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HomeMy WebLinkAbout11-09-2016 Finance Com. of Whole - Budget WorkshopDUBLIN CITY COUNCIL 2017 OPERATING BUDGET WORKSHOP 1 Wednesday, November 9, 2016 — 6:30 p.m. Council Chambers Minutes Mr. Lecklider called the meeting to order at 6:30 p.m. Council members present were: Mayor Peterson, Ms. Amorose Groomes, Ms. Alutto, Ms. Salay, Mr. Lecklider and Vice Mayor Reiner (arrived 6:40). Mr. Keenan was absent due to out of state travel. Staff members present were: Mr. McDaniel, Ms. Mumma, Ms. Readler, Mr. Hartman, Ms. O'Callaghan, Mr. Rogers, Chief von Eckartsberg, Mr. McCollough, Ms. Goss, Mr. Earman, Mr. Papsidero, Ms. Gee, Ms. LeRoy, Ms. Richison, Ms. Burness, Mr. James, Mr. Hammersmith, Mr. Gaines, Ms. Kennedy, Ms. Gilger, Mr. Somerville, Lt. Paez, Ms. Gilger, Mr. Ashford, Mr. Syler, Mr. Tyler, Mr. Anderson, Mr. Gettman. Ms. Mumma introduced staff members Ms. Kennedy, Budget Manager, who has put a significant amount of work into preparation of the 2017 operating budget, and Mr. Gaines, new Deputy Finance Director. She and Mr. McDaniel will provide an overview of the proposed budget and will then respond to Council's questions. Mr. McDaniel stated that strategic factors were considered in developing this proposed budget. Strategic Factors Considered: • Anticipated loss of revenue from Nationwide and Chase presents a loss in income for the City. - Though not crippling, it is essential to be cognizant of the loss of revenue in the coming years and the projections are done accordingly. - With the departure of Nationwide, the building they are vacating on Rings Road has been addressed through an economic development agreement with Cardinal Health. However, when Cardinal Health consolidates into that building, the buildings in Dublin that they will be vacating must be back filled. Those effects/impacts must be considered when looking at this budget. - A three to five-year transitional period is anticipated for the departure of Nationwide, the consolidation of Cardinal Health into that location, and the back- filling of the Cardinal Health buildings. - In addition, there are some other strategic buildings within the City that are vacant, but for which there is activity. Strategic Planning Efforts: • There are strategic planning efforts for the overall transition — essentially a re -set in preparation for the transition. Those include: the Legacy Office Park, Frantz Road/West SR 161 Corridor, Transportation, West Innovation District studies— all of which are critical during this transitional period and help to form the strategy for moving forward. All those factors will come to fruition in 2017, and this budget anticipates that. • The implementation of a very aggressive five-year CIP. Key investments in the City will continue to be made during this transitional period, which sets a great condition for economic development going forward on a number of fronts. Finance Committee of Whole Minutes — 11-09-2016 Page 2 of 18 Emphasis on fundamentals — high quality services, public safety, maintenance and citizen engagement/involvement; those are both strategic and also the City's tradition. Budget Guidance: He provided staff with the following guidance to be used in developing this budget: • Follow financial policies and guidelines. • Mindful of City Council focus areas and general direction, including economic vitality, safety and a resilient community. • Maintaining the levels of high quality services and customer service. • Implementation of the Capital Improvements Program. • Analyze existing budget and seek efficiencies, striving for 0% increase. • Be creative with staffing needs. Vacancies are an opportunity to reclassify positions, making them more efficient. Seek cost neutral approaches, including moving existing funding within the operating lines of the budget to the personnel side. • Focus on the fundamentals of services, safety and maintenance. • Citizen engagement. • Staff training and development. • Leveraging technology. Bottom Line of 2017 Proposed Operating Budget: • Operating Expenditures - $85,283,163. This is a 3.41% increase over the 2016 operating budget ($2,814.268). • Much of that increase is attributable to the following: - $1.25 million — income tax refunds (operating expenditures); - $1.29 million — Rings Farm acquisition — year two of five years of payments (capital expenditures); • Excluding those items, relative to salaries, benefits, operating expenditures and capital expenditures, the 2017 proposed operating expenditures are 0.34% over the 2016 original operating budget. • Adding the income tax refunds and the strategic investment in the Rings Farm, together with the 0.34% increase results in an overall increase of 3.41%. There is little change in the basics of the Operating Budget, yet some innovative things are being accomplished. Focus Areas of the 2017 Proposed Operating Budget: • Fiscal Health & Accountability — setting conditions that ensure the continued fiscal health of the City. This budget includes: - Planning studies and implementation of those studies. - Proactive and aggressive engagement with businesses, site consultants, developers and realtors. - Purchase of strategic parcels of land for economic development (Rings Farm, Nationwide property for the Cardinal Health EDA). - Implementation of the first year of the adopted CIP, on-time and on -budget. - Community engagement. - Celebration and engagement of the cultural diversity that exists in Dublin. 9 Safety — Ensure the safety of our residents and employees. This budget includes: Finance Committee of Whole Minutes — 11-09-2016 Page 3 of 18 - Funding for two police officer positions beginning in July — one patrol officer and one detective. - Implementation of a body camera program for Police; anticipate being in place mid- year. - Proper equipment and training for employees; maintain required licenses, certifications, accreditation, and leadership development. - Community engagement. - Celebration and engagement of cultural diversity that exists in Dublin. • High quality services — Maintain the confidence and trust of residents through engagement, responsiveness, and high quality customer -focused program. - No reduction in services or service levels - Evaluation of programs and services. Services are assessed to determine relevance, level of efficiency, recommended areas of improvement. Relevance can mean up-to- date, consistent with residents' interests; marketing efforts, economic development engagements and planning efforts. - Seek opportunities for shared services with partner communities, businesses, and not- for-profit agencies. • Infrastructure — Maintenance of existing infrastructure/assets while implementing new project programmed in 2017-2021 CIP. - Ensure appropriate level of consulting services to support implementation of CIP. - Focus on accurate project estimates prior to