CITY OF CARBONDALE, ILLINOIS ANNUAL BUDGET
Fiscal Year 2013 May 1, 2012 to April 30, 2013
CITY OF CARBONDALE ANNUAL BUDGET
May 1, 2012 - April 30, 2013
Platted November 27, 1852 Incorporated August 23, 1873 Council / Manager form of government Home Rule municipality Area in square miles 17.40 Number of full time equivalent employees 262.76
Officers and Officials Elected:
Joel Fritzler - Mayor
Corene McDaniel - Councilwoman Chris Wissmann - Councilman Lance Jack - Councilman Don Monty - Councilman Jane Adams - Councilwoman Lee Fronabarger - Councilman
Appointed:
Kevin Baity - City Manager Rachael Moore - City Clerk Don Ursini - Finance Director Deborah McCoy - Administrative Services Director Mike Kimmel - City Attorney Vacant - Development Services Director John Michalesko - Fire Chief Sean Henry - Public Works Director Jody O=Guinn - Police Chief Diana Brawley - Library Director
Prepared by the Finance Department
The Government Finance Officers Association of the United States and Canada (GFOA) presented an award for Distinguished Presentation to the City of Carbondale for its annual budget for the fiscal year beginning May 1, 2011.
In order to receive this award, a government unit must publish a budget document that meets program criteria as a policy document, as an operational guide, as a financial plan and as a communications device.
The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. INTRODUCTION
This budget document is prepared to enable the City Council, residents of Carbondale, investors, creditors, and other governmental units to gain the maximum understanding of the City's programs and financial operations.
The Series 1995 General Obligation Bonds were originally issued to provide funding for the construction of the City Hall/Civic Center located at 200 South Illinois Avenue in Downtown Carbondale.
The Series 2004 General Obligation Refunding Bonds were issued with an estimated average coupon rate of 3.67% replacing the outstanding Series 1995 General Obligation Bonds average coupon rate of 5.7%. The City will realize a savings of approximately $374,000 in interest over the remaining life of the bonds.
The City Hall/Civic Center provides office space for City Government operations including the Mayor and City Council, Office of the City Manager, Community Services Department, Development Services Department, Legal Department, Finance Department, Administrative Services Department, Fire Department, Emergency Management Services and Public Works Administration/Engineering. Adjoining the City Hall is the Civic Center, which provides 8,200 square feet of multi-purpose meeting rooms. The multi-purpose meeting rooms are used for City Council meetings and various meetings of boards and commissions in the community. The Civic Center is also available for use by the general public on a rental basis. Banquets, receptions, reunions, dances, workshops, conferences, trade shows and exhibitions can be accommodated. A catering kitchen, white wedding chairs and several pieces of multi-media equipment are also available for rent on the premises.
READER=S GUIDE TO USING THIS BUDGET
Special Revenue Funds Overview The Special Revenue Funds includes divisions where specific A government budget containing special terminology, forms, revenues for specific, legally restricted expenditures exist. charts and organization can become a challenge to the user. Motor Fuel Tax allocations from the State of Illinois for street The main objective of this document is to communicate this maintenance and repairs and traffic signals are included in information to the reader in a clear and understandable this section, as well as the Tax Increment Fund. manner. This guide has been included to help the reader understand the organization of this document and to help Debt Service Fund inform the reader where to look for certain types of This section is devoted to account for the redemption of information. principal, interest and paying fees for General Obligation Bonds issued on behalf of the City. Table of Contents The table of contents located in the front of the book will Community Investment Funds help in finding a specific topic quickly. Community Investment Funds are used for the construction of major capital facilities, streets, sidewalks and storm sewers. Introduction Capital projects such as water and sewer lines are budgeted in The introduction section contains information about the City the Waterworks and Sewerage Fund. of Carbondale and the budget process. The City Manager=s Budget Message gives an overview of the accomplishments Proprietary Funds during the current fiscal year and decisions made during the The Proprietary Funds includes the Waterworks and budget process that are included in the new fiscal year Sewerage Fund, Parking System Operations Fund, Solid budget. The City Organizational Chart, Departmental Waste Management Fund and the Rental Properties Fund. All Services Chart and Community Goals are all included in this of these are treated as self-supporting municipal activities that section. The reader can read about the history of the City, are similar to private businesses. Services are provided to the view information on the location of the City, services offered general public on a continuing basis and financed through and a community profile as well. charges for the services. Services include water and wastewater treatment and distribution, public parking lots, Budget Summaries refuse collection and rental properties owned by the City. This section contains information on the Financial Structure Goals, objectives and strategies are included in each and Policies, Budgetary Process and Procedures and Major division=s budget along with performance measures, the Revenue Assumptions and Fund Balance Analysis which number of full-time equivalent employees, organization guides the budget preparers during the development of the charts and line item expenditures. budget. Also, included are both the revenue and expenditure summary statements for all funds and accompanying charts Internal Service Fund and information on the number of full-time employees by This Fund is for the City=s Group Health Insurance for City department. employees and retirees.
General Fund Component Unit The General Fund is a major section of the budget document The Carbondale Public Library is a component unit and containing twenty-five divisions under eight departments. included in this budget. Services associated within the General Fund include general government, public safety, development services, public Community Investment Program works and community service. Goals, objectives and The Five-Year Community Investments Program (CIP) strategies are included in each division=s budget along with provides the reader a consolidated picture of all the CIP performance measures, the number of full-time equivalent projects that are funded by the various funds described above. employees, organization charts and line item expenditure The description, justification, expenditure year, funding accounts. source and the impacts the projects have on the City=s operations is detailed for each CIP project.
Readers Guide to Using This Budget
Supplemental Data This section gives the reader some important statistical information on such items as capital outlays, debt service, tax levies, demographic statistics and five-year historical financial data.
Five-Year Budget Projections This section provides the reader the longer-term outlook of the financial projections for all of the City=s funds. The projections should only be used as a guide rather than a definite statement of financial trends and stability.
Glossary of Terms The Glossary of Terms is included to help the reader with financial terms they may not be familiar with. TABLE OF CONTENTS
The table of contents located in the front of the book will help in finding a specific topic quickly.
Chill Out in the Park is hosted by the City of Carbondale, the Carbondale Fire Department and the Carbondale Park District and features four summer dates at each of Carbondale's four parks. A fire truck creates a water park for the children to play in. The event gives the kids a chance to cool off and have fun. The Carbondale Fire Department uses a "deluge gun" on top of the truck to spray about 500 gallons a minute gently down onto the park creating a gentle rain the children can play in. These events have been running for several years, and they're a great summer activity for the community.
THE TAABLE OF CONTENTS IS LISTED IN THIS POSITION IN THE PRINTED COPY.
BUDGET MESSAGE
The City Manager introduces the budget with the City Manager's Budget Message, a Short History ofCarbondale, Community Profile, Location Map and Website Address, City Organizational Chart, Departmental Services Chart, 2012 Accomplishments and future Community Goals and Objectives.
The Office of Economic and Regional Development at Southern Illinois University Carbondale established the Small Business Incubator Program with assistance from the Illinois Department of Commerce and Economic Opportunity (formerly the Illinois Department of Commerce and Community Affairs). This program helps to start or assist more than 60 businesses per year. It is housed within the Dunn-Richmond Economic Development Center in the Southern Illinois Research Park, adjacent to the main campus at Southern Illinois University Carbondale.
The SIU Carbondale Small Business Incubator Program's mission is to accelerate the start-up and expansion of small businesses in Southern Illinois. The program is here to provide the guidance and consulting necessary to make sure those start-up and expanding firms have the tools necessary to succeed.
The third building within the Dunn-Richmond Complex is underway. 200 South Illinois Avenue 1'.0 . Box 20~ 7 Carbondale, Illinois 62902·20-l7 Telephone: 6 t8 - 5~9 -530 2 Carbondale Fax: 6 t8 - ~ 57-3283 IL LINO I S ~ www.ci.carbonda le.il.us
June 30. 2012
Honorable Mayor Members of the City Council City of Carbondale
Mayor and Members of the City Council:
Attached is the Fiscal Year 2013 City of Carbondale Budget for the period from May 1. 2012 through April 30. 2013. This budget message presents an overview of the budget and the overall financial condition of the City. The budget is presented as a collection of separate funds, each of which consists of a self-contained set of revenues. expenditures, inter-fund transfers, and fund balance amounts. The budget document itself contains exp lanatory material about each of the funds and departments listed, as well as information on fund accounting and summary charts and graphs. It is hoped that this information is helpful in understanding the nature of the funds and departments and the purposes for which the amounts are appropriated. Additional detailed informati on and financial documentation are available upon request.
This budget continues the City's mission of providing quality serv ices with in the limits of fiscal responsibility. Specific goa ls are stated for each fund and depa rtment, giving specific examples ofthe programs and services to be provided with the funds appropriated.
BACKGROUND
FY 20 12 represented a modest turnarou nd for the City of Carbondale compared to the previous few years. Home Rule Sales taxes exceeded budgeted projections and the City was able to come in under the budgeted expenditures. In the fall of 20 11 , the City refunded the 2004 G. O. Refunding Bonds and issued an additional $2.8 million in debt for the construction ofa new fire station, while keeping the current principal and interest amounts flat. In April of 2011 a storm removed one third of the roof of the recently completed Public Safety Center. Repairs to the Public Safety Center were comp leted during FY 2012.
BUDGET SUMMARY
The FY 2013 budget represents a continuation ofthe gains made in FY 20 12. Employee raises of 2% across the board are provided, and health insurance benefits are unchanged. Increases in health premiums are being shared by the City and the employees and retirees. Double digit increases in pension costs and workers' compensation will be covered.
Home of Southern llliuoi« Llniucrsitv
Sales tax revenues are projected to increase by 1.0% during the coming fiscal year. Revenue of $810,729 will come from the municipal property tax levy, which will provide partial funding for public safety pension costs. The Water and Sewer rate structure was completely revised in FY 2012 with scheduled increases of 4.8% for Water and 12.5% for Sewer. Rate increases were developed for the next five years which will allow the City to increase the level of replacement of aging water & sewer lines as well as fund other capital items.
Capital projects planned for the coming year include the continuation of the sidewalk improvement program and a set-aside of $100,000 for future open space projects. The latter is a commitment made by the City when the Home Rule Sales Tax was increased for capital projects in 2008. These and other capital projects are described in the FY 2013 to FY 2017 Community Investment Program.
The FY 2013 Expenditure Budget for all funds totals $45,092,346 compared to the FY 2012 Budget of $45,846,256. The decrease in budgeted expenditures is primarily due to a decrease in Debt Service Fund expenditures related to the refunding of the 2004 G. O. Refunding Bonds offset by the increase in the Community Investment Program for the construction of the new Fire Station.
The total revenues and other financing sources for the FY 2013 Budget are $39,869,978, compared to the FY 2012 budgeted revenues of $37,820,931. The increase in revenues and other financing sources is related to the change in the Water & Sewer rate structure and increased rates for service. Most of the excess of expenditures over revenues is attributable to depreciation, which is a non-cash expenditure and the expenditure of the 2011 G. O Bonds for the new Fire Station.
GENERAL FUND
The FY 2013 General Fund Budget has expenditures totaling $24,499,968 compared to the FY 2012 Budget total of $24,374,680. The General Fund provides for basic City services including Police, Fire, Economic Development, Development Services, General Government, Administrative Services and portions of Public Works. General Fund revenues are expected to increase by $435,092, primarily as a result of the continued growth in tax revenues.
A total of $1,434,447 is to be transferred from the General Fund to other City Funds, including $1,334,447 to the Debt Service Fund (for bond payments), and $100,000 to the Local Improvement Fund for capital projects and contractual street repairs.
Other major cost items in the General Fund include the following:
• The City-wide Street Sweeping program will resume with the hiring of one additional teamster. • The vacant position of Computer Network Technician will be filled. • Additional funds for employee retirement benefits are budgeted to reduce the outstanding liability for SLEP personnel.
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• Electric power costs have declined and are expected to remain steady with the recently-signed contract with Ameren Energy Marketing. • A federal COPS grant will continue to be used to fund 3 patrol officer positions. • The City web site will be updated and refreshed as a mechanism for marketing the City to visitors, business prospects, and students, as well as providing services to residents. • The Police Department will continue numerous grant-supported programs related to domestic violence prevention, crime victims’ assistance, targeted traffic enforcement, and child safety seat assistance. The Department will continue its pro-active approach to law enforcement through participation in the Family Violence Task Force, the Healthy Communities Coalition, Study Circles Continuing the Dialogue, and the Mayor’s Intervention Task Force. • The Police Department will continue the Community Service Officer Program that will allow high school and college students an opportunity to be introduced into the Carbondale Police Department and the law enforcement profession with the potential of becoming future Carbondale Police Officers. In particular, minority students are given an opportunity to discover their interest in the law enforcement profession. • The Fire Department will continue its fire hydrant testing program, smoke detector replacement program, plus coordination of emergency management services for the City, including continued training in the National Incident Management System (NIMS) for all management and supervisory personnel. • Grants for housing rehabilitation and weatherization will continue to be provided.
OTHER GOVERNMENTAL FUNDS
The Debt Services Fund includes expenditures of $2,282,934 with revenues and other financing sources totaling $2,104,992. The other financing sources include fund transfers from the General Fund, Motor Fuel Tax Fund and the Local Improvement Fund. The projected Ending Fund Balance for FY 2013 is $2,740,188. This will be the first year that bond payments are made on the new Fire Station and refunding bonds.
The Local Improvement Fund includes expenditures and other financing uses of $3,475,095 with revenues and other financing sources totaling $647,951. Projects budgeted for FY 2013 include the following: • Street construction projects including reconstruction and patching of various streets as necessary. • The sidewalk improvement program will continue the City’s commitment to providing a more walkable community. • Funds have been set aside for development of open spaces in the City, with priority being given to the construction of a bicycle-pedestrian path from Grand Avenue to the Town Square along former railroad right-of-way. • Funding has been provided for construction of the new Fire Station Number 2. Land has been purchased for the project, and architectural concept plans have been formulated, and construction is anticipated to begin in the fall. iii
WATER AND SEWER FUND
The Waterworks and Sewerage Fund includes revenues and expenditures related to water treatment and distribution, and wastewater collection and treatment. In addition, Cedar Lake maintenance and operation is included here, as the lake constitutes the City’s drinking water supply. A major issue with this fund is that system depreciation has been accumulating at a much faster rate than capital reinvestment in the system. This has been well documented in past financial reports. A detailed study of water and sewer rates, operating costs and capital improvement costs was completed in FY 2012. This report required considerable study and discussion, and was the basis of the revised Water & Sewer rate structure that goes into effect May 1, 2012.
Water and Sewer expenditures of $9,866,972, net of depreciation and non cash credits, will be offset by revenues and other financing sources totaling $9,909,114. Energy savings continue to be realized at the Southeast Wastewater Treatment Plant and at the Northwest Wastewater Treatment Plant as a result of equipment and process changes made in the past years and the new power purchase contract signed in FY 2012 with Ameren Energy Marketing. Other major highlights in the fund include the following: • Improvements will continue in the former Crab Orchard Water District area. • Demolition of the existing house at the south end of Cedar Lake and replacement with a modular home. • Continued reconstruction of the Short Street Sewer Lift Station. • Replacement of the storage garage at the NWWWTP which was damaged by fire in FY 2012. • Electrical renovations and installation of a backup generation system to the raw water pump station at the Cedar Lake. • Installation of backup generation systems at key sanitary sewer lift stations. • A sanitary sewer infiltration study to determine the major locations of storm water inflow and corrective action needed.
SOLID WASTE MANAGEMENT FUND
The Solid Waste Management Fund includes expenditures, less depreciation, of $1,063,683 with revenues and other financing sources totaling $1,084,367. FY 2013’s budgeted revenues are expected to exceed expenditures. In 2009, recycling service was expanded to include all paper products. This has resulted in an increase in citizen participation in the recycling program and an increase of 79% in the volume of materials collected. Rate increases passed by the City Council in September and October 2011 are anticipated to offset previous operating losses and establish funds for the future replacement of equipment used in the Solid Waste and Recycling programs. Further examination of the City’s ordinances and procedures will be examined in the coming years to determine if the City should establish a roll out system of collection or if a further reduction in the amount of waste that will be picked up during the scheduled pick-up is warranted.
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OTHER ENTERPRISE FUNDS
The Parking System Fund includes expenditures, less depreciation, of $226,530 with revenues and depreciation totaling $202,341. Recent improvements include the installation of more secure collection boxes for parking meters. New meters have been installed to replace the defective “pay and display” machine at Lot 16.
The Rental Properties Fund includes expenditures, less depreciation, of $472,814 with revenues and depreciation of $558,340. This fund has an accumulated fund balance set aside to cover repairs to various properties which the City rents to outside agencies and governmental entities. The improvements to the space occupied by the State Crime Lab were completed in FY 2012, with the cost to be recovered through increased lease payments in FY 2013.
FUND BALANCES
The maintenance of adequate fund balances is necessary for sound fiscal operation of the City, and it is also necessary to maintain the City’s favorable bond ratings. A slight downgrade in bond rating can cost the City a great deal in additional interest costs over the life of a bond issue. The City was fortunate to receive a very favorable Standard and Poor’s bond rating of “AA-” on the 2011 Bonds for the refinancing of the 2004 Issue and the new Fire Station. The rating saved the city thousands in interest costs over the life of the bonds. The bond rating report specifically cited the City’s strong fund balances as one reason for the favorable rating. This makes it even more important that the City continue to operate within its means and avoid the temptation to use fund balance to pay for increased costs.
Fund balance in the General Fund is estimated to show a slight increase at the end of FY 2013 to $8,359,315 of which $5,517,985 is not designated for specific purposes. The minor decrease in undesignated fund balance from FY 2012 is due to estimated increases in designated and restricted revenues and year ending balances.
Fund balance in the Local Improvement Fund is estimated to be reduced to $57,947 at the end of FY 2013, primarily as a result of the construction of the new Fire Station.
Motor Fuel Tax Fund balance is being reduced on account of debt service on the street overlay program, and anticipated additional street repairs.
Waterworks and Sewerage Fund balances are within established City policy with an estimated FY 2013 ending balance of $4,879,039, a projected increase in fund balance will be set aside for future capital needs.
The Solid Waste Management Fund will show an increased fund balance, $263,982 due to the new rate increase schedule. The Parking Fund will show a Fiscal Year 2013 ending fund balance of $116,308.
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THE FUTURE
It is more important than ever that the City live within its means. The continued deterioration of the State of Illinois’ financial condition makes it very likely that assistance from the State for municipalities and social service providers will be reduced. Reduced State payments to secondary and higher education continue to affect and inhibit the recovery of the local economy. Although the rate of decline in enrollments at Southern Illinois University Carbondale has lessened, any decline results in less money in the local economy and therefore less sales tax income to the City. Rising fuel costs are and will continue to affect all City operations. This may necessitate a review of the city’s services and possible changes in the delivery of some services that the public has come to expect. A variety of cost containment measures will continue to be explored, including but not limited to the following: • Vacant positions may be held open when possible. • Energy audits for major buildings will be used to suggest ways to reduce energy costs. • Installation of more energy efficient controls in FY 2012 will pay dividends in FY 2013. • Longer term contracts for purchasing electric energy have been negotiated and will provide savings in FY 2013 and FY 2014. • Efforts continue to reverse the growth of Workers’ Compensation claims through better accident investigation, increased emphasis on employee safety, and more aggressive use of second medical opinions. • The City will continue to pursue all available grants to fund public services and capital projects.
As noted earlier, pension costs will continue to present problems. Over the past 10 years Firefighters and Police Pensions have seen large increases in contribution levels but significantly larger growth in liability and underfunding. The FY 2013 budget includes an amount to be spent for a special study of future funding requirements and possible actions.
Employee health insurance coverage will be a continuing concern for the City, as national debate continues over recent health care regulations.
Renewed emphasis needs to be placed on economic development, neighborhood restoration and local business district enhancement, especially in view of the national economic downturn and increased local competition from neighboring communities. Without a strong local economy, tax revenues will not be sufficient to provide for the level of services expected by the community.
With the release of the water and sewer rate study, a new 5 year rate plan was developed which will provide sufficient funds to cover maintenance, as well as major repairs and improvements.
Construction of a new Fire Station was one of the commitments made as part of the 2008 increase in Home Rule Sales Tax for capital projects. The 2011 bond issue has raised adequate funding and construction should begin in Fall of 2012.
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ACKNOWLEDGEMENTS
The preparation of the FY 2013 Budget is truly a team effort that required the participation of many employees in all departments and divisions of the City. Their dedication and hard work exemplify the quality workforce in the City serving the citizens of Carbondale.
Special thanks and recognition go to the Finance Department staff for their efforts in the budget preparation process. Information Systems Specialist Donna Butcher provided the coordination among departments and edited the budget document itself. The development of the Community Investment Program Budget required considerable time and work by the Public Works Engineering Division staff, especially Public Works Director Sean Henry and Administrative Assistant Mary Runion. The contributions of all those involved are invaluable and are reflected in the outstanding quality of the budget document.
The Mayor and City Council also played a major role in the preparation of this budget. The Mayor and City Council provided policy direction throughout the budget preparation process. Their cooperation and leadership is greatly appreciated.
Respectfully submitted,
Kevin Baity City Manager
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A SHORT HISTORY OF CARBONDALE
In August 1852, Daniel the name was changed to Southern Illinois University. It Harmon Brush, pictured has since become the prime motivating force in the City's left, John Asgill Conner economy and, in fact, is the center of higher education and Dr. William Richart and culture in all of Southern Illinois. Student enrollment bought 360 acres of land increased from 2,711 in 1947 to 23,000 in 1980. along the right-of-way for the Illinois Central The University and other educational services have Railroad with the become the main supporting factor of the City, employing intention of founding a about 40 percent of the total labor force, roughly new town. The site equivalent to more than 6,000 people. Being the home of chosen was conveniently SIUC has given the community cultural activities usually located between Marion available only in larger cities. and Murphysboro and between proposed railroad stations at Makanda and DeSoto. The town was platted on November 27, 1852. Not only was the railroad the determining factor in the location of Carbondale, it was to be of great importance in the development of the town and of Southern Illinois. The first train through the town on the main line north from Cairo, on Independence Day, 1854, was the occasion for a community celebration.
By the Civil War, Carbondale had been incorporated as a village and had a population of about 1,150, most of whom were Union sympathizers. Brush, Conner and John A. Logan were among prominent Carbondale citizens who fought for the north. In all, 250 Carbondale men went to war and 55 died. On April 29, 1866, the first Memorial Day was celebrated at Woodlawn Cemetery.
After the war, Carbondale continued to develop as a mercantile and transport center. The railroad made possible the shipping of Southern Illinois coal and fruit. By this time, Carbondale had also become an education center with the founding of Carbondale College, which later became Southern Illinois College (1866). The City was incorporated on August 23, 1873. Carbondale won the bid for the new teacher training school for the region and Southern Illinois Normal University (SINU) opened here in 1874. This gave the town a new industry, new citizens and a model school to supplement the public grade schools.
In the 1890's, SINU continued operations adding additional buildings. The Illinois Central Railroad was thriving and the town's population and commercial ventures grew. Modern conveniences contributed to the town's growth. The Carbondale Electric Company was established in 1891; in Illinois Central Railroad route and stations in 1900, Public Water Works was built; the Carbondale Illinois, 1856 Telephone Company was operating in 1903. By 1906, the town was an established commercial, industrial and education center for the region. By 1947, the college had obtained full university status and
CARBONDALE COMMUNITY PROFILE
Carbondale is the trade, tourism and educational center of Southern Illinois. Bordered by a national forest, a national wildlife refuge and a state park, and home of Southern Illinois University, the community serves as the host and focal point for many of the region's business & recreation activities.
Platted November 27, 1852 Incorporated August 23, 1873 Council / Manager form of government Home Rule municipality Area in square miles 17.40 Number of full time equivalent employees 263.76
POPULATION RECREATIONAL FACILITIES
City County State In City or within 10 miles: 1970 22,816 55,008 11,110,285 Public Golf course 4 1980 26,414 61,522 11,428,518 Public tennis courts 17 1990 27,033 61,067 11,430,602 Country clubs 1 2000 20,681 59,612 12,419,293 Public parks 13 2010 25,902 60,218 12,830,632 Public swimming pool 2 Public access to lakes and rivers for: Swimming, water skiing, fishing, & boating
HIGHWAY MILEAGE COMMERCIAL FACILITIES
Carbondale to: 8 - Banks Atlanta - 447 4 - Local Radio Stations Chicago-331 245 - Cable TV channels Cincinnati-338 1,040 - Seating cap. of Largest Banquet Rooms Dallas-677 11 - Hotel/Motels with 714 Total Rooms Detroit-582 Denver-943 NEWSPAPERS Indianapolis-264 1 Local Daily Newspaper Kansas City-380 1 Local Weekly Newspaper Los Angeles-1,906 1 Daily University Newspaper Memphis-217 Milwaukee-423 LIBRARY Minneapolis-654 1 - Public Library Nashville-205 1 - Morris ( Southern Illinois University) New Orleans-612 New York-971 Seattle-2,245 St. Louis-107
CARBONDALE COMMUNITY PROFILE
EDUCATIONAL FACILITIES Number Teachers Enrollment Grades Carbondale School District #95 4 122 1,352 K-8 Unity Point School District 1 48 701 K-8 Giant City School District 1 17 269 K-8 High School District #165 1 76 1,111 9 -12 Private/Parochial 3 43 384 K-12 John A. Logan Community College 1 105 8,568 2yr. /Continuing Ed) Southern Illinois University- Carbondale 1 952 20,350 BA/MA/PHD Trade/Technical – (Part of Southern Illinois University and John A. Logan Community College)
MAJOR AREA EMPLOYERS Name Product/Service Employees Southern Illinois University Higher Education/Research 7,364 Memorial Hospital of Carbondale/SIH Regional Medical Facility 1,330 Center for Comprehensive Services Head Injury Rehabilitation 673 Illinois Department of Transportation Highway Regional Office 295 Com-Pac, Inc. Medical/Specialty Plastic Bags mfg. 160 Southern Illinoisan Regional Newspaper Publishing 145
RETAIL SHOPPING • University Mall, an enclosed shopping center (677,000 square feet) with anchors: J.C. Penny, Macy's, Bed Bath and Beyond and AMC Theaters an 8 Screen Complex • Murdale Shopping Center with anchors: Neighborhood Food Co-op and Tru-Value • University Place, an open-air center (250,000 square feet) with anchors: Dick's Sporting Goods, Best Buy, Petco, AMC Theatre an 8 Screen Complex, tj Maxx, Party City • Eastgate Shopping Center with anchors: Ashley Furniture • Central Business district • West Park Plaza, an open-air center (55,332) with anchors of Gold’s Gym and Sherwin Williams Paint
AWARDS Selected as "Best Small City in Illinois," 1990, 1997 Winner, "Governor's Hometown Award," 1991, 1992, 2009 Winner, "GFOA Distinguished Budget Presentation Award," since 1986 Selected as "Tree City USA," since 1981 All-America City Finalist, 2009 City Livability Award, 2009 Finalist, Award for Municipal Excellence, 2009 Sunshine Transparency in Government Award, 2010, 2011,2012
Internet Address www.explorecarbondale.com
City of Carbondale, Illinois Organizational Chart
Citizens of Carbondale Elect
Mayor & Six City Council Members Appoint
City Manager Appoints Boards & Library Board City Commissions of Trustees Clerk
Citizens' Economic Assistant Development
Finance Police Fire Public Works Development Legal Administrative Department Department Department Department Services Department Services Department Department
Financial Police Fire Engineering &Development Human Management Protection Protection Administration Management Resources
Information Emergency Equipment Building & Civic Systems Management Maintenance Neighborhood Center Services Street Enterprise Maintenance Planning Operation Services Cemeteries Public Parking Services Waterworks Forestry & Sewerage Management Services Enterprise Refuse & Operations Recycling Services
Municipal Rental Properties Voters of Carbondale CITY OF CARBONDALE, ILLINOIS Elect Departmental Services Chart
Mayor & Six City Council Members Appoint City Manager Appoints Legislative Development City Policies & Goals Services Public Works Liquor License Approval Chief City Administrator Department Department Citizens Concerns and City Information Commercial & Residential Clerk Business & Economic Building Inspection Infrastructure Engineering Development Housing Codes Equipment Maintenance Management Analysis Weed Mowing & Litter Cemetery Operations City Council Meeting Minutes City Council Agenda Compliance Street Surface Repairs, Voter Registration Carbondale Communique Demolition Permits Cleaning & Sign Maintenance Cemetery Grave Site Sales Parade Permits Development Site Plan Review Tree Maintenance & Planting Business Licenses (Liquor, Street Light Requests Zoning & Subdivision ROW Mowing Street Vendor, Etc.) Taxi Licenses Administration Curbside Refuse & Recycling Maintains Permanent City Raffle Licenses Downtown Development Collection Records Sidewalk Sale Permits Annexation Coordination Landscape Waste Management Requests for Records Historical Preservation Property Management and Free Notary Service City Street Name/Numbering Maintenance Housing Discrimination Attorney System Sidewalk Program Inquiries Amusement License Parking Lot Maintenance City Vision 16 TV Channel) Affordable Housing Efforts Water Treatment City Code Housing Assist. Payment Admin. Wastewater Treatment Boards Ordinance & Resolution Grant Coordination Water & Sanitary Sewer Commissions Preparation Support Services Distribution Committees City Court Prosecution Census Data Analysis Laboratory Services Files & Defends Lawsuits Fair Housing Cedar Lake Management Citizens Advisory Comm. Prepares Liens Contracts with Community Beach Planning Commission Legal Advice Based Organizations Boat Launch Liquor Advisory Board Cable Television Inquiries Encroachment Permits Concession Sales Sustainability Commission Labor Negotiations Street/Alley Vacations Regulation Carbondale Information & Floodplain Development Permits Telecommunications Comm. Administrative Business and Economic Development Police Zoning Board of Appeals Services Business Ombudsman Department Preservation Commission Personnel Board Finance Board of Fire & Police Affirmative Action Department Traffic Control Commissioners Equal Employment Opportunity Investigations Firemen's Pension Board Human & Social Service Coord. Patrol Police Pension Board Personnel Management City Financial Management, Neighborhood Watch Human Relations Commission Job Applications & Interviews Budgeting & Reporting Animal Control Employee Benefits & Purchasing Records Unit Library Board Health Insurance Treasury Management Communications of Trustees Administer Police & Fire Billing & Collection for: Bicycle Licenses Written Exams Water, Sewer, Refuse Serv. Vehicle Accident Reports Library Switchboard/Receptionist Hotel/Motel Taxes Domestic Violence Programs Component City Hall/Civic Center Mgmt. Motor Fuel Tax Alcohol Enforcement UnitPublic Rentals for Civic Center, Utility Taxes Downtown Pavilion Landscape Waste Stickers Fire Circulation (Books, Periodicals, Weed Mowing Fees Department Tapes, Etc.) Parking Meters & Permits Reference Assistance Accounting, Payroll, Info.and Referral Accounts Payable, and Fire Prevention (Education & Children's Programs Accounts Receivable Inspection) Risk Management Fire Suppression Printing Arson Investigation Internal City Information Systems Emergency Management Svcs. & P.C. Services Emergency Planning Weather Watches Disaster Response Haz-Mat
The Seal was designed by James W. McKinney of Carbondale and depicts the lamp of learning signifying the special significance of education to this community, a railroad spike and railroad tracks symbolic of the railroad in our history, and a cross commemorating one of the first observances of Memorial Day in theUnited States which was held in the City of Carbondale, Illinois. All of these are ringed by cotton bolls and tinged in black to indicate the place of cotton and coal in southern Illinois.
FY 2012 ACCOMPLISHMENTS
The Fiscal Year 2012 City of Carbondale Budget included will allow the consolidation of the Aviation and four Community Goals that guided City Government Automotive Technology programs into one facility and activities during the past year: These four goals and expand the number of students in each program. accomplishments within each are highlighted below. Together with the Small Business Development Center at I. Economic Development and Community Growth: Southern Illinois University, assistance is provided to new and expanding businesses. Such assistance includes the The City=s top priority goal was Economic Development creation of business plans, securing financial assistance and Community Growth. The City=s commitment to and locating potential sites for development. economic development was demonstrated by the financial support for the City=s Economic Development Division, Membership was maintained in the International Council Jackson Growth Alliance, Carbondale Main Street, and the of Shopping Centers (ICSC) in support of the goal to City=s continued emphasis on expanding and improving its identify and recruit regional and national retail and infrastructure. restaurant businesses.
The Economic Development staff provided assistance to Carbondale has more than 110 eating establishments parties interested in Carbondale as the site of a new including those that opened in FY 2012; Dimaggios, business. This included distributing printed material, Kelly’s Irish Boxty, Blend Tea and Crepe, Evelyn’s, providing data electronically, and meeting with business Cristaudo’s, La Unica Bakery, and Mo Wallace BBQ. Two prospects. Staff for Economic Development reviewed frozen yogurt shops have also opened up, Chill Frozen applications for Community Development Assistance Yogurt and Cool Spoons. Several eating establishments Program Revolving Loans and Downtown Facade Loans in expanded their operations and relocated to larger facilities FY 2012. in FY 2012 which included Pagliai’s, Mary Lou’s, Primo’s Pizza and Long John Silver’s. In FY 2012, the Economic Development staff and the Carbondale Chamber of Commerce began a business During FY 2012, several new retail businesses opened in retention program focused on improving customer the downtown area including Arches Shoe Repair, relations between the City, Chamber, and Carbondale Placesmart, Esthers, New BeginningZ Realty, Dayshift, 6 businesses. One afternoon per week is devoted to meeting Pence, and Vintage Soul. In addition, the Carbondale with business managers and owners to identify strategies to Convention and Tourism Bureau relocated from University improve the economic climate in Carbondale. Based on Mall to a location adjacent to the University. the positive response this program has received the Economic Development staff will continue to partner with During FY 2012, the east side retail area added several the Chamber to focus on business retention in the coming new businesses including Goodwill, The Children’s Place Fiscal Year. and Tip Top Nail Salon. Retailers include Kirkland’s, Ross Dress for Less, Rogers & Hollands Jewelers and The Economic Development staff will continue to Maurice’s, are completing tenant improvements for new represent the City in the Jackson Growth Alliance, Greater locations at University Place and the Mall. In addition the Egypt Regional Planning and Development Commission Veterans Administration will open a 10,000 square foot and other regional economic development organizations. outpatient clinic at the former Office Depot in the summer The Jackson County-Murphysboro-Carbondale Enterprise of 2012. Zone (EZ) continued to be the driving force for economic development during FY 2012. A total of 34 EZ projects The Carbondale Town Square continues to be a major were completed in FY 2012. A total of 57 commercial center of business activity with a number of small retailers projects with a $6 million estimated value were completed and professional service businesses looking for any in Carbondale in calendar year 2011. Construction available space. The vacancy rate is estimated to be less continued on the $60 million Southern Illinois University than 5 percent. Transportation Education Center which when complete
FY 2012 ACCOMPLISHMENTS
In, FY 2012, the City continued to pay a part of the The City’s Geographic Information System (GIS) operating expenses for the Amtrak Station in Carbondale. continued to be updated. Utility locations were verified The Carbondale station averages 400 passengers per day using a handheld GPS unit to ensure the accuracy of the and is served by six passenger trains. The station is the utility atlases. The City also worked closely with Jackson fifth busiest station in Illinois. County agencies to share GIS information that will lead to improved services for members of the community. In FY 2012, the City provided matching funds for the Jackson County Mass Transit District. The City of In FY 2012, a new Shell Marketplace convenience fuel Carbondale is one of several other local governments that center opened providing much needed services to a rapidly provide funding to the Jackson County Mass Transit growing residential and commercial area. District. These funds are used by the Transit District as a match for state and federal funds to provide public In FY 2012, a new liquor license class, C2, was created transportation in Carbondale and Jackson County. allowing for grocery stores to sell wine and beer by the package. The Local Liquor Control Commission provided In FY 2012, the City will continue to provide assistance for that up to eight (8) C2 licenses could be issued. Of the Southern Illinois University Carbondale’s Saluki Express eight available C2 licenses, five were issued in FY 2012. Bus System. Although the service is primarily used by students it is also used by other Carbondale residents. The In FY 2012, in partnership with the National League of City’s funds provide half of the cost of running the service Cities (NLC), the City rolled out its Prescription Discount at times when the university is not in session. Card Program. NLC member cities participate in the program to save money for their residents on prescription In FY 2012, the City continued to provide funding to the drugs not covered by insurance. Carbondale Convention and Tourism Bureau to further attract more overnight visitors to the City. Successful During FY 2012, the Affirmative Action/Equal events included the Tourism Management Association Employment Opportunity Plan was reviewed, revised and Degree program at John A. Logan Community College and updated. A partnership was developed with community the Southern Illinois Culinary Destination Development groups to assist with identification and placement of Project. minorities on City construction projects. The Administrative Services Department continued the process The Planning Services Division continued the process of of tracking information for the Affirmative Action Program updating the City’s zoning ordinance in FY 2012. The which was year three of the outsource service agreement. process is expected to be completed this Fiscal Year. The division issued over 130 Zoning Certificates authorizing On April 18, 2012, the Police Department completed its new construction or additions and over 100 Sign Permits. first year in the newly constructed Public Safety Center, In total, over $16.7 million in new construction was which is a 32,648 square foot, 2-story brick structure on permitted in FY 2012. the site of the former Lincoln Middle School at 501 South Washington Street. The building faces Washington Street, The Building and Neighborhood Services Division with a staff entrance and parking lot in the rear, entering continued inspections through the Mandatory Rental from Marion Street. The architectural style is similar to the Inspection Program. In FY 2012 over 2,500 rental existing City Hall. The facility was designed to meet the properties were inspected. Neighborhood Inspectors present and immediate future needs of the Police continued to provide environmental inspections throughout Department, including anticipated increases in Department the City’s neighborhoods in an effort to provide consistent staffing. enforcement of the City’s rules and regulations. Many of the inspections were complaint driven, as the department In FY 2012, funding for the City=s new west side fire strives to respond to the needs of the citizens. Several station became a reality and work has continued with site dilapidated structures were demolished as efforts to surveys and design development. It is anticipated that remove blighted structures continued. construction will take place during the fall of 2012.
FY 2012 ACCOMPLISHMENTS
In FY 2012, a grant was obtained to install energy programs such as the bi-annual informational meetings efficiently upgrades to the City Hall/Civic Center Heating with rental property owners and managers. Ventilation and Air Conditioning (HVAC) systems. This system will enable staff to monitor and adjust the In addition to working on Community Investment Program operations of the HVAC systems to increase operational projects in FY 2012, the Engineering staff worked on many efficiencies and save on utility costs. other activities including reviewing subdivisions and site plans, updating information on city-owned properties, In FY 2012, the City of Carbondale will continue to assist preparing easements and right-of-way vacations, locating the Carbondale Community High School District with debt utilities and right-of-ways for developers and City repayment funds for the high school. Also in FY 2012, departments, investigating and responding to storm annual payments will continue to be made to Southern drainage complaints, preparing the Five-Year Community Illinois University to aid in the Saluki Way Project. Investment Program and updating various City maps and records. II. Provide Quality Services With Fiscal Responsibility: In FY 2012, the Equipment Maintenance Division received the ASE Blue Seal of Excellence status for the tenth Cost reduction initiatives have become a major activity in consecutive year. This is accomplished through the the City. Utilizing a consultant and negotiating with continued training, testing, and certification of all suppliers of electric power (including changing one Equipment Maintenance staff personnel. vendor) power rates have been reduced and supply contracts have been extended to 2014. In FY 2012, the Equipment Maintenance Division has improved the practice of recycling the waste products We changed our health insurance carrier to Health produced by the shop. Waste oil, contaminated fuel, and Alliance. Utilizing a HRA program, we expect to save in antifreeze is contained outside the shop in approved excess of $500,000 during FY2013. containers and picked by a licensed recycler. All scrap metals are sent to the local recycler. All paper, cardboard, In FY 2012, the City continued to remove unsafe structures and plastics are picked up by the City’s recycling program. that have been vacant neighborhood eyesores for years. All batteries are returned to the battery supplier for This is part of the aggressive code enforcement efforts that processing. Many truck tires are now being recapped and BNS has been focusing efforts on the past few years. worn truck tires returned to the tire recapper for a credit Furthermore, procedures are now in place to respond towards tire purchases which reduces tire costs by as much quickly to resident inquiries and complaints on property as 75%. This also reduces new tire purchases significantly. maintenance and issues impacting the viability of our neighborhoods. The City aggressively pursues collecting past due accounts for debts owed to the City. Such actions include: collection Also this past year, BNS continued a “walk the for past due payments on water and sewer bills, neighborhood” program which is being coordinated with outstanding payments on loan programs, payment for neighborhood organizations and associations. BNS damage to City-owned property, past due leaf or special Inspectors meet with neighborhood residents and walk the refuse collection, weed mowing charges and liens, and streets looking at conditions that require attention. collection of false fire or police alarms. This activity will Deficiencies and violations are noted and followed up. continue through the use of letters, phone calls, small claims complaints and civil action when necessary. In FY 2012, the Mandatory Rental Housing Inspection Program continued to address the structural integrity, The City Attorney's Office has benefited from the use of health and life safety violations of the dwelling unit. The both nonpaid paralegal and law student interns. A division continued to address the general aesthetic continued effort will be made to utilize the internship appearance and condition of the entire property and programs through the Southern Illinois University School grounds during the inspections. The division goal is to of Law. have at least 1/3 of all initial inspections to be in compliance with the Revised City code by outreach
FY 2012 ACCOMPLISHMENTS
The Legal, Finance and Police departments have Services to continue to provide a wide variety of services collaborated and become more aggressive in pursuing to older residents of Carbondale that help maintain quality collection of Rental Unit Registration fees. Delinquent of life and active community involvement. The “H” Group, accounts receive letters and if necessary are served with formerly known as Southern Illinois Regional Social summons by City police. This has been very successful, Services (SIRSS), will continue to provide many mental even collecting from out of town customers. We have health services in Carbondale. With the City’s funding the reduced the amount of these receivables by 38% since the “H” Group will assist in providing court diversion end of March, giving us $13,000 in added cash. services, mentoring and Big Brother/Big Sister programs. It will also help Good Samaritan Ministries to continue to In FY 2012, Insurance Services conducted a provide services to the homeless, persons in danger of comprehensive evaluation of community fire protection becoming homeless, and persons in need of food or services. The purpose of the assessment was to gather assistance. information for use in determining a public protection classification (PPC) which insurers use for underwriting The Public Parking Services Division operates and and calculating insurance premiums. Ratings can range maintains 21 public parking lots within the City of from (1) being the best to (10) indicating the fire Carbondale, including 17 lots located in the downtown department does not meet minimum standards. The City of business district. The lots contain over 920 parking spaces Carbondale maintained its class 4 PPC, placing it in the top in addition to the 256 parking spaces that are located and 10% of all fire departments nationwide. maintained along city streets. In FY 2012, the Parking Services Division used allocated funds for the resurfacing Emergency Management Services received two and beautification of three downtown parking lots. It is the communications grants totaling $31,791 to acquire Parking Division’s intent to evaluate the current condition equipment necessary to ensure Federal Communications of all lots and work towards making them more attractive Commission narrowband compliance. to users and the general public.
The Police Department has been accredited by the In FY 2012, the City’s expanded curbside recycling Commission on Accreditation of Law Enforcement program that includes “Mixed Paper” continued to Agencies (CALEA) since 1991. The Department is one of flourish. Mixed Paper includes any and all un-soiled paper less than 150 nationwide to receive Meritorious products, such as: junk mail, cardboard, chipboard, colored Accreditation Status, which is only awarded to law paper, magazines, and books. The expanded recycling enforcement agencies who have maintained fifteen or more program was met with much enthusiasm from Carbondale years of continuous accreditation. In 2010, the department Residents, helping spur a significant increase in transitioned to the Illinois Association of Chief’s of Police, participation as well as a significant increase of recyclable Illinois Law Enforcement Accreditation Program (ILEAP) materials as compared to the twelve months immediately and was the fourth Illinois law enforcement agency to be prior to the start of the expanded recycling program. accredited under the (ILEAP) Accreditation Program.
The Police Department has been designated as a Patriotic Other accomplishments during FY 2012 included: Employer by the National Committee for the Employer Support of the National Guard and Reserve for • Sweeping of 870 lane-miles of streets contributing to national security and protecting liberty and • Installation of 635 signs and posts freedom by supporting employee participation in • Clearing over 500 miles of snow and ice covered America’s National Guard and Reserve Force. roadways • Repaired approximately 800 square yards of Funding in FY 2012 will help the Women’s Center to pavement continue to provide a safe refuge for women and children • Painting of 54 line-miles of pavement striping who are survivors of violence, helping in their healing • Applied thermo plastic to 4,600 feet of crosswalk process and promoting sensitivity and fair treatment to lines and 1,100 feet of stop bar lines survivors of violence. Funding will also help Senior Adult
FY 2012 ACCOMPLISHMENTS
Other accomplishments during FY 2012 included: (Cont’d) In FY 2012, the Police Department continued to enhance • Sealed street joints with over 2,300 lbs of joint its web site to provide citizens a new, interactive tool to sealer help them become more informed about crime in their • Emptied over 5,100 trash cans throughout the neighborhoods and to help fight crime in their community. Downtown area Citizens are able to visit the Police Department web site • Approximately 5,270 blue recycle bins are and view a fully interactive Crime Mapping program. collected each month Crime Mapping allows citizens to learn more about the • Approximatley7 4,410 green (glass only) bins are location and type of crime in their neighborhood and collected each month community and includes information and photographs of • Cleared over 700 blockages from storm sewers registered sex offenders, as well as informative articles on and inlets crime prevention and Internet safety. Citizens are also able • In cooperation with the Forestry & Cemetery to enter free, customizable crime alerts which will Division staff, spent nearly 500 hours performing automatically provide them with electronic mail vacuum leaf pickups notifications when a crime occurs in their neighborhood. • Assisted other City Divisions by providing over Proactive police activity, including vehicle stops, foot 4,200 hours of labor assistance patrols and extra patrol requests are also included.
• Ditch Cleaning The Police Department worked to develop partnerships • Drain way clearing among agencies and resident groups to address community • Street crack and surface sealing problems while maintaining a strong commitment to • Seal coating of alleys prevention and suppression. The Department will continue • Cleaning of storm sewers, catch basins, and active participation in groups dedicated to improving the culverts quality of life in our community. • Approximately 2,800 square yards of existing cemetery roadways were patched and seal coated The Police Department continued to focus on a with oil & chip coordinated community response to domestic violence in Carbondale and Jackson County in partnership with the III. Encourage Citizen Participation and Women=s Center, First Circuit Probation of Jackson Community Pride: County, Southern Illinois University Southern Illinois University Carbondale, School of Law. The program has In FY 2012, the City website was enhanced to increase been funded by the U.S. Department of Justice since 1997. functionality and content accessibility. Statistical data for the City website is; 9,133 visits per month with an average The Police Department continued to focus on a of 295 hits per day, and 6,517 unique visitors per month. coordinated community response to domestic violence in Carbondale and Jackson County in partnership with the During FY 2012, further work was done to customize the Women=s Center, First Circuit Probation of Jackson financial management, payroll, human resources, property County, Southern Illinois University Southern Illinois management and utility billing software to meet the University Carbondale, School of Law. The program has specific needs of the City. New versions of the financial been funded by the U.S. Department of Justice since 1997. management, payroll, human resources management, and utility billing software were implemented. During FY 2012, the Department continued its philosophy of enhancing the police services provided, both within the Also, in FY 2012, the Information Systems Division and Department and in the community, by aggressively seeking Revenue Office implemented a major revision to the grant funding opportunities. The Department was awarded method of billing water and sewer customers. This revision and/or administered grant funds which provided the included a total rewrite of the bill generating software, a Department with the ability to purchase equipment, different method of calculation and, an overhaul of the provide additional training and overtime for Department printing of the final product. These changes were personnel, as well as to provide new and additional police authorized by the City Council with the adoption of the services and programming in and for our community.. water and sewer rate study.
FY 2012 ACCOMPLISHMENTS
During FY 2012, the Department continued its philosophy departments participated in a National Earthquake Full of enhancing the police services provided, both within the Scale Disaster Drill which involved eight states. Department and in the community, by aggressively seeking Participation required activation of the Emergency grant funding opportunities. The Department was awarded Operations Center and communications with the Illinois and/or administered grant funds which provided the Emergency Management Agency as well as other Department with the ability to purchase equipment, participating agencies. provide additional training and overtime for Department personnel, as well as to provide new and additional police Funding provided in Fiscal Year 2012, helped the services and programming in and for our community.. community by funding the Science Center to operate a Children’s Science Museum in Carbondale and provide The Police Department will continue its commitment to a out-reach services and activities to promote the sciences volunteer services program. Volunteers provide essential for local youth. services which enhance the productivity of Department operations while serving the community through public Also in FY 2012, the Boys & Girls Club continued to service. provide educational and recreational programs for Carbondale youth. The Police Department will begin its tenth year with a Community Service Officer (CSO) program. The CSO In FY 2012, Carbondale Main Street provided downtown program was developed to recruit young women and men promotional events in the City. Some of the events from all ethnic backgrounds to work in the Police included Art Around the Square, Brown Bag Concerts, Department in various police related duties and functions. Growers Market on the Square, Downtown Art and Wine This program has resulted in four CSO=s being hired as Fairs, Meet Me on Main Street, SIUC Welcome Fest Carbondale Police Officers. events, Sunset Concerts, Friday Night Fair and the annual Lights Fantastic Parade. In FY 2012, the Fire Department continued its commitment to education and prevention. In partnership with In FY 2012, Carbondale Community Arts continued to Elementary School District #95, fire department instructors work with the Stage Company and the Varsity Center for provided formal fire prevention and safety lessons to all the Arts (VCA) to develop the VCA as a model arts center fifth grade students. Staff members participated in this for the community and as a permanent home for its own year’s Senior Fair at the Carbondale Civic Center and offices and program. CCA will continue to promote a wide provided informational talks for the Carbondale Senior range of arts events, including Civic Center art exhibits, Citizens Center, Jackson County Housing Authority, and Kreativity for Kids, the All Southern High School Music Mill Street high rises to name a few. The department also Theatre Project and the Cultural Tapestry Arts Festival. In attended the Carbondale Community High School career addition, Carbondale Community Arts will assist with fair and spoke at the Boys and Girls Club. events of the African American Museum of Southern Illinois and with the Southern Illinois Irish Festival. In FY 2012, the Emergency Management Services Department staff participated in public information talks The City will continue to provide financial support to the and displays throughout FY 2012. These included Sunset Concert Series which is a joint effort with the SIUC presentations and displays at the Old School Community Student Programming Council, Carbondale Park District, Center, Senior Adult Services, and various schools, to and SIUC Student Center. name a few.. IV. Strengthen and Promote Neighborhood Living In FY 2012, EMS staff conducted exercises and table top disaster drills with the Illinois Emergency Management In FY 2012, the Fire Department continued its commitment Agency, Southern Illinois University Carbondale (SIUC) to community safety with its fire smoke detector and and local agencies. EMS and City of Carbondale staff battery replacement program. Under program participated in the Great Shakeout Drill, a nationwide guidelines, the earthquake simulation drill. EMS and other City
FY 2012 ACCOMPLISHMENTS department will provide and install, free of charge, a In FY 2012, the City’s Single Family Housing Conversion smoke detector or replacement battery to citizens that Program converted two homes previously used as retail cannot afford to purchase one. property back to single family owner-occupied units.
In FY 2012, the Fire Department’s pre-fire planning The City received $379,000 in SFOOR Program grant program continued to review pre-incident block planning funds to rehabilitate homes in Tatum Heights, northeast to formulate fire suppression strategies for incidents in Carbondale, and northwest Carbondale for FY 2011 and high-risk areas. Also in FY 2012, the hydrant testing FY 2012. The City used these grant funds to rehabilitate program continued with bi-annual visits to fire hydrants. nine homes for low to very low income residents over the two year period. Also in FY 2012, the Fire Department continued its partnership with other communities in the region through In FY 2012 the City was granted $336,000 HOME continued participation in the Mutual Aid Box Alarm Homebuyer Grant to enable eight low to moderate income System, MABAS Division 45. Member agencies have persons to purchase and rehabilitate their homes into code worked to develop standards of operation, communication, compliance. This grant is slated to operate during FY 2012 incident command, equipment and safety. The department and FY 2013. participated in major disaster exercises with the Illinois Emergency Management Agency, as well as Southern In FY 2012, the City continued to administer a $292,500 Illinois University, Jackson County Emergency Community Development Assistance Program (CDAP) Management Agency and surrounding county Emergency grant from the Illinois Department of Commerce and Management Agencies. Economic Opportunity. These grant funds were used to rehabilitate eight homes of low to very low income During FY 2012, the City has taken a pro-active role in residents in FY 2011 and FY 2012. providing public resources to ensure that the housing stock in Carbondale is maintained in safe and decent manner. During FY 2012, the Forestry Division continued its This is being initiated through several traditional and non- vegetation maintenance program which included mowing traditional means. The City has updated housing codes and and planting of green areas located in municipal parking property maintenance standards that are in place and lots, Town Square and the ten other beautification parcels aggressively enforced and applied city wide. In addition, located throughout the City. there are a number of state administered grant programs that the City has successfully used over the years to In FY 2012, the division collected, chipped and recycled improve the housing stock and enhance our older over 200 Christmas trees and making the chips available to neighborhoods. These grant programs are used in concert residents of Carbondale at no charge. with other regional and local programs and resources that have had positive impacts in improving the overall During FY 2012, work continued on trimming trees for livability of our community. These grant programs are used sidewalk and street clearance in all four quadrants of the in concert with other regional and local programs and City. Also, removal of debris from drainage ways and resources that have had positive impacts in improving the creeks, as well as clearing access ways to various drainage overall livability of our community. ways and creeks was done.
In FY 2012, the City administered its own Single Family Housing Conversion Program, the Illinois Housing Development Authority=s (IHDA) HOME Single Family Owner-Occupied Rehabilitation Program (SFOOR), IHDA’s HOME Homebuyer program, and the Department of Commerce and Economic Opportunity=s (DCEO) Community Development Assistance Program Grant.
Community Goals
These goals have been established to provide general F. Maintain and expand public/private direction and guidance for the City of Carbondale in partnerships to demonstrate the community's the year ahead and are the basis for the preparation commitment to and support for economic of this budget document. The goals and objectives expansion reflect the input of the Mayor and City Council, members of advisory boards and commissions, the G. Support transportation improvements that City administration and the public. will improve access to and from the community and properly channel traffic I. PROMOTE ECONOMIC DEVELOPMENT through the City AND COMMUNITY GROWTH H. Support social service networks and special Policy Statement: programs to encourage full participation in the benefits of economic development Diversification and strengthening of the City's economic base continues to be a high priority. It is I. Expand the City's boundaries and the goal of the City to improve the overall quality of jurisdiction in an orderly manner while life and to strengthen its position as the region's maintaining quality services educational, commercial, medical, cultural, population and employment center for Southern J. Provide an environment that encourages Illinois. Economic development must also be viewed expansion of existing business and the in a broad context to include the creation of attraction of new jobs to the community opportunities for segments of the population who are disadvantaged or have special interests or needs so K. Encourage environmental responsibility in that all people can benefit from prosperity. economic and community growth, in keeping with the U.S. Conference of Goals: Mayors’ Climate Protection Agreement
A. Promote the growth and development of L. Promote renewed emphasis on economic Southern Illinois University Carbondale as development, neighborhood restoration and the primary economic engine for the City of local business district enhancement. Carbondale and the region due to the jobs generated and the spending power brought Objectives: by the students and university staff 1. Increase residential and business development in B. Promote the growth and development of the Carbondale, emphasizing expansion of existing medical services industry, the second largest businesses and recruitment of businesses that employment sector for Carbondale will complement existing businesses and/or provide new services and products which C. Support public and private improvement surveys and inventories have shown to be projects and activities that enhance the needed redevelopment of downtown Carbondale 2. Attract people to Carbondale for medical, retail, D. Promote the community as a hospitality and educational, entertainment, recreational and tourism center for the region cultural services and activities
E. Promote the City as an ideal location for 3. Assess those areas where the City wants to new development of residential, commercial target growth and determine impact on and industrial uses municipal services with various growth scenarios
Communit y Goals
4. Explore funding alternatives for extending 16. Emphasize cooperation among the City, schools sanitary sewer services to areas where an- and other governmental units in the City in order nexation will likely occur, including state to work towards the betterment of the sponsored low interest loans and grants community 17. Remove barriers which confront disabled 5. Provide human and financial resources available residents and provide assistance to new and to organizations that promote the City expanding minority businesses
6. Encourage development of tourism related 18 Develop and maintain a comprehensive bicycle destination facilities trail network in the community
7. Develop cooperative relationships with Southern 19. Encourage in-fill development as part of the Illinois University in order to support each community=s growth other=s projects 20. Utilize sustainable design standards in the 8. Commit sufficient resources to community construction and retrofitting of City facilities investment projects to support community growth and maintain quality services 21. Develop and maintain a pedestrian friendly community 9. Focus community resources (both public and private) in support of the Main Street Program 22. Encourage new developments utilizing “smart for downtown revitalization growth” principles
10. Provide political leadership and staff assistance 23. Continue to explore ways to streamline approval to support the construction of major processes for development proposals without transportation projects that are beneficial to the sacrificing the commitment to quality community, such as an intermodal transportation development facility Strategy:
11. Support efforts to promote economic In FY 2013, the City of Carbondale will continue to development at the Southern Illinois Airport in provide a positive atmosphere for successful conjunction with the new Transportation business development, through both recruitment and Education Center. retention efforts. Through an in-house economic development office, City government will take the 12. Develop high tech infrastructure in the lead position in attracting new business to the community, including expanded broad-band community and in interfacing with other local and service regional economic development entities. The City will work closely with regional development 13. Support human service programs that encourage organizations and will provide staff support to the job training, skills development and overall Carbondale Business Development Corporation. The personal development, in cooperation with City will continue to promote and assist minority schools, unions, and other organizations business opportunities and will support the programs of the Carbondale Chamber of Commerce in serving 14. Provide support to agencies and organizations active businesses. serving disadvantaged and at-risk youth The Enterprise Zone, Tax Increment Redevelopment 15. Encourage contractors doing business in the District No. 1 and the Community Development community to use local labor and supplies to the Assistance Program Revolving Loan Fund will greatest extent possible, and have workforces enable the City to directly assist new and growing that are representative of the community’s businesses. The Downtown Facade Loan Program diverse population will be marketed to encourage Downtown business
Community Goals
and property owners to improve their buildings. In FY 2012, the architectural/engineering designs for Through funding of Carbondale Main Street, the the new Fire Station began. In FY2013, the City will assist in promoting activities and construction will be completed. The City will development for Downtown Carbondale. continue to be a leader in the community for environmental responsibility by incorporating Through the Community Investment Program, the sustainable design elements into the new facility. City will provide the public infrastructure that supports commercial and residential developments The City will undertake periodic inventories of both now and in the future. Water line, sanitary existing Carbondale businesses for the purpose of sewer and street improvements throughout the City's determining gaps in local services; this information residential areas will enhance the quality of life in will be used to focus business recruitment efforts on those neighborhoods. filling these gaps and developing businesses that will complement each other and fill unmet demands for In FY 2011, a new Comprehensive Plan was goods and services. adopted. The next step in implementing the new plan is for the City to begin to review its zoning The City will undertake periodic assessments of its ordinances and land development policies to economic development policies and incentives to incorporate recommendations arising from the determine the effectiveness of these in meeting the updated Comprehensive Plan. In FY 2012, the City City’s economic development objectives. contracted with Duncan Associates to provide an update of the Zoning Code. II. PROVIDE QUALITY SERVICES WITH FISCAL RESPONSIBILITY The City will support various agencies and organizations in their efforts to attract visitors to Policy Statement: Carbondale. The City of Carbondale provides a level of The City will support Carbondale Community Arts municipal service unsurpassed in the region. It is the and its efforts to promote the arts in Carbondale. intent of the City to offer residents, business citizens, and visitors a full range of services that are In FY 2013, the City will maintain funding for responsive to community concerns and improve the Saluki Express mass transit service during Southern overall quality of life while being very cautious to Illinois University Carbondale breaks and for the maintain the long-range financial integrity of the Jackson County Mass Transit District. In addition, City. the City will continue to pay the utility costs for the Amtrak Station as part of the community effort to Goals: maintain state funding for the continuation of Amtrak's Illini and Saluki passenger trains service A. Maintain the physical and fiscal between Carbondale and Chicago. sustainability of City utility services, so that the best possible service can be provided to The City will continue to secure compliance with the the greatest number of citizens at the best Illinois Architectural Barriers Act and the Americans possible cost over the greatest length of time with Disabilities Act as new construction and building renovation occur. B. Maintain strong professional public safety services, including police, fire code The youth of today are tomorrow's workforce. The enforcement, and disaster preparedness, with community offers quality and diverse programs for an emphasis on prevention as well as the youth through several agencies and emergency response organizations. The City will work with these agencies and organizations to ensure participation by C. Maintain minimum fund balances to ensure more youth and to assist in their proper training and financial stability development.
Community Goals
D. Ensure that City staff is reflective of the Strategy: socio-economic, cultural and racial diversity that exists within the City In FY 2013, the City will continue its aggressiveness in maintaining quality services to the community. E. Update long-range financial projections to Efforts will continue to obtain new and existing determine where problem areas may exist sources of federal and state funding. and identify steps to address those problems The City has completed an energy audit of the Civic F. Provide friendly, quality service and Center, and has started implementing assistance to the citizens served by the City recommendations made in this study. Energy efficient equipment purchases will include energy G. Maintain and promote a trained and saving pumps for the Northwest Wastewater educated workforce in City government, Treatment Plant and flex fuel Police squad cars. ensuring that the most qualified people are hired for City employment Efforts will continue to increase efficiency and reduce costs in providing City services. The Safety H. Evaluate the effectiveness of existing Committee and the Accident Review Board are in- services to determine how greater house quality assurance teams that suggest improved efficiencies can be achieved and safer ways of providing services. Capital outlay purchases will emphasize safety, efficiency and I. Encourage environmental responsibility in effectiveness of equipment in the workplace. City government facilities and operations The City will continue to implement the provisions Objectives: of its Affirmative Action Plan.
1. Work with other governmental units on a III. ENCOURAGE CITIZEN PARTICIPATION frequent basis to identify cooperative efforts to AND COMMUNITY PRIDE reduce reliance on the property tax Policy Statement: 2. Vigorously oppose additional state and federally imposed unfunded mandates on local Successful governance requires active participation government by citizens in the local government decision making process. Full, meaningful participation requires that 3. Make full use of state or federal grants or low citizens be kept informed and that ample opportunity interest loan programs to help fund community for participation exists. It is the policy of the City to projects improve the overall quality of life by encouraging citizen participation and keeping citizens advised of 4. Utilize in-house quality assurance teams to local government activities. Community pride is monitor and suggest improvements in City developed in part through citizen involvement, services recognition of citizen and community achievements and citizen awareness of local government decisions, 5. Provide customer service and racial diversity programs, and activities. training to all City employees Goals: 6. Maintain affirmative action efforts to enhance workplace diversity A. Provide frequent opportunities for citizens to participate in decisions regarding their City 7. Transition the City=s vehicular fleet to energy government efficient vehicles B. Ensure that City advisory bodies are reflective 8. Acquire energy efficient equipment for City of the socio-economic, cultural and racial facilities and operations diversity that exists within the City
Community Goals
C. Utilize the news media and local broadcast and by continuing efforts to employ a workforce that radio stations as well as City publications, reflects the diverse makeup of the community. CityVision 16 cable channel, AM 1620, www.explorecarbondale.com and Distribution of the Carbondale Communiqué will www.carbondalepolice.com to help keep continue in FY 2013 through three local newspapers. citizens informed; provide regular live and pre- The City=s radio station AM 1620, provides recorded public updates during declared states continuous weather information, general City of emergency Government information, emergency information, emergency preparedness information and D. Promote a sense of community pride for information during emergencies. accomplishments and progress during the year A continuous message board is provided on E. Actively involve Southern Illinois University CityVision 16 that informs the public of City Carbondale and Carbondale Community High meetings, programs and activities. CityVision 16 School students in discussions regarding City telecasts City Council, Planning Commission and policies that may affect them Carbondale Park District meetings.
Objectives: The City=s Website, featuring the City=s homepage, will continue to provide information about 1. Investigate and incorporate the use of web- Carbondale=s government and the community for based video streaming of public meetings to residents and for persons throughout the world. The increase the availability of information for City’s redesigned web presence makes information citizens of City government activities and more accessible to users through a new internet continue to include time for citizen comments address www.explorecarbondale.com. A new section at all public meetings called Citizen Access provides information to increase the openness of government detail 2. Actively inform citizens of boards and regarding economic development in the City. In commissions and recruit citizens to serve on addition, the newly designed web site has available advisory boards and commissions from all the City=s Budget and Comprehensive Annual segments of the community Financial Report. Continuous efforts will be made to update information on the web site. In addition, 3. Encourage and attend neighborhood meetings www.carbondalepolice.com provides up-to-date to serve as a source of information and provide information on Police Department activities. more community outreach IV. STRENGTHEN AND PROMOTE 4. Involve staff to better serve and inform the NEIGHBORHOOD LIVING citizens Policy Statement: 5. Recognize citizen volunteers for their service to the community Neighborhoods are the backbone of a community and are an integral part of the overall quality of life Strategy: in a community. All City residents expect safe neighborhoods in which property owners are One of the strengths of the Carbondale community is encouraged to maintain their properties and provide the diversity of its citizenry, and that diversity needs safe and decent housing. Through zoning, code to be recognized and encouraged. Differences of enforcement, law enforcement and investments in opinion and perspective contribute to the democratic public infrastructure, the City will encourage process, and Carbondale has long had a reputation of attractive neighborhoods with a diverse housing being a very open and participatory government. The stock to promote residential life and further City will continue to be vigilant in encouraging investment in housing development and citizen participation by actively seeking diverse maintenance. representation on advisory boards and commissions
Communit y Goals
Goals: 3. Continue and expand implementation of neighborhood policing strategies to increase A. Promote a sense of safety and security in all contact and interaction between police officers City neighborhoods and the citizens they serve
B. Maintain the integrity of residential 4. Aggressively inspect properties in the City neighborhoods through strict enforcement of while maintaining fair and consistent occupancy limits enforcement of City codes (housing, property maintenance, abandoned vehicles, weeds, etc) C. Preserve and enhance residential property which includes prosecution of those who fail to values comply with the law
D. Maintain a proactive approach to responding to 5. Publicize single family occupancy restrictions neighborhood issues and concerns and prosecute those who willfully violate the law or seek to circumvent legal restrictions E. Encourage development of new housing stock to meet the needs of citizens at various income 6. Publicize guidelines to address concerns levels resulting from large neighborhood parties that can be disruptive and seek to minimize F. Ensure that residential areas are maintained in the occurrences of such activities an attractive manner and in compliance with City codes 7. Seek cooperation from residents and organizations to expand anti-littering efforts G. Promote the community policing philosophy targeted to residential areas and aggressively throughout the residential neighborhoods prosecute those who fail to comply with the law
H. Promote and encourage the revitalization of 8. Increase awareness of and participation in older neighborhoods, including the preservation Neighborhood Watch and Map Your of historically significant properties Neighborhood programs
I. Assist the Carbondale Park District with the 9. Expand Neighborhood Assistance Teams to development of new open space parks and address neighborhood issues that cut across recreation amenities that will benefit City department divisions of responsibility neighborhoods 10. Promote the concept of citizens helping J. Encourage the construction of complete themselves and each other, rather than relying neighborhoods, not just residential entirely on government subdivisions, with setasides for integrated commercial use, as called for in the 11. Provide staff assistance to neighborhoods in Comprehensive Plan planning neighborhood revitalization efforts
Objectives: 12. Encourage and assist the development of neighborhood associations 1. Assist and facilitate development and redevelopment of housing in the City 13. Encourage low density affordable housing developments on scattered sites throughout the 2. Invest in public improvements that strengthen community neighborhoods (streets, sidewalks, water and sewer lines, open space, etc.) 14. Encourage mixed use developments where appropriate
Communit y Goals
15. Continue to seek and distribute housing Crime, drug and alcohol use and abuse, and rehabilitation grants for qualified homeowners irresponsible activity are ongoing concerns that will require more attention and resources from the City, Strategy: coupled with support from residents and neighbor- hood leaders. The City will commit itself fully to The Building and Neighborhood Services Division these efforts by increasing public awareness of the within the Development Services Department has problems and identifying new ways to actively adopted a more proactive approach to addressing involve the public in developing solutions. neighborhood problems. The Mandatory Rental Housing Inspection Program enables the City to The formation of strong neighborhood associations effectively enforce the minimum housing codes and to assist in the preservation of neighborhoods will be to require landlords, property owners and tenants to a priority. City staff will work closely with residents adequately maintain their properties. through Neighborhood Assistance Teams to identify neighborhoods and to develop a program that will A Community Development Assistance Program enable the City to be more responsive to the needs of Housing Rehabilitation Grant from the Illinois the neighborhoods. Department of Commerce and Economic Opportunity and a HOME Single Family Owner- Carbondale, like many college communities, Occupied Housing Rehabilitation Program Grant experiences neighborhood and community-wide from the Illinois Housing Development Authority problems associated with the abuse and unlawful will enable the City to continue a Housing consumption of alcohol. Of particular concern is the Rehabilitation Program in FY 2013. The purchase and consumption of alcohol by underage rehabilitation grants target eligible homeowners in youth. The City will diligently enforce state and Tatum Heights, Northeast Carbondale and portions local laws concerning the sale and consumption of of Northwest Carbondale. alcohol.
The City will encourage home ownership with the The City will continue to implement Community Housing Conversion Program. The City will Policing through intensive training of our police participate in the HOME Homebuyer programs with officers. The Police Department will continue to the Illinois Housing Development Authority. work with housing authority officials to implement policies and improvements aimed at improving the The City began updating the Zoning Code in quality of life for public housing residents. FY2012 and following review and public hearings will be adopted during FY2013. The updated Code, Staff will continue to increase the usage of the new in conjunction with the Comprehensive Plan, will Land Management (LAMA) computer software provide guidance in strengthening neighborhoods system within the Building and Neighborhood while providing regulations for the proper Services Division. Evaluations of and recommends redevelopment/reuse of existing vacant structures for implementation of any available modules will be and vacant lots. conducted.
The City will cooperate with the United States Department of Agriculture in implementing the USDA=s housing programs in Carbondale.
The City will support the efforts of “Keep Carbondale Beautiful” and its anti-littering campaign and its annual clean-up day.
The City will become more aggressive in the demolition of abandoned houses and structures in the community.
BUDGET SUMMARIES SECTION ONE
The BudgetSummaries SectionOne of this budgetdocument includesthe FinancialStructure.
The College of Applied Sciences and Arts (CASA) at Southern Illinois University-Carbondale is a leader in the transportation field. Its programs in Automotive Technology, Aviation Flight, Aviation Management and Aviation Technologies have been a source of pride for the University for half a century. In the early 1990s, CASA instituted plans for a Transportation Education Center (TEC), a state of the art facility that would enhance SIUC’s world-class transportation programs. Ground was broken at the Southern Illinois Airport in the summer of 2010 and the TEC is expected to be completed in late summer/early fall of 2012. TEC, a $63 million project is composed of three buildings. The main building (185,910 square feet) is over two football fields long. Also included is a fleet storage building with a covered lot (31,868 square feet) and a test cell center (10,910 square feet). TEC will provide plenty of space for classrooms, faculty offices, teaching bays, meeting rooms and labs.
Construction on the SIU Transportation Education Center which when complete, will allow the consolidation of the Aviation and Automotive Technology programs into one facility and expand the number of students in each program.
FINANCIAL STRUCTURE
The City's financial transactions and specific activities PROPRIETARY FUND TYPES are budgeted and accounted for through the use of funds. A fund is a separate set of self-balancing These funds are established to account for the self accounts that comprise its assets, liabilities, fund supporting municipal activities that are similar to equity, revenues and expenditures. The City's funds are private business. The activities are financed by sales arranged in accordance with the Governmental and service fees. The City operates the following four Accounting Standards Board and standards set by the enterprise funds. Government Finance Officers Association of the $ Enterprise Funds: United States and Canada (GFOA). The specific Waterworks and Sewerage Fund description and function of each fund is provided on Parking System Operations Fund the fund divider pages of this document. The following Solid Waste Management Fund fund types are used in this document: Rental Properties Fund
The City's departmental structure may cross several GOVERNMENTAL FUND TYPES funds. For example, the Public Works Department is responsible for certain functions and activities in the General Fund is the general operating fund of the City. General Fund; in the Special Revenue Fund group, Motor Fuel Tax Fund; and in the Enterprise Funds Special Revenue Funds are used to account for group, Waterworks and Sewerage Fund, Solid Waste revenues derived from specific taxes, grants or other Management Fund and the Rental Properties Fund. restricted governmental revenue sources that are Each department consists of divisions which account legally restricted to expenditures for specified for the financial activities to accomplish their mission. purposes. Special Revenue Funds used by the City The department structure and their respective divisions include: with reference to the appropriate fund are listed on Pages 52 and 53 of this document. $ Motor Fuel Tax Fund $ Tax Increment Fund COMPONENT UNIT
Component Units are legally separate entities that Debt Service Fund is used to account for the meet any of three tests: 1) the primary government accumulation of resources for the payment of appoints the voting majority of the board of the principal, interest and paying agent fees for General component unit and is able to impose its will or is in a Obligation Bonds issued on behalf of the relationship of financial burden or benefits; 2) the Governmental Fund types. component unit is fiscally dependent upon the primary government; 3) the financial statements would be misleading if data from the component unit were not Community Investment Funds are created to account included. for financial resources to be used for the acquisition or construction of major capital facilities and The Carbondale Public Library provides a general infrastructure, except for the projects financed by program of public library services to the residents of legally restricted special revenue funds and proprietary Carbondale. The primary source of revenues is local fund types. Currently, the City's Community property taxes. Investment Project Funds include: The summary statements, graphs and charts in the $ Local Improvement Fund Introductory Section of this budget do not include the Library=s revenues, expenditures, change in fund
balance amounts and full-time equivalent number of employees since the Library is not considered a part of the primary government.
FINANCIAL STRUCTURE
BASIS OF ACCOUNTING & BUDGETING
The operating Budget is adopted each fiscal year for all Governmental and Proprietary Fund types. The modified accrual basis of accounting and budgeting is used for the Governmental Funds. Under the modified accrual basis of accounting, revenues are recorded when susceptible to accrual, i.e., both measurable and available. Available means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Expenditures are recorded when the related liability is incurred. Employee compensated absences and principal and interest on long-term debt expenditures are recorded when due in the current period.
The accrual basis of accounting is used for Proprietary Funds. Under this method, revenues are recorded when earned and expenses are recorded when the related liability is incurred. For Budget preparation and presentation, the Proprietary Funds' expenses are converted to expenditures and follow the same budget format as the Governmental Fund types. Therefore, the term of AWorking Fund Balance@ is used in lieu of retained earnings.
Formal budgetary integration is employed as a management control device during the year for the Governmental and Proprietary Funds. Budgetary control is exercised by line item accounts, in an effort to monitor revenues and expenditures as they occur in relation to the approved budget. This allows for the management of expenditures as necessary to achieve a balanced budget. A balanced budget occurs when the total expenditures and other financing (uses) are equal to the total revenues and other financing (sources), resulting in no change to fund balance.
AMENDMENT OF BUDGET
Department and Division Heads may initiate transfer of funds between line item accounts with approval of the City Manager. Transfer of Budget funds from one Department/Division to another Department/Division requires City Council approval, accomplished by a two-third majority vote. Increases or decreases in overall Budget revenue or expenditure requires a two- third majority vote by the City Council. BUDGET SUMMARIES SECTION Two
The Budget Summaries SectionTwoof thisbudgetdocument includesthe Financialand Budgetary Policiesandthe Budget Process and Procedureslisting.
The first winner of the newly created Leicester B. Holland Prize was selected by a jury held on August 31, 2011. The Holland Prize, a competition open to both students and professionals, recognizes the best single-sheet measured drawing of an historic building, site, or structure prepared by an individual(s) to HABS/HAER/HALS standards and guidelines. The prize honors Leicester B. Holland (1882-1952), FAIA, who in the 1930s was chairman of the AIA’s Committee on Historic Buildings, head of the Fine Arts Division of the Library of Congress and first curator of the HABS collection, a co-founder of the HABS program, and the first chair of the HABS Advisory Board.
2011 Winner: Publication of Drawing in Architectural Record, a $1000 Cash Prize and a Certificate of Recognition Project: Richard Buckminster Fuller & Anne Hewlett Fuller Dome Home (HABS) Location: Carbondale, Illinois Delineator: Thad Heckman, Architect School or Firm: Design Works
FINANCIAL AND BUDGETARY POLICIES
Current and long-range financial stability is essential 3. Revenue shortfalls due to economic down turn or to enable the City to meet the other goals identified in changes in other governmental units’ allocation of this Budget and to continue to provide a high level of revenue to the City of Carbondale municipal services to residents and businesses. The Finance Department will work to maintain these fiscal 4. Transfers to the Community Investment Funds or policies by careful and frequent monitoring of other one-time major expenditures expenditures and revenue sources. Prudent investment of reserves, in compliance with State policies and The City=s financial policy of maintaining adequate regulations, will be followed to maximize returns. un-designated fund equity accounts has been New revenue sources will be reviewed to determine formulated to meet the above criteria. the need for adjustment to cover the costs of providing service. To maintain the desired level of financial The General Fund minimum un-designated fund stability, the following financial policies shall guide balance is based on the equivalent of three months of fiscal decision making: the current fiscal year=s projected sales and service tax revenues. The General Fund=s major source of revenue comes from the 1 percent Sales Tax and the 2.0 percent Home Rule Sales Tax. Effective July 1, 1999, the FUND EQUITY BALANCE Home Rule Sales Tax was increased 3 percent, bringing the tax rate to 1% in order to provide for the Fund balance is the monetary difference between a City=s annual grant to Carbondale Community High fund=s assets and liabilities. Other terms used are fund School District. The funds will be used by the District equity and net assets. In the private sector, the terms to pay a portion of their bonds annual debt service for net worth, owner=s equity, stockholders= equity and the new community school facility. During FY 2008, retained earnings are used. The monetary amount of the City Council approved an increase of an additional the fund equity account is not just the amount of cash 2 percent Home Rule Sales Tax which became and investments on hand at any given time; it also effective January 1, 2008 that resulted in a rate of includes other liquid assets such as accounts 1.5%. Of this increase, 3 percent is designated to pass receivable, inventories and prepaid expenses that are through to Southern Illinois University in an amount offset by current amounts owed (liabilities) such as not to exceed one million dollars annually over a accounts payable and accrued payroll. period of twenty years. These funds will be used to Fund balance is generally subdivided into reserved and assist the University in the payment of costs associated unreserved accounts for most major funds. Reserved with the Saluki Way project. The remaining portion of fund balance consists of portions of the total fund the 2 percent Home Rule Sales Tax increase is balance that may be legally restricted to a specific use, retained by the City of Carbondale to be used in such as Afund balance reserved for debt service.@ funding General Fund operations. During FY 2010, the Unreserved fund balance may be subdivided into City Council approved an increase of an additional ½ designated and un-designated accounts. Designated percent Home Rule Sales Tax which became effective fund balance accounts are generally used by July 1, 2010. This increase brings the Home Rule management for a future financial resource such as the Sales Tax to 2.0 percent. This additional increase will need for equipment replacements or community be used in part to pay debt service on a General investments. Un-designated portions of the unreserved Obligation Bond issued during FY 2011 to pay for the fund balance represent expendable available financial construction of a new police station. The State of resources that could be used during the current fiscal Illinois collects these taxes and remits to the City four year for the following: months after the retail sale is made. Other service taxes such as Electric Utility Tax are received by the City 1. Working capital requirement generally two months after the revenue is generated.
2. Major emergency expenditures and unfunded by the State of Illinois and the Federal Government
FINANCIAL AND BUDGETARY POLICIES
The following table illustrates the difference between Other Financing Sources shows the detail of these the un-designated and minimum un-designated fund changes in the General Fund=s revenue accounts. The balance. The FY 2013 Budgeted difference is original or Authorized FY 2012 Expenditure Budget in favorable in the amount of $969,007. The favorable the amount of $22,769,427 shows the Estimated variance is based upon the estimated financial Actual figure of $22,267,889, an decrease of transactions for both the remainder of FY 2012 and all $501,538. The Statement of Expenditures and Other of FY 2013. If the balance is positive, this balance at Financing uses provide the detail at the department and the end of FY 2013 would be transferred to the division levels of the variances between the original Community Investment Fund during FY 2014 for Authorized Budget and the Estimated Actual for FY funding Community Investments. The amount of the 2012. The increase in estimated revenue of $527,592 un-designated fund balance to be used for community and the decrease in estimated expenditures of investments or other one-time major expenditures is $501,538 reflect a net increase to the fund balance of based on the previous year=s audited actual balance at $1,029,130. The increase in fund balance for the end of the fiscal year. Therefore, the actual Estimated Actual 2012 compared to Authorized favorable variance amount at fiscal year ending April Budgeted 2012 is an increase over budgeted Home 30, 2012, minus funds used during FY 2013, can be Rule Sales Tax and a decrease in expenses in used for the FY 2014 one time expenditures or for numerous categories. transfers to the Community Investment Fund.
The Summary Statements at the beginning of the General Fund budget section of this document shows the comparison of the FY 2012 amended Authorized Budget to the Estimated Actual FY 2012 revenues, expenditures and changes in the fund balance. One can see that the amended FY 2012 revenue budget of $24,078,524 is estimated to be $24,606,116, an increase of $527,592 The Statement of Revenues and
Authorized Estimated General Fund Actual Budget Actual Budget FY 2011 FY 2012 FY 2012 FY 2013
Total Fund Balance, Beginning May 1 7,464,205 7,598,697 7,598,697 8,330,668
Excess of Revenues & Financing Sources Over (Under) Expenditures & Financing Uses 134,492 (296,156) 731,971 13,648
Total Fund Balance, Ending April 30 7,598,697 7,302,541 8,330,668 8,344,316
(Less) Designated & Reserved 2,658,712 2,750,021 2,750,021 2,841,330
Un-designated Fund Balance 4,939,985 4,552,520 5,580,647 5,502,986 4,321,613 4,410,331 4,482,168 4,533,979 Minimum Un-designated Fund Balance 618,372 142,189 1,098,479 969,007 Difference - Favorable (Unfavorable)
FINANCIAL AND BUDGETARY POLICIES
The Motor Fuel Tax Fund minimum fund balance there were no CIP and replacement expenditures. policy is the equivalent of three months of the current Operating and maintenance expenditures were fiscal year=s budgeted operating and maintenance $315,013. For FY 2012, there are no CIP expenditures expenditures. Excess funds above the minimum projected and operating and maintenance expenditures amount are allocated for street and traffic signal are projected to be $467,764. community investment projects. During FY 2012,
Authorized Estimated Motor Fuel Tax Fund Actual Budget Actual Budget FY 2011 FY 2012 FY 2012 FY 2013
Total Fund Balance, Beginning May 1 1,066,659 1,026,031 1,026,031 1,063,806
Excess of Revenues & Financing Sources Over (Under) Expenditures & Financing Uses (40,628) (244,158) 37,775 (248,121)
Total Fund Balance, Ending April 30 1,026,031 781,873 1,063,806 815,685
(Less) Designated & Reserved -0- -0- -0- -0- 1,026,031 781,873 1,063,806 815,685 Un-designated Fund Balance 211,779 232,527 191,253 229,441 Minimum Un-designated Fund Balance 814,252 549,346 872,553 586,244 Difference - Favorable (Unfavorable)
The State of Illinois has reorganized its human service on the funds received by the City for this purpose. The agencies and has caused the revenues to be reallocated City Council made the decision to close the center to the new Illinois Department of Human Services. during FY 2010. The result of these changes has hade a negative impact
Authorized Estimated Child Care Services Fund Actual Budget Actual Budget FY 2011 FY 2012 FY 2012 FY 2013
Total Fund Balance, Beginning May 1 (17,942) -0- -0- -0-
Excess of Revenues & Financing Sources Over (Under) Expenditures & Financing Uses 17,942 -0- -0- -0-
Total Fund Balance, Ending April 30 -0- -0- -0- -0-
(Less) Designated & Reserved -0- -0- -0- -0-
Un-designated Fund Balance -0- -0- -0- -0-
Minimum Un-designated Fund Balance -0- -0- -0- -0-
Difference - Favorable (Unfavorable) -0- -0- -0- -0-
FINANCIAL AND BUDGETARY POLICIES
The Debt Service Fund, Tax Increment Fund and for use during the current year and for the next fiscal the Community Investment Project Funds of the year. The fund balance amounts in the Community governmental funds do not have an un-designated fund Investment Project Funds sometime vary considerably balance policy. The beginning and ending fund balance due to the various capital projects that are scheduled for these funds are considered reserved or designated over the next five fiscal years.
______
The Waterworks and Sewerage Fund minimum un- The operating division expenditures do not include the designated fund equity balance is based on the transfers to the Bond Debt Account or the Community equivalent of one-twelfth of the current year=s total Investment and Replacement Account. expenditures of the operating divisions. This fund is a proprietary enterprise fund type which is operated The Bond Debt Account receives its funds from cash similar to a private sector business. Fund balance is the transfers from the Operating Account derived from the term used for governmental fund types. In order to revenues of the system. The Community Investment have consistency in the City=s budget, the term AFund and Replacement Account receive its funds from cash Balance@ is modified for the enterprise funds and is transfers from the Operating Account, grants, property titled as AWorking Fund Balance.@ An explanation of owner contributions and bond issue proceeds. this modification is included in the Financial Structure narrative under the heading ABasis of Accounting and The FY 2013 ending un-designated working fund Budgeting@ of this document. The designated and balance has been budgeted to equal one-twelfth of the reserved portion of the total fund equity balance budgeted operating expenditures. This allows for the consists of the balance required in the Debt Service maximum amount of cash to be transferred during the account and the Community Investments and fiscal year to the Community Investments and Replacement Account at the end of the fiscal year. The Replacement Account after the required transfers to amount in the Unreserved Working Fund Balance is the Debt Service Account. the Operating Account. The summary statement at the beginning of the fund=s budget section of this document provides more detail of the working fund balance accounts.
Authorized Estimated Waterworks and Sewerage Fund Actual Budget Actual Budget FY 2011 FY 2012 FY 2012 FY 2013
Total Working Fund Balance, Beginning May 1 3,075,190 4,427,603 4,427,603 4,836,897
Excess of Revenues & Financing Sources Over (Under) Expenditures & Financing Uses 1,352,413 (28,501) 409,294 42,142
Total Working Fund Balance, Ending April 30 4,427,603 4,399,102 4,836,897 4,879,039
(Less) Designated & Reserved -0- -0- -0- -0- 4,427,603 4,399,102 4,836,897 4,879,039 Un-designated Working Fund Balance 618,230 681,629 668,368 683,784 Minimum Un-designated Working Fund Balance 3,809,373 3,717,473 4,168,529 4,195,255 Difference - Favorable (Unfavorable)
FINANCIAL AND BUDGETARY POLICIES
The minimum un-designated working fund balance for Budgeted Fund Balance represents a budgeted the Parking System Operations Fund is based on construction of a new parking lot in 2012 which was two months of the fund=s total current year not built. expenditures. The difference in Estimated Actual vs
Authorized Estimated Parking System Operations Fund Actual Budget Actual Budget FY 2011 FY 2012 FY 2012 FY 2013
Total Working Fund Balance, Beginning May 1 169,477 145,667 145,667 140,497
Excess of Revenues & Financing Sources Over (Under) Expenditures & Financing Uses (23,810) (4,310) (5,170) (24,189)
Total Working Fund Balance, Ending April 30 145,667 141,357 140,497 116,308
(Less) Designated & Reserved -0- -0- -0- -0- 145,667 141,357 140,497 116,308 Un-designated Working Fund Balance 54,138 52,128 49,971 53,702 Minimum Un-designated Working Fund Balance 91,529 89,229 90,526 62,606 Difference - Favorable (Unfavorable)
The Solid Waste Management Fund=s policy for fund=s annual revenues are designated for future working fund balance is formulated to provide equipment replacement such as compactor trucks and sufficient funds for major equipment replacements in recycling vehicles. There is no policy for a minimum future years. Beginning with FY 2001, one-half of the un-designated balance for this fund.
Authorized Estimated Solid Waste Management Fund Actual Budget Actual Budget FY 2011 FY 2012 FY 2012 FY 2013
Total Working Fund Balance, Beginning May 1 217,811 190,511 190,511 243,298
Excess of Revenues & Financing Sources Over (Under) Expenditures & Financing Uses (27,300) (85,389) (52,787) (20,684)
Total Working Fund Balance, Ending April 30 190,511 105,122 243,298 263,982
(Less) Designated & Reserved 359,645 357,026 410,542 442,184
Un-designated Working Fund Balance (169,134) (251,904) (167,244) (178,202)
Minimum Un-designated Working Fund Balance -0- -0- -0- -0-
Difference - Favorable (Unfavorable) (169,134) (251,904) (167,244) (178,202)
FINANCIAL AND BUDGETARY POLICIES
The Rental Properties Fund=s minimum un- fund balance at the end of FY 2012 reflects the designated working balance is based on the equivalent decreased revenue because of the sales of certain of three months of the current year=s operating and properties. maintenance expenses. The decrease in the working
Authorized Estimated Rental Properties Fund Actual Budget Actual Budget FY 2011 FY 2012 FY 2012 FY 2013
Total Working Fund Balance, Beginning May 1 1,307,331 1,401,300 1,401,300 944,263
Excess of Revenues & Financing Sources Over (Under) Expenditures & Financing Uses 93,969 (730,139) 457,037 85,526
Total Working Fund Balance, Ending April 30 1,401,300 671,161 944,263 1,029,789
(Less) Designated & Reserved -0- -0- -0- -0- 1,401,300 671,161 944,263 1,029,789 Un-designated Working Fund Balance 263,270 323,786 256,154 131,462 Minimum Un-designated Working Fund Balance
1,138,030 347,375 688,109 898,327 Difference - Favorable (Unfavorable)
DEBT MANAGEMENT and Service Tax revenues $18,135,917 x 15% percent = $2,720,937). Transfers from the General Fund to the The City will confine long-term borrowing to capital Debt Service Fund for General Obligation Bond debt improvements that cannot be financed from current totals $1,434,447 for FY 2013. revenues. Since the City is a home rule municipality, there is no legal debt margin nor is an election required In addition, debt service expenditures projected by the to issue debt. The term of bonds and loans issued will General Fund for FY 2013 related to bank loans is not exceed the expected useful life of the acquired $181,097. The total debt service requirements for FY capital assets. The issuance of debt is necessary at 2012 projected for the General Fund is $1,560,743. times to meet community growth needs. The City This results in a favorable difference of $1,128,558 as realizes that too much debt service will reduce the use related to the policy limit of $2,689,301 The bank of current revenues for day-to-day operations and have loans referenced above consist of property and a detrimental effect for services provided to its equipment to carry out services within the community. citizens. In order to prevent the over issuance of debt, Details of all debt can be referenced on the Master the City has set a policy guide-line for the General Debt Service Schedule, Page 347 through Page 349 of Fund. The General Fund guideline is set at 15% this document percent of the Sales and Service (Utility) Tax revenues. The limit for FY 2013 calculates to $2,720,387 (Sales
Authorized Estimated Debt Service - General Fund Actual Budget Actual Budget FY 2011 FY 2012 FY 2012 FY 2013
Debt Service - GOB=s 928,430 1,519,222 1,379,645 1,511,659 212,029 181.098 181,098 181,097 Debt Service - Bank Loans 1,140,459 1,700,320 1,560,743 1,692, 756 Total Debt Service 2,594,468 2,646,198 2,689,301 2,720,388 Debt Service - Policy Limit 1,454,009 945,878 1,128,558 1,027,632 Difference - Favorable (Unfavorable)
FINANCIAL AND BUDGETARY POLICIES
In addition, the City recognizes the need that certain EXPENDITURE MANAGEMENT other taxing districts, which have limited sources of revenues, need greater reliance on property tax levies The City will pay for all current operating to finance their operations and capital needs. expenditures with current revenues. The City will avoid budgetary procedure=s that balance current Although the City issues General Obligation Bonds in expenditures at the expense of meeting future years' the past it limited its annual property tax levy to an expenses, such as postponing expenditures and accruing future years' revenues. amount not to exceed $236,250 for the principal and interest payments on the bonds. This level was set by Planning and budgeting of major expenditures will be precedent over the past several years. based upon a priority setting process that is designed to narrow the range from a list of desirable The excess above the debt service tax levy policy level expenditures to financially feasible expenditures. was transferred from the General Fund to the Debt Service Fund for the annual requirements. Beginning Each year the Finance Department will update in FY 2004, the City discontinued the Property Tax expenditure projections for the next five years. Levy requiring that all debt service be transferred from Projections will include estimated operating costs, the General Fund. capital outlays, debt service, and community program expenditures, beginning on page 363. An expenditure of $5,000 or greater for a depreciable asset is considered a capital expenditure. Major capital outlay items such as fire fighting vehicles, dump trucks and ancillary buildings are generally financed by obtaining competitive bids from the local financial institutions. Since these major capital equipment and vehicle items are planned for replacement on a cycled schedule the debt service expenditure is included in the respective division budgets. A capital outlay schedule for all divisions, as well as a master debt service schedule, is included in the Supplemental Section of this document, beginning on page 345.
REVENUE MANAGEMENT
The City will estimate its annual revenues by an objective analytical process.
All major revenue sources will be reviewed by the Finance Department on a quarterly basis and revisions, if any, will be reported to the City Council. Each year the Finance Department will project revenues for the next five years. Each existing and potential revenue source will be reexamined annually.
Fees and user charges for each enterprise fund will be set at a level that fully supports the total direct cost of the activity. The City will attempt to establish all user charges and fees for the governmental funds at a level related to the cost of providing the service.
BUDGETARY PROCESS AND PROCEDURES
The City's procedures for developing the annual operating FY 2013 - Budget Preparation Calendar Budget are as follows: Major Events
1. The budgetary process begins in November with the development of the Budget Preparation Calendar. Fri., A.M., Nov. 4 - Mon., P.M., Nov. 21 Finance Dept. enters prior Fiscal Year (FY 2011) actual 2. The first Council meeting in December the City Council revenues on Five-Year Revenue Statements and actual reviews and updates City policies with goals, objectives expenditures on Summary Line-Item Budget Form on and strategies for maintaining and achieving the adopted computer diskettes for each Division and reformatting of policies for the next fiscal year. Budget preparation diskettes.
3. The current fiscal year revenues are re-estimated and the Tues., P.M., Nov. 15 revenues for the next five fiscal years are projected by City Council reviews proposed 2010 Tax Levy and ATruth the Finance Department. in Taxation Act@ determination.
4. The Community Investment Program Committee revises Mon., A.M., Nov. 7 - Mon., P.M., Nov. 21 and prioritizes projects based upon projected available FY 2013 estimated actual salaries, wages (Form 10-2) and spendable resources in the Community Investment fringe benefits worksheets updated. Projects and Enterprise Funds. The need for additional financing and/or funding from the operating funds is Mon., A.M., Nov. 14 - Fri., P.M., Feb. 17 projected and the impact on service delivery and Finance Dept. projects FY 2013 estimated actual revenues operational expenditures is assessed. and revises FY 2013 through FY 2017 Revenue Projections. 5. Specific budget preparation instructions, expenditure information and limits are prepared by the Finance Mon., A.M., Nov. 14 - Fri., P.M., Dec. 2 Department and delivered to Department Divisions. Tentative FY 2013 salaries, wages (Form 10-2) and fringe benefit worksheets and scenarios prepared for 6. Department Directors prepare budgets based upon their recommendations to City Council. individual Department budget ceilings and/or guidelines as set forth by the Finance Department. Fri., A.M., Dec. 2 - Fri., Noon, Dec. 16 Update and revise Division level performance measures, 7. The Department and Division budgets are submitted to includes: the Finance Department for technical review. $ work load indicators and/or; $ productivity statistics and/or; 8. The City Manager, Finance Director, and Department $ efficiency/effectiveness measures. Director meet to discuss the details of that Department's proposed budget(s). Thurs., A.M., Dec. 1 - Mon, P.M., Dec 12 Finance Dept. completes FY 2013 estimated actual 9. After approval of proposed budgets by the City salaries, wages (Form 10-2) and fringe benefits for each Manager, the preliminary draft of the proposed Budget is Division Budget. Data is entered on Summary Line-Item submitted to the City Council Members and, at the same Budget Form on computer diskettes. time, is available for public inspection. Fri., Noon, Dec. 2 10. At least ten days prior to the enactment of the Budget, a Finance sends narratives to all City Departments/Division public hearing is conducted to obtain citizen comments for revisions and updated performance measurements. on the proposed City Budget. Fri., Noon, Dec. 2 11. The Ordinance enacting the Budget is adopted by the Finance sends estimated available resources and projected City Council prior to the beginning of the Fiscal Year, revenues to Engineering for the Community Investments May 1st. Program (CIP) project funds.
BUDGETARY PROCESS AND PROCEDURES
Mon., A.M., Dec. 5 - Fri., P.M., Feb. 3 Fri, A.M., Feb. 3 Engineering prepares FY 2012 estimated actual CIP Committee reviews first draft of Five-Year CIP expenditures for CIP projects on Budget Form No. 7-2 and Budget. begins first draft of Five-Year CIP Budget. Mon., A.M., Feb. 6 - Fri., P.M., Feb. 17 Tues., P.M., Dec. 6 Engineering prepares final draft of Five-Year CIP Budget. City Council reviews and adopts the proposed 2011 Tax Levy Ordinance for FY 2013 Revenues. Tues., P.M., Feb. 7 City Council reviews funding requests from community Tues., P.M., Jan. 3 organizations. Gives staff tentative approval for inclusion Letters to current Community funded Organizations to be in FY 2013 Budget. sent out for grant funding for Fiscal Year 2013. Wed., P.M., Feb., 22 Fri., A.M., Jan. 6 CIP Committee reviews and completes Five-Year CIP Finance Dept. completes FY 2013 salaries, wages (Form Budget. 10-2) and fringe benefits for each Division Budget. Data is entered on Summary Line-Item Budget Form on computer Tues., P.M., Mar. 6 diskettes. Finance Department ends technical review of Division Budget drafts. Fri., A.M., Jan. 6 All City Departments/Divisions returns narratives to Tues., P.M., Mar. 6 Donna Butcher. City Manager ends review of Division Budget drafts.
Mon., A.M., Jan. 9 Thurs., P.M., Mar. 8 Finance Dept. distributes FY 2013 Budget materials to Finance Dept. completes all summary schedules and Division Budget preparers. graphs for draft Budget documents. Completion of all editing of Budget forms and narratives. $ Specific Budget Preparation Information and Guidelines. Thurs., P.M., Mar. 8 $ Computer Instructions for Budget forms and City Manager completes Budget message (transmittal) Diskettes. letter.
Tues., P.M., Jan. 17 Mon., P.M., Mar. 12 Opportunity for City Council suggestions regarding Printing and binding of Budget draft. operating budget content. Mon., P.M., Mar. 12 Tues., P.M., Jan. 17 Deliver preliminary draft of proposed Annual Budget and City Council reviews CIP checklist items for proposed new Five-Year CIP Budget to City Council members. projects and current Five-Year CIP projects. Fri., P.M., Mar. 16 Tues., P.M., Jan. 17 Publish notice of public hearing for proposed annual City City Council reviews and considers proposed non-union Budget to be held Tuesday, April 3, 2012 at the City pay plan in closed Council meeting. (Ordinance not to be Council meeting. passed until same time Budget Ordinance is approved.) Mon., A.M., Mar. 19 Thurs., Noon, Jan. 25 Public inspection of the proposed Budget available at the Finance Department begins technical review of Division Public Library, Finance Department, and the City Clerk's Budgets requests. Office.
Tues., Noon, Jan. 31 Tues., P.M., Apr., 3 City Manager begins reviews of Division Budget requests City Council conducts public hearing on proposed annual with Department and Division Heads. City Budget. City Council Budget review begins. Council may authorize preparation of Budget for approval at the Thurs., P.M., Feb. 2 April 17, 2012, Council meeting. Engineering completes first draft of Five-Year CIP Budget.
BUDGETARY PROCESS AND PROCEDURES
Tues., P.M., Apr. 17 City Council meeting for action on the annual Budget and non-union pay plan. Each action requires a separate ordinance.
Wed., P.M., Apr. 25 Publish information on salaries per Public Act 97-0609
Thurs., P.M., Apr. 26 City Manager converts Budget Message to final transmittal letter.
Tues., A.M., May 1 File Certificate of Anticipated Revenues and certified copy of Budget Ordinance with County Clerk within 30 days of adoption. BUDGET'SUMMARIES
SECTION THREE
The Budget Summaries Section Three of this budget document includes the Major Revenue Sources. This includes the descriptions, projections assumptions and trends.
