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HomeMy WebLinkAbout11-08-17 Finance Committee MinutesDUBLIN CITY COUNCIL 2018 OPERATING BUDGET WORKSHOP 1 Wednesday, November 8, 2017 Council Chambers Minutes Mr. Keenan, Finance Chairperson, called the meeting to order at 6:00 p.m. Council members present were: Mr. Keenan, Mayor Peterson, Ms. Amorose Groomes, Ms. Alutto, Ms. Salay and Vice Mayor Reiner (arrived 6:40). Mr. Lecklider was absent (excused). Staff members present were: Mr. McDaniel, Ms. Mumma, Ms. Crandall, Ms. Readler, Mr. Hartmann, Mr. Rogers, Mr. Gaines, Mr. O'Brien, Ms. Kennedy, Ms. Richison and Ms. Delgado. Staff members arriving later included: Ms. Gibson, Ms. O'Callaghan, Chief von Eckartsberg, Mr. Somerville, Ms. Goss, Mr. Earman, Mr. Hammersmith, Ms. Gilger, Mr. Clark, Ms. LeRoy, Ms. Burness, Mr. Ashford, Mr. James, Mr. Anderson, Ms. Nardecchia, Ms. Gee and Mr. Plouck. Mr. Keenan stated that the presentation at the November 6 Council meeting provided an overview of the proposed 2018 operating budget. Tonight's meeting is for an in-depth review of key issues. Mr. McDaniel stated that Ms. Mumma will provide a recap, followed by the personnel changes presented by Director of Human Resources, Homer Rogers and Marcia Hoisington, Consultant with Westcott Hunter Compensation and Human Resources Consulting. • Budget Recap Ms. Mumma stated that in addition to information provided earlier, a detailed agenda, a budget reference table by department and a packet of debt service information has been provided to Council tonight. The proposed 2018 operating budget is approximately $87 million in expenditures, which represents a 1.8% increase over last year's budget. That can be broken down into the following: Personnel, Operating Expenditures and Capital. For the purposes of the presentation, salary and benefits are combined into one line item, and those have increased 4.1%. Operating expenses — contractual services, supplies and other charges and expenses, decreased 1.8%. Capital costs increased 1.6%. Salaries make up approximately 34.6% of the total Operating Budget. This item has a 3.1% increase over last year, a little over $1 million. The salary increase can be separated into: 1. Implementation of the classification study results --$100,000 2. Seven new full-time employees -- $428,000, and 3. Wage increases: - Non-union employees — up to 2%. - Fraternal Order of Police — 2.75%, which has been contractually negotiated. - Steelworkers — 2%, also negotiated for 2018. - Dispatch unit — currently in process The estimated costs for the wage increases are $528,000. • Implementation of the Classification Study results: - Modification of 11 job titles (no change in pay) - Reclassification of 21 jobs (change in pay) Estimated cost: $100,000 over and above the up to 2% programmed salary and wage increases. Finance Committee of Whole Minutes — 11-08-17 Page 2 of 12 Classification Study Mr. Rogers introduced Marcia Hoisington of Westcott Hunter HR and Compensation Consulting. The study was done because it has been 10 years since the last comprehensive review of the Classification Plan was completed. Job duties and responsibilities have evolved or changed over time, technology has changed, and the community has grown and the demands of its citizenry have evolved. He pointed out that the governing documents for Human Resources are: (1) The City Charter, which requires a Personnel Code. (2) The Personnel Code articulates the City's personnel policies and procedures. Proposed changes to the Personnel Code are submitted to Council for approval/disapproval. The Personnel Codes requires two documents: the Compensation Plan and the Classification Plan. (3) Administrative Orders provide the detail for how business is conducted internally. Review Steps: 1. Job Description surveys and reviews 2. Job Description Update - 118 of 121 job descriptions were updates 3. Consultant review of Job Banding and Job Titles - Interviewed Supervisors, Directors and the City Manager - 21 of 121 positions were recommended for reclassification (involves a total of 30 employees) Position Upgrades: When all jobs were slotted into the banding matrix, the management team reviewed to ensure assignments were correct. Eleven (11) positions were recommended for title changes only [list attached], and 20 positions were recommended for reclassification with pay grade changes [list attached]. Five positions were recommended for upgrade to Director: Court Services Administrator, Facilities Manager, Fleet Manager, Events Manager, and Volunteer Administrator. Mr. McDaniel stated that the positions were recommended to upgrade to Director based upon their scope of responsibility, impact on the organization relative to the exposure and return on investment. In Court Services, for example, the Court Administrator supports the magistrate, oversees diversion programs, processes the Court docket and oversees the records retention program. The City of Dublin municipal court is probably the model municipal