bidding. - Implementation of the first year of the CIP; project execution on-time and on -budget. • Continuous Improvement — Ongoing effort to improve service delivery and processes. - Utilize six Lean Sigma Black Belt certified employees to conduct Kaizen events throughout various department/divisions. (Already occurred in Building division and Public Works department). • Personnel — Leverage human resource capital - Hiring of five additional full-time employees, including; two police officers, IT Manager, Adaptive Recreation Coordinator, Events Administrator. The last three positions are cost neutral because the funds are being taken from operating funds and moved to Personnel. - Reclassification of staff within Planning, Public Works, and Parks/Recreation. - Staff training and development - Facility improvements (part of CIP) - Salary increases o Contractual pay increases for bargaining unit employees: USW — 2%; FOP- OLC — 2.25%; o Funding for overall 2% increase for non -bargaining unit salaries. o Negotiations with FOP are currently underway, • Benefit Costs: o Single coverage - $10,400 (increase of 2.03% over 2016) o Family coverage - $23,920 (increase of 3.63% over 2015). • The 2016 benefit cost increases were 17% - single and 18.5% - family. Finance Committee of Whole Minutes — 11-09-2016 Page 4 of 18 Statistics indicate that traditional health care plans are experiencing 10-12% increases; Dublin is experiencing only a 2-4% increase. Last year, the City did have some catastrophic claims, so that number fluctuates over the life cycle of benefits administration. Ms. Mumma stated that Mr. McDaniel has provided an overview of the priorities on which the proposed budget was established; she will provide an overview of the numbers. OPERATING REVENUES AND EXPENDITURES • This includes the General Fund and Special Revenue Funds, which are utilized for the every- day activities of the City. It excludes Debt Service and Enterprise Funds. The funds involved include: General; Street Maintenance & Repair; State Highway; Cemetery; Recreation; Safety; Pool; Hotel/Motel Tax; Enforcement and Education; Law Enforcement; Mandatory Drug Find; Mayor's Court Computer; Wireless 911. • As in the past, a budget is proposed in which the operating expenditures are budgeted to exceed the operating revenues by approximately $4.9 million. Although the budget begins with a projected deficit, historically, that is not what transpires. • The conservative approach is that an assumption is made that every department spends every dollar appropriated; that has never been the case, however. Projected revenues are very conservative as the City is dependent on one main source of revenue — income tax; all appropriated amounts are not spent. From 2008 — 2015, what has actually occurred is that the City has received revenue that exceeded the projected amount, and 94% of the appropriated amount is unspent — almost $4 million is unspent at the end of every year. 2017 Proposed Operating Budget: Operating Revenue $80,409,560 Operating Expenditures $85,283,163 < $4,873,603> 2017 Proiected Revenues: • Nearly 80% of the $80.4 million projected revenue is attributable to the Income Tax Revenue. • By City ordinance, 25% of the income tax revenue is allocated to the Capital Improvements Tax Fund. Therefore, of the $80.4 million, $63.5 million would be available for General Operating Expenditures. The remaining nearly $2 million would go to the Capital Improvements Tax Fund. • Last year's projected revenue included a 5.1% reduction due to the anticipated loss of revenue from the departure of Nationwide. • When the 2017 CIP budget was proposed, staff looked at the actual revenues received through June and revised the estimate to be a 1.0% reduction over 2015 actuals. • For 2017, a 1.0% reduction has been programmed over that revised estimate that was established at the time of the CIP. • To date, City income tax revenues are actually up almost 3.7% over last year at the same time. Part of that is due to a delayed departure by Nationwide. Although a reduction in revenue from Chase has begun to take place, the City remains in a very positive position. To be conservative, however, the revenue estimate has not been revised for the purposes of this budget. • Other Revenue is projected at $16.8 million for 2017. Finance Committee of Whole Minutes — 11-09-2016 Page 5 of 18 2017 Proiected Expenditures: - $85,283,163. • This is a 3.41% increase over the 2016 Operating Budget, adopted December 2016. Excluding the $1.25 million in Income tax refunds and the $1.29 million for the Rings Farm acquisition, the operating expenditures for 2017 are only 0.34% over the 2016 original operating budget. • Proposed salaries are $33,589,205. This is a 3.46% increase over the 2016 salaries. Before 2008, at peak hiring, 399 full-time employees were authorized. In 2017, 392 full-time employees are proposed. Ms. Alutto inquired if the City takes vacancy credits, or is it assumed that all 392 positions are filled from the beginning of the year. Ms. Mumma responded that the City does not take vacancy credits. [Ms. Mumma reviewed the proposed staff increases.] • Benefits - $13,865,392. This is a 1.06% increase over 2016. Included in these costs are required contributions to the OPERS and OPF retirement systems. The City's health insurance costs increased two to four percent; however, the overall benefit cost did not increase similarly. Each year, that is reevaluated based upon the people in the positions. From a budgetary standpoint, staff is accounting for those people actually filling the positions today. For a vacancy, the assumption is made that it will be a person with family coverage. • Operating Expenditures - $35,530,291. — This is a .41% increase over 2016. - City Manager direction was to maintain current levels of service with 0% growth in expenditures. - Analysis of historical spend was conducted. - Departments scrutinized programs/services - Notable increases - $55,000 for police body cameras; $1.25 million for income tax refunds. - Increases are largely offset by reductions in other areas. This reduction in funding is not expected to negatively impact service delivery. • Capital Expenditures - $2,298,275. This is 154% increase over 2016. This is attributable to the second payment for the Rings Farm acquisition. General Fund Balance If the 2016 expenditures and 2017 proposed expenditures occur as planned, the General Fund Balance at the end of 2017 would be at almost 76%, well in excess of the required 50% reserve. Although the proposed budget is 3.41% over the 2016 operating budget, excluding the $1.25 million in income tax revenues and $1.29 million for the second payment for the Rings Road purchase, the budget is nearly cost neutral to the proposed 2016 operating budget. Mr. McDaniel stated that while the proposed budget is essentially flat, it is dynamic both in its levels of service and