2010 City Of Bethlehem Finance And Budget Presentation

The Eleventh Annual Business Leaders Breakfast is brought to us by

With thanks to our sponsor for this event

The Philadelphia Trust Company

Prosser Auditorium Moravian College November 5, 2009

2010 City of Bethlehem Finance & Budget Presentation

2010 CITY OF BETHLEHEMFinance & Budget Presentation

Eleventh AnnualBusiness Leaders Breakfast

Honorable John B. Callahan, Mayor

Prosser Auditorium Moravian College November 5, 2009

2010 Budget Expenses


Purchased Services13.3%

Debt Service12.1%

Materials & Supplies2.3%

General & Civic Expenses1.8%

Equipment0.5%

Personnel Services71%

$71,620,000

2010 Budget Revenues


Real Estate Taxes28%

Returns & Allowances19%

Act 511 Taxes16%

Grants & Gifts12%

General Fund Charges11%

Departmental Earnings9%

Licenses & Permits3%

Municipal Recreation1%

Magistrate Fines1%

$71,620,000

Significant Costs 2009 to 2010


• Personnel Services5.5% increase($1,914,000 all wages)

• Medical Benefits21.4% increase($1,600,000)

Medical BenefitsCost Increase

$2,3

50,0

00 $3,6

50,0

00

$5,6

41,0

00

$6,6

46,0

00

$7,1

42,0

00 $8,6

69,0

00

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

$9,000,000

$10,000,000

1995 2000 2007 2008 2009 2010

$1,285,000,000

$1,305,000,000

$1,325,000,000

$1,345,000,000

$1,365,000,000

$1,385,000,000

$1,405,000,000

1994

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

1994 $1,352,800,0001999 $1,299,591,0502000 $1,287,767,4002001 $1,284,448,0002002 $1,292,574,2502003 $1,304,023,5002004 $1,311,920,0002005 $1,325,948,8002006 $1,345,500,3002007 $1,357,423,6502008 $1,371,037,3002009 $1,382,759,1002010 $1,387,549,400

Real EstateAssessed Valuations


YEAR EARNED INCOME TAX2000 $5,863,4462001 $6,289,2622002 $5,989,7182003 $6,483,9832004 $6,146,6762005 $4,949,7062006 $5,807,1742007 $6,321,1322008 $6,615,4902009 $6,750,0002010 $6,900,000

YEAR EARNED INCOME TAX2000 $5,863,4462001 $6,289,2622002 $5,989,7182003 $6,483,9832004 $6,146,6762005 $4,949,7062006 $5,807,1742007 $6,321,1322008 $6,615,4902009 $6,750,0002010 $6,900,000

Prior Year Tax Revenues


YEAR BUSINESS PRIVILEGEMERCANTILE TAX

2000 $ 884,3942001 $1,044,7982002 $1,061,9272003 $1,136,5042004 $1,142,6082005 $1,262,9782006 $1,407,7022007 $1,511,5482008 $1,660,0002009 $1,775,0002010 $1,900,000

YEAR BUSINESS PRIVILEGEMERCANTILE TAX

2000 $ 884,3942001 $1,044,7982002 $1,061,9272003 $1,136,5042004 $1,142,6082005 $1,262,9782006 $1,407,7022007 $1,511,5482008 $1,660,0002009 $1,775,0002010 $1,900,000

Prior Year Tax Revenues


• Invest in public safety to ensure no negative affect from gaming

• Stabilize city finances• Invest in our existing business districts

and marketing all of Bethlehem• Reduce taxes – return a financial benefit

to all of our taxpayers

• Invest in public safety to ensure no negative affect from gaming

• Stabilize city finances• Invest in our existing business districts

and marketing all of Bethlehem• Reduce taxes – return a financial benefit

to all of our taxpayers


Goals of Casino Host Fees:

0

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

35,000,000

2008 2009 2010 2011 2012 2013

Pub

lic S

afet

y Ex

pens

es

38%

39%

40%

41%

42%

43%

44%

% o

f Tot

al G

F E

xpen

ses


Public Safety

Increased Manpower

• We hired more officers in the past 5 years than we had in the previous 20 years.

