Adopted Fiscal Year 2013 Municipal Budget
Town Council Clerk-Treasurer John W. Weingardt, President Linda Gaye Cordell C. Pete Peterson, Vice President Scott A. Faultless Town Judge Stuart F. Easley Daniel E. Henke David C. George Michael L. Colby Town Manager Renee L. Cox Scott A. Fadness
Table of Contents
Information on the Town of Fishers Town Manager Letter ...... 4 Town Information – Awards, History, Statistics ...... 7 Accomplishments and Work in Progress ...... 19 Direction and Development for the Future ...... 47
Budget Summary Financial Trends ...... 56 2013 Budget Timeline ...... 62 Understanding the Town’s Budget ...... 63 How Budget Decisions are Made ...... 64 Budget & Long-Term Fiscal Goals ...... 66 Organizational Strategies ...... 69 Town Revenues and Expenditures ...... 70 Chart of Town Funds ...... 71 Description of Town Funds ...... 72 Town Revenue Source ...... 75 Four Year Trend Graph of Town Expenditures ...... 76 Nine Year Trend Revenue & Expenditure Reports ...... 77 Sewer & Stormwater Fund Operating Budgets ...... 80 2013 Detailed Operating Budget for Town (Summarized by Fund) ...... 83 2013 Detailed Operating Budget for each Department ...... 84
Personnel Town Organizational Chart ...... 97 Town Authorized Positions ...... 101
Fiscal Year 2011 Operating Budgets by Department Administration ...... 110 Clerk-Treasurer ...... 117 Community Development (includes Permit & Inspections) ...... 120 Engineering ...... 131 Fire and Emergency Services ...... 135 Fleet Management ...... 143 Information Technology ...... 147 Parks & Recreation ...... 152 Police ...... 162 Public Works ...... 170 Town Court ...... 180
Capital Improvement Program Budget Five-Year Capital Improvement Plan ...... 184 Approved Capital Budget ...... 193
Debt Report Ratios of Outstanding Debt by Type ...... 201 Legal Debt Margin Information ...... 204 Outstanding Principal and Interest ...... 205
Glossary of Terms Key Words Defined ...... 208 Recap of Highlights of National Citizen Survey ...... 210
RECOGNITIONS & AWARDS 2012 ! "# $% & 'Crime in Metropolitan America report %% "( ")* 2011 $% +( +) %,, +( - ) ./ 01 " 23 - ")* -)* 4 5 65 7 2010 8 +("")* - 9 ! ./ $% ./ $2 '-4 +(: ; / ; 2009 %% "( ")* %,, +( - " 5 ./ %, + '!4 +(: ./ 2,,< 5 ; -/%% 01 " =4 8 ; -/; 5 2008 %, +("")* ; -$% - ")* 2007 " ( 5 ./: . ") 5 ( > 4( ? 01 / @- : ::-: : :A ))A 4
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1200
Single Family Permits 1000
Multi Family Units 800
Commercial Structures 600
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Average Temperature: N ! /; 7 :A1! .; 7 Average Temperature: N !"(; 7 :A1!#/; 7 Average Precipitation: N'/ N/'/& Elevation: " .7 / @- " # @ - 4 3 1 #"3 1 H B 2#B2 2#* * 2=+ #*6 2 * 2# 7 #7 2E % # 4 2 ,4 2# E #0 27 #87 % E = #%$' 0 2 ,- + <) #) - 4 3 1 &+ 0( A A@ +/
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H - -0@50 5?0 Indiana Economic Development Corporation Data 5B5 - - 05"0 H Tax Rate : "'()7 +9 $ ' Apportionment Formula: 7N6 443 ' 4 6- '
5B5 0- +5"0 H Tax Rate: '/)7 +9 $ ' 5B5 +0 @ 0 H Tax Rate: .'-) Exemptions: 01 ?4 41 'E 4 ' %:; ?4 '
- 0- 9 H Real Property: + --)02 J ' Personal Property: + --)02 J ' Fishers Property Tax Rate : K-'(-.L7! ! " # M'
0" +9"0 5 - 065B ./B( 7 New Employer Rate: '.) # 16 5 ' Taxable Wage Base: K. --- .-!0- " 0 565 -) N= 2,%,7 Avg. Rates by Industry Group 0!K' *!K/'-# 8 !K-'# $ : !K '& 0 !K '" +* + !K '/'
5B5 H-0B5 @0H0" 5 Economic Development for a Growing Economy (EDGE) Tax Credit: B 4 4 1 196 '= 6 4 4 6 ' Hoosier Business Investment (HBI) Tax Credit: 7O? P 16 4 ?4 '= ?4 -) 6 14 ' Hoosier Headquarters Relocation Tax Credit: 74 16 K -- 4 ? '* ? ' Patent Income Exemption: *4 1 1 4 ?(-) 5 44 -) ', 5 4 5 K(4 ' Research & Development Tax Credit: B % :; 4 4 6 ? ()? 54 K '06 1 ' Corporate Inventory Tax: =
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4 . 1 3 &
126th Street
Bridge Completed in Late 2011 Last Phase Completed in 2012 $25M Improvement
Allisonville Road and 96th Street
Ground Breaking April 2012 No traffic closure Completion: December 2012 $12M in Improvements
135th & State Road 37
Improves access to approximately 200 acres of commercial ground
Real-Time Signal System
10-17% drive time reduction First in the State of Indiana 116th Street 96th Street Allisonville Road April-May 2012
Other Improvements
2011: 7 Intersections
2012: 8 Intersections
Geist & Surrounding Improvements Direct Citizen Involvement $4M Capital Improvements $10M in other improvements for: Public Safety Transportation
Fishers Brooks School Park First Fully-ADA Accessible park in Fishers New restrooms, playgrounds, shelter & bridge
Fire Department Improvements New Fire Station in 2013 Increase the Number of Ambulances in Service Increase Number of Paramedics
Community Enrichment Fishers Freedom Festival
24th Annual Event 340 volunteers Over 50,000 visitors
Community Enrichment Fishers Blast on the Bridge at Geist
Community Enrichment Art in Town Hall Exhibiting up to 60 works of visual art weekly Supporting local artists
Community Enrichment I am Piano. Play Me. Winner of the Indiana Park & Recreation Association program award Partnership with Arts Council
Community Enrichment Movies in the Park Free, outdoor movie series Comcast sponsored Over 3,500 attended
Community Enrichment Summer Concert Series
10th anniversary Approximately 21,000 attended
Economic Development IU Health Saxony
Opened November 2011 $190M Investment 200,000 sq. ft.
Economic Development St. Vincent Fishers
Expansion Complete in December 2012 200+ Jobs $48.5M Investment 110,000 sq.q ft. expansionp
Economic Development Honda’s 2011 MRO Supplier of the Year Award Recipient
40 new jobs in Fishers
Economic Development First Advantage
350 new jobs 44,000 Sq. Ft.
Economic Development Stanley Security Corporate Headquarters
120 new jobs 27,000 Sq. Ft. $3.39M investment
Fiscal Health Town Employees Deserve Credit No Healthcare Cost Increase for 2 years
Fiscal Health
Employee Health Clinic - cost savings HSE Grounds Maintenance - revenue generating HSE Snow Removal - revenue generating IU Health-Fishers Fire Dept. EMS partnership
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Efficient & Effective Service Delivery
A Diverse Increased and thriving Sense of Economic Community Development Program
Fishers Annual Assessed Value
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
With Geist Annexation No Geist Annexation
Strengths Weaknesses Areas of Focus
•Good Communication (at top) •Too Fast •Communication •Trust •Communication – (()at bottom) •Enable Emppyloyees (Trust , •Creative •To Reactive/Lack of Preparation Training and Resourcefulness) •Innovation •Project Management •Data Automation, Modernization •Knowledge Base •Plan Large Projects and Standardization •Responsive •Inconsistency (Processes) •Project Management •Empowered •Resistance to Change •Resourcefulness •Lack of Modernization •Teamwork •CFO •Move quickly/Fast •Culture of Lower Areas •Not Afraid to Fail •Lack of Data Management •Not Afraid to Ask Questions
Future Economic Development
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$35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $- 2009 2010 2011 2012 2013 Personnel Supplies Other Services Capital
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$45,000,000 $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $- 2008 2009 2010 2011 2012 Revenue Expenditures
4 - (
$20,000,000 $18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $-
" -5 .5 ;+ +"" 5 50
Municipal Property Tax Rate (2012) Expenditures Per Capita (2011)
$1.15 $3,000 $2,504.57 $1.20 $2,500 $1,978.52 $1.00 $0.76 $2,000 $0.80 $0.68 $0.56 $1,324.76 $1,500 $0.60 $882.52 $0.40 $1,000
$0.20 $500
$- $- Carmel Fishers Noblesville Westfield Carmel Fishers Noblesville Westfield
Source: Indiana Department of Local Source: Indiana Department of Local Government Finance Government Finance
Outstanding Debt Obligations Per Employees Per 1,000 Residents Capita
$11,303.50 $12,000 12 10.74 $10,000 10 $7,755.14 7.36 6.85 8 $8,000 4.91 6 $6,000 $3,312.09 4 $4,000 $2,536.37
2 $2,000
0 $- Carmel Fishers Noblesville Westfield Carmel Fishers Noblesville Westfield
Source: Indiana Department of Local Government Finance
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2013 Budget Request - Municipal Operating (by series)
Department 100 Series 200 Series 300 Series 400 Series TOTAL Administration $ 1,165,493 $ 64,425 $ 3,209,036 $ 4,438,954 Clerk Treasurer $ 538,508 $ 59,875 $ 189,000 $ 16,000 $ 803,383 Development $ 994,213 $ 71,850 $ 479,520 $ - $ 1,545,583 Engineering $ 626,440 $ 41,950 $ 45,880 $ - $ 714,270 Fire $ 12,621,418 $ 422,064 $ 529,228 $ - $ 13,572,710 Fleet Management $ 880,442 $ 1,592,473 $ 121,540 $ 1,307,215 $ 3,901,670 Information Technology $ 870,353 $ 37,800 $ 775,722 $ 10,692 $ 1,694,567 Parks & Recreation $ 716,539 $ 108,617 $ 287,271 $ - $ 1,112,427 Permits & Inspections $ 708,541 $ 51,350 $ 89,850 $ 849,741 Police $ 10,204,489 $ 470,200 $ 784,580 $ - $ 11,459,269 Public Works $ 5,245,174 $ 2,948,150 $ 3,600,921 $ 2,762,000 $ 14,556,246 Town Court $ 166,515 $ 25,000 $ 15,550 $ - $ 207,065 Total $ 34,738,126 $ 5,893,754 $ 10,128,098 $ 4,095,907 $ 54,855,885
2013 Budget Request - CIP Funds
Road Impact Fees 404-101- 100 200 300 400 Total Debt Service $ 465,585 $ 800,000 $ 1,265,585 Park Impact Fees 403-101- 100 200 300 400 Total Parks & Recreation $ 750,000 $ 750,000 CCD Fund 262-101- 100 200 300 400 Total $ 3,520,000 $ 3,520,000 CCI Fund 427-101- 100 200 300 400 Total $ 258,919 $ 258,919 Sewer Availability Fees 608-101- 100 200 300 400 Total $ 2,390,700 $ 2,390,700
Total of Request from CIP Funds $ 8,185,204
) )-L $ 54,855,885
)-L $ 8,185,204
B ( )-L $ 10,746,630
+2,%C-0""0B0B B40 $ 73,787,719
3 3
#C & May 1 - May 18, 2012 Electronic Preparation of Budget Proposal Packets May 22, 2012 Department Head Budget Expectations - presented at TEAM Meeting May 22, 2012 Budget proposal packets are distributed to Department Heads - (Operating and CIP) June 15, 201 Final Department budget submission - (Operating and CIP) June 18 - June 29,2012 Town-wide salary and benefit costs are calculated & entered into budgets July 9 - July 20, 2012 Department budget meetings - (Operating and CIP) July 23 - August 3, 2012 Review requests, revenue forecast and develop proposed budget to submit to Council August 6, 2012 Budget discussion at Council Work Session August 20, 2012 Budget discussion at Council Work Session August 31, 2012 Last day to deliver 2013 budget for County review (45 days prior to adoption) September 6 & 7, 2012 1st Advertisement Town Budget (at least 10 days prior to public hearing) September 7, 2012 Deadline for 1st Advertisement of Town Budget September 13, 2012 Hamilton County Council Non-Binding Review September 13 & 14, 2012 2nd Advertisement Town Budget (at least 3 days prior to public hearing) September 14, 2012 Deadline for 2nd Advertisement of Town Budget September 17, 2012 Budget discussion at Council Work Session October 1, 2012 Public hearing of budget and Town Council suggested changes (Adoption of appeal) October 15, 2012 Adoption of the 2013 Budget October 17, 2012 Deliver adopted budget to county auditor January 15, 2013 GFOA Distinguished Budget Presentation Deadline
Understanding the Town’s Budget
Type of budgeting: The Town uses a form of budgeting called outcome based budgeting. We focus on the desired outcomes that we want from our organization and allocate resources accordingly.
Type of accounting: The Town uses a cash basis for accounting
Performance measurement: The Town participated in the ICMA’s Center for Performance Measurement. In addition, the results from the National Citizen Survey are reviewed and used to establish future benchmarks. Several of these findings have been included within each department listing, with highlights at the end of this report.
Reorganization of the Town’s Departments: The Town went through a massive reorganization of its internal structure in the past 3 years. You will see throughout the budget, divisions with no limited financial history. That is because these are new divisions that have been formed through the Town’s new structure.
How Budget Decisions Are Made Citizen Input Desired Outcomes Budget Actions
The Town of Fishers uses the National Citizen Through the collective input of the Survey to solicit citizen input on what the Town's three groups on the left, staff was focus should be. It asks a random sample of Fishers Improved transportation safety and efficiency able to derive some common desired residents to comment on their opinion of the current providing a healthy and vibrant Fishers outcomes. These outcomes were level of service the Town provides as well as the used to make budgetary decisions general policy direction the Town is taking. The throughout the 2013 budget Town conducts these surveys every three years process. in order track the progress over time. Improved economic vitality through Departments have listed their 2013 coordinated economic development efforts Objectives and prepared those Goals with the Desired Outcomes in mind. Town Council Input and
At the beginning of the 2013 budget process, Town Substantial completion of the previous Council was asked to advise of priorities for 2013. Capital Improvement Projects, in addition to These priorities were derived by general consensus the upcoming Projects of the Town Council. As theof the Town Council. As the Bud udgetget was wasp prepared,repared, pprovidingroviding a destination for the best and a destination for the best and Council continued to give input and direction. brightest in the next generation in Fishers
Town Manager Input
The Town Manager reviews the current day to day Diversified revenues to supplement the operations of the organization and sets organizational general fund strategies that impact the inner workings of the providing a financially sustainable Fishers organization. These strategies may be budget related or they may be structural or procedural.
Budget and Fiscal Policies and Guidelines
The Town of Fishers will use sound budgeting practices in order to develop and implement an annual budget.
Guideline: The budget of the Town of Fishers will be based on and implemented by departmental goals and objectives for the fiscal year. Guideline: Current operating revenues will be sufficient to support current operating expenditures. Guideline: Department Heads will be responsible for managing their budgets within the amount they have been appropriated.
The Town of Fishers will ensure it has the resources available to support public services.
Guideline: Annual operations of the town will be funded by current revenues. Guideline: The General Operating Fund will be supported by a balanced tax structure. Guideline: The Town will follow an aggressive and professional policy of collecting applicable revenues. Guideline: All future service plans and program initiatives will be developed to reflect current policy directives, projected resources and future service requirements. Guideline: The Town will retain 50 percent of the combined annual projected property tax revenue as unreserved fund balance (available cash). Guideline: Wastewater operations will be supported by user fees. Guideline: As mandated by state law, the Town will maintain a debt policy of not exceeding two percent of the total Town assessed value.
The Town Council, Clerk-Treasurer, Town Manager and Department Heads will work together in order to manage the financial resources of the Town.
Guideline: Monthly financial reports outlining revenues and expenditures will be provided to the Town Council, Clerk-Treasurer, Town Manager, and Department Heads. Guideline: All Town departments will share in the responsibility of meeting policy goals and ensuring long-term financial health.
Budget and Fiscal Long Term Outcomes and Short Term Objectives The Town of Fishers focuses its organization on long term outcomes and short term objectives. It gives the Town Council, Town Manger and departments, the ability to articulate the desired result, while implementing the short term actions that need to be done to reach it. What is a Long Term Outcome? The Town of Fishers views outcomes as destinations. Outcomes can be defined where we as an organization would like to be in the future. We use these for not only finance and budgeting purposes, but for operations as well. What are Short Term Objectives? Short term objectives are the vehicles we use to reach our long term outcomes. They are usually one to two year action plans or projects scheduled for implementation. The short term objectives are chosen, because of their positive impact on our ability to reach our desired long term outcome.
The Town of Fishers’ Desired Long Term Outcomes
1. The Town of Fishers will remain a fiscally sound entity. 2. The Town of Fishers will be supported by a diverse source of revenues. 3. The Town of Fishers will have a transparent budget process. 4. The Town of Fishers will have a budget process based on data and objective criteria. 5. The Town of Fishers will have procedures and processes in place to maximize financial savings. 6. The Town of Fishers will have a debt service process that adheres to state laws and also maximizes the Town’s positive financial position. 7. The Town of Fishers will have a proactive approach to long term financial planning.
Long Term Outcome 1. The Town of Fishers will remain a fiscally sound entity
Short Term Objectives: The Town will attempt to maintain a General Fund Cash balance of at least 50% of the current year’s property tax revenue. All revenue sources will be monitored and forecasted to the best of staff’s ability to ensure accurate and reliable information to the Town Council. Adequate information on the financial impact of major, non-reoccurring expenditures will be given to the Town Council prior to requesting action.
Long Term Outcome 2. The Town of Fishers will be supported by a diverse source of revenues.
Short Term Objectives: The Town will evaluate all Town fees and charges for services in order to ensure that the current fee reflects the increase cost of executing those services. The sewer utility will be completely funded by sewer fees and these fees will reflect not only operating costs, but future capital replacement costs. A rate fee study will be conducted to ensure our rates are in accordance with our financial policies. A parks and recreation non-reverting fund will be established to develop an enterprise type fund for recreational activities Town staff will conduct a complete survey of Town services and evaluate the appropriateness of developing fees for these services.
Long Term Outcome 3. The Town of Fishers will have a transparent budget process.
Short Term Objectives: All projected Town revenues and expenditures will identified in the annual budget. Copies of the budget will be available to any citizen who wishes to view the budget document. Each Department head will receive a copy of the adopted annual budget document. All Town Council budget meetings will be open to the public.
Long Term Outcome 4. The Town of Fishers will have a budget process based on data and objective criteria.
Short Term Objectives: Town staff will continue to implement a more vigorous performance measurement system. Replacement schedules will be implemented to add objective criteria for budget decisions. When Town Manager requests, departments will supply cost benefit analysis in order to justify budget requests.