innovation. A budget is a plan, which staff will attempt to execute. However, plans can change, depending upon great opportunities or ideas. Those requests would be brought to Council with appropriate justification. Finance Committee of Whole Minutes — 11-09-2016 Page 6 of 18 Mr. Lecklider stated that staff has suggested that rather than follow the tedious exercise of going through the budget page by page, a discussion could take place among Council. In addition, a second workshop may not be needed. He requested clarification of that process. Mr. McDaniel responded that if possible, staff will respond to all questions tonight; if not, follow-up would be provided to Council before the next Council meeting. If it is possible to forego the November 14 budget workshop, the second reading of the budget would be on November 21 and the ordinance would be effective 30 days after passage. Ms. Groomes inquired if that schedule means that passage by emergency would not be needed. Mr. McDaniel responded that is correct. Ms. Mumma stated that on November 21, the 2017 Appropriations ordinance would be introduced and scheduled for adoption at the second reading/public hearing on December 5. By Charter, appropriation ordinances are effective immediately upon passage; no emergency action is necessary. Mr. McDaniel stated that the amended compensation plan will be scheduled for first reading on November 21. Mr. Lecklider stated that no attempt has been made to limit discussion; however, this is nearly a "status quo" budget proposal, with the two exceptions as Mr. McDaniel has noted. Other than two police positions, the proposed positions will have no budget impact, as they are accommodated otherwise. He inquired if Council members are satisfied to proceed with the review as suggested. Mayor Peterson stated that he has confidence in the people who have submitted these budget requests, and the budget changes are minimal. If any issues that are raised can be addressed tonight, he is satisfied with that process. It also addresses the concern and desire to avoid passage by emergency. Council Discussion: Mr. Lecklider: 1. With the exception of the two distinct increases noted, the overall budget increases by 0.034%. Does that include the two percent allocation for non -bargaining unit raises, the 2.5% increases for the bargaining unit and the 2 — 3% health insurance increase? Mr. McDaniel responded that it does include those costs. Traditionally, the City spends 94% of the Operating Budget that is allocated. The budget accommodates those increases. On average, approximately six percent of the budget is not expended. All the programs and the modest changes -- such as the body cameras for Police, and the benefit and salary increases -- can be absorbed within this budget. 2. Requested clarification of what is occurring with the increase in income tax refunds. Ms. Mumma responded that staff is unable to plan what that amount might be, when an executive might exercise a stock option or retire. If there are a number of people who are highly compensated who exercise their options or retire, or perhaps file a return, but later submit the number of days that they have worked outside the City, that might necessitate a bigger refund for Finance Committee of Whole Minutes — 11-09-2016 Page 7 of 18 them. This year, the City has seen an increase in those retirements or departures from organizations; that is expected to continue next year, as well. Mr. Lecklider inquired if this is not a pattern that was not seen to this degree previously. Ms. Mumma responded affirmatively. Mr. Lecklider inquired if the City understands why this is increasing. Ms. Mumma responded not beyond what she just shared. In the past, the City's budgeted amount for income tax refunds was a percent of the income tax refunds. Refunds must be paid within 90 days. In order to adhere to that required timeframe, the refunds were paid at the beginning of the next year. However, this year, rather than using next year's funds to issue refunds that could have been issued the year prior, a supplemental appropriation was requested. That was an estimated amount. Judging from the refunds requests that have been received, however, it is evident that all those funds will not be spent. Approximately $600,000 will be issued; $1.2 million was requested. Because of the need this year to ask for a supplemental appropriation, staff is proactively budgeting for the refunds next year. Mr. Lecklider noted that this request is therefore an effort to be more current. Ms. Mumma responded affirmatively. Ms. Amorose Groomes asked if the anticipation is that the situation will re -occur, so was budgeted for accordingly in 2017. Ms. Mumma responded affirmatively. Ms. Salay noted that there has been extensive discussion about purchasing hardware for Police. There has also been discussion about the consequences of having that video footage in terms of budgeting for the record storage. Is the $55,000 request for the hardware alone? Chief von Eckartsberg responded that it is the cost of the entire contract for a portion of the number of body cameras needed for the entire agency. They will be phased in during the second half of 2017 and beginning of 2018. The contract covers storage, software and hardware. Ms. Salay inquired if this is a one-year expenditure; next year, is it anticipated to be an additional $55,000? Mr. McDaniel responded that it would be $110,000 proceeding into the next year. Chief von Eckartsberg responded the total cost is split between the two years. The total one-year contract initially would be approximately $105,000. The next year, it would be $90,000; the year after, approximately $80,000. Ms. Salay inquired if each officer would have their own camera. Chief von Eckartsberg responded affirmatively. Ms. Amorose Groomes stated that, previously, it was indicated that there might be extensive costs with redaction, etc. Where does that cost fall within the budget? She assumes the $55,000 doesn't cover all that type of service. Chief von Eckartsberg responded that they are hoping to learn that information after they have completed their discussions with the FOP about the policy, and the department is able to test the smaller number of body cams that they are attempting to place in service initially. They won't be able to have a sense of how many public records requests are received until the cameras are placed in service. Ms. Amorose Groomes inquired how many body cameras would that represent. Chief von Eckartsberg responded that when the equipment acquisition is complete, it will cover every officer on patrol and in the CIU traffic unit. The beta test will be ten cameras. Finance Committee of Whole Minutes — 11-09-2016 Page 8 of 18 Vice Mayor Reiner inquired if there is a life expectancy for the body cams, or does the contract cover renewal/maintenance on the cameras. Chief von Eckartsberg responded