• Platoons now have 24 officers and 4 supervisors, compared with 14 officers and 3 supervisors.

• This is the greatest manpower increase in the history of the Bethlehem Police Department.

• We hired more officers in the past 5 years than we had in the previous 20 years.

• Platoons now have 24 officers and 4 supervisors, compared with 14 officers and 3 supervisors.

• This is the greatest manpower increase in the history of the Bethlehem Police Department.


125

135

145

155

165

1984

1986

1988

1990

1992

1994

1996

1998

2000

2002

2004

2006

2008

2009

2010

Police Staffing Increases1984-2010

1984–200412 PoliceOfficers added

2004–201018 PoliceOfficers added(Officers added toPatrol for the firsttime in 20 years)

Since 2004, the number of police officers has increased by 12.5%

Since 2004, the number of police officers has increased by 12.5%

144

162


Police Master Plan

• Focus - to get officers working in the community– responsibility – accountability

• Work with block watches and citizens in the neighborhoods most affected by crime.

• Validated by APD’s action in studying Lowell, MA and then restructuring to what we already have.

• Focus - to get officers working in the community– responsibility – accountability

• Work with block watches and citizens in the neighborhoods most affected by crime.

• Validated by APD’s action in studying Lowell, MA and then restructuring to what we already have.


Police Substations

• Major Substations– Center City – 735 Linden St.– Southcentral – 705 East Fourth Street– Northwest – 434 West Broad Street– Southwest – 520 Broadway

• Bethlehem Housing Authority– Lynfield – 1889 Lynfield Drive– Parkridge – 1926 Brookside Drive– Northeast – 1121 Marvine Street

• Major Substations– Center City – 735 Linden St.– Southcentral – 705 East Fourth Street– Northwest – 434 West Broad Street– Southwest – 520 Broadway

• Bethlehem Housing Authority– Lynfield – 1889 Lynfield Drive– Parkridge – 1926 Brookside Drive– Northeast – 1121 Marvine Street


New Equipment and Technology

• New CAD and RMS software• In Car Digital Cameras• AVL, Automatic Vehicle Locator

– Assist in locating officers and dispatching by their geographic locations

– Cut down on response time– Increase officer safety

• Replacement of half of the patrol fleet• $5 Million Radio upgrade to digital and simulcast -

every officer will receive new and advanced radios

• New CAD and RMS software• In Car Digital Cameras• AVL, Automatic Vehicle Locator

– Assist in locating officers and dispatching by their geographic locations

– Cut down on response time– Increase officer safety

• Replacement of half of the patrol fleet• $5 Million Radio upgrade to digital and simulcast -

every officer will receive new and advanced radios


Ongoing Efforts

• New surveillance camera system is being deployed in neighborhoods

• Tasers– Police officer and suspect protection

• New mobile emergency operations center• Ongoing software development

– Increase efficiency– Increase safety

• New surveillance camera system is being deployed in neighborhoods

• Tasers– Police officer and suspect protection

• New mobile emergency operations center• Ongoing software development

– Increase efficiency– Increase safety


Mounted Police Unit


1 of 9 departments out of the 1200 police departments in the state to

receive CALEA accreditation

1 of 9 departments out of the 1200 police departments in the state to

receive CALEA accreditation

1 of 48 out of the 1200 police departments in the state to

receive PLEAC accreditation

1 of 48 out of the 1200 police departments in the state to

receive PLEAC accreditation

1 of 9 departments in the state with both accreditations. Excluding the State Police, Bethlehem is the largest

department in the state to achieve both accreditations.

1 of 9 departments in the state with both accreditations. Excluding the State Police, Bethlehem is the largest

department in the state to achieve both accreditations.

