Improvements 0 0 287,200 0 0 Materials and Equipment 0 14,000 0 0 0 Total Capital Budget for 2004 0 14,000 287,200 0 3,413,000 Cash (excluding reserves) not appropriated for Capital Budget 11,400 33,183 114,019 10,380 26,221 PROJECT BUILDING SOLID WATER SEWAGE RELEAF DEPT WASTE WORKS WORKS FUND FUND FUND FUNDS FUNDS Cash balance as of 1/1/03 151,742 250,296 980,367 5,403,116 11,791,757 Add: 2003 cash receipts/revenue 312,154 1,023,567 4,007,977 16,711,901 16,034,069 Less: 2003 cash expenditures (operating only) (100,269) (1,013,262) (3,843,423) (12,663,851) (13,182,177) Less: 2003 cash expenditures (capital only) 0 (27,200) (1,963) (1,714,053) (2,732,115) Less: 2003 debt service for outstanding bonds Na Na Na (3,392,274) (2,563,844) AddlLess: Net adjustments to balance sheet accounts 303 37 10,191 105,467 (117,135) Cash balance as of 12/31/03 363,930 233,438 1,153,149 4,450,306 9,230,555 Less: Encumbrances as of 12/31/03 0 (71,763) (66,930) (231,660) (893,556) Less: Reserve balances required for bond debt service Na n/a Na Na (2,689,838) Adjusted cash balance as of 12/31/03 363,930 161,675 1,086,219 4,218,646 5,647,161 Adjustments to cash available for capital projects: Cash reserve as a % of 2004 Operating Expenditure Budget (15,509)15% (170,270)15% (595,033) "" (2,242,236) 25 % (2,787,305) 25 % Increase from proposed fee increrase on mechanical permits n/a 81,936 Na _ Na n/a Cash available for 2004 Capital Budget (excluding reserves) 348,421 73,341 491,186 1,978,410 2,859,856 CAPITAL PROJECTS FOR 2004: Land Improvements 0 0 0 795,000 0 Buildings and Building Improvements 0 0 212,000 96,500 0 Motor Vehicles I Equipment 45,700 27,900 270,000 159,100 36,700 Computer Equipment and Networking 0 0 1,400 120,928 0 Materials and Equipment 0 0 0 517,700 409,600 Office Equipment and Furniture 0 0 0 10,000 _ 0 Total Capital Budget for 2004 45,700 27,900 483,400 1,899,228 446,300 Cash (excluding reserves) not appropriated for Capital Budget 302,721 45,441 7,786 277,182 2,413,556 GRAND TOTAL -CAPITAL PROJECTS FOR 2004: Land Improvements 15,537,703 Buildings and Building Improvements 1,472,965 Motor Vehicles I Equipment 2,030,099 Computer Equipment and Networking 1,383,299 Materials and Equipment 2,095,664 Office Equipment and Furniture 131,750 Community and Neighborhood Development 5,209,188 Grand Total Capital Budget for 2004 27,880,668 D-6 CITY OF SOUTH BEND 2004 CAPITAL BUDGET -DETAIL LISTING OF CAPITAL EXPENDITURES ESTIMATED COST GENERAL FUND -Fund # 101: BUILDINGS AND BUILDING IMPROVEMENTS: Office Renovation 72,000 Palais Royale -Acoustical Wall & Ceiling Treatment - Phase I & II 35,000 Central Services: Parts Room Renovation 5,000 Total Buildings and Building Improvements for General Fund 112,000 MOTOR VEHICLES /EQUIPMENT: Police Department: Rear Wheel Drive Patrols/K-9 (10) 215,000 Front Wheel Drive Patrols/DB (25) 481,250 PRINT 39,999 Equipment & Installation 80,000 Traffic & Lighting: 3/4 Ton 4WD Pick-Up wl Plow (1) 25,200 Code Enforcement Department: Autos Compact Pre Owned (1) 9,300 S/A Dump Truck 14' Construction Sides (1) 63,900 One Ton Cargo Vans w/ Dual Air & Cages (1) 36,000 Administration/Finance: Emergency Purchase Vehicle Pool 74,600 Total Motor Vehicles /Equipment for General Fund 1,025,249 COMPUTER EQUIPMENT 8 NETWORKING: GIS hardware & software: City GIS Software & Training 175,000 Contribution to Countywide GIS 15,000 Total Computer Equipment & Networking for General Fund 190,000 MATERIALS AND EQUIPMENT: Central Services: Repair Equipment 15,000 Radio Equipment 2,000 Building Maintenance: Carpet Extractor 2,100 Automatic Scrubber 3,500 Riding Lawn Tractor 5,000 Book Lockers 4,564 Wet Vacs 3,000 Traffic & Lighting: Message Boards (2) 40,000 Utility Trailer 2,400 Code Enforcement Department: Z-Mower 6,600 Police Department: Portable Radio Replacement 52,000 Downtown Video Monitoring Camera System 60,000 Total Materials & Equipment for General Fund 196,164 OFFICE EQUIPMENT & FURNITURE: Central Services Office Equipment 34,000 Total Central Services Office Equipment & Furniture 34,000 Palais Royale Lobby/Foyer Fumiture 2,750 Lavaliere Microphone 1,000 Total Palais Royale Office Equipment & Furniture 3,750 Streets Copier/Fax/Printer/Scanner 12,000 Digital Cameras (3) 2,000 D-7 CITY OF SOUTH BEND 2004 CAPITAL BUDGET -DETAIL LISTING OF CAPITAL EXPENDITURES ESTIMATED COST Total Streets Office Equipment & Furniture 14,000 Engineering Printer/Copier Replacement 25,000 Admin & Finance General office needs for various departments funded by the General Fund 35,000 Mayor Upgrade on Phone Answering Service 10,000 Total Office Equipment and Furniture for General Fund 121,750 COMMUNITY AND NEIGHBORHOOD DEVELOPMENT: Organizational Support /Capacity Building: Northeast Neighborhood Revitalization Organization (NNRO) - 5th year of a 5 yr commitment 75,000 Near Northwest Neighborhood (NNN) operating funds 30,000 NRTSC (Non-CDBG Eligible) Neighborhood Grants 6,000 SBHIP to complement CDBG funds 100,000 Emergency Rehab Fund (furnace,roof,water heater,etc) 39,000 Neighborhood Youth Grants 30,000 Police/Youth Recreation Program -serving 6 sites 90,000 Work force Diversity Initiative 208,000 Minority & Women's Business Development Council (grant for general operations) 25,000 Urban League (grant for general operations) 20,000 Charles Black Center Director 40,000 HCI -Healthy Community Initiative 20,000 Public Improvements /Maintenance: Maintenance for city-owned property (neighborhood centers) plus mtce for improvements 7,500 Graffiti Program 1,420 Rails to Trails Program -cost of surveys & deed preparation fees for donated property 10,000 Neighborhood Planning /Development: Neighborhood Partnership Centers - 6 centers 236,000 Neighborhood Plan Implementation Fund -Implementation of currently completed plans 300,000 River Park -Mishawaka Ave streetscape Phase II -curbs, walks, trees, benches, bike racks 90,000 Weed ~ Seed Neighborhoods 100,000 Rebuilding Together 45,000 South East Park Improvements -Viaduct Painting 50,000 South East Acquisitions -Relocations/Demolitions 300,000 West Indiana Ave. Plan Implementation 300,000 Leeper Park 50,000 Howard Park & East Race Lighting 100,000 City Plan 70,000 Special Projects -Mayor's Office 75,000 Public Safety: Volunteers in Policing 25,000 Extra Downtown Patrols 50,000 Community Oriented Policing Leadership Council Program 9,400 Residential Security Police Program 10,000 Smoke detectors (approx 600 at $5/each plus batteries, etc) 3,000 Total Community and Neighborhood Development for General Fund 2,515,320 TOTAL GENERAL FUND CAPITAL BUDGET 4,160,483 CUMULATIVE CAPITAL DEVELOPMENT FUND (CCDF) -Fund # 406: MOTOR VEHICLES /EQUIPMENT: Street Department: 16,000 Ib Cab/Chassis (1) 34,000 3/4 Ton 4x4 Pickup w/plow (2) 50,400 Total Motor Vehicles /Equipment for CCDF 84,400 COMPUTER EQUIPMENT & NETWORKING: Information Technology Department -for departments with capital needs funded by the General Fund: New computers (mainly replacing existing computers) -General Fund departments only 66,000 New Printers 2,900 D-8 CITY OF SOUTH BEND 2004 CAPITAL BUDGET -DETAIL LISTING OF CAPITAL EXPENDITURES ESTIMATED COST Software (miscellaneous departmental needs) & City Wide Training 120,000 Upgrade Groupwise 15,375 Network Hardware (cabling, hubs, switches, fiber modules, etc) 22,025 Click to Gov Software for the AS400 36,840 Document Imaging system 42,000 Digital Scanner/Plotter/Printer 30,000 MetroNet Expansion and Operation 600,000 HTE Modules 79,940 Police UPS Upgrade 18,000 Total Computer Equipment & Networking for General Fund 1,033,080 MATERIALS AND EQUIPMENT: Street Department: Med Road Grader Plate Compactors (2) Jack Hammers (2) Salt Spreaders (4) Underbodies (2) Skid/Steer Loader (1) Pot Hole Patcher (1) Total Materials and Equipment for CCDF Fund 103,800 4,000 2,300 9,500 16,300 45,000 135,000 315,900 TOTAL CCDF CAPITAL BUDGET 1,433,380 COUNTY OPTION INCOME TAX FUND (COIT) -Fund # 404: LAND IMPROVEMENTS: Major Projects -Based upon priority and financial feasibility, the following will be considered: 6,531,402 Downtown Development StudebakeNOliver Environmental Ed. Center Fredrickson Park Portage Avenue Construction Riverside Trail Phase II -Design Fire Station #9 Land Purchase & Preparation Georgians/Burns/Huey/Talbot -Acquisition/Relocation/Demolition Southside Development Area -Redevelopment Costs Logan Center Building Fund Relocate Park Maint Facility North Shore Drive Erosion Control Project - 35% Share 250,000 Jefferson/LaSalle Street Lighting Upgrades 90,000 Michigan Street Bridge Lighting & Conduit Work 76,000 Morris Plaza Concrete Improvements 15,600 E. Broadway 310,000 Oliver School Site Development 300,000 Northeast Neighborhood Development Area -Redevelopment Costs 50,000 South Side Development 520,000 Fredrickson Park Loan 100,000 East Race Headgate Bridge 40,000 King Center Phase III 195,000 Brownfields -Contingent Fund 800,000 Total Land Improvements for COIT Fund 9,278,002 BUILDINGS AND BUILDING IMPROVEMENTS: TJX Bond Payment -Balance Due 315,265 TJX -Balance Due on VRP Participation 150,000 Total Buildings and Buildings Improvements for COIT Fund 465,265 COMMUNITY AND NEIGHBORHOOD DEVELOPMENT: Commercial Corridors Improvement Fund -Western, LLW, So Michigan, Portage & Miami 1,000,000 Good Neighbors /Good Neighborhoods -Building Block Grants 80,000 Community-based After-School Programs 150,000 D-9 CITY OF SOUTH BEND 2004 CAPITAL BUDGET -DETAIL LISTING OF CAPITAL EXPENDITURES ESTIMATED COST Summer in the City 45,000 Howard Park Infrastructure 35,000 Downtown South Bend Inc. 401,868 Curb and Sidewalk Program 500,000 Point of Entry Signage 32,000 LaSalle Park Section 202 Assisted Elderly Housing 100,000 Residential Lighting 350,000 Total Community and Neighborhood Development for COIT Fund 2,693,868 TOTAL COIT CAPITAL BUDGET 12,437,135 ECONOMIC DEVELOPMENT INCOME TAX FUND (EDIT) -Fund # 408: LAND IMPROVEMENTS: Major Projects -Based upon priority and financial feasibility, the following will be considered: 1,284,201 Downtown Development Studebaker/Oliver Boland Drive Improvements -Portage to Ribourde Miami Highway ROW Omniplex -Study/Acquisition Portage Ave ROW Jefferson/Ironwood Intersection Improvements 120,000 Ireland Road Widening -Burnett to Michigan -Design 250,000 Total Land Improvements for EDIT Fund 1,654,201 TOTAL EDIT CAPITAL BUDGET 1.654.201 MORRIS PERFORMING ARTS CENTER CAPITAL FUND -Fund # 416: MATERIALS AND EQUIPMENT: Emergency Repair Projects 30,000 Total Materials & Equipment for Morris Performin Arts Center Capital Fund 30,000 TOTAL MORRIS PERFORMING ARTS CENTER CAPITAL BUDGET 30,000 COVELESKI STADIUM CAPITAL FUND -Fund # 401: BUILDING IMPROVEMENTS: Installation of New Membrane Roof 210,000 Painting 5,000 Waterproofing of Concourse Floor 9,000 Assorted Stadium Up rades & Equipment 63,200 TOTAL COVELESKI STADIUM CAPITAL BUDGET 287,200 PARK & RECREATION DEPARTMENT -Fund # 201: BUILDINGS AND BUILDING IMPROVEMENTS: Rum Village Nature Center Upgrade 4,000 O'Brien Center- Tumbling Room Upgrades 6,000 Golf- Erskine Door Replacement 12,000 King Center Building Improvements and Recreation Equipment 30,000 Howard Park Senior Center Boiler 42,000 Howard Park Maint Roof Repair 32,000 Total Buildings and Buildings Improvements for Park Department 126,000 LAND IMPROVEMENTS: Neighborhood Fence Replacements 25,000 Park Shelter Upgrades 25,000 O'Brien Lights 35,000 Sheridan Park- Baseball Field 40,000 Irrigation systems- Boland, Boehm, O'Brien 45,000 Tennis & Basketball Court Repairs 50,000 Parking Lots -City Wide Repairs 50,000 O'Brien Parking Lot Add Second Lot 50,000 Total Land Improvements for Park Department 320,000 D-10 CITY OF SOUTH BEND 2004 CAPITAL BUDGET -DETAIL LISTING OF CAPITAL EXPENDITURES ESTIMATED COST MOTOR VEHICLES /EQUIPMENT: Turbo Vertical Lift w/ Heater & Cab Inclosure (1) 28,000 3/4 Ton 4WD Pick-Up w/ Dump Bed & Snow Plow (1) 27,650 One Ton Crew Cab Single Wheel Rear End (1) 27,400 Dixie Choppers 60" w/Side Discharge Chute (2) 18,000 Total Motor Vehicles /for Park Department 101,050 COMPUTER EQUIPMENT & NETWORKING: Departmental Computer Upgrades 37,891 MATERIALS AND EQUIPMENT: Body Armor for Park Police 1,500 Belleville Concessions Eqpt 5,000 Marketing- Misc Capital 5,000 Radio and Camera upgrades 6,000 Pool- Concession & Deck Chairs 8,000 Playground Equipment @ Belleville 15,000 Playground Landscaping Materials 20,000 Golf- Green Aerifier (2) 20,000 Potawatomi Band Shelter- Seating 20,000 Golf- Greens Mowers (2) 40,000 Unexpected Repairs 50,000 Potawatomi Pool Liner 55,000 Golf- Fairway Mowers (2) 64,000 Total Materials and Equipment for Park Department 309,500 TOTAL PARK & RECREATION DEPT CAPITAL BUDGET 894,441 PARK DEPARTMENT NON-REVERTING CAPITAL FUND -Fund # 405: FORESTRY -MATERIALS AND EQUIPMENT: Tree Nursery and Replacements 10,000 Total Forestry -Park Non-reverting Funds 10,000 EAST RACE -MATERIALS AND EQUIPMENT: Boat Engine 4,000 Rafts 10,000 Total East Race -Park Non-reverting Funds 14,000 PICNIC AREAS- LAND IMPROVEMENTS Potawatomi Park Oven Repair 10,000 Total Land Improvements for Picnic Non-reverting Fund 10,000 GOLF-LAND IMPROVEMENTS: Golf- Sand Bunker Upgrades 6,000 Total Land Improvements for Golf Non-reverting Fund GOLF -MATERIALS AND EQUIPMENT: Misc Equipment and Upgrades 14,500 Golf Tractor Leaf Picker 22,000 Golf Carts (30) 60,000 Total Golf -Material and Equipment for Park Non-reverting Funds 96,500 Total Golf -Park Non-reverting Funds 102,500 POTAWATOMI ZOO -LAND IMPROVEMENTS: Zoo Grounds Improvements 7,500 Zoo Infrastructure and Picnic Area Upgrade 21,600 Animal Exhibit Improvements 32,400 Total Zoo -Land Improvements for Park Non-reverting Funds D- CITY OF SOUTH BEND 2004 CAPITAL BUDGET -DETAIL LISTING OF CAPITAL EXPENDITURES POTAWATOMI ZOO -BUILDING IMPROVEMENTS: Greenhouse Structural Repairs South America Exhibit &Misc Total Zoo -Building Improvements for Park Non-reverting Funds POTAWATOMI ZOO -MATERIALS & EQUIPMENT: Greenhouse Tools Office Equipment Tools and Equipment Accreditation Water Conservation upgrades Total Zoo -Materials & Equipment for Park Non-reverting Funds ESTIMATED COST 5,000 56,000 400 1,500 5,000 11,400 35,000 53,300 Total Zoo -Park Non-revertin Funds 175,800 TOTAL PARK NON-REVERTING FUND CAPITAL BUDGET 312,300 RECREATION -NON-REVERTING OPERATING FUND -Fund # 203: MATERIALS AND EQUIPMENT: Fitness Equipment 20,000 Total Materials and Equipment for Recreation Nonreverting Fund BUILDING IMPROVEMENTS: O'Brien Skate Park- Concession/Shade Building 15,000 Softball -Misc Equipment and Upgrades 80,000 Total Building for Recreation Nonreverting Fund 95,000 EAST RACE WATERWAY -Fund # 271: MATERIALS AND EQUIPMENT: Historical Sign 4,000 Walkway Upgrades 4,000 Telephone Boxes 6,000 TOTAL EAST RACE WATERWAY CAPITAL BUDGE 14.000 EMS -Fund # 288: MOTOR VEHICLES /EQUIPMENT: Repair Medic-3 30,000 Refurbish (2) Medic Units @ $95,000 190,000 Refurbish Engine-8 60,000 Total Motor Vehicles for EMS 280,000 BUILDING IMPROVEMENTS: Repair Overhead Doors -Station 11 18,000 Total Building Improvements for EMS MATERIALS AND EQUIPMENT: Various Fire Equipment 25,000 Phone & Miscellaneous Equipment for New Central Fire Location 25,000 Fire Grant Match 59,000 Total Materials and Equipment for EMS 109,000 D-12 CITY OF SOUTH BEND 2004 CAPITAL BUDGET -DETAIL LISTING OF CAPITAL EXPENDITURES ESTIMATED COST LOCAL ROADS AND STREETS ACCOUNT (LRSA) -Fund # 251: LAND IMPROVEMENTS: Paving Materials 2,000,000 Chapin Street Improvements -Washington to Marion 500,000 Chapin Street Improvements -Western to Washington 150,000 Eddy Street Hazard Elimination 250,000 Ewing/Fellows Intersection Improvements -Design/Signals 13,000 Concrete Pavement