Long Term Outcome 5. The Town of Fishers will have procedures and processes in place to maximize the Town’s ability to maximize financial savings
Short Term Objectives: Redesign the Town’s purchasing policy in order to maximize the Town’s purchasing effectiveness and efficiency. Collectively purchase universal goods to obtain bulk purchasing prices Require adherence to the Purchasing Policies. Implement the use of a third party procurement service for certain supplies.
Long Term Outcome 6. The Town of Fishers will have a debt service process that adheres to state laws and also maximizes the Towns financial position.
Short Term Objectives: The Town will maintain a debt policy of not exceeding 2% of 1/3 of the total Town’s assessed valuation. The Town will continue to monitor bond ratings to ensure that debt is at the lowest rate possible interest rate. When possible, every effort will be made to place new debt on property tax revenue instead of county option income tax revenue. When possible, every effort will be made to place old debt on property tax and not on county option income tax.
Long Term Outcome 7. The Town of Fishers will have a proactive approach to long term financial planning.
Short Term Objectives: A five year capital improvement plan will be developed and maintained. A three year fiscal plan will be developed and maintained. Department’s will be required to determine additional operating costs associated with and impacted by large capital projects.
2013 Organizational Strategies
The Town Manager takes the desired outcomes from the Town Council and devises annual strategies and goals for the organization. These strategies give departments guidance during the budget process on how and where resources and efforts should be spent in the upcoming fiscal year.
o Improve Customer Service across all departments.
o Implement Executive Leadership Certificate Program for Department Heads and Assistants.
o Promote Indiana Clean Community Program green initiatives for town operations.
o Acquire or pursue initial applications for national accreditation by all eligible town departments and/or divisions.
o Pursue identified awards and recognitions for the Town of Fishers.
o Improve technology capabilities for all departments.
o Pursue new revenue sources and other funding opportunities.
o Improve and expand town web site information and available data.
o Complete all budgeted capital improvement projects.
o Improve communication of town operations and happenings to citizens.
o Continue expansion of the parks and trails system.
o Promote and pursue economic development opportunities.
o Complete the Town Council’s Vision and Strategic Plan.
o Improve transportation safety and Efficiency
o Improve economic vitality through coordinated economic development efforts.
6 - :G4 6 4
Chart of Town Funds
Cumalative Capital Improvement Fund
Cumulative Capital Development Fund General Fund Road Impact Fee Fund Non-Major Funds Park Impact Fee Fund
Motor Vehicle Highway Fund All Town Funds
Local Road and Street Fund
Waste Water Capital Fund
Waste Water Enterprise Funds Operating Fund
Storm Water Utility Fund
DESCRIPTION OF TOWN FUNDS
The Town’s annual budget is divided into a number of funds. A separate sum of money is appropriated for each fund. Funds are established for special program groups, which usually have specific revenue sources associated with their expenditures.
General Fund The General Fund is the primary operating fund of the Town. The General Fund is used to account for all financial resources with the exception of those required to be accounted for by another fund. The General Fund represents the largest part of the total financial operation of the Town. The main revenue sources of the General Fund are the following: Property Tax; County Option Income Tax (COIT); Commercial Vehicle Excise Tax (CVET); ABC Gallonage Tax; Financial Institutions Tax; and Gambling Tax.
Local Road and Street Fund The Local Road and Street Fund (LR&S) provides funding for the operation and maintenance of the local and arterial road and street systems. Specifically, Indiana Code §8-14-2-5 provides for local road and street funding to be used exclusively for engineering, land acquisition, construction, resurfacing, maintenance, restoration, or rehabilitation of both local and arterial road and street systems. Indiana Code §8-14-2-5 also provides for the payment of principal and interest on bonds sold for the primary purpose of financing road, street or thoroughfare projects. This fund may also be used to fund any local costs necessary to undertake a recreation or reservoir road project pursuant to Indiana Code §8- 23-5, as well as the purchase, rental or repair of highway equipment. The Local Road and Street Fund is supported by the Gasoline Tax, in accordance with Indiana Code §6-6, et. seq.
Park Impact Fees The Park Impact Fund provides funding for the development and construction of new parks, pursuant to Fishers Code §96.04. Specifically, this fund enables the Town to pay for the capital costs of a new park and recreational infrastructure necessary to serve new development within the corporate limits of the Town and that is identified by the Zone Improvement Plan, as provided in Fishers Code §96.03. This fund may also be used to pay debt service costs and to pay any refund due in accordance with State law, as stated in Fishers Code §96.11. The Park Impact Fund is supported by permit charges assessed on new residential and commercial construction, Park Impact Fees.
Road Impact Fees Road Impact Fees are used to fund new street infrastructure that is necessary to serve new development within the corporate limits of the Town and that is identified in the Zone Improvement Plan. The Road Impact Fund is supported by permit charges assessed on new residential and commercial construction, Road Impact Fees.
Motor Vehicle Highway Fund The Motor Vehicle Highway Fund provides the funds necessary for street construction and the operation of the street and maintenance divisions of the Engineering and Public Works Department. It may be used for the construction, reconstruction, repair, maintenance, oiling, sprinkling, snow removal, weeding, tree cutting, and cleaning of highways. The fund may also be used for similar projects associated with curbs and any of the Town’s share of the State’s highway or right-of-way. The Town may use this fund for the financing of its share of the expenses associated with the State’s property, necessary to separate the crossing of public highways and railroads; the purchase or lease of highway construction and maintenance equipment; the purchase, erection, operation and maintenance of traffic signs, signals, and safety zones; and the painting of structures, objects, surfaces on highways for the purpose of safety and traffic regulation. Also, as provided by Indiana Code §8-14- 1-5, this fund may be used for limited law enforcement projects or for the payment of principal and interest on bonds purchased to finance road, street or thoroughfare projects. Pursuant to Indiana Code §8-14-1-1, Motor Vehicle Highway Funds are provided by the revenue associated with motor vehicle registration fees, licensing fees, Gasoline Tax, auto transfer fees, motor vehicle title fees as well as any other similar taxes and fees.
Wastewater Operating Fund The Wastewater Operating Fund is a proprietary or enterprise fund. Specifically it is used to account for operations that are financed and operated in a manner similar to those in the private sector. Typically proprietary or enterprise funds are generated by providing services and goods to those who are assessed a user fee. The Wastewater Operating Fund supports wastewater operational costs, including such expense items as: personnel; supplies; contractual services; professional services; vehicles; and machinery replacement. Per Indiana Code §36-9-23-25, the Wastewater Operating Fund receives its revenues from user fees.
Wastewater Capital Fund As set forth in Indiana Code §36-9-23-25, the Wastewater Capital Fund is supported primarily through the receipt of Wastewater Availability Fees. This fund is designed to support specific capital projects and activities that enhance the wastewater system. These capital projects may include such projects as those relating to system upgrades, expansion, and improvements.
Storm Water Utility Fund The Storm water utility fund will receive its revenues from a utility fee imposed on residential as well as commercial properties. These funds will be used to support a storm water utility program that complies with current state and federal mandates.
Cumulative Capital Improvement Cumulative Capital Improvement (CCI) Funds are used to finance improvements to the Town or to satisfy Town debt. The funds are supplied through State distributions of Cigarette Tax, pursuant to Indiana Code §6-6, et.seq. Under current law, these revenues may be used for the following: to purchase land, buildings, easements, rights-of-way; to improve city/town owned property; to retire bonds relating to the aforementioned projects; and for the purchase of computer software or computer hardware upgrades. Fishers Code §34.10 specifically establishes this fund.
Cumulative Capital Development The Cumulative Capital Development Fund is used to fund various capital improvements to the Town. Specifically, it is used to finance the purchase of land; construction of sidewalks, storm or sanitary sewers; the purchase of utilities; the purchase of motor vehicles for fire and police use; and also the purchase of computer hardware and software. This fund, as described in Fishers Code §34.10, is funded through a specific property tax levy.
Record Perpetuation Fund The Court Record Perpetuation fund will receive revenues as received by the clerk for transmitting documents by facsimile machine to a person under IC 5-14-3; Document storage fees required; automated record keeping fees deposited in the fund under IC 33-37-7-2(m). The clerk may use any money in the fund for the following purposes: The preservation of records; the improvement of record keeping systems and equipment; case management system.
2013 Town-Wide Revenue Sources Source Projected 2013 General Fund $ 40,657,405.00 Motor Vehicle Highway Fund $ 2,289,493.00 Local Road and Street Fund $ 922,325.00 Cumulative Capital Development Fund $ 2,585,299.00 Cumulative Capital Improvement Fund $ 196,593.00 Impact Fees $ 890,000.00 Enterprise Funds - General Fund $ 3,060,058.00 Sewer Availabil ty Fee - (Capital) $ 717,000.00 Sewer User Fees - (Operating) $ 5,629,005.00 Stormwater $ 3,267,144.00 Intergovernmental Revenue $ 692,659.00 Debt Service Revenue $ 9,216,123.00 Cash Balances (Combined) $ 26,387,593.00 Cash Balances (Sewer and Stormwater) $ 13,342,742.00 Bond Proceed Balances $ 6,249,304.01 Total Revenues $ 116,102,743.01
2013 Town-Wide Revenue Sources
General Fund
5% Motor Vehicle Highway Fund 11% 35% Local Road and Street Fund
23% Cumulative Capital Development Fund Cumulative Capital Improvement 8% 5% 3% Fund 2% Impact Fees 0% 1% 3% 0% 1% 2% Enterprise Funds - General Fund 1%
Town Wide Expenditures
Expenditures Actual 2010 Actual 2011 Budgeted 2012 Approved 2013 Personnel Services $ 31,446,842.00 $ 31,143,232.00 $ 31,044,632.00 $ 34,738,126.00 Supplies $ 3,405,137.00 $ 4,721,644.00 $ 5,346,067.00 $ 5,893,754.00 Other Services $ 7,318,872.00 $ 8,014,824.00 $ 9,331,846.00 $ 10,128,098.00 Capital Outlays/Capital Projects $ 3,652,230.00 $ 5,551,491.00 $ 6,864,764.00 $ 12,281,111.00 Debt Service $ 8,200,000.00 $ 8,971,063.00 $ 9,804,291.00 $ 10,746,630.00 Total Expenditures $ 54,023,081.00 $ 58,402,254.00 $ 62,391,600.00 $ 73,787,719.00
Four Year Trend of Expenditures by Category
$40,000,000.00 $30,000,000.00 $20,000,000.00 $10,000,000.00 $ Personnel Supplies Other Services Capital Debt Service Services Outlays/Capital Projects
Actual 2010 Actual 2011 Budgeted 2012 Approved 2013
2013 Expenditures by Catagory
$10,746,630.00
$12,281,111.00 $34,738,126.00
$10,128,098.00 $5,893,754.00 Personnel Services Supplies Other Services Capital Outlays/Capital Projects Debt Service
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Record Town of Fishers General MVH Sewer Stormwater LR&S Perpetuation Total of All 2013 Town Total PERSONNEL SERVICES 101 FULL TIME SALARIES$ 18,164,601 $ 782,028 $ 1,603,856 $ 1,156,805 $ 21,707,290 102 PART TIME SALARIES$ 1,140,600 $ 188,774 $ 99,184 $ 116,480 $ 1,545,038 109 EMPLOYEE BENEFITS$ 9,693,663 $ 446,601 $ 782,146 $ 563,389 $ 11,485,798 PERS. SERVICES SUBTOTAL$ 28,998,863 $ 1,417,403 $ 2,485,186 $ 1,836,674 $ $ 34,738,126 SUPPLIES 201 SUPPLIES$ 2,716,970 $ 592,550 $ 611,898 $ 251,080 $ 711,080 $ 5,000 $ 4,888,577 204 FUEL $ $ $ 150,000 $ 171,833 $ 321,833 214 UNIFORMS$ 98,974 $ 15,500 $ 5,480 $ 2,950 $ 122,904 220 CHEMICALS$ $ $ 560,440 $ $ 560,440 SUPPLIES SUBTOTAL $ 2,815,944 $ 608,050 $ 1,327,818 $ 425,863 $ 711,080 $ 5,000 $ 5,893,754 $ 301 PROFESSIONAL $ 1,124,664 $ 20,000 $ 736,433 $ 150,955 $ 69,000 $ $ 2,101,052 SERVICES$ $ $ 304 UTILITIES$ $ 8,292 $ 8,400 $ 16,692 305 POWER$ $ 518,023 $ $ 518,023 315 TRAVEL / TRAINING$ 470,405 $ 14,800 $ 39,075 $ 41,650 $ 565,930 324 CONTR SERVICES$ 3,754,023 $ 290,108 $ 1,198,955 $ 638,814 $ 200,000 $ 1,000 $ 6,082,900 325 REFUNDS $ 24,550 $ $ 5,500 $ 6,000 $ 36,050 326 SLUDGE REMOVAL$ $ 77,450 $ $ 77,450 Additions as Recommended (dispatch) $ 730,000 $ 730,000 OTHER SERVICES SUBTOTAL $ 4,978,978 $ 304,908 $ 1,847,295 $ 694,864 $ 200,000 $ 1,000 $ 8,027,046 ALL 300 Level SERVICES $ 6,103,643 $ 324,908 $ 2,583,728 $ 845,819 $ 269,000 $ 1,000 $ 10,128,098 CAPITAL OUTLAYS $ 401 MACHINERY & EQUIPMENT$ 25,346 $ 12,000 $ 88,208 $ 5,138 $ 130,692 402 IMPROVEMENTS $ $ $ $ $ 404 LEASE$ 877,448 $ 208,821 $ 135,536 $ 85,410 $ 1,307,215 405 LAND$ $ $ $ $ 410 FACILITY IMPROVEMENTS$ $ $ $ $ 452 IMPROVEMENTS$ 73,000 $ $ 2,585,000 $ $ 2,658,000 CAPITAL OUTLAYS SUBTOTAL$ 975,794 $ 220,821 $ 2,808,744 $ 90,548 $ $ $ 4,095,907
TOTAL$ 38,894,243 $ 2,571,182 $ 9,205,475 $ 3,198,905 $ 980,080 $ 6,000 $ 54,855,885
Total Dept Line Item by Program 75% 15% 10% Administration Admin/General Admin/Sewer Admin/Stormwater Total Department 2013 Department Total Proposed Budget Proposed Budget Proposed Proposed Budget PERSONNEL SERVICES total of FT & 3% 101 FULL TIME SALARIES$ 539,461 $ 107,892 $ 71,928 $ 719,281 102 PART TIME SALARIES$ 106,157 $ 21,231 $ 14,154 $ 141,543 109 EMPLOYEE BENEFITS$ 228,502 $ 45,700 $ 30,467 $ 304,670 PERS. SERVICES SUBTOTAL$ 874,120 $ 174,824 $ 116,549 $ 1,165,493 SUPPLIES 201 SUPPLIES$ 37,163 $ 13,988 $ 13,275 $ 64,425 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - SUPPLIES SUBTOTAL$ 37,163 $ 13,988 $ 13,275 $ 64,425
301 PROFESSIONAL$ 973,164 $ 666,433 $ 110,955 $ 1,750,552 SERVICES $ - $ - $ - $ - $ - $ - $ - $ - 315 TRAVEL / TRAINING$ 25,825 $ 2,925 $ 1,950 $ 30,700 324 CONTR SERVICES$ 605,082 $ 55,019 $ 37,684 $ 697,784 $ - $ - $ - $ - Dispatch allowance$ 730,000 $ - $ - $ 730,000 OTHER SERVICES SUBTOTAL$ 1,360,907 $ 57,944 $ 39,634 $ 1,458,484 ALL 300 Level SERVICES$ 2,334,071 $ 724,376 $ 150,589 $ 3,209,036 CAPITAL OUTLAYS$ - $ - $ - $ - 401 MACHINERY & EQUIPMENT$ - $ - $ - $ - 402 IMPROVEMENTS $ - $ - $ - $ - 404 LEASE 405 LAND 410 FACILITY IMPROVEMENTS 452 IMPROVEMENTS CAPITAL OUTLAYS SUBTOTAL$ - $ - $ - $ - TOTAL$ 3,245,353 $ 913,188 $ 280,413 $ 4,438,954
