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Home My WebLink About2006 Performance Based BudgetGOVERNMENT FINANCE OFFICERS ASSOCIAT[ON Distinguished Budget Presentation Award PRESENTED TO City of South Bend Indiana Special Performance Measures Recognition For the Fiscal Year Beginning January 1, 2005 ~~~6~ ~ Preside~~t Executive Director The City of South Bend 206 Program /Performance Based Budget Table of Contents Introductory Section Table of Contents ...................................................................................................................................... t 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 2006 State of the City Address .................................................................................................... A-13 Section B -FINANCIAL SUMMARY Executive SummaRy ................................................................................................................................... B-1 2046 Budget Summary -Revenue and Expenditures ................................................................................ B-12 2006 Budget Summary -Total Expenditures By Type .............................................................................. B-13 2006 All Fund Combined Summary .......................................................................................................... B-14 Fund Descriptions ...................................................................................................................................... B-L5 ................... 2006 Budget -Operating and Capital Expenditures ........................................................... .... 8-19 Revenue and Expenditures - Historical Comparison ................................................................................ B-26 Five Year Financial Forecast ..................................................................................................................... B-40 Personnel Summary ................................................................................................................................... B-S 1 Section C -PROGRAM 1 PERFORMANCE BASED BUDGET BY DEPARTMENT Program Budget Introduction 1 Program Index .......................................................................................... C-1 Citywide Organizational Chart .................................................................................................................. C-10 Elected OfBcials ........................................................................................................................................ C-l I Administration and Finance Department ................................................................................................... C-30 Legal Department ...................................................................................................................................... C-53 Police Department ............................................................................................................................ ..... C-60 Fire Department ......................................................................................................................................... G 100 Code Enforcement Department ................................................................................................................. C-117 Parks & Recreation Deparhnent ....................................•--~--...................................................................... C-129 Community and Economic Development .................................................................................................. C-178 Public Warks Department .......................................................................................................................... C-193 Consolidated Building Department ............................................................................................................ G274 Century Center .................................................................................................................................. . C-287 Morris Performing Arts Center .................................................................................................................. C-305 Section D -CAPITAL /DEBT Capital Improvement Plan Introduction ..................................................................................................... D-1 2006 Capital Improvement Budget ............................................................................................................ D-7 Multi-Year Capital Improvement Plan ....................................................................................................... D-16 Long Term Debt Sumanary ........................................................................................................................ D-54 Section E -GLOSSARY ........................................................................................................................... 1/-1 1 Coup rr-CrrY 1~[TILDII~G 227 W. JEFFERSON BLVD. SOUTH BENU, 1NUTAIVA 46601-1830 CITY OE SOLdTI'I BEND S`T"EPNEN ~. L13ECKE, MAYOR PHONE 5741235-9216 Fnx 5741235-9928 '1'I7I7 5741235-5567 DEPARTMENT ®F ~DMINISTRATIC~N AN1J FINANCE M. C.~A~rr1ERr~rr. PANELLO CONTROLLER April 8, 2006 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 2006 Performance Based Budget. The City has been publishing a budget in this format for ten 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 an February 13, 2006. 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 aver the past several years, and outlines where he believes this community should be headed in the future. Section S -Financial Summary This section provides a general overview of the City's 2006 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. 1t 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 2006 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 ii section is historical data comparing the past three years' actual results and the prior year's budget with the 2006 Budget (Operating and Capital). Financial trends are outlined through the use of graphs. I'rajected changes in fund balances for the budgeted year can be found in this report. Included in this section is a multi-year forecast ofboth 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 - Prograrn/Performance Based Budget by Department This section is the backbone of the City's 2006 Budget. You will find this section of the budget document significantly enhanced from previous years. To develop this section, 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 departmental 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 floe lives of the people that live and work in this community. Section D - Ca ital /Debt This section contains a summary of the City's 2006 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 "Michiaaa" 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 80190, a regional airport {which is the second busiest in the state of Indiana), the South Share rail line and a port an Lake Michigan, has supported economic growth within the community. Proximity to Chicago, the largest rail and intermodal (rail/truck/acean/inland waterway} transfer point in the country, is a significant advantage to St. Joseph County. St. Joseph County /South Bend -Economic Conditions and_Outl©ok 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 have 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 2005 of 136,270 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 ar 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 rv unemployment rate of around 5.3% which compares favorably to the December 2005 State of Indiana rates of 5.4%. The 2005 employment profile for St. Joseph County provides a goad 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 Employed (thousands) % of Total 6.2 3.06% 21.7 10.74% 4.5 2.22% 7.6 3.76% 17.3 8.56% 7.2 3.56% 121.5 60.14% 16.0 796% St. Joseph County presently has an estimated 9$,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 $4.36 billion in effective buying income for this area. Health and education lead the employment statistics for St. Joseph County. The largest employers in the County as of December 2005 were as follows: University of Notre Dame {4,802}; Memorial Health System (3,493); South Bend Community School Corporation (3,303}; Saint Joseph Regional Medical Center, Inc {2,935); The Diocese of Fort Wayne/South Bend (2,500}; AM General (2,151); St. Joseph County (1,750); Martin=s Super Markets (1,484); City of South Bend (1,400) and Indiana University South Bend {1,300). The following provides a profile of the adult population. residing in St. Joseph County: Gender: 48% male; 52% ferrule Age: 11.5% 18-24 years of age; 2b.2% 25-44 years of age; 23.1% 45-64 and 13.2% 65 years or older Race: 84.2% White; 12.0°/© Black/African American; S.5% Hispanic/Latino; 1.6% Asian; and 1.8% Other Marital Status: 50% Married; 18% Widowed/DivorcedlSeparated; and 32% Single Home Ownership: 67.5% own; 26.7% rent Type of Dwelling: 7$.6% single unit; 21.4% other The cast 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 second quarter of 2005, the median sales price for a single family home (per the National and Indiana Association of Realtors) for the nation and the Midwest were $191,300 and $157,200, respectively, compared to South Bend's median price of only $93,800. For the same period, v Chicago's median price was $263,300 and Indianapolis stood at $125,900. South Bend's ACCRA cost of living index for the second quarter of 2005 was 97.8. A further breakdown of South Bend's cost of living index for this period was as follows: grocery items - 87.8; housing costs - 102.8; utilities - 103.8; transportation - 97.1; health care - 97.9; and miscellaneous goods and services - 97.9. 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 the entire City and some of the surrounding area and has a current enrollment of approximately 21,797 students in grades l~indergarten through high school. An estimated 4,441 students attend private ar 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 32,379. 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 Sorui named his rustic log chapel "Notre Dame du Lac" and began to teach the local Indians. Today, the chapel has grown into the University ofNotre 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. Iri 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 Darne; the Northern Indiana Center far History; Copshaholm/The Oliver Mansion; the College Football Hall of Fame; Century Center; Potawatomi Zoo; the Morris ConservatorylMuessel-Ellison Tropical Gardens; Heaithworks! Kids Museum; the Farmers' Market; the Belleville Softball Complex; the Firefly Performing Arts 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 an with the Arizona Diamondbacks and looks forward to continued success with its program. Additional miscellaneous information about the City of South Bend can be found at the end of vi this transmittal letter. Financial, Budgetary and Property Tax Cflntrols 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 fifteen years {years ended December 31, 1990 through 2004} the City has received an unqualified audit opinion. The audit of the City's financial reports for the year ended December 31, 2005 is currently underway, and it is anticipated that these 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 far 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 specif c and rigid controls governing the amount of property 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 fatal amount of property tax levied by the unit may increase by the six year average annual growth in Indiana personal income, as calculated by the U.S. Bureau of Economic Analysis, with a 6% maximum. 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 {witlr 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 19$3 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. South Bend - Strategic Planning and Performance Measurement vii 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 cantinas 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 6y 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 office 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 CitylCaunty Management Association: No management tapir 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 tlxe 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 WEII aS demOrlstrate the Value and Impact of therr SerVlC2S arld pYOgramS. PEYfaY7YtaY1Ce measures have became 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 2005 We are pleased to announce that we have underspent the 2005 General Fund Expenditure Budget by $7,315,302 while General Fund Revenue has exceeded the 2005 Budget by $3,428,650. 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 $10.7 million excess over budget has provided additional funds for the City's 200b Capital Budget as well as increased cash reserves. The 2005 results are a continuation of past successes. Last year the City was able to announce that it had underspent the 2004 General Fund Expenditure Budget by $2,371,471 while General Fund Revenue exceeded the 2004 Budget by $491,912. In 2003, General Fund Expenditure Budget was unspent by $1,722,401 and revenue was exceeded by $3,319,755. In 2002, the General Fund Budget was underspent by $ 3,932,000, and revenues came in at $920,949 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 & I'oor's and Fitch 1BCA was reaffirmed in 2005. The City also issued one bond in 2005, City of South Bend Building Corporation First Mortgage Bond. 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 remained at 20% of the current year's operating expenditure budget as of the start of this year ix after setting aside funds for the 2006 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 eight years, the City has been able to achieve a $ 13.1 million General Fund reserve, which stood at $4.2 million (11 % of the operating budget) at the start of 1997. Due to the current and upcoming Indiana State legislation affecting property tax allocations, these 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 anal the Common Council to compare anticipated actual results with the projected financial needs for the coming year. In January of 2006 the City received, for the fifteenth year in a raw, 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, 2004. 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 2005 CAFR during 2006 for consideration of this prestigious award. Building South Bend in 2006 and beyond 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 2006 budget. There were five areas of concentration that became or remained budget priorities for 2006. We're Buildi~zg Neighborhoods -Mayor Luecke and the City's elected officials continued their strong commitment to neighborhoods. The City will invest $4.8 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 Buildi~rg 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 the past year. South Bend has 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 far officer safety and community safety. We will also complete the long awaited and much needed design far renovation and expansion of Police Department offices. The City's Fire Department is rated one of the highest in the State. We have recently x refurbished three main fire trucks to like-new status. The Mayor's top initiatives will focus an 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 sixth 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 far 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 far 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 develapment. By providing adequate infrastructure and offering targeted assistance, the City can stimulate private investment, creating business opportunities and jabs. 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 opportu~aity 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 overview of the entire budgeting process. (Note: The City's fiscal year is January 1 through December 31.1 May 2005 -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 2005- A needs assessment review is completed and the preliminary budget far 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 xi segmen#. Early August 2005 -Departmental review of individual operating budgets; update projections and requests where necessary. Late August 2005 -Review of entire City 2006 Operating Budget, division by division by the City Controller. Focus on budget targets based on nnulti-year projections. Revisions and changes are made where necessary. ---Late August /early September begins the Council and Public portion of this process. August through September 2005 -Council review ofbudgets -informal hearings over athree- 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 2005 -Official filing of the 2006 Operating Budget with the City Clerk's Office for placement on the Council agenda. Late August 2005 -First reading of the 2006 Operating Budget at Common Council Meeting. Early September 2005 -Second reading of the 2006 Operating Budget and formal public hearing at the Common Council meeting. Members of the public may speak at this meeting. Late September 2005 -Third reading and adoption at the Common Council meeting. Comments on the 2006 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 2005 - On-sight review of 2006 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 2006 -Determination of year-end cash balances and preparation of the 2006 Capital Budget. Mid January 2006 -Official filing of the 2006 Capital Budget with the City Clerk's Office for placement on the Council agenda. Late January 2006 -First reading of the 2005 Capital Budget at Common Council Meeting. Mid February 2006 -Final budget order from the Department of Local Government 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 2006 -Second reading of the 2006 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 2006 Capital Budget. Comments on the budget are limited to the Council Members during this portion of the xii ineet~ng. Early March 2006 -Appropriation approval from the Department of Local Government Finance for the 2006 Capital Budget. This is the final action needed to complete the City's Operating and Capital Budget process. Ack~ovvled~ments 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 2006 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 rr~ost challenging - a special thanks for a job well done! Respectfully submitted, ;o~~- Catherine Fanello, CPA Controller ~~F~L~ ~ ~~,~~_ ,,= Thomas J. Skarbek, CPA Director of Budgeting & Financial Reporting xiii THE CITY OF SOUTH BEND MISCELLANEOUS STATISTICS Incorporated in 1855 -County Seat of St. Joseph County, Indiana POLICE DEPARTMENT DEPARTMENT QF PUBLfC WQRK~^ FIRE DEPARTMENT Authorized bfficers 261 Traffic Lights 114 Paid Department established 1867 Vehicles 348 Street Lights {City maintained} 2,000 Sworn Firefighters Special Officer Groups. Mites of Streets 500 {51 of which are Paramedics) 248 K-9 PaVols B Miles of Sidewalks 685 Fire Apparatus 20 SWAT Team 17 Miles of A11eys 398 Hazardous Materials Truck 1 Metro Drug Task Force (of 23 tote[) 19 Miles of Sanitary Sewers and Storm Drain: 56D Reserve Pumper Trucks 2 NEST -Special Neighborhood Unil 8 Cily Cwned Vehicles 867 Reserve Ladder Trucks 2 Bicycle Patrol pfficers 4 Trash Picked Up Per Week {in tons) 6481wk River Rescue Boats 3 Motorcycle Patrol Officers 2 {Organic Resource-Leaves Composted) (67,431 Cu Yd) Ambulances 10 Community Relations Officers 7 Neonatal {Newborn) Units 3 Bomb Squad 7 Fire Runs 30,707 Crime Prevention pfficers 3 Ambulance Runs 11,228 2005 Crime Data: SIGN SHOP Murders 12 Work orders for sign maintenance, Rapes S9 installation or removal 2,150 Robbery 348 Gallons of traffic paint far street markings 3,824 WATER UTILITY Aggravated Assauil 356 Pro-tormed plastic arrows used for CustomerslMetars 43,431 Residential Burglary 1,OB5 street markings 44 We11s1Fumps in service 32 Nan-residential Burglary 593 Built Portables 0 Pumping Capacity S5 m.g,d. Larcony 4,356 Railroad Crossings 0 Daily Consumption 20.1 m.g.d. Theft -Auto 90 Built Barricades 0 Peak Demand 44,0 m.g,d. Arson 53 Special Signs Built 540 Miles of Distribution Systems 547 Calls for Service 121 ,711 Dispatches 109,657 Barricades se[ up far 2005 events (# of event s}, Miles Driven 3,866,234 Block Parties fi3 Parades 5 COLLEGES ANI7 UNIVERSI TIES RunlWalkathons & Special Events 53 Universities arid Colleges Enrollment Notre Dame football Games 6 The University of Notre Dame 11,417 SEWER UTILITY Fireworks - Coveleski Stadium 6 fndiana University at South Bend 7,459 Customers 39,124 Bethel College 1,991 Dry Tans of Sludge produced per year 30,087 St. Mary's College 1,504 `(English Tons} Holy Cross College 373 Mites of Sanitary Sewer Linos 550 CONVENTION FACILITIES Purdue Program {EUSB} 229 Mi€es of Storm Sewer Lines 240 Century Center 64,000 square feet of Tri-State University 148 exhibit space 2,992 available seating Technical Colleges 700 seat theater Indiana Vocational Technical 8,000 SOUTH BEND REGIONAL AIRP ORT Michiana CollegelBrown Mackie 863 Passenger Morris Perf Arts Center 2,500 available seating Davenport College 595 ea Volume 1996 894,247 1997 991,247 1998 986,350 1999 955,232 2000 857,744 2001 739,407 2002 812,080 2003 802,191 2004 780,033 2005 840,004 The South Band Regional AirporE Fred aver 65,000 fake-offs and landings in 2005, Approximately 40 commercial airline flights per day fly to nine hub airports. Commercial airlines with operations at SB Regional Airport, Della Connection ContinenliaE Express allegiant Air Northwest United Express Notre Dame Joyce Athletic and Convocation Center 115,000 square feet of exhibit space 11,345 available sealing Motels 29 motelslhotels 4 bed and Breakfasts Over 2,700 rooms Major motels and meeting rooms: Marriott facilities to seat 800 Holiday Inn facilities [a seat 300 COMMUNICATfONS Access to: 4 Major N Networks, 1 Public Broadcasling Station and 1 Local Station 17 FM and 7 AM Radio Stations 1 Major Newspaper -The South Band Tribune and 2 other weekly newspapers Memorial Hospital, St. Josephs Regional Medical Center and Si. Joseph Community Hospital and other hospitals! specially hospita€s 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 232 m€€es 2005 Ridership 3.1 million 2005 Miles of Service 1.8 million 43 Trucking Lines, 33 Terminals 2 InterstaFe Sus Lines 4 Major Rail Systems (freight and passenger) ~1~ THE CITY OF SOUTH FEND TEN YEAR HfSTOR1CAL TREND INFORMATION ASSESSER AND ESTIMATED ACTUAL VALUE OF TAXABLE PROPERTY Real Property Personal Property Tax Yead Assessed Estimated Assessed Estimated Collection Year Value Value Value Value 1996!1997 1997/1998 1 99871 99 9 199972000 2000/2001 2a411zog2" 200212003" 200312004" 200412005" 200512006"" Tax Yearl Collection Year 1996!1997 199711998 199811999 1999!2000 2000!2001 200112002' 290212003' 2943/2004' 29 4412 0 0 5' zaosl2oas~" Estimated Value 1,835, 537, 085 1,857,455,247 1,677,422,938 1,939,897,788 1, 947, 827,427 5, 876, 504,481 8, 904, 307, 842 8, 904, 307, 842 8,994,307,842 TOTAL 17.0047 17.2427 17.9396 17.8396 18.8638 6.3241 4.6812 4.9930 4.8906 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 1990,1995 payable in 1996 and again in 2002 payable in 2003. "• Assessed Valuation and Tax Rates were not avialble €rom the County Auditor at the time of printing. YV 412,196,114 414,421,223 418,589,739 417,107,034 421,717,995 1,272,814,731 2,242, 257, 797 2,215,693,906 2,179, 070, 901 Airport! School Redeveiopmt Transportatien! C€ty County Qistricts Townships District Library State 6.6702 3.2256 5.8594 0.0920 q.0743 0.7106 0.3726 6.9125 3.0079 6.0293 0,0967 q.1255 0.6886 0.3822 7.2297 3.5002 5.8978 0,1020 q.0795 0.6933 0.4371 7.3307 3.1142 5.9365 0,2256 q.0954 0.7059 0.4313 7.7513 3.1402 6.3673 0,1123 0.3050 0.73fi6 0.4511 2.6664 0.9473 2.1725 0,0362 0.0983 0.2496 0.1518 1.9606 0.7366 1.4792 0.1122 0.0967 0.1686 q.1273 2.1115 0.7652 1.6201 0.0923 0.1012 0.1830 0.1197 2.1148 0.7831 1.5969 0.0276 0.0676 0.1854 0.1152 1,236,588, 342 1,24 3,263,669 1,255,769,217 1,251,321,102 1,265,153,985 3,818,444,193 6,726,773,331 6,647,081,718 6,537,212,763 Utilities Assessed Estimated Value Value 23,734,600 71,203,800 22,850,850 68,552,550 23,807,830 71,423,490 25,850,230 76,650,690 26,148,394 78,444,900 85,998,134 257,994,390 74,065,200 222,195,800 103,129,310 309,387,930 105,604,270 316,812,810 TOTAL Assessed Value 611, 845,895 619,151, 749 625,807,646 646,632,596 649,275,809 1,958,834,827 2,968,102,614 2,807,850,346 2,818,904,818 PROPERTY TAX RATES -DIRECT AND OVERLAPPING GOVERNMENTS (Per $9Op of Assessed Valuation in the South Bend -Portage Taxing District) 175,914,981 181, 879,676 183,410,077 203,975,332 201,409,514 600,021,966 651,779,617 489, 027,130 534,229,647 527,744,943 54 5, 639, 028 550, 230, 231 611,925,996 604, 226, 542 1,800, 065, 898 1,955, 338, 851 1,467, 081, 390 1, 602,886, 941 For additional copies of this document please contact: City of South Bend Department of Administration and Finance 1200 County-City Building South Bend, IN 46601 574-235-9216 xvi e I I ~ ;~, ~ ~ ~ _ ~~ i ~ ~ ~~ ~ ry ~I i ~ I~ ~_ 4r -~^ y ~~ r 7 i •~ ~ -- ~ ~ ~ ~ i .~ , ~ ~ y ~ _ ~ .~ ~ '~ ~ ~~ '~~ r ~~ ~ i ~' ~ I w r r ~~' ~ .I N=1~' ORGANIZATIONAL CHANGE: Strategic Planning, Citywide Goals and Program Budgeting INTRODUCTION In 7uly 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 same 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 OVERVTEW 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. Ta 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 jab agreements with individual performance indicators. Tlae A-1 budget process and document must be integrated into the citywide strategic plan. Obviously the old model - a detailed line item budgetCwas incongruent with this overarching planning process and the emerging organization. STRATEGIC PLANNING FRAMEWORK: Key Citywide 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. Oar mission is: "To Be Recognized As a Model City." Our collective purpose is: "To provide the leadership to create a competitive advantage in duality 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. cITYWInE GOALS AND osJECTIVEs 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 tl~e 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; A-2 anal can contribute and participate in a corr~munity where people of different backgrounds Iive in mutual respect and har~nnny. 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 Governme~~t 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 arld 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 governrr~ent 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 enviromnent 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. A-3 Mayor's Office: Leading the community to become a model city through formulating policy, directing operations and responding to customer concerns. Common Council: Making certain that our City government is always responsive io 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 arad consistent treatment of our Ordinance Violations Bureau customers. Administration and Finance: Providing financial 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 Pire 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 f~icilities 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. A-4 Building 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 Areality 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 recommendatians 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 anal departmental purpose statements. Guiding Principles: "We are merely the stewards of the City's assets. All assets of the City belong t© 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: "Orrr delivery of services is reliable." A-5 • We take a leadership role. • We are technically competent. • 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 cast 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 far 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 wlry. 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 A-b budget process, the City was in the initial stages of establishing the City' mission, broad goals and rudimentary growth objectives. The Technical Advisory Committee was 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. Same 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 far the City Management Team to highlight the cornlection 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 ResponsibilityCeach 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 ar 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 far 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. A-7 1998 Budget -The 1998 City Budget was improved by the following actions: 1996-97 Customer Satisfaction Benchmark and Tracking Survey - A scientific survey was conducted of our customers during Iate 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 Impr©vements -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. Cur 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 far 1999 and future years' budget documents. We identified indicators that we believed would effectively measure our intended outcomes; lrowever, 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 far a third or fourth time), we ended up with a product of which we were proud; and we A-8 felt confident that we had created a very effective management tool. • 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 n~oclels. That stop included targeting and benchmarking our performance based program outcomes. In addition to establishing a target and a benchmark for alI identified outcozzaes, 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 indicatars) 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 far 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-OG 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 Budt;etary and Operating Policies 1) The City will adhere to all 1~ederal, 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. S) The City will consider the establishment of new user fees or increases in existing fees as an alternative to service reduction or elimination. &) 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 yearend undesignated fund balances will not be used for funding current expenditures. S) 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. 10) The budget will provide sufficient funding to cover annual debt retirement costs. 11) The City will consider technological and capital investment programs which are cast effective and which will reduce operating costs as high funding priorities. 12) The City will employ a structured expenditure and revenue forecasting system to allow for effective financial planning on a multi-year basis. 13) 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 nan-recurring capital acquisition items. 14} 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 GAAF. 15} Where possible, the City will integrate service level measures and performance and/or productivity indicators with the budget. 16} 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 casts 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 casts. This reserve will be maintained at a minimum of 15 percent of the General Fund Operating Budget and 10 percent of the Park and Recreation Department Operating Budget. Reserves for Enterprise Funds will be targeted between 10 and 25 percent 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 tart 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) Tlae City will maintain adequate levels of funding for all retirement prograans. 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 far 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 Intraductian Good evening, Council President Rouse and Councilmembers, City Clerk Voorde, Department Heads and staff, residents and supporters of the City of South Bend. Welcome to the ~_ €~ i~ lid ~~# = ~ ~~- - ~~ ~ ~ ;~+~ .~ Studebaker National Museum, Isn't it great! This is a wonderful new facility which has special meaning for us. More on that in a little while, but first I want to address a weighty matter that has been under public scrutiny since my last State of the City Address _ my weight. You will recall that last year I vowed to lose twenty pounds by this year's address. Saturday morning I tipped the scales at 2~0 pounds. I made it! Many thanks to those who have encouraged and supported me in this effort. To all those who chided me about eating a cookie or donut, or who were watching as I decided how much to put on my plate at a pot luck dinner, or who ran me ragged on the racquetball court, thank you. I wouldn't have made it without you. It really helps to have people pulling far you. Not to make too much of this, but there are some things I learned, ar had reinforced, through my weight loss effort. In no particular order, here are some of my observations. It's good to have a goal; even better if it's measurable and public so that you can be held accountable. You don't have to eat everything on your plate (please forgive me, Mom, and Members of the Clean Plate Club everywhere). Sometimes there are setbacks, but you can overcome them, especially if you have encouragement and support and partners in the effort. Bigger isn't always better. There are a lot of approaches to the same end, but you have to be in it for the long haul. Being fit is a life-long effort that may require changing your lifestyle. There are many benefits. Two years ago, I weighed over 280 pounds. I was in danger ofbecoming the William Howard Taft of South Bend Mayors. Today, having shed over forty pounds, I have much more energy, feel better -- and have improved my racquetball game. I remind myself that I was carrying the equivalent of a bag of water softener salt around with me all day, every day! During the year at least 27 people told me that they were gaining the weight that I was losing (I don't think that is what Antoine Lavoisier had in mind when he formulated the Law of A-13 the Conservation of Matter). Qn the other hand, many other people told me that they had accepted my challenge and were losing weight or exercising more. Keep up the good workE I know that you can do it. Let's all commit ourselves to healthier lifestyles, to truly making South Bend a healthy commmunity. There are many paths, from eating well to exercising more to banning smoking. If we each take one small part, we will make a huge difference in our own lives, and in the life of our community. It will be worth the effort. ,. We do have many opportunities to be fit. I get my exercise at the YMCA, and at home -riding my bike, taking walks with my wife or dusting the cobwebs off the NardicTrack. There are many fitness centers in our area which can help develop an approach thaC will work for you. South Bend's Parks and Recreation Dep~.rtment is a leader in community wellness. From our wonderful river walls system to various activities at our Rec Centers {including aerobics to Dilates and basketball to skateboarding), there is something to do that is fun and fits your lifestyle so that you can stick with it for the long haul The recent expansion of }~ ~_ the O'Brien Fitness Center is a eat addition to our ~;, - - ~. LL ~ y_ community, allowing amore people to use the equipment or interact with our helpful staff. For four years through Hearts `n' Parks we have taught healthy lifestyles to youths and seniors. Because of our success with this program, our Parks Department was one of only sixteen cities in the nation chosen for "We Can," a national program designed to be a one stop resource for parents and caregivers in practical tools to help children stay at a healthy weight. We are committed to rnaking South Bend a leader in healthy living. We will develop a wellness program this year for our City employees. We will partner with our hospitals, with HealthWorks, with restaurants and with local fitness centers to develop a communitywide healthy living program. I, for one, commit to lose ten more pounds. Won't you join in? What will be your goal? Let's make this stick longer than our New Year's resolutions. Let's be in it for the long haul. Let's do it far ourselves, but also for our families and our community. A-14 Now that we've made our commitment to the future, let's visit the past fnr a little. It's great to be here tonight in the new Studebaker National Museum, This is the culmination of years of work and of forging valuable partnerships. I am especially pleased that we have been. able to reinvigorate the alliance with the Studebaker Drivers Club to support the museum. Their buy-in is essential to the long-term viability of this facility. We look forward to hosting their national meet in 2007. The Museum Board and staff should be commended for creating a new vision for the museum. South Bend Heritage Foundation and especially Joe Fragomeni, Sr. deserve special credit for bringing parties together to get this done on time and on budget. Our Economic Development and Engineering staffplayed critical roles in making this a reality. But I aan mast excited about the new partnership with the Center for History. 3oining these museums together will make them both better, strengthen their staffs, lead to mare creative, complementary displays and increase attendance. This was absolutely the right thing to do. Why was it important to build this facility? Why remember a corporation that left so many families high and dry when it closed? First, if you know someone who owns a Studebaker, you know not just a fan but a fanatic. Second, even though the company closed its South Bend operations, there was much to be proud of in the community's response. Third, despite those tough times, there is much to celebrate in the history of the Studebaker Corporation and its relationship with South Bend. Finally, we are fulfilling a commitment made decades ago to provide a suitable place to display the collection. There were some bumps and detours along the way, but South Bend keeps its premises. This is one of several long term agenda items that we have been checking off the list. 'There are lessons to be learned frnm Studebaker. It was the only company to make the transition from manufacturing wagons to manufacturing automobiles. It was knows far creative design and technology. It was ahome -grown company with a strong entrepreneurial spirit and a highly skilled workforce that believed in the value of work. It gave back to the community, supporting cultural affairs and community organizations, Many local families had ties to Studebaker for multiple generations. The people who worked there were able to provide fnr their A-15 families and make life better for the next generation. The story of Studebaker is woven into the fabric of South Bend's history. Studebaker, Oliver, Bendix, Singer, South Bend Toy and so many others, helped to make South Bend World Famed. So, we honor and celebrate that past, and look to draw on the best parts as we restore our hometown pride and build for the future. Someone mentioned to me that the new museum makes one proud to say Studebaker again. Yes, it does. Last year I said that South Bend is a City of Champions. Many years ago, we were not only a City of Champions, like the one in the rotunda behind me, but also of Commanders and Hawks (both Silver and Golden), of Dictators and Presidents, and of Larks and Avantis. Sa, let's remember and celebrate that history as we reclaim the spirit, energy and creativity of Studebaker's people. I invite you to tour the museum after the speech to see for yourself what a great lineage we have. Getting Things Done .. . This has been a year for getting things done all around the city. One doesn't always see all the progress. Sometimes that is when we are working hardest _ putting things in place for zna}or developments. To~aight we vaill map out fox you the extent of our work. I am proud of our city workforce. They are dedicated and talented. We are committed to continuous improvement through training and providing the best tools for our workers. Better project and program management will help us to accomplish our goals, drive higher performance and yield savings far our customers. Several of our departments perform behind-the-scenes work. They allow other departments to shine -it's like being a pit crew at the Indy 500, or the grounds crew at the Masters. Their work is important, but not in the spotlight. Our Legal staffprovides support and advice to all departments and divisions of the City, as well as to numerous boards, commissions and authorities. They send out the Nuisance and Drug House letters , 310 in 2005, which help to make our neighborhoods safer by keeping pressure on disruptive behavior. They also investigate and defend claims against the City. Last year the number ofnew claims filed was down 15% from 2004, at its lowest since I have been Mayor. Much of this is due to better safety A-lb procedures, training and management for front line workers. Legal has also spearheaded our citizens Local Government Academy to introduce residents to City operations and to encourage them to become active in local government. We are currently hosting the fourth academy with aver 100 participants to date. Better informed citizenry will bring better government. The Department of Administration and Finance -the Controller's group -includes Human Resources, Information Technology (iT), Benefits and general finance functions. We are far ahead of other municipal finance departments, We continue to win awards for financial reporting with our CAFR and Performance Based Budget. Nevertheless we will upgrade our software this year to support even better reporting. This will help us provide substantive quarterly financial reports to departments and the Council and present all the information that we need to make good decisions. We are doing cost saving analyses of telephone usage and take home cars. Dur internal audit function reviews processes and procedures to make sure that we are complying with all requirements, but also to help us operate more efficiently. Through Human Resources we will review all staff training to make sure that we are giving our staff the tools that they need to be effective. TT has done yeoman work on the new City website -more about that later; they are also assisting departments to make full use of the software that we own. Uur client management software will help us be more responsive, efficient and accountable. Earlier I mentioned that we would develop a Wellness Program for city employees this year. The Benefits division will also analyze our health insurance premiums to recommend options for our worl~orce. We often kid that the job of the Controller is to say "No - no, no, no, no-nn, no-no-no-no", but there is a spirit of saying "yes" in the department that will help all city departments find the resources they need to serve our customers well. Getting Things Done ...Public Works Now we come to a workhorse department -- Public Works. Like Legal and Admin & Finance, some of its functions are internal, serving other departments. GIS, Engineering, Equipment Services, Central Stores, the Print Shop and Radio Communications literally grease A-17 the wheels that keep the city running. Centralized purchasing of supplies can save money. Uur in-house team of certified mechanics keeps our fleet afvehicles on the street in the most e;. demanding weather. Last year we achieved 97.7% availability. In addition, our skilled crews are able to modify equipment so that we can get a faster changeover from Leaf Pick-up to Snow removal or achieve better efficiency with our Leaf Vacs during inclement weather. What a great job our leaf crews did this year under very trying conditions! The leaves refused to fall, but the snow did fall. Still these dedicated workers stuck with it to get the jab done. And it only cost our customers $1 per month! We collected almost 70,000 cubic yards of leaves and transported them to our (?rganic Resources facility where they will be composted and made available to the public for backyard landscaping and gardening projects. Another great buy is the work done by our Engineering Division. By hiring and training skilled personnel we are able to produce some project plans in-house and da most of the construction inspections. This saved $1.25 million that we would have paid to contract for these services. Staff also manages the curb/sidewalk programs, historic streetlights and the lamp past program In 2005 we invested $500,000 at 160 locations for the shared cost curb/sidewalk effort. Another $1.3 million was spent on curbs and walks in the Commercial Corridors, along model blocks and in Neighborhood Partnership Center areas. Two hundred forty-two customers took advantage of the 50-50 cost sharing to install lamp posts in their front yard. This is a creative way to light up our neighborhoods. Many of out public works employees are involved in direct service to the community, but often they don't get noticed unless something goes wrong. My hat's off to the men and women who provide us with safe drinking water, clean the waste when we're done, pick up the trash and yard waste, pave and plow the streets, maintain the traffic signals -and all the other invisible work that keeps our city functioning well. Last year we completed delivery of the new solid waste containers that have been so well received around the city. All residences now have either A-18 a 48 or 96 gallon container. They are helping to keep our alleys and streets cleaner and make us more efficient. Our Traffic Division applied four miles of Theram~oplastic material and 228 miles of yellow or white paint stripes to make our streets safer. We installed ar repaired 575 street Warne signs, 350 stop signs and 515 informational, regulatory or warning sigos. Twelve School and pedestrian signs were upgraded to the new standard yellow diamond grade material. Our sign shop designed and built over 500 specialty signs. We also set up for 58 special events {various runs, walks and parades) and delivered barricades for over 62 block parties. The Lighting Division maintains 3,000 street and pedestrian lights throughout the city, does quarterly inspections and changes 8,500 bulbs at traffic signals, and replaces light poles and traffic control cabinets that have been damaged in accidents. Little things do make a difference in keeping the city safe and clean. One of the great benefits of living in the city is having municipal water and sewer service rather than well and septic. Our utilities do an exceptional job and are truly an economic development asset. In 2005 the Water Works pumped over 7.2 billion gallons of water. That's 20 million gallons per day! All high quality. The water in our system exceeds every drinking water standard established by the EPA. Our groundwater has high concentrations of iron and manganese which can cause discolored water. Ten years ago this was our most critical problem but investments that we have made in filtration plants and renovations have rendered that problem almost non existent in our system. Construction and maintenance crews are responsible for 42,000 service lines, 545 miles of water lines, 5,100 fire hydrants and 7,500 amain line valves. During even the worst weather, we quickly responded to 81 water main leaks which generally occur during freeze thaw cycles when the ground shifts. l7uring the summer, over 1,100 hydrants were painted with fresh coats of red, white and blue paint. We just received IURC approval of our rates (after more than a year). This will allow us to develop two new high capacity wells, embark on a meter replacement program, add GAC filters to the South well field and complete the infrastructure for a new North well field. A-19 The water that we send to customers gets used and is returned to us via 530 miles of sewers for treatment at our wastewater plant. In 2445 we treated 12.1 billion gallons, an average daily flow of 33 million gallons. As part of that process, solids are removed and converted to high quality biosolids, rich in fertilizer and sail conditioning value. The WWTP produced alrrrost 4,000 dry tons of biosoiids, which are applied to farmland. Testing to ensure quality is critical for efficient operations. We are particularly proud of the Environmental Services Laboratory which received a perfect score on its annual review. In 2005 the lab was certified by the State Department of Health to perform chemical analysis of drinking water. It i~ one of the few wastewater labs in the state to achieve that certification. The lab also monitors the groundwater at Frederickson Park. We save significant expense by having the capacity tv do this work in-house. Our sewer crews cleaned and maintained the main lines, catch basins and manholes to keep the system running efficiently. Using drag lines and buckets ar jet rodders, they make sure that the effluent can keep flowing. This crew also keeps the retention basins cleaned and mowed. Their initiative to plant wildflowers in some of the basins nvt only reduces labor costs, but adds beauty to the landscape. For some people, nothing is more beautiful than a freshly paved street. In 2005 South ~~: ~~s ~,: ~T " 4~ T ~ ~~ ~~` -_'_ ,= Bend was looking gorgeous to them, With the resources provided by the Wheel Tax we were able to boost our street paving and repair program to a high production level. These dollars are allowing us to make up for years of under funding from MVII and LRSA distributions. Last year we resurfaced 293 blocks of streets (about 24 miles). We did over 1,000 inlay patches and completed crack sealing on 412 blocks. These preventive maintenance procedures help the paving to last until we are able to schedule a full repaving. We also used over 370 tons of cold patch this year to fill potholes. Our RoadPatcher unit has been a great success, increasing our efficiency and helping us respond more quickly to pothole complaints. We are bringing a second unit online which will help us reduce the number of potholes present at the beginning of the winter season. Being ahead of the A-20 game will help us keep the roads in better shape during our most challenging time for road maintenance. Street Department crews also sweep and plow all 500 miles of roadway. They grade alleys and berms and apply dust control material. Last year we continued the base stabilization program for selected alleys to reduce maintenance and increase durability. Major road rebuilds were completed in 2005 vn the newly realigned Bendix as part of the Bosch campus development, at United Drive to allow for expansion of a local business and on Chapin Street in front of this wonderful new museum. On a proud day in December we gathered to officially rename the reconstructed Inner Belt from Lincolnway West to Washington for Dr. Martin Luther King, Jr., honoring his contributions to our country. This street serves as an entryway to one of the city's oldest and most historic neighbarhoods, and also one of its most diverse. It will bring people to the Center for History and the Studebaker National Museum. In the near future we will construct a new firehouse (Station 2) at the corner of LWW and Dr. Martin Luther King, Jr. Drive. During 2006 we will start construction on major rebuilds of South Miami and Portage We will improve Michigan from US20 to Chippewa, adding double left turn lanes at Ireland, and we will widen Ireland to the west of Michigan to accommodate anticipated traffic to the new Erskine Commons shopping center. We have started design work for Ewing. We will design an extension of Napoleon Boulevard as part of the redevelopment partnership in the Northeast Neighborhood to allow for new housing. We're putting your tax dollars to good work all around the city. Hometown Pride Maintaining our streets and utilities is a key function of government. Maintaining neighborhoods requires cooperation and partnership. The Building Department, Code Enforcement and the Department of Community and Economic Development play vital roles in this effort. Our certified building inspectors are tireless in making sure that new construction and additions to buildings are safe and sound. Several members of the Building Department serve on state and national oversight boards. In 2005 staffmade 31,870 inspections, driving over 169,000 A-21 Hulas in the course of their work -~ that's equal to seven trips around the earth. They inspected buildings from Lincoln School to Stanley Clark, from USF Holland in the Blackthorn area to DSW Shoes at Erskine Village. Value of new construction building permits issued in the City of . , . -~.. t f ~- Win;. ,~`. ~ ~., ~ ~, _~~~ South Bend last year was $136 million, an increase of 29% from 2004. There were 166 new single-family home starts at an average cast of $151.,000. This is the second highest number of new home starts in the past ten years, but by far the highest average cost. Total value of new home construction was $25 nullion, up 24% from the previous year. Our efforts to provide a full range of housing options are paying off. Builders are eager to hookup to municipal sewer and water. We expect continued growth in both new home construction and total construction. Once buildings are constructed and occupied, n~ak~ng sure that they remain habitable becomes the responsibility of Code Enforcement, Improving and maintaining our housing stock and providing environmental enforcement are the tasks which require most of our effort and which. have the biggest impact on our neighborhoods. In 2005, Code inspectors performed 42,000 inspections for public nuisance, housing, Zoning and vehicles. Over 17,000 notices were sent to property owners and our crew cleaned andlor mowed 7300 properties. Our Abandoned Vehicle Specialist towed 641 unwanted and unsightly vehicles. Animal Care and Control officers respond quickly and professionally to reports of stray, abandoned, injured, mistreated or dangerous animals. We again partnered with Pet Refuge to bring Neuter Scooter to town, a low cost alternative for spay/neuter procedures on cats to stop overpopulation and reduce the spread of disease. 1821 cats received this service. We haven't heard if they are happy about it, but none have called to complain. A-22 Residents often look to government to take care of things that formerly were not an issue or were resolved through neighborly pressure. We must revitalize that sense of pride of ownership in our homes and neighborhoods. We encourage residents tv plant flowers, mow the lawn, pick up loose trash, and make sure that recycling bins and waste containers are put away after pick-up. Small things like this make a big difference. Many areas never lost this pride. Other neighborhoods are working hard to energize it. South Bend is my hometown. South Bend is our hometown. Let's all take responsibility for making it better. Don't litter. Respect your neighbors. Show your pride. To that end, Code Enforcement has partnered with different groups to clean up our city. The Adopt-a-Block program has been successful for three years, with the Westside Neighborhood Organization and St. Casimir's joitvng the effort. Residents have com~.itted to pick up trash and litter an 65 blocks. We provide trash bags and gloves and dispose the collected trash. We also partner with other groups that cleanup their neighborhood on a Saturday mornfng. We remove all the debris collected at no cost to the residents. This is a start, but we need tv be in it for the long haul and each one ofus needs to commit to this effort. Our Community Development staff works directly with neighborhoods and the community to build pride and capacity. From Building Block Chants to major initiatives like the Commercial Corridor Program, they are at the center of good things happening in South Bend. Over 500 Building Block grants were awarded in 2005, providing $80,000 for beautification projects -helping residents, not-far-profit groups and neighborhoods show the pride that they feel. The good news -it's contagious. Others see the improvements and want to join in. Neighborliness is catching on. Our Corrunercial Corridors continue to make major improvements. They are more welcoming and provide a better first impression for visitors to our community. Twenty-two fa~axle grants {$170,000) leveraged ahnost $300,000 in private investment. On Mishawaka, Avenue, another six grants ($40,000) brought $130,000 in private investment. Eight new businesses opened on Western Avenue and a new mural was completed A-23 at Walnut. The City continued investing in curbs and sidewalks too, a total of $1.5 million for Commercial Corridors, Neighborhood Partnership Center areas, Model Blocks and our shared cost program. On South Michigan Street we acquired three adult business locations. Those sites will never again be used for that purpose, nor will they be the cause of negative secondary effects that have disrupted the surrounding properties. Now, with South Gateway Association, we will look for positive business uses for those locations. Community Development planners support five Neighborhood Partnership Centers, providing focus sites for public investment, community outreach and neighbor to neighbor interaction. We supplement these sites through active support of numerous neighborhood organizations and through two special efforts -Model Blocks and Weed & Seed. The Model Block program brings investment, improvements, comprehensive planning and organizing to a selected block to spur other activity. Dunham Street was the focus in 2005. Qur fourth model block will be N. Wellington St. in the LaSalle Park neighborhood. This will complement the work being done through Weed & Seed, our nationally recognized program in three adjoining west side neighborhoods. A comprehensive approach and strong partnerships have led to new bleachers at Pulaski Park, soil testing in LaSalle Park area to determine what lots would be suitable for new housing, extra overtime patrols by police officers, graffiti removal, summer enrichment programs at the West Side Partnership Center and computer literacy training at LaCasa. The new William C. Ellison Residence apartments at LaSalle Park Homes will be a great addition to the area. Not far away, izi the Near Westside Neighborhood, Rebuilding Together harnessed the energy of hundreds of student and community volunteers to spruce uP 29 homes. The homeowners are overjoyed to receive this assistance. 