HomeMy WebLinkAboutOrdinance 029-20RECORD OF ORDINANCES
BARRETT BROTHERS - DAYTON, OHIO _ _ _ _ _ _ _ Form 6220S
Ordinance No. 29-20 Passed
AN ORDINANCE TO ADOPT THE ANNUAL OPERATING BUDGET
FOR THE FISCAL YEAR ENDING DECEMBER 31, 2021
WHEREAS, Section 8.02(a) of the Dublin City Charter requires the City
Manager to prepare and submit the Annual Operating Budget to City Council;
and
WHEREAS, City Council has received and reviewed the Annual Operating
Budget for 2021; and
WHEREAS, the Administration has incorporated in the 2021 Operating Budget
document any necessary modifications as requested by City Council as a result
of the budget review sessions.
NOW, THEREFORE, BE IT ORDAINED by the Council of the City of Dublin,
State of Ohio, of its elected members concurring, that:
Section 1. The 2021 Annual Operating Budget hereby is approved.
Section 2. This ordinance shall take effect and be in force in accordance with
Section 4.04(b) of the Revised Charter,
IIPassed this �_ day of- 0 U�'_l4-�-2f/ , 2020.
Mayor - Presiding Officer
ATTEST:
Clerk of Council
Office of the City Manager
5555 Perimeter Center • Dublin, OH 43017-1090
City of Dublin Phone: 614-410-4400 • Fax: 614-410-4490
Memo
To: Members of Dublin City Council
From: Dana L. McDaniel, City Manager
Date: November 3, 2020
Initiated By: Matthew L. Stiffler, Director of Finance
Melody Kennedy, Budget Manager
Re: Ordinance 29-20 - 2021 Operating Budget
Summary
Ordinance 29-20 authorizes the adoption of the 2021 Annual Operating Budget. The attached
document contains the information previously contained in the proposed Operating Budget as well
as the approved 2021-2025 Capital Improvements Program. It also contains changes or
adjustments made by City Council during the review process regarding the Dublin Arts Council and
Visit Dublin Ohio.
To date, the City Council reviewed the proposed 2021 Operating Budget in the following City
Council meetings and Work Sessions:
September 28
Revenue Estimates
October 12
Introduction/First Reading and Overview
October 19
Operating Budget Work Session #1
October 26
Operating Budget Work Session #2
November 9
Second Reading/Public Hearing
Recommendation
Staff recommends passage of Ordinance 29-20, Adopting the 2021 Operating Budget at the
November 9, 2020 meeting of City Council.
City of
rublin
OHIO, USA
H�NKQ9 M"K w
YORJ7
#
�0
Ar 4
Fj
2021
OPERATING
BUDGET
Adopted by Ordinance
No. 29-20
I
City of
blin
OHIO, USA
THIS PAGE INTENTIONALLY LEFT BLANK
OHIO, USA
TABLE OF CONTENTS
245
GErERNL OVERVIEW (1)
2-51
City Manager's Budget Menage
1-11
Fission Statement
1-21
GFOA Distinguished Budget Presentabon Awad
1-22
List of Offiads
1-23
Dublin City Council Goals
1-24
Relabonhlp between City Depatrrent/Dimson and CityCouncil's Goals
1-28
Dublin Community Profile
1-29
Principal Burnes by Employment
132
Demographic and Economic Stabsfi¢
1-33
Form of Govemmentand City Organizabond Structure
1-35
2021 aganizabonal St uctme chart
137
Staffing Comparison by Funcfion
139
Full -Tune Staffing by Work Unit
140
Part Time Staffing by Work Unit
141
Relabon hip between Funds and CityWork Units
142
Financial Management Policies
245
Accounfing and Fund Structure
2-51
Budget Procedures
263
Budget C3endar-Tmebames for 2021 Operabng Budget
2£7
Summary of All Funds
273
Revenue Proje_Oons for 2021
2-77
Revenue Comparisons- All Funds
287
Revenue Comparisons- General Fund
289
ExpendWre and Budget Summary(Recep of 2021 Real
2-90
ExpendWre and Budget Summary General Fund
2-92
Revenue and Expenditure Summary
2-93
Comparison of Operabng Revenues and Expend W res
2-105
2021 Appropriabons Summary by ExpendWre Category -AllFunds
2-109
2021 Appropriabons Summary by ExpendWre Categgory -GeneralFund
2-110
Debt Administrabon
2-111
2021 DebtSaNce Schedule
2-118
Qi FIND (3)
City Council
3-121
Boards and Commissions
3-123
CIffice of the City Manager
3-125
Mscellanecus Accounts/CorUngenaes
3-129
Human Resources
3-133
Communicefioos and Public Informafion
3-143
Legal Sermcs
3 15
Finance
Deputy City Manager/Chief Finance and Development macer
office of the Director of Finance/ Fs3 Administrabon
3-157
Transfers and Advances
3-161
Mscellanecus Accounts
3-163
Taxafion
3-167
Public Works
Deputy City Manager/chief Operabng CIffiw
3-171
Public Sermce
3-217
Environmental/Solid Waste Management
3-175
Engineering
3-181
Traraportabon & Mbblllty
3-105
Transportabon& Mbblllty Miscdlaneous
3-188
Facil Ines &Fleet Management
Fleet Management
3-191
Facilites
3-203
Development
3-241
CIffice of the Director of Development
3-207
Economic Development
3-211
Building Standards
3-217
Planning
3-225
Parks and Reaeaaon
Director of Parks & Recreaton
3-229
Public Works
Public Sermce
Parks and Grounds Maintenance
3-233
Hortmltre
3-237
Forestry
3-241
Parks and Reaeaaon
cUtreach and Engagement
3-245
Inforrraton Technology
3-249
Performance Analyt¢
3-255
Court Sermces
3-259
Records Management
3265
CPFCfAI RFVFM IF R IMC(4)
Public Works
Public Sermce
Street Maintenance
4-271
Traraportaton and Mbblllty
Traffic Signals and Street Lights
4-275
Highway Maintenance
4-281
Pubic Works
Facilites and Fleet Management
Community Reaeaton Center-Fadlifies
4-205
Parks and Reaeaaon
Recreaton Sermce
4-289
Community Reaeaton Center
4-293
Community Events
4-297
Mhnicipd Pools
4301
Public Works
Public Sermce
Cemetery Maintenance Dublin
4305
Parks and Reaeaaon
Hotel/PMtel Tax Fund Public Art
4309
11
Public Works
General Obllganon Debt Sermce Fund
Parks and Reaeanon
Special Assessment Debt SerHce Funds
5-364
Community Evens
Capital Improvements Ta: Fund
Hotel/PMtel Tax Fund
4-313
Finance
Capital Improvements Summary
6415
Parkland Acquisi0on Fund
Hotel/PMtel Tax Fund
4-322
Court Sermces
Public Work
Engineering
Nmyor's Court Computer Fund
4-325
Finance
Strcetsand Unites
7426
OfPce of the Director of Finance
Permissve Ta: Fund
4-329
Accrued Leave Reserve Fund
4-333
Police
7432
OfPce of the Director of Finance
7433
Safety/Comvunicanon
4-337
INTFRMI SFRVkQFFUl,,DSkB)
Employee Beni Set Insurance Fund
Educenon and Enforcement Fund
4-347
8447
Law Enforcement Trust Fund
4-351
Dublin Convention and V stors Bureau Fund
Wreless 41-1
4-355
General Obllganon Debt Sermce Fund
5-361
Special Assessment Debt SerHce Funds
5-364
CAPITAL PROJECTS FUADS(6)
Capital Improvements Ta: Fund
6-367
Tax Increment Financial Fund (TIF)
6-377
Capital Improvements Summary
6415
Parkland Acquisi0on Fund
6419
EMERPRIEE FUADS Ol
Public Work
Engineering
Water Nmintenance Fund
7423
Strcetsand Unites
7426
OfPce of the Director of Finance
7427
Engineering
Sewer Nmintenance Fund
7429
Streets and Ubllnes
7432
OfPce of the Director of Finance
7433
Sewer Construction Fund
7435
INTFRMI SFRVkQFFUl,,DSkB)
Employee Beni Set Insurance Fund
8441
Workers Cortpensenon Self Insurance Fund
8447
FIDI )CLARY R IMS (9)
Income Tax Revenue Sharing Fund
9453
Dublin Convention and V stors Bureau Fund
9455
Agency Fund
9456
Central Chlo Interoperable Rado Bureau Fund (CCIRS)
9457
10-461
7
Special Acknowledgments
The Department of Finance would like to thank City Council and the Office of the City Manager
for their leadership and guidance in preparing the 2021 Operating Budget and the 2021-2025
Capital Improvements Program. Additionally, we would like to thank all City Directors and staff for
their collaborative efforts in gathering, analyzing and presenting this information. Finally, a
special thanks to Deputy Director of Finance Rosa Ocheltree, Budget Manager Melody Kennedy,
Payroll Specialist Linda Glick, and Administrative Support III JoAnna Clark, for their exceptional
efforts in preparing this budget document.
Matthew Stiffler
Director of Finance
City of
Dublin
OHIO, USA
Table of Contents
1 1 General Overview
4cgif
Dun
OHIO, USA
om
G CD
CD 7
CD
FD
J'cUif
Dun
OHIO, USA
November 9, 2020
Dear Members of City Council and Citizens of the City of Dublin,
I am pleased to present to you the City of Dublin 2021 Operating Budget as approved by Dublin City
Council, Ordinance 29-20. This Operating Budget supports the direction and guidance of Dublin City
Council. The City's Administration submitted a proposed 2021 Operating Budget for City Council's
consideration in October of 2020. The approved 2021 Operating Budget is the result of a
collaborative dialogue between City Council and the City's Administration with the intent to provide an
environment in which our residents and businesses can thrive. This budget was developed in
accordance with the City Charter, the annual budget calendar, and the financial management policies
and guidelines of the City. This operating budget represents an effort to balance the current and future
City priorities, needs, and initiatives, against projected available resources.
This budget is the result of focus on the following:
• COVID-19 Pandemic Emergency— This budget recognizes the City is in the middle of a
historic and unique emergency. This budget accepts the financial challenges the City
knows it will face in the upcoming year including significant revenue reductions in
Recreation related charges for services revenue and Hotel Motel taxes and is transparent
regarding the proposed solution of utilizing a portion of the General Fund balance in
order to fund these services at their pre -pandemic levels during the revenue interruption.
Additionally, the budget fully funds certain activities with an understanding that prior to
the execution of these activities, as additional information is available in the first and
second quarter of 2021, the 2021 Operating Budget will be re-examined and potentially
amended in light of the ever-changing circumstances facing our City. The financial
environment the City will face in 2021 is much more uncertain than prior years and this
budget was adopted with the spirit and understanding that more coordination, including
committee meetings and special financial reports, between our City Council and
Administration will be necessary to meet the challenges 2021 may bring forward.
• Continued Focus On Succession Planning — This budget continues the succession planning
and reorganization changes that began in the 2020 Operating Budget in response to
Council's desire to ensure the organization's long term stability and effectiveness. The 2020
Operating Budget's most significant change included the creation of two Deputy City Manager
positions with responsibility of multiple City work units. The 2021 Operating Budget continues
to advance on the prior budget's changes including significant changes to the Operations
related divisions.
OFFICE OF THE CITY MANAGER 5555 Perimeter Drive Dublin, Ohio 43017 phone 614.410.4400 dublinohiousa.gov
Public and Employee Safety - Safety is our highest priority. Provide the safest environment
possible for our residents, businesses, visitors, and employees. Maintain a high level of
preparedness in order to respond and recover from a significant emergency or other crisis.
o Sustain and improve the City's crime and crime prevention performance metrics
o Provide technical,safety, and leadership training to City employees
o Equip City employees appropriately
o Assist with We security of our schools
o Increase staff training in emergency management
o Maintain City equipment to We highest levels of safety and operability
o Continually improve our employee safety record
o Execute the five-year Capital Improvement Program(CIP) to maintain, replace and
construct safe infrastructure,recreation/play areas, and facilities
o Protectour information systems
o Maintain accreditation standards
Fiscal Health & Accountability Ensure the City remains finally strong and accountable.
o Comply with the City's General Fund Balance Policy
o Comply with the City's Debt Policy
o Sh ive to maintain the highest bond ratings from each of the three bond rating
agencies
o Estimate the City's revenues conservatively
o Limit the growth in operating expenditures by analyzing existing services and
programs to ensure that they are being performed efficiently and effectively
o Minimize staff increases by reclassify ing/reorganizing operations where appropriate
o Minimize/offset full-time staff growth whi seasonal staff and contractual services
o Review, prior ifize, and minimize professional/contractual services
o Offset, where feasible, uncontrolled cost increases (fuel, salt, inter -agency contracts,
refuse/recycling retirement systems obligations, etc.)
o Provide funding in accordance with bargaining unitagreements while funding fiscally
appropriate wage increases n accordance with the City's pay classification/pay system
for non -bargaining unitemployees (an overall 2% increase has been budgeted for all
non -bargaining unit employees in order to make the necessary funds available W
administer this program. This does NOT mean every nor -bargaining unitemployee
will receive a 2% pay increase)
o Maintain the City's health benefits/wellness program and contain costs in 2021
o Obtain a clean audit report from the State Auditor
o Obtain recognition of the operating budget from the Government Finance Officers
Association
o Study the future of revenues other than from traditional sources (i.e. data,
disruptive technologies)
12
Smart Customer Focused Services —Strive to provide best in class services efficiently and cost
effectively.
o Continue to provide best in class services and maintain no less than 95% approval
rating of city services (currently 99% from previous survey)
o No reduction in service levels
o Continually assess all legacy programs for purpose and value
o New and additional programming costs must be justified on their own merit. Existing
'bill payers" from the existing budget will be emphasized to cover new costs should
new programs be brought forward for consideration during the budget cycle
o Leverage technology to increase efficiency
o Continuously improve, replace and/or re -invent programs and processes using Lean
six sigma/Kaizen concepts (PlEworks)
o Increase the use of performance analytics based on sound data
o Continue to develop performance metric/dashboard data platform and analytics
through contractual support) by Division for all operational areas
o Expand the Go Dublin customer service and software program for customer
convenience
o Implement the special events policy and continuously evaluate
Economic Vitality —Ensure the City's fiscal health (increase City's revenues) by competing in
the regional, national, and global economies.
o Implement the City's Economic Development Strategy
o Retain, expand, and attract high paying, high quality jobs — expand the technology,
health care, and R&D clusters
o Build upon and grow the startup/entrepreneurial and tech ecosystems
o Continue the workforce marketing campaign
o Leverage partnerships (i.e. Dublin Chamber, Dublin Convention & Visitors Bureau,
OneColumbus, ]obs Ohio, Northwest US33 Council of Governments, etc.)
o Forward invest in the City's infrashuctureto protectproperty values and retain,expand
and attract businesses and jobs
o Continue to leverage the US33 Innovation Corridorand connected Dublin/intelligent
infrastructure to be at the forefront of the emerging connected/autonomousindushy
o Leverage the City's unique broadband infrastructure and pursue Council's goal of being the
most connected City
o Leverage the Wide helix (Govern ment/non-profit, academia, business) relationships
o Build the City's data platform to assist in economic development decision making;
o Understand the Dublin real estate market and anticipate vacancies (maintain 5-12%
vacancy)
o Continue to build out the planned commercial areas of the City in accordance with the
City's Community Plan and associated Area Plans
o Implement the Dublin Corporate At ea Plan(DCAP) and West Innovation Dish ict OVID)
area plans
o Update the City's Community Plan with Council's goad of developing a 2035
Framework Plan
o Leverage the City's land acquisitions for economic development where appropriate
o Continuously streamline all review processes
o Actively engage businesses, building/land owners, development and real estate
communities
13
o Implement the Historic Dublin Task Force recommendations, as adopted by City Council
o Assess the outcome of the Regional Housing Strategy and develop a Dublin -specific
sub -strategy for City Council's consideration
o Remain engaged in regional partnerships (Mid -Ohio Regional Planning Commission,
US33 Council of Govern ments, Central Ohio Transit Authority, Solid Waste Authority of
Central Ohio, Franklin County Board of Health, Franklin County Emergency
Management & Homeland Security Agency, etc.)
o Engage State and Federal Legislative delegations on matters effecting local
government and Home Rule
o Market and advocate our brand
Community Engagement— We are and always have been a proud local democracy. Earn and
maintain the trust of our residents and businesses by providing an engaging, accessible and
responsive local democracy.
o Support meetings of City Council, and its' Boards, Commissions, and Committees,
Advisory Committees and Task Forces
o SupportCity Council's community engagements
o Effectively and pro -actively communicate with the public leveraging all media outlets,
forms of media and methods of contactavailable (mailings, website, and social media)
o Maximize facto -face engagements with residents and businesses or as otherwise may be
necessary due to pandemic conditions and safety requirements
o Recognize and celebrate our residents,businesses, schools,and city accomplishments
o Provide community events and seek engagement opportunities at these events
o Provide an Annual State of the City presentation by whatever means is deemed appropriate
under the conditions
General Fund Balance
One indicator of the City's financial strength is the General Fund balance. Each year a primary focus
of the budget process has been to ensure that sufficient fund balances are available to provide
necessary funding for unanticipated needs or opportunities and to ensure satisfactory cash flow. City
Council's General Fund Balance Policy states that the City will maintain a year-end General Fund balance
of at least 50 percent (50%) of the General Fund expenditures, including transfers. This policy is in
accordance with government sector best practices and an evaluation of the City's vulnerability to
fluctuations in Is largest revenue source, the local income fax. City Council reviewed and validated
this policy in 2019.
The General Fund balance, as a percentage of expenditures and hamsters, has been well in excess of
50% over the past five years, from 107.9% in 2014 to 58.4% in 2019. At year-end 2020, the fund
balance is projected to be 84.9%. The General Fund's year-end 2020 estimated level of reserve
remains strong and is considered favorable by the rating agencies. It has been highlighted by
Moody's Investors Service, Fitch Ratings, and S&P Global Ratings, as a part of the rationale for the
City's Aaa/AAA/AAA bond rating. These ratings reflect the highest rating available from all three
agencies.
101
Operating Revenues and Expenditures
The City of Dublin operates from and administers several different types of funds, including the General
Fund, special revenue funds, debt service funds, capital project funds, capital construction funds,
enterprise funds, internal service funds, and fiduciary funds. Budgetary information for each type of
fund is contained within the 2021 Operating Budget document. However, in order to provide our
stakeholders with a concise depiction of operating revenues and expenditures, staff has combined
revenue and expenditures from the General Fund, the most prevalent fund, and the majority of the
special revenue funds to reflect operating activity:
• General
• Street Maintenance and Repair
• State Highway
• Cemetery
• Recreation
• Safety
• Pool
Hotel/Motel Tax
Enforcement and Education
Law Enforcement Trust
Mandatory Drug Fine
Mayor's Court Computer
Wireless 911
The revenue generated in a number of the special revenue funds is insufficient to cover the
expenditures of those funds. As a result, it is necessary for the General Fund to subsidize those
operations. The funds which regularly receive revenue from the General Fund are as follows:
Street Maintenance and Repair, Cemetery, Recreation, Safety and the Pool funds. Additionally, due to
the impact of COVID-19, the Hotel/Motel Tax Fund will be subsidized by the General Fund in 2021.
Operating Revenues
With income tax collections representing the City's most significant revenue source, the financial health
of the City is reflective of the health of the City's corporate residents, as employee withholding taxes
generally represent over 80% of the total income tax receipts.
The 2021 income tax revenue estimate reflects a 1.0% increase over the 2020 budgeted amount.
This estimate is based on strong 2019 actual income tax revenues, and the continued strong execution
of our economic development strategy. Many of the agreements negotiated in 2019 will begin or
continue to lead to income tax growth in 2021. Despite the challenges of COVID-19, to date income
tax revenues have remained well ahead of the 2020 budgeted amount. The budgeted amount for 2021
is projected to be lower than the 2020 actual amount reflecting a continuation of the City's conservative
budget philosophy with regard to revenue forecasting.
Given the City's dependency on income tax revenues, the philosophy of conservatively estimating
revenues has been followed over the years because of the limited control the City has over revenues.
As a result of this conservative budgeting, operating revenues have exceeded the amount budgeted
in all years except 2009 and likely 2020. In 2021, operating revenues are projected to be $86.5 million,
which represents a 7.4% decrease over the original 2020 budgeted operating revenues. This
decrease is attributable to declines in revenue sources impacted by COVID-19 including recreation
related charges for services and hotel motel tax revenue as well as declines in interest revenue.
Additionally, $3.1 million in non-recurring revenue from a sale of capital assets was included in the
2020 budget.
15
Operating Revenues (in millions)
2020 2021
2018 2019
Original Proposed
Revenues $88.8
Actual Revenues $88.3 $92.5
Operating Expenditures
The annual Operating Budget is prepared using conservative revenue and expenditure estimates, which
historically has resulted in the projected operating expenditures exceeding operating revenues and the
reliance on the existing fund balances to offset the difference or "gap". However, it is generally
anticipated that the gap at the end of the year will likely be less than projected, or the operating
revenues will exceed the operating expenditures.
The 2021 Operating Budget reflects funding requests totaling $94.4 million in operating expenditures.
This represents a $1.4 million or 1.4% decrease as compared to the approved 2020 Operating Budget.
A comparison of the 2020 and 2021 Operating Budgets, by category, is as follows:
Other Charges
Capital Outlay
Supplies
Contractual Services
Personnel
$0 $20 $40 $60
■ 2021 Proposed Budget ■ 2020 Budget
Millions
As evident in the chart above, the City's largest expenditure is for personal services. This component
is decreased $1.2 million or 2.1% as part of the 2021 Operating Budget. This decrease is largely the
result of a reduction in expenditures due to the 27"' pay period in 2020. Contractual services, supplies
and other charges and expenditures each increased, reflecting an overall increase of $1.2 million or
3.2% over 2020. Highlights of these noteworthy changes are discussed in the Significant Changes
other than Personnel' section of this letter. Capital outlay decreased approximately $1.3 million or
65.1%. This reduction was a result of making the final payment of four annual payments for a prior
land acquisition.
16
Based on the estimated operating revenues of $86.5 million, the expenditures are budgeted to
exceed revenue by $7.9 million. This variance is the result of two policy decisions. The first is that
Dublin will continue our practice of conservatively estimating revenue while budgeting realistic
expenditures. This conservative approach has historically resulted in actual revenues exceeded actual
expenditures. The second is the estimated impact of COVID-19 on the City's special revenue funds,
specifically charges for services in the Recreation and Pool Funds and bed tax revenue deposited into
the Hotel Motel Fund. Together, these estimated decreases will require subsidization of an additional
$3.5 million in 2021 more than a typical year. Because of the strong financial resources of the City and
because the revenue decline is likely to reverse itself as the emergency ends, the Administration and
City Council have decided to absorb these potential declines in lieu of cutting additional services at this
time. This decision will be re-evaluated on an ongoing basis as the City continues to navigate this
emergency's financial impact.
Operating Expenditures (in millions)
2018 2019
Budgeted
Expenditures
Actual
Expenditures $84.9 $82.3
Actual
$5.7 $5.6
Encumbrances
1 Does not include encumbrances carried forward.
General Fund Balance
2020 Budget 2021 Proposed
The 2021-2025 adopted Capital Improvement Program utilized a capital transfer from the General Fund
to the Capital Improvements Fund of $6.0 million dollars for the Shier Rings Road Realignment project
in support of the new The Ohio State University Ambulatory Care Center, as well as, establishing new
conditions for further development in the immediate area. It also included $200,000 in transfers
from the General Fund to the Sewer Fund to support the City's sewer extension program. These
capital transfers will therefore reduce the General Fund balance and increase expenditures attributed
to the General Fund by those amounts. Including this transfers, the projected General Fund balance is
estimated to be approximately $49.2 million, or 56.2% of the 2021 General Fund year-end expenditures
and transfers, exceeding the 50% requirement by $5.4 million. Absent the capital transfer, the 2021
operating budget would project a year-end balance to be approximately $55.4 million, or 68.0% of the
2021 General Fund year-end expenditures and transfers, exceeding the 50% requirement by $14.5
million.
17
Staffing and Compensation
High quality services are a community hallmark of Dublin. To provide those services to our residents in
the most efficient manner, it is essential for the Administration to maintain the appropriate staffing
levels given the changing needs of the community. With the staffing changes proposed, the 2020
Operating Budget reflects funding for 415 full-time employees, a decrease of 1 over the level of full-
time staff authorized in 2020. Many of the staffing modification reflected below are a result of the
finalization of the reorganization process that began in the 2020 Operating Budget.
Office of the City Manager— Change: 3
Director of Development— Change: -2
Economic Development— Change: 1
Information Technology— Change: -2
Overall - Net Change: 0
The Office of the City Manager additions include the Chief Information/Technology Officer and an
Administrative Support position from the Division of Information Technology. The Director of
Development office has been eliminated and the Director position reclassified to the Deputy City
Manager/Chief Finance and Development Officer and moved to the Office of the City Manager. In
addition, an Administrative Support position to the Division of Economic Development.
Performance Analytics — Net Change: 1
This Division was created as part of the 2020 Operating Budget reorganization. As part of the division's
creation, the Data Manager was reclassified to the Director of Performance Analytics position. The 2021
Operating Budget contains funding to backfill the Data Manager position.
Building Standards — Net Change: -1
A permit technician in the Building Standards position is being eliminated.
Facilities — Net Change: -1
A custodial position in Facilities is being eliminated. The duties of the position will be filled through
contractual services.
Office of the Deputy City Manager/Chief Operating Officer — Net Change: 0
The Departments and Divisions under the direction of the Deputy City Manager/Chief Operations Officer
have been significantly reorganized in the budget. From a budgetary perspective, there are no net
changes in positions. Some of the goals of the reorganization included creating a sustainable
organizational structure for succession planning and the development of career ladders, create clarity
and focus with regard to responsibilities, improve efficiencies and management of business functions,
ease the flexibility to cross -utilize staff and resources and continue to provide excellent customer service
while managing high quality and safe infrastructure. Many of the divisions have seen significant change
in staffing that is further communicated on each division's statement of functions preceding the division's
budgetary information.
IN
The 2021 Operating Budget reflects funding for 190.7 part-time/seasonal positions. This level is an
increase of 4.7 positions from 2020.
The budget provides for an overall increase of 2% in non -bargaining unit salaries and wages as well
as the negotiated wage increase for employees covered by each of the three collective bargaining
agreements.
The proposed 2021 Operating Budget continues the provision of health insurance coverage to
employees through a high deductible healthcare plan with an associated health savings account (HSA)
or a Health Reimbursement Account (HRA). This plan continues to have annual deductibles established
with the City's annual contribution to employee's HSA/HRA account based on the coverage level and
not tied to the City's wellness program, Healthy by Choice (HBC). However, the City charges a premium
for medical coverage based on the coverage level. These premiums can be waived depending on the
employee and his or her spouse, if applicable, participating in the HBC program and meeting its'
standards.
The funding level for single and family coverage has increased for 2021 by 5.6% and 6.5%,
respectively. For 2021, our medical claim cost increased by 16.9% while the premium associated with
our stop loss coverage decreased 21.1%. Some of the increase in medical claims as well as the reduction in
stop loss premium are due to changes made to the stop loss coverage. Overall, the change in insurance
coverage is expected to save the City an estimated $150,000 in 2021.
The Administration and Council are committed to sustainably funding healthcare coverage for employee
in future years. In order to ensure this goal, the healthcare plan will remain as currently constructed
for 2021 while continuing to monitor costs and discuss what options are available to the City to lower
the trend associated with current or future costs. Staff and Council will regularly review this program
and associated costs and will determine if any adjustments are necessary.
The overall cost of the salary and benefits package proposed in the 2021 Operating Budget for all funds
(not just those funds identified on page 1-4) totals $55.6 million, which is a decrease of $896,000 or
1.6% from the 2020 Operating Budget. This decrease is a result of the reduction in the number of pay
periods in 2021 due to a 27"' pay period falling in 2020.
Significant Changes other than Personnel
The Administration has worked diligently to ensure that growth in ongoing operating expenditures are
kept to a minimum. By encouraging Staff to analyze operations to ensure our services are provided in
the most efficient manner, we have been able to maintain expenses at a level relatively consistent over
the past few years. However, despite the overall reduction in operating expenditures from 2020 to
2021, there are some areaswhere increases in expenditures are unavoidable. Some areas of noteworthy
changes in expenditures from the 2020 to the 2021 Operating Budget include:
• $1,390,722 decrease in costs related to salaries and benefits related to the 27"' pay period
• $1,285,750 decrease in capital outlays after making the fourth of four annual payments on
the a land acquisition
$267,575 decrease in costs due to the suspension of City travel
• $250,000 increase in costs to begin the Dublin 2035 framework discussion
19
• $548,365 increase in refuse and recycling related charges
• $622,275 increase in economic development incentives
Capital Improvements Program
To set the infrastructure conditions for economic vitality and a high quality of life, execution of the
approved 2021-2025 Capital Improvement Program (CIP) on time and on budget is essential. The
2021 Operating Budget appropriates funds to implement the first year of the five-year CIP, including
new assets and infrastructure as well as capital maintenance expenditures. Capital improvements
funded from the Capital Improvements Tax Fund in 2021 includes funding for the completion of
Riverside Crossing Park, the reconstruction of a historic cabin and the expansion of Coffman Park.
Additionally, funding has been programmed for construction of the new University Boulevard in
support of a new medical center and potential development of other City -owned land and new
intersection \Avery Road and Shier Rings Road. Other capital improvements programmed for 2021
from Tax Increment Financing (TIF) funds or other capital funds include the relocation of Eiterman
Road in support of new development associated with the Ohio University campus and
construction of the US33/SR161/Post Road Interchange. Enterprise funds are also programmed to
continue extending water and sewer lines to areas currently not served.
As the City continues to age, the maintenance of the City's existing infrastructure is equally important.
For this reason, significant funding has been programmed in 2021 as part of the CIP to ensure that
City facilities, roadways, pedestrian tunnels, guardrails, waterlines and sewer lines remain in the best
condition possible. Details of the 2021 capital improvements are included under the Capital Project
Funds' tab of the budget.
The Administration is committed to meeting and advancing Council's goals which are aligned to the
City's Vision and Mission Statements. The 2021 Operating Budget allocates resources recognizing these
commitments while exercising strong fiscal responsibility expected by the community.
Respectfully submitted,
Dana L. McDaniel
City Manager
20
City of
Dublin
OHIO, USA
Mission Statement
We are and always have been a proud local democracy. In our service, we strive to provide the
best quality of life and environment in which our residents and business can thrive. We seek to
ally our proud traditions with the best innovations of the future.
Core Values
The City of Dublin operates under a set of seven key core values: integrity, respect,
communication, teamwork, accountability, positive attitude, and dedication to service. Staff
members use these seven values as the basis for daily decision-making, including the decisions
that go into the budget process.
21
GOVERN10ENT FINANCE OFFICERS ASSOCIATION
L is ting iShed
u dget P resen to tion
Azoard
PRESENTED TO
City of Dublin
Ohio
For the Fiscal Year Beginning
January 1, 2020
P� AMC�a
Executive Director
The Government Finance Officers Association of the United States and Canada (GFOA)
presented an Award for Distinguished Budget Presentation to the City of Dublin for its
annual budget for the fiscal year beginning January 1, 2020. In order to receive this award,
a governmental unit must publish a budget document that meets program criteria as a
policy document, as an operations guide, as a financial plan and as a communication
device. The award is valid for a period of one year only. We believe our current budget
continues to conform to program requirements, and we are submitting it to the GFOA to
determine its eligibility for another award.
22
City Council
(from left to right starting on the bottom row)
Chris Amorose Groomes, Mayor (At -Large) - 2016 Cathy De Rosa, Vice Mayor (Ward 4) - 2018
Gegory S. Peterson (Ward 1) — 1998-2001; 2014
Christina A. Alutto (At -Large) - 2016
John Reiner (Ward 3) - 1997
Jane Fox (Ward 2) - 2018
Andy Keeler (At -Large) - 2020
Clerk of Council
Anne Clarke
City Administration
City Manager
Dana L. McDaniel
Deputy City Manager/Chief Finance Development Director
Megan O'Callaghan
Assistant City Manager/Chief Strategy and Innovation Officer
Homer C. Rogers
Director of Communication/Public Information
Sue D. Burness
Director of Finance
Matthew L. Stiffler
Chief Information Officer
Doug E. McCollough
Director of Law
Jennifer D. Readler
Chief of Police
Justin Paez
23
Dublin City Council Goals
Strateaic Focus Areas
1. Fiscal Health
The City ensures its financial health through the implementation and coordination of
sound fiscal policies.
Priorities:
• Maintain high bond ratings
Measure of the credit quality of the City
• Provide accurate and reliable revenue and expenditure forecasting
Ensure available resources are allocated to the highest priorities and
expenditures are effectively monitored and managed by the administration
• Prioritize capital and funding plans for critical infrastructure
Adopt a capital improvement program that provides an appropriate balance of
maintenance of existing infrastructure and forward investing in new
infrastructure
• Maintain a transparent financial environment, free of fraud, waste and abuse
Earn and maintain the trust of the public, business community, investors and
rating agencies by ensuring systems and processes are in place to prevent
fraud, waste, and abuse of public funds.
2. Economic Vitality
The City ensures its economic vitality through sound land use planning; forward
investing in infrastructure; and continuous focus on innovative economic development
programs in order to effectively compete regionally, nationally, and globally.
Priorities:
• Develop sound land use planning
Apply sound land use policies that maintain the City's balance of residential and
commercial mix and keep the City relevant, competitive and vibrant
• Invest in infrastructure
Focus on maintaining existing infrastructure to a high standard while balancing
the need for new infrastructure
• Compete regionally, nationally, and globally with its innovative economic
development programs
The future of the City's revenues and its residents' quality of life is dependent
on the presence of jobs in the City
Provide an innovab"ve ecosystem
Provide an environment that promotes the synergy of a diverse set of
participants and resources seeking to grow the modern innovation economy;
one which generates new ideas, information, products, technologies and jobs.
3. Smart Customer Focused Government
The City is a high -performing organization that is accountable and responsive to the
needs and desires of the community and continuously improving on its best -in -class
services.
24
Priorities:
. Employ outcome based management systems
Develop and sustain a culture of continuous improvement throughout the
organization
Seek shared service and partnership opportunities
The City has a tradition of leveraging shared services and partnerships for
innovative approaches to new and growing services and cost-saving
investments
Develop City employees'skills
Invest in City employees to continually increase technical and leadership skills
Provide best in class services
Provide the highest quality services possible Provide extraordinary amenities
Community amenities make the City a special place to live and work as
provided by the City, philanthropy, or through partnerships.
4. Community Engagement
The City secures home rule powers and local self -governance for its residents through
proactive communication and has a focus on public input, volunteerism, diversity, and
inclusion.
Priorities:
• Ensure exemplary local democracy
The City is a proud local democracy responsible for self -governance
• Provide proactive and sustained communications
Keep the public and employees informed
• Involve the community
Resident involvement and active participation of residents and businesses help
to root people in their community
• Honor our diversity, diverse cultures and global engagement
The City's cultural diversity is growing and its global presence must grow with
it.
S. Safe and Resilient Community of Choice
The City provides a secure and stable environment and continuously prepares to
respond to, withstand and recover from adverse situations.
Priorities:
• Safety
Public and employee safety — safety is the highest priority
• Emergency preparedness and management
The City of Dublin conducts hazard analysis and applies the four phases of
emergency management: mitigation, preparedness, response, and recovery
• Sustainability
As humanity pushes up against the limits of the ecosystem to provide
resources and absorb waste, the City will find ways to continue growth while
reducing the environmental impact of that growth
• Community wellness
Promote and support the health/wellness of residents and corporate citizens
through innovative partnerships and programs.
25
Dublin City Council Goals
The Dublin City Council has a long history of engaging in an annual goal setting process to
establish near and long-term priorities for the community. The 2020 annual retreat, held
February 20-21 with the Senior Leadership Team, provided an opportunity to review the focus
areas and associated priorities and strategies. Discussions included exploration of eleven
categories:
• Commerce
• Mobility
• Finance
• Technology
• Education
• Land
• Demographics
• Culture
• Housing
• Social
• Services
From these discussions, City Council affirmed many significant initiatives and provided
direction to City staff within the context of further advancing several of the goals.
In preparation of the 2021 Operating Budget, each City division used City Council's goals as
guidance for operational priorities for the upcoming year. Although not always reflected as
specific budget items in the operating and/or capital improvements budgets, the daily
functions and activities of all operating units are closely aligned with these strategic focus
areas, and, as such, are important to highlight as part of the overall budget document.
Pursuant to City Council discussions regarding the above-mentioned themes, the following
three Visionary Goals were reaffirmed, and a fourth goal added to address the need to
establish a long-range framework to aid in the planning for Dublin 2035. These goals were
approved in May 2020, Resolution No. 25-20:
1. Ensure Dublin's fiscal success and sustainability through an economic
development strategy that results in raising income tax revenue by 3% each
year.
While the economic development strategies of the past served the City well, the changing
economy, future of work and workforce, and rapid changes in technology make it
imperative that a new course is charted for the City's economic development strategy.
Our new strategy will rely on sound objective and subjective data to understand where
we are now, how we compare regionally and nationally, and opportunities and objective
to be pursues as we move forward.
2. Become the most connected high-speed broadband City in the world.
Accessible, reliable and high speed/high capacity broadband capabilities are vital to the
City's economic future, smart city initiatives and future resident needs. Efforts must be
undertaken to evaluated and pursue options to provide for connection throughout the
I
City in both residential and commercial areas. Continue pilots and explore partnerships
and possible economic models to find viable solutions to deliver broadband access and
smart city capabilities to all business and residents.
3. Be a recognized leader in data selection, collection, quality, use, analytics,
visualization and security/ privacy.
Big data will soon drive the future of sound decision making, predictive analytics and
smart city initiatives, all of which can result in providing better services and safety to our
community. The advantages of big data must also take into account the challenges
associated with security, privacy, and transparency. Develop policies and tactics related
to these various aspects. Leverage 2019 investments in data platforms, new staffing,
and resources to capture the economic and operational improvement opportunities now
possible through data and data analytics.
4. Dublin 2035.
Creation and mobilization of a Dublin 2035 framework. The beginning of a meaningful
movement of mindful consideration in the planning, navigation, and establishment of
long-term future direction. This plan will be organized around four overarching themes:
• Infrastructure
• Land Use
• Economics
• Quality of Life
Executing on these goals involves a high level of input from City Council and a series of
Council work sessions to discuss setting strategies, providing on-going opportunities for
input and discussion, and closely monitoring progress.
I
The Relationship between City Departments/ Divisions and City Council's Goals and
Strategic Focus Areas
The matrix below organizes City Council's goals and strategic focus areas by
departments/divisions in the City. While every work unit has some level of responsibility for many
of the goal areas, the matrix is intended to only highlight the primary departments/divisions
responsible for each goal.
Department /Division
Council's Strategic Focus Areas
Fiscal
Health
Economic
Vitality
Smart
Customer
Focused
Government
Community
Engagement
Safe and
Resilient
Community of
Choice
Legislative Affairs
City Manager
Communications and Public
Information
Legal Services (Contractual)
Police
Assistant City Manager — Chief Strategy and Innovation Officer
Human Resources V V
Court Services
Records Management
Information Technology
Performance Analytics
Deputy City Manager — Chief Finance and Develo ment Officer
Finance
Finance - Fiscal Administration
Taxation
Development
Building
Planning
Economic Development
Deputy City Manager— Chief O erations Officer
Public Service
Solid Waste
Street Maintenance Operations
Grounds & Parks Operations
Horticulture
Forestry
Cemetery
Public Works
Engineering
Transportation Mobility
Facility and Fleet Management
Facilities Management
Fleet Management
Parks & Recreation
Recreation Services V
V
Community Events V
Outreach and Engagement V
M
Dublin Community Profile
https://dublinohiousa.gov/living/city-profile/
33 n
New CaliforniaPowell
Nles-er
in City
0 Dublin
cta Q)
Hilliard
Upper lr�
Arlington
Columbus
The City of Dublin, Ohio is located on the Scioto River in the northwest part of the Columbus,
metropolitan area and encompasses nearly 25 square miles. The City is home to more than 49,000
residents and more than 65,000 corporate citizens. in the 1970's, completion of the I-270 outerbelt
and development of the Muirfield Village Golf Club and residential community began an extensive
period of growth for the City. The City was platted as a Village in 1810 and officially became a city
in August 1987.
The City's residential market offers something for every lifestyle, from historic neighborhoods to
contemporary condominiums and breathtaking estates. The City's residents are primarily upwardly
mobile, aged 36 to 45 years, married and employed, with a majority having children living at home.
The City's commitment to an outstanding quality of life makes it a great place to live and raise a
family.
In 2018, Niche.com named the City of Dublin as the best place to live in Ohio, and the 9th best
suburb in America. In October 2013, the City welcomed visitors from around the world for the
2013 President's Cup at Muirfield Village Golf Club. The President's Cup is a biennial golf
tournament designed to give the world's best non-European golfers an opportunity to compete in
an international team competition. As a host community, the City of Dublin became the only city
in the world to have hosted The Solheim Cup, The Ryder Cup and the President's Cup.
In 2017, the City requested a rating from Standard & Poor Global (S&P Global) and was assigned
the highest rating of a AAA. The City also boasts solid financial ratings; it has received successive
Aaa ratings from Moody's Investors Service since 2004 and AAA ratings from Fitch Ratings since
2001. These are the highest ratings possible on general obligation bonds.
The City is known as a leader in municipal innovations, including tax increment financing,
underground fiber optics, Wi-Fi deployment, and green initiatives.
29
Dublin Link - The City's iconic pedestrian bridge
The City owns more than 1,200 acres of public parkland, maintains 60 public parks and 100+ miles
of bike paths; these complement a healthy and active community. Riverside Crossing Park is the
City's newest park venture. It rests on both banks of the Scioto River, encompasses 16.61 acres
on the east side of the river, and 19.68 acres on the west side of the river. Construction of public
plazas and an iconic pedestrian bridge links the two sides together. Master planning for the park
has taken approximately six years and major park construction is planned during 2019-2025.
The Dublin Link pedestrian bridge opened in March 2020 and is a signature project for the City of
Dublin. In September 2020, the Slag Cement Association (SCA) recognized the project as its Project
of the Year for green design. httos://dublinohiousa.ciov/newsroom/the-dublin-link-honored-for-
green-design
The City owns and operates the 110,000 square -foot Dublin Community Recreation Center that
includes fitness facilities, two indoor pools, classrooms, a community hall and the Abbey Theater of
Dublin. The City also owns and operates two outdoor municipal pools and a satellite community
center at Kaltenbach Park. In 2020-2021, the City's North Pool is undergoing a multi-million dollar
renovation project after almost 30 years of operation. httos://dublinohiousa.gov/north000l
The City is home to the annual Dublin Irish Festival. The Festival was founded in 1988 by the
Dublin Irish Celebration and in 1992, the City assumed management of the Festival. The Festival
celebrated its 30' anniversary in 2017, growing from a small gathering to one of the largest Irish
cultural gatherings in the world. Attendance has averaged over 100,000 guests per year. In 2012,
it was named an International Festival & Events Association Pinnacle Awards (IFEA) World Festival
30
and Event City. More than 1,200 volunteers assist City employees with hosting the Festival, held
in Coffman Park, donating more than 10,000 hours of service. Highlights of the Festival include
Celtic music and dance, animals of Ireland, sports of Ireland, shopping, a kidzone, and Irish foods.
The Festival continues to implement environmentally friendly practices to make landfill diversion
easier. A 2018 Economic Impact Study showed the Festival generated $8.5 million to bolster the
Central Ohio region. [Note: Due to the COVID-19pandemic, the Festiva/ was cancelled for 2020
for public safety.]
City of Dublin Annual Insh Festival
The City of Dublin sets the bar when it comes to police protection. The City was named one of the
top 100 safest cities in the U.S. by NeighborhoodScoutand one of the Safest 50 Cities in Ohio, by
Safewise. In 2019, the City launched Smart911.com. This is a new communication tool that allows
individuals and families to sign up online to provide key information to 9-1-1 dispatchers during an
emergency. This technology puts vital information into the hands of first responders anytime a
resident or visitor calls 9-1-1. It also sends alerts and notifications for weather, traffic and other
emergencies in the community.
Most City residents live in the Dublin City School District, the 10' largest school district in Ohio.
The District consistently ranks among the top districts in Ohio and educates almost 17,000
students with 22 schools in operation. The three high schools have been consistently ranked in
the top 35 schools in Ohio by U.S. News and World Report, with the most National Merit Semi -
Finalists in Ohio for four straight years. httos://www.dublinschools.net/domain/860
31
Top 10 Principal Business by Employment
(1) Full-time employee counts.
(2) Based on W -2's filed.
(3) Includes Dublin Methodist Hospital, Dublin Health Center, Post Preserve/Frantz Road centralized business
office, Primary Care and MAXSports.
(4) Formerly CareWorks Family of Companies.
Sources: City of Dublin Finance Department and Economic Development Department 2019. Data sources include
news stories, public records, and employer phone surveys. Employee counts may be estimates, as many companies
consider this data confidential.
32
Percentage
Approximate
of
Number of
Total City
Employees
Employment
Employer
Business
Rank
(1)
(2)
Cardinal Health, Inc.
Pharmaceuticals
1
4,800
4.62%
Ohio Health (3)
Medical &Administration
2
2,000
1.92%
Dublin City Schools
Education
3
1,951
1.88%
Sedgewick(4)
Insurance & Financial
4
1,622
1.56%
Introducing Great Solutions (IGS)
Energy/Natural Gas Retailer
5
1,000
0.96%
Fisery
Financial/Technology
6
800
0.77%
Online Computer Library Center
Computer Library
7
738
0.71%
Express Scripts
Pharmaceuticals
8
500
0.48%
United Health Care
Insurance & Financial
9
450
0.43%
The Wendy's Company
Food & Beverage
10
186
0.18%
(1) Full-time employee counts.
(2) Based on W -2's filed.
(3) Includes Dublin Methodist Hospital, Dublin Health Center, Post Preserve/Frantz Road centralized business
office, Primary Care and MAXSports.
(4) Formerly CareWorks Family of Companies.
Sources: City of Dublin Finance Department and Economic Development Department 2019. Data sources include
news stories, public records, and employer phone surveys. Employee counts may be estimates, as many companies
consider this data confidential.
32
Demographic and Economic Statistics
Popuiadonand Density 2014-2018*
2010 2000
PopulSONkEdIL
49,037
41,751
People /Square Mile
2,006
1,684 1,489
Household
2.82
2.78
_
Households* *
16,114
14,984 12,040
households/Sq�
659
*Per July 1, 2019 U.S. Census Bureau.
**2014-2018
The City of Dub/in Department of Development and the Mid -Ohio Regional Planning Commission
(MORPC) estimates the City's population to be 49,484 projected for 2020/2021.
Population Forecast
Population Growth 18-2050
lb > 1,000
> 500 - 1,000
Nb > 250 - 500
> 100 - 250
>50-100
EW141
Additional information with regard to the City's growth projections can be obtained through
MORPCs Open Data website. Click on the title to follow the link.
Age
33
Race and
2010
2000
1990
White
33,089
27,855
15,225
Black
722
415
243
Native American JL
22
22
0
Asian/Islander
6,382
2,497
806
Other
772
414
0
Housing Statistics
2014-2018
Owner Occupied
77.1%
Median Value of Owner -Occupied
Housing units
$371,800
Median Gross Rent MMMI
r
$1,375
*Per July 1, 2019 U.S. Census Bureau.
Education 2014-2018
High School Graduate or Higher (over 25 yrs) 98.1%
Bachelor's Degree or Higher (over 25 yrs) 75.2%
*e, i„i„ > ?n>a n c
Data Source: MORPC (1990, 2000, 2010 data from the US Census Bureau) unless otherwise
noted.
34
Form of Government
The City of Dublin was platted as a village under the laws of the State of Ohio in 1810. The City
is a home rule municipal corporation and operates under its own charter. Voters adopted the
City's original Charter on July 24, 1979, and revised the charter in 1996. The City's original
Charter and the Revised Charter have provided for a Council/City Manager form of government.
The legislative authority is vested by the Charter in a seven -member Council with overlapping
four-year terms. Three members are elected at -large and four members are elected from
wards. The City Council fixes compensation of City officials and employees, and enacts
ordinances and resolutions relating to City services; tax levies; appropriating and borrowing
money; licensing and regulating businesses and trades; and other municipal purposes.
The presiding officer is the Mayor, who is a member of City Council and is elected by City
Council for a two-year term. The Vice Mayor is also a member of City Council, elected by City
Council for a two-year term.
The City Manager is the chief executive and administrative officer of the City and is appointed
by the City Council to serve at its pleasure.
City Organizational Structure
The City's organizational structure is designed to support quality services in a successful,
efficient and effective manner.
The City Manager is supported by an Assistant City Manager — Chief Strategy & Innovation
Officer, a Deputy City Manager — Chief Operating Officer, and a Deputy City Manager — Chief
Finance & Development Officer, as well as a management team comprised primarily of directors
from across the organization.
City Manager
The City Manager is charged with the responsibility for the administration of all municipal affairs
as empowered by the Charter.
The City Manager is the chief administrative and law enforcement officer of the City of Dublin,
responsible to City Council for the day-to-day operations for the City. Other responsibilities
include advising City Council regarding the financial status and future needs of the City,
reporting to City Council on the general operations of City departments, divisions, offices,
boards, commissions, bureaus and agencies, as well as exercising leadership in the
development of City projects.
35
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
36
Conn services
Human
Resources
Inforneflon
iecM1nolmY
Pefo an
nnaMlcs
Operations
m
WAR 11111110 AWIRl:
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
IN
Staffing Comparison by Function
Full -Time Employees
Years 2015 - 2021
This table and chart, and the table on the following page, reflect full-time employees only. The 2021
Operating Budget also funds approximately 190.68 FTE part-time and seasonal positions through -out the City.
Function 2015 2016 2017 2018 2019 2020 2021
General Government
99
101
103.5
106.5
106.5
108
116.5
Community Environment
60
59.3
59.8
59.8
60.8
60.3
61.7
Basic Utility Services
16
16.55
17.8
17.8
17.7
17.7
15.4
Leisure Time Activities
85
85
84
84
83
84
77.55
Security of Persons & Property
102
102
111
113
113
121
121
Public Health Services
1
1
1
1
1
1
1
Transportation
22
22.15
21.9
23.9
24
24
15.55
TOTALS
385
387
399
406
406
416
415
121
2021 Authorized Full-time
Staffing by Function
18.55
39
5
61.7
■ General Government
■Community Environment
■ Basic Utility Services
■ Leisure Time Activities
■ Security of Persons & Property
■ Public Health Services
■ Transportation
Full Time SGtMg by Work Unit
Work Unit
2015
Funded
M16
Funded
2017
Funded
2018
Funded
M19
Funded
2020
Funded
M21
Funded
M21
local
(Decrease)
M21
Position
Requests and
R, alloi
Ia lmnnmes)
Iaveslauvo Affairs
3
3
3
3
3
3
3
0
Office of Do City Manager
fi
fi
fi
fi
fi
fi
9
3
(1) (Z
Human Resources
10
9.731
10
10
10
10
10
0
Communications and Public Intmma0ork
8
8
8
8
8
8
8
0
Hrertel Office of Do 0o-efa/F6ml Admm6o-abon
11
105
11
12
12
12
12
0
Taxation
e
55
5
e
e
e
e
0
Office of Do Dncuty, City Manager/Chef Orerafing 05th
7
7
55
55
55
5
145
95
(10)
ErrvommerAnl/411tl Waste Management
fi
6DO
65
65
605
503
J.1
105
(10)
Programme
26
25.3
258
25.8
25.8
25.3
P37
-86
(10)
TrarsrnrmfiOn and M0tll8y
n/a
n/a
ne
ne
n/a
0
12
12
(10)
Parks and Ren®fi0NOffice 0ffile Director
n/a
5a
3
3
45
45
0
-a5
(10)
Parks and Grounk Maintenance
47
28.5
315
315
29.5
29
As 33
-105
(10)
Mardi
n/a
7
7
7
7
7
7
0
Feresty
n/a
e
e
e
e
e
e
0
DevelortmenVorfice of Do Do-eter
n/a
2
2
2
2
2
0
-2
rn
Economic DevellpmaR
5
a
a
a
a
a
5
1
rn
Building Standards
15
15
15
15
15
15
14
-1
(9
Planning
19
19
19
19
20
20
19
-1
(4)
HeatManagemend
9
9
9
9
9
9
8.4
-0
(9)(1ty
Inbrmaton Todmtloa Operators
13
14
15
15
15
13
11
-2
(5)
Performance Analyfi¢
n/a
n/a
ne
ne
n/a
3
4
1
(6)
CoatServies/Records Management
4
4
4
4
4
4
4
0
Facilities Management
15
15
2
18
18
18
P36
-14
(7)
Cmeach and Engagement
2
2
2
3
3
4
4
0
Strood Maintenance
22
22.15
219
2i.9
24
24
223
545
(10)
Cemetery Maintenance
1
1
1
1
1
1
1
0
Rea®00nServlms
7
9.b
1065
1065
TO 53
983
10
015
(8)
Community Re_r®fiOnCana
15
113
109
TO
10.9
112
110
-015
(8)
Munldrel Pool
n/a
125
0.b
0.95
095
0.b
0.95
0
Community Re_r®fiOnCana- Facies
9
9
fi
fi
fi
7
7
0
Pend
102
102
111
113
113
121
121
0
Community Event -Hotel/Mott Tax Fund
fi
fi
7
7
fi
7
7
0
Community Evei6-Re_reatlm
n/a
n/a
ne
ne
1
1
1
0
Hot2/Metel TaxPublicArt
1
073i
1
1
05
05
05
0
Water Maintenance
1
16
26
26
275
2.731
2.8
005
(10)
Saner Maintenance
9
87
87
07
8.9
8.9
85
-04
(10)
Employee 8errefi6 Set insurance
1
1DO
1
1
1
1
1
0
ToiXB
385
387
399
40fi
406
4P3
415
-1.0
pool
(1) The Government B international Relocate Manager position is currently vacant and will remain unfunded In 2021.The Chief InfonnalloncFechnoloa Officer
position wit remain umNnaea in 2021 and will be covered through contacted served
rn Office unhe Development Director had been removed and the Development Director pusuon had been reclassified to the Deputy City Mandganchlar
Finance and Development Officer position in the otnce come CN Manager. The Admin eatme Support position in the Development once
has been reassigned to Economic Development.
(3) A Permit Technician position is amuved
(4) Remove the Planning Manager pdslldn and reclassify the position to the Director of Tanspdrtatmn B Mobility position.
(5) Chief l ntdrmalldncFechndlda Officer and one Administrative Support pdslldn is eaglgned to the Otua ofthe City Manager.
DO The Data Manager position was reclassified to the Director of Peudrmance Anabu¢ In the 2020 Opea11ng Budget The vacant Data Manager
position is sought to be Packll gin
(7) One Custodial position is eliminated and will be replaced wM contacted served
(R) Minor siitung of ulHlme sat position allocations
(9) The Fleet Adminlealdr is being reallocated to a Fleet Manager position , and a Fleet Technician lis being realldcaled to a Flesh Technician
11 position
(im Resulting from the re organization mine Public Works Document
40
Work Unit
Cm aunco/1eguslaa0n
Office of the City Manage
Human Resources
Communications and Public Information
Finance/ Office of He Director
Taxation
Dm® of the Deputy Coy Manager/Chief Operating Officer
Envhonmaibl//sodid Waste Management
Engineering
Parts and Grounds Maintenance
Horticulture
PormLy
DevebpmenVOfllce of He Director
Economic Devebpment
Building Standards
Planning
mfermatlon Technology
Performance nnqa�lvace
Court Services/Records Management
Facilites Management
Outreach and Engagement
Proof and UUIRIes Operations
Cemetery Maintenance
Recreation Services
Community Recreation Canter
Community Reo®tlm Cants-FablMa
Munorel FIs
Community Event -HotedMoml Tax Fund
Community Event Recreation
Water Maintenance
Sewer Maintenance
Employee Benefits Self Insurance
1oiK5
Parte me Staffing by Work Ur¢
2021
2015 2016 2017 2018 2019 2020 2021 Increae/
Funded Funded Funned Funded Funded Funded Funded (Decrease)
J J J J 8 8 J 1
2 2 3 3 2 2 2 0
0 05 0 0 0 0 05 05
2 2 2 2 2 2 2 0
1 1 1 D D D D D
2 2 2 2 2 2 2 0
1 1 1 1 1 1 1 0
3 2 2 1 1 1 1 0
2 2 2 2 2 2 2 0
45 45 22 22 22 22 22 0
n/a n/a 18 18 18 18 18 0
n/a n/a 10 10 10 10 10 0
n/a 1 1 1 D D n/a D
1 1 1 1 1 1 1 0
1 1 1 D D D D D
4 4 4 4 3 3 3 0
3 4 4 4 4 3 2 1
n/a n/a n/a n/a n/a 1 1 D
1 1 1 1 1 1 1 0
4 4 5 5 5 5 5 0
2 2 2 1 1 1 1 0
10 fi fi 4 4 4 4 0
2 2 2 2 2 2 2 0
335 28.32 33.05 2691 21.4 3143 2696 A47
48.8 53 50 4521 4932 4888 502 132
0 1 0 0 0 0 0 0
65.25 65.25 65.25 1859 18.01 1045 1971 932
8 8 10 35 35 275 275 0
n/a n/a n/a n/a 15 15 15 0
1 1 1 1 1 1 1 0
2 1 1 1 1 1 1 0
1 0 0 0 0 0 0 0
25255 248.07 2573 187.21 190.79 186.01 190.68 4.67
NniFR.
(1) -Remove one Intern position.
(2) -Add six mourn clerical support position (Ilmtted hours).
(3) -Reallocation of staffing, accommodate increased doubt Pool staffing.
41
Notes:
(1)
The Relationship between Funds and City Departments/Divisions
The City of Dublin's organizational structure consists of Departments/Divisions performing various
activities necessary for the City's operations, while the City's finances are reported in Funds. The
following table is provided as a guide to understand the use of Funds by Department/Division.
*- See the Financial Overview section (tab 2) for a complete list of Funds.
42
I
Operating Funds - Budgeted
Department /Division
LL
L
U
Special
Revenue
Funds*
Enterprise
Funds*
ail
C
C
Y U1 L
Ch g C2
T
L
IM
SV
W
L
L)
C
y
M
C2
T
W
0
01
cC_
C
W
X
O
x
\
_°
+
c
d
L
0
C
O L
V W
L 9
g U
9
C
C
0 Y
W W
01
N
N
3
L
3
L
to
Legislative Affairs
X
City Mana er
X
Communications and Public
Information
X
Legal Services Contractual
X
Police
X
X
X
X
X
Assistant City Manager — Chief Strategy and Innovation Officer
Human Resources
X
Court Services
X
X
Records Management
X
Information Technology Operations
I X
Performance Analytics
X
Deputy City Manager — Chief Finance and Development
Officer
Finance
Finance — Fiscal Administration
X
X
Taxation
X
Development
Building
X
Planning
X
Economic Development
X
Deputy City Manager — Chief Operations Officer
Public Service
X
X
Solid Waste
X
Street Maintenance Operations
X
X
Grounds & Parks Operations
X
X
Horticulture
X
Forestry
X
Cemetery
X
Public Works
Engineering
X
X X
Transportation and Mobility
X
X
X
Facilities and Fleet Management
Facilities Management
X
X
Fleet Management
X
Parks and Recreation
Recreation Services
X
X
Community Recreation Center
X
X
Communi Events
X
X
Outrh and Engagement ement
eac
X
X
*- See the Financial Overview section (tab 2) for a complete list of Funds.
42
I
Table of Contents
2 Financial Overview
Cgin IDlin
OHIO, USA
City of
rublin
OHIO, USA
CITY OF DUBLIN 12021 OPERATING BUDGET
FINANCIAL AND BUDGET STRUCTURE
wEV iV TH ING GLOWS H RE.
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
m
FINANCIAL MANAGEMENT POLICIES AND PHILOSOPHY
City Hall, 5555 Perimeter Drive
USE OF THIS REPORT
This report is published to provide City Council, the City's residents and other interested parties detailed
information concerning the financial condition and financial management policies of the City. We believe
the information, as presented, is accurate in all material respects; is presented in a manner designed to
fairly set forth the budget and financial activity of the funds herein, and the accompanying disclosures
necessary to enable the reader to gain the maximum understanding of the City's budgetary activities.
AWARDS
The Government Finance Officers Association (GFOA) awarded the City the Distinguished Budget
Presentation Award for its Operating Budget for the calendar year 2020. The Award is given to
participating government entities for preparing high-quality budget documents that meet program criteria
and strive to improve budgetary transparency. This was the seventeenth consecutive year that the City
has achieved this prestigious award.
INTERNAL ACCOUNTING AND BUDGETING CONTROL STRUCTURE
Management of the City is responsible for establishing and maintaining an adequate internal control
structure. The objective of internal controls is to ensure that the assets of the City are protected from
loss, theft or misuse. The controls are designed to provide for proper recording of financial statements
and compliance with budgetary requirements as established by City Council and the Ohio Revised Code
(ORC). We believe the City's internal control structure adequately safeguards the City's assets and
provides reasonable assurance of proper recording of the financial statements. The City is audited by an
independent auditor on an annual basis.
LONG-RANGE PLANNING — DUBLIN 2035 FRAMEWORK
As part of City Council's goals established in February 2020, a new goal of "Dublin 2035 Framework" was
included. This update, as the Dublin Community Plan has done previously will allow for a meaningful
movement of mindful consideration in the planning, navigation, and establishment of long-term future
direction for the City. Identified as one of the major themes is economics. Workshops will be held during
2021 to encompass inclusion and feedback, project planning, scope, budget and execution.
47
FINANCIAL MANAGEMENT POLICIES AND PHILOSOPHY
Depiction of Dublin Link Pedestrian Bridge and Riverside Crossing Park
OPERATING BUDGET POLICIES
• The City's budget will be prepared according to Ohio law and is based on accounting for
certain transactions on a basis of receipts, disbursements, and encumbrances.
• The City will pay for all current expenditures with current revenues and fund balances.
The City will avoid budgetary procedures that balance current expenditures at the expense
of future years, such as postponing expenditures, underestimating expenditures,
overestimating revenues, or utilizing short-term borrowing to balance the budget.
• The budget will provide for adequate maintenance and repair of capital assets and for their
orderly replacement.
• The City will protect against catastrophic losses through a combination of insurance and self-
insurance funded programs.
• The City will maintain a budgetary control system to help it adhere to the budget.
• Financial reports, which compare actual performance with the budget, are available on-line for
budgetary review by the departments/divisions.
FUND BALANCE POLICIES
• The City will adhere to the fund balance policy as articulated in Ordinance No. 32-16.
M
• The City will maintain a General Fund balance of no less than 50% of the General Fund
expenditures. At the end of each fiscal year, to the extent that the General Fund balance
exceeds 75% of the year's General Fund expenditures, 25% of the amount in excess of 75%
will be transferred to the Capital Improvements Tax Fund. The use of the transferred funds
shall be consistent with the goals and policies of the Capital Improvements Tax Fund.
RESERVE POLICIES
• The City will appropriate $150,000 to a contingency account in the General Fund to provide for
non-recurring and unanticipated expenditures.
• In accordance with the City's General Fund Balance Policy, the operating budget will be
prepared in a manner in which the projected year-end General Fund balance will be equal to
or greater than 50 percent of the actual General Fund operating expenditures.
CAPITAL IMPROVEMENTS PROGRAM POLICIES
• The City will develop a five-year Capital Improvements Program on an annual basis.
• The City will enact an annual capital improvements budget based on the multi-year Capital
Improvements Program.
• The City will coordinate development of the capital improvements budget with
development of the operating budget.
DEBT MANAGEMENT POLICIES
• The City will adhere to the debt policy as articulated in Ordinance No. 37-19, authorizing the
modification of the City's original debt policy formalized in Ordinance 31-16.
• Of the Income Tax revenue dedicated to the Capital Improvements Tax Fund (25% of the
2% income tax collections), 60% will be allocated to pay debt service on projects, while the
remaining 40% will be used to cash fund projects.
• The City will confine long-term borrowing to capital improvement projects.
• When the City finances capital projects by issuing debt, it will repay the debt within a period
not to exceed the expected useful life of the project.
• The City will evaluate issuing debt and pay-as-you-go financing to maintain flexibility
for the future.
• The City will continually seek to maintain and improve our current bond rating to minimize
borrowing costs and to ensure that access to credit is preserved.
• The City will follow a policy of full disclosure on financial reports and official statements.
119
REVENUE POLICIES
• The City will estimate its annual revenues by a conservative, objective, and analytical
process.
• The City will encourage a diversified and stable local economy to avoid excessive reliance on
any one industry or business for income tax revenues.
• The City will update the Cost of Services Study on a bi-annual basis to calculate the costs of
providing services and consider such information when establishing user charges.
PURCHASING POLICIES
• Purchases will be made in accordance with federal, state, and municipal requirements.
• Purchases will be made in an impartial, economic, competitive, and efficient manner.
• Purchases will be made from the lowest priced and most responsive vendor. Qualitative
factors such as vendor reputation and financial condition will be considered, as well as
price.
INVESTMENT POLICIES
• The City's investment policies are governed by state statutes and city ordinances which
authorize the City to invest in: obligations of the U.S. Treasury or other agencies and
instrumentalities of the United States; no-load money market funds; certificates of deposit;
commercial paper; bankers' acceptances; repurchase agreements collateralized by United
States obligations; medium term notes issued by domestic corporations with greater than
$500 million in assets, or State Treasury Asset Reserve of Ohio (STAR Ohio).
• Investment in collateralized mortgage obligations or any form of derivative is expressly
prohibited.
• The City purchases investments only through member banks of the Federal Reserve System
or broker-dealers registered with the U.S. Securities and Exchange Commission, STAR Ohio,
or directly through the Federal Reserve Bank.
50
ACCOUNTING AND FUND STRUCTURE
Police Department and Mayor's Court Building, 6565 Commerce Parkway
Basis of Accounting
The City is operating on a "cash basis' of accounting, where only revenue received and expenses paid
are documented throughout the calendar year. However, the City follows the guidance of the
Government Accounting Standards Board (GASB) Statement No. 34 in presenting its annual financial
statements. Statement No. 34 requires that both government -wide full accrual basis statements, and
fund -level modified accrual basis statements be included in annual reports. Under the full accrual basis
of accounting, revenues are recorded when earned, and expenses are recorded at the time a liability is
incurred, regardless of the timing of the related cash flows. Under the modified accrual basis of
accounting, revenues are recorded when received, or if they are both measurable and collectible within
60 days after year-end (soon enough to pay currently maturing liabilities). Expenditures are recorded
when the related fund liability is incurred, with the exception of certain long-term liabilities which are
recognized only when expected to be liquidated with existing resources (such as some compensated
absences), or debt service which is recognized when due and paid.
The City produces a Comprehensive Annual Financial Report (CAFR), in conformance with the guidelines
prescribed by the Government Financial Officers Association (GFOA). The GFOA awarded the Certificate
of Achievement for Excellence in Financial Reporting to the City for its CAFR for the fiscal year ended
December 31, 2018. This is the highest form of recognition for excellence in financial reporting. A copy
of the CAFR can be obtained from the Finance Department or on the City's website at
httos://dublinohiousa.aov/
51
Fund Accounting — Fund Types — Description of All Funds
The City of Dublin operates from and administers several different types of funds. A fund is a group of
related accounts that is used to maintain control over resources that have been segregated for specific
activities. Like other state and local governments, the City uses fund accounting to ensure and
demonstrate compliance with finance related requirements.
The budgeted funds of the City are the same as the funds included in the City's audited financial
statements.
The following are the fund types, and fund descriptions used by the City
General Fund
The General Fund is the primary operating fund of the City and is used to account for all financial
resources except those required to be accounted for in another fund. The largest revenue source to the
City's General Fund is the local income tax. The General Fund is used to finance many of the services
traditionally associated with local government, including parks, planning, economic development and the
general administration of the City government, as well as any other activity for which a special fund has
not been created. Significant amounts are also transferred by the General Fund to other funds to support
them. This fund is characterized as a major fund as defined by the Government Accounting Standards
Board (GASB) Statement No. 34.
Special Revenue Funds
Special revenue funds are used to account for the proceeds of specific revenue sources that are legally
restricted to expenditures for specified purposes. The City's special revenue funds include the Street
Maintenance and Repair Fund, into which the City's share of gasoline taxes and motor vehicle registration
fees are deposited; the Recreation Fund, for user fees associated with the City's recreation programs;
and the Safety Fund, into which property tax revenues earmarked for police services and contractual
revenues for provision of dispatching services to Washington Township, Norwich Township, the cities of
Hilliard, Worthington, and Upper Arlington are deposited. The City also has special revenue funds for
operation of the City's special events, outdoor pools, and for other purposes.
Although the Street Maintenance Fund, the Recreation Fund and Pool Fund, the Cemetery Fund and
the Safety Fund receive significant operating transfers from the General Fund, they are considered
Special Revenue Funds since they collect funding that must be used for a specific purpose. Special
Revenue Funds provide an extra level of accountability and transparency to the taxpayers that their tax
dollars will go towards the intended purpose.
Street Maintenance and Repair Fund
A fund provided to account for the allocation of revenues derived from motor vehicle license fees and
gasoline taxes. Expenditures are restricted by state law to maintenance and repair of streets within the
City.
State Highway Improvement Fund
A fund provided to account for the allocation of revenues derived from motor vehicle license fees and
gasoline taxes. Expenditures are restricted by state law to maintenance and repair of state highways
within the City.
52
Cemetery Fund
A fund provided to account for revenue received from the sale of cemetery lots and interment fees.
Expenditures are restricted by Section 753.13, Ohio Revised Code, for the maintenance of the City's
cemeteries.