Total Dept Line Item by Program 35% 48% 18% Clerk Treasurer General Sewer Stormwater Total Department 2013 Department Total Proposed Budget Proposed Budget Proposed Budget Proposed Budget PERSONNEL SERVICES 101 FULL TIME SALARIES$ 141,377 $ 196,143 $ 72,201 $ 409,721 102 PART TIME SALARIES$ 3,220 $ 8,586 $ 2,575 $ 14,381 109 EMPLOYEE BENEFITS$ 39,090 $ 55,215 $ 20,102 $ 114,407 PERS. SERVICES SUBTOTAL$ 183,687 $ 259,944 $ 94,878 $ 538,508 SUPPLIES 201 SUPPLIES$ 17,000 $ 32,000 $ 10,875 $ 59,875 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - SUPPLIES SUBTOTAL$ 17,000 $ 32,000 $ 10,875 $ 59,875
301 PROFESSIONAL$ - $ - $ - $ - SERVICES $ - $ - $ - $ - $ - $ - 315 TRAVEL / TRAINING$ 3,500 $ 2,000 $ 2,000 $ 7,500 324 CONTR SERVICES$ 62,500 $ 78,000 $ 31,000 $ 171,500 325 REFUNDS$ - $ 5,000 $ 5,000 $ 10,000 $ - $ - $ - OTHER SERVICES SUBTOTAL$ 66,000 $ 85,000 $ 38,000 $ 189,000 ALL 300 Level SERVICES$ 66,000 $ 85,000 $ 38,000 $ 189,000 CAPITAL OUTLAYS 401 MACHINERY & EQUIPMENT$ 10,000 $ 3,000 $ 3,000 $ 16,000 402 IMPROVEMENTS $ - $ - $ - 404 LEASE $ - $ - $ - 405 LAND $ - $ - $ - 410 FACILITY IMPROVEMENTS$ - $ - $ - 452 IMPROVEMENTS $ - CAPITAL OUTLAYS SUBTOTAL$ 10,000 $ 3,000 $ 3,000 $ 16,000 TOTAL$ 276,687 $ 379,944 $ 146,753 $ 803,383
Total Dept Line Item by Program Development Development Total Department 2013 Department Total Proposed Budget Proposed Budget PERSONNEL SERVICES 101 FULL TIME SALARIES$ 695,173 $ 695,173 102 PART TIME SALARIES$ 37,448 $ 37,448 109 EMPLOYEE BENEFITS$ 261,592 $ 261,592 PERS. SERVICES SUBTOTAL$ 994,213 $ 994,213 SUPPLIES 201 SUPPLIES$ 71,850 $ 71,850 $ - $ - $ - $ - $ - $ - SUPPLIES SUBTOTAL$ 71,850 $ 71,850
301 PROFESSIONAL$ 50,000 $ 50,000 SERVICES $ - $ - $ - $ - 315 TRAVEL / TRAINING$ 21,500 $ 21,500 324 CONTR SERVICES$ 408,020 $ 408,020 325 REFUNDS$ - $ - $ - $ - OTHER SERVICES SUBTOTAL$ 429,520 $ 429,520 ALL 300 Level SERVICES$ 479,520 $ 479,520 CAPITAL OUTLAYS$ - $ - 401 MACHINERY & EQUIPMENT$ - $ - 402 IMPROVEMENTS $ - $ - 404 LEASE$ - $ - 405 LAND$ - $ - 410 FACILITY IMPROVEMENTS$ - $ - 452 IMPROVEMENTS$ - $ - CAPITAL OUTLAYS SUBTOTAL$ - $ - TOTAL$ 1,545,583 $ 1,545,583
Total Dept Line Item by Program 0.00% 20% 40% 40% Engineering Gen MVH Sewer Stormwater Total Department 2013 Department Total Proposed Budget Proposed Budget Proposed Budget Proposed Budget Proposed Budget PERSONNEL SERVICES 101 FULL TIME SALARIES$ - $ 84,323 $ 168,647 $ 168,647 $ 421,617 102 PART TIME SALARIES$ - $ 5,964 $ 11,928 $ 11,928 $ 29,820 109 EMPLOYEE BENEFITS$ - $ 35,001 $ 70,001 $ 70,001 $ 175,003 PERS. SERVICES SUBTOTAL$ - $ 125,288 $ 250,576 $ 250,576 $ 626,440 SUPPLIES 201 SUPPLIES$ - $ 10,050 $ 13,200 $ 17,600 $ 40,850 $ - $ - $ - $ - $ - 214 UNIFORMS$ - $ 300 $ 400 $ 400 $ 1,100 $ - $ - $ - $ - $ - SUPPLIES SUBTOTAL$ - $ 10,350 $ 13,600 $ 18,000 $ 41,950
301 PROFESSIONAL$ - $ 10,000 $ - $ 10,000 $ 20,000 SERVICES $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - 315 TRAVEL / TRAINING$ - $ 6,000 $ 1,500 $ 1,800 $ 9,300 324 CONTR SERVICES$ - $ 4,880 $ 5,850 $ 5,850 $ 16,580 325 REFUNDS$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - OTHER SERVICES SUBTOTAL$ - $ 10,880 $ 7,350 $ 7,650 $ 25,880 ALL 300 Level SERVICES$ - $ 20,880 $ 7,350 $ 17,650 $ 45,880 CAPITAL OUTLAYS$ - $ - $ - $ - $ - 401 MACHINERY & EQUIPMENT$ - $ - $ - $ - $ - 402 IMPROVEMENTS $ - $ - $ - $ - $ - 404 LEASE$ - $ - $ - $ - $ - 405 LAND$ - $ - $ - $ - $ - 410 FACILITY IMPROVEMENTS$ - $ - $ - $ - $ - 452 IMPROVEMENTS$ - $ - $ - $ - $ - CAPITAL OUTLAYS SUBTOTAL$ - $ - $ - $ - $ - TOTAL$ - $ 156,518 $ 271,526 $ 286,226 $ 714,270
Total Dept Line Item by Program 38% 38% 8% 16% FIRE Operations EMS Prevention Personnel Services Total Department 2013 Department Total Proposed Budget Proposed Budget Proposed Budget Proposed Budget Proposed Budget PERSONNEL SERVICES 101 FULL TIME SALARIES$ 3,109,576 $ 3,087,701 $ 623,854 $ 1,280,935 $ 8,102,067 102 PART TIME SALARIES$ - $ - $ - $ - $ - 109 EMPLOYEE BENEFITS$ 1,741,465 $ 1,730,419 $ 336,427 $ 711,040 $ 4,519,351 PERS. SERVICES SUBTOTAL$ 4,851,041 $ 4,818,120 $ 960,281 $ 1,991,976 $ 12,621,418 SUPPLIES 201 SUPPLIES$ 179,900 $ 120,250 $ 20,000 $ 41,050 $ 361,200 $ - $ - $ - $ - $ - 214 UNIFORMS$ - $ - $ - $ 60,864 $ 60,864 $ - $ - $ - $ - $ - SUPPLIES SUBTOTAL$ 179,900 $ 120,250 $ 20,000 $ 101,914 $ 422,064
301 PROFESSIONAL$ 87,500 $ - $ - $ - $ 87,500 SERVICES $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - 315 TRAVEL / TRAINING$ - $ - $ - $ 86,425 $ 86,425 324 CONTR SERVICES$ 81,000 $ 128,500 $ 4,300 $ 127,503 $ 341,303 325 Refunds$ 14,000 $ 14,000 $ - $ - $ - $ - $ - OTHER SERVICES SUBTOTAL$ 81,000 $ 142,500 $ 4,300 $ 213,928 $ 441,728 ALL 300 Level SERVICES$ 168,500 $ 142,500 $ 4,300 $ 213,928 $ 529,228 CAPITAL OUTLAYS 401 MACHINERY & EQUIPMENT$ - $ - $ - $ - $ - 402 IMPROVEMENTS $ - $ - $ - $ - $ - 404 LEASE$ - $ - $ - $ - $ - 405 LAND$ - $ - $ - $ - $ - 410 FACILITY IMPROVEMENTS$ - $ - $ - $ - $ - 452 IMPROVEMENTS$ - $ - $ - $ - $ - CAPITAL OUTLAYS SUBTOTAL$ - $ - $ - $ - $ - TOTAL$ 5,199,441 $ 5,080,870 $ 984,581 $ 2,307,818 $ 13,572,710
Total Dept Line Item by Program 35% 20% 25% 20% Fleet Maintenance General MVH Sewer Stormwater Total Department 2013 Department Total Proposed Budget Proposed Budget Proposed Budget Proposed Budget Proposed Budget PERSONNEL SERVICES 101 FULL TIME SALARIES$ 187,876 $ 107,358 $ 134,197 $ 107,358 $ 536,789 102 PART TIME SALARIES$ 11,218 $ 6,411 $ 8,013 $ 6,411 $ 32,053 109 EMPLOYEE BENEFITS$ 109,060 $ 62,320 $ 77,900 $ 62,320 $ 311,600 PERS. SERVICES SUBTOTAL$ 308,154 $ 176,089 $ 220,110 $ 176,089 $ 880,442 SUPPLIES 201 SUPPLIES$ 715,000 $ 375,000 $ 104,720 $ 75,920 $ 1,270,640 204 Fuel$ - $ - $ 150,000 $ 171,833 $ 321,833 214 UNIFORMS$ - $ - $ - $ - $ - $ - $ - $ - $ - $ - SUPPLIES SUBTOTAL$ 715,000 $ 375,000 $ 254,720 $ 247,753 $ 1,592,473
301 PROFESSIONAL$ - $ - $ - $ - $ - SERVICES $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - 315 TRAVEL / TRAINING$ 1,800 $ 1,800 $ 1,500 $ 900 $ 6,000 324 CONTR SERVICES$ 39,892 $ 33,792 $ 23,460 $ 18,396 $ 115,540 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - OTHER SERVICES SUBTOTAL$ 41,692 $ 35,592 $ 24,960 $ 19,296 $ 121,540 ALL 300 Level SERVICES$ 41,692 $ 35,592 $ 24,960 $ 19,296 $ 121,540 CAPITAL OUTLAYS 401 MACHINERY & EQUIPMENT$ - $ - $ - $ - $ - 402 IMPROVEMENTS $ - $ - $ - $ - $ - 404 LEASE$ 877,448 $ 208,821 $ 135,536 $ 85,410 $ 1,307,215 405 LAND$ - $ - $ - $ - $ - 410 FACILITY IMPROVEMENTS$ - $ - $ - $ - $ - 452 IMPROVEMENTS$ - $ - $ - $ - $ - CAPITAL OUTLAYS SUBTOTAL$ 877,448 $ 208,821 $ 135,536 $ 85,410 $ 1,307,215 TOTAL$ 1,942,294 $ 795,502 $ 635,326 $ 528,548 $ 3,901,670
Total Dept Line Item by Program 70% 20% 10% Information Technology General Sewer Stormwater Total Department 2013 Department Total Proposed Budget Proposed Budget Proposed Budget Proposed Budget PERSONNEL SERVICES 101 FULL TIME SALARIES$ 422,990 $ 120,854 $ 60,427 $ 604,272 102 PART TIME SALARIES$ 7,614 $ 2,175 $ 1,088 $ 10,877 109 EMPLOYEE BENEFITS$ 178,644 $ 51,041 $ 25,521 $ 255,205 PERS. SERVICES SUBTOTAL$ 609,247 $ 174,071 $ 87,035 $ 870,353 SUPPLIES 201 SUPPLIES$ 13,900 $ 12,990 $ 10,910 $ 37,800 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - SUPPLIES SUBTOTAL$ 13,900 $ 12,990 $ 10,910 $ 37,800
301 PROFESSIONAL$ - $ - $ - $ - SERVICES $ - $ - $ - $ - $ - $ - $ - $ - 315 TRAVEL / TRAINING$ 30,000 $ 18,000 $ 12,000 $ 60,000 324 CONTR SERVICES$ 327,961 $ 226,177 $ 161,584 $ 715,722 $ - $ - $ - $ - $ - $ - $ - $ - OTHER SERVICES SUBTOTAL$ 357,961 $ 244,177 $ 173,584 $ 775,722 ALL 300 Level SERVICES$ 357,961 $ 244,177 $ 173,584 $ 775,722 CAPITAL OUTLAYS 401 MACHINERY & EQUIPMENT$ 5,346 $ 3,208 $ 2,138 $ 10,692 402 IMPROVEMENTS $ - $ - $ - $ - 404 LEASE$ - $ - $ - $ - 405 LAND$ - $ - $ - $ - 410 FACILITY IMPROVEMENTS$ - $ - $ - $ - 452 IMPROVEMENTS$ - $ - $ - $ - CAPITAL OUTLAYS SUBTOTAL$ 5,346 $ 3,208 $ 2,138 $ 10,692 TOTAL$ 986,454 $ 434,445 $ 273,668 $ 1,694,567
Total Dept Line Item by Program Parks & Recreation Parks & Recreation Total Department 2013 Department Total Proposed Budget Proposed Budget PERSONNEL SERVICES 101 FULL TIME SALARIES$ 389,495 $ 389,495 102 PART TIME SALARIES$ 98,163 $ 98,163 109 EMPLOYEE BENEFITS$ 228,881 $ 228,881 PERS. SERVICES SUBTOTAL$ 716,539 $ 716,539 SUPPLIES 201 SUPPLIES$ 107,857 $ 107,857 $ - $ - 214 UNIFORMS$ 760 $ 760 $ - $ - SUPPLIES SUBTOTAL$ 108,617 $ 108,617
301 PROFESSIONAL$ - $ - SERVICES $ - $ - $ - $ - 315 TRAVEL / TRAINING$ 16,355 $ 16,355 324 CONTR SERVICES$ 264,416 $ 264,416 325 REFUNDS$ 6,500 $ 6,500 $ - $ - OTHER SERVICES SUBTOTAL$ 287,271 $ 287,271 ALL 300 Level SERVICES$ 287,271 $ 287,271 CAPITAL OUTLAYS$ - $ - 401 MACHINERY & EQUIPMENT$ - $ - 402 IMPROVEMENTS $ - $ - 404 LEASE$ - $ - 405 LAND$ - $ - 410 FACILITY IMPROVEMENTS$ - $ - 452 IMPROVEMENTS$ - $ - CAPITAL OUTLAYS SUBTOTAL$ - $ - TOTAL$ 1,112,427 $ 1,112,427
Total Dept Line Item by Program 30.00% 35.00% 35.00% Permitting and Inspections Gen Sewer Stormwater Total Department 2013 Department Total Proposed Budget Proposed Budget Proposed Budget Proposed Budget PERSONNEL SERVICES 101 FULL TIME SALARIES$ 136,847 $ 159,654 $ 159,654 $ 456,155 102 PART TIME SALARIES$ 7,119 $ 8,305 $ 8,305 $ 23,729 109 EMPLOYEE BENEFITS$ 68,597 $ 80,030 $ 80,030 $ 228,657 PERS. SERVICES SUBTOTAL$ 212,563 $ 247,989 $ 247,989 $ 708,541 SUPPLIES 201 SUPPLIES$ 14,900 $ 13,350 $ 21,500 $ 49,750 $ - 214 UNIFORMS$ 550 $ 500 $ 550 $ 1,600 $ - SUPPLIES SUBTOTAL$ 15,450 $ 13,850 $ 22,050 $ 51,350
301 PROFESSIONAL$ - $ - $ - $ - SERVICES $ - $ - $ - 315 TRAVEL / TRAINING$ 4,500 $ 2,500 $ 2,500 $ 9,500 324 CONTR SERVICES$ 47,350 $ 9,850 $ 17,650 $ 74,850 325 REFUNDS$ 4,000 $ 500 $ 1,000 $ 5,500
OTHER SERVICES SUBTOTAL$ 55,850 $ 12,850 $ 21,150 $ 89,850 ALL 300 Level SERVICES$ 55,850 $ 12,850 $ 21,150 $ 89,850 CAPITAL OUTLAYS 401 MACHINERY & EQUIPMENT$ - $ - $ - $ - 402 IMPROVEMENTS $ - $ - $ - $ - 404 LEASE$ - $ - $ - $ - 405 LAND$ - $ - $ - $ - 410 FACILITY IMPROVEMENTS$ - $ - $ - $ - 452 IMPROVEMENTS$ - $ - $ - $ - CAPITAL OUTLAYS SUBTOTAL$ - $ - $ - $ - TOTAL$ 283,863 $ 274,689 $ 291,189 $ 849,741
Total Dept Line Item by Program 17% 62% 20% 1% 1% Police Operations Uniform Services Criminal Investigations Fleet/Animal Control Training Total Department 2013 Department Total Proposed Budget Proposed Budget Proposed Budget Proposed Budget Proposed Budget Proposed Budget PERSONNEL SERVICES 101 FULL TIME SALARIES$ 1,117,294 $ 4,126,063 $ 1,343,242 $ 35,964 $ 74,463 $ 6,697,027 102 PART TIME SALARIES$ 35,187 $ - $ - $ - $ - $ 35,187 109 EMPLOYEE BENEFITS$ 537,072 $ 2,202,787 $ 675,921 $ 16,097 $ 40,399 $ 3,472,275 PERS. SERVICES SUBTOTAL$ 1,689,553 $ 6,328,850 $ 2,019,163 $ 52,061 $ 114,862 $ 10,204,489 SUPPLIES 201 SUPPLIES$ 139,000 $ 126,200 $ 92,800 $ 9,800 $ 83,800 $ 451,600 204 FUEL$ - $ - $ - $ - $ - $ - 214 UNIFORMS$ 3,000 $ 15,600 $ - $ - $ - $ 18,600 $ - $ - $ - $ - $ - $ - SUPPLIES SUBTOTAL$ 142,000 $ 141,800 $ 92,800 $ 9,800 $ 83,800 $ 470,200
301 PROFESSIONAL$ - $ - $ - $ - $ - $ - SERVICES
$ - $ - $ - $ - $ - $ - 315 TRAVEL / TRAINING$ 84,800 $ 31,500 $ 79,700 $ 6,000 $ 54,000 $ 256,000 324 CONTR SERVICES$ 299,150 $ 23,980 $ 113,950 $ 80,500 $ 11,000 $ 528,580 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - OTHER SERVICES SUBTOTAL$ 383,950 $ 55,480 $ 193,650 $ 86,500 $ 65,000 $ 784,580 ALL 300 Level SERVICES$ 383,950 $ 55,480 $ 193,650 $ 86,500 $ 65,000 $ 784,580 CAPITAL OUTLAYS$ - $ - $ - $ - $ - $ - 401 MACHINERY & EQUIPMENT$ - $ - $ - $ - $ - $ - 402 IMPROVEMENTS $ - $ - $ - $ - $ - $ - 404 LEASE$ - $ - $ - $ - $ - $ - 405 LAND$ - $ - $ - $ - $ - $ - 410 FACILITY IMPROVEMENTS$ - $ - $ - $ - $ - $ - 452 IMPROVEMENTS$ - $ - $ - $ - $ - $ - CAPITAL OUTLAYS SUBTOTAL$ - $ - $ - $ - $ - $ - TOTAL$ 2,215,503 $ 6,526,130 $ 2,305,613 $ 148,361 $ 263,662 $ 11,459,269
Total Dept Line Item by Program Public Works General MVH Sewer Stormwater LR&S Total Department 2013 Department Total Proposed Budget Proposed Budget Proposed Budget Proposed Budget Proposed Budget Proposed Budget PERSONNEL SERVICES 101 FULL TIME SALARIES$ 812,433 $ 590,347 $ 716,468 $ 516,590 $ 2,635,838 102 PART TIME SALARIES$ 743,887 $ 176,399 $ 38,946 $ 72,019 $ 1,031,250 109 EMPLOYEE BENEFITS$ 551,599 $ 349,280 $ 402,258 $ 274,948 $ 1,578,086 PERS. SERVICES SUBTOTAL$ 2,107,919 $ 1,116,026 $ 1,157,672 $ 863,557 $ - $ 5,245,174 SUPPLIES 201 SUPPLIES$ 906,500 $ 207,500 $ 421,650 $ 101,000 $ 711,080 $ 2,347,730 204 FUEL$ - $ - $ - $ - $ - $ - 214 UNIFORMS$ 18,200 $ 15,200 $ 4,580 $ 2,000 $ 39,980 220 CHEMICALS $ 560,440 $ 560,440 SUPPLIES SUBTOTAL$ 924,700 $ 222,700 $ 986,670 $ 103,000 $ 711,080 $ 2,948,150
301 PROFESSIONAL$ 10,000 $ 10,000 $ 70,000 $ 30,000 $ 69,000 $ 189,000 SERVICES 304 UTILITIES $ 8,292 $ 8,400 $ 16,692 305 POWER $ 518,023 $ 518,023 315 TRAVEL / TRAINING$ 24,000 $ 7,000 $ 10,650 $ 20,500 $ 62,150 324 CONTR SERVICES$ 1,118,920 $ 251,436 $ 800,600 $ 366,650 $ 200,000 $ 2,737,606 325 REFUNDS $ - 326 SLUDGE REMOVAL$ 77,450 $ - $ - $ 77,450 OTHER SERVICES SUBTOTAL$ 1,142,920 $ 258,436 $ 1,415,015 $ 395,550 $ 200,000 $ 3,411,921 ALL 300 Level SERVICES$ 1,152,920 $ 268,436 $ 1,485,015 $ 425,550 $ 269,000 $ 3,600,921 CAPITAL OUTLAYS 401 MACHINERY & EQUIPMENT$ 10,000 $ 12,000 $ 82,000 $ - $ - $ 104,000 402 IMPROVEMENTS $ - $ - $ - $ - $ - $ - 404 LEASE$ - $ - $ - $ - $ - $ - 405 LAND$ - $ - $ - $ - $ - $ - 410 FACILITY IMPROVEMENTS$ - $ - $ - $ - $ - $ - 452 IMPROVEMENTS$ 73,000 $ - $ 2,585,000 $ - $ - $ 2,658,000 CAPITAL OUTLAYS SUBTOTAL$ 83,000 $ 12,000 $ 2,667,000 $ - $ - $ 2,762,000 TOTAL$ 4,268,539 $ 1,619,162 $ 6,296,357 $ 1,392,107 $ 980,080 $ 14,556,246
Total Dept Line Item by Program Town Court General Fund Record Perpetuation Total Department 2013 Department Total Proposed Budget Proposed Budget Proposed Budget PERSONNEL SERVICES 101 FULL TIME SALARIES$ 39,854 $ - $ 39,854 102 PART TIME SALARIES$ 90,589 $ - $ 90,589 109 EMPLOYEE BENEFITS$ 36,072 $ - $ 36,072 PERS. SERVICES SUBTOTAL$ 166,515 $ - $ 166,515 SUPPLIES 201 SUPPLIES$ 20,000 $ 5,000 $ 25,000 $ - $ - $ - $ - $ - $ - SUPPLIES SUBTOTAL$ 20,000 $ 5,000 $ 25,000
301 PROFESSIONAL$ 4,000 $ - $ 4,000 SERVICES $ - $ - $ - $ - 315 TRAVEL / TRAINING$ 500 $ - $ 500 324 CONTR SERVICES$ 10,000 $ 1,000 $ 11,000 325 REFUNDS$ 50 $ - $ 50 $ - $ - OTHER SERVICES SUBTOTAL$ 10,550 $ 1,000 $ 11,550 ALL 300 Level SERVICES$ 14,550 $ 1,000 $ 15,550 CAPITAL OUTLAYS 401 MACHINERY & EQUIPMENT$ - $ - 402 IMPROVEMENTS $ - $ - 404 LEASE$ - $ - 405 LAND$ - $ - 410 FACILITY IMPROVEMENTS$ - $ - 452 IMPROVEMENTS$ - $ - CAPITAL OUTLAYS SUBTOTAL$ - $ - TOTAL$ 201,065 $ 6,000 $ 207,065
3
Town of Fishers Organizational Chart
Administration
Community Development
Engineering
Fire and Emergency Services Town Court Boards and Fleet Commissions Management Citizens Town Council Human Town Manager Resources Clerk-Treasurer Information Technology
Parks and Recreation
Police
Public Works
Public Relations
Personnel Assumptions
* The budget reflects no increase in health insurance premiums for either the employee or the Town
* The budget reflects 3% pay increase for performance pool for 2013 The 3% Merit Pay for performance pool in 2013 results in an increase to the budget by $313,021.