Public Safety - PoliceCurrently

undergoing

re-accreditation

process

Currently

undergoing

re-accreditation

process


Violent CrimeReported Offenses 2006-2008

Source: PA Uniform Crime Reporting System


2,250

2,300

2,350

2,400

2,450

2,500

2,550

2,600

2006

2007

Total Violent Crime

2,250

2,300

2,350

2,400

2,450

2,500

2,550

2,600

2006

2007

Total Violent Crime

2006 vs. 2007

In 2007Total Violent Crime

was down by 8% from 2006



215

220

225

230

235

240

245

250

2007

2008

Total Violent Crime

215

220

225

230

235

240

245

250

2007

2008

Total Violent Crime

2007 vs. 2008





Criminal HomicideRate per 100,000 population

46.2

27.3

23.1

20.4

19.2

14.9

13.6

12.3

11.4

8.6

6.9

6.9

6.8

5.5

4.9

4.3

4.1

4.1

0 00

5

10

15

20

25

30

35

40

45

50C

hest

er

York

Phila

delp

hia

Pitts

burg

h

Har

risbu

rg

Alle

ntow

n

McK

eesp

ort

Rea

ding

East

on

John

stow

n

Scra

nton Erie

Will

iam

spor

t

Lanc

aste

r

Wilk

es-B

arre

Alto

ona

Leba

non

New

Cas

tle

Haz

leto

n

Bet

hleh

em


Sex Related OffensesRate per 100,000 population

596.

7

376.

8

333.

6

278.

4

270.

9

256.

8

241.

5

225.

1

222.

8

221.

2

213.

1

147.

7

147.

1

140.

4

136.

7

103.

6

103.

2

95

64.310

2

0

100

200

300

400

500

600

700H

arris

burg

York

Lanc

aste

r

Alle

ntow

n

Phila

delp

hia

Pitt

sbur

gh

Rea

ding

East

on

Che

ster

Will

iam

spor

t

Erie

Scra

nton

Alto

ona

McK

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ort

Wilk

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John

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n

New

Cas

tle

Bet

hleh

em

Leba

non

Haz

leto

n


1,02

9.3

798.

2

670.

0

644.

0

556.

9

466.

7

462.

8

439.

9

326.

1

311.

4

297.

6

297.

1

253.

8

181.

3

173.

6

156.

9

144.

9

133.

9

82.6

147.

5

0

200

400

600

800

1,000

1,200Ha

rris

burg

York

Phila

delp

hia

Che

ster

Read

ing

Pitts

burg

h

Alle

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n

Lanc

aste

r

McK

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ton

New

Cas

tle

Wilk

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John

stow

n

Will

iam

spor

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Leba

non

Beth

lehe

m

Alto

ona

Scra

nton

Hazl

eton

RobberyRate per 100,000 population



Pennsylvania Uniform Crime ReportingViolent Crime Statistics

Police Dept. Offenses *Rate % Solved Offenses *Rate % Solved Offenses *Rate % Solved Offenses *Rate % Solved

Chester 17 46.2 52.94% 82 222.8 42.68% 237 644 28.27% 931 2530 61.98%York 11 27.3 81.82% 152 376.8 73.68% 322 798.2 23.91% 387 959.4 34.88%Philadelphia 331 23.1 74.92% 3,889 270.9 79.87% 9,618 670 34.28% 35,531 2,475.10 43.10%Pittsburgh 63 20.4 49.21% 792 256.8 86.87% 1,439 466.7 36% 7,373 2391 66.61%Harrisburg 9 19.2 122.22% 280 596.7 69.29% 483 1,029.30 33.54% 1,481 3,156.20 73.53%Allentown 16 14.9 62.50% 299 278.4 37.12% 497 462.8 15.29% 2,166 2,016.80 53.23%McKeesport 3 13.6 0% 31 140.4 51.61% 72 326.1 40.28% 268 1214 67.91%Reading 10 12.3 70% 196 241.5 59.69% 452 556.9 24.56% 2,359 2,906.30 78.97%Easton 3 11.4 100% 59 225.1 69.49% 78 297.6 30.77% 174 663.9 67.82%Johnstown 2 8.6 100% 24 103.6 150% 42 181.3 64.29% 356 1,536.30 101.40%Scranton 5 6.9 60% 107 147.7 29.91% 97 133.9 29.90% 596 822.7 37.08%Erie 7 6.9 57.14% 217 213.1 72.35% 317 311.4 28.39% 1,624 1,595.10 65.27%Williamsport 2 6.8 0% 65 221.2 52.31% 51 173.6 33.33% 187 636.5 70.59%Lancaster 3 5.5 66.67% 182 333.6 66.48% 240 439.9 26.25% 796 1,458.90 77.89%Wilkes-Barre 2 4.9 0% 56 136.7 44.64% 104 253.8 28.85% 205 500.3 55.61%Altoona 2 4.3 100% 68 147.1 54.41% 67 144.9 55.22% 957 2,069.80 81.82%Lebanon 1 4.1 100% 23 95 73.91% 38 156.9 50% 197 813.6 83.25%New Castle 1 4.1 0% 25 103.2 56% 72 297.1 51.39% 274 1,130.70 78.10%Hazleton 0 0 n/a 14 64.3 35.71% 18 82.6 61.11% 102 468.1 76.47%Bethlehem 0 0 n/a 74 102 46% 107 147.5 29.91% 679 936.1 83.06%