'They too have pride in their properties, but have not had the resources to keep them up the way they would like. We calculate that the total value _ ~ t~ of materials, supplies and volunteer time is $400,000. I especially wish to thank the Building ''t'rades and contractors who provide skilled labor for roofing, plumbing, heating and electrical A-24 work that really gives substance to this program.. Other communities look to us as a model. The City also provided 45 matching grants totaling $140,000 through the Residential Enhancement Program. Owners invested $150,000 for a total value of $290,000. The Near Northwest Neighborhood, South Bend Heritage Foundation and the Northeast Neighborhood Revitalization Organization are actively involved in residential rehab and infill housing efforts that strengthen our neighborhoods. Finally, our Community and Econoxruic Development staff is driving planning efforts all around the city. From model blocks and targeted neighborhood plans, to downtown, the East Bank and Commercial Corridors, we are setting goals and objectives far growth. City Plan will knit these together and provide a blueprint for years to come. The critical component for planning is community participation. We believe in getting input from businesses and residents. Not only does it make a better plan, but it also engages the community in a positive way which makes the plans more likely to succeed. Good planning makes for good development. We are seeing the fruits ofthat all around South Bend. Getting Things Done ...economic Development Economic Development staffprovides business assistance and manages six development areas. At Blackthorn, in the Airport Economic Development Area, years of planning and public investment continue to generate new jobs and growth. USF Holland and the Woodwind & Brasswind invested over $1 l million in new or expanded facilities. They show the continued strength of our area for distribution and warehousing. Imagineering Finishing Technologies broke ground for a new state-of the-art facility for its corporate headquarters and high-tech precision metal finishing operations. This world class company is among the top in its field. Soon it will have a world class home, including aone- acre EcoPark which will include trails, recycled ponds and streams, benches and look-out points among plantings and materials that are indigenous to Indiana A-25 forests, wetlands and prairies. Like Studebaker, pliver and Bendix, before it, like its contemporaries Press-Ganey, UL/EHL, Crowe Chizek, the Woodwind & Brasswind, and Enzyme Research, Irnagineering shows that with creativity, skilled, dedicated workers and strong management, business can flourish in South Bend. This high tech manufacturing company is meeting industry's needs. It is a great example of finding a niche and becoming the world's best at filling it. We will nourish this entrepreneurial spirit to grow more jobs and to be at the forefront of innovation. North Side, South Side, all around the town ... kind of makes one feel Iike singing. But it is a good description of the activity and interest we are seeing in building South Bend, From Portage Prairie nn the north to the Erskines on the south, we are seeing major investments and development plans. Holladay Corp. has developed a 15 year master plan for growth in the northwest. Their plan integrates housing, green space and trails, jab growth and retail. We are excited to partner with them in this quality development that sets a tone for good growth. It was a gaod shopping season along Ireland Road with so many new stores opening at Erskine Village: ~1 i, •o ~~ - - ~; -- 1 F_ 4;'. . Kohl's, Radio Shack, Starbucks, Logan's Roadhouse, Panera Bread, Bed Bath and Beyond, DSW Shoe Warehouse and many others. At the other end of Ireland Road, Erskine Commons is finishing the site preparation and environmental remediation so that Lowe's and Wal-Mart can begin construction. They will be open far this year's holiday shopping. The trend is catching as we saw retail investment at several spots along the Ireland corridor. We also believe that this will help to bring new businesses to South Michigan and South Main, We're pleased to give shoppers a choice in both location and unique stores. Residents have waited for this for a long time. i A-26 Getting Things Done ...Downtown Shoppers and diners are also getting new choices downtown. Though there wasn't a signature project during 2005, it was still a goad year with a lot of activity. 2006 promises to be a banner year. DTSB has been a great partner in recruiting and welcoming new businesses to the central development area. Their efforts to green up and decorate have made downtown and the East Bank more welcoming and attractive. Numerous special events have raised the energy level and created a special feel. We held ribbon cuttings at Sit `n' Knit and the Chicory Cafe, at the Spurious Fugitive Art Gallery, Nicolas J Salon and the Natural Way. The Jefferson Center underwent major renovations; and the Holiday Inn building literally saw improvements from top to bottom. with the Summit Club improving its view and its decor and a new upscale restaurant opening in the lower level -appropriately called the Cellar Boor. And there's more to come. Our staff and Redevelopment Commission have been working tirelessly to bring new investment and excitement to downtown and the East Bank, ~~~ ~T~- In 2006 NOMA will bring the unique experience of Asian fusion dining to downtown. It will complement the existing mix of locally owned restaurants that provide a variety of exceptional chnices for local diners and visitors who are looking for something beyond chain restaurants. When Peg and I visited Ireland, ante best lmown for the potato, we were surprised to lean. that it is becoming renowned for gourmet cooking. A few years ago, same people may have felt the same about downtown South Bend. Now we are sett~g the standard for distinctive dining experiences. From LaSalle Grill to the Summit Club, Ciao's to the Morris Bistro, Roccn's to Barnaby's, the Emporium to Sunny Italy and the Bistro on the Race, Fiddler's Hearth and Madison Oyster Bar to O'Sullivan's Crossing, the 222 Italian Steakhouse to Siam, and Tippecanoe Place to the Vine, we are the place to be for one-of-a-kind dining experiences. The State Cafe returns to downtown to the delight of its loyal fans and the Marriott will open Sean A-27 O'Casey's - a Guinness Pub with an outdoor seating area overlooking the Museum of Art and the College Football Hall of Fame. At the Hall, Hot Doggie' has added to the lunchtime trai~c with a mernt that appeals to the kid in all of us. We are excited that South Bend Chocolate Cafe will expand its magic into the former Osco building. This rehab will create a distinctive new faFade which will become a landmark in downtown South Bend. The five of downtown will change significantly this year with several other signature developments. South Bend Schools is moving its administrative offices to St. Joseph Street. The major renovation of that building adds interest to our skyline, but more importantly brings a new group of professionals into the core downtown. Just north of the School Admire Building, the City will build a new parking garage to replace the one demolished in 2004. Staff is working out the details with Gameday Centers to allow them to construct a 130 room condominium on tap ofthe garage. This will be an extraordinary investment that furthers our goal of brvnging additional residential into the downtown. The developer has a great track record building in communities with top notch football teams. He is delighted to get a twofer here, not only proximity to the Fighting Irish, but also right next door to the College Football Hall of Fame. It was Hall of Fame staffwho made the first connection far this project. This ideal location will bring new people downtown and may provide some rooms that could be rented in connection with conventions at Century Center. Across the river, Redevelopment has received two very different visionary proposals for the Rink site. Each has unique characteristics from environmentally friendly condos to an exch~sive office coupled with a hotel/condaminium development at the former Wharf restaurant site. Either will be a great addition. The Commission will have a tough decision to make, but it's great to have quality choices. Staff continues to talk with potential developers of the LaSalle Hotel. We are pursuing the possibility of market rate apartments, condominiums or reuse as a hotel. Some of the chance for success depends on the availability of New Market Tax Credits as part of the financing. We A-28 __ are optimistic that we can get this project moving in 2006 as well. We continue to look for new opportunities to increase market-rate housing units in downtown. At the NW corner of Washington and William, Historic Landmarks Foundation of Indiana has taken ownership of the Rushton Apartment building and is working with a developer to create apat~tments or candy units. They have stabilized the structure and cleaned out truckloads of debris. This will be a great turnaround for a structure that was scheduled far demolition. Just down the street, Sout}z Bend FIeritage Foundation in partnership with the City, acquired and demolished Basic Machine, opening uP more land for new residential development. This increased interest in housing, offices, stores and restaurants is a great indicator of the vitality of downtown. The momentum keeps building. Innovation We are fortunate to have exceptional institutional partners in the city. They provide great jobs in our community, but also work cooperatively planning growth and investment. Memorial Hospital continues to invest in state-of-the-art facilities at its main campus. Just a year ago they opened the acclaimed Heart and Vascular Center, pioneering new ways to meet patient needs. Memorial is currently exploring the need for new surgery suites and an energy center {replacing the old power plant}. Plans have been proposed for a children's hospital and a cancer center. All would be part aftheir downtown location. Anew Neuroscience y ~. -~ ;~~;_ 'r ...,__ Center could be developed at the NE corner of Michigan and Navarre. These investments keep Memorial at the cutting edge of medical technology and help to keep South Bend as the regional center for health care. St. Joseph Regional Medical Center also continues to invest in new ways to provide quality health care at their current campus, even as they prepare to move to the northeast. "They are looking for better ways to reach the community so that all populations have access to medical care. The new mobile health unit is one example of that commitment. I appreciate the commitment that St. Joe has made to bring positive investment to their current site A-29 once their new hospital is built. I am glad that their administrative offices and the modem medical pavilion an Cedar Street will remain here. South Bend Heritage Foundation, on behalf of the NNRO {Northeast Neighborhood Revitalization Organization) and in partnership with SJRMC, is developing a plan for reuse of the site that will include mixed use and residential components. A firm will be selected to design a master concept for the area. Eventually developers will be solicited to implement the plan. This site is prime real estate. It will attract quality taxable development which complements activity in the East Bank and the northeast neighborhood Madison Center continues to build out their master plan for development ofthe campus. In 2005 they completed the Sunshine Clubhouse at the carver of Niles and Crescent. A group home in the Northeast neighborhood should be completed this Spring. Two other facilities are being built on the main campus. A 30,000 sq. ft. children's service center will open in September across Niles Avenue froze Madison Center for Children. The three-story 80,000 sq. ft. Geropsych building is one of the first of its kind in the United States. Set to open in =; ~ - °` rr I ~~' ~ r i ;, ~ ~ _ __- n ~ ~ _ IAtlt'[19~II I.€M:IPCgFN! dI:IEIIY KhRISG'K CFNfFR HII I SfRF[' P[RS~Ci7E "' a' May 2007, it will feature a research center, a chapel for spirituality programs and a patient education facility. This impressive facility will offer comprehensive diagnostic services and treatment for older adults from the Michiana area. There will also be first floor space far retail establishments as Madison Center seeks to connect its campus with the East Bank and surrounding neighborhood. They want the community tv feel welcome on campus. Gee new feature that is sure to draw visitors is the new sculpture park at the foot of the East Race. This garden will offer quiet reflective space, but will also be available for exciting community events. Madison Center is a strong partner in the East Bank and the Northeast neighborhood, setting high standards for quality development. Our other major partner ozz several projects is the University ofNotre Dame. We welcome Fr. Johza Jenkins to his new position as president and look forward to continuing our work together for the best interests of our community. 2x06 will kick-off full implementation of A-3 Q the NE development plan that has been adopted by the NNRO, the NENC and the City. With the help of key neighborhood leaders, our institutional partners and South Bend Heritage Foundation, we spent several years building consensus on what should be done. Notre Dame jump-started this reinvestment by helping their staff construct new homes on vacant lots to the south of campus. These beautiful homes filled gaps and fit in architecturally. They also strengthened the fabric of this fine neighborhood. The University opened up a site for future development by helping Logan Center find a new home, and then by realigning Edison. Road. The new intersection ofEddy and Edison wi11 become a location for shops that serve both students and the community. Like the DeBartolo Performing Arts Center and the Commons area in front of it, this retail center will be a place of nexus where town and gown can interact. Notre Dame is selecting a developer to construct bath the stores and new housing units along Eddy Street. It will be an exciting time in the neighborhood. The plan also calls for new single-family housing to be constructed in the triangle area bounded on the west by Eddy and an the south by SR 23. South Bend Heritage is moving that development forward. The City will design an exteosion of Napoleon Blvd. and look at other infrastructure needs in the target area. SBHF _. r ~rf ttt~;ic ltcdcrc[ct~ntcttt & i~cl~llburltnct[I 1'l:ttt ~L; ~~ is also building in-fill housing in the preservation portion of the neighborhood, as well as helping residents to fix up their properties. When the State completes the realignment of SR 23, based an a plan developed through multiple meetings with neighborhood residents, another prime retail development area will open up at the new realigned intersection with Corby. Just a few blacks south from this location, the South Bend Clinic has recently announced news ofa significant expansion. With the planned improvements in the NE and East Back neighborhoods, they decided that this location provided the best option for comprehensive care for their clients. We welcome this investment and the jobs and health care services that it will keep in this area. This A-31 extensive neighborhood development effort will become a model for other communities across the country to follow. The participation by residents, businesses and institutions is unprecedented. Together we envision creating a clean, safe and attractive neighborhood which is economically and ethnically diverse, with high-quality housing and increased home ownership opportunities that will attract appropriate retail and commercial development. Finally, at the edge of this development area, the City is working an plans far a research park which will bring new technology jobs and investment. It will support start-up businesses, encouraging creativity and an entrepreneurial spirit. At our request, the University has agreed to reserve up to ten ages across from campus at the SW corner of Edison and Twyckenham for this tech park. We have until June 30, 2006 to develop a sustainable business plan. During this time we will also seek funding, work with State officials to become certified, and contact prospective tenants. Vile are getting strong positive responses to tlvs proposal. Project Future is leading the effort to bring this complex initiative to reality. Although this is not a Notre Dame initiative, they are very supportive of the concept. They are also aware of design issues for the neighborhood. Conseque~ly, our site plan will complement the urban-style, walkable neighborhood which has been envisioned for the Northeast development. We have worked on this idea for a long time. I believe we have the right model for success and that this will be a win-win-win for all involved. Getting Things Done ...Public Safety We also have the right models for success with our Police and Fire Departments. These dedicated professionals serve our community round the clock, using technology and ingenuity to keep us safe. In order to enable public safety officers to do their jobs well we need to provide the proper equipment and training. We have made great progress over the years upgrading apparatus for our firefighters. Long term planning has kept these vehicles on a regular replacement schedule, maintaining them in good or excellent condition. During 2005 the department refurbished a pumper at a cost of $56,000 which saved $224,000 compared to A-~32 buying a new truck. This work was done by an Indiana company. We also refurbished a Paramedic unit at a savings of $57,000, for a total savings of over $280,000. Last year we decided to outfit every frontline fire apparatus with ALS equipment, including monitor, Basic EMS supplies and Advance Airway equipment. This allows our certified personnel, often the first to reach a scene, to begin emergency medical treatment when they arrive at an emergency. We were one of the first departments in the state tv do this. In order to better protect reserve equipment, we built a storage facility for fire trucks, ambulances and specialized pieces of equipment. The centralized location puts all reserve apparatus at one site, and allows for mechanics to perform. onsite maintenance. This will result in less down time. In July of 2005 we completed the computer networking of the eleven stations. This will be a great improvement for communication and sharing information. Last February we hired eight new Recruits. They went through twenty weeks of rigorous training before becoming sworn members of the department. During that time they met the requirements of the State for EMT and Firefighter I & II Certification. They learned to be Emergency Vehicle Drivers and Hazardous Materials First Responders, and learned Vehicle Extrication. This professional ~~ - } ~_,~ _.._ ~- ~1 ~ - ~~ . ~ ~` ~' .., -_ ~.. r ,° ~~_. ~~ -~ ~ ~° training continues throughout a firefighter's career to keep them up to date on the latest advances in firefighting. We have developed a strong partnership with IVY Tech, sharing classroom space and supporting their efforts to become a provider for a Fire Science Degree Program. These collaborations build on each other's strengths to expand opportunities. For quite some time we have looked at other training facility needs for the department. Last year, in discussions with South Bend Regional Airport, we identified a 40 acre site that would be suitable not only for our own use, but as a Regional Training Facility for the northern portion of the state. We believe that this could be a prime location for one of the ten regional sites. There is ongoing discussion about expanding our schools for Indiana River Rescue to become a national training institute. We are eager to explore these possibilities and proud that the quality of our training procedures and our personnel is being recognized at the state and national levels. A-33 Through CALEA (the Commission on Accreditation for Law Enforcement Agencies), our Police Department will also receive national recognition and certification. This process involves ahands-on review of more than 400 standards of compliance. Daring the next three years we will update our duty manual and learn from best practices in use by departments around the world. Accreditation will involve on-site inspection of our facilities and continuous testing. CALEA dovetails nicely with our commitment to training. We have been named a regional training site far quarterly Police Executive Leadership Academy classes. PELA draws its structure from proven personnel management theory which is tailored to address police issues and techniques. It gives supervisors the tools they need to lead the next generation of law enforcement. Over forty South Bend officers have aheady been trained, with seventeen mare in classes now. Continuous training is essential to maintaining the level of professionalism and performance that we expect from our oi~icers. Last year our police department employees participated in over 20,000 hours of training. This included sessions on the use of Personal Protective Equipment, Verbal Judo, Use of Force, Taser and Tools for Tolerance. Two other areas of emphasis are proficiency with firearms and emergency vehicle operations. Our Regional Training Academy provides training to 33 area police departments, in addition to our own. One reason we have been able to step up `~ our training efforts is the new headquarters - -~ facility which was rededicated on May 19, 2005. This building provides efficient work space and is a model training facility with an indoor shooting range, large classrooms and conference spaces. It will serve the department and the community well for many years into the future. In addition to training it is important to provide proper equipment, especially as we prepare far the possibility of natural disasters or terrorist incidents. Our department has acquired a technologically advanced Bomb Truck and a Bomb Disposal Robot. With Homeland Security funds we have ordered a Total Containment Vehicle which will allow for the safe transportation of WMD devices without any release of chemical or biological agents into the environment. This will be one of only two such vehicles in the state. Our officers who would respond to such A-3 an emergency have been outfitted with Personnel Protective Equipment. Over $10, 000 of new technical equipment has been purchased for forensic identification. This provides our Evidence Technicians with professional tools to lacate, identify, process and capture evidence that would not have been discovered in the past. Crime Lab technicians have helped in solving a number of notorious cold cases during the year. During its fast full year of operation the AFIS (Automated Fingerprint Identification System) identified 203 persons using false names, had 13 hits on latent prints (i.e., linked suspects to crime based on prints found at the scene), and found 66 persons wanted on warrants. This tool will become more valuable as additional prints are entered into the database. The Remote Data Acquisition Station (R-DAS) reads "fingerprints" from bullets or casings. Since the start of last year, it has had hits on 11 cartridge cases. These hits linked multiple crime scenes using ballistic evidence. BY tying a gun to a crime, or multiple crimes, it helps develop leads and capture criminals. We are one of the few departments in the state to have a full time firearms examiner. Sgt. Ray Wolfenbarger has completed two years oftraining. With his court testimony last November he officially gained the title of Certified Firearm and Toolmark Examiner. ~~ The Regional Crime Intelligence Unit maps crimes throughout the city and presents information that underlies strategies to reduce crime. The RCIU prepares a bi-weekly digest of major crime information and trends which is used by the command stafTto assign resources. One particularly helpful tool is the creation of "Hot-Zone" maps to show areas where reported crimes are spiking. These thermographic maps use computer aided crime analysis in connection with our GIS mapping ability to indicate areas which need special attention. The crime analyst will combine statistical and anecdotal data to understand not only the quantity, but alsa the type and severity of crime. This report becomes the basis for strategic planning at Comp-Brat meetings. Several different tactics may be employed to combat the problem from bike patrols to special enforcement units (like NEST), to plain clothes surveillance or saturation patrols. If the planning and execution are successful, the hat-spot will cool in future maps and tactical assets can be redirected. This is a A-3 5 powerful tool to arnake the right calls in the fight against crime. We have been making positive strides against crime in South Bend with larcenies and non-residential burglaries at their lowest level in twenty years. Major crimes are down 31% over the past ten years. However, during 2005, we lost some ground. Residential burglaries were up 16%, though still the third lowest annual number during the last ten years. Part of the increase involved thefts of aluminum siding and copper at vacant houses. We also saw a 7% rise in motor vehicle thefts and the number of arsons increased by 27. Overall crime rose slightly (1.4%) from 2004. We will continue to use all the tools at our disposal to keep South Bend safe. The two most important resources we have are the professional men and women of the Police Department and members ofthe community. Whether reporting tips to Crime Stoppers or participating in Neighborhood Watch efforts, community residents are a critical component of our Safe City strategy. Police Department staff has been tireless in their efforts to engage the community. The Citizen's Police Academy continues to be a success. This year South Bend will proudly host the 2006 National Citizen Police Academy Conference thanks to the hard work of our Community Oriented Police Leadership group. The National Night Out Against Crime was held at Howard Park, reinforcing our commitment to work with Watch groups, partnership centers and neighborhood organizations. Crime analysts and patrol supervisors share crime statistics with residents on a regular basis. Civilian Volunteer Officers (CVOs) and Volunteers in Policing (NIPS) provide valuable assistance with patrols, traffic control and special events. Without their help we would not be able to sustain the various walks, runs and parades in South Bend. During 2005 they provided over 14,000 hours of service. With the most recent NIPS class graduation, we have over 80 volunteers. Our program sets the standard for VIl'S across the country. It was a special day last year when one of them, Leticia Bajer, became an American citizen. We are grateful for her service and proud to have her in our community. The Poliee Department has made special efforts to reach out to seniors and young people in our community. We held special versions of the Citizens Police Academy for each group so that we could tailor the information to their unique perspectives. Reaching out to youth starts A-36 much earlier, inviting them to visit Safetyville at Rum Village Park. For those who can't come to the park, we take the show on the road to schools, special events and community functions. Our School Resource Officers in the irAtermediate and high schools help to connect with staff students and their families. Young people get to know and trust police officers on their own turf. We have established a Police Explorer Unit for those 14-18 years of age who may be thinking of a career in law enforcement. We want to make contact early on in an attempt to develop a pool of interested candidates for the fixture. Last year we reinstated the Cadet Law Enforcement career program using local fi.tnds. This helps pay tuition and provides part-time employment with the department for three local college students with the expectation that they will apply to join the department when they graduate. Perhaps the most popular contact with youth is through ~ '~ ~ the Youth Recreation Program which collaborates with seven youth centers in the city. It allows police officers to ~~ ~ ~ _ ' develop positive relations with young people from diverse backgrounds, and to become coaches and role models. There are field trips, intramurals, teEmis and golf, hayrides, Christmas service activities and Toys-for-Tots. Last summer students for Washington High School participated in a Graffiti Blitz to help clean up properties on the West Side. Over 1,300 youth participated in these programs. Outreach to seniors is primarily through TRIAD, Seniors and Law Enforcement Working Together. TRIAD provides information about scams and other issues that are pertinent to older adults. They conduct an annual Pill Drop program to provide a safe way for individuals to discard outdated or unneeded medications. In 2005 they introduced Project Lifesaver to St. Joseph County. This is an electronic monitoring service for victims of Alzheimer's, dementia, stroke, head injury or autism who have a history of wandering from their place of residence. This has been completely funded through community donations. Our police officers are busy. During 2005 there were over 100,000 police dispatches. MSOS seized 120 weapons and drugs with a street value over $4.$ million. The Traffic Section A-3 7 coordinated for 92 special events and won a l~ place award for the northern part of the state far efforts to promote and enforce seat belt safety. NEST targets open-air drug dealing, prostitution and disorderly houses. It has been successful addressing neighborhood issues. The K 9 unit apprehended 50 suspects. Fraud Investigators worked on 500+ cases, including teaming with officers from the federal government and other states to end several large scale fraud rings. We have developed an Identity Theft Victim Assistance Packet tv help people limit the effects of their victimization and avoid further violations to their financial identity. We continued to work in partnership with many multi-jurisdictional task forces like Project Disarm which secured $2 federal indictments for suspects who have allegedly violated Federal Weapons Laws. Officers from. South Bend work with twelve other agencies as part of the County Terrorism Task Force to plan, train, educate and prepare for disaster response. Public safety is a top priority. We will continue to do extra bike or walking patrols; we will work with neighborhood organizations and businesses; we will partner with other agencies and departments; we will provide the best tools and technology available; - - we will be creative in developing ~. new strategies in order to outsmart -~ Quality of Life ...Parks & Recreation the criminals; we will build better community relations; we will recruit talented new officers that represent the diversity of our community; and we will continue to rely on the skills, dedication and professionalism of our officers to keep South Bend a safe city. As people make choices about where to live, they are also interested in the amenities that a community has to offer. Our Parks & Recreation Department is another reason to take pride in South Bend. The staff and facilities are great assets and help us to be a thriving city, where we can enjoy green space or get involved in a rich variety of activities. For the ninth consecutive A-3 8 year South Bend was named "Tree City USA" for our commitment to trees and the environment. We planted 464 trees last year, and aver 28,000 flowers. We have several destination parks in the system. Potawatomi Zoo is a gem. It is a regional attraction that continues to be ranked in the top twenty kid friendly zoos in the U.S. Last year 192,000 kids and adults visited the Zoo. They came to ride the new Zoo Train and to see the new DeBrazza's Monkey Habitat or the African ground Hornbill Exhibit. They came to see Crunch - a 200 year old, 165 pound giant alligator snapping turtle. They came for special events like Zoo Boo and Zuletide. They came to see Li1i, our newest baby red panda. They came to see the new habitat murals painted by local artists, and to sae our most famous local artist Sammy the Chimp. His artwork was featured on the Letterman Show. Dave guessed that it had been painted by a human! They came to have fun together as families, to learn about and respect the environment and wildlife. Our thanks to the Zoological Society, which has been such a terrific partner in zoo improvements. Of course, the zno doesn't have a monopoly on cute animals. Our Animal Care and Control division not only responds to calls about critters, but also has some wonderful cats and dogs available for adoption. We can't count all the children and families who use our neighborhood playgrounds, but these spaces too are vital to a healthy city. Our summer playground program and the Leeper Park tennis program keep kids active and having flan, learning new skills in a supervised setting. We work to continuously upgrade the play equipment at these parks. New soccer goals and bleachers were added to Pulaski Park. New play equiprxaent was installed at Parkovash and Soria parks. Park crews also installed a large playground assembly at LaSalle Park, and began the prep work for a water spray pad to be comipleted this spring. We expect to add. these spray areas to many parks around the city as a fun way to help youngsters stay cool. Through a great partnership with the NNRO and South Bend Heritage Foundation, a new Sprayground was put in at Coyuillard Park. On the far Westside at Belleville Park hundreds of volunteers participated in Rotary's centennial project, construction of Friendship Station. Like Kids Kingdom before it, A-39 this play structure was designed with the help of local youth and is attracting droves of children and their family members to enjoy it. Tuniar League and numerous foundations and businesses all pitched in to make it a success. What a great team effort to build this wonderful structured It will be a place where friendships are formed. The face of a couple parks changed dramatically last year. At Potawatami Park, the main shelter pavilion, a center piece for the park since the 1920s, has been completely remodeled. It is beautiful and serves as our largest pavilion in the park system. Nearby, the band shell had several improvements. The concrete pad and new benches make concerts even more enjoyable for our regulars. At Howard Park, after years discussing it, we were finally able to demolish the old maintenance facility. This was possible because we moved tv a newly acquired and remodeled larger facility at 1020 High Street, which will allow us tv store all our equipment inside. This new multi-purpose structure is equipped with workshops far Park's skilled construction crews and will help them to keep our parks in better shape. This move enabled us to add green space and improve access to the river. In the future we may decide to build something at this site, there have been numerous proposals, but for now it is a great improvement that has opened up the park and views of the river. This view is best appreciated from the trestle which links walkways on both sides of the river at Howard Park. We are delighted to have this pedestarian bridge open again. It is a popular connector for waIlcers, joggers and bikers who use our river trail system. It also provides a great alternate route into downtown. If you think there's nothing to do in South Bend, you haven't been in touch with our Parks and Recreation staff. Frnm Daddy- Daughter dances to the East Race concert series, from our river walk system tv our rec centers, from festivals at Rum Village Fark to kid's triathlons, from the water playground at Kennedy Park to the duck pond at Leeper Park, there are a myriad of family friendly activities available. A-40 ~~~~ ~ ~~ _ = - ,~ *~ _ ti .~_ - ,~ - ~~ x ~- Our municipal golf courses are great values and a key to Golf Digest naming South Bend as the 16~' best place to play golf in the U.S. We like to get players hooked an golf at a young age. Over SAO participants played in our junior golf program at Studebaker Golf Course last year. The Parks and Rec staffkeeps us operating at championship levels. From Coveleski Stadium- home ofthe 2005 Midwest League Champion Silver Hawks! -- to Belleville Softball Complex which consistently ranks as one ofthe finest operations nationally for tournaments and has won the Tames Farrell Award for Excellence for the seventh consecutive time. The staff is so good that we have been awarded the 2007 Men's and Women's National ASA Major Fast Pitch Tourneys. This is the first time that both tourneys have been held in the same city in one year. Our King Center Lady Soldiers basketball team wan the National Adidas Basketball Shootout in Indianapolis. But they were champions offthe court as well. Rec Center staff mentors youth in education and responsible social behavior. The Lady Soldiers high school age team maintained a grade point average of 3.28! By carrying forward the values that they are learning, these young ladies will be champions at life! There's plenty to be proud of in our hometown. Quality of Life ...Arts & Culture Another area that has reached critical mass in recent years and that is critical to our growth as a 21~ Century City is arts and culture. A vibrant arts community with varied arts venues reveals the spirit and creative energy of a place, It attracts young professionals and encourages innovation. We are fortunate to have five outstanding museums as anchors for ~_ ~ - =`~. -P _~-' downtown: the South Bend Regional Museum nfArt, the College Football Hall of Fame, HealthWorksl Kids Museum, Copshaholm and the Center for History, and the Studebaker National Museum. 'These first-class facilities are joined by newcomers The Spurious Fugitive Gallery, Fire Arts and Gallery 805. Art Beat has become the event of the year, and the Near Northwest Neighborhood hosts its annual Arts Cafe. The Leeper Park Art Fair continues to be a popular attraction. There is talk about an arts district in downtown and the East Bank. The numerous outdoor get-togethers are A-41 jam packed, from Meet me an the Island to Fridays by the Fountain, from Rooftop Rendezvous to the Train to Rock `n' Roll, from Gatherings on the Gridiron to Football Fridays, crowds are flocking to downtown. Club Fever and Club LaSalle offer two distinct venues far late night socializing or dancing. The greening of downtown has been important in encouraging more street life. Moving to the next level will see more art in public places. We have extraordinary local art talent. Two South Bend artists have been featured in national magazines. We need to nurture and promote this local talent. In December 20D4 the Community Foundation launched the ArtsEverywhere Initiative to showcase and strengthen our community's rich cultural offerings. Last September its new state-af-the-art website, ArtsEverywhere.com, debuted. It will increase participation in the arts, feature local artists and demonstrate how much there is to da ig South Bend. It is a great website. I encourage everyone tQ visit it regularly to stay up to date on the arts and culture scene. This initiative will not just bring about immediate progress in the arts, but will sustain it by building an endowment for local arts and culture. This effort not only enhances quality of life but will help to keep and attract young, creative people tv our city. It is one of the intangible assets for economic development. South Bend is the regional center for art and culture. We are so fortunate to have three world class facilities among our downtown venues. The Morris Performing Arts Center, the Palais Ballroom and Century Center are destination facilities that draw thousands of people to downtown. Philip Johnson's design for Century Center has worked even better than he might have envisioned. It is flexible and adaptable. It feels like home for community events or conventions and provides more options than many centers. We can host Midsummer Night's Dream in Bendix Theater or the Hall of Fame Enshrinement Ceremonies. That is one reason it has always been one of the busiest convention facilities in the nation. The other is Brian Redman, who is the only Executive Director the Center has ever had. His dedication to the center is unsurpassed and his leadership has made it successful and an asset for our community. Brian retires at the end of the month. We won't find another one like A-~2 him. But Brian's retirement does present a unique opportunity to combine management of Century Center, the Morris and Palais under one Executive Director reporting to tl~e Century Center Board of Managers. Combined management of these facilities would give us a unique product tv sell, create eiBciencies and bring more business to all three sites. Sa, I have asked the Century Center Board to consider assuming this added responsibility. There are some important questions to resolve to ensure that neither facility drains resources from the other, but rather enhances opportunities for success. We also must involve members afMorris Entertainment, Inc. who have so faithfully guided the restoration of the Morris and the Palais -and raised the private funds which allowed these projects to be successful. We celebrated their most recent accomplishment last Fall, the installation of the new Morris marquee which replicates the original style but has modern messaging capability. Tlae Morris has gained national stature. It ranks 46s' in the world for ticket sales! It presents local talent and national celebrities. This Wednesday the Moody Blues start their national tour right here in South Bend! Sorry, fans, if you haven't aheady purchased your tickets it's too late, the show is sold out. The Palais is also a unique vernie which adds elegance and history to the mix. Merging the management of these facilities through the can-do attitude of both boards will help all three facilities to reach a new level of success. Getting Things Done ...Technology As we consider consolidation of management functions for the Morris and Century Center, we will also continue to look for efficiencies throughout government. During a trip to Louisville last year we ]earned about several programs to encourage entrepreneurship and to support key businesses in the area. One component was a unique business visitation program housed in the Greater Louisville Chamber. Sharon Kendall, Executive Director of Community & Economic Development, and I had already been discussing a position far business expansion and retention. After our trip, and after several meetings with Mark Eagan and Chamber Board members, we have decided to partner with the Chamber's High Impact Program The City will A-43 fund a staffperson at the Chamber who will reach out to local businesses to facilitate growth and reinvestment in South Bend. This person will guide business owners and managers to the right resources and. follow uP to make sure that nothing falls through the cracks. Reports will come to Economic Development as well as the Chamber. R7e believe that early and ongoing contact with local business will allow us to address issues early on and encourage new jobs for the city. It is critical that the City have goad communication with business leaders. We feel this innovative approach will leverage key ties that the Chamber already has and will foster a strong sense of cooperation and partnership. Technology is also transforming the way we do business. Earlier we saw how the Police Department is using GiS to map hot spots in the city. Othex deparhnents are taking advantage of this remarkable tool as well, whether for economic development planning or for coordination of public works projects so that we sequence our utility and street work properly. In 2005, our GIS Bureau was presented the Indiana Geographic Information Council's Award far Achievement. Further recognition was received far a project to map CSOs and catalogue the conditions around them along the length of the river in South Bend. This work by Environmental Services is currently featured on the Indiana Geographic Information Council web site. I'm proud of the work that has been done and look forward to our staff developing new and creative ways to use l W ~ ~ ~ _- r.-~, . ~ ~ - ~Fi~ , .+ - ,: ~~,..: ~` .~. ~~ =~ - -~:. - L ' ~1~ this powerful tool. Plotting information on a map can have a strong impact an the way that you see things. The way that you see the City of South Bend may change when you visit our new web site www.SouthBendlN.gov. IT staff has done an excellent job working with the Council and Departments to create a site that is attractive, informative and user friendly, as easy as 1-2-3. Users should be able to get to their destination on the site in three clicks or less. Forms will be available online and the site will support nuranerous transactions. The number and types of things that can be done online will grow as we become more familiar with the capabilities of the software and as our customers want mare services available 24/7. Departments are also becoming mare familiar with customer contact software A,-44 that will track requests for service or complaints and provide quicker response time. This too will tie into the web site and provide better service for our customers. Please visit the new SouthBendIN.gov and see for yourself all that you can learn. As we use technology internally to enhance our productivity and creativity, we are also making sure that the infrastructure is in place for future growth and new jobs in South Bend. You are already familiar with the - , -`~; f ~, '* ~ Y MetroNet, a 40 anile loop of fiber optic lines which connects key facilities and institutions. It makes access to broadband services more affordable fox users by enabling competition. Founding members of the MetroNet are realizing unexpected savings and ~ ' ^' discovering ways to enhance business operations. One investor told me that ~ u ............. his company was initially involved as a public service because he thought the infrastructure would be important fox the community. To his surprise, he has learned since then that he will recover his investment cost in three years because of lower pricing. The MetroNet has also allowed us to keep and compete fnr new high tech jobs that will be an important part of our future economy. The Research Park at Notre Dame will leverage the intellectual capital in our community to create new jobs, new products, and new businesses. It will create a community of researchers that flourish in the creative environment. It will be a catalyst for our local economy as we meet the challenges of a changing world. A great example of finding new solutions to old problems is the embedded sensor netwoxk developed by Dr. Luis Montestruque, with Professors Jeff Talley and Mike Lemmon. If this concept, which has been successful during beta testing in our sewers, can scale up and add other modules to test for various pollutants, it has the potential to save communities millions of dollars as they address CSO issues. We are eager to use the assets on our college campuses, the creative research, the quest for la~awledge, the energy and idealism of the 22,000 college students who axe in our community. We want them to be able to find good jobs here, to stay in South Bend - or to came back after they have had their big city experience, to be a brain gain, not a brain drain. A-45 Planning for the Future All this requnres good planning. Planning to know where you're going. Planning to have the resources to get there. Inclusive planning that has a shared vision and brings everyone slang for the ride. There will still be voices from the back seat saying, "Are we there yet?" or "I don't want to see another waterfall." But this will be a great trip. We are in the final stages of writing City Plan, which will be our roadmap for the next tweoty years. The first draft of this document was completed in December and has been reviewed by the Civic Alliance and by community stakeholders. A second draft will be available for public review in April. Final approval of the comprehensive plan will be this summer. This will lead to an implementation plan with specific goals for moving forward. Goad planning brings good growth and development. I am excited about the prospects that will flow from our shared vision of South Bend as a vibrant, caring city that celebrates our diversity and vitality. City Plan recognizes that we are in this together and collectively are responsible for reaching our goal. It calla for all of us to roll up our sleeves, get things done and take pride in our hometown. This has been an extraordinary process involving residents from all across the community. It will provide a blueprint for extraordinary results. We have not been sitting still while developing City Plan. We are continuing to move forward on neighborhood and commercial corridor plans. We look at targeted development opportunities in downtown and the East Bank. We plan for future growth at the St. Joseph Hospital site - or the Sollitt property an North Side Boulevard. And we take on legacy issues with enthusiasm. We are resolving issues that have been on the public agenda for decades. Before I came into public office in 1988, there had been discussion about the need for new administrative space for o~ police and fire departments. Last year, with the Council's support we completed renovation of 701 Sample. Now both departments have headquarters which reflect their pride and professionalism, and will help them perform at the highest levels. After years of bickering over a site and the scope of the building, and who would gay, we took decisive action to move forward on this museum and Dave fulfilled A-46 the longstanding pledge to provide a suitable home for the Studebaker collection. We are seeking a positive reuse for the front of the Natatorium, a structure which has been vacant for over thirty years, The pool section is no longer viable and will be demolished. The "Nat" is the source fnr many positive memories, but many painful ones as well. It became a symbol for institutional racism in our community, but also a symbol for the sustaiFaed struggle to overcome discrimination. It will be a positive symbol as we move forward. With Council's support, we have put in place funding for the initial action on our Long Term Control Plan. This will reduce sewage backups in basements and overflows into the river. During the last fifteen years we have invested $87 million in our Wastewater Treatment Plant and collection system to meet water quality standards. Now we are beginning a ten year $120 million program that moves us further toward the clean water goal. After that work is complete there wi11 be more to do in Phase II, including high rate treatment or additional storage capacity. It won't be done overnight and it won't be cheap, which is why innovations like the 21~ Century ND embedded sensor network are exciting possibilities to save money and take full advantage of sewer systems. We expect to enter into a consent decree with the Department of Justice, EPA and IDEM to memorialize the steps that wi11 be undertaken to improve our system. We will leave the environment better than we inherited it far our current benefit and for the benefit of future generations. We are committed to the environment and to smart growth, reclaiming brownfields and purting them back to productive use. At Fredrickson Park we are creating open space with walking paths. It is a living environmental lab. The Boy Scouts will construct their regional headquarters here with an environmental classroom that will be used by schoolchildren as well as the scouts. Future scouting projects will enhance the park setting and provide hands-on learning experience. At Erskine Commorns private developers, with assistance from the County and City, are bringing new jobs, new investment and new shopping choices to the South Side, while at the same time addressing legacy environmental issues at the site. This is a win-win solution for all involved, A-47 bringing significant investment to underutilized land within the city and cleaning up the environment at the same time. South Bend is also reclaiming its older industrial sites for new development. The Oliver Industrial park has opened up 34 acres of land. We continue to have interest in the available lots. It will be the new home for at least one business that is currently in a former Studebaker building. Studebaker, of course, is our biggest legacy issue. Faced with massive dinosaur buildings that continued to house some business for years, but had not been kept up to code, and now could not be given away, residents kept asking when the City was going to take care of this blight. We tried to bring new companies to the complex, but none were interested in the space. We took on several structures, including the Transwestern building and Studebaker parts warehouse, but there was so much more to do. We have finally put in place the >T ., ~~_~. resources necessary to acquire and clear much of this area. In a few weeks we will begin demolition of the Stamping Plant, over 1.6 million sq. ft. of space on 40 acres, to create a light industrial park. Transpa will be the first investor with its new maintenance facility, But we also have arranged for `'= . alaw-interest federal loan so that we can acquire and demolish the other Studebaker buildings south of Sample Street. This loan will be paid back with CRED funds generated by new investment and jobs in the area. We are allowed to collect $1 million a year that would have otherwise gone to the State. This support from federal and state government has been critical to implementing a plan that will open up new land for development and remove these blighting structures from our industrial care. This will be a dramatic change which will also help neighboring businesses like Exacto, which recently was honored by the Chamber as Small Business of the Year. This is a family owned business in the best Studebaker tradition of hard work and ingenuity. This area has a proud past. With new investment it will have a proud future and will become home to more businesses like Exacto. ~-~8 give legislators the chance to vote on it. I ask that this plan be given the serious consideration that it deserves. South Bend is the regional center for commerce, finance and culture. We are taking care of business, through innovative partnerships with the Chamber of Commerce and developers; through comprehensive planning; through implementing our plans - addressing longstanding needs from the Studebaker Corridor to ~~ -: ,~ _- - , nF a I F M' ~i ~^ ~~ ~- ~ b( ii r ~ ~- the Studebaker Museum, investing in neighborhoods, recreating downtown and revitalizing the commercial corridors; through strategic investments in technology and infrastructure that will keep us competitive as we prepare for a new economy that merges creativity, knowledge, education, diversity, culture, location, adaptability and data transfer; through new housing opportunities in our neighborhoods and downtown; through collaboration and communication. 