* The budget reflects 2013 steps to proceed for police, fire, public works The cost for steps to proceed: Police 57 staff, with 17 directly affected1 @40,221; Fire 86 staff, with 15 directly affected1 @ $26,603; PW 44 staff @ $34,186 Total increase $101,010
* The budget reflects a 5% increase in the maximum salary of (battalion chief; deputy fire marshal; captain; lieutenant; chief; sergeant; and first class officers) fire & police Increase of the maximum salary affects the budget as follows: Police 27 staff @ $2731.41 = $73,748.07; and Fire 27 staff @ $2731.41 = $73,748.07; Total increase of $147,496.14
* The budget reflects a 2.5% increase in salaries of public works laborers (grades 7 and 12) This change will benefit 44 staff in PW at a total increase of $34,186
* The budget reflects $500 increase in incentive pay for public works senior laborers Senior Laborer PW = 4 staff @ $500 = total increase of $2,000
* The budget reflects $1000 increase in incentive pay for fire department medics Medics FD = 37 staff @ $1000 = total increase of $37,000
* The budget reflects the increase of employer contributions to civilian PERF (1.5%) and $621.41 public safety PERF PERF for 163 civilian personnel is a total increase of $98,337.67; Police 90 @ $621.41 and Fire 123 @ $621.41 is a total increase of $132,360.33 > for a total overall increase of $230,698 * The budget reflects increase in FT staff, as detailed on back of this page Notes: 1 Directly affected staff is different for Public Safety Personnel as several of the upper level have 'maxed out' of the step program. Town Manager Recommendations
* The budget reflects no increase in health insurance premiums for either the employee or the Town
* The budget reflects 3% pay increase for performance pool for 2013
* The budget reflects 2013 steps to proceed for police, fire, public works
* The budget reflects a 5% increase in the maximum salary of (battalion chief; deputy fire marshal; captain; lieutenant; chief; sergeant; and first class officers) fire & police
* The budget reflects a 2.5% increase in salaries of public works laborers (grades 7 and 12)
* The budget reflects $500 increase in incentive pay for public works senior laborers
* The budget reflects $1000 increase in incentive pay for fire department medics
* The budget reflects the increase of employer contributions to civilian PERF (1.5%) and $621.41 public safety PERF
* The budget reflects increase in FT staff, as detailed on back of this page
( M8F3AD%%:%D
Town of Fishers FTE's: 2011 2013 160 140 120 100 80 60 40 20 0
2011 Adopted Full Time Equivalents 2012 Adopted Full Time Equivalents 2013 Proposed Full Time Equivalents**
Town Authorized Full Time Equivalents (FTE*) Employee Positions
2011 Adopted Full Time 2012 Adopted Full Time 2013 Proposed Full Time Department Equivalents Equivalents Equivalents**
Administration 11 17 14 Clerk Treasurer's Office 88 8 CommunityCommunity DevelopmentDevelopment 17 13 13 Engineering 20 20 7 Fire & Emergency Services 125 127 136 Fleet Management 81011 Information Technology 78 11 Parks & Recreation 87 9 Permitting & Inspections 00 11 Police 103 103 106 Public Works 68 62 70 Town Court 01 2
Total 375 376 398
2013 Proposed Personnel Changes**
Position Action Position Action Assistant Director of Planning Addition Firefighter / Medic (9) Addition (after 3rd qtr of 2013) Assistant Engineer Addition Patrol Officer (3) Addition (after 2nd qtr of 2013) Fleet Mgt Clerk Receptionist Change from PTE to FTE Building Maint Labors (1) Addition Info Tech: Admin/Help Desk Change from PTE to FTE Building Maint HVAC Tech Addition Parks & Recreation: Clerk Recept Change from PTE to FTE Parks Maintenance Laborer Addition Parks & Recreation: Naturalist Change from PTE to FTE Wastewater Laborer Addition Wastewater Utility Analyst Addition
* FTE is the equivalent of 1820 total hours for the year. Each column represents current staff, additional staff, and interdepartmental **The proposed 22 personnel changes for 2013 are included in the total "2013 Proposed Full Time Equivalents" column and the following
Approved 2013 Town of Fishers FTE's by Department Clerk-Treasurer's Administration Office Community Town Court 3% 2% Development 0% 3%
Engineering Public Works 2% 18%
Fire & Emergency Services Police 34% 27%
Fleet Management Permitting & 3% Inspections Information 3% Parks & Recreation Technology 2% 3%
Town Authorized Full Time Equivalents (FTE*) Employee Positions 2011 Adopted Full 2012 Adopted Full 2013 Approved Full Department Time Equivalents Time Equivalents Time Equivalents** Administration . / Clerk-Treasurer's Office " " " Community Development . Engineering - - . Fire & Emergency Services ( . # Fleet Management " - Information Technology . " Parks & Recreation " . & Permitting & Inspections - - Police - - -# Public Works #" # .- Town Court - Total !+
* ( 2,%% 2,%2 2,%C Administration 0L ( %%:,, 2:,, %E:,, C:,, %D:,, C:,, ( 2,%% 2,%2 2,%C Clerk Treasurer's Office 0L ( 8:,, C:3, 8:,, C:3, 8:,, %:,, ( 2,%% 2,%2 2,%C Permitting & Inspections 0L ( ,:,, ,:,, ,:,, ,:,, %%:,, ,:,, ") B( %G%G%C
( 2,%% 2,%2 2,%C Community Development 0L ( %E:,, C:,, %C:,, C:,, %D:,, 2:,,
( 2,%% 2,%2 2,%C Engineering 0L ( 2,:,, 3:FE 2,:,, 3:FE E:,, ,:,,
( 2,%% 2,%2 2,%C Fire & Emergency Services 0L ( %23:,, C:F% %2E:,, C:F% %CF:,, ,:,,
( 2,%% 2,%2 2,%C Fleet Management 0L ( 8:,, 2:,, %,:,, 2:,, %%:,, %:,,
( 2,%% 2,%2 2,%C Information Technology 0L ( E:,, ,:,, 8:,, %:,, %%:,, ,:,,
( 2,%% 2,%2 2,%C Parks & Recreation 0L ( 8:,, %%:8F E:,, %2:8F <:,, E:2E
( Police Department 2,%% 2,%2 2,%C B( B( 5( ) B( ( 0L ( %,C:,, %:,, %,C:,, %:,, %,F:,, 2:,,
( 2,%% 2,%2 2,%C Public Works / )" .. 0L (
( 2,%% 2,%2 2,%C Town Court 0L ( ,:,, ,:,, %:,, ,:,, 2:,, 2:,,
4- B + CE3:,, CEF:,, C<8:,,
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Town of Fishers | 2012
P U B L I C T R U S T When local government leaders are trusted, an environment of cooperation is more likely to surround all decisions they make. Cooperation leads to easier communication between leaders and residents and increases the likelihood that high value policies and programs will be implemented to improve the quality of life of the entire community. Trust can be measured in residents’ opinions about the overall direction the Town of Fishers is taking, their perspectives about the service value their taxes purchase and the openness of government to citizen participation. In addition, resident opinion about services provided by the Town of Fishers could be compared to their opinion about services provided by the state and federal governments. If residents find nothing to admire in the services delivered by any level of government, their opinions about the Town of Fishers may be colored by their dislike of what all levels of government provide.
A large majority of respondents felt that the value of services for taxes paid was “excellent” or “good.” When asked to rate the job the Town of Fishers does at welcoming citizen involvement, 77% rated it as “excellent” or “good.” All of the four public trust ratings were much above the national and custom benchmarks. Ratings for the value of services for the taxes paid to Fishers, the overall direction that Fishers is taking, and the job Fishers does at welcoming citizen involvement increased over time.
FIGURE 79: PUBLIC TRUST RATINGS BY YEAR
80% 2012 The value of services 2009 for the taxes paid to 68% 2006 Fishers* 78%
85% The overall direction 79% that Fishers is taking* 76%
The job Fishers 77% government does at 64% welcoming citizen involvement* 63%
95% Overall image or 95% reputation of Fishers 95%
0% 25% 50% 75% 100%
Percent "excellent" or "good"
* For jurisdictions that have conducted The NCS prior to 2008, a change in the wording of response options may cause a decline in the percent of residents who offer a positive perspective on public trust. It is well to factor in the possible change due to question wording this way: if you show an increase, you may have found even more improvement with the same question wording; if you show no change, you may have shown a slight increase with the same question wording; if you show a decrease, community sentiment is probably about stable. Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 4646 Town of Fishers | 2012
FIGURE 80: PUBLIC TRUST BENCHMARKS National Populations 64,000 to 149,000 comparison comparison Value of services for the taxes paid to Fishers Much above Much above The overall direction that Fishers is taking Much above Much above Job Fishers government does at welcoming citizen involvement Much above Much above Overall image or reputation of Fishers Much above Much above
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 4747
@ 4
Town of Fishers Administration Department
Budget Staff Budget Manager (2) Deputy Town Manger Business Process Staff (4)
Human Resources Assistant (2) Director of Human Resources Administrative Assistant Town Manager
Public Relations Assistant
Director of Public Website Design Relations Coordinator
Assistant to Town Public Relations Manager Intern
Fishers Administration Operations
2013 Objectives
Development and implementation of plan for automation of the following processes: Special Events – including public property, public right-of-ways, Town parks, and events hosted / sponsored by the Town. Travel / Purchase cards Council Packet / Agenda Standardized processes Employee cross-training
Design and Development of the following: Training Manual for claims, contracts, and change order processes Town-wide processes for new vendors, contracts, and change order processes Fillable .pdf forms / templates for claims, contracts, and change order coversheets Updated and thorough master spreadsheet for the Boards and Commissions
Design and provide paperless Council Packets utilizing thin client laptops in Council Chambers
Design, Develop and Oversee the following: Contract and change order tracking system Billing system for items billed by the Administration Department for payment due the Town. (including: snow removal; ground maintenance; sewer loan reimbursements) Transition of all processes and documents currently used by Admin Ops from OnBase (document storage software) to MS SharePoint
Continue to oversee the funding of Grant projects: Holland Park Senior Programming Center - Community Development Block Grant (CDBG) Cottingham Estates Sanitary Sewer – State and Tribal Grant Program (STAG) Replacement of Street Lights / Upgrade to LED lighting – Energy Efficient Community Block Grant (EECBG)
Implementation of the following: Document retention policy
Apply for and obtain State and Federal for funding for Town Projects by working with the Town’s State and Federal Lobbyists.
Department: Administration (includes Human Resources)
Total Department Budget Summary
Expenditures by Category Approved Approved Proposed 2011 2012 2013
Personnel Services
Supplies
Professional Services
Other Services
Capital Outlays
Total Expenditures: $3,047,660 $3,197,539 $4,438,954
Expenditure by Category
Personnel Services Other Services 26% 33%
Supplies 2% Professional Services 39%
Expenditures by Fund
General
Sewer
Stormwater
Total Expenditures: $3,047,660 $3,197,539 $4,438,954
Town of Fishers | 2012
Health and Wellness Healthy residents have the wherewithal to contribute to the economy as volunteers or employees and they do not present a burden in cost and time to others. Although residents bear the primary responsibility for their good health, local government provides services that can foster that well being and that provide care when residents are ill.
Residents of the Town of Fishers were asked to rate the community’s health services as well as the availability of health care, high quality affordable food and preventive health care services. All ratings of community health and wellness access received positive ratings for the Town of Fishers and were much above the national and custom benchmarks. Ratings remained constant compared to past survey years.
FIGURE 59: RATINGS OF COMMUNITY HEALTH AND WELLNESS ACCESS AND OPPORTUNITIES BY YEAR
80% 2012 2009 Availability of affordable 75% 2006 quality health care
76%
79%
Availability of affordable 79% quality food
82%
83%
Availability of preventive 82% health services
0% 25% 50% 75% 100%
Percent "excellent" or "good"
FIGURE 60: COMMUNITY HEALTH AND WELLNESS ACCESS AND OPPORTUNITIES BENCHMARKS National Populations 64,000 to 149,000 comparison comparison Availability of affordable quality health care Much above Much above Availability of affordable quality food Much above Much above Availability of preventive health services Much above Much above
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 3535 Town of Fishers | 2012
Community Ratings O V E R A L L C O M M U N I T Y Q U A L I T Y Overall quality of community life may be the single best indicator of success in providing the natural ambience, services and amenities that make for an attractive community. The National Citizen Survey™ contained many questions related to quality of community life in the Town of Fishers – not only direct questions about quality of life overall and in neighborhoods, but questions to measure residents’ commitment to the Town of Fishers. Residents were asked whether they planned to move soon or if they would recommend the Town of Fishers to others. Intentions to stay and willingness to make recommendations provide evidence that the Town of Fishers offers services and amenities that work.
Most of the Town of Fishers’ residents gave high ratings to their neighborhoods and the community as a place to live. Further, most reported they would recommend the community to others and plan to stay for the next five years. Ratings remained stable over time.
FIGURE 3: RATINGS OF OVERALL COMMUNITY QUALITY BY YEAR
2012 95% 2009 2006 The overall quality of 97% life in Fishers
97%
93%
Your neighborhood as 90% a place to live
93%
98%
Fishers as a place to 98% live
98%
0% 25% 50% 75% 100%
Percent "excellent" or "good"
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 7 Town of Fishers | 2012
FIGURE 4: LIKELIHOOD OF REMAINING IN COMMUNITY AND RECOMMENDING COMMUNITY BY YEAR
2012 97% 2009 Recommend living in Fishers to someone who asks 96%
93% Remain in Fishers for the next five years 95%
0% 25% 50% 75% 100% Percent "somewhat" or "very" likely
FIGURE 5: OVERALL COMMUNITY QUALITY BENCHMARKS National Populations 64,000 to 149,000 comparison comparison Overall quality of life in Fishers Much above Much above Your neighborhood as place to live Much above Much above Fishers as a place to live Much above Much above Recommend living in Fishers to someone who asks Much above Much above Remain in Fishers for the next five years Much above Much above Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 8
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Clerk Treasurer's Office
B /' 55637 / B * 0 /' /' ( B / 555
Department: Clerk Treasurer
Total Department Budget Summary
Expenditures by Character Approved Approved Approved Proposed 2010 2011 2012 2013
Personnel Services
Supplies
Other Services
Capital Outlays
$718,059 $702,059 $719,019 $803,383
Expenditures by Category
Other Services 24% Personnel Services 67% Supplies 7%
Expenditures by Fund
General
Sewer
Storm Water
$718,059 $702,059 $719,019 $803,383
> @ - 4
Town of Fishers Community Development
Senior Planner AICP (3)
Assistant Director Planner II Intern Planning Code Enforcer (2)
Planner I GIS (2)
Inspector
Permits Manager
Part Time Utilty Utility Locator Locator
Director / Building Commissioner Inspector I (2) Director of Community Chief Inspector Development Inspector II (2)
Administrative Assistant
Clerk Receptionist
Assistant Director Associate Planner of Zoning Administrator Zoning
Records Manager
Office Manager
Administrative Assistant Assistant Director of Economic Development
Department: Community Development
Total Department Budget Summary
Expenditures by Character Approved Approved Proposed 2011 2012 2013
Personnel Services
Supplies
Other Services
$1,174,026 $1,174,026 $1,545,583
Expenditure By Category
Other Services 31%
Personnel Services 64%
Supplies 5%
Expenditures by Fund
General
$1,174,026 $1,174,026 $1,545,583
Town of Fishers | 2012
Land Use and Zoning Community development contributes to a feeling among residents and even visitors of the attention given to the speed of growth, the location of residences and businesses, the kind of housing that is appropriate for the community and the ease of access to commerce, green space and residences. Even the community’s overall appearance often is attributed to the planning and enforcement functions of the local jurisdiction. Residents will appreciate an attractive, well-planned community. The NCS questionnaire asked residents to evaluate the quality of new development, the appearance of the Town of Fishers and the speed of population growth. Problems with the appearance of property were rated, and the quality of land use planning, zoning and code enforcement services were evaluated.
The overall quality of new development in the Town of Fishers was rated as “excellent” or “good” by 80% of respondents. The overall appearance of Fishers was rated as “excellent” or “good” by 90% of respondents and was much higher than the benchmark. When rating to what extent run down buildings, weed lots or junk vehicles were a problem in the Town of Fishers, 3% thought they were a “major” problem. The services of land use, planning and zoning, code enforcement and animal control were rated much above the benchmarks.