Rate higher than Bethlehem Rate Lower than Bethlehem *rate is per 100,000 population

AssaultsRobberySex Related OffensesCriminal Homicide

Violent CrimePercent Solved

46%

83%

42% 46

%

24% 30

%

17%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Assaults Sex Related Offenses Robbery Criminal Homicide

2007 2008


Violent and Total CrimeReported Offenses Jan-Jun 2008 vs. 2009

Source: PA Uniform Crime Reporting System


1,52

5

4,03

0

1,11

9

3,59

6

0

500

1000

1500

2000

2500

3000

3500

4000

4500

Violent Crime Total Crime

2008 (YTD) 2009 (YTD)

Violent Crime is down 26%

from the period ofJan-Jun 2008

Violent Crime is down 26%


Total Crime is down 11%


Total Crime is down 11%


Water57.3%

Pension17.5%

General13.3%

Other30.8%

Sewer1.5%

Golf0.2%

Parking5.2%

Landfill4.9%

Reduction of Total Debt: $64 Million

City Total Debt 2009


$0

$50,000,000

$100,000,000

$150,000,000

$200,000,000

$250,000,000

$300,000,000

$350,000,000

$400,000,000

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Governmental Activities Water Fund Sewer Fund Golf Fund Parking Authority

Paying Down City Debt

Reduction in Total Debt 2004-2009 by $64 million

50 % Reduction in next 7 years


Reduction in Total Debt 2004-2009 by $64 million



Total Debt Service 2004-2019

GFOA recommends, at a minimum, that general purpose governments, regardless of size, maintain unreserved fund balance in their general fund ofno less than five to 15 percent of regular general fund operating revenues, or of no less than one to two months of regular general fund operating expenditures. A government’s particular situation may require levels of unreserved fund balance in their general fund significantly in excess of these recommended minimum levels.

GFOA recommends, at a minimum, that general purpose governments, regardless of size, maintain unreserved fund balance in their general fund ofno less than five to 15 percent of regular general fund operating revenues, or of no less than one to two months of regular general fund operating expenditures. A government’s particular situation may require levels of unreserved fund balance in their general fund significantly in excess of these recommended minimum levels.


Recommendation:

$342

$1,16

3

$2,47

8

$4,14

6

$6,48

2

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

(in th

ousa

nds)

2009 2010 2011 2012 2013

Rainy Day Fund / Taxpayer Stabilization

2009-2013 Projected Cash Reserves


0.00

2.00

4.00

6.00

8.00

10.00

12.00

14.00

16.00

(tota

l milla

ge)

2006 2007 2008 2009 2010 2011 2012

City Tax Rates2003-2012

Potential for tax cut

in 2012

Potential for tax cut

in 2012


Continuous ImprovementThe Business of Good Government

CI in the City is an initiative that empowers City of Bethlehem Employees to look at their jobs in a new way, to ensure that each and every day they are adding value and providing better services toresidents and taxpayers.

CI in the City is an initiative that empowers City of Bethlehem Employees to look at their jobs in a new way, to ensure that each and every day they are adding value and providing better services toresidents and taxpayers.