The now vacant Carbondale Armory, built in 1938, has a 32,400 square-foot main building and two detached buildings used for vehicle maintenance and vehicle storage, respectively, that were built in the 1950s. The armory's main building is no longer in use, but the vehicle maintenance and storage facilities are.
The facility was replaced in July of 2011 by an $11.4 million complex with 58,353 square feet of space for operations, training and equipment storage. The new armory, located north of the New Era and Airport roads, sits on land donated by the Southern Illinois Airport Authority. MAJOR REVENUE SOURCES Descriptions, Projection Assumptions and Trends
Early in the budget process each revenue account is $300,000 in the enterprise funds are included in this analyzed and the current fiscal year's budgeted section of the document. amounts are revised in order to form a more accurate basis for the next fiscal year's budgeted revenues. The 1. Real Estate Property Taxes: General Fund, Debt detail revenue accounts are provided at the beginning Service Fund and Local Improvement Fund. of each fund in this budget document. The following revenue descriptions, assumptions and trends are The City of Carbondale adopts its annual Tax Levy provided only for the most significant or major Ordinance in November or December of each year for revenue sources. revenues to be received in the following fiscal year. In the years 2004 - 2010 the City did not levy property Grants, contributions from property owners for taxes, as shown in the graph below. The levy was infrastructure improvements and bond issue proceeds reinstituted for 2012 to cover contributions to the although they may be significant, are not included due Public Safety’s Pension Funds. to their normal one time and one project nature. Generally, revenues used for operations in amounts above $500,000 in the governmental funds and above
Real Estate Property Tax
$900 $860 $820 $780 $740 $700 $660 $620 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Tax Revenue 0 0 0 0 810 810 810 810 810 810 ( $ 000 )
MAJOR REVENUE SOURCES Descriptions, Projection Assumptions and Trends
Estimated Real Estate Property Taxes Actual Actual Actual Actual Actual FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
Revenue Amount 0 0 0 0 810,729
$ Increase (Decrease) from Prior Year 0 0 0 0 810,729
% Increase (Decrease) from Prior Year 0 0 0 0 0%
Budgeted Projected Projected Projected Projected FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Revenue Amount 810,729 810,729 810,729 810,729 810,729
$ Increase (Decrease) from Prior Year 0 0 0 0 0
% Increase (Decrease) from Prior Year 0% 0% 0% 0% 0%
2. Home Rule Sales Tax: General Fund, 2 percent of will provide new Home-Rule and Municipal Sales Tax gross retail sales of tangible personal property, Revenues to the City. excluding vehicles, which require a title and registration. During FY 2008, the City Council approved an increase of an additional ½ percent Home Rule Sales The State of Illinois Constitution allows cities with a Tax which became effective January 1, 2008. Of this population of more than 25,000, or if less may elect by increase, ¼ percent is designated to pass through to referendum, to become a home rule unit. The City’s Southern Illinois University in an amount not to home rule sales tax became effective on September 1, exceed one million dollars annually over a period of 1992. The Illinois Department of Revenue administers twenty years. These funds will be used to assist the the tax. The tax revenue is remitted to the City during University in the payment of costs associated with the the third month after the month in which the retail sale Saluki Way project. The remaining portion of the ½ is made. percent Home Rule Sales Tax increase will be retained by the City of Carbondale to be used in funding During FY 1999, the City Council approved an General Fund operations. additional ¼ percent Home Rule Sales Tax which became effective on July 1, 1999. This increase is During FY 2010, the City again approved an passed through to the Carbondale Community High additional increase of ½ percent becoming effective School District #165 for the abatement of a major July 1, 2010, bringing the Home Rule Sales Tax rate portion of the property tax levy principal and interest to 2 percent. The increased revenue will be used in related to a bond issue for financing the development part, to pay debt service on a General Obligation Bond of a new four-year high school facility. used to finance the construction of a new Police facility. During FY 2006 the City entered into an agreement with Southern Illinois University that annexed The Home Rule Sales Tax revenue moderately approximately 2,700 acres which included the SIU increased in 2011 and is expected to continue this Main Campus and the University Farms area. The area trend through 2017. annexed included several retail establishments that
MAJOR REVENUE SOURCES Descriptions, Projection Assumptions and Trends
Home Rule Sales Tax
$10,700 $9,600 $8,500 $7,400 $6,300 $5,200 $4,100 $3,000 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Tax Revenue 4,870 6,218 6,484 8,083 8,621 8,707 8,968 9,237 9,514 9,800 ( $ 000 )
Estimated Home Rule Sales Tax Actual Actual Actual Actual Actual FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
Revenue Amount 4,870,370 6,218,725 6,484,302 8,083,961 8,621,356
$ Increase (Decrease) from Prior Year 411,142 1,348,355 265,577 1,599,659 537,395
% Increase (Decrease) from Prior Year 9.2% 27.7% 4.3% 24.7% 6.6%
Budgeted Projected Projected Projected Projected FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Revenue Amount 8,707,570 8,968,797 9,237,861 9,514,997 9,800,447
$ Increase (Decrease) from Prior Year 86,214 261,227 269,064 277,136 285,450
% Increase (Decrease) from Prior Year 1.0% 3.0% 3.0% 3.0% 3.0%
MAJOR REVENUE SOURCES Descriptions, Projection Assumptions and Trends
2. Sales Tax: General Fund, 1 percent tax with the reflecting a 3.9% decrease in Sales Tax revenue for same taxable basis as the 1 percent Home Rule Sales Fiscal Year 2008 and 2.3 % in Fiscal Year 2009. FY Tax plus licensed vehicles. 2010, 2011 and 2012 showed modest increases. In FY 2013 another modest increase is projected with The economic downturn in calendar year 2008 and increase growth expected in FY 2014 - 2017. continuing into calendar year 2009 had a detrimental effect on City revenues. Retail Sales declined
Sales Tax Revenue
$6,900
$6,600
$6,300
$6,000
$5,700
$5,400
$5,100 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Sales Tax 5,949 5,809 5,888 5,947 5,965 6,024 6,205 6,391 6,583 6,781 ( $ 000 )
Estimated Sales Tax Actual Actual Actual Actual Actual FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
Revenue Amount 5,949,271 5,809,896 5,888,434 5,947,704 5,965,329
$ Increase (Decrease) from Prior Year (241,537) (139,375) 78,538 59,270 17,625
% Increase (Decrease) from Prior Year (3.9%) (2.3%) 1.4% 1.0% .03%
Budgeted Projected Projected Projected Projected FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Revenue Amount 6,024,982 6,205,731 6,391,903 6,583,661 6,781,170
$ Increase (Decrease) from Prior Year 59,653 180,749 186,172 191,758 197,509
% Increase (Decrease) from Prior Year 1.0% 3.0% 3.0% 3.0% 3.0%
MAJOR REVENUE SOURCES Descriptions, Projection Assumptions and Trends
3. Simplified Telecommunications Tax: General Simplified Tax collects taxes on all telephone revenue Fund, 5.75 percent Gross Receipts Tax. generated for long distance calls both in and out of State at a rate of 5.75%. The City’s prior Utility Tax In March 1993, the City adopted an ordinance which was only charged on in State call revenues at a rate of applies a utility tax to users of cellular telephones and 5%. transmissions of messages by magnetic and fiber optic methods. With the technology explosion and the increasing use of cellular and satellite type communications, there On January 1, 2003, the City adopted the State of has been a decrease shown in FY 2008, 2009 and Illinois’ “Simplified Tax”. This new method of 2010 in the telecommunications tax. However, FY taxation on telecommunications is no longer 2011 and 2012 showed a pronounced increase. administered and collected by the City, but by the Increases, though small, are expected to continue State of Illinois and passed thru to the City. The new through 2017.
Simplified Telecommunications Tax
$900 $800 $700 $600 $500 $400 $300 $200 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Simplified Tax 681 732 592 597 628 634 641 648 668 688 ( $ 000 )
Estimated Simplified Telecommunications Tax Actual Actual Actual Actual Actual FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
Revenue Amount 681,037 732,655 592,755 597,671 628,512
$ Increase (Decrease) from Prior Year (56,075) 51,618 (139,900) 4,916 30,841
% Increase (Decrease) from Prior Year (7.6%) 7.6% (19.1%) 8.3% 5.2%
Budgeted Projected Projected Projected Projected FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Revenue Amount 634,797 641,145 648,839 668,304 688,353
$ Increase (Decrease) from Prior Year 6,285 6,348 7,694 19,645 20,049
% Increase (Decrease) from Prior Year 1.0% 1.0% 1.2% 3.0% 3.0%
MAJOR REVENUE SOURCES Descriptions, Projection Assumptions and Trends
4. Electric Utility Tax: General Fund. The tax is The revenue from this tax is generally affected by based on kilowatt-hours (KWH) multiplied by per weather conditions as well as the number of days of KWH rates at tiered consumption levels. sunlight. A modest growth in consumption is anticipated over the budgeted period.
Electric Utility Tax Revenue
1,350
1,300
1,250
1,200
1,150
1,100
1,050 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Tax Revenue 1,158 1,106 1,101 1,172 1,180 1,186 1,196 1,211 1,241 1,278 ( $ 000 )
Estimated Electric Utility Tax Revenue Actual Actual Actual Actual Actual FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
Revenue Amount 1,158,597 1,106,047 1,101,320 1,172,574 1,180,241
$ Increase (Decrease) from Prior Year 17,764 (52,550) (4,727) 71,254 7,667
% Increase (Decrease) from Prior Year 1.6% (4.5%) (0.4%) 6.5% 0.7%
Budgeted Projected Projected Projected Projected FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Revenue Amount 1,186,142 1,196,142 1,211,142 1,241,142 1,278,376
$ Increase (Decrease) from Prior Year 5,901 10,000 15,000 30,000 37,234
% Increase (Decrease) from Prior Year 0.5% 0.8% 1.3% 2.5% 3.0%
MAJOR REVENUE SOURCES Descriptions, Projection Assumptions and Trends
5. State Income Tax: General Fund, 5 percent for one-eleventh and again increased to one-tenth on July individuals, trusts and estates of Federal Income Tax 1, 1995. The Illinois Municipal League (IML) adjusted gross income. The amount each municipality provides projections for this revenue generally in early receives is based on the population. The population January of each year. Past experience has shown the figures are determined by the latest U.S. Bureau of IML projections to be fairly accurate. The declines in Census figures and are certified by the Illinois FY 2009, FY 2010 and FY 2011 were reflective of Secretary of State. general economic conditions, poor profits and high unemployment. Better economic conditions are Beginning August 1, 1969, municipalities received projected in future years. one-twelfth of the net collections of all income tax received. On July 1, 1994, the share was increased to
State Income Tax Revenue 2,500
2,300
2,100
1,900
1,700
1,500 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Tax Revenue 2,411 2,254 1,974 1,980 1,989 2,051 2,061 2,281 2,382 2,402 ( $ 000 )
Estimated State Income Tax Revenue Actual Actual Actual Actual Actual FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
Revenue Amount 2,411,656 2,254,214 1,974,215 1,980,876 1,989,274
$ Increase (Decrease) from Prior Year 203,904 (157,442) (279,999) 6,661 8,398
% Increase (Decrease) from Prior Year 9.2% (6.5%) (12.4%) 0.3% 0.4%
Budgeted Projected Projected Projected Projected FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Revenue Amount 2,051,438 2,061,438 2,281,438 2,382,438 2,402,438
$ Increase (Decrease) from Prior Year 62,164 10,000 220,000 101,000 20,000
% Increase (Decrease) from Prior Year 3.1% 0.5% 10.7% 4.4% 0.8%
MAJOR REVENUE SOURCES Descriptions, Projection Assumptions and Trends
6. Motor Fuel Tax: Motor Fuel Tax Fund, 19.0¢ per 1994. The MFT revenue has remained a fairly static gallon of gasoline and 21.5¢ per gallon of diesel fuel. source of revenue as average fuel economy continues The distribution of this tax to municipalities is based to improve. on a per capita rate system like the State Income Tax. The primary uses of these funds are for maintenance In addition, vehicle emissions inspection costs are and capital improvements of streets. paid out of the gross collections before the taxes are distributed to local governments. The per capita rate for FY 2011 was $25.40. The last increase in the rate per gallon was effective in FY
.
Motor Fuel Tax
$800 $700 $600 $500 $400 $300 $200 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Tax Revenue 714 667 645 758 755 643 669 676 683 689 ( $ 000 )
Estimated Motor Fuel Tax Revenue Actual Actual Actual Actual Actual FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
Revenue Amount 714,610 667,961 645,993 758,718 755,103
$ Increase (Decrease) from Prior Year (28,096) (46,649) (21,968) 112,725 (3,615)
% Increase (Decrease) from Prior Year (3.8%) (6.5%) (3.3%) 17.4% (0.5%)
Budgeted Projected Projected Projected Projected FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Revenue Amount 643,943 669,701 676,398 683,162 689,993
$ Increase (Decrease) from Prior Year (111,160) 25,758 6,697 6,764 6,831
% Increase (Decrease) from Prior Year (14.7%) 4.0% 1.0% 1.0% 1.0%
MAJOR REVENUE SOURCES Descriptions, Projection Assumptions and Trends
7. Water Service Charges: Waterworks and water to Southern Illinois University and three water Sewerage Fund is a Enterprise Fund. During FY 2012 districts, the growth in water consumption has not a consulting firm completed a study to determine dramatically increased. necessary maintenance and improvement requirements to the City’s water systems costs of the changes were In FY 2000, a meter replacement program was estimated, determined and necessary rate increase initiated and continues each year. were recommended and eventually implemented for the next 5 years. For residential customers a basic customer charge is $3.24 per month in FY 2012 increasing to $3.76 in FY 2016. The rate per 1,000 gallons is $3.69 increasing to $4.25 in FY 2016.
The number of City residential customers remains level from year to year due to the water districts that surround the City. Although the City sells most of its
Water Service Charge Revenue
5,500
5,100
4,700
4,300
3,900
3,500 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Tax Revenue 3,856 3,797 3,981 4,338 4,335 4,582 4,807 5,042 5,289 5,549 ( $ 000 )
Estimated Water Service Charge Revenue Actual Actual Actual Actual Actual FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
Revenue Amount 3,856,935 3,797,499 3,981,710 4,338,571 4,335,984
$ Increase (Decrease) from Prior Year (5,863) (59,436) 184,211 356,861 (2,587)
% Increase (Decrease) from Prior Year (0.2%) (1.5%) 4.9% 9.0% (0.5%)
Budgeted Projected Projected Projected Projected FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Revenue Amount 4,582,677 4,807,228 5,042,782 5,289,879 5,549,083
$ Increase (Decrease) from Prior Year 246,693 224,551 235,554 247,097 259,204
% Increase (Decrease) from Prior Year 5.7% 4.9% 4.9% 4.9% 4.9%
MAJOR REVENUE SOURCES Descriptions, Projection Assumptions and Trends
8. Sewer Service Charges: Waterworks and During FY 2012, the consulting firm also completed a Sewerage Fund, an Enterprise Fund, currently assesses study to determine necessary maintenance and a rate for sewerage usage of $3.56 per 1,000 gallons of improvement requirements to the City’s sewer water consumption. This rate was increased effective systems. Costs of the changes were estimated, July 1, 2010 for FY 2011 revenue. determined and necessary rate increases were recommended and eventually implemented for the During FY 2007 Southern Illinois University next 5 years. The structure for sewer rates is pretty negotiated a credit for evaporation lost in the cooling much the same. The basic customer charge is $3.53 towers on campus buildings. This resulted in a per month increasing to $5.03 in FY 2016. The rate material loss of revenue in sewer service charge. The per 1,000 gallons is $4.21 increasing to $6.00 in FY volume of sewerage services is expected to remain 2016. The sewer rates are higher because processing mostly stable through FY 2016. wastewater is more expensive than water alone.
Sewer Service Charge Revenue
7,000 6,500 6,000 5,500 5,000 4,500 4,000 3,500 3,000 2,500 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Tax Revenue 3,188 3,142 3,325 3,576 3,579 4,240 4,770 5,366 6,037 6,792 ( $ 000 )
Estimated Sewer Service Charge Revenue Actual Actual Actual Actual Actual FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
Revenue Amount 3,188,509 3,142,862 3,325,687 3,576,962 3,579,130
$ Increase (Decrease) from Prior Year (11,257) (45,647) 182,825 251,275 2,168
% Increase (Decrease) from Prior Year (0.4%) (1.4%) 5.8% 7.6% .06%
Budgeted Projected Projected Projected Projected FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Revenue Amount 4,240,232 4,770,261 5,366,544 6,037,362 6,792,032
$ Increase (Decrease) from Prior Year 661,102 530,029 596,283 670,818 754,670
% Increase (Decrease) from Prior Year 18.5% 12.5% 12.5% 12.5% 12.5%
MAJOR REVENUE SOURCES Descriptions, Projection Assumptions and Trends
9. City Customer Refuse Fees: Solid Waste City Council approved an increase in the monthly Management Fund, an Enterprise Fund, assesses a fee refuse fee from $7.25 to $8.00. Further, the council of $11.00 per month per user for residential curbside approved additional increases from $8.00 to $8.75 per refuse pickup. month effective May 1, 2009 and from $8.75 to $9.50 per month effective May 1, 2010. These increases are The rate was increased $.50 per month beginning May reflected in FY 2009 through FY 2011 numbers. 1, 1997 (FY 1998); resulting in a monthly rate of $6.75. Since FY 1998, the costs of wages, health During FY 2012, the City Code related to Refuse: insurance, retirement and uniforms as well as collections, procedures, rate inclusions (equipment operating supplies have continued to increase year to fees) as well as rate increase schedules was thoroughly year. On June 2, 2006, the fee was increased from study and amended where needed. The basic pick up $6.75 to $7.25 per month. The increase was necessary fee was increased to $11.00 moving to $11.40 over the to cover the increased cost of operations in the Solid next 3 years. Waste Management Fund, and is reflected in FY 2007 numbers. The number of refuse customers has increased in small, but steady, numbers each year. There are Because of the continuing increases in the operating several private refuse service providers that costs of providing refuse and recycling services, the concentrate more on commercial customers, but do fees were again increased. Effective July 1, 2008, the provide backyard residential pick-up.
City Customer Refuse Fees Revenue
700 650 600 550 500 450 400 350 300 FY FY FY FY FY FY FY FY FY FY Tax Revenue 373 421 472 508 593 615 627 639 652 665 ( $ 000 )
Estimated City Customer Refuse Fee Revenue Actual Actual Actual Actual Actual FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
Revenue Amount 373,234 421,370 472,764 508,111 593,900
$ Increase (Decrease) from Prior Year (4,352) 48,136 51,394 35,347 85,789
% Increase (Decrease) from Prior Year (1.2%) 12.9% 12.2% 7.5% 16.9%
Budgeted Projected Projected Projected Projected FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Revenue Amount 615,000 627,300 639,846 652,643 665,696
$ Increase (Decrease) from Prior Year 21,100 12,300 12,546 12,797 13,053
% Increase (Decrease) from Prior Year 3.6% 2.0% 2.0% 2.0% 2.0%
MAJOR REVENUE SOURCES Descriptions, Projection Assumptions and Trends
10. Rental Revenues: Rental Properties Fund: In order to make the buildings more marketable and in University City Complex and the Old ICRR Depot. compliance with ADA standards, elevators in three of the buildings at the University City Complex will need In order to turn this fund around into a profitable to be installed in the near future. enterprise operation, rental rate increases for the current tenants began during FY 1999 and will The reason for the drop in FY 2011 and FY 2012 are continue through FY 2017. The projected rental rates the sale of one property and the demolition of another. have been researched and are found to be competitive in the not-for-profit tenant rental market.
Rental Properties Revenue
1100 1000 900 800 700 600 500 400 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 Tax Revenue 748 769 950 781 514 558 528 540 550 561 ( $ 000 )
Estimated Rental Revenue Actual Actual Actual Actual Actual FY 2008 FY 2009 FY 2010 FY 2011 FY 2012
Revenue Amount 748,299 769,278 950,212 781,744 514,548
$ Increase (Decrease) from Prior Year (10,713) 20,979 180,934 (168,468) (267,196)
% Increase (Decrease) from Prior Year (1.4%) 2.8% 23.5% (17.7%) (34.2%)
Budgeted Projected Projected Projected Projected FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Revenue Amount 558,340 528,481 540,292 550,690 561,551
$ Increase (Decrease) from Prior Year 43,792 (29,859) 11,851 10,398 10,861
% Increase (Decrease) from Prior Year 8.5% (5.3%) 2.2% 2.0% 2.0%
BUDGET SUMMARIES
SECTION FOUR
The Budget Summaries Section Four ofthis budget document includes the Financial Summaries that combine all the City's funds. Information regarding the number of full time equivalent employees is also included in this section.
Morris Library, formerly known as Wheeler Library sits within Southern Illinois University in Carbondale. In 1932, (SIUC formerly known as Southern Illinois Normal University), founded Wheeler Library and in 1953 was renamed to Morris Library after President Delyte Morris who led the University during a critical period of growth and change from 1948 to 1970. President Morris transformed the institution from a modest, regional college to the University (and Library) you see today with a national reputation, comprehensive curriculum, and leading research programs.
From 2005 to 2009, Morris Library underwent a comprehensive renovation. One of the most important design elements of the New Morris was to offer a facility that not only enables the Library to fill its traditional role as an intellectual center of campus life, but to extend this role and be a center of campus life in all its diversity— intellectual, cultural, and social.
At this time, Morris Library holds about 1.5 million tangible government documents – in print, on microfiche, CDs, DVDs, video tapes, disks, and maps.
CITY OF CARBONDALE, ILLINOIS CONSOLIDATED STATEMENT OF BUDGETED REVENUES, EXPENDITURES, OTHER FINANCING SOURCES AND USES AND CHANGES IN FUND BALANCES FY 2013 BUDGET
TOTAL GOVERNMENTAL PROPRIETARY CONSOLIDATED FUND TYPES FUND TYPES FUNDS
Total Revenues 25,888,074 14,874,117 40,762,191
Total Expenditures 29,121,504 16,428,279 45,549,783
Excess of Revenues over (under) Expenditures (3,233,430) (1,554,162) (4,787,592)
Total Other Financing Sources (Uses) 0 200,000 200,000
Net Increase in Fund Balance or (Decrease in Fund Balance needed to finance Expenditures) (3,233,430) (1,354,162) (4,587,592)
Non-Cash Credits for Depreciation, Prepaid Bond Expenses and Loss on Disposition of Fixed Assets 0 2,113,101 2,113,101
Total Net Increase (Decrease) in Fund Balances (3,233,430) 758,939 (2,474,491)
Fund Balance, Beginning May 1, 2012 15,456,887 6,164,956 21,621,843
Fund Balance, Ending April 30, 2013 12,223,457 6,923,895 19,147,352
CITY OF CARBONDALE, IL ALL GOVERNMENTAL FUND TYPES COMBINED STATEMENT OF BUDGETED REVENUES, EXPENDITURES, OTHER FINANCING SOURCES AND USES, AND CHANGES IN FUND BALANCES FY 2013 BUDGET
GENERAL MOTOR FUEL FUND TAX Revenues: General Property Taxes 810,729 0 Sales and Service Taxes 18,135,917 0 Intergovernmental Revenues 3,546,886 643,943 Franchise Taxes and Licenses 499,433 0 Fines 570,230 0 Use of Money and Property 61,290 25,700 Service Charges, Permits and Fees 864,131 0 Property Owner Contributions and Assessments 0 0
Total Revenues 24,488,616 669,643
Expenditures: General Government 1,950,480 0 Administrative Services Department 772,952 0 Finance Department 899,223 0 Police Department 8,838,155 0 Fire Department 3,676,092 0 Development Services 1,750,810 0 Public Works 2,593,047 467,764 Community Services 2,584,762 0 Community Investments 0 0 Debt Service 0 0
Total Expenditures 23,065,521 467,764
Excess of Revenues Over (Under) Expenditures 1,423,095 201,879
Other Financing Sources (Uses): Transfers From Other Funds 25,000 0 Transfers To Other Funds (1,434,447) (450,000) Loan Proceeds 0 0 Bond Proceeds 0 0
Total Other Financing Sources (Uses) (1,409,447) (450,000)
Total Net Increase (Decrease) in Fund Balance 13,648 (248,121)
Fund Balances, Beginning May 1, 2012 8,330,667 1,063,806
Fund Balances, Ending April 30, 2013 8,344,315 815,685
TOTAL GOVERNMENTAL DEBT COMMUNITY FUNDS TIF District #1 CHILD CARE SERVICE INVESTMENT FY ENDING SERVICES FUND FUNDS April 30, 2013
179,077 0 0 0 989,806 0 0 0 438,751 18,574,668 0 0 0 107,000 4,297,829 0000499,433 0000570,230 537 0 2,250 2,200 91,977 0000864,131 0000 0
179,614 0 2,250 547,951 25,888,074
148,485 0 0 0 2,098,965 0000772,952 0000899,223 00008,838,155 00003,676,092 00001,750,810 00003,060,811 00002,584,762 0 0 0 3,156,800 3,156,800 0 0 2,282,934 0 2,282,934
148,485 0 2,282,934 3,156,800 29,121,504
31,129 0 (2,280,684) (2,608,849) (3,233,430)
0 0 2,102,742 100,000 2,227,742 (25,000) 0 0 (318,295) (2,227,742) 0000 0 0000 0
(25,000) 0 2,102,742 (218,295) 0
6,129 0 (177,942) (2,827,144) (3,233,430)
259,193 0 2,918,130 2,885,091 15,456,887
265,322 0 2,740,188 57,947 12,223,457 CITY OF CARBONDALE, IL ALL PROPRIETARY FUND TYPES COMBINED STATEMENT OF BUDGETED REVENUES, EXPENDITURES, OTHER FINANCING SOURCES AND USES, AND CHANGES IN WORKING FUND BALANCES FY 2013 BUDGET
WATERWORKS AND SEWERAGE FUND
TOTAL OPERATING W & S ACCOUNT Revenues: Intergovernmental Revenues 570,000 0 Fines 00 Use of Money and Property 154,483 151,883 Service Charges, Permits and Fees 9,184,631 9,184,631 Contributions and Assessments 00
Total Revenues 9,909,114 9,336,514
Expenditures: Operating Public Works 8,205,402 8,205,402 Finance 00 General Government 0 0 Community Investments 2,512,220 0 Debt Service 1,079,086 0
Total Expenditures 11,796,708 8,205,402
Excess of Revenues Over (Under) Expenditures (1,887,594) 1,131,112
Other Financing Sources (Uses): Transfers From Other Funds 0 0 Transfers To Other Funds 0 0 Transfers (To) From Operating Account 0 (3,045,432) Transfers (To) From Non Operating Accounts 0 0 Loan Proceeds 00 Bond Proceeds 00
Total Other Financing Sources (Uses) 0 (3,045,432)
Net Increase in Fund Balances or (Decrease in Fund Balances Needed to Finance Expenditures) (1,887,594) (1,914,320)
Non-Cash Credits for Depreciation, Prepaid Bond Expense and Loss on Disposition of Fixed Assets 1,929,736 1,929,736
Total Net Increase (Decrease) in Fund Balances 42,142 15,416
Working Fund Balances, Beginning May 1, 2012 4,836,897 668,368
Working Fund Balances, Ending April 30, 2013 4,879,039 683,784 TOTAL COMMUNITY PARKING PROPRIETARY INVESTMENT SYSTEM SOLID WASTE RENTAL HEALTH FUNDS REPLACEMENT DEBT OPERATIONS MANAGEMENT PROPERTIES REIMBURSEMENT FY ENDING ACCOUNT SERVICE FUND FUND FUND FUND April 30, 2013
570,000 0 0 0 0 0 570,000 0 0 46,000 0 0 0 46,000 2,600 0 275 175 558,340 250 713,523 0 0 156,066 635,000 0 0 9,975,697 0 0 0 249,192 0 3,319,705 3,568,897
572,600 0 202,341 884,367 558,340 3,319,955 14,874,117
0 0 0 1,098,334 525,846 0 9,829,582 0 0 317,412 0 0 0 317,412 0 0 0 0 0 2,685,179 2,685,179 2,512,220 0 4,800 0 0 0 2,517,020 0 1,079,086 0 0 0 0 1,079,086
2,512,220 1,079,086 322,212 1,098,334 525,846 2,685,179 16,428,279
(1,939,620) (1,079,086) (119,871) (213,967) 32,494 634,776 (1,554,162)
00000 00 00000 00 1,969,206 1,076,226 0 0 0 0 0 00000 00 0 0 0 200,000 0 0 200,000 00000 00
1,969,206 1,076,226 0 200,000 0 0 200,000
29,586 (2,860) (119,871) (13,967) 32,494 634,776 (1,354,162)
0 0 95,682 34,651 53,032 0 2,113,101
29,586 (2,860) (24,189) 20,684 85,526 634,776 758,939
4,055,156 113,373 140,497 243,299 944,263 0 6,164,956
4,084,742 110,513 116,308 263,983 1,029,789 634,776 6,923,895 CITY OF CARBONDALE, ILLINOIS TOTAL REVENUES AND OTHER FINANCING SOURCES BY FUND ALL CITY FUNDS
AUTHORIZED ESTIMATED ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013
GOVERNMENTAL FUND TYPES:
GENERAL FUND 22,654,170 24,078,524 24,606,116 24,513,616
SPECIAL REVENUE FUNDS: Motor Fuel Tax Fund 806,486 685,951 802,788 669,643 TIF District #1 151,736 157,946 177,846 179,614 Child Care Services Fund 18,331 0 . 0
TOTAL SPECIAL REVENUE FUNDS 976,553 843,897 980,634 849,257
DEBT SERVICE FUND 2,566,108 2,219,234 6,403,727 2,104,992
COMMUNITY INVESTMENT FUNDS: Local Improvement Fund 10,215,595 593,300 3,461,102 647,951
TOTAL COMMUNITY INVESTMENT FUNDS 10,215,595 593,300 3,461,102 647,951
TOTAL GOVERNMENTAL FUND TYPES 36,412,426 27,734,955 35,451,579 28,115,816
PROPRIETARY FUND TYPES:
Waterworks and Sewerage Fund 10,449,316 8,647,181 8,468,247 9,909,114 Parking System Operations Fund 191,863 212,773 198,975 202,341 Solid Waste Management Fund 719,290 714,051 821,084 1,084,367 Rental Properties Fund 783,812 511,971 514,548 558,340 Health Reimbursement Fund 0 0 0 3,319,955
TOTAL PROPRIETARY FUND TYPES 12,144,281 10,085,976 10,002,854 15,074,117
TOTAL REVENUE AND OTHER FINANCING SOURCES 48,556,707 37,820,931 45,454,433 43,189,933
NON-CASH CREDITS FOR DEPRECIATION, 2,375,480 2,113,101 2,113,101 2,113,101 PREPAID BOND EXPENSES AND LOSS ON DISPOSITION OF FIXED ASSETS
USE OF FUND BALANCES (2,006,618) 5,912,224 (3,657,280) 2,474,491
TOTAL ALL CITY FUNDS 48,925,569 45,846,256 43,910,254 47,777,525 TOTAL FY 2013 Budgeted Revenues and Other Financing Sources
Sales & Service Taxes, General Property Tax, $18,574,668, 44% $989,806, 2%
Franchise Taxes & Use of Money & Licenses, $499,433, 1% Property, $802,900, 2%
Intergovernmental, Other Financing $4,297,829, 10% Sources, $2,427,742, 6%
Contributions & Fines, $616,230, 1% Services, Charges, Assessments, Permits & Fees, $3,568,897, 8% $11,412,428, 26%
TOTAL: $43,189,933
Sales & Service Taxes: General Property Tax: 1% State Collected Retail Sales Tax Real Estate Tax Levies for Police 2% Home Rule Sales Tax Pension Fund 5% Utility Tax Property Tax Increments on Special Tax Municipal Motor Fuel Tax Allocation Fund Hotel/Motel Tax Franchise Taxes & Licenses: Use of Money & Property: Telephone & Cable Franchise Interest Earnings Taxes: Liquor Licenses & Other Rental & Sale of City Owned Property Miscellaneous Business Licenses
Intergovernmental: Service Charges, Permits & Fees: Illinois State Income Tax Fees for Services provided by Police, Fire Corporate Personal Property & Public Works; Water, Sewer, Refuse Replacement Taxes Recycling & Parking Meters and Permits State and Federal Grants State Collected Motor Fuel Tax Contributions Assessments Recycling Assessment to Solid Waste Customers Fines; City Court Ordinance Violations Other Financing Sources: Financing for Major Capital Improvements & Equipment Interfund Transfers CITY OF CARBONDALE, ILLINOIS TOTAL EXPENDITURES AND OTHER FINANCING USES BY FUND ALL CITY FUNDS
AUTHORIZED ESTIMATED ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013
GOVERNMENTAL FUND TYPES:
GENERAL FUND 22,519,678 24,374,680 23,871,145 24,499,968
SPECIAL REVENUE FUNDS: Motor Fuel Tax Fund 847,114 930,109 765,013 917,764 TIF District #1 103,353 168,485 66,597 173,485 Child Care Services Fund 389 0 0 0
TOTAL SPECIAL REVENUE FUNDS 950,856 1,098,594 831,610 1,091,249
DEBT SERVICE FUND 1,694,980 6,303,722 6,163,045 2,282,934
COMMUNITY INVESTMENT FUNDS: Local Improvement Fund 10,635,566 1,021,844 928,373 3,475,095
TOTAL COMMUNITY INVESTMENT FUNDS 10,635,566 1,021,844 928,373 3,475,095
TOTAL GOVERNMENTAL FUND TYPES 35,801,080 32,798,840 31,794,173 31,349,246
PROPRIETARY FUND TYPES:
Waterworks and Sewerage Fund 10,949,415 10,605,418 9,988,689 11,796,708 Parking System Operations Fund 324,828 312,765 299,827 322,212 Solid Waste Management Fund 797,165 834,091 802,948 1,098,334 Rental Properties Fund 1,053,081 1,295,142 1,024,617 525,846 Health Reimbursement Fund 0 0 0 2,685,179
TOTAL PROPRIETARY FUND TYPES 13,124,489 13,047,416 12,116,081 16,428,279
TOTAL ALL CITY FUNDS 48,925,569 45,846,256 43,910,254 47,777,525
FY 2013 Budgeted Expenditures & Other Financing Uses by Department
Public Works, $12,890,393, 26% Development Services Dept., $1,750,810, 4% Agencies & Organizations, $2,584,762, 5% Fire Department, $3,676,092, 8%
Debt Service, $3,362,020, 7%
Police Department, Community $8,838,155, 18% Investments, $5,673,820, 12% Finance Department, $1,216,635, 3% Funding Source Transfers, $2,227,742, 5% Administrative Serv. Dept., $772,952, 2% General Government, $4,784,144, 10%
TOTAL: $47,777,525
General Government Other Financing Uses Development Services Provides for basic central policy Provides for transfers from General Economic Development, Building and an administrative functions such as Fund, Motor Fuel Tax Fund, Special Neighborhood Services (building Mayor & City Counil, City Manager, Tax Allocation, Local Improvement permits, housing inspections, litter and City Attorney and City Clerk. Fund Fund as a funding source to other weed violations, etc;) Planning Services for community based social services funds. (zoning, histroical preservation, agencies and organizations. downtown development, etc.) Debt Service Administrative Services Sales tax reimbursement for Public Works Human Resources and operation of City commercial developments, general Engineering and Administration, Street Hall/Civic center. Community Relations fund bond, and loan payments Maintenance, Water Treatment and (including Affirmative Action and Equal Distribution, Sanitary Sewage Collection Employment Opportunity) Police Department and Treatments, Solid Waste Collection Patrol and traffic services, investigations and Dispoals, Cemeteries, Equipment Finance Department victim assistance, juvenile services, Maintenance, Cedar Lake, Rental Prop. Financial Management (Purchasing, animal control, school crossing guards Accounting and Revenue), Information Community Investment Programs Systems, Parking Services Fire Department Public buildings, parking system, sanitary Fire suppression, fire prevention, sewers, storm sewers, street, sidewalks, Emergency Management services the water system and special projects.
CITY OF CARBONDALE DEPARTMENTAL EXPENDITURES ALL COMBINED FUNDS AUTHORIZED ESTIMATED Fund Division ACTUAL BUDGET ACTUAL BUDGET No. Number FY 2011 FY 2012 FY 2012 FY 2013 GENERAL GOVERNMENT DEPT. 01 40000 Mayor and Council 82,164 77,445 62,358 90,579 01 40001 City Manager 237,724 246,478 255,874 248,105 01 40002 City Clerk 192,379 129,866 129,369 139,994 01 40003 City Attorney 302,919 337,198 341,712 343,951 01 40006 Economic Development 49,236 103,312 97,375 105,853 01 40010 Support Services 906,981 1,009,405 999,053 1,021,998 14 41401 TIF District #1 78,353 143,485 41,597 148,485 79 47900 Group Health Insurance 0 0 0 2,685,179 TOTAL 1,849,756 2,047,189 1,927,338 4,784,144 ADMINISTRATIVE SERVICES DEPT. 01 40005 Human Resources 237,299 243,258 241,514 283,425 01 40015 City Hall/Civic Center 445,883 486,141 451,305 489,527 17 41072 E.C. Hayes Child Care Center 296 0 0 0 TOTAL 683,478 729,399 692,819 772,952 FINANCE DEPT. 01 40030 Financial Management 627,132 558,069 556,796 519,944 01 40033 Information Systems 274,996 285,992 281,563 379,279 71 47100 Public Parking Services 269,465 312,765 299,827 317,412 TOTAL 1,171,593 1,156,826 1,138,186 1,216,635 POLICE DEPT. 01 40101 Police Protection 8,093,342 8,723,412 8,319,686 8,838,155 TOTAL 8,093,342 8,723,412 8,319,686 8,838,155 FIRE DEPT. 01 40151 Fire Protection 3,168,022 3,488,050 3,556,170 3,599,563 01 40161 Emergency Management 64,183 74,931 77,885 76,529 TOTAL 3,232,205 3,562,981 3,634,055 3,676,092 DEVELOPMENT SERVICES DEPT. 01 40200 Development Management 180,181 195,087 169,901 198,332 01 40210 Building and Neighborhood Services 895,927 1,280,355 1,324,106 1,254,940 01 40220 Planning 259,137 310,353 307,488 297,538 TOTA L 1,335,245 1,785,795 1,801,495 1,750,810 PUBLIC WORKS DEPT. 01 40300 Engineering and Administration 54,998 233,050 203,045 188,733 01 40310 Equipment Maintenance 225,532 238,464 245,206 268,781 01 40350 Street Maintenance 1,519,775 1,682,904 1,605,664 1,810,030 01 40370 Cemeteries 185,120 193,633 193,517 194,830 01 40390 Forestry Management 125,080 137,262 126,888 130,673 11 41013 MFT Operating & Maintenance 397,114 480,109 315,013 467,764 70 47000 Support Services 2,679,599 2,667,921 2,667,119 2,775,145 70 47002 Lake Management 189,049 298,340 290,213 268,387 70 47009 Central Laboratory 327,118 367,591 365,155 397,362 70 47011 Water Treatment Plant 1,268,875 1,310,865 1,311,115 1,305,136 70 47015 Water Distribution 448,211 765,377 687,234 722,545 70 47019 Meter Services 167,427 241,394 206,564 253,129 70 47021 Sewer Collection 441,567 363,232 348,193 375,134 70 47022 Southeast Wastewater Treatment Plant 825,628 981,373 938,563 930,054 70 47023 Northwest Wastewater Treatment Plant 956,004 1,042,426 1,042,198 1,112,356 70 47025 Sewage Lift Stations 55,278 141,034 164,056 66,154 72 47200 Refuse & Recycling Services 797,165 834,091 802,948 1,098,334 73 47300 Municipal Rental Properties 1,053,081 1,295,142 1,024,617 525,846 TOTAL 11,716,621 13,274,208 12,537,308 12,890,393
CITY OF CARBONDALE DEPARTMENTAL EXPENDITURES ALL COMBINED FUNDS AUTHORIZED ESTIMATED Fund Division ACTUAL BUDGET ACTUAL BUDGET No. Number FY 2011 FY 2012 FY 2012 FY 2013 AGENCIES and ORGANIZATIONS 01 40400 Community Services Administration 16 0 0 0 01 40425 Agencies and Organizations 2,629,564 2,734,762 2,718,413 2,584,762 TOTAL 2,629,580 2,734,762 2,718,413 2,584,762
DEBT SERVICE 30 43012 2003 G.O. Refunding Bonds 385,065 386,315 386,315 381,340 30 43013 2004 G.O. Refunding Bonds 543,365 4,561,138 4,561,138 0 30 43014 2006 G. O.Street Improvement Bonds 766,550 769,500 769,450 771,275 30 43015 2010 G.O. Bonds Public Safety Facility 0 586,769 352,905 606,527 30 43016 2011 G.O. Refunding/Fire Station Bonds 0 0 93,237 523,792 70 47049 Water and Sewer Bonds and Loans 1,019,219 1,083,320 1,082,625 1,079,086 TOTAL 2,714,199 7,387,042 7,245,670 3,362,020
COMMUNITY INVESTMENTS 40 44007 CIP and Replacement 10,266,229 741,113 647,642 3,156,800 70 47044 Wastewater System - CIP and Replacement 1,128,781 584,200 467,878 980,500 70 47045 Water System - CIP and Replacement 1,442,659 758,345 417,776 1,531,720 71 47150 Parking System - CIP and Replacement 55,363 0 0 4,800 TOTAL 12,893,032 2,083,658 1,533,296 5,673,820
FUNDING SOURCE TRANSFERS 01 40900 Transfer to Other Funds 1,762,088 1,605,253 1,606,257 1,434,447 11 41013 MFT Operating & Materials 450,000 450,000 450,000 450,000 14 41401 TIF District #1 25,000 25,000 25,000 25,000 17 41072 E.C. Hayes Child Care Ctr 93 0 0 0 40 44007 CIP and Replacement 369,337 280,731 280,731 318,295 2,606,518 2,360,984 2,361,988 2,227,742
GRAND TOTALS 48,925,569 45,846,256 43,910,254 47,777,525
FUND NO. REFERENCE
01 - General Fund 70 - Waterworks and Sewerage Fund 11 - Motor Fuel Tax Fund 71 - Parking System Operation Fund 14 - Tax Increment Fund 72 - Solid Waste Management Fund 17 - Child Care Services Fund 73 - Rental Properties Fund 30 - Debt Service Fund 79 - Self Insurance Fund 40 - Local Improvements Fund CITY OF CARBONDALE EXPENDITURES BY FUND
AUTHRORIZED ESITMATED APPROVED DIV. ACTUAL BUDGET ACTUAL BUDGET # DIVISION NAME FY2011 FY 2012 FY2012 FY 2013 GENERAL FUND 40000 Mayor and Council 82,164 77,445 62,358 90,579 40001 City Manager 237,724 246,478 255,874 248,105 40002 City Clerk 192,379 129,866 129,369 139,994 40003 City Attorney 302,919 337,198 341,712 343,951 40005 Human Resources 237,299 243,258 241,514 283,425 40006 Economic Development 49,236 103,312 97,375 105,853 40010 Support Services 906,981 1,009,405 999,053 1,021,998 40015 City Hall/Civic Center 445,883 486,141 451,305 489,527 40030 Financial Management 627,132 558,069 556,796 519,944 40033 Information Systems 274,996 285,992 281,563 379,279 40101 Police Protection 8,093,342 8,723,412 8,319,686 8,838,155 40151 Fire Protection 3,168,022 3,488,050 3,556,170 3,599,563 40161 Emergency Management 64,183 74,931 77,885 76,529 40200 Development Management 180,181 195,087 169,901 198,332 40210 Building and Neighborhood Services 895,927 1,280,355 1,324,106 1,254,940 40220 Planning Services 259,137 310,353 307,488 297,538 40300 Engineering and Administration 54,998 233,050 203,045 188,733 40310 Equipment Maintenance 225,532 238,464 245,206 268,781 40350 Street Maintenance 1,519,775 1,682,904 1,605,664 1,810,030 40370 Cemetery 185,120 193,633 193,517 194,830 40390 Forestry Management 125,080 137,262 126,888 130,673 40400 Community Services Administration 16 0 0 0 40425 Agencies & Organizations 2,629,564 2,734,762 2,718,413 2,584,762 40900 Transfers to Other Funds 1,762,088 1,605,253 1,606,257 1,434,447 Total General Fund 22,519,678 24,374,680 23,871,145 24,499,968
MOTOR FUEL TAX FUND 41013 MFT Operating & Maintenance 847,114 930,109 765,013 917,764 Total Motor Fuel Tax Fund 847,114 930,109 765,013 917,764
TAX INCREMENT FUND 41401 TIF District #1 103,353 168,485 66,597 173,485
CHILD CARE SERVICES FUND 41072 E. C. Hayes Child Care Center 389 0 0 0
DEBT SERVICE FUND 43012 2003 G.O. Refunding Bonds 385,065 386,315 386,315 381,340 43013 2004 G.O. Refunding Bonds 543,365 4,561,138 4,561,138 0 43014 2006 G.O. Street Improvement Bonds 766,550 769,500 769,450 771,275 43015 2010 G.O. Bond Police Station 0 586,769 352,905 606,527 43016 2011 G.O. Refunding Bond/Fire/Station 0 0 93,237 523,792 Total Debt Service Fund 1,694,980 6,303,722 6,163,045 2,282,934 CITY OF CARBONDALE EXPENDITURES BY FUND AUTHRORIZED ESITMATED APPROVED DIV. ACTUAL BUDGET ACTUAL BUDGET # DIVISION NAME FY 2011 FY 2012 FY 2012 FY 2013
LOCAL IMPROVEMENT FUND 44007 CIP & Replacement 10,635,566 1,021,844 928,373 3,475,095
WATERWORKS AND SEWERAGE FUND 47000 Support Services 2,679,599 2,667,921 2,667,119 2,775,145 47002 Lake Management 189,049 298,340 290,213 268,387 47009 Central Laboratory 327,118 367,591 365,155 397,362 47011 Water Treatment Plant 1,268,875 1,310,865 1,311,115 1,305,136 47015 Water Distribution 448,211 765,377 687,234 722,545 47019 Meter Services 167,427 241,394 206,564 253,129 47021 Sewer Collection 441,567 363,232 348,193 375,134 47022 Southeast Wastewater Treatment Plant 825,628 981,373 938,563 930,054 47023 Northwest Wastewater Treatment Plant 956,004 1,042,426 1,042,198 1,112,356 47025 Sewage Lift Stations 55,278 141,034 164,056 66,154 47044 Wastewater System - CIP & Replacement 1,128,781 584,200 467,878 980,500 47045 Water System - CIP & Replacement 1,442,659 758,345 417,776 1,531,720 47049 Water and Sewer Bonds and Loans 1,019,219 1,083,320 1,082,625 1,079,086 Total Waterworks & Sewerage Fund 10,949,415 10,605,418 9,988,689 11,796,708
PARKING SYSTEM OPERATIONS FUND 47100 Public Parking Services 269,465 312,765 299,827 317,412 47150 Parking System - CIP & Replacement 55,363 0 0 4,800 Total Parking System Operations Fund 324,828 312,765 299,827 322,212
SOLID WASTE MANAGEMENT FUND 47200 Refuse & Recycling Services 797,165 834,091 802,948 1,098,334
RENTAL PROPERTIES FUND 47300 Municipal Rental Properties 1,053,081 1,295,142 1,024,617 525,846
HEALTH REIMBURSEMENT FUND 47900 Group Health Insurance 0 0 0 2,685,179
TOTAL FUNDS PRIMARY GOVERNMENT 48,925,569 45,846,256 43,910,254 47,777,525
COMPONENT UNIT 49500 Carbondale Public Library 815,154 960,338 950,291 1,019,555
TOTAL ALL FUNDS 49,740,723 46,806,594 44,860,545 48,797,080 Total FY 2013 Budgeted Line-Item Expenditures by Type
Personal Services, Funding Source $21,215,248, 43% Transfers, $2,227,742, 4% Direct Operating Charges & Services, Depreciation on $8,674,716, 18% Fixed Assets, $2,113,101, 4%
Contingencies, Services & Charges $31,840, 0% Transferred In, Expenditures $1,034,146, 2% Transferred Out, ($1,108,189), 2% Debt Service, $3,607,382, 7% Non-Operating Capital Outlay & Charges, $3,879,704, Improvement, 8% $6,101,835, 12%
Total $47,777,525
Personal Services: Direct Operating Charges & Services: Net Tranfers: Salary and wages, overtime, Professional & Consultant Fees, This is the net balance of health insurance benefits, communication, utilities, travel, repairs, payments from one division to retirement benefits, workers and maintenance, office and operating another for services, and compensation benefits, supplies, fuels, insurance materials, funding source unemployment compensation transfers from one fund to benefits, special contractual Non-Operating Charges; another and expenses benefits. Court awards, uncollectible accounts, transferred to asset accounts. program grants and loans Debt Service: Payments on bonds and loans Capital Outlay and Improvements Land, buildings, equipment, vehicles streets, water and sewer lines, etc. CITY OF CARBONDALE, IL SUMMARY BY LINE ITEM EXPENDITURE CODE AUTHORIZED ESTIMATED LINE ACTUAL BUDGET ACTUAL BUDGET CODE EXPENDITURE CLASSIFICATION FY 2011 FY 2012 FY 2012 FY 2013 100 Employee Salary and Wages 11,805,970 12,082,834 11,875,110 12,496,050 101 Accrued Sick Leave (53,510) 0 0 0 102 Accrued Vacation Leave (4,388) 0 0 0 103 Accrued Birthday Leave 94 0 0 0 110 Employee Overtime 810,894 798,836 794,207 853,422 115 Employer VEBA Contributions 44,933 47,958 79,489 56,793 120 Elected Officials Salaries 33,500 33,850 33,850 34,200 130 Employee Health Ins. Benefits 2,048,067 2,420,617 2,347,423 2,615,403 131 Employee Retirement Benefits 3,094,601 3,573,396 3,584,879 3,968,938 140 Employee Work. Comp. Benefits 802,791 924,678 921,467 1,007,189 141 Employee Unemp. Comp. Benefits 87,207 29,699 50,706 32,950 150 Special Contractual Benefits 127,100 151,040 144,020 150,303 200 Professional & Consultant Fees 162,531 237,425 213,619 117,763 210 Publishing and Filing Fees 65,106 77,053 58,927 75,420 220 Communications-Telephone 103,677 107,710 113,433 130,353 221 Communications-Teletype 2,133 2,185 2,185 4,693 222 Communications-Postage 61,509 67,157 59,453 68,634 230 Utilities-Electric 1,005,787 1,122,531 1,038,342 1,110,181 231 Utilities-Gas 66,665 94,254 42,557 68,817 232 Utilities-Water and Sewer 18,051 21,799 16,939 21,217 240 Travel, Conferences, Training 139,268 134,866 138,024 173,737 250 Repairs & Maint.-Equip. 248,956 514,547 473,916 374,745 251 Repairs & Maint.-Bldg & Struc. 398,982 596,849 729,178 271,857 252 Repairs & Maint.-Other Improv. 417,258 715,106 514,093 555,798 253 Repairs & Maint.-Street Cuts 222,305 139,382 111,659 139,530 260 Rental Charges 241,596 45,292 42,928 50,651 270 Outside Printing Services 22,536 37,051 29,532 39,681 271 Other Outside Services 835,412 1,599,689 1,130,803 1,184,690 272 Office Supplies 55,093 64,126 53,925 66,862 273 Operating Supplies & Materials 681,888 771,380 717,132 745,166 275 Motor Fuels and Lubricants 316,642 422,195 382,513 484,049 280 Subscriptions and Memberships 40,309 48,332 45,309 48,198 281 Insurance and Bonds 586,993 678,832 695,855 2,793,541 282 Licenses and Taxes 45,325 42,150 50,516 50,935 299 Operating Equipment 289,694 311,028 309,903 88,428 300 Vehicle & Equipment-Rentals 0 0 2,860 0 310 Veh. & Equip.-Labor & Overhead 59,556 67,946 64,893 81,060 311 Vehicle & Equipment-Parts 276,966 285,152 298,830 277,200 315 Building & Structure-Maint. 18,233 67,077 70,385 107,290 316 Street Maintenance Services 130,927 137,006 130,773 112,317 332 Information Systems Services 48,519 51,218 53,252 58,120 335 Financial Management Services 192,372 186,817 186,817 278,712 341 Support Services 330 501 324 0 342 City Hall/Civic Center Serv. 4,592 5,703 4,215 5,804 351 Human Resources services 0 0 0 517 352 Engineering Services 57,208 51,631 90,677 54,275 360 Property Management Services 7,452 14,343 27,886 26,149 361 Forestry Services 8,783 12,371 9,208 12,641 363 Cemetery Services 976 1,014 800 3,157 371 Dowtown Development Services 0 0 8,160 0 372 Solid Waste Management Serv. 12,423 15,851, 0 16,904 SUBTOTAL 25,643,312 28,810,477 27,750,972 30,914,340 CITY OF CARBONDALE, IL SUMMARY BY LINE ITEM EXPENDITURE CODE
AUTHORIZED ESTIMATED LINE ACTUAL BUDGET ACTUAL BUDGET CODE EXPENDITURE CLASSIFICATION FY 2011 FY 2012 FY 2012 FY 2013 400 Merchandise & Serv. for Resale 58,289 70,250 54,237 69,250 410 Court Awards and Indemnities 118,788 129,579 142,670 180,122 420 Uncollectible Accounts 135,903 5,025 8,872 11,050 430 Health Insurance Claims 0 0 0 675,000 440 Program Grants 2,810,517 3,290,524 3,258,171 2,944,282 441 Program Loans 0000 445 Intergov. Grants and Loans 0000 475 Misc. Non-Operating Charges 0000 490 Loss on Dispos. of Fixed Assets 292,013 0 0 0 500 Land and Improvements 250,000 0 0 0 501 Buildings and Structures 47,410 29,044 29,044 143,715 502 Office Furn., Fix. & Equip. 0 6,600 0 0 503 Machinery and Equipment 111,187 264,261 319,152 94,700 504 Licensed Vehicles 174,343 74,108 74,107 198,000 520 CIP Prelim.-Eng.-Eng.Div.Serv. 0 0 0 19,200 521 CIP Prelim.-Eng. Contractual 23,071 0 0 0 530 CIP Design Eng.-Eng.Div.Serv. 47,755 84,200 104,972 112,800 531 CIP Design Eng.-Contractual 77,021 206,126 200,921 59,320 540 CIP Resident Eng.-Eng.Div.Serv 322,390 136,127 83,967 104,000 541 CIP Resident Eng.-Contractual 215,761 0 1,656 72,000 550 CIP Acquisition-Eng.Div.Serv. 0000 553 CIP Acquisition-Contractual 0000 555 CIP Acquisition-Land Purchase 55,363 0 45,000 0 556 CIP Acquisition-Easements 0000 560 CIP Construction-City Labor 325,475 4,000 0 180,000 565 CIP Construction-Contractual 11,467,912 1,322,000 884,395 4,841,200 580 CIP Contingency 0 129,000 0 276,900 600 General Obligation Bond Prin. 1,130,000 1,253,333 1,253,333 1,539,333 601 General Obligation Bond Int. 563,855 1,150,397 915,583 854,324 640 Other Debt Principal 910,103 853,466 852,057 898,939 641 Other Debt Interest 363,240 335,439 337,128 312,136 690 Paying Agent Fees 1,125 2,600 2,525 2,650 695 GO Bonds Issuance Costs 108,284 0 93,237 0 700 Serv.& Chrg. to Operating Divs. (649,668) (758,224) (614,677) (858,033) 710 Serv.& Chrg. to Capital Proj. (407,967) (225,000) (386,927) (250,156) 715 Serv.& Chrg. to Asset Accounts (3,353) (4,536) 0 0 800 Council Contingency 0000 801 Division Contingency 0 178,605 0 31,840 890 Depreciation on Fixed Assets 2,081,337 2,113,101 2,113,101 2,113,101 901 Gen. Fund Funding Source Transs 25,093 25,000 25,000 25,000 914 TIF District #1 0000 917 Child Care Services Fund 18,003 0 0 0 930 Debt Service Fund 2,563,422 2,215,984 2,216,988 2,102,742 940 Cap.Proj.Fund-Local Improve. 0 120,000 120,000 100,000 973 Rental Properties Fund 45,585 9,770 9,770 9,770 990 Bond Refunding 0 4,015,000 4,015,000 0
SUBTOTAL 23,282,257 17,035,779 16,159,282 16,863,185
TOTAL EXPENDITURES 48,925,569 45,846,256 43,910,254 47,777,525 Total FY 2013 Budgeted Line-Item Expenditures by Type
Personal Services, Funding Source $21,215,248, 43% Transfers, $2,227,742, 4% Direct Operating Charges & Services, Depreciation on $8,674,716, 18% Fixed Assets, $2,113,101, 4%
Contingencies, Services & Charges $31,840, 0% Transferred In, Expenditures $1,034,146, 2% Transferred Out, ($1,108,189), 2% Debt Service, $3,607,382, 7% Non-Operating Capital Outlay & Charges, $3,879,704, Improvement, 8% $6,101,835, 12%
Total $47,777,525
Personal Services: Direct Operating Charges & Services: Net Tranfers: Salary and wages, overtime, Professional & Consultant Fees, This is the net balance of health insurance benefits, communication, utilities, travel, repairs, payments from one division to retirement benefits, workers and maintenance, office and operating another for services, and compensation benefits, supplies, fuels, insurance materials, funding source unemployment compensation transfers from one fund to benefits, special contractual Non-Operating Charges; another and expenses benefits. Court awards, uncollectible accounts, transferred to asset accounts. program grants and loans Debt Service: Payments on bonds and loans Capital Outlay and Improvements Land, buildings, equipment, vehicles streets, water and sewer lines, etc. Number of Full-Time Employees By Department Division AUTHORIZED ESTIMATED Fund Division ACTUAL BUDGET ACTUAL BUDGET No. Number FY 2011 FY 2012 FY 2012 FY 2013 GENERAL GOVERNMENT DEPT. 01 40000 Mayor and Council 6.83 6.92 6.92 7.00 01 40001 City Manager 2.00 2.00 2.12 2.00 01 40002 City Clerk 1.96 2.00 1.99 2.00 01 40003 City Attorney 4.00 4.00 4.00 4.00 01 40006 Economic Development 0.19 1.00 0.75 1.00 01 40010 Support Services 2.06 2.12 2.06 1.08 TOTAL 17.04 18.04 17.84 17.08 ADMINISTRATIVE SERVICES DEPT. 01 40005 Human Resources 2.48 2.60 2.60 3.60 01 40015 City Hall/Civic Center 5.36 5.84 5.84 5.84 TOTAL 7.84 8.44 8.44 9.44
FINANCE DEPT. 01 40030 Financial Management 11.21 11.14 11.45 12.00 01 40033 Information Systems 3.37 3.00 3.00 4.00 71 47100 Public Parking Services 1.00 1.00 0.92 1.00 TOTAL 15.58 15.14 15.37 17.00 POLICE DEPT. 01 40101 Police Protection 83.74 86.44 84.09 85.44 TOTAL 83.74 86.44 84.09 85.44 FIRE DEPT. 01 40151 Fire Protection 30.29 30.50 30.27 30.50 01 40161 Emergency Management 0.53 0.54 0.55 0.54 TOTAL 30.82 31.04 30.82 31.04 DEVELOPMENT SERVICES DEPT. 01 40200 Development Management 2.00 2.00 1.77 2.00 01 40210 Building and Neighborhood Services 9.02 10.48 9.30 10.48 01 40220 Planning 4.00 4.00 3.89 4.00 TOTAL 15.02 16.48 14.96 16.48 PUBLIC WORKS DEPT. 01 40300 Engineering and Administration 5.58 5.05 5.29 5.02 01 40310 Equipment Maintenance 4.00 4.00 4.00 4.00 01 40350 Street Maintenance 16.96 17.00 16.31 18.00 01 40370 Cemeteries 2.87 2.96 2.96 2.96 01 40390 Forestry Management 2.21 1.96 1.96 1.96 70 47000 Support Services 3.00 3.00 3.00 3.00 70 47002 Lake Management 4.11 3.71 3.70 3.86 70 47009 Central Laboratory 4.00 4.48 4.18 4.48 70 47011 Water Treatment Plant 7.00 7.00 7.00 7.00 70 47015 Water Distribution 3.00 3.00 3.00 3.00 70 47019 Meter Services 2.01 3.00 2.35 3.00 70 47021 Sewer Collection 2.80 3.00 3.00 3.00 70 47022 Southeast Wastewater Treatment Plant 7.43 8.00 7.27 8.00 70 47023 Northwest Wastewater Treatment Plant 8.19 8.00 7.87 8.00 72 47200 Refuse & Recycling Services 5.70 6.00 6.00 7.00 73 47300 Municipal Rental Properties 4.63 4.50 5.01 5.00 TOTAL 83.49 84.66 82.90 87.28 GRAND TOTALS 253.53 260.24 254.42 263.76 Total FY 2013 Number of Full-Time Equivalent Employees by Dept.
Public Works Department 87.28 General Government 34% Dept. 17.08 6%
Administrative Development Services Dept. 9.44 Services Dept. 16.48 4% 6% Finance Department 17 6%
Fire Department 31.04 12% Police Department 85.44 32%
Authorized Estimated Actual Budget Actual Budget FY 2013 FY 2012 FY 2012 FY 2013
General Government Department 17.04 18.04 17.84 17.08
Administrative Services Dept. 7.84 8.44 8.44 9.44
Finance Department 15.58 15.14 15.37 17.00
Police Department 83.74 86.44 84.09 85.44
Fire Department 30.82 31.04 30.82 31.04
Development Serv. Dept. 15.02 16.48 14.96 16.48
Public Works Dept. 83.49 84.66 82.90 87.28
TOTAL 253.53 260.24 254.42 263.76 GENERAL FUND
The General Fund accounts for all revenues and expenditures used to finance the traditional services associated with the municipal government which are not accounted for in other funds. In Carbondale these services include general government, public safety, development services, public works, and community services. Capital equipment and economic development debt service expenditures and transfers to other funds are accounted for in this fund. The primary revenue sources for this fund are sales and service (utility) taxes, property tax and intergovernmental revenues, such as Illinois income tax and corporate replacement taxes.
In FY 2012, funding for the City=s new west side fire station became a reality and work has continued with site surveys and design development. The Fire Station, known as Fire Station #2, sits on the corner of Route 13 East and Oakland Avenue. This firehouse is a staple in the community that residents have come to rely on with 51 years of service.
The Carbondale City Council is re-financing bonds to take advantage of lower interest rates, creating the perfect opportunity to come up with $2.8 million for the new station.
It is anticipated that construction will take place beginning in the fall of 2012.
SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE GENERAL FUND FUND NO. 01 AUTHORIZED ESTIMATED ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013
REVENUES 22,629,077 24,053,524 24,581,116 24,488,616
EXPENDITURES 20,757,590 22,769,427 22,267,888 23,065,521
EXCESS OF REVENUES OVER (UNDER) EXPENDITURES 1,871,487 1,284,097 2,313,228 1,423,095
OTHER FINANCING SOURCES (USES): TRANSFERS TO OTHER FUNDS (1,762,088) (1,605,253) (1,606,257) (1,434,447) TRANSFERS FROM OTHER FUNDS 25,093 25,000 25,000 25,000 LOAN PROCEEDS 0000 BOND PROCEEDS 0000
NET TOTAL OTHER FINANCING SOURCES (USES) (1,736,995) (1,580,253) (1,581,257) (1,409,447)
NET INCREASE (DECREASE) IN FUND BALANCES 134,492 (296,156) 731,971 13,648
FUND BALANCE BEGINNING OF FISCAL YEAR 7,464,205 7,598,697 7,598,697 8,330,668
FUND BALANCE END OF FISCAL YEAR DESIGNATED & RESERVED 2,658,712 2,750,021 2,750,021 2,841,330 UNDESIGNATED 4,939,985 4,552,520 5,580,647 5,502,986
FUND BALANCE END OF FISCAL YEAR 7,598,697 7,302,541 8,330,668 8,344,316 STATEMENT OF REVENUES AND OTHER FINANCING SOURCES GENERAL FUND FUND NO. 01 AUTHORIZED ESTIMATED ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013 GENERAL PROPERTY TAXES 30101-030 Firemen's Pension Tax Levy 0 810,729 810,729 736,230 30101-040 Policemen's Pension Tax Levy 0 0 0 74,499 30101-050 Street Lighting Tax Levy 0000 0 810,729 810,729 810,729 SALES & SERVICE TAXES 30102-005 Home Rule Sales Tax 8,083,961 8,435,819 8,621,356 8,707,570 30102-010 Sales Tax 5,947,704 6,025,585 5,965,329 6,024,982 30102-011 Use Tax 387,492 313,563 393,710 422,202 30102-020 Simplified Telecommunications Tax 597,671 547,880 628,512 634,797 30102-040 Gas Utility Tax 322,627 320,000 320,000 321,600 30102-050 Electric Utility Tax 1,172,574 1,167,490 1,180,241 1,186,142 30102-060 Water Utility Tax 167,723 170,985 177,523 184,624 30102-082 Municipal Hotel/Motel Tax 616,698 660,000 642,000 654,000 30102-085 Pari-Mutual Handle Tax 0000 17,296,450 17,641,322 17,928,671 18,135,917 INTERGOVERNMENTAL REVENUES 30103-010 Illinois State Income Tax 1,980,876 2,047,760 1,989,274 2,051,438 30103-040 Firemen's Replacement Tax 45,533 57,520 45,532 56,223 30103-050 Policemen's Replacement Tax 72,664 94,142 80,664 107,961 30103-060 Road & Bridge Replacement Tax 22,106 22,330 23,280 23,280 30103-065 Twp. Road & Bridge Prop. Tax 105,692 107,800 111,141 111,141 30103-070 General Replacement Tax 113,242 85,828 83,704 83,704 30103-075 Mobile Home Privilege Tax 7 0 818 0 30103-080 Other Governmental Units 54,368 17,140 47,088 17,140 30103-085 Illinois ESDA Grant 29,924 28,625 27,265 27,265 30103-091 Police Grants 449,189 409,931 398,765 323,821 30103-092 Housing Rehab. Grants 236,175 539,000 595,900 480,000 30103-093 Fire Grants 0000 30103-097 Federal Disaster Relief 19,241 0 11,955 0 30103-165 CCHS Loan Repayment 252,800 223,300 263,595 264,913 30103-802 Illinois Charitable Games Tax 1,098 1,100 0 0 3,382,915 3,634,476 3,678,981 3,546,886 FRANCHISE TAX & LICENSES 30104-020 AmerenCIPS Franchise Fee 51,876 171,190 145,518 184,812 30104-030 Cable TV Franchise Tax 188,196 197,275 188,146 188,146 30104-110 Liquor Licenses 94,522 93,955 110,000 110,000 30104-120 Vending Licenses 1,968 1,600 1,600 1,600 30104-130 Taxicab Licenses 1,957 700 1,460 1,460 30104-140 Entertainment Machine Licenses 3,550 4,200 4,825 4,825 30104-160 Motion Picture Licenses 3,200 3,200 3,200 3,200 30104-180 Construction/Building Licenses 560 450 640 640 30104-190 Hotel/Motel Licenses 1,500 2,750 2,750 2,750 30104-900 Misc. Business Licenses 2,157 1,000 2,000 2,000 349,486 476,320 460,139 499,433 STATEMENT OF REVENUES AND OTHER FINANCING SOURCES GENERAL FUND FUND NO. 01 AUTHORIZED ESTIMATED ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FINES 30105-010 Court Fines 440,823 470,000 427,951 440,823 30105-020 Animal Violation Fines 2,280 2,000 1,343 1,343 30105-030 Parking Fines Non-Meter 14,443 16,000 13,994 13,994 30105-040 Pay By Mail Fines 135,061 125,000 111,770 111,770 30105-900 Miscellaneous Fines 1,545 2,300 4,920 2,300 594,152 615,300 559,978 570,230 USE OF MONEY & PROPERTY 30106-101 Interest Earned-Checking/Savings 1,608 1,380 1,476 1,579 30106-102 Interest Earned-Other 2,931 3,400 6,315 6,315 30106-201 Interest Earned-Perpetual Care 933 1,410 251 251 30106-401 Interest On Investments 1,220 2,000 608 1,220 30106-500 Rental Of Property 27,971 28,364 29,341 30,221 30106-510 Revolving Loans Principal 7,418 6,938 6,390 5,504 30106-600 Sale Of City Property 1,863 2,200 12,834 2,200 30106-700 Private Contributions 0000 30106-710 Gifts and Contributions - Fire 1,250 0 0 0 30106-720 Gifts and Contributions - Police 7,950 4,000 4,000 4,000 30106-800 Insurance Proceeds 6,319 0 239,490 0 30106-900 Miscellaneous 8,326 6,000 14,613 10,000 67,789 55,692 315,318 61,290 SERVICE CHARGES-GENERAL GOVT. 30107-010 Sale Of Printed Material 829 900 318 900 30107-015 Civic Center Rental Fees 80,692 80,000 67,739 80,000 30107-020 Commissions 3,544 4,500 3,004 3,004 85,065 85,400 71,061 83,904 SERVICE CHARGES-PUBLIC SAFETY 30108-010 Sale Of Printed Material 6,069 6,500 6,245 6,245 30108-020 Special Police Services 0000 30108-025 FTA Warrant Service Fee 0 0 7,500 35,000 30108-030 Special Fire Services 310,301 310,000 310,000 310,000 30108-040 Bicycle Licenses 56 65 150 150 30108-050 Dog Licenses 6,404 7,500 4,875 4,875 30108-060 Animal Boarding Fees 1,420 900 480 480 30108-080 False Alarm Fees 12,500 14,000 20,250 19,000 30108-090 Exclusive Contractual Towing Fees 12,450 12,000 12,000 12,000 30108-807 Police Seized/Forfeited Prop. 132,431 0 13,966 10,000 481,631 350,965 375,466 397,750 SERVICE CHARGES-DEVELOP. SERVS. 30109-010 Sale of Printed Material 32 15 210 210 30109-020 Building Permits 10,287 25,000 18,554 18,740 30109-030 Electrical Permits 2,015 2,400 1,808 2,400 30109-040 Plumbing Permits 1,302 1,700 2,068 2,089 30109-050 Sign Permits 568 680 632 638 30109-110 Zoning & Occupancy Fees 898 1,000 885 894 30109-120 Filing Fees/Public Hearings 2,353 2,100 1,780 1,798 30109-130 Site Plan Preparation Fees 225 225 150 225 30109-140 Code Reinspection Fees 4,550 4,100 1,450 4,100 30109-150 Rental Property Inspection Fees 259,315 261,000 261,800 264,418 30109-210 Land Clearing & Mowing 11,851 7,500 6,849 6,917 293,396 305,720 296,186 302,429 STATEMENT OF REVENUES AND OTHER FINANCING SOURCES GENERAL FUND FUND NO. 01 AUTHORIZED ESTIMATED ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013 SERVICE CHARGES-PUBLIC WORKS 30110-010 Sale Of Printed Material 2,175 1,100 1,203 1,200 30110-020 Sale Of Cemetery Lots 25,781 26,000 13,086 19,500 30110-050 Grave Openings-Operating 21,356 25,125 36,075 25,125 30110-060 Material & Labor Sales 21,762 17,000 25,848 25,848 30110-840 Grave Openings-Perpetual Care 7,119 8,375 8,375 8,375 78,193 77,600 84,587 80,048
TOTAL REVENUES 22,629,077 24,053,524 24,581,116 24,488,616
OTHER FINANCING SOURCES 30190-014 Special Tax Allocation Fund 25,000 25,000 25,000 25,000 30190-017 Child Care Fund 93 0 0 0 30190-040 Local Improvement Fund 0000 30190-041 Railroad Relocation Fund 0000 30190-079 Self Insurance Fund 0000 30190-082 Development & Rehab Fund 0000 30190-100 Loan or Lease Proceeds 0000 30190-150 Bond Proceeds 0000 TOTAL OTHER FIN. SOURCES 25,093 25,000 25,000 25,000
TOTAL GENERAL FUND 22,654,170 24,078,524 24,606,116 24,513,616 STATEMENT OF EXPENDITURES AND OTHER FINANCING USES GENERAL FUND
FUND NO. 01 AUTHORIZED ESTIMATED Division DEPARTMENT NAME ACTUAL BUDGET ACTUAL BUDGET Number DIVISION NAME FY 2011 FY 2012 FY 2012 FY 2013 GENERAL GOVERNMENT DEPT. 40000 Mayor & Council 82,164 77,445 62,358 90,579 40001 City Manager 237,724 246,478 255,874 248,105 40002 City Clerk 192,379 129,866 129,369 139,994 40003 City Attorney 302,919 337,198 341,712 343,951 40006 Economic Development 49,236 103,312 97,375 105,853 40010 Support Services 906,981 1,009,405 999,053 1,021,998 TOTAL GENERAL GOVERNMENT DEPT. 1,771,403 1,903,704 1,885,741 1,950,480
ADMINISTRATIVE SERVICES DEPT.
40005 Human Resources 237,299 243,258 241,514 283,425 40015 City Hall/Civic Center 445,883 486,141 451,305 489,527 TOTAL ADMINISTRATIVE SERVICES DEPT. 683,182 729,399 692,819 772,952
FINANCE DEPT. 40030 Financial Management 627,132 558,069 556,796 519,944 40033 Information Systems 274,996 285,992 281,563 379,279 TOTAL FINANCE DEPT. 902,128 844,061 838,359 899,223
POLICE DEPT. 40101 Police Protection 8,093,342 8,723,412 8,319,686 8,838,155 TOTAL POLICE DEPT. 8,093,342 8,723,412 8,319,686 8,838,155
FIRE DEPT. 40151 Fire Protection 3,168,022 3,488,050 3,556,170 3,599,563 40161 Emergency Management 64,183 74,931 77,885 76,529 TOTAL FIRE DEPT. 3,232,205 3,562,981 3,634,055 3,676,092
DEVELOPMENT SERVICES DEPT. 40200 Development Management 180,181 195,087 169,901 198,332 40210 Building and Neighborhood Services 895,927 1,280,355 1,324,106 1,254,940 40220 Planning Services 259,137 310,353 307,488 297,538 TOTAL DEVELOPMENT SERVICES DEPT. 1,335,245 1,785,795 1,801,495 1,750,810
PUBLIC WORKS DEPT. 40300 Engineering & Administration 54,998 233,050 203,045 188,733 40310 Equipment Maintenance 225,532 238,464 245,206 268,781 40350 Street Maintenance 1,519,775 1,682,904 1,605,664 1,810,030 40370 Cemeteries 185,120 193,633 196,517 194,830 40390 Forestry Management 125,080 137,262 126,888 130,673
TOTAL PUBLIC WORKS DEPT. 2,110,505 2,485,313 2,377,320 2,593,047 STATEMENT OF EXPENDITURES AND OTHER FINANCING USES GENERAL FUND
FUND NO. 01 AUTHORIZED ESTIMATED Division DEPARTMENT NAME ACTUAL BUDGET ACTUAL BUDGET Number DIVISION NAME FY 2011 FY 2012 FY 2012 FY 2013 COMMUNITY SERVICES DEPT. 40400 Community Services Administration 16 0 0 0 40425 Agencies & Organizations 2,629,564 2,734,762 2,718,413 2,584,762
TOTAL COMMUNITY SERVICES DEPT. 2,629,580 2,734,762 2,718,413 2,584,762
TOTAL EXPENDITURES 20,757,590 22,769,427 22,267,888 23,065,521 # FUNDING SOURCE TRANSFERS 40900 Transfers To Other Funds 1,762,088 1,605,253 1,606,257 1,434,447
TOTAL GENERAL FUND 22,519,678 24,374,680 23,874,145 24,499,968 CITY OF CARBONDALE, ILLINOIS Organizational Chart General Government Department General Fund
General Government Department
Mayor & Six City Council City Members Clerk Appoints
Deputy City Manager City Economic Clerk Development Coordinator
City Administrative Administrative Attorney Assistant Secretary
Lead Assistant Audio/Visual City Equip. Operator Attorney (0.04)
Audio/Visual Secretaries Equipment (2.0) Operators (0.04)
Total Number of Employees - (17.08) Fund: GENERAL b. Actively solicit input from boards and commissions on issues before the City Council Department: GENERAL GOVERNMENT c. Encourage boards and commissions to propose issues to the City Council when Council policy or Division: direction is needed MAYOR AND COUNCIL Objective: Division No.: 40000 3. Be involved in regional, state and national organizations and activities that can benefit the MISSION: City
The mission of the Mayor and City Council is to serve as Strategies: the legislative and policy body of the City Government. a. Continue active participation in groups including The Mayor serves as the official head of the government. the Southern Illinois Mayor's Association, Illinois Municipal League, the National League of Cities SERVICES: and the U.S. Conference of Mayors to share
The Mayor and City Council Members are elected at-large information and to work cooperatively toward for staggered four-year terms on a biennial basis. Regular solutions to problems facing cities similar to meetings of the City Council are normally held twice a Carbondale month on Tuesdays. For calendar year 2012, there will only be one meeting in July and December. b. Take leadership roles in organizations that will promote the City and provide heightened exposure SIGNIFICANT GOALS AND OBJECTIVES: to the community
GOAL: c. Support the mission of Southern Illinois A. Provide policy direction for the City of Carbondale University and work together in cooperative ways that addresses both short term and long range needs of to enhance town/gown relations, representing a the community and the municipal government. unified partnership, such as through the Saluki Way intergovernmental agreement Objective: 1. Provide leadership and direction in long range Objective: planning issues for the City 4. Represent and lobby on behalf of the community and region for the best interests of the Strategies: constituency a. Identify issues that the City should be addressing to help position the community for a future of Strategies: growth, strength, vitality and fiscal soundness a. The Mayor is designated as the chief spokesman for the City of Carbondale b. Formulate policies that anticipate community changes and that encourage appropriate growth b. Solicit funds and propose/support/oppose and development opportunities while considering legislation as needed or desired at the state and fiscal restraints, impacts on the City and citizens federal levels and impacts on staffing resources GOAL: Objective: B. Provide an open forum for, and encourage 2. Solicit advice from professional staff, advisory widespread participation in, the discussion of boards and commissions and others in formulating issues and concerns pertaining to City government policy Objective: Strategies: 1. Facilitate discussion of ideas and concerns a. Require staff, under the direction of the City Manager, to provide well-developed Strategies: recommendations and alternatives for initiatives a. Include "Citizen Comments and Questions" and issues coming to the Council agenda item at every regular City Council meeting Division: MAYOR and COUNCIL Division No.: 40000
b. Provide ample opportunity for citizen comments at City Council meetings for items on the agenda In FY 2013, the Mayor and Council will continue to monitor the budget as revenues are projected to only have c. Refer items to advisory boards and commissions a slight increase. The New Fiscal Year will include Capital for comment and input as needed Improvement Projects such as a new West Side Fire Station and continued improvements on the Water, Sewer Objective: and Street Infrastructure. 2. Ensure that membership on advisory boards and
commissions reflects the diversity of the Carbondale community
Strategies: a. Utilize the Carbondale Communiqué to advertise vacancies on boards and commissions and to recruit new volunteers
b. Encourage Council members to take an active role in recommending constituents for vacant positions on Boards and Commissions.
PROGRAM HIGHLIGHTS:
Much of the focus of the Mayor and City Council for Fiscal Year 2012, dealt with preparation and implementation of the annual budget, seating three newly elected Councilpersons and a new Mayor, the appointment of a Councilperson to fill the vacated seat of the newly elected Mayor and selection of a new City Manager.
While the City has taken steps to increase its revenues and significantly decrease its expenditures, the financial condition of the State of Illinois has placed burdens on municipal governments throughout the region. Long- overdue revenue sharing and reductions in previously anticipated capital funding have caused trickle-down concerns at the local level. In order to maintain a basic level of services that meets the community’s expectations, the City Council, for the second year in a row levied a property tax for real property. The adoption of this levy will provide for a stable source of income for public safety employee pensions.
The Mayor and Council were then faced with the task of selecting a new City Manager following the retirement announcement of the existing person. A professional consulting firm was hired and after a national search, a new City Manager was appointed in January 2012.
Division: MAYOR and COUNCIL Division No.: 40000
NUMBER OF ELECTED OFFICIALS:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Mayor 1.00 1.00 1.00 1.00 $9,000
Council 5.83 5.92 5.92 6.00 $25,200
TOTAL 6.83 6.92 6.92 7.00 $34,200
Fund: GENERAL Division: MAYOR and COUNCIL
Department: GENERAL GOVERNMENT Division No: 40000 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
120 Elected Officials Salaries 33,500 33,850 33,850 34,200 130 Employee Health Ins. Benefits 15,573 22,705 14,551 30,086 131 Employee Retirement Benefits 3,498 3,621 3,633 3,726 140 Employee Work. Comp. Benefits 200 223 224 248
TOTAL PERSONAL SERVICES 52,771 60,399 52,258 68,260
DIRECT OPERATING CHARGES & SERVICES
220 Communications-Telephone 2,362 2,000 800 1,000 222 Communications-Postage 1,491 2,000 200 1,000 240 Travel, Conferences, Training 14,848 3,425 2,500 10,250 251 Repairs & Maint.-Bldg & Struc. 758 0 0 0 270 Outside Printing Services 61 550 450 500 271 Other Outside Services 1,545 750 100 750 272 Office Supplies 1,308 1,164 500 1,164 273 Operating Supplies & Materials 1,620 1,200 750 1,100 280 Subscriptions and Memberships 5,049 5,657 4,500 6,555 299 Operating Equipment 351 300 300 0
TOTAL DIRECT OPER. CHRGS & SRVCS 29,393 17,046 10,100 22,319
TOTAL EXPENDITURES 82,164 77,445 62,358 90,579 Fund:Fund: Objective: GENERAL 2. Increase the City Council's capabilities to provide leadership and policy direction on issues Department: pertaining to City government GENERAL GOVERNMENT Strategies: Division: a. Provide information to the Mayor and City CITY MANAGER Council Members regarding methods that can strengthen their roles as policy makers Division No.: 40001 b. Encourage City Council Members to identify and articulate their goals MISSION: GOAL: The mission of the Office of the City Manager is to B. Increase the effectiveness and productivity of all City provide Carbondale's City Government with professional employees public administration in a responsive, effective and efficient manner utilizing available resources to provide a Objective: full range of municipal services for the community. 1. Provide training opportunities for employees
SERVICES: Strategies: a. Encourage Department and Division heads to The City Manager is the executive head of City participate in professional associations and Government and provides overall administrative direction meetings for City Government. The Office provides for business and economic development; formulates and prepares City b. Provide in-house training workshops for all Council Agendas; processes parade, street light, and employees sidewalk sale permits; edits and publishes the Carbondale Communiqué; and provides assistance to citizens regarding c. Encourage management innovation by focusing on complaints and concerns. ways to improve operations and services
SIGNIFICANT GOALS AND OBJECTIVES: d. Recognize employees for successful innovation and productivity improvements GOAL: A. Assist the City Council in evaluating community needs Objective: and in developing action plans to address those needs 2. Encourage employee participation in management decisions and programs Objective: 1. Keep the City Council appraised of issues, Strategies: opportunities and challenges facing the City a. Utilize focus groups on workplace issues
Strategies: b. Enhance the effectiveness of standing employee a. Provide the City Council with written reports on a committees in the areas of safety and employee regular basis identifying areas where policy recognition and benefits direction may be needed GOAL: b. Provide comprehensive staff reports prior to City C. Enhance the City government's effectiveness and Council meetings that address alternatives, fiscal reputation as a responsive, service and action oriented impacts and recommendations organization
c. Provide the City Council with input from advisory Objective: boards and commissions and the public that may 1. Provide a means for citizens to notify the City be directed to the City Manager's Office regarding complaints and/or special problems
Division: CITY MANAGER Division No.: 40001
Strategies: Strategies: a. Maintain a Citizens Assistance Program that a. Represent the City on economic development promptly addresses complaints and special agency boards including the Carbondale Business problems Development Corporation and the Southern Illinois Research Park Board b. Refer problems and requests for service received from citizens to appropriate City departments b. Represent the City's interests on economic development projects c. Continue to utilize tracking methods to assure follow up on citizen complaints and communicate c. Provide a pro-business atmosphere by assisting solutions(s) to citizens developers and businesses through economic development programs and City services Objective: 2. Inform the public of issues to be discussed and GOAL: encourage their participation in decision-making E. Manage City government in a fiscally sound and responsible manner Strategies: a. Utilize the CityVision 16 Cable Channel, AM Objective: 1620 and www.explorecarbondale.com to inform 1. Present an annual budget that maintains quality the public of meetings and agendas City services in an efficient and cost- effective manner b. Work with the Chamber of Commerce, Carbondale Main Street, Southern Illinois Strategies: University Carbondale Administration, Southern a. Review expenditures to assure they are essential in Illinois University Carbondale student the delivery of services to citizens government, neighborhood organizations and other special interest groups to obtain input on b. Review staffing levels and organizational structure various public issues to assure the delivery of services is done in the most efficient manner c. Encourage and facilitate the establishment of neighborhood associations Objective: 2. Maintain established minimum fund balances in Objective: the City's operating funds 3. Continue public relations efforts to highlight City government achievements Strategies: a. Review monthly financial reports on revenues and Strategies: expenditures a. Increase publicity about positive aspects of City government through brochures, the Carbondale b. Review division expenditures monthly to assure Communique, the "Spotlight on Carbondale" the integrity of the Budget articles, and other printed material PROGRAM HIGHLIGHTS: b. Publish an annual report to citizens highlighting accomplishments, prudent expenditure of funds The City Manager and City staff assisted the City Council and community improvements in establishing goals, objectives and strategies.
GOAL: The City Manager works toward meeting the community's D. Increase the economic well-being of community goals including economic development, increasing residents community pride, improving public communications and public relations, continuing employee recognition and Objective: development, and developing neighborhood improvements 1. Promote Carbondale as a community for economic and neighborhood pride. opportunity Division: CITY MANAGER Division No.: 40001
The City Manager will work closely with the City Council to implement policies and further develop long-term Community goals and objectives.
The City Manager serves on the Board of Directors of the Carbondale Business Development Corporation, the Southern Illinois Research Park, and the Jackson Growth Alliance Board and is actively involved in all major economic development initiatives.
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
City Manager 1.00 1.00 1.12 1.00 $107,745
Administrative Assistant 1.00 1.00 1.00 1.00 $46,207
TOTAL 2.00 2.00 2.12 2.00 $153,952
Fund: GENERAL Division: CITY MANAGER
Department: GENERAL GOVERNMENT Division No.: 40001 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 164,882 168,836 177,981 153,952 101 Accrued Sick Leave 0000 102 Accrued Vacation Leave 1,366 0 0 0 110 Employee Overtime 0 200 0 0 130 Employee Health Ins. Benefits 21,556 24,836 24,292 32,705 131 Employee Retirement Benefits 30,262 31,995 34,158 32,007 140 Employee Work. Comp. Benefits 996 1,128 1,140 1,277 150 Special Contractual Benefits 9,619 9,620 9,620 15,732
TOTAL PERSONAL SERVICES 228,681 236,615 247,191 235,673
DIRECT OPERATING CHARGES & SERVICES
220 Communications-Telephone 755 860 463 810 222 Communications-Postage 224 250 250 250 240 Travel, Conferences, Training 5,147 2,210 2,210 6,238 250 Repairs & Maint.-Equip. 0 250 0 0 270 Outside Printing Services 0 200 200 200 272 Office Supplies 1,236 1,826 1,045 1,826 273 Operating Supplies & Materials 118 575 575 875 280 Subscriptions and Memberships 1,563 2,367 2,315 2,233 299 Operating Equipment 0 1,325 1,625 0
TOTAL DIRECT OPER. CHRGS & SRVCS 9,043 9,863 8,683 12,432
TOTAL EXPENDITURES 237,724 246,478 255,874 248,105 Fund: GENERAL c. Ensure that receptionist and other designated Department: clerical personnel are trained to provide coverage GENERAL GOVERNMENT for the Clerk=s Office when regular staff is unavailable to assist customers. Division: CITY CLERK Objective:
2. Maximize level of staff assistance provided to the Division No.: 40002 Mayor's Office, members of the City Council, the City Manager's Office, City departments and MISSION: various boards and commissions
The mission of the City Clerk's Office is to provide the Strategies: link between past, present and future by maintaining all the a. Continue to provide service to the Mayor’s Office permanent records of the City. and City boards and commissions by maintaining an updated news media email list and distributing SERVICES: new releases, meeting notices and other information as requested The City Clerk=s Office serves the community through voter registration, free notary service, and management of b. Continue to provide responsive service as staff the community bulletin board and programming on liaison to the Liquor Control Commission, Liquor CityVision 16. The office also serves as the repository for Advisory Board and Board of Fire and Police all permanent records of the City including ordinances, Commissioners resolutions, deeds, easements, contracts and cemetery records. The office maintains liquor licenses, raffle c. Provide timely and efficient assistance to other permits, taxicab driver licenses and other City business departments and divisions as they request historic licenses and permits, conducts police and fire exams for information and/or documents through the City sworn public safety personnel and administers City Clerk's Office elections. The City Clerk is the appointed Freedom of Information Officer. GOAL: B. Increase effectiveness of the City in state and federal SIGNIFICANT GOALS AND OBJECTIVES: legislative matters
GOAL: Objective: A. Increase effectiveness of City Clerk's Office at being 1. Assist City Council by reviewing legislation that service-oriented and user-friendly affects Illinois municipalities
Objective: Strategies: 1. Increase methods by which citizens have access to a. Monitor movement of legislation through Illinois services provided in the City Clerk's Office General Assembly
Strategies: b. As requested, draft letters to federal and state a. Continue to promote utilization of the Freedom of elected officials sharing the City’s position on Information Officer page on the City’s web site legislation of concern and the FOI Officer email address to make the process of requesting records easier for the public c. Keep abreast of legislative changes to state and and to expedite staff fulfillment of Freedom of federal laws to help ensure Carbondale's continued Information requests compliance with state laws such as Freedom of Information Act, Open Meetings Act, Local b. Continue to provide and promote the availability Records Act, Illinois Governmental Ethics Act and of application forms and other information Election Code through the City=s web site
Division: CITY CLERK Division No.: 40002
d. Communicate with other municipalities to learn b. Provide opportunities for the Deputy City Clerk to from their experiences with new legislation and attend trainings, workshops, seminars and/or alternative methodologies for implementation conferences that will increase the Deputy Clerk’s knowledge of the City Clerk’s duties and GOAL: responsibilities C. Provide the citizens of Carbondale with an efficient and concise set of ordinances c. Review and remain current on changes in municipal, state and federal laws and regulations Strategies: that affect City Code provisions a. Supervise the supplementation of the Carbondale City Code through a codification service to PROGRAM HIGHLIGHTS: address changes in City operations, regulations and enforcement In FY 2012, the City Clerk was reappointed following the election of a new Mayor. The City Clerk attended training b. Supervise the accessibility of the Carbondale City conferences, including Municipal Clerks of Illinois District Code on the Internet 8 & 9, Illinois Municipal League and Municipal Clerks of Illinois Training Institute. c. Review and remain current on changes in municipal, state and federal laws and regulations In FY 2012, a new liquor license class, C2, was created that affect City Code provisions allowing for grocery stores to sell wine and beer by the package. The Local Liquor Control Commission provided GOAL: that up to eight (8) C2 licenses could be issued. Of the D. Increase the effectiveness and productivity of the City eight available C2 licenses, five were issued in FY 2012. Clerk and the Deputy City Clerk In FY 2013, the City Clerk’s office has taken over the Objective: responsibility of maintaining and updating the Carbondale 1. Increase methods by which citizens have access to City Code through Sterling Codifiers. services provided in the City Clerk's Office
Strategies: In FY 2013, the City Clerk’s Office in preparation for the a. Continue to provide training opportunities to the 2013 Memorial Day Service, which is the nation’s oldest City Clerk recorded Memorial Service, will replace the 11 wreaths and the United States Flag currently used with new ones.
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Business/Occupational Licenses Issued A-1 147 150 152 150
Liquor License Applications Processed A-1, A-2 75 72 65 75
Liquor Licenses Issued A-1, A-2 57 56 64 66
Voter Registrations Processed A-1 212 150 175 150
Board and/or Commission Meetings A-2 15 20 18 20 Coordinated
Cemetery Sales and Grave Openings Processed A-1 119 100 115 100
Freedom of Information Act Request for A-1, B-1 475 475 260 300 Records Processed
Division: CITY CLERK Division No.: 40002
NUMBER OF FULL TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
City Clerk 1.13 1.00 0.99 1.00 $52,033
Deputy City Clerk 0.83 1.00 1.00 1.00 $35,934
TOTAL 1.96 2.00 1.99 2.00 $87,967
Fund: GENERAL Division: CITY CLERK
Department: GENERAL GOVERNMENT Division No.: 40002 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013
PERSONAL SERVICES
100 Employee Salary and Wages 141,163 86,234 85,844 87,967 101 Accrued Sick Leave 0000 102 Accrued Vacation Leave (201) 0 0 0 110 Employee Overtime 581 420 791 260 130 Employee Health Ins. Benefits 12,093 15,137 14,520 15,821 131 Employee Retirement Benefits 25,519 16,343 16,586 17,551 140 Employee Work. Comp. Benefits 676 856 800 769
TOTAL PERSONAL SERVICES 179,831 118,990 118,541 122,368
DIRECT OPERATING CHARGES & SERVICES
200 Professional & Consultant Fees 2,738 1,000 600 5,000 210 Publishing and Filing Fees 1,170 200 100 200 220 Communications-Telephone 67 100 75 60 222 Communications-Postage 1,373 1,000 700 1,000 240 Travel, Conferences, Training 187 3,086 3,497 5,526 260 Rental Charges 2,195 700 700 750 270 Outside Printing Services 42 0 60 100 271 Other Outside Services 0 0 38 600 272 Office Supplies 2,154 2,425 2,425 2,625 273 Operating Supplies & Materials 731 550 908 940 280 Subscriptions and Memberships 408 280 280 350 281 Insurance and Bonds 40 0 80 0 299 Operating Equipment 1,443 1,535 1,365 475
TOTAL DIR. OPER. CHRGS. & SRVCS. 12,548 10,876 10,828 17,626
TOTAL EXPENDITURES 192,379 129,866 129,369 139,994 Fund:und: d. Determine how changes in the law may affect the GENERAL City's operations
Department: e. Develop and maintain a network of GENERAL GOVERNMENT communication and information with municipal attorneys from other cities for the purpose of Division: exchanging information, advice and ordinances as CITY ATTORNEY they relate to local government
Division No.: 40003 f. Maintain and update the City's law library to MISSION: provide adequate, current materials for the purpose of legal research, review and referral as necessary The mission of the City Attorney's Office is to ensure that to stay abreast on municipal issues the operations of the City government are conducted in a lawful manner. g. Prepare and disseminate information to City administration regarding current developments SERVICES: and trends in the law which affects municipalities and the City's operations The City Attorney's Office advises the City Council and City staff on legal issues, represents the City in legal h. Review documents prepared by City proceedings, reviews and prepares legal documents, administration to determine if legal issues are prepares revisions and updates to the Carbondale City involved and if so, what changes are necessary to Code and prosecutes violations of the Carbondale City protect the City's interests Ordinances. Objective: SIGNIFICANT GOALS AND OBJECTIVES: 2. Minimize liability and avoid unnecessary litigation GOAL: A. Provide adequate, competent legal services to the City Strategies: in its operations, progress and growth in order to provide efficient governmental services to the citizens a. Maintain a Apreventive law@ program which will: of Carbondale 1) identify and address areas that may produce litigation in the future; 2) develop clear policies Objective: consistent with the law to alleviate the potential 1. Provide useful and timely legal service to the for litigation and avoid unsuccessful litigation; and legislative, administrative and advisory bodies of 3) disseminate policies to appropriate departments the City government for consideration and implementation
Strategies: b. Remain current on changes in state and federal a. Investigate and review information relating to the laws which impact the City's liability facts and circumstances surrounding legal disputes or issues under consideration c. Stay abreast of decisions being made by City staff and provide appropriate legal advice b. Identify and address issues which could potentially cause conflict and litigation with the d. Review all documents and contracts to which the City government's daily operations City is a party
c. Research and remain updated on relevant court e. Provide legal analysis on law enforcement issues decisions, statutory provisions, administrative to the Police Department decisions, legislation, advance sheets, legislative bulletins, regulatory materials and other legal f. Review City policies and regulations and compare resource publications to changes in federal and state laws pertaining to or affecting employment law
Division: CITY ATTORNEY Division No.: 40003
g. Provide legal advice to boards and commissions of b. Prosecute ordinance violations and maintain a the City of Carbondale. proactive approach to situations which pose a clear and present danger to the health, safety and GOAL: welfare of the community B. Provide the citizens of Carbondale with an efficient and concise set of ordinances c. Draft and propose revisions to the Carbondale City Code in a manner that carefully balances the Objective: needs of the community and the City's obligation 1. Provide ordinances that enhance, protect and to protect the public health, safety and welfare of promote the quality of life for the citizens of the the entire community City of Carbondale d. Supervise, regulate and enforce the City's Strategies: Community Service Program a. Consult with City staff to ascertain problems or conflicts and determine the most effective PROGRAM HIGHLIGHTS: approach to resolution The City Attorney's Office will continue to implement b. Draft ordinances in plain English and language computer-assisted, online legal research to provide quick, that will survive a constitutional challenge for accurate and useful legal research tools for the day-to-day vagueness or over breadth operations of the City.
c. Review and remain current on changes in The City Attorney's Office will continue to aggressively municipal, state and federal laws and regulations collect past due accounts for debts owed to the City. Such that affect City Code provisions actions include: collection for past due payments on water and sewer bills, outstanding payments on loan programs, d. Draft comprehensible provisions which address payment for damage to City-owned property, past due leaf current needs of the City and anticipated future or special refuse collection, weed mowing charges and needs and interests liens, and collection of false fire or police alarms. This activity will continue through the use of letters, phone e. Review strategies and procedures of other calls, small claims complaints and civil action when municipalities in light of the City's goals and necessary. objectives The City Attorney's Office has benefited from the use of f. Communicate with other governing agencies to both nonpaid paralegal and law student interns. A learn from their experiences with alternative continued effort will be made to utilize the internship methodologies programs through the Southern Illinois University School
of Law. GOAL:
C. Create and maintain adequate, safe and prudent City In FY 2013, the City Attorney's Office will continue to be Code provisions to promote the City of Carbondale as responsible for the management and supervision of the a positive place in which to live and conduct business Community Service Program. This will include receiving
any requests for community service, determining the Objective: eligibility of each person, creating and maintaining a list of 1. Maintain a safe and secure atmosphere conducive "designated sites" where community service may be to existing properties and future residential and performed, supervising the performance and success of commercial developments each participant through direct contact with each site, and
enforcing the terms and conditions of the Program. Strategies:
a. Assess problem areas to determine which
ordinances are violated most frequently and
whether the current provisions are adequately
addressing unlawful activity
Division: CITY ATTORNEY Division No.: 40003
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Ordinance Violations Prosecuted/ Filed C-1 2,437 3,500 2,500 3,500
Ordinance Violations Tried C-1 278 400 400 400
Ordinances and Resolutions Drafted, Revised B-1 125 100 150 150 or Reviewed
City Code Provisions Updated B-2 30 15 45 45
Legal Opinions Rendered/Memos A-1/A-2 1,100* 1,100 1,100 1,100
Legal Correspondence, Contracts or A-1/A-2 2,200* 2,200 2,200 2,200 Documents Prepared/Revised/Reviewed
Weed Liens Filed C-1 31 50 35 50
Outstanding Accounts Collected A-1 251 375 275 375
Small Claims Filed A-1 159 100 180 200
Cable Television Issues Addressed D-1/D-2 2 10 10 10
Community Service Program Contacts C-1 85 100 145 145
Community Service Program Completions C-1 80 60 80 80 *Estimation totals
NUMBER OF FULL TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
City Attorney 1.00 1.00 1.00 1.00 $89,951
Assistant City Attorney 1.00 1.00 1.00 1.00 $62,431
Administrative Secretary 2.00 2.00 2.00 2.00 $71,953
TOTAL 4.00 4.00 4.00 4.00 $224,335
Fund: GENERAL Division: CITY ATTORNEY
Department: GENERAL GOVERNMENT Division No.: 40003 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013
PERSONAL SERVICES
100 Employee Salary and Wages 211,547 217,925 217,683 224,335 101 Accrued Sick Leave 0000 102 Accrued Vacation Leave 896 0 0 0 110 Employee Overtime 0 246 0 0 130 Employee Health Ins. Benefits 28,922 33,543 38,852 41,772 131 Employee Retirement Benefits 37,722 40,360 41,387 44,342 140 Employee Work. Comp. Benefits 1,224 1,364 1,380 1,550 141 Employee Unemp. Comp. Benefits 0000
TOTAL PERSONAL SERVICES 280,311 293,438 299,302 311,999
DIRECT OPERATING CHARGES & SERVICES
200 Professional & Consultant Fees 4,384 16,650 16,650 5,000 210 Publishing and Filing Fees 25 300 300 300 220 Communications-Telephone 213 500 500 180 222 Communications-Postage 1,655 1,440 2,000 2,000 240 Travel, Conferences, Training 470 3,173 2,110 3,272 250 Repairs & Maint.-Equip. 0 200 400 400 270 Outside Printing Services 0 100 100 100 271 Other Outside Services 1,361 2,950 1,900 3,100 272 Office Supplies 1,671 1,918 2,000 2,000 273 Operating Supplies & Materials 11,065 13,119 13,200 13,200 280 Subscriptions and Memberships 978 1,660 1,500 1,500 281 Insurance and Bonds 0 50 50 100 299 Operating Expense 786 1,700 1,700 800
TOTAL DIR. OPER. CHRGS. & SRVCS. 22,608 43,760 42,410 31,952
TOTAL EXPENDITURES 302,919 337,198 341,712 343,951 CITY OF CARBONDALE, ILLINOIS Organizational Chart
Administrative Services Department General Fund
City Manager
Administrative Services Director
Administrative Human Civic Center Services Resources Receptionist Manager Assistant Assistant
Facility/Event Support Worker Supervisor
Facility/Event Support Workers (3.44)
Total Number of Employees - (9.44) Fund: b. Support the Employee Recognition Committee and GENERAL its programs that recognize employees in general and individual accomplishments Department:
ADMINISTRATIVE SERVICES c. Assist in providing opportunities for training Division: HUMAN RESOURCES d. Participate in labor/management meetings with bargaining units and in meetings with the Non- Division No.: 40005 Bargaining Unit Employees Personnel Board
e. Conduct Fire/Police Examinations
MISSION: Objective: 2. Maintain and enhance the City's comprehensive The mission of the Human Resources Division is to Employee Benefits Program and its utilization by administer and provide technical direction for the City's employees Personnel and Labor Relations activities as well as overseeing the Affirmative Action/Equal Opportunity Plan. Strategies: a. Monitor, update, administer and promote all SERVICES: employee benefit programs to achieve optimum benefits for employees The Human Resources Division focuses on employment, wages, employee benefits, personnel rules and regulations b. Provide employees with updated information to and labor contracts in order to achieve a productive City increase awareness and effective utilization of workforce. Services provided by the Division include employee benefit programs preparation and certification of biweekly payrolls, maintenance of personnel files and records, conducting pre- c. Utilize the Employee Benefit Committee to employment examinations and interviews, administration communicate information and monitor employee of employee benefit programs and labor relations. satisfaction with employee benefit programs
Staff of the Administrative Services Department provides d. Maintain and promote the City's Employee support for the Carbondale Human Relations Commission, Assistance Program by keeping abreast of Non-Bargaining Unit Personnel Board; Study Circles resources and making appropriate referrals program, Employee Benefit, Employee Recognition and Safety Committees. GOAL: B. Maintain a compensation program that is competitive The Administrative Services Director facilitates the and rewarding Affirmative Action/Equal Employment Opportunity Plan, serves as the Human Resources Manager and oversees the Objective: operations of the Civic Center Division and Receptionist 1. Promote an employee compensation system that area which provides clerical support for other departments. has internal equity and that encourages financial rewards for performance SIGNIFICANT GOALS AND OBJECTIVES: Strategies: GOAL: a. Promote a more comprehensive and cohesive A. Maintain a fair and equitable Personnel and Labor compensation system for all employee groups tied Relations Program for City employees as closely as possible to financial rewards for performance Objective: 1. Promote employee morale and esprit de corps b. Maintain the Classification Plan and Pay Plan for among employees Non-Bargaining Unit positions utilizing the Position Appraisal Method Strategies: a. Publish the employee directory, The PEN c. Participate in the collective bargaining process
Division: HUMAN RESOURCES Division No.: 40005
d. Improve the employee performance evaluation diversity/racial sensitivity training for all city system by providing information and training on employees to be administered every two years job coaching skills g. Work in conjunction with the City Manager to Objective: apply diversity management framework to real- 2. Ensure that compensation for City positions is time issues comparable to similar positions in the area and state h. Work in conjunction with the City Manager to identify areas of institutional concerns within City Strategies: government and develop strategies to implement a. Obtain, maintain and review salary data and salary ways to combat and correct these areas survey information on area employers and comparable communities GOAL: D. Be a liaison between the City and various commissions b. Incorporate information about comparable salaries and programs to maintain an open and culturally diverse and salary surveys into the process of maintaining environment the classification plan and pay plan for the Non- Bargaining Unit positions and into the City's Objective: collective bargaining process for bargaining unit 1. Give staff support for various commissions and positions programs
Strategies: GOAL: a. Provide staff support to the Carbondale Human C. Promote equal employment opportunities and maintain Relations Commission a culturally diverse workforce b. Support the organization of programs, such as Objective: Study Circles, which enable residents to explore 1. Support and facilitate the Affirmative Action community issues and come to common Program for the City of Carbondale understandings
Strategies: PROGRAM HIGHLIGHTS: a. Administer the City’s Affirmative Action/Equal Employment Opportunity Plan FY 2012 represented the fifth year of group health insurance coverage by BlueCross and BlueShield of Illinois b. Recruit minorities, women and persons with and the fourth year of being fully insured. The City disabilities to compete for City jobs continued its partnership with AFLAC to provide its Section 125 Flexible Benefit program including the fourth c. Assist with the recruitment of candidates to year of voluntary dental and vision services through increase the utilization of minorities and females in Guardian. A Request for Proposals (RFP) was issued and job group categories where they are under utilized bids were accepted for health insurance to begin May 1, by using creative and job appropriate recruiting 2012. techniques
d. Promote the advancement of existing minority and FY 2012 marked the second year the Administrative female employees into job group categories where Services Department has utilized an online management underutilization exists by providing a positive and tool to record and track applicant and employee supportive workplace responsive to cultural information. The service has allowed HR to reduce paper diversity and increase the storage of information.
e. Prepare written narrative and statistical reports for Administrative Services continued to support the Employee the City and other governments on the progress of Recognition, Employee Safety and Employee Benefit the City’s Affirmative Action/Equal Employment Committees and activities. The Human Resources staff Opportunity efforts continued to work with the Safety Committee to reduce f. Coordinate the implementation of cultural workers’ compensation claims. Division: HUMAN RESOURCES Division No.: 40005
In FY 2012, the Administrative Services Department long term goal to decrease health insurance costs. continued the process of tracking information for the Administrative Services and Human Resources will Affirmative Action Program. Year three of the outsource continue to move towards computerizing information and service agreement was completed. materials to increase efficiency and effectiveness.
