Ordinance 064-19RECORD OF ORDINANCES
BARRETT BROTHERS - DAYTON, OHIO Form 6220S
Ordinance No. 64-19 Passed
AN ORDINANCE TO ADOPT THE ANNUAL OPERATING BUDGET
FOR THE FISCAL YEAR ENDING DECEMBER 31, 2020
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 2020; and
WHEREAS, the Administration has incorporated in the 2020 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 2020 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 Revise-C�rter.
I) Passe�is :t of /,/1/ 0 U' t6j41fj/ , 2019.
yor - Presi big Offi
ATTEST:
("- LL, d" --z oz-��
Clerk of Council
City of Dublin
Office of the City Manager
5200 Emerald Parkway • Dublin, OH 43017-1090
Phone: 614.410.4400 • Fax: 614.410.4490
To: Members of Dublin City Council
From: Dana L. McDaniel, City Manager
Date: October 29, 2019
Initiated By: Matthew Stiffler, Interim Director of Finance
Melody Kennedy, Budget Manager
Re: Ordinance No. 64-19 — Adopting the Annual Operating
Background
Memo
Ordinance 64-19 authorizes the adoption of the 2020 Annual Operating Budget. First reading of the
Ordinance is scheduled for Monday, November 4 with a second reading/public hearing scheduled for
November 18. The last City Council work session to discuss the 2020 Operating Budget is scheduled
for October 28th
To -date, the 2020 Operating Budget has had the following City Council and Committee reviews:
August 19
City Council Work Session to priorities for the 2020 Operating Budget;
September 4
Public Service Committee review;
September 11
Finance Committee review;
September 18
Administrative Committee review;
October 9
Community Development Committee review;
October 9
Public Service Committee follow-up review;
October 14
City Council Work Session.
Prior to each Committee meeting, the proposed Operating Budget sections, and slide presentations
were provided to City Council. Follow-up memos from each of the Committee meetings were placed
in BoardPaq to address questions or comments made during the perspective meetings.
All changes or adjustments made by City Council during the review process will be included in the
final 2020 Operating Budget document.
At the November 18' City Council meeting, staff will bring forward for first reading the 2020
Appropriation Ordinance. This is the companion legislation for the 2020 Operating Budget. If
approved as planned at the second reading/public hearing on December 2"1, the appropriations will
become effective on January 1, 2020.
Recommendation
Staff recommend passage of the 2020 Operating Budget at the November 18, 2019 meeting of City
Council.
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City of
Dublin
OHIO, USA
OHIO, USA
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TABLE OF CONTENTS
City Manager's Budget Menage
1-11
Fission Statement
1-25
GFOA Distinguished Budget Presentabon Awad
1-26
List of Offiads
1-27
Dublin City Council Goals
1-28
Relabonhlp between City Depatrrent/Dimson and CityCouncil's Goals
132
Dublin Community Profile
1-33
Principal Burnes by Employment
1-35
Demographic and Economic Stabsfi¢
136
Form of Govemmentand City Organizabond Structure
137
aganizabonal chart
139
Staffing Comparison by Funcfion
141
Full -Tune Staffing by Work Unit
142
Part Time Staffing by Work Unit
143
Relabon hip between Funds and CityWork Units
144
FnanaA Management Policies
249
Accounfing and Fund Structure
2-53
Budget Procedures
263
Tmrefiames for 2020 Opaabng Budget
2£9
Summary of All Funds
2-73
Revenue Proje_Oons for 2020
2-77
Revenue Comparisons- All Funds
287
Revenue Comparisons- General Fund
289
ExpendWre and Budget Summary Tecap of 2020 Real
2-90
ExpendWre and Budget Summary General Fund
2-92
Revenue and Expenditure Summary
2-93
Comparison of Opaabng Revenues and Expend W res
2-105
2020 Appropriabons Summary by ExpendWre Category -AllFunds
2-108
2020 Appropriabons Summary by ExpendWre Categgory -GeneralFund
2-109
Debt Administrabon
2-113
2020 DebtSaNce Schedule
2-115
Pi FI NQ (3)
City Council
3-119
Boards and Commissions
3-121
CIffice of the City Manager
3-123
Mscellanecus Accounts/CorUngenaes
3-127
Human Resources
3-131
Communicefioos and Public Informafion
3-139
Legal Sermcs
3-145
Finance
CIffice of the Director of Finance/ Fs3 Administrabon
3-149
Transfers and Advances
3-153
Mscellanecus Accounts
3-155
Taxafion
3-159
TABLE OF CONTENTS
Public Works
OfPce of the Director of Public Service
3-163
Solid Waste clanagement
3-167
Engineering
3-173
Mscellaneeus Accounts (Ublltes/Repairs &ivminGnance)
3-176
Fleet clanagement
3-179
Faclltes
3-191
Development
4-271
Offce of the Director of Development
3-195
Economic Development
3-199
Building Standards
3-205
Planning
3-213
Parks and Reaeaaon
4-287
Offce of the Director of Parks &Reaeaton
3-217
Parks Operatons
3-222
HortmlWre
3-225
Forestry
3-229
Cutreach and Engagement
3-233
Inforrraton Technology
3-237
Court Sermces
3-241
Records clanagement
3-245
SPECIAL REVENUE R1ADS (4
Pubic Works
Sheet and Ubl Ines Operatons
4-251
Engineering(Traraporbton SignAs and Street Lights)
4-255
Highway Maintenance (Engineering)
4-259
Community Recreaton Center - Faalltes
4-263
Parks and Reaeaaon
Recreaton Service
4-267
Community Recreaton Center
4-271
Community Events
4-275
MUniapai Pools
4-279
Cemetery ivminGnance Dublin
4-243
Parks Operatons
Hotel/PMtel Tax Fund Public Art
4-287
Community Events
Hotel/PMtel Tax Fund
4-291
Finance
Hotel/PMtel Tax Fund
4300
Court Sermces
flavor's Court Computer Fund
4343
Finance
Permissve Ta: Fund
4307
Accrued Leave Reserve Fund
4311
Police
Safety/Comvunicaton
4315
Educeton and Enforcement Fund
4325
Law Enforcement Trust Fund
4329
Wreles 31-1
4-333
DEBT SERVICE FUNDS(5)
General Obllgaton Debt Sermce Fund 5-339
Special Assessment Debt SerHce Funds 5342
TABLE OF CONTENTS
CAPUFAI PR0IFCTSFUs,DS(6)
Capital Improvements Ta: Fund
6345
Ta: Incenbve Fund (IFF) Cautal
6-354
Improverrents Summary Parkland
6393
Aoauisifion Fund
6397
FMFRPRiQ R Js,DS (7)
Water Maintenance Fund
7401
Steetsand Ublbes
7402
OFce of Me Director of Finance
7403
Engineering
7405
Sewer Maintenance Fund
7407
Steetsand Ublibes
7408
OFce of Me Director of Finance
7409
Engineering
7411
Sewer Constructon Fund
7413
INTERNAL SERVICE FUl(8)
Employee Benefits S9 f -Insurance Fund 8419
Workers Co Rpensabon Self -Insurance Fund 8425
FIDUCIARY FUl C)
Unclaimed Monies Fund
9431
Dublin Conven0on and Vstors Bureau Fund
9433
Agency Fund
9434
Central Out Interoperable Radio Bureau Fund (COTS)
9435
GLOSSARY OF TERMS (10) 10439
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City of
Dublin
OHIO, USA
1 1 General Overview
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City of
Dublin
OHIO, USA
OHIO, U5A
November 18, 2019
Dear Members of City Council and Citizens of the City of Dublin,
I am pleased to present to you the City of Dublin 2020 Operating Budget as approved by Dublin City
Council, Ordinance 64-19. This Operating Budget supports the direction and guidance of Dublin City
Council. The City's Administration submitted a proposed 2020 Operating Budget for City Council's
consideration in September of 2019. The approved 2020 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:
• Succession Planning — In response to Council's desire to ensure the organization's long term
stability and effectiveness, the City Manager recommended a succession plan that resulted in
the following:
o Create/reclassify positions to provide for a Deputy City Manager/Chief Operating
Officer and a Deputy City Manager/Chief Finance and Development Officer and re -align
departments/divisions/offices under these positions
o Re -organize certain divisions and functions under a revision to the existing Assistant
City Manager position and retitle the position to Assistant City Manager/Chief Strategy
and Innovation Officer
o Create a Director of Performance Analytics and re -align the organization accordingly
o Create a Senior Economic Development Administrator to provide upward mobility
within the Division of Economic Development
o Additional funding was allocated to further develop the succession plan while also
leveraging current and future vacancies
o Key focus is to develop and train employees to compete for and serve at ever -higher
levels of responsibility and to continue assessing the organizations positions to provide
growth opportunities where appropriate.
• 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 the security of our schools
OFFICE OF THE CITY MANAGER 5200 Emerald Pkwy Dublin, Ohio 43017 phone 614.410.4400 dublinohiousa.gov
o Increase staff hainng in emergency management
o Maintain City equipment to the 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 infiashucture, recreation/play areas, and facilities
o Protect our information systems
o Maintain accreditation standards
Fiscal Health & Accountability —Ensure the City remains fiscally strong and accountable.
o Comply with the City's General Fund Balance Policy
o Comply with the City's Debt Policy
o Strive 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 reclassifying/reorganizing operations where appropriate
o Minimize/offset full-time staff growth with seasonal staff and contractual services
o Review, prioritize, and minimize professional/contractual services
o Increases in landscaping and land maintenance costs have been incorporated in this
budget and subject to revision prior to the next annual budget
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 unit agreements while funding fiscally
appropriate wage increases for the non-bargainng unit employees (a 2% increase
has been budgeted for all non -bargaining unit employees; however, that does not
mean every non -bargaining unit employee will receive a 2% pay increase)
o Maintain the City's health benefit owellness program and contain costs (adjust stop
loss coverage as needed) in 2020
o We will re-evaluate in partnership with City Council the ongoing cost impact of our
health/wellness benefits program by second quarter of 2020 in preparation for the
2021 budget
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 the traditional sources (i.e. data, disruptive
technologies)
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%)
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
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 Hie 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
F anomic 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 new 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 infrastructure to protectproperty values and retain, expand
and attract businesses and jobs
o Continue to leverage the US33 Innovation Corridor, SmartColumbus, and connected
Dublin/intelligent infrastructure to be at the forefront of the emerging
connected/autonomous industry
o Leverage the City's unique broadband infrastructure
o Leverage the tripe helix (Government/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 Area Plan(DCAP)and Westlnnovation Dishict(WID)
area plans
o Leverage the City's land acquisitions for economic development where appropriate
o Shtreamine all review processes
o Actively engage businesses, building/land owners, development and real estate
communities
o Ensure the success of the Historic District Task Force
o Participate in the regional housing study and determine if more specific analysis is
needed for Dublin
o Update the City's Community Plan as approved by City Council
o Remain engaged in regional partnerships (Mid -Ohio Regional Planning Commission,
US33 Council of Governments, 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 Support City Council's community engagements
o Effectively and pro -actively communicate with the public leveraging all media outlets,
forms of media and methods of contact available (mailings, website, and social media)
o Maximize face-to-face engagements with residents and businesses
o Recognize and celebrate our residents, businesses, schools, and city accomplishments
o Provide community events and seek engagement opportunities at these events
o Conduct an Annual State of the City presentation
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 its largest revenue source, the local income tax. City Council reviewed and validated
this policy in 2019.
The General Fund balance, as a percentage of expenditures and transfers, has been well in excess of
50% over the past five years, from 107.9% in 2014 to 74.4% in 2018. At year-end 2019, the fund
balance is projected to be 73.2%. While the fund balance has decreased, this is in large part due to
transfers from the General Fund to the Capital Improvement Tax Fund as well as some key land
acquisitions purchased directly from the General Fund. The General Fund's year-end 2019 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.
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 2019 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 receive revenue from the General Fund are as follows: Street
Maintenance and Repair, Cemetery, Recreation, Safety and the Pool funds.
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. Based on the final movement of
employees from Nationwide Mutual Insurance Company (Nationwide) out of the City by year-end 2018,
as well as an anticipated reduction of employees from the Wendy's Company (Wendy's), the 2019
original income tax revenue projection reflected a 3.1% reduction over 2018 actual receipts. However,
year-to-date receipts through October 31, 2019 reflected a 6.2% increase over the same time period
in 2018. Continuing with our conservative approach to budgeting, the Administration increased its
projected income tax revenue for 2019 to reflect a 0.6% decrease over 2018 actual receipts.
The 2020 income tax revenue estimate reflects a 2.0% increase over the revised 2019 budgeted
amount. This estimate is based, in part, on growth due to the strong execution of our economic
development strategy. Thus far, 2019 has been a record-breaking year of the City's economic
development division. To date, the City has signed 11 economic development agreements that will
retain over 800 jobs and create almost 2,200 new jobs. These agreements are estimated to create or
retain over $1.3 billion in payroll over the life of the agreements.
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 continued to exceed the amount
budgeted. In 2020, operating revenues are projected to be $92.93 million, which represents a 7.0%
increase over the original 2019 budgeted operating revenues. This increase is attributable to a
projected 2.0% increase in income tax collections, additional intergovernmental revenues from the
gasoline tax and state local government fund as well as increases in interest and capital asset sale
revenue.
Operating Revenues (in millions)
2017
Revenues $80.21
2019
2018
Proposed
$81.82 $86.79
Actual Revenues $86.77 $88.31
Operating Expenditures
2020
Proposed
$92.93
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 2020 Operating Budget reflects funding requests totaling $95.72 million in operating expenditures.
This represents a $6.25 million or 7.0% increase compared to the approved 2019 Operating Budget.
A comparison of the 2020 Operating Budget and the 2019 Proposed Operating Budget, by category, is
as follows:
Operating Expenditures (by category)
Capital Outlay'
Supplies W
Other Charges & Expenditures
Contractual Services
Personal Services
$- $10 $20 $30 $40 $50 $60
Millions
■ 2020 Proposed Operating Budget ■ 2019 Operating Budget
As evident in the chart above, the City's largest expenditure is for personal services. This component
is proposed to increase $4.8 million or 9.2% as part of the 2020 Operating Budget. These increases
will be discussed further in the Staffing and Compensation' section of this letter. Contractual services,
supplies and other charges and expenditures each increased, reflecting an overall increase of $1.5
million or 4.1% over 2019. Highlights of these increases are discussed in the Significant Changes
other than Personnel' section of this letter. Capital outlay decreased approximately $4,000 or 0.2%.
Based on the estimated operating revenues of $92.93 million, the expenditures are budgeted to
exceed revenue by $2.79 million. This budget continues to reflect our practice of conservatively
estimating revenue while budgeting realistic expenditures. By year-end 2020, it is anticipated that
operating revenues will exceed our budgeted 2020 revenue while expenditures will be below the 2020
budgeted amount leading to a positive variance. As 2020 actual revenues are anticipated to exceed
actual expenditures, the Administration maintains that the 2020 Operating Budget is balanced.
Operating Expenditures (in millions)
2017 2018 2019 Budget 2020 Proposed
Expenditures'
Actual
$79'86 $84.92
Expenditures
$89.48 $95.72
General Fund Balance
The 2020-2024 adopted Capital Improvement Program utilized a capital transfer from the General Fund
to the Capital Improvements Fund of $6.5 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. This capital transfer will therefore reduce
the General Fund balance and increase expenditures attributed to the General Fund by that amount. If
operating revenues and operating expenditures in 2019 are consistent with the budgeted amounts, the
2020 General Fund year-end balance is projected to be approximately $45.08 million, or 52.9% of the
2020 General Fund year-end expenditures and transfers, exceeding the 50% requirement by $2.46
million. Absent the capital transfer, the 2020 operating budget would project a year-end balance to be
approximately $51.58 million, or 65.5% of the 2020 General Fund year-end expenditures and transfers,
exceeding the 50% requirement by $12.21 million.
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 416 full-time employees, an increase of 10 over the level of full-
time staff authorized in 2019.
Police — Net Change: 8; Estimated Cost: $710,506 —fully offset by additional revenue
Addition of 3 Communications Technicians
Addition of 2 Communications Supervisors
Addition of 2 Communications Managers
Addition of 1 Operations Manager
The Northwest Regional Emergency Communications Center (NRECC) is expanding to include providing
services to the City of Worthington. NRECC currently dispatches for Dublin, Hilliard and Upper Arlington
Police as well as the Washington Township, Norwich Township and Upper Arlington fire departments.
This expansion will require the addition of the above noted positions. In conjunction with these staff
additions, NRECC plans to restructure supervision within the communications center to provide an
acceptable span of control and ensure there is a supervisor on duty at all times. The increase in cost
will be offset by an increase in revenue.
Economic Development — Net Change: 0; Estimated Cost: $8,387
Reclassification of 1 Economic Development Administrator to Senior Economic
Development Administrator
The economic development division is composed of three economic development administrators and
one director. This structure limits the ability of the three administrator positions to gain leadership
experience and advancement in their career. By creating one senior level position in the division
responsible for higher level work and supervision of the division's intern, individuals working in these
positions will be able to attain some career advancement while the City retains their knowledge and
experience in economic development.
Events Administration — Net Change: 1; Estimated Cost: $52,916
Addition of one Events Coordinator
The costs associated with this new full time position will be offset by a reduction in one part time
position that was previously engaged in this position's job responsibilities. This position will continue to
support the corporate sponsorships for the Dublin Irish Festival. As the festival has grown, corporate
sponsorship opportunities and the complexity associated with them has also increased. By increasing
this position to a full time position, the position will be better able to support the division's activities
and continue to provide excellent support for our corporate partners.
Communication and Public Information — Net Change: 0; Estimated Cost: $10,391
Reclassification of 1 Public Information Officer to Multi -Media Communications
Specialist
As communications messaging continues to transition and evolve into digital and video platforms, the
skills and core competencies required to maintain the level of community engagement and
communications/information to our audiences have also evolved.
Staff has researched communication positions in other progressive cities and found job positions and
job descriptions that address the changing communications landscape. After review, staff is proposing
one Public Information Officer position be reclassified as a Multimedia Communications Specialist. This
reclassification will help the City identify and retain talented employees with the skills, talents and
experience needed to deliver high quality work, professional talent and digital/video production. These
skills are different from the PIO/PAO requirements, but also complementary to and support the
PIOs/PAO.
The Multimedia Communications Specialist position would develop and implement multimedia content
and information technology-based multimedia products that combine text with audio, pictures,
graphics, virtual reality, digital animation, audio and video. She/he will work alongside with internal
and external collaborators as part of the City's Communications & Public Information team. She/he will
be a skilled storyteller who can develop dynamic, customer -focused multimedia content that also
supports internal/external messaging needs. The MCS will also serve as "talent" or host to the
multimedia content produced. She/he will also produce content for internal audiences including, but
not limited to, training materials, employee news, benefits and safety videos, etc. She/he will handle
multiple projects at once in a fluid, flexible and rapidly changing environment.
Public Works/ Facilities — Net Change: 0; Estimated Cost: $0
Removal of vacant Engineering Project Inspector in Public Works
Addition of Quality Control Manager in Facilities
Facilities Management will implement a new position that will have two primary responsibilities: monitor
the City's Custodial Services Contract to ensure completion of assigned work plans and perform building
inspections and create any needed Maintenance or Custodial work orders. Additionally, this position
will be assigned to third shift and work a schedule that includes weekends. To facilitate the creation
of this position, an existing vacant position will be removed so that the overall complement in the Public
Works Department remains flat. When a Custodial Worker position becomes vacant in Facilities
Management, it will be removed and the resulting vacancy returned to Public Works for potential
reallocation to another area.
This will be a third shift position with approximate hours of 9:00 p.m. to 5:30 a.m. The proposed day
schedule for this position is Thursday through Monday with the flexibility to occasionally revise the 40
hour workweekwith the consent of the employee. This schedule will allow the Quality Control Manager
to monitor custodial operations at the Recreation Center on weekends, which often see the highest
number of patrons visiting the Center. We also have contracted maintenance repairs at other buildings
that sometimes occur over the weekend.
Creating this position will enable the City to take full advantage of using contract staff (e.g. a higher
ratio of productive vs. paid hours, flexible scheduling (particularly on weekends) and reduced costs;
while also providing the consistent supervision and knowledge of the Dublin Standard that a City
employee can provide.
In addition to monitoring custodial operations at the Recreation Center, this position would monitor
cleaning at the Development Building which will be relocated to the existing City Hall Building sometime
next spring. This building would move to a third shift cleaning schedule and added to the contract
custodial bid. Due to its close proximity to the Recreation Center, adding 5200 Emerald Parkway to
the custodial contract will enhance efficiency by allowing workers to easily travel between the buildings
as needed.
The Quality Control Manager will be also conduct periodic inspections of all City buildings. These
inspections will be conducted more efficiently on third shift as the buildings will be empty. Any custodial
deficiencies will be documented and shared with the Contractor's management team or the City's
management team.
Information Technology — Net Change: 1; Estimated Cost: $135,602
Addition of Information Security Administrator
Information/Cyber-Security attacks are identified as the #2 and #3 risk threats by Franklin County and
City of Dublin Emergency Management teams respectively. This request aligns with our safety first
objective and will help us better protect our residents and employees. This focused role will also help
us better protect the confidentiality, integrity and availability of our critical data, network, and
information systems. Furthermore, cities in this country have become more attractive targets for cyber
attackers. Many cities are resource constrained and share this critical role across multiple job functions.
Moreover, many cities lack an adequate Information Security strategy, policy framework and program.
An external risk assessment conducted in September of 2018 produced the following conclusion; "The
City of Dublin needs policy guided by framework and leading practices to improve communications and
expectations, and to provide the IT team for a mark to focus on." Additionally, "The IT team has an
efficient Network Infrastructure staff, but is weak in security practices and presence. We recommend
the development and transition of one of the senior IT staff members to assume the role of an IT
Security Administrator. The rationale of developing someone internally is to make certain that there is
familiarity with the IT infrastructure and how it interacts with the business. This will ensure a greater
understanding when implementing controls and safeguards to the City of Dublin's infrastructure. In
addition, due to smaller number of IT Security professionals that are available and the current demand
in the market, investing in the current workforce is a value add for the City."
We also engaged external services to assist with incidence response and forensics for a potential
security breach in April, 2019. The findings of this report also support the need for a dedicated and
focused role in Information Security. The addition of an Information Security professional would
indirectly deliver relief for a currently understaffed Network Infrastructure team by appropriately
reassigning focused Information Security job duties and responsibilities. This requests aligns with the
established goals for the City of Dublin by helping to ensure our success is also measured by delivering
secure solutions for our residents. Those goals include: Become the Most Connected Community in the
U.S. and, Innovate and Enhance City Services Using Big Data and Better Analytics.
A dedicated Information Security professional will also help ensure Fiscal Strength and Sustainability
by lowering the risk of a costly network or data breech. The total average cost of a security breach for
the public sector is $2.3 million (according to Ponemon Institute 2018 data breach survey).
In summary, this additional staff position will significantly mitigate existing risks which threaten our
safety first objective. This request aligns with City goals set forth by Council and provides operational
support for the confidentiality, integrity and availability of our critical data, network and information
systems. The addition of this resource will improve the overall level of information security risk for the
City of Dublin.
The 2020 Operating Budget reflects funding for 186 part-time/seasonal positions. This level is a
reduction of 4.78 positions from 2019.
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 2020 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 2020 by 11.4% and 14.6%,
respectively. For 2020, our medical claim cost increased by 15.7% and the premium associated with
our stop loss coverage increased 49.2%. 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 2020 while using this year to study what options are
available to the City to lower the trend associated with current or future costs. Staff and Council will
jointly review this program and associated costs and will determine whether any adjustments are
necessary by June 1, 2020.
