CITY OF SPRINGFIELD, MO ANNUAL OPERATING BUDGET 2004-2005
MISSION
The people of our community are the only reason we are here. Therefore,
We are committed to
WORKING WITH THE COMMUNITY
to provide ethical and responsible local government so that everyone can enjoy the benefits of living and working in Springfield.
We will achieve this through:
Integrity and Pride of Service
in everything we say and do, and with dedication to quality.
Cooperating and Communication
with one another and with citizens to ensure open government, and open management with no surprises.
Continuous Improvement of Services
through cost-effective utilization of people, materials, equipment and technology.
Leadership and Knowledge
through staff training and development.
Innovation
in how we meet present and future needs of our city.
CITY OF SPRINGFIELD, MISSOURI
ANNUAL OPERATING BUDGET
JULY 1, 2004 - JUNE 30, 2005
PREPARED BY THE DEPARTMENT OF FINANCE
Mary Mannix, Acting Director of Finance Kristine Carlson, Financial Analyst Pamela Hillenburg, Financial Analyst
MUNICIPAL OFFICIALS
MAYOR Thomas J. Carlson CITY COUNCIL Denny Whayne Shelia O. Wright Ralph K. Manley John Wylie Mary Collette Gary Deaver Conrad Griggs Robert (Bob) Jones CITY OFFICIALS Thomas W. Finnie Bob Cumley Howard C. Wright Brenda Cirtin Marc Thornsberry Kevin Gipson Fred Fantauzzi Lynn S. Rowe Dan Whisler Dan Kinney Sheila Maerz Evelyn Honea Fred May Louise Whall Robert D. Hancik Robert E. Simpson Nick Heatherly Todd Thornhill Jerry Berger Becky Jungmann City Manager Assistant City Manager City Attorney City Clerk Director of Public Works Director of Public Health and Welfare Director of Finance Chief of Police Fire Chief Director of Parks and Recreation Director of Human Resources Director of Information Systems Director of Planning and Development Public Information Officer Director of Aviation Director of Workforce Development Director of Building Development Chief Municipal Judge Director of Art Museum Director of Emergency Communications Zone 1 Zone 2 Zone 3 Zone 4 General (A) General (B) General (C) General (D)
July 1, 2004
TO: RE:
The Mayor and Members of City Council 2004/2005 Operating Budget
In accordance with the City Charter, the 2004/2005 operating budget is presented for your consideration. The budget reflects a continuation of the existing level of services to the citizens of Springfield while maintaining the current tax levies. The budget emphasizes the City Council’s commitment to public safety, transportation, center city and economic development/quality of life. These priorities and the budget policies are used to develop a budget that delivers a consistent level of services and allows the City to maintain a stable financial position and equitable tax structure. Springfield has started to experience some recovery from the national recession. Sales tax revenue, the primary revenue source for the City’s general fund increased less than 2% for fiscal year 2002/2003. For the 2003/2004 fiscal year sales tax revenue is expected to increase 3.2%. Growth has been strongest in the last quarter of the fiscal year and this trend is expected to continue in 2004/2005. Sales tax growth for the upcoming fiscal year is projected to be 3%. The local economy is growing at a moderate but steady rate. Some of the local major industries are expanding and the large student population continues to provide a stable base for the economy. Although the revenue estimates for 2004/2005 are more optimistic than last year, increases in the cost of employee benefits have impacted the ability to provide pay plan improvements and fund budget priorities. The largest increase has been in retirement benefits. The City provides a defined benefit program for all full time employees. Because the plans have earned a low rate of return for approximately two years, the City’s contribution has increased $900,000 for the upcoming fiscal year. The City of Springfield like many employers continues to struggle with the increased cost of providing health insurance to employees. The adopted budget reflects an increase of 13% in the City’s contribution. The cost to the general fund of this increase is approximately $350,000 for 2004/2005, as will be noted later in this letter. Revenues to support E-911 are projected to decline $700,000 next year. In summary, the general fund has built-in costs of benefit increases of $800,000, the increase in health insurance costs of $350,000, and the costs of the next step pay system that amount to $500,000. Revenues from sales tax are estimated to increase by $1,000,000, and all other revenue increases are offset by the $700,000 decline in E-911 revenues. The fund balance is projected to have $650,000 over the Council requirement of a 10% reserve. This is
RE: 2004/2005 Operating Budget Page 2 recommended to cover the shortfall. This does not provide for any pay adjustments or new priorities. This Council has agreed to encourage employees to identify operational savings that could be used to fund a mid-year salary adjustment. This is an important need, and we are cautiously optimistic that this will be accomplished. General Operating Budget The general operating budget includes core government services such as public safety, public works, parks and health. Revenue in the general operating budget is expected to increase $1 million or 1.1% over the prior year. Most of this growth is attributed to sales tax, which is projected to increase 3% or $1 million over fiscal year 2003 revenue. Reimbursement for services the City provides for centralized 911 is expected to decline $700,000. Revenue generated from the 911 tax is not sufficient to cover the expense of operating the system. This has become more severe as more people are choosing to use cell phones instead of landlines. Cell phones are not assessed a monthly 911 surcharge. Fee revenue and property tax revenue has remained stable with an increase of approximately 2%. This has offset the decline in 911 revenue in the general fund. For the past several years most of the excess revenue in the budget was channeled into pay and benefit increases. This was crucial in the City’s ability to recruit and retain high quality employees. I continue to believe it is important to provide pay increases to employees. However, funds are not available for pay increases at this time. I have asked employees to provide suggestions of cost cutting measures that can be implemented. Several good suggestions have already been presented. The suggestions will be reviewed and discussed with employee groups. I hope that I will be able to present a fully funded pay increase for your consideration in December. Other than the required increase in employee benefits, expenditures in the 2004/2005 budget have not increased over the prior year. Excess cash reserves of $650,000 have been used to close the funding gap in the general fund operating budget. Cash reserves are still projected to meet the 10% outlined in the budget policy adopted by City Council. Recommended Funded Priorities Although new funds are not available in the budget for new priorities or expansion of existing programs, several departments have reallocated needs to meet the most critical needs. Approximately $80,000 has been identified to replace computers and to address other critical operating needs. This small amount of funding will provide some of the resources needed for the staff to work efficiently. Public Safety For the last several years we have recognized the need to provide fire protection services to the recently annexed properties in the southeast part of the City. In February 2004, the
RE: 2004/2005 Operating Budget Page 3 citizens approved funding through the level property tax for a fully equipped new fire station in the Blackman Road area. The 2004/2005 budget includes funding for firefighters to staff the new station. The Fire Department has also been working on the IAFC/ICMA accreditation. This effort will continue in 2004/2005; however, no additional funding is needed. Additional funds will be requested in 2006 to complete the process. Four new police officers were recently hired through the COPS grant. The matching funds for these officers are provided from the law enforcement sales tax. Transportation The City has partnered with MODOT to improve traffic signal timing during off peak hours to minimize stops and delays. This important ongoing effort is essential to maximizing the capacity of our joint highway/street system. As major intersection improvements are completed with the 1/8-cent transportation sales tax, traffic signal timing will be adjusted. Public Works is working with City Utilities on a program to replace incandescent signal lamps with LED lamps. This will save energy and lengthen the time between lamp change-outs. In addition, LED lamps enhance the visibility of signal indications for all motorists, especially older drivers. Economic Development/Quality of Life Good urban design is an important element in enhancing the quality of life in Springfield and encouraging infill development. The Planning Department is working with Drury University to develop a community input process to focus on design concepts for neighborhoods and commercial areas. Funding is provided from the level property tax for a contract position for grant writing, reporting and monitoring. This position will enable the City to identify and apply for more grant funding opportunities and monitor major economic development grants after they are awarded. The Park Board budget for 2004/2005 includes the annual operating expense and revenues for the recently completed Doling Family Center and the new exhibits at the Dickerson Park Zoo. The Park Board is continuing to implement the Vision 20/20 five-year strategic plan. This plan is funded by the Parks ¼ cent sales tax. Approximately $3 million is designated for land and development of parks and greenways this fiscal year
RE: 2004/2005 Operating Budget Page 4 Continued Commitment to Existing Programs Funding is provided in the budget to assist community groups with neighborhood clean ups. The funding is used to dispose of bulky items. Building Development Services will continue to devote increased resources to the enforcement of the City’s dangerous building ordinance. This may require additional funding as significant cases are identified. If an additional appropriation is needed, contingency funds are available. Building Development Services has reorganized to provide 2 additional staff positions for code enforcement. The focus of these positions will be on dangerous, blighted and nuisance properties in our neighborhoods and in the Center City area. The City and staff remain committed to using technology to work more efficiently and provide another avenue for services and information to the community. The budget for computer related equipment has been maintained and some additional funding has been identified for replacement of outdated equipment. Unfunded Critical Needs and Other Issues Each department continues to identify future needs as priorities within their budgets. Very few of these are funded. Identifying these priorities as unfunded allows us to begin to get a multiyear perspective on the budgeting process. A number of unidentified needs and unfunded priorities can be funded through the year-end savings plan. This plan allows up to one half of savings by a department at the end of the budget year to be used to fund priorities when the general operating revenues increase by at least 3% and revenues exceed expenditures. We have worked very closely with all departments to ensure the adopted budget reflects the City Council’s priorities; the most critical budget needs and meets the needs of the community. Sincerely,
Thomas W. Finnie City Manager TF/jg
City Government's Organization Chart
Citizens of Springfield
Board of Public Utilities
Mayor and City Council
Advisory Boards
Advisory Boards include Planning and Zoning Commission, Mayor's Commission on Human Rights and others. For a complete list of advisory boards, call 864-1654.