The Affirmative Action/Equal Employment Opportunity Plan was reviewed, revised and updated. A partnership was developed with community groups to assist with identification and placement of minorities on City construction projects.
The Administrative Services Department continued to coordinate programs to foster inclusive excellence for City employees in an effort to address cultural diversity/racial sensitivity education.
During FY 2012, Police and Fire Exams were and will continue to be conducted by Human Resources Department.
In partnership with the National League of Cities (NLC), the City rolled out its Prescription Discount Card Program. NLC member cities participate in the program to save money for their residents on prescription drugs not covered by insurance.
A program was developed by the City’s Wellness Committee to assist employees in their efforts to improve fitness and overall well-being.
In FY 2013, inclusive excellence education will continue. Programs to assist and encourage employees to grow professionally and personally will be established.
The Division III – Affirmative Action section of the City’s bid packet for City construction projects will be reviewed, revised and updated. Partnerships with community groups will be continued with the goal of identifying and placing minorities in better positions to bid and work on City construction projects.
Efforts to increase the hiring of minorities, veterans and the disabled will be increased to bring the City in line with Affirmative Action reports.
The City’s Wellness program will be expanded and additional equipment, as needed, will be provided. The short range goal is to improve employee fitness with the
Division: HUMAN RESOURCES Division No.: 40005
PERFORMANCE MEASUREMENTS:
Performance Measurements Division Goal/ Authorized Estimated Objective Actual Budget Actual Budget FY2011 FY 2012 FY 2012 FY 2013
Positions Filled A-3 26 30 48 53
Regular Work Hours Paid For All City A-2/B-1/B-2 462,883 307,148 457,665 464,097 Employees
Overtime Work Hours Paid For All City A-2/B-1/B-2 19,522 14,010 18,882 19,382 Employees
Sick Leave Hours Paid For All City A-2/B-1/B-2 22,748 17,876 18,143 20,992 Employees
Vacation/Holiday Leave Hours Paid For A-2/B-1/B-2 46,399 24,422 47,636 47,621 All City Employees
Funeral Leave Hours Paid For All City A-2/B-1/B-2 436 300 666 578 Employees
Other Leave Hours Paid (Injury, Military, A-2/B-1/B-2 7,826 21,000 7,649 11,995 Other) For All City Employees
Employment Separations Processed B-1 38 30 49 35
Minority Referrals for City Positions C-1/B 30 35 149 160
Police and Fire Examinations Administered A-1 N/A 135 62 130
Staff Support of Boards and Comm. (Hours) D-1 435 300 288 250
Social Service Assistance Contacts C-1 420 325 300 200
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Administrative Services 1.00 1.00 1.00 1.00 $89,951 Director
Human Resources Assistant 1.00 1.00 1.00 1.00 $37,020
Administrative Services 0.48 0.60 0.60 0.60 $22,042 Assistant
Receptionist 0.00 0.00 0.00 1.00 $21,945
TOTAL 2.48 2.60 2.60 3.60 $170,958
Fund: GENERAL Division: HUMAN RESOURCES
Department: ADMINISTRATIVE SERVICES Division No.: 40005 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 154,144 146,260 146,260 170,958 101 Accrued Sick Leave 0 0 0 0 102 Accrued Vacation Leave 1,209 0 0 0 110 Employee Overtime 38 782 238 268 130 Employee Health Ins. Benefits 16,253 19,678 18,916 28,478 131 Employee Retirement Benefits 27,915 27,573 28,176 34,211 140 Employee Work. Comp. Benefits 816 942 964 1,104
TOTAL PERSONAL SERVICES 200,375 195,235 194,554 235,019
DIRECT OPERATING CHARGES & SERVICES
200 Professional & Consultant Fees 3,602 13,040 13,000 10,000 210 Publishing and Filing Fees 17,210 8,100 8,100 8,100 220 Communications-Telephone 118 204 204 120 222 Communications-Postage 545 700 550 700 240 Travel, Conferences, Training 714 3,231 3,231 3,450 250 Repairs & Maint.-Equip. 548 0 0 0 260 Rental Charges 289 5,574 5,574 5,490 270 Outside Printing Services 1,869 1,818 1,800 2,118 271 Other Outside Services 1,398 865 650 865 272 Office Supplies 2,141 2,843 2,353 2,843 273 Operating Supplies & Materials 5,726 9,270 9,270 11,970 280 Subscriptions and Memberships 738 1,023 903 958 281 Insurance and Bonds 0 30 0 0 299 Operating Expense 2,026 1,325 1,325 1,275
TOTAL DIR. OPER. CHRGS. & SRVCS. 36,924 48,023 46,960 47,889
EXPENDITURES TRANSFERRED OUT
700 Serv. & Chrg. To Operating Divs. 0 0 0 517
TOTAL EXPENDITURES TRANFERRED OUT 0 0 0 517
TOTAL EXPENDITURES 237,299 243,258 241,514 283,425 Objectives Fund: 2. Promote the development of Carbondale’s GENERAL industrial parks
Department: Strategies: GENERAL a. Market the industrial parks to potential developers
Division: b. Establish the Business Park East as a Southern GENERAL GOVERNMENT Illinois Research Park Affiliate Site Division No.: 40006 Objectives 3. Work with existing businesses for retention and expansion
MISSION: Strategies:
a. Develop a regular business visitation program The mission of the Economic Development Office is to promote and enhance economic development and growth b. Promote City and state programs that can assist in Carbondale. local businesses and maximize their economic
opportunities SERVICES:
Objectives The Economic Development Office is responsible for the 4. Use multiple means to market Carbondale for coordination of the City’s development activities and economic development provides a centralized office for economic development projects. The office manages City economic development programs including the Tax Increment Redevelopment Strategies: District No. 1, the Enterprise Zone and the Community a. Collect, analyze and distribute relevant and Development Assistance Revolving Loan Fund. The accurate data on the communities demographic Economic Development staff serves as a Business characteristics and labor market Ombudsman and assists new and existing businesses by building and strengthening relationships with the City. The b. Produce and distribute printed community position also provides staff assistance to the Carbondale information promotional materials relating to the Business Development Corporation and participates in Tax Increment Redevelopment District No. 1, the cooperative regional economic development initiatives. Enterprise Zone and the Revolving Loan Fund
c. Rapidly respond to all business development SIGNIFICANT GOALS AND OBJECTIVES: inquiries with personal contact and relevant GOAL: information A. Promote Economic Development in Carbondale d. Capitalize on unique opportunities to generate Objectives interest in Carbondale, including application for 1. Promote new commercial development recognition programs, advertising, and other efforts to promote Carbondale as a location for Strategies: commercial activity a. Identify and recruit regional and national retail and restaurant businesses e. Continue to enhance the City’s Web Site to include up to date economic development b. Work closely with existing commercial developers information in the community to enhance their ability to attract new businesses and expand existing businesses f. Coordinate the use of the City’s GIS System for economic development projects c. Promote the Tax Increment Redevelopment District No. 1 to new and expanding businesses GOAL: ` B. Develop a public-private relationship that fosters d. Promote the revitalization of the City=s West Main economic development Street commercial areas Division: ECONOMIC DEVELOPMENT Division No.: 40006
Objectives 1. Maintain a strong partnership with the Carbondale During FY 2012, several new retail businesses opened in Business Development Corporation the downtown area including Arches Shoe Repair, Placesmart, Esthers, New BeginningZ Realty, Dayshift, 6 Strategies: Pence, and Vintage Soul. In addition, the Carbondale a. Provide administrative staff support to the Convention and Tourism Bureau relocated from University Carbondale Business Development Corporation Mall to a location adjacent to the University.
b. Maintain Carbondale Business Development During FY 2012, the east side retail area added several Corporation records new businesses including Goodwill, The Children’s Place c. Coordinate Carbondale Business Development and Tip Top Nail Salon. Retailers include Kirkland’s, Corporation Board information, activities and Ross and Maurice’s, are completing tenant improvements meetings for new locations at University Place and the Mall. In addition the Veterans Administration has announced they Objectives will be opening a 10,000 square foot outpatient clinic at 2. Develop better City-business relations in the former Office Depot. Carbondale The Carbondale Town Square continues to be a major Strategies: center of business activity with a number of small retailers a. Serve as Business Ombudsman assisting new and and professional service businesses looking for any existing businesses in working with City Hall available space. The vacancy rate is estimated to be less than 5 percent. b. Maintain strong relations with the Carbondale Chamber of Commerce and Carbondale Main Unfortunately, there were a number of business closings in Street FY 2012. The distribution center of Vitamin World closed although the retail office will remain open. Dr. Donut c. Participate in the Jackson Growth Alliance and closed its west side location and the Mall lost several food other regional economic development court restaurants including Wise Guys Pizza, Southern Que organizations and Sam’s Café. Neon Internet sold its business on Reed Station Road. PROGRAM HIGHLIGHTS: The Economic Development staff provided assistance to The Jackson County-Murphysboro-Carbondale Enterprise parties interested in Carbondale as the site of a new Zone (EZ) continued to be the driving force for economic business. This included distributing printed material, development during FY 2012. A total of 34 EZ projects providing data electronically, and meeting with business were completed in FY 2012. A total of 57 commercial prospects. Staff for Economic Development reviewed projects with a $6 million estimated value were completed applications for Community Development Assistance in Carbondale in calendar year 2011. Construction Program Revolving Loans and Downtown Facade Loans in continued on the $60 million Southern Illinois University FY 2012. Transportation Education Center which when complete will allow the consolidation of the Aviation and Membership was maintained in the International Council Automotive Technology programs into one facility and of Shopping Centers (ICSC) in support of the goal to expand the number of students in each program. identify and recruit regional and national retail and restaurant businesses. In FY 2013 activities will include Carbondale has more than 110 eating establishments attendance at the ICSC Spring Convention which is a key including those that opened in FY 2012; Dimaggios, event for retail businesses and restaurants planning for Kelly’s Irish Boxty, Blend Tea and Crepe, Evelyn’s, expansion into new markets. The office staff will continue Cristaudo’s, La Unica Bakery, and Mo Wallace BBQ. with recruitment of regional and national establishments Several eating establishments expanded their operations that will contribute to Carbondale’s retail sector. and relocated to larger facilities in FY 2012 which included Pagliai’s, Mary Lou’s, Primo’s Pizza and Long In FY 2012, the Economic Development staff and the John Silver’s. Chill Frozen Yogurt and Cool Spoons have Carbondale Chamber of Commerce began a business announced they will be opening stores in the near future. Division: ECONOMIC DEVELOPMENT Division No.: 40006
retention program focused on improving customer Egypt Regional Planning and Development Commission relations between the City, Chamber, and Carbondale and other regional economic development organizations. businesses. One afternoon per week is devoted to meeting with business managers and owners to identify strategies to Together with the Small Business Development Center at improve the economic climate in Carbondale. Based on Southern Illinois University, assistance is provided to new the positive response this program has received the and expanding businesses. Such assistance includes the Economic Development staff will continue to partner with creation of business plans, securing financial assistance the Chamber to focus on business retention throughout FY and locating potential sites for development. In addition, 2013. the City will continue its partnership with the Carbondale Convention and Tourism Bureau to develop and promote The Economic Development staff will continue to Carbondale as a vacation destination and a retirement represent the City in the Jackson Growth Alliance, Greater Community.
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Assistant City Manager for Economic Development 0.19 0.00 0.00 0.00 $0
Economic Development 0.00 1.00 0.75 1.00 $56,439 Coordinator
TOTAL 0.19 1.00 0.75 1.00 $56,439
Fund: GENERAL Division: ECONOMIC DEVELOPMENT
Department: GENERAL GOVERNMENT Division No.: 40006 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 13,976 41,340 41,552 56,439 102 Accrued Vacation Leave (179) 0 0 0 130 Employee Health Ins. Benefits 3,642 7,568 5,348 7,910 131 Employee Retirement Benefits 2,410 7,796 7,877 11,162 140 Employee Work Comp. Benefits 256 0 0 0
TOTAL PERSONAL SERVICES 20,105 56,704 54,777 75,511
DIRECT OPERATING CHARGES & SERVICES
210 Publishing and Filing Fees 1,495 4,500 3,890 4,000 220 Communications-Telephone 763 860 105 860 222 Communications-Postage 106 400 100 250 240 Travel, Conferences, Training 6,262 6,930 5,500 4,865 270 Outside Printing Services 378 700 100 100 271 Other Outside Services 0 9,304 9,304 1,000 272 Office Supplies 526 1,099 1,099 869 273 Operating Supplies and Materials 1,139 4,000 4,000 508 280 Subscriptions and Memberships 18,104 18,815 18,500 17,890 299 Operating Equipment 358 0 0 0
TOTAL DIRECT OPER. CHRGS & SRVCS 29,131 46,608 42,598 30,342
TOTAL EXPENDITURES 49,236 103,312 97,375 105,853 Fund: GENERAL GOAL: A. Stabilize and Revitalize Single-Family Residential Department: Neighborhoods GENERAL GOVERNMENT Objectives Division: 1. Increase the number of owner-occupied SUPPORT SERVICES residential units in existing neighborhoods
Division No.: 40010 Strategies: a. Provide grants to assist the purchase and MISSION: conversion of existing rental units back to owner- occupied single-family residential units The mission of the Support Services Division is to provide those services, which cannot be readily allocated to other GOAL: City departments and divisions. B. Improve the quality of life for those citizens less fortunate and lacking basic necessities for a decent SERVICES: standard of living The Support Services Division covers certain personal services for an Administrative Secretary position as well as Objective: two audio/visual equipment operators. 1. Work in partnership with agencies and organizations to address the social and human The Support Services Division works to improve the needs of the citizens of Carbondale quality of life for residents of Carbondale primarily by focusing on social and human service programs. The Strategies: Division administers programs and contracts with a. Monitor activities and work closely with social community organizations. It works with community, service agencies partially funded by the City regional and state agencies to coordinate the effective including Senior Adult Services, the Women's delivery of services to residents of Carbondale. Center Service Board, The H Group, Good Samaritan Ministries, the Boys and Girls Club of Certain other items such as telephone infrastructure Carbondale, and others charges for most City departments, insurance premiums for the General Fund divisions, the General Fund's share of the Objective: annual audit fees, contract costs for mowing certain City 2. Work in partnership with local banking institutions properties, charges associated with producing the City to better serve the financial needs of the citizens of Council Agenda, the Carbondale Communiqué, as well as Carbondale capital outlay expenditures that cannot be distributed to other City departments are also funded through this Strategies: Division. The Support Services Division pays the State- a. Coordinate the “Bank on Carbondale” program to mandated health insurance premiums for firefighters and assist citizens who are without a bank account. police officers that suffer catastrophic injuries in the line of The program assists citizens with reaching long- duty. term goals, such as re-establishing credit, creating
a savings plan, buying a home, starting a business, The City’s economic incentives for new and expanding or investing in the future businesses are included in the Support Services Division budget. Payments to persons as an incentive to convert PROGRAM HIGHLIGHTS: single-family rental houses to owner occupied houses are also included in the Support Services Division Budget. Liability and property insurance costs normally account for
approximately one-third of the Support Services Division When a public safety employee becomes disabled as a budget. result of an injury occurring on the job, state statute requires the City to provide 100% of the ongoing health The City pays part of the operating expenses for the insurance premium for that employee and dependents. This Amtrak Station in Carbondale. The Carbondale station responsibility lasts until the employee becomes eligible for averages 400 passengers per day and is served by six other insurance coverage or their coverage/eligibility passenger trains. The station is the fifth busiest station in ceases. Illinois. SIGNIFICANT GOALS AND OBJECTIVES: Division: SUPPORT SERVICES Division No.: 40010
A Home Conversion Program to assist prospective single- In FY 2013, the City will continue to fund the Futures family homebuyers was initiated in FY 2008. Program. Through a partnership with the Carbondale Chamber of Commerce this program provides job In FY 2013, the City will continue to provide one-time opportunities for CCHS students. The City received an grants of $5,000 to individuals who purchase a single honorable mention City Livability Award for this program family residential home that was previously used as a in May 2009. rental unit. The buyer must agree to occupy the home as their owner-occupied residence. The program continues to provide neighborhoods with a sense of renewal and stabilization.
PERFORMANCE MEASUREMENTS:
Performance Measurements Division Authorized Estimated Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Home Conversion Program A-1 $20,000 $20,000 $20,000 $20,000
Futures Program NA $0 $15,000 $0 $0
NUMBER OF FULL TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Administrative Secretary 1.00 1.00 1.00 1.00 $34,681
Receptionist 1.00 1.00 1.00 0.00 $0
Audio/Visual Equipment Operator 0.03 0.06 0.03 0.04 $480
Lead Audio/Visual Equip. Operator 0.03 0.06 0.03 0.04 $2,434
TOTAL 2.06 2.12 2.06 1.08 $37,595
Fund: GENERAL Division: SUPPORT SERVICES
Department: GENERAL GOVERNMENT Division No.: 40010 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 54,631 57,091 57,492 37,595 102 Accrued Vacation Leave 358 0 0 0 110 Employee Overtime 0000 130 Employee Health Ins. Benefits 14,053 15,666 14,518 7,910 131 Employee Retirement Benefits 9,565 10,747 11,059 7,511 140 Employee Work. Comp. Benefits 576 397 380 384 141 Employee Unemp. Comp Benefits 3,621 0 6,130 0
TOTAL PERSONAL SERVICES 82,804 83,901 89,579 53,400
DIRECT OPERATING CHARGES & SERVICES
200 Professional & Consultant Fees 18,601 39,420 40,000 25,808 210 Publishing and Filing Fees 31,325 43,800 31,000 42,300 220 Communications-Telephone 21,104 23,748 19,000 23,208 222 Communications-Postage 1,267 1,240 1,100 1,040 230 Utilities-Electric 10,790 16,543 13,500 14,085 232 Utilities-Water&Sewer 954 1,339 900 1,503 240 Travel, Conferences, Training 4,353 2,950 1,100 450 250 Repairs & Maint.-Equip. 10,568 10,890 9,000 10,925 251 Repairs&Maint-Bldg.&Struc. 3,924 3,960 4,000 3,990 252 Repairs & Maint.-Other Improv. 4,886 12,000 12,000 12,000 260 Rental Charges 1,066 1,959 1,959 1,963 270 Outside Printing Services 2,062 2,800 1,875 3,000 271 Other Outside Services 17,958 17,110 12,000 17,110 272 Office Supplies 1,915 2,883 1,700 2,883 273 Operating Supplies & Materials 4,333 1,075 1,075 1,075 275 Motor Fuels and Lubricants 751 1,530 750 1,758 280 Subscriptions and Memberships 0 100 100 100 281 Insurance and Bonds 385,051 439,138 457,000 538,580 282 Licenses and Taxes 24 0 458 0 299 Operating Equipment 761 0 0 0
TOTAL DIR. OPER. CHRGS. & SRVCS. 521,693 622,485 608,517 701,778
SERVICES AND CHARGES TRANSFERRED IN
311 Vehicle & Equipment-Parts 198 800 800 800
TOTAL SRVCS. & CHRGS. TRANS IN 198 800 800 800 Fund: GENERAL Division: SUPPORT SERVICES
Department: GENERAL GOVERNMENT Division No.: 40010 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
NON-OPERATING CHARGES
410 Court Awards and Indemnities 117,801 129,579 142,670 180,122 420 Uncollectible Accounts 2,870 1,000 847 1,000 440 Program Grants 117,042 107,242 92,242 20,000
TOTAL NON-OPERATING CHARGES 237,713 237,821 235,759 201,122
DEBT SERVICE
640 Other Debt Principal 49,814 51,794 51,794 53,969 641 Other Debt Interest 15,089 13,105 13,105 10,929
TOTAL DEBT SERVICE 64,903 64,899 64,899 64,898
EXPENDITURES TRANSFERRED OUT
700 Serv. & Chrg. to Operating Divs. (330) (501) (501) 0
TOTAL EXPEND. TRANS OUT (330) (501) (501) 0
TOTAL EXPENDITURES 906,981 1,009,405 999,053 1,021,998 Fund: Objective: GENERAL 2. Provide a clean and neat environment for City workers and patrons Department: ADMINISTRATIVE SERVICES Strategies:
a. Provide the appropriate manpower and equipment Division: CITY HALL/CIVIC CENTER to maintain the facility
Division No.: 40015 b. Provide proper training of City Hall/Civic Center personnel in the correct use of products and materials MISSION: c. Annually evaluate the effectiveness of The mission of the City Hall/Civic Center is to serve as the maintenance procedures, standards and equipment operations center for Carbondale City Government and to provide a facility for community events and meetings. GOAL:
B. Maximize use of the Civic Center for the benefit of the SERVICES: community
The City Hall/Civic Center provides office space for City Objective: Government operations including the Mayor and City 1. Strive for maximum satisfaction of clients Council, Office of the City Manager, Community Services
Department, Development Services Department, Legal Strategies: Department, Finance Department, Administrative Services a. Provide assistance to Civic Center clients Department, Fire Department, Emergency Management including information on services and suppliers Services and Public Works Administration/Engineering. available in the Carbondale area Adjoining the City Hall is the Civic Center, which provides 8,200 square feet of multi-purpose meeting b. Perform follow-up surveys of clients of the Civic rooms. The multi-purpose meeting rooms are used for City Center to determine how services could be Council meetings and various meetings of boards and improved and to solicit repeat users commissions in the community. The Civic Center is also available for use by the general public on a rental basis. c. Offer a more extensive level of service in terms of Banquets, receptions, reunions, dances, workshops, food and drink services, AV services and rental conferences, trade shows and exhibitions can be equipment than our competition accommodated. A catering kitchen, white wedding chairs and several pieces of multi-media equipment are also d. Provide current media options to clients available for rent on the premises.
Objective: SIGNIFICANT GOALS AND OBJECTIVES: 2. Increase the number of events at the Civic Center
GOAL: Strategies: A. Provide a modern facility conducive to the conduct of a. Increase all aspects of marketing and develop the affairs of the City Government marketing materials, advertising and other
promotional materials and service related Objective: packages 1. Maintain and efficiently operate the City
Hall/Civic Center b. Improve the Civic Center=s presence on the City=s
website with updating of photos and information Strategies:
a. Perform preventive maintenance to the facility c. Track number of people that attend all Civic
Center events in order to get a better idea of actual b. Follow established safety procedures and usage of the facility guidelines
d. Track amount of inquiries on web site to see if c. Practice and continue to implement energy and correct market is being effectively targeted resource conservation
Division: CITY HALL/CIVIC CENTER Division No.: 40015
PROGRAM HIGHLIGHTS:
In FY 2012, the Civic Center hosted over 836 events. A continued presence of the Civic Center will be Public meetings held at the Civic Center included the City maintained on Facebook and wedding websites (Wedding Council, Planning Commission and the Carbondale Park Wire, Wedding Mapper). Mailings of our Power Point District. Donated space for City sponsored groups such as presentation on DVD will still be sent to prospective HRC, Preservation Committee, VAWA and Study Circles, clients. New for this year will be advertising in a new continues. Space is reserved up to one year in advance for regional Bridal Planner and online advertising, both wedding receptions, dances, proms and fraternal and social through the Southern Illinoisan. These will target a large groups. The booking of weekday events remains a high audience and have the capabilities of tracking results. priority in an effort to maximize the use of the Civic Center. Carbondale Community Arts, under contract with In order to reach a broader audience on mobile devices, the City, displays the work of various types of artists in the share with online communities and attract additional Civic Center corridor on a monthly rotation including business clientele for the Civic Center, live web streaming monthly receptions. will be available in FY 2013.
In FY 2013, continued emphasis will be placed on A focused marketing plan will continue in FY 2013. It will marketing of the Civic Center to increase the number of target area businesses, corporate planners and brides. events in the private and business markets. Promotional Advertising will be carried in Life and Style, the Southern information will be on hand to promote additional rental Illinoisan Bridal Planner, SI Business Journal and items at the Civic Center. An increase of rates went into seasonal Williamson County publications. Photographs effect July 1, 2011. A close watch will be maintained to will continue to be taken to maintain updated images on see how the increase in rates will affect rentals. web site and for digital presentations to show prospective Advertising in several areas will continue. Marketing to the clients. Southern Illinois region via television ads to both cable and satellite customers will take place in order to reach a larger section of the market.
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Informational Requests Answered B1 3,215 3,400 3,355 3,523
Civic Center Revenues B1 $80,692 $80,000 $74,630 $80,000
Attendance Count of Events B2 37,256 40,000 39,132 41,000
Total Number of Events B2 831 875 836 875
1,000 Square Foot-Hours Occupied B1/B2 17,575 18,000 16,496 18,000
Division: CITY HALL/CIVIC CENTER Division No.: 40015
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Civic Center Manager 1.00 1.00 1.00 1.00 $55,520
Facility/Event Support Worker 1.00 1.00 1.00 1.00 $41,050 Supervisor
Facility/Event Support Worker 2.96 3.44 3.44 3.44 $91,297
Administrative Services Assistant 0.40 0.40 0.40 0.40 $14,695
TOTAL 5.36 5.84 5.84 5.84 $202,562
Fund: GENERAL Division: CITY HALL/CIVIC CENTER
Department: ADMINISTRATIVE SERVICES Division No.: 40015 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013 PERSONAL SERVICES
100 Employee Salary and Wages 185,156 198,657 198,678 202,562 101 Accrued Sick Leave 0 0 0 0 102 Accrued Vacation Leave 694 0 0 0 110 Employee Overtime 2,168 1,577 2,172 2,595 130 Employee Health Ins. Benefits 26,276 29,229 28,254 30,550 131 Employee Retirement Benefits 30,590 33,273 34,155 36,334 140 Employee Work Comp. Benefits 6,388 7,502 7,624 8,630
TOTAL PERSONAL SERVICES 251,272 270,238 270,883 280,671
DIRECT OPERATING CHARGES & SERVICES
210 Publishing & Filing Fees 2,962 4,200 4,450 4,100 220 Communications-Telephone 2,912 2,887 2,059 2,801 222 Communications-Postage 166 201 158 150 230 Utilities-Electric 63,081 67,954 64,457 69,344 231 Utilities-Gas 25,018 23,041 2,075 20,104 232 Utilities-Water and Sewer 3,446 4,107 3,645 4,153 240 Travel, Conferences, Training 0 0 0 46 250 Repairs & Maint.-Equip. 1,729 1,420 1,450 1,645 251 Repairs & Maint.-Bldg & Struc. 42,844 46,068 40,453 38,520 260 Rental Charges 0 50 0 0 271 Other Outside Services 9,205 8,159 8,200 10,020 272 Office Supplies 877 876 850 767 273 Operating Supplies & Materials 6,291 12,035 10,579 9,905 281 Insurance and Bonds 17,235 20,678 20,100 21,616 299 Operating Equipment 4,534 0 0 0
TOTAL DIR. OPER. CHRGS. & SRVCS. 180,300 191,676 158,476 183,171
SERVICES AND CHARGES TRANSFERRED IN
311 Maintainence of Lift 0 0 0 100 315 Building & Structure-Maint. 10,895 20,344 14,811 22,400 360 Property Management Services 2,951 3,586 7,000 3,989
TOTAL SRVCS & CHRGS TRANSFER IN 13,846 23,930 21,811 26,489
NON-OPERATING CHARGES
400 Merchandise & Serv. for Resale 5,056 6,000 4,950 5,000
TOTAL NON-OPERATING CHARGES 5,056 6,000 4,950 5,000 Fund: GENERAL Division: CITY HALL/CIVIC CENTER
Department: ADMINISTRATIVE SERVICES Division No.: 40015 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
EXPENDITURES TRANSFERRED OUT
700 Serv.& Chrg. to Operating Divs. (4,591) (5,703) (4,815) (5,804)
TOTAL EXPEND. TRANS OUT (4,591) (5,703) (4,815) (5,804)
TOTAL EXPENDITURES 445,883 486,141 451,305 489,527 CITY OF CARBONDALE, ILLINOIS Organizational Chart
Finance Department General Fund
City Manager
Finance Director
Purchasing Risk Administrative Management Secretary Specialist
Accounting Revenue Information Manager Officer Systems Manager
Senior Administrative Computer Accountant Assistant Network Revenue Specialist
Customer Accounting Service Information Payroll Clerks Systems Specialist (3.0) Technician
Accounting Information Payable Systems Specialist Operator
Total Number of Employees - (16.0) Fund:Fund: b. Submit the Comprehensive Annual Financial GENERAL Report to the Government Finance Officers Association (GFOA) for the Certificate of Department: Achievement Award FINANCE c. Prepare interim financial statements that compare Division: revenues and expenditures to the approved budget FINANCIAL MANAGEMENT d. Prepare and revise the five-year budget projection Division No.: 40030 of revenues, expenditures and changes in fund MISSION: balances for all operating and capital improvement funds The mission of the Finance Department is to provide sound financial advice to the City Manager, City Council and all e. Submit the Annual Budget to the Government departments and provide professional financial Finance Officers Association (GFOA) for the management support to help maintain a fiscally sound Distinguished Budget Presentation Award government organization that conforms to legal requirements and generally accepted financial accounting GOAL: principles and standards. B. Decrease the City's risk exposure
SERVICES: Objective: 1. Reduce injuries, damage to City property and The Financial Management Division consists of four financial claims made against the City diversified, but interrelated functions: Financial Administration, Accounting, Revenue and Purchasing/Risk Strategies: Management. The Department also manages the a. Coordinate an active Accident Review Board for Information Systems and Public Parking Services accidents involving City vehicles Divisions. b. Coordinate the Safety Committee comprised of The Department provides services to the public as well as representatives from throughout the City all City departments. Services include treasury organization management; financial reporting; budgeting and long- range forecasting; all accounting functions, including c. Manage loss control service plan to provide payroll, accounts receivable and payables; purchasing additional safety training coordination; and workers safety and general liability risk management. The Department issues the billings and d. Implement a systematic safety inspection program collects the fees for water, sewer, refuse, landscape waste, for City facilities parking permits and weed mowing. Locally imposed and collected taxes include the Hotel/Motel Room Rental Tax, GOAL: the three-cent per gallon Municipal Motor Fuel Tax and C. Improve the City's fixed asset capitalization and Utility Taxes on water, electricity, and natural gas. acquisition system
SIGNIFICANT GOALS AND OBJECTIVES: Objective: 1. Maintain current departmental fixed assets GOAL: inventories A. Strengthen financial reporting for internal management use and external users Strategies:
a. Identify and locate items purchased, but not placed Objective: on inventory 1. Clearly and fully present and disclose the City's
current and projected future financial positions b. Perform annual revolving physical inventories for
Strategies: all operating departments and divisions a. Prepare the Comprehensive Annual Financial Report in conformity with State of Illinois, Federal GOAL: Office of Management and Budget and D. Improve cost effectiveness of City purchases Governmental Accounting Standards requirements Division: FINANCIAL MANAGEMENT Division No.: 40030
Objective: 1. Carefully control City purchases The City also received its 19th consecutive GFOA Certificate of Achievement for Excellence in Financial Strategies: Reporting award. This award involves the standards as set a. Monitor the use of the purchasing system for prior forth by the Financial Accounting Standards Board and the approval of all discretionary purchases Governmental Accounting Standards Board for reporting the Comprehensive Annual Financial Report (CAFR), a b. Check all purchase orders and warrants for government’s public financial document. compliance with purchase procedures and appropriateness of purchase In FY 2013, the Financial Management Division will begin work to find a replacement for the financial management c. Work with departments to minimize the use of software system currently used by the City. The current emergency purchase orders software provider has notified the City that the product we
use is being deemphasized and will need to be replaced d. Seek formal bids for all purchases exceeding the within the next few years. Nearby municipalities of limit established by the Carbondale Revised Code Champaign, IL and Cape Girardeau, MO use the same for regular purchase orders software and will be contacted as they may need to go e. Seek competitive Requests for Proposals for through the same process. Some of the criteria that will be professional services contracts used in the selection process will include better reporting options and a more user friendly interface with options for GOAL: customer and employee online use. The division will work E. Provide revenues to support City services with the Information Systems Division and other divisions to select the replacement computer system. Objective: 1. Enhance City revenues In FY 2013 the Finance Department will revise the City’s purchasing policies and as part of that revision plans to Strategies: implement P-cards for use by City divisions. The a. Review regularly fees established for fee-for- purchasing policies that are in place have not been revised service programs, such as water, sanitary sewer, since July of 1994. refuse and recycling programs The Financial Management Division will expand the b. Recommend fees necessary to cover program costs contents/frequency of interim financial reporting.
c. Review annually property tax rate and other taxes We are communicating our actuary to undertake a study levied by the City and recommend changes regarding funding levels in both pension plans. commensurate with City Council policy
d. Assist with City departments in acquiring grant revenues from state and federal governments
e. Monitor changes in utility providers to ensure proper collection of utility taxes
PROGRAM HIGHLIGHTS:
In FY 2012, the City received its 25th Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. Division: FINANCIAL MANAGEMENT Division No.: 40030
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Number of Interim Financial Reports A-1 2 3 2 2
Number of Revisions to the Five-Year Budget A-1 1 1 1 1 Projections Water & Sewer Customers Served - Average Per - 7,653 7,796 7,800 7,809 Month Water & Sewer Service Customer Opens and - 5,103 5,050 5,037 5,050 Closes
Number of Contracts Awarded D-1 27 30 25 30
Number of In City Limits Purchase Orders Issued D-1 2,102 2,200 2,200 2,200
Number of Outside City Limits Purchase Orders D-1 2,403 2,500 2,500 2,500 Issued Number of City Property, Vehicle and Equipment B-1 25 20 20 20 Physical Damage Claims Filed
Number of General Liability Claims Filed B-1 14 15 15 15
Number of Automobile Liability Claims Filed B-1 11 8 8 8
Number of Accident Review Board Meetings B-1 5 6 6 6
Number of Safety Committee Meetings B-1 4 4 4 4
Number of Safety Training Meetings B-1 8 8 8 8
Number of Facility Safety Inspections B-1 10 10 10 10
Division: FINANCIAL MANAGEMENT Division No.: 40030
NUMBER OF FULL TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Finance Director 1.00 1.00 1.00 1.00 $88,260
Administrative Secretary 1.00 1.00 1.00 1.00 $33,053
Administrative Assistant- 1.00 1.00 0.54 0.00 $0 Finance
Purchasing Risk 0.00 0.00 0.46 1.00 $41,426 Management Specialist
Accounting Manager 1.00 1.00 1.00 1.00 $72,809
Senior Accountant 1.00 1.00 1.00 1.00 $48,254
Accounting Payroll Clerk 1.00 1.00 0.54 0.00 $0
Accounts Payable Clerk 1.00 1.00 0.54 0.00 $0
Accounting Payroll 0.00 0.00 0.46 1.00 $35,934 Specialist
Accounts Payable 0.00 0.00 0.46 1.00 $35,934 Specialist
Revenue Officer 1.04 1.00 0.98 1.00 $64,853
Administrative Assistant- 1.00 1.00 1.00 1.00 $37,730 Revenue Office
Customer Service Clerks 2.17 2.14 2.47 3.00 $89,826
TOTAL 11.21 11.14 11.45 12.00 $548,079
Fund: GENERAL Division: FINANCIAL MANAGEMENT
Department: FINANCE Division No.: 40030 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 571,799 509,810 517,667 548,079 102 Accrued Vacation Leave 6,158 0 0 0 110 Employee Overtime 3,236 3,280 2,646 3,150 130 Employee Health Ins. Benefits 78,200 84,957 75,833 90,670 131 Employee Retirement Benefits 102,707 94,830 98,332 108,395 140 Employee Work. Comp. Benefits 3,268 3,633 3,628 3,980 141 Employee Unemp. Comp. Benefits 15,876 0 4,620 0
TOTAL PERSONAL SERVICES 781,244 696,510 702,726 754,274
DIRECT OPERATING CHARGES & SERVICES
200 Professional & Consultant Fees 802 800 3,265 3,300 210 Publishing and Filing Fees 4,104 2,700 2,135 2,700 220 Communications-Telephone 496 550 389 320 222 Communications-Postage 4,113 4,150 4,050 4,269 240 Travel, Conferences, Training 39 3,228 30 4,047 250 Repairs & Maint.-Equip. 5,498 6,868 2,230 2,125 260 Rental Charges 8,537 7,222 9,037 10,444 270 Outside Printing Services 2,620 5,315 4,225 5,360 271 Other Outside Services 21,594 22,067 21,328 22,587 272 Office Supplies 5,670 6,065 6,273 6,366 273 Operating Supplies & Materials 54,249 81,074 55,572 81,570 280 Subscriptions and Memberships 2,110 2,375 2,336 2,455 281 Insurance and Bonds 2,000 2,200 1,064 1,500 299 Operating Equipment 2,681 4,525 4,688 1,500
TOTAL DIR OPER. CHRGS. & SRVCS. 114,513 149,139 116,622 148,543
EXPENDITURES TRANSFERRED OUT
700 Serv.& Chrg. to Operating Divs. (268,625) (287,580) (262,552) (382,873)
TOTAL EXPEND. TRANS OUT (268,625) (287,580) (262,552) (382,873)
TOTAL EXPENDITURES 627,132 558,069 556,796 519,944 Fund:Fund: 1. Provide current information to City departments GENERAL Strategies: Department: a. Prepare and print reports, bills and checks for departments FINANCE b. Provide programming support for necessary changes Division: to reports and data INFORMATION SYSTEMS PROGRAM HIGHLIGHTS: Division No.: 40033 During FY 2012, further work was done to customize the MISSION: financial management, payroll, human resources, property management and utility billing software to meet the specific The mission of the Information Systems Division is to needs of the City. New versions of the financial management, facilitate the processing, storage, retrieval and presentation payroll, human resources management, and utility billing of computerized information. software were implemented.
SERVICES: Also in FY 2012, the City website was enhanced to increase functionality and content accessibility. The City website is The Information Systems Division provides services to visited 9,133 times per month on average 295 times per day. operating divisions of the City. Several major The City website has 6,517 unique visitors per month. computerized systems are maintained by this Division including payroll; water, sewer, and refuse billings; During FY 2012, the Information Systems Division and parking violations; land use; and the City=s accounting Revenue Office implemented a major revision to the method system. The Division maintains the City=s computer of billing water and sewer customers. This revision included hardware, software and manages the networks that link the a total rewrite of the bill generating software, a different City=s different complexes internally and to the Internet. method of calculation and, an overhaul of the printing of the final product. These changes were authorized by the City SIGNIFICANT GOALS AND OBJECTIVES: Council with the adoption of the water and sewer rate study.
GOAL: In FY 2012, the Information Systems Division assisted the A. Improve the use of Information Systems in all Civic Center Coordinator and City Clerk in implementing departments internet streaming video services for public and private meetings. Objective: 1. Link electronically all City departments so they During FY 2012, due to City budget constraints, the vacant may work together more efficiently Computer/Network Technician position was not filled causing cancellation and delays in some Information Systems Strategies: projects. This position will be filled in FY 2013.
a. Provide service and support to maintain In FY 2013, replacement and consolidation of server departmental access to the local area network and hardware, network equipment, and other shared resources the various government management software will help increase the overall efficiency of the Information applications. Systems Division. Further, increases in wide area network
bandwidth will help facilitate greater exchange of Objective: information between City facilities. 2. Improve users' knowledge of required software
During FY 2013, further upgrades to the City software Strategies: modules are planned to increase the functionality of the a. Conduct individual training sessions for financial management, payroll, human resources, property departmental personnel management and utility billing software. These upgrades will
include the addition of new software for custom report GOAL: writing. In addition, work will continue on further enhancing B. Maintain efficient Information Systems services to the Building and Neighborhood Services property database departments with features and fixes.
Objective: Division: INFORMATION SYSTEMS Division No.: 40033
During FY 2013, a training library will be opened for software. The software modules to be replaced are: employee training. The library will offer video courses in financial management, payroll, human resources, property all of the standard office software in use by the City. management, and utility billing. The current vendor has indicated they will begin deprecating the current software In FY 2013, upgrades to the City website will continue to and we should move to one of their other product lines. expand and offer more information. In FY 2013, the City web presence will be further increased with the addition of During FY 2013, The City will begin moving to a Carbondale Fire Department website. underground fiber optic network connections in order to increase bandwidth between facilities and reduce the During FY 2013, preliminary work will begin on finding a network vulnerability in severe weather. replacement for the current government management
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Water/Sewer/Refuse Bills Processed B-1 95,540 99,500 95,123 95,250
Payroll Checks Processed B-1 1,093 1,200 1,283 1,200
Payroll Direct Deposits B-1 6,224 6,100 5,461 5,600
Vendor Checks Processed B-1 5,372 5,100 5,332 5,200
Consumer Deposit Checks Processed B-1 2,143 2,100 1,969 2,100
Major Computer System Modifications A-1 6 7 5 6
Computer User Training (Staff Hours) A-2 431 425 437 425
Improvements to Management Information A-1 817 900 747 750 System (Staff Hours)
Division: INFORMATION SYSTEMS Division No.: 40033
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Information Systems Manager 1.00 1.00 1.00 1.00 $74,187
Information Systems Operator 1.00 1.00 1.00 1.00 $47,460
Computer/Network Specialist 1.00 1.00 1.00 1.00 $47,460
Computer/Network Technician 0.37 0.00 0.00 1.00 $44,997
TOTAL 3.37 3.00 3.00 4.00 $241,104
Fund: GENERAL Division: INFORMATION SYSTEMS
Department: FINANCE Division No.: 40033 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 174,632 165,766 165,766 214,104 102 Accrued Vacation Leave 940 0 0 0 110 Employee Overtime 7,814 6,684 7,760 7,918 130 Employee Health Ins. Benefits 28,020 29,698 28,861 38,951 131 Employee Retirement Benefits 32,453 31,789 32,593 43,577 140 Employee Work. Comp. Benefits 1,116 1,228 1,184 1,215
TOTAL PERSONAL SERVICES 244,975 235,165 236,164 305,765
DIRECT OPERATING CHARGES & SERVICES
220 Communications-Telephone 122 252 159 4,980 222 Communications-Postage 0 48 55 48 240 Travel, Conferences, Training 0000 250 Repairs & Maint.-Equip. 1,656 3,339 3,093 3,339 271 Other Outside Services 59,630 71,693 79,418 99,838 272 Office Supplies 1,353 1,439 1,209 1,209 273 Operating Supplies & Materials 10,692 13,250 10,350 10,945 280 Subscriptions and Memberships 0 75 75 75 299 Operating Equipment 5,087 5,949 5,794 5,200
TOTAL DIR. OPER. CHRGS. & SRVCS. 78,540 96,045 100,153 125,634
CAPITAL OUTLAY
502 Machinery & Equipment 0000
TOTAL CAPITAL OUTLAY 0000
EXPENDITURES TRANSFERRED OUT
700 Serv.& Chrg. to Operating Divs. (48,519) (51,218) (54,754) (58,120)
TOTAL EXPEND. TRANS OUT (48,519) (51,218) (54,754) (58,120)
CONTINGENCY
801 Division Contingency 0 6,000 0 6,000
TOTAL CONTINGENCY 0 6,000 0 6,000
TOTAL EXPENDITURES 274,996 285,992 281,563 379,279 CITY OF CARBONDALE, ILLINOIS Organizational Chart
Police Department General Fund City Manager
Chief Administrative Deputy of Police Assistant Chief of Police
Operations Training Investigation Commander Officer Lieutenant
Administrative Administrative Lieutenant Assistant Lieutenant Lieutenants Investigations
Tele- Sergeants Administrative Records Investigation SIEG communicators Supervisor Supervisor Sergeant Officer
Patrol Support Sergeants Watch Services Records II Accreditation Clerk Detectives Crime Scene Patrol Services Watch Sergeants Field I Training IT Services Youth Unit Evidence Patrol Traffic Watch Crime Street Sergeant III Prevention Crime Sergeant CS Technician Victim Traffic Services/ Street Unit VAWA Crime Unit CSO/ Property Explorer Control Programs Total Number of Employees (85.44) Fund: GOAL: GENERALFund: B. Promote proactive strategies designed to address conditions which prevent crime and provide for a safe Department: environment which enhances continued cultural and POLICE economic growth of the City
Division: POLICE PROTECTION Objective: 1. Maintain a consistent and increasingly proactive Division No.: 40101 approach to all requests for police service
MISSION: Strategies: a. Interact with citizens to identify and seek solutions The mission of the Police Department is to work in to problems through the assignment of officers to partnership with our community to preserve life, maintain geographic districts human rights, protect property and improve the quality of life by providing quality police service to all in a fair, b. Maintain neighborhood-based policing efforts sensitive and professional manner. utilizing patrol districts which are responsive to crime trends SERVICES: c. Utilize trained Department personnel and other The Police Department is responsible for the enforcement City staff in Crime Prevention through of laws of the State of Illinois and the City of Carbondale Environmental Design and home crime prevention and the investigation of all criminal incidents. The Police Department is also responsible for investigating traffic d. Expand the quality of intelligence information and crashes, for special traffic enforcement, for planning information sources to coordinate targeted patrol special events and for the enforcement of City ordinances activities, crime prevention and follow-up regarding animals. investigations
SIGNIFICANT GOALS AND OBJECTIVES: e. Maintain quality services to victims of violent crimes and senior citizens through the Crime GOAL: Victim Advocate Program A. Promote a philosophy of shared responsibility by the entire community in reducing crime f. Continue partnerships with agencies responding to issues involving the mentally ill Objective: 1. Strengthen the community's and Department=s g. Register and track sex offenders residing within understanding of police and citizen roles in the community to ensure compliance with state combating crime statues regarding residency and other restrictions
Strategies: Objective: a. Assist and facilitate the development of broad- 2. Maintain an emphasis on enforcement of those based groups to study and design strategies to laws and ordinances relating to the protection of address specific crime problems in neighborhoods persons and property and safe transit within the City b. Develop liaisons with community advisory groups to determine community needs and resources Strategies: a. Partner with the Southern Illinois Enforcement c. Train department personnel in problem-solving Group and maintain a Street Crimes Unit skills b. Enforce a Azero tolerance@ policy to reduce the d. Maintain volunteer services in the Department level of drug-related crime
e. Promote the Crime Stoppers program for c. Conduct regular foot and bicycle patrols in those identifying criminal, drug and gang activity areas identified as susceptible to criminal activity
Division: POLICE PROTECTION Division No.: 40101
d. Maintain patrols for liquor establishments and organizations neighborhood areas to reduce underage alcohol abuse and complaints of loud parties, liquor d. Maintain a customer survey and conduct quality offenses, smoking violations, and street closings assurance checks to help improve department services and responses to community problems e. Improve the safety of vehicular and pedestrian traffic by analysis of traffic crash information, e. Continue the Volunteer in Police Services program educational efforts and targeted enforcement with community citizen participation
f. Maintain the use of crime analysis information to GOAL: target areas of high crime activity and repeat calls D. Continue the highest quality of police services by for service hiring and promoting quality employees and by providing the necessary training and equipment g. Maintain the use of speed monitors to address speed problems in neighborhoods and at high Objective: accident locations 1. Attract, retain and promote quality personnel
h. Maintain a comprehensive criminal justice system Strategies: response to incidents of domestic violence a. Maintain accreditation status in the Illinois Law Enforcement Accreditation Program i. Maintain the use of forensic science and technology in the investigation of criminal activity b. Maintain a commitment to Career Development, a definitive program for providing new information j. Use mobile video systems to record traffic on the operational, legal and safety aspects of law violations, specifically during DUI investigations, enforcement to support officer testimony in courtroom proceedings c. Continue both on-shift and in-service training which allows for timely updates of operational k. Use the EOD robot and X-ray equipment to procedural issues respond to bomb calls, and other dangerous events where the unique remote abilities of the equipment d. Maintain a communications training program to will offer greater safety for the officers and increase the efficiency and operations of the community communications function and Computer Aided Dispatch Systems GOAL: C. Promote the community's awareness of crime Objective: reduction and prevention 2. Actively recruit potential employees from all ethnic backgrounds Objective: 1. Maintain a specific organizational component for Strategies: the development and support of community-based a. Conduct recruiting at local and regional levels and public involvement programs including colleges, universities and other selected community locations Strategies: b. Emphasize the positive, progressive and a. Increase the number of citizens involved with professional stature of the Department Neighborhood Watch and other general awareness and safety presentations c. Maintain liaison with the minority community to develop job-related qualifications that include b. Maintain an open public rapport through media minorities. Work to address those issues which releases, use of the Department=s web site, could result in a reluctance to apply for law participation in community groups and individual enforcement positions contacts c. Increase cooperation with local civic and fraternal Division: POLICE PROTECTION Division No.: 40101
d. Maintain and promote the Community Service Strategies: Officer program to recruit young men and women a. Assign and deploy police patrol personnel in a from all ethnic backgrounds into police service manner to most effectively provide a response to with the potential of being future Carbondale calls for service and conduct preliminary Police Officers investigations
e. Maintain and promote the Police Explorer b. Assign staff to properly investigate criminal program to recruit young men and women from all incidents ethnic backgrounds into police service with the potential of being future Carbondale Police c. Utilize up-to-date forensic crime scene Officers investigation methods
f. Expand the City=s potential recruiting pool by d. Seek the cooperation of federal, state, and other utilizing the Department=s web site to advertise local law enforcement agencies as needed to law enforcement positions investigate crimes g. Use new and emerging mediums to interact with and attract candidates e. Provide relevant training in areas such as advanced patrol tactics, investigative and forensic Objective: services 3. Maintain and enhance the use of computer technology f. Utilize the Department=s AFIX computer to analyze latent fingerprints not suitable for Strategies: comparison in State and National databases a. Maintain and enhance the use of mobile computers in patrol vehicles GOAL: F. Provide quality animal control services b. Expand the use of computerized reporting by patrol officers Objective: 1. Reduce animal nuisance complaints and provide c. Maintain and enhance an efficient records for a safe environment management system Strategies: d. Maintain and enhance the use of the Department=s a. Maintain a proactive role in identifying and Web site abating animal nuisances and hazardous situations
e. Maintain and enhance use of the Department’s b. Improve upon a consistent and increasingly Share Point Site to disseminate intelligence proactive approach to all requests for animal information control services
f. Maintain the use of electronic mail within the c. Provide training to the Animal Control Officer on Department for all personnel new techniques for handling different types of domestic and wild animals g. Continue to use an electronic logbook to allow for intranet use and more security of overall computer d. Maintain professional contacts with other animal use within the Department control organizations to evaluate new or improved methods of animal handling GOAL: E. Increase public safety by solving crimes Objective: 2. Strengthen the community's awareness of animal Objective: welfare and related legal issues 1. Identify and apprehend persons who commit criminal acts
Division: POLICE PROTECTION Division No.: 40101
Strategies: focus on a coordinated community response to domestic a. Develop additional educational programs which violence in Carbondale and Jackson County in partnership promote a better understanding of animal care and with the Women=s Center, First Circuit Probation of responsibilities Jackson County, Southern Illinois University Southern Illinois University Carbondale, School of Law. The b. Maintain neighborhood canvasses to encourage program has been funded by the U.S. Department of voluntary dog registration using informational Justice since 1997. materials In FY 2012, the Department received a $8,395 Illinois c. Present training on dog bites and issues regarding Department of Transportation, Child Passenger Safety reporting grant, which provided the Department with funds to purchase child passenger safety seats and the accessories d. Educate the public regarding the City Code as it necessary for their proper installation. This was the fourth relates to vicious animals year the Department was awarded the grant. Department personnel, trained as Certified Child Passenger Safety e. Contribute articles to the Carbondale Technicians, inspected and installed child passenger safety Communiqué seats for members of our community. The Department also partnered with the Southwestern Illinois Occupant PROGRAM HIGHLIGHTS: Protection Resource Center to provide public information and education, as well as implementing a child safety seat The Police Department will continue in FY 2013 to distribution program for our community. develop partnerships among agencies and resident groups to address community problems while maintaining a strong In FY 2012, speeding motor vehicles continued to be one commitment to prevention and suppression. The of the largest complaints received by the Department. In Department will continue active participation in groups response, the Department continued two initiatives to dedicated to improving the quality of life in our address the speed violations. The first, a selected traffic community. enforcement program, deployed officers to conduct directed traffic enforcement patrols at high accident and During FY 2012, the Department was actively involved in speed complaint locations. In addition, speed monitoring the Sexual Assault Response Committee, working with devices were deployed to increase compliance and to SIU Police Department, Jackson County Sheriff’s Office conduct speed studies. The second initiative involved the and Jackson County State’s Attorney’s Office to develop development of a dedicated traffic unit to increase the model protocols for responding to and investigating sexual enforcement of traffic laws. assaults. During FY 2012, the Department continued its philosophy The Department=s Crime Victim Services Unit provided of enhancing the police services provided, both within the needed assistance and referrals to victims of domestic Department and in the community, by aggressively seeking violence, sexual assault and violent crime. The Crime grant funding opportunities. The Department was awarded Victim Advocate also coordinated events which provided and/or administered grant funds which provided the services to families and youth. The Crime Victim Services Department with the ability to purchase equipment, Unit provided internships for students in the School of provide additional training and overtime for Department Social Work at Southern Illinois University Carbondale personnel, as well as to provide new and additional police which assisted the Crime Victim Advocate in maintaining services and programming in and for our community. initiatives associated with peer group counseling services for crime victims with disabilities, as well as assisting with In FY 2012, the Street Crimes Unit (SCU), which consists a case load that includes almost 1,400 new clients each of a Sergeant and two patrol officers, was responsible for year. over 250 felony, misdemeanor, and ordinance arrests in response to their concentration on intelligence information The Police Department completed the second year of a regarding known offenders, drug hot spots, and citizen $366,000 grant for the Violence Against Women Act complaints. The arrests included offenses of dangerous Domestic Violence Project. The total grant funds awarded drugs and weapons violations. The SCU had a significant to the Department for this project total $1.3 million over a seven year period. The Police Department continued to Division: POLICE PROTECTION Division No.: 40101
impact on violent crime by concentrating on and disrupting the cooperation and coordination of local, state and federal known offenders and crime trends by establishing a culture agencies in confronting these serious crime problems. of aggressive enforcement and crime prevention. In FY 2012, the Department continued to enhance its web The Department will continue its commitment to a site, www.carbondalepolice.com, to provide citizens a volunteer services program. Volunteers provide essential new, interactive tool to help them become more informed services which enhance the productivity of Department about crime in their neighborhoods and to help fight crime operations while serving the community through public in their community. Citizens are able to visit the Police service. Department web site and view a fully interactive Crime Mapping program. Crime Mapping allows citizens to learn The Police Department will begin its tenth year with a more about the location and type of crime in their Community Service Officer (CSO) program. The CSO neighborhood and community and includes information program was developed to recruit young women and men and photographs of registered sex offenders, as well as from all ethnic backgrounds to work in the Police informative articles on crime prevention and Internet Department in various police related duties and functions. safety. Citizens are also able to enter free, customizable This program has resulted in four CSO=s being hired as crime alerts which will automatically provide them with Carbondale Police Officers. electronic mail notifications when a crime occurs in their neighborhood. Proactive police activity, including vehicle The Police Department will begin its second year with a stops, foot patrols and extra patrol requests are also Law Enforcement Career Exploring program. Law included. Enforcement Exploring is a worksite-based program for young men and women who have completed the eighth The Police Department has been accredited since 1991. grade and are 14 years of age, or are 15 years of age but The Department is one of less than 150 nationwide to have not yet reached their 21st birthday and have an receive Meritorious Accreditation Status, which is only interest in learning more about careers in the field of Law awarded to agencies, who have maintained, accredited Enforcement. Law Enforcement Explorer posts help youth status for 15 or more continuous years. The Department is to gain insight into a variety of programs that offer fun- currently accredited by the Illinois Association of Chiefs of filled, hands-on career activities that promote the growth Police, through the Illinois Law Enforcement Accreditation and development of adolescent youth. Officers volunteer Program (ILEAP). The standards required by ILEAP are their time assisting with program activities that focus on comprehensive and ensure consistent, professional and training young adults on the purposes, mission, and effective law enforcement, while at the same time allowing objectives of law enforcement. The program provides transparency, effective self management, fiscal competency career orientation experiences, leadership opportunities, and minimal staff encumbrance associated with and community service activities that assist young adults in maintaining the process. ILEAP allows the Police choosing a career path within law enforcement and Department to continue to maintain a professional challenges them to become responsible citizens of their accreditation process that ensures compliance with the best communities. recognized standards, yet allow personnel to focus more time on addressing and exemplifying our core values of The Animal Control Unit will continue to protect the integrity, justice, equity, accountability, and respect and public from injury and annoyance caused by animals and customer service. protects animals from abuse and neglect. The Animal Control Officer provides education and information On April 18, 2012, the Police Department completed its programs for pet owners. The unit is also responsible for first year in the newly constructed Public Safety Center, the issuance of dog licenses. The City ordinance revisions which is a 32,648 square foot, 2-story brick structure on related to animals provided the Police Department the the site of the former Lincoln Middle School at 501 South ability to restrict the ownership, and facilitate the removal, Washington Street. The building faces Washington Street, of dangerous and vicious dogs. These revisions provided a with a staff entrance and parking lot in the rear, entering new level of protection for the community. from Marion Street. The architectural style is similar to the existing City Hall. The facility was designed to meet The Police Department will continue its partnership with the present and immediate future needs of the Police the Southern Illinois Enforcement Group combating drugs, Department, including anticipated increases in Department gangs and violent crime. The Carbondale community has staffing. significantly benefited and will continue to benefit from Division: POLICE PROTECTION Division No.: 40101
The structure meets higher than normal seismic administration, patrol, investigations, male and female requirements of today=s codes, and features a hardened locker rooms, a fitness room, telecommunications, central core to protect vital functions. A backup generator interrogation and interview rooms, evidence processing powers the entire building. The building includes and storage, and a training room.
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Total Calls for Service B-1 64,926 66,000 60,165 63,000
Index Crimes Cleared by Arrest (%) B-1/E-1 41.70% 34% 42.75% 38%
Public Assistance Call Responses B-1 35,690 40,000 27,912 28,000
Average Number of Minutes to Respond to B-1 3.56 4.00 4.11 4.00 Priority 1 and 2 (Emergency) Calls
Average Number of Minutes to Respond to B-1 6.54 8.00 7.18 7.00 Priority 3 (Non-Emergency) Calls
Felony Arrests B-2 602 650 633 650
Misdemeanor Arrests B-2 1,257 1,250 1,055 1,250
Traffic Arrests B-2 4,591 5,000 3,144 5,000
Ordinance Violation Arrests B-2 1,602 1,400 1,428 1,450
Pay-By-Mail Ordinance Violations Collected B-2 638 650 479 550
Crime Scene Investigations Performed D-2/E-1 2,126 3,800 3,822 3,800
House Watches Conducted B-1 16,809 15,000 17,169 17,000
Calls Received on Crime Stoppers Tip Line B-1 80 85 48 60
Division: POLICE PROTECTION Division No.: 40101
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
A-1/B- Persons Served by Community Resource Officer 1/C-1 408 100 317 300
Persons Served by Crime Victim Advocate B-1 1,595 2,000 1,307 1,400
Citizen Volunteer Hours Utilized A-1 515 500 408 500
Officer and Department Training Hours D-1/E-1 4,071 6,250 7,096 6,750
Minority and Female Applicants Recruited for D-2 Testing 28 50 29 50
Juvenile Court, Level I and II Diversions B-2 Completed 10 20 10 15
Persons Served by Animal Control Officer F-1/F-2 712 800 772 800
Written Warnings Issued by Animal Control F-1 57 100 68 100
Written Citations Issued by Animal Control F-1 304 350 321 350
Dog Licenses Issued F-1 1,008 1,000 825 850
Division: POLICE PROTECTION Division No.: 40101
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Chief of Police 1.00 1.00 1.00 1.00 $94,315
Deputy Chief 1.00 1.00 1.00 1.00 $81,056
Lieutenant 5.00 5.00 5.00 5.00 $361,015
Sergeant 9.69 10.00 9.80 10.00 $602,555
Data Systems Supervisor 1.00 1.00 1.00 1.00 $46,020
Patrol Officer 47.96 49.00 48.33 49.00 $2,512,919
Telecommunicator 8.21 8.48 8.25 8.48 $340,845
Police Evidence Technician 0.80 1.00 1.00 1.00 $48,671
Administrative Assistant 1.00 1.00 1.00 1.00 $44,829
Administrative Secretary 1.00 1.00 1.00 1.00 $34,765
Records Clerk 2.00 2.00 0.31 0.00 $0
Records Technician 0.00 0.00 2.54 3.00 $101,039
Crime Victim Advocate 1.77 2.00 2.00 1.00 $49,340
VAWA Project Coordinator 1.00 1.00 1.00 1.00 $43,096
Customer Service Clerk 0.32 1.00 0.15 0.00 $0
Community Service Officer 0.87 0.96 0.12 0.96 $19,820
Animal Control Officer 1.00 1.00 1.00 1.00 $46,082
Student Intern 0.12 0.00 0.00 0.00 $0
TOTAL 83.74 86.44 84.09 85.44 $4,426,367
Fund: GENERAL Division: POLICE PROTECTION
Department: POLICE Division No.: 40101 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013 PERSONAL SERVICES
100 Employee Salary and Wages 4,153,430 4,375,703 4,257,311 4,426,367 101 Accrued Sick Leave 2,378 0 0 0 102 Accrued Vacation Leave (3,066) 0 0 0 110 Employee Overtime 424,222 403,539 390,280 432,585 115 Employer VEBA Contributions 44,343 47,958 57,499 47,385 130 Employee Health Ins. Benefits 710,562 865,865 818,534 879,898 131 Employee Retirement Benefits 1,292,465 1,554,524 1,511,416 1,841,013 140 Employee Work. Comp. Benefits 204,048 233,468 236,180 265,224 141 Employee Unemp. Comp. Benefits 13,781 17,000 2,700 10,000 150 Special Contractual Benefits 56,012 75,150 75,150 71,850
TOTAL PERSONAL SERVICES 6,898,175 7,573,207 7,349,070 7,974,322 DIRECT OPERATING CHARGES & SERVICES
200 Professional & Consultant Fees 27,995 19,950 18,600 18,275 210 Publishing and Filing Fees 522 500 400 500 220 Communications-Telephone 29,454 28,848 39,279 39,688 221 Communications-Teletype 2,133 2,185 2,185 4,693 222 Communications-Postage 5,229 4,796 4,231 4,796 230 Utilities-Electric 6,824 78,877 40,926 44,714 231 Utilities-Gas 970 27,070 5,450 6,000 232 Utilities-Water and Sewer 182 4,589 1,587 2,368 240 Travel, Conferences, Training 76,879 64,801 79,924 73,994 250 Repairs & Maint.-Equip. 35,012 65,680 52,063 63,681 251 Repairs & Maint.-Bldg & Struc. 182,682 37,373 48,296 48,093 252 Repairs & Maint.-Other Improv. 307 0 0 0 260 Rental Charges 206,967 7,933 6,279 9,992 270 Outside Printing Services 4,459 5,750 6,500 6,250 271 Other Outside Services 168,920 161,025 124,275 77,378 272 Office Supplies 14,403 18,600 11,907 18,600 273 Operating Supplies & Materials 50,056 63,780 64,780 60,170 275 Motor Fuels and Lubricants 116,475 146,444 143,511 168,273 280 Subscriptions and Memberships 3,068 6,243 6,449 6,845 281 Insurance and Bonds 0 35 910 1,836 282 Licenses and Taxes 1,187 1,000 1,088 1,000 299 Operating Equipment 134,170 66,518 66,526 54,672 TOTAL DIR. OPER. CHRGS. & SRVCS. 1,067,894 811,997 725,166 711,818
SERVICES AND CHARGES TRANSFERRED IN
311 Vehicle & Equipment-Parts 52,022 74,074 70,000 55,000 315 Building & Structure-Maint. 5,203 43,710 46,151 74,855 352 Engineering Services 5,047 0 42,392 0 360 Property Management Services 4,454 10,757 20,886 22,160
TOTAL SRVCS. & CHRGS. TRANS IN 66,726 128,541 179,429 152,015
CAPITAL OUTLAY Fund: GENERAL Division: POLICE PROTECTION
Department: POLICE Division No.: 40101 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
501 Buildings and Structures 0 0 0 0 502 Office Furniture, Fixtures & Equipment 0 6,600 0 0 504 Licensed Vehicles 60,547 66,021 66,021 0
TOTAL CAPITAL OUTLAY 60,547 72,621 66,021 0
CONTINGENCIES
801 Division Contingency 0 137,046 0 0
TOTAL CONTINGENCIES 0 137,046 0 0
TOTAL EXPENDITURES 8,093,342 8,723,412 8,319,686 8,838,155 CITY OF CARBONDALE, ILLINOIS Organizational Chart
Fire Department General Fund
City Manager
Fire Chief
Training Officer/ (0.50) Assistant Administrative Fire Chiefs Secretary Inspector Emergency Mgt. (3.0) Coordinator (0.50)
Emergency Mgt. Captains Assistant (3.0) Coordinator (0.04)
Firefighters (21.0)
Total Number of Employees - (31.04) Fund:Fund: GENERAL Strategies: a. Conduct refresher training for all fire command Department: officers in origin and cause investigation FIRE techniques
Division: b. Provide refresher training to all firefighters in FIRE PROTECTION basic cause and origin investigations
Division No.: 40151 c. Provide refresher and new techniques training in evidence retention practices for fire investigators
Objective: 3. Expand Fire Department hazardous materials MISSION: incident capabilities
The mission of the Fire Department is to promote fire Strategies: safety, protect property and preserve life. a. Conduct refresher training at first responder and
operations level of incident management SERVICES:
The Fire Department provides services including b. Provide specialized technician level training to educational programs, preventive inspection services and four MABAS Division 45 Hazardous Materials response to emergencies such as fires and rescue incidents Team members in our community. c. Maintain inventory of materials to assist in SIGNIFICANT GOALS AND OBJECTIVES: confinement and control of hazardous materials incidents GOAL: A. Provide the citizens of Carbondale with the highest d. Refine the Hazardous Materials Incident Response standards of professionalism in regards to emergency Plan response and related Fire Department services GOAL: Objective: B. Keep Carbondale attractive for economic development 1. Improve knowledge and proficiency of all and residential growth by working to improve the department members City’s insurance classification rating
Strategies: Objective: a. Assign additional training duties to shift captains 1. Maintain computerization of Fire Department's and shift firefighters records and information systems
b. Utilize the Illinois Fire Service Institute for Strategies: available training a. Record all fire and hazardous material incidents on computer c. Increase on-site training through the Illinois Fire Service Institute, National Fire Academy and b. Track all preplanning and inspection schedules independent educators with the aid of computer software
d. Enhance extrication and technical rescue c. Maintain accurate water flow and hydrant capabilities through more defined, specialized maintenance records training d. Maintain training records on computer to aid in Objective: attaining goals and to track progress 2. Maintain aggressive posture in cause and origin
determination of all fire incidents
Division: FIRE PROTECTION Division No.: 40151
Objective: GOAL: 2. Identify problem areas for fire suppression water C. Reduce the number of actual and false emergency supply within the present City limits and planned response incidents annexation areas Objective: Strategies: 1. Increase the community's fire prevention a. Research and plan required waterline and hydrant awareness level placement within the parameters of the Five Year Community Investment Program Strategies: a. Expand fire prevention programs to increase b. Work in conjunction with the Public Works juvenile contact at the preschool, elementary Department to maintain annual water flow testing school, middle school and high school levels and hydrant maintenance programs b. Increase diversified areas of fire prevention c. Cooperate with water districts that serve our education activities to as many alternate sites as present and planned annexation areas in regard to possible water flow and hydrant testing c. Maintain AFire Safety House@ educational d. Disseminate water flow results to the Public programs at all schools attended by children living Works Department - Water Distribution Division in the city and other water districts to inform them of areas needing improvement d. Maintain regularly scheduled station tours and lectures e. Review required maintenance with the Public Works Department - Water Distribution Division e. Maintain media coverage of Fire Department to ensure water system is maintained and activities, incidents and progress with regularly functional at all times scheduled press releases and public service audio and video releases Objective: 3. Provide serviceable and adequate pumper and f. Continue enforcement of false fire alarm ladder companies in proper fire station placement ordinances for all occupancies
Strategies: g. Cooperate with Southern Illinois University to a. Maintain apparatus at a high level of readiness and reduce false fire alarms in campus facilities continue preventive maintenance programs through the City Maintenance facilities h. Maintain the Juvenile Fire Setter Intervention Program to support families and individuals b. Review annually, apparatus viability and prepare affected by children engaged in unsafe fire related replacement program activities
c. Review annually, response distance to all Objective: segments of the coverage district 2. Maintain a proactive approach to pre-incident planning for occupancies within the corporate d. Maintain annual Underwriters Laboratories testing boundaries of all aerial devices as required by Insurance Services Strategies: a. Preplan and review all commercial, business and e. Conduct pump certification testing of all engines industrial occupancies, as well as schools, as required by Insurance Services hospitals and churches within the corporate limits
Division: FIRE PROTECTION Division No.: 40151
b. Maintain annual inspections of commercial, Center, Jackson County Housing Authority, and Mill Street business and industrial occupancies high rises to name a few. The department also attended the Carbondale Community High School career fair and spoke c. Review all site plans on new or remodeled at the Boys and Girls Club. construction for code compliance coordinated through Development Services Department In FY 2012, the department continued its commitment to community safety with its fire smoke detector and battery d. Regularly review existing fire codes to enable replacement program. Under program guidelines, the proper recommendations for changes or necessity department will provide and install, free of charge, a of additional requirements smoke detector or replacement battery to citizens that cannot afford to purchase one. e. Maintain citizen awareness of the home safety inspection program In FY 2012, the Illinois Fire Service Institute Regional Fire Training Center continued to improve course delivery for f. Encourage use of home carbon monoxide firefighters throughout Southern Illinois. The facility detectors provides for both classroom training as well as practical exercises. The Illinois Fire Service Institute holds regular PROGRAM HIGHLIGHTS: training courses at the center. The facility is managed by the Fire Department. During FY 2012, the Fire Department continued to make significant progress in achieving departmental goals and In FY 2012, the department continued its partnership with objectives. other communities in the region through continued participation in the Mutual Aid Box Alarm System, In FY 2012, the pre-fire planning program continued to MABAS Division 45. Member agencies have worked to review pre-incident block planning to formulate fire develop standards of operation, communication, incident suppression strategies for incidents in high-risk areas. command, equipment and safety. Area departments have These pre-plans are incorporated into laptop computer developed pre-designated mutual aid protocols to improve systems that are available to the officer in the command communications and response to emergencies. MABAS vehicle as well as two primary engines for immediate on- Division 45 is also home to technician level rescue and scene application. In addition, the command vehicle is hazardous materials teams, both of which have been equipped with internet capabilities making online funded through the Illinois Terrorism Task Force. These resources available at fire scenes. special teams are comprised of members from throughout the area including the City of Carbondale. The Fire In FY 2012, the department acquired a new software Department continues to serve as the base for the MABAS application allowing for the use of an electronic tablet in Division 45 mobile generator and lighting unit. Other completing fire inspections. MABAS resources positioned within the southern Illinois area include a mobile warehouse trailer, technical rescue In FY 2012, the hydrant testing program continued with bi- trailer, hazardous materials decontamination unit, annual visits to fire hydrants. The first visit tests the flow ventilation truck, six-wheel all-terrain vehicle, and mobile of the hydrant and the second visit tests the flow of any compressor truck. All equipment is available for response hydrant that was missed due to construction as well as any to emergency incidents throughout the region. hydrant that had a twenty-five percent reduction variance in flow results. All hydrants have been tagged for In FY 2012, the department participated in major disaster identification purposes and test results recorded in a exercises with the Illinois Emergency Management database available for immediate on-scene application. Agency, as well as Southern Illinois University, Jackson County Emergency Management Agency and surrounding In FY 2012, the department continued its commitment to county Emergency Management Agencies. education and prevention. In partnership with Elementary School District #95, fire department instructors provided In FY 2012, the Fire Department was the recipient of two formal fire prevention and safety lessons to all fifth grade Illinois Emergency Management Agency communication students. Staff members participated in this year’s Senior grants totaling $31,791. These funds will be used to Fair at the Carbondale Civic Center and provided acquire the necessary equipment to ensure compliance informational talks for the Carbondale Senior Citizens with the Division: FIRE PROTECTION Division No.: 40151
Federal Communication Commission January 1, 2013 narrowband mandate. Narrowband frequencies are designed to allow increased bandwidth for public safety communications.
In FY 2012, funding for the City=s new west side fire station became a reality and work has continued with site surveys and design development. It is anticipated that construction will take place during the summer of 2012.
In FY 2012, the department’s fire investigation canine team recertified, under guidelines established by the Maine Criminal Justice Academy. The team is one of only two hundred from across the United States, District of Columbia and Canada.
In FY 2013, several department members will participate in MABAS technical rescue training. Instruction will consist of rope, trench, confined space, and structural collapse operations.
In FY 2013, narrowbanding of all department communications will be completed in accordance with Federal Communications Commission requirements.
In FY 2013, the department will continue efforts to provide the citizens of Carbondale with the highest standard of fire protection possible.
Division: FIRE PROTECTION Division No.: 40151
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Average Response Time to Incidents (Min.) C-1/B-1 3:35 3:30 3:30 3:30
Calls for Service:
Fires in Structures C-1 69 60 66 65
Vehicle Fires C-1 24 22 16 20
Brush/Grass Fires C-1 29 20 10 15
Rubbish Fires C-1 86 70 79 75
Rescue/Extrication Responses C-1 31 15 26 30
Flammable Spill/Leak Responses A-3 20 25 10 20
Carbon Monoxide Investigations (CO Found) C-1 21 30 33 30
Hazardous Condition Responses A-3 43 35 33 35
Service/Good Intent Responses C-1 196 185 228 200
Malicious False Alarms C-1 62 55 77 65
System Malfunctions C-1 169 170 194 175
Carbon Monoxide Investigations (No CO) C-1 52 50 42 50
Unintentional System Activations C-1 260 260 282 260
Other Responses C-1 2 3 3 5
Total Calls for Service: 1,064 1,000 1,099 1,045
Arson Investigations A-2 6 10 4 5 Division: FIRE PROTECTION Division No.: 40151
PERFORMANCE MEASUREMENTS CONT’D:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Business Inspections and Re-Inspections C-2 239 180 220 200
Restaurants, Clubs, and Bar Inspections and C-2 127 100 150 120 Re-Inspections
Fire Lane Violations Cited C-2 33 30 25 30
Site Plans Reviewed C-2 17 15 11 15
Fire Prevention Lectures Presented C-1 42 50 35 40
Station Tours Conducted C-1 20 35 18 25
Preplans Prepared or Revised C-2 139 150 150 150
Training Sessions Conducted (On-Site) A-1/A-2 60 30 28 30
Training Sessions Conducted (Off-Site) A-1/A-2 33 35 18 30
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Fire Chief 1.00 1.00 1.00 1.00 $90,390
Assistant Chief 3.00 3.00 3.00 3.00 $211,158
Fire Captain - Training Officer 0.50 0.50 0.50 0.50 $28,334
Fire Captain 3.00 3.00 3.00 3.00 $170,048
Firefighter 20.79 21.00 20.77 21.00 $1,046,019
Administrative Secretary 1.00 1.00 1.00 1.00 $36,310
Fire Inspector 1.00 1.00 1.00 1.00 $44,788
TOTAL 30.29 30.50 30.27 30.50 $1,627,047
Fund: GENERAL Division: FIRE PROTECTION
Department: FIRE Division No.: 40151 AUTHORIZEDESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 1,548,008 1,586,452 1,573,270 1,627,047 101 Accrued Sick Leave 0 0 0 0 102 Accrued Vacation Leave 0 0 0 0 103 Accrued Birthday Leave 0 0 0 0 110 Employee Overtime 172,837 178,309 188,678 196,559 115 Employer Veba Contributions 590 0 21,990 9,408 130 Employee Health Ins. Benefits 298,417 368,550 356,786 399,484 131 Employee Retirement Benefits 675,143 832,431 890,149 816,663 140 Employee Work. Comp. Benefits 246,588 287,122 285,740 311,550 141 Employee Unemployment Comp. Benefits 3,492 0 3,155 0 150 Special Contractual Benefits 7,552 8,800 8,800 10,013
TOTAL PERSONAL SERVICES 2,952,627 3,261,664 3,328,568 3,370,724 DIRECT OPERATING CHARGES & SERVICES
200 Professional & Consultant Fees 986 500 606 500 220 Communications-Telephone 6,008 5,787 6,592 6,516 222 Communications-Postage 375 500 337 500 230 Utilities-Electric 11,620 11,540 11,274 10,324 231 Utilities-Gas 9,922 9,254 6,133 8,065 232 Utilities-Water and Sewer 2,490 2,665 2,156 2,710 240 Travel, Conferences, Training 8,321 9,748 12,816 23,503 250 Repairs & Maint.-Equip. 12,922 17,290 15,882 13,783 251 Repairs & Maint.-Bldg & Struc. 5,396 3,461 3,393 4,214 252 Repairs & Maint.-Other Improv. 135 600 216 600 260 Rental Charges 0 170 65 165 270 Outside Printing Services 42 150 0 150 271 Other Outside Services 0 112 112 0 272 Office Supplies 2,750 3,000 3,334 3,400 273 Operating Supplies & Materials 9,784 10,109 10,492 13,719 275 Motor Fuels and Lubricants 16,043 20,169 20,945 24,251 280 Subscriptions and Memberships 1,060 1,128 1,277 1,142 299 Operating Equipment 12,636 32,829 38,607 26,786
TOTAL DIR. OPER. CHRGS. & SRVCS. 100,490 129,012 134,237 140,328
SERVICES AND CHARGES TRANSFERRED IN
311 Vehicle & Equipment-Parts 25,589 25,000 25,000 25,000 315 Building & Structure-Maint. 385 465 1,175 512
TOTAL SRVCS. & CHRGS. TRANS IN 25,974 25,465 26,175 25,512 Fund: GENERAL Division: FIRE PROTECTION
Department: FIRE Division No.: 40151 AUTHORIZEDESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
CAPITAL OUTLAY
503 Machinery and Equipment 0 9,190 9,190 0 504 Licensed Vehicles 0 0 0 0
TOTAL CAPITAL OUTLAY 0 9,190 9,190 0
DEBT SERVICE
640 Other Debt Principal 65,236 36,099 36,099 37,736 641 Other Debt Interest 23,695 21,901 21,901 20,263
TOTAL DEBT SERVICE 88,931 58,000 58,000 57,999
CONTINGENCIES
801 Division Contingency 0 4,719 0 5,000
TOTAL CONTINGENCIES 0 4,719 0 5,000
TOTAL EXPENDITURES 3,168,022 3,488,050 3,556,170 3,599,563 FundFund: b. Focus on threats which will impair local GENERAL governments' abilities to function
Department: c. Undertake mitigation efforts to deal with those FIRE threats
Division: GOAL: EMERGENCY MANAGEMENT B. Continue and improve community protection and awareness regarding emergency situations Division No.: 40161 Objective: MISSION: 1. Enhance community safety during times of adverse weather or other potential disasters The mission of the Emergency Management Services (EMS) Division is to prepare and coordinate actions to Strategies: minimize loss of life and property damage caused by a. Review and update City Emergency Operations natural and man-made disasters, terrorism and nuclear Plan incidents. b. Activate Emergency Operations Center whenever SERVICES: potential emergency situations exist
The Emergency Management Services Division provides Objective: the four phases of disaster management: Preparedness, 2. Enhance the process of disseminating information Mitigation, Response and Recovery. The Carbondale to the public Emergency Operations Plan is the guiding document for all phases of disaster management. Strategies: a. Use the Carbondale Communiqué to communicate SIGNIFICANT GOALS AND OBJECTIVES: preparedness information
GOAL: b. Present public education and hazard awareness A. Improve the City's emergency and disaster mitigation campaigns quarterly efforts c. Use the City Vision 16 cable channel to Objective: disseminate public service announcements 1. Increase awareness of mitigation as the best way to reduce the impact of hazards d. Broadcast mitigation and preparedness messages on Carbondale Information Radio AM 1620 Strategies: a. Provide outreach programming to the community Objective: on simple mitigation measures 3. Continue Contamination Monitoring and Control Program b. Make presentations to community groups and organizations on what mitigation can do for them Strategies: a. Assist Fire Department in meeting all c. Assist local governmental entities with mitigation requirements of and training for the Radiological programs they have identified Defense Program
Objective: b. Support scheduled testing and update of all 2. Enhance the mitigation efforts of the City to better radiological monitoring devices/equipment assist citizens in times of disaster GOAL: Strategies: C. Improve the City's ability to respond to emergencies a. Review annually potential hazards and the City's and decrease the time required to restore the capability to respond to them community to its normal state
Division: EMERGENCY MANAGEMENT Division No.: 40161
Objective: Objective: 1. Support emergency authorities and management in 2. Enhance the capacity for the community to handle times of disaster physical, social, economic and environmental "healing" after a disaster Strategies: a. Submit required reports and documents to Illinois Strategies: Emergency Management Agency a. Anticipate economic and societal problems that will occur in times of disaster b. Update critical personnel, equipment and b. Coordinate with the local Chamber of Commerce inventory list annually and businesses to aid recovery
c. Identify emergency operating funds c. Include mitigation opportunities in recovery/rebuilding planning d. Schedule and conduct training for City staff d. Coordinate implementation of the Map your Objective: Neighborhood Program 2. Enhance warning and communication capabilities PROGRAM HIGHLIGHTS:
Strategies: In FY 2012, Emergency Management Services (EMS) a. Continue to maintain, test and update regular and volunteer staff attended training courses communication equipment on a scheduled basis offered by the Illinois Emergency Management Agency, the National Weather Service and Federal Emergency b. Continue to maintain, test and update population Management Agency. warning equipment on a scheduled basis EMS staff participated in public information talks and c. Continue upgrade of Emergency Operation displays throughout FY 2012. These included Program with purchase of new equipment presentations and displays at the Old School Community Center, Senior Adult Services, and various schools, to GOAL: name a few. D. Enhance the community's ability to recover from disasters in a short period of time In FY 2012, EMS staff conducted exercises and table top disaster drills with the Illinois Emergency Management Objective: Agency, Southern Illinois University Carbondale (SIUC) 1. Establish strategies to facilitate the transition from and local agencies. EMS and City of Carbondale staff immediate "response" issues to the "recovery" participated in the Great Shakeout Drill, a nationwide phase earthquake simulation drill. EMS and other City departments participated in a National Earthquake Full Strategies: Scale Disaster Drill which involved eight states. a. Improve intergovernmental coordination and Participation required activation of the Emergency communication by interacting with state and Operations Center and communications with the Illinois federal response agencies including the Illinois Emergency Management Agency as well as other and Federal Emergency Management Agencies participating agencies.
b. Increase ability to cope with "people problems" in In FY 2012, EMS maintained and updated the Emergency disasters through training Operations Plan for the Illinois Emergency Management Agency. c. Coordinate implementation of building damage assessment policies that allow for the quick In FY 2012, EMS maintained accreditation as a Storm removal of dangerous property Ready Community certified by the National Weather Service. Storm Ready helps community leaders and d. Develop implementation policies for federal and emergency managers strengthen local severe weather state disaster assistance programs operations.
Division: EMERGENCY MANAGEMENT Division No.: 40161
In FY 2012, the City of Carbondale continued its In FY 2013, EMS staff will continue to provide and attend implementation of the National Incident Management training courses for regular and volunteer staff as offered System (NIMS). The NIMS provides a consistent approach by the Illinois Emergency Management Agency, National for Federal, State, and local governments to work Weather Service and Federal Emergency Management effectively together to prepare for and respond to disasters Agency. by standardizing management processes, protocols, and procedures. During FY 2013, EMS will continue its efforts In FY 2013, EMS will continue to work with Carbondale by providing basic training to newly hired employees and Elementary School District No. 95 to establish an advanced level training for middle management and Emergency Preparedness Plan. command staff. In FY 2013, EMS staff will continue to work with area In FY 2012, EMS continued updating communications to agencies to conduct disaster drills. comply with Federal Communications Commission narrowband requirements, which becomes effective in FY 2013. Narrowband frequencies allow increased bandwidth for public safety communications.
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Exercises and Drills Conducted C-2 5 4 6 4
Education and Outreach Programs B-2/C-1 8 9 9 9
Training Sessions for Volunteer Staff C-2 8 9 9 9
Emergency Operations Center Activations B-1 9 20 21 20
Hazard Mitigation Meetings for A-1/A-2/ 21 12 17 12 Governmental Units & Utilities D-1
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Coordinator 0.50 0.50 0.50 0.50 $28,334
Assistant Coordinator 0.03 0.04 0.05 0.04 $3,123
TOTAL 0.53 0.54 0.55 0.54 $31,457
Fund: GENERAL Division: EMERGENCY MANAGEMENT
Department: FIRE Division No.: 40161 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 27,655 27,781 31,782 31,457 102 Accrued Vacation Leave (1,187) 0 0 0 110 Employee Overtime 3,366 5,264 3,533 2,994 130 Employee Health Ins. Benefits 7,766 9,449 10,051 9,820 131 Employee Retirement Benefits 11,955 15,688 15,752 14,769 150 Special Contractual Benefits 400 400 400 413
TOTAL PERSONAL SERVICES 49,955 58,582 61,518 59,453
DIRECT OPERATING CHARGES & SERVICES
220 Communications-Telephone 2,979 2,868 2,690 2,940 222 Communications-Postage 11 20 14 20 230 Utilities-Electric 1,200 1,150 1,034 1,206 240 Travel, Conferences, Training 274 316 257 316 250 Repairs & Maint.-Equip. 653 1,134 2,204 1,500 260 Rental Charges 5,888 6,064 6,065 6,246 272 Office Supplies 429 200 100 600 273 Operating Supplies & Materials 1,092 1,506 1,144 1,379 275 Motor Fuels and Lubricants 268 518 86 595 280 Subscriptions and Memberships 212 213 213 213 299 Operating Equipment 1,115 1,560 1,560 1,061
TOTAL DIR. OPER. CHRGS. & SRVCS. 14,121 15,549 15,367 16,076
SERVICES AND CHARGES TRANSFERRED IN
311 Vehicle & Equipment-Parts 107 800 1,000 1,000
TOTAL SRVCS. & CHRGS. TRANS IN 107 800 1,000 1,000
TOTAL EXPENDITURES 64,183 74,931 77,885 76,529 CITY OF CARBONDALE, ILLINOIS Organizational Chart
Development Services Department General Fund
City Manager
Development Services Director
Building and Neighborhood Housing Planning Services Program Administrative Admin. Secretary Acministrator Secretary
Building Senior Inspector Planner
Housing Planner Rehabilitation Specialist
GIS Specialist
Neighborhood Inspector Supervisor
Neighborhood Weed Inspectors Inspector (6.0) (0.48) Total Number of Employees - (16.48) Fund:0Fund: GENERAL Objective: 2. Promote a sense of cooperation between Department: Department employees and entrepreneurs DEVELOPMENT SERVICES
Strategies: Division: DEVELOPMENT MANAGEMENT a. Encourage Department employees to creatively assist developers with their projects within the Division No.: 40200 confines of department regulations and guidelines to protect public health, safety and welfare MISSION: The mission of the Development Services Department is b. Streamline the review of development proposals to enhance the economic and physical development of in order to provide review comments and the community. approvals in a timely manner
SERVICES: c. Encourage Department employees to participate in Chamber of Commerce, Carbondale Main The Development Services Department is responsible Street and community programs and activities for the operation of a wide range of community development activities. The Development Services Objective: Director oversees the Development Services 3. Support ongoing Downtown redevelopment Department=s Divisions and programs including Building and Neighborhood Services, Planning Services, Strategies: Downtown Development, and Housing Programs a. Assist entrepreneurs in formulating development Administration in addition to working closely with other plans for sites in the Downtown area City officials in promoting economic development growth of the community. The Development Services b. Encourage intensive use of Downtown land to Director provides support services for program develop a sense of centrality in the community development and evaluation. The Development Services Director serves on the boards of community c. Serve on the Board of Directors of Carbondale organizations related to City development. Main Street
SIGNIFICANT GOALS AND OBJECTIVES: d. Assist Carbondale Main Street to make the Downtown management organization a key GOAL: player in Downtown revitalization efforts A. Promote the City of Carbondale's commitment to quality private and public economic development e. Encourage development that can benefit from the City Hall/Civic Center Complex and Tax Objective: Increment Financing District No. 1 located on the 1. Establish and strengthen public/private east side of Downtown partnerships in economic development efforts f. Chair the Downtown Development Committee Strategies: comprised of City Department Heads and staff a. Assist with the administration of the City=s Tax established to look at projects and initiatives to Increment Financing District No. 1 that is improve the overall appearance of the downtown designed to redevelop the area adjacent to the area east side of Downtown Objective: b. Assist in the development of the Carbondale 4. Ensure quality development to enhance the long- Business Park East, the Bicentennial Industrial term growth of the city Park and Southern Illinois Research Park and identification of businesses to locate in these Strategies: facilities a. Chair the City=s Development Advisory Committee coordinating the review of proposed c. Assist in business retention and recruitment site plan development to ensure the goals and efforts codes of the City are met Division: DEVELOPMENT MANAGEMENT Division No.: 40200
b. Chair the City=s Engineering Advisory c. Assist with the development of incentives to Committee coordinating the review of proposed encourage the rehabilitation of former rental subdivision development to ensure the goals and housing in low density zoned areas into owner- codes of the City are met occupied homes
c. Encourage cooperation among various d. Cooperate with efforts of groups like Habitat for departments of the City and developers Humanity to develop local resources to provide affordable housing for lower income residents GOAL: B. Increase the availability of a diverse housing e. Continue to provide housing programs and inventory in Carbondale credit counseling seminars as a forum to educate the public on available assistance Objective: 1. Promote the development of owner-occupied f. Identify and secure additional funding for housing programs which assist in affordable home ownership Strategies: a. Administer the City=s Home Ownership Program Objective: which offers financial incentives for the 3. Promote the rehabilitation of homes of very low development of new residential subdivisions. to moderate income residents
b. Work with developers to encourage new Strategies: subdivision development a. Continue the HOME Single Family Owner- Occupied Rehabilitation Program to assist low c. Administer the Single Family Housing to very low income residents to rehabilitate Conversion Program to assist home buyers in homes in targeted neighborhoods the purchase and rehabilitation of single family homes that have been a rental house registered b. Continue the Community Development with the City of Carbondale=s Mandatory Rental Assistance Program to rehabilitate homes Housing Inspection Program occupied by low to very low income homeowners in a targeted section of Northeast d. Work with realtors, developers and others in a and Northwest Carbondale collaborative effort to identify strategies and programs to encourage development of new c. Administer the HOME Homebuyer Assistance single-family residences within the corporate Program to allow low and very low income limits of Carbondale residents to purchase and rehabilitate homes in the City Objective: 2. Promote development of affordable housing for d. Assist in overall strategy to promote Carbondale ownership in the community and the immediate area as a option of first choice to attract seniors and retirees to reside in Strategies: the community a. Review development regulations to stay current with changing technology and to keep Objective: development costs as low as possible while 4. Promote compliance with housing related protecting the long-term interests of the provisions of the Americans with Disabilities community Act and City Code provisions regarding accessible housing for persons with disabilities b. Provide information to prospective home buyers and lenders on low interest loans offered through various regional and state agencies
Division: DEVELOPMENT MANAGEMENT Division No.: 40200
Strategies: Strategies: a. Work with the Partnership for Disability Issues a. Promote the City=s Downtown Facade to ensure that information is available in the Improvement Loan Program through the media community about housing requirements for and Carbondale Main Street and maintain persons with disabilities personal contacts to inform property owners of facade loan program benefits b. Work with the City's Development Assistance Committee and Building and Neighborhood b. Inform property owners of Main Street=s Facade Services Division staff to ensure compliance Grant Program and Architectural Assistance with the relevant codes Grant Program that can be used in conjunction with the City facade program Objective: 5. Maintain the Fair Housing Ordinance c. Assist applicants with preparation of applications for facade loans Strategies: a. Increase the availability of information about the d. Monitor implementation of facade loan Fair Housing Ordinance improvement projects
Objective: Objective: 6. Encourage maintenance of existing rental 2. Improve public spaces Downtown housing and ensure that any new rental housing proposed for the community is planned and Strategies: developed to be consistent with the overall goals a. Work with the administrative Downtown of the City Improvement Committee and Carbondale Main Street to develop streetscape improvements Strategies: Downtown a. Work with the Neighborhood Inspector Supervisor on the administration of the b. Prioritize needed sidewalk improvements and Mandatory Rental Housing Inspection Program curb replacements and implement in the to provide safe and quality rental housing Community Investment Program
b. Work with the Neighborhood Inspector c. Coordinate with Public Works Department on Supervisor to implement the annual Rental the location and type of new tree plantings Housing Registration Fee Program Objective: c. Work with the Neighborhood Inspector 3. Enhance public parking areas in the Downtown Supervisor in conducting informational meetings area with rental residential property owners and managers to discuss program requirements, Strategies: inspection procedures and other issues a. Assist with development of new public parking impacting the rental housing stock in areas that are inadequately served
GOAL: b. Work with property owners as requested to C. Improve appearance of Downtown and improve parking areas through lease agreements communications between the City and downtown and other cooperative ventures businesses and committees to enhance Downtown revitalization efforts Objective: 4. Keep Downtown businesses informed of Objective: redevelopment activities 1. Improve building facades in Downtown Carbondale
Division: DEVELOPMENT MANAGEMENT Division No.: 40200
a. Assist Carbondale Main Street in updating and there are a number of state administered grant programs maintaining a comprehensive inventory and that the City has successfully used over the years to mailing list for Downtown businesses/property improve the housing stock and enhance our older neighborhoods. These grant programs are used in b. Prepare articles and news releases for the media, concert with other regional and local programs and the Main Street newsletter and the Carbondale resources that have had positive impacts in improving Communiqué regarding City projects and events the overall livability of our community. in the Downtown In FY 2013, staff will continue efforts to support the c. Work with Main Street volunteers on projects development of more affordable housing and improve designed to promote Downtown businesses the quality of housing in those areas where housing is
substandard. In FY 1995, the Development Services d. Work with the Historic Town Square Business Department implemented two programs directly related Coalition on area improvements to improving the housing stock in the City of Objective: Carbondale, the Mandatory Rental Inspection Program 5. Maintain and assist active groups and and Housing Rehabilitation Program. committees such as the City Downtown The Mandatory Rental Housing Inspection Program Improvement Committee and Carbondale Main requires all rental dwelling units in the City to be Street related to Downtown development and inspected and required to meet minimum property promotion maintenance standards. Through this program all rental
residential housing units are required to be inspected Strategies: every three years. a. Provide staff assistance to organizations
involved in Downtown development efforts Effective January 2009, owners of all rental residential
dwelling units in Carbondale were required to register all b. Provide staff assistance to Carbondale Main rental units with the City. An annual registration fee of Street by having members of the Planning $35 per unit has been enacted. Services Division staff serve on the Main Street
committees and the Development Services In FY 2012, the City administered its own Single Family Director serve on the Board of Directors Housing Conversion Program, the Illinois Housing
Development Authority=s (IHDA) HOME Single Family PROGRAM HIGHLIGHTS: Owner-Occupied Rehabilitation Program (SFOOR), Development Services Department is comprised of two IHDA’s HOME Homebuyer program, and the distinct divisions: (1) Building & Neighborhood Department of Commerce and Economic Opportunity=s Services, and (2) Planning Services. In addition a (DCEO) Community Development Assistance Program number of housing related programs are administered Grant. through the Development Services Department. Staffs are also involved in coordinating and staffing a number In FY 2012, the City’s Single Family Housing of citizen boards, committees and commissions that the Conversion Program converted three homes back to City has established. With the elimination of the single family owner-occupied units. manager level positions the Development Services Director assumed more day-to-day “hands on” The City received $379,000 in SFOOR Program grant management and oversight of the Building and funds to rehabilitate nine homes in Tatum Heights, Neighborhood Services Division and the Planning northeast Carbondale, and northwest Carbondale for FY Division. 2011 and FY 2012. The City used these grant funds to rehabilitate nine homes for low to very low income The City has taken a pro-active role in providing public residents over the two year period. resources to ensure that the housing stock in Carbondale is maintained in safe and decent manner. This is being In FY 2012 the City was granted $336,000 HOME initiated through several traditional and non-traditional Homebuyer Grant to enable eight low to moderate means. The City has updated housing codes and income persons to purchase and rehabilitate their homes property maintenance standards that are in place and into code compliance. This grant is slated to operate aggressively enforced and applied city wide. In addition, during FY 2012 and FY 2013. Division: DEVELOPMENT MANAGEMENT Division No.: 40200
In FY 2012, the City continued to administer a $292,500 $ Continue to provide expanded information on Community Development Assistance Program (CDAP) resources of the Development Services Department grant from the Illinois Department of Commerce and and post them on the City=s website. Economic Opportunity. These grant funds were used to rehabilitate 8 homes of low to very low income residents $ Continue to provide support and technical assistance in FY 2011 and FY 2012. as needed to advance economic development efforts of the City to attract new private sector investments A major initiative that got underway in FY 2009 is to the community. development of a new Comprehensive Plan for Carbondale. The project was coordinated through the $ Continue to work jointly with Public Works Development Services Department. A Plan Review Department to explore ways to better utilize and Committee comprised of citizens representing various expand the capabilities of the City=s GIS program segments of the community as established and work with and resources. the planning consultant firm contracted to draft the new comprehensive plan. The Comprehensive Plan was completed in FY 2011.