The overall cost of the salary and benefits package proposed in the 2020 Operating Budget for all funds
(not just those funds identified on page 1-4) totals $57.07 million, which is an increase of $4.6 million
or 8.7% over the 2019 Operating Budget. This larger than typical increase in salary and benefit costs
is driven by several factors. In 2020, the number of pay periods total 27 instead of the typical 26
representing an additional $1.3 million in salary and benefits costs over a normal year. This situation
occurs every 11 years for employers who pay on a biweekly schedule. It is important to note that while
most salary and benefit costs are recurring, these expenditures are not. The additional of 8 new
positions in NRECC due to the addition of the City of Worthington represents $0.7 million in additional
salary and benefit costs. These additional costs will be fully recovered by the City as part of the
contractual agreement between NRECC partner organizations.
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, there are some increases in expenditures that are unavoidable. The key
drivers behind the $6.25 million increase in operating expenditures from the original 2019 Operating
Budget and the 2020 Operating Budget are as follows:
• $4,614,770 increase in costs related to salaries and benefits, as described above (operating
funds only)
• $548,939 increase in contractual services costs for increased Park maintenance associated with
new projects, current contract cost increases and the expansion of off-season maintenance
• $263,240 increase in contractual services costs for Information Technology related to adding
a second network RAC at the Metro Data Center, expansion of the City's Data Platform, and
security event and management services
• $284,420 reduction in in property taxes. While the City is generally exempt from paying
property taxes, the acquisition of large tracts of land by the City that had previously been
classified as agricultural use (thereby qualifying it for a lower tax rate), results in a
recoupment charge upon removal from the agricultural program that was paid in 2019
• $400,000 increase in economic development incentives including $150,000 for a new pilot
program for legacy offices
• $250,000 for additional salary and benefit costs associated with the City's succession
planning/reorganization
• $78,114 increase related to the City's refuse collection and recycling program. This service,
provided to our residents at no cost, is budgeted to cost nearly $2,812,000 in 2020
• $60,000 increase in fuel costs. Given that the City sells fuel to other entities, some of this
increase is offset by additional revenue
• $65,000 reduction in supplies for the North Pool. The North Pool will be closed for the 2020
season as a new facility is constructed
Capital Improvements Program
To set the infrastructure conditions for economic vitality and a high quality of life, execution of the
approved 2020-2024 Capital Improvement Program (CIP) on time and on budget is essential. The
2020 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 2020 include reconstruction of the North Pool,
construction of the new Council Chambers and related office space on the City's civic campus (located
near the Justice Center and the City's recently acquired property located at 5555 Perimeter Drive, which
will house City Hall functions in the near future), streetscape improvements at West Bridge Street and
SR -161, and stream relocation on Ring's Farm, the City's property acquired in 2016 for economic
development purposes along Shier Rings Road. Additionally, funding has been programmed for
design work associated with two major roadway projects — the relocation of Shier Rings Road from
Avery Road to Eiterman Road and the construction of a roundabout at Avery Road and Shier Rings
Road, which includes the relocation of Old Avery Road. Other capital improvements programmed for
2019 from Tax Increment Financing (TIF) funds or other capital funds include the relocation of
Eiterman Road and design work related to the US33/SR161/Post Road Interchange. 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 2020 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 2020 capital improvements are included under the Capital Project
Funds' tab of the budget.
The Administration is committed to meeting Council's strategic focus areas which are aligned to the
City's Vision and Mission Statements. The 2020 Operating Budget allocates resources recognizing these
commitments while exercising strong fiscal responsibility demanded, and deserved, by the community.
Respectfully submitted,
Dana L. McDaniel
City Manager
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City of
Dublin
OHIO, USA
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.
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTEDTO
City of Dublin
Ohio
Uor the Fiwal Year DcSinning
January 1, 2019
P ;W.rt
Fmcutivc Ulrector
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, 2019. 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.
City Council
Gregory S. Peterson, Mayor
Chris Amorose Groomes, Vice Mayor Jane Fox
Cathy De Rosa Christina A. Alutto
John Reiner Michael H. Keenan
(Out -going 12/31/19)
Andrew Keeler
(Incoming 1/1/2020)
Clerk of Council - Anne Clarke
City Administration
Senior Leadership Team
City Manager
Dana L. McDaniel
Assistant City Manager
Michelle Crandall
Director of Communications and Public Information
Sue D. Burness
Director of Development
Donna L. Goss
Interim Director of Finance
Matthew L. StifFler
Director of Human Resources
Homer C. Rogers
Chief Information Officer
Douglas E. McCollough
Law Director
Jennifer D. Readler
Director of Parks & Recreation
Matthew C. Earman
Chief of Police
Justin Paez
Director of Public Works
Megan D. O'Callaghan
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 2019 annual retreat, held
February 21-22 with the Senior Leadership Team, provided an opportunity to review the focus
areas and associated priorities and strategies. Discussions included the following topics from
2018 City Council goals, progress made on each, and next steps for 2019/2020:
• Aging in place
• Economics
• Mobility
• Connected Community
• U.S. Route 33 Corridor
• Development Processes
• Other — Building a Sustainable Ecosystem for the Digital Economy
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 2020 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.
City Council members participated in a pre -retreat survey to respond to questions about
opportunities, challenges and trends that they believe are impacting or will soon impact
Dublin. The survey responses were grouped into the following themes:
• Economic Development Strategy
• Smart City/Intelligent Community
• Technology Development (internal)
• Engaged, Open and Transparent Government
• Land Use/Development
• Finance/Budget
• Internal Operations/Culture
• Resident Service Needs
Pursuant to City Council's discussions regarding the above-mentioned themes, three Visionary
Goals emerged:
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 we chart a new course for the City's economic development strategy.
Dublin City Council Goals (continued)
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
City in both residential and commercial areas.
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 and privacy. Policies and tactics related to these various
aspects.
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.
Strategic 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.
30
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 innovative 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.
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 emoloyees'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.
5. 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.
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
Smart
Customer
Fiscal Economic Focused
Health Vitality Government
Community
Engagement
Safe and
Resilient
Community of
Choice
Legislative Affairs
City Manager
Human Resources
Communications and Public
Information
Legal Services (Contractual)
Court Services
Records Management
Finance
V
I/
Fiscal Administration
Taxation
Public Works
Solid Waste
Engineering
Street & Utilities Operations
Facilities Management
Fleet Management
Information Technology
Parks & Recreation
Parks Operations
Horticulture
Forestry
Cemetery
Recreation Services
Community Events
Outreach and Engagement
V
Development
Building
Planning
Economic Development
Police
Dublin Community Profile
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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 48,000
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.
The City owns more than 1,200 acres of 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 will link the two sides together. Master planning for the park has
taken approximately six years and major park construction is planned during 2019-2021.
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, the City's North Pool will undergo a multi-million dollar
renovation project after almost 30 years of operation. The City is known as a leader in municipal
innovations, including tax increment financing, underground fiber optics, Wi-Fi deployment, and
green initiatives.
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 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 30th 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
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.
City of Dublin Annual Irish 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 will launch Smart911.com. This is a new communication tool that will
allow 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.
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 more than 16,200
CITY OF DUBLIN 1 2020 1 OPERATING BUDGET
Top 10 Principal Business by Employment
(1) Full-time employee counts.
(2) Based on W -2's fled.
(3) Includes Dublin Methodist Hospital, Dublin Health Center, Post Preserve/Frantz Road centralized business
office, primary Care and MAXSports.
Sources: City of Dublin Finance Department and Economic Development Department. Data sources include news
stories, public records, and employer phone surveys. Employee counts may be estimates, as many companies
consider this data confidential.
percentage
Approximate
of
Number of
Total City
Employees
Employment
Employer
Business
Rank
(1)
(2)
Cardinal Health, Inc.
Pharmaceuticals
1
4,800
4.06%
Ohio Health (3)
Medical &Administration
2
1,680
1.59%
Dublin City Schools
Education
3
1,574
1.49%
CareWorks Family of Companies
Insurance & Financial
4
865
0.82%
Fisery Corporation
Financial Technology
5
800
0.76%
Online Computer Library Center
Computer Library
6
738
0.70%
Express Scripts
pharmaceuticals
7
720
0.68%
United Healthcare
Insurance & Financial
8
700
0.66%
The Wendy's Company
Food & Beverage
9
636
0.60%
Introducing Great Solutions (IGS)
Energy/Natural Gas Retailer
10
470
0.45%
(1) Full-time employee counts.
(2) Based on W -2's fled.
(3) Includes Dublin Methodist Hospital, Dublin Health Center, Post Preserve/Frantz Road centralized business
office, primary Care and MAXSports.
Sources: City of Dublin Finance Department and Economic Development Department. Data sources include news
stories, public records, and employer phone surveys. Employee counts may be estimates, as many companies
consider this data confidential.
L3:6
Demoaraohic and Economic Statistics
Population and Density
2010
2000
1990
Population
41,751
31,478
16,371
People /square mile
1,684
1,489
924
Household Size
2.78
2.81
2.95
Households
14,984
12,040
5,923
Wiouseholds /square mile
604 =
570
The City of Dublin Department of Development and MORPC estimates the City's population to be
48,500 as of 2018.
Age
Race and 2010 2000 1990
Black
722
415 243
Native American
Owner Occupied
22
Asian/Islander
6,382
2,497 806
Other
772
414 0
Housing Statistics
2010
2000
1990
Owner Occupied
11,862
8,622
4,458
Renter Occupied
3,122
2,543
1,069
Vacant Units
795
875
396
Data Source: MORK (1990, 2000, 2010 data from the US Census Bureau) unless otherwise
noted.
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, 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.
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City of
Dublin
OHIO, USA
City of
Dublin
OHIO, USA
ORGANIZATIONAL
STRUCTURE
Clerk of Council
Law (Contractual)
Assistant City
Manager
Management
Assistant
Court Services
Parka &
Recreation
Park
Operations
Recreation
Services
Community
Events
Outreach &
Engagement
Public WorksFinance ri Police I I Information I J Development
I I I I
I n Technology d
E meeri Hnon
Deputy Chief Network
^g ^g Planning
of Police Operations
Taction Operations Standards Building
Operations Bureau GIS
Standarar
ds
Facilities
Management SupportServicesproject Leaders Economic
Development
Fleet
Management Tech Services DubLink
Boards&
Department
City Council
1
Commissions
\\
Division /
Bureau
\\
Human Resources
City Manager
Communications &
Admin.
Public Information
Function
Government &
International
Relations Manager
Public WorksFinance ri Police I I Information I J Development
I I I I
I n Technology d
E meeri Hnon
Deputy Chief Network
^g ^g Planning
of Police Operations
Taction Operations Standards Building
Operations Bureau GIS
Standarar
ds
Facilities
Management SupportServicesproject Leaders Economic
Development
Fleet
Management Tech Services DubLink
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City of
Dublin
OHIO, USA
Staffing Comparison by Function
Full -Time Employees
Years 2014 - 2020
This table and chart, and the table on the following page, reflect full-tlme employees only. The 2020
Operabng Budget also funds approximately 186.01 FTE part-tlme and seasonal positions throughout the City.
2014 2015 2016 2017 2018 2019 2020
General Government
93
99
101
103.5
106.5
106.5
107
Community Environment
59
60
59.3
59.8
59.8
60.8
60.3
Basic Utllity Services
17
16
16.55
17.8
17.8
17.7
17.7
Leisure Time Activities
86
85
85
64
84
83
85
Security of Persons & Property
97
102
102
111
113
113
121
Public Health Services
1
1
1
1
1
1
1
Transportatlon
25
22
22.15
21.9
23.9
24
24
TOTALS 378 385 387 399 406 406 416
2020 Authorized and Funded Full-time
Staffing by Function
1:
107
•General Government
•Community Environment
•Basic Utility Savices
Mletvre Time AQivities
mSecurity of Persons & Property
•Public Health Services
Full -Time Staffing by Work Unit
2020
Position Requests
2020 and Re -allocation
2014 2015 2016 2017 2018 2019 2020 Increase/ Requests
Work Unit Funded Funded Funded Funded Funded Funded Funded (Decrease) (see footnotes)
City Council
2
3
3
3
3
3
3
0
Office of the City Manager
6
6
6
6
6
6
6
0
Human Resources
10
10
9.75
10
10
10
10
0
Communications and Public Information
7
8
8
8
8
8
8
0
(1)
Finance/ Office of the Director/Fiscal Adm.
10
11
10.5
11
12
12
12
0
Procurement
1
n/a
n/a
n/a
n/a
n/a
n/a
0
Taxation
6
6
5.5
5
6
6
6
0
Public Works/ Office of Director
2
7
7
5.5
5.5
5.5
5
-0.5
(2)
Solid Waste Management
7
6
6.25
6.5
6.5
6.05
6.05
0
Engineering
27
26
25.3
25.8
25.8
25.8
25.3
-0.5
(2)
Parks and Recreation/ Office of the Director
n/a
n/a
5.25
3
3
4.5
4.5
0
Parks Operations
48
47
28.5
31.5
31.5
29.5
29
-0.5
(3)
Horticulture
n/a
n/a
7
7
7
7
7
0
Forestry
n/a
n/a
6
6
6
6
6
0
Development/Office of the Director
n/a
n/a
2
2
2
2
2
0
Economic Development
5
5
4
4
4
4
4
0
(4)
Building Standards
15
15
15
15
15
15
15
0
Planning
17
19
19
19
19
20
20
0
Fleet Management
9
9
9
9
9
9
9
0
Information Technology
13
13
14
15
15
15
16
1
(5)
Court Services/Records Management
4
4
4
4
4
4
4
0
Facilities Management
15
15
15
18
18
18
18
0
Outreach and Engagement
2
2
2
2
3
3
4
1
(3)
Street and Utilities Operations
21
22
22.15
21.9
23.9
24
24
0
Public Service/Engineering/Sign Shop
4
0
0
0
0
0
0
0
Cemetery Maintenance
1
1
1
1
1
1
1
0
Recreation Services
7
7
9.95
10.65
10.65
10.65
9.85
-0.8
Community Recreation Center
15
15
11.3
10.9
10.9
10.9
11.2
0.3
(3) and (6)
Municipal Pool
n/a
n/a
1.25
0.95
0.95
0.95
0.95
0
Community Recreation Center - Facilities
10
9
9
6
6
6
7
1
(2)
Police
97
102
102
111
113
113
121
8
(7)
Community Events - Hotel/Motel Tax Fund
6
6
6
7
7
6
7
1
(8)
Community Events - Recreation
n/a
n/a
n/a
n/a
n/a
1
1
0
Hotel/Motel Tax - Public Art
0
1
0.75
1
1
0.5
0.5
0
Water Maintenance
1
1
1.6
2.6
2.6
2.75
2.75
0
Sewer Maintenance
9
9
8.7
8.7
8.7
8.9
8.9
0
Employee Benefits Self Insurance
1
1
1.25
1
1
1
1
0
I Gl V_1 111 li: i[: tlis
NOTES:
(1) - Reclassification of one Public Information Officer position to a Multi -Media Communications Specialist (salary range 4.3 to 4.2)
(2) - One vacant Engineering Inspector position (split 50% to the Director of Public Work's Office and 50% to Engineering) will be removed and
the position re -allocated to a new Quality Control Manager position in Facilities - Recreation (salary range pending).
(3) - The Nature Education Coordinator position (split 50% to Parks Operations and 50% to Recreation) is moved to Outreach and Engagement.
(4) - One Economic Development Administrator reclassified from a 4.2 salary range to a 4.1 to Senior Economic Development Administrator.
(5) - An Information Security Administrator position is added (salary grade 3.3).
(6) - The Corporate and Wellness Coordinator position is split between Recreation Services and the Community Recreation Center (30% and 70%
respectively).
(7) - Eight additional positions are added for dispatch services. Six positions are funded in 2020 and the remaining two will be funded beginning
2021. The need for these staff positions arose from the addition of Worthington to the City's dispatch operations and a restructuring of
supervision. One Deputy Chief position has been re -allocated to a Police Officer position.
(8) - One Events Coordinator position has been added (salary range 5.2) and a part-time seasonal position removed.
Part Time Staffing by Work Unit
Words Unit
2014
Funded
2015 2016
Funded Funded
2017
Funded
2018 2019
Funded Funded
2020
2020 Increase
Funded Decrease Notes:
CIN Councll/Leglslatlon
7
7
7
7
7
8
8
0
Office of the City Manager
2
2
2
3
3
2
2
0
Human Resources
0
0
0.5
0
0
0
0
0
Communications and Public Information
2
2
2
2
2
2
2
0
Finance/ Office of the Director
1
1
1
1
0
0
0
0
Taxation
2
2
2
2
2
2
2
0
Public Works/ Office of Director
1
1
1
1
1
1
1
0
Solid Waste Manag=ement
3
3
2
2
1
1
1
0
Engineering
0
2
2
2
2
2
2
0
Parks and Recreation/ Office of He Dlrecto
N/A
N/A
0
0
0
0
0
0
Parks Operations
45
45
45
22
22
22
22
0
Fbrticulture
N/A
N/A
N/A
18
18
18
18
0
Forestry
N/A
N/A
N/A
10
10
10
10
0
Development/Office of the Director
N/A
N/A
1
1
1
0
0
0
Economic Development
1
1
1
1
1
1
1
0
Building Standards
0
1
1
1
0
0
0
0
Planning
5
4
4
4
4
3
3
0
Fleet Management
0
0
0
0
0
0
0
0
Information Technology
2
3
4
4
4
4
4
0
Court Services/Records Manag=ement
1
1
1
1
1
1
1
0
Facilities Management
4
4
4
5
5
5
5
0
Our and Engag=ement
1
2
2
2
1
1
1
0
Street and Utilities Operations
10
10
6
6
4
4
4
0
St set
0
0
0
0
0
0
0
0
Cemetery Maintenance
2
2
2
2
2
2
2
0
Recreation services
325
335
28.32
33.05
26.91
274
31.43
4.03
Community Recreation Center
48
488
53
50
45.21
49.32
48.88
-0.44
Community ueaeaam C=enter-Faalmes
0
0
1
0
0
0
0
0
Municipal Pods
65.25
65.25
65.25
65.25
18.59
18.07
10.45
-7.62
Police
0
0
0
0
0
0
0
0
Community Events- Hotel/Motel Tax Fund
7
8
8
10
3.5
3.5
275
-075 PTtoIT
Community Events -Recreation
N/A
N/A
N/A
N/A
N/A
1.5
1.5
0
Hotel/Motel Tax - PtblicPrt
0
0
0
0
0
0
0
0
Water Maintenance
1
1
1
1
1
1
1
0
Sewer Maintenance
2
2
1
1
1
1
1
0
Employee Benefits self Insurance
1
1
0
0
0
0
0
0
TOTPLS
246
252.55
248.07
257.3
187.21
190.79
186.01
-478
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.
Department Division
Special
Revenue
Funds
Enterprise
Funds
d
a
u
u
y
m
E
.3
A
d
e
c
WZ
2
O d
m o
m
u
Legislative Affairs X
City Manager X
Human Resources X
Communications and Public X
Information
Legal Services (Contractual) X
Court Services X
X
Records Management X
Finance X
Fiscal Administration X
X
Taxation X
Public Works X
Solid Waste X
Engineering X
X
X
X
X
Street & Utilities Operations
X
X
X
X
Facilities Management X
X
Fleet Management X
Information Technology X
Parks & Recreation X
X
Parks Operations X
11
X
Horticulture X
Forestry X
Cemetery
X
Recreation Services
X
X
Community Events
X
X
Outreach and Engagement X
Development
Building X
Planning X
Economic Development X
Police i
I
I X
X
2 Financial Overview
4c
bity of
Dun
OHIO, USA
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City of
Dublin
OHIO, USA
City of
Dublin
OHIO USA
CITY OF DUBLIN 12020 OPERATING BUDGET
FINANCIAL AND BUDGET STRUCTURE
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City of
Dublin
OHIO, USA
FINANCIAL MANAGEMENT POLICIES
OPERATING BUDGET POLICIES
• 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,
and reaffirmed in 2019 by City Council.
• 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
0 The City will develop a five-year Capital Improvements Program on an annual basis.
50
• 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.
REVENUE POLICIES
• The City will estimate its annual revenues by a conservative, objective, and
analytical process.
• Non-recurring revenues will be used only to fund non-recurring expenditures.
• 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.
51
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.
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City of
Dublin
OHIO, USA
ACCOUNTING AND FUND STRUCTURE
Basis of Accounting
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 rww.dublinohiousa.gov.
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 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.
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 Outdoor 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.
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.
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.
Swimming 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.
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.
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(6), 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.
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.
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).
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.
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.
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.
57
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.
MclUtrick 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.
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.
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 Loop 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
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).
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
59
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.
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.
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.
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.
H2 Hotel TIF Fund
A fund provided to account for the construction of public infrastructure improvements within the
Bridge Street 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.
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.
Bridge Park Block A TIF Fund
A fund provided to account for the construction of public infrastructure improvements within the
Bridge Street District.
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.
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 custodial,
and 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) Fund.
BUDGET PROCEDURES
Budgetary Control System
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.
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 Budget 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 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. For the 2020
budget year, the Tax Budget was approved by City Council on May 20, 2019 and was forwarded
to the Franklin County Budget Commission before the deadline of July 20, 2019.
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.