Repairs 300,000 Traffic Signal Upgrades 200,000 Total Land Improvements for LRSA 3,413,000 TOTAL LRSA CAPITAL BUDGET 3,413,000 PROJECT RELEAF FUND -Fund # 655: MOTOR VEHICLES /EQUIPMENT: Leaf Boxes (Refurbished) (5) 6,300 Leaf Vac Enf/Axle Replacements (3) 39,400 Total Motor Vehicles /Equipment for Project Releaf Fund 45,700 TOTAL PROJECT RELEAF CAPITAL BUDGET 45.700 CONSOLIDATED BUILDING DEPARTMENT -Fund # 600: MOTOR VEHICLES: Compact pre-owned autos (1) 9,300 Emer ency Purchase Vehicle Pool 18,600 TOTAL CONSOLIDATED BUILDING CAPITAL BUDGET 27,900 SOLID WASTE: -Fund #611: MOTOR VEHICLES: Pick-Up Truck 2WD 3/4 Ton 21,000 Packer, Fully Automated 33 yd 191,000 Total Motor Vehicles for Solid Waste 212,000 MATERIALS AND EQUIPMENT: Residential Containers (6,000) 270,000 COMPUTER EQUIPMENT & NETWORKING: Desktop Computer 1,400 TOTAL SOLID WASTE CAPITAL BUDGET 483,400 WATER WORKS: -Fund # 622: LAND IMPROVEMENTS: Future Well Field -Cleveland 150,000 South Well Field 200,000 Recondition Wells 42,000 Air Stripper Modification 50,000 Air Stripper Relocate 20,000 Clean Wells 28,000 Upgrade Contrail Wire & Conduit 5,000 Main Extensions 250,000 Valve Replacement 50,000 Total Land Improvements for Water Works 795,000 BUILDINGS AND BUILDING IMPROVEMENTS: Power Voltage Upgrade -South Station 85,000 Roof Replacement 7,000 Ventilation Fans & Solenoids for Feed -South Station 4,500 Total Building and Building Improvements for Water Works 96,500 D-13 CITY OF SOUTH BEND 2004 CAPITAL BUDGET -DETAIL LISTING OF CAPITAL EXPENDITURES ESTIMATED COST COMPUTER EQUIPMENT 8 NETWORKING: Computer Replacements (18) 20,400 Hardware - Gigh Service Drive to PLC 10,625 Modems 50,000 Software -Upgrades 39,903 Total Computer Equipment & Networking for Water Works 120,928 MOTOR VEHICLES: 3 1/2 Ton Truck w/Utility Body & Crane (1) 92,500 AWD Cargo Van (1) 20,300 Emergency Purchase Vehicle Pool 46,300 Total Motor Vehicles for Water Works 159,100 MATERIALS AND EQUIPMENT: Flow Meter 40,000 Hydrants 25,000 Generator 105,000 Security Camera 6,200 Various Pumps & Motors 40,000 Stainless Steel Piping Replacement 20,000 Radio Equipment 24,000 Large -Residential -Meters 250,000 Various Non -Cap Tools 7,500 Total Materials & Equipment for Water Works 517,700 SEWAGE WORKS: -Fund # 642: :iEWER DEPARTMENT: MOTOR VEHICLES: 3/4 Ton 4x4 Pickups with Snow Plow 23,600 Total Motor Vehicles for Sewer Department/Sewage Works MATERIALS AND EQUIPMENT: Backhow with Extended Boom 74,500 Jet Rodder Combination Unit 243,000 Solar Arrow Board (2) 10,000 14' Cargo trailer 5,000 Total Computer Materials & Equipment Sewer Department/Sewage Works 332,500 TOTAL SEWER DEPARTMENT/SEWAGE WORKS CAPITAL BUDGET 356,100 1NASTEWATER: MOTOR VEHICLES: Mid-size Auto -Pre Owned 0 Emergency Purchase Vehicle Pool 13,100 Total Motor Vehicles for Wastewater/Sewage Works MATERIALS AND EQUIPMENT: Mule Utility Cart 7,100 Recondition Case Loader 50,000 Recondition Bull Dozer 20,000 Total Materials and Equipment for Wastewater/Sewage Works D-14 THE CITY OF SOUTH BEND SUMMARY OF THE MULTI-YEAR CAPITAL IMPROVEMENT PLAN VEHICLE REPLACEMENT /UPGRADE PROGRAM GENERAL FUND AND VARIOUS CAPITAL FUNDS: City Administration 9 Police Department Fire Department Code Enforcement & Animal Control Department Engineering and Traffic & Lighting Division Street Division Central Services Division Community & Economic Development Department SPECIAL REVENUE FUNDS: Park & Recreation Department ENTERPRISE FUNDS: Building Department Solid Waste Division Water Works Sewage Works -Sewer Division Sewage Works -Wastewater & Organic Resources 2006 2007 2008 TOTAL 20,700 14,700 0 33,000 68,400 1,073,838 1,106,677 1,122,554 1,188,000 4,491,069 533,700 674,000 569,000 367,800 2,144,500 242,700 143,700 130,500 119,600 636,500 87,600 142,700 114,600 194,300 539,200 1,478,700 1,723,100 904,300 801,300 4,907,400 39,900 47,400 71,300 0 158,600 9,700 0 32,100 0 41,800 157,900 190,500 304,200 432,000 1,084,600 38,800 30,300 21,000 32,700 0 0 0 300,200 128,100 287,500 156,600 485,500 594,300 616,100 296,700 454,100 591,500 400,000 660,000 $ 4,923,338 5,386,977 4,573,154 4,282,000 COMPUTER. OFFICE AND OTHER OPERATIONAL EQUIPMENT GENERAL FUND AND VARIOUS CAPITAL FUNDS: City Administration $ 38,800 Police Department 430,000 Fire Department 25,000 Code Enforcement & Animal Control Department 0 Engineering and Traffic & Lighting Division 143,000 Street Division 4,800 Central Services Division 115,400 Morris Performing Arts Center 25,000 SPECIAL REVENUE FUNDS: Park & Recreation Department 120,000 ENTERPRISE FUNDS: 122,800 0 872,400 1,992,600 2,105,600 19,165,469 20,400 32,100 38,300 129,600 290,500 136,000 180,000 1,036,500 25,000 25,000 25,000 100,000 7,500 10,000 10,000 27,500 143,000 143,000 143,000 572,000 4,800 4,800 4,800 19,200 53,300 37,000 0 205,700 15,000 8,000 10,000 58,000 175,000 163,000 125,000 583,000 Building Department 8,000 8,000 8,000 8,000 32,000 Water Works 50,000 50,000 50,000 50,000 200,000 Sewage Works -Sewer Division 17,600 11,200 11,200 15,000 55,000 Sewage Works -Wastewater & Organic Resources 67,250 7,250 26,250 30,000 130,750 Century Center 78,380_ 18,500 15,000 15,000 126,880 $ 1,123,230 829,450 669,350 654,100 3,276,130 ROUTINE (MINOR) CAPITAL. EXPENDITURES GENERAL FUND AND VARIOUS CAPITAL FUNDS: City Administration Police Department Fire Department Engineering and Traffic & Lighting Division Central Services Division Morris Performing Arts Center SPECIAL REVENUE FUNDS: Park & Recreation Department ENTERPRISE FUNDS: Water Works Sewage Works Century Center $ 3,000 3,000 3,000 5,000 14,000 10,000 10,000 10,000 10,000 40,000 15,000 20,000 30,000 18,000 83,000 370,000 115,000 115,000 115,000 715,000 6,000 5,000 12,000 7,000 30,000 30,000 40,000 32,000 35,000 137,000 472,740 310,800 440,000 500,000 1,723,540 595,000 435,000 455,000 460,000 1,945,000 65,000 65,000 65,000 65,000 260,000 23,060 10,000 10,000 20,000 63,060 $ 1,589,800 1,013,800 1,172,000 1,235,000 5,010,600 THE CITY OF SOUTH BEND SUMMARY OF THE MULTI-YEAR CAPITAL IMPROVEMENT PLAN VEHICLE REPLACEMENT /UPGRADE PROGRAM ONGOING INFRASTRUCTURE EXPENDITURES GENERAL FUND AND VARIOUS CAPITAL FUNDS: Curb & Sidewalk Repairs ; Street Lighting Replacement Street Division Paving Material Concrete Pavement Repairs ENTERPRISE FUNDS: Water Works -Main Extensions Water Works -Meter Replacement 2005 2006 2007 2008 TOTAL 500,000 500,000 500,000 500,000 2,000,000 200,000 200,000 200,000 200,000 800,000 2,000,000 2,000,000 2,000,000 2,000,000 8,000,000 300,000 300,000 300,000 300,000 1,200,000 800,000 600,000 600,000 600,000 2,600,000 650,000 650,000 650,000 650,000 2,600,000 $ 4,450,000 4,250,000 4,250,000 4,250,000 17,200,000 MAJOR CAPITAL EXPENDITURES GENERAL FUND AND VARIOUS CAPITAL FUNDS: Police Department $ 262,000 507,000 260,000 0 1,029,000 Fire Department 5,067,800 3,700,000 1,700,000 0 10,467,800 Code Enforcement & Animal Control Department 1,000,000 0 0 0 1,000,000 Engineering and Traffic & Lighting Division 13,915,000 13,050,000 8,075,000 3,000,000 38,040,000 Community & Economic Development Department 39,710,000 14,600,000 10,500,000 6,300,000 71,110,000 SPECIAL REVENUE FUNDS: Park & Recreation Department 27,614,700 548,600 1,547,300 215,300 29,925,900 ENTERPRISE FUNDS: Water Works ••• _• ~ • 1,250,000 1,250,000 4,250,000 27,500,000 Sewage Works ` • ~ 6,028,400 5,186,900 5,150,500 22,677,500 Century Center _~ ~• .~' • 225,000 32,486,000 0 32,711,000 .'~• 39,909,000 61,005,200 18,915,800 234,461,200 GRAND TOTAL OF CAPITAL EXPENDITURES GENERAL FUND AND VARIOUS CAPITAL FUNDS: City Administration $ 62,500 38,100 35,100 76,300 212,000 Police Department 1,775,838 1,914,177 1,528,554 1,378,000 6,596,569 Fire Department 5,641,500 4,419,000 2,324,000 410,800 12,795,300 Code Enforcement & Animal Control Department 1,242,700 151,200 140,500 129,600 1,664,000 Engineering and Traffic & Lighting Division 15,515,600 14,450,700 9,447,600 4,452,300 43,866,200 Street Division 3,483,500 3,727,900 2,909,100 2,806,100 12,926,600 Central Services Division 161,300 105,700 120,300 7,000 394,300 Community & Economic Development Department 39,719,700 14,600,000 10,532,100 6,300,000 71,151,800 Morris Performing Arts Center 55,000 55,000 40,000 45,000 195,000 SPECIAL REVENUE FUNDS: Park & Recreation Department 28,365,340 1,224,900 2,454,500 1,272,300 33,317,040 ENTERPRISE FUNDS: Building Department 46,8iD0 38,300 29,000 40,700 154,800 Solid Waste Division 0 0 0 0 0 Water Works 23,145,2iD0 3,113,100 3,292,500 6,166,600 35,717,400 Sewage Works -Sewer Division 568,1iD0 670,500 692,300 376,700 2,307,600 Sewage Works -Wastewater & Organic Resources 6,833,0;50 6,627,150 5,613,150 5,840,500 24,913,850 Century Center 101,440 253,500 32,511,000 35,000 32,900,940 Total Capital Program Expenditures $ 126,717,5168 51,389,227 71,669,704 29,336,900 279,113,399 ' '' ~ .~' • 13,100,000 T _ . 4 •. ` •.'•~` • • • - - 292,213.399 D-16 THE CITY OF SOUTH BEND SUMMARY OF MAJOR CAPITAL EXPENDITURES FOR YEARS 2004-2007 FUNDING SOURCE** 2005 2006 2007 2008 TOTAL POLICE DEPARTMENT: Digital Photo Lab and Cameras General Capital $ 0 120,000 25,000 0 145,000 Police Vehicles & Equipment Installation General Capital 1,073,838 1,106,677 1,122,554 1,188,000 4,491,069 Car Wash General Capital 0 80,000 0 0 80,000 Mobile Data Computer Replacements Federal/Gen'I Capital 110,000 180,000 180,000 0 470,000 Radio Replacement General Capital 52,000 52,000 10,000 0 114,000 Shooting Range General Capital 0 35,000 5,000 0 40,000 Computer Equipment Federal/Gen'I Capital 100,000 40,000 40,000 0 180,000 1,335,838 1,613,677 1,382,554 1,188,000 5,520,069 FIRE DEPARTMENT: Instruction /Training Facility COIT/EMS -finance 0 2,000,000 Q : - ; p - 2,000,000 New Fire Station # 10 COIT/EMS -finance 1,000,000 0 - 0 ' : ' .' ~':{j _ 1,000,000 Fire Station # 9 & 2 Relocated COIT/EMS 3,400,000 0 : ~ 0 _' '' •';t-i~ 3,400,000 Fire Station # 3 Relocated COIT/EMS 0 0 ~7,iD)~--, - ' Q; 1,700,000 Fire Station # 5 Renovations COIT/EMS 301,790 0 ;'~. .~ 301,790 Fire Station # 8 Renovations COIT/EMS 366,010 0 p . ~ , 366,010 New Fire Station # 12 -additional station COIT/EMS -finance 0 1,700,000 ~ 1,700,000 5,067,800 3,700,000 ""`~"~ 10,467,800 .~~~ CODE ENFORCEMENT 8 ANIMAL CONTROL DEPARTMENT: Kennel and Treatment Room (in Animal Shelter) General Capital 1,000,000 p ~~ ~_ 1,000,000 1,000,000 ~~ 1,000,000 ENGINEERING AND TRAFFIC & LIGHTING DIVISION: Stormwater Management Sewage Works ~~ • ~ ~ g,•.: • • : - :~ ' Miami Street Widening (Kern to Jackson) Federal /LRSA ~ ~- ;: , . '-: • {(• : '_ . -; - Ironwood Drive Widening (Kern to US 20) Federal /LRSA 1 ~ ' :~ • : ~a .: • •• (~ '- • ~ r Kern Road Widening (design only) LRSA ~ i •-- •• •~ _ Lilac Road Widenin Cleveland to Brick LRSA • '~ • Darden Road Widening LRSA - :~: = ;~ ~ M1Q ~ a; South Michigan Street -Various Intersection Improvements LRSA/SW/Federal ; w- ' • •p- r3- • 0 - :~~ r Riverside Trail -Angela Blvd to Darden Bridge Gen'I/COIT/Federal ~-r ;-;- - `} ` ' {~• - Olive Street Improvements Federal / LRSA/TIF ~s`- •p- ;:: •{~ Ewing Avenue Improvements Federal /LRSA '~ - Q _ P r•.f•a ~- •F: South Side Economic Develo mentArea TIF/STIF !zs~`i'` '• • COMMUNITY AND ECONOMIC DEVELOPMENT DEPARTMENT: Neighborhood Partnership Center Public Works CDBG 500,000 500,000 500,000 500,000 2,000,000 Neighborhood Improvement Program CDBG/HOME/COIT 300,000 600,000 750,000 750,000 2,400,000 Commercial Corridor Improvement Program COIT 1,000,000 1,200,000 1,400,000 1,600,000 5,200,000 Downtown Streetscape & Gateway Improvements SBC TIF / COIT 250,000 250,000 250,000 250,000 1,000,000 East Bank Streetscape & Gateway Improvements SBC TIF / COIT 250,000 250,000 250,000 250,000 1,000,000 Downtown PropertyAcquistions G O Bond 600,000 1,000,000 0 0 1,600,000 East Bank Development Area Property Acquistions SBC TIF Rev Bd 1,250,000 0 0 0 1,250,000 East Bank Area Parking Improvements SBC TIF Rev Bd 4,400,000 0 0 0 4,400,000 Sample/Ewing TIF -Studebaker Corridor/Oliver Plow Federal Loan/Grants 12,500,000 3,000,000 1,450,000 0 16,950,000 Sample/Ewing TIF -South East Neighborhood Project S/E TIF 310,000 300,000 150,000 150,000 910,000 Sample/Ewing TIF -Rum Village Neighborhood S/E TIF/CDBG/C01T 600,000 300,000 300,000 300,000 1,500,000 AEDA TIF (Blackthorn Area) -Small Scale Projects AEDA TIF 7,000,000 4,000,000 2,000,000 2,000,000 15,000,000 River Glen Business Park Expansion SBC TIF Rev Bd 2,250,000 0 0 0 2,250,000 Downtown Medical Services District Rev Bd/LRSA/SW 300,000 1,400,000 1,300,000 0 3,000,000 Bendix Street Development Area AEDA TIF/LRSA/Other 1,300,000 900,000 1,700,000 500,000 4,400,000 Howard Park Residential Development Area LRSA/Park/COIT/SW 1,400,000 900,000 450,000 0 2,750,000 Main /Jefferson Office Project EDIT Bond /Grants 5,500,000 0 0 0 5,500,000 39,710,000 14,600,000 10,500,000 6,300,000 71,110,000 PARK AND RECREATION DEPARTMENT: South East Basketball Complex Park Capital/COIT 750,000 0 0 0 750,000 Coveleski Stadium Upgrades Stadium Capital 61,500 298,600 247,300 65,300 672,700 East Race Waterway & Walkway Extensions COIT /Federal /Park 1,600,000 0 0 0 1,600,000 Belleville / Sheridan Upgrades Park Capital 150,000 100,000 150,000 0 400,000 Erskine Golf Course Irrigation Upgrade Park Capital 125,000 0 0 0 125,000 Regional Aquatics Facility G O Bond 15,038,200 0 1,000,000 0 16,036,200 Potawatomi Zoo -African Savannah Exhibit Grants/Donations 800,000 0 0 0 800,000 Howard Park Senior Center CDBG/Park Capital 1,000,000 0 0 0 1,000,000 Potawatomi Zoo -South American Exhibilt Park Capital 200,000 0 0 0 200,000 Potawatomi Zoo -New Giftshop,Parking Lot & Other Park/Grants/Other 140,000 0 0 0 140,000 Howard Park Ice Rink Park Capital 100,000 0 0 0 100,000 D-17 THE CITY OF SOUTH BEND SUMMARY OF MAJOR CAPITAL EXPENDITURES FOR YEARS 2004-2007 FUNDING SOURCE** >~ r~ 2007 2008 TOTAL O'Brien Recreation Center Park Capital/COIT 4,$pQ,Opp 0 0 0 4,500,000 Greenhouse/Conservatory Renovation Park Capital/Bond $,pppppp p 0 0 3,000,000 Miscellaneous Park Upgrades Park/Grants/Other~~ ,ppp 1 150,000 150,000 600,000 44i(10 1,547,300 215,300 29,925,900 WATER WORKS: Building -Customer Service Center Water Works 1,500,000 0 0 0 1,500,000 Main Extenstion Water Works Bond 600,000 600,000 600,000 600,000 2,400,000 Meter Replacement Program Water Works Bond 650,000 650,000 650,000 650,000 2,600,000 Oliver Filtration Plant Water Works Bond 18,000,000 0 0 0 18,000,000 South Wellfield - GAC Units Water Works 0 0 0 3,000,000 3,000,000 20,750,000 1,250,000 1,250,000 4,250,000 27,500,000 SEWAGE WORKS: Wastewater Treatment Plant Building Improvements Sewage Works 50,000 305,000 200,000 200,000 755,000 Land Improvements -Wastewater/Sewer Department Sewage Works 5,830,000 3,350,000 3,300,000 3,300,000 15,780,000 Wastewater Treatment Plant Equipment Sewage Works 31,700 733,400 46,900 10,500 822,500 Combined Sewer Overflow Long-Term Control Plan SW /State RF Loan 400,000 1,640,000 1,640,000 1,640,000 5,320,000 6,311,700 6,028,400 5,186,900 5,150,500 22,677,500 CENTURY CENTER: Elevator in the Main Lobby Century Ctr 0 150,000 0 0 150,000 Convention Hall "C" Upgrages Century Ctr 0 0 810,000 0 810,000 Fire Alarm System Replacement Century Ctr 0 0 176,000 0 176,000 Replace Building Boilers Century Ctr 0 0 500,000 0 500,000 Water Balancing Century Ctr 0 75,000 0 0 75,000 Replace Chilled Water System Century Ctr 0 0 1,000,000 0 1,000,000 Renovation of Public Restrooms Century Ctr 0 0 0 0 Major Expansion of Century Center G O Bond FI 0 30,000,000 0 30,000,000 -. ~ 225,000 32,486,000 Q 32,711,000 TOTAL MAJOR CAPITAL EXPENDITURES S 115,705,038 41,015,677 62,127,754 20,103,800 238,952,269 "Funding Source abbreviations: AEDA TIF -Airport Tax Incremental