FIGURE 16: RATINGS OF THE COMMUNITY'S "BUILT ENVIRONMENT" BY YEAR
2012 80% 2009 2006 Overall quality of new 75% development in Fishers
77%
90%
Overall appearance of 94% Fishers
93%
0% 25% 50% 75% 100%
Percent "excellent" or "good"
FIGURE 17: BUILT ENVIRONMENT BENCHMARKS National Populations 64,000 to 149,000 comparison comparison Quality of new development in Fishers Much above Much above Overall appearance of Fishers Much above Much above
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 1515 Town of Fishers | 2012
E C O N O M I C S U S T A I N A B I L I T Y The United States has been in recession since late 2007 with an accelerated downturn occurring in the fourth quarter of 2008. Officially we emerged from recession in the third quarter of 2009, but high unemployment lingers, keeping a lid on a strong recovery. Many readers worry that the ill health of the economy will color how residents perceive their environment and the services that local government delivers. NRC researchers have found that the economic downturn has chastened Americans’ view of their own economic futures but has not colored their perspectives about community services or quality of life.
Survey respondents were asked to rate a number of community features related to economic opportunity and growth. The most positively rated features were Fishers as a place to work and the overall quality of business and service establishments. Ratings for employment opportunities increased over time.
FIGURE 24: RATINGS OF ECONOMIC SUSTAINABILITY AND OPPORTUNITIES BY YEAR
57% 2012 Employment 48% 2009 opportunities 2006 48%
71%
Shopping opportunities 75%
69%
83%
Fishers as a place to work 80%
81%
79% Overall quality of business and service 83% establishments in Fishers
0% 25% 50% 75% 100%
Percent "excellent" or "good"
FIGURE 25: ECONOMIC SUSTAINABILITY AND OPPORTUNITIES BENCHMARKS National Populations 64,000 to 149,000 comparison comparison Employment opportunities Much above Much above Shopping opportunities Much above Much above Fishers as a place to work Much above Much above Overall quality of business and service establishments in Fishers Much above Much above
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 18 Town of Fishers | 2012
Residents were asked to evaluate the speed of jobs growth and retail growth on a scale from “much too slow” to “much too fast.” When asked about the rate of jobs growth in Fishers, 58% responded that it was “too slow,” while 29% reported retail growth as “too slow.” Fewer residents in Fishers compared to other jurisdictions believed that retail growth was too slow and fewer residents believed that jobs growth was too slow.
FIGURE 26: RATINGS OF RETAIL AND JOB GROWTH BY YEAR
2012 58% 2009 Jobs growth seen as too 2006 62% slow 50%
29% Retail growth seen as too 20% slow 14%
0% 25% 50% 75% 100%
Percent of respondents
FIGURE 27: RETAIL AND JOB GROWTH BENCHMARKS National comparison Populations 64,000 to 149,000 comparison Retail growth seen as too slow Much less Much less Jobs growth seen as too slow Much less Much less
FIGURE 28: RATINGS OF ECONOMIC DEVELOPMENT SERVICES BY YEAR 2012 2009 76% 2006
Economic development 73%
77%
0% 25% 50% 75% 100%
Percent "excellent" or "good"
FIGURE 29: ECONOMIC DEVELOPMENT SERVICES BENCHMARKS National comparison Populations 64,000 to 149,000 comparison Economic development Much above Much above
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 19 Town of Fishers | 2012
Residents were asked to reflect on their economic prospects in the near term. Twenty-six percent of the Town of Fishers residents expected that the coming six months would have a “somewhat” or “very” positive impact on their family. The percent of residents with an optimistic outlook on their household income was much more than comparison jurisdictions.
FIGURE 30: RATINGS OF PERSONAL ECONOMIC FUTURE BY YEAR
2012 2009 2006 26%
What impact, if any, do you think the economy will have on your family 18% income in the next 6 months?
35%
0% 25% 50% 75% 100%
Percent "very" or "somewhat" positive
FIGURE 31: PERSONAL ECONOMIC FUTURE BENCHMARKS National Populations 64,000 to 149,000 comparison comparison Positive impact of economy on household income Much above Much above
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 20
3 &/ 4 @ - > @ - 4 - D # #
Department: Permitting and Inspections
Total Department Budget Summary
Expenditures by Character Approved Approved Proposed 2011 2012 2013
Personnel Services
Supplies
Other Services
$883,474 $840,002 $849,741
Other Services Expenditures by Category 11% Supplies 6%
Personnel Services 83%
Expenditures by Fund
General
MVH
Sewer
Stormwater
883,474 840,002 849,741
Town of Fishers | 2012
FIGURE 18: RATINGS OF POPULATION GROWTH BY YEAR 2012 2009 63% 2006
Population growth seen as 71% too fast
82%
0% 25% 50% 75% 100%
Percent of respondents
FIGURE 19: POPULATION GROWTH BENCHMARKS National comparison Populations 64,000 to 149,000 comparison Population growth seen as too fast Much more Much more
FIGURE 20: RATINGS OF NUISANCE PROBLEMS BY YEAR 2012 2009 3% 2006
To what degree, if at all, are run down buildings, 2% weed lots or junk vehicles a problem in Fishers?
0%
0% 25% 50% 75% 100%
Percent a "major" problem
FIGURE 21: NUISANCE PROBLEMS BENCHMARKS National Populations 64,000 to 149,000 comparison comparison Run down buildings, weed lots and junk vehicles seen as a "major" problem Much less Much less
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 16 Town of Fishers | 2012
FIGURE 22: RATINGS OF PLANNING AND COMMUNITY CODE ENFORCEMENT SERVICES BY YEAR
64% 2012 2009 Land use, planning and 2006 58% zoning
49%
73%
Code enforcement (weeds, abandoned 71% buildings, etc.)
81%
82%
Animal control 83%
84%
0% 25% 50% 75% 100%
Percent "excellent" or "good"
FIGURE 23: PLANNING AND COMMUNITY CODE ENFORCEMENT SERVICES BENCHMARKS National Populations 64,000 to 149,000 comparison comparison Land use, planning and zoning Much above Much above Code enforcement (weeds, abandoned buildings, etc.) Much above Much above Animal control Much above Much above
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 17
:& & @ 4
0))
Assistant Engineer (Projects)
Assistant Engineer Engineering (Development) Technician Director of Engineering Engineering Cooperative
Engineering Intern
Department: Engineering
2 3 Objectives
Construction and Installation completed for the following:
Adaptive Traffic Signal Control system on 96th Street, Allisonville Road, and 116th Street 96th Street and Allisonville Road Intersection Improvement Roundabout intersection improvement at Fall Creek Road and Brooks School Road
Design and Land Acquisition completed for the following:
Roundabout intersection improvement at Southeastern Parkway and 136th Street. Roundabout intersection improvement at 106th Street and Crosspoint Boulevard. Roundabout intersection improvement at 106th Street and Geist Road.
Design and Land Acquisition continued for the following:
Roundabout intersection improvement at 106th Street and Eller Road.
Design and Land Acquisition started for the following:
Interchange of 106th Street at I-69. Intersection improvement at 106th Street and Cumberland Road.
Develop short-term and long-range plans for Town-wide trail, sidewalk, and multi-use path interconnectivity.
Update Fishers standard drawings, construction standards, and construction specifications.
Department: Engineering
Total Department Budget Summary
Expenditures by Character Approved Approved Proposed 2011 2012 2013
Personnel Services
Supplies
Other Services
$381,924 $391,924 $714,270
Other Services Expenditures by Category 6% Supplies 6%
Personnel Services 88%
Expenditures by Fund
General
Sewer
MVH
Stormwater
$626,099 $391,924 $714,270
: & -
0) (
Division Chief of Communciations
Divison Chief of Risk Management Captain/Deputy Fire Deputy Chief of Marshal Administration Division Chief of Life Safey/Fire Marshal Fire Inspectors (3)
Administrative Office Manager Assistants Receptionist Fire Chief (2)
Division Chief of Training Captain Education and Safety
Shift Training Deputy Chief of Division Chief of EMS Instructors Operations (3)
Battalion Chiefs Staion Captains Station Lieutenants Station Crews (3) (5)
Department: Fire and Emergency Services
2 3 Objectives
Administration Goals: Developing and Maintaining a Progressive and Dynamic Organization o Fire Department administration will continuously review management and administration policies to maintain a progressive and innovative organization. Maintaining National Fire Service Accreditation o Fire Department will maintain its status as a nationally accredited fire service agency as recognized by the Commission on Fire Accreditation International. Insurance Service Organization (ISO) Rating o Fire Department management will work with Town Administration to ensure that the town receives the best possible fire insurance rating within our means to minimize the cost for our community. Staffing Needs and Recommendations o The Fire Department administration will study and analyze staffing levels needed for all positions, and make recommendations as needed for safe and efficient operations. Human Resources Personnel Policies o Policies for hiring, retention, promoting, rewarding, and disciplining employees will be coordinated with Town’s Human Resources department and Metropolitan Board of Fire Commissioners. Mutual Aid and Dual Response Agreements o Fire Department administration will assure that the organization will create and administer local, regional, and state mutual aid and dual response agreements with other emergency response agencies. To Provide Purchasing of Apparatus and Maintenance to Facilities and Apparatus o A planned schedule for the replacement and maintenance of the fire and EMS apparatus, equipment, facilities, and support vehicles will be developed and presented to the Fire Chief annually.
Operations Goals: Management of Emergency Operations o Fire Department administration will assure that the department continues to manage and control incidents consistent with nationally recognized standards such as the National Incident Management System and National Fire Protection Association. Hazardous Materials o Fire Department will maintain its capacity to respond to special operational situations for Hazardous Materials response. Technical Rescue o Fire Department will maintain its capacity to respond to special operational situations for Technical Rescue response. Water Rescue o Fire department will maintain its capacity to respond to special operational situations for Water Rescue response.
EMS Goal: Fire Department Emergency Medical Response Program o The Fire Department will continue to provide a basic and advanced life support EMS program to serve the critical medical care needs of our community b y ensuring that we have highly trained, competent personnel, utilizing the latest technology, while maintaining a high degree of compassion.
Health & Wellness Goal: Risk Management and Loss Control Recommendations o Fire Department Executive Staff will develop and implement a comprehensive risk management program for employee health and safety, in concert with the Town’s safety committee.
Education and Safety Goals: Department Training and Education Program o Fire Department Administration will ensure that comprehensive training opportunities and educational programs are provided and designed to foster organizational effectiveness and individual career development opportunities to all personnel. Fire Corps Program o Fire Department will establish a program utilizing citizens to give back to their community by providing non-emergency assistance to the department.
Life Safety Goals: Fire Prevention, Public Education, and Fire Investigation Programs o The Life Safety Division will continue to develop effective programs in fire prevention, code enforcement, fire investigation and public education as needed to reduce fire losses, injuries and deaths. Emergency Management o Coordinate the activities of various Town departments responsible for continued operations during disasters, coordinate inter-local agreements for resource utilization, communicate with county, state, and federal agencies, and provide education and training.
Communications Goal: Communications and Data Management o The Communications Division will provide the most up-to-date technology available within our means of the Department for day-to-day operations including emergency incidents.
Department: Fire
Total Department Budget Summary
Expenditures by Character Approved Approved Proposed 2011 2012 2013
Personnel Services
Supplies
Other Services
Capital Outlays $12,619,318 $12,996,121 $13,572,710
Expenditure by Category Other Services Supplies 4% 3%
Personnel Services 93%
Expenditures by Fund
General
$12,619,318 $12,996,121 $13,572,710
Town of Fishers | 2012
Residents rated eight Town public safety services; all were rated much above the national and custom benchmark comparisons. Fire services and ambulance or emergency medical services received the highest ratings, while emergency preparedness and traffic enforcement received the lowest ratings. Ratings remained stable over time.
FIGURE 36: RATINGS OF PUBLIC SAFETY SERVICES BY YEAR 2012 94% 2009 2006 Police services 92%
95%
99%
Fire services 97%
99%
97%
Ambulance or emergency medical services 97%
98%
88%
Crime prevention 88%
87%
94%
Fire prevention and education 94%
95%
76%
Traffic enforcement 78%
75%
92%
Municipal courts
83% Emergency preparedness (services that prepare the community for natural disasters or other 77% emergency services)
0% 25% 50% 75% 100%
Percent "excellent" or "good"
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 2424 Town of Fishers | 2012
FIGURE 37: PUBLIC SAFETY SERVICES BENCHMARKS National Populations 64,000 to comparison 149,000 comparison Police services Much above Much above Fire services Much above Much above Ambulance or emergency medical services Much above Much above Crime prevention Much above Much above Fire prevention and education Much above Much above Traffic enforcement Much above Much above Courts Much above Much above Emergency preparedness (services that prepare the community for natural disasters or other emergency situations) Much above Much above
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 2525 Town of Fishers | 2012
FIGURE 38: CONTACT WITH POLICE DEPARTMENT
Have you had any in-person or phone contact with Good an employee of the Town of Fishers Police 30% Department within the last 12 months?
Fair 4%
Poor No Excellent Yes 9% 68% 57% 32% What was your overall impression of your most recent contact with the Town of Fishers Police Department?
FIGURE 39: CONTACT WITH FIRE DEPARTMENT
Have you had any in-person or phone contact with an employee of the Town of Fishers Fire Good Department within the last 12 months? 11% Excellent 84% Fair Yes 4% 17% Poor 2%
No What was your overall impression of your most 83% recent contact with the Town of Fishers Fire Department?
FIGURE 40: CONTACT WITH POLICE AND FIRE DEPARTMENTS BENCHMARKS National Populations 64,000 to comparison 149,000 comparison Had contact with the Town of Fishers Police Department Less Similar Overall impression of most recent contact with the Town of Fishers Police Department Much above Much above Had contact with the Town of Fishers Fire Department Similar Similar Overall impression of most recent contact with the Town of Fishers Fire Department Much above Much above
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 26
&
Town of Fishers Department of Fleet Management
Superintendent Fleet Management Mechanics (4) Director of Fleet Lead Mechanics Management (2) Part Time Mechanic Administrative Assistant
Department: Fleet Management
2 3 Objectives
Implementation of the following events / programs:
New software for better reporting, workflow for technicians Compressed Natural Gas (CNG) Alternative Fuel Program for the Town of Fishers Equipment for the Brine application (snow removal) Improved service to all departments Reduction of downtime and returns (come-backs)
Work towards achieving / obtaining the following:
Top 100 Certification for Fleet Management Continued certification for Technicians – ASE and EVT Continue to purchase fuel efficient vehicles Continue to purchase vehicles and equipment with long life
2012 Accomplishments
Started rust proofing our vehicles (in-house) to extend life and quality Improved safety of Town vehicles by improving inspections/repairs and installing chevrons and additional lighting on several PW trucks. Consolidated loans, saved 3-5% on loans, $200,000, cut terms by 5 years Certification obtained as a Blue Seal Certified shop Built small engine shop Purchased more fuel efficient, safer, police vehicles Purchased longer lasting stainless steel vehicle up-fits Assisted with upstart of Brine implementation on several vehicles Obtained 2nd Honorable mention in Top 100 certification out of 38,000 public fleets – in only 1½ years.
Department: Fleet Management
Total Department Budget Summary
Expenditures by Character Approved Approved Proposed 2011 2012 2013
Personnel Services
Supplies
Other Services
$1,733,477 $3,379,658 $3,901,669 Expenditures by Category
Other Services 5% Personnel Services 34%
Supplies 61%
Expenditures by Fund
General
MVH
Sewer
Stormwater
$1,733,477 $3,379,658 $3,901,669
/ & @ 4
B 5 )
Senior Systems System Administrator Administrators Part Time System Administrators (2) (2)
Applications and Process Coordinators Director of (2) Information and Technology GIS Technician GIS Coordinator (2)
Network Administrator
Department: Information Technology
2 3 Objectives
Fishers 2.0 initiation o Discontinue use of OnBase for document management o Fully migrate all content from OnBase, Email Archives, and Shared Drives to SharePoint document center o Identify and improve routine processes including: Electronic consumption of council packets Travel cards process Purchase Cards process Special Event process o Implement new work order and asset management application Fleet Management Public Works Fire Police o Standardize and offer credit card payments for additional purposes Permitting EMS Parks and Rec Facility reservations and deposits o Implement HR software suite o Implement automated cover sheet process for payroll o Implement mobile access to timekeeping for supervisors
Migrate Online primary web site and services from eGov to CivicPlus o Utilize Civic Plus for Streaming of Webcasts o Utilize Civic Plus for mass electronic communications Implement New Wireless network/infrastructure o Replace existing wireless access points throughout town facilities o Deploy external access points in courtyard o Connect Amphitheater and gazebo to fiber o Implement auto enrollment for guests Implement new endpoint client security Assist with new Fire Facilities o Assist in completion of Fire Station 96 Data wiring A/V Voice Access security
o Assist in completion of Station 97 VPN configuration A/V Voice Thin Clients
Improve Town Hall connectivity and technology o Admin Conference Room Technology Video Web Cam Phone conferencing Thin Client Wireless hardware agnostic connectivity o Bring additional fiber into the facility o Replace existing switches Replace T1 circuit at Holland Park Implement automated door security at various parks facilities Deploy Virtual Desktops to minimum 200 users Improve Technology in FS91 training rooms Deploy GIS services for consumption and editing outside of Arc Suite o SharePoint o Extranet o Public Website o Mobile Design, develop, and implement spatial integration import tool for SharePoint
Department: Information Technology
Total Department Budget Summary
Expenditures by Character Approved Approved Proposed 2011 2012 2013
Personnel Services
Supplies
Other Services
Capital Outlays
$1,008,579 $1,295,218 $1,694,567 Expenditures by Category Capital Outlays 1%
Other Services Personnel Services 46% 51%
Supplies 2%
Expenditures by Fund
General
Sewer
Storm Water
$1,008,579 $1,295,218 $1,694,567
3 1 6 @ 4
B / -
Recreation Program Part TIme Schedule Recreation Manager Coordinators Coordinator (2)
Naturalist (2)
Chief Naturalist
Director of Parks and Recreation Part TIme Naturalist
Outreach Manager Outreach Assistant
Clerk Receptionist
Department: Parks and Recreation
2 3 Objectives
Construction and Installation completed for the following:
Complete the Restrooms project at Ritchey Woods Building addition for Senior programs at Holland
Construction and Installation started for the following:
Bee Camp Creek Greenway Phase 1 of the Riverside Junior High Project Cyntheanne South Park
Implementation of the following events / programs:
Two new community events (Mud Day and Monsoon Madness) WildPlay project at Heritage Park New Golf League Third Friday Concert Series First Saturday Concert Series
Work towards achieving / obtaining the following:
Successful Arbor Day Program Increased use of the Cumberland, Holland and Billericay recreation buildings New sponsorship/partnership agreements Achieve 501 (c)(3) status for the Park Foundation Authorization from INDOT to complete engineering design of Cheeney Creek Nature Area with use of the Transportation Enhancement Grant
Future goal:
Promote modifications in area Elementary School from carpeted auditorium floors to rubberized floors – anticipation of future goal of creating Men’s Basketball, Co-Ed, Men’s and Women’s Volleyball league.