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City of
blin
OHIO, USA
4City of
Dublin
OHIO, USA
CITY OF DUBLIN 12020 OPERATING BUDGET
BUDGET CALANDER
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I
City of
blin
OHIO, USA
TIME FRAMES FOR THE 2020 BUDGET PROCESS
Function Description
Target Date
Responsible Party
Submit Certificate of the Total Amount
On or about January 1
Available for Expenditure; from all sources,
(first week of new year)
Finance
including balances from previous year
City Council goal setting for the year
April / May
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)
January / February
City Manager / Director of
kick-off memo to departments/divisions
Finance
Submit CIP project proposal forms to Director
On or before March 1
All City Departments /
of Finance
Division Directors
City Administration's debt presentation to City
April
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
On or before May 1
Finance
for approval
City Council Work Session to summarize
May
City Council
priorities for the CIP
Revenue estimates for CIP presented by the
Director of Finance to City Council during the
June/July
Director of Finance
City Council meeting
Request information from Department/Division
Directors in regard to contemplated operating
On or before June 30
Finance
budget revenues and expenditures for the
following year
File Tax Budget with the Franklin, Delaware
and Union County Auditors
On or Before July 20
Finance
Z
OF -
F' unction Descri do
Tar et Date
Res onsible Par
Submit proposed CIP document to City Council
August
City Manager / Director of
Finance
111 Reading of CIP by City Council
First meeting in August
City Council
Finance Committee of the Whole (workshop)
August
City Council / City Manager
review meeting(s) for CIP
/ Director of Finance
2nd Reading and Public Hearing/Approval of
August
City Council
CIP by City Council
Human Resources meets with
Departments/Divisions as needed to review
organizational charts, personnel proposals
June
HR / Department Directors
(new or reclassifications) and justifications for
staffing requests
Meet with Management Assistant to discuss
performance measurements for the Annual
June
Finance
Operating Budget
Annual Operating Budget kick-off memo to
June
City Manager / Director of
Departments/Divisions
Finance
• Payroll budget preparation
• Insurance rate analysis review
June / July / August
Finance / HR
• Finalize revenue projections
Receive Official Certificate of Estimated
Mid -September
Finance
Resources from Franklin County
Submit operating budget requests with
Department /Division
supporting documentation to the Director of
July
Directors
Finance
Finance analysis and compilation of draft
August
Finance
Annual Operating Budget
Adoption of Resolution Accepting the Amounts
and Rates As Determined By The Necessary
On or before October 1
City Council/Finance
Tax Levies and Certifying Them to The County
Auditor
Z
Function Descri tion
Tar et Date
Res onsible Par
City Manager's operating budget
September / October
City Manager/Director of
recommendations
Finance
Management presentations of Annual
Operating Budget to Administrative Committee,
September / October
Department/Division
Community Development Committee, Finance
Directors
Committee and Public Service Committee
City Council Review of the Annual Operating
October / November
City Council
Budget
Annual Operating Budget — lst reading
Early November
City Council
Annual Operating Budget — 2nd reading
Mid to late November
City Council
Submit Annual Appropriation Ordinance for
November /December
City Council
next fiscal year (two readings)
Submit approved Annual Appropriations
On or about January 1
Finance
Ordinance to County Auditor
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I
City of
blin
OHIO, USA
SUMMARY FOR ALL FUNDS
1/1/2020
Estimated
Estimated
Estimated
12/31/2020
Cash
Estimated
Advances and
Resources
Estimated
Advances and
Unencumbered
Fund
Balance
Revenue
Transfers -In
Available
Expenditures
Transfers -Out
Balance
GENERAL
$
54,404,721
$
76,613,313
$ 700,000
$ 131,718,034
$
58,388,515
$
28,250,250
$
45,079,269
SPECIAL REVENUE FUNDS
Street Maintenance and Repair
$
831,290
$
2,540,000
$ 2,250,000
$ 5,621,290
$
4,590,180
$
925,000
$
106,110
State Highway Improvement
$
612,123
$
206,100
$ -
$ 818,223
$
31,000
$
300,000
$
487,223
Recreation
$
2,138,064
$
3,900,400
$ 4,000,000
$ 10,038,464
$
8,619,455
$
700,000
$
719,009
Swimming Pool
$
183,192
$
413,000
$ 400,000
$ 996,192
$
655,605
$
100,000
$
240,587
Permissive Tax
$
182,144
$
120,000
$ -
$ 302,144
$
-
$
100,000
$
202,144
Hotel/Motel
$
3,921,119
$
4,774,500
$ -
$ 8,695,619
$
5,023,190
$
166,460
$
3,505,969
Safety
$
472,889
$
4,296,212
$ 13,580,000
$ 18,349,101
$
18,119,220
$
-
$
229,881
Law Enforcement Trust
$
95,569
$
700
$ -
$ 96,269
$
7,000
$
-
$
89,269
Mandatory Drug Fine
$
2,718
$
40
$ -
$ 2,758
$
-
$
-
$
2,758
Wireless 9-1-1 System
$
514,497
$
140,000
$ -
$ 654,497
$
46,820
$
80,000
$
527,677
Education and Enforcement
$
60,546
$
1,000
$ -
$ 61,546
$
2,420
$
-
$
59,126
Mayor's Court Computer Fund
$
44,566
$
18,500
$ -
$ 63,066
$
14,250
$
-
$
48,816
Cemetery
$
48,629
$
27,500
$ 200,000
$ 276,129
$
220,755
$
-
$
55,374
Accrued Leave Reserves
$
176,296
$
318,000
$ -
$ 494,296
$
350,000
$
-
$
144,296
Rings Unitrust
$
300,000
$
-
$ -
$ 300,000
$
-
$
-
$
300,000
DEBT SERVICE FUNDS
G.O. Debt Service
$
3,671,323
$
50,000
$ 15,709,605
$ 19,430,928
$
14,875,975
$
-
$
4,554,953
Economic Development Bond Ret
$
3
$
-
$ 2,071,160
$ 2,071,163
$
2,071,160
$
-
$
3
Special Assessment Debt Service
$
5,019
$
-
$ -
$ 5,019
$
-
$
-
$
5,019
1992 Special Assessment
$
-
$
-
$ -
$ -
$
-
$
-
$
-
2001 Special Assessment
$
151,844
$
110,000
$ -
$ 261,844
$
129,775
$
-
$
132,069
CAPITAL PROJECTS FUNDS
$
-
Capital Improvements Tax
$
16,195,834
$
28,326,925
$ 9,909,187
$ 54,431,946
$
40,206,000
$
7,857,635
$
6,368,311
Parkland Acquisition
$
1,093,156
$
819,650
$ -
$ 1,912,806
$
761,150
$
207,000
$
944,656
Capital Construction
$
53,000
$
6,200,000
$ -
$ 6,253,000
$
6,182,000
$
-
$
71,000
Recreation Capital Improvement
$
-
$
-
$ 800,000
$ 800,000
$
-
$
800,000
$
-
Woerner-Temple TIF
$
122,931
$
170,000
$ -
$ 292,931
$
3,000
$
170,000
$
119,931
Ruscilli TIF
$
717,456
$
697,000
$ -
$ 1,414,456
$
7,800
$
55,000
$
1,351,656
Pizzuti TIF
$
1,010,233
$
205,000
$ -
$ 1,215,233
$
14,000
$
64,480
$
1,136,753
Thomas/Kohler TIF
$
1,766,449
$
496,000
$ -
$ 2,262,449
$
9,000
$
1,459,715
$
793,734
McKitrick TIF
$
2,281,327
$
835,000
$ -
$ 3,116,327
$
15,000
$
1,080,320
$
2,021,007
Perimeter Center TIF
$
4,787,484
$
505,000
$ -
$ 5,292,484
$
306,200
$
-
$
4,986,284
Rings Road TIF
$
139,777
$
310,000
$ -
$ 449,777
$
5,000
$
281,185
$
163,592
Perimeter West TIF
$
503,380
$
1,400,000
$ -
$ 1,903,380
$
895,000
$
980,970
$
27,410
Upper Metro Place TIF
$
1,828,143
$
522,200
$ -
$ 2,350,343
$
6,500
$
1,958,300
$
385,543
Rings/Frantz TIF
$
4,152,751
$
397,800
$ -
$ 4,550,551
$
615,000
$
500,000
$
3,435,551
Historic Dublin TIF
$
33,702
$
73,600
$ -
$ 107,302
$
1,000
$
75,000
$
31,302
Emerald Pkwy Phase 5 TIF
$
22,106
$
-
$ -
$ 22,106
$
-
$
-
$
22,106
Emerald Pkwy Phase 8 TIF
$
1,710,354
$
-
$ -
$ 1,710,354
$
-
$
480,425
$
1,229,929
Perimeter Loop TIF
$
12,145
$
36,000
$ -
$ 48,145
$
600
$
30,000
$
17,545
Tartan West TIF Fund
$
1,887,971
$
1,235,900
$ -
$ 3,123,871
$
15,000
$
-
$
3,108,871
Shamrock Blvd. TIF Fund
$
110,451
$
50,000
$ -
$ 160,451
$
750
$
50,000
$
109,701
River Ridge TIF Fund
$
717,896
$
96,000
$ -
$ 813,896
$
1,250
$
137,480
$
675,166
Lifetime Fitness TIF
$
397,105
$
134,700
$ -
$ 531,805
$
1,750
$
-
$
530,055
COIC Improvement Fund
$
37
$
-
$ -
$ 37
$
-
$
-
$
37
Irelan Place TIF
$
21,189
$
12,000
$ -
$ 33,189
$
200
$
28,937
$
4,052
Shier Rings Road TIF
$
5,001
$
9,500
$ -
$ 14,501
$
250
$
-
$
14,251
Shamrock Crossing TIF
$
500,580
$
280,000
$ -
$ 780,580
$
4,000
$
375,000
$
401,580
Bridge and High TIF
$
409,046
$
113,000
$ -
$ 522,046
$
1,500
$
150,000
$
370,546
Dublin Methodist Hospital TIF
$
573,880
$
150,000
$ -
$ 723,880
$
2,000
$
-
$
721,880
Kroger Centre TIF
$
65,153
$
242,000
$ -
$ 307,153
$
4,000
$
-
$
303,153
Frantz/Dublin Road TIF
$
14,525
$
-
$ -
$ 14,525
$
-
$
-
$
14,525
Delta Energy TIF
$
41,390
$
24,480
$ -
$ 65,870
$
600
$
30,000
$
35,270
Bridge Street TIF
$
173,286
$
-
$ 1,400,000
$ 1,573,286
$
1,536,965
$
-
$
36,321
Vrable TIF
$
1,018,409
$
450,000
$ -
$ 1,468,409
$
5,500
$
744,085
$
718,824
West Innovation TIF
$
1,709,917
$
900,000
$ 350,000
$ 2,959,917
$
2,863,500
$
-
$
96,417
Ohio University TIF
$
13,843
$
-
$ -
$ 13,843
$
-
$
-
$
13,843
Tuller TIF
$
180,017
$
950,000
$ -
$ 1,130,017
$
11,800
$
631,550
$
486,667
Nestle TIF
$
150,964
$
27,000
$ -
$ 177,964
$
4,250
$
-
$
173,714
Bridge Park Blocks B and C TIF
$
1,233,621
$
2,432,351
$ -
$ 3,665,972
$
51,270
$
2,421,160
$
1,193,542
Innovation TIF
$
50,723
$
80,000
$ -
$ 130,723
$
9,000
$
100,000
$
21,723
Riviera TIF
$
39,627
$
200,000
$ -
$ 239,627
$
-
$
-
$
239,627
Penzone TIF
$
1,850
$
32,300
$ -
$ 34,150
$
450
$
30,000
$
3,700
H2 Hotel TIF
$
279,048
$
280,000
$ -
$ 559,048
$
20,000
$
250,000
$
289,048
Bridge Park Block ZTIF
$
-
$
70,000
$ -
$ 70,000
$
70,000
$
-
$
-
Bridge Park Block A TIF
$
-
$
600,000
$ -
$ 600,000
$
600,000
$
-
$
-
Bridge Park Incentive District TIF
$
-
$
12,000
$ -
$ 12,000
$
12,000
$
-
$
-
SUMMARY FOR ALL FUNDS
1/1/2020
Estimated
Estimated
Estimated
12/31/2020
Cash
Estimated
Advances and
Resources
Estimated
Advances and
Unencumbered
Fund
Balance
Revenue
Transfers -In
Available
Expenditures
Transfers -Out
Balance
PERMENENT IMPROVEMENT FUNDS
$
-
Cemetery Perpetual Care
$
1,476,104
$
30,000
$
-
$ 1,506,104
$ -
$ -
$
1,506,104
ENTERPRISE FUNDS
$
-
Water
$
11,195,561
$
1,222,500
$
-
$ 12,418,061
$ 2,233,260
$ -
$
10,184,801
Sewer
$
4,389,570
$
2,530,000
$
200,000
$ 7,119,570
$ 3,219,065
$ -
$
3,900,505
Sewer Construction Fund
$
183,213
$
6,095,000
$
-
$ 6,278,213
$ 6,090,000
$ -
$
188,213
Merchandising
$
34,037
$
-
$
-
$ 34,037
$ -
$ -
$
34,037
INTERNAL SERVICE FUNDS
$
-
Employee Benefits Self -Insurance
$
3,194,988
$
8,772,381
$
-
$ 11,967,369
$ 8,978,440
$ -
$
2,988,929
Workers' Compensation Self -Insurance
$
219,710
$
101,000
$
-
$ 320,710
$ 301,250
$ -
$
19,460
FIDUCIARY FUNDS
$
-
Trust and Agency
$
508,001
$
1,319,200
$
-
$ 1,827,201
$ 1,317,350
$ -
$
509,851
Convention and Visitor's Bureau
$
130,017
$
1,295,000
$
-
$ 1,425,017
$ 1,200,000
$ -
$
225,017
COIRS
$
381,611
$
326,100
$
-
$ 707,711
$ 317,500
$ -
$
390,211
PACE
$
-
$
254,745
$
-
$ 254,745
$ 254,745
$ -
$
Totals
$
135,555,121
$
164,850,597
$
51,569,952
$ 351,975,670
$ 191,300,215
$ 51,569,952
$
109,105,502
4City of
Dublin
OHIO, USA
CITY OF DUBLIN 12020 OPERATING BUDGET
REVENUE PROJECTIONS
THIS PAGE INTENTIONALLY LEFT BLANK
I
City of
blin
OHIO, USA
77
REVENUE PROJECTIONS FOR 2020
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.
Total Operating Revenues
$100
C
0 $95
$85
$80
$75
$7o f ��
$65
$60
$55
$50
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2016 2019 2020
Budqeted Revenue —Actual Revenue
As seen in the following chart, income tax collections make up the largest piece of the pie. The
2020 projected operating revenue totals $92.9mm, with revenue from other sources projected to
total $25,966,900.
Operating Revenue - $92,931,265
Represents a 7.0% increase over the 2019 Operating Budget
4°i° %
4%gj
4%
3% j0
0%
■ Income Tax
■ Property Taxes
.Other Taxes
■ Intergovernmental Revenue
.Charges for Services
r Fines, Licenses & Permits
■ Interest Income
■Other Miscellaneous Revenue
This section provides projections for the key revenue sources of the City for 2020. The information
provides actual information for 2016 through 2018, estimates for 2019, and projections for 2020
and 2021.
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.
Income tax revenues are the City's largest revenue source. In 2019, income tax revenues are
estimated to comprise approximately 88% of General Fund operating revenues (not including
transfers/advances). Total income tax collections for 2020 in both the General Fund and the Capital
Improvements Tax Fund is projected to be $89,285,700 which represents 58% of all revenues
projected for 2020 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. The original projection made in 2018 for the 2019 income tax projection was adjusted upward
2.5% in mid -year based on actual income tax collections. Currently, 2020 income tax collections
are projected to increase 2%, with a 1% annual increase for years 2021 through 2024. These
estimates are consistent with projections utilized in the 2020 — 2024 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. The 2019 income tax projection reflected a 1.2% decrease over the 2018 revised
Income Tax Distribution — Projected 2020
75% to General Fund
$66,964,275
(Included as operating
Income Tax
revenue)
Projected for 2020
25% to Capital
$89,285,700
Improvements Tax Fund
$22,321,425
(Excluded from operating
revenue)
Income Taxes
(General Fund Collections)
2016
$67,485,222
2017
65,630,150
2018
66,090,159
2019
65,651,250
2020
66,964,275
2021
67,633,918
Income tax revenues are the City's largest revenue source. In 2019, income tax revenues are
estimated to comprise approximately 88% of General Fund operating revenues (not including
transfers/advances). Total income tax collections for 2020 in both the General Fund and the Capital
Improvements Tax Fund is projected to be $89,285,700 which represents 58% of all revenues
projected for 2020 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. The original projection made in 2018 for the 2019 income tax projection was adjusted upward
2.5% in mid -year based on actual income tax collections. Currently, 2020 income tax collections
are projected to increase 2%, with a 1% annual increase for years 2021 through 2024. These
estimates are consistent with projections utilized in the 2020 — 2024 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. The 2019 income tax projection reflected a 1.2% decrease over the 2018 revised
estimate, taking into consideration the growth that has occurred in withholding from our existing
businesses, while recognizing the continued loss of revenue from the move of Nationwide Mutual
Insurance Company from the City. Additionally, staff has factored in a reduction in revenue from
The Wendy's Company, which announced in May 2017 that costs at their Dublin headquarters would
be reduced, impacting employment.
The following chart reflects statistical data about the total actual income tax collected for years 2000
through 2018.
• 15 -year average growth: 3.7%
• 10 -year average growth: 2.4%
• 5 -year average growth: 1.5%
• Largest decrease: 2009 at 6.1%
• Largest increase: 2001 at 11.4%
Certainly, income tax projections fluctuate from year-to-year. Should information become available
that would imply an increase (or decrease) in the projection is warranted, provisions would be made
to allow for the adjustments.
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
Income Tax Receipts
%Change over VY
2000
$
43,825,247
8.3%
2001
$
48,826,163
11.4%
2002
$
50,156,963
2.7%
2003
$
51,870,173
3.4%
2004
$
53,106,978
2.4%
2005
$
57,987,883
9.2%
2006
$
64,217,598
10.7%
2007
$
67,232,642
4.7%
2008
$
70,219,039
4.4%
2009
$
65,907,593
-6.1%
2010
$
68,848,526
4.5%
IDSL
$
71,619,257
4.0%
2012
$
75,430,513
5.3%
2013
$
82,105,369
8.8%
2014
$
88,068,530
7.3% Loss of Vwmn 2012-2016
2015
$
87,784,862
0.3% Loss of Nationwide 2016-2018
2016
$
89,980,298
2.5% Loss of Chase 2016-2017
2017
$
87,506,868
-2]%
M18
$
88,120,215
OJ%
• 15 -year average growth: 3.7%
• 10 -year average growth: 2.4%
• 5 -year average growth: 1.5%
• Largest decrease: 2009 at 6.1%
• Largest increase: 2001 at 11.4%
Certainly, income tax projections fluctuate from year-to-year. Should information become available
that would imply an increase (or decrease) in the projection is warranted, provisions would be made
to allow for the adjustments.
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
281,510
2020
256,252
2021
256,252
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
2,871,650
2020
3,014,400
2021
3,014,400
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.
Special Revenue Funds
Motor Vehicle License Taxes and Gasoline Taxes
2016
$1,866,982
2017
1,874,512
2018
1,904,851
2019
1,711,140
2020
2,689,100
2021
2,689,100
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 is expected
to provide a significant increase in tax for the City.
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
3,907,900
2020
3,900,400
2021
3,900,400
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 14 hotels/motels. As part of the 2016 Operating Budget, Dublin City Council
approved an increase to the percentage of bed tax revenues that 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 DCVB.
2016
$2,047,945
2017
2,078,248
2018
2,217,172
2019
2,500,000
2020
2,400,000
2021
2,400,000
The City, the DCVB, 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 dispatches for Dublin, Hilliard and 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
will come on -board in mid -2020.
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
3,471,912
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
21,833, 750
2020
22,321,425
2021
22, 544,639
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
2016
$3,194,679
2017
3,239,582
2018
3,541,493
2019
3,470,150
2020
3,475,151
2021
3,475,151
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 2020 — 2024 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.
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.
Enterprise Funds
Water and Sanitary Sewer Surcharges
2016
$2,802,846
2017
2,676,266
2018
2,973,011
2019
2,332,460
2020
2,455,000
2021
2,455,000
The user fees provide the funding for ongoing maintenance of the water and sewer systems.
Increasing maintenance needs within the sewer system have necessitated an increase in the
surcharge over the past few years. In 2015, a $0.25/MCF increase in the sewer surcharge was
approved while the water surcharge remained unchanged. Considering existing fund balances as
well as operational and capital needs within the funds, a $0.25/MCF increase in the sewer surcharge
was approved for 2016 and 2017, while a $0.50/MCF increase was approved for 2018.
It has become apparent that due to the extensive capital needs, particularly in the sewer system,
the water and sewer surcharges need to be further analyzed to ensure the rates established in the
long term are sufficient to fund the future operational and capital needs of both systems. This
analysis is underway in 2019 with future changes in the surcharges expected based upon the results
of this analysis.
Water and Sanitary Sewer Tan Fees (Capacity Charges)
2016
$2,008,393
2017
1,542,532
2018
1,281,411
2019
770,000
2020
975,000
2021
975,000
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 2018 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.
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
2020, the year will end with a fund balance of 52.9%, 2.9% in excess of the 50% reserve policy.
The decrease in the fund balance in 2015 — 2019 can be attributed to large land acquisitions included
at year-end 2018, and the annual transfer to the Capital Improvements Tax Fund (2017 and 2018).
The projected decline in fund balance for 2020 is the result of the 2020-2024 CIP, which allocated
$6.5mm for the Shier -Rings Road Realignment — Avery to Eiterman Road project. This
investment in capital infrastructure is related to the economic development agreement with The
Ohio State University. If this project is removed, the percentage rises to 67.4%.
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
(17%). The City's Fund Balance far exceeds this recommendation.
General Fund Balance
Year -End Balance Expenditures Percent
2011
$45,001,134
$54,349,386
82.8%
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
83.3%
2017
$60,125,537
$69,831,134
86.1%
2018
$57,212,737
$76,806,088
74.4%
2019 Estimate
$54,404,721
$74,402,826
73.1%
2020 Proposed
$45,079,269
$85,238,765
52.9%
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.