The goals and objectives as outlined in the above narrative along with those highlighted in the Building and Neighborhood Services Division and the Planning Services Division define the work program and allocation of resources for FY 2013. Major emphasis will be given to maintaining the present level of services provided and expanding a number of programs that are considered important by the City Administration to improve and enhance the overall viability of the community.
A few highlights of major activities and focus of priority areas which the Development Services Department will actively address in FY 2013 include:
$ Continue to review current policies and procedures for City initiated actions to improve safety of neighborhoods through demolition and clearance of vacant and unsafe structures.
$ Continue review of the fee structure associated with development related projects within the corporate Limits and planning area (i.e. building permits, zoning certificates, subdivision fees, plan review fees, etc.) and provide recommendations to adjust fees accordingly.
$ Continue redevelopment in residential areas of Northeast Carbondale with new affordable single family housing.
$ Continue implementation of the new Comprehensive Plan.
Division: DEVELOPMENT MANAGEMENT Division No.: 40200
PERFORMANCE MEASUREMENTS:
Authorized Estimated Performance Measurements Division Actual Budget Actual Budget Goal/Objective FY 2011 FY 2012 FY 2012 FY 2013
Single Family Owner Occupied B-3A 4 5 5 4 Rehabilitation Program Grants
Community Development B-3B 0 6 8 4 Assistance Program Grants
Mobility and Accessibility B-3C NA NA NA NA Rehabilitation Supplement (MARS) Program Grants
HOME Homebuyer=s Program B-3D 1 4 3 4 Grants
Single Family Housing B-3E 4 4 2 4 Conversion Program Grants
Infrastructure Grant Agreements B-1 0 0 0 0
Downtown Building Facade Loan C-1 0 0 0 0 Agreements
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Development Services Director 1.00 1.00 0.77 1.00 $83,353
Housing Program Administrator 1.00 1.00 1.00 1.00 $50,404
TOTAL 2.00 2.00 1.77 2.00 $133,757
Fund: GENERAL Division: DEVELOPMENT MANAGEMENT
Department: DEVELOPMENT SERVICES Division No.: 40200 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 132,123 131,586 112,994 133,757 102 Accrued Vacation Leave (4,653) 0 0 0 130 Employee Health Ins. Benefits 24,379 30,909 30,418 32,306 131 Employee Retirement Benefits 23,355 24,454 20,981 25,974 140 Employee Work. Comp. Benefits 804 880 872 942 141 Employee Unemp. Comp. Benefits 2,536 0 0 0
TOTAL PERSONAL SERVICES 178,544 187,829 165,265 192,979
DIRECT OPERATING CHARGES & SERVICES
210 Publishing and Filing Fees 0 0 30 0 220 Communications-Telephone 103 300 80 150 222 Communications-Postage 24 300 88 300 240 Travel, Conferences, Training 1,097 1,510 750 2,840 250 Repairs & Maint.-Equip 0 50 0 50 270 Outside Printing Services 0 50 60 60 271 Other Outside Services 0 2,000 2,000 0 272 Office Supplies 413 603 175 603 273 Operating Supplies & Materials 0 400 253 400 280 Subscriptions and Memberships 0 1,195 350 950 299 Operating Equipment 0 850 850 0
TOTAL DIR. OPER. CHRGS. & SRVCS. 1,637 7,258 4,636 5,353
TOTAL EXPENDITURES 180,181 195,087 169,901 198,332 Fund: c. The division will continue coordination of the GENERAL collection of the required registration fees with the Finance Department Department: DEVELOPMENT SERVICES c. The Division will continue to hold annual informational meetings specifically for rental Division: property owners and managers to advise and BUILDING and NEIGHBORHOOD SERVICES inform them of important issues relative to the Mandatory Rental Inspection Program and how to Division No.: 40210 achieve compliance
MISSION: d. Expand the use of Land Management (LAMA) The mission of the Building and Neighborhood Services software to enhance monitoring, tracking and Division is to protect the public's health and safety, reporting of inspection activities enhance the quality of the City's residential and e. Monitor property deed transactions and utility commercial areas and to ensure a safe environment. records for changes in rental property ownership,
register new rental property owners and SERVICES: designated agents and remove owner occupied The Building and Neighborhood Services Division is properties from the rental properties list responsible for reviewing plans and inspecting buildings f. Perform 2,600 initial rental inspections per Fiscal and property to ensure compliance with building, zoning, Year and monitor results and electrical, plumbing, housing and environmental standards within the community. The Division issues g. Perform re-inspections on all housing units found building, demolition and related construction permits. The to have code violations and seek full compliance Division also assists in the administration of the Illinois and correction of deficiencies and violations Housing Development Authority (IHDA) HOME Homebuyer Assistance Program, the IHDA Single Family h. Vigorously and uniformly enforce property Owner Occupied Rehabilitation Program (SFOOR), the maintenance code to ensure compliance and issue Illinois Department of Commerce and Economic court citations for uncorrected housing code Opportunity (DCEO) Community Development Assistance violations when indicated Program (CDAP) Housing Rehabilitation Program, and (MARS) Mobility Assistance & Rehabilitation Service i. Respond to all rental housing complaints received Grant Programs. and initiate appropriate follow-up actions
SIGNIFICANT GOALS AND OBJECTIVES: Objective: 2. Continue the Hotel/Motel Licensing and GOAL: Inspection Program A. Upgrade the quality of existing housing stock & guest accommodations Strategies: a. Require annual submission by all hotel/motel Objective: owners of mandatory registration documents as 1. Continue the Mandatory Rental Housing required by Ordinance Number 2007-42 Inspection Program that inspects the estimated 8,000 rental dwelling units in the City b. Conduct annual inspections of all hotel/motel rooms, facilities and premises for life, health, Strategies: safety, general housekeeping and building code a. Maintain a current registry of all rental property compliance owners, designated agents and residential rental properties c. Coordinate seminars with the Jackson County Health Department and the Code Enforcement b. Continue the registration of owners and agents of Officials of Southern Illinois to provide education residential rental properties on an annual basis. for hotel/motel operators regarding resurgent pest problems
Division: BUILDING and NEIGHBORHOOD SERVICES Division No.: 40210
Objective: Objective: 3. Assist in the administration of the Single Family 5. Support the housing rehabilitation and expansion Housing Conversion Program, HOME Homebuyer efforts of Habitat for Humanity and Rebuilding Assistance Program, HOME Single Family Owner Together Carbondale Township, Inc. Occupied Rehabilitation (SFOOR) Program, the Community Development Assistance Program Strategies: (CDAP) Housing Rehabilitation Program to a. Encourage the donation of residential land and rehabilitate homes of low to moderate income materials to the Habitat for Humanity Program and owner occupants in targeted neighborhoods Rebuilding Together Carbondale Township, Inc.
Strategies: b. Provide technical assistance to the Habitat for a. Identify structures eligible for housing conversion Humanity and Rebuilding Together Carbondale or rehabilitation grant assistance in the approved Township, Inc. programs on housing rehabilitation target areas projects
b. Inspect homes of applicants and prepare a notice GOAL: of violation as a guide for repairs to rental housing B. Enhance the environmental appearance of the to owner-occupied conversion grants, inspect community and eliminate situations hazardous to the homes of applicants for rehabilitation grants, health, safety and welfare of neighborhoods prepare detailed work specifications and assist in securing bids for the rehabilitation work required Objective: to abate all housing code violations 1. Promote public awareness of Division service delivery programs c. Inspect rehabilitation work and monitor contract compliance for structures awarded rehabilitation Strategies: grants a. Maintain educational awareness programs by contracting with Keep Carbondale Beautiful to d. Assist in the application process of housing promote litter reduction and recycling rehabilitation grants b. Participate in community speaking engagements Objective: on housing, environmental and zoning code 4. Encourage the maintenance of owner occupied regulations and available housing grant funds housing c. Promote Neighborhood Assistance Team (NAT) Strategies: meetings and activities in cooperation with staff a. Inspect the exterior of owner occupied residential from other divisions within the City structures and notify property owners of required and suggested repairs d. Place Division-related information in the Carbondale Communiqué, Southern Illinoisan, b. Maintain assistance to the elderly and Daily Egyptian, Carbondale Times, City Vision economically disadvantaged homeowners in 16 and other print media and securing materials and volunteers to repair and www.explorecarbondale.com help with the upkeep of their structures Objective: c. Continue involvement with the Home Builders 2. Be proactive in Building & Neighborhood Association of Southern Illinois and Rebuilding Services= approach to neighborhood issues and Together Carbondale Township, Inc. to promote concerns homeowner maintenance
Division: BUILDING and NEIGHBORHOOD SERVICES Division No.: 40210
Strategies: c. Inspect on an annual basis all licensed public a. Maintain a zero tolerance approach to the assembly establishments which hold a liquor abatement of weeds, litter, yard ruts, illegal license for health and safety violations and parking and abandoned or inoperable vehicles provide reports to the Local Liquor Control throughout the community Commission on inspected liquor establishments
b. Maintain neighborhood surveillance patrol activity d. Assist developers and homeowners by providing by inspecting all residential and adjoining preconstruction consultation prior to issuance of commercial or industrial areas of the City permits and by inspecting projects during construction c. Schedule neighborhood enforcement patrols on selected weekends in those residential areas e. Provide information assistance to developers and identified as susceptible to activities that generate contractors about the Enterprise Zone, Tax litter, garbage and parking problems Increment Financing District No. 1 and the owner
occupied housing incentive programs d. Maintain a demolition program for the removal of
dangerous and unsafe structures, including f. Actively assist building owners and design accessory buildings throughout the community professionals in design solutions by providing
information regarding interpretation of the Illinois Objective: Accessibility Code as a guide for compliance with 3. Maintain the family atmosphere of the R-1, Low- the Americans with Disabilities Act (ADA) Density Residential Zoning District
g. Assist the Planning Services Division with Strategies: enforcing zoning, site plan and sign regulations a. Enforce maximum residential occupancy
requirements in the R-1 residential zoning districts Objective:
2. Enhance the knowledge and proficiency of b. Seek court injunctions to secure compliance when Division personnel properties are in repeated violation of the R-1
zoning provisions Strategies:
a. Require Division staff to complete self study GOAL: programs to obtain national certification as C. Protect the health, safety and welfare of the general Residential, Commercial and Property public in existing buildings and new construction Maintenance & Housing Inspectors
Objective: b. Provide inspectors with appropriate educational 1. Provide a safer built environment that continues to training and study material required for promote commercial, industrial and residential certification examinations growth c. Continue membership in the Code Enforcement Strategies: Officers of Southern Illinois (CEOSI) and the a. Monitor all commercial and residential International Code Council (ICC) Chapter to construction activity to ensure that all locally provide training and educational opportunities to adopted building; plumbing, electrical and staff mechanical codes and sign ordinances are followed PROGRAM HIGHLIGHTS:
b. Coordinate inspection activities with the Fire In FY 2013, the division will continue to utilize Land Department, Jackson County Health Department Management (LAMA) software to manage the City’s and Illinois Department of Public Health personnel permit and code enforcement functions, including the to enhance sustainable development mandatory Rental Inspection Program. The program
Division: BUILDING and NEIGHBORHOOD SERVICES Division No.: 40210 manages nearly all aspects of land-related transactions During FY 2013, Division staff members will receive within municipal government. The address-based system training and be encouraged to obtain national certifications handles permits, code enforcement, building inspections, through the International Codes Council. Staff will also ownership, certificates of occupancy, business licensing , participate in training programs offered by the Code impact fees, and work orders, to name a few. The LAMA Enforcement Officials of Southern Illinois to continue to software is providing an enhanced workflow system to improve the professionalism of the Division and maintain expedite the tracking of land development projects, permit current certifications held by Division staff members. issuance, code compliance and business registration. In FY 2013, the Building and Neighborhood Services In FY 2012, the City continued to remove unsafe structures Division will continue to address environmental nuisance that have been vacant neighborhood eyesores for years. violations including accumulation of trash and litter, This is part of the aggressive code enforcement efforts that parking on unimproved surfaces, dead/diseased trees BNS has been focusing efforts on the past few years. located on private property, illegal sign posters located on Furthermore, procedures are now in place to respond telephone/light poles and graffiti throughout the City. The quickly to resident inquiries and complaints on property Division will also continue to enforce the high grass and maintenance and issues impacting the viability of our weed ordinance and list weekly on the City=s web site all neighborhoods. properties that are posted in violation. The Building and Neighborhood Services Division will work on selected Also this past year, BNS continued a “walk the weekends throughout the year to enforce environmental neighborhood” program which is being coordinated with and parking regulations. neighborhood organizations and associations. BNS Inspectors meet with neighborhood residents and walk the During FY 2013, the Building and Neighborhood Services streets looking at conditions that require attention. Division will enforce ordinances related to illegal parking Deficiencies and violations are noted and followed up. in yards. Staff will enforce the construction or delineation of parking areas as required by the Carbondale Revised The Mandatory Rental Housing Inspection Program will Code. continue to address the structural integrity, health and life safety violations of the dwelling unit. The division will The Division will also maintain an aggressive approach in continue to address the general aesthetic appearance and abating over occupancy violations in the R-1, Low Density condition of the entire property and grounds during the Residential Zoning Districts. inspections. The division goal is to have at least 1/3 of all initial inspections to be in compliance with the Revised City code by outreach programs such as the bi-annual informational meetings with rental property owners and managers.
During FY 2008, the City enacted a Hotel/Motel Licensing Ordinance which requires an annual registration update and inspection by Division Staff to ensure adequate life, health and safety standards are maintained for guest accommodations within the City of Carbondale. In FY 2013 the Division will continue to initiate inspections of hotels, motels and other lodging facilities to ensure applicable codes are met.
Division: BUILDING and NEIGHBORHOOD SERVICES Division No.: 40210
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Building Permits Issued C-1 199 300 246 300
Plumbing, Electrical, Mechanical, Sign and C-1 327 400 390 400 Demolition Permits Issued
Structures Demolished Through City Actions – B-1 4 15 4 15 City funded and legal action
Business Related Licenses Issued A-2, C-1 182 220 200 220
Building, Plumbing, Electrical, Mechanical, Sign C-1 837 1,350 1,100 1,350 and Site Plan Inspections and Re-inspections
Public Assembly Safety Inspections C-1 68 150 125 150
Hotel / Motel Room Inspections and Re- A-2 4* 1,000 1,000 1,000 inspections *Measurement by number of Hotels/Motels
Rental Dwelling Unit Initial Inspections A-1 3,146 2,600 2,600 2,600
Rental Dwelling Unit 1st Re-inspections A-1 2,064 2,400 2,000 2,400
Rental Dwelling Unit 2nd + Re-inspections A-1 463 400 264 300
Rental Dwelling Unit Abated of Housing Code A-1 3,354 2,600 2,600 2,600 Violations
Environmental Notice Initial Inspections B-2 5,368 4,400 5,814 5,500
Environmental Notice Re-inspections B-2 4,831 6,600 6,435 6,600
Environmental Notices Abated B-2 3,540 4,400 4,858 4,500
Private Lots Posted for High Grass and Weeds B-2 879 900 700 800
Private Lots Mowed by City Contractor B-2 186 225 150 225
Unlicensed or Inoperable Vehicle Violations B-2 434 300 425 400 Abated
Occupancy Inspections B-3 3 30 10 20
Houses Rehabilitated with Grant Funds A-3 6 14 16 14
Division: BUILDING and NEIGHBORHOOD SERVICES Division No.: 40210
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Neighborhood Inspector 1.00 1.00 1.00 1.00 $ 57,483 Supervisor
Neighborhood Inspector 4.62 6.00 4.82 6.00 $255,571
Building Inspector 1.00 1.00 1.00 1.00 $53,432
Housing Rehabilitation Specialist 1.00 1.00 1.00 1.00 $41,844
Administrative Secretary 1.00 1.00 1.00 1.00 $32,719
Weed Control Inspector 0.40 0.48 0.48 0.48 $15,504
TOTAL 9.02 10.48 9.30 10.48 $456,553
Fund: GENERAL Division: BLDG & NEIGHBORHOOD SVC
Department: DEVELOPMENT SERVICES Division No.: 40210 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 380,977 444,692 405,422 456,553 101 Accrued Sick Leave 0000 102 Accrued Vacation Leave 156 0 0 0 110 Employee Overtime 4,041 5,000 3,167 3,471 130 Employee Health Ins. Benefits 78,237 88,182 88,056 95,822 131 Employee Retirement Benefits 66,152 81,772 75,251 88,609 140 Employee Work. Comp. Benefits 19,092 19,505 19,460 21,315 141 Employee Unemp. Comp. Benefits 16,630 3,883 3,155 9,950 150 Special Contractual Benefits 2,747 4,000 3,330 4,500
TOTAL PERSONAL SERVICES 568,032 647,034 597,841 680,220
DIRECT OPERATING CHARGES & SERVICES
210 Publishing and Filing Fees 578 1,400 1,400 800 220 Communications-Telephone 497 530 468 3,540 222 Communications-Postage 5,455 6,000 5,700 6,000 240 Travel, Conferences, Training 3,260 4,125 1,500 4,125 250 Repairs & Maint.-Equip. 82 1,500 200 1,500 270 Outside Printing Services 1,733 3,100 2,800 2,510 271 Other Outside Services 46,935 46,100 46,100 49,676 272 Office Supplies 4,640 3,500 5,000 5,400 273 Operating Supplies & Materials 1,885 2,600 2,000 2,900 275 Motor Fuels and Lubricants 7,000 8,694 9,694 11,544 280 Subscriptions and Memberships 1,164 769 500 625 282 Licenses and Taxes 544 300 300 300 299 Operating Expense 11,936 10,203 10,203 800
TOTAL DIR. OPER. CHRGS. & SRVCS. 85,709 88,821 85,865 89,720
SERVICES AND CHARGES TRANSFERRED IN
311 Vehicle & Equipment-Parts 5,014 5,500 4,500 5,000
TOTAL SRVCS. & CHRGS. TRANS IN 5,014 5,500 4,500 5,000
NON-OPERATING CHARGES
440 Program Grants 237,172 539,000 635,900 480,000
TOTAL NON-OPERATING CHARGES 237,172 539,000 635,900 480,000
TOTAL EXPENDITURES 895,927 1,280,355 1,324,106 1,254,940 Fund:Fund: GENERAL Objective: 2. Enhance Downtown development activities Department: DEVELOPMENT SERVICES Strategies:
a. Provide staff support to the Downtown Division: PLANNING SERVICES Improvement Committee and Carbondale Main Street on Downtown improvement projects Division No.: 40220 b. Promote downtown Carbondale as a viable place to MISSION: conduct business The mission of the Planning Services Division is to facilitate the orderly growth and development of the City Objective: and property within the extra territorial jurisdiction. 3. Work with citizens and developers to provide equitable and prompt administration of SERVICES: development regulations to protect the public health, safety and welfare while also facilitating The Planning Services Division is responsible for the sound development projects administration of the City's zoning, subdivision and site plan regulations. The Planning Services Division Strategies: coordinates growth management relating to annexations a. Coordinate activities of the Staff Development and development within the extra territorial jurisdiction. Assistance Committee and Engineering Advisory Staff is responsible for updating and implementing the Committee and streamline development review of Comprehensive Plan. Staff provides support to the site plans, subdivisions and the issuance of zoning Planning Commission, Preservation Commission, Zoning certificates Board of Appeals, and Downtown Improvement Committee. The Planning Services Division collects and b. Provide staff support to the Planning Commission analyzes Census data and serves as the point of contact to and Zoning Board of Appeals for zoning-related the U.S. Census Bureau. Staff members serve on various issues boards including the Illinois Chapter of the American Planning Association, Carbondale Main Street, and Keep c. Implement recommendations contained in the Carbondale Beautiful. Comprehensive Plan regarding development regulations and site plan review SIGNIFICANT GOALS AND OBJECTIVES: d. Review and revise the Zoning Ordinance to GOAL: maintain and enhance effectiveness and implement A. Maintain a pattern of positive growth in the best practices community e. Provide information to all segments of the public Objective: relative to specific parcels of land and development 1. Encourage development within the City limits regulations
Strategies: f. Examine ways to further expedite the rezoning and a. Assist developers to infill vacant tracts within the development process while staying in compliance City limits by identifying vacant or under-utilized with statutory requirements land with existing infrastructure g. Monitor development and signage in the City's b. Assist development projects in expanding areas of zoning jurisdiction to make sure proper permits and the City approvals have been obtained
c. Work with the Community Investment Program Objective: Committee to recommend upgrades to 4. Plan for future land development within the City infrastructure in potential infill areas and in the 1.5 mile zoning jurisdiction
Division: PLANNING SERVICES Division No.: 40220
Strategies: Strategies: a. Implement the recommendations contained in the a. Work with the Preservation Commission on Comprehensive Plan implementing recommendations contained in the Preservation Plan for the City of Carbondale b. Expand the City's zoning boundaries when new annexations result in the expansion of the City's b. Encourage appropriate preservation projects 1.5 mile zoning jurisdiction through the use of previously published educational material including the Architectural c. Maintain the City's floodplain ordinance in Preservation Guidelines, the Historic Town Square compliance with all state and federal regulations Study and the Architectural/ Historical Survey of the Central Area of Carbondale d. Provide staff assistance to special long-range planning projects as the need arises c. Expand the number of pictures in the City's Photo Archives by working with community groups to GOAL: sponsor workshops for copying old photos B. Expand the City's boundaries d. Assist the Preservation Commission with its Oral Objective: History Project to interview community residents 1. Actively seek the annexation of additional about their experiences living in Carbondale properties into the City to facilitate orderly growth at the City's periphery e. Assist the Preservation Commission with its awards program Strategies: a. Implement the City's policy contained in GOAL: Resolution No. 95-R-62 requiring properties D. Assist in the continued growth and development of the requesting rezoning or subdivision approvals or City’s Geographic Information system (GIS) database desiring City's water or sanitary sewer to be in the City or to have a binding agreement to annex into Objective: the City 1. Coordinate the exchange of GIS information with Jackson County and Jackson County 911 b. Advocate the benefits of having property annexed into the City limits Strategies: a. Secure digital updates from Jackson County and GOAL: Jackson County 911on a semi-annual basis and C. Support historic preservation efforts in the community input the information into the City’s GIS database
Objective: Objective: 1. Establish additional historic districts and 2. Coordinate and encourage the use of GIS within neighborhood preservation districts the various City Departments
Strategies: Strategies: a. Work with the Preservation Commission to a. Serve as the facilitator for the City’s GIS database encourage nominations of historic properties between departments throughout the City b. Maintain existing and provide additional GIS b. Work with the Preservation Commission and control points within the corporate limits and the property owners to nominate additional property one and one-half mile area immediately adjacent as landmarks or historic districts to the City. These points are to be used to locate future developments Objective: 2. Increase community awareness of historic c. Maintain City infrastructure records and atlases preservation activities and opportunities
Division: PLANNING SERVICES Division No.: 40220
PROGRAM HIGHLIGHTS: plaques for properties placed on the local register, the Photo Archive Collection, a local awards program to The Planning Services staff will continue to provide recognize preservation efforts, and materials for the Oral prompt and equitable service to the public in the History project. administration of zoning, subdivision and site plan regulations. Staff will continue to monitor and enforce In FY 2013, Planning Services will continue to work on compliance with zoning requirements within the City and Downtown development activities by supporting the Staff the extraterritorial zoning jurisdiction. Staff efforts to Downtown Improvement Committee and serving on the review development regulations will focus on Carbondale Main Street board. recommendations contained in the Comprehensive Plan. Planning staff resources will be provided to special In FY 2013, the Senior Planner will continue to serve as projects as they are assigned. the Region 6 coordinator for the American Planning Association Illinois State Section (ISS). Involvement with During FY 2012, the City experienced additional growth the ISS highlights the City’s planning efforts and brings through the annexation and subdivision of property. The statewide recognition to a well respected department. expansion of the City was done so in compliance with growth management policies and objectives. In FY 2013, professional advancement efforts will focus on staff maintaining certification with the American Institute In FY 2012, the Planning Commission reviewed several of Certified Planners (AICP) through continued education cases involving a variety of different requests. The and training. Planning staff will continue to attend local Planning Commission will continue to consult the and regional planning workshops and conferences and Comprehensive Plan for guidance when making participate in activities sponsored by the Illinois Chapter of recommendations on land use and development. the American Planning Association, the Illinois Historic Preservation Agency and the Illinois Association for In FY 2012, planning staff continued to provide support to Floodplain & Storm Water Management. the U.S. Census Bureau. Staff will continue to provide updates for the annual Boundary and Annexation Survey In FY 2013 the Planning Services Division will provide (BAS) Program and serve as the contact to the U.S. Census assistance to the Building and Neighborhood Services Bureau. Division in the implementation of the Land Management (LAMA) computer software. In FY 2012, the Planning Services Division continued to maintain the City’s Geographic Information System. Work Planning staff will continue to assign new addresses within has continued to ensure the accuracy of the City’s utilities the City limits and coordinate the address system with through field verification using a Global Positioning Jackson County 911. System. Staff coordinates with various other departments to provide detailed informational maps as requested.
In FY 2012, the Planning Services Division continued the practice of issuing and enforcing all permanent and temporary sign permits. Through a fair and consistent enforcement effort, property owners have a better understanding of the regulations.
In FY 2012, the Planning Services continued the review of the City’s Zoning Ordinance with the intent of updating and revising regulations pertaining to zoning districts, site plan requirements, sign regulations, and subdivision development.
In FY 2013, the Planning staff will continue to assist the Preservation Commission in implementing recommendations contained in the Preservation Plan. Funds are provided in the FY 2013 Budget for supplies for Preservation Commission activities including additional Division: PLANNING SERVICES Division No.: 40220
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Zoning Certificates Issued A-3 144 200 140 200
Sign Permits Issued A-3 102 100 120 100
Planning Commission Cases Processed A-3 13 25 13 25
Average Staff Hours Per Planning Commission A-3 38 50 35 50 Case
Zoning Board of Appeals Cases Processed A-3 0 3 2 3
Staff Hours Per ZBA Case A-3 5 30 53 30
Site Plan Applications Processed A-3 13 20 6 20
Average Staff Hours Per Site Plan Case A-3 14 25 22 25
Subdivision Approvals Processed A-3 2 10 1 10
Average Staff Hours Per Subdivision Case A-3 10 35 22 35
Annexation and Annexation Agreement Cases B-1 11 15 4 15 Processed
Average Staff Hours Per Annexation Case B-1 6 18 10 18
Number of Right-of-Way and Subdivision Plats A-3 6 6 4 6 Vacated and Encroachment permits processed
Average Staff Hours Per Right-Of-Way or Plat A-3 6 15 6 15 Vacation
Staff Hours in Support of Preservation C-1/C-2 193 200 170 200 Commission
Staff Hours in Support of Carbondale Main A-2 14 100 16 20 Street and Downtown-Related Activities
Staff Hours in Support of Comprehensive A-4 316 200 212 200 Plan/Zoning Code
Staff Hours in Support of Other Development A-1/A-3 1,250 850 1,170 930 Activities
Division: PLANNING SERVICES Division No.: 40220
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Senior Planner 1.00 1.00 1.00 1.00 $56,439
Planner 1.00 1.00 .89 1.00 $41,426
GIS Specialist 1.00 1.00 1.00 1.00 $43,931
Administrative Secretary 1.00 1.00 1.00 1.00 $36,665
TOTAL 4.00 4.00 3.89 4.00 $178,461
Fund: GENERAL Division: PLANNING SERVICES
Department: DEVELOPMENT SERVICES Division No.: 40220 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013 PERSONAL SERVICES
100 Employee Salary and Wages 166,483 170,443 173,400 178,461 101 Accrued Sick Leave 0000 102 Accrued Vacation Leave (403) 0 0 0 110 Employee Overtime 0000 130 Employee Health Ins. Benefits 34,127 39,965 32,619 35,297 131 Employee Retirement Benefits 29,533 31,340 32,965 35,271 140 Employee Work. Comp. Benefits 920 1,066 1,092 1,252
TOTAL PERSONAL SERVICES 230,660 242,814 240,076 250,281 DIRECT OPERATING CHARGES & SERVICES
200 Professional and Consultant Fees 12,473 45,530 45,530 25,000 210 Publishing and Filing Fees 1,733 1,600 3,023 3,600 220 Communications-Telephone 177 300 146 225 222 Communications-Postage 1,682 2,000 2,567 3,350 240 Travel, Conferences, Training 711 3,290 2,270 3,090 270 Outside Printing Services 500 600 100 600 271 Other Outside Services 1,782 4,250 4,000 750 272 Office Supplies 2,231 2,475 1,800 2,475 273 Operating Supplies & Materials 2,781 3,250 3,000 2,950 275 Motor Fuels and Lubricants 265 696 340 799 280 Subscriptions and Memberships 841 923 883 1,018 281 Insurance and Bonds 0000 299 Operating Expense 2,630 2,375 2,353 2,600
TOTAL DIR. OPER. CHRGS. & SRVCS. 27,806 67,289 66,012 46,457 SERVICES AND CHARGES TRANSFERRED IN
311 Vehicle & Equipment-Parts 671 250 1,400 800
TOTAL SRVCS. & CHRGS. TRANS IN 671 250 1,400 800
TOTAL EXPENDITURES 259,137 310,353 307,488 297,538 CITY OF CARBONDALE, ILLINOIS Organizational Chart
Public Works Department General Fund
City Manager
Engineering Public Administrative Works Assistant Director
Maintenance & MES Environmental Administrative Services Assistant Manager
Civil Equipment Traffic Engineer III Maintenance Control Supervisor Supervisor
Surveyor I Mechanics (0.02) (3.0) Traffic Forestry AideControl (1.0) Foreman
Cemetery Senior Sexton Public Works Teamsters Engineer Seasonal (3.0) Technicians Worker (2.0) (0.96) Teamster (1.0) Teamsters II (2.0) Public Works Public Works Foremen Seasonal (2.0) Worker Teamsters (0.96) (7.0)
Total Number of Employees (31.94) Fund:Fund: c. Work with state and federal agencies to secure GENERAL matching funds and grants to construct individual infrastructure projects Department: PUBLIC WORKS d. Utilize City Engineering Division staff and/or contract with appropriate consulting engineers and Division: architects for reports to determine both general ENGINEERING and ADMINISTRATION and specific needs for improvements and
Division No.: 40300 expansion of infrastructure
Objective: MISSION: 2. Construct Community Investment Program
The mission of the Engineering and Administration projects in a timely and economical manner
Division is to provide overall administrative direction for Strategies: the Public Works Department and provide professional a. Utilize City engineering services and consulting engineering services for the City. engineers and architects to design and supervise
SERVICES: construction of approved projects
The Director of Public Works oversees all of the Public b. Negotiate with property owners affected by Works Department's divisions. Major responsibilities improvement projects for easements and rights-of- include: the Five-Year Community Investment Program; way required for construction the City's public water supply and wastewater treatment; lake management; central laboratory; street and storm c. Ensure timely completion of construction water facilities; solid waste and recycling collection and disposal; forestry; cemeteries; municipal properties; Objective: equipment maintenance; and engineering services. The 3. Coordinate the maintenance of City infrastructure Division's engineering staff compiles the Five-Year records with the GIS Specialist Community Investment Program (CIP), designs and provides resident engineering for City construction Strategies: projects, maintains records of City utilities and a. Provide construction plans for public construction plans, locates the City's rights-of-way, infrastructure projects completed by the City and acquires right-of-way for projects and coordinates the developers work of professional consultants working on CIP projects. b. Provide updates to utility atlases for City utilities SIGNIFICANT GOALS AND OBJECTIVES: c. Provide data for appurtenances shown in the GOAL: utility atlas A. Provide infrastructure for planned and orderly community growth GOAL: B. Ensure City construction projects and operations and Objective: outside projects submitted for City approval are given 1. Manage a Five-Year Community Investment appropriate professional engineering review and Program supervision
Strategies: Objective: a. Consult with the City Manager and Finance 1. Ensure all City infrastructure projects receive Director to formulate a well-balanced and proper professional oversight affordable Community Investment Program Strategies: b. Meet with City residents through neighborhood a. Monitor project status and workloads to determine meetings to determine specific community if staff adjustments are necessary to continue in an infrastructure needs and to discuss proposed efficient and effective manner projects
Division: ENGINEERING and ADMINISTRATION Division No.: 40300
b. Utilize part-time employees and contract services GOAL: as necessary to adjust to temporary workload D. Provide technical support to other City divisions demands Objective: c. Make engineering design and document 1. Assist City staff with engineering and surveying preparation services available to other divisions as needs for office and field-related activities needed Strategies: Objective: a. Locate rights-of-way for City streets and alleys 2. Review private development projects within the City's jurisdiction as they might pertain to City b. Assist in design and layout of construction infrastructure improvement and expansion activities for operating divisions
Strategies: c. Prepare legal descriptions for zoning cases, right- a. Assign appropriate Engineering Division of-way vacations, enterprise zones, special service personnel to perform private development project areas and purchase and sale of City property reviews and document approvals for such items as subdivisions and site plans d. Review legal descriptions submitted for City approval b. Provide engineering and surveying services to locate rights-of-way and prepare annexation plats e. Provide base maps or modify maps for use by individual divisions GOAL: C. Ensure Public Works service programs provided are PROGRAM HIGHLIGHTS: sufficient to meet the needs within the community and are operated efficiently. During FY 2012, the Engineering and Administration Division was involved in the design and/or resident Objective: engineering activities for one open spaces project, one 1. Operate and maintain facilities and services that public building project, three street projects, one sidewalk provide comprehensive: water supply and project, four water system projects, two lift station wastewater treatment; collection and disposal of improvement projects and one wastewater treatment plant refuse, recyclable materials and landscape waste; improvement project. Easements and rights-of-way were forestry management; street and storm drainage negotiated and acquired for City projects. repair and management; management and maintenance of City properties and equipment; In addition to working on Community Investment Program lake management; cemetery operations; and projects in FY 2012, the Engineering staff worked on many engineering services for City operations. other activities including reviewing subdivisions and site plans, updating information on city-owned properties, Strategies: preparing easements and right-of-way vacations, locating a. Supervise personnel within the Public Works utilities and right-of-ways for developers and City Divisions to assure acceptable levels of service departments, investigating and responding to storm drainage complaints, preparing the Five-Year Community b. Review frequently the needs of the City's public Investment Program and updating various City maps and water supply system, sanitary sewer system and records. storm sewer system to assess their ability to serve and meet the demands generated by Carbondale In FY 2013, the Engineering staff will continue to perform City residents, Southern Illinois University these types of functions. Carbondale, future development and those water districts contracting for water from the City In FY 2013, the Engineering Division will work on the design, right of way/land acquisition or provide resident c. Provide for traffic studies to measure the need for engineering for the projects in the approved Community improved control devices and street expansion Investment Program. Division: ENGINEERING and ADMINISTRATION Division No.: 40300
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY2013
Hours Expended by City Staff Designing Projects A-2/B-1 723 1,620 2,279 2,340
Number of Projects Completed by Consultants A-2/B-1 1 0 2 2
Hours Expended by City Staff Monitoring Projects A-2/B-1 6,318 2,054 1,399 1,733
Number of Projects Monitored by Consultants 20 01 A-2/B-1
A-2/B-1/ Legal Descriptions Researched/Written 50 55 D-1
Right-of-Way or Easement Acquisitions A-2 2 0 4 4
Site Plans Reviewed B-2 13 20 6 20
Subdivisions Reviewed B-2 2 10 1 10
Annexation Plats Drawn B-2 5 10 4 5
Hours Expended on Special Projects and Studies B-1 0 250 500 250
Hours Expended for Citizen Requests B-2 33 70 50 75
Hours Expended in Support of Other City Divisions D-1 604 750 1,175 610
Staff Hours Revising Maps and Other Records A-3 2 250 220 250
Division: ENGINEERING and ADMINISTRATION Division No.: 40300
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Public Works Director 1.00 1.00 1.27 1.00 $84,689
Civil Engineer III 1.00 1.00 1.00 1.00 $64,853
Surveyor I 0.02 0.05 0.02 0.02 $1,491
Senior Engineer Tech. 2.00 2.00 2.00 2.00 $116,218
Engineering Tech 0.56 0.00 0.00 0.00 $0
Administrative Assistant 1.00 1.00 1.00 1.00 $37,731
TOTAL 5.58 5.05 5.29 5.02 $304,982
Fund: GENERAL Division: ENGINEERING and ADMIN
Department: PUBLIC WORKS Division No.: 40300 AUTHORIZEDESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 317,170 325,154 321,578 304,982 101 Accrued Sick Leave 0000 102 Accrued Vacation Leave (1,612) 0 0 0 110 Employee Overtime 24,255 6,303 6,203 7,005 130 Employee Health Ins. Benefits 48,787 53,614 54,615 56,038 131 Employee Retirement Benefits 59,742 61,437 62,378 61,427 140 Employee Work. Comp. Benefits 9,468 11,247 11,144 12,053
TOTAL PERSONAL SERVICES 457,810 457,755 455,918 441,505
DIRECT OPERATING CHARGES & SERVICES
210 Publishing and Filing Fees 227 933 933 0 220 Communications-Telephone 1,965 2,122 2,054 2,100 222 Communications-Postage 452 446 290 300 240 Travel, Conferences, Training 649 1,530 1,467 1,695 250 Repairs & Maint.-Equip. 330 300 150 300 270 Outside Printing Services 60 78 78 80 271 Other Outside Services 188 10,600 10,600 10,800 272 Office Supplies 3,887 3,809 3,667 3,790 273 Operating Supplies & Materials 8,318 8,713 8,709 9,430 275 Motor Fuels and Lubricants 2,628 4,057 2,940 4,218 280 Subscriptions and Memberships 1,233 1,306 1,307 1,710 281 Insurance and Bonds 0 80 0 80 299 Operating Equipment 1,406 19,184 18,976 0
TOTAL DIRECT OPER. CHRGS & SRVCS 21,343 53,158 51,171 34,503
SERVICES AND CHARGES TRANSFERRED IN
311 Vehicle & Equipment-Parts 3,198 5,868 3,000 3,000
TOTAL SRVCS & CHRGS TRANSFER IN 3,198 5,868 3,000 3,000
CAPITAL OUTLAY
503 Machinery & Equipment 0 9,800 9,800 0
TOTAL CAPITAL OUTLAY 0 9,800 9,800 0 Fund: GENERAL Division: ENGINEERING and ADMIN
Department: PUBLIC WORKS Division No.: 40300 AUTHORIZEDESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
EXPENDITURES TRANSFERRED OUT
700 Serv.& Chrg. to Operating Divs. (57,208) (68,531) (96,108) (54,275) 710 Serv.& Chrg. to Capital Proj. (370,145) (225,000) (220,736) (236,000)
TOTAL EXPENDITURES TRANSFER OUT (427,353) (293,531) (316,844) (290,275)
TOTAL EXPENDITURES 54,998 233,050 203,045 188,733 Fund:Fund: Supervisor. This provides a mandatory schedule for GENERAL equipment to be inspected by the Division’s qualified Equipment Technicians. Department: PUBLIC WORKS b. Use the information from the PMI to generate
scheduled repairs prior to equipment breakdowns Division: EQUIPMENT MAINTENANCE before unscheduled or emergency repairs become necessary. Division No.: 40310 c. Schedule major repairs and parts replacements during regular inspections; this process results in less scheduled and unscheduled repairs, which in turn reduces down time. MISSION: d. Utilize the CFA program to improve PMI efficiency The mission of the Equipment Maintenance Division and repair processes. Use data generated by the CFA is to repair and maintain all City owned and operated software to evaluate vehicle efficiency, cost automobiles, trucks, tractors, mowers, small power effectiveness, and to develop replacement schedules. equipment, generators, and other construction and maintenance type mechanical equipment. Supply Objective: and maintain a 24 hour fueling facility used by all 2. Deliver efficient maintenance, high quality repairs, City vehicles and several local agencies. and custom fabrication and installation services.
SERVICES: Strategies: a. Promote positive productivity by managing shop The Equipment Maintenance Division performs all work flow to accomplish needed repairs in a timely equipment repairs and maintenance services, as well manner. as custom equipment installations, modifications, and major rebuilding for City owned vehicles and b. Ensure each Equipment Maintenance Technician is equipment. On occasion it is necessary to have an qualified and properly trained to understand and equipment dealer perform warranty service, repair the wide variety of City owned vehicles and diagnose, or repair specific issues that require unique equipment. equipment or manufacturer specific training to remedy. Provide the City and local agencies with 24 c. Equip the maintenance shop with the necessary hour access to fuel and accurate accounting of fuel specialty tools, equipment manuals, and supplies to purchased to be billed monthly. We also oversee enhance the capabilities and efficiency of garage vehicle repairs at local body repair facilities to operations. ensure complete and competent repairs to damaged City vehicles. d. Maintain a computerized in-house parts inventory to improve repair efficiency by stocking commonly SIGNIFICANT GOALS AND OBJECTIVES: used hardware, filters, and frequently replaced parts for City vehicles. GOAL: A. Prevent unnecessary equipment breakdowns and e. Communicate effectively with all City Departments increase and preserve equipment reliability and to understand the uses and needs of equipment, and usefulness. to schedule work in a way that is as convenient as possible to improve overall vehicle efficiency. Objective: 1. Ensure all equipment is being serviced, PROGRAM HIGHLIGHTS: maintained and operating properly. Only non-General Fund City Divisions are charged for labor Strategies: services; while all City Divisions, including General Fund a. Operate the established PMI (Preventive Divisions, are charged for parts and outside services that are Maintenance Inspection) program which is provided and/or purchased by the Equipment Maintenance generated by the CFA (Computerized Fleet Division for vehicle and equipment repairs. With the Analysis) program and evaluated by the exception of certain custom equipment (computers, radios,
Division: EQUIPMENT MAINTENANCE Division No.: 40310
light bars, and the like), which are budgeted for and now being recapped and worn truck tires returned to the purchased by individual City Divisions, this system tire recapper for a credit towards tire purchases which provides for single point procurement and tracking of reduces tire costs by as much as 75%. This also reduces vehicle repair and maintenance costs. This also allows new tire purchases significantly. for increased uniformity of equipment and quick access to repair parts. In FY 2012, the Equipment Maintenance Division provided annual taxi-cab inspections to City of In FY 2013, the established labor and burden rate is Carbondale taxi license holders in order to ensure each $60.90 per hour, an increase of $7.90 per hour over the vehicle’s safety. The division also provides repair and FY 2012 rate. This rate still compares well against the maintenance services to Makanda Township Fire local repair shop rates that range from $75 to $110 per Department as well as Murphysoboro’s Fire hour. Department Vehicles on a fee for service basis. These services will continue into Fiscal Year 2013 as well. In FY 2012, the Equipment Maintenance Division received the ASE Blue Seal of Excellence status for the In FY 2013, the Equipment Maintenance Division will tenth consecutive year. This is accomplished through provide vehicle and equipment repairs to all City the continued training, testing, and certification of all divisions by continuing to evaluate and modify Equipment Maintenance staff personnel. preventive maintenance schedules and repair methods to serve the needs of an aging fleet of vehicles and During FY 2012, significant repairs and rebuilding equipment. The division will look to rebuilding and projects on many pieces of aging equipment and upgrading older vehicles to extend their useful service vehicles was accomplished including the total life repainting and entire truck bed replacements, overall chassis and engine rebuilding thus extending their During FY 2013, the Equipment Maintenance Division useful life in our fleet. will provide annual and new vehicle inspections for taxi cab companies licensed in the City of Carbondale. Also The Equipment Maintenance Division maintains in FY 2013, the division will continue to provide the computerized vehicle parts inventory which includes an City of Carbondale and several local agencies with 24 annual physical count and evaluation of parts stocked. hour access to fuel. During FY 2012, the parts inventory has been streamlined to carry only parts for currently owned In FY 2013, the division will continue to qualify for the vehicles and minimizing stock that is not efficient to annual ASE Blue Seal of Excellence award. keep on hand. Upgrades to stocked parts kept on hand keeps up with improvements in technology in lighting and equipment.
In FY 2012, the Equipment Maintenance Division reduced the quantity of non-PMI repairs dramatically by organizing and planning work performed while in for scheduled inspections. Reduction in repairs between each PMI increases the fleet’s availability for service when needed.
In FY 2012, the Equipment Maintenance Division has improved the practice of recycling the waste products produced by the shop. Waste oil, contaminated fuel, and antifreeze is contained outside the shop in approved containers and picked by a licensed recycler. All scrap metals are sent to the local recycler. All paper, cardboard, and plastics are picked up by the City’s recycling program. All batteries are returned to the battery supplier for processing. Many truck tires are
Division: EQUIPMENT MAINTENANCE Division No.: 40310
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Preventive Maintenance Inspections A-1 489 530 514 520
Scheduled Repairs A-2 673 940 537 540
Non-Scheduled Repairs A-2 390 450 303 320
Service Calls A-2 35 40 51 50
Taxi Cab Inspections A-2 11 10 10 10
Hours Maintaining Equipment (All Funds) A-2 4,681 4,744 4,824 4,782
Hours Maintaining General Fund Equipment A-2 3,506 3,457 3,495 3,447
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Equipment Maintenance Supervisor 1.00 1.00 1.00 1.00 $52,806
Equipment Maintenance Technicians 3.00 3.00 3.00 3.00 $136,680
TOTAL 4.00 4.00 4.00 4.00 $189,486
Fund: GENERAL Division: EQUIPMENT MAINTENANCE
Department: PUBLIC WORKS Division No.: 40310 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 181,249 177,313 185,748 189,486 101 Accrued Sick Leave 0 0 0 0 102 Accrued Vacation Leave (1,612) 0 0 0 110 Employee Overtime 76 576 576 743 130 Employee Health Ins. Benefits 40,118 46,958 45,887 49,082 131 Employee Retirement Benefits 32,899 33,589 35,716 37,946 140 Employee Work. Comp. Benefits 10,060 10,701 10,872 12,301 150 Special Contractual Benefits 5,120 5,120 5,120 5,220
TOTAL PERSONAL SERVICES 267,910 274,257 283,919 294,778
DIRECT OPERATING CHARGES & SERVICES
220 Communications-Telephone 77 78 80 33 222 Communications-Postage 117 116 160 140 240 Travel, Conferences, Training 756 816 816 1,008 250 Repairs & Maint.-Equip. 3,974 5,468 5,468 3,250 270 Outside Printing Services 0 0 29 30 271 Other Outside Services 4,388 4,468 3,370 5,731 272 Office Supplies 469 485 485 355 273 Operating Supplies & Materials 4,498 4,900 4,900 5,650 275 Motor Fuels and Lubricants 1,034 1,512 1,500 1,738 280 Subscriptions and Memberships 181 180 119 184 282 Licenses and Taxes 9 0 0 0 299 Operating Equipment 632 4,429 4,429 0
TOTAL DIR. OPER. CHRGS. & SRVCS. 16,135 22,452 21,356 18,119
SERVICES AND CHARGES TRANSFERRED IN
310 Veh.&Equip.-Labor & Overhead 0 0 0 0 311 Vehicle & Equipment-Parts 4,394 4,000 4,000 4,000
TOTAL SRVCS. & CHRGS. TRANS IN 4,394 4,000 4,000 4,000
CAPITAL OUTLAY
503 Machinery and Equipment 0 10,502 10,502 38,700
TOTAL SRVCS. & CHRGS. TRANS IN 0 10,502 10,502 38,700 Fund: GENERAL Division: EQUIPMENT MAINTENANCE
Department: PUBLIC WORKS Division No.: 40310 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
EXPENDITURES TRANSFERRED OUT
700 Serv. & Chrg. to Operating Divs. (59,554) (68,211) (70,437) (81,060) 715 Serv. & Chrg.to Asset Accounts (3,353) (4,536) (4,134) (5,756)
TOTAL EXPENDITURES TRANS OUT (62,907) (72,747) (74,571) (86,816)
TOTAL EXPENDITURES 225,532 238,464 245,206 268,781 Fund:Fund: Objective: GENERAL 2. Ensure all public transportation routes and storm drainage facilities under the jurisdiction of the Department: Public Works Department are maintained at an PUBLIC WORKS acceptable level
Division: STREET MAINTENANCE Strategies: a. Inspect all facilities on a regular basis to determine Division No.: 40350 deficiencies
MISSION: b. Prioritize work needed and develop meaningful and efficient work programs The mission of the Street Maintenance Division is to maintain public streets, alleys, sidewalks, storm drainage c. Implement regular maintenance programs to meet facilities, parking lots and other appurtenances situated the needs determined by inspection of all City upon public properties and to provide public street lighting streets, alleys, sidewalks, traffic control devices, along those same public ways. storm sewers, inlets, catch basins and surface drains SERVICES:
The Street Maintenance Division furnishes labor and Objective: materials to provide the following services: 3. Provide a service-oriented program directed at satisfying special needs and concerns of the • maintenance of traffic signals, signs and markings general public • snow and ice control for public streets • street, sidewalk and alley repairs Strategies: • storm water facilities maintenance a. Provide ongoing special programs such as parade control, street banner installation, spring cleanup, • street cleaning and sanitation labor for fall leaf collection and installation of • parade control and special event setup Christmas decorations • certain special programs such as installation of holiday
decorations, spring cleanup, fall curbside leaf b. Assist the public with other services as might be collection and message banner installation necessary, being mindful of the separation Besides the Street Maintenance Division, the Maintenance between public and private responsibilities and Environmental Services Manager also provides supervision for the Equipment Maintenance, Forestry, GOAL: Cemetery and Refuse and Recycling Divisions. B. Maintain existing street, highway and alley preventive maintenance and annual work programs SIGNIFICANT GOALS AND OBJECTIVES: Objective: GOAL: 1. Reduce the extent of pavement failures A. Maintain public properties, facilities and appurtenances within the jurisdiction of the City of Strategies: Carbondale in a safe and reasonable condition a. Apply hot liquid bituminous material to roadway joints and cracks Objective:
1. Promptly respond to citizen requests for service Objective: Strategies: 2. Reduce the amount of repetitive pavement repairs a. Investigate service requests in a timely manner resulting from failure of temporary cold pavement patching b. Assign the work for completion based upon the immediate need and resource allocations
Division: STREET MAINTENANCE Division No.: 40350
Strategies: b. Support Keep Carbondale Beautiful=s Adopt-A- a. Utilize special equipment to apply heated Spot Program which coordinates community bituminous patching material to pavements during service groups in an effort to remove litter in cold season repairs various locations and neighborhoods
b. Contract for Bituminous Street Resurfacing to PROGRAM HIGHLIGHTS: reduce the frequency of maintenance Accomplishments during FY 2012 included: Objective: 3. Maintain roadways during periods of snowfall and • Sweeping of 870 lane-miles of streets ice accumulations in a reasonably safe condition • Installation of 635 signs and posts Strategies: a. Give snow and ice removal priority to Emergency • Clearing over 500 miles of snow and ice covered Snow Route streets roadways
b. Perform preventive maintenance repairs to • Repaired approximately 800 square yards of pavement equipment in a timely fashion prior to the snow and ice season • Painting of 54 line-miles of pavement striping.
Objective: • Applied thermo plastic to 4,600 feet of crosswalk lines 4. Ensure all traffic signals, signs and pavement and 1,100 feet of stop bar lines markings meet the standards of the Manual for Uniform Traffic Control Devices • Sealed street joints with over 2,300 lbs of joint sealer.
Strategies: • Emptied over 5,100 trash cans throughout the a. Plan and begin the implementation of a GIS based Downtown area sign inventory. Begin the collection of field data
as appropriate for a GIS based sign inventory • Cleared over 700 blockages from storm sewers and
inlets b. Assess traffic sign conditions and determine the
need for replacement • In cooperation with the Forestry & Cemetery Division staff, spent nearly 500 hours performing vacuum leaf GOAL: C. Improve the appearance of public properties in the pickups Central Business District and local neighborhoods • Assisted other City Divisions by providing over 4,200 Objective: hours of labor assistance 1. Facilitate the proper disposal of litter In FY 2013, the Street Maintenance Division will continue Strategies: ongoing street repair and maintenance programs including: a. Maintain and service decorative litter containers along public right-of-ways in the Downtown area • Maintenance of traffic signals, signs, posts and pavement markings Objective: 2. Control litter strewn about public properties • Roadway patching and repairs
Strategies: • Snow and ice control operations a. Police litter in targeted public locations within the Downtown area
Division: STREET MAINTENANCE Division No.: 40350
• Ditch Cleaning In FY 2013, maintenance projects will place emphasis • Drain way clearing upon preventative maintenance of street and alley surfaces and maintenance of storm sewers, ditches and drainage • Street crack and surface sealing ways throughout the City.
• Seal coating of alleys The FY 2013 Chip Seal Program will include alleys and rural roadways located throughout the City. Preparation • Cleaning of storm sewers, catch basins, and culverts efforts will be directed at re-leveling areas of standing and ponding water along the alleys and or roadways. During FY 2013, personnel services will continue to be transferred to various user departments and divisions in During FY 2013, the Maintenance and Environmental other funds. Significant budgeted transfers for FY 2013 Services Manager will continue to supervise the will continue to include: Equipment Maintenance, Street Maintenance, Forestry, Cemetery, and Refuse and Recycling Divisions; as well as • Solid Waste Management Fund's Refuse and oversee operations and expenditures from the City’s Motor Recycling Division for crew supervision and coverage Fuel Tax (MFT) Maintenance Funds. of employees absent on vacation and/or sick leave
• Parking System Fund's Operating Division for repair of parking meters and grounds
• Water and Sewer Fund's Divisions of Water Distribution and Sewer Collection for traffic control and permanent bituminous and concrete repairs performed to those streets damaged by water and sewer excavations
In FY 2013, the division will provide traffic control setup and assistance for other City Departments and Divisions. Special service programs provided by the Street Maintenance Division will continue. Included among these programs are: the Keep Carbondale Beautiful Spring Cleanup; setup and traffic control operations for the Lights Fantastic Parade; and the installation of holiday decorations, cross-street banners, and pole banners.
During FY 2013, the fall curbside Loose Leaf Collection Program will be available to those Carbondale residents for a fee in an amount established by City Council resolution. The fee is assessed to only those customers using the program and will recover only those expenses incurred from the compost facility tipping fee. The program's labor and equipment are provided by the General Fund through the Street Maintenance Division budget. As time and hours permit, Public Works seasonal workers from the Forestry and Cemetery Divisions will be utilized to assist Street Maintenance personnel with this program. Providing labor in this manner helps to reduce the overall operation cost of the vacuum leaf collection service.
Division: STREET MAINTENANCE Division No.: 40350
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Traffic Signal & Highway Lighting Bulbs Replaced A-2/B-4 61 70 57 70
Traffic Signs Fabricated (Square Feet) A-2/B-4 871 1,100 1,375 1,400
Traffic Signs and Posts Installed A-2/B-4 442 1,000 635 1,000
Lane-Lines Marked/Painted (Miles) A-2/B-4 54 54 54 54
Street Sweeping and Flushing (Lane-Miles) A-2 840 900 870 900
Temp. Street & Sidewalk Repair (Tons Patch Mix) A-2 387 350 250 350
Permanent Street and Sidewalk Repair (Sq. Yds.) A-2 793 800 550 800
Crack Sealing of Streets (Pounds Sealant) A-2/B-1 1,475 1,500 2,300 1,500
Resurfacing Streets (Sq. Yds.) A-2 0 0 0 0
Seal Coating of Streets and Alleys (Sq. Yds.) A-2/B-1 0 47,000 37,939 45,000
Storm Sewer Inlets Cleaned/Repaired A-2 488 250 584 400
Storm Sewer Pipe Failures Repaired A-2 55 50 140 100
Roadside Ditch Cleaning/Excavating (Lineal Feet) A-2 2,472 20,000 2,100 20,000
Snow and Ice Removal (Miles) A-2/B-3 3,874 2,800 500 2,800
Rubbish Removed - Spring Cleanup (Tons) A-3/C-2 20 20 10 20
Downtown Litter Receptacles Emptied C-1 5,936 7,000 5,500 7,000
Operating Special Programs (Hours) A-3 2,198 1,500 1,760 1,700
Division: STREET MAINTENANCE Division No.: 40350
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Maintenance & Environmental 1.00 1.00 1.00 1.00 $72,976 Services Manager
Traffic Control Supervisor 1.00 1.00 0.31 1.00 $64,853
Administrative Assistant 1.00 1.00 1.00 0.00 $0
Secretary 0.00 0.00 0.00 1.00 $25,683
Traffic Control Foreman 1.00 1.00 1.00 1.00 $46,917
Public Works Foreman 2.00 2.00 2.00 2.00 $105,382
Teamster II 2.00 2.00 2.00 2.00 $87,876
Teamster I 8.96 9.00 9.00 9.00 $417,753
TOTAL 16.96 17.00 16.31 17.00 $821,440
Fund: GENERAL FUND Division: STREET MAINTENANCE
Department: PUBLIC WORKS Divison No.: 40350 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES 100 Employee Salary and Wages 750,214 752,805 738,867 821,440 101 Accrued Sick Leave 0 0 0 0 102 Accrued Vacation Leave (828) 0 0 0 103 Accrued Birthday Leave 0 0 0 0 110 Employee Overtime 28,242 35,274 35,139 36,193 130 Employee Health Ins. Benefits 151,068 176,071 171,373 191,999 131 Employee Retirement Benefits 140,634 148,878 148,332 170,958 140 Employee Work. Comp. Benefits 79,880 87,048 88,532 100,353 141 Employee Unemp. Comp. Benefits 0 0 0 0 150 Special Contractual Benefits 11,200 11,200 11,200 11,550 TOTAL PERSONAL SERVICES 1,160,410 1,211,276 1,193,443 1,332,493
DIRECT OPERATING CHARGES & SERVICES 210 Publishing and Filing Fees 1,955 2,250 2,200 2,250 220 Communications-Telephone 3,136 3,162 2,750 2,970 222 Communications-Postage 25 24 38 24 230 Utilities-Electric 197,759 205,121 201,555 188,450 231 Utilities-Gas 4,934 8,117 4,720 7,877 232 Utilities-Water and Sewer 1,296 1,184 1,355 1,503 240 Travel, Conferences, Training 2,756 4,065 3,092 4,053 250 Repairs & Maint.-Equip. 7,464 9,136 9,136 9,136 251 Repairs & Maint.-Bldg & Struc. 21,190 15,794 12,270 15,946 252 Repairs & Maint.-Other Improv. 27,538 38,838 37,153 44,665 260 Rental Charges 2,418 4,319 2,848 4,300 270 Outside Printing Services 194 0 170 160 271 Other Outside Services 10,951 37,796 34,359 38,541 272 Office Supplies 1,268 1,940 1,336 1,880 273 Operating Supplies & Materials 26,932 37,445 35,437 38,155 275 Motor Fuels and Lubricants 39,037 66,402 40,400 76,284 280 Subscriptions and Memberships 1,604 1,557 1,566 980 282 Licenses and Taxes 36 0 0 0 299 Operating Equipment 5,484 27,590 27,590 0 TOTAL DIR. OPER. CHRGS. & SRVCS. 355,977 464,740 417,975 437,174
SERVICES AND CHARGES TRANSFERRED IN 311 Vehicle & Equipment-Parts 87,556 68,000 68,000 68,000 315 Building & Structure-Maint. 0 372 4,596 4,096 372 Solid Waste Management Serv. 12,204 15,851 8,160 16,904 TOTAL SRVCS. & CHRGS. TRANS IN 99,760 84,223 80,756 89,000 Fund: GENERAL FUND Division: STREET MAINTENANCE
Department: PUBLIC WORKS Divison No.: 40350 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
CAPITAL OUTLAY
503 Machinery and Equipment 0 18,450 17,348 0
TOTAL CAPITAL OUTLAY 0 18,450 17,348 0
DEBT SERVICE
640 Other Debt Principal 44,506 46,934 46,934 49,297 641 Other Debt Interest 13,689 11,265 11,265 8,903
TOTAL DEBT SERVICE 58,195 58,199 58,199 58,200
EXPENDITURES TRANSFERRED OUT
700 Serv.& Chrg. to Operating Divs. (154,567) (165,824) (162,057) (118,677) 710 Serv. & Chrg. to Capital Proj. 0 0 0 0
TOTAL EXPENDITURES TRANS OUT (154,567) (165,824) (162,057) (118,677)
CONTINGENCIES
801 Division Contingency 0 11,840 0 11,840
TOTAL EXPENDITURES TRANS OUT 0 11,840 0 11,840
TOTAL EXPENDITURES 1,519,775 1,682,904 1,605,664 1,810,030 Fund:Fund: Strategies: GENERAL a. Assist the public with selection of burial sites
Department: b. Open and close graves in a discreet and timely PUBLIC WORKS manner
Division: CEMETERY c. Assist vault companies with equipment setups
Division No.: 40370 GOAL: B. Help promote the historical significance of Woodlawn MISSION: Cemetery
The mission of the Cemetery Division is to provide an Objective: attractive place of interment for deceased persons. 1. Prepare Woodlawn and Oakland Cemetery grounds for the annual Memorial Day service SERVICES: Strategies: The City maintains two cemeteries. The older, Woodlawn a. Place emphasis on grounds care during the four Cemetery is of historical significance as the place of the weeks prior to Memorial Day first Memorial Day Service in Illinois and is listed on the National Register of Historic Places. Burials are no longer b. Use Cemetery personnel to set up program made in Woodlawn Cemetery. Oakland Cemetery is the facilities only municipally owned cemetery available for interments within the City of Carbondale. PROGRAM HIGHLIGHTS:
SIGNIFICANT GOALS AND OBJECTIVES: The Cemetery staff assists with a memorial service held each year at Woodlawn Cemetery commemorating GOAL: Memorial Day. During winter inclement weather, the A. Increase community pride in City cemeteries Sexton assists the Municipal Rental Properties Division in the removal of snow at the City Hall/Civic Center, the U- Objective: City Complex, and other City facilities. The Cemetery 1. Maintain the appearance of both cemeteries so as Division=s Teamster I assists the Street Maintenance to exemplify them as clean and well groomed Division with clearing snow and ice from City streets and facilities other selected tasks. The Teamster I will also fill in for absent Refuse and Recycling Division employees on an as Strategies: needed and as available basis. a. Continue the regular lawn and grounds care programs by hiring temporary personnel to In FY 2012, numerous trees were planted as a continuation of ones that were damaged and removed due to the May supplement the regular work force during peak th grass growing season 8 , 2009 wind storm.
b. Landscape grave sites and reset or repair toppled During FY 2012, the Sexton continued to keep records as or leaning stones as necessary required by the January 2010 Cemetery Oversight Act.
c. Remove and replace dead or blighted trees and In FY 2012, the Sexton continued to maintain and update shrubs computerized records and began entering burial records into the State of Illinois’s online cemetery database as d. Perform repairs and maintenance as needed to required by the Cemetery Oversight Act. roadways and drain ways within Oakland Cemetery In FY 2012, Preparations were made for water drainage and roadway surface to be installed in the newly opened Objective: section. 2. Provide an efficient and sensitive interment process
Division: CEMETERY Division No.: 40370
During FY 2012, approximately 2,800 square yards of existing cemetery roadways were patched and seal coated with oil & chip.
Also during FY 2012, Cemetery maintenance operations were frequently assisted by Jackson County Probation public service workers. These workers were utilized effectively to minimize the use of paid seasonal workers needed to perform mowing and trimming of Cemetery grounds. The utilization of these workers will continue in FY 2013.
In FY 2013, the Cemetery Division will remain committed to keeping both Woodlawn and Oakland Cemeteries in a clean and well groomed condition.
During FY 2013, the Cemetery Sexton will continue to comply with the January 2010 Cemetery Oversight Act which set forth new operating standards and regulatory requirements for all Illinois cemeteries. Although many of the specifics of how to comply with the Act are still forthcoming, and municipal cemeteries received some exemptions to the provisions in the Act; there are several items that the City must comply with, including:
$ File a map and or plat of each Cemetery with the Illinois Department of Financial and Professional Regulation (DFPR) $ Continue keeping the age of persons buried along with our standard burial information $ Comply with yet unknown DFPR rules with regard to how cemeteries are maintained $ Continue to record all burials within 10 working days into the Cemetery Oversight Database, these will be made online as determined by DFPR $ Continue using formal Cemetery Sales Contracts that are signed by all parties when someone purchases services at the Cemetery. Contracts must include information as specified in the Act $ Post signage in the Cemetery office that lists the DFPR hotline number and how to file a complaint, this notice must be in both English and Spanish $ Continue efforts to prevent multiple funeral processions from arriving at the same time. Violation of this provision can incur fines up to $500 $ Possible training and licensure of Cemetery Personnel
Division: CEMETERIES Division No.: 40370
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Total Interred (Oakland) A-2 9,503 9,573 9,573 9,643
Interments/Disinterment’s (Oakland) A-2 59 70 70 70
Acreage Maintained (Both Cemeteries) A-1 54.10 54.10 55.49 55.49
39.25 39.25 43.57 43.57 Developed Acreage Maintained A-1, B-1
14.85 14.85 11.92 11.92 Undeveloped Acreage Maintained A-1
864 1,000 1,000 1,000 Cumulative Acres Mowed (Cumulative) A-1, B-1
59 60 45 60 Grave Sites Sold (Oakland) A-2
173 165 105 165 Grave Sites Landscaped (Oakland) A-1
7,344 7,374 7,401 7,431 Monuments - Existing at End of Fiscal Year A-1
26 30 27 30 New Monuments Set A-1
18 20 10 20 Monuments Repaired/Re-set A-1, B-1
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Sexton 1.00 1.00 1.00 1.00 $48,295
Teamster I 1.00 1.00 1.00 1.00 $40,027
Public Works Seasonal 0.87 0.96 0.96 0.96 $19,061 Worker
TOTAL 2.87 2.96 2.96 2.96 $107,383
Fund: GENERAL Division: CEMETERY
Department: PUBLIC WORKS Division No.: 40370 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 101,157 105,872 105,271 107,383 102 Accrued Vacation Leave (45) 0 0 0 110 Employee Overtime 5,960 6,644 7,487 6,996 130 Employee Health Ins. Benefits 12,912 15,137 14,551 15,821 131 Employee Retirement Benefits 17,731 19,338 19,831 19,337 140 Employee Work. Comp. Benefits 6,100 6,981 7,092 8,023 141 Employee Unemp. Comp. Benefits 1,066 2,064 2,401 2,500 150 Special Contractual Benefits 1,600 1,600 1,600 1,650
TOTAL PERSONAL SERVICES 146,481 157,636 158,233 161,710
DIRECT OPERATING CHARGES & SERVICES
210 Publishing and Filing Fees 443 450 450 450 220 Communications-Telephone 892 984 962 960 222 Communication-Postage 1 3 1 3 230 Utilities-Electric 1,689 1,636 1,566 1,760 231 Utilities-Gas 1,113 1,256 800 1,256 232 Utilities-Water and Sewer 425 332 393 264 240 Travel, Conferences, Training 0 0 0 900 250 Repairs & Maint.-Equip. 0 180 326 180 251 Repairs & Maint.-Bldg & Struc. 6,596 3,292 3,247 3,450 252 Repairs & Maint.-Other Improv. 8,286 4,880 4,800 4,800 271 Other Outside Services 5,915 1,388 1,355 3,588 272 Office Supplies 43 120 105 120 273 Operating Supplies & Materials 1,054 2,490 2,490 2,645 275 Motor Fuels and Lubricants 2,824 5,265 5,200 6,712 280 Subscriptions and Memberships 335 369 345 370 299 Operating Equipment 3,316 6,822 6,754 0
TOTAL DIR. OPER. CHRGS. & SRVCS. 32,932 29,467 28,794 27,458
SERVICES AND CHARGES TRANSFERRED IN
311 Vehicle & Equipment-Parts 6,407 6,800 9,500 8,000 315 Building & Structure-Maint. 70 744 790 819 360 Property Management Services 47 0 0 0 372 Solid Waste Management Services 159 0 0 0
TOTAL SRVCS. & CHRGS. TRANS IN 6,683 7,544 10,290 8,819 Fund: GENERAL Division: CEMETERY
Department: PUBLIC WORKS Division No.: 40370 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
EXPENDITURES TRANSFERRED OUT
700 Serv.& Chrg. to Operating Divs. (976) (1,014) (800) (3,157)
TOTAL EXPENDITURES TRANS OUT (976) (1,014) (800) (3,157)
TOTAL EXPENDITURES 185,120 193,633 196,517 194,830 Fund:Fund: GENERAL d. Identify hazardous trees on private property and relay that information to the Building and Department: Neighborhood Services Division for action PUBLIC WORKS Objective: Division: FORESTRY MANAGEMENT 2. Improve and maintain City rights-of-way and drain way vegetation in order to enhance overall Division No.: 40390 appearance of the community
MISSION: Strategies: a. Plant trees annually throughout the City to serve The mission of the Forestry Management Division is to as replacements for right-of-way trees removed or preserve and enhance the City's tree resources and to to increase the beauty of public property maintain vegetation on City rights-of-way and on other public spaces controlled by the City. b. Maintain the vegetation control program by herbicide spraying and mowing on specified SERVICES: drainage areas and beautification parcels
The Forestry Management Division is responsible for the c. Inspect and maintain Piles Fork and Little Crab proper planting, trimming, removal and care of trees on Orchard creeks to ensure the unimpeded flow of City right-of-ways and other properties owned by the water per state agreements City. The Division is also responsible for vegetation control at the City's water and waste-water treatment d. Level and reseed turf areas on rights-of-way plants, municipal parking lots, along City alleys and street disturbed by Water and Sewer Division rights-of-way, along Little Crab Orchard and Piles Fork excavations as needed creeks and along drainage ditches. The Forestry Management Division directs the Downtown Clean-up e. Coordinate with Building and Neighborhood Program which involves weed and litter removal in Services to facilitate contract mowing services for designated Downtown area parking lots, the Town Square, City street rights-of-way and drain ways business district alleys and Friendship Plaza. The City’s Forestry Division Staff serve as an information source to f. Utilize seasonal labor to provide mowing services residents and City staff concerning vegetation-related for municipal parking lots and other City problems. facilities not covered by mowing contracts or performed by other City employees SIGNIFICANT GOALS AND OBJECTIVES: GOAL: GOAL: B. Increase public awareness of urban vegetation as a A. Improve and maintain the physical environment of community asset the City as it relates to vegetation Objective: Objective: 1. Provide information to residents and City staff 1. Retain aesthetic and functional value of trees and concerning trees and other vegetation reduce their liabilities Strategies: Strategies: a. Provide prompt responses to resident complaints a. Inventory and supervise the removal and or information requests trimming of dead and diseased large trees by the Street Maintenance Division b. Work with staff in resolving vegetation related problems as they occur on Community b. Trim and/or remove smaller trees obstructing Investment Program projects and other City vehicle and pedestrian traffic projects
c. Maintain a program of general tree care including c. Meet with community groups to provide watering, fertilizing and corrective pruning of information on Forestry Division work young trees Division:Division: FORESTRY FORESTRY MANAGEMENT MANAGEMENT DivisionDivision No.:No.: 4039040390
d. Contribute articles to the Carbondale Continued management and oversight of the contractual Communiqué and newspapers on tree-related right-of-way and drain way mowing program was done. activities or information In FY 2012, the division collected, chipped and recycled Objective: over 200 Christmas trees and making the chips available 2. Increase pride in the trees and beauty of the City to residents of Carbondale at no charge.
Strategies: During FY 2012, work continued on trimming trees for a. Request Carbondale's re-certification as a Tree sidewalk and street clearance in all four quadrants of the City USA for the 31first consecutive year City. Also, removal of debris from drainage ways and creeks, as well as clearing access ways to various drainage b. Work with the Carbondale Park District and Keep ways and creeks was done. Carbondale Beautiful in developing, implementing or coordinating programs to Work completed in FY 2012 was identifying the entry of beautify the City all trees located on city right of ways for the Citywide Municipal Street Tree Inventory and the replacement of PROGRAM HIGHLIGHTS: vandalized landscaping and maintenance of turf in Friendship Plaza. In FY 2012, work was performed throughout the City by one full time Forestry Aide and two part-time temporary In FY 2013, the division will assess and plant trees in Public Works Seasonal workers; as well as employees newly developed areas of the City. Throughout the rest of from the Street Maintenance Division. The Forestry Aide the City, efforts will continue to replant trees lost in the and temporary employees also supplied most of the labor 2009 Wind Storm. for the City’s Fall Loose Leaf Collection Program during the months of November and December 2011 and January Work will continue in FY 2013 on a Citywide Municipal 2012. The Forestry Division has been without a full-time Street Tree Survey and associated maintenance. Staff will City Forester since April of 2009. Consequently, it has continue to identify hazardous trees and implement the been necessary for Forestry Division operations to be appropriate action to minimize the City=s liability and directly supervised, and managed, by the Maintenance continue a proactive program of investigation treatment and Environmental Services Manager and the Forestry and monitoring of the City’s Ash Trees and other trees for Aide. Although staff was able to keep the Forestry invasive pests. Division afloat, many operations have been scaled back, forgone, or deferred since FY2010. Continued maintenance in FY 2013 includes areas in the Town Square, ten established beautification areas, During FY 2012, the Forestry Division continued its Woodlawn Cemetery, Amtrak Screening, municipal vegetation maintenance program which included mowing parking lot green spaces, and Friendship Plaza with and planting of green areas located in municipal parking concentrated efforts directed toward sustaining or lots, Town Square and the ten other beautification parcels improving turf condition at these locations. located throughout the City. In FY 2013, the Forestry Division will work with other Also during FY 2012, continued tree maintenance, divisions to apply herbicides to over 30 drainage and trimmings and minor removals associated with damage public right-of-way areas which cannot be mowed as from the May 8, 2009 wind storm continued. previously identified by the City Forester in coordination with Building and Neighborhood Services Division staff With the assistance of Illinois Department of Agriculture, and continue use and monitoring of the effectiveness of the division investigated the City’s Ash trees and other growth retardants in reducing mowing frequency for right trees for signs of damage from invasive pests. A survey of way areas that are inaccessible to mowing equipment. was conducted at various locations around town for the Japanese beetle infestation and a preventative Also in FY 2013, management of the contractual mowing maintenance program was instituted. program for right-of-ways, parcels and drain ways will continue. In FY 2012, the division supervised the trimming and/or removal of large hazardous trees by contractors. Division: FORESTRY MANAGEMENT Division No.: 40390
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Trees/Shrubs Planted A-2 116 120 100 120
Trees Trimmed A-1 1,148 1,400 720 1,000
Trees Removed A-1 142 70 100 80
Herbicide Spraying (Gallons) A-2 8,888 6,000 5,500 6,000
Turf Repaired (Sq. Yds.) A-2 100 250 75 100
R.O.W and Property Mowed (Acres) A-2 130 180 90 180
Contract R.O.W Mowing (Acres) A-2 570 695 650 695
Contract Drainway Mowing (Acres) A-2 33 50 33 50
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Forestry Aide 1.00 1.00 1.00 1.00 $34,807
Pubic Works Seasonal Workers 1.21 0.96 0.96 0.96 $19,061
TOTALS 2.21 1.96 1.96 1.96 $53,868
Fund: GENERAL Division: FORESTRY MANAGEMENT
Department: PUBLIC WORKS Division No.: 40390 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 58,202 58,082 52,799 53,868 101 Accrued Sick Leave 0 0 0 0 102 Accrued Vacation Leave (314) 0 0 0 110 Employee Overtime 561 980 1,084 1,749 130 Employee Health Ins. Benefits 6,456 7,568 7,275 7,910 131 Employee Retirement Benefits 8,579 9,318 8,353 8,426 140 Employee Work. Comp. Benefits 5,116 4,129 3,920 3,894 141 Employee Unemp. Comp. Benefits 2,799 2,000 1,104 1,500 150 Special Contractual Benefits 800 1,600 800 825
TOTAL PERSONAL SERVICES 82,199 83,677 75,335 78,172
DIRECT OPERATING CHARGES & SERVICES
200 Professional & Consultant Fees 7,000 5,119 0 10,000 220 Communications-Telephone 28 30 29 558 222 Communications-Postage 0 10 0 10 232 Utilities - Water & Sewer 174 186 186 125 240 Travel, Conferences, Training 308 675 675 675 250 Repairs & Maint.-Equip. 608 650 600 650 251 Repairs & Maint.-Bldg & Struc. 32 0 0 0 252 Repairs & Maint.-Other Improv. 15,183 19,688 19,650 19,232 271 Other Outside Services 5,520 5,465 5,400 5,515 272 Office Supplies 25 140 50 140 273 Operating Supplies & Materials 13,894 11,535 11,500 13,570 275 Motor Fuels and Lubricants 4,409 5,898 5,500 6,432 280 Subscriptions and Memberships 260 235 220 235 299 Operating Equipment 549 9,325 8,243 0
TOTAL DIR. OPER. CHRGS. & SRVCS. 47,990 58,956 52,053 57,142
SERVICES AND CHARGES TRANSFERRED IN
311 Vehicle & Equipment-Parts 3,614 7,000 8,300 8,000 372 Solid Waste Management Service 60 0 0 0
TOTAL SRVCS. & CHRGS. TRANS IN 3,674 7,000 8,300 8,000
Fund: GENERAL Division: FORESTRY MANAGEMENT
Department: PUBLIC WORKS Division No.: 40390 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
EXPENDITURES TRANSFERRED OUT
700 Serv.& Chrg. to Operating Divs. (8,783) (12,371) (8,800) (12,641)
TOTAL EXPENDITURES TRANS OUT (8,783) (12,371) (8,800) (12,641)
TOTAL EXPENDITURES 125,080 137,262 126,888 130,673 Fund:Fund: GENERAL
Department: COMMUNITY SERVICES
Division: COMMUNITY SERVICES ADMINISTRATION
Division No.: 40400
In FY 2011, the Community Services Division was was transferred to the Administrative Services Department. eliminated and the responsibilities redistributed to other Also, staff was assigned to represent the City on the divisions. Jackson County Healthy Community Coalition, Positive Youth Development Coalition, SIUC (Southern Illinois The duties and administration of the Affirmative University-Carbondale) Business Leadership Network and Action/Equal Employment Opportunity program, the staffs SIUC Student Development group as needed. support for the Carbondale Human Relations Commission
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
$0 Community Relations Officer 0.00 0.00 0.00 0.00
$0 Administrative Secretary 0.00 0.00 0.00 0.00
TOTAL 0.00 0.00 0.00 0.00 $0
Fund: GENERAL Division: COMMUNITY SERVICES ADMIN
Department: COMMUNITY SERVICES Division No.: 40400 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 0 0 0 0 100 Savings Due to Furlough 00 00 101 Accrued Sick Leave 0 0 0 0 102 Accrued Vacation Leave 0 0 0 0 110 Employee Overtime 00 00 130 Employee Health Ins. Benefits 0 0 0 0 131 Employee Retirement Benefits 00 00 131 Savings Due to Furlough 00 00 140 Employee Work. Comp. Benefits 0 0 0 0
TOTAL PERSONAL SERVICES 0 0 0 0
DIRECT OPERATING CHARGES & SERVICES
200 Professional & Consultant Fees 0 0 0 0 220 Communications-Telephone 16 0 0 0 222 Communications-Postage 00 00 240 Travel, Conferences, Training 0 0 0 0 260 Rental Charges 0 0 0 0 270 Outside Printing Services 0 0 0 0 271 Other Outside Services 0 0 0 0 272 Office Supplies 0 0 0 0 273 Operating Supplies & Materials 0 0 0 0 280 Subscriptions and Memberships 0 0 0 0 281 Insurance and Bonds 0 0 0 0
TOTAL DIR. OPER. CHRGS. & SRVCS. 16 0 0 0
CAPITAL OUTLAY
502 Office Furn., Fix & Equip. 0 0 0 0
TOTAL CAPITAL OUTLAY 0 0 0 0
TOTAL EXPENDITURES 16 0 0 0 Fund:Fund: events in Downtown Carbondale GENERAL c. Provide funding to the Carbondale Chamber of Commerce for marketing events in the Department: Community GENERAL GOVERNMENT Objective: Division: 2. Support the efforts of Carbondale Community AGENCIES and ORGANIZATIONS High School District #165
Division No.: 40425 Strategies: a. Pay proceeds from a 1/4% Home Rule Sales Tax MISSION: to Carbondale Community High School District #165 This Division serves as a "clearinghouse" for funding to assist in paying debt service on bonds issued to authorized by the City Council to agencies and economic build the new high school development organizations in the community which are outside the City's governmental structure. Objective: 3. Support the efforts of Southern Illinois University SERVICES: in the construction of classroom and administration buildings Funding is provided for a variety of social service and economic development agencies. Services provided by Strategies: these agencies include economic development, tourism a. Pay proceeds from a 1/4% Home Rule Sales Tax, promotion, art and cultural activities, youth programs, up to $1 Million per year, to assist in the transportation services, senior citizen programs and shelter construction of new facilities programs for battered women and homeless persons. GOAL: Through this Division funding is also provided to support B. Help address the social service needs of Carbondale education in Carbondale. The City provides funding for the residents payment of funds collected from a Home Rule Sales Tax to Carbondale Community High School District # 165 to pay Objective: debt service on bonds issued to construct the new high 1. Support the efforts of private not-for-profit school. Payment of funds is also made to Southern Illinois organizations providing social services in the City University to assist in the construction of general of Carbondale classroom buildings, a new facility to welcome new and prospective students, renovations to the Arena and the Strategies: construction of the new football stadium: a project known a. Provide financial support to Senior Adult Services as Saluki Way. which offers programs for older residents of Carbondale that help maintain quality of life and SIGNIFICANT GOALS AND OBJECTIVES: active community involvement
GOAL: b. Provide financial support to the Youth Services A. Promote the economic growth of Carbondale Program of the H Group for the Big Brothers/ Big Sisters Program and court diversion services and Objective: mentoring for Carbondale youth 1. Support the efforts of organizations promoting economic development and events in Carbondale c. Provide financial support to the Carbondale Women's Center to provide services for women Strategies: and children in the community and Jackson a. Provide financial support to the Carbondale County who are survivors of violence Convention and Tourism Bureau to promote Carbondale as a place for meetings and tourism d. Provide financial support to Good Samaritan Ministries for its programs to provide temporary b. Provide financial support to Carbondale Main shelter, food and counseling for the homeless and Street to promote economic development and others in need of assistance
e. Provide financial support for the operation of the Boys and Girls Club of Carbondale Division: AGENCIES and ORGANIZATIONS Division No.: 40425
All Southern High School Music Theatre Project and f. Provide financial support to “I Can Read” of the Southern Illinois to provide after school and summer youth education programs Southern Illinois Music Festival. In addition, Carbondale Community Arts will assist with events of the African Objective: American Museum of Southern Illinois and with the 2. Support the efforts of private not-for-profit Southern Illinois Irish Festival. organizations providing cultural and intellectual development opportunities in Carbondale Carbondale Chamber of Commerce will receive funding for marketing of Carbondale events in conjunction with the Strategies: SIU Alumni Association and to develop marketing a. Provide financial support to Carbondale initiatives that promote the City and Southern Illinois Community Arts for its art and cultural events and University. activities Carbondale Main Street will receive funding to continue to b. Provide financial support for the continued provide Downtown promotional events, programs and restoration of the historically significant downtown beautification projects. Some of the events Buckminster Fuller Dome Home include Friday Night Fairs, Brown Bag Concerts, Downtown Art and Wine Fairs, Meet Me on Main Street, c. Provide financial support to the Science Center to SIUC Welcome Fest events and the annual Lights Fantastic provide a museum and outreach programs to youth Parade. of the community Carbondale Convention and Tourism Bureau will receive Objective: funding to promote the businesses and attractions in 3. Support the efforts of local public transportation Carbondale in its overall marketing efforts to increase the providers to make accessible travel available to number of visitors that choose Carbondale as a travel Carbondale residents destination.
Strategies: The Women’s Center will receive funding to continue to a. Provide financial support for a portion of the provide a safe refuge for women and children who are operational costs of the Saluki Express Break survivors of violence, helping in their healing process and Route promoting sensitivity and fair treatment to survivors of violence. b. Provide funds to the Jackson County Mass Transit District to match federal and state grants for Public Senior Adult Services will receive funding to continue to Transportation provide a wide variety of services to older residents of Carbondale that help them to maintain quality of life and PROGRAM HIGHLIGHTS: active community involvement.
In FY 2013, the City will continue to provide funding to The H Group will receive funding to continue to provide community and economic development organizations mental health services in Carbondale. With the City’s located in Carbondale. The following agencies and funding the H Group will assist in providing court organizations will receive financial support from the City to diversion services, mentoring and Big Brother/Big Sister support their programs: programs.
Carbondale Community Arts will receive funding to The City will continue to provide financial support for the support its programs with the Stage Company and for the Sunset Concert Series which is a joint effort with the SIUC Varsity Center for the Arts (VCA) as they continue to Student Programming Council, Carbondale Park District, develop the VCA as a model arts center for the community and SIUC Student Center. and as a permanent home for its own offices and program. CCA will continue to promote a wide range of arts events, Good Samaritan Ministries will receive funding to continue including Civic Center art exhibits, Kreativity for Kids, the to provide services to the homeless, persons in danger of becoming homeless, and persons in need of food or assistance. In FY 2013, the City will again provide matching funds for the Jackson County Mass Transit District. The City of Carbondale is one of several other local governments that provide funding to the Jackson County Mass Transit Division: AGENCIES and ORGANIZATIONS Division No.: 40425
The Science Center will receive funding to continue to operate a Children’s Science Museum in Carbondale and District. These funds are used by the Transit District as a provide out-reach services and activities to promote the match for state and federal funds to provide public sciences for local youth. transportation in Carbondale and Jackson County.
The Boys & Girls Club will receive funding to continue to provide educational and recreational programs for Carbondale youth.
In FY 2013, the City will provide funding to the Carbondale Park District to support the development of a new Aquatics Center to be constructed in Carbondale.
In FY 2013, the City of Carbondale will provide funding to continue to assist the Carbondale Community High School District #165 with debt repayment funds for the high school. In FY 2000 the City, after approval from a local referendum, used its Home Rule Authority to enact a local quarter percent sales tax which would be used to assist in making the bond payments for the new high school. The sales tax revenues collected by the City support the payment of bonds for the new high school and are paid to Carbondale Community High School District #165.
In FY 2013 the City will continue to provide funding for the Saluki Way project. The project was initiated in FY 2009 when the City entered into a cooperative agreement with Southern Illinois University .The City pledged a total of $20 million (up to $1 million per year) over a twenty year period, from revenues generated through a local quarter percent increase in the Home Rule Sales Tax. FY 2011 was the initial year for payment per the agreement. Saluki Way is an $83 million dollar project which includes new education and administration buildings, the new football stadium and a complete renovation of the Arena. The recent demolition of the former McAndrew Stadium and the parking garage are making way for the construction of new education and administration buildings, thereby transforming the main entrance of the campus.
In FY 2013, the City will continue to provide assistance for Southern Illinois University Carbondale’s Saluki Express Bus System. Although the service is primarily used by students it is also used by other Carbondale residents. The City’s funds provide half of the cost of running the service at times when the university is not in session. Division: AGENCIES and ORGANIZATIONS Division No.: 40425
The following agencies and organizations are funded in the amounts indicated:
Contractual / Social Service Providers Amount Total
Boys and Girls Club of Carbondale $30,000 Carbondale Community Arts $48,000 Carbondale Main Street $12,000 Good Samaritan Ministries $18,500 “I Can Read” $9,900 Jackson County Mass Transit District $5,000 SIUC Saluki Express $14,045 SIUC Student Programming Council: Sunset Concert $7,000 Science Center $10,000 Senior Adult Services $33,750 The H Group - Youth Program $12,500 Spirit of Attucks $1,000 The Women's Center $12,500 Carbondale Main Street (Landscaping/Smart Phone App) $15,000 Carbondale Chamber of Commerce (Marketing/Banners) $10,000 Carbondale Community Arts (Concerts) $5,000 R. Buckminster Fuller Dome (Grant Match) $10,000 Carbondale Park District (Pool Grant Match) $10,000 $264,195 Program Grants
Carbondale Community High School District #165 (1/4% Home Rule Sales Tax for Bond Payments for Construction of New High School) $1,043,297
Southern Illinois University (Portion of 1/4% Home Rule Sales Tax for Payment for Saluki Way, not to exceed $1,000,000 annually) $1,000,000
Carbondale Convention and Tourism Bureau (Funding derived from hotel/motel tax revenues) $267,500 $2,310,797
Rental Subsidy Grants
Railroad Museum $9,770 $9,770
Total $2,584,762
Fund: GENERAL Division: AGENCIES and ORGANIZATIONS
Department: GENERAL GOVERNMENT Division No.: 40425 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
DIRECT OPERATING CHARGES & SERVICES
271 Other Outside Services 220,712 214,195 214,195 264,195
TOTAL DIR. OPER. CHRGS. & SRVCS 220,712 214,195 214,195 264,195
NON OPERATING CHARGES
440 Program Grants 2,363,267 2,510,797 2,494,448 2,310,797
TOTAL NON-OPERATING CHARGES 2,363,267 2,510,797 2,494,448 2,310,797
FUNDING SOURCE TRANSFERS
973 Rental Properties Fund 45,585 9,770 9,770 9,770
TOTAL FUNDING SOURCE TRANS 45,585 9,770 9,770 9,770
TOTAL EXPENDITURES 2,629,564 2,734,762 2,718,413 2,584,762 Fund:Fund: GENERAL
Department: FUNDING SOURCE TRANSFERS
Division: TRANSFERS TO OTHER FUNDS
Division No.: 40900
FUNCTION:
This Division provides the control for the General Fund transfers, as a funding source, to other funds.
PROGRAM HIGHLIGHTS:
General Fund transfers to the Debt Service Fund, provide the funding for the principal and interest payments and agent fees on the Series 2003 General Obligation Refunding Bonds, the Series 2004 General Obligation Refunding Bonds, the 2010 General Obligation Bonds for the Police Station, and the 2011 General Obligation Refunding and Fire Station Bonds. The General Fund transfers represent the sole funding source for the bonds. During FY 2012, approximately $379,094, $325, $564,325 and $542,513 was transferred from the General Fund to service the 2003 Bonds, the 2004 Bonds, the 2010 Bonds, and the 2011 Bonds respectively. For FY 2013, approximately $378,505, $536,469, and $419,473 will be transferred to provide for principal and interest for the 2003 Bonds, 2010 Bonds, and 2011 Bonds respectively.
General Fund transfers to the Local Improvement Fund are to provide funding for needed repairs and maintenance for existing City streets and roadways in addition to providing funding for the City’s Community Investment Program. For FY 2012, approximately $100,000 was transferred to provide for these expenditures. In FY 2013 it is anticipated that the General Fund will transfer $120,000 for these expenditures.
Fund: GENERAL Division: TRANSFERS TO OTHER FUNDS
Department: FUNDING SOURCE TRANSFERS Division No.: 40900 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
FUNDING SOURCE TRANSFERS
917 Child Care Services Fund 18,003 0 0 0 930 Debt Service Fund 1,744,085 1,485,253 1,486,257 1,334,447 940 Cap.Proj.Fund-Local Improve. 0 120,000 120,000 100,000
TOTAL FUNDING SOURCE TRANSFERS 1,762,088 1,605,253 1,606,257 1,434,447
TOTAL EXPENDITURES 1,762,088 1,605,253 1,606,257 1,434,447 SPECIAL REVENUE FUNDS
Special Revenue Funds are used to account for the proceeds of specific revenue sources (other than debt service, expendable trusts, or community investment program funds) that are legally restricted to expenditures for specified purposes.
The Motor Fuel Tax Fund accounts for motor fuel tax allocations from the State ofIllinois for street maintenance, major street construction and traffic signal community investment programs as approved by the Illinois Department ofTransportation.
Tax Increment Fund accounts for financial transactions related to the City's Tax Increment Finance Redevelopment ProjectAreaNo.1. Eligible costs include reimbursements to private developers as approved by the City council through redevelopment agreements and public improvements within the project area. Property tax revenues along with General Fund contributions are the major sources ofrevenue for this fund.
The Child CareServices Funddue to the fmancial demands that the Child Care Center required ofthe General Fund in conjunction with the economic downturn, the City Council discontinued the Child Care Services during Fiscal Year 2010.
The Center for Medical Arts, formerly Carbondale Clinic, is a multi-disciplinary health care facility serving the residents of southern Illinois. Primary care services include family medicine, internal medicine and pediatrics. The Center also provides access to specialty care services such as general surgery, gastroenterology and infectious disease.
The clinic was founded in 1939 by physicians J. W. Barrow, Leo Brown, Jack Taylor and John Lewis; its first home was at 308 South Illinois Ave., in downtown Carbondale. In 1950, the clinic moved to 404 West Main Street, in space rented from what then was known as Doctors Hospital and now is Memorial Hospital of Carbondale, also part of the SIH (Southern Illinois Healthcare) medical facilities. Additions to the clinic were built in 1952 and 1958 at the West Main Street property. In July of 1967, the clinic moved into a two-story building constructed on 10 acres on the city's west side, on West Main Street. At the time of that move, there were 19 doctors with offices in the clinic. Additional space and services were added over the years. A recent re- model has been completed.
SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE SPECIAL REVENUE FUNDS MOTOR FUEL TAX FUND FUND NO. 11 AUTHORIZED ESTIMATED ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013
REVENUES 806,486 685,951 802,788 669,643
EXPENDITURES 397,114 480,109 315,013 467,764
EXCESS OF REVENUES OVER/(UNDER) EXPENDITURES 409,372 205,842 487,775 201,879
OTHER FINANCING SOURCES (USES): TRANSFERS TO OTHER FUNDS (450,000) (450,000) (450,000) (450,000)
NET TOTAL OTHER FINANCING: SOURCES(USES) (450,000) (450,000) (450,000) (450,000)
NET INCREASE (DECREASE) IN FUND BALANCE (40,628) (244,158) 37,775 (248,121)
FUND BALANCE BEGINNING OF FISCAL YEAR 1,066,659 1,026,031 1,026,031 1,063,806
FUND BALANCE END OF FISCAL YEAR 1,026,031 781,873 1,063,806 815,685 STATEMENT OF REVENUES AND OTHER FINANCING SOURCES SPECIAL REVENUE FUNDS MOTOR FUEL TAX FUND
FUND NO. 11 AUTHORIZED ESTIMATED ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013 INTERGOVERNMENTAL REVENUES 31103-010 Motor Fuel Tax Allotment 758,718 657,843 755,103 643,943 31103-080 Other Governmental Units 0 0 0 0 31103-085 Federal Disaster Relief 0 0 0 0 758,718 657,843 755,103 643,943
USE OF MONEY & PROPERTY 31106-201 Interest Earned-Check./Savings 231 298 197 200 31106-401 Interest on Investments 1,501 2,810 376 500 31106-800 Insurance Proceeds 0 0 0 0 31106-900 Miscellaneous 46,036 25,000 47,112 25,000 47,768 28,108 47,685 25,700
TOTAL REVENUES 806,486 685,951 802,788 669,643
TOTAL MOTOR FUEL TAX FUND 806,486 685,951 802,788 669,643 STATEMENT OF EXPENDITURES AND OTHER FINANCING USES SPECIAL REVENUE FUNDS MOTOR FUEL TAX FUND FUND NO. 11 AUTHORIZED ESTIMATED Division DEPARTMENT NAME ACTUAL BUDGET ACTUAL BUDGET Number DIVISION NAME FY 2011 FY 2012 FY 2012 FY 2013
41013 MFT Operating & Maintenance 397,114 480,109 315,013 467,764
TOTAL EXPENDITURES 397,114 480,109 315,013 467,764
FUNDING SOURCE TRANSFERS
41013 MFT Operating & Maintenance 450,000 450,000 450,000 450,000
TOTAL FUNDING SOURCE TRANS 450,000 450,000 450,000 450,000
TOTAL MOTOR FUEL TAX FUND 847,114 930,109 765,013 917,764 Fund: The City completed its city wide street resurfacing MOTOR FUEL TAX program in the spring of 2008. The Motor Fuel Tax Public Works MFT-Operating and Maintenance Budget will Department: continue to transfer $450,000 annually to the Debt Service PUBLIC WORKS Fund for a portion of the debt service required for the Series 2006 General Obligation Street Improvement Division: Bonds. MFT-OPERATING & MATERIALS
Division: No: 41013 The City will continue to contract with the Illinois Department of Transportation (I.D.O.T.) in FY 2012 for the City to maintain all traffic signal systems within the city limits. This agreement allows for the purchase of maintenance materials, replacement equipment and labor FUNCTION: expended and used for traffic signal maintenance to be, in most instances, reimbursed 50% by I.D.O.T. The function of the Motor Fuel Tax - Operating and Maintenance Division is to ensure that local roads, streets In FY 2010, as a result of several power outages, the City and alleys under the jurisdiction of the City of Carbondale began proactively installing battery backup power sources are maintained and repaired to the highest level possible. at signalized intersections throughout the city. In FY 2013, Carbondale's shares of Illinois Motor Fuel Tax funds the remaining intersections will be completed. collected and distributed by the State are allocated, in part, to the Motor Fuel Tax - Operating and Maintenance In FY 2013, Motor Fuel Tax maintenance operations will Division for maintenance of City streets and alleys. This focus on traffic signal maintenance, sign replacements as Division provides funding for traffic sign and pavement mandated by the Manual on Uniform Traffic Control marking materials, snow and ice control chemicals, repair Devices (MUTCD). and maintenance materials for City streets. Also, provided within this allocation are utility expenses for 36 In FY 2013, the focus of contractual street maintenance intersections covering electricity to power traffic signals operations will remain on pavement preservation. In order and telephone service to provide communication to preserve many aging street surfaces we must look to interconnects with the central control computer located at proven systems, including seal coating (oil and chipping) the Public Works Maintenance Facility. Additionally, the of aging asphalt streets. During FY 2013, a test section of funds from this budget fund the annual maintenance “polymer seal coating” will be installed on West Sycamore programs for Chip Seal and Pavement Preservation Street. This new update on a proven maintenance method operations on designated City alleys and streets. is able to be installed with minimal interruption and nearly dust free as the aggregate is now washed of dust prior to PROGRAM HIGHLIGHTS: installation. This method of pavement preservation can be installed on streets whose surfaces have aged beyond the During FY 2012, and in cooperation with a local reach of other preventative maintenance methods, such as contractor, a test section of “thin lift hot-mix asphalt micro-surfacing, thin asphalt overlays, and the like. overlay” was installed on Ready Mix Road. This test section will be monitored over the next year or so to Goals, Objectives and Performance Measures for this determine if it can be a viable tool to extend the life of Division are reflected in the General Fund Street select streets in the City. Maintenance Division Budget (40350).