Financing G O Bond -General Obligation Bonds Stadium Capital - Coveleski Stadium Fur CDBG -Community Development Block Grants General Capital -General Fund & other Capital Funds State RF Loan -Revolving Fund Loan Century Ctr -Century Center Revenue Grants -grant funds to be received S/E TIF - Sample/Ewing Tax Incr Financ COIT -County Option Income Tax HOME -Federal Home Fund Grants SW -Sewage Works Revenue County - St. Joseph County funding LRSA -Local Roads and Streets Fund (Gas Tax) TFA -Transportation Fin ance Authority Donations -donated funds to be received Park Capital -Park Dept Revenue UEA -Urban Enterprise Association EDIT -Economic Development Income Tax Rev Bd -Revenue Bond Water Works -Water Works Revenue Federal -Various federal funding sources SBC TIF -South Bend Central Tax Incr Financing D-18 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 POLICE DEPARTMENT Project Title Digital Photo Lab and Cameras Project Amount $145,000 (2006-2007) Several departments across the country are upgrading their method of capturing crime scene evidence using digital photography. The department's new records system is capable of attaching digital photo images of crime scenes and suspects to cases. Several digital photo vendors have been researched, and based on this research, startup costs for a basic digital photo lab and technician digital cameras would be approximately $120,000. Each additional year the department would face approximately $25,000 in additional digital camera purchase costs to eventually outfit the entire department. Ongoing supplies for this lab would be included in the operating budget of the South Bend Police department and not in any Capital Improvement Plan. Activit~Date 2006 $120,000 2007 25,000 TOTAL $145,000 Fundin Source General Capital Funds Projected Ongoing_Operatin~ Cost Im >l act Ongoing supplies for this lab, which will be minimal, would be included in the operating budget of the Police Department. No additional space would be required for this lab. Police Vehicles, Vehicle Equipment and Installation $4,491,069 (2005-2008) This would include replacement of police vehicles for the Uniform and Investigative Divisions. Equipment would include replacement/upgrade vehicle equipment for take-home cars, including light bars, sirens, speakers and graphics. Activity Date Funding Source General Capital Funds 2005 $1,073,838 2006 1,106,677 2007 1,122,554 2008 1,188,000 TOTAL $4,491,069 Projected On_going_O~erating Cost Impact There are no additional operating costs anticipated. D-19 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 Car Wash $80,000 (2006) An automatic car wash for police cars would be installed at MSF in the present car wash bay. Funding Source Activity Date General Capital Funds 2006 80 000 TOTAL $80,000 Proiected On oing_Operating Cost Im acct There are no additional operating costs anticipated, Mobile Data Computer Replacements $470,000 (2005-2007) This would be for an upgrade of over 2001aptop computers and modems that function as mobile data computers in squad cars. Activi , Date Funding Source Federal Funds/General Capital Funds 2005 $110,000 2006 180,000 2007 180.000 TOTAL $470,000 Projected Ongoing Operating Cost Impact There are no additional operating costs anticipated, Radio ReplacementliTp~rade for Take-Home Police Cars $114,000 (2005-2007; Additional UI~'/VHF mobile and hand-held radios are needed for K-9, Bomb Squad, supervisors and Investigative Division officers. The batteryreplacement program would be for laptops/handheld radios. Activity Date Funding Source General Capital Funds 2005 $ 52,000 2006 52,000 2007 10,000 TOTAL $114,000 D-20 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 Projected On oin eratin~ Cost Impact There are no additional operating costs anticipated. Shooting Range Outdoor) $40,000 (2006-2007) This would require purchase of land and equipment for an outdoor shooting range for both night and day shoots. Department spends $20,000 per year to rent FOP grounds. Activity Date 2006 $35,000 2007 5,000 TOTAL $40,000 Funding Source General Capital Funds Projected On oing_O en rating Cost Impact There are no additional operating costs anticipated. Computer Equipment $180,000 (2005-2007) Project replacement equipment for ongoing computerization ofdepartment and upgrades for aging equipment and servers. Activi , Date 2005 $100,000 Fundin Sg ounce Federal Funds/General Capital Funds 2006 40,000 2007 40,000 TOTAL $180,000 Projected Ongoing_Operatin~ Cost Impact There are no additional operating costs anticipated. FIRE DEPARTMENT Instruction /Training Facility $2,000,000 (2006) The Instruction Bureau as it currently exists does not meet the needs of a department this size. Currently, at this training facility, there are no provisions for a drill tower, burn building, smoke building and space for outside activities. According to the National Fire Protection Agency (NFPA) standards, a fully adequate facility should include one or more drill towers; buildings in which actual square footage of the new building will be larger than the building it will be replacing (increasing utility costs); however, this will be partially offset by the decreased maintenance costs now incurred. D-21 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 It is anticipated that the existing Fire Station #9 (after a new station has been built) will be utilized by an organization within the community which will become responsible for all operating costs of the old building. As a result, only a minimal increase in operational costs is anticipated with a new building. Activi , Date 2006 2 000 000 TOTAL $2,000,000 Funding Source County Option Income Tax (COIT) EMS Capital Fund Projected On oing_Operating Cost Impact There are no additional operating costs anticipated. No. 10 New EMS Station $1,000,000 (2005) Due to the recent commercial activity, Old Fire Station #10 (Ireland Road) will be needed to be located with possible development of the area surrounding the station. Presently a city and county medic are stationed there and with their coverage area, a new station will be needed to replace the current station. Activity 2005 1 000 000 TOTAL $1,000,000 Funding, Source County Option Income Tax (COIT) EMS Capital Fund Projected Ongoing eratin~ Cost Impact There are no additional operating costs anticipated, Fire Station No. 9 and Station No. 2 $3,400,000 (2005) Due to the 1998 Fire District Survey and the needs of Memorial Hospital, Station No. 2 and Station No. 9 need to be relocated. Station No. 2 will need to be relocated due to the needs of Memorial Hospital and Station No. 9 due to the age and inability to house new fire apparatus. Fundin S County Option Income Tax (COIT) Activity Date EMS Capital Fund 2005 $3.400,000 TOTAL $3,400,000 D-22 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 Projected On og ins Operating Cost Impact There are no additional operating costs anticipated. Fire Station No. 5 Renovations $301,790 (2005) In order to meet the current needs of the Fire Department, renovation work will need to occur at this facility. This building is more than 40 years old and improvements are needed to update the station. It is recommended that the City build a new apparatus bay addition that is able to house more modern equipment. Interior renovations will need to take place in the living quarters, and expansion into the existing apparatus bay will need to occur to meet the current space demands. These changes are essential to maintain high quality fire protection services well into the future. Fundin Source Activit,~Date County Option Income Tax (COIT) 2005 301 790 EMS Capital Fund TOTAL $301,790 Proiected On oig n,~Operatin~ Cost Impact There are no additional operating costs anticipated. Any increased utility costs are expected to be offset by reduced maintenance costs. Fire Station No. 8 Renovations $366,010 (2005) In order to meet the current needs of the Fire Department, renovation will need to occur at this facility. This building is 40 years old and improvements are required to update the station. It is recommended that the City build a new apparatus bay addition that is able to house more modern equipment. Interior renovations in the living quarters and expansion into the existing apparatus bay will need to take place to meet the current space demands. These improvements are essential to maintain high quality fire protection services well into the future. Fundin Source Activity Date County Option Income Tax (COIT) 2005 366 010 EMS Capital Fund TOTAL $366,010 Projected Ongoing_Operating Cost Impact There are no additional operating costs anticipated. Any increased utility costs are expected to be offset by reduced maintenance costs. D-23 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 New Fire Station No. 12 -Additional Station $1,700,000 (2006) Residential growth to the north and commercial and industrial development to the northwest will necessitate a new (additional) Fire Station 12. The growth in the City's northwest is occurring more rapidly than that of the southeastern area. Fire Station No. 11 (at Bendix & Cleveland) is strategically located to serve much of the Blackthorn development and the residential growth expected in German Township. Anew station to the northwest of Station No. 11 will be needed to maintain coverage to Insurance Services Offices (I.S.O.) Standards. Quint coverage to the northwest area is presently adequate only because of the lack ofbuilt-upon land in the district. As properties develop, a northwest quint will become a necessity. Funding Source Activity Date County Option Income Tax (COIT) 2006 1 700 000 EMS Capital Fund TOTAL $1,700,000 Projected Ong_oin_g_ erating Cost Impact In addition to the cost of building the new station, twelve (12) additional firefighters will be needed at an estimated annual cost of $500,000 and operational expenses are anticipated at $30,000 per year. One new pumper will be required at an estimated cost of $318,000. Relocation of Station No. 3 $1,700,000 (2007) The 1998 Fire Survey recommends that Station No. 3, located farther north after Station No. 9, be replaced with a new station. The area is also seen as an expanded fire district to the north, and this relocation will provide coverage to Insurance Services Offices (ISO) Standards. Activity Date 2007 $1,700,000 TOTAL $1,700,000 Funding Source County Option Income Tax (COIT) EMS Capital Fund Projected On.oing_Operating Cost Impact There are no additional operating costs anticipated. D-24 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 CODE ENFORCEMENT Code and Animal Control Facility and City Impound Lot $1,000,000 {2005) A new multi-use facility would incorporate an animal shelter, a facility for clean-up crew and a storage lot for impounded abandoned vehicles as well as those towed by the Police Department. The City continues to annex and expand, which in turn increases the pets that must be dealt with on a daily basis. Because of the limited kenneling space and the required holding time, adoptable animals are being euthanized in order to free up space for incoming ones. There have been major innovations in animal kenneling systems that provide a more efficient means of cleaning, better durability, better control of the spread ofdisease/illness, rodent infestation and all but eliminates the odor typically associated with a shelter. While the current shelter could be renovated, the building is more than 100 years old and there is no room for expansion. This will proj ect a more professional image and appearance for the City-run Animal Control operation. We are currently developing a fund raising campaign to help offset the cost of a new shelter but feel this issue needs to be addressed now and any future monies collected could be returned to the City to help offset the cost. The adjoining impound lot would serve a dual purpose, accommodating both Code and the South Bend Police Department. Both departments currently rent a space from separate private towing companies to store the vehicles that are impounded. Both departments have trouble with vandalism, which results in claims being filed against the City. An impound lot adj acent to the shelter and crew quarters could be monitored by our staff and would eliminate access by people other than those authorized to be there. The Code clean-up crew currently rents a building with an adjoining parking lot to store our equipment, dumps, loaders, tractors, etc. In addition to the building being old and constantly needing repair, the location is fairly isolated and has had break ins resulting in the theft of several thousand dollars worth of equipment. As with the impound lot, this facility would be better monitored. Funding Source General Capital Funds Activity Date 2005 1 000 000 TOTAL $1,000,000 Projected Ongoing_O~eratin Cost lmuact There are no additional operating costs anticipated. D-25 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 ENGINEERING AND TRAFFIC & LIGHTING DIVISIONS Stormwater Management $12,000,000 (loos-2oos> Compliance with EPA's Phase II Stormwater regulations as well as with Combined Sewer Overflow (CSO) charge regulations will require constant need for consulting services and design services for new drainage features, controls, piping, management practice and public participation. We will transition in 2002 from years of master planning to designing and building priority elements of the plan. Activi , Date Fundin Source Sewage Works Fund 200s $ 3,000,000 2006 3,000,000 2007 3,000,000 2008 3,000,000 TOTAL $12,000,000 Projected On oing_Operatin~ Cost Impact There are no additional operating costs anticipated that have not been included in the above annual consulting and design costs. Any capital expenditure deemed necessary as a result of the consulting services will be considered as separate capital projects. Miami Street Widening -Kern to Jackson $4,100,000 (200s) Traffic growth requires expanded roadway and pedestrian facilities due to the nearby established residential neighborhoods. These neighborhoods are projected to continue to experience future growth. This project will be funded on an 80% basis using federal funds with the remaining 20% funded by the City. Funding Source Federal Funds and Activi ,Date Local Roads and Streets Fund (LRSA) 200s $4,100,000 TOTAL $4,100,000 Projected Ongoing_Operating_Cost Impact Only minimal additional operating costs are anticipated. This existing road is currently maintained by the City. Ironwood Drive Widening -Kern Road to U.S. 20 $6,000,000 (200s, 2007) Residential growth in this area warrants roadway improvements and pedestrian facilities. This prof ect will be developed jointly with St. Joseph County unless additional land is annexed to the east D-26 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 side of Ironwood. The combined scope of both City and County expense is $4.2 million for 1.5 miles of four lanes. This is planned as a two-year prof ect to be started in 2005, and it will be funded on an 80% basis using federal funds with the remaining 20% funded by the City and County. Funding Source Federal Funds and Activity Date Local Roads and Streets Fund (LRSA) 2005 $1,000,000 2007 5,000,000 TOTAL $6,000,000 Projected Ongoing_Operating_Cost Impact Only minimal additional operating costs are anticipated. This existing road is currently maintained by the City. Kern Road Widening (design on1y1 $75,000 (2007) This prof ect entails the design cost only for reconstruction and widening of Kern Road from Miami to Ironwood. Residential development in this area warrants the improvements. This