2006 will be a banner year, from demolishing the Stamping Plant to building up downtown, from new retail on the South Side to new jobs on the northwest, from a Tech Park in the Northeast to a Kroc Community Center on the West Side. Planning for this family and youth center has involved individuals and institutions from the broad community, Committees are working through final details to submit the proposal for approval by Salvation Army officials. It will be a great asset for helping our children achieve their full potential. This is one area that all can agree on, our children are precious and should have every opportunity to thrive. Toward that end, I am announcing tonight that the City of South Bend will ParmerUp with the South Bend Schools. City employees will be allowed to spend an hour a week at nearby schools reading with young students. Literacy and lave of learning are the best gifts that we can give the next generation. The PartnerUp program reinforces those skills and builds bonds with our children. I encourage ether businesses in South Bend to join in. It will boost morale and improve performance -both for the students and the mentors. What better investment can we make? A-SO When we make a commitment to our children, we are building for the future. We need to lead by example. The City of South Bend is committed to continuous improvement. We are >n it for the long haul. We will set measurable goals. We will work our plan to achieve our common vision. We will build new partnerships and strengthen existing ones. We will be creative and committed. There is great energy in South Bend. As you can see by the maps, there are many goad things going on all over town. l ask everyone to join in. Take pride in your home. Take pride in your neighborhood. Take pride in your city. This is my hometown and your hometown. South Bend is our hometown. Let's join together to keep it growing strong. Thank you. A-S 1 ^ ^ ~I 1 - - _ _ -'1 _ - ' +~a••+• ~ -f f •~ r• ~ ~+~ ~ ^ 4_ t ~' L~ F } ~ R - F Y s i - - ; ` - - ±- ~ Y ~ - 'R t -~ ti I =. ~ _ 3' ! Yf _ •+''•c I _ I' I ~ I~ ~.c.' L .- .._ ._ _ is J* ~ .~ ~ ., S 1 ^ EXECUTIVE SUMMARY This Executive Sun~xnary has been prepared as a general overview of the City of South Bend's 2006 Budget. The 2006 Budget for all City funds totals $163.4 million far operating expenditures and $19.3 million for capital expenditures. As explained in mare detail in Section D of this documern, the City's current practice is to submit an operating budget tv the City's Common Council during September for the fiscal year commencing the following January. A capital budget is then submitted far approval during February of the budget year. The mom 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 year. Both the operating budget and the capital budget are approved by the Common Council through the passage of several ordinances. The budget becomes legally enacted after the City Controller receives approval from the Department of Local Government and Finance. The City oases "funds" and "account groups" to report its financial position and the results of its operations. A fund is a separate 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 are not recorded in the funds because they do not directly affect net expendable available financial resources. Funds are classified into three categories; governmental, proprietary and fiduciary. Each category, in turn, is divided into separate `Fund types": Governmental fiords are 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 fiends"). The "general fund" is used to account for all activities of the general government not accounted for in snore other fund. Proprietary funds are used to account for activities similar to those found m the private sector, where the determination of net income is necessary nr 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 ("ioterz~al service funds"). Fiduciary funds {"trust and agency funds") are used to account for assets held on behalf of outside parties, including other governmental units, or on behalf of other funds within the same government unit. When these assets are held under the terms of a formal trust agreement, a pension trust fund or an expendable trust fund is used. The teen "expendable" means the City is under no obligation to maintaig the frost principal. Agency funds generally are 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-three separate fiends. These thirty- one budgets are grouped 'into six major fund types as follows: General Fund, eight Special B_i Revenn~e Funds, three Itaternal Service Funds, ten Capital and Debt Service Funds, two Trust and Agency Funds and nine Enterprise Funds. A description of all these fiords can be found later in this section. The accounting and financial reporting treatment applied to a fiord is determined by its measurement focus. All governmental fiends and expendable trust fiords are accounted for using a "current financial resources" measurement focus. Within this rrreasurement focus, only current assets and current liabilities generally are included on the balance sheet. Operating statemens of these fiends 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 fiends are accounted for an 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, Fwad equity balances of proprietary funds {i.e., net total assets) reflect the present increases {revenues) and decreases (expenses} of the fiords net total assets. Since 2pQ2, the City's financials have implemented the new reporting model GASB 34. Under this model the Citywide statements are full accrual and fund statements are still reported under the modified accneal basis. The modified accrual basis of accounting is used by all governmental f~uad types, expendable trust funds and agency funds. Under the modified accrual basis of accounting, revenues are recognized when susceptible to accrual {i.e., when they became bath measurable and available). "Measurable" means the amourrt of the transaction can be determined and "available" means collectible within the current period or snnn enough thereafter to be used to pay liabilities of the current period. Expenditures are recorded when the related fund liability is incurred. The accrual basis of accounting is utilized by proprietary fiord types and pension trust funds. Under this method, revenues are retarded when earned and expenses are recorded at the time the liabilities are incurred The City's budget is adapted on a cash basis which is not consistent with the above described generally accepted accounting principles. Annual appropriated budgets are adapted fi3r the thirty- three 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 fiord, except for the General Fund which is by object classification within the department of the fund The object classifications are 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 fiend or any department of the General Fund must be approved by the Common Council and the Departinent of Lncai Government & Finance. 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 accrual basis or the accrual basis {GAAI'), major differences exist when compar~g 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 are recorded as expenditures far budgetary purposes when purchase orders are issued. • Revenues are recorded when received in cash (budgetary) as apposed to when they are subject to accrual (GAAP). • Expenditures are 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 2006 Capital and Operating Budgets and 2005 Originisl (exchzding additional appropriations approved during the year) Operating and Capital Budgets along with actual results for the years 2003, 2004 and 2005. These actual results are recorded on a cash basis in order that a fair comparison can be made with the City's acmual budgets. As a result of the cash basis presentation for these years, an adjustment for each fiord was requ~ed to convert from the cash to the modified accrual basis m order to adequately reflect the projected fund balance at year-end. The City's 2005 financial results have not yet been audited as of the date of this publication, so no adjustments to the accrual basis have been ~cluded for 2005. 280C- REVENUE SOURCES AND SIGIITIFICANT REVENUE TRENDS The City provides the following services: public safety {police and fire), highways and streets, health and social services, cuhure anal recreation, public improvements, Alarming and zoning, general a,dministraxive 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 are received from a variety of sauroes. The following summarizes the major sources of revenue drat were budgeted to provide funding for both 2006 and 2005 expenditures (with a more detailed revenue source reported by fund found in the charts located later in this section): 2006 REVENUE BUDGET Ratepayer Fees 20% Other Revenue 4% interest Income ~ 1% t _ i Interfund Transfers 15% Charges for Services) 7% Intergovermentai Revenue 4% _ General Propariy '-`~~_ taxes '~~ as% ~Rfertaxes 8% Local Option Innnme Taxes 5% ~-~ 2006 Budget 2005 Budget General Property Taxes $ 63,379,735 $ 61,712,349 Local Option Income Taxes 9,043,914 9,570,628 Other Taxes 14,039,936 14,549,404 Fees Paid by Ratepayers (Water, Sewer, Solid Waste} 34,376,164 34,30$,890 Charges fnr Services (User Fees) 12,424,820 12,362,720 Intergovernmental Revenue 7,316,573 6,857,019 Interest Income 1,076,531 1,208,775 Other Miscellaneous Revenue 5,494,990 6,496,557 Interfund Revenue Transferred In (from other City Funds) 26,698,824 21,552,679 Total Citywide Revenue $ 174,851,487 $ 168,619,121 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 variable is tl~e assessed property valuation of industrial, commercial and residential parcels, both real and personal property. The second variable is the applicatioza 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 $63.4 million for 2006 will be allocated to the following "civil city" funds for general operations: General Fund, Park and Recreation Department, Police and Firefighters Pension Funds and Cumulative Capital Development Fund. In addition, a separate 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: General Fund Parks and Recreation Fund Pofice Pension Fund Firefighters Pension Fund Cumulative Capital Dev. Fund 2006 Budget 49,058,785 8,365,716 1,398,129 1,556,681 1,074,522 2005 Budget 47,678,892 8,054,012 1,345,896 1,499,712 1,345,896 2 04 Bud, get 46,169,437 7,714,571 1,289,172 1,436,506 1,003,664 Total Civil City Property Taxes Studebaker Corridor Bond Football Hall of Fame Bond Total Property Taxes $ 61,453,833 59,924,408 57,613,350 585,427 644,403 636,401 1,340,475 1,421,609 1,366,932 $ 63,379,735 61,990,420 59,616,683 Total Property Taxes Collected n/a 58,309,877 58,430,524 % of Property Taxes Collected n/a 94.1% 86.3% lan 2002, the General Assembly passed HB 1001 revising the tn~ximum levy increase for property taxes. The bill allows maximum levies to increase by the six year average annual growth in Indiana personal income, as calculated the U.S. Bureau of Economic Analysis, with a 6% maximum. Total budgeted property taxes have not increased annually by the full 6% allowable by B-4 state law over the past several years. Growth for 2003, 2004 and 2005 was limited to 4.8%, 4.7% and 4.4% respectively. For 2007, the City has been informed to anticipate a property tax increase of 3.6%. Beyond 2007, the General Assembly amended HB 1001 to pmvide fora 2% cap on property taxes for all residential property begmni~ag in 2008. This cap is mandatory for all property types beginning in 2009 pay 2010. The estimated reduction in property tax revenue to the City in 2008 is estimated between $6 and $8 million. As more frilly discussed below, the City's Common Council has 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 an property taxes to fired a majority ofthe services provided by the City. Approximately 75% and 71% of the General Fund and Park Department revem~e, respectively, are funded by property taxes. It is anticipated that it will take several years before these newly enacted taxes will be at a level that will make it possble to reduce the need to increase the City's total tax levy up to the maximum 5% each year. In the meantime, the City continues to search for ether 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 Tiny 1, 1997). These two relatively new countywide taxes have allowed the City to shift a portion of its capital expenditure fimding from the General Fund to these two Capital Funds. The County Option Income Tax rate was phased mover afour-year period, increasing from two tenths of a percent (0.2%) of adjusted gross income to its 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 couuty taxpayers' adjusted grass 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 are collected and admaianistered by the Indiana Department of State Revenue. This department is required to estimate by July 1 of each year the amount of revenue to be received by the County during the following year. This estimate is referred to as the Acertified distriibution@ and it becomes an amount tl~t the County can be guaranteed to receive. The County then allocates these receipts based upon property tax levies as descn~recl below. This allocated certified amount is the amount budgeted by the City for both taxes. These two option income taxes have generated and are 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 2002, 2003, 2004 and 2005 were $5,462,867, $3,689,202, $3,448,688 and $3,464,152 respectively. The 2006 budget projects receipts to be $3,498,744 and this is the anticipated level to be collected each year, assuming the current rate of two tenths of one percent and no growth rate. The 2002 receipts inchaded a one time distn'butian of $1,506,173. This increase from the State is a "catch-up" from prior year conservative estunates. 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 2006 City's portion is 37.9%. Any future change in the actual aaamual amount of adjusted gross income reported by county taxpayers would have a direct impact on the amount of EDIT taxes collected. Another possble impact an the amount of EDIT fiords received in the future would be a result of an EDIT rate change if approved by the County Income Tax Council. B-5 • County Option Income Tax {COIT): These countywide taxes are allocated {net of homestead credits that are explained later) between all taxing units within the County based on the proportionate amou~rts of property tax levy for each taxing unit. Actual City receipts for 2002, 2003, 2004 and 2005 were $9,531,190, $8,015,302, $7,001,198 and $5,695,618 respectively. The 20()6 Budget inchxdes receipts of $5,545, 120. The actual receipts in 2002 included a one time distribution of $2,409,701. This increase from the State is a "catch-up'° from prior year conservative estimates. Projected revenue streams do not include any growth rate assumptions for years beyond 2007. 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 remains 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 fiords within the City in 2006 inchxde the following: auto and commercial vehicle excise taxes ($4,113,04.2), gasoline tax ($4,522,636), cigarette tax ($477,506), financial institutions tax {$154,379), alcohol gallonage/state liquor excise taxes {$316,656) and gaming proceeds revenue ($679,690). 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 20{}3 the County adopted a local wheel tax which is based upon vehicle registration. The dollars allocated to the City, $1,925,000 budgeted in 2006, will be used to repair and resurface City roads to keep them at appropriate levels, The remaining taxes listed above are not anticipated to change significantly over the next several years. However, the 5t. Joseph County Council has voted to rescind the wheel tax in anticipation of receiving a State distnbution related to the lease of Indiana's only tall road. South Bend expects to receive a one•-time distn"bution of $12.5 million in Qctober 2006 for the construction of roads and economic development projects. The County Council's action was vetoed by the St. Joseph County Commissioners and it is uncertain at this tune whether or not the wheel tax will be permanently rescinded The 2006 anticipated levels reflect modest increases from the prior year 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 ax $1,851,027 for 2006. This tax, which represents a portion ofthe 6% tax assessed against hotel and motel billings within the County, is projected to grow at a modest 2 to 3% per year. The City's portion of the Hotel l 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 $34.4 mullion anticipated revenue for 2006 breaks down as follows: $15,396,505 for Sewage Works, $14,344,217 for Water Works, $4,045,134 for the Solid Waste Removal and Recycling Program, $1,487,000 for the Water and Sewer Insurance Programs and the remaining $154,440 for Project Releaf {a program providing leafpick-up throughout the City). Revenue collected from rate payers is generally determined by either a flat fee charged per month for the service provided (Solid Waste, Releaf Program and Water/Sewer Insurance) or by multiplying the vohune of services utilized by the current utility rate {water and ~e)- The City is not anticipating any significant increase in volume of services provided by the utilities 13-6 over the next several years. Vohune increases will be generated through future annexations and overall growth within the City which caimot be accurately projected at this time. Future revenue can also be impacted by any rate change that may be enacted beyond 2006. Rate increases or decreases are determined on a case by case basis and can be impacted by either capital needs or funding of onga~g operational expenses. The South Bend Water Works received approval from the Indiana Utility Regulatory Comnvssian to increase its water utility rates and charges effective 2006. The average water rate increase was approximately 21.77% 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. After 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 21.77% increase. This increase will be rased to fund new debt of $4,710,000 to be issued far additions, extensions and improvement for the City's Waterworks. 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 2007 and beyond. In November 2005, a Sewer rate increase was enacted for 2006, 2007, 2008 and 2009. The overall revenue enhancement with the rate ranges from. 29% in 2006 to 9% m 2009. The City engaged independent consultants in 2002 to perform a Cost of Service Study which adjusted fixed vs variable costs and other allocations. The rates were adjusted in 2004 by 24% and m 2005 by 5%. This was the first increase in 15 years. The financial analysis was updated during 2005 and the phase in of rates over the next four years was recommended to fund new debt service. The City's new sewer rates are projected to rank number four out of the five largest cities in Indiana as of August 2005. Over the next four years a series of sewer bonds will be issued totaling $56,380,000. Proceeds of the bonds will be used to address the city's Combined Sewer Overflow {CSO) issues. The initial series will be issued m June 2006 in the amount of $7,630,000. These capital expenditures are necessary to enhance present and future needs and to maintain the highest level of quality and quantity acceptable for the community. The bond will be issued for capital needs only -not for operations or maintenance. In late 199$, the County's Solid Waste Management District enacted a mandatary 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 result of the anticipated cost savings resulting from City residerns' participation in this countywide recycling program, a rate increase may now be delayed for an undetermined amount of time. Results of the recycl~g program will be reviewed prior to any final determination of future solid waste pick up Bees. As mentioned earlier, the City is always looking for other sources ofrevernxe that would reduce its reliance on property taxes. A viable source of revenue is from user fees and/or charges for services currently being performed. The City has included in its 2006 budget $12.4 million of revenue from user fees that are currently m place. It is the City's desire to establish all user charges and fees at a level closely related to the full cost of providing the services while taking into consideration similar charges/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 cast increases. It then revises user fees accordingly. As a result, overall charges far services and user fee revenues are anticipated to B-~7 increase in line with annual operating and capital budgets. Intergovernmental revenue of $7.3 million budgeted in 2006 mainly consists ofpension relief distnbutions received from the State of Indiana for city-funded police and firefighters' pension plans ($5.6 million) plus grants received from local, state or federal agencies ($ l .7 million). The State's pension relief funds are supported by a variety of revenue sources inchidmg cigarette taxes and lottery proceeds. These funds are distrbuted to cities within the state based upon complicated formulas that take into consideration the City's pay-as-you-go pension costs, fimding 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 fixndmg 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 Dave lead a positive impact an the overall funding of these fiords. In 2006, the General Assembly enacted SEA 260 which guarantees that SO% of the pension payments the City makes will be reimbursed by the State in the current year. Thies law provides for this type of distribution through 2008. In 2001 is SEA 524 was adopted allowing for the distribution of the interest earned on the Public Deposit Insurance Fund. The total budgeted, for both pension fiords in 2006 is $170,000 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 ~aximi;~ investment returns. As a result, the Gity is budgeting 2006 revenues from vestment income of approximately $1.1 million. The City has assuamed an overall investment rate of 2.5% for 2006. 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 2006 interest income budget will be met and exceeded, 200b EXPENDITURE BUDGET -SIGNIFICANT ISSUES AND ffiGHLIGHTS The 2006 Operating Budget is balanced and financially conservative. It contiunues 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 commua~ity needs and balances service demands with conservative financial management. The City continually strives tv "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 prepar~g this year's budget, The three key points that the Mayor stressed for the 2006 Operating Budget were as follows: no increases in staffunless 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 a targeted reduction of 5% in expenditures for the other services category (unless new services were to be provided). As a result, the City budgeted the costs anticipated to fiord all the services it currently provides as well as a few programs that have been modestly expanded. No services have been B-8 elizninated in this year's budget. Traditionally, the City prepares a conservative budget which igcludes the assumption that all persom~el positions are filled for the entire year. This is an important assumption to note since perso~el costs {salary and benefits) represent 50.6% of the tota12006 Operating & Capital Budget. The remaining portion of this summary identifies significant items and/or highlights that are worth noting when reviewing the City's 2006 Budget. These commerrts are intended to help the reader better understand the opportunities and challenges faced by the City Administration when developing this budget. • This year's revenue budget reflects a 3.9 percent property tax levy increase for the civil city fiords. Starting in 2003, assessed valuations for all cities state wide converted their assessed values from 33 percent to 100 percent or market value. This conversion will have no effect 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 $1,126,021 {7.9%). Payment in Lieu of Taxes (which is paid by South Bend Water Works and Sewage Works to the General Fund) reflects an increase of $248,612 or 9.6%. Fees collected from the County for EMS services {recorded as revenue) have increased b3' $35,520 (2%) refleetiIIg the increased cost for that service. Revernie from the Palais Royale Ballroom Center is projected to be $450,240, this is an increase of $5,240 (1.2%). The Ballroom expenses decreased by $24,034 (-4.3%). The Balhoozn's operational deficit is budgeted to be $80,232 ~ 2006. This operational subsvdy is funded by the General Fund. • Increased personnel casts ~ 2006 include an overall average increase in base salary of 2.5% for all Police Officers {first of a three year contract), an average increase of 2% for all Firefighters (first of three year contract). Both Police and Fire contracts were negotiated in 2005. A 4.3% base pay increase for the Teamsters (fourth year of four year contract) and salary increases for non-bargaining employees of 2.0°10 {with some exceptions identified in the salary ordinance). • The number of full-time equivalent (FTE) employees has decreased by 6 FTEs from last year's budget. In the recent budgets the City has tried to cut expenditures by consolidating positions where appropriate. The City has made these changes through attrition. • The Mayor's 21}06 general budget guidel~es for expenditures included no increase for supplies and 5% reduction in other services unless unusual circumstances existed within a specific department or fund For any increases the Mayor has asked every depanmeot to try to cover these expenses within fund or departnaerrt by decreasing expenses, other than personnel and unusual. circumstances. The Self-Insurance Employee Benefit Fund continues to experience sizeable increases in health insurance claim expenditures. in the 2006 budget the City increased the "the employer" portion by 17.1% for Non Bargaining and Teamsters and 26.4% for Police and Fire charged to each City department. This aggressive increase along with City wide Bag education on welh~ess has allowed the "employer" portion to remain under 12% for all City employees. The City will continue to closely monitor this fund ~d will act when possible to curb anticipated 'increases in health care costs. • The City's Liability Insurance Reserve Fiord reflects an overall increase in expenditures of 3% from the prior year's budget. This increase is based upon c~rent year trends, historical information (five year averages) and consideration of pending claims. The City is currently trying to settle several significant claims filed against the City over the past several years. These specific claims have not been included in the 2006 Budget dine to the uncertainty as to the amount and timigg of any potential settlement..Any unusually high clahn will need to be paid out of this fund's reserve cash balance which stood at $2,284,411 as of December 31, 2005. 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 funds 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 (included 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 funding 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 wade from acost-sharing, multiple employer pension system administered by the Indiana Public Employees' Retirement Fund) has helped; however, it has not eliminated future funding 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 fiu~d 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 cigarette tax, liquor excise tax and other state revenue. This state pension relief revenue, along with City property taxes and employee contributions, was used to fluid 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 and again for the 2006 budget. Even with the enactment of two new State pension laws, described earlier, the City still had to transfer dollars from General Fund to support these Pension Funds. For the 2006 Budget the General Fund will transfer $1,300,000 to the Police Pension Fund and $1,100,000 to the Fire Pension Fund. The estimates for the 8-10 interfiand transfers for both Fire and Police Pen.~ion are $3.8 million for 2007. • 'The new state law that was passed in early 1998 has had the effect of shifting the responsibility for pension payments for certain police and firefighters from the City's pay as-yoo-ga pensiton plan to the State's 1977 Pension Plan, The pensioners that are impacted are those police and firefighters that have retifed (or became disabled) before July 1, 1998 and have already opted to convert to the 1977 fund when the fiord was established (even though the City was still financially responsible for all pension payments fvr 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 $1.5 million on an anaaual basis during the lifetime of those affected pensioners and their dependents. At this time, the City does not know how this bill will impact the state pension relief fiords the City anticipates to receive in the years to come. Following this Executive Sununaxy, the reader will find the 2006 Budget Summary, along with each fluid's projected annual revenue. A fund description summary precedes the 2006 Expenditure Budget by major classification as it was adopted by the City's Common Council, Following the 2006 Budget by Fund, a historical comparison of each fund's revenue and expenditures for the years 2003, 2004, and 2005 along with the 2005 orig~al (i.e., excluding additional appropriations approved during the year} budget, will provide the reader with a broad view of the City's financial trends. Also inchuied in this section is a multi-year forecast of revenue and expenditures for the City's budgeted funds. 'Phis has been provided, along with an explanation of the general assumptions used, in order to give the reader a better understanding of the City's projected financial fiiture. This section ends with a persoffiel summary that provides historical data on staBmg levels for the past three years. B-11 THE CITY OF SOUTH BEND 2006 BUDGET SUMMARY - REVENUE ANp EXPENDITURES GENERAL FUND SPECIAL REVENUE FUNDS: Park and recreation Department (4 funds} Motor Vehicle Highway Fund Community & Economic Development Admin Human Rights -Federal Grants Local Rcade and Streets fNTERNAL SERVICE FUNDS: Liability lnsuranc:e Premium Reserve Self-Funtled Employee Benefits Central Services CAPITAL /DEBT SERVICE FUNDS: Studebaker Corridor Band College Football Hall of Fame Bond Cottage Football Hall OF Fame (transfer) County Option Income Taut Cumulative Capital Davetapment Fund Cumulative Capital Improvement Fund Economic Development Income Tax Emergency Medical Services Cep$al Monts Performing Arta Center Capital Parts DepartmenF Non-Reverting Gapital Caveleskt Stadium Capita! TRUST 1 AGENCY FUNDS: Fire Pension Fund Police Pension Fund City Cemetery Trust Fund ENTERPRISE FUNDS: Consolidated Building Fund Perking GaraEge Fund Solid Waste Water Works Utility Insurance Funds Sewage! Wastewater Works Protect ReleaEf Century Center SPECU4L rtEVEN 12.0% ENfERNAL SERIACE 10.2% zon6 21w6 2006 2006 OPERATING 2006 OPERATING ANTICI4ATEI3 OPERATING S1tRPtUS! CAP1TAt &CAP1TAt REVENUE BUDGET (DEFICIENCY] BUDGET BUDGET $a5,550,888 85,594,558 (43,$68) B,DDD,000 71,594,558 92,744,143 11,767,017 977,132 428,OOD 12,185,D11 3,783,571 3,719,188 64,402 0 3,718,169 2,780,242 2,780,242 D 0 2,78D,242 2D7,300 189,439 77,861 D 189,439 3,123,D05 0 3,123,D05 3,023,OD6 3,D23,000 2,342,460 2,342,320 14{3 0 2,342,320 93,193,374 13,189,861 3,513 D 13,189,861 3,181,477 3,1$1,377 100 0 3,181,377 620,732 330,860 290,072 D 330,660 1,418,483 1,40$,900 11,583 0 1,408,900 841,177 632,000 209,177 0 832,OOD 5,685,120 3,D85,081 2,57D,D39 3,549,774 6,644,855 7,775,200 449,950 725,250 936,675 1,388,628 575,106 591,883 (16,777} 0 591,883 3,6$1,784 3,322,883 338,901 228,000 3,59$,883 1,426,800 434,202 982,598 911,597 1,345,799 n!a 0 D 78,25D 76,25D 272,000 D 272,000 274,500 274,500 nIa D D D D 5,661,160 5,583,749 77,411 p 5,5$3,749 5,784,391 5,696,883 67,428 0 5.696,883 n!a D D 0 0 1,414,24D 1,352,231 82,D68 40,400 1,392,837 793,362 575,940 217,412 0 575,940 4,124,344 4,358,382 (234,D1$) 0 4,358,382 74,501,217 13,D24,944 1,476,273 549,400 13,574,344 1,610,700 1,6D0,086 10,834 p 1,600,06$ 15,185,815 14,880,717 285,09$ 3,296,OpD 18,176,717 954,440 273,874 (119.434} 0 273,$74 3,099,035 3,07D,817 28,418 0 3,D7D,817 $174,851,487 183_444,929 17,406,55$ 19311598 182,756,525 ~06 TOTAL EXPENDITURES BY FUNID TYPE GENEhAL FUNo l 3es% PRISE FUNDS 29.5% TRUSTf AflENCY FUNDS 8.2% B-12 THE CITY OF SOUTH BEND 2006 BUDGET SUMMARY - TOTAI. EXPENDITURES BY TYPE OTHER PERSONAL SERVICES SERVICES SUPPLFES & USES CAPITAL TOTAL GENERAL FUND $50,509,574 1,930,440 13,154,544 B,DDp,ppO 71,594,558 SPECIAL REVENUE FUNDS: Parts and Recreation Department (4 funds) 7,668,408 1,550,813 2,548,990 428,DDD 12,195,011 Motor Vehicle Highway Fund 3,403,162 78,48D 237,527 0 3,719,189 Gammunity & Economic Development Admin 2,432,166 39,450 308,808 0 2,780,242 Human Rights -Federal Grents 82,281 2,800 iD4,358 0 189,439 Local Roads and Streets D 0 0 3,D23,000 3,023,000 INTERNAL SERVICE FUNDS: Liability Insurance Premium Reserve 186,815 5,837 2,169,668 0 2,342,320 Self-Funded Employee Benefits 103,358 7,812 13,078,891 0 13,189,861 Central Services 2,818,271 189,503 373,603 0 3,181,377 CAPITAL 1 DEBT SERVICE FUNDS: SEudebakerConldorBond 0 0 330,BBD 0 330,660 College Football Hall of Fame Band 0 0 1,408,90D 0 1,406,900 College Foothall Hall of Fame (trensfer} D 0 632,DDD 0 632,000 County Dption Income Tax D 0 3,095,D81 3,548,774 6,644,855 Cumulative Capftal Development Fund 0 0 449,95D 936,$75 1,366,625 Cumulative Capftal ImpmvemenE Fund D 0 591,883 D 591,883 Economic DeveiopmaM Income Tax 0 0 3,322,883 226,000 3,548,893 Emergency Medical Services Capital 0 0 434,2D2 911,597 1,345,799 Morris Performing Arts Center Gapital 0 0 D 76,250 76,250 Park Department Nan-Reverting Capital D 0 0 274,500 274,5DD Coveleski Stadium Capital 0 0 D p 0 TRUST / AGENGY FUNDS: Fire Pension Fund 5,578,958 200 4,591 0 5,583,749 Police Pension Fund 5,693,2D8 1,100 2,575 0 5,896,889 City Cemetery Trust Fund 0 0 0 0 D ENTERPRISE FUNDS: Consoiideted Building Fund 1,195,525 33,280 123,42fi 40,400 1,392,831 Parking Garage Fund 205,239 12,012 358,689 0 575,94D Solid Waste 1,635,259 194,SD0 2,528,303 0 4,358,362 Water Works 4,391,381 532,7D0 8,100,883 549,4DD 13,574,344 utility Insurance Funds 109,298 2,D84 1,488,883 D 1,600,066 Sewagel WastewaterWorks 4,641,58D 967,250 9,271,687 3,29fi,000 18,176,717 Project Releaf 84,740 4,637 2D4,497 D 273,674 Century Center 1,931,917 121,695 1,D17,Dp5 0 3,D70,617 $92,432,161 5,674,493 85 338,275 18 311 586 182 756 525 2006 TOTAL EXPEN©iTURES BY TYPE OE EXPENDITURE PERSONAL SERNCES SUPPLFES _ 3-1% :APETAL 10.a% B-1~ OTHER SERVEGESd VSES~ 35.e% 2606 ALL FUNDS COMB[NED SUMMARY OF REVENUES, EXPENDITURES AND FUND BALANCE Revenues by Type Property taxes CKhertaxes: Auto Excise Tax Commercial Vehicle Excise Tax Gasoline Tax Cigareile Tax Gaming Proceeds Financial Institution Alcohol tax Wheel Tax HotellMotei Tax Total Other Taxes Laeal Income Taxes (COlT & EDIT} IntergovermentalRevenue Charges fpr services {excluding Utilities} Interfund transfers (for services provided} Interest Income Other Revenue Utility Ratepayer fees TOTAL REVENUE Expenditures by Category TRUST! GENERAL SPECIAL INTERNAL CAPITAL & AGENCY FUND REVENUE SERVICE DEBT FUNDS FUNDS $49,058,785 $8,365,716 $0 $3,000,424 $2,954,810 ENTERPRISE FUNDS TOTAL $0 $63,379,735 2,459,562 466,348 0 167,970 164,729 0 3,258,527 671,451 117,731 0 23,636 41,597 0 854,415 0 3,334,631 0 1,188,005 0 0 4,522,fi36 102,400 0 0 375,106 6 0 477,506 679,690 0 0 6 0 0 679,690 127,658 17,984 0 2,385 6,354 0 154,379 316,656 0 0 4 0 0 316,656 0 0 0 1,925,000 0 0 1,925,000 0 0 0 615,177 0 1,235,850 1,851,027 4,357,435 3,936,692 0 4,297,279 212,680 1,235,650 44,039,938 0 0 0 9,043,914 0 0 9,043,914 370,000 952,376 0 370,000 5,624,197 0 7,316,573 2,913,740 4,563,605 0 1,400,000 0 3,527,475 12,424,820 5,548,499 1,915,617 16,167,33$ 0 2,400,000 667,372 26,898,824 300,000 3,060 66,06p 19&,000 175,000 336,531 1,076,531 3,002,430 30,250 2,483,975 199,800 56,784 719,751 6,494,990 0 0 0 0 0 34,376,164 34,376,164 65, 550, 889 19, 787, 255 18,717, 311 18, 507,417 11,425,471 40, 853,143 174,851,487 Personal Services 50,509,574 13,587,037 2,888,444 0 11,272,166 14,174,940 92,432,161 Supplies 1,930,449 1,671,343 202,952 0 1,300 1,868,458 5,674,493 Other Charges 9,373,760 2,790,861 15,241,456 9,101,569 7,166 16,847,626 53,362,438 OtharUses 3,780,784 406,620 380,706 1,162,060 0 6,245,727 11,975,837 Capital 6,000,040 3,451,000 0 5,974,795 0 3,885,800 19,311,596 TOTAL EXPENDITURES 71,594,558 21,906,861 18,713,558 16,238,365 11,280,632 43,022,551 182,758,525 Exeass pf Revenues Over(Under} Expenditures (6,043,669) (2,119,605) 3,753 2,269,052 144,639 (2,159,408) (7,905,036) BaginningFundlEquityBalance 5,403,306 (1,116,027) 1,250,099 3,065,683 882,032 111,089,689 120,574,979 Ending FundlEquity Balance ($640,363] {$3,235,632] $1,253,852 $5,334,935 $1,025,871 $108,930,281 $112,869,941 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 specifc annual property tax levy to the extent that user fees and miscellaneous revenues are insufficient to provide such financing. Motor Vehicle HighwaX - 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 - Tn 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: Liabili 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, B-15 print shop services and various supplies and services provided to City departments on a cost- reimbursement basis. Funding is provided by assessments to certain other City funds. CAPITAL /DEBT SERVICE FUNDS: Redevelopment Band -Studebaker 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. Redevelo ment Band - Calle e Football Hall of Fame - To accumulate monies far 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 bands through 201$. 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 far the Hall of Fame. Ultimately these funds will be used for operations and capital needs at the Hall. County Option 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 Capital Improvement - To account for state cigarette tax distributions used for improvement projects or far the payment of debt incurred for improvements to City property. Economic Development, Income Tax - To accumulate monies for payment of expenditures relating to various programslprojects 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. Emergency Medical Services Capital - To account for purchases and maintenance of necessary equipment far the Fire Department and Emergency Medical Services Department. Financing is provided by ambulance fees. B-16 Morris Performing Arts Center Capital - To accumulate monies for major repairs and capital 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. Coveleski Regional Stadium Capital - To account for expenditures related to the maintenance and improvezxaent 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. Police 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. Parking Garage - To account for the operation and maintenance ofthree of the City's downtown parking garages and various off-street parking activity. Solid 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. Utilit Insurance Water Fund and Sewa e Fund - To account far 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 farm 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-l7 Proiect Releaf - To account far operational costs incurred in the City's Ieaf pick-up program. Financing of this activity is funded through monthly assessments included with utility billings. Century 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 20©6 BUDGET SUMMARY -OPERATING AND CAPITAL EXPENDITURES BY FUND TYPE orHER PERSONAL SERVICES TOTAL SERVICES SUPPLIES 8 USES CAPITAL EXPENDITURES GENERAL FUN©: Public Safety: Police Department $ 22,174,932 767,D24 3,556,944 350,D00 $ 26,848,900 FireDepartmerN 18,147,OB3 265,600 2,328,459 1,BDO,DOD 23,541,142 Communications Center 1,517,472 4,029 3D,792 8,000 1,560,293 Building Maintenance 336,381 41,131 3D2,311 fl 678,823 Board of Safety D 0 17,OD0 D 17,000 43,175,868 1,077,784 fi,235,506 2,158,OOD 52,647,158 Highway and Streets: Engineering Division Traffic S Lighting Division Code Enforcement: Neighborhood Code Enforcement Animal Control Junk VehiGe Cade 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 Baltroom SB Regional Museum of Art Grant Studebaker National Museum Grant Other: Community & Economic Develop Grant Youth Services Bureau Grant 1,096,553 214,434 2,391,668 1,540,000 5,242,695 814,904 325,371 1,321,740 11,000 2,273,015 1,711,497 539,805 3,713,408 1,551,000 7,515,710 915,786 133,974 290,349 0 1,340,109 348,461 44,286 73,D26 3,50D 469,273 50,253 3,768 17,857 0 71,678 0 D 56,976 0 56,976 0 D 195,D00 D 195,000 D D 43,ODD D 43,DOD 1,314,5D0 182,D28 676,D08 3,SDD 2,176,D36 666,921 22,343 101,253 D 790,517 255,473 8,600 52,227 0 316,3D0 226,797 4,553 120,066 0 351,416 1,291,508 37,300 307,382 2,274,500 3,910,700 824,429 15,543 47,934 0 887,906 257,968 __. 5,131 ~~_ 24,537 0 u 287,636 ~ 3,523,096 93,470 653,409 2,274,5DO 6,544,475 523,153 25,853 347,401 0 856,407 261,460 11,500 244,512 13,000 530,472 D 0 65,000 0 65,000 0 0 206,179 0 206,179 784,613 37,353 823,092 13,000 1,658,058 0 0 978,121 D 0 0 75,DDD 0 D D 1053121 D 978,121 75,OD0 1053121 TOTAL GENERAL PUNq $ 50,509,574 1,930,440 13,154,544 6,000,000 $ 71,594,558 General Fund Expenditures by Classification General Fund Operating Expenditures 6y (excluding Capital Expenditures) Personal Services 7(1.5% Supplies 2.7% Public B: 77_pq Capital B4% Otlrer Services 8 Uses 18.4% Other 1.6% CuI1wB & ReaeaGan 2.5% Boatel Cy0'+EmmCni 6.5% inrp'(:efllBnt 3.3% Highway & Street 8.3% 8-19 THE CITY OF SOUTH BEND 2DOG BUDGET SUMMARY -OPERATING AND CAPITAL EXPENDITURES BY FUND TYPE SPECIAI~EVENUE FUNDS: PARK DEPARTMENT (including Special Events and Non-reverting Funds) Park Administration Park h9aintenartce Goit Courses Recreation Potawatomi Zoo Non-reverting Park Recreation Special Events East Raee Waterway OTHER PERSONAL SERVICES SERVICES SUPPLIES 8 USES CAPITAL $ 852,777 19,20D 382,D50 D 3,D04,381 435,815 1,255,987 30D,DD0 937,896 462,400 299,128 p 1, 291,846 128, 709 116, 781 0 1,120,717 292,823 306,188 4 461,791 201,016 164,192 112,ODD 0 6,150 16,682 0 D 4,500 5,981 ~~~W 16,000 $ 7,668,408 1,_550,613 2,546,99p 428,Op0 Park Department Expenditures by Classification TOTAL EXPENDITURES $ 1,254,027 4,996,163 1,fi99,424 1,537,336 1,719,729 938,999 22,832 26,461 $ 12,195,p11 Park Dspar6nant Operatliig Expanditurae {excluding Capital Expsndkruea) Park Adminiatrelion 10.7% ~ ilam Wemrvmy O.t96 Spedat Evertfa 0.2% Norrre+rerting Perk Recreatic 7.096 ouVP"x,~ 12.7% SPECiAL.REVENUE I"UNDS (continued OTHER PERSONAL SERVICES TOTAL SERVICES SUPPLIES 8 USES CAPITAL EXPENDITURES MOTOR VEHICLE HIGHWAY: Street Division $ 3,403,162 78,480 237,527 0 $ 3,719,169 Motor Vehicle Iflghrvay Ex~nditun3s by Ciassfflcatlon 9'eraonal servfms 89.5% other savroee 8 [lace a~96 9~ X96 B-20 Pargpnel Services THE CITY OF SOUTH BEND 2t}06 BUDGET SUMMARY -OPERATING AND CAPITAL EXPENDITURES BY FUND TYPE SPECIAL REVENUE FUNDS (con~uedl' OTHER PERSONAL. SERVICES TOTAL SERVICES SUPPLIES 8 USES CAPITAL EXPENDITURES COMMUNITY Sc ECONOMIC DEVELOPMENT: Communityl]evelapment $ 1,015,137 1fi,950 178,933 0 $ 1,211,020 Economic DeaelopmeM 818,570 13,150 76,291 0 908,01 t General Administration 598,479 9,350 53,382 0 661,211 $ 2,432,186 ~ _39450 306,606 0~ $ 2,780,242 Community & Economic Iwlevelopment Expenditures by Classification O€her 5en~lces 8 uses s 67.545 SPECIAL REVENUE FENDS Icnntlnued~ Economic Jevelopmal 32.7% rei AdminiaVetian 23.8% OTHER PERSONAL SERVICES TOTAL SERVICES SUPPLIES 8 USES CAPITAL EXPENDITURES HUMAN RIGHTS -FEDERAL PROGRAMS $ 82,281 2,800 104,358 0 $ 189,439 LOCAL ROADS AND STREETS FUND $ 0 0 0 3,023,000 $ 3,023,000 INTERNAL SERVICE I^_uNDS: OTHER PERSONAL SERVICES TOTAL SERVICES SUPPLIES 8i USES CAPITAL EXPENDITURES LIABILITY INSURANCE PREMNM $ 166,815 5,837 2,169,668 0 $ 2,342,320 SELF-FUNDED EMPLOYEE BENEFITS $ 103,358 7,612 13,078,891 0 $ 13,189,861 CENTRAL SERVICES: Equipment Services $ 2,232,015 108,210 310,010 0 $ 2,650,235 Centre! Stores 69,262 4,393 8,427 0 82,082 Print Shop 74,770 47,800 36,052 0 158,fi22 Radio Shop 242,224 29,100 19,114 0 290,438 $ 2,618,271 189,503 373,603 0 $ 3,,181,377 Community 8~ Ecomonlc Development Expenditures by Function -21 Cpmmunfly UBYE~oPnietl! THE CITY OF SOUTH BEND 2006 BU©GET SUMMARY -OPERATING AND CAPITAL EXPEN©ITURES BY FUND TYPE CAPITAL I DEFT ~~YICE FUNDS: OTHER PERSONAL SERVICES SERVICES SUPPLIES 8 USES CAPITAL STUDEBAKER CORRIDOR BOND $ D 0 330 860 0 COLLEGE FOOTBALL HALL OF FAME BOND $ 0 0 1,408 900 0 COLLEGE FOOTBALL HALL OF FAME TRANSFER $ 0 0 632,OD0 ~ 0 COUNTY OPTION INCOME TAX $ 0 0 3,095,081 3,549,774 CUM CAPITAL DEVELOPMENT FUND $ 0 0 449,950 936,675 CUM CAPITAL IMPROVEMENT FUND $ 0 _ 0 591,883 ~0 ECONOMIC DEVELOPMENT INCOME TAX $ 0 0 3,322,893 226,p00 EMS CAPITAL IMPROVEMENT $ 0 0 434,202 911,597 MORRIS PERFORMING ART5 CENTER CAPITAL $ 0 0 0 76,250 PARK DEPT NON-REVERTING CAPITAL $ 0 D 0 274,500 COVELESKI STADIUM CAPITAL $ 0 0 D 0 TR TIA EN Y F , TOTAL EXPENDITURES $ 330660 $ 1,406,900 $ 632,000 $ 6,644,855 $ 1,386,625 $ 581,883 $ 3,548,893 $ 1,345,799 $ 76,250 $ 274,500 $ 0 OTHER PERSONAL SERVICES TOTAL SERVICES SUPPLIES 8. USES CAPITAL EXPENDITURES FIRE PENSION FUND $ 5,578,958 200 4,591 0 $ 5,583,749 POLICE PENSION FUND $ 5,693,208 1,100 2,575 0 $ _ 5,696,683 ENTERPRISE FUNDS• OTHER PERSONAL SERVICES TOTAL SERVICES SUPPLIES 8 USES CAPITAL EXPENDITURES CONSOLIDATED BUILDING FUND $ 1,185,525.D0 33,284.00 123,426.00 4D,40D.OD $ 1,382,631.D0 Consolidated Bullding EXpenditures by Classification Personal Service &5.8% Capital 2.9% er Services & lases 8.8% J.a'" L-~ THE CITY OF SOUTH BEND 2Q06 BU©GET SUMMARY - QPERATING AND CAPITAL EXPENDITURES BY FUND TYPE E~.RPRISE FUNDS tcontinued}: OTHER PERSONAL SERVICES TOTAL SERVICES SUPPLIES & USES CAPITAL EXPENDITURES PARKING GARAGE FUND $ 205,239 12,012 358,889 0 $ 575,940 SOLID WASTE Operations $ 1,635,259 194,800 2,100,982 0 $ 3,931,041 Capital Financang _ 0 0 ~ 427,321 U 427,321 $ 1,635,259 194,800 2,528,303 0 $ 4,358,362 Solid WSSte Expenditures by Classification Personal Se[vlces Su 4 58.Q°6 ENTERPRISE FUNDS {CORtiRUed}: OTHER PERSONAL SERVICES TOTAL SERVICES SUPPLIES ~ USES CAPITAL EXPENDITURES WATER WORKS Operations and Capita! $ 4,391,381.D0 532,700.00 4,328,251.00 549,40D.00 $ 9,801,732.00 Sinking Pund 0.00 0.00 3,772,812.00 0.00 3,772,512.00 $ 4,391,381.00 532,700.00 8,100,863.00 549,400.00 $ 13,574 344.OU Water Works F~cpendltures by Classification on,er servioee s uaee 31.8% ~~~, ~ 4.0% 1.7°`~ THE CITY OF SOUTH BEND 200fi BUDGET SUMMARY -OPERATING AND CAPITAL EXPENDITURES BY FUND TYPE ENTERPRISE FUNDS {continued: OTHER PERSONAL SERVICES TOTAL SERVICES SUPPLIES &USE5 CAPITAL EXPENDITURES WATERlSEWER REPAIR! INSURANCE FUNDS Water Repair I Insurance $ 0 0 942,833 D $ 942,833 Sewer Repair 1 insurance 109,299 2,084 545,850 0 857,233 $ 108,299 2,084 1,488,683 0 $ 1,6p0,06fi SEWAGENVASTEWATER Operations -Sewage $ 1,643,269 598,850 883,084 537,800 $ 3,663,003 Operations - Wastavuater 2,998,311 368,400 4,795,25D 2,758,2DD 10,92D,161 Sinking Fund 0 0 3,593,553 0 3,593,553 $ 4,641,580 967,250 9,271,887 3,296,000 $ 18,176,717 SewagelWastewater Expenditures by Classitication supplies 5.386 } Personal Services 25.596 Other Services 8 Uses 31.2% Oebl Service 1 B.5% ENTERPRISE FUNDS Econtinuedj~ PROJECT RELEAF ---_ _ I Capital ~ -.. -- ie.~% OTHER PERSONAL SERVICES TOTAL SERVICES SUPPLIES 8r USE5 CAPITAL EXPENDITURES $ 64,740 4,637 2D4,497 0 $ 273,874 CENTURY CENTER $ 1,931,917 121,695 1,017,005 p $ 3,070,617 Century Center Expenditures by Classification Personal Servioss B^~©' THE CITY OF SOUTH BEND 20Q8 BUDGI=T SUMMARY -OPERATING AND CAP[TAL EXPENDITURES BY FUND TYPE OTMER PERSONAL SERVICES TOTAL SERVICES SUPPLIES & USES CAPffAL EXPENDITURES SUMMARY: General Fund $ 50,5D9,574 1,930,44D 13,154,544 8,000,000 $ 71,594,558 Special Revenue Funds 13,587,037 1,&71,343 3,197,481 3,451,000 21,906,861 Irdemal Service Funds 2,888,444 2D2,952 15,622,162 D 98,713,558 CapitallDebt Service Funds 0 0 10,263,569 5,974,796 16,238,365 TrustlAgencyFunds 11,272,166 1,300 7,166 D 11,280,632 Enterprise Funds 14,174,940 1,868,458 23,D93,353 3,885,800 43,022,551 CITYWIDE TOTAL $ 92,432,161 5. __ 87493 65,338,275 19,311,596 $ _ 182 756,525 City Wide EXpendltUres by Classification Personal Servioss 50.8% ~ is i~/ Yf• ~~ CagtaE i-_.- . 10.8% ~~2~ THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES - HI5TORICAL COMPARI50N (cash basis) GENERAL FUND: 2003 2004 2005 2005 2006 BUDGET ACTUAL ACTUAL ACTUAL ORIGINAL 2006 -VS- 2005 °6 RESULTS RESULTS RESULTS BUDGET BU[3GET BUI3GET CHGE Revenue: General Property Tax $ 44,98fi,015 45,997,887 ~ 44,999,550 47,878,882 48,058,7$5 ; 1,379,883 3% Auto Excise and Other Taxes 4,845,725 4,705,908 4,888,889 4,837,974 4,357,435 (280,539) •8% Intergwemmental Revenue 382,944 348,838 458,140 318,000 370,000 52,000 18% Charges for Services 2,887,584 2,841,278 2,888,2D8 2,833,785 2,813,740 78,875 3% Payment in Lieu of Taxes (Utilities) 2,737,408 2,805,073 2,585,953 2,5$5,853 2,834,265 248,812 10% Administrative Feea from Other Funds 1,553,D09 1,573,317 1,733,053 1,733,083 1,904,234 171,151 10% FineslForfeitures 8 LicensealPermils 424,442 413,812 431,004 382,035 385,890 3,655 1% Investmen# Income 217,017 210,897 792,882 300,000 300,000 0 0% Cable N Franchise Fees 595,388 828,881 838,416 550,000 600,D00 50,OW 996 Miscellaneous Revenue 2,D9B,892 2,385,581 7,284,052 2,025,573 2,828,74p 801,187 40% Total General Fund Revenue 80,488,424 Bf,691,854 88,473,825 83,044,975 65,550,889 2,505,914 4% Expsndltures: Public Safety: Police Department 20,834,849 23,883,847 23,987,484 24,473,233 26,848,900 2,375,987 10% CammunicationsCenter 1,213,518 1,380,209 1,422,125 1,482,780 1,580,293 97,533 7% Fire Department f EMS 15,818,158 17,723,204 19,207,448 19,838,078 23,541,142 3,805,088 20% Huiiding Maintenance 645,835 595,878 484,388 703,581 679,823 (23,758) -396 Board of Safety 10,200 8,783 15,964 17,D00 17,000 0 0% Total Public Saf~y Expenditures 38,520,158 43,372,D2i 45,117,388 46,292,650 ~~ 52,647,158 8,354,508 1496 Highway and Streets: Engineering Department 3,896,777 3,744,008 3,245,4$t1 3,887,739 5,242,695 1,374,958 38% Traffic&Lighting 3,635,285 2,264,416 2,034,163 2,246,633 2,273,015 2$,382 1% Total Highway 8, Streets Expenditures 7,332,072 8,008,424 5,279,643 6,114,372 7,515,710 1,401,338 23% General Gwemmen#: Maya's Office 884,720 763,435 755,126 770,292 790,517 20,225 3% Cily Clerks Office 283,943 300,477 284,102 302,973 316,300 13,327 4% Gammon Council 280,335 402,011 301,481 343,268 351,416 8,148 2% Controller`s Depar#ment 4,786,443 2,939.811 3,981,OOD 8,997,205 3,810,700 {5,086,505) -57% Legal Department 735,105 834,693 820,897 888,991 887,8 20,915 2% Human RightsCammisainn 246,717 239,300 272,888 286,189 287,636 1,467 1% Total General Gov't Expenditures 6,957,263 _5,479,727 6,395,274 11,588,898 8,544,475 {5,022,423) r33% Code Enforcement Neighborhood Coda Enforcement 1,190,549 1,343,902 1,308,832 1,300,888 1,340,109 39,440 3% Gode Hearing Officer 42,152 43,271 37,505 58,978 56,978 0 D96 Junk Vehicle 55,853 61,144 66,821 70,084 71,678 1,814 296 Unsafe Building 123,830 221,802 182,578 195,D00 195,000 0 0% Weights and Measun~ 39,503 42,000 41,482 43,000 43,000 0 0% Animal Control 380,$72 438,163 451,737 454,758 469,273 14,517 3% TAI Gode Enfon~rnen# Expenditures 1,812,759 ~. 2,150,082 2,088,953 2,120,485 2,176,036 55,571 3% CuRure 8 Recrcetion: Morris Perfrnming Arts Genter 798,222 804,793 810,248 849,768 858,407 8,839 1 % Palms Royale Hallroarrr 396,808 459,474 497,414 554,506 530,472 {24,034) d% SB Regional Art Museum -gnarl 125,000 125,000 125,0 125,000 65,000 {80,000) ~8% Studebaker National Museum -grant 21p,812 218,132 242,297 247,842 208,179 X41,883) -17% Trial Culture & Rec Expenditures 1,528,942 1,607,388 1,874,980 1,777,116 1,658,058 (119,058} -7% Other_ Youth Services Bureau -grant 75,000 75,000 75,000 75,000 75,000 0 0% Comm 8 Economic Development -grant 596,874 767,701 973,6511 973,650 876,121 4,471 D% Total OtherF..xpenditunss 871,874 842,701 1,046,$50 1,048,850 1,053,121 4,471 0% Total General Fund Expenditures 58,823,088 59,480,354 61,604,849 68,920,151 71,594,558 2,674,407 496 Revenue Over! {Under) Expenditures 3,663,358 2,231,3DD 4,888,778 {5,875,176) {6,043,869) S (166,493} Cash to Modified Accrual Adjustment (212,251) n!a n!a n!a n!a Fund Balance -Beginning of Year 17,054,922 20,508,027 22,737,327 22,737,327 2T,BOB,iD3 Fund Balance -End of Year ; 20,506,027 22,737,327 27,$08,103 18,882,151 21,562,434 -~6 THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES -HISTORICAL COMPARISON {cash basis] General Fund Revenue i70 Se0 550 „ ;4n 0 g ;30 520 i~D ;o Zoos ACT 2x04 ACT 2005 ACT 2006 BUp 2005 Kilo SPECIAL REVENUI= FUNDS: PARK 8 RECREATION DEPARTMENT Revenue: General Property Tax Auto Ewgse and Other Taxt3s Charges fir S~rices 1 User Fees Investment Income Other Revenue Total Park a Recreation Revenue Expenditures: Park Administration Park Maintenance Golf Gcurses Recreation Potawatomi Zoo Conosssiona Nan-reverting Rerx~ltinrr Special Events a Eestrace Total Paris a Recreation Expenditures Revue Over ! (Under) Expenditunns Cash to Modified Accrual Adjustment Fund Balance -Beginning of Year Fund Balance - End ~ Y~r Park Department Revenue 520 ;1H ;r1 S4 General Fund Expenditures Payment In tJeU OfTaxee (tltilltiee) ^ I~eGellarleoW Rallenlle Cahla TV FripnClYBO Fee6 iI~ InveihneM Income ^ F3nealFoAelturea a LJxmite Adm€~eh~ive Fees firm Otl1er Furl C' Oharges for Servieea I~rgovam Revenue Hato ExCisa and OlherTaxea General ProPelly Tax SBO S70 S90 350 s4o ;30 ;10 s+o 2003 2004 2005 2005 ACTUAL ACTUAL ACTUAL ORIGINAL 2008 RESULTS RESULTS RESULTS BUDGET BUDGET $ 7,602,784 7,814,037 ~ 7,754,873 8,054,012 8,365,775 816,337 818,030 817,581 598,455 802,081 3,137,020 3,410,588 2,724.300 3,538,151 3,881,586 4,789 10,835 32,054 5,500 11,000 271,109 230,085 948,839 241,800 80,779 11,832,039 12,075, 378 12,075,747 12,434,018 12,741,143 Oster Code Erdarearnenl cwklre a Recresson Highway arld $VOeta ® Gerierel Oovemmerd Publle Safety 2046 BUDGET -VS- 2005 % BUDGET CHGE 5 311,704 496 5,606 196 145,445 496 5,500 100% (1$1,130) $796 307,125 2% 1,051,621 1,251,488 1,272,377 1,253,809 1,254,027 158 0% 4,314,D95 5,248,374 5,022,558 4,835,905 4,996,183 300,278 8% 1,341,595 1,61$,252 1,894,739 1,844,997 1,899,424 54,427 3% 1,313,800 1,481,458 1,507,584 1,553,422 1,537,336 (10,080) -196 1,440,107 1,585,530 1,$78,085 1,624,328 1,719,729 95,403 6% 340,781 4,809 (795) 0 0 0 n!a 882,733 868,211 849,212 855,506 938,998 83,483 1096 187,210 138,315 23,467 129,717 49,313 (80,404) ~ ~2% 10,671,922 12,205,235 12,041,225 11,697,742 12,195,011 487,209 4% 960,117 (129,859) 34,522 736,278 548,132 S_ (190,144) 42,371 1,629,548 nla nla nfa 1,510,288 2,512,776 4,012,488 4,012,488 4,048,988 5 2,512,776 4,012,486 4,048,888 4,748,742 4,583,120 Park Department Expenditures ~ 510 ~ Other ;18 Revenue inveelrrrent Income Charytee ;72 fix S " o eeviiAB Au10 g ExOieeand SB Ottrer Taxe6 OeneraE Tefc y ~ 2008 ACT 2004 ACT 2We ACT 2006BW 2005 6111) SO ---.,tea w~a~ _ __= 2006 AGT 2004 ACT 2000 ACT 2005 BUD 2005 8116 Special Everrla a P~ehaoe ^ Non-rove~tinp Retxeabon ® PaAc AdminlaVatlon ^ Park AAalntananr:e ®OWfCoursae CLL Reueallon F'oiarreAomi 7-"00 ®Corxxeaiaie 8-27 io 20(18 ACT 2004 ACT 2005 ACT 2008 BUD 2005 BUD 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 Vehicte Highway Revenue Expenditures: Street Dept Personal Services Street Dept Supplies Street Dept Other Services & Uses total Motor Vehicle Highway Expenditures Revenue Over! {Under) Expenditures Gash to Modified Accrual Adjustment Fund Balance - Beginning of Year Fund Balance -End of Year $6 $5 $4 c $3 $~ $~ COMMUNITY & ECONOMIC DEVELOP- MENT {ADMIN SUPPORT ONLY} Revenue: Intergovernmental Revenue Staff GOntraCt3 Grants and Subsidies Other Revenue Total Comm & Econ Dev Revenue Expenditures: Community Development General Administration Economic Development Total Comm 8 Eton Dev Expenditures Revenue Over ! (Under) Expenditures Gash to Modified Accrual Adjustment Fund Balance -Beginning of Year Fund Balance - End of Year 2003 2004 2005 2005 ACTUAL ACTUAL ACTUAL ORIGINAL 200fi RESULTS RESULTS RESULTS BUDGET BUDGET $ 3,334,296 3,461,563 3,397,433 3,475,616 3,334,631 8,940 8,940 8,940 8,940 8,940 86 2,035 3,834 0 0 2,223 4,285 161,104 160,000 440,000 3,345,547 3,476,823 3,571,311 3,644,556 3,783,571 2,557,533 3,243,634 3,245,514 3,402,533 3,403,162 132,336 102,275 52,589 78,480 78,480 240,328 233,263 250,014 _ 255,040 237,527 3,330,199 3,579,172 3,548,117 3,736,053 3,719,169 15,348 {102,349) 23,194 {91,497) 64,402 25,400 167,317 n!a nla nla 445,966 486,714 551,882 551,682 574,876 $ 486,714 551,682 ~ ~~574,876 480,185 639,278 M.V.H. Revenue and Expenditures ;e t:5 yq 1.