court for the region. Except for one position, the pay increases with the upgrades are not significant. His recommendation is that a one pay grade change would receive a 2% pay increase; a two pay grade change would receive a 5% increase; and a greater than two pay grade change would receive a 10% increase. He noted that Volunteer Resources is a position that he believes should be upgraded three pay grades. He had been observing that position's impact on the City and his observation is that it has a significant impact on the organization. It brings 1,000+ community volunteers into City operations and touches every division in the City. This position also oversees the Citizen U Program in cooperation with the management assistant, helps with the Citizen Police Academy volunteers (CSOs) and provides assistance to seniors within the community. It is not the difference that position makes in getting people in the community involved, but the return on investment, often a cost avoidance. He is also looking at the trajectory of that role into the future. Finance Committee of Whole Minutes — 11-08-17 Page 3 of 12 He believes that position will have a lot more impact for the community, looking at the growing needs for social services. The position will be able to utilize a relationship with other agencies in the county and city within the changing environment. He believes the position responsibilities warrant an upgrade to Director. The Volunteer program currently has one full-time and one seasonal position; the latter is recommended to become a full-time position. Ms. Amorose Groomes inquired if that position would become a direct report to the City Manager. Mr. McDaniel responded that it would remain a direct report to Mr. Earman, Director of Parks and Recreation. Mr. Keenan stated that it would therefore be a director reporting to a director. What is the pay grade difference between the two? Mr. McDaniel stated that Department Directors are grade level 2; a Division Director is a grade level 3. Elimination of Classifications Mr. Rogers stated that four classifications are proposed to be eliminated. The Review Services Analyst is retiring, and the resources for that position will be reallocated to a request for an additional Electrical Inspector. The other positions being eliminated are in the Information Technology Division. Based on the changes in their operations, these functions are no longer needed. It will not impact current staff members. New Classifications Two new classifications are proposed: Records supervisor and Records Technician I. They are not currently proposed for funding in the 2018 Operating Budget; the positions are for future use. The intent is to transition the Police Records Department to having a Records Supervisor to oversee three to four other employees and to create a Records Technician I position so that when the Records Technician II position is vacated, the replacement hire would be as a Technician I. Mr. Keenan inquired if the records involved are dispatching records. Chief von Eckartsberg responded that this relates to a new records section within the Police Department. Mr. Keenan stated that the basis of his question was if there would be a possibility of sharing that cost with partners in the dispatching center. Chief von Eckartsberg responded that it would not be related to that agreement. Mr. Keenan inquired if the records would include body cam footage. Chief von Eckartsberg responded that it could include such records. It would include all Police records, but is not related to the communications section. Mr. Keenan inquired if the body cam records would be retained in house. Chief von Eckartsberg responded negatively; the body cam records are kept on Evidence.com, with whom the City contracts. Mr. Keenan noted that they are therefore retained in a cloud source. Chief von Eckartsberg responded affirmatively. Mr. McDaniel inquired about records retrieval. Mr. Eckartsberg responded that all records retrieval is conducted in house. Finance Committee of Whole Minutes — 11-08-17 Page 4 of 12 Mr. Rogers stated that last year, Council inquired about the employee vacancy rate, but he was unable to respond at that time due to the Munis software implementation. This year, he can provide the information. Currently, the City has a 4.2 percent vacancy rate. A rate of 7.0 — 8.0 percent is considered a healthy vacancy rate. It is a very lengthy process to hire a new police officer or a communications technician. Ms. Mumma stated that unspent dollars reflected at any year end are largely due to vacancies. In 2016, $1.5 million in personal service dollars went unspent due to vacancies. Spending all of the budgeted payroll dollars in any year is very unlikely. Mr. McDaniel noted that the budget reflects a fully burdened authorization. Ms. Alutto inquired if the $1.5 million included benefits. Ms. Mumma responded that it includes salaries and benefits. Vice Mayor Reiner stated if 34% of the City's budget is wages, how does that percentage