City Clerk City Manager Public Information Office Administrative Boards Airport Board Art Museum Board Park Board Assistant City Manager Service Requests Multimedia Video/TV23 Boards and Commissions Records Management Support Services
Building/Development Services Plan Review/Permits Inspections Zoning/Signage
Emergency Communications Training
Emergency Management City/County Operations & Plans Exervises 911 Project Management LEPC
Fire Operations Technical Services
Finance Accounting/Data Entry Budget/Evaluation Licensing Printship Purchasing
Health City/County Disease Control and Preventive Health Environmental Health
Human Resources Emplement & Compensation Training & Development Employee Assistance Program Payroll & Benefits Safety & Wellness
Information Systems Database Managememt Computer Support Services GIS Mapping Telecommunications Network Administration
Law Civil Prosecutor
Municipal Court Division I Division II
Planning & Development Economic Development Grants and Program Implementation Planning Services Neighborhood Conservation Zoning & Subdivision
Police Investigations Operations Support Services Reserves
Public Works Engineering General Services Sanitary Services Solid Waste Transportation Street Maintenance
Workforce Development Accounting Basic Education Career Development Outreach
Note: All Departments include an administrative section.
DEPARTMENTAL SUMMARIES
AIRPORT The Springfield/Branson Regional Airport is owned by the City of Springfield and managed through a nine-member administrative board. The Board operates the airport as a self-supporting “enterprise function”, operating without tax revenue or general City funds.
ART MUSEUM The Springfield Art Museum is a City agency with a rich heritage of supporting the arts in the Ozarks. It operates under authority of a nine-member board. Incorporated in 1928, the Museum was first operated entirely by volunteers and still relies heavily on community support in a variety of ways.
BUILDING DEVELOPMENT SERVICES The Department of Building Development Services implements and monitors a variety of city, state, and federal codes, and four trades (electrical, plumbing, gas and mechanical). It also offers essential information for businesses, homeowners, landlords, tenants, contractors, and developers.
CITY CLERK The position of City Clerk was created by the Charter of the City of Springfield. The City Clerk serves at the pleasure of the City Council and maintains official records for the City, including minutes, ordinances, resolutions, contracts, and other vital documents.
EMERGENCY COMMUNICATIONS The Emergency Communications Department is committed to efficiently and compassionately answering the public’s call for emergency service response. The Springfield-Greene County Emergency Communications Department serves as the access point for the 9-1-1 caller needing public safety services. Departmental personnel have the direct responsibility for quick relay of requests for fire, police, emergency medical and related services. Calls from the entire county are processed through the communications facility.
FINANCE The Finance Department includes six divisions. The Administration, Budget and Evaluation, and Accounting divisions prepare the City budget, financial audit, and a variety of other reports. The Accounting division is also responsible for payroll and accounts payable. The Printshop does all in-house printing and mailing. The Licensing division issues a variety of licenses and permits that are required to do business, sell to the public, or solicit funds in the City of Springfield. The Purchasing division contracts for goods and services for all departments, boards and agencies in the City of Springfield. Many of these divisions serve as a resource to other departments.
FIRE The Springfield Fire Department provides emergency services in a 75.5-square-mile area from 11 fire stations with a full-time staff of more than 200 dedicated professionals.
HEALTH The Springfield/Greene County Health Department protects the public’s health and encourages citizens to build and maintain healthy lifestyles. The Health Department promotes good health practices and makes every effort to engage the community and focus public attention on issues for educational purposes.
HUMAN RESOURCES The Department of Human Resources of the City of Springfield provides a variety of support services to other departments in the areas of Administration, Employee Relations, Employment and Compensation, Payroll and Benefits, Training and Development, as well as Safety and Wellness.
DEPARTMENTAL SUMMARIES (continued)
INFORMATION SYSTEMS The Department of Information Systems is charged with the task of effectively and efficiently utilizing and maintaining City Information Technology resources and investments; constructing and maintaining an effective communications network capable of supporting our mission; and supporting new acquisitions of hardware and software by City departments through research assistance, team participation, and leadership during implementation.
LAW The Law Department assists the City Council, City Management and All City Departments with matters of municipal law and seeks creative solutions to issues within the confines of the law. The Prosecutor’s Office represents the City in prosecuting violations of City Ordinances.
MUNICIPAL COURT The Springfield Municipal Court is a division of the 31st judicial circuit of Greene County. Municipal Court is committed to providing a forum for the fair and impartial trial for persons accused of violating a Springfield ordinance.
PARKS The Springfield/Greene County Park Board guides the City’s parks, recreation, and sports programs.
PLANNING & DEVELOPMENT The Planning and Development Department primarily provides services related to the physical development of the community. The department works with citizens and other departments to plan for the orderly growth of Springfield in a variety of ways.
POLICE The Springfield Police Department is an accredited law enforcement agency comprised of 321 sworn officers and 80 civilian employees. The department is organized into four divisions: Services, Operations, Criminal Investigations, and Administration.
PUBLIC INFORMATION OFFICE The Public Information Office provides information to the general public and local media, and serves as a resource to the community. The Public Information Office also works with City departments to plan special events, release daily news, develop brochures, videos, and other informational materials about City government.
PUBLIC WORKS The Public Works Department is the largest department in Springfield’s City government, encompassing seven divisions. These divisions are Administration, Street Maintenance, Traffic Engineering, Sanitary Services, Solid Waste Management, Engineering, and General Services. Each division is responsible for several different services.
WORKFORCE DEVELOPMENT The City of Springfield’s Department of Workforce Development works in partnership with business, labor, education, community groups, and government working to bring quality educational, training, and employment opportunities to unemployed, often unskilled workers.
BUDGET SUMMARY
Aerial view of center city Springfield, Missouri - Summer 2001
City of Springfield, Missouri
2004-2005 Annual Operating Budget
A GUIDE TO USING THIS DOCUMENT
Budget Highlights
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An overview of the Total Operating Budget compared to the previously adopted budget is presented on page 19. The summary by fund group for revenues, appropriations, debt service, and full-time equivalents are located on pages 22 to35. The Budget Policies adopted by City Council are located on page 39. An overview of the General Operating Budget compared to the previously adopted General Operating Budget is printed on pages 40 & 41. This section includes an action plan for the community. The City=s performance measurements and benchmarks with other communities or industry standards are included in the Performance Summaries section.
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Departmental Summaries, Priorities, Organizational Charts and Mission Statements
This section of the document beginning on page 95 contains information for each department as follows:
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Expenditures and appropriations for the fiscal years 2003 – 2006 Human Resources, including new positions approved for funding The department’s three year critical service needs, ranked in priority order and identified as funded or unfunded The department’s organizational chart, presented to aid the user in better understanding some of the specific functions performed within each department The department’s mission statements
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City of Springfield, Missouri
2004-2005 Annual Operating Budget
A GUIDE TO USING THIS DOCUMENT
At the end of each department’s priority statements, a cost summary is shown reflecting:
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The cost of priorities which have been approved for funding in 2004-2005 The continuing impact on future budgets of funding these priorities Unfunded priorities moved into either fiscal years 2005-2006 or 2006-2007. These priorities will be updated and reevaluated as part of next year’s budget process.