that money would be budgeted to cover repairs outside the agreement. At least for the first year, the maintenance component would be included in the contract's costs. Mr. Reiner inquired if the expectation is that the cameras would need to be replaced every five to eight years. Chief von Eckartsberg responded that he would check and forward that information to Council members. He believes it is five years; but this technology is progressing quickly, so it could be less. Vice Mayor Reiner inquired about the future renewal costs. Chief von Eckartsberg responded that if they continue with the same contract they have now, so the $105,000, $90,000 and $80,000 should be the continuing costs. However, at the end of the life cycle of these cameras, that cost could change. Vice Mayor Reiner noted that with technology advances, the cost could decrease. Chief von Eckartsberg responded that the cost definitely could decrease. Mayor Peterson inquired if the cameras have audio, as well. Chief von Eckartsberg responded that they have audio. Ms. Salay inquired if the footage is saved indefinitely. Chief von Eckartsberg responded it is not. Ms. Salay inquired if there is an uneventful shift, at some point is that footage recorded over. Chief von Eckartsberg responded that the length of time footage is kept will be based on the City's record retention policy. If there is a shift where no event has taken place, the footage would be kept for a short amount of time. Other footage would be retained for a longer amount of time, depending on the case. There have been legislative efforts to establish a retention requirement for all footage. He is aware of draft legislation that would set the retention time for all footage at two years, which could greatly increase the cost. Mr. Lecklider stated that the City received an email today from its lobbyist summarizing the election, which caused him to recall the Chief's reference to proposed legislation. Is this legislation being tracked? Chief von Eckartsberg responded that they are, and the Chiefs of Police Association is tracking that legislation closely, as well. They were involved in some of the interested party meetings and the initial legislation that was presented by Representatives Boyce and Grossman. Ms. Alutto: 1. Inquired if the canine unit was included in the CIP budget. Chief von Eckartsberg responded that the funds to purchase and train the canines were included in the CIP. Ms. Alutto inquired if execution of that program is anticipated this coming year. Chief von Eckartsberg responded that is the expectation. It depends on how quickly the FOP negotiations are completed, because that agreement includes terms and conditions of the use of the canine officers' time and the canines. Ms. Alutto requested an update on that item when the negotiations have progressed sufficiently. Several citizens have approached her with their view that the City should have a canine unit. Finance Committee of Whole Minutes — 11-09-2016 Page 9 of 18 Chief von Eckartsberg responded that they are cognizant of that. It was brought up at the recent function at the Schools. Ms. Amorose-Groomes noted that her question relates to the Parks and Recreation positions that are being reclassified, particularly in Parks. Recently, there have been issues with tree well inspections in the Bridge Street District. Along Emerald Parkway, there appear to have been some planting difficulties necessitating the removal of some material. She would like reassurance that the City has adequate staff for the Parks division to ensure that the recent planting struggles do not become habitual. Mr. Earman responded that this is a point that he recognized in the past year and a half in his new role. This budget is reflective of some things that involve aligning synergies within the department. Items more specific to park maintenance, such as contract maintenance and landscape design continue to be evaluated. It is anticipated that some items can be addressed without additional budgeted dollars by refocusing efforts and design concepts that will enable easier maintenance. This will be a high priority in 2017. The City's landscape architect and Jay Anderson, Director of Parks and Open Space, are present this evening. Mr. Anderson stated that the Emerald Parkway plantings are all warrantied work, so that issue is covered by the contractor. Ms. Amorose Groomes stated that she appreciates that the work is warrantied; there is tremendous value to that. However, compromised plant health often results in later issues. She wants to ensure that staff is able to conduct the inspections in a timely manner when activities are occurring. With the loss of Mr. Hahn and the subsequent restructuring, it would have been natural for there to have been some difficulties -- this may be one of those. She would like reassurance that this will not be an issue as the Bridge Park plantings now occur. What makes streets great are tree canopies. If the intent is to add some staff for this department, she wants to ensure that something additional is not needed in this realm. Mr. Earman provided assurance that staff is addressing this issue, meeting frequently to address the Bridge Park development area. Some of the original landscape design for that area has been re -visited to ensure specifications for the design provide something that is maintainable and aesthetically pleasing throughout the year. There can be a tendency to overplant so that the area looks nice in the beginning, but over time, it becomes over -crowded and disheveled. For that reason, there are some redesign efforts underway. Ms. Amorose Groomes stated that she appreciates efforts for the plant wells and structural soils — there is only "one shot" at that, then it is done. She requested assurance that any struggles that occurred with inspection at the time of installation are over, that the City is moving forward, and that he is confident that the staffing is adequate for this purpose. Mr. Earman responded that her concerns are duly noted. Ms. Salay stated that even though it was warranty replacement, it would have been preferable to have watered those trees. They did not have the water bags that often are included with new plantings. It seems that if the tree is given a healthy start, it won't be necessary to cut it down and start over a year or two later. Why is it that either the trees are watered aggressively or a water bag is provided with the tree? Finance Committee of Whole Minutes — 11-09-2016 Page 10 of 18 Ms. Groomes responded that the conclusion was that the contractor was planting too deep. When the cost to lift the tree is considered and the compromise to the tree's health, it is less expensive to start over. Mr. Anderson responded that the City does use water bags with its in-house plantings. Staff did water the trees on Emerald Parkway, but they did not have water bags at that time. Sometimes