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City of
Dublin
OHIO, USA
GENERAL FUND
SPECIAL REVENUE FUNDS
Street Maintenance and Repair
State Highway Improvements
Recreation
Swimming Pool
Permissive Tax
Hotel/Motel Tax
Safety
Law Enforcement Trust
Mandatory Drug Fine
Wireless 9-1-1 System
Enforcement and Education
Mayor's Court Computer
Cemetery
Accrued Leave Reserves
Rings Unitrust
Revenue Comparisons - All Funds
2016 2017 2018 2019 2020
Actual Actual Actual Estimate Budget
$ 85,654,347 $ 104,629,432 $ 94,498,288 $ 76,572,545 $ 77,313,313
3,238,402
2,541,027
3,274,228
3,852,000
141,950
140,588
142,864
129,700
7,298,600
6,612,477
7,626,922
7,907,900
831,699
861,413
798,118
966,000
2,914,706
121,302
126,373
112,000
4,343,528
4,563,498
4,714,868
4,799,500
12,882,342
13,010,158
15,268,193
15,938,633
232
67,240
3,009
700
30
40
54
40
135,244
439,777
143,302
138,200
1,935
2,132
3,430
1,000
25,145
24,364
21,097
18,500
162,556
129,503
173,366
212,070
146,272
184,371
96,703
307,522
-
150,000
150,000
-
4,790,000
206,100
7,900,400
813,000
120,000
4,774,500
17,876,212
700
40
140,000
1,000
18,500
227,500
318,000
DEBT SERVICE FUNDS
General Obligation Bond Retirement
9,129,367
12,544,789
14,192,082
12,372,415
15,709,605
Economic Development Bond Retirement
215,140
1,003,345
1,690,908
2,070,906
2,071,160
Special Assessment Bond Retirement
897
804
1,789
-
-
1992 Special Assessment Bond Retirement
17
7
-
-
-
2001 Special Assessment Bond Retirement
124,720
119,767
111,406
110,000
110,000
CAPITAL PROJECTS FUNDS
Capital Improvements Tax
26,921,306
32,239,915
34,485,240
30,113,750
38,236,112
Parkland Acquisition
763,262
770,738
845,545
809,150
819,650
Capital Improvement Construction
20,856,867
59,007,076
42,710,029
11,100,000
6,200,000
Recreation Capital Improvement
-
-
-
-
800,000
Woerner-Temple TIF
439,984
509,785
475,785
500,000
170,700
Ruscilli TIF
256,842
501,251
515,821
510,300
697,000
Pizzuti TIF
218,242
218,743
166,836
165,000
205,000
Thomas/Kohler TIF
646,833
613,343
759,258
700,000
496,000
McKitrick TIF
1,687,804
1,144,647
870,190
795,000
835,000
Perimeter Center TIF
506,398
524,687
529,496
289,000
505,000
Rings Road TIF
210,102
311,959
315,771
310,000
310,000
Perimeter West TIF
1,422,809
1,725,746
1,718,929
1,600,000
1,400,000
Upper Metro Place TIF
18,842,006
6,627,058
2,198,236
530,000
522,200
Rings/Frantz TIF
418,681
418,934
440,846
415,000
397,800
Historic Dublin Parking TIF
68,601
68,661
69,759
68,000
73,600
Emerald Pkwy Phase 8 TIF
-
-
-
-
-
Perimeter Loop TIF
36,527
36,306
36,443
36,000
36,000
Tartan West TIF Fund
910,076
1,420,959
1,152,412
1,130,000
1,235,900
Shamrock Boulevard TIF Fund
48,523
47,247
53,652
50,000
50,000
River Ridge TIF
97,063
97,029
96,844
96,000
96,000
Lifetime Fitness TIF
1,203,778
141,934
134,762
140,000
134,700
COIC Improvement Fund
-
-
-
-
-
Irelan Place TIF
4,202
4,204
12,596
12,000
12,000
Shier Rings Road TIF
13,040
19,963
9,592
9,000
9,500
Shamrock Crossing TIF Fund
193,420
334,404
280,670
280,000
280,000
Bridge and High TIF Fund
113,764
113,862
106,675
113,000
113,000
Dublin Methodist Hospital TIF Fund
151,848
75,970
238,487
150,000
150,000
Kroger Centre TIF
297,641
247,832
252,356
240,700
242,000
Revenue Comparisons - All Funds
FIDUCIARY FUNDS
2016
2017
2018
2019
2020
Convention and Visitors' Bureau
Actual
Actual
Actual
Estimate
Budget
Other Agency
1,513,265
3,359,234
1,885,496
Frantz/Dublin Road TIF
200,000
-
-
-
-
Delta Energy TIF
34,400
34,420
24,487
-
24,480
Bridge Street TIF
5,000,000
1,928,296
1,758,406
1,800,000
1,400,000
Vrable TIF
2,776,813
495,043
459,101
450,000
450,000
West Innovation TIF
1,753,282
294,666
483,283
480,000
1,250,000
Ohio University TIF
168,000
-
-
-
-
Tuller TIF
14,220,000
2,321,842
-
950,000
950,000
Nestle TIF
39,987
40,712
25,972
27,000
27,000
Bridge Park Blocks B & C TIF
-
-
830,831
2,432,351
2,432,351
Innovation TIF
4
84,077
32,159
80,000
80,000
Riviera TIF
9,000
17,200
2,300,000
300,000
200,000
Penzone TIF
-
-
-
82,300
82,300
H2 Hotel TIF
-
-
-
429,000
280,000
Bridge Park TIF Block
-
-
-
84,720
70,000
Bridge Park TIF Block
-
-
-
759,310
600,000
Bridge Park Incentive District
-
-
-
24,260
12,000
PERMENANT FUNDS
Cemetery Perpetual Care
67,167
42,039
44,231
21,500
30,000
ENTERPRISE FUNDS
Water
1,933,691
1,706,762
1,602,592
1,462,500
1,222,500
Water Tower Construction Fund
-
-
-
-
-
Sewer
3,092,782
3,512,677
4,393,371
2,510,000
2,730,000
Sewer Construction Fund
1,449
1,380,000
1,358,543
3,070,000
6,095,000
Merchandising
3,241
562
-
-
-
INTERNAL SERVICE FUNDS
Employee Benefits Self -Insurance
6,984,960
7,606,049
8,345,270
7,786,078
8,772,381
Worker's Compensation
107,207
5,613
5,083
101,000
101,000
FIDUCIARY FUNDS
Convention and Visitors' Bureau
1,077,644
1,119,057
1,193,862
1,346,150
1,295,000
Other Agency
1,513,265
3,359,234
1,885,496
1,304,200
1,319,200
COIRS
238,261
1,021,316
330,625
326,100
326,100
Property Assessed Clean Energy (PACE)
-
-
52,805
254,745
254,745
SUBTOTAL
242,797,897
279,337,849
256,639,349
201,752,745
216,421,249
Less:
Transfers & Advances
(74,149,184)
(96,502,278)
(84,155,455)
(41,311,821)
(51,569,952)
TOTAL REVENUE
$ 168,648,713
$ 182,835,571
$ 172,483,894
$ 160,440,924
$ 164,851,297
Revenue Comparison - General Fund
2016 2017 2018 2019 2020
Actual Actual Actual Estimate Budget
TAXES
Income Taxes $67,485,222 $ 65,630,150 $66,090,159 $65,651,250 $ 66,964,275
INTERGOVERNMENTAL REVENUE
359,450
324,052
304,210
310,000
310,000
Local Government
322,332
293,943
232,870
215,220
458,638
Estate Taxes
369
-
-
-
-
Cigarette Taxes
448
535
522
425
500
Liquor and Beer Permits
63,866
68,334
75,177
60,000
70,000
Grants -State & Federal
548
-
47,897
-
-
Other
11,870
7,336
8,756
10,000
10,000
CHARGES FOR SERVICES
General Fees and Charges
75,567
201,122
306,132
291,000
257,500
Sale of Fuel
687,533
980,740
850,949
750,000
800,000
Vehicle Maintenance Services
59,515
86,099
30,447
40,000
25,000
FINES,LICENSES AND PERMITS
Fines and Forfeitures
359,450
324,052
304,210
310,000
310,000
Licenses and Permits
3,736,117
3,969,229
3,979,485
2,881,650
3,014,400
OTHER REVENUES
Interest Income
609,639
812,125
941,042
900,000
1,100,000
Other
568,445
477,267
606,740
3,303,000
3,603,000
NONOPERATING REVENUE
Transfers/Advances 11,673,427 31,778,500 21,023,902 2,160,000 700,000
TOTAL GENERAL FUND REVENUE $85,654,347 $104,629,432 $94,498,288 $76,572,545 $ 77,313,313
GENERALFUND
City Council/Boards & Commissions
City Manager
Miscellaneous
Human Resources
Communications and Public Information
Legal Services
Information Technology
Court Services
Records Management
Finance
Office of the Director
Transfers/Advances
Miscellaneous
Taxation
Public Works
Office of the Director
Solid Waste Management
Fleet Management
Engineering
Miscellaneous
Facilities Management
Development
Office of the Director
Planning
Economic Development
Building Standards
Parks and Recreation
Office of the Director
Park Operations
Horticulture
Forestry
Outreach and Engagement
Recap of 2020 Requests
Total Budget Total Budget Total
Budget By Fund By Fund Type Total
$823,960
1,370,500
2,434,825
2,190,825
1,975,675
1,950,000
6,088,430
430,605
184,765
1,789,390
28,250,250
717,110
3,873,345
777,265
3,687,345
3,577,420
4,213,840
365,875
3,041,425
333,890
2,516,645
3,867,255
2,108,125
2,314,900
4,662,480
1,409,510
1,143,130
539,980
86,638,765 $86,638,765
SPECIAL REVENUE FUNDS
Street Maintenance and Repair Fund
Street & Utilities Operations
4,142,180
Engineering
448,000
Transfers/Advances
925,000
5,515,180
State Highway Improvements Fund
Transfers/Advances
300,000
Engineering
31,000
331,000
Recreation Fund
Community Recreation Center - Facilities
1,528,495
Recreation
2,955,545
Community Recreation Center (DCRC)
3,986,640
Community Events - Recreation
148,775
Transfers/Advances
700,000
9,319,455
Swimming Pool Fund
Dublin Municipal Pools
755,605
755,605
Permissive Tax Fund
100,000
100,000
Hotel/Motel Tax Fund
Parks & Recreation
169,545
Events Administration
3,729,745
Taxation
1,123,900
Transfers/Advances
166,460
5,189,650
Safety Fund
Finance Misc - Contractual Service
18,000
Police
13,733,745
Communication
4,367,475
18,119,220
Recap of 2020 Requests
Total Budget Total Budget Total
Budget By Fund By Fund Type Total
SPECIAL REVENUE FUNDS (Continued)
Education and Enforcement Fund
Police
7,000
7,000
Wireless 9-1-1 System
Police
126,820
126,820
Law Enforcement Trust Fund
Police
2,420
2,420
Mayor's Court Computer Fund
Court Services
14,250
14,250
Cemetery Fund
Cemetery
220,755
220,755
Accrued Leave Reserve Fund
Finance
350,000
350,000
40,051,355
DEBT SERVICE FUNDS
General Obligation Debt Service Fund
14,875,975
Economic Development Bond Retirement
2,071,160
Special Assessment Bond Retirement Fund
129,775
17,076,910
CAPITAL PROJECTS FUNDS
Capital Improvements Tax Fund
48,063,635
Parkland Acquisition Fund
968,150
Capital Construction Fund
6,182,000
Transfers/Advances
800,000
TIF Funds
19,177,742
75,191,527
ENTERPRISE FUNDS
Water Fund
Finance
293,640
Street & Utilities Operations
496,535
Engineering
1,443,085
2,233,260
Sewer Fund
Finance
1,199,225
Street & Utilities Operations
1,087,340
IT - Capital
15,000
Engineering
917,500
3,219,065
Sewer Construction Fund
6,090,000
11,542,325
INTERNAL SERVICE FUNDS
Employee Benefits Self -Insurance Fund
8,978,440
Workers' Comp. Self -Insurance Fund
301,250
9,279,690
TRUST AND AGENGY FUNDS
Agency Fund
1,317,350
Convention & Visitors' Bureau Fund
1,200,000
COIRS
317,500
PACE
254,745
3,089,595
RECAP:
Total Amount Budgeted
242,870,167
Less:
Transfers / Advances
(51,569,952)
Total Expenditures
191,300,215
$242,870,167
GENERAL FUND
City Council
Boards & Commissions
Expenditure and Budget Summary - General Fund
2018 2019 2020
Actual Budget Budget
$656,082 $ 730,290 $ 782,485
11,623 41,475 41,475
City Manager
1,199,147
1,186,345
1,370,500
Miscellaneous
6,779,708
2,191,965
2,434,825
Human Resources
1,815,252
2,020,960
2,190,825
Communications and Public Information
1,650,305
1,880,190
1,975,675
Legal Services
1,814,093
1,950,000
1,950,000
Information Technology
4,702,984
5,494,880
6,088,430
Court Services
364,682
408,295
430,605
Records Management
152,332
169,805
184,765
Finance
Office of the Director - Fiscal Administration
1,572,611
1,701,100
1,789,390
Transfers/Advances
43,798,050
19,810,000
28,250,250
Miscellaneous
498,201
981,040
717,110
Taxation
3,691,747
3,863,630
3,873,345
Public Works
Office of the Director
603,109
820,200
777,265
Solid Waste Management
3,180,563
3,542,030
3,687,345
Fleet Management
2,883,022
3,445,425
3,577,420
Engineering
3,199,929
3,926,970
4,213,840
Miscellaneous
209,488
360,000
365,875
Facilities Management
2,498,991
2,919,340
3,041,425
Development
Office of the Director
298,225
320,895
333,890
Planning
2,091,509
2,426,580
2,516,645
Economic Development
2,575,362
3,467,870
3,867,255
Building Standards
1,701,536
1,925,150
2,108,125
Parks and Recreation
Office of the Director
430,233
1,861,145
2,314,900
Parks Operations
5,254,813
4,586,750
4,662,480
Horticulture
1,120,693
1,255,010
1,409, 510
Forestry
867,722
1,048,145
1,143,130
Outreach and Engagement
323,845
379,070
539,980
$ 95,945,857
$ 74,714,555 $
86,638,765
Fund
Estimated revenues:
Income taxes
Property taxes
Hotel/Motel taxes
Intergovernmental revenue
Charges for services
Fines, licenses and permits
Interest income
Miscellaneous
Total estimated revenues
Estimated expenditures:
Personal services
Other expenses
Capital outlay
Total estimated expenditures
Excess of revenues
over expenditures
Other financing sources:
Transfers in
Transfers out
Advancesin
Advances out
Total other financing sources
Net change in fund balance
Estimated fund balance, January 1
Estimated fund balance, December 31
Percentage Change in Fund Balance
Revenue and Expenditure Summary
(Excludes TIF Funds and Construction Funds)
Notes:
1 - Projected decrease in fund balance is due to planned capital expenditures transfer of
$6.5mm to the Capital Improvements Tax Fund for the Shier Rings Road
realignment project; $1.2mm associated with salaries and benefits for the 27th
pay in 2020: and general increase in operating expenditures.
2 - Projected decrease in fund balance is due to transfer -out of gasoline tax increase to
the Capital Improvements Tax Fund.
3 - Projected decrease in fund balance is due to transfer -out of fees to the new Capital
Improvements Tax Fund - Recreation projects, along with general operating increases.
4 - Projected decrease in fund balance is due to increases in personal service costs.
5 - The City's North Pool will be renovated in 2020 and closed for the season. Therefore, it
is difficult to predict the impact to revenue collections, and operating transfers needed.
6 - Projected decrease in fund balance is due to increase in capital projects in the
2020-2024 Capital Improvements Program.
7 - 2019 through 2020 is projected to be heavy -use years for Workers' Compensation due
to claims fled towards the end of 2019.
Street
General
Maintenance
State Highway
Cemetery
Recreation
$
66,964,275
$
-
$
-
$
-
$
-
539,138
2,483,000
206,100
-
-
1,082,500
35,500
-
27,000
3,854,000
3,324,400
-
-
-
-
1,100,000
20,000
-
500
40,000
3,603,000
1,500
-
-
6,400
$
76,613,313
$
2,540,000
$
206,100
$
27,500
$
3,900,400
28,854,930
2,829,250
-
161,155
5,660,380
27,907,825
1,728,130
31,000
44,600
2,595,430
1,625,760
32,800
-
15,000
363,645
$
58,388,515
$
4,590,180
$
31,000
$
220,755
$
8,619,455
$
18,224,798
$
(2,050,180)
$
175,100
$
(193,255)
$
(4,719,055)
500,000
2,250,000
-
200,000
4,000,000
(26,850,250)
-
(100,000)
-
(700,000)
200,000
-
-
-
-
(1,400,000)
(925,000)
(200,000)
-
-
$
(27,550,250)
$
1,325,000
$
(300,000)
$
200,000
$
3,300,000
$
(9,325,452)
$
(725,180)
$
(124,900)
$
6,745
$
(1,419,055)
$
54,404,721
$
831,290
$
612,123
$
48,629
$
2,138,064
$
45,079,269
$
106,110
$
487,223
$
55,374
$
719,009
-17.14%
-87%
-20%
14%
-66%
(Note 1)
(Note 2)
(Note 2)
(Note 3)
Notes:
1 - Projected decrease in fund balance is due to planned capital expenditures transfer of
$6.5mm to the Capital Improvements Tax Fund for the Shier Rings Road
realignment project; $1.2mm associated with salaries and benefits for the 27th
pay in 2020: and general increase in operating expenditures.
2 - Projected decrease in fund balance is due to transfer -out of gasoline tax increase to
the Capital Improvements Tax Fund.
3 - Projected decrease in fund balance is due to transfer -out of fees to the new Capital
Improvements Tax Fund - Recreation projects, along with general operating increases.
4 - Projected decrease in fund balance is due to increases in personal service costs.
5 - The City's North Pool will be renovated in 2020 and closed for the season. Therefore, it
is difficult to predict the impact to revenue collections, and operating transfers needed.
6 - Projected decrease in fund balance is due to increase in capital projects in the
2020-2024 Capital Improvements Program.
7 - 2019 through 2020 is projected to be heavy -use years for Workers' Compensation due
to claims fled towards the end of 2019.
Revenue and Expenditure Summary
(Excludes TIF Funds and Construction Funds)
Total estimated revenues
$
Permissive
Hotel/Motel
Fund
Safety
Pool Tax
Tax
Estimated revenues:
Estimated expenditures:
Income taxes
$ - $
- $ -
$ -
Property taxes
458,300
- -
-
Hotel/Motel taxes
-
- -
2,400,000
Intergovernmental revenue
64,000
- 100,000
-
Charges for services
3,768,912
410,500 -
1,714,500
Fines, licenses and permits
-
- -
210,000
Interest income
5,000
2,500 20,000
70,000
Miscellaneous
-
- -
380.000
Total estimated revenues
$
4,296,212
$
413,000
$
120,000
$
4,774,500
Estimated expenditures:
Personal services
17,535,200
411,210
-
966,075
Other expenses
560,395
229,815
-
4,027,115
Capital outlay
23,625
14,580
-
30,000
Total estimated expenditures
$
18,119,220
$
655,605
$
-
$
5,023,190
Excess of revenues
over expenditures
$
(13,823,008)
$
(242,605)
$
120,000
$
(248,690)
Other financing sources:
Transfers in
13,580,000
400,000
-
-
Transfers out
-
(100,000)
-
(166,460)
Advancesin
-
-
-
-
Advances out
-
-
(100,000)
-
Total other financing sources
$
13,580,000
$
300,000
$
(100,000)
$
(166,460)
Net change in fund balance
$
(243,008)
$
57,395
$
20,000
$
(415,150)
Estimated fund balance, January 1
$
472,889
$
183,192
$
182,144
$
3,921,119
Estimated fund balance, December 31
$
229,881
$
240,587
$
202,144
$
3,505,969
Percentage Change in Fund Balance
-51%
31%
11%
-11%
(Note 4)
(Note 5)
Fund
Estimated revenues:
Income taxes
Property taxes
Hotel/Motel taxes
Intergovernmental revenue
Charges for services
Fines, licenses and permits
Interest income
Miscellaneous
Total estimated revenues
Estimated expenditures:
Personal services
Other expenses
Capital outlay
Total estimated expenditures
Excess of revenues
over expenditures
Other financing sources:
Transfers in
Transfers out
Advances in
Advances out
Total other financing sources
Net change in fund balance
Estimated fund balance, January 1
Estimated fund balance, December 31
Percentage Change in Fund Balance
Revenue and Expenditure Summary
(Excludes TIF Funds and Construction Funds)
Enforcement & Law Mandatory Drug Mayors Court
Education Enforcement Fine Computer
- - - 18,000
1,000 700 40 500
$ 1,000 $ 700 $ 40 $ 18,500
2,420 - - 1,750
- - 4,500
- 7,000 - 8,000
$ 2,420 $ 7,000 $ - $ 14,250
$ (1,420) $ (6,300) $ 40 $ 4,250
$
(1,420)
$
(6,300)
$
40
$
4,250
$
60,546
$
95,569
$
2,718
$
44,566
$
59,126
$
89,269
$
2,758
$
48,816
-2%
-7%
1%
10%
Revenue and Expenditure Summary
(Excludes TIF Funds and Construction Funds)
Fund
$ 176,296 $
Accrued Leave
Rings Unitrust
3,828,189
Wireless 911
$ 144,296 $
Debt Service
Estimated revenues:
4,692,044
Percentage Change in Fund Balance
-18%
Income taxes
$
-
$ -
$
-
$
-
Property taxes
-
-
-
-
Hotel/Motel taxes
-
-
-
Intergovernmental revenue
-
-
130,000
-
Charges for services
313,000
-
-
-
Fines, licenses and permits
-
-
-
-
Interest income
5,000
-
10,000
50,000
Miscellaneous
-
-
-
110,000
Total estimated revenues
$
318,000
$ -
$
140,000
$
160,000
Estimated expenditures:
Personal services
350,000
-
-
-
Other expenses
-
-
46,820
17,076,910
Capital outlay
-
-
-
-
Total estimated expenditures
$
350,000
$ -
$
46,820
$
17,076,910
Excess of revenues
over expenditures
$
(32,000)
$ -
$
93,180
$
(16,916,910)
Other financing sources:
Transfers in
-
-
-
17,780,765
Transfers out
-
-
(80,000)
-
Advancesin
-
-
-
-
Advances out
-
-
-
-
Total other financing sources $ - $ - $ (80,000) $ 17,780,765
Net change in fund balance $ (32,000) $ - $ 13,180 $ 863,855
Estimated fund balance, January 1
$ 176,296 $
300,000 $
514,497 $
3,828,189
Estimated fund balance, December 31
$ 144,296 $
300,000 $
527,677 $
4,692,044
Percentage Change in Fund Balance
-18%
0%
3%
23%
Fund
Estimated revenues:
Income taxes
Property taxes
Hotel/Motel taxes
Intergovernmental revenue
Charges for services
Fines, licenses and permits
Interest income
Miscellaneous
Total estimated revenues
Estimated expenditures:
Personal services
Other expenses
Capital outlay
Total estimated expenditures
Excess of revenues
over expenditures
Other financing sources:
Transfers in
Transfers out
Advancesin
Advances out
Total other financing sources
Net change in fund balance
Estimated fund balance, January 1
Estimated fund balance, December 31
Percentage Change in Fund Balance
Revenue and Expenditure Summary
(Excludes TIF Funds and Construction Funds)
Capital Parkland Cemetery
Improvements Acquisition Perpetual Care Water
$ 22,321,425 $ - $ - $ -
2,781,500 693,650 - -
299,000 126,000 - -
- - - 1,000,000
- - 2,500
225,000 - 30,000 220,000
2,700,000 - -
$ 28,326,925 $ 819,650 $ 30,000 $ 1,222,500
-
-
-
324,560
46,000
11,150
-
927,200
40,160,000
750,000
-
981,500
$
40,206,000
$
761,150
$
-
$
2,233,260
$
(11,879,075)
$
58,500
$
30,000
$
(1,010,760)
7,600,250
-
-
(7,507,635)
(207,000)
-
-
2,308,937
-
-
-
(350,000)
-
-
-
$
2,051,552
$
(207,000)
$
-
$
-
$
(9,827,523)
$
(148,500)
$
30,000
$
(1,010,760)
$
16,195,834
$
1,093,156
$
1,476,104
$
11,195,561
$
6,368,311
$
944,656
$
1,506,104
$
10,184,801
-61%
-14%
2%
-9%
(Note 6)
Fund
Estimated revenues:
Income taxes
Property taxes
Hotel/Motel taxes
Intergovernmental revenue
Charges for services
Fines, licenses and permits
Interest income
Miscellaneous
Total estimated revenues
Estimated expenditures:
Personal services
Other expenses
Capital outlay
Total estimated expenditures
Excess of revenues
over expenditures
Other financing sources:
Transfers in
Transfers out
Advancesin
Advances out
Total other financing sources
Net change in fund balance
Estimated fund balance, January 1
Estimated fund balance, December 31
Percentage Change in Fund Balance
Revenue and Expenditure Summary
(Excludes TIF Funds and Construction Funds)
Workers
Sewer Merchandising Employee Benefits Compensation
2,430,000 - 8,712,381 100,000
100,000 - 60,000 1,000
$ 2,530,000 $ - $ 8,772,381 $ 101,000
1,014,800 - 106,255 -
1,848,395 - 8,872,185 301,250
ass a7n - -
$ 3,219,065 $ - $ 8,978,440 $ 301,250
$ (689,065) $ - $ (206,059) $ (200,250)
200,000 - - -
$
200,000
$
- $
-
$
-
$
(489,065)
$
- $
(206,059)
$
(200,250)
$
4,389,570
$
34,037 $
3,194,988
$
219,710
$
3,900,505
$
34,037 $
2,988,929
$
19,460
-11%
0%
-6%
-91%
(Note 7)
Revenue and Expenditure Summary
(Excludes TIF Funds and Construction Funds)
Fund
Fiduciary
46,511,015 *
Total
Estimated revenues:
-
(35,711,345) *
Advances in
Income taxes
$
-
$
89,285,700
Property taxes
Total other financing sources
-
- $
3,933,450
Hotel/Motel taxes
$
1,295,000
3,695,000
Intergovernmental revenue
1,019,629
Estimated fund balance, December 31
3,947,238
Charges for services
572,245
24,020,538
Fines, licenses and permits
-
3,554,900
Interest income
8,600
1,969,840
Miscellaneous
1,319,200
8,120,100
Total estimated revenues
$
3,195,045
$
138,526,766
Estimated expenditures:
Personal services
-
58,217,985
Other expenses
3,089,595
69,348,315
Capital outlay
-
44,367,780
Total estimated expenditures
$
3,089,595
$
171,934,080
Excess of revenues
over expenditures
$
105,450
$
(33,407,314)
Other financing sources
Transfers in
-
46,511,015 *
Transfers out
-
(35,711,345) *
Advances in
-
2,508,937 *
Advances out
-
(2,975,000) *
Total other financing sources
$
- $
10,333,607
Net change in fund balance
$
105,450
Estimated fund balance, January 1
$
1,019,629
Estimated fund balance, December 31
$
1,125,079
Percentage Change in Fund Balance
10%
* Please Note: Given that TIF Funds are excluded from the Revenue and
Expenditure Summary, the total of 'Transfers In' will not equal the total
of 'Transfers Out' nor will the Advances In' equal the Advances Out.'