compare to other municipalities? Ms. Hoisington responded that she does not have that answer, as she has not researched it, but she can certainly do so and forward a response. Ms. Amorose Groomes stated that throughout each year, Council considers requests for approval of classification changes. Although it has been 10 years since a classification study has been performed, it appears that a study is conducted internally on a regular basis. There are 21 positions being reclassified at this time. She believes a dozen or more were made last year. How many reclassifications are proposed/made in a typical year? Mr. McDaniel responded that he would estimate four to six occur annually. However, there was also a recent reorganization. Because there were several retirements at the time of the reorganization, there was the opportunity to restructure the vacant positions. The City's policy is that when a vacancy occurs, the need for the position is re-evaluated. He believes conducting this study following that reorganization provides the opportunity to position the organization better going before. Consequently, there should be fewer reclassifications going forward. Mr. Rogers noted that last year, Council made a similar observation regarding the number of reclassifications, which was one reason the classification study was undertaken. Ms. Alutto responded that she is not supportive of a title reporting to like title -- in this case, a director reporting to another director. Were other titles considered? Mr. McDaniel responded that he believes that they are bound by the Charter to use of the Director title. The intent was to remain consistent with the Charter language, which has been used consistently over the years. Ms. Alutto inquired if, for job advertising purposes, the minimum qualifications changed when the job descriptions were updated and the pay grade level was targeted to be changed. For example, if Ms. Nardecchia were to leave the City, and the City recruited a replacement for the position, would the minimum qualifications have changed with the update in both description and level? Mr. Rogers responded that some of the job descriptions have changed. Previous Human Resources Director Dave Harding was hired to review the position descriptions for consistency. Finance Committee of Whole Minutes — 11-08-17 Page 5 of 12 Ms. Alutto stated that it is desirable to have consistency within that director title. When a position is upgraded, the minimum requirements in terms of years of experience, training and education tend to increase accordingly. Mr. McDaniel noted that the Directors are required at a minimum to be degreed. New Employees The budget request is for seven new full-time (FT) employees. Although 14 new FT positions were requested at the staff level, he is proposing seven new FTs. That is based on how the positions are tied to the Strategic Focus Areas; if the positions, seasonal or part-time, are being converted to full-time; and the return on investment that employee could bring to the organization. - Police Officers: Two of the new employees will be police officers, which, in his opinion, is based on the amount of anticipated growth. In addition, there will be some retirements in the next year. The hiring process for the new officers will not begin until mid -year, with the goal of having them on board in 2018. The budget request will permit the hiring process to begin. Chief von Eckartsberg added that in an effort to maintain a full staffing level, for the last six years they have scheduled two hiring processes annually — in January and June. An offer was just recently extended to one officer. Another process will begin in January for candidates who are targeted for the Columbus Police Academy in June, and that is when it is anticipated the two new positions would be brought in. Ms. Amorose Groomes stated that he has previously indicated they would be making additional efforts to have recruits who would be eligible to participate in the Police Academy. Is that part of the new hire process or assigning other duties to existing staff? The discussion was about having additional Police Academy development efforts. Chief von Eckartsberg responded that since that discussion, there have been three recruiting events, where the recruits are invited in to ask questions about the Police Department, have a tour of the Department, and meet members of the Police Department. In the last event, they noticed a significant number of candidates who were probably good prospects, but were not obtaining a sufficient grade in the testing to advance to the next phase. So, for the first time, they offered a coaching session to every candidate on tips for the taking the test. It was well received, so they will continue to offer the coaching sessions. Ms. Amorose Groomes inquired if the new hires would participate in that process or actually be officers on the street. Have some duties been re -assigned to that development task? Chief von Eckartsberg responded that the