~ Olha Services & Else 53 ~ ~ Supplies ®PBrBbrlal Services Tote) # iIAVH Revenue S~ 2003 ACT 2004 ACT 2005 ACT 2905 aU~ 2008 BUO zoos 2ooa 2on5 zoos ACTUAL ACTUAL ACTUAL ORIGINAL 2008 RESULTS RESULTS RESULTS BUDGET BUDGET $ 780,255 680,214 634,639 756,774 745,074 456,457 484,815 497,763 552,071 556,049 1,061,303 1,246,063 1,263,863 1,471,145 1,475,617 _ 14,268 15,854 10,060 3,500 3,500 2,312,283 2,426,946 2,406,325 2,783,490 2,780,240 99A,780 1,050,477 1,102,471 1,203,164 1,211,020 480,541 568,637 604,733 905,458 908,011 774,530 780,009 ~mm 668,917 644,044 6fi1,211 - 2,249,651 2,397,123 2,376,121 2,752,666 2,780,242 62,432 29,823 30,204 30,824 (2) (2,574,721) (926,014) n!a nla n!a 7,054,502 4,542,213 3,646,022 3,646,022 3,676,226 $ 4,542,213 3,646,022 3,676,22fi 3,676,846 3,676,224 2006 BUDGET -VS- 2005 % BUDGET CHGE $ {140,985) -4°k 0 0% 0 n!a 280,000 175% 139,015 4% 629 0% 0 0% (17,513) -7°~ (16,884) -0% $ 155,899 Zoos BUDGET -VS- 2nn5 36 BUDGET CHGE $ (11,700) -2% 3,978 1 4,472 0% 0 0% {3,250) -0% 7,856 1 °~ 2,553 0% 17,167 3% 27,576 1 °h $ ___........,,..{30,826) 8-28 THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES -HISTORICAL COMPARISON (cash basis) S4 S3 $2 g $7 Liability Insurance Reserve Revenue 50 a, - 2009AGT 20oAACT 20(16 ACT zW68U[7 2005eUD INTERNAL SERVICE FUNDS: LIABILITY INSURANCE RESERVE Revenue: Allocations from Other Funds Investment Income Other Revenue Tataf Liability fnsur Reserve Revenues Expenditures: Administrative Costs Workers Compensation Claims General Liability Claims Fees & Policy Premiums Other Expenses TalaS Liability fnsur Reserve 1xpenditures Revenue Over! (Under) Expenditures Cash to Accrual Adjustment Equity Balance -Beginning of Year Equity Balance -End a# `leas Community S Econ Dev Revenue S3 in 0 S~ Community A Ecort Dev Expenditures 53 ® Commurtity Ilevolopment Eeenanie t]evpiopment ® Community Uevelapment I..... Oenerel AdminlatratlOn ~ Oder Revenue '~ Slatt ConiravYa GraMa and € ~ - Suhsidies ~~ IR81t5[1 rllenfal ~~ Zoos 200 zoos 2oas 2oofi BUDGET ACTUAL ACTUAL ACTUAL ORIGfNAL 200fi -VS-2005 RESULTS RESULTS RESULTS BUDGET BUDGET BUDGET CHGE $ 2,320,184 2,266,094 2,286,497 2,283,154 2,321,460 $ 38,306 2% 12,936 27,596 57,359 10,000 21,000 11,000 110°~ 104,469 44,820 9,746 0 0 0 n!a 2,437,589 2,338,510 2,353,6D2 2,293,154 2,342,4$0 49,30fi 2% 191,474 228,498 257,126 249,783 262,360 12,567 5% 525,574 728,883 952,731 759,000 829,000 70,000 9% 340,822 336,490 834,236 659,800 659,804 D 0°k 428,206 486,3$5 371,105 541,000 523,500 {17,500) -3% 57,466 54,442 72,172 67,660 67,660 0 mm 0°~ '1,543,542 1,834,699 2,487,370 2,277,253 2,342,320 65,067 3% 894,047 503,811 (133,768) 15,901 140 $ _ 1( 5,761) (46,067) {337,565) n/a n!a nla 660,616 1, 508, 596 1,874,842 1,674 , 842 1, 541, D 74 $ 1,508,596 'I,fi74,842 1,543,074 1,590,743 1,5+41,214 it Sil 2063 AC"r zoos oL'T 2009 FA'r 2005 aW 2006 stxl Liability Insurance Reserve F~rpend-Rures 3~ ~~' Allocations # from Ottler Funds m Investment c Incorne ~ Other Revenue it SO 2009 ACS 2064 ACS 2005 AL'S 20058UD 200e 81ft3 Administrative Coate Workers Compensation Claims it General LialTility Ciaime Fees 8 p01iCy Promlums ^ Other 8-29 $0 2003 ACT 2004 ACT 2005 ACT 2005 BU^ 2008 BUD THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES -HISTORICAL COMPARISON (cash basis] SELF-FUNDED EMPLOYEE BENEFITS Revenue: Employer Contributions Employee ContributionlReimbursement Investment Income Other Revenue Total Self-Funded Benefits Revenue Expenditures: Administrative Casts Service Provider Fees Pass Thru Employee Benefits Other Employee Benefits Flexible Benefits Health Claims Total Self-Funded Benefits Expenditures Revenue Over 1 {tinder} Expenditures Cash to Accrual Adjustment Equity Balance - Beginning of Year Equity Balance -End of Year 20a3 2aa4 2005 200s 2005 guDGET ACTUAL ACTUAL ACTUAL ORIGINAL 2008 -VS-2005 RESULTS RESULTS RESULTS BUDGET BUDGET BUDGET GHGE $ fi,424,714 9,782,172 9,800,526 9,615,611 10,815,94fi $ 1,200,335 12°h 1,390,407 1,495,327 1,762,346 2,180,372 2,332,428 152,05fi 7°~ 0 14,667 61,414 0 45,000 45,000 nla 2,003,466 0 0 0 0 0 nla 8,818,569 11,292,166 11,624,286 11,795,983 ~ 13,193,374 1,397,391 12°h 255,470 289,910 339,190 356,032 372,600 18,568 5% 670,187 743,268 817,867 842,977 1,191,913 346,936 41°h 460,637 446,787 456,943 498,700 513,998 15,296 3°~ 266,319 265,324 252,157 325,400 34fi,340 20,940 6% 536,400 529,OB4 558,685 525,000 565,000 40,000 B°k 7,713,528 ~ 7,161,656 8,514,134 9,035,000 10,200,000 1,165,000 13°k 9,904,541 9,436,009 11,040,976 11,563,109 13,189,851 1,606,742 14% (85,952) 1,856,157 583,310 212,874 3,523 $ (209,351} 129,034 (87,636} n!a n/a n!a (825,480) {782,398) 98fi,121 986,121 1,569,431 mm $ (782,398) 986,121 1,569,431 1,196,995 1,572,954 Self-Funded Employee Benefits Revenue Self-Funded Employee 13enefitli Expenditures #16 1110 0 f,5 CENTRAL SERVICES Revenue: Labor Charges Parts Mark-up Fuel Mark-up Print Shnp 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 En Accrual Adjustment Equity Balance -Beginning of Year Equity Balance -End of Year 15 Other Revenue ~10 Adminislradve CD9tP Inverrhneret Income i..:..I Ottrer Emplvyeo HeneTilB ® Employee ConbibudonrRei mbursartrent EmployerCarbibutiam 55 3enrlee PrdWd@r FeeB Atlminiataetiwe Coma PeBR Thru EmP1Oy~ BBnO~rtB Other Employee Beneflle F7edble EIenGTtb Health Claims 2003 2004 2005 2005 200fi BUDGET ACTUAL ACTUAL ACTUAL DRIGINAL 2005 -VS-Y005 96 RESULTS RESULTS RESULTS BUDGET BUDGET BUDGET CHGE $ 1,725,519 1,640,417 1,617,543 2,112,320 2,105,260 $ {7,060} -0% 323,671 339,19fi 326,266 330,500 335,900 5,400 2°~ 34,906 32,620 38,809 35,330 35,432 102 0°~ 154,111 174,556 167,375 185,800 176,500 (9,300) -5°~ 118,656 124,445 139,02D 135,658 87,292 (48,366) -36% 267,707 310,604 313,491 295,455 300,296 4,841 2% 86,182 102,493 87,040 81,575 - 140,797 59,222 ~ 73% 2,710,752 2,724,331 2,689,544 3,176,63$ 3,181,477 4,839 0°h 2,046,966 2,256,470 2,034,637 2,517,221 2,650,235 94,234 118,164 12fi,247 135,053 82,082 157,049 171,246 168,182 184,484 158,622 241,448 272,350 270,432 275,185 290,438 2,539,fi97 2,818,230 2,599,478 3,111,953 3,181,377 171,055 (93,899) 90,066 64,685 100 266,511 {391,263) n/a nla nla 1,968,828 2,404,394 1,919,232 1,919,232 2,009,298 $ 2,404,394 1,919,232 2,009,298 1,983,917 ~ 2,009,398 133,014 5% (52,971) -39°h (25,882) -14% 1_5,243 6% 69,424 2% $ _{64,585) B-30 ~4 zoasACT 2001 AcT zaasACT zoos euo zoos auo SO 2003 ACT 2001 ACT 2009 ACT R005 aUn 2008 BUD THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES -HISTORICAL COMPARISON (cash basis) Se ;0 Gentraf Services Revenue & Expenditures a ~ i4 Katlic shop Print3hop ~ f. ~ Cenbel Shores ~ ~ Er'uiprtbnt ~ $ervioea Tde! Central $lOreB Revenue zoaa aCr zaaa ncr zoos ncr zoos sue zone eun CAPITAL 1 DEBT SERVICE FUNDS. 2003 2004 2DD5 2005 2DOS BUDGET ACTUAL ACTUAL ACTUAL ORIGINAL 2006 -YS- 20D5 °k STUDEBAKER CORRIDOR BOND RESULTS RESULTS RESULTS BUDGET BUDGET BUDGET CHGE Revenue: General Property Tau $ 673,281 637,087 585,420 884,403 585,427 S (78,978) -1296 Auto & Commercial Vehicle Excise Taxes 43,212 41,530 38,389 42,388 35,305 (7,081) -1796 Investment tnrrome 0 0 0 0 0 p nla Other Revenue 0 0 0 D 0 0 nla Total Studebaker Bond Revenue 718,493 878,81 T 803,789 ___w 709,789 820,732 (88,057) -12% Total ©ebt Ssrvice Expenditures 858,588 882,182 859,152 867,348 330,680 (338,888) X50% Revenue Over! (Under) Expenditures 59,905 1$435 (55,383) 39,443 290,072 ; 250,829 Cash to Modfed Accrual Adjustment (2,172) 242,394 nla nla nla Fund Balance -Beginning of Year 308,339 364,072 622,901 622,901 587,538 Fund Balance-EndofY~r 1; 384,072 822,901 567,536 682,344 657,810 CQLLEGE FOOTBALL HALL l7F 1=ANME -BONG FUND and TRANSFER FUND Revenue: Genereil Property Tax 5 1.301,840 1,358,938 z 1,248,087 1,421,805 1,340,475 $ (81,134) ~% Auto & Commer:ial Vehide Excise Taxes 91,157 137,888 84,555 89,456 78,008 (17,446) -13% Hotel /Motel Fax 480,891 461,423 485,177 481,423 465,177 3,754 1 % Professional Sports Development Tax & Mis_ 341,798 378,001 411,037 374,000 378,000 2,D00 1 % Total Hall of Fame Bond Revenue 2,195,7$4 2,334,048 2,206,83$ 2,34$,488 2,259,664 (88,828) -496 6rpendituras: Detst Service Funds Transfer to the NFF Thai Hall of Fame Expenditures Revenue Over ! (IJnder) Expenditures Cash to Modified Accrual Adjustment Fund Balance -Beginning of Year Fund Balance -End of Year 1,409,100 1,413, 384 1,409, 000 1,405,900 1,408,9DD _ 712,584 852,851 706,425 831,425 832,Op0 2,121,864 2,266,235 2,115,425 2,037,325 ~ 2,038,900 74,10D 87,811 91,411 309,183 220,780 (21,853) 538,228 nla nla nla 738,304 788,751 1,392,788 1,392,768 1,484,199 S 788,751 1,392,788 1,484,199 1,701,951 1,,,.,,_7043959 1,000 0% 575 046 1,575 096 5 (88,403) 6--31 THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES -HISTORICAL COMPARISON (cash basis} COUNTY OPTION INCOME TAX Revenue: County Option Income Tax Investment Income Other Revenue Total COIT Revenue Expenditures: NeighborhoodlCommunity Programs Gapital Projects Total COIT Expenditures Revenue Over 1 {Under) F~cpenditures Cash to Modified Accrual Adjustment Fund Balance - Beginning of Year Fund Balance -End of Year 2003 2004 2005 2005 ACTUAL ACTUAL ACTUAL ORIGINAL 2006 RESULTS RESULTS RESULTS BUDGET BUDGET $ 8,015,302 7,001,198 5,695,618 5,988,413 5,545,120 $ 119,802 146,338 198,693 120,000 120,000 1,939,379 1,012,613 1,553,334 0 0 10,074,483 8,180,149 7,447,645 6,108,413 5,665,120 2,837,084 2,029,349 2,612,183 1,703,985 1,467,754 7,599,800 7,517,053 8,574,709 9,477,047 5,177,101 9,636,884 9,546,402 11,186,892 11,181,032 6,644,855 437,599 (1,386,253) {3,739,247) (5,072,619) (979,735) 1,110,660 {872,074) n!a nla nla 11,23fi,547 12,784,806 10,526,479 10,525,479 8,787,232 $ 12,784,806 10,526,479 6,787,232 5,453,880 5,807,497 2008 BUDGET -VS- 2005 % BUDGET CHGE (443,293) -7% 0 0°,6 0 nla (443,293) -7°k (236,231) -14% (4,289,946) -45% $ 4,092,884 CUMULATIHE CAPFfAL DEVELOPMENT FUND Revenue: General Property Tax $ Auto Excise 8, Fin'I institution Taxes investment Income Total CCDF Revenue Totarl Capital Expend'rturss Revenue Over J (Under) Expenditures Cash to Modified Accrual Adjustment Fund Balance -Beginning of Year Fund Balance - End of Year 1,022,511 1,027,661 s 1,004,779 1,047,825 1,074,522 $ 28,887 3% 82,882 80,227 80,017 141,711 80,878 {81,033) -43% 12,971 18,158 72,396 13,000 20,000 7,000 54% 1,118,374 1,128,048 1,157,192 1,202,538 1,175,200 (27,336) -2% 883,118 851,924 1,008,888 1,042,233 1,386,825 344,392W 33% 235,258 174,122 148,224 1$0,303 (211,425) $ (371,728) 35,157 271,212 n!a n!a n/a 1,475,441 1,745,858 2,191,190 2,191,190 2,339,414 $ 1,745,856 2,1$1,19Q ~ 2,338,414 2,351,493 2,127,989 CUMULATNE CAPITAL I1IAPROVEMENT FUND Revenue: State Cigarette Tax Distribution $ 389,865 402,239 333,206 405,287 375,108 S {30,181) -7% Investm~t Income 1,714 453 505 0 0 0 nJa Other Revenue 175,000 225,000 200,000 200,p00 200,000 0 0% Total CCIF Revenue 568,379 827,892 533,711 605,287 575,106 {30,181) ~i% Expenditures: NeighbartroodlCammunity Programs CapitaE ProjeQs Total GGIF Expenditures Revenue Overt {Under) Expenditures Cash to Modified Accrual Adjustment Fund Balance-Beginning of Year Fund Balance -End of Year ECONOMIC DEVELOPMENT INCOME TAX Rwenue: Economic Development income Tax Investment Income Private Donations Other Revenue Tote] EDIT Revenue 99,695 o a o o a n!a 584,000 594,000 594,0(10 588,884 591,883 2,888 096 683,885 594,000 594,000 588,884 591,883 2.898 0% {127,318) 33,892 {64,288) 16,303 {18,777) # ___ 3( 3,08 24,981 {24,888) n!a nla n!a 402,446 300,111 308,837 308,937 248,848 $ 300,111 308,837 248,648 325,240 231,871 $ 3,689,202 3,448,688 3,484,152 3,582,215 3,498,794 $ {83,421) 2% 2$,721 20,597 21,945 25,00 25,000 0 0% 0 0 0 0 0 0 nla 105,855 124,664 459,248 125,000 138,000 13,000 1096 3,821,578 3,593,949 3,845,345 3,732,215 3,881,794 {70,421) -2% ~-32 THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES -HISTORICAL COMPARISON (cash basis) ECON t7EVELOPMENT INCOME TAX (coot} Expenditures: Grants and Subsidies NeighborhoodlCommunity Programs Debt Service Capital Projects Total EDIT F~enditures Revenue Over I (Under) Expenditures Cash to Modified Accrual Adjustment Fund Satance -Beginning of Year Fund Balance -End of Year EMS CAPITAL IMPROVEMENT Revenue: Charges for Services Investment Income Other Revenue Total EM5 Gapitat Revenue Ezpendkuras: Capital PurchaseslFinanoing Collection Fees Interfund Transfer to General Fund Total EMS Capital Expenditures Revenue Over !(Under) Expenditures Cash to Modified Accxual Adjustment Fund Balance -Beginning oiYear Fund Balance -End of Year PARK NON-REVERTING CAPITAL Revenue: Charges far Services /User Fees Investment Income Total Park Capital Revenue TotaE Capital Expenditures Revenue Over! (Under) Expenditures Cash to Modified Accrual Adjustmen# Fund Balance -Beginning of Year Fund Balance - End of Year 2005 2004 2005 2005 ACTUAL ACTUAL ACTUAL ORIG#NAL 2006 RESULTS RESULTS RESULTS BUDGET BUflGET 614,429 588,362 400,213 607,496 $07,496 0 0 0 0 0 2,575,316 2,692,567 2,712,473 2,730,236 2,715,397 1,573,262 501,116 1,129,824 824,000 228,000 4,763,D07 3,782,D47 4,242,51D 4,161,732 3,548,893 (941,429) (188,098] (597,185) (429,517) 112,901 383,OD5 (238,835) n1a nla n1a 3,286,568 2,728,144 2,303,211 2,303,211 1,706,Q46 $ 2,728,144 2,303,211 1,708,046 1,873,894 1,81$947 $ 1,114,606 1,706,574 1,296,381 1,401,800 1,400,000 $ {1,800) -0% 5,310 8,346 23,079 0 15,000 15,000 nla 156,944 35,506 4D8,407 3,040 1i,Bt30 8,840 293°fa 1,278,860 1,150,426 1,727,867 1,404,800 1,426,800 22,D00 2°~ 883,465 851,584 1,123,979 882,867 1,D75,799 192,932 22% 19,100 14,200 15,929 20,000 20,000 0 0% 25Q,000 250,000 250,000 250,000 250,000 0 0% ~~1,132,565 1,115,7$4 1,389,908 1,152,867 1,345,799 192,932 1701° 144,295 34,642 337,959 251,933 81,001 $ (170,932] 2006 BUDGET -VS- 2005 % BUDGET CHGE 0 095 0 nle (14,839) -195 (598,000) -7395 (612,839) -15% $ 542,418 (166,539) 27'0,449 nla n1a n/a 663,905 641,661 946,752 945,752 1,284,711 $ 641,681 946,752 1,284,711 1,198,685 1,365,712 $ 263,929 260,642 253,338 296,000 266,000 1,456 3,941 4,383 6,000 4,000 265,385 264,583 257,721 302,004 272,D00 234,345 291,048 242,915 255,600 274,500 31,040 (26,465) 14,606 46,40D (2,500) (21,668) (1,533) n/a nla nla 435,D49 444,421 418,423 416,423 431,229 $ 444,421 418,423 431,229 462,823 428,729 $ {26,000} (2,000} (30,000) iB,saO $ {assoo) LOCAL ROADS ANp STREETS (Spacial Revenue Fund used for capital purposes} R@YBnr1B: State Gas Tax Distributian/Wheel Tax $ 1,i8fi,193 3,145,655 3,12fi,943 3,235,681 3,113,005 Investment Income fi,648 19,300 52,910 10,000 10,000 Other Revenue 11,487 466,251 69,699 0 0 Total LRSA Revenue 1,204,328 3,$31,206 3,249,552 3,245,881 3,123,005 Total Capitat Expenditures 1,192,950 3,079,263 2,609,583 4,260,518 3,023,000 RevenueOverl{Under) Expenditures 11,378 551,943 639,969 {1,014,835) 1DgD05 Cash to Modified Accrual Adjustment 345,800 {346,083} nla n/a nla Fund Balance -Beginning of Year 921,891 1,279,069 1,484,929 1,484,929 2,124,898 Fund Balance -End of Year $ 1,279,089 1,484,929 2,124,898 470,094 2,224,903 $ (122,676) 0 0 {122,67fi) {1,237,516) -9% -33°k -1095 $ 1,114,840 7% -4% 0% n1a ,4% -29% ~-33 THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES -HISTORICAL CDMPARISON (cash basis) Total CapitaBDetrt Serviee Funds Revenue Sze #24 5zo N a $19 S~7 7 59 54 ' * . ~ ~ ~i S6 ~ u zooa waT zaoe ~cT zone wCr zoos auo 2oae a a TRUST 1 AGENCY FUNDS: FIRE PENSION FUND Revenue: State Pension Relief Funds Genera[ Property Tax Auto Excise and Other Taxes Employee Contrlhutlan Inves#ment Income 8 Misc. Transterirom General Fund Tc#a) Fire Penman Revenue Expenditures: Administrative Costa D~th Benefits Paid Pension Payments - Retiree Pension Paymerlte -Dependents Total Flr~3 Pension Expend"itures Revenue Overt (Under) Expenditures Cash to Accrual Adjustmen# Fund Balance - Beginning of Year Fund Balance -End of Year ;5 ;>, 53 sx #~ Fire Pension Revenue ;6 zoo9 ncr zqu ncr zoos nC'r mae si{D zone euo Ofher Revenue ~ Pfiwte Donations ^ Ecar+on+ic DevOlopml Incprne Tax ^ ImreSlmeM Inoalle CourKy Option InCdM Tax Park DepPrtrnen{ UBOr FOGS ^ E.M.$. SOrvioe Foes € ', Auto Fxase & Fin'I IrtStifution Teioes ^ State CigarelM Tax t718trih~Alan Stye Dee Tex Uislrihldion GOneral Propwty Total CapiWNDObt Service Funds Expenditures 2003 2004 2005 2005 ACTUAL ACTUAL ACTUAL ORIGINAL 2006 RESULTS RESULTS RESULTS BUDGET BUDGET $ 2,165,111 2,3fi1,019 2,488,928 2,453,950 2,782,76 1,416,068 1,454,026 ~ 1,443,033 1,499,712 1,558,$81 114,793 113,515 114,918 111,083 112,129 55,850 45,980 38,891 48,000 19,564 278,338 174,077 127,233 240,000 90,000 p 0 0 0 1,100,000 4,030,098 4,148,299 4,2'13,001 4,350,745 6,891,160 11,732 9,112 22,040 18,252 18,2'18 38,000 54,000 51,750 T2,000 72,000 2,$4$,950 3,112,782 3,309,378 3,513,715 4,140,811 1,133,158 1,191,477_ 1,344,911 1,322,185 1,352,820 4,027,838 4,387,381 4,728,077 4,926,152 5,583,748 2,260 (219,082) (515,078) (575,407) 77,411 144,888 (787,279) n!a n!a n/a 2.318,778 2,495,929 1,459,595 1,459,595 944,469 S 2,4851828 1,469,595 ~. 844,489 884,158 1,021,9(70 ^ Transfer from General Fund ^ Irnreetment t~eartia 8 ~aC. :~,' Emplpyoe Canlribution ArAO ExC+6o and Clher Taxes General Proper Tax ^ 3ta0e Pension lielipf f=unds #5 S4 c E3 sz ;1 ^ Otiier F~On~turOs t3,an1S & sudS+dies ^ Ind Debt $drhCe Capita ProjeclslExppr+dltures NeiphborhoodrCemmunity Programs 200& BUDGET -VS- 2005 % BUDGET GHGE $ 328,816 13°/a 58,989 4% 1,048 1% (29,419) fi7% (150,000) ~3% 1,100,000 n!a 1,310,415 30% (34) -0% 0 0% 928,899 18% 30,735 ~~~ 2% 957,597 13% $,852,818 lB Pension Peyrr - ^ Pension ROpe!! - F7~ Benefits Paitl ^ Adminisbativa Costs 8-34 ;o zoos aCr zowr acT zoos ncr zoos aua zone auo Fire Pension Expenditures THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES -HISTORICAL COMPARISON [cash basis) POLICE PENSION FUND Revenue: State Pension Relief Funds General Properly Tax Auto Expise and Other Taxes Employee Contribution Investment Income Transfer i'rom General Fund Other Revenue Total Police Pension Revenue Expenditurss: Administrative Costs Death Benefi#s Paid Pension Payments -Retiree Pension Payments -Dependents Total Police Pension Expenditures Revenue Over! {Under) Expenditures Cash to Accrual Adjus#ment Fund F3alance - Beginning of Year Fund Belanr~ -End nl Y~r Polies Pension Revenue S7 SB ES S4 ~ 59 S1 ENTERPRISE PONDS: CONSOLIDATED BUILDING FUND Revenue: Licenses and Permits Investment Income Other Revenue Total Consolidated l3ullding Revenue Expenditures: Personal Services Supplies Other Services ~ Uses Capital Total Consolidated Building Expenditures Revenue Over J (Under) Expenditures Cash to Accrual Adjustrrsent Equity Balance - Eeginning ~ Year Equity Balance -End of Y~r 2003 2004 2005 2005 2008 BUDGE"C ACTUAL ACTUAL ACTUAL ORIGINAL 2008 •VS- 2005 RESULTS RESULTS RESULTS BUDGET BUDGET BUDGET CMGE $ 2,446,984 2,682,906 2,795,531 2,740,995 2,841,431 $ 100,436 4°~ 1,269,527 1,303,746 z 1,298,055 1,345,898 1,398,129 52,233 4% 102,917 101,778 103,214 99,814 100,551 937 1% 87,511 83,009 82,936 63,845 39,200 (24,445) -38% 276,571 172,279 116,105 225,000 85,000 {140,000) ~2% 0 0 0 0 1,300,000 1,300,000 n1a 23,107 5,001 _ 7,283 0 0 0 n1a 4,186,817 4,328,7!9 4,381,124 4,475,150 5,7$4,311 1,289,161 29% 9,152 10,719 27,928 13,976 14,022 4$ 0% 27,aoo 27,Ono 5a,ooo 72,oa~ 72.000 o a% 3,283,477 3,465,342 3,861,057 4,074,0$7 4,334,699 2$0,802 B% 1,150,942 1,237,059 1,24$,925 1,335,893 1,278,182 (58,731) ~l% u4,4T0,5T1 4,740,120 5,189,908 5,495,9$8 5,$96,883 200,917 4% (263,954) (411,401) {808,784) (1,020,816) 87,426 5 1,088,244 181,379 {378,003) nla n1a nla 2,384,239 2,261,884 1,472,280 1,472,280 $83,47$ S 2,261,$64 1,472,2$0 683,478 451,444 730,904 Police Pension Farpendttures S~ Investment Incara 8 Sg MISC. D Olher ~~ S5 ~ Transfer 4Crn Gener8l Fund ~ f',Emplgroe ~ Ga~hibution ; ( AulO EXC18e S3 end Cther Taxes 13enerel ~ Fanrpetly Tex State PeniiOn 51 Hel3ef Funds Penslan Payments - ® F'enaon f nYmanls - Rebree UeOI€1 r3enefits Paid ~ Adminiskelive Coeffi 2063 2004 2005 xna5 2ovBBUDG>=r ACTUAL ACTUAL ACTUAL ORIGINAL 2006 -VS-2005 96 RESULTS RESULTS RESULTS BUDGET BUDGET BUDGET CHGE $ 1,008,352 988,579 1,125,037 1,350,663 1,390,000 S 39,337 3% 1,590 1,662 3,159 2,000 2,000 0 0% 13,625 16,824 12,022 19,740 22,240 __ 2,500 ~ mm~ 13% 1,023,567 985,065 1,140,218 1,372,403 1,414,240 41,637 3% 853,928 963,872 897,582 1,152,052 1,195,525 43,473 4% 25,44E 33,489 26,456 33,280 33,280 0 0% 133,890 98,810 96,828 127,178 123,428 (3,750) ~% 27,200 27,800 4,900 0 40,400 40,400 n1a 1,040,482 1,143,571 1,027,58$ 1,312,508 1,392,831 60,123 6% (18,895) (158,506) 112,852 59,695 21,808 5 {38,286) (30,371) 6,315 n!a nla n/a 304,785 257,519 107,328 107,328 219,980 S ~ 257,519 107,328 219,980 1671223 241,589 ~-~ 5 2009 ACT 200A ACT 2006 ACT 2006 eUC 2006 BU6 Sp zaosACT 2UW ACT Zoos acr 2006 euo 2008 aua THE CITY O SOUTH BEND REVENUE AND EXPENDITURES -HISTORICAL COMPARISON (cash basis) 52 N 0 31 PARKING GARAGE FUND Revenue: Garege Parking Fees Downtown Parking Fines and Fees Other Revenue Total Parking Garage Revenue Expenditures: Operating Costs Total Parking Garage Expenditures Revenue Over ! (Under) Expendi#ures 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 Expenditures: Operational Costs -Trash Pick-up Recycling Costs Capital Costs Total Solid Waste F-~cpenditures Revenue Over ! (Under) Expendi#ures Cash to Accrual Adjustment Equity Balance - Beginning of Year Equity Balance -End of Year Coneokidated Building Revenue 8~ Expenditures Capital OUrer SMviC08 & Uses Supplies f. ' cPeurs_onal % ~W i1~ ;a ~ Otlier ~ ftevenl~e ® Investntpnt Income Lieenees and Pemdta 2003 ACT 2004 ACT 2005 ACT 2005 SLID 2005 5UD zoa3 zoos ZDOS Zoos zoos ~uDGET ACTUAL ACTUAL ACTUAL ORlGkNAL 28x6 -VS-2605 % RESULTS RESULTS RESULTS BUDGET BUDGET BUDGET CHGE $ 689,136 507,786 585,373 567,494 581,799 $ 14,305 3% 228,194 233,535 179,519 208,720 211,553 2,833 1% 301,937 27,194 1,330 840 0 (840) -100% 1,211,267 768,515 766,222 ~W~ 777,054 793,352 16,298 2% 732,734 509,815 512,796 587,284 575,940 8,fi56 2°~ 732,734 509,815 512,796 567,264 575,940 8,65fi 2°~ 478,533 258,700 253,426 209,770 217,412 $ 7,642 11,407,977 {1,229,432) nla nla n!a {473,404) 11,413,106 10,442,374 10,442,374 10,695,8x0 $ mm 11,413,106 10,442,374 10,695,800 10,652,144 10,913,212 $ 3,083,840 3,071,046 3,061,080 3,0$0,524 3,238,112 $ 157,568 5% 616,626 $10,545 731,349 816,626 807,022 (9,604} -1% 6,900 15,571 16,089 12,000 19,000 7,000 5$% 100,611 74,299 147,620 ~ 88,510 ~ 60,210 (28,300) -32% 4,007,977 3,971,461 3,956,136 3,997,660 4,124,344 __ __ 126,684 3% 3,106,956 3,396,440 3,409,712 3,706,836 3,622,786 736,467 736,306 674,764 740,000 735,576 1,963 477,727 27,650 58,200 0 3,845,386 4,610,473 4,112,126 - 4,505,038 4,358,362 162,591 (639,012) (155,986} (507,378} {234,018) 539,925 603,023 n/a nla nla 740,782 1,443,298 1,407,309 1,407,309 1,251,321 $ 1,443,298 1,407,309 1,251,321 899,931 ~1,D17,3D3 (64,052) -2% (4,424) -1 (58,200) -100% {146,676) -3°h $ 273,360 B-36 THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES -HISTORICAL COMPARISON (cash hasis~ Svlld Waste Revenue 55 $4 S3 `o $2 $1 SOUTH BEND WATER WORKS Revenue: Charges for Services -Water Safes 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 Accrual Adjustment Equity Balance -Beginning of Year Equity Balance -End of Year ;75 N ;10 g ;5 55 Gtl3er ROM6r31ie Inveafinent InCOrtM ~ ;3 Senriaes - 6 Recycling ° Cheiges ~ far ~ Senrioas - Solid 1M1resle ;7 Solid Waste Expenditures 2003 2004 2p05 zoos ACTUAL ACTUAL ACTUAL ORIGINAL 2Q0f3 RESULTS RESULTS RESULTS BUDGET BUDGET $ 11,142,746 10,659,890 71,245,290 12,1$0,854 13,224,420 582,290 622,036 635,277 594,500 637,865 482,132 482,132 482,132 482,132 482,932 64,067 72,268 151,999 60,000 130,000 122,753 fi1,fi97 194,954 39,000 47,000 12,394,000 17 ,904,023 12,710,652 13,336,482 14,501,217 8,626,519 8,8fi1,fi57 8,595,694 9,100,424 9,252,332 1,714,053 1,289,051 54fi,996 284,700 549,400 3,380,275 3,380,048 3,395,467 3,395,547 3,772,613 13,720,847 13,530,756 12,538,157 '12,780,571 13,574,345 (1,326,847) (1,626,733) 172,495 555,811 926,872 2,740,303 1,943,206 nla nla n/a 35,143,430 36,555,886 36,873,359 36,873,359 37,045,854 $ 36,556,885 36,673 359 __ 37 045 854_ _ 37 429170 _ 37 972 728_ Water Works Revenue Y10 ^ Olher ;38 [{avenue f _' fnvastinard lnoarne Maneparllent w ~~ ~ ;~0 Qlher g Charges ftlr SBrYICeB Charges for Servlc~es - ;5 VIAsl6r Sales Water Wprks Expenditures ® Capilel Goals CR~yCling Oper~ionel Cosh - Tr6sh Piek-up 200fi BUDGET -vs- 2aas % BuD~ET crIGE $ 1,063,570 9°~ 43,165 7% 0 0% 50,000 a3°~ 8,000 21°~ 1,164,735 9°~ 151,908 2% 264,700 93°/a 377,066 11 793,574 6°/u $ 371,061 Capital Projeal8 Operational Goste U-~7 ;o 2{303 ACT 2004 ACT 2005 ACT 2005 BU6 2008 BUO ;o 2003 ACT 2004 ACT 2008 ACT 2006 9Utl 21108 BU6 ;© 2009 ACT 2pp4 ACT 2005 ACT 2006 eUp 2008 eVA ;0 2009 ACT 2001 ACF 2005 ACT 2(108 BUp 2008 8Ua 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 Tote[ Utility Insurance Revenue Expenditures: 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 Expenditures: Operational Costs -Sewage Operativnai Casts- Wastewater Capital Projects -Sewage Capital Projects -Wastewater Debt Service Total Sewage Works Expenditures Revenue Over I (Under) Expenditures Cash to Accrual Adjustment Equity Balance - Beginning of Year Equity Balance -End of Year Sewage Wvrks Revenue $25 ~zo N $15 0 $ia 2003 2004 2005 2005 2006 BUDGET ACTUAL ACTUAL ACTUAL ORIGINAL 2006 -VS- 2005 ~° RESULTS RESULTS RESULTS BUDGET BUDGET BUDGET CHGE $ 69$,977 694,617 819,61$ 710,000 948,000 $ 238,000 34% 644,995 650,035 531,973 $72,000 659,D00 (13,000) -2°k 1,187 1,006 1,529 1,000 1,200 200 20°k 0 75 1,430 65,000 2,500 (82,500) -97% 1,345,159 1,345,733 1,354,554 1,4fi8,000 1,610,700 142,700 10% 670,115 6$8,985 709,413 813,120 942,833 129,713 16% fi12,720 703,509 644,993 715,432 657,233 (56,199) -8°h 1,482,835 1,572,494 1,354,406 1,528,552 1,$00,066 71,514 5°~ $ (137,676) (226,761) 144 ~ (60,552) 10,634 $ ~-71,186 $ 12,356,253 14,051,759 14,733,657 16,155,935 14,737,504 $ (1,418,431) -9% 156,402 113,067 112,755 168,984 113,000 (55,984) -33°~ 122,226 182,946 296,452 130,000 203,831 73,831 57% 151,460 102,459 610,226 45,169 _ 111,479 66,310 147% 12,786,341 14,450,231 15,753,090 16,500,088 15,'165,814 (1,334,274} -8°k 2,602,239 2,753,441 2,741,404 2,878,098 3,125,203 7,873,309 8,261,641 7,590,230 8,198,645 8,161,961 663,632 353,490 943,204 5,464,200 537,800 2,068,483 167,388 321,524 968,390 2,758,200 2,563,844 2,783,273 3,586,587 3,662,775 3,593,553 15,771,507 14,319,233 15,182,949 21,192,1D8 18,17fi,717 (2,985,166) 130,998 570,141 (4,692,020) (3,010,903} 1,799,594 (2,$72,895) n!a n!a nla 6fi,924,437 65,738,865 62,996,968 62,996,968 63,567,109 $ 65,738,865 62,996,966 63,567,109 58,304,948 60,566,206 Sewage Works Expendtures S75 sso i~' other Revenue Irneatmant y S15 InCOnW ~ Reimhursernents for sat! E10 Cheryes for Services a5 247,105 9% (36,684) -0°h (4,926,400) -90°~ 1,789,810 185% (69,222) -2% (3,015,391) -14% $ 1,681,117 14,880,717 ® ^ebt service Csp;6e1 Projede - Waatev4aler ~P~ ProleCta - OPaalionat Coate _ weateweter Operetlonal caste - sew~e B-3 8 S9 2903 ACT 2004 ACT 2905 ACT 2095 BUr7 2008 BUO SO 2903 ACT 2004 AL`T 29[35 ACT 2006 BUO 2008 HUD THE CITY OF SOUTH BEND REVENUE AND EXPENDITURES -HISTORICAL COMPARISON (casts basis) CENTURY CENTER Revenue: Hotel /Motel Tax Rental Fees Catering Commissions Investment Income Other Revenue Total Century Cen#er Revenue Expenditures: Personal Services Supplies Other Services & Uses Total Century Center Expenditures Revenue Over I (Under) Expenditures Cash to Accrual Adjustment Equity Balance -Beginning of Year Equity Balance -End of Year Sa ~_ $2 Century Center Revenue S~ Century Center Expenditures Oltter Revenue i~ Irneetrnent IrKxxne N Catennp Cpmmieeipne ~ Ren6af Fees HOlel ! MOte! Tax a -Includes actual property taxes that were not collected until early 2005. 2003 2004 2005 2005 ACTUAL ACTUAL ACTUAL ORlGfNAL 200$ RESULTS RESULTS RESULTS BUDGET BUDGET $ 1,130,612 1,164,493 1,240,319 1,164,493 1,235,850 878,729 730,486 953,635 1,131,549 1,091,672 601,265 653,420 665,311 625,661 621,001 2,359 551 279 3 ,000 500 270,409 458,p78 250,034_ 148,350 150,012 2,883,374 3,007,028 3,109,578 3,073,053 3,099,035 1,714,756 1,922,662 1,806,035 2,017,722 1,931,917 98,139 96,343 85,449 121,695 121,695 1,075,690 1,098,924 1,082,394 1,044,654 1,017,005 2,88$,585 3,117,929 2,973,878 3,184,271 3,070,617 (5,211) (110,901) 135,700 (113,218) 28,418 (566,191) (343,752) n!a nla nla 15,638,669 15,067,267 14,612,614 14,612,614 14,748,314 $ 15,067,267 14,612,$14 14,748,314 14,499,396 14,776,732 2006 BUDGET -VS- 2005 % BUDGET CHGE $ 71,357 6% (39,877) -4% (500) -50% 1,662 1 27,982 1°10 (85,805) -4°~ 0 0% (27,849) -3% $ 141,636 _. Other ~Yt~ ~1 t~/3e8 Sui7Aliea Per80n8) SONiCei B-3 9 56 2003 ACT 2064 AC7 2005 ACT 2pp5 BUD 76D8 BUO SO 200.9 ACT 20W ACr 2006 ACT 2006 SUn 7008 aUf) FIVE YEAR FINANCIAL FORECAST The City's five-year financial forecast includes as its first year the actua12006 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 2006, 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. Throughout the years, anticipated revenues have generally been underestimated for budget purposes, and expenditure budgets have been underspent. 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 aftcr 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 2006. In beeping 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 ASSUMPTIQNS: • Property Tax Levies - increase 3.6% for 2007 and 0 for 200$ - 2010 per year Due to changes in Indiana Law, starting in 200$ property tax for property owners cannot exceed two percent of the gross assess value for the qualifying property. The estimated financial impact will be a loss of $6 million dollars of property tax revenue in 2008. • Auto and Commercial Vehicle Excise Taxes - I % increase per year • Payment in Lieu ofTaxes - 2.5% increase per year • Local Option Income Taxes - 2% increase per year. 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 the City from the State represents a minimum of 50% of the current year's total pension benefits paid by the City. B-40 Hotel /Motel Taxes ~ 2% increase per year far Century Center & Hall of Fame • Other taxes -range from no growth up to 3% 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 cast incurred to provide the service • Utility Fees -modest 2% per year growth {which assumes no rate changes} with a few exceptions: Solid Waste and Sewer Insurance Fees • 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 2% to 4.5% increase per year dependent upon year and contract • Health Benefits - 15% increase per year • Other Benefits and Personnel Costs - 3% increase per year • Supplies - 0% increase per year • Other Services - 2% 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 2006 plus any anticipated financing planned during 2005. • 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 io be made to determine haw 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 Excise and Other Taxes Intergovernmental Grants - Public Safety Charges for Services Payment in Lieu of Taxes {Utilities) Adminstrative Fees from Other Funds FinealFarteitures & LicenseslPermits Investrnent 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 Highvray and Streets: 2008 2087 2888 2089 2070 AVG BUDGET FORECAST FORECAST FORECAST FORECAST 4 YR GFfG 49,05$,785 50,824,901 46,fi54,598 45,654,598 46,654,596 -1.24/° 4,357,435 4,388,745 4,420,369 4,452,308 4,484,567 0.7% 370,000 44R,DDD 440,800 440,D00 440,000 4.7% 4,011,980 4,098,255 4,205,199 4,305,803 4,413,794 2.5% 2,634,265 2,905,122 2,977,750 3,052,193 3,128,498 2.8°~ 1,904,234 1,961,361 2,020,2D2 2,D80,808 2,143,232 3.1°~ 385,590 387,640 389,610 391,599 395,617 0.fi°h 300,000 300,008 300,000 300,000 300,000 0.0°h BOO,ODp 800,800 6DO,D00 600,000 600,000 0.0°k 1,728,500 1,72$,500 1,728,500 1,728,500 1,T28,50D 0.0% 65,558,889 67,fi34,524 63,736,226 64,005,809 84,288,807 -0.5% 26,498,900 27,135,847 28,173,838 29,171,607 30,202,165 3.5% 21,741,142 22,403,280 23,288,842 24,133,599 25,089,204 3.8°k 1,552,293 1,574,559 1,637,045 1,702,810 1,772,079 3.5% 679,823 691,945 712,124 733,179 755,165 2.8°k 17,000 17,000 17,340 17,887 18,041 1.5°k 50,489,158 51,822,631 53,829,188 55,758,882 57,836,654 3.6% Engineering Division 3,702,fi95 3,741,643 3,834,443 3,930,530 4,030,082 2.2% Traffic & Lighting 2,262,015 2,305,210 2,359,429 2,412,383 2,467,162 Total Highway 8 Streets Expenditures 5,964,710 8,D49,853 6,193,872 6,342,913 6,497,244 2.2% General Government: Mayor's Office 790,517 813,349 842,218 872,486 904,245 3.6% City Clerk's OiSce 316,300 325,310 336,892 349,045 361,808 3.6% Common Counal 351,416 359,680 371,680 384,256 397,460 3.3% Gontrollei'sDepartment 1,636,200 1,678,772 1,735,072 1,793,910 1,855,444 3.3% Lego! Department 887,906 914,518 94fi,9$8 880,959 1,016,527 3.6% Human Rights Commission 287,536 296,408 307,200 318,51 B 330,396 3.7°~ Total General Government Expenditures 4,269,975 4,3BB,R19 ~ 4,540,049 4,699,186 4,86S,88D 3.5°~ Cade En#orcement: Neighbortroad Code Enforcement Animal Central Junk Vehicle Cade Hearing Officer Unsafe Building Weights and Measures Total Code Enforcement Expenditures Culture & Rerxeatian: Morris Performing ARs Center Palais Royale Ballroom SB Regional Art Museum -grant Studebaker National Museum -grant Total Culture 8 Rec Expenditures Other: Comm & Economic t7evelapment -grant Youth Services Bureau -grant Total Other Expenditures Total General Fund Operating F~gsenditures Revenue Net of Operating Expenditures Gash Available on 111106 far Capital Expenditures Less: 2006 Capital Budget Funds Available for Future Capital Expenditures 1,340,109 1,372,202 1,414,561 1,458,863 1,505,232 3.1°/4 465,773 479,263 496,354 514,373 533,386 3.8% 71,678 73,703 76,394 79,233 82,228 3.7% 56,976 56,976 58,116 59,278 80,463 1.5% 195,000 195,000 198,900 202,878 206,936 1.5% 43,000 43,000 43,860 44,737 45,632 1.S% 2,172,536 2,220,144 2,288,1$5 2,359,362 2,433,877 3.0°k 856,407 875,141 903,141 932,424 983,072 3.1% 517,472 526,905 542,777 559,332 578,814 65,000 65,000 66,300 67,628 68,979 1.5% 206,179 208,179 210,303 214,509 218,799 1.5% 1,645,058 1,673,225 1,722,521 1,773,891 1,827,463 2.8% 978,121 75,000 978,121 75,000 978,121 76,500 978,121 78,030 976,121 79,591 0.0% 1.5% 1,053,121 1,053,121 1,054,621 1,056,151 1,057,712 0.1°~ 85,594,558 67,206,993 69,628,436 71,990,385 74,518,630 3.4% (43,669) 7,369,247 {6,000,000) 427,531 nla nla (5,892,210) nla nla {7,984,576) n/a nla {10,230,023) n!a n!a $ 1,325,578 427,531 X6,892,210) (7,984,576) {10,230,023) 8-42 THE CITY OF SOUTH BEND FIVE YEAR FINANCIAL FORECAST s56 3T6 S80 350 5+a 336 Sz6 5~0 m General Fund Revenue 2006 BUD 2067 FCT 2008 FCT 20°6 FCT 2010 FCT SPECIAL REVENUE FUNDS: PARK & RECREATION DEPARTMENT Revenue: General Property Tax Auto Excise and Other Taxes Charges for Services 1 User Fees Investment Income Total Park & Recreation Revenue Operating Expenditures: Park Administration Park Maintenance Golf Courses Recreation Potavratomi Zoo Non-reverting Recreation Special EventslEast Race Total Park & Recreation Operating Expenditures Revenue Net of Operating Expenditures Cash Available on 111106 for Capital Expenditures Less: 200fi Capital Budget Funds Available for Future Gapital F.,.xpenditures Park Department Revenue s45 540 56 ® Miwxllana0u9 ~0 Revenue ~ Ca61e N FranOhlae 570 Fe93 InveaUrienl aicon,e ~ FinealFor9a~rea a ~ Li°enaeelPernBte ~ Mminstrative Fees from Otl4er Funds ~ Payment in Lieu of faxes tuarsbeai o aw C Charges br 3enix~ea Ir~ryovemmeMal 390 GranEa - PuhWc Safely Aul6 ExOiae and ~ Otlfer Taxes General Property Tax 340 m 2gpa BUD 2067 FCr 2006 FCT 2000 FC'r 2040 FCT Olher Culhxe a Reaeafion C... Code F~rFOrtement General Highways sltarHB PubSe Safegr 2006 2007 2006 2009 20'10 AVG BUDGET FORECAST FORECAST FORECAST FORECAST 4 YR CWG $ 8,3$5,716 6,365,71$ 8,365,71fi 8,365,716 8,365,716 0.0% fi02,061 607,992 613,981 620,030 628,139 1.0% 3,762,366 3,875,237 3,991,494 4,111,239 4,234,576 3.1% 11,OOD 11,000_ 11,000 11,000 11,000 0.0°/6 12,741,143 12,859,945 12,982,191 13,107,985 13,237,431 1.0% 1,254,027 1,284,230 1,326,666 1,371,046 1,394,345 2.896 4,696,183 4,802,94D 4,950,820 5,105,535 5,187,165 2.6°~ 1,699,424 1,730,618 1,772,592 1,816,388 1,843,100 2.1% 1,53T,336 1,579,355 1,630,285 1,683,492 1,720,666 3.0°~ 1,719,729 1,758,362 1,609,081 1,862,144 1,893,361 2.5°~ 826,999 839,294 856,80q 874,799 884,371 1.8°~ 33,313 33,375 33,830 34,293 34,293 0.7% 11,767,011 12,028,174 12,380,073 12,747,696 12,957,902 2.5°k 974,132 831,771 602,118 360,288 279,529 811,497 nla n/a n/a nla (428,000} nla nla nla nla $ 1357629 831,771 fi02,118 360,288 279529 Peek Department Operating Expenditures 595 ~ '" B-43 General Fund Operating Fxpendlturee 2006 BUD 2007 FCT 2005 FCT 2000 F'C1' 20t0 FCr THE CITY OF SOUTH BEND FIVE YEAR FINANCIAL FORECAST MOTOR VEHICLE HIGHWAY FUND Revenue: State MVH Distribu#ion (Ges Tax) Charges far Services Interiund Transfer Total Motor Vehicle Highway Revenue Operating F~rpenditures: Street Dept Personal Services Street Dept Suppiies Street Dept Other Services & Uses Total Motvr Vehicle Highway Expenditures Operating Budget t7eAcik Cash Available!(Deficit) at Beginning of Year Projected Year-end Cash Balance sk S3 0 32 S1 COMMUNITY 8r ECONOMIC DEVELOP- MENT (ADMIN SUPPORT ONLY) Revenu@: Intergovernmental Revenue Staff Contracts Grants and Subsidies Other Revenue Total Comm 8 Econ Dev Revenue Operating Expendkures: Community Development Economic Development General Administration Total Camm 8 Econ Dev Expenditures Revenue Net of Operating Expenditures 2006 2007 2008 2009 2010 AVG BUDGET FORECAST FORECAST FORECAST FORECAST 4 YR CHG $ 3,334,631 3,267,938 3,202,580 3,202,58D 3,202,580 -1.0°~ 8,94D 8,940 8,940 8,940 $,944 0.0% 440,000 0 0 0 0 -25.0% 3,783,571 3,276,878 3,211,520 3,211,520 3,211,520 -3.8% 3,403,162 3,525,073 3,667,fi96 3,817,816 3,909,332 3.7°h 78,480 78,480 78,460 78,48D 78,480 0.0% 237,527 239,698_ 244,492 249,382 249,3$2 t2% 3,719,169 3,843,250 3,990,668 4,145,778 4,237,194 3.5% &4,402 {566,372) (779,148) {934,259) {1,025,674) (501,970) (1,068,342) (1,847,490) (2,781,749) $~,_, 64,402 (1,068,342 (1,847,49D1 (2,781,7_, 49) , (3,807,423 M.V.H. Revenue 8 Expandltures as s+ ~g i-•••' Stree! dept Other Services R Uses 39raetdepYSuppliea i ®Seeaf aepr Personal sarvioee Terar M1ry{ Revenue st ~ _ _ .......... 70 200e BUf7 201}7 FCT 20°9 FC'r 2908 FCT 2°10 FCT 2006 2007 za0a 2009 2010 AVG BUDGET FORECAST FORECAST FORECAST FORECAST 4 YR CHG $ 745,074 777,005 716,155 716,155 716,155 -1.0% SS6,D49 572,730 569,812 607,610 625,838 3.1% 1,475,617 1,016,540 1,145,393 1,216,564 1,291,121 -3.1°~ 3,500 3,50p 3,5p0 3,500 3,500 OA% 2,780,240 2,369,775 2,454,960 2,543,849 2,63fi,614 -1.3% 1,211,02p 1,245,232 1,288,895 1,334,606 1,363,104 3.1% 908,011 935,316 968,801 1,003,869 1,026,857 3.3% 661,211 681,615 70fi,fi3S 732,880 749,163 3.3°~ 2,780,242 2,862,162 2,964,331 3,071,355 3,139,123 3.2% $ _~2t (492,3 {508,371) ~27,5~ (502,509) 8-44 THE CITY OF SOUTH BEND FIVE YEAR FfNANCIAL FORECAST Community 8 Edon Development (CEO) Revenue s+ sx S1 HUMAN RIGHTS -FEDERAL PROGRAMS Revenue: Intergovernmental Revenue Total Human Rights -Federal Revenue Expendittxes: Personal Services Supplies Other Services ~ Uses Total Human Rights -Federal Expenditures Revenue Net pf Expenditures INTERNAL SERVICE FUNDS: LIABILITY INSURANCE RESERVE Revenue: Allocations from ether Funds Investment Income Other Revenue Total Liability fnsur Reserve Revenues Expenditures: Administrative Casts Workers Comp Claims General Liability Claims Fees & Premium Other Expenses Total Liability Insur Reserve E..xpenditures Revenue Net of Expenditures Llabtlity Insurance Reserve Revenue ss ~- sx y 0 CED Operating Fxpendlturw a1 ao _. zaoe two zaor Fcr zoos FcT sow FCT 2a1o PL`T ss [ OM1ar Revenue GrmllearM Subeitlbs StetFCoMreets ~ ~ Intelgpvemmantal Revenue E£ danerel Admslbtretion Eeonomb Devebpmmll Community [levebpmanE 2006 2007 20D8 2009 21110 AVG BUDGET FORECAST FORECAST FORECAST FORECAST 4 YR CMG $ 207,300 155,161 159,460 _ 163,904 168,497 X1.7% 207,300 155,161 159,460 163,904 168,497a -4.7% 82,281 84,791 $7,785 90,909 93,336 3.4% 2,$00 2,BOD 2,840 2,804 2,800 ^.0°>° 104,358 144,446 1D6,535 108,668 106,665 1.0% 189,439 192,036 ~ 197,119 202,374 204,801 2.D% $ 17,861 (36,876, ~_ 37,659 (38,4.7 (36,305} 2006 2pD7 2008 2008 2010 AVG BUDGET FORECAST FORECAST FORECAST FORECAST 4YR CMG $ 2,261,660 2,306,893 2,353,031 2,353,031 2,353,031 1.0% 21,OOD 21,420 21,848 22,2$5 22,731 2.1 °~ 59,$OR 59,$00 59,800 59,800 69,800 0.0°/a 2,342,460 2,388,113 2,434,679 2,435,116 2,435,562 1.0% 262,360 278,$96 288,671 29$,904 489,127 21.6% 829,000 829,000 845,580 862,492 $62,492 1.0°~ 659,800 672,996 686,456 700,1$5 700,185 1.5% 523,500 562,990 574,250 585,735 585,735 3.0% 67,660 67,660 69,013 70,393 ~ 70,393 1.0% 2,342,320 2,411,542 2,463,970 2,517,708 2,707,932 3.9% $ 140u _ 2( 3,429} ~29,29Q1 (82,592} X2,72,370} Llabilfly Insurance Reserve ExoandBu r9e sa Albcetione ~ from UM1er Funds klvesNlent `o N1°ome ® other Rairenue 31 ®AdminiatwUve Coate Wa~tcen Comp Cteima ® 6er1erel Liability Claims 1' Fees6 premium tN) Clher Expanses -~ 2406 9U~ 2047 FLT 2006 FCT 20w FCT 2410 FCT m zoos auo 2aoT Fcr zo4e Fcr saw FCr zolo FLT so zoos eun s44r FCT zoos F~cr taw >=cr zoio Fcr THE CITY OF SOUTH BEND FIVI' YEAR FINANCIAL FORECAST SELF-FUNE3EO EMPLOYEE BENEFITS Revenue: EmplDyor Contributions Employee CantributionlReimbursemt Investment Income Other Revenue Total Sel#-Funded Benefits Revenue Expenditures: Administrative Costs Service Provider Fees Pass Thor Employee Benefits Other Employee Benefits Flexitrle Benefits Health Claims Total Sal#-Funded Benefits F..~cpenditures 524 5,9 °, 314 O 310 /~ Revenue Net of Expenditures $sH-Funded Employee Bansffts Ravanus CENTRAL SERVICES Revenue: tabor Charges Parts Mark-up Fue4 Mark-up Print Shap Receipts Central Stores Allocation Radio Shop Allocation Other Revenue Total Cen#ral Services Revenue Operating Expenditures: Equipment Services Cen#ral Stores Print Shop Radio Shop Total Central Serv Operating Expenditures Revenue Net of Operating Expenditures S4 30 2006 2007 2008 2009 2010 AVG BU©GET FORECAST FORECAST FORECAST FORECAST 4 YR CWG $ 10,815,946 12,332,095 14,072,479 16,070,638 18,365,140 2,332,428 2,601,034 2,909,831 3,265,153 3,673,679 45,000 45,000 45,000 45,000 45,000 0 0 0 0 0 13,193,374 14,978,129 17,027,411 18,380,802 22,083,819 372,600 381,650 390,936 400,505 403,505 1,191,913 1,299,185 1,416,112 1,543,562 1,543,562 513,998 513,998 524,278 534,764 534,764 346,34D 346,340 353,267 360,332 360,332 565,D00 565,000 576,30D 687,826 587,826 10,200,000 11,116,932 12,116,350 13,206,676 13,200.,534 13,189,851 14,223,105 15,377,242 16,632,664 18,634,520 $ 3,523 755,024 1,650,169 2,746,137 5,449,300 8aM-Funded Employes BBnefns Expenditures 524 s29 pO,erRevemn s,e ifn~ehthnt Income M ~~xes ? Ste COnrntwli0nlFieim6unaemt =_ EmpbyarCorNibutiona 38 34 17.4% 14.4% nla n!a 16.6% 2.1 7.4% 1.0% 1.0% 1.0°1° 7.4°!° 6.5°10 38644.5% l5dminialretive Coale FlexiCb Benefde ptl,ar E[IIn9RBTi}e Illt PmsaThsu 6npbyea Ber,aR18 ® Service Provider Faea HeailhCteims zoos zoo? zoos zoos 2a1o AvG BUDGET FORECAST FORECAST FORECAST FORECAST 4 YR CHG $ 2,066,585 2,066,585 2,066,585 2,066,585 2,066,585 0.0% 420,560 420,560 420,660 420,560 420,560 OA% 35,047 35,047 35,047 35,047 35,047 0.0°~ 176,500 176,500 176,500 176,500 176,500 0.0% 90,742 90,742 90,742 90,742 90,742 0.0% 300,296 300,296 300,296 300,296 300,296 0.0% 91,747 91,747 91,747 91,747 91,747 0.0% 3,181,477 3,181,477 3,181,477 3,181,477 3,181,477 0.0% 2,650,235 2,730,883 2,83D,009 2,934,167 2,994,100 3.2% 82,082 84,434 87,312 90,324 92,276 3.1°~ 158,622 161,353 165,168 169,158 171,188 2.0% 290,438 299,688 310,694 322,304 328,604 3.3% 3,181,377 3,276,359 3,393,183 3,515,954 3,586,168 3.2°~ $ 100 {94,$62) (211,706) (334,477) (440~,691~ Central $srvlc~a Revenue 8 Expandftures 0 az 2008 BUD 2007 FCT 2p08 FCT 2009 FCT 2010 FC1 sa Red's shop Print8hop C s~en>roi scores sz o ®Equipment Senrioea ® ToE6i Gentra[ scores Revenue 30 B-46 2900 aUD 2067 FCT 2908 FGT 2009 FC1' 20t0 FCF 56 2008 6UD 2997 FCr 2005 FCT 2009 Fir 2019 FCr THE CITY OF SOUTH BEND FIVE YEAR FINANCIAL FORECAST CAPITA! I DEBT SERVICE FUNDS: STUDEBAKER CORRIDOR BOND Revenue: General Properly Tax Auto & Commeroial Vehicle Excise Taxes Total Studebaker Bond Revenue Expenditures: Debt Service -Studebaker Corridor Band Total Debt Service Expenditures Revenue Net of Deb# Service Expenditures COLLEGE FOOTBALL HALL OF FAME BOND Revenue: General Property Tax Auto & Commeraal Vehicle Excise Taxes Total Hall of Fame Bond Revenue 2D08 20D7 2D08 2009 2010 AVG BUDGET FORECAST FORECAST FORECAST FORECAST 4 YR CHG $ 585,427 0 0 0 0 35,305 0 0 0 0 820,732 0 D 0 6 330,660 0 D D 0 336,666 0 0 0 0 $ 290,072 0 0 0 0 $ 1,340,475 1,326,787 1,324,500 1,323,695 1,321,382 78,008 78,788 79,576 80,372 81,175 1,418,483 1,405,585 1,404,078 1,404,067 1,402,557 Expendituresa Debt Service -Nall of Fame Band 1,406,900 1,404,000 1,401,500 1,401,500 1,401,500 Total Debt Service Expenditures 1,446,904 1,404,000 1,401,500 1,401,500 1,401,500 Revenue Net of Debt Service Expenditures $ 11,583 1,585 2 576 2,567 1,057 COLLEGE FOOTBALL HALL OF FAME TRANSFER FUND Revenue: Hotel 1 Motel Tax $ 4$5,177 474,481 483,970 493,650 503,523 Professional Sports DevetopmentTaxlknterest 378,D00 383,400 390,948 396,647 4D6,56D Total Nall of Fame Bond Transfer Revenue 841,177 857,$81 874,918 892,267 910,022 Expenditures: Transfer M National Football Foundation Total Transfer F~enditures Revenue Net of Transfer Expenditures COUNTY OPTION INCOME TAX Revenue: County Option Income Tax Investment Income Total COIT Revenue 632,000 844,640 657,533 670,683 870,863 832,000 844,840 857,533 670,883 670,883 $ 209,177 213,241 217,385 221,813 239,339 $ 5,545,120 5,656,022 5,789,143 5,884,526 6,D02,216 120,000 120,000 120,006 120,000 120,000 5,865,120 5,778,622 5,888,143 6,D04,526 6,122,21$ Expenditures: Debt Service -Capital Lease Total COfT Debt Service F~enditures Revenue Net of Debt Service Expenditures Cash Available on 111168 for Capital Expenditures Less: 20D8 Capital Budget Funds Available for Future Capital Expenditures CUM CAPI"I'AL DEVELOPMENT FUND Revenue: General Property Tax Auto Excise and Other Taxes lrrvestmerrt lncameJOther Income Total CCDF Revenue Expenditures: Debt Service -Finance Leases Total CCDF Debt Service Expenditures 2,815,081 2,170,412 2,170,412 2,170,412 2,170,412 2,815,081 2,170,412 2,170,412 2,170,412 2,170,412 2,850,039 3,605,810 3,718,731 3,834,114 3,951,804 3,592,735 nla n!a nla nla (3,549,774) nle n!a nla n!a $ 2,893,000 3,805,610 3,718,731 3,834,114 3,951,804 $ 1,074,522 1,101,385 1,101,385 1,101,385 1,101,385 80,678 81,473 82,276 83,086 83,905 2D,ODD 20,DDD 26,000 20,000 20,000 1,175,200 1,202,858 1,203,681 1,204,471 1,205,290 449,950 0 0 0 0 449,950 0 0 0 0 Revenue Net of Debt Service F~enditures 725,250 1,262,858 1,203,661 1,204,471 1,205,290 Cash Available on 1!1106 for Capital F~penditures 1,459,078 nla n!a nla nla Less: 2006 Capital Budget (936,675) nla nla nla nla FundsAvailabfeforFu#ureCapitalExpenditures $ 1,247,853 1,2D2,858 1,2D3,B61 1,2D4,471 1,205,280 -25.0% -25.0% -25.0% -25A% -25.0% .25.0% -0.4% 1.0% -0.3% -0.1 % -0.1 % 2.1% 2.0% 2.0% 1.5% 1.5% 2.1 % 0.0°1° 2.0% nla Rla O.fi% 1.0% 6.0% 0.6% nla nla B-47 THE CITY OF SOUTH BEND FIVE YEAR FINANCIAL. FORECAST zoa$ zoo? zoos zaps zolo AVG CUM CAPRAL IMPROVEMENT FUND BUDGET FORECAST FORECAST FORECAST FORECAST 4 YR CHG Revenue: State Cigarette Tax Dis#ribution $ 375,106 363,863 352,937 342,349 332,079 -2.9% Other Revenue 200,000 200,000 200,000 200,OD0 200,D00 0.0% Total CCIF Revenue 575,106 563,853 552,937 542,349 532,079 -1.9% Expenditures: Debt Service- Century Center Bond 591,683 594,000 594,000 594,D00 694,OOD 0.1% Total CCIF Debt Service Expenditures 591,883 594,000 594,000 694,000 694,OOD 0.1% Revenue Net of pebf Service F-xpenditures (16,777) (30,f47) {41,063) (51,651) (81,921) Gash Available on 1111p6 for Capital Expenditures 231,686 nla nla nla nla Less: 2006 Capital Budget D nla nla n/a n/a Funds Available for Future Capital Expenditures $ 214,9D9 _ (30,147) ~ {41,063] ~ {51,651) 81 921 ECONOMIC DEVELOPMENT INCOME TAX Revenue: EconomicDevelopmtlnoomeTax $ 3,498,734 3,566,770 3,640,145 3,712,948 3,787,207 2.1°~ Investment Income 25,000 25,Op0 25,000 25,DD0 26,OOD D.0°k Other Revenue 138,D00 108,000 108,000 108,000 126,OOD -2.4°k Total EDIT Revenue 3,661,794 3,741,770 3,773,145 3,845,948 3,937,207 1.9% Operaling Expenditures: Grants and Subsidies for Econ Developmt 607,496 607,496 fi18,64fi 632,039 632,039 1.0% Debt Service -Various Bonds 2,715,387 2,784,116 2,771,988 2,759,573 2,759,573 0.4% Total EDIT Operating Expenditures 3,322,893 3,381,612 3,391,612 3,391,612 3,391,612 0.5% Revenue Net of Operating Expenditures 338,901 310,158 381,533 454,338 545,595 Gash Available on 1!1!06 for Capital Expenditures 483,749 nla nla n!a nla Less: 2006 Capital Budget {226,000) nla nla nla nla Funds Available far Future Capital Expenditures $ _ 596,650 310,158 381,533 454,336 545,595 EMS CAPITAL IMPROVEMENT Revenue: Charges farServiees $ 1,400,000 1,442,000 1,485,260 1,528,818 1,575,712 3.1% Investment Income 15,ODp 15,000 15,OD0 15,000 15,000 0.0% Other Revenue 11,800 11,600 11,800 11,800 11,SDD 0.0% Total EMS Capital Revenue 1,426,800 1,468,800 1,512,060 1,556,618 1,602,512 3.1% Expendkures: 1]ebt Service -Finance Leases 164,202 85,140 84,74D 84,332 84,332 -12.296 Callectian Fees 20,000 20,OOD 20,400 20,80$ 20,808 i.p% Interfund Transfer Eo General Fund 250,000 250,000 250,000 250,000 250,D00 0.096 Total EMS Financing Expenditures 434,202 355,140 355,140 355,140 355,140 ~.6% Revenue Net of Financing Expenditures 992,598 1,113,660 1,156,920 1,201,478 1,247,372 Cash Avalla171e on V1108 for Capital Expenditures 701,443 nla nla nla Na Less: 2006 Capita! Budget (911,597) nla nla nla n/a FundsAvailableforFutureCapitalExpenditures $ 782,444 1,113,660 1,166,920 1,201,478 1,247,372 PART( NON-REVERTING CAPITAL Revenue: Charges far Services 1 User Fees $ 268,000 276,040 284,321 292,851 301,fi36 3.1 Investment Income 4,000 4,000 4,000 4,000 4,pp0 0.0% Total Perk Capital Revenue 2T2,DD0 280,040 288,321 296,651 3D5,636 3.1% Cash Avallahle on 1/1!08 for Capital Expenditures 421,420 nla nla nla nla nla Less: 2006 Capital Budget (274,6pD) nla n!a n!a nla nla Funds Available for Future Capital Expenditures $ 418,920 280,040 288,321 296 851 305,$36 B-48 THE CITY OF SOUTH BEND FIVE YEAR FINANCIAL FORECAST LOGAL ROADS AND STREETS (Speciai Revenue Fund used 4or capital purpasea] 2006 2007 2008 2009 2010 BUDGET FORECAST FORECAST FORECAST FORECAST Revenue: State Gas Tax Distribution Investment Income Total LRSA Revenue Cash Availabie on 111!06 for Gapi#al Expenditures Less' 2006 Capital Budget toffiI CapltrtiDsM Service Funds Revenue Funds Availabie far Future Capital Expenditures 356 340 330 c 3zo sm TRUST 1 AGENCY FUNDS: FIRE PENSION FUND Revenue: State Pension Re1ieF Funds General Property Tax Auto Excise and Other Taxes Employee Contribution General Fund Transferlinterest Total Fire Pension Revenue Expenditures: Adminislrative Casts Death Benefi#s Paid Pension Payments -Retiree 8 Dependents Total Fire Pension Expenditures Budget DeficitlOverage Cash Availabie at Beginning of Year Projected Yearend Cash Baiance $ 3,113,005 10,000 3,118,831 10,000 3,118,831 10,000 3,118,831 10,p00 3,118,831 10,000 3,123,005 3,128,831 _ 3,128,831 3,128,831 3,128,831 3,146,004 nla nla nla nla (3,023,000) nla nla nla nla $ 3,246,009 3,128,831 3,128,831 3,128,831 3,128,831 0 Odxr Kevenue ~ hrxestrnent InCprt~e Charges for .9er{rIOBe / User Fees ~ t=pOflWntC Devebpmt Income Tax Courey ~n !Rooms Fm[ i~ i ~ cigerem rex Dfetri6utlon i State Gee Tax Distribution Aub Fxdee 3 Fin'f IMtihtion Taxes t~erai Property Tax Total CepitaUDebt Service Funda Expendtturea spa --~ 540 S30 0 320 Si0 r->.~ :. k e0 ? .~~. --tom, 1 ~ !; zoos suD zoar F'CF 200e FCT 2004 F'Cr 2p1o Fct AVG 4 YR CHG 0.0% o.a% D.0°1n nla n!a FDnda Available br Capital ~ plher FxperldlbAfe6 Granteand Subsidise for Fxronomio P^a Peyn,ents on F~usting C1etk 2605 CepMel audpet 2006 2007 2008 2009 2010 AVG BUDGET FORECAST FOREGAST FORECAST FORECAST 4 YR CHG $ 2,667,766 2,870,000 2,950,000 3,000,000 3,013,000 1.3°h 1,55fi,681 1,609,608 1,609,608 1,609,608 1,609,608 0.9% 112,129 113,234 114,349 115,476 116,613 1.0% 19,584 16,646 14,149 12,027 10,223 -11.9% 1,105,000 9,132,500 1,160,688 1,189,580 1,219,194 2.fi°h 5,661,160 5,741,988 5,848,795 5,926,691 5,968,639 1.4°10 18,216 18,218 18,645 19,152 19,577 1.9% 72,000 72,000 72,000 72,000 72,000 0.0°~ 5,493,531 7,633,005 5,832,746 6,039,410 Q253,307 3.5°/a 5,583,749 7,723,223 5,923,391 6,130,562 6,344,884 3.4% 77,411 (1,981,235) (74,596) (203,871) (376,246) 1,548,435 1,625,846 {355,389) (429,985) (633,856) $ 1,625,846 {355,389} ~~{429,985} {833,856 (7,010,102} -~9 2006 BUD 2007 FCT 2008 FCT 2008 FCT 2010 FCT THE CITY OF SOUTH BEND FIVE YEAR FINANCIAL FORECAST POLICE PENSIOFI FUND Revenue: State Pension Relief Funds General Property Tax Auto Excise and Qther Taxes Emptoyee Contribution Transfer from General Fund Total Police Pension Revenue Expenditures: Administrative Casts ©eafh Benefrfs Paid Pension Payments -Retiree 8 I]ependents Total Potioe Pension Expenditures Budget Deficit Cash Availablal(Deficit} at Beginning of Year Prajeded Yearend Cash Balance Fire Pension Expenditures s8 i7 !i~ General Fund ~ ~ ~~ TransforAn1ereat t~. Ern '.. Co ~n ~ puao ~oeiae and ~ Other Tawa9 _ yl C,eneret Property Tax iiil $180e l5ene10R ~ ReliefFunde '. zo os euD 200 FcT zoos reT 2009 ~ 20tD w'cr t Admrc~ieh'aUve Coaffi t]eatle senerim PaM Pensbn PaymeMa - Ra6rea 8 Oependersa 2006 2007 2008 2008 2010 BUDGET FORECAST FORECAST FORECAST FORECAST $ 2,928,431 2,927,006 3,069,000 3,097,000 3,063,000 1,398,129 1,445,665 1,445,665 1,445,665 1,445,885 100, 551 101,541 102,542 103, 552 104, 572 39,200 33,320 28,322 24,074 20,483 1,300,000 1,332,500 ~~ 1,385,813 1,399,958 1,434,957 5,764,311 5,840,027 6,011,342 6,070,249 ~m~6,068,657 12,02.2 12,022 12,282 12,591 12,856 72,000 72,000 72,000 72,000 72,000 5,612,861 7,743,471 5,947,043 6,157,898 6,469,068 5,69fi,883 7,627,493 6,031,325 6,242,289 6,553,924 67,428 (1,987,466) (19,983) (172,040} (485,266) 842,840 910,268 (1,077,198) (1,097,181) (1,269,221) $ 910,2$8 (1077,198) (1,097,181) (1 269,221) ~(1 7544E 87Z i~ ~ Employee ~ Corrtri6uWn Auto F xcise .. and Otlrer ~ Tmrea ~ TransTer ° St fmm General fund General ~ Prepertyr Tan ® SraES Pension ~ Relief Funds i7 f0 2006 BUD 2D07 FCT 200e F'CT 2009 FCT 2010 FCT B-50 AVG 4 YR CHG 1.2% 0.8°k 1.0°k -11.9°~ n!a 1.3°~ 1.7°k 0.0% 3.8% 3.8°~ I~ Administrative Coale ~ Ueath 9eneete Pala ^ Pension Payments - Retiree 8 OependerNe Polka Pension ExpsndiGrrea Fire Penalon Revenue Pollee Penelon Revenue THE CITY OF SOUTH BEND PERSONNEL SUMMARY ___ zoos 20115 Zoos eua~tea errdgeted B,rdgetea FTE FTE FfE GENERAL GOVERNMENT MAYOR'S OFFICE Mayor 1 1 1 Assistant to the Mayor 3 $ 3 Direciararial Services 1 1 1 S~~Y V 1 1 1 Secretary N 1 1 1 Director -Community Affairs 1 1 1 Events Coordinator -Community AffalrsJMeycr 1 1 1 Manager of Spew ProjecEs 1 1 1 Total Maya"a Ol1€ca 10 10 10 CITY CLERIC'S OFFICt= City Clerk 1 1 1 Chief Deputy City Clerk 1 1 1 Deputy City Clerk 1 1 1 Ordinance Vitiations Clerk 1 1 1 Secretary V 1 1 1 Tots! City Clerk's ONice 5 5 5 COMMON COl1NCIL Gouncil Members (pert-time positions) 9 9 9 Tohl Gammon Council 9 f) !