the contracts include cover water bags. In this contract, however, water bags were not specified. Vice Mayor Reiner pointed out that he has seen some very nice landscaping in the traffic circles. The City has six horticulturalists. Is that work contracted, or does the City's landscape architect or the horticulturalist team create the design? Mr. Anderson responded that the horticulturist team designs the beds within the Parks system. The landscape in the rights-of-way is typically the work of the City's Landscape Architect. Mr. Earman noted that one of the priorities in 2017 is evaluating the City's right-of-way intersections and roadway landscape beds and prioritizing a plan for those that may need re- design or repair. The City's landscape architect, Shawn Krawetzki, will be conducting a thorough review of those in 2017. Mr. McDaniel added that when the City began to construct boulevard roads with high-end landscaping several years ago, much of that was designed out -of -house and then implemented. The City crews found them hard to maintain, and there were issues related to road salt. Many lessons have been learned over the years, and the City has changed its processes to enable better integration between City field crews, contractor work crews, urban foresters and the design process. Once built, the crews have responsibility for it -- so they now have more input upfront in the design. Over the years, the City has learned it is important to have sustainable landscaping in the rights-of-way, appropriate for those types of conditions. He has asked Mr. Earman to look at the road intersections, particularly along Emerald Parkway; they were looking "tired," probably due to overgrowth. A review was needed about how that is maintained, and perhaps in some cases there is need to remove the landscaping and start over. Ms. Amorose Groomes stated that Frantz Road and Avery-Muirfield should be included on that list, as well. Vice Mayor Reiner inquired if there is a procedure within the department whereby when an applicant submits a landscape plan, staff reviews and adjusts it to meet City specifications for maintenance purposes. Mr. Earman responded that he is unaware of what the procedure was prior to his serving in this role. Today, the applications are closely evaluated by multiple work units, including horticulture, forestry, landscape architecture and planning, and staff provides their input. Mr. McDaniel stated that when the City completed the first phase of John Shields Parkway, things were tried and lessons were learned. Adjustments were made for later phases of John Shields Parkway that will be carried into Bridge Park, as well. Mr. Lecklider asked what prompted the creation of the new position of Events Administrator. What will that role be? Mr. Earman responded that this is one of the key areas that was identified as one of the City's most critical areas of need. Finance Committee of Whole Minutes — 11-09-2016 Page 11 of 18 • The City has dedicated staff for its signature events. • The City also receives 150 or more permit applications a year from private parties, stakeholders in the community, and from recreational programs that require use of City space. There is a need to better understand, vet and manage those events. There has been an increase in the volume of interest in holding events on City property. It is essential for the City to understand what is occurring on City property from a liability standpoint, as well. • With the planned park development in the Bridge Street District and the Bridge Park development, that volume of permit applications will likely double. Currently, the City does not have the capacity to manage and administer all of those. • Any type of City event also needs to be under one administration. That work unit and gatekeeper needs to understand what is occurring in the City's parks, so those events are not competing with Parks maintenance and other recreational programs. Shelter house reservations, sports tournaments, Veterans Day and Memorial Day events and the tree lighting ceremony would be consolidated under one Events Administration work unit. It takes significant staff effort to manage these events, and the Community Relations division is exceeding its ability to manage these events. He is proposing a work unit that is dedicated to managing all of these functions. It is anticipated to be cost neutral. Mr. McDaniel stated that this would be accomplished through re-evaluating some staff vacancies -- reclassifying a position in Recreation Services to the Events function, and reclassification of another position to increase its skillset to a higher level. Mr. Lecklider stated that there is no other community comparable to Dublin's size that has the volume of events similar to Dublin's, which has an impact throughout the organization — Police, Street and Utilities -- in addition to that on Events staff. Mr. McDaniel noted that the City does not approve all event applications. An attempt is made to strike a balance between the quality of life issue and opportunities for residents. Mr. Lecklider stated that he is pleased to hear that the quality of life issue for the City's permanent residents is part of that consideration. Mr. Earman responded that events are not denied on the basis of convenience, but on the basis of "fit" — time of year, other events occurring, and impact on other stakeholders. It takes significant work to vet each of these applications. Ms. Alutto asked about Dublin's average annual vacancy percentage for authorized staffing. Ms. Mumma stated that the information would be provided in a follow up to Council. Mr. McDaniel responded that the rate would be low, as Dublin does not experience significant turnover. Recent vacancies have been due in large part to retirements. The City encourages employees to provide advance notice if they are leaving or pursuing retirement, and they have done so. That allows the City to plan ahead. Mr. Rogers stated that in his first year as HR Director, he has attempted to review the City's turnover rate and vacancies. Unfortunately, there has not been a solid base that could be relied upon for that information. With the implementation of Munis software this year, they should be Finance Committee of Whole Minutes — 11-09-2016 Page 12 of 18 able to capture historical data. At this point, he is unable to look back over the past years and determine the number of vacancies the City has experienced. Ms. Alutto inquired if he could project future retirements. Mr. Homer responded that the new Munis software would be able to do that. Mr. McDaniel noted that is dependent, however, upon advance notices that employees are providing. Ms. Alutto asked what "Other Professional Services" is comprised of. Ms. Mumma responded that it primarily consists of contractual services. Ms. Alutto asked for clarification about the variance between the 2015 actual and