development task was handled by the Department's current recruiting team --it is an ancillary position for all of them, and their Human Resources business partner. - Volunteer Resource Coordinator: Mr. McDaniel stated that this position would replace a seasonal position. He considers this a strategic focus area of community engagement. Finance Committee of Whole Minutes — 11-08-17 Page 6 of 12 - Maintenance Workers: Mr. McDaniel stated that in Streets and Utilities, this is an effort to retain CDL drivers. Two new FT maintenance workers would be hired, and the cost would be offset by eliminating three PT or seasonal maintenance workers. The maintenance staff ebbs and flows with retirements, promotions and position moves, growth and the need for FT versus PT positions. The intent is to remain with the current staffing level, but two to three years from now, a different request may be made. - Corporate Tax Auditor: The cost of this position is anticipated to be recouped by facilitating a more in-depth review of tax returns. Ms. Mumma stated that since 1998, the staffing in the Tax Division has only increased by one part- time employee. In that time, the number of W2s, the number of net profits, and the overall number of returns have increased. As the volume has increased but staffing has not, in-depth reviews are more difficult. It is anticipated that this position will pay for itself. Ms. Gibson stated that there have been many changes in the tax law. There are also now many out-of-state owners of buildings and companies who don't always know their category. There is a need to research all that information. All of the changes in Bridge Park are adding an additional level of work in the Tax Department. With all the changes over the years, the Tax staffing level has not increased more than one PT position. Ms. Amorose Groomes inquired if there are concerns about the specificity of the nomenclature of the job title of "Corporate Tax Auditor." Does the specificity preclude other duties being assigned? Ms. Gibson responded that municipalities do use different titles. However, for these three employees, that is the primary function of their job because it is the primary source of the City's revenue. These three auditors primarily focus on corporate tax reviews, although they can conduct individual tax reviews. When recruitment occurs, it would be for that auditor type. - Finance Accountant: Ms. Mumma stated that one PT accountant would be moved to a FT position. The accountant assists the Chief Accountant in the preparation of financial statements, the CAFR, the audit, and acts as an internal audit function. The position was previously FT, and in 2012-2013 it was reduced to a PT position. However, the financial activity of the City has increased, and there is a need for two FT employees to handle the responsibilities. Having two FT employees conducting internal audits will ensure accuracy, transparency and clean audits. PT Personnel Changes Mr. McDaniel noted the following changes: - The PT Building Inspector position would be eliminated. With the retirement of the current Development Review Services Specialist and the elimination of that position, the two positions would be reallocated to one new FT Electrical Inspector. - The PT Planning Assistant would be reallocated to a permanent PT Code Enforcement Officer. - A reduction in PT/seasonal DCRC staff is a result of contracting for swim team programs and reallocation of the front desk staff. Finance Committee of Whole Minutes — 11-08-17 Page 7 of 12 Benefits: Ms. Mumma stated that Employee Benefits total approximately $15.5 million. This represents a 6.4% increase over last year. Based on medical and prescription claims experience, typically, that would reflect less than a 2% increase in the funding level for single and family coverage. However, over the last couple of years, the rates for have been bought down. In 2013, it was reduced by 8%; for 2014, it was reduced by 14%. The City's fund balance was high, and funding it at the full level would have only made the fund balance grow. Since 2015, staff has resumed funding it at 100%, looking at anticipated expenses and charging the department an equal amount. If the 2017 experience continues, the fund balance would decrease to 12% of the expenditures. It is difficult to identify what is the right fund balance to maintain. The proposed budget has funding that would charge up to $500,000 to the departments if the 2017 activity decreases to a low category. In August, medical expenditures were up for the year, but in September and October, they were relatively low. It isn't possible to predict medical expenses, but they will be observed through the end of the year. If it isn't necessary to include the $500,000 to boost the fund balance within the self-insurance fund, they will reduce the single family and family coverage rate accordingly. The budget that is presented is based on a worst-case scenario. They will report back to Council after the first of the year when