In FY 2012, the City chip and seal operations continued on limited basis in order to keep with our regular alley and street maintenance schedule. The following areas were addressed:
• Alleys in the Northeast Quadrant • Sanpat Lane • Harmony Lane • Rural streets in the Southwest Quadrant
Fund: MOTOR FUEL TAX Division: MFT-OPERATING & MATERIALS
Department: PUBLIC WORKS Division No.: 41013 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
DIRECT OPERATING CHARGES & SERVICES
220 Communications-Telephone 12,666 12,648 14,603 14,880 222 Communications - Postage 179 400 110 400 230 Utilities-Electric 16,145 17,292 15,200 15,288 250 Repairs & Maint.-Equip. 73,632 86,870 77,000 79,905 252 Repairs & Maint.-Other Improv. 233,378 299,224 147,500 301,291 273 Operating Supplies & Materials 61,114 63,675 60,600 56,000
TOTAL DIR OPER. CHRGS. & SRVCS. 397,114 480,109 315,013 467,764
TOTAL EXPENDITURES 397,114 480,109 315,013 467,764
FUNDING SOURCE TRANSFERS
930 Debt Service Fund 450,000 450,000 450,000 450,000 940 Local Investment Fund 0 0 0 0
TOTAL FUNDING SOURCE TRANSFERS 450,000 450,000 450,000 450,000
TOTAL MFT OPER.&MAINT. FUND 847,114 930,109 765,013 917,764 SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE SPECIAL REVENUE FUNDS THE TAX INCREMENT FUND FUND NO. 14 AUTHORIZED ESTIMATED ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013
REVENUES 151,736 157,946 177,846 179,614
EXPENDITURES 78,353 143,485 41,597 148,485
EXCESS OF REVENUES OVER/(UNDER) EXPENDITURES 73,383 14,461 136,249 31,129
OTHER FINANCING SOURCES: TRANSFERS TO OTHER FUNDS (25,000) (25,000) (25,000) (25,000) TRANSFER FROM OTHER FUNDS 0000
NET TOTAL OTHER FINANCING SOURCES (25,000) (25,000) (25,000) (25,000)
NET INCREASE (DECREASE) IN FUND BALANCE 48,383 (10,539) 111,249 6,129
FUND BALANCE BEGINNING OF FISCAL YEAR 99,561 147,944 147,944 259,193
FUND BALANCE END OF FISCAL YEAR 147,944 137,405 259,193 265,322 STATEMENT OF REVENUES AND OTHER FINANCING SOURCES SPECIAL REVENUE FUNDS THE TAX INCREMENT FUND
FUND NO. 14 AUTHORIZED ESTIMATED ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013 GENERAL PROPERTY TAXES
31401-010 Property Tax - TIF #1 151,368 157,496 177,319 179,077 151,368 157,496 177,319 179,077 USE OF MONEY & PROPERTY
31406-201 Interest Earned-Check/Savings 368 450 527 537 31406-600 Sale of City Property 0 0 368 450 527 537
TOTAL REVENUES 151,736 157,946 177,846 179,614
TOTAL TAX INCRMENT FUND 151,736 157,946 177,846 179,614 Fund: TAX INCREMENT FUND
Department: GENERAL GOVERNMENT
Division: TIF DISTRICT #1
Division No.: 41401
FUNCTION:
The Tax Increment Fund accounts for the financial transactions related to the City=s Tax Increment Finance Redevelopment Project Area No. 1. Property tax increment created within the project area is deposited into the fund in order to pay eligible project costs as defined by State statutes. Eligible project costs include reimbursements to private developers as approved by the City Council through redevelopment agreements and public improvements within the project area.
PROGRAM HIGHLIGHTS:
Created in 2004, Redevelopment Project Area No. 1, has proven successful through major investments that have significantly increased the equalized assessed valuation (EAV) of the real estate. According to the 2011Annual TIF Report, the EAV of the district has increased from $1.1 Million to over $3.3 Million.
The interest created by new construction and building rehabilitation in the TIF District has resulted in seven redevelopment agreements totaling over $2.65 Million, while leveraging approximately $11.25Million in private investments. The success of the TIF can also be measured by the creation of over 200 new jobs.
Projects planned for FY 2013 include expansion of Coleman Lawn Equipment on East Walnut, and continued rehabilitation of existing buildings.
Fund: GENERAL Dvision: TIF DISTRICT #1
Department: GENERAL GOVERNMENT Division No.: 41401 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
DIRECT OPERATING CHARGES & SERVICES
200 Professional & Consulting Fees 1,000 1,000 1,000 1,000 210 Publishing and Filing Fees 16 4,000 16 4,000 252 Repairs, Maintenance & Other Improvements 0 0 0 0 271 Other Outside Services 0 5,000 5,000 10,000 272 Office Supplies 1 0 0 0
TOTAL DIR OPER. CHRGS. & SRVCS. 1,017 10,000 6,016 15,000
NON-OPERATING CHARGES
440 Program Grants 77,336 133,485 35,581 133,485
TOTAL NON-OPERATING CHARGES 77,336 133,485 35,581 133,485
TOTAL EXPENDITURES 78,353 143,485 41,597 148,485
FUNDING SOURCE TRANSFERS
901 General Fund 25,000 25,000 25,000 25,000 940 Local Improvement 0 0 0 0
TOTAL FUNDING SOURCE TRANS. 25,000 25,000 25,000 25,000
TOTAL SPECIAL TAX ALLOCATION FUND 103,353 168,485 66,597 173,485 SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE SPECIAL REVENUE FUNDS CHILD CARE SERVICES FUND FUND NO. 17 AUTHORIZED ESTIMATED ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013
REVENUES 328 0 0 0
EXPENDITURES 296 0 0 0
EXCESS OF REVENUES OVER/(UNDER) EXPENDITURES 32 0 0 0
OTHER FINANCING SOURCES (USES): TRANSFERS FROM OTHER FUNDS 18,003 0 0 0 TRANSFERS TO OTHER FUNDS (93) 0 0 0
TOTAL OTHER FINANCING SOURCES 17,910 0 0 0
NET INCREASE (DECREASE) IN FUND BALANCES 17,942 0 0 0
FUND BALANCE BEGINNING OF FISCAL YEAR (17,942) 0 0 0
FUND BALANCE END OF FISCAL YEAR UNDESIGNATED 0 0 0 0
FUND BALANCE END OF FISCAL YEAR 0 0 0 0 STATEMENT OF REVENUES AND OTHER FINANCING SOURCES SPECIAL REVENUE FUNDS CHILD CARE SERVICES FUND
FUND NO. 17 AUTHORIZED ESTIMATED ACCT. NO.ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013 INTERGOVERNMENTAL REVENUES 31703-001 DHS - Certified Local Effort 0 0 0 0 31703-002 DHS - Resource and Referral 0 0 0 0 31703-005 DHS - Consolidated Site Administration 0 0 0 0 31703-020 St. Bd. of Education - Food Fees 0 0 0 0 31703-040 Department of Public Aid 0 0 0 0 31703-050 DCFS - Child Care 0 0 0 0 31703-060 Preventive Initiative Grant 0 0 0 0 31703-080 Other Governmental Units 0 0 0 0 31703-090 Infant & Toddler Incentive 0 0 0 0 0000 USE OF MONEY & PROPERTY 31706-101 Interest Earned - Check./Savings 0 0 0 0 31706-401 Interest on Investments 0 0 0 0 31706-500 Rental of Property 0 0 0 0 31706-700 Gifts and Contributions 0 0 0 0 31706-900 Miscellaneous 58 0 0 0 58 0 0 0 SERVICE CHARGES 31709-010 Parent Fees 270 0 0 0 0 TOTAL REVENUES 328 0 0 0
OTHER FINANCING SOURCES 31790-001 General Fund 18,003 0 0 0
TOTAL OTHER FIN. SOURCES 18,003 0 0 0
TOTAL CHILD CARE SERVICES FUND 18,331 0 0 0 Fund:Fund: CHILD CARE SERVICES
Department: ADMINISTRATIVE SERVICES
Division: E.C. HAYES CHILD CARE CENTER
Division No.: 41072
In FY 2010, the City Council voted to close the Eurma C. Hayes Child Care Center due to budgetary constraints. Some expenses, such as write off of uncollectable accounts and a transfer to the General Fund to close out the fund, carried over into FY 2011.
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Director 0.00 0.00 0.00 0.00 $0
Child Care Teachers 0.00 0.00 0.00 0.00 $0
Parent Advocate 0.00 0.00 0.00 0.00 $0
Child Care Aide 0.00 0.00 0.00 0.00 $0
TOTAL 0.00 0.00 0.00 0.00 $0
Fund: CHILD CARE SERVICES Division: E.C. HAYES CHILD CARE CTR
Department: ADMINISTRATIVE SERVICES Division No.: 41072 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 0000 101 Accrued Sick Leave 0000 102 Accrued Vacation Leave 0000 110 Employee Overtime 0000 130 Employee Health Ins. Benefits 0000 131 Employee Retirement Benefits 0000 140 Employee Work. Comp. Benefits 0000 141 Employee Unemp. Comp. Benefits 0000
TOTAL PERSONAL SERVICES 0000
DIRECT OPERATING CHARGES & SERVICES
200 Professional Services 0000 220 Communications-Telephone 0000 222 Communications-Postage 0000 240 Travel, Conferences, Training 0000 250 Repairs & Maintenance-Equip. 0000 251 Repairs & Maint.-Bldg. & Struc. 0000 260 Rental Charges 0000 270 Outside Printing 0000 271 Other Outside Services 0000 272 Office Supplies 0000 273 Operating Supplies & Materials 0000 280 Subscriptions and Memberships 0000 281 Insurance and Bonds 0000 282 Licenses and Taxes 0000 299 Operating Equipment 0000
TOTAL DIR. OPER. CHRGS. & SRVCS. 0000
NON-OPERATING CHARGES
420 Uncollectible Accounts 296 0 0 0
TOTAL SRVCS. & CHRGS. TRANS IN 296 0 0 0
FUNDING SOURCE TRANSFERS
901 General Fund 93 0 0 0
TOTAL SRVCS. & CHRGS. TRANS IN 93 0 0 0
TOTAL EXPENDITURES 389 0 0 0 DEBT SERVICE FUND
The Debt Service Fundaccounts for financial resources to be used for the redemption ofprincipal, interest and paying agent fees for General Obligation Bonds issued on behalfof Governmental Fund Types. The primary source ofrevenue to the Debt Service Fund is subsidy from the General Fund. Also transfers from the Motor Fuel Tax Fund and the Community Investment Fund contribute to Debt Service Fund revenues. Beginning in Fiscal Year 2004, the City Council stopped levying a tax and the standing levies for the General Obligation Bonds are abated in their entirety. Currently, the General Fund provides the financial resources to the Debt Service Fund until such time as the City's Debt Service Tax Levy may be reinstituted.
Ariel Photos taken in April 2012, shows the work completed at the Northwest Wastewater Treatment Plant through CIP WW0401. This $1.2 million dollar project started in FY 2011 included the design and construction of a large lagoon to accommodate excess flows from the City=s sanitary sewer collection system. This lagoon will provide relief for sanitary sewers that surcharge during heavy rains due to infiltration and in flow.
SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE DEBT SERVICE FUND FUND NO. 30 AUTHORIZED ESTIMATED ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013
REVENUES 2,686 3,250 2,246 2,250
EXPENDITURES 1,694,980 2,288,722 2,147,095 2,282,934
EXCESS OF REVENUES OVER (UNDER) EXPENDITURES (1,692,294) (2,285,472) (2,144,849) (2,280,684)
OTHER FINANCING SOURCES: 2,563,422 2,215,984 6,401,481 2,102,742 OTHER FINANCING (USES): 0 0 (4,015,000) 0
NET TOTAL OTHER FINANCING SOURCES (USES) 2,563,422 2,215,984 2,386,481 2,102,742
NET INCREASE (DECREASE) IN FUND BALANCES 871,128 (69,488) 241,632 (177,942)
FUND BALANCE BEGINNING OF FISCAL YEAR 1,805,370 2,676,498 2,676,498 2,918,130
FUND BALANCE END OF FISCAL YEAR 2,676,498 2,607,010 2,918,130 2,740,188 STATEMENT OF REVENUES AND OTHER FINANCING SOURCES DEBT SERVICE FUND
FUND NO. 30 AUTHORIZED ESTIMATED ACCT. NO.ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013 GENERAL PROPERTY TAXES 33001-010 Debt Service Property Tax Levy 0 0 0 0
USE OF MONEY & PROPERTY 33006-101 Interest Earned-Check./Savings 923 1,150 1,163 1,050 33006-401 Interest on Investments 1,763 2,100 1,083 1,200 2,686 3,250 2,246 2,250
TOTAL REVENUES 2,686 3,250 2,246 2,250
OTHER FINANCING SOURCES 33090-001 General Fund 1,744,085 1,485,253 1,486,257 1,334,447 33090-011 Motor Fuel Tax 450,000 450,000 450,000 450,000 33090-040 Local Improvement 369,337 280,731 280,731 318,295 33090-150 Bond Proceeds 0 0 3,825,000 0 33090-160 Bond Premium 0 0 359,493 0
TOTAL OTHER FINANCING SOURCES 2,563,422 2,215,984 6,401,481 2,102,742
TOTAL DEBT SERVICE FUND 2,566,108 2,219,234 6,403,727 2,104,992 STATEMENT OF EXPENDITURES AND OTHER FINANCING USES DEBT SERVICE FUNDS FUND NO. 30 AUTHORIZED ESTIMATED Division DEPARTMENT NAME ACTUAL BUDGET ACTUAL BUDGET Number DIVISION NAME FY 2011 FY 2012 FY 2012 FY 2013
43012 2003 G.O. Refunding Bonds 385,065 386,315 386,315 381,340 43013 2004 G.O. Refunding Bonds 543,365 546,138 546,138 0 43014 2006 G.O. Road Bonds 766,550 769,500 769,450 771,275 43015 2010 G.O. Public Safety Facility 0 586,769 351,955 606,527 43016 2011 G.O. Refunding/Fire Station Bonds 0 0 93,237 523,792
TOTAL EXPENDITURES 1,694,980 2,288,722 2,147,095 2,282,934
43013 2004 G.O. Refunding Bonds 0 0 4,015,000 0 43016 2011 G.O. Refunding/Fire Station Bonds 0 0 0 0
OTHER FINANCING USES 0 0 4,015,000 0
TOTAL DEBT SERVICE FUNDS 1,694,980 2,288,722 6,162,095 2,282,934 Fund:Fund: DEBT SERVICE
Department: DEBT SERVICE
Division: 2003 G.O. REFUNDING BONDS
Division No.: 43012
MISSION:
This Division provides current funding for redemption of principal, the interest cost and paying agent fees for the 2003 Series General Obligation Refunding Bonds.
PROGRAM HIGHLIGHTS:
In October 2003, the City of Carbondale issued $4,255,000 General Obligation Refunding Bonds to refund the 1993 Series General Obligation Refunding Bonds. The 1993 Series General Obligation Refunding Bonds were originally issued to refund the 1990 Tax Allocation Bonds which financed the expansion of the University Mall.
As a result of declining interest rates, the City issued the 2003 Series General Obligation Refunding Bonds which had an average coupon rate of 3.69% replacing the outstanding 1993 Series General Obligation Refunding Bonds which had a coupon rate of 5.58%. This reduction in interest rate enabled the City to realize a savings of approximately $390,000 due to reduced interest expenditures over the period of Bond maturities.
The FY 2013 debt service includes a June 1, 2012, interest payment of $45,470; and December 1, 2012, interest and principal payments of $45,470 and $290,000, respectively; and paying agent fees of approximately $400 resulting in the FY 2013 debt service total of approximately $381,340.
The 2003 Series General Obligation Refunding Bond Debt Service is funded entirely through funding source transfers from the General Fund. This bond debt will be fully paid on December 1, 2018.
Fund: DEBT SERVICE Division: 2003 G.O. REFUNDING BONDS
Department: DEBT SERVICE Division No.: 43012 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
DEBT SERVICE
600 General Obligation Bond Prin. 275,000 285,000 285,000 290,000 601 General Obligation Bond Int. 109,715 100,915 100,915 90,940 690 Paying Agent Fees 350 400 400 400
TOTAL DEBT SERVICE EXPENDITURES 385,065 386,315 386,315 381,340
TOTAL EXPENDITURES AND OTHER FINANCING USES 385,065 386,315 386,315 381,340 Fund:Fund: DEBT SERVICE
Department: DEBT SERVICE
Division: 2004 G.O. REFUNDING BONDS
Division No.: 43013
MISSION:
This Division provides current funding for redemption of principal, the interest cost and paying agent fees for the Series 2004 General Obligation Refunding Bonds.
PROGRAM HIGHLIGHTS:
In July 2004, the City of Carbondale issued General Obligation Refunding Bonds to refund the Series 1995 General Obligation Bonds. The Series 1995 General Obligation Bonds were originally issued to provide funding for the construction of the City Hall/Civic Center located at 200 South Illinois Avenue in Downtown Carbondale.
The Series 2004 General Obligation Refunding Bonds were issued with an estimated average coupon rate of 3.67% replacing the outstanding Series 1995 General Obligation Bonds average coupon rate of 5.7%. The City will realize a savings of approximately $374,000 in interest over the remaining life of the bonds.
In October 2011, the City of Carbondale issued General Obligation Refunding Bonds to refund the Series 2004 General Obligation Refunding Bonds due to lower interest rates and the upcoming future balloon principal payments. The outstanding bonds were called in January 2012 and no future payments will be made.
The FY 2012 debt service expenditures are anticipated to total $546,138 of which $380,000 is scheduled for principal payments, $165,813 for interest, and $325 for paying agent fees.
The Series 2004 General Obligation Refunding Bond Debt Service is funded entirely through funding source transfers from the General Fund.
Fund: DEBT SERVICE Division: 2004 G.O. REFUNDING BONDS
Department: DEBT SERVICE Division No.: 43013 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
DEBT SERVICE
600 General Obligation Bond Prin. 365,000 380,000 380,000 0 601 General Obligation Bond Int. 178,040 165,813 165,813 0 690 Paying Agent Fees 325 325 325 0
TOTAL DEBT SERVICE EXPENDITURES 543,365 546,138 546,138 0
OTHER FINANCING USES
990 Bond Refunding 0 0 4,015,000 0
TOTAL EXPENDITURES AND OTHER FINANCING USES 543,365 546,138 4,561,138 0 Fund:Fund: DEBT SERVICE
Department: DEBT SERVICE
Division: 2006 G.O. STREET IMPROVEMENT BONDS
Division No.: 43014
MISSION:
This Division provides current funding for redemption of principal, the interest cost and paying agent fees for the Series 2006 General Obligation Street Improvement Bonds. PROGRAM HIGHLIGHTS:
During Fiscal Year 2007, the City of Carbondale issued $5,690,000 of G.O.B. (General Obligation Bonds) to provide funding for a major City Street Improvement Program. This included the reconstruction of three (3) streets and resurfacing approximately 36 miles of oil and chip streets with bituminous material. The annual debt service required to retire the 2006 Series Bonds is approximately $769,000 per year over a 10 year term.
Debt service payments are funded in part by the state Motor Fuel Tax Fund in the amount of $450,000, and the remaining balance paid from the Community Investment Projects Fund=s Local Improvement Fund.
The FY 2012 debt service includes a June 1, 2011, interest payment of $127,025; and December 1, 2011, interest and principal payments of $127,025 and $515,000, respectively; and paying agent fees of approximately $400 resulting in the FY 2012 debt service total of approximately $769,450
The FY 2013 debt service includes a June 1, 2012, interest payment of $115,437.50; and December 1, 2012, interest and principal payments of $115,437.50 and $540,000, respectively; and paying agent fees of approximately $400 resulting in the FY 2013 debt service total of approximately $771,275.
Fund: DEBT SERVICE Division: 2006 G.O. STREET IMPROVEMENT BONDS
Department: DEBT SERVICE Division No.: 43014 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
DEBT SERVICE
600 General Obligation Bond Prin. 490,000 515,000 515,000 540,000 601 General Obligation Bond Int. 276,100 254,050 254,050 230,875 690 Paying Agent Fees 450 450 400 400
TOTAL DEBT SERVICE EXPENDITURES 766,550 769,500 769,450 771,275
TOTAL EXPENDITURES AND OTHER FINANCING USES 766,550 769,500 769,450 771,275 Fund:Fund: DEBT SERVICE
Department: DEBT SERVICE
Division: 2010 G.O. BONDS PUBLIC SAFETY CENTER
Division No.: 43015
MISSION:
This Division provides current funding for redemption of principal, the interest cost and paying agent fees for the Series 2010 General Obligation Bonds for the Public Safety Center Construction.
PROGRAM HIGHLIGHTS:
During Fiscal Year 2011, the City of Carbondale issued $4,000,000 of Recovery Zone Bonds under the American Recovery and Reinvestment Act and $3,991,000 of Build America Bonds to provide funding for the construction of a new Public Safety Center. Recovery Zone Bonds provide a 45% and Build America Bonds provide a 35% annual rebate of interest costs respectively from the federal government. The annual debt service required to retire the 2010 Series Bonds is approximately $582,000 per year after the interest rebate over a 20 year term.
Debt service payments are funded entirely through funding source transfers from the General Fund.
The FY 2012 debt service includes a December 1, 2011, interest payment of $352,608 for the Recovery Zone Bonds and $233,711 for the Build America Bonds less interest rebates of $154,940 and $79,874 respectively. Paying agent fees totaled approximately $450 resulting in the FY 2012 debt service total of approximately $351,955.
The FY 2013 debt service includes a June 1, 2012, interest payments of $124,450 for the Recovery Zone Bonds and $82,486 for the Build America Bonds and a December 1, 2012, interest payments of $124,450 for the Recovery Zone Bonds, $82,486 for the Build America Bonds and a principal payment of $361,000 for the Build America Bonds. These charges will be offset by interest rebates of $112,005 and $57,740 respectively. Paying agent fees total approximately $450 resulting in the FY 2013 debt service total of approximately $351,955.
Fund: DEBT SERVICE Division: 2010 G.O. BONDS PUBLIC SAFETY FACILITY Department: DEBT SERVICE Division No.: 43015 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
DEBT SERVICE
600 General Obligation Bond Prin. 0 0 0 361,000 601 General Obligation Bond Int. 0 586,319 351,505 244,127 690 Paying Agent Fees 0 450 450 1,400
TOTAL DEBT SERVICE EXPENDITURES 0 586,769 351,955 606,527
TOTAL EXPENDITURES AND OTHER FINANCING USES 0 586,769 351,955 606,527 Fund:Fund: DEBT SERVICE
Department: DEBT SERVICE
Division: 2011 G.O. REFUNDING BOND/FIRE STATION
Division No.: 43016
MISSION:
This Division provides current funding for redemption of principal, the interest cost and paying agent fees for the Series 2011 General Obligation Refunding Bonds.
PROGRAM HIGHLIGHTS:
In October 2011, the City of Carbondale issued General Obligation Refunding Bonds to refund the Series 2004 General Obligation Refunding Bonds and to provide funds for the construction of a replacement fire station on the west side of Carbondale. The Series 2004 General Obligation Refunding Bonds originally refunded the Series 1995 General Obligation Bonds. The Series 1995 General Obligation Bonds were originally issued to provide funding for the construction of the City Hall/Civic Center located at 200 South Illinois Avenue in Downtown Carbondale.
The Series 2011 General Obligation Refunding Bonds were issued with an estimated average coupon rate of 3.66% with an estimated net interest cost of 2.84% replacing the outstanding Series 2004 General Obligation Bonds average coupon rate of 3.67% and an estimated net interest cost of 3.70%
The FY 2012 debt service expenditures are anticipated to total $93,237 in bond issuance costs.
The FY 2013 debt service includes a June 2012 interest payment of $139,963 less $3,096 in accrued interest and a December 2012 interest payment of $111,475 and principal payment of $275,000. Paying agent fees for the Bonds total approximately $450 for a FY 2013 total debt service cost of $523,792.
The Series 2011 General Obligation Refunding Bond Debt Service is funded entirely through funding source transfers from the General Fund.
Fund: DEBT SERVICE Division: 2011 G.O. REFUNDING BONDS/ FIRE STATION Department: DEBT SERVICE Division No.: 43016 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
DEBT SERVICE
600 General Obligation Bond Prin. 0 0 0 275,000 601 General Obligation Bond Int. 0 0 0 248,342 690 Paying Agent Fees 0 0 0 450 695 G. O. Bonds Issuance Costs 0 0 93,237 0
TOTAL DEBT SERVICE EXPENDITURES 0 0 93,237 523,792
OTHER FINANCING USES
990 Bond Refunding 00 00
TOTAL EXPENDITURES AND OTHER FINANCING USES 0 0 93,237 523,792 COMMUNITY INVESTMENT FUNDS
Community Investment Funds are created to account for financial resources to be used for the acquisition or construction of major capital facilities, except for those financed by Special Revenue Funds and Proprietary Funds. The Community Investment Funds provide a formal mechanism which enables administrators to ensure that revenues restricted to a certain, relativelypermanent purpose are used only for that purpose.
The Local Improvement Fund provides the control for construction of Community Investment Program projects that are not funded in other capital project, governmental, or proprietary funds. The primary sources offunding include the three-cent per gallon locally collected municipal motor fuel tax, any grant funds and the funding source transfer from the General Fund.
The Villas of Carbondale is a gated community with 50 one- and two-bedroom apartments, mostly for qualifying low-income residents over the age of 55. The development was partially financed by the Illinois Housing Development Authority through the American Recovery and Reinvestment Act.
The development will provide options for seniors facing economic hardship. Qualified residents must be age 55 or older and have an annual individual income of less than 60 percent of Jackson County's median annual income, or about $22,980. The Villa’s will provide more affordable housing options for seniors in Carbondale, so they can continue to live in the community that's become their home.
The Villas community sits on six acres out of 22 acres rezoned for the project. The other acreage, located to the south of the complex, is designated for future developments. SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE COMMUNITY INVESTMENT FUNDS LOCAL IMPROVEMENT FUND FUND NO. 40 AUTHORIZED ESTIMATED ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013
REVENUES 2,224,595 473,300 537,091 547,951
EXPENDITURES 10,266,229 741,113 647,642 3,156,800
EXCESS OF REVENUES OVER (UNDER) EXPENDITURES (8,041,634) (267,813) (110,551) (2,608,849)
OTHER FINANCING SOURCES (USES): TRANSFERS FROM OTHER FUNDS 0 120,000 120,000 100,000 TRANSFERS TO OTHER FUNDS (369,337) (280,731) (280,731) (318,295) LOAN PROCEEDS 0000 BOND PROCEEDS 7,991,000 0 2,800,000 0 BOND PREMIUM 0 0 4,011 0
NET TOTAL OTHER FINANCING SOURCES (USES) 7,621,663 (160,731) 2,643,280 (218,295)
NET INCREASE (DECREASE) IN FUND BALANCES (419,971) (428,544) 2,532,729 (2,827,144)
FUND BALANCE BEGINNING OF FISCAL YEAR 772,333 352,362 352,362 2,885,091
FUND BALANCE END OF FISCAL YEAR 352,362 (76,182) 2,885,091 57,947 STATEMENT OF REVENUES AND OTHER FINANCING SOURCES COMMUNITY INVESTMENT FUNDS LOCAL IMPROVEMENT FUND
FUND NO. 40 AUTHORIZED ESTIMATED ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013 GENERAL PROPERTY TAXES 34001-010 Public Benefit Prop. Tax Levy 0 0 0 0
SALES AND SERVICE TAXES 34002-080 Municipal Motor Fuel Tax 436,068 468,500 438,751 438,751
INTERGOVERNMENTAL REVENUES 34003-020 State & Local Govt. Grants 0 0 0 0 34003-030 Federal Grants 1,739,444 0 10,380 107,000 34003-080 Other Governmental Units 0 0 82,208 0 34003-085 Federal Disaster Relief 0 0 0 0 34003-165 CCHS Loan 0 0 0 0 1,739,444 0 92,588 107,000
USE OF MONEY & PROPERTY 34006-101 Interest Earned-Check./Savings 46,564 2,000 1,015 1,000 34006-401 Interest on Investments 939 2,600 4,537 1,000 34006-510 Escrow Earnings 0 0 0 0 34006-600 Sale of City Property 0 0 0 0 34006-900 Miscellaneous 241 200 200 200 47,744 4,800 5,752 2,200 CONTRIBUTIONS/ASSESSMENTS 34011-010 Property Owner Contributions 1,339 0 0 0
TOTAL REVENUES 2,224,595 473,300 537,091 547,951
OTHER FINANCING SOURCES 34090-001 General Fund 0 120,000 120,000 100,000 34090-011 Motor Fuel Tax Fund 0 0 0 0 34090-014 Tax Increment Fund 0 0 0 0 34090-100 Loan-Proceeds 0 0 0 0 34090-941 Bond Proceeds 7,991,000 2,800,000 0 34090-942 Bond Premium 0 0 4,011 0 7,991,000 120,000 2,924,011 100,000
TOTAL LOCAL IMPROVEMENT FUND 10,215,595 593,300 3,461,102 647,951 Fund:Fund: The FY 2013 program provides funding for construction LOCAL IMPROVEMENT and construction engineering on the following projects:
Department: $ Open Space Development (OS1002) COMMUNITY INVESTMENTS $ Fire Station Relocation (PB0001) Division: $ Bridge Maintenance and Rehabilitation CIP and REPLACEMENT Program (ST1301) $ Sidewalk Program (SW1301) Division No.: 44007 $ Superblock Sidewalk Improvements (SW1302)
FUNCTION:
The Community Investment Program budget for the Local In FY 2012, the Local Improvement Community Improvement Fund provides the funding for construction Investment Program Budget transferred funds to the Debt of capital projects that are not funded in other Service Fund for a portion of the Debt Service required on governmental or proprietary funds. the Series 2006 General Obligation Street Improvement Bonds. It will do so again in FY 2013. PROGRAM HIGHLIGHTS:
The FY 2012 program provided funding for engineering on the following projects:
$ Open Space Development (OS1002) $ Fire Station Relocation (PB0001) $ Street Patching Program (ST1201) $ Sidewalk Program (SW1201)
The FY 2012 program provided funding for construction and construction engineering on the following projects:
$ Reed Station Road Reconstruction, Illinois Route 13 to East Walnut Street, Old Route 13 (ST0102) $ Reed Station Parkway Connector to Illinois Route 13 (ST0305) $ Street Patching Program (ST1201) $ Sidewalk Program (SW1201)
The FY 2012 program provided funding for land acquisition for development on the following project:
$ Open Space Development (OS1002)
The FY 2013 program provides funding for engineering on the following projects:
$ Open Space Development (OS1002) $ Street Patching Program (ST1201) $ Annual Collector Street Resurfacing Program (ST1204) $ Bridge Maintenance and Rehabilitation Program (ST1301) $ Sidewalk Program (SW1301) $ Superblock Sidewalk Improvements (SW1302)
Fund: LOCAL IMPROVEMENT Division: CIP and REPLACEMENT
Department: COMMUNITY INVESTMENTS Division No.: 44007 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
DIRECT OPERATING CHGS & Svc.
252 Repairs & Maint.-Other Improv. 0 202,205 180,588 0 . TOTAL DIRECT OPERATING CHGS & SVC. 0 202,205 180,588 0
SERVICES AND CHARGES TRANSFERRED IN 352 Engineering Services 0 0 0 8,400
TOTAL SVC. & CHRGS. TRANS. IN 0 0 0 8,400 CAPITAL OUTLAY 500 Land and Improvements 250,000 0 0 0 TOTAL CAPITAL OUTLAY 250,000 0 0 0
COMMUNITY INVESTMENT PROGRAM
520 CIP Preliminary Eng.-Eng.Div.Serv. 0 0 0 9,600 530 CIP Design Eng.-Eng.Div.Serv. 12,973 30,000 39,592 36,000 531 CIP Design Eng.-Contractual 71,037 140,781 140,781 0 540 CIP Resident Eng.-Eng.Div.Serv 248,332 38,127 34,589 57,200 541 CIP Resident Eng.-Contractual 215,657 0 1,656 72,000 550 CIP Acquisition-Eng.Div.Serv. 0 0 0 0 553 CIP Acquisition-Contractual 0 0 0 0 555 CIP Acquisition-Land Purchase 0 0 45,000 0 560 CIP Construction-City Labor 304,557 0 0 0 565 CIP Construction-Contractual 9,055,389 300,000 205,436 2,838,000 580 CIP Contingency 0 30,000 0 135,600
TOTAL COMMUNITY INVESTMENT PROG. 9,907,945 538,908 467,054 3,148,400
DEBT SERVICE
695 GO Bonds Issuance Costs 108,284 0 0 0
TOTAL DEBT SERVICE 108,284 0 0 0
TOTAL EXPENDITURES 10,266,229 741,113 647,642 3,156,800
FUNDING SOURCE TRANSFERS
930 Debt Service Fund 369,337 280,731 280,731 318,295
TOTAL FUNDING SOURCE TRANSFERS 369,337 280,731 280,731 318,295
TOTAL LOCAL IMPROVEMENT FUND 10,635,566 1,021,844 928,373 3,475,095 PROPRIETARY FUNDS
Proprietary Funds are established to account for the self-supporting municipal activities that are similar to private business, where the intent ofthe governing body is that the costs ofproviding goods and services to the general public on a continuing basis be financed or recovered primarily through charges for services. The significant characteristic of a proprietary fund is that the accounting system makes it possible to determine operating profit or loss. ENTERPRISE FUNDS The Waterworks and Sewerage Fund, provides for the operation and maintenance ofthe municipal water and wastewater treatment and distribution systems. In addition, transfers from the Operating Account provide the financing ofCommunity Investments and debt service requirements. Operating revenues are derived from water and sewer service charges. Community Investments are also financed from property owner contributions and General Obligation Bond proceeds. The Public Works Department is responsible for the administration ofthe Waterworks and Sewerage Fund.
The Parking System Operations Fund operates and maintains public use parking lots and metered street areas. Revenue is derived from parking meter receipts, permits, and fines. The Finance Department is responsible for the administration of this fund. Maintenance of the municipal parking lots and meters and the collection ofmeter revenues are provided by the Street Maintenance Division ofthe Public Works Department. The Solid WasteManagement Fund, which is administered by the Public Works Department, provides for the municipal refuse collections, landscape waste removal and the recycling program. Revenue is derived from City refuse customer service fees, landscape waste fees, and recycling assessment fees. The RentalPropertiesFundoperates the University City Municipal Complex as a service center for S.1. Regional Social Services, State Crime Lab and other non-profit organizations. Rental income, which provides funds for operating expenses and community investments, is the major source of revenue. The Public Works Department is responsible for the operation ofthis fund. INTERNAL SERVICE FUND Health Reimbursement Fund is used to account for the City's Group Health Insurance premiums which are financed by City, employee, and retiree contributions. This fund is administered by the General Government Department - Human Resources Division.
In recent years the City has been experiencing breaks on its 10” diameter water mains. There are many of these water mains throughout the City that are old and in need of replacement. CIP #WS1301 Feeder Water Main Replacements (10” & larger) is allocating $1.3 million dollars in five years to set priorities to replace the large diameter water mains as these lines feed many of the other lines throughout the City.
AND CHANGES IN WORKING FUND BALANCE PROPRIETARY FUNDS WATERWORKS AND SEWERAGE FUND TOTAL FUND FUND NO. 70 AUTHORIZED ESTIMATED ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013
REVENUES 9,235,316 8,647,181 8,468,247 9,909,114
EXPENDITURES 10,949,415 10,605,418 9,988,689 11,796,708
EXCESS OF REVENUES OVER (UNDER) EXPENDITURES (1,714,099) (1,958,237) (1,520,442) (1,887,594)
NET TOTAL OTHER FINANCING SOURCES (USES) 1,214,000 0 0 0
NET INCREASE (DECREASE) IN FUND BALANCES (500,099) (1,958,237) (1,520,442) (1,887,594)
NON-CASH CREDITS FOR DEPRECIATION LOSS ON DISPOSAL OF FIXED ASSETS AND PREPAID BOND EXPENSES AND ACCRUED INTEREST 1,852,512 1,929,736 1,929,736 1,929,736
NET INCREASE (DECREASE) IN FUND BALANCE 1,352,413 (28,501) 409,294 42,142
WORKING FUND BALANCE BEGINNING OF FISCAL YEAR 3,075,190 4,427,603 4,427,603 4,836,897
WORKING FUND BALANCE END OF FISCAL YEAR 4,427,603 4,399,102 4,836,897 4,879,039 STATEMENT OF REVENUES AND OTHER FINANCING SOURCES PROPRIETARY FUNDS WATERWORKS AND SEWERAGE FUND FUND NO. 70 AUTHORIZED ESTIMATED ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013 SERVICE CHARGES - WATER 37020-010 Residential 1,708,166 1,761,941 1,730,856 1,867,430 37020-020 Commercial 685,613 712,724 677,247 710,751 37020-030 University 1,002,371 1,027,341 958,011 965,123 37020-040 Water Districts 942,421 959,571 969,870 1,039,373 4,338,571 4,461,577 4,335,984 4,582,677 SERVICE CHARGES - SEWER 37021-010 Residential 1,852,857 1,928,550 1,914,625 2,263,788 37021-020 Commercial 657,497 681,508 665,765 865,687 37021-030 University 917,160 889,435 841,245 960,757 37021-050 Surcharge-Industrial 149,448 145,000 157,495 150,000 3,576,962 3,644,493 3,579,130 4,240,232 OTHER CHARGES & FEES 37022-010 Water Tap Fees 34,446 32,000 16,000 20,000 37022-020 Sewer Tap Fees 14,819 8,200 13,000 13,000 37022-030 Reconnect Fees 39,771 38,000 32,360 35,500 37022-035 Late Payment Fees 98,360 109,000 98,505 99,000 37022-040 Material & Labor Sales 137,183 130,000 132,750 130,000 37022-050 Sewer Assessments 15,357 0 0 35,572 37022-060 Cedar Lake Beach Fees 23,886 24,000 20,007 22,000 37022-065 Cedar Lake Concession Sales 4,942 4,800 4,596 4,600 37022-090 Miscellaneous 11,876 2,050 2,035 2,050 380,640 348,050 319,253 361,722 USE OF MONEY & PROPERTY 37023-101 Interest Earned Check/Save-O&M 1,878 2,200 2,200 2,200 37023-102 Interest Earned Other-O&M 3,701 3,390 2,533 2,522 37023-401 Interest on Investments-O&M 8,667 9,000 8,100 8,350 37023-449 Interest on Inv.-Debt Service 0000 37023-500 Rental of Property 44,288 44,261 43,108 43,596 37023-600 Sale of City Property 15,498 2,000 7,532 2,000 37023-601 Gain on Sale of City Property 0000 37023-800 Insurance Proceeds 97,910 118,758 128,729 93,215 171,942 179,609 192,202 151,883
TOTAL OPERATING REVENUE 8,468,115 8,633,729 8,426,569 9,336,514 NON-OPERATING REVENUE 37025-044 Prop. Owner Contributions-Water Lines 0000 37025-045 Prop. Owner Contributions-Sewer Lines 0000 37025-080 Grants - Other Governmental Units 0 8,932 9,360 0 37025-085 Federal Disaster Relief 0 0 14,626 0 37025-110 Const-Interest Earn Checking 410 120 675 600 37025-120 Const-Intergovernmental-Grants 764,202 0 15,802 570,000 37025-144 Const-Interest on Investments 2,432 4,400 1,215 2,000 37025-411 Gain/Loss on Investments 157000
TOTAL NON-OPERATING REVENUE 767,201 13,452 41,678 572,600
TOTAL REVENUES 9,235,316 8,647,181 8,468,247 9,909,114
OTHER FINANCING SOURCES 37090-001 General Fund 0000 37090-100 Loan Proceeds - Equipment 114,000 0 0 0 37090-150 Loan Proceeds - ILEPA 0000 37090-170 Loan Proceeds - Capital Improvement 0000 37090-197 Bond Proceeds - GOB 1,100,000 0 0 0
TOTAL OTHER FIN. SOURCES 1,214,000 0 0 0
TOTAL WATERWORKS AND SEWERAGE FUND 10,449,316 8,647,181 8,468,247 9,909,114 STATEMENT OF EXPENDITURES and OTHER FINANCING USES PROPRIETARY FUNDS WATERWORKS and SEWERAGE FUND FUND NO. 70 AUTHORIZED ESTIMATED Division DEPARTMENT NAME ACTUAL BUDGET ACTUAL BUDGET Number DIVISION NAME FY 2011 FY 2012 FY 2012 FY 2013 PUBLIC WORKS DEPARTMENT 47000 Support Services 2,679,599 2,667,921 2,667,119 2,775,145 47002 Lake Management 189,049 298,340 290,213 268,387 47009 Central Laboratory 327,118 367,591 365,155 397,362 47011 Water Treatment Plant 1,268,875 1,310,865 1,311,115 1,305,136 47015 Water Distribution 448,211 765,377 687,234 722,545 47019 Meter Services 167,427 241,394 206,564 253,129 47021 Sewer Collection 441,567 363,232 348,193 375,134 47022 SE Wastewater Treatment Plant 825,628 981,373 938,563 930,054 47023 NW Wastewater Treatment Plant 956,004 1,042,426 1,042,198 1,112,356 47025 Sewage Lift Stations 55,278 141,034 164,056 66,154
TOTAL PUBLIC WORKS DEPARTMENT 7,358,756 8,179,553 8,020,410 8,205,402
COMMUNITY INVESTMENTS 47044 Wastewater System-CIP & Replace. 1,128,781 584,200 467,878 980,500 47045 Water System-CIP & Replacement 1,442,659 758,345 417,776 1,531,720
TOTAL COMMUNITY INVESTMENTS 2,571,440 1,342,545 885,654 2,512,220
DEBT SERVICE 47049 Water and Sewer Bonds & Loans 1,019,219 1,083,320 1,082,625 1,079,086
TOTAL DEBT SERVICE 1,019,219 1,083,320 1,082,625 1,079,086
TOTAL WATERWORKS AND SEWERAGE FUND 10,949,415 10,605,418 9,988,689 11,796,708 SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN WORKING FUND BALANCE PROPRIETARY FUNDS WATERWORKS AND SEWERAGE FUND OPERATING ACCOUNT FUND NO. 70 AUTHORIZED ESTIMATED ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013
REVENUES 8,468,115 8,642,661 8,450,555 9,336,514
EXPENDITURES 7,358,756 8,179,553 8,020,410 8,205,402
EXCESS OF REVENUES OVER (UNDER) EXPENDITURES 1,109,359 463,108 430,145 1,131,112
OTHER FINANCING SOURCES (USES): TRANSFERS TO COMM. INVEST. ACCT (1,753,488) (1,424,216) (1,477,706) (1,969,206) TRANSFERS TO DEBT SERVICE ACCOUNT (1,128,062) (1,080,460) (1,079,189) (1,076,226) CONTRIBUTED EQUIPMENT 0000 LOAN PROCEEDS - EQUIP. 114,000 0 0 0
NET TOTAL OTHER FINANCING SOURCES (USES) (2,767,550) (2,504,676) (2,556,895) (3,045,432)
NET INCREASE (DECREASE) IN FUND BALANCES (1,658,191) (2,041,568) (2,126,750) (1,914,320)
NON-CASH CREDITS FOR LOSS ON DISPOSAL OF FIXED ASSETS AND DEPRECIATION EXPENSES 1,852,512 1,929,736 1,929,736 1,929,736
NET INCREASE (DECREASE) IN FUND BALANCES 194,321 (111,832) (197,014) 15,416
WORKING FUND BALANCE BEGINNING OF FISCAL YEAR 671,061 865,382 865,382 668,368
WORKING FUND BALANCE END OF FISCAL YEAR 865,382 753,550 668,368 683,784 SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN WORKING FUND BALANCE PROPRIETARY FUNDS WATERWORKS AND SEWERAGE FUND COMMUNITY INVESTMENT AND REPLACEMENT ACCOUNT FUND NO. 70 AUTHORIZED ESTIMATED ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013
REVENUES 767,201 4,520 17,692 572,600
EXPENDITURES 2,571,440 1,342,545 885,654 2,512,220
EXCESS OF REVENUES OVER (UNDER) EXPENDITURES (1,804,239) (1,338,025) (867,962) (1,939,620)
OTHER FINANCING SOURCES (USES): TRANSFERS FROM OPERATING ACCOUNT 1,753,488 1,424,216 1,477,706 1,969,206 TRANSFERS FROM GENERAL FUND 0000 REFUND OF UNCOLLECTABLE ACCTS. 0000 BOND AND LOAN PROCEEDS 1,100,000 0 0 0
NET TOTAL OTHER FINANCING SOURCES (USES) 2,853,488 1,424,216 1,477,706 1,969,206
NET INCREASE (DECREASE) IN FUND BALANCES 1,049,249 86,191 609,744 29,586
WORKING FUND BALANCE BEGINNING OF FISCAL YEAR 2,396,163 3,445,412 3,445,412 4,055,156
WORKING FUND BALANCE END OF FISCAL YEAR 3,445,412 3,531,603 4,055,156 4,084,742 SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN WORKING FUND BALANCE PROPRIETARY FUNDS WATERWORKS AND SEWERAGE FUND DEBT SERVICE ACCOUNT FUND NO. 70 AUTHORIZED ESTIMATED ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013
REVENUES 0000
EXPENDITURES 1,019,219 1,083,320 1,082,625 1,079,086
EXCESS OF REVENUES OVER (UNDER) EXPENDITURES (1,019,219) (1,083,320) (1,082,625) (1,079,086)
OTHER FINANCING SOURCES (USES): TRANSFERS FROM OPERATING ACCOUNT 1,128,062 1,080,460 1,079,189 1,076,226
NET TOTAL OTHER FINANCING SOURCES (USES) 1,128,062 1,080,460 1,079,189 1,076,226
NET INCREASE (DECREASE) IN FUND BALANCES 108,843 (2,860) (3,436) (2,860)
NON-CASH CREDITS FOR PREPAID BOND EXPENSES AND ACCRUED INTEREST 0000
NET INCREASE (DECREASE) IN FUND BALANCES 108,843 (2,860) (3,436) (2,860)
WORKING FUND BALANCE BEGINNING OF FISCAL YEAR 7,966 116,809 116,809 113,373
WORKING FUND BALANCE END OF FISCAL YEAR 116,809 113,949 113,373 110,513 CITY OF CARBONDALE, ILLINOIS Organizational Chart
Public Works Department Waterworks & Sewerage Fund
City Manager
Public Works Director
Supt. Water Supt. Wastewater Operations Central Treatment Cedar Lake Manager Laboratory Plants Supervisor (2.0) (1.16)
Lake AdministrativeWater Operators Plant Maintenance AssistantDistribution & Operators Workers Sewer Collections (3.0) (14.0) (1.53) Superintendent
Meter Services Lab Intern Head Utility Maint.Utility Maint. (0.48) Lifeguards Workers Workers (0.25) (3.0) (6.0)
Lifeguards (0.92) Plant Operators (7.0) Total Number of Employees - (43.34) Fund:Fund: The Water Quality Report advises water customers of the WATERWORKS and SEWERAGE quality and contents of the City=s water, and is required by the Illinois Environmental Protection Agency (IEPA). Department: PUBLIC WORKS The Support Services Division administers a Cross Connection Program and Cross Connection Survey. Division: SUPPORT SERVICES Businesses that conduct operations that could be harmful to the public water supply are required to use backflow Division No.: 47000 prevention devices to protect against cross contamination. The Cross Connection Program requires routine tests of MISSION: these devices to ensure the safety of the water system. The Cross Connection Survey is conducted citywide to identify The mission of the Support Services Division is to provide and correct any new or unknown potentially harmful general and administrative support to all operating connections to the water system. This survey is sent to all Divisions of the Waterworks and Sewerage Fund. water accounts, including businesses and residential, and is required by the IEPA every two years. The City sends this SERVICES: survey to half of the water accounts every year.
The Support Services Division provides administrative The Grease Trap Monitoring Program requires restaurants direction to the Water Treatment Plant, Water Distribution, and other businesses to submit information regarding Meter Services, and Sewer Collection Divisions. The disposal and cleaning of grease traps. This program Support Services Division includes payments for outside supports the Sewer Collection Division by reducing the consultants, billing services, and property insurance. This number of sewer main stoppages caused by grease, which Division also includes the depreciation expenses for fixed improves the quality of sewer service provided to assets owned by the Waterworks and Sewerage Fund. customers. Reduced grease loading also helps keep treatment costs down at both of the City’s Wastewater PROGRAM HIGHLIGHTS: Treatment Plants.
Funds are budgeted for materials and postage for multiple annual mass mailings that are sent to each one of the City’s approximately 8,000 water accounts.
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Water Operations Manager 1.00 1.00 1.00 1.00 $64,853
Water Distribution and Sewer Collection Superintendent 1.00 1.00 1.00 1.00 $57,963
Administrative Assistant 1.00 1.00 1.00 1.00 $47,899
TOTAL 3.00 3.00 3.00 3.00 $170,715
Fund: WATERWORKS and SEWERAGE Division: SUPPORT SERVICES
Department: PUBLIC WORKS Division No.: 47000 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 177,310 167,374 167,374 170,715 101 Accrued Sick Leave (43,681) 0 0 0 102 Accrued Vacation Leave (3,763) 0 0 0 103 Accrued Birthday Leave (1,006) 0 0 0 130 Employee Health Ins. Benefits 25,267 28,785 27,942 30,086 131 Employee Retirement Benefits 32,177 31,323 31,824 33,908 140 Employee Work Comp. Benefits 14,420 16,802 15,795 15,364
TOTAL PERSONAL SERVICES 200,724 244,284 242,935 250,073
DIRECT OPERATING CHARGES & SERVICES
200 Professional & Consultant Fees 48,620 17,112 14,098 11,000 210 Publishing and Filing Fee 1,290 0 0 0 220 Communications-Telephone 5,877 5,327 5,327 4,920 222 Communications-Postage 24,496 25,558 25,558 30,564 240 Travel, Conferences, Training 3,758 5,320 6,320 7,095 250 Repairs & Maint.-Equip. 802 214 200 200 251 Reparis & Maint.-Bldg. & Struc. 0 0 0 8,000 260 Rental Charges 1,512 1,901 1,901 1,901 270 Outside Printing Services 5,967 6,125 6,125 6,650 271 Other Outside Services 7,207 6,875 5,450 5,450 272 Office Supplies 4,173 4,581 4,581 4,580 273 Operating Supplies & Materials 4,439 2,250 2,250 2,250 275 Motor Fuels and Lubricants 2,662 4,240 4,240 5,106 280 Subscriptions and Memberships 498 702 702 705 281 Insurance and Bonds 136,614 164,812 164,812 177,907 282 Licenses and Taxes 32 0 0 0 299 Operating Equipment 975 3,698 3,698 0
TOTAL DIR. OPER. CHRGS. & SRVCS. 248,922 248,715 245,262 266,328 SERVICES AND CHARGES TRANSFERRED IN
310 Veh. & Equip.-Labor & Overhead 1,933 2,650 2,650 2,741 311 Vehicle & Equipment-Parts 2,669 3,600 3,600 3,500 332 Information Systems Services 37,966 40,728 40,728 43,500 335 Financial Management Services 160,242 155,188 155,188 232,266 352 Engineering Services 40,998 39,020 39,020 37,001
TOTAL SRVCS & CHRGS TRANSFER IN 243,808 241,186 241,186 319,008
NON-OPERATING CHARGES
410 Court Awards & Indemnities 987 0 0 0 420 Uncollectible Accounts 132,646 4,000 8,000 10,000 490 Loss on Dispos. Of Fixed Assets 5,010 0 0 0
TOTAL NON-OPERATING CHARGES 138,643 4,000 8,000 10,000 Fund: WATERWORKS and SEWERAGE Division: SUPPORT SERVICES
Department: PUBLIC WORKS Division No.: 47000 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
DEPRECIATION EXPENSE
890 Depreciation on Fixed Assets 1,847,502 1,929,736 1,929,736 1,929,736
TOTAL DEPRECIATION EXPENSE 1,847,502 1,929,736 1,929,736 1,929,736
TOTAL EXPENDITURES 2,679,599 2,667,921 2,667,119 2,775,145 Fund: a. Maintain fire trails WATERWORKS and SEWERAGE b. Extinguish all fires as quickly as possible Department: PUBLIC WORKS c. Make the public aware of fire potential
Division: d. Regulate and control recreation activities that may LAKE MANAGEMENT contribute to fires Division No.: 47002 e. Work with fire departments and the U.S. Forest Service on prevention and control activities
MISSION: Objective: 3. Prevent pollution of Cedar Lake and adjacent City The mission of the Lake Management Division is to property protect the Cedar Lake watershed and to supervise and control all recreation activities on City-owned property at Strategies: Cedar Lake. a. Work with power companies to perform right-of- SERVICES: way maintenance by mechanical rather than chemical means The Lake Management Division manages Cedar Lake property and facilities, enforces all applicable ordinances b. Work with the Jackson County Department of and develops programs that ensure good conservation Public Health, the Illinois Department of Public practices and environmentally sound recreational lake use Health and the U.S. Forest Service to monitor policies. Lake Management staff supervises the beach and sewage lagoons, septic systems, garbage dumps boat launch areas and patrols the lake and City-owned land and other activities on property within the Cedar adjacent to the lake. Lake watershed
SIGNIFICANT GOALS AND OBJECTIVES: c. Provide convenient litter containers, recycling stations and enforce litter ordinances GOAL: A. Retain the highest possible water quality at Cedar Lake GOAL: B. Ensure clean and safe recreational opportunities for the Objective: community 1. Minimize and control soil erosion Objective: Strategies: 1. Increase public awareness of the beach and a. Establish vegetation on barren areas encourage its use
b. Construct and maintain water diversion structures, Strategies: low-head dams, collection basins and other means a. Publicize and provide current information about of slowing water run-off the beach
c. Regulate and control recreation and other b. Ensure the continuing family atmosphere by activities that contribute to erosion problems posting and enforcing beach rules and regulations
d. Work with the United States Forest Service, Objective: United States Department of Agriculture Soil 2. Promote proper and safe use of area and facilities Conservation Service and the Jackson County Soil and Water Conservation District on prevention and Strategies: control activities a. Conduct regular road and water patrol to enforce ordinances, assist area users, and increase safety Objective: 2. Prevent and control fires b. Inform area users of governing regulations
Strategies: Division: LAKE MANAGEMENT Division No.: 47002
c. Encourage area users to employ proper safety Federal 319 Clean Water Act, watershed erosion control equipment, take necessary precautions and inform work was completed in the spring of 2011. The project them of unusual hazards or circumstances was completed to maintain this high quality water source for the City far into the future. d. Work with the U.S. Forest Service, the Jackson County Health Department, Illinois Department of Data gathering work on the main dam drainage system was Public Health and the Illinois Department of performed in fall 2011. An engineering report was Natural Resources regarding regulatory and safety completed in 2012. aspects As directed by the Illinois Department of Natural PROGRAM HIGHLIGHTS: Resources, the creel size limits on all fish will remain the same in FY 2013. Poplar Camp Beach will be operational daily from the Friday of Memorial Day weekend through Labor Day. In FY 2013, the South Lake House will be demolished and Overall maintenance and patrol activities will be a modular home installed. This residence is used as rental performed simultaneously to maintain high water quality property with the tenant assisting the Cedar Lake and provide for safe recreation. Supervisor by monitoring and reporting any undesirable activities that may occur on/around the south end of the Through grants received from The Illinois Environmental lake. Protection Agency (IEPA) Clean Lakes Program and the
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Beach Users (in numbers) B-1 13,936 13,000 12,849 13,000
Admission Revenues (Dollars) B-1 23,887 22,500 20,032 22,500
Beach Concession Sales (Dollars) B-1 5,012 5,000 4,439 5,000
Boat Launch Safety Checks B-2 270 250 240 225
Fire Trail Maintenance (Hours) A-2 475 550 550 550
Erosion Control (Hours) A-1 425 450 425 450
Signs Repaired or Replaced A-1/A-2/B-2 32 25 20 25
Road/Water Patrol (Hours) B-2 700 600 550 550
Mowing/Litter Removal (Hours) A-1/B-2 450 450 475 475
Division: LAKE MANAGEMENT Division No.: 47002
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Cedar Lake Supervisor 1.00 1.00 1.04 1.16 $48,003 (Leave Payout) $19,434
Shore Line Grant Worker 0.66 0.00 0.00 0.00 $0
Lake Maintenance Worker 1.28 1.54 1.49 1.53 $39,360
Head Lifeguard 0.22 0.25 0.22 0.25 $6,396
Lifeguard 0.95 0.92 0.95 0.92 $19,047
TOTAL 4.11 3.71 3.70 3.86 $132,240
Fund: WATERWORKS and SEWERAGE Division: LAKE MANAGEMENT
Department: PUBLIC WORKS Division No.: 47002 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 128,589 121,612 127,791 132,240 110 Employee Overtime 0 100 0 100 130 Employee Health Ins. Benefits 0 0 0 7,910 131 Employee Retirement Benefits 15,818 15,130 17,011 16,534 140 Employee Work. Comp. Benefits 6,656 8,804 8,424 8,506 141 Employee Unemployement Comp. 11,569 4,752 8,372 9,000 150 Special Contractual Benefits 800 800 800 800
TOTAL PERSONAL SERVICES 163,432 151,198 162,398 175,090
DIRECT OPERATING CHARGES & SERVICES
200 Professional and Consultant Fees 5,898 66,924 50,000 0 220 Communications-Telephone 735 801 790 1,281 222 Communications-Postage 45 30 30 30 230 Utilities-Electric 1,318 2,089 1,700 1,498 231 Utilities-Gas 739 844 800 881 232 Utilities-Water and Sewer 584 609 585 609 240 Travel, Conferences, Training 568 600 575 600 250 Repairs & Maint.-Equip. 495 850 800 1,000 251 Repairs & Maint.-Bldg & Struc. 3,423 3,684 3,600 4,734 252 Repairs & Maint.-Other Improv. 5,215 6,875 6,300 7,020 270 Outside Printing Services 35 125 0 50 272 Office Supplies 168 115 110 135 273 Operating Supplies & Materials 1,169 1,275 1,200 1,800 275 Motor Fuels and Lubricants 4,996 7,293 6,950 8,335 280 Subscriptions and Memberships 20 20 20 20 282 Licenses and Taxes 50 50 50 50 299 Operating Equipment 2,333 12,260 11,404 600
TOTAL DIR. OPER. CHRGS. & SRVCS. 27,791 104,444 84,914 28,643
SERVICES AND CHARGES TRANSFERRED IN
310 Veh. & Equip.-Labor & Overhead 3,633 3,180 3,100 3,959 311 Vehicle & Equipment-Parts 2,656 5,000 7,500 5,000 315 Building & Structure Maint. 140 349 0 512 316 Street Maintenance Services 214 492 0 542 361 Forestry Services 0 383 0 391
TOTAL SRVCS. & CHRGS. TRANS IN 6,643 9,404 10,600 10,404
Fund: WATERWORKS and SEWERAGE Division: LAKE MANAGEMENT
Department: PUBLIC WORKS Division No.: 47002 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
NON-OPERATING CHARGES
400 Merchandise & Serv. for Resale 3,948 4,250 3,257 4,250
TOTAL NON-OPERATING CHARGES 3,948 4,250 3,257 4,250
CAPITAL OUTLAY
501 Buildings and Structures 0 29,044 29,044 50,000 503 Machinery and Equipment 0 0 0 0
TOTAL CAPITAL OUTLAY 0 29,044 29,044 50,000
EXPENDITURES TRANSFERRED OUT
710 Serv. & Charg. To Capital Proj. (12,765) 0 0 0
TOTAL EXPENDITURES TRANSFERRED OUT (12,765) 0 0 0
TOTAL EXPENDITURES 189,049 298,340 290,213 268,387 Fund:Fund: WATERWORKS and SEWERAGE c. Provide monitoring to manage the use of chemicals for treatment to manage drinking water Department: taste and odor PUBLIC WORKS Objective: Division: CENTRAL LABORATORY 2. Update standard operating laboratory procedures (SOP) to maintain certification for drinking water Division No.: 47009 microbiology analyses
MISSION: Strategies: a. Update quality control procedures and the Quality The mission of the Central Laboratory is to perform water Manual to conform to the latest state requirements and wastewater tests for the City's water and sewer systems and regulations in support of the City's efforts to produce high quality drinking water and wastewater effluent and to monitor GOAL: industrial waste streams to ensure compliance with the B. Provide monitoring support to operate high-quality Environmental Protection Agency (EPA) pretreatment wastewater treatment systems that meet community regulations and City Code. needs in compliance with the applicable laws and regulations SERVICES: Objective:
1. Provide monitoring to evaluate baseline nutrient The Central Laboratory performs the water and wastewater and metal levels in the wastewater treatment tests required by the federal and state EPA. The Central processes in effluent and discharge streams Laboratory also conducts testing to maintain optimal treatment at all department facilities with consideration Objective: given to plant efficiency and cost of operation. In addition 2. Support better industrial waste management to reporting data to the Manager of Water Operations and the Superintendents of the two Wastewater Treatment Strategies: Plants, the Central Laboratory staff assists with monthly a. Closely monitor industrial and Southern Illinois EPA and system evaluation reports. University waste streams for changes in waste characteristics SIGNIFICANT GOALS AND OBJECTIVES: b. Consult with local industries to help control GOAL: process waste discharges A. Provide the necessary monitoring to meet current water quality standards and prepare for upcoming GOAL: regulatory changes with consideration for optimum C. Operate economically a high-quality central laboratory quality at the least cost for the Carbondale Water and Sewerage System
Objective: Objective: 1. Perform tests to monitor and ensure the 1. Secure funds from non-City resources to assist in effectiveness of treatment processes at the Water financing Central Laboratory operations
Treatment Plant Strategies: a. Provide lab testing services for a competitive fee Strategies: to local utilities, government agencies, and a. Provide monitoring for the coagulation processes individuals to comply with regulations for turbidity limits and total organic carbon removal b. Automate test methods and processes wherever possible to maximize productivity and accuracy
b. Maintain disinfection by-product compliance by PROGRAM HIGHLIGHTS: conducting Trihalomethane (THM) tests on the Water Treatment Plant air-stripper and in the The Central Laboratory program during FY 2012 involved water distribution system to guide treatment performing testing for nutrient levels (Total Nitrogen and adjustments Total Phosphorus) and Zinc for the Wastewater Treatment
Division: CENTRAL LABORATORY Division No.: 47009
Plants. Evaluating nutrient and zinc removal through the wastewater treatment processes will be an important task in
the program to prepare for future regulatory changes.
The Laboratory maintains Illinois Department of Public Health (IDPH) certification to perform total and fecal coliform, E-coli enumeration, and Heterotrophic plate counts as required to perform tests for the City of Carbondale and other utilities for the EPA Safe Drinking Water Act, the EPA Ground Water rules, and the EPA LT2
rule.
Several new utility clients in surrounding communities selected the Central Laboratory as their coliform testing lab. Providing consistent service excellence to our clients has become known throughout the region. Outside client volume for drinking water and wastewater tests steadily increases each year.
The FY 2013 Central Laboratory program includes:
• Preparing to apply to the National Environmental Laboratory Accreditation Conference Certification (NELAC) Program for EPA certification of selected analytes in drinking water.
• Closely monitor water quality and solids for all
treatment stages, effluents, and discharge streams for both Wastewater Treatment Plants.
• Closely monitor drinking water quality throughout the treatment and distribution system, storage tanks, and following main break repairs as well as complaint testing.
• Closely monitor industrial discharges for changes in waste stream characteristics.
• Continue the outside client services testing program providing local utilities, individuals, and government agencies with laboratory services at competitive fees.
• Continue to monitor Cedar Lake and the City Reservoir water quality.
Division: CENTRAL LABORATORY Division No.: 47009
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Drinking Water Tests Performed A-1/A-2 15,496 15,500 15,890 15,500
Wastewater Tests Performed B-1 28,066 28,000 27,896 27,900
Industrial Waste Tests Performed B-2 769 900 748 800
Water Quality Tests Performed (following A-1/A-2 1,556 1,170 1,656 1,656 main break repairs)
Routine Distribution Water Samples A-1 668 650 668 668 Collected
Water Quality Tests Performed (routine A-1/A-2 6,012 6,000 6,116 6,000 distribution monitoring)
Tests Performed for Local Utilities, C-1 10,349 10,600 11,244 11,000 Government Agencies and Individuals
Water Quality Complaints Analyzed A-1 3 8 7 5
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Central Laboratory Superintendent 1.00 1.00 1.00 1.00 $56,856
Operator 3.00 3.00 3.04 3.00 $127,430
Part-time Operator 0.00 0.48 0.14 0.48 $18,238
TOTAL 4.00 4.48 4.18 4.48 $202,524
Fund: WATERWORKS and SEWERAGE Division: CENTRAL LABORATORY
Department: PUBLIC WORKS Division No.: 47009 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 176,659 195,146 187,500 202,524 110 Employee Overtime 11,865 12,445 12,995 13,762 130 Employee Health Ins. Benefits 37,036 37,375 44,969 59,692 131 Employee Retirement Benefits 33,654 38,108 37,628 42,280 140 Employee Work. Comp. Benefits 14,044 16,901 16,592 17,633 150 Special Contractual Benefits 2,250 2,250 1,800 1,800
TOTAL PERSONAL SERVICES 275,508 302,225 301,484 337,691
DIRECT OPERATING CHARGES & SERVICES
220 Communications-Telephone 808 800 800 800 222 Communications-Postage 660 575 575 575 240 Travel, Conferences, Training 3,623 3,646 2,340 3,858 250 Repairs & Maint.-Equip. 12,319 15,425 15,425 15,400 271 Other Outside Services 4,501 2,367 2,367 2,300 272 Office Supplies 234 500 500 500 273 Operating Supplies & Materials 24,511 26,700 26,700 24,100 275 Motor Fuels and Lubricants 1,509 1,851 1,522 1,985 280 Subscriptions and Memberships 282 282 285 285 299 Operating Equipment 728 11,360 11,197 7,150
TOTAL DIR. OPER. CHRGS. & SRVCS. 49,175 63,506 61,711 56,953
SERVICES AND CHARGES TRANSFERRED IN
310 Veh. & Equip.-Labor & Overhead 957 1,060 1,060 1,218 311 Vehicle & Equipment-Parts 1,478 800 900 1,500
TOTAL SRVCS. & CHRGS. TRANS IN 2,435 1,860 1,960 2,718
TOTAL EXPENDITURES 327,118 367,591 365,155 397,362 Fund:Fund: C. Operate in a consistent manner through all shifts to WATERWORKS and SEWERAGE ensure the stability of the treatment process
Department: Objective: PUBLIC WORKS 1. Effective communication among staff
Division: Strategies: WATER TREATMENT PLANT a. Promote communication between operators of different shifts and maintenance operators Division No.: 47011 b. Encourage all operators to share ideas for MISSION: improvement and areas of concern with the Water Operations Manager The mission of the Water Treatment Plant is to process water from Cedar Lake and provide high quality drinking c. Hold a meeting of all operators and the Water water for use by the City's water customers. Operations Manager on a quarterly basis
SERVICES: PROGRAM HIGHLIGHTS:
The Water Treatment Plant supplies potable water to Shift operators provide a 24 hour emergency customer residents and businesses of Carbondale, Southern Illinois service line for all water and sewer issues. University, and two outlying water districts. Shift operators are responsible for performing tests SIGNIFICANT GOALS AND OBJECTIVES: multiple times each shift and ensuring the high quality of the finished water and the efficiency of operations. GOAL: A. Produce a safe and adequate supply of water to meet Maintenance operators are responsible for repairs on all the needs of the community equipment throughout the Water Treatment Plant, the Central Lab, and the Distribution Building, as well as Objective: preventive and routine maintenance. Maintenance 1. Treat water to meet or exceed state and federal operators are also responsible for maintaining all remote regulatory standards operations sites, including water towers and pumping stations. Strategies: a. Test water at various stages of the treatment The painting program that began in FY 2011 will continue process on a continuous basis in FY 2013. Maintenance operators will repaint large portions of the plant. b. Adjust chemical dosages based on laboratory data to maintain optimal finished water quality
GOAL: B. Operate in a cost effective manner
Objective: 1. Emphasize efficiency in the water treatment process
Strategies: a. Preserve equipment and energy by preventive maintenance on electric motors, pumps, valves, and other equipment
b. Conserve water by maximizing the clarification process and minimizing filter backwashes
c. Review operational procedures and compare with emerging technologies to maintain best practices
GOAL: Division: WATER TREATMENT PLANT Division No.: 47011
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Raw Water Treated (Million Gallons Per Year) A-1 1,559 1,600 1,504 1,600
Finished Water Pumped (Million Gallons Per Year) A-1 1,503 1,550 1,458 1,550
Average Water Treated (Million Gallons Per A-1 4.272 4.500 4.121 4.500 Day)
Cost Per Thousand Gallons Pumped (Dollars) A-1 $0.846 $0.886 $0.844 $0.844
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Plant Operator 7.00 7.00 7.00 7.00 $319,809
TOTAL 7.00 7.00 7.00 7.00 $319,809
Fund: WATERWORKS and SEWERAGE Division: WATER TREATMENT PLANT
Department: PUBLIC WORKS Division No.: 47011 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 299,538 310,124 310,124 319,809 110 Employee Overtime 35,597 36,409 37,182 37,807 130 Employee Health Ins. Benefits 63,813 61,067 72,794 78,092 131 Employee Retirement Benefits 60,122 65,286 65,595 70,247 140 Employee Work. Comp. Benefits 24,544 29,487 29,960 33,902 141 Employee Unemp. Comp. Benefits 0 0 0 0 150 Special Contractual Benefits 4,500 5,250 4,200 3,600
TOTAL PERSONAL SERVICES 488,114 507,623 519,855 543,457
DIRECT OPERATING CHARGES & SERVICES
230 Utilities-Electric 259,235 268,994 260,000 305,826 250 Repairs & Maint.-Equip. 22,216 63,500 63,500 51,800 251 Repairs & Maint.-Bldg & Struc. 13,775 42,200 42,200 43,631 252 Repairs & Maint.-Other Improv. 3,151 3,660 3,660 3,050 260 Rental Charges 4,550 0 0 0 271 Other Outside Services 10,456 15,126 13,126 14,030 272 Office Supplies 1 0 0 0 273 Operating Supplies & Materials 309,754 335,331 335,331 330,580 275 Motor Fuels and Lubricants 2,536 5,201 5,201 5,443 299 Operating Equipment 71,120 15,435 15,435 0
TOTAL DIR. OPER. CHRGS. & SRVCS. 696,794 749,447 738,453 754,360
SERVICES AND CHARGES TRANSFERRED IN
310 Veh. & Equip.-Labor & Overhead 1,082 3,180 3,180 3,654 311 Vehicle & Equipment-Parts 568 1,500 2,500 1,500 315 Building & Structure Maint. 817 0 512 2,048 361 Forestry Services 0 115 115 117
TOTAL SRVCS. & CHRGS. TRANS IN 2,467 4,795 6,307 7,319
CAPITAL OUTLAY
501 Building and Structures 0 0 0 0 503 Machinery and Equipment 81,500 49,000 46,500 0 504 Licensed Vehicles 0 0 0 0
TOTAL CAPITAL OUTLAY 81,500 49,000 46,500 0
TOTAL EXPENDITURES 1,268,875 1,310,865 1,311,115 1,305,136 Fund: B. Provide reliable fire protection WATERWORKSFund: AND SEWERAGE Objective: Department: 1. Maintain fire hydrants throughout the City PUBLIC WORKS
Strategies: Division: WATER DISTRIBUTION a. Complete the list of fire hydrant repairs identified in the Fire Department’s annual flushing report, and Division No.: 47015 repair other fire hydrants as needed
MISSION: PROGRAM HIGHLIGHTS:
The mission of the Water Distribution Division is to The main objective is delivering water to the City’s deliver potable water from the Water Treatment Plant to the customers consistently with minimal interruption. To City's water customers in a safe and reliable manner. achieve this goal, most of the Division’s time is devoted to repairing water main breaks, marking out water mains and SERVICES: services to prevent damage by excavators, and installing new services. The Water Distribution Division is responsible for comprehensive maintenance and repairs of 130 miles of In FY 2012, the Chautauqua Street water tower was painted water mains ranging in size from two to thirty inches in and renovated. The water tower painting program is diameter, installing new water services, and replacing older scheduled to continue in FY 2013 with the renovation of the large water meters. Bi-Centennial Industrial Park ground storage tank.
SIGNIFICANT GOALS AND OBJECTIVES: In FY 2013, the Water Distribution Division will continue to repair main breaks with minimal disruption of service, GOAL: replace hydrants and valves, and restore every jobsite after A. Provide quality customer service and reliable water completion by landscaping or temporary pavement service patching.
Objective: In FY2013, the City will contract with the Lion’s Club to 1. Minimize interrupted water service due to main paint approximately one-third of the City’s Fire Hydrants. breaks
Strategies: a. Repair main breaks as quickly as possible
Objective: 2. Provide water services to new customers
Strategies: a. Cooperate with developers in extending City water mains
b. Install water service connections to properties being developed
Objective: 3. Eliminate two-inch water mains in the system
Strategies: a. Use City crews to replace at least one block of two-inch water main each year
GOAL: Division: WATER DISTRIBUTION Division No.: 47015
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Broken Mains Repaired A-1 98 100 85 100
Mains Installed by City Crews (Lineal Feet) A-3 1,115 1,000 1,000 1,000
Valves Maintained A-1 145 200 155 175
Valves Inspected A-1 260 350 280 300
Valves Replaced A-1 7 5 2 5
Hydrants Serviced B-1 32 40 36 40
Hydrants Replaced B-1 5 5 4 5
New Services/Meters Installed A-2 40 35 23 35
Services Repaired A-1 38 50 38 50
J.U.L.I.E. Locations Performed A-1 2,483 2,400 2,490 2,500
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Utility Maintenance Worker 3.00 3.00 3.00 3.00 $142,235
TOTAL 3.00 3.00 3.00 3.00 $142,235
Fund: WATERWORKS and SEWERAGE Division: WATER DISTRIBUTION
Department: PUBLIC WORKS Division No.: 47015 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 138,262 139,458 139,458 142,235 110 Employee Overtime 13,450 13,098 8,818 10,191 130 Employee Health Ins. Benefits 22,363 26,202 25,344 27,386 131 Employee Retirement Benefits 27,492 28,891 28,360 30,296 140 Employee Work. Comp. Benefits 11,140 13,752 13,276 13,652 141 Employee Unemp. Comp. Benefits 0 0 0 0 150 Special Contractual Benefits 2,250 2,250 1,800 1,800
TOTAL PERSONAL SERVICES 214,957 223,651 217,056 225,560
DIRECT OPERATING CHARGES & SERVICES
250 Repairs & Maint.-Equip. 869 1,600 1,990 2,000 251 Repairs & Maint.-Bldg & Struc. 0 200 190 715 252 Repairs & Maint.-Other Improv. 28,033 36,500 14,025 42,240 253 Repairs & Maint.-Street Cuts 155,847 80,000 45,895 80,100 271 Other Outside Services 195 334,371 333,955 278,858 273 Operating Supplies & Materials 3,255 3,750 2,275 3,558 275 Motor Fuels and Lubricants 6,585 9,551 6,753 10,249 299 Operating Equipment 149 0 0 0
TOTAL DIR. OPER. CHRGS. & SRVCS. 194,933 465,972 405,083 417,720
SERVICES AND CHARGES TRANSFERRED IN
310 Veh. & Equip.-Labor & Overhead 4,458 5,830 3,275 4,872 311 Vehicle & Equipment-Parts 4,132 13,500 14,186 8,500 316 Street Maintenance Services 6,820 2,809 1,632 12,265 361 Forestry Services 0 613 0 626
TOTAL SRVCS. & CHRGS. TRANS INC 15,410 22,752 19,093 26,263
NON-OPERATING CHARGES
400 Merchandise & Serv. for Resale 39,966 45,000 38,000 45,000
TOTAL NON-OPERATING CHARGES 39,966 45,000 38,000 45,000
DEBT SERVICE
640 Other Debt Principal 6,638 6,921 6,921 7,227 641 Other Debt Interest 1,364 1,081 1,081 775
TOTAL DEBT SERVICE 8,002 8,002 8,002 8,002 Fund: WATERWORKS and SEWERAGE Division: WATER DISTRIBUTION
Department: PUBLIC WORKS Division No.: 47015 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
EXPENDITURES TRANSFERRED OUT
710 Serv. & Chrg. to Capital Proj. (25,057) 0 0 0
TOTAL EXPENDITURES TRANS OUT (25,057) 0 0 0
TOTAL EXPENDITURES 448,211 765,377 687,234 722,545 Fund: a. Repair or replace missing or broken lids and WATERWORKSFund: and SEWERAGE frames in the system
Department: b. Repair or replace deteriorated meter pits PUBLIC WORKS PROGRAM HIGHLIGHTS: Division: METER SERVICES The first priority is to read meters and complete service Division No.: 47019 connection and disconnection work orders on time. Other important duties include meter and meter pit maintenance, MISSION: and responding to customer and City generated requests for various services. In FY 2013, emphasis will continue to The mission of the Meter Services Division is to provide be placed on repairing or replacing meter frames, lids, and accurate information on water usage by City water and pits. Making necessary repairs enables efficient meter sewer customers and to connect and disconnect services in reading and eliminates hazards to the public. a timely manner.
SERVICES:
The Meter Services Division reads every water meter in the City on a monthly basis, and completes work orders from the Water Billing Office for connection and disconnection of services. In addition, all water meters and meter pits are inspected, repaired, maintained, or replaced as needed on a continuous basis.
SIGNIFICANT GOALS AND OBJECTIVES:
GOAL: A. Provide reliable information and service for water and sewer billing
Objective: 1. Maximize efficiency of meter readings and service connection and disconnection work orders
Strategies: a. Reorganize routes as needed for maximum monthly meter reading efficiency
b. Repair or replace meters and electronics so readings can be obtained easily and accurately
c. Connect and disconnect meters promptly as customers change and delinquent bills are processed
GOAL: B. Minimize injuries caused by persons falling or stepping into meter vaults
Objective: 1. Identify and repair defective meter pits on a monthly basis in the course of reading meters Strategies: Division: METER SERVICES Division No.: 47019
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Meters Read A-1 97,673 101,000 100,697 101,000
Meters Connected A-1 5,008 6,500 3,650 5,000
Meters Disconnected A-1 2,526 4,000 3,598 3,600
Meters Reread A-1 865 1,200 660 800
Meter Shut-Offs for Non-Payment A-1 1,360 2,500 2,400 2,500
Meters Replaced A-1 134 400 160 200
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Utility Maintenance Worker 2.01 3.00 2.35 3.00 $128,588
TOTAL 2.01 3.00 2.35 3.00 $128,588
Fund: WATERWORKS and SEWERAGE Division: METER SERVICES
Department: PUBLIC WORKS Division No: 47019 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 83,775 121,247 95,432 128,588 110 Employee Overtime 1,757 3,136 2,175 3,082 130 Employee Health Ins. Benefits 13,710 15,137 17,024 23,731 131 Employee Retirement Benefits 16,730 23,883 18,773 26,308 140 Employee Work. Comp. Benefits 9,068 9,213 8,584 8,184 141 Employee Unemp. Comp. Benefits 0 0 0 0 150 Special Contractual Benefits 2,250 2,250 1,200 1,800
TOTAL PERSONAL SERVICES 127,290 174,866 143,188 191,693
DIRECT OPERATING CHARGES & SERVICES
250 Repairs & Maint.-Equip. 410 2,108 500 2,110 252 Repairs & Maint.-Other Improv. 20,620 20,712 20,414 28,525 271 Other Outside Services 130 5,734 5,708 5,800 273 Operating Supplies & Materials 964 1,000 1,000 1,200 275 Motor Fuels and Lubricants 8,660 11,592 10,763 13,320 282 Licenses and Taxes 0 105 0 0 299 Operating Equipment 0 8,215 7,930 0
TOTAL DIR. OPER. CHRGS. & SRVCS. 30,784 49,466 46,315 50,955
SERVICES AND CHARGES TRANSFERRED IN
310 Veh. & Equip.-Labor & Overhead 3,892 3,975 3,975 5,481 311 Vehicle & Equipment-Parts 5,461 5,000 5,000 5,000
TOTAL SRVCS. & CHRGS. TRANS IN 9,353 8,975 8,975 10,481
CAPITAL OUTLAY
504 Licensed Vehicles 0 8,087 8,086 0
TOTAL CAPITAL OUTLAY 0 8,087 8,086 0
TOTAL EXPENDITURES 167,427 241,394 206,564 253,129 Fund:Fund: B. Reduce infiltration and inflow into the sewer WATERWORKS and SEWERAGE collection system
Department: Objective: PUBLIC WORKS 1. Prevent runoff and storm water from entering the sewer collection system Division: SEWER COLLECTION Strategies: Division No.: 47021 a. Reline brick manholes to seal out water
MISSION: b. Identify leaking mains by televising and reline or replace to seal out water The mission of the Sewer Collection Division is to ensure that sanitary sewerage is collected from the entire City and PROGRAM HIGHLIGHTS: delivered to the two Wastewater Treatment Plants. The main objective is keeping the sewers clear in order to SERVICES: provide the City’s customers with consistent service and minimal interruption. To achieve this goal, most of the The Sewer Collection Division is responsible for Division’s time is devoted to clearing sewer main comprehensive maintenance and repair of 130 miles of stoppages, marking out sewer mains and services to sewer mains ranging in size from six to forty-eight inches, prevent damage by excavators, performing maintenance and installing new sewer services. jetting to prevent stoppages, repairing damaged laterals, and installing new services. SIGNIFICANT GOALS AND OBJECTIVES: Funds are scheduled to be allocated for manhole and sewer GOAL: main relining and replacement in FY 2013. Rehabilitation A. Provide quality customer service and reliable sewer of mains and manholes reduces excess inflow to the two service Wastewater Treatment Plants, especially during storms. It is costly and unnecessary to treat storm water. Objective: 1. Minimize interrupted service due to main In FY 2013, sanitary sewer mains will continue to be stoppages cleaned by maintenance jetting to prevent stoppages, and televised to identify areas in need of relining. Strategies: a. Clear sewer blockages and repair broken mains and laterals as quickly as possible
b. Conduct a preventive maintenance program consisting of maintenance jetting of problem areas and televising of mains with the sewer camera truck
Objective: 2. Provide sewer service to new customers
Strategies: a. Cooperate with developers in extending City sewer mains
b. Install sewer service connections to properties being developed
GOAL: Division: SEWER COLLECTION Division No.: 47021
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Stoppage Complaints A-1 118 135 120 135
Sewers Flushed (lineal feet) A-1 17,320 20,000 16,500 20,000
Sewers Televised (lineal feet) B-1 2,500 10,000 7,500 10,000
Manholes Maintained/Replaced B-1 28 25 21 25
New Services A-2 26 15 10 15
Sewer Laterals Replaced A-1 28 30 26 30
Manholes Inspected B-1 185 200 160 200
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Utility Maintenance Worker 2.80 3.00 3.00 3.00 $137,631
TOTAL 2.80 3.00 3.00 3.00 $137,631
Fund: WATERWORKS and SEWERAGE Division: SEWER COLLECTION
Department: PUBLIC WORKS Division No.: 47021 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 122,031 134,091 134,091 137,631 110 Employee Overtime 6,889 6,246 6,229 6,595 130 Employee Health Ins. Benefits 29,147 35,187 35,094 37,516 131 Employee Retirement Benefits 21,691 26,144 26,347 28,175 140 Employee Work. Comp. Benefits 16,540 19,629 19,136 20,063 150 Special Contractual Benefits 2,250 2,250 1,800 1,800
TOTAL PERSONAL SERVICES 198,548 223,547 222,697 231,780
DIRECT OPERATING CHARGES & SERVICES
250 Repairs & Maint.-Equip. 1,404 1,500 279 1,500 251 Repairs & Maint.-Bldg & Struc. 27 1,000 990 1,000 252 Repairs & Maint.-Other Improv. 17,826 10,500 6,387 18,000 253 Repairs & Maint.-Street Cuts 66,458 59,382 59,464 59,430 271 Other Outside Services 440 234 325 390 273 Operating Supplies & Materials 4,871 3,500 1,602 3,500 275 Motor Fuels and Lubricants 10,516 15,120 9,363 16,854 282 Licenses and Taxes 105 0 0 0 299 Operating Equipment 1,182 9,965 9,965 0
TOTAL DIR. OPER. CHRGS. & SRVCS. 102,829 101,201 88,375 100,674
SERVICES AND CHARGES TRANSFERRED IN
310 Veh. & Equip.-Labor & Overhead 8,605 6,625 8,007 10,170 311 Vehicle & Equipment-Parts 8,454 8,000 13,584 10,800 316 Street Maintenance Services 16 1,053 0 6,397 361 Forestry Services 0 306 0 313
TOTAL SRVCS. & CHRGS. TRANS IN 17,075 15,984 21,591 27,680
NON-OPERATING CHARGES
400 Merchandise & Serv. for Resale 9,319 15,000 8,030 15,000
TOTAL NON-OPERATING CHARGES 9,319 15,000 8,030 15,000 Fund: WATERWORKS and SEWERAGE Division: SEWER COLLECTION
Department: PUBLIC WORKS Division No.: 47021 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013 CAPITAL OUTLAY
503 Machinery & Equipment 0 7,500 7,500 0 504 Licensed Vehicles 113,796 0 0 0
TOTAL NON-OPERATING CHARGES 113,796 7,500 7,500 0
TOTAL EXPENDITURES 441,567 363,232 348,193 375,134 Fund:Fund: WATERWORKS and SEWERAGE Strategies: a. Purchase required safety items Department: PUBLIC WORKS b. Provide safety training for personnel
Division: c. Encourage employee input in recognizing hazard SOUTHEAST WASTEWATER TREATMENT reduction in the environment PLANT Objective: Division No.: 47022 3. Meet Federal 503 Sludge Regulations
MISSION: Strategies: a. Sample sludge to assure compliance with The mission of the Southeast Water Treatment Plant is to regulations reclaim wastewater so that is may be returned to natural waterways in compliance with state and federal b. Work with Central Laboratory to monitor sludge environmental laws, regulations, and standards. and make recommendations on improving sludge quality SERVICES: GOAL: The Southeast Water Treatment Plant processes B. Promote certification for plant personnel wastewater from the central and eastern parts of Carbondale and from the Southern Illinois University Objective: Carbondale campus. The effluent is discharged to Crab 1. Obtain the highest certification for which each Orchard Creek. employee qualifies
SIGNIFICANT GOALS AND OBJECTIVES: Strategies: a. Provide educational material for state GOAL: certification A. Operate an efficient water treatment plant that meets community needs b. Continue an employee in-house educational training program Objective: 1. Utilize available resources in a cost-effective PROGRAM HIGHLIGHTS: manner In FY 2012, external lighting was upgraded for improved Strategies: safety. a. Routinely evaluate employee job duty assignments and performance In FY 2013, valves on the digester tanks will be repaired and replaced. b. Maintain constant control over purchasing of plant needs
c. Utilize latest technology for maximum plant operating efficiency
d. Maintain a preventive maintenance program on all motors and pumps
Objective: 2. Achieve excellence in regard to plant safety
Division: SOUTHEAST WASTEWATER TREATMENT PLANT Division No.: 47022
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Total Million Gallons Treated A-1 1,286 1,400 1,800 1,400
Average Million Gallons Treated Per A-1 3.52 3.84 4.93 3.84 Day
Cost Per 1,000 Gallons Treated A-1 0.64 0.65 0.51 0.65 (Dollars)
Dry Tons of Sewage Sludge A-1 603 500 350 400 Produced
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Southeast Wastewater Treatment Plant 1.00 1.00 1.00 1.00 $56,334 Superintendent
Plant Operator 6.43 7.00 6.27 7.00 $317,113
TOTAL 7.43 8.00 7.27 8.00 $373,447
Fund: WATERWORKS and SEWERAGE Division: SEWWT PLANT
Department: PUBLIC WORKS Division No.: 47022 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013 PERSONAL SERVICES 100 Employee Salary and Wages 348,512 357,609 343,946 373,447 110 Employee Overtime 30,416 35,575 35,300 38,107 130 Employee Health Ins. Benefits 58,481 69,548 66,552 76,948 131 Employee Retirement Benefits 68,108 77,554 72,123 81,343 140 Employee Work. Comp. Benefits 29,948 35,377 33,308 32,500 150 Special Contractual Benefits 4,500 5,250 4,200 4,500
TOTAL PERSONAL SERVICES 539,965 580,913 555,429 606,845
DIRECT OPERATING CHARGES & SERVICES 200 Professional & Consultant Fees 1,220 0 0 0 220 Communications-Telephone 1,015 1,680 780 1,680 222 Communications-Postage 99 220 120 220 230 Utilities-Electric 135,915 151,997 142,000 147,761 231 Utilities-Gas 5,020 5,729 4,800 5,729 232 Utilities-Water and Sewer 0 240 0 0 240 Travel, Conferences, Training 2,032 2,067 2,045 675 250 Repairs & Maint.-Equip. 13,891 128,737 125,000 47,235 251 Repairs & Maint.-Bldg & Struc. 3,015 8,470 4,500 4,116 252 Repairs & Maint.-Other Improv. 41,223 16,168 23,000 31,650 271 Other Outside Services 22,883 23,293 24,000 39,226 272 Office Supplies 157 193 240 193 273 Operating Supplies & Materials 35,214 9,060 5,600 9,000 275 Motor Fuels and Lubricants 10,794 16,592 16,500 17,708 299 Operating Equipment 1,007 4,162 1,900 0
TOTAL DIR. OPER. CHRGS. & SRVCS. 273,485 368,608 350,485 305,193 SERVICES AND CHARGES TRANSFERRED IN 310 Veh. & Equip.-Labor & Overhead 5,089 6,095 6,095 6,821 311 Vehicle & Equipment-Parts 6,926 5,700 5,700 9,700 315 Building & Structure-Maint. 163 163 1,420 1,024 316 Street Maintenance Services 0 211 0 217 332 Information Services 0 0 0 0 361 Forestry Services 0 249 0 254
TOTAL SRVCS. & CHRGS. TRANS IN 12,178 12,418 13,215 18,016 CAPITAL OUYLAY 503 Machinery and Equipment 0 19,434 19,434 0
TOTAL CAPITAL OUTLAY 0 19,434 19,434 0
TOTAL EXPENDITURES 825,628 981,373 938,563 930,054 Fund:Fund: Objective: WATERWORKS and SEWERAGE 2. Reduce peak demand charges for electricity
Department: Strategies: PUBLIC WORKS a. Communicate with Egyptian Electric for possible reduction of peak demand charges Division: NORTHWEST WASTEWATER TREATMENT PLANT b. Continue to replace pumps and motors with newer Division No.: 47023 energy-efficient equipment as older equipment fails MISSION: c. Rebuild pumps and adjust to maintain efficiencies The mission of the Northwest Wastewater Treatment Plant is to reclaim wastewater so that it may be returned to d. Continue to utilize the generator for peak shaving natural waterways or reused in compliance with state and under high flows federal environmental laws, regulations and standards. e. Continue to monitor power with computer SERVICES: Objective: The Northwest Wastewater Treatment Plant treats all the 3. Reduce storm water infiltration that must be wastewater from the western portion of Carbondale. The treated at the plant facility also receives industrial wastewater from the Bicentennial Industrial Park, Carbondale Industrial Park Strategies: and the industrial transfer sewer. The industrial wastewater a. Continue search for infiltration and identify lines is initially processed at the industrial pre-treatment plant with inflow problems and then its effluent is discharged into and treated in the domestic plant. All the effluent is discharged to the Big b. Place lines with inflow problems in Community Muddy River or used to irrigate the Hickory Ridge Golf Investment Program Course. Objective: SIGNIFICANT GOALS AND OBJECTIVES: 4. Identify and eliminate personnel hazards in the work environment GOAL: A. Operate an efficient waste water treatment facility that Strategies: continually meets community needs and complies with a. Periodically conduct employee safety meetings all applicable state and federal environmental laws, regulations and standards b. Encourage employee input in recognizing hazard reduction in the work environment Objective: 1. Further enhance the efficiency of plant operation GOAL: B: Promote Illinois Environmental Protection Agency Strategies: certification for plant personnel a. Maintain constant control over purchasing of plant needs Objective: 1. Obtain the highest certification for which each b. Follow a preventive maintenance tank de-watering employee qualifies schedule for all aeration tanks and clarifiers that will reduce mechanical failures Strategies: a. Provide educational materials for state c. Maintain a preventive maintenance program on all certification motors and pumps b. Maintain and update an employee in-house educational training program
Division: NORTHWEST WASTEWATER TREATMENT PLANT Division No.: 47023
PROGRAM HIGHLIGHTS:
In FY 2012, the Northwest Wastewater Treatment Plant the plant effluent continues, also the River Vault syphon met and exceeded the standards set forth by the State and controls were upgraded. Both of these replacements will Federal National Pollution Discharge Elimination System help insure continued saving of electricity. The treatment Permit issued by the Illinois Environmental Protection facility is looking at the design and installation of an Ultra Agency. The treatment facility has continued to maintain a Violet Disinfection Unit. high removal rate on Biochemical Oxygen Demand (B.O.D) and Suspended Solids (S.S.). For the FY 2013, the Northwest Plant is looking at the installation of an Ultra Violet Disinfection Unit; this will During FY 2012, both vacuum station motors were allow us to get away from chlorine gas for disinfection. replaced, this will help insure that the syphon discharge of The piping for the industrial effluent will be replaced.
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Total Million Gallons Treated A-1 506 510 525 520
Average Million Gallons Treated Per Day A-1 1.39 1.39 1.44 1.44
Cost Per 1,000 Gallons Treated (Dollars) A-1 1.89 1.83 1.93 1.93
Dry Tons of Sewage Sludge Produced A-1 92 170 190 190
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED CURRENT $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Northwest Wastewater Treatment Plant Superintendent 1.13 1.00 1.00 1.00 $54,184
Plant Operator 7.06 7.00 6.87 7.00 $313,903
TOTAL 8.19 8.00 7.87 8.00 $368,087
Fund: WATERWORKS and SEWERAGE Dvision: NWWWT PLANT
Department: PUBLIC WORKS Division No.: 47023 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 417,823 369,330 376,666 368,087 110 Employee Overtime 24,468 25,831 29,280 26,683 130 Employee Health Ins. Benefits 65,509 77,232 79,905 87,078 131 Employee Retirement Benefits 79,385 74,528 77,035 78,165 140 Employee Work. Comp. Benefits 31,840 38,638 38,508 42,098 141 Employee Unemployment. Comp. 0 0 0 0 150 Special Contractual Benefits 5,250 5,250 4,200 4,200
TOTAL PERSONAL SERVICES 624,275 590,809 605,594 606,311
DIRECT OPERATING CHARGES & SERVICES
220 Communications-Telephone 961 1,260 1,260 1,260 222 Communications-Postage 92 420 420 420 230 Utilities-Electric 178,489 214,742 198,742 227,281 231 Utilities-Gas 4,992 5,143 4,329 5,143 240 Travel, Conferences, Training 564 600 600 1,958 250 Repairs & Maint.-Equip. 15,055 39,423 39,120 31,300 251 Repairs & Maint.-Bldg & Struc. 8,890 5,460 5,460 5,696 252 Repairs & Maint.-Other Improv. 2,542 17,600 17,100 20,200 271 Other Outside Services 20,050 22,091 22,091 22,135 272 Office Supplies 241 305 305 305 273 Operating Supplies & Materials 5,069 15,808 15,500 7,675 275 Motor Fuels and Lubricants 36,533 35,172 38,500 39,511 299 Operating Equipment 726 8,333 8,333 0
TOTAL DIR. OPER. CHRGS. & SRVCS. 274,204 366,357 351,760 362,884
SERVICES AND CHARGES TRANSFERRED IN
310 Veh. & Equip.-Labor & Overhead 3,085 3,816 3,816 4,385 311 Vehicle & Equipment-Parts 6,173 3,760 3,760 3,500 315 Building & Structure-Maint. 560 930 930 1,024 316 Street Maintenance Services 297 351 351 361 361 Forestry Services 0 172 172 176
TOTAL SRVCS. & CHRGS. TRANS IN 10,115 9,029 9,029 9,446 Fund: WATERWORKS and SEWERAGE Dvision: NWWWT PLANT
Department: PUBLIC WORKS Division No.: 47023 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
CAPITAL OUTLAY
501 Buildings & Structures 47,410 0 0 93,715 503 Machinery and Equipment 0 76,231 75,815 40,000
TOTAL CAPITAL OUTLAY 47,410 76,231 75,815 133,715
TOTAL EXPENDITURES 956,004 1,042,426 1,042,198 1,112,356 Fund:Fund: Objective: WATERWORKS and SEWERAGE 3. Effectively use available City resources
Department: Strategies: PUBLIC WORKS a. Monitor and update preventive maintenance schedule Division: SEWAGE LIFT STATIONS b. Provide periodic cross training of personnel for all
Division No.: 47025 lift stations
PROGRAM HIGHLIGHTS:
The Division maintains 15 lift stations. The utility and MISSION: major maintenance costs for the Bonnie Brae Lift Station are paid for by the homeowners in the subdivision. All of The mission of the Sewage Lift Stations Division is to the 15 remote facilities are monitored by automatic wet- ensure continuous flow of wastewater to the two and dry-well liquid level indicators which dial an alarm to wastewater treatment plants from areas where gravity flow preprogrammed numbers of maintenance personnel. The of wastewater is not practical. Monroe Street Lift Station, which served industrial users in the downtown area, was decommissioned in FY 2012. SERVICES: The sewage lift stations are divided and assigned to the All remote sewage lift stations are maintained by this supervision of the Plant Superintendent at each waste Division. The sewage lift stations pump wastewater from a water treatment plant and operated and maintained by the collection basin up to a higher elevation from which respective plant personnel. Therefore, the Division has no gravity-flow to a wastewater treatment plant is possible. personnel costs.
SIGNIFICANT GOALS AND OBJECTIVES: The Division budget reflects projects and/or materials to sustain safety preventive maintenance and repairs to the GOAL: facilities. A. Pump wastewater efficiently and safely to treatment facilities In FY 2012, the Oak Street Lift Station was renovated. New pumps were purchased for the New Era Lift Station. Objective: 1. Comply with federal and state law in maintaining In FY 2013, the Short Street Lift Station will be renovated. a safe work environment The Haakes-Jenkins Lift Station will be gravity fed to a newer sewer line and decommissioned. Strategies: a. Require all new lift stations to have submersible pumps and remote monitoring systems
b. Continue to upgrade existing lift stations by converting to submersible pumps with remote monitors
Objective: 2. Ensure continuous flow from lift stations in case of power or pump failure
Strategies:
a. Purchase spare pumps for lift stations
Division: SEWAGE LIFT STATION Division No.: 47025
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Sewage Lift Stations Maintained A-1/A-2 16 16 (Number) 16 15
Fund: WATERWORKS and SEWERAGE Division: SEWAGE LIFT STATIONS
Department: PUBLIC WORKS Division No.: 47025 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
DIRECT OPERATING CHARGES & SERVICES
220 Communications-Telephone 5,327 4,912 5,097 4,912 230 Utilities-Electric 18,167 20,537 20,662 20,725 232 Utilities-Water and Sewer 132 140 120 0 250 Repairs & Maint.-Equip. 3,892 35,900 35,500 9,600 251 Repairs & Maint.-Bldg & Struc. 30 13,700 10,000 13,700 273 Operating Supplies & Materials 120 880 600 912 299 Operating Equipment 5,274 811 811 0
TOTAL DIR. OPER. CHRGS & SRVCS 32,942 76,880 72,790 49,849
SERVICES AND CHARGES TRANSFERRED IN
310 Veh.&Equip.-Labor & Overhead 0 0 0 305
TOTAL SERV. & CHARGES TRANSFERRED IN 0 0 0 305
CAPITAL OUTLAY
503 Machinery and Equipment 22,336 64,154 91,266 16,000
TOTAL CAPITAL OUTLAY 22,336 64,154 91,266 16,000
TOTAL EXPENDITURES 55,278 141,034 164,056 66,154 Fund:Fund: The FY 2013 budget provides funding for construction and WATERWORKS and SEWERAGE construction engineering on the following project:
Department: • Tan Tara Sanitary Sewer (SA1201) COMMUNITY INVESTMENTS • Haake Jenkins Sanitary Sewer (SA1302)
Division: • Short Street Lift Station Replace Existing Pumps WASTEWATER SYSTEM - CIP and REPLACEMENT (WW0301) • Northwest Wastewater Treatment Plant Chlorine Division No.: 47044 Update to UV (WW1003) • Lift Station Emergency Power Systems (WW1301) FUNCTION:
The function of the Wastewater System Community Investment Program and Replacement budget is to provide funding for new construction, replacements and improvements to the Northwest and Southeast Wastewater Treatment Plants, 16 lift stations and the sanitary sewer collection system that carries wastewater flow to the water reclamation plants.