CI in the CityIngredients for Success• Strong partnership between Air Products and the City –

two organizations working together to improve their community

• Leadership team comprised of Mayor, Department Heads and Bureau Chiefs who have received CI Training and support the initiative in their work areas

• Team of 9 employees, representing each department, who have been trained in a variety of tools to facilitate CI Events

• Employees who are involved, engaged, teamed, and capable

• List of target areas for improvement

• Strong partnership between Air Products and the City –two organizations working together to improve their community

• Leadership team comprised of Mayor, Department Heads and Bureau Chiefs who have received CI Training and support the initiative in their work areas

• Team of 9 employees, representing each department, who have been trained in a variety of tools to facilitate CI Events

• Employees who are involved, engaged, teamed, and capable

• List of target areas for improvement


• CI is about making improvement at a rate greater than before– For our Residents, the City Team and our Taxpayers

• Provides the means to “get better at getting better”– Engages people who are doing the job in improving the

job– Creates focus by finding and targeting key work

processes and areas of improvement– Gives us a set of tools to identify and eliminate problems – Helps us learn from solving problems and sharing ideas

• CI is about making improvement at a rate greater than before– For our Residents, the City Team and our Taxpayers

• Provides the means to “get better at getting better”– Engages people who are doing the job in improving the

job– Creates focus by finding and targeting key work

processes and areas of improvement– Gives us a set of tools to identify and eliminate problems – Helps us learn from solving problems and sharing ideas


Continuous Improvement (CI)The Business of Good Government

Increasing our Activity and Results• 15 events executed, and a significant pipeline for more • 7 departments participating

Developing our Team•Team Leader assigned•7 CI Team Members representing various departments•Training and continued plans for self sufficiency in CI skills•Awareness training

Providing Leadership• Progress review part of staff• Each Department has committed resources to be part of the CI Team and execute events.

Increasing our Activity and Results• 15 events executed, and a significant pipeline for more • 7 departments participating

Developing our Team•Team Leader assigned•7 CI Team Members representing various departments•Training and continued plans for self sufficiency in CI skills•Awareness training

Providing Leadership• Progress review part of staff• Each Department has committed resources to be part of the CI Team and execute events.


CI in the City: 2009-2010

• Created a new purchasing-petty cash process resulting in a 35% reduction in the number of purchase orders generated and and estimated cost savings of over $84,000.

• Created a process for police vehicle preventive maintenance resulting in a reduction in cycle time and improved tracking system.

• Created a process for the Health Bureau’s Call Center to ensure that roles are clearly defined and operations are standardized.

• Created an electronic work order process for meter shop and utility billing to ensure integrity of customer account database and and manage responsiveness.

• Created a new purchasing-petty cash process resulting in a 35% reduction in the number of purchase orders generated and and estimated cost savings of over $84,000.

• Created a process for police vehicle preventive maintenance resulting in a reduction in cycle time and improved tracking system.

• Created a process for the Health Bureau’s Call Center to ensure that roles are clearly defined and operations are standardized.

• Created an electronic work order process for meter shop and utility billing to ensure integrity of customer account database and and manage responsiveness.

Event Results


• Increased the use of Action Tracking - a system that tracks customer service requests.

• Currently in the process of completing a strategically planned reorganization of office space in Community and Economic Development to provide adequate staffing space, deliver services more efficiently, and reduce intra-office movement.

• Exploring the creation of an intranet as a means to decrease internal “paper” traffic.

• Increased the use of Action Tracking - a system that tracks customer service requests.

• Currently in the process of completing a strategically planned reorganization of office space in Community and Economic Development to provide adequate staffing space, deliver services more efficiently, and reduce intra-office movement.

• Exploring the creation of an intranet as a means to decrease internal “paper” traffic.

Event Results


• Graffiti Removal - Improve the process for graffiti removal throughout the City of Bethlehem.

• Fire Hydrants - Improve the process for the installation, maintenance and billing of public and private fire hydrants.

• Purchasing Cards - Successfully install the use of Purchasing Cards which will reduce transactional time and improve cash visibility.

• Action Tracking - Conduct a root cause analysis on the most common service requests entered into Action Tracking. This will result in increased problem solving and improvements.

• Police Communication - To improve communication within the Police Department related to procedural changes, crime information, anddepartmental information.