Recreation Fund
A fund provided to account for revenues and expenditures for parks and recreation programs and
activities, including the Community Recreation Center.
Pool Fund
A fund provided to account for revenues and expenditures for swimming pool programs and activities,
excluding the cost of the swimming pool.
Permissive Tax Fund
A fund provided to account for permissive tax fees received in addition to the motor vehicle license tax.
Expenditures are restricted by Section 4504, Ohio Revised Code, for construction or permanent
improvements of the streets and state highways within the City.
Hotel/Motel Tax Fund
A fund provided to account for 75% of the tax imposed on establishments that provide sleeping
accommodations for transient guests. Expenditures are restricted to the advancement of cultural
development, beautification of public property, improvement of the historic district and any other project
or expenditure which would enhance the City's appeal to visitors and tourists.
Safety Fund
A fund provided to account for revenues and expenditures for the operations of the City's Police
Department. Major revenue sources are property taxes and subsidies from the General Fund. This fund
is characterized as a major fund as defined by the Government Accounting Standards Board (GASB)
Statement No. 34.
Enforcement and Education Fund
A fund provided to account for revenue received from penalties assessed in accordance with violations
involving Section 4511.19, Ohio Revised Code. Expenditures are restricted to educating the public of
laws governing the operation of a motor vehicle while under the influence of alcohol and other
information relating to the operation of a motor vehicle and the consumption of alcoholic beverages.
Law Enforcement Trust Fund
A fund provided to account for all cash or cash proceeds that are a result of contraband property seizures
and forfeitures of property, in accordance with Section 2981.13, Ohio Revised Code.
Mandatory Drug Fine Fund
A fund provided to account for revenue from mandatory fines imposed for drug offense convictions in
accordance with Section 2925.03, Ohio Revised Code. Expenditures are restricted to law enforcement
efforts pertaining to drug offenses.
53
Mayor's Court Computer Fund
A fund provided to account for an additional fee collected for computerization of the Mayor's Court in
accordance with Section 1901.261, Ohio Revised Code.
Accrued Leave Reserve Fund
A reserve fund established for the purpose of accumulating resources for the payment of accumulated
sick leave, vacation and compensatory time upon termination of employment or retirement as provided
for by Section 5705.13(B), Ohio Revised Code. This fund is included with the General Fund for GAAP
reporting as it does not have a restricted revenue source.
Wireless 9-1-1 System Fund
A fund to provide for user assessment fees collected on every wireless phone bill to reimburse local public
safety answering points for costs associated with receiving 9-1-1 calls placed from wireless phones.
Rings Unitrust Fund
A fund provided to account for the donation of funds being made to the City as part of the real estate
purchase agreement with the Robert W. Rings Charitable Remainder Unitrust. The funds are to be used
for creating cultural educational opportunities within the City. A component of the cultural arts
programming will offer free or reduced fee arts offerings to underprivileged and/or handicapped youth.
COVID Relief Fund
A fund established in September 2020 by Ordinance 25-20 authorizing the Coronavirus Relief Fund as
required by Ohio General Assembly for distributing funds provided by the CARES Act in Amended House
Bill 481 of the 1331 General Assembly (H.B. 481).
Debt Service Funds
Debt service funds are used to account for the accumulation of resources for, and the payment of,
general long-term debt principal, interest and related costs. Included are funds for general obligation
debt as well as funds generated by special assessments for debt issued to finance those specific projects.
General Obligation Debt Service Fund
A fund provided to account for the accumulation of resources and payment of general obligation bond
principal and interest from governmental resources. This fund is characterized as a major fund as defined
by the Government Accounting Standards Board (GASB) Statement No. 34.
Economic Development Bonds Debt Service Fund
A fund provided to account for the accumulation of resources and payment of revenue bond principal
and interest from service payments related to the Bridge Street Parking Garage Structure.
Special Assessment Debt Service Fund
A fund provided to account for the accumulation of resources and payment of special assessment bond
principal and interest from special assessment levies with governmental commitment.
Capital Proiects Funds
Capital projects funds are used to account for financial resources set aside for the acquisition or
construction of major capital facilities (other than those financed by proprietary funds and trust funds).
54
Capital Improvements Tax Fund
A fund provided to account for 25% of the local income tax collected a portion of which will fund capital
improvements and a portion utilized to fund long-term debt. This fund is characterized as a major fund
as defined by the Government Accounting Standards Board (GASB) Statement No. 34.
Parkland Acquisition Fund
A fund provided to account for property taxes and development fees collected for the purpose of funding
acquisition of recreational facility sites, open space, and/or parkland.
Capital Construction Fund
A fund provided to account for the 2012 bond issuance proceeds received, to be expended for related
public infrastructure projects, primarily street lighting improvements. This fund is characterized as a
major fund as defined by the Government Accounting Standards Board (GASB) Statement No. 34.
Woerner-Temple TIF Fund
A fund provided to account for the construction of the Woerner-Temple Road extension from Emerald
Parkway to Avery Road, in accordance with a Tax Increment Financing Agreement entered into with
Duke Realty Limited Partnership.
Ruscilli TIF Fund
A fund provided to account for the construction of Venture Drive in accordance with a tax increment
financing agreement entered into with Ruscilli Construction Company, Inc. Profit Sharing Plan and Trust.
The original legislation was amended to provide for improvements to Perimeter Drive from Emerald
Parkway to Avery-Muirfield Drive, including the intersection at Avery-Muirfield Drive, and improvements
to Avery-Muirfield Drive/Perimeter Loop and Avery-Muirfield Drive/Post Road intersections, and
improvements at Perimeter Drive/Commerce Parkway.
Pizzuti TIF Fund
A fund provided to account for the Frantz Road and Metro Place South intersection improvements, a
median cut at the intersection of the Millennium and Frantz Road, the acquisition of real estate interest
in storm water improvements and features and related open space, and utility burial along Frantz Road
in accordance with a tax increment financing agreement entered into with One Metro South Company.
Thomas/Kohler TIF Fund
A fund provided to account for the construction of Phase III of the Emerald Parkway and in conjunction
with an agreement between the City, Duke Realty Limited Partnership, F.A. Kohler Company, and RR
Partners.
McKitrick TIF Fund
A fund provided to account for the construction of Emerald Parkway Phase I and Phase II as required by
a Tax Increment Financing Agreement between the City, Cardinal Health, Inc. and Whitmire Distribution
Corporation.
55
Perimeter Center TIF Fund
A fund provided to account for improving Perimeter Drive and Coffman Road as required by a Tax
Increment Financing Agreement with Continental Real Estate Companies. The original legislation was
amended to provide for improvements to Perimeter Drive from Emerald Parkway to Avery-Muirfield Drive,
including the intersection at Avery-Muirfield Drive, and improvements to Avery-Muirfield Drive/Perimeter
Loop and Avery-Muirfield Drive/Post Road intersections, and improvements at Perimeter Drive/Commerce
Parkway.
Rings Road TIF Fund
A fund provided to account for the widening of Rings Road, intersection improvements at Rings Road
and Blazer Parkway and Rings Road and Frantz Road in accordance with a tax increment financing
agreement entered into with Duke Realty Limited Partnership.
Perimeter West TIF Fund
A fund provided to account for the westward extension of Perimeter Drive to the U.S. Route 33/State
Route 161/Post Road interchange in accordance with tax increment financing agreements entered into
with Ruscilli Development Company, Ltd., BIL Limited Partnership, and Mt. Carmel Health System.
Unser Metro Place TIF Fund
A fund provided to account for the construction of Upper Metro Place and the landscaping improvements
along SR161, as required by a tax increment financing agreement entered into with Capital Square, Ltd.
Rings/Frantz TIF Fund
A fund provided to account for the Rings Road bridge widening and the future westward extension of
Tuttle Crossing as required by a tax increment financing agreement entered into with Duke-Weeks Realty
Corporation.
Historic Dublin Parking TIF Fund
A fund provided to account for improving public parking facilities in Historic Dublin, in partnership with
the Dublin City School District.
Emerald Parkway Phase 5 TIF Fund
A fund provided to account for the design and construction of Emerald Parkway from Sawmill Road to
Bright Road. (No budgetary schedule is presented for this fund due to no activity.)
Emerald Parkway Phase 8 TIF Fund
A fund provided to account for the design and construction of Emerald Parkway from Riverside Drive to
Bright Road.
Perimeter Loon TIF Fund
A fund provided to account for the extension of Hospital Drive (formerly known as Perimeter Loop), and
the improvements to intersections at Avery-Muirfield Drive and Perimeter Drive and Avery-Muirfield and
Perime
56
Tartan West TIF Fund
A fund provided to account for intersection improvements as identified in the traffic impact study
completed pursuant to the Tartan West development plan, as well as to account for additional related
public infrastructure improvements, including a water storage tank and booster station.
Shamrock Boulevard TIF Fund
A fund provided to account for the extension of Shamrock Boulevard from its present northern terminus
to Village Parkway, as a result of the expansion and upgrade to Wendy's International, Inc.'s existing
facility. Also included are various other transportation and utility improvements in the area as outlined
in the legislation establishing the TIF district.
River Ridge TIF Fund
A fund provided to account for intersection improvements including additional turn lanes and an upgrade
to the existing traffic signal and streetscape improvements at Riverside Drive and State Route 161.
Lifetime Fitness TIF Fund
A fund provided to account for various public infrastructure improvements, including intersection
improvements at Sawmill road and Hard Road.
COIC Improvement Fund
A fund provided to account for various public infrastructure improvements including the improvements
at the U.S. Route 33/State Route 161/Post Road interchange to accommodate future economic
development in the West Innovation District (formerly known as the Economic Advancement Zone,
Central Ohio Innovation Center, or COIC). (No budgetary schedule is presented for this fund due to no
activity.)
Irelan Place TIF Fund
A fund provided to account for the construction of a water line along Irelan Place.
Shier -Rings Road TIF Fund
A fund provided to account for the widening of Shier -Rings Road from Avery Road to Emerald Parkway,
including construction of a bikepath.
Shamrock Crossing TIF Fund
A fund provided to account for the extension of Banker Drive and Stoneridge Lane to Shamrock
Boulevard, and the extension of Shamrock Boulevard to Village Parkway. Also included are intersection
improvements at State Route 161 and Riverside Drive, and various other infrastructure improvements
including utility burial.
Bridge and High Street TIF Fund
A fund provided to account for the public improvements related to the development at the Northwest
corner of Bridge Street and High Street. These improvements include a public plaza and streetscape
improvements, as well as construction of a public parking lot at 35 and 37 Darby Street.
57
Dublin Methodist Hospital TIF Fund
A fund provided to account for the extension of the west -bound exit lane from US 33 to the Hospital site.
Also included are other infrastructure improvements including extending Hospital Drive, improving the
Avery Road/Shier-Rings Road intersection, and other related infrastructure in improvements.
Kroger Centre TIF Fund
A fund provided to account for the construction of Emerald Parkway from Riverside Drive to Sawmill
Road including improvements to Bright Road, Summit View Road, Riverside Drive, and intersection
improvements at Sawmill Road and Hard Road. Also included are area stormwater improvements, water
and sewer improvements and related appurtenances.
Frantz/Dublin Road TIF Fund
A fund provided to account for the construction of an east -west connector road extending from Frantz
Road to Dublin Road (State Route 745), including necessary infrastructure improvements.
Delta Energy TIF Fund
A fund provided to account for the construction of roadway improvements and related appurtenances
on Perimeter Drive from Emerald Parkway to Avery-Muirfield Drive, including a roundabout at the
intersection of Commerce Parkway and Perimeter Drive. This Fund was established in accordance with
the tax increment financing agreement entered into with Delta Energy Holdings, LLC.
Bridge Street Fund
A fund provided to account for the construction of public infrastructure improvements, to be made in
accordance with the Bridge Street Corridor Vision Plan adopted by City Council. This fund is characterized
as a major fund as defined by the Government Accounting Standards Board (GASB) Statement No. 34.
Vrable TIF Fund
A fund provided to account for the construction of public infrastructure improvements, to be made in
accordance with the Bridge Street Corridor Vision Plan adopted by City Council. Projects within this plan
are the John Shields Parkway, construction of a roadway between Dale Drive and Tuller Ridge Drive,
construction of a roundabout at the intersection of US33/SR161/Riverside Drive and other infrastructure
improvements.
Ohio University TIF Fund
A fund provided to account for the relocation of Eiterman Road, the addition of lanes along US33 and
SR161 between I270 and the Avery-Muirfield Drive interchange and reconstruction of the I270/US33
interchange.
West Innovation TIF Fund
A fund provided to account for the construction of public infrastructure improvements related to the West
Innovation Job Ready Site including improvements to State Route 161 from the corporate limits to the
west to the US 33/Post Road Interchange, construction of roundabouts or other roadway improvements
at State Route 161 and Houchard Road, State Route 161 and Cosgray and the internal roadway system
serving the businesses within the West Innovation Site.
ME
Tuller TIF Fund
A fund provided to account for the construction of public infrastructure improvements related to the
Tuller Flats Project including the construction of John Shields Parkway from Tuller Ridge Drive to Village
Parkway as well as Graham Street. Additionally, the City will contribute to the construction of McCune
Avenue, Watson Street, and Deardorf Street as part of this project.
Nestle TIF Fund
A fund provided to account for the construction of public infrastructure improvements related to the
Nestle USA Project.
Bridge Park TIF Fund
A fund provided to account for the construction of public infrastructure improvements and service
payments received within the Bridge Park Development.
Innovation TIF Fund
A fund provided to account for intersection improvements at Emerald Parkway and Shier Rings Road;
Shier Rings Road and Wilcox Road; Shier Rings Road and Avery Road; Emerald Parkway and Innovation
Drive; and Emerald Parkway and Woerner-Temple Road, as well as the widening of Shier Rings Road
from Avery Road to Emerald Parkway and the burial of overhead utility lines.
Riviera TIF Fund
A fund provided to account for the construction of public infrastructure improvements related to the
Riviera Development Project in accordance with the Thoroughfare Plan.
Penzone TIF Fund
A fund provided to account for the construction of public infrastructure improvements within the Bridge
Park District.
Bridge Park Block Z TIF Fund
A fund provided to account for the construction of public infrastructure improvements and service
payments received within Block Z of the Bridge Park Development.
H2 Hotel TIF Fund
A fund provided to account for the construction of various public infrastructure improvements within the
Bridge Street District, and service payments received within the Home2 (H2 Hotel) TIF area (which
repealed the existing Cooker TIF in that area).
Bridge Park Block A TIF Fund
A fund provided to account for the construction of public infrastructure such as public roadways, parking
garages, and a conference/events center within the Bridge Street District, and service payments received
within the Bridge Park Block A area.
59
Bridge Park Incentive District TIF Fund
A fund provided to account for the construction of public infrastructure improvements and service
payments received within the Incentive District established within the Bridge Park Development. (No
budgetary schedule is presented for this fund due there being no revenue or expenditure activity.)
The Corners TIF
A fund provided to account for the construction of public infrastructure improvements and service
payments received for the project located at the intersections of Blazar Parkway, Frantz Road and Rings
Road.
Permanent Funds
Permanent funds are used to account for and report resources that are restricted to the extent that only
earnings, and not principal, may be used for purposes that support the reporting government's programs.
The Cemetery Perpetual Care Fund is considered a permanent fund.
Cemetery Perpetual Care Fund
A fund established in order to set aside funds so that when all the City's cemetery burial lots are sold,
there are funds remaining to properly maintain all cemetery lots in perpetuity. Expenditures are restricted
by Sections 759.12 and 759.15, Ohio Revised Code, to interest earnings in the fund only.
Enterprise Funds
Enterprise funds are used to account for operations that are financed and operated in a manner similar
to private businesses, where the costs of providing goods or services to the general public on a continuing
basis are financed or recovered primarily through user charges. The City operates the following
enterprise funds:
Water Fund
A fund provided to account for the collection of a user surcharge, permit fees and the costs associated
with the maintenance and repair of the City's water lines.
Sewer Fund
A fund provided to account for capacity charges for connecting into the sewer system and the costs
associated with the maintenance and repair of the City's sewer lines.
Sewer Construction Fund
In recent years, the City issued debt to fund sewer lining and repair. This fund accounts for the funding
of construction projects with the objective of ensuring that only appropriated funds pertaining to each
project are utilized. This fund will be closed out when the projects are completed.
Internal Service Funds
Internal service funds are used to account for the financing of goods or services provided by one
department or agency to other departments or agencies of the City, or to other governmental units, on
a cost -reimbursement basis. The City maintains two internal service funds to account for the City's
employee benefits self-insurance plan and workers' compensation self-insurance plan activities. Citywide
program expenditures are incurred in the funds and the City's various departments reimburse the internal
service funds for those costs.
Zi
Employee Benefits Self -Insurance Fund
A fund provided to account for monies received from other funds as payment for providing medical,
dental and vision benefits. The Employee Benefits Self -Insurance Fund may make payments for service
provided to employees, for reimbursements to employees who have paid providers, to third party
administrators for claim payment or administration, for stop -loss coverage, or any other similar purposes.
Workers' Compensation Self -Insurance Fund
The Worker's Compensation Fund has been established to cover the costs associated with the City's
Worker's Compensation coverage under a self-insurance plan.
Fiduciary Funds
These funds are used for assets held by the City in a trustee capacity or as an agent for individuals,
private organizations, other governmental units, and/or other funds. These funds are not required to be
budgeted.
Agency funds include deposits and unclaimed monies held for individuals and private organizations,
hotel/motel taxes collected on behalf of the Dublin Convention and Visitors Bureau, building surcharges,
sewer capacity charges, the Central Ohio Interoperable Radio System (COIRS), and the Property
Assessed Clean Energy (PACE).
Dublin Community Recreation Center, 5600 Post Road
61
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
62
BUDGET PROCEDURES
Budaetary Control Svstem
In addition to internal accounting controls, the City maintains budgetary controls. The objective of these
budgetary controls is to ensure compliance with legal provisions outlined in the annual appropriation
ordinance approved by City Council. Activities of all funds, including transfers and advances, are included
in the annual appropriation ordinance. All funds except Agency Funds are legally required to be
budgeted. Upon adoption of the annual appropriation ordinance by City Council, it becomes the formal
budget for City operations. The appropriation ordinance controls expenditures at the object level and
may be amended or supplemented by City Council during the year as required. Appropriations within a
functional unit may be transferred within the same unit with approval of the City Manager.
Financial reports, which compare actual performance with the budget, are available internally to directors
to review the financial status and measure the effectiveness of the budgetary controls. City Council
receives copies of the City's Year -To -Date Budget Report on a monthly basis, and also receives a quarterly
financial report and update from the City's Director of Finance. The City maintains an encumbrance
accounting system as a technique for accomplishing budgetary control. At the end of the year,
outstanding encumbrances are carried forward to the following year and unencumbered amounts lapse.
Department/Division budgets are monitored on a daily basis to ensure that appropriations of fund
balances will not be overdrawn.
The City contracts for an annual external audit with either the Auditor of State's office or an independent
public accounting firm. This audit is conducted according to standards established by the Auditor of
State and includes a budgetary audit for compliance with requirements of the Ohio Revised Code, as well
a review of the City's internal accounting controls and policies.
Basis of Budgeting versus Basis of Accounting
Basis of budgeting refers to when revenues and expenditures or expenses are recognized in the accounts.
Budgets for all City's fund types are prepared on a cash basis wherein transactions are recorded when
cash is received or disbursed, or when a commitment has been recorded as an encumbrance against an
applicable appropriation. The fund balances shown are unencumbered cash balances.
The basis of budgeting used for each fund in the operating budget is not the same as the basis of
accounting used in the financial statements prepared at year-end for external reporting purposes. The
basis of budgeting differs from the generally accepted accounting principles (GAAP) used for the City's
year-end financial statements contained in the Comprehensive Annual Financial Report (CAFR). The
General Fund, all special revenue funds, and all capital projects funds, all known as governmental funds,
are accounted for using the modified accrual basis of accounting. Under this basis of accounting,
revenues are recognized when they become both measurable and available. The availability period for
the City is defined as 60 days after year-end.
Expenditures are recorded generally when the related fund liability is incurred. Proprietary funds, which
include enterprise; internal service and agency funds along with agency funds, are accounted for in the
CAFR using the accrual basis of accounting. Under this method, revenues are recorded when earned and
expenses are recorded at the time liabilities are incurred.
63
Differences in treatment exist between the cash -encumbrance basis of budgeting and the GAAP method
of accounting for principals and interest, capital outlays, and depreciation. Notable is the difference for
encumbrances; they are recorded as a reserve of fund balance on the modified accrual basis, but
recorded as an expenditure on the cash basis.
Appropriations
Activities of all funds, including transfers and advances, are included in the annual appropriation
ordinance. All funds except agency funds are legally required to be appropriated.
City Council is required by Charter to adopt an appropriation ordinance prior to the beginning of the
ensuing fiscal year. The appropriation ordinance controls expenditures at the fund and function or major
organizational unit level (the legal level of control) and may be amended or supplemented by City Council
during the year as required. Appropriations within an organizational unit may be transferred within the
same organizational unit with the approval of the City Manager.
Unencumbered appropriations lapse at year-end and may be re -appropriated in the following year's
budget. Encumbrances outstanding at year-end are carried forward in the following year. The prior year
appropriations corresponding to these encumbrances are also carried forward as part of the budgetary
authority for the next year and are included in the revised budget amounts shown in the budget to actual
comparisons.
Modification to the Budget — Supplemental Appropriations
Amendments to authorized appropriations may be made from time to time as changing circumstances
dictate. These are recommended to City Council by the City Manager, usually on a quarterly basis, along
with the rationale supporting the request(s). Such budget amendments must be approved by ordinance
of City Council.
Encumbrances
The City establishes encumbrances by which purchase orders, contracts and other commitments are
recorded to set aside a portion of the applicable appropriation. An encumbrance reserves the available
spending authority as a commitment for a future expenditure.
The Annual Budaet Process
The City recognizes the importance of long-term strategic planning as evidenced by its comprehensive
annual planning. Similarly, it recognizes that prudent financial planning considers the multi-year
implications of financial decisions. The City takes a conservative approach to budgeting both revenues
and expenditures based on past experience, the volatility of the revenue source, inflation and other
economic conditions, and the cost of providing services.
Public Input—The Tax Budget, Five -Year Capital Improvements Program, and Annual Operating Budget
are approved through City Ordinances which receive an initial reading, and a second reading and public
hearing prior to being approved by City Council. City Council also conducts multiple public work sessions
prior to the approval of the Capital Improvements Program and the Annual Operating Budget, allowing
many opportunities for staff and resident input.
Balanced Budget - The Annual Operating Budget reflects the City's practice of conservatively estimating
revenue while budgeting realistic expenditures. Consequently, operating revenues in a given year may
Z
exceed expenditures. However, each fund in which the expenditures are anticipated to exceed revenues
must have sufficient fund balances to offset the differences. For this reason, the City's administration
maintains a "balanced budget."
Annual Budget Calendar - City Council has adopted an annual budget calendar. The calendar has
established timeframes for preparing, reviewing, and adopting the City's Tax Budget, Five -Year Capital
Improvements Program (CIP) and the Annual Operating Budget. The calendar is a planning tool that
provides consistency from year-to-year and ensures the budget documents are adopted in a timely
manner.
Tax Budget - The City is required by state statute to adopt an annual appropriation cash basis
Tax Budget. All funds except agency funds are legally required to be budgeted utilizing encumbrance
accounting. The Tax Budget is the first legally required step in the annual budget process and represents
the City's first estimate of its anticipated financial condition, resources, and expenditure needs for the
next fiscal year. The primary purpose of the Tax Budget is to set property tax rates and allocate local
government fund dollars.
The Tax Budget is adopted by City Council, after a public hearing is held, by July 15 of each year. The
Tax Budget is submitted to the Franklin and Delaware County Auditors, as Secretaries to the County
Budget Commissions, by July 20 of each year, for the period January 1 to December 31 of the following
year. Union County no longer requires submission of a Tax Budget. The Franklin County Commission (the
Commission) determines if the budget substantiates a need to levy the full amount of authorized property
tax rates and reviews revenue estimates. The Commission certifies its actions to the City on or around
September 1. As part of this certification, the City receives the official Certificate of Estimated Resources,
which states the projected revenue of each fund. On or about January 1, the Certificate of Estimated
Resources is amended to include unencumbered fund cash balances at December 31. Prior to December
31, the City must revise its budget so that total contemplated expenditures from any fund during the
ensuing total fiscal year will not exceed the amount stated in the Certificate of Estimated Resources.
Five -Year Capital Improvements Program (CIP) —The City prepares a five-year capital plan
that is updated annually. The plan prioritizes all anticipated capital projects and determines the
availability of funding. The operational costs associated with the maintenance and operations of a
proposed capital item are estimated and included in the Annual Operating Budget.
Annual Operating Budget — The City prepares an Annual Operating Budget. This document
serves as the financial operating guide for the City and includes the funding for the capital budget. The
Annual Operating Budget is prepared on a cash basis.
Red Trabue Nature Preserve
65
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
m
c` fn CITY OF DUBLIN 12021 OPERATING BUDGET
rubli
OHIO, USA
BUDGET CALANDER
67
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
m
TIME FRAMES FOR THE 2021 BUDGET PROCESS
The City of Dublin Charter dictates that the laws of the State of Ohio relating generally to budgets,
appropriations, taxation, debts, bonds, assessments, deposit and investment of funds and other fiscal
matters of the City shall be applicable. Adoption of a Five -Year Capital Improvements Program and
an Annual Operating Budget are required by City Charter. The annual budget calendar is established
annually by City Council, and dates of work sessions and legislation can vary from year-to-year.
Function Description
Target Date
Responsible Party
Submit Certificate of the Total Amount
Available for Expenditure; from all sources,
On or about January 1
Finance
including balances from previous year (dates
(first week of new year)
as prescribed by Ohio Revised Code)
City Council goal setting for the following year
February
City Council / City Manager
and Senior Leadership
90 days after City Council's
GFOA Budget Award submission
adoption of Annual
Finance
Operating Budget
Five -Year Capital Improvements Program (CIP)
February
City Manager / Director of
kick-off memo to departments/divisions
Finance
Departments/Divisions submit CIP project
All City Departments /
proposal forms to Director of Finance. Finance
Mid -March
Division Directors
begins review and compilation of the CIP
City Administration's debt presentation to City
February
City Manager / Director of
Council
Finance
Meet with Department Managers to discuss
April
City Manager /Finance
CIP proposals
Complete Tax Budget and send to City Council
for approval (dates as prescribed by Ohio
On or before May 1
Finance
Revised Code)
City Council Work Session to summarize
May
City Council
priorities for the CIP
File Tax Budget with the Franklin, Delaware
and Union County Auditors
On or Before July 20
Finance
69
Function Descri tion
Tar et Date
Res onsible Parly
Annual Operating Budget kick-off memo to
Late -July
City Manager / Director of
departments/divisions
Finance
Departments/Divisions submit operating
budget requests with supporting
Early -August
documentation to the Director of Finance
Finance
Review for Annual Operating Budget:
• Payroll budget preparation
June / July / August
Finance / HR
• Health insurance rate analysis review
• Finalize revenue projections
Finance Department begins analysis and
August
Finance
compilation of draft Annual Operating Budget
Human Resources meets with
Departments/Divisions as needed to review
organizational charts, personnel proposals
January through August
HR / Department Directors
(new or reclassifications) and justifications for
staffing requests
Meet with Management Assistant to discuss
performance measurements for the Annual
August
Finance
Operating Budget
Inventory of staff requested CIP projects
Early -August
Finance
submitted to City Council
Revenue estimates and debt profile discussion
Early -August
City Manager / Director of
with City Council
Finance
Finance Committee of the Whole (workshop)
Mid -August
City Council / City Manager
review meeting(s) for CIP #1
/ Director of Finance
111 Reading of CIP by City Council
Second meeting in August
City Council
Finance Committee of the Whole (workshop)
Early -September
City Council / City Manager
review meeting(s) for CIP #2
/ Director of Finance
2nd Reading and Public Hearing/Approval of
Late -September
City Council
CIP by City Council
Receive Official Certificate of Estimated
70 Mid -September
Finance
Resources from Franklin County
Function Descri tion
Tar et Date
Res onsija Par
Departments/Divisions meet with City
Manager, Finance Director, Budget Manager
September / October
Department/Division
and appropriate staff to discuss operating
Directors
budget requests
City Manager's operating budget
September / October
City Manager/Director of
recommendations discussed with staff
Finance
Adoption of Resolution Accepting the Amounts
and Rates As Determined By The Necessary
Tax Levies and Certifying Them to The County
On or before October 1
City Council/Finance
Auditor (dates as prescribed by Ohio Revised
Code)
Presentation of revenue estimates to City
Late -September
City Manager/Director of
Council
Finance
Proposed Annual Operating Budget submitted
Early -October
City Manager/Director of
to City Council
Finance
Annual Operating Budget — lit reading
Early -October
City Council
City Council Work Session review meeting(s)
for Annual Operating Budget #1
Mid -October
City Council
City Council Work Session review meeting(s)
for Annual Operating Budget #2
Late -October
City Council
Annual Operating Budget — 2nd reading
Early -November
City Council
Submit Annual Appropriation Ordinance for
November / December
City Council
next fiscal year (requires two readings)
Submit approved Annual Appropriations
On or about January 1
Finance
Ordinance to County Auditor
71
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
72
73
SUMMARY FOR ALL FUNDS
qui
Estimatedatud
�a�
/2131102/
zM1
Egm,ati
Adi...and
Sad
Aduen.and
..bared
"a62m®
Fund
Wl....
na¢(asln
Ftrue.lSle
p �e r,...
ire.RarsO,t
GENERAL
$ 64,524, 05
$ 73.487,580
$ 190,003
$ 15,101,565
$ 57,874,330
$ 31, 61,95
$ 43,95,50
SPECIAL REVENUE FUNDS
a 2,435,671
a 2,540,000$
2,00000D
a R975,67I
s 3,839,260
a 693,750a
2442,661
State Highway Improvement
E 527,542
E0$
E 3
E 0
E 0
E 521,392
Recreation
$ 7$
5a
ma
2a
0a
5a
TIES, 137
Swimming
7$
0$
4,ma
i$
1,06 0a
5a
ARDS
�'
Pom��a
7$
0
$
i$
$ 0a
211,477
u
7$
0a
a 7$
3$
S atetat
$ 4
$ 4, 0$
0m
13�00D
$ 4
$ 6$
$ regi
Enforcement Trust
Ba
0$
Ba
0$Mandatory
Drug Fine
E 2,782
E 40
$ -
E 2,822
$ -
$ -
E 2,822
del 91-1System
g 618,125
g 140,000$
-
g 753,125
g 46,820$
80,000
g 631,305
Education and 5nfamms[
$ 66833
$ 1 000
$ -
$ 67833
$ 2450
$ -
$ AS 333
Mayor a Court Computer Fund
$ 58,587
$ 18,500
$ -
$ 77,087
$ 13,375
$ -
$ 63,712
Cemetery
g 5
g 0$
m m
g 5
g 0$
-
g 91,825
Leave Paarvaz
$ 76,609
$ 489,250
$ -
$ 565,859
$ 474,250
$ -
$
Rings innitcust
$ 450,000
$ -
$ -
$ DE0,000
$ -
$ -
$ 450,000
Coro uzPell4Fund
$ -
$ -
$ -
$ -
$ -
$ -
$ -
DEBVICE
$ 4,635,907
$ 50,000
g 12,450390
g 17,136,297
g 14,112,500$
-$
3023,797
o�6&[Sam®rv65
Economic Development Bond as
$ 3
$ -
$ 2,06980D
g 2,069,803
$ 2,06 9,800
$ -
g
peel Paas9n but sem®
g 5,020
$ -
$ -
g 5,020
$ -
$ -
g 5,020
1992 Special Assessment
8 -$
-$
-$
-$
-$
-$
2001 Special Assessment
$ 129$42
$ 105,000
$ -
$ 214,542
$ 64,310
$ -
$ I50,22
CAPITAL PROPECTS FUNDS
g 9,430,626
g 34,375,139$
9,43200D
g 53,237,765
g 41,261,500$
5,713,050
g 6,313,215
Capod Improvements Tax
Par,and Acquisition
g 1,607,255
g 819,650$
-
g 2,426,905
g 761,650$
-
g 1,665,255
apod cenznucton
g 1,713,857
g 5,900,000$
-
g 7,613,857
g 5,700,000$
-
g 1,913,857
Weaker Temple III
g 91,701
g 170,700$
-
g DESPOT
g 2,000
g 170,000
g torpor
wilrtv
8 18
0$
-8
18
08
108
867,671
g 0g
0$
-g
0g
0g
5g
852,635
rnF
ibo.,ck
g
g 0$
-
g
g 0
g o
g IFE, 189
III
ame:nF
4
$ 4
$ 0
$ -
4
$ 4
$ 0
$ 1,097,125
$
F
8 4,067,3461$
0$
-8
0$
-8
LOSS, 146
Rings Read nF
$ 1
$ 0
$ -
$ 1 1$
$ 0
$ -
$ 470,021
Pelmegee wat nF
$
0$
-$
0$
0$
PAS 6A
Memo Place F
8 4$
0$
-8
4$
08
08
READ
ogzic anpnF
g 6
6$
g 0$
-
g 6
6$
g 0
g 0
g 1,673,236
Historic B.mru nF
g 1$
v o$
-
g 1$
o$
v o
g ALTI
Emerald Pkwv Phase S nF
$ 22,107
$ -
$ -
$ 22,107
$ -
$ -
$ 22, 107
Emerald Pkwy Phase BnF
$ 1,017,682
$ -
$ -
$ 1,017,682
$ -
$ 481,500
$ 536, 182
Permeter Loop III
8 18,167$$36,000$
-8
08
08
23,567
Tartar,Tartar,WatnF Fund
g 33
g 5$
-
g B8
g 206,550
$
g 850,000
g
5banred Blvd Fun
$ 9
$ 0
$ -
$ 9
$ 0
$ 0
$ 112,734
remeStteFund
$ 1
$ 0
$ -
$ 1
$ 0
$ 135,300
$
States III
s III
$ 9
$ 134,700
$ -
$ 9
$ 0
$ -
$ 663,259
COIC Im provern but Fund
$ 115,4874
$ -
$ -
$
$ -
$ -
$ 115,437
$
0$
-$
4
0$
0$
13,614
ShamPlace
PNk WlalnF
$ 3
3$
$ 0
$ -
$ 3
3$
$ 0
$ -
$ It, 113
C
Goulne nF
Snags
$ o
$ 0
$ -
$ o
$ 0
$ 0
$
an
Dtldga andHighodis nF
$ 9
$ 0
$ -
$ 9
$ 0
$ 15 0,000
$
Dublin Methodist Hozpl[el ilF
$ 9
$ 0
$ -
$ 9
$ 0
$ -
$
Kroger
$ 305,300$
242,000
$ -
$
$ 0
$ -
$ 543,300
Frani Eyn Read ilF
$ 6
$ -
$ -
$ 6
$ -
$ -
$ 14,526
Belck Energy IIF
5
$ 5
$ -
$ -
5
$ 5
$ 600
$ 20,000
$ 19,475
BridgenF
$ 5
$ -
$ 1A69m
$ o
$ 5
$ -
$
III
vremanF
g 9
g 0$
-
g 9
g 0$
495,100
g Syl 199
West Inni F
$ 6
s/
$ o
$ -
$ 2,866,606
$ 1,752,000
$ -
$ 1, 114,606
Ohio .III nF
$ 4
$ -
$ -
$ 4
$ -
$ -
$ 13,844
iuIanF
g 487,935
g 1,200,000$
-$
1,637,935
g 165,000$
63 0,300
g 892,635
Nestle III
8 178,8798
27,000$
-8
Al8
2,0008
203,879
Por,aB and cnF
g 9
g 0$
-
g 9
g 0$
241 m
D$$
g
IngIIIe
g 126,255
g 65,000$
-
g 191,255$
101,000
$ -
g 90,255
Rmera III
8 196,3689$
0$
-8
P
8
0$
-8
9$
08
0$
08
0$
xgePrk
$ 259,474
$
$ 0
$ -
4$
$ 4
$ 0
$ 250,000
$ 284,474
Bridge Park Block z nF
$ -
g 150,000
$ -
$ 150,000
g 150,000
$ -
$ -
BddgeParkBlockFnF
$ -
g 0
$
g 0
g 0
$
$ -
Bridge Park District III
g
$ B o
g
g 0
g 0$
g
The Corners III
g 1,600,000
g
g ISOTOPIC
g iao,000
g i,atPsno
g -
g m,mo
PERSENENT IMPROVEMENT FUNDS
$ 1,524,696
$ 30,000
$ -
$ 1,54,696
$ -
$ -
$ 1,5.4,896
Cemetery Perpetual Care
73
SUMMARY FOR ALL FUNDS
74
411
Ed,a,,J
a,$
Ed,a,,J
12131021sM1
,,J
Aryan, ®sz.L
,,d
FLuan.,and
u.LereL
"n62m®
Fund
6zlzn®
T,,,,I,
Fwe.FSle
sdt,...
32R:B,SOO,
ENTERPRISE FUNDS
Water
$
11 4:
0$
4:
3$
$ 10 993 189
6$
0$
33ma
6$
3$
Fund
E
3 $
48e 0
$ -
$ 3 $
544 0
$ -
$
M�a�d�s 9m°
$
34,033 $
$
$ 34,033 $
$
$ N.m3
INTERNAL DS
3tteSIo°rsnaet
an®
a
, a
0
$
a , a
$
aSASI
WkeComonnmennSelf -Insurance
$
222,194$
101.000$
$ 323,194$
3140
$
$ 3.®3
FID°t FUNDSP
andAgny
a
2,939,450$
$ 3,103,859 a
2,917,350$
Conferrer, and Vlsl,n; s Burden
$
4 $
0
$ -
$ 4 $
0
$ -
$ 187, 194
sP 7$
0$
7$
0$
$ 714,707
P�
$
$
,.4,0.E
$
$ ,.470.E $
,.4,0.E
$
Total,
$
148423471 $
162880 184
$ 50 084 155
$ 361 Age 810 $
197223904
$ 50 084 155
$ 114 079 751
74
c` fn CITY OF DUBLIN 12021 OPERATING BUDGET
rubli
OHIO, USA
REVENUE PROJECTIONS
75
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
76
REVENUE PROJECTIONS FOR 2021
Projecting revenues is an important element in the preparation of an operating budget. The City's
annual budget calendar provides for the projection of revenues to be completed prior to receiving
budget requests from the City's work units. Revenue projections and their level of growth should
be used to evaluate the level of growth allowed for operating expenditures. As stated in our Capital
Improvements Program (CIP), both City Council and the administration recognize that controlling
expenditures will provide additional funding for capital improvements.
As part of the City's budget philosophy, as reflected in the Financial Management Policies section of
the budget document, revenue will be estimated using a conservative, objective and analytical
approach. This philosophy is predicated on the fact the City has limited control over revenues. It
is better to underestimate revenues which would result in an increase in our fund balances than to
overestimate and have a shortfall.
The City's goal is to make reasonable revenue projections, especially for key revenues such as
income taxes, property taxes, intergovernmental revenues, and charges for services.
Using the City's budget philosophy, actual revenues have historically exceeded budgeted revenues,
with the exception of fiscal year 2009, with the national economic downturn.
Due to the economic impact of COVID-19, the City is estimating ending the year at or below the
original budget estimate for the first time since the 2009 recession. However, the City's
administration is cautiously optimistic with regard to income tax receipts for 2021 barring any
significant downward movement or a negative announcement with any of our Dublin businesses.
Fiscal challenges are expected to be faced in 2021 in the areas of recreation services and community
events due to the unknown future COVID-19 health guidelines and impacts on the economy.
N $100
c
4 $95
$90
$85
$80
$75
$70
$65
$60
$55
$50
Total Operating Revenues
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Budgeted Revenue —Actual Revenue Budgeted Expenditures —Actual Expenditures
77
As seen in the following chart, income tax collections make up the largest piece of the pie totaling
a projected $67,633,918 allocated to the General Fund. The 2021 total projected operating revenue
totals $86.5m, with revenue from other sources projected to total $18,904,077.
Operating Revenue 2021 = $86,537,995
Represents a 6.8% decrease as compared to the 2020 Operating Budget
1090 40'0 loo 10.
4%
1% 1% — I
78%
44MOMW
Income Tax
. Property Taxes
Other Taxes
_Intergovernmental Revenue
_ Charges for Services
- Fines, Licenses 8 Permits
■ Interest Income
■ Other Miscellaneous Revenue
This section provides projections for the key revenue sources of the City for 2021. The information
provides actual information for 2016 through 2019, estimates for 2020, and projections
for 2021 and 2022.
General Fund
The General Fund is used to account for all activities of the City that are not accounted for in any
other fund. It is used to account for many basic services including the municipal court, parks
operations, city planning and code enforcement, building inspections, economic development, and
administrative support. Also, General Fund resources are used to subsidize other services such as
police protection, recreation services, outdoor swimming pools, streets and utilities services, and the
cemetery.
Income Taxes
All residents of the City of Dublin who are 18 years and older are required to file an income tax
return with the City, regardless of where, or if, they work. The local income tax rates is 2% and
applies to gross wages, salaries, and other personal service compensation, and net profits of Dublin
businesses.
Income taxes allocated to the General Fund reflect 75% of the total income taxes collected. The
remaining 25% is reflected in the Capital Improvements Tax Fund and can only be used for capital
improvements, as established by Ordinance.
m
Income Tax Distribution — Projected 2021
Income Tax
Projected for 2021
$90,178,557
75% to Generald Fund
$67,633,918 (included as
operating revenue)
25% to Capital
Imporovements Tax Fund
$22,544,639 (excluded from
operating revenue)
Income Taxes (General Fund Collections)
2016
$67,485,222
2017
65,630,150
2018
66,090,159
2019
70,011,955
2020
66,964,275
2021
67,633,918
2022
68,310,257
Income tax revenues are the City's largest revenue source. In 2021, income tax revenues are
estimated to comprise approximately 92% of General Fund operating revenues (not including
transfers/advances). Total income tax collections for 2021 in both the General Fund and the Capital
Improvements Tax Fund is projected to be $90,178,557 which represents 55% of all revenues
projected for 2021 when transfer/advances and Agency Fund collections are deducted.
Due to the importance of income tax revenue, collections are monitored on a daily basis. In making
current year estimates, the City relies on the Receipts Distribution Summary, a system report that
compares the current year collections by type to last year's collections by type, and an in-house
spreadsheet which indicates total collections by month, percentage of increase/decrease, and each
month's collection as a percentage of total collections for the past years.
Based on activity, adjustments may be made to the current year estimate periodically through the
year. 2021 income tax collections are projected to increase 1% annually for years 2021 through
2025. These estimates are consistent with projections utilized in the 2021 — 2025 Capital
Improvements Program (CIP).
Since withholding taxes make up the majority of income tax revenue, economic development efforts
to retain and expand existing businesses and attract new businesses are very important. The City
continues to aggressively pursue high-end commercial development which has resulted in several
major corporate expansions and relocations to the City. The City's dependency on this volatile
revenue source reinforces the need for conservative revenue projections.
79
Intergovernmental Revenues
Intergovernmental revenues comprise a small portion of the General Fund revenue. The most
significant are local government fund collections (shown below). Other intergovernmental revenues
include cigarette taxes, liquor and beer permits, and other miscellaneous revenues.
Local Government
2016
$322,331
2017
293,943
2018
232,870
2019
287,843
2020
256,262
2021
250,262
2022
250,200
The Local Government Fund is the State of Ohio's revenue sharing program, whereby local
governmental entities share a portion of the State of Ohio's tax revenue. A portion of the funds are
distributed directly to the City from the State of Ohio and a portion of the funds are distributed to
the counties who, in turn, distribute to local governmental entities.
Due to the reduction of revenue allocated to the Local Government Fund from the State of Ohio,
the City has budgeted local government revenue conservatively for 2020 and beyond.
Licenses and Permits
Various licenses and permits are issued by the City with the vast majority related to development
and building activity within the City.
2016
$3,736,117
2017
3,969,229
2018
2,927,650
2019
3,866,752
2020
3,014,400
2021
2,922,400
2022
2,922,400
The City has adopted a fee structure based on the cost of providing services. The intent is to identify
the benefactors of a service (that is not a general tax service) and charge them a user fee. The total
revenue collected for development and building activity fees is dependent upon the economy and
can fluctuate significantly from year to year. Building activity increased in 2016 and 2017 due to
larger -scale projects which resulted in an increase in revenue associated with inspections and plan
review. Although the City anticipates building activity to continue in the upcoming years, it will likely
be smaller -scale projects, resulting in less revenue. Additionally, the City recognizes that local and
national economic conditions could impede this growth.
Other General Fund Revenue
Annually, the City collects approximately $1.1m from other charges for services in the General Fund
such as court collections, sale of fuel and CNG to the Dublin City School District and Washington
ME
Township, and rental income.
Special Revenue Funds
Motor Vehicle License (MVL) Taxes and Gasoline Taxes
2016
$1,866,982
2017
1,874,512
2018
1,904,851
2019
1,925,786
2020
2,689,100
2021
2,689,100
2022
2,690,000
These revenues can only be used for the repair and maintenance of streets and state highways and
are based on the number of motor vehicle license registrations. The gasoline taxes received by the
City are based on the number of vehicles registered in our taxing districts and the amount of state
assessed gasoline taxes collected and will fluctuate from year-to-year. In July 2019, the Governor
of the State of Ohio signed the transportation budget which increased the State's gasoline tax by
$.105 per gallon on unleaded gasoline, and $.19 per gallon on diesel fuel. This increase has afforded
the City the opportunity to transfer funding from MVL and gas tax collections to the assist with
capital improvement roadway projects.
Recreation Fees
The Dublin Community Recreation Center (DCRC) was opened in 1996. When the rate structure was
established for Phase 1 of the DCRC, the intent was that operating costs would be covered by user
fees. The rates established for other recreational programming are based on a goal of 50%
aggregate cost recovery. For 2019, City Council amended the goal to include an assigned
percentage of costs associated with certain recreation program capital improvement projects.
2016
$3,798,600
2017
3,962,477
2018
4,026,922
2019
3,879,413
2020 (original)
3,900,400
2020 (revised)*
1,175,400
2021
2,004,775
2022
3,000,000
*Recreation services has been one of the City's hardest hit areas during the COVID-19 pandemic
due to extended facility closures, loss of rental fees, decreased class and camp participation, and
state restrictions on athletic facilities.
Hotel/Motel Taxes
The City of Dublin Hotel/Motel Tax Fund was established to improve the quality of life for the City's
residents, corporate citizens and visitors. The City generates funds from a six -percent tax on
overnight stays from 17 hotels/motels. As part of the 2016 Operating Budget, Dublin City Council
approved an increase to the percentage of bed tax revenues that the Visit Dublin Ohio (previously
91
the Dublin Convention & Visitors Bureau (DCVB)) receive, from 25% to 35%. As such, the 2016
amounts reflect 65% of the total hotel/motel taxes collected. The remainder is recorded in the
DCVB Fund and distributed monthly to the visitor's bureau.
2016
$2,047,945
2017
2,078,248
2018
2,217,172
2019
2,366,908
2020 (original)
2,400,000
2020 (revised)*
853,500
2021
960,000
2022
1,400,000
*The hotel industry has been heavily impacted by the COVID-19 pandemic. Travel and hotel stays
are not expected to fully recover until 2023.
Typically, the City, the visitor's bureau, and administrators from the local hotels/motels work to
identify "slow times" as far as hotel vacancies and to schedule events to help maximize occupancy
rates. This group also works with event organizers to coordinate schedules and promote events
that will result in overnight stays in the City.
Dispatching Services — Safety
The City of Dublin is home to the Northwest Regional Emergency Communications Center (NRECC),
which is the primary public safety dispatch center for the City of Dublin, City of Hilliard and City of
Upper Arlington Police as well as the Washington Township, Norwich Township and Upper Arlington
fire departments.
NRECC was formed in October 2013 when Dublin began providing dispatching services for Norwich
Township Fire and became the primary 9-1-1 answering point for all of Hilliard. Dispatching for
Hilliard Police started in January of 2014. Dispatching for Upper Arlington Fire started on October of
2017 and dispatching for Upper Arlington Police started in January of 2018. The City of Worthington
joined in mid -2020. The dispatching center is managed by the City of Dublin at an on-site facility
inside the Dublin Justice Center.
A billing formula is utilized that distributes the cost to operate the dispatching functions of the NRECC
across all participants. The formula calculates the total costs, then uses an annual analysis of calls
for service activity for each agency to determine the amount each will be billed. The call for service
counts are weighed based on an average amount of dispatcher involvement time for each type of
call to ensure equitable billing. Annual fees are calculated each year to ensure the costs to provide
services are recovered and each agency is billed its proportionate share.
2016
$1,399,814
2017
1,528,772
2018
2,380,149
2019
2,441,053
2020
3,471,912
2021
3,500,000
2022
3,700,000
m
Other Special Revenue Fund Revenue
Annually, the City collects other charges for services from the City's two outdoor municipal swimming
pool facilities, safety collections such as false alarm response fees and abandoned vehicle fees,
wireless 9-1-1 collections and interest income.
Capital Projects Funds
The primary funding source for the Five -Year Capital Improvements Program (CIP) is the City's
income tax revenue. Projecting income tax revenues for the five-year period is a significant element
in determining resources available for capital programming.
Income Taxes (Capital Improvements Tax Fund only)
2016
$22,495,076
2017
21,876,719
2018
22,030,055
2019
23,337,321
2020
22,321,425
2021
22,544,639
2022
22,770,009
The actual revenue and projections reflect 25% of the total income taxes collected. The remaining
75% is reflected in the General Fund (see section above).
Property Taxes (Real Estate Taxes)
2016
$3,194,679
2017
3,239,582
2018
3,541,493
2019
3,531,233
2020
3,475,150
2021
3,475,150
2022
3,475,150
The property tax revenue from the City's inside millage, or 1.75 mills, was allocated 100% to the
Parkland Acquisition Fund from 2001— 2006. This allocation addressed a City Council goal to identify
a revenue source for the purpose of acquiring parkland, open space, and recreational facility sites.
Beginning in 2007, the City began allocating .95 mills of the total 1.75 mills to the Parkland
Acquisition Fund and the remaining .80 mills to the Capital Improvements Tax Fund. Beginning in
2010, the City allocated 1.4 mills to the Capital Improvements Tax Fund and the remaining .35 mills
to the Parkland Acquisition Fund. Recognizing the benefits and flexibility of allocating more of the
City's inside millage to the Capital Improvements Tax Fund, that allocation has continued since 2010
and most recently, was approved by City Council for 2021— 2025 as part of the five-year CIP. This
allocation is reviewed and can be reallocated if City Council deems it necessary.
In addition to the revenue generated from the City's 1.75 mills from inside millage, the City also
receives revenue from 1.20 mills of outside millage which is credited to the Safety Fund for police
operations.
99
The amounts shown above reflect the combined property tax receipts of the Capital Improvements
Tax Fund and Parkland Acquisition Fund. Since the Safety Fund is not considered a Capital Project
Fund, the property tax revenue generated within that fund is not included in this comparison.
Other Capital Improvements Fund Revenue
Other revenue allocated to capital improvements funds is interest income, developer contributions,
sale of capital assets, and service payments in lieu of real property taxes from Tax Increment
Financing Funds.
Enterprise Funds
Water and Sanitary Sewer Surcharges
2016
$2,802,846
2017
2,676,266
2018
2,973,011
2019
2,920,782
2020
2,455,000
2021
2,455,000
2022
2,500,000
The user fees provide the funding for ongoing maintenance of the water and sewer systems. It has
become apparent that due to the extensive capital needs, particularly in the sewer system, the water
and sewer surcharges need to be monitored to ensure the rates established in the long term are
sufficient to fund the future operational and capital needs of both systems. Increasing maintenance
needs within the sewer system have necessitated an increase in the surcharge. After review and
analysis of both the Water and Sewer Funds, a 3% fee increase was approved by City Council for
2021.
Water and Sanitary Sewer Tap Fees (Capacity Charges)
2016
$2,008,393
2017
1,542,532
2018
1,281,411
2019
821,488
2020
975,000
2021
975,000
2022
980,000
While growth in development, particularly commercial development, is anticipated in the upcoming
years, it is recognized that such growth is dependent upon the economy and can fluctuate
significantly from year-to-year. Recognizing that economic conditions can impact this growth,
revenue for 2020 and beyond is estimated conservatively.
The Administration has made tentative projections for revenues and expenses in the Water and
Sewer Funds through 2026. These projections are revised annually. The City's Community Plan
update and the information available from the City's Geographic Information System (GIS) provides
information on the availability of developable land, the type of development, and the infrastructure
needs of the anticipated development.
m
Other Water and Sewer Fund Revenue
Other revenue collected in the Water and Sewer Funds is fees for fire hydrant permits, interest
income, and sale of capital assets.
GENERAL FUND YEAR-END BALANCE COMPARED TO ANNUAL EXPENDITURES
The City's reserve policy is 50% for General Fund expenditures. It is projected that at the end of
2021, the year will end with a fund balance of 55.8%. This percentage is $5 million in excess of the
City's 50% reserve policy. The significant component of the decrease in balance is due to planned
$6.0 million capital expenditures planned for 2021.
The Government Finance Officers Association (GFOA) recommends a minimum General Fund
Balance of no less than two months of regular General Fund operating revenues or expenditures
(approximately 17%). The City's Fund Balance far exceeds this recommendation.
General Fund Balance
Year
Year -End Balance
Expenditures
Percent
2012
$52,039,415
$56,242,629
92.5%
2013
$56,038,803
$56,454,574
99.3%
2014
$61,017,044
$56,542,533
107.9%
2015
$59,556,334
$60,861,299
97.9%
2016
$55,182,925
$66,277,334
85.5%
2017
$60,125,537
$69,831,134
86.1%
2018
$57,212,737
$76,806,088
74.4%
2019
$49,645,656
$84,959,378
58.4%
2020 Estimate
$64,524,305
$76,034,664
84.9%
2021 Estimate
$48,965,590
$87,699,330
55.8%
2021 Estimate (No CIP)
$55,365,590
$81,579,330
67.9%
Note: Operating expenditures for the purpose of calculating the level of General Fund Balance includes all expenditures
of the General Fund with the exception of advances made to other funds.
RR
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
0
Revenue comparisons -All Funds
87
2016
2017
2018
2019
2020
2021
Actual
Actual
Actual
Actual
Estimate
Budget
GENERAL FUND
$ 85,654,347
$104,629,432
$ 94,498,238
$ 78,792,297
$ 92,313,313 $
73,67,580
SPECIAL REVENUE FUNDS
Street Maintenance and Repair
3,238,402
2,541,027
3,274,228
4,394,954
RAQON
4,540,000
Sb@Hlghwaylmprovemen6
141,953
140,583
142,854
165,052
216,100
206,100
Reaeabon
7,298,600
6,612,477
7,626,922
7,629,413
6,175,400
8,004,775
SNlmming Pml
81
551,413
798,118
919,693
Sal
955,000
Permissive Tax
2914,705
121,302
126,373
125,332
120,000
120,000
Hotel/Motel Tax
4,343,523
4,553,423
4,714,558
4,907,315
1,000,000
4,811,500
Safety
12832,342
13,010,123
15,268,193
15,453,378
17,796,212
17,900,300
law EnfacementTwt
232
67,240
3,009
654,388
700
NO
Mandatory Dug Fine
33
40
54
63
40
40
VNreless 311 System
135,244
439,777
143,332
144,628
140,000
140,000
Enforcement and Eduabon
1,935
2,132
3,430
3,635
1,000
1,000
Mayor's Court Computer
25,145
24,354
21,037
18,016
18,500
18530
Cemetery
162,555
129,503
173,236
203,871
227,500
227,530
Accrued Leave Reserves
146,272
184,371
96,703
283,867
353,000
489,250
Rings Urmust
-
150,000
150,000
153,000
-
-
CsoniRelief Fund
-
-
-
-
3,000,00
-
DEBT SERVICE
FUNDS
General
Obllgatlm Bond tenement
9,129,367
12,344,739
14,192082
13,933,498
15,230,605
12,500,390
Economic Development Bond tenement
215,140
1,003,345
1,690,918
2070,906
2071,150
2,069,800
Special Assessment Bond Rebrement
897
804
1,239
3,231
-
-
1992Special Assessment Bond tenement
17
7
-
-
-
-
2101Special Assessment Bond tenement
124,721
119,767
111,406
107,249
110,000
105,000
CAPITAL PROLE= FUNDS
Capital l mpmhemene Tax
26,921,305
32,239,915
34,485,240
30,882,775
34,146,862
43,857,139
Parkland Acaul9tlon
763,262
770,723
845,545
845,428
819,653
819,650
Capital l mpmhement Constr¢tlm
20,856,867
59,007,076
42,710,029
14,393,371
20,210,000
5,900,000
Reaeaton Capbl improvement
-
-
-
-
-
-
Memer- Temple THE
439,984
539,785
475,235
470,741
170,700
170,700
Full TIF
256,842
531,251
515,821
521,477
697,000
555,000
Rzzub TIF
218,242
218,743
166,836
269,464
215,000
220,000
Tvmas/KMIU TIF
646,833
613,343
759,258
733,359
496,000
740,000
McKidick ]IF
1,237,BW
1,144,647
870,190
816,832
835,000
800000
Perimeter Center ]IF
536,323
44,687
529,496
547,441
535,000
505,000
Rings Road TIF
210,102
311,959
315,771
315,689
310,000
310,000
Her meter Vesst]IF
1,422803
1,725,746
1,718,929
1,231,082
1,400,000
1,400,000
Upper Metro Place TIF
18,842005
6,627,04
2,198,236
1,570,172
547,200
530,000
Rings/Eante TIF
418,681
418,934
440,846
397,758
337,800
400,000
HISMIC Diddin Pamig IIF
68,601
4,661
69,759
79,623
73,600
73,&00
Emerald Pkwy Phase B TIF
-
-
-
-
-
-
HermeterLoopTIF
36,527
55,305
36,443
55,434
36,000
36,000
Tartan UWstTIF Fund
930,076
1420,959
1,152,412
1,161,825
1,235,900
1,149,845
Shamrock Boulevard TlF Fund
48,523
47,247
53,652
4,638
50,000
50,000
River Ridge TIF
97,063
97,029
96,844
%,819
96,000
96,000
ufetlme Fitness TlF
1,213,723
141,934
134,762
134,727
134,700
134,700
GODS Improvement Fund
-
-
-
-
-
-
DrelanPace ]IF
4,202
4,204
12,596
6,652
12,000
3,000
Shier Rigs Road 7IF
13,040
19963
9,592
6,712
9$00
7,000
Shamrock Crossing THE Fund
193,420
334405
280,670
235,610
230,000
280,000
Bridge and HI gh T1 F Fund
113,764
113,862
106,675
112,586
113,000
113,000
Audi Methodist Head telIDFFund
151,843
75,970
238,437
162,062
150,000
250,000
Kroger centre TIF
297,641
247,832
252,356
251,963
242,000
242,000
Ftante/Cublln Road ]IF
210,000
-
-
-
-
-
celtaEnergyTlF
34,400
34,421
24,437
24,481
24,483
-
BridgeSteetTlF
5,000000
1,929,295
1,758,436
1,800,000
1,400,000
1,536,965
Vrable]IF
2,776,813
495,043
459,101
484,536
450,000
475,000
Utast lmovatm TIF
1,753,282
294,656
483,233
902,487
47,925
575,000
87
Revenue Comparisons -All Funds
2016
2017
2018
2019
2020
2021
Actual
Actual
Actual
Actual
Estimate
Budget
Ohio Unlcer9ty TIF
168,000
-
-
-
-
-
TWerTIF
14,220,000
2,321,842
-
931,222
950,000
1,200,000
Neste THE
39,237
40,732
25,972
23,197
2I,000
27,000
Bridge Park Blocks B O C THE
-
-
830,831
3,533,133
2,055,198
2,132,350
I movafion THE
4
84,077
32,159
94,759
86,000
65,000
WtieaIFF
9,000
17,200
2,300,000
100,000
-
200,000
PenzoneIFF
-
-
-
34,094
97,000
95,000
H2Hoe IIFF
-
-
-
404,048
280,000
233,000
Bridge Park THE Block Z
-
-
-
119,119
151,000
153,000
Bridge Park THE Block A
-
-
-
5T),308
600,000
600,000
Bridge Park Incentive LYstat
-
-
-
32,534
70,000
69,550
The Corners THE
-
-
-
-
-
253,000
FERMENANT FUNDS
Cemetery Perpetual Care
67,167
42,039
44,231
55,509
30,000
30,000
ENTERPRISE FUNDS
Water
1,933,691
1,706,762
1,602,592
2,384,923
1,222,530
1,177,500
Wates Tower ConsiruonFund
-
-
-
-
-
-
Sewer
3,092702
3,512677
4,393,371
2871,185
3,201,000
2350,000
Sewer Ccnstructlm Fund
1,449
1,330,000
1,353,543
1,525,319
6,015,000
1,365,000
Merchandising
3,241
562
-
-
-
-
INTERNAL SERVICE FUNDS
Employee Berefi6 Self Insurance
6,934,950
7,506,049
3,345,270
7,492,624
3,772,331
9,523,900
WakerS Ccmowrsafim
107,237
5,613
E033
202599
201,000
101,000
FIDUCIARY FUNDS
Cmvenfimand VlsiMsBureau
1,077,644
1,119,057
1,193,362
1,274,439
1,295,000
600,000
Other Agency
1,513,265
3,359,234
1,335,496
1,375,633
2339,230
2939,450
COIRS
233,261
1,021,316
330,625
323,112
326,100
333,600
Pmgyrty Assessed Clean Energy(PACE)
-
-
52,805
131,977
254,745
1,470,955
SUBTOTAL
242,797,397
279,337,349
255,639,349
211,414,922
239,033,971
2129fs,339
Lets'.
Transfers O Advances
(74,149,184)
(96,532270)
(84,155455)
(57,974,759)
(62531,702)
(50,084,155)
TOTAL REVENUE
$150,643713
$132,835571
$172,433,394
$153,440,163
$176502269
$162,333,134
Revenue comparison - General Fund
2016 2017 2018 2019 2020 2021
Actual Actual Actual Actual Estimate Budget
TAXES
Income Taxes
$67,485,222
$ 65,630,150
$66,09Q359
$70,011,955
$66,964,275
$ 67,633,918
INTERGOVERNMENTAL REVENUE
LSI Government
322,332
293,943
232,870
356,917
458,638
405,262
Estate Taxes
369
-
-
-
-
Cigarette Taxes
448
535
522
567
530
500
Liquor and Beer Permit
63,866
68,334
75,177
78,189
70,000
70,000
Grant -State tiFederal
548
-
47,897
41,269
-
-
Orner
11,870
7,336
8,756
7,844
10,000
10,000
CHARGES FOR SERVICES
General Fees and Charges
75,567
201,122
336,132
209,907
107,500
107,500
Sale ofFuel
687,533
980,740
850,949
795,178
950,000
775,000
Vehde Maintenance Sermces
59,515
86,099
30,447
29,290
25,000
25,000
FINESTICENSES AND PERMITS
Fines and Forteitures
359,450
324,052
334,210
261,705
310,000
250,000
Licences and Permit
3,736,117
3,969,229
3,979,485
3,866,752
3,014,400
2,922,400
OTHER REVENUES
Interest Income
609,639
812,125
941,042
1,371,825
1,100,000
900,000
Orner
568,445
477,267
601
375,901
3,603,000
388,000
NONOPERATING REVENUE
Tarsiers/Advances
11,673,427
31,778,500
21,023,902
1,385,000
15,700,000
190,000
TOTAL GENERAL FUND REVENUE
$85,654,347
$104,629,432
$94,498,283
$78792297
$92 313 313
$ 73,677580
D
Recap of 2021 Requests
Budget
Budget Igoal
Total
B Funtl
B DondType Total
GENERAL FUND
City Couni &Commission
$ 890,525
City Manager
1,782,255
Miscellaneous
870,970
Human Resources
2,180,780
Communications and Public nformaeon
1,95,035
Legal Services
1,950,000
mforination Technology
4,94,910
Performance AnapdCs
960,570
Court Services
417,290
Records Management
179,260
Finance
Office of the Director
1,772,540
Transfers/Advances
31,361,965
Miscellaneous
664,900
Taxation
3,798,640
Development
Office of the Director
-
Planning
2519,115
Economic Development
4,551,99
Building Standards
1,955,245
Public Works
Office of the Deputy Chy Manage
1,92,190
211tl Waste Management
4,325,465
Feet Management
3,996345
Engineering
2,947,040
Transportation and Mobility
1,965,040
Miscellaneous
373,500
Fallttl¢ Management
2,881,480
Parks and Recreation
Office of the Director
-
Pad:andGrounasopeaeons
5,785,530
HONmIWre
1,397,760
Forestry
1,102,035
Outreach and Engagement
59,915
89,236295
89,236,295
SPECIAL REVENUE FUNDS
Street Maintenance and Repair Fund
Public Service
areet Operations
3,511,135
Transportation and Mobility
329,125
Tanstas/Advances
69,750
4,553,010
State Hgbway Improvements Fund
Tanstas/Advances
181,250
Transportation and Mobility
31,000
212,250
Recreation Fund
Community Recreation Center Facilites
1,266680
Recreation
2,713,985
Community Recreation Center(OCRC)
3,827,120
Community EventsRecreation160,115
Tanstas/Advances
189,105
8,157,005
Smlmming Pool Fund
Dublin Municipal Pools
1,087,690
Tanstas/Advances
35,89
1,123,585
Permease Tax Fund
200,000
200,000
Hotel/Motel Tax Fund
Public Works
150,110
Everts Admmistra0on
3,788,742
Finance
1,026,441
Tansies/Advances
4,9fi$293
Sabsty Fund
FinanceMec-Contractual cervi®
18,000
Poli®
13,771,087
Communication
4523541
90
18,312,628
Recap of 2021 Recuee6
5,305,805
g 247,308,039
RECAP:
Total Amount Budgeted 247,308,059
Less'.
Transfers/Advance (50,089,]55)
Total Expenditures $ 199223,904
91
TOGI
Budget Total
Budget Iotal
Budget
ByFund
By Fund Type
Total
SPECIAL REVENUE FUNDS (Continued)
Education and Enforcement Fund
Poll®
7,000
7,000
Wireless91 1 System
Poll®
126,8211
126,820
Law Enforcement Trust Fund
Police
2450
2,450
Mayors Court Computer Fund
Court Se lces
13375
13,375
Cemetery Fund
Cemetery
211,150
211,150
Accrued Leave Ramrve Fund
Finance
474250
474,250
38,338,816
DEAL SERVICE FUNDS
Genal Obligation Debt Se l®Fund
14,112,500
Economic Development Bond Retirement
2069,800
Special Assessment Bond Retirement Fund
84,310
16,266,610
CAPITAL PROTECTS FUNDS
Capital Improvement Tax Fund
41,261,500
Transfers/Advances
5,713,050
Falkland Acquisition Fund
761,650
Capital CsrstruRlon Fund
5,700,000
TIF Funds
24,119,705
77,555,905
ENTERPRISE FUNDS
Water Fund
Finance
293,200
Eng hearing
1,348,355
1,641,555
Sever Fund
Finance
1455,605
Engineering
23226540
3,782,145
Sever Construction Fund
5,440,000
10,863,700
INTERNAL SERVICE FUNDS
Employee Benefits Self Insurance Fund
9,426,570
Workers Come Self Insurance Fund
314,358
9,740,928
TRUST AND AGENCY FUNDS
Agency Fund
2,917,350
Visit Dublin Dblo (convention A Visions Burger Fund)
600,000
GOLD
317,500
PACE
1,470,955
5,305,805
g 247,308,039
RECAP:
Total Amount Budgeted 247,308,059
Less'.