will be developed jointly with St. Joseph County. Activi , Date 2007 75 000 TOTAL $75,000 Fundin Source Local Roads and Streets Fund (LRSA) Projected Ongoing_Operating Cost Im acct There are no additional operating costs anticipated. This existing road is currently maintained by the City and County. Lilac Road Widening -Cleveland to Brick $1,000,000 (2006) The prof ect entails the widening of this section of road to handle the increased traffic due to the large amount of residential development in this area and planned annexation. This is a joint project with St. Joseph County. Funding Source Local Roads and Streets Fund (LRSA) D-27 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 Activity Date 2006 1 000 000 TOTAL $1,000,000 Projected On oing_Operating Cost Impact Only minimal additional operating costs are anticipated. This existing road is currently maintained by the City. Darden Road Widening $750,000 (2006) This project entails the widening of this section of road to handle the increased traffic due to the large amount of residential development in this area along with the new bridge construction. This is a joint project with St. Joseph County. Funding Source Activi ,Date Local Roads and Streets Fund (LRSA) 2006 750 000 TOTAL $750,000 Projected On oig •ng_Operating Cost Impact Only minimal additional operating costs are anticipated. This existing road is currently maintained by the City. South Michigan Street -Ireland to Chippewa $2,000,000 (2005) & Ireland -Lafayette to Michigan Intersection improvements are needed to reduce congestion on all legs of the Ireland/Michigan intersection including Main at Ireland and Lafayette at Ireland. The new Parks Administration and Recreation Center on Walter Street will require improvements on Michigan Street at Walter, including removal ofnon-mountable center median on Michigan Street. No pedestrian facilities are installed on either side of Michigan, Main, or Ireland. Access control is needed on the west side of Michigan. Storm water control is needed, particularly to relieve street flooding on Michigan at Chippewa. Funding Source Local Roads and Streets Fund (LRSA), Sewage Works Fund and Federal Funds (TEA-21) Activity Date 2005 $ 400,000 -Construction -LRSA 2005 1,600,000 -Construction -TEA-21 TOTAL $2,000,000 D-28 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 Projected On oing Operating Cost Impact Operation of any new traffic controls and maintenance of new storm sewers would result in incremental increases in operations cost. Sweeping and plowing costs should be reduced, which would partially offset these minor ongoing operational costs. Riverside Trail -Angela Boulevard $2,595,000 (2005-2006) to Darden Bride This Transportation Enhancement Activity (TEA) will provide riverfront access and recreation opportunities in the City which will beenhanced bydevelopment of abike/pedestrian facility. This would include a link to the Darden Road historic pedestrian bridge with two boat launch sites as well as existing Brownfield Park, Keller Park and the Riverside Drive Local Historic District. This trail would follow the riverbank where possible. Amenities to be developed would include fishing platforms for the disabled and security lighting plus other similar amenities. Fundin Source General Capital Funds, County Option Income Tax (COIT), and Federal Funds Activity Date 2005 $1,200,000 Phase II Construction 2005 95,000 Phase III Design 2006 $1,300,000 Phase III Construction TOTAL $2,595,000 Projected Ongoing Operating Cost Impact The Parks and Recreation Department currently mows about half of this route. The upgraded landscape will likely add 0.5 full-time employees (FTE) to the Parks' labor requirement with the attendant capitalization needed to support that additional labor activity. Olive Street Improvements $2,220,000 (2005, 2006) The TJX development in the Sample-Ewing TIF area will require an upgrade to an old roadway on Olive Street from Prairie Avenue to Sample Street. Fundin S~~ ource LRSA, T1F, Federal Activity Date 2005 $ 220,000 -LRSA, TIF 2006 2,000,000 -LRSA, TIF, Federal TOTAL $2,220,000 D-29 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 Proiected On oing Operating Cost Impact Lane widening will be done, but no new traffic lanes will be constructed. New pavement and separated drainage system will reduce overall operating and maintenance costs. Ewing Avenue Improvements $5,300,000 (2005-2006) Ewing Avenue pavement has deteriorated and is in need ofreplacement, improved drainage facilities and intersection improvements. Funding Source Activi , Date LRSA, Federal 2005 $ 300,000 -LRSA 2006 5,000,000 -LRSA, Federal TOTAL $5,300,000 Proiected On oing_Operatin~ Cost Impact Lane widening will be done, but no new traffic lanes will be constructed. New pavement and separated drainage system will reduce overall operating and maintenance costs South Side Economic Development Area $2,000,000 (2005) The rejuvenation of South Side retail growth will require substantial investment in infrastructure to benefit those prof ects. Annual expenditures can be expected for the next three years. Improvement and expansion of Ireland Road is expected to be among the developer-generated demands. This will include improvements to the drainage systems. Improvements shall be financed with TIF and STIF revenue. Funding Source Activity Date TIF, STIF 2005 $2,000,000 - TIF, STIF TOTAL $2,000,000 Projected Ongoing_Operatin~ Cost Impact Lane widening will be done, but no new traffic lanes will be constructed. New pavement and separated drainage system will reduce overall operating and maintenance costs COMMUNITY AND ECONOMIC DEVELOPMENT Neighborhood Partnership Center Public Works $2,000,000 (2005-2008) This project consists of small-scale neighborhood public improvements (i.e., curbs, sidewalks, D-30 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 lighting, alley work, etc.) in 5-8 block areas around each Neighborhood Partnership Center (NPC). Small area improvement plans will be developed for each area and, as plans are completed, the NPC will be moved to another site within the neighborhood. Fundin Source Community Development Block Grants (CDBG) Activi , Date 2005 $ 500,000 2006 500,000 2007 500,000 2008 500.000 TOTAL $2,000,000 Projected Ongoing_Operating Cost Impact No operating cost impact projected for this activity. The small-scale public improvements may reduce service costs by removing diseased/dead trees and improving street drainage with better curbs, gutters and inlets. Neighborhood Implementation Fund $2,400,000 (2005-2008) This project will consist of acquisition, relocation and clearance activities, coupled with public improvements, housing rehabilitation and site improvements as part of a community effort to implement detailed neighborhood revitalization and improvement plans. Special emphasis will be placed on targeted, small scale housing development and rehabilitation prof ects and the development of model blocks. This effort will require the development ofprivate-public partnerships with both private for-profit and not-for-profit housing organizations. Activity Date 2005 $ 300,000 2006 600,000 2007 750,000 2008 750.000 TOTAL $2,400,000 Funding Source Community Development Block Grants (CDBG), County Option Income Tax (COTT) Projected Ongoing Operating Cost Impact No operating cost impact prof ected for this activity. The acquisition and demolition of deteriorated or substandard houses could reduce service costs by reducing the need for code, building and fire suppression services. D-3 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 Commercial Corridor Improvement Program $5,200,000 (2005-2008) This project consists of various public improvements along South Bend's major commercial strips, including overhead street signs, new traffic signals, improved lighting, curbs and sidewalks, street trees and street furniture. Limited acquisition, relocation, clearance and site prep and improvements will be conducted on a case-by-case basis. Special programs including facade improvements, business assistance, marketing, public safety and related activities will also be used on a targeted basis. Improvements to commercial strips are part of the City's long term Commercial Corridor Improvement Initiative. The public improvements will complement our business retention/attraction efforts and our commercial revolving loan program. Commercial corridors and specific prof ects will be selected from the South Bend Commercial Corridor Action Plans that have been developed for Lincoln Way West, Portage, Miami, Western and South Michigan. Funding Source Activi , Date County Option Income Tax (COIT) 2005 $1,000,000 2006 1,200,000 2007 1,400,000 2008 _1,600,000 TOTAL $5,200,000 Projected Ongoing Operating Cost Impact There will be no additional operating costs projected for this activity. Acquisition and demolition of substandard buildings and improvements to streets, curbs and sidewalks and drainage may reduce basic service costs. Increased street lighting costs may result if additional street lights are added. The costs are minor and difficult to project. This item will be monitored on an annual basis. Downtown Streetscape and Gatewa~provements $1,000,000 (2005-2008) This project will be conducted in conjunction with the South Bend Downtown Partnership and consists of improvements and repairs to curbs and sidewalks, planting of street trees, installation or replacement of pedestrian and street lights, street furniture, landscaping, and, where appropriate, street bricks and a special material treatment. The prof ected improvements will occur in a 20 block area in the center of downtown to establish a distinct identity, image and arrival point for downtown South Bend. Activi , Date 2005 $ 250,000 2006 250,000 2007 250,000 2008 250,000 TOTAL $1,000,000 Funding Source South Bend Central Development Area Tax Increment Fund (SBCDA TIF), County Option Income Tax (COIT) and County Economic Development Income Tax (CEDIT) D-32 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 Projected Ongoin eratin~ Cost Impact Operating costs may increase due to the street tree planting program. However, the first phase of improvements is scheduled for an area akeady covered by the downtown maintenance crews. Therefore, additional costs will be minor. If this activity is expanded to its fu1120 blocks over the next 10 yeazs, costs will increase. East Bank Streetscape $1,000,000 (2005-2008) and Gateway Improvements This project is part of the East Bank Development Area plan. The project will be conducted in conjunction with the South Bend Downtown Partnership and consists ofthe continuation ofthe street improvements throughout the project area. Streets will be selected contingent on private development. The improvements will include new curbs and sidewalks, street trees and lights. Additional perpendiculaz on-street parking spaces will be developed as part of this project. Special entry way signage and azea signage will also be included in the project. Activity 2005 $ 250,000 2006 250,000 2007 250,000 2008 250,000 TOTAL $1,000,000 Fundin Source South Bend Central Development Area Tax Increment Fund (SBCDA TIF), County Option Income Tax (COIT) and County Economic Development Income Tax (CEDIT) Projected Ongoing_Operating Cost Impact See comments for Downtown Streetscapes and Gateway Improvements/Repairs. Downtown Property AccLuisitions $1,600,000 (2005-2006) This project consists of the acquisition of vacant land, substandazd buildings, and incompatible or mazginal land uses in the downtown redevelopment area. The property will be assembled, cleared, and disposed of through the public bidding process to private sector entities for developments consistent with the Downtown Redevelopment Plan. The proposed acquisitions and subsequent development will continue the community's redevelopment effort in downtown South Bend. Underutilized or vacant buildings and land will be developed to increase the tax base, attract and retain businesses in the downtown, and replace marginal activities with viable economic activities. The blocks and pazcels targeted for acquisition will be identified in the new 2020 SBCDA Physical Development Plan. D-33 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 Funding Source TIF Revenue Bond South Bend Central Development Activity Date Area Tax Increment Fund (SBCDA 2005 $ 600,000 T1F), County Option Income 2006 1,000,000 Tax (COIT) and County Economic TOTAL $1,600,000 Development Income Tax (CEDIT) Projected Ongoing_Operating Cost Impact Operating costs will increase slightly in order to maintain any vacant lots created by acquisition and demolition activities to create new development sites. However, if the lots are converted to interim surface parking, the City or Redevelopment will realize a net operating income based on the number of spaces in each lot. Estimated annual operating costs are $6,000. East Bank Development Area Propert~Acquisitions $1,250,000 (2005) This project consists of the acquisition of vacant land, substandard and marginal use buildings and incompatible land uses. The acquisition, assemblage, and disposition of developable sites will enable the City to continue to implement the 1987 East Bank Plan (as revised). The development of the sites will increase the City's tax base and contribute to the continued revitalization of the East Bank. The blocks and parcels targeted for acquisition will be identified in the new 2020 SBCDA Physical Development Plan. Funding Source TIF Revenue Bond, Activit~Date County Option Income Tax (COIT) 2005 1 250 000 and County Economic Development TOTAL $1,250,000 Income Tax (CEDIT) Project Ongoing_Operating Cost Impact See comments for Downtown Property Acquisitions. Cost for both Downtown Property Acquisitions and East Bank Development Area Property Acquisitions are included in the Downtown Property Acquisitions. East Bank Area Parking Improvements $4,400,000 (2005) This project consists of the construction of one small parking deck of 250-350 spaces for a site identified in the new 2020 SBCDA Physical Development Plan. The small decks will include street frontage commercial or public space for retail, parks and recreation, and other mixed-use purposes. The construction of the deck would allow for the removal of parking from the river and east raceway frontage and enable the private sector to maximize commercial development. D-34 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 Funding Source Redevelopment Authority/ Activity Date Commission Lease TIF Revenue 2005 4 400 000 Bond TOTAL $4,400,000 Projected On oing Operating Cost Impact Operating costs will increase significantly but will be offset by revenues from parking customers. Though the East Bank parking deck will be different from the downtown decks and their operational environment, a net operating income will be generated. Current income per space per year in the downtown garages range from approximately $85 a space per year to a high of $200 a space per year. The East Bank Area parking deck could generate between $35-$50 per space per year, given the difference in parking needs in the East Bank Area. Sample-Ewing Development Area (SEDAN $ 16,950,000 (2005-2007) Studebaker Corridor/Oliver Plow Works Project This project includes the large scale acquisition, relocation, and clearance of major obsolete industrial buildings and incompatible land uses. The project also includes the reconstruction or construction of major streets, curbs, sidewalks, and parking lots in the prof ect area. In addition, new streets will be