Dr. H. Dan Adams paper on Evansville and Transparency in Government

By Dr. H. Dan Adams

Evansville is a unique place on the Ohio River, here for more than two hundred years. Its intimacy with the river has sustained it over all that time, bringing it food, settlers, and business. During World War II, Evansville stepped up as a formidable provider of the tools for victory.

The Evansville Golden Crescent is made up of roughly four parts: Upstream has concentrated the expression of our history with the LST 325, the Evansville Museum, and the delightful historic home section.

The Golden Crescent

Next is the business engine of banks, larger corporations, courts, new Arena and government. Below that area is the Entertainment District containing Aztar, its bars and gambling. Finally, in the Evansville’s last, downstream section resides it heavy industry with its promise of rejuvenation of a slack water port in the decade to come. Here lies our city!

Surrounded by four major midwestern cities, Evansville has the major advantage of being able to easily get to those urban centers, if desired. Yet our city does retain the marvelous features of quiet sustaining neighborhoods, personal kindness, safe streets and relatively low taxes.

City of Evansville Population
(2009) – 116,584
(2010) – 116,500 with annexation areas included
Vanderburgh County Population (2009) – 175,434
GPS Location – 37.966865 -87.566724
Evansville Regional Airport, IN
Elevation 417 ft Latitude: 38.04306; Longitude –87.52028
Estimated Median Household Income: Evansville – $33,600 Indiana – $47,9662

CITY OF EVANSVILLE PROJECTED REVENUES
Miscellaneous $ 88,192,216
General Fund Property Tax 56,605,735
Sewer Fund Fees 36,244,000
Water Fund Fees 23,237,700
Local County Income Tax 11,367,609
River Boat Fund 10,641,310
Park Fund Property Tax 6,247,500
Fire Pension Property Tax 105,000
Police Pension Property Tax 105,000

Grand Total Revenue Projected $232,782,070

Miscellaneous Revenues: (in Million $)

General Misc 26.4, Fire Pension 5.7, Police Pension 7.0, Parks Misc 3.9, Park Refunding 0.4,
Redevelopment Bond 2011 1.3, Redevlmt Bond ret. 0.2, Print & Supply 0.5, Law Enforcement Ed 0.1,
COIT Misc1.8, Cumultv Capital Improvemt 0.3, Rvboat Misc 0.03, Highwy 4.5, Rny Day 0.03, Golf 1.5,
Redevlmt TIF Ret Bond 0.4, Sports 0.4, Greenway 0.3, Local Rds & Strts 1.8, Cert Tech Pk, 0.001, Pking
Gargs 0.5, HUD Fair Hsing 0.03, EEOC 0.05, TIF Projects Acct 6.9, Hospitalization 19.5, Unemplmt Fd
0.1, Wrkers Comp 1.0, Liabty Ins Fd2.4, Waste Watr 0.7 = $88,192,2163

CITY OF EVANSVILLE 2011 PROJECTED EXPENSES

Total Utility – Water, Sewer & Wastewater $60,133,316
Police 29,420,344
Fire 23,690,223
Total Insurance Fund 22,885,311
Local Income Tax Use Fund 15,318,892
Riverboat Fund 11,168,030
Miscellaneous 10,535,608
Parks and Recreation 10,311,606
Remainder of General Fund 9,053,661
METS 7,159,122
Master TIF Projects 6,917,997
Fire Pension 5,635,137
Highway Fund 5,498,396
Central Dispatch 3,192,956
Local Roads & Streets 2,131,186
Golf Course Non-Reverting 1,511,728
Redevelopment Bond Fund 1,375,519
Dept of Metro City 1,238,655
Code Enforcement 1,185,720
Grand Total City Projected 2011 Expenses $228,363,4074

CITY OF EVANSVILLE – CHALLENGES
BACK to BASICS:

Recession – Slow recovery or double dip.? As the stimulus money’s effect has blunted the potentially catastrophic deep slope of a depression, it is now time to slow BIG government spending, until the exact length and depth of the downturn can be accurately determined. The independent variables of increased revenue from phased-in, newly annexed city areas and a hopeful increase of sales tax income may counter balance the dip caused by the constitutionally demanded property tax ceilings and the EPA sewerage judgment. New hiring for jobs is most needed and should come in one to two years. It is time to be cautious to commit money to projects other than those of the most basic nature. A full-scale attack on new business creation with continued intense encouragement of existing businesses is primary.

Basic Services – As police and fire create public safety and trash collection protects us from epidemics, these needs are paramount. The Firefighter contract must be promptly settled. In the future, arbitration legislation may be needed to push the process along. If the possible revenue crunch does become prohibitive, these primary obligations will take precedent for all other city funding, which could include administrative pay cuts. In light of these basic needs, other much less demanding, frivolous spending should be sharply curtailed.

Sewer Correction – Although an admirable start to correct a huge long-standing problem has been done, much is needed yet. The sewer/water rates have been increased regularly over recent years with each sewer project. Because of the uncertain nature of our economy, no new sewer rate increases should be entertained for at least two years. The Public’s squeal factor is beginning to be heard. The slope of sewer rate increases should be flattened, until the final bill to be paid from the EPA case is known. Ultimately soon, the decades present, eye-and-nose sore of Bee Slough should made into a cleansing fen.

New Arena – About three quarters of the way through its creation, the new Arena’s building goes apace. It IS a beautiful edifice. Hopefully, it will finish early and under budget, as it has so far. When done, it should draw crowds of people to the Downtown on more than 130+ occasions per year. Roberts Stadium costs $15,000 per month to maintain empty, which will not occur for some months. Would it not be worthwhile to retain the iconic building and create another interior use for it? Any solution should wait for at least a year, until it so apparent that the worse of the recession’s damage has passed. All other solutions should be fleshed out during this waiting period to deliver value to ALL of our citizens…not just a handful.

City-County Merger – Although many good ideas have come forth in this most recent effort, the decision not to have the referendum be on this fall’s ballot has effective paralyzed its forward progress. Now that the study has been turned in on January 11st, it may sit gathering dust for almost two years before an appropriate election cycle occurs. The public’s present apathy may well be in concrete by then. The study’s cost of $108,000 for legal and secretarial uses needs to be documented in detail. The question of whether the study was worth the money has yet to be answered.

Summary – The search for city/public consensus management is desperately needed. A kinder, gentler, less “my way or the highway” approach should be sought.