• Performance Appraisals

• Graffiti Removal - Improve the process for graffiti removal throughout the City of Bethlehem.

• Fire Hydrants - Improve the process for the installation, maintenance and billing of public and private fire hydrants.

• Purchasing Cards - Successfully install the use of Purchasing Cards which will reduce transactional time and improve cash visibility.

• Action Tracking - Conduct a root cause analysis on the most common service requests entered into Action Tracking. This will result in increased problem solving and improvements.

• Police Communication - To improve communication within the Police Department related to procedural changes, crime information, anddepartmental information.

• Performance Appraisals

Upcoming Events


“CI in the City”: ‘08-’09Efficiencies and Cost Savings for Sustainability

• One of the smallest non-uniformed workforces in the City’s history• Debt reduction strategy for capital spending: borrowing less than what is

paid back• Aggressive collection of delinquent taxes – 99% collection rate• Purchase of Street Lights from PPL - $8.3 Million savings• Traffic signal energy savings plan - $461,000 savings• First Strategic Water & Sewer Plan completed• Central Processing Live Scan Video Arraignment• CALEA and PLEAC Certifications• Implement Geographical Information Systems• Implement eGov-Interactive Government Services• Reorganization of police department patrol division

• One of the smallest non-uniformed workforces in the City’s history• Debt reduction strategy for capital spending: borrowing less than what is

paid back• Aggressive collection of delinquent taxes – 99% collection rate• Purchase of Street Lights from PPL - $8.3 Million savings• Traffic signal energy savings plan - $461,000 savings• First Strategic Water & Sewer Plan completed• Central Processing Live Scan Video Arraignment• CALEA and PLEAC Certifications• Implement Geographical Information Systems• Implement eGov-Interactive Government Services• Reorganization of police department patrol division


Goal for the City of Bethlehem:to Reduce Emissions by 20% by the Year 2012

13,2

00

16,5

05

15,1

02

14,9

19

14,5

29

17,696

12,000

13,000

14,000

15,000

16,000

17,000

18,00019

90

1992

1994

1996

1998

2000

2002

2004

2006

2008

2010

2012

(tC

02e)

Climate Protection Agreement (CPA) Projection without CPA


12% reduction12% reduction

010,00020,00030,00040,00050,00060,00070,00080,00090,000

100,000

2006 2007 2008 2009(to date)

$0

$50,000

$100,000

$150,000

$200,000

$250,000

Gallons Cost

010,00020,00030,00040,00050,00060,00070,00080,00090,000

100,000

2006 2007 2008 2009(to date)

$0

$50,000

$100,000

$150,000

$200,000

$250,000

Gallons Cost


Fuel Oil ConsumptionWaste Water Treatment Plant consumption reduced by

99.97 % due to methane capture and reuse programWaste Water Treatment Plant consumption reduced by

99.97 % due to methane capture and reuse program


Basic Services Accomplishments

Pre-wetting of road service to improve snow/ice removal operations

GIS System

Tree inventory / 300 new trees planted

Improved streetscape and cleaning service in our two downtown retail districts

Streamlined and reorganized leaf collection process including weekend trash collection in North and Southside Business Districts

Pre-wetting of road service to improve snow/ice removal operations

GIS System

Tree inventory / 300 new trees planted

Improved streetscape and cleaning service in our two downtown retail districts

Streamlined and reorganized leaf collection process including weekend trash collection in North and Southside Business Districts



Coordinated back-in angle parking

Coordinate and construct $100 million of road improvements in South Bethlehem

Increased bikability with Shared Lane markings in downtown

Continued reduction of unaccounted water – leak detection program

Continued graffiti patrols and removal efforts

Increased Golf Course revenues by over $250,000 (Starter’s GolfGrill)

Energy savings initiatives throughout the City

Coordinated back-in angle parking

Coordinate and construct $100 million of road improvements in South Bethlehem

Increased bikability with Shared Lane markings in downtown

Continued reduction of unaccounted water – leak detection program

Continued graffiti patrols and removal efforts

Increased Golf Course revenues by over $250,000 (Starter’s GolfGrill)