constructed when necessary, and street and pedestrian lights will be upgraded. Construction of new water, sanitary and storms sewers will be included in this project. The Studebaker Corridor/Oliver Plow Works is a mix of building types and conditions and a mix of businesses and is located in the merged and expanded Sample-Ewing Development Area (SEDA). The Redevelopment Plan calls for the revitalization of the project area by protecting existing businesses and attracting new businesses and industrial development to assembled and cleared sites. Obsolete buildings and incompatible land uses must be eliminated in order to allow for continued development that will create new jobs and increase the tax base. Activi , Date 2005 $12,500,000 2006 3,000,000 2007 1,450,000 TOTAL $16,950,000 Funding Source Federal Sec. 108 Loan and Federal Grant Funds, TIF Revenue Bond, County Option Income Tax (COIT), and County Economic Development Income Tax (CEDIT) Projected Ongoing__Operating Cost Impact Operating costs may increase slightly due to the acquisition and clearance of deteriorated buildings. Given our experience in the balance of the Sample-Ewing Development Area (SEDA) project, D-35 MAJOR CA,PITA,L PROJECT DESCRIPTION FOR ~tEARS 2005 - 2008 operating costs for maintenance, clean-up and mowing could total $20,000 a year while the City holds the property. These costs will be funded by the Sample-Ewing Tax Increment Fund (TIF). This will not be an ongoing cost and, as sites are sold, the operating costs will be reduced. Sample-Ewing Development Area (SEDA~,~.. $910,000 (2005-2008) South East Neighborhood Project This project continues the redevelopment and revitalization of the residential sections of the Southeast Neighborhood. With the comple;tion of the large-scale redevelopment activities, i.e., Ivy Tech Campus, Boys and Girls Club, etc., the focus of the project will be on the development of new single family housing, rehabilitation, small-scale public improvements and acquisition, relocation, clearance and site assemblage for housing in-fill projects. A block-by-block development plan will be prepared that will mix new housing construction with rehabilitation of selected housing units. Activi , Date 2005 $310,000 2006 300,000 2007 150,000 2008 150.000 TOTAL $910,000 Fundin Source Sample-Ewing Development Area Tax Increment Fund (SEDA TIF), Community Development Block Grants (CDBG), County Option Income Tax (COI`T) and General Funds Projected Ongoing_Operating Cost Impact See comments for Studebaker Corridor Projects -Major Projects. Costs for both Studebaker Corridor Maj or Proj ects and Southeast Development Area Tax Increment Fund Mixed-Use Proj ects are included in the projected operating costs for the Studebaker Corridor Major Projects. Sample-Ewing Development Area (SED~~ $1,500,000 (2005-2008) Rum Village Neighborhood This project consists of the Rum Village Neighborhood and the Indiana-Sample Industrial District. This expansion and merger of the areas was based on the Sample-Ewing Development Area (SEDA) Redevelopment and Revitalization Plan. Activities will include acquisition, relocation, clearance and site assemblage of industrial and commercial properties and the acquisition and rehabilitation of single family housing units and small commercial buildings, public works and improvements, including streets, curbs, sidewalks, lighting; and traffic controls, landscaping and related activities and various planning and pre-development activities. D-36 MAJOR CAPITAL PROJECT DESCRIPTION FOR S'EA.RS 2005 - 2008 Activity Date 2005 $ 600,000 2006 300,000 2007 300,000 2008 300.000 TOTAL $1,500,000 Fundin Source Sample-Ewing Development Area Tax Increment Fund (SEDA TIF) Community Development Block Grant (CDBG), County Option Income Tax (COIT), and General Fund Projected On oing_Operating Cost Impact Qperating costs may increase slightly due to the acquisition and clearance of deteriorated buildings. Given our experience in the balance of tYie Sample-Ewing Development Area (SEDA) project, operating costs for maintenance, clean-up acid mowing could total $5,000 a year while the Cityholds the property. This will not be an on-goin€; costs and as sites are sold the operating costs will be reduced. Airport Economic Development Area (AEDA TIFI/ $15,000,000 (2005-2008) Blackthorn Area -Small Scale Projects This prof ect consists of the development of infrastructure and other public improvements in the 2300 acres of land surrounding the South Bend Regional Airport. Activities to be undertaken include the construction of interior streets and roads, including all utilities, lighting, signage, and landscaping elements. Construction and preservation of wetland and other open space amenities, project area signage, and golf course improvements are also included under this category. These capital prof ects support the large scale projects funded under the Blackthorn Area -Major Projects (above) and corresponds to specific, detailed project area land use plans and specific private-public sector development projects. Activity Date 2005 $ 7,000,000 2006 4,000,000 2007 2,000,000 2008 2.000.000 TOTAL $15,000,000 Fundin Source Airport Economic Development Area (Blackthorn) Tax Increment Fund (AEDA TIF) and TIF Revenue Bond Projected Ongoing. Operating Cost Impact See comments for Blackthorn Area Major projects. D-37 MAJOR CAPITAL PROJECT DESCRIPTION FOR S.'EARS 2005 - 2008 River Glen Business Park Expansion $2,250,000 (2005) This project consists of acquisition, demolition, infrastructure and parking improvement activities to expand the River Glen Business Park in downtown. Special attention will be paid to urban design and amenities, landscaping and lighting. T'wo parking options will be reviewed: the expansion of the existing surface lot or the construction. of a mid-sized parking deck. This project will enable existing businesses to remain and expand in the downtown while creating new opportunities for business attraction. It will also improve the pedestrian connection to the downtown core. Fundin Source Redevelopment Activity/Commission Activi , Date Lease TIF Revenue Bond 2005 $2,250,000 TOTAL $2,250,000 Projected Ongoing Operating Cost Impact No net increased ongoing operating costs are projected for this project. Several proposed street closings could reduce City operating costs that offset any minor increases incurred for the remainder of the project. Downtown Medical Services District $3,000,000 (2005-2007) This project consists of acquisition, relocation and demolition activities and improvements to the street system, traffic control, streetscape ar~d related public improvements adjacent to and serving the Memorial Health Systems (NIBS) Campus. The project area is bound by Leeper Park (north), LaSalle Avenue (south), Lafayette Blvd. (west) and St. Joseph Street (east). The Citywill undertake public improvements and site assemblagE; activities in conjunction with MHS expansion and development plans and related health and medical service providers. The City's improvement plan would also be implemented to improve and preserve the surrounding residential neighborhoods. Funding Source Redevelopment Commission Revenue Bonds (Private Placement), Local Roads and Streets Fund (LRSA), Water Works and Sewage Works Capital Funds Activity Date 2005 $ 300,000 2006 1,400,000 2007 1,300,000 TOTAL $3,000,000 D-38 MAJOR CAPITAL PROJECT DESCRIPTION FOR ~tEA,RS 2005 - 2008 Projected On oing_ erating Cost Irri~act_ No increased operating cost impact is projected for this project. Several proposed street closings could reduce ongoing City operating costs. Bendix Street Development Area $4,400,000 (2005-2008) This project consists of street realignments, acquisition, relocation, demolition, infrastructure improvements and facility rehabilitation in an area bound by Bertrand, Olive, the railroad tracks and Bendix. The project will enable Honeywell and Bosch Corporation to improve their facilities and sites as part of a business retention and expansion effort. Activit,~Date 2005 $1,300,000 2006 900,000 2007 1,700,000 2008 500.000 TOTAL $4,400,000 Funding Source Airport Economic Development Area Tax Increment Fund (AEDA T1F), Local Roads and Streets Fund (LRSA), Water Works and Sewage Works Capital Funds, State Loan and Grant Funds, Local Development Corporation Loans, County Economic Development Income Tax (EDIT) Funds Projected Ongoing Operating Cost Impact No additional operating costs to be incurred by the City are projected for this project. Howard Park Residential Development ]Project $2,750,000 (2005-2007) This project consists of the provision of infrastructure improvements, street reconfigurations, landscaping and park improvements, parking, lighting and urban amenities to support the development of market-rate housing development. The private developments will include single family houses, townhouses and mid-risf; apartment buildings and small scale commercial development within an area bounded by the St. Joseph River (south), Jefferson Street (north), Eddy Street (east) and Howard Park (west). The C;ity's public improvement and infrastructure investment will be tied to the private investment and development schedule. Funding Source Local Roads and Streets Fund (LRSA), Park Capital and County Option Income Tax (COIT), Water Works and Sewage Works Capital Funds D-39 MAJOR CAPITAL PROJECT DESCRIPTION FOR FEARS 2005 - 2008 Activity Date 2005 $1,400,000 2006 900,000 2007 450,000 TOTAL $2,750,000 Projected Ongoing_Operating Cost Impact No additional net operating costs to be inciurred by the City are projected for this project. Main-Jefferson Office Project $5,500,000 (2005) This project consists of aprivate-public partnership to develop a 45,000 to 90,000 square foot Class A office at the southwest corner of Main and Jefferson Streets in downtown South Bend. The City will assemble the site by undertaking acquisition, relocation and demolition activities. In addition, the City will provide public right-of--way investment including curbs, sidewalks, street trees, landscaping, lighting and street furniture :improvements. The project parking demands will be handled by a variety of means including on-site and adjacent parking spaces. Funding Source Financing funded by Economic Development Income Tax (EDIT) Activity Date Fund, TRANSPO Federal Grant 2005 5 500 000 TOTAL $5,500,000 Pfojected On oin Operating Cost Im >l act No operating cost impact is projected for tlris project. The building owner and tenants will be responsible for maintenance and repair of landscaped areas. PARK AND RECREATION DEPARTMENT Southeast Park Basketball Complex $750,000 (2005) South Bend is 45 basketball courts below standards set by the National Recreation and Parks Association. This complex seeks to addrf;ss this deficit and the objection neighbors have with putting basketball courts in their neighborhoods by establishing this complex in a park away from residential areas. Funding Source Park Department Capital Funds County Option Income Tax (COIT) D-40 MAJOR CA.PITA,L PROJECT DESCRIPTION FOR XEA,RS 2005 - 2008 Activit~Date 2005 750 000 TOTAL $750,000 Projected On oing_Onerating Cost Irri acct The Park operating budget will be impacted by additional costs for programming ($20-25,000) and security ($25,000). Revenues of $10-20,000 will offset this expense. Coveleski Stadium Improvements $672,700 (2005-2008) The stadium was opened in 1987.. Needed improvements will include window replacements, joint and concrete repairs, stadium flashing sealants, lighting upgrades, water repellant sealer, extensive interior upgrades and replacement of the current air conditioning systems. Funding Source Coveleski Stadium Capital Fund Activity Date 2005 $ 61,500 2006 298,600 2007 247,300 2008 65.300 TOTAL $672,700 Projected Ongoing_Operatin~ Cost Impact. The current operating cost of the stadium is beginning to increase due simply to the age of the facility. Though the stadium is in great shape, more time and effort are required to meet current standards. More emphasis is needed in the :area of preventive maintenance by either the team or the Park Department. Increased costs could be; as high as $25,000 to $40,000 annually to implement needed maintenance concerns. East Race Waterway and Walkway Extensions $1,600,000 (2005) This prof ect consists of a plan that will ultimately connect trails from South Bend to Michigan from the north and Mishawaka to the east. The second part of this project consists of constructing a much needed restroom facility and changing area for the East Race and river walk participants. Included in this project would be a concession area and ticket counter. Funding Source Grants, County Option Income Tax Activity Date (COIT) 2005 1 600 000 TOTAL $1,600,000 D-41 MAJOR CAPITAL PROJECT DESCRIPTION FOR ~.'EA.RS 2005 - 2008 Proiected Ongoing_Operating Cost Im acct The existing river walks are used frequently and routine maintenance is required. Maintenance costs will increase an additional $5,000 per year upon completion of the last phase of extensions. The construction of a restroom and concession area will greatly enhance the East Race Waterway. Increased operational costs of $5,000 annually due to increased staffing and supplies may be partially offset by increased revenues from concession sales. These costs will be included in the Park Department operating budget. Belleville/Sheridan Upgrades $400,000 (2005-2007) This project consists of renovating the existing baseball fields with new fencing, irrigation, bleachers, and turf improvements. These improvements will be completed in two phases in years 2005 through 2006. To further enhancethe lbaseball-softball operations at Belleville, the third phase of improvements will consist of acoin-operated batting cage/pitching machine and a small playground complex near the baseball and softball fields for youngsters to use while adults are playing ball. Alighted soccer field is plamZed as well. Funding Source Park Department Capital Funds Activity Date 2005 $150,000 2006 100,000 2007 150.000 TOTAL $400,000 Projected Ongoing_Operating Cost Impact The requests for ball diamonds continue to outnumber the fields available. Upon completion of this project one more diamond will be available for public play. Operating costs for the maintenance of this field will be $3,000 annually. To further enhance the park for player and family, phase three will provide batting cages and a playground areas for children. Operating costs for the batting cages will be $5,000 annually primarily for maintena~~ce supplies and staffing. This should be offset by the revenue generated by the batting cages. The operational costs for the soccer fields will be approximately $5,000 annually due to staffing, field supplies and utilities. These additional costs will be included in the Park Department operating budget. Erskine Golf Course Irrigation Upgrade $125,000 (2005) This project is the continuation of the ongoing maintenance upgrades at the golf courses. This repair at Erskine is due to the current age and condition of the present irrigation system, Fundin Sg ource Golf Non-reverting Capital D-42 MAJOR CAPITAL PROJECT DESCRIPTION FOR SEARS 2005 - 2008 Activity Date 2005 125 000 TOTAL $125,000 Proiected Ongoing_Operatin~ Cost Impact There are no additional operating costs anticipated. Regional Aquatics Facility $16,038,200 (2005, 2007) This project consists of the acquisition of vacant land and construction of a 4,000 bather capacity f~xnily aquatics center. This facilitywill serve as a major recreational-entertainment center for South Bend and