PROGRAM HIGHLIGHTS:
In FY 2012, engineering work was performed on the following projects:
• Tan Tara Sanitary Sewer (SA1201) • Short Street Lift Station Replace Existing Pumps (WW0301) • Northwest Wastewater Treatment Plant Chlorine Update to UV (WW1003)
In FY 2012, construction and construction engineering were performed on the following projects:
• Oak Street Lift Station Replace Existing Pumps (WW0003) • Short Street Lift Station Replace Existing Pumps (WW0301)
The FY 2013 budget provides funding for engineering on the following projects:
• Sanitary Sewer Inflow and Infiltration Study (SA1301) • Haake Jenkins Sanitary Sewer (SA1302) • Northwest Wastewater Treatment Plant Chlorine Update to UV (WW1003) • Lift Station Emergency Power Systems (WW1301)
Fund: WATERWORKS and SEWERAGE Division: WASTEWATERS SYSTEM CIP and REPLACEMENT Department: COMMUNITY INVESTMENTS Division No.: 47044 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
COMMUNITY INVESTMENT PROGRAM
530 CIP Design Eng. - Eng.Div.Serv. 23,540 25,200 31,797 24,000 531 CIP Design Eng. - Contractual 0 0 0 50,000 540 CIP Resident Eng. - Eng.Div.Serv 51,309 43,000 24,582 22,800 550 CIP Acquisition-Eng.Div.Serv. 0 0 0 0 553 CIP Acquisition - Contractual 0000 555 CIP Acquisition-Land Purchase 0000 560 CIP Construction - City Labor 0 0 0 180,000 565 CIP Construction - Contractual 1,053,932 472,000 411,499 633,200 580 CIP Contingency 0 44,000 0 70,500
TOTAL COMMUNITY INVESTMENT PROG. 1,128,781 584,200 467,878 980,500
TOTAL EXPENDITURES 1,128,781 584,200 467,878 980,500 Fund:Fund: WATERWORKS and SEWERAGE The FY 2013 budget provides funding for construction and construction engineering on the following projects: Department: COMMUNITY INVESTMENTS • Crab Orchard Water District Improvements
(WS0803) Division: WATER SYSTEM - CIP and REPLACEMENT • Water Plant Lagoon Renovations (WS1201) • Cedar Lake Pump Station Renovations (WS1202) Division No.: 47045
FUNCTION:
The function of the Water System Community Investment Program and Replacement budget is to fund major improvements to the Water Treatment Plant, water distribution system, water pump stations and raw water supply system.
PROGRAM HIGHLIGHTS:
In FY 2012, engineering was performed on the following projects:
• Water Storage Facility Phase II (WS0202) • Union Hill Road Raw Water Line Relocation (WS0801) • Crab Orchard Water District Improvements (WS0803) • Water Plant Lagoon Renovations (WS1201) • Cedar Lake Pump Station Renovations (WS1202)
In FY 2012, construction and construction engineering were performed on the following projects:
• Union Hill Road Raw Water Line Relocation (WS0801) • Crab Orchard Water District Improvements (WS0803)
The FY 2013 budget provides funding for engineering on the following projects:
• Water Storage Facility Phase II (WS0202) • Crab Orchard Water District Improvements (WS0803) • Sycamore Street Water Line Replacement (from Poplar Street to Oakland Avenue) (WS0905) • Cedar Lake Cedar Lake Repair Existing Damage at the Lake Outflow and Replace & Extend Gabions at Lake Spillway (WS1002) • Water Plant Lagoon Renovations (WS1201) • Cedar Lake Pump Station Renovations (WS1202) • Feeder Water Main Replacements (WS1301)
Fund: WATERWORKS and SEWERAGE Division: WATER SYSTEM CIP and REPLACEMENT Department: COMMUNITY INVESTMENTS Division No.: 47045 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
COMMUNITY INVESTMENT PROGRAM
520 CIP Preliminary Eng. - Eng. Div. Serv. 0 0 0 9,600 521 CIP Preliminary Eng. - Contractual 23,071 0 0 0 530 CIP Design Eng. - Eng. Div.Serv. 11,242 29,000 65,380 48,000 531 CIP Design Eng. - Contractual 5,984 65,345 60,140 9,320 540 CIP Resident Eng. - Eng.Div.Serv 22,749 55,000 24,796 24,000 541 CIP Resident Eng. - Contractual 104 0 0 0 560 CIP Construction - City Labor 20,918 4,000 0 0 565 CIP Construction - Contractual 1,358,591 550,000 267,460 1,370,000 580 CIP Contingency 0 55,000 0 70,800
TOTAL COMMUNITY INVESTMENT PROG. 1,442,659 758,345 417,776 1,531,720
TOTAL EXPENDITURES 1,442,659 758,345 417,776 1,531,720 Fund:Fund: loan in the amount of $240,440. Annual debt service for WATERWORKS and SEWERAGE this loan began in FY 2011 and totals approximately $29,765 annually. Department: DEBT SERVICE In FY 2011, a sewer main camera vehicle was financed with a 10-year loan in the amount of $114,000. Annual Division: WATER and SEWER BONDS and LOANS debt service for this loan totals approximately $13,791.
Division No.: 47049 In FY 2011, funding for the Northwest Waste Water Treatment Plant Equalization Basin was financed with a MISSION: 15-year General Obligation Bond in the amount of $1,100,000. This Division provides the current funding for redemption The FY 2013 debt service includes an August 15, 2012, of principal, interest costs, and paying agent fees for interest payment of $20,020; and February 15, 2013, General Obligation Bonds and other indebtedness on interest and principal payments of $20,020 and $73,333, behalf of the Waterworks and Sewerage Fund. respectively.
PROGRAM HIGHLIGHTS:
An Illinois Environmental Protection Agency (IEPA) low interest loan for the Route 51 South Sanitary Sewer Extension was finalized during FY 1994. The annual principal and interest on this 20-year loan is $64,999. FY 2011 was the final year of the loan.
Approval of a second IEPA low interest loan was received in FY 1998. This loan, along with a Community Development Assistance Program (CDAP) grant, provided funding for the Charles Road Sanitary Sewer Extension (SA9102). During FY 1999, final arrangements on this $287,898 twenty-year loan was completed and includes annual debt service of $19,408.
Approval of a third IEPA low interest loan was received in FY 2004. This loan, along with a CDAP grant, provided funding for the upgrade of the Southeast Wastewater Treatment Plant (WW9902). Closing on this loan occurred during FY 2006 with a payment of accrued interest of approximately $351,822. The annual principal and interest payment on this loan is $709,434.
In FY 2007 a $1,000,000 Water & Sewer loan was taken out to fund the water and sewer line replacements prior to the Road Improvement Program that began in FY 2007. Annual debt service for this loan totals approximately $126,701.
During FY 2009 a $916,000 Water & Sewer loan was approved to fund the Northwest Wastewater Treatment Plant=s terminal lift station. Annual debt service on this note began in FY 2010 and totals approximately $66,613 annually.
In FY 2010, a sewer jet truck was financed with a 10-year Fund: WATERWORKS and SEWERAGE Disision: WATER and SEWER BONDS
Department: DEBT SERVICE Division No.: 47049 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
DEBT SERVICE
600 General Obligation Bond Principal 0 73,333 73,333 73,333 601 General Obligation Bond Interest 0 43,300 43,300 40,040 640 Other Debt Principal 718,829 685,301 683,892 704,889 641 Other Debt Interest 300,390 280,411 282,100 260,824 690 Paying Agent Fees 0 975 0 0
TOTAL DEBT SERVICE 1,019,219 1,083,320 1,082,625 1,079,086
TOTAL EXPENDITURES 1,019,219 1,083,320 1,082,625 1,079,086 SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN WORKING FUND BALANCE PROPRIETARY FUNDS PARKING SYSTEM OPERATIONS FUND FUND NO. 71 AUTHORIZED ESTIMATED ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013 ` REVENUES 191,863 212,773 198,975 202,341
EXPENDITURES 324,828 312,765 299,827 322,212
EXCESS OF REVENUES OVER/(UNDER) EXPENDITURES (132,965) (99,992) (100,852) (119,871)
OTHER FINANCING SOURCES (USES): TRANSFERS FROM OTHER FUNDS 0000 TRANSFERS TO OTHER FUNDS 0000 LOAN PROCEEDS 0000
NET TOTAL OTHER FINANCING SOURCES (USES) 0000
NET INCREASE (DECREASE) IN FUND BALANCES (132,965) (99,992) (100,852) (119,871)
NON-CASH CREDITS FOR DEPRECIATION EXPENSES AND LOSS ON DISPOSAL OF FIXED ASSET 109,155 95,682 95,682 95,682
NET INCREASE (DECREASE) IN FUND BALANCES (23,810) (4,310) (5,170) (24,189)
WORKING FUND BALANCE BEGINNING OF FISCAL YEAR 169,477 145,667 145,667 140,497
WORKING FUND BALANCE END OF FISCAL YEAR 145,667 141,357 140,497 116,308 STATEMENT OF REVENUES AND OTHER FINANCING SOURCES PROPRIETARY FUNDS PARKING SYSTEM OPERATIONS FUND FUND NO. 71 AUTHORIZED ESTIMATED ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013 PARKING METER REVENUE 37122-010 Miscellaneous 0 0 15 0 37130-010 Walnut Street Lot 2,052 2,100 1,600 1,550 37130-100 IC Depot West Lot 10,885 12,000 11,075 12,000 37130-110 IC Depot Southeast Lot 958 1,200 1,800 1,850 37130-114 IC College to Amtrak 3,117 3,500 4,000 4,100 37130-120 Amtrak Station Lot 1,835 1,850 2,075 2,000 37130-200 IC S. Washington Lot-1 0000 37130-210 IC S. Washington Lot-2 3,526 3,800 4,200 4,300 37130-230 IC S. Washington Lot-4 25,398 28,000 27,500 27,700 37130-330 Campus Shopping Center 2,194 2,700 2,500 2,500 37130-340 Tesa Tape Lot 1000 37130-370 Elm Street Lot 2,416 3,000 4,500 4,600 37130-380 N. Washington Street Lot 1,745 2,800 365 2,400 37130-400 N. Illinois Avenue Lot 43 0 0 0 37130-410 Southgate Shopping Center Lot 8,062 9,100 7,900 8,000 37130-420 B & A Travel Lot 4,505 5,400 4,343 4,500 37130-430 South Renfro Street Lot - North Lot 376 500 600 650 37130-440 Jackson - Oak Street Lot 3,924 4,700 4,150 4,275 37130-450 South Renfro Street Lot - South Lot 1,917 1,800 1,844 1,800 37130-460 IC West Walnut (North Lot) 375 350 440 475 37130-470 IC West Walnut (South Lot) 119 150 123 150 37130-480 South Illinois Avenue 2,461 2,650 2,955 3,300 37130-900 On-street Meters 20,492 25,000 21,390 22,000 96,401 110,600 103,375 108,150 PARKING PERMIT REVENUE 37131-010 Walnut Street Lot 0 0 75 0 37131-100 IC Depot West Lot 4,307 4,800 4,200 4,200 37131-110 IC Depot Southeast Lot 333 450 175 200 37131-114 IC College to Amtrak 1,314 1,728 1,325 1,350 37131-120 Amtrak Station Lot 21,289 20,940 24,000 25,000 37131-200 IC S. Washington Lot-1 0000 37131-210 IC S. Washington Lot-2 712 720 750 800 37131-220 IC S. Washington Lot-3 1,131 1,260 600 550 37131-230 IC S. Washington Lot-4 5,490 5,040 4,100 4,100 37131-340 Tesa Tape Lot 0000 37131-370 Elm Street Lot 1,263 1,500 1,525 1,600 37131-380 N. Washington Street Lot 4,456 4,536 4,300 4,250 37131-400 N. Illinois Avenue Lot 112 270 0 100 37131-440 Jackson - Oak Street Lot 877 972 900 900 37131-460 IC West Walnut (North Lot) 951 996 1,150 1,100 37131-470 IC West Walnut (South Lot) 180 216 216 216 37131-480 South Illinois Avenue 900 900 900 900 37131-900 Other Parking Permits 2,549 2,500 2,600 2,650 45,864 46,828 46,816 47,916 STATEMENT OF REVENUES AND OTHER FINANCING SOURCES PROPRIETARY FUNDS PARKING SYSTEM OPERATIONS FUND FUND NO. 71 AUTHORIZED ESTIMATED ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013 PARKING METER FINES 37132-010 Meter Violations Non-court 42,125 48,000 41,000 42,000 37132-020 Court Fines & Restituion 3,570 2,400 3,380 0 37132-900 Miscellaneous 3,527 4,500 2,120 4,000 49,222 54,900 46,500 46,000 USE OF MONEY & PROPERTY 37123-600 Sale of City Property 0000 37133-101 Interest Earned-Check./Savings 123 125 109 125 37133-401 Interest on Investments 238 275 95 150 37133-500 Revenue Loss Reimbursement 0000 37133-800 Insurance Proceeds 0 0 2,080 0 37133-900 Miscellaneous 15 45 0 0 376 445 2,284 275
TOTAL REVENUES 191,863 212,773 198,975 202,341
OTHER FINANCING SOURCES 37190-001 General Fund 0000
TOTAL OTHER FINANCING SOURCES 0000
TOTAL PARKING SYSTEM OPERATIONS FUND 191,863 212,773 198,975 202,341 STATEMENT OF EXPENDITURES AND OTHER FINANCING USES PROPRIETARY FUNDS PARKING SYSTEM OPERATIONS FUND FUND NO. 71 AUTHORIZED ESTIMATED Division DEPARTMENT NAME ACTUAL BUDGET ACTUAL BUDGET Number DIVISION NAME FY 2011 FY 2012 FY 2012 FY 2013
47100 Public Parking Services 269,465 312,765 299,827 317,412 47150 Parking System - CIP and Replacement 55,363 0 0 4,800
TOTAL PARKING SYSTEM OPERATIONS FUND 324,828 312,765 299,827 322,212 CITY OF CARBONDALE. ILLNOIS Organizational Chart
Finance Department Parking Systems Operation Fund
City Manager
Finance Director
Revenue Officer
Parking Meter Attendant (1.0)
Total Number of Employees - (1.0) Fund: Fund: Strategies: PARKING SYSTEM OPERATIONS a. Continue the process of installing programmable electronic parking meters. This results in fewer Department: malfunctions, inoperable meters, and lost revenue. FINANCE b. Continued utilization of the sealed security Division: PUBLIC PARKING SERVICES parking meter collection system.
Division No.: 47100 c. Ensure patrolling of lots is consistent, yet efficient and sporadic. MISSION: GOAL: The mission of the Public Parking Services Division is to B. Make parking lots and street metered areas more operate and maintain the municipal parking lots and attractive to users and the general public metered on-street parking areas. Objective: SERVICES: 1. Upgrade the physical condition of City operated parking lots and street metered areas The Public Parking Services Division provides on-street and off-street parking spaces for use by the general public. Strategies: The Division enforces municipal parking regulations in a. Repair or resurface damaged parking lot surfaces municipal parking lots and on-street parking areas. The Division also issues parking permits, which include senior b. Consolidate parking meters by replacing single citizen permits and regular lot permits. space meters with multiple space electronic parking meters SIGNIFICANT GOALS AND OBJECTIVES: c. Install decorative parking meter post sleeves on GOAL: the parking meter posts A. Increase parking division revenues: PROGRAM HIGHLIGHTS: Objective: 1. Improve the collection rate of fine revenues The Public Parking Services Division operates and maintains 21 public parking lots within the City of Strategies: Carbondale, including 17 lots located in the downtown a. Utilization of new licensed software to aid in business district. The lots contain over 920 parking spaces identification of outstanding ticket, plate, and in addition to the 256 parking spaces that are located and ownership location. maintained along city streets.
b. Continually implement internally developed Sixteen of the City’s municipal parking lots are located on collection process/ notice issuance for outstanding property owned by the City of Carbondale while five of fines. the parking lots are located on properties that are privately owned. The lots located on private property are operated Objective: through negotiated lease agreements with the property 2. Increase number of requests for parking permits owners. Lease payments are based on revenues generated and lease agreements by each individual parking lot, as defined by the terms of the lease. Such lease payments are included within the Strategies: annual budget. a. Publicize availability of parking permits in the Carbondale Communiqué, on City Vision 16, and In FY 2012, the Parking Services Division used allocated www.explorecarbondale.com funds for the resurfacing and beautification of three downtown parking lots. It is the Parking Division’s intent Objective: to evaluate the current condition of all lots and work 3. Increase meter revenues towards making them more attractive to users and the general public.
Division: PUBLIC PARKING SERVICES Division No.: 47100
Technological advances were made in FY 2012, as it relates to a new wireless ticketing handheld and printer, each parking lot space, enabling revenue collection to along with the (CLEAR) Company Investigative System. begin once again. It is expected that revenues for FY13 The previous ticketing mechanism was a 1983 model, will increase significantly. therefore restricting the ability of electronic advances available. It is hopeful that these advancements will aid in The increase in the number of parking permits sold to additional collection of fine revenue. passengers using Amtrak services continues to be a significant source of parking permit revenue. The revenue During the last quarter of FY 2012, the Parking Division generated from the sale of parking permits to Amtrak along with Public Works division replaced the obsolete passengers has evolved to become the largest single source “Pay N Display” machine located in the North Washington of parking permit revenue. The revenue began to increase Municipal Parking Lot 16. As the “Pay N Display” was not in late FY 2006 and has continued through FY 2012. It is repairable, the means of collection were replaced. expected to continue through FY 2013. Permit Revenue Programmable electronic parking meters were installed in along with the Parking Fine Structure will be reviewed in FY 2013.
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Parking Citations Issued A-1/A-2 8,313 10,000 6,750 8,500
Vehicles Impounded A-2 166 250 110 150
Parking Permits Issued A-3 428 450 400 450
Senior Citizen Parking Permits Issued A-3 487 475 480 500
Number of Parking Lots Maintained B-1 21 21 21 21
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Parking Meter Attendant 1.00 1.00 0.92 1.00 $29,942
TOTAL 1.00 1.00 0.92 1.00 $29,942
Fund: PARKING SYSTEM OPERATIONS Division: PUBLIC PARKING SERVICES
Department: FINANCE Division No.: 47100 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 24,249 26,956 25,406 29,942 102 Accrued Vacation Leave (1,259) 0 0 0 103 Accrued Birthday Leave (359) 0 0 0 110 Employee Overtime 0 78 0 0 130 Employee Health Ins. Benefits 5,923 7,568 7,275 7,910 131 Employee Retirement Benefits 4,407 5,099 4,886 5,982 140 Employee Work. Comp. Benefits 4,563 0 0 0 141 Employee Unemp. Comp. Benefits 0 0 4,563 0
TOTAL PERSONAL SERVICES 37,524 39,701 42,130 43,834
DIRECT OPERATING CHARGES & SERVICES
200 Professional & Consultant Fees 850 960 850 960 222 Communications-Postage 1,602 4,040 3,747 4,585 230 Utilities-Electric 10,452 10,935 8,685 9,338 250 Repairs & Maint.-Equip. 22,927 13,715 13,000 19,881 251 Repairs & Maint.-Bldg.&Struc. 0 0 0 1,000 252 Repairs & Maint.-Other Improv. 982 16,775 15,500 11,825 260 Rental Charges 8,149 9,250 8,500 9,250 270 Outside Printing Services 989 3,090 3,090 5,163 271 Other Outside Services 0 650 650 1,020 272 Office Supplies 35 222 220 234 273 Operating Supplies & Materials 830 5,040 5,025 2,180 275 Motor Fuels and Lubricants 1,494 2,318 2,009 2,664 281 Insurance and Bonds 1,210 1,441 1,471 1,681 299 Operating Equipment 11,226 25,070 26,555 9,195
TOTAL DIR. OPER. CHRGS. & SRVCS. 60,746 93,506 89,302 78,976
SERVICES AND CHARGES TRANSFERRED IN
310 Veh. & Equip.-Labor & Overhead 1,175 1,325 1,590 1,523 311 Vehicle & Equipment-Parts 1,343 2,000 2,100 2,000 316 Street Maintenance Services 26,015 36,088 31,500 36,606 332 Information Systems Services 8,975 8,546 10,609 12,843 335 Financial Management Services 20,537 20,189 20,189 30,048 361 Forestry Services 6,125 6,703 6,700 6,850 372 Solid Waste Management Services 0 0 0 0
TOTAL SRVCS. & CHRGS. TRANS IN 64,170 74,851 72,688 89,870 Fund: PARKING SYSTEM OPERATIONS Division: PUBLIC PARKING SERVICES
Department: FINANCE Division No.: 47100 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
NON-OPERATING CHARGES
410 Court Awards and Indemnities 0 0 0 0 420 Uncollectible Accounts 0 25 25 50 490 Loss on Dispos. of Fixed Assets 0 0 0 0
TOTAL NON-OPERATING CHARGES 0 25 25 50
CONTINGENCIES
801 Division Contingency 0 9,000 0 9,000
TOTAL CONTINGENCIES 0 9,000 0 9,000
DEPRECIATION EXPENSE
890 Depreciation on Fixed Assets 107,025 95,682 95,682 95,682
TOTAL DEPRECIATION EXPENSE 107,025 95,682 95,682 95,682
TOTAL EXPENDITURES 269,465 312,765 299,827 317,412 Fund:Fund: PARKING SYSTEM OPERATIONS
Department: COMMUNITY INVESTMENTS
Division: PARKING SYSTEM - CIP and REPLACEMENT
Division No.: 47150
FUNCTION:
The function of the Parking System Community Investment Program and Replacement budget is to provide funding for the City's Municipal Parking System.
SIGNIFICANT GOALS AND OBJECTIVES:
GOAL: A. Provide adequate off-street parking for citizens and visitors
Objective: 1. Expand and improve the quality of off-street parking facilities
PROGRAM HIGHLIGHTS:
In FY 2012, there were no major projects in the Parking System Community Investment Program and Replacement budget.
The FY 2013 program provides funding for engineering on the following project: .
$ 700 Block of South Illinois Avenue Parking Lot (PK0701)
Fund: PARKING SYSTEM OPERATIONS Division: PARKING SYSTEM CIP and REPLACEMENT Department: COMMUNITY INVESTMENTS Division No.: 47150 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
COMMUNITY INVESTMENT PROGRAM
530 CIP Design Eng.-Eng.Div.Serv. 0 0 0 4,800 555 CIP Acquisition-Land Purchase 55,363 0 0 0
TOTAL COMMUNITY INVESTMENT PROG. 55,363 0 0 4,800
TOTAL EXPENDITURES 55,363 0 0 4,800 SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN WORKING FUND BALANCE PROPRIETARY FUNDS SOLID WASTE MANAGEMENT FUND FUND NO. 72 AUTHORIZED ESTIMATED ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013
REVENUES 719,290 714,051 821,084 884,367
EXPENDITURES 797,165 834,091 802,948 1,098,334
EXCESS OF REVENUES OVER/(UNDER) EXPENDITURES (77,875) (120,040) 18,136 (213,967)
OTHER FINANCING SOURCES (USES): LOAN PROCEEDS 0 0 0 200,000
NET TOTAL OTHER FINANCING SOURCES (USES) 0 0 0 200,000
NET INCREASE IN FUND BALANCE OR (DECREASE IN FUND BALANCE NEEDED TO FINANCE EXPENDITURES) (77,875) (120,040) 18,136 (13,967)
NON-CASH CREDITS FOR DEPRECIATION EXPENSES NET CHANGES IN FIXED ASSETS 50,575 34,651 34,651 34,651 50,575 34,651 34,651 34,651
NET INCREASE (DECREASE) IN FUND BALANCES (27,300) (85,389) 52,787 20,684
WORKING FUND BALANCE BEGINNING OF FISCAL YEAR 217,811 190,511 190,511 243,298
FUND BALANCE END OF FISCAL YEAR DESIGNATED & RESERVED 359,645 357,026 410,542 442,184 UNDESIGNATED (169,134) (251,904) (167,244) (178,202)
WORKING FUND BALANCE END OF FISCAL YEAR 190,511 105,122 243,298 263,982 STATEMENT OF REVENUES AND OTHER FINANCING SOURCES PROPRIETARY FUNDS SOLID WASTE MANAGEMENT FUND FUND NO. 72 AUTHORIZED ESTIMATED ACCT. NO.ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013 USE OF MONEY & PROPERTY 37206-101 Interest Earned-Check./Savings 114 140 109 100 37206-401 Interest on Investments 226 331 40 75 37206-600 Gain on Sale of City Property 0000 37206-900 Miscellaneous 611 0 250 0 951 471 399 175 CONTRIBUTIONS/ASSESSMENTS 37211-010 Recycling Assessment 185,665 184,980 206,287 249,192
SERVICE CHARGES 37213-010 City Customer Refuse Fees 508,111 512,600 593,900 615,000 37213-020 Landscape Waste Fees 18,563 16,000 18,212 20,000 526,674 528,600 612,112 635,000
TOTAL OPERATING REVENUE 713,290 714,051 818,798 884,367
NON-OPERATING REVENUE 37215-120 Intergovernmental Grants 6,000 0 2,028 0 37225-085 Federal Disaster Relief 0 0 258 0 6,000 0 2,286 0
TOTAL NON-OPERATING REVENUE 6,000 0 2,286 0
TOTAL REVENUE 719,290 714,051 821,084 884,367
OTHER FINANCING SOURCES 37290-040 Loan Proceeds 0 0 0 200,000
TOTAL OTHER FINANCING SOURCES 0 0 0 200,000
TOTAL SOLID WASTE MANAGEMENT FUND 719,290 714,051 821,084 1,084,367 CITY OF CARBONDALE, ILLINOIS Organizational Chart
Public Works Department Solid Waste Management Fund
City Manager
Public Works Director
Maintenance & Environmental Services Manager
Refuse & Recycling Coordinator
Teamsters Solid Waste (5.0) Collectors (1.0)
Total Number of Employees - (7.00) Fund:Fund: current state regulations regarding disposal of solid SOLID WASTE MANAGEMENT waste material
Department: Objective: PUBLIC WORKS 1. Divert landscape waste from landfills
Division: REFUSE AND RECYCLING SERVICES Strategies: a. Maintain the current year-round, user fee based, Division No.: 47200 Bag & Bundle Landscape Waste Collection Service operated on a call-in basis
MISSION: b. Operate a curbside, user fee based, Loose Leaf Collection Service operated on a call-in basis The mission of the Refuse and Recycling Services Division is to provide the residents of one, two, three and Objective: four unit dwellings in Carbondale with an economical, 2. Increase the percentage of participation in the convenient and regular means of household solid waste Residential Solid Waste Recycling Program and disposal and to provide recycling services for community attempt to reduce cost of operations residents. Strategies: SERVICES: a. Assess volumes and operational expenses to determine how to further benefit participation in The Refuse and Recycling Services Division provides the program while keeping costs to a minimum weekly refuse collection to residents of one, two, three, and four unit family dwellings and to limited public b. Maintain the east, west, and central Community facilities. Weekly curbside recycling services are also Recycling Drop-Off Facilities to serve those not available to residents of one, two, three and four unit immediately qualifying for the curbside collection family dwellings. The Division also operates three drop-off program recycling locations that are available for use to all residents. Landscape waste collection as well as white c. Educate the general public through education and goods and used tire collections are provided year round via outreach programs and create new informational a pay per use sticker program. During the fall a curbside materials loose leaf vacuum collection program is also available. d. Work with Keep Carbondale Beautiful as well as SIGNIFICANT GOALS AND OBJECTIVES: other civic organizations to promote recycling
GOAL: e. Utilize Carbondale Communiqué, City Vision 16, A. Provide an efficient and economical residential refuse and AM 1620, www.CarbondaleRecycles.com and collection and disposal service www.explorecarbondale.com to promote curbside collection Objective: 1. Improve the operation of the City's Refuse PROGRAM HIGHLIGHTS: Collection Program including the convenience and aesthetics provided by regular disposal of solid The City's Refuse, Recycling and Landscape Waste waste placed curbside programs continue to be well established and well received throughout the community. Strategies: a. Maintain a user fee based, weekly curbside refuse Refuse and recyclable materials are collected regularly collection service four days each week, Monday through Thursday. When holidays fall on regularly scheduled collection days within b. Examine costs and operating procedures to assure the work week, those collection days and all collection that the cost of service is held to a minimum days subsequent to that holiday are collected one day later. This schedule provides the flexibility to maintain weekly GOAL: collection services while allowing our employees the B. Reduce solid waste disposal at landfills while benefit of celebrating the holiday; the City also benefits providing a resourceful approach to compliance with from this practice by significantly reducing overtime Division: REFUSE and RECYCLING SERVICES Division No.: 47200
Expenses. Landscape waste collected in bags and bundles recycling collection and processing was increased 50¢ per is scheduled for collection twice each week on Wednesday month on November 1, 2011 with another 20¢ increase per and Friday. When a holiday falls within the work week, month for fiscal year 2013. Identical 20¢ rate increases are collection occurs only on Wednesday or Thursday of that planned for FY 2014, as well. week. Customers must call the office of the Maintenance and Environmental Services Manager to schedule the On January 1, 2012, a new state law prohibiting electronic service. devices from entering landfills went into effect. The law also prohibits City refuse collectors from knowingly The Curbside Loose Leaf Vacuum Collection Program is accepting these items in the refuse stream. Residents are another customer call-in program. Customers, after raking encouraged to take electronics to the Jackson County their leaves to curb or street side, may have their leaves Health Department’s drop-off facility at Southern removed for a fee by calling and making arrangements for Recycling Center. collection. The leaves are then scheduled for removal from curb or street side by City crews using a large vacuum In FY 2013, the Refuse and Recycling Division will machine. continue efforts to encourage recycling throughout the city.
Overhead, burden and capital expense borne by the Refuse INTERESTING FACTS for FY 2012: and Recycling Division for providing these services are recovered through a customer fee. These fees are collected • Approximately 5,270 blue bins are collected each in a variety of ways. month.
Refuse collection and disposal, recycling collection, along • On average each blue bin (cans & bottles) contains with processing expenses are recovered through monthly over fourteen point one (14.1) pounds of fees. Refuse fees are assessed as the service is provided. recyclable materials. The recycling fee is assessed to each water bill issued by the City. • Approximately 4,410 green bins are collected each month. In FY 2012, the City’s expanded curbside recycling program that includes “Mixed Paper” continued to • On average each green bin (mixed paper) contains flourish. Mixed Paper includes any and all un-soiled paper over nine point three (9.3) pounds of recyclable products, such as: junk mail, cardboard, chipboard, colored materials. paper, magazines, and books. The expanded recycling program was met with much enthusiasm from Carbondale • About 25.3% of the total recyclable material Residents, helping spur a significant increase in collected by the City comes from the three (3) participation as well as a significant increase of recyclable recycling drop off locations. materials as compared to the twelve months immediately prior to the start of the expanded recycling program. This • On average each residential refuse customer corresponds to an increase in landfill diverted materials. disposed of approximately 1,765 pounds of trash per year. During FY 2012, recycling tonnages have continued to increase, averaging 49.4 tons per month as compared to • On average each residence participating in the 43.6 tons per month in FY 2011, this correlates to a 13.3% City’s curbside recycling program recycles 210 increase of recyclable materials. pounds of cans and bottles and 323 pounds of paper products annually. In FY 2012, in an effort to cover increased labor and fuel costs, increased fees and increased costs for equipment replacement (which had been deferred for several years) an increase in refuse and recycling fees was assessed. To prevent large increases in the future, the decision was made to spread nominal fee increases over a 2 year time period. The fee for residential refuse collection was increased from $9.50 to $11.00 per month on November 1, 2011 with an additional 20¢ increase for Fiscal Year 2013. The fee for Division: REFUSE and RECYCLING SERVICES Division No.: 47200
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Landscape Waste Bags & Bundles Collected B-1 13,682 13,000 14,775 13,500
Landscape Waste Disposed of (Cu. Yd.) B-1 631 650 819 700
Vacuum Leaf Stops Collected B-1 448 450 300 450
Vacuum Leaves Disposed (Cu. Yd.) B-1 1,342 1,200 943 1,200
Recyclable Collected and Disposed (Ton) B-2 523 540 592 625
Refuse Collected and Disposed (Ton) A-1 3,431 3,800 3,400 3,500
Percent Eligible Households Recycling B-2 29.5 30.0 30.3 31.0
Average Monthly Refuse Customers A-1 3,904 3,950 3,920 3,950
Cost Per Bag & Bundle Landscape Waste B-2 Collected/Disposed of (Dollars) $3.09 $3.50 $3.05 $3.25
Cost Per Leaf Vacuum Stop (Dollars) B-2 (General Fund Labor is not included) $15.23 $20.00 $15.91 $20.00
Average Monthly Cost per Refuse Customer A-1 (Dollars) $9.18 $9.25 $9.55 $9.75
Average Monthly Cost Per Assessed B-2 Household for Recycling (Dollars) $2.44 $2.35 $2.34 $2.40
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Refuse & Recycling 0.00 0.00 0.00 1.00 $45,999 Supervisor
Teamster 4.00 5.00 5.00 5.00 $197,694
Solid Waste Collector 1.70 1.00 1.00 1.00 $31,216
TOTAL 5.70 6.00 6.00 7.00 $274,909
Fund: SOLID WASTE MANAGEMENT Division: REFUSE and RECYCLING SERVICES
Department: PUBLIC WORKS Division No.: 47200 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 215,047 222,936 208,046 274,909 102 Accrued Vacation Leave 2,722 0 0 0 103 Accrued Birthday Leave 312 0 0 0 110 Employee Overtime 7,781 9,385 11,329 13,434 130 Employee Health Ins. Benefits 44,194 52,403 47,614 46,862 131 Employee Retirement Benefits 40,664 44,214 42,762 58,246 140 Employee Work. Comp. Benefits 23,112 33,554 33,204 35,824 141 Employee Unemp. Comp. Benefits 15,837 0 12,458 0 150 Special Contractual Benefits 4,800 4,800 4,800 4,950
TOTAL PERSONAL SERVICES 354,469 367,292 360,213 434,225
DIRECT OPERATING CHARGES & SERVICES
200 Professional & Consultant Fees 850 960 960 960 210 Publishing and Filing Fees 0 2,120 500 2,120 222 Communications-Postage 10,019 10,220 10,051 10,225 240 Travel, Conferences, Training 773 2,142 1,200 2,900 251 Repairs Maint.-Bldg.&Struc. 811 1,200 745 2,200 270 Outside Printing Services 1,525 6,500 1,770 6,500 271 Other Outside Services 119,941 138,745 120,000 130,984 272 Office Supplies 505 590 350 590 273 Operating Supplies & Materials 9,009 13,905 3,965 13,305 275 Motor Fuels and Lubricants 35,127 48,044 46,000 55,189 280 Subscriptions and Memberships 431 533 375 475 281 Insurance and Bonds 9,299 11,736 11,736 13,497 282 Licenses and Taxes 350 350 350 350 299 Operating Equipment 0 4,056 4,056 0
TOTAL DIR. OPER.CHRGS. & SRVCS. 188,640 241,101 202,058 239,295
SERVICES AND CHARGES TRANSFERRED IN
310 Veh. & Equip.-Labor & Overhead 23,841 28,090 26,500 32,277 311 Vehicle & Equipment-Parts 46,432 36,000 44,500 45,000 316 Street Maintenance Services 97,301 94,317 94,938 54,195 332 Information Systems Services 1,578 1,944 1,915 1,777 335 Financial Management Services 11,593 11,440 11,440 16,398 363 Cemetery Services 976 1,014 800 3,157
TOTAL SRVCS. & CHRGS. TRANS IN 181,721 172,805 180,093 152,804 Fund: SOLID WASTE MANAGEMENT Division: REFUSE and RECYCLING SERVICES
Department: PUBLIC WORKS Division No.: 47200 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
NON-OPERATING CHARGES
420 Uncollectible Accounts 90 0 0 0
TOTAL NON-OPERATING CHARGES 90 0 0 0
CAPITAL OUTLAY
504 Licensed Vehicles 0 0 0 198,000
TOTAL CAPITAL OUTLAY 0 0 0 198,000
DEBT SERVICE
640 Other Debt Principal 25,080 26,417 26,417 45,821 641 Other Debt Interest 9,013 7,676 7,676 10,442
TOTAL DEBT SERVICE 34,093 34,093 34,093 56,263
EXPENDITURES TRANSFERRED OUT
700 Serv.& Chrg. to Operating Divs. (12,423) (15,851) (8,160) (16,904)
TOTAL EXPENDITURES TRANS OUT (12,423) (15,851) (8,160) (16,904)
DEPRECIATION EXPENSE
890 Depreciation on Fixed Assets 50,575 34,651 34,651 34,651
TOTAL DEPRECIATION EXPENSE 50,575 34,651 34,651 34,651
TOTAL EXPENDITURES 797,165 834,091 802,948 1,098,334 SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN WORKING FUND BALANCE PROPRIETARY FUNDS RENTAL PROPERTIES FUND FUND NO. 73 AUTHORIZED ESTIMATED ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013
REVENUES 783,812 511,971 514,548 558,340
EXPENDITURES 1,053,081 1,295,142 1,024,617 525,846
EXCESS OF REVENUES OVER/(UNDER) EXPENDITURES (269,269) (783,171) (510,069) 32,494
OTHER FINANCING SOURCES (USES): TRANSFERS FROM OTHER FUNDS: 0000
NET TOTAL OTHER FINANCING SOURCES (USES) 0000
NET INCREASE (DECREASE) IN FUND BALANCES (269,269) (783,171) (510,069) 32,494
NON-CASH CREDITS FOR DEPRECIATION LOSS ON DISPOSAL OF FIXED ASSETS AND PREPAID BOND EXPENSES AND ACCRUED INTEREST 363,238 53,032 53,032 53,032 363,238 53,032 53,032 53,032
NET INCREASE (DECREASE) IN FUND BALANCES 93,969 (730,139) (457,037) 85,526
WORKING FUND BALANCE BEGINNING OF FISCAL YEAR 1,307,331 1,401,300 1,401,300 944,263
WORKING FUND BALANCE END OF FISCAL YEAR 1,401,300 671,161 944,263 1,029,789 STATEMENT OF REVENUES AND OTHER FINANCING SOURCES PROPRIETARY FUNDS RENTAL PROPERTIES FUND FUND NO. 73 AUTHORIZED ESTIMATED ACCT. NO.ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013 USE OF MONEY & PROPERTY 37306-101 Interest Earned-Check./Savings 312 200 208 200 37306-401 Interest on Investments 1,618 2,200 625 725 37306-500 Rent-Administration Building 26,034 26,815 26,815 27,620 37306-510 Rent-Arlington Building 169,913 175,010 175,010 180,261 37306-520 Rent-Brentwood Building 228,921 228,920 228,921 269,129 37306-530 Rent-Recreation Building 6,048 0 6,229 6,416 37306-540 Rent-Cambridge Building 70,207 48,586 47,510 43,948 37306-550 Rent-Dorchester Building 200,786 0 0 0 37306-590 Rent-E. C. Hayes Center 49,551 0 0 0 37306-591 Rent-Old ICRR Depot 26,243 27,340 27,030 27,841 37306-600 Sale of City Property 10 0 0 0 37306-700 Srvs. & Chrgs. to Operating Divs. 0000 37306-800 Insurance Proceeds 0000 37306-900 Miscellaneous 2,101 2,900 2,200 2,200 781,744 511,971 514,548 558,340 SERVICE CHARGES 37313-010 Material & Labor Sales 2,068 0 0 0
INTERGOVERNMENTAL REVENUES 37325-010 Grant Proceeds - DCCA 0000 37325-085 Federal Disaster Relief 0000 0000
TOTAL REVENUES 783,812 511,971 514,548 558,340
OTHER FINANCING SOURCES 37390-001 General Fund 0000 37390-017 Child Care Services Fund 0000
TOTAL OTHER FINANCING SOURCES 0000
TOTAL RENTAL PROPERTIES FUND 783,812 511,971 514,548 558,340 CITY OF CARBONDALE, ILLINOIS Organizational Chart
Public Works Department Rental Properties Fund
City Manager
Public Works Director
Building & Maintenance Surpervisor
Building & Building & Maintenance Maintenance Worker Technician
Building & Building & Maintenance Maintenance Helper Custodian
Total Number of Employees (5.00) FundFund: Objective: RENTAL PROPERTIES 2. Improve and maintain the land and improvements surrounding the buildings Department: PUBLIC WORKS Strategies: a. Plant landscaping around properties Division: MUNICIPAL RENTAL PROPERTIES b. Provide training for employees assigned to Division No.: 47300 maintain the grounds
c. Maintain parking lots and sidewalks
GOAL: MISSION: B. Maintain maximum occupancy of the Municipal Rental Properties The mission of the Municipal Rental Properties Division is to maintain and operate City facilities which are rented for Objective: public or quasi-public use. 1. Increase rental space occupied in the facilities
SERVICES: Strategies: a. Inform existing tenants about the opportunities to The City operates the University City Municipal Complex, expand their rental space in the facilities the Old Illinois Central Railroad Passenger Depot and the Freight Depot Pavilion as a Public Service Enterprise b. Market the facilities to governmental and not-for- Fund. Municipal Rental Properties also maintains all other profit organizations City buildings, including the new Public Safety Center. Rental income is the primary source of funds to cover the PROGRAM HIGHLIGHTS: operating expenses of the Municipal Rental Properties. In FY 2012, a maintenance and janitorial program for the SIGNIFICANT GOALS AND OBJECTIVES: new Public Safety Center was implemented. Municipal Rental Property Staff maintains the building’s interior as GOAL: well as the exterior and grounds. A. Improve and maintain the quality of all City buildings and facilities In FY 2012, a grant was obtained to install energy efficiently upgrades to the City Hall/Civic Center Heating Objective: Ventilation and Air Conditioning (HVAC) systems. This 1. Maintain buildings in an attractive and functional system will enable staff to monitor and adjust the manner operations of the HVAC systems to increase operational efficiencies and save on utility costs. Strategies: a. Work with janitorial crews to provide efficient In FY 2013, the Municipal Rental Properties Division will cleaning of office space and public areas continue to improve energy efficiency throughout City owned properties. b. Promptly repair damage that occurs to buildings
c. Systematically replace maintenance items to more energy efficient products.
d. Conduct an aggressive preventive maintenance program on mechanical systems
Division: MUNICIPAL RENTAL PROPERTIES Division No.: 47300
PERFORMANCE MEASUREMENTS:
Performance Measurements Division Authorized Estimated Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
U-City Space Leased (Sq. Ft.) A-1/A-2 86,890 86,890 59,240 59,240
U-City Space Vacant (Sq. Ft.) B-1 11,810 11,810 39,460 39,460
I.C. Passenger Depot Space Leased (Sq. Ft.) A-1/A-2 3,807 3,807 3,807 3,807
I.C. Passenger Depot Space Vacant (Sq. Ft.) B-1 0 0 0 0
NUMBER OF FULL-TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Building Maintenance Supervisor 1.00 1.00 1.00 1.00 $53,641
Building Maintenance Technician 1.00 1.00 1.00 1.00 $41,509
Building Maintenance Worker 1.00 1.00 1.00 1.00 $37,730
Building Maintenance Helper 1.00 1.00 1.53 1.00 $30,568
Building Custodian 0.63 0.50 0.48 1.00 $25,683
TOTAL 4.63 4.50 5.01 5.00 $189,131
Fund: RENTAL PROPERTIES Division: MUNICIPAL RENTAL PROPERTIES
Department: PUBLIC WORKS Division No.: 47300 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 185,577 169,149 191,911 189,131 101 Accrued Sick Leave (12,207) 0 0 0 102 Accrued Vacation Leave 1,444 0 0 0 103 Accrued Birthday Leave (62) 0 0 0 110 Employee Overtime 1,274 1,455 1,145 1,175 130 Employee Health Ins. Benefits 25,207 24,828 28,800 33,862 131 Employee Retirement Benefits 33,524 32,140 33,455 38,245 140 Employee Work. Comp. Benefits 19,324 23,101 22,452 23,399 141 Employee Unemp. Comp. Benefits 0 0 2,048 0 150 Special Contractual Benefits 3,200 3,200 3,200 3,300
TOTAL PERSONAL SERVICES 257,281 253,873 283,011 289,112
DIRECT OPERATING CHARGES & SERVICES
200 Professional & Consultant Fees 25,512 8,460 8,460 960 210 Publishing and Filing Fees 51 0 0 0 220 Communications-Telephone 2,044 3,312 2,145 2,016 222 Communications-Postage 6 50 0 50 230 Utilities-Electric 93,103 53,124 57,041 52,581 231 Utilities-Gas 13,957 13,800 13,450 13,762 232 Utilities-Water and Sewer 8,368 6,408 6,012 7,982 240 Travel, Conferences and Training 919 1,382 1,199 2,308 250 Repairs & Maint.-Equip. 0 350 200 350 251 Repairs & Maint.-Bldg & Struc. 105,589 410,987 552,634 72,852 252 Repairs & Maint.-Other Improv. 7,953 8,881 8,500 10,700 260 Rental Charges 25 150 0 150 271 Other Outside Services 71,607 424,906 19,427 19,264 272 Office Supplies 169 210 206 410 273 Operating Supplies & Materials 5,311 6,330 4,500 6,050 275 Motor Fuels and Lubricants 4,496 4,036 3,846 5,081 280 Subscriptions and Memberships 170 325 189 325 281 Insurance and Bonds 35,544 38,632 38,632 42,968 282 Licenses and Taxes 42,988 40,345 48,270 49,235 299 Operating Equipment 3,073 9,319 8,731 3,100
TOTAL DIR. OPER. CHRGS. & SRVCS. 420,885 1,031,007 773,442 290,144 Fund: RENTAL PROPERTIES Division: MUNICIPAL RENTAL PROPERTIES
Department: PUBLIC WORKS Division No.: 47300 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013 SERVICES AND CHARGES TRANSFERRED IN
310 Veh. & Equip.-Labor & Overhead 1,806 2,120 2,860 3,654 311 Vehicle & Equipment-Parts 1,904 2,200 1,645 2,500 316 Street Maintenance Services 264 1,685 2,352 1,734 341 Support Services 330 501 324 0 342 City Hall/Civic Center Serv. 4,592 5,703 4,215 5,804 351 Human Resources Services 0 0 0 517 352 Engineering Services 11,163 12,611 9,265 8,874 361 Forestry Services 2,658 3,830 2,221 3,914
TOTAL SRVCS. & CHRGS TRANS IN 22,717 28,650 22,882 26,997
NON OPERATING CHARGES
420 Uncollectible Accounts 1 0 0 0 440 Program Grants 15,700 0 0 0 490 Loss on Dispos. Of Fixed Assets 287,003 0 0 0
TOTAL NON-OPERATING CHARGES 302,704 0 0 0
CAPITAL OUTLAY
503 Machinery and Equipment 7,351 0 0 0
TOTAL CAPITAL OUTLAY 7,351 0 0 0
EXPENDITURES TRANSFERRED OUT
700 Serv.& Chrg. to Operating Divs. (34,092) (81,420) (107,750) (133,439)
TOTAL EXPENDITURES TRANS OUT (34,092) (81,420) (107,750) (133,439)
CONTINGENCIES
801 Division Contingencies 0 10,000 0 0
TOTAL CONTINGENCIES 0 10,000 0 0
DEPRECIATION EXPENSE
890 Depreciation on Fixed Assets 76,235 53,032 53,032 53,032
TOTAL DEPRECIATION EXPENSE 76,235 53,032 53,032 53,032
TOTAL EXPENDITURES 1,053,081 1,295,142 1,024,617 525,846 SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN WORKING FUND BALANCE PROPRIETARY FUNDS HEALTH INSURANCE REIMBURSEMENT FUND FUND NO. 79 AUTHORIZED ESTIMATED ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013
REVENUES 0 0 0 3,319,955
EXPENDITURES 0 0 0 2,685,179
EXCESS OF REVENUES OVER/(UNDER) EXPENDITURES 0 0 0 634,776
OTHER FINANCING USES: 0000
NET TOTAL OTHER FINANCING SOURCES (USES) 0000
NET INCREASE (DECREASE) IN FUND BALANCES 0 0 0 634,776
WORKING FUND BALANCE BEGINNING OF FISCAL YEAR 0000
END OF FISCAL YEAR 0 0 0 634,776 STATEMENT OF REVENUES AND OTHER FINANCING SOURCES PROPRIETARY FUNDS HEALTH INSURANCE REIMBURSEMENT FUND FUND NO. 79 AUTHORIZED ESTIMATED ACCT. NO.ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013 USE OF MONEY & PROPERTY 37906-101 Interest Earned-Check./Savings 0 0 0 100 37906-401 Interest Earned - Investments 0 0 0 150 37906-900 Miscellaneous 0000 000250
CONTRIBUTIONS/ASSESSMENTS 37911-001 City Contributions-General Fund 0 0 0 1,981,121 37911-010 Employee Contributions 0 0 0 375,425 37911-020 Retiree Contributions 0 0 0 303,868 37911-025 Disabled Retiree - City Contributions 0 0 0 169,005 37911-070 City Contributions-W&S Operating Fund 0 0 0 406,392 37911-071 City Contributions-Parking Oper. Fund 0 0 0 7,420 37911-072 City Contributions-Solid Waste Mgmt. Fund 0 0 0 44,272 37911-073 City Contributions-Rental Prop. Fund 0 0 0 32,202 0 0 0 3,319,705
TOTAL SELF INSURANCE FUND 0 0 0 3,319,955 Fund:Fund: HEALTH INSURANCE REIMBURSEMENT
Department: GENERAL GOVERNMENT
Division: GROUP HEALTH INSURANCE
Division No.: 47900
FUNCTION:
The function of the Group Health Insurance Division is to provide funding for health care benefits to active and retired City employees.
PROGRAM HIGHLIGHTS:
During FY 2012 the City of Carbondale entered into a contract with Health Alliance to provide Health Insurance Coverage to active and retired City employees and their dependants. The plan chosen was one that included a Health Reimbursement Account method of paying claims. The employee/retiree is responsible for a $500 deductible as well as a 10% cost sharing of the next $5,000 in costs for a total of $1,000 out of pocket (up to a maximum of $2,000 for plans with more than one insured). The City is responsible for a 90% cost share of the aforementioned $5,000 and the next $2,000 for a total out of pocket of $6,500 per insured. The Group Health Insurance Division will pay these claims costs from funds from the active employee’s division and the retiree’s that are in excess of the insurance premium charged by Health Alliance.
In addition to claims the division will pay Health Alliance the insurance premium, administration fees from Kelly Insurance and the Third Party Administrator of the Health Reimbursement Account, and any additional costs, such as employee flu shots or IRS filings.
Fund: HEALTH INSURANCE REIMBURSEMENT Division: GROUP HEALTH INSURANCE
Department: GENERAL GOVERNMENT Division No.: 47900 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
DIRECT OPERATING CHARGES & SERVICES
271 Other Outside Services 0 0 0 43,189 281 Insurance and Bonds 0 0 0 1,966,990
TOTAL DIR. OPER. CHRGS. & SRVCS. 0 0 0 2,010,179
NON-OPERATING CHARGES
430 Health Insurance Claims 0 0 0 675,000
TOTAL NON-OPERATING CHARGES 0 0 0 675,000
TOTAL EXPENDITURES 0 0 0 2,685,179 COMPONENT UNIT
Component Units are legally separate entities that meet any of three tests: 1) the primary government appoints the voting majority ofthe board ofthe component unit and is able to impose its will or is in a relationship of financial burden or benefits; 2) the component unit is fiscally dependent upon the primary government; 3) the financial statements would be misleading if data from the component unit were not included.
The Carbondale Public Library provides a general program of public library services to the residents ofCarbondale. The primary source ofrevenues is local property taxes.
The summary statements, graphs and charts in the Introductory Section of this budget do not include the Library's revenues, expenditures, change in fund balance amounts and full time equivalent number of employees since the Library is not considered a part ofthe primary government.
The annual Carbondale Memorial Day Service was held on Monday, May 28, 2012 at 10:00 a.m. in historic Woodlawn Cemetery on East Main Street in Carbondale. The keynote speaker was Illinois Lieutenant Governor Sheila Simon with Mayor Joel Fritzler serving as Master of Ceremonies.
The first Memorial Day service in Illinois and perhaps in the country, to honor those who had died in the Civil War, took place in Woodlawn Cemetery on April 29, 1866. The City currently maintains the Cemetery and Memorial Day services are observed each year at the site. Woodlawn Cemetery is on the National Register of Historic Places and the Carbondale Register of Historic Sites. Burials are no longer allowed at Woodlawn Cemetery. The cemetery is open from dawn to dusk. There are over 60 Civil War graves and 30 freed slaves as well as others buried at Woodlawn. Together there are about 150-200 graves on the site.
SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE COMPONENT UNIT - CARBONDALE PUBLIC LIBRARY FUND NO. 95 AUTHORIZED ESTIMATED ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013
REVENUES 971,522 980,338 998,598 1,039,555
EXPENDITURES 815,154 960,338 950,291 1,019,555
EXCESS OF REVENUES OVER/(UNDER) EXPENDITURES 156,368 20,000 48,307 20,000
FUND BALANCE BEGINNING OF FISCAL YEAR 202,505 358,873 358,873 407,180
FUND BALANCE END OF FISCAL YEAR 358,873 378,873 407,180 427,180 STATEMENT OF REVENUES AND OTHER FINANCING SOURCES COMPONENT UNIT - CARBONDALE PUBLIC LIBRARY FUND NO. 95 AUTHROIZED ESTIMATED ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET FY 2011 FY 2012 FY 2012 FY 2013 GENERAL PROPERTY TAXES 39501-010 Library Property Tax Levy 811,909 853,275 843,981 895,853
INTERGOVERNMENTAL REVENUES 39503-010 State-Per Capita Aid 26,137 26,013 26,194 26,137 39503-020 Replacement Tax 46,299 46,500 42,478 46,500 39503-030 Mobile Home Privilege Tax 1,050 1,300 878 1,300 39503-080 Other Governmental Units 0000 39503-085 City of Carbondale Subsidy 0000 73,486 73,813 69,550 73,937
FINES 39505-010 Library Fines 20,171 20,000 19,950 20,000
USE OF MONEY & PROPERTY 39506-101 Interst on Checking 23 15 23 15 39506-200 Library Fees 13,670 14,000 15,415 14,000 39506-401 Interest on Investments 35 55 0 0 39506-402 Interest on Investments - Restr. 52 80 73 90 39506-408 Gain/Loss Securities (378) 0 0 0 39506-700 Private Contributions - Grants 30,252 12,500 32,820 25,060 39506-800 Contributions, Gifts & Memorials 14,002 0 15,739 4,000 39506-900 Miscellaneous 8,300 6,600 1,047 6,600 65,956 33,250 65,117 49,765
TOTAL PUBLIC LIBRARY FUND 971,522 980,338 998,598 1,039,555 Fund: b. Provide reference and reader's advisory service COMPONENTFund: UNIT c. Provide information brochures about the services and Department: collections available COMPONENT UNIT GOAL: Division: COMPONENT UNIT - B. Improve collection development CARBONDALE PUBLIC LIBRARY Objective: Division No.: 49500 1. Provide additional materials in areas of high circulation MISSION: Strategies: Carbondale Public Library provides resources and services a. Track circulation and availability in specific subject to support the educational, informational, cultural, and areas recreational needs of its community. b. Secure additional materials in areas of high circulation SERVICES: and low availability
The Carbondale Public Library maintains collections of Objective: print, audio, and video materials, computer software, and 2. Provide materials requested by patrons when online databases. Information services available at the appropriate library include reference, interlibrary loan, databases, and Internet access. These collections and services are Strategies: available for use by any library patron. Orientation tours a. Use patron suggestion forms and instruction in using library resources are also available. b. Use staff suggestion forms
The library provides a variety of programs such as story GOAL: hours, summer reading programs, book clubs and special C. Improve information availability and document programs on various topics. The library provides facilities delivery and equipment for public use including a conference room, display space, and photocopy service. Objective: 1. Strive for a 90% on-site fill rate SIGNIFICANT GOALS AND OBJECTIVES: Strategies: GOAL: a. Determine the fill rate A. Increase library use by the community b. Purchase additional materials as needed to increase the Objective: fill rate 1. Increase patron visits c. Add or improve service to increase the fill rate Strategies: a. Promote the Library and its programs through Objective: participation in community events 2. Determine the reason for instances of non-availability b. Promote the Library and its programs via the various of library material or services media Strategies: c. Provide programming for all age groups a. Analyze data from monthly circulation reports
Objective: b. Determine whether the requested material/service is 2. Increase patron use of materials and services within the scope of the mission of the library
Strategies: c. Determine whether the requested material/service is a. Provide attractive displays of various types within the scope of the budget of the library
Division: COMPONENT UNIT - CARBONDALE PUBLIC LIBRARY Division No.: 49500
technology classes for adults during Fiscal Year 2012 PROGRAM HIGHLIGHTS: During FY 2013 the goal to improve staffing and to In FY 2012, the library performed a capital needs optimize customer service by enhancing staff training, assessment and researched the viability of state grants for communication and morale will continue. This effort will renovation of the Brush annex. Although those grants were be partly achieved by the library’s effort with an ongoing not feasible, the assessment proved useful for planning and program of providing an annual Staff Day. budgeting, and some significant repairs were accomplished, including (with financial assistance from the Into FY 2013, another goal of the Carbondale Public Friends) a reconstruction of a portion of the Brush roof. Library will be to improve Outreach and Public Relations The library’s Maintenance Manager retired and was by developing and implementing a formal marketing plan. replaced by a highly qualified manager who has reduced This will be achieved by using technology to promote the the need to outsource many maintenance needs. library’s collections and services and by better communication of the library’s mission, role, collections Also in FY 2012, work was accessed in how to make the and services to the community. Library staff will library as comfortable and usable as possible. A grant from participate in multiple networking groups such as the the Illinois State Library (ISL) allowed the library to install Positive Youth Development Coalition; Leadership new computers and a new centralized computer station, Carbondale and Non-Violent Carbondale. Some examples which was hand-crafted by our Maintenance Manager. The of community partnerships include Community Cinema new arrangement frees up space for café-style furnishings (with WSIU/PBS), 11 Days For Peace (Non-Violent purchased largely with donated funds. Carbondale), and Family Literacy classes at Evergreen Terrace. Each partnership enhances our visibility and During FY 2012, the Carbondale Public Library dealt with enriches our services. the issues of land expansion and improvement of the grounds with an eye toward increasing usability while Also in FY 2013 the Carbondale Public Library goal is to preserving aesthetics. The library is now contracting with improve Financial Support. The library will closely Greenridge Landscaping for major landscaping. The consider both short term and long term finances in all Evergreen Garden Club volunteers made significant library planning and operations and proceed in accordance improvements to the Japanese Garden. with realistic projections. In the past two fiscal years the library has managed to build reserves. This fiscal year the During the fiscal year the goal of the Carbondale Public library managed to support services while waiting for Library is always to improve resources which consist of property tax revenue without borrowing funds. In FY collections and services. This is achieved by ensuring 2013, the library will incorporate fundraising and grant compliance with Illinois library law and standards, as well seeking efforts into the library’s routine in partnership with as enlightened, up-to-date, and practical library operations. the Friends of the Carbondale Public Library. The Friends The Library Board reviews all library policies and by-laws; hosted two major book sales in FY 2012. The library makes changes and additions as needed; and considers secured $30,320 in grant funding in FY 2012. input from staff, other stakeholders, and examples from other libraries or other available resources. This will continue into FY 2013.
Also into FY 2013, the Carbondale Public Library will continue to build its collection. The library has budgeted accordingly for collection development. Thanks to a donation from the Friends, the library now offers over 4,000 e-books. The library also instituted programs and services in accordance with the library’s mission to support the educational, informational, cultural, and recreational needs of its community. In FY 2012, the library provided a record-breaking 424 (est.) programs and increased program attendance by 16%.
In FY 2013, the Carbondale Public Library will use technology to meet the community’s needs. Thanks to a grant from the ISL, the library provided 82 (est.) hands-on Division: COMPONENT UNIT - CARBONDALE PUBLIC LIBRARY Division No.: 49500
PERFORMANCE MEASUREMENTS:
Division Authorized Estimated Performance Measurements Goal/ Actual Budget Actual Budget Objective FY 2011 FY 2012 FY 2012 FY 2013
Number of Patron Visits A-1 162,372 162,731 160,372 162,731
Number of Registered Borrowers A-1 16,560 16,337 17,891 17,891
Materials Circulated A-1, A-2 214,047 225,000 200,200 225,000
Materials Used In-House A-1, A-2 54,911 60,000 50,136 60,000
On-site Fill Rate B-1, B-2, 92% 94% 91% 94% C-1, C-2
Internet Use (sessions on site) A-1, A2 25,409 28,000 24,709 28,000
Juvenile (under 13 years of age) A-1 2,711 2,500 2,726 2,725 Attendance at Programs
Adult Attendance at Programs A-1 1,014 600 1,499 1,000
Teen Attendance at Programs A-1 204 500 350 500
Programs Offered Inside the Library A-1 224 220 404 300
Programs Offered Outside the Library A-1 10 12 20 12
Reference Transactions A-1, A-2 36,175 40,000 35,869 36,175
Division: COMPONENT UNIT - CARBONDALE PUBLIC LIBRARY Division No.: 49500
NUMBER OF FULL TIME EQUIVALENT EMPLOYEES:
AUTHORIZED ESTIMATED $ AMOUNT POSITION TITLE ACTUAL BUDGET ACTUAL BUDGET BUDGET FY 2011 FY 2012 FY 2012 FY 2013 FY 2013
Director 1.00 1.00 1.00 1.00 $53,055
Reference Librarian 1.00 1.00 1.00 1.00 $41,100
Adult & Young Adult Svc. Librarian 1.00 1.00 1.00 1.00 $41,100
Children's Librarian 1.00 1.00 1.00 1.00 $46,973
Interlibrary Loan Assistant 1.00 1.00 1.00 1.00 $28,258
Catalogers 1.32 1.00 1.00 1.00 $28,149
Program Coordinators 1.00 0 .32 0.32 0.32 $9,737
Volunteer Coordinator 1.00 1.00 .80 0.80 $30,931
Administrative and Grant Staff 0.75 0.90 1.00 1.00 $35,653
Circulation and Finance Manager 1.00 1.00 1.00 1.00 $39,140
Circulation Assistants/Clerks 1.90 1.50 1.90 2.00 $51,020
Technical Services Assistant/Aid 0.53 0.40 0.40 .40 $10,436
Maintenance Manager/Custodians 1.27 1.00 1.00 1.00 $30,900
Shelvers 1.73 1.73 1.73 1.73 $31,197
Reserved: Raises/Merit Pay/Overtime/Extra Hours/Holiday $4,994
TOTAL 15.50 13.85 14.15 14.25 $482,643
Fund: COMPONENT UNIT Division: COMPONENT UNIT - CARBONDALE PUBLIC LIBBRARY Department: COMPONENT UNIT Division No.: 49500 AUTHORIZED ESTIMATED EXPENDITURE CLASSIFICATION ACTUAL BUDGET ACTUAL BUDGET FY2011 FY2012 FY2012 FY2013
PERSONAL SERVICES
100 Employee Salary and Wages 412,089 441,712 446,829 482,643 130 Employee Health Ins. Benefits 58,718 70,680 61,289 72,873 131 Employee Retirement Benefits 69,907 85,075 82,356 93,946 140 Employee Work. Comp. Benefits 3,978 5,566 3,754 4,826 141 Employee Unemp. Comp. Benefits 1,379 1,750 1,750 2,743
TOTAL PERSONAL SERVICES 546,071 604,783 595,978 657,031
DIRECT OPERATING CHARGES & SERVICES
200 Professional & Consultant Fees 572 2,400 1,600 2,500 220 Communications-Telephone 8,530 17,256 7,854 10,750 222 Communications-Postage 3,013 3,100 2,480 3,200 230 Utilities-Electric 22,724 25,000 20,428 25,000 232 Utilities-Water and Sewer 3,301 1,300 1,131 1,250 240 Travel, Conferences, Training 2,747 6,500 3,303 6,300 250 Repairs & Maint.-Equip. 24,710 23,000 21,221 24,730 251 Repairs & Maint.-Bldg & Struc. 11,298 17,000 36,235 27,400 252 Repairs & Maint.-Other Improv. 9,219 12,000 12,860 12,700 260 Rental Charges 601 800 564 650 270 Outside Printing Services 50 350 350 350 271 Other Outside Services 7,935 10,500 10,500 11,340 272 Office Supplies 15,134 24,575 30,500 16,300 273 Operating Supplies & Materials 117,599 134,447 152,447 148,600 280 Subscriptions and Memberships 10,706 14,627 14,627 15,650 281 Insurance and Bonds 21,329 27,000 21,652 23,800 299 Operating Equipment 9,615 10,000 16,561 6,004
TOTAL DIR. OPER. CHRGS. & SRVCS. 269,083 329,855 354,313 336,524
CONTINGENCIES
801 Division Contingency 0 25,700 0 26,000
TOTAL CONTINGENCIES 0 25,700 0 26,000
` TOTAL EXPENDITURES 815,154 960,338 950,291 1,019,555 COMMUNITY INVESTMENT PROGRAM
The Five-Year Community Investment Program (CIP) Budget provides for the planned, expansions, improvements or reconstruction of the City's infrastructure assets. Capital outlay items such as vehicles, computers, office equipment, radios, machinery and equipment are not included in the CIP. These items are budgeted in the various user divisions. The detailed list of the capital outlay items is provided in the Supplemental Section ofthis budget.
The CIP section ofthis document includes the following: 1. Description ofCodes and Division Account Numbers 2. Chart ofAccounts 3. Composite List ofAll CIP Projects 4. FY 2013 Funded 5-Year Community Investment Program 5. Summary Estimate ofCIP Projects FY 2013 6. Summary By Fund and Funding Source Codes 7. Summary by Project Group 8. CIP Projects, Descriptions, Justifications, Expenditure Years and Operations Impact 9. FY 2012 Un-Funded Community Investment Program
Greater detail for each CIP project is provided in the separate Community Investment Programs Budget document. In addition to the above, the detail includes the account numbers for the cost categories and funding source codes for each CIP project, as well as a list ofunfunded and possible future CIP projects.
The MERS/Goodwill in Carbondale held a grand re-opening in its new location in November of 2011.
MERS/Goodwill is a non-profit agency that provides for the needs of those who have barriers to employment through disability or economic disadvantage. Profits from the Goodwill stores in our area go toward funding MERS/Goodwill job training and employment services.
CI TY OF CARBONDALE, I LLI NOI S FI VE YEAR COMMUNI TY I NVESTMENT PROGRAM FI SCAL YEARS ENDI NG APRI L 30, 2013, 2014, 2015, 2016 & 2017
PROJECT GROUP CODES:
OS Open Space & Parks PB Public Buildings PK Parking System SA Sanitary Sewer System SP Special Projects SS Storm Sewers ST Streets SW Sidewalks TS Traffic Signals WS Water System WW Wastewater System
FUNDING SOURCE CODES:
FA Federal Aid, Grant or Project Impact FB-GR Fund Balance - General Revenue FB-UR Fund Balance - Utility Fund Revenues, Water & Sewer User fees FB-SC Fund Balance - Service Charges, Parking meters, Refuse service revenues, etc. GC Gifts and Contributions GOB/LOAN General Obligation Bonds or Loans Secured by Mortgage LGA Local Government Agency PB Public Benefit Tax Levy Revenues PO Property Owner Contributions and Assessments RB Revenue Bond SA State Aid, Grant or Motor Fuel Tax TF (GF) Transfers from the General Fund
EXPENDITURE DIVISION ACCOUNT NUMBERS:
- General Fund (01) 40900 Transfers to Other Fund (01) 41017 Motor Fuel Tax Fund (11) 44007 Local Improvement Fund (40) 47044 Waterworks & Sewerage Fund - Wastewater System (70) 47045 Waterworks & Sewerage Fund - Water System (70) 47150 Parking System Operations Fund (71) 47300 Rental Properties Fund (73) 48300 Community School Grant (83) CHART OF ACCOUNTS Co mmunity I nvest ment Progra m Expendit ure - Li ne It e ms
MISCELLANEOUS COSTS Includes any and all project costs other than those listed below.
CIP PRELIMINARY ENGINEERING 520-Engineering Division These accounts include all City Engineering costs for services prior to project design and layout . (i.e. studies, proposals, projected service areas, etc.) 521-Contractual These accounts include all contractual costs for services prior to project design and layout. (i.e. studies, proposals, projected service areas, etc.)
CIP DESIGN ENGINEERING 530-Engineering Division These accounts include all costs for City Engineering design and layout of projects prior to construction. (i.e. construction plans, specifications, quantities, etc.) 531-Contractual These accounts include all costs for contractual design and layout of projects prior to construction. (i.e. construction plans, specifications, quantities, etc.)
CIP RESIDENT ENGINEERING 540-Engineering Division These accounts include all engineering costs incurred during project construction by the City Engineering Division. (i.e. resident engineering, change orders, pay estimates, etc.) 541-Contractual These accounts include all engineering costs incurred during project construction by outside consultants. (i.e. resident engineering, change orders, pay estimates, etc.)
CIP ACQUISITION 550-Engineering Division Any cost incurred by the City Engineering Division related to land acquisition. 552-Legal Division Services Any cost incurred by the City Legal Division for work performed relating to land acquisition. 553-Contractual Includes the cost of outside appraisal fees, legal fees and title cost. 555-Land Purchase Actual cost for land purchase (i.e. right-of-way, demolition cost) and any costs associated with the preparation of land. 556-Easements Actual cost for temporary and permanent easements. 558-Relocation Cost Includes the cost of relocation of businesses or tenants due to the purchase of land on which they are located.
CIP CONSTRUCTION 560-City Labor Includes cost for City departments other than Engineering performing work on Capital Improvements Projects. 565-Contractual Includes cost for outside firms performing work on Capital Projects and major equipment purchases for Capital Projects.
580-CIP CONTINGENCY This account is for budgetary purposes only and provides contingency funds to cover additional construction/change order costs. When funds are needed they are transferred from this account to a construction account. Actual costs are not charged to this account. COMPOSITE LIST OF ALL COMMUNITY INVESTMENT PROGRAM PROJECTS
XXXXXX - Indicates project is included in the funded 5-Year Capital Improvements Program.
XXXXXX(U) - Indicates Unfunded Capital Improvement Project (Projects without funding available during the 5-Year CIP period which may be included in the CIP Program in later years as funding is identified and becomes available.)
* * * * * OPEN SPACE & PARKS OS8301(U) Bikeway Network Plan OS0002(U) Drainway/Greenway Completion OS0901(U) Central Downtown Bike/Pedestrian Way OS0902(U) East Side Sidewalks/Bikeways OS1001(U) Friendship Plaza and Mill Street Underpass Fencing OS1002 Open Space Development OS1103(U) Brooklane Footbridge Replacement
PUBLIC BUILDINGS: PB0001 Fire Station Relocation PB0302(U) Fire Station #1 (Wall Street) Equipment Storage Building PB1001(U) Cemetery Maintenance and Office Building Replacement PB1002(U) Public Works Garage Improvements PB1003(U) Public Works Storage Building Replacements PB1004(U) Public Works Facility Truck and Equipment Barn PB1101(U) Cemetery Dry Soil Storage Building
PARKING SYSTEM: PK9104(U) Parking Lot #3 Reconstruction (East of Railroad Tracks, South of Grand Avenue) PK9802(U) Parking Lot #6 Reconstruction (South of Walnut Street, West of Railroad Tracks) PK0701 700 Block of South Illinois Avenue Parking Lot PK1001(U) Parking Lot #26 (Interfaith Center) Improvements
SANITARY SEWERS: SA7301(U) Washington Street Sanitary Sewer (Monroe Street to College Street) SA0001(U) Crestview Sanitary Sewer Rehabilitation SA0106 East/West Sanitary Sewer between Schwartz Street & College Street (West of Oakland Avenue) SA0107(U) Almond Street Sanitary Sewer Rehabilitation (Chestnut Street to Willow Street and North South Sewer Located Apprx. 400' East of Springer St. SA0901 Sanitary Sewer Rehabilitation Program SA1001(U) Lakeland Subdivision Sanitary Sewer SA1201 Tan Tara Sanitary Sewer SA1301 Sanitary Sewer Inflow and Infiltration Study SA1302 Haake Jenkins Sanitary Sewer
SPECIAL PROJECTS: SP0203(U) Bus Shelters SP0602(U) Carbondale Business Park East SP0901(U) Creating Entryways into the Community SP0903(U) Community Skateboard Park SP0904(U) Illinois Avenue Streetscape Improvements (Grand Avenue to Oak Street, Combines SP0004, SP0005), SP0201) SP0905(U) City Buildings Signage SP1001(U) Woodlawn Cemetery Retaining Wall SP1002(U) Multimodal Transportation Center
STORM SEWERS/DRAINAGE: SS9501(U) Lu Court/Deer Lake Drainage SS9601(U) East End of Oak Street to Piles Fork Creek Drainway SS9902(U) Replace Corrugated Metal Pipes in Southwest Quadrant SS0002(U) College/Freeman Storm Sewer (East of Poplar Street) SS0003(U) Short Street to Crab Orchard Creek Drainway SS0004(U) Oak Street Storm Sewer Improvements (310 East Oak) SS0005(U) Gary Drive and Grand Ave Loop (East of Giant City Road) SS0006(U) Oakland/Schwartz Area Drainage Ditch (behind homes) SS0301(U) Cherry Street Storm Sewer (Rawlings to Poplar Street) SS0401(U) Little Crab Orchard Creek Channelization (Southeast of Northwest Wastewater Treatment Plant to Charles Road) SS0601(U) Logan Street Area Storm Drainage SS0801(U) Valley Road Area Storm Drainage Improvements SS0802(U) South Side of Linden Street Drainage Improvements SS0901(U) Piles Fork Creek and Drainage Basin SS1001(U) Morningside Drive Storm Sewer Replacement SS1002(U) Cherry Street/Elm Street Storm Sewer Interceptor Replacement SS1003(U) Green Earth Drainway Improvements (back of Emerald Lane) SS1004(U) Dillinger Road Drainage Study/Improvements SS1005(U) Pine Lane Storm Sewer Replacement SS1101(U) Tripoli Storm Drainage Improvements SS1102(U) Hunter Woods/Short Street Drainage Study COMPOSITE LIST OF ALL COMMUNITY INVESTMENT PROGRAM PROJECTS
STREETS: ST8101(U) Wall Street Improvements (Fisher to Knight) ST8501(U) Oak Street Extension (Wall Street to Lewis Lane) ST8703(U) High Street Improvements (Springer Street to Eason Drive) ST8705 Schwartz Street Improvements (Oakland Avenue to Orchard Drive) ST8706(U) Owens Street Improvements (Bridge Street to Oakland Avenue) ST9002(U) McKinley Street Improvements ( West Sycamore to North Street) ST9503(U) Mill Street Extension (Wall Street to Lewis Lane) ST9505(U) Twisdale Avenue Improvements ST9507(U) Walkup Avenue Improvements (Valley Road to Oakland Avenue) ST9508(U) Johnson Avenue Improvements (Chautauqua Street to Walkup Avenue) ST9509(U) Carter Street Improvements (Johnson Avenue to Hill Avenue) ST9510(U) Hill Avenue Improvements (Johnson Avenue to Oakland Avenue) ST9511(U) Oakland Ave (Southbound) Right Turn Lane at West Main Street ST9801(U) Miller Court Extension (East of McRoy Drive) ST0001(U) Park Street/Wall Street Intersection West Approach from SIU Towers ST0002(U) Logan Street Improvements (Main Street to Walnut Street) ST0003(U) Graham Street Improvements (Main Street to Walnut Street) ST0004(U) Marion Street Extension (SIU Recreation Center to College Street) ST0005(U) Poplar Street/Mill Street/Lincoln Drive Intersection ST0006(U) Robert A Stalls Avenue (North of Fisher Street) ST0007(U) Pierce Street, North ST0008(U) McQueen Street ST0009(U) Burke Street, East ST0010(U) Searing Street ST0011(U) Jenkins Street, East ST0012(U) Knight Street, East ST0013(U) Allman Street, North ST0015(U) Dillinger Road Improvement (McRoy Drive to Marion Street) ST0016(U) Dogwood Lane Improvements ST0017(U) Lake Heights Road Improvements (Walnut Street to Jackson County Housing) ST0018(U) Sycamore Street Reconstruction (Oakland Avenue to University Avenue) ST0101(U) Old West Main Street Reconstruction (Glenview Drive to Emerald Lane) ST0103(U) Billy Bryan Street Reconstruction (Sycamore Street to 1500 Feet North) ST0104(U) Gum Street Reconstruction ST0105(U) Connor Street Reconstruction ST0202(U) Oakland Avenue Improvements (Walnut Street to Mill Street) ST0301(U) Dillinger Road Reconstruction (US Route 51 to McRoy Drive) ST0303(U) Town Square/Downtown Area Brick Pavement Repair ST0304(U) Striegel Road Reconstruction (Illinois Route 13 to New Era Road) ST0306(U) Norwest Lane Reconstruction ST0307(U) Gary Drive Reconstruction (Giant City Road to Drury Avenue) ST0308(U) Grand Avenue Reconstruction (Giant City Road to Drury Avenue) ST0309(U) Drury Avenue Reconstruction (Grand Avenue to Gary Drive) ST0310(U) Liberty Lane Reconstruction (Grand Avenue to Gary Drive) ST0402(U) Curb Replacement throughout Carbondale ST0503(U) Taylor Drive Reconstruction (Chautauqua Street to Freeman Street) ST0504(U) Valley Road Reconstruction (Taylor Drive to Freeman Street) ST0601(U) McLafferty Road Turn Lane at Chautauqua Street ST0602(U) Sycamore Street Extension to New Era Road ST0603(U) East/West Connector - Oakland Avenue to New Era Road at Oakland Cemetery ST0801(U) Connecting Illinois Route 13 with Mall Frontage Rd. South between McKinney Drive & Giant City Road ST0901(U) Cul-de-sac at End of West North Street ST0903(U) Lewis Lane and Grand Avenue Roundabout ST0905(U) Pedestrian Crosswalks on Illinois Route 13 at New Era Road, McKinney Drive, Giant City Road and Reed Station Road ST0906(U) Mill Street and Normal Avenue Intersection Design ST1001(U) W. Freeman Street (between University Baptist Church and Trinity School) ST1002(U) Chautauqua Street Improvements ST1003(U) W. Pleasant Hill Road (from McLafferty to Rowden Road) Improvements ST1004(U) Street Joint Replacements Program ST1201 Street Patching Program ST1202(U) Oaklawn Subdivision, Hill, Carter, Johnson, Twisdale, Walkup Streets Improvements ST1203(U) Grand Avenue and Mill Street Boulevard Improvements ST1204 Annual Collector Street Resurfacing Program ST1301 Bridge Maintenance and Rehabilitation Program
COMPOSITE LIST OF ALL COMMUNITY INVESTMENT PROGRAM PROJECTS
SIDEWALKS: SW9601(U) Dogwood Lane Sidewalk Improvements SW9602(U) Lark Lane Sidewalks (Murphysboro Road to Kent Drive) SW9603(U) Rod Lane Sidewalks (North & South of Sunset Drive) SW0702(U) Cherry Street Sidewalk/Storm Sewer (Forest Avenue to Oakland Avenue) SW0802(U) Sidewalk Eastside Wall (from Fisher to Searing) SW1001(U) State Street Sidewalks (from Mill Street to Hester Street) SW1301 Sidewalk Improvements SW1302 Superblock Sidewalk Improvements
TRAFFIC SIGNALS: TS9601(U) Traffic Signals with Pedestrian Actuation (Walnut Street at Marion Street) TS9701(U) Oakland Avenue/Freeman Street Intersection Traffic Signals TS9702(U) Mill Street/Oakland Avenue Intersection Traffic Signals TS9703(U) Mill Street/Poplar Street Intersection Traffic Signals TS9704(U) Mill Street/University Avenue (Normal Avenue) Intersection Traffic Signals TS0201(U) Giant City Road/East Mall Entrance Road/Sunny Acres Road Intersection Traffic Signals TS0204(U) Audible Signals for the Visually Impaired TS0301(U) Grand Avenue/Lewis Lane Intersection Traffic Signals TS0801(U) Mill Street/Washington Street Traffic Signal Turn Arrows for Eastbound and Westbound Traffic
WATER SYSTEM: WS8502(U) Jackson Street Water Main (Washington Street to Wall Street) WS8503(U) Washington Street Water Main (Walnut Street to Grand Avenue) WS9202(U) Main Street Water Main (Glenview Drive to Emerald Lane) WS9502(U) Walnut Street Water Main (Illinois Avenue to Washington Street) WS9701(U) Dillinger Road/Bicentennial Industrial Park Water Main Loop WS9801(U) Water Line Extension East of McRoy Drive WS9807(U) Freeman Street Water Main Replacement (Oakland Avenue to Valley Road) WS9808(U) Jackson County Housing Water Line between Ashley, Chestnut, Brush, & Robert A Stalls Avenue WS9813(U) Main Street Water Main Replacement (Marion Street to Lewis Lane) WS9816(U) Norwest Lane/New Era Road Water Main Loop WS0103(U) Lincoln Street Water Line Replacement (College Street to Mill Street) WS0107(U) Hill Street Water Line Replacement (Carter Street to Oakland Avenue) WS0108(U) Cherry Street Water Line Replacement (Oakland Avenue to James Street) WS0112(U) Michaels Street Water Line Replacement (From Willow Street to 300 Ft North) WS0115(U) McKinley Street Water Main Replacement (Sycamore Street to North Street) WS0201 Mill Street Water Main (Illinois Avenue to Oakland Avenue) WS0202 Water Storage Facility (Phase II) WS0203(U) Oakland Avenue Water Main (Walnut Street to Mill Street) WS0205(U) Billy Bryan Street Water Line Replacement (Gher Street to 150' North of Willow Street) WS0303(U) Elm Street Water Line Replacement (Washington Street to Marion Street) WS0308 Schwartz Street Water Line Replacement (Oakland Avenue to Eason Drive) WS0601(U) Water Line Interconnect at New Era Road/Illinois Route 13 Intersection WS0801(U) Union Hill Road Raw Water Line Relocation WS0803 Crab Orchard Water District Improvements WS0901(U) Backup Water Supply WS0903(U) Marion Street North from Fisher Street Water Line Replacement WS0904(U) Pecan Street Water Line Replacement (400 - 900 blocks) WS0905 Sycamore Street Water Line Replacement (from Poplar Street to Oakland Avenue) WS0908(U) Cedar Lake Boat Access Program Development WS0909(U) Automatic Meter Reading System WS1001(U) Paint the Water Treatment Plant WS1002 Cedar Lake Repair Existing Damage at the Lake Outflow and Replace & Extend Gabions at Lake Spillway WS1003(U) Water Plant Expansion WS1004(U) Cedar Lake Replace Water Control Structure WS1201 Water Plant Lagoon Renovations WS1202 Cedar Lake Pump Station Renovations WS1301 Feeder Water Main Replacements COMPOSITE LIST OF ALL COMMUNITY INVESTMENT PROGRAM PROJECTS
WASTEWATER SYSTEM: WW9602(U) New Era Road Lift Station Replace Existing Pumps WW0301 Short Street Lift Station Replace Existing Pumps WW1001(U) Northwest Wastewater Treatment Plant Aeration/Digester Air Improvements WW1002 Northwest Wastewater Treatment Plant Bar Screen on Grit Chamber WW1003 Northwest Wastewater Treatment Plant Chlorine Update to UV WW1004(U) Northwest Wastewater Treatment Plant Final Clarifiers Troughs, Weirs, Center Column and Grout Floor in Both Tanks Replaced WW1005(U) Southeast Wastewater Treatment Plant Mechanical Bar Screen WW1006 Alarm Communication and Flow Monitoring System for All Lift Stations WW1007(U) Kent Drive - Relocate Wet Well and Enlarge with Bigger Pumps, Sewer Line to Change Direction back to West and New Force Main Installed WW1008(U) Northwest Wastewater Treatment Plant Primary Clarifiers Troughs, Weirs, Center Column in Both Tanks Replaced WW1009(U) Northwest Wastewater Treatment Plant Effluent Pumps Replaced (2) and New Structure WW1010(U) Northwest Wastewater Treatment Plant Upgrade from 2.64 MGD to 4.2 MGD WW1011(U) Southeast Wastewater Treatment Plant Upgrade from 6 MGD to 9 MGD WW1201 Southeast Wastewater Treatment Plant Concrete Lagoon Bottom WW1301 Lift Station Emergency Power Systems FY 2013 FUNDED 5-YEAR COMMUNITY INVESTMENT PROGRAM
OPEN SPACE & PARKS: OS1002 Open Space Development
PUBLIC BUILDINGS: PB0001 Fire Station Relocation
PARKING SYSTEM: PK0701 700 Block of South Illinois Avenue Parking Lot
SANITARY SEWERS: SA0106 East/West Sanitary Sewer between Schwartz Street & College Street (West of Oakland Avenue) SA0901 Sanitary Sewer Rehabilitation Program SA1201 Tan Tara Sanitary Sewer SA1301 Sanitary Sewer Inflow and Infiltration Study SA1302 Haake Jenkins Sanitary Sewer
SPECIAL PROJECTS:
STORM SEWERS/DRAINAGE:
STREETS: ST8705 Schwartz Street Improvements (Oakland to Eason) ST1201 Street Patching Program ST1204 Annual Collector Street Resurfacing Program ST1301 Bridge Maintenance and Rehabilitation Program
SIDEWALKS: SW1301 Sidewalk Improvements SW1302 Superblock Sidewalk Improvements
TRAFFIC SIGNALS:
WATER SYSTEM: WS0201 Mill Street Water Main WS0202 Water Storage Facility (Phase II) WS0308 Schwartz Street Waterline (Oakland to Eason) WS0803 Crab Orchard Water District Improvements WS0905 Sycamore Street Water Line Replacement (from Poplar Street to Oakland Avenue) WS1002 Cedar Lake Repair Existing Damage at the Lake Outflow and Replace & Extend Gabions at Lake Spillway WS1201 Water Plant Lagoon Renovations WS1202 Cedar Lake Pump Station Renovations WS1301 Feeder Water Main Replacements
WASTEWATER SYSTEM: WW0301 Short Street Lift Station Replace Existing Pumps WW1002 Northwest Wastewater Treatment Plant Bar Screen on Grit Chamber WW1003 Northwest Wastewater Treatment Plant Chlorine Update to UV WW1006 Alarm Communication and Flow Monitoring System for All Lift Stations WW1201 Southeast Wastewater Treatment Concrete Lagoon Bottom WW1301 Lift Station Emergency Power Systems City of Carbondale Project No: 5 YR SUM FY2013 Community Investment Program Project Group: OVERALL CIP SUMMARY Revised Date: 06/07/2012 Revised Time: 10:08:34 AM Project Description: TOTAL SUMMARY OF ALL PROJECTS FOR 5 YEAR CIP
Expenditure Year Project Estimated Total Later Total Total Cost Actual Prior Years Years Cost Category Estimated 5 Year FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Thru Cost for Project Project Cost Cost FY 2011 FY 2012 Cost Costs Miscellaneous Costs: 0 0 0 0 0 Preliminary Engineering: 520 Eng. Svc. Div. 19,200 19,200 19,200 0 0 0 521 Contractual 19,552 0 19,552 0 19,552 Design Engineering 530 Eng. Svc. Div. 1,001,930 758,700 121,200 199,000 137,000 184,000 117,500 79,432 123,798 203,230 40,000 531 Contractual 660,414 289,320 59,320 80,000 50,000 50,000 50,000 170,083 201,011 371,094 Resident Engineering 540 Eng. Svc. Div. 831,171 708,100 104,000 137,000 186,600 142,000 138,500 32,609 43,462 76,071 47,000 541 Contractual 238,656 72,000 72,000 0 1,656 1,656 165,000 Property Acquisition: 550 Eng. Svc. Div. 0 0 0 0 0 552 Legal Svc. Div. 0 0 0 0 0 553 Contractual 4,500 0 4,500 0 4,500 555 Land Purchase 200,144 0 155,144 45,000 200,144 556 Easements 0 0 0 0 0 558 Relocation 0 0 0 0 0 Construction: 560 City Labor & Materials 1,369,210 1,295,000 180,000 25,000 1,040,000 25,000 25,000 74,210 0 74,210 565 Contractual 18,282,599 13,423,600 4,841,200 2,320,000 1,979,400 2,266,000 2,017,000 364,816 511,183 875,999 3,983,000 580 Contingency 621,900 276,900 276,900 0 0 0 345,000 595 Capitalized Interest 0 0 0 0 0 Project Totals: 23,249,276 16,842,820 5,673,820 2,761,000 3,393,000 2,667,000 2,348,000 900,346 926,110 1,826,456 4,580,000
Project Funding Source Code Division SA (MFT) 41017 21,500 0 21,500 0 21,500 FB-GR 44007 3,116,869 2,813,800 248,800 570,000 500,000 515,000 980,000 4,666 298,403 303,069 TF (GF 40900)44007 331,685 0 185,814 145,871 331,685 TF (CSG 48300)44007 0 0 0 0 0 LOAN 44007 0 0 0 0 0 SA (CDB) 44007 0 0 0 0 0 PO 44007 0 0 0 0 0 FA 44007 0 0 0 0 0 SA 44007 208,000 208,000 108,000 100,000 0 0 0 LGA 44007 0 0 0 0 0 SA (DCEO) 44007 0 0 0 0 0 GOB 44007 2,800,000 2,800,000 2,800,000 0 0 0 FA (FHWA)44107 0 0 0 0 0 TF (GF 40900)44107 0 0 0 0 0 SA 44107 0 0 0 0 0 FB-GR 44107 0 0 0 0 0 TF (GF 40900)47044 0 0 0 0 0 FA 47044 0 0 0 0 0 PO 47044 0 0 0 0 0 LOAN 47044 0 0 0 0 0 SA (IEPA LOAN)47044 0 0 0 0 0 SA (GRANT)47044 220,000 220,000 220,000 0 0 0 FB-UR 47044 4,630,848 3,807,500 760,500 793,000 550,000 1,154,000 550,000 113,551 109,797 223,348 600,000 FA 47045 0 0 0 0 0 SA (GRANT)47045 350,000 350,000 350,000 0 0 0 PO 47045 0 0 0 0 0 LOAN 47045 3,980,000 0 0 0 0 3,980,000 TF (GF 40900)47045 0 0 0 0 0 FB-UR 47045 7,408,107 6,473,720 1,181,720 1,398,000 2,078,000 998,000 818,000 562,348 372,039 934,387 TF (GF 40900)47150 0 0 0 0 0 FB-SC 47150 182,267 169,800 4,800 165,000 12,467 0 12,467 Project Totals: 23,249,276 16,842,820 5,673,820 2,761,000 3,393,000 2,667,000 2,348,000 900,346 926,110 1,826,456 4,580,000 CITY OF CARBONDALE, ILLINOIS CAPITAL IMPROVEMENTS PROGRAM PROJECT BUDGET SUMMARY FISCAL YEAR: 2013 Summary by Fund & Funding Source Codes RECOMMENDED FINANCING CODES GR(GF 40900) - General Revenue SA(IDOT) - State Aid - IDOT PO(SIU) - Property Owner Contrib. - SIU SA(MFT) - State Aid - Motor Fuel Tax SA(SIU) - State Aid - SIU SA - State Aid PB(TAX LEVY) - Public Benefit - Local Improvement Tax Levy SA(IDOC) - State Aid - IDOC SA(IEPA Loan) - State Aid - IEPA Loan FB - Fund Balance GC - Gifts and Contributions UR - Utility Revenue PO - Property Owner Contribution FA(FHWA) - Federal Aid - FHWA SC - Service Charges PO(ICRR) - Property Owner Contribution - ICRR GOB- General Obligation Bond TOTAL TOTAL PROJECT ESTIMATED PRIOR LATER DIV. FINANCE ESTIMATED 5 YEAR EXPENDITURE YEAR COST THRU ACTUAL YEARS YEARS FUND NO. CODE COST COST FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2011 FY 2012 COST COST Motor Fuel Tax 41017 SA(MFT) 21,500 0 0 0 0 0 0 21,500 0 21,500 0 Local Improvement 44007 FB-GR 3,116,869 2,813,800 248,800 570,000 500,000 515,000 980,000 4,666 298,403 303,069 0 44007 TF (GF 40900) 331,685 0 0 0 0 0 0 185,814 145,871 331,685 0 44007 TF (GF 48300) 0 0 0 0 0 0 0 0 0 0 0 44007 LOAN 0 0 0 0 0 0 0 0 0 0 0 44007 SA(CDB) 0 0 0 0 0 0 0 0 0 0 0 44007 PO 0 0 0 0 0 0 0 0 0 0 0 44007 FA 0 0 0 0 0 0 0 0 0 0 0 44007 SA 208,000 208,000 108,000 0 100,000 0 0 0 0 0 0 44007 LGA 0 0 0 0 0 0 0 0 0 0 0 44007 SA(DCEO) 0 0 0 0 0 0 0 0 0 0 0 44007 GOB 2,800,000 2,800,000 2,800,000 0 0 0 0 0 0 0 0 Total Local Improvement 6,456,554 5,821,800 3,156,800 570,000 600,000 515,000 980,000 190,480 444,274 634,754 0 Railroad Relocation Project 44107 FA(FHWA) 0 0 0 0 0 0 0 0 0 0 0 44107 TF (GF 40900) 0 0 0 0 0 0 0 0 0 0 0 44107 SA 0 0 0 0 0 0 0 0 0 0 0 44107 FB-GR 0 0 0 0 0 0 0 0 0 0 0 Total Railroad Relocation Project 0 0 0 0 0 0 0 0 0 0 0 Waterworks and Sewerage Wastewater Construction 47044 TF (GF 40900) 0 0 0 0 0 0 0 0 0 0 0 Wastewater Construction 47044 FA 0 0 0 0 0 0 0 0 0 0 0 Wastewater Construction 47044 PO 0 0 0 0 0 0 0 0 0 0 0 Wastewater Construction 47044 LOAN 0 0 0 0 0 0 0 0 0 0 0 Wastewater Construction 47044 SA(IEPA LOAN) 0 0 0 0 0 0 0 0 0 0 0 Wastewater Construction 47044 SA(GRANT) 220,000 220,000 220,000 0 0 0 0 0 0 0 0 Wastewater Construction 47044 FB-UR 4,630,848 3,807,500 760,500 793,000 550,000 1,154,000 550,000 113,551 109,797 223,348 600,000 Wastewater Construction 47045 FA 0 0 0 0 0 0 0 0 0 0 0 Wastewater Construction 47045 SA (GRANT) 350,000 350,000 350,000 0 0 0 0 0 0 0 0 Water System Construction 47045 PO 0 0 0 0 0 0 0 0 0 0 0 Water System Construction 47045 LOAN 3,980,000 0 0 0 0 0 0 0 0 0 3,980,000 Water System Construction 47045 TF (GF 40900) 0 0 0 0 0 0 0 0 0 0 0 Water System Construction 47045 FB-UR 7,408,107 6,473,720 1,181,720 1,398,000 2,078,000 998,000 818,000 562,348 372,039 934,387 0 Total Waterworks and Sewerage 16,588,955 10,851,220 2,512,220 2,191,000 2,628,000 2,152,000 1,368,000 675,899 481,836 1,157,735 4,580,000 Parking System 47150 TF (GF 40900) 0 0 0 0 0 0 0 0 0 0 0 Parking System 47150 FB- SC 182,267 169,800 4,800 0 165,000 0 0 12,467 0 12,467 0 Total Parking System 182,267 169,800 4,800 0 165,000 0 0 12,467 0 12,467 0 Rental Properties Fund 47300 FB-GR 0 0 0 0 0 0 0 0 0 0 0 Total Rental Properties 0 0 00 0000000 GRAND TOTAL CIP 23,249,276 16,842,820 5,673,820 2,761,000 3,393,000 2,667,000 2,348,000 900,346 926,110 1,826,456 4,580,000 CITY OF CARBONDALE, ILLINOIS CAPITAL IMPROVEMENTS PROGRAM PROJECT BUDGET SUMMARY FISCAL YEAR: 2013 Summary by Project Group Total Total Project Estimated Prior Later Estimated 5 Year EXPENDITURE YEAR Cost Thru Actual Years Years DESCRIPTION Cost Cost FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2011 FY 2012 Cost Cost
OS-Open Spaces & Parks 572,200 519,200 119,200 100,000 100,000 100,000 100,000 0 53,000 53,000 0
PB-Public Buildings 3,131,685 2,800,000 2,800,000 0 0 0 0 185,814 145,871 331,685 0
PK-Parking System 182,267 169,800 4,800 0 165,000 0 0 12,467 0 12,467 0
SA-Sanitary Sewers 3,381,351 2,662,600 318,600 550,000 550,000 694,000 550,000 113,551 5,200 118,751 600,000
SP-Special Projects 0 0 0 0 0 0 0 0 0 0 0
SS-Storm Sewers 0 0 0 0 0 0 0 0 0 0 0
ST-Streets 2,072,124 1,892,600 27,600 395,000 325,000 340,000 805,000 26,166 153,358 179,524 0
SW-Sidewalks 702,045 610,000 210,000 75,000 175,000 75,000 75,000 0 92,045 92,045 0
TS-Traffic Signals 0 0 0 0 0 0 0 0 0 0 0
WS-Water System 11,738,107 6,823,720 1,531,720 1,398,000 2,078,000 998,000 818,000 562,348 372,039 934,387 3,980,000
WW-Wastewater Trmt. 1,469,497 1,364,900 661,900 243,000 0 460,000 0 0 104,597 104,597 0
GRAND TOTAL CIP 23,249,276 16,842,820 5,673,820 2,761,000 3,393,000 2,667,000 2,348,000 900,346 926,110 1,826,456 4,580,000 Community Investments Program FY 2013 through FY 2017
Open Space Development CIP #OS1002
Project Description: Designate and develop open space improvements within the City. Possible projects could include Helen Westburg Park, extend Greenway/Bikeway along Piles Fork Creek, comprehensive bike route plan, Central Downtown Bike/Pedestrian Greenway Park.
Project Justification: Open space will be developed as a commitment from the half-cent Home Rule Sales Tax increase.
Project Capital Costs:
Budgeted FY 2013 119,200
Estimated FY 2014 100,000
Estimated FY 2015 100,000
Estimated FY 2016 100,000
Estimated FY 2017 100,000
Total Five-Year Costs 519,200
Prior Years Costs 53,000
Later Years Costs 0
Total Cost $572,200
Fund Source: Local Improvement Fund: Fund Balance - General Revenues $572,200
Total $572,200
Operating Budget Impact: This project is an open commitment that includes green space development. The actual development plans will transpire as an on-going planning process. Any possible budget impacts will be determined as the actual plans are derived.
Community Investments Program FY 2013 through FY 2017
Fire Station Relocation CIP #PB0001
Project Description: Project Capital Costs: To complete a building plan and site layout, develop a Budgeted FY 2013 2,800,000 design, produce construction plans and specifications, obtain all necessary construction permits, and provide all Estimated FY 2014 0 necessary construction management assistance for a new public fire station. Estimated FY 2015 0
Preliminary space requirements include 4,000 square feet Estimated FY 2016 0 of enclosed building to provide living space and office for Estimated FY 2017 0 fire fighters; a four bay 3,840 square foot garage for fire vehicles and 3,000 square feet of storage. The facilities Total Five-Year Costs 2,800,000 shall include a hose drying tower, room for training, standby power and associated parking. Prior Years Costs 331,685
Project Justification: Later Years Costs 0 The existing west side fire station, constructed in 1960 is currently operating beyond its designed capacity for both Total Cost $3,131,685 personnel and equipment. In recent years the unreinforced masonry facility has begun to show signs of structural and Fund Source: mechanical deterioration. Local Improvement Fund: General Obligation Bonds $3,131,685 An engineering study conducted in the fall of 2009 revealed the existing facility is especially vulnerable to Total $3,131,685 seismic activity, and apparatus would most likely become trapped in the event of an earthquake. Operating Budget Impact: Construction of the new facility will reduce the cost of Illinois Department of Transportation development of the curing current existing structural safety and cosmetic East-West Couple has caused increased traffic at the issues with existing buildings as well as reducing the cost Walnut Street/Oakland Avenue intersection, and made of operation and maintenance. Doing it now as opposed to apparatus egress difficult. waiting allows the City to build at lower current costs verses potentially higher future costs. In addition financing Improved access to travel routes will provide for safer and is accomplished at historically low interest rates. more efficient emergency response to residential areas on the west side of town.
Community Investments Program FY 2013 through FY 2017
700 Block of South Illinois Avenue East/West Sanitary Sewer Between Schwartz Street CIP #PK0701 and College Street CIP #SA0106
Project Description: Project Description: The project includes a portion of purchased railroad right- Replace existing 8" sanitary sewer west of Oakland of-way located on the west side of the tracks extending Avenue between Schwartz Street and College Street. north from Mill Street to a point approximately 200 feet south of the center line of College Street be utilized to construct a parking lot.
Project Justification: Project Justification: This parking lot provides additional parking for the Existing 8" sanitary sewer in need of repair and downtown businesses. replacement.