the revised 2016 budgeted Fiduciary Funds. Ms. Mumma responded that Fiduciary Funds are funds that the City holds on behalf of another entity. Ms. Alutto asked for whom the City is holding funds listed under Other Professional Services. [page 9-3.] Ms. Mumma responded that the reference is for C.O.I.R.S. — Central Ohio Interoperable Radio System. The participating jurisdictions pay into the fund and Dublin is the facilitator of the funds. Costs, such as legal fees or maintenance of the radio towers, would come out of that fund. Ms. Amorose Groomes inquired if Dublin is responsible for the collection for the townships. Does it fall under this category? Ms. Mumma responded that the township is not involved in that. Mr. Lecklider stated that an intent to place a greater emphasis on staff training and development has been noted. What are some examples of what has occurred and what is planned for the coming year? Mr. McDaniel responded that, primarily, it is the maintenance of certifications, licenses and mandatory training. • In addition, much effort has been invested in leadership training — honing the skills of the first-line leaders and supervisors who have not had an institutional program for that. The City recruits or promotes people and is attempting to provide a base line leadership development training so that all are speaking from the same "playbook" and vernacular relative to the City's philosophy. • The second level is focused on the division head that is comprised in part of the first -level training, but also a more strategic training. • Finally, the department heads have been undergoing that training as well as some executive coaching. • In the past, the City's training has been outsourced in bits and pieces. The City now has a Human Resources staff member who oversees the City's training program. The new person in that position, Robin Myers, is rebuilding that program. • The leadership training is provided in modules by Ohio University on their campus. It is a combined program offered by their Business School and the Voinovich School. • In addition, employees who are members of professional services can maintain their certifications through the City's travel and training program. Employees are encouraged to attend their professional conferences, although out-of-state conferences may need to be Finance Committee of Whole Minutes — 11-09-2016 Page 13 of 18 rotated among employees -- they may not always attend every year. They are encouraged to remain current in their professional fields. • The effort is to institutionalize the program -- not only for current leadership development, but to also help train future leaders — employees who are identified to advance to future supervisory positions. Council has invested money in this in the past, and funding is requested again. The anticipation is that when this training becomes institutionalized, it will operate more from a maintenance standpoint. Mr. Lecklider inquired if the level of funding accomplishes the desired goal. Mr. McDaniel responded affirmatively. Mr. Lecklider stated that he supports the concept of institutionalizing the training to make it standard. It is a good initiative. Ms. Amorose Groomes asked if it is communicated to employees that although the pay increase may be two percent, because of the increase in health benefits, their increase may actually be four to five and a half percent. Mr. McDaniel responded that Mr. Rogers conducted previous research on salary increases in some other communities: Delaware is two percent; Westerville is two and a half; Ohio Department of Transportation is two and a half; Upper Arlington - two and a half; Columbus Metro Parks — two percent; Marysville — three percent; Reynoldsburg — two percent; Gahanna — two and a half percent. Although some of these cities are giving larger percentage increases, some of them gave no increases a couple of years ago; so they are playing "catch up." In addition, in some cities, employees contribute to their benefits. Dublin does remind employees that they do not contribute to the level that employees in some cities do. Information is provided about the whole amount and how it fits with the marketplace. Ms. Alutto asked if staff produces an annual statement to employees of their compensation package. Ms. Mumma responded that they do not do so at this time, because the accounting system limited their ability to do so. Once the payroll and Human Resources modules, which went live in October, have a year of information, the goal is to provide that information, so that employees realize the total package of compensation they receive. Ms. Alutto inquired if the information would provide the benefit costs of medical, vision and dental and other hidden benefits in a personalized statement. Mr. Rogers responded that they will attempting to produce such a statement in the future. This year, Benefits Administrator Jason Navi provided a briefing to every employee of what their benefits package is comprised of and what it means to them in real dollars, in addition to their paycheck. Ms. Alutto inquired if Munis would enable the production of an individualized total "reward statement." Mr. Rogers responded that they are in the process of learning that now. Ms. Alutto stated that it is important that the employees understand the benefits that they are receiving from the City, both actual dollar benefits as well as additional benefits. Would those statements be produced for union employees, as well? Mr. Rogers responded that is his intent. Finance Committee of Whole Minutes — 11-09-2016 Page 14 of 18 Ms. Amorose Groomes continued asked if the Munis system is conducive to doing an online checkbook. Many communities around central Ohio have moved to an online checkbook. That is a very transparent method. Ms. Mumma responded that the Treasurer of State's Office has reached out to Council in the past, and she recently met with a representative from that office regarding this type of process. As she explained to Council last year, the City was implementing the new Munis system in 2016. Previously, the City was using a DOS-based system, and it did not make sense at that point to attempt to have that process. She believes it is best to allow a full year for the implementation of Munis before attempting anything more. This is the first budget produced on the Munis system, and staff is still in the process of doing things for the first time. However, the Treasurer of State's system, or perhaps the City's new system, will facilitate the online check process. Her commitment to Council last year, and to the Treasurer of State's office this year, is that the City needs time to get this new system in order. When that is complete, staff will work to provide that data to the Treasurer of State's office. Ms. Amorose Groomes inquired if the City went live with Munis in October, perhaps next October conversation could