Transfers/Advance (50,089,]55)
Total Expenditures $ 199223,904
91
Expenditure and Budget Summary - General Fund
GENERALFUND
City Council $
Boards & Commissions
City Manager
Miscellaneous
Human Resources
Communications and Public Information
Legal Services
Information Technology
Performance Analytics
Court Services
Records Management
Finance
Office of the Director
Transfers
/Advances
Miscellaneous
Taxation
Development
Office of the Director
Planning
Economic Development
Building Standards
Public Works
Office of the Deputy City Manager
Solid Waste Management
Fleet Management
Engineering
Transportation and Mobility
Miscellaneous
Facilities Management
Parks and Recreation
Office of the Director
Park and (rounds Operations
Horticulture
Forestry
Outreach and Engagement
2020
2018 2019 Original 2021
Actual Actual Budget Budget
656,082 $
675,333 $
731,000 $
848,875
11,623
27,003
41,475
41,660
1,199,147
1,153,002
1,186,345
1,782,255
6,779,700
2097,049
2191,975
8]0,9]0
1,815,252
1,861,327
20x1,970
2180,700
1,650,305
1,684,000
1,800,190
1,935,035
1,814,093
1,455,102
1,960,000
1,950,000
4,702,984
4,718,844
5,494,880
4,734,910
-
-
4,586,750
970,520
354,682
368,540
400,005
417,200
152,332
160,946
169,005
179,260
1,572,611
1,5]8,56]
1,701,100
1,]]2,540
43,]98,050
36,015,000
19,810,000
31,351,965
498,201
932,849
981,040
664,900
3,691,]4]
3,334,493
3,863,630
3,]98,640
008,225
305,956
3x1,895
-
2,031,509
1,]86,6]2
2,400,540
2,519,115
2,575,362
2,852,861
3,46],8]0
4,551,995
1,701,535
1,823,936
1,925,150
1,955,245
603,103
656,630
8x1,x10
1,932,160
31180,563
3,3073,457
3,542,0730
4,322,465
2,883,022
2,772,292
3,445,425
3,446,345
3,199,900
2,995,852
3,900,970
2,947,040
-
-
-
1,975,040
x19,4dd
252,141
360,000
373,500
2,498,991
2,488,671
2,919,340
2,881,400
430,233
1,616,353
1,861,145
-
5,254,813
4,232,737
4,586,750
5,785,533
1,120,693
1,115,705
1,255,010
1,29],]60
86],]22
816,001
1,04$145
1,102,035
323,845
345,528
3]9,0]0
553,915
$ 95,945,857
$ 83,41],80]
$ ]4,]14,555 $
89,236,295
92
Revenue and Expenditure Summery
(Excludes Tex Incremart Financing (TIF) Funds and Construction Funds)
93
Street
Fund
General Maintenance State Highway Cemetery Recreefim
Estimated revenues:
Income taxes
$
67,613,918 $
- $ - $ - $
Property taxes
Hotel/Motel taxes
-
- - -
-
Intergovemmentalrevente
485,762
2,483,000 216,100 -
-
ChargesfaseMces
917,500
35,500 - 27,000
1,997,150
Fines, licences and Permits
3,172,400
- - -
Interest income
910,000
20,000 - 500
5,000
Miscellaneous
338,000
1,500
2,625
Total estimated revenues
$
]3,48],580 $
2,540,000 $ 206,100 $ 27,500 $
2,004,]]5
Estimated expenditures:
Personal sei
28,107,540
2,318,005 - 151,550
5,358,115
Otler expenses
29,464,305
1,503,455 31,000 44,600
2,561,135
Caplan outlay,
312,485
17,800 15,000
48,650
Total estimated expenditures
$
5],8]4,330 $
3,839,260 $ 31,000 $ 211,150 $
7,967,900
Excess of revenues
over expenditures
$
15,613,250 $
(1,299,260) $ 175,100 $ (183,650) $
(5,963,125)
Other financing sources (uses):
Transfers in
Ni
2,000,000 - 200,000
6,000,000
Transfers cut
(29,825,000)
(693,751) (81,250) -
(189,105)
Advancesln
- -
Advances out
(1,536,965)
(100000)
Total other financing sources (uses)
$
(31,171,965) $
1,306,250 $ (181,250) $ 200,000 $
5,810,895
Net Mange in fund balance
$
(15,558,715) $
6,990 $ (6,150) $ 16,350 $
(152,230)
Esfimated fund balance,]anuary 1
$
64,524,305 $
2,435f571 $ 527,542 $ 75,475 $
1,178,367
Esfimated fund balance, December 31
$
48,965,590 $
2,442,561 $ 521,392 $ 91,825 $
1,026,137
Percentage Orange in Fund Balance
-24.11%
0% -1% 22%
-13%
(Note1)
(Note2)
(Note3)
Notes -Chances in Fund
Balances:
1-
Protected decrease In fund
balance is due to oxneervai revenue saturates resultlng
Tom
impact of me C3y10-19
cana lc, along wpm increased opeanre transfers for me
necreanon
Fund and me Hotel/Motel
Tax Fund wMdl have been adversely impacted by the pancemlc
Fund
balance decrease also
due to a $6o million transfer to Capital I mprovement Fund.
2-
Protected increase In fund
balance is due to making increased opeatng transfers to
the Fund In
2020.
3-
Protected decrease in fund
balance is due to impacts of me COVID 19 pandemic and
restiictons
on usage of to fad ity
and programs pat most likely will mntlnue Into 2021.
93
Revenue and Expenditure Summery
(Excludes Tex Increment Financing (TIF) Funds and Construction Funds)
SPI
Swimming
Permissive Enforcement&
Fund
Safety Pool
Tex Hotel/Motel Tex Education
Esti mated revenues:
Income taxes
$
- $ -
$ - $ - $ -
Prcpeitaxet
458,300 -
- - -
Hote/Mo@Itaxes
- -
- sesO,NO -
Intergovernmental revenue
60,000 -
100,000 - -
Curves for seMces
3,797,000 480,000
- 1,730,530 -
Pinev,IlrensesandpermlG
- -
- 216,000 -
Interestlmome
5,000 -
20,000 25,000 1,000
Mlszllarewc
330,000
Total estimated revenues
$
4,320,300 $ 480,000
$ 120,000 $ 3,311,500 $ 1,000
Estimated expenditures:
Personal seMces
17,728,608 646,015
- 930,230 2,453
Offer expenses
560,395 344,765
- 3,943,053 -
(3llfyl outlay
23,625 96,910
92,000
Total estimated expenditures
$
18,312,628 $ 1,087,690
$ - $ 4,965,293 $ 2A50
Excess of revenues
over expenditures
$
(13,992,328) $ (607,690)
$ 120,000 $ FaU53,793) $ FA50)
Other financing sources (uses):
Transfers in
13,580,000 475,000
- 1,500,000
Transfers cut
- (35,895)
- - -
Ad2ncesln
- -
- -
Ad2ncesout
(eIIO,ON)
Total other financing sources (uses)
$
13,580,000 $ 439,105
$ (200,000) $ 1,500,000 $ -
Net change in fund balance
$
(412,328) $ (168,585)
$ (80,000) $ (153,793) $ FA50)
Estimated fund balance,]anuary 1
$
2,383,264 $ 255,007
$ 291A77 $ 2,753,927 $ 66,833
Esti mated fund balance, December 31
$
1,970,936 $ 86,422
$ 211A77 $ 2.600,134 $ 65,383
Percentage Orange i in Fund Balance
-17% 66%
-27% 6% -2%
(Note4) (Note5)
Ful 6) (Note7)
Notes - Changes in Fundealances:
4-
Projected decrease in fund balancers due
to increases In personal service costs(contact
regotaeonp).
5-
Ind dta North Pod is bang renovated in
2020, and well re Wen or due 2021 season. Although
Pool fixes MII Increase shabby due to due improvement
made at due North Pool, it dlffimlt
to predict bow the impact of due CONP19
prepare will affect cool aticndance
Subsequence, a conservative approach was
taken In ®tlmatlng revenue or due season and due
¢eating framer amount from due General
Fund was lnoeased. Expenses to operate due raw
facility are expected to increase.
5-
Projected decrease in fund balancers due
to surfaced decease In permissive tax colectore
me to the Como -19 pandemic (this is a
mom addled tlue tax).
7
The hotel industry has been Beady impacted
by due GONP19 prepare Recovery through 2021
Is expected to be slow.
SPI
Revenue and Expenditure Summary
(Excludes Tax Incremart Financing (TIF) Funds and Construction Funds)
Notes -Changes in Fund Balances:
8- TIe accrued leave calculation was reevaluated fa 2021, and tls percentage allocated was
increased.
95
Law
Enforcement
MandstcryDrug
Maycr'sCourt
Fund
Trust
Fine
Computer
Accrued
Leave
Rings
Unitrust
Estimated revenues:
Income laxer
$
-
$
-
$
-
$
-
$
-
PrcpeKylaxet
Hotel/v osll taxes
-
-
-
-
-
Intergovernmental revenue
-
-
-
-
-
CfergsPon seMces
-
-
-
484,250
-
Fines, licenses and Permits
-
-
18,000
-
Interest income
NO
40
500
5,000
-
Miscellaneous
Total estimated revenues
$
700
$
40
$
18,500
$
489,250
$
-
Esfimatedexpenditures:
Personal seMces
-
-
875
474,250
-
Otler eglerucs
-
-
4,500
-
-
(3llfyl outlay
7,000
8,000
Total estimated expenditures
$
7,000
$
-
$
13,375
$
474,250
$
-
Excess of revenues
over expenditures
$
(6,300)
$
40
$
5,125
$
15,000
$
-
Other financing sources (uses):
Transfersin
-
-
-
-
Transfers cut
-
-
-
-
-
Ad2ncesln
-
-
-
-
-
Ad2ncesout
Total other financing sources (uses)
$
-
$
-
$
-
$
-
$
-
Net change in fund balance
$
(6,300)
$
40
$
5,125
$
15,000
$
-
Estimated fund balance,]anuary 1
$
10i
$
2,782
$
58,587
$
76,609
$
450,000
Esti mated fund balance, December 31
$
94,508
$
2,822
$
63,712
$
91,609
$
450,000
Percentage Orange i in Fund Balance
6%
1%
9%
20%
0%
Ful 8)
Notes -Changes in Fund Balances:
8- TIe accrued leave calculation was reevaluated fa 2021, and tls percentage allocated was
increased.
95
Revenue and Expenditure Summery
(Excludes Tex Increment Financing (TIF) Funds and Construction Funds)
OD
Capital
Parkland
Cemetery
Fund
Wireless 911
Debt Service
Improvements
Acquisition
Perontual Care
Estimated revenues:
Income taxes
$
-
$ -
$
22,544,619
$ -
$ -
PrcpeKybxet
-
-
2,781,530
693,650
-
Hotel/Mosll taxes
-
-
-
-
-
Intergovernmental revenue
130,000
-
3,449,000
126,000
-
CurvesfcrseMces
-
-
-
-
-
Fiev,IlrensesardpermlG
-
-
-
-
Interest income
lQ00o
50,000
400,000
-
33,000
Miscellaneous
105,000
5,200,000
Total estimated revenues
$
140,000
$ 155,000
$
34,375,139
$ 819,650
$ 30,000
Estimated expenditures:
Personal seMces
-
-
-
-
-
Otler egleruct
46,820
16,266,610
46,530
11,650
-
(3llfyl outlay
41,215,000
750,000
Total estimated expenditures
$
46,820
$ 16,266,610
$
41,261,500
$ 761,650
$ -
Excess of revenues
over expenditures
$
93,180
$ (16,111,610)
$
(6,886,361)
$ 58,000
$ 30,000
Other financing sources (uses):
Transfers in
-
14,5011,190
6,750,000
-
Transfers cut
(80,000)
-
(5,713,050)
-
-
Ad2ncesln
-
-
2,732,000
-
-
Ad2ncesout
Total other financing sources (uses)
$
(80,000)
$ 14,520,190
$
3,700,950
$ -
$ -
Net change in fund balance
$
13,180
$ (1,591,420)
$
(3,117,411)
$ 58,000
$ 30,000
Estimated fund balance,]anuary 1
$
618,125
$ 4,770,472
$
9,430,626
$ 1,607,255
$ 1,524,896
Esti mated fund balance, December 31
$
631,305
$ 3,179,052
$
6,313,215
$ 1,665,255
$ 1,554,896
Percentage Orange i in Fund Balance
2%
-33%
-33%
4%
2%
(Note 9)
Ful 10)
Notes -Changes in
Fund Balances:
9-
The protected decrease
In fund balance Is due
to decreasing the
transfer in amount and
using
bond premium to
reare debt
10 -The
protected decrease
in fund balance is due
to increased caplml
Improvement protect
panned in due 2021-M25
caplml Improvement
Program or 2021 The increase in budgeted
projects Tom 2020 to 2021 was approximately
w% and induces sewer Infiastu tone
Improvement.
OD
Revenue and Expenditure Summery
(Excludes Tex Incremart Financing (TIF) Funds and Construction Funds)
97
Workers
Fund
Water
Sewer
Employee
Benefits Compensation
Esfimated revenues:
Income taxes
$
- $
-
$
- $ -
Prcpeitaxet
Hotel/Mosll taxes
-
-
- -
Intergovernmental revenue
-
-
- -
CfervesfoseMces
1,No,ow
2,430,000
9,470,900 101
Fees, licenses and permits
2,500
-
- -
Interestlmome
175,000
81
53,000 1,000
Miscellaneous
Total estimated revenues
$
1,1]],500 $
2,510,000
$
9,520,900 $ 101,000
Esfimated expenditures:
Personal seMces
346,7W
%9,110
106,810 -
Otler egleruct
818,295
2,236,405
9,319,760 314,358
( Iptsll outlay
476,500
576,570
Total estimated expenditures
$
1,641,555 $
3,78$145
$
9,426,570 $ 314,358
Excess of revenues
over expenditures
$
(464,055) $
(1,2]2,145)
$
94,330 $ (213,358)
Other financing sources (uses):
Transfers in
-
350,000
- -
Transfers out
Ad2ncesin
-
-
- -
Ad2ncesout
Total other financing sources (uses)
$
- $
350,000
$
- $ -
Net change in fund balance
$
(464,055) $
(922,145)
$
94,330 $ (213,358)
Estimated fund balance,]anuary 1
$
11,457,244 $
5,081,526
$
2,863,531 $ 222,194
Est mated fund balance, December 31
$
10,993,189 $
4,159,381
$
2,957,861 $ 8,836
Percentage Orange i in Fund Balance
4%
-18%
3% -96%
(Noe 10)
(Noe 11)
Notes -Finances in Fund
Balances:
10 -The
projected tlar®se In
fund balance Is due
to increased
caplml Improvement projects
panned In due 2021-M25
Caplml Improvements
Program
for2021. The increase In budgeted
projects Tom 2020 to 2021
was approximately
w% and intrude
sewer Infiastu t me
Improvements.
11
Heavy use of Worker Compensator
benefits
in 2019 through
20M, and projected
contnuaton of use through 2021, uss resulted
In a reduced fund balance.
97
Revenue and Expenditure Summery
(Excludes Tex Incremart Financing (TIF) Funds and Construction Funds)
Fund
Fiduciary
Total
Est mated revenues:
Income taxes
$
-
$
90,178,557
Prcpeitaxes
-
3,933,453
Ho@l/MoDl taxes
600,000
1,`60,ow
Intergovernmental revenue
-
7,039,862
Ctergs for seMces
325,000
22,784,800
Fines, licenses and permit
-
3,408,900
Interest Income
8,600
1,787,340
Miscellaneous
4,410,405
10,487,533
Total estimated revenues
$
5,344,005
$
141,1801
Esti mated expenditures:
Personal seMces
-
57,140,378
Otler expenses
5,305,805
72,823,421
Caplan outlay
43,629,540
Total estimated expenditures
$
5,305,805
$
173,593,339
Excess of revenues
over expenditures
$
38,200
$
(32,412,900)
Other financing sources (uses):
Transfers in
-
45, 55,191 *
Transfers out
-
(36,618,053) *
Advances in
-
2,732,000
Advances out
(1,836,965)
Total other financing sources (uses)
$
-
$
9,842,175
Net change in fund balance
$
38,200
Estimated fund balance,]anuary 1
$
1,050,209
Esti mated fund balance, December 31
$
1,088,409
Percentage Orange i in Fund Balance
4%
Notes:
* crease note. Given tat nF Funds are enduced ft om the Revenue
and Expenditure Summary, the rural of the Transfers In will not equal fie Few
of the Transfers Out, nor wll lfie Advances In and the Advances Out A equal.
As defined W GASB Statement No 34, fie General Fnud, the Safety Fund, fie General
Odlgfion DebtFnud, the caper I ImproaementeTax Fund, ore sewer and the water fords
meet the Intend of being a major ford. Tuatmtena states tat me General Fund Is
ways a major ford, and other major funds are those whose revenues, expenditures,
re at east 10 percent of corresponding rutals for all governmental a enterplse
Funds, and at east 5 Percent of the aggregate amount for all governmental and
enterprise fund; Offluds Hd:nary Fords).
Revenue and Expenditure Sumpary, by Fund Type
(Excludes 11F Funds and Const-ucton Funds)
Fund Type
Notes Ed The Revenue and Expenditures Statement by Fund Type:
L aver tlerRFAm6 aseereuckWDfiom MCRevaue are
ofdr coat
so, ss Era
Facades
Infcca' as Advances
of Tia'rsle's GLf'm wYl Me AWarta A'ajua' he Aeva'rzes GLC
2 G a6ngcevapa7na gva y® may �Wpe uff
r�,�nxrem wmmeeaer10e7 ae aem�aronro n
.exapemarnaxe a7meart,ve�are ro oasermem5m�re.
93
2019 Actual
M20Esbmafe
2021 Budget
M19aW51
20IDEifimafe
2M1 budget
Estimated revenues:
Income Taxes
$
78,01196
$ 66964,275 $
67633,918
$
-
$
-
$
Property Tams
-
-
-
477,344
458,300
458,00
Hof2/Moral Tata
2,356,908
2,999,999
oao,mo
InergavernmaiTal revenue
999,785
5A,M
96,762
2,513,779
2,W3,100
2,919,100
Charges fe services
1,09,375
106,00
90,00
9,277$99
10,123,912
8,Y1,900
Endo llm¢es and permit
4,28,457
3329,400
3172,400
231,003
229,000
239,000
InRratlncme
1,371,825
1¢m,mo
9m,mo
242,191
175,240
92,740
Miscellaneous
375,W1
3,60,000
3®,000
X7337
3371900
334125
Total e59mafed revenues
$
77,407,298
$ 761f13313 $
23.4871500
$
15,665,600
$
16,755,94
$
13 fu9,665
Estimated expenditures:
Personal servlms
2diM2,153
29,95400
2g,10$90
23,804019
27,917,990
27,610,09
Oner expa¢es
23,69,175
2,90,825
29969,05
9,159,729
9,257,805
9,09,733
CapiTalwFay
1599,W1
1613750
30,995
121170
494650
087785
Total eas9mafed expenditures
$
50344379
$ 5"88515 $
57.W4330
$
33,195.511
$
37,679,895
$
36958,816
Excess of re
over expendWreas
$
27961.919
$ 18$24798 $
15,619250
$
(175"D,906)
$
(20.923943)
$
(23,299.151)
Other Financing scurees(uses):
Trarsfersln
50,00
1W,0o
18,75000
21,430,000
2,73500
Trarsfersm[
(10,71$00)
(2680,250)
(2$85,00)
(282900)
(1,146,460)
(10o,00)
Advances in
1385,00
1$70,000,0
Advances ran
(17,00,00)
(190,00)
(155,9"551
W000)
(12151000)
(00,00)
Total other financing scurces(nses)
$
(341530,000)
$ (12091291) $
(31,171965)
$
18,46¢.100
$
18.050540
$
22375,000
N et change In fund balance
$
(7567.081)
$ 6,174.540 $
(15.558715)
$
932,194
$
(2865,40)
$
(924,151)
Notes Ed The Revenue and Expenditures Statement by Fund Type:
L aver tlerRFAm6 aseereuckWDfiom MCRevaue are
ofdr coat
so, ss Era
Facades
Infcca' as Advances
of Tia'rsle's GLf'm wYl Me AWarta A'ajua' he Aeva'rzes GLC
2 G a6ngcevapa7na gva y® may �Wpe uff
r�,�nxrem wmmeeaer10e7 ae aem�aronro n
.exapemarnaxe a7meart,ve�are ro oasermem5m�re.
93
Revenue and Expenditure Sumpary, by Fund Type
(Excludes TIF Funds and Constucton Funds)
Fund Type Debt Service Funds Cantel Protect Funds
M19aWal ZIIDFsfimate 2021 Budget 2019aWal 20ID69mate 2021 budget
Estimated revenues:
Income Taxes
$
- $
-
$
-
$
23,337,321
$ 22,321,425 $
22,544,539
Property Tams
-
-
-
3,531,=
3,47$150
3,47$150
HotsAidel Taxa
-
Intergovernmental revenue
-
-
601053
425,000
3,95000
Changs fa serves
-
-
-
-
Ends ceases and permits
InRrestmome
142,314
v,00o
v,00o
992573
225,000
4p,000
Miscellaneous
110,480
110 DO
105 DO
187 Old
2,700,000
5200000
Total eas9mated revenues
$
25{]93 $
160,000
$
155POO
$
R,349,203
$ 29,146575 $
35,194789
Estimated expenditures:
Personal sen
onher� avlse
D,tT191
17,=5,910
16265,510
50,225
9,150
58,150
Capital mtlay
17615,864
40,910,000
41255,000
Total eas9mated expendNeas
$
17,354,191 $
17JP6,910
$
16266610
$
17,606,098
$ 40,967,191 $
42023,191
Excess of re
wen expenditures
$
(17,101,397) $
(16916,910)
$
(16,111610)
$
10,683,113
$ (11,BID$75) $
(6,828,361)
Other prancing scurees(uses):
Traalersm
25,259,091
17,780,755
14,520,190
1657,000
F600,250
6,730,000
Trarstersmt
(6,401
0.719,615)
0,713,050)
Advances in
-
-
1,72$Om
2318,97
2,732,000
Advances put
(610,000)
MO 000)
Total other financing scurces(ises)
$
15,859,091 $
17.780]65
$
14520,190
$
(3.633.809)
$ 1,841 $
3]68,950
N et channel In fund balance
$
(1242307) $
863,855
$
(1591,920)
$
7,049,304
$ (9976,023) $
(3,059,411)
Notes b the Revenue and Expenditures Statements by Fund Type:
L aver tlet RFFwrts aseeNuck�fiom MCRevaue a'rb
oaermesoat so,1ro mrdnrncesInftn'wCmtaance me Tara
of Tia'rsfs coat so, wC Me AMa'rzes'A'ajua' Me Advances Olt'
2. ¢aa6hg sevaualn asry 5y4e'r'rlma mayerctsde(par6M1va.
However, �hlWbr wmm ece+erma a'e artlr$at�ro
revaua musthavesWfioart Meba'arra ro o/het Me Glfarra.
100
Fund type
Estimated revenues:
Income taxes
Property taxes
Hof2/MORl taxa
Intergovernmental revenue
Chances rv:emces
Endo umrses and permit
lnmrernncome
Miscellaneous
Estimated expenditures:
Personal so
Ober expenses
Capital mean
Total estimated expenditures
Excessorra
mer expenditures
Omer firercing scurces(uses):
5raaters In
Traarers pet
Advances In
Advancer out
Total utter financing scurces(mes)
N et change In fund balance
Revenue and Fopenditure Summary by Fund Type
(Ford udes TIF Funds and eons ucfion Funds)
2019aWel 20IDrsfimate M21 Budget m19aWel 20ID69mate M21 Budget
Notes b the Revenue and Expenditures Statements by Fund Tyre:
L we'r Mat RFFvrbs' a'e atiubel bon MCRaeve a'rb
ofaan.re t nor ae rota va naaraO' to, Adn ae rota
of Tiaafs OJtba wYl Me Advances A'Pn, a to, AMa'rces'Wt'
2 Gpaa bS9/e'en/er'Ma'ry9�1'®/maV �apar�Ma-
t/oneva, ®m rtmem w✓m emarartrer aearsf M
revevesmustNvesvfftlartlydbaarta rooASer N to, asHaara.
101
21,230
-
-
3,74Z270
3,430,000
3,430000
$am
2,500
2500
34239
30,000
30000
433,550
=0000
255000
62,09)
$
55,509
$
00043
$
pill
$
4,291 $
3,]4,500 $
3,687,900
-
-
-
1,161,324
1,339,350
1,315930
-
-
-
2,164970
2,75,595
3,0.54700
1018649
1=7370
1053,070
$
-
$
-
$
-
$
4,344,43 $
544,325 $
5p23,m0
$
55,509
$
007043
$
00,mb
$
(m,M) $
0,699,625) $
(1,T39,mb)
-
-
-
9,34
430,000
350000
-
-
-
1,000043
-
-
$
-
$
-
$
$
1.009.852 $
200.000 $
3gri
$
55,509
$
FROM
$
pill
$
911,129 $
(1,470,Red $
(1,001
Notes b the Revenue and Expenditures Statements by Fund Tyre:
L we'r Mat RFFvrbs' a'e atiubel bon MCRaeve a'rb
ofaan.re t nor ae rota va naaraO' to, Adn ae rota
of Tiaafs OJtba wYl Me Advances A'Pn, a to, AMa'rces'Wt'
2 Gpaa bS9/e'en/er'Ma'ry9�1'®/maV �apar�Ma-
t/oneva, ®m rtmem w✓m emarartrer aearsf M
revevesmustNvesvfftlartlydbaarta rooASer N to, asHaara.
101
Revenue and Expenditure Sumpary, by Fund Type
(Excludes TIF Funds and Constucton Funds)
Fund Type
Infernal Service Funds
Fiduciary Funds
2019 Actual
2020 EsOmafe 2021
Budget
2019atual
M20EsOmafe
2021 budget
Estimatad revenues:
Income Taxes
$
-
$
- $
-
$
-
$ -
$ -
Property Tams
-
-
-
Hof2/MoralTa;a
-
-
-
124,489
1,295,000
®0,000
InergavernmaiTal revenue
Charges fix sevlces
7$86,614
8,812381
9570,340
31,500
42,245
325,000
Ends licenses and permit
InRra[Incme
79,748
61000
51,000
2,612
8,®0
8,600
Miscellaneous
33,861
1500,4/
1319210
9,910,405
Total e59maWd revenues
$
7,695,223
$
8,8173,381 $
91621900
$
3,118,2513
$ 3,195,045
$ 5,399,005
Estimated expenditures:
Personal servlms
96,269
1062S
100,BID
Older expa¢es
F611700
912,4.5
9634,118
3253,738
3,00955
5.305805
CapiTalwFay
Total e59mafed expenditures
$
],]0],9]9
$
9,ZID,690 $
9,790928
$
3,253,7513
$ 3959,595
$ 5,305,505
Excessofre
ever expenditures
$
(assn)
$
(Quipped $
(119928)
$
(135,500)
$ 155,450
$ 35R010
Omer Incurring sarces(uses):
nrarsferan
-
-
-
-
-
-
nrarsfers ere
-
-
-
-
-
-
Advanc�
Advances ran
-
-
-
-
-
-
Intal other financing scurces(nses) $ - $ - $ $ $ $
N of change In fund balance $ (12,751) $ (90fiipp9) $ (119728) $ (135500) $ 105,450 $ 38,2010
Notes b Fre Revenue and Expendrureas Statement by Fund Type:
L aver tlerRFAm6 aseereuckWDfiom MCRevaue are
of dri coat so, pass ss he Forecast In'f jAua' da Advances
mcoat
2G aOngrevapalna gvL ymmay �Wpe uff
r�,�nn.rem wmmeeaermer ae aem�aronro n
.emapem�rname sr,meart,ve�are ro or,fermemxaerre.
102
Revenue and Eopenditure Summary by Fund Type
FEAudes TIF Funds and mnrnuceon Funds)
Fund Type Totals
2019 Actual 20MEsOmafe 2021 Budget
EsOmafed revenues:
Income Frei
$
9349,275 $
89$85700
$
90178, 7
Property taxes
9,008$78
3,93349
396,450
Hof2/Molel m;a
3,641,397
3,695000
1$60,000
Inergavemmeriml revenue
3,009,122
3,997,238
FE0,002
Charges bar serccs
21,979$53
29,0221,56
22784,000
Endo llm¢es and permit
9,33,900
3$5$900
3900,W0
InRratlmmme
3,014,088
1,969890
1,787,340
Miscellaneous
2,EST 246
8,120,100
104®510
Total eas9mafed revenues
$
136,790,160 $
1M,5M,M6
$
141,300,939
Estimated expenditures:
Personal seats
00,003,829
58,21,96
9,140,378
Onher exper¢es
62,452,755
69398,315
7,823,421
Caplmlmeav
9419316
44 367 780
43,519540
Total estimated expenditures
$
333.866,895 $
171,934,080
$
1,73`43,339
Excessorra
over expenditures
$
2,923.264 $
(3A0W314)
$
(32,412900)
Epson Financing snrces (uses):
5raalersm
6,520993
45,51106
4556,199
Traarersme
(23,409.799)
(35711345)
(35618,60)
Advances in
9,107,000
18,008,97
2752,000
Advances ran
(1,0001000)
(2195000)
(183,005)
Total ober financing snurces(ises)
$
(2,932,]66) $
25.833.607
$
9.042.175
N et champ In fund balance
$
(9,502) $
(7,5n,7W)
$
(22,510,725)
Nodes Ed Fre Revenue and Expenditures Statements by Fund Type:
L we'r Mat RFAmds' a'e atiudel bon MCRaeve a'rd
ofarGiveS t norFMefotdWTiarsfs A' to,A en a'tler
of Tiamfs OJtba wYl Me Allaxes A'Pn, a'tle AMa'rces' q2'
20�'a bh9/e'e'n/er'>s a'rVA»V®'maV �aTe'ldMa.
However.®6r �LvrdM lMz'br efoarz%hves a'e
b yeAsest to,
ff
reveva ssna'fNvesvldOarflWN/arta dlk'exa.
103
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
104
COMPARISON OF REVENUE AND EXPENDITURES
(Excludes Other Financing Sources and Uses)
While the City utilizes fund accounting to track the activities of each of the funds, the City generally
reports the operating budget in terms of operating revenue and expenditures. The funds listed in
the box below comprise the general operating budget of the City. The debt funds, capital funds,
enterprise funds, internal service funds, and fiduciary funds are excluded, as are transfers and
advances.
Operating Revenue & Expenditures
Incorporates revenue and expenditures from the following funds:
• General
• Street Maintenance & Repair*
• State Highway
• Cemetery*
• Recreation*
• Safety*
• Pool*
• Hotel/Motel Tax
• Enforcement & Education
• Law Enforcement
• Mandatory Drug Find
• Mayor's Court Computer
• Wireless 911
*Funded, in part, by transfers from the General Fund
This year, like others in the past, show a budget in which the operating expenditures are budgeted
to exceed the operating revenue. For 2021, the variance is estimated to be $7.8m on operating
revenue of $86.5m and operating expenditures of $94.3m. This is due to the City's conservative
approach to budgeting revenues.
InrereR Income, $%],290
1%
Anes,',=, a,
end, $3,106,900
a%
2021 Budgeted Revenue -
$86,537,995
105
• L«al urea
• Praptny Tmea
Intergwerrxrentel geverwe
•Charges 1« Services
■Pines, Lkenses, end
• Inttrcst Iru«ne
s Miuellarcaus
COMPARISON OF REVENUE AND
EXPENDITURES (Excludes Other Financing Sources
and Uses)
2021 Operating Budgeted Expenditures -
$94,358,896
..mea n w,
. me..O W m.w
m
While the projections (or 2021 shows expenditures exceeding revenue, history has shown that what actually
occurred is that the variance between actual revenue and actual expenditures has been inversed, with
operating revenue exceeding the operating expenditures.
2008 Through 2021 Budgeted Expenditures and Revenue Versus Actual
N sm
§15
§10
s v
W
-§1D
• Pmjeded Vatanre aC0VID19Vatlanm •AduaIVatlanre
1�
COMPARISON OF REVENUE AND EXPENDITURES
Trend Proiection Analysis
With regard to trend projections, one-time or non-recurring revenue and expenditures in 2021 were
examined, as well as spending trends. The first notable item is that the City does not typically have non-
recurring types of revenue. The only real example of this would be the sale of the City's large capital assets
such as land or buildings. Historically, this is a rarity, however it did happen in 2020 with the sale of the
City's Development Building located at 5800 Shier -Rings Road. There are no similar sales planned at this
time in 2021.
The fiscal impact of COVID-19 has also been a major consideration in the compilation of the 2021 Operating
Budget. General Fund operating transfers are planned in 2021 to the Hotel/Motel Fund as well as the
Recreation Fund which were two of the hardest hit areas during the pandemic. Revenues and expenditures
will be closely monitored during 2021 and financial adjustments made as necessary.
In 2020, the City had planned a number of non-recurring expenditures. Particularly, the expenditures
associated with the 27 pay period, and the final payment for the Riegle property purchase (economic
development land on Shier Rings Road). There are also contractual obligations beginning in 2021 that are
planned to be recurring in nature for parks maintenance, and economic development. Contractual service
spending of $18.6m was budgeted for 2020. $18.7m is budgeted in 2021, although a majority of this is
spending required for basic services such as legal review, investment banking services, and commercial
and residential plan reviews. In some departments, like Engineering and Planning, the contractual
obligations are more aligned with planned project execution. These expenditures are not necessarily non-
recurring, because similar -type projects are budgeted each year. However, if forsome reason expenditures
needed to be quickly reduced, these obligations could be eliminated or pushed to a future time without a
significant impact on routine City -provided services, at least in the short term.
When removing the non-recurring expenditures and reviewing personal services, contractual services and
supplies for years 2016 through 2019, an expenditure trend emerges. The expenditure trend is narrowing
the positive variance between operating revenue and expenditures over this time period. The costs of the
service categories (listed previously) are growing at a rate greater than the rate of operating revenue
growth. If this trend would continue indefinitely, it would eventually pose a threat to maintaining a balanced
budget. Despite this imbalance in expenditure growth, as it compares to revenue growth, operating
revenue has continued to exceed operating expenditures in each of these years and is expected to continue
to do so. Operating revenue and expenditures, and any trends within them, will continue to be monitored
as we progress through the new fiscal year.
City Council and the City's Administration have taken proactive measures to ensure that expenditure growth
related to daily operations remains as flat as possible, while maintaining the City's current high quality
service levels. One of the primary cost drivers for the City is salary and benefit increases. Ten staff
positions were added in the 2020 budget, nine of which had off -setting revenue sources to cover their
costs. After reorganization of Public Works Department, a net decrease of one position is planned for 2021.
In all of these significant budget areas, City Council is taking action. Staffing requests for 2021 brought
forward to City Council for review were thoughtfully vetted, as was the area of health insurance benefits.
By carefully limiting the increase of new staff positions, and monitoring and evaluation of operating costs,
the City has taken steps to limit the growth of current and future budget expenditures, and maintain the
positive variance between the revenue and expenditure lines.
107
SUMMARIZING THE 2021 OPERATING BUDGET
Summarizing the 2021 Operating Budget per City Council's strategic focus areas:
Fiscal Health
• Complies with the City's General Fund policy
• Acknowledges the Recreation Cost Recovery Policy will not be able to be met under current
public health guidelines and directly addresses the COVID19 related revenue tledines.
Economic Vitality
• 34.1% increase in funding for economic development incentives demonstrates our
commitment to continuing to grow our economy
Community Engagement
• Provides funding for all community events and outdoor pool.
Safe and Resilient Community
• Continues to provide current service levels for all City services to residents_
Smart, Customer Focused Government
Completes the reorganization efforts started in the previous operating budget.
108
2021 Appropriations Summary by Expenditure Category - All Funds
109
Personal
Frame
BerNces
Other Expanses
Capital Outlet
Advances
Fool
General Fund
$ 28,107,540
$ 29,464,305
$ 302,485 $
31,361,965
$ 89,236,295
nnl RewnueFunds
Street Maintenance and Repair Funtl-PublICServI®
So set Operations
2,318,005
1,185,330
7,800
-
3,511,135
Transportation and Mobility
-
318,125
10,000
-
329,125
Finance
-
-
-
69,750
69,750
State Hghway Fund
Transportation and Mobility
-
31,000
-
-
31,000
Finance
-
-
-
181,250
181,250
Recreation Fund
Recreation Services
1,839,085
869,900
5,000
-
2,713,985
Community Recreation Center
2,675,600
1,114,370
37,150
-
3,8227,120
Community Recreation Center Fallttles
703,715
562,965
-
-
1,266,680
Community Event Recreation
139,715
13,900
6,500
-
160,115
Finance
-
-
-
189,105
189,105
SNlmmmg Pool Fund
546,015
344,765
96,910
-
1,087,590
Finance
-
-
-
35,895
35,895
Permease Tax Fund
-
-
-
200,000
200,000
HoteNomrtax Fund
930,230
3,943,063
92,000
-
4,965,293
Sa xty Fund
Poll®
13,352,557
386,895
21,625
-
13,771,087
Communication
4,366,041
155,500
2,000
-
4,523,541
Finance
-
18,000
-
-
18,000
Wireless 911 Fund
-
46,820
-
80,000
126,820
FoucaOons and Enforcement Fund
2450
-
-
-
2,450
Law Enferceme,t Fund
-
-
7,000
-
7,000
Mayors Court Computer Fund
875
4,500
8,000
-
13,375
Cas notary Fund
151,550
44,500
15,000
-
211,150
Accrued Leave Reserve Fund
-
474,250
-
-
474,250
Debt Sensors Funds
General Obligation Debt ssvl®
-
14,112,500
-
-
14,112,500
Economic Development Bond Retirement Fund
-
2,069,800
-
-
2,069,800
Special Assessments
-
84,310
-
-
84,310
Bernal budgets Funds
Capital mprovement Tax Fund
-
46,500
41,215,000
5,713,050
45,974,550
Larboard Acquisition Fund
-
11,650
750,000
-
751,650
Capital Improvement Construction
-
-
5,700,000
-
5,700,000
Capital mprovemet ConstuNon-OPEC
-
-
-
-
THE Funds
-
8,245,515
4,2950.50
11,629,140
24,119705
Finterninse Funds
Water Fund
Finance
-
293,200
-
-
293,200
Engineering
346,750
525,095
476,500
-
1,348,355
Power Fund
Finance
-
1,455,605
-
-
1,455,605
Engineering
959,170
780,800
576,570
-
2,325,540
Power Consturnon Fund
-
10,000
5,430,000
-
5,440,000
Merchandise Fund
-
-
-
-
-
Internal Sensors Funds
Employee Benehti Self -Insurance Fund
106,810
9,319,760
-
-
9,426,570
holders Compensation Self Insurance Fund
-
314,358
-
-
314,358
Fiduciary Funds
Agency Fund
-
2,917,350
-
-
2,917,350
Vet Dublin Ohio (Dublin Convention and v5ltors Bureau)
-
600,000
-
-
600,000
antral Deno Interoperable Radio System (CODES)
-
317,500
-
-
317,500
Property Assessment dean Energy (PACE)
1470,955
1470,955
Totals
g 56,666,128
g 81$53,186
g 59,004,590 g
50,084,155
$247,308,059
109
2021 Appropriations Summary by Expenditure Cate ary - Gmaal Fund
General Fund
Ory munal
Boards am commissions
Office of the City Manager
Human Resources
Communicators and Plbllc Informatlon
Legal Sermces
Court Sei
Records Management
Miscellaneous Account/Corangences
Performance Anal;ma
Informatlon Technology Opeatlow
Finance- Office of the Director
TaxaOm
Miscellaneous Accounts
Transfers
Advances
Public Works
Office of the Deputy Oty Manager
Solid Waste Management
FlcetManagement
Engineering
Miscellaneous
Traospertatlon am Mobility
Faclitles Management
Parks and Recreatlon
Office of the Director
Parks and Grounds Opeatlms
HoNmlWre
Forest
Out and Engagement
Development
Office of the Director
Planning
Economic Development
Building Standards
Totals
Personal
220,715
873,135
Transfers/
Services Other
Fxnenses
Gautal outlay
advances
1,559,745
759,575 $
89,300
$ -
$ - $
40,900
750
-
-
1,237,705
544,550
-
-
1,352,005
828,775
-
-
1,051,770
883,265
-
-
1,950,000
-
-
295,765
121,525
-
-
141,660
37,600
-
-
-
870,970
-
-
604,870
354,700
1,000
-
1,534,690
3,200,220
-
-
1,467,740
304,800
-
-
720,395
3,076,245
2,000
-
-
664,900
-
-
29,825,030
-
-
-
1,536,%5
1,710,475
220,715
873,135
3,447,205
957,645
2,469,600
2,191,790
750,250
1,559,745
373,500
1,386,380
578,660
1669 900
1201580
3,622,130
2,111,400
974,790
319,260
796,530
208,955
441,515
112,400
1,000
5,125
19,100
5.000
10,000
52,000
103,710
96,550
Total
848,875
41650
1,782,255
2,180,780
1,935,035
1,950,000
417,290
179,260
870,970
960,570
4734910
1,772,540
3,798,640
664,900
29,825,000
1536 965
1,932,190
4,325,465
3,446,345
2,947,040
373,500
1,965,040
2,881,480
5,785,530
1,397,760
1,102,035
553,915
2,055,495
459,120
4,500
- 2,519,115
660,935
3,888,560
2,500
- 4,551,995
1,559,745
395,500
1,955,245
$ 28,101
$ 29,464,305 $
302,485
$ 31,361,965 $ 89,236,295
110
City of
Dublin
OHIO, USA
CITY OF DUBLIN 12021 OPERATING BUDGET
DEBT ADMINISTRATION
ttt
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
112
DEBT ADMINISTRATION
Dublin's infrastructure needs are met through a five-year Capital Improvements Program (CIP).
Currently, the 2021 - 2025 CIP programs $237 million in new capital assets and infrastructure over
the five-year period. Several capital projects in past years have been funded utilizing proceeds
from long-term debt. The City's CIP document provides a summary of additional infrastructure
needs anticipated to be funded with long-term debt.
Funding Sources:
By City of Dublin policy, fifteen percent of income tax revenues are allocated for debt service. The
maximum amount of debt shall not exceed 90% of the allocation of income tax revenue allocated
to pay debt service per City of Dublin policy.
Income Tax
Revenue
JS% to the Geneal I ImFro�recapital
t Tamxl
Fund Fund
40% Allocated 10W%
n 60%Allocated to
Cash Fund capital Debt Service on
Projects Capital Projects
Income Tax Revenue
•
40% allocation
• Unspent portion of 60%
allocated for debt service
2020 2021 2022 21123 2024 2025
Inane Tax Revenue"
09205)00
901)055)
91,000,343
91,991,146
92911057
93,540,168
Reermef cap0alp is
25% of imam tax revenue
22,321,425
22,544,639
22,))11086
$ 22,997,786
$ 23,227,764
$ 23,460,012
'Revenue available for rash
capR i prgx
8,9n m
9,017,856
9,108'asa
$ 9,199,115
$ 9,291,106
$ 9,384,017
111i available for debt
finned
13,392,855
13,526,704
13,662,051
$ 13,7)8,672
$ 13,936,659
$ 14,076,025
" Income tax revenue re8ats an esdmate !Increase/decease oxer the previous year as Micas:
2021 11a
2022 l.Nft
2023 1.aft
2024 1.0(ft
2025 1.W%
' 4n%of the 25% designated far capital imprmements is f nN desaii ated fix caste capital ggects pursuant m the Co of Dublin Debt Pnl".
'60%ef tle u%tlesiauted far capital imgevemen6 is fuOM daiRred;d to renre tlebt issuetl fa alxtel pronoun pnsuan[ to the CM pi Pabfn Debt POOcy.
113
Ratina Aaencv Reviews:
The City received ratings from Moody's Investors Service C Moody's ), Fitch Ratings ("Fitch'), and,
S&PGlobal ("S&P'). Aftercompleting a review thatevaluated the City's existing financial condition,
current developments and trends, and prospects for growth, all three agencies assigned their
highest ratings, "Aaa", "AAA", and "AAA", respectively, to the City's bonds. In its report, S&P stated
"Dublin's status as a desirable suburb within the fast-growing Columbus metropolitan statistical
area, its commitment to maintaining a large and diverse employment base, which supports a
healthy income tax stream, and its robust financial policy framework are key credit strengths
supporting the 'AAA' rating." All agencies cited the City's strong and proactive management along
with good financial policies and strong reserves as rationale for the rating. These ratings enable
the City's debt to be issued at the lowest interest rates, resulting in reductions in future debt service
payments. The City's diverse economic base, the City's history of operating surpluses and the
continued use of that surplus to fund capital projects, and the City's continued long-term planning
efforts will help maintain high credit ratings.
Proposed New Lona -Term Debt:
The City's long-term debt outstanding as of December 31, 2020 is estimated to be $185.1 million.
Of the total, approximately $2.6 million will be retired using revenues generated by the City's water
system operations, $13.4 million will be retired using revenues generated by the City's sewer system
operations, approximately $81,000 will be retired through the collection of special assessments,
$137,500 will be retired using State Highway revenues, and $85.8 million will be retired using
service payments in lieu of taxes from tax increment financing districts. The remaining $83.3
million, or about 45%, will be retired with income tax revenue.
New debt to be issued in 2021 through 2025 is currently planned as follows:
114
Proposer) Project 2021 2022 2023 2024 2025
Irmo -Tenn BardsReM1red by In Tm
Riverside Cmssing Park - Park lmPrwe
§
5,700,000
$
-
$
-
$
-
$
-
RiversideCmssingPark- RommMe
§
-
$
-
$
-
$
-
$
5,300,000
Tntal - Retired by Inmme Taxes
$
5,700,000
$
$
$
$
5,30,000
Inn, -Tenn Ba ,s rM by Mifty Revenues
Wats b¢ena,ns - Ness 3A&8A
§
-
$
-
$
901000
$
-
$
-
Waterb¢ena,ns - Ness 2B&2C
$
-
$
-
$
-
$
300,000
$
-
Wat EAensi,ns - P s9
$
-
$
-
$
-
$
-
$
110,000
WatesE erasions - Nees 10B
$
-
$
-
$
-
$
-
$
30,000
Sewer lining aM Re r
$
-
$
1,500,000
$
-
$
1,500,000
$
-
Sewer FMensions -N� 3A, 3B, 3C, &h & 15
$
-
$
-
$
450,000
$
-
$
-
SewerF#ensions -Nm 2A, 2B,&2C
$
-
$
-
$
-
$
300,000
$
-
Sewer F#ensions -N. 19 & 1C
$
1185,000
$
-
$
-
$
-
$
-
Sewer F#ensions-Nm9
$
-
$
-
$
-
$
-
$
40,000
Sewer FMenvons-Nm 10B
$
-
$
-
$
-
$
-
$
100,000
Deer Run - Glick Road Rdid Server
$
-
$
-
$
-
$
4,335,000
$
-
DmrRun -AveyR Rde Sewer
$
-
$
-
$
-
$
-
$
2,040,000
Tntal - R UO by Sewer Revenues
$
1,850,000
$
1,500,000
$
54,000
$
6,435,000
8
2,320,000
TOTM
$
7,550 000
5
1500 000
5
540,000
5
6,435,000
$
7,620,000
Debt Limitation — Ohio Revised Code:
Under current state statutes (Chapter 133 Ohio Revised Code), the City's general obligation debt
issuances are subject to a legal limitation based on the total assessed value of real and personal
property. Total general obligation debt of the City, exclusive of certain exempt debt, shall never
exceed 10.5% of the total assessed valuation. The unvoted general obligation debt of the City
cannot exceed 5.5% of the total assessed valuation. In 2020, the City's total taxable assessed
valuation was $2,315,451,770. As a result, the City had a legal debt margin for total debt of
$243,122,435 and a legal debt margin for unvoted debt of $127,349,847. Exemptions include:
special assessment bonds; revenue bonds; general obligation enterprise debt; other bonded debt
issues — income tax, tax increment financing, and hotel/motel tax funded debt. Total net debt
applicable to the limit rolled -off in 2020.
Nonexempt Debt
Additional Debt
Limitation Outstanding
Capacity Within
Limitation
10 1/2% = $243,122,435 $200,000
$242,922,435
5 1/2% = $127,349,847 $0
$127,349,847
The City is currently in compliance with the limitations set forth by the Ohio Revised Code, as well
as with the City's debt policy.
Debt Per Capita:
115
$3,1003
$2,500
$2,000
$1,500
$1,000
S530
$0
Net Bonded Debt Per Capita
as of December 31, 2019
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Source'. Ory of Cuban Comprehensive Anal FinandaI Report (CAF") for Ne fiscal year ended Rerember 31, 2119.
116
Net Bonded Debt
General Sanded isabt Q4ttaMirg
Total
as Percentage
NO Borl
General
Spetlal
Les: B M
NO General
Ednaktl
MEst. Actual
DeM
Fiscal
Obligation
Aanent
for Debt Service
&n6M Debt
actual Property
Property
Per
Year
Bonds
e s
Princloalonly
outstanding
Value (2)
Value
Claud fol
2010
36,957,283
1,501,539
(1,469,N0)
36,989,5"
5,81
0.63%
880
2011
33,554,214
1,323,827
(1,225,823)
33,65;718
S,M,9%,000
0.60%
801
2012
37,2"1,220
1,130,522
(975,561)
32,433,181
5,578,W,121
0.6296
868
2013
43,059,688
90,628
(1,245,507)
42,360,809
5,522,76;5"
0.2T%
980
2014
49,559,13B
746,550
(1,582,173)
48,223,523
5,74,09,602
0.85%
1,098
2015
95,965,852
644,899
(6,833,532)
89,2",229
5,826,516,215
1.54%
2,011
2016
98,613,191
540,063
(4,064,459)
95,088,795
5,894,521,944
1.61%
2,054
2012
124,645,069
432,050
(4,335,516)
120,241,523
6,392,298,201
1.89%
2,551
2018
139,429,806
319,272
(4,981
134,864,549
6,522,2m,BB2
2.02%
2,780
W19
129,672p61
203,312
(3,22;892)
126,157,486
6,61
1.91%
2,593
Notes
(1)
Retail regarding the offs
outstanding debt
can be found in the
Deb[ Service Schedule.
(2)
Taxable property value data per FrzrRlin
County. Ohio.
(3)
Ind Wes general bonded
debt, offer governmental
ac mbRe debt,
and business type
debt
(4)
Pcpulabon per Mid Ohio
Regional Planing
Com ml4lm(MORK).
$3,1003
$2,500
$2,000
$1,500
$1,000
S530
$0
Net Bonded Debt Per Capita
as of December 31, 2019
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Source'. Ory of Cuban Comprehensive Anal FinandaI Report (CAF") for Ne fiscal year ended Rerember 31, 2119.
116
Analysis of Financing Alternatives:
City Council has directed staff to explore alternatives to the issuance of debt for capital acquisitions
and construction projects as financially reasonable, and for cost efficiency. These alternatives
include, but are not limited to: grants; use of reserves; use of current revenues, and contributions
from developers.
117
DEBT SERVICE SCHEDULE
Reflects Devotes of 12/31/2020
Ceryl® Center
Municipal Pool Soutlr (OMB)
Industrial Pkwy/St 151 Improvement
Barred Fields Water Tower
Sectary Sewer Lining
LED Street Light
Dubin Road Water Tower
Power Lining A Repairs
Emerald Parkway Phase 8
Bridge Street Land Acquisition
270/33 Interchange (Design, ROW)
Justice Center Improvement
Power Lining A Repairs
BED Transportation (fWealae Br/16CPah)
BED Transportation (Bridge Pah)
BED Parking Structures Cat Exempt)
BED Parking Structures Qaxable)
270/33 Interchange (Consturnon) (SB)
Dublin lNad/Cuh Road Improvement (OPW C)
BED Transportation (John 5hlaltls Parkway II)
Service anter Renovation/Expansion
CewerLmmg A RepairOExmnslons
Pedestrian Brdge/N, High Sheet
CML/Cky Parking Garage
CML/Cky Parking Garage
Riverside Crossing Park
CewerLmmg A RepairOExmnslons
Riverside Crossing Park
court Pool
Power Lining A RepairOExmnslons
Ballantrae (2001)
Total Debt ayments
Income Tax Revenue
Income Tax Revenue
Perimeter West TIF
Water Fund
Sewer Fund
Income Tax Revenue
Water Fund
Sewer Fund
Emerald 8 TIF
River Ridge TIF/MIXNItl: TIF
Rustllll
Income Tax Revenue
Sewer Fund
MIXNItl: TIFF Shamrock Crossing TIFM2
Hotel TIF/Pemmne TIF/Income Tax
Revu
VableTIF
Bridge Pah TIF
Bridge Pah TIF
Phmttl TIF/Upper Metro TIF
State Highway
Thler TIF
Income Tax Revenue
Sewer Fund
Income Tax Revenue
Hlstcti Dublin TIEMcome Tax Revenue
Bridge A High TIF/Income Tax Revenue
Income Tax Revenue
Sewer Fund
Income Tax Revenue
Income Tax Revenue
Sewer Fund
Special Assessment
118
Data 20220
Of original Ots Principal Interest
Issue Amount Principal Payment Payment
12/1/01
3,675,OOO
435,583
262,592
15,055
9/19/09
2,986,OOO
1,092,000
159,000
50,085
10/14
8,210,000
5,485,000
490,000
10,199
10/14
1,710,000
1,140,000
100,000
36,850
10/14
1,880,000
1,250,000
110,000
40,738
10/2/12
2,185,000
755,000
245,000
20,825
10/2/12
2,350,000
1,68O,OOO
105,000
51,788
10/2/12
2,540,000
1,810,000
115,000
55,725
12/17/13
5,420,000
5,295,000
305,000
175,425
12/17/13
4,435,000
4,310,000
250,000
142,800
10/14
9,000,000
3,825,000
9220,000
113,075
9/30/15
1O,6OO,OOO
9,095,000
415,000
355,294
9/30/15
2,500,000
2,145,000
100,000
86,169
9/30/15
25,000,000
21,455,000
980,000
851,725
9/30/15
11,100,000
9,815,000
450,000
394,081
10/28/15
16,OOO,OOO
16,OOO,OOO
-
718,231
10/28/15
16,OOO,OOO
15,005,000
730,000
622,925
2/10/15
10,010,000
6,936,711
357,959
687,231
7/1/14
250,000
162,500
25,000
-
12/5/15
9,325,000
8,255,000
375,000
256,55O
8/2/17
3,300,000
3,055,000
125,000
120,300
8/2/17
1,380,000
1,280,000
50,000
50,300
8/2/17
27,200,000
25,270,000
1,0220,000
992,150
12/18/18
15,6OO,OOO
15,055,000
530,000
691,781
12/18/18
4,000,000
3,855,000
135,000
155,738
12/18/18
1,750,000
1,69O,OOO
6O,000
77,619
12/18/18
1,350,000
1,305,000
45,000
59,888
9/2/20
14,000,000
14,000,000
-
278,833
9/2/20
6,OOO,OOO
6,OOO,OOO
-
119,500
4/2/20
6,000,000
6,000,000
119500
194,397,894
9,354,156
7,578,985
12/1/01
1,700,000
203,317
122,308
7,015
203,317
122,308
7,015
Table of Contents
3 1 General Fund
Cgin IDlin
OHIO, USA
w
City Council
All powers of the City permitted by the Revised Charter, the Constitution and the laws of the State
of Ohio are vested in Council. Council provides for the exercise of all City powers and for the
performance of all duties and obligations imposed on the City by law, through the adoption of
legislation. City Council's responsibilities include reviewing, deliberating and approving legislation
as prescribed by the Revised Charter and the laws of the State of Ohio applicable to municipalities.
City Council establishes goals and long-range policies for the City.
Council is composed of seven members who serve four-year terms. Three are nominated and
elected by the electors of the City at large and four are nominated and elected by the electors of
each of the four Council wards. All candidates for City Council must be residents of Dublin for one
year prior to filing a petition of candidacy. Council members must be residents of the City of Dublin
throughout their term of office. Ward Council members must be residents of the ward which they
represent at the time they file for office and during their entire term of office.
City Council elects a Mayor and Vice Mayor to serve two-year terms. The Mayor presides over all
City Council meetings. The Vice Mayor performs these duties in the absence of the Mayor.
The Clerk of Council is appointed by the City Council and serves at its pleasure. The Clerk of Council
is an officer of the City and provides notice of Council meetings to its members and the public, keeps
the minutes of Council's proceedings and performs other duties as provided by the Revised Charter
or by Council.
ORIECTIVES AND ACTIVITIES
• To establish goals for the community to be implemented by staff and/or City Council.
• To set policy in a clear and consistent manner in order to provide a framework for
administrative implementation.
• To continue to be responsive to the needs and expectations of the citizens of Dublin.
PERSONNEL DATA
2020
2021
POSITION TITLE
CURRENT NUMBER
ADOPTED
Mayor
1
1
Vice Mayor
1
1
Council Member
5
5
Clerk of Council
1
1
Deputy Clerk of Council
2
2
TOTAL
10
10
PART-TIME/SEASONAL STAFF
Intern (1)
1
0
NOTES &ADJUSTMENTS:
City Council/Boards and Commissions 121 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
50 City Council
Personal Services
701101 Full Time Salaries/Wages
340,975
362,010
362,010
346,875
701103 Overtime Wages
17,934
15,000
24,600
25,000
701104 Other Wages
0
10,800
9,300
0
701201 Employee Benefits
266,030
293,175
293,175
316,700
702000 Training/Travel
7,158
24,500
16,100
24,500
703100 Meeting Expenses
8,543
7,500
7,500
7,500
703101 Ceremonial Functions Expense
15,229
24,000
24,486
24,000
703201 Long Term Strategic Plan
1,539
15,000
15,000
15,000
Personal Services Total:
657,408
751,985
752,171
759,575
Contractual Services
713004 Other Professional Services
11,667
16,000
16,503
74,800
715002 Advertising
1,041
4,000
4,293
4,000
716000 Memberships/Subscriptions
1,700
2,500
3,005
2,500
Contractual Services Total:
14,408
22,500
23,801
81,300
Supplies
721001 Office Supplies
3,518
8,000
9,036
8,000
Supplies Total:
3,518
8,000
9,036
8,000
City Council Total:
675,333
782,485
785,008
848,875
General Fund Total:
675,333
782,485
785,008
848,875
122
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
50 City Council
Boards and Commissions
Personal Services
701101 Full Time Salaries/Wages
6,976
8,400
11,600
8,400
701201 Employee Benefits
1,066
1,325
1,700
1,500
702000 Training/Travel
3,251
30,000
26,425
30,000
703100 Meeting Expenses
16,000
1,000
1,000
1,000
Personal Services Total:
27,293
40,725
40,725
40,900
Contractual Services
716000 Memberships/Subscriptions
0
750
750
750
Contractual Services Total:
0
750
750
750
City Council Total:
27,293
41,475
41,475
41,650
General Fund Total:
27,293
41,475
41,475
41,650
123
City Council /
Boards and Commissions
BUDGET SUMMARY
10110510 (City Council)
• Account 701101 provides funding for the salaries/wages of City Council Members and staff
reflected under Personnel Data.
• Account 701103 provides overtime for eligible staff working night meetings (CC, PZC, BZA,
ARB, task force, etc.).
• Account 701104 provides for part-time or seasonal wages. That funding has been moved to
account 713004 for consulting in 2021.
• Account 701201 includes funding for benefits, including health insurance contributions for City
Council Members, the Clerk of Council and Deputy Clerks of Council.
• Account 702000 includes funding for travel and training for Council Members and certification -
related training for the Clerk of Council and Deputy Clerks of Council.
• Account 703101 includes funding for citywide ceremonial functions, which are reviewed and
approved by the Mayor and the City Manager. These include events hosted by City Council;
Memorial Tournament badges for Council Members; flowers, memorial donations and special
occasion recognition.
• Account 703201 provides funding for long-term strategic planning workshops, and Council
retreat(s).
• Account 713004 provides funding for codification services, and Council communications
consulting.
• Account 715002 provides funding for advertising expenses related to publication in local
newspapers of the annual meeting schedule and various required legal notices.
10110520 (Boards & Commissions)
• Account 701101 provides funding for salaries/wages of seven Planning and Zoning Commission
Members.
• Account 702000 provides funding, as authorized by City Council, of travel and training for
Planning and Zoning Commission members and funding for orientation and training for all City
board and commission members. Funding is provided for Architectural Review Board members
to attend the Annual National Forum through the National Alliance for Preservation
Commissions (NAPC).
• Account 703100 provides funding for expenses related to meetings sponsored by various City
advisory boards, commissions, committees and task forces. (Actual funds in 2019 reflect the
costs of a wireless microphone upgrade.)
• Account 716000 provides funding for American Planning Association (APA) memberships.
City Council/Boards and Commissions 124 11/09/20
Office of the City Manager
The City Manager is the Chief Administrative and Law Enforcement Officer of the City and is charged
with the responsibility for the administration of all municipal affairs as empowered by the Revised
Charter of the City of Dublin, City Ordinances or Resolutions and State laws. Some of the City
Manager's primary responsibilities include: directing and supervising the administration of all
departments and functions of the City; attending all Council meetings; ensuring that all laws, Revised
Charter provisions, ordinances and resolutions of Council are faithfully executed; preparing the annual
budget and capital improvements program; publishing an annual report of the financial and
administrative activities of the City; and executing, on behalf of the City, all contracts and agreements.
ORIECTIVES AND ACTIVITIES
• To ensure alignment with City Council Strategic Focus Areas.
• Assist and advise City Council on strategic efforts.
• To provide leadership and direction for staff.
• To be responsive to needs of the community and to advise citizens regarding the structure
and activities of the City organization.
• To facilitate citizen involvement and requests for service.
• To provide leadership in sustainable municipal services.
PERSONNEL DATA
POSITION TITLE
2020 2021
NT NUMBER ADOPTED
City Manager
1 1
Assistant City Manager/Chief Strategy & Innovation Officer
1 1
Deputy City Manager/Chief Finance & Development Officer (1)
0 1
Chief Information/Technology Officer (2) (3)
0 1
Government & International Relations Manager (4)
1 1
Management Assistant
1 1
Executive Assistant to the City Manager
1 1
Administrative Support 3 (2)
0 1
Administrative Support 1
1 1
6 9
TOTAL
PART-TIME/SEASONAL STAFF
Intern (ICF)
1 1
Intern
1 1
TOTAL
2 2
NOTES AND ADJUSTMENTS:
(1) Office of the Development Director was re -organized. The Development Director position has
been moved to the Office of the City Manager and re -allocated to the Deputy City Manager/Chief
Finance & Development Officer position.
(2) The Chief Information/Technology Officer and the Administrative Support 3 positions are moved
from the Information Technology Office to the Office of the City Manager.
(3) The Chief Information/Technology Officer position will remain unfunded for 2021, and will be
covered through contracted service.
(4) The Government & International Relations Manager position is currently vacant, and will remain
unfunded through 2021.
Office of the City Manager 125 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
10 City Manager
Office of the City Manager (OCM)
Personal Services
701101 Full Time Salaries/Wages
678,400
725,040
665,040
833,840
701103 Overtime Wages
3,370
3,000
6,100
11,000
701104 Other Wages
14,786
32,125
31,025
32,125
701201 Employee Benefits
213,817
239,455
238,455
329,115
702000 Training/Travel
16,090
14,500
15,481
13,125
703100 Meeting Expenses
6,006
6,500
6,536
6,500
703202 Staff Goal Setting
4,352
12,000
13,300
12,000
Personal Services Total:
936,821
1,032,620
975,937
1,237,705
Contractual Services
713004 Other Professional Services
90,781
84,800
167,475
436,570
716000 Memberships/Subscriptions
6,323
7,080
7,080
8,980
Contractual Services Total:
97,105
91,880
174,555
445,550
Supplies
721001 Office Supplies
2,618
3,500
6,425
4,000
Supplies Total:
2,618
3,500
6,425
4,000
Other Charges and Ex
751003 Special Projects/Programs
185,596
242,500
254,947
95,000
Other Charges and Ex Total:
185,596
242,500
254,947
95,000
City Manager Total:
1,222,139
1,370,500
1,411,864
1,782,255
General Fund Total:
1,222,139
1,370,500
1,411,864
1,782,255
126
Office of the City Manager
BUDGET SUMMARY:
10110110
• Account 701101 provides funding for the full-time staffing reflected under Personnel Data.
• Account 701104 provides funding for part-time (Intern) staff.
• Account 702000 provides funding for training and travel for the OCM Office.
• Account 703100 provides funding for external and internal meetings sponsored by the City.
This may include food, beverages and any necessary supplies for meetings with staff retreats,
forums, etc.
• Account 703202 provides funding for leadership team retreats and goal setting.
• Account 713004 provides funding for other professional services and consultants. For 2021,
this includes funding for the Chief Information Officer (CIO) projects, and consultants for special
projects.
• Account 716000 provides funding for staffs membership to organizations such as International
City/County Management Association (ICMA) and Ohio City/County Management Association
(OCMA).
• Account 721001 provides office supplies, printing, and courier services.
• Account 751003 provides funding for projects such as the ICF Institute, ASN Support and
Friendship Cities — Ireland and Japan.
Office of the City Manager 127 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
128
Office of the City Manager / Miscellaneous Accounts / Contingencies
STATEMENT OF FUNCTIONS:
These are miscellaneous accounts within the General Fund which are not directly related to the
operational costs of a specific function. The functional "supervision" of these accounts is provided
by the Office of the City Manager.
Funds are appropriated to the contingency account to be held for any unforeseen expenses during
the current fiscal year. The expenditures are required to be approved by the City Manager.
Miscellaneous Accounts / Contingencies 129 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
10 City Manager
Miscellaneous
Personal Services
701107 Salary Adjustments
0
250,000
250,000
0
Personal Services Total:
0
250,000
250,000
0
Contractual Services
713004 Other Professional Services
109,300
108,000
121,000
88,800
714006 Workers' Compensation
200,000
100,000
100,000
100,000
716000 Memberships/Subscriptions
52,428
70,970
69,970
76,865
719001 County Wide Disaster Sery
63,674
64,580
65,620
65,555
Contractual Services Total:
425,403
343,550
356,590
331,220
Capital Outlay
735001 Cap Impr Land and Land Impr
1,285,025
1,285,025
1,285,025
0
Capital Outlay Total:
1,285,025
1,285,025
1,285,025
0
Other Charges and Ex
751015 Leadership Dublin
10,000
10,000
10,000
10,000
754002 Grants/Community Ong
384,846
396,250
414,114
379,750
756002 Contingencies
75,112
150,000
148,960
150,000
Other Charges and Ex Total:
469,958
556,250
573,074
539,750
City Manager Total:
2,180,386
2,434,825
2,464,689
870,970
General Fund Total:
2,180,386
2,434,825
2,464,689
870,970
130
Office of the City Manager / Miscellaneous Accounts / Contingencies
BUDGET SUMMARY:
10110190
• Account 701107 provided a funding allotment for the City's 2020 re -organization, and was
subsequently eliminated for 2021.
• Account 713004 provides funding for federal and state lobbying efforts.
• Account 714006 provides funding for the City's self-insured workers' compensation program.
This amount reflects the City's program costs including claims, third party administration and
excess loss coverage.
• Account 716000 includes funds for memberships/subscriptions to the Ohio Municipal League,
the National League of Cities, dues to the Mid -Ohio Regional Planning Commission, and any
other citywide memberships/subscriptions.
• Account 719001 provides funding to the Franklin County Emergency Management Agency
(FEMA) for the countywide disaster services program.
• Account 751015 provides funding for Leadership Dublin.
• Account 754002 provides funding for the Dublin Counseling Center (Syntero), Aging -in -Place
(AIP) (Syntero), the Beautify Your Neighborhood Grant Program.
• Account 756002 provides funding for unanticipated expenditures that may occur throughout
the year.
10180190
Account 735001 provided funding for the annual payment (2017-2020) on the Rings Road
Farm purchase.
Miscellaneous Accounts / Contingencies 131 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
132
Office of the City Manager / Human Resources
STATEMENT OF FUNCTIONS
Human Resources is an engaged team of professionals who work in partnership with managers, their
teams, and individual employees to sustain a talented, diverse workforce, foster a culture of health,
safety, and productivity and provide innovative, collaborative business solutions that contribute to the
strategic goals of the City. Human Resources provides leadership and direction to the organization in all
functional areas of human resources management including recruitment & selection; classification &
compensation; performance management; wage & salary administration; benefits administration;
labor/employee relations; policy analysis/development; talent development & training management;
and organizational analysis/development. Human Resources also provides leadership and direction to
the organization in risk management and occupational safety & health.
• To develop and administer recruitment/selection processes based on a competency -based
strategy; partnering with all work units in the selection of high quality candidates.
• To provide leadership in developing and implementing benefit and health management strategies
(i.e. Health Savings Accounts, Health Reimbursement Accounts, Healthy by Choice Plus
Program); evaluate medical benefits and HBC Plus program effectiveness for future potential
plan design modifications.
• To provide leadership and direction in the administration of classification & compensation
systems, ensuring that managers are effectively trained in administration of systems.
• To provide leadership and direction in administration of performance management system;
ensure managers are trained in administration of system; provide direction to managers in the
development of meaningful performance objectives for their employees.
• To develop, implement, and administer professional development programs that focus on
skill/competency development.
• To develop, implement, and administer a staff technology program that focuses on technical
skills for staff to effectively use technology tools that are pertinent to their job.
• To maintain a Citywide customer service -training program that reinforces the Dublin Brand.
• To administer a meaningful employee recognition and appreciation program that fosters
employee engagement.
• To administer labor relations functions, including collective bargaining, contract administration,
and grievance arbitration processes; conduct negotiations for successor collective bargaining
agreements.
• To lead the organization in workforce planning and succession/talent management efforts to
help ensure the sustained success of the organization in the future.
• To administer property & casualty insurance, risk management, and occupational safety & health
programs.
To administer the City's self-insured Workers Compensation Program.
PERSONNEL DATA
POSITION TITLE
Director, Human Resources
Human Resource Manager
Talent Development and Training Manager
Human Resource Business Partner
Human Resources Coordinator
Safety Administrator/Risk Manager
Risk Management Assistant
Administrative Support 2
TOTAL
2020
2021
CURRENT NUMBER
ADOPTED
1
1
1
1
1
1
3
3
1
1
1
1
1
1
1
1
10
10
Human Resources 133 11/09/20
PART-TIME/SEASONAL STAFF
Intern (1)
TOTAL
0 .5
0 .5
NOTES AND ADJUSTMENTS:
(1) A part -year (six month) Intern position is requested to assist with entry level clerical work.
Human Resources 134 11/09/20
2021 Operating Budget - City of Dublin, Ohio
Personal Services Total:
1,223,360
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
132,555
169,333
105,555
713005 Misc. Contract. Serv.
26,054
Budget
101 General Fund
31,880
714001 Insurance and Bonding
485,864
506,090
546,090
10 City Manager
714009 Insurance Claims Paid
532
10,000
10,000
10,000
Human Resources
(HR)
10,000
10,000
7,500
715003 Printing and Reproductions
Personal Services
3,000
3,000
3,000
716000 Memberships/Subscriptions
7,128
701101
Full Time Salaries/Wages
784,130
842,385
842,385
799,200
701103
Overtime Wages
181
500
500
500
701104
Other Wages
0
0
0
6,000
701201
Employee Benefits
266,493
296,000
296,000
311,695
701204
Uniforms and Clothing
541
2,000
2,459
2,000
701206
Employee Training and Developm
133,411
201,340
191,902
177,010
701207
Tuition Reimbursement
23,384
40,000
30,000
40,000
702000
Training/Travel
15,051
22,700
14,305
11,350
702001
Reimbursable Business Expense
0
3,500
3,500
1,750
703100
Meeting Expenses
169
2,500
2,500
2,500
Personal Services Total:
1,223,360
1,410,925
1,383,550
1,352,005
Contractual Services
713004 Other Professional Services
74,190
132,555
169,333
105,555
713005 Misc. Contract. Serv.
26,054
31,880
38,515
31,880
714001 Insurance and Bonding
485,864
506,090
546,090
561,335
714009 Insurance Claims Paid
532
10,000
10,000
10,000
715002 Advertising
3,051
10,000
10,000
7,500
715003 Printing and Reproductions
1,016
3,000
3,000
3,000
716000 Memberships/Subscriptions
7,128
11,160
11,260
8,445
Contractual Services Total:
597,835
704,685
788,198
727,715
Supplies
721001 Office Supplies
4,994
8,605
10,374
8,100
724003 Equipment Maintenance
0
180
180
180
Supplies Total:
4,994
8,785
10,554
8,280
Other Charges and Ex
751005 Risk Mgt. /Safety Programs
11,082
17,175
17,175
43,525
751017 Employee Recognition Program
44,846
49,255
54,896
49,255
Other Charges and Ex Total:
55,927
66,430
72,071
92,780
City Manager
Total:
1,882,117
2,190,825
2,254,373
2,180,780
General Fund
Total:
1,882,117
2,190,825
2,254,373
2,180,780
135
Office of the City Manager / Human Resources
BUDGET SUMMARY:
10110120
Account 701101 provides salary/wage funding for the staffing reflected under Personnel Data.