In the document, you may notice the terms “transfers” and “reserves”.
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Transfers are made between funds, and can be either:
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Operating, to cover normal operating items such as matching requirements for grant awards For debt service, to cover the debt requirements outlined in this document
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Reserves:
• • •
Reflect the balancing of available resources with appropriations Can be either positive or negative amounts Can result from a number of items, which reflect:
♦ ♦ ♦
additions or reductions to fund balance resources received from the issuance of debt restriction of resources for future allocation
ALL FUND GROUPS
The City=s operations are classified into fund groups for budget purposes. These fund groups are classified as general operating, grant & special revenue, capital projects, debt service, enterprise and internal service.
City of Springfield, Missouri - 2004-2005 Annual Operating Budget
2003-2004 OPERATING BUDGET RESOURCES - $211,595,000 All Fund Groups
$34,598 Intergovern mental 16.3% $8,940 Transfers 4.2% $17,351 Other Resources 8.2% $5,937 Licenses and Fines 2.8% $46,253 Charges and Fees 21.9% $11,562 Property Taxes 5.5% $18,202 Other Taxes 8.6% $68,752 Sales and Use Taxes 32.5%
2004-2005 OPERATING BUDGET RESOURCES - $219,534,000 All Fund Groups
$40,145 Intergovern mental 18.3%
$14,302 Transfers 6.5% $10,250 Other Resources 4.7% $6,599 Licenses and Fines 3.0%
$68,806 Sales and Use Taxes 31.3%
$12,996 Property Taxes 5.9% $47,522 Charges and Fees 21.7% $18,914 Other Taxes 8.6%
All amounts are expressed in thousands. Intrafund transfers have been eliminated.
City of Springfield, Missouri - 2004-2005 Annual Operating Budget
2003-2004 OPERATING BUDGET APPROPRIATIONS - $211,595,000 All Fund Groups
$85,497 General Operating 40.4%
2004-2005 OPERATING BUDGET APPROPRIATIONS - $219,534,000 All Fund Groups
$86,431 General Operating 39.4%
$9,282 Grants 4.4%
$25,917 Special Revenue 12.3%
$10,944 Grants 4.9%
$25,809 Special Revenue 11.8%
$3,883 Internal Service 1.8%
$51,317 Enterprise 24.3%
$15,318 Capital Projects 7.2% $20,381 Debt Service 9.6%
$4,020 Internal Service 1.8%
$14,990 Capital Projects 6.8% $54,174 Enterprise 24.7% $23.166 Debt Service 10.6%
All amounts are expressed in thousands. Intrafund transfers have been eliminated.
TOTAL OPERATING BUDGET ALL FUNDS
2004-2005 Adopted 2003-2004 Adopted Increase 3.75% $219,535,000 $211,595,000 $ 7,940,000
< Maintains current property tax levy < No tax increases < Continuation of commitment to Public Safety < Emphasis on addressing Traffic/Transportation Issues < Incorporates budget policies and guidelines
REVENUES
SCHEDULE OF PROJECTED 2005 REVENUES COMPARED TO ADOPTED 2004 AND ACTUAL 2003 TOTALS
CITY OF SPRINGFIELD CITY CHARTER SECTION 5.8 (1)
The budget shall provide: An itemized statement of estimated revenues from all sources for the year which the budget is to cover, together with a comparative statement of revenues for the last completed fiscal year and the year in progress.
2004-2005 Annual Operating Budget SCHEDULE OF ACTUAL AND PROJECTED REVENUES ALL FUND TYPES
General Fund TAXES Sales (General) Sales (Capital Improvement) Sales (Law Enforcement) Sales (Transportation) Sales (Parks) Use Property In Lieu of Tax Payments Gross Receipts Cigarette Room Tourism LICENSES AND FINES Occupational Licenses Permits Fines and Forfeitures Court Costs CHARGES AND FEES Charges for Services User Fees Aviation Fuel Sales Sales of Goods Rentals INTERGOVERNMENTAL Gasoline Taxes State of Missouri Greene County Grants Airport Community Development Workforce Development Public Works Improvements WIC Program Police Other $ 35,844,000 2,000,000 9,710,000 3,215,000 950,000 70,000 51,789,000 3,000,000 1,131,000 1,775,000 661,000 6,567,000 707,400 27,000 20,000 754,400 3,095,000 3,095,000 Interest on Investments Special Assessment Tax Bills Interest on Tax Bills Bond and Loan Proceeds Other Sources Other Miscellaneous Revenues REVENUES BEFORE TRANSFERS TRANSFERS LESS ELIMINATIONS TRANSFERS FROM OTHER FUNDS TOTAL REVENUES 450,000 650,000 149,000 1,249,000 63,454,400 1,635,940 1,635,940 $ 65,090,340 $
Public Parks 3,942,233 3,942,233 3,174,400 210,000 59,890 3,444,290 197,847 197,847 7,584,370 2,715,037 (1,692,686) 1,022,351 $ 10,299,407 $
Public Health Services 2,362,927 2,362,927 680,000 680,000 366,000 782,750 1,148,750 29,600 29,600 4,221,277 1,439,246 (1,439,246) $ 4,221,277
Transportation Fund $ 1,800,000 1,800,000 20,400 20,400 417,000 417,000 4,375,000 1,900,000 6,275,000 8,512,400 987,600 (987,600) $ 8,512,400
Total Operating Funds $ 35,844,000 3,800,000 6,305,160 9,710,000 3,215,000 950,000 70,000 59,894,160 3,000,000 1,151,400 1,775,000 661,000 6,587,400 1,804,400 3,174,400 237,000 79,890 5,295,690 4,375,000 2,266,000 3,877,750 10,518,750 450,000 650,000 376,447 1,476,447 83,772,447 6,777,823 (4,119,532) 2,658,291 $ 86,430,738 $
Special Revenue Funds 6,300,000 9,422,471 1,008,801 54,000 565,000 1,436,000 2,663,864 21,450,136 763,246 760,435 20,880 1,000 1,545,561 1,325,000 100,000 1,425,000 219,000 57,694 1,111,896 1,388,590 25,809,287 $ 25,809,287
2004-2005 Annual Operating Budget
Grant Funds $ 1,776,885 4,757,644 2,939,253 591,806 812,169 10,877,757 10,877,757 66,667 66,667 $ 10,944,424 $
Capital Projects Funds 8,960,000 4,480,000 13,440,000 30,000 1,520,000 1,550,000 14,990,000 $ 14,990,000 $
Debt Service Funds 5,681,830 5,681,830 5,000,000 286,116 5,286,116 365,216 650,000 749,991 1,765,207 12,733,153 10,797,670 (365,320) 10,432,350 $ 23,165,503 $
Enterprise Funds 250,000 250,000 10,000 10,000 24,301,260 7,465,400 2,241,000 909,300 2,936,074 37,853,034 12,037,000 12,037,000 3,619,000 225,000 127,500 3,971,500 54,121,534 16,266,838 (16,214,588) 52,250 $ 54,173,784 $
Internal Service Funds 1,500 1,500 2,828,125 2,828,125 90,000 8,500 98,500 2,928,125 1,092,729 1,092,729 $ 4,020,854 $ $
Adopted 2004-2005 Total 35,844,000 8,960,000 6,300,000 4,480,000 9,422,471 3,800,000 12,995,791 10,014,000 3,780,000 950,000 1,506,000 2,663,864 100,716,126 3,001,500 1,161,400 1,775,000 661,000 6,598,900 29,697,031 11,400,235 2,241,000 1,167,180 3,016,964 47,522,410 4,375,000 9,042,885 5,488,866 12,037,000 4,757,644 2,939,253 591,806 812,169 100,000 40,144,623 4,683,216 650,000 1,022,694 3,894,334 10,250,244 205,232,303 35,001,727 (20,699,440) 14,302,287 $ 219,534,590
Adopted 2003-2004 Total $34,800,000 8,700,000 6,283,000 4,350,000 9,148,030 3,275,000 11,562,021 10,040,000 4,075,000 950,000 1,185,500 1,952,210 $96,320,761 2,821,500 1,160,243 1,275,000 680,500 5,937,243 31,654,866 10,630,807 2,030,000 1,113,900 3,018,887 48,448,460 4,165,000 7,365,200 5,755,179 9,400,000 2,856,221 1,660,197 584,039 478,657 2,333,554 34,598,047 5,180,812 1,000,000 50,000 2,873,715 8,225,744 17,330,271 202,634,782 8,959,970 8,959,970 $ 211,594,752 $
Actual 2002-2003 Total 33,443,904 8,125,244 6,130,481 4,061,289 7,137,586 3,026,350 12,836,723 8,980,844 3,704,470 940,611 1,158,735 1,448,680 90,994,917 2,751,578 1,120,284 1,594,661 705,743 6,172,266 29,614,833 8,822,175 2,073,044 1,148,845 2,965,899 44,624,796 6,038,002 6,692,779 4,015,810 7,900,643 2,746,500 3,074,971 1,609,922 475,019 923,170 1,798,357 35,275,173 6,616,289 1,407,762 185,502 104,098,787 3,951,590 116,259,930 293,327,082 1,148,874 $ 294,475,956 $
Projected 2005-2006 Total 36,919,320 9,228,800 6,489,000 4,614,400 9,705,145 3,914,000 13,385,665 10,314,420 3,893,400 978,500 1,551,180 2,743,780 103,737,610 3,091,545 1,196,242 1,828,250 680,830 6,796,867 30,587,942 11,742,242 2,308,230 1,202,195 3,107,473 48,948,082 4,506,250 9,314,172 5,653,532 12,398,110 4,900,373 3,027,431 609,560 836,534 103,000 41,348,962 4,823,712 669,500 1,053,375 4,011,164.02 10,557,751 211,389,272 36,051,779 (21,320,423) 14,731,356 $ 226,120,628
APPROPRIATIONS
SUMMARY OF EXPENDITURES AND APPROPRIATIONS ALL FUND TYPES
CITY OF SPRINGFIELD CITY CHARTER SECTION 5.8 (2)
The budget shall provide: An itemized statement of proposed expenditures recommended by the City Manager for each office, department or agency for the year which the budget is to cover, together with a comparative statement of expenditures for the last completed fiscal year and the year in progress.