Department: Parks & Recreation
Total Department Budget Summary
Expenditures by Character Approved Approved Proposed 2011 2012 2013
Personnel Services
Supplies
Other Services
$875,761 $980,146 $1,112,427
Expenditures by Category
Other Services 26%
Supplies Personnel Services 10% 64%
Expenditures by Fund
General
$875,761 $980,146 $1,112,427
Town of Fishers | 2012
R E C R E A T I O N A N D W E L L N E S S Parks and Recreation Quality parks and recreation opportunities help to define a community as more than the grind of its business, traffic and hard work. Leisure activities vastly can improve the quality of life of residents, serving both to entertain and mobilize good health. The survey contained questions seeking residents’ perspectives about opportunities and services related to the community’s parks and recreation services.
Recreation opportunities in the Town of Fishers were rated positively as were services related to parks and recreation. Town parks, recreation programs or classes and recreation centers or facilities were rated much higher than the national and custom benchmarks and received high ratings from residents. The rating for recreation programs or classes increased from previous survey years.
Resident use of Fishers parks and recreation facilities tells its own story about the attractiveness and accessibility of those services. The percent of residents that used Fishers recreation centers was much greater than the percent of users in comparison jurisdictions. Similarly, recreation program use in Fishers was much higher than use in comparison jurisdictions. Ratings for recreation center use and recreation program use increased compared to past survey years.
FIGURE 47: RATINGS OF COMMUNITY RECREATIONAL OPPORTUNITIES BY YEAR
2012 2009 79% 2006
Recreational 77% opportunities
68%
0% 25% 50% 75% 100%
Percent "excellent" or "good"
FIGURE 48: COMMUNITY RECREATIONAL OPPORTUNITIES BENCHMARKS National comparison Populations 64,000 to 149,000 comparison Recreation opportunities Much above Much above
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 30 Town of Fishers | 2012
FIGURE 49: PARTICIPATION IN PARKS AND RECREATION OPPORTUNITIES BY YEAR
68% 2012 2009 Used Fishers recreation 2006 58% centers
36%
57%
Participated in a recreation program or 46% activity
57%
89%
Visited a neighborhood 87% park or Town park
91%
0% 25% 50% 75% 100%
Percent using at least once in last 12 months
FIGURE 50: PARTICIPATION IN PARKS AND RECREATION OPPORTUNITIES BENCHMARKS National Populations 64,000 to 149,000 comparison comparison Used Fishers recreation centers Much more Much more Participated in a recreation program or activity Much more Much more Visited a neighborhood park or Town park Similar More
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 31 Town of Fishers | 2012
FIGURE 51: RATINGS OF PARKS AND RECREATION SERVICES BY YEAR
93% 2012 2009 2006 Town parks 90%
92%
91%
Recreation programs 81% or classes
83%
90%
Recreation centers or 85% facilities
82%
0% 25% 50% 75% 100%
Percent "excellent" or "good"
FIGURE 52: PARKS AND RECREATION SERVICES BENCHMARKS National comparison Populations 64,000 to 149,000 comparison Town parks Much above Much above Recreation programs or classes Much above Much above Recreation centers or facilities Much above Much above
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 32 Town of Fishers | 2012
C O M M U N I T Y I N C L U S I V E N E S S Diverse communities that include among their residents a mix of races, ages, wealth, ideas and beliefs have the raw material for the most vibrant and creative society. However, the presence of these features alone does not ensure a high quality or desirable space. Surveyed residents were asked about the success of the mix: the sense of community, the openness of residents to people of diverse backgrounds and the attractiveness of the Town of Fishers as a place to raise children or to retire. They were also questioned about the quality of services delivered to various population subgroups, including older adults, youth and residents with few resources. A community that succeeds in creating an inclusive environment for a variety of residents is a community that offers more to many.
Almost all residents rated the Town of Fishers as an “excellent” or “good” place to raise kids and a high percentage rated it as an excellent or good place to retire. Most residents felt that the local sense of community was “excellent” or “good.” Many respondents felt the Town of Fishers was open and accepting towards people of diverse backgrounds. The rating for Fishers as a place to retire increased over time.
FIGURE 61: RATINGS OF COMMUNITY QUALITY AND INCLUSIVENESS BY YEAR
83% 2012 Sense of community 84% 2009 2006 84%
Openness and 75% acceptance of the community toward 77% people of diverse 74% backgrounds
72% Availability of affordable quality child 67% care 66%
97% Fishers as a place to 98% raise children 98%
72% Fishers as a place to 63% retire 62%
0% 25% 50% 75% 100%
Percent "excellent" or "good"
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 36 Town of Fishers | 2012
FIGURE 62: COMMUNITY QUALITY AND INCLUSIVENESS BENCHMARKS National Populations 64,000 to comparison 149,000 comparison Sense of community Much above Much above Openness and acceptance of the community toward people of diverse backgrounds Much above Much above Availability of affordable quality child care Much above Much above Fishers as a place to raise kids Much above Much above Fishers as a place to retire Above Above
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 3737 Town of Fishers | 2012
Services to more vulnerable populations (e.g., seniors, youth or low-income residents) ranged from 57% to 88% with ratings of “excellent” or “good.” Services to youth and low-income residents were above the benchmark while services to seniors were similar.
FIGURE 63: RATINGS OF QUALITY OF SERVICES PROVIDED FOR POPULATION SUBGROUPS BY YEAR
74% 2012 2009 2006 Services to seniors 70%
69%
88%
Services to youth 80%
81%
57%
Services to low-income 52% people
0% 25% 50% 75% 100%
Percent "excellent" or "good"
FIGURE 64: SERVICES PROVIDED FOR POPULATION SUBGROUPS BENCHMARKS National comparison Populations 64,000 to 149,000 comparison Services to seniors Similar Similar Services to youth Much above Much above Services to low income people Above Above
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 38
3 @ 4
Town of Fishers Police Department
Patrold Officer (42) Shift Commander Shift Supervisor K 9 Officer (3) Lieutenant (4) Seargeant (8) Reserves (2)
Traffic Unit Patrol Commander Seargeant (1) Captain Officer(2)
USD Administrative Assistant
Public Information Sergeant
Support Lieutenant HSE School Unit 1 Sergeant 2 Officers 1 DARE Officer
Support Commander Training Director Recruiting and Hiring Captain Sergeant Officer
Assistant Chief of Police (Major) 2 Records Clerks 1 Receptionist Recorddlds System and Fleet Accredidation Manager Sergeant
Animal Control Chief of Police
Police Technology Sergeant Sergeant Detectives Investigations Lieutenant Investigations Office Manager Forensic Services Unit 2 Sergeants 1 Property Tech
Lieutenant Investigators Narcotics Investigations Com. Captain Computer Crimes Sergeant Investigators Lieutenant Intelligence Joint Terrorism Task Force Investigators
Investigations Administrative Assistant
Fishers Police Department 2013 Objectives
Support Division Obtain additional IT support from Town IT department Implement i2’s CopLink Increase Intranet capability Increase supervision Recruit and hire three new positions Participate in National Night Out Implement electronic UCR reporting Investigate the ability to access/control school cameras for SRO’s Progress to paperless CALEA system with Power DMS
Patrol Division AVL out to all cars Continued implementation of L3 Mobile Video Research and implement the Ghost Car Partnership Implement at least two Anti-Crime Prevention meetings in coordination with Public Education Officer Implement mandatory supervisor coordination and coverage of special events Conduct a patrol supervisory retreat and training Expand role of the impact car Coordinate second annual FPD Open House
Investigations Division Initiate fingerprint examiner certification for two investigators Initiate training process for future lab technician Advanced telephone forensics training and certification for computer forensics lab Upgrade optics on ERT precision rifles (ERT) Select and train personnel for ERT vacant positions (ERT)
Training Multi-Town department active shooter/MCMAP scenario Conduct state mandate training in-house Transfer all training records to digital storage and maintenance of future records Obtain two sets of surface supply compatible equipment (Dive) Up-fit cars to train PIT
ObjectivesObjectives 2013 Department: Police
Total Department Budget Summary
Expenditures by Character Approved Approved Proposed 2011 2012 2013
Personnel Services
Supplies
Other Services Capital Outlays
$11,473,728 $11,216,930 $11,459,269
Expenditures by Category
Other Services 7% Supplies 4%
Personnel Services 89%
Expenditures by Fund
General
$11,473,728 $11,216,931 $11,459,269
Town of Fishers | 2012
P U B L I C S A F E T Y Safety from violent or property crimes creates the cornerstone of an attractive community. No one wants to live in fear of crime, fire or natural hazards, and communities in which residents feel protected or unthreatened are communities that are more likely to show growth in population, commerce and property value.
Residents were asked to rate their feelings of safety from violent crimes, property crimes, fire and environmental dangers and to evaluate the local agencies whose main charge is to provide protection from these dangers. Most gave positive ratings of safety in the Town of Fishers. About 92% of those completing the questionnaire said they felt “very” or “somewhat” safe from violent crimes and 92% felt “very” or “somewhat” safe from environmental hazards. Daytime sense of safety was better than nighttime safety. Safety ratings remained constant when compared to past survey years.
FIGURE 32: RATINGS OF COMMUNITY AND PERSONAL PUBLIC SAFETY BY YEAR
96% Safety in your 2012 neighborhood during the 99% 2009 day 97% 2006
87% Safety in your 91% neighborhood after dark 87%
Safety in Fishers' 98% downtown area during 97% the day 97%
88% Safety in Fishers' 89% downtown area after dark 88%
Safety from violent crime 92% (e.g., rape, assault, 94% robbery) 88%
Safety from property 79% crimes (e.g, burglary, 80% theft) 77%
92% Safety from 91% environmental hazards
0% 25% 50% 75% 100%
Percent "very" or "somewhat" safe
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 21 Town of Fishers | 2012
FIGURE 33: COMMUNITY AND PERSONAL PUBLIC SAFETY BENCHMARKS National Populations 64,000 to 149,000 comparison comparison In your neighborhood during the day Above Above In your neighborhood after dark Much above Much above In Fishers' downtown area during the day Much above Much above In Fishers' downtown area after dark Much above Much above Violent crime (e.g., rape, assault, robbery) Much above Much above Property crimes (e.g., burglary, theft) Much above Much above Environmental hazards, including toxic waste Much above Much above
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 22 Town of Fishers | 2012
As assessed by the survey, 6% of respondents reported that someone in the household had been the victim of one or more crimes in the past year. Of those who had been the victim of a crime, 85% had reported it to police. Compared to other jurisdictions fewer Fishers residents had been victims of crime in the 12 months preceding the survey and more Fishers residents had reported their most recent crime victimization to the police.
FIGURE 34: CRIME VICTIMIZATION AND REPORTING BY YEAR
2012 6% During the past 12 2009 2006 months, were you or anyone in your 6% household the victim of any crime? 6%
85%
If yes, was this crime (these crimes) reported to 70% the police? 72%
0% 25% 50% 75% 100%
Percent "yes"
FIGURE 35: CRIME VICTIMIZATION AND REPORTING BENCHMARKS National comparison Populations 64,000 to 149,000 comparison Victim of crime Much less Much less Reported crimes More More
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 23 Town of Fishers | 2012
FIGURE 38: CONTACT WITH POLICE DEPARTMENT
Have you had any in-person or phone contact with Good an employee of the Town of Fishers Police 30% Department within the last 12 months?
Fair 4%
Poor No Excellent Yes 9% 68% 57% 32% What was your overall impression of your most recent contact with the Town of Fishers Police Department?
FIGURE 39: CONTACT WITH FIRE DEPARTMENT
Have you had any in-person or phone contact with an employee of the Town of Fishers Fire Good Department within the last 12 months? 11% Excellent 84% Fair Yes 4% 17% Poor 2%
No What was your overall impression of your most 83% recent contact with the Town of Fishers Fire Department?
FIGURE 40: CONTACT WITH POLICE AND FIRE DEPARTMENTS BENCHMARKS National Populations 64,000 to comparison 149,000 comparison Had contact with the Town of Fishers Police Department Less Similar Overall impression of most recent contact with the Town of Fishers Police Department Much above Much above Had contact with the Town of Fishers Fire Department Similar Similar Overall impression of most recent contact with the Town of Fishers Fire Department Much above Much above
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 26
@ 4 3 E . 1
Town of Fishers Department of Public Works
Facilities Manager
Assistant Director Foreman Parks Laborers Parks Senior Laborers Operations Superintendent
Superintendent Assistant Building Maintenance Seasonal Laborers Buildings Superintendent Laborers
Stormwater Stormwater Engineer Technician
Laboratory Manager
Seasonal Laborers
Waste Water Director of Public Treatment Plant Works Assistant DIrector Manager Operators Water Quality
Maintenance Technician
Sewer Senior Laborers Supervisor
Maintenance Technicians
Superintendent Foreman Senior Laborers Laborers Seasonal Laborers Streets
Department: Public Works
2 3 Objectives
Implementation / Improvement of the following:
Workplace safety – including hire of safety coordinator Increased training and certification Preventive building maintenance action plan – including hire of HVAC Technician Communication during meetings that includes staff, as well as members of the community Continue to look for ways to improve high level of service to both internal and external customers
Development / Completion of the following:
Stormwater / Maintenance Utility Software – including hire of Utility Analyst Improvement of the Mud Creek area at 106th and Cumberland Road Successful refurbishment of the Inlet Building at WWTP Guaranteed Savings Contract for dewatering process and centrifuge technology Renovation of the interceptor under Cheeney Creek adjacent to the Hague Road lift station Reduction of infiltration of the sanitary sewer system Continue providing other communities with innovative, cost saving performance of daily operations.
2102 Accomplishments
Water Quality Division
Storm Sewer Maintenance Cleaned 500 structures Cleaned 130,000 feet of storm sewer pipe. Dredged the retention pond in the Sunblest subdivision Performed 250 repairs on storm sewer manholes, inlets and other structures Water Quality 350 rain barrels distributed to Town residents Participated in two recycling events – over 1,000 cars dropped off recyclable materials Participated in the White River and Geist Reservoir clean-ups Performed water quality testing at over 40 sites throughout the Town Performed 850 erosion control plan reviews and site inspections
Street Sweeping Swept 4,300 lane miles of arterial and neighborhood streets Removed 3,200 cubic yards of debris from the streets Sanitary Sewer Maintenance Jet cleaning over 200,000 feet of the sanitary sewer system 1,500 sanitary sewer structures inspected Cleaned 1,200 sanitary sewer manholes Performed 100 spot repairs on sanitary sewer lines Performed 300 repairs on sanitary sewer manholes and other structures
Wastewater Treatment Treated over 2.2 billion gallons of wastewater Marketed 12,500 tons of Fishers N-Viro Soil Performed 1,200 work orders on lift station and treatment plant equipment and facilities
Capital Improvements Upgraded the Allisonville Road and Hague Road lift stations In-situ lining of the Smock Creek Interceptor Sanitary Sewer Drainage Study for the Windermere Subdivision Drainage Study for Sand Creek Ashford Pointe Water Quality Improvements Design of Cheeney Creek WWTP Dewatering and Inlet Building Improvements
Operations Division
Parks (Greenway) Maintenance In a working relationship with Fall Creek Township DPW maintained the cemeteries in their jurisdiction. Work included tombstone maintenance, tree trimming, mowing etc. Fishers was the first community in Hamilton County to partner with Janus Development. This relationship allowed us to refurbish 270 picnic tables and 200 trash cans with the help of the work force at Janus. We worked closely with the Cincinnati Reds and held was able to hold a “Reds Camp” last June at Billericay Park. New bridge construction at Brooks School Park was completed allowing foot traffic over Mud Creek during inclement weather. Public Works was a key player in the construction of the Nickel Plate Amphitheatre. We completed fiber connections from the PD, FD and amphitheatre completed the landscaping on the site that includes the trees, lighting, sodding and irrigation. Recently finished construction of the new parking lot a Cheeney Creek Natural Area. Played a key role for Special Events – Firefighter Combat Challenge, Freedom Festival, Art in the Park, I am Piano, Fair Train, Concerts, Movies in the Park, Amphitheater Grand Opening, Oktoberfest, Renaissance Fair, HSE/Fishers High Schools Football games, F.A.S.T. Triathlon, YMCA 5K Turkey Trot, Saxony 5K, Reynolds Christmas light display and many others. New recreation shelters at Olio Fields and Brooks School Park 25 new trees at Brooks School thanks to Arbor Day
Streets Maintenance Completed the LED retrofit of street lights - which has reduced our power consumption by nearly 50%. DPW staff accomplished over 150,000 lineal feet of roadway striping and associated pavement markings in 2012 in the overnight hours to reduce traffic concerns. Constructed stone parking lot and asphalt path for Launch Fishers. Assisted Fishers Fire Department at Enterprise Rent a Car fire. Irrigation at 238 and 131 and lantern roundabouts Watering medians during extreme summer drought to prevent grass fires
Building Maintenance Ambassador House tuck pointing, Flashing, and electrical needs Building Demo at Fleet Renovated restrooms at PD HVAC upgrades – TH, PD south street, Fleet, and PW Completed demolition of AR Storage that was once in place on Britton Park Drive. Reconstructed the buildings to be used by Fleet Management and Public Works Departments. Completed full building audits of all Town structures and are currently seeking grant opportunities to fund the needs. Completed retrofitting Fishers Town Hall and Police Department building with LED lighting. Intend to retrofit all of the Town of Fishers buildings with LED lighting. As part of the building audits we are making great strides at installing energy saving devices with the use of motion detectors for lighting etc.
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Town of Fishers | 2012
E N V I R O N M E N T A L S U S T A I N A B I L I T Y Residents value the aesthetic qualities of their hometowns and appreciate features such as overall cleanliness and landscaping. In addition, the appearance and smell or taste of the air and water do not go unnoticed. These days, increasing attention is paid to proper treatment of the environment. At the same time that they are attending to community appearance and cleanliness, cities, counties, states and the nation are going “Green”. These strengthening environmental concerns extend to trash haul, recycling, sewer services, the delivery of power and water and preservation of open spaces. Treatment of the environment affects air and water quality and, generally, how habitable and inviting a place appears.
Residents of the Town of Fishers were asked to evaluate their local environment and the services provided to ensure its quality. The overall quality of the natural environment was rated as “excellent” or “good” by 81% of survey respondents. Cleanliness of Fishers received the highest rating, and it was much above the benchmarks. Ratings remained stable over time.
FIGURE 41: RATINGS OF THE COMMUNITY'S NATURAL ENVIRONMENT BY YEAR
94% 2012 Cleanliness of Fishers 2009 97%
Quality of overall 81% natural environment in Fishers 82%
Preservation of natural 70% areas such as open space, farmlands and greenbelts
86% Air quality 88%
0% 25% 50% 75% 100%
Percent "excellent" or "good"
FIGURE 42: COMMUNITY ENVIRONMENT BENCHMARKS National Populations 64,000 to 149,000 comparison comparison Cleanliness of Fishers Much above Much above Quality of overall natural environment in Fishers Above Much above Preservation of natural areas such as open space, farmlands and greenbelts Above Much above Air quality Much above Much above Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 2727 Town of Fishers | 2012
Resident recycling was less than recycling reported in comparison communities. This rating increased from 2006 to 2012.