the surrounding area. The planning and construction of this facility will take two to three years to complete. The City is currentlypursuing the possibility ofthis becoming a j oint prof ect with the County. This would be funded through the issuance of a general obligation bond (either by the City or by the County if it became a joint project) and thus would be subject to a petition/remonstranceproces (allowing taxpayers to voice their level of support for this prof ect prior to commencing with this major capital expenditure). Activity Date 2005 $15,038,200 2007 1,000,000 TOTAL $16,038,200 Funding Source Park General Obligation Bond, Facility Capital Revenues Projected On oing_Operating Cost Impact The projected operating cost ofthis facility, open from June 1 to September 1, and staffed by more than 250 people will total approximately $1.25 million on an annual basis. The projected annual revenue is $1.5 million with the net profit €;oing to the facility's non-reverting capital fund. Potawatomi Zoo -African Savannah Exlhibit $800,000 (2005) This project would entail the renovation of ~~he current African Hoofstock exhibits to accommodate giraffe and 2 - 4 other large animal species (i.e. antelope, ostrich, cattle). Fundin S Potawatomi Zoological Society Fund Activi , Date 1Zaising(P.Z.S.), Park Department 2005 800 000 TOTAL $800,000 D-43 MAJOR CAPITAL PROJECT DESCRIPTION FOR FEARS 2005 - 2008 Projected On oing_Operating Cost Im>l act Additional cost of staff and related suppliers would total an annual cost of $35,000 per year. Howard Park Renovation $1,000,000 (2005) This prof ect is designed to enlarge and update the existing Senior Center to a true community center and construct an amphitheater where the Park Maintenance Facility was. Special amenities such as a full-size kitchen and parking lot upgrade are part of the plans for the center. An amphitheater is planned to utilize park land along the river vacated when the Park Maintenance Facility is relocated. Funding Source Community Development Block Activi , Date Grant (CDBG), Park Department 2005 1 000 000 Capital Fund TOTAL $1,000,000 Projected On oing_Operating Cost Im acct Additional operating cost will be approximately $10,000 per year due to increased staffing and supplies. These expenditures will be funded out of the Park Department operating budget when this project is completed. Potawatomi Zoo -South American Exhibbits $200,000 (2005) The first phase of construction is in the "South American" section which has not been previously developed. It will also be an immersion display, meaning that the public can walk through the exhibit with the animals. Two smaller exhibits will be located on either side of the main exhibit. A walk-through aviary will be part of the experience. Funding Source Park Department Capital Funds Activity Date Donations 2005 200 000 TOTAL $200,000 Projected Ongoing_Operating Cost Impact The only anticipated operating cost would lbe a minor increase in utilities. D-44 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 Potawatomi Zoo -Parking Lot, $140,000 (2005) Special Events Facilities This project consists of expanding and resl~rfacing the existing parking lot to accommodate larger weekend and special events attendance and'. constructing a covered special events area. Activity Date 2005 140 000 TOTAL $140,000 Fundin Sg ource Grants, Zoological Society, Zoo Non-Reverting Capital Projected Ongoing_Operating Cost Impact There are no additional operational costs anticipated. Howard Park Ice Rink $100,000 (2005) This project would include a major upgrade to the mechanical infrastructure of the Ice Rink. The replacement of the main condenser and the c;hiller is necessary in order to maintain the quality of ice at the facility throughout the winter season. Fundin Sg ource Park Department Capital Funds Activity Date 2005 $100,000 TOTAL $100,000 Projected Ongoing_Operatin~ Cost Impact There are no additional operating costs anticipated. O'Brien Recreation Center $4,500,000 (2005) Construction of an indoor aquatics addition and expanded fitness facility is planned, Funding Source Activi , Date Park Department Capital Fund 2005 $4,500,000 County Option Income Tax (COIT) TOTAL $4,500,000 Projected Ongoing Operating Cost Impact Additional cost for staff and supplies for Aquatic addition would be $75,000 annually. Additional revenue from program fees would be approximately $50,000. D-45 MAJOR CAPITAL PROJECT DESCRIPTION FOR S.'EARS 2005 - 2008 Greenhouse/Conservatory Renovation $3,000,000 (2005) This project will completely renovate the existing facility and add new exhibits and educational opportunities. This project will put the facility in compliance with all OSHA and ADA requirements. Funding Source Activity Date Municipal Bond 2005 3 000 000 TOTAL $3,000,000 Projected Ongoing_Operating Cost Impact Additional cost of two part-time personnel would be covered by the increase in revenue. A reduction of heating cost could be significant in an upgrading. Miscellaneous Park Upgrades $600,000 (2005-2008) This project would allow the department to do numerous capital upgrades in neighborhood park; These would consist of playground equiprr.~ent, fencing and parking lot enhancements. Activity 2005 $150,000 2006 150,000 2007 150,000 2008 150,000 TOTAL $600,000 Projected Ongoing_Operatin~ Cost Impact These projects would not impact our operating cost, WATER WORKS Building -Customer Service Center Funding Source County Option Income Tax (COIT), Park Non-Reverting, Grants $1,500,000 (2005) Demo existing structure and build new facility on current site. Activi , Date 2005 $1,500,000 TOTAL $1,500,000 Funding Source Water Works Revenue Bond D-46 MAJOR CAPITAL PROJECT DESCRIPTION FOR ~C'EARS 2005 - 2008 Projected On oin erating Cost Impact Anticipated minor increase in electricity costs, Main Extensions $2,400,000 (2005-2008) Extension of water main in accordance with Master Plan includes improvements and system looping. Fundin Source Activi , Date Water Works Revenue Bond 2005 $ 600,000 2006 600,000 2007 600,000 2008 600 000 TOTAL $2,400,000 Projected On oing Operating Cost Impact By providing service to new customers, additional revenues generated will cover the minimal operating cost. Meter Replacement.Program $2,600,000 (2005-2008) Obsolete meters will be replaced, Automated radio read transponders will be installed on new meters and/or existing meters. Funding Source Activity Date Water Works Revenue Bond 2005 $ 650,000 2006 650,000 2007 650,000 2008 650 000 TOTAL $2,600,000 Projected Ongoin~Operating Cost Impact During the course of this proj ect minimal anticipated cost related to software upgrades and/or meter read equipment will be incurred. Labor cost to read meters will decrease over time by utilizing automated technology. Olive Well Field Treatment and Storage Improvements $18,000,000 (2005) Approximately $15 million is needed for filtration and treatment on this prolific but water quality D-47 MAJOR CAPITAL PROJECT DESCRIPTION FOR ~C'EARS 2005 - 2008 challenged aquifer. An additional $3 milliion would be needed for a SMG water storage reservoir to level out source pumping while satisfying; peak demands, fire flow and pressure without stressing the aquifer and potentially impacting water quality. Project is in accordance with Master Plan. Funding Source Water Works Revenue Bond Activity Date 2005 $18,000,000 TOTAL $18,000,000 Projected On oing Operating Cost Impact The operating expense of filtration labor, power and chemicals will be in excess of $100,000 annually, but we will need to refine the basis of design to quantify more accurately. The storage operation and maintenance of a concrete reservoir is very nominal. South Well Field -Building & Six (6L~C Units $3,000,000 (2005) The well field will house six granular activated carbon units necessary for remediation of future contaminants. Activi . Date 2008 $3,000,000 TOTAL $3,000,000 Funding Source Water Works Revenue Bond Projected Ongoing_Operatin~ Cost Impact Anticipated minor increase in electricity costs. SEWAGE WORKS Wastewater Treatment Plant Building Improvements $755,000 (2005-2008) Concrete restoration is needed for various walkways, tanks and buildings at the Wastewater Tteatment Plant before further deterioration begins to affect the treatment process. Brick and roof restoration of the Anaerobic Digester Buildlings will also be completed. Funding Source Sewage Works Revenues D-48 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 Activity 2005 $ 50,000 2006 305,000 2007 200,000 2008 200,000 TOTAL $755,000 Projected Ongoing_Operatin~ Cost Impact There are no additional operating costs anticipated. Land Improvements -Wastewater Department $350,000 (2005-2008) This prof ect includes the construction of a ne;w biosolids storage pad and restoration of existing pads and roadways. In addition, miscellaneous site and drainage improvements will be made. Miscellaneous sewer extensions will be made to service residential as well as business areas. Activity Date 2005 $ 75,000 2006 125,000 2007 75,000 2008 75,000 TOTAL $350,000 Funding Source Sewage Works Revenues and Sewage Works 2004 Bond Projected Ongoing_Operating Cost Impact There are no additional operating costs anticipated. Wastewater Treatment Plant Equipmenlr $822,500 (2005-2008) Upgrades and replacement of a variety of treatment plant equipment will be necessary over the next several years. This would include the following: clarifier drives, dewatering control equipment, waste gas burner, raw sludge valves, gas compressors, dissolved oxygen meters, handrail digester mixing equipment, disinfection equipment, filter press belt replacement, ceramic aeration diffusers, lab instrumentation, samplers and various pumps and drives. Activi , Date 2005 $ 31,700 2006 733,400 2007 46,900 2008 10,500 TOTAL $822,500 Funding Source Sewage Works Revenues Sewage Works Replacement Funds D-49 MAJOR CAPITAIL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 Projected Ongoing_Operating Cost Irri~act There are no additional operating costs anticipated. These upgrades and replacements are necessary tq maintain levels of service currently being provided. Land Improvements -Sewer Extensions $11,040,000 (2005-2008) This prof ect deals with the construction of sewer extensions for pending development partnerships as well as Master Plan for trunk extensions, river crossings and lift stations to enable growth and development. Activit, 2005 $ 5,040,000 2006 2,000,000 Funding Source Sewage Works Revenue Sewage Works 2004 Bond 2007 2,000,000 2008 2,000,000 TOTAL $11,040,000 Projected On oig n~Operatin~ Cost Impact The purpose of sewer extensions is to gain new customers. Revenues from these new customers will cover the cost of operating the sewer as well as treating the water. The purpose of the sewer rate studies is to accomplish this. Land Improvements -Sewer Rehabilitation $4,390,000 (2005-2008) This project deals with the restoration of old sewers with ground water infiltration, cracked pipes, rgot intrusion and deteriorated manholes. 7Che City needs to rehabilitate a certain amount to avoid sewer backup or collapses. This service is extended to residential as well as business areas. Activity Date 2005 $ 715,000 2006 1,225,000 2007 1,225,000 2008 1,225.000 TOTAL $4,390,000 Funding Source Sewage Works Revenue Sewage Works 2004 Bond Proiected On oin Operating Cost Impact The purpose of sewer rehabilitation is to repair or renew a sewer. The typical manifestations for this need is collapse, excessive water and/or soil inflow, both expensive operational problems. Rehabilitation will always reduce operating; cost. D-50 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 Combined Sewer Overflow (CSO) $5,320,000 (2005-2008) Long-Term Control Plan This project is needed for implementation of the National Pollutant Discharge Elimination System permit attachment A requirements to reduce; the frequency and severity of CSO events and prioritize elimination of basement flooding. This wall need to ramp up to meet knee-of--the curve floor for water quality improvement. The total capital cost over the next 20 years is prof ected at $100 million. Activi , Date 2005 $ 400,000 2006 1,640,000 2007 1,640,000 2008 1,640,000 TOTAL $5,320,000 Funding Source Sewage Works Revenues, State Revolving Loan Funds and Sewage Works Bonds Projected Ongoing_Operatine Cost Impact The capital proj ects will be complemented by companion Best Management Practices (BMP's). The nine minimum controls and maintenance of'Long Term Control Plan projects will cost on the order of $500,000 per year over the next 20 year:>. CENTURY CENTER Convention Hall "C" Upgrades $810,000 (2007) When the Studebaker Museum Board was created and the original factory showroom in downtown South Bend was acquired, the Studebaker Museum was transferred from the Century Center. This transfer freed this space for convention usE;. Upgrades to this convention hall will transform the space from a museum atmosphere into a highly attractive gathering space for conventions. Fundin SgL ource Century Center Revenue & County Activi , Date HoteUMotel Tax 2007 810 000 TOTAL $810,000 Projected Ongoing Operating Cost Impact There are no additional operating costs anticipated over and above the renovation costs. D-51 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 Elevator in the Main Lobbv $150,000 (2006) An escalator was in the renovation plans four years ago at a projected cost of $250,000. Since the opening of the College Football Hall of Fame, the client traffic does not call for moving as many people at once, as the escalator would have accommodated. The Century Center has a need to accommodate an increased number of clients to and from the lower level due to the addition of the balkoom on the north side of the Great Hall.. An elevator in the Center's main lobby between these two levels would provide this service. Funding Source Century Center Revenue & County Activity Hotel/Motel Tax 2006 150 000 TOTAL $150,000 Projected Ongoing_Operating Cost Impact The operating cost would be minimal. A service contract and energy costs are projected to cost $2,000 or less per year. Century Center Building -Water Balancing $75,000 (2006) This is for both heating and cooling systems. Balancing would make these systems more energy efficient, which would lower utility costs. l:t would ensure that the proper amounts of water would be available in the different areas of the facility that use water. Funding Source Century Center Revenue & County HoteVMotel Tax Activity Date 2006 75 000 TOTAL $75,000 Proiected On~~g_Operating Cost Impact There are no additional operating costs anticipated. Replacement of Building Boilers $500,000 (2007) The replacement of new building boilers will prevent the failure of the system, as well as the prevention of loss of energy efficiency. Funding Source Century Center Revenue & County Activity Date HoteUMotel Tax 2007 500 000 TOTAL $500,000 D-52 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 Projected On oig n~Operating Cost Impact New boilers would not add significantly to energy savings; however, maintenance costs on existing boilers would decrease approximately $12,000 annually. Replace Chilled Water System $1,000,000 (2007) A replacement for the Center's chilled water system is needed, as the current chilled water system has become obsolete. The water chillers fuse refrigerant R-11, and this refrigerant has not been manufactured since 1995. Activi , Date 2007 1 000 000 TOTAL $1,000,000 Funding Source Century Center Hotel/Motel Tax Revenue & County Projected Ongoing_Operating