City of Springfield, Missouri
2004-2005 Annual Operating Budget
SUMMARY OF EXPENDITURES AND APPROPRIATIONS ALL FUND TYPES
23,888,253.00 2002-2003 Actual GENERAL OPERATING FUNDS Building Development Services City Attorney City Clerk City Manager Emergency Communications Finance Fire Human Resources Information Systems Mayor and City Council Municipal Court Non-Departmental Planning and Development Police Public Health Services Public Information Office Public Parks Public Works Public Works - Transportation TOTAL GENERAL OPERATING FUNDS SPECIAL REVENUE FUNDS Art Museum Convention and Visitors Bureau Hotel/Motel Tax Parks 1/4 Cent Sales Tax Law Enforcement Sales Tax Police Special Revenue Telecable Special Revenue Community Improvement District Road and Bridge Maintenance Fund Miscellaneous Special Revenue TOTAL SPECIAL REVENUE FUNDS GRANT REVENUE FUNDS Workforce Development Community Development WIC Program Other Grants TOTAL GRANT REVENUE FUNDS 3,175,146 1,690,469 331,200 6,987,108 12,183,923 1,660,197 1,702,872 584,039 5,334,910 9,282,018 2,939,253 1,642,053 591,806 5,771,313 10,944,424 3,027,430 1,691,314 609,560 5,944,452 11,272,757 923,682 1,984,683 1,326,852 9,824,274 6,868,003 518,658 525,318 1,257,544 23,229,014 943,788 2,425,000 1,952,210 9,634,857 7,832,663 869,508 664,654 1,320,000 274,751 25,917,431 938,602 2,663,864 1,436,000 9,998,048 6,375,000 941,246 665,000 824,795 1,350,000 616,732 25,809,287 966,760 2,743,780 1,479,080 10,297,989 6,566,250 969,483 684,950 849,539 1,390,500 635,234 26,583,566 $ 1,808,245 1,637,620 272,906 625,782 3,218,345 1,939,996 13,774,588 816,717 2,184,180 68,649 1,356,774 2,228,076 1,449,055 20,832,223 5,347,150 872,051 9,658,907 6,109,755 8,835,803 83,036,822 $ 1,787,974 1,481,436 298,697 685,070 3,527,340 1,990,604 13,832,260 898,433 2,118,655 64,357 1,355,464 3,408,102 1,632,668 20,014,334 5,348,772 382,894 10,860,644 6,858,797 8,950,000 85,496,501 $ 1,836,549 1,555,525 321,232 719,804 3,469,329 2,013,983 14,261,996 974,090 2,280,553 73,657 1,394,005 1,810,434 1,671,807 21,159,574 5,660,523 408,493 10,299,407 7,016,176 9,500,000 86,427,138 $ 1,891,646 1,602,190 330,866 741,398 3,573,408 2,074,403 14,689,856 1,003,312 2,348,970 75,867 1,435,825 1,864,747 1,721,961 21,794,362 5,830,338 420,748 10,608,389 7,226,662 9,785,000 89,019,951 2003-2004 Adopted 2004-2005 Adopted 2005-2006 Projected
City of Springfield, Missouri
2004-2005 Annual Operating Budget
SUMMARY OF EXPENDITURES AND APPROPRIATIONS ALL FUND TYPES (continued)
2002-2003 Actual CAPITAL PROJECTS FUNDS Capital Improvements Sales Tax Public Works/Other Improvements Developer Agreement Projects Capital Leases TOTAL CAPITAL PROJECTS FUNDS DEBT SERVICE FUNDS General Obligation Bonds Leasehold Revenue Bonds Certificates of Participation Revenue Bonds Excess Reserves TOTAL DEBT SERVICE FUNDS ENTERPRISE FUNDS Sanitary Sewerage System Regional Airport Solid Waste Golf TOTAL ENTERPRISE FUNDS INTERNAL SERVICE FUNDS Self-Insurance Printshop Service Center TOTAL INTERNAL SERVICE FUNDS TOTAL ALL FUND TYPES 1,118,742 307,172 2,413,537 3,839,451 $ 193,093,633 20,408,499 11,274,578 3,518,970 2,753,529 37,955,576 1,333,610 4,229,663 5,012,358 8,555,539 19,131,170 $ 7,170,271 6,118,644 205,984 222,779 13,717,678 $
2003-2004 Adopted
2004-2005 Adopted
2005-2006 Projected
13,050,000 1,809,094 89,000 370,000 15,318,094
$
13,440,000 1,550,000 14,990,000
$
13,843,200 1,596,500 15,439,700
1,068,210 6,902,763 6,241,094 6,168,531 20,380,598
1,026,035 8,323,855 6,093,867 5,740,823 1,980,923 23,165,503
1,056,816 8,573,571 6,276,683 5,913,048 2,040,351 23,860,469
24,455,000 19,861,987 3,800,000 3,200,000 51,316,987
24,113,250 23,055,234 3,800,000 3,205,300 54,173,784
24,836,647 23,746,891 3,914,000 3,301,459 55,798,998
1,138,857 244,266 2,500,000 3,883,123 $ 211,594,752
1,092,729 253,125 2,675,000 4,020,854 $ 219,534,590
1,125,511 260,719 2,755,250 4,141,479 $ 226,116,920
DEBT SERVICE
SUMMARY OF DEBT SERVICE REQUIREMENTS FOR ALL OUTSTANDING INDEBTEDNESS
CITY OF SPRINGFIELD CITY CHARTER SECTION 5.8 (3)
The budget shall provide: A statement of the amount required for the payment of interest, amortization and redemption charges on the debt of the City.