Fund
Estimated revenues:
Income taxes
Property taxes
Hotel/Motel taxes
Intergovernmental revenue
Charges for services
Fines, licenses and permits
Interest income
Miscellaneous
Total estimated revenues
Estimated expenditures:
Personal services
Other expenses
Capital outlay
Total estimated expenditures
Excess of revenues
over expenditures
Other financing sources (uses)
Revenue and Expenditure Summary by Fund Type
(Excludes TIF Funds and Construction Funds)
General Fund
Revenue Funds
2018 Actual 2019 Estimate 2020 Budget 2018 Actual 2019 Estimate 2020 Budget
$ 66,090,159 $ 65,651,250 $ 66,964,275 $ - $ - $
-
-
-
473,680
458,300
458,300
-
-
-
2,217,172
2,500,000
2,400,000
365,223
285,645
539,138
2,220,980
1,950,200
2,983,100
1,187,527
1,081,000
1,082,500
9,199,337
9,254,355
10,123,412
4,283,694
3,191,650
3,324,400
242,055
218,000
228,000
941,042
900,000
1,100,000
201,532
103,510
175,240
605,903
3,303,000
3,603,000
652,770
339,400
387,900
$ 73,473,549 $
74,412,545 $
76,613,313
$ 15,207,526 $
14,823,765 $
16,755,952
24,794,306
26,886,872
28,854,930
23,461,905
25,363,922
27,917,440
22,322,456
31,238,947
27,907,825
7,651,488
10,539,612
9,267,805
6,496,276
1,635,513
1,625,760
696,432
1,616,018
494,650
$ 53,613,038 $
59,761,333 $
58,388,515
$ 31,809,825 $
37,519,551 $
37,679,895
$ 19,860,511 $
14,651,212 $
18,224,798
$ (16,602,299) $
(22,695,786) $
(20,923,943)
Transfers in - 500,000 500,000 17,335,000 19,560,000 20,430,000
Transfers out (23,193,050) (19,480,000) (26,850,250) (256,417) (282,900) (1,146,460)
Advances in 21,023,902 1,660,000 200,000 - - -
Advances out (20,605,000) (1,830,000) (1,400,000) (400,000) (50,000) (1,225,000)
Total other financing sources (uses) $ (22,774,148) $ (19,150,000) $ (27,550,250) $ 16,678,583 $ 19,227,100 $ 18,058,540
Net change in fund balance $ (2,913,637) $ (4,498,788) $ (9,325,452) $ 76,284 $ (3,468,686) $ (2,865,403
Revenue and Expenditure Summary by Fund Type
(Excludes TIF Funds and Construction Funds)
Debt Service Funds Capital project Funds
Fund 2018 Actual 2019 Estimate 2020 Budget 2018 Actual 2019 Estimate 2020 Budget
Estimated revenues:
Income taxes
$
-
$ -
$
-
$
22,030,056
$
21,883,750
$ 22,321,425
Property taxes
-
-
-
3,541,493
3,470,150
3,475,150
Hotel/Motel taxes
-
-
-
Intergovernmental revenue
-
-
438,862
406,500
425,000
Charges for services
-
-
-
-
Fines, licenses and permits
-
-
-
-
260,000
-
Interest income
73,340
500
50,000
506,048
140,000
225,000
Miscellaneous
113,194
117,000
110,000
222,776
2,500,000
2,700,000
Total estimated revenues
$
186,535
$ 117,500
$
160,000
$
26,739,236
$
28,660,400
$ 29,146,575
Estimated expenditures:
Personal services
-
-
-
-
Other expenses
15,433,475
17,344,055
17,076,910
55,972
57,150
57,150
Capital outlay
24,161,291
34,822,482
40,910,000
Total estimated expenditures
$
15,433,475
$ 17,344,055
$
17,076,910
$
24,217,263
$
34,879,632
$ 40,967,150
Excess of revenues
over expenditures
$
(15,246,940)
$ (17,226,555)
$
(16,916,910)
$
2,521,973
$
(6,219,232)
$ (11,820,575)
Other financing sources (uses):
Transfers in
15,809,650
14,399,321
17,780,765
5,938,050
574,000
7,600,250
Transfers out
-
-
-
-
(7,115,590)
(7,714,635)
Advancesin
-
-
2,653,500
1,688,500
2,308,937
Advances out
(8,088,194)
(685,000)
(350,000)
Total other financing sources (uses)
$
15,809,650
$ 14,399,321
$
17,780,765
$
503,356
$
(5,538,090)
$ 1,844,552
Net change in fund balance
$
562,710
$ (2,827,234)
$
863,855
$
3,025,329
$
(11,757,322)
$ (9,976,023)
Revenue and Expenditure Summary by Fund Type
(Excludes TIF Fundsand Construction Funds)
Transfers out
Advances in
Advances out
Total other financing sources (uses) $ $ $ $ 1,375,629 $ 700,000 $ 200,000
Netchange in fund balance $ 44,231 $ 21,500 $ 30,000 $ 952,233 $ (2,907,406) $ (1,499,825
Permanent Funds
Enterprise Funds
Fund
2018 Actual
2019 Estimate
2020 Budget
2018 Actual
2019 Estimate
2020 Budget
Estimated revenues:
Income taxes
$ -
$ -
$ -
$ -
$ -
property taxes
-
-
-
-
-
Hotel/Motel taxes
-
-
-
-
-
Intergovernmental revenue
-
-
-
-
-
Chargesforservices
15,450
-
-
4,254,423
3,070,000
3,430,000
Fines, licenses and permits
-
-
-
3,680
2,500
2,500
Interest income
28,781
21,500
30,000
362,232
200,000
320,000
Miscellaneous
Total estimated revenues
$ 44,231
$ 21,500
$ 30,000
$ 4,620,335
$ 3,272,500
$ 3,752,500
Estimated expenditures:
Personal services
-
-
-
1,079,886
1,244,524
1,339,360
Other expenses
-
-
-
2,537,999
2,734,039
2,775,595
Capital outlay
1,425,845
2,901,343
1,337,370
Total estimated expenditures
$ -
$ -
$ -
$ 5,043,730
$ 6,879,906
$ 5,452,325
Excess of revenues
over expenditures
$ 44,231
$ 21,500
$ 30,000
$ (423,396)
$ (3,607,406)
$ (1,699,825)
Other financing sources (uses):
Transfers in
-
-
-
1,375,629
700,000
200,000
Transfers out
Advances in
Advances out
Total other financing sources (uses) $ $ $ $ 1,375,629 $ 700,000 $ 200,000
Netchange in fund balance $ 44,231 $ 21,500 $ 30,000 $ 952,233 $ (2,907,406) $ (1,499,825
Fund
Estimated revenues:
Income taxes
Property taxes
Hotel/Motel taxes
Intergovernmental revenue
Charges for services
Fines, licenses and permits
Interest income
Miscellaneous
Total estimated revenues
Estimated expenditures:
Personal services
Other expenses
Capital outlay
Total estimated expenditures
Excess of revenues
over expenditures
Other financing sources (uses):
Transfers in
Transfers out
Advancesin
Advances out
Total other financing sources (uses)
Net change in fund balance
Revenue and Expenditure Summary by Fund Type
(Excludes TIF Funds and Construction Funds)
Internal Service Funds Fiduciary Funds
2018 Actual 2019 Estimate 2020 Budget 2018 Actual 2019 Estimate 2020 Budget
8,260,530 7,841,078 8,812,381
59,091 46,000 61,000
30,733 - -
$ 8,350,353 $ 7,887,078 $ 8,873,381
1,193,862
1,346,150
1,295,000
366,805
572,245
572,245
16,625
8,600
8,600
1,885,496
1,304,200
1,319,200
$ 3,462,788 $ 3,231,195 $ 3,195,045
92,773 97,760 106,255 - - -
7,471,172 7,975,571 9,173,435 4,409,250 3,274,783 3,089,595
433,856 250,000
$ 7,563,945 $ 8,073,331 $ 9,279,690 $ 4,843,106 $ 3,524,783 $ 3,089,595
$ 786,408 $ (186,253) $ (406,309) $ (1,380,318) $ (293,588) $ 105,450
$ 786,408 $ (186,253) $ (406,309) $ (1,380,318) $ (293,588) $ 105,450
Fund
Estimated revenues:
Income taxes
Property taxes
Hotel/Motel taxes
Intergovernmental revenue
Charges for services
Fines, licenses and permits
Interest income
Miscellaneous
Total estimated revenues
Estimated expenditures
Personal services
Other expenses
Capital outlay
Total estimated expenditures
Excess of revenues
over expenditures
Other financing sources (uses):
Transfers in
Transfers out
Advancesin
Advances out
Total other financing sources (uses)
Net change in fund balance
Revenue and Expenditure Summary by Fund Type
(Excludes TIF Funds and Construction Funds)
2018 Actual 2019 Estimate 2020 Budget
$ 88,120,215 $
87,535,000 $
89,285,700
4,015,173
3,928,450
3,933,450
3,411,034
3,846,150
3,695,000
3,025,065
2,642,345
3,947,238
23,284,073
21,818,678
24,020,538
4,529,429
3,672,150
3,554,900
2,188,692
1,420,110
1,969,840
3,510,872
7,563,600
8,120,100
$ 132,084,553 $ 132,426,483 $ 138,526,766
49,428,871 53,593,079 58,217,985
59,881,812 73,164,157 69,348,315
33,213,700 41,225,355 44,367,780
$ 142,524,382 $ 167,982,591 $ 171,934,080
$ (10,439,829) $ (35,556,108) $ (33,407,314)
40,458,329
35,733,321
46,511,015
(23,449,467)
(26,878,490)
(35,711,345)
23,677,402
3,348,500
2,508,937
(29,093,194)
(2,565,000)
(2,975,000)
$ 11,593,070 $
9,638,331 $
10,333,607
$ 1,153,241 $
(25,917,777) $
(23,073,707)
Notes to the Revenue and Expenditures Statements by Fund
1. Given that 7TFFunds are excludedfrom the Revenue and
Expenditure Summary, the total of Transfers In' wi//not equal the total
of Transfers Out'nor will the Advances In'equal the Advances Out'
2. Operating revenues in any given year may exceed expenditures.
However, each fund in which expenditures are anticipated to exceed
revenues must have sufficient fund balances to offset the differences.
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 2020, the variance is estimated to be $2.9
million on operating revenue of $92.9 million and operating expenditures of $95.7 million. This
is due to the City's conservative approach to budgeting revenues.
445
2020 Budgeted Revenue - $92,931,265
10% 4n�
arc
75%
. Local taxes
. Property Taxes
• Intergovernmental Revenue
• charges for Services
• Fines, Liremes, and
• Interest Income
■ Miscellaneous
€L
IN
COMPPRISON OF REVENUE AND EXRENDIIUIlES
(Excludes Other Financing sources and Uses)
2020 Budgeted Expenditures - $95,718,410
. hnwl iiq l
. forbeRu.lh S
awopin
.OglhlO lay
5% • qM CNrFs 3M Dymaimrn
While the projections for DD20shows expenditures exceeding revenue_, history has shown that what actually
occurred Is that the variance between actual revenue and actual expenditures has seen Unversed, with
operating revenue exceeding the operating expenditures.
Smo
9 $95
F $90
$65
§80
$75
$70
$65
§60
$55
§50
2005 2W7 20M 2009 2➢10 M11 2812 2013 2014 2015 2016 2017 2018 2Dt9 2M➢
Budge Revenue—Ac9,al Revenue—Budgftetl Fapenditi —Mu lExpenddu¢
3006 Through 3020 OWgeRtl Revenue and ExgentlRuw vs &Nall
COMPARISON OF REVENUE AND EXPENDITURES
(Excludes Other Financing Sources and Uses)
Trend Prosection Analysis
With regard to trend projections, one-time or non-recurring revenue and expenditures in 2020 was
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 is planned to occur in 2020.
In 2020, the City has planned a number of non-recurring expenditures. Particularly, the expenditures
associated with the 271 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 2020 that are
not planned to be recurring in nature for parks maintenance, and economic development. Contractual
service spending of $18.6mm in 2020 is budgeted, 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 for some 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 2018, 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, as well as the
addition of new staff for 2020. In both of these areas, City Council is taking action. Staffing requests for
2020 brought forward to City Council for review were thoughtfully vetted. Of the staff positons approved
for 2020, nine out of ten of the new staff positions have off -setting revenue sources to cover their costs.
Additionally, City Council has identified the area of health insurance benefits as a discussion area for 2020,
and potential health plan changes may be evaluated.
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.
2020 Appropriations Summary by Expenditure Category - All Funds
Transfers /
Personal Services
Other Expenses
Capital Outlay
Advances
Total
General Fund
$ 28,854,930
$ 27,907,825
$ 1,625,760
$ 28,250,250 $
86,638,765
Special Revenue Funds
Street Maintenance and Repair Fund
Street and Utilities Operations
2,829,250
1,290,130
22,800
925,000
5,067,180
Engineering
-
438,000
10,000
-
448,000
State Highway Fund
-
-
Engineering
-
31,000
-
-
31,000
Finance
-
-
-
300,000
300,000
Recreation Fund
Recreation Services
2,022,465
919,705
13,375
-
2,955,545
Community Recreation Center
2,754,010
1,099,860
132,770
-
3,986,640
Community Recreation Center Facilities
755,530
561,965
211,000
-
1,528,495
Community Events - Recreation
128,375
13,900
6,500
-
148,775
Finance
-
-
-
700,000
700,000
Swimming Pool Fund
411,210
229,815
14,580
-
655,605
Finance
-
-
-
100,000
100,000
Permissive Tax Fund
-
-
-
100,000
100,000
Hotel/Motel Tax Fund
966,075
4,027,115
30,000
166,460
5,189,650
Safety Fund
Police
13,325,225
386,895
21,625
-
13,733,745
Communication
4,209,975
155,500
2,000
-
4,367,475
Finance
-
18,000
-
-
18,000
Wireless 9-1-1 Fund
-
46,820
-
80,000
126,820
Educations and Enforcement Fund
2,420
-
-
-
2,420
Law Enforcement Fund
-
-
7,000
-
7,000
Mayors Court Computer Fund
1,750
4,500
8,000
-
14,250
Cemetery Fund
161,155
44,600
15,000
-
220,755
Accrued Leave Reserve Fund
-
350,000
-
-
350,000
Debt Service Funds
General Obligation Debt Service
-
14,875,975
-
-
14,875,975
Economic Development Bond Retirement Fund
-
2,071,160
-
-
2,071,160
Special Assessments
-
129,775
-
-
129,775
Capital Proiects Funds
Capital Improvements Tax Fund
-
46,000
40,160,000
7,857,635
48,063,635
Parkland Acquisition Fund
-
11,150
750,000
207,000
968,150
Capital Improvement Construction
-
182,000
6,000,000
-
6,182,000
Capital Improvement Construction - DCRC
-
-
-
800,000
800,000
TIF Funds
-
3,624,135
3,470,000
12,083,607
19,177,742
Enterprise Funds
Water Fund
Streets and Utilities
193,535
301,500
1,500
-
496,535
Finance
-
293,640
-
-
293,640
Engineering
131,025
332,060
980,000
-
1,443,085
Sewer Fund
Streets and Utilities
837,470
229,000
20,870
-
1,087,340
Finance
-
1,199,225
-
-
1,199,225
Engineering
177,330
420,170
320,000
-
917,500
Information Technology
-
15,000
-
-
15,000
Sewer Construction Fund
-
10,000
6,080,000
-
6,090,000
Merchandise Fund
-
-
-
-
-
Internal Service Funds
Employee Benefits Self -Insurance Fund
106,255
8,872,185
-
-
8,978,440
Worker's Compensation Self -Insurance Fund
-
301,250
-
-
301,250
Fiduciary Funds
Agency Fund
-
1,317,350
-
-
1,317,350
Dublin Convention and Visitor's Bureau Fund
-
1,200,000
-
-
1,200,000
Central Ohio Interoperable Radio System (COIRS)
-
317,500
-
-
317,500
Property Assessment Clean Energy (PACE)
254,745
254,745
Totals
$ 57,867,985
$ 73,529,450
$ 59,902,780
$ 51,569,952 $
242,870,167
2020 Appropriations Summary by Expenditure Category - General Fund
Personal
Transfers/
Services
Other Expenses
Capital Outlav
Advances
Total
General Fund
City Council
$ 751,985
$ 30,500
-
- $
782,485
Boards and Commissions
40,725
750
-
-
41,475
Office of the City Manager
1,032,620
337,880
-
-
1,370,500
Human Resources
1,410,925
779,900
-
-
2,190,825
Communications and Public Information
1,071,330
901,845
2,500
1,975,675
Legal Services
-
1,950,000
-
-
1,950,000
Court Services
313,980
116,625
-
-
430,605
Records Management
147,165
37,600
-
-
184,765
Miscellaneous Account/Contingencies
250,000
899,800
1,285,025
-
2,434,825
Information Technology
2,304,820
3,782,610
1,000
-
6,088,430
Finance - Office of the Director
1,484,590
304,800
-
-
1,789,390
Taxation
795,100
3,076,245
2,000
-
3,873,345
Miscellaneous Accounts
-
717,110
-
-
717,110
Transfers
-
-
-
26,850,250
26,850,250
Advances
-
-
-
1,400,000
1,400,000
Public Works
Office of the Director
693,240
83,025
1,000
-
777,265
Solid Waste Management
783,380
2,898,840
5,125
-
3,687,345
Fleet Management
1,088,720
2,469,600
19,100
-
3,577,420
Engineering
3,178,030
1,015,810
20,000
-
4,213,840
Miscellaneous
-
365,875
-
-
365,875
Facilities Management
1,829,845
1,200,080
11,500
-
3,041,425
Parks and Recreation
Office of the Director
637,255
1,677,645
-
-
2,314,900
Parks Operations
3,809,685
792,795
60,000
-
4,662,480
Horticulture
986,095
312,205
111,210
-
1,409,510
Forestry
862,175
180,655
100,300
-
1,143,130
Outreach and Engagement
437,180
102,800
-
-
539,980
Development
Office of the Director
328,400
2,990
2,500
-
333,890
Planning
2,313,425
198,720
4,500
-
2,516,645
Economic Development
598,135
3,269,120
-
-
3,867,255
Building Standards
1,706,125
402,000
-
-
2,108,125
Totals
$ 28,854,930
$ 27,907,825
$ 1,625,760
$ 28,250,250 $
86,638,765
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I
City of
blin
OHIO, USA
City of
Dublin
OHIO, USA
CITY OF DUBLIN 12020 OPERATING BUDGET
DEBT ADMINISTRATION
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City of
Dublin
OHIO, USA
DEBTADMINISTRATION
Dublin's Infrastructure needs are met though a five-year Capital Improvements Program (CIP).
Currently, the 3)20 - 3)24 aP programs ready $130 million Inw capital amts and
Inaarnucwreaver the five-year period Several apitsl pmjdocinenn years have been any of
adding Proceeds from leecsann nzbe The Cityfund with
document provides a it many of
additional en percent
of
anticipated tone furled with longterm debt By City of Dublin
policy, of de percent of Income tax revenues are allocated for debt service. The maximum
tint of e Based
II not exceed debt of the annual
den of income tax revenue allocated to pay
debt service. Bared 4 existing oRf debo the annual debt service for income tax funded project
totals approximately 8.46t of d7d7 papered income tax revenues.
$3,000
$2,500
$2,000
$1,500
$1,000
$500
Net Bonded General Obligation
Dart pa Capita
as of December 31, 2018
2009 2010 2111 2012 2013 2014 2015 2016 2017 2018
Saco Its notion Gornpah�oreamwl erenatl am.gcmR) to ue Isml y®r� o��31,rota.
The Qty received ratings from Mmdy's Invests Service ("Modd;/s"), Fitch Ratings ("FItsH'),
and, SSP Global ("38P"). Aker completing a review that evaluated the Ogfs existing financial
condition, current developments and trends, and prospects for growth, all three agencies
reported tlhlr highest ratings, tAta', "MCC, and lMCC, respectively, e fa Ogfs bonds In its
report, liP stated "Dublistatistical
scam as desirable suburb within the fersee ploy Columbus
which supports idan
a heal area, Its e tax steam,nt maintainings large add divpolicy employment base,
welch supports a healthy income tax steam, Alla Its robust ed the policytingan framework are key
credit e en t al supporting good
rating" All and
sd ons cited the Drys string and proactive
management along with gond financial porkies and strong reserves as rationale for the rating.
There ratings tune d the Ogfs payments
n be e City at the lowest Interest rates, resulting In
reductions g furore debt service payments. The City's surplus economic bare, the Ory's historyhe
of operating ed long
t and the continued � he that surplus m find capital Project, and the
❑qfs continued longterm planning efforts will help maintain high credit ratings.
The Ogfs longterm debtoutsfanding as of December 31, 20191s estimated robe $168.8 million.
Of the total, approximately $2.8 million will L retired using revenues generated by the Oty's
water system operations, $7.8 million will lh retired using revenues generated by the City's sewer
system operations, $233,317 will be retired through the collection of skirl assessments,
$330,000 will be retired using property tax revenues, $160,831 will L retired using hotel/motel
tax revenues, $162,500 will L retired using Slate Highway revenues add $66.1 million will L
retired using service payments In lieu of taxes from tax increment financing cost tits. Tre
remaining $91.3 million, or about 54%, will be retired with income tax revenue
turner crrent state statutes (chapter 133 Chlo Revised Cade), the Qty's general obligation debt
issuances are
subyact to a legal limitation based on the total assessed value of real add personal
exceed 1 Total general obligation debt of the Qry, exclusive of certain exempt debt, deb shall never
exceed excee0 5%d
5 the total h armed valuation. Tio unrated cp_ne21 obligation debt of he Qry
mot exceed taxable
as e the masa aid valuation. In tax year 2018 or City year 2019, the
Cil robl taxable t of $ted valuation was $2,232,801,810. Sys anfo result, nvoted debt
of $124bad a egal debt
margin for robl debt of $25,694,190 and a legal debt margin for tnvoted rkbt of $124,554,100.
Assad Value Compered to Net Gataal Obligation Ddrt
$2.5
g $2.3
in
$2.0
se $1.8
j $1.5
$1.3
WW $1.0
As
6 $0.8
$0.5
$0.3
0 0 0 SO> s+' asp 0 sV 'OB° sp s+
iiiiiiiiiAsseseed Value
�NetBonded Debt
6
$160.0
$140.0
$120.0 0
$100.0 'a
as
$80.0
$60.0 —
$40.0
V
0.0 Z
$0.0
Source City ofDublin Comprehensive Annual Financial Report (CARD) or the fiscal year el December 31, 2018.
Total Net Debt
Additional Debt Calificacity
Limitation
Applicable to Limit
Within Limitation
10 r1/2% -$2x5,694,190
$943,000
$2( 751,190
5Sf2%-$124,554,DID
$3
$125,554,100
Assad Value Compered to Net Gataal Obligation Ddrt
$2.5
g $2.3
in
$2.0
se $1.8
j $1.5
$1.3
WW $1.0
As
6 $0.8
$0.5
$0.3
0 0 0 SO> s+' asp 0 sV 'OB° sp s+
iiiiiiiiiAsseseed Value
�NetBonded Debt
6
$160.0
$140.0
$120.0 0
$100.0 'a
as
$80.0
$60.0 —
$40.0
V
0.0 Z
$0.0
Source City ofDublin Comprehensive Annual Financial Report (CARD) or the fiscal year el December 31, 2018.