# ADMINISTRATION ~ FINANCE C;ily Controller 1 1 1 Ekreclor of City Finance 1 1 1 Director ct Budgeting & Finanaaf Reporting 1 1 1 Information Technology [~lreGtd' 1 1 1 Wuman Resources Director 1 1 1 Manager a<Safely 1 1 1 Purnhasing Manager 0 0 1 Wuman Rights Director 1 1 1 Direetnr-Financi~Services 0 1 i F ~~* 0 1 1 Auditor Ill 3 3 3 Aud$arll 1 1 1 System Specialist N 2 2 2 System Specialist Ill 1 1 1 System Specialist Ill Z 2 2 System Specialist I 1 1 1 Personnel Speaalist N 1 1 1 Benefits Manager 1 1 1 Personnel Spedalist 111 1 1 1 Intake Osioarllnvestigator i 1 1 Investigator V 1 1 1 Investigator N 1 1 1 lnvesflgalar II 2 2 2 Administrative Assistant 1 1 1 Secretary V 2 2 2 Secretary II 1 1 1 Total A~nlnlatratlon 8 Floance 29 31 32 t.EiaAL t7EPARTMEN'i City AEtomey (part-fame) 1 1 1 CtiieF Assistant City Attorney (part-time) 1 1 1 Assistant City Altomey 4 4 4 Pg~ 1 1 1 Deputy City Attorney tll (part-time) 2 2 2 Deputy City Attamey N (part-time) 1 1 1 ENficdAdminiatrativelFiscal Manager 1 1 1 Claims Adjuster 1 1 1 Cdledldl SpeCiadisl 1 1 1 S~rY V 2 2 2 Tate! Legal DapartrnerH 15 16 1S TOTAL GENERAL GOVERNMENT t38 70 71 P~j8L1C SAFETY POLICE DEPARTMENT ~~ 1 1 1 Division Chief 4 4 4 Captains 13 13 13 Lieutenants 25 27 27 Ser9~nis 74 78 78 ~p~s 133 127 127 B-S ~. THE CITY OF SOUTH BEND PERSONNEL SUMMARY xoos xoos zoos Budgeted 13udgetad Budgatad FTE FTE FI'E Patrdmen 8 11 11 Director - Flnandal Services 1 1 1 Progn3medAnatyst II 1 1 1 ~ ProgramedAnayst I 1 1 1 Dime Anaysl 1 1 1 Auditor N 1 1 1 Auditor ill 1 1 1 Film Processor 1 1 1 Administra6va Assistant 1 1 1 Secretary V (t4on-Bargaining) 7 $ $ Senior Property/Evidence Custodian 1 1 1 Evidence Teohnipens 2 1 1 Public Infamatign Officer U 1 1 FingerprintlPhoto Tech 1 1 1 Public Assistance Clarks 8 $ 8 P.M. Coordinator 1 1 1 Research & Planning Assistant 1 1 1 DatafRecesds Coadinata 1 1 1 Data Entry Speciafisi I] 5 5 5 CouR Liasan 1 1 1 Clerk Terminal Operator 9 9 9 DatalAlam Coesdinates 1 1 1 Crossing Guard Captain 1 1 1 Crossing Guard (based upon 31 pat-time positrons) 10 10 10 Total Police Departmentrt 315 317 317 COMMUNICATION CENTER Drredor ~ Canmunicaaon 1 1 1 Assitant Director of Communication 1 1 1 Cammunic~tlon Speaadist 25 25 25 Canmunication Superintendents 4 4 4 Total Communication Center 31 31 31 FIRE DEPARTMENT Fire ChieF 1 1 1 Assistant Chief 4 4 4 Beltelion ChieF 8 8 8 Captains 57 57 57 Anion Investigator 2 2 2 Inspector 4 4 4 Paramedic Lieutenant 21 21 21 Pump Engineer 48 48 48 Engineer 84 84 84 Firefighter 1st Class 1$ 18 18 lnstrudor 1 1 1 Auditor II 1 1 1 Auditor I 2 2 2 A~nting Clerk Iil 2 2 2 E)EIiCB Manager 1 1 1 General Maintenance 1 0 0 Maintenance Foreman II 1 0 0 P. M. Coadinala 1 1 1 Total Fire Department 257 255 25S Bt1fLf7fNG MTCE FOR POLfCE 8 FIRE DEPT Building Engineering 1 7 t Building Maintenance Man 1 1 1 Building Janitors 4 5 5 Total Building Mtca Tnr Police ~ Fire Dspt B 7 7 TOTAL PUBLIC SAFETY sas s1a s1o CODE ENFORCEAAENT flirec:tor -Cade Enforcement 1 1 1 Administrative Services Director 1 1 1 ChieF Inspeda 1 1 1 Inspedes N 9 9 9 Audits N 1 1 1 Secretary V 3 3 3 Secretory N 3 3 3 Operates III 1 1 1 taeniesAnimal Contrd O~iosr 1 i 1 Animal Contrd Ofioers 4 4 4 Animal Contrd Assistant 3 3 3 TOTAL CODE ENFORECMENF 28 2a 28 8-52 THE CITY OF SOUTH BEND PERSONNEL. SUMMARY __. zoos zoos zoos Budgeted Budgeted Budgeted F'7'Ir FTE FTE PARK AND RECREATION mm PARK ADMINISTRATIQN Parka Superintendent 1 1 1 Director of Administrative Services 1 1 i Direrdor of Finanaal Services 1 1 1 Auditor III 1 t 1 Auditor ll p p 2 System Spedalist -Departmental 1 1 1 S'V 1 1 1 Seamy N 1 1 1 Director c3 Marketing 1 1 1 Spetidist Marketing & Promotions 1 1 1 Super~tendenY V 1 1 1 Paris Pdis3 It 3 3 3 Total Park Administratlon 15 15 15 PARK MAINTENANCE Maintenarce Superintendent 1 1 1 Superintendent V 3 y ~ Forester 1 1 1 Stockroom Coordinator 1 1 1 Pod & Rink Engineer 1 1 1 Otfiae Manager 1 1 1 Fleet R Safely Coordinator 1 7 1 Foreman V 1 1 1 Carpenter II 4 4 4 Carpenter I 1 1 1 Plumber IV 2 2 2 Painter N 2 2 2 Electridan 1 1 1 Mason 1 1 1 Welder 1 1 1 Hi-Ranger Group L~der 2 2 2 Weavy Equip. Operator II 3 3 3 Huger Operator 3 3 3 ~~ N 2 2 2 Group Leader & 6 B Courier 1 1 1 Athletic Field Maintenance 2 2 2 Grower ill 1 1 1 Operator it 3 3 3 Operator I 2 2 2 Head Custodian 4 4 4 Skilled Laborer i 1 1 Buiklfng Maintenance Custodian & Labor 1 1 1 Generd Laborer 4 4 4 Total Park Maintenance 57 SB 56 GOLF DIVISION Din~tar of Golf 1 1 1 Gait Course Manager 1 1 1 Golf CourselRink Manager 1 1 1 Supt. III/Head Greenakeeper 1 1 1 Greenskeeper 2 2 1 Assist~t Greens Superintendent 2 2 2 Assistant Golf Manager 1 1 1 Mechanic N 2 2 2 Gdf Equipment Operate 2 2 2 Total Gwt dlvisiorr 18 7S 1z RECREATION DnnslaN Rerneatinn Director 1 1 1 Assistant Recreation Director 1 1 1 jAtteletic Supervisor 2 2 2 At Risk Youth Supervisor 1 1 1 Program Supervisor 2 2 2 Coordinator-Events 2 2 2 Academic Coordinator' - IGng Center 1 1 1 Coordinator - Violence Prevention It 1 1 1 Wealthy Seniors Coordinator 2 2 2 Aeademic Coordinator -LaSalle Center 1 1 1 Coordinator- Violenee Preven6an I 1 1 1 Youth Sports Coordinator 1 1 1 Rum Village Directs' 1 1 1 Rum Village NaturalisE 1 1 1 Senior Citizens L~der 1 1 1 B-53 THE CITY OF SOUTH BEND PERSONNEL. SUMMARY _._. goal zoos ztws eudgated t9udgeted Budaetad FTE FTE FI'E ToFal Rocreatlon Chrlalon 19 19 ig ZOl] DIVISIl7N Zoo Direcdor 1 1 1 Zoo Veterinarian 1 1 1 Markehing r£ Education Curator 1 1 1 Olfioe Manager 1 1 1 Buitding and Shucttrca Maintenance 1 1 1 Veterinarian Technician 1 1 1 Zoo Keeper N 3 3 3 Zoo Grounds Maintenance 1 1 1 Zoo ICeePer II 2 2 2 Dietic~n 1 1 1 Florist 1 1 1 Grower III 1 1 1 Grower tl 1 1 1 Growerk 1 1 1 Zoo ICeeper I 3 3 3 TotaE Znn Divlslvn 20 20 20 TOTAL PARK AND RECREATION 12a 123 122 C MM C DEVEL P T F.xadrti+re D'+rec~or - CED 1 1 1 Director of Ecaiomic Development 1 1 1 Assistant I]irectars 2 2 2 Communtty & Economic Development Specalist Senior 2 2 2 Community & Economic Development Specialist VI 4 a 4 Community & Economic Oeuelopment Specialist V 1 1 1 Community ~ Economic development Specalist N 1 1 7 Community & Economic gev~eiopment Speci~ist II 1 7 1 Community & Economic Development Spacalist I 1 1 1 5r. Community 8 Economic Development Spedalist 2 2 2 Senior Housing Specialist 1 1 1 Housing Specalist VI 2 2 2 Housing Specalist V 2 2 2 Office Manager 1 1 1 Director of Planning 1 1 1 Assistant Direda -Community 8 Economic Dewalop. 1 1 1 Planner N S $ B Director of Community Development 1 1 1 director F&PM 1 1 1 FiscalOfGeer 2 2 2 Projecx Analyst VII 1 1 1 Project Analyst VI 1 1 1 Auditor Ilt 1 1 1 Auditor Ilt 9096 1 1 1 Administrative Assistant 1 1 1 SecxetaryV (One part-time positron) 2.5 2.5 2.5 Project Coordinator {part-time position) 0.5 0.5 0.5 TOTAL COMMUNITY & ECON DEI/ELOPMT 42 42 42 ENGINEERING City Engineer 1 1 1 Assist City Engineer 1 1 1 Public Construcdan Manager 1 1 1 G.I.S. (Geographic Infannatian Systems) Manager 1 1 1 Public Works Safisty Coordinator 1 1 1 Senicr CAd Specialist 1 1 1 Permits Manager 1 1 1 Project Inspector II 1 1 1 Project Inspector I 2 2 2 Engineer Inspedars 2 2 2 Customer Service Coordinator 1 1 1 Locators 2 2 2 Senior G.k.5. Specialist 1 1 1 FiscalOtficer 1 0 0 Secretary of the Board 1 1 1 Secxetary V 2 2 2 S N 0 0 0 TOTAL ENGINEERING 20 19 79 STREET DEPARTMENT Director Manager 1 2 1 2 1 2 8-54 THE CITY QF SCUTH BEND PERSONNEL SUMMARY ztx~ zoos zoos Budgeted errdgetad I~peted FfE FTE FfE Superintendent V 1 1 1 Forman V[ 6 B 8 Fisch Otl'rCer 0 1 1 Auditor IV 1 D 0 Auditor it 1 1 1 Heavy Equipment it 13 13 15 Equipment Operator III 10 10 10 E uipment Operates II 36 36 29 Tt7TAL STREET DEPARTMENT 71 71 BB TRAFFIC & LIGHTING Manager of Traffic 1 1 1 Operation Technican 4 4 4 Signs Technician 1 1 1 Group Leerier 1 1 1 Sign Artist 1 1 1 Signal Technican it 3 3 3 TOTALTRAfFIC&LIGHTtNGDEPARTME[YT 77 71 11 WATER WORKS Dirador 1 1 1 Director at Finance 1 1 i Director of Distributions 1 1 1 Nelvroric Engineer / 1 1 Dimctor of TrBatrnent 1 1 1 Water Quality Speoi~ist 1 1 1 Utilities System Spacaalist 1 1 1 Assistant Oirector of I]istribudon 2 2 2 Assistant Oirector vt Trt~trnent 1 1 1 Special Projects Coordinator 1 1 1 Customer Service Manager 1 1 1 Water Treatrnent Operator-PF 3 3 3 Qu~ily Assurerrce Treafrnenf Technican 1 1 1 QuatilyAsauranoe Distribution Technician 1 1 1 Engineer~g Aide N 1 2 2 Data Procesear Supervise 1 1 1 Customer Service Supervisor 2 2 2 Distribution Records Drafter 1 1 1 Auditor IV 3 3 3 Auditor III 3 3 3 Auditor I 1 1 1 Aeeountig Clerk IV 1 1 1 Coordinator Water Special Projects 1 1 1 AAaintenanoe Tech li 2 2 2 M~ntenance Tech I 1 1 1 Group Leader 0 1 1 Feld Repairllnspedorlll 2 2 2 Wield Repatrllnspeetrx tl 2 2 2 Field Repatrllnspector i 4 4 4 Mater Serviceman IV 13 11 11 Clerklpispatchar III 3 3 3 Job Leader 5 5 5 Heavy Equip Operator I 3 3 3 Heavy Equip Operator II 1 1 i Operator III 1 1 i Operator II 4 4 4 Operator I 1 1 i Machinist 1 1 1 Customer Service Rep Lead 1 0 0 Customer Service Rep Senior 8 7 7 []eta Processor 2 2 2 Janitor 1 1 1 Shut Olt Clerk 1 1 1 CourierlSupply Clerk 0 1 1 TOTAL. WATER WORKS 87 Bt3 86 SEWAGE WORKS SEWERS Manager 1 1 1 Superintendent IV 2 2 2 Axarntlng Cleric IV 1 1 1 Job Leader 5 5 5 Heavy Equipment 10 10 10 Equipment Operator fll 4 4 4 Equipment Operator it B 8 6 B-55 THE CITY OP SOUTH BEND PERSONNEL SUMMARY 2004 9ud atad 2006 Bud eted 200tt Bud eted g FTE g F'fE g FfE Total Sswrra 29 29 28 WASTEWATER Salary Director of Public works 1 1 1 Division Director 1 1 1 Director -wastewater 1 1 1 Dlreda -wastewater Maintenance 7 1 1 blrectes - wastewater operatic, 1 0 0 Superintendent V 2 3 3 Superintendent IV 0 0 0 Superintendent 111 0 0 0 Superintendent dl (Sewer Insurance) 1 1 1 E=fiscal Officer 1 1 1 Compianoe officer fa 0 1 Secretary V 2 0 0 Systems Spadalist-Depertrnental 1 1 1 Pretreatment Coordinates 1 1 1 ChemiaNSa~y Officer 1 1 1 Chem~t 5 5 4 City Engineer 1 1 1 Assistant Superintendent I 1 1 1 Engineer Inspects 1 1 1 Secretary V 0 0 1 Administrative Assistant (Sewer Insurance} 1 1 1 Salary Total 23 21 22 HouHY SeniorOperatess 9 9 9 General Operators B 5 5 Maintenance Lead 1 1 1 Maintenance Repair IV 3 4 4 Maintenance Rep~r Ill 2 0 0 Mt~ntenance Electrician V 1 1 1 Job Leader 1 1 1 Equipment operates I 1 1 1 Sanitation Operator 2 2 2 Litt Station Maintenance Repair II 2 2 2 Cso Repair u 2 2 z Flr~vy Equipment Operator I 3 3 3 Hearty Total SS 31 31 ToTaL sEwat;E wol~lcs ss st s2 CENTRAL SERVICES Director Centre Services 1 1 1 Marrager of Equipment Services 1 1 1 Purchasing Manager 1 1 0 Malntanence Mechanic Supervise 4 4 4 Superintendent it 1 1 1 Farernan IV 1 1 1 Frscal OtAed' 1 1 1 Audits HI 1 1 1 Inventory Contrd Technician 11 1 1 1 SeaetaryV 1 1 1 Printshop Manager 1 1 1 Print Shop-Ter~nician 1 1 1 Director of Communiraflnn 1 1 1 Radio Techniclart Ill 1 1 1 Radio Techniaan II 1 1 1 Radio Technician ! 1 1 1 Mechanic V 12 12 12 Mechanic IV 8 8 8 Madtinist V 2 2 2 Sodyman V 3 3 3 Parts Clertc 1 2 2 2 Parts Clerk II 1 1 1 Parts Runner 2 2 2 JarritalLaborer 1 1 1 TOTAL CENTRAL SERVICES 50 g0 49 50LI~ WASTE Salary Manager operatlesr 0 1 1 Superintendent IV 2 1 1 Fesaman VI (Cods Enforcement} 1 1 1 8-56 THE CITY OF SOUTH BEND PERSONNEL SUMMARY __._._-- 2604 2005 2008 Budpetsd Budgeted Budgsted FTE FTE PTE Audffa II 1 1 1 Secretary V 0 1 1 Splary Total 4 5 5 Hourly Drivers 18 17 17 Pidrer II 0 0 0 Operetar Ill (Code Enforcement) t3 S 8 Job Leader 1 1 1 Hourty Total 27 28 2B TOTAL 80tID WASTE 31 31 31 E#UILdING DEPARTMENT Building Commissioner 1 1 1 DesignlPlan Review5pecictist 1 1 1 Assistant Zane Administrate 1 1 1 Zoning Speaalist 1 1 1 Fiscal Officer 1 1 1 Inspeeta Vl 11 11 11 Secretary N 4 4 4 Administrative Assistant 2 2 2 TOTAL BUILDING DEPARTMENT 22 22 22 NTI N NA CENTURY CENTER Executive Directs 1 1 1 Director Events Services 1 1 1 Events Cocrdinata 2 2 2 Building Engineer 1 1 1 Directs Marketing & Sales 1 1 1 Sales Manager III 2 2 2 Saaelary N 7 1 1 Secretary III 1 1 1 Director Finance 8 Personnel 1 1 1 Auditor Ill 1 1 1 Directs Administrative ServlceslNelvrarlt Administrator 1 1 1 Secretary of the Board 1 1 1 Engineering Aide N 1 1 1 Engineering Aide III 1 1 0 Martager Sat UplHousekeeping 1 1 1 Director of Media Services 1 1 1 Manager of Media Services 1 1 1 Media Service Technician 1 1 1 Sales Assistant 1 1 1 Assistant Building Engineer 1 1 1 Set Up III 6 & B Housekeeping I 3 3 3 Group Leader 1 1 1 Utility Per'sd'r 1 1 1 General Labor 1 1 1 Groundskeeper 1 1 1 Total Century t:erKer 35 35 34 PALMS RAYALE BALLROt7M Executive Director 0.33 0.4 0.4 FecflitylStage Manager 0.25 0.4 0.4 Assistant Directs 0.25 0.4 0.4 Auditor N 0.2 0.4 0.4 SalellOperation Manager 1 1 1 Assistant Saes 1 1 1 SAY V 0 0 0 Engineering Aide 1 2 2 Custodian 1 0 0 Total Petals Royale Ballroom 5.03 5.8 5.8 MORRIS PERFORMING ARTS CENTER •: Executive Directs 0.67 0.8 0.6 :Auditor N 0.8 0.& 0.6 Audits II 0 0 0 Event Operation Manager 1 1 1 Box OfCrce Manager 1 1 1 FedlitylStape Manager 0.75 0.6 0.8 Assistant Director 0.75 0.8 0.8 Custodim~ 1 1 1 Adminis#rativa Assistant 1 1 1 8-57 THE CITY OF SOUTH BEND PERSONNEL SUMMARY zao4 zoos sops eudgstad eudgated auagated FTE FTE FTE Box O1fioe Aetorrn6ng Assistant 2 2 2 Bax Office Assistant 0 0 0 Engineering Aida tll t 1 1 En ineerirtg Aide E p p p Total Molls Ferfortning Arta Center 8.97 9.4 $.4 TOTAL CONVENTIpN ANO EVENTS MGMT so.op SO.oo a9.po TOTAL CffYWI~E 1298.00 1294.00 72$8.po Staffing by Department in 2046 2.0% Genvenhhn 8 Events Mgmr sore wears ~ s.o% 3.7% _. _.._. ... ~_, Central Services 5.0% - Sevrege YVOrks 8.5% Cenmunry 8 Econ DevelhpmeMf 42% ~ Code Enfp~emen! 2.7% General CDYBmn~eA[~ 5.eac __ Public Se(ety 80.6% -~~ ~ . 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 simmply 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 far performance based budgeting. It allows each City program's staff to identify the clients they serve, to describe the changes they wish io 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 ar 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 maybe 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 C-1 staff manages the activities of the incarcerated population -- enforcing schedules, providing 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, ar 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 ar 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 fallow 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 C-2 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 individual tutoring sessions engaged.) Outputs are the things that all programs track and benchmark annually in arder 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, autcomes 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 specif c 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 r~rodel is simply a format far 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 autputs (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. C-3 GOAL C: 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 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 fnancial 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 alI 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 mare performance based budgeting more useful but that it will also qualitatively enrich the lives of the City's residents. Following this introduction is a table of contents for this section which has been included to provide easy access to specific department logic models. The table of contents is followed by a citywide organizational chart which provides an overview of all city functions. The remainder of this section is divided by department. Each department begins with an organizational chart and then is followed by program budgets. These budgets are summarized by major budget C-4 classification (first by funding source and then by individual program) and include both 2006 and 2005 budgets as well as 2005 and 2004 actual costs for comparative puzposes. Logic models for all programs follow their respective program budget summaries. C-5 The City of South Bend Department/Division 2006 Program/Performance Based Budget Table of Contents City Organizational Chart ...................................................................................................... C-10 Elected Officials -Organizational Chart ..........................•---•--•---...................--•--......--•--•--.... C-11 Program Budgets ........................................................................................................ C-12 Mayor's Office -City Administration ....................................................................... C-14 Mayor's Office -Communications and Public Relations ......................................... C-19 Mayor's Office Education and Youth Issues .............................. ......... C-22 ................... City Clerk -Linkage Between Residents and Local Government ............................. C-24 City Clerk -Ordinance Violations Bureau .......................................•--•--................... C-26 Common Council Municipal Legislation/Resident Representation ........................... C-28 Administration and Finance Department -Organizational Chart .......................................... C-30 Program Budgets ........................................................................................................ C-31 City Finance/ Budgeting and Reporting ..................................................................... C-33 Human Resources ................................................................•-----•--•-----•---------•--.-........ C-37 Information Technologies .......................................................................................... C-41 Purchasing .................................................................................................................. C-43 Safety & Risk Management ....................................................................................... C-45 Benefits Management ................................................................................................ C-48 Human Rights ............................................................................................................ C-51 Legal Department -Organizational Chart .............................................................................. C-53 Program Budget ......................................................................................................... C-54 City Legal Services .................................................................................................... C-55 Police Department -Organizational Chart ............................................................................. C-60 Program Budgets ........................................................................................................ C-61 Police Chief's Office/Administration ...................................................................... C-64 Technical Services Division ...................................................................................... C-65 Crime Prevention ....................................................................................................... C-72 Records Bureau.---.......-• ................•--.......................................................................... C-74 Communication Center .............................................................................................. C-76 Training Bureau ......................................................................................................... C-79 Community Relations Division .................................................................................. C-82 Liaison Mental Health and Geriatric/Adult Protective Services ................................ C-8S Uniform Patrol Division ............................................................................................ G87 Traffic Division ...............................................•------.......................-•--------...........-------- C-90 Investigative Division .............................................................................................. C-94 Metro Special Operations Section (MSOS) ............................................................... C-96 Neighborhood Enforcement Service Team (NEST) .................................................. C-98 C-6 Fire Department -Organizational Chart ................................................................................ C-100 Program Budgets ........................................................................................................ C-101 Administrative Services ............................................................................................. C-103 Fire Prevention ........................................................................................................... C-105 Firefighting Operations .............................................................................................. C-109 Emergency Medical Services ..................................................................................... C-114 Code Enforcezx~ent Department -Organizational Chart ......................................................... C-117 Program Budgets ........................................................................................................ C-118 Environmental Standards Enforcement ..................................................................... C-120 Substandard Housing ................................................................................................. C-122 Abandoned Vehicles .............................. ........ ... C-124 Animal Control ..................................................................................... C-12b ..................... Parks and Recreation Department -Organizational Chart ..................................................... C-129 Program Budgets ........................................................................................................ C-130 Park Administration ................................................................................................... C-133 Marketing/GrantslSponsorships ................................................................................. G136 Park Security ............................................................................... C-138 General Park Maintenance ......................................................... ............ C-140 .................... Greenhouse ................................................................................................................ C-143 Forestry ................................................................................................ C-145 ...................... Park Safety .............................................................................................. C-147 ................... Recreation Centers ..................................................................................................... C-149 Programming .............................................................................................................. C-1S1 Athleties ................................................................................................ C-153 ..................... Aquatics ...................................................................................... C-155 ............................... ........................... Special Events ............................................................................... C-1 S7 Potawatorni Zoo Operations ...................................................................................... C-159 Potawatorni Zoo Education Services ......................................................................... C-164 Potawatorni Zoo Veterinary Services ........................................................................ C-168 Potawatorni Zoo Maintenanwe ................................................................................... C-171 Golf Maintenance Operations ............................................ ..... C-173 ................................. Golf Pro Shop .......................................................................................................... C-175 Community & Economic Development Department -Organizational Chart ...................... C-178 Program Budgets ........................................................................................................ C-179 Area Revitalization, Development and Preservation ................................................. C-180 Capacity Building ...................................................................... ...... C-183 .......................... Grants Manager~ent .................................................................................... .. C-185 Investment and lob Retention/Creation ..................................................................... C-188 Planning, Research and Policy Development .......................................................... C-191 C-7 Public Works Department -Organizational Chart ................................................................. C-193 Engineering Division Program Budgets .............................................................................. .... ...................... C-194 Design and Administration ....................................................... .............. ................... C-196 Public Canstructian .................................................................................................... C-199 Geographic Information Systems ............................................................................... C-201 Safety Coordinator ..................................................................................................... C-203 Customer Service -Public Warks .............................................................................. C-205 Good Neighborhoods Public Works Improvement .................................................. C-207 Streets Division Program Budgets ..........................................•--•---....................................................... C-209 Reconstruction & Maintenance of Streets ................................................................. C-211 Snow Removal ........................................................................................................... C-214 Leaf Pick Up -•-----------• ..................................................................... C-216 Traffic and Lighting .......................................................................... ............. C-218 Municipal Service Facility -Building Maintenance .................................................. C-221 Water Works Division Program Budgets ..................................................................................... ..... C-223 .............. Water Distribution, Construction and Maintenance .................................................. C-224 Customer Service, Utility Billing and Administration ............................................... C-227 Underground Facility Lacation .................................................................................. C-230 Sewage Works Division Program Budgets ........................................................................................................ C-232 Sewers -Maintenance of City Collection System ...................................................... C-234 Sewers -Construction and Repair of Collection System ........................................... C-236 Wastewater Treatment ............................................................................................... C-238 Wastewater Laboratary .............................................................•---............................. C-240 Wastewater Industrial Pretreatment ........................................................................... C-242 Wastewater -Organic Resources ............................................................................... C-244 Sewer Insurance ...............................................................................~--•--.................... G246 Central Services Division Program Budgets ........................................................................................................ C-248 Central Services Administration ................................................................................ C-250 Fleet Maintenance ...................................................................................................... C-253 Fire Fleet Maintenance .................................................................................•--........... C-255 Body Shop .................................................................................................................. C-257 Central Stores ............................................................................................................. C-259 Parts Inventory Management ..................................................................................... C-261 Print Shop .......-~ ..............•---~--~--~--~---------.....----........................................................... C-263 Radio Cammunications .............................................................................................. C-265 Building Maintenance .............................................................................................. C-267 C-8 Solid Waste Division Program Budgets ........................................................................................................ C-2b9 Solid Waste Pick Up .................................................................................................. C-270 Customer Service ........................•------........................................................................ C-272 Consolidated Building Department ---- Organizational Chart .................................................. C-274 Program Budgets ........................•--•------...................................................................... C-275 Building Inspections .................................................................................................. C-277 Building Permits ........................................................................................................ C-279 Licensing/Registrations .............................................................................................. C-281 Building PIan/Design Review .................................................................................. C-283 Zoning ...................................................................................................................... C-285 Century Center -Organizational Chart .................................................................................. C-287 Program Budgets ..................................................................................... ....... C-288 Sales and Marketing ................................................................................................... C-290 Orientation and Training ............................................................................................ C-293 Safety and Security .................................................................................... ........... C-295 Media Services ........................................................................................................... C-297 Building Maintenance .............................................................................................. C-299 Set Up, Housekeeping and Grounds Services .......................................................... C-301 Future Planning .......................................................................................................... C-303 Morris Performing Arts Center -Organizational Chart ......................................................... C-305 Program Bu~dgets ........................................................................................................ C-306 Ticket Services ........................................................................................................... C-308 Promoter/Performing Services ................................................................................... C-310 Facility Marketing &Booking .........................................................•------................... C-312 Patron/Event Services .............................................................................................. C-315 Building Maintenance & Facility Operation .............................................................. C-318 Events Services {Palais Royale Ballroom) ................................................................. C-320 Sales & Marketing (Palais Royale Ballroom) .......................................................... C-322 C-9 CITY OF SOUTH BEND ORGANIZATIONAL CHART Citizens of South City Council ~ ~ Mayor Century Cer Beard of Board of Parks Board of Public Board of ubfic Safety & Recreation Works Manaver<. olice Fire Parks & Public p De artment p De artment Recreation Works (Police Chief} (Fire Chief} Superintendent (Director) -Technical Services -Fire Prevenfon -Park Adminisfratien -Engineering Division -Administrative Division pivision -Investigative Services Division -Park Maintenance Streets Division -Firefighting pivision Division -Uniform Patrol Operations Division -Recreation -Water Works Divksion -EMS Division pivi5ian Division -Community Relations - Potawatomi Zoo -Sewage Works Division ^ivisian Division -Golf Llivision -Central Services Division -Solid Waste Division Lego! Code Department Enforcement Hearing O~cer Neighborhood Gode Enforcement Abandoned vehicles Unsafe Building Animal Control Bureau of Weights and Measures City Clerk Entertainment Board Century Perfprming Center Arts Center Authority! Commission Economic Deveippment (Director) Economic Development Community Deveiapment Genera[ Administration Building Administration Department & Finance City Finance & Budgeting Human Resources Benefits Management Information Technology Safety & Risk Management Human Rights Purchasing c-~a ELECTED OFFICIALS Citizens of South Bend City Clerk Linage Between Residents & Local Government Ordinance Violations City Administration Communications and Public Relations Education and Youth Issues Mayor Common Council 6 District Members 3 At-Large Members C-11 ELECTED OFFCCIALS 200fi BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION DEPARTMENT TOTAL: GENERAL FUND: Mayor`s Office Personal Services Supplies Other Services Other Uses Capital City Clerk's Office Personal Services Supplies Other Services Capital Other Uses Common Counci] PerSpnai Services Supplies O#her Services O#her Uses TOTAL ELECTED OFFICIALS 2006 FTE 2004 2005 20D5 20DS (full-time Actual Actual Budget Budget staff only} 626,269 614,452 635,007 666,921 10.00 31,926 25,178 22,343 22,343 104,828 114, 983 112,428 100,965 412 514 514 288 0 ~ o 0 763,435 755,127 770,292 790,517 239,397 242,266 239,206 255,473 5.00 7,321 6,169 8,600 8,600 41,838 35,459 54,958 52,091 11,697 0 0 0 224 209 209 136 300,477 284,103 302,973 316,300 205,242 197,161 218,483 226,797 9.00 3,054 2,193 4,553 4,553 193,043 101,090 119,194 119,801 672 1, 038 1, 038 265 402,011 301,482 343,268 351,41$ 1,465,923 1,340,712 1,416,533 1,458,233 24.00 PROGRAM BUDGETS; MAYOR'S OFFICE -CITY ADMINIST RATION Personal Services 425,298 399,445 429,260 433,528 7.00 Supplies 20,711 16,366 14,467 14,523 Other Services 52,481 74,739 56,179 65,627 Other Uses 392 334 488 187 Capital 0 0 0 0 498,882 490,884 500,394 513,865 MAYOR'S OFFICE -COMMUNICATIONS AND PUBLIC RELATIONS Personal Services 125,631 153,613 127,144 166,730 2.00 Supplies 2,549 6,295 1,781 5,586 Other Services 52,874 28,746 56,600 25,241 Other Uses 21 129 26 72 181,075 188,782 1$5,551 197,629 C-12 ELECTED OFFICIALS 2QOG BUDGET AND PRIOR YEARS REPORTED 8Y MAJOR EXPENDITURE CLASSIFICATION MAYOR"S OFFICE -EDUCATION AND YOUTH ISSUES Personal Services 70,944 61,445 71,799 66,692 Supplies 2,336 2,518 1,632 2,234 Other Services 1D,198 11,498 1D,917 10,097 83,478 75,461 84,348 79,023 CITY CLERK -LINKAGE BEl'WEEN RESIDENTS AND LOCAI-. GOVERNMENT Personal Services 203,487 2D5,926 198,541 212,043 Supplies 4,978 4,195 5,676 5,676 Other Services 26,776 22,694 21,983 20,836 Capital 11,597 0 0 0 Other Uses 224 209 2D9 136 247,163 233,024 226,409 238,591 CITY CLERK -ORDINANCE VIOLATIONS BUREAU Personal Services 35,910 36,340 40,665 43,430 Supplies 2,343 1,974 2,924 2,924 Other Services 15,062 12,765 32,975 31,255 53,314 51,079 76,564 77,509 COMMON COUNCIL Personal Services Supplies Other Services Other Uses Capital TOTAL PROGRAMS 205,242 197,161 218,483 226,797 3,054 2,193 4,553 4,553 193, D43 101, 090 119,194 119, 801 672 1,038 1,038 265 D o D D 402,011 301,482 343,268 351,416 1.00 3.50 1.50 9.00 1,465,923 1,340,712 1,416,534 1,458,233 24.00 C-13 0 Ew A r~r ~ LI s~ O W ~i Y"' •~ a ~ o U ~ .O ~ .o O G~, W '~ o ~' o ~ U ~~ b ~~ ~~~~ '~ ~ ,~ . ~? ~ ~ '" ~, ~ rr°~ ~ ~ ~ ~ O ~ cp a ~ ~ ~ ~ :~' U b ~ Q ~ ~ ~ ~ o ~ °' ~' ~a ~,.~ ~ ~ b o '~ ~ ~ ~ ~ ~ ~; ~ ~ ~ ~ ~ ~ •d ,~ ~ ~ O ~ ~ ~~ ~~ o~~~~ ~, ~ ~, ; o H ~ d ~ U bA ~I ~ ~ , c ~ ~ ~ U~ ^ "~ ~~• Y ~ fU y Q~ T 0 ~ ° ~ ~ ~ ~ p Ey _.~. ~ id ~ ~ ~ ~ ~ ~ ~ ~ cd ~ ~ ~ ~ ~ '~ cV A •~ o ~ ~ a 3 u ~ o_n .. ~ c ° ° a .b ° ° °' `~ ~ ° ~ ~ o ~ ~ ~ ~ o . , .-, ~, z z a p z z ~~ ~- H~ W w Q p 0 Q p ~ v~ a~ ~~ a~~~ a~~~ ~ ~~ ~~ c~m~~ ~~~~ ~! ~ •~ L a~ ~~ ~ on ~ •~~ ~ 3 ° ~, ~ ° ~ ~ ~ ~ m O ~ `~ ~ ~ ~ ~ ~n O ~ ~^ ~ ~ ~ ~ ~ ~ ~ ~ i C-i <C 4 ~ ~ GL d~ o ~ U ,~ . ~ . a~ o ~ ~,.~ ~~ ~~ ago ~~.~ ~ © ~ w ~' ~' ,n ~ ~ ~ ~ h ~ b ~ ~ ,p ~ •, ~ , ~ ~° , , ~ o c i ~ '~ ~ an G ~ ~ ~ G ~ ., C ~ ~ c~ 'C '~ W .~ ~ y ~ ~ `,3 ~ ~ ~ ~ b a ~ ~ ~ ~ „~ H ~ '° ~ ° y ~ o v v -d ~ U Q 47 cd r_T. 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U ~' ~ ~ a; sC O C 'rJ . ~ . ~ . ~ ~ ~ _ O ~ p ~ td U ~ C~ ~ ~ ~ U O ~ Q ~ ~ ~ ~ v~ ~Q ~ ~ ~ ~ ~ W W U r~. ,.7 ~ ~, }. ~., ~ *~' O ' a 4 ~ U ~ s+ ~ . . i c d ~ ~ ~ ~w a~i.~~c~U o~ ad' ~ n~A~ ~ ~ ~' stiQW oQ OU c G~ a.°~.~ ca ter-. ~o ~ ,~ ~ o ~ ~ v J o ~ M"! ~ ~ o ~ o ~ ~ ~ ~ 3 • • • • C'~~ C h~l O `..I M w ~ U '~' ~ N ~t ~ W W a U U ~ ~~ U ~ 0 a I~ _W a v ~ ~ O D O O wN ~n ~!1 ~ N [~ ~ ' H ~ .Q U ~ O O G C 0 O A N W V7 ~ ~ N Q Y1 ^/ .-w O \ c 0 0 0 ~ o N i,-, ~ ~ N o ~n ~ o o c ¢ o ~ O °v~ v7 ~ ~ O °v`, Z N ~ M o o ~ c o 0 0 \ N ~ ~° r, o'o N o °v Z ~ ~ ~, ~ ~ ~ o ~ ~ ~~ ~~ ~ a Q o ~ ~ . U U O ~ ~ ~ ~ ~ a e ~ ~ ,~ o ~ ~ ~ ~, ~ o H b ~ ~ ~ o ~, ~ ° ~ ~, a '~ a~ ca a~ rii ~ ~ ~' O O '~ ' ~ o a~ '~ U ttl C~ y i~ Cr3 N c~ G~ i-+ i-i ,=e ~ ~ O O b b ts, O O ~ O ~ bA OVA v bA ~' b~A _ byA .~ e' b~A O -. C ~.," ~ cd ~ ~" ~ O ~ ~, ~ ~ O ~ sU ~ ~ ~" N N ~ 'O ~ ~ V -~ O P-+ ~ 5 A-, Q A-i few G~ ~ C-2'7 a z 0 U O U H A 0 V1 O U ~3 a~ .~ ~ ~ R ~ a ~ Q O ,~ G] 3 ~' ~ .~ ~ ~ s~ //~~~ 1"4~ ~ ~ ~ ~ c 0 o ~ '~ ~ ~ N o ~_ ~ o V -~ `~ ~`~+ A iN. ~." O ~ ~ a ~ ~ ~ ~ ~~~ ~, ; z ~ Q 'rs U ~ I~ Q ~ '~. ~•4•+ ~ 0 ~ ~~ ~ 'an ~ o ~~ ~ c~ ~ ~ ,.~// ~"" ~ w R~ L r/1 ~ ~ ~ o O F ~ ~~ h `~ o ~ ~ ~ '~ ~ . ~ ~ .~ ~ ~~ 'o a U 8 ov ~ A ~ ~~ o ~ ~ ~'' ^~ w U U U CJ ~~ ,~"., O W W w w W w 'n ~ ° i' ~ v v y ~ .> ~ ~ ~ ~ O O ~p ~ v F is O 3 ~ ~ v~ ~ p ~ R1 ...' ~ ~ U~ °' ~, U ~ ~ ~ V f'+ 'O 0.1 N ~~ o o a o .~ ~~ o.~ L ~~'~ i... o m'~ ~ ~ ~ .3 ~ ~ c v ~ ~ ~ ~ ~ ~ m .c+ ~ ~ ~ U , 0 ~ ~ ~ ~ .o ~ o .q ~ eG y '~ ~ ~ ~ b ~~ ~ ~ .5 $ ~ F ~ ~ q o c.; o -b c~ a. U ... a ~ c. -~ a ~ o a ~ E -~ b .~ O ~ y ~ ~ c~ ~ OA G C ~ ~ N , C ~ C _~ ~ U ~ i7 ~ ~ •~ ~ ~ ~ ~ ~ v ~ ~ ;~ ~ F ~ o c ~ ~ o > ~ .~ o ~ •~ ~~ ~ ~" 21 '~' 0.~' •_c o o ~ m $~ ~ m ~ 1 ~ y ~ .~ 7 ~ ~ ~ ~ v m ~ °~ N ~ Gp ~ ~ ~ P ~ G3 ~ '~j ~ rrs b C O '~ c ~ O ~ G ~ .` w ~ ~ ~ 'v ~ id ~ oA rn ~ ' a vw ~ O ~ ~ X Uno,a ~' ' te , ~ ' ' q~ yC,U ~ Na .C ~ C~ A ~~ p OU ~.~] d. , ,d. N ~ Co ~ ~ N N N N N ~ ~ ~ ~ ~ ~ d ~ r, N ~ ., ~ .~ c. T ~ ~ ~ ro ~ ti ~ _ 0 ~ ~ t om 0 ~ U ~~ ,~ C ~ vi G ~ .~` Q ] y c /s O W a ~, '-. [~ 3 ~ ~ ~ ~ w ~ ~ ~ ° o 5 °~ ~ ~ ~ b~ ~~~~~ ~ -~ ~ ~ N ~ ~ ~ ~ ~ Y ~ ~ ~ ~ o ~ ~ ~ ~ ~ ~ ~ a a ° ~ ~ c `~ G ~ °~ r ~ ~ ~ ~ ~ ~ ~ ~, ~ o . Q ~ ~ ~ ~ ~ ~ ~ > ~ °' ~ -cy o o ~ ~ o ~ 'ar ~ ~ 'a a o ~ ~ o ~ : ~ , m, ~ ~ ~ A ~ ~ ~ L ran U b~- . _" fl. ~ V ~ G b v ~ .^. N 'O ~ Cj U ~ O~ ~ a O f, y C p„ O C a7 ~' ~ ~ G v y~i .~ .~ p ti p £i .., .d ~ ~ O b N b > 4. r7yMi1 O G 'C CJC Wi ~ .cy '~ ~~ j -Cy 61 .~ Q O 'x p ~ b ~ Q O `~-~ i y O m ~ a~'i y 'a O O tad B Q d n.. a~ ~ N O ~ y C ~ O m W . . LL U ~~ fx ~ U W Q : x ~ o rr/~~ VI ~ ~ a U ~ .; ~ .. ~ Y-~ }.r ~ O ~ O A ,'•~ b ~p 1/+ I ~ O ~ O ~ v i .+ W ~ ~ Ll U ~ ~ iL., VAT • X ^' N a ~ G M W ¢.fi1~ 7 V N69 f • • CT4~ O a w A a~ ~~ ~~ 00 o~ ~~ OW U w~ L} O a W ~ ~ ~. ~ ~ ~ ~ z ~o ~ z a H ~ o U ~' ~ z z ~ ~~ ~ o w © ~ ~ ~ z z N ~ ~ o ~ ~ ~ ~ ~ ~ 'z 'z ~ z w ~ ~ ~ ~ z z z z N .~ ,~ 0 ~ ~ [~ ~ ~ ~ o ~ o ~ ~~ ~ U ~ a~ . ~ ~ A o ~ ~' a b ~, G ~ o ~ U ~ ~ a Y ~ ~ ~ U U C-29 ADMINISTRATION & City Finance Payroll Licensing Accounts Payable FINANCE Information Technology Human Rights city Controller Human Resources Budgeting & Financial Reporting Purchasing Safety & Risk Management Benefits Management C-3 Q ADMININSTRATION AND FINANCE DEPARTMENT 2D0& 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 Personal Services Supplies Other Services Other Uses Capital 2006 FTE 2D04 2005 2005 2006 (full-#ime Actual Actual Budget Budget staff only} 1,104,373 1,020,441 1,217,048 1,291,508 21.00 38,264 37,709 37,3DD 37,300 376,712 273,532 329,265 303,608 1,239 4,3D5 4,305 3,784 1,419,223 2,625,011 7,4D9,287 2,274,500 2,939,811 3,960,998 8,997,205 3,91D,7D0 209,546 240,059 246,242 257,968 5.00 3,8D4 4,57D 5,131 5,131 25,796 28,D9S 33,655 24,452 154 141 141 85 D 0 1,000 0 239,3D0 272,86$ 286,169 287,636 SPECIAL REVENUI FUND: Human Rights -Federal Fund Programs Personal Services 76,874 79,771 88,3$3 82,281 2.00 Supplies 2,758 3,321 2,800 2,800 Other Services 77,797 97,655 95,755 99,968 Other Uses 3,248 3,570 3,570 4,390 160, 677 184 , 317 194, 508 189 , 439 INTERNAL SERVICE FUNDS: Liability Insurance Premium (Safety & Risk Mgt) Personal5ervices 85,975 56,853 87,365 96,145 2.00 Supplies 2,505 4,222 5,837 5,583 Other Services 1,308,001 1,493,181 1,4D9, 517 1,459, 924 Other Uses 49,347 46,598 46,598 49,944 1,445,828 1,6DD,854 1,549,317 1,611,596 Sel€-Funded Employee 13ene€sts Personal Services Supplies Other Services Other Uses TOTAL ADMINISTRATION & FINANCE 92,47D 90,425 102,752 103,358 2.60 2,264 2,891 7,612 7,612 9,172,326 10,7D9, 992 11,235,077 12,824,861 168,949 237,668 237,668 254,040 9,436,DD9 11,040,976 11,583,109 13,189,861 14,221,625 17,D6D,D13 22,606,308 19,189,232 32.00 PROGRAM BUDGETS: CITY FINANCE !BUDGETING AND REPORTING Personal Services 385,349 437,393 552,992 474,408 8.5D Supplies 24,578 15,084 23,430 14,720 Other Services 226,575 109,413 154,398 121,143 Other Uses 1,239 1,722 4,305 1,594 637,741 563,612 735,125 611,785 C-31 HUMAN RESOURCES Persanal Services 179,623 183,679 200,364 232,471 4.50 Supplies 9,223 6,788 8,760 6,714 Other Services 91,898 49,236 101,050 54,649 280,744 239,703 390,174 293,835 INFORMATION TECHNOLOGTES Persanal Services 404,417 408,176 445,172 516,603 7.00 Supplies 4,463 15,084 5,110 '14,920 Other Services 58,239 149,413 43,780 121,443 467,118 532,673 494,062 652,966 PURCHASING Personal Services NIA NIA NIA 77,1'14 1.00 Supplies NIA NIA NIA 200 Other Services NIA NIA NIA 3D0 0 0 0 77,614 SAFETY & RISK MANAGEMENT Personal Services 85,975 56,853 87,365 96,145 2.00 Supplies 2,545 4,222 5,837 5,583 Other Services 1,308,041 1,493,181 1,409,517 1,459,924 Other Uses 49,347 46,598 46,598 49,944 1,445,828 1,600,854 1,549,317 1,691,596 BENEFITS MANAGEMENT Persanal5ervices 92,470 90,425 102,752 103,358 2A4 Supplies 2,264 2,891 7,612 7,612 Other Services 9,172,32& 10,749,992 11,235,077 12,824,851 Other Uses 168,948 237,668 237,668 254,040 9,436, 009 11,044,976 11,583,109 13,189,86'I HUMAN RIGHTS Personal Services 286,420 319,834 334,625 340,249 7.00 Supplies 6,562 7,891 7,931 7,939 Other Services 103,593 125,753 129,410 124,42D Other Uses 3,402 3,711 3,711 4,475 Capital 0 0 1,000 0 399,977 457,1$5 478,677 477,475 CITY-WIDE EXPENDITURES {not included in above p rograms) Persanal Services "E34,983 0 48,557 D nIa Capital '!,419,223 2,625,411 7,409,287 2,274,500 1,554,206 2,625,011 7,467,844 2,274,500 TOTAL PROGRAMS 14,221,624 17,06fl,013 22,806,308 19,189,232 32.04 C-32 A U r~rT~ I~ "V O H A V QI I~~I W /~/~ MCI U I~~I I~ U O a~i U ~ Q ~ U ~cs vx O ~ ~ ~ ~ b O ~ +~ va Q cd ~'U~ ~ ~ b 1~' ~ ~ . ~ ~ ~, ~ ~ ~~~ ~° 'n °' ° Q, U U ~ ~~w ~ O '~ ~' v ~ ~ U ~ ~ ~ ~~ ~ o ~ ~ Q ~U ~ ~ ~~ ~+-i ~ C~ ~ ~ ~ ~ U ~ ~" ~ ~ ~ '~ v ~ ~ '~ ~ ~ ~ ~ H V ~ U .~i w` 0 ~' U '~ L' • ~ p iy ~Uj , G ~ :C ' ~ t ~ C . ~ ~ U ~ N b U 'D ~ ~+ r-+ U .Or W i--. ~ ~ . ~ W U ~ Q. td ~ ~ ~~ ~;Y _ 4-e LL . 3 ~ ~ ~O Ca ~ ~ c ~ c i .y +' y ~ a.+ .d T ,..+ ~ cd U ~ ~ ~ ~ ~ [~ T7 C CJ C ~ O ~ U (S~ ~~ ~ ~ ~~ ~ m a A ~°' ~. ~ ~~. °° .~ ~~ 0.,. ~p a pOp ~ bA ~ .~ ° O ~ C ~ ~ Q ~ .~ w, CAW ~ ~ .-, ~ ro ~ ~ ~" ~~ ~~ ~d ~si~° G'ro.a °' o" . v a '~~ '' *~" ~ ~ EC Q ~~~ '~bp °' a3 0 ~ ~ ~ a.o Q a a i Qb a.° a i . F-Qr-~OU E-~c~C7 ~ ~O ~~~ ~ W W ~ Qf C7 C7 A ~ Q C7 C7 m ~ ro ~ ~ .~ w cC v ' -~ ~ V ~ ^ ~ v ~ U c 0 R D ~ .~ ~ O ~ "~ O _ t, '~ 'O O ~ v ~ ~'~" i3 U . _ y ~ y ~ '~ D ,p Y 'C b U U ~ Y 4" «'$ O" U ICJ ~ o o ~U a~ ~~ c~~ °' o o ~,G ~'~ ° ~ " ~ f o p ~~ ~ o a c~ a • ~ c •~ ~ b ro F •~ o o '6 c~ c~'i a~ v al xc~ C ev v ~ v ~j . ~ ~ ,~ c. v CJU .a ~~ UU ~~ow ~i~ 3.~w emu. 3 °?.~ aU ~ ~ .., bU6 "~ D ~ ~ O T ~ a~ ~ . ~_ -o n,NF c m 'C ~ ~ E I F, is .~~„ U G~ ~ G `ca ~cUd ~ C 0. ~ U ~ ~ O r+ ~ 7 ~ rD. O ~ ~ ~ Y y a~i `c~ .~ 'o 'd A c ^ ~ r~ ~ p. a e~ o a~ ~ ~, ~ ~ a~ ~ U ~ ^ ~ ~ 0 `Z G~ [~ afj o a` i ~= O ~ ~ b a~ 'o iz. y .~ 3 ~3 ~ '~ ~ '~ ~ Y ~ ~ o G ~. ~ ~ a~ ~ b ~ ~ ~ G. ~ 'ro ~ -o 00 ., ~ ... ' ro y ~.~ ~' ~' ~' ~ .~ c ~; . c o c o~ a o o f ~ a a '~, ~ ~~ ~ C~UU Q'~S. ^_ ~ ~' ~ ~ ~ ~ ~ W a¢ ~ ._ .~ ~ Q ~ Q e i G., P, .- Q rn ~- ~ ~ '~ U nn ~'O b c a ~ U U a~i c ~ c ~ ~' a~ ~ ~ ~~ w W o~ S ~~ ~~ ~ U ~~ ~ p ~~ ~ U ~ i ~' C C. D cd ~ v., C ~ 4. 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N O Q ~ ~ ~ ~ ~ F`+ ~' 'C U~J ^C3 'C1 E ~' ~ E °' ~' O ~ ~ = ~ 'C ~ ~ "' O U ~ O U + L ~ gym" 0 ~ ~ U = ~ U ~~ . .~ [C~ ~ ~ }~ O ~ ~ ~ N ~ ~ ~ c/] ~ .U. ~ ~ ~ ~ ~, ~O ro 'O ~+~ ~ b '~ °' ,., ~ ° 0 . ~ ~ 0. A, ~ ~ ~, ~ m s ~ c ~ ~ ~ api ~ .~ v ~, ~ O ~ , ~ ~ ~ ~ ~ ~ Cd v , ar Oa ~ ~' a ~ ~^ y ~ "" ~ ~ rOis i 7~ < ° ~~ ~ R`d W ~ ~ a , ~ ~ O ~ © ~D N N ^~ N v'i ~ ~ h € 'tl' ~ 0 O ~ O " ~' ~ a ~~ ~ 6} u -~C ~ i m O '~ ~ V ~ ~ ~ U W 'CJ ~ N ~ ~ a~-+ W v i O ~ l " ~ ~ ~ ~ ~ N+ C~ U .~ ~ 5 ~ ~ TTT ~.~ G U ~~~ CFd ~~ ICI . U r~ ~ ~ ~ O . w ~ b10 v ~ ~ ~ b a a~ ~ o~ ~. °o a, ~ w ~ U 3 0. U c0 U] H r~ F~ C-34 W ~~/ W W A U w O H ~~/ ~I ^O^ ~ I~ A p.i.( W A A4 v ~' w N v H 'W ~ \ ~ ~ o a i ~ o `r' Q o ~-+ ~"+ ~ ~ E~ [-~ ~ U \° o ~ c ~, ~ \° o ~ ~ _ Q~ N ~ ~ Q ~ _ ~ ,~ M '-" W O q ~ ~ p ~ ~ N D ~ ~ p ,'~ ,'~" z M r ~ n \° `n ~' o rn rn ~ ~ U N ° Q o ~"' Z '~ W O ~ ~ ~ ~ N N ' N ~ Q ~ ~' ~' z - ~' ~ ~~ ~~~ ~ ~ ~, ~~ ~, ~ ~ ~ ~ a~ ~ ~ ~~ b ~ ~ ~ ~~y ~ ~ ~ ~ ~~ ~~ o ~ ~ ;~ H ~ ~ :/~ ~ *~ ~ U ~ ~ Q Q ~ ~ •~~ O ~ 3 i ~ , o ~ ~ ~ a ~ bn~ ~O ~ ^ ` i ~-~ ~ U ~ ~o ~,~ ~ o ~ ~ ~,~ ,~~ ~ ~ ~ ~ o -tip ~~ ~ ~ rte, ,~~ ~U w~ ~~~ w~ ~'~ ~3 ~ ~ ~ ~ ~ ~ U t ~ "~ ~ ~ N ~ cbAC ~ ~ ~ ~ ~ Q ~ 0 O . ~ ~ ~ ~ ~ ~ r~ '. ~ ~ :.fl GJ ~, ~ ~ ~ ~ U ~ r, . ° ' ~ a~ ~ ~ ~ ,~ ~ U ~ ~o ~ U o ~ i ,~ O U I -~ E W ,.,~/ W A U ~y~ "~! E..~ hr+rl ~~/ W O A F-t W A~ ~~ ~ .~ ~ ~^" O U~ F~~I E..{ U H' W r f, ~ hh ~~Il O O C7 ~ N ~ O ~ ~ H: ,.H O ~ ~ ~ ~ ,.,,,~ N ~/"~ ~ C~ ~ O 00 ~ ~!. ~I .. G N ~ N N'r (~~f ~ N `D N ~.: e1' © O En N ~ ~ ,_, N ~ [~ N N ~ N o0 'N. U z- ~ N ~ N N ~ ~ N ~ ~ N p ~ ~ ,-. N ~ c~1 O N ~ ~ O O . ~ O Aa ~ a G . ~ ~ ~ ~ O b a ~ ~ ~ ^a' o ~ ~ , ~ ~ ~ ~ .° ~ ~ b H ~ a~ 'v U ~ o ~ ~ ~ ' ~ ~ ~ ~ a~ ~ o~ o v ~ O , U w' ~.r O ~ O ~ O O O ~ ~ ~ ~ ~ ~ ~ z z ~, z z C-36 ~"""'~ Ao w~ ~~ ]r---i Zj •• 0 l A .~ ~U r~ 'C7 '7 W ~ ~ ~ ~~ U '" ~U D ~ ~+ ~ ~ •~ a~ r~Q1, W ~' ~w ~U ~ ~ ~~ ~~, ~~ '~ w ~ '~ ~ U_ U .. ~ ~ ~ ~ vi CC `~ °' a ~ ~ O ~~-O ~ i-y ~ ~- E--E U Q Q Q.I Q W a .~... ~ ~ a RS .~ U S3. - . icy cNi .a w ~ o aEi ~ E ~ ~ ~ c G, ~ V O . j~w" GS. ~ ~ t' p., ~" c'" U T "~ '~ ~ E ~ o~ v o ~ '' d vq~ v °o .~ a ad `~ p ~~ a " ~ C U n1 a. vi ~, tin c0. ~., L U ~ ~ ,n ~ ~ d c cG c ~ ~ a~i •~ ~ G ~ ~ E ~w{ ^ 4 'p ~U ~~ O 4. O ~ ~ O ~ ,a ~ y ' i=. 'p 4. O b15 a e~ ~ aq p .C ~.. T w v ~ F7r V ~ FG ~ ~ O o ~, ~ o cL a an +' ~ ~ . a v ~ ~' . ~ ~ ~ cad G ~ ~ ~ . ~ ~ ~ p ~ N ~ O ~ ~ ti. ~ U ~ W v V ~ ~ ~ ~ 7 ~ ~ ~ O 'C ~ ~ b 4~ ~ ti ~ 0. c~.~ ~ ~ ~ ~ x .°.~ Z . C ~ C1 rV. L ; z ttl ',~ ~a W ~ ~ ,~ .~ V O C7 C7 C7 ~ W a~ v ~ o ~ ~ ~ ~ ~ o ~ ~.~ ~ ~ ~ 5 "`~ , y N .D ~ ~ ~' ~ ~ ^' ' M Gam? U ' F +~+ ~., o 3 a ~ o v o ~ ~ ... .., ~ a~ ' " ~ a ~ w v ~ Y a~ ~ 3 ~ '~ °' •~ ~° ° 0 ~ U ~ E ~ 3 p. °' U °~' ~ ~ E -~ U ~ ~ ~ ~ c°i b .~ ~ b .~ .~ .~ ~ -~ .- ~ '~ 'C3 '~ ~ .O ~~ 'D `n y ,~ b ,~ O bA Q. G W R '~' ~ ~ ~ ~ y N ~~ O ~ ~ ~' N ~ ~ .~ C c ~ ~~ ~ ~ ~ y ^~ bA ~ ~ cd ~ y 'Ly ~ a `d ' `cd ~y ~ ' O V . SC s ~ a~ E'-' F" ~ ~ Y m a~ v w C'~ fJ ~" ~ ~ C ~ y (SS a~ ~ C. ISf 'c7 ~ .~ Cr O ' ~ j ~ ro ~ °' • a `~ `~ ° i 'a ~' o O o a U ~ eo ~ o ~ a i ~ ~ ~ ~ 3 ~ ~ ~ ~,b~~- .ro . ~ a i ~, ~ v , ~ ~~ Q '~ b o ~ cz~~~ ° ~ ~ ~ o ~ a ~ o ~ ~ ~ ° °; "~' ~ ~, , a U '~ ~ ' ti ~ O O ~ ~ O ~ ~ ~ P ~ _ u., . ~l v .. d ~ ~ 'd' ~ ~ ~ Q r. Q ~^ Q ou 1+' ' G V C`., '~ U G C 'b o ~ 'a T ~ o GA ~ W ~ ,~ ~ ~ ~ ~ .a V ~y u" p O ~f U U ~ W O ~ ~ N ~ ~ a ' ~ ' n U ,~ a ~' -- o ~ O. x C °~ o ~ ~ i ~ i V .n o a ~ °' ~ ~' a V 'd V ° ~ ~ ~ .v c U ~ ~ O U a a. a a ~ G O. . 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C o O ~ • . , • . -~~ Ir-~t W ,.E w Q+i W A w r~rI~ A~ F d F~ ~I W b ~ ~ a ' ~ ~ C a b Q ~ ~ ~p b O O ~ ~ Qi F" ~ O : caV O N O O ,~ o0 M 0 ~ VJ v1 ~n b ~ ~ N 4 ~ ~ ab, ~ ~ ~ oo n ~ b o0 cV , '.x p ~ ~ ~ ~ O °° n ~ oa ~ ~ a o0 V N M ~ W ~-•+ ~ n .~ j ~ ~ ~ ~ ,~ oo ~t o 00 N :d '~ ~ ,~ ~ ° ~ ~ ~ ~ ~ ~ ~ ~ ~ ,~ ~ ,o ~ ~ ~ ~ ~ ~ .d ~ s., ~ ~, "'~; +~ c~c c~ c~ ~ ran a b~ ~~~ ~ ~ ~ ~~ ~. p bA +J ,~ U G.~ ~ 43 'C "d N +, "O '~ ~ ~ 'b O ~~~' ~ ~ ~ ~ 9C ~ ~" O ~ ~ Gy ~ •~ ~ ~ ~ 'd ~ ~ O ~ N 43 • 4) ~ ~ b! ~ O bA ~ U O `n ~ } ~ 'd • ~ ~ O ~ ~ m 0Q U F O U~ '~ ~ sue, ~• v O~ ~ O U U U • ~ ~ ~ O U ~ •~ O O ~ ~ y .~ ~ U ~ ~ ~ ~ ~ °~2, LEAGAL DEPARMTNET Cily Aitorney City Legal Services for. Mayor's Office Administration & finance Parks & Recreation Chief Assistant City Attorney Deputy City Attorney City Legal Services for: Gity Legal Services far: Annexation Self Insurance Claims Ordinance Review CoElection Human Rights Water Works Department Parking Ticket Appeals Assistant Ciiy Attorney Deputy Ciiy Attorney City Legal Services far: City LegaE Services for: i E i P li D t t Commun conom ty & c o ce epar men Development Fire Department Redevelopmeni Commission Access to Public Reeords & Authority Abandoned & Towed Vehicles Assistant City Attorney ^eputy City Attorney City Legal Services for: Cit L l S i f Code Enforcement y ega erv ces or: PersonnellHuman Resources Licensing Century Center Building ^epaRmon[ Assistant City A#torney City Legal Services for: Department of Public Works Self Insurance Glaims ~.-~ LEGAL DEPARTMENT 2006 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2006 FTE DEPARTMENT TOTAL: GENERAL FUND: Legal Department Personal Services Supplies Other Services Other Uses 2004 2005 2005 2006 (full-time Actual Actual Budget Budget staff only) 764,474 767,654 800,726 824,429 14.00 11, 517 15, 518 15, 543 15, 543 58,474 37,2$0 50,457 47,793 228 265 265 141 834,693 820,697 866,991 887,906 INTERNAL SERVICE FUNDS: Liability Insurance Premium (Self-Insurance Partian) Personal Services 52,104 52,042 68,136 70,670 1.04 Supplies 64 238 254 254 Other Services 336,703 834,492 659,800 659,800 388,871 886,772 728,190 730,724 TOTAL LEGAL DEPARTMENT 1,223,564 1,707,469 1,595,181 1,618,630 15.00 PROGRAM BUDGET: CITY LEGAL SERVICES Personal Services 816,578 819,695 868,862 895,099 15.00 Supplies 11,5$1 15,756 15,797 15,797 Other Services 58,474 37,260 50,457 47,793 Other Services (Claims} 336,703 834,492 659,840 659,800 Other Uses 228 265 265 141 TOTAL PROGRAM 1,223,564 1,707,469 1,595,181 1,618,630 15.00 C-54 W W A V w h~ V r~ Vl V ~ ~" ~ p .~ ~~ .~ ~' qU .~ U ,~ U ~ ~ Q ~ .~ .p ~ .Q vz ~ ~ ~-=i ~ ~' F~ GJ ~ U b Cii ~ •~ yO. .yam' ~ ~' r~ O cd O +, ~ ~ o ~~ eA te3 '~ ~ v ~ .a O ~ O '~ ~R '~ cti ~"~ O i, an 0 i.n U c ~ 3 ~ o ~. ~, ~ ~ G ~ ~ ~, ~ ~' a ~, o 3 ° ° ° ~ ~ ° ~ M~-I ~ ~ ' ,c ~ ~ ~ ~ ~ a`i ~ am a`~ ~ U ' m n~i . w+ ,~ A ~ Q) c ; O c[1 ~ ' L P ~, ~ ' ~ ~ ~ Y v y O ~ ~ ~ O ~. W ~~~~~ z~ z~~ z~~ _ a Q Q U ~ o ro o -rs C7 ~ C7 ~ ~ ~ W ~ ~ ~ ~ u ~ " ~ ~ ~ ~ w ~ ~ © ~ 'CdC C O y ~ ~ a^ O .'~~' .C R. A ~ ^d .~ ~ R. cd ~ ~ y.. Q a~~ O .i7 Q a~ cd ~ O D td ~ ~ F. ~ '~' O ~ O b i 0.y U Cq CJ .~-. c~ ~, C 0 0 . .} CYO U o v m a ~ ~ ,~"` ~ N ~ 3 0 ~ ~' ~ ~b ~~ oU o o as '~~~U~aw~. a v ~ ~ ~ ~ U"~ 0. ~ ~ 3 ~ ~ o by.~ ~ ¢ c -rs ~ .~ c E~ ~ ~~~ ~ ~ ~ ~ ~~ a ~ ~ a~i ~ ~ ~ Cq 6i ~.. o Q s,' ~ ~ a .~ ~ ~ o 0 0 0 ~, U~ o o W ~ ~ c a '~' "° ~ -o -d ~ o ~ ~ ~ ~v ~ ~ Ts ~ o ~ o ' a ' ~ ~ ~ °~' ~rl o ~ ~ 000~o ~ -° .r n u o ~ ~~40.~Q'~UZA7~ ^ o 3 a~ ~ ~ a~i ?~ .~ ~ ~ ~O N N N ~ N N C7 C7 N N ~ ~ ~ ~ . ~ . U ~ ~ . « O ~ p„ ~ a .~ ~ O ~ ~ •~ ~ cd . ¢. E . C ~, ~ C~ i..E E"~ ~ ~ a, ~ o .~ ~'' ~ ~ bA v ~, , o ~ ~4 ~ ~ O n ~ 'd till V a ~ , a ~ ~> c~ ~ R ~ ro ~ U ~ ~ d ~ v Q cov ~;, '~ 0 O ~ dl "tl U ~ /~ I+rt W (~ ~ ~ ~ ~ ~ V] ~ ~ .~ ~ ~ ~ 00 4 . LL ~ N v `«. ~,., 3 a ° ro~~. td d en tin •' ~ ~ o ,~ Cm55 '~ .~ O U i w W A w U ~N r""~~ F~ V F~ Ir' U V ~7 O U U y ~ ~ ~ y. C ~ D v. 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'3 w ~ . , . , a o .~ ~ ~ ~~ 3 ~ ° 3 . o ° ' ~ v ;~ ~ G ~ ~ a ~ . ~ G _ Q Q 'C Q~ Q Q ~ DU ~ _ 11 ~'' ~,' ~ o i U U ~~.€ ~ id y „ ~ ~ U 3 c"'i a"i Y H c ..' ° o ~.., as as ~ 3 ::~ a D C""' c~ D F. .n D td U y y ~ U ~ ~ D ~ Y ~ .~ ~ ~ ~ ~ ~ ~ ~ L ~ ,+..' y O ~ T7 }, U ~ . ~ O ~ Cam. ~ O ~ G .~ a. H 1 '~ .~ O U i C-56 E" ~ A ~~ V H V H T~y V .~ U o ~ L _ ~ ~ ~ ~ ~ ~ O 1~ ~ ~U • °~ ~ ~ .E ~ C ~ bw ~~ 0 ~ d E ~ ~~a ~ ° ~ v ~ v ~ ~ ~~3 ~;~ o V ~ ~ ~ ~ : o ~ ' . ~ ~ o v, E ~ . ~ ' ~ 0 0 A ~= 0 f.:~ ~.~ en ~ w p ea 3 ~;=~ ~ ~ :n °'~o ~ ~ ~ ~ o a~i ~ ~ °~ ~ ~ ~' c o ~ ~ I 1 -fl y > aJ c~ ~ ?? ~ p P v O 7~ vpi y 0. ~ s . ~ ,~ N yr„j ~' U y Q Q 3~ O U id cC ~ P! ,~ cd cd ~ C7 C~ t7 ~ t7 C~ ~ •~ ~ ~ ~ ~ +, o p ~ ~ ~ o ~ E ~ m W ` ~ ..e .~ O ~ p ~ v, v ~~ '3 ox ~~ ~ v ~ °` ~ © '~ o , ~ ~ c i ~ ~ ~ ' ~ ~ ~ ~ U U O. 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T-, ;--~ .~ 4-~ '~ ~. 3 A a~ C-S7 W A W a W MV iil H -~t U a~ N ~ ~ ' ~ W ~ °' ~ 'd ~ U c ~ 'C3 \° ~ ~/ d' O~ C O ~ O ~ O~ O~ ~ ~ ~ H ~ O ~ ¢ z E..{ a> ':~ ~ ~ ~ ~ ~ p O n-r p O O d ~ O ~ ~ O ~ ~ O `n © ~ p ~' N ~ ~ ~-+ ~ ~ ~ 0 ~ +~ O ~ ~ w z b ~ o ~ ~ ~ d ~ ~ p~ C7 O N O M N ~ O Q ^~ o ~ a d ~ Q~ O O N C O p ~ z ~ o ~ o 0 © d' O ~ ~' O N '~ ~ ~ ~ N ,~ ,~ cn ~ Q' '" a~ o ~ o ~ ~ ~ ° -~ U ~. v . ~ 4° ~ ~ ~ ~ ~. ~ U ~ o,~ °, Q Cj ^ ~ O ,~ 'b ~' ~ ~ bU H y `'~ ' ~ ~'' O G3 ,~' U + ~ O ~` ~ d U ~ +, U rn ~ ~ ~ c ~ ~ ~ ~m ~ s w i: A ~ y • ~+ ~ '~ 1 p ~", ~ Q) p ~ ~ ,~ b ~"' O .,w ~ s~, ~ C ~ ~ O ~ ~ ~ ' Q ~ '+:~ a7 ~., • ~ ~ O_ .,., ' U ~ O G~ ~ ~ ~ ~, ~ ,~ ~ ~ Q ~ ~ '+ ~ ~ O O ,~ ~ ~ Q 4 Q Q .~ Q~ b~ O O "O ~ rn ~ v ~ ~ ~ ~ a E., ~ Z Z Z ~ Z' ~ Z~ a Z Q. ~ a~+ .~ o -d o •~ u ,~ M ~ ~ o .~ 0 O j~ {~ .~ O ~~ ~ v O m O ~ •~ ~ o d ...~ b~q ,~ b ~ ~ o a~ ~ ~ ~ a~ .~ v ~ ~ o ~, o ~ N ~ .~ U U ~ O 4'' U RS ~ y a~ ~ ..d O U ~ ~ O U ~ •~ ~ ~ ~ ~ O bA,r, '~ ~ ~~ ~~ a a ~ ~ ~ ~~ ;~ ~ ~ ~ H ~ ~ ~ .,~ 0 U E C-58 w a A W W ~~-r w W ~ a .~ ~~ E-~ U { ~ ~ `W , ~, o n ° a o ° ° ° ~ ° Ix , o o ~ ~ ~ o ,-~ d o Q 00 ~ ~ ~ r` o a U ~ o ~ o ~ 00 o 0 O ~ ~ ~I ~ DO ~ c~d O Q ~ ~ ~ ,-~ a p O d" p .-, +ti Q 0 ~ p -' ~ ~ Q b N a ~ O ~ ~ ~ N ~ a '-` a, z w ~ a ' ~ 0 ~~ 0 ~ © ~ ,~" ~ ~ ~a " © o ~, N ~ r \ n Z a1 a, .~ -d ~ O O ~ '~ ~ y ~ H a) ~ ~ ,~ ~ U '^" ~ ~ ~ ~ ~ O . ' ' ~ L r--~ . O O ~ ~ „ O O ~ ~, o ~ F~ ~ ~ ~. ~ ~ ..~ ~ ~ ~ ~ Q O , ~ ~ H ..~ - + ~ ~ ~ ~ ~ bn ~ ...~ ~ , -~ ' o v~ cn ~ o ~ ~ '~ ~ i ~ ~ ~ '~ ,~ .~ _ ~ '~ ~ ~ _ ~ ~ ~ '~ ~ ~ ~ ~ G, O V ~ ~ ~ ~ ~ O ~ y ~ O ~ O N ~+-~ 7 O W ~ ~ 4-i O ~ ~ ~ ~ v G) ~ G J N ~ ~+~,' ~ H ~ N ~ ~, G) U l ~ ~" ~ ~ ~ ~ ~ ~ ~ F. ~ ~ ~ ~ ~ ~ ~ ~ O ~ ~ a~ w a~ a~i O ~ N ~ O Z~ Z ~.~ a Zv a~ Z ~ H~ a..