Energy savings initiatives throughout the City



EMS responded to nearly 10,000 calls, 95% of calls responded to with an in-house crew

9 New police vehicles

$800,000 - Surveillance cameras

$1.6 million - Fire apparatus replacement - Aerial truck / Pumper

2,400 fire safety inspections

Smoke detectors installed in over 300 homes

Distributed smoke detectors to 1,700 children

EMS responded to nearly 10,000 calls, 95% of calls responded to with an in-house crew

9 New police vehicles

$800,000 - Surveillance cameras

$1.6 million - Fire apparatus replacement - Aerial truck / Pumper

2,400 fire safety inspections

Smoke detectors installed in over 300 homes

Distributed smoke detectors to 1,700 children

Comprehensive Plan Update

• Final Plan Adopted -Spring 2009

• Zoning Ordinance -Currently being Updated Public Meeting Nov. 10th

Department of Community & Economic Development

Sand Island West: Master Plan

Sand Island West: Pavilion

Main Street Parking Study: The Momentum Continues


Main Street Parking Structure

Angled Parking Re-Introduced on Main St

Evaluating Automated Pay Stations

Main Street, Bethlehem 1950s

Rehab Existing & Build Addition

2009

http://cache.gizmodo.com/assets/images/4/2006/11/muni_meters.jpg

The Loop: Bethlehem’s Downtown Shuttle


Launched May 2009


Launched May 2009

$2.$2.5050 All Day PassAll Day Pass

Bethlehem’s Downtown ShuttleRidership

1,691

7,705

5,963(71% of Target)



0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

MAY JUNE JULY AUGUST (LOOP)THRU 8/17/09

SEPTEMBER

Target Monthly Ridership8,300

(Musikfest)

(close of summer tourist season)

(Musikfest)

(start of summer tourist season)

92% oftarget

92% oftarget

PROJECT TIMELINES

South Bethlehem GreenwayDepartment of Community & Economic Development

• Momentum Continues

Skate Plaza DesignPhase I

Acquisition Greenway DesignPhase I

Skate Plaza DesignPhase II

Greenway DesignPhase II

Phase I Construction

Phase 2 Construction

ribbon cutting

South Bethlehem GreenwayDepartment of Community & Economic Development

Oct 14, 2009 – ‘Bethlehem opens first segment of

urban greenway that will connect communities…’


South Bethlehem Greenway- Skate Skate PlazaPlaza

• Skate Plaza Design Complete• Construction to begin Fall 2008

11 Phase 3Phase 2Phase 2Phase 2 Phase 2Phase 2Phase 2Phase 1Phase 4

The Phase Plan

Skate Plaza DesignPhase I

Acquisition Greenway DesignPhase I

Skate Plaza DesignPhase II

Greenway DesignPhase II

Phase I Construction

Phase 2 Construction

ribbon cutting

The Elm Street Plan (North-by-Northwest)


300 Trees Planted

2 Community Websites

More Crosswalks

5 New Bike Racks

36 Movies in the Park

From Concept to

Implementation

From Concept to

Implementation

Creating Pedestrian Friendly Neighborhoods Creating Pedestrian Friendly Neighborhoods

Creating Neighborhood Venues andCreating Neighborhood Venues and

Creating Neighborhood DialogueCreating Neighborhood Dialogue

http://www.nbnw-bpa.org/wp-content/uploads/2008/10/friendship-rack.jpg

The Elm Street Plan (North-by-Northwest)


Launched: Best Front Forward Program

Value of Building Permits IssuedYear Permits Value

1998 1,215 $27,054,106

2006 4,587 $117,658,0832007 4,269 $159,357,336

1999 1,139 $43,733,8522000 1,123 $58,877,6242001 1,435 $87,867,2462002 1,418 $158,183,8912003 1,504 $117,905,3032004 3,757 $81,306,1032005 4,647 $179,134,415

20082009

*(10/29/09)

3,6752,887

$435,747,412$79,262,869

Department of Community & Economic DevelopmentDepartment of Community & Economic Development