be initiated regarding what it would take to move from the present process to an online check process. Ms. Mumma responded that it could be even earlier. The City went live with its financials in March, and the normal day-to-day business process is improving. The City has been learning how to handle the day-to-day business processes with the new system, but can now begin to look at its business processes, and identify what needs to be changed to make operations more efficient. The City is moving from a "triage" mode to identifying improvement options. In the next couple of months, they will look at how to get the information to the Treasurer's office so that it can be posted in this online checkbook. Mr. McDaniel stated that all of this is within the context of the implementation of a software system. After he assumed the City Manager position, Treasurer Mandell came in and met with him. He indicated to him that transparency and accountability are core values of this City. However, the City was transitioning in its accounting processes, and he preferred not to invest the effort into implementation of the online check system only to, perhaps, have to do it a second time. Ms. Amorose Groomes stated that her interest was in setting a goal for the City. Ms. McDaniel stated that he has conveyed the City's intent to the Treasurer of State's Office, as well, so that they know the status for the City. Mr. Lecklider asked Mr. Tyler, Director of Building Permits, to explain the benefits of having the Kaizen experience and its impact in the workplace. Mr. Tyler responded that the division's third Kaizen event would begin tomorrow. • Their work was split into three functional areas — Plan Review, Inspections and Administration. The most successful unit to date is Plan Reviews. Through the Kaizen event, they learned that they weren't communicating to the customer base as effectively as was needed. • By law, the City has 30 days to complete a review, but the law does not require them to contact the customer base during that timeframe. That is unacceptable. They have set up a pre-screen operation by which plans are initially reviewed to determine if all the information is included to enable them to begin the permitting process. If not, they are eliminated. When corrected plans are submitted, the permitting process can begin. Timeframes have been established that are well under the 30 -day timeframe. New plans are being reviewed Finance Committee of Whole Minutes — 11-09-2016 Page 15 of 18 under a 14 -day process. Anything that is resubmitted is reviewed under a seven-day process. This consolidated review is unusual, as it involves Building, Planning, Landscaping, Engineering and Fire Departments reviews — all within those timeframes. Kaizen has helped them to streamline the process and to communicate more effectively. At different benchmarks in the process, the customer receives an email making them aware of where their plan is within the review process and expected time of completion. The customer feedback has been that this makes their scheduling more effective. • A similar effort has now been undertaken in the inspection unit, and they are working on their processes now to ensure that the City is communicating better in that unit. Tomorrow, they will begin the process of tying it all together through the Administrative process — the front and back ends of the permitting process. Their goal is to ensure that they are effective, efficient and communicating to their customer base in a much better way. Ms. Alutto shared that Mr. Tyler provided her a tour of their division earlier this year, during their first Kaizen event. It was easy to understand the status of a plan by viewing its progress online. He discussed the efficiencies, time savings and customer communication, and she was thoroughly impressed. He can be very proud of his work and that of his team. Mr. Tyler complimented his team. They have been invested in making these changes. Kaizen means continuous improvement, so they continue to discuss improvements, which are often suggested by the team. Both the Building Permits team and the customers have benefited. They will begin a process of interviewing and obtaining feedback from their customer base to verify their success. Mr. Lecklider stated that with all the development that has occurred in Dublin over the years and the constant criticism that the City's processes slow the projects, it has been a goal to improve our processes. This news is good to hear. Mr. McDaniel stated that this type of evaluation can be conducted of many of the City processes, and they are interested in continuing to do this. He appreciates the support of the leadership team, and how much the employees have begun to embrace it, as well. Building, Public Works and Economic Development have had Kaizen events, and there are plans for more of these events. Mr. Lecklider requested Ms. O'Callaghan provide an example of how Public Works benefited from a Kaizen event. Ms. O'Callaghan stated that the Kaizen goal is continuous improvement. • In regard to the recent City Works effort— City Works can be a powerful internal management tool, but it is important that it be used consistently by the users. • There are many users located throughout different work units. This system has been in place several years, however, work units have used it differently. Some use it to track data and work at a high level; other units have been tracking detailed data. In some units, use of the process is optional; in other units, it is required. Some units use it for "after the fact" data tracking, or use it to supplement paper processes. • They have involved all the users to identify how the City wants to use it. She is seeking the commitment of the users and to document the agreed-upon procedures, producing a written Document Procedures process that all users will follow. Finance Committee of Whole Minutes — 11-09-2016 Page 16 of 18 Ms. Alutto inquired what percentage of the City's fleet is on CNG fuel? Mr. Syler responded that 61 vehicles, or 31%, of the fleet utilize CNG fuel Ms. Alutto asked how are fuel costs estimated? Ms. O'Callaghan responded that for the 2017 fuel budget, previous years' budgets were reviewed. However, fuel prices have decreased and are projected to continue to decline, so they were able to achieve several hundred thousand dollars of savings in City fuel budget projections. Mr. Syler stated that liquid petroleum cost has decreased. Currently, the market is staying flat. They have seen a 1.2% decrease in diesel fuel over the last week and a half. With natural gas, the costs remain flat; there haven't been any significant increases since 2012. Mr. Lecklider requested Mr. McCullough, Chief Information Officer to provide information on the proposed I.T. Manager position. Mr. McCullough stated: • When the CIO position was created and he was hired, there were many "unknowns". The City wasn't completely aware of the opportunities that would come along. For example, in his previous experience, he had not attended ribbon cuttings. In the City of Dublin, there are a significant number of technology companies, and the City is taking a pronounced approach to attract them and to continue the City's reputation as a tech hub. These are the jobs and companies that the City wants to attract and is attempting to create an ecosystem in that way. It is one example of the roles the CIO position now serves. • As a result of that positive activity, the difference between the CIO and I.T. Director positions was recognized. The latter is more internally focused. They are pleased with how things are evolving; however, it is desirable to continue best practices on internal service delivery. Many of the City's activities depend on very smooth operations and depend upon the I.T. department's operational excellence. There is a distinct need for an I.T. Manager, which will allow the CIO role to continue to have the kind of presence that it has and to extend the City's reputation as a tech hub. Mr. Lecklider inquired if there is a possibility that it could be a promotion from within, or will it be advertised. Mr. McCullough responded that it is a possibility. The job description is generic; the desire is to keep the City's options open. There is great talent within the City, inside and outside. There is no particular expectation. Mr. Lecklider requested that Mr. Papsidero describe how the reclassifications in Planning are expected to result in a more efficient operation. Mr. Papsidero stated that: • This year, Planning has undertaken a large number of complex projects and recognized the need to increase its capability to manage these projects efficiently and on time. • After he assumed the Planning Director role last year, a staff member took over and managed several current projects to the level commensurate with creating a Senior Planner position with a higher level skillset in terms of project management, public engagement, GIS, etc. He proposed the creation of this position with the idea of being able to promote from within. Currently, the individual is performing out of class and at an important level. Finance Committee of Whole Minutes — 11-09-2016 Page 17 of 18 This position will reinforce that skillset for the long term, as the department moves forward with all the projects it now has and will have over the next few years. Ms. Amorose Groomes stated that budgetary costs were assigned for hiring outside architects to help review various plans in Bridge Street. Was the City successful in finding these architects? Initially, it was difficult to find architects who weren't vested in some of the projects and able to provide an impartial review. Historically, has the City spent those dollars? Has it been money well - spent? Are there the same allocations, moving forward? Mr. Papsidero responded that: • It has been very beneficial. When he arrived, there were six — eight firms under contract, some of which were not being used, as the anticipated workload did not occur. • Some consolidation has occurred and two firms have been added to provide some skillsets that weren't previously present -- both firms have been used. One is a preservation firm, which reviewed a couple of projects in Historic Dublin. The other is a design group, which provided an objective evaluation of the AC Hotel project, which influenced the final design. • This is a small line item -- $50,000. Today, there are five firms under contract. They have also added Studio Graphique of Cleveland to help in evaluating the processing of sign permits in Bridge Park. With the volume just now beginning, an expedited process is essential to avoid a delay in those approvals. Ms. Amorose Groomes inquired, with the addition of those resources, do they believe they are delivering better projects to the Planning and Zoning Commission? Mr. Papsidero responded affirmatively. Those contracted firms have been used for specific, more complex projects. The preservation firm will be used more for demolition requests, to evaluate those in an objective preservation -focused manner. In addition, a former staff member now provides detailed analysis of every Bridge Street project. He is also working with Building Permits to provide commercial plans review from a zoning perspective. That contribution is invaluable to the process to ensure all projects meet the details in the Bridge Code; it is definitely money well spent. Ms. Amorose Groomes stated that she believes there was a great need in that space, so whatever money is spent on this has a great return on investment. Mr. Lecklider concurred. The demands on the Planning Department are significant with all that is occurring in their area, and they are doing a great job. Mr. Lecklider inquired if a second budget review meeting is needed next Monday for additional budget discussion. Mr. McDaniel responded that Council Member Keenan is out of town. If he follows up with any additional questions, staff will respond and share those responses with Council members. If Council members have any additional questions, he asked that they e-mail those to staff; staffs responses will be shared with all members. Because there were no questions raised tonight that would require a significant amount of follow-up, there is no need for a workshop next week. With Council's concurrence, the second reading of the ordinance adopting the 2017 operating budget will be on November 21. Ms. Alutto inquired if the emergency language could be removed from the ordinance. Mr. McDaniel responded affirmatively. Finance Committee of Whole Minutes — 11-09-2016 Page 18 of 18 Ms. Mumma stated that due to the timeframe, the printed, bound copy of the budget will not be available on November 21'. However, assuming the ordinance passes on November 21, printed copies will be provided for the December 5 Council meeting. Mr. Lecklider reminded staff that a follow-up was to be provided regarding the question about position vacancies. Mr. McDaniel commented that the budget process was different this year. He requested department heads to meet and discuss their budgets among themselves. He appreciates their professionalism and willingness to do this differently than in the past, and believes the result was a very good budget request. Mr. Lecklider stated that aside from the two significant items, the 0.34% increase reflects an incredible effort. Council appreciates Ms. Mumma's role in this. On behalf of Council members, he thanks the department heads and division representatives' efforts in putting this budget together. Ms. Amorose Groomes stated that she would advise caution with the 0.34% number. If 1.25% does recur for income tax refunds, that amount doesn't have to be excluded to have a good number. The meeting was adjourned at 8:18 p.m. Clerk of Council