~ C-59 POLICE DEPARTMENT Board of Public Safety Police Chief Off~cel Technical I ( Community Administration Services Relations Division Division Uniform Police Patrol Investigative Pension Division Division Board of Trustees Crime I ~ I Adult ~ 'raffic Prevention Inl Protective Division Services Records Bureau Communication Center Training Bureau Metro Special Operations Section Neighborhood Enfarcemen# Service Team Cm~Q POLICE DEPARTMENT 200fi BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 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: Palice Pensian Fund Persanal Services (benefits) Supplies Other Services TOTAL POLICE DEPARTMENT PROGRAM BUDGETS: 2446 FTE 2444 2405 2405 2006 (full-time Actual Actual Budget Budget staff only) 20,094,269 20,605,634 21,150,725 22,174,932 317.00 681,376 803,080 766,724 767,p24 1,942,004 2,162,952 2,165,525 2,249,870 12,597 13,259 13,259 1,307,074 933,601 402,537 377,000 350,000 23,663,847 23,987,462 24,473,233 26,848,900 1,349,348 1,391,470 1,428,086 1,517,472 31.00 1,839 672 4,029 4,029 2$,749 29,862 30,524 30,718 273 121 121 74 0 0 0 8,000 1,3$0,209 1,422,125 1,462, 760 1,560,293 4,738,026 5,170,146 5,492,156 5,693,208 nla 62p 600 1,100 1,100 4,007 19,162 2,710 2,575 4,742,653 5,189,908 5,495,966 5,696,8$3 29,786,749 30,599,495 31,431,959 34,106,076 348.00 POLICE CHIEF'S OFFICE 1 ADMINISTRATION Personal Services 345,240 411,306 422,186 463,327 6.00 Other Services 0 500 500 500 345,240 411,806 422,686 463,827 TECHNICAL SERVICES DIVISION Personal Services 452,744 460,333 472,510 490,554 8.00 Supplies 616,175 752,176 718,124 696,724 other Services 1,747,191 1,956,362 1,958,689 2,056,534 Other Uses 12,597 13,259 13,259 1,307,074 Capital 933,601 402,537 377,000 350,000 3,762,308 3,584,667 3,539,5$2 4,900,886 CRIME PREVI/NTtON Personal Services 251,806 415,794 426,793 469,586 7.00 Other Services 3,083 2,748 2,751 3,000 254,889 418,542 429,544 472,586 C-~ ~ RECORDS BUREAU Personal Services 805,532 819,945 841,635 883,437 21.OD Supplies 26,754 15,188 14,500 21,300 Other Services 3,888 4,295 4,300 1,151 836,174 839,428 860,435 905,888 COMMUNICATION CENTER Personal Services 1,349,348 1,391,470 1,42$,086 1,517,472 31.00 Supplies 1,839 672 4,029 4,029 Other Services 28,749 29,862 30,524 30,718 Other Uses 273 121 121 74 Capital 0 0 0 8,000 1, 380,209 1,422,125 1,462, 760 1,560,293 TRAINING BUREAU Personal Services 233,492 298,975 306,884 414,544 6.00 Supplies 3,018 1,047 1,000 500 Other Services 10,479 11,037 11,050 8,100 246,989 311,059 318,934 423,144 COMMUNITY RELATIONS DIVISION Personal Services 547,526 639,917 656,846 729,949 10.00 OfherServices 1,612 4,095 4,100 3,400 549,138 644,012 660,946 733,349 LIAISON MENTAL HEALTH 8~ GERIATRIClADULT PROTECTIVE SERVICES Personal Services 72,587 73,362 75,303 79,716 1.00 Other Services 474 599 600 100 73,061 73,961 75,903 79,816 D.A.R.E. ! SAFETYVILLE Personal Services 103,366 0 0 0 OAO Supplies 101 D 0 0 Other Services 1,707 0 0 0 105,174 0 0 0 UNIFORM PATROL DIVISION Personal Services 11,236,951 11,078,1 DO 11,371,154 11,814,176 162.00 Supplies 24,146 1$,120 17,300 38,000 Other Services 26,599 29,515 29,550 21,000 11, 287,696 11,125,735 11,418,004 11,873,176 TRAFFIC DIVISION Personal Services 607,078 573,312 588,478 452,684 11 AO Supplies 0 314 300 0 Other Services 4,267 4,494 4,500 0 611,345 578,12D 593,278 452,684 C-52 INVESTIGATIVE DIVISION Personal Services 3,718,864 3,864,867 3,967,106 4,203,259 57.00 Supplies 9,674 13,093 12,500 9,D00 Other Services 20,578 25,170 25,200 19,300 3,749,116 3,903,130 4,004,806 4,231,559 METRO SPECIAL OPERATIONS SECTI ON (MSOS} Personal Services 1,242,$59 1,490,183 1,529,604 1,671,745 21.00 Supplies 1,509 3,142 3,D00 1,200 Other Services 120,702 122,639 122,785 122,435 1,365, 070 1,615, 964 1, 655,389 1, 795,380 NEIGHBORHOOD ENFORCEMENT SERVICE TEAM (NEST} Personal Services 476,225 479,540 492,226 516,105 7.00 Other Services 1,422 1,498 1,5D0 500 477,647 481,D3$ 493,726 516,605 POLICE PENSION -BENEFIT PAYMENTS Personal Services (benefits) 4,738,026 5,17D,146 5,492,156 5,693,208 nla Supplies 620 600 1,100 1,100 Other Services 4,007 19,162 2,710 2,575 4,742,653 5,189,908 5,495,966 5,696,883 TOTAL PROGRAMS 29,786,709 30,599,495 31,431,959 34,106,076 348.00 C-63 F+~ M~rM W A U ICI A~ 0 N F~ A U H O }M W U U a O V ~O W ~ ~ ~ ~ O ~ ~ ~ ~ '~ pq c p .~' 'd ..., *,~ U ~ U ~ '~ ~ U ~, ~~, ~ ~ •p Z o ""~~ ~ ~ O ~ ~ ~ ~ U ~ ~ ~ ~ .-~; ~ ~ ~ w Q '~ '~ ~ ao ~ ~ ~ 5~ . wow ~ Q~.~ ~ "`--+ 0.r O O '~~' ~' ~ ~ `*~ U U ~ ~W b v ,r ~ ~ ~ ~ ~~ p~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ y U ~'' ~ "C3 U O ~w ~ ~ N ~ ~~a~ o ~,.~~~ ~ a Q O ~ ~ ~ ~ U oo,b~~~ a~~~~~~ H ~ o C ~ ^: ~ U QI CeS ~a ~r Qr ~ ~ U b O ~ .~ ~ ~ ~EI a' ~ Q U ~ ~ U ~ ~ ~ 4.r ~ 4, ~' w; ~ ~ ~ ~ ~ O ~ ~ ~ ~ • '~ ~ . v a°'n a.~~ .o o.~ o ro cn ~.~ ~ ~ Z'G~ 20 ~ ~~~~ °' 2~a~ F-~V 8 ~ ~ ~ ~ ~~ ,.., ~' ~ ~' w ~' w ~' ~ U~ o '~ o '~' o "a o b C7 ~ C'7 ~ C7 ~ C7 ~ ~, . a ~ ~ o .o ~ ~ 3 ~ ~ a~ ,~ W I ~ ~ ~ '~ Q+ O ' ~ ~'~ ~+'.~ c~3 c~ cC '+ Y ~ '~ M vi ~ ~ ~ ~ U . ~ ~ > U • C!] ~ ^ C/] ~ A CA , U ~ cad U ° a ~ ~"~ " a H a , ~ C .~ ~ ro ~ ~ ~3 ~ p, ° R, A., ~ 0. te ~ o ~ ~ ~ ~ ~ ~ ~>~ o Pa ~ ~ o a~ A o~ Y _ m ro ^d v ~ p ~ ~ C ~~~ ~ ~~Q ~~~ ~ ~ ~ , ~ ~~ CJ~ o ~ ~ ~ ~ ~,,,~ .~ ~ ~, a~ ~ c~ ~ i a ~ ~ ~~ ~ ~ ~ ~ H ~ N ~ a L~ C~~ ©F V ~ ~ ~ ~Q -~ b10 . 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U w ,~ ~ ° c ~ Y .~ Y ~ •~ ~ ^d ~+ y ~ vi ;~ ~ ~ ~ ~ , U ~ "G ~ '~ C...., l N ~ N c~ ~ "'a ~ ~ ~ ~ b ~ ~' ~ ~, a L~ ~ ~ ~ " m o b w v~ ~ ~ •v p ~ z9 ~ ~ ~s m v o ~ a" O v W ~ ~ v~ ~ ~ ~ r. ~ .. ~ a o •~ o. oA t+~ ~ ~+. .... _ d _ _ ¢ ¢ _ . d G, ,~ ~ ~ p. ,~ cG ¢.~ Q ¢ ¢ _ 4 v~ ~, +-+ U ~+W ~L ~ an ro ~ ~ o ~ a~ ~ ~ ~ ~ F+, ~ y"' ° ~, w ~ o ~ U Y o ;~ b~ ~ L ~ h N ' ~ ~ U ~L r~ ~ {..) ^ Lr U Q U ~i ~ ~ v ~ oA ~ ~ ~ ~ W [`~~ ~o ~ _ ~ N Q[n a • C-/`t W ~~// Fil A U ca ~a O U H ~ ~ r o 0 0 0 ~ 0° o Q a o o ~ o n o U 0 ~` ° ~ ° ° ` o ""' o o '""" ~ ~ ° E-+ ~ ~' ~ O ~ ~ ,= Q G7 0 p U p O O ~ U O O O ~ N W ~ f- 000 © o oM ~ ~ ~ O 0 69 ~ M ~ ~3 w ~ O ~ ~'; N Q ~ o ~ "~ 0 0 ~ ...~ " d' M ~ Q O N N l= N ~ N ~ [` ~ ~ ~ ~ N ,-~ ~ ~ p rn ~ ~ "' ~ © o ~r c~ n a C ~ ~ ~'? Q, o to `'~ o o cS N ¢ o o : W ~ ~ ~--~ ~ c ° M O ~ ~ 0 ~ 00 N o ~ o "y" 00 ~ a` v-~ o ~ N N [~ o ~ ~ to ~ r ~--~ ~ ~ ,--~ ~ ~ i--i ~ U ~ ~ y ~ ~ ^ ~ ~ = ~ ~- i Fil ~ ~ r+~-~ •'~ ran G~ F" +~-' b O `~ ~ smart U F-I ~ a~i ~ ~ ~ ~ 'd n N Q ~~ ~ ~ ~~ N ~ ~ ~ '~ ~ bA vii O rJ] ~ 0.r ~ ~ ~" ~ ~ tC O d p O O O O ~ Q bA ~, i~ -r-~ a--~ ~ 7-K F-, H ~ '""" ~ "' ^~ ~ z ~ ~~ Q ~" z z z z J~, O ~. O a~ '~ N ~r O .~ a C-75 E"~ w W A N a O H V U H 0 ~d 0 .U ~ a'~-+ U •~ ~ ~ '~ ~~o o ~~ U ~ ~ ~ b ~ U O ~ ~ ~ a> ~ ~ ~ ~ O 4) a~ -d ~ '.~ ~ ~ ~ ~ w ~ .~ ~~~ ~~~ ~ ~ N ~ ~ d •~ p U O ~ ,b ~ O U o ~.~•~'~ ~~~~ b ~ ~ ~ . O ~ ~ ~ ~~ ~ ~~d~~W h ~ ~ ~ ~ v a n a ~ ~ c ~~ ~ ~ ~~ ~ ~~ w ~~ H o o o ~, o o -- 0 0 ~ ~ ~ ~ ~ ~ ~ C3 ~ Q ~ ~ A ~~ ~~ ~,~ ~ ~~ ~~ ~ ~'-~ ~ ~' ~ ` V a o ~ o ~ o F- ^d a o~ o I c~ F- ~ o~ ~ ~ E- v E" as F- ~ ~ F^ o . ~ ~Q n.1. m ~i ~Q L^ ~ v. ~ rn -d m 'd yr W U~ O~ p~ Q~ p~ C'7 ~ C7 W C7 W C7 c~v O >, ~ N >, ~ U N V A~ ~ U L N ~.. ~ N ~ ~ ~ N 4N ~ ~ 5q O Qy" ~ ~ ~ Rte] ~ ~ t/z ~'" N 3~. O C~ 'G N ~1' .C N ri] ~ N ~ ~ N © c ~ U ~ ~, ~ U ~ "~ ~ ~ w . o a, ~ b r ~ . . ~ ~ . 0 7 p ;~ ~ ~ . O~ ~ N ._ .7 ~ O O H ~ W W ~ o ~, ~~~ ~ . ~~ H 'ti ,~ ~ a' ~ ~ ~ ~' .~ .w o ~ ,.a ~ ~ tis .d -a ~ ~ ~ c~ 6) w ~ ~ `~'~ ti., 'G ~ rrk ~ ~ '~ ~ 0. ~ Q ~ ~ U ~ ~ ~ ?~ " c~~ i ~ a ~~~~~~-~ o~ ~o~© ° ~ 01 CV © M N r-.~ hi W w ~ b 5 ^ ,~ ~ v U .~. ++ G" ~ ~ ~ ~ .o ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ o.~ ~ ~~ ~ ~ ,~ o a i ~ ~ ~ ~ ~ ~' ~ '~ OCa., ~' +~ O A . "~ Q ~ O . ~ ~ O Q N ~ ~ cd 3 ~ 7 U ~ ~ ~ ~ ~ U ~ ~ O ~ ~ ~ ~ a--+ c•s ~ r~ a ~ a b .~ '~ °o a o " ao o~ m a ~ ~ ~ ~ ~ ~ °o~ °a, ~. ~ o ~ ¢ ~ W M fx ~ ~ ~ ~q N sR . • . C-75 a> .~ O U i w w A w W l ' U 0 N~ ~~ ~~ ~~ ~i 0 U V W ~ ~ ~ ~ ~ n 'C 'f+ ~ C7 ,~ 1W 0 v w . ~ ~+. 'v ~ F v-~ y ~ o ~ ~ ~ ~ ~ ~ a c~ ~...~ .~ ~ Q ~,... o ~ o L C] V ~ o .o L p. ~ :~ ~ o ~ ~, V] [I] ~ o ~{ >, ~ ~ .O i.. V ~ ~ ~.~ wfl .r0-i ~ ~ • F. 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Q ~D , ~ C~ N ~ F N O ~ U] ~ 3 N G • • • C-96 O ...- O H W O W ~1+1 W~ A I~ W O w ~L// ~+i a W o4 0 U ~n ~ o ~ 0 o o o r, E,., ,~ ~n ~ © ~ Q O o o °o M N ~ N ~p ~ V ~~ ~ ~ o ~ o O a cpV M ~,., '-~• ir, ~ o C ~ o O O O O N O ~ N w ~ © iN ~ O~ O M ~ O\ g p ~ ~ ~ OO ~ O N {yg M ,--~ ~. ~ OEJ U d. ~ C N p r ,..,, ~ ~ ~,._, d" ~ """' N N ~ '-' O N O O o d' 0 O N a ,~ """" ~'? ~ N O ~ ` ~ bS CT .~~+ O oU p ,~ N ~ ~O ~ ~ ^" ~ N ~ N o ~ "" ~ ~y © O ~ O ~ ,~ ~ O~ o V1 ~' ~ N b9 ~ Q ~ ~~ ~ ~ ~ ~ ~ .~ ~ V Imo( A ~ cOn ce3 ~ ~ N ~ ~ `" ~ ~ cE ~ UO ¢, ~ ~', U cn U q ~ U ~ ~ v' ~ U ~ ~ F, U U ~ ~ ~ U ~"` ~ ~ U . ,., ,~ ~ A ~ ~ U c}.~ '+'' ~ rn ,-O ~ ~ .,..E 4-rt O v} i.~ ~ O R, ~ ~ O ~ ~ O O ~ ~ .w ~," ~ .~ ~ td ~ ~ ~ c[S rii ~ U ~ r! ~~, ~ ~ ~ ~ 4-i O U 4r O i-i 4J ~ ~ O F.-i ~ ~ 4~ O t-y ~ ~ 41 O Fw ~ ~ 4..E O F--[ ~ ~ ~ 4~ O 7-c N ~ 4; O i~ GJ ~ O ~ ~ 4~ O F. ~ ~ ~ 4~ O H ~ A ~ 4~ O F-E v ~ ~ O 1.-i G~ ~ ~ ~+, O~ !-i ~` N C-II~ ~ a ~ Z Z Z Z Z Z o Q Z Z Z Z Z a C-97 W W A H O W E-~ V1 O F-~ W O O O H W ~/ O I~ a~i o `" ~ ~ .p ~ ~ ~, Q .~ '~ a ~ ~ ~ ~ bn ~ ~ ~ ~ a~ .~ ~ o w •~ ~ ~ ~ ~ ~ ~ O ~ ~ O ~ O U `~ ~ p ~Q ~bA ~ ~ .~ ~ ? ~ ~ a O ~ O ~ ~"" a U ~" ~ cd '~ ~ Q" ~ 4J ~ ~~ .,V.~ {,.a ~ O y~ rn P-~ P ~ ~ ~{.^i-art p ...Q~~~ ^ ~ wvw' . ~ ,~.~/ H y ~ ~ 1~ i ~ U sue. d ~. a ~ ~ ~ ~ b > ~ ' ~ a~ a i rs ~ ~ ~ ~ ~'' ~ W +~ o ~ ~ ~' n. a"'i c ~ o ~ ~ o ~ o o . ~ ~ ~ A ~ ~ ~ p. `` a y 3 ~~ Z o 0 0 ~ 0 0 0.~ ~ a~ ~ ~ ~ ~ ~ ~ a ~ ~. ~ a ~ -° o ~ ~ o • ~ ~ ~ . ~ O ~ z z ~ Q ~ ~ z z z ~.° H ~ as oa ~ a~ ~ w V ~ c°7 C7 t~ C7 C7 ~ ~ o ' ~ , U ' ~ O 0. C ~ .p ~ ~ v, ~ . ~ C ~~ C U d3 ~ ~ ~ O ~ Q, ,~ ~ ~ ~ ~ ~ .~ U N _ ~ ~ ~ _ ~ =_ ~ a ~ 0 3 ~ a~ 3~ 0 3 O ~ ~ =b ~ ~ -~ ~ c a~ b o ~ b ~ v cva ~ ~ ~ ~ ~ .~ ~ .~ ~ ~ ~ ~1, vyi fS; ~ f~ P. ~ ~ ~ ~ ~ U +~+ rn G? ~ 'J ~ ~ ~' N U U ~ yy/~~ ~ c ,,, i, ~ {/1 Q~ rf1 N ~ ~ ~.yy ~ ~ R5 ~+ ~ l a~ ro A N ~ vUi ^d b~ q ~ .0 i. ~ ~ ~ G~ W N "C9 U ~ y N N ~ ~ U y (il , -. ~ F r ~ 'r CU ~ ~ ~~ O G ~ O c~d ~ ~ +~ H ~ ~' C7 a. z w E- U ~ ° c z~ N O O O~ 00 O~ U ~' ~ N "' zs L ~ U L^ 5 ~ ~~ ~ ~ ~~ ~ ~ ~ ~~~ ~ Q b . ;~. ~~yyII ~ U ~4 w O ~ ~ ~1 ~4.~ ~ ~-+ b~A ir'~ w ~ ~ ~ ~ a ~ LE. N ~ Q +n ~ z ~~ ~~ ~ ~., c-9s /~ `/ w E-+ w I+••~ W U ~Q'' W ~,, A Z V W 00 ~~ ~I W T~ V/ F^^+~~I~ FBI N ~ o °c7 °o o ~ ~ o ~ ~ a o ~ ~ N ~--~ M f/3 C"'^ Q~ p U o O O o O © ~ C ~ ~ O p ~ oa ~ N ~ N ,~ ~ W O Q ~ o Q E~ N M ~- ~ °O ~ ~ N ~ ~ O Q ~ N C:7 o V~ C~ ~ -~ d ~ © ill ~ d' 01 " U r' '-" '" ~ oo " W c o' o ~ 0 ° o oQ n N ~ oo p ~ c.l `r' O U G3 ~" O /' ~/ . U ~I ~ ~ ~ ~ G~ ~ ~ O ~ ~n p U ~ "d ~ p t7 r-, O ]~1 ~ y ~ ~ GJ ~ OO ~ U i..~ ~ ~ ~"" v . ~ U R O a ~ U ; r n O O O ~ qp t+-i O 4-e O Ga O O U ~ ~ ~ ~ v ~ ~ ~ ~ ~ ~ ~ y ~ ~ ~ Z ~ ~ ~ Z Z Z ~ -S~ FIRE DEPARTMENT Board of Public safety Fire Chief Fire Administrative Prevention Services Preventive Arson Maintenance Training Coordinator Emergency Inspection Vehicle Repair Emergency Firefighters' Firefighting Medical Pension Operation Services Board of (EMS) Trustees Fire Suppression Public ~ Station Education Repair EMS Billing Account Receivable Hazmat Confined Space Water Rescue Shift EMS Instructors Operations Special I ~ EMS Operations Training C-100 F[RE DEPARTMENT 2006 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 200fi FTE 2004 2005 2005 2006 (full-time Actual Actual Budget Budget staff only] DEPARTMENT TOTAL: GENERAL FUND: Fire Department Personal Services 16,482,233 17,755,432 18,332,119 19,147,083 255.00 Supplies 254,890 280,939 265,600 285,600 Other Services 981,936 1,166,393 1,120,470 1,225,496 Other Uses 4,145 4,687 4,687 1,102,963 Capital 0 0 0 1,800,000 17,723,204 19,2D7,451 19,722,876 23,541,142 CAPITAL FUND: EM5 I Flre Department Capital Fund Other Services 405,356 273,796 277,867 184,202 Other Uses 250,000 $66,112 250,D00 250,000 Capital 460,428 250,000 625,D00 911,597 1,115, 784 1, 389,908 1,152, 867 1,345, 799 PENSION TRUST FUNDS: Firefighters' Pension Fund Personal Services (benefts) 4,364,699 4,715,925 4,921,111 5,578,958 nla Supplies D 26 200 200 Other Services 2,682 12,126 4,841 4,591 4,367,381 4,728,077 4,926,152 5,583,749 TOTAL FIRE DEPARTMENT 23,206,369 25,325,438 25,801,895 30,470,690 255.00 PROGRAM BUDGETS: ADMININSTRATIVI; SERVICES Personal Services 515,430 453,139 539,956 484,034 9.00 Supplies 116,600 145,104 121,600 123,500 Other Services 1,292,042 1,384,989 1,303,087 1,328,998 Other Uses 254,145 870,799 254,687 1,352,963 Capital 460,428 250,000 625,000 2,711,597 2,638,645 3,104,031 2,844,330 6,001,092 FIRE PREVENTION Personal Services 426,345 458,506 458,286 485,354 7.00 Supplies 1,000 1,000 1,000 1,000 Other Services 6,000 6,000 6,000 6,000 433,345 465,506 465,286 492,354 FIREFIGHTING OPERATIONS Personal Services 12,119,212 12,765,992 13,245,082 13,909,843 187.00 Supplies 68,134 64,969 73,134 71,234 Other Services 75,250 48,200 75,250 60,700 12,262,596 12,879,161 13,393,466 14,041,777 c-lal FIRE DEPARTMENT 2006 BUDGET AND PR10R YEARS REPORTED 13Y MA.30R EXPENDITURE CLASSIFICATION EMERGENGY MEDICAL SERVICES Personal Services 3,421,246 4,077,795 4,088,795 4,267,852 52.00 Supplies 69,156 69,866 69,866 69,866 Other Services 14,000 1,000 14,000 14,000 3,504,402 4,148,661 4,172,661 4,351,718 FIREFIGHTERS' PEN510N -BENEFIT PAYMENTS Personal 5en+ices {henefts) 4,364,699 4,715,925 4,921,111 5,578,958 n!a Supplies D 26 2DD 200 Other Services 2,682 12,126 4,841 4,591 4,367,381 4,728,D77 4,926,152 5,583,749 TOTAIr PROGRAMS 23,206,369 25,325,436 25,801,895 30,470,69D 255.00 C-102 N z w H a a w A w w r~ Vl 0 E"f H A O a at O I~ '~ U S~ W ~ ~ ~ ~ ~ , b ~ ~ w '~ ° o ~' °~' ~ a~ 'ao '~co ~ ~~ ~ o a ° cq v a i •~ ~' U O y y~ bOf# ~ ~ O~~ v O O O O W N bA ~ ~ N ~ ~~ Gam] , > ~ ~ ~i N ~ 41 ~ ~ W U ~ ~ W ~ ~ ~ Z~ Z A 63 U SC 'C O ~ C. 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L C~ N V LC ~ ~ ~ ~ VI ~J1 ~ ~O '~ ~, .A ~ ~ rUii U N w rn • ^O ~ ~ -tj ~ ..C A ~ , ,~ ~ U~ U U b> y~ .~ C ,~ C ..p +~' 7 ~ , , U y V~~, ~ , d ~ .C ~", iC C. M b ~ ~ C aUi ~ G vUi •G b I-'{ ~~S 3 `~ T `~ ^p 00 py V p, ~~ ~ W p, a VI ~ •~ , i. ~ ~ V ~ =~ C. Sd ~ V'1 ~ '~ ~ Q ~ ~ ~ ~ ~ ^/ M 'W'"~ O a~ = ~ ~ ~ ~ ~ ~ o ~ `~ o •o ~ ~. 5 • ~ C ~ L W ~ ~ ~ U ~ ~ i . U [6 ~ w ~ ©~ C ~ U 'b U '~ a ' 7 ~ ~ ~ U ~ ~i ~ ~' Co' a~i ~ ~ a~i Q m ~ °tin ~ ~ a i ~ ~ Q U V ~ ti ,D C ~ J~^'~ Q y c~ ~ Q ~ ~ ~ U ~ ~ ~ FOr U y -~~., +y+ ~ .G ~ O U vi V ~•• C ~ ~ p H ~ c~ a •° C ~ ~ '~ ~ a ~ ~ U° O O ° °' ~ ~, t ~, ° ° .ti ~ o W a~ p 6 °" ~ v ° ~ ~ v • • W o0 ~ ~ ~"~ ~ 7J ~ ~ ~ ~ U U Li] cd w.3 ~ ~ ~ ~ ~ ~ E" ~"~ Q `~ Q ~~ ~ ~ is ~ ~~.• ~ ~ ~ ~ ~ o ~ v-, N ~ ~ ~ ~ `~ ¢ ~ V] G.. v i ~ U ra • • ~ ~ j • • ~ • C-114 i -d a~ .~ U I W ~~ ~~/ W E"~ ~ ~ W A r'1 !GI O w W ~ A rT~r W !"~'1 W O ~ _ ~~ a..G .U ~a. .p . H : ~ `+" ~ D O +--, V ~ V z a'"-, J CQ ~ 0. CQ ~ ~L ~ U O b va {) cn C.1 O~ O b rn ~ O b U~ C7 ~ C7 ~ C7 ~ C7 ~ ~ ^" ~3 ~ ~3 ~ ~3 ~ ~ V ~ ~ ~ y U y ~~ YU„E ~ w ~~ ~ ~~ ~ ~ a~~°' ~ H ~,~ ~ o ~ a ,~ ` ' ~~ o ~ v' ~ O O Q' ~ ~ ~• ~ ~ ~ ~ o. ^o a~i ~ a~ ~ C. L, ~ CC O ' ~ ~ ~ fi b ~ ~ N ~1 V ~ ~..r, ~ ~ R 7' ~ ~ rii i ~ ~ +-+ ~ W . V ~ tvj V ~ 0 { ~h 4+J O yy O~~, a~~~ ~ • ~ ~~I ~ ~j' • ~ O ~ ~ ~c~{ O a., ' v ~ Y 'b ~ p ~' .~w c ~~ a~ CL U v, ~ bA ~ ~ ~ / ~ W O /.a ~ ~ `~' R ~ a~ O ~ ~ O r-~1 V FFA ~[[ ~ I-4 Y ~ 'il Fig ~~ ~, CV W °O ~ ~ ~ N ~ aq U ~ ~ '~^ ~ 1.( "G dal ~~. rn ~ ~" ~ r ~ U .0 V y .,~~. O U O .~ ~ O~ y ~ O ~ ~ Q ~ ~ ~ C-~ 15 rW ~./ h~~l f~l ~€ W A ~ W E~ ~ Q' U Ww A~ ~~ h~~l ~I V Er W o ~ L ° ~ '~ ~ N x ~.-, H H' ~ o ~ ©~ '-` . N ,~ ~ n ,~-, r1 N ~ ~r; : oo ~ N ~ M N N ~ `r: d: ~ ~ ~ x ~ ~ ~ ~ ~ ~ c~ ° N N p M U : ~" ~o ~: w t,, o ~ ~, ~ ~ .~ ~ N O ~ ~ '~ N cn N ~ O ~ rn O ,b ~ ~ O ~ ~.. c~ ~ ~ ~ ~ 'd y ~ O ~" b `~ ~ ~ ~/ ~ ,b ~+ ~ G) ~ O GA ~ © V ice. ~ ~ ~ • ~ `ii `i' ~ ~ ~ Q !~ b ~ ~ + p ~' .~ ~ U ~ . .~ ~ v ~ ~ D Q Q '~ O O p , C~rS ~ ~ ~ z z z ~~ z z C-1 ~6 CODE ENFORCEMENT Code Director Hearing Officer Neighborhood Weights & Abandoned Unsafe Cade Measures Vehicles Building Enforcement Environmental Standards Substandard Enforcement Housing Animas Control C-117 CODE ENFORCEMENT DEPARTMENT 2DD6 BUDGET AND PRIOR YEARS REPORTPD BY MAJOR #iXPENDITURE CLASSIFICATION DEPARTMENT TOTAL: GENERAL FUND: Neighborhood Code Enforcement Personal Services Supplies Other Services Other Uses Capital 2fl06 FTE 2004 2005 2005 20€}6 (full-time Actual Actual Budget Budget staff only) 851,385 861,234 883,699 915,786 19.00 106, 059 103, 607 143,267 133, 974 225,359 248,980 238,540 237,416 3,039 2,763 2,763 52,933 158,050 92,249 32,400 0 1, 343, 902 1,308, 833 1, 300,669 1, 340,109 Weights and Measures: Other Services 42,000 41,482 43,000 43,000 42,000 41,482 43,000 43,000 Code Hearing Officer Other Services 43,271 37,505 56,976 56,976 43,271 37,545 56,976 56,976 Junk Vehicle Personal Services 45,408 45,343 47,710 50,253 1.00 Supplies 2,357 2,985 3,768 3,768 Other Services 13,379 18,493 18,586 17,657 81,'144 66,821 70,064 71,678 Unsafe Building Other Services 221,602 182,576 195,040 195,000 221,602 182, 576 195, 000 195, 000 Animal Control Persanal5ervices 307,514 317,159 332,266 348,461 8.00 Supplies 61,773 59,015 38,823 44,286 Other Services 68,522 75,138 83,244 72,765 Other Uses 354 423 423 261 Capital 0 0 0 3,500 438,163 451,735 454,756 469,273 ENTERPRISE FUND: Solid Waste Fund (Code 1=nforcement only) Personal Services 379,174 370,676 393,898 394,110 9.00 TOTAL CObE ENFORCEMENT 2,529,256 2,459,628 2,514,363 2,570,146 37.00 C-118 CODE ENFORCEMENT DEPARTMENT 2006 BUDGET AND PR[OR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION PROGRAM BUDGETS: ENVIRONMENTAL STANDARDS EN FORCEMENT Personal Services 715,D66 709,085 745,401 718,649 Supplies 36,101 35,150 40,194 44,941 Other Services 130,272 12$,234 126,920 153,768 Other Uses 720 676 661 13,133 Capital 33,526 19,580 32,400 0 915,685 892,725 945,576 930,491 SUBSTANDARD FIOUSWG Persanal Services Supplies Other Services Other Uses Capital ABANDONED VEHICLES Personal Services Supplies Other Services Other Uses Capital 16.00 444,554 445,728 46D,514 435,532 7.00 47,780 46,296 54,101 60,311 394,019 351,477 351,471 401,356 953 891 889 17,625 44,372 25,789 D 0 931,678 870,181 866,975 914,824 133,424 133,947 137,617 135,493 6.D0 11, 817 12,188 14, 330 15, 572 47,515 52,068 51,938 58,044 189 177 171 3,449 8,785 5,126 0 0 201,730 203,506 204,056 212,558 ANIMAL CONTROL Personas Services 307,514 317,159 332,266 348,461 8.00 Supplies 61,773 59,015 38,823 44,286 Other Services 68,522 75,138 83,244 72,765 Other Uses 354 423 423 261 Capital 0 D 0 3,500 43$,163 451,735 454,756 469,273 WEIGHT5 AND MEASURES (services pertormed by the County) Other Services 42,000 41,482 43,000 43,000 42,000 41,482 43,000 43,ODD TOTAL PROGRAMS 2,529,256 2,459,629 2,514,363 2,570,146 37.00 C-119 l~ W ~I W A r~r~ ~I V O W W A O W U O r~ V1 A ~jW -{ 0 W ~a ~7 O a w b ~~ o 3 ~ o ~ .~ ~ ~ o ,~ ~ ~ ~ ~ +~ ~ tw" • ^' ~J W O v ~ ~ ~ ~ ~ ~ ~ ~ O ~ ~ ~ ~ cry b ~ ~ ~ b ~ ~ .~, 43 O a-+ ^d ~ .S., .~ ~ O o `~ a a y~ Y~~L O R., O Q€ .~ ~N U ~ ~ ~ ~ 0 0 a ' ~ ~ o_ > ~_ ~ U ° .~ . ° ~ ° U ~ ~ `~ ~ ~ ~ ~-~ ~~ ~ ~ ~ ~ ~ ~ ~ z ~ z ~ z ~,~ ~+ ~ oa U~ ob C7 ~ ~ ~' V 'O €L.°j O 0. 0.~ 0 ~ '~ U ~ bA cn „ EI _ `n 3 G Q :p ~ G ~ ~ ~ t~ o u '~ v ~' ~ ~ ~ U a ~ ~ ~ ~a ~ ~ ~ ~ b ~ ~ ~ ~ ~ ~ ~ ~ b ~ ~ ~ ~ ~ ~ ~ OA n H ~ ~ ~ ~ ~ ~ ~ ' ~ ~ a i O ~ y 'G V U V N . a7 CC ~'. ~+ ~ ~ O O O ~ ~ O ~ fk. 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C C C F Fi Ks ~ •~ ~ b ~ ~ ~ .O ~ ~ ~ ~ ~ ~ ~ A. . F--i ~ O ~ ~U ~ ~ ~ Ql "C7 ~ r) 'n ~ V ~} 10~ v ~ L ~ ~ .~ ~, ~ ..~ y ~ ~ U O O ~ ~ ~ ~ ~ ~ ~ ~ °~ a~i o ~ ~ N d C/] O ~ "~ ~ ~ l N N ,r O ~ ~ a~ W o 5 ~"I . p. ,~ ~ '~ Y ~ •V ~ U ~~+' w? U "Cy ~ U Q O b U U W ~d , ~ ~ ~ ~ ~ ~ ~ ~ '~ ,~-' 0. v z W ~ ~ ~ U ~ C!] ~ ~ U W 7 U ~ es • • • ! • • C- ~ 22 W A w U O z W W A O U Q ~""~ O a 'E-~ ~ °o ~ ~ ~ o ~ ~ H C ~W~ p ~ O N N Alf h +E ~ r-w ~ O w D ~ o ~ `n ~ N ~ ~ ~ N M ~ ~ ,nom Om0 W 0 o p ~ Q `r' N ~- ,~ ~. ~ O -~ ~ ~ ~ .~ o A. ~ ~ v U ~ ~ ~ ~ ~ [~] ~ ~ ~ •~ ~ ~ 4--i O y--E O 4~ O ~ 4-~ O ~ as ~ t-. a> ~ c~ a~ p w a~ ~ z z z z C-123 E-+ W A E~ W r 0 W W A O U W U H A W O O ~I .~ 0 0 ~. .~., .~ Cd a~+ 0 0 ~. 0 U ''~ CO ~ ~ O I~ ~ ~ ~ '~ ~V a ~. GA a ~ v ~ ~ ~ O U ~ U U ` N N N N ~ ` ~ ~ > > .~ {, O O O O ~ ~ N N N ~ N ~ ~ ~ ~ ~ ~ ~ a ~ z.~ z Q z~ z° a w as ~o ~ ~ ~~ ~ ~ ~ v~ ~ ~~b~ ~ ~ ~ ~~~ c _ ~Q ~ b~ ~ b~ ~~ ~~ x~ ~ ~~~~ ~ x,~~~ b ~ h ~ . U y ~i II----~~ r QI g bA b ~ ~ ~ ~~ F"~ ~ cd N 'etl ~ .d v' O w ~ y ~ O ~ O U ~ ~" ~ ~ ~ ~ ~ tom. ~ .V. GJ rq ~ ~ ~ Q, ~ ~ ~ U U ,~ ,~ N > ~ U ;~ ~ ~ L.1 a o ~ ~ o 00 M VT V"1 M ~--~ ~D y., O ~ Q O ~ 1~1 ~ F O ~ t?, O .. ~ C7 }~ ~ • ~ ~ ~ p, U ~ ~ > O a> ~ ~ o o ~ 3 H ~, V ~ ~ ~ ~ ~ • • • • C-124 ~"~ W ~"~ A ~""~ W U 0 w w w A 0 v W U w 0 ~a 0 a H W '~ o C7 © 0 ~ O O ,-~ ~"~ E'"3 1p ~' p ~ Q o o0 O O N ~ M ~ O © ~ `~ ~ c*r ~ ~ ~n 00 ~ ~O 00 ,-, N c+~ ~ N ~ d= C~ oo ~ .-, c*1 ,~ Z w M o° ~ ~ ~ o ~ ~ ..~ ~ . ~ o ~° ~1 ~ t7A ~ N ~ 0) ~ [~ U ~ ...~ ~ ~ z ~ o ~ o U U U V ~" ~." ~." 6J U N N ~ 9 > ? ~ ~ ~t-~ ~ O O O O s~ ~ ~. a. U U U U .D ~ ~ ~ z z z z C-125 "~ w W A ~"~ W U O W W A 0 a 0 x H z 0 V /'O 1~ ~~ ^~^ V~1 .--e C~ ,~ i--~ . ,..~ .irt U CCS b 4.t O ~ ~ ,~ b 'b ~ .~' ~ U ~ '~ V] }~~'a~' y Fr ~~o a ~' N h O .~ a an a U 'n VI _ ~ ~ ~ ~, ~ .~ 0 p . ~ ~ ~ ~ • ~ y ~ ~ ,cd ~ O p ~ y ~ ~ ~ rn cd W p ~ ~ ¢ O ~ ~ cC ~ O~ O ~, O~ O O O y O -~ O O +~ ~ ~ ~ ~ ~ ~ ~ r~ii N ~ y ~ ~~ ~ ~ N y N y .C V ~ ~ ~ ~ ~ ~ ~ ~ F. .C ~ .~ ~ ~ ~ ~ _ b ~ O ~ ~ ~ ~ ~ C p ~ ~ p y '..X' ~ C^ ~ p ~ ,~ E ~ U ~ ~ U ICI O U ~ Cd w~ G~ GC VI y~ ? Ui ~~ i 3 ,n° ~ 'b u u °J ~ ~ "~ r~ ,~ ~ ~ a~ O N ~ O '~ 0. ,~ 0. b0 ~ ~ G' CL .~ c~ ~ ~ ~ 'C C1: ,~ c~ ~ ~ 6VJ a.. 0.. a~ 'G O a~ ~ ~ ~ ~ :~ ~ ~ o ~ ~ ~ id.~ ~ -db mid ~ e~ C ~~ ~ ~ a~ .~ ~ ti ~ ~ E'" ; ~ ~.y a ~ ~ ~ a~.~° m ~ ~ ~ ~ ~ ~ '~ ~ ~ ~? o ~ ~ ~ ~ ~ , N a~ ~ G~ ~ O `" p ~ y ~ ~ cd ~ p SC ,.C cpG ~ ~ G 'b ~ ~ ~ ~ "CS ~? ~ .~ N ~ GA -a ~ G F' • N 'O ~ a' ~ 0. ~ °j ~ +~ ~ vi v. cC i~ iC v ~ 6~J cd + ~~+ +~ + ~ ~ s. p ~ . ~ p., . , • , .. O V p Q. -d '~, tll Gi ~ ~ ~ cad '~ ~ ~ ~ ~ ~ O wv ¢~~ aQ ~s~¢ ~ ~ ~ b_-~bo O N N O~ O~ N ~D ~ O~ ~ ~ ~ A 'O O ~n v~ O~ C -~ 00 00 I~ M m m ~n ~ o ~ 00 O .--~ ~ y 6~J cd U ~ ~ b C C cb R ~ `~ ~ ~ . a~ tsA H o o a '~-~ ~~ ~ " • ^ C cp R ~ U p~ p p ,.+ ~ 47 ~ N ~ ~ n~ a ~ ryl7 ~ ~ ~ ~ ~ .~^ . H ,~ ~ , ~ ~ ~ U .c " .~ ~ .c a ~ ~~~ a ~ ~ - ~ 3 ~~ ~ ~, ~' ~ ~ ~ ~~~ o ~ s •~ o o ; o ,~ ~ , ~ , , ~ ~ , ~ ~ ~ ~ p +~ ° ti ~ w w r E.~ [~ a w c ~ ~ ~. ~ ` ~ ~ `~ r% v, rn ~~ '~ ~ ~ as cu ~ •~ ~ G a' L~] nn 'C M ~ ~ ~~~ ~~ ~ ' " w • o~ ~ ~ ~ '' v ~°o b ~ p ._ „ ~ ~~ ~U ~x ~ 4 ~ O ~ W GG U ~ ~ N~ i a . o • • • s V~] Q Z U • • • • a • C- ~ 2~ b .~ O U i w W A N w [~ W W A O a ~~J F--i rO V a ~~ O z~ U O O °' °' °' ~~ F, ~ ~ ° ~ Q. ~; v U o o ~ ~ ~, ~, o z ~~ ~~ a~ ~~ z .~ z .~ H~ ~ ~~ ~ U ~ o ~ o C7 rn C7 ~ W ~ ~ v ~ ~ a, ~ ~ ~ o - .3 ~ ~ ~ ~ U , ~. C ~ ~ ~ ~ ~ ~ 0 O m ~i cVa GL C. ~ ~. ~ -~ ~ o ~ o p ~ p. ~~ o M CAS N W C"' ~ ~ 5 ~ H ~ ~ o U ~ a , a~ a~ ~ ~ a~ U w U ~ ~ ~ F I~ N C-127 E W W A F~ W U~/ Fil 0 z A 0 W F+~ 0 a ~1 E"' ~ ~ U v W ~ O ~ '~ z~, ~ ~.. ~ ~, ~, O ~ ~ _ Z ° ° ~ .~ ~ ~ ~ ~ o ~ U 1 M ~3F ''~ . ~ ~ !~~ C~ ~ a ~ ,~' ¢{ ~ .=^i O U 4 ~ O O O ~ O O O © ~ ~p Z d~ O ~ Z ~ O O N N ~ N ~ N ~ .~ m w ~ O ~ ifl M ~ l~ Q1 ~ ~ p ~n N Lo d' ~n ~ O ~ ~ m ,-~ N N M N ~--~ N ~--i cn N x p O m ~ O ~ N ',~ d" m v~ m U N N .~ m ~ ~ ~ ~ ~ N W p © N Z ~ ~ oho z ~ ~ ~ cn N N .~ N ~ a~ N N .~ ~ i; '" , ~ .~ ~ ~ ~ ~ ~ b ~ ~ o x ~ ~ b ~ ~~ N , ~, ~ ~ o .~ ,~ ~, o ~ ~ ~ ~ ~ ~ o ~ ~ o U ' ~ ~ ~' o o ~ ~ -~ ~ ~ b , ' ~ ~ o o ~ ~, ~ o i ~ ~ i ~ ,~ ~ ,~ ~ o o ~ ~ ~ .~ ~ ~ 0 0 0 0 0 0 0 0 0 0 0 a~ as a~ a~ a~ a~ v ~ ~ a3 a.3 Z Z Z Z Z Z Z Z Z Z Z Q .~ a b ~, 0 .~ .~ z C-128 PARKS & RECREATION Board of Parks & Recreation Z Superintendent of Park Park Park Recreation Potawatomi Golf Administrat ion Maintenance Zoo Division Division DIVISiOn Division ^iVISIOn Park Generai Recreation ZOO Golf Administration Park Maintenance CellterS Operations Maintenance pperations Marketing) Education Pf0 Grants/ S hi Forestry Programming Services Shop ponsors ps Park Park Athletics Veterinary Security Safety Services Aquatics Z°° Maintenance Special u Greenhouse Events I C- I29 PARKS AND RECREATION DEPARTMENT 2006 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 2008 FTE 2004 2005 2005 2008 (full-time Ac#ual Actua[ Budget Budget staff only) 6,903,336.00 6,997,116.00 7,003,436 7,2D7,617 122.00 1,212,294.00 1,295,949.00 1,276,532 1,338,947 2,000,883.00 2,171,382.00 2,087,066 2,092,677 249,894.00 274,085.00 274,0$5 267,458 831,302.00 429,019.00 71,$00 300,000 11,197,709 11,168,551 10,712,719 11,206,699 Recreation Non-reverting Operating Fund Personal Services 375,647 404,130 48'1,591 461,791 0.00 Supplies 256,833 210,831 216,802 201,016 Other Services 146,838 204,536 112,123 164,192 Capital 88,893 29,714 45,000 112,000 868,211 849,211 855,516 938,999 Special Events Personal Services 1,562 0 0 0 0.00 Supplies 9,240 88 3,700 6,150 Other Services 118,007 5,319 102,000 14,050 Other Uses 4,328 4,017 4,017 2,632 133,137 9,424 109,717 22,832 Park Non_reverting Capital Capital 291,048 242,915 255,600 274,500 291,048 242,915 255,600 274,500 TOTAL PARKS AND RECREATION PROGRAM BUDGETS: PARK ADMINISTRATION Personal Services Supplies Other Services Other Uses 12,490,105 12,270,101 11,933,552 12,443,030 122.00 513,D20 500,643 532,969 521,938 9.00 17, 747 15,690 17,600 17,700 348,208 380,384 323,665 312,679 24,002 27,631 27,631 28,321 902,977 924,348 901,865 8$0,638 MARKETING I GRANTS !SPONSORSHIPS Personal Services 161,581 169,013 161,448 177,749 3.00 Supplies 309 35 700 800 Other Services 30,557 31,052 41,050 41,050 192,447 200,100 203,198 2'#9,399 PARK SECURITY Personal Services Supplies 157,360 147,930 159, 550 153,990 157,220 147,930 158,650 153,090 3.00 140 0 900 900 c-i3a PARKS AND RECREATION DEPARTMENT 200& BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION GENERAL PARK MAINTENANCE Personal Services 2,473,343 2,554,194 2,485,90D 2,615,750 48.00 Supplies 363,929 389,827 418,365 418,365 Other Services 1,186,681 1,270,180 1,257,295 1,245,D77 Capital 853,398 452,867 100,600 334,OD0 4,877,351 4,667,068 4,262,160 4,613,192 GREENHOUSE Personal Services 168,082 151,280 170,643 181,221 4.00 Supplies 8,013 7,252 8,200 8,200 Other Services 81,070 99,356 87,515 87,515 257,166 257,888 266,358 276,936 FORESTRY Personal Services 342,499 332,169 353,695 364,196 7.00 Supplies 18,437 6,020 14,050 14,050 Other Services 4,934 7,909 9,710 9,710 Capital 6,682 6,385 10,000 0 372,552 352,483 387,455 387,956 PARK SAFETY Personal5ervices 25,499 27,424 1,272 24,435 1.00 Supplies 2,226 6,607 3,400 3,400 Other Services 513 116 1,200 1,206 28,238 33,747 5,872 29,D35 RECREATION CENTERS Personal Services 602,650 628,604 618,356 629,913 12A0 Supplies 44,123 62,365 92,505 77,575 Other Services 77,355 118,997 92,312 13D,965 Capital 43,254 1,3D6 45,000 112,000 767,382 811,272 848,173 950,453 PROGRAMMING Personal Services 364,683 362,513 361,606 288,823 2.00 Supplies 116,024 65,746 53,275 40,840 Other Services 50,274 65,862 21,271 25,805 530,981 494,121 436,152 355,468 ATHLETICS Personal Services 360,262 385,798 481,620 515,173 2.00 Supplies 147,878 151,806 176,331 181,735 Other Services 54,215 77,402 62,471 68,829 Capita[ 65,446 29,714 0 0 627,801 644,720 72D,422 765,729 AQUATICS Personal Services 229,090 222,433 225,687 228,548 1.00 Supplies 13,567 16,109 18,150 18, 240 Other Services 9,337 8,054 8,940 8,940 251,994 246,596 252,777 255,728 C- f 31 PARKS AND RECREATION DEPARTMENT 2006 BUAGET 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 1 D5,369 92,287 94,488 91,180 2A0 32, 019 19,421 15, 285 17 ,485 168,937 51,802 151,359 60,492 0 D 0 2,632 3D6,325 163,510 261,932 171,789 641,714 696,194 574,487 631,131 91.00 2D3,364 244,103 215,650 230,650 178,217 199,418 '183,551 185,804 158,260 111,526 1 D9,6D0 127,500 1,181,555 1, 251, 241 1, 083,288 1,175,085 POTAWATOMI ZOO EDUCATION SERVICES Personal Services 24,026 42,297 68,161 69,668 1.00 Supplies 0 93 200 200 Other Services 2,280 2,497 6,670 6,670 26,306 44,887 75,031 76,538 POTAWATOMI ZOO VETERINARY SERVICES Personal Services 102,891 106,939 106,643 111,8D0 2.00 Supplies 17,647 16,387 15,973 15,973 Other Services 16,110 15,757 17,000 17,000 136, 648 139, 083 139,616 144, 773 POTAWATOMI ZOO MAINTENANCE Personal Services 95,466 60,623 122,636 126,896 2.OD Supplies 37,910 33,367 30,800 37,80D Other Services 18,7$8 2,522 16,20D 9,200 152,164 96,512 169,636 173,896 GOLF MAINTENANCE OPERATIONS Personal Services 557,D20 532,682 558,805 522,763 8.OD Supplies 222,058 222,934 229,950 235,950 Other Services 1D6,904 122,376 141,740 144,462 Capital 104,008 99,850 107,000 113,000 989,990 977,842 1,037,495 1,016,175 GOLF PRO SHOP Personal5ervices 355,778 393,907 390,651 415,134 4.00 Supplies 227,182 249,421 202,700 226,450 Other Services 147,908 173,419 130,021 154,666 730,868 816,747 723,372 796,250 TOTAL PROGRAMS 12,490,105 12,270,D96 11,933,553 12,443,031 122.00 C-132 F z w H a a w a z 0 F U d a .. 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Q .. ~~ ~~ ~a v~ a a a~ Q R' ,~ N `~ 0 ~ ~ o o ~~ ~Q ~~ 3 °~ . ~ "rJ N ~, ~ o ca., a~i ~_ ~ ~ •~ d ~ ~ H ~w n~ U O it ,~ ~ ~ on ~, ~ ~ c ~ 3 ~ ~ . >, .r ~ .d o ~ o ~ ~ '~ j `~ ~+. v ~ ~ ~ ~ ~ ~ 'b ~ ~ v ~ C o_~.~ o ~ ~ ~ ~.~ O¢ o ~ cc ~ ~ ~ ~ ?' ~ a R ~' ~ a o ~ ~ o ^o o ~ o ~ o ~ ~' °` c v , ~ ~ v a~ a~ Q as ~ ~ .~ w a~ ~ ~ w ~ a ~ ~ fl ~ a~ o o x, o o ~ ~ ~ ~ ~~ ~~ ~ 4 ~ ~ ~, ~ ; ~ ~ ~ ~ .~ ~ ~ ~-- ~ ~'° O v ~ a~ 3 ~ ~ 3 ~ 3 w a~ ~~ ~ ~ . ~~~ V a> c m r- ¢~ Gp CA `~ y U , ~ ~ R, ~ v ~ ~ O a.. ~ ~ s. C c. 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N M ~ ~ ;f 1 ~ ~ ~n `~ 00 '~" W Q o M o c~ ~ O o N ~ ~ ~ ~ M ~ ~ ~, ~ . ~ ~ U ~, ~ O ~ ~ ~ 'd O ~ ~ ~ RS ~ ~ R., ' ~ O ~ A ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ .~ ~ ., ~ ~ •~ ~ b ~ ~ •~ ~ ~ ~ ~ ° a ~ , °~' o o ~ °~ o nq ao ~ ~ ~ ~ i ~ ~~., ~ ~ ~ a i ~ ti ~ ~ v ~ z a ~ z a c-~~~ h z w H a w A z 0 F a ~a U A. a, O x 0 a a w a 0 c7 c7 0 x w .~ a~ ~, U ~+-~ ~ ~`" •G ~ ~ w ~ ~ a~ o o U ~ ~ a' cd a~ a :~ ~+ U ~~ ~~ ~~ o ~, ' rn ~ ~ a~ "~ ~ • ~ "d F I~ ~ ~ it U ~[ ^^~~ ~I m ~? o ~ ~; ~ ~ ~ a"i o ~ a o ~ ~ ~ v ~ ~ o ro ~ ~ m ~ a a, ~ ~ © ~ ° ~ ~ ~ ~ ~ p ~ '~' ~ a~i ~ a~'0 ~ ~ ° nao °~ ~ a~~i ~ ~ ~ o U y ~ O ~ 4. ~ 4w > ~ p ~ ~ U .~ H ' O ~..~ 6J O OJ O s.. rw ~ o a o °' ao ~ ~ ~ o ~ ° -a ~ ~"~ s... rr r.. ~ ~ a~ ~ 0. °A ~ ~ cd S]. ~ c r-, c "~ ~ a~ ~ p p ~ o ~ ° . ~ ~ ° ' ~ ~'~ ° . w . ~ ~ c ~ ~ ~ a z Z Z ~ Q a. ~~ a a ~,. 2 ~ ~ d a. Fan ° CQ ~ ~ ~" O U U U U U U~ o o a a 0 C7 C7 C7 C7 C7 ~, ~ . a~ ~ ~ .~ . ~ ~ V Q a~ ~ O ~ n ~ ~~ ~ a ~ ~ V U H 3 0 0 3 ~~ ~ a .? 3 0~~ ~a^o ~ ° c~i ~ U C7 ° V ~" °~ 3 ° v v ro y ° v °' r°- C7 ~ ~ a ° ~ p a i [7 4 ~ ~ ~ a~ L , N . -v ~ ~ U .b ~ ~ ~ ti .o o ~- ~ ~ ~ ~ 3 ~ b ~ H b .~ ~ o ~ '~ s v ~ ~ ~ 'ti a~ ~ ~ ~ ~ z ~' a~ ~ w "~ o a i ~, v ~ ~ ~ °~' o c ~ c ~ E ~ O o ~ G' p . ~ ~ v' N p ~ yr t~cS .G ,~ ~ I~ ~ .n p O ~ O O ~ O G ~ '~ ~ gyp" ~ O ~ , ~ p ~ ~ ~ • ~ ~ bOA ~ ~ ~~y ++ vs . ~ ~ .1 ~ a •u" • ~" '[$ C L N CCS .Ca ~" a+ • ~ ~ ~ ~ y O Vi ~ ~ ~ p y ~,,, b y.. 4r ~ p ~ O '~ Q ~ .~ Q ~~ CJ ~ ~ N 'b n r ^ TT y ~} ~ NN ~ ~~ L1 ; U ~ U~ ~CQ NC'J X69 U o . . W t`.., "~ i., 'd v I ~1 ~ ~ ,~ ~ ~ ~ . , ~ G] ~ p v Q. y 0. m ~ O q U . Cw. "t7 ~ i 4r 1~ Ey O "C7 ~ o a~ •y U O b p O bff ~ ~ ~ a~ nl! 'O ~ U o ai ~ o~ ~ `~ ~ o ~ ro o ~ 5S~~~', ~ o> L > a 4J ~ ~ G ~ ~ 4 ~., G} w y V7 ~, ~ „~,, CIS w O O ~ F.. y Q. + . ~ °' ~ ti a ~ ~ ~ ~ .. 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Q. ~ o R ~ ~ ~ ~ ~ ~~ ~ o o ° ~_ ;~ ~ o O Q N W 00 M^W O w ~ ti ~ O ~ MW ~ ~ ~v '~ ' .' ~ t ~4 ~ .~ ~ F" ~ I- r"~ ^ ~~ jw C-176 W Fo ~~ QI Q a a Q a W •~ 0 0 0 ° N oo ~ o 0 0 0 ~ o o ~ ° ~ °o ~ ~ M ,--i © ~ ~ d ' M ~ N ~ T ~ ~; ~ ,--~ ~ fR bR fro C bA ~ `~ - ~ ~-•i ~~ O O O ~ O U ~ N 00 ~,' n \ o \ C O ~ ~ ~ ~ O O ~ V'~ O~ O ~ ~ ~ M '~ O ~ ~ O ~ M N r-" oo N M N ~ ~ ~ b 4 6 9 ~ ~ ~ o. ~ w ~ n O Q LQ N ~ ~., ICJ ~ `r' m "~" Q N N "'' ~ ~ ~ ~ G ^-~ ~ ~ ~ 4 ~ ~ ~ ~ ~ . d' O O N 00 ~ o \ o \ ~ Q O Ul O O Q1 00 Q~ ,-w ~ N v'f N ~ `r' '-" p o°OO ~ ~ p ~ m N ~ ~ u ~ ~ '-' ~ s s U ~ ~ ~ Z W ~ ~ ~ ,~ d ~ 0 ~ ~ O ~ ~C Do N \ \ d" Nr d N n N ,~ m ~ O t~ o0 f~ ~ , c o o o 0 O~ ~ ~ ~ ~ ~ ~ ~ W W W w O ~~ a o ~ ~ ~ ~ ~ ~ o ~~ ~/ W ~ N O Q., ~' ~ s., U 0 ,.~ '~ ~ . , w R, ~ ~ O ~ ~ ~ V] ~ U • tl~ ~ ~ p i~-i 1~i G ~ ~" ~ ~ ~ U ~" '~ ~ ~ v y ~ ~ R, p ~ ~ • ~ c~, ~ ~ ~, o ~ E~ E~ ~ ~ ~ ~ ~ ~ '~ ~ ~ a ~ ° o°n y °~ ~ .a a '~ ~ o 0 0 o A" ~ '~ °~ o a o 0 0 0 ° ~ a ~ ~ ~ ~ ~ ~ ~ `~ i v i i ~ o Z Z Z ~ ~ ~ ~ ~ Z ~ ~ Z ~ Z ~ N C-177 COMMUNITY&ECONMIC DEVELOPMENT executive Director Area Revitalization, Development & Preservation Grants Management Planning, Research and Policy Development Capacity Building I nvestmentl Jobs C-17$ COMMUNITY & ECONOMIC DEVELOPMENT DEPARTMENT 2006 BUDGET AND PR10R YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2ooa Actual DEPARTMENT TOTAL: SPECIAL REVENUE FUND: Community ~ Economic Development - Administrative Costs Personal Services 2,089,157 Supplies 37,432 Other Services 257,059 Other Uses 13,475 2006 FTE 2005 2005 2006 (full-time Actual Budget Budget staff only) 2,077,920 2,383,154 2,432,186 42.00 37,130 39,925 39,450 237,455 305,971 285,492 23,616 23,616 23,114 TOTAL COMM & ECONOMIC DEV 2,397,123 2,376,121 2,752,666 2,780,242 PROGRAM BUDGETS: AREA REVITALIZATION, DEVELOPMENT AND PRESERVATION Personal Services 1,175,151 1,209,456 1,272,322 1,325,251 Supplies 21,056 21,942 21,174 21,301 Other Services 144,596 146,334 171,513 162,248 Other Uses 7,580 14,771 12,830 12,856 1, 348,383 1, 392, 503 1,477, 839 1, 521, 656 CAPACITY BUILDING Personal Services Supplies Other Services Other Uses GRANTS MANAGEMENT Personal Services Supplies Other Services Other Uses INVESTMENTlJOBS Personai Services Supplies Other Services Other Uses 86,491 82,274 103, 596 104, 403 1,550 1,475 1,594 1,589 10,642 12,477 16,171 15,306 558 1,016 1,037 1,016 99,241 97,242 122,398 122,314 268,457 265,931 291,537 303,203 4,810 3,763 4,221 4,069 33,032 20,726 30,278 27,658 1,732 285 840 791 308,031 290,705 326,876 335,721 42.00 21.66 1.63 5.66 365,811 325,677 458,737 441,47D $.63 6,554 6,468 9,253 8,517 45,011 28,701 50,995 45,246 2,359 5,166 6,471 6,064 419,735 366,012 525,457 501,597 PLANNING,RESEARCH AND POLICY DEVELOPMENT Personal Services 193,247 194,583 256,960 257,858 4.42 Supplies 3,462 3,481 3,684 3,674 Other Services 23,778 29,216 37,013 35,033 Other Uses 1,246 2,378 2,437 2,387 221,733 229,658 300,094 298,952 TOTAL PROGRAMS 2,397,123 2,376,120 2,752,664 2,780,240 42.00 C-179 1~--~ W A ~"~ 0 W A O U W }~ ~s I~-~ U 0 1~ V1 W 0 w A O N H .. ~~// W b v CCS ~--~ .~ .~ ~ o .~ Fes[ '~ ~ ~ '~ ~ .~ ~ ~ F. ^~ ' m k~ ~ ~ ~~~ .~~~ .~ °~~~~ ~~ ~ ~--~ G~ Lew ~r ~ .*y .~ ~ ~ u ~ ~ U }c~' N ~ ~ H Q 4 A L ~ ~ a a. o ° . 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Vi ~ b v ~~~:~ ~~~~~ b ~ v 'fl ~ •~ ~ ~" ~ ~ T ~ ~ ~ O .v O '~ S]. ^ cd ~ u. va Uwsi C7 w U~s~ ~ a vi ~ :n ~ b ~ o ~ ~ ~ o ~ H `~ ~ ~ ~ C7 ~ ~ ~ ~`/' ~'w w cn ~ -d vi w n ., ~ ~, ^ rn CJ ~ ~ ` ~ ' °' ~L1 ~ Gs ` ' ~ , ~ ICI ~ ~ ~ ~ ~ '~ ~ p b U 7 O ~ n~ ~w flQ 2 wa°v°~ ° • C-I91 F ~ w a 0 Q ~ h W ~ ~ ~ U w A ~ ~ Z w~ E+-+ ~ Z .. © Q U C-192 PUBLIC WORKS Board of Public Works Public Warks Director Design & Administration Public Construction Geographic InfOrmati0n Systems Good Neighborhoods Public Works Customer Service Safety Coordinator E=ngineering Sheets Division taivision Reconstruction 8 Maintenance of Roadways Snow Removal Leaf Pick-Up Building Maintenance Traffic 8 Lighling Water Works Division Water Distribution, Construction & Maintenance Customer Service, Utility Billing 8 Administration Underground Facility Location Sewers Maintenance Sewers Construction & Repair Wastewater Treatment Waslewater Laboratory Wastewater Industrial Pretreatment Wastewater Organic Resources Sewer Insurance Sewage Centrai Solid Warks Services Waste pivision faivision 6ivision Central So€id Services Waste Administration Pick-Up Fleet Cuslomer Maintenance Service Fire Fleet Maintenance Body Shop Park Inventory Management Print Shop Radio Communication Building Maintenance Cm~9~ PUBLIC WORKS DEPARTMENT .. ENGINEERING DIVISION 2006 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2006 FTE 2004 2005 2005 200fi (full-time ActuaN Actual Budget Budget staff only) DIVISION TOTAL: GENERAL FUND: Engineering Personal Services 1,092,959 981,538 1,029,623 1,096,593 19.00 Supplies 144,591 145,721 214,434 214,434 Other Services 2,37D,208 1,970,541 2,394,783 2,361,798 Other Uses 9,146 33,901 33,899 29,870 Capital 127,104 113,757 195, 000 1, 540, 000 TOTAL ENGINEERING DIVISION 3,744,008 3,245,458 3,867,739 5,242,695 19.00 PROGRAM BUDGETS: DESIGN AND ADMINISTRATION Personal Services 441,264 405,931 405,838 439,274 7.00 Supplies 126,630 125,485 180,000 184,fi56 Other Services 1,053,870 667,997 994,021 1,002,312 Other Uses 9,146 33,901 33,899 29,870 Capital 127,104 658 195,000 1,435,000 1,758,014 1,233,972 1,808,758 3,091,112 PUBLIC CONSTRUCTION Personal Services 322,553 281,181 291,852 299,900 5.00 Supplies 14,643 17,472 13,219 25,710 Other Services 39,316 26,544 70,438 39,829 376,512 325,197 375,509 365,439 TRAFFIC AND LIGWTING Other Services 1, 272,009 1, 269, 564 1, 310, 000 1, 310, 000 1, 272,009 1, 269, 564 1, 310, 000 1, 31 p, 000 G.LS. Personal Services 115,175 83,238 119,345 121,475 2.00 Supplies 994 14 7,931 21 Other Services 2,658 809 18,783 1,216 Oapital 0 113,099 0 105,000 118,827 197,160 146,059 227,712 SAFETY COORDINATOR Personal Services 55,551 55,518 56,417 62,026 1.00 Supplies 416 0 2,644 0 Other Services 810 3,222 777 4,834 56,777 58,740 59,838 66,860 CUSTOMER SERVICE Personal Services 40,882 41,350 42,313 46,197 1.00 C-194 PUBLIC iNORKS DEPARTMENT -ENGINEERING DIVISION 2008 BUDG>=T AND PR[OR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION Supplies 1,042 1,026 Other Services 1,545 705 43,469 43,081 GOOD NEIGWBORWOODS PUBLIG WORKS IMPROVEMENT Personal Services 35,325 34,181 Other Services 0 1,699 3,966 1,509 764 1,058 47,p43 48,764 37,973 38,188 1.00 0 2,549 35,325 35,880 37,973 40,737 UNDERGROUND FACILITY LOCATION (program budget located in Water Works) Personal Services 82,209 80,139 75,947 89,533 2.00 Supplies 866 1,725 6,612 2,538 83,075 81,864 82,559 92,071 TOTAL PROGRAMS 3,744,008 3,245,458 3,867,739 5,242,695 19 G195 0 N ~A~y V W W N W 11 A H O F~1 A A W A 0 W .~ m O C3 w ~ o U ~ O '~ ~ ~ ~ ~' a ^~ ~ •~y ~ ~ ~ ~ ~ c~ ~~ ~~ ~~ ~ ~ Q •~--+~ • ~ t''-~ Q., U ~~ ~~o ~ ~ ~ ~ ~ ~ O Q U 0 ~ ~ ~ ~ U P~ s~ ~n a ~ cn ~ ~, 0 ~ ° y ~ Ctl U ~ o p" F ~ '~ •~, 'O U ~ m O cu ~ p, 7 O. ~ ~ ~ ~~ ~ a~ v y ~ z z .~ z .~ °~ ~ .~ ~~ ¢ w x ~ w ~ U ~ ~ o'er o'er u., o~ c7 ~ v ~ C7 ~ ~ O ~ o ~ ~ '~ gy G w ; - p ~ c ~ ~ ~ ^ ~ o ~ o U ~.~~~ ~~~ ~~ ~ E~ ~„ a„~ ~3 o ° O ~+ wow" '. 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O U ~ ~ Q~ ~ ~ '"' O F! yj v D '~ G .~ z3 ~~ Qao a,~ ~' ~ ~ ~ w ~ ~ ~ ~~- ~ U ~ ~ ~ ~ ~ ~ ~ 4-. ~ ~ cd ~ O ~ ~ ~ ""~ ° `~ ~ ~ U U U c v • • • . • • ~ ~-~fl7 O F~ A w I~ W ,~, W W A O Q4 r~r~ FBI U Q a W O L 0 a a ~ ~ ~ ~ H ~ ~ o r ~I ~ •~ ~ Q Q ~ •~ ~ ~ ^" U Q U C o ~ O ~ ~ O N ~ N ~ C Q p ~ ~ ~ -. ~ ~ N « ~y E~3 ,~ ~ ..~ O °o n U O ~ ~ ~ o Z N ~ r" W sg M C `-' o a "' a c °° ~ ° °a c•~ ~ ,..~ U o a ~ ~ U O ~ ~ ~. ~ ~ ~ N ~ ~. / ~ ~ ~ •.~ ~ ~ ~ t~ ~ ~ O d ~ d bA ~ ~ ~ ~ U a.. z Q z C-208 PUBLIC WORKS DEPARTMENT -STREETS DIVISION 2006 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION DIVISION TOTAL: GENERAL FUND: Building Maintenance Personal Services Supplies Other Services Other Uses Capital Traffic & Lighting 2006 PTE 2004 2005 2005 2006 (full-time Actual Actual Budget Budget staff only) 258,213 269,511 305,384 336,381 7.00 46,612 42,279 41,131 41,131 273,738 152,884 324,963 301,464 1,646 1,903 1,903 847 15,769 17,790 30,200 4 595,978 484,367 703,581 679,823 11.00 Personal Services 560,527 544,526 594,740 614,904 Supplies 396,103 263,863 325,371 325,371 Other Services 38,006 38,962 42,889 40,953 Other Uses 1,243,215 1,142,672 1,281,633 1,280,787 Capital 26,565- 44,159 2,000 11,000 2,264,416 2,034,182 2,246,633 2,273,015 SPEGIAL REVENUE FUND; Motor Vehicle Highway (Street Department) Personal Services 3,243,634 3,245,515 3,402,533 3,403,162 Supplies 102,275 52,589 78,480 78,480 Other Services 145,444 144,232 149,257 128,982 Other Uses 87,819 105,783 105,783 108,545 3,579,172 3,548,119 3,736,053 3,799,169 Project Releaf Personal Services 53,439 59,214 60,381 64,740 Supplies 4,165 1,764 4,637 4,637 Other Services 29,503 34,857 35,472 35,472 Other Uses 5,476 164,935 163,670 169,025 Capital 0 15,312 47,600 0 92,583 276,082 311,760 273,874 66.0{# nla TOTAL STREET DIVISION 6,532,149 6,342,750 6,998,027 6,945,$81 84 PROGRAM BUDGETS: RECONSTRUCTION 8 MAINTENANCE OP ROADWAYS Personal Services 2,421,164 2,422,568 2,520,178 2,520,644 Supplies 76,341 39,254 58,096 58,096 Other Services 108,564 107,659 110,489 95,480 Other Uses 65,551 78,960 78,307 80,352 2,671,620 2,64$,441 2,767,070 2,754,572 SNOW REMOVAL Personal Services Supplies Other Services Other Uses 43.00 $22,470 822,947 882,355 882,518 18.00 25,934 13,335 20,384 20,384 36,880 36,573 38,768 33,502 22,268 26,823 27,476 28,193 907,552 899,678 968,983 964,597 C-209 PUBLIC WORKS DEPARTMENT ~ STREETS DIVISION 200$ BUdGET AND PRIOR YEARS REPORTED BY MAJOR E~CPENDITIJRE CLASSIFICATION LEAF PICK-UP Personal Services Supplies Other Services Other Uses Capital TRAFFIC & LIGHTING Personal Services Supplies Other Services Other Uses Capital 53,439 59,214 60,381 64,740 5.00 4,165 1,764 4,637 4,637 29,503 34,857 35,472 35,472 5, 476 164, 935 163, 670 169, 025 0 95,312 47,600 0 92,583 276,082 311,760 273,874 560,527 544,526 594,740 614,904 11.00 396,103 263,863 325,371 325,371 3$,006 38,962 42,889 40,953 1,243,215 1,142,672 1,281,633 1,280,787 26, 565 44,159 2,000 11,000 2,264,416 2,034,182 2,246,633 2,273,015 MUNICIPAL SERVICE FACILITY - BUILdING MAINTl=NANCE Personal Services 258,213 269,511 305,384 336,381 Supplies 46,612 42,279 41,131 41,131 Other Services 273,738 152,884 324,963 301,464 Other Uses 1,646 1,903 1, 903 847 Capital 15,769 17,790 30,200 0 595,978 484,367 703,581 679,823 TOTAL PROGRAMS 7.00 6,532,149 6,342,750 6,998,027 6,945,881 84.00 ~-~ ~ O H A w '"'~ w Fil W TAB~ V1 0 A V E~ I~ Q U ~1 ~% 0 v x .. ~,O W ~ ~ ~ ~ O O •~ ~ ~. 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A ~ v rn ~ , G. ~ v ~ p ~ . ~ t]. G~i -°y M H U " ~ i ~ ~ ~ ~ , R ~ A ~ W s, ~ ~ T ~Z. '" F" " ~ 7 , v . C N G ~ ~ ~ w ~ ~ ~ ~ 3 ~ '~ .~ a`~i © ~ ~~ as ~ ~~ v a "~~ 0 3 °~ ~-221 i~ A F W 1 W ~~// Fil QI A 0 ~I a W W F Q a .--. I~~I r~ V W a a l~~i z ~/ W F W ~ ~ o o a -+ E-~ W o O o o © N w 0 0 ~ Q ~ N ~ N N ~ " ' '' ~ O © c ~ c O N V O O N ~ Q W '~ Q o ~ C N ~ O N ~ ~~ 4 U ~ ~ ~ *~ .~ ~ .= '. . ~, _ ~ ~ O Q" ~ '~ ~ .~ p y ~ o -~ ~ ~ bA .~ +--' Z ~ ~ ~ ~ a i .~ . O ~U 4r O r~ ~ d b d ~ b4 ~ .~ ~ ~ ~ ~ ~ U _ ~ z ~~ z~ z C-222 PUBLIC WORKS DEPARTMENT -WATER WORKS DIVISION 2006 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2006 FTE 2004 2005 2005 2006 (full-time Actual Actual Budget Budget staff only DIVISION TOTAL: ENTERPRISE FUNDS. Water Works Operations & Capital Personal Services 4,132,676 4,014,858 4,230,131 4,391,381 86.D0 Supplies 514,172 455,024 530,150 532,7DD Other Services 2,480,576 2,412,956 2,529,435 2,436,882 Other Uses 1,734,D69 1,712,856 1,810,748 1,891,369 Capital 1,289,D51 546,996 284,700 549,4D0 10,150,544 9,142,690 9,385,164 9,801,732 Water Works Sinking Fund Other Services 3,380,049 3,431,972 3,395,547 3,772,612 3,380,049 3,431,972 3,395,547 3,772,612 Water Repair! Insurance Fund Other Uses 868,985 709,413 813,12p 942,833 868,985 709,413 813,120 942,833 TOTAL WATER WORKS. 14,399,578 13,284,075 13,593,831 14,517,1 OD PROGRAM BUDGETS: WATER DISTRIBUTION, GONSTRUGTION AND MAINTENANCE Personal Services 2,644,913 2,449,063 2,700,784 2,722,656 Supplies 489,154 431,881 502,400 505,250 OtherSenrices 5,099,890 4,964,082 5,121,553 5,471,129 Other Uses 1,943,313 1,780,509 1,912,208 2,114,014 Capital 1,256,637 518,742 261,924 549,400 11,433, 907 10,144,277 10, 498, 869 11, 362,449 CUSTOMER SERVICE, UTILITY BILLING AND ADMINSTRATION Personal Services 1,487,763 1,565,795 1,529,347 1,668,725 Supplies 25,018 23,143 27,750 27,450 Other Services 760,734 844,341 8D3,429 738,366 Other Uses 659,741 678,264 711,660 720,188 Capital 32,414 28,255 22,776 0 2,965,670 3,139,798 3,094,962 3,154,729 UNDERGROUND FACILITY LOCATION (Budgeted for in the Engineering Division} 55.00 31.00 TOTAL PROGRAMS 14,399,577 13,284,075 13,593,831 14,517,178 86.00 C-223 O H A O ~~/ W N w W Q 0 H ~ ~ ~~ Z ~ ~ W ~ ~ ~~/ [d +.~ ~- i • ~" W s ~~ ~" F i ~' Q A ''' vii GL, O '~ ~ ~ ~f' ~ ~ F~-j , V +~,,,, O ~ ~ ~ O w„y u, [/~ a~ ~ ~ 1 :~ O ~' '~ U U~ ~ ~; ~ ~ o ~~ v ~ • ~ ~ ~ ~ b O ~ ~ ~ A a, ~ o ~ ;~ '~ ~ Q~;~ ~ Q EQ-~ U ~"'~ ~ O d Q ~ ,~ ~V W ~ F ~ y~ nn ~. a r~ .. 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O A ~~ ~ ~ R, U oA ~, ~~ ~ V ~~/ ~ w ~' QI ~ -d ~i ~ ' a O U . ~ ~ ~_ H O v ~ w ~ p~~' ~ ~ ~ ~ O U ~ ~' ~ U ~ ~ ~ ~ ~ U ~ ° z ~~ ~ z ° ~' a w w ~ ~ t3 ~, ~~ U~ ~~ o°a ~~ o'a oW p~~ ~ ~~ ~~ ~Q~ ~Q~ ~+ C? U ~, U = U ~, ,~; ~ -d a~ ro ~ ~ •a 3 -~ W ~.? G ~ > ~ ~ ~ „ U _ ~ 3 ° ~ - ~ ~3 ~ ~~ 5 ~ ~ ° ~n ~ ~, d o o ~ a ~ y ~, ° ~ a; ~ ~ ~ ~ a i ~ ° ~ ° ~ U •o ~ '~ C1 a 3 U ~C .n U -o LJ o ~. ~. F H ~ c 5 0 ~ d 0 ~ ~ O ~ U N ~ 3 c y .~ 2 Q~ ~ ~ w ~~ n -° '~ H ~ ~ b c] ~ .~ ~ H ~ 5 G ~ ~~+ ~ v ~' ~ y O 3yd ~b a O '~ v ~' ~' , ~ N :~ 4=. Q` ~ ° 3 .5 ~ ~ ~ ~ ~ c° ~. ~ ~ o ~ ~~ ~. W ~~ Q o o~ .~ -~ ~~ ~ ~ ~ ~ ~ Q G ~ o ~N ~ N .~ ~ x ~ Q~ O &9 N ~--~ ~ ~ U C-2~® O A W N Z w W A a O N U O H }~~ry l~l ~I w A w 0 a ,~ L o °o ~ d a '-` ~ ci '-` E~ `D ~ U' 0 0 ~ N~: O w . ~ © C6 ~ Q ~ Od ty N l~' `.~ ~ ,n ~ M ~ n V ~' ~ ~ ~: M ~ ~ o ~ ~' 0 O ~ n N . ~ --E ,_, O ~ ~ ~ 9 .~ ~ .~ o a U .~ ~ . ~, ~ ~ ~ ~ ~ ~ ~ ~ Z ~ ~ ~ ~ Q ~ O V c~ U ~ by Q 4 ~ ~, N W a~~ z z C-231 PUBLIC WORKS DEPARTMENT -SEWAGE WORKS DIVISION 2006 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2006 FTE 2004 2005 2005 2006 (full-time Actual Actual Budget Budget staff only} DIVISION TOTAL. ENTERPRISE FUNDS: Sewage Works Operations & Capital Personal Services 4,221,453 4,077,571 4,346,879 4,641,580 80.00 Supplies 943,837 916,274 957,300 967,250 Other Services 2,532,386 2,650,048 2,833,701 2,701,149 Other Uses 3,317,406 2,687,738 2,938,871 2,977,185 Capital 520,878 1,284,729 6,432,590 3,296,Dp0 11,535,960 11, 596,360 17,509,333 14, 583,164 Sewage Works Sinking Fund Other Services 2,783,273 3,586,587 3,682,775 3,593,553 2,783,273 3,58$,587 3,682,775 3,593,553 Sewer Insurance Fund Personal Services 101,195 102,[}(}7 104,578 109,299 2.00 Supplies 1,781 2,D03 1,834 2,084 Other Services 577,710 520,284 587,308 521,900 Other Uses 22,823 20,69$ 21,712 23,950 703,509 644,992 715,432 657,233 TOTAL SEWAGE WORKS 15,D22,742 15,827,939 21,907,540 18,833,950 82.OD PROGRAM BUDGETS: SEWERS -MAINTENANCE OF CITY COLLECTION SYSTEM Personal Services 879,962 864,296 921,809 985,961 Supplies 434,954 434,634 454,307 449,137 Other Services 314,055 295,563 316,'194 323,009 Other Uses 105,719 133,136 145,644 193,509 Capital 323,032 943,206 4,799,525 537,800 2,057,722 2,670,835 6,637,48D 2,489,416 SEWERS -CONSTRUCTION AND REPAIR OF COLLECTION SYSTEM Personal Services 594,838 576,198 608,316 657,309 Supplies 148,658 144,879 151,437 149,713 Other Services 169,258 159,149 170,258 173,928 Other Uses 105,719 133,135 145,643 193,510 Capital 30,458 0 0 0 1, 048, 931 1,D13, 361 1, 075,654 1,174,460 15.00 14.00 WASTEWATER TREATMENT Personal Services 2,223,551 2,080,343 2,218,776 2,365,315 38.00 Supplies 272,104 233,608 244,182 255,556 Other Services 1,6D9,459 1,766, 746 1, 890,069 1, 773, 889 Other Uses 3,fl42,575 1,854,890 2,027,190 1,984,117 Capital 26,931 215,840 1,098,3D7 2,758,200 7,174,620 6,151,427 7,478,525 9,137,077 c-z~~ PUBLIC W©RKS DEPARTMENT -SEWAGE WORKS DIVISION 2QOB BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION WASTEWATER LABORATORY Personal Services 276,933 261,428 278,824 297,238 6.00 Supplies 47,555 58,257 50,894 63,730 Other Services 37,738 48,592 51,984 48,789 Other Uses 2,956 121,561 132,916 129,966 Capital 24,782 7,310 37,197 0 389,964 497,088 561,815 539,723 WASTEWATER INDUSTRIAL PRETREATMENT Personal Services 58,763 58,357 62,240 66,351 1.00 Supplies 858 1,379 1,441 1,509 Other Services 35,271 51,118 54,686 51,325 OfherUses D 33,193 36,311 35,505 94, 892 144, 047 154, 679 154,690 WASTEWATER -ORGANIC RESOURCES Personal Services 1$7,374 236,949 252,716 269,407 5.00 Suppiies 39,737 43,518 45,488 47,607 Other Services 366,604 328,879 351,836 33D,209 Other Uses 60,441 491,883 450,579 44D,57$ Gapital 115,875 98,373 500,573 0 769,831 1,119,602 1, 601,192 1, 087, 800 SEWER INSURANCE Personal Services 1D1,195 102,007 105,703 109,299 2.00 Supplies 1,781 2,003 1,834 2,D$4 Other Services 577,710 520,285 587,308 521,900 Other Uses 22,823 20,698 21,712 23,950 7D3,509 644,993 796,557 657,233 SEWAGE WORKS SINKING FUND Debt Service 2,7$3,273 3,586,587 3,682,775 3,593,553 -__ __ TOTAL PROGRAMS 15,D22,742 15,827,940 21,90$,676 18,833,952 89.00 ~-~~~ 0 r~ J A ~W V W rA V1 yO r U H W ~H y O V F~F~ I~-i I~ V ~I ~" J "" wQ ~ ~ V] O ~ '~ ~ ~ ,~ iw U 0 ~.I sr CA s~ P~ U •o ~ 'mss 3 ~ ~ x y ~ o E Y_ ° ' w_ .~ ~ 3 4 Q H •~ ~ ~ ~ ~ .~ ~ ~ / V a~ ~ a. ro ~' ,~ ~ °' c0 ~ a, A ~~ ~ ro o~ o a~ o~ o ~ o ~ Z „. 0 0 ~ ~ ~ ~~ ~ o ~ ~ _ .~ chi ~ ~' ~' ~ v ;.~ v 3 E o a~ v~ o ~ ~ o ~~ z z ~ a 3 ~~ ~ z~ ~~ a U~ ~ ~ ~ o '9 0 0 '~ o '4 ~ 0 ~. 0 x 0 C7 ~ C7 C7 ~ C7 ~ C7 C7 C7 . ~ ~ ~ a~ ~ ~ ~ ~ ~ ~ 3 ~ ~ ~ ~ ~ ~ c ~ ~ ~ 3 ? .c° '~ ~ o ~ O ~ c~tl ~ cad rid ~ M M ~ ~ ~ •C U ~ ~ ~ f-Z. ~ ~ , ~ cC • E~ ~ 3 U ~3~; 3 3~ 3' ,~ ~ ~3 3 ~' o ~ ~ ~ ~ O ~ ~ ~ ~ ~ ~ ~ ~ n ~ ~ ~ a~ T 'G v 'G 'G ~ '6 U . 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W b ~ ~' O t~C U ~ ;~ © ~ o b 'C R U ~ , ~-., ~. ~ A ~ ~~ .~ 3 ~ ~~ ~~ a~ ~~ o ~ ° ° ° . o ~~ o mo ~~ ~~~ ~ ~ ~ ~ U ~ ~ O ~ .rte' C-247 PUBLIC WORKS DEPARTMENT -CENTRAL SERVICES DIVISION 21106 BUDGET' AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION DIVISION TOTAL: INTERNAL SERVICE FUND Central Services Persona[ Services Supplies Other Services Other Uses TOTAL CENTRAL SERVICES 2006 FTE 2004 2005 2005 200fi (full-time Actual Actual Budget Budget staff only) 2,310,771 2,272,837 2,567,658 2,618,271 49.00 176,157 185,378 189,503 189,503 268,856 277,275 292,248 296,881 62,446 62,544 62,544 76,722 2,818,230 2,798,035 3,111,953 3,181,377 2,818,230 2,798,035 3,111,953 3,181,377 49.00 PROGRAM BUDGETS: CENTRAL SERVICES ADMINSTRATION Personal5ervices 280,528 281,160 310,228 334,802 3.00 Supplies 16,198 11,149 16,231 18,231 Other Services 34,087 35,091 35,924 37,050 Other Uses 7,657 7,578 7,578 9,451 338,470 334,978 369,961 397,534 FLEET MAINTENANCE Personal Services 991,198 993,434 1,116,542 1,182,968 22.50 Supplies 57,232 39,394 57,351 57,351 Other Services 120,442 123,990 126,930 130,910 Other Uses 27,056 26,775 28,775 33,395 1,195, 928 1,183, 593 1, 327, 598 1,404,624 FIRE FLEET MAINTENANCE Persona[ Services 149,615 149,952 172,171 178,561 3.50 Supplies 8,639 5,946 8,657 8,557 O#her Services 18,180 18,715 19,159 19,760 Other Uses 4,084 4,041 4,041 5,041 180,518 178,654 204,028 212,019 BODY SHOP Personal Services 112,211 112,464 129,128 133,921 3.50 Supplies 6,479 4,464 6,493 6,493 Other Services 13,635 14,037 14,369 14,820 Other Uses 3,063 3,031 3,031 3,781 135,388 133,992 153, 021 159, 015 ~-2~8 PUBLIC WORKS DEPARTMENT -CENTRAL SERVICES DIVISION 2006 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION PURCHASING I CENTRAL STORES Personal Services 111,759 76,785 121,299 69,262 2.50 Supplies 0 39,069 4,393 4,393 Ocher Services 3,868 7,717 5,772 5,465 Other Uses 2,538 2,676 2,676 2,962 118,165 126,247 134,140 82,082 PARTS[NVENTORY MANAGEMENT Personal Services 243,124 243,673 279,778 290,162 5.00 Supplies 14,038 9,663 14,067 14,087 Other Services 29,543 30,413 31,134 32,110 Other Uses 6,636 6,567 6,567 8,191 293,341 29D,316 331,546 344,530 PRINT 5HOP Personal5enrices 98,574 92,465 101,047 74,770 2.00 Supplies 42,965 45,171 47,800 47,800 Other Services 26,125 26,772 33,190 31,370 Other Uses 3,582 3,754 3,754 4,682 171,246 168,162 185,791 158,622 RADIO COMMUNICATIONS Personal Services 226,211 229,184 229,858 242,224 4.00 Supplies 29,250 26,809 29,100 29,100 Other Services 11,613 8,843 13,796 13,046 Other Uses 5,277 5,597 5,596 6,068 272,351 270,433 278,350 290,438 BUILDING MAINTENANCE Personal Services 93,509 93,72p 107,607 111,601 3.00 Supplies 5,399 3,717 5,411 5,411 Other Services 11,363 11,697 11,974 12,350 Other Uses 2,552 2,526 2,526 3,151 112, 823 111, 660 127, 518 132, 513 TOTAL PROGRAMS 2,818,230 2,798,035 3,111,953 3,181,377 49.00 Cw249 H A w U TT~ V1 h W U w I"~'I W r~A V1 O a O .. a~ U ~ ~ ~ Q O rn ~ o „ A, ~"' b U ~ U ~ ~ .~ n ~, ~ ~ U ~ ~j ~_ ~s "~ $ p., U ~ o .~'~' °~., o U R, ~~y ~ ~ W ~ o c, ~w ~~v ~ ~ as •_° o ~ ~ ~ ~ ~' Q ~ a~ ~ ~_ ~ w b ~ o .., ~ ~ o a ~ ~~~ F U o ~ '~ U art a ;ti ~ -°' ~ a. ~ o ~ ~ a~ ~ H ~ ~ ~ ~ p ~ ~~ ~ U ~ ~ A o~'~~ ,~~ ~~ o o ~ o o ~ y ~ ~ ~ c~ ~ p"R C 'n O U cd 5 fl ~ ~ ~ 2 !C ~U '~ ~ ~. 0. 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'O ~ L C"' °~ a c~ ~ ~ ~ ~ v Z o ~ ~~' ,a ICI W ~ ~ Gq ~ ~ ~ ~ ~ 0.i N _ C " "C +~ 'b r i~ U ~p ~+ j 3 ~ ~ N O '~ e d U ~ 64 M ~ U ~" rr~ G~ ,.7 N • • • • • • C-26 I 0 ~I A W U W W U N w F w Q 0 a V ~-a w ~"~ I~-I H Q a ~w ~i H W ~ o a a a C E-+ E"'~ '. ~, o U C w ~ ~- ,~ N N ~/ 0 O N ~ ~ O M N. et C `n ~r`> C? r1 N W M ~ ~ ~ o N •~ ~ ~ _ti a~ o " o ~ ~ ~ ~ ~ o v ~ ~ ~ `~ ` ,~ ~ ~' ~ o ~, ~ ~ A ~ ,~ ~ °' ~ ~ ~ '~ o o o '~ ,~ ~ ~ ~ . ^, w ~ ~ O ~' p , a '~ ~ ~ ~ G ~ t C ,. 1 ~ ~, ~ ~ ~ z ~~ z o z~ c-~6s PUBLIC WORKS DEPARTMENT -SOLID WASTE DIVISION 2008 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION DIVISION TOTAL: ENTERPRISE FUND: Solid Waste Personal Services Supplies Other Services Other Uses Capital TOTAL SOLID WASTE DIVISION PROGRAM BUDGETS: SOLID WASTE PICK-UP Personal Services Supplies Other Services Other Uses Capital CUSTOMER SERVICE 2pD6 FTE 2004 2D05 2005 2DDli {felt-time Actual Actual Budget Budget staff only) 1,510,869 130, 930 2,148, 798 140,829 477,727 1,499,792 195,801 1,$22,3$6 586,379 451,268 1,594,790 149, 800 2, 523, 547 178,701 58,240 1,635,259 194,800 2, 361, 634 166,689 n 31.00 4,409,153 4,555,426 4,505,038 4,358,362 31.00 1,099,005 1,075,610 1,157,014 1,113,578 21.00 130, 360 195, 601 148, 727 194, 800 2,144,689 1,819,904 2,517,068 2,358,418 138,997 580,427 105,379 164,977 477,727 451,268 58,200 0 3,990,778 4,122,810 3,986,388 3,831,772 Persona! Services 41,641 72,801 40,474 75,371 1.00 Supplies 570 0 966 0 Other Services 4,108 5,952 14,442 3,216 Other Uses 1,832 2,482 73,194 1,692 48,151 81,235 118,625 8D,279 GORE ENFORCEMENT (staff functions included with Gode~ Personal Services 370,223 351,381 440,025 446,311 9.00 TOTAL PROGRAMS 4,409,152 4,555,426 4,505,038 4,358,362 31.00 C-269 NI H A A i h~F~rr F-1 M~ W A O rr~ r.I H a a~ A 0 c7 0 x a U o ~ •~ U ~ ~ ~ ~, ~ o ~ ~ .~ . ~ ~ ~ ~ .~ 3 ~ -d ~~'' "~ ~ ~ O ~ ~ '~bA Q ~ ~ a ~ ~ ~ ~~ U ~ O c~ ,-, U ~ ~~', o ~~ ob,~ ~~~ ~~~~ ~~a~ b~ ~~ ~~ ~ ~ ~ ~Q~Q H ~ .r ~ U w 0 x. ~ ~ ~ ~ ~i ~ ~° a .o ~ > i 3 b ~ ~ '~ U ° ~ °~ ~~ ~~ ~~ o~ ~~ ~~ ~ ~~ ~~ ~~ z ~~ z~ Q~ ~ ~ U ~W U U ~W ~' W U ~ o "~ n '~ o 'a C7 ~ C7 ~ C7 ~ ~ ~ -- ~ . ~ ~ 3w ~ 7J p.. tb ~ rn ~ ~ "d U ccf ~ O ~ .b ,~ C d O V U ~ ~ ,.~ '3 0 ,o (> ?~ •~ tJ ~ ai ,.~ '3 0 ~ ,~ '3 ~ .~ ~' ~" .~~„ U U ~ N ~ '~ >> ~ .~ U 'Cl ~ ~ ~ F. n N ~ ~ ~ N y r~/1 r ~ ~ ~' U ~ y a ~ ~ ~ 3 ° ,a G J •~ ~ ~ ~ '~ ai ; ~ ~ v -d ~ ~ ~ ~ ~ a. c4Q o~3 ~ rxC~ >,°: ~ u~f~ °~s ~~+ ~~`~ H b ~ o ~, .~ a ~ Q ~, ~ a ° °' a-+ U U O ~ b O ~ 6~) OO p ~ r ~ V ~ .~ t 3 b , ~ r w o a~ 4. o T3 ~ o ~ ~ a~ ~~ . ~~~ b O 'b ~ ~ 3 ~'U ~ .~ ~ CII "'C ~' 0 U '~+ ~ ~ ~' U °~,' ~ ~ U ~ ~ ~a~~o V -a ~ ~ -~ ~. .~ '~ ~ ~ ~ U ~ ~ O ~ o ~ °~ U L ~ ~ ~ ~ ~ V] ~ • Lt~ • ,~ V] w7 • • • N • C-270 O H ~j r H A W A ~I ~'"~ W A O r~ V F+~ }~ W Q .. O ;~ W a o °o ~7 ~ ° ° O M v] N N - F"~ ~ ~ ~ O © ~ .~ C7 O O ~ ~ N E~ r'1 r,l 00 M N et 64 ~ C CM~t ~ O O © ~ '~ ~ [~ ~ ~` ~ ~ Q ~ ~ ~ ~ ~ ~ N d d° ~ ~ ~ ~ W M O oa O o, M cs, r" *-w ,~ N 00 ~ M ~ O1 TJ -7E ,-. ~ ~ ~ " 3 , fl v . ~ ~, ~ ~ v W . ~ ~ ~ ~' ~ ..-~ ~I ~ ~ ~+ '~ O ~ y ' G ' ~ O ~ ~ ~ ~ ~ ~ ~ ~ O ~ ~ ~ ¢"` '~ ~ ~ '~ O Z~ z Q ~ap 0 U .r., U a ,~ .~ N O N '~ .~ O .~ U ~w aE c-z~~ o ~ ~~ v~ W ~ ~ U A~ ~~ w~ °~ F ~ w *~*~ ~ ~ ~ IZ ~ O II// : ~, O ~ ~~ AO QW a~ O~ ~'~ T~~/~, ~ ~ ~ V1 U •Q U 3Q W ~ ~ ~ ~~ N ~ ~ O ~ ~'~/ U I~ 6 Q~ A ~ ~ as ~~ w ~~ A O ~, W •a ~ ~ O ~ O ~ V rr ~~yy ~ V Uo ~~ o ~ ~, a ~ ~ ++ ' O .. ~ [y y f F 0. 0. ~ O v' ~ O U N ~ 'C ~ G U o 0 0 ~ ° `~ o'o bU o'° A ~ ~ ~ ~ v ~ a '"i .,c ~ .c p ~ ~ ~ ~ z z U z ¢ z.~ z~ zb ~ ~ ' Q H ua w w w w w w U 0 0 0 0 ~ o 0 0 ~ o ~ b~ ~ L x ~ p .LS ~'' b ~"' ed ~ ~ ~ ~' p , ~ '~ v ~ ~ ~ ~ ~ .~ . ~ ~ e i a i ~ a i ~ .~ cd .~ w m L} > ~ ~ ~ vii '~G C/] w Q ~ 'O ~ ~ ,h ~ cd Q ~ ~ ~ .c .o ~ ~ .n °~' ~ o ~ o ~ o .d ,3 . '° 3 -d .3 ° G .3 ~ .~ .ti ~ .3 -d .~ ~ ° a , , .~ ~ ~~ ~~ y~o yam. ~~ ~~ ~ ~~ ~ E ~. ~° ~ ~ v U ~ ~ v .A V ~ ~. ~ ~ ~ o ~ ' ~- ~~ ~~~ ~ S ~ U,b o 3 ~ b ~~ ~o oz ~ a ~ M ~ dam' ~ N ~ ~ ~ W ~ ~ H ~, ~ ~ -~ ~ ~ ~..~ ~ O °~ ~ ~ O rn / ° ~ r-~ ~ ~ ~~ v ~ ~ ~ w ~ ~ ~- ° ' S a~ ~ ~ U N ~ L7.T ti C ~ ~ ~1 - -~ Y - ~ O ~ y ~ y w ~ ~ ~ 4~. ~ ~ ~ ~1 ~y ~ I'"' v v ~ 0 ~ ~ N rn '" O O c~ U U ° `~ C-272 O ICI ICI r ICI A W A F~ E W E A O a V I~ W ~W W W O I~ V 0 a H a Q M ca ca ~O r~l O O O ~ ~ O N O O ~ C~ ~ C N. ~ ~ p ~ ~ ~ O N O N ~ O N ~ U C C , N ~~ +nw lp n N ~ ~ Q ,~ W M M n ~ ~ O N ~ O +/'1 o~p `~ p H ~ ~" ~ ` ~ ~' ~ b ~ ~ ~ '~ ~ ~, ~ ~ ~. ~~ ~ .~ ~, ~ ~ ~ ~ a Q o O ~ Q b ~ ~ Q ~ O 47 W W ~ 4J ~ z z z z z z S--i ~" .~ U 3 . r., 3 ,~ .~ .~ v .~ N G3 f-+ c-~~~ CONSLIDATED BUILDING DEPARTMENT ~-274 CONSOLIDATED BUILDING DEPARTMENT 2005 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION 2005 FTE 2004 2005 2005 2006 (full-time Actual Actual Budget Budget staff only) DEPARTMENT TOTAL: ENTERPRISE FUND; Building l9epartment Personal Services 983,672 897,683 1,152,052 1,195,525 22.00 Supplies 33,489 28,458 33,280 33,280 Other Services 83,084 78,733 109,284 104,937 Other Uses 15,726 17,892 17,$92 18,489 Capital 27,600 4,900 0 40,400 TOTAL BUILDING t3EPARTMENT 1,143,571 1,027,566 1,312,508 1,392,631 22.00 PROGRAM BUDGETS: BUILDING INSPECTIONS Personal Services 542,905 461,526 583,976 606,644 11.00 Supplies 18,316 17,168 17,656 17,656 Other Services 40,012 40,304 49,161 47,849 Other Uses 3,146 3,578 3,579 3,698 Capital 23,460 490 0 34,340 627,839 523,066 654,372 710,187 BUILDING PERMITS Personal Services 162,208 157,618 192,391 198,290 3.00 Supplies 6,855 4,148 6,573 6,573 Other Services 6,939 7,995 11,254 9,838 Other Uses 3,145 3,579 3,578 3,698 Capital 2,760 980 0 4,040 181,907 174,320 213,796 222,439 LICENSING 1 REGISTRATIONS Personal5ervices 78,485 79,048 87,084 92,302 2.00 Supplies 964 620 964 964 Other Services 1,760 1,954 2,705 2,404 Other Uses 3,145 3,578 3,578 3,897 Capital 1,380 1,47p 0 2,020 85,734 86,670 94,331 101,387 BUILDING PLAN 1 DESIGN REVIEW Personal Services 59,243 56,014 70,021 71,413 2.00 Supplies 2,903 2,516 3,495 3,495 Other Services 4,019 3,575 6,389 6,050 Other Uses 3,145 3,579 3,578 3,698 Capital 0 490 0 0 69,31p 66,174 83,483 84,656 ZONING Personal5ervices 140,832 143,377 218,580 226,876 4.00 Supplies 4,452 4,006 4,592 4,592 C-275 CONSOLIDATED BUILDING DEPARTMENT 2006 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION Other Services 24,452 24,905 29,775 28,796 Other Uses 3,145 3,578 3,579 3,698 Capita[ D 1,470 4 0 172,881 177,336 256,526 263,962 DEMOLITIONS {Expenses incurred by County) Other Services 5,900 0 10,000 1 D,ODD TOTAL PROGRAMS 1,143, 571 1, 027, 666 1, 312, 508 1, 392, 631 22.00 c-z~s ~"~ Fil W ~~A Ld MCI A I~ A A a 0 Q W V1 I~ H A ~4 0 ~s w a~i b O R, 0 a ..