the actual expenses and year-end fund balance are known. Also included in Benefits is the contribution to the retirement systems. Stop Loss Claims: Mr. Rogers stated that to date in 2017, there have been two claims exceeding $150,000. Mr. Keenan asked if a significant increase in the stop loss insurance premium is anticipated. Ms. Mumma responded that there has been a significant increase for 2018; it increased 22%. Mr. Keenan inquired if the reason for the premium increase was provided. Mr. Rogers stated that it appeared to be a normal rate change, based on their experience across the board. Mr. Keenan stated that it a large rate change for a stop loss premium. Does the City check with other companies on their costs to provide that coverage? Mr. Rogers responded that has not occurred. Mr. Keenan stated that he would recommend that it be shopped, due to the fact that there is sufficient time to do so. Mr. Rogers stated that it could be shopped this year for next year. Mr. McDaniel stated that he is unsure it could be done yet this year, but it could occur before the next cycle. Mr. Rogers stated in 2013, there were eight new claims that totaled nearly $700,000. Since then, the amounts have decreased. To date, 2017 has been a very good year. Operating Expenditures: Ms. Mumma that Operating Expenditures are approximately $34.3 million and can be separated into three areas: Contractual Services, Supplies and Other Charges and Expenditures. - Contractual Services: This component increased approximately $876,000 over the amount proposed for 2017. These were the major changes: - Engineering: $95,470 — Storm sewer GIS enhancements; inspection services; crash tool upgrade (GIS mapping); Frantz Road corridor traffic study. Finance Committee of Whole Minutes — 11-08-17 Page 8 of 12 - Hotel/Motel Tax: $107,810 — Lighting in Coffman Park/City Hall for tree lighting and other events; DIF costs (offset by revenue). - Park Operations: $404,665 — Landscaping right-of-way maintenance for new areas throughout the City -- Bridge Street District, Emerald Parkway, and I-270/US33 Interchange. Funding is also in this budget to begin implementing some of the new interchange landscaping plans, as was discussed in detail at the October 30 Community Development Committee meeting. - Planning: $225,070 — Continuation of Studies for Bright Road area plan, West Bridge Street plan, Mobility Study — Phase 3; WID & HD Code updates; MORPC Corridor study. - Legal Ms. Mumma stated that Legal expenses fall under Contractual Services within the Operating Expenditures. Does Council desire to discuss Legal services at this time? Mr. Keenan stated that Council members did indicate they may have some questions. Ms. Amorose Groomes stated that Council has received information on the new, proposed contract. She has begun her review, but has not completed her review. She will complete her review prior to the next budget workshop. At this time, she has no questions. Mr. Keenan stated that he believes the staff memo regarding the new contract was very explanatory. The contract was previously changed to include all legal services under a blanket amount of $68,000/month. The court system services were a separate cost of $10,000. That was a departure from the past contract. Special projects are much more limited now, based on past experience. Ms. Readler stated that is correct. There were a few special matters that were open in 2017, the majority of which were eminent domain cases. Currently, there are three workers comp cases, the Tobias detachment case and one nuisance action. Supplies: Ms. Mumma stated that the Supplies expense increased $461,470, including: - Information Technology - $277,480 — funding for hardware and software maintenance fees. - Police Communications - $73,000 — CAD Interface — allows City CAD system to share data with other agencies in real time; cost is incorporated into the 2018 funding rates that were established for the members of Northwest Regional Emergency Communications Center (NRECC), for whom Dublin provides dispatching services. Other Charges & Expenditures: This expense decreased $1,971,920 for the following reasons. - Reduction in Economic Development incentives - $1,288,590. - Income Tax Refunds - $740,000. The amount in 2016 was inflated due to a one-time refund request related to a net profit return. There was an increase in the Solid Waste contract of $227,585. This is a one-year extension of the current contract. Capital Expenditures: This expense increased 7.6% - $173,725. Events Administration capital projects were approved in the 2018-2022 CIP. The Operating Budget includes the budget for the first year for: Finance Committee of Whole Minutes — 11-08-17 Page 9 of 12 - DAC site renovations - Public Art maintenance - Fleet equipment replacement Debt Service: At the last Council meeting, a question was raised by a Council member regarding Debt Service. Typically, the City's debt is amortized over 20 years. There are two exceptions to that: - LED street lights, which