DEBT SERVICE SCHEDULE
Reflects Debt as of 12/31/2020
Date 2020
Of Original O/S Principal Interest
Issue Amount Principal Payment Payment
Unvoted Bonds (G.O.) Source
(1)
Avery-Muirfield Interchange
Income Tax Revenue
9/1/99
8,316,788
$ - $
- $
-
(4)
Rings Road Improvements (TIF)
Rings Road TIF
12/1/00
3,535,000
271,672
271,672
9,509
(6)
Arts Facility Acquisition
Hotel/Motel Tax Fund
12/1/00
1,360,000
103,236
103,236
3,613
(6)
Arts Facility Renovation
Hotel/Motel Tax Fund
12/1/00
755,000
57,595
57,595
2,016
(4)
Perimeter Drive Extension (TIF)
Perimeter West TIF
12/1/00
3,940,000
303,187
303,187
10,612
(4)
Emerald Parkway -Phase 7A (TIF)
Thomas Kohler TIF
12/1/00
2,020,000
154,310
154,310
5,401
(1)
Service Center
Income Tax Revenue
12/1/01
3,675,000
436,683
262,692
15,066
(1)
Municipal Pool South (OMB)
Income Tax Revenue
4/14/04
2,986,000
1,092,000
164,000
50,085
(4)
Industrial Pkwy/SR 161 Improvements
Perimeter West TIF
1/7/14
8,210,000
5,485,000
490,000
177,144
(2)
Darree Fields Water Tower
Water Fund
1/7/14
1,710,000
1,140,000
100,000
36,850
(3)
Sanitary Sewer Lining
Sewer Fund
1/7/14
1,880,000
1,260,000
110,000
40,738
(1)
LED Street Lights
Income Tax Revenue
10/2/12
2,185,000
755,000
245,000
20,825
(2)
Dublin Road Water Tower
Water Fund
10/2/12
2,360,000
1,680,000
105,000
51,788
(3)
Sewer Lining & Repairs
Sewer Fund
10/2/12
2,540,000
1,810,000
115,000
55,725
(4)
Emerald Parkway Phase 8
Emerald 8 TIF
12/17/13
5,420,000
5,295,000
305,000
175,425
(4)
Emerald Parkway Phase 8
Emerald 8TIF
1/7/14
1,580,000
-
Bridge Street TIF/River Ridge
(4)
Bridge Street- Land Acquisition
TIF/McKtrick
12/17/13
4,435,000
4,310,000
250,000
142,800
Bridge Street TIF/River Ridge
(4)
Bridge Street - Land Acquisition
TIF/McKtrick
1/7/14
1,265,000
-
-
-
(4)
270/33 Interchange (Design, ROW)
Ruscilli/Upper Metro TIF
1/7/14
9,000,000
3,825,000
920,000
113,075
(1)
Justice Center Improvements
Income Tax Revenue
9/30/15
10,600,000
9,095,000
415,000
365,294
(3)
Sewer Lining & Repairs
Sewer Fund
9/30/15
2,500,000
2,145,000
100,000
86,169
(4)
BSD Transportation (Riverside Dr/161/Park)
Various
9/30/15
25,000,000
21,455,000
980,000
861,725
(4)
BSD Transportation (Bridge Park)
Bridge Park TIF
9/30/15
11,100,000
9,815,000
450,000
394,081
(1)
BSD Parking Structures (Tax -Exempt)
Bridge Park TIF
10/28/15
16,000,000
16,000,000
-
718,231
(1)
BSD Parking Structures (Taxable)
Bridge Park TIF
10/28/15
16,000,000
15,005,000
730,000
622,925
Pizzutti, Dublin Meth, Upper
(4)
270/33 Interchange (Construction) (SIB)
Metro
2/10/15
10,010,000
6,936,711
357,464
687,231
(8)
Dublin Road/Glick Road Improvements (OPWC)
State Highway
7/1/14
250,000
162,500
25,000
-
(4)
BSD Transportation (John Shields Parkway II)
Bridge Street TIFs
12/6/16
9,325,000
8,265,000
375,000
256,550
(1)
Service Center Renovation/Expansion
Income Tax Revenue
8/2/17
3,300,000
3,065,000
125,000
120,300
(3)
Sewer Lining & Repairs/Extensions
Sewer Fund
8/2/17
1,380,000
1,280,000
50,000
50,300
(1)
Pedestrian Bridge/N. High Street
Income Tax Revenue
8/2/17
27,200,000
25,270,000
1,020,000
992,150
(1)
CML/City Parking Garage
Income Tax Revenue
12/18/18
15,600,000
15,065,000
530,000
691,781
(1)
CML/City Parking Garage
Income Tax Revenue
12/18/18
4,000,000
3,865,000
135,000
165,738
(1)
Riverside Crossing Park
Income Tax Revenue
12/18/18
1,750,000
1,690,000
60,000
77,619
(3)
Sewer Lining & Repairs/Extensions
Sewer Fund
12/18/18
1,350,000
1,305,000
45,000
59,888
168,397,894
9,354,156
7,060,652
Unvoted Special Assessment Bonds
(7)
Ballantrae (2001)
Special Assessment
12/1/01
1,700,000
203,317
122,308
7,015
203,317
122,308
7,015
Voted Bonds (G.O.)
(4)
Woerner-Temple Road
Woerner Temple TIF
12/1/00
5,555,000
-
-
-
(1)
Emerald Parkway Overpass - Phase 7
Income Tax Revenue
12/1/00
6,565,000
-
-
-
(5)
Coffman Park Expansion
Property Tax Revenue
12/1/00
3,135,000
200,000
200,000
7,000
200,000
200,000
7,000
Total Debt Payments
$ 168,801,211 $
9,676,464 $
7,074,666
(1)
Supported by income tax revenue
$ 91,338,683 $
3,686,692 $
3,840,014
(2)
Supported by Water Fund revenue
2,820,000
205,000
88,638
(3)
Supported by Sewer Fund revenue
7,800,000
420,000
292,819
(4)
Supported by TIF revenue
66,115,880
4,856,633
2,833,552
(5)
Supported by property tax revenue
200,000
200,000
7,000
(6)
Supported by Hotel/Motel Tax Fund revenue
160,831
160,831
5,629
(7)
Supported by special assessment revenue
203,317
122,308
7,015
(8)
Supported by State Highway Fund revenue
162,500
25,000
-
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
3 1 General Fund
w
4c
bity of
Dun
OHIO, OHIO, USA
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
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
2019
2020
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
1
NOTES &ADJUSTMENTS:
City Council/Boards and Commissions 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
50 City Council
Personal Services
701101 Full Time Salaries/Wages
332,559
342,515
342,515
362,010
701103 Overtime Wages
11,701
15,000
15,000
15,000
701104 Other Wages
0
10,800
10,800
10,800
701201 Employee Benefits
275,467
270,475
270,475
293,175
702000 Training/Travel
5,207
12,000
10,000
24,500
703100 Meeting Expenses
2,573
10,000
25,000
7,500
703101 Ceremonial Functions Expense
12,675
24,000
24,000
24,000
703201 Long Term Strategic Plan
2,822
15,000
2,000
15,000
Personal Services Total:
643,004
699,790
699,790
751,985
Contractual Services
713004 Other Professional Services
8,069
16,000
17,497
16,000
715002 Advertising
5,916
4,000
4,000
4,000
716000 Memberships/Subscriptions
902
2,500
2,500
2,500
Contractual Services Total:
14,886
22,500
23,997
22,500
Supplies
721001 Office Supplies
3,951
8,000
8,494
8,000
Supplies Total:
3,951
8,000
8,494
8,000
City Council Total:
661,841
730,290
732,281
782,485
General Fund Total:
661,841
730,290
732,281
782,485
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
101 General Fund
50 City Council
Boards and Commissions
Personal Services
701101
Full Time Salaries/Wages
7,000
8,400
8,400
8,400
701201
Employee Benefits
1,107
1,325
1,325
1,325
702000
Training/Travel
3,517
30,000
14,000
30,000
703100
Meeting Expenses
0
1,000
17,000
1,000
Personal Services
Total:
11,623
40,725
40,725
40,725
Contractual Services
716000 Memberships/Subscriptions 0 750 750 750
Contractual Services Total: 0 750 750 750
City Council Total:
11,623
41,475
41,475
41,475
General Fund Total:
11,623
41,475
41,475
41,475
City Council
Boards and Commissions
BUDGET SUMMARY
10110510
• Account 701101 provides funding for the salaries/wages of City Council Members and staff
reflected under Personnel Data.
• Account 701104 provides funding for part-time (intern) staff.
• 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.
• Account 715002 provides funding for advertising expenses related to publication in local
newspapers of the annual meeting schedule and Council candidate campaign finance reports.
This Account also includes funding to record annexation documents with the county and state.
10110520
• 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
Board and Commission Members. Funding is provided for ARB 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.
• Account 716000 provides funding for American Planning Association (APA) memberships.
City Council/Boards and Commissions 11/18/19
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
2019
CURRENT 2020
NUMBER ADOPTED
City Manager
1 1
Assistant City Manager
1 1
Government and International Relations Manager
1 1
Director of Strategic Initiatives
0 0
Management Assistant
1 1
Executive Assistant to the City Manager
1 1
Administrative Support 1
1 1
TOTAL
6 6
PART-TIME/SEASONAL STAFF
Intern (ICF)
1 1
Intern
1 1
TOTAL
2 2
NOTES AND ADJUSTMENTS
Office of the City Manager 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
10 City Manager
Personal Services
701101 Full Time Salaries/Wages
763,049
675,090
675,090
725,040
701103 Overtime Wages
2,974
3,000
3,000
3,000
701104 Other Wages
16,957
32,125
32,125
32,125
701201 Employee Benefits
226,583
203,250
215,250
239,455
702000 Training/Travel
8,427
14,500
15,620
14,500
703100 Meeting Expenses
7,246
6,500
6,500
6,500
703202 Staff Goal Setting
5,160
12,000
14,624
12,000
Personal Services Total:
1,030,397
946,465
962,209
1,032,620
Contractual Services
713004 Other Professional Services
104,161
76,800
130,800
84,800
716000 Memberships/Subscriptions
8,925
7,080
7,280
7,080
Contractual Services Total:
113,086
83,880
138,080
91,880
Supplies
721001 Office Supplies
3,029
3,500
4,816
3,500
Supplies Total:
3,029
3,500
4,816
3,500
Other Charges and Ex
751003 Special Projects/Programs
72,149
152,500
219,160
242,500
Other Charges and Ex Total:
72,149
152,500
219,160
242,500
City Manager Total:
1,218,660
1,186,345
1,324,265
1,370,500
General Fund Total:
1,218,660
1,186,345
1,324,265
1,370,500
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.
• 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 2020,
this includes funding for the City's Lean Six Sigma Black Belt/Green Belt program 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 2020 Summit, ICF Institute,
PIEworks, ASN Support and Friendship Cities — Ireland and Japan.
Office of the City Manager 11/18/19
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City of
Dublin
OHIO, USA
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 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
10 City Manager
Miscellaneous
Personal Services
701107 Salary Adjustments
0
0
0
250,000
Personal Services Total:
0
0
0
250,000
Contractual Services
713004 Other Professional Services
106,750
115,500
129,750
108,000
714006 Workers' Compensation
0
100,000
100,000
100,000
716000 Memberships/Subscriptions
53,296
70,610
82,330
70,970
719001 County Wide Disaster Sery
62,580
64,580
64,580
64,580
Contractual Services Total:
222,626
350,690
376,660
343,550
Capital Outlay
735001 Cap Impr Land and Land Impr
6,178,569
1,285,025
1,285,025
1,285,025
Capital Outlay Total:
6,178,569
1,285,025
1,285,025
1,285,025
Other Charges and Ex
751015 Leadership Dublin
10,000
10,000
10,000
10,000
754002 Grants/Community Ong
333,400
396,250
413,983
396,250
756002 Contingencies
51,298
150,000
221,308
150,000
Other Charges and Ex Total:
394,698
556,250
645,291
556,250
City Manager Total:
6,795,893
2,191,965
2,306,976
2,434,825
General Fund Total:
6,795,893
2,191,965
2,306,976
2,434,825
Office of the City Manager/ Miscellaneous Accounts/ Contingencies
BUDGET SUMMARY:
10110190
• Account 701107 provides a funding allotment for the City's 2020 re -organization. Should
changes in Department/Division personal services accounts be needed, those funds will be
re -allocated from this line via a City Council approved supplemental appropriation.
• 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 and the Historic Dublin
parking lot lease at the Dublin Community Church.
• Account 756002 provides funding for unanticipated expenditures that may occur throughout
the year.
10180190
• Account 735001 provides funding for the annual payment (2017-2020) on the Rings Road
Farm purchase.
Miscellaneous Accounts / Contingencies 11/18/19
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City of
Dublin
OHIO, USA
Office of the City Manager / Human Resources
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.
OBJECTIVES &ACTIVITIES
• 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
2019
2020
POSITION TITLE
CURRENT NUMBER
ADOPTED
Director, Human Resources
1
1
Human Resource Manager
1
1
Talent Development and Training Manager
1
1
Human Resource Business Partner
3
3
Human Resources Coordinator
1
1
Safety Administrator/Risk Manager
1
1
Risk Management Assistant
1
1
Administrative Support 2
1
1
TOTAL
10
10
Human Resources 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
101 General Fund
10 City Manager
Human Resources
Personal Services
701101
Full Time Salaries/Wages
758,893
799,370
799,370
842,385
701103
Overtime Wages
295
500
500
500
701201
Employee Benefits
247,788
243,380
255,380
296,000
701204
Uniforms and Clothing
0
2,000
2,000
2,000
701206
Employee Training and Developm
144,210
163,395
176,823
201,340
701207
Tuition Reimbursement
19,255
40,000
40,000
40,000
702000
Training/Travel
18,066
21,900
22,001
22,700
702001
Reimbursable Business Expense
0
3,500
3,500
3,500
703100
Meeting Expenses
813
2,500
2,500
2,500
Personal Services
Total:
1,189,320
1,276,545
1,302,074
1,410,925
Contractual Services
713004
Other Professional Services
85,143
111,655
155,969
132,555
713005
Misc. Contract. Serv.
27,461
31,305
43,020
31,880
714001
Insurance and Bonding
459,246
494,090
495,723
506,090
714009
Insurance Claims Paid
0
10,000
10,000
10,000
715002
Advertising
4,659
10,000
10,190
10,000
715003
Printing and Reproductions
766
3,000
3,000
3,000
716000
Memberships/Subscriptions
8,312
11,160
12,617
11,160
Contractual
Services Total:
585,588
671,210
730,519
704,685
Supplies
721001 Office Supplies
724003 Equipment Maintenance
5,130
0
8,605
180
10,553
180
8,605
180
Supplies Total:
5,130
8,785
10,733
8,785
Other Charges and Ex
751005 Risk Mgt./Safety Programs
751017 Employee Recognition Program
10,267
34,917
16,845
47,575
20,094
57,747
17,175
49,255
Other Charges and Ex Total:
45,184
64,420
77,841
66,430
City Manager Total:
1,825,221
2,020,960
2,121,167
2,190,825
General Fund Total: 1,825,221 2,020,960 2,121,167 2,190,825
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 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 employee to the City 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 those employees are funded
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 Human
Resources and Risk Management staff.
• Account 702001 provides funding for reimbursable business expenses.
• Account 703100 provides funding to provide logistical support of significant hiring (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.
• 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.
• 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 5" year anniversaries, retirement awards and recognition events, and
various employee appreciation breakfasts and luncheons.
Human Resources 11/18/19
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 four 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 2019, the direction of the program focused on competency development while providing training to
fill perceived gaps in much needed skill sets. We searched out and purchased a learning management
system, and began curriculum building. As we move forward into 2020 and beyond, 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 Trainina & 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 2016-2019 trending
up each year. The columns show the revised budget amounts for 2016-2019, actual expenditures for
each year, and outstanding encumbrances for 2019 as of July 19, 2019.
Human Resources 11/18/19
Office of the City Manager / Human Resources
Employee Training & Development
180,000.00
160,000.00
140,000.00
120,000.00
100,000.00
80,000.00
60,000.00
40,000.00
zo,000.00
o.00
2016 201]
2018 2019
■T& 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: 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 Talent Development webpage on DubNet provides information regarding learning opportunities to
our employees at: http://dubnet.dublinohiousa.gov/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 11/18/19
Office of the City Manager / Human Resources
The below chart shows the City's Tuition Reimbursement budget from 2016-2019 trending down each
year. The columns show the revised budget amounts for 2016-2019, actual expenditures for each year,
and outstanding encumbrances for 2019. The 2019 actual expenditure data used in the chart is as of
July 19, 2019. Tuition Reimbursement often cross into the next calendar year due to the winter semester
ending in late in the year.
70,000.00 —
60,000.00
50,000.00
40,000.00
30,000.00
20,000.00
10,000.00
1 11
Tuition Reimbursement
2016 2017 2018
■Tuiti on Reimbursement Budget (701207) ■Actual
Note: Employee Utilization 2016 = 8, 2017 = 7 and 2018 = 7.
I
2019
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 Proarams (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.
Human Resources 11/18/19
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 2016-2019 trending
up each year. The columns show the revised budget amounts for 2016-2018, actual expenditures for
each year, and outstanding encumbrances for 2019. The 2019 actual expenditure data used in the
chart is as of July 19, 2019. 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
Risk Management/Safety Programs
2016 2017 2018 2019
■Risk Management/Safety Programs (701005) ■Actual
Human Resources 11/18/19
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I
City of
blin
OHIO, USA
Office of the City Manager / Communications and Public Information
STATEMENT OF FUNCTIONS
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.
087ECTIVES/ACTIVTfIES
• 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 prograrrs.
• 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 effort3; manage and
produce weekly feature and informational videos on published through social media, Vmeo and Yourrube.
Content includes short video features, creative public service announcements, Why Dublin? business
features and drone videogrephy. 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, DnveOhio and MORK to market Dublin and elevate
awareness of oursignificance 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
2019 CURRENT
2020
POSITIONTITLE
NUMBERR
ADOPTED
Director, Communications and Public Information
1
1
Public Affairs Officer
1
1
Public Information Officer (1)
3
2
Multimedia Communications Specialist (1)
0
1
Digital & Brand Manager
1
1
Digital & Graphic Designer
1
1
Administrative Support 3
1
1
TOTAL
8
8
PART-TIME/SEASONAL STAFF
Communications Interns
2
2
TOTAL
2
2
NOTES &ADJUSTMENTS:
(1) One Public Information Officer to be reclassified to a Multimedia Communications Specialist to address the
evolving communication platforms and technologies required to maintain engagement with ouraudiences.
Comm & PI 11/18/19
:)F DUBLIN 1 2020 1 OPERATING BUDGET 140
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
10 City Manager
Communications and Public Information
Personal Services
701101 Full Time Salaries/Wages
578,208
643,275
643,275
699,285
701103 Overtime Wages
4,139
4,500
4,500
4,500
701104 Other Wages
16,068
30,000
30,000
30,000
701201 Employee Benefits
265,998
288,880
288,880
317,995
701204 Uniforms and Clothing
792
800
800
800
702000 Training/Travel
14,575
15,250
15,250
15,250
703100 Meeting Expenses
2,452
3,500
4,850
3,500
Personal Services Total:
882,232
986,205
987,555
1,071,330
Contractual Services
713004 Other Professional Services
304,734
433,300
517,201
413,300
713005 Misc. Contract. Serv.
29,463
23,620
23,620
27,220
715001 Communications
0
500
500
500
715002 Advertising
108,290
83,000
98,255
84,000
715003 Printing and Reproductions
9,865
15,000
18,037
15,000
716000 Memberships/Subscriptions
3,372
5,440
6,022
5,700
Contractual Services Total:
455,724
560,860
663,636
545,720
Supplies
721001 Office Supplies
2,963
3,000
3,000
3,000
721002 Operating Supplies
1,516
1,000
1,000
1,000
724003 Equipment Maintenance
0
1,000
1,000
500
Supplies Total:
4,478
5,000
5,000
4,500
Capital Outlay
734002 Tools
7,001
2,500
5,000
2,500
Capital Outlay Total:
7,001
2,500
5,000
2,500
Other Charges and Ex
751003 Special Projects/Programs
327,776
315,625
315,851
341,625
751012 Promotional Programs
8,727
10,000
13,207
10,000
Other Charges and Ex Total:
336,503
325,625
329,058
351,625
City Manager Total:
1,685,937
1,880,190
1,990,249
1,975,675
General Fund Total:
1,685,937
1,880,190
1,990,249
1,975,675
Office of the City Manager / Communications and Public Information
10110130
• Account 701100 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
com munication/engagement team.
• Account 702000 provides funding for staff professional development.
• Account 703100 provides funding for the Experience Columbus annual meeting, 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, 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 the annual report, 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.
Comm & PI 11/18/19
Video
// Facebook2019* (January -June)
Minutes Viewed
Jan 1, 2019 -Jun 30, 2019
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Comm & PI 11/18/19
Video-// Vimeo201?*(January-June)
45K 11K 7 0
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Q Most plays by city
Dublin, Ohio, United States: 19,869 plays
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17,654 plays
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Tablet:
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19,051 plays
3,371 plays
17 plays
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Total time watched Average time per view
1 L 11 I I D D
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view dureton reponmew engageme per- - -
82% from 2018to2019.
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Comm & PI 11/18/19
Digital Media
// websites
dublinohiousa.90v
2013
2014
2015
2016
2017
2018
sessions
821,080
844,969
969,480
974,769
887,153
865,944
pageviews
2,093,339
2,052,637
2,213,397
2,173,537
1,978,280
1,881,248
NA
2013
2014
2015
2016
2017
2018
dub li niri shfestival.org
2015
2016
2017
2018
dub net.du bli nohi ousa.gov
sessions
320,946
292,935
225,575
216,250
231,793
215,017
pageviews
965,911
841,125
612,965
599,275
640,155
730,962
// eNews
Audience 2013 2014
2,739 3,185
2015 2016 2017
4,522 4,781 6,762
2018
8,975
2019* January -lune
447,888
1,008,940
2019*January-June
46,019
153,289
2019*January-June
32,045
62,028
2019* January June
32,595
68,644
2019* January June
9,154
18,173
2019* January June
18,302
15,527
3,431
9,220
15,902
2019* January -June
9,743
Comm & PI 11/18/19
2013
2014
2015
2016
2017
2018
bridgestreet.dublinohiousa.gov
sessions
NA
NA
31,495
51,609
48,841
70,429
pageviews
NA
NA
98,640
143,329
120,549
150,442
2013
2014
2015
2016
2017
2018
dub net.du bli nohi ousa.gov
sessions
NA
NA
86,722
85,657
70,334
63,254
pageviews
NA
NA
310,466
187,633
146,747
131,938
2013
2014
2015
2016
2017
2018
econdev.d ubli nohiou sa.gov
sessions
NA
NA
NA
19,936
20,703
16,502
pageviews
NA
NA
NA
40,274
36,806
30,453
Sessions -period time a useris actively engaged with yourwebsite, app, etc.
Pageviews=total number
of pagesviewed.