Account 701103 provides overtime funding for the non-exempt staff reflected under Personnel
Data.
Account 701104 provides funding for the Intern position.
Account 701201 provides funding for the benefits provided to the staff reflects under Personnel
Data.
• Account 701204 provides funding for official City of Dublin apparel used for ceremonial
observances and other City representational duties. In addition to the HR staff identified under
Personnel Data, each new City employee is provided a City of Dublin official shirt at onboarding
with the exception of those who are provided City funded uniforms (i.e. Maintenance Workers,
Police Officers, Custodians, Recreation Staff, etc.) which they are required to wear during work
hours. The Divisions and Departments responsible for providing those employee's uniforms
budget those separately.
• Account 701206 provides funding for a citywide training and development. This training includes,
but is not limited to Drug-free Workplace Training, Staff Technology Development on
administrative software programs, Leader Development Training for Supervisors and Directors,
Executive Leadership Training and Mentoring for the City Manager and Directors, and training
the use of specialized software used in the Human Resources Division used to execute their
specific duties.
Account 701207 provides funding for the organization -wide tuition reimbursement program.
Account 702000 provides funding for training seminars and conferences for the HR and Risk
Management staff.
Account 702001 provides funding for reimbursable business expenses.
Account 703100 provides funding to provide logistical support for significant hiring such as panel
interviews, promotional and bargaining events.
• Account 713004 provides funding for various employment screening and assessment services,
i.e. criminal record checks, driving record checks, sexual offender checks, drug tests, medical
examinations, and polygraphs and psychological evaluations for police officer candidates. This
account also provides funding to conduct periodic Classification and/or Compensation Plan
Studies as required.
• Account 713005 includes funding for the City's Employee Assistance Program (EAP) and the
maintenance fees for the City's on-line employment application program (Neogov).
• Account 714001 provides funding for the City's contribution to the Central Ohio Risk Management
Association (CORMA) self-insured loss fund for stop loss premiums, as well as for cyber coverage.
Although property markets have significantly stiffened in the last 24 months, the additions of the
pedestrian bridge, Riverside Crossing Park, City Hall and North Pool have greatly impacted the
cost of property premiums.
Account 714009 provides funding for the payment of Insurance Claims.
Account 715002 provides funding for recruitment announcements on various social media
websites, in newspapers, and in professional/trade journals and publications.
• Account 715003 provides for the various professional printing needs of the HR division related
to Open Enrollment and the various other HR events conducted throughout the year.
• Account 716000 provides funding for membership of HR Staff to the various professional
organizations that provide ongoing HR/Risk Management/ Safety related education and updates.
• Account 721001 provides for office supplies to the HR Division.
Human Resources 136 11/09/20
Office of the City Manager / Human Resources
BUDGET SUMMARY:
10110120 (continued)
• Account 751005 provides funding for employee safety programs, some of which are mandated
by state safety regulations.
• Account 751017 funds the Employee Recognition and Appreciation Program to include longevity
awards presented on 5th year anniversaries, retirement awards and recognition events, and
various employee appreciation breakfasts and luncheons.
Human Resources 137 11/09/20
Office of the City Manager / Human Resources
Performance Measures:
The development of the City Dublin's workforce and its leaders is a primary focus of the City Manager.
In addition, over the last five years, Council has invested in Leader Development and Career
Development in the "Employee Training and Development" account.
The Talent Development and Training Program drives a culture of learning and development with the
objective to maintain a sustainable workforce that aligns with the City's service based growth strategy.
In 2020, the direction of the program focused on eLearning training available on the Cornerstone
Learning platform while providing training to fill perceived gaps in much needed skill sets. It is our intent
to continue leveraging the Korn Ferry Competency Model for talent development, and build a solid
learning management program to move the needle in the future.
The City's training budget is sustained by five accounts, which support four Learning categories. Two
training accounts, Travel & Training and Memberships & Subscriptions are dispersed to departments
according to need. The remaining three accounts are managed by the Human Resource Director,
Employee Training & Development, Tuition Reimbursement, and Risk Management & Safety Programs.
Those accounts are depicted in charts below which shows how those accounts are allocated by budget
account.
Employee Training & Development (701206) — This is a centralized account managed by the
Talent Development and Training Manager in the Human Resources Division and is used citywide. This
account provides for skills gap training, compliance training, and management & leadership development
training. While these training funds support a multitude of training opportunities for all employees, we
have focused our efforts in the last few years on three tiers of employees for future development; those
that have identified by themselves or by their supervisors as having high potential or interest for higher
level positions within the City, frontline supervisors and director level employee.
The City of Dublin's talent development and training plan is a professional, all-inclusive training program
designed to focus on individual development while embracing the core values of the City of Dublin. It
is the driving factor in maintaining a culture of learning and development with the objective to maintain
a sustainable workforce that aligns with the City's service based growth strategy.
The City's training & development program is multi -faceted and provides opportunities to our employees,
which fall into four major categories of learning. Those four categories are:
I. Foundational & Required Training: Onboarding training, City specific required training,
Compliance training and safety programs
II. Core & Professional Skill Development: Career field specific training required and provided by
departments, accreditations and certification continuing education and training, and gap training
provided by external educational vendors
III. Management Development: Employee management, City specific processes and services, City
polices and guidelines, and quarterly huddles with City Manager
IIII. Leadership Development: Leadership Certification Program (high potential employees, frontline
supervisors and directors), senior leadership executive coaching, Korn Ferry Voices 360 assessments,
and external leadership and professional development programs .
The below chart shows the City's Employee Training & Development budget from 2016-2020 trending
up each year. The columns show the revised budget amounts for 2016-2020, actual expenditures for
each year, and outstanding encumbrances for 2020 as of August 3, 2020.
Human Resources 138 11/09/20
Office of the City Manager / Human Resources
250,000.00 —
200,000.00 —
150,000.00 —
100,000.00 —
50,000.00 —
0.00
20.
Employee Training & Development
-17 2015 2019
& D Budget (701206) ■Actual
The following is a representative sample of some of the citywide programs and training opportunities
supported by this funding.
Training Partnerships & Training Resources: Cornerstone OnDemand, Ohio University Voinovich
Leadership and Public Affairs, Franklin University, The Computer Workshop, New Horizons, Management
Advancement for the Public Services (MAPS), Citywide Training & Development, Training Marbles,
Strategic HR Advisors, Ohio Local Technical Assistance Program (LTAP), Korn Ferry, Matrix Psychological
Services, TechGuard Security LLC and Cornerstone.
Employee Talent & Development Resources: Ethics training, cyber -security e -learning, Microsoft
products (Excel, Word, PowerPoint, Adobe Illustrator); personal improvement classes (conflict
management, stress in the workplace, self -development workshops, emotional intelligence), and
technical writing, resiliency training, Lean Six Sigma, project management and lunch & learns events.
The Cornerstone OnDemand Learning platform and theTalent Development webpage on DubNet
provides information regarding learning opportunities to our employees at:
http://dubnet.dublinohiousa.aov/talent-development-training/
Tuition Reimbursement (701207)- This is a centralized account managed by the Talent
Development and Training Manager within the Human Resources Division and is used citywide.
This program provides funding to employee to seek higher education in a degree -producing program
provided the program is job related and beneficial to the City. All employees serving in Full -Time
Permanent positions are eligible.
Maximum reimbursement per calendar year: Non-union staff = $3,000, USW= $3,000, FOP/OLC=
3,750, and, FOP Lodge 9 = $3,750
Courses of instruction eligible for reimbursement: Courses necessary for job-related degree
programs or courses of study not necessarily within a job-related degree program but which are still
job-related. In addition, only coursework provided by a recognized and accredited institution is eligible.
Human Resources 139 11/09/20
Office of the City Manager / Human Resources
The below chart shows the City's Tuition Reimbursement budget from 2016-2020 trending down each
year. The columns show the revised budget amounts for 2016-2020, actual expenditures for each year,
and outstanding encumbrances for 2020. The 2020 actual expenditure data used in the chart is as of
July 31, 2020. Tuition Reimbursement often cross into the next calendar year due to the winter semester
ending in late in the year.
70,000.00
rauuruur
50,000.00
40,000.00
30,000.00
20,000.00
10,000.00
no
2016
Tuition Reimbursement
11
2017
2018
2019
■Tuition Reimbursement Budget (701207) ■Actual
Note: Employee Utilization 2016 = 8, 2017 = 7, 2018 = 7, 2019= 11 and 2020= 14.
2020
Partnerships that provide incentives to city employees: In addition to this Tuition
Reimbursement Program, we do have partners, at no cost to the City, who provide incentives for City
of Dublin employees to attend their institutions. They include:
Franklin University- 20% tuition discount, free textbooks, no tuition deferment fee for all
employees (Full-time, Part-time and Seasonal workers) regardless of the degree program.
Ohio University College of Business - $5,000.00 tuition discount on their Masters of
Business Administration program
Risk Management Safety Programs (751005) - This is a centralized account managed by the Risk
Manager/Safety Administrator within the Human Resources Division and is used citywide.
Safety and Risk Management programs/materials that are conducted and/or facilitated by Risk
Management include OSHA required compliance training adopted by PERRP (Public Employer Risk
Reduction Program) such as blood borne pathogen safety, emergency plan/fire prevention, employee
drug free workplace, fire extinguisher training, forklift training & certification, hazard communication,
hearing conservation, electrical safety, lock out/tag out and PPE. Additional training includes use of city
vehicle, bucket truck training, defensive driving classes, chainsaw training, CPR/AED training, preparing
for active intruder shooter incident, work zone training, and workers compensation review. Employee
safety incentives, audiometric testing, biological/environmental testing, Hepatitis vaccinations, and other
employee safety services are also budgeted in this account.
A new Incident Management software application is budgeted for Risk Management that which will
integrate with Kronos and enables the City to proactively uncover issues and improve safety performance
and regulatory compliance. Using configurable SmartForms and interactive dashboards, managers can
complete accident investigations, analyze data to reveal gaps in compliance, identify trends, and lessen
the chance of future incidents.
Human Resources 140 11/09/20
Office of the City Manager / Human Resources
The City also uses grant funding from the City's joint self-insurance pool (CORMA) to cover expenses for
several other loss control/safety programs throughout the year. Classes are designed to reduce risk for
Employment Practices/Public Employer/Police Liability exposures. Risk Management also facilitates many
safety courses at the BWC Division of Safety and Hygiene Training center and BWC Safety Congress.
The below chart shows the City's Risk Management/Safety Programs budget from 2016-2020 trending
up each year. The columns show the revised budget amounts for 2016-200, actual expenditures for
each year, and outstanding encumbrances for 2020. The 2020 actual expenditure data used in the
chart is as of August 3, 2020. There may be other expenditures remaining that have not yet been
encumbered.
Note: Actual expenditures in 2017 were lower than budget due to the City selecting a lower cost Lock-
out/Tag-out software solution. This software was not previously available at the greatly reduced pricing.
30,000.00
25,000.00
20,000.00
15,000.00
10,000.00
5,000.00 —
0.00
2016
Risk Management/Safety Programs
2017 2015 2019 2020
■ Risk Management/Safety Programs (701005) ■Actual
Human Resources 141 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
142
Office of the City Manager / Communications and Public Information
Communications and Public Information serves as the full service communication counseling, in-house marketing
and creative agency for 25+ City departments/divisions. Community Relations' primary functions are communications,
media relations, social/digital media, brand alignment, multi -media productions, public affairs and engagement with
employees, residents, key stakeholders and other priority audiences.
OBJECTIVES AND ACTIVITIES
• Produce and manage eight digital properties/websites: City of Dublin, DubNet, Dublin Irish Festival,
Bridge Street District, Economic Development, Dublin Reality Check, and ICF Global Institute.
• Manage social media platforms through strategic messaging, images, video, Amazon Alexa daily
updates, 24/7 monitoring, measurement, analysis and optimization.
• Support HR with the City's employee communications, engagement and recognition programs.
• Manage a proactive media relations strategy that is fueled by city-wide opportunities and issues and
supported by key relationships, a robust online newsroom and proactive social media efforts.
• Incorporate video production and messaging into city-wide strategic communication efforts; manage and
produce weekly feature and informational videos on published through social media, Vimeo and YouTube.
Content includes short video features, creative public service announcements, Why Dublin? Business
features and drone videography. Also live stream City Council meetings throughout the year.
• Support economic development focused marketing strategies and media buying aligned with regional
efforts to attract, retain and grow business in Dublin and attract workforce talent.
• Manage and optimize brand alignment to create consistent, relevant, and distinctive representations of the
City through visual identity, messaging, marketing, tone, and personnel.
• Support Dublin and Washington Township public safety efforts and initiatives through emergency and
critical incident response as well as media and public information management; NIMS certified.
• Conduct, analyze, and promote public opinion, citizen satisfaction, and benchmarking surveys.
• Coordinate the Neighborhood Leadership Meeting.
• Leverage the international platform of the Memorial Tournament to enhance relationships with local and
global key stakeholders including media, elected officials, community leaders, and international delegates
to advance economic development, relationship building, and community recognition efforts.
• Supports the City's efforts with the DCVB, Chamber, Schools, DAC, HDBA, Downtown Dublin Alliance as
well as Experience Columbus, Columbus 2020, ODOT, DriveOhio and MORK to market Dublin and elevate
awareness of our significance in the region.
• Research and prepare columns, speeches, and talking points for City Manager, Directors and other key
officials.
• Manage, produce, and coordinate informational and media recognition/marketing events including State of
the City Address.
PERSONNEL DATA
POSITION TITLE
Director, Communications
Public Affairs Officer
Public Information Officer
Multimedia Communicatior
Digital & Brand Manager
Digital & Graphic Designer
Administrative Support 3
TOTAL
& Public Information
Specialist
PART-TIME/SEASONAL STAFF
Communication Interns
TOTAL
NOTES AND ADJUSTMENTS:
OCM / CPI 143
2020 2021
CURRENT NUMBER ADOPTED
1 1
1 1
2 2
1 1
8 8
2 2
2 2
11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
10 City Manager
Communications and Public Information
Personal Services
701101 Full Time Salaries/Wages
633,777
699,285
699,285
678,570
701103 Overtime Wages
4,702
4,500
4,500
4,500
701104 Other Wages
12,431
30,000
30,000
30,000
701201 Employee Benefits
276,347
317,995
317,995
326,775
701204 Uniforms and Clothing
350
800
800
800
702000 Training/Travel
12,041
15,250
15,250
7,625
703100 Meeting Expenses
4,425
3,500
3,500
3,500
Personal Services Total:
944,072
1,071,330
1,071,330
1,051,770
Contractual Services
713004 Other Professional Services
329,533
413,300
564,285
383,300
713005 Misc. Contract. Serv.
16,153
27,220
40,220
35,220
715001 Communications
51
500
500
500
715002 Advertising
102,597
84,000
104,000
84,000
715003 Printing and Reproductions
11,747
15,000
15,900
15,000
716000 Memberships/Subscriptions
4,116
5,700
5,700
6,620
Contractual Services Total:
464,197
545,720
730,605
524,640
Supplies
721001 Office Supplies
2,759
3,000
3,151
3,000
721002 Operating Supplies
415
1,000
1,000
1,000
724003 Equipment Maintenance
0
500
500
500
Supplies Total:
3,174
4,500
4,651
4,500
Capital Outlay
734002 Tools
6,829
2,500
2,500
2,500
Capital Outlay Total:
6,829
2,500
2,500
2,500
Other Charges and Ex
751003 Special Projects/Programs
292,658
341,625
329,629
341,625
751012 Promotional Programs
8,792
10,000
12,850
10,000
Other Charges and Ex Total:
301,450
351,625
342,479
351,625
City Manager Total:
1,719,721
1,975,675
2,151,565
1,935,035
General Fund Total:
1,719,721
1,975,675
2,151,565
1,935,035
144
Office of the City Manager / Communications and Public Information
10110130
Account 701101 provides funding for staffing reflected under Personnel Data.
Account 701103 provides funding of overtime for events, meetings and special projects.
Account 701104 other wages provides funding for interns.
Account 701204 provides funding for branded tee shirts and items for the employee 410
communication/engagement team.
Account 702000 provides funding for staff professional development.
Account 703100 provides funding for professional association meetings, business engagement
meetings, City employee engagement communication meetings.
Account 715001 provides funding for courier services.
Account 713004 includes funding for brand management, social media consulting, photography,
videography — creative, production, graphic design, social media strategy, survey data analysis
and integration, Dublin Life magazine and special inserts.
Account 713005 includes funding for video/photo hosting, Alexa/Google Home fees, eNews
hosting, Zencity, webpage enhancements, web security, Apple license, media analytics and
measurements.
Account 715002 provides funding for citywide local and national marketing and advertising
through traditional, digital and social media.
Account 715003 provides funding for printing, marketing materials, survey report, postcards and
brochures.
Account 716000 provides funding for professional association memberships, newspapers, AP style
guide and award entries.
Account 721001 provides funding for office supplies.
Account 721002 provides funding for operating supplies.
Account 734002 provides funding for equipment maintenance.
Account 751003 includes funding for the State of the City address and reception, Legends
Championship Luncheon, Leaderboard Breakfast, Safe Ride Programs, social media campaigns,
Fore! Miler sponsorship, Memorial Tournament activities including hospitality villa, catering, badge
package, and media promotions.
Account 751012 includes funding for promotional items and the Dublin merchandise on-line store
maintenance fees.
OCM / CPI 145 11/09/20
Office of the City Manager / Communications and Public Information
248.3K - 513K 17.1 K
Minutes Viewed l -Minute Video Yews 13econd Video Views Engagement
Minutes Viewed
Janl,2019 Jurel
sono
248,2]1 Minutest, %r. w
aw
61
sal
3.1 K
Net Followers
as398% from Orevmus 5s7 days
6 f4 ew art
See huw your prevent we es of save
are
performing
orl
93%
Paid •
6.95%
Poafed
80.8%
Crouporded
0%
She," ass
19.2%
Followers missile
--
Non Followers missile
--
Live missile
Video missile
.la wsr. wash wyseta assets wgmta wmta oxmd Fee a. Mans. ..n semi
I as
74.4K - 186.8K 4.5K 1.1K
Minutes Viewed 14slinute Video Views 3- Second Video Views Engagement Net Followers
-..as from Prnldn l n l days - wa.9a% fuels previous 181 days w... from previou a l n l tlays as el]% from previous 181 tlays
Minutes Viewed
74,380 Minutes Viewed
4 tie
Kno
25a
I.iK
eaa
a
6 !how 69
sea how your einarml types of paara
are
peslormin9
Organic
91.3%
Pall •
6.69%
Posted
61.6%
Croasposted
0%
Shared as
16.1%
Following missile
--
Nan Followers
--
ave
VMeo
lase Feea seat weer as pin arae away, as ro anap
OCM / CPI 146 11/09/20
Office of the City Manager / Communications and Public Information
Q Top Videos M Top Pages
Video
Date Added
Minutes Viewed 1
I sioute Vidd.Vlewe
3-Se[entl Video Views
Synodal
t
--
05/28/2020 4:58 PM
19.31K
780
4.2K
192
gp
+ cry or Dublin
+_ City of Dublin, Ohio
—
Dublin Ohio USA -...
oe/z3lzDislie M
111.BK
303
1.2K
3
_C of Confir
a'Dububm, onio-_
—
—
06/0812020 11:42 AM
7.3K
546
3.2K
41
i"-
.. cnr Dnbim...
-in
•.. City of Dublin, onio
4,5K
D
1.3K
6
I r
`�
_C 1 Dublin,
06/22/20203:13 PM
B.BK
445
22-9K
C
.r iry or Dublin...
'"
Ohio OUE
•.x City or lin, -...
4.3K
0
592
-
Dublin. Ohio, U3A_.
04/03/202011:45 AM
11i
1.6K
11K
640
% City of Dublin.
_ Cilyol Dublin.Ohio-...
3.4K
0
10.9K
82
Q Top Videos M Top Pages
warn
Dae Added
Minutes Viewed a
1 minute Video View:
3 -second Video Views
Engagement
t
Dublin News in :9...
02/16/2019143 PM
5.6K
0
13.3K
584
gp
Ciq of Dublin
i City or Dublin. Oho-_
—
PudestNnt/BIl l...
05/20/20185:11 PM
4,9K
0
14.1K
361
_C of Confir
1l, city or Dubiin. Ohlo
i"-
Winter 2019
01/23/30196:24 PM
4,5K
D
1.3K
6
I r
`�
_C 1 Dublin,
11, City or Oublln. OMa
04/25/2019315 PM
4.3K
0
592
2
e air nr'ubia,-.
ru cnv or Dublin, onto -...
Dublin News in A..,
01104/2019 3:38 PM
3.4K
0
10.9K
82
90
_cur of'ubrn,..
_ an if Dualm. ooln-..
—
OCM / CPI 147 11/09/20
Office of the City Manager / Communications and Public Information
Y)uTubeVldeo. January 1- June 30, 2020
People watched your videos 19,051 times during the dates
you selected
Views Watch time (hours) seosemoers
19.1K 1.5K +198
U ■o
900
600
300
0
0 Eno ■ ■ ■ ■ ■■ ■ ■■ ■ ■ ■■■ o
Jan 1, 20... Jan 31, 2020 Mar 1, 2020 Apr1,2020 May 1, 2020 May 31, 2020 Jun 30,2..,
SEE MORE
Y)uTubeVldeo. January 1- June 30, 2019
People watched your videos 3,187 times during the dates you
selected
Watch time (hours) Subscribers
3.2K 420.2 +26
a O O 0 ■ O
Jan 1, 20... Jan 31, 2019
SEE MORE
Mar 2, 2019 Apr 1, 2019 May 1, 2019 May 31,2019 Jun 3q 2...
OCM / CPI 148 11/09/20
120
00
40
0
0 0
■o■
o
■
■0
Mar 2, 2019 Apr 1, 2019 May 1, 2019 May 31,2019 Jun 3q 2...
OCM / CPI 148 11/09/20
Office of the City Manager / Communications and Public Information
1)uTubeTop 5 Videos: Jarxaaly 1- June 30, 2020
Your top videos in this period
1
Dublin Recreation Center Reopens with Safely Measures
Jun 4, 2020
2IDublin,
DAlO, USA: We Will Be Together Again
APF 3, 2020
3
Dublin News Now: Q 8 A with on Ben Bring
Mar 27, 2020
4
Haw to Make NaKnead'Bread
May 11.202D
5
Abbey Theater to Premiere Virtual Musical
May21,2020
�f 1W6
Dublin City Council Meaning "Monday, February ary 22019
1)uTubeTop 5 Vfdeos: Jarxaaly 1- June 30, 2019
Feb 25, 2019
Your top videos in this period
OCM / CPI 149
Avera9e.aew
duration views
2:28 (766%) 1,674
3:06 (78.4%) 865
335 (598%) 819
0:39 (36.3%) 608
135 (479%) 449
Average view
1
State of the City -Thursday, March 14, 2019
10:39 (16.1%)
Mar 14, 2019
16
2
Dublin Police
Jul ], 2017
3
Dublin City Council Meaning "Monday, February ary 22019
Feb 25, 2019
4 Aiiiiill
Dublin Police Department -Police Navidad
DecMGM zo, 201 ]
5Dublin
City Council- Monday, April 22,2019
Apr 22, 2019
OCM / CPI 149
Avera9e.aew
duration views
2:28 (766%) 1,674
3:06 (78.4%) 865
335 (598%) 819
0:39 (36.3%) 608
135 (479%) 449
Average view
duration
Views
10:39 (16.1%)
246
2:31 (54.2%) 192
15:00 (15.9%) 176
0:37 (993%) 159
11:08 (82%) 151
11/09/20
Office of the City Manager / Communications and Public Information
V n-eo Video. Jarxaaly 1- June 30, 2020
Analytics Dashboard
Flhor by auto-- Aer.ne.n Flit...- .^.Lsst unal O minae NP
1.9M 46K 15K 68%
C Impble9ana .I.'- R Fntl CA J. N Will
Q Mattviewa W cfry
Dublin, Ohio, United States: 19,058 views
Ylev"..'an,
® Most views W Mvlw
Phone: 26,139 views
tee.... -I.,.,
Tmal tine wa[ahed
`I L-11 I rl C-11 `I
V n-eo Video. Ja iiii 1- June 30, 2019
Analytics Dashboard
Q
elle cm
Dublin, Ohio, United States: 19,869 views
Fate, by:l cumm- Ad,. dFit--
g
®
Q
C Impressions . News
oeaMae:Ibbi
WAlPP.
t T,eat.iewa 1,790 views
aviewa
Ave,ape[imepxview
®
0
2
5
Y
V n-eo Video. Ja iiii 1- June 30, 2019
Analytics Dashboard
Q
elle cm
Dublin, Ohio, United States: 19,869 views
Fate, by:l cumm- Ad,. dFit--
p Loot untea: a mill
2.6M 45K
11K 66%
C Impressions . News
R Will *Avg. % Watched
OCM / CPI 150 11/09/20
elle cm
Dublin, Ohio, United States: 19,869 views
Met it. "deNce
®
0
Desktop: 22,150 views
®
Y
Phan.: Tall
wAppc:
wwd.,n .opr„
19,031 views 3,371 .1ewa
17vlewa
TWal time winched
Average toe per view
3
5, i 5, 3 l 2 2,
1_., .-,.- ,
OCM / CPI 150 11/09/20
Office of the City Manager / Communications and Public Information
V n-eo Top 5 Videos: January 1- June 30, 2020
► Most views
Opening Seem Dublin's Pa...
5,695 views
Time lapse - Dublin Pedest,..
5,024 views
DCRC Si Quids - Ose...
2,507 views
View repon .
Riverside Creasing Park - E...
1,623 views
V n-eo Top 5 Videos: January 1- June 30, 2019
► Most views view repon
F" -
Riverside Creasing Park - E... Dublin News in :gg - New A.. Tim lapse - Dublin Pedeatr... Downtown Dublin Improve...
2,482 views 1,620 views 1,280 views 1,204 views
OCM / CPI 151 11/09/20
Office of the City Manager / Communications and Public Information
Digital Media
// websites
2013
2014
2015
2016
2017
2018
2019
dublinohiousa.gov,
sessions 821,080
844,969
969,480
974,769
887,153
865,944
844,218
pageviews 2,093,339
2,052,637
2,213,397
2,173,537 1,978,280
1,881,248
1,859,801
2013
2014
2015
2016
2017
2018
2019
dublinirlshilestivaLorg
sessions 320,946
292,935
225,575
216,250
231,793
215,017
218,617
pageviews 965,911
841,125
612,965
599,275
640,155
730,962
654,315
2013
2014
2015
2016
2017
2018
2019
bridgestreet.dubllnohlousa.gov
sessions NA
NA
31 A95
51,609
48,841
70,429
61,254
pageviews -1A
NA
98,640
143,329
120,549
150,442
109,776
2013
2014
2015
2016
2017
2018
2019
dubnet.dublinohiousili
sessions NA
NA
86,722
85,657
70,334
63,254
61,143
pageviews 'A
NA
310,466
187,633
146,747
131,938
131,639
2013
2014
2015
2016
2017
2018
2019
econdevdublinohiousa.gov
sessions A
NA
NA
19,936
20,703
16,502
19,454
pageviews
..-,
NA
40,274
36,806
30,453
36,122
Sessions = period time a user is actively engaged with your website, app, etc.
Pageviews = total number of pages viewed.
Social Media -Followers/Likes
2013
2014
2015
2016
2017
2018
2019
Facebook 6,844
7,918
9,741
12,572
14,720
16,637
18,302
Twitter 7,658
9,206
11,135
12,755
14,154
15,112
15,527
Unkedln 424
784
1,209
1,486
2,094
2,917
3,431
Instagram 717
1,400
2,470
3,833
5,445
7,704
9,220
NeJddoor NA
1,611
5,326
8,549
11,775
14,582
15,902
// eNews
Audience
2013 2014 2015 2016 2017
4,522 4,781 6,762
2018 2019
8,975 9,743
202V January -June
464,334
984,668
2020* January -June
33,139
72,624
2020* January -June
37,746
55,967
2020* January -June
26,762
54,749
2020* January -June
7,762
13,686
2020*January -June
19,870
16,758
5,430
13,858
18,780
2020* January -June
9,982
OCM / CPI 152 11/09/20
Legal Services
The Law Director provides legal representation to City Council, the City Manager, the
administrative departments and various Boards and Commissions. The Law Director is appointed
by the City Manager with the approval of City Council. Currently this position is filled on a
contractual basis.
Periodically, other legal counsel is retained for specialized problems or legal work. The Law
Director and the Law Director's staff provide many services including attending all designated
public meetings and staff meetings; drafting ordinances, resolutions and legal memoranda;
handling planning/zoning/land use matters, including attendance at all Planning and Zoning
Commission meetings; leading the right-of-way acquisition process, including representing the
City in any eminent domain litigation; representing the City in all administrative hearings and
general litigation; drafting and negotiating contracts, including contracts for special events such
as St. Patrick's Day, Fourth of July and the Irish Festival; prosecuting code enforcement violations;
handling annexation matters; assisting staff in responding to public records requests;
representing the City in labor and employment matters; representing the City in construction
matters; drafting policies and assisting in drafting administrative orders and advising City officials
and employees on day-to-day matters. Prosecutorial services include prosecuting all cases in
Dublin Mayor's Court and Franklin County Municipal Court. The Law Department also works closely
with various governmental entities, including the Franklin County Prosecutor's Office, the State
Auditor, the State Attorney General's office, the Ohio Department of Transportation, and the
Franklin County Board of Public Health.
ORIECTIVES AND ACTIVITIES
• To provide top quality legal counsel in accordance with the contract.
PERSONNEL DATA
2020
2021
POSITION TITLE
CURRENT NUMBER
ADOPTED
Director of Law *
1
1
Assistant Director of Law *
2
2
TOTAL
3
3
NOTES AND ADJUSTMENTS:
* These positions are contracted and not considered employees of the City. Numerous
associates within the firm of Frost Brown Todd LLC work under the direction of the Director of
Law to provide legal counsel for the City.
Legal Services 153 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
10 City Manager
Legal Services
Contractual Services
713002 Legal Services
962,859
1,000,000
1,105,322
1,000,000
713003 Other Legal Services
394,052
575,000
709,093
575,000
713004 Other Professional Services
209,683
375,000
425,927
375,000
Contractual Services Total:
City Manager Total:
General Fund Total:
154
1,566,594 1,950,000 2,240,342 1,950,000
1,566,594 1,950,000 2,240,342 1,950,000
1,566,594 1,950,000 2,240,342 1,950,000
Legal Services
BUDGET SUMMARY:
10110140
• Account 713002 is used to pay for general services provided by the Director of Law,
including Mayor's Court. The budget is based on the contract authorized by City Council.
• Account 713003 provides funding for special legal services provided by the Director of
Law (i.e. labor negotiations and telecommunications, roadway projects, and litigation).
• Account 713004 includes funds for services related to economic development and other
outside legal services as needed.
Legal Services 155 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
156
■
Deputy City Manager / Chief Finance and Development Officer
Finance / Fiscal Administration
The Director of Finance assists the City Manager in the preparation and administration of the operating
budget, the capital improvements program, and is responsible for the administration of the City's debt
and the various economic development and tax increment financing agreements. Responsibilities also
include maintaining the financial records of the City including: recording all receipts and expenditures,
processing the City's payroll, maintaining capital asset records, internally examining and auditing
accounts of the various departments and preparation of the City's Comprehensive Annual Financial
Report (CAFR). The Director of Finance also has administrative authority over Taxation and Fiscal
Administration.
OBJECTIVES AND ACTIVITIES
• To help maintain a fiscally sound government and to conform to regulations by improving
methods for financial planning and capital improvement planning.
• To provide assistance to the City Manager in the preparation and administration of the City's
operating and capital budgets.
• To update, on an annual basis, the costs of all services provided by the City and to compare
and evaluate the service cost with the service revenue.
• Maintain the financial records, ensure compliance with economic development commitments,
and allocate funds in accordance with the applicable agreements for the City's various Tax
Increment Financing Districts.
• To administer the City's debt financing function with the goal of maintaining the AAA rating
from Fitch Ratings and Standard and Poor's and Aaa rating from Moody's Investors Service.
• To develop, implement and administer the City's procurement functions
• To receive the Distinguished Budget Presentation Award for the Operating Budget.
• To receive the Certificate of Achievement for Excellence in Financial Reporting for the City's
CAFR.
• To receive the Award for Outstanding Achievement in Popular Financial Reporting for the City's
PAFR.
• To safe -keep and invest City monies in a manner consistent with the Ohio Revised Code and
the City's investment policy. To maintain accountability for the City's capital assets.
PERSONNEL DATA
POSITION TITLE
Director of Finance
Deputy Director of Finance
Chief Accountant
Budget Manager
Financial Analyst
Payroll Specialist
Accountant
Senior Accounting Specialist
Accounting Specialist
Administrative Support 3
TOTAL
NOTES & ADJUSTMENTS:
2020 2021
CURRENT NUMBER ADOPTED
1 1
2
2
2
1
1
12
12
Finance 157 11/09/20
2021 Operating Budget - City of Dublin, Ohio
Personal Services
Total:
2019
2020
2020
2021
Contractual Services
Actual
Budget
Revised Budget
Department
Accounting/Auditing Services
1,410
11,200
11,200
11,200
Budget
101 General Fund
974
21,000
21,926
21,000
713005
20 Finance
174,679
150,000
165,125
150,000
715001
Office of the Director
of Finance/Fiscal Administration
27,000
27,000
27,000
715002
Personal Services
4,266
5,000
5,000
5,000
715003
701101
Full Time Salaries/Wages
944,769
1,053,620
1,053,620
1,031,165
701103
Overtime Wages
4,100
6,000
6,000
6,000
701201
Employee Benefits
351,569
407,970
407,970
421,075
701204
Uniforms and Clothing
0
2,000
2,000
2,000
702000
Training/Travel
11,560
15,000
15,114
7,500
Personal Services
Total:
1,311,998
1,484,590
1,484,704
1,467,740
Contractual Services
General Fund Total:
713001
Accounting/Auditing Services
1,410
11,200
11,200
11,200
713004
Other Professional Services
974
21,000
21,926
21,000
713005
Misc. Contract. Serv.
174,679
150,000
165,125
150,000
715001
Communications
32,075
27,000
27,000
27,000
715002
Advertising
4,266
5,000
5,000
5,000
715003
Printing and Reproductions
6,500
10,000
14,056
10,000
716000
Memberships/Subscriptions
4,682
3,600
4,620
4,600
717001
Rents and Leases
11,798
15,000
16,585
15,000
Contractual Services Total:
236,385
242,800
265,512
243,800
Supplies
721001
Office Supplies
15,416
35,500
36,248
35,500
721002
Operating Supplies
5,107
3,000
5,000
3,000
721003
Coffee/Misc. Supplies
21,682
22,000
22,630
22,000
724003
Equipment Maintenance
768
500
1,000
500
728000
Office Expense
208
1,000
1,000
0
Supplies Total:
43,180
62,000
65,878
61,000
Finance Total:
1,591,563
1,789,390
1,816,094
1,772,540
General Fund Total:
1,591,563
1,789,390
1,816,094
1,772,540
158
Deputy City Manager / Chief Finance and Development Officer
Finance / Fiscal Administration
BUDGET SUMMARY:
10110210
• Account 701101 provides funding for the staffing reflected under Personnel Data.
• Account 701204 provides funding for shirts to identify staff members working the Dublin Irish
Festival to support the festival's financial operation.
• Account 713001 provides funding for the Government Finance Officers Association (GFOA)
budget award application and Comprehensive Annual Financial Report (CAFR) filing fees.
• Account 713004 provides funding for legal fees and cost disclosure filing fees.
• Account 713005 funds continuing consultation for the annual update of the Cost of Services
Study and upgrades to the software used to complete the study. It also provides funding for
custodial fees related to investment accounts, other banking fees, fees associated with the City's
purchasing card program, contractual service related to assistance in preparation of the City's
financial statements, as well as funding for the fees related to fixed assets sold on GovDeals,
an online auction provider.
• Account 715001 reflects postage expenses for City Hall.
• Account 715002 provides funding for bid notices/legal advertisements for public improvement
and construction projects; greater use of the City's website as well as use of alternative
advertising venues have reduced this cost.
• Account 715003 provides funding for the printing of the City's Annual Operating Budget, Five
Year Capital Improvements Budget, the Cost of Services Study document, and the CAFR. The
number of hard copy documents produced continues to be reduced due to an increase in
requests for electronic versions, as well as availability of posting documents on the City's
website.
• Account 716000 provides funding for memberships in professional associations including the
Municipal Finance Officers Association (MFOA), the Government Finance Officers Association
(GFOA), Association of Government Accountants (AGA), and Ohio Society of CPAs.
• Account 717001 includes funding for rental of the City Hall postage machine and water coolers.
• Account 721001 provides funding for copy paper for City Hall, blank check stock and W-2 forms,
payroll direct deposit paper, funding for letterhead stationery/envelopes, business cards, note
cards, and folders for citywide usage.
• Account 721002 provides funding for postage supplies, courier services and other miscellaneous
office supplies.
• Account 721003 provides funding for tea, coffee and related supplies to make those beverages
available to staff and visitors during meetings held in City buildings.
• Account 724003 funds the maintenance of the postage machine and taxation letter opener.
• Account 728000 provides for miscellaneous charges associated with the operation of the office.
Finance 159 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
160
Finance / Transfers / Advances
The General Fund is the general operating fund
General Fund to any other fund with approval
movement of money from one fund to another.
of the City; money can be transferred from the
of City Council. A transfer is the permanent
Operating transfers are made to the Street Maintenance and Repair Fund, the Recreation Fund,
the Safety Fund, the Cemetery Fund and the Swimming Pool Fund to supplement revenues
directly credited to those funds. Funds are transferred when their fund balance drops below the
average monthly expenditures anticipated.
Transfers to the Capital Improvements Tax Fund and other capital project funds are based on
projects identified in the City's Five -Year Capital Improvements Program (CIP). To the extent
that cash reserves become available in the General Fund, additional capital projects are
programmed in the CIP.
An advance is a temporary movement of money from one fund to another. The City has utilized
advances, for the most part, to provide initial funding for capital projects associated with the tax
increment financing (TIF) districts.
Transfers/Advances 161 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019 2020 2020 2021
Actual Budget Revised Budget Department
Budget
101 General Fund
20 Finance
Transfers/Advances
741201
Transf Exp Street Maint and Re
2,275,000
2,250,000
2,250,000
2,000,000
741225
Transf Exp Recreation
3,750,000
4,000,000
5,000,000
6,000,000
741226
Transf Exp Pool
420,000
400,000
500,000
475,000
741232
Transf Exp Hotel/Motel Tax
0
0
0
1,500,000
741241
Transf Exp Safety
12,100,000
13,500,000
13,500,000
13,500,000
741261
Transf Exp Cemetery
170,000
200,000
200,000
200,000
741262
Transf Exp Accrued Leave Reser
0
0
35,000
0
741401
Transf Exp Capital Impr Tax
0
6,500,250
2,000,000
6,000,000
741620
Transf Exp Sewer
0
0
0
150,000
742404
Adv Exp Capital Improv Const
14,000,000
0
0
0
742412
Adv Exp TIF Woerner-Temple
300,000
0
0
0
742457
Adv Exp Bridge Street
1,400,000
1,400,000
1,400,000
1,536,965
742465
Adv Exp TIF Riviera
100,000
0
0
0
742623
Adv Exp Sewer Construction
1,500,000
0
0
0
Transfers/Advances Total:
36,015,000
28,250,250
24,885,000
31,361,965
Finance Total:
36,015,000
28,250,250
24,885,000
31,361,965
General Fund
Total:
36,015,000
28,250,250
24,885,000
31,361,965
162
Finance / Miscellaneous Accounts
These are miscellaneous accounts within the General Fund which are not directly related to the
operational costs of a specific function. The functional "supervision" of these accounts is provided
by the Department of Finance.
The cost of the City's annual audit has been reflected in the Miscellaneous Accounts due to its
citywide nature.
Misc Accts 163 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
20 Finance
Miscellaneous
Contractual Services
711001 County Auditor Deductions
77
2,500
2,500
2,500
711003 Real Estate Taxes
436,647
169,000
170,630
70,000
713001 Accounting/Auditing Services
50,267
64,700
70,950
64,700
714002 Health Services
454,423
470,910
482,606
517,700
Contractual Services Total:
941,414
707,110
726,686
654,900
Other Charges and Ex
755000 Refunds
-45
10,000
10,000
10,000
Other Charges and Ex Total:
-45
10,000
10,000
10,000
Finance Total:
941,370
717,110
736,686
664,900
General Fund Total:
941,370
717,110
736,686
664,900
164
Finance/ Miscellaneous Accounts
10110290
• Account 711001 provides funding for County Auditor deductions, election expenses and
expenses related to advertising and collecting delinquencies. These fees are deducted
from the City's real estate apportionment.
• Account 711003 funds real estate taxes for properties and rights-of-way owned by the
City that are not tax-exempt based on usage, or for which property tax exemption is
pending. The amount budgeted varies widely each year based on properties acquired.
Funding is also provided for payment of reparations per Ohio Revised Code.
• Account 713001 provides funding for the City's annual audit.
• Account 755000 provides funding for unanticipated refunds.
10160290
• Account 714002 provides funding for health services under contract with the Franklin
County Board of Health (BOH), and funding for contracted mosquito spraying. Franklin
BOH fee increases are based on increases in the City's population, as well as inflationary
costs.
Misc Accts 165 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
166
Deputy City Manager / Chief Finance and Development Officer
Finance / Taxation
STATEMENT OF FUNCTIONS
The Division of Taxation is responsible for the collection of all tax revenues, performing audits,
delinquency collections, compliance projects, refunds and other duties as assigned. The City of Dublin
continues to grow and, as a mandatory filing community, the City strives to continually reduce the
number of paper forms and to use more innovative means for tax filings to achieve a higher level of
distinction in Central Ohio. Preliminary and final audits are conducted to insure that all tax obligations
have been fulfilled. The Director of Taxation works closely with businesses to guarantee proper and
timely filing, paying and processing of all tax forms.
• To operate an efficient, organized and cooperative tax office.
• To reduce the number of withholding forms printed by allowing employers access to their
applicable forms and to print them as needed (reduction in cost of printing and postage).
• Continue to add payroll providers that remit payments using ACH Credit and to upload W2
forms electronically as mandated by HB5.
• To accept payments via credit/debit cards and electronic checks through a third party provider
at no cost to the City (increase customer service and reduce delinquencies).
• To allow all Dublin residents to file electronically to reduce amount of paper received.
• To allow tax practitioners to file clients' returns and pay any tax due electronically.
• To maintain prompt processing time frames on all returns and refunds.
• To review withholding frequencies on all accounts and make necessary adjustments.
• To closely monitor progress of collection efforts through formally established delinquency
procedures.
• To monitor income tax legislation and update income tax ordinance as necessary.
• To accept payments processed through the Ohio Business Gateway and the Online Tax Tool.
• To implement electronic filing and electronic funds transfer for withholding accounts.
• To provide assistance in the administration of tax increment financing and economic
development agreements.
To scan all tax documents to enable records to be accessed quickly and efficiently at each
work- station and to cross -train Taxation staff.
PERSONNEL DATA
2020
2021
POSITION TITLE
CURRENT NUMBER
ADOPTED
Director, Taxation
1
1
Tax Manager
1
1
Corporate Tax Auditor
3
3
Auditor
1
1
TOTAL
6
6
PERMANENT PART-TIME
Accounting Specialist -Tax
1
1
Accounting Assistant
1
1
TOTAL
2
2
NOTES AND ADJUSTMENTS:
Taxation 167 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
20 Finance
Taxation
Personal Services
701101 Full Time Salaries/Wages
503,495
561,285
567,785
531,430
701103 Overtime Wages
3,241
4,000
4,000
4,000
701201 Employee Benefits
167,994
225,315
218,815
182,715
702000 Training/Travel
2,438
4,500
4,500
2,250
Personal Services Total:
677,168
795,100
795,100
720,395
Contractual Services
713004 Other Professional Services
11,765
900
9,627
900
713005 Misc. Contract. Serv.
27,574
44,600
52,170
44,600
713006 State Utility Fees City Tax
267
500
500
500
713007 State Opt - In Fess City Tax
6,770
10,000
10,000
10,000
715001 Communications
17,945
3,000
20,100
3,000
716000 Memberships/Subscriptions
557
1,345
1,544
1,345
Contractual Services Total:
64,879
60,345
93,941
60,345
Supplies
721001 Office Supplies
2,105
3,000
4,186
3,000
721004 Dublin Forms
0
2,500
12,150
2,500
724003 Equipment Maintenance
0
400
400
400
Supplies Total:
2,105
5,900
16,736
5,900
Capital Outlay
731000 Furniture/Equipment
6,414
2,000
2,000
2,000
Capital Outlay Total:
6,414
2,000
2,000
2,000
Other Charges and Ex
755000 Refunds
2,607,507
3,010,000
3,010,000
3,010,000
Other Charges and Ex Total:
2,607,507
3,010,000
3,010,000
3,010,000
Finance Total:
3,358,072
3,873,345
3,917,778
3,798,640
General Fund Total:
3,358,072
3,873,345
3,917,778
3,798,640
168
Deputy City Manager / Chief Finance and Development Officer
Finance / Taxation
BUDGET SUMMARY:
10110220
• Account 701101 provides funding for the staffing reflected in the Personnel Data.
• Account 713004 provides funding for the cost for the State of Ohio tape which is used to ensure
compliance.
• Account 713005 includes funding to utilize a third party for collection of delinquent Accounts and
research database costs.
• Accounts 713006 and 713007 provides funding to cover fees for businesses who opted -in under
the State's tax collection program.
• Account 715001 provides funding for postage, and address checking which have been moved to
the Information Technology budget. Post Office box fees remain funded by this account.
• Account 721004 funds letters with Personal URLs that are sent to filers to direct them to their own
site via the online tax tool to reduce the number of paper returns received; thus reducing the
manpower necessary to ensure the returns are truly "Dublin" returns. Non -payroll service provider
withholding Accounts will receive a letter with a Personal URL instead of a booklet that will allow
them to print forms with their Dublin identification as needed and will identify them as "active"
Accounts thereby reducing the City's accepting dollars for Accounts with Dublin mailing address but
not physically located in Dublin.
• Account 755000 provides funding for income tax refunds.
10180220
Account 731000 provides funding for small office equipment.
Taxation 169 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
170
Office of the Deputy City Manager/Chief Operating Officer
The Deputy City Manager/Chief Operating Officer provides direction and oversight for:
• The Department of Public Works consisting of the Divisions of Street & Utilities Operations,
Engineering, Facilities Management and Fleet Management.
• The Department of Parks and Recreation consisting of the Divisions of Parks and Grounds
Maintenance, Recreation Services, Community Events and Volunteer Services.
• The Infrastructure Asset Management Program.
• To provide leadership and direction to the staff within the Divisions of Street & Utilities
Operations, Engineering, Facilities Management, Fleet Management, Parks and Grounds
Maintenance, Recreation Services, Community Events, Volunteer Services and Infrastructure
Asset Management, setting departmental goals, clear customer service standards and
accountability for achieving these goals and standards.
• To develop and manage the Citywide infrastructure assets, inspection, assessment and
maintenance of those assets and manage the day-to-day service delivery.
• To manage all departmental functions and to develop and recommend policies, procedures
and program improvements.
• To ensure the City's goals and strategic objectives are reached in each of the functional areas
in an efficient, effective and responsive manner.
• To provide appropriate learning and development opportunities to employees and employee
teams.
• To provide Citywide special project support as needed.
• To provide quality service to our residents through the use and development of GoDublin
and the dedicated GoDublin Maintenance Team specifically focused on resident and Council
requests so that other teams can focus on planned work.
• To provide asset performance management to improve the reliability and availability of
physical assets while minimizing risk and operating costs; including condition monitoring,
predictive maintenance, asset integrity management, utilizing technologies such as asset
health data collection, visualization, and analytics.
• To provide front desk service at the Service Center to provide direct and friendly customer
interaction with our residents and visitors.
• To provide contract, prevailing wage, bid document, and procurement coordination with
the departments of Public Works.
Deputy City Manager/Chief Operating Officer 171 11/09/20
2020
PERSONNEL DATA
CURRENT
2021
POSITION TITLE
NUMBER
PROPOS
Director, Public Works (1)
1
0
Deputy City Manager/Chief Operating Officer (1)
0
1
Management Analyst (2)
0
1
Infrastructure Asset Manager Engineer (3)
1
0
Director, Asset Management and Support Services (3)
0
1
Director, Parks and Recreation (4)
0
1
Maintenance Crew Supervisor (5)
0
1
Maintenance Worker (6)
0
3
Engineering Technician I
1
1
Deputy City Manager/Chief Operating Officer 171 11/09/20
Administrative Support 3 (7)
1
2
Administrative Support 1 (8)
0
1
Contract and Procurement Coordinator
1
1
Landscape Architect Manager (9)
0
1
Landscape Architect (10)
0
.5
TOTAL
5.0
14.5
PART-TIME/SEASONAL STAFF
Intern
1
1
TOTAL
1
1
NOTES AND ADJUSTMENTS:
(1) Pursuant to the re -organization in 2020, the Director of Public Works position is reclassified
to the Deputy City Manager/Chief Operating Officer.
(2) New Management Analyst position is reallocated from Director of Street & Utilities Operations
vacancy.
(3) Infrastructure Asset Manager Engineer position reclassified to Director of Asset Management
and Support Services.
(4) Parks and Recreation Director position reallocated from Parks and Recreation Director's Office.
(5) One (1) Maintenance Crew Supervisor position reallocated from Parks and Recreation Office
of the Director for the GoDublin Maintenance Team.
(6) One Maintenance Worker position reallocated from Parks Maintenance and two Maintenance
Workers reallocated from Street and Utilities Operations for the GoDublin maintenance team.
(7) One Administrative Support 3 position reallocated from Parks and Recreation Director's Office.
(8) One Administrative Support 1 position is reallocated from Fleet.
(9) Landscape Architect Manager position reallocated from Parks and Recreation Director's Office.
(10) Landscape Architect position is allocated to this budget (50%), and the Hotel/Motel Tax Fund
— Public Art budget (50%).
Deputy City Manager/Chief Operating Officer 172 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
30 Public Works
Deputy City Manager - Chief Operating Officer
Personal Services
701101 Full Time Salaries/Wages
436,559
466,355
466,355
1,186,820
701103 Overtime Wages
1,103
5,000
5,000
9,500
701104 Other Wages
5,427
27,040
27,040
24,000
701201 Employee Benefits
113,629
177,420
177,420
472,100
701204 Uniforms and Clothing
160
250
250
450
702000 Training/Travel
11,782
12,575
12,575
13,005
703100 Meeting Expenses
3,542
4,600
4,600
4,600
Personal Services Total:
572,203
693,240
693,240
1,710,475
Contractual Services
713004 Other Professional Services
138
12,500
15,500
2,500
713005 Misc. Contract. Serv.
97,804
65,000
88,699
185,000
715001 Communications
27
200
200
300
716000 Memberships/Subscriptions
1,547
1,825
1,825
7,915
Contractual Services Total:
99,515
79,525
106,224
195,715
Supplies
721001 Office Supplies
889
2,000
2,352
3,500
721002 Operating Supplies
0
1,500
1,500
1,500
Supplies Total:
889
3,500
3,852
5,000
Capital Outlay
731000 Furniture/Equipment
0
1,000
1,000
1,000
Capital Outlay Total:
0
1,000
1,000
1,000
Other Charges and Ex
751003 Special Projects/Programs
0
0
0
20,000
Other Charges and Ex Total:
0
0
0
20,000
Public Works Total:
672,607
777,265
804,317
1,932,190
General Fund Total:
672,607
777,265
804,317
1,932,190
173
Office of the Deputy City Manager/Chief Operating Officer
BUDGET SUMMARY:
10110310
• Account 701101 provides funding for staffing reflected in the Personnel Data.
• Account 701103 provides for overtime funding of Administrative Support staff for meetings,
special events and other unexpected circumstances. A decrease in funding reflects the
reassigning of the Crew Supervisor position to the Parks and Grounds Maintenance budget.
• Account 701104 provides funding for one intern position tosupport the Infrastructure Asset
Management program.
• Account 701204 supports minimal funding for Landscape Architect, Landscape architect and
PPE Replacements and supplies. A decrease in funding reflects the reassigning of the Crew
Supervisor position to the Parks and Grounds Maintenance budget.
• Account 702000 provides funding for travel, training, and certification courses for staff, as
well as recertification credits for professional certifications, and staff training and
development. Additional funding is included for landscape architect position for ASLA training
and re -certifications.
• Account 703100 provides funding in meeting expenses for events such as Staff Retreats,
Public Works Week and SnowGo Day.
• Account 713004 The VHB Software allocation of $10,000 in 2019 will be rolled into Pavement
Inspection in 2020. The new, proposed pavement inspection procedure will come packaged
with pavement management software.
• Account 713005 provides funding for Misc. Contract Services for Pavement Deflection Testing
and Cores. Funding for Bridge Inspections has been reduced to a contingency amount. The
City of Dublin is participating in ODOT's Municipal Bridge Inspection program that is limited
to the next 3 years (2020, 2021, and 2022). Funding for right of way landscape
enhancements/renovations. All landscape maintenance contracts, supplemental contract
mulching and various Homeowner's Associations (HOA) contracts have been moved to the
Parks and Grounds Maintenance budget.
• Account 715001 provides funding for express mail and courier services.
• Account 716000 provides funding for professional memberships, and funding for such
memberships and renewals as NRPA and OPRA corporate and individual memberships,
Landscape Architect Manager License, Master Specs license renewal and other staff
membership and recertification. Increase due to Landscape Architect memberships and
recertification fees and CDL renewal for Crew Supervisor.
• Account 721001 provides funding for general office supplies.
• Account 721002 provides funding for operating supplies for the Inspectors including
spray paint, soil probes, tapes, lathes, etc. and other office needs.
• Account 751003 includes new funding for park dedications and Parks & Recreation events.
Funds are being included again in 2021 for CAPRA re -accreditation in 2021 that was
postponed in 2020 due to the pandemic. These costs include expenses for site visits. Also
includes funding for updates and printing for bike path maps.
10180310
• Account 731000 provides funding for office furniture, tool kits for inspectors and message
board firmware/software upgrade.
Deputy City Manager/Chief Operating Officer 174 11/09/20
Deputy City Manager / Chief Operating Officer
Public Service /Environmental/ Solid Waste Management
STATEMENT OF FUNCTIONS
The City of Dublin is a leader in the field of local government as being environmentally sensitive. To
this end, the City provides a comprehensive solid waste management program. This program provides
services to Dublin residents with an emphasis on reduction, reuse, recycling and beautification. This
program ensures the City's compliance with all solid waste management rules and regulations. All
related services are performed with the emphasis on providing the highest level of customer
satisfaction.
OBJECTIVES AND ACTIVITIES
• To deliver high quality curbside chipper/leaf pickup service.
• To continue to ensure our contracted refuse services are of the highest quality.
• To maintain good customer relations by providing quality service pickup.
• To keep storm systems free of leaf debris.
• To keep the City's right-of-way free of unsightly and unsafe vegetative debris piles.
• To perform chipper/leaf pickups in an economical efficient manner.
• To continue to inform and educate the public on the City's solid waste programs.
• To continue to increase the diversion rate from landfills by encouraging both commercial and
residential recycling.
PERSONNEL DATA 2020 2021
POSITION TITLE CURRENT NUMBER ADOPTED
Public Service Director (1)
0
.30
Director, Streets & Utilities Operations (2)
.15
0
Operations Administrator
1
1
Maintenance Crew Supervisor (3)
.30
.80
Maintenance Worker
4
4
Administrative Support 2
.60
1
TOTAL
6.05
7.1
PART-TIME/SEASONAL STAFF
Seasonal Maintenance Worker
TOTAL
NOTES AND ADJUSTMENTS:
(1) The Public Service Director position is allocated 30% to this budget, 35% to the Street Fund and
35% to Parks and Grounds Maintenance.
(2) The Director of Street & Utilities Operations position is being reallocated to Management Analyst
position in the Deputy City Manager's Office.
(3) One Maintenance Crew Supervisor position is allocated 80% to this budget, 20% to the Street
Fund.
Solid Waste Mgmt 11/09/20
175
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
30 Public Works
Environmental / Solid Waste
Personal Services
701101 Full Time Salaries/Wages
420,336
460,105
460,105
503,395
701103 Overtime Wages
43,307
40,000
40,000
40,000
701104 Other Wages
15,932
29,100
20,100
29,100
701201 Employee Benefits
220,636
248,080
248,080
295,395
701204 Uniforms and Clothing
4,377
4,395
4,395
4,395
702000 Training/Travel
0
1,700
1,700
850
Personal Services Total:
704,588
783,380
774,380
873,135
Contractual Services
713005 Misc. Contract. Serv.
239
5,300
5,802
5,300
715001 Communications
0
100
100
100
715003 Printing and Reproductions
0
300
300
300
716000 Memberships/Subscriptions
468
710
710
710
Contractual Services Total:
707
6,410
6,912
6,410
Supplies
721001 Office Supplies
481
300
300
300
721002 Operating Supplies
1,769
1,740
2,112
1,740
Supplies Total:
2,250
2,040
2,412
2,040
Capital Outlay
731000 Furniture/Equipment
0
1,000
1,000
1,000
734002 Tools
0
4,125
4,125
4,125
Capital Outlay Total:
0
5,125
5,125
5,125
Other Charges and Ex
751004 Refuse Collection/Recycling
2,792,637
2,889,890
3,134,145
3,438,255
751012 Promotional Programs
605
500
500
500
Other Charges and Ex Total:
2,793,242
2,890,390
3,134,645
3,438,755
Public Works Total:
3,500,788
3,687,345
3,923,474
4,325,465
General Fund Total:
3,500,788
3,687,345
3,923,474
4,325,465
176
Deputy City Manager / Chief Operating Officer
Public Service /Environmental/ Solid Waste Management
10130340
• Account 701101 provides funding for the staffing reflected in the Personnel Data and the Notes
and Adjustments.
• Account 701104 provides funding for wages of part-time or seasonal staff.
• Account 702000 provides funding travel and training.
• Account 713005 provides funding for professional services to remove City facility hazardous
waste and street sweeper waste disposal.
• Account 721002 provides funding for operation supplies.
• Account 751004 provides funding for the City's refuse/recycling contract with Rumpke. In
addition, this Account provides funds for small facility recycling containers, dumpsters for
special events, recycling containers for events and funds to repair or replace existing residential
program containers. The increase in budget for 2021 is due to a contractual per household
per month rate increase, increase in the number of households serviced, and an increase in
recycling processing fees.
• Account 751012 provides funding for Household Hazardous Waste programs.
10180340
• Account 731000 provides funding for miscellaneous equipment and furniture.
• Account 734002 provides funding for hand tools, rakes for leaf collection, pitch forks, EZ reach
grippers, blowers and other small tools.
Solid Waste Mgmt
177
11/09/20
Deputy City Manager / Chief Operating Officer
Public Service /Environmental/ Solid Waste Management
Performance Measures:
Tons of Recvclina Material Collected Per Household
Tons of Refuse Collected per Household
Tons of Recycling Material and Refuse
Collected per Household
-
0.79 0.80 0.83 0.84 0.83 0.83
.............................. .
0.7
0.6
0.5 0.38 0.38 0.38
0.37 0.36 0.35
0.4
0.3
0.2
0.1
0
2013 2014 2015 2016 2017 2018
�Recyclirg Refuse ---...Trendline
The Solid WasteWork Unit uses both measurements above (tons of refuse and tons of recycling
collected per household) to calculate an average rate of tons collected per solid waste customer in
Dublin. The recycling rate per household remains fairly constant over the six-year span at around 0.37
tons/household. The refuse rate has slowly increased starting in 2013 from .79 to .83 in 2018. Overall,
the City of Dublin is experiencing fairly steady recycling tonnages over the six year period with slight
increases in refuse tonnages.
Solid Waste Mgmt
178
11/09/20
Deputy City Manager / Chief Operating Officer
Public Service /Environmental/ Solid Waste Management
Performance Measures:
City Diversion Rate (% per Year)
City Diversion Rat
60%
50/o
u 49% 48% 48% 47% 49% 49%
40%
30%
20%
10%
0%
2013 2014 2015 2016 2017 2018
Rete .----Trendline
Goal: To increase and maintain the City of Dublin's diversion rate above 50% annually.
The City of Dublin measures diversion rate as the amount of waste directed away from the landfill
through collection of recycling, a -waste and yard waste, which includes leaf and chipper materials.
There are economic, environmental and social benefits to increasing the City's diversion and recycling
rates including the savings from notjust the value of the recycled goods but the savings from reducing
the tipping fees of the tonnage entering the landfill.
Solid Waste Mgmt
179
11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
IEE
Deputy City Manager / Chief Operating Officer/ Engineering
STATEMENT OF FUNCTIONS
Engineering provides services such as design review, street and bridge design and construction, surveying,
construction inspection, design, operation and maintenance of water distribution, storm and sanitary sewers,
flood plain, retention and detention basins, management of capital improvement projects and consultation
on proposed projects to various City departments. The City Engineer is responsible for ensuring engineering
standards and guidelines are followed for all work in the public rights-of-way and easements. This function
reviews the engineering aspects of all development projects. The City Engineer provides advice and
information to City Council, the Planning and Zoning Commission and task forces when convened for special
initiatives/projects.
OBJECTIVES AND ACTIVITIES
• To establish design standards for City transportation and utility infrastructure including sanitary and
storm sewers, water lines, manholes, streets, curb and gutters, sidewalks, shared -use paths, flood
plain and ponds.
• To manage City infrastructure by establishing maintenance programs for sanitary and storm sewers,
water lines, manholes, flood plain and ponds.
• To manage the design and construction of transportation and utility capital improvement projects.
• To ensure comprehensive, timely review of engineering plans and reports for capital improvement
projects, subdivisions and development related projects.
• To coordinate with other governmental agencies in regards to pursuing federal and state grants,
storm and sanitary sewer, water distribution and other applicable issues.
• To manage the comprehensive stormwater maintenance and improvement programs.
PERSONNEL DATA
2020
2021
POSITION TITLE
CURRENT NUMBER
ADOPTED
Director, Engineering (1)
1
.6
Deputy Director (2)
0
1.3
Engineering Manager (2)(3)
2
0
Senior Civil Engineer (2)
2.3
2
Civil Engineer II (4)(5)
6
3
Construction Manager (5)
0
1
Engineering Technician I (6)
1.5
1.5
Engineering Technician II
2
2
Operations Administrator (7)
0
.3
Electrical Worker (8)
4
0
Engineering Project Inspector (9)
4.5
4.5
Administrative Support 2 (10)
2
.5
TOTAL
25.3
16.7
PART-TIME/SEASONAL STAFF
Interns
2
2
TOTAL
2
2
NOTES AND ADJUSTMENTS:
(1) The Director of Engineering position is allocated 60% to this budget, 20% to the Water Fund, and 20%
to the Sewer Fund.
Engineering 11/09/20
181
(2) A Senior Civil Engineer position and an Engineering Manager position are being is being reallocated to
Deputy Director positions. One Deputy Director position is allocated 100% to Engineering, and One Deputy
Director position is allocated 50% to the Sewer Fund, 30% to Engineering in the General Fund and 20% to
the Water Fund.
(3) An Engineering Manager position is being reallocated to the Deputy Director position in the
Transportation & Mobility Division.
(4) Two Civil Engineer II positions are being reallocated to the Transportation & Mobility Division.
(5) One Civil Engineer II position is being reallocated to the Construction Manager position.
(6) An Engineering Technician I is allocated 50% to this budget and 50% to the Water Fund.
(7) An Operations Administrator is allocated 30% to this budget, 20% to the Water Fund and 50% to the
Sewer Fund.
(8) Four Electrical Workers are being reallocated to the Transportation & Mobility Division.
(9) One Engineering Project Inspector position is allocated 50% to this budget and 50% to the Water
Fund.
(10) One Administrative Support 2 is being reallocated to the Transportation & Mobility Division. One
Administrative Support 2 position is allocated 30% to the Sewer Fund, 50% to Engineering in the General
Fund and 20% to the Water Fund.
Engineering 11/09/20
182
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
30 Public Works
Engineering
Personal Services
701101 Full Time Salaries/Wages
1,898,809
2,068,490
2,068,490
1,414,060
701103 Overtime Wages
38,078
68,000
68,000
58,000
701104 Other Wages
12,573
17,000
17,000
17,000
701201 Employee Benefits
841,944
985,840
985,840
690,695
701204 Uniforms and Clothing
5,302
7,500
8,030
3,350
702000 Training/Travel
22,815
30,000
29,970
7,675
703100 Meeting Expenses
999
1,200
1,200
1,010
Personal Services Total:
2,820,520
3,178,030
3,178,530
2,191,790
Contractual Services
712002 Eng. Inspection Services
43,103
200,000
263,722
200,000
712003 Plan Review
2,901
5,000
5,999
20,000
713004 Other Professional Services
346,825
787,160
1,352,976
513,460
715001 Communications
16
3,000
3,000
2,150
715003 Printing and Reproductions
1,631
3,000
3,000
3,000
716000 Memberships/Subscriptions
3,979
4,820
4,820
2,660
Contractual Services Total:
398,455
1,002,980
1,633,517
741,270
Supplies
721001 Office Supplies
4,354
7,000
8,419
4,900
721002 Operating Supplies
7,300
5,830
5,830
4,080
Supplies Total:
11,654
12,830
14,249
8,980
Capital Outlay
731000 Furniture/Equipment
0
20,000
20,000
5,000
Capital Outlay Total:
0
20,000
20,000
5,000
Public Works Total:
3,230,629
4,213,840
4,846,296
2,947,040
General Fund Total:
3,230,629
4,213,840
4,846,296
2,947,040
183
Deputy City Manager / Chief Operating Officer/ Engineering
BUDGET SUMMARY:
10120320
• Account 701101 provides funding for staffing reflected in the Personnel Data.
• Account 701104 provides funding for part-time (Intern) staff.
• Account 701204 provides funding for safety vests, fire retardant pants and shirts, boots, rain gear
and safety glasses for field staff.
• Account 702000 provides funding for staff development training, webinars and local conferences.
• Account 703100 includes funding for group meetings sponsored by the City. Funding is included
for food, beverages and associated supplies.
• Account 712002 provides funding for inspection of construction materials by the City of Columbus
and contract inspection services.
• Account 712003 provides funding for consultant and specialized plan review.
• Account 713004 provides funding for consulting services, including surveying, the National Pollution
Discharge Elimination System (NPDES) permit fee and required public education and outreach, and
professional services associated with floodplain permit review as well as stormwater inspection
services and stormwater GIS enhancements and EBuilder training and integration with MUNIS, and
long -line pavement marking. Funding is also provided for Connected Vehicle Environmental
Expansion, as well as first year estimates for the Pedestrian Bridge programming and operations, and
Bridge Street Parking Management. Costs of traffic modeling have been moved to the Transportation
& Mobility work unit.
• Account 715001 provides funding for Fedex and Courier services.
• Account 715003 provides funding for printing contract documents and plans related to the City's
capital improvement projects and toner for various printers.
• Account 716000 provides funding for memberships including APVVA and engineering license
renewals.
• Account 721001 provides funding for Office supplies.
• Account 721002 provides funding for operating supplies for the Inspectors including spray paint,
soil probes, tapes, lathes, etc. This Account also provides funding for the rain barrel and compost
bin programs.
10180320
• Account 731000 provides funding for miscellaneous furniture and equipment needs.
Engineering 11/09/20
184
Deputy City Manager / Chief Operating Officer/ Transportation & Mobility
STATEMENT OF FUNCTIONS
Transportation & Mobility is responsible for comprehensive transportation planning and operations
(including traffic engineering and safety). This work unit explores ways to make transportation
more efficient and accessible and developing and evaluating innovative approaches to
transportation and mobility (all modes). This work unit is tasked with understanding transportation
and mobility needs, coordinating options to meet needs, and integrating transportation into
planning and programs. Transportation & Mobility explores ways to enhance safety and mobility
options through emerging technologies and is responsible for leading Connected Dublin's Smart
Mobility initiatives. This work unit is responsible for parking management. Transportation & Mobility
also provides services such as operation and maintenance of traffic signals, street lights, the
outdoor warning system, school zone flashers, traffic control and regulatory signs and pavement
marking maintenance, standards and design.
OBJECTIVES AND ACTIVITIES
• To establish design standards for City transportation, traffic signals, traffic control signs,
and pavement markings.
• To maintain traffic signals, street lights, the outdoor warning system, school zone flashers,
traffic signs and pavement markings.
• To perform and maintain transportation modeling for determining needed transportation
infrastructure improvements.