~. 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Q C ~ ~ 7 O G ~ air C p r~ ~ O _ ~ O U ~ o o o o ~, D +~ © o a ~ a o - ~ o ~ ``" n ~n a °' ° z a , '~ ,~ ~ ° a , 0 2 a~ CJ ' H d' ~ U U CJ U ~ ~ 2 U ~ ~ ~ c~ c7 ~ ~ ~ v ~" ~ ~ ~ L 'T3 ar O 'C ar C C pY .' ~ ~ pp c~ CC bfl ~ O O 'G c. ~ .O .Q T7 .a ~ ~ W C 'a ~ C .d ..ca ~ ~ • b ~ .~. ~ ~ 3 ~ .° ~ 3 c~ ^ ~ 3 ~ v 0 . ~ ~ 3 c o ~ ~ ~ ~ ~ ~, ~ ~ ~ ~ ~ ' ~ ~ ° ' ° V . ~ N o 0 0 ~ o '~ o o~ 3 o '' F ~ a ~ o ~ ~ ~, ~ ~ i 3 '~ *~ ~ 3 `~= ~ d `~ ~ `+^ ~ ~ w ° ~ ~ 3 ~ ~ O a r ~ ar O O - p . U v~ O ~ '~ . ~ P. G` ~ R 'O ~ d bfJ U • ~ O. O ~ " ~ G1 ~ F . - ~ G ~ 3 ~ ~ ~ ~ A. C ~,C b ~ .~ Q.C p ~~ R " ~.C y ~ " ~ .q L O C~ O~ O C R O ~ D C' s ~ ~. ~ O C O ~ ~ 7 ~ ' C7 O O C O G s * cd C O i O O~ y D O 0. N dA .a4 s.. R'SS, N i]E} U O y d L~. N CO s.. ~ +-~ -+ - O C1. N O G.. .D .. - 0., N 7 O. [/] N ~ ~ O ~ ~ -d s'~•+ • C UU U ~ ~ - bA ~ O ~O `~ ~ ~ ~ p ~ a k , ~ ~ ~ ~ ~ ~ ~ •U a r H a] O ~ U O U ~ ' vi ~ O ' U ~ cU. y iC ~ h^^~ Ir h ~ O O ~ '~ A ~ O C ~" .~ C '~ 'O N C . "CY v ar N~ ° U y O U Ci, a ~ ~ o a ~ © ~ ° o ~ o Q O ~ ~ ~ R , +" ~ U N U ~ ~ ICI E ~ O ar . ro C ~ ~ O ~ M m C U ~ n ar ~ ~ O ar ed U '~ N . ~ ~~ F „ ~ :~ . ~ '~ O ~ W D ~.. Q~ W D C~ O. W y _~ .~i ~ C ar pq ~ c ~ . (~ pp O ~y~'^+ U ~ ~ ~{ l ~ VI L Y~ i i::i ~ ~ ~I-I o ~ e p-t ~ ~ ~ 3 > Z ~'> a ~ c ° °~~C7• ~ ~~ -ate ~--~ , .. m a~ ar ~ a CO °. ar rn ~ ~• , ca¢3v~ rx•~ ~ ~~ ~ ~ M W ~ ~ ;C c ~ ~ o ~ ar s o ~ c ~ ~ ~rnmQ ZQU 3 N ° ~ ~ ~ ° .n.~a.~ o ' ~ W ,~ ~ v~ d • . . • C-2 $ J w W A ~ ~ O A , ~~ ~~ w© A I~1 0 E~ WU' o °a Q ~ -~ ~ F E-~ o Q V- ~ ° a o G o o ~ `~ N o0 00 ~ :: W :' °` ~- c~ ©: N ,-~ ~ n ,~ c x O o M ~ ~ ~ [~ v w ~ N ~ O ~ 0 0 ~ N cV ,--, m 0 . -~ a~ ~ ~ ~ .,~' o ~ ~ ~ ~ ~ ~' o ~ ~ 0 ~ ~ ~ ~, v .~ ~ ~ ~ 'V p ~ ~ ~ o ~.~ ~ o ~ ~ ~ ~ } ~U '~ O w O a ,y O~ W ~ O +-~ O 'b b~k O ~ ~ O ~ ~ ~ ~ u . ~ ~ z z° ~ z ~~~ D 0 w C-28b CENTURY CENTER C-287 CENTURY CENTER 2006 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION Zoos FTE 2004 2005 20x5 2006 (felt-time Actual Actual Budget Budget staff anly) DEPARTMENT TOTAL: ENTERPRISE FUND: Century Center Personal Services 1,922,662 1,806,036 2,017,722 1,931,917 34.00 Supplies 96,343 85,449 121,695 121,695 Other Services 1,032,408 1,014,228 976,688 973,240 Other Uses 66,516 68,166 68,166 43,765 TOTAL CENTURY CENTER 3,117,929 2,973,879 3,184,271 3,070,617 34.00 PROGRAM BUDGETS: SALES AND MARKETING Personal Services 195,653 195,356 198,606 217,759 4.00 Supplies 387 351 500 500 Other Services $8,648 89,478 85,459 85,459 Other Uses 9,502 9,736 9,738 6,252 294,190 294,921 294,303 309,970 ORIENTATION AND TRAINING Personal Services 179,466 185,509 188,759 205,238 4.00 Supplies 7,585 6,873 9,790 9,790 Other Services 101,278 102,223 97,634 97,634 Other Uses 9,502 9,738 9,738 6,252 297,831 304,343 305,921 318,914 SAFETY AND SECURITY Personal Services 56,162 77,064 77,564 64,510 1.00 Supplies 2,479 2,246 3,200 3,200 Other Services 179,250 180,922 172,800 172,800 Other Uses 9,502 9,738 9,738 6,252 247,393 269,970 263,302 246,762 MEDIA SERVICES Personal Services 223,748 234,438 236,938 204,112 3.00 Supplies 11,932 10,811 15,400 15,400 Other Services 56,101 56,624 54,082 54,082 Other Uses 9,502 9,738 9,738 6,252 301,283 311,611 316,158 279,846 BUILDING MAINTENANCE Personal Services 167,205 198,654 201,154 176,493 3.00 Supplies 30,217 27,578 39,DDD 39,000 Other Services 548,524 525,634 510,219 501,997 Other Uses 9,502 9,738 9,738 8,252 755,448 761,604 760,111 723,742 ~-~g~ CENTURY CENTER 2006 BUDGET ANTS PRIOR YEARS REPORTED BY MAJOR EXPENDITURE CLASSIFICATION SETUP, HOUSEKEEPING AND GROUNDS SERVICES Personal Services 963,868 779,678 976,864 912,554 17,00 Supplies 40,606 34,947 49,755 49,755 Ocher Services 39,398 39,765 37,980 42,754 Other Uses 9,504 9,738 9,738 6,252 1,053,376 864,128 1,074,337 1,011,315 FUTURE PLANNING Persona[ Services 136,560 135,336 137,836 151,252 2.00 Supplies 3,138 2,843 4,050 4,050 Other Services 19,205 19,384 18,514 18,514 Other Uses 9,502 9,739 9,737 6,251 168, 405 167, 302 170,137 180, 067 TOTAL PROGRAMS 3,117,926 2,973,879 3,184,269 3,070,616 34.00 C-2 g~ w W U U V H A W r~ V1 •• Y a F~1 N U N ~ }}~~ Y~~Y ~. ~, ~W •~ i~-i ~ Lew •~ ~ ~ ~.y ~ ~ O L'a ~• '~" ~U A.~ it bD O it ~ ~ ~ ~ ~ `~ ~ ~ ~ .~ : ~ ~ 0... 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O b '~ O ~ ~ O H o .~ n ~ ro ~ ~ A .€ ~ .o ~' ~ ~ o ~ "~ U ~ ~j ~ ~ ~ ~ d o ~ ~ ~ ~ 'Y ~ ~ o ~f~, c G a i ro a ~'`~ Q ~ ° . ~ N U Z a i ~ ~ o s9 U~~ ~ N • • • a • C-303 ~I E~ U E~ W U ~I ,7 w ~d r - W o a a a o F~i„1 :: '-' t~ '-` vl ~ .: ~"~ r-. a 0 0 O~ hl O ~ O ,~ + ~ ~ `w © N ° ~ a ~ a ~ a vl a O U © G o ,~ ~ ~ ~ ,,... o ~ 0 o W ~ o 0 0 0 0 ~ ~ o ~, ~, o ~ o ~ ~ caj ~ O ~ ~+ ~ p ~ ~ ~ c~" a ~ ~ ' ~ w ~ n ~ w U ° i ~. ~, ~~ ~ n y ,~ ,~ ~ .~ ~ U U U U ~ ° ' ~ ° ' ~ .~ ° ' ~ .~ a`~i a~i ~ a`~i a`~i ~ ~ ~ ~ ~ ~ ~ ~ ~ a~ ~ ~ o 0 ~, z~ i ~ ~ ~ ~, a, i w i w ~ a~ .~ ~-304 MORRIS PEFORMING ARTS CENTER Morris Entertainment Board Morris Performing Arts Center Director Patron Services Bookings, Promoter Services Building aintenance Facility Operations Patron Services Palais Royale Ballroom C-3U5 MORRIS & PALMS ROYALS PERFORMING ARTS CENTER 2006 BUDGET AND PRIOR YEARS REPORTED BY MAJOR EXPI=NbITURE CLASSIFICATION DEPARTMENT TOTAL: GENERAL FUNQ: Morris Performing Arts Center Persona( Services Supplies Other Services Other Uses 2006 FTE 2004 2005 2005 2006 (full-tune Actual Actual Budget Budget staff only] 495,551 483,152 501,596 523,153 9.40 27,600 25,955 25,853 25,853 280,524 299,879 321,054 306,659 1,118 1,265 1,265 742 804,793 810,251 849,768 856,407 Palais Royale Personal Services 224,348 239,272 265,743 261,460 Supplies 13,099 8,810 11,500 11,500 Other Services 194,975 211,378 238,416 243,978 Other Uses 385 847 847 534 Capital 26,667 37,109 38,000 13,000 459,474 497,416 554,506 530,472 TOTAL MORRIS PERFORMING ARTS PROGRAM BUDGETS: TICKET SERVICES Personal Services Supplies Other Services Other Uses 5.60 1, 264, 267 1, 307, 667 1,404,274 1, 386, 879 15.00 140, 381 133, 897 177,450 148, 978 2,339 2,270 2,141 2,141 50,070 54,132 60,557 57,485 224 253 253 148 2.41 193,014 190,552 240,401 208,752 PROMOTERIPERFORMER SERVICES Personal Services 103,274 10D,322 98,737 105,677 1.49 Supplies 2,910 2,820 2,726 2,726 Other Services 42,472 44,854 49,218 46,815 Other Uses 224 253 253 148 148,880 148,249 150,934 155,366 FAGILITY MARKETING & BOOKING Personal Services 66,327 61,316 65,537 59,298 1.18 Supplies 1,352 1,253 1,251 1,251 Other Services 45,723 48,976 52,296 48,808 Other Uses 224 253 253 14$ 113, 626 111, 798 119, 337 109, 505 PATRON SERVICES Personal Services 54,698 50,980 48,856 49,528 1.33 Supplies 5,427 5,316 5,031 5,031 C-3 05 IUIORRIS & PALMS ROYALS PERFORMING ARTS CENTER 280& Bt1DGET AND PRIOR YEARS REPORTED BY MAJOR EXPENDfTURE CLASSIFICATION Other Services 69,089 74,594 81,168 78,882 Other Uses 224 253 253 148 129,438 131,143 135,308 133,589 BLDG. MAINTENANCE 8~ FACILITY OPERATIONS Personal5ervices 130,871 136,638 108,146 159,672 2.00 Supplies 15,571 14,297 14,706 14,7D6 Other Services 73,139 77,322 79,351 74,67D Other Uses 224 253 253 148 219,805 228,510 202,456 249,196 EVENTS SERVICES (PALMS ROYALS) Personal Services 137,878 141,024 162,010 162,281 4.03 Supplies 8,873 6,153 7,555 8,216 Other Services 119,187 136,156 146,498 160,999 Other Uses 193 424 424 267 Capita] 0 18,555 0 13,000 266,131 3D2,312 316,487 344,762 SALES I~ MARKETING (PALMS ROYALS) Personal5ervices 86,469 98,248 144,374 99,180 2.56 Supplies 4,227 2,656 3,945 3,285 Other Services 75,788 75,221 92,608 82,979 Other Uses 193 424 424 267 Capital 26,696 18,554 38,ODp 0 193,373 195,103 239,351 185,711 TOTAL PROGRAMS 1,264,267 1,307,667 1,404,274 1,386,881 15.00 C-307 r~~j Ic-i `/ V M~ O W T~ Vl O W I~ I~ r~~/~ V1 M~1 `~ 1. •• V O w .~ ~, b '~ '~` U .~ U €", .~ ^~ +3 ~.'+ [G «S i ~ O ~ ~ ~~~~++ 0 ~S-i Ir ~ .~ a ~--~ .-'~ ~ N ~ ~ ~ ¢' U H Fy o b ~~ ~~ ~ U a L b~ O it a ~ ~ b a ~ o ~ ° en -a O mo ~ a.~ ~ •~•' 0 ~ ~,ov~ ~ ~ . $ o~~ v ~ ~ ~,L3 •~ ~ ,~ ~~ ~, ~ ~ o ~ a ~ o ~ ' o ~. ~ o a~ o o ~ an ~ ~ o ~ , ~ . 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'--~ ~ cn ~, N . ~ . 0 ~ , .~ ~' ~ ~~ ~~~~~ ~ ~ ~ a U ~ '~ d + ~ et ,N ~ o ~ ate, M O o o m ~ ~,~, ~ N 0 ro ~ ..o o ' ~ ,~ ~ ~ 3 ~ ~ ~ :~ ~ ~ ~ .~ ~ c ~ N ~~ "L~ f.~ i -' ~ ~"i ~ .~ fi cJ~ ICI `~ 6 J ~~ N d n- + ~ ~ ~ ~ ~ ~ y o ~ ~ o 0 ~ ~ ~ ~ . ~ w ~ , ~ ~ a~ ~ Z~ Z ~ Z~ F~ C-324 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 farm 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 lncome Taxes (COIT) and Economic Development Income Taxes (ED1T). 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 drat same period. Second, it allows the City to prepare a separate consolidated capital budget far 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 2006 Capital Budget was presented to the Common Council in February 2006 after the City knew its actual year-end 2005 financial position. The available resources for the City's 2006 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 10% 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 far the current year. This calculation for 2006 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 CHIT, 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 irraprovement 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 2006 Capital Budget that was approved by the Common Council in February 2006. This budget was developed by City Management and was based upon a great deal of feedback received from a variety of sources bath 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 2006 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. It is important to note that any operating costs associated with these new capital improvements D-2 have either been specifically included in the 2006 Operating Budget or can be absorbed by the current budget if specific allocations were not made at the time the operating budget was prepaxed. 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 2006 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 200E Capital Budget document details all expenditures approved by the Council. Consistent with the City's general financing policy, all capital expenditures included in the 2006 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 2010. The projected capital expenditures for the years 2007 through 2010 have been divided into five categories: vehicle replacementlupgrade pragrarn; 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 replacementlupgrade program represents the systematic upgrading and/or 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 angaing 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 some of D-3 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 pro}ected resources that are currently available to meet them. Qver the course of 200' 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 201}6 CAPITAL BUDGET {by funding source) GENERAL FUND Cash balance as of 1!1!05 3,248,264 Add: 2005 cash receiptslrevenue 66,473 525 Less: 2005 cash expenditures (operating only} (58,272 238) Less: 2005 cash expenditures (capital only) {3,332,612) Less: 2665 debt service for outstanding bonds nla AddlLeSS, Net adjustments to detente sheet accounts 20,5 ; i0 053 Cash balance as of 12/31105 ,,,,,,,,,,,,,,,_.-- 28,647,992 Less: Encumbrances as of 12131lp5 (9,691,171 } Less: Parking Garages - negative Dash balance at 12!31!05 (827, 315) Less: Central Services - negative cash balance of 12!31105 {691,492} Less: Reserve balances required for band debt service nla Adjusted cash balance as of 12131105 17,437,114 Adjustments to cash available fpr capilai projects: Cash reserve as a °h of 2006 Operating Expenditure Budget (13,067,866} 24% Total projected budget surplus far 2906 nla Operating budge) deficit far 2006 nla Reserve as a % of 2006 Anticipated Revenue nla One time distributions for speCKiC CapitaE projects 3,004,60p Cash available for 2006 Capital Budget {excluding raxarvee- 7,369,248 CAPITAL PROJECTS FOR 2006: Land Improvements p Suiidings and Building Improvements 2,156,000 Motor Vehicles 1 Equipment 66,066 Computer Equipment and Networking 155,000 Materials and Equipment 96,000 Office Equipment and Furniture 47,500 Community and Neighborhood Development 3,491.500 Total Capital Budget for 2D06 6,000,000 Cash {excluding reserves) not appropriated for Capital Budget 1 369 248 EMS CAPITAL FUND Cash balance as of 111!05 630,772 Add: 2005 cash receiptslrevenue 1,727,867 Less: 2605 cash expenditures (operating only) (523,796} Less: 2665 cash expenditures [capital only) (866,112) AddlLess: Net adjustments to balance sheet acwunts {41 260} Gash balance as of 12/31105 927,471 Less Encumbrances as of 12!31!05 (160,698) Adjusted cash balance as of 12131!05 766,573 Adjustments to cash available for capital projects: Cash reserve as a % of 2006 Operating Expenditure Budget {65,130) 15% One time distiYibution 327,800 Cash reserve reduction nfa Cash available for 2006 Capital Budget (excluding reserves) 1,029,243 CAPITAL PROJECTS FOR 2006: Land Improvements 0 Buildings and Building Improvements 50,060 Motor Vehicles !Equipment 148,205 Computer Equipment and Networking 220,060 Materials and Equipment 493,392 Total Capital Budget far 21106 911,597 Cash (excluding reserves) not appropriated far Capital Budges 117546 -continued - CUMULATIVE CUMULATNE CAPITAt CAPITAL DEVELOPMT IMPROVEMT COIT EDIT FUND FUND FUND FUND 1,488,874 308,752 11,034,243 2,538,180 1,157,192 533,711 7,447,645 3,645,345 (178,786} nla nla nla (830,187) nla (8,574,769) {1,129,824) nla (594,000) (2,&12,183} (3,112,686) 494,816 nla 245 1 2,039,915 248,463 7,295,241 1,941,616 {589,836) 0 (5,139,520) {879,988} nla nla n!a nla nla nla n!a nla nla nla nla {559 000} 1,459,079 248,463 2,155,721 511,425 nfa n1a nla Na n!a nfa 2,576,939 338,901 n!a [16,777) n/a n1a Na nla {1,133,624] 26% (366,179) 10% nla rla nla n!a 1,459,079 231,686 3,592,736 463,750 6 4 1,546,250 151,000 9 0 735,776 6 365,600 0 0 0 470,209 0 9 0 101,475 0 0 b a 6 6 6 0 0 1,267,754 75,000 536,675 D 3,549,774 226,000 522.404 231.686 42.962 257,759 PARK MORRIS PARK NON- RECREATION PERFARTS PARKANp REVERTING NON- CAPITAL RECRF11TIpN CAPITAL REVERTING FUND FUNp FUND FUND 201,679 74,616 417,851 451,362 103,303 11,216,399 257,721 838,754 0 (1Q,739,532} a {819,497) (44,206) (429,619) (242,915} (2$,714} 0 1,822,989 1 1468} 260,776 1,944,553 432,658 444,437 (9,754} - _ (375 346) ~3~ (26,051) 251,022 1,569,213 421,421 414,3$6 nla {1,098670) 10% n!a nla nla n!a (37,653} 15°k nla n!a 213,369 478,543 421,A21 6 19,000 69,000 76,256 135,000 28,000 9 125,000 p 9 5,000 0 9 76,000 177,500 76,250 300,000 274,500 137,119 178.543 146,921 D-~ {124,650} 15% nla Na 2911,336 62,460 9 0 0 50,000 112,000 178.336 CITY OF SOUTH BEND 2006 CAPITAL BUDGET (by #unding source) (continued) EAST RACE COVELESKI CITY LOCAL SPECIAL WATERWAY STADIUM CEMETERY ROADSS EVENTS CAPITAL CAPITAL TRU5T STREETS FUND FUND FUNO FUND FUND Cash balance as of 111105 16,115 44,043 369,567 36,688 1,305,646 Add, 2005 cash recaiptslravenua 3,944 16,650 28,398 1,106 3,249,552 Less: 2005 cash expenditures {operating only} {9,424) (14,043) 0 0 0 Less: 2005 cash expandituras {capital only) 0 0 (129,246) 6 {2,609,583} AddlLass: Net adjustments to balance sheet accounts 0 0 0 6 0 Cash balance as of 12131/05 10,fi35 46,650 2fi8,739 37,794 '[,945,615 Less: Encumbrances as of 127311D5 {1 420) ~(1~ {g2,1721 D (1,032,450) Adjusted cash balance as of 1213'{!05 9,215 46,640 226,547 37,794 913,165 Adjustments to cash available for capital projects: Cash reserve as a °h of 2066 Operating Expenditure Budget {3,425) 15 % Na Na nla nla Cash reservereduclion nla Na {33,982)15°k {25,864) 15% nla Operating budget deficit for 2066 {9,812) Na Na nla nla LRSA project baiances carried forward to 1!3!06 nla Na Na nla (896,166) Total projected budget surplus for 2606 Na Na Na nla 3,123,005 Casttavailableior2008CapitalBudgat(ezdudingreserves) (4,[7,22} 86,640 192,585 77,930 3,146,004 CAPITAL PROJECTS FOR 2005: Land Improvements D 0 6 0 3,023,000 Buildings and Buiiding Improvements 0 0 0 0 Materials and Equipment 6 16,060 D D 0 Total Capita[ Budget for 2008 p 16,D00 0 0 3,023,OD0 Cash (excluding reserves) not appropriated for Capilai Budget (4,622) 36.640 192,565 3 3.930 123 004 PROJECT BUILDING SOLID WATER SEWAGE RELEAF DEPT WASTE WORKS WORKS FUND FUND FUND FUNDS FUNDS Cash balance as of3l1f05 421,333 75,036 721,801 2,683,960 9,441,233 Add: 2005 cash receiptsfrevenue 148,150 1,140,253 4,445,660 16,435,923 18,759,941 Less: 2665 cash expenditures {operating only) (260,773) (1,022,666) (4,583,076) {12,420,259) (14,049,698) Less: 2005 cash expenditures {capital only) (15,312) {4,900) {27,656) (546,997) (9,264,729) Less: 2005 debt service forou[standingbonds Na Na Na {3,431,972) {3,566,587) AddlLess: Net adjustments [c balance sheet accounts 226 f221) 46 835 1 4~9 897 {1,6981 Cash balance as of 12/31/05 293524 187,500 605,570 4,130,552 9,298,464 Less: Encumbrances as of 12!31!05 0 (4,912) (91,257) (121,030) {1,227,1001 Adjusted cash balance as of 12131!05 293,624 182,588 514,313 4,669,522 8,071,364 Adjustments to cash available far capital projects: Cash reserveasa%of2006pperatingExpenditure8udget (41,081) 15% (135,223) 15% (569,656)15% {2,313,083) 25% {2,821,791) 25% Operating budget deficit For 2066 (119.434) Na (234 018) Na Na Caah avallabte for 2006 Capital Budget (azoluding reserves) 133,109 47,365 {309,361) 1,696,439 5,249,573 CAPITAL PROJECTS FOR 2006: Land Improvements 0 0 6 206,000 1,285,000 Buildings and Building Improvements 0 0 0 156,000 352,000 Motor Vehicles 1 Equipment 0 40,460 0 165,100 427,300 Computer Equipment and Networking 0 0 0 0 26,000 Materials and Equipment 0 t7 0 82,000 9,202,700 Office Equipment and Furniture D 0 0 1~1 300 9,000 Total Capital Budget for 2006 0 40,400 D ,,,,,,,,,,,,,,,_ 548,400 3,298,000 Cash (excluding reserves) not appropriated for Capital $udget 133109 6,965 (369,361) 1.147.039 1.953.573 GRAND TOTAL -CAPITAL PROJECTS FOR 2D06; Land Emprovements 6,355,250 Buildings and Building Improvements 3,663,620 Motor Vehicles! Equipment 1,288,605 Computer Equipment and Networking 670,200 Materials and Equipment 2,213,067 Office Equipment and Furniture 67,800 Community and Neighborhood Developmenf 4 834 254 Grand Total Capital Budget for 2006 19,311,596 D-6 CITY OF SOUTH BEND 20D6 CAPITAL BUDGET -DETAIL LISTING OF CAPITAL EXPENDITURES ESTIMATED COST GENERAL FUND BUILDINGS AND BUILdING IMPROVEMENTS: Palais Royale Dumpster Gate Repair 3,500 Foyer Decor Upgrade 2,500 Engineering Demo Building 20,000 Demo former Studebaker National Museum 300,000 Fire Fire Station 2 1,800,000 Central Services: Shop Lighting 5,000 Upgrade bleating 25,000 Total Buildings and Building Improvements for General Fund 2,956,000 MOTOR VEHICLES 1 EQUIPMENT: Police Department: Equipment 30,000 tnstailation 30,000 Total Motor Vehicles for Generai Fund 80,000 COMPUTER EQUIPMENT 8~ NETWORKING: Engineering Department: GPSIEngineering Data Collection (Includes City-Wide Training) 1D5,DD0 Police Department: Computer Replacement in Vehicles 50,000 Total Computer Equipmen# & t~letworking for General Fund 9 55,Ot)D MATERIALS AND EQUIPMENT: TrafficlLighting Paint Machine 7,DOD Utility Trailer 12,000 Central Service: Floor Scrubber 7,000 Tire Balancer 4,000 Police Department: Portable Radio Replacement 60,000 Total Materials & Equipment for General Fund 90,000 OFFICE EQUIPMENT & FURNITURE: Palais Royale AV Equipment 1,D00 Banque# Ghair Repair 1,750 Banquet Tables 1,500 Lectern 500 Walkie Taikies 1,250 D"igital CameralPhoto Printer 1,DOD Total Palais Royale Once Equipment 8~ Furniture 7,000 Animal Control WasherlDryer 3,5DD Poiice Department: Chair Replacement - 9 Dispatcher Chairs $,000 Central Services Copier 2A~,000 D-7 CITY OF SOUTH BEND 200fi CAPITAL BUDGET -DETAIL LISTING OF CAPITAL EXPENDITURES ESTIMATED cosT Office Furniture 5,D00 Total Office Equipment and Furniture for General f=und 47,500 COMMllNtTY AND NEIGHBORHOOD DEVELOPMENT: Organizational Support 1 Capacity Building: Near Northwest Neighbarhand {NNN) operating funds 30,000 N N RO 37, 500 Neighborhaod Youth Grants 31,520 PolieelYouth Recreation Program -serving 6 sites 90,000 Work force Diversity Initiative 208,DD0 Minority & Women's Business Development Council (grant for general operations} 33,333 Urban League (grant #or general operations} 20,000 WCI -Healthy Community Initiative 20,000 Alley Stabilization 9,000 Historic Preservation 25,000 Arts Everywhere (2nd of two year commitment) 2DO,DOD South Bend Civic Theatre 1DO,D00 Charles Black Center Director (yr3) 40,000 Curb and Sidewalk Program 500,000 Curb and Sidewalk Upgrades 50,000 Dnwntnwn South Bend, Inc. 250,000 LaCasa De Amistad 20,ODD Lamppost Program 60,OOD Residential Ligh#ing 75,000 Various Projects Based Upan Feasibility 31,149 Public Improvements I Maintenance: Maintenance for city-owned property (neighborhood centers) plus mtce for improvements 20,000 Rails to Trails Program - cost of surveys & deed preparation fees far donated property 5,000 Neighborhood Ptanning 1 Development: Neighborhood Partnership Centers - 6 centers 241,998 Neighborhood Plan Implementation Fund -Implementation of currently computed plans Northeast Neighborhood Operating Funds 75,000 Neighborhaod Resources Corporation, Inc 5,OOD River Park -curbs/walks 12,000 Weed & Seed Neighborhoods 100,000 Rebuilding Together 45,000 LaSalle Park Community Reembrance Garden 15,000 Michawaka Avenue Fagade Grant 40,000 Michawaka Avenue Streetscape 75,DOD Oliver School Predevelopment Activities 7,000 Property Accluistition & Maintenance 5,000 Residential Enchancement Grant Program 137,000 Decorative ldenti#y Sign (Neighborhoods) 16,OOD Wenger Homestead Renovation 32,000 Riverside Trail Project Phase 1 480,000 Keller Park Sherman Ave. Streetscape 80,000 Leeper Park 50,000 City Plan 50,000 Special Projects -Mayor's Office SD,OOD Public Safety: Volunteers in Policing 20,000 East Race/Special Events Overtime 10,000 Extra Dnwntnwn Patrols 55,000 Security Gosts County-City Building 30,000 D-S CITY OF SOUTH BEND 2006 CAPITAL ~3UDGET -DETAIL LISTING OF CAPITAL EXPENDITURES ESTIMATED COST Community Oriented Policing Leadership Council Program 5,000 Total Community and Neighborhood Development far General Fund 3,491,500 TOTAt_ GENERAL FUND CAPITAL BUDGET fi,DDD,DOD CUMULATIVE CAPITAL DEVELOPMENT FUND (CCDF) MOTOR VEHICLES !EQUIPMENT: City Wide Debt Service Payment Tfltal Motor Vehicles !Equipment for CCDF 365,000 365.000 COMPUTER EQUIPMENT & NETWORKING: Information Technology Department -far departments with capital needs funded by the General Fund: Gamputer Refresh 46,000 Nework Hardware 15,OOD Printer Refresh 9,000 Infrasturcture improvements 34,OOD Building Permits Software 23,000 Click2Gov Maintenance 14,000 IBM Supportline 24,OOD Netware MLA's 62,500 Software Maintenance 15,000 System Maintenanae 83,600 Projector 5,700 Acorn Software 10,000 Looking Glass Software 17,400 Document Imaging 71,000 Qrep Software 20,OD0 Web Trends Software 5,000 Wireless inspections 15,OOD Total Computer Equipment & Networking for General Fund 470,200 MATERIALS AND EQUIPMENT: Street Department: Salt Spreader 4,425 Underbody (snow removal) 8,850 Air Compressor w/ 2 Jackhammers 13,700 Plate Compactor 2,000 Vehicle Tracking System (1D) 22,500 Various Emergency Equipment 50,000 Total Materials and Equipment for CCDF Fund 101,475 TOTAL CCDF CAPITAL BUDGET" 93fi,fi75 COUNTY OPTION INCOME TAX FUND (GOIT) LAND IMPROVEMENTS: Major Projects -Based upon priorify and financial feasibility Main & Lafayette Crossover Project 500,000 Northeas# Neighborhood Development Area 500,000 Fredrickson Park Phase Iii 350,000 Anchor IDFA debt payment 81,250 Fredrickson Park Loan Payment (repayment for one million loan from the state) 115,000 Total Land improvements for COIT Fund 1,546,250 D-9 CITY OF SOUTH BEND 20©6 CAPITAL BUDGET -DETAIL LISTING OF CAPITAL EXPENDITURES ESTIMATED COST BUILDINGS AND BUILDING IMPROVEMENTS: Sample Ewing Development Area T.iX Bond Payment 391,970 TJX - VRP Participation 87,$p0 Colfax Garage Debt Service 256,000 Total Buildings and Buildings Improvements for CbIT Fund 735,770 COMMUNITY AND NEIGHBORHOOD DEVELOPMENT: Commercial Corridors Improvement Fund -Western, LLW, So Michigan, Portage & Miami Lincolnway West (Not Used prior year requested to carry forward) South Gateway Avenue (Not Used in prior year requested to carry forward} 1,017,403 Downtown Lighting Good Neighbors 1 Good Neighborhoods - Building Block Grants 80,004 Community-based After-Sehool Programs 170,351 Total Community and Neighborhood Development for Cb1T Fund 1,267,754 TOTAL COIT CAPITAL BUDGET 3,549,774 ECONOMIC DEVELOPMENT INCOME TAX FUND (EDIT) LAND IMPROVEMENTS: Portage Avenue 100,000 Ford Properties Demolition 46,2$0 West Ireland Road Improvement Project 4,720 Total Land Improvements for EDIT Fund 151,000 COMMUNITY AND NEIGHBORHOOD DEVELOPMENT: Various Emergency Projects 75,000 TOTAL EDIT CAPITAL BUDGET 226,000 MORRIS PERFORMING ARTS CENTER CAPITAL FUND BUILDING IMPROVEMENTS: Bistro Ventilation 11,500 Eleuator Door Upgrade 6,000 Misc & Unexpected Repair Projects 25,000 Morris office Renovations 15,000 Plumbing Upgrade 9,500 Security Cameras 1,500 Stage Door Security 750 Stage Wall Pinting 1,000 Phone System Upgrade 6,000 Total Building Improvements for Morris Performing Arts Center Capital Fund 76,250 TOTAL MORRIS PERFORMING ARTS CENTER CAPITAL BUDGET 7fi,250 PARK & RECREATION DEPARTMENT MOTOR VEHICLI=S 1 EQUIPMENT: 314 Ton Pickup (2) 44,000 Midsize Auto 15,000 Compact Cargo Van (2) 42,000 60" Radius Mower 9,000 Concession Trailer 15,000 D-10 CITY OF SOUTH BEND 2©©fi CAPITAL BUDGET -DETAIL LISTING OF CAPITAL EXPENDITURES ESTIMATED COST Total Motor Vehicles /for Park Department 125,000 BUILDING IMPROVEMENTS: Security Doars -O'Brien Center 5,D00 Security Doars -Charles Black Center 3,000 Ac#ivity Roam Renovation -Howard Park Senior Center 6,000 Window and Door Replacement -Howard Park Senior Center 25,DOD Exterior Renovation - Pinhoak Pavilion 76,000 Locker Room Roof Repair- Po#awatomi Poo! 11,000 Storage Facility Installation -Park Maintenance 10,D04 Total Building Improvements for Park Department 136,D00 LAND IMPROVEMENTS: Landscaping and Parking Lot Upgrades -O'Brien Center 1D,D00 Sidewalk Instalation -Maintenance Facility 4,000 Fencing and Shelter Repairs - Meighborhood Parks 5,000 Total Land Improvements for Park Department 19,000 GOMPUTER EQUIPMENT & NETWORKING: Computer Upgrades/Repairs 5,OD0 MATERIALS AND EQUIPMENT: Benches and Trash Cans -O`Brien Center 4,000 Benches and Trash Cans -Howard Park 4,OOD Tables, Chairs, Interior Upgrades - Pinhook Park 8,000 To#al Materials and Equipment for Park Department 16,000 TOTAL PARK 8~ RECREATION DEPT CAPITAL BUDGET 300,000 PARK DEPARTMENT NON-REVERTING CAPITAL FUND FORESTRY -MATERIALS AND EQUIPMENT: Forestry Equipment 10,000 Total Forestry -Park Non-reverting Funds 10,000 iCE RINK -MATERIALS AND EQUIPMENT: Replace Brine Tank 24,ODD Total Ice Rink -Park Non-reverting Funds 24,ODD GOLF -LAND IMPROVEMENTS: Elbel -Bunker Program 5,D00 Erskine -Cart Path Improvements 10,000 EIbeI -Tree Replacement 4,OD0 Elbel- Septic System Repairs 5,000 Total Land Improvements for Golf Non-reverting Fund 24,OD0 GOLF -MATERIALS AND EQUIPMENT: Toro Groundmaster 18,000 Tractor - 4wd wl Bucket 25,000 Greens Mower 22,000 Royal Links 15,DOD Cencessions Tent 1,000 Beverage Cart 8,000 Total Golf -Material and Equipment for Park Nan-reverting Funds 88,000 D-11 CITY OF SOUTH BEND 20Q6 CAPITAL BUDGET -DETAIL LISTING OF CAPITAL EXPENDITURES ESTIMATEfl COST POTAWATOMI ZOO -LAND IMPROVEMENTS: Zoo Pond Improvements 22,000 Landscaping Supplies 5,000 Zoa Graphics 2,000 Zao Visitor Path Improvements 6,000 Parking Lot improvements 10,000 Total Zoo -Land Improvements for Park Non-reverting Funds 45,000 POTAWATOMI ZOO -BUILDING IMPROVEMENTS: Renovate Exit Area 6,000 Exhibit ]mprovements 96,000 Zoo Concession Air Conditioning 4,000 Greenhouse Structural Improvements 2,000 Total Zoo -Building Improvements for Park Non-reverting I^unds 28,000 POTAWATOMI ZOO -MATERIALS 8~ EQUIPMENT: Concession Window and Floor Improvements 2,200 Office Upgrades - Furniture,lnternet & Computers 3,500 Benches, Picnic Tables & Trash Cans 8,000 Zoa Key Player Replacement 16,000 Utility Vehicles 6,000 Strollers & Wheelchairs 3,000 Generator 1,000 Tools 2,800 Painting Supplies 2,000 Water Consevation Project 4,000 Animal Purchase/Shipping 6,000 Total Zoo -Materials & Equipment for Park Non-reverting Funds 54,500 TOTAL PARK NON-REVERTING FUND CAPITAL BUDGET 274,500 RECREATION -NON-REVERTING OPERATING FUND MATERIALS AND EQUIPMENT: Fitness Center Equipment 50,000 To#al Materials and Equipment for Recreation Nonreverting Fund 50,000 LAND IMPROVEMENT5: Skate Park 10,000 Softball Field Upgrades 52,000 Total Land Improvements for Recreation Nonreverting Fund 62,000 TOTAL RECREATION -NON-REVERTING OPERATING FUND CAPITAL BUDGET 112,000 EAST RACE WATERWAY MATERIALS AND EQUIPMENT: Phone Box 6,000 Rafts 5,000 East Race Signage 5=000 TOTAL EAST RACE WATERWAY CAPITAL BUDGET 16,000 EMS MOTOR VEHICLES 1 EQUIPMENT: Refubish Program 100, 000 D-12 CITY OF SOUTH BEND 2006 CAPITAL BUDGET -DETAIL LISTING OF CAPITAL EXPENDITURES ESTIMATED COST Vehicle Replacement 48,205 Total Motor Vehicles for EMS 14$,205 COMPUTER EQUIPMENT & NETWORKING: EMS Billing Software 50,000 Mobile Data Terminals 170,000 Total Computers for EMS 220,D00 BUILDING IMPROVEMENTS: Roof 50,000 Total Building Improvements for EMS 50,000 MATERIALS AND EQUIPMENT: Bedding 24,192 Equipment Replacement 25,000 Equipment Mandated by EM5 10,000 Fire Hose 25,000 Turnout Equipment 409,200 Total Materials and Equipment for EMS 493,392 TOTAL EM5 CAPITAL BUDGET 911,597 LOCAL ROADS AND STREETS ACCOUNT (LRSA} LAND IMPROVEMENTS: Eddy Street HE5 385,000 Miami Road 125,000 Michigan St. Right of Way 670,000 WesternlOlive 2D,000 JeferFfersonliranwood Signal 53,000 Traffic Consulting 70,000 Paving Materials 1,500,OD0 Concrete Pavement Repairs 200,000 Total Land Irrtipravements for LRSA 3,023,000 TOTAL LRSA CAPITAL BUDGET 3,023,000 WATER WORKS LAND IMPROVEMENTS: Main Extensions Total Land Improvements for Water Works BUILDINGS AND BUILDING IMPROVEMENTS: Edison Park Weli Total Building and Building improvements for Water Works MOTOR VEHICLES: Small Dumt Truck 314 Ton 2WD Truck wl Body 314 Ton 2WD Truck (2) Compact Size Car Total Motor Vehicles for Water Department 200,000 200,OOD 15D,oao 150,000 32,000 23,600 37,OOD 13,5D0 1 D6,1 Oo D-13 CITY OF SOUTH BEND 200fi CAPITAL BUDGET -DETAIL LISTING OF CAPITAL EXPENDITURES ESTIMATED COST MATERIALS AND EQUIPMENT: Stainless Steel Pipe Replacement 57,000 Various Pumps ~ Motors (Distrib Equip Repairs) 25,000 Total Materials & Equipment for Water Works 82,000 OFFICE EQUIPMENT 8~ FURNITURE: Postage Equipment 6,000 Miscellaneous office needs (upgrades & maim contracts) 5,300 Total office Equipment and Furniture for Water Works 11,300 TOTAL WATER WORKS CAPITAL BUDGET 548,400 SEWAGE WORKS SEWER DEPARTMENT: MOTOR VEMIGLES: 2 Ton Grew Truck 60,000 Refurbish Jef Rodder 50,000 SIA Dump 13ecis (2} 46,800 Total Motor Vehicles far Sewer pepartmentl5ewage Works 156,800 LAND IMPROVEMENTS: Unanticipated Sewer Repair 280,000 Control Gate 30,000 Mowing of City Retention Basins 25,000 Total Land Improvements for Sewer 335,000 MATERIALS AND EQIIPMENT: Quick Camera 16,000 Salt Bax 3,000 TV and Projector 7,000 Message Board 20,000 Tote[ Computer Materials & Equipment Sewer DepartmentlSewage Works 46,000 TOTAL SEWER DEPARTMENTISEWAGE WORKS CAPITAL BUDGET 537,800 WASTEWATER: MOTOR VEHICLES: 6yd Rubber Tire Front End Loader 225,000 Lab Van 23,500 314 Ton Extended Cab Pick Up 22,000 Total Motor Vehicles for WastewaterlSewage Works 270,500 LAND IMPROVEMENTS: Disposal of Lagoon Biosolids 800,000 Paying at Riverside 60,000 Resurface Biosolids Pad 60,000 Concrete 30,000 Total Land improvements for Wastewater 950,000 BUILDINGS AND BUILDING IMPROVEMENTS: Digester Brick Work 150,000 D-14 CITY OF SOUTH BEND 200fi CAPITAL BUDGET -DETAIL LISTING OF CAPITAL EXPENDITURES ESTIMATED C057 Ceiling Work 100,000 Raof Coastingldigesters 40,000 Roof Inspec#ion & Repair 30,000 Lift Station Upgrades 25,000 Auto Gate wl Keypad 7,000 Total Building and Building Improvements for Wastewater 352,000 OFFICE EQUIPMENT & FURNITURE: Copy Machine 9,000 COMPUTER EQUIPMENT 8~ NETWORKING: GPS System 8,000 SCADA Computers 5,000 Desktop Computer 7,000 Total Computer Equipment & Networking for Wastewater 20,000 MATERIALS AND EQUIPMENT: #2 Pump Engine Replacement 50D,000 Polymer Feed Systems 3DO,OOD Top End Overhaul 133,000 Scale 80, 000 Primary -Plug Valves 30,DDD Replacement of Chlorine Piping 25,D00 SCADA Manitoring 25,000 f_arge Fumehood 13,D00 lltiliyt Cart 13,000 Pump Repfacemen#s 10,000 Replace Samplers 1QDOD Plant Air Compressors 7,500 Pretreatment Sampler 5,000 Warm Air Incumbator 3,2DD lSE Meter 2,000 Total Materials and Equipment for WastewaterlSewage Works 1,156,700 TOTAL WASTEWATERISEWAGE WORKS CAPITAL BUDGET 2,758,200 TOTAL SEWAGE WORKS CAPITAL BUDGET 3,296,000 BUDDING DEPARTMENT MOTOR VEHICLES: Vehicle Replacement 40,4D0 TOTAL BUILDING DEPARTMENT CAPITAL BUDGET 40,400 D-15 THE CITY OF SOUTH BEND SUMMARY OF THE MULTI-YEAR CAPITAL IMPROVEMENT PLAN VEHICLE REPLACEMENT 1 UPGRADE PROGRAM GENERAL FUND AND VARIOUS CAPITAL FUNDS: City Administration $ Police Department Fire Department Code Enforcement & Animal Control Department Engineering and Traftic & 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 Divisien Sewage Works -Wastewater & Organic Resources 2007 2008 2009 20'10 TOTAL 14,700 33,000 24,600 D 72,300 1,0$4,600 1,105,000 1,1$9,600 1,038,000 4,417,2D0 999,000 356,OOD 833,600 536,100 2,724,700 131,400 70,200 137,700 95,000 434,300 14D,50D 142,D04 116,800 226,50D 625,800 1,416,70D 1,296,400 725,800 568,4D0 4,067,3D0 51,DD0 42,600 21,iDD 21,1DD 135,800 0 10,900 11,30{7 51,400 73,600 290,600 316,900 244,OD0 231,000 1,082,500 31,500 21,800 33,9DD 35,300 248,000 144,400 316,6DD 15D,60D 368,800 74,000 88,700 130,000 297,150 529,600 401,000 325,000 $ 5,073,950 4,142,8D0 4,144,700 3,408,400 122,500 0 859,600 661, 500 1,552,750 16,769,85D OTHER CAPITAL EQUIPMENT PROJECTS AND UPGRADES GENERAL FUND AND VARIOUS CAPITAL FUNDS: City Administration $ 270,985 273,000 276,000 278,000 1,097,985 Police Department 320,OD0 27D,D00 334,400 295,000 1,219,400 Fire Department 115,000 215,000 203,600 181,100 714,7DD Code Enforcement & Animal Control Department 0 Building Maintenance 33,6D0 25,800 19,30q 20,200 98,900 Engineering aad Traffic & Lighting Division 184,500 19x,000 175,6D0 196,D00 75D,1D0 SkreetDivision 660,350 fi33,560 262,275 323,225 1,879,41p Central Services Division 152,750 32,350 32,85D 54,600 272,550 Morris Performing Arts Center 25,000 25,OOD 25,DDD 25,000 100,000 SPECIAL REVENUE FUNDS; Park & Recreation Department 153,000 113,000 54,DD0 54,DD0 374,D00 ENTERPRISE FUNDS: Building Department 0 Water Works 600,000 308,OD0 129,999 130,000 1,167,999 Sewage Works -Sewer Divis"son 424,691 172,667 143,D1 D 150,900 891,268 Sewage Works -Wastewater & Organic Resources 1,088,960 1,535,558 493,400 1,139,000 4,256,918 Century Center p $ 4,028,836 3,797,935 2,149,434 2,847,025 12,823,236 ONGOING INFRASTRUCTURE EXPENDITURES GENERAL FUND AND VARIOUS CAPITAL FUNDS; Curb ~ Sidewalk Repairs $ SDO,DOD 500,OD0 500,000 50D,OOD 2,000,000 Street Lighting Replacement 75,D00 75,DDD 75,000 75,ODD 36D,OD0 Street Division Paving Material 1,5D0,000 1,50D,D00 1,500,000 1,500,ODD 6,DOO,ODD Concrete Pavement Repairs 300,DOD 30D,000 300,000 300,DDD 1,26D,ODD ENTERPRISE FUNDS: Water Works -Main Extensions 650,000 65D,000 650,000 65D,000 2,6DD,ODD $ 3,625,D00 3,D25,000 3,025,000 3,025,000 12,1DO,DOD D-1 b THE CITY OF SOUTH BEND SUMMARY OF THE MULTI-YEAR CAPITAL IMPROVEMENT PLAN 2007 2008 2009 2010 TOTAL MAJOR CAPITAL EXPENDITURES GENERAL FUND AND VARIOUS CAPITAL FUNDS: Police Department $ 115,000 65,000 8D,DD0 90,OOD 35D,000 Fire Department 4,000,000 667,800 1,704,400 1,740,OOD 8,067,800 Code Enforcement ~ Animal Control Department 1,404,000 0 0 D 1,DOD,404 Engineering and Traffic & Lighting Division 2,4D0,000 2,303,OD0 5,908,DD0 2,833,OOD 13,444,QD0 Community & Economic Development Department 25,225,D00 28,275,000 12,575,DDD 7,325,OOD 73,4DD,DDD SPECIAL REVENUE FUNDS: Park & Recreation Department 14,416,500 16,650,000 1,335,400 91D,000 33,311,5D4 ENTERPRISE FUNDS: Water Works 750,000 8,833,334 2,333,334 2,333,333 14,25D,D01 Sewage Works 14,128,490 14,D20,967 12,598,625 13,447,145 54,155,227 Century Center 0 75,000 31,676,OD0 D 31,751,QOD $ 62,034,990 70,890,107 68,205,959 28,598,47$ 229,729,528 GRAND TOTAL OI" CAPITAL EXPENDITURES GENERAL FUND AND VARIOUS CAPITAL FUNDS: City Administration $ 285,685 306,OOD 30D,6DD 278,ODD 1,170,285 Police Department 1,519,600 1,44D,D00 1,604,DOD 1,423,ODD 5,986,600 Fire Department 5,114,DD0 1,238,84D 2,737,2D0 2,417,2DD 11,5D7,240 Code Enforcement & Animal Control Department 1,131,4DD 7D,20D 137,7D0 95,DOD 1,434,300 Building Maintenance 33,600 25,800 19,3D0 20,200 98,900 Engineering and Traffic & Lighting Division 3,600,000 3,514,000 7,075,400 4,130,5DD 18,319,9DD Street Division 3,577,050 3,429,960 2,488,075 2,391,625 11,888,71D Central Services 13ivisian 2D3,750 74,950 53,95D 75,7DD 4D8,350 Community & Economic Development Department 25,225,OD0 28,285,900 12,586,300 7,376,400 73,473,60D Morris Performing Arts Center 25,000 25,000 25,000 25,000 100,DDD SPECIAL REVENUE FUNDS: Park & Recreation Department 14,860,1 D0 17,D79,900 1,833,D00 1,195,OD0 34,768,DDD ENTERPRISE FUNDS: Building Department 31,504 21,800 33,904 35,300 122,500 Solid Wasie Division 0 0 0 0 D Water Works 2,248,OD0 9,935,734 3,429,933 3,263,933 18,877,6DD Sewage Works -Sewer Division 793,491 246,667 231,71D 28D,900 1,552,768 Sewage Works -Wastewater & Organic Resources 15,514,600 16,086,125 13,493,025 14,871,145 59,964,895 Century Center 0 75,DD0 31,676,OD4 0 31,751,0(}0 Total Capital Program Expenditures $ 74,162,776 81,855,836 77,525,093 37,878,903 271,422,608 Goad Neighbors 1 Good Neighborhood Programs 3,20D,004 3,30D,DDD 3,30D,000 3,3DD,DDO 13,100,000 Total Capital & Good Neighbors Program Expenditui $ 77,362,776 85,155,83& 84,825,093 41,178,903 284,522,648 D-~7 THE CITY Ot= SDUTH BEND SUMMARY OF MAJDR CAPITAL EXPENDITURES FOR YEARS 2006-2009 FUNDING SOURCE** 2007 2008 2009 2410 TOTAL POLICE DEPARTMENT: Police Vehicles & Equipment Installatien General Capital $ 1,084,fi00 1,105,OOfl 1,189,600 1,038,000 4,417,24fl Mobile Data Computer Replacements FederallGen'I Capital 50,000 50,000 50,D00 50,000 200,D00 Radio Replacement General Capital 50,000 D 0 0 SO,OOD Computer Equipment General Capital 15,000 15,000 30,000 40,000 100,000 1,199,604 1,170,000 1,269,600 1,128,000 4,787,200 FIRE DEPA1TMENT: Instruction l Training Facility COIT/EMS -finance 2,000,004 0 0 0 2,000,000 Fire Station # 9 Relocation COITIEMS 2,000,000 D 0 0 2,606,OOD Fire Station # 3 Relocated COITlEMS D 0 1,700,000 0 1,700,000 Fire Station # 5 Renovaticns CpITlEMS 0 301,790 0 0 301,790 Fire Station # 8 Renvvatians COIT/EMS 0 366,010 0 0 366,010 New Fire Sfation # 12 -additional station COITIEMS -finance 0 0 1,700,000 1,70D,000 4,000,000 667,800 1,70D,000 1,700,000 8,067,800 CODE ENFORCEMENT 8~ ANIMAL CONTROL DEPARTMENT: Kenne€ and Treatment Room (in Animal Shelter} General Capitat 1,000,000 0 0 4 1,000,000 1,000,000 0 0 0 1,000,000 ENGINEERING AND TRAFFIC & LIGHTING DMSION: Miami Street Widening (Kern to Jackson) Federat 1 LRSA 500,000 0 0 0 500,000 Ironwood Drivo Widening {Kern to US 20) Federal l LRSA 0 1,000,000 2,500,000 2,500,000 6,DOD,000 Kern Road Widening (design only} LRSA 0 0 75,000 0 75,000 Darden Road Widening LRSA 0 750,000 D 0 750,000 Riverside Trail -Angela Blvd to Darden Bridge Gen'IlCOITlFederal 1,700,000 D 0 0 1,70D,000 Olive Street Emprovemenls Federal! LR5AlTIF 0 220,000 3,000,000 0 3,220,000 Ewing Avenue Improvements Federal /LRSA 2flg000 333,000 333,000 333,000 1,139,000 2,404,000 2,303,000 5,908,000 2,833,000 13,444,000 COMMUNITY AND ECONOMIC DEVELOPMENT DEPARTMENT: Neighborhood Partnership Center Pubiic Warks CDBG 704,000 700,000 700,000 700,000 2,800,000 Neighborhood Improvement Program CDBGIHOMElCOIT 750,000 750,000 8D0,000 800,000 3,100,000 Commercial Corridor Improvement Program COIT 1,2D0,000 1,200,000 1,200,000 1,200,040 4,800,000 Downtown Streetscape & Gateway Improvements SBC TIF 1 COIT 1,000,000 1,050,OD0 1,200,000 1,100,000 4,350,000 South Side Development Area TIFICOITIEDIT 3,050,000 3,050,000 100,000 100,000 6,300,000 Northeast f]evelvpment Area TIFICOITIEDIT 575,OOD 575,000 575,OOfl 575,D00 2,300,000 SamplelEwing TIF -Studebaker CorridorlOtiver Plow Federal LoanlGrants 4,200,000 4,900,D00 7,250,000 250,000 10,600,000 Douglas Road Economic Development Area TIF 0 2,000,000 D 0 2,DOO,p00 AEDA TIF (Blackthorn Area} - Smali Scale Projects AS DA TIF 10,040,OOq 13,800,000 6,500,OOfl 2,350,000 32,650,000 West WashingtonlChapin District T[F 250,000 250,000 250,000 250,000 1,000,000 ^own#own Med'€caI Services District Rev BdILRSAlSW 3,540,000 0 D 0 3,500,000 25,225,000 28,275,000 12,575,000 7,325,000 73,400,000 PARIS AND RECREATION DEPARTMENT: South East Basketball Complex Park Capital/COIT 400,000 350,000 fl 0 754,000 Coveleski Stadium Upgrades Stadium Capifal 250,000 75,000 75,000 100,000 50D,OOD East Race Waterway 8 Walkway Extensions COIT 1 Federai l Park 2,000,000 0 0 0 2,000,000 Belleville I Sheridan Upgrades Park Capital 250,000 0 0 0 250,000 New Proshoplconcession - Elbel Golf Course Park Capita! 0 0 500,60D 0 500.000 Regional Aquatics Facility G D Bond 0 15,000,000 0 0 i5,000,Ofl0 Potawatomi Zoo-African Savannah Exhibit Grants/Donations 0 0 4D0,000 454,000 850,000 Howard Park Senior Center CDSGlPark Capital 1,940,000 0 0 0 1,900,000 Potawatomi Zoc-Miscellaneous Upgrades Park Capita! 531,500 65,000 0 0 596,500 Pinhook Improvements COITlGrants 3,D00,000 0 0 0 3,000,000 O'Brien Recroation Center Park CapitailCOIT 3,000,000 0 D 0 3,000,000 GreenhouselCanservatory Renovation Park CapitallBond 2,500,40D 0 0 0 2,500,000 Miscellaneous Park Upgrades ParklGrantslOther 585,000 1,160,000 360,00^ 360,000 2,465,000 14,416,500 16,650,000 1,335,400 91D,000 33,311,500 WATER WORKS; Building -Customer Service Center Water Works 0 1,500,000 0 0 1,500,000 Meter Replacement Program Water Works Bond 458000 2,033,334 2,033,334 2,033,333 fi,550,001 Well Replacement Water Warks Bond 300,000 300,000 300,000 340,000 1,200,040 South WellFeld » Siorage Reservoir Water Works 0 5,000,000 4 0 5,000,040 750,006 8,833,334 2,333,334 2,333,333 14,250,001 ~-1 S THE CITY OF SOUTH BEND SUMMARY OF MA.tOR CAPITAL EXPENDITURES FOR YEARS 2005-2009 FUNDING SOURCE~* 2007 2008 2009 2010 TOTAL SEWAGE WORKS: Wastewater Treatment Plant Building Improvements Sewage Works 840,000 205,000 75,094 75,000 1,195,000 Land Improvements - WastewaterlSewer I]epartment Sewage Works 375,750 1,376,525 327,325 873,145 2,952,745 Wastewater Treatment Plant Equipment Sewage Works 912,740 439,442 19fi,300 459,000 2,007,482 Combined Sewer Overflow Lang-Term Control Plan SW !State RF Loan 12,000,ODO 12,000,000 12,90D,900 12,000,000 48,000,000 14,128,440 14,02D,967 12,598,625 13,407,145 54,155,227 CENTURY CENTER: Elevator in the Main Lobby Century Ctr 0 0 0 0 0 Convention Hatl "C" Upgrages Century Ctr 0 0 D 0 0 Fire Alarm System Replacement Century Ctr D D 176,040 0 176,000 Replace Building Boilers Century Cir 0 0 5DO,ODO 0 500,900 Water Balancing Century Ctr 0 75,009 0 0 75,000 Replace Chilled Water System Century Ctr 0 0 1,000,000 0 1,000,000 Major Expansion of Century Center G O Bond 0 0 3p,DOD,ODO 0 30,000,000 D 75,000 31,676,ODD D 31,751,ODD TOTAL MAJOR CAPITALEXPENt]iTURES $ 63,119,590 71,995,101 69,395,559 29,636,478 234,146,726 "Funding Source abbreviatEons: AEl7A TIF -Airport Tax incremental Financing G O Bond -General Obligation Bands Stadium Capital - Goveleski Stadium Fund Ct]BG -Community []evelopment Block Grants General Capi#al -General Fund 8 other C apital Funds Stale RF Loan -Revolving Fund Laan Century Ctr-Century Center Revenue Grants -gran#funds to be received SIE TIF- SampielEwing Tax Incr Financing 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 Finance Authority t7onations -donated funds to be received Park Capital -Park dept Revenue UEA -Urban Enterprise Association ECIT -Economic I?evelapment Income Tax Rev Bd -Revenue Bond Water Works -Water Works Revenue Federal -Various federal €unding sources SBC TiF -South Bend Central Tax incr Fi nancing D-19 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 POLICE DEPARTMEIST Project Title Project Amount Police Vehicles Vehicle E ui ment and Installation $4,417,200 (2007-2010) 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. Aetivity Date Funding Source General Capital Funds 2007 $1,084,600 2008 1,105,000 2009 1,189,600 2010 1,038,000 TOTAL $4,417,200 Projected Ongoing_Operating Cost Impact There are no additional operating ce~sts anticipated. Mobile Data Computer Replacements $200,000 (2007-2010) This would be for an upgrade of over 200 laptop coir~puters and modems that function as mobile data computers in squad cars. Activi , Date Funding Source General Capital Funds 2007 ~ So,OOo 2aos So,ooO 2009 So,ooa 2010 5000 TOTAL $200,000 Projected Ongoing_Operating Cost Impact There are no additional operating costs anticipated. Radifl Replacement Upgrade $ 50,000 (2007) Replacement of hand-held radios is needed for older model radios that are being used by the officers. D-20 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 Activity Date Fundin Source 2007 $ 5 0 ,00,0 General Capital Funds TOTAL $ 50,040 Projected Ongoing Operatin~Cost Impact There are no additional operating costs anticipated. C©~nnuter Egui~naent $100,000 (2007-2010) Proj ect replacement of equipment for ongoing computerization of department and upgrades for aging equipment and servers. Activity Date Fundi~ Source Federal Funds/General Capital Funds 2oa7 ~ l s,ooo 2oa~ I s,ooo 2oag 30,000 2ol0 40,000 TOTAL $100,000 Projected Ongping Operating Cost Impact There are no additional operating casts anticipated. FIRE DEPARTMENT Instructson I Trainrn~ Facility $2,ooo,oao {2007) 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. The need for ahands-on training facility exists today more so than ever. Activity Date Zao7 $2,000,000 TOTAL X2,000,000 Funding_Source County Option Income Tax {CDIT) EMS Capital Fund Projected Dn~oin~ Operating Cost Impact There are no additional operating costs anticipated. D-2 I MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 Fire Station #9 $2,000,000 (2007) Due to the 1998 Fire District survey and the needs of Memorial Hospital, Station #9 needs to be relocated due to the age and inability to house new fire apparatus. 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. The new station's square footage will be larger than the current station's, which will reflect some increase in the utility cost. Activity 2007 $2,000,000 TOTAL $2,000,000 FUnding SQUI'Ge General Fund, County Option Income Tax (COIT) EMS Capital Fund Projected Ongoing Operating Cost Impact There are no additional operating costs anticipated. Fire Station #5 Renovations $301,790 (2008) 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 S Activi Date County Option Income Tax (COIT) 2008 $301,790 EMS Capital Fund TOTAL $301,790 Projected Ongain~ Operating Cost Ianpact There are no additional operating costs anticipated. Any increased utility costs are expected to be offset by reduced maintenance costs. Fire Station #8 Renovations $366,010 (2008) 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 hause more madern D-22 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 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. Costs are based on the 1996 Fire Station study and will need to be revisited as to new costs. Funding_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. New Fire Station #12 -Additional Station $1,700,000 {2010) 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 #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 # 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 Activit~Date County Option Income Tax (COIT) 201 Q $1,700,000 EMS Capital Fund TOTAL $1,700,000 Projected Ongoing Operating 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 $315,000. Relocation of Station #3 $1,700,000 (2009) 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. D-23 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 Funding Source Activity Date County Option Income Tax (COIT} 2009 $1,700,000 EMS Capital Fund TOTAL $1,700,000 Projected Ongoing Operating Cost Impact There are no additional operating costs anticipated. CODE ENFORCEMENT Code and Animal Control Facility $1,000,000 {2007) and City Impound Lot 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 an 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 of disease/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 na room for expansion. This will project 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. Bath departments have trouble with vandalism, which results in claims being filed against the City. An impound lot adjacent 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. D-24~ MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 Fundin~Source General Capital Funds Activity Date 2007 $1,aoa,oo0 TOTAL $1,000,000 Projected Ongoing Operating Cast Impact There are no additional operating costs anticipated. ENGINEERING AND TRAFFIC & LIGHTING DIVISIONS Miami Street Widening -_Kern to Backson $500,000 (2007} Traf~e 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 LRSA 2007 $50_,,,,,,0,,000 TOTAL $500,000 Projected Ongoing Operating Cost Impact Only minimal additional operating costs are anticipated. This existing road is currently maintained by the City. Ironwood Drive Widenin - Kerr. Road to U.S. 20 $6,000,000 (200$-2010) Residential growth in this area warrants roadway improvements and pedestrian facilities. This project will be developed jointly with St. Joseph County unless additional land is annexed to the east side of Ironwood. The corrabined 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 project 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. Fundin Sg ource Federal Funds and Activity Date Local Roads and Streets Fund {LRSA} 2008 $1,000,000 2009 2,500,000 2010 2,500,000 TOTAL 56,000,000 D-2s MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 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 only) $75,000 {2009) This project 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. Activity Date 200 ~~s,ooa TOTAL $75,000 Fundin Sg ource Local Roads and Streets Fund (LRSA} Projected Ongoing Operating; Cost Impact There are no additional operating costs anticipated. This existing road is currently maintained by the City and County. Darden Road Widening $'750,000 (2008} 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 Activity Date Local Roads and Streets Fund (LRSA) 2aos ~7so,ooo TOTAL $750,000 Projected On~oin~ Operating Cost Impact Only minimal additional operating costs are anticipated. This existing road is currently maintained by the City. Riverside Trail - An ela Boulevard to Darden Bride ~l,~oo,ooo {200} This Transportation Enhancement Activity {TEA) will provide riverfront access and recreation opportunities in the City which will be enhanced by development of a bike/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 D-26 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 platforms for the disabled and security lighting plus other similar amenities. Funding_Source County Option Income Tax (COIT), General and Federal Funds Activi~ Date Zoo? $I,7oa,ooo TOTAL $1<,~00,000 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 $3,220,000 (2008, 2009) 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. Funding Source LRSA, TIF, Federal Activi _ Date 2008 $ 220,000 -LRSA, TIF 2009 3,000,000 -LRSA, TIF, Federal TOTAL 53,220,000 Projected Ongoing 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 $5,200,000 (2007-2010) Ewing Avenue pavement has deteriorated and is in need of replacement, improved drainage facilities and intersection improvements. Funding Source Activity..Date LRSA, Federal Za7 $ 2oa,ooo 2008 333,000 2009 333,000 2010 333,000 (2008-2010) $4,000,000 Federal Funds TOTAL 55,200,000 D-27 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 Projected Ongoing_Operating Cast 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 $2,800,000 (2007-2010) This project consists of small-scale neighborhood public improvements (i.e., curbs, sidewalks, 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 tl~e neighborhood. Funding Source Community Development Block Grants (CDBG) Activity Date 2007 $ 700,000 2008 700,000 2009 700,000 2010 7.OQ,OQO TOTAL $2,800,000 Pro~ected On oin O eratin Cost Im act 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. Nei~6borhood Implementation Fund $3,100,000 {2007-2010) 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 projects 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. D-28 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 Funding Source Cammunity Development Block Grants (CDBG}, Activity Date County Option Income Tax (COIT) 2oa~ ~ ~so,ooo 2aos ~so,ooo 2009 soo,ooo 2010 800,000 TOTAL $3,100,000 Proiected Onaoina Oneratina Cost Impact No operating cost impact projected 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. Commercial Corridor Improvement Pra~ram $4,soo,ao0 ~2oo~--zolo) 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 corx~mercial 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 projects will be selected from the South Bend Commercial Corridor Action Plans that have been developed far Lincoln Way West, Portage, Miami, Western and South Michigan. Funding Source Activity Date County Dption Income Tax (COIT) 2oo~r ~1,2oo,ooa Zoos 1,2oo,aoo 2009 1,2oo,aoo 2010 1 2 00 400 TOTAL $4,800,000 Pro'ected On oin O eratin Cost Im act 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. D-29 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007' - 2010 Downtown & East Bank (SBCDA) Improvements $4,350,000 {2007-2010) This project will be conducted in conjunction with Downtown South Bend and East Bank residents/businesses and can include: development of plans for various portions of the SBCDA and may also consist 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 as well as potential development assistance for major projects as necessary. The projected improvements will occur in the center of downtown to establish a distinct identity, image and arrival point for downtown South Bend and the East Bank. Activity Date 2007 ~ ~l,ooo,ooa 2008 1,050,000 2009 1,200,000 2010 1,100,000 TOTAL $4,350,000 Funding Source South Bend Central Development Area Tax Increment Fund {SBCDA TIF), County Option Income Tax (COIT) and County Economic Development Income Tax {CEDIT) Pro'eeted On oin O eratin Cost Im act Operating costs may increase due to the street tree planting program. However, the first phase of improvements is scheduled for an area already covered by the downtown maintenance crews. Therefore, additional costs will be minor. Sample-Ewing Development Area (SEDA) $10,600,000 (2007-2010} Studebaker CorridorlOliver Plow Works Praiect & Nei~bborhood Pro.ieets 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 project 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 CorridorlOliver 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. D-30 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 In addition, this project will continue the redevelopment and revitalization of the residential sections of the Southeast Neighborhood as funding allows. Activity Date 2007 $4,200,000 2008 4,900,000 2009 1,250,000 2010 2so,ooo TOTAL $10,600,000 Funding Source Federal Sec. 108 Loan and Federal Grant Funds, TIF Revenue Bond, County Option Income Tax (COIT), County Economic Development Income Tax {CEDIT), and Community Revitalization Enhancement District (CREED) Projected On~oin~ 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, operating costs for maintenance, clean-up and mowing costs will be required while the City holds the property. These costs will be funded by the Sample-Ewing Tax Increment Fund {TIFj. This will not be an ongoing cost and, as sites are sold, the operating costs will be reduced. Airport Economic Development Area (AEDA TIF)/ $32,650,000 (2007-2010) Blackthorn Area -Small Scale & Major Projects This project consists ofthe 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 as these projects support the large scale projects and correspond to specific, detailed project area land use plans and specific private-public sector development projects. Activi _ Date 2aa~ ~lo,oao,ooo 2008 13,800,000 2009 b,S00,000 2010 2,350,000 TOTAL X32,650,004 Fundin Sg ource Airport Economic Development Area (Blackthorn} Tax Increment Fund {AEDA TIF} and TIF Revenue Bond Projected On oin O eratin Cost Im act We would expect operating