Cost Impact The replacement of both refrigerants could be as much as $25,000 per machine. Given the advances in chiller technology, new chillers could I-rovide the Center with as much as $20,000 a year in savings in utility costs. Upgrade of Fire Alarm S,, s~ $176,000 (2007 or later) This would bring the alarm system up tostate;-of--the-art technology and maintain high tech reliability within the Century Center. Activity Date 2007 176 000 TOTAL $176,000 Fundin Sg ource Century Center Revenue & County Hotel/Motel Tax Projected Ongoing_Operating Cost Impact There are no additional operating costs anticipated. Major Expansion of Century Center $30,000,000 (2007 or later) The convention business can be highly beneficial to South Bend with its economic impact, including the creation of hundreds of jobs. South Bend's Century Center is very successful in servicing conventions. Since most convention groups in the United States do not require "mega" centers, the expansion of the Century Center could host more of this beneficial business. An anticipated 60,000 D-53 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2005 - 2008 square foot expansion would provide a highly attractive gathering space for conventions, while providing additional revenue to the City of South Bend. The expansion would generate revenue by expanding current conventions, adding addlitional trade shows and public shows, and increase banquet and meeting business. This expansion would also increase the economic impact for the community at an estimated $20 million annually. If expanded, anticipate additional hotel and parking accommodations. Fundin Source General Obligation Bond Activi , Date 2007 $30,000.000 TOTAL $30,000,000 Projected Ongoing_Operating Cost Impact A 60,000 square foot expansion would increase the operating expense budget approximately $750,000 annually. This would include additional labor, energy costs, supplies and services. The operating revenue impact would be estimated at $750,000 annually. There are no impact numbers for hotel and parking expansion at this timE;. D-54 LONG-TERM DEBT SUMMARY INTRODUCTION During 1996, the City's bond rating was upgraded from "A" to "AA" by two of the three national municipal bond rating agencies. As mentioned earlier in this document, this rating improvement was a significant accomplishment for the City. It meant the credit worthiness of the City increased dramatically. As a result of the lower borrowing costs afforded by this bond rating, the City of South Bend has been provided some choices as it attempts to meet the long list of needs outlined in its Capital Improvement Plan. The only new debt issued during 2003 involves the construction and equipping of a new central fire station as well as renovating and expanding of the police station. It includes and is not limited to cost of property acquisition, demolition and removal of existing buildings, environmental remediation, redevelopment and economic development activities. The bond size is $21,335,000 and will be repaid over atwenty-year period using County Option Income Tax and Emergency Medical Fund revenues. ?-lso, in 2003, the City refunded $34,215,000 of Redevelopment Authority Revenue Bonds. This included Downtown TIF bonds that were originally issued in 1998 and 1992 and Airport TIF bonds that were originally in 1993 and 1997. All of these bonds were refunded to take advantage of lower interest rates. As of December 31, 2003, the City had a number of debt issues outstanding. These issues included $1,525,000 of general obligation lbonds, $48,446,711 of revenue bonds payable from Enterprise Funds, $111,590,000 of revenue; bonds payable from Governmental Funds and $1,097,607 of first mortgage bonds. General obligation bonds are direct obligations of the City and are payable out of ad valorem taxes levied and collected on all of the taxable property in the City. Revenue bonds generally are obligations payable from the revenues of a particular project, First mortgage bonds are generally issued to finance costs associated with building structures and are secured by a mortgage against specified properties owned by the City. A listing of all outstanding debt as of year-end, along with pertinent information for each issue, follows this introduction. Also included in this section is a debt service schedule which identifies principal and interest payments (in some cases lease payments for debt issued by the South Bend Redevelopment Authority) due during each of the next five years and beyond and the funding source for each debt service payment. The decision to issue bonds or to obtain financing from financial institutions is based upon which alternative would provide the City with the lower overall costs. This is decided on a case- by-case basis. For bond issues, the City generally uses competitive sales for all issues unless circumstances dictate otherwise. Negotiated sales are considered if the bond issue involves a complex financing structure (certain revem.~e issues, a combination of taxable/nontaxable issues, etc.) or if other factors involved would malce a competitive sale less cost effective. If a negotiated sale is anticipated, the City Controller and City Bond Counsel establishes a list of pre- qualified underwriters. D-55 Under the Indiana Constitution and State Statute, the City's general obligation bonded debt issuances and debt issued by separate taxing units are subject to a legal limitation based upon 2% of total assessed value of real and personal property. Since Indiana's assessment statutes call for an assessed valuation of one-third of cost less depreciation, its general obligation debt limitation is one of the most conservative in the United States. As of December 31, 2003, the 2% debt limit was $18,505,824 based upon a total 9>925 million net assessed value of taxable property within the City. The debt margin, which represents the amount of additional debt that can be issued prior to reaching the 2% limit, was $9,412,500 for the Redevelopment Authority and $1,235,000 for the Civil City as of the end of 2003. That computation is also included in this section. The City's primary objective in debt management is to keep the level of indebtedness within its available resources while remaining below the 2% limit mentioned above. The necessity to incur debt in order to finance capital projects carries with it the obligation to manage the debt program effectively. As a result, the level of outstanding debt and the City's capacity to incur and repay additional debt requires careful examination on an ongoing basis. The balance between the need for a capital improvement and the ability to finance the associated expenditure (which includes the initial cost and any on;;oing operational costs) must always be determined. D-56 CITY OF SOUTH BEND, INDIANA OUTSTANDING REVENUE, GENERAL OBLIGATION & FIRST MORTGAGE BONDS ' December 31, 2003 Revenue Bonds payable from Enterprise Funds: $10,080,000 1993 Sewage Utility Refunding Revenue Bonds due in installments of $450,000 to $895,000, plus interest through December 1, 2008; interest at 2.4% to 5.6% $ 3,905,000 $5,100,000 1993 Water Works Revenue Bonds due in installments of $210,000 to $535,000, plus interest through January 1, 2009; interest at 3.4% to 5.1 % 2,310,000 $22,500,000 1997 Water WorH:s Revenue Bonds due in installments of $1,120,000 to $2,140,000, plus interest through January 1, 2012; interest at 4.35% to 4.75% 14,575,000 $24,095,000 1998 Sewage Works Revenue bonds due in installments of $1,040,000 to $1,690,000, plus interest through December 1,2018; interest at 2.9%. These bonds; are being financed by the Indian State Revolving Loan Fund with a total amount authorized up to $24,095,000. Funds are being received as construction costs are incurred. As of December 31, 2002, construction has not yet been completed. Interest did not begin accruing until December 1, 2000. 20,229,056 $6,135,000 1998 Redevelopment Authority Revenue Refunding Bonds (Blackthorn Golf Course) due in installments of $120,000 to $620,000, plus interest through March 1, 2013; interest at 3.25% to 4.8% 5,055,000 $2,600,000 2000 Water Works Revenue Bonds due in installments of $56,000 to $182,165, plus interest through January 1, 2020; interest at 2.9%. These bonds are being financed by the Indiana State Revolving Loan Fund with a total amount authorized up to $2,600,000. Funds are being received as construction costs are incurredl. As of December 31, 2002, construction has not yet been completed. Interest does not begin accruing until mid-2002. 2.372,655 Total Revenue Bonds Payable From Enterprise Funds 48.446.711 Revenue Bonds payable from Governmental Funds: South Bend Redevelopment Authority Bonds: $7,160,000 2001 Redevelopment Authority Revenue Bonds (Century Center Improvements) due in installments of $160,000 to $550,000, plus interest through August 1, 2017; interest at 4.3% to 6.25%. Bonds are payable from the Redevelopment District Bond Fund. 6,195,000 $3,790,000 1996 Redevelopment Authority Revenue Bonds (South Bend Central Development Area Rei~nancing) due in installments of $10,000 to $265,000, plus interest through February 1, 2012; interest at 4.0% to 7.15%. Bonds are payable from the Redevelopment District Bond Fund. 3,550,000 D-57 CITY OF SOUTH BEND, INDIANA OUTSTANDING REVENUE, GENERAL OBLIGATION & FIRST MORTGAGE BONDS December 31, 2003 $13,300,000 1998 Redevelopment Authority Revenue Bonds (Morris Performing Arts Center) due iri installments of $250,000 to $495,000, plus interest through August 1, 2014; interest at 4.5% to 5.0%. Bonds are payable from the Economic DE:velopment Income Tax Fund. 11,145,000 $15,370,000 2000 Redevelopment Authority Revenue Bonds (College Football Hall of Fame) due in installments of $250,000 to $495,000, plus interest through August 1, 2014; interest at 4.45% to 6.0%. Bonds are payable from the College Football Hall of Fame Bond Fund. 13,945,000 $9,250,000 2001 City of South Bend Building Corporation (Public Works Service Center) due in installrrients of $315,000 to $735,000, plus interest through February 1, 2021; interest at 4.625% to 5.3%. Bonds are payable from the County Option Income Tax & ;>ewage Works Funds. 8,935,000 $6,620,000 2002 Redevelopment Authority Revenue Bonds (TJX Special District Bonds) due in installments of $250,000 to $500,000, plus interest through July 1, 2022; interest at 3.0% to 4.75%. Bonds are payable from the Redevelopment District Bond Fund. 6,620,000 $21,335,000 2003 City of South Bend Building Corporation (Police/Fire Facility) due in installments of $835,000 to $1,610,000, plus interest through February 1, 2023; interest at 2.0% to 5.0%. Bonds are payable from the County Option Income Tax & E=mergency Medical Fund. 21,335,000 $14,420,000 2003 Redevelopment Authority Revenue Bonds (Airport TIF) due in installments of $245,000 to $1,050,000, plus interest through February 1, 2024; interest at 1.6% to 5.2%. Bonds are payable from the Redevelopment District Bond Fund. 14,420,000 $19,795,000 2003 Redevelopment Authority Revenue Bonds (Downtown Central Development Area TIF) due in installments of $80,000 to $1,845,000, plus interest through February 1, 2024; interest at 1.6% to 5.2%. Bonds are payable from the REDdevelopment District Bond Fund. 19,795,000 Economic Development Income Tax (EDIT) IBonds $6,450,000 1997 EDIT Bond (Downtown Parking Facility and Plaza - Tax- Exempt Portion) due in installments of $80,000 to $265,000, plus interest through February 1, 2017; interest at 3.9% to 5.55%. Bonds are payable from the Economic Development Income Tax Fund. 5,165,000 $5,420,000 1997 EDIT Bond (Downtown Parking Facility and Plaza - Taxable Portion) due in installments of $75,000 to $255,000, plus interest through February 1, 2017; interest at 6.0% to 7.25%. Bonds are Payable from the Economic Development Income Tax Fund. 4.485,000 Total Revenue Bonds Payable From Governmental Funds 111.590.000 D-58 CITY OF SOUTH BEND, INDIANA OUTSTANDING REVENUE, GENERAL OBLIGATION & FIRST MORTGAGE BONDS December 31, 2003 First Mortgage Bonds payable from Governmental Funds: $1,388,858 1999 City of Southi Bend Building Corp Bonds Series A (Fire Station # 10) due in installments of $121,768 including interest through September 30, 2006; interest at 5.0% 670,713 $490,000 1999 City of South Bend Building Corp Bonds Series B (MSF Roof Repairs) due in installments of $41,696 including interest through December 30, 2005; interest at 5.0% 155,795 $570,000 1999 City of South Elend Building Corp Bonds Series C (O'Brien Admin & Recreation Center) due in installments of $52,196 including interest through November 28, 2006; interest at 5.53% 271,099 Total First Mortgage Bonds Payable From Governmental Funds 1.097,607 General Obligation Bonds payable frrom Governmental Funds: $4,750,000 1997 Redevelopment Refunding General Obligation Bonds due in installments of $220,000 to $320,000, plus interest through February 1, 2006; interest at 4.0% to 5.1 %. Bonds are payable from the Redevelopment Studebaker Bond Fund. 1,525,000 Total Revenue, GO & 1S` Mtg E3onds Payable From Governmental Funds 114.212,607 Total Revenue, GO & 1S` Mortgage Bonds Payable From All Funds $162,659,318 D-59 THE CITY OF SOUTH BEND SCHEDULE OF GENERAL OBLIGATION, REVENUE AND FIRST MORTGAGE BONDS Deb4 Outstanding PRINCIPAL PORTION DUE EACH YEAR a~-sil;~ 1~l 3 2444 244 24Q~ 24~ 294$ GENERAL OBLIGATION BONDS South Bend Redevelopment District: 1997 Studebaker Corridor Bonds $ 1,5:25,000 590,000 615,000 320,000 0 REVENUE BONDS dyable from Enterorise Funds: 1993 Sewage Works Revenue Bonds (refunded in 2001) 1993 Water Works Revenue Bonds 1997 Water Works Revenue Bonds 1998 Sewage Works Revenue Bonds -State Revolving Loan 1998 Blackthorn Golf Course 2000 Water Works Revenue Bonds -State Revolving Loan Payable from Governmental Funds: 1990/1996 SB Central Devei Area Public Impr 1997 EDIT Bonds - Series A -Tax-Exempt (Leighton Garage) 1997 EDIT Bonds - Series B -Taxable (Leighton Garage) 1998 Morris Performing Arts Center 2000 College Football Hall of Fame 2001 COIT Bonds - SB Bldg Corp -Public Works Service Center 2001 Century Center (refunded 94 bond) 2002 TJX Special District Bonds of 2002 2003 Airport TIF 2003 Downtown Central Development Area TIF 2003 Police 8 Fire Building/Renovations FIRST MORTGAGE BONDS City of SB Building Corp Series 1999A (Fire Station #10) City of SB Building Corp Series 19996 (MSF Building Roof) City of SB Building Corp Series 1999C (O'Brien Admin/Rec Ctr) TOTAL OUTSTANDING BONDS 2009 & BEYOND 3,905,000 705,000 760,000 785,000 805,000 850,000 0 2,310,000 395,000 425,000 460,000 495,000 535,000 0 14,5'75,000 1,540,000 1,615,000 1,685,000 1,765,000 1,850,000 6,120,000 20,229,056 ' 1,130,000 1,165,000 1,195,000 1,230,000 1,270,000 14,895,000 5,0:15,000 395,000 430,000 445,000 465,000 485,000 2,835,000 2,3'72,655 ' 118,641 122,082 125,622 129,265 133,014 1,744,031 48,416,711 4,283,641 4,517,082 4,695,622 4,889,265 5,123,014 25,594,031 3,5:10,000 285,000 330,000 390,000 410,000 435,000 1,700,000 5,1115,000 275,000 290,000 305,000 315,000 335,000 3,645,000 4,485,000 200,000 225,000 235,000 255,000 275,000 3,295,000 11,145,000 600,000 630,000 660,000 690,000 720,000 7,845,000 13,935,000 675,000 705,000 740,000 775,000 810,000 10,240,000 8,935,000 330,000 345,000 355,000 370,000 390,000 7,145,000 6,1<,)5,000 320,000 330,000 345,000 355,000 375,000 4,470,000 6,6:?0,000 250,000 255,000 265,000 270,000 280,000 5,300,000 14,4;?0,000 245,000 495,000 505,000 515,000 530,000 12,130,000 19,795,000 80,000 125,000 90,000 95,000 100,000 19,305,000 21,335,000 0 835,000 855,000 