Bethlehem WorksSouthside Bethlehem Central Business District

Steel Stax Performance

Center

National Museum

of Industrial History

Sands Bethlehem Works – Phase 1Southside Bethlehem Central Business District

Actual vs. Rendering


Coming Soon…

Preserving The Past…Creating The Future…

SteelStacks

LVIP Headquarter: Green Class “A” Office at LVIP VII

State of the Art Building tenants include:

HDR Engineering, Inc / Spillman Farmer Architects

• Project Cost ………………………..$8M• Size…………………………42,000SF• Projected Jobs ….…..100 employees

State of the Art Building tenants include:

HDR Engineering, Inc / Spillman Farmer Architects

• Project Cost ………………………..$8M• Size…………………………42,000SF• Projected Jobs ….…..100 employees

Synchronoss Technologies

Synchronoss Technologies

• Project Cost ………………………..$13M• Size…………………………..61,000SF• Product………………………..Software

that automates customer orders for telecommunications services.

• Current Jobs………………………..400 including call center operators, project developers, business analysts and managers

•Projected Jobs……………………….600

Majestic Bethlehem Center

Phase 1: $100M

• Project Cost ………………………..$17M• Size…………………………..76,000SF

Hyatt Place: Six Stories with 124 Rooms

• Project Cost ………………………..$17M• Size…………………………..76,000SF•Current Jobs………………………..400 Projected Jobs……………………….600


• Project Cost………………..$17M• Size……………………..76,000SF


Plaza on Eighth: Six-Story Office and Commercial Plaza

Mixed Use Seven Commercial buildings, One Office Tower.

to include restaurant, bank, pharmacy, café, retail, etc

Project Cost ………………………..$30M

Mixed Use Seven Commercial buildings, One Office Tower.

to include restaurant, bank, pharmacy, café, retail, etc

Project Cost ………………………..$30M

Lehigh University Science & Environmental Building

The “STEPS Building”

Slated for Completion in June 2010.Green Building to seek LEED Silver Certification

• Project Cost ………………..$62.1M• Size………….………..135,000SF

75-person Lecture Hall, Classrooms, Student lounge, and Labs.

Preserving The Past

Moravian Dorms: Priscilla Payne Hurd Campus Residence Hall

Creating The Future

Ben Franklin TechVentures 2 ExpansionAccelerating Growth & Innovation in our Technology Economy

Completion Slated for 2010•Size……………....47,000SF

•Project Jobs Created……..200•Projected Jobs Retained….100

$6M in American Recovery & Reinvestment Act funds


Key Economic Development Programs

TypeNumber of

Loans 2008City Investment

2008

Total Loans Outstanding

(loan portfolio)Total City

InvestmentFRED 7 $ 320,000 43 $ 4,903,000

Fred Participation 2 102,000 479,000

Façade - - 26 2,669,000

Façade Participation 3 115,000 19 162,000

BEAR - - 12 351,000

Sign Loan - - 16 51,000

Vision 2012 Façade - - 3 40,000

Total 12 $ 537,000 124 $ 8,346,000

City’s Economic Development Loan Programs

In 2008:•33 jobs created as a result of FRED Program•Private investment of $3.80 for every $1.00 FRED dollar loaned•Private investment of $4.35 for every $1.00 Façade dollar loaned

Live and Launch

"100 great towns that will feed your soul and nurture your business."

-Fortune Magazine

Ranked # 58

“The city welcomes new businesses with open arms…. In addition, Ben Franklin Technology Partners, an internationally recognized, state-funded program based at Lehigh University, links early-stage technology firms and established manufacturers with funding, employees, technology, and universities.

-Peter MacDougall, Money Magazine


*Excludes future build out of LVIP VII- Bethlehem Commerce Center

Major Development Projects: All Projects

Type InvestmentCommercial Subtotal $ 921,707,000 Industrial Subtotal $ 559,270,000 Institutional Subtotal $ 151,100,000 Mixed-Use Subtotal $ 547,000,000 Residential / Senior Subtotal $ 49,010,000 Residential Subtotal $ 219,000,000

Total $ 2,448,000,000

Recent National

Accolades

2010 City Of Bethlehem Finance And Budget Presentation

Design

Transcript of 2010 City Of Bethlehem Finance And Budget Presentation