City of Springfield, Missouri
2004-2005 Annual Operating Budget
DEBT SERVICE 2004-2005 REQUIREMENTS
Original Issue
Principal Outstanding July 1, 2004
Principal
Interest and Fees
GENERAL OBLIGATION BONDS General Obligation Refunding Issue, Series 1993 General Obligation Stormwater Improvement Bonds, Series 2001B Total General Obligation Bonds 18,740,000 3,000,000 21,740,000 1,575,000 2,710,000 4,285,000 725,000 105,000 830,000 71,430 124,605 196,035
LEASEHOLD REVENUE BONDS Public Building Corporation Leasehold Revenue Bonds Series 1999 (Stormwater/Warning System/Firestations) Public Building Corporation Leasehold Revenue Bonds Series 2002 (Stormwater) Public Building Corporation Leasehold Revenue Bonds Refunding Series 1997 (Busch Building) Public Building Corporation Leasehold Improvement Series 1992 (Parks Tennis Facility) Public Building Corporation Leasehold Improvement Series 1995 (Parks Improvement) Public Building Corporation Leasehold Revenue Bonds Series 1998 (Jordan Valley Park) Public Building Corporation Leasehold Revenue Bonds Series 2000A (Jordan Valley Park) Public Building Corporation Leasehold Revenue Bonds Series 2000B (Recreation Ice) Public Building Corporation Leasehold Revenue Bonds Series 2001A (Capital Improvement Projects) Public Building Corporation Leasehold Revenue Bonds Series 2002 (Capital Improvement Projects) Public Building Corporation Leasehold Revenue Bonds Series 2001B (South Side Police Station) Public Building Corporation Leasehold Revenue Bonds Series 2002A (JVP Exposition Center) Public Building Corporation Leasehold Revenue Bonds Series 2002B (Baseball Stadium) Public Building Corporation Leasehold Revenue Bonds Series2002C (Jordan Valley Park) Public Building Corporation Leasehold Revenue Bonds Series 2002D (Parking Garage) Public Building Corporation Leasehold Revenue Bonds Series 2002E (Parking Garage) TOTAL PUBLIC BUILDING CORPORATION
16,000,000 14,000,000 6,365,000 2,245,000 3,360,000 8,500,000 5,916,467 8,850,000 7,885,000 8,555,000 4,005,000 19,375,000 6,130,000 5,470,000 8,190,000 850,000 125,696,467
15,500,000 2,995,000 3,680,000 470,000 1,872,623 8,075,000 5,911,467 8,705,000 6,840,000 7,515,000 3,655,000 19,375,000 6,130,000 5,390,000 8,190,000 850,000 105,154,090
540,000 365,000 450,000 105,000 240,598 180,000 5,000 375,000 480,000 125,000 100,000 85,000 3,050,598
955,361 124,255 176,834 27,466 98,272 408,290 110,728 401,700 335,895 274,653 180,713 884,240 460,976 421,381 378,510 33,983 5,273,257
City of Springfield, Missouri
2004-2005 Annual Operating Budget
DEBT SERVICE 2004-2005 REQUIREMENTS
Original Issue CERTIFICATES OF PARTICIPATION Certificates of Participation Series 2000 (Law Enforcement Communication System Project) Certificates of Participation Series 2001 (Partnership Industrial Park -West) Certificates of Participation Series 2001 (Springfield/Greene County Park Board) Certificates of Participation Series 2002 (ERP System) TOTAL CERTIFICATES OF PARTICIPATION
Principal Outstanding July 1, 2004
Principal
Interest and Fees
7,430,000 4,080,000 18,390,000 3,315,000 33,215,000
5,815,000 4,080,000 11,730,000 2,465,000 24,090,000
840,000 3,760,000 450,000 5,050,000
319,145 160,872 444,375 119,475 1,043,867
REVENUE BONDS State of Missouri State Highway Improvement Corporation Revenue Bonds, Series 1999 State of Missouri State Highway Improvement Corporation Highway Department Loans State of Missouri State Revolving Fund Program Sewer Control, EIERA Series 2002B State of Missouri State Revolving Fund Program Water Pollution Control, EIERA Series 1990, 1992, 1994, and 1998, (Sewerage System) Public Building Corporation Leasehold Improvement Revenue Series 1995 (Golf ) Public Building Corporation Leasehold Improvement Revenue Series 1995 (Trunk Sewer) Public Building Corporation Leasehold Refunding Series 1998 (Airport) Public Building Corporation Leasehold Revenue Bonds Estimated Issue Date June 1, 2001 (Airport) Missouri Transportation Finance Corporation (MTFC) Direct Loan for Airport Improvements 2000 Police Car Lease Purchase GE Capital LCRA TOTAL REVENUE BONDS
33,680,000 2,870,000 43,625,000
8,470,000 1,690,000 43,625,000
5,000,000 -
294,900 75,923 2,336,907
38,880,000 4,650,000 1,975,000 7,390,000 34,550,000 2,100,000 1,407,846 3,490,000 174,617,846
25,536,000 2,591,621 1,100,757 4,560,000 15,310,000 PAID 831,953 3,490,000 107,205,330
2,513,000 332,976 141,427 545,000 4,535,000 308,822 180,000 13,556,225
1,647,022 136,005 57,766 212,588 732,664 22,061 190,000 5,705,835
City of Springfield, Missouri
2004-2005 Annual Operating Budget
Human Resources Full-Time Equivalents
City of Springfield, Missouri
2004-2005 Annual Operating Budget
BUDGETED POSITIONS BY FUND FISCAL YEARS 2003 - 2005 FULL - TIME EQUIVALENTS
2002-2003 Actual GENERAL OPERATING FUND DEPARTMENTS Building Development Services City Attorney City Clerk City Manager Emergency Communications Finance Fire Human Resources Information Systems Mayor's Commission Municipal Court Planning and Development Police Public Health Services Public Information Office Public Parks Public Works Public Works - Transportation Total General Operating Funds Average Annual Increase (Decrease) 2003-2005 GRANTS AND SPECIAL REVENUE FUNDS Art Museum Hotel/Motel Tax Grant Funds - Community Development - Home Investment - Planning - Police - Public Health - WIC Program - Workforce Development Total Grants and Special Revenue Funds ENTERPRISE AND INTERNAL SERVICE FUNDS Golf Regional Airport Sanitary Sewer System Solid Waste Printshop Self-Insurance Service Center Total Enterprise & Internal Service Funds TOTAL FULL-TIME EQUIVALENTS - ALL FUNDS Average Annual Increase (Decrease) 2003-2005 * Includes positions transferred from County as part of the 911 consolidation. **Includes positions funded from Parks Sales Tax. 13.38 1.00 11.05 1.50 4.78 0.00 7.00 8.00 26.00 72.71 18.00 73.00 84.00 25.60 2.00 4.00 21.90 228.50 1,544.88 13.38 1.00 11.05 1.50 3.78 0.00 7.00 8.00 36.00 81.71 18.00 75.00 84.00 25.60 2.00 4.00 22.40 231.00 1,569.88 13.38 0.50 10.48 2.75 4.10 6.00 11.50 8.00 43.00 99.71 18.00 75.00 84.00 27.60 2.00 4.00 22.40 233.00 1,594.28 1.6% 25.50 18.00 5.50 7.50 60.00 32.00 210.00 14.00 21.00 2.00 24.00 15.67 401.00 85.00 13.00 109.00 102.60 97.90 1,243.67 25.50 18.00 5.50 7.50 60.00 32.00 213.00 14.50 22.00 2.00 25.00 17.67 401.00 84.00 13.00 116.00 101.10 99.40 1,257.17 27.50 18.00 5.50 8.50 60.00 * 32.00 216.00 14.50 23.00 2.00 25.00 17.67 399.00 84.00 13.50 116.50 ** 99.50 99.40 1,261.57 0.72% 2003-2004 Adopted 2004-2005 Adopted
GENERAL OPERATING BUDGET
General Fund Public Parks Fund Public Health Services Fund Public Works Transportation Fund
Budget Policies
Maintain an appropriate level of general government services funded from current resources. Maintain fund balance at a level of 8 - 10% of our operating funds budget. Provide competitive pay and benefits to our employees for our market and region.
►
Compare employee pay with those of the 11 cities surveyed and local salary information. Goal is to be competitive with the benchmarked cities and the local market. Generally, the City tries to keep salaries in the middle third of the benchmarked cities. Maintain salaries and benefits in the range 73-77% of the operating funds budget.
►
Provide a consistent level of service through appropriate use of non-recurring revenue.
►
Use of one time revenue should be limited to non-recurring expenses such as land acquisition or major capital purchases.
Continue to look for new sources of revenue to improve the balance in the revenue structure. Maximize costs recovery through fees for municipal services, consistent with City Council direction.
► ► ►
Finance Department shall review charges for municipal services annually. Efficiencies achieved in delivery of services shall be accompanied by a reduction in the fee.