875,000 895,000 17,875,000 115,55)0,000 3,260,000 4,565,000 4,745,000 4,925,000 5,145,000 92,950,000 670,713 212,625 223,389 234,699 0 0 0 1515,795 75,974 79,821 0 0 0 0 271,099 85,484 90,277 95,338 0 0 0 1,0<.I7,607 374,084 393,487 330,037 0 0 0 188,Bti9J318 8,507,725 10,090,569 10,080,659 9,614,285 10,288,014 118,544,031 Represents the draws on the $24,095,000 State Revolving Loan for Sewage WorScs and on the $2,600,000 State Revolving Loan for Water Works as of 12/31/01. These loans are in the construction phase and are anticipated to be fully funded during 2002. TOTAL PRINCIPAL & INTEREST /LEASE PAYMENTS DUE BY YEAR 2444 249 244& 2442 244$ 2009 8 GENERAL OBLIGATION BONDS BEYOND South Bend Redevelopment District: $ 645,445 656,260 328,160 0 0 ~ 1997 Studebaker Corridor Bonds REVENUE BONDS Payable from Enterprise Funde: 1993 Sewage Works Revenue Bonds (refunded in 2001) 1993 Water Works Revenue Bonds 1997 Water Works Revenue Bonds 1998 Sewage Works Revenue Bonds -when fully funded 1998 Blackthorn Golf Course 2000 W ater Works Revenue Bonds -when fully funded Pavable from Govemmental Funds: 1990/1996 SB Central Devel Area Public Impr 1992 Palais Royale 1997 EDIT Bonds - Series A -Tax-Exempt (Leighton Garage) 1997 EDIT Bonds - Series B -Taxable (Leighton Garage) 1998 Morris Performing Arts Center 2000 College Football Hall of Fame 2001 COIT Bonds - SB Bldg Corp -Public Works Service Center 2001 Century Center (refunded 94 bond) 2002 TJX Special District Bonds of 2002 2003 Airport TIF 2003 Downtown Central Development Area TIF 2003 Police & Fire Building/Renovations FIRST MORTGAGE BONDS City of SB Building Corp Series 1999A (Fire Station #10) City of SB Building Corp Series 1999B (MSF Building Roof) City of SB Building Corp Series 1999C (O'Brien Admin/Rec Ctr) TOTAL OUTSTANDING BONDS 859,575 889,900 882,600 871,200 871,200 0 511,990 522,240 535,990 547,530 547,530 0 2,218,550 2,225,790 2,223,115 2,225,605 2,225,605 6,710,900 1,735,666 1,737,896 1,734,110 1,734,456 1, 734,456 17,372,766 637,500 645,000 643,500 645,000 645,000 2,936,500 187,449 187,448 187,448 187,449 187,448 2,061,925 6,150,730 6,208,274 6,206,763 6,211,240 6,211,239 29,082,091 479,500 518,500 552,000 553,500 556,000 1,921,000 98,500 0 0 0 0 0 541,608 543,375 544,260 539,193 543,513 4,606,959 511,018 522,205 516,820 520,500 522,721 4,460,698 1,134,000 1,137,000 1,138,000 1,137,500 1,138,500 9,765,000 1,405,000 1,403,500 1,404,500 1,404, 000 1,401,500 13,342,000 782,000 779,000 775,500 776,500 776,000 9,680,000 590,110 588,984 591,883 588,720 594,588 5,615,348 507,865 505,290 507,490 504,465 506,215 7,104,220 598,138 1,091,447 1,091,867 1,090,353 1,091,720 17,474,973 610,750 1,028,566 991,527 994,486 996,927 28,542,187 890,983 1,716,910 1,719,579 1,718,597 1,718,597 24,902,253 8,149,471 9,834,777 9,833,426 9,827,814 9,846,281 127,414,638 243,536 243,536 243,536 0 0 0 83,392 83,392 0 0 0 0 99,310 99,310 99,310 0 0 0 426,238 426,238 342,848 0 0 0 = 1 S 371 884 17125 549 18 711 195 18,039.054 18,057,520 156,498,729 D-60 THE CITY' OF SOUTH BEND COMPUTATION IDF LEGAL DEBT MARGIN December 31, 2003 CIVIL CITY Net Assessed Value (2003 pay 2004) of Taxable Property in South Bend' Debt limit: 2% of net assessed value Amount of debt applicable to limit: Total bonded debt subject to debt limit: EDIT" Bonds $ 9,650,000 Less: Cash on hand designated for debt service 237,500 Total debt applicable to debt limit Legal debt margin -Civil City REDEVELOPMENT AUTHORITY Net Assessed Value (2003 pay 2004) of Taxable Property in South Bend" Debt limit: 2% of net assessed value Amount of debt applicable to limit: Total bonded debt subject to debt limit: Studebaker Bond $ 1,525,000 Less: Cash on hand designated for debt service 290,000 Total debt applicable to debt limit Legal debt margin -Redevelopment Authority 'Estimated at time of Printing $ 925,291,187 18,505,824 9,412,500 $ 9,093,324 $ 925,291,187 18,505,824 1,235,000 $ 17,270,824 A 2% debt limit is established by the Constitution of the State of Indiana. This limit is established for general obligation bonds, Economic Development Income Tax revenue bonds, tax revenue notes and other types of indebtedness. This limitation does not include revenue bonds payable from governmental funds (excluding EDIT bonds) shown on the previous debt schedules. Indiana law allows the creation of separate municipal corporations to provide vital governmental functions. Each of these municipal corporations (including the Redevelopment Authority and Redevelopment Commission) has its own 2% debt limit, even if they have the same or similar boundaries. D-61 -~- ~~~ GLOSSARY A/C L-P Bond Redevelopment Authority /Commission Lease-Purchase Bond. AEDA Airport Economic Development Area (also known as the Blackthorn Development Area). Accrual Basis The basis of accounting under which revenues and expenses are recognized when they occur, rather than when collected or paid. Administration Charges Allocates the cost of general administrative departments which are required to manage the City and which provide support to all funds. Appropriation Authorization by the city council or town council by ordinance to make disbursements or to incur obligations for specific purposes. An appropriation may be accomplished by budget enactment or by subsequent modification of the budget by emergency appropriation. The source or moneys to finance the disbursement should always be stated in the appropriation ordinance. Assessed Valuation Basis for determining property taxes. Assessor determines assessed valuation of residential real property, actual valuation for commercial and industrial property. Authority A government or public agency created to perform a single function or a restricted group of related activities. An authority may be completely independent of other governments or partially dependent upon other governments for its creation, its financing, or the exercise of certain powers. Example: Redevelopment Authority. Bond Written promise to pay specified sum of money, called the face value or principal, at a specified date or dates in the future, called the maturity date(s), together with periodic interest at a specified rate. Budget Plan of financial operation, embodying an estimate of proposed expenditures for a given period and the proposed revenue estimates of financing them. Upon approval by Council, the budget appropriation ordinance is the legal basis for expenditures in the budget year. E-1 Capital Project Projects involving the purchase or construction of capital assets. Often a capital project encompasses the purchase of land and the construction of a building or facility, or major street construction or reconstruction. Design, engineering or architectural fees are often a part of a capital project. Capital Projects Fund A fund created to account for financial resources and the payment of the acquisition or construction of capital assets such as public facilities,. streets, etc. Capital Outlay/Assets Assets of significant value and having a useful life of several years. Capital assets are also referred to as fixed assets. Capital Improvement An annual, updated plan of capital expenditures for public program facilities and infrastructure (buildings, streets, etc.) with estimated costs, sources of funding and timing of work over a multiple period. CBD Central Business District is one of the project areas within the South Bend Central Development Area (SBCDA). The CBD is the historic commercial heart of the community and a priority redevelopment project area. CABG Community Development Block Grant. COIT County Option Income Tax. Contractual Services Expenses that are usually incurred by entering into a formal agreement or contract with another party. Expenses in this category can include utilities, insurance, repairs, professional fees, or services. Debt Service Payment of principal and interest related to long-term debt. Debt Service Fund A fund established to account for the accumulation of resources for, and the payment of, general long~tern debt principal and interest. Depreciation Expiration in the service life of fixed assets, attributable to wear and tear, deterioration, action of the physical elements inadequacy and obsolescence. Designated Fund Balance That portion of the fund balance that has been set aside for a specific purpose by the City Council. E-2 EBDA East Bank Development Area is one of the project areas within the SBCDA and a priority redevelopment project area (90 acres) that is being revitalized as a mixed use district of residential, office, entertainment and recreational uses. EDIT Economic Development Income Tax. Enterprise Fund A fund established to account for operations that are financed and operated in a manner similar to private business enterprises -where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges. Example: Water Utility and Sewage Utility. Encumbrance An obligation incurred in the form of a purchase order or contract which is to be met from an appropriation and for which a part of the appropriation is reserved. It ceases to be an encumbrance when paid. Fiscal Year A 12-month period to which the annual operating budget applies and at the end of which a government determines its financial position and the results of its operations. The City of South Bend's fiscal year is January 1 through December 31. Full-Time Equivalent (FTE) The hourly equivalent of a full-time employee. An FTE can be made up of either one full-time employee or two or more part-time employees whose total hours equa140 per week. Find Balance The balance remaining in a fund after expenditures have been subtracted from revenues. F1~nd "Cash" or a group of accounts set aside for the purpose of accounting for moneys or other resources of general functions or specific activities such as utilities, construction projects or other activities of a city or town in accordance with a system of accounts prescribed by the State Board of Accounts or as required by statute. GAAP Generally accepted accounting principles. General Fund The fund used to account for all financial resources except those required to be accounted for in another fund. The E-3 general fund provides a majority of city services to the residents of South Bend. GN/GN Program Good Neighbors/Good Neighborhoods Program. Grants Contributions or gifts of cash or other assets from another government to be used or expended for a specified purpose or activity. G O Bonds General Obligation Bonds are obligations payable out of ad valorem taxes levied and collected on all of the taxable property in the political subdivision issuing the bonds. Infrastructure Facilities on which the continuance and growth of the community depend, such as streets, waterlines, etc. Intergovernmental Revenue Revenue from other governments (i.e., County, State, Federal) in the form of grants, entitlements, shared revenues, or payments in lieu of taxes. Internal Service Fund A fund used to account for the financing or services provided by one department to other departments of the City. Internal service funds are usually operated like an enterprise fund. I5TEA Inter-Modal Surface Transportation Enhancement Act. Lapsing Appropriation An appropriation is made for a certain period of time, generally for the budget year. At the end of the specified period, any unexpended or unecumbered balance lapses or ends, unless otherwise provided by law. Lease-Purchase Agreements Contractual agreements which are termed "leases" but which in substance amount to purchase contracts for equipment and machinery. Lpng-Term Debt Debt with a maturity of more than one year after the date of issuance. LQIT Local Option Income Tax (options include COIT -County Option Income Tax or EDIT -Economic Development Income Tax). Major Budget Classification One of the four major classifications of expenses for which appropriations are made under the uniform budget system prescribed for cities and towns. The major E-4 classifications are: personal services, supplies, other services and charges, capital outlay and other financing uses. NPC Neighborhood Partnership Center -small, scattered site facilities run by neighborhood resident advisory boards which provide a variety of private, public and civil services and programs. The NPC is the focus of a small (4-6 block) neighborhood improvement effort. Ombudsman A public official appointed to investigate citizens' concerns against local or national government agencies that may be infringing on the rights of individuals. Ordinance A formal legislative enactment by the council. If it is not in conflict with any higher form of law, such as a state statute or constitutional provision, it has the full force and effect of law within the boundaries of the City. Organizational Unit An office, department, board, commission or other agency or specific activity of city or town government. Hence, for purposes of budgeting, accounting and reporting, common council of a city, town council, park and recreation board, would constitute separate organization units. Payment in Lieu of Taxes An estimate of the amount of taxes that would be chargeable to a utility if owned privately. Performance Indicator Statistical measurements that help evaluate a program or service. Four categories of program evaluations are required to support a truly comprehensive evaluation of programs and municipal services: (1) productivity, (2) efficiency, (3) quality, and (4) workload. Personal Services Salaries, salary driven costs, and compensated benefits for classified, unclassified, hourly, and seasonal employees. Program Performance Budget A method of budgeting whereby the services provided to the residents are broken down in identifiable service programs or performance units. A unit can be a department, a division, or a workgroup. Each program has an identifiable service or output and objectives to effectively provide the service. The effectiveness and efficiency of providing the service by the program is measured by performance indicators. E-5 Projection Estimation of revenues and expenditures based on past trends, current economic conditions and future financial forecasts. Reserve A portion of a fund balance which has been legally segregated for a specific use. Resources Total amounts available for appropriation including estimated revenues, fund transfers and beginning fund balances. Rievised Budget Most recent estimate of revenue and expenditures including additional appropriations made throughout the year and encumbrances carried over from the prior year. S$CDA South Bend Central Development Area. Seasonal A City employee who works for a department during a specific season or a specific work project. Sample-Ewing Development Area. Special Revenue Fund A fund to account for the proceeds of specific revenue sources that are legally restricted to be spent for specified purposes. An example is the emergency medical service fund, which collects fees from users and is legally restricted to spend those fees for EMS & fire department purposes. Tax Increment Financing (TIF) A financing technique that requires creation of a district whose assessed property value is "frozen." The tax collected on the growth of the district's incremental, or property value over the "frozen" value, is used to finance capital improvements in the district. Transportation Finance Authority. Urban Enterprise Association. Urban Enterprise Zone. Ut-encumbered Appropriation That portion of an appropriation not yet encumbered or balance expended. User Fees The payment of a fee for direct receipt of a public service by the; party benefitting from the service. E-6