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Centerville Project

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Municipal project for my Public budgeting and policy class at Wright State University.

Municipal project for my Public budgeting and policy class at Wright State University.

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  • Centerville City Schools have received an “Excellent” rating in Ohio’s Local Report Card for the past 7 years
  • Finished MPA at WSU
  • The city contracts out its waste collection to private company. Rumpke pick up.
  • City has only followed the Governmental Accounting Standards Board rule 34 since 2003- including the four main components of the CAFR, MD&A, Basic Financial Statements, Notes to Fin. State., Required Supplementary Information
  • The large capital outlay was for a new Public Works Facility in 2007. Other Expenses are State Highway Fund, Friends of Benham’s Grove Fund, Law Enforcement, Drug Law, Hospital Insurance.
  • Income Tax-8,918,530 Estate Tax-1,268,800 Increase or Decrease from 2001 Property Tax-1,220,877 Service Charges Decrease in Estate Tax (76,367) INVESTMENT INCOME Intergovernmental revenues are from state sources, county sources and other intergovernmental sources.
  • Income Tax-9,236,374 Estate Tax-963,872 Increase or Decrease from 2002 Property Tax-1,284,929 Service Charges Income Tax increased in 2003 slightly, partly due to Ohio Health Care relocating.
  • Special Assessment Debt Retirement
  • The largest expense out of the Proprietary Fund is Salary and Wages for Business Type Activities. Roughly 600,000 for Waste collection and 1.2 million for Golf Course Operation. In 2003 they added a Code Enforcement Management Structure that added 99,110 to salaries. In 2007 Centerville is adding a Human Resource Head for its Finance Dept.
  • Goes up about 250,000 a year since 2005.
  • A five year capital improvement program in adopted on an annual basis. It serves as a plan for long range infrastructure improvements and capital purchases.
  • Ask Lisa about putting CAFR since 2001 into presentation and certificates?
  • Retirement fund used to repay the principal and interest payments on the long term debt issuance to financed projects.
  • South Main Street Improvement and an advance refunding of bonds. Bonds mature as of 12/1/2017.
  • Use the extra revenue from the golf course to put into investments like STAR Ohio, Mutual Bond Funds, etc. Only TIF in locality is Southview Medical Project in Miami Township, taking a wait and see approach. Joint Economic Development District or Cooperative Economic Development Agreements.