were financed over for 10 years due to the amount of time the City would have them in place; and - Bridge Park parking structures, which were financed over 30 years. This cost was financed in this manner due to the TIF's minimum service payments for 30 years. Ms. Mumma noted that a master list of the Debt Service schedule was provided to Council tonight. It covers a time period ending in 2044. Only the schedule for 2018 was provided in the budget book. Outstanding Debt as of 12/31/17: Ms. Mumma noted that the chart indicating the outstanding debt by category reflects the Bridge Street Parking Garages shown as Income Tax funded because the TIF revenues and Minimum Service Payments are not yet in place. Once that occurs, that debt will show as being TIF funded. Ms. Mumma stated that 60% of the Income Tax Revenue in the CIP Tax Fund is reserved to pay debt service on capital projects. There are uncommitted funds, so the City is not spending every dollar planned for debt. What is not spent for that purpose can be translated into money available to cash fund projects. Council Questions: Ms. Amorose Groomes: 1. Noted that the reason she requested the Debt Service information was to be cognizant going forward that a significant amount of debt is tied to the incremental value of a single development. That warrants special consideration. Normally, the City's TIF values are spread over a number of very different projects. The likelihood of them all not performing to expectation was different. She wanted to cluster the areas of investment in order to analyze the level of exposure. Ms. Mumma responded that in terms of having a lot of "eggs in one basket," in particular, for Bridge Park. That one is tied to the incremental value, but unlike others, is backed by a minimum service payment guarantee that will fund the debt service that was taken on for the garages and the roadway. Even if the developer were to go bankrupt and the property sold for pennies on the dollar, that minimum service payment is in place for whomever buys that property. In a worst case scenario, it is possible it could take a couple of years to work that out. Ms. Amorose Groomes responded that she does not disagree, but was trying to assign risk to ensure that the City is diversified in its risk. Ms. Salay stated that what Ms. Mumma seems to be indicating is that there is no risk attached to the debt, other than for a couple years. Ms. Mumma added that all of the City's debt is General Obligation backed. That is actually the City's most secure debt due to the minimum service payment guarantee in place. The others are not specifically TIF backed; the bonds were not sold on the basis of being TIF backed. The City Finance Committee of Whole Minutes — 11-08-17 Page 10 of 12 probably would not have received a Triple A rating if that were the case. The debt service received to make those payments is contingent upon the property values remaining stable or increasing. Ms. Amorose Groomes stated that she was attempting to assign risk in the event there were no property owner in the future. Mr. Keenan stated that in the worst case scenario, if no one were to purchase the property, there would be an issue. However, the development is of such quality that is very unlikely. Mr. McDaniel stated that anytime debt is taken on, some risk exists relative to ability to pay. If the City's revenues were significantly impacted, or if there were a major loss, the risk would be #1 to cover. In that case, other items would also be impacted. However, the City maintains extra capacity and a reserve fund. The City can absorb cuts before provision of basic services would be impacted. Mr. Keenan stated that diversification is always important. However, there is little opportunity remaining, aside from land purchase. He would be supportive of buying any land to the west for future economic development purposes, but that is a separate discussion matter. Vice Mayor Reiner stated that a significant amount of time was spent in developing a safety net for the Bridge Street development. The two newer Council members were not present during that time. That security was made as solid as possible. Ms. Alutto inquired if the Bridge Street debt is the only development with a TIF guaranteed service payment. Ms. Mumma responded that there are a couple of other development agreements with a similar guaranteed service payments, for example the Casto project and the Vrable skilled nursing facility. The agreement was not tied to debt service as was the Crawford Hoying Bridge Park development, but a minimum service payment was incorporated into the development agreement. Ms. Amorose Groomes asked about the Operating Revenues, budgeted versus actuals, on page 1- 3. Over years 2014 through 2016, the gap between projected and actuals gradually decreased to within $2 million. Why is that occurring? Ms. Mumma responded that the City's philosophy has not changed; however, there may have been a couple of factors. For example, as of mid -year, the