Recommended fee increases shall be subject to an annual cap.
Seek the best level of service at the least cost through City forces, private sector contracts and not for profit contracts.
►
Contracts for private sector services will include a formal bid process to insure an equal opportunity for the City and private sector to submit competitive bids. Contracts with not for profit organizations will be evaluated based on how well the services meet a City priority or community need that is not otherwise being met.
All contracts will include specific services to be provided and will require a financial and services accomplishments report.
►
►
“Working With the Community” Action Plan for the 2004-2005 Budget Year
Commitment to Public Safety Funding for three new firefighters to serve annexed areas. Funding to begin IAFC/ICMA Fire Accreditation Program. Neighborhood Revitalization Funding to continue neighborhood assessment process and to implement priorities resulting from this process. Continued commitment to address dangerous and boarded up buildings. Support Urban Neighborhood Alliance Traffic and Transportation Coordination with MoDOT to enhance timing of traffic signals. Expand Traffic Management Center. Implementation of Phase I of Intelligent Transportation System utilizing Federal funding. Storm Water Control Addition of storm water technician. Equipment purchases of automated rainfall gauges and an automated stream sampler for use in watershed storm water planning. Maintains operating reserves Projected 2005 ending fund balance should remain at the 8 – 10% goal.
City of Springfield, Missouri
2004-2005 Annual Operating Budget
Overview of General Operating Budget
2004-2005 Adopted Budget 2003-2004 Adopted Budget Increase 1.1%
$ 86,431,000 $ 85,497,000 $ 934,000
Resources
Increase in Sales Tax Revenue Use of General Fund Reserve Decrease in Reimbursement for 911
$ $ 1,000,000 650,000 (750,000) 900,000 1.2% 0.8%
Expenditures
Full-year funding of merit pay increases and pay plan improvements approved by City Council in 2004 Increase in Retirement Plan Contribution
-0.9%
$
550,000 875,000 375,000 (900,000)
Increase in Employee Health Insurance
1.1%
Decrease in Capital Equipment
$
900,000
City of Springfield, Missouri - 2004-2005 Annual Operating Budget
2003-2004 OPERATING BUDGET RESOURCES - $85,497,000 General Operating Funds
$38,075 Sales and Use Taxes 44.5% $10,985 Intergovernmental 12.8%
$10,519 Intergovernmental 12.2%
2004-2005 OPERATING BUDGET RESOURCES - $86,430,000 General Operating Funds
$39,644 Sales and Use Taxes 45.9%
$4,557 Transfers and Other 5.3% $5,916 Licenses and Fines 6.9%
$6,201 Property Taxes 7.3% $14,415 Other Taxes 16.8%
$4,134 Transfers and Other 4.8% $6,587 Licenses and Fines 7.6%
$5,348 Charges and Fees 6.3%
$5,296 Charges and Fees 6.1%
$13,945 Other Taxes 16.1%
$6,305 Property Taxes 7.3%
All amounts are expressed in thousands. Intrafund transfers have been eliminated.
City of Springfield, Missouri - 2004-2005 Annual Operating Budget
2003-2004 OPERATING BUDGET APPROPRIATIONS - $85,497,000 General Operating Funds 2004-2005 OPERATING BUDGET APPROPRIATIONS - $86,430,000 General Operating Funds
$64,390 Human Resources 75.3%
$66,638 Human Resources 77.1%
$2,549 Transfers 3.0% $2,357 Capital 2.8% $16,201 Operating Supplies and Services 18.9%
$1,411 Transfers 1.6%
$1,445 Capital 1.7%
$16,936 Operating Supplies and Services 19.6%
All amounts are expressed in thousands. Intrafund transfers have been eliminated.
City of Springfield, Missouri
2004-2005 Annual Operating Budget
PERFORMANCE MEASUREMENTS AND BENCHMARKS
City of Springfield, Missouri
2004-2005 Annual Operating Budget
DEPARTMENTAL SUMMARIES, PRIORITIES, ORGANIZATIONAL CHARTS AND MISSION STATEMENTS
TAXING EFFORT
City of Springfield, Missouri - 2004-2005 Annual Operating Budget
GENERAL FUND SALES TAX RECEIPTS* Fiscal Years 1996 - 2005
$40
$36 $30 $32 $33 $34 $33 $35
$35
$30
Sales Tax Revenues (in millions)
$30
$28
$28
$25
$20
$15
$10
$5
$F96
* Excludes Use Tax
F97
F98
F99
2000
2001
2002
2003
2004 Proj
2005 Bud
Fiscal Year
City of Springfield, Missouri
2004-2005 Annual Operating Budget
“Working with the Community”
Total Sales Tax Rate
The data for this measurement shows the sum of each city’s City, County and State sales tax.
City of Springfield, Missouri - 2004-2005 Annual Operating Budget
TOTAL SALES TAX RATE
Springfield Compared to other Cities
CHATTANOOGA, TN
9.25%
GARLAND, TX
8.25%
AMARILLO, TX
8.25%
PEORIA, IL 7.53%
7.92%
OVERLAND PARK, KS
Springfield Compared to other Missouri Cities LITTLE ROCK, AR 7.50% ST JOSEPH 7.35% COLUMBIA ST CHARLES ROCKFORD, IL 7.25% INDEPENDENCE JOPLIN SPRINGFIELD SPRINGFIELD, MO 6.60% JEFFERSON CITY 6.84% 6.72% 6.60% 6.23% 7.48% 7.35% 7.32%
COLUMBIA, MO
INDEPENDENCE, MO
6.84%
JEFFERSON CITY, MO
6.23%
4.00% 4.50% 5.00% 5.50% 6.00% 6.50% 7.00% 7.50% 8.00% SALES TAX RATE
4.00%
5.00%
6.00%
7.00%
8.00%
9.00%
10.00%
SALES TAX RATE Rates include all City, County and State sales taxes
Source: Statistical information from each city's 2002 and 2003 fiscal year Comprehensive Annual Financial Report
City of Springfield, Missouri
2004-2005 Annual Operating Budget
“Working with the Community”
Sales Tax Revenue per Capita
This measurement shows the total sales tax revenue collected by each city divided by that City’s population. Springfield’s Law Enforcement, Parks Improvements, Use, Cigarette and Franchise taxes are excluded.
City of Springfield, Missouri - 2004-2005 Annual Operating Budget
SALES TAX REVENUE PER CAPITA
Springfield Compared to other Cities
$4,319
LITTLE ROCK, AR $2,101
SPRINGFIELD, MO $1,596
OVERLAND PARK, KS $1,086
PEORIA, IL
ROCKFORD, IL
$1,035
Springfield Compared to other Missouri Cities
SPRINGFIELD ST CHARLES JOPLIN $2,101 $1,815 $1,668 $983 $860 $706 $555 $0 $500 $1,000 $1,500
COLUMBIA, MO
$983
JEFFERSON CITY, MO
$860
AMARILLO, TX
$765
COLUMBIA JEFFERSON CITY INDEPENDENCE
INDEPENDENCE, MO $474
$706
CHATTANOOGA, TN $341
ST JOSEPH
GARLAND, TX $0
SALES TAX REVENUE
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
SALES TAX REVENUE Revenues include all City, County and State sales taxes
Source: Statistical information from each city's 2002 or 2003 fiscal year Comprehensive Annual Financial Report.
City of Springfield, Missouri
2004-2005 Annual Operating Budget
“Working with the Community”
Total Municipal Tax Revenue per Capita
Total Tax Revenue from all funds for each city is divided by that City’s population.
City of Springfield, Missouri - 2004-2005 Annual Operating Budget
TOTAL MUNICIPAL TAX REVENUE PER CAPITA
Springfield Compared to other Cities
$720
CHATTANOOGA, TN
PEORIA, IL
$685
JEFFERSON CITY, MO
$570
INDEPENDENCE, MO
$488
SPRINGFIELD, MO
$468
ROCKFORD, IL
$449
Springfield Compared to other Missouri Cities
ST CHARLES JEFFERSON CITY $570 $488 $471 $468 $436 $403 $100 $200 $300 $400 $500 $600 $700 $800 MUNICIPAL TAX REVENUE $799
COLUMBIA, MO
$436
LITTLE ROCK, AR
$421
INDEPENDENCE ST JOSEPH
OVERLAND PARK, KS
$386
SPRINGFIELD COLUMBIA
AMARILLO, TX
$353
JOPLIN $0
GARLAND, TX
$228
$0
$100
$200
$300
$400
$500
$600
$700
$800
MUNICIPAL TAX REVENUE Revenues include the municipal portion of all sales, use, property, franchise and cigarette taxes
Source: Statistical information from each city's 2002 or 2003 fiscal year Comprehensive Annual Financial Report.