• To pursue funding and programming for needed transportation improvements.
• To research, evaluate, and develop comprehensive and innovative approaches to mobility
options through emerging technologies.
• To manage parking with the goal of improving mobility and promote economic development.
PERSONNEL DATA 2020 2021
POSITION TITLE CURRENT NUMBER ADOPTED
Director, Transportation & Mobility (1) 0 1
Deputy Director (2) 0 1
Civil Engineer II (3) 0 2
Maintenance Crew Supervisor (4) 0 1
Electrical Worker (5) 0 4
Maintenance Worker (6) 0 2
Administrative Support 2 (7) 0 1
TOTAL 0 12
NOTES AND ADJUSTMENTS:
(1) The Planning Manager position in Planning is being reallocated to the Director of Transportation &
Mobility position.
(2) An Engineering Manager position in Engineering is being reallocated to the Deputy Director position.
(3) Two Civil Engineer II positions in Engineering are being reallocated to this division.
(4) One Maintenance Crew Supervisor is being reallocation from Street and Utilibes Operations.
(5) Four Electrical Workers are being reallocated from the Engineering Division.
(6) Two Maintenance Workers are being reallocated from Street & Utilities Operations.
(7) One Administrative Support 2 is being reallocated from the Engineering Division.
Transportation & Mobility 185 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
30 Public Works
Transportation and Mobility
Personal Services
701101 Full Time Salaries/Wages
0
0
0
920,510
701103 Overtime Wages
0
0
0
10,000
701201 Employee Benefits
0
0
0
434,170
701204 Uniforms and Clothing
0
0
0
4,440
702000 Training/Travel
0
0
0
17,120
703100 Meeting Expenses
0
0
0
140
Personal Services Total:
0
0
0
1,386,380
Contractual Services
713004 Other Professional Services
0
0
0
415,000
715001 Communications
0
0
0
850
716000 Memberships/Subscriptions
0
0
0
2,460
Contractual Services Total:
0
0
0
418,310
Supplies
721001 Office Supplies
0
0
0
3,100
721002 Operating Supplies
0
0
0
4,250
724003 Equipment Maintenance
0
0
0
3,000
725002 Signs
0
0
0
150,000
Supplies Total:
0
0
0
160,350
Public Works Total:
0
0
0
1,965,040
General Fund Total:
0
0
0
1,965,040
186
Deputy City Manager / Chief Operating Officer/ Transportation & Mobility
BUDGET SUMMARY:
10170381
• Account 701101 provides funding for staffing reflected in the Personnel Data and notes and
adjustments.
• Account 702000 provides for training and certifications.
• Account 713004 provides funding for professional services for pedestrian bridge programming
and operations; Bridge Street Parking Management implementation; general engineering
transportation tasks; travel demand models, and the Connected Roundabout Vehicle Study,
Phase 2.
• Account 725002 provides funding for sign shop materials.
Transportation & Mobility 187 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
30 Public Works
Enigneering - Miscellaneous
Contractual Services
717005 Utilities- Other Fuel Types
219,397
240,875
284,446
248,500
Contractual Services Total:
219,397
240,875
284,446
248,500
Supplies
724001 General Maintenance
84,712
125,000
162,274
125,000
Supplies Total:
84,712
125,000
162,274
125,000
Public Works Total:
304,109
365,875
446,720
373,500
General Fund Total:
304,109
365,875
446,720
373,500
188
Deputy City Manager / Chief Operating Officer
Transportation & Mobility
Miscellaneous
BUDGET SUMMARY:
10150390
• Account 717005 provides funding for electrical service to the City's streetlights and
outdoor early warning siren system.
• Account 724001 provides funding to purchase parts and supplies for the City's
streetlights and outdoor early warning siren system, as well as a tester for 480V LED
street lights.
Misc Engineer 11/09/20
189
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
190
Deputy City Manager / Chief Operating Officer
Facilities and Fleet Management / Fleet Management
STATEMENT OF FUNCTIONS
Fleet Management provides City staff with safe, well-maintained vehicles and equipment, enabling
them to perform their work with high performing vehicles that reflect a positive image for the City.
Fleet Management continues to pursue alternative fuel and other options in an effort to reduce
emissions of the City fleet and equipment. Additionally, Fleet Management oversees the City's
fueling station providing the City's fleet, Dublin City Schools and Washington Township Fire
Department with fuel.
OBJECTIVES AND ACTIVITIES
• Provide the highest vehicle maintenance standards.
• Properly maintain fleet to ensure all City assets are safe for use.
• Add/replace vehicles and equipment as needed to ensure the correct equipment is available
to complete tasks safely and economically while delivering services to residents at expected
levels.
• Implement consistent preventive maintenance performance measures along with asset
availability, schedule vs nonscheduled and technician productivity measurements to ensure
maximum usage of assets.
• Provide support for the online auction to dispose of older assets from the fleet.
• Analyze alternative fuel and hybrid fleet options and incorporate those options when
appropriate.
• Oversee the City's fueling station, to ensure everything is functioning properly at the time of
fueling, so the city vehicles can record the proper information. If the information is recorded
properly, it helps maintain the PM's (preventive maintenance) on the vehicles.
• Monitor and analyze vehicle and equipment usage to ensure proper size of fleet.
• Monitor the Motor Pool to get a better utilization of all vehicles.
PERSONNEL DATA
POSITION TITLE
Director, Facilities and Fleet Management (1)
Director of Fleet Management (2)
Fleet Manager (2)
Fleet Administrator (3)
Fleet Technician II (4)
Fleet Technician I (4)
Administrative Support 2
TOTAL
2020 2021
CURRENT NUMBER ADOPTED
V
1 1
9 8.4
NOTES AND ADJUSTMENTS:
(1) The new Director of Facilities and Fleet Management position is allocated 40% to this budget
and 60% to Facilities Management.
(2) The Director of Fleet Management position is being reclassified to the Fleet Manager position.
(3) The Fleet Administrator position is being reallocated to an Administrative Support position in the
Office of the Deputy City Manager/Chief Operating Officer.
(4) One Fleet Technician I position is being reclassified to a Fleet Technician II.
Fleet 11/09/20
191
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
30 Public Works
Fleet Managerment
Personal Services
701101 Full Time Salaries/Wages
630,526
717,735
717,735
648,860
701103 Overtime Wages
49,061
50,000
50,000
50,000
701201 Employee Benefits
226,160
293,110
293,110
240,160
701204 Uniforms and Clothing
7,528
9,375
9,944
9,375
702000 Training/Travel
16,186
18,500
18,500
9,250
Personal Services Total:
929,461
1,088,720
1,089,289
957,645
Contractual Services
713004 Other Professional Services
4,814
12,950
12,950
12,950
713005 Misc. Contract. Serv.
104,921
90,000
98,642
90,000
716000 Memberships/Subscriptions
2,869
4,900
4,900
4,900
717001 Rents and Leases
35,362
58,000
58,971
58,000
Contractual Services Total:
147,965
165,850
175,463
165,850
Supplies
721001 Office Supplies
1,453
1,500
1,962
1,500
721002 Operating Supplies
27,637
39,500
39,500
39,500
724003 Equipment Maintenance
15,510
17,000
20,358
17,000
726001 Vehicle Maintenance
538,039
460,000
545,537
460,000
726002 Fuel
1,205,649
1,785,750
1,962,472
1,785,750
Supplies Total:
1,788,288
2,303,750
2,569,828
2,303,750
Capital Outlay
731000 Furniture/Equipment
1,046
1,000
1,000
1,000
734002 Tools
28,837
18,100
18,100
18,100
Capital Outlay Total:
29,883
19,100
19,100
19,100
Public Works Total:
2,895,597
3,577,420
3,853,680
3,446,345
General Fund Total:
2,895,597
3,577,420
3,853,680
3,446,345
192
Deputy City Manager / Chief Operating Officer
Facilities and Fleet Management / Fleet Management
BUDGET SUMMARY:
10110370
• Account 701101 provides funding for the staffing reflected in the Personnel Data.
• Account 701103 provides funding for overtime.
• Account 701204 provides funding for rental uniforms, boots and gloves, and safety glasses.
• Account 702000 provides funding for ASE certifications, welding certifications, and other
specialized training. As well as APWA conference and the GFX conference.
• Account 713004 includes funding for required fuel tank registrations and fuel tank cleanings;
service on the parts cleaner; vehicle registration, titles, plates, and towing of vehicles.
• Account 713005 provides funding for miscellaneous contractual services, such as detailing of
vehicles, and bucket truck inspections. This Account also provides funding for Integrated
Business Solutions (IBS - NAPA) which is the City's parts provider, therefore also handling
inventory and warranties. It is a contract that provides for a NAPA employee to be on-site
during regular business hours.
• Account 716000 provides funding for memberships/subscriptions, such as the National
Association of Fleet Administrators (NAFA) and American Public Works Association (APWA).
• Account 717001 provides funding for rental of welding tanks, vehicle and equipment rental.
• Account 721002 provides funding for operating supplies such as soaps for the car wash,
hand cleaners, and welding torch supplies.
• Account 724003 provides funding for maintenance and various equipment inspections. This
would include maintenance on lift inspections, fuel system maintenance and repairs, bucket
truck inspections (OSHA required), and bulk oil delivery system.
• Account 726001 provides funding for the repair and maintenance of all City -owned vehicles
and equipment (tires, parts, curb shoes, blades, plows, cutting edges).
• Account 726002 provides funding for fuel (unleaded, diesel, CNG) and other petroleum
products. Over 50% of the fuel purchased by the City is consumed by the Dublin City School
District and Washington Township. Those costs are recovered through reimbursement to
the City based on actual usage plus a surcharge.
10180370
• Account 731000 provides funding for miscellaneous office furniture.
• Account 734002 provides funding for tool allowance for the technicians and special tools due
to model year changes.
Fleet 11/09/20
193
m
Since keeping assets on the road is the essential purpose of a fleet management organization, the
rate of fleet availability is perhaps the most important of all fleet performance measures. Asset
availability generally accepted benchmark is 95% or better for your entire fleet.
Decisions as to what constitutes downtime and factors such as age of the fleet and the mix of vehicle
types will have a major impact on the performance the fleet organization can attain. As with most
of the performance measures, perhaps the best value in tracking the fleet availability is to chart
one's own performance over time. This way the fleet staff can monitor trends and document the
impact that decisions such as a reduction in fleet replacement funding have on the fleet availability.
Fleet 11/09/20
194
Deputy City Manager / Chief Operating Officer
Facilities
and Fleet Management / Fleet Management
RFORMANCE MEASURES:
Asset Availability
100.5
100
99.92 99.79
99.84
100
�
100
99.69
99.49
99.43 99.37
99.5
99.01
�
gg
98.65
935
98.31
98.22
98
97.5
97
E
o
m
E a
" _ d
'z E
E a
o
Edi
H
E
m
y
E
a
d v
w
v
5
a
m
m
o
=
E
w
a
-
N
N
N
Li
w Availability Percentage
m
Since keeping assets on the road is the essential purpose of a fleet management organization, the
rate of fleet availability is perhaps the most important of all fleet performance measures. Asset
availability generally accepted benchmark is 95% or better for your entire fleet.
Decisions as to what constitutes downtime and factors such as age of the fleet and the mix of vehicle
types will have a major impact on the performance the fleet organization can attain. As with most
of the performance measures, perhaps the best value in tracking the fleet availability is to chart
one's own performance over time. This way the fleet staff can monitor trends and document the
impact that decisions such as a reduction in fleet replacement funding have on the fleet availability.
Fleet 11/09/20
194
120
100
80
60
U
d 40
20
Deputy City Manager / Chief Operating Officer
Facilities and Fleet Management / Fleet Management
Schedule Non -Schedule Repairs
Repair Type
■ Scheduled Percentage I Nonscheduled Percentage
The monitoring of scheduled repairs is a performance measure that fleet applies here for
accountability of the operation and uses to avoid unscheduled repairs and downtime when possible.
It helps to monitor the efficiency and effectiveness's of various repair activities. This is a key
performance indicator of how well your Preventive Maintenance (PM) program is working.
Scheduling the majority of the workload allows fleet to build a work plan and manage the majority
of its shops resources in the most cost-effective way. Catching items before an asset is returned to
service will increase by 20% asset availability, productivity, and customer service.
"If we're not customer service driven, our vehicles won't be either"
Fleet 11/09/20
195
Deputy City Manager / Chief Operating Officer
Facilities and Fleet Management / Fleet Management
m M Utilization
7 0
S
paNj m ° ttoa�ppQQ
C N N N �pN yOOON �NNwpc9Mr, OlQ �N' N
p M V'ppp WN N011f1N1+111�1+)ryO p�'�Q�' �OC�J��Oi rp !0� �fOWMO NDN
NCDN 1+1 ��If1 N�'N10 i'0)) �'NN M� n�����OINc) � � ���D
a YW wFFmm wv,�wx0�nz^^^ CCee ^^a���a' Jmz^^�^
U5 QW)
�ZWN.N0)OLLEZO�j�Omu2��FFFF30N5WWWC1$W�OOoZ
= i WI =mbW�Jtt ear agQa-)0P ALU
D7 Ui_i7¢Y�gUZ 3F� �•�Ur�yNa0W0WZ� 0 'UUP
W F.M j (LnUQY`0 ����
_ 11-04i:)9a:OmF99f001ZZ`3030030030 0QWRLLNQ�O.rnc,0
U 1- 0 W C .c 4 F OLL C W .J N N N N N Y Y V O V N U n H f Q O
YY Q4 y ai I'' a a ]]5 S�
W J 0 Yy� Yy� Y Yy�Y% V` W W� N LL " G O
< m >ag -b�aQ �JU WcNcoFF nFF NN �N 0a��ch
U0>aCLaN N
CC
W i 'u5 _� g�3a�a as �D
Z
0 aNb
J ��a
7 0. d
a
°d
Class Description
Ubl abon Value
This performance measure allows fleet to see the overall utilization of all assets within fleet.
In keeping with best practices and the fleet utilization policy, we can monitor assets to see
if they are meeting the threshold set forth. Our best practice states 4000 miles per year for
on road assets and at least 250 hours per year for equipment/off road assets. This allows
fleet to ensure that we have the right size fleet and assets are not being under or over
utilization in their area of operation. This also allows fleet to help determine if more or less
assets are needed.
Fleet 11/09/20
196
80
70
a) 60
50
a�
40
v
it 30
20
10
0
Deputy City Manager / Chief Operating Officer
Facilities and Fleet Management / Fleet Management
Technician Productivity
LN
Labor Type
15.97
Indirect
This performance measure is one that is used regularly by the fleet to ensure we are
achieving the optimal technician productivity. Lower than average productivity can be
attributed to many things that are not directly associated with the technician. Parts
availability, access to special tools, and the overall work flow process are just a few.
Optimizing technician productivity is important. High productivity helps with morale,
customer satisfaction and the overall fleet budget. Best practices say between 65-75%, you
are doing well.
Fleet 11/09/20
197
Deputy City Manager / Chief Operating Officer
Facilities and Fleet Management / Fleet Management
Open Work Order By Status
80
■ Active.^Mork in Progress ■ Finished ■ Awaiting Vehicle
This performance measurement allows for a live look at what is actively being worked on in
the fleet maintenance facility. It allows fleet to manage the workflow of all the technicians.
It also allows fleet to look at what is at a vendor and what is warranty work being conducted.
Fleet 11/09/20
198
70
60
�
50
40
o 30
L
0_ 20
10
M
Deputy City Manager / Chief Operating Officer
Facilities and Fleet Management / Fleet Management
Shop Turn Around
26.83
72
V.!
0-24 Hours 1 24-48 Hours ■ 48+ Hours
This measurement shows where the fleet is on the overall operation of timely repairs that
come in. Our best practice for our fleet is 90% within 48 hours in and out of the shop and
10% within 48+ hours. This allows us to see where we need to improve our service in
getting assets in and out of the shop in an efficient manner.
Fleet 11/09/20
199
Back
100
90
80
70
a�
60
v 50
0
v 40
n
30
20
10
0
Deputy City Manager / Chief Operating Officer
Facilities and Fleet Management / Fleet Management
PM Compliance
PMA Service As Per List
0
PIE Service As Per List PMC Service As Per List
PM Pipe
i v
J
The purpose of the Preventive Maintenance (PM) program is to increase operator safety,
reduce downtime, track warranty, and avoid costly repairs. Operators must assist the PM
program by conducting daily inspections, entering in accurate meter readings and keep PM
appointments and following city operating policy and procedures.
Fleet 11/09/20
200
Deputy City Manager / Chief Operating Officer
Facilities and Fleet Management / Fleet Management
Utilization
Cost Per Mehr
20000
18000
16000
14000
12000
0 10000
8000
60DO
4000
F O L 4 V K tl F E Z F J R F LL J W N F • Y 2 F 2 0: > R O O W > F R F J !) m Z$ X W 2 u' N N
Q i N Z O V O Q= W J] W V W 2 4 f W U W N` O Sb O O 2 Q V e W
2 W •>-] ] w W N w> o] F e $ m m o z F a s w N W r m> > N
3 ¢ Y¢ 2 d a da _ Co o m d N p 3 W C] W_ E] ry r a• z> Z I a p a w N $b W$ O Z ] 2 r c] U
F W d m 2 9 R m, a O 5 Q V y j O m t {Fu�y�yUJ 2 2 W m O] a N i d Y V G? ? a E 2 0 6' i 0 c e m 0
a p a �. H ] Y= 2] u 0: ? W W N Z d ii ] ONO Y i Q J W G] m Z W N C �` o Q m W° J (J V 6 O
~ a O °a �' s U m] m o N m ij m v i]
Y U W J v 5 Y Zo >> N a Y m Y 7 O a a O N U m F W c
• X a m ❑• o '� � � � � N ] s o u N a ��
a w U a L u a w i p
CL u 3 rc D 3
2 O F n O U p N
O w '
a u d a
a
a
Class Desc
Cost
The goal of this performance measure is to provide a reliable, accurate and credible tool for
our fleet staff to use in evaluating one of the aspects of the performance of our fleet. Fleet
staff can use this information to track the level of performance of the fleet assets and make
adjustments to improve that performance if necessary, with the overall goal of our operation
to be competitive and efficient. With this performance measure, fleet can make sound
decisions to replace assets that drive up costs. This measurement can pinpoint assets that
need to be replaced or reassigned because of improper utilization or being used in the wrong
application. It is very important for us at fleet to ensure that we have the right asset for the
right job.
Fleet 11/09/20
201
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
202
Deputy City Manager / Chief Operating Officer
Facilities and Fleet Management / Facilities Management
Facilities Management is charged with managing the City's investment in public buildings by
ensuring that both the appearance and functions are preserved. This is accomplished by adhering
to proper preventive maintenance programs, performing repairs in a professional manner and as
quickly as possible, maintaining a safe and clean environment for building occupants and visitors,
and by seeking the most efficient utilization of space and energy resources.
OBJECTIVES AND ACTIVITIES:
To establish and implement a proactive preventive maintenance program.
To perform regular inspections of City facilities and equipment.
To provide custodial services in City facilities, utilizing green cleaning practices to the extent
possible.
To perform repairs to equipment and facility components.
To provide oversight for facility construction and renovation projects.
To perform citywide space needs evaluation, planning and design.
To reduce energy consumption in City facilities by introducing best practices in conservation
and installing efficient mechanical and electrical systems.
PERSONNEL DATA
2020
2021
POSITION TITLE
CURRENT NUMBER
ADOPTED
Director, Facilities and Fleet Management (1)
0
.6
Director of Facilities Management (2)
1
0
Operations Administrator
1
1
Maintenance Crew Supervisor
2
2
Facilities System Specialist
1
1
Maintenance Worker
3
3
Custodial Worker (3)
9
8
Administrative Support 2
1
1
TOTAL
18
16.6
PART-TIME/SEASONAL STAFF
Seasonal Maintenance Worker
5
5
TOTAL
5
5
NOTES AND ADJUSTMENTS:
(1) The new Director of Facilities and Fleet Management position is allocated 60% to this budget
and 40% to Fleet Management.
(2) The Director of Facilities Management position is being reclassified to the Director of Facilities
and Fleet Management position.
(3) Due to its proximity to the Recreation Center, the Development Building (Old City Hall), will
be cleaned on third shift by the contract custodial staff. This change will occur next summer after
the City Council Chambers and Legislative Affairs offices move to the City Hall Addition. One
vacant Custodial Worker position is being eliminated as efficiencies have been found using City
staff.
Facilities 203 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
30 Public Works
Facilities Management
Personal Services
701101 Full Time Salaries/Wages
1,047,637
1,122,120
1,122,120
1,052,740
701103 Overtime Wages
13,865
20,000
20,000
20,000
701104 Other Wages
54,908
74,960
74,960
74,960
701201 Employee Benefits
422,510
593,315
593,315
506,550
701204 Uniforms and Clothing
12,151
13,200
13,490
12,400
702000 Training/Travel
2,836
6,000
4,149
3,000
703100 Meeting Expenses
173
250
250
250
Personal Services Total:
1,554,079
1,829,845
1,828,284
1,669,900
Contractual Services
713005 Misc. Contract. Serv.
281,132
317,220
395,655
317,220
715001 Communications
3,500
3,500
5,500
3,500
716000 Memberships/Subscriptions
417
500
500
500
717001 Rents and Leases
4,634
5,100
6,258
5,100
717005 Utilities- Other Fuel Types
466,188
519,350
622,688
519,350
Contractual Services Total:
755,871
845,670
1,030,602
845,670
Supplies
721001 Office Supplies
855
2,000
2,145
2,000
721002 Operating Supplies
90,295
127,500
155,416
127,500
724003 Equipment Maintenance
221,821
224,910
273,859
224,910
Supplies Total:
312,971
354,410
431,420
354,410
Capital Outlay
731000 Furniture/Equipment
9,927
10,000
10,000
10,000
734002 Tools
0
1,500
1,500
1,500
Capital Outlay Total:
9,927
11,500
11,500
11,500
Public Works Total:
2,632,848
3,041,425
3,301,805
2,881,480
General Fund Total:
2,632,848
3,041,425
3,301,805
2,881,480
204
Deputy City Manager / Chief Operating Officer
Facilities and Fleet Management / Facilities Management
BUDGET SUMMARY:
10110350
• Account 701101 provides funding for full-time staffing reflected in the Personnel Data
• Account 701103 includes funding for overtime wages to provide staff coverage for
maintenance projects, emergency call -ins and special events.
• Account 701104 provides funding for Seasonal Maintenance Workers who maintain
restrooms in the parks during the spring and summer. One position assists maintenance
with building aesthetics (e.g. painting and power washing).
• Account 701204 provides funding for Uniforms and Clothing for maintenance and custodial
staff.
• Account 702000 provides funding for staff training and professional development.
• Account 713005 includes funding for preventive maintenance contracts for mechanical
systems throughout City -owned facilities, contract cleaning at one building and scheduled
cleaning services for carpet and windows in multiple buildings. Also provides funding for
rental of floor mats, pest control service, fire and security alarm monitoring.
• Account 715001 provides funding for postage for the Service Center mail meter and funds
for express mail and courier services.
• Account 716000 provides funding for professional memberships.
• Account 717001 provides funding for rents and lease.
• Account 717005 provides funding for electricity, natural gas and water and sewer charges
for City facilities with the exception of the Community Recreation Center (charged to the
DCRC facility Account).
• Account 721001 provides funding for miscellaneous office supplies.
• Account 721002 includes funding for custodial and maintenance operating and cleaning
supplies.
• Account 724003 includes funding for ongoing general maintenance of City -owned facilities
except for the Community Recreation Center and outdoor pools, which have their own
funding source.
10180350
Account 731000 includes funding for items such as replacement furniture and flooring
repairs in various City buildings.
Facilities 205 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
206
Development / Office of the Director
STATEMENT OF FUNCTION
The Director of Development oversees the divisions of Economic Development, Building Standards,
and Planning. The Director's budget supports the execution of strategic initiatives and projects in
support of Council's goals. Internally, these include implementing training opportunities for career and
leadership development for staff, and development and execution of process improvement measures
to ensure the Department's staff is competent, responsive and customer service oriented.
This office leads the Department in developing strategies to ensure the City's corporate office space
remains competitive and identifies and implements strategies for revenue generation. In partnership
with the CIO, the Director leads the effort to discover and develop partnerships with academic and
industry partners to expand and deploy technological advances throughout the City for the betterment
of the community. Further, as a leader of Smart City initiatives and the Innovation Strategy, the
Director frequently joins regional partner agencies in national and international efforts to recruit new
and emerging businesses and industries to ensure future economic vibrancy for the City.
• Pro -actively communicate with Dublin -based businesses, neighborhoods and organizations to
inform them of planning efforts and projects. Develop relationships that encourage a robust
exchange of ideas and information and result in a high-level of engagement.
• Continue to strengthen connections with regional partner agencies (i.e. Columbus202O, Jobs Ohio)
to understand, assess and evaluate threats and act on opportunities to retain, expand and attract
businesses/jobs.
• Actively engage with academic partners (i.e. Ohio University and Ohio State University) to
collaborate in identifying programmatic opportunities that bring research activity to the City.
• Maintain relationships with members of the Council of Governments/US 33 Innovation Corridor,
ODOT, DriveOhio, OSMI, MODE, MORK, COTA and related committees and organizations to
support the development of the connected/autonomous vehicle corridor and the new industry that
will result.
• In partnership with the CIO, build the vision for employing 'smart" technologies throughout the
City.
PERSONNEL DATA
POSITION TITLE
Director of Development (1)
Administrative Support 3 (2)
TOTAL
PART-TIME/SEASONAL STAFF
TOTAL
2020 2021
CURRENT NUMBER ADOPTED
1 0
1 0
2 0
0 0
0 0
NOTES AND ADJUSTMENTS:
(1) — Per the 2020 reorganization, the position was moved to the Office of the City
replaced as the Deputy City Manager/Chief Finance and Development Officer position.
(2) — Position moved to Economic Development.
Development 207
Manager and
11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
70 Development
Office of the Director of Development
Personal Services
701101 Full Time Salaries/Wages
234,329
245,405
245,405
0
701103 Overtime Wages
2,181
2,500
2,500
0
701201 Employee Benefits
57,620
61,995
61,995
0
702000 Training/Travel
9,848
15,000
15,000
0
702001 Reimbursable Business Expense
-2
500
500
0
703100 Meeting Expenses
1,261
3,000
3,000
0
Personal Services Total:
305,236
328,400
328,400
0
Contractual Services
713004 Other Professional Services
0
1,000
1,000
0
715003 Printing and Reproductions
0
500
500
0
716000 Memberships/Subscriptions
845
1,490
1,490
0
Contractual Services Total:
845
2,990
2,990
0
Capital Outlay
731000 Furniture/Equipment
0
2,500
2,500
0
Capital Outlay Total:
0
2,500
2,500
0
Development Total:
306,081
333,890
333,890
0
General Fund Total:
306,081
333,890
333,890
0
208
BUDGET SUMMARY:
10110710
Funding has been
10110110, and Ec
Development / Office of the Director
moved to the appropriate accounts in the Office of the City Manager in organization
gnomic Development in organization 10110740.
Development 209 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
210
Deputy City Manager / Chief Finance and Development Officer
Economic Development
STATEMENT OF FUNCTION
The Director of Economic Development oversees three Administrators. The 2020 budget provides for
continued emphasis on the key components of the City's economic development program in support of
Council's goals, which include: business retention, expansion, attraction and creation; workforce
development; entrepreneurship; and marketing and advocacy. Key project areas include West
Innovation master plan, Legacy Office Competitiveness, Bridge Street, 100 -gig Broadband deployment,
Dublin Reality Check workforce campaign, and Corporate Wellness. Additionally, economic
development efforts will continue to include active engagement with Dublin -based businesses, various
private and public organizations/agencies involved in local, regional and state-wide economic
development; the integration of local economic development objectives with broader community
planning policies and goals; pro -actively engage the development/real estate community; maintain
involvement with community organizations and partners such as Dublin City Schools and Ohio
University; administer City's incentive programs; and serve as a local business liaison to assist with
development issues.
OBJECTIVES AND ACTIVITIES
• Retain, grow, attract & create industry -focused jobs to ensure financial security of the City.
• Continue to promote development of seven key business districts.
• Seek opportunities for Council to engage businesses in accordance with Council goals.
• Provide a business retention and expansion program that effectively and pro -actively communicates
to, engages with and involves Dublin businesses in the community & region.
• Continuously leverage the expertise and efforts of One Columbus for business attraction and
leverage the talent of City staff to respond to leads.
• Effectively communicate with Dublin businesses and the education/training community to
understand access to, availability of and needs regarding a qualified workforce.
• Continually strengthen relations with the development and corporate real estate community.
• Assess and adjust organizational functions and processes in order to be development/re-
development friendly while promoting and upholding high-quality growth standards.
• Positively and cooperatively interact with other government agencies and entities.
• Continue strengthening international business relationships and programming.
PERSONNEL DATA
POSITION TITLE
Director of Economic Development
Economic Development Administrator (1)
Senior Economic Development Administrator (1)
Administrative Support 3 (2)
TOTAL
PART-TIME/SEASONAL STAFF
Intern
TOTAL
2020 2021
CURRENT NUMBER ADOPTED
2 3
1 0
0 1
4 5
NOTES AND ADJUSTMENTS:
(1) Number of positions remains the same; but the open Senior Administrator position was filled in
late 2020 at the Administrator level.
(2) Administrative Support moved from the Office of the Development Director.
Economic Development 211 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
70 Development
Economic Development
Personal Services
701101 Full Time Salaries/Wages
340,514
395,005
394,995
447,545
701103 Overtime Wages
0
0
10
2,500
701104 Other Wages
5,690
14,750
14,750
20,000
701201 Employee Benefits
113,686
145,380
145,380
172,640
702000 Training/Travel
29,574
29,000
29,000
4,250
702001 Reimbursable Business Expense
619
2,000
2,000
2,000
703100 Meeting Expenses
9,669
12,000
12,000
12,000
Personal Services Total:
499,752
598,135
598,135
660,935
Contractual Services
713004 Other Professional Services
585,668
605,850
654,758
587,100
715002 Advertising
151,969
258,000
330,890
258,000
715003 Printing and Reproductions
1,845
6,000
6,000
6,000
716000 Memberships/Subscriptions
33,219
34,000
34,230
34,465
Contractual Services Total:
772,701
903,850
1,025,878
885,565
Supplies
721001 Office Supplies
1,090
2,500
3,041
2,500
Supplies Total:
1,090
2,500
3,041
2,500
Capital Outlay
731000 Furniture/Equipment
0
0
0
2,500
Capital Outlay Total:
0
0
0
2,500
Other Charges and Ex
751009 Economic Development
301,618
287,000
288,800
302,000
751010 Economic Dev Incentives
2,105,081
1,825,770
1,835,965
2,448,495
754002 Grants/Community Ong
78,900
250,000
265,000
250,000
754004 Grants/DCVB
0
0
300,000
0
Other Charges and Ex Total:
2,485,599
2,362,770
2,689,765
3,000,495
Development Total:
3,759,143
3,867,255
4,316,819
4,551,995
General Fund Total:
3,759,143
3,867,255
4,316,819
4,551,995
212
Deputy City Manager / Chief Finance and Development Officer
Economic Development
BUDGET SUMMARY:
10110740
• Account 701101 provides funding for staffing reflected in the Personnel Data.
• Account 702000 includes travel/training and certification courses for staff.
• Account 702001 includes funds for business meeting expenses for luncheons with developers,
business leaders, prospective industries, etc.
• Account 703100 provides funding for group meetings sponsored by the City.
• Account 713004 includes funding for consultation related to economic development including
workforce programs, real estate reports, and Dublin Entrepreneurial Center (DEC) sponsorship.
Funding has also been provided for data analytic work.
• Account 715002 includes funds for marketing and advertising focused on workforce recruitment
and targeted industry attraction efforts including print and digital web advertising.
• Account 715003 funds printed projects, site selection and program materials, business retention
packets and event invitations for economic development.
• Account 716000 provides funding for such memberships as with the Dublin Chamber of
Commerce, Mid -Ohio Development Exchange (MODE)/OneColumbus, Catylist, international
business groups, etc.
• Account 751009 includes funds to support economic development programs including business
appreciation, business attraction, retention and expansion; along with regional and joint
partnerships, including Revl Ventures, 100 -gig project, and a parking agreement with Dublin
Community Church.
• Account 751010 reflects funding for economic development incentives in accordance with
executed Economic Development Agreements (EDA). The increase for 2021 is due to the
increased number of EDAs that were executed in 2019 and 2020, but will become active in
2021, including the Quantum EDA.
• Account 754002 provides funding for the City's Fagade Improvement Grant Program and a
proposed grant program for Legacy Office Competitiveness Improvement.
• Account 754004 funded an economic development incentive reprioritization plan for the Dublin
Convention and Visitors Bureau (DCVB) as a result of the 2020 COVIDI9 pandemic.
Economic Development 213 11/09/20
Economic Development
1) Total Number of Jobs Retained through Economic Development Agreements
This measure shows that through the execution of Economic Development Agreements (EDAs), the
City is successful at retaining employers at risk of moving from Dublin. This does not include
renewed leases without incentives.
2) Total Number of Jobs Created through Economic Development Agreements
This measure shows that through the execution of EDAs, the City is successful at recruiting new
employers to Dublin. This is not a city-wide statistic, as many companies move into Dublin without
incentives. It will ebb and flow every year, and cannot be compared to other years. Jobs Created
and Job Retained figures are tied ONLY to the specific handful of EDAs executed each year: those
that receive incentives to stay/grow/move to Dublin.
Jobs New
Year EDAs Retained Jobs
3)
2019
14
858
2371
2018
5
1,539
417
2017
8
425
298
2016
4
2,148
25
2015
11
1,853
687
2014
6
289
269
2013
9
1,169
806
2012
5
711
299
2011
12
638
970
Total
74
9,630
6,142
City of Dublin Unemployment Rate — Civilian Labor Force data
6% 4.92%
5% 0 -ft
4%
3%
2%
1%
0%
2013
City of Dublin Unemployment Rate
3.63% 3.40%
w�`.........104.°/............ 3..-10%
2014 2015 2016 2017
--0— Rate ......••• Trendline
3.28% 2.99%
2018 2019
A high rate of unemployment indicates limited employment opportunities in a labor market that is in a
situation of oversupply. A low rate of unemployment indicates a tight labor market, potential scarcity
of skilled labor, and future cost pressures from wage demands from workers. Ideally, 5.5% is an
acceptable percentage. Anything above 8% or below 5% is challenging.
Economic Development 214 11/09/20
Economic Development
4) City of Dublin Commercial Office Vacancy Rate
City of Dublin Commercial Vacancy Rate
14.98%
16% 14.50%
13.83%
14%
12%
10%
8%
6%
4%
2%
0%
12.93%
8.08%
2015 2016 2017 2018
--0— Rate ......••• Trendline
Vacancy Stabilization is considered 12.5%. Dipping below 10% indicates the need for more office
product/new development, and rental rates typically begin to rise and get increasingly competitive.
Getting above 13% indicates it's a renter's market, and rates are typically competitive. Anything
consistently about 17% requires deeper analysis to understand if there is a great overall issue driving
the high rate (a spike in new buildings added to inventory, aging buildings going empty, crime,
unrealistic pricing, surrounding infrastructure problems, recent change in building values or taxes,
recent and proximate new inventory competition, etc).
Economic Development 215 11/09/20
5)
450
400
350
300
250
200
150
100
50
0
Economic Development
Annual Number of Retention and Company Outreach Meetings Conducted
%nnual Number of Retention and Company
Outreach Meetings Conducted
409 399
2013 2015 2016 2017 2018 2019
--41-- Number of Meetings ......••• Trendline
The goal is to have meaningful interactions with as many companies as possible annually. This is
accomplished through 1 -on -1 meetings, tours, conversations to discuss and solve issues, and
recognitions. The Economic Development Division's annual goal is 400 visits.
Economic Development 216 11/09/20
Deputy City Manager / Chief Finance and Development Officer
Development / Building Standards
STATEMENT OF FUNCTIONS:
Building Standards is under the administrative direction of the Director of Building Standards (Chief
Building Official) who currently reports to the City Manager. The primary responsibility of Building
Standards is to ensure that all new construction, both commercial and residential, complies with all
applicable state, local, and national building codes.
• To ensure that all new construction complies with all applicable state, local, and national
building codes.
• To perform plan reviews on applications, issue permits, perform inspections, and issue
Certificates of Occupancy.
• To provide direction and to communicate with building design professionals, contractors,
builders, homeowners, and the general public.
• To provide timely information regarding levels and types of construction activity within the
City to various stakeholders.
• To provide architectural support for City projects.
PERSONNEL DATA
POSITION TITLE
2020 2021
CURRENT NUMBER ADOPTED
Director, Building Standards
1
1
Commercial Plans Examiner
1
1
Senior Building Inspector
1
1
Building Inspector
4
4
Electrical Inspector
2
2
Residential Plans Examiner
1
1
Development Review Specialist
1
1
Review Services Coordinator
1
1
Permit Technician (1)
3
2
TOTAL
15
14
NOTES AND ADJUSTMENTS:
(1) One Permit Technician retired in May of 2019. That position is vacant and not being replaced.
Development/Building Standards 217 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
70 Development
Building Standards
Personal Services
701101 Full Time Salaries/Wages
1,084,680
1,149,980
1,149,980
1,085,940
701103 Overtime Wages
13,346
10,000
10,000
10,000
701201 Employee Benefits
397,356
529,645
529,645
453,805
701204 Uniforms and Clothing
2,681
4,000
4,000
3,000
702000 Training/Travel
3,284
10,000
10,000
5,000
703100 Meeting Expenses
218
2,500
2,500
2,000
Personal Services Total:
1,501,566
1,706,125
1,706,125
1,559,745
Contractual Services
712003 Plan Review
186,996
150,000
196,847
150,000
712004 Building Inspection Services
115,473
150,000
187,389
150,000
713004 Other Professional Services
17,600
3,000
4,500
2,000
713005 Misc. Contract. Serv.
43,378
70,000
70,000
70,000
715003 Printing and Reproductions
3,730
3,500
6,896
3,000
716000 Memberships/Subscriptions
2,929
4,000
4,000
3,000
Contractual Services Total:
370,105
380,500
469,632
378,000
Supplies
721001 Office Supplies
3,123
4,000
4,846
4,000
721002 Operating Supplies
3,608
10,000
6,950
6,000
Supplies Total:
6,732
14,000
11,796
10,000
Other Charges and Ex
755000 Refunds
0
7,500
7,500
7,500
Other Charges and Ex Total:
0
7,500
7,500
7,500
Development Total:
1,878,402
2,108,125
2,195,053
1,955,245
General Fund Total:
1,878,402
2,108,125
2,195,053
1,955,245
218
Deputy City Manager / Chief Finance and Development Officer
Development / Building Standards
BUDGET SUMMARY:
10120730
• Account 701101 provides funding for staffing reflected in the Personnel Data.
• Account 701204 provides funding for uniforms, includes; shirts, boots and cold weather
wear for Inspectors.
• Account 702000 provides funding for training, attendance at regional conferences and required
State certifications.
• Account 712003 funds contract services needed to complement the plan review which are
completed in-house.
• Account 712004 includes funding for plumbing inspection services from the Franklin County
Board of Health. The budget for this account fluctuateswith the level of building activity; however
fees collected directly offset this expense.
• Account 713004 provides funding to compliment the City's in-house plan review process.
• Account 713005 provides funding for credit card machine transaction fees. The increase
in fees is due to a higher volume of transactions for development in the Bridge Street
District.
• Account 721002 provides funding for supplies such as technical equipment, code reference
materials for Inspectors and Plan Review staff.
• Account 755000 provides funding for unanticipated refunds.
Development/Building Standards 219 11/09/20
Development / Building Standards
Performance Measures:
1. Commercial/Residential New Building Permits Issued
!4
70D
0
j
600
u
`—^ SOD
N
F
� 400
C
i 300
O 20D
4
100
2016 2017 2018 2019 °2020 "4Yr Ave
YEAR
■Commercial ■Residential
*2020 Total is projected, based upon 7/31/20 permit data (378 actual ytd)
**4 year average does not include the 2020 YTD sta&stic
Construction activity within the City of Dublin maintained solid and robust gains from 2011 to
2017. The projected 2020 permits are approx. 3% higher than the 4 year average. Commercial
permits have maintained a healthy pace and the size of the projects continue to increase as well.
Building Standards must continue to examine its resources, both fiscally and in personnel, to
keep pace with these indicators and to maintain the highest level of service. Workloads at the
new normal level, will continue with the addition of major commercial and residential
development for the foreseeable future.
Development/Building Standards 220 11/09/20
Development / Building Standards
Performance Measures:
2. Total Number of Building Inspections over the Last 18 Months (Commercial/Residential)
1300 —
1200 —
1100 —
99]
1000
900
■ IN
]00
Number of Inspections -All Types
1294
1263
1101
I I I I I 805 808
1
Kti° x!ti° ,,r�9 �;r°
isK� or
O 10, $ P' -4 d. Il OP'` VK4o ate PA` 40
$K
Total number of building inspections is a good indicator of the overall health of the construction sector.
The graph above captures the total Commercial and Residential building inspections over the last 18
months.
We have been experiencing the worldwide COVID-19 Pandemic since March of this year and field
inspections have been affected the most of any of our operations. Our Plan Review operation, which is
completely electronic/online, has not slowed significantly. Maintaining social distancing and complying
with the accepted PPE requirements, has taken its toll. As you can see from the June 2020 inspection
numbers above, project inspections are starting to pick back up and appear to be moving back to a
more normal level. Based on our inspection numbers for July 2020, it appears we are rebounding in
the inspection area.
We have continued to provide requested inspections for the entire Pandemic period and we will continue
to do so. We are vigilant regarding wearing our PPE equipment in the field and are doing our best to
keep all of our staff safe and healthy.
Development/Building Standards 221 11/09/20
Development / Building Standards
Performance Measures:
3. Building Permits Issued: Total Square Feet x 1.000 (Commercial and Residential)
Y' r
3000
N 2500
N
N_
2000
1'
a 1500
0
1000
C 500
*2020 Total is projected based upon 7/31/20 permit data (actual 1,456 ytd)
**4 year average does not include the 2020 YTD sta&stic
The total number of square feet of construction in 2015 and 2017 set records for recent construction
activity. Continuing development in the Bridge Street District, other commercial developments and
steady residential construction bode well for 2020 and beyond. We do not anticipate continued record-
breaking years and expect the new normal will be nominally less than the 4 year average. We are
projecting 2020 Building Permit Square Footage to be 88% of the 4 year average.
Building permit fees are based primarily on square footage of construction. When square footage
activity increases, building permit revenues also increase. There is also a corresponding increase in
"over-the-counter' permit activity, due to the need for associated electrical, mechanical, plumbing and
fire protection permits.
Development/Building Standards 222 11/09/20
Development / Building Standards
Performance Measures:
4. Total Number of Plan Review Rounds (Commercial and Residential)
2500
111
1500
zz
g 1000
O
° 500
(•
2016 2017
1,756
2018
YEAR
2019
■Commercial ■Residential
*2020 Total is projected based upon 7/31/20 plan review
**4 year average does not include the 2020 YTD sta&stic
L,UW 2000
•2020 ••4YrAve
1,269
The number of plan review rounds is a metric which directly impacts internal staffing demands and
external consultant plan review staffing requirements. Residential applications may average 11/2 review
rounds per application. It is not unusual for commercial applications to require 10 to 15 review rounds
per application, half of which are directly related to applicant requested phased submittals and field
changes during the construction process.
We have made a true effort to reduce the amount of phased plan review submittals over the last 18
months. Our projected 2020 number of plan review rounds is 2,060, which is 103% of our 4 year
average. As the number of plan review rounds reduce, our outside plan review consultant charges will
reduce as well.
Development/Building Standards 223 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
224
Deputy City Manager / Chief Finance and Development Officer
Planning
STATEMENT OF FUNCTION
Planning is responsible for managing the City's development process, undertaking plan updates and
special studies, and enforcing the City's codes relative to the built environment. This includes land use
planning, zoning reviews, code enforcement, public engagement, and support of several boards and
commissions. The division is responsible for analyzing the changing needs of the City, identifying, and
implementing long range planning objectives that address these needs. This includes identifying trends
that need to be addressed (changes in demographics, shifting market conditions, current thinking in land
planning and urban design, housing needs, etc.) and undertaking the relevant studies or plan updates.
All of these activities relate to the following functional areas: development proposals review; Community
Plan maintenance and implementation; project analysis; area studies; code enforcement; zoning
compliance; land use modeling; code amendments; and customer service operations.
Mission Statement
The mission of Planning is to provide professional and technical expertise to guide the land use decisions of public
officials, residents and the development community. We engage our citizens to establish and realize a long-range
vision for Dublin's land use and development character. We facilitate the zoning process through the implementation
of the Community Plan and the administration and enforcement of the City's land use codes.
ORIECTIVES AND ACTIVITIES
• To be responsive to citizens on planning issues and facilitate a citizen participation process.
• To plan the orderly, high quality growth of the city by implementing the Community Plan.
• To assist economic development activities by providing land use/site design support.
• To assist in the coordination and the implementation of the capital improvement program.
• To manage development proposals through the public hearing process.
• To administer development regulations.
• To be responsive to City Council goals.
• To ensure compliance with all orders of City Council, Planning and Zoning Commission, Administrative
Review Team, Board of Zoning Appeals, Architectural Review Board, and various special committees
and groups.
PERSONNEL DATA 2020 2021
POSITION TITLE CURRENT NUMBER ADOPTED
Director, Planning 1 1
Planning Manager (1) 1 0
Senior Planner 3 3
Planner II 2 2
Planner I 3 3
Planning Technician 1 1
Code Enforcement Supervisor 1 1
Code Enforcement Officer 3 3
Zoning Inspector 2 2
Administrative Support 3 1 1
Administrative Support 2 1 1
Administrative Support 1 1 1
TOTAL 20 19
PART-TIME/PERMANENT PART-
TIME/SEASONAL STAFF
Planning Assistant/ Intern 3 3
TOTAL 3 3
NOTES AND ADJUSTMENTS:
(1) Planning Manager position is reallocated to the Director of Transportation and Mobility position.
Planning 225 11/09/20
2021 Operating
Budget - City of Dublin, Ohio
2,313,425
2,328,928
2,055,495
Contractual Services
2019
2020
2020
2021
68,000
289,093
Actual
Budget
Revised Budget
Department
178,021
80,000
713005 Misc. Contract. Serv.
1,860
1,100
Budget
101 General Fund
715001 Communications
4,234
7,500
3,490
7,500
70 Development
0
2,000
4,000
2,000
716000 Memberships/Subscriptions
Planning
10,000
11,055
10,000
717001 Rents and Leases
2,196
Personal Services
2,820
2,820
Contractual Services Total:
218,073
171,420
701101
Full Time Salaries/Wages
1,319,637
1,527,300
1,527,300
1,385,180
701103
Overtime Wages
16,727
12,500
12,500
12,500
701104
Other Wages
43,050
70,020
70,020
70,020
701201
Employee Benefits
507,957
658,745
658,745
563,585
701204
Uniforms and Clothing
2,525
2,810
3,313
2,810
702000
Training/Travel
60,666
41,300
56,300
20,650
703100
Meeting Expenses
3,154
750
750
750
Personal Services Total:
1,953,716
2,313,425
2,328,928
2,055,495
Contractual Services
712008 Planning Services
157,408
68,000
289,093
80,000
713004 Other Professional Services
44,237
80,000
178,021
80,000
713005 Misc. Contract. Serv.
1,860
1,100
6,100
4,300
715001 Communications
4,234
7,500
3,490
7,500
715003 Printing and Reproductions
0
2,000
4,000
2,000
716000 Memberships/Subscriptions
8,139
10,000
11,055
10,000
717001 Rents and Leases
2,196
2,820
2,820
2,820
Contractual Services Total:
218,073
171,420
494,579
186,620
Supplies
721001 Office Supplies
5,686
8,000
8,565
8,000
721002 Operating Supplies
1,846
4,000
4,515
4,000
724003 Equipment Maintenance
454
2,300
2,300
500
Supplies Total:
7,986
14,300
15,380
12,500
Capital Outlay
731000 Furniture/Equipment
297
4,500
8,488
4,500
Capital Outlay Total:
297
4,500
8,488
4,500
Other Charges and Ex
751011 Dublin 2035 Framework
0
0
0
250,000
753001 Code Enforcement
10,289
10,000
10,000
10,000
755000 Refunds
0
3,000
3,000
0
Other Charges and Ex Total:
10,289
13,000
13,000
260,000
Development Total:
2,190,361
2,516,645
2,860,374
2,519,115
General Fund Total:
2,190,361
2,516,645
2,860,374
2,519,115
a
Deputy City Manager / Chief Finance and Development Officer
Planning
BUDGET SUMMARY:
10120720
• Account 701101 provides funding for the staffing reflected in the Personnel Data. One of the
two existing Planner II positions is being transferred to the Transportation and Mobility Division.
In order to retain a second Planner II position in Planning, the Planning Manager position is
shown as unfunded in the 2021 budget.
• Account 701104 provides wages for the Planning Assistants.
• Account 702000 provides funding for training and travel, which has been reduced to account for
the impacts on travel and conference attendance due to COVID-19. Planning staff will focus
training dollars on virtual or alternative opportunities to gain required continuing education and
certification requirements.
• Account 703100 provides funding for public meetings supplies.
• Account 712008 provides funding for general planning services and area studies including
continued implementation of the mobility plan, a property survey to assist Code Enforcement
efforts, implementation of the Historic Dublin Task Force outcomes, updates to the area plans
associated with the Community Plan, and document scanning to provide improved record
retention. (The Revised Budget column includes encumbrance carryovers from prior years.)
• Account 713004 provides funding for consultants that support the City's boards and commissions
through the development review process, including architectural consulting services, historic
preservation consulting services, and graphic design consulting services. (The Revised Budget
column includes encumbrance carryovers from prior years.)
• Account 715001 provides funding for postage for all work units located within the Development
Building.
• Account 716000 provides funding for professional membership and certification fees such as the
APA (state and national) and ASLA.
• Account 721002 includes funding for office supplies and supplies for specialized presentations.
• Account 751011 provides initial funding for the Dublin 2035 Framework Plan, which is an update
of the Community Plan. Funding from the account would include for modeling for transportation,
infrastructure, and fiscal components of the plan, as well as public input and speaker series.
• Account 753001 provides funding for mowing services and landscape projects under the
supervision of the City's Zoning Inspectors and Code Enforcement Officers. The majority of these
costs are recovered through assessments.
10180720
Account 731000 provides funding for equipment and furniture.
Planning 227 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
228
Parks & Recreation/ Office of the Director
The Department of Parks and Recreation provides direction and oversight to the Divisions of Parks
Operations, Recreation Services, Community Events and Volunteer Services.
OB7ECTIVES AND ACTIVITIES
• To provide leadership and direction to the staff within Parks Operations, Recreation Services,
Community Events and Volunteer Services including setting of departmental goals, clear
customer service standards and accountability for achieving these goals and standards.
• To manage all departmental functions and to develop and recommend policies,
procedures and program improvements.
• To ensure the City's goals and strategic objectives are reached in each of the functional
areas in an efficient, effective and responsive manner.
• To provide appropriate learning and development opportunities to employees and employee
teams.
PERSONNEL DATA
2020
2021
POSITIONTITLE
CURRENTNUMBER
ADOPTED
Director, Parks and Recreation
1
0
Landscape Architect Manager
1
0
Landscape Architect
.5
0
Maintenance Crew Supervisor
1
0
Administrative Support 3
1
0
TOTAL
4.S
0
Staff and funding for this Work Unit has been reallocated to the Office of the Deputy City Manager
/ Chief Operations Officer's Office.
Parks & Recreation 229 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
40 Parks and Recreation
Office of the Director of Parks and Recreation
Personal Services
701101 Full Time Salaries/Wages
390,144
425,645
425,645
0
701103 Overtime Wages
3,858
6,000
6,000
0
701201 Employee Benefits
162,455
190,530
190,530
0
701204 Uniforms and Clothing
637
880
977
0
702000 Training/Travel
5,902
12,700
12,700
0
703100 Meeting Expenses
543
1,500
1,500
0
Personal Services Total:
563,540
637,255
637,352
0
Contractual Services
713005 Misc. Contract. Serv.
1,043,172
1,654,600
1,820,922
0
715001 Communications
26
100
100
0
716000 Memberships/Subscriptions
5,763
6,145
6,145
0
Contractual Services Total:
1,048,961
1,660,845
1,827,167
0
Supplies
721001 Office Supplies
1,302
1,800
2,160
0
Supplies Total:
1,302
1,800
2,160
0
Other Charges and Ex
751003 Special Projects/Programs
2,626
15,000
15,303
0
Other Charges and Ex Total:
2,626
15,000
15,303
0
Parks and Recreation Total:
1,616,429
2,314,900
2,481,981
0
General Fund Total:
1,616,429
2,314,900
2,481,981
0
230
Parks & Recreation/ Office of the Director
10140410
Funding has been moved to organization 10110310.
Parks & Recreation 231 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
232
and Grounds
The City of Dublin takes pride in providing its residents and visitors the highest quality public parks
to pursue their active and passive outdoor needs. Parks and Grounds Maintenance strives to be
both environmentally and economically sound in its management of public areas including parks,
gateways and rights-of-way.
OB7ECTIVES AND ACTIVITIES;
Parks and Grounds Maintenance is committed to maintaining and providing a safe and accessible
park system and will lead efforts for the enhancement and preservation of City grounds.
PERSONNEL DATA
POSITIONTITLE
2020
CURRENTNUMBER
2021
ADOPTED
Director, Public Service (1)
0
.35
Director, Parks (2)
1
0
Operations Administrator
1
1
Maintenance Crew Supervisor
6
6
Maintenance Worker (3)
20
19
Administrative Support 2
1
1
TOTAL
29
27.35
PART-TIME/SEASONAL STAFF
Seasonal Maintenance Worker
22
22
TOTAL
22
22
(1) The Public Service Director position is allocated 35% to this budget, 30% to the Solid Waste
Fund and 35% to the Streets Fund.
(2) The Director of Parks Operations position is being reallocated to the Public Service Director
position.
(3) One Maintenance Worker is reallocated from Parks and Grounds Maintenance to the Go
Dublin Maintenance Team.
Parks & Grounds Maintenance 233 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
40 Parks and Recreation
Parks and Grounds Maintenance
Personal Services
701101 Full Time Salaries/Wages
2,038,328
2,138,775
2,138,775
1,999,270
701103 Overtime Wages
179,480
95,000
95,000
96,500
701104 Other Wages
264,003
372,400
372,400
372,400
701201 Employee Benefits
1,027,965
1,148,135
1,148,135
1,103,920
701204 Uniforms and Clothing
38,265
44,500
49,794
44,790
702000 Training/Travel
4,489
10,875
10,875
5,250
Personal Services Total:
3,552,531
3,809,685
3,814,979
3,622,130
Contractual Services
713005 Misc. Contract. Serv.
244,013
117,895
178,979
1,420,995
715001 Communications
0
200
200
200
716000 Memberships/Subscriptions
1,895
2,880
2,880
2,880
717005 Utilities- Other Fuel Types
281,879
308,245
363,898
315,750
Contractual Services Total:
527,787
429,220
545,957
1,739,825
Supplies
721001 Office Supplies
4,711
8,690
11,164
8,690
721002 Operating Supplies
35,215
44,800
44,903
44,800
722001 Reforestation
27,962
25,000
25,000
25,000
724002 Park Maintenance
189,393
193,000
211,200
193,000
724003 Equipment Maintenance
62,687
90,000
95,371
90,000
Supplies Total:
319,968
361,490
387,638
361,490
Capital Outlay
731000 Furniture/Equipment
31,455
32,000
32,000
32,000
734002 Tools
6,087
8,000
8,000
8,000
735001 Cap Impr Land and Land Impr
19,033
20,000
20,000
20,000
Capital Outlay Total:
56,575
60,000
60,000
60,000
Other Charges and Ex
751003 Special Projects/Programs
89
2,085
2,497
2,085
Other Charges and Ex Total:
89
2,085
2,497
2,085
Parks and Recreation Total:
4,456,950
4,662,480
4,811,070
5,785,530
General Fund Total:
4,456,950
4,662,480
4,811,070
5,785,530
234
Deputy City Manager/ Chief Operating Officer
Public Service/ Parks and Grounds Maintenance
10140430
• Account 701101 provides funding for staffing reflected in the Personnel Data.
• Account 701104 includes funding for seasonal staffing reflected in the Personnel Data and Notes
and Adjustments.
• Account 701204 provides funding for uniforms for full-time and seasonal staff.
• Account 702000 includes funding for training for full-time staff to support parks operations.
Included is education to provide recertification credits for professional certifications, as well as
pesticide applicator credits, and staff training and development.
• Account 713005 provides funding for contractual services for all lanrbzape maintenance contacts,
supplemental contact mulching, winter work, various HOA contrails, lightning prediction service, pond
maintenance, masonry repairs, SCRAM wildlife agreement/services. Landscape maintenance
contracts were moved to this account from the Office of the Parks and Recreation Director.
• Account 716000 provides funding for such memberships and renewals as commercial drivers'
license, pesticide license renewal, trapping license renewal, and reference materials.
• Account 717005 provides funding for electricity, natural gas and water and sewer charges for
services provided in the City's parks.
• Account 721002 provides funding for supplies such as lumber and hardware, electric and
plumbing supplies, and trash bags.
• Account 724002 provides funding for ball diamond infield materials, sod, and grass seed, mulch,
and fertilizer, snow and ice chemicals.
• Account 724003 provides funding for equipment maintenance and repair, including contingency
work associated with Ballantrae water play area, pond aerators, and irrigation systems.
• Account 734002 provides funding for power tools replacement and crew specific tools
replacements.
• Account 751003 provides funding for dedication pavers/engraving for the Grounds of
Remembrance (recovered through fee collection).
10180430
• Account 731000 includes funding for replacement/additional picnic tables, benches and trash
cans. Includes funds new/replacement park signs as needed. Includes replacement of weed
trimmers and blowers.
• Account 735001 includes funding for continued expansion of in -ground irrigation on athletic
fields.
Parks & Grounds Maintenance
235 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
236
Deputy City Manager / Chief Operating Officer
Public Service/ Horticulture
The City of Dublin takes pride in providing its residents and visitors the highest quality public parks
to pursue their active and passive outdoor needs. Parks strives to be both environmentally and
economically sound in its managementof public areas including parks gatewaysand rights-of-way.
OBJECTIVES AND ACTIVITIES:
Horticulture is responsible for the maintenance and enhancement of a variety of distinctive
landscape features and natural areas within our expansive park system.
PERSONNEL DATA 2020 2021
POSITIONTITLE CURRENT NUMBER ADOPTED
City Horticulturist
Assistant Horticulturist
TOTAL
Seasonal Maintenance Worker 18 18
TOTAL 18 18
Horticulture 11/09/20
237
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
40 Parks and Recreation
Horticulture
Personal Services
701101 Full Time Salaries/Wages
383,568
433,785
433,785
412,040
701103 Overtime Wages
30,339
45,000
45,000
45,000
701104 Other Wages
198,324
190,600
190,600
190,600
701201 Employee Benefits
232,149
288,110
288,110
304,180
701204 Uniforms and Clothing
11,660
17,470
21,709
17,470
702000 Training/Travel
7,901
11,130
11,130
5,500
Personal Services Total:
863,942
986,095
990,334
974,790
Contractual Services
713005 Misc. Contract. Serv.
115,499
200,000
200,400
200,000
716000 Memberships/Subscriptions
1,971
2,705
3,035
2,260
Contractual Services Total:
117,470
202,705
203,435
202,260
Supplies
721002 Operating Supplies
6,087
6,500
6,583
6,500
724002 Park Maintenance
60,942
64,500
69,317
64,500
724003 Equipment Maintenance
2,063
2,500
2,902
2,500
Supplies Total:
69,091
73,500
78,802
73,500
Capital Outlay
731000 Furniture/Equipment
3,291
3,710
3,710
3,710
734002 Tools
6,320
7,500
7,500
7,500
735001 Cap Impr Land and Land Impr
66,284
100,000
101,720
100,000
Capital Outlay Total:
75,895
111,210
112,930
111,210
Other Charges and Ex
751003 Special Projects/Programs
21,882
36,000
51,000
36,000
Other Charges and Ex Total:
21,882
36,000
51,000
36,000
Parks and Recreation Total:
1,148,280
1,409,510
1,436,501
1,397,760
General Fund Total:
1,148,280
1,409,510
1,436,501
1,397,760
238
Deputy City Manager/ Chief Operating Officer
Public Service/ Horticulture
10140433
• Account 701101 provides funding for staffing reflected in the Personnel Data.
• Account701204 provides funding for uniforms for full-time and seasonal staff.
• Account 702000 provides funding for training for full-time staff to support horticulture
operations. Included is education to provide recertification credits for professional
certifications, as well as pesticide applicator credits, and staff training and development.
• Account 713005 provides funding for contractual services for arborist work and ecological
assessments, and contracted bed maintenance in the parks (mulching and weeding).
• Account 716000 provides funding for such memberships and renewals as pesticide license
renewal, arborist license renewal, American Horticulture Society membership, and reference
materials.
• Account 721002 provides funding for irrigation system supplies and greenhouse supplies.
• Account 724002 provides funding for topsoil, grass seed, stump grinding, chemicals, plugs,
traps, lab testing, soil injections and micronutrients.
• Account 724003 provides funding for equipment maintenance and repair of chainsaws,
trimmers etc.
• Account734002 provides funding for small tools such blades, pruners, drills, wheelbarrows,
pole saws, etc.
• Account 751003 provides funding Earth Day Activities, Legacy Tree Program, Legacy Bench
Program, Christmas tree for Bri-Hi and seasonal decorations for the Historic District.
10180433
• Account 731000 provides funding for equipment such as hand held blowers, backpack
sprayers, hedge trimmers and wheel barrows.
• Account 735001 includes funding for additional trees and shrubs, historic Dublin planters,
and prairie seed.
Horticulture 11/09/20
239
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
240
Deputy City Manager / Chief Operating Officer
Public Service/ Forestry
STATEMENT OF FUNCTIONS:
The City of Dublin takes pride in providing its residents and visitors the highest quality public parks
to pursue their active and passive outdoor needs. Parks strives to be both environmentally and
economically sound in its managementof public areas including parks, gateways and rights-of-way.
Forestry is responsible for the beautification and safe environment for the public within the rights-
of-way strategic planning, establishment and maintenance of Dublin's urban tree resource.
PERSONNEL DATA 2020 2021
POSITIONTITLE CURRENTNUMBER ADOPTED
City Forester
Assistant Forester
TOTAL
Seasonal Maintenance Worker 10 10
TOTAL 10 10
Forestry 241 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
40 Parks and Recreation
Forestry
Personal Services
701101 Full Time Salaries/Wages
337,073
381,320
381,320
374,445
701103 Overtime Wages
18,081
25,000
25,000
25,000
701104 Other Wages
136,905
188,425
188,425
188,425
701201 Employee Benefits
146,289
242,385
242,385
190,465
701204 Uniforms and Clothing
8,595
11,200
13,479
11,200
702000 Training/Travel
8,978
13,845
13,845
6,995
Personal Services Total:
655,921
862,175
864,454
796,530
Contractual Services
713005 Misc. Contract. Serv.
55,379
127,000
147,000
150,000
716000 Memberships/Subscriptions
1,907
2,480
2,480
3,030
Contractual Services Total:
57,286
129,480
149,480
153,030
Supplies
721002 Operating Supplies
2,838
3,600
3,600
3,600
724002 Park Maintenance
26,183
44,825
45,564
45,825
724003 Equipment Maintenance
1,137
1,500
1,611
1,500
Supplies Total:
30,159
49,925
50,775
50,925
Capital Outlay
731000 Furniture/Equipment
2,178
23,050
23,050
23,050
734002 Tools
3,534
3,750
3,750
3,750
735001 Cap Impr Land and Land Impr
67,484
73,500
73,500
73,500
Capital Outlay Total:
73,196
100,300
100,300
100,300
Other Charges and Ex
751003 Special Projects/Programs
563
1,250
1,250
1,250
Other Charges and Ex Total:
563
1,250
1,250
1,250
Parks and Recreation Total:
817,125
1,143,130
1,166,259
1,102,035
General Fund Total:
817,125
1,143,130
1,166,259
1,102,035
242
Deputy City Manager / Chief Operating Officer
Public Service/ Forestry
10140434
Account 701101 provides funding for staffing reflected in the Personnel Data.
Account 701103 provides funding for seasonal maintenance workers.
Account 701204 provides funding for uniforms for full-time staff.
Account 702000 includes funding for training for full-time staff to support forestry operations.
Included is education to provide recertification credits for professional certifications, as well
as pesticide applicator credits, and staff training and development.
Account 713005 provides funding for contractual services for arborist work and large tree
pruning and removal.
Account 716000 provides funding for such memberships and pesticide license renewal,
arborist license renewal, and reference materials.
Account 721002 provides funding for supplies needed for irrigation, staking, and EAB
injections.
Account 724002 provides funding for soil, mulch, tree injections, and grass seed.
Account 724003 provides funding for equipment maintenance and repair.
Account 734002 provides funding for small tools such ladders, blades, pruners,
wheelbarrows, pole saws, watering supplies etc.
Account 751003 provides funding for Arbor Day trees.
10180434
• Account 731000 includes funding for replacement of chainsaws and Bridge Street District tree
grates.
• Account 735001 includes funding for continued replacement trees and annuals.
Forestry 243 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
244
Deputy City Manager / Chief Operating Officer
Parks and Recreation / Outreach and Engagement
STATEMENT OF FUNCTIONS
The Division of Outreach and Engagement supports the achievement of meaningful, inclusive
community engagement through innovative service, civic initiatives, and learning opportunities
that support and enhance City services and Dublin's quality of life.
OBJECTIVES AND ACTIVITIES
-To provide a comprehensive, citywide volunteer program, to allow citizens an opportunity for
service within their community.
• To continue to be recognized as a national model for engaging citizens in an effective community
and government involvement with committed passionate community members and staff
leadership.
•To convene, facilitate, engage and train residents, corporate residents and stakeholders in
outreach and engagement efforts that advance the city's strategic goals.
• Serves as the liaison to the nonprofit and service learning communities.
• Produces Citizen University.
• Serves as the city facilitator of all Aging in Place efforts.
• To operate under the following values:
Belonaina - We cultivate a sense of community belonging.
Engaging -_We connect residents with city government to build relationships and
leadership.
Enriching - We enhance people's lives through service.
Outstandina - We seek innovation and encourage recognition citizen and volunteer
recognition.
Learning - We emphasize learn -and -serve programming, focusing on local government
learning.
Develooina - We build special connections with youth and older adults.
Su000rtina - We maintain fiscally responsible opportunities that enhance City services
and the community's quality of life.
Connecting --In partnership with Economic Development and Events sponsorships,
we link Dublin businesses to the community increasing their role of corporate
citizenship/resident and potential long term commitment to Dublin.
PERSONNEL DATA
POSITION TITLE
Director, Outreach and Engagement
Administrative Support II
Volunteer Coordinator
Nature Education Coordinator
TOTAL
PART-TIME/SEASONAL STAFF
Intern
TOTAL
2020
NT NUMBER
2020
ADOPTED
1
1
1
1
1
1
1
1
4
4
Outreach and Engagement 245 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
40 Parks and Recreation
Outreach and Engagement
Personal Services
701101 Full Time Salaries/Wages
206,553
288,365
288,365
282,360
701103 Overtime Wages
1,931
3,000
3,000
3,000
701104 Other Wages
8,457
12,000
12,000
14,130
701201 Employee Benefits
76,114
123,515
123,515
134,725
701204 Uniforms and Clothing
143
1,800
2,300
1,800
702000 Training/Travel
2,608
6,000
6,000
3,000
703100 Meeting Expenses
1,570
2,500
2,500
2,500
Personal Services Total:
297,377
437,180
437,680
441,515
Contractual Services
713004 Other Professional Services
7,713
17,000
23,525
19,600
715002 Advertising
0
800
800
800
715003 Printing and Reproductions
2,731
4,000
4,000
4,000
716000 Memberships/Subscriptions
535
500
500
500
717001 Rents and Leases
1,380
2,000
2,000
2,000
Contractual Services Total:
12,360
24,300
30,825
26,900
Supplies
721001 Office Supplies
1,741
3,000
3,659
3,000
721002 Operating Supplies
2,347
9,500
9,863
11,500
Supplies Total:
4,088
12,500
13,522
14,500
Other Charges and Ex
751003 Special Projects/Programs
33,235
66,000
68,350
71,000
Other Charges and Ex Total:
33,235
66,000
68,350
71,000
Parks and Recreation Total:
347,059
539,980
550,377
553,915
General Fund Total:
347,059
539,980
550,377
553,915
246
Deputy City Manager/ Chief Operating Officer
Parks and Recreation / Outreach and Engagement
10110420
• Account 701101 provides funding for full-time staffing reflected in the Personnel Data.
• Account 701103 provides overtime funding to supervise service projects, many of which take
place on weekends and during evening hours.
• Account 701104 provides funding for as seasonal staff intern.
• Account 701204 provides increase to fund an initial web -based portal for citywide volunteers to
purchase gear, extra uniforms and clothing.
• Account 713004 provides funding for necessary background checks for all volunteer positions,
and specialized volunteer training such as CPR/First Aid, bike safety trainings, Community
Service Officers.
• Account 715003 provides funding for printing needs such as training manuals; signage and
posters; identification badges, cards and specialty papers; photography and miscellaneous
printing/copying needs.
• Account 717001 provides for any needed rental items (such as portable restrooms) for outdoor
projects.
• Account 721002 provides funding for operating supplies such as safety lights, protective
gloves/goggles, identification badge materials, first aid supplies and other necessary supplies
for volunteer projects.