Social Media
-Followers/Likes
2013
2014
2015
2016
2017
2018
Facebook
6,844
7,918
9,741
12,572
14,720
16,637
Twitter
7,658
9,206
11,135
12,755
14,154
15,112
Linkedln
424
784
1,209
1,486
2,094
2,917
Instagram
717
1,400
2,470
3,833
5,445
7,704
Neatdoor
NA
1,611
5,326
8,549
11,775
14,582
// eNews
Audience 2013 2014
2,739 3,185
2015 2016 2017
4,522 4,781 6,762
2018
8,975
2019* January -lune
447,888
1,008,940
2019*January-June
46,019
153,289
2019*January-June
32,045
62,028
2019* January June
32,595
68,644
2019* January June
9,154
18,173
2019* January June
18,302
15,527
3,431
9,220
15,902
2019* January -June
9,743
Comm & PI 11/18/19
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
2019
2020
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 11/18/19
Contractual Services Total: 1,814,093 1,950,000 2,235,508 1,950,000
City Manager Total: 1,814,093 1,950,000 2,235,508 1,950,000
General Fund Total: 1,814,093 1,950,000 2,235,508 1,950,000
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
10 City Manager
Legal Services
Contractual Services
713002 Legal Services
949,650
1,000,000
1,092,274
1,000,000
713003 Other Legal Services
442,544
575,000
647,819
575,000
713004 Other Professional Services
421,899
375,000
495,415
375,000
Contractual Services Total: 1,814,093 1,950,000 2,235,508 1,950,000
City Manager Total: 1,814,093 1,950,000 2,235,508 1,950,000
General Fund Total: 1,814,093 1,950,000 2,235,508 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 11/18/19
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City of
Dublin
OHIO, USA
Finance / Office of the Director / Fiscal Administration
STATEMENT OF FUNCTIONS
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.
ORIECTIVES 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
2019
2020
POSITION TITLE
CURRENT NUMBER
ADOPTED
Director of Finance (1)
1
1
Deputy Director of Finance (1)
1
1
Chief Accountant
1
1
Budget Manager
1
1
Financial Analyst
1
1
Payroll Specialist
2
2
Accountant
1
1
Senior Accounting Specialist
1
1
Accounting Specialist
2
2
Administrative Support 3
1
1
TOTAL
12
12
NOTES & ADJUSTMENTS:
(1) Pursuant to the planned staffing re -organization in 2020, either the Director of Finance position,
or the Deputy Director of Finance position will
be re-classified to the Deputy City Manager — Chief
Finance and Development Officer.
Finance
11/18/19
Personal Services Total:
2018
2019
2019
2020
Contractual Services
Actual
Budget
Revised Budget
Department
713001 Accounting/Auditing Services
1,130
11,200
11,200
Budget
101 General Fund
1,278
21,000
21,000
21,000
20 Finance
159,587
150,000
164,026
150,000
Office of the Director/Fiscal Administration/Procurement
25,852
24,000
27,000
27,000
Personal Services
4,841
5,000
5,571
5,000
701101 Full Time Salaries/Wages
938,567
1,005,835
1,005,835
1,053,620
701103 Overtime Wages
2,746
6,000
6,000
6,000
701201 Employee Benefits
365,763
370,465
370,465
407,970
701204 Uniforms and Clothing
751
2,000
2,000
2,000
702000 Training/Travel
14,058
12,500
12,869
15,000
Personal Services Total:
1,321,884
1,396,800
1,397,169
1,484,590
Contractual Services
713001 Accounting/Auditing Services
1,130
11,200
11,200
11,200
713004 Other Professional Services
1,278
21,000
21,000
21,000
713005 Misc. Contract. Serv.
159,587
150,000
164,026
150,000
715001 Communications
25,852
24,000
27,000
27,000
715002 Advertising
4,841
5,000
5,571
5,000
715003 Printing and Reproductions
5,310
10,000
14,708
10,000
716000 Memberships/Subscriptions
4,355
3,600
4,300
3,600
717001 Rents and Leases
12,540
15,000
16,585
15,000
Contractual Services Total:
214,893
239,800
264,389
242,800
Supplies
721001 Office Supplies
20,874
38,000
38,039
35,500
721002 Operating Supplies
1,520
3,000
4,300
3,000
721003 Coffee/Misc. Supplies
22,127
22,000
22,709
22,000
724003 Equipment Maintenance
395
500
1,000
500
728000 Office Expense
996
1,000
1,000
1,000
Supplies Total:
45,912
64,500
67,047
62,000
Finance Total:
1,582,689
1,701,100
1,728,606
1,789,390
General Fund Total:
1,582,689
1,701,100
1,728,606
1,789,390
Finance /Office of the Director / Fiscal Administration
BUDGET SUMMARY:
10110210
• Account 701101 provides funding for the staffing reflected under Personnel Data.
• 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
American Payroll Association (APA), the Government Finance Officers Association (GFOA),
Association of Government Accountants (AGA).
• 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 11/18/19
THIS PAGE INTENTIONALLY LEFT BLANK
I
City of
blin
OHIO, USA
Finance / Transfers / Advances
The General Fund is the general operating fund of the City; money can be transferred from the
General Fund to any other fund with approval of City Council. A transfer is the permanent
movement of money from one fund to another.
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 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
101 General Fund
20 Finance
Transfers/Advances
741201
Transf Exp Street Maint and Re
1,450,000
2,300,000
2,275,000
2,250,000
741225
Transf Exp Recreation
3,600,000
4,000,000
4,000,000
4,000,000
741226
Transf Exp Pool
310,000
420,000
420,000
400,000
741241
Transf Exp Safety
11,750,000
12,600,000
12,600,000
13,500,000
741261
Transf Exp Cemetery
145,000
160,000
185,000
200,000
741401
Transf Exp Capital Impr Tax
5,938,050
0
0
6,500,250
742404
Adv Exp Capital Improv Const
18,000,000
0
0
0
742412
Adv Exp TIF Woerner-Temple
305,000
330,000
330,000
0
742457
Adv Exp Bridge Street
0
0
1,400,000
1,400,000
742465
Adv Exp TIF Riviera
2,300,000
0
100,000
0
Transfers/Advances Total:
43,798,050
19,810,000
21,310,000
28,250,250
Finance Total: 43,798,050 19,810,000 21,310,000 28,250,250
General Fund Total: 43,798,050 19,810,000 21,310,000 28,250,250
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 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
20 Finance
Miscellaneous
Contractual Services
711001 County Auditor Deductions
186
2,500
2,500
2,500
711003 Real Estate Taxes
22,350
453,430
453,430
169,000
713001 Accounting/Auditing Services
52,016
57,200
59,480
64,700
714002 Health Services
428,732
457,910
466,431
470,910
Contractual Services Total:
503,284
971,040
981,841
707,110
Other Charges and Ex
755000 Refunds
1
10,000
10,000
10,000
Other Charges and Ex Total:
1
10,000
10,000
10,000
Finance Total:
503,285
981,040
991,841
717,110
General Fund Total:
503,285
981,040
991,841
717,110
Finance/ Miscellaneous Accounts
BUDGET SUMMARY:
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 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 and funding for contracted mosquito spraying.
Misc Accts 11/18/19
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I
City of
blin
OHIO, USA
Finance / Taxation
STATEMENT OF FUNCTIONS
The Division of Taxation is responsible for the collection of all tax revenues including hotel/motel tax,
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.
ORIECTIVES AND ACTIVITIES
• 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).
• Work with City of Columbus to develop a uniform method to allow payroll service providers
to file 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
2019
2020
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
Accounting Assistant 1
TOTAL 2
NOTES AND ADJUSTMENTS:
Finance 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
101 General Fund
20 Finance
Taxation
Personal Services
701101 Full Time Salaries/Wages
468,608
519,935
519,935
561,285
701103 Overtime Wages
2,755
4,000
4,000
4,000
701201 Employee Benefits
166,771
224,850
224,850
225,315
702000 Training/Travel
4,209
4,500
4,625
4,500
Personal Services Total:
642,343
753,285
753,410
795,100
Contractual Services
713004 Other Professional Services
16,387
19,250
21,499
900
713005 Misc. Contract. Serv.
18,083
44,600
52,224
44,600
713006 State Utility Fees City Tax
331
0
500
500
713007 State Opt - In Fess City Tax
4,137
0
10,000
10,000
715001 Communications
12,538
20,100
35,100
3,000
716000 Memberships/Subscriptions
930
1,345
1,345
1,345
Contractual Services Total:
52,405
85,295
120,668
60,345
Supplies
721001 Office Supplies
4,651
3,000
3,343
3,000
721004 Dublin Forms
8,775
9,650
9,650
2,500
724003 Equipment Maintenance
0
400
400
400
Supplies Total:
13,426
13,050
13,393
5,900
Capital Outlay
731000 Furniture/Equipment
4,765
2,000
9,000
2,000
Capital Outlay Total:
4,765
2,000
9,000
2,000
Other Charges and Ex
755000 Refunds
2,979,716
3,010,000
2,999,500
3,010,000
Other Charges and Ex Total:
2,979,716
3,010,000
2,999,500
3,010,000
Finance Total:
3,692,655
3,863,630
3,895,971
3,873,345
General Fund Total:
3,692,655
3,863,630
3,895,971
3,873,345
Finance / Taxation
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.
Finance 11/18/19
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I
City of
blin
OHIO, USA
Public Works / Office of the Director
The Department of Public Works provides direction and oversight to the Divisions of Street & Utilities
Operations, Engineering, Facilities Management and Fleet Management. The Department is also
responsible for the Infrastructure Asset Management Program and delivering top-notch City services.
ORIECTIVES AND ACTIVITIES
• To provide leadership and direction to the staff within the Divisions of Street & Utilities
Operations, Engineering, Facilities Management and Fleet Management including 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.
PERSONNEL DATA
POSITION TITLE
Director, Public Works
Infrastructure Asset Manager Engineer
Engineering Project Inspector (1)
Engineering Technician I
Administrative Support 3
Contract and Procurement Coordinator
TOTAL
PART-TIME/SEASONAL STAFF
Intern
TOTAL
NOTES AND ADJUSTMENTS:
2019
CURRENT NUMBER
1
1
.5
1
1
1
S.S
2020
ADOPTED
(1) One Engineering Project Inspector that was allocated 50% to this budget and 50% to
Engineering is being reallocated to Community Recreation Center — Facilities as a Quality Control
Manager.
Public Works 11/18/19
:)F DUBLIN 1 2020 1 OPERATING BUDGET 164
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
101 General Fund
30 Public Works
Personal Services
701101 Full Time Salaries/Wages
416,827
471,170
471,170
466,355
701103 Overtime Wages
308
5,000
5,000
5,000
701104 Other Wages
5,614
27,040
27,040
27,040
701201 Employee Benefits
124,810
174,060
174,060
177,420
701204 Uniforms and Clothing
160
250
250
250
702000 Training/Travel
8,442
14,260
14,260
12,575
703100 Meeting Expenses
2,138
4,600
4,600
4,600
Personal Services Total:
558,300
696,380
696,380
693,240
Contractual Services
713004 Other Professional Services
7,386
12,500
12,500
12,500
713005 Misc. Contract. Serv.
68,530
105,000
127,906
65,000
715001 Communications
13
200
200
200
716000 Memberships/Subscriptions
1,254
1,620
1,620
1,825
Contractual Services Total:
77,183
119,320
142,226
79,525
Supplies
721001 Office Supplies
1,914
2,000
2,085
2,000
721002 Operating Supplies
3,988
1,500
1,500
1,500
Supplies Total:
5,902
3,500
3,585
3,500
Capital Outlay
731000 Furniture/Equipment
6,000
1,000
1,000
1,000
Capital Outlay Total:
6,000
1,000
1,000
1,000
Public Works Total:
647,384
820,200
843,191
777,265
General Fund Total:
647,384
820,200
843,191
777,265
Public Works / Office of the Director
BUDGET SUMMARY:
10110310
• Account 701101 provides funding for staffing reflected in the Personnel Data.
• Account 701103 provides funding for overtime to support staff for evening/weekend
meetings and special events.
• Account 701104 provides funding for one intern position to support the Infrastructure Asset
Management program.
• Account 701204 provides funding for uniforms and clothing based on need.
• Account 702000 provides funding for travel, training, and certification courses for staff.
• Account 703100 provides funding in meeting expenses for events such as Staff Retreats,
Public Works Week and SnowGoDay.
• Account 713004 provides funding for training, support and maintenance of VHB Pavement
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 which is limited
to the next 3 years (2020, 2021, 2022).
• Account 715001 provides funding for express mail and courier services.
• Account 716000 provides funding for professional memberships.
• 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.
10180310
• Account 731000 provides funding for office furniture, tool kits for inspectors and message
board firmware/software upgrade.
Public Works 11/18/19
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City of
Dublin
OHIO, USA
Public Works / 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
Director, Street & Utilities Operations (1)
Operations Administrator (2)
Maintenance Crew Supervisor (3)
Maintenance Worker
Administrative Support 2 (4)
TOTAL
PART-TIME/SEASONAL STAFF
Seasonal Maintenance Worker
TOTAL
2019
2020
CURRENT NUMBER
ADOPTED
.15
.15
1
1
.30
.30
4
4
.60
.60
6.OS
6.OS
NOTES AND ADJUSTMENTS:
(1) The Director of Street & Utilities Operations position is allocated 15% to this budget, 20% to the Sewer
Fund, 5% to the Water Fund and 60% to the Street Fund.
(2) Two Operations Administrator positions are allocated to this budget and also to other funds as follows:
OA1— 20% Solid Waste Fund, 30% Street Fund, 40% Sewer Fund, 10% Water Fund
OA2 — 80% Solid Waste Fund, 20% Street Fund
(3) A Maintenance Crew Supervisor position is allocated 30% to this budget, 50% to the Sewer Fund and 20%
to the Water Fund.
(4) Two Administrative Support 2 positions are allocated to this budget and also to other funds as follows:
AS1 — 15% Solid Waste Fund, 60% Street Fund, 15% Sewer Fund, 10% Water Fund
AS2 — 45% Solid Waste Fund, 30% Street Fund, 15% Sewer Fund, 10% Water Fund
Solid Waste Mgmt 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
30 Public Works
Solid Waste
Personal Services
701101 Full Time Salaries/Wages
412,939
418,515
418,515
460,105
701103 Overtime Wages
39,194
40,000
40,000
40,000
701104 Other Wages
3,812
29,100
29,100
29,100
701201 Employee Benefits
220,161
222,470
222,470
248,080
701204 Uniforms and Clothing
4,595
4,395
4,395
4,395
702000 Training/Travel
130
1,700
1,500
1,700
Personal Services Total:
680,832
716,180
715,980
783,380
Contractual Services
713005 Misc. Contract. Serv.
826
5,300
5,789
5,300
715001 Communications
0
100
100
100
715003 Printing and Reproductions
0
300
300
300
716000 Memberships/Subscriptions
523
710
710
710
Contractual Services Total:
1,349
6,410
6,899
6,410
Supplies
721001 Office Supplies
181
300
399
300
721002 Operating Supplies
244
1,740
2,039
1,740
Supplies Total:
424
2,040
2,438
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
2,587,010
2,811,775
3,009,091
2,889,890
751012 Promotional Programs
-2,090
500
700
500
Other Charges and Ex Total:
2,584,920
2,812,275
3,009,791
2,890,390
Public Works Total:
3,267,526
3,542,030
3,740,234
3,687,345
General Fund Total:
3,267,526
3,542,030
3,740,234
3,687,345
Public Works / Solid Waste Management
10130340
• Account 701101 provides funding for the staffing reflected in the Personnel Data and the Notes
and Adjustments.
• 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.
• 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 11/18/19
Public Works / Solid Waste Management
Performance Measures:
Tons of Recvclina Material Collected Per Household
Tons of Refuse Collected Per Household
The Street and Utilities Operations Work 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 11/18/19
Material and
Refuse
Collected per Household
0.9
0.80 0.83 0.84
0.83 0.83
0.79
0.8
w•
--"""--mow`.• ................ ._.,._.......,,,�
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
� Recydirg t Refuse ......... Trendline
The Street and Utilities Operations Work 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 11/18/19
Public Works / Solid Waste Management
Performance Measures:
City Diversion Rate (% per Year)
City Diversion Rate
60%
u 49% 48% 48% 97% 49% 49%
50%
40%
30%
20%
10%
0%
2013 2014 2015 2016 2017 2018
� Rate ......... 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 11/18/19
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City of
Dublin
OHIO, USA
Public Works/ Engineering
STATEMENT OF FUNCTIONS
Engineering provides services such as design review, street and bridge design and construction, operation and
maintenance of traffic signals, street lights, the outdoor warning system, school zone flashers, traffcsign and pavement
marking standards and design, surveying, construction inspection, design, operation and maintenance of water
distribution, stone 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 forall work in the public rights-of-way and
easements. This function reviews the engineering aspects ofall development projects and provides engineering support
to Street and Utilities Operations. 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, traffic signals, signage,
pavement markings, flood plain and ponds.
• To manage City infrastructure by establishing maintenance programs for sanitary and storm sewers, water
lines, manholes, traffic signals, 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, stone and
sanitary sewer, water distribution and other applicable issues.
• To manage the comprehensive stonnwater maintenance and improvement programs.
PERSONNEL DATA
2019
2020
POSITION TITLE
CURRENTNUMBER
ADOPTED
Director, Engineering
1
1
Engineering Manager
2
2
Senior Civil Engineer (1)
2.30
2.30
Civil Engineer II
6
6
Engineering Technician I (2)
1.5
1.5
Engineering Technician II
2
2
Electrical Worker
4
4
Engineering Project Inspector (3)
5
4.5
Administrative Support 2
2
2
TOTAL
25.80
25.30
PART-TIME/SEASONAL STAFF
Interns
2
2
TOTAL
2
2
NOTES AND ADJUSTMENTS:
(1) One Senior Civil Engineer is allocated 30% to this budget, 20% to the Water Fund and 50% to the Sewer Fund.
(2) One Engineering Technician is allocated 50% to this budget and 50% to the Water Fund and one Engineering
Technician I which is allocated 50% to this budget and 50% to the Water Fund.
(3) One Engineering Project Inspector position is allocated 50% to this budget and 50% to the Water Fund. One
Engineering Project Inspector that was allocated 50% to this budget and 50% to Public Works is being reallocated to
Community Recreation Center - Facilities.
Engineering 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
101 General Fund
30 Public Works
Engineering
Personal Services
701101
Full Time Salaries/Wages
1,896,709
1,956,810
1,971,810
2,068,490
701103
Overtime Wages
58,561
68,000
68,000
68,000
701104
Other Wages
11,824
17,000
17,000
17,000
701201
Employee Benefits
902,591
894,070
896,470
985,840
701204
Uniforms and Clothing
6,139
6,490
6,811
7,500
702000
Training/Travel
18,853
24,750
24,750
30,000
703100
Meeting Expenses
641
2,000
2,000
1,200
Personal Services Total:
2,895,318
2,969,120
2,986,841
3,178,030
Contractual Services
712002
Eng. Inspection Services
105,859
200,000
256,390
200,000
712003
Plan Review
1,375
5,000
5,000
5,000
713004
Other Professional Services
319,318
713,250
968,072
787,160
715001
Communications
73
3,000
3,462
3,000
715003
Printing and Reproductions
2,098
3,000
3,230
3,000
716000
Memberships/Subscriptions
4,643
5,100
5,100
4,820
Contractual Services Total:
433,367
929,350
1,241,254
1,002,980
Supplies
721001
Office Supplies
4,085
7,000
7,757
7,000
721002
Operating Supplies
13,852
16,500
16,668
5,830
Supplies Total:
17,937
23,500
24,426
12,830
Capital Outlay
731000
Furniture/Equipment
1,934
5,000
18,066
20,000
Capital Outlay
Total:
1,934
5,000
18,066
20,000
Public Works
Total:
3,348,555
3,926,970
4,270,587
4,213,840
General Fund
Total:
3,348,555
3,926,970
4,270,587
4,213,840
Public Works/ 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.
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.
• 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 APJVA 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 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
101 General Fund
30 Public Works
Engineering Miscellaneous
Contractual Services
717005 Utilities- Other Fuel Types 199,950 235,000 290,581 240,875
Contractual Services Total: 199,950 235,000 290,581 240,875
Supplies
724001 General Maintenance 39,621 125,000 163,073 125,000
Supplies Total: 39,621 125,000 163,073 125,000
Public Works
Total:
239,571
360,000
453,654
365,875
General Fund
Total:
239,571
360,000
453,654
365,875
Public Works /Engineer 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 11/18/19
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City of
Dublin
OHIO, USA
Public Works/ Fleet Management
STATEMENT OF FUNCTIONS
The Fleet Management Division 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. The Division continues to pursue alternative fuel and other options in an effort
to reduce emissions of the City fleet and equipment. The Fleet Management Division also oversees
the City's fueling station providing the City's fleet, Dublin City Schools and Washington Township
Fire Department with fuel.
• 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 2019 2020
POSITION TITLE CURRENT NUMBER ADOPTED
Director of Fleet Management
Fleet Administrator
Fleet Technician I
Administrative Support 2
TOTAL
NOTES AND ADJUSTMENTS:
Public Works/Fleet 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
101 General Fund
30 Public Works
Fleet Management
Personal Services
701101 Full Time Salaries/Wages
633,675
669,540
669,540
717,735
701103 Overtime Wages
59,111
50,000
50,000
50,000
701201 Employee Benefits
261,033
277,460
277,460
293,110
701204 Uniforms and Clothing
8,369
9,375
9,774
9,375
702000 Training/Travel
21,017
17,500
17,500
18,500
Personal Services Total:
983,204
1,023,875
1,024,274
1,088,720
Contractual Services
713004 Other Professional Services
3,487
11,300
10,300
12,950
713005 Misc. Contract. Serv.
98,615
86,000
94,443
90,000
716000 Memberships/Subscriptions
6,980
4,900
4,900
4,900
717001 Rents and Leases
37,652
56,500
56,739
58,000
Contractual Services Total:
146,733
158,700
166,382
165,850
Supplies
721001 Office Supplies
776
1,500
2,014
1,500
721002 Operating Supplies
31,326
39,500
39,521
39,500
724003 Equipment Maintenance
28,440
17,000
21,350
17,000
726001 Vehicle Maintenance
379,811
460,000
575,598
460,000
726002 Fuel
1,417,357
1,725,750
1,821,687
1,785,750
Supplies Total:
1,857,709
2,243,750
2,460,169
2,303,750
Capital Outlay
731000 Furniture/Equipment
660
1,000
1,602
1,000
734002 Tools
8,981
18,100
26,135
18,100
Capital Outlay Total:
9,641
19,100
27,737
19,100
Public Works Total:
2,997,288
3,445,425
3,678,562
3,577,420
General Fund Total:
2,997,288
3,445,425
3,678,562
3,577,420
Public Works/ 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 (APJVA).
• 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.
Public Works/Fleet 11/18/19
Public Works/ Fleet Management
PERFORMANCE MEASURES:
Asset Availability
97.27 % 98.35% 99.59% 99.07%
99.59% 99.85% 99.69% 99.06% 99.37%100.00%98.15%100.00%98.73%
100%
-
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
d
9 d d
d
U O
d
C d
LL
O
C C
CU
9C
E
O
_
W j
p
N 9 W y
C
O
N
O
Ww
�F
dN
�
j U
y
m d
O'
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.
Public Works/Fleet 11/18/19
Public Works/ Fleet Management
Scheduled vs Non -Scheduled Repairs
• Scheduled • Non -Scheduled
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.
Uf we're not customer service driven, our vehicles won't be either'
Public Works/Fleet 11/18/19
Public Works/ Fleet Management
Utilization
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Class Description
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This performance measure allows fleet to seethe 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.
Public Works/Fleet 11/18/19
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Public Works/ Fleet Management
Technician Productivity
82%
■Direct ■Indirect
18%
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.
Public Works/Fleet 11/18/19
Public Works/ Fleet Management
Jpen Work Order by Status
ActiveAtVork in Progress • Awaiting Part • Awaiting Technician, N/A
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.