FIGURE 43: FREQUENCY OF RECYCLING IN LAST 12 MONTHS BY YEAR
2012 2009 69% 2006
Recycled used paper, cans or bottles from your 64% home
54%
0% 25% 50% 75% 100%
Percent using at least once in last 12 months
FIGURE 44: FREQUENCY OF RECYCLING BENCHMARKS National Populations 64,000 to 149,000 comparison comparison Recycled used paper, cans or bottles from your home Much less Much less
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 28 Town of Fishers | 2012
Sewer service and storm drainage were rated highly; both were above the benchmark comparisons. Ratings for storm drainage increased over time.
FIGURE 45: RATINGS OF UTILITY SERVICES BY YEAR
2012 84% 2009 2006 Sewer services 81%
81%
80%
Storm drainage 72%
70%
0% 25% 50% 75% 100%
Percent "excellent" or "good"
FIGURE 46: UTILITY SERVICES BENCHMARKS National comparison Populations 64,000 to 149,000 comparison Sewer services Above Above Storm drainage Much above Much above
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 29 Town of Fishers | 2012
Six transportation services were rated in Fishers. As compared to most communities across America, ratings were positive. All services were above the national and custom benchmarks.
FIGURE 8: RATINGS OF TRANSPORTATION AND PARKING SERVICES BY YEAR
72% 2012 Street repair 67% 2009 2006 69%
83% Street cleaning 83% 82%
76% Street lighting 83% 74%
72% Snow removal 65% 55%
74% Sidewalk maintenance 74% 76%
59% Traffic signal timing 53% 45%
0% 25% 50% 75% 100%
Percent "excellent" or "good"
FIGURE 9: TRANSPORTATION AND PARKING SERVICES BENCHMARKS National comparison Populations 64,000 to 149,000 comparison Street repair Much above Much above Street cleaning Much above Much above Street lighting Much above Much above Snow removal Much above Much above Sidewalk maintenance Much above Much above Traffic signal timing Above Much above
Survey™ by The National Citizen National Research Center, Inc.
The National Citizen Survey™ 11
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Town of Fishers Town Court
Court Reporter
Citizens Judge Bailiff
Clerk of Court
Fishers Town Court
2 3 Objectives
Capital & Budget
Establish permanent office space for staff Revenues to exceed cost of operation Contract with 3rd Party Collections Agency Streamline Credit Card collections
Case Load Management
Address imbalance in Court filings Set Bench Trials for Failure to Appear Cases; convert Fail to Appear to Fail to Pay by Default Judgment
Clerical
Electronic storage of all permanent Court records Set standards for increased staff education and professional development
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Other Services 8%
Supplies 12% Personnel Services 80%
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Town of Fishers
Planning Ahead
Requests for Capital Funding Past and Present Projects
Priority FUND Grant Approved Recommended Submitted Recommended Submitted Submitted Ranking 5 YEAR Capital Plan 2011 2012 2013 2013 2014 2015 Department Capital Expenditures Engineering Department 2011 A Bio-retention swales on 126th Street STORM $100,000 $150,000 B Pervious Pavement - Hamilton Proper Park STORM $200,000 A Stormwater Master Plan Drainage Improvements STORM $100,000 A 126th Street phase II BOND $13,000,000 A 131st Street & Lantern Road RAB BOND $500,000 A 116th Street & Ringer Road Widening BOND $200,000 C 116th Street & Commercial Drive $300,000 B 104th Street/Florida Road/Georgia Road Design RIF $150,000
2012 Intersections & Thoroughfares th 106 Street & Crosspoint Roundabout GO Bond $ 500,000 $100,000$ 1,000,000.00 st 131 St & SR 37 improvements GO Bond $ 300,000 st 141 St & SR 37 improvements GO Bond $ 300,000 st 141 Street (SR 37 to Howe Rd) overlay GO Bond $ 300,000 Downtown Redevelopment GO Bond $2,500,000 Geist Bond Fall Creek & Brooks School Roundabout Bond $ 600,000 $ 1,200,000.00 th Geist Road & 106 Street Roundabout Bond $ 500,000 th Geist Road & 106 Street Roundabout Land Acquisition Bond $150,000$ 1,000,000.00 th 113 Street (Olio to Southeastern Pkwy) overlay and widen Bond $ 500,000 th Fall Creek (96 St to Brooks School) overlay and improve drainage Bond $ 500,000 th 96 Street (Carroll Rd to Springs of Cambridge) pedestrian bridge and trail Bond $ 250,000 Design of the above (Fall Creek & Brooks School, 106th/Geist, 96th Street Trail) Bond $ 300,000 Right-of-way & Utilities for above Bond $ 500,000 Olio Road Lighting Design Bond $0 $50,000 Olio Road Lighting Construction Bond $0 $450,000 Butler TIF Bond th 135 Place intersection, signal, and connection to Britton Park Drive TIF Bond $ 1,500,000 th 135 Place & Britton Park Drive Roundabout TIF Bond $ 500,000 Michigan Left-Turn TIF Bond 96th & Allisionville (Michigan Left-Turn Construction) TIF Bond $ 7,500,000 CMAQ Grant We need to budget design, and 20% of Construction th Eller Road and 106 Street Roundabout Design CMAQ $ 60,000 th 96 Street and Lantern Road Roundabout Design CMAQ $ 200,000 Transportation Enhancement Grant Grant will cover 80% of Construction costs Cheeney Creek Park Trail & Pedestrian Bridge TE $ 380,000 Eller Road (106th to Riverside School) trail & Pedestrian Bridge TE $ 380,000
2012 Stormwater Design moved to Public Works A Pond Dredging - Eng SW STORM $100,000 A Cumberland Rd & Sand Creek Improve Phase I - Eng SW STORM $250,000 C Windermere Drainage Improvements - Eng SW STORM $200,000 A 126th St Vegetative Swales - Bond Bond $300,000
2013 - 2017 A 106th Street at Eller Road Roundabout - Design RIF $211,540 A 106th Street at Eller Road Roundabout - Land Acquisition RIF $100,000$ 100,000.00 A 106th Street at Eller Road Roundabout - Construction (Local) RIF $237,500 A 106th Street at Eller Road Roundabout - Construction (Federal) CMAQ $950,000 A 96th Street at Lantern Road Roundabout - Engineering RIF $241,808 A 96th Street at Lantern Road Roundabout - Land Acquisition $200,000$ 200,000.00 A 96th Street at Lantern Road Roundabout - Construction (Local) RIF $600,000 A 96th Street at Lantern Road Roundabout - Construction (Federal) CMAQ $2,400,000 Technology Drive Intersection Solution - Engineering GO Bond $125,000 Technology Drive Intersection Solution - Construction GO Bond $1,400,000 Adaptive Signal Control (Local) RIF $400,000 Adaptive Signal Control (Federal) CMAQ $2,000,000 I-69 at 106th Street Interchange Study - Phase 2 RIF $50,000 106th Street at Cumberland Road Intersection Improvement - Engineering $150,000 106th Street at Cumberland Road Intersection Improvement - Land Acquisition $250,000 106th Street at Cumberland Road Intersection Improvement - Construction (Local) $375,000 106th Street at Cumberland Road Intersection Improvement - Construction (Federal) CMAQ $1,500,000 113th Street at Florida Road Intersection Improvement - Engineering $150,000 $150,000 113th Street at Florida Road Intersection Improvement - Land Acquisition $150,000 $150,000 106th Street Trail from Crosspoint to Lantern - Construction MVH $350,000 Maple Street Reconstruction/Downtown Drainage - Construction STM $1,600,000.00 Town-Wide Roadway Resurfacing CCD $1,000,000 $1,000,000 $1,000,000 Town-Wide Trail Projects MVH $250,000$ 300,000.00 $250,000 $250,000 136th Street Widening from Southeastern Parkway to Prairie Baptist Road $ 500,000.00 Sand Creek/Cumberland Road Elevation Pending Bond $ 250,000.00 Resurface Existing Roadways CCD $1,000,000.00
Priority FUND Recommended Recommended Submitted Recommended Submitted Submitted Ranking* 5 YEAR Capital Plan 2011 2012 2013 2013 2014 2015 Department Capital Expenditures Fire Department Current Lease Obligations VIN #58586 (2002 KME E-92) $78,602 $78,602 VIN #48516 (2004 Crimson E-95) $43,330 $43,330 VIN # T2060 (2007 Seagrave E- 91) $60,630 $60,630 VIN # 08910 (2008 Chevy 3500 Medtec A-92) $37,397 Vin # 31990, 31993 (9501-9503) Tahoe $18,878 Rescue 91 (750,000 lease payment) $77,499 $77,499 Ambulance 93 /Upgrade Self Contatined Breathing Apparatus $132,957 $66,478 2010 A 2010 Chevy 3500 A-95 Replacement $36,142 $36,142 A Replacement of Ladder 91( Lease payment on $1,050,000) $132,000 $132,000 2011 A Replace: Engine 93 ($450,000 lease payment) $62,000 A Replace: Staff Vehicle ($30,000 lease payment) EMS $11,000 $11,000 A Replace: Staff Vehicle ($30,000 lease payment)Communications $11,000 $11,000 A Stryker Power Cots (2) $25,000 A EMS Laptop Replacement $24,000 2012 Personal Protective Gear - CCI $40,000 Firehouse Records Management - CCI $29,910 2013 Station 92/96 Soft Costs $140,000 $ 140,000 FEMA Grant Match (RIT Equipment, Thermal Imaging Camera's) $30,100 Replace Ladder 92 $ 650,000 Equipment for one engine $ 60,000 Fire Staff Vehicle $ 32,000
Priority 4 YEAR Capital Plan Fund Recommended Recommended Submitted Recommended Submitted Submitted Ranking 2011 2012 2013 2013 2014 2015 Department Capital Expenditures Fleet Management 2012 Current Obligations Public Safety Vehicles & Motorized Equipment CCD $ 500,000 Public Safety (continued) General $ 422,999 Parks Public Works Vehicles & Motorized Equipment General $ 206,438 Streets Public Works Vehicles & Motorized Equipment MVH $ 19,716 Sewer Public Works Vehicles & Motorized Equipment Sewer $ 49,000 Addition Vehicles / Equipment Public Safety Vehicles & Motorized Equipment Rainy Day 1,000,000$ 147,930 Parks Public Works Vehicles & Motorized Equipment General 645081$ 15,645 Streets Public Works Vehicles & Motorized Equipment MVH 273130$ 253,414 Sewer Public Works Vehicles & Motorized Equipment Sewer 132011$ 83,011 2013
Public Works Water Quality Division Utility/Crane Truck 606 $ 95,000 $ 50,000 Public Works Water Quality Division Easement Jet 606 $ 35,000 $ 35,000 Public Works Water Quality Division Colorado Pickup 606 $ 20,000 $ 20,000 Public Works Water Quality Division Colorado Pickup 606 $ 20,000 Portable Truck Lifts Lease $ 49,800.00 Protable Generators Lease $ 12,000.00
Priority FUND Recommended Recommended Submitted Recommended Submitted Submitted Ranking* 5 YEAR Capital Plan 2011 2012 2013 2013 2014 2015 Department Capital Expenditures IT Department 2011 A Pentamation Upgrade $15,000 A Dry Fire Suppression (Police Station) $30,000 B HR Module $30,000 2012 NimBus Network Monitoring System - upgrade/replace CCI $20,000 Major IT Project - approved by council Feb 2012 Combo $2,104,500 Financed with loan and CCD - with future loan payments from CCI 2013
2011 2012 Ritchey Woods Restrooms CCI$ 100,000 Harrison Thompson Park Replacement CDBG Cyntheanne Park South Bond$ 3,500,000 Acquisition of New Parks Property PIF$ 272,000 PIF$ 200,000 PIF$ 18,000 CCI$ 10,000 2013 Priority FUND GRANT Recommended Recommended Submitted Recommended Submitted Submitted Ranking 5 YEAR Capital Plan 2011 2012 2013 2013 2014 2015 Department Capital Expenditures Public Works Department Building Maintenance A Reshingle Roofs. TH, 91, Ambassador House, Eller, Harrison Thompson$ 200,000 B Oil/Water Separator - Fire Station 91 $ 20,000 A HVAC for Town Hall (Roof and Fire Sprinkler) (Eric checking on this) Pending Bond$ 200,000 $550,000 B Town Hall New Furniture and Conf table and Council Bench Pending Bond$ 500,000 A Town Hall Renovations $ 1,500,000 $2,000,000 A Town Hall Complex New Paint and Signage. (Stamped Concrete) (Paint bid out) $ 265,000 $265,000 C Lighting Repairs. Cont. LED Upgrades $ 30,000 A PW Improvemnts. Larger Restrooms and Break Room $ 200,000 A WWTP Needs. Roofing and Lights $ 75,000 B PD Repairs $ 25,000 B Apron Repairs for Fire Stations $ 50,000 B Ambassador House Improvemnts. Windows, Siding, Paint $ 20,000 C RCC Parking Lot Fleet $ 50,000 A New Windows Station 91 $ 20,000 A New HVAC 91 $ 50,000 C Seal Coat Parking Lots $ 25,000 B Holland Renovations $ 150,000 B Changing Stations and Kid Step Stools for Park Restrooms $ 20,000 B Paint and Cosmetic Needs at Parks $ 20,000 A New HVAC PW $ 25,000 B Upgrade Oil/Water Seperator PW $ 40,000
Public Works Fleet B 3 F550s and 5 F350s (2010 Leases) $131,162 C F350 Crew Cab (Sew/SW) B 2 F550 Dump with Chameleon (parks) $136,000 B 2 F350 Crew Cabs (Parks) $60,000 B Replace truck 33, with F350, 2001 120,00 miles (Streets) $30,000 B Replace truck 43, with F350 crew cab, 2003 111,000 miles (Streets) $35,000 B Replace truck 44, with F350 crew cab, 2003 124,000 miles (Streets) $35,000 B Tandem Axle Dumpbody (Streets) $180,000 WWTP B Water Quality Division - Utility/Crane Truck $ 95,000 $50,000 B Water Quality Division - Easement Jet $ 35,000 $35,000 B Water Quality Division - Colorado Pickup $ 20,000 $20,000 C Street B 1 Tandem dump w/top cut hole and cover w/brine $ 165,000 $165,000 B 1 Single dump (adjust spinner higher?) trade Sterling $ 120,000 $120,000 B 1 Crew cab 550 (dump or flatbed??) -20,000 w/o dump $ 80,000 $80,000 B 2 Crew cab 3500's $ 90,000 $90,000 B 2 Bed replacements $ 70,000 $70,000 C 1 Additional lighting on trucks, arrow boards on sweepers $ 10,000 B 1 Light tower $ 9,000 C 2 Large message boards $ 52,000 B 1 Hydraulic trailer (low-lift) $ 12,000 B 1 Crane truck - option install crane on bucket truck $ 25,000 C 1 Skid mounted Hotsy (Mid-States) $ 20,000 B 1 Hotbox $ 37,000 $37,000 Building Maintenance A $ 56,000 $28,000 Parks B B B $70,000 C B B $120,000 B B Parks Maintenance A Install Irrigation and Well at Hamilton Proper $39,861$ 100,000 A Construction of New Athletic Fields at Riverside( expand ball fields. Large plateau area $ 750,000 C New Ball Field Fencing at Harrison Thompson $ 80,000 B Trees $50,000$ 20,000 A New Landscaping PD $11,000$ 50,000 C Seal Coat Parking lots and Paths $16,400$ 25,000 C 2nd Shelter at Brookschool $ 20,000 B Shelter at Heritiage $ 30,000 B Build Material Storage at Billericay, (salt, sand, top dressing, condt)$ 20,000 C New Splash Pad. Location? $ 100,000 A Billericay Lower Pod Restroms $ 300,000 $300,000 A Finish Irrigation Upgades at PD, BMV, Train Station $ 35,000 Ritchey Woods Lift Station - Force Main $ 100,000 $100,000 Street Maintenance C 116th Cross Walks Repairs. Stamped concrete $ 50,000 A Complete Fence Replacements 116th $ 175,000 C Median Landscape Renovations $ 80,000 A Fall Creek and 96th Roundabout Plantings $ 100,000 C Down Town Amenities and Centenaial Park Improvemnts $ 50,000 A Resurfacing $ 1,000,000 C Decrotive Street Sign Pole Repalcements for Town Property's $ 20,000 B Ash Tree Repalcement $ 20,000 A Light Pole Painting Town Hall $ 30,000 C Build Jesey Wall Storage at Flat Fork $ 30,000 C Create Fund for Signal Arm/Mast Replacement $ 20,000 A New Salt Barn at PW $ 400,000 A Electric Gate Opener for West Gate at PW $ 20,000 A Set Water Meter, Bore and Install Irrigation at Roundabouts (6) $ 35,000 $35,000 Street Sweeper $150,000 Sewer/Stormwater A Sewer Jet Truck $90,000 A Rehab Cedar Cove $150,000 A Smock Creek Lift Station Basin I&I Program 606 $100,000$ 100,000 $100,000 $100,000 $100,000 A Allisonville Rd/Hague Rd Lift Station Improvements Construction 608 $1,000,000 $600,000 B River Glen Lift Station back up power generator 608 $25,000 B River Glen Lift Station control cabinet replacement and SCADA 606 $20,000 B Lantern Road Lift Station control cabinet replacement and SCADA 606$ 25,000 $25,000 A Insitu Line 2,000 LF of the Hague Road Interceptor 606$ 350,000 $350,000 B Upgrade EC2 system at Smock Creek lift station 606$ 75,000 $75,000 B Upgrade EC2 system at Allisonville Road lift station 606 $75,000 B Upgrade EC2 system at Hague Road lift station 606 $75,000 Cottingham Estates Sewer $2,000,000