• Account 751003 contains a transferred amount of $10,000.00 from the Office of the City
Manager that provides funding for Citizen University
• Account 751003 provides funding for citywide volunteer and corporate volunteer recognition,
programs and award items; program support and promotion, and volunteer on-site event
management needs.
• Account 751003 includes funds to support citywide Aging in Place initiatives.
Outreach and Engagement 11/09/20
247
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
om
Information Technology
STATEMENT OF FUNCTIONS
Mission Statement i5nablingourintema/customers to meet the creeds anddesims ofthe community by optimizing
the use of appropnate and forward thinking technology solutions that are aligned with citywide goals and
objectives.
The management of the City's information technology operations is the responsibility of the Director, Information
Technology.. This involves planning, maintaining, developing, overseeing and managing the City's information
security program, local area and wide area networks, wireless access, all personal computers, multi -function
printers, servers, data storage, the Citywide telephone system, mobile devices and any other technology
infrastructure related issues. We also deliver program and project management services for the organization;
which includes and is not limited to the Dublink fiber operations and our Enterprise Resource Planning (ERP)
systerrs. The team also provides client endpoint services and strives to enhance and promote the utilization of
technology so that city operations realize the benefits of using technology as a tool. Technology is analyzed to
determine how it could affect improvements in productivity and decision-making, increase staff and citizen safety,
and enhancements to all City services. This function continues to grow with the expectation of efficiencies and
innovation that technology can provide to meet City needs. The ultimate goal of Information Technology is to
continually strive towards improving our quality of service and value to the organization and to be viewed as a
business partner with other City work units.
ORIECTIVES AND ACTIVITIES
• Provide citywide management and administration, for evaluating current and emerging technologies and
implementing secure, cost-effective technology solutions.
• Leveraging technology solutions and business partnerships to enhance services for the entire Dublin
community.
• Provide a secure, reliable infrastructure/network to ensure systems availability.
• Provide timely and efficient operational support citywide.
• Become a business enabler and partnerwith work units by assisting them in operational improvements,
through an understanding of their business processes and needs and managing the implementation of
technology solutions to meet those needs.
• Deliver comprehensive project management services citywide.
• Provide administrative services such as: equipment and software procurement, contract negotiations and
review, and invoice processing.
• Ensure strategic alignment with City goals and objectives.
• Acquire, develop and retain high performing staff to meet these business objectives.
• Partnerwith each division to effectively deliver IT services which directly impact the residents and employers
in the City of Dublin (Smart City Initiatives, DubLink, etc.)
PERSONNEL DATA
POSITION TITLE
2020
CURRENT NUMBER
2021
ADOPTED
Information Technology Director
1
1
Information Security Administrator
1
1
Support Services Analyst
3
3
Network Operations Manager
1
1
Information Technology Project Leader
3
3
Network Engineer
2
2
Administrative Support 3 (1)
1
0
TOTAL
12
11
PART-TIME/SEASONAL STAFF
Intern (Support Services) (2)
TOTAL
Information Technology 249 11/09/20
Information Technology
NOTES & ADJUSTMENTS:
(1) By way of organizational changes, the Administrative Support III position will be moved to the
Office of the City Manager and report directly to the Assistant City Manager/Chief Strategy and
Innovation Officer.
(2) One Intern position will be removed. This information has been updated in the Personnel data
table above.
Information Technology 250 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
10 City Manager
Information Technology Operations
Personal Services
701101 Full Time Salaries/Wages
0
0
0
1,015,385
701103 Overtime Wages
0
0
0
24,000
701104 Other Wages
0
0
0
27,000
701201 Employee Benefits
0
0
0
454,755
702000 Training/Travel
0
0
0
13,250
703100 Meeting Expenses
0
0
0
300
Personal Services Total:
0
0
0
1,534,690
Contractual Services
713004 Other Professional Services
0
0
0
221,000
713005 Misc. Contract. Serv.
0
0
0
1,405,460
715001 Communications
0
0
0
508,240
716000 Memberships/Subscriptions
0
0
0
2,200
717001 Rents and Leases
0
0
0
14,000
Contractual Services Total:
0
0
0
2,150,900
Supplies
721001 Office Supplies
0
0
0
1,000
721002 Operating Supplies
0
0
0
127,000
724003 Equipment Maintenance
0
0
0
921,320
Supplies Total:
0
0
0
1,049,320
City Manager Total:
0
0
0
4,734,910
General Fund Total:
0
0
0
4,734,910
251
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
60 Information Technology
Personal Services
701101 Full Time Salaries/Wages
1,336,319
1,511,235
1,511,235
0
701103 Overtime Wages
31,246
36,000
36,000
0
701104 Other Wages
18,986
40,000
40,000
0
701201 Employee Benefits
548,873
671,085
671,085
0
702000 Training/Travel
48,000
45,000
45,410
0
703100 Meeting Expenses
1,128
1,500
1,500
0
Personal Services Total:
1,984,550
2,304,820
2,305,230
0
Contractual Services
713004 Other Professional Services
315,176
451,000
639,600
0
713005 Misc. Contract. Serv.
1,053,648
1,512,550
1,584,358
0
715001 Communications
429,740
504,940
653,017
0
716000 Memberships/Subscriptions
1,972
2,350
2,350
0
717001 Rents and Leases
65,350
82,000
85,757
0
Contractual Services Total:
1,865,887
2,552,840
2,965,082
0
Supplies
721001 Office Supplies
2,423
2,000
4,224
0
721002 Operating Supplies
118,342
171,000
207,616
0
724003 Equipment Maintenance
917,687
1,056,770
1,074,055
0
Supplies Total:
1,038,452
1,229,770
1,285,895
0
Capital Outlay
731000 Furniture/Equipment
0
1,000
1,000
0
Capital Outlay Total:
0
1,000
1,000
0
Information Technology Total:
4,888,889
6,088,430
6,557,208
0
General Fund Total:
4,888,889
6,088,430
6,557,208
0
252
BUDGET SUMMARY:
10110180 (Previously 101106101
• Account 701101 provides funding for the IT staffing reflected in the Personnel Data.
• Account 701104 provides funding for part-time/seasonal staff.
• Account 702000 provides funding for trade conferences, training and development, travel, and
professional certifications for IT staff.
• Account 713004 provides for professional consulting services for operational and project
delivery based activities. This can include specific expertise or knowledge which may be
necessary to ensure success and/or to augment the staffing assignments due to workload.
• Account 713005 provides funding for contractual services which include cloud -based (hosted)
or managed solutions for the City.
• Account 715001 includes funds for citywide telecommunications. This includes office and
mobile phone usage, internet service providers, GPS/AVL, pay phones and eFax solutions.
• Account 716000 provides funding for professional memberships and access to technical
manuals, subscriptions, and other miscellaneous organization fees.
• Account 717001 provides funding for the rent and leasing of office space for the City at Metro
Data Center, dark fiber lease and citywide copier lease.
• Account 721001 provides funding for office supplies.
• Account 721002 provides funding for general operating supplies such as: plotter paper
and repair services, printing consumables, ID badges and other peripheral hardware.
• Account 724003 provides funding for citywide hardware and software maintenance costs
for network infrastructure and applications supporting business operations.
10180180 (Previously 101806101
• Account 731000 provides funding for additional equipment and furniture.
Information Technology 253 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
254
Performance Analytics
The Division of Performance Analytics was created to bring emphasis to the importance of aligning the
organizations activities and services with Council Visionary Goals and Strategic Operational Goals;
measuring the success of those activities and services; and continually improving those activities and
services. The Division supports all other Divisions thus having direct and indirect impact on all of
Council's Visionary Goals. The Division houses the Data Analytics, GIS and PIEworks (internal process
improvement and innovation team) functions. This unique combination of disciplines allows the Division
to bring the City new capabilities in terms of solution implementation and support; analysis; data
connectivity, discovery and usage; process improvement; facilitation; research and development;
citizen and employee engagement; decision support; and storytelling.
The Division is not only future looking and project oriented but also the core technical support team
for GIS software, Data Visualization software, work order software, GoDublin and other solutions.
ORIECTIVES AND ACTIVITIES
• Maintain and enhance the City's award winning GIS program (Council Goals 14 1 Strategic Operations Goals
1-5)
• Create, maintain and grow the City's Data Analytics program (Council Goal 3 1 Strategic Operations Goal 3)
• Support strategic planning efforts across the City (Council Goal 4 1 Strategic Operations Goals 1-5)
• Catalog strategic plans and innovation efforts across the City (Council Goals 2 and 4 1 Strategic Operabons
Goals 1-5)
• Provide customer support for deployed solutions (Strategic Operations Goal 3)
• Provide Research and Development capability in order to test new services and service delivery methods
(Council Goals 2 and 4 1 Strategic Operations Goal 3)
• Provide citywide vision, leadership and direction for evaluating current and emerging technologies (Council
Goal 3 1 Strategic Operations Goals 3 and 5)
• Provide process improvement capability as a service (Council Goals 2 and 3 1 Strategic Operations Goals 3
and 5)
• Provide citywide project and event support as needed (Strategic Operations Goals 3, 4, and 5)
PERSONNEL DATA 2020 2021
POSITION TITLE CURRENT NUMBER ADOPTED
Performance Analytics Director
Data Manager (1)
Senior Data Analyst
TOTAL
PART-TIME/SEASONAL STAFF
Intern (GIS)
TOTAL
NOTES & ADJUSTMENTS:
(1) Backfill the Data Manager position - The Data Manager is a key role for the Division as a tactical
leader and program/project manager for the GIS and Data Analytic functions. This position was
vacated when the current Director of Performance Analytics was promoted.
Performance Analytics 255 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
10 City Manager
Performance Analytics
Personal Services
701101 Full Time Salaries/Wages
0
0
0
400,070
701103 Overtime Wages
0
0
0
6,000
701104 Other Wages
0
0
0
13,000
701201 Employee Benefits
0
0
0
181,150
702000 Training/Travel
0
0
0
4,250
703100 Meeting Expenses
0
0
0
400
Personal Services Total:
0
0
0
604,870
Contractual Services
713004 Other Professional Services
0
0
0
96,800
713005 Misc. Contract. Serv.
0
0
0
125,400
Contractual Services Total:
0
0
0
222,200
Supplies
721001 Office Supplies
0
0
0
500
721002 Operating Supplies
0
0
0
4,000
724003 Equipment Maintenance
0
0
0
116,000
Supplies Total:
0
0
0
120,500
Capital Outlay
731000 Furniture/Equipment
0
0
0
1,000
Capital Outlay Total:
0
0
0
1,000
Other Charges and Ex
751003 Special Projects/Programs
0
0
0
12,000
Other Charges and Ex Total:
0
0
0
12,000
City Manager Total:
0
0
0
960,570
General Fund Total:
0
0
0
960,570
256
Performance Analytics
BUDGET SUMMARY:
70770770
. Account 701101 provides funding for the Performance Analytics staffing reflected in the
Personnel Data.
. Account 701103 provides funding for overtime wages for non-exempt staff.
. Account 701104 provides funding for part-time/seasonal staff.
. Account 702000 provides funding for trade conferences, training and development, travel, and
professional certifications.
. Account 703100 provides funding for meeting and facilitation expenses.
. Account 713004 provides for professional consulting services for operational and project
delivery based activities. This can include specific expertise or knowledge which may be
necessary to ensure sums and/or to augment the staffing assignments due to workload.
. Account 713005 provides funding for contractual services which include cloud -based (hosted)
or managed solutions for the City such as the City's data platform, GoDublin, facilitation tools
and project management tools.
. Account 721001 provides funding for office supplies.
. Account 721002 provides funding for general operating supplies such as: plotter paper,
printing consumables.
. Account 724003 provides funding for citywide hardware and software maintenance costs
and applications supporting business operations such as Esri GIS software, Data visualization
software and the Cityworks work order system.
. Account 751003 provides funding for special projects and programs and research and
development such as the PIEworks program and Google Cloud storage that
supports chatbot, Alexa skills and other technology experiments.
10180170
Account 731000 provides funding for additional equipment and furniture.
Performance Analytics 257 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
258
Office of the City Manager / Court Services
STATEMENT OF FUNCTIONS:
Court Services serves as the judicial branch of the City. Court Services is responsible for
monitoring all court operations including the collection of fines, preparing the court docket, and
processing all parking, traffic, and criminal citations. As a sentencing alternative, Adult Probation,
Adult and Juvenile Diversion, Adult and Juvenile Traffic Diversion, and Provided No Conviction
programs are offered. Court Services is also responsible for implementing and operating the
City's Records Management Program, which includes both on and off-site central storage,
destruction of records in accordance with the City of Dublin's retention schedule and document
imaging services.
OBJECTIVES AND ACTIVITIES:
• To provide the highest level of quality service to our customers, both internal and external.
• To enforce court orders.
• To maintain high levels of accuracy on all court records.
• To effectively administer the adult probation, adult and juvenile diversion, juvenile traffic
diversion, and the provided no convictions programs.
• To eliminate unnecessary time delays in scheduling adult probation cases, diversion cases
and in processing court documents.
• To effectively monitor all sentencing alternatives cases for compliance with court orders.
• To maintain harmonious relations between the Magistrates, the Prosecutors, the Police
and the Court staff in order to better serve the public.
• To maintain secure and orderly courtroom operations.
• To provide information and outreach about the criminal justice system to the public.
PERSONNEL DATA
POSITION TITLE
2020
CURRENT NUMBER
2021
ADOPTED
Director of Court Services (1)
.5
.5
Diversion Officer
1
1
Court Clerk
1
1
Administrative Support 2 (2)
.75
.75
TOTAL
3.25
3.25
Court Services also performs the additional duties of Records Management to comply with
conditions set forth in the Ohio Revised Code. Salaries, wages and benefits have been allocated
to Court Services and Records Management for each position as follows:
(1) Allocates 50% to the Court Services budget and 50% to the Records Management budget.
(2) ) Allocates 75% to the Court Services budget and 25% to the Records Management budget.
Court 259 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
10 City Manager
Court Services
Personal Services
701101 Full Time Salaries/Wages
211,046
225,610
225,610
219,920
701103 Overtime Wages
2,164
3,500
3,500
3,500
701201 Employee Benefits
64,034
81,870
81,870
70,845
702000 Training/Travel
2,450
3,000
3,000
1,500
Personal Services Total:
279,693
313,980
313,980
295,765
Contractual Services
713002 Legal Services
3,411
4,600
7,503
4,600
713004 Other Professional Services
80,290
86,500
97,890
91,500
713005 Misc. Contract. Serv.
6,847
11,000
11,000
11,000
715001 Communications
3,000
3,000
3,000
3,000
716000 Memberships/Subscriptions
610
725
725
925
Contractual Services Total:
94,158
105,825
120,118
111,025
Supplies
721001 Office Supplies
889
2,500
3,823
2,500
721002 Operating Supplies
4,559
8,000
12,908
8,000
724003 Equipment Maintenance
260
300
300
0
Supplies Total:
5,708
10,800
17,032
10,500
City Manager Total:
379,559
430,605
451,130
417,290
General Fund Total:
379,559
430,605
451,130
417,290
260
Office of the City Manager / Court Services
10110150
• Account 701101 provides funding for the staffing reflected under Personnel Data.
• Account 701103 provides funding for overtime due to Court on Tuesday
afternoons/evenings and special events.
• Account 702000 provides funding for staff training and conferences.
• Account 713002 provides funding for services provided by the Delaware County
Prosecutor's Office, the Franklin County Public Defender's Office and Union County Public
Defender's Office.
• Account 713004 includes funds for prisoner boarding and medical services at the Franklin
County Jail, the City's share of the Franklin County Municipal Courts operational costs,
interpreter's fees, domestic violence advocate fees and fees for use of a full time
Magistrate.
• Account 713005 provides funding for witness fees and bank fees, including credit card
processing fees.
• Account 721002 provides funding for specific supplies that are necessary to court
operations such as court files, labels, citations (traffic/parking) and criminal complaint
forms.
Court 261 11/09/20
Office of the City Manager / Court Services
Performance Measures:
Successful Completion Rate for Juvenile Diversion - This measure is reflective of the percentage
of juveniles who completed all of the required conditions of the diversion program and did not
re -offend during the 6 months the case remained open. It is used as a benchmark to ensure that
Court Services is providing the appropriate level of client -service.
*YTD 2020 as of 6/30/2020
Percent of Juveniles Completing
Diversion Program
100% 87% 88% 91% 94%
90% 84%
77% .... ?R°Jn.......
70%
60%
50%
40%
30%
20%
10%
0%
2013 2014 2015 2016 2017 2018 2019 2020 YTD*
Total ......••• Trendline
Juvenile Diversion Caseload — The total number of juveniles who were enrolled in the Juvenile
Diversion Program each year.
*YTD 2020 as of 6/30/2020
Juvenile Diversion Caseload
100 95
90
80
70 67
sz
60
50
40
30
20
20
0 '
0
2013 2014 2015 2016 2017 2018 2019 2020 YTD*
Court 262 11/09/20
Clearance Rate —The court's clearance rate is a measure of its ability to keep up with its incoming
caseload. *YTD 2020 as of 6/30/2020
Court Clearance Rate
120%
102% 98% 99% 102% 100% 101%
100%
80%
60%
90%
20%
0%
2015 2016 2017 2018 2019 2020 YTD*
Total Rate .........Trendline
Court 263 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
264
Office of the City Manager / Records Management
Records Management was established to maintain efficient methods for storage and retrieval of
documents and to eliminate the unnecessary retention of obsolete records. As part of Records
Management, a central storage facility was created to reduce the amount of prime office space being
utilized by active and inactive records. Operated by Court Services, the central storage facility allows
for active and inactive records to be examined, archived and/or scheduled for destruction in
accordance with the procedures established in the Ohio Revised Code and standards accepted by the
City of Dublin Records Commission. Records Management also supervises document -imaging services.
• To provide the highest level of quality service to our customers, both internal and external.
• To continue to develop and implement Records Management policies to provide
consistency in maintaining records for the City of Dublin.
• To continue to scan documents for accessibility, archival and historical purposes.
• To effectively administer a central storage facility for archival of active and inactive
records and the scheduled destruction of obsolete records.
• To assist all City work units in maintaining records in accordance with Ohio Revised Code
and standards accepted by the City of Dublin Records Commission.
PERSONNEL DATA
POSITION TITLE
Director of Court Services (1)
Administrative Support 2 (1)
TOTAL
PERMANENT PART-TIME/SEASONAL STAFF
Records Retention Technician
TOTAL
2020
NT NUMBER
2021
AnOPTFn
.5
.5
.25
.25
.75
.75
(1) The Court Administrator allocates 50% of their time to Records Management, and the
Administrative Support 2 allocates 25% of their time to Records Management.
Records Management 265 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
10 City Manager
Records Management
Personal Services
701101 Full Time Salaries/Wages
96,095
110,290
110,290
106,710
701103 Overtime Wages
283
500
500
500
701201 Employee Benefits
28,948
35,875
35,875
34,200
702000 Training/Travel
40
500
500
250
Personal Services Total:
125,367
147,165
147,165
141,660
Contractual Services
713004 Other Professional Services
19,620
25,000
29,227
25,000
713005 Misc. Contract. Serv.
5,238
6,500
10,126
6,500
716000 Memberships/Subscriptions
284
600
600
600
Contractual Services Total:
25,142
32,100
39,953
32,100
Supplies
721001 Office Supplies
1,551
2,000
2,989
2,000
724003 Equipment Maintenance
2,875
3,500
3,500
3,500
Supplies Total:
4,426
5,500
6,489
5,500
City Manager Total:
154,935
184,765
193,607
179,260
General Fund Total:
154,935
184,765
193,607
179,260
266
Office of the City Manager / Records Management
10110160
• Account 701101 provides funding for staffing allocations as provided under the Personnel Data
-Notes and Adjustments section.
• Account 713004 provides funding for the digital scanning of permanent records and frequently
accessed records.
• Account 724003 provides funding for maintenance contracts for the records management
software (OPUS) and two microfilm reader/printers.
• Account 713005 provides funding for off-site records storage of microfilm originals and
historical paper documents, and on-site records destruction.
Records Management 267 11/09/20
Office of the City Manager / Records Management
1. Annual Requests for Records Located in Justice Center:
Annual Requests for Records Located
in the Justice Center
180 168
160 157
140 136 141 135
127
120
100 95
80
60
60
40
20 I
0
2013 2014 2015 2016 2017 2018 2019 2020 YTD*
*YTD 2020 as of 6/30/2020
Records Management 268 11/09/20
Table of Contents
4 1 Special Revnue Fund
Cgin IDlin
OHIO, USA
0 OR
Deputy City Manager / Chief Operating Officer / Public Service / Street Maintenance
STATEMENT OF FUNCTIONS
Street Maintenance is responsible for maintenance and minor repairs to the City's streets, paths,
curbs, gutters and sidewalks. The work unit handles a vast array of other maintenance responsibilities
including berming, guardrail repairs/replacements, mowing, litter removal and snow and ice removal
operations. Additionally, special event coordination and support are managed within the work unit.
OBJECTIVES AND ACTIVITIES
• Provide well-maintained streets and rights-of-way ensuring safe travel and enhancing the
aesthetics of the City.
• Sweep all City streets five times per year to enhance the neighborhoods and construction areas.
• Ensure work is performed in a cost effective manner. Evaluate the costs of performing activities
with in-house staff and outsourcing.
• Plan, coordinate, and execute involvement with special events activities in a professional and
economical manner.
PERSONNEL DATA 2020
2021
POSITION TITLE CURRENT NUMBER
ADOPTED
Public Service Director (1) 0
.35
Director, Street Maintenance (2) .6
0
Operations Administrator (3) 1.5
1
Maintenance Crew Supervisor (4) 3
2.2
Maintenance Worker (5) 18
14
Administrative Support 2 .9
1
TOTAL 24
18.SS
PART-TIME/SEASONAL STAFF
Seasonal Maintenance Worker 4
4
TOTAL 4
4
NOTES AND ADJUSTMENTS:
(1) The Public Service Director position is allocated 35% to this budget, 30% to the Solid Waste
Fund and 35% to the Parks and Grounds Maintenance Fund.
(2) The vacant Director of Street & Utilities Operations position is being reallocated
to Management
Assistant position in the Deputy City Manager's Office.
(3) One Operations Administrator position is reallocated to Engineering.
(4) One Crew Supervisor position is allocated 20% in this budget and 80% in the Solid Waste Fund.
(5) Two Maintenance Workers are reallocated to the GoDublin Maintenance Team.
Two
Maintenance Workers are reallocated to Transportation and Mobility for the Sign
Shop.
Streets Maintenance 271 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
201 Street Maintenance and Repair
30 Public Works
Street Operations
Personal Services
701101 Full Time Salaries/Wages
1,466,329
1,634,975
1,634,975
1,308,510
701103 Overtime Wages
163,118
160,000
160,000
160,000
701104 Other Wages
106,028
116,230
116,230
116,230
701201 Employee Benefits
684,101
874,280
874,280
699,500
701204 Uniforms and Clothing
25,739
21,725
22,242
22,745
702000 Training/Travel
11,643
22,040
22,040
11,020
Personal Services Total:
2,456,959
2,829,250
2,829,767
2,318,005
Contractual Services
713005 Misc. Contract. Serv.
83,348
134,785
183,516
134,785
715001 Communications
0
100
100
100
716000 Memberships/Subscriptions
921
1,460
1,460
1,660
717001 Rents and Leases
4,410
4,300
4,300
4,300
Contractual Services Total:
88,679
140,645
189,376
140,845
Supplies
721001 Office Supplies
1,488
4,400
8,184
4,400
721002 Operating Supplies
96,676
97,000
126,964
97,000
723001 Street Salt
639,350
923,085
1,409,148
923,085
723006 Special Events
2,473
3,000
3,344
3,000
724003 Equipment Maintenance
1,800
2,000
2,000
2,000
725002 Signs
170,325
120,000
172,229
0
Supplies Total:
912,112
1,149,485
1,721,869
1,029,485
Capital Outlay
731000 Furniture/Equipment
0
1,500
1,500
1,500
734002 Tools
5,477
21,300
21,300
21,300
Capital Outlay Total:
5,477
22,800
22,800
22,800
Public Works Total:
3,463,227
4,142,180
4,763,811
3,511,135
Street Maintenance and Repair Total:
3,463,227
4,142,180
4,763,811
3,511,135
272
Deputy City Manager / Chief Operating Officer / Public Service / Street Maintenance
BUDGET SUMMARY:
20170330
• Account 701101 provides funding for the staffing reflected in the Personnel Data and Notes and
Adjustments.
• Account 701104 includes funding for seasonal staff.
• Account 702000 includes funding for training.
• Account 701204 provides funding for necessary uniforms and clothing including boots, gloves,
rain gear, and rental uniforms.
• Account 713005 provides funding for contracted street sweeping, storm sewer contingency, mail
box repairs, asphalt repairs, and the repairs of guardrails due to accidents.
• Account 716000 includes funding for memberships in the American Public Works Association, the
Ohio Certified Public Manager's Association, and other miscellaneous memberships.
• Account 721002 includes funding for operating supplies such as cold mix, hot mix, gravel, crack
sealing materials, curb and catch basin repair supplies, and construction materials.
• Account 723001 provides funding for the City's annual purchase of street salt and liquids.
• Account 725002 funding for signs is reflected in Transportation and Mobility.
20180330
• Account 731000 provides funding for miscellaneous equipment or furniture.
• Account 734002 provides funding for miscellaneous tools.
20196290
Account 741000 provides funding for transfer of additional gas tax collections to the Capital
Improvements Tax Fund.
Streets Maintenance 273 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
274
Deputy City Manager / Chief Operating Officer
Transportation and Mobility /Traffic Signals and Street Lights
STATEMENT OF FUNCTION
This program is responsible for installing, repairing, and maintaining all traffic signals, traffic control
signs, and street lights within the public right-of-way, and maintaining all pavement markings such
as crosswalk lines, stop bars, center lines and school zone markings. Also included within this
budget is emergency warning siren maintenance, maintenance of school zones and flashers, and
pedestrian crossings.
OBJECTIVES AND ACTIVITIES
• To provide well-maintained electrical assets for public health and safety.
NOTES AND ADJUSTMENTS:
There are no personnel assigned to this budget. Expenses reflected in this account are for work
completed by the Electrical Crew. The Electrical Crew's positions are reflected in the Transportation
and Mobility Work Unit.
Engineering 275 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
201 Street Maintenance and Repair
30 Public Works
Engineering - Traffic Signals and Street Lights
Contractual Services
713004 Other Professional Services
55,171
125,000
274,422
0
717005 Utilities- Other Fuel Types
18,457
29,500
34,618
0
Contractual Services Total:
73,628
154,500
309,040
0
Supplies
721002 Operating Supplies
0
2,500
2,500
0
724001 General Maintenance
159,627
280,000
410,544
0
724003 Equipment Maintenance
608
1,000
1,000
0
Supplies Total:
160,235
283,500
414,044
0
Capital Outlay
731000 Furniture/Equipment
5,944
5,000
5,000
0
734002 Tools
1,709
5,000
5,000
0
Capital Outlay Total:
7,654
10,000
10,000
0
Public Works Total:
241,516
448,000
733,085
0
Street Maintenance and Repair Total:
241,516
448,000
733,085
0
276
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
201 Street Maintenance and Repair
30 Public Works
Transportation & Mobility
Contractual Services
716000 Memberships/Subscriptions
0
0
0
1,125
717005 Utilities- Other Fuel Types
0
0
0
31,500
Contractual Services Total:
0
0
0
32,625
Supplies
721002 Operating Supplies
0
0
0
2,500
724001 General Maintenance
0
0
0
280,000
724003 Equipment Maintenance
0
0
0
3,000
Supplies Total:
0
0
0
285,500
Capital Outlay
731000 Furniture/Equipment
0
0
0
10,000
Capital Outlay Total:
0
0
0
10,000
Public Works Total:
0
0
0
328,125
Street Maintenance and Repair Total:
0
0
0
328,125
277
2021 Operating Budget - City of Dublin, Ohio
2019 2020 2020 2021
Actual Budget Revised Budget Department
Budget
201 Street Maintenance and Repair
20 Finance
Transfers/Advances
741000 Transfers Expense 0 925,000 925,000 693,750
Transfers/Advances Total:
Finance Total:
Street Maintenance and Repair Total:
278
0 925,000 925,000 693,750
0 925,000 925,000 693,750
0 925,000 925,000 693,750
Deputy City Manager / Chief Operating Officer
Transportation and Mobility /Traffic Signals and Street Lights
BUDGET SUMMARY:
20170381 (previously 20170320)
• Account 717005 provides funding for utilities for operation of traffic signals.
• Account 724001 provides funding for signal head replacements, router for remote
communications with traffic signals, and other traffic signal and illuminated street sign repair
and maintenance. Increase in this line item provides funding for a city-wide pedestrian
crossing study, as well as equipment replacement for pedestrian crossings.
20180381 (previously 20180320)
Account 73100 provides funding to set-up a new cage area with shelving, work bench, and
bins, and miscellaneous small equipment.
Engineering 279 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
m
Deputy City Manager / Chief Operating Officer
Transportation and Mobility / Highway Maintenance
STATEMENT OF FUNCTIONS
This program is responsible for maintaining all traffic signals, traffic control signs, and street lights
within the public right-of-way on the various state highways located within the City. The monies
utilized for this section are from the State Highway Maintenance Improvements Fund which is
generated by motor vehicle registration fees and gasoline tax revenues, and can only be spent for
this limited purpose.
There are no personnel assigned to the Highway Maintenance budget.
T&M / Highway 281 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
202 State Highway
20 Finance
Transfers/Advances
741000 Transfers Expense
37,500
100,000
100,000
81,250
742000 Advances Expense
50,000
200,000
200,000
100,000
Transfers/Advances Total:
87,500
300,000
300,000
181,250
Finance Total:
87,500
300,000
300,000
181,250
30 Public Works
Contractual Services
717005 Utilities- Other Fuel Types
0
0
0
31,000
Contractual Services Total:
0
0
0
31,000
Public Works Total:
0
0
0
31,000
State Highway Total:
87,500
300,000
300,000
212,250
282
Deputy City Manager / Chief Operating Officer
Transportation and Mobility / Highway Maintenance
BUDGET SUMMARY:
20296290/20297290
• Account 741000 and 742000 provide funding for necessary transfers to general obligation
bond retirement, the Capital Improvements Tax Fund for additional gas tax collections, and
advances as necessary.
20270381 (previously 20270320)
• Account 717005 provides funding for the cost of utilities related to the operation of traffic
signals that are located on State highways.
T&M / Highway 283 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
ml
Deputy City Manager / Chief Operating Officer
Facilities and Fleet Management / Community Recreation Center — Facilities
STATEMENT OF FUNCTIONS
The Facilities Work Unit is charged with protecting the City's investment in the Community
Recreation Center (DCRC) by ensuring that both the appearance and functions are preserved.
This is accomplished by adhering to proper preventive maintenance programs, performing repairs
in a professional manner and as quickly as possible, maintaining a safe and clean environment
for building occupants and visitors, and by seeking the most efficient utilization of space and
energy resources.
• To establish and implement a proactive preventive maintenance program.
• To perform regular inspections of facilities and equipment.
• To provide custodial services, utilizing green cleaning practices to the extent possible.
• To perform repairs to equipment and facility components.
• To provide oversight for certain recreation construction and renovation projects.
• To reduce energy consumption at the Recreation Center by introducing best practices in
conservation and installing efficient mechanical and electrical systems.
PERSONNEL DATA 2020 2021
POSITION TITLE CURRENT NUMBER ADOPTED
Maintenance Crew Supervisor
Quality Control Manager
Maintenance Worker
Custodians
TOTAL
PART-TIME/SEASONAL STAFF
Seasonal Maintenance Worker
TOTAL
NOTES AND ADJUSTMENTS:
Facilitates - DCRC 285 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
225 Recreation
30 Public Works
Community Recreation Center - Facilities
Personal Services
701101 Full Time Salaries/Wages
357,996
463,085
463,085
456,265
701103 Overtime Wages
17,428
14,600
14,600
14,600
701201 Employee Benefits
174,897
271,595
271,595
227,250
701204 Uniforms and Clothing
3,646
4,600
4,600
4,600
702000 Training/Travel
185
1,300
6,300
650
703100 Meeting Expenses
0
350
350
350
Personal Services Total:
554,152
755,530
760,530
703,715
Contractual Services
713005 Misc. Contract. Serv.
320,187
372,810
439,574
372,810
716000 Memberships/Subscriptions
0
200
200
200
717001 Rents and Leases
0
1,000
1,000
1,000
Contractual Services Total:
320,187
374,010
440,774
374,010
Supplies
721002 Operating Supplies
77,738
103,295
96,935
103,295
724003 Equipment Maintenance
77,138
84,660
151,809
84,660
Supplies Total:
154,876
187,955
248,744
187,955
Capital Outlay
734002 Tools
0
1,000
1,000
1,000
735002 Cap Impr Build & Other Struct
129,061
210,000
206,000
55,000
Capital Outlay Total:
129,061
211,000
207,000
56,000
Public Works Total:
1,158,275
1,528,495
1,657,047
1,321,680
Recreation Total:
1,158,275
1,528,495
1,657,047
1,321,680
286
Deputy City Manager / Chief Operating Officer
Facilities and Fleet Management / Community Recreation Center — Facilities
BUDGET SUMMARY:
22540350
• Account 701101 provides funding for full-time staffing as reflected in the Personnel Data.
• Account 701103 provides funding for overtime wages to provide staff coverage for
maintenance projects, emergency call -ins and special events.
• Account 713005 includes funding for preventive maintenance services, technical
maintenance services, duct work cleaning, drain cleaning, pest control, window cleaning,
and contract custodial cleaning services.
• Account 721002 provides funding for custodial supplies, light bulbs, filters, paints and
other miscellaneous supplies to maintain the facility.
• Account 724003 includes funding for ongoing general maintenance and repair of the
Community Recreation Center (DCRC) as well as HVAC and related equipment repairs.
22580350
• Account 734002 provides for small tools.
• Account 735002 provides funding to for a number of capital improvement projects as
listed in the 2021-2025 Capital Improvements Program.
Facilitates - DCRC 287 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
mm
Parks & Recreation / Recreation Services
STATEMENT OF FUNCTIONS
Dublin Recreation Services is responsible for delivering diverse quality programs and services that
promote active lifestyles, learning and the arts that will enhance the quality of life throughout the
community.
OBJECTIVES AND ACTIVITIES
• To provide proactive management, proficiency, and efficiency to all Recreation Services
functions.
• To provide safe quality leisure time activities and opportunities.
• To promote active lifestyles and participation in recreation programs through comprehensive
marketing strategies.
• To maximize accessibility for all citizens of Dublin.
• To provide the highest quality service to the community.
PERSONNEL DATA
2020
2021
POSITION TITLE
CURRENT NUMBER
ADOPTED
Director, Recreation Services
.45
.45
Recreation Services Administrator
2.0
2.0
Recreation Program Supervisor (1)
3.6
3.0
Recreation Operations Supervisor
.25
.25
Theater Supervisor
.3
.3
Adaptive Recreation Coordinator
.75
.75
Membership Services Coordinator
.4
.4
Recreation Program Coordinator (1)
1.0
2.0
Recreation Operations Specialist
.5
.25
Administrative Support 3
_6
_6
TOTAL (2)
9.85 FTE
10.0 FTE
PART-TIME/SEASONAL STAFF
Intern
1.46
1.07
Open Gym & Sports Programs
2.18
2.18
Pre -School / Youth Camps
21.22
17.82
Pre -School / Youth Programs
.55
.55
Teen Camps
3.23
2.33
Teen Programs
1.04
.39
Adult Programs
.27
.25
Senior Programs / Program Assistants
1.18
1.21
Special Needs
.30
.30
Park Programming/Corporate
0
.86
TOTAL
31.43 FTE
26.96 FTE
NOTES AND ADJUSTMENTS:
(1) Reclassification of Recreation Program Supervisor position to Recreation Program Coordinator
position.
(2) The full-time positions allocated between this budget, the Dublin Community Recreation Center
budget, and the Swimming Pool budget.
Parks & Recreation/Recreation 289 11/09/20
2021 Operating Budget - City of Dublin, Ohio
1,521,630
2,022,465
1,772,465
1,839,085
Contractual Services
2019
2020
2020
2021
Recreation Total:
Actual
Budget
Revised Budget
Department
193,996
424,895
713005
Misc. Contract. Serv.
Budget
225 Recreation
50,400
50,400
715001
Communications
40 Parks and Recreation
8,310
3,310
3,500
715002
Recreation Services
374
1,500
1,500
1,500
Personal Services
Printing and Reproductions
22,436
32,000
35,429
701101 Full Time Salaries/Wages
567,942
710,175
710,175
670,345
701103 Overtime Wages
8,056
5,000
5,000
5,000
701104 Other Wages
599,646
818,050
568,050
722,635
701201 Employee Benefits
330,285
467,315
467,315
423,765
701204 Uniforms and Clothing
12,399
12,925
12,925
12,840
702000 Training/Travel
3,303
9,000
9,000
4,500
Personal Services Total:
1,521,630
2,022,465
1,772,465
1,839,085
Contractual Services
Recreation Total:
713004
Other Professional Services
308,152
431,455
193,996
424,895
713005
Misc. Contract. Serv.
50,005
50,400
50,400
50,400
715001
Communications
50
8,310
3,310
3,500
715002
Advertising
374
1,500
1,500
1,500
715003
Printing and Reproductions
22,436
32,000
35,429
32,000
716000
Memberships/Subscriptions
3,200
5,050
5,050
5,310
717001
Rents and Leases
88,827
97,270
48,053
96,010
Contractual Services
Total:
473,044
625,985
337,737
613,615
Supplies
721001
Office Supplies
4,958
14,160
11,660
12,000
721002
Operating Supplies
84,211
105,560
55,560
96,285
724003
Equipment Maintenance
0
1,000
1,000
1,000
Supplies Total:
89,168
120,720
68,220
109,285
Capital Outlay
731000
Furniture/Equipment
1,666
8,075
8,075
1,000
734003
Sports and Recreation Equipmen
2,784
5,300
5,300
4,000
Capital Outlay
Total:
4,450
13,375
13,375
5,000
Other Charges
and Ex
751002
Special Events
881
43,600
28,600
42,500
751013
Sports Leagues
16,272
24,900
0
0
751014
Sr. Citizen Activities
24,968
29,500
25,400
29,500
755000
Refunds
68,509
75,000
129,500
75,000
Other Charges
and Ex Total:
110,631
173,000
183,500
147,000
Parks and Recreation Total:
2,198,925
2,955,545
2,375,297
2,713,985
Recreation Total:
290 2,198,925
2,955,545
2,375,297
2,713,985
2021 Operating Budget - City of Dublin, Ohio
2019 2020 2020 2021
Actual Budget Revised Budget Department
Budget
225 Recreation
20 Finance
Transfers/Advances
741000 Transfers Expense 0 700,000 0 189,105
Transfers/Advances Total:
Finance Total:
Recreation Total:
291
0 700,000 0 189,105
0 700,000 0 189,105
0 700,000 0 189,105
Parks & Recreation / Recreation Services
BUDGET SUMMARY:
22540440
• Account 701101 provides funding for full-time staff allocated to this budget as reflected in
the Personnel Data and Notes and Adjustments.
• Account 701103 provides funding for overtime.
• Account 701104 provides funding for part-time and seasonal staff wages. Decrease due to
one less week of camp. Numbers include potential pay structure changes for Assistant Camp
Supervisors.
• Account 702000 provides funding for conference and mileage. Decrease due to mandated
50% reduction.
• Account 713004 provides for other professional services.
• Account 713005 provides funding for fees to accept credit cards (allocated 50/50 split
between this budget and the DCRC budget).
• Account 715001 provides funding for paper and ink for plotter. Decrease due to Senior
Newsletter going virtual.
• Account 715002 includes funding for new program promotions.
• Account 715003 includes funding for the Healthy Brochure (split between this budget and
the Community Recreation Center budget) and will include pages for the Dublin Schools
community education programs as part of the partnership between the City and Dublin
Schools.
• Account 716000 provides funding for memberships and subscriptions.
• Account 717001 provides funding for school custodial, A/C and buses from Dublin City
Schools for summer camps, passenger bus rentals for senior programs, and mail and copy
machine rentals. Increased due to potential increase in Dublin City School's fees.
• Account 721002 provides funding for supplies for summer camp programs, special needs
programs, teen programs, and adult programs and youth programs. Decrease primarily due
to removal of Nature Ed programs.
• Account 724003 provides funding for kiln and pottery wheel repair.
• Account 751002 provides funding for Community Wellness programs.
• Account 751013 provides funding for sports leagues including league officials, and for the
revenue split with Dublin City Schools for use of tennis courts for tennis league. Reduced
expenses by contracting -out to Sports Monster.
• Account 751014 provides funding for Senior Citizen activities and programming such as
dance events, monthly meetings, event supplies, and holiday parties.
• Account 755000 provides funding for refunds.
22580440
• Account 731000 provides funding for senior lounge and teen lounge equipment and
furniture.
• Account 734003 provides funding for softball, basketball and volleyball leagues.
22596290
• Account 741000 provides funding for transfer to debt for the Recreation Capital (per
Ordinance 65-18).
Parks & Recreation/Recreation 11/09/20
292
Deputy City Manager / Chief Operating Officer
Parks & Recreation / Community Recreation Center
STATEMENT OF FUNCTIONS:
The Dublin Community Recreation Center (DCRC) is a well-managed, efficiently operated, state of the
art facility providing the highest standards of organized and open leisure activities to the residents of
Dublin and the Dublin School District. Through well-planned facility management and programming,
the DCRC is committed to the highest level of service for our internal and external customers.
OBJECTIVES AND ACTIVITIES:
• To provide excellent customer service and maximize operational efficiency.
• To provide safe, quality leisure activities and services.
• To provide a combination of open recreation and structured program opportunities.
• Maximize recreational and leisure activities and promote a healthy community.
• To provide a facility, which meets or exceeds all state and local health and safety requirements,
and support environmentally sound practices where reasonably possible.
PERSONNEL DATA
2020
2021
POSITION TITLE
CURRENT NUMBER
ADOPTED
Director, Recreation Services
.5
.5
Recreation Services Administrator (1)
1.7
1.7
Recreation Program Supervisor
2.05
1.65
Recreation Operations Supervisor
.75
.75
Theater Supervisor
.7
.7
Adaptive Recreation Coordinator
.25
.25
Membership Services Coordinator
.6
.6
Recreation Program Coordinator
2.75
3.75
Recreation Operations Specialist
1.5
.75
Administrative Support 3
.4
.4
TOTAL (1)
11.2 FTE
11.05 FTE
PART-TIME/SEASONAL STAFF
Reservation Facility Workers
2.10
2.10
Fitness/Wellness
7.34
7.40
Aquatics
19.57
19.06
Babysitters
5.94
5.94
Wee Folk Room Front Desk
1.59
1.59
Front Desk
9.40
9.30
Theater Staff
1.02
1.81
Manager on Duty
1.13
1.62
Interns
.79
.48
Teen Lounge
0
_90
TOTAL
48.88 FTE
50.2 FTE
NOTES AND ADJUSTMENTS:
(1) The full-time positions are allocated between the DCRC budget, Recreation Programs budget,
and the Dublin Municipal Pools budget. Slight variation from last year due to reallocation of % of time
to each budget.
DCRC 293 11/09/20
2021 Operating Budget - City of Dublin, Ohio
Personal Services Total:
2019
2020
2020
2021
Contractual Services
Actual
Budget
Revised Budget
Department
713004
Other Professional Services
221,589
Budget
225 Recreation
192,600
713005
Misc. Contract. Serv.
36,588
40 Parks and Recreation
56,189
56,400
715001
Communications
Community Recreation Center
4,000
1,000
2,000
715002
Personal Services
5,427
12,000
12,000
3,500
701101 Full Time Salaries/Wages
794,060
769,880
769,880
700,995
701103 Overtime Wages
9,275
9,300
9,300
9,300
701104 Other Wages
1,224,974
1,346,775
1,346,775
1,395,795
701201 Employee Benefits
511,770
599,560
599,560
542,460
701204 Uniforms and Clothing
8,721
10,615
4,870
9,020
702000 Training/Travel
16,604
17,880
10,222
18,030
Personal Services Total:
2,565,403
2,754,010
2,740,607
2,675,600
Contractual Services
713004
Other Professional Services
221,589
215,265
159,110
192,600
713005
Misc. Contract. Serv.
36,588
58,500
56,189
56,400
715001
Communications
0
4,000
1,000
2,000
715002
Advertising
5,427
12,000
12,000
3,500
715003
Printing and Reproductions
24,990
33,700
32,129
30,120
716000
Memberships/Subscriptions
7,983
7,765
7,765
3,320
717001
Rents and Leases
3,517
3,900
2,479
3,400
717005
Utilities- Other Fuel Types
503,982
530,160
656,503
530,160
Contractual Services
Total:
804,076
865,290
927,174
821,500
Supplies
721001
Office Supplies
11,645
20,000
11,500
19,150
721002
Operating Supplies
33,552
43,945
35,141
46,100
723004
Merchandise for Resale
1,289
3,000
3,000
3,000
723005
Other Program Supplies
24,962
46,350
25,116
35,790
724001
General Maintenance
51,770
75,025
58,796
54,760
724003
Equipment Maintenance
0
6,250
6,250
5,250
Supplies Total:
123,218
194,570
139,803
164,050
Capital Outlay
731000
Furniture/Equipment
8,061
43,950
67,484
37,150
734002
Tools
121
2,250
2,250
2,250
734003
Sports and Recreation Equipmen
73,098
86,570
7,674
86,570
Capital Outlay
Total:
81,280
132,770
77,408
125,970
Other Charges
and Ex
755000
Refunds
25,825
40,000
82,000
40,000
Other Charges
and Ex Total:
25,825
40,000
82,000
40,000
Parks and Recreation Total:
294 3,599,802
3,986,640
3,966,992
3,827,120
2021 Operating Budget - City of Dublin, Ohio
2019 2020 2020 2021
Actual Budget Revised Budget Department
Budget
225 Recreation
Recreation Total:
295
3,599,802 3,986,640 3,966,992 3,827,120
Deputy City Manager / Chief Operating Officer
Parks & Recreation / Community Recreation Center
BUDGET SUMMARY:
22540441
• Account 701101 provides funding for full-time staff allocated to this budget as reflected in the
Personnel Data and Notes and Adjustments. Additional hours for more internally produced
theatre initiatives and MOD hours to cover transition of specialist to coordinator.
• Account 701104 provides funding for part-time and seasonal staff wages.
• Account 702000 includes funding for staff continuing education/conferences, American Red
Cross certifications. Increase due to certification year -balanced out primarily by decrease for FF
training & travel. Cannot be cut due to safety and nature of certifications.
• Account 713004 includes a decrease in funding based on 3 year actuals analysis.
• Account 713005 provides funding for cable for the DCRC.
• Account 715001 provides funding for paper and ink for plotter, senior newsletter, and postage.
• Account 715002 Advertising decrease due to targeted social media advertising for Theatre
initiatives.
• Account 715003 includes funding for the Healthy Brochure (split between this budget and the
REC budget) and will include additional pages for the Dublin Schools community education
programs as part of the partnership between the City and Dublin Schools.
• Account 716000 provides funding for fitness floor magazines and newspapers. Decrease due to
discontinuations of Tribe Team program.
• Account 717001 includes funding for rental of a postage machine.
• Account 721001 provides funding for membership supplies and general office supplies for staff.
• Account 721002 provides funding for pool chlorine, CO2 and reagents, advanced water quality
testing and theater supplies.
• Account 723005 provides funding for program supplies such as arts and crafts supplies, aquatic
participant certificates, birthday party package supplies, and various training manuals. Decrease
due to supplies on hand and adjusted program offerings.
• Account 724001 provides funding for repairs and preventive maintenance for pool mechanicals,
and maintenance for aerobic room 1.
• Account 724003 provides funding for community hall and theater equipment repair.
• Account 734003 provides funding to replace heavily used fitness equipment, per the rotation
schedule of equipment and the equipment replacement plan. Also includes replacement of the
oldest elliptical trainers, treadmills and steppers. Also includes MyZone and Team Tribe supplies.
All equipment being replaced will be placed into service at other employee fitness rooms and/or
posted online for resale through Gov Deals. Cost maintained as replacement equipment was not
purchased due to COVID.
22580441
• Account 731000 includes funding for community hall tables and chairs, lobby furniture, and
lighting upgrades for the theater.
DCRC 296 11/09/20
Deputy City Manager / Chief Operating Officer
Parks & Recreation / Community Events
STATEMENT OF FUNCTIONS
Recreation Fund
Community Events
Beginning in 2017, Community Events has been responsible for the reservations of outdoor shelter
houses, sports fields, the Kaltenbach Community Center, and other various park spaces. In addition, they
are responsible for permitting tournaments and sports leagues that use the sports fields and block party
packages.
ORIECTIVES AND ACTIVITIES
• To oversee the permitting process, related policies, and use of sports fields for sports
tournaments, sports leagues, and rental groups. To facilitate rentals of park shelter houses,
Kaltenbach Community Center, and block party packages.
PERSONNEL DATA
POSITION TITLE
Event Administrator (1)
Event Coordinator (1)
TOTAL
PART-TIME/SEASONAL STAFF
Administrative Support — summer (FTE)
Facilities Reservation Managers (FTE)
TOTAL
2020 2021
CURRENT NUMBER ADOPTED
.5 .5
.5 .5
1 1
.25 .25
1.25 1.25
1.5 1.5
NOTES AND ADJUSTMENTS:
(1) One half of the Events Administrator position and one half of the Events Coordinator position are
shown in this Division, their salaries are split fifty percent (50%) to the Hotel/Motel Fund and fifty percent
(50%) to this fund due to the nature of their duties.
Parks & Recreation/Community Events 297 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
225 Recreation
40 Parks and Recreation
Community Events
Personal Services
701101 Full Time Salaries/Wages
56,734
63,960
63,960
63,760
701103 Overtime Wages
234
400
400
400
701104 Other Wages
23,035
31,365
31,365
31,365
701201 Employee Benefits
29,388
32,350
32,350
43,890
701204 Uniforms and Clothing
248
300
300
300
Personal Services Total:
109,639
128,375
128,375
139,715
Contractual Services
713004 Other Professional Services
960
1,000
1,000
1,000
Contractual Services Total:
960
1,000
1,000
1,000
Supplies
721002 Operating Supplies
132
900
900
900
724001 General Maintenance
0
7,000
0
7,000
Supplies Total:
132
7,900
900
7,900
Capital Outlay
731000 Furniture/Equipment
339
3,500
3,500
3,500
734002 Tools
2,680
3,000
3,000
3,000
Capital Outlay Total:
3,019
6,500
6,500
6,500
Other Charges and Ex
755000 Refunds
0
5,000
0
5,000
Other Charges and Ex Total:
0
5,000
0
5,000
Parks and Recreation Total:
113,749
148,775
136,775
160,115
Recreation Total:
113,749
148,775
136,775
160,115
298
Deputy City Manager / Chief Operating Officer
Parks & Recreation / Community Events
BUDGET SUMMARY:
22540450
• Account 701101 provides funding for staffing reflected in Personnel Data and the Notes and
Adjustments.
• Account 701104 includes funding for part-time/seasonal staff. This staff monitors usage of parks
and staffs Kaltenbach facility.
• Account 701204 provides funding for uniforms for all staff.
• Account 713004 provides funding for software to coordinate rentals and park usage.
• Account 721002 includes funding for supplies for field usage and rental facilities
• Account 724001 includes funding for repairs and improvements on rental facilities.
• Account 755000 provides funds for refund of deposits on rental facilities.
22580450
• Account 731000 includes funding for replacement appliances and furniture at rental facilities.
• Account 734002 provides funding for block party replacements.
Parks & Recreation/Community Events 299 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
300
Deputy City Manager / Chief Operating Officer
Parks & Recreation / Dublin Municipal Pools
STATEMENT OF FUNCTIONS
The Dublin North and South Community Pools are seasonal operations, which provide the community
diverse aquatic related recreation opportunities. Pool facilities include a lap pool, leisure play pool,
tot pool, waterslides, diving boards and well, concession stand, and a water play/spray area. The
operation of the Ballantrae Spray Park was added to the Dublin Municipal Pool Budget in 2012.
• To offer open recreational swim times for general public use.
• To offer a comprehensive outdoor aquatics program including swim lessons for all ages, a
local recreational swim team program for school age youth, and water exercise classes.
• To provide continuing education and extensive safety training for all pool staff.
• To increase open recreation opportunities and incorporate community based activities.
• To operate swimming facilities that meet, or exceed all state health and safety requirements.
PERSONNEL DATA 2020 2021
POSITION TITLE CURRENT NUMBER ADOPTED
Director, Recreation Services .05 .05
Recreation Services Administrator .30 .30
Recreation Supervisor .35 .35
Recreation Program Coordinator .25 .25
TOTAL (1) .95 FTE .95 FTE
PART-TIME/SEASONAL STAFF
Pool Manager .69 1.38
Concession Manager .24 .24
Assistant Concession Manager .44 .87
Pool Lifeguard 6.81 12.89
Desk Staff/Concession Staff 2.27 4.07
Swim/Fitness Instructors 0 .31
TOTAL 10.45 FTE(2) 19.77 FTE (2)
NOTES AND ADJUSTMENTS:
(1) The full-time positions are allocated between this budget, the Recreation Program budget,
and the Dublin Community Recreation Center budget.
(2) Increases are associated with the North Pool re -opening.
Pool 301 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
226 Pool
40 Parks and Recreation
Personal Services
701101 Full Time Salaries/Wages
49,779
69,905
69,905
63,510
701103 Overtime Wages
2,568
3,000
3,000
3,000
701104 Other Wages
375,411
249,750
249,750
468,745
701201 Employee Benefits
77,612
78,025
48,025
96,860
701204 Uniforms and Clothing
8,730
10,030
10,030
13,000
702000 Training/Travel
198
500
500
900
Personal Services Total:
514,298
411,210
381,210
646,015
Contractual Services
713004 Other Professional Services
1,200
770
923
1,480
713005 Misc. Contract. Serv.
6,053
10,400
34,747
3,900
715001 Communications
0
500
500
1,000
717005 Utilities- Other Fuel Types
176,421
140,000
174,031
180,000
719004 Concessions Vendor Services
53,046
30,000
24,000
63,000
Contractual Services Total:
236,719
181,670
234,201
249,380
Supplies
721002 Operating Supplies
10,650
7,395
5,015
15,855
723002 Pool Supplies/Chemicals
17,898
10,750
12,401
24,400
723005 Other Program Supplies
474
830
30
2,565
724001 General Maintenance
64,142
27,570
15,033
50,965
Supplies Total:
93,165
46,545
32,479
93,785
Capital Outlay
731000 Furniture/Equipment
6,683
14,580
4,580
96,910
Capital Outlay Total:
6,683
14,580
4,580
96,910
Other Charges and Ex
755000 Refunds
0
1,600
1,600
1,600
Other Charges and Ex Total:
0
1,600
1,600
1,600
Parks and Recreation Total:
850,866
655,605
654,070
1,087,690
Pool Tota 1:
850,866
655,605
654,070
1,087,690
302
Deputy City Manager / Chief Operating Officer
Parks & Recreation / Dublin Municipal Pools
BUDGET SUMMARY:
Note:
Across the board increases for North Pool opening. Other Wages, Benefits, Unifoims,
Operating Supplies, Concessions, Pool Chemicals, and Repair & Maintenance are
impacted.
22640440
• Account 701101 provides funding for full-time staff allocated to this budget as reflected in
the Notes and Adjustments.
• Account 701104 provides funding for seasonal staff wages based on pool operating
schedules.
• Account 713004 provides funding for pool and food licenses.
• Account 713005 provides funding for contracted storage of equipment during the North Pool
renovation closure.
• Account 715001 provides funding for replacement radios.
• Account 717005 provides funding for utilities for the outdoor municipal pool facilities.
• Account 719004 provides funding for supplies to stock the concession stands at the pool
facilities. Expenses for supplies are offset by revenues generated.
• Account 721002 provides funding for new recycling dumpster rentals and advanced water
quality testing.
• Account 723002 provides funding for pool chemicals such as chlorine and CO2.
• Account 724001 provides funding for general maintenance and repairs.
22680440
• Account 731000 includes funding for safety equipment, spare pumps, pool chairs, etc. North
Pool opening large increase due to purchases needed; not included in the building costs.
22696290
• Account 741000 provides funding for transfer to debt for Recreation Capital (per Ordinance
65-18).
Pool 303 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
304
Deputy City Manager / Chief Operating Officer
Public Service / Cemetery Maintenance
STATEMENT OF FUNCTIONS
The City of Dublin recognizes its' responsibility to provide the proper grounds for its permanent
residents by striving to protect and enhance its active and historical cemeteries. Cemetery
Maintenance facilitates the burial process with the greatest of respect and ensures proper care of
these sacred grounds by adherence to the highest of maintenance standards.
OBJECTIVES AND ACTIVITIES
• To provide proper burial grounds that reflect Dublin's high standards and to ensure a most
respectful burial process.
PERSONNEL DATA 2020 2021
POSITION TITLE CURRENT NUMBER ADOPTED
Maintenance Worker 1 1
TOTAL 1 1
PART-TIME/SEASONAL STAFF
Seasonal Maintenance Worker 2 2
TOTAL 2 2
NOTES AND ADJUSTMENTS:
Cemetery 305 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
261 Cemetery
40 Grounds Maintenance
Personal Services
701101 Full Time Salaries/Wages
70,421
77,095
77,095
68,070
701103 Overtime Wages
4,018
6,000
6,000
6,000
701104 Other Wages
20,732
29,280
29,280
29,280
701201 Employee Benefits
36,538
45,680
45,680
45,600
701204 Uniforms and Clothing
878
2,100
3,076
2,100
702000 Training/Travel
0
1,000
1,000
500
Personal Services Total:
132,588
161,155
162,131
151,550
Contractual Services
713004 Other Professional Services
0
3,750
3,750
3,750
713005 Misc. Contract. Serv.
974
16,000
16,000
16,000
715003 Printing and Reproductions
258
0
0
0
716000 Memberships/Subscriptions
95
200
200
200
717005 Utilities- Other Fuel Types
483
950
1,635
950
Contractual Services Total:
1,810
20,900
21,585
20,900
Supplies
724001 General Maintenance
16,014
21,200
30,560
21,200
724003 Equipment Maintenance
358
2,500
2,500
2,500
Supplies Total:
16,373
23,700
33,060
23,700
Capital Outlay
731000 Furniture/Equipment
0
2,000
2,000
2,000
735001 Cap Impr Land and Land Impr
0
13,000
13,000
13,000
Capital Outlay Total:
0
15,000
15,000
15,000
Parks and Recreation Total:
150,770
220,755
231,776
211,150
Cemetery Total:
150,770
220,755
231,776
211,150
306
Deputy City Manager / Chief Operating Officer
Public Service / Cemetery Maintenance
BUDGET SUMMARY:
26160432
• Account 701101 provides funding for full-time staff allocated to this budget as reflected in
the Personnel Data.
• Account 701104 provides funding for seasonal staff wages.
• Account 702000 provides funding for equipment safety training as needed.
• Account 717005provides funding for electricity and water.
• Account 724003 provides funding for the repair and maintenance of mower, trimmers and
other miscellaneous equipment used for cemetery maintenance.
• Account 713005 provides funding for the transaction expenses related to the acceptance of
Visa/MasterCard and vault company services. It also includes funds for cemetery arborist
work. Fees for niche engraving will be recovered through fee collection.
• Account 724001 includes funding for footers for monuments (recovered through fee
collection), grass seed, concrete, topsoil, fertilizers, chemicals, for fence and stone wall
work, headstone refurbishing, annuals/perennials, tree planting replacements and mulch.
• Account 724003 includes funds for repairs and replacements of mowers and trimmers.
Cemetery 307 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
m
Deputy City Manager / Chief Operating Officer
Parks & Recreation / Parks — Public Art
City Council has directed tax receipts from overnight hotel stays be utilized for beautification,
tourism, and community cultural opportunities. Allocations provide for the maintenance,
management, programming and purchase of public art; grants to non-profit organizations that
enhance visitor appeal, encourage overnight stays and visitor spending in the City, and grants for
public space beautification. The Fund also provides revenue to the Dublin Convention and Visitor
Bureau and the Dublin Arts Council.
• Through its strategic use of public art, the City of Dublin strives to contribute to the
character and landscape of the community in a sophisticated manner that celebrates the
history and diversity of its residents.
PERSONNEL DATA 2020 2021
POSITION TITLE CURRENT NUMBER ADOPTED
Landscape Architect (1) .50 .50
TOTAL .50 .50
NOTES AND ADJUSTMENTS:
(1) This position is allocated to the budget of the Parks & Recreation/Office of the Director
(50%), and this budget (50%).
Parks & Recreation/Hotel/Motel/Parks-Public Art 309 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
232 Hotel/ Motel Tax
40 Parks and Recreation
Public Art
Personal Services
701101 Full Time Salaries/Wages
18,095
36,695
36,695
0
701201 Employee Benefits
9,658
19,650
19,650
0
701204 Uniforms and Clothing
59
500
500
0
702000 Training/Travel
0
2,000
0
0
Personal Services Total:
27,813
58,845
56,845
0
Contractual Services
713004 Other Professional Services
48,361
55,000
24,546
0
716000 Memberships/Subscriptions
0
200
200
0
Contractual Services Total:
48,361
55,200
24,746
0
Supplies
721002 Operating Supplies
975
500
500
0
Supplies Total:
975
500
500
0
Other Charges and Ex
751003 Special Projects/Programs
1,308
40,000
30,799
0
Other Charges and Ex Total:
1,308
40,000
30,799
0
Parks and Recreation Total:
78,457
154,545
112,890
0
Hotel/Motel Tax Total:
78,457
154,545
112,890
0
310
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
232 Hotel/ Motel Tax
30 Public Works
Public Art
Personal Services
701101 Full Time Salaries/Wages
0
0
0
33,470
701201 Employee Benefits
0
0
0
19,740
701204 Uniforms and Clothing
0
0
0
200
702000 Training/Travel
0
0
0
1,000
Personal Services Total:
0
0
0
54,410
Contractual Services
713004 Other Professional Services
0
0
0
55,000
716000 Memberships/Subscriptions
0
0
0
200
Contractual Services Total:
0
0
0
55,200
Supplies
721002 Operating Supplies
0
0
0
500
Supplies Total:
0
0
0
500
Other Charges and Ex
751003 Special Projects/Programs
0
0
0
40,000
Other Charges and Ex Total:
0
0
0
40,000
Public Works Total:
0
0
0
150,110
Hotel/Motel Tax Total:
0
0
0
150,110
311
Deputy City Manager / Chief Operating Officer
Parks & Recreation / Parks — Public Art
BUDGET SUMMARY:
23240310 (Previously 23240410)
• Account 70110 provides funding for staffing reflected in Personnel Data
• Account 701204 includes funding for uniform/PPE articles for staffing that has been reduced.
• Account 702000 provides funding for professional development in public art administration.
• Account 713004 provides funding for a consultant to advise the City on restoration and
maintenance of the numerous public art pieces currently owned by the City an unscheduled
repairs and installation services. Increased for contract maintenance needs
• Account 751003 provides funding for multiple public art projects including: photography, site
selection, miscellaneous repairs and scheduled maintenance, Art in Public Places site selection
payment to the Dublin Arts Council. Increase to fund for irrigation installation for the Watch
House.
Parks & Recreation/Hotel/Motel/Parks-Public Art 311 11/09/20
Deputy City Manager/Chief Operating Officer/Parks & Recreation / Community Events
STATEMENT OF FUNCTIONS
Hotel/Motel Tax Fund
Prior to 2016, 75% of the hotel/motel tax revenues were credited to Hotel/Motel Tax Fund in
accordance with City Ordinance No. 133-87 and the Ohio Revised Code. The remaining 25% was
distributed to Visit Dublin Ohio (VDO) previously the Dublin Convention and Visitors Bureau (DCVB).
For 2016, City Council approved an increase for the DCVB to 35%, with the remaining 65% credited to
the hotel/motel tax fund. From the Hotel/Motel Tax Fund, the City allocates 25% of the total revenue
to the Dublin Arts Council (DAC). In 2016, this was changed from an estimated number, to 25% of the
actual revenue. Funds may be distributed to other organizations through City Council review of
submitted hotel/motel tax grant applications.
Community Events City -sponsored events are approved through the regular budget process. These
include the St. Patrick's Day Parade, Independence Day Celebration, Dublin Irish Festival (DIF) and
Spooktacular. Events Administration plans, implements, and manages Dublin's signature events that
enhance the City's international image, build community, provide fundraising opportunities for
community organizations and support the mission of the DCVB by attracting overnight visitors to Dublin
hotels. The division also permits all community events, ensures they are following guidelines and
ordinances and coordinates any City staff support of those events.
OBJECTIVES AND ACTIVITIES
• To plan, implement, and manage City -sponsored festivals, events and parades in a professional,
safe and fiscally responsible manner.
• To help community events and sport tournaments adhere to safety and city ordinances and
policies by providing a one-stop shop for event approval.
• To secure cash, media and in-kind donations for City of Dublin events by creating and
maintaining mutually beneficial partnerships with local, regional and national corporations.
• To promote Signature events to local, regional, national and international markets to increase
overnight stay in Dublin hotels. In addition, help VDO recruit events and tournaments that result
in overnight stays.
• To cultivate relationships with community organizations by providing fundraising opportunities
in support of community initiatives.
PERSONNEL DATA 2020 2021
POSITION TITLE CURRENT NUMBER ADOPTED
Director of Community Events 1 1
Event Administrator (1) 2.5 2.5
Event Coordinator (1) (2) 2.5 2.5
Administrative Support II 1 1
TOTAL 7 7
PART-TIME/SEASONAL STAFF
Event Specialist, year-round (FTE) (2) .75 .75
Administrative Support — summer (FTE) .5 .5
Summer Event Workers (FTE) 1_5 1_5
TOTAL 2.75 2.75
NOTES AND ADJUSTMENTS:
(1) One half of the Events Administrator position and one Events Coordinator position are shown in
this Division, their salaries are split fifty percent (50%) to Recreation and fifty percent (50%) to this
Fund.
(2) One Events Coordinator position is added, and one part-time position is eliminated to assist in
covering the costs of the additional full-time position.
Parks & Recreation/Community Events 313 11/09/20
2021 Operating Budget - City of Dublin, Ohio
786,035
907,230
829,380
875,820
Contractual Services
2019
2020
2020
2021
Hotel/Motel Tax Total:
Actual
Budget
Revised Budget
Department
447,630
2,133,997
713005
Misc. Contract. Serv.
Budget
232 Hotel/ Motel Tax
24,600
124,400
714001
Insurance and Bonding
40 Parks and Recreation
6,500
0
7,000
715001
Community Events
5,136
4,750
750
5,700
Personal Services
Advertising
72,342
90,000
3,000
701101 Full Time Salaries/Wages
441,209
521,390
521,390
510,090
701103 Overtime Wages
10,402
13,000
3,000
13,000
701104 Other Wages
104,715
80,000
45,000
75,000
701201 Employee Benefits
196,653
253,015
253,015
246,455
701204 Uniforms and Clothing
22,233
26,300
950
23,400
702000 Training/Travel
7,090
9,075
4,075
4,325
703100 Meeting Expenses
3,734
4,450
1,950
3,550
Personal Services Total:
786,035
907,230
829,380
875,820
Contractual Services
Hotel/Motel Tax Total:
713004
Other Professional Services
2,069,876
2,102,080
447,630
2,133,997
713005
Misc. Contract. Serv.
86,029
84,600
24,600
124,400
714001
Insurance and Bonding
6,970
6,500
0
7,000
715001
Communications
5,136
4,750
750
5,700
715002
Advertising
72,342
90,000
3,000
63,000
715003
Printing and Reproductions
16,615
11,150
1,150
10,350
716000
Memberships/Subscriptions
3,188
3,635
1,635
3,625
Contractual Services
Total:
2,260,156
2,302,715
478,765
2,348,072
Supplies
721001
Office Supplies
12,084
13,400
10,900
12,500
721002
Operating Supplies
355,472
336,700
61,809
337,050
Supplies Total:
367,556
350,100
72,709
349,550
Capital Outlay
734002
Tools
1,192
5,000
2,500
2,000
Capital Outlay
Total:
1,192
5,000
2,500
2,000
Other Charges
and Ex
751003
Special Projects/Programs
7,815
32,750
32,250
11,750
751012
Promotional Programs
12,927
14,100
14,100
8,100
751016
Volunteer Programs
14,262
19,100
5,500
19,200
Other Charges
and Ex Total:
35,003
65,950
51,850
39,050
Parks and Recreation Total:
3,449,943
3,630,995
1,435,204
3,614,492
Hotel/Motel Tax Total:
3,449,943
3,630,995
1,435,204
3,614,492
314
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
232 Hotel/ Motel Tax
20 Finance
Contractual Services
713005 Misc. Contract. Serv.
3,900
4,500
4,500
5,000
Contractual Services Total:
3,900
4,500
4,500
5,000
Other Charges and Ex
751001 City Sponsored Projects
0
0
0
0
754002 Grants/Community Ong
0
0
0
0
754003 Grants/DAC
0
0
0
0
754005 Grant/Bridge Park NCA
0
0
0
0
Other Charges and Ex Total:
0
0
0
0
Finance Total:
3,900
4,500 4,500
5,000
30 Public Works
Supplies
721002 Operating Supplies
0
20,000
0
20,000
Supplies Total:
0
20,000
0
20,000
Public Works Total:
0
20,000
0
20,000
40 Parks and Recreation
Supplies
721002 Operating Supplies
24,052
37,250
9,199
37,250
Supplies Total:
24,052
37,250
9,199
37,250
Capital Outlay
735005 Cap Impr Park & Bikewy Impr
166,513
15,000
5,000
15,000
Capital Outlay Total:
166,513
15,000
5,000
15,000
Parks and Recreation Total:
190,565
52,250
14,199
52,250
60 Information Technology
Capital Outlay
732000 Information Technology
0
10,000
10,000
0
Capital Outlay Total:
0
10,000
10,000
0
315
2021 Operating Budget - City of Dublin, Ohio
2019 2020 2020 2021
Actual Budget Revised Budget Department
Budget
232 Hotel/ Motel Tax
Information Technology Total:
80 Police
Contractual Services
713005 Misc. Contract. Serv.
Contractual Services Total:
Police Total:
316
0 10,000 10,000 0
0 27,000 2,000 27,000
0 27,000 2,000 27,000
0 27,000 2,000 27,000
Deputy City Manager/Chief Operating Officer
Parks & Recreation / Community Events
BUDGET SUMMARY:
23240450
• Account 701101 provides funding for staffing reflected in Personnel Data and the Notes and
Adjustments.