Public Works/Fleet 11/18/19
70%
64
60%
50%
40%
30%
Public Works/ Fleet Management
Shop Turnaround
24%
20%
12%
0%
Oh
0-24 Hours 25-48 Hours 48+ Hours
•0-24Hours E25-48Hours 048+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.
Public Works/Fleet 11/18/19
Public Works/ Fleet Management
PERFORMANCE MEASURES:
PM Compliance
Department
. 0epanmem
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.
Public Works/Fleet 11/18/19
Public Works/ Fleet Management
PERFORMANCE MEASURES:
Cost Per Meter
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 aspect 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.
Public Works/Fleet 11/18/19
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City of
Dublin
OHIO, USA
Public Works/ Facilities
STATEMENT OF FUNCTIONS:
The Facilities work unit is charged with protecting 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.
• 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
2019
2020
POSITION TITLE
CURRENT NUMBER
ADOPTED
Director of Facilities Management
1
1
Operations Administrator
1
1
Maintenance Crew Supervisor
2
2
Facilities System Specialist
1
1
Maintenance Worker
3
3
Custodial Worker
9
9
Administrative Support 2
1
1
TOTAL
18
18
PART-TIME/SEASONAL STAFF
Seasonal Maintenance Worker
5
5
TOTAL
5
5
NOTES AND ADJUSTMENTS
Public Works/Facilities 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
101 General Fund
30 Public Works
Facilities
Personal Services
701101
Full Time Salaries/Wages
990,270
1,085,585
1,085,585
1,122,120
701103
Overtime Wages
24,608
20,000
20,000
20,000
701104
Other Wages
38,637
72,700
72,700
74,960
701201
Employee Benefits
426,802
523,155
523,155
593,315
701204
Uniforms and Clothing
14,209
13,200
13,720
13,200
702000
Training/Travel
2,741
6,000
7,193
6,000
703100
Meeting Expenses
242
250
250
250
Personal Services Total:
1,497,509
1,720,890
1,722,602
1,829,845
Contractual Services
713005
Misc. Contract. Serv.
276,155
311,000
375,448
317,220
715001
Communications
3,222
3,500
3,578
3,500
716000
Memberships/Subscriptions
386
500
500
500
717001
Rents and Leases
4,122
5,100
6,258
5,100
717005
Utilities- Other Fuel Types
458,596
519,350
636,757
519,350
Contractual Services Total:
742,481
839,450
1,022,542
845,670
Supplies
721001
Office Supplies
1,625
2,000
2,128
2,000
721002
Operating Supplies
94,816
125,000
163,618
127,500
724003
Equipment Maintenance
260,917
220,500
276,638
224,910
Supplies Total:
357,358
347,500
442,384
354,410
Capital Outlay
731000
Furniture/Equipment
21,077
10,000
10,352
10,000
734002
Tools
0
1,500
1,500
1,500
735002
Cap Impr Build & Other Struct
0
0
2,800
0
Capital Outlay
Total:
21,077
11,500
14,652
11,500
Public Works
Total:
2,618,425
2,919,340
3,202,180
3,041,425
General Fund
Total:
2,618,425
2,919,340
3,202,180
3,041,425
Public Works/ Facilities
BUDGET SUMMARY:
101103SO
• 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.
101803SO
• Account 731000 includes funding for items such as replacement furniture and flooring
repairs in various City buildings.
Public Works/Facilities 11/18/19
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City of
Dublin
OHIO, USA
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 Departments 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.
ORIECTIVES AND ACTIVITIES
• 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,
COOT, 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
Administrative Support 3
TOTAL
I]a1:]0IIu17697a6Y•]�1a1 �9 /ilyy
I to] /a11
NOTES AND ADJUSTMENTS:
2019 2020
CURRENT NUMBER ADOPTED
1
1
2
Development 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
70 Development
Office of the Director of Development
Personal Services
701101 Full Time Salaries/Wages
225,364
241,115
241,115
245,405
701103 Overtime Wages
1,663
2,500
2,500
2,500
701104 Other Wages
2,799
0
0
0
701201 Employee Benefits
60,374
59,150
59,150
61,995
702000 Training/Travel
4,460
9,140
10,140
15,000
702001 Reimbursable Business Expense
363
500
500
500
703100 Meeting Expenses
2,400
3,000
2,125
3,000
Personal Services Total:
297,422
315,405
315,530
328,400
Contractual Services
713004 Other Professional Services
0
1,000
1,000
1,000
715003 Printing and Reproductions
0
500
500
500
716000 Memberships/Subscriptions
803
1,490
1,490
1,490
Contractual Services Total:
803
2,990
2,990
2,990
Capital Outlay
731000 Furniture/Equipment
0
2,500
2,500
2,500
Capital Outlay Total:
0
2,500
2,500
2,500
Development Total:
298,225
320,895
321,020
333,890
General Fund Total:
298,225
320,895
321,020
333,890
Development / Office of the Director
BUDGET SUMMARY:
10110710
• Account 701101 provides funding for staffing reflected in the Personnel Data.
• Account 702000 includes training and certification courses for staff. Also includes funds for
international and national trade mission trips to recruit businesses.
• 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 Department.
• Account 713004 provides funding for property appraisals and other professional services.
• Account 715003 funds printed projects, presentation materials, and event invitations.
• Account 716000 provides funding for professional memberships.
10180710
• Account 731000 provides funding for miscellaneous small office equipment.
Development 11/18/19
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City of
Dublin
OHIO, USA
Development / 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.
ORIECTIVES 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 Columbus 2020 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
Senior Economic Development Administrator
TOTAL
PART-TIME/SEASONAL STAFF
Intern
TOTAL
NOTES AND ADJUSTMENTS:
2019 2020
CURRENT NUMBER ADOPTED
1
2
1
4
Number of positions remains the same; but a request to change in a position's level is requested. The
requested change involves reclassifying one of the three Administrators to a Senior Administrator level.
Development/Economic Dev 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
101 General Fund
70 Development
Economic Development
Personal Services
701101
Full Time Salaries/Wages
345,703
361,200
361,200
395,005
701104
Other Wages
0
13,000
13,000
14,750
701201
Employee Benefits
132,497
129,920
129,920
145,380
702000
Training/Travel
17,612
29,000
29,000
29,000
702001
Reimbursable Business Expense
840
2,000
2,000
2,000
703100
Meeting Expenses
7,384
10,300
10,300
12,000
Personal Services
Total:
504,036
545,420
545,420
598,135
Contractual Services
713004 Other Professional Services
490,889
659,600
822,880
605,850
715002 Advertising
128,238
258,000
266,664
258,000
715003 Printing and Reproductions
5,742
6,000
6,000
6,000
716000 Memberships/Subscriptions
28,301
33,975
34,675
34,000
Contractual Services Total:
653,170
957,575
1,130,218
903,850
Supplies
721001 Office Supplies 1,517 2,500 2,614 2,500
Supplies Total: 1,517 2,500 2,614 2,500
Other Charges and Ex
751009
Economic Development
258,227
287,000
353,145
287,000
751010
Economic Dev Incentives
1,329,956
1,575,375
2,050,375
1,825,770
754002
Grants/Community Ong
0
100,000
120,270
250,000
Other Charges
and Ex Total:
1,588,183
1,962,375
2,523,790
2,362,770
Development Total: 2,746,906 3,467,870 4,202,043 3,867,255
General Fund Total: 2,746,906 3,467,870 4,202,043 3,867,255
Development / Economic Development
BUDGET SUMMARY:
10110740
• Account 701100 provides funding for staffing reflected in the Personnel Data.
• Account 702000 includes travel/training and certification courses for staff and three
international mission trips with Columbus 2020.
• 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), 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, and 100 gig project.
• Account 751010 reflects funding for economic development incentives in accordance with
executed Economic Development Agreements (EDA). The decrease for 2019 is due to the
expiration of multiple EDAs.
• Account 754002 provides funding for the City's Fagade Improvement Grant Program and a
proposed grant program for Legacy Office Competitiveness Improvement.
Development/Economic Dev 11/18/19
Development / Economic Development
1) Total Number of Jobs Retained through Economic Development Agreements
This measure shows that through the execution of Retention/Expansion Economic Development
Agreements (EDAs), the City is successful at retaining employers at risk of moving from Dublin.
This does not include companies renew leases without requesting incentives from the City to do
so.
2) Total Number of Jobs Created through Economic Development Agreements
This measure shows that through the execution of Attraction EDAs, the City is successful at
recruiting new employers to Dublin. This is not a city-wide statistic. 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
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
55
7,233
3,354
3) Cityof Dublin Unemployment Rate —Civilian Labor Force data
City of Dublin Unemployment Rate
6% 5.57%
.........
4.78% 4.92%
5%
.3.53 �:........ 3.40% 3.28%
4% 9a4vk......, 3.10%
3% ....................
2%
1%
0%
2011 2012 2013 2014 2015 2016 2017 2018
Total ......... Trendline
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.
Development/Economic Dev 11/18/19
Development / Economic Development
4) City of Dublin Commercial Office Vacancy Rate
City of Dublin Commercial Office Vacancy Rate
18%
16% 14.8%. 14.40% 14.50%
............ 13.83%
14% 12.93%
..........
12%
10%
8%
6%
4%
2%
9.96%
0%
2011 2012 2013 2014 2015 2016 2017 2018
Total .........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).
Development/Economic Dev 11/18/19
Development / Economic Development
5) Annual Number of Retention and Company Outreach Meetings Conducted
Annual Number of Retention and Company
Outreach Meetings Conducted
450
400
350
300
250
200
150
100
50
308 298
0
2011 2012 2013 2014 2015 2016 2017 2018
Total ......••• 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.
Development/Economic Dev 11/18/19
Development/ Building Standards
STATEMENT OF FUNCTIONS:
Building Standards is under the administrative direction of the Director of Building Standards (Chief
Building Official) who reports to the Director of Development. 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
2019
2020
POSITION TITLE
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
3
3
TOTAL
15
15
NOTES AND ADJUSTMENTS:
Development/Building Standards 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
70 Development
Building Standards
Personal Services
701101 Full Time Salaries/Wages
949,175
1,090,500
1,090,500
1,149,980
701103 Overtime Wages
15,252
10,000
10,000
10,000
701104 Other Wages
8,985
0
0
0
701201 Employee Benefits
371,629
427,150
427,150
529,645
701204 Uniforms and Clothing
2,593
4,000
4,000
4,000
702000 Training/Travel
2,715
10,000
10,845
10,000
703100 Meeting Expenses
778
2,500
2,500
2,500
Personal Services Total:
1,351,126
1,544,150
1,544,995
1,706,125
Contractual Services
712003 Plan Review
259,974
150,000
210,056
150,000
712004 Building Inspection Services
124,399
150,000
180,627
150,000
713004 Other Professional Services
0
3,000
20,600
3,000
713005 Misc. Contract. Serv.
46,332
50,000
50,000
70,000
715003 Printing and Reproductions
5,691
2,500
2,846
3,500
716000 Memberships/Subscriptions
2,245
4,000
4,170
4,000
Contractual Services Total:
438,642
359,500
468,299
380,500
Supplies
721001 Office Supplies
3,474
4,000
4,668
4,000
721002 Operating Supplies
6,852
10,000
10,000
10,000
Supplies Total:
10,327
14,000
14,668
14,000
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:
1,800,094
1,925,150
2,035,462
2,108,125
General Fund Total:
1,800,094
1,925,150
2,035,462
2,108,125
Development/ Building Standards
BUDGET SUMMARY:
10120730
• Account 701100 provides funding for staffing reflected in the Personnel Data.
• Account 701204 provides funding for uniform s 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 fluctuates with 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 11/18/19
Development/ Building Standards
Performance Measures:
1. Total Number of Building Permits Issued (Commercial & Residential)
800
700
600
500
400
300
200
100
0
Total Number of Building Permits
Issued
710
2015 2016 2017 2018 *2019 **Average
*2019 Total is projected, based upon 7/19/19 plan review data (349 actual ytd)
**4 year average does not include the 2019 YTD statistic
Construction activity within the City of Dublin maintained solid and robust gains from 2011 to
2017. The projected 2019 permits are approx. 6% higher than the 5 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 11/18/19
Development/ Building Standards
Performance Measures:
2. Total Number of Building Permits Issued for New Residential Dwelling Units
(Including Single Family and Multi -Family)
Total Number of Building Permits
Issued for New Residential Dwelling
Units
00 — 270
250
200 194 180
150 157
150 —
107
loo — 1
50
0 —
2015 2016 2017 2018 *2019 **Average
*2019 Total is projected based upon 7/19/19 plan review data (actual 85 ytd)
**4 year average does not include the 2019 YTD statistic
The total number of permits issued for new residential dwellings has steadily increased from a low in
2008 to a high in 2017. We are projecting that the 2019 residential permit count will reach approx.
87% of the 4 year average. We believe that the low in 2015 was the result of low site inventories rather
than economic conditions. Residential developments, such as Autumn Woods, Avondale, along with
new phases of Oak Park and Tartan Ridge, should keep residential permits at or near the 4 year average.
Residential construction is a good indicator of the overall health of the construction sector. New
residential developments continue to open throughout the city in response to the public demand for
new housing. Building Standards should continue to see normal activity for the near term. One "after-
effect" of new residential construction is a corresponding increase for permits related to remodeling
activity in residential units, mostly in accessory structure permits (decks, screened porches) and
basement remodels. The number of these homeowner improvement permits continue rise and place an
increased demand on staff resources, in the form of permit processing, plan review and building,
electrical and mechanical inspections.
Development/Building Standards 11/18/19
Development/ Building Standards
Performance Measures:
3. Building Permits Issued: Total Square Feet x 1.000 (Commercial and Residential)
Building Permits Issued: Total Sq. Ft. x
1000 (Commercial and Residential)
3500 3409
3400
3300 3257
3200 3142
3100 3051
3000 -
2900 2850. 2875
2800 —
2700 —
2600
2500
2015 2016 2017 2018 *2019 **Average
*2019 Total is projected based upon 7119119 plan review data (actual 1,557 ytd)
**4 year average does not include the 2019 YTD statistic
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
continued stability in residential construction bode well for 2019 and beyond, although 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 2019 Building Permits to be 92% 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 11/18/19
Development/ Building Standards
Performance Measures:
4. Total Number of Plan Review Rounds (Commercial and Residential)
Number of Plan Reviews
Commercial/Residential
3000 2850
2500 438
2094
2000 1882 1857
1500 1206
1000
50
2015 2016 2017 2018 '2019 "Average
*2019 Total is projected based upon 7/19/19 plan review data (actual 1,006 ytd)
**5 year average does not include the 2019 YTD statistic
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 9
months. Our projected 2019 number of plan review rounds is 1,857, which is 89% 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 11/18/19
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City of
Dublin
OHIO, USA
Development/ 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
2019
2020
POSITION TITLE
CURRENT NUMBER
ADOPTED
Director, Planning
1
1
Planning Manager
1
1
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
20
PART-TIME/PERMANENT PART-
TIME/SEASONAL STAFF
Planning Assistant/ Intern 3 3
TOTAL 3 3
NOTES AND ADJUSTMENTS:
Development/Planning 11/18/19
Personal Services Total:
2,019,206
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
72,000
403,487
68,000
713004 Other Professional Services
26,992
Budget
101 General Fund
80,000
713005 Misc. Contract. Serv.
8,724
1,100
1,614
70 Development
715001 Communications
3,370
7,500
9,350
7,500
Planning
0
2,000
2,000
2,000
716000 Memberships/Subscriptions
Personal Services
10,000
10,000
10,000
717001 Rents and Leases
2,196
701101
Full Time Salaries/Wages
1,348,366
1,445,010
1,445,010
1,527,300
701103
Overtime Wages
13,996
12,500
12,500
12,500
701104
Other Wages
51,264
70,000
70,000
70,020
701201
Employee Benefits
562,409
614,790
614,790
658,745
701204
Uniforms and Clothing
2,470
2,810
3,083
2,810
702000
Training/Travel
39,292
62,000
85,059
41,300
703100
Meeting Expenses
1,408
2,250
3,576
750
Personal Services Total:
2,019,206
2,209,360
2,234,018
2,313,425
Contractual Services
712008 Planning Services
268,320
72,000
403,487
68,000
713004 Other Professional Services
26,992
90,000
198,399
80,000
713005 Misc. Contract. Serv.
8,724
1,100
1,614
1,100
715001 Communications
3,370
7,500
9,350
7,500
715003 Printing and Reproductions
0
2,000
2,000
2,000
716000 Memberships/Subscriptions
10,378
10,000
10,000
10,000
717001 Rents and Leases
2,196
2,820
3,369
2,820
Contractual Services Total:
319,979
185,420
628,220
171,420
Supplies
721001 Office Supplies
5,897
8,000
12,052
8,000
721002 Operating Supplies
5,117
4,000
4,439
4,000
724003 Equipment Maintenance
0
2,300
2,300
2,300
Supplies Total:
11,014
14,300
18,791
14,300
Capital Outlay
731000 Furniture/Equipment
3,862
4,500
5,909
4,500
Capital Outlay Total:
3,862
4,500
5,909
4,500
Other Charges and Ex
753001 Code Enforcement
6,439
10,000
18,412
10,000
755000 Refunds
0
3,000
3,000
3,000
Other Charges and Ex Total:
6,439
13,000
21,412
13,000
Development Total:
2,360,500
2,426,580
2,908,348
2,516,645
General Fund Total:
2,360,500
2,426,580
2,908,348
2,516,645
Development / Planning
BUDGET SUMMARY:
10120720
• Account 701101 provides funding for the staffing reflected in the Personnel Data.
• Account 701104 provides wages for the Planning Assistants.
• Account 702000 includes funding for participating in the Community Development Software
Users Group conference, Planners attending the national and state planning conferences (AICP
certifications), consultants for City Council and Planning and Zoning Commission joint training
sessions, training and certification requirements of the Landscape Architect and
Zoning/Landscape Inspectors, and training and certification requirements for Code Enforcement
Officers.
• Account 703100 provides funding for group meetings sponsored by the City and includes
resources for food, beverages, and associated supplies.
• Account 712008 provides funding for general planning services and area studies including
continued implementation of the mobility plan and the downtown parking plan, updates to the
Community Plan, and the creation of a comprehensive complete streets plan.
• 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. These
services principally support development and sign approvals in the Bridge Street District and
Historic Districts.
• Account 715001 provides funding for postage for all work units located within the 5800 Building.
• Account 716000 provides funding for membership fees such as the APA (state and national)
and ASLA.
• Account 721002 includes funding for office supplies and supplies for specialized presentations.
• 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 such as office chairs and standing
desks (desktop adjustable versions).
Development/Planning 11/18/19
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City of
Dublin
OHIO, USA
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.
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
POSITIONTITLE
2019
CURRENTNUMBER
2020
ADOPTED
Director, Parks and Recreation
1
1
Landscape Architect Manager
1
1
Landscape Architect
.5
.5
Maintenance Crew Supervisor
1
1
Administrative Support 3
1
1
TOTAL
NOTES AND ADJUSTMENTS:
4.S
4.S
Parks & Recreation 11/18/19
2018
2019
2019
2020
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
284,778
408,310
408,310
425,645
701103 Overtime Wages
3,913
4,500
4,500
6,000
701201 Employee Benefits
123,001
171,550
171,550
190,530
701204 Uniforms and Clothing
81
880
880
880
702000 Training/Travel
3,645
7,700
7,700
12,700
703100 Meeting Expenses
2,629
1,500
1,791
1,500
Personal Services Total:
418,047
594,440
594,731
637,255
Contractual Services
713005 Misc. Contract. Serv.
3,750
1,255,315
1,255,315
1,654,600
715001 Communications
111
100
160
100
716000 Memberships/Subscriptions
5,589
6,490
6,490
6,145
Contractual Services Total:
9,449
1,261,905
1,261,965
1,660,845
Supplies
721001 Office Supplies
1,744
1,800
1,902
1,800
Supplies Total:
1,744
1,800
1,902
1,800
Other Charges and Ex
751003 Special Projects/Programs
1,044
3,000
3,000
15,000
Other Charges and Ex Total:
1,044
3,000
3,000
15,000
Parks and Recreation Total:
430,284
1,861,145
1,861,598
2,314,900
General Fund Total:
430,284
1,861,145
1,861,598
2,314,900
Parks & Recreation
10140410
• Account 701101 provides funding for the staffing reflected in the Personnel Data.
• Account 701103 provides for funding of overtime for Crew Supervisor and Administrative Support Staff for
meetings, special events and other unexpected cercumstances. Account increased by $1500 to cover
ovatime not budget in 2019 for Crew Supevisor that transfered from the Division of Parks Operation.
• Account 701204 supports minimal funding for Landscape Architect, Landscape architect
and Crew Supervisor for PPE Replacements and supplies.
• Account 702000 includes the same funding for training for full-time staff to support parks
and recreation which includes education to provide recertification credits for professional
certifications, as well as staff training and development. Additional funding included for
landscape architect position for ASLA training and re -certifications. Also added additional
required funds for safety training for Crew Supervisor.
• Account 703100 includes increased funding for miscellaneous meetings including Riverside
Crossing Park meetings along with other additional meetings.
• Account 713005 provides funding for parkland fee study for "fee in -lieu of parkland
dedication." This account provides funding for all landscape maintenance contracts,
supplemental contract mulching and various HOA contracts. Increase to funds due to
contract pricing increases for 2020 along with contingency landscape repair cost per
contract. Increases to I-270/33 and Riveria maintenance contracts to include full
maintenance for 2020. Also funds were included for winter work which was previously
included in Parks Operations account.
• Account 715001 provides minimal funding for courier service and Fed -ex.
• Account 716000 provides 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 office supplies including printer supplies for landscape
architect.
• Account 751003 includes new funding for park dedications and Parks & Recreation events.
Increase to this fund due to CAPRA re -accreditation in 2020 to include costs for expenses
for site visits. Also includes funding for updates and printing for bikepath maps.
Parks & Recreation 11/18/19
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City of
Dublin
OHIO, USA
Parks & Recreation / Parks Operations
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.
ACCOUNTIVES AND ACTIVITIES:
Parks Operations is committed to maintaining and providing a safe and accessible park system
and will lead efforts for the enhancement and preservation of the parks system.
PERSONNELDATA 2019 2020
POSITION TITLE CURRENT NUMBER ADOPTED
Director, Parks Operations 1 1
Operations Administrator 1 0
Nature Education Coordinator (1) .5 0
Maintenance Crew Supervisor 6 6
Maintenance Worker 20 20
Administrative Support 2 1 1
TOTAL 29.5 29
Seasonal Maintenance Worker 22 22
TOTAL 22 22
(1) Nature Education Coordinator position has been moved to Parks and Recreation, Outreach and
Engagement.
Parks 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
40 Parks and Recreation
Parks Operations
Personal Services
701101 Full Time Salaries/Wages
2,064,821
2,100,780
2,100,780
2,138,775
701103 Overtime Wages
184,715
95,000
141,380
95,000
701104 Other Wages
268,517
372,400
326,020
372,400
701201 Employee Benefits
1,142,047
1,142,920
1,142,920
1,148,135
701204 Uniforms and Clothing
38,806
44,500
51,966
44,500
702000 Training/Travel
2,759
10,875
10,875
10,875
Personal Services Total:
3,701,665
3,766,475
3,773,941
3,809,685
Contractual Services
713005 Misc. Contract. Serv.
991,646
117,895
328,232
117,895
715001 Communications
0
200
200
200
716000 Memberships/Subscriptions
1,924
2,880
2,880
2,880
717005 Utilities- Other Fuel Types
272,829
300,725
397,136
308,245
Contractual Services Total:
1,266,400
421,700
728,448
429,220
Supplies
721001 Office Supplies
4,974
8,690
9,452
8,690
721002