City of Springfield, Missouri
2004-2005 Annual Operating Budget
“Working with the Community”
Effective Total Property Tax Rate per $100 Actual Value
This measure creates a standardized rate that factors in the various property assessment ratios used by each city. Effective Total Property Tax Rate = Total Property Tax Rate x Total Assessed Property Value ÷ Total Estimated Actual Property Value.
City of Springfield, Missouri - 2004-2005 Annual Operating Budget
EFFECTIVE TOTAL PROPERTY TAX RATE PER $100 ACTUAL VALUE
Springfield Compared to other Cities
GARLAND, TX
$9.40
ROCKFORD, IL
$3.19 $2.65
PEORIA, IL
AMARILLO, TX
$2.42 $1.83 Springfield Compared to other Missouri Cities
ST CHARLES
CHATTANOOGA, TN
OVERLAND PARK, KS
$1.73
$1.77 $1.67 $1.61 $1.34 $1.22 $0.95 $0.86
$0.50 $1.00 $1.50 PROPERTY TAX RATE $2.00
INDEPENDENCE, MO
$1.67
INDEPENDENCE COLUMBIA ST JOSEPH
COLUMBIA, MO
$1.61
LITTLE ROCK, AR
$1.44
JEFFERSON CITY SPRINGFIELD
JEFFERSON CITY, MO
$1.22
JOPLIN $-
SPRINGFIELD, MO
$0.95
$-
$1.00
$2.00
$3.00
$4.00
$5.00 PROPERTY TAX RATE
$6.00
$7.00
$8.00
$9.00
$10.00
Source: Statistical information from each city's 2002 or 2003 fiscal year Comprehensive Annual Financial Report.
City of Springfield, Missouri
2004-2005 Annual Operating Budget
“Working with the Community”
Total Property Tax Revenue per Capita
This measure divides the Total Property Tax Revenue for each city by that City’s population.
City of Springfield, Missouri - 2004-2005 Annual Operating Budget
TOTAL PROPERTY TAX REVENUE PER CAPITA
Springfield Compared to other Cities
GARLAND, TX $1,531
CHATTANOOGA, TN
$1,242
OVERLAND PARK, KS
$1,189
ROCKFORD, IL
$1,168
PEORIA, IL
$1,153
AMARILLO, TX
$845
Springfield Compared to other Missouri Cities
ST CHARLES $813 $747 $705 $618 $418 $314 $293 $200 $400 $600 $800 $1,000
INDEPENDENCE, MO
$747
INDEPENDENCE JEFFERSON CITY
JEFFERSON CITY, MO
$705 SPRINGFIELD $618 ST JOSEPH JOPLIN
SPRINGFIELD, MO
LITTLE ROCK, AR
$616
COLUMBIA $0
COLUMBIA, MO
$293
PROPERTY TAX REVENUE $400 $600 $800 $1,000 $1,200 $1,400 $1,600 $1,800 $2,000 $2,200
$0
$200
PROPERTY TAX REVENUE Revenues include all City, County, State and other property taxes
Source: Statistical information from each city's 2002 or 2003 fiscal year Comprehensive Annual Financial Report.
City of Springfield, Missouri
2004-2005 Annual Operating Budget
“Working with the Community”
General Governmental Expenditures per Capita
General Governmental Expenditures consist of General, Special Revenue and Debt Service Fund expenditures. Transfers have been eliminated. The total expenditures for these funds from each city is divided by that City’s population.
City of Springfield, Missouri - 2004-2005 Annual Operating Budget
GENERAL GOVERNMENTAL EXPENDITURES PER CAPITA
Springfield Compared to other Cities
$1,384
CHATTANOOGA, TN
PEORIA, IL
$1,071
ROCKFORD, IL
$928
COLUMBIA, MO
$824
LITTLE ROCK, AR
$819 Springfield Compared to other Missouri Cities
$1,230 $824 $809 $739 $729 $657 $642 $250 $500 $750 $1,000 $1,250
GARLAND, TX
$816 $809
ST CHARLES COLUMBIA
SPRINGFIELD, MO
JEFFERSON CITY, MO
$739
SPRINGFIELD JEFFERSON CITY
INDEPENDENCE, MO
$729
INDEPENDENCE JOPLIN
AMARILLO, TX
$635 $525
ST JOSEPH $0
EXPENDITURES
OVERLAND PARK, KS
$0
$500 EXPENDITURES
$1,000
$1,500
Source: Statistical information from each city's 2002 or 2003 fiscal year Comprehensive Annual Financial Report.
City of Springfield, Missouri
2004-2005 Annual Operating Budget
“Working with the Community”
Ratio of Unreserved General Fund Balance to General Fund Expenditures
The total unreserved General Fund balance is divided by the General Fund expenditures. Only General Fund information is used.
City of Springfield, Missouri - 2004-2005 Annual Operating Budget
RATIO OF UNRESERVED GENERAL FUND BALANCE TO GENERAL FUND EXPENDITURE
Springfield Compared to other Cities
OVERLAND PARK, KS
55.86%
AMARILLO, TX 26.35%
55.25%
JEFFERSON CITY, MO
CHATTANOOGA, TN
26.01%
ROCKFORD, IL
25.18%
Springfield Compared to other Missouri Cities
JOPLIN ST CHARLES JEFFERSON CITY 26.35% 24.54% 15.41% 4.86% 4.11% 10% 20% 30% 40% 50% 60% 70% 39.40% 58.50%
COLUMBIA, MO 15.41%
24.54%
SPRINGFIELD, MO
GARLAND, TX 9.07%
14.18%
COLUMBIA SPRINGFIELD
LITTLE ROCK, AR 4.86%
INDEPENDENCE ST JOSEPH 0%
INDEPENDENCE, MO
PEORIA, IL
3.40%
PERCENT
0%
5%
10%
15%
20%
25%
30% Percent
35%
40%
45%
50%
55%
60%
Source: Statistical information from each city's 2002 or 2003 fiscal year Comprehensive Annual Financial Report.
EMPLOYEE DATA
City of Springfield, Missouri
2004-2005 Annual Operating Budget
“Working with the Community”
BUDGETED FTE’S PER 1,000 POPULATION AND BUDGETED FTE’S PER 1,000 POPULATION GENERAL FUND
These measurements show Springfield’s total budgeted FTE’S (full time positions) per 1,000 population and Springfield’s budgeted FTE’S General Fund Only per 1,000 population. The calculation is: FTE’S or General Fund Only FTE’s ÷ Population x
City of Springfield, Missouri - 2004-2005 Annual Operating Budget
Budgeted FTE'S Per 1,000 Population
15.0 13.0 FTE'S 11.0 9.0 7.0 5.0 Projected 2000-2001 2001-2002 2002-2003 Fiscal Year 2003-2004 2004-2005 10.1 9.8 10.0 10.2
All Fund Groups
9.5
Budgeted FTE'S Per 1,000 Population
10.0 9.5 9.0 8.5 FTE'S 8.0 7.5 7.0 6.5 6.0 5.5 5.0 Projected 2000-2001 2001-2002 2002-2003 Fiscal Year 2003-2004 2004-2005 8.2 7.6 7.9 8.0 8.1
General Operating Fund
Excludes FTE's from voter approved Law Enforcement Sales Tax.
City of Springfield, Missouri
2004-2005 Annual Operating Budget
“Working with the Community”
FTE’S PER 1,000 POPULATION
This measurement shows each city’s total Full Time Equivalents (funded full time positions) per 1,000 population. The calculation is: each city’s FTE’S ÷ that City’s Population x 1,000.