• Account 701103 provides funding for overtime of which approximately 95% occurs in July and
August to support the City's two largest events.
• Account 701104 includes funding for part-time/seasonal staff. There is a decrease due to
removal of seasonal clerical position.
• Account 701204 provides funding for uniforms for all staff and for all events volunteers and
participants.
• Account 702000 provides funding for staff training and conferences. This account was reduced
due to less travel city-wide.
• Account 703100 provides funding for committee and sponsorship meetings.
• Account 713004 includes professional services for City -sponsored events including photography,
marketing and marketing services and graphic design; citywide ASCAP and BMI and SEASAC
music licensing; entertainment and activities including fireworks, children's games, parade
floats, exhibitors, musicians and dancers. Operational services include sound and electrical
professionals, cleaning services, hotels for entertainers, patron shuttle service, rentals including
tents, generators, ice trucks, lights, port -a -johns, stages, tables, chairs, and golf carts. There is
a decrease due to some services that were done in 2020 and can be used for 2021. These
expenses will return in 2021.
• Account 713005 includes funding for credit card fees used at events as well as rental of an off-
site storage facility.
• Account 714001 provides funding for Alcohol liability policy to cover all DIF fundraising groups.
• Account 715001 is used for rental radios and courier services.
• Account 715002 includes funds for DIF advertising and an ad buyer. Reduction of print
advertising and relying more on social media platforms.
• Account 715003 includes funds for DIF print materials including brochures, tickets and on -site -
guides.
• Account 721001 includes general office supplies and paper for signage for events. Plotter paper
and ink is also used by Parks, GIS and other divisions in building.
• Account 721002 includes funding for float supplies, prizes, crafts, helium, table coverings,
signage, wristbands and beverages to sell at DIF (which accounts for the majority of the funding
in this account). Beverage sales generate significant offsetting revenue Beverage purchases are
budgeted based on the averages of costs in previous years.
• Account 751003 provides funding for committee ceremonial needs, funding for the DIF
scholarship and sustainability efforts. Decrease this year is due to a one-time cost in 2020 to
create a DIF Beverage Server online interactive training.
• Account 751012 provides funding for DIF promotional activities. Decrease is due to materials
bought in 2020 that will be used in 21021.
• Account 751005 includes funding for DIF volunteer programs.
Parks & Recreation/Community Events 317 11/09/20
Deputy City Manager/Chief Operating Officer
Parks & Recreation / Community Events
BUDGET SUMMARY:
The following four Accounts include budget items from other division that have been
allocated to Community Events. This allocation provides a more complete reflection of the
direct costs associated with Events.
23240210 — Finance
Account 713005 provides funding for an armored car pick-up of cash during the Dublin Irish
Festival (DIF) weekend.
23240330 — Street & Utilities Operations
Account 721002 includes funding for Streets and Utilities for special event materials such as
gravel, barrier walls, cones and freestanding fencing.
23240430 — Park Operations
Account 721002 includes funding to Park Operations for mulch, trash bags and materials needed
for events, and grass seed to repair event turf area after the events.
23250820 - Police
Account 713005 includes funding to Police for private security hired for Independence Day and
DIF events.
The following accounts include budget amounts from the Capital Improvements Program
(CIP) for projects to be paid from Hotel / Motel Tax Funds.
23280430 — Park Operations
Account 735005 includes funding for public art maintenance and Dublin Arts Council site renovation.
23280610 — Information Technology
Account 732000 provides funding for technology projects to assist with Community Events.
Parks & Recreation/Community Events 318 11/09/20
Deputy City Manager/Chief Operating Officer
Parks & Recreation / Community Events
Performance Measures:
Note: Since events were not held, numbers are for 2015-2019 only
1. Total Cost of Hours Worked at City Signature Events, all City Employees:
Time includes overtime and regular time for time at events and time spent preparing and
cleaning up from event.
"Pre and post event costs are not calculated for the Dub/in Irish Festival.
$11,500
$28,315
Spooktacular $26, 36
$23,332
$28,)59
$198,229
$202 163
Dublin Irish Festival$259,215
■ 2015
$27
,523
$253,929
■ 2016
$ 6,453
■ 2017
$106,102
■ 2018
Independence Day $116,3
2
$108,313
■ 2019
13
,449
44,476
$50,583
St Patrick's Day $55,974
$58,237
$61,844
$0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000
Parks & Recreation/Community Events 319 11/09/20
Deputy City Manager/Chief Operating Officer
Parks & Recreation / Community Events
Performance Measures:
2. Attendance at the Dublin Irish Festival
104,000
102,000
100,000
95,000
96,000
94,000
92,000
90,000
88,000
- 103,000
100,000
1AM
94,000
100,500
' 2015 1018 2019
This measurement tracks the actual number of people who attend the Dublin Irish Festival.
Parks & Recreation/Community Events 320 11/09/20
Deputy City Manager/Chief Operating Officer
Parks & Recreation / Community Events
Performance Measures:
3. Percent of Budgeted Expenditure Recovered per City Signature Event (Cost Recovery with
Staffin
Dublin Irish Festival
Independence Day
St Patrick's Day
■ 2015
■ 2016
■ 2017
■ 2018
■ 2019
0% 20% 40% 60% 80% 100% 120%
This measurement tracks the receipts collected (example: ticket sale and sponsorship) vs. the
expenditures (example: entertainment) per event. Each event has different overall goals based on
projected revenue potential. Staffing costs are included, but Irish Festival only includes day of regular
and overtime, not time spent preparing for event.
Parks & Recreation/Community Events 321 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
232 Hotel/ Motel Tax
20 Finance
Contractual Services
713005 Misc. Contract. Serv.
3,900
4,500
4,500
5,000
Contractual Services Total:
3,900
4,500
4,500
5,000
Transfers/Advances
741000 Transfers Expense
165,400
166,460
166,460
0
Transfers/Advances Total:
165,400
166,460
166,460
0
Other Charges and Ex
751001 City Sponsored Projects
0
0
0
5,000
754002 Grants/Community Ong
0
0
0
200,000
754003 Grants/DAC
0
0
0
518,441
754004 Grants/VDO
0
0
0
173,000
754005 Grant/Bridge Park NCA
0
0
0
125,000
Other Charges and Ex Total:
0
0
0
1,021,441
Finance Total:
169,300
170,960
170,960
1,026,441
Hotel/ Motel Tax Total:
169,300
170,960
170,960
1,026,441
322
Hotel Motel Tax Fund / Finance
BUDGET SUMMARY:
23240210 — Finance
. Account 751001 provides an allocation for City sponsored art projects in the event that a study
or design is initiated by City Council. In most cases, a supplemental appropriation would be
needed to complete the art project.
• Account 754002 provides an allocation for grants to community organizations in accordance
with the Hotel/Motel Grant Application Guidelines.
. Account 754003 provides funding for distribution with the Dublin Arts Council (DAC) in
accordance with the lease agreement executed for 7125 Riverside Drive.
. Account 754005 provides funding for the Bridge Park New Community Authority (NCA) in
accordance with the Bridge Park Development Agreement.
23296220 — Finance
. Account 741000 transfers funding for debt service associated with the acquisition and
renovation of the Arts facility located at 7125 Riverside Drive (2020 is the last year of
payments).
Finance/Hotel/Motel Tax Fund 11/09/20
323
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
324
Office of the City Manager / Court Services / Mayor's Court Computer
STATEMENT OF FUNCTIONS
Ordinance 41-93 authorized the establishment of the Mayor's Court Computer Fund. Revenues
in this fund are derived from fees received in accordance with Substitute Senate Bill 246. This
fund is to be used by Court Services to pay for any operational costs and/or any subsequent
updates for the computerization of the Court office. The City currently assesses a fee of eight
dollars ($8.00) per case; however, Substitute Senate Bill 246 allows the fee to be set as high as
ten dollars ($10.00).
Court Services / Mayor's Court Computer 325 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
252 Mayor's Court Computer
10 City Manager
Personal Services
702000 Training/Travel
0
1,750
1,750
875
Personal Services Total:
0
1,750
1,750
875
Supplies
721001 Office Supplies
421
500
500
500
724003 Equipment Maintenance
3,600
4,000
4,000
4,000
Supplies Total:
4,021
4,500
4,500
4,500
Capital Outlay
731000 Furniture/Equipment
0
8,000
16,000
8,000
Capital Outlay Total:
0
8,000
16,000
8,000
City Manager Total:
4,021
14,250
22,250
13,375
Mayor's Court Computer Total:
4,021
14,250
22,250
13,375
326
Office of the City Manager / Court Services / Mayor's Court Computer
BUDGET SUMMARY:
25210150
• Account 702000 provides funding for technology related training for court staff.
• Account 721001 provides funding for computer related supplies.
• Account 724003 provides funding for LEADS (Law Enforcement Automated Data System)
user fees.
25280150
• Account 731000 includes funding for technology related updates.
Court Services / Mayor's Court Computer 327 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
328
Permissive Tax Fund
Funds are received from a $5.00 tax on motor vehicle licenses approved by Franklin County under
the Ohio Revised Code Section 4504.02. Under Ohio Revised Code Section 4504.04, the City can
request funding from Franklin County for individual projects approved by the Franklin County
Engineer's Office and Franklin County Commissioners. Eligible projects must be for roadway
construction or improvements. Additional funds are also received under Ohio Revised Code Section
4504.15 under legislation approved by Franklin and Delaware Counties to increase motor vehicle
license taxes by $5.00 in their respective County. The City receives 50% of revenue generated by
this tax and it is restricted to roadway construction and improvements.
Permissive Tax Fund 329 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
231 Permissive Tax
30 Public Works
Capital Outlay
735006 Cap Impr Str Maint Proj
774,000
0
0
0
Capital Outlay Total:
774,000
0
0
0
Transfers/Advances
742000 Advances Expense
0
100,000
100,000
200,000
Transfers/Advances Total:
0
100,000
100,000
200,000
Public Works Total:
774,000
100,000
100,000
200,000
Permissive Tax Total:
774,000
100,000
100,000
200,000
330
Permissive Tax Fund
BUDGET SUMMARY:
23180320
• Account 735006 provides funding for Capital Improvements Program (CIP) projects. In 2019,
$850,000 was appropriated (Ordinance 06-19) for repaving Muirfield Drive between Brand Road
and Glick Road. In the 2021-2025 CIP, the Permissive Tax Fund was not identified as a project
funding source for additional projects.
23197320
• Account 742000 provides funding for the repayment of advances.
Permissive Tax Fund 331 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
332
Finance/ Accrued Leave Reserve Fund
STATEMENT OF FUNCTIONS
The Ohio Revised Code Section 5705.13 provides for the establishment of reserve funds for certain
purposes, one of which is for the payment of accumulated sick, vacation and compensatory leave
upon termination of employment or retirement. Because the City of Dublin will have a significant
number of long-term employees either reach retirement age or the point of eligibility within either
the Ohio Public Employees Retirement System or the Police/Fire Pension Fund System, the City's
liability for payments for accrued leave balances is estimated to be substantial beginning in the next
few years. These costs represent a liability accrued over a number of years. In order to prevent a
disproportionate impact of these payments on any one budget year, the 2005 budget established a
reserve fund and began deposits into it in anticipation of this liability.
In 2008, the City implemented changes to its leave policies for non -bargaining employees which will
add to the City's potential liability for conversion of accrued leaves. Beginning in 2009, non -
bargaining employees were eligible for conversion of a portion of accrued sick leave to cash at the
time of any separation in good standing from City employment.
This includes all types of leave accruals and both pensionable and non -pensionable leave amounts.
NOTES AND ADJUSTMENTS:
Contributions to this fund represent a percentage of full-time wages.
Beginning in 2009, the expenditures budgeted in this fund also included an estimate for sick leave
conversions for non -bargaining employees at separation from employment in good standing at any
time. Because sick leave accruals were substantially reduced in 2009, this liability will decline over
time as sick leave balances accrued under the previous, more generous accruals are either used or
converted to payment at separation.
For all City bargaining units, conditions for conversions of accrued sick leave remain contingent on
eligibility for retirement, minimum years of service and any minimum sick leave balance
requirements.
Accrued Leave 333 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019 2020
2020
2021
Actual Budget
Revised Budget
Department
Budget
262 Accrued Leave Reserves
20 Finance
Personal Services
701201 Employee Benefits
7,277 10,000
10,000
0
701205 Accrued Leave Payout
427,256 340,000
405,965
474,250
Personal Services Total:
Finance Total:
Accrued Leave Reserves Total:
334
434,533 350,000 415,965 474,250
434,533 350,000 415,965 474,250
434,533 350,000 415,965 474,250
Finance/ Accrued Leave Reserve Fund
BUDGET SUMMARY:
26210210
• Account 701201 provides for Medicare on employee pay -outs.
• Account 701205 reflects the estimated payments that will be made for accrued leaves in 2021
based on anticipated retirements. The amount also includes an estimate of conversions at non -
retirement separations based on the revised leave policies for non -bargaining employees
approved in 2008. Un -used appropriations lapse at year-end.
Accrued Leave 335 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
336
Safety / Police
STATEMENT OF FUNCTIONS
Police, under the direction of the Chief of Police, is comprised of three work units: Operations, Support Services,
and Technical Services. The long-term priorities for the Police Department are to:
1. Maintain low levels of crime and disorder in the community
2. Maintain overall public safety in the community
3. Maintain a strong focus on recruiting, retaining and properly deploying personnel
4. Continue to be responsive to the needs, wants, and expectations of the community
5. Continue to provide high level and high quality of service
6. Maintain a strong focus on building partnerships and managing service consolidation to maintain and
maximize high levels of service to the community
7. Prepare to respond and successfully resolve critical incidents, major crimes, and other issues of
community concern
Operations consist of the following sections: Patrol, accident investigation, court liaison, Field Training Officer
(FTO) program, and bicycle patrols. Support Services includes the Detective Section, internal affairs, the
Community Education Unit, Community Impact Unit, and special event security planning. Technical Services
includes the consolidated communications center (NRECC), records section, property room operations,
accreditation and training, technology support, accounting/budgeting and clerical support.
The responsibility of all three bureaus is to support, either directly or indirectly the Department's mission, goals
and long-term priorities.
Police Department Mission Statement: Dublin Police Department employees are committed to protecting
life, liberty and property.
We will provide the highest level of service and work in partnership with our community to ensure public safety
by focusing on the following core principles;
• Vigilant, Ethical and Impartial Enforcement of Law
• Critical Incident Preparedness and Response
• Crime Prevention, Reduction and Deterrence
• Improvement of Traffic Safety
We will remain dedicated to service and committed to excellence, focusing on the following core values:
Professionalism: We are members of an exceptional and highly trained law enforcement organization. Our
conduct and demeanor adhere to the highest standards of personal and organizational excellence.
Integrity: We hold ourselves accountable to the highest level of honesty, truthfulness, and ethical conduct.
Respect: We ensure that all persons are treated with equality, dignity and courtesy.
Commitment: We are dedicated to our Profession, our Community, our Agency and our Mission.
ACCOUNTIVES AND ACTIVITIES
• To solve crimes and reduce the incidence of crime
• To provide a high level of customer service to the community
• To enhance the quality of life in the community
• To provide a high level of leadership and advanced training for staff
• To utilize proactive policing methods in an effort to reduce the incidence of crime
• To reduce the community's traffic crash rate and help to improve overall traffic safety
• To develop partnerships with the community in furtherance of our efforts to reduce crime
• To respond effectively to neighborhood traffic and crime concerns
Police 337 11/09/20
Safety/ Police
PERSONNEL DATA
POSITION TITLE
2020 2021
CURRENT NUMBER ADOPTED
Chief of Police
1
1
Police Lieutenant (Sworn Bureau Commander)
2
2
Technical Services Bureau Commander
1
1
Police Sergeant
6
6
Police Corporal
9
9
Police Officer (2)
54
54
Emergency Mgmt Coordinator/Law Enforcement Planner
1
1
Civilian Accreditation Manager
1
1
Administrative Support III
1
1
Records Supervisor
1
1
Records Technician II
3
3
Records Technician I
1
1
Police Property Technician
1
1
Communications Technician
29
29
Communications Supervisor
6
6
Communications Manager
3
3
Operations Manager
1
1
TOTAL
121
121
NOTES AND ADJUSTMENTS:
(2) For 2021, Police request authorization for two (2) additional sworn officer positions (above authorized
staffing) temporarily to allow for future anticipated retirements. Due to the amount of time required
(typically 18 months) to replace a retiring officer with a newly hired, certified, and field trained officer this
practice of hiring ahead has proven crucial to us maintaining staffing levels. Hiring will be contingent on
available funding.
Police 338 11/09/20
2021 Operating
Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
241 Safety
80 Police
Operations
Personal Services
701101
Full Time Salaries/Wages
7,727,772
8,625,970
8,625,970
8,605,242
701103
Overtime Wages
397,929
507,600
507,600
507,600
701201
Employee Benefits
3,274,125
3,904,355
3,904,355
4,010,825
701204
Uniforms and Clothing
154,865
177,100
249,932
177,100
702000
Training/Travel
73,322
100,700
115,695
52,300
703100
Meeting Expenses
8,604
8,500
8,808
8,500
703200
Personnel Planning
500
1,000
1,000
1,000
Personal Services
Total:
11,637,116
13,325,225
13,413,360
13,362,567
Contractual Services
711001
County Auditor Deductions
6,876
0
0
0
713004
Other Professional Services
8,610
12,500
16,710
12,500
713005
Misc. Contract. Serv.
110,205
123,650
126,441
123,650
715001
Communications
6,141
15,000
15,056
15,000
716000
Memberships/Subscriptions
29,167
46,570
61,290
46,570
717001
Rents and Leases
4,634
5,000
6,158
5,000
Contractual Services Total:
165,634
202,720
225,656
202,720
Supplies
721001
Office Supplies
8,185
16,000
17,036
16,000
721002
Operating Supplies
83,815
83,675
115,257
83,675
724003
Equipment Maintenance
47,894
79,000
86,212
79,000
Supplies Total:
139,895
178,675
218,505
178,675
Capital Outlay
731000
Furniture/Equipment
33,683
21,625
32,300
21,625
Capital Outlay Total:
33,683
21,625
32,300
21,625
Other Charges and Ex
751006
DARE Program
3,381
5,000
6,000
5,000
755000
Refunds
0
500
500
500
Other Charges and Ex Total:
3,381
5,500
6,500
5,500
Police Total:
11,979,709
13,733,745
13,896,321
13,771,087
Safety Total:
11,979,709
13,733,745
13,896,321
13,771,087
339
2021 Operating Budget - City of Dublin, Ohio
2019 2020 2020 2021
Actual Budget Revised Budget Department
Budget
241 Safety
20 Finance
Contractual Services
711001 County Auditor Deductions 0 18,000 18,000 18,000
Contractual Services Total:
Finance Total:
Safety Total:
340
0 18,000 18,000 18,000
0 18,000 18,000 18,000
0 18,000 18,000 18,000
Safety/ Police
BUDGET SUMMARY:
Police:
241SO820
• Account 701101 provides funding for the staffing reflected in the Personnel Data and the
Notes and Adjustments (excluding Communications Technicians, Communication Supervisors and
a Communications Manager).
• Account 701103 provides funding for overtime for authorized sworn personnel and for support
services for City special events.
• Account 701204 provides funding for uniform allowances and dry cleaning as provided for in the
negotiated FOP contract; also includes funds for uniform replacements, uniforms for new personnel,
replacement ballistic vests/helmets and first responder kits, uniform needs for the detectives.
Reductions for 2020 includes a decrease in First Responder's Kits, dry cleaning, and uniform
replacements.
• Account 702000 includes funding for career development mandatory and optional training, and
advanced training opportunities for police personnel.
• Account 703100 includes funds for awards presentation expenses, team meetings, CALEA meeting
expenses, recruitment, as well as funds for a citizen police academy.
• Account 715001 provides funding for walkie/mobile parts and accessories, and COIRS annual fees.
• Account 713004 provides funding for hospitalization/medical expenses for arrestees; lab
fees/physicals/handwriting analysis and medication drop off disposals.
• Account 724003 provides funding for maintenance agreements for all departmental equipment
including but not limited to the radio system radios and consoles in the Communication Center,
radar and laser repair, and cruiser video system maintenance and repair.
• Account 713005 provides funding for services pertaining to the K-9 and other miscellaneous
contractual services (car washes, towing, LEADS online, magnetometer costs for Court and City
Council meetings).
• Account 716000 includes funds for various professional memberships/subscriptions for law
enforcement personnel.
• Account 721001 includes funding for equipment, ammunition, jail supplies, range supplies, canine
food and supplies, and other miscellaneous operating supplies that are needed.
• Account 751006 includes funding for all Drug Abuse Prevention Programs (previously known as
DARE) related supplies and activities.
24180820
• Account 731000 includes funding for replacement gas masks and canisters. This account also
provides funding for crash data upgrades/cables and GPS updates.
Finance:
24110290
• Account 711001 provides for fees paid to the County Auditors for real estate tax apportionment to
the Safety Fund.
Police 341 11/09/20
2021 Operating
Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
241 Safety
80 Police
Communications -
Dispatch
Personal Services
701101
Full Time Salaries/Wages
2,048,097
2,707,570
2,707,570
2,856,500
701103
Overtime Wages
190,335
130,000
130,000
130,000
701201
Employee Benefits
788,989
1,319,405
1,319,405
1,346,541
701204
Uniforms and Clothing
8,748
17,000
24,987
17,000
702000
Training/Travel
27,684
36,000
36,000
16,000
Personal Services
Total:
3,063,854
4,209,975
4,217,962
4,366,041
Contractual Services
715001
Communications
2,129
4,000
4,000
4,000
716000
Memberships/Subscriptions
35,979
42,500
42,656
42,500
Contractual Services Total:
38,108
46,500
46,656
46,500
Supplies
721001
Office Supplies
3,400
6,000
6,055
6,000
721002
Operating Supplies
1,265
2,000
2,000
2,000
724003
Equipment Maintenance
141,190
101,000
102,470
101,000
Supplies Total:
145,855
109,000
110,525
109,000
Capital Outlay
731000
Furniture/Equipment
0
2,000
2,000
2,000
Capital Outlay Total:
0
2,000
2,000
2,000
Police Total:
3,247,816
4,367,475
4,377,143
4,523,541
Safety Total:
3,247,816
4,367,475
4,377,143
4,523,541
342
Safety/ Police
Communications (Dispatch):
241SO841
• Account 701101 provides funding for the staffing reflected in the Personnel Data and the Notes and
Adjustments for Communications Technicians, Communication Supervisors and a Communications
Manager only.
• Account 701103 provides funding for overtime for Communications staff.
• Account 701204 provides funding for uniforms as provided for in the negotiated contract and also
includes funds for uniform replacements and uniforms for new personnel.
• Account 702000 includes funding for career development and training.
• Account 724003 provides for funding for CAD multi -jurisdictional maintenance, LEADS service
agreement, E911 PSAP equipment maintenance, PulsePoint, FATPOT, WestNet and console raised
floor cleaning.
• Account 716000 provides funding for professional memberships, language line subscription, MTUG
Membership and Smart911/RapidSOS subscription.
• Account 721001 includes funding for miscellaneous office supplies and public education supplies.
• Account 721002 includes funding for miscellaneous operating supplies that are needed.
241SO841
• Account 731000 includes funding for IDT Response Equipment.
Police 343 11/09/20
Safety/ Police
Performance Measures:
1. Number of Reported Thefts from Vehicles:
2. Number of Reported Burglaries/B&E
3. Number of Reported Traffic Accidents
The Police Department collects statistical data on the number of burglaries/breaking & entering, thefts
from vehicles, and traffic crashes to track progress in furtherance of our annual goals. This data
represents the three index measurements that track how successful we are as an agency in reducing
crime and disorder. These goals and index measurements have been identified as a result of an extensive
goal setting process that involved: citizen survey data from residents, internal staff feedback from police
supervisors, command staff and professional judgment. The crimes measured have a high frequency of
occurrence. Part of the police departments mission is to partner with the community to address and
reduce their frequency and number. The ultimate goal is to continue to make Dublin a safe place to live,
work, and visit.
250
200
150
100
50
0
Burglaries & Thefts from Vehicles
V-2014 V-2015 V-2016 V-201] V-2018 V-2019
--*-5eriesl �5eri est ........• Trendline Burglaries ...•...•. Trendline Theft
Police 344 11/09/20
Safety/ Police
Number of Auto Accidents
950 —
Percent Change
900
Percent Change
Year
850
Reported
in Reported
800
TheftsBurglaries/B&E
800
750
Traffic Accidents
700
33.33%
892 896
V-2014 V-2015 V-2016 V-2017 V-2018 V-2019
Total ......... Trendline
Performance Measures:
4. Percent Chance in the Number of Reported Thefts from Vehicles
(2014 to 2019)
5. Percent Chance in the Number of Reported Buralaries/B&E
(2014 to 2019)
6. Percent Change in the Number of Reported Traffic Accidents
(2014 to 2019)
Police 345 11/09/20
Percent Change
Percent Change in
Percent Change
Year
in Reported
Reported
in Reported
TheftsBurglaries/B&E
Vehicles cies
Traffic Accidents
2019
33.33%
-31.82%
0.45%
2018
-40.00%
44.26%
-1.22%
2017
12.72%
-37.11%
-3.11%
2016
-4.42%
-5.83%
1.64%
2015
2.84%
56.06%
14.63%
2014
-18.89%
-34.65%
1.39%
Police 345 11/09/20
Safety/ Police
Performance Measures:
7. Percent of Citizens who rate overall Police Services as Good or Excellent
(National Citizens Survey)
100%
75%
50%
25%
0%
Percent of Citizens Who Rate Overall Police
Services as Good or Excellent
95% 92% 94% 96%
2009 2012 2015 2018
Total
This measure reflects the perceptions of citizens regarding the services provided by the City of Dublin
Police Department. The department uses this information in various ways such as annual goal setting.
Police 346 11/09/20
■
Safety/ Police/ Enforcement and Education
STATEMENT OF FUNCTIONS
Ordinance 96-90 authorized the establishment of the Enforcement and Education Fund.
Revenues in this fund are derived from fines received in accordance with §4511.99 of the Ohio
Revised Code. This fund is to be used by the Police to pay those costs it incurs in enforcing
§4511.19 of the Ohio Revised Code, in educating the public of laws governing the operation of a
motor vehicle while under the influence of alcohol, the dangers of operating a motor vehicle while
under the influence of alcohol and other information relating to the operating of a motor vehicle
and the consumption of alcoholic beverages.
Safety/Police/Enforcement and Education 347 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
251 Enforcement and Education
80 Police
Personal Services
701103 Overtime Wages
0
2,000
2,000
2,000
701201 Employee Benefits
0
420
420
450
Personal Services Total:
0
2,420
2,420
2,450
Capital Outlay
731000 Furniture/Equipment
13,791
0
0
0
Capital Outlay Total:
13,791
0
0
0
Police Total:
13,791
2,420
2,420
2,450
Enforcement and Education Total:
13,791
2,420
2,420
2,450
348
Safety/ Police /Enforcement and Education
BUDGET SUMMARY:
25150800
Account 701103 and 701201 provides funds for overtime for personnel to conduct OVI
enforcement.
Safety/Police/Enforcement and Education 349 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
350
Safety/ Police/ Law Enforcement Trust Fund
STATEMENT OF FUNCTIONS
Ordinance 94-90 authorized the establishment of the Law Enforcement Trust Fund. Revenues in
the fund are derived from contraband property seizures in accordance with §2981.13 of the Ohio
Revised Code. This fund is to be used to pay the costs of prolonged or complex investigations or
prosecutions, to provide reasonable technical training or expertise, to provide matching funds to
obtain federal grants to aid law enforcement, or for other law enforcement purposes that City
Council determines to be appropriate.
Safety/Police/Law Enforcement Trust Fund 351 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
242 taw Enforcement
80 Police
Contractual Services
713005 Misc. Contract. Serv.
1,324
0
0
0
Contractual Services Total:
1,324
0
0
0
Capital Outlay
731000 Furniture/Equipment
4,960
7,000
15,640
7,000
Capital Outlay Total:
4,960
7,000
15,640
7,000
Police Total:
6,284
7,000
15,640
7,000
Law Enforcement Total:
6,284
7,000
15,640
7,000
352
Safety/ Police/ Law Enforcement Trust Fund
BUDGET SUMMARY:
24250820
• Account 731005 provides fees to the County courts and prosecutor's offices (funds are not
appropriated until needed).
24280820
• Account 731000 provides funding for training and equipment for forensic investigation of
computers.
Safety/Police/Law Enforcement Trust Fund 353 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
354
Safety / Police/ Wireless 9-1-1 Fund
Ohio Revised Code (ORC) §128.42 establishes a $0.50 per month user fee on every wireless
phone bill to reimburse local public safety answering points for costs associated with receiving 9-
1-1 calls placed from wireless telephones. As directed by ORC §128.55, the Wireless 9-1-1
Governmental Assistance Fund is administered by the Franklin County Commissioners, with funds
disbursed in accordance with the formula set by the local 9 -1-1 Planning Committee. To facilitate
disbursement, local agencies are required to enter into intergovernmental agreements. In
February 2017, the City of Dublin entered into an agreement with the Franklin County
Commissioners for the disbursement of these funds.
Disbursements received from the Wireless 9-1-1 Governmental Assistance Fund must be used in
accordance with ORC §128.57, which includes those costs incurred in the designing, upgrading,
purchasing and maintaining equipment as well as the training of staff who answer wireless 9-1-1
calls. Disbursements received may be use for personnel costs, once all equipment purchases are
completed.
Safety/Police/Wireless 9-1-1 11/09/20
355
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
244 Wireless 9-1-1 System
80 Police
Supplies
724003 Equipment Maintenance
0
46,820
46,820
46,820
Supplies Total:
0
46,820
46,820
46,820
Transfers/Advances
741000 Transfers Expense
80,000
80,000
80,000
80,000
Transfers/Advances Total:
80,000
80,000
80,000
80,000
Police Total:
80,000
126,820
126,820
126,820
Wireless 9-1-1 System Total:
80,000
126,820
126,820
126,820
356
Safety / Police/ Wireless 9-1-1 Fund
BUDGET SUMMARY:
24410820
Account 724003 provides funding for the maintenance agreement on NG911 system.
24496820
Account 741000 utilized to transfer funds to reimburse the Safety Fund for allowable
expenses including eligible personnel expenditures.
Safety/Police/Wireless 9-1-1 11/09/20
357
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
358
Table of Contents
5 1 Debt Service Funds
4c
bity of
Dun
OHIO, OHIO, USA
Debt Service
STATEMENT OF FUNCTIONS
These Funds reflect the cost of paying the principal and interest on various outstanding bond and
note issues. Sources of funding include transfers from the Capital Improvements Tax Fund and
various Tax Increment Financing Funds.
NOTES AND ADJUSTMENTS:
Budget requests for debt service payments reflect debt service obligations for both long-term and
short-term debt issued by the City, as well as special assessment debt. The City maintains un -voted
general obligation bonds, un -voted special assessment bonds which roll -off in 2021, and voted
general obligations bonds which roll -off in 2020.
The debt service payments for Water and Sewer Fund obligations are budgeted as debt service
payments directly in the Water and Sewer Funds instead of transferring the money to the General
Obligation Debt Service Fund and reflecting the debt payments in that Fund.
General Obligation Debt Service 361 11/09/20
2021 Operating Budget - City of Dublin, Ohio
Debt Service Total: 15,155,459 14,875,975 15,481,175 14,112,500
Finance Total: 15,155,459 14,875,975 15,481,175 14,112,500
General Debt Service Total:
362
15,155,459 14,875,975 15,481,175 14,112,500
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
310 General Debt
Service
20 Finance
Debt Service
761001
Debt Issuance Costs
3,888
5,000
611,740
0
762002
Principal- Parks Programs
442,000
694,400
692,860
1,441,000
762003
Principal- Transportation
7,860,161
6,797,889
6,132,889
6,268,500
762004
Principal- Land and Buildings
1,602,647
963,525
1,628,525
730,000
763003
Interest- Parks Program
147,054
1,216,305
1,216,305
718,000
763004
Interest- Transportation
3,714,113
4,692,566
3,835,046
4,475,000
763005
Interest- Land and Buildings
1,385,597
506,290
1,363,810
480,000
Debt Service Total: 15,155,459 14,875,975 15,481,175 14,112,500
Finance Total: 15,155,459 14,875,975 15,481,175 14,112,500
General Debt Service Total:
362
15,155,459 14,875,975 15,481,175 14,112,500
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
311 Econ Development Bond Retirmnt
20 Finance
Debt Service
762004 Principal- Land and Buildings
695,000
730,000
730,000
765,000
763005 Interest- Land and Buildings
1,375,906
1,341,160
1,341,160
1,304,800
Debt Service Total:
Finance Total:
Econ Development Bond Retirmnt Total:
363
2,070,906 2,071,160 2,071,160 2,069,800
2,070,906 2,071,160 2,071,160 2,069,800
2,070,906 2,071,160 2,071,160 2,069,800
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
322 2001 S.A. Debt Service
20 Finance
Contractual Services
711001 County Auditor Deductions
201
450
450
450
Contractual Services Total:
201
450
450
450
Debt Service
762003 Principal -Transportation
115,955
122,310
122,310
81,110
763004 Interest- Transportation
11,669
7,015
7,015
2,750
Debt Service Total:
127,624
129,325
129,325
83,860
Finance Total:
127,825
129,775
129,775
84,310
2001 S.A. Debt Service Total:
127,825
129,775
129,775
84,310
364
Capital
4c
bity of
Dun
OHIO, USA
Table of Contents
Project
Funds
AICD
c m
o�
y Im
0
Capital Improvements Program (CIP)
STATEMENT OF FUNCTIONS
This fund was created by City Council for the express purpose of the purchase of equipment, apparatus,
property, construction of buildings, structures, roads and other public improvements as needed. City
income tax collections are directly credited to this fund each year in accordance with Ordinance No. 17-
87. Additional revenue is provided by real estate taxes, transfers from the General Fund, and interest
income.
NOTES AND ADJUSTMENTS
The Five-year Capital Improvements Program (CIP) establishes the City's blueprint for investments in its
capital infrastructure. The CIP is used as a tool to help ensure the City's long and short-term capital
investments are made in the context of careful consideration of the City's needs as well as the resources
available to fund all projects. A complete copy of the document is available on-line on the City's website
at dublinohiousa.aov/economic-development/caPita l -improvements -program.
The financial guidelines used in the preparation of the CIP provide assurances that the City can meet, in
a full and timely manner, both its debt service obligations and all other obligations competing for the
available resources. It is the City's objective to complete as many needed capital improvement projects
as financially possible while maintaining flexibility and the ability to adapt to changes as they occur.
The five -Year CIP and the Annual Operating Budget are two critical documents prepared annually.
The relationship between these two documents is summarized by the following points:
Five -Year CIP
• Represents a long-term financial plan, including funding sources.
• Establishes priorities and serves as a planning document or blueprint for the City's investment in
capital infrastructure.
• Provides a breakdown of major project costs and phasing, including design costs.
• Does not appropriate money. The Operating Budget is the document which authorizes the actual
funding authority for the capital projects.
Operating Budget — Annual CIP Budget
• Appropriates money to implement the first year of the Five -Year CIP.
• Appropriates money to implement a "phase of a major, multi-year project."
• Appropriates money for capital maintenance expenditures, including those of a continuing nature
(i.e. fleet and equipment replacement, computers, etc.).
Proiect Prioritization
In developing prioritization of projects, several elements are taken into consideration:
• City Council's goals, both past and present.
• Findings included in the Economic Development Strategy.
• Commitments made by the City in agreements.
• Bi -Annual Community Survey results.
• Input from Citizen Committees and economic development opportunities.
Using these guidelines resulted in the list of projects to be funded that are focused towards needed
infrastructure improvements such as road and utility needs.
Capital Improvements Program (CIP) 367 11/09/20
Capital Improvements Program (CIP)
DEFINITION OF CAPITAL EXPENDITURE
Project
Considered a Capital Improvement
A Maintenance Project or
Type
Project (CIP)
Expenditure
(Operating Budget)
Capital
Construction resulting in
Enhaxements/
expansion or significant
IL-wCapital
improverrentofanexisdng asset
.1nfrasbrrtLre
or facility, or projects resulting in
the construction or acquisition of
a new asset.
Capital
Projects resulting in the repair,
Maintenance
replacement, renovation or minor
upgrade of an existing asset.
Capl&Allocabon
Projects or programs resulting in
acquisition of real property such
as land or permanent easements,
or reserves for contingencies for
future projects.
Routine
Preventive maintenance repairs
Maan[enance
that do not significantly upgrade
the structure or increase its
previously esti mated useful life (for
example minor roof patching or
gutter repair work).
Impact of Capital Investments on the Operating Budget
The City's Operating Budget covers a one-year time period, whereas the City's CIP covers a five-year
period. While the CIP is prepared and approved separately from the Operating Budget, staff take into
consideration the impact of the upcoming year's capital projects on the departmental operations,
including the maintenance and upkeep of the assets.
When debt financing is used to fund capital projects, the principal and interest payments are included
as expenditures in the Operating Budget.
The City has taken further steps to evaluate the impact of capital assets on the operating budget by
adding an Infrastructure Asset Manager Engineer to its staff. This position is responsible for
implementing and managing strategies in sustaining public infrastructure assets, with the fundamental
goal to preserve and extend the service life of long-term infrastructure assets. In the course of
inventorying and inspecting these assets, routine maintenance schedules will be established which will
help the City to better understand the annual operating costs or additional savings related to the City's
infrastructure assets, both existing and new additions. This will assist the City in better quantifying
impacts of capital expenditures on the operating budget in future years.
Capital Improvements Program (CIP) 368 11/09/20
■
Capital Improvements Program (CIP)
Notable CIP Impacts on the Operating Budget (On -Going Expenses)
(MkNISI
2019
2020
2021
Proiect
Budgeted
Budgeted
Budgeted
No.
Proiect Description
Operating
Operating
Operating
Notes
Cost
Cost
Cost
ET003
US33/SR161/Post
$155,000
$195,000
$ 80,000
Contracted landscape
maintenance. (Cost
Road Interchange
reduced in 2021 due to
maturity of landscape.)
GR132
Scioto Pedestrian
N/A
$ 50,000
$ 50,000
Lighting program and
Bride
operations.
GR133
Riverside Crossing110
$ 000
$110,000
$110,000
Increased cost of
contracted landscape
Park
maintenance service.
ET168
Bridge Street Parking
N/A
$ 50,000
$ 50,000
Parking management
Garages
I
I implementation.
Riverside Crossino Park (under construction —October 2020) and the Scioto Pedestrian Bridoe. Click on the link to go to live
camera from the project site.
Capital Improvements Program (CIP) 369 11/09/20
Capital Improvements Program (CIP)
Summary of CIP Financial Guidelines
There are several key guidelines the City utilized in determining the fiscal capacity to complete capital
projects over the next five years. These are summarized as follows:
• The five-year plan will be updated annually.
• 25 percent of the City's two percent income tax revenue shall be made available to fund capital
improvements. This allocation is in accordance with Ordinance No. 17-87 and the ballot language
approved by the voters in November 1987.
• Of the 25 percent of the total income tax revenues which are utilized for capital improvements,
60 percent of that amount will be allocated to fund long-term debt, and 40 percent to fund
projects and capital expenses on a cash basis. This allocation is in accordance with Ordinance
No. 31-16. The reasons for this guideline are:
a) It is important to stress that funding projects with long-term debt obligates the use of
public funds for the next 20 years in most cases. The more long-term debt which is incurred
now significantly reduces the options available to future City Councils to fund needed projects.
b) The City has determined that paying cash for projects where financially possible (pay-as-
you-go financing) will increase our flexibility in the future. In utilizing pay-as-you-go financing,
revenue projections and estimated fund balances will be reviewed and evaluated to assure that
sufficient reserves are maintained.
C) It is not economical to issue debt for some projects.
d) The estimated life of some projects does not meet the criteria to issue long-term debt.
• The City's largest revenue source for operations is income tax revenue. This source comprises
over 90% of the City's General Fund operating revenues. Therefore, it is one of the City's key
economic indicators that is reviewed when determining the level of growth for the upcoming
year.
• To the degree that the income tax revenue rate of growth exceeds projections in any given year,
the excess revenue should be utilized to fund projects on a cash basis the following year or to
reduce the amount of debt on projects identified to be financed with debt proceeds.
• The availability of adequate financial reserves or balances that can be used to address unforeseen
contingencies or take advantage of opportunities is a critical element in evaluating financial
strength. Another key financial indicator for the City is its' General Fund balance. The City's
policy is to maintain a year-end balance equal to or greater than 50% of the General Fund
expenditures, including operating transfers. This balance is in accordance with Ordinance No. 32-
16. This level of fund balance is necessary as we continue funding major improvements
throughout the City. We will continue to make significant advances from the General Fund to
various TIF funds for infrastructure improvements throughout the City. This allows the City to
take advantage of opportunities as they arise and fund infrastructure improvements before TIF
revenues are generated. The expectation is that these advances will be repaid to the General
Fund over the 30 -year life of each TIF.
Capital Improvements Program (CIP) 370 11/09/20
■
Capital Improvements Program (CIP)
Since a portion of the debt outstanding and future capital improvements are utility (water and
sewer) related, the systems' user fees and capacity charges (tap permits) will continue to be
evaluated. Water related improvements will be programmed based on the Water Fund's available
cash reserves and estimated annual revenues. Every effort will be made to structure the debt
service obligations for utility infrastructure improvements in such a manner as to utilize the Sewer
Fund and Water Fund available cash reserves and estimated annual revenues to the fullest and
thereby reducing or eliminating the dependency on income tax revenues. The goal in the Water
and Sewer funds has been to maintain fund balances equal to approximately 25% of the total
value of each system.
In 2021, approximately 80% of the property tax revenue from the City's "inside millage" will be
allocated to the Capital Improvements Tax Fund.
The property tax revenue from the City's "inside millage" (1.75 mills) was allocated 100% to the
Parkland Acquisition Fund from 2001-2006. From 2007-2009, the City began allocating .95 mills
of the total 1.75 mills to the Parkland Acquisition Fund with the remaining .80 mills allocated to
the Capital Improvements Tax Fund. As part of the 2010-2014 CIP process, Council approved
allocating 1.40 mills to the Capital Improvements Tax Fund and .35 mills to the Parkland
Acquisition Fund. Recognizing the benefits and flexibility of allocating more of the City's "inside
millage" to the Capital Improvements Tax Fund, Council has continued to approve, with each
year's CIP, the same allocation. This allocation is reviewed during the CIP process each year and
can be reallocated if City Council deems it appropriate.
• Pursuant to the City's Debt Policy (Ordinance No. 37-19), the maximum amount of debt service
(including existing TIF supported and proposed new debt) shall not exceed 90% of the allocation
of income tax revenue allocated to pay debt service.
As a matter of general policy, the City will do the following in order to be able to fund additional
projects needed to serve the citizens of Dublin:
a) Pursue federal, state and local assistance in the form of grants, low interest loans,
cost-sharing, etc.
b) Utilize assessment procedures for projects which have a reasonably well defined
group of beneficiaries and which legally lend themselves to this type of financing.
C) Look increasingly at ways to obtain revenue through user fees as a means to fund
capital projects or as a way to free -up other income tax dollars so that they can
be used to fund capital projects.
d) Utilize, where appropriate, economic development incentives such as tax
increment financing.
As projects are proposed for funding, the statutory debt limitations will be reviewed to ensure
compliance.
Capital Improvements Program (CIP) 371 11/09/20
■
Capital Improvements Program (CIP)
The five-year program provides for significant capital programming. The programming of projects needs
to be distributed over the five-year period so that as we update our capital program each year, we can
evaluate current conditions, including the capital needs, revenue growth, and respond to new priorities.
Transfers and Advances
The majority of the funding programmed for transfers is for debt service obligations on capital projects
financed by long-term debt. The advances programmed are based on projects programmed in the
2021-2025 CIP that have been identified as infrastructure projects benefiting the reflected TIFs.
Debt
Debt proceeds for construction projects (with the exception of sewer and water projects) are posted to
the Capital Construction Fund (404) and tracked through that Fund.
1 1
� ryr
h
IJI
Bridge Park public parking garage (funded by the Bridge Park 77F)
Capital Improvements Program (CIP) 372 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019 2020 2020 2021
Actual Budget Revised Budget Department
Budget
401 Capital Improvements Tax
10 City Manager
Capital Outlay
732000 Information Technology 0 0 0 1,885,000
Capital Outlay Total:
0
0
0
1,885,000
City Manager Total:
0
0
0
1,885,000
20 Finance
Contractual Services
711001 County Auditor Deductions
40,353
46,000
46,000
46,500
Contractual Services Total:
40,353
46,000
46,000
46,500
Capital Outlay
735001 Cap Impr
Land and Land Impr
18,730
0
0
0
736000 Cap Impr
Other Projects
300,269
470,000
1,103,677
950,000
737000 Cap Impr
Contingencies
0
250,000
250,000
250,000
Capital Outlay Total:
318,999
720,000
1,353,677
1,200,000
Transfers/Advances
741000 Transfers
Expense
6,175,039
7,507,635
5,655,635
5,713,050
742000 Advances
Expense
400,000
350,000
350,000
0
Transfers/Advances Total:
6,575,039
7,857,635
6,005,635
5,713,050
Finance Total:
6,934,391
8,623,635
7,405,312
6,959,550
30 Public Works
Capital Outlay
734004 Other Equipment
1,106,345
1,355,000
2,106,919
1,140,000
735002 Cap Impr
Build & Other Struct
976,009
2,710,000
12,920,734
1,010,000
735004 Cap Impr
New Str Const/Eng Ser
11,483
0
141,498
520,000
735006 Cap Impr
Str Maint Proj
10,152,948
28,865,000
19,783,585
31,585,000
735010 Cap Impr
Storm Sewer Imp
717,698
2,065,000
2,495,256
975,000
Capital Outlay Total:
12,964,484
34,995,000
37,447,992
35,230,000
Public Works Total: 12,964,484 34,995,000 37,447,992 35,230,000
373
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
401 Capital Improvements Tax
40 Parks and Recreation
Capital Outlay
735005 Cap Impr Park & Bikewy Impr
2,111,796
1,710,000
7,286,087
2,685,000
Capital Outlay Total:
2,111,796
1,710,000
7,286,087
2,685,000
Parks and Recreation Total:
2,111,796
1,710,000
7,286,087
2,685,000
60 Information Technology
Capital Outlay
732000 Information Technology
1,350,457
1,865,000
2,683,198
0
Capital Outlay Total:
1,350,457
1,865,000
2,683,198
0
Information Technology Total:
1,350,457
1,865,000
2,683,198
0
80 Police
Capital Outlay
734001 Police Capital Equipment
784,987
870,000
940,195
215,000
Capital Outlay Total:
784,987
870,000
940,195
215,000
Police Total:
784,987
870,000
940,195
215,000
Capital Improvements Tax Total:
24,146,114
48,063,635
55,762,784
46,974,550
374
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
404 Capital Improvement Constructi
20 Finance
Contractual Services
713005 Misc. Contract. Serv.
5,048
12,000
12,000
0
Contractual Services Total:
5,048
12,000
12,000
0
Transfers/Advances
741000 Transfers Expense
1,083,000
0
0
0
742000 Advances Expense
0
0
14,000,000
0
Transfers/Advances Total:
1,083,000
0
14,000,000
0
Debt Service
761001 Debt Issuance Costs
0
170,000
170,000
0
Debt Service Total:
0
170,000
170,000
0
Finance Total:
1,088,048
182,000
14,182,000
0
30 Public Works
Contractual Services
713004 Other Professional Services
114,065
0
110,579
0
Contractual Services Total:
114,065
0
110,579
0
Capital Outlay
735002 Cap Impr Build & Other Struct
4,145,558
0
0
0
735004 Cap Impr New Str Const/Eng Ser
1,854,528
0
332,144
0
735006 Cap Impr Str Maint Proj
5,230,277
0
3,663,246
0
Capital Outlay Total:
11,230,363
0
3,995,390
0
Public Works Total:
11,344,428
0
4,105,968
0
40 Parks and Recreation
Capital Outlay
735005 Cap Impr Park & Bikewy Impr
1,866,157
6,000,000
20,846,259
5,700,000
Capital Outlay Total:
1,866,157
6,000,000
20,846,259
5,700,000
Parks and Recreation Total:
1,866,157
6,000,000
20,846,259
5,700,000
Capital Improvement Constructi Total:
14,298,633
6,182,000
39,134,228
5,700,000
375
2021 Operating Budget - City of Dublin, Ohio
2019 2020 2020 2021
Actual Budget Revised Budget Department
Budget
409 Recreation Capital Improvement
20 Finance
Transfers/Advances
741000 Transfers Expense 0 800,000 0 0
Transfers/Advances Total:
Finance Total:
Recreation Capital Improvement Total:
376
0 800,000 0 0
0 800,000 0 0
0 800,000 0 0
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
412 TIF Woerner-Temple
20 Finance
Contractual Services
711001 County Auditor Deductions
1,931
3,000
3,000
2,000
Contractual Services Total:
1,931
3,000
3,000
2,000
Transfers/Advances
741000 Transfers Expense
455,600
0
0
0
742000 Advances Expense
0
170,000
170,000
170,000
Transfers/Advances Total:
455,600
170,000
170,000
170,000
Finance Total:
457,531
173,000
173,000
172,000
TIF Woerner-Temple Total:
457,531
173,000
173,000
172,000
377
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
415 TIF Ruscilli
20 Finance
Contractual Services
711001 County Auditor Deductions
6,092
7,800
7,800
7,800
Contractual Services Total:
6,092
7,800
7,800
7,800
Transfers/Advances
741000 Transfers Expense
0
55,000
55,000
1,037,400
Transfers/Advances Total:
0
55,000
55,000
1,037,400
Finance Total:
6,092
62,800
62,800
1,045,200
TIF Ruscilli Total:
6,092
62,800
62,800
1,045,200
378
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
416 TIF Pizzuti
20 Finance
Contractual Services
711001 County Auditor Deductions
8,043
14,000
14,000
10,000
Contractual Services Total:
8,043
14,000
14,000
10,000
Transfers/Advances
741000 Transfers Expense
0
64,480
64,480
500,015
Transfers/Advances Total:
0
64,480
64,480
500,015
Finance Total:
8,043
78,480
78,480
510,015
TIF Pizzuti Total:
81043
78,480
78,480
510,015
379
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
419 TIF Thomas/Kohler
20 Finance
Contractual Services
711001 County Auditor Deductions
8,545
9,000
9,000
9,000
Contractual Services Total:
8,545
9,000
9,000
9,000
Transfers/Advances
741000 Transfers Expense
158,700
159,715
159,715
0
742000 Advances Expense
250,000
1,300,000
1,300,000
800,000
Transfers/Advances Total:
408,700
1,459,715
1,459,715
800,000
Finance Total:
417,245
1,468,715
1,468,715
809,000
30 Public Works
Contractual Services
713004 Other Professional Services
91,337
0
187,528
0
Contractual Services Total:
91,337
0
187,528
0
Capital Outlay
735004 Cap Impr New Str Const/Eng Ser
0
0
0
2,500,000
Capital Outlay Total:
0
0
0
2,500,000
Public Works Total:
91,337
0
187,528
2,500,000
TIF Thomas/Kohler Total:
508,582
1,468,715
1,656,243
3,309,000
380
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
421 TIF McKitrick Project
20 Finance
Contractual Services
711001 County Auditor Deductions
9,029
15,000
15,000
12,000
Contractual Services Total:
9,029
15,000
15,000
12,000
Transfers/Advances
741000 Transfers Expense
1,108,887
1,080,320
1,080,320
1,097,125
Transfers/Advances Total:
1,108,887
1,080,320
1,080,320
1,097,125
Finance Total:
1,117,916
1,095,320
1,095,320
1,109,125
TIF McKitrick Project Total:
1,117,916
1,095,320
1,095,320
1,109,125
381
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
425 TIF Perimeter Center
20 Finance
Contractual Services
711001 County Auditor Deductions
5,170
6,200
6,200
6,200
Contractual Services Total:
5,170
6,200
6,200
6,200
Finance Total:
5,170
6,200
6,200
6,200
30 Public Works
Contractual Services
713004 Other Professional Services
0
300,000
307,331
0
Contractual Services Total:
0
300,000
307,331
0
Capital Outlay
735004 Cap Impr New Str Const/Eng Ser
0
0
950,000
3,100,000
Capital Outlay Total:
0
0
950,000
3,100,000
Public Works Total:
0
300,000
1,257,331
3,100,000
TIF Perimeter Center Total:
5,170
306,200
1,263,531
3,106,200
382
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
426 TIF Rings Road
20 Finance
Contractual Services
711001 County Auditor Deductions
3,571
5,000
5,000
5,000
Contractual Services Total:
3,571
5,000
5,000
5,000
Transfers/Advances
741000 Transfers Expense
279,400
281,185
281,185
0
Transfers/Advances Total:
279,400
281,185
281,185
0
Finance Total:
282,971
286,185
286,185
5,000
TIF Rings Road Total:
282,971
286,185
286,185
5,000
383
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
431 TIF Perimeter West
20 Finance
Contractual Services
711001 County Auditor Deductions
16,731
45,000
45,000
25,000
Contractual Services Total:
16,731
45,000
45,000
25,000
Transfers/Advances
741000 Transfers Expense
1,251,008
980,970
980,970
661,200
Transfers/Advances Total:
1,251,008
980,970
980,970
661,200
Finance Total:
1,267,739
1,025,970
1,025,970
686,200
30 Public Works
Contractual Services
713004 Other Professional Services
0
850,000
1,300,000
312,500
Contractual Services Total:
0
850,000
1,300,000
312,500
Capital Outlay
735004 Cap Impr New Str Const/Eng Ser
136,865
0
5,049
0
Capital Outlay Total:
136,865
0
5,049
0
Public Works Total:
136,865
850,000
1,305,049
312,500
TIF Perimeter West Total:
1,404,604
1,875,970
2,331,019
998,700
384
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
432 TIF Upper Metro Place
20 Finance
Contractual Services
711001 County Auditor Deductions
5,958
6,500
6,500
6,500
Contractual Services Total:
5,958
6,500
6,500
6,500
Transfers/Advances
741000 Transfers Expense
2,081,506
1,958,300
1,958,300
519,400
Transfers/Advances Total:
2,081,506
1,958,300
1,958,300
519,400
Finance Total:
2,087,464
1,964,800
1,964,800
525,900
30 Public Works
Contractual Services
713004 Other Professional Services
0
0
127,544
0
Contractual Services Total:
0
0
127,544
0
Capital Outlay
735004 Cap Impr New Str Const/Eng Ser
1,043,464
0
1,611,759
0
Capital Outlay Total:
1,043,464
0
1,611,759
0
Public Works Total:
1,043,464
0
1,739,303
0
TIF Upper Metro Place Total:
3,130,928
1,964,800
3,704,103
525,900
385
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
433 TIF Rings/ Frantz
20 Finance
Contractual Services
711001 County Auditor Deductions
4,499
5,000
5,000
5,000
Contractual Services Total:
4,499
5,000
5,000
5,000
Transfers/Advances
741000 Transfers Expense
0
0
1,600,000
250,000
742000 Advances Expense
0
500,000
500,000
600,000
Transfers/Advances Total:
0
500,000
2,100,000
850,000
Finance Total:
4,499
505,000
2,105,000
855,000
30 Public Works
Contractual Services
713004 Other Professional Services
56,915
0
42,904
0
Contractual Services Total:
56,915
0
42,904
0
Capital Outlay
735004 Cap Impr New Str Const/Eng Ser
706,516
610,000
652,266
0
Capital Outlay Total:
706,516
610,000
652,266
0
Public Works Total:
763,431
610,000
695,170
0
TIF Rings/ Frantz Total:
767,930
1,115,000
2,800,170
855,000
386
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
436 TIF Historic Dublin Parking
20 Finance
Contractual Services
711001 County Auditor Deductions
833
1,000
1,000
1,000
Contractual Services Total:
833
1,000
1,000
1,000
Transfers/Advances
741000 Transfers Expense
0
75,000
75,000
75,000
742000 Advances Expense
83,500
0
0
0
Transfers/Advances Total:
83,500
75,000
75,000
75,000
Finance Total:
84,333
76,000
76,000
76,000
TIF Historic Dublin Parking Total:
84,333
76,000
76,000
76,000
387
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
441 TIF Emerald Parkway Phase 8
20 Finance
Transfers/Advances
741000 Transfers Expense
0
480,425
480,425
481,500
Transfers/Advances Total:
0
480,425
480,425
481,500
Finance Total:
0
480,425
480,425
481,500
30 Public Works
Capital Outlay
735004 Cap Impr New Str Const/Eng Ser
28,311
0
217,356
0
Capital Outlay Total:
28,311
0
217,356
0
Public Works Total:
28,311
0
217,356
0
TIF Emerald Parkway Phase 8 Total:
28,311
480,425
697,781
481,500
388
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
442 TIF Perimeter Loop
20 Finance
Contractual Services
711001 County Auditor Deductions
412
600
600
600
Contractual Services Total:
412
600
600
600
Transfers/Advances
742000 Advances Expense
35,000
30,000
30,000
30,000
Transfers/Advances Total:
35,000
30,000
30,000
30,000
Finance Total:
35,412
30,600
30,600
30,600
TIF Perimeter Loop Total:
35,412
30,600
30,600
30,600
389
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
443 TIF Tartan West
20 Finance
Contractual Services
711001 County Auditor Deductions
11,979
15,000
15,000
15,000
713005 Misc. Contract. Serv.
0
0
0
191,550
Contractual Services Total:
11,979
15,000
15,000
206,550
Transfers/Advances
742000 Advances Expense
1,650,000
0
0
850,000
Transfers/Advances Total:
1,650,000
0
0
850,000
Finance Total:
1,661,979
15,000
15,000
1,056,550
30 Public Works
Capital Outlay
735006 Cap Impr Str Maint Proj
2,990
0
0
0
Capital Outlay Total:
2,990
0
0
0
Public Works Total:
2,990
0
0
0
TIF Tartan West Total:
1,664,969
15,000
15,000
1,056,550
390
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
444 TIF Shamrock Blvd.
20 Finance
Contractual Services
711001 County Auditor Deductions
607
750
750
750
Contractual Services Total:
607
750
750
750
Transfers/Advances
742000 Advances Expense
50,000
50,000
50,000
50,000
Transfers/Advances Total:
50,000
50,000
50,000
50,000
Finance Total:
50,607
50,750
50,750
50,750
TIF Shamrock Blvd. Total:
50,607
50,750
50,750
50,750
391
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
446 TIF River Ridge
20 Finance
Contractual Services
711001 County Auditor Deductions
1,095
1,250
1,250
1,250
Contractual Services Total:
1,095
1,250
1,250
1,250
Transfers/Advances
741000 Transfers Expense
137,850
137,480
137,480
135,300
742000 Advances Expense
50,000
0
0
0
Transfers/Advances Total:
187,850
137,480
137,480
135,300
Finance Total:
188,945
138,730
138,730
136,550
TIF River Ridge Total:
188,945
138,730
138,730
136,550
392
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
447 TIF Lifetime Fitness
20 Finance
Contractual Services
711001 County Auditor Deductions
1,524
1,750
1,750
1,750
Contractual Services Total:
1,524
1,750
1,750
1,750
Transfers/Advances
741000 Transfers Expense
100,000
0
0
0
742000 Advances Expense
200,000
0
0
0
Transfers/Advances Total:
300,000
0
0
0
Finance Total:
301,524
1,750
1,750
1,750
TIF Lifetime Fitness Total:
301,524
1,750
1,750
1,750
393
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
449 TIF Irelan Place
20 Finance
Contractual Services
711001 County Auditor Deductions
90
200
200
200
Contractual Services Total:
90
200
200
200
Transfers/Advances
742000 Advances Expense
3,500
28,937
14,937
2,000
Transfers/Advances Total:
3,500
28,937
14,937
2,000
Finance Total:
3,590
29,137
15,137
2,200
TIF Irelan Place Total:
3,590
29,137
15,137
2,200
394
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
450 TIF Shier Rings Road
20 Finance
Contractual Services
711001 County Auditor Deductions
76
250
250
250
Contractual Services Total:
76
250
250
250
Transfers/Advances
741000 Transfers Expense
150,000
0
0
0
Transfers/Advances Total:
150,000
0
0
0
Finance Total:
150,076
250
250
250
TIF Shier Rings Road Total:
150,076
250
250
250
395
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
452 TIF Bridge and High Street
20 Finance
Contractual Services
711001 County Auditor Deductions
1,274
1,500
1,500
1,500
Contractual Services Total:
1,274
1,500
1,500
1,500
Transfers/Advances
741000 Transfers Expense
0
150,000
150,000
150,000
742000 Advances Expense
150,000
0
0
0
Transfers/Advances Total:
150,000
150,000
150,000
150,000
Finance Total:
151,274
151,500
151,500
151,500
TIF Bridge and High Street Total:
151,274
151,500
151,500
151,500
396
2021 Operating Budget - City of Dublin, Ohio
2019 2020 2020 2021
Actual Budget Revised Budget Department
Budget
453 TIF Dublin Methodist Hospital
20 Finance
Contractual Services
711001 County Auditor Deductions 1,833 2,000 2,000 3,100
Contractual Services Total:
Finance Total:
TIF Dublin Methodist Hospital Total:
397
1,833 2,000 2,000 3,100
1,833 2,000 2,000 3,100
1,833 2,000 2,000 3,100
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
454 TIF Kroger Centre
20 Finance
Contractual Services
711001 County Auditor Deductions
2,816
4,000
4,000
4,000
Contractual Services Total:
2,816
4,000
4,000
4,000
Transfers/Advances
741000 Transfers Expense
230,000
0
0
0
Transfers/Advances Total:
230,000
0
0
0
Finance Total:
232,816
4,000
4,000
4,000
TIF Kroger Centre Total:
232,816
4,000
4,000
4,000
398
2021 Operating Budget - City of Dublin, Ohio
2019 2020 2020 2021
Actual Budget Revised Budget Department
Budget
455 TIF Frantz/Dublin Road
30 Public Works
Contractual Services
713004 Other Professional Services 0 0 98,641 0
Contractual Services Total:
Public Works Total:
TIF Frantz/Dublin Road Total:
399
0 0 98,641 0
0 0 98,641 0
0 0 98,641 0
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
456 TIF Delta Energy
20 Finance
Contractual Services
711001 County Auditor Deductions
277
600
600
600
Contractual Services Total:
277
600
600
600
Transfers/Advances
742000 Advances Expense
25,000
30,000
30,000
20,000
Transfers/Advances Total:
25,000
30,000
30,000
20,000
Finance Total:
25,277
30,600
30,600
20,600
TIF Delta Energy Total:
25,277
30,600
30,600
20,600
400
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
457 TIF Bridge Street
20 Finance
Contractual Services
719006 Contractual Obligations
1,536,965
1,536,965
1,536,965
1,536,965
Contractual Services Total:
1,536,965
1,536,965
1,536,965
1,536,965
Finance Total:
1,536,965
1,536,965
1,536,965
1,536,965
30 Public Works
Contractual Services
713004 Other Professional Services
38,207
0
21,575
0
Contractual Services Total:
38,207
0
21,575
0
Public Works Total:
38,207
0
21,575
0
TIF Bridge Street Total:
1,575,172
1,536,965
1,558,540
1,536,965
401
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
458 TIF Vrable
20 Finance
Contractual Services
711001 County Auditor Deductions
5,481
5,500
5,500
6,000
Contractual Services Total:
5,481
5,500
5,500
6,000
Transfers/Advances
741000 Transfers Expense
229,580
744,085
744,085
495,100
742000 Advances Expense
500,000
0
0
0
Transfers/Advances Total:
729,580
744,085
744,085
495,100
Finance Total:
735,061
749,585
749,585
501,100
TIF Vrable Total:
735,061
749,585
749,585
501,100
402
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
459 TIF West Innovation
20 Finance
Contractual Services
711001 County Auditor Deductions
10,208
3,500
3,500
7,000
Contractual Services Total:
10,208
3,500
3,500
7,000
Transfers/Advances
742000 Advances Expense
300,000
0
0
0
Transfers/Advances Total:
300,000
0
0
0
Finance Total:
310,208
3,500
3,500
7,000
30 Public Works
Capital Outlay
735006 Cap Impr Str Maint Proj
0
2,860,000
0
1,745,000
Capital Outlay Total:
0
2,860,000
0
1,745,000
Public Works Total:
0
2,860,000
0
1,745,000
TIF West Innovation Total:
310,208
2,863,500
3,500
1,752,000
403
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
461 TIF Tuller
20 Finance
Contractual Services
711001 County Auditor Deductions
10,533
11,800
11,800
15,000
Contractual Services Total:
10,533
11,800
11,800
15,000
Transfers/Advances
741000 Transfers Expense
782,500
631,550
631,550
630,300
Transfers/Advances Total:
782,500
631,550
631,550
630,300
Finance Total:
793,033
643,350
643,350
645,300
30 Public Works
Contractual Services
713004 Other Professional Services
0
0
0
150,000
Contractual Services Total:
0
0
0
150,000
Public Works Total:
0
0
0
150,000
70 Development
Transfers/Advances
742000 Advances Expense
350,000
0
0
0
Transfers/Advances Total:
350,000
0
0
0
Development Total:
350,000
0
0
0
TIF Tuller Total:
1,143,033
643,350
643,350
795,300
404
2021 Operating Budget - City of Dublin, Ohio
2019 2020 2020 2021
Actual Budget Revised Budget Department
Budget
462 TIF Nestle
20 Finance
Contractual Services
711001 County Auditor Deductions 283 4,250 4,250 2,000
Contractual Services Total:
Finance Total:
TIF Nestle Total:
405
283 4,250 4,250 2,000
283 4,250 4,250 2,000
283 4,250 4,250 2,000
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
463 TIF Bridge Park Blocks B & C
20 Finance
Contractual Services
711001 County Auditor Deductions
45,201
51,270
51,270
45,500
Contractual Services Total:
45,201
51,270
51,270
45,500
Transfers/Advances
741000 Transfers Expense
2,432,351
2,421,160
2,421,160
2,419,800
Transfers/Advances Total:
2,432,351
2,421,160
2,421,160
2,419,800
Finance Total:
2,477,552
2,472,430
2,472,430
2,465,300
TIF Bridge Park Blocks B & C Total:
2,477,552
2,472,430
2,472,430
2,465,300
w
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
464 TIF Innovation
20 Finance
Contractual Services
711001 County Auditor Deductions
4,427
9,000
9,000
1,000
Contractual Services Total:
4,427
9,000
9,000
1,000
Transfers/Advances
741000 Transfers Expense
150,000
100,000
100,000
0
Transfers/Advances Total:
150,000
100,000
100,000
0
Finance Total:
154,427
109,000
109,000
1,000
30 Public Works
Capital Outlay
735004 Cap Impr New Str Const/Eng Ser
0
0
0
100,000
Capital Outlay Total:
0
0
0
100,000
Public Works Total:
0
0
0
100,000
TIF Innovation Total:
154,427
109,000
109,000
101,000
407
2021 Operating Budget - City of Dublin, Ohio
2019 2020 2020 2021
Actual Budget Revised Budget Department
Budget
465 TIF Riviera
30 Public Works
Contractual Services
713004 Other Professional Services 568,338 0 0 0
Contractual Services Total:
Public Works Total:
TIF Riviera Total:
408
568,338 0 0 0
568,338 0 0 0
568,338 0 0 0
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
466 TIF Penzone
20 Finance
Contractual Services
711001 County Auditor Deductions
386
450
450
1,500
Contractual Services Total:
386
450
450
1,500
Transfers/Advances
741000 Transfers Expense
30,000
30,000
30,000
30,000
Transfers/Advances Total:
30,000
30,000
30,000
30,000
Finance Total:
30,386
30,450
30,450
31,500
TIF Penzone Total:
30,386
30,450
30,450
31,500
409
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
467 TIF H2 Hotel
20 Finance
Contractual Services
711001 County Auditor Deductions
4,574
20,000
20,000
5,000
Contractual Services Total:
4,574
20,000
20,000
5,000
Transfers/Advances
741000 Transfers Expense
150,000
250,000
250,000
250,000
Transfers/Advances Total:
150,000
250,000
250,000
250,000
Finance Total:
154,574
270,000
270,000
255,000
TIF H2 Hotel Total:
154,574
270,000
270,000
255,000
410
2021 Operating Budget - City of Dublin, Ohio
2019 2020 2020 2021
Actual Budget Revised Budget Department
Budget
468 TIF Bridge Park Block Z
20 Finance
Contractual Services
711001 County Auditor Deductions 1,595 2,500 2,500 2,500
719006 Contractual Obligations 117,524 67,500 148,500 147,500
Contractual Services Total:
Finance Total:
TIF Bridge Park Block Z Total:
411
119,119 70,000 151,000 150,000
119,119 70,000 151,000 150,000
119,119 70,000 151,000 150,000
2021 Operating Budget - City of Dublin, Ohio
2019 2020
2020
2021
Actual Budget
Revised Budget
Department
Budget
469 TIF Block A
20 Finance
Contractual Services
711001 County Auditor Deductions
6,559 15,000
15,000
15,000
719006 Contractual Obligations
572,749 585,000
585,000
585,000
Contractual Services Total:
Finance Total:
TIF Block A Total:
412
579,308 600,000 600,000 600,000
579,308 600,000 600,000 600,000
579,308 600,000 600,000 600,000
2021 Operating Budget - City of Dublin, Ohio
2019 2020 2020 2021
Actual Budget Revised Budget Department
Budget
474 TIF Bridge Park Incentive Dist
20 Finance
Contractual Services
711001 County Auditor Deductions 1,923 3,100 3,650 3,200
719006 Contractual Obligations 30,611 8,900 66,350 66,350
Contractual Services Total:
Finance Total:
TIF Bridge Park Incentive Dist Total:
413
32,534 12,000 70,000 69,550
32,534 12,000 70,000 69,550
32,534 12,000 70,000 69,550
2021 Operating Budget - City of Dublin, Ohio
2019 2020 2020 2021
Actual Budget Revised Budget Department
Budget
475 TIF The Corners
20 Finance
Contractual Services
719006 Contractual Obligations 0 0 0 1,829,500
Contractual Services Total:
Finance Total:
TIF The Corners Total:
414
0 0 0 1,829,500
0 0 0 1,829,500
0 0 0 1,829,500
CITY OF DUBLIN
CAPITAL IMPROVEMENTS PROGRAM
2021-2025
Administration- Capital Allocations $2,170 $2,300 $2,350 $2,350 $2,395 $2,415 $11,810 $0 $11,810
Total - ADMINISTRATION 2,170 2,300 2,350 2,350 2,395 2,415 $11,810 $0 $11,810
City Facilities- Capital Maintenance
800
910
580
1,385
280
620
$3,775
$140
$3,915
City Facilities- Capital Enhancements/ New Capital Infiashucture
7,010
100
0
0
1,030
0
$1,130
$5,390
$6,520
Total - CITY FACILITIES
7,810
1,010
580
1,385
1,310
620
$4,905
$5,530
$10,435
City-WideFleet- Capital Maintenance
1,175
1,140
1,320
985
1,070
1,035
$5,550
$0
$5,550
City-WideFleet- Capital Enhancements/ New Capital Infiashucture
180
0
45
0
45
0
$90
$0
$90
Total - CITY -WIDE FLEET
1,355
1,140
1,365
985
1,115
1,035
$5,640
$0
$5,640
Parks- Capital Maintenance
1,055
1,230
815
965
815
815
$4,640
$300
$4,940
Parks- Capital Enhancements/ New Capital Infrastructure
24,055
7,245
2,750
1,655
3,530
7,255
$22,435
$10,700
$33,135
Total - PARKS
25,110
8,475
3,565
2,620
4,345
8,070
$27,075
$11,000
$38,075
Police- Capital Maintenance
150
95
0
60
260
10
$425
$0
$425
Police- Capital Enhancements / New Capital Infiastructure
195
120
120
0
0
120
$360
$975
$1,335
Total- POLICE
345
215
120
60
260
130
$785
$975
$1,760
Utilities -Sanitary Sewer- Capital Maintenance
1,750
550
1,750
550
1,750
550
$5,150
$1,750
$6,900
Utilities -Sanitary Sewer- Capital Enhancements/ New Capital Infiashucture
1,825
5,430
45
1,535
5,145
2,180
$14,335
$14,075
$28,410
Total - UTILITIES - SANITARY SEWER
3,575
5,980
1,795
2,085
6,895
2,730
$19,485
$15,825
$35,310
Utilities - Stormwater- Capital Maintenance
575
475
375
475
375
475
$2,175
$475
$2,650
Utilities - Stormwater- Capital Enhancements/ New Capital Infiashucture
250
500
500
500
500
500
$2,500
$500
$3,000
Total - UTILITIES - STORMWATER
825
975
875
975
875
975
$4,675
$975
$5,650
Computer Hardware/Software/Fiber - Capital Maintenance
900
980
930
910
910
910
$4,640
$0
$4,640
Computer Hardware / Software / Fiber- Capital Enhancements / New
Capital Infrastructure
990
905
875
605
605
605
$3,595
$0
$3,595
Total- COMPUTER HARDWARE/SOFTWARE/FIBER
1,890
1,885
1,805
1,515
1,515
1,515
$8,235
$0
$8,235
Transportation- Bicycle and Pedestrian- Capital Maintenance
560
665
880
665
605
895
$3,710
$710
$4,420
Trawperramn- BWle and Pedestrian- Capital enhancement/ New Capital Ink ask ucwre
710
1,450
415
445
1,745
380
$4,435
$10,145
$14,580
Total -TRANSPORTATION- BICYCLE AND PEDESTRIAN
1,270
2,115
1,295
1,110
2,350
1,275
$8,145
$10,855
$19,000
Transportation- Bridges and Culvert- Capital Maintenance
1,250
2,270
740
2,415
1,595
1,855
$8,875
$1,575
$10,450
Trawperramn- Bridges and Ccaert-capital enhancement/ New capital Ink ask ucwre
3,475
300
0
0
0
0
$300
$42,915
$43,215
Total - TRANSPORTATION - BRIDGES AND CULVERTS
4,725
2,570
740
2,415
1,595
1,855
$9,175
$44,490
$53,665
Transportation- Streets and Parking- Capital Maintenance
7,905
8,205
7,795
8,400
8,580
9,260
$42,240
$9,255
$51,495
Trawperram Str set and Parking- Capital enhancement/ New Capital Ink ask ucwre
9,145
56,440
12,295
16,610
4,555
1,200
$91,100
$76,615
$167,715
Total - TRANSPORTATION - STREETS AND PARKING
17,050
64,645
20,090
25,010
13,135
10,460
$133,340
$85,870
$219,210
Utilities - Water - Capital Maintenance
0
400
0
0
0
0
$400
$0
$400
Utilities - Water - Capital Enhancements/ New Capital Infiashucture
1,100
75
600
165
925
165
$1,930
$4,825
$6,755
Total- UTILITIES -WATER
1,100
475
600
165
925
165
$2,330
$4,825
$7,155
TOTALS:
Capital Maintenance
16,120
16,920
15,185
16,810
16,240
16,425
$81,580
$14,205
$95,785
Capital Allocations
2,170
2,300
2,350
2,350
2,395
2,415
$11,810
$0
$11,810
Capital Enhancements / New Capital Infiashucture
48,935
72,565
17,645
21,515
18,080
12,405
$142,210
$166,140
$308,350
TOTAL PROJECT BUDGET
$67,225
$91,785
$35,180
$40,675
$36,715
$31,245
$235,600
$180,345
$415,945
Advances
0
0
2,000
0
0
0
$2,000
$0
$2,000
GRAND TOTAL
$67225
$91785
$37180
$40,675
$36,715
$31,245
$237600
$180,345
$417945
415
City of Dublin
Capital Improvement Projects
2021-2025
11111111Nk9INIST
AL211
Allocation for Land Acquisition
500,000
40196290
741000
AL212
Allocation for Parkland Acquisition
750,000
40280290
735001
AL193
Allocation for Mobility
400,000
40180290
736000
AL203
Bikeshare Initiative
50,000
40180290
736000
AA211
Allocation for Contingencies
250,000
40180290
737000
AL213
Allocation for Water and Sewer Extensions (Capital Improvements Fund Transfer)
200,000
40196290
741000
40180350
Allocation for Water and Sewer Extensions (General Fund Transfer)
150,000
10196290
741620
735002
RENOVATIONS/IMPROVEMENTS
2,300,000
Section 5 - FACILITIES
100,000
40180350
735002
MAINTENANCE
AB211 Building Maintenance/Renovations
CNG Facility
55,000
40180350
735002
Justice Center
50,000
40180350
735002
Service Center
10,000
40180350
735002
Parks
300,000
40180350
735002
DCRC - Air Handler / HVAC
370,000
40180350
735002
Small In -House Renovations
25,000
40180350
735002
HVAC & Pump Replacements
25,000
40180350
735002
Carpet/Flooring Replacements
45,000
40180350
735002
Painting/Patching Walls (as needed)
30,000
40180350
735002
RENOVATIONS/IMPROVEMENTS
AB204 Development Building Renovations
100,000
40180350
735002
1,010,000
MAINTENANCE
AV211 Vehicle Replacement
735,000
40180370
734004
AV213 Equipment Replacement
405,000
40180370
734004
NEW (ADDITIONS TO THE FLEET)
AV211 Vehicles
-
40180370
734004
AV213 Equipment
-
40180370
734004
1,140,000
lWon7-PA
MAINTENANCE
AR211 Park Maintenance
1,040,000
40180430
735005
AB202 Public Art Maintenance (Hotel/Motel Tax Fund)
15,000
23280430
735005
AG182 ML "Red" Trabue Park
175,000
40180430
735005
RENOVATIONS/IMPROVEMENTS
AG17B Bike Rack Installation
-
40180430
735005
GR121 DAC Site Renovations (Hotel/Motel Tax Fund)
75,000
23280430
735005
GR992 Coffman Park Expansion
670,000
40180430
735005
GR133 Riverside Crossing Park (Debt)
5,700,000
40480430
735005
Riverside Crossing Park (Design)
150,000
40180430
735005
GR210 Historic Cabin Reconstruction
400,000
40180430
735005
GR115 Dublin Community Pool North (Debt)
-
40480430
735005
GR212 Avery Park- Bike Track
250,000
40180430
735005
8,475,000
MAINTENANCE
PP083 Replacement Lasers
PP168 Delaware Tactical Unit (DTU) Equipment
PP181 Replacement Bicycles
PP190 Replacement Datamaster
PP192 Replacement Speed Trailers
NEW ENHANCEMENTS/ EQUIPMENT
PP210 Traffic and Crime Prevention Cameras 120,000
215,000
10,000
40180890
734001
20,000
40180890
734001
25,000
40180890
734001
25,000
40180890
734001
15,000
40180890
734001
416
40180890 734001
City of Dublin
Capital Improvement Projects
2021-2025
ES211 Sanitary Sewer Maintenance Program 250,000 62080320 735008
ES122 Manhole Rehabs 300,000 62080320 735008
NEW ENHANCEMENTS/INFRASTRUCTURE
ES179 Deer Run Sewer Upsizing - Group #1 (Debt) 3,580,000 62380320 735008
ES202 Sewer Line Extensions - Area 1B & 1C (Debt) 1,850,000 62380320 735008
5,980,000
Section 10 -
735010
MAINTENANCE
735010
AF211
Annual Stormwater Maintenance
100,000
AF202
Annual Ditch Maintenance
100,000
AF212
Annual Storm Structure Program
225,000
AF213
Annual Pond Aerator System
50,000
NEW ENHANCEMENTS/INFRASTRUCTURE
EF200
Allocations for Various Stormwater Improvements
500,000
975,000
AI211
Information Technology
860,000
PA210
Geographic Information Systems
120,000
AI202
Smart Cities
200,000
AI 172
Connected Vehicles Systems Infrastructure
50,000
AI 183
US33 COG Infrastructure
85,000
AI 194
Fiber Optic and Traffic Fiber Enhancements
420,000
AI203
Data Platform
150,000
1,885,000
MAINTENANCE
AT213
Annual Shared -Use Path Maintenance
355,000
AT206
Annual Sidewalk Program
250,000
AT179
Historic Dublin Sidewalk Program
60,000
NEW ENHANCEMENTS/INFRASTRUCTURE
ET172
Riverside Drive East Shared -Use Path, Section 1
1,085,000
ET176
Avery Road Sidewalk Connections (Hyland Drive to Tara Hill)
75,000
ET178
Wilcox Road Sh a red -Use Path (Northdifif to Heathe Glen Blvd and Wilcox Place to Shia Rings Road)
160,000
ET211
Martin Road Shared -Use Path
85,000
Et214
Wyandotte Woods Boulevard Narrowing
45,000
2,115,000
Section 13 - TRANSPORTATION - BRIDGES & CULVERTS
MAINTENANCE
AT21C Annual Vehicular Bridge Maintenance
AT208 Annual Pedestrian Tunnel Maintenance
AT19B Annual Concrete Sealing Maintenance
AT19D Annual Culvert Maintenance
AT20H Annual Pedestrian Bridge Maintenance
NEW ENHANCEMENTS/INFRASTRUCTURE
ET215 Tuller Road to Emerald Parkway Over 270 Crossing (TIF)
ET216 Crossing Over US33 West of Avery-Muirfeld
417
40180320
735010
40180320
735010
40180320
735010
40180320
735010
40180320 735010
40180180
732000
40180170
732000
40180190
732000
40180190
732000
40180190
732000
40180180
732000
40180170
732000
40180320 735006
40180320 735006
40180320 735006
40180320
40180320
40180320
40180320
40180320
1,275,000
40180320
450,000
40180320
70,000
40180320
400,000
40180320
75,000
40180320
150,000
46180320
150,000
40180320
2,570,000
735006
735006
735006
735006
735006
735006
735006
735006
735006
735006
713004
735006
City of Dublin
Capital Improvement Projects
2021-2025
AT201
Annual Street Maintenance Program
6,615,000
40180320
735006
AT20A
Annual Guardrail Replacement & Maintenance
190,000
40180320
735006
AT207
Annual Parking Lot Maintenance
125,000
40180320
735006
AT20E
Annual Retaining Wall & Decorative Wall Maintenance
125,000
40180320
735006
AT20F
Annual Pavement Preventive Maintenance
585,000
40180320
735006
AT18G
Traffic Signal Wiring and Cabinet Maintenance and Replacement
165,000
40180320
735006
AT212
Hayden Run Wall and Fence Repair
250,000
40180320
735006
AT214
Bridge Street Paver Maintenance
150,000
40180320
735006
NEW ENHANCEMENTS/INFRASTRUCTURE
ET202
Avery Road and Rings Road/Cara Road Interim Intersection Improvements (Thomas Kohler TIF)
2,500,000
41980320
735004
ET066
Eiterman Road Relocation (West Innovation TIF)
1,745,000
45980320
735006
ET517
Shier Rings Road Realignment - Avery Road to Eiterman Road
Developer Contribution
3,940,000
40180320
735006
TID Supplemental Funding
250,000
40180320
735006
General Fund Transfer (GF to Capital Improvements Fund)
6,000,000
40180320
735006
ET003
US33/SR161/Post Road Interchange
Union County Contribution
1,000,000
N/A- State Managed Project
Developer Contribution(OSU)
1,250,000
N/A- State Managed Project
Developer Contribution (FedEx)
1,500,000
N/A- State Managed Project
ODOT - District 6
880,000
N/A - State Managed Project
MORPC Attributable Funds
10,000,000
N/A- State Managed Project
TRAC 2016 Funds
7,000,000
N/A- State Managed Project
TRAC 2019 Funds (tentative)
4,250,000
N/A- State Managed Project
Union County Contribution (tentative)
2,500,000
N/A- State Managed Project
Perimter Center TIF
2,600,000
42580320
735004
ET16E
Comprehensive Wayfinding System (city wide)
660,000
40180320
735006
ET181
Franklin Street Improvements &AEP S. High Pole Removal and Relocation
70,000
40180320
735004
ET203
Overhead Utility Removal - Southern Historic District
1,025,000
40180320
735006
ET191
Avery and Shier Rings Road Intersection Improvements
629 Grant
2,500,000
40180320
735006
Developer Contribution
1,260,000
40180320
735006
Perimter Center TIF
500,000
42580320
735004
Innovation TIF
100,000
46480320
735004
2,660,000
40180320
735006
ET193
Hyland -Croy Road Corridor Improvements
Unfunded Portion
937,500
N/A
Perimeter West TIF
312,500
43180320
713004
ET204
Franklin Street Extension
400,000
40180320
735004
ET218
Bridge Street at Corbin Mill and Shawan Falls Intersection Improvements
50,000
40180320
735004
ET219
Frantz Road Alternative Transportation Lane
150,000
40180320
735006
PARKING
ET17A
Smart Parking/Bridge Street Parking Control/Metering Equipment
400,000
40180320
735006
64,645,000
Se
MAINTENANCE
EW172
Tartan West Water Tank Re -Painting
400,000
61080320
735009
NEW ENHANCEMENTS/INFRASTRUCTURE
AW101
Waterline Replacement
75,000
61080320
735009
475,000
Note: All account numbers above are subject to change. This list is meant as a guide,
however,
changes during the year (2021) may be necessary.
Parkland Acquisition Fund
STATEMENT OF FUNCTIONS
Chapter 152 of the Codified Ordinances of Dublin provides for the payment of fees in lieu of
parkland dedication. These fees are credited to the Parkland Acquisition Fund for the purpose of
acquiring recreational facility sites, open space and/or parkland.
NOTES AND ADJUSTMENTS:
A longstanding goal of City Council has been to preserve parkland, open space and nature features.
Beginning in 2001, City Council allocated the City's property tax revenue from its inside millage to
the Parkland Acquisition Fund in order to set aside additional funding to meet their goal. In 2007,
City Council adjusted the allocation from 100% (1.75 mills) of the inside millage to approximately
54% (.95 mills). The remaining 46% (.80 mills) was allocated to the Capital Improvements Tax
Fund. For 2010 and 2011, the millage allocated to the Parkland Acquisition Fund was reduced to 20
percent (.35 mills). City Council has continued to approve this allocation with each year's CIP.
Recognizing the benefits and flexibility of allocating more of the City's "inside millage"to the Capital
Improvements Tax Fund, Council approved allocating 1.40 mills to the Capital Improvements Tax
Fund and .35 mills to the Parkland Acquisition Fund begun in 2010 and has continued to do so each
year since. This allocation will be reviewed during the CIP process each year and can be reallocated
if City Council deems it appropriate.
Of note:
The final debt service payment for the expansion of Coffman Park will be made in 2020.
The final payment for the City's annual contribution of $385,000 to the Metro Parks for
Glacier Ridge was completed in 2017. The total contribution to Glacier Ridge Metro Park by
the City was $7.7 million, paid over the course of a 20 year period.
Currently, there is $1.6 mil in advances due to the Parkland Acquisition Fund from Bridge
Street TIFs.
Parkland Acquisition 419 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
402 Parkland Acquisition
20 Finance
Contractual Services
711001 County Auditor Deductions
9,874
11,150
11,150
11,650
Contractual Services Total:
9,874
11,150
11,150
11,650
Capital Outlay
735001 Cap Impr Land and Land Impr
85,141
750,000
750,000
750,000
Capital Outlay Total:
85,141
750,000
750,000
750,000
Transfers/Advances
741000 Transfers Expense
227,770
207,000
207,000
0
742000 Advances Expense
210,000
0
0
0
Transfers/Advances Total:
437,770
207,000
207,000
0
Finance Total:
532,785
968,150
968,150
761,650
Parkland Acquisition Total:
532,785
968,150
968,150
761,650
420
Table of Contents
7 1 Enterprise Funds
4c
bity of
Dun
OHIO, USA
Deputy City Manager / Chief Operating Officer
/ Engineering / Water Maintenance
STATEMENT OF FUNCTIONS
Engineering is responsible for managing the water system for the City of Dublin including planning
and design of all new construction and improvements of the water distribution system which is
tied to the City of Columbus system under a service contract. The City staff works in cooperation
with homeowners, engineers, consultants, builders, developers, Ohio Environmental Protection
Agency, and with the City of Columbus in planning improvements to the Dublin portion of the
system. Also included is the hydrant maintenance program.
Continue the ongoing hydrant maintenance program utilizing in-house resources.
Prepare hydrants for repainting and continue the ongoing maintenance of hydrants.
Locate all watch valves.
PERSONNEL DATA
2020
2021
POSITION TITLE
CURRENT NUMBER
ADOPTED
Director, Engineering (1)
0
.2
Director, Street & Utilities Operations (1)
.05
0
Deputy Director (2)
0
.2
Senior Civil Engineer (2)
.2
0
Operations Administrator (3)
.1
.2
Engineering Technician I (4)
.5
.5
Engineering Project Inspector (5)
.5
.5
Maintenance Crew Supervisor (6)
.2
0
Maintenance Worker
1
1
Administrative Support 2 (7)
.2
.2
TOTAL
2.75
2.8
PART-TIME/SEASONAL STAFF
Seasonal Maintenance Worker
1
1
TOTAL
1
1
NOTES AND ADJUSTMENTS:
(1) This function is being relocated to the Division of Engineering. The Director of Engineering position
is allocated 20% to the Sewer Fund, 60% to Engineering in the General Fund, and 20% to the Water Fund.
(2) The Senior Civil Engineer position is being reallocated to the Deputy Director position. The Deputy
Director position is allocated 50% to the Sewer Fund, 30% to Engineering in the General Fund and 20%
to the Water Fund.
(3) An Operations Administrator position is allocated 50% to the Sewer Fund, 30% to Engineering in the
General Fund, and 20% to the Water Fund.
(4) An Engineering Technician position is allocated 50% to this budget and 50% to Engineering in the
General Fund.
11/09/20
423
(5) An Engineering Project Inspector position is allocated 50% to this budget and 50% to Engineering in
the General Fund.
(6) The Maintenance Crew Supervisor position will no longer be funded from this fund.
(7) An Administrative Support 2 position is allocated 30% to the Sewer Fund, 30% to Engineering in the
General Fund and 20% to the Water Fund.
11/09/20
424
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
610 Water
30 Public Works
Engineering
Personal Services
701101 Full Time Salaries/Wages
73,676
80,640
80,640
206,975
701104 Other Wages
0
0
0
15,000
701201 Employee Benefits
39,030
45,635
45,635
122,285
702000 Training/Travel
2,645
4,750
4,750
2,500
Personal Services Total:
115,352
131,025
131,025
346,760
Contractual Services
713004 Other Professional Services
34,667
155,000
283,561
70,000
713005 Misc. Contract. Serv.
191,380
177,060
220,391
213,345
715001 Communications
0
0
0
4,100
716000 Memberships/Subscriptions
0
0
0
350
717005 Utilities- Other Fuel Types
0
0
0
180,000
718002 Hydrant Maint and Repair
0
0
0
50,600
Contractual Services Total:
226,047
332,060
503,952
518,395
Supplies
721002 Operating Supplies
0
0
0
6,200
724003 Equipment Maintenance
0
0
0
500
Supplies Total:
0
0
0
6,700
Capital Outlay
731000 Furniture/Equipment
0
0
0
1,000
734002 Tools
0
0
0
500
735009 Cap Impr Water System Imp
641,349
980,000
1,758,208
475,000
Capital Outlay Total:
641,349
980,000
1,758,208
476,500
Public Works Total:
982,747
1,443,085
2,393,185
1,348,355
Water Total:
982,747
1,443,085
2,393,185
1,348,355
425
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
610 Water
30 Public Works
Street & Utilities
Personal Services
701101 Full Time Salaries/Wages
99,905
108,510
108,510
0
701103 Overtime Wages
3,829
5,000
5,000
0
701104 Other Wages
19,223
15,000
15,000
0
701201 Employee Benefits
52,419
63,005
63,005
0
701204 Uniforms and Clothing
1,322
1,520
1,147
0
702000 Training/Travel
0
500
500
0
Personal Services Total:
176,697
193,535
193,162
0
Contractual Services
713005 Misc. Contract. Serv.
149,484
60,000
138,238
0
715001 Communications
0
4,100
4,100
0
716000 Memberships/Subscriptions
19
100
100
0
717005 Utilities- Other Fuel Types
147,241
180,000
216,275
0
718002 Hydrant Maint and Repair
49,265
50,600
63,329
0
Contractual Services Total:
346,009
294,800
422,042
0
Supplies
721002 Operating Supplies
14,272
6,200
30,963
0
724003 Equipment Maintenance
0
500
500
0
Supplies Total:
14,272
6,700
31,463
0
Capital Outlay
731000 Furniture/Equipment
0
1,000
1,000
0
734002 Tools
0
500
500
0
Capital Outlay Total:
0
1,500
1,500
0
Public Works Total:
536,978
496,535
648,167
0
Water Total:
536,978
496,535
648,167
0
426
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
610 Water
20 Finance
Debt Service
762001 Principal- Water
200,000
205,000
205,000
210,000
763002 Interest- Water
93,875
88,640
88,640
83,200
Debt Service Total:
Finance Total:
Water Total:
427
293,875 293,640 293,640 293,200
293,875 293,640 293,640 293,200
293,875 293,640 293,640 293,200
BUDGET SUMMARY:
61030320 (Previously 61030330)
Account 701101 provides funding for full-time staffing reflected in the Personnel Data as
related to the Engineering staff.
Account 701104 provides funding for part-time/seasonal staff.
Account 702000 provides funding for training sessions.
Account 713004 provides funding to update water modeling city wide; critical
infrastructure study/vulnerability assessment, booster station evaluations, water asset
management and GIS Enhancements.
Account 713005 provides funding for distribution system repairs, and water line locates by
USIC Locating Services. Funding is also provided for flushing and pumping of hydrants
completed by the Washington Township Fire Department and contracted emergency
repairs.
Account 717005 provides funding for utility costs related to the operation of the water
System.
Account 718002 provides funding for replacement fire hydrants, nozzles and other
miscellaneous parts.
61080320 (Previously 61080330)
Account 735009 provides funding for capital improvements projects as approved in the
2020-2024 Capital Improvements Program.
61080330 (Account Removed)
. Accounts 731000 provides funding for furniture and equipment.
61090290
. Accounts 762001 and 763002 provide funding for debt service obligations for the Darree Fields
Water Tower, and the Dublin Road Water Tower.
11/09/20
M
Deputy City Manager / Chief Operating Officer
/ Engineering / Sewer Maintenance
STATEMENT OF FUNCTIONS
Engineering is responsible for managing the sanitary sewer system including planning and design
of all new construction, improvements and removal of infiltration and inflow sources. Engineering
is also responsible for the inspection, condition assessment, and execution of maintenance on the
sanitary sewer system. Engineering analyzes system data to estimate amounts of extraneous flow
to be eliminated, recommends the repair and maintenance, and work program and new
construction to be performed. The City staff works in cooperation with homeowners, engineers,
consultants, builders, developers, Ohio Environmental Protection Agency, and with the City of
Columbus which provides wastewater treatment under a service contract.
OBJECTIVES AND ACTIVITIES
• To minimize infiltration and inflow in both the public and private portions of the sanitary
sewer system.
• To complete a warranty inspection on the installation and materials of the previous year's
cured in place pipe (CIPP) installations.
• To assess condition of subsurface infrastructure underlying streets which are programmed
for resurfacing in order that repairs be made as part of the street resurfacing program.
• To provide a safe work environment for all employees and ensure the safety of the public.
• To maintain/update the computer modeling program for the sewerage system.
PERSONNEL DATA 2020 2021
POSITION TITLE CURRENT NUMBER ADOPTED
Director, Engineering (1)
0
.2
Director, Street & Utilities Operations (1)
.2
0
Deputy Director (2)
0
.5
Senior Civil Engineer (2)
.5
0
Engineering Technician I
1
1
Operations Administrator (3)
.4
.5
Maintenance Crew Supervisor (4)
.5
0
Maintenance Worker
6
6
Administrative Support 2 (5)
.3
.3
TOTAL
8.9
8.5
PART-TIME/SEASONAL STAFF
Seasonal Maintenance Worker
1
1
TOTAL
1
1
NOTES AND ADJUSTMENTS:
(1) This function is being relocated to the Division of Engineering. The Director of Engineering
position is allocated 20% to this budget, 60% to Engineering in the General Fund, and 20% to
the Water Fund.
(2) The Senior Civil Engineer position is being reallocated to the Deputy Director position. The
Deputy Director position is allocated 50% to the Sewer Fund, 30% to Engineering in the General
Fund and 20% to the Water Fund.
429 11/09/20
(3) An Operations Administrator position is allocated 50% to this budget, 30% to Engineering in
the General Fund, and 20% to the Water Fund.
(4) The Maintenance Crew Supervisor position will no longer be funded from this fund.
(5) An Administrative Support 2 position is allocated 30% to the Sewer Fund, 30% to Engineering
in the General Fund and 20% to the Water Fund.
430 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
620 Sewer
30 Public Works
Engineering
Personal Services
701101 Full Time Salaries/Wages
112,023
124,735
124,735
615,380
701103 Overtime Wages
47
500
500
30,500
701104 Other Wages
0
0
0
15,000
701201 Employee Benefits
39,008
45,295
45,295
295,775
701204 Uniforms and Clothing
160
400
400
6,715
702000 Training/Travel
286
6,400
6,400
5,800
Personal Services Total:
151,524
177,330
177,330
969,170
Contractual Services
713004 Other Professional Services
164,879
335,000
558,305
380,500
713005 Misc. Contract. Serv.
208,250
83,270
186,603
358,580
715001 Communications
0
0
0
2,600
716000 Memberships/Subscriptions
0
0
0
750
717001 Rents and Leases
0
0
0
1,500
Contractual Services Total:
373,130
418,270
744,908
743,930
Supplies
721001 Office Supplies
0
0
0
450
721002 Operating Supplies
0
1,900
1,900
8,250
724001 General Maintenance
0
0
0
13,000
724003 Equipment Maintenance
0
0
0
15,170
Supplies Total:
0
1,900
1,900
36,870
Capital Outlay
731000 Furniture/Equipment
0
0
0
2,000
734002 Tools
0
0
0
24,570
735008 Cap Impr Sanitary Sewer Imp
377,301
320,000
1,089,542
550,000
Capital Outlay Total:
377,301
320,000
1,089,542
576,570
Public Works Total:
901,954
917,500
2,013,680
2,326,540
Sewer Total:
901,954
917,500
2,013,680
2,326,540
431
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
620 Sewer
30 Public Works
Street & Utilitties
Personal Services
701101 Full Time Salaries/Wages
468,146
518,085
518,085
0
701103 Overtime Wages
24,093
30,000
30,000
0
701104 Other Wages
14,964
15,000
15,000
0
701201 Employee Benefits
204,140
260,920
260,920
0
701204 Uniforms and Clothing
6,007
6,315
7,171
0
702000 Training/Travel
450
7,150
7,150
0
Personal Services Total:
717,801
837,470
838,326
0
Contractual Services
713005 Misc. Contract. Serv.
182,373
191,000
267,745
0
715001 Communications
0
2,600
2,600
0
716000 Memberships/Subscriptions
19
100
100
0
717001 Rents and Leases
0
1,500
1,500
0
Contractual Services Total:
182,392
195,200
271,945
0
Supplies
721001 Office Supplies
15
450
450
0
721002 Operating Supplies
10,137
6,350
10,045
0
724001 General Maintenance
6,918
13,000
13,475
0
724003 Equipment Maintenance
4,928
14,000
20,080
0
Supplies Total:
21,999
33,800
44,050
0
Capital Outlay
731000 Furniture/Equipment
0
1,000
1,000
0
734002 Tools
0
19,870
19,870
0
Capital Outlay Total:
0
20,870
20,870
0
Public Works Total:
922,191
1,087,340
1,175,191
0
Sewer Total:
922,191
1,087,340
1,175,191
0
432
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
620 Sewer
20 Finance
Debt Service
761001 Debt Issuance Costs
0
0
182,520
185,000
762005 Principal- Sewer
405,000
625,000
625,000
810,000
763006 Interest- Sewer
302,247
574,225
574,225
460,605
Debt Service Total:
Finance Total:
Sewer Tota I:
433
707,247 1,199,225 1,381,745 1,455,605
707,247 1,199,225 1,381,745 1,455,605
707,247 1,199,225 1,381,745 1,455,605
BUDGET SUMMARY:
62030320 Previously 62030330)
• Account 701101 provides funding for staffing reflected in the Personnel Data and Notes
and Adjustments as related to Engineering staff.
• Account 702000 provides funding for the training of personnel in accordance with
Occupational Safety and Health Administration (OSHA) requirements and other necessary
training including but not limited to: Confined space entry, respirator, PACP certifications,
flow meters, advanced pipe cleaning, software and GIS training, and continuing
educational requirements.
• Account 713004 provides funding for the flow monitoring program, manhole inspections,
and utility extension data gathering with Franklin County.
• Account 713005 provides funding for sewer line locates by USIC Locating Services, pump
station inspection and maintenance contract, Delaware County Engineering Fund, and
contracted sanitary sewer repairs.
• Account 715001 provides funding for the cost of phone lines to pump stations.
• Account 721002 provides for supplies necessary for doing in-house sewer cleaning and
repairs and miscellaneous supplies for Engineering Staff.
• Account 724001 provides funding for the repair and maintenance of the sewer system
including grade rings, and ground rims/covers.
• Account 724003 includes funding to maintain and repair sanitary sewer equipment.
62080320 (Previously 62080330)
• Account 731000 provides funding for the miscellaneous furniture and equipment needs.
• Account 734002 provides funding for the replacement of miscellaneous tools.
• Account 735008 provides for capital improvement projects approved in the 2020-2024
Capital Improvements Program.
62090290
Accounts 762005 and 763006 provide funding for debt service obligations related to sanitary
sewer relining and repairs, and extensions.
434 11/09/20
Deputy City Manager / Chief Operating Officer / Engineering / Sewer Construction
Fund
STATMENT OF FUNCTIONS
A fund provided to account for the bond issuance proceeds received, and to be expended for related
public sanitary sewer infrastructure projects.
NOTES AND ADJUSTMENTS:
For financial reporting purposes in the City's Annual Comprehensive Annual Report (CARF), the
Sewer Construction Fund is part of the Sewer Fund.
Sewer Construction 435 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
623 Sewer Construction
20 Finance
Transfers/Advances
741000 Transfers Expense
9,852
0
0
0
742000 Advances Expense
0
0
1,500,000
0
Transfers/Advances Total:
9,852
0
1,500,000
0
Debt Service
761001 Debt Issuance Costs
0
10,000
10,000
10,000
Debt Service Total:
0
10,000
10,000
10,000
Finance Total:
9,852
10,000
1,510,000
10,000
30 Public Works
Capital Outlay
735008 Cap Impr Sanitary Sewer Imp
629,381
6,080,000
5,986,801
5,430,000
Capital Outlay Total:
629,381
6,080,000
5,986,801
5,430,000
Public Works Total:
629,381
6,080,000
5,986,801
5,430,000
Sewer Construction Total:
639,233
6,090,000
7,496,801
5,440,000
436
Deputy City Manager / Chief Operating Officer / Engineering / Sewer Construction
Fund
BUDGET SUMMARY:
62310210
Account 713005 provides funding for bank fees. Note: Needed funds are unknown at this time.
If/when funds are needed, a supplemental appropriation will be requested.
62380320
Account 735008 provides funding for sanitary sewer projects funded through debt proceeds.
These projects include manhole rehabilitation, sewer lining and repair, and sanitary sewer extensions
as provided in the 2020-2024 Capital Improvements Program.
62390290
Account 761001 provides funding for debt issuance costs. Needed funds are unknown at this
time. If/when funds are needed, a supplemental appropriation will be requested.
Sewer Construction 437 11/09/20
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
m
Table of Contents
8 1 Internal Service Funds
Cgin IDlin
OHIO, USA
CD
N 7
d
H
CD
CJ
CD
Internal Service / Employee Benefits Self -Insurance
STATEMENT OF FUNCTIONS
The Employee Benefits Self -Insurance Fund has been established to account for monies received
from other funds as payment for providing medical, dental and vision benefits. The Employee
Benefits Self -Insurance Fund makes payments for services provided to employees (claims), the
third party administrator(s) and for stop -loss coverage. The budgeted amounts are based on the
expected dollar value of claims that would be paid under the plan, third party administrator fees,
and the premium for stop -loss insurance. 'Premiums" are charged to benefit accounts based on
the estimated cost of coverage. In 2021 funds have been programmed for all non-union personnel
and all union personnel, including the United Steelworkers of America, the Fraternal Order of Police
- Capital City Lodge No. 9, and the Fraternal Order of Police — Ohio Labor Council to participate in
the City-wide Consumer Driven Health Plan with Health Savings Accounts and Healthy By Choice
Plus (HBC Plus) Program. The Employee Benefits Self -Insurance Fund will continue the wellness
benefit and the child care Flexible Spending Object account benefit for all full-time employees who
participate in HBC Plus. The City-wide health plan includes an optional Health Savings Account
(HSA) or Health Reimbursement Account (HRA) and will include two funding levels to match the
two HSA employer contribution levels for a single employee, or an employee who has a Family.
PERSONNEL DATA
POSITION TITLE
Wellness and Benefits Coordinator
TOTAL
2020 2021
CURRENT NUMBER ADOPTED
NOTES AND ADJUSTMENTS:
The annual funding level for 2021 for all employee groups is as follows:
Single $ 12,330
Family $ 29,200
In order to ensure the proper level of reserves, the funding level was increased for 2021 by
approximately 5.59% for single coverage and 6.48% for family coverage. These increases were
based on projections from United Health Care and Oswald Consulting for the upcoming benefit
year, and an assessment of the previous year's fund balances. Based on the 2020 Fund
performance, overall medical/Rx claims are projected to increase by 5.48%. In years past, the
percentage increase for the Fund is the result of a significant increase in the City's stop loss premium
due to carrying several (unavoidable) high cost claimants. For 2021, we have increased our stop
loss threshold from $150,000 to $175,000, increasing our exposure risk, but also greatly reducing
our stop loss premium resulting in a smaller overall increase.
The fund balance of the Employee Benefits Self -Insurance Fund is monitored continuously during
the year. If additional contributions should become necessary, the annual funding rate will be
adjusted accordingly with the approval of City Council.
Internal Service 441 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
701 Self Insurance - Employee Bens
10 City Manager
Personal Services
701101 Full Time Salaries/Wages
62,671
68,100
68,100
67,285
701201 Employee Benefits
33,597
38,155
38,155
39,525
Personal Services Total:
96,269
106,255
106,255
106,810
Contractual Services
713005 Misc. Contract. Serv.
52,942
135,180
199,702
129,230
714003 Third Party Administrator
149,893
349,920
353,598
351,750
714005 Medical Dental Rx Vision
4,795,613
5,264,420
5,292,337
6,108,390
714008 Stop Loss Coverage
1,254,784
1,886,665
1,890,656
1,489,140
714010 Employer HSA Contribution
1,161,573
1,236,000
1,236,000
1,241,250
Contractual Services Total:
7,414,805
8,872,185
8,972,293
9,319,760
City Manager Total:
7,511,073
8,978,440
9,078,548
9,426,570
Self Insurance - Employee Bens Total:
7,511,073
8,978,440
9,078,548
9,426,570
442
Internal Service/ Employee Benefits Self Insurance
BUDGET SUMMARY:
70110120
• Account 701101 provides funding for staffing reflected in the Personnel Data and Notes and
Adjustments.
• Account 702000 provides funding for attendance annual professional development
conferences.
• Account 713005 provides funding for miscellaneous contracted service includes funding for
the City's comprehensive wellness programs. Funding is included for continuation of the on-
site screenings, various educational classes, fitness programs and other wellness related
counselling sessions. Also funded is continuation of professional benefits consultation,
continuation of return on investment analysis, and further review of plan design.
• Account 714003 reflects funding for third -party administration fees from United Health Care
(UHC), Envision Rx and EBMC, the administrator of the City's flexible spending programs
and vision services benefit. Also included is third -party administration for the short-term
disability program.
• Account 714005 includes funding for the all medical, dental, pharmacy and vision claims.
Claims are expected to increase in 2021 based on projections made by Oswald Consulting.
• Account 714008 provides funding for a stop -loss insurance policy to protect the City against
catastrophic or extraordinarily high cost claims. The City has had a history with experiencing
continuous high cost claims that are not projected to cease in the foreseeable future.
Because of this trend, the City's stop -loss is projected to increase for 2021.
• Account 714010 provides funding for the employer contributions (funded at 100%) for HSA
contribution.
Internal Service 443 11/09/20
Human Resources
Dublin's Healthy by Choice Wellness Program and Benefit plan design continues to offer value
keeping healthcare costs steady. In 2019 the city had a 99% participation rate with our wellness
program. Out of 356 employees on the City's health insurance plan 353 participated in wellness
activities such as health screenings, preventive care exams, Healthy by Choice classes, small group
fitness programs, yoga, and much more.
The City's continued focus on wellness and preventive care continues to exceed industry norms
with over 93% of employees completing a preventive wellness visit with their primary care
physician. The charts below indicate the United Health Care book of Business and compares their
norms with the City of Dublin employee norms. We continue to exceed every category. This high
compliance results in early disease detection and preventive care helps bend the curve of
healthcare costs.
99% 96%
100
80%
60%
40%
20%
0%
Adult Preventive Visits and Cancer Screenings
93% 93%
77% 79% 77%
ADULT CHOLESTEROL COLORECTAL HYPERTENSION WELL-BEING MAMMOGRAPHY
PREVENTATIVE SCREENING SCREENINGS MANAGEMENT ACTIVATION SCREENINGS
VISITS
■Current Compliance Prior ■ Norm Compliance
Evidence continues to suggest that high deductible health plans, like the one offered at the City
of Dublin, are associated with lower health care costs as a result of reduction in the use of health
services, including appropriate services. An example of this is the ongoing use of virtual visits,
which saves the City of Dublin health plan and the employee money.
Internal Service 444 11/09/20
Human Resources
Employee and spouse engagement in the Healthy by Choice wellness program has had a significant
positive impact on the City's claim's cost. The continued focus on preventive care and education
will increase our trend of healthy members and at least maintain, if not improve, overall claims
costs.
Human Resources continues to implement innovative strategies and techniques to engage our
employees in programs that will make them better health care consumers, and brings awareness
to the complex dynamic of wellness, including financial, mental, physical, emotional, social, and
occupational.
The results of our Healthy by Choice program's biometric screenings of major risk factors are also
indicative of a positive impact on the health of our workforce and their spouses. The 2019
biometric results indicate our employee population risk. The chart below specifically depicts what
percentage of our population met the health factor guidelines for BMI, Blood Pressure, Total
Cholesterol, and Tobacco Use and provides comparison to the year prior. From this information,
coupled with our medical spend, we determine what areas of focus the Healthy by Choice program
will make for the coming year.
% Population Met COD Health Factor Standards
100% 97% 97%
91% BB%
60%
69% 70% 70%
60%
60%
■ 2019
40% 2015
23% 25%
200
0/ _W
Blood Pressure BMI/Weight BMI/Weight or Tobacca Use Total Cholesterol
Waist Circ.
In 2020, the City implemented a lifestyle medicine program or CHIP, Complete Health
Improvement Program. This interactive, classroom -based program runs for 12 weeks, with 2
classes each week for the first 6 weeks and then 1 class per week for the last 6 weeks. This
program is offered to employees and following completion of the 12 week program monthly
discussions are held for the remainder of 2020 to motivate and promote continued accountability.
The program had a total of 23 participants and individuals were offered biometric screenings at
the beginning, midpoint and end of the program. Participants had improvement in Blood Pressure
and Total Cholesterol, with a 22.7% decrease in Hypertensive results and a 27.3% reduction of
those with high Total Cholesterol. We will look to this program for future successes in 2021.
Internal Service 445 11/09/20
Human Resources
In 2019, the City continues to see excellent utilization of our generic prescription drug. We continue
to outperform the United Health Care Book of Business pharmacy paid per member per month
(PMPM) by $34.41 PMPM.
In 2020, the Healthy by Choice program will continue to require mandatory education classes that
further educate employees on Financial and Mental health, along with tools to enhance knowledge
of the benefit and wellness systems to ensure our employees remain good medical consumers.
Success following interactive education classes have shaped opportunities for 2021. New for next
year, employees will have the option to fulfill their education requirement outside of the typical
lecture style environment by expanding their knowledge through hands-on, interactive learning
opportunities.
Internal Service 446 11/09/20
CHIP Participant: Blood Pressure
End
45.5%
■ Normal <120/80
Midpoint
21.7% Pre -Hypertensive 120-140/80-90
Onset
31.8%
■Hypertensive >140/90
0.0%
20.0% 40.0% 60.0% 80.0% 100.0%
CHIP Participant: Cholesterol
End
Midpoint
■ Ideal <=200
■ High >200
Onset
0.0%
20.0% 40.0% 60.0% 80.0% 100.0%
CHIP Participant: Triglycerides
End
18.2% ■ Normal <150
Midpoint
21.7% ■ Borderline High 150-199
Onset
9.1% % ■ High 200-499
0.0%
20.0% 40.0% 60.0% 80.0% 100.0% Every High >500
In 2019, the City continues to see excellent utilization of our generic prescription drug. We continue
to outperform the United Health Care Book of Business pharmacy paid per member per month
(PMPM) by $34.41 PMPM.
In 2020, the Healthy by Choice program will continue to require mandatory education classes that
further educate employees on Financial and Mental health, along with tools to enhance knowledge
of the benefit and wellness systems to ensure our employees remain good medical consumers.
Success following interactive education classes have shaped opportunities for 2021. New for next
year, employees will have the option to fulfill their education requirement outside of the typical
lecture style environment by expanding their knowledge through hands-on, interactive learning
opportunities.
Internal Service 446 11/09/20
Internal Service/ Workers' Compensation Fund
The Workers' Compensation Fund has been established to cover the costs associated with the City's
Workers' Compensation coverage under a self-insurance plan. Funds are transferred from the
General Fund to cover premiums, claims, and third party administration fees associated with the
City's Workers' Compensation coverage.
NOTES AND ADJUSTMENTS:
This budget reflects estimated costs for the City's Self -Insurance Workers' Compensation coverage
which includes expected medical expenses and compensation associated with work-related injuries
and illnesses from January 1, 2021 - December 31, 2021. This budget also reflects estimated fees
for excess workers' compensation insurance coverage and volunteer insurance coverage.
Internal Service 447 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Self Insurance - Workers' Comp Total:
196,901
301,250
301,250
Budget
703 Self Insurance - Workers' Comp
10 City Manager
Contractual Services
713005 Misc. Contract. Serv.
0
6,000
6,000
6,000
714003 Third Party Administrator
22,664
46,650
46,650
46,650
714007 Other Claims
106,391
157,000
157,000
170,108
714008 Stop Loss Coverage
67,846
91,600
91,600
91,600
Contractual Services Total: 196,901 301,250 301,250 314,358
City Manager Total:
196,901
301,250
301,250
314,358
Self Insurance - Workers' Comp Total:
196,901
301,250
301,250
314,358
Internal Service/ Workers' Compensation Fund
BUDGET SUMMARY:
70310120
• Account 713005 provides funds for investigation of fraudulent claims.
• Account 714003 includes the administrative fee for the self-funded program, independent
medical evaluations of injured employees, and administrative fees for the state tail fund.
• Account 714007 funds medical and indemnity reserves for prior year claims, and estimated
2020 claims.
• Account 714008 includes the required payment to the state guarantee fund and the state
fee for a self-insured plan. Also included are the excess coverage premium and volunteer
coverage premium which is projected to increase for 2021.
Internal Service 449 11/09/20
Human Resources
PERFORMANCE MEASURES:
Percent Change in Number of Worker's Compensation Claims Filed (including annual costs)
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$0
-$100,000
Annual Self Insurance Cost Savings FY 2012 -
2020
$498,328
2012 2014 2015 2016 2017
--*---Total Savings • •••• Trendline
=6
*As of
7/29/2020
The City collects this information to perform cost comparisons of Self Insured Workers'
Compensation system vs. traditional State Funded system costs. This information is also useful in
projecting future costs, benchmarking with similar Cities/Municipal operations, City Safety
Committee discussion topics and identification of future safety training needs.
The reason for the drop in cost savings in years 2012, 2015 and 2016 is that the Bureau of Worker's
Compensation (BWC) issued a rebates to all "State Funded" BWC programs.
Internal Service 450 11/09/20
FY 2012
FY 2013
FY 2014
FY2015
FY2016
FY2017
FY2018
FY2019
FY2020*
# of Worker's
Compensation
25
29
22
24
23
25
24
34
11
Claims
Total Self
Insured Cost
$230,135
$223,022
$200,042
$157,981
$146,10
$158,749
$139,424
$285,550
$141,101
2
Percent
Change in
20%
(4%)
(10%)
(21%)
(8%)
8%
(-12%)
105%
(-50%)
Insured Cost
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$0
-$100,000
Annual Self Insurance Cost Savings FY 2012 -
2020
$498,328
2012 2014 2015 2016 2017
--*---Total Savings • •••• Trendline
=6
*As of
7/29/2020
The City collects this information to perform cost comparisons of Self Insured Workers'
Compensation system vs. traditional State Funded system costs. This information is also useful in
projecting future costs, benchmarking with similar Cities/Municipal operations, City Safety
Committee discussion topics and identification of future safety training needs.
The reason for the drop in cost savings in years 2012, 2015 and 2016 is that the Bureau of Worker's
Compensation (BWC) issued a rebates to all "State Funded" BWC programs.
Internal Service 450 11/09/20
Table of Contents
9 Fiduciary Funds
4c
bity of
Dun
OHIO, USA
0
Fiduciary Funds
Fiduciary Funds are used to report assets held in a trustee or agency capacity for others and
therefore cannot be used to support the government's own programs.
These Funds are considered clearing accounts and do not provide measurement of operations, and
they are not required to be budgeted. However, the City prefers to monitor accounts, and to the
extent possible, eliminate deficit balances. Each payment made, has a corresponding revenue
source.
These Funds reflect the remittance of reimbursements for developers of the cost of installing certain
public improvements (such as water & sewer reimbursement) and for refunding permit bonding fees
deposited with the City to ensure completion of a project. A specific agency fund has been
established for the collection of taxes on behalf of the Visit Dublin Ohio (VDO) - Dublin Convention &
Visitors Bureau, the tracking of unclaimed funds, the collection and distribution of a building
surcharge mandated by State law, Property Assessed Clean Energy (PACE) financing, and for the
agency fund to track the revenue and expenditures of the Central Ohio Interoperable Radio System
(COIRS).
NOTES AND ADJUSTMENTS:
Agency 453 11/09/20
2021 Operating Budget - City of Dublin, Ohio
2019 2020 2020 2021
Actual Budget Revised Budget Department
Budget
803 Unclaimed Monies
20 Finance
Other Charges and Ex
755002 Refunds- Gen. Unclaim. Chk 38 250 2,100 250
755003 Refunds- Unclaim. Payroll 0 0 46 0
755004 Refunds- Unclaim. Inc. Tax 121,422 20,000 18,104 20,000
Other Charges and Ex Total:
Finance Total:
Unclaimed Monies Total:
454
121,459 20,250 20,250 20,250
121,459 20,250 20,250 20,250
121,459 20,250 20,250 20,250
2021 Operating Budget - City of Dublin, Ohio
2019 2020
2020
2021
Actual Budget
Revised Budget
Department
Budget
804 Visit Dublin Ohio - Convention and Visitors Bureau
20 Finance
Other Charges and Ex
751008 Dubl Conv and Vis Bureau
1,266,163 1,200,000
1,200,000
600,000
Other Charges and Ex Total:
Finance Total:
Convention and Visitors Bureau Total:
455
1,266,163 1,200,000 1,200,000 600,000
1,266,163 1,200,000 1,200,000 600,000
1,266,163 1,200,000 1,200,000 600,000
2021 Operating Budget - City of Dublin, Ohio
Contractual Services Total:
2019 2020
2020
2021
2,200,000
Actual Budget
Revised Budget
Department
Budget
805 Agency
0
800
800
20 Finance
755005
Refunds- Conditional Occup
700,600
Contractual Services
500,000
500,000
755006
711004 Sewer Capacity Charges - Colum
447,483 600,000
853,210
600,000
719006 Contractual Obligations
0 0
1,570,000
1,600,000
Contractual Services Total:
447,483
600,000
2,423,210
2,200,000
Other Charges
and Ex
755000
Refunds
0
800
800
800
755005
Refunds- Conditional Occup
700,600
500,000
500,000
500,000
755006
Residential 1% Surcharge - OH
4,774
5,000
5,000
5,000
755007
Commercial 3% Surcharge - Ohio
35,121
25,000
25,000
25,000
755008
DCRC/Shelter Deposits
98,000
70,000
70,000
70,000
755010
DCRC/Theater Refundable Adm
0
2,000
2,000
2,000
755012
Washington Twp After Hrs Insp
19,116
12,000
12,000
12,000
755013
Refunds- Hydrant Permit
0
300
300
300
755014
DCRC/Dublin City School Prog
29,379
25,000
25,000
25,000
755015
Refunds -Vendor Bonds
0
500
500
500
755025
Washington Twp Temp Struct Ins
1,175
1,500
1,500
1,500
755026
Bridge Park NCA Charges
72,406
55,000
55,000
55,000
Other Charges and Ex Total: 960,572 697,100 697,100 697,100
Finance Total: 1,408,055 1,297,100 3,120,310 2,897,100
Agency Total:
456
1,408,055 1,297,100 3,120,310 2,897,100
2021 Operating Budget - City of Dublin, Ohio
2019
2020
2020
2021
Actual
Budget
Revised Budget
Department
Budget
807 C.O.I.R.S.
20 Finance
Contractual Services
713001 Accounting/Auditing Services
3,237
4,500
5,000
4,500
713002 Legal Services
0
6,500
2,500
6,500
713004 Other Professional Services
48,193
31,500
43,971
31,500
714001 Insurance and Bonding
11,053
14,000
14,000
14,000
717005 Utilities- Other Fuel Types
6,595
12,000
14,580
12,000
Contractual Services Total:
69,078
68,500
80,051
68,500
Supplies
724003 Equipment Maintenance
257,026
249,000
247,694
249,000
Supplies Total:
257,026
249,000
247,694
249,000
Capital Outlay
731000 Furniture/Equipment
0
0
250,000
0
Capital Outlay Total:
0
0
250,000
0
Finance Total:
326,104
317,500
577,744
317,500
C.O.I.R.S. Total:
326,104
317,500
577,744
317,500
457
2021 Operating Budget - City of Dublin, Ohio
2019 2020 2020 2021
Actual Budget Revised Budget Department
Budget
817 Property Assessed Clean Energy
70 Development
Contractual Services
713005 Misc. Contract. Serv. 131,977 254,745 254,745 1,470,955
Contractual Services Total:
Development Total:
Property Assessed Clean Energy Total:
458
131,977 254,745 254,745 1,470,955
131,977 254,745 254,745 1,470,955
131,977 254,745 254,745 1,470,955
Table of Contents
r
O
c�
s
10 1 Glossary y
4c
bity of
Dun
OHIO, USA
CITY OF DUBLIN 1 2021 1 OPERATING BUDGE
GLOSSARY OF TERMS AND ACRONYMS
While not ail -inclusive, this glossary is
provided to assist the reader with
definitions of some unfamiliar terms
used in the budget document
Accrual Basis — a basis of accounting in
which transactions are recognized at the
time they are incurred or obligated, rather
then when cash is received or spent.
Agency Fund - a type of fiduciary (trust)
fund used to account for assets held by the
City as an agent for individuals, other
governments and/or other funds.
Appropriation — authorization from the
legislative authority (City Council) to
expend funds for a specific purpose or
category of purposes. Appropriations are
for the current fiscal year and lapse at the
end of the fiscal year if not obligated for a
specific purpose.
APWA — the American Public Works
Association is a not-for-profit,
professional organization of public works
agencies, private companies, and
individuals dedicated to promoting
professional excellence and public
awareness through education, advocacy
and the exchange of knowledge.
ASE — the National Institute for
Automotive Service Excellence is a
professional certification group that
certifies professionals and shops in the
automotive repair and service industry in
the United States and part of Canada. The
organization aims to improve the quality of
vehicle repair and service through the
testing and certification of service
professionals.
Balanced Budget — occurs when planned
expenditures equal anticipated revenues.
461
Bond — a written promise to pay a
specified sum of money, called the face
value or principal amount, at a specified
date or dates in the future called the
maturity date(s), together with the periodic
interest at a specified rate. Note: The
difference between a note and a bond is
that the latter runs for a longer period of
time and requires greater legal formality.
Bond Rating — a measure of the City's
credit -worthiness determined by
established outside agencies by reviewing
the City's financial viability and practices.
A high bond rating results in favorable
interest rates when the City borrows
funding for long term capital projects.
Budget — the financial operating plan for a
given time period which provides estimates
of expenditures and revenues for that time
period and outlines the assumptions under
which those estimates were made.
Budget Amendment — a formal change
of budgeted appropriations requiring
legislative approval.
Budget Calendar — the schedule of key
dates that are followed in the preparation
and adoption of the budget.
Budgetary Basis — the basis under which
the budget estimates are made.
Capital Asset (as defined by the City
of Dublin) — tangible property, obtained
or controlled as a result of past
transactions, events or circumstances,
which will benefit the City for a period of
more than one (1) year and has a cost or
dollar value of $1,000 or more.
Capital Outlay — a category of
expenditures that includes items greater
than a certain value and/or expected to
last for greater than a specified time
period.
CITY OF DUBLIN 1 2021 1 OPERATING BUDGES
GLOSSARY OF TERMS AND ACRONYMS
Capital Improvements Program (CIP)
—issued separately on an annual basis, but
in coordination with the operating budget
document, the CIP is the five-year plan for
infrastructure and other long term
investments such as roadways, technology,
vehicles, parks, etc.
Capital Improvements Tax Fund -
represents the 25% of the local income tax
collected for the purpose of funding capital
improvements.
Capital Projects Fund - used to account
for the financial resources to be used for
the acquisition or construction of major
capital facilities other than those financed
by Proprietary Funds and Trust Funds.
Capital Project — a major construction,
acquisition, or renovation activity that adds
value to or significantly increases the
useful life of the government's physical
assets.
Cash basis — a basis of accounting or
budgeting in which transactions are
recognized only when cash is increased or
decreased.
Cemetery Fund - a fund provided to
account for revenue received from the sale
of cemetery lots and interment fees.
Expenditures are restricted to the
maintenance of the City's cemeteries.
Cemetery Perpetual Care Fund -
established in order to set aside funds so
that when all the City's cemetery burial lots
are sold, funds remain to properly maintain
all cemetery lots in perpetuity.
City Charter — a document ratified by a
vote of the people that outlines the
guidelines and policies under which a city
will operate.
462
COI RS — the Central Ohio
Interoperable Radio System (COIRS)
originally established between the City of
Dublin, the City of Worthington and
Delaware County. The City of Dublin
merged their four channel trunked radio
system with the City of Worthington's three
channel conventional radio system and
interconnected with the Motorola P25
master site located in Delaware County.
Council -Manager form of government
— the form of government in which an
elected City Council hires a professional
city manager to serve as the chief
administrative official for the City, as
opposed to an elected mayor.
Contingency — a budgeted reserve set
aside for emergencies or unforeseen
expenditures not otherwise included within
the budget.
Cost of Services Study — study
conducted each year to determine the fees
to be charged for various programs and
services throughout the City. This study is
a comprehensive review of the allocation of
City costs to all City programs to ensure
that fees charged accurately reflect the
costs associated with provision of that
service or program.
Debt — money owed; also known as a
liability.
Debt Service — payment of principal and
interest on borrowed funds according to a
predetermined schedule.
Debt Service Fund — used to account for
resources set aside to fund debt service
and actual principal and interest payments.
DEC - the Dublin Entrepreneurial
Center (DEC) was launched in March
2009 as a partnership between the City
of Dublin and TechColumbus. The DEC is
CITY OF DUBLIN 1 2021 1 OPERATING BUDGES
GLOSSARY OF TERMS AND ACRONYMS
located at 565 Metro Place South and
provides services and promotes an
environment for potential entrepreneurial
and technology development resulting in
more new businesses and job creation in
Dublin and the Columbus region.
Dublin Convention and Visitors
Bureau Fund - accounts for 25% of the
tax imposed on establishments that
provides sleeping accommodations for
transient guests and is due to the Dublin
Visitors and Convention Bureaus as
required by state law.
Employee Benefits Self -Insurance
Fund — includes monies received from
other funds as payment for providing
medical, dental and vision benefits. The
Employee Benefits Self -Insurance Fund
may make payments for service provided
to employees, for reimbursements to
employees who have paid providers, to
third party administrators for claim
payment or administration, for stop -loss
coverage, or any other similar purposes.
Encumbrance — the commitment of
appropriated funds to purchase an item or
service; to encumber funds means to
commit them for a specified future
expenditure.
Enforcement and Education Fund -
provided to account for revenue received
from penalties assessed in accordance with
violations involving Section 4511.19, Ohio
Revised Code. Expenditures are restricted
to educating the public of laws governing
the operation of a motor vehicle while
under the influence of alcohol and other
information relating to the operation of a
motor vehicle and the consumption of
alcoholic beverages.
Enterprise Fund - used to account for
operations that are financed and operated
in a manner similar to private business
463
enterprises - where the intent is the costs
of providing goods or services to the public
on a continuing basis be financed or
recovered primarily through user charges.
Expenditure — the payment for goods or
services; in a cash — based budget such as
the City of Dublin's, expenditures are
recognized only when the cash payment
for the cost of goods received or services
rendered is made.
Fiduciary Fund — any fund held in a
fiduciary capacity, ordinarily as agent or
trustee. Also called Trust and Agency
Funds.
Fiscal Year — the twelve-month period
designated as the operating year for
accounting and budget purposes; in the
case of the City of Dublin, January 1 —
December 31, or calendar year.
Full — Time Equivalent (FTE) —
represents an employee working a
standard 40 -hour workweek, or its equal in
terms of hours comprised of more than
one employee.
Fund — the basis on which the
governmental accounting system is
organized; an independent financial and
accounting entity with a self -balancing set
of accounts in which transactions relating
to resources, expenditures, assets and
liabilities are recorded. Funds are
established to account for the use of
restricted revenue sources and to carry on
specific activities.
Fund Balance — amounts shown as fund
balance represent monies which remain
unspent after all budgeted expenditures
have been made.
General Fund — the general operating
fund used to fund public services used to
account for all financial resources except
GLOSSARY OF TERMS AND ACRONYMS
those required to be accounted for in
another fund.
General Obligation Debt — debt backed
by the full faith, credit and taxing power of
a government.
General Obligation Debt Service Fund
— accounts for the accumulation of
resources and payment of general
obligation bond principal and interest from
governmental resources.
GFX — an abbreviation of graphics.
Governmental Accounting Standards
Board (GASB) — the independent agency
established under the Financial Accounting
Foundation in 1984 as the official body
designated to set accounting and financial
reporting standards for state and local
governments.
Governmental Funds — a generic
classification used by the GASB to refer to
all funds other than proprietary and
fiduciary funds. The General Fund, special
revenue funds, capital project funds, and
debt service funds are types of funds
referred to as "governmental funds."
Grant— a contribution by a government or
other entity to support a particular
function.
High Deductible Health Plan — a health
insurance policy that requires the
policyholder to pay more out-of-pocket
medical expenses but usually has lower
premiums than traditional health insurance
plans.
Home Rule — the term used to describe
the powers of municipal corporations
operating under a charter which provides
for or authorizes a method of procedure in
the passage and publication of legislation,
the making of improvements, and the
464
levying of assessments differing from the
method prescribed by general law, may
pass and publish such legislation, make
such improvements, and levy such
assessments under the general law or in
accordance with the procedure provided
for or authorized by its charter.
Hotel Motel Tax Fund — fund into which
taxes derived from hotel room stays (bed
taxes) are deposited; this fund accounts
for 75% of the tax imposed on
establishments that provide sleeping
accommodations for transient guests.
Expenditures are restricted to the
advancement of cultural development,
beautification of public property,
improvement of the historic district and
any other project or expenditure which
would enhance the City's appeal to visitors
and tourists.
ICF - the Intelligent Community
Forum (ICF), is a New York -based think
tank dedicated to studying the use of
information and communications
technology to create the community of the
21st Century. The Intelligent Community
Lifetime Achievement Award is given by
ICF's founders to those who quietly and
tirelessly dedicate their careers to
improving their communities in ways that
exemplify the global Intelligent Community
movement.
Income Tax Revenue Sharing Fund —
fund into which income taxes to be shared
with Dublin City Schools in conjunction
with certain economic development
agreements are deposited for payment to
the schools.
Infrastructure — the physical assets of a
government, including but not limited to
public buildings, streets, curbs and traffic
control devices, water and sewer facilities,
and parks and public lands.
CITY OF DUBLIN 1 2021 1 OPERATING BUDGES
GLOSSARY OF TERMS AND ACRONYMS
Interest — a fee for the use of money
over time. It is an expense to the
borrower and revenue to the lender. Also,
money earned on a savings account.
Internal Service Fund - used to account
for the financing of goods or services
provided by one department or agency of
the City to other departments or agencies
on a cost -reimbursement basis. Charges
are intended only to recoup the total cost
of such services.
Lapse of Appropriation — the expiration
of appropriation authority at the end of the
fiscal year if it is neither expended nor
encumbered for a specific purpose.
Law Enforcement Trust Fund -
accounts for all cash or cash proceeds that
are a result of contraband property
seizures and forfeitures of property.
Major Funds - Many local
governments manage and account for
their financial activities in a limited
number of funds --designated as major
funds as recommended by the GASB.
Mandatory Drug Fine Fund - includes
revenue from mandatory fines imposed for
drug offense convictions in accordance
with Section 2925.03, Ohio Revised Code.
Expenditures are restricted to law
enforcement efforts pertaining to drug
offenses.
Mayor's Court Computer Fund —
represents an additional fee collected for
computerization of the Mayor's Court in
accordance with Ohio Revised Code
Section 1901.261.
Merchandising Fund - fund for receipts
from sales of Dublin -related merchandise
and related costs.
465
NAFA — the National Association of
Fleet Administrators is a not-for-
profit, individual membership
professional society for professionals
who manage fleets of automobiles,
SUVs, trucks, vans and a wide range of
specialized mobile equipment for
organizations in the United States and
Canada.
NECC - the Northwest Emergency
Communications Center (NRECC) is the
primary public safety dispatch center for
the City of Dublin, City of Hilliard,
Washington Township and Norwich
Township. Located inside the Dublin
Justice Center, NRECC was formed in
October 2013 when Dublin began providing
dispatching services for Norwich Township
Fire and became the primary 9-1-1
answering point for all of Hilliard.
Dispatching for Hilliard Police started in
January of 2014.
OCM — an abbreviation for the Office of
the City Manager.
Operating Expenditure — costs of
personnel, materials, services and
equipment required for a City unit to
function.
Operating Revenue — income received
by the government to pay for ongoing
operations, including items such as taxes,
fees for services, investment earnings,
grant revenues, etc.
Operating Transfer — an amount moved
from one fund to another to support the
funding of services in the recipient fund.
Parkland Acquisition Fund — created to
account for property taxes and
development fees collected for the purpose
GLOSSARY OF TERMS AND ACRONYMS
of funding acquisition of recreational
facility sites, open space, and/or parkland.
PCI - the Pavement Condition Index
(PCI) provides a numerical rating for the
condition of road segments within the road
network, where 0 is the worst possible
condition and 100 is the best.
Performance Measurements — any
systematic attempt to learn how
responsive a government's services are to
the needs of the residents through use of
standards, workload indicators, etc.
Permissive Tax Fund - accounts for
permissive tax fees received in addition to
the motor vehicle license tax.
Expenditures are restricted to construction
or permanent improvements of the streets
and state highways within the City.
Personal Services — a category of
expenditures that represents the amounts
paid for all costs associated with personnel,
including wages and benefits paid by the
City.
Policy — a guiding principal which defines
the underlying rules which will direct
decision-making processes.
Principal — the unpaid balance on a loan,
not including interest; the amount of
money invested.
Program — a group of related activities
intended to accomplish a specific objective.
Recreation Fund - created to account for
revenues and expenditures for parks and
recreation programs and activities,
including the Community Recreation
Center.
Reserve — funds set aside that are
earmarked for a specific future use.
UM. -
Revenue — sources of income received
during a fiscal year, operating transfers
from other funds, and other financing
sources such as the proceeds derived from
the sale of fixed assets.
Safety Fund - accounts for revenues and
expenditures for the operations of the
City's Police Department. Major revenue
sources are property taxes and subsidies
from the General Fund.
Service Payment — payment made in lieu
of real estate taxes for purposes of retiring
debt for improvements in a designated tax -
increment financing (TIF) district.
Sewer Fund - provided to account for
capacity charges for connecting into the
sewer system and the costs associated
with the maintenance and repair of the
City's sewer lines.
Special Assessment Debt — debt issued
for a specified purpose and based on
collection of taxes levied against a pre-
determined set of properties for that
purpose.
Special Assessment Debt Service
Fund - provided to account for the
accumulation of resources and payment of
special assessment bond principal and
interest from special assessment levies
with governmental commitment.
Special Revenue Fund - used to account
for the proceeds of specific revenue
sources (other than expendable trusts or
major capital projects) that are legally
restricted to expenditures for specified
purposes.
State Highway Improvement Fund -
provided to account for the allocation of
revenues derived from motor vehicle
license fees and gasoline taxes.
Expenditures are restricted by state law to
CITY OF DUBLIN 1 2021 1 OPERATING BUDGES
GLOSSARY OF TERMS AND ACRONYMS
maintenance and repair of state highways associated with the City's self-insured
within the City. workers compensation program.
Street Maintenance and Repair Fund -
provided to account for the allocation of
revenues derived from motor vehicle
license fees and gasoline taxes.
Expenditures are restricted by state law to
maintenance and repair of streets within
the City.
Swimming Pool Fund- includes revenues
and expenditures for outdoor swimming
pool programs and activities at both
outdoor facilities, excluding the capital cost
of the swimming pool.
Tax -increment financing (TIF) - a
method used for funding public
improvements whereby real estate tax
revenue increases resulting from those
improvements are directed toward paying
for those improvements.
Transfers — an appropriation to or from
another fund. A transfer is the movement
of money from one fund to another to
wholly or partially support the functions of
the receiving fund.
Unencumbered Balance — the remaining
balance within a fund that is not obligated
for any other purpose.
User Fee (or charge) — the payment of a
fee for direct receipt of a public service by
the party who benefits from the service.
Water Fund - provided to account for the
collection of a user surcharge, permit fees
and the costs associated with the
maintenance and repair of the City's water
lines.
Workers' Compensation Self -
Insurance Fund — fund for the
accumulation of funds to provide for
payment of claims and other costs
467
THIS PAGE INTENTIONALLY LEFT BLANK
OHIO, USA
Or