Project Capital Costs: Project Capital Costs:
Budgeted FY 2013 4,800 Budgeted FY 2013 0
Estimated FY 2014 0 Estimated FY 2014 0
Estimated FY 2015 165,000 Estimated FY 2015 0
Estimated FY 2016 0 Estimated FY 2016 144,000
Estimated FY 2017 0 Estimated FY 2017 0
Total Five-Year Costs 169,800 Total Five-Year Costs 144,000
Prior Years Costs 12,467 Prior Years Costs 0
Later Years Costs 0 Later Years Costs 0
Total Cost $182,267 Total Cost $144,000
Fund Source: Fund Source: Parking Systems Operation Fund: Waterworks and Sewerage Fund: Fund Balance: WasteWater System Fund Balance: Service Charge, Parking Meters $182,267 Utility Fund Revenues, Water & Sewer User Fees $144,000
Total $182,267 Total $144,000
Operating Budget Impact: Operating Budget Impact: Makes parking more convenient for customers of those The line replacement will prevent the cost of utilizing the businesses and should add to meter and fine revenue. sewer jet for maintaining flow as well as any excavation repairs necessary due to the old line. Maintenance cost savings is estimated to be approximately $600 annually.
Community Investments Program FY 2013 through FY 2017
Sanitary Sewer Rehabilitation Program Tan Tara Sanitary Sewer CIP #SA0901 CIP #SA1201
Project Description: Project Description: Annual Sewer Rehabilitation Program to maintain and This project will fulfill the obligations of the City improve the integrity of the sewer system and repair according to the Annexation Agreement #11-04 for the problem areas. property at 2534 New Era Road by connecting the property to the sanitary sewer systems.
Project Justification: Project Justification: Many sewers are in need of repair to improve pipe This project will aid in fulfilling the City’s obligations of condition and reduce infiltration and inflow. In addition, Annexation Agreement #11-04. the program would reduce blockage in the sewer lines causing customer problems and possible damage to homes.
Project Capital Costs: Project Capital Costs:
Budgeted FY 2013 0 Budgeted FY 2013 39,600
Estimated FY 2014 300,000 Estimated FY 2014 0
Estimated FY 2015 300,000 Estimated FY 2015 0
Estimated FY 2016 300,000 Estimated FY 2016 0
Estimated FY 2017 300,000 Estimated FY 2017 0
Total Five-Year Costs 1,200,000 Total Five-Year Costs 39,600
Prior Years Costs 113,551 Prior Years Costs 5,200
Later Years Costs 600,000 Later Years Costs 0
Total Cost $1,913,551 Total Cost $44,800
Fund Source: Fund Source: Waterworks and Sewerage Fund: Waterworks and Sewerage Fund: WasteWater System Fund Balance: WasteWater System Fund Balance: Utility Fund Revenues, Water & Utility Fund Revenues, Water & Sewer User Fees $1,913,551 Sewer User Fees $44,800
Total $1,387,551 Total $44,800
Operating Budget Impact: Operating Budget Impact: Completion of annexation This on-going improvement program is providing monies requirements. in future years which will be used as each line is identified. Should reduce routine maintenance and intermittent service calls.
Community Investments Program FY 2013 through FY 2017
Sanitary Sewer Inflow and Infiltration Study Haake Jenkins Sanitary Sewer CIP #SA1301 CIP #SA1302
Project Description: Project Description: Evaluate the City’s Sanitary Sewer System to identify and Install approximately 800 feet of gravity sanitary sewer to correct sources of inflow and infiltration. eliminate the Haake Jenkins Lift Station.
Project Justification: Project Justification: The City’s two wastewater treatment plants experience The Haake Jenkins lift station is in need of extensive significant flow increases during rain events. These rehabilitation, including the installation of new pumps, increases in flow are a direct result of rain and storm runoff piping, rails and control systems. Staff has concluded that waters entering the sanitary sewer system. An ongoing this lift station can be eliminated by installing gravity sanitary sewer inflow and infiltration study will aid the sewer to the existing and neighboring Golf Course lift City in identifying major sources of inflow and infiltration station. This will eliminate ongoing electrical and and allow them to be corrected thereby reducing operating maintenances costs associated with the operation of the costs for the wastewater treatment plant. Haake Jenkins lift station.
Project Capital Costs: Project Capital Costs:
Budgeted FY 2013 204,800 Budgeted FY 2013 74,200
Estimated FY 2014 250,000 Estimated FY 2014 0
Estimated FY 2015 250,000 Estimated FY 2015 0
Estimated FY 2016 250,000 Estimated FY 2016 0
Estimated FY 2017 250,000 Estimated FY 2017 0
Total Five-Year Costs 0 Total Five-Year Costs 74,200
Prior Years Costs 0 Prior Years Costs 0
Later Years Costs 0 Later Years Costs 0
Total Cost $1,204,800 Total Cost $74,200
Fund Source: Fund Source: Waterworks and Sewerage Fund: Waterworks and Sewerage Fund: WasteWater System Fund Balance: WasteWater System Fund Balance: Utility Fund Revenues, Water & Utility Fund Revenues, Water & Sewer User Fees $1,204,800 Sewer User Fees $74,200
Total $1,204,800 Total $74,200
Operating Budget Impact: Operating Budget Impact: Simplifies overall operation This will identify problem areas enabling proper reducing ongoing repair and operating and possible future repair/resolution of existing and potential problems. replacement costs.
Community Investments Program FY 2013 through FY 2017
Schwartz Street Improvements Street Patching Program (Oakland to Eason) CIP #ST1201 CIP #ST8705
Project Description: Project Description: This project consists of reconstructing Schwartz Street This project will provide for patching of roadways between Oakland Avenue and Eason Drive with new curb throughout the City. and gutters, inlets, storm sewers, sidewalks and appurtenances.
Project Justification: Project Justification: This project will provide better access to the area and This project will allow a proactive and systematic eliminate the open ditches. approach to patching streets and potholes around the City.
Project Capital Costs: Project Capital Costs:
Budgeted FY 2013 0 Budgeted FY 2013 9,600
Estimated FY 2014 0 Estimated FY 2014 75,000
Estimated FY 2015 0 Estimated FY 2015 75,000
Estimated FY 2016 15,000 Estimated FY 2016 75,000
Estimated FY 2017 380,000 Estimated FY 2017 75,000
Total Five-Year Costs 395,000 Total Five-Year Costs 309,600
Prior Years Costs 26,166 Prior Years Costs 153,358
Later Years Costs 0 Later Years Costs 0
Total Cost $421,166 Total Cost $462,958
Fund Source: Fund Source: Motor Fuel Tax Fund: Local Improvement Fund: State Aid or Grant $21,500 Fund Balance - General Revenues $462,958 Local Improvement Fund: Fund Balance - General Revenues $399,666
Total $421,166 Total $462,958
Operating Budget Impact: Operating Budget Impact: Cuts down on routine maintenance and risk of injury and Reduces risk of injury and property damage. property damage.
Community Investments Program FY 2013 through FY 2017
Annual Collection Street Resurfacing Program Bridge Maintenance and Rehabilitation Program CIP #ST1204 CIP#ST1301
Project Description: Project Description: This project will provide for repaving of heavily used To proactively maintain and rehabilitate bridge structures roadways throughout the City. throughout the City to extend the service life of these structures and avoid costly replacements.
Project Justification: Project Justification: This project will allow a proactive and systematic The City has numerous bridges throughout the community approach to resurfacing streets and sections of streets that it is responsible for inspecting, repairing, and around the City. maintaining. Many of these structures are beginning to show signs of their age. Recent inspections of several structures indicate that there is a growing need for heavy maintenance and/or rehabilitation which will likely continue for a number of years.
Project Capital Costs: Project Capital Costs:
Budgeted FY 2013 0 Budgeted FY 2013 9,600
Estimated FY 2014 8,400 Estimated FY 2014 70,000
Estimated FY 2015 250,000 Estimated FY 2015 0
Estimated FY 2016 250,000 Estimated FY 2016 0
Estimated FY 2017 250,000 Estimated FY 2017 100,000
Total Five-Year Costs 1,000,000 Total Five-Year Costs 179,600
Prior Years Costs 0 Prior Years Costs 0
Later Years Costs 0 Later Years Costs 0
Total Cost $1,008,400 Total Cost $179,600
Fund Source: Fund Source: Local Improvement Fund: Local Improvement Fund: Fund Balance - General Revenues $1,008,400 Fund Balance - General Revenues $179,600
Total $1,008,400 Total $179,600
Operating Budget Impact: Operating Budget Impact: This is a preventative maintenance program to avoid major This was an ongoing preventative maintenance program street repairs in the future. but didn’t do any work in FY 2010 and FY 2011 and now must catch up.
Community Investments Program FY 2013 through FY 2017
Sidwwalk Improvements Superblock Area Sidewalk Improvements CIP #SW1301 CIP#SW1302
Project Description: Project Description: This project has four components: Evaluate the needs of pedestrians in and around the 1. Repair dangerous and/or deteriorated sidewalks superblock area, which is bounded by Lewis Lane, E. throughout the City. Walnut Street, Giant City Road, and Grand Avenue. Plan 2. Improve sidewalks in the downtown area. and construct sidewalk improvements as necessary to meet 3. Work with the Partnership for Disability Issues these needs. organization to create sidewalk routes throughout the City for the physically challenged. Project Justification: 4 Construct new sidewalks where missing sections The superblock area has been developed over the past of walk creates a gap in the sidewalk flow. decade and is now a thriving community complex that includes the Superblock Recreational Fields, Carbondale Project Justification: Community High School, Carbondale Middle School, and Remove hazardous situations and make the areas more Lewis Elementary School; it will also be the site of the aesthetically pleasing. new Carbondale Park District Water Park. The need for adequate and safe pedestrian routes has been expressed by the community and needs to be evaluated.
Project Capital Costs: Project Capital Costs:
Budgeted FY 2013 90,000 Budgeted FY 2013 120,000
Estimated FY 2014 75,000 Estimated FY 2014 0
Estimated FY 2015 75,000 Estimated FY 2015 100,000
Estimated FY 2016 75,000 Estimated FY 2016 0
Estimated FY 2017 75,000 Estimated FY 2017 0
Total Five-Year Costs 390,000 Total Five-Year Costs 220,000
Prior Years Costs 92,045 Prior Years Costs 0
Later Years Costs 0 Later Years Costs 0
Total Cost $485,045 Total Cost $220,000
Fund Source: Fund Source: Local Improvement Fund: Local Improvement Fund: Fund Balance - General Revenues $482,045 Fund Balance - General Revenues $12.000 State Aid $208,000
Total $482,045 Total $220,000
Operating Budget Impact: Operating Budget Impact: Cuts down on routine maintenance and risk of injury and Cuts down on routine maintenance and risk of injury and property damage. property damage.
Community Investments Program FY 2013 through FY 2017
Mill Street Water Main Water Storage Facility – Phase II CIP #WS0201 CIP #WS0202
Project Description: Project Description: This project replaces 2,900 feet of 6" water main on Mill To design and construct a new water storage facility on Street between University Avenue and Oakland Avenue. Park Street and close and abandon the below ground water wells at the old water treatment plant on Wall Street.
Project Justification: Project Justification: This eliminates a water line that has had high maintenance In 1998 the Illinois Environmental Protection Agency costs and disruption of service. noted that the City of Carbondale had below ground water storage facilities, clear wells, that were in the flood plain. These clear wells are located at the old water treatment plant on Wall Street. The clear wells had overflow pipes that during a very major flooding condition could allow inflow of non-potable water. The City installed valves on the overflows and is monitoring the stream for high water conditions, which is satisfactory for the present. However, as a part of the agreement the City is to remove these structures in a reasonable period of time.
Project Capital Costs: Project Capital Costs:
Budgeted FY 2013 0 Budgeted FY 2013 14,120
Estimated FY 2014 70,000 Estimated FY 2014 0
Estimated FY 2015 880,000 Estimated FY 2015 0
Estimated FY 2016 0 Estimated FY 2016 0
Estimated FY 2017 0 Estimated FY 2017 0
Total Five-Year Costs 950,000 Total Five-Year Costs 14,120
Prior Years Costs 0 Prior Years Costs 180,767
Later Years Costs 0 Later Years Costs 3,980,000
Total Cost $950,000 Total Cost $4,174,887
Fund Source: Fund Source: Waterworks and Sewerage Fund: Waterworks and Sewerage Fund: Water System Fund Balance: Water System Fund Balance: Utility Fund Revenues, Water & Loan $3,980,000 Sewer User Fees $950,000 Utility Fund Revenues, Water & Sewer User Fees $194,887
Total $950,000 Total $4,174,887
Operating Budget Impact: Operating Budget Impact: This has been budgeted each year since FY 2002 and To meet EPA compliance for flood mitigation.. maintenance costs and service disruptions are high. This program will mitigate that.
Community Investments Program FY 2013 through FY 2017
Crab Orchard Water District Improvements Sycamore Street Water Line Replacement CIP #WS0803 (From Poplar Street to Oakland Avenue) CIP #WS0905
Project Description: Project Description: Improve areas served by the former Crab Orchard Water Replace 1,500 feet of ten (10) inch water line on Sycamore District by making connections to existing city Water lines Street. where available and replace water lines as described in agreement with the former Crab Orchard Water District.
Project Justification: Project Justification: Many of the lines are in poor condition and need to be The Sycamore Street water line (Poplar Street to Oakland replaced. Avenue) broke several times. The line needs to be replaced.
Project Capital Costs: Project Capital Costs:
Budgeted FY 2013 339.200 Budgeted FY 2013 12,000
Estimated FY 2014 388,000 Estimated FY 2014 256,000
Estimated FY 2015 468,000 Estimated FY 2015 0
Estimated FY 2016 648,000 Estimated FY 2016 0
Estimated FY 2017 468,000 Estimated FY 2017 0
Total Five-Year Costs 2,311,200 Total Five-Year Costs 268,000
Prior Years Costs 704,991 Prior Years Costs 0
Later Years Costs 0 Later Years Costs 0
Total Cost $3,016,191 Total Cost $268,000
Fund Source: Fund Source: Waterworks and Sewerage Fund: Waterworks and Sewerage Fund: Water System Fund Balance: Water System Fund Balance: Utility Fund Revenues, Water & Utility Fund Revenues, Water & Sewer User Fees $3,016,191 Sewer User Fees $268,000
Total $3,016,191 Total $268,000
Operating Budget Impact: Operating Budget Impact: It is anticipated that maintenance will not be necessary on The estimated savings from repair expenses is the new lines for approximately the first 10 years. approximately $10,000 annually.
Community Investments Program FY 2013 through FY 2017
Cedar Lake Water Plant Lagoon Renovations Spillway Repair and Gabion Installation CIP #WS1201 CIP #WS1002
Project Description: Project Description: Repair the damaged/displaced portion of the riprap Reconstruct three existing, single-stage sludge lagoons into spillway with gabions. a two-stage lagoon system. Two of the existing earthen lagoons will be combined into one large concrete lagoon for primary settlement and detention of solids, and the third lagoon will be used for final settlement.
Project Justification: Project Justification: Due to heavy rains in the spring of 2008, the riprap portion Existing lagoons are undersized and incapable of properly of the spillway suffered heavy damage/displacement. The handling filter backwash and clarifier blowdown waters. spillway needs to be repaired to prevent further Solids content of the effluent discharged into the receiving degradation of the gabion portion of the spillway. stream needs to be reduced. Combining tow of the lagoons by removing the earthen berm and increasing the depth by two feet will expand the total storage capacity from 170,000 gallons to 400,000 gallons. Increased detention time will improve settlement of solids as well as allow more time for chlorine to dissipate naturally, which will reduce the amount of chemical needed for chlorine removal.
Project Capital Costs: Project Capital Costs:
Budgeted FY 2013 9,600 Budgeted FY 2013 447,200
Estimated FY 2014 364,000 Estimated FY 2014 0
Estimated FY 2015 0 Estimated FY 2015 0
Estimated FY 2016 0 Estimated FY 2016 0
Estimated FY 2017 0 Estimated FY 2017 0
Total Five-Year Costs 373,600 Total Five-Year Costs 447,200
Prior Years Costs 0 Prior Years Costs 35,483
Later Years Costs 0 Later Years Costs 0
Total Cost $373,600 Total Cost $482,683
Fund Source: Fund Source: Waterworks and Sewerage Fund: Waterworks and Sewerage Fund: Water System Fund Balance: Water System Fund Balance: Utility Fund Revenues, Water & Utility Fund Revenues, Water & Sewer User Fees $373,600 Sewer User Fees $482683
Total $373,600 Total $482,683
Operating Budget Impact: Operating Budget Impact: This will help to avoid more serious and costly repairs in More effective and ultimately less costly handling of the future. sludge. Community Investments Program FY 2013 through FY 2017
Cedar Lake Pump Station Renovations Feeder Water Main Replacements (10” & larger) CIP #WS1202 CIP #WS1301
Project Description: Project Description: The existing pump station was built in 1975 and all The purpose of this project is to replace dilapidated water equipment, including valves, motors, wiring, and pumps, is main feeder lines of 10” and larger is diameter. original. The existing structure will remain intact, and all equipment will be replaced with modernized equipment.
Project Justification: Project Justification: All of the equipment at this pump station is far beyond its There are many water mains throughout the City that are expected service life, and needs to be replaced. This is the dilapidated and in need of replacement. Priority should be only pump station that provides raw water to the Water given to the water systems feeder water mains that are 10” Treatment Plant, and any failures will severely jeopardize or larger in diameter as these lines feed many of the other the City’s ability to supply water to the public. In addition lines throughout the City. In recent years the City has been to eliminating the risk of catastrophic failure, significant experiencing frequent breaks on its 10” diameter water cost savings will be realized with newer, more energy mains on Forest Street and Springer Street, this project will efficient equipment. initially concentrate on these areas.
Project Capital Costs: Project Capital Costs:
Budgeted FY 2013 700,000 Budgeted FY 2013 9,600
Estimated FY 2014 10,000 Estimated FY 2014 300,000
Estimated FY 2015 190,000 Estimated FY 2015 350,000
Estimated FY 2016 0 Estimated FY 2016 350,000
Estimated FY 2017 0 Estimated FY 2017 350,000
Total Five-Year Costs 900,000 Total Five-Year Costs 1,359,600
Prior Years Costs 10,000 Prior Years Costs 0
Later Years Costs 0 Later Years Costs 0
Total Cost $910,000 Total Cost $1,359,600
Fund Source: Fund Source: Waterworks and Sewerage Fund: Waterworks and Sewerage Fund: Water System Fund Balance: Water System Fund Balance: State Aid/Grant $350,000 Utility Fund Revenues, Water & Utility Fund Revenues, Water & Sewer User Fees $1,359,000 Sewer User Fees $560,000
Total $910,000 Total $1,359,000
Operating Budget Impact: Operating Budget Impact: Less costly maintenance and operation. Less costly maintenance and operation.
Community Investments Program FY 2013 through FY 2017
Short Street Lift Station Replace Existing Pumps Northwest Wastewater Treatment Plant Bar Screen on CIP #WW0301 Grid Chamber CIP #WW1002
Project Description: Project Description: Convert existing pump station from dry well type (non- To replace the bar screen with a finer one. submersible pumps) to submersible type. Abandon existing dry well.
Project Justification: Project Justification: Maintenance of pumps requires personnel to enter into a To reduce rags and lower maintenance. confined space which results in extra manhours to conform to required safety procedures. Newer submersible pumps are removed for servicing, typically require less maintenance and are less expensive.
Project Capital Costs: Project Capital Costs:
Budgeted FY 2013 34,800 Budgeted FY 2013 0
Estimated FY 2014 0 Estimated FY 2014 0
Estimated FY 2015 0 Estimated FY 2015 0
Estimated FY 2016 0 Estimated FY 2016 210,000
Estimated FY 2017 0 Estimated FY 2017 0
Total Five-Year Costs 34,800 Total Five-Year Costs 210,000
Prior Years Costs 94,597 Prior Years Costs 0
Later Years Costs 0 Later Years Costs 0
Total Cost $129,397 Total Cost $210,000
Fund Source: Fund Source: Waterworks and Sewerage Fund: Waterworks and Sewerage Fund: Wastewater System Fund Balance: Wastewater System Fund Balance: Utility Fund Revenues, Water & Utility Fund Revenues, Water & Sewer User Fees $123,397 Sewer User Fees $210,000
Total $123,397 Total $210,000
Operating Budget Impact: Operating Budget Impact: It is anticipated that the savings of personnel maintenance It is too soon to estimate potential savings from this costs and savings of utility costs related to this improvement. improvement could save approximately $1,400 to $1,900 annually.
Community Investments Program FY 2013 through FY 2017
NWWTPlant Disinfection Upgrades Alarm Communication and Flow Monitoring System CIP #WW1003 for All Lift Stations CIP #WW1006
Project Description: Project Description: To upgrade disinfection of the plant effluent. Communication system to monitor for high wet well, power failure and flow data.
Project Justification: Project Justification: Reduces the hazard associated with the use of chlorine. Replace existing obsolete equipment, improve reliability of alarm warning system, eliminate monthly telecommunication fees and provide capability to monitor and collect flow data for future infiltration and inflow studies.
Project Capital Costs: Project Capital Costs:
Budgeted FY 2013 275,500 Budgeted FY 2013 0
Estimated FY 2014 0 Estimated FY 2014 0
Estimated FY 2015 0 Estimated FY 2015 0
Estimated FY 2016 0 Estimated FY 2016 250,000
Estimated FY 2017 0 Estimated FY 2017 0
Total Five-Year Costs 275,500 Total Five-Year Costs 250,000
Prior Years Costs 10,000 Prior Years Costs 0
Later Years Costs 0 Later Years Costs 0
Total Cost $285,500 Total Cost $250,000
Fund Source: Fund Source: Waterworks and Sewerage Fund: Waterworks and Sewerage Fund: Wastewater System Fund Balance: Wastewater System Fund Balance: Utility Fund Revenues, Water & Utility Fund Revenues, Water & Sewer User Fees $285,500 Sewer User Fees $250,000
Total $285,500 Total $250,000
Operating Budget Impact: Operating Budget Impact This project will benefit the quality of effluent released This project will eliminate all telephone lines to 15 lift from the plant. Cost/benefit has not been identified. stations for an annual savings of approximately $4,700.
Community Investments Program FY 2013 through FY 2017
SEWTPlant Concrete Lagoon Bottom CIP #WW1201
Project Description: Project Capital Costs: This project involves installation of a concrete bottom in Budgeted FY 2013 0 the West lagoon. Installation of drain lines to the Sludge Lagoon Pump Station will also be required. Estimated FY 2014 243,000
Project Justification: Estimated FY 2015 0 Three sludge lagoons were originally installed at the Southeast Treatment Plant when it was initially built. Estimated FY 2016 0 Sludge was pumped from the digesters to the lagoons and then during summer months was applied onto the city farm Estimated FY 2017 0 ground in wet form. Eventually, the EPA required the Total Five-Year Costs 243,000 application of the sludge be dry form rather than wet. Drying beds were added for this purpose. With the most Prior Years Costs 0 recent Plant upgrade, the lagoons are used for sludge stabilization after digesting and prior to drying and land Later Years Costs 0 application. When the Plant upgrade was done, only one lagoon was equipped with a concrete bottom. With this Total Cost $243,000 process the lagoon has been filled to capacity each year. The lagoons can only be emptied in the summer when the Fund Source: sludge can be dried. Currently, the sludge in the concrete Waterworks and Sewerage Fund: bottom lagoon is pumped to the drying beds and only Wastewater System Fund Balance: requires approximately one or two days to finish cleaning Utility Fund Revenues, Water & after it is pumped down to the bottom. To use one of the Sewer User Fees $243,000 clay bottom lagoons, emptying requires months of dewatering with portable pumps and then use of an end Total $243,000 loader and dump trucks for two to three weeks to dig out the sludge. Installation of a concrete bottom in another Operating Budget Impact: lagoon would allow for a more efficient use of our Substantially reduces the drying time for the sludge and employees and assets. also reduces the utilization of resources; equipment and personnel.
Community Investments Program FY 2013 through FY 2017
Lift Station Emergency Power Systems CIP #WW1301
Project Description: This project will provide emergency backup power to various lift stations throughout the City.
Project Justification: During power outages it is necessary for City staff to travel from lift station to lift station with portable generators and or pumps to prevent sewage backups. Installation of emergency generators at key lift stations will lessen the burden on staff and provide for seamless operation of these lift stations during power outages.
Project Capital Costs:
Budgeted FY 2013 351,600
Estimated FY 2014 0
Estimated FY 2015 0
Estimated FY 2016 0
Estimated FY 2017 0
Total Five-Year Costs 351,600
Prior Years Costs 0
Later Years Costs 0
Total Cost $351,600
Fund Source: Waterworks and Sewerage Fund: Wastewater System Fund Balance: State Aid/Grant $220,000 Utility Fund Revenues, Water & Sewer User Fees $131,600
Total $351,600
Operating Budget Impact: Avoid risk of damage from loss of power.
FY 2013 UNFUNDED COMMUNITY INVESTMENT PROGRAM
OPEN SPACE & PARKS
OS8301(U) Bikeway Network Plan OS0002(U) Drainway/Greenway Completion OS0901(U) Central Downtown Bike/Pedestrian Way OS0902(U) East Side Sidewalks/Bikeways OS1001(U) Friendship Plaza and Mill Street Underpass Fencing OS1103(U) Brooklane Footbridge Replacement
PUBLIC BUILDINGS:
PB0302 (U) Fire Station #1 (Wall Street Equipment Storage Building) PB1001(U) Cemetery Maintenance and Office Building Replacement PB1002(U) Public Works Garage Improvements PB1003(U) Public Works Storage Building Replacements PB1004(U) Public Works Facility Truck and Equipment Barn PB1101(U) Cemetery Dry Soil Storage Building
PARKING SYSTEM:
PK9104(U) Parking Lot #3 Reconstruction (East of Railroad Tracks, South of Grand Avenue) PK9802(U) Parking Lot #6 Reconstruction (South of Walnut Street, West of Railroad Tracks) PK1001(U) Parking Lot #26 (Interfaith Center) Improvements
SANITARY SEWERS:
SA7301(U) Washington Street Sanitary Sewer (Monroe Street to College Street) SA0001(U) Crestview Sanitary Sewer Rehabilitation SA0107(U) Almond Street Sanitary Sewer Rehabilitation (Chestnut Street to Willow Street) and N/S Sewer 400' East of Springer St. SA1001(U) Lakeland Subdivision Sanitary Sewer
SPECIAL PROJECTS:
SP0203(U) Bus Shelters SP0602(U) Carbondale Business Park East SP0901(U) Creating Entryways into the Community SP0903(U) Community Skateboard Park SP0904(U) Illinois Avenue Streetscape Improvements (Grand Avenue to Oak Street, Combines SP0004, SP0005), SP0201) SP0905(U) City Buildings Signage SP1001(U) Woodlawn Cemetery Retaining Wall SP1002(U) Multimodal Transportation Center
STORM SEWERS/DRAINAGE:
SS9501(U) Lu Court/Deer Lake Drainage SS9601(U) East End of Oak Street to Piles Fork Creek Drainway SS9902(U) Replace Corruglated Metal Pipes in Southwest Quadrant SS0002(U) College/Freeman Storm Sewer (East of Poplar Street) SS0003(U) Short Street to Crab Orchard Creek Drainway SS0004(U) Oak Street Storm Sewer Improvements (310 East Oak) SS0005(U) Gary Drive and Grand Ave Loop (East of Giant City Road) SS0006(U) Oakland/Schwartz Area Drainage Ditch (behind homes) FY 2013 UNFUNDED COMMUNITY INVESTMENT PROGRAM
STORM SEWERS/DRAINAGE (Continued):
SS0301(U) Cherry Street Storm Sewer (Rawlings to Piplar Street) SS0401(U) Little Crab Orchard Creek Channelization (Southeast of Northwest Wastewater Treatment Plant to Charles Road) SS0601(U) Logan Street Area Storm Drainage SS0801(U) Valley Road Area Storm Drainage Improvements SS0802(U) South Side of Linden Street Drainage Improvements SS0901(U) Piles Fork Creek and Drainage Basin SS1001(U) Morningside Drive Storm Sewer Replacement SS1002(U) Cherry Street/Elm Street Storm Sewer Interceptor Replacement SS1003(U) Green Earth Drainway Improvements (back of Emerald Lane) SS1004(U) Dillinger Road Drainage Study/Improvements SS1005(U) Pine Lane Storm Sewer Replacement SS1101(U) Tripoli Storm Drainage Improvements SS1102(U) Hunter Woods/Short Street Drainage Study
STREETS:
ST8101(U) Wall Street Improvements (Fisher to Knight) ST8501(U) Oak Street Extension (Wall Street to Lewis Lane) ST8703(U) High Street Improvements (Springer Street to Oakland Avenue) ST8706(U) Owens Street Improvements (Bridge Street to Oakland Avenue) ST9002(U) McKinley Street Improvements ( West Sycamore to North Street) ST9503(U) Mill Street Extension (Wall Street to Lewis Lane) ST9505(U) Twisdale Avenue Improvements ST9507(U) Walkup Avenue Improvements (Valley Road to Oakland Avenue) ST9508(U) Johnson Avenue Improvements (Chautauqua Street to Walkup Avenue) ST9509(U) Carter Street Improvements (Johnson Avenue to Hill Avenue) ST9510(U) Hill Avenue Improvements (Johnson Avenue to Oakland Avenue) ST9511(U) Oakland Ave (Southbound) Right Turn Lane at West Main Street ST9801(U) Miller Court Extension (East of McRoy Drive) ST0001(U) Park Street/Wall Street Intersection West Approach from SIU Towers ST0002(U) Logan Street Improvements (Main Street to Walnut Street) ST0003(U) Graham Street Improvements (Main Street to Walnut Street) ST0004(U) Marion Street Extension (SIU Recreation Center to College Street) ST0005(U) Poplar Street/Mill Street/Lincoln Drive Intersection ST0006(U) Robert A Stalls Avenue (North of Fisher Street) ST0007(U) Pierce Street, North ST0008(U) McQueen Street ST0009(U) Burke Street, East ST0010(U) Searing Street ST0011(U) Jenkins Street, East ST0012(U) Knight Street, East ST0013(U) Allman Street, North ST0015(U) Dillinger Road Improvement (McRoy Drive to Marion Street) ST0016(U) Dogwood Lane Improvements ST0017(U) Lake Heights Road Improvements (Walnut Street to Jackson County Housing) ST0018(U) Sycamore Street Reconstruction (Oakland Avenue to University Avenue) FY 2013 UNFUNDED COMMUNITY INVESTMENT PROGRAM
STREETS: (Continued)
ST0101(U) Old West Main Street Reconstruction (Glenview Drive to Emerald Lane) ST0103(U) Billy Bryan Street Reconstruction (Sycamore Street to 1500 Feet North) ST0104(U) Gum Street Reconstruction ST0105(U) Connor Street Reconstruction ST0202(U) Oakland Avenue Improvements (Walnut Street to Mill Street) ST0301(U) Dillinger Road Reconstruction (US Route 51 to McRoy Drive) ST0303(U) Town Square/Downtown Area Brick Pavement Repair ST0304(U) Striegel Road Reconstruction (Illinois Route 13 to New Era Road) ST0306(U) Norwest Lane Reconstruction ST0307(U) Gary Drive Reconstruction (Giant City Road to Drury Avenue) ST0308(U) Grand Avenue Reconstruction (Giant City Road to Drury Avenue) ST0309(U) Drury Avenue Reconstruction (Grand Avenue to Gary Drive) ST0310(U) Liberty Lane Reconstruction (Grand Avenue to Gary Drive) ST0402(U) Curb Replacement Throughout Carbondale ST0503(U) Taylor Drive Reconstruction (Chautauqua Street to Freeman Street) ST0504(U) Valley Road Reconstruction (Taylor Drive to Freeman Street) ST0601(U) McLafferty Road Turn Lane at Chautauqua Street ST0602(U) Sycamore Street Extension to New Era Road ST0603(U) East/West Connector - Oakland Avenue to New Era Road at Oakland Cemetery ST0801(U) Connecting Illinois Route 13 with Mall Frontage Road South between McKinney Drive and Giant City Road ST0901(U) Cul-de-sac at End of West North Street ST0903(U) Lewis Lane and Grand Avenue Roundabout ST0905(U) Pedestrian Crosswalks on Illinois Route 13 at New Era Road, McKinney Drive, Giant City Road and Reed Station Road ST0906 (U) Mill Street and Normal Avenue Intersection Design ST1001(U) W. Freeman Street (between University Baptist Church and Trinity School) ST1002(U) Chautauqua Street Improvements ST1003(U) W. Pleasant Hill Road (from McLafferty to Rowden Road) Improvements ST1004(U) Street Joint Replacements Program ST1202(U) Oaklawn Subdivision, Hill, Carter, Johnson, Twisdale, Walkup Streets Improvements ST1203(U) Grand Avenue and Mill Street Boulevard Improvements
SIDEWALKS: SW9601(U) Dogwood Lane Sidewalk Improvements SW9602(U) Lark Lane Sidewalks (Murphysboro Road to Kent Drive) SW9603(U) Rod Lane Sidewalks (North & South of Sunset Drive) SW0702(U) Cherry Street Sidewalk/Storm Sewer (Forest Avenue to Oakland Avenue) SW0802(U) Sidewalk Eastside of Fisher and Searing SW1001(U) State Street Sidewalks (from Mill Street to Hester Street)
TRAFFIC SIGNALS: TS9601(U) Traffic Signals with Pedestrian Actuation (Walnut Street at Marion Street) TS9701(U) Oakland Avenue/Freeman Street Intersection Traffic Signals TS9702(U) Mill Street/Oakland Avenue Intersection Traffic Signals TS9703(U) Mill Street/Poplar Street Intersection Traffic Signals TS9704(U) Mill Street/University Avenue (Normal Avenue) Intersection Traffic Signals TS0201(U) Giant City Road East Mall Road/Sunny Acres Intersection Traffic Signals TS0204(U) Audible Signals for the Visually Impaired TS0301(U) Grand Avenue/Lewis Lane Intersection Traffic Signals TS0801(U) Mill Street/Washington Street Traffic Signal Turn Arrows for Eastbound and Westbound Traffic FY 2013 UNFUNDED COMMUNITY INVESTMENT PROGRAM
WATER SYSTEMS: WS8502(U) Jackson Street Water Main (Washington Street to Wall Street) WS8503(U) Washington Street Water Main (Walnut Street to Grand Avenue) WS9202(U) Main Street Water Main (Glenview Drive to Emerald Lane) WS9502(U) Walnut Street Water Main (Illinois Avenue to Washington Street) WS9701(U) Dillinger Road/Bicentennial Industrial Park Water Main Loop WS9801(U) Water Line Extension East of McRoy Drive WS9807(U) Freeman Street Water Main Replacement (Oakland Avenue to Valley Road) WS9808(U) Jackson County Housing Water Line between Ashley, Chestnut, Brush, & Robert A Stalls Avenue WS9813(U) Main Street Water Main Replacement (Marion Street to Lewis Lane) WS9816(U) Norwest Lane/New Era Road Water Main Loop WS0103(U) Lincoln Street Water Line Replacement (College Street to Mill Street) WS0107(U) Hill Street Water Line Replacement (Carter Street to Oakland Avenue) WS0108(U) Cherry Street Water Line Replacement (Oakland Avenue to James Street) WS0112(U) Michaels Street Water Line Replacement (From Willow Street to 300 Ft North) WS0115(U) McKinley Street Water Main Replacement (Sycamore Street to North Street) WS0203(U) Oakland Avenue Water Main (Walnut Street to Mill Street) WS0205(U) Billy Bryan Street Water Line Replacement (Gher Street to 150' North of Willow Street) WS0303(U) Elm Street Water Line Replacement (Washington Street to Marion Street) WS0601(U) Water Line Interconnect at New Era Road/Illinois Route 13 Intersection WS0801(U) Union Hill Road Raw Water Line WS0901(U) Backup Water Supply WS0903(U) Marion Street North from Fisher Street Water Line Replacement WS0904(U) Pecan Street Water Line Replacement (400 - 900 blocks) WS0908(U) Cedar Lake Boat Access Program Development WS0909(U) Automatic Meter Reading System WS1001(U) Paint the Water Treatment Plant WS1003(U) Water Plant Expansion WS1004(U) Cedar Lake Replace Water Control Structure
WASTEWATER SYSTEM: WW9602(U) New Era Road Lift station Replace Existing Pumps WW1001(U) Northwest Wastewater Treatment Plant Aeration/Digester Air Improvements WW1004(U) Northwest Wastewater Treatment Plant Final Clarifiers Troughs, Weirs, Center Column and Grout Floor in Both Tanks Replaced WW1005(U) Southeast Wastewater Treatment Plant Mechanical Bar Screen WW1007(U) Kent Drive - Relocate Wet Well and Enlarge with Bigger Pumps, Sewer Line to Change Direction back to West and New Force Main Installed WW1008(U) Northwest Wastewater Treatment Plant Primary Clarifiers Troughs, Weirs, Center Column in Both Tanks Replaced WW1009(U) Northwest Wastewater Treatment Plant Effluent Pumps Replaced (2) and New Structure WW1010(U) Northwest Wastewater Treatment Plant Upgrade from 2.64 MGD to 4.2 MGD WW1011(U) Southeast Wastewater Treatment Plant Upgrade from 6 MGD to 9 MGD SUPPLEMENTAL DATA
FY 2013 Capital Outlay Schedule Master Debt Service Schedule Combined Statement Revenues, Expenditures/Expenses and Changes in Fund Equity Balances Last Five Fiscal Years General Government Revenues by Source, Total Primary Government, Last Five Fiscal Years General Government Revenues by Source, Total Reporting Entity, Last Five Fiscal Years Proprietary and Fiduciary Revenues by Source, Total Primary Government, Last Five Fiscal Years General Governmental Expenditures by Function, Total Primary Government, Last Five Fiscal Years General Governmental Expenditures by Function, Total Reporting Entity, Last Five Fiscal Years Proprietary and Fiduciary Expenses by Category, Total Primary Government, Last Five Fiscal Years Ratio of Net General Bonded Debt to Assessed Value and Net Bonded Debt Per Capita, Last Ten Fiscal Years Ratio of Annual Debt Service Expenditures for General Bonded Debt to Total General Governmental Expenditures, Last Ten Fiscal Years Property Tax Levies and Collections, Last Ten Fiscal Years Assessed and Estimated Actual Value ofTaxable Property, Last Ten Years Computation ofLegal Debt Margin Property Tax Rates per $100 of Equalized Assessed Valuation All Overlapping Governments, Last Ten Fiscal Years Demographic Statistics, Last Ten Fiscal Years
Long John Silvers opened a new store in the Spring of 2012 in Carbondale moving from a previous location. CITY OF CARBONDALE, ILLINOIS FY 2013 CAPITAL OUTLAY SCHEDULE
An expenditure of $5,000 or greater for a depreciable asset is considered a Capital Expenditure. Funding for the proposed capital outlay acquisitions will be accomplished by the use of current funds and loans or lease purchase plans. The City's policy on the term of new debt issuance is not to exceed the useful life of the acquired assets.
Capital outlays totaling $436,415 are planned for FY 2013. The following schedule details the capital outlay items:
Division Division Name R/A* Current Loan or Total No. Item Description Funds Lease Purchase Proceeds
GENERAL FUND
40310 Equipment Maintenance Fuel Island Key/Mgmt System R 38,700 0 38,700
FUND TOTAL 38,700 0 38,700
WATERWORKS AND SEWERAGE FUND
47002 Lake Management Replace South Lake House R 50,000 0 50,000
47023 NWWWT Plant Industrial Pre-Treatment Piping Replacement R 40,000 0 40,000 Storage Building Replacement R 93,715 0 93,715
47025 Sewage Lift Stations 2 Replacement Pumps for the North 51 Lift Station R 16,000 0 16,000
47200 Refuse and Recycling Services Refuse Truck 20 Yd. Compaction Body R 198,000 198,000
FUND TOTAL 199,715 198,000 397,715
TOTAL ALL FUNDS 238,415 198,000 436,415
*R=replacement/A=addition CITY OF CARBONDALE, ILLINOIS MASTER DEBT SERVICE SCHEDULE FISCAL YEAR 2013 DIVISION ISSUE/ ACCOUNT MATURITY INTEREST DESCRIPTION NUMBER DATE RATE GOVERNMENTAL FUND TYPES
GENERAL OBLIGATION BONDS
2003 G.O. Refunding Bonds 43012 Bank of New York 10-08-03 (University Mall - Addition) St. Louis, MO 12-01-18 3.692%
2004 G. O. Refunding Bonds 43013 Bank of New York 07-22-04 (Construction of City Hall/Civic Center) St. Louis, MO 01-01-15 3.711%
2006 G.O. Street Improvement Bonds 43014 Bank of New York 12-01-06 (Resurface City oil & chip roads to St. Louis, MO 12-01-17 5.847% Bituminous)
2010 A G.O. Bonds 43015 Bank of New York 07-01-10 (Construction of Public Safety Center) St. Louis, MO 07-01-30 3.430%
2010 B G.O. Bonds 43015 Bank of New York 07-01-10 (Construction of Public Safety Center) St. Louis, MO 07-01-30 2.920%
2011 G.O. Bonds 43016 Bank of New York 10-20-11 (Construction of Fire Station) St. Louis, MO 12-01-24 3.106% (Refund 2004 G.O. Refunding Bonds)
NOTES PAYABLE Telephone System 40010 Old National Bank 02-07-05 4.240% 02-01-15
Superblock Tennis Courts 40010 Old National Bank 02-29-08 3.915% 02-28-18
Fire Station #1 Retrofit & Rebuild 40151 Old National Bank 10-01-02 4.230% ** Rate Adjustment 11/01/2009 10-01-22
Two 1 Ton Flat Bed Trucks w/ Rear Lift 40350 Old National Bank 02-07-05 4.240% & Tool Boxes 02-01-15 1 Tractor, Backhoe/Loader
Maintenace and Environmental Services 40350 First Southern Bank 04-10-06 5.100% Building 04-11-16
Street Sweeper 40350 Old National Bank 10-20-06 4.946% 10-17-16
TOTAL GOVERNMENTAL FUND TYPES FREQUENCY OUTSTANDING FY 2013 FY 2013 OUTSTANDING OF ORIGINAL BALANCE ADDITIONS PRINCIPAL INTEREST BALANCE PAYMENTS AMOUNT 5-01-2012 FY 2013 PAYMENTS PAYMENTS 4-30-2013
SEMI-ANNUAL 4,255,000 2,310,000 290,000 90,940 2,020,000
SEMI-ANNUAL 6,185,000 0 0 0 0
SEMI-ANNUAL 5,690,000 4,275,000 540,000 230,875 3,735,000
SEMI-ANNUAL 4,000,000 4,000,000 0 136,895 4,000,000
SEMI-ANNUAL 3,991,000 3,991,000 361,000 107,232 3,630,000
SEMI-ANNUAL 6,625,000 6,625,000 275,000 248,342 6,350,000
MONTHLY 130,000 42,619 14,454 1,550 28,165
MONTHLY 403,000 254,204 39,515 9,379 214,689
MONTHLY 750,000 489,569 37,736 20,263 451,833
MONTHLY 118,000 38,685 13,120 1,407 25,565
MONTHLY 215,000 99,313 22,966 4,535 76,347
MONTHLY 127,000 65,019 13,211 2,961 51,808
32,489,000 22,190,409 0 1,607,002 854,379 20,583,407 CITY OF CARBONDALE, ILLINOIS MASTER DEBT SERVICE SCHEDULE FISCAL YEAR 2013 DIVISION ISSUE/ ACCOUNT MATURITY INTEREST DESCRIPTION NUMBER PAYEE DATE RATE PROPRIETARY FUND TYPES
GENERAL OBLIGATION BONDS
2011 W&S Bonds 47049 First Southern Bank 02-15-11 3.900% (NWWWTP Equaization Basin) 02-15-26
NOTES PAYABLE Backhoe 47015 Old National Bank 02-07-05 4.240% 02-01-15 EPA Loan - SA 9102 47049 State of Illinois 05-01-99 2.865% (Charles Road Water Line) IL E.P.A. 05-01-18
EPA Loan - WW 9902 47049 State of Illinois 06-30-05 2.500% (Upgrade Southeast Wastewater Treatment IL E.P.A. 06-30-25 Plant)
Water Line Replacement Loan 47049 Old National Bank 06-26-06 4.830% 06-25-16
NWWWTP Terminal Lift Station 47049 First Southern Bank 04-01-09 4.000% 03-01-29 Sewer Jet Truck 47049 First Southern Bank 04-05-10 4.400% 04-05-20 Sewer Camera / Van 47049 First Southern Bank 01-31-11 3.900% 02-05-21 Refuse Truck 47200 Old National Bank 02-07-05 4.240% 02-01-15
Recycling Truck 47200 Old National Bank 04-01-09 4.400% 04-01-19
Refuse Truck 47200 TBD 10-01-12 4.125% 10-01-17
TOTAL PROPRIETARY FUNDS
TOTAL ALL CITY FUNDS
FREQUENCY OUTSTANDING FY 2013 FY 2013 OUTSTANDING OF ORIGINAL BALANCE ADDITIONS PRINCIPAL INTEREST BALANCE PAYMENTS AMOUNT 5-01-2012 FY 2013 PAYMENTS PAYMENTS 4-30-2013
SEMI-ANNUAL 1,100,000 1,026,667 73,333 40,040 953,334
MONTHLY 65,000 21,310 7,227 775 14,083
SEMI-ANNUAL 288,427 101,364 16,623 2,786 84,741
SEMI-ANNUAL 10,949,090 7,832,601 516,830 192,605 7,315,771
MONTHLY 1,000,000 476,636 105,704 20,997 370,932
MONTHLY 916,000 820,734 34,406 32,206 786,328
MONTHLY 243,890 200,434 21,373 8,392 179,061
MONTHLY 114,000 102,917 9,953 3,838 92,964
MONTHLY 108,000 35,407 12,008 1,288 23,399
MONTHLY 168,000 125,112 15,604 5,194 109,508
MONTHLY 200,000 0 200,000 18,209 3,960 181,791
15,152,407 10,743,182 200,000 831,270 312,081 10,111,912
47,641,407 32,933,591 200,000 2,438,272 1,166,460 30,695,319 CITY OF CARBONDALE, ILLINOIS COMBINED STATEMENT OF REVENUES, EXPENDITURES/EXPENSES and CHANGES IN FUND EQUITY BALANCES (1) LAST FIVE FISCAL YEARS Proprietary Total Component Total Fiscal Governmental and Fiduciary Primary Unit Reporting Year Activities Activities Government Activities Entity
2007 Revenues $22,670,939 $15,316,382 $37,987,321 $809,718 $38,797,039 Expenditures/Expenses 24,608,485 12,433,245 37,041,730 754,965 37,796,695 Excess Revenues Over (Under) Expenditures/Expenses (1,937,546) 2,883,137 $945,591 54,753 $1,000,344 Other Financing Sources 8,393,018 0 8,393,018 0 8,393,018 Other Financing Uses (1,958,157) 0 (1,958,157) 0 (1,958,157) Contributed Capital / Depreciation Recapture 0 508,536 508,536 0 508,536 Adjusting Correction (76,265) (303,642) (379,907) 0 (379,907) Net Increase (Decrease) in Fund Equities 4,421,050 3,088,031 7,509,081 54,753 7,563,834 Fund Equity Balance, Beginning of Year 9,435,575 55,004,893 64,440,468 212,428 64,652,896 Fund Equity Balance, End of Year $13,856,625 $58,092,924 $71,949,549 $267,181 $72,216,730
2008 Revenues $23,042,503 $14,218,887 $37,261,390 $847,128 $38,108,518 Expenditures/Expenses 25,820,635 13,224,338 39,044,973 805,642 39,850,615 Excess Revenues Over (Under) Expenditures/Expenses (2,778,132) 994,549 ($1,783,583) 41,486 ($1,742,097) Other Financing Sources 3,367,552 0 $3,367,552 0 3,367,552 Other Financing Uses (2,964,552) 0 ($2,964,552) 0 (2,964,552) Contributed Capital / Depreciation Recapture 0 508,536 $508,536 0 508,536 Adjusting Correction 0 0 0 0 0 Net Increase (Decrease) in Fund Equities (2,375,132) 1,503,085 (872,047) 41,486 (830,561) Fund Equity Balance, Beginning of Year 13,856,625 58,092,924 71,949,549 267,181 72,216,730 Fund Equity Balance, End of Year $11,481,493 $59,596,009 $71,077,502 $308,667 $71,386,169
2009 Revenues $23,152,206 $8,316,711 $31,468,917 $849,355 $32,318,272 Expenditures/Expenses 22,876,349 11,378,715 34,255,064 890,480 35,145,544 Excess Revenues Over (Under) Expenditures/Expenses 275,857 (3,062,004) ($2,786,147) (41,125) ($2,827,272) Other Financing Sources 2,250,908 0 $2,250,908 0 2,250,908 Other Financing Uses (2,250,908) 0 ($2,250,908) 0 (2,250,908) Contributed Capital / Depreciation Recapture 0 507,772 $507,772 0 507,772 Adjusting Correction 0 0 0 0 0 Net Increase (Decrease) in Fund Equities 275,857 (2,554,232) (2,278,375) (41,125) (2,319,500) Fund Equity Balance, Beginning of Year 11,481,493 59,596,009 71,077,502 308,667 71,386,169 Fund Equity Balance, End of Year $11,757,350 $57,041,777 $68,799,127 $267,542 $69,066,669 CITY OF CARBONDALE, ILLINOIS COMBINED STATEMENT OF REVENUES, EXPENDITURES/EXPENSES and CHANGES IN FUND EQUITY BALANCES (1) LAST FIVE FISCAL YEARS (Continued) Proprietary Total Component Total Fiscal Governmental and Fiduciary Primary Unit Reporting Year Activities Activities Government Activities Entity
2010 Revenues $24,762,197 $15,621,672 $40,383,869 $905,096 $41,288,965 Expenditures/Expenses 25,445,176 12,104,543 37,549,719 970,133 38,519,852 Excess Revenues Over (Under) Expenditures/Expenses (682,979) 3,517,129 $2,834,150 (65,037) $2,769,113 Other Financing Sources 2,382,141 0 $2,382,141 0 2,382,141 Other Financing Uses (2,266,326) (43,672) ($2,309,998) 0 (2,309,998) Contributed Capital / Depreciation Recapture 0 507,772 $507,772 0 507,772 Adjusting Correction 0 0 0 0 0 Net Increase (Decrease) in Fund Equities (567,164) 3,981,229 3,414,065 (65,037) 3,349,028 Fund Equity Balance, Beginning of Year 11,757,350 57,041,777 68,799,127 267,542 69,066,669 Fund Equity Balance, End of Year $11,190,186 $61,023,006 $72,213,192 $202,505 $72,415,697
2011 Revenues $25,808,587 $15,736,253 $41,544,840 $971,523 $42,516,363 Expenditures/Expenses 33,194,559 12,371,955 45,566,514 815,155 46,381,669 Excess Revenues Over (Under) Expenditures/Expenses (7,385,972) 3,364,298 ($4,021,674) 156,368 ($3,865,306) Other Financing Sources 10,603,838 0 $10,603,838 0 10,603,838 Other Financing Uses (2,606,519) 0 ($2,606,519) 0 (2,606,519) Contributed Capital / Depreciation Recapture 0 507,772 $507,772 0 507,772 Adjusting Correction 0 0 0 0 0 Net Increase (Decrease) in Fund Equities 611,347 3,872,070 4,483,417 156,368 4,639,785 Fund Equity Balance, Beginning of Year 11,190,186 61,023,006 72,213,192 202,505 72,415,697 Fund Equity Balance, End of Year $11,801,533 $64,895,076 $76,696,609 $358,873 $77,055,482
(1) Fund Equity Balances do not include the Investment in General Fixed Assets group for the Governmental Activities and the Contributed Capital for the Proprietary Activities CITY OF CARBONDALE, ILLINOIS GENERAL GOVERNMENTAL REVENUES BY SOURCE TOTAL PRIMARY GOVERNMENT LAST FIVE FISCAL YEARS Business Service General Sales, Franchise Use ofCharges, Property Totals Fiscal Property Service & Intergov. Taxes Money & Permits Owner Primary Year Fund Type Taxes Utility Taxes Revenue & Licenses Fines Property & Fees Cont. Government
2007 Gen., Spec. Rev., Debt Serv., Cap. Proj. $68,120 $14,499,129 $5,865,485 $280,616 $534,887 $684,128 $738,574 $0 $22,670,939 Expendable Trust Funds $0 $0 $0 $0 $0 $0 $0 $0 $0 Totals $68,120 $14,499,129 $5,865,485 $280,616 $534,887 $684,128 $738,574 $0 $22,670,939
2008 Gen., Spec. Rev., Debt Serv., Cap. Proj. $131,048 $14,656,351 $5,458,812 $354,728 $632,206 $1,109,008 $700,350 $0 $23,042,503 Expendable Trust Funds $0 $0 $0 $0 $0 $0 $0 $0 $0 Totals $131,048 $14,656,351 $5,458,812 $354,728 $632,206 $1,109,008 $700,350 $0 $23,042,503
2009 Gen., Spec. Rev., Debt Serv., Cap. Proj. $106,960 $15,792,894 $5,141,421 $352,140 $629,553 $234,083 $895,155 $0 $23,152,206 Expendable Trust Funds $0 $0 $0 $0 $0 $0 $0 $0 $0 Totals $106,960 $15,792,894 $5,141,421 $352,140 $629,553 $234,083 $895,155 $0 $23,152,206
2010 Gen., Spec. Rev., Debt Serv., Cap. Proj. $122,634 $15,958,093 $6,722,608 $379,208 $597,911 $127,939 $843,803 $0 $24,752,196 Expendable Trust Funds $0 $0 $0 $0 $0 $0 $0 $0 $0 Totals $122,634 $15,958,093 $6,722,608 $379,208 $597,911 $127,939 $843,803 $0 $24,752,196
2011 Gen., Spec. Rev., Debt Serv., Cap. Proj. $151,368 $17,732,518 $5,881,077 $349,486 $594,152 $160,092 $938,555 $1,339 $25,808,587 Expendable Trust Funds $0 $0 $0 $0 $0 $0 $0 $0 $0 Totals $151,368 $17,732,518 $5,881,077 $349,486 $594,152 $160,092 $938,555 $1,339 $25,808,587 CITY OF CARBONDALE, ILLINOIS GENERAL GOVERNMENTAL REVENUES BY SOURCE TOTAL REPORTING ENTITY LAST FIVE FISCAL YEARS Business Service General Sales, Inter- Franchise Use of Charges, Property Totals Fiscal Property Service & governmental Taxes Money & Permits Owner Reporting Year Taxes Utility Taxes Revenue & Licenses Fines Property & Fees Contributions Entity
2007Totals- Primary Gov't $68,120 $14,499,129 $5,865,485 $280,616 $534,887 $684,128 $738,574 $0 $22,670,939 Discrete Component Unit $661,599 $0 $77,409 $0 $19,236 $9,108 $0 $42,366 $809,718 Totals $729,719 $14,499,129 $5,942,894 $280,616 $554,123 $693,236 $738,574 $42,366 $23,480,657
2008Totals- Primary Gov't $131,048 $14,656,351 $5,458,812 $354,728 $632,206 $1,109,008 $700,350 $0 $23,042,503 Discrete Component Unit $696,899 $0 $94,989 $0 $18,794 $10,106 $0 $26,340 $847,128 Totals $827,947 $14,656,351 $5,553,801 $354,728 $651,000 $1,119,114 $700,350 $26,340 $23,889,631
2009Totals- Primary Gov't $106,960 $15,792,894 $5,141,421 $352,140 $629,553 $234,083 $895,155 $0 $23,152,206 Discrete Component Unit $737,431 $0 $48,423 $0 $18,901 $4,641 $0 $39,959 $849,355 Totals $844,391 $15,792,894 $5,189,844 $352,140 $648,454 $238,724 $895,155 $39,959 $24,001,561
2010Totals- Primary Gov't $132,634 $15,958,093 $6,722,608 $379,208 $597,911 $127,939 $843,803 $0 $24,762,196 Discrete Component Unit $766,765 $0 $73,685 $0 $22,853 $2,998 $0 $38,795 $905,096 Totals $899,399 $15,958,093 $6,796,293 $379,208 $620,764 $130,937 $843,803 $38,795 $25,667,292
2011Totals- Primary Gov't $151,368 $17,732,518 $5,881,077 $349,486 $594,152 $160,092 $938,555 $1,339 $25,808,587 Discrete Component Unit $811,909 $0 $73,486 $0 $20,171 $8,033 $0 $57,924 $971,523 Totals $963,277 $17,732,518 $5,954,563 $349,486 $614,323 $168,125 $938,555 $59,263 $26,780,110
Note: Primary Government totals include the General, Special Revenue, Debt Service and Capital Projects Funds Note: Discrete Component Unit is the Carbondale Public Library CITY OF CARBONDALE, ILLINOIS PROPRIETARY AND FIDUCIARY REVENUES BY SOURCE TOTAL PRIMARY GOVERNMENT LAST FIVE FISCAL YEARS Employee Use of Property Total Fiscal Charges for Employer and Retiree Money and Owner Primary Year Services Contributions Contributions Property Fines Contributions Government
2007 Enterprise and Internal Services Funds $7,882,148 $1,492,857 $655,001 $1,116,317 $48,511 $0 $11,194,834 Fiduciary Funds - Pension Trust $0 $1,352,921 $425,542 $2,400,641 $0 $0 $4,179,104 Totals $7,882,148 $2,845,778 $1,080,543 $3,516,958 $48,511 $0 $15,373,938
2008 Enterprise and Internal Services Funds $7,851,236 $1,880,014 $705,656 $964,132 $56,795 $0 $11,457,833 Fiduciary Funds - Pension Trust $0 $1,537,689 $408,723 $814,633 $0 $0 $2,761,045 Totals $7,851,236 $3,417,703 $1,114,379 $1,778,765 $56,795 $0 $14,218,878
2009 Enterprise and Internal Services Funds $7,982,545 $0 $0 $936,880 $46,031 $0 $8,965,456 Fiduciary Funds - Pension Trust $0 $1,463,277 $495,924 ($2,607,946) $0 $0 ($648,745) Totals $7,982,545 $1,463,277 $495,924 ($1,671,066) $46,031 $0 $8,316,711
2010 Enterprise and Internal Services Funds $8,382,829 $183,572 $0 $1,767,977 $60,272 $0 $10,394,650 Fiduciary Funds - Pension Trust $0 $1,416,450 $452,716 $3,357,856 $0 $0 $5,227,022 Totals $8,382,829 $1,600,022 $452,716 $5,125,833 $60,272 $0 $15,621,672
2011 Enterprise and Internal Services Funds $9,097,545 $0 $0 $1,714,774 $49,222 $0 $10,861,541 Fiduciary Funds - Pension Trust $0 $1,665,961 $472,984 $2,609,457 $0 $0 $4,748,402 Totals $9,097,545 $1,665,961 $472,984 $4,324,231 $49,222 $0 $15,609,943 CITY OF CARBONDALE, ILLINOIS GENERAL GOVERNMENTAL EXPENDITURES BY FUNCTION TOTAL REPORTING ENTITY LAST FIVE FISCAL YEARS Totals Fiscal General Dev. Public Community Capital Debt Reporting Year Government Finance Police Fire Services Works Services Improv. Service Entity
2007 Totals- Primary Government $2,413,809 $763,926 $6,547,328 $2,741,802 $1,582,903 $5,161,653 $2,396,877 $1,998,065 $1,002,122 $24,608,485 Discrete Component Unit $0 $0 $0 $0 $0 $0 $0 $0 $0 $754,965 Totals $2,413,809 $763,926 $6,547,328 $2,741,802 $1,582,903 $5,161,653 $2,396,877 $1,998,065 $1,002,122 $25,363,450
2008 Totals- Primary Government $2,477,001 $778,200 $6,973,073 $3,050,025 $1,558,626 $5,761,146 $2,339,924 $1,521,148 $1,361,492 $25,820,635 Discrete Component Unit $0 $0 $0 $0 $0 $0 $0 $0 $0 $805,642 Totals $2,477,001 $778,200 $6,973,073 $3,050,025 $1,558,626 $5,761,146 $2,339,924 $1,521,148 $1,361,492 $26,626,277
2009 Totals- Primary Government $2,407,237 $844,775 $7,036,112 $3,246,067 $1,987,146 $2,660,532 $2,355,498 $646,663 $1,692,319 $22,876,349 Discrete Component Unit $0 $0 $0 $0 $0 $0 $0 $0 $0 $890,480 Totals $2,407,237 $844,775 $7,036,112 $3,246,067 $1,987,146 $2,660,532 $2,355,498 $646,663 $1,692,319 $23,766,829
2010 Totals- Primary Government $4,172,160 $887,307 $7,351,951 $3,163,859 $1,645,493 $2,515,695 $2,203,087 $1,810,876 $1,694,747 $25,445,175 Discrete Component Unit $0 $0 $0 $0 $0 $0 $0 $0 $0 $970,133 Totals $4,172,160 $887,307 $7,351,951 $3,163,859 $1,645,493 $2,515,695 $2,203,087 $1,810,876 $1,694,747 $26,415,308
2011 Totals- Primary Government $2,454,581 $902,128 $8,093,343 $3,232,201 $1,335,245 $2,507,623 $2,708,228 $10,157,946 $1,803,264 $33,194,559 Discrete Component Unit $0 $0 $0 $0 $0 $0 $0 $0 $0 $815,155 Totals $2,454,581 $902,128 $8,093,343 $3,232,201 $1,335,245 $2,507,623 $2,708,228 $10,157,946 $1,803,264 $34,009,714
Note: Primary Government totals include the General, Special Revenue, Debt Service and Capital Projects Funds
Note: Discrete Component Unit is the Carbondale Public Library CITY OF CARBONDALE, ILLINOIS GENERAL GOVERNMENTAL EXPENDITURES BY FUNCTION TOTAL REPORTING ENTITY LAST FIVE FISCAL YEARS Totals Fiscal General Dev. Public Community Capital Debt Reporting Year Government Finance Police Fire Services Works Services Improv. Service Entity
2007 Totals- Primary Government $2,413,809 $763,926 $6,547,328 $2,741,802 $1,582,903 $5,161,653 $2,396,877 $1,998,065 $1,002,122 $24,608,485 Discrete Component Unit $0 $0 $0 $0 $0 $0 $0 $0 $0 $754,965 Totals $2,413,809 $763,926 $6,547,328 $2,741,802 $1,582,903 $5,161,653 $2,396,877 $1,998,065 $1,002,122 $25,363,450
2008 Totals- Primary Government $2,477,001 $778,200 $6,973,073 $3,050,025 $1,558,626 $5,761,146 $2,339,924 $1,521,148 $1,361,492 $25,820,635 Discrete Component Unit $0 $0 $0 $0 $0 $0 $0 $0 $0 $805,642 Totals $2,477,001 $778,200 $6,973,073 $3,050,025 $1,558,626 $5,761,146 $2,339,924 $1,521,148 $1,361,492 $26,626,277
2009 Totals- Primary Government $2,407,237 $844,775 $7,036,112 $3,246,067 $1,987,146 $2,660,532 $2,355,498 $646,663 $1,692,319 $22,876,349 Discrete Component Unit $0 $0 $0 $0 $0 $0 $0 $0 $0 $890,480 Totals $2,407,237 $844,775 $7,036,112 $3,246,067 $1,987,146 $2,660,532 $2,355,498 $646,663 $1,692,319 $23,766,829
2010 Totals- Primary Government $4,172,160 $887,307 $7,351,951 $3,163,859 $1,645,493 $2,515,695 $2,203,087 $1,810,876 $1,694,747 $25,445,175 Discrete Component Unit $0 $0 $0 $0 $0 $0 $0 $0 $0 $970,133 Totals $4,172,160 $887,307 $7,351,951 $3,163,859 $1,645,493 $2,515,695 $2,203,087 $1,810,876 $1,694,747 $26,415,308
2011 Totals- Primary Government $2,454,581 $902,128 $8,093,343 $3,232,201 $1,335,245 $2,507,623 $2,708,228 $10,157,946 $1,803,264 $33,194,559 Discrete Component Unit $0 $0 $0 $0 $0 $0 $0 $0 $0 $815,155 Totals $2,454,581 $902,128 $8,093,343 $3,232,201 $1,335,245 $2,507,623 $2,708,228 $10,157,946 $1,803,264 $34,009,714
Note: Primary Government totals include the General, Special Revenue, Debt Service and Capital Projects Funds
Note: Discrete Component Unit is the Carbondale Public Library CITY OF CARBONDALE, ILLINOIS PROPRIETARY AND FIDUCIARY EXPENSES BY CATEGORY TOTAL PRIMARY GOVERNMENT LAST FIVE FISCAL YEARS
Debt Service Total Fiscal Operating Interest Depreciation Primary Year Expenses Expense Expense Government
2007 Enterprise and Internal Services Funds $7,886,132 $502,402 $1,926,693 $10,315,227 Fiduciary Funds - Pension Trust $2,175,574 $0 $0 $2,175,574 Totals $10,061,706 $502,402 $1,926,693 $12,490,801
2008 Enterprise and Internal Services Funds $8,502,984 $386,348 $1,964,695 $10,854,027 Fiduciary Funds - Pension Trust $2,276,507 $0 $0 $2,276,507 Totals $10,779,491 $386,348 $1,964,695 $13,130,534
2009 Enterprise and Internal Services Funds $6,295,153 $297,115 $1,978,667 $8,570,935 Fiduciary Funds - Pension Trust $2,807,780 $0 $0 $2,807,780 Totals $9,102,933 $297,115 $1,978,667 $11,378,715
2010 Enterprise and Internal Services Funds $6,955,456 $319,853 $2,011,435 $9,286,744 Fiduciary Funds - Pension Trust $2,817,799 $0 $0 $2,817,799 Totals $9,773,255 $319,853 $2,011,435 $12,104,543
2011 Enterprise and Internal Services Funds $9,095,240 $310,768 $2,081,338 $11,487,346 Fiduciary Funds - Pension Trust $2,965,947 $0 $0 $2,965,947 Totals $12,061,187 $310,768 $2,081,338 $14,453,293 CITY OF CARBONDALE, ILLINOIS PROPERTY TAX LEVIES AND COLLECTIONS* LAST TEN FISCAL YEARS
Percent of Percent of Percent of Equalized Total Current Delinquent Total TaxOutstanding Delinquent Fiscal Assessed Rate Per Tax Levy Current Tax Taxes Tax Total Tax Collections Delinquent Taxes to Total Year Value $100 EAV Extended Collections Collected Collections Collections to Tax Levy Taxes Tax Levy
2002 $171,810,975 0.87504 $1,503,415 $1,495,429 99.5% $1,027 $1,496,456 99.5% N/A 1 N/A 1 2003 $179,128,778 0.83609 $1,497,678 $1,493,630 99.7% $1,547 $1,495,177 99.8% N/A 1 N/A 1 2004 $184,047,313 0.23715 $436,468 $435,103 99.7% $192 $435,295 99.7% N/A 1 N/A 1 2005 $198,118,807 0.23130 $458,231 $454,689 99.2% $0 $454,689 99.2% N/A 1 N/A 1 2006 $209,562,660 0.30401 $637,091 $633,602 99.5% $0 $633,602 99.5% N/A 1 N/A 1 2007 $226,969,699 0.29470 $668,902 $660,022 98.7% $1,577 $661,599 98.9% N/A 1 N/A 1 2008 $246,930,446 0.28440 $702,260 $697,437 99.3% ($184) $697,253 99.4% N/A 1 N/A 1 2009 $271,845,596 0.27123 $737,326 $736,199 99.8% $873 $737,072 100.0% N/A 1 N/A 1 2010 $291,646,476 0.26543 $774,094 $767,576 99.2% ($811) $766,765 99.1% N/A 1 N/A 1 2011 $302,138,389 0.26892 $812,510 $810,825 99.8% $2,493 $813,318 100.1% N/A 1 N/A 1
* Property Tax Levies and Collections for the discretely presented component, the Carbondale Public Library, are included. The Primary Government is responsible for the component unit's Property Tax Levy. 1 - Information not Available from County
CITY OF CARBONDALE, ILLINOIS
ASSESSED AND ESTIMATED ACTUAL VALUE OF TAXABLE PROPERTY
LAST TEN FISCAL YEARS Ratio of Fiscal Assessed Year Assessed Actual to Actual
2002 $171,810,975 $515,432,925 33%
2003 $179,128,778 $542,814,479 33%
2004 $184,047,313 $552,141,939 33% 2005 $198,118,807 $594,356,421 33% 2006 $209,562,660 $628,687,980 33% 2007 $226,969,699 $680,909,097 33% 2008 $246,930,446 $740,791,338 33% 2009 $271,845,596 $815,536,788 33% 2010 $291,646,476 $883,777,200 33% 2011 $302,138,389 $915,570,876 33%
Note: State law prescribes an assessment ratio of 33% of actual value.
Legal Debt Margin
Note: The City of Carbondale is a home rule municipality. Under the Illinois Compiled Statutes, home rule governments may issue notes and bonds in excess of any statutory limitation and they shall not reduce the debt incurring power otherwise authorized for any such unit of government. Therefore, the City of Carbondale has no legal debt limitation. CITY OF CARBONDALE, ILLINOIS PROPERTY TAX LEVIES AND COLLECTIONS* LAST TEN FISCAL YEARS
Percent of Percent of Percent of Equalized Total Current Delinquent Total TaxOutstanding Delinquent Fiscal Assessed Rate Per Tax Levy Current Tax Taxes Tax Total Tax Collections Delinquent Taxes to Total Year Value $100 EAV Extended Collections Collected Collections Collections to Tax Levy Taxes Tax Levy
2002 $171,810,975 0.87504 $1,503,415 $1,495,429 99.5% $1,027 $1,496,456 99.5% N/A 1 N/A 1 2003 $179,128,778 0.83609 $1,497,678 $1,493,630 99.7% $1,547 $1,495,177 99.8% N/A 1 N/A 1 2004 $184,047,313 0.23715 $436,468 $435,103 99.7% $192 $435,295 99.7% N/A 1 N/A 1 2005 $198,118,807 0.23130 $458,231 $454,689 99.2% $0 $454,689 99.2% N/A 1 N/A 1 2006 $209,562,660 0.30401 $637,091 $633,602 99.5% $0 $633,602 99.5% N/A 1 N/A 1 2007 $226,969,699 0.29470 $668,902 $660,022 98.7% $1,577 $661,599 98.9% N/A 1 N/A 1 2008 $246,930,446 0.28440 $702,260 $697,437 99.3% ($184) $697,253 99.4% N/A 1 N/A 1 2009 $271,845,596 0.27123 $737,326 $736,199 99.8% $873 $737,072 100.0% N/A 1 N/A 1 2010 $291,646,476 0.26543 $774,094 $767,576 99.2% ($811) $766,765 99.1% N/A 1 N/A 1 2011 $302,138,389 0.26892 $812,510 $810,825 99.8% $2,493 $813,318 100.1% N/A 1 N/A 1
* Property Tax Levies and Collections for the discretely presented component, the Carbondale Public Library, are included. The Primary Government is responsible for the component unit's Property Tax Levy.
1 - Information not Available from County
CITY OF CARBONDALE, ILLINOIS ASSESSED AND ESTIMATED ACTUAL VALUE OF TAXABLE PROPERTY LAST TEN FISCAL YEARS Ratio of Fiscal Assessed Year Assessed Actual to Actual
2002 $171,810,975 $515,432,925 33% 2003 $179,128,778 $542,814,479 33% 2004 $184,047,313 $552,141,939 33% 2005 $198,118,807 $594,356,421 33% 2006 $209,562,660 $628,687,980 33% 2007 $226,969,699 $680,909,097 33% 2008 $246,930,446 $740,791,338 33% 2009 $271,845,596 $815,536,788 33% 2010 $291,646,476 $883,777,200 33% 2011 $302,138,389 $915,570,876 33%
Note: State law prescribes an assessment ratio of 33% of actual value. CITY OF CARBONDALE, ILLINOIS RATIO OF NET GENERAL BONDED DEBT TO ASSESSED VALUE AND NET BONDED DEBT PER CAPITA LAST TEN FISCAL YEARS Equalized Debt Debt Ratio of Net Assessed Gross Service Payable from Net Bonded Debt Fiscal Value (in Bonded Monies Enterprise Bonded to Assessed Year Pop. * thousands) Debt Available Fund Rev. Debt Value
2002 25,433 $171,811 $19,980,000 $927,019 $9,600,000 $9,452,981 5.50% 2003 24,702 $179,129 $18,410,000 $912,501 $8,380,000 $9,117,499 5.09% 2004 24,768 $184,047 $17,120,000 $915,442 $7,045,000 $9,159,558 4.98% 2005 24,868 $198,119 $16,205,000 $925,759 $5,670,000 $9,609,241 4.85% 2006 24,875 $209,563 $14,230,000 $928,085 $4,240,000 $9,061,915 4.32% 2007 24,881 $226,970 $17,835,000 $1,780,466 $2,720,000 $13,334,534 5.88% 2008 24,917 $246,930 $15,620,000 $1,609,277 $1,085,000 $12,925,723 5.23% 2009 26,231 $271,846 $13,485,000 $1,588,267 $0 $11,896,733 4.38% 2010 25,902 $291,646 $12,395,000 $1,805,370 $0 $10,589,630 3.63% 2011 25,902 $302,138 $20,356,000 $2,676,498 $1,100,000 $16,579,502 5.49%
* Source: 2000 Census and Greater Egypt Regional Planning and Development Commission
RATIO OF ANNUAL DEBT SERVICE EXPENDITURES FOR GENERAL BONDED DEBT TO TOTAL GENERAL GOVERNMENTAL EXPENDITURES LAST TEN FISCAL YEARS Ratio of General Total General Bonded Debt Fiscal Total Debt Governmental Service to General Year Principal Interest Service Expenditures Expenditures
2002 $325,000 $595,999 $920,999 $19,896,000 4.63% 2003 $350,000 $575,664 $925,664 $20,706,510 4.47% 2004 $200,000 $447,558 $647,558 $19,083,289 3.39% 2005 $345,000 $591,278 $936,278 $21,058,828 4.45% 2006 $545,000 $376,856 $921,856 $23,597,182 3.91% 2007 $565,000 $357,643 $922,643 $24,608,485 3.75% 2008 $580,000 $780,417 $1,360,417 $25,820,635 5.27% 2009 $1,050,000 $641,094 $1,691,094 $22,876,349 7.39% 2010 $1,090,000 $603,672 $1,693,672 $25,445,176 6.66% 2011 $1,130,000 $563,855 $1,693,855 $33,194,559 5.10%
Note: Includes General, Special Revenue, Debt Service and Capital Projects Funds.. Expendable Trust Funds are excluded. CITY OF CARBONDALE, ILLINOIS PROPERTY TAX RATES PER $100 OF EQUALIZED ASSESSED VALUATION ALL OVERLAPPING GOVERNMENTS LAST TEN FISCAL YEARS FISCAL YEAR 2003 2004 2005 2006 YEAR PAYABLE 2002 2003 2004 2005 ASSESSMENT YEAR 2001 2002 2003 2004 STATE MULTIPLIER 1.06150 1.00000 1.01930 1.00000 Equalized assessed valuation by type: Residential NA $91,157,036 $98,564,997 $100,556,189 Commercial NA 89,817,833 96,280,420 105,756,726 Industrial NA 2,238,368 2,362,635 2,422,569 Farm NA 402,313 469,525 454,705 State R.R. NA 429,763 441,230 372,471 Total Taxable Assessed Value $179,128,778 $184,045,313 $198,118,807 $209,562,660
City Government: IMRF Pension 0.00000 0.00000 0.00000 0.00000 Firemens Pension 0.14146 0.00000 0.00000 0.00000 Police Pension 0.24015 0.00000 0.00000 0.00000 Street Lighting 0.06422 0.00000 0.00000 0.00000 Public Benefit 0.01471 0.00000 0.00000 0.00000 Debt Service - G.O. Bonds 0.13189 0.00000 0.00000 0.00000 Total City Government 0.59243 0.00000 0.00000 0.00000
Public Library: Operating 0.24366 0.23715 0.23130 0.30402 Debt Service - G.O. Bonds 0.00000 0.00000 0.00000 0.00000 Total Public Library 0.24366 0.23715 0.23130 0.30402
Total Municipal Rate 0.83609 0.23715 0.23130 0.30402
Overlapping Governments: Jackson County 1.17944 1.24046 1.25584 1.30847 Carbondale Township 0.26224 0.27609 0.25696 0.25418 Southern Illinois Airport 0.28359 0.27591 0.26370 0.25628 Carbondale Park District 0.71141 0.70449 0.65644 0.63405 Carbondale Mosquito Abatement 0.04336 0.03971 0.03903 0.03889 Carbondale Road and Bridge 0.09889 0.09197 0.09691 0.09586 Logan Jr. College #530 0.47800 0.47800 0.47450 0.48815 Carbondale High School #165 2.02925 2.03772 2.01358 2.02016 Carbondale Grade School #95 3.21658 3.26699 3.21666 3.23642 Total tax rate within School District #95 $9.13885 $8.64849 $8.50492 $8.63648
Giant City School #130 2.30364 2.53278 2.46160 2.55386
Total tax rate within School District #130 $8.22591 $7.91428 $7.74986 $7.95392
Unity Point School #140 2.45122 2.40248 2.30058 2.30600
Total tax rate within School Distric #140 $8.37349 $7.78398 $7.58884 $7.70606
Source: Jackson County Records Note: NA Not available from Jackson County 2007 2008 2009 2010 2011 2012 2006 2007 2008 2009 2010 2011 2005 2006 2007 2008 2009 2010 1.00000 1.00000 1.04190 1.03190 1.03190 1.00000
$110,542,534 $119,966,332 $136,592,114 $142,280,594 $143,365,916 $144,707,179 113,117,127 121,927,075 130,025,132 143,925,077 153,108,553 155,970,751 2,507,384 4,271,598 4,456,437 4,677,632 4,809,939 1,906,639 483,057 453,981 377,960 374,534 385,843 3,293,149 319,597 311,460 312,273 388,639 468,138 544,585 $226,969,699 $246,930,446 $271,763,916 $291,646,476 $302,138,389 $306,422,303
0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.26436 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.26436
0.29471 0.28440 0.27123 0.26543 0.26892 0.27824 0.00000 0.00000 0.00000 0.00000 0.00000 0.00000 0.29471 0.28440 0.27123 0.26543 0.26892 0.27824
0.29471 0.28440 0.27123 0.26543 0.26892 0.54260
1.30566 1.32072 1.21428 1.37136 1.30888 1.38811 0.25549 0.23932 0.23041 0.22617 0.22748 0.23583 0.21912 0.20577 0.19114 0.09030 0.09207 0.20716 0.60219 0.56940 0.53259 0.48776 0.45558 0.55704 0.03603 0.03570 0.03413 0.03199 0.03239 0.03172 0.07974 0.09027 0.08691 0.08738 0.08789 0.09113 0.46548 0.55665 0.53745 0.54405 0.54132 0.55299 1.95922 1.94317 1.88240 1.89472 1.90722 2.24035 3.20999 3.19812 3.10839 3.05414 3.08072 3.32258 $8.42763 $8.44352 $8.08893 $8.05330 $8.00247 $9.16951
2.42317 2.86309 2.71656 2.75388 2.73944 3.10516
$7.64081 $8.10849 $7.69710 $7.75304 $7.66119 $8.95209
2.19227 2.18245 2.11025 2.19200 2.30174 2.44335
$7.40991 $7.42785 $7.09079 $7.19116 $7.22349 $8.29028 CITY OF CARBONDALE, ILLINOIS DEMOGRAPHIC STATISTICS
LAST TEN FISCAL YEARS
Per Capita Pre K-12 Median Personal Per Capita Median School House Fiscal Population Income Income Age Enrollment Cost Unemployment Year (4) (2) (4) (1) (3) (4) (5)
2002 25,379 24,085 $11,905 24.7 3,006 $70,100 4.1% 2003 25,648 27,485 $13,346 24.7 3,695 $79,073 4.5% 2004 25,494 26,050 $18,772 24.7 3,825 $81,100 4.3% 2005 25,886 25,541 $19,140 24.7 4,023 $83,180 3.8% 2006 25,912 26,402 $20,780 24.7 3,856 $85,313 3.3% 2007 25,865 27,997 $21,846 24.7 4,910 $87,500 3.9% 2008 26,231 30,801 $23,763 24.7 3,771 $89,250 4.9% 2009 26,235 31,163 $23,989 24.1 3,494 $91,035 5.8% 2010 25,902 32,186 $24,676 23.8 3,523 $103,854 7.9% 2011 25,902 N/A N/A 23.5 3,817 $111,694 7.7%
SOURCES
(1) Estimates as interpolated by Greater Egypt Regional Planning and Development Commission (GERP & DC)
(2) Bureau of Economic Analysis Statistics
(3) Carbondale Community High School, Carbondale Elementary School District, Giant City School Disrict. and Unity Point District
(4) Census 2000 Specific owner occupied units value and CityData.com
(5) Illinois Department of Employment Security
NOTE: NA Not Available FIVE - YEAR BUDGET PROJECTIONS
All City Funds FY 2013 through FY 2017
Cedar Lake is a 1,750-acre reservoir in Southern Illinois that was created by the damming of Cedar Creek, a tributary of the Big Muddy River in 1974. The lake was constructed for the purpose of supplying tap water to the residents of Carbondale. In addition, the lake serves fishing, swimming and active recreation purposes.
Carbondale was named by Outdoor Life Magazine as One of the Top 200 Towns for Sportsmen and is home to one of Southern Illinois’ most beautiful recreational facilities, Cedar Lake. Five-Year Budget Projections All City Funds FY 2013 through FY 2017
The purpose of developing a five-year budget is to enable the City Council and the City Administration to focus on longer term financial stability. The Five-Year Budget includes the FY 2013 budget and the projections through fiscal year ending April 30, 2017.
It should be noted that developing long-term financial projections for municipal governments can be risky. Projections should only be used as a guide rather than a definite statement of revenues and expenditures at any given time. City budgets and especially longer term projections can be impacted by any number of outside forces that cannot be anticipated or forecast. Many of these forces lie outside our realm of control: state and federal revenues or mandates, changes in the national, regional or local economy, fluctuations in the prices of products or services purchased by the City, and unanticipated emergencies or changes in service level priorities, as well as capital projects, are all examples of variables that cannot be predicted.
The revenues and operating expenses for fiscal years ending April 30, 2013 through April 30, 2017 are projected using the FY 2013 budget as the base for the calculations. Every detail revenue account is projected and included for each fund. The projections for the major revenue sources are explained in the Budget Summaries Section of this Annual Budget document. The possible increase in the Working Fund Balances in certain operating funds indicate that more Community Investments Program Projects (CIP), which are currently listed as Aunfunded,@ may be activated beginning in FY 2014.
The debt service expenditures are based upon the existing outstanding debt and the anticipated debt service, principal and interest for vehicle and equipment loans for capital outlays through FY 2017. The five-year capital outlay projections, submitted by the Department Directors, are based on the City Manager=s approval during the FY 2013 budget process. The Community Investments Program five-year expenditures are the projects that are included in the CIP Program Budget for FY 2013 through FY 2017.
The expenditure projections for the Personal Services, Direct Operating Charges and Services, and Service and Charges Transferred In account group categories are based upon annual percent increases plus or minus large one-time expenditures. The expenditures projections for the Personal Services category includes the employee salaries and wages, overtime, retirement, health insurance, uniform and clothing allowances, worker compensation insurance and unemployment compensation. Each expenditure line item account for the Personal Services category is calculated for each operating division. Generally, the salaries and wages have been projected to increase in ranges up to 3 percent each year, health insurance 8 percent, IMRF Retirement 3.0 percent, Fire and Police Pension Retirement an average of approximately 8 percent annually weighted heaviest in FY 2013 and 2014,and Workers Compensation Insurance 8 percent through FY 2015. The projections do not include any additional employees and are based upon the proposed budgeted number of employees for FY 2012.
The Direct Operating Charges and Services account group category includes the operating expenditures such as communications, utilities, repairs and maintenance, rental charges, supplies, motor fuels, and liability and property insurance premiums. In general this category has been projected for increases ranging from .05 to 2 percent for the operating funds.