City of Springfield, Missouri - 2004-2005 Annual Operating Budget
BUDGETED FTE'S PER 1,000 POPULATION
Springfield Compared to other Cities
17.48
CHATTANOOGA, TN
LITTLE ROCK, AR
17.27
COLUMBIA, MO
12.81
SPRINGFIELD, MO
10.30
AMARILLO, TX
9.80
INDEPENDENCE, MO
9.57
Springfield Compared to other Missouri Cities
COLUMBIA 12.81 10.30 9.70 9.57 8.70 6.41 5.00 3.0 6.0 FTE'S 9.0 12.0 15.0
GARLAND, TX
9.45
SPRINGFIELD JOPLIN
ROCKFORD, IL
8.30
INDEPENDENCE ST JOSEPH
PEORIA, IL
7.61
ST CHARLES JEFFERSON CITY
OVERLAND PARK, KS
5.02
0.0
JEFFERSON CITY, MO
5.00
0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0 FTE'S
10.0
11.0
12.0
13.0
14.0
15.0
16.0
17.0
18.0
Source: Statistical information from each city's 2002 or 2003 fiscal year Comprehensive Annual Financial Report.
PUBLIC SAFETY
City of Springfield, Missouri - 2004-2005 Annual Operating Budget
AVERAGE PRIORITY 1 CFS RESPONSE TIME
Police Department Benchmark
10 180 167.79 163.87 168.69 157.69 $145.20 140 2.12 2 6 MINUTES 1.86 2.09 2.07 2.07 120
SWORN OFFICERS PER 1,000 POPULATION Police Department Benchmark
COST PER CAPITA
Police Department Benchmark
Benchmark = 1.8 or above
7.92 8 7.34 6.87 6.7 6.68 2.5
160
Benchmark = $135 or below
Benchmark=6.0 minutes or under
# OF OFFICERS 1.5 DOLLARS 1999 2000 2001 YEAR 2002 2003 100
80
4
1
60
2 0.5
40
20
0 1999 2000 2001 YEAR 2002 2003
0
0 1999 2000 2001 YEAR 2002 2003
Source: Police Data Sheet 1995-2003.
Source: Police Department Traffic Summary Reports and Municipal Court Records.
City of Springfield, Missouri - 2004-2005 Annual Operating Budget
I FEEL SATISFIED WITH THE POLICE HANDLING OF THE INCIDENT
100% 100% 90% 90% 90% 80% 80% 80% 70% 60% PERCENT AGREE 60% 54% 50% 57% PERCENT AGREE 62% 70% 70% 60% 58% 53% PERCENT AGREE 55% 54% 60% 72% 76% 74% 75% 100%
THE AMOUNT OF TIME IT TOOK POLICE TO RESPOND TO MY CALL WAS SATISFACTORY
DEPARTMENT REPS WERE FAIR, COURTEOUS, AND RESPECTFUL IN THEIR DEALINGS WITH ME DURING THE LAST 12 MONTHS
50%
50%
40%
40%
40%
30%
30%
30%
20%
20%
20%
10%
10%
10%
0% 2000 2001 YEAR 2002 2003
0% 2000 2001 YEAR 2002 2003
0% 2000 2001 2002 YEAR 2003
Source: Annual Citizen Survey.
City of Springfield, Missouri - 2004-2005 Annual Operating Budget
Fire Dept. Response Time
5.50
5.13
5.00
4.88 4.70
4.50
4.20
Minutes
4.00
4.26 4.05 3.97 3.98 4.07
3.50
3.00
2.50
2.00 95 96 97 98 99
Year
00
01
02
03
GOAL: To reduce and eliminate service areas outside five-minute response time. BENCHMARK: Maintain 5-minute response time to primary service areas
Source: 2003 Annual Report
City of Springfield, Missouri - 2004-2005 Annual Operating Budget
Fire Protection Costs per Capita
Rockford, IL Chattanooga, TN Little Rock, AR Peoria, IL Independence, MO Grand Rapids, MI Sterling Heights, MI Garland, TX Overland Park, KS Amarillo, TX Springfield, MO Lincoln, NE
$$20 $40 $60
$169 $160 $125 $118 $112 $111 $98 $91 $87 $86 $86 $78
$80 $100
BENCHMARK: Maintain cost per capita in middle third of 11 City survey. Goal: To continue to provide a costeffective comprehensive fire protection delivery system.
$120 $140 $160 $180
Source: 2003 Annual Report
City of Springfield, Missouri - 2004-2005 Annual Operating Budget
Calls for Service by Type
10,000 8,000
Calls
6,000 4,000 2,000 -
91
92
93
94
95
96
97
98
99
00
01
02
03
Year
Total Fire Total Other Total EMS
Calls for Service by Type
800 700 600 500 Calls 400 300 200 100 -
91
92
93
94
95
96
97
98 Vehicle
99
00
01
02 Grass
03
Year
Structure
Source: 2003 Annual Report
WORKERS’ COMPENSATION
City of Springfield, Missouri - 2004-2005 Annual Operating Budget
WORKERS' COMPENSATION HOURS OF LOSS TIME WORKERS' COMPENSATION INCIDENCE RATE PER 100 EMPLOYEES
20.0 03-04
6,627
19.9 17.5
02-03
5,351
15.0
01-02
5,995
RATE PER 100
14.1
14.0 13.0 13.2
14.8 14.7
14.1 12.9
F I S C A L Y E A R
00-01
7,999
10.0
9.3 8.3 5.9 7.5 6.0 5.4
99-00
7,380
98-99
4,276
5.0
97-98
7,604
96-97
6,726
JE C TE
95-96
7,670
94 -9 5
95 -9 6
96 -9 7
97 -9 8
98 -9 9
99 -0 0
00 -0 1
01 -0 2
94-95
CITY OF SPRINGFIELD 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 HOURS
FISCAL YEAR SAFETY COUNCIL NATIONAL
Note: NSC incidence rate is for an average municipality and is no longer available.
03 -0 4
8,248
PR O
02 -0 3
D
GENERAL OBLIGATION DEBT
City of Springfield, Missouri
2004-2005 Annual Operating Budget
“Working with the Community”
Ratio of General Obligation Bond Debt Service to General Governmental Expenditures
Each city’s G.O. Bond Debt Service is divided by that city’s General Governmental Expenditures. General Governmental Expenditures include those from General, Special Revenue and Debt Service Funds.
City of Springfield, Missouri - 2004-2005 Annual Operating Budget
RATIO OF G.O. BOND DEBT SERVICE TO GENERAL GOVERNMENTAL EXPENDITURES
Springfield Compared to other Cities
Springfield Compared to other Missouri Cities
INDEPENDENCE, MO 0.00% INDEPENDENCE JEFFERSON CITY, MO 0.00% JEFFERSON CITY JOPLIN AMARILLO, TX 0.00% ST JOSEPH COLUMBIA COLUMBIA, MO 1.00% SPRINGFIELD ST CHARLES SPRINGFIELD, MO 1.24% 0.0% 2.0% 0.00% 0.00% 0.00% 0.00% 1.00% 1.24% 2.69% 4.0% Percent 6.0% 8.0%
PEORIA, IL
3.75%
CHATTANOOGA, TN
4.25%
LITTLE ROCK, AR
6.73%
ROCKFORD, IL
11.20%
GARLAND, TX
12.67%
OVERLAND PARK, KS
15.78%
0.00%
5.00%
10.00% Percent
15.00%
20.00%
Source: Statistical information from each city's 2002 or 2003 fiscal year Comprehensive Annual Financial Report.
City of Springfield, Missouri
2004-2005 Annual Operating Budget
“Working with the Community”
Net General Obligation Bonded Debt Per Capita
This measurement shows each city’s Net G. O. Bonded Debt divided by that City’s population.
City of Springfield, Missouri - 2004-2005 Annual Operating Budget
NET GENERAL OBLIGATION BONDED DEBT PER CAPITA
Springfield Compared to other Cities
COLUMBIA, MO $0 COLUMBIA INDEPENDENCE, MO $0 INDEPENDENCE JEFFERSON CITY JEFFERSON CITY, MO $0 ST JOSEPH SPRINGFIELD AMARILLO, TX $39.15 JOPLIN ST CHARLES SPRINGFIELD, MO $71.18 $0 $150
Springfield Compared to other Missouri Cities
$0 $0 $0 $0 $71.18 $278.94 $302.73 $300
LITTLE ROCK, AR
$265.52
ROCKFORD, IL
$477.56
GARLAND, TX
$688.49
OVERLAND PARK, KS
$739.86
CHATTANOOGA, TN
$857.38
PEORIA, IL
$887.42
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
Source: Statistical information from each city's 2002 or 2003 fiscal year Comprehensive Annual Financial Report.