Stormwater Design A Pond Dredging - Eng SW 606 $100,000$ 125,000 A Cumberland Rd & Sand Creek Improve Phase I - Eng SW 606 $250,000$ 250,000 C Windermere Drainage Improvements - Eng SW (Allen Project) 606 $200,000$ 320,000 $ 320,000 A 126th St Vegetative Swales - Bond Bond $300,000 B Windermere Drainage Improvements - Eng SW (Phase II) Pending Bond $ 300,000 $ 300,000 B Old Town Redevelopment Drainage Project (Engineering/Initial Construction Pending Bond $ 250,000 $ 250,000 B 106th Street/Cumberland Road/Mud Creek Flood Improvements 606 $ 850,000 106th and Cumberland Floodplain Pending Bond $ 2,082,993 116th and Hoosier Road Floodplain Pending Bond $ 300,000 106th and Cheeney Creek Floodplain Pending Bond $ 300,000 Britton Branch, Weaver Creek, and Home Run Floodplain Pending Bond $ 5,000 Oliver Shoemaker Kitch Detailed Floodplain Pending Bond $ 10,000 Heath Ditch, Eller Run, and Behner Brook Floodplain Pending Bond $ 15,000 Delight Creek Floodplain Pending Bond $ 5,000 Sand Creek Floodplain Pending Bond $ 50,000 Mud Creek Floodplain Pending Bond $ 50,000 Geist Reservoir and Thor Run Floodplain Pending Bond $ 10,000 Fall Creek Near Madison County Floodplain Pending Bond $ 10,000
Treatment Plant B Replace two skid steer loaders with one $40,000 B In-situ Aeration DO metering/SCADA $ 75,000 $75,000 B DO/Blower/SCADA $ 150,000 $150,000 A Inlet Building Refurbishment (combined with Odor Control, I&C and HVAC 606 $75,000 A Screening Facility Improvments (previously "Installation of 2nd Large Scree 608 $120,000$ 373,000 $373,000 A Grit Removal Facility Improvements (previously "Replace Grit Pumps and W 606$ 617,700 $617,700 B Dewatering Facility Improvements (previously "Installation of certrifuge dew 608 $300,000$ 1,000,000 $1,000,000 $700,000 $700,000 B Inlet Building Odor Control Improvements 606 $121,300 B Inlet Building HVAC Improvements 606 $124,200 B Inlet Building Instrumentation and Control System Improvements 606 $192,800 A Replace Existing Screening Conveyor/Compactor with New Belt Conveyor 608 $121,800 C New Mechanical Vortex Grit Removal Facility 608 $1,280,350 C Replace Existing Primary Sludge Valve Actuators 606 $130,500 C Replace Primary Sludge Pumps 606 $435,000 C Vac-truck dump/wash site 608 $75,000$ 75,000 B SCADA Wonderware upgrade 606 $35,000$ 35,000 Subtotal $2,004,423 $2,090,000 $13,630,700 $12,868,693 $1,870,100 $2,285,850
Town of Fishers
2013 Approved Capital Budget
Additional / Lease/ Department Replacement Vehicle Purchase Cost
Additional / Lease/ Department Replacement Item Purchase 2013 Cost
Project Location Funding 2013 Cost
Department Item Funding 2013 Cost
Department Project Funding 2013 Cost
Project Location Funding 2013 Cost
4-year Project Project Location Funding Cost
2013 Facilities, Renovations, and Grounds Improvements CIP FUND Recommended Department Capital Expenditures 2013 Submitted by Fire Station 92/96 Soft Costs $140,000
Submitted by Public Works Building Maintenance Re-shingle Roofs. TH, 91, Ambassador House, Eller, Harrison Thompson $ 200,000 HVAC for Town Hall (Eric checking on this) $ 200,000 Town Hall New Furniture and Conf table and Council Bench $ 500,000 Town Hall Renovations $ 1,500,000 Fire Sprinkler System at TH $ 150,000 Town Hall Complex New Paint and Signage. (Paint bid out) $ 200,000 Stamped Concrete for Front of Town Hall $ 65,000 PD Repairs $ 25,000 New Windows Station 91 $ 20,000 New HVAC 91 $ 50,000 Subtotal $3,050,000
2013 Parks, Playgrounds, Recreation Facilities, and Shelters CIP FUND Recommended Department Capital Expenditures 2013 Construction of New Athletic Fields at Riverside(expand ball fields. Large plateau w/ irrigation) PIF$ 750,000 Shelter at Heritage (look at sponsorship dollars) Sponsorship$ 30,000 Billericay Lower Pod Restrooms$ 300,000 Ritchey Woods Restrooms CCD$ 295,000 Subtotal $1,375,000
2013 Streets, Roads, Sidewalks, and Multi-Use Pathways CIP Recommended Department Capital Expenditures FUND 2013 Submitted by Engineering Intersections & Thoroughfares 106th Street & Crosspoint Roundabout GO Bond$ 1,000,000 Maple St Construction GO Bond$ 1,600,000
Geist Bond Fall Creek and Brook School Road Construction Geist Bond $ 1,200,000 106th Street and Geist Roundabout Geist Bond $ 1,000,000
Road Impact Fees 106th Street at Eller Road Roundabout - Land Acquisition RIF$ 100,000 96th Street at Lantern Road Roundabout - Land Acquisition RIF$ 200,000 136th and Prairie Baptist Design/Construction (difference) RIF$ 500,000
Cumulative Capital Development Projects Resurfacing CCD$ 1,000,000 Town-Wide Trail Projects CCD$ 300,000 Set Water Meter, Bore and Install Irrigation at Roundabouts (6) CCD$ 35,000
Subtotal $ 6,935,000
2013 Fleet, Vehicles, and Outdoor Equipment CIP FUND Recommended Fleet Capital Expenditures 2013 For the Current Obligations - various departments Fifth Third - Various Vehicles & Equipment - Loan 7655269848-007$ 1,022,330 Chase - Various Vehicles & Equipment - Loan 1000135640$ 478,470 Submitted by Fleet Management Portable Truck Lifts $ 49,800 Portable Generators $ 12,000 For the Police Department Replacement vehicles 20 @ $49,000 each)$ 980,000 For the Fire Department Replace Ladder 92$ 650,000 Equipment for one engine$ 60,000 Staff replacement - trade 1$ 32,000 WWTP Water Quality Division - Utility/Crane Truck (Submitted by Fleet)$ 50,000 Water Quality Division - Easement Jet (Submitted by Fleet)$ 35,000 Water Quality Division - Colorado Pickup - replacement for Impala$ 20,000 Streets 1 Tandem dump w/top cut hole and cover w/brine$ 165,000 1 Single dump (adjust spinner higher?) trade Sterling $ 120,000 1 Crew cab 550 (dump or flatbed??) -20,000 w/o dump$ 80,000 2 Crew cab 3500's $ 90,000 2 Bed replacements$ 70,000 1 Hotbox $ 37,000 Building Maintenance 1 Service vans $ 28,000 Parks 1 Skidsteer w/broom, tracks, forks, bucket$ 70,000 8 ExMarks 60" diesel LaserZ (@$15,000)$ 120,000 Subtotal of Proposed - 2013 $2,668,800 Current Obligations Total $1,500,800
Town Fleet Current Obligations (loan payments) Town Fleet New in 2013 (loan payments) Town Fleet Loan Payment Total for 2013 Department / Division Current Obligation Department / Division 2013 Proposed 2.6 M loan Department / Division 2013 Obligation
AD$ 4,338.83 AD$ - AD$ 4,338.83 BM$ - BM$ 6,112.54 BM$ 6,112.54 P&I$ 20,595.72 P&I$ - P&I$ 20,595.72 ENG$ 4,337.52 ENG$ - ENG$ 4,337.52 FD$ 844,683.22 FD$ 125,962.03 FD$ 970,645.25 PK$ 142,239.51 PK$ 41,477.97 PK$ 183,717.48 PD$ 248,771.87 PD$ 213,938.98 PD$ 462,710.85 FM$ 11,499.55 FM$ 13,491.25 FM$ 24,990.80 ST$ 129,304.38 ST$ 122,687.46 ST$ 251,991.84 WW$ 95,027.98 WW$ 32,745.76 WW$ 127,773.74 TOTAL$ 1,500,798.58 TOTAL$ 556,415.99 TOTAL$ 2,057,214.57
CURRENT OBLIGATION PROPOSED PYMT ON 2013 2.6M LOAN 2013 OBLIGATION CCD General Fund MVH Fund Sewer Fund Storm Fund General Fund MVH Fund Sewer Fund Storm Fund CCD General Fund MVH Fund Sewer Fund Storm Fund
$ 2,169.42 $ 1,084.71 $ 1,084.71 $ 2,169.42 $ 1,084.71 $ 1,084.71 $ $ $ $ 3,056.27 $ 1,528.14 $ 1,528.14 $ 3,056.27 $ 1,528.14 $ 1,528.14 $ 5,148.93 $ 5,148.93 $ 10,297.86 $ 5,148.93 $ 5,148.93 $ 10,297.86 $ 1,084.38 $ 3,253.14 $ 1,084.38 $ 3,253.14 $ 750,000.00 $ 94,683.22 $ 125,962.03 $ 750,000.00 $ 220,645.25 $ 142,239.51 $ 41,477.97 $ 183,717.48 $ 248,771.87 $ 213,938.98 $ 462,710.85 $ 8,624.66 $ 2,874.89 $ 10,118.44 $ 3,372.81 $ 18,743.10 $ 6,247.70 $ 96,978.29 $ 32,326.10 $ 92,015.60 $ 30,671.87 $ 188,993.88 $ 62,997.96 $ 95,027.98 $ 32,745.76 $ 127,773.74 $ 750,000.00 $ 493,012.95 $ 106,687.33 $ 101,261.62 $ 49,836.69 $ 384,435.25 $ 102,134.03 $ 34,273.90 $ 35,572.81 $ 750,000.00 $ 877,448.20 $ 208,821.36 $ 135,535.51 $ 85,409.50
$ 1,500,798.58 $ 556,415.99 $ 2,057,214.57
AD 50% GENERAL; 25% SEWER; 25% STORM AD 50% GENERAL; 25% SEWER; 25% STORM BM 50% GENERAL; 25% SEWER; 25% STORM BM 50% GENERAL; 25% SEWER; 25% STORM P&I 25% GENERAL; 25% SEWER; 50% STORM P&I 25% GENERAL; 25% SEWER; 50% STORM ENG 25% MVH; 75% STORM ENG 25% MVH; 75% STORM FD 100% GENERAL (CCD providing $750,000 of the 'general') FD 100% GENERAL FD 100% GENERAL (CCD providing $750,000 of the 'general') PK 100% GENERAL PK 100% GENERAL PK 100% GENERAL PD 100% GENERAL PD 100% GENERAL PD 100% GENERAL FM 75% MVH and 25% STORM FM 75% MVH and 25% STORM FM 75% MVH and 25% STORM ST 75% MVH and 25% STORM ST 75% MVH and 25% STORM ST 75% MVH and 25% STORM WW 100% SEWER WW 100% SEWER WW 100% SEWER
@ E6 4
The Town of Fishers tries to balance its debt service with its long term financial planning and state statute limitations. Capital projects funded by bonds are often large scale projects that benefit the Town as a whole. They also tend to provide a service to the community for several years. *The state of Indiana only allows a municipality to have up to 2% of 30% of their true tax value in direct debt.
Schedule 10 TOWN OF FISHERS Ratios of Outstanding Debt by Type Last Ten Fiscal Years
Business-type Governmental Activities Activities
General Redevelopment Redevelopment Building Obligation COIT District Authority Corporation Capital Notes Wastewater Works Total Primary Debt per Fiscal Year Bonds Bonds Bonds Bonds Bonds Leases & Loans Revenue Bonds Government Capita 2011* $26,250,000 $ 6,375,000 $ 29,950,000 $ 55,655,000 $ 5,775,000 $ 5,661,732 $ - $ 4,800,000 $ 134,466,732 $ 1,751 2010* 20,410,000 6,705,000 20,000,000 46,650,000 2,350,000 3,799,287 - 5,870,000 10,784,287 1,378 2009* 9,225,000 7,135,000 20,000,000 49,120,000 3,205,000 2,727,684 - 6,895,000 98,307,684 1,504 2008 9,090,000 - - 32,845,000 4,210,000 2,175,893 11,900,000 7,815,000 68,035,893 1,041 2007 9,535,000 - - 34,510,000 5,460,000 1,836,264 1,819,741 8,735,000 61,896,005 947 2006 8,060,000 - - 36,105,000 6,535,000 1,552,470 521,839 9,620,000 62,394,309 1,191 2005 8,535,000 - - 37,695,000 7,590,000 1,748,624 715,503 10,470,000 66,754,127 1,274 2004 17,250,000 - - 29,985,000 8,615,000 1,662,278 891,500 11,290,000 69,693,778 1,330 2003 17,900,000 - - 29,985,000 9,650,000 1,542,301 - 12,070,000 71,147,301 1,358 2002 18,520,000 - - 18,000,000 10,480,000 1,765,257 - 13,120,000 61,885,257 1,267
NOTE: See Schedule 15 for personal income and population data. *No-obligation debt of $2,322,010 not included. See Note IV.C in the Notes to Financial Statements for more information. SOURCE: Town of Fishers, Indiana.
Schedule 11 TOWN OF FISHERS Ratios of General Bonded Debt Outstanding Last Ten Fiscal Years
General Bonded Debt Outstanding Redevelopment Redevelopment Building Percentage of Actual General Obligation District Authority Corporation Taxable Value of Debt Per Fiscal Year Bonds COIT Bonds Bonds Bonds Bonds Total Property Capita Population 2011 $ 26,250,000 $ 6,375,000 $ 29,950,000 $ 55,655,000 $ 5,775,000 $ 124,005,000 2.43%$ 1,615 76,794 2010* 20,410,000 6,705,000 2,000,000 46,650,000 2,350,000 96,115,000 2.21% 1,252 76,794 2009* 9,225,000 7,135,000 20,000,000 49,120,000 3,205,000 88,685,000 2.08% 1,356 65,382 2008 9,090,000 - - 32,845,000 4,210,000 46,145,000 0.89% 706 65,382 2007 9,535,000 - - 34,510,000 5,460,000 49,505,000 1.04% 757 65,382 2006 8,060,000 - - 36,105,000 6,535,000 50,700,000 1.23% 968 52,390 2005 8,535,000 - - 37,695,000 7,590,000 53,820,000 1.42% 1,027 52,390 2004 17,250,000 - - 29,985,000 8,615,000 55,850,000 1.55% 1,066 52,390 2003** 17,900,000 - - 29,985,000 9,650,000 57,535,000 1.70% 1,098 52,390 2002** 18,520,000 - - 18,000,000 10,480,000 47,000,000 2.31% 962 48,854
NOTE: Details regarding the Town's outstanding debt can be found in the notes to the financial statements. *No-obligation debt of $2,322,010 not included. See Note IV.C in the Notes to Financial Statements for more information. **Beginning in 2002, there was a state mandated change in formulas resulting in a conversion from Assessed Value to True Tax Value. Beginning in 2003, True Tax Value was based on Market Value. SOURCE: Town of Fishers, Indiana.
Schedule 12 TOWN OF FISHERS Direct and Overlapping Governmental Activities Debt As of December 31, 2011
Estimated Estimated Share of Percentage Direct and Debt Outstanding Applicable Overlapping Debt Direct Debt 2005 General Obligation Refunding Bonds (1996) $ 2,365,000 100.00%$ 2,365,000 General Obligation Bonds, Series 2002 2,050,000 100.00% 2,050,000 General Obligation Bonds, Series 2007 1,680,000 100.00% 1,680,000 General Obligation Bonds, Series 2009 1,815,000 100.00% 1,815,000 General Obligation Bonds, Series 2010 11,340,000 100.00% 11,340,000 General Obligation Bonds, Series 2011 4,000,000 100.00% 4,000,000 COIT Revenue Bonds of 2009 5,480,000 100.00% 5,480,000 COIT Refunding Revenue Bonds of 2009 895,000 100.00% 895,000 Bond Anticipation Note, 2011 3,000,000 100.00% 3,000,000
Redevelopment District Obligations Redevelopment District Bonds, Series 2009A $ 5,620,000 100.00%$ 5,620,000 Redevelopment District Bonds, Series 2009B 3,380,000 100.00% 3,380,000 Redevelopment District Bonds, Series 2009 (Saxony) 11,000,000 100.00% 11,000,000 Redevelopment District Bonds, Series 2011 (SR 37) 5,950,000 100.00% 5,950,000 Redevelopment District Bonds, Series 2011 (Geist) 4,000,000 100.00% 4,000,000
Lease Obligations 1996 Building Corporation Lease Rental Bonds $ 405,000 100.00%$ 405,000 2002 Building Corporation Lease Rental Bonds 1,370,000 100.00% 1,370,000 2003 Redevelopment Authority Lease Rental Bonds 9,250,000 100.00% 9,250,000 2005 Redevelopment Authority COIT Lease Rental Refunding Bonds 6,205,000 100.00% 6,205,000 2009 Redevelopment Authority Lease Rental Bonds 16,570,000 100.00% 16,570,000 2010 Redevelopment Authority Lease Rental Refunding Bonds 11,630,000 100.00% 11,630,000 2011 Building Corporation Lease Rental Bonds 4,000,000 100.00% 4,000,000 2011 Redevelopment Authority Lease Rental Refunding Bonds 12,000,000 100.00% 12,000,000
Total Direct Debt, Redevelopment District Obligations, and Lease Obligations $ 124,005,000
Overlapping and Underlying Direct Debt and Lease Obligations Hamilton Southeastern School District $ 317,296,661 76.48%$ 242,668,486 Hamilton County 79,439,692 24.85% 19,740,763 Hamilton East Public Library 23,435,000 53.50% 12,537,725 Fall Creek Township 390,000 92.86% 362,154 Delaware Township 2,560,000 95.53% 2,445,568
Total Overlapping and Underlying Direct Debt and Lease Obligations $ 277,754,697
Total $ 401,759,697
NOTE: Based upon 2011 payable 2012 net assessed valuation of the respective taxing units. SOURCE: Town of Fishers, Indiana
- Schedule 13 TOWN OF FISHERS Legal Debt Marging Information LastLast Ten Fiscal YearsYears
2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 NAV as certified for tax billing $ 5,104,496,745 $ 4,339,393,443 $ 4,271,784,321 $ 5,222,055,265 $ 4,777,843,181 $ 4,137,372,859 $ 3,782,803,304 $ 3,593,435,026 $ 3,383,506,096 $ 2,036,244,300 Factored by 1/3** 1,701,498,915 1,446,464,481 1,423,928,107 1,740,685,088 1,592,614,394 1,379,124,286 1,260,934,435 1,197,811,675 1,127,835,365 678,748,100 Statutory debt limit rate 2% 2% 2% 2% 2% 2% 2% 2% 2% 2% Debt Limit 34,029,978 28,929,290 28,478,562 34,813,702 31,852,288 27,582,486 25,218,689 71,868,701 22,556,707 13,574,962 Amount of debt applicable to debt limit 29,265,000 27,115,000 16,360,000 9,090,000 9,535,000 8,060,000 8,535,000 8,770,000 9,520,000 9,520,000 Legal debt margin 4,764,978 1,814,290 12,118,562 25,723,702 22,317,288 19,047,486 16,683,689 63,098,701 13,036,707 4,054,962
Legal Debt Margin as Percent of Debt Limit 14.00% 6.27% 42.55% 73.89% 70.06% 69.06% 66.16% 87.80% 57.80% 29.87%
NOTE: Legal Debt Margin Excludes Lease Rental Bonds SOURCE: Town of Fishers, Indiana
*Beginning in 2002, there was a state mandated change in formulas resulting in a conversion from Assessed Value to True Tax Value. Beginning in 2003, True Tax Value was based on Market Value. **Calculation due to change in assessed valuation formula.
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National Citizen Survey 2012 Results 95% view Overall Quality of Life as “excellent” or “good
72% rated Snow Plowing in Fishers as “excellent” or “good”
up from 65% in 2009
98% rated the services provided as “excellent” or “good”
98% of the 324 residents surveyed rated Fishers as an “excellent” or “good” place to live! 83% rated Fishers as an “excellent” or “good” place to raise children
99% rated fire services as “excellent” or “good”
SCUBA Dive Team
94% rated police services as
“excellent” or “good”
83% rated Fishers as an “excellent” or “good” place to work