costs associated with long term maintenance of new roads and other public infrastructure as necessary. In the short term, there maybe some additional holding costs if new land is acquired, but reduced costs as land is sold for new development in the area. D-31 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 200'1- 2010 Downtown Medical Services District $3,500,000 (2007) This project consists of acquisition, relocation and demolition activities and improvements to the street system, traffic control, streetscapc and related public improvements adj acent to and serving the Memorial Health Systems (MHS) Campus. The project area is bound by Leeper Park (north), LaSalle Avenue (south), Lafayette Blvd. {west} and St. Joseph Street (east}. The City will 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. Activity Date 2007 $3,500,000 TOTAL $3,500,000 Funding Source Redevelopment Commission Revenue Bonds (Private Placement), Local Roads and Streets Fund (LRSA}, Water Works and Sewage Works Capital Funds, Project Bond(s) Projected Ongoing_Operating Cost Impact No increased operating cost impact is projected for this project. Several proposed street closings could reduce ongoing City operating costs. West Washin ton/Cha in District $1,600,000 (2007-2010) This project consists of acquisition, relocation and demolition activities and improvements to the infrastructure, street system, traffic control, streetscapc and related public improvements adj acent to and serving the West Washington/Chapin area. The project area is bound generally by LaSalle/Linden Avenues (north}, Western Avenue {south}, Olive Street {west) and William Street (east). The City will undertake public improvements and site assemblage activities in conjunction with neighborhood improvement efforts and development plans. The City=s impravement plan would also be implemented to improve and preserve the surrounding residential neighborhoods. Activity Date 2007 $ 250,000 2aos 250,000 2009 450,000 2aa6 ~so,ooo TOTAL $1<,6oo,oao Funding Source West Washington/Chapin Area T1F funds D-32 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 P_roiected Ongoing Operating Cost Impact No increased operating cost impact is projected for this project. There may be some on-going property maintenance costs until land sold for future development. South Side Development Area $G,300,000 (2007-2010) This project consists of acquisition, relocation and demolition activities and improvements to fine infrastructure, street system, traffic control, streetscape and related public improvements adjacent to and serving the new retail centers developing in Erskine Village and Erskine Commons. The project area is bound generally by Ewing (north), U.S. 20 bypass (south), Burnett Drive (west) and Ironwood (east). The City will undertake public improvements and site assemblage activities in conjunction with commercial improvement efforts and development plans. The City=s improvement plan would also be implemented to improve and preserve the surrounding residential neighborhoods. Funding Source South Side Area TIF funds; Project Bonds; COIT; EDIT Activity Date 2007 $3,050,000 200$ 3,050,000 2009 100,000 2010 100,000 TOTAL $G,300,000 Projected On oin Operating Cost Impact No increased operating cost impact is projected for this project. There may be some on-going property maintenance costs until land sold for future development. Northeast Development Area $2,300,000 (2007-2010} This project consists of acquisition, relocation and demolition activities and improvements to the infrastructure, street system, traffic control, streetscape and related public improvements adjacent to and serving the neighborhood just south of the Notre Dame campus to 5-points area. The project area is bound generally by Napoleon/Angela/South Bend Avenue (north), LaSalle Avenue {south), Niles Avenue/St. Joseph River (west) and Twyckenham (east). The City will undertake public improvements and site assemblage activities in conjunction with neighborhood residential/commercial improvement efforts and development plans, including the potential of a technology park. The City=s improvement plan would also be implemented to improve and preserve the surrounding residential neighborhoods. Dp33 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2aa7 - gala Activity Date 2007 $ 575,000 2008 575,000 2009 575,000 2010 575,00,0 TOTAL $2,30a,aaa Funding Source North East Area TIF funds; Project Bonds; COIT; EDIT Projected On oin O eratin Cost Im act No increased operating cost impact is projected for this project. There may be some on-going property maintenance costs until land sold far future development. Douglas Road Economic Development Area S2,aaa,a00 (2007-2010) This project consists of acquisition, relocation, and demolition activities and improvements to the infrastructure, street system, traffic control, streetscape and related public improvements adjacent to and serving the area adjacent to the State Road 23/Douglas Road intersection. The project area is a 33 acre tract of land east of State Road 23 and adjacent to the Mishawaka City limits. The City will undertake public improvea~aaents and site assemblage activities in conjunction with commercial improvement efforts and development plans. Fundin Sg ounce TIF Bonds Activi Date 2008 $2,000,000 TOTAL S2,aaa,aaa Projected Ongoing Operating Cost Impact No increased operating cost impact is projected for this project. PARK AND RECREATION DEPARTMENT Southeast Park Basketball Complex $750,000 {2007, 2008} South Bend is 45 basketball courts below standards set by the National Recreation and Parks Association. This complex seeks to address 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. D-34 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2a1a Activity Date 200 $400,000 2008 350,000 TOTAL $7so,aoo Fundin Source Park Department Capital Funds County Option Income Tax (COIT) Pr~ected Ongoing Operating Cast Impact 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 help offset this expense. This is a major capital project and will rely on funding outside of Park funds. Coveleski Stadium Improvements $soo,ooo {zoos-2010) 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 roof over the administration offices and replacement of current air conditioning systems. Activity Date 2007 $250,000 2008 75,000 2oa9 ~s,ooo Fundin Sg ource Coveleski Stadium Capital Fund 201 a 1 ao,ooo TOTAL $5aa,aa0 Projected Ongoing Operating Cnst 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 casts could be as high as $25,000 to $40,000 annually to implement needed maintenance concerns. These projects are based on the comprehensive maintenance plan for the stadium as well as annual assessments by staff. They are funded by lease payments paid by the team owners to the City in Fund 401 D-35 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 East Race Waterway and Walkway Extensions $2,000,000 (2007} This project 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. Activity Date Funding Source 2007 $2 0~, 00 0,,,,0,,,0 Grants, County Option Income Tax TOTAL $2,000,000 (COIT) Projected Ongoing Operating Cost Impact 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 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 maybe partially offset by increased revenues firom concession sales. These costs will be included in the Park Department operating budget. This is a major capital project and will rely on funding outside of Park funds as well as Federal and State funds. Belleville/Sheridan Upgrades $250,000 (2007} This project consists of the addition of a baseball and softball field to the existing complex. Due to increased league play there is a need to add fields to the park system. An additional softball field would also speed up tournament play. Activity Date 2ao7 $25a,0oo TOTAL $250,000 Funding Source Park Capital Funds Recreation Nonreverting Projected Ongoing_Operating Cost Imp The requests for ball diamonds continue to outnumber the fields available. Upon completion of this project one more baseball and one softball diamond will be available for public play. Operating costs for the maintenance of this field will be $3,000 annually. These additional costs will be included in the Park Department operating budget. This project relies on funding from Park Capital funds and the availability of those funds based on annual priorities. D-36 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 Regional Apnatics Facility $15,000,000 (2008} This project consists of the acquisition of vacant land and construction of a 3,000 bather capacity family aquatics center. This facility will 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 currently pursuing the possibility ofthis becoming a joint project 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 petitionlremonstrance process {allowing taxpayers to voice their level of support for this project prior to commencing with this major capital expenditure). Activity Date 2008 $15,000,000 TOTAL $15,000,000 Funding Source Park General Obligation Bond, Tax Increment Funds (TIF}, Facility Capital Revenues Projected Ongoing Operating Cost Impact The projected operating cast of this facility, open from dune 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 going to the facility=s non-reverting capital fund. This is a major capital project and will rely on funding outside of Park funds, possibly a Park Bond or other major funding. Potawatomi Zoo -African Savannah Exhibit $850,000 (2009, 2010) This project would entail the renovation of three current African Hoofstock exhibits to accommodate giraffe and 2 - 4 other large animal species (i.e. antelope, ostrich, cattle). Construction includes a giraffe barn, fencing, observation deck and utilities. Activi . Date Funding Source 2009 $400,000 Potawatomi Zoological Society Fund 2010 450,000 Raising (P.Z.S.}, Park Department TOTAL $$50,000 Projected Ongoing Operating Cost Impact Additional cost of staff and related supplies would total an annual cost of $35,000 per year. This is a major capital project and wi11 rely on funding outside of Park funds as well as Zoo Non- reverting funds and donations. Because it impacts the operating budget also, consideration should be given to the revenue it could generate to offset increased expense. D-37 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 Howard Park Renovation $1,900,000 {200$) This project 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 Fark Maintenance Facility is relocated. Activity Date Funding Source 2008 $1,900,000 Park Department Capital Fund TOTAL $I,900,000 County Option Income Tax {COIT), Projected Ongoing Operatin Cost Impact Additional operating cost will be approximately $10,000 per year due to increased staffing and supplies. These expenditures will be funded out of the Fark Department operating budget when this project is completed. This is a major capital project and will rely on funding outside of Park funds. Potawatomi Zoo - Sonth Americana Exhibits $134,000 {2007) The first phase of construction is in the ASouth 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. Activity Date Funding Source 200'7 $134,000 Park Department Capital Funds, TOTAL $134,000 Donations Projected Ongoing Operating Cost Im>aact The only anticipated operating cost would be a minor increase in utilities. This is a major capital project and will rely on funding outside of Park funds as well as Zoo Non- reverting funds being available. O=Briers Recreation Center $3,000,000 {2007) Construction of an indoor aquatics addition is planned. It would consist of a swimming pool and areas for therapeutic exercise and classes as well as locker facilities. D~38 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 Activity Date Funding Source 2007 $3,000,000 Park Department Capital Fund TOTAL $3,000,000 County Option Income Tax (COIT} Projected Ongoin~perating Cost Impact Additional cost for staff and supplies far Aquatic addition would be $75,000 annually. Additional revenue from program fees would be approximately $50,000. This is a major capital project and will rely on funding outside of Park funds. Greenhause/Conservatory Relocation $2,500,000 (2007} This project involves moving the operation of the greenhouse and construction of new facilities in Potawatomi Zoo. It would add rental and catering facilities and add new exhibits and educational opportunities. This project will put the facility in compliance with all OSHA and ADA requirements. Activity Date 2007 $2,SOO,ooO TOTAL $2,soo,ooa Funding Source Municipal Bond, County Option Income Tax (COIT) Projected Ongoing Operating Cast 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. This is a major capital project and will rely on funding outside of Park funds. Miscellaneous Park Upgrades $680,000 (2007-2010) This project would allow the department to do numerous capital upgrades in neighborhood parks. These would consist of playground equipment, fencing and parking lot enhancements, construction and repair of walking paths, tennis and basketball court resurfacing, and ADA upgrades. Activi , Date 2007 $170,000 2008 170,000 2009 17o,ooa 2010 170,000 TOTAL $680,000 Funding Source County~Option Income Tax (COIT), Park Non-Reverting, Grants D-34 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 Projected_ Dnn~oing Operating.Cost Impact These projects would not impact our operating cost. This is a major capital project and will rely on funding outside of Park funds as well as Park Capital. Pinhook Improvements $3,000,000 (2007) This project consists of the construction of acommunity recreation/sports center in Pinhook Park. It would consist of indoor gyms and outdoor basketball courts. Activi Date Funding Source 2007 $3 0_ ,_.__00 000 County Option TOTAL $3,000,000 Income Tax (COIT}, Grants Bond Projected On oin O eratin Cost Im act An increase in operating expense is anticipated due to tl~e additional staff and increased utility expense. This expense will be offset by increased user fees. These revenues are to be determined. This is a major capital project and will rely on funding outside of Park funds as well as Park Capital. Leeper Tennis Court Renavation $400,000 (2008) This project involves the complete reconstruction of the tennis courts at Leeper Park Tennis Center. This needs to be done to maintain the integrity of the courts. Annual crack repair and maintenance is not keeping up with the deterioration. Activity Date Fundin Source 2005 $200,000 County Option TOTAL $200,000 Fund 201 Projected Ongoing Qperatin~ Cost Impact None is anticipated. This is a major capital project and will rely on funding outside of Park funds as well as Park Capital. D-~0 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 Potawatomi Zoo Walking Path and Access Road Repaving $85,000 (2007) This project involves the repaving of the visitor paths and access roads within the Zoo. Some areas have been repaved, while most have been patched over the years. Many areas are the original pavement from the 1980's. Activity Date 2007 8s,000 TOTAL 85,000 Fundin S~ ource Park Capital Funds Projected Ongoing Operating Cost Impact None anticipated. Potawatomi Park Ia~aprovements $2so,aoo (2007, 2008} This project includes the addition of walking paths, upgrading the amphitheater, and improving picnic sites and amenities. ActivitYDate Fundin Sg ource 2007 $12s,000 Park Capital Funds 2oas 12s,0oo cOIT TOTAL $2so,0oo Projected Ongoing Operating Cast Impact None are anticipated. This is a major capital project and will rely on funding outside of Park funds as well as Park Capital. Rum Village Park Improvements $200,000 {2007-2010) This project involves the upgrading and addition of picnic pavilions, the disc golf course, and walking paths and trails. It may also involve the expansion of the park through the purchase of additional acreage. Activity Date 2007 $s0,000 2008 s0,000 2009 s0,000 2010 s0,000 TOTAL $2oa,ooo Funding Source Park Capital Funds COIT D-41 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 Projected On oin O eratin Cost Im act No significant increase is expected. This is a major capital project and will rely on funding outside of Park funds as well as Park Capital. North American Exhibit Rem©delin~ $141,000 (2007) This project involves the remodeling of the existing North American animal exhibit. This would include the bison, tortoise, and alligator exhibits. An aviary would be constructed. Activity Date Funding Source 2007 $50,000 Park Capital Funds TOTAL $50,000 Projected Ongoing Operating Cost Impact No significant increase is expected. This is a major capital project and will rely on funding outside of Park funds as well as Park Capital. Shelter and Fence Improvements $160,000 (2007-2010) This project involves upgrading, repairing, and installing new shelters and fencing throughout the park system. This is an ongoing project to maintain the quality of the parks. The park staff evaluates the fencing and shelter needs annually. Activity Date Funding Source 2007 $40,000 Park Capital Funds 2008 40,000 200 4a,0oo 2010 4Q Q00 TOTAL $160,000 Projected Ongoing Operating Cost Impact No significant increase is expected. D-42 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2410 New Prosho /Concession at Elbel Golf Course $500,000 (2009) This project involves the construction of a new Proshop/Concession facility at Elbel Golf Course. The facilities were built in 1964 and are energy inefficient and not conducive to efficient customer service. The new facilities would enhance customer service and revenue through rental opportunities. Activity Date Funding Source 2009 $500,000 Park Capital Funds TOTAL $500,000 COIT Projected On~oin~ Operating Cost Impact Possibly significant energy savings and enhanced revenue from catering and rentals. This is a major capital project and will rely on funding outside of Fark funds as well as Park Capital. Leeper Park Restoration $400,000 (2007-2010} This project involves the restoration of Leeper Park based on the original Westerly Plan of the 19tH century. It would be done in conjunction with Memorial Hospital and would add walkways, fountains, and gardens. Activity Date Funding Source 2007 $100,000 Park Capital Funds 2008 100,000 Matching Grants 2009 100,000 2010 1 oo.oao TOTAL $400,000 Projected Ongoing Operating Cost Impact No significant increase is expected. This is a major capital project and will rely on funding outside of Park funds as well as Park Capital. LaSalle Park Upgrades $100,000 (2007) This project involves the addition of walking paths, picnic pavilions, and associated fencing and amenities. Activi , Date Funding Source 2007 $10_Oz0.00 Park Capital Funds TOTAL $1 a0,ooo D-43 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 Prajected Ongoing Operating Cost Impact No signif cant increase is expected. Zoa Pond Renovation $111,500 (2007} This project involves transformation of the existing large zoo pond into an immersion style exhibit. Visitors will walk on a walkway aver the water among the primate islands. Additional water features, fencing and islands will be added. Activity Date Pundin Source 2007 $111,500 Park Capital Funds TOTAL $111,500 Zoo Society Projected Ongoing Operating Cost Impact No significant increase is expected. This is amajor capital project and will rely on funding outside afPark funds as well as Park Capital. Newman Center Demolition $75,000 (2008) This project involves the demolition afNewman Center in conjunction with the construction of a community recreation/sports center at Pinhook Park. Newman Center is an old center consisting of a gym, some classrooms, and unused offices. It is inefficient to heat and cool and in a deteriorating condition. Activity Date Funding Source 2008 $75,000 Park Capital TOTAL $75,000 Prajected Ongoing Operating Cost Impact No significant increase is expected. Potawatomi Zoo Parking Lot and Road Paving $125,000 {2007-2008) This project involves repaving the parking lot and entrance roads in Potawatomi Park. The parking lot and road are deteriorating and in need of repaving and relining. Activity Date Funding Source 2007 $60,000 Park Capital Funds 2008 65,000 COIT TOTAL $125,000 D~44 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 Projected Ongoing Operating Cast Impact No significant increase is expected. This is a major capital project and will rely on funding outside of Park funds as well as Park Capital. WATER WORKS Buildin -Customer Service Center $1,500,000 (2oas) Demo existing structure and build new facility on current site. Activi • Date 2008 $1,500,000 TOTAL $1,500,000 Funding Source Conventional Business Loan Projected On oin O eratin Cost lm act Anticipated increase in utility cost. Main Extensions $2,b0o,oo0 (2007-2010) Extension of water main in accordance with Master Plan includes improvements and system looping. Activity Date Fundin S Water Works Revenue Bond 2007 $ 650,000 2008 650,000 2009 650,000 2010 650,000 TOTAL $2,600,000 Projected Ongoing Operating Cost Impact By providing service to new customers, additional revenues generated will cover the minimal operating cost. Meter Re lacement Pro ram $6,550,000 (2007-2010) Obsolete meters will be replaced. Automated radio read transpo~aders will be installed on new meters andlor existing meters. D-45 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 -~ 2010 Funding- Source Activi Date Water Works Revenues 2007 $ 450,000 Conventional Business Loan 2008 2,033,334 2009 2,033,333 2ol0 2,x33,333 TOTAL ~6,~so,ooo Projected Ongoing_Operating Cost Impact The program will increase operational efficiency and yield cost reductions. Better accounting of water use could increase revenue without billing rate change. South Well Field 5 MG Stora a Reservoir $5,000,000 (2008} A 5 MG water storage reservoir is needed to level out source pumping while satisfying peak demands, fire flow and pressure without stressing the aquifer and potentially impacting water quality. Funding Source State Revolving Loan Activity Date 2008 $5,000,000 TOTAL SS,000,000 Praiected Ongoing Operating Cast Impact The storage operation and maintenance of a concrete reservoir is nominal. Well Replacearent $1,200,000 (2007-2010) Decrease in original well capacity contributes to a reduction in production. The total number of wells in the water system. is thirty three. This program requires replacement of two annually and is also included in the Master Plan. Activity Date Funding Source Water Works Revenues 2007 $ 300,000 2008 300,000 2009 300,000 2010 300,000 TOTAL $1,200,000 D-46 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 Projected On oin O eratin Cost Im act Replacement will reduce operating casts. Expense associated to cleaning a well is typically in the range of $120k. SEWAGE WORKS Land Improvements- Sewers $ 107,745 {2007-2010) This project deals with the maintenance of City owned retention basins. Activi , Date 2007 $ 25,750 2008 26,525 2009 27,325 2010 28,145_ TOTAL $107,745 Projected Ongoing Operating Cost Impact There are no additional operating costs anticipated. Funding Source Sewage Works Revenue Land Improvements -Sewer Rehabilitation $1,200,000 (2007-2010) This project deals with the restoration of old sewers with ground water infiltration, cracked pipes, root intrusion and deteriorated manholes. The City needs to rehabilitate a certain amount to avoid sewer backup or collapses. This service is extended to residential as well as business areas. Activi _ Date 2007 $ 300,000 2008 300,000 2009 300,000 2010 300,000 TOTAL $1,200,000 Funding Source Sewage Works Revenue Projected Ongoing Operating Cost lnnpact The purpose of sewer rehabilitation is to repair or renew a sewer. The typical manifestations for this need are collapse, excessive water and/or soil inflow, both expensive operational problems. Rehabilitation will always reduce operating cost. D-47 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 Sewer -Miscellaneous Equipment $73,482(2007-2010) Upgrades and replacement of a variety of equipment will be necessary over the next several years. This would include the following: Message Boards, salt boxes, training equipment and camera equipment for visualizing sewers. Activity Date 2007 $17,040 2008 34,842 2009 21,600 2010 0 TOTAL $73,482 Funding Source Sewage Works Revenue Projected Ongoin~Operating Cost Irr~pact The purpose of this category is to replace equipment to protect employees as they inspect and prioritize sewers for rehabilitation. Land Im roven~eants -Wastewater De artment $1,645,000 (2007-2010} This project includes the restoration of existing biosolids pad and roadways. In addition, miscellaneous site and drainage improvements will be made. Funding Source Activity Date Sewage Works Revenues 2007 $ 50,000 2008 1,050,000 2009 4 2010 545,000 TOTAL $1,645,000 Projected Ongoing Oper~tin~ Cost Impact There are no additional operating costs anticipated. ast_e_water reatment ant Bn~i, ding Improvements $1,195,000 (2007-2010} Concrete restoration is needed for various walkways, tanks and buildings at the Wastewater Treatment Plant before further deterioration begins to affect the treatment process. Brick and roof restoration of the Anaerobic Digester Buildings will also be completed. Plans also include improvements in composting technology and enhancement of product quality. D-48 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 Activity Date 2007 $ 840,000 Zoos 205,000 2009 75,000 2010 75,000 TOTAL $1,195,000 Projected Ongoing Operating Cost lmpaet There are no additional operating costs anticipated. Wastewater Treatment Plant Eguiument Funding Source Sewage Works Revenues $1,934,000 (2007-2010) 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. This category also includes replacement of office equipment, computer equipment necessary for office and remote monitoring and control of equipment. Activity Date 2007 $ $95,700 2008 404,600 2009 174,700 Funding Source Sewage Works Revenues 2010 4s9,oao TOTAL $1,934,000 Projected On oin O eratin Cost l:m act There are no additional operating costs anticipated. These upgrades and replacements are necessary io maintain levels of service currently being provided. Combined Sewer Overflow (CSO) Long-Term Control Plan $48,000,000 (20072010} 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 will 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 projected at $400 million. Dm49 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 Funding Source Sewage Works Revenues, State Revolving Loan Funds and ActivitYDate Sewage Works Bonds 2007 $12,D00,000 2008 12,000,000 2009 12,000,000 2010 12,000,000 TOTAL ~as,aoo,ooo Projected Dn~oing aperatin~ Cost Impact The capital projects 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 floe order of $12,000,000 per year over the next 10 years. CENTURY CENTER Convention Hall AC@ U rades $810,000 (2009) 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. Funding Source Activity Date Century Center Revenue & County 2009 $810,000 Hotel/Motel Tax TOTAL $810,000 Projected Ongoin~perating Cost Impact There are no additional operating casts anticipated over and above the renovation costs. Elevator in the Main Lobb $150,000 (2008} 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 ballroom on the north side of the Great Ha11. An elevator in the Center=s main lobby between these two levels would provide this service. D-50 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2447 - 2010 Funding Source Century Center Revenue & County Activi Date HotellMotel Tax 2aos ~ ~ s0,ooa TOTAL $150,OOD Projected On~oin~ Operating Cost Impact The operating cost would be minimal. A service contract and energy casts are projected to cost $2,000 or less per year. Ceuta Center Suildin -Water Balancin $75,000 {200$) This is for both heating and cooling systems. Balancing would make these systems mare energy efficient, which would Iower utility casts. It would ensure that the proper amounts of water would be available in the different areas of the facility that use water. Fundin Source Century Center Revenue & County HotellMotel Tax Activity Date 2008 $75,04,0, TOTAL $75,400 Projected On~aing Operating Cost Impact There are na additional operating costs anticipated. Replacement_o__f Euildin~ Boilers $500,000 (2009) 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 Hotel/Motel Tax 2009 $500,000 TOTAL $500,000 Projected On oin O eratin Cost Im act New boilers would not add significantly to energy savings; however, maintenance costs an existing boilers would decrease approximately $12,000 annually. D-S l MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 Replace Chided Water System $1,000,000 {2009) A replacement for the Center=s chilled water system is needed, as the current chilled water system has become obsolete. The water chillers use refrigerant R-11, and this refrigerant has not been manufactured since 1995. Activity Date 2009 $1,000,000 TOTAL $1,000,000 Fundin Sg ounce Century Center Revenue & County Hotel/Motel Tax Projected Ongoing Operating Cast Impact The replacement of bath~refrigera~ats could be as much as $25,000 per machine. Given the advances in chiller technology, new chillers could provide the Center with as much as $20,000 a year in savings in utility costs. U rode of Fire Alarm S stem $176,000 (2009 or later) This would bring the alarm system up to state--of the--art technology and maintain high tech reliability within the Century Center. Activity Date 2009 $176,000 TOTAL $176,000 Funding Source Century Center Revenue & County Hotel/Motel Tax Projected Ongoing Operatn,g_Cost Impact There are no additional operating costs anticipated. Major Expansion of Century Center $30,000,000 (2009 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 Amega@ centers, the expansion of the Century Center could host more of this beneficial business. An anticipated 60,000 square foot expansion would provide a highly attractive gathering space far conventions, while providing additional revenue to the City of South Bend. The expansion would generate revenue by expanding current conventions, adding additional 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. D-52 MAJOR CAPITAL PROJECT DESCRIPTION FOR YEARS 2007 - 2010 If expanded, anticipate additional hotel and parking accommodations. Fundin Sg ource General Obligation Bond Activity Date 2009 $30,000,000 TOTAL $30,000,000 Pro'ected On oin O eratin Cost Im act 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-S3 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 2005 involves the construction of an addition to the Park's recreation center. The bond size was $920,000 and will be paid over five years using COIT revenues. As of December 31, 2005, the City had a number of debt issues outstanding. These issues included $320,000 of general obligation bonds, $50,680,988 of revenue bonds payable from Enterprise Funds, $107,765,000 of revenue bonds payable from Governmental Funds and $1,250,037 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 sates are considered if the bond issue involves a complex f nancing structure {certain revenue issues, a combination of taxable/nontaxable issues, etc.) or if other factors involved would make a competitive sale less cost effective. If a negotiated sale is anticipated, the City Controller and City Bond Counsel establish a list of pre- qualified underwriters. 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 cast less depreciation, its general obligation debt limitation is one of the most conservative in the United States. As of December 31, 2005, the 2% debt limit D-54 was $18,792,699 based upon a total $939 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 $8,395,000 for the Redevelopment Authority 2005. 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 proj~:cts 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 ongoing operational costs) must always be determined. D-SS CITY OF SOUTH BEND, INDIANA OUTSTANDING REVENUE, GENERAL OBLIGATION & FIRST MORTGAGE BONDS December 31, 2005 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 3.0% to 4.0% $ 2,440,D00 $5,100,000 1993 Water Works Revenue Bands due in installments of $210,OD0 to $535,000, plus interest through January 1, 2009; interest at 3.4% to 5.1% 1,490,000 $22,500,000 1997 Water Works 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% 11,420,000 $24,095,000 1998 Sewage Works Revenue bonds due in installments of $1,040,000 to $1,690,000, plus interest through December 1,201$; interest at 2.9%. These bonds are being financed by the Indian State Revaluing 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, 2004, construction has not yet been completed. Interest did not begin accruing until December 1, 2000. 17934,D56 $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% 4,230,000 $2,600,000 2000 Water Works Revenue Bonds due in installments of $56,000 to $182,165, plus interest through January 1, 2019; interest at 2.9%. These bonds are being #inanced 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 incurred. As of December 31, 2004, construction has not yet been completed. Interest does not begin accruing until mid-2002. 2,131,932 $11,425,000 2004 Sewage Works Revenue Bonds due in installments of $390,000 to $860,000, plus interest through December 1, 2024; interest at 2.10% to 4.75% 11,035,000 Total Revenue Bonds Payable From Enterprise Funds 50,680,988 Revenue Bonds payable from Governmental Funds: South Bend Redevelopment Authority Bonds: $7,160,000 2001 Redevelopment Authority Revenue Bands {Century Center Improvements} due in installments of $160,ODD to $550,000, plus interest through August 1, 2018; interest at 2.9% to 5.0%. Bonds are payable from the Redevelopment District Bond Fund. 5,545,000 $3,790,000 1996 Redevelopment Authority Revenue Bonds (South Bend Central Development Area Refinancing} due in installments of $10,000 to $265,OOQ plus interest through February 1, 2012; interest at 4.0% to 7.15%. Bonds are payable from the Redevelopment District Bond Fund. 2,935,000 D~Sb CITY OF SOUTH BEND, INDIANA OUTSTANDING REVENUE, GENERAL OBLIGATION & FIRST MORTGAGE BONDS December 31, 2005 $13,300,000 1998 Redevelopment Authority Revenue Bonds (Morris Performing Arts Center) due in installments of $250,000 to $495,000, plus interest through August 1, 2017; interest at 4.5% to 5.1%. Bonds are payable from the Economic Development Income Tax Fund. 9,915,000 $15,370,000 2000 Redevelopment Authority Revenue Bonds (College Football Hall of Fame} due in ins#allments of $250,000 to $495,000, plus interest through August 1, 2017; interest at 4.45% to 6.0%. Bonds are payable from the College Football Hall of Fame Bond Fund. 12,565,000 $9,250,000 2001 City of South Bend Building Corporation (Public Works Service Center) due in installments of $315,000 to $735,000, plus interest thraugh February 1, 2021; interest at 4.625% to 5.3%. Bonds are payable from the County Option Income Tax & Sewage Works Funds. 8,260,000 $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. 6,115,DD0 $21,335,D00 20D3 City of South Bend Building Corporation (Police/Fire Facility) due in installments of $835,OD0 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 & Emergency Medical Fund. 20,500,000 $14,420,000 2003 Redevelopment Authority Revenue Bands (Downtown Central Development Area TIF) due in installments of $245,ODD to $1,050,000, plus interest through February 1, 2025; interest at 1.6% to 5.2%. Bonds are payable from the Redevelopment District Band Fund. 19,590,000 $19,795,000 2003 Redevelopment Authority Revenue Bonds (Airport TIF) due in installments of $80,000 to $1,845,000, plus interest through February 1, 2025; interest at 1.6% to 52%. Bonds are payable from the Redevelopment District Bond Fund. 13,680,000 Economic Development lncame Tax (EDIT] Bonds: $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 Deveiopmen# Income Tax Fund. 4,600,000 $5,420,OOD 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%. Bands are Payable from the Economic Development Income Tax Fund. 4,060,000 Total Revenue Bonds Payable From Governmental Funds 107765,00,0 D-57 CITY OF SOUTH BEND, INDIANA OUTSTANDING REVENUE, GENERAL OBLIGATION & FIRST MORTGAGE BONDS December 31, 2005 First Mortgage Bonds payable from Go~ernmen#al Funds: $1,388,858 1999 City of South 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% 234,699 $570,000 1999 City of South Bend 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% 95,338 $920,000 2005 City of South Bend Building Corp Bonds (O'Brien Admin & Recreation Center) due in installments of $102,699including interest through November 28, 201 D; interest at 3.61 °1° 920,000 Total f=irst Mortgage Bonds Payable From Governmental Funds 1,250,037 General Obligation Bonds payable from 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 4A% to 5.1 %. Bonds are payable from the Redevelopment Studebaker Bond Fund. 320,000 Total Revenue, GO & 15f Mtg Bonds Payable Fram Governmental Funds 109,335,037 Total Revenue, GO & 15` Mortgage Bonds Payable From All Funds $160.016.025 I~-58 CITY OF SOUTH BEND, INDIANA OUTSTANDING REVENUE, GENERAL OBLIGATION & FIRST MORTGAGE BONDS Deceruber 3., 2005 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 3.0% to 4.0% $ 2,440,000 $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 % 1,49D,fl0D $22,500,000 1997 Water Works 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% 11,420,000 $24,D95,000 1998 Sewage Works Revenue bonds due in installments of $1,040,000 to $1,890,000, 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, 2004, construction has not yet been completed. Interest did not begin accruing until December 1, 2000. 17934,056 $6,135,000 1998 Redevelopment Authority Revenue Refunding Bands (Blackthorn Golf Course} due in installments of $120,000 to $620,000, plus interest through March 1, 2013; interes# at 3.25% to 4.8% 4,230,000 $2,600,000 2pp0 Water Works Revenue Bonds due in installments of $56,000 to $182,105, plus interest through January 1, 2019; 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 incurred. As of December 31, 2004, construction has not yet been completed. Interest does not begin accruing until mid-2002. 2,131,932 $11,425,DD0 20D4 Sewage Works Revenue Bonds due in installments of $390,000 to $880,000, plus interest through December 1, 2024; interest at 2.10% to 4.75% 11,035.000 Total Revenue Bands Payable From Enterprise Funds 50,.,680 988 Revenue Sends payable from Governmental Funds: South Bend Redevelopment Authority Bonds: $7,100,D00 2001 Redevelopment Authority Revenue Bonds {Century Center improvements) due in installments of $10D,D0D to $550,D00, plus interest through August 1, 2018; interest at 2.9% to 5.D%. Bonds are payable from the Redevelopment District Bond Fund, 5,545,000 $3,790,000 1996 Redevelopment Authority Revenue Bonds (South Bend Central Development Area Refinancing) due in installments of $10,000 to $265,D00, plus interest through February 1, 2012; interest at 4.0% to 7.15%. Bonds are payable from the Redevelopment District Band Fund. 2,935,000 D-59 CITY OF SOUTH BEND, INDIANA OUTSTANDING REVENUE, GENERAL OBLIGATION & FIRST MORTGAGE BONDS Decea~nber 31, 2005 $13,300,000 1998 Redevelopment Authority Revenue Bonds (Morris Performing Arts Center) due in installments of $250,000 to $495,000, plus interest through August 1, 2017; interest at 4.5% to 5.1%. Bands are payable from the Economic Development Income Tax Fund. 9,915,000 $15,370,000 2000 Redevelopment Authority Revenue Bands (College Football Hall of Fame) due in installments of $250,000 to $495,000, plus interest through August 1, 2017; interest at 4.45% to 6.0%. Bonds are payable from the College Football Hall of Fame Bond Fund. 12,565,000 $9,250,000 2001 City of South Bend Building Corporation (Public Works Service Center) due in installments 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 & Sewage Works Funds. 8,260,000 $6,620,000 2002 Redevelopment Authority Revenue Bonds {TJX Special District Bands) 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. 6,115,000 $21,335,000 2003 City of South Bend Building Corporation (PolicelFire Facility) due in installments of $835,000 to $1,610,000, plus interest through February 1, 2023; interest at 2.0% to 5.0%_ Bands are payable from the County Option Income Tax & Emergency Medical Fund. 20,500,000 $14,420,000 2003 Redevelopment Authority Revenue Bonds (Downtown Central Development Area TIF) due in installments of $245,000 to $1,050,000, plus interest through February 1, 2025; interest at 1.6% to 5.2%. Bonds are payable from the Redevelopment District Band Fund. 19,590,000 $19,795,000 2003 Redevelopment Authority Revenue Bonds (Airport TIF) due in installments of $80,000 to $1,845,000, plus interest through February 1, 2025; in#erest at 1.6°1° to 5.2%. Bands are payable from the Redevelopment District Bond Fund. 13,680,000 Economic De~eiopmen# income Tax (EDET) Bonds: $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. 4,600,000 $5,420,000 1997 EDIT Bond (Downtown Parking Facility and Plaza - Taxable Partian) 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. 4,060,000 Total Revenue Bonds Payable Fram Governmental Funds 107,765,000 D-6Q CITY OF SOUTH BEND, INDIANA OUTSTANDING REVENUE, GENERAL OBLIGATION & FIRST MORTGAGE BONDS December 31, 2005 First Mortgage Bonds payable from Governmental Funds: $1,388,858 1999 City of South 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% 234,699 $57D,D00 1999 City of South Bend 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% 95,338 $920,000 2005 City of South Bend Building Corp Bonds (O'Brien Admin & Recreation Center) due in installments of $102,699including interest through November 28, 2010; interest at 3.61% 920,000 Total First Mortgage Bands Payable From Governmental Funds 1,250,037 General Obligation Bonds payable from Governmental Funds: $4,750,000 1997 Redevelopment Refunding General Obligation Bonds due in installments of $22Q,OOD 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. 320,000 Total Revenue, GO & 1S` Mtg Bonds Payable From Governmental Funds 109,,335 037 Total Revenue, GO & 15Y Mortgage Bands Payable From All Funds 160.016.025 D-b 1 THE CITY OF SOUTH BEND SCHEDULE OF GENERAL OBLIGATION, REVENUE AND FIRST MORTGAGE BONDS Detrt Outstanding PR1NCtPAL PORTION DUE EACH YEAR as of 12!31!05 2006 2007 2008 2906 2010 2011 & GENERAL OBLIGATION BONDS BEYOND South Bend Redevelopment District-, 1997 Studebaker Corridor Bonds $ 320,040 320,040 0 0 0 0 0 REVENUE BONDS Pa atrte from Ente rise Funds: 1993 Sewage Works Revenue Bonds (refunded in 2001} 2,440,000 785,000 845,040 850,040 0 0 0 3993 Water Works Revenue Bonds 1,4917,000 460,040 495,040 535,040 0 0 0 3997 Water Works Revenue Bonds 11,420,000 1,685,040 1,765,000 1,850,000 1,940,060 2,040,000 2,140,000 1996 Sewage Works Revenue Bonds-State Revolving Loan 17,934,058 1,395,000 3,230,000 1,270,040 3,305,1700 1,34&,400 31,BA6000 3998 Blackthom Golf Gaurse A,230,000 445,040 465,000 485,040 520,000 540,009 1,775,409 2000 Water Works Revenue Bonds -State Revolving Loan 2, 733,932 125,622 129,265 133,014 936,871 140,849 1,466,320 2004 Sewage Works Revenue Bonds 31,035,040 395,000 405,000 420,000 435,060 450,400 8,930,404 50,680,988 5,090,622 5,294,265 5,543,014 4,336,871 4,515,840 26,158,320 ~apahle from Governmental Funds: 1 9 9 411 99 6 SB Central Devel Area PubfiC Impf 2,935,000 390,000 410,000 435,040 455,040 475,400 770,000 1997 EDiT BOndS - Sefle5 A -Tax-Exempt (Leighton Garage} 4,600,000 365,040 315,000 335,040 355,040 365,400 2,925,000 1997 EOfT Bands - Series B -Taxable (Leighton Garage) 4,060,000 235,040 255,000 275,040 295,040 315,400 2,685,000 1998 Morris Performing Arts Cen[er 9,915,000 6617,040 6317,000 720,040 760,040 795,400 6,290,400 2004 College Football Hail of Fame 32,565,000 740,040 775,044 810,040 850,040 900,400 9,490,400 2001 COiT Bands - SB Bldg Corp -Public Works Service Center 8,260,000 355,040 3717,000 390,040 405,040 425,400 6,315,800 2001 Century Center {refunded 94 bond) 5,545,000 345,040 355,080 375,080 385,040 405,400 3,680,000 2002 7JX Specia€ District Bonds of 2002 6,115,000 265,040 2717,000 280,040 290,040 295,000 4,715,000 2003 Airport 71F 13,680,000 565,040 515,040 530,040 285,040 485,400 18,535,000 2003 Downtown Central Development Area TiF 19,590,000 90,1740 95,080 100,040 545,040 565,400 11,020,040 2003 Police & Fire BuildingfRenovations 20,500,040 055 040 875 004 895 000 925 040 950 400 36,000,000 107,765,040 4 745 040 4 925 004 5 145 040 5 550 040 5 975 460 81,425,040 FIRST MORTGAGE BONDS Ciry of SB Building Corp Series 1999A (Fre Station #10) 234,fi99 234,699 0 0 0 D City of SB Building Corp Sedes 1999C (O'Brien AtlminlRec Cir( 95,338 95,338 0 4 0 D City of SB Building Corp Series 2005 (O'Brien AtlminlRec Ctr} 920,000 _ _ 161 312 179 616 186 364 192 941 199 969 D 1,250,037 491 349 179 638 186 160 192 941 199 969 D TOTAL OUTSTANDING BONDS S 150,016,425 10,646,971 18,398,883 10,874,174 10,079,812 10,890,608 167,581,320 ' Represents the draws on the $24,095,000 State Revolving Loan For Sewage Works and on the $2,600,006 State Revolving Loan for Water Works as of 12131708. These loans are In the constmction phase and are anticipated to he fuly funded during 2005_ DetrE Oulatandirtg INTEREST PORTION DUE EACH YF1~R es of 12f3V05 2806 2007 2008 2005 2010 2011 & GENERAL OBLIGATION BONDS BEYOND South Bend Redevelopment District, 19S75tudebakerCorridorBonds $ 320,000 8,150 0 0 0 0 REVFNUP BONDS Peyatrfe from Enterprise Funds: 1993 Sewage Works Revenue Bonds (refunded in 2001) 1993 Water Works Revenue Bonds 1997 Water Works Revenue Bonds 3998 Sewage Works Revenue Bonds -State Revolving Loan '[998 Blackthom Golf Course 2060 Water Works Revenue Bonds -State Revo€ving Loan 2004 Sewage Works Revenue Bonds Payatrla from Govemmentat Funds: 1990!1998 SB Central Devel Area Public Impr 1997 EDIT Bonds - Series A -Tax-6cempt (Leighton Garage} 1997 EDIT Bonds - Series B - Taxable (Leighton Garage) 1998 Morris Performing Arts Center 2000 College Football Mall of Fame 2001 COIT Bonds - 59 Bldg Corp -Public Works Service Canter 2001 Century Center (refunded 94 hand) 2002 TJX Special District Bonds of 2002 2003 Airport 7iF 2003 Downtown Central Deve€opment Area T€F 2043 Police & Fire Bui]dnglRenovations 2,440,000 97,600 66,200 34,000 0 0 1,490,000 75,990 52,530 27,285 0 6 11,420,000 538,115 480,605 377,659 294,704 198,550 191,654 17,934,056 4,'[95,600 1,230,000 1,270,400 1,305,400 394,114 1,638,737 4,230,000 445,000 465,000 485,400 524,400 97,608 130,299 2,131,932 125,622 129,265 133,044 138,871 48,608 220,710 41,035,000 395,000 405,000 420,000 435,400 395,830 3,332,238 56,680,989 2,872,327 2,808,600 2,748,949 2,687,571 1,132,706 5,423,633 2,935,000 4,600,400 4,050,000 9,915,000 12,565,000 a,zs4,464 5,545,004 6,115,000 13,680,000 19,590000 26,504,000 407,765,000 394,000 410,000 435,000 455,000 b5,423 45,484 305,000 315,006 335,000 355,000 173,800 596,397 235,400 255,000 275,000 295,000 208,067 729,153 660,000 890,006 720,000 769,900 342,981 1,169,401 740,000 775,006 840,000 850,000 504,870 2,015,715 355,400 370,006 390,000 405,000 334,241 1,984,059 345000 355,000 375,006 385,000 187,898 753,233 265000 270,000 280,006 290,000 207,573 1,409,273 505,000 515,006 530,006 285,000 527,579 4,271,587 90,000 95,000 100,006 545,006 881,196 7,462,053 855000 675,006 895,000 925,006 785.981 5,467,170 4,745.000 4.925.000 5.145.000 5.550.000 4.199.447 25.900.524 City of SB Building Corp Series 1999A (Fire Station #14) 234,699 City ai SB Building Carp Series 1999C (O'Brien AdminlRec Ctr) 95,338 City of SB Building Carp Series 2005 {O'Brien AdminlRec Ctr) 924000 1,250 037 TOTAL OUTSTANDING BONDS 234,fi99 0 0 6 6 0 95,338 0 0 0 0 0 44 088 25 782 19 239 12 458 5 430 0 374 125 25 782 19 239 12 458 5 430 0 S 160,016,025 7,956,812 7,758,302 7,911,108 6,250,025 5,337,563 31,324,157 ' Represents the draws on the $24,095,006 State Revo€ving Loan far Sewage Works and on the $2,600,000 Slate Revolving Loan for Water Works as of 12!31105. These loans are in the construction phase and are anticipated fo be fully funded dudng 2005. --continued-- D-~G GENERAL OBLIGATION BONDS Sauih Bend Retlevel^pment Distdct 1997 Studebaker Comtlor Bonds REVENUE8ONOS Pa able from Ente rtes Funds: 1993 Sewage Works Revenue Bands (refunded in 2901} 1993 Water Works Revenue Bonds 1997 Water Works Revenue Bonds 1998 Sewage Works Revenue Bands - when fu€ly funded 1998 Blackthorn Golf Course 2040 Water Works Revenue Bonds -when fully funded 2044 Sewage Works Revenue Bands Payable from Govemmantal Funds: 1990!1996 SB Central Devei Area Public Impr 1997 EDIT Bonds - Series A -Tax-Ezempf {Leighton Garage) 1997 EDET Bands - Series B -Taxable {Leighton Garage) 1998 Morris Performing Arts Censer 2440 C^llege F^otbal€ Hall of Fame 2441 CO1T Bonds - SB Bldg Corp -Public Warks Service Center 2041 Century Center [refunded 94 bond) 2042 TJX Special District Bonds of 2002 2043 Airparl TIF 24133 Downtown Central Development Area TIF 2003 Police & Fre BuildinglRenovations FIRST MORTGAGE BONDS City of SB Building C^rp Series 1999A (Fire Station #10) City of SB Building Corp Series 1999C (O'Brien AdminlRec Ctrp City of SB Building Corp Series 2065 (O'Brien AdminlRecCtr) TOTAL OUTSTANI9ING BOFlDS TOTAL PtZINCIPAL & INTEREST! LEASE PAYMENTS DUE BY YEAR 2008 2D07 2~OB 2409 2070 2011 & BEYQND $ 328,160 0 0 0 0 4 882,600 671,240 884,604 0 0 4 535,990 547,53p 562,285 0 0 6 2,223,115 2,225,645 2,227,654 2,230,740 2,238,650 2,241,650 1,734,114 1,734,458 1,738,786 1,736,956 1,739,110 13,896,704 643,500 fi45,00p 651,504 655,400 637,648 1,629,004 187,44$ 187,449 187,44$ 167,447 187,446 1,687,436 833,293 833,418 838,293 642,793 845 830 12,268,238 7,446,456 7,644,658 7,989,962 5,652,896 5,648,546 31,720,516 552,000 $53,500 556,OW 551,500 540,423 821,500 544,260 539,193 543,513 545,765 538,840 3,521,394 536,820 524,540 522,721 523,SA1 523,047 3,414,156 1.138,404 1,137, 800 1,138,504 1,142,500 1,137,961 7,481,000 1.404,509 1,404,400 1,401,504 1,403,500 1,444,870 10,533,000 775,500 776,509 776,404 774,509 759,241 8,130,500 591,883 588,720 594,588 589,298 592,818 4,433,233 507,490 504,465 508,215 507,375 542,573 6,094,273 1.091,867 1,094,353 1,091,724 1,494,807 1,012,579 15,291,587 991,527 994,486 996,927 1,178,939 1,446,195 25,997,053 _ 1,713579 1,738,597 1,718,597 1,719,102 9,715,981 21,467,170 98.33428 9.827,814 9,846,281 14,427,827 10,174,447 107,184,859 243,536 4 0 0 0 0 93,314 4 4 0 0 0 205,400 205,404 205,404 205,400 245,440 0 548,246 205,404 205,406 205,400 245,440 0 S 17,748,888 17,077,872 17,147,843 15,886,723 76,028,392 136,905,477 D-63 THE CITY OI` SOUTH BEND COMPUTATION OE LEGAL DEBT MARGIN December 31, 2005 CIVIL CITY Net Assessed Value (2005 pay 2006) of Taxable Property in South Send' $ 939,634,939 Debt limit: 2% of net assessed value 18,792,699 Amount of debt applicable to limit; Total bonded debt subject to debt limit: EDIT Bonds $ 8,660,000 Less: Cash on hand designated for debt service 265,000 Total debt applicable to debt limit 8,395,{300 Legal debt margin -Civil City $ 10,397,699 REDEVELOPMENT AUTHORITY Net Assessed Value (2005 pay 2006) of Taxable Property in South Bend* $ 939,634,939 Debt limit: 2% of net assessed value 18,792,699 Amount at debt applicable to limit: Total bonded debt subject to debt limit: Studebaker Bond $ 320,000 Less: Cash an hand designated for debt service 320,OOD Total debt applicable to debt limit 0 Legal debt margin -Redevelopment Authority $ t8 792 699 "Estimated at time of Printing A 2% debt limit is established by the Constitution of the State of Indiana. This limit is established for general obligation bands, 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) Shawn on the previous debt schedules. Indiana law allows the creaiian of separate municipal corporations to provide vita] 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-64 1 GLOSSARY AIC 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 ley 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 far 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. Balanced Budget City's inflow of resources will be adequate to meet its needs, both anticipated and unanticipated. 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 flan of financial operation, embodying an estimate of proposed expenditures for a given period and the proposed E-1 revenue estimates of financing them. Upon approval by Council, the budget appropriation ordinance is the legal basis for expenditures in the budget year. Cash Basis Basis of accounting differs from accounting principles generally accepted in the United States in that receipts are recognized when received in cash rather than when earned and disbursements are recognized when paid rather then when a liability is incurred. 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 Feud A fund created to account for financial resources and the payment of the acquisition nr 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 lfu~-proveunent 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. CDBG CO1GT Community Development Block Grant. 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. E-2 Debt Service Fund A fund established to account for the accuraaulation 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. EBDA East Bank Development Area is one of the project areas within tlae 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 far whicl~ 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 I3end's fiscal year is January 1 through December 31. Fiduciary Funds Funds used to report assets held in a trustee or agency capacity for others and which therefore cannot be used to support the government's own programs. E-3 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 equal 40 per week. Fund Balance The balance remaining in a fund after expenditures have been subtracted frorn revenues. Fund "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 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 far 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. Governmental Funds Finds generally used to account for tax_supported activities. There are five different typed of governmental funds: the general fund, special revenue funds, debts services funds, capital projects funds and permanent funds. 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 E-4 provided by one department to other departments of the City. Internal service funds are usually operated like an enterprise fund. ISTEA 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 ar ends, unless otherwise provided by law. Lease-Purchase Agreements Contractual agreements which are termed Aleases@ but which in substance amount to purchase contracts for equipment and machinery. Long-Term Debt Debt with a maturity of more than one year after the date of issuance. LOIT 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 far cities and towns. The major classifications are: personal services, supplies, other services and charges, capital outlay and other financing uses. Modified Accrual Basis Of Accounting Funds that focus on current financial resources. This basis of accounting recognizes increases and decreases in financial resources only to the extent that they reflect near- term inflows or outflows of cash. 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 black) 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. E-5 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 Tlnit 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 dawn 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. Projection Estimation of revenues and expenditures based on past trends, current economic conditions and future financial forecasts. Proprietary Funds funds that focus on the determination of operating income, changes in nest assets (or cost recovery}, financial position, and cash flows. There are two different types of proprietary funds: enterprise and internal service funds. Reserve A portion of a fund balance which has been legally segregated for a specific use. l -6 Resocrrces `T'otal amounts available for appropriation including estimated revenues, fund transfers and beginning fund balances. Revised Budget Most recent estimate of revenue and expenditures including additional appropriations made throughout the year and encumbrances carried over from the prior year. SBCDA South Bend Central Development Area. Seasonal A City employee who works far a department during a specific season or a specific work project. SEDA 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 & lire department purposes. Tax Increment Financing (TII+'~ A financing technique that requires creation of a district whose assessed property value is Afrozen.@ 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. TFA Transportation Finance Authority. UEA Urban Enterprise Association. UEZ Urban Enterprise Zone. Unencumbered 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 benefiting from the service. E-7 f ~. II k~