Transcript

  • 1. Title Slide City of Centerville, Ohio
  • 2. Demographics
    • Size: 10.5 square miles
    • Population 23,024 (2000 Census)
    • Median Age: 42.6
    • Median Income: $68,580
  • 3. History and Background
    • Located in Montgomery County, approximately 12 miles south of Dayton
    • First settled in 1796 by Benjamin Robbins
    • Incorporated as a village in 1830 and as a city in 1968
    • Operates under a Charter, first adopted by voters in 1968 and last amended in 1992
    • Council-Manager form of government- seven member Council
    • City’s chief executive and administrative officer is the Manager, who is appointed by council
  • 4. Services
    • Police protection
    • Construction and maintenance of streets, sidewalks, stormwater drainage facilities, traffic signals, and other infrastructure
    • Residential waste collection
    • Planning, zoning, building inspection and property inspection
    • Recreational activities- The Gold Club at Yankee Trace
    • Centerville City Schools- “Excellent”
  • 5. Organizational Chart
  • 6. Council Member
    • The Council is made up of seven quality members with many years of experience
    • Ranges of years of experience are:
      • 27 years
      • 9-12 years
      • 8 years
      • 3 years
      • 2 years
    • Backgrounds Include:
      • Pediatrician
      • 2 Attorneys
      • Electrical Engineer
      • Stockbroker
      • Retried State Legislature Representative
      • Homemaker
  • 7. Role of City Manager Greg Horn
    • Chief Executive Officer
    • Preparation of Budget
    • Hiring and Supervision
    • City Goals
    • Reports to City Council
  • 8. Role of Fiscal Manager Mark Schlagheck
    • Oversees Financial Department
    • Municipal Revenues
    • Insurance Programs
    • IT and HR Report to him
  • 9. Labor Relations
    • Non-union municipality
      • Except for Police and Fire
    • No contracts on services
    • Relationship between management and labor is fairly healthy
      • Only 2 grievances in City Managers tenure
  • 10. CAFR Highlights
    • Assets exceeded liabilities by 68.27 million dollars
    • Ending fund balance of 18.06 million of which 9.06 million is available for spending at the cities discretion
    • Carry over balance of 19.9 million
  • 11. Finance
    • 2.3 milage
    • Inside Voted
    • 20 year street campaign that was voted in 1978 and was not renewed
    • Road levy was split between township and city
      • Township 55%
      • City 42%
    • Police levy
  • 12. 2007 Budget Breakdown
  • 13. Funds
    • General Fund
    • Special Assessment Debt Retirement
    • Waste Collection
    • Golf Course Operation Fund
    • Internal Service Fund
    • Agency Funds
  • 14. General Fund 245,000 225,000 Investment Earnings 283,500 269,800 Fees and Permits 46,800 33,800 Charges for Services 900,000 800,000 Estate Tax Revenue 1,564,189 1,432,000 Property Tax Revenue 10,369,611 10,292,417 Income Tax Revenue 5,815,256 4,140,883 Beginning Balance 2007 2006 Revenues
  • 15. General Fund Breakdown 55,589 2% 241,961 Investment (233,010) 5% 716,204 Lot Sales (31,655) 2% 286,748 Fees, Etc. 13,832 .3% 44,284 Service 9,401 6% 879,998 Int. Govt. 196,709 83% 11,408,207 Local Taxes Increase or Decrease % of Total Amount 2002 Revenues
  • 16. General Fund Breakdown (110,321) 1% 131,640 Investment (115,675) 5% 600,529 Capital Assets 22,067 2% 308,815 Fees, Etc. (18,286) .1% 25,998 Services 63,427 7% 943,425 Int. Govt. 76,968 86% 11,485,175 Local Taxes Increase or Decrease % of Total Amount 2003 Revenues
  • 17. General Fund Breakdown 51,503 1% 183,143 Investment 12,309 2% 321,124 Fees, Etc. 9,189 .2% 35,187 Services 63,427 7% 1,138,791 Int. Govt. 76,968 71% 11,898,470 Local Taxes Increase or Decrease % of Total Amount 2004 Revenues
  • 18. General Fund Breakdown (20,484) 1% 162,659 Investment (59,133) 2% 261,991 Fees, Etc. 6,736 .2% 41,923 Services 694,832 10% 1,833,623 Int. Govt. (616,668) 66% 11,281,802 Local Taxes Increase or Decrease % of Total Amount 2005 Revenues
  • 19. Salary Expense
  • 20. Police and Fire
    • 50-60 police officers on staff.
    • Total Budget
      • 2005- 5,167,083
      • 2006-5,770,550
      • 2007- 6,118,546
    • Salary
      • 3,852,563 dollars
    • Fire
      • Washington Township Fire Department
      • 200 employees with 80 volunteer paid on call firemen.
  • 21. Capital Improvement Budget
    • 5-year plan
    • Streets and Sidewalks
    • Traffic Control
    • Land Acquisition
    • Buildings and Improvements
    • Vehicles and Equipment
  • 22. Street Rating Program
    • Rating done every year
    • Currently have 1 million dollars in street debt
    • 1.2 million in resurfacing projects
    • Part of the 5 year Capital Improvement Program
  • 23. Fiscal Health
    • Bond rating in 2001 of AA 3 from Moodys Investor Service.
    • Annual operating budget of 34 million.
    • 15.9 General Obligation debt for Yankee Trace Golf Course.
    • 7.1 million is assessment
    • 1 million in street debt.
      • Road rating done every year
    • Capital Improvement Program
      • 5 year plan
  • 24. Investments
    • Short term ( 3-years or less)
      • Star Ohio
      • Certificate of Deposits
      • Government Securities
    • Investment Earnings
      • 2002- 117,631
      • 2003- 69,581
      • 2004- 173,044
      • 2005- 159,795
      • 2006- 240,000
      • 2007- Projected at 245,000
  • 25. Investing
    • Investment Committee
    • Total Investments 15,783,472
      • US Agencies 14,866,177
      • Mutual bond fund 327,892
      • STAR Ohio 589,403
  • 26. Investing (cont)
    • US Agencies
      • Federal National Mortgage Corp.
      • Federal Home Loan Bank
      • Federal Home Loan Mortgage Co.
      • Government National Mortgage Association
  • 27. Top Ten Employers
    • Centerville Board of Education ………………
    • Graceworks Lutheran Services………………………
    • Franciscan at St. Leonard.
    • City of Centerville……….
    • Kroger………………………..
    • Heartland Employment…..
    • Voss AutoNetwork………
    • Bob Ross Buick…………..
    • Dimco Gray……………….
    • RETS Tech Center…….
    • 1,285
    • 650
    • 362
    • 250
    • 220
    • 200
    • 195
    • 145
    • 129
    • 110
  • 28. Property Taxes
  • 29. Property Tax(cont)
    • Assessed Property Value
      • As of December 31, 2004 was 594,051,037 million dollars
    • Assessed Property value up 153 million dollars since 1997
  • 30. Special Assessment
    • Are like property taxes, imposed only on those properties that are “specially benefited” by a public improvement
    • Centerville used Special Assessment in the resurfacing of roadways in 2005
    • Cost to taxpayers was 650,196 dollars and in 2007 another 636,636
    • Have a Special Assessment Bond Retirement Fund
  • 31. Golf Course at Yankee Trace
  • 32. Golf Course Operations Fund Open Excel
  • 33. Golf Course Funding
    • Golf Course Debt Retirement Fund
      • Repay the principal and interest payments on the long term debt issuance.
      • Revenue for repayment is from lot sales and land sales at the Yankee Trace development.
    • Unvoted Debt Retirement Fund
    • Currently 2,620,000 million in debt issuance.
  • 34. Golf Course Facts
    • Revenues from course go into the Proprietary Fund
    • Use Proprietary Fund to pay salaries and wages.
  • 35. Parks
    • They operate the Centerville-Washington Township Park District
    • 44 parks covering 900 acres
    • Roughly 180,000 dollars in operating expenses.
      • 7 Community Parks
      • 31 Neighborhood Parks
      • 6 Nature Parks
  • 36. Recommendations
    • Creating TIF Districts
    • Look into JEDDs and CEDAs
    • Host More Golf Tournaments to generate more revenue.
    • Seek out new businesses to come to the area to stimulate growth.
    • Take advantage of the talent pool in the city to attract new business.