The account group category for the Services and Operating Charges Transferred In includes the line item expenditure accounts for services charged back to the operating divisions for the direct services received by other City divisions, such as for vehicle maintenance, data processing, engineering services, etc. The projections for this category are estimated to increase in the same proportion as the Personal Services category each year through FY 2016. A policy change was implemented in FY 2005 which changes the transfers for services between divisions within the same fund. A division within the General Fund, for example, does not charge another division within the General Fund for services since the results are in the same fund and results in no change to fund balance. SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN WORKING FUND BALANCE GENERAL FUND FUND NO. 01 AUTH. EST. ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
REVENUES 22,629,077 24,053,524 24,581,116 24,488,616 24,976,450 25,747,286 26,454,787 27,107,863
EXPENDITURES 20,757,590 22,769,427 22,267,888 23,065,521 24,413,426 26,555,103 26,667,210 27,638,484
EXCESS OF REVENUES OVER (UNDER) EXPENDITURES 1,871,487 1,284,097 2,313,228 1,423,095 563,024 (807,817) (212,423) (530,621)
OTHER FINANCING SOURCES (USES): TRANSFERS TO OTHER FUNDS (1,762,088) (1,605,253) (1,606,257) (1,434,447) (1,585,270) (1,582,263) (1,591,174) (1,588,006) TRANSFERS FROM OTHER FUNDS 25,093 25,000 25,000 25,000 25,000 25,000 25,000 25,000 LOAN PROCEEDS 0000282,500 1,254,500 910,028 479,600 BOND PROCEEDS 00000000
NET TOTAL OTHER FINANCING SOURCES (USES) (1,736,995) (1,580,253) (1,581,257) (1,409,447) (1,277,770) (302,763) (656,146) (1,083,406)
NET INCREASE (DECREASE) IN FUND BALANCES 134,492 (296,156) 731,971 13,648 (714,746) (1,110,580) (868,569) (1,614,027)
TOTAL FUND BALANCE BEGINNING OF FISCAL YEAR 7,464,205 7,598,697 7,598,697 8,330,668 8,344,316 7,629,570 6,518,990 5,650,421
FUND BALANCE END OF FISCAL YEAR DESIGNATED & RESERVED 2,658,712 2,750,021 2,750,021 2,841,330 2,312,232 2,312,232 2,312,232 2,312,232 UNDESIGNATED 4,939,985 4,552,520 5,580,646 5,502,985 5,317,338 4,206,758 3,338,189 1,724,162
FUND BALANCE END OF FISCAL YEAR 7,598,697 7,302,541 8,330,668 8,344,316 7,629,570 6,518,990 5,650,421 4,036,394 FIVE-YEAR BUDGET PROJECTIONS STATEMENT OF REVENUES and OTHER FINANCING SOURCES GENERAL FUND FUND NO. 01 AUTH. EST. ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
GENERAL PROPERTY TAXES 30101-030 Firemen's Pension Tax Levy 0 810,729 810,729 736,230 736,230 736,230 736,230 736,230 30101-040 Policemen's Pension Tax Levy 0 0 0 74,499 74,499 74,499 74,499 74,499 30101-050 Street Lighting Tax Levy 00000000 0 810,729 810,729 810,729 810,729 810,729 810,729 810,729 SALES AND SERVICE 30102-005 Home Rule Sales Tax 8,083,961 8,435,819 8,621,356 8,707,570 8,968,797 9,237,861 9,514,997 9,800,447 30102-010 Sales Tax 5,947,704 6,025,585 5,965,329 6,024,982 6,205,731 6,391,903 6,583,661 6,781,170 30102-011 Use Tax 387,492 313,563 393,710 422,202 434,868 447,914 461,352 475,192 30102-020 Simplified Telecommunications Tax 597,671 547,880 628,512 634,797 641,145 648,839 668,304 688,353 30102-040 Gas Utility Tax 322,627 320,000 320,000 321,600 324,816 328,714 338,575 348,732 30102-050 Electric Utility Tax 1,172,574 1,167,490 1,180,241 1,186,142 1,196,142 1,211,142 1,241,142 1,278,376 30102-060 Water Utility Tax 167,723 170,985 177,523 184,624 170,300 172,000 176,000 178,000 30102-082 Municipal Hotel/Motel Tax 616,698 660,000 642,000 654,000 673,620 693,829 714,643 736,083 30102-085 Pari-Mutuel Handle Tax 00000000 17,296,450 17,641,322 17,928,671 18,135,917 18,615,420 19,132,202 19,698,673 20,286,354 INTERGOVERNMENTAL REVENUES 30103-010 Illinois State Income Tax 1,980,876 2,047,760 1,989,274 2,051,438 2,061,438 2,281,438 2,382,438 2,402,438 30103-040 Firemen's Replacement Tax 45,533 57,520 45,532 56,223 57,066 57,751 59,484 61,268 30103-050 Policemen's Replacement Tax 72,664 94,142 80,664 107,961 109,580 110,895 114,222 117,649 30103-060 Road & Bridge Replacement Tax 22,106 22,330 23,280 23,280 23,280 23,280 23,280 23,280 30103-065 Twp. Road & Bridge Prop. Tax 105,692 107,800 111,141 111,141 113,364 115,631 117,944 120,303 30103-070 General Replacement Tax 113,242 85,828 83,704 83,704 110,242 112,447 114,696 116,990 30103-075 Mobile Home Privilege Tax 7 0 818 00000 30103-080 Other Governmental Units 54,368 17,140 47,088 17,140 17,397 17,606 18,134 18,678 30103-085 Illinois ESDA Grant 29,924 28,625 27,265 27,265 27,674 28,006 28,846 29,712 30103-091 Police Grants 449,189 409,931 398,765 323,821 300,000 300,000 300,000 300,000 30103-092 Housing Rehab. Grants 236,175 539,000 595,900 480,000 450,000 450,000 450,000 450,000 30103-093 Fire Grants 00000000 30103-097 Federal Disaster Relief 19,241 0 11,955 00000 30103-165 CCHS Loan Repayment 252,800 223,300 263,595 264,913 279,913 294,913 309,913 324,913 30103-802 Illinois Charitable Games Tax 1,098 1,100 0 0 1,000 1,000 1,000 1,000 3,382,915 3,634,476 3,678,981 3,546,886 3,550,955 3,792,967 3,919,957 3,966,230 FIVE-YEAR BUDGET PROJECTIONS STATEMENT OF REVENUES and OTHER FINANCING SOURCES GENERAL FUND FUND NO. 01 AUTH. EST. ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
FRANCHISE TAX & LICENSES 30104-020 Amern CIPS Franchise Tax 51,876 171,190 145,518 184,812 210,480 210,480 210,480 210,480 30104-030 Cable TV Franchise Tax 188,196 197,275 188,146 188,146 190,027 191,928 193,847 195,785 30104-110 Liquor Licenses 94,522 93,955 110,000 110,000 110,000 110,000 110,000 110,000 30104-120 Vending Licenses 1,968 1,600 1,600 1,600 1,600 1,600 1,600 1,600 30104-130 Taxicab Licenses 1,957 700 1,460 1,460 1,460 1,460 1,460 1,460 30104-140 Entertainment Machine Licenses 3,550 4,200 4,825 4,825 4,200 4,200 4,200 4,200 30104-160 Motion Picture Licenses 3,200 3,200 3,200 3,200 3,200 3,200 3,200 3,200 30104-180 Construction/Building Licenses 560 450 640 640 450 450 450 450 30104-190 Hotel/Motel License 1,500 2,750 2,750 2,750 2,750 2,750 2,750 2,750 30104-900 Misc. Business Licenses 2,157 1,000 2,000 2,000 1,000 1,000 1,000 1,000 349,486 476,320 460,139 499,433 525,167 527,068 528,987 530,925 FINES 30105-010 Court Fines 440,823 470,000 427,951 440,823 440,823 450,823 460,823 470,823 30105-020 Animal Violation Fines 2,280 2,000 1,343 1,343 2,000 2,000 2,000 2,000 30105-030 Parking Fines Non-Meter 14,443 16,000 13,994 13,994 16,000 16,000 16,000 16,000 30105-040 Pay By Mail Fines 135,061 125,000 111,770 111,770 125,000 125,000 125,000 125,000 30105-900 Miscellaneous Fines 1,545 2,300 4,920 2,300 2,300 2,300 2,300 2,300 594,152 615,300 559,978 570,230 586,123 596,123 606,123 616,123 USE OF MONEY & PROPERTY 30106-101 Interest Earned-Checking/Savings 1,608 1,380 1,476 1,579 1,595 1,611 1,627 1,643 30106-102 Interest Earned-Other 2,931 3,400 6,315 6,315 6,378 6,442 6,506 6,571 30106-201 Interest Earned-Perpetual Care 933 1,410 251 251 254 256 259 261 30106-401 Interest On Investments 1,220 2,000 608 1,220 1,232 1,245 1,257 1,270 30106-500 Rental Of Property 27,971 28,364 29,341 30,221 30,523 30,828 31,137 31,448 30106-510 Revolving Loans Principal 7,418 6,938 6,390 5,504 4,415 0 0 0 30106-600 Sale Of City Property 1,863 2,200 12,834 2,200 2,200 2,200 2,200 2,200 30106-700 Private Contributions 00000000 30106-710 Gifts and Contributions - Fire 1,250 0000000 30106-720 Gifts and Contributions - Police 7,950 4,000 4,000 4,000 4,000 0 0 0 30106-800 Insurance Proceeds 6,319 0 239,490 00000 30106-900 Miscellaneous 8,326 6,000 14,613 10,000 5,000 5,000 5,000 5,000 67,789 55,692 315,318 61,290 55,597 47,582 47,985 48,393 FIVE-YEAR BUDGET PROJECTIONS STATEMENT OF REVENUES and OTHER FINANCING SOURCES GENERAL FUND FUND NO. 01 AUTH. EST. ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
SERVICE CHARGES-GENERAL GOVT. 30107-010 Sale Of Printed Material 829 900 318 900 900 900 900 900 30107-015 Civic Center Fees 80,692 80,000 67,739 80,000 85,000 90,000 90,000 95,000 30107-020 Commissions 3,544 4,500 3,004 3,004 3,004 4,500 4,500 4,500 85,065 85,400 71,061 83,904 88,904 95,400 95,400 100,400 SERVICE CHARGES-PUBLIC SAFETY 30108-010 Sale Of Printed Material 6,069 6,500 6,245 6,245 6,245 6,245 6,245 6,245 30108-020 Special Police Services 00000000 30108-025 FTA Warrant Service Fee 0 0 7,500 35,000 30108-030 Special Fire Services 310,301 310,000 310,000 310,000 310,000 310,000 310,000 310,000 30108-040 Bicycle Licenses 56 65 150 150 65 65 65 65 30108-050 Dog Licenses 6,404 7,500 4,875 4,875 4,924 4,973 5,023 5,073 30108-060 Animal Boarding Fees 1,420 900 480 480 900 900 900 900 30108-080 False Alarm Fees 12,500 14,000 20,250 19,000 19,950 20,948 21,995 23,095 30108-090 Contractor Towing Fees 12,450 12,000 12,000 12,000 12,000 12,000 12,000 12,000 30108-807 Police Seized/Forfeited Prop. 132,431 0 13,966 10,000 10,000 10,000 10,000 10,000 481,631 350,965 375,466 397,750 364,084 365,130 366,228 367,378 SERVICE CHARGES-DEVELOP. SERVS. 30109-010 Sale of Printed Material 32 15 210 210 15 15 15 15 30109-020 Building Permits 10,287 25,000 18,554 18,740 18,927 19,117 19,308 19,501 30109-030 Electrical Permits 2,015 2,400 1,808 2,400 2,424 2,448 2,473 2,497 30109-040 Plumbing Permits 1,302 1,700 2,068 2,089 2,110 2,131 2,152 2,174 30109-050 Sign Permits 568 680 632 638 644 651 657 664 30109-110 Zoning & Occupancy Fees 898 1,000 885 894 903 912 921 930 30109-120 Filing Fees/Public Hearing 2,353 2,100 1,780 1,798 1,816 1,834 1,852 1,871 30109-130 Site Plan Preparation Fees 225 225 150 225 227 230 232 234 30109-140 Code Reinspection Fees 4,550 4,100 1,450 4,100 4,100 4,100 4,100 4,100 30109-150 Rental Property Inspection Fees 259,315 261,000 261,800 264,418 261,000 261,000 261,000 261,000 30109-210 Land Clearing & Mowing 11,851 7,500 6,849 6,917 6,986 7,056 7,127 7,198 293,396 305,720 296,186 302,429 299,153 299,493 299,837 300,184 FIVE-YEAR BUDGET PROJECTIONS STATEMENT OF REVENUES and OTHER FINANCING SOURCES GENERAL FUND FUND NO. 01 AUTH. EST. ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
SERVICE CHARGES-PUBLIC WORKS 30110-010 Sale Of Printed Material 2,175 1,100 1,203 1,200 1,212 1,224 1,236 1,249 30110-020 Sale Of Cemetery Lots 25,781 26,000 13,086 19,500 19,500 19,500 19,500 19,500 30110-050 Grave Openings-Operating 21,356 25,125 36,075 25,125 25,125 25,125 25,125 25,125 30110-060 Material & Labor Sales 21,762 17,000 25,848 25,848 26,106 26,368 26,631 26,898 30110-840 Grave Openings-Perpetual Care 7,119 8,375 8,375 8,375 8,375 8,375 8,375 8,375 78,193 77,600 84,587 80,048 80,318 80,592 80,868 81,146
TOTAL REVENUES 22,629,077 24,053,524 24,581,116 24,488,616 24,976,450 25,747,286 26,454,787 27,107,863
OTHER FINANCING SOURCES 30190-014 Special Tax Allocation Fund 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 30190-017 Child Care Fund 93000 30190-040 Local Improvement Fund 0000 30190-041 Railroad Relocation Fund 00000000 30190-089 Self Insurance Fund 00000000 30190-082 Development & Rehab Fund 00000000 30190-100 Loan or Lease Proceeds 0000282,500 1,254,500 910,028 479,600 30190-150 Bond Proceeds 00000000 25,093 25,000 25,000 25,000 307,500 1,279,500 935,028 504,600
TOTAL GENERAL FUND 22,654,170 24,078,524 24,606,116 24,513,616 25,283,950 27,026,786 27,389,815 27,612,463 FIVE YEAR BUDGET PROJECTIONS STATEMENT OF EXPENDITURES and OTHER FINANCING USES GENERAL FUND FUND NO. 01 AUTH. EST. ACCT. NACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 40000 MAYOR & COUNCIL Personal Service 52,771 60,399 52,258 68,260 71,332 74,542 77,896 81,401 Direct Operating Charges & Services 29,393 17,046 10,100 22,319 22,654 22,994 23,338 23,689 Contingencies 0 0000000 Total 82,164 77,445 62,358 90,579 93,985 97,535 101,234 105,090
40001 CITY MANAGER Personal Service 228,681 236,615 247,191 235,673 246,278 257,361 268,942 281,044 Direct Operating Charges & Services 9,043 9,863 8,683 12,432 12,618 12,808 13,000 13,195 Services and Charges Transferred In 0 0000000 Contingencies 0 0000000 Total 237,724 246,478 255,874 248,105 258,897 270,169 281,942 294,239
40002 CITY CLERK Personal Service 179,831 118,990 118,541 122,368 127,875 133,629 139,642 145,926 Direct Operating Charges & Services 12,548 10,876 10,828 17,626 17,890 18,159 18,431 18,708 Total 192,379 129,866 129,369 139,994 145,765 151,788 158,073 164,634
40003 CITY ATTORNEY Personal Service 280,311 293,438 299,302 311,999 326,039 340,711 356,043 372,065 Direct Operating Charges & Services 22,608 43,760 42,410 31,952 32,431 32,918 33,412 33,913 Total 302,919 337,198 341,712 343,951 358,470 373,628 389,454 405,977
40005 HUMAN RESOURCES Personal Service 200,375 195,235 194,554 235,019 245,595 256,647 268,196 280,265 Direct Operating Charges & Services 36,924 48,023 46,960 47,889 48,607 49,336 50,076 50,828 Expenditures Transferred Out 0 0 0 517 Total 237,299 243,258 241,514 283,425 294,202 305,983 318,272 331,092 FIVE YEAR BUDGET PROJECTIONS STATEMENT OF EXPENDITURES and OTHER FINANCING USES GENERAL FUND FUND NO. 01 AUTH. EST. ACCT. NACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
40006 ECONOMIC DEVELOPMENT Personal Service 20,105 56,704 54,777 75,511 78,909 82,460 86,171 90,048 Direct Operating Charges & Services 29,131 46,608 42,598 30,342 30,797 31,259 31,728 32,204 Total 49,236 103,312 97,375 105,853 109,706 113,719 117,899 122,252
40010 SUPPORT SERVICES Personal Service 82,804 83,901 89,579 53,400 55,803 58,314 60,938 63,680 Direct Operating Charges & Services 521,693 622,485 608,517 701,778 712,305 722,989 733,834 744,842 Services and Charges Transferred In 198 800 800 800 812 824 837 849 Non-Operating Charges 237,713 237,821 235,759 201,122 204,139 207,201 210,309 213,464 Capital Outlay 0 0 0 0 20,000 0 0 0 Debt Service 64,903 64,899 64,899 64,898 64,898 62,230 48,893 48,893 Expenditures Transferred Out (330) (501) (501) 00000 Contingencies 0 0000000 Funding Source Transfers 0 0000000 Total 906,981 1,009,405 999,053 1,021,998 1,057,957 1,051,558 1,054,811 1,071,728
40015 CITY HALL/CIVIC CENTER Personal Service 251,272 270,238 270,883 280,671 293,301 306,500 320,292 334,705 Direct Operating Charges & Services 180,300 191,676 158,476 183,171 185,919 188,707 191,538 194,411 Services and Charges Transferred In 13,846 23,930 21,811 26,489 26,886 27,290 27,699 28,114 Non-Operating Charges 5,056 6,000 4,950 5,000 5,075 5,151 5,228 5,307 Expenditures Transferred Out (4,591) (5,703) (4,815) (5,804) (5,891) (5,979) (6,069) (6,160) Total 445,883 486,141 451,305 489,527 505,290 521,668 538,688 556,378
Total General Government Department 2,454,585 2,633,103 2,578,560 2,723,432 2,824,272 2,886,049 2,960,374 3,051,390 FIVE YEAR BUDGET PROJECTIONS STATEMENT OF EXPENDITURES and OTHER FINANCING USES GENERAL FUND FUND NO. 01 AUTH. EST. ACCT. NACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 40030 FINANCIAL MANAGEMENT Personal Service 781,244 696,510 702,726 754,274 788,216 823,686 860,752 899,486 Direct Operating Charges & Services 114,513 149,139 116,622 148,543 150,771 153,033 155,328 157,658 Debt Service 18,568 37,137 Expenditures Transferred Out (268,625) (287,580) (262,552) (382,873) (388,616) (394,445) (400,362) (406,367) Total 627,132 558,069 556,796 519,944 550,371 582,273 634,286 687,913
40033 INFORMATION SYSTEMS Personal Service 244,975 235,165 236,164 305,765 319,524 333,903 348,929 364,630 Direct Operating Charges & Services 78,540 96,045 100,153 125,634 127,519 129,431 131,373 133,343 Capital Outlay 0 0 0 0 300,000 0 Expenditures Transferred Out (48,519) (51,218) (54,754) (58,120) (58,992) (59,877) (60,775) (61,686) Division Contingency 0 6,000 0 6,000 Total 274,996 285,992 281,563 379,279 388,051 703,458 419,527 436,287
Total Finance Department 902,128 844,061 838,359 899,223 938,423 1,285,731 1,053,813 1,124,201
40101 POLICE PROTECTION Personal Service 6,898,175 7,573,207 7,349,070 7,974,322 8,333,166 8,708,159 9,100,026 9,509,527 Direct Operating Charges & Services 1,067,894 811,997 725,166 711,818 722,495 733,333 744,333 755,498 Services and Charges Transferred In 66,726 128,541 179,429 152,015 154,295 156,610 158,959 161,343 Capital Outlay 60,547 72,621 66,021 0 194,775 138,563 131,363 132,677 Contingencies 0 137,046 000000 Total 8,093,342 8,723,412 8,319,686 8,838,155 9,404,732 9,736,664 10,134,681 10,559,045
Total Police Department 8,093,342 8,723,412 8,319,686 8,838,155 9,404,732 9,736,664 10,134,681 10,559,045 FIVE YEAR BUDGET PROJECTIONS STATEMENT OF EXPENDITURES and OTHER FINANCING USES GENERAL FUND FUND NO. 01 AUTH. EST. ACCT. NACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 40151 FIRE PROTECTION Personal Service 2,952,627 3,261,664 3,328,568 3,370,724 3,522,407 3,680,915 3,846,556 4,019,651 Direct Operating Charges & Services 100,490 129,012 134,237 140,328 142,433 144,569 146,738 148,939 Services and Charges Transferred In 25,974 25,465 26,175 25,512 25,895 26,283 26,677 27,078 Non-Operating Charges 0 0000000 Capital Outlay 0 9,190 9,190 0 52,000 925,000 427,328 0 Debt Service 88,931 58,000 58,000 57,999 57,999 115,251 199,118 225,732 Contingencies 0 4,719 0 5,000 5,000 4,000 3,000 2,000 Total 3,168,022 3,488,050 3,556,170 3,599,563 3,805,733 4,896,018 4,649,417 4,423,400
40161 EMERGENCY MANAGEMENT Personal Service 49,955 58,582 61,518 59,453 62,128 64,924 67,846 70,899 Direct Operating Charges & Services 14,121 15,549 15,367 16,076 16,317 16,562 16,810 17,062 Services and Charges Transferred In 107 800 1,000 1,000 1,015 1,030 1,046 1,061 Capital Outlay 0 0 0 0 24,353 25,084 25,837 26,613 Total 64,183 74,931 77,885 76,529 103,814 107,600 111,539 115,636
Total Fire Department 3,232,205 3,562,981 3,634,055 3,676,092 3,909,547 5,003,619 4,760,956 4,539,035
40200 DEVELOPMENT MANAGEMENT Personal Service 178,544 187,829 165,265 192,979 201,663 210,738 220,221 230,131 Direct Operating Charges & Services 1,637 7,258 4,636 5,353 5,433 5,515 5,598 5,681 Services and Charges Transferred In 0 0000000 Total 180,181 195,087 169,901 198,332 207,096 216,253 225,819 235,813
FIVE YEAR BUDGET PROJECTIONS STATEMENT OF EXPENDITURES and OTHER FINANCING USES GENERAL FUND FUND NO. 01 AUTH. EST. ACCT. NACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 40210 BLDG & NEIGHBORHOOD SVC Personal Service 568,032 647,034 597,841 680,220 710,830 742,817 776,244 811,175 Direct Operating Charges & Services 85,709 88,821 85,865 89,720 91,066 92,432 93,818 95,226 Services and Charges Transferred In 5,014 5,500 4,500 5,000 5,075 5,151 5,228 5,307 Non-Operating Charges 237,172 539,000 635,900 480,000 487,200 494,508 501,926 509,455 Capital Outlay 0 0000000 Contingencies 0 0000000 Total 895,927 1,280,355 1,324,106 1,254,940 1,294,171 1,334,908 1,377,216 1,421,162
40220 PLANNING SERVICES Personal Service 230,660 242,814 240,076 250,281 261,544 264,159 266,801 269,469 Direct Operating Charges & Services 27,806 67,289 66,012 46,457 47,154 47,861 48,579 49,308 Services and Charges Transferred In 671 250 1,400 800 831 864 897 932 Total 259,137 310,353 307,488 297,538 309,529 312,884 316,277 319,709
Total Development Services Department 1,335,245 1,785,795 1,801,495 1,750,810 1,810,796 1,864,045 1,919,312 1,976,683
40300 ENGINEERING and ADMIN. Personal Service 457,810 457,755 455,918 441,505 461,373 482,134 503,831 526,503 Direct Operating Charges & Services 21,343 53,158 51,171 34,503 35,021 35,546 36,079 36,620 Services and Charges Transferred In 3,198 5,868 3,000 3,000 3,045 3,091 3,137 3,184 Capital Outlay 0 9,800 9,800 0 26,000 12,000 28,000 0 Expenditures Transferred Out (427,353) (293,531) (316,844) (290,275) (416,000) (373,600) (376,000) (306,000) Total 54,998 233,050 203,045 188,733 109,438 159,171 195,047 260,307
FIVE YEAR BUDGET PROJECTIONS STATEMENT OF EXPENDITURES and OTHER FINANCING USES GENERAL FUND FUND NO. 01 AUTH. EST. ACCT. NACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 40310 EQUIPMENT MAINTENANCE Personal Service 267,910 274,257 283,919 294,778 308,043 321,905 336,391 351,528 Direct Operating Charges & Services 16,135 22,452 21,356 18,119 18,391 18,667 18,947 19,231 Services and Charges Transferred In 4,394 4,000 4,000 4,000 4,060 4,121 4,183 4,245 Capital Outlay 0 10,502 10,502 38,700 12,000 24,000 0 Expenditures Transferred Out (62,907) (72,747) (74,571) (86,816) (88,118) (89,440) (90,782) (92,143) Total 225,532 238,464 245,206 268,781 242,376 267,252 292,738 282,861
40350 STREET MAINTENANCE Personal Service 1,160,410 1,211,276 1,193,443 1,332,493 1,392,455 1,455,116 1,520,596 1,589,023 Direct Operating Charges & Services 355,977 464,740 417,975 437,174 443,732 450,388 457,143 464,001 Services and Charges Transferred In 99,760 84,223 80,756 89,000 90,335 91,690 93,065 94,461 Capital Outlay 0 18,450 17,348 0 212,500 329,500 182,700 479,600 Debt Service 58,195 58,199 58,199 58,200 71,352 102,508 122,154 127,603 Expenditures Transferred Out (154,567) (165,824) (162,057) (118,677) (120,457) (122,264) (124,098) (125,959) Contingencies 0 11,840 0 11,840 0000 Total 1,519,775 1,682,904 1,605,664 1,810,030 2,089,917 2,306,937 2,251,561 2,628,728
40370 CEMETERIES Personal Service 146,481 157,636 158,233 161,710 168,987 176,591 184,538 192,842 Direct Operating Charges & Services 32,932 29,467 28,794 27,458 27,870 28,288 28,712 29,143 Services and Charges Transferred In 6,683 7,544 10,290 8,819 8,951 9,086 9,222 9,360 Capital Outlay 0 0 0 0 70,000 16,960 47,600 Debt Service 7,811 15,622 15,622 15,622 Expenditures Transferred Out (976) (1,014) (800) (3,157) (3,204) (3,252) (3,301) (3,351) Total 185,120 193,633 196,517 194,830 280,415 243,294 234,793 291,217
FIVE YEAR BUDGET PROJECTIONS STATEMENT OF EXPENDITURES and OTHER FINANCING USES GENERAL FUND FUND NO. 01 AUTH. EST. ACCT. NACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 40390 FORESTRY MANAGEMENT Personal Service 82,199 83,677 75,335 78,172 81,690 85,366 89,207 93,222 Direct Operating Charges & Services 47,990 58,956 52,053 57,142 57,999 58,869 59,752 60,648 Services and Charges Transferred In 3,674 7,000 8,300 8,000 8,120 8,242 8,365 8,491 Capital Outlay 0 0 0 0 45,000 0 17,000 32,700 Expenditures Transferred Out (8,783) (12,371) (8,800) (12,641) (12,831) (13,023) (13,218) (13,417) Total 125,080 137,262 126,888 130,673 179,978 139,454 161,106 181,644
Total Public Works Department 2,110,505 ` 2,485,313 2,377,320 2,593,047 2,902,123 3,116,109 3,135,245 ` 3,644,757
40400 COMMUNITY SERVICES ADMIN. Personal Service 0 0000000 Direct Operating Charges & Services 16 0000000 Expenditures Transferred Out 0 0000000 Total 16 0000000
40425 AGENCIES and ORGANIZATIONS Direct Operating Charges & Services 220,712 214,195 214,195 264,195 268,158 272,180 276,263 280,407 Non-Operating Charges 2,363,267 2,510,797 2,494,448 2,310,797 2,345,459 2,380,641 2,416,350 2,452,596 Funding Source Transfers 45,585 9,770 9,770 9,770 9,917 10,065 10,216 10,370 Total 2,629,564 2,734,762 2,718,413 2,584,762 2,623,533 2,662,886 2,702,830 2,743,372
Total Community Services Department 2,629,580 2,734,762 2,718,413 2,584,762 2,623,533 2,662,886 2,702,830 2,743,372
TOTAL EXPENDITURES 20,757,590 22,769,427 22,267,888 23,065,521 24,413,426 26,555,103 26,667,210 27,638,484 FIVE YEAR BUDGET PROJECTIONS STATEMENT OF EXPENDITURES and OTHER FINANCING USES GENERAL FUND FUND NO. 01 AUTH. EST. ACCT. NACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 40900 TRANSFERS TO OTHER FUNDS TIF District #1 0 0000000 Child Care Services Fund 18,003 0000000 Debt Service Fund 1,744,085 1,485,253 1,486,257 1,334,447 1,485,270 1,482,263 1,491,174 1,488,006 Cap.Proj.Fund-Local Improve. 0 120,000 120,000 100,000 100,000 100,000 100,000 100,000
Total Funding Source Transfers 1,762,088 1,605,253 1,606,257 1,434,447 1,585,270 1,582,263 1,591,174 1,588,006
TOTAL GENERAL FUND 22,519,678 24,374,680 23,874,145 24,499,968 25,998,696 28,137,366 28,258,384 29,226,490 SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE SPECIAL REVENUE FUNDS MOTOR FUEL TAX FUND FUND NO. 11 AUTH. EST. ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
REVENUES 806,486 685,951 802,788 669,643 695,901 703,048 710,287 717,375
EXPENDITURES 397,114 480,109 315,013 467,764 480,109 489,711 499,505 509,496
EXCESS OF REVENUES OVER (UNDER) EXPENDITURES 409,372 205,842 487,775 201,879 215,792 213,337 210,781 207,879
OTHER FINANCING SOURCES (USES): TRANSFERS TO OTHER FUNDS (450,000) (450,000) (450,000) (450,000) (450,000) (450,000) (450,000) (450,000) BOND PROCEEDS 00000000
NET TOTAL OTHER FINANCING: SOURCES (USES): (450,000) (450,000) (450,000) (450,000) (450,000) (450,000) (450,000) (450,000)
NET INCREASE (DECREASE) IN FUND BALANCE (40,628) (244,158) 37,775 (248,121) (234,208) (236,663) (239,219) (242,121)
FUND BALANCE BEGINNING OF FISCAL YEAR 1,066,659 1,026,031 1,026,031 1,063,806 815,685 581,477 344,813 105,594
FUND BALANCE END OF FISCAL YEAR 1,026,031 781,873 1,063,806 815,685 581,477 344,813 105,594 (136,527) FIVE-YEAR BUDGET PROJECTIONS STATEMENT OF REVENUES and OTHER FINANCING SOURCES SPECIAL REVENUE FUNDS MOTOR FUEL TAX FUND FUND NO. 11 AUTH. EST. ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 INTERGOVERNMENTAL REVENUES 31103-010 Motor Fuel Tax Allotment 758,718 657,843 755,103 643,943 669,701 676,398 683,162 689,993 31103-080 Other Governmental Units 0 0 000000 31103-085 Federal Disaster Relief 0 0 000000 758,718 657,843 755,103 643,943 669,701 676,398 683,162 689,993
USE OF MONEY & PROPERTY 31106-201 Interest Earned-Check./Savings 231 298 197 200 700 1,150 1,500 1,600 31106-401 Interest on Investments 1,501 2,810 376 500 500 500 625 781 31106-800 Insurance Proceeds 0 0 000000 31106-900 Miscellaneous 46,036 25,000 47,112 25,000 25,000 25,000 25,000 25,000 47,768 28,108 47,685 25,700 26,200 26,650 27,125 27,381
TOTAL REVENUES 806,486 685,951 802,788 669,643 695,901 703,048 710,287 717,375
OTHER FINANCING SOURCES
311906-150 Bond Proceeds 0 0 000000
TOTAL MOTOR FUEL TAX FUND 806,486 685,951 802,788 669,643 695,901 703,048 710,287 717,375 FIVE-YEAR BUDGET PROJECTIONS STATEMENT OF EXPENDITURES and OTHER FINANCING USES MOTOR FUEL TAX FUND UND NO. 11 AUTH. EST. ACCT. NACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 41013 MFT OPERATING & MAINTENANCE Direct Operating Charges & Services 397,114 480,109 315,013 467,764 480,109 489,711 499,505 509,496 Services & Charges Transferred In 0 0 0 0 0000 Funding Source Transfers 450,000 450,000 450,000 450,000 450,000 450,000 450,000 450,000 Total 847,114 930,109 765,013 917,764 930,109 939,711 949,505 959,496
41017 MFT CIP & REPLACEMENT Capital Improvements Program 0 0 0 0 0000
Total Motor Fuel Tax Fund 847,114 930,109 765,013 917,764 930,109 939,711 949,505 959,496 SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE SPECIAL REVENUE FUNDS TAX INCREMENT FUND FUND NO. 14 AUTH. EST. ACTUAL BUDGET ACTUAL BUDGET PROJ, PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
REVENUES 151,736 157,946 177,846 179,614 186,690 194,165 201,937 210,020
EXPENDITURES 78,353 143,485 41,597 148,485 148,824 154,377 160,152 166,159
EXCESS OF REVENUES OVER (UNDER) EXPENDITURES 73,383 14,461 136,249 31,129 37,866 39,787 41,785 43,861
OTHER FINANCING SOURCES: TRANSFERS TO OTHER FUNDS (25,000) (25,000) (25,000) (25,000) (25,000) (25,000) (25,000) (25,000) TRANSFER FROM OTHER FUNDS 00000000
NET TOTAL OTHER FINANCING SOURCES (25,000) (25,000) (25,000) (25,000) (25,000) (25,000) (25,000) (25,000)
NET INCREASE (DECREASE) IN FUND BALANCE 48,383 (10,539) 111,249 6,129 12,866 14,787 16,785 18,861
FUND BALANCE BEGINNING OF FISCAL YEAR 99,561 147,944 147,944 259,193 265,322 278,188 292,975 309,760
FUND BALANCE END OF FISCAL YEAR 147,944 137,405 259,193 265,322 278,188 292,975 309,760 328,621 FIVE-YEAR BUDGET PROJECTIONS STATEMENT OF REVENUES and OTHER FINANCING SOURCES SPECIAL REVENUE FUNDS THE TAX INCREMENT FUND FUND NO. 14 AUTH. EST. ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 GENERAL PROPERTY TAXES
31401-010 Property Tax - TIF #1 151,368 157,496 177,319 179,077 186,240 193,690 201,437 209,495 151,368 157,496 177,319 179,077 186,240 193,690 201,437 209,495 USE OF MONEY & PROPERTY 31406-201 Interest Earned-Check./Savings 368 450 527 537 450 475 500 525 31406-600 Sale of City Property 0 0 0 0 0 0 0 0 368 450 527 537 450 475 500 525
TOTAL REVENUES 151,736 157,946 177,846 179,614 186,690 194,165 201,937 210,020
TOTAL TAX INCREMENT FUND 151,736 157,946 177,846 179,614 186,690 194,165 201,937 210,020 FIVE-YEAR BUDGET PROJECTIONS STATEMENT OF EXPENDITURES and OTHER FINANCING USES TAX INCREMENT FUND FUND NO. 14 AUTH. EST. ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 41401 TIF DISTRICT #1 Direct Operating Charges & Services 1,017 10,000 6,016 15,000 10,000 10,000 10,000 10,000 Services & Charges Transferred In 0 0 0 0 0000 Non-Operating Charges 77,336 133,485 35,581 133,485 138,824 144,377 150,152 156,159 Capital Outlay 0 0 0 0 0000 Total 78,353 143,485 41,597 148,485 148,824 154,377 160,152 166,159
TOTAL EXPENDITURES 78,353 143,485 41,597 148,485 148,824 154,377 160,152 166,159
TRANSFERS TO OTHER FUNDS General Fund 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 Local Improvement 0 0 0 0 0000
Total Funding Source Tranfers 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000
Total Tax Increment Fund 103,353 168,485 66,597 173,485 173,824 179,377 185,152 191,159 SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE SPECIAL REVENUE FUNDS CHILD CARE SERVICES FUND FUND NO. 17 AUTH. EST. ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
REVENUES 328 0 0 00000
EXPENDITURES 296 0 0 00000
EXCESS OF REVENUES OVER (UNDER) EXPENDITURES 32 0 0 00000
OTHER FINANCING SOURCES (USES): TRANSFERS FROM OTHER FUNDS 18,003 0 0 00000 TRANSFERS TO OTHER FUNDS (93) 0 0 00000
NET TOTAL OTHER FINANCING SOURCES (USES) 17,910 0 0 00000
NET INCREASE (DECREASE) IN FUND BALANCES 17,942 0 0 00000
FUND BALANCE BEGINNING OF FISCAL YEAR (17,942) 0 0 00000
FUND BALANCE END OF FISCAL YEAR UNDESIGNATED 0 0 0 00000
FUND BALANCE END OF FISCAL YEAR 0 0 0 00000 FIVE-YEAR BUDGET PROJECTIONS STATEMENT OF REVENUES and OTHER FINANCING SOURCES SPECIAL REVENUE FUNDS CHILD CARE SERVICES FUND FUND NO. 17 AUTH. EST. ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 INTERGOVERNMENTAL REVENUES 31703-002 DHS - Resource and referral 00000000 31703-020 St. Bd. of Education-Food Fees 00000000 31703-050 DCFS - Child Care 00000000 31703-060 Preventive Initiative Grant 00000000 31703-080 Other Governmental Units 00000000 31703-090 Infant & Toddler Incentive 00000000 Total 00000000 USE OF MONEY & PROPERTY 31706-101 Interest Earned-Check./Savings 00000000 31706-401 Interest on Investments 00000000 31706-500 Rental of Property 00000000 31706-700 Gifts and Contributions 00000000 31706-900 Miscellaneous 58 0000000 Total 58 0000000 SERVICE CHARGES 31709-010 Parent Fees 270 0000000
TOTAL REVENUES 3280000000
OTHER FINANCING SOURCES 31790-001 General Fund 18,003 0000000
TOTAL CHILD CARE SERVICES FUND 18,331 0000000 FIVE-YEAR BUDGET PROJECTIONS STATEMENT OF EXPENDITURES and OTHER FINANCING USES CHILD CARE SERVICES FUND FUND NO. 17 AUTH. EST. ACCT. NO.ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 41072 E.C. HAYES CHILD CARE CENTER Personal Services 00000000 Direct Operating Charges & Services 00000000 Services & Charges Transferred In 00000000 Non-Operating Charges 296 0 # 00000 Total 296 0000000
Funding Source Transfers 93 0000000
Total Child Care Services Fund 3890000000 SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE DEBT SERVICE FUND FUND NO. 30 AUTH. EST. ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
REVENUES 2,686 3,250 2,246 2,250 3,300 3,350 3,400 3,450
EXPENDITURES 1,694,980 2,288,722 2,147,095 2,282,934 2,273,368 2,270,362 2,268,276 2,279,084
EXCESS OF REVENUES OVER (UNDER) EXPENDITURES (1,692,294) (2,285,472) (2,144,849) (2,280,684) (2,270,068) (2,267,012) (2,264,876) (2,275,634)
OTHER FINANCING SOURCES: 2,563,422 2,215,984 6,401,481 2,102,742 2,237,702 2,233,478 2,239,816 2,235,932 OTHER FINANCING USES: 0 0 4,015,000 0 0 0 0 0
NET TOTAL OTHER FINANCING SOURCES (USES) 2,563,422 2,215,984 2,386,481 2,102,742 2,237,702 2,233,478 2,239,816 2,235,932
NET INCREASE (DECREASE) IN FUND BALANCES 871,128 (69,488) 241,632 (177,942) (32,366) (33,534) (25,060) (39,702)
FUND BALANCE BEGINNING OF FISCAL YEAR 1,805,370 2,676,498 2,676,498 2,918,130 2,740,188 2,707,822 2,674,289 2,649,229
FUND BALANCE END OF FISCAL YEAR 2,676,498 2,607,010 2,918,130 2,740,188 2,707,822 2,674,289 2,649,229 2,609,528 FIVE-YEAR BUDGET PROJECTIONS STATEMENT OF REVENUES and OTHER FINANCING SOURCES DEBT SERVICE FUND FUND NO. 30 AUTH. EST. ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 GENERAL PROPERTY TAXES 33001-010 Debt Service Property Tax Levy 0 0 0 0 0 0 0 0
USE OF MONEY & PROPERTY 33006-101 Interest Earned-Check./Savings 923 1,150 1,163 1,050 1,150 1,150 1,150 1,150 33006-401 Interest on Investments 1,763 2,100 1,083 1,200 1,500 1,800 2,100 2,100 2,686 3,250 2,246 2,250 2,650 2,950 3,250 3,250
TOTAL REVENUES 2,686 3,250 2,246 2,250 2,650 2,950 3,250 3,250
OTHER FINANCING SOURCES 33090-001 General Fund 1,744,085 1,485,253 1,486,257 1,334,447 1,485,270 1,482,263 1,491,174 1,488,006 33090-011 Motor Fuel Tax Fund 450,000 450,000 450,000 450,000 450,000 450,000 450,000 450,000 33090-040 Local Improvement Fund 369,337 280,731 280,731 318,295 302,432 301,215 298,642 297,926 33090-150 Bond Proceeds 0 0 3,825,000 0 0 0 0 0 33090-160 Bond Premium 0 0 359,493 0 0 0 0 0
TOTAL OTHER FINANCING SOURCES 2,563,422 2,215,984 6,401,481 2,102,742 2,237,702 2,233,478 2,239,816 2,235,932
TOTAL DEBT SERVICE FUND 2,566,108 2,219,234 6,403,727 2,104,992 2,240,352 2,236,428 2,243,066 2,239,182 FIVE YEAR BUDGET PROJECTIONS STATEMENT OF EXPENDITURES and OTHER FINANCING USES DEBT SERVICE FUND FUND NO. 30 AUTH. EST. ACCT. NO.ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
43012 2003 G.O. REFUNDING BONDS Debt Service 385,065 386,315 386,315 381,340 380,755 384,355 382,385 389,710
43013 2004 G.O. REFUNDING BONDS Debt Service 543,365 546,138 546,138 0 0 0 0 0
43014 2006 G.O.STREET IMPROVEMENT BONDS Debt Service 766,550 769,500 769,450 771,275 769,465 770,265 768,965 768,965
43015 2010 G.O. POLICE STATION BONDS Debt Service 0 586,769 351,955 606,527 605,248 603,842 606,026 607,134
43016 2011 G.O. REFUNDING BONDS/FIRE STATION Debt Service 0 0 93,237 523,792 517,900 511,900 510,900 513,275
Total Debt Service Fund 1,694,980 2,288,722 2,147,095 2,282,934 2,273,368 2,270,362 2,268,276 2,279,084 SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN FUND BALANCE CAPITAL PROJECT FUNDS LOCAL IMPROVEMENT FUND FUND NO. 40 AUTH. EST. ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
REVENUES 2,224,595 473,300 537,091 547,951 440,351 542,051 443,351 443,351
EXPENDITURES 10,266,229 741,113 647,642 3,156,800 570,000 600,000 515,000 980,000
EXCESS OF REVENUES OVER (UNDER) EXPENDITURES (8,041,634) (267,813) (110,551) (2,608,849) (129,649) (57,949) (71,649) (536,649)
OTHER FINANCING SOURCES (USES): TRANSFERS FROM OTHER FUNDS 0 120,000 120,000 100,000 100,000 100,000 100,000 100,000 TRANSFERS TO OTHER FUNDS (369,337) (280,731) (280,731) (318,295) (302,432) (301,215) (298,642) (297,926) LOAN PROCEEDS 0 0 0 0 0 0 0 0 BOND PROCEEDS 7,991,000 0 2,800,000 0 0 0 0 0 BOND PREMIUM 0 0 4,011 0
NET TOTAL OTHER FINANCING SOURCES (USES) 7,621,663 (160,731) 2,643,280 (218,295) (202,432) (201,215) (198,642) (197,926)
NET INCREASE (DECREASE) IN FUND BALANCES (419,971) (428,544) 2,532,729 (2,827,144) (332,081) (259,164) (270,291) (734,575)
FUND BALANCE BEGINNING OF FISCAL YEAR 772,333 352,362 352,362 2,885,091 57,947 (274,134) (533,297) (803,588)
FUND BALANCE END OF FISCAL YEAR 352,362 (76,182) 2,885,091 57,947 (274,134) (533,297) (803,588) (1,538,163) FIVE-YEAR BUDGET PROJECTION STATEMENT OF REVENUES and OTHER FINANCING SOURCES CAPITAL PROJECT FUNDS LOCAL IMPROVEMENT FUND FUND NO. 40 AUTH. EST. ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 GENERAL PROPERTY TAXES 34001-010 Public Benefit Prop. Tax Levy 0 0 0 0 0 0 0 0
SALES AND SERVICE TAXES 34002-080 Municipal Motor Fuel Tax 436,068 468,500 438,751 438,751 438,751 438,751 438,751 438,751
INTERGOVERNMENTAL REVENUES 34003-020 State & Local Govt. Grants 0 0 0 0 0 100,000 0 0 34003-030 Federal Grants 1,739,444 0 10,380 107,000 0 0 0 0 34003-080 Other Governmental Units 0 0 82,208 0 0 0 0 0 34003-085 Federal Disaster Relief 0 0 0 0 0 0 0 0 34003-165 CCHS Loan 0 0 0 0 0 0 0 0 1,739,444 0 92,588 107,000 0 100,000 0 0 USE OF MONEY & PROPERTY 34006-101 Interest Earned-Check./Savings 46,564 2,000 1,015 1,000 800 1,500 2,000 2,000 34006-401 Interest on Investments 939 2,600 4,537 1,000 800 1,800 2,600 2,600 34006-510 Escrow Earnings 0 0 0 0 0 0 0 0 34006-600 Sale of City Property 0 0 0 0 0 0 0 0 34006-900 Miscellaneous 241 200 200 200 0 0 0 0 47,744 4,800 5,752 2,200 1,600 3,300 4,600 4,600 CONTRIBUTIONS/ASSESSMENTS 34011-010 Property Owner Contributions 1,339 0 0 0 0 0 0 0
TOTAL REVENUES 2,224,595 473,300 537,091 547,951 440,351 542,051 443,351 443,351 FIVE-YEAR BUDGET PROJECTION STATEMENT OF REVENUES and OTHER FINANCING SOURCES CAPITAL PROJECT FUNDS LOCAL IMPROVEMENT FUND FUND NO. 40 AUTH. EST. ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 OTHER FINANCING SOURCES 34090-001 General Fund 0 120,000 120,000 100,000 100,000 100,000 100,000 100,000 34090-011 Motor Fuel Tax Fund 0 0 0 0 0 0 0 0 34090-014 Tax Increment Fund 0 0 0 0 0 0 0 0 34090-100 Loan Proceeds 0 0 0 0 0 0 0 0 34090-941 Bond Proceeds 7,991,000 0 2,800,000 0 0 0 0 0 34090-942 Bond Premium 0 0 4,011 0 0 0 0 0 7,991,000 120,000 2,924,011 100,000 100,000 100,000 100,000 100,000
TOTAL LOCAL IMPROVEMENT FUND 10,215,595 593,300 3,461,102 647,951 540,351 642,051 543,351 543,351 FIVE-YEAR BUDGET PROJECTIONS STATEMENT OF EXPENDITURES and OTHER FINANCING USES LOCAL IMPROVEMENT FUND FUND NO. 40 AUTH. EST. ACCT. NACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 44007 CIP and REPLACEMENT Direct Operating Charges & Services 0 202,205 180,588 00000 Services and Charges Transferred In 0 0 0 8,400 0000 Non Operating Charges 0 0 0 00000 Capital Outlay 250,000 0 0 00000 Community Investment Program 9,907,945 538,908 467,054 3,148,400 # 570,000 600,000 515,000 980,000 Debt Service 108,284 0 0 0 Total 10,266,229 741,113 647,642 3,156,800 570,000 600,000 515,000 980,000
Funding Source Transfers 369,337 280,731 280,731 318,295 302,432 301,215 298,642 297,926 Total 369,337 280,731 280,731 318,295 302,432 301,215 298,642 297,926
Total Local Improvement Fund 10,635,566 1,021,844 928,373 3,475,095 872,432 901,215 813,642 1,277,926 SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN WORKING FUND BALANCE PROPRIETARY FUNDS WATERWORKS AND SEWERAGE FUND TOTAL FUND FUND NO. 70 AUTH. EST. ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
REVENUES 9,235,316 8,647,181 8,468,247 9,909,114 10,001,759 10,875,272 11,842,919 12,916,193
EXPENDITURES 10,949,415 10,605,418 9,988,689 11,796,708 10,592,118 10,264,691 11,731,645 11,762,385
EXCESS OF REVENUES OVER (UNDER) EXPENDITURES (1,714,099) (1,958,237) (1,520,442) (1,887,594) (590,358) 610,581 111,274 1,153,808
NET TOTAL OTHER FINANCING SOURCES (USES) 1,214,000 0 0 0 0 0 0 0
NET INCREASE IN FUND BALANCE OR (DECREASE) IN FUND BALANCE NEEDED TO FINANCE EXPENDITURES (500,099) (1,958,237) (1,520,442) (1,887,594) (590,358) 610,581 111,274 1,153,808
NON-CASH CREDITS FOR DEPRECIATION AND PREPAID BOND EXPENSES 1,852,512 1,929,736 1,929,736 1,929,736 1,956,856 1,984,988 1,995,928 2,027,733
NET INCREASE (DECREASE) IN FUND BALANCES 1,352,413 (28,501) 409,294 42,142 1,366,498 2,595,569 2,107,202 3,181,541
WORKING FUND BALANCE BEGINNING OF FISCAL YEAR 3,075,190 4,427,603 4,427,603 4,836,897 4,879,039 6,245,537 8,841,106 10,948,308
WORKING FUND BALANCE END OF FISCAL YEAR 4,427,603 4,399,102 4,836,897 4,879,039 6,245,537 8,841,106 10,948,308 14,129,849 FIVE-YEAR BUDGET PROJECTION STATEMENT OF REVENUES and OTHER FINANCING SOURCES PROPRIETARY FUNDS WATERWORKS AND SEWERAGE FUND FUND NO. 70 AUTH. EST. ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 SERVICE CHARGES - WATER 37020-010 Residential 1,708,166 1,761,941 1,730,856 1,867,430 1,958,934 2,054,922 2,155,613 2,261,238 37020-020 Commercial 685,613 712,724 677,247 710,751 745,578 782,111 820,435 860,636 37020-030 University 1,002,371 1,027,341 958,011 965,123 1,012,414 1,062,022 1,114,061 1,168,650 37020-040 Water Districts 942,421 959,571 969,870 1,039,373 1,090,302 1,143,727 1,199,770 1,258,558 4,338,571 4,461,577 4,335,984 4,582,677 4,807,228 5,042,782 5,289,879 5,549,083 SERVICE CHARGES - SEWER 37021-010 Residential 1,852,857 1,928,550 1,914,625 2,263,788 2,546,762 2,865,107 3,223,245 3,626,151 37021-020 Commercial 657,497 681,508 665,765 865,687 973,898 1,095,635 1,232,589 1,386,663 37021-030 University 917,160 889,435 841,245 960,757 1,080,852 1,215,958 1,367,953 1,538,947 37021-050 Surcharge-Industrial 149,448 145,000 157,495 150,000 168,750 189,844 213,574 240,271 3,576,962 3,644,493 3,579,130 4,240,232 4,770,261 5,366,544 6,037,362 6,792,032 OTHER CHARGES & FEES 37022-010 Water Tap Fees 34,446 32,000 16,000 20,000 24,000 28,800 34,560 41,472 37022-020 Sewer Tap Fees 14,819 8,200 13,000 13,000 15,600 18,720 22,464 26,957 37022-030 Reconnect Fees 39,771 38,000 32,360 35,500 42,600 51,120 61,344 73,613 37022-035 Late Payment Fees 98,360 109,000 98,505 99,000 118,800 142,560 171,072 205,286 37022-040 Material & Labor Sales 137,183 130,000 132,750 130,000 131,300 132,613 133,939 135,279 37022-050 Sewer Assessments 15,357 0 0 35,572 0 0 0 # 0 37022-060 Cedar Lake Beach Fees 23,886 24,000 20,007 22,000 22,000 22,000 22,000 22,000 37022-065 Cedar Lake Concession Sales 4,942 4,800 4,596 4,600 4,646 4,692 4,739 4,787 37022-090 Miscellaneous 11,876 2,050 2,035 2,050 2,500 2,500 2,500 2,500 380,640 348,050 319,253 361,722 361,446 403,005 452,619 511,893 USE OF MONEY & PROPERTY 37023-101 Interest Earned Check/Save-O&M 1,878 2,200 2,200 2,200 2,288 2,380 2,475 2,574 37023-102 Interest Earned Other-O&M 3,701 3,390 2,533 2,522 3,390 3,390 3,390 3,390 37023-401 Interest on Investments-O&M 8,667 9,000 8,100 8,350 9,000 9,000 9,000 9,000 37023-449 Interest on Inv.-Debt Service 0 0 0 0 0 0 0 0 37023-500 Rental of Property 44,288 44,261 43,108 43,596 43,596 43,596 43,596 43,596 37023-600 Sale of City Property 15,498 2,000 7,532 2,000 0 0 0 0 37023-601 Gain on Sale of City Property 0 0 0 0 0 0 0 0 37023-800 Insurance Proceeds 97,910 118,758 128,729 93,215 171,942 179,609 192,202 151,883 58,274 58,366 58,461 58,560
TOTAL OPERATING REVENUE 8,468,115 8,633,729 8,426,569 9,336,514 9,997,209 10,870,697 11,838,319 12,911,568 FIVE-YEAR BUDGET PROJECTION STATEMENT OF REVENUES and OTHER FINANCING SOURCES PROPRIETARY FUNDS WATERWORKS AND SEWERAGE FUND FUND NO. 70 AUTH. EST. ACCT. NO. ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 NON-OPERATING REVENUE 37025-044 Prop. Owner Contributions-Water Lines 0 0 0 0 0 0 0 0 37025-045 Prop. Owner Contributions-Sewer Lines 0 0 0 0 0 0 0 0 37025-080 Grants-Other Governmental Units 0 8,932 9,360 0 0 0 0 0 37025-085 Federal Disaster Relief 0 0 14,626 0 0 0 0 0 37025-110 Const-Interest Earn Checking 410 120 675 600 150 175 200 225 37025-120 Const-Intergovernmental-Grants 764,202 0 15,802 570,000 0 0 0 0 37025-144 Const-Interest on Investments 2,432 4,400 1,215 2,000 4,400 4,400 4,400 4,400 37025-411 Gain/Loss on Investments 157 0 0 0 0 0 0 0
TOTAL NON-OPERATING REVENUE 767,201 13,452 41,678 572,600 4,550 4,575 4,600 4,625
TOTAL REVENUES 9,235,316 8,647,181 8,468,247 9,909,114 10,001,759 10,875,272 11,842,919 12,916,193
OTHER FINANCING SOURCES 37090-001 General Fund 0 0 0 0 0 0 0 0 37090-100 Loan Proceeds - Equipment 114,000 0 0 0 0 0 0 0 37090-150 Loan Proceeds - ILEPA 0 0 0 0 0 0 0 0 37090-170 Loan Proceeds - Capital Improvements 0 0 0 0 0 0 0 0 37090-197 Bond Proceeds - DOB 1,100,000 0 0 0 0 0 0 0
TOTAL OTHER FIN. SOURCES 1,214,000 0 0 0 0 0 0 0
TOTAL WATERWORKS AND SEWERAGE FUND 10,449,316 8,647,181 8,468,247 9,909,114 10,001,759 10,875,272 11,842,919 12,916,193 FIVE-YEAR BUDGET PROJECTIONS STATEMENT OF EXPENDITURES and OTHER FINANCING USES WATERWORKS and SEWERAGE FUND FUND NO. 70 AUTH. EST. ACCT. NOACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 47000 SUPPORT SERVICES Personal Service 200,724 244,284 242,935 250,073 261,326 273,086 285,375 298,217 Direct Operating Charges & Services 248,922 248,715 245,262 266,328 270,323 274,378 278,493 282,671 Services and Charges Transferred In 243,808 241,186 241,186 319,008 323,793 328,650 333,580 338,583 Non-Operating Charges 138,643 4,000 8,000 10,000 10,150 10,302 10,457 10,614 Capital Outlay 0 0 0 0 0 25,000 0 24,000 Depreciation Expense 1,847,502 1,929,736 1,929,736 1,929,736 1,956,856 1,984,988 1,995,928 2,027,733 Total 2,679,599 2,667,921 2,667,119 2,775,145 2,822,448 2,896,404 2,903,833 2,981,818 47002 LAKE MANAGEMENT Personal Service 163,432 151,198 162,398 175,090 182,969 191,203 199,807 208,798 Direct Operating Charges & Services 27,791 104,444 84,914 28,643 29,073 29,509 29,951 30,401 Services and Charges Transferred In 6,643 9,404 10,600 10,404 10,560 10,718 10,879 11,042 Non-Operating Charges 3,948 4,250 3,257 4,250 4,314 4,378 4,444 4,511 Capital Outlay 0 29,044 29,044 50,000 41,500 46,500 56,500 88,000 Expenditures Transferred Out (12,765) 0 0 0 0 0 0 0 Total 189,049 298,340 290,213 268,387 268,416 282,308 301,582 342,752 47009 CENTRAL LABORATORY Personal Service 275,508 302,225 301,484 337,691 352,887 368,767 385,362 402,703 Direct Operating Charges & Services 49,175 63,506 61,711 56,953 57,807 58,674 59,555 60,448 Services and Charges Transferred In 2,435 1,860 1,960 2,718 2,759 2,800 2,842 2,885 Capital Outlay 0 0 0 0 20,000 100,000 120,000 3,800 Total 327,118 367,591 365,155 397,362 433,453 530,242 567,758 469,835 47011 WATER TREATMENT PLANT Personal Service 488,114 507,623 519,855 543,457 567,913 593,469 620,175 648,083 Direct Operating Charges & Services 696,794 749,447 738,453 754,360 765,675 777,161 788,818 800,650 Services and Charges Transferred In 2,467 4,795 6,307 7,319 7,429 7,540 7,653 7,768 Capital Outlay 81,500 49,000 46,500 0 7,200 7,400 29,600 7,800 Expenditures Transferred Out 00 0 0000 0 Total 1,268,875 1,310,865 1,311,115 1,305,136 1,348,217 1,385,569 1,446,246 1,464,301 47015 WATER DISTRIBUTION Personal Service 214,957 223,651 217,056 225,560 235,710 246,317 257,401 268,984 Direct Operating Charges & Services 194,933 465,972 405,083 417,720 423,986 430,346 436,801 443,353 Services and Charges Transferred In 15,410 22,752 19,093 26,263 26,657 27,057 27,463 27,875 Non-Operating Charges 39,966 45,000 38,000 45,000 45,675 46,360 47,056 47,761 Capital Outlay 0 0 0 0 10,000 0 90,000 0 Debt Service 8,002 8,002 8,002 8,002 8,002 8,002 6,669 0 Expenditures Transferred Out (25,057) 0 0 0 0 0 0 0 Total 448,211 765,377 687,234 722,545 750,030 758,082 865,389 787,973 FIVE-YEAR BUDGET PROJECTIONS STATEMENT OF EXPENDITURES and OTHER FINANCING USES WATERWORKS and SEWERAGE FUND FUND NO. 70 AUTH. EST. ACCT. NOACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 47019 METER SERVICES Personal Service 127,290 174,866 143,188 191,693 200,319 209,334 218,754 228,597 Direct Operating Charges & Services 30,784 49,466 46,315 50,955 51,719 52,495 53,283 54,082 Services and Charges Transferred In 9,353 8,975 8,975 10,481 10,638 10,798 10,960 11,124 Capital Outlay 0 8,087 8,086 0 22,000 0 25,000 Total 167,427 241,394 206,564 253,129 262,677 294,626 282,996 318,803 47021 SEWER COLLECTION Personal Service 198,548 223,547 222,697 231,780 242,210 253,110 264,499 276,402 Direct Operating Charges & Services 102,829 101,201 88,375 100,674 102,184 103,717 105,273 106,852 Services and Charges Transferred In 17,075 15,984 21,591 27,680 28,095 28,517 28,944 29,379 Non-Operating Charges 9,319 15,000 8,030 15,000 15,225 15,453 15,685 15,920 Capital Outlay 113,796 7,500 7,500 0 0 12,000 0 0 Expenditures Transferred Out 0 0 0 0 0 0 0 0 Total 441,567 363,232 348,193 375,134 387,714 412,796 414,402 428,553 47022 SOUTHEAST WWTP Personal Service 539,965 580,913 555,429 606,845 634,153 662,690 692,511 723,674 Direct Operating Charges & Services 273,485 368,608 350,485 305,193 309,771 314,417 319,134 323,921 Services and Charges Transferred In 12,178 12,418 13,215 18,016 18,286 18,561 18,839 19,122 Capital Outlay 0 19,434 19,434 0 51,250 40,680 19,900 19,500 Total 825,628 981,373 938,563 930,054 1,013,460 1,036,348 1,050,384 1,086,216 47023 NORTHWEST WWTP Personal Service 624,275 590,809 605,594 606,311 633,595 662,107 691,902 723,037 Direct Operating Charges & Services 274,204 366,357 351,760 362,884 368,327 373,852 379,460 385,152 Services and Charges Transferred In 10,115 9,029 9,029 9,446 9,588 9,732 9,877 10,026 Capital Outlay 47,410 76,231 75,815 133,715 125,235 77,868 260,450 130,000 Expenditures Transferred Out 0 0 0 0 0 0 0 0 Total 956,004 1,042,426 1,042,198 1,112,356 1,136,745 1,123,558 1,341,689 1,248,215 47025 SEWAGE LIFT STATIONS Direct Operating Charges & Services 32,942 76,880 72,790 49,849 50,597 51,356 52,126 52,908 Services and Charges Transferred In 0 0 0 305 0 0 0 0 Capital Outlay 22,336 64,154 91,266 16,000 9,900 16,340 14,500 9,200 Total 55,278 141,034 164,056 66,154 60,497 67,696 66,626 62,108
Total Operating Expenditures 7,358,756 8,179,553 8,020,410 8,205,402 8,483,657 8,787,630 9,240,904 9,190,574 FIVE-YEAR BUDGET PROJECTIONS STATEMENT OF EXPENDITURES and OTHER FINANCING USES WATERWORKS and SEWERAGE FUND FUND NO. 70 AUTH. EST. ACCT. NOACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
47044WASTEWATER SYSTEM - CIP & REPLACE. Community Investment Program 1,128,781 584,200 467,878 980,500 340,000 520,000 115,000 824,000
47045 WATER SYSTEM - CIP & REPLACE. Community Investment Program 1,442,659 758,345 417,776 1,531,720 688,000 780,000 1,301,000 676,000
Total Capital Improvements 2,571,440 1,342,545 885,654 2,512,220 1,028,000 1,300,000 1,416,000 1,500,000
47049 WATER and SEWER BONDS Debt Service 1,019,219 1,083,320 1,082,625 1,079,086 1,080,461 177,061 1,074,741 1,071,811
Total Waterworks and Sewerage Fund 10,949,415 10,605,418 9,988,689 11,796,708 10,592,118 10,264,691 11,731,645 11,762,385 SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN WORKING FUND BALANCE PROPRIETARY FUNDS WATERWORKS AND SEWERAGE FUND OPERATING ACCOUNT FUND NO. 70 AUTH. EST. ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
REVENUES 8,468,115 8,642,661 8,450,555 9,336,514 9,997,209 10,870,697 11,838,319 12,911,568
EXPENDITURES 7,358,756 8,179,553 8,020,410 8,205,402 8,483,657 8,787,630 9,240,904 9,190,574
EXCESS OF REVENUES OVER (UNDER) EXPENDITURES 1,109,359 463,108 430,145 1,131,112 1,513,553 2,083,067 2,597,415 3,720,994
OTHER FINANCING SOURCES (USES): TRANSFERS TO COMM. INVEST. ACCT (1,753,488) (1,424,216) (1,477,706) (1,969,206) (1,501,209) (1,452,437) (1,395,828) (1,150,304) TRANSFERS TO DEBT SERVICE ACCOUNT (1,128,062) (1,080,460) (1,079,189) (1,076,226) (1,100,000) (1,100,000) (1,100,000) (1,100,000) LOAN PROCEEDS-EQUIP. 114,000 0 0 0 0 # 0 # 0 # 0
NET TOTAL OTHER FINANCING SOURCES (USES) (2,767,550) (2,504,676) (2,556,895) (3,045,432) (2,601,209) (2,552,437) (2,495,828) (2,250,304)
NET INCREASE IN FUND BALANCE OR (DECREASE) IN FUND BALANCE NEEDED TO FINANCE EXPENDITURES (1,658,191) (2,041,568) (2,126,750) (1,914,320) (1,087,656) (469,370) 101,587 1,470,690
NON-CASH CREDITS FOR DEPRECIATION EXPENSES 1,852,512 1,929,736 1,929,736 1,929,736 1,973,299 1,995,852 2,069,503 2,066,283
NET INCREASE (DECREASE) IN FUND BALANCES 194,321 (111,832) (197,014) 15,416 885,643 1,526,482 2,171,090 3,536,973
WORKING FUND BALANCE BEGINNING OF FISCAL YEAR 671,061 865,382 865,382 668,368 683,784 1,569,427 3,095,909 5,266,999
WORKING FUND BALANCE END OF FISCAL YEAR 865,382 753,550 668,368 683,784 1,569,427 3,095,909 5,266,999 8,803,972 SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN WORKING FUND BALANCE PROPRIETARY FUNDS WATERWORKS AND SEWERAGE FUND COMMUNITY INVESTMENT AND REPLACEMENT ACCOUNT FUND NO. 70 AUTH. EST. ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
REVENUES 767,201 4,520 17,692 572,600 4,550 4,575 4,600 4,625
EXPENDITURES 2,571,440 1,342,545 885,654 2,512,220 1,028,000 1,300,000 1,416,000 1,500,000
EXCESS OF REVENUES OVER (UNDER) EXPENDITURES (1,804,239) (1,338,025) (867,962) (1,939,620) (1,023,450) (1,295,425) (1,411,400) (1,495,375)
OTHER FINANCING SOURCES (USES): TRANSFERS FROM OPERATING ACCOUNT 1,753,488 1,424,216 1,477,706 1,969,206 1,501,209 1,452,437 1,395,828 1,150,304 TRANSFERS FROM GENERAL FUND 0 0 0 0 0 0 0 0 REFUND OF UNCOLLECTABLE ACCTS. 0 0 0 0 0 0 0 0 BOND AND LOAN PROCEEDS 1,100,000 0 0 0 0 0 0 0
NET TOTAL OTHER FINANCING SOURCES (USES) 2,853,488 1,424,216 1,477,706 1,969,206 1,501,209 1,452,437 1,395,828 1,150,304
NET INCREASE (DECREASE) IN FUND BALANCES 1,049,249 86,191 609,744 29,586 477,759 157,012 (15,572) (345,071)
WORKING FUND BALANCE BEGINNING OF FISCAL YEAR 2,396,163 3,445,412 3,445,412 4,055,156 4,084,742 4,562,501 4,719,513 4,703,941
WORKING FUND BALANCE END OF FISCAL YEAR 3,445,412 3,531,603 4,055,156 4,084,742 4,562,501 4,719,513 4,703,941 4,358,870 SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN WORKING FUND BALANCE PROPRIETARY FUNDS WATERWORKS AND SEWERAGE FUND DEBT SERVICE ACCOUNT FUND NO. 70 AUTH. EST. ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
REVENUES 0 0 0 0 0 0 0 0
EXPENDITURES 1,019,219 1,083,320 1,082,625 1,079,086 1,080,461 177,061 1,074,741 1,071,811
EXCESS OF REVENUES OVER (UNDER) EXPENDITURES (1,019,219) (1,083,320) (1,082,625) (1,079,086) (1,080,461) (177,061) (1,074,741) (1,071,811)
OTHER FINANCING SOURCES (USES): TRANSFERS FROM OPERATING ACCOUNT 1,128,062 1,080,460 1,079,189 1,076,226 1,100,000 # 1,100,000 1,100,000 1,100,000
NET TOTAL OTHER FINANCING SOURCES (USES) 1,128,062 1,080,460 1,079,189 1,076,226 1,100,000 1,100,000 1,100,000 1,100,000
` IN FUND BALANCES 108,843 (2,860) (3,436) (2,860) 19,539 922,939 25,259 28,189
NON-CASH CREDITS FOR PREPAID BOND EXPENSES 0 0 0 0 0 0 0 0
NET INCREASE (DECREASE) IN FUND BALANCES 108,843 (2,860) (3,436) (2,860) 19,539 922,939 25,259 28,189
WORKING FUND BALANCE BEGINNING OF FISCAL YEAR 7,966 116,809 116,809 113,373 110,513 130,052 1,052,991 1,078,250
WORKING FUND BALANCE END OF FISCAL YEAR 116,809 113,949 113,373 110,513 130,052 1,052,991 1,078,250 1,106,439 SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN WORKING FUND BALANCE PROPRIETARY FUNDS PARKING SYSTEM OPERATIONS FUND FUND NO. 71 AUTH. EST. ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 ` REVENUES 191,863 212,773 198,975 202,341 231,637 237,640 243,852 250,282
EXPENDITURES 324,828 312,765 299,827 322,212 292,142 296,462 297,404 298,949
EXCESS OF REVENUES OVER (UNDER) EXPENDITURES (132,965) (99,992) (100,852) (119,871) (60,505) (58,822) (53,552) (48,667)
OTHER FINANCING SOURCES (USES): TRANSFERS FROM OTHER FUNDS 00000000 TRANSFERS TO OTHER FUNDS 00000000 LOAN PROCEEDS 00000000
NET TOTAL OTHER FINANCING SOURCES (USES) 00000000
NET INCREASE (DECREASE) IN FUND BALANCES (132,965) (99,992) (100,852) (119,871) (60,505) (58,822) (53,552) (48,667)
NON-CASH CREDITS FOR DEPRECIATION EXPENSES 109,155 95,682 95,682 95,682 64,314 63,978 60,132 56,753
NET INCREASE (DECREASE) IN FUND BALANCES (23,810) (4,310) (5,170) (24,189) 3,809 5,156 6,580 8,086
WORKING FUND BALANCE BEGINNING OF FISCAL YEAR 169,477 145,667 145,667 140,497 116,308 120,117 125,273 131,853
WORKING FUND BALANCE END OF FISCAL YEAR 145,667 141,357 140,497 116,308 120,117 125,273 131,853 139,939 FIVE-YEAR BUDGET PROJECTIONS STATEMENT OF REVENUES and OTHER FINANCING SOURCES PROPRIETARY FUNDS PARKING SYSTEM OPERATIONS FUND FUND NO. 71 AUTH. EST. ACCT. NO.ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 PARKING METER REVENUE 37122-010 Miscellaneoius 0 0 15 00000 37130-010 Walnut Street Lot 2,052 2,100 1,600 1,550 1,581 1,613 1,645 1,678 37130-100 IC Depot West Lot 10,885 12,000 11,075 12,000 12,240 12,485 12,734 12,989 37130-110 IC Depot Southeast Lot 958 1,200 1,800 1,850 1,887 1,925 1,963 2,002 37130-114 IC - College to Amtrak 3,117 3,500 4,000 4,100 4,182 4,266 4,351 4,438 37130-120 Amtrak Station Lot 1,835 1,850 2,075 2,000 2,040 2,081 2,122 2,165 37130-200 IC S. Washington Lot-1 00000000 37130-210 IC S. Washington Lot-2 3,526 3,800 4,200 4,300 4,386 4,474 4,563 4,654 37130-230 IC S. Washington Lot-4 25,398 28,000 27,500 27,700 28,254 28,819 29,395 29,983 37130-330 Campus Shopping Center 2,194 2,700 2,500 2,500 2,550 2,601 2,653 2,706 37130-340 Tesa Tape Lot 10000000 37130-370 Elm Street Lot 2,416 3,000 4,500 4,600 4,692 4,786 4,882 4,979 37130-380 N. Washington Street Lot 1,745 2,800 365 2,400 2,448 2,497 2,547 2,598 37130-400 N. Illinois Avenue Lot 43 0000000 37130-410 Southgate Shopping Center Lot 8,062 9,100 7,900 8,000 8,160 8,323 8,490 8,659 37130-420 B & A Travel Lot 4,505 5,400 4,343 4,500 4,590 4,682 4,775 4,871 37130-430 South Renfro Street Lot - North Lot 376 500 600 650 663 676 690 704 37130-440 Jackson - Oak Street Lot 3,924 4,700 4,150 4,275 4,361 4,448 4,537 4,627 37130-450 South Renfro Street Lot - South Lot 1,917 1,800 1,844 1,800 1,836 1,873 1,910 1,948 37130-460 IC West Walnut (North Lot) 375 350 440 475 485 494 504 514 37130-470 IC West Walnut (South Lot) 119 150 123 150 153 156 159 162 37130-480 South Illinois Avenue 2,461 2,650 2,955 3,300 3,366 3,433 3,502 3,572 37130-900 On Street Meters 20,492 25,000 21,390 22,000 22,440 22,889 23,347 23,814 96,401 110,600 103,375 108,150 110,313 112,519 114,770 117,065 FIVE-YEAR BUDGET PROJECTIONS STATEMENT OF REVENUES and OTHER FINANCING SOURCES PROPRIETARY FUNDS PARKING SYSTEM OPERATIONS FUND FUND NO. 71 AUTH. EST. ACCT. NO.ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 PARKING PERMIT REVENUE 37131-010 Walnut Street Lot 0 0 75 00000 37131-100 IC Depot West Lot 4,307 4,800 4,200 4,200 5,040 5,090 5,141 5,193 37131-110 IC Depot Southeast Lot 333 450 175 200 240 242 245 247 37131-114 IC - College to Amtrak 1,314 1,728 1,325 1,350 1,620 1,636 1,653 1,669 37131-120 Amtrak Station Lot 21,289 20,940 24,000 25,000 30,000 30,300 30,603 30,909 37131-200 IC S. Washington Lot-1 00000000 37131-210 IC S. Washington Lot-2 712 720 750 800 960 970 979 989 37131-220 IC S. Washington Lot-3 1,131 1,260 600 550 660 667 673 680 37131-230 IC S. Washington Lot-4 5,490 5,040 4,100 4,100 4,920 4,969 5,019 5,069 37131-340 Tesa Tape Lot 00000000 37131-370 Elm Street Lot 1,263 1,500 1,525 1,600 1,920 1,939 1,959 1,978 37131-380 N. Washington Street Lot 4,456 4,536 4,300 4,250 5,100 5,151 5,203 5,255 37131-400 N. Illinois Avenue Lot 112 270 0 100 120 121 122 124 37131-440 Jackson - Oak Street Lot 877 972 900 900 1,080 1,091 1,102 1,113 37131-460 IC West Walnut (North Lot) 951 996 1,150 1,100 1,320 1,346 1,373 1,401 37131-470 IC West Walnut (South Lot) 180 216 216 216 259 264 270 275 37131-480 South Illinois Avenue 900 900 900 900 1,080 1,102 1,124 1,146 37131-900 Other Parking Permits 2,549 2,500 2,600 2,650 3,180 3,212 3,244 3,276 45,864 46,828 46,816 47,916 57,499 58,101 58,709 59,324 PARKING METER FINES 37132-010 Meter Violations Non-Court 42,125 48,000 41,000 42,000 58,800 61,740 64,827 68,068 37132-020 Court Fines & Restitution 3,570 2,400 3,380 00000 37132-900 Miscellaneous 3,527 4,500 2,120 4,000 4,600 4,830 5,072 5,325 49,222 54,900 46,500 46,000 63,400 66,570 69,899 73,393 FIVE-YEAR BUDGET PROJECTIONS STATEMENT OF REVENUES and OTHER FINANCING SOURCES PROPRIETARY FUNDS PARKING SYSTEM OPERATIONS FUND FUND NO. 71 AUTH. EST. ACCT. NO.ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 USE OF MONEY & PROPERTY 37123-600 Sale of City Property 00000000 37133-101 Interest Earned Checking/Savings 123 125 109 125 125 125 125 125 37133-401 Interest on Investments 238 275 95 150 300 325 350 375 37133-500 Revenue Loss Reimbursement 00000000 37133-800 Insurance Proceeds 0 0 2,080 00000 37133-900 Miscellaneous 15 45 000000 376 445 2,284 275 425 450 475 500
TOTAL REVENUES 191,863 212,773 198,975 202,341 231,637 237,640 243,852 250,282
OTHER FINANCING SOURCES 37190-001 General Fund 00000000 0 TOTAL OTHER FINANCING SOURCES 00000000
TOTAL PARKING SYSTEM OPERATIONS FUND 191,863 212,773 198,975 202,341 231,637 237,640 243,852 250,282 FIVE-YEAR BUDGET PROJECTIONS STATEMENT OF EXPENDITURES AND OTHER FINANCING USES PROPRIETARY FUNDS PARKING SYSTEM OPERATIONS FUND FUND NO. 71 AUTH. EST. ACCT. N ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 47100 PUBLIC PARKING SERVICES Personal Services 37,524 39,701 42,130 43,834 45,807 47,868 50,022 52,273 Direct Operating Charges & Services 60,746 93,506 89,302 78,976 80,161 81,363 82,583 83,822 Services and Charges Transferred In 64,170 74,851 72,688 89,870 92,836 94,228 95,642 97,076 Non-Operating Charges 0 25 25 50 25 25 25 25 Capital Outlay 0 0 0 0 0 0 0 0 Contingencies 0 9,000 0 9,000 9,000 9,000 9,000 9,000 Depreciation Expense 107,025 95,682 95,682 95,682 64,314 63,978 60,132 56,753 Total 269,465 312,765 299,827 317,412 292,142 296,462 297,404 298,949
47150 PARKING SYSTEM - CIP & REPLACEMENT Community Investment Program 55,363 0 0 4,800 0 0 0 0
Total Parking System Operations Fund 324,828 312,765 299,827 322,212 292,142 296,462 297,404 298,949 SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN WORKING FUND BALANCE PROPRIETARY FUNDS SOLID WASTE MANAGEMENT FUND FUND NO. 72 AUTH. EST. ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 5 6 REVENUES 719,290 714,051 821,084 884,367 902,046 920,138 938,662 957,653
EXPENDITURES 797,165 834,091 802,948 1,098,334 961,851 1,224,384 1,298,428 1,154,916
EXCESS OF REVENUES OVER (UNDER) EXPENDITURES (77,875) (120,040) 18,136 (213,967) (59,806) (304,245) (359,767) (197,263)
OTHER FINANCING SOURCES (USES): LOAN PROCEEDS 0 0 0 200,000 0 205,000 209,000 0
NET TOTAL OTHER FINANCING SOURCES (USES) 0 0 0 200,000 0 205,000 209,000 0
NET INCREASE (DECREASE) IN FUND BALANCES (77,875) (120,040) 18,136 (13,967) (59,806) (99,245) (150,767) (197,263)
NON-CASH CREDITS FOR DEPRECIATION EXPENSES 50,575 34,651 34,651 34,651 49,239 58,192 67,538 82,883 NET CHANGES IN FIXED ASSETS 0 0 0 0 0 0 0 0 50,575 34,651 34,651 34,651 49,239 58,192 67,538 82,883
NET INCREASE (DECREASE) IN FUND BALANCES (27,300) (85,389) 52,787 20,684 (10,567) (41,053) (83,229) (114,380)
WORKING FUND BALANCE BEGINNING OF FISCAL YEAR 217,811 190,511 190,511 243,298 263,982 253,415 212,362 129,134
FUND BALANCE END OF FISCAL YEAR DESIGNATED & RESERVED 359,645 357,026 410,542 442,184 451,023 460,069 469,331 478,826 UNDESIGNATED (169,134) (251,904) (167,244) (178,202) (197,607) (247,707) (340,197) (464,073) WORKING FUND BALANCE END OF FISCAL YEAR 190,511 105,122 243,298 263,982 253,415 212,362 129,134 14,754 FIVE-YEAR BUDGET PROJECTION STATEMENT OF REVENUES and OTHER FINANCING SOURCES PROPRIETARY FUNDS SOLID WASTE MANAGEMENT FUND FUND NO. 72 AUTH. EST. ACCT. NO.ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 USE OF MONEY & PROPERTY 37206-101 Interest Earned-Checking/Savings 114 140 109 100 120 125 150 175 37206-401 Interest on Investments 226 331 40 75 50 100 200 400 37206-600 Gain on Sale of City Property 0 0 0 0 0 0 0 0 37206-900 Miscellaneous 611 0 250 0 0 0 0 0 Total 951 471 399 175 170 225 350 575
CONTRIBUTIONS/ASSESSMENTS 37211-010 Recycling Assessment 185,665 184,980 206,287 249,192 254,176 259,259 264,445 269,733
SERVICE CHARGES 37213-010 City Customer Refuse Fees 508,111 512,600 593,900 615,000 627,300 639,846 652,643 665,696 37213-020 Landscape Waste Fees 18,563 16,000 18,212 20,000 20,400 20,808 21,224 21,649 Total 526,674 528,600 612,112 635,000 647,700 660,654 673,867 687,344
TOTAL OPERATING REVENUE 713,290 714,051 818,798 884,367 902,046 920,138 938,662 957,653
NON- OPERATING REVENUE 37215-085 Federal Disaster Relief 6,000 0 2,028 0 0 0 0 0 37215-120 Intergovernmental Grants 0 0 258 0 0 0 0 0
TOTAL NON- OPERATING REVENU 6,000 0 2,286 0 0 0 0 0
TOTAL REVENUE 719,290 714,051 821,084 884,367 902,046 920,138 938,662 957,653 FIVE-YEAR BUDGET PROJECTION STATEMENT OF REVENUES and OTHER FINANCING SOURCES PROPRIETARY FUNDS SOLID WASTE MANAGEMENT FUND FUND NO. 72 AUTH. EST. ACCT. NO.ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
OTHER FINANCING SOURCES 37290-040 Loan Proceeds 0 0 0 200,000 0 205,000 209,000 0
TOTAL OTHER FINANCING SOURC 0 0 0 200,000 0 205,000 209,000 0
TOTAL SOLID WASTE MANAGEMENT FUND 719,290 714,051 821,084 1,084,367 902,046 1,125,138 1,147,662 957,653 FIVE-YEAR BUDGET PROJECTIONS STATEMENT OF EXPENDITURES and OTHER FINANCING USES PROPRIETARY FUNDS SOLID WASTE MANAGEMENT FUND FUND NO. 72 AUTH. EST. ACCT. NO.ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 47200 REFUSE and RECYCLING SERVICES Personal Services 354,469 367,292 360,213 434,225 453,765 474,185 495,523 517,821 Direct Operating Charges & Services 188,640 241,101 202,058 239,295 242,884 246,528 250,226 253,979 Services and Charges Transferred In 181,721 172,805 180,093 152,804 155,096 157,423 159,784 162,181 Non-Operating Charges 90 0 0 0 0 0 0 0 Capital Outlay 0 0 0 198,000 0 205,000 210,000 0 Debt Service 34,093 34,093 34,093 56,263 78,430 101,305 134,318 157,751 Expenditures Transferred Out (12,423) (15,851) (8,160) (16,904) (17,563) (18,248) (18,960) (19,699) Depreciation Expense 50,575 34,651 34,651 34,651 49,239 58,192 67,538 82,883
Total Soild Waste Management Fund 797,165 834,091 802,948 1,098,334 961,851 1,224,384 1,298,428 1,154,916 SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN WORKING FUND BALANCE PROPRIETARY FUNDS RENTAL PROPERTIES FUND FUND NO. 73 AUTH. EST. ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
REVENUES 783,812 511,971 514,548 558,340 528,481 540,292 550,690 561,551
EXPENDITURES 1,053,081 1,295,142 1,024,617 525,846 612,838 604,894 622,215 602,381
EXCESS OF REVENUES OVER (UNDER) EXPENDITURES (269,269) (783,171) (510,069) 32,494 (84,357) (64,602) (71,525) (40,830)
OTHER FINANCING SOURCES (USES): TRANSFERS FROM OTHER FUNDS 00000000
NET TOTAL OTHER FINANCING SOURCES (USES) 00000000
NET INCREASE (DECREASE) IN FUND BALANCES (269,269) (783,171) (510,069) 32,494 (84,357) (64,602) (71,525) (40,830)
NON-CASH CREDITS FOR DEPRECIATION EXPENSES 363,238 53,032 53,032 53,032 58,210 62,860 64,659 68,659 NET CHANGE IN FIXED ASSETS 00000000 363,238 53,032 53,032 53,032 58,210 62,860 64,659 68,659
NET INCREASE (DECREASE) IN FUND BALANCES 93,969 (730,139) (457,037) 85,526 (26,147) (1,742) (6,866) 27,829
WORKING FUND BALANCE BEGINNING OF FISCAL YEAR 1,307,331 1,401,300 1,401,300 944,263 1,029,789 1,003,642 1,001,900 995,034
WORKING FUND BALANCE END OF FISCAL YEAR 1,401,300 671,161 944,263 1,029,789 1,003,642 1,001,900 995,034 1,022,864 FIVE-YEAR BUDGET PROJECTION STATEMENT OF REVENUES and OTHER FINANCING SOURCES PROPRIETARY FUNDS RENTAL PROPERTIES FUND FUND NO. 73 AUTH. EST. ACCT. NO.ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 USE OF MONEY & PROPERTY 37306-101 Interest Earned-Checking/Savings 312 200 208 200 200 200 200 200 37306-401 Interest on Investments 1,618 2,200 625 725 747 769 792 1,030 37306-500 Rent-Administration Building 26,034 26,815 26,815 27,620 28,449 29,302 30,181 31,087 37306-510 Rent-Arlington Building 169,913 175,010 175,010 180,261 185,669 191,239 196,976 202,885 37306-520 Rent-Brentwood Building 228,921 228,920 228,921 269,129 230,600 233,480 234,680 235,853 37306-530 Rent-Recreation Building 6,048 0 6,229 6,416 6,608 6,807 7,011 7,221 37306-540 Rent-Cambridge Building 70,207 48,586 47,510 43,948 45,266 46,624 48,023 49,464 37306-550 Rent-Dorchester Building 200,786 0 0 0 0 0 0 0 37306-590 Rent-E. C. Hayes Center 49,551 0 0 0 0 0 0 0 37306-591 Rent-Old ICRR Depot 26,243 27,340 27,030 27,841 28,676 29,537 30,423 31,335 37306-600 Sale of City Property 10 0 0 0 0 0 0 0 37306-700 Srvs. & Chrgs. to Operating Divs. 0 0 0 0 0 0 0 0 37306-800 Insurance Proceeds 0 0 0 0 0 0 0 0 37306-900 Miscellaneous 2,101 2,900 2,200 2,200 2,266 2,334 2,404 2,476 781,744 511,971 514,548 558,340 528,481 540,292 550,690 561,551
OTHER CHARGES & FEES 37313-010 Materials & Labor Sales 2,068 0 0 0 0 0 0 0
RESTRICTED USE REVENUES 37325-010 Grant Proceeds - DCCA 0 0 0 0 0 0 0 0 37325-085 Federal Disaster Relief 0 0 0 0 0 0 0 0 0000 0 00 0
TOTAL REVENUES 783,812 511,971 514,548 558,340 528,481 540,292 550,690 561,551 FIVE-YEAR BUDGET PROJECTION STATEMENT OF REVENUES and OTHER FINANCING SOURCES PROPRIETARY FUNDS RENTAL PROPERTIES FUND FUND NO. 73 AUTH. EST. ACCT. NO.ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 OTHER FINANCING SOURCES 37390-001 General Fund 0 0 0 0 0 0 0 0 37390-017 Child Care Services Fund 0 0 0 0 0 0 0 0
TOTAL OTHER FINANCING SOURCE 0000 0 00 0
TOTAL RENTAL PROPERTIES FUND 783,812 511,971 514,548 558,340 528,481 540,292 550,690 561,551 FIVE YEAR BUDGET PROJECTIONS STATEMENT OF EXPENDITURES and OTHER FINANCING USES PROPRIETARY FUNDS RENTAL PROPERTIES FUND FUND NO. 73 AUTH. EST. ACCT. NO.ACCOUNT TITLE ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 47300 MUNICIPAL RENTAL PROPERTIES Personal Services 257,281 253,873 283,011 289,112 302,122 315,718 329,925 344,771 Direct Operating Charges & Services 420,885 1,031,007 773,442 290,144 293,045 295,975 298,935 301,925 Services and Charges Transferred In 22,717 28,650 22,882 26,997 27,402 27,813 28,230 28,654 Non-Operating Charges 302,704 0 0 0 0 0 0 0 Capital Outlay 7,351 0 0 0 67,500 40,000 40,000 0 Expenditures Transferred Out (34,092) (81,420) (107,750) (133,439) (135,441) (137,472) (139,534) (141,627) Contingencies 0 10,000 0 0 0 0 0 0 Depreciation Expense 76,235 53,032 53,032 53,032 58,210 62,860 64,659 68,659 Total 1,053,081 1,295,142 1,024,617 525,846 612,838 604,894 622,215 602,381
Total Rental Properties Fund 1,053,081 1,295,142 1,024,617 525,846 612,838 604,894 622,215 602,381 SUMMARY STATEMENT OF REVENUES, EXPENDITURES AND CHANGES IN WORKING FUND BALANCE HEALTH INSURANCE REIMBURSEMENT FUND FUND NO. 79 AUTH. EST. ACTUAL BUDGET ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
REVENUES 0 0 0 3,319,955 3,618,731 3,944,397 4,299,372 4,686,295
EXPENDITURES 0 0 0 2,685,179 2,886,642 3,103,421 3,336,700 3,587,752
EXCESS OF REVENUES OVER (UNDER) EXPENDITURES 0 0 0 634,776 732,089 840,975 962,672 1,098,542
OTHER FINANCING SOURCES: 0 0 0 0 0 0 0 0
NET TOTAL OTHER FINANCING SOURES (USES) 0 0 0 0 0 0 0 0
NET INCREAE (DECREASE) IN FUND BALANCES 0 0 0 634,776 732,089 840,975 962,672 1,098,542
WORKING FUND BALANCE BEGINNING OF FISCAL YEAR 0 0 0 0 634,776 1,366,865 2,207,841 3,170,512
WORKING FUND BALANCE END OF FISCAL YEAR 0 0 0 634,776 1,366,865 2,207,841 3,170,512 4,269,055 STATEMENT OF REVENUES AND FIVE-YEAR BUDGET PROJECTIONS STATEMENT OF REVENUES and OTHER FINANCING SOURCES HEALTH INSURANCE REIMBURSEMENT FUND FUND NO. 79 EST. ACCT. NO.ACCOUNT TITLE ACTUAL AUTH. ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 USE OF MONEY & PROPERTY 37906-101 Interest Earned-Checking/Savings 0 0 0 100 101 102 103 104 37906-401 Interest Earned - Investments 0 0 0 150 152 153 155 156 37906-900 Miscellaneous 0 0 0 0 0 0 0 0 0 0 0 250 253 255 258 260
CONTRIBUTIONS/ASSESSMENTS 37911-001 City Contributions-General Fund 0 0 0 1,981,121 2,159,422 2,353,770 2,565,609 2,796,514 37911-010 Employee Contributions 0 0 0 375,425 409,213 446,042 486,186 529,943 37911-017 City Contributions-Child Care Fund 0 0 0 303,868 331,216 361,026 393,518 428,934 37911-020 Retiree Contributions 0 0 0 169,005 184,215 200,795 218,866 238,564 37911-025 Disabled Retiree - City Contributions 0 0 0 406,392 442,967 482,834 526,289 573,655 37911-070 City Contributions-W&S Operating Fund 0 0 0 7,420 8,088 8,816 9,609 10,474 37911-071 City Contributions-Parking Oper. Fund 0 0 0 44,272 48,256 52,600 57,334 62,494 37911-072 City Contributions-Solid Waste Mgmt. Fund 0 0 0 32,202 35,100 38,259 41,703 45,456 37911-073 City Contributions-Rental Prop. Fund 0 0 0 0 0 0 0 0 0 0 0 3,319,705 3,618,478 3,944,142 4,299,114 4,686,035
TOTAL SELF INSURANCE FUND 0 0 0 3,319,955 3,618,731 3,944,397 4,299,372 4,686,295 FIVE-YEAR BUDGET RPOJECTIONS STATEMENT OF EXPENDITURES and OTHER FINANCING USES HEALTH INSURANCE REIMBURSEMENT FUND FUND NO. 79 EST. ACCT. NO.ACCOUNT TITLE ACTUAL AUTH. ACTUAL BUDGET PROJ. PROJ. PROJ. PROJ. FY 2011 FY 2012 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 47900 GROUP HEALTH INSURANCE Direct Operating Charges & Services 0 0 0 2,010,179 2,150,892 2,301,454 2,462,556 2,634,935 Non-Operating Charges 0 0 0 675,000 735,750 801,968 874,145 952,818 Funding Source Transfers 0 0 0 0 0 0 0 0
TOTAL SELF INSURANCE FUND 0 0 0 2,685,179 2,886,642 3,103,421 3,336,700 3,587,752 GLOSSARY OF TERMS
The Glossary is provided to assist the reader in understanding specialized and technical terminology contained in the Annual Budget that is unique to public finance and budgeting.
Cool Spoons opened in March of 2012 offering a variety of flavors and toppings in a relaxed, friendly environment. The shop is self-serve and charges 45 cents per ounce; has free Wi-Fi and is bright, airy and friendly to all ages. They have 18 flavors, with over 100 toppings. Those who have a restricted diet or food allergy need not avoid treating themselves. All but one of the 18 varieties is gluten-free, and the shop also offers non-fat, low-fat and reduced-fat varieties. Signs above the yogurt machines tell the customer what ingredients are in the frozen yogurt for allergy purposes.
GLOSSARY OF TERMS
A______
ABATEMENT - A complete or partial bonds at their maturity or call date, to pay cancellation of a levy imposed by a interest on the bonds being refunded, or to government. Abatements usually apply to pay interest on the advance refunding bonds. tax levies, special assessments and service charges. AGENCY FUND - A fund normally used to account for assets held by a government as ACCOUNTING SYSTEM - The methods an agent for individuals, private and records established to identify, organizations or other governments and/or assemble, analyze, classify, record and other funds. The agency fund also is used to report a government's transactions and to report the assets and liabilities of Internal maintain accountability for the related assets Revenue Code, Section 457, deferred and liabilities. compensation plans.
ACCOUNTS PAYABLE - A short-term AMORTIZATION - (1) The portion of the liability account reflecting amounts owed to cost of a limited-life or intangible asset private persons or organizations for goods charged as an expense during a particular and services received by a government. period. (2) The reduction of debt by regular payments of principal and interest sufficient ACCOUNTS RECEIVABLE - An asset to retire the debt by maturity. account reflecting amounts due from private persons or organizations for goods and APPROPRIATION - An authorization services furnished by a government (but not made by City Council which permits the including amounts due from other funds or City to incur obligations and to make other governments). expenditures of resources. The City of Carbondale adopts a Budget in lieu of an ACCRUAL ACCOUNTING - A basis of Appropriation. accounting in which debits and credits are recorded at the time they are incurred, as ARBITRAGE - Classically, the opposed to when cash is actually received or simultaneous purchase and sale of the same spent. For example in accrual accounting, a or an equivalent security in order to profit revenue which was earned between April 1 from price discrepancies. In government and April 30, but for which payment was not finance, the most common occurrence of received until May 10, is recorded as of arbitrage involves the investment of the April 30 rather than on May 10. proceeds from the sale of tax-exempt securities in a taxable money market AD VALOREM TAX - A tax based on instrument that yields a higher rate, resulting value (e.g., a property tax). in interest revenue in excess of interest costs. ADVANCE REFUNDING BONDS - Bonds issued to refinance an outstanding ASSESSED VALUATION - A value that bond issue before the date the outstanding is established for real or personal property bonds become due or callable. Proceeds of for use as a basis for levying property taxes. the advance refunding bonds are deposited The property values are established by the in escrow with a fiduciary, invested in U.S. Carbondale Township Assessor. Treasury Bonds or other authorized securities and used to redeem the underlying GLOSSARY OF TERMS
ASSET - A probable future economic BOND - A written promise to pay a sum of benefit obtained or controlled by a particular money on a specific date at a specific time. entity as a result of past transactions or The interest payments and the repayment of events. the principal are detailed in a Bond Ordi- nance. The most common types of bonds are AUDIT - A comprehensive investigation of general obligation and revenue bonds. These the manner in which the government's are most frequently used for construction of resources were actually utilized. A financial large capital projects, such as buildings, audit is a review of the accounting system streets, and water and sewer systems. and financial information to determine how government funds were spent and whether BUDGET - A financial plan containing an expenditures were in compliance with the estimate of proposed expenditures for a Budget Ordinance. A performance audit specified period of time (fiscal year) and the consists of a review of how well the govern- proposed means of financing them. ment met its stated goals. BUDGET ADJUSTMENT - A legal proce- dure utilized by the City staff and City B______Council to revise the Budget document. This can be done at any time during the BALANCED BUDGET - When total fiscal year. expenditures and other financing uses are equal to total revenues and other financing BUDGET CALENDAR - The schedule of sources. key dates or milestones which the City Departments follow in the preparation, BALANCE SHEET - A financial statement adoption and administration of the budget. that discloses the assets, liabilities, reserves and equity balances of a fund as of a specific BUDGET DOCUMENT - The instrument date. used by the budget-making authority to pre- sent a comprehensive financial program to BASIS OF ACCOUNTING - A term used the City Council. to refer to when revenues, expenditures, expenses, and transfers - and the related BUDGET MESSAGE - The opening assets and liabilities - are recognized in the section of the Budget which provides the accounts and reported in the financial City Council and the public with a general statements. Specifically, it relates to the summary of the most important aspects of timing of the measurements made, the budget, changes from the current and regardless of the nature of the measurement, previous fiscal years, and the views and on either the cash or the accrual method. recommendations of the City Manager.
BASIS POINT - Equal to 1/100 of one BUDGETARY CONTROL - The control percent. If interest rates rise from 7.50 or management of a governmental unit or percent to 7.75 percent, the difference is enterprise in accordance with an approved referred to as an increase of 25 basis points. budget for the purpose of keeping expenditures within the limitations of available appropriations and available revenues.
GLOSSARY OF TERMS
C______CASH MANAGEMENT - The manage- CDAP - Community Development ment of cash necessary to pay for govern- Assistance Program ment services while investing temporary cash excesses in order to earn interest CALLABLE BOND - A type of bond with revenue. Cash management refers to the a feature that permits the issuer to pay the activities of forecasting the inflows and out- obligation before the stated maturity date by flows of cash, mobilizing cash to improve its giving notice of redemption in a manner availability for investment, establishing and specified in the bond contract. maintaining banking relationships, and investing funds in order to achieve the COMMUNITY INVESTMENT highest interest and return available for PROGRAM - A plan for capital temporary cash balances. Expenditures to be incurred each year over a fixed period of years to meet capital needs CERTIFICATE OF ACHIEVEMENT arising from long-term work programs. FOR EXCELLENCE IN FINANCIAL REPORTING PROGRAM - A voluntary COMMUNITY INVESTMENT program administered by the GFOA to PROGRAM BUDGET - Separate from the encourage governments to publish operating budget, items in the Community efficiently organized and easily readable Investment Program (CIP) are usually CAFRs/ CUFRs and to provide technical construction projects designed to improve assistance and peer recognition to the the value of the governmental assets. finance officers preparing them. Examples of capital improvements projects include new roads, sewer lines, buildings, CEDE - To surrender officially or formally; recreational facilities and large scale to yield or grant remodeling. CIP project summaries are included in this document under COMPREHENSIVE ANNUAL Supplemental Data. FINANCIAL REPORT (CAFR) - The official annual report of a government. It CAPITAL OUTLAY - Buildings and struc- includes (a) the five combined financial tures, land, improvements, or items of statements in the combined statements equipment whose use life generally exceeds overview and their related notes (the one year and are not classified as “liftable” GPFS) and (b) combining expendable. statements by fund type and individual fund and account group financial statements COMMUNITY INVESTMENT FUND - prepared in conformity with GAAP and A Fund created to account for financial organized into a financial reporting pyramid. resources to be used for the acquisition or It also includes supporting schedules construction of major capital facilities other necessary to demonstrate compliance with than those financed by proprietary and trust finance-related legal and contractual funds. provisions, required supplementary information, extensive introductory material CASH ACCOUNTING - A basis of ac- and a detailed statistical section. Every counting in which transactions are recorded government reporting entity should prepare when cash is either received or expended for a CAFR. goods and services.
GLOSSARY OF TERMS
CONTINGENCY - A budgetary reserve set DEPARTMENT - A major administrative aside for emergencies or unforeseen group which indicates overall management expenditures. responsibility for an operation or a group of related operations within a functional area. CONTINGENT LIABILITY - Items that may become liabilities as a result of DEPRECIATION - The process of conditions undetermined at a given date, estimating and recording the lost usefulness, such as guarantees, pending lawsuits, expired useful life or diminution of service judgments under appeal, unsettled disputed from a fixed asset that cannot or will not be claims, unfilled purchase orders and restored by repair and will be replaced. The uncompleted contracts. Contingent liabilities cost of the fixed asset's lost usefulness is the should be disclosed within the financial depreciation or the cost to reserve in order to statements (including the notes) when there replace the item at the end of its useful life. is a reasonable possibility a loss may have been incurred. Guarantees, however, should DIRECT LABOR - The cost of hours be disclosed even though the possibility of worked applied to a program function or loss may be remote. statistic exclusive of paid benefits such as holidays, sick leave, funeral leave, CURRENT TAXES - Taxes that are levied vacations, etc. and become due within one year. DISBURSEMENT - Payment for goods and services in cash or by check. D______DIVISION - A group which is comprised of DEBT RATIOS - Comparative statistics a specific operation within a functional area. illustrating the relation between the issuer's City Departments may contain one or more outstanding debt and such factors as its tax Divisions. base, income or population. These ratios often are used as part of the process of determining the credit rating of an issue, E______especially with general obligation bonds. ENCUMBRANCE - The commitment of DEBT SERVICE FUND - A fund budgeted funds to purchase an item or established to account for the accumulation service. To encumber funds means to set of resources for and the payment of general aside or commit funds for future long-term debt principal and interest. expenditures.
DEFEASED BONDS - Bonds that have ENTERPRISE FUND - A Fund established been issued but, due to some action, the to account for operations financed and proceeds are not used as planned. The operated in a manner similar to private proceeds are then used to establish an business enterprises. The costs, including Escrow Trustee to pay off the principal and depreciation, of providing goods or services interest on the issued bonds. to the general public on a continuing basis are financed or recovered primarily through DELINQUENT TAXES - Taxes that user charges. Enterprise Funds are included remain unpaid on and after the date on in the Proprietary Fund Types. which a penalty for nonpayment is attached.
GLOSSARY OF TERMS
ENTITLEMENT - The amount of payment results of its operations. The City of to which a state or local government is Carbondale has specified May 1 through entitled pursuant to an allocation formula April 30 as its fiscal year. contained in applicable statutes. FIXED ASSETS - Assets of long-term EQUITY ACCOUNTS - Those accounts character which are intended to continue to presenting the difference between assets and be held or used, such as land, buildings, liabilities of the fund. machinery, furniture and other equipment.
ESTIMATED ACTUAL REVENUE - FORMAL BUDGETARY The amount of projected revenue to be INTEGRATION - The management collected during the fiscal year. control technique through which the annual operating budget is recorded in the general EXPENDABLE TRUST FUND - A trust ledger through the use of budgetary fund whose resources, including both accounts. It is intended to facilitate control principal and earnings, may be expended. over revenues and expenditures during the Expendable trust funds are accounted for in year. essentially the same manner as governmental funds. FTE - Full Time Equivalent - Used in relation to employees, the number of EXPENDITURE - The outflow of funds employee hours worked to equal one full- paid or to be paid for an asset obtained or time employee, i.e. for FY 2011, one FTE is goods and services obtained regardless of equal to 2,080 hours. when the expense is actually paid and applies to all funds. Note that an FULL FAITH AND CREDIT - A pledge encumbrance is not a expenditure but of the general taxing power for the payment reserves funds to be expended. of debt obligations. Bonds carrying such pledges are referred to as general obligation EXPENSES - Charges incurred, whether bonds or full-faith-and-credit bonds. paid immediately or unpaid, for operation, maintenance, interest and other charges. FUNCTION - A group of related activities aimed at accomplishing a major service or program for which a government is respon- F______sible.
FUND - A fiscal and accounting entity with FHWA - Federal Highway Administration a self-balancing set of accounts in which cash and other financial resources, all FIDUCIARY FUND TYPE - The trust and related liabilities and residual equities, or agency funds used to account for assets held balances, and changes therein, are recorded by a government unit in a trustee capacity or and segregated to carry on specific activities as an agent for individuals, private or attain certain objectives in accordance organizations, other government units and/or with special regulations, restrictions or other funds. limitation.
FISCAL YEAR - A 12-month period to FUND BALANCE - The difference which the annual operating budget applies between fund assets and fund liabilities of and at the end of which a government governmental and similar trust funds. determines its financial position and the
GLOSSARY OF TERMS
FUND BALANCE-RESERVED FOR The primary authoritative body on the DEBT SERVICE - An account used to application of GAAP to state and local segregate a portion of fund balance for governments is the GASB. resources legally restricted to the payment of general long-term debt principal and interest GOALS, OBJECTIVES AND maturing in future years. STRATEGIES - Goals are the ends that an organization wants to attain. Goals may be the aim that an organization wants to attain G______or maintain that supports an organizations policies or mission. Objectives are the GENERAL FUND - The fund that accounts specific methods sought in a period of time for most of the financial resources of the that accomplish or maintain a goal. City government. General Fund revenues Strategies are the detailed actions made in include property taxes, licenses and permits, order to accomplish an objective. local taxes, and other types of revenue. This fund includes most basic operating services, GOVERNMENTAL ACCOUNTING such as police, fire, finance, public works, STANDARDS BOARD (GASB) - The general administration, and development authoritative accounting and financial services. reporting standard-setting body for government entities. GENERAL LEDGER - A record containing the accounts needed to reflect the GOVERNMENTAL FUND TYPES - financial position and the results of Funds used to account for the acquisition, operations of a government. In double-entry use and balances of expendable financial bookkeeping, the debits and credits in the resources and the related current liabilities, general ledger are equal (i.e., the debit except those accounted for in proprietary balances equal the credit balances). and fiduciary funds. In Carbondale, the General, Special Revenue, Debt Service, and GENERAL OBLIGATION BONDS - Capital Project Funds are all Governmental Bonds which finance a variety of public Fund Types. projects, such as streets, buildings, and GRANT - A contribution by a government improvements. The repayment of these or other organization to be used or expended bonds is usually made from the Debt Service for a specific purpose and may be classified Fund and is backed by the full faith and as categorical or block, depending upon the credit of the issuing government. amount of discretion allowed the grantee.
GENERALLY ACCEPTED ACCOUNTING PRINCIPALS (GAAP) - I______Uniform minimum standards and guidelines for financial accounting and reporting. They IMPACT FEES - Fees charged to govern the form and content of the financial developers to cover, in whole or in part, the statements of an entity. GAAP encompass anticipated cost of improvements that will the conventions, rules and procedures be necessary as a result of the development necessary to define accepted accounting (e.g., parks, sidewalks). practice at a particular time. They include not only broad guidelines of general INTERFUND RECEIVABLE/PAYABLE application, but also detailed practices and - Short-term loans made by one fund to procedures. GAAP provide a standard by another, or the current portion of an advance which to measure financial presentations. to or from another fund.
GLOSSARY OF TERMS
INTERFUND TRANSFERS - Equity transferred from one fund to another. J______
INTERGOVERNMENTAL REVENUE - JUDGMENT - An amount to be paid or Revenue from other governments in the collected by a government as the result of a form of grants, entitlements, shared rev- court decision including a condemnation enues or payments in lieu of taxes. award in payment for private property taken for public use. INTERIM FINANCIAL STATEMENTS - Financial statements prepared as of a date or for a period during the fiscal year and L______including only financial transactions during the current year to date. LEASE-PURCHASE AGREEMENTS -
Contractual agreements that are termed INTERNAL CONTROL STRUCTURE - leases but that in substance are purchase Policies and procedures established to contracts. provide reasonable assurance that specific government objectives will be achieved. LEVY - To impose taxes, special assessments, or service charges for the INTERNAL SERVICE FUND - A fund support of City activities. used to account for the financing of goods or services provided by one department or LIABILITIES - Probable future sacrifices agency to other departments or agencies of a of economic benefits, arising from present government. The Internal Service Fund is obligations of a particular entity to transfer included in the Proprietary Fund Types. assets or provide services to other entities in the future as a result of past transactions or INTRAFUND TRANSFERS - Equity events. transferred to another account from within the same fund. LINE ITEM BUDGET - A budget that lists INVENTORY - (1) A detailed list showing each expenditure category separately, such quantities, descriptions and values of as wages, travel., utilities, etc.., along with property and, frequently, units of measure the dollar amount budgeted for each specific and unit prices. (2) An asset account category. reflecting the cost of goods held for resale or for use in operations. LONG-TERM DEBT - Debt with a maturity of more than one year after the date INVESTMENTS - Securities and real of issuance estate held for the production of revenue in the form of interest, dividends, rentals, or M______lease payments. Not included are fixed assets used in governmental operations. MODIFIED ACCRUAL ACCOUNTING
- A basis of accounting in which INVOICE - A bill requesting payment for expenditures are recognized when the goods or services by a vendor or other related fund liability is incurred, but governmental unit. revenues are accounted for on a cash basis. This accounting technique is a combination of cash and accrual accounting, since expenditures are immediately incurred as a
GLOSSARY OF TERMS liability while revenues are not recorded acquisition, spending and service delivery until then are actually received or available activities of a government are controlled. and measurable. This type of accounting The use of annual operating budgets is basis is a conservative financial approach usually required by law. Even when not and is recommended as the standard for required by law, however, annual operating most governmental funds. budgets are essential to sound financial management and should be adopted by MORTGAGE BONDS - Bonds secured by every government. a mortgage against specified properties of a government, usually its public utilities or OPERATING TRANSFERS - All inter- other enterprises. If primarily payable from fund transfers other than residual equity enterprise revenues, they also are classed as transfers (e.g., legally authorized transfers revenue bonds, from a fund receiving revenue to the fund through which the resources are to be expended). N______ORDINANCE - A formal legislative enact- NET BONDED DEBT - Gross bonded debt ment by the City Council, barring conflict less any cash or other assets available and with higher law, having the full force and earmarked for its retirement and less all self- effect of law within the City. supporting debt (e.g., revenue bonds). OTHER FINANCING SOURCES - NET INTEREST COST - A method used Governmental fund general long-term debt to calculate a bond issuer's interest cost. The proceeds and operating transfers-in from net interest cost (NIC) does not take into other funds of the same government unit account the time value of money. The NIC which are classified separately from is equal to the total interest payments plus revenues. discount (or minus premium), divided by the number of bond years. OTHER FINANCING USES - Govern- mental fund operating transfers-out to other funds of the same government unit which O______are classified separately from expenditures.
O & M - Operating and Maintenance OVERHEAD - Salary and wages paid other than direct labor, including holidays, sick OBJECT CODE - An expenditure leave, funeral leave, vacations and expenses category, such as wages, communications, for all other line item accounts. and office supplies, relating to the types of items or services purchased. P______OBJECTIVES - see "Goals, Objectives and Strategies". PAR VALUE - In the case of bonds, the amount of principal that must be paid at OPERATING BUDGET - Plans of current maturity. Par value is referred to as the face expenditures and the proposed means of value of the security. financing them. The annual operating budget (or, in the case of some state governments, PAYING AGENT - An entity responsible the biennial operating budget) is the primary for paying of bond principal and interest on means by which most of the financing, behalf of the government.
GLOSSARY OF TERMS
PER CAPITA DEBT - The amount of a REFUNDING BONDS - Bonds issued to governments debt divided by its population. retire bonds already outstanding. The refun- Per capita debt is used to indicate the ding bonds may be used to provide the government's credit pocyton by reference to resources for redeeming outstanding bonds, the proportionate debt borne per resident. or the refunding bonds may be exchanged with the holders of the outstanding bonds. PERFORMANCE BUDGET - A budget that bases expenditures primarily upon REINSURANCE - A transaction in which a measurable performance of activities and reinsurer (assuming enterprise), for a work programs. A performance budget may consideration (premium), assumes all or part also incorporate other bases of expenditure of a risk undertaken originally by another classification, such as character and object insurer (ceding enterprise). However, the class, but these are secondary to activity legal rights of the insured are not affected by performance. the reinsurance transaction, and the insurance enterprise issuing the insurance PLEDGED REVENUES - Funds generated contract remains liable to the insured for from revenues and obligated to debt service payment of policy benefits. or to meet other obligations specified by the bond contract. RESERVE - An account which indicated that a portion of a fund's balance is legally PROPERTY TAX - Tax which is levied on restricted for a specific purpose and is not both real and personal property according to available for general expenditure. that property's valuation and tax rate. RESERVED FUND BALANCE - Those PROPRIETARY FUND TYPES - A group portions of fund balance that are not of funds in which the services provided are appropriable for expenditure or that are financed and operated similarly to those of a legally segregated for a specific future use. private business. Proprietary Fund Types in Carbondale include Enterprise Funds, which RESOLUTION - A special or temporary are established for services such as water order of legislative body; an order of a and sewer, parking facilities, refuse legislative body requiring less legal collection, and rental properties, and Internal formality than an ordinance or statute. Service Funds, established for the Self Insurance Fund. RETAINED EARNINGS - An equity account reflecting the accumulated earning PURCHASE ORDER - A document which of an enterprise or internal service fund. authorizes the purchase and charges of specific merchandise or services from a REVENUE - Funds the government vendor and encumbers the funds to pay for receives as income, excluding "other the merchandise or services. Its main financing sources". Such funds may be tax function is to expedite and control buying by payments, fines, grants or interest income. the City. REVENUE BONDS - Bonds usually sold for constructing a project which will R______produce revenue for the government and whose principal and interest are paid from RATINGS - In the context of bonds, this revenue. normally an evaluation of credit-worthiness performed by an independent rating service. GLOSSARY OF TERMS
REVOLVING FUND - (1) An internal SPECIAL ASSESSMENT - A compulsory service fund. (2) An imprest account levy made against certain properties to accounted for as an asset of a fund. defray part or all of the cost of a specific im- provement or service deemed to primarily RISK MANAGEMENT - An organized benefit those properties. attempt to protect a governments assets against accidental loss in the most SPECIAL REVENUE FUND - A fund economical method. used to account for the proceeds of specific revenue sources (other than expendable trusts or major capital projects) that are S______legally restricted to expenditure for specified purposes. GAAP only require the use of SELF-INSURANCE - A term often used to special revenue funds when legally describe the retention by an entity of a risk mandated. of loss arising out of ownership of property or from some other cause, instead of STATEMENT OF REVENUES AND transferring that risk to an independent third EXPENDITURES - The financial party through the purchase of an insurance statement that is the governmental fund and policy. It is sometimes accompanied by the expendable trust fund GAAP operating setting aside of assets to fund any related statement. It presents increases (revenues losses. and other financing sources) and decreases (expenditures and other financing uses) in an SHORT-TERM DEBT - Debt with a entity's net current assets. Statements of maturity of one year or less after the date of changes in equity of governments should be issuance. combined with operating statements into “all-inclusive” operating statement formats. SINGLE AUDIT - An audit performed in accordance with the Single Audit Act of STRATEGIES - see "Goals, Objectives and 1984 and Office of Management and Budget Strategies" (OMB) Circular A-128, Audits of State and Local Governments. The Single Audit Act allows or requires governments (depending T______on the amount of federal assistance received) to have one audit performed to TAX-EXEMPT BONDS - State and local meet the needs of all federal grantor government securities whose interest is agencies. exempt from taxation by the federal government or within the jurisdiction issued. SINKING FUND BONDS - Bonds issued under an agreement requiring the TAX LIENS - Claims governments have government to set aside periodically out of upon properties until the taxes levied against its revenues a sum that, with compound them have been paid. This term is earnings thereon, will be sufficient to sometimes limited to those delinquent taxes redeem the bonds at their stated date of the government has taken legal action to maturity. Sinking fund bonds are usually collect through the filing of liens. term bonds. TAX-RATE LIMIT - The maximum rate at SOURCE OF REVENUE - Revenues are which a government may levy a tax. The classified according to their point of origin. limit may apply to taxes raised for a
GLOSSARY OF TERMS
particular purpose or to taxes imposed for all percentage of the prime rate on certain set purposes and may apply to a single dates). government to a class of governments operating in a particular area. Overall tax- VEBA - A voluntary employee’s rate limits usually restrict levies for all beneficiary association (VEBA) is a tax- purposes and of all governments, state and exempt trust established under§ 501(c)(9) of local, having jurisdiction in a given area. the Internal Revenue Code to fund life, health, disability and other permissible TAX LEVY ORDINANCE - An ordinance benefits. The assets of the VEBA must be by means of which taxes are imposed. set aside and used exclusively for the purpose of providing permissible benefits to TRUST FUNDS - Funds used to account participants in the VEBA. Assets cannot for assets held by a government in a trustee revert to the employer, capacity for individuals, private organizations, other governments and/or other funds W______
WARRANT - An order drawn by the U______legislative body or an officer of a government upon its treasurer, directing the UNAMORTIZED DISCOUNTS ON latter to pay a specified amount to the person BONDS SOLD - A contra-liability account named or to the bearer. It may be payable used to reflect that portion of the face value upon demand, in which case it usually of bonds exceeding the amount received circulates the same as a bank check; or it from their sale (excluding amounts paid for may be payable only out of certain revenues accrued interest) which remains to be when and if received, in which case it does amortized over the remaining life of such not circulate as freely. bonds.
UNDEFEASED - Represents the principal and/or interest remaining of a bond issue that has been defeased. (See DEFEASED BONDS)
UNDERWRITER - In the context of bonds, a dealer who purchases a new issue for resale.
UNENCUMBERED BALANCE - The amount of funds which is neither expended or reserved, but is still available for future purchases.
V______
VARIABLE INTEREST RATE - A rate of interest subject to adjustment (e.g., the rate of interest specified may be a