City no longer received State and Local Government dollars, as part of the state budget bill that was passed. It is also not possible to anticipate receipt of Estate Taxes, but the City may have received a significant windfall. Mr. Keenan stated that it is noteworthy that some municipalities actually budget for estate tax revenue; Dublin has never done so. Ms. Mumma stated that she can research the years 2014 — 2016 to identify more specific reasons. Ms. Amorose Groomes stated that she can understand some "bumps," but it appears to be a trend. Mr. McDaniel stated that it could reflect changing times, as well. This year, he is proposing only an overall 1.8% increase in the budget. In the past, the City's budgets reflected 5% - 10% increases. He does not believe there will be similar increases in future budgets. An attempt is made to keep the projections conservative. Finance Committee of Whole Minutes — 11-08-17 Page 11 of 12 Mr. Keenan stated that the City's budgets have always been on the very conservative side, and as a result, the actuals have always been more positive than what was budgeted. Traditionally, Expenses are estimated high and Revenues are projected low. So, due to the budgeting method, a "gap" is perceived. Ms. Mumma concurred. The level of building activity changed, as well. In years 2014-2016, Building Permit revenues were projected low versus the actual received. The City's budgeting practices should not change, but the gap should be realistic. If the Building Department is aware of a number of developments that will be seeking permits next year, that should be budgeted accordingly. There is no benefit to the whole to budget for $100,000 when it will be $1 million. Mr. Keenan stated that during the economic downturn in 2008-2009, the City imposed a moratorium on budget increases, so there are always tools available if needed. Ms. Amorose Groomes stated that her point is that the current trend is to be less conservative. That is not necessarily good or bad; the numbers are just more accurate. She had anticipated a second budget review meeting and needs additional time for review. Mr. Keenan noted that the proposed budget seems on target and typical to previous years' budgets. Mr. McDaniel stated that the proposed 2018 operating budget it is essentially a status quo budget with a few exceptions, which were identified. Even though Operating Expenses are being held level, that does not mean innovations are not occurring. Staff is encouraged to innovate within budget. Recreation programs, for example, are often re-evaluated and changed. The City will continue to provide high-level services, even though the budget remains consistent. In regard to the decreasing gap, he is drawing the line closer. Rather than requesting additional funds, staff must work within budget. Mr. Keenan noted that the budget review process is different. For years, Council reviewed each line item for every department. In the last year or so, Council reviews the budget exceptions and changes. If Council members would prefer to return to the previous level of review, that can occur Next Steps: Mr. McDaniel stated that if Council does not anticipate the need for a second budget workshop on November 13, the meeting can be cancelled. Council can also call or email with additional questions before that meeting. Council can provide responses via memo as public information, which can be re -visited at the meeting. Mr. Keenan noted that staff is careful to ensure that if one Council members asks a question, the response is shared with all members. Ms. Amorose Groomes requested that a decision about the need for a meeting next Monday be delayed until Friday. She would like additional time to review the budget information. She also suggests that Council meetings not be scheduled on the evening before Election Day, followed by a budget workshop the following day. It is difficult to review all the documents within that timeframe. Finance Committee of Whole Minutes — 11-08-17 Page 12 of 12 Ms. Salay inquired if further questions could be handled via a process of e -mailing them to staff as suggested. Mr. Keenan responded that it would be appropriate if all the responses were presented at the next meeting in a memo, and as a shared public record. Mr. McDaniel noted that staff would assemble any questions and responses for the next Council meeting when the budget is scheduled for final consideration. There is also another meeting this year, should Council desire to delay action on the budget adoption to the December 4 meeting. Ms. Salay that, in view of her Council term ending this year and the many staff members present tonight she has worked with over the years, she wants to thank everyone for all of the service they provide to the City. She has enjoyed her Council service and learned much from everyone over the years. She cannot imagine a finer group of people serving a municipality than those who work for the City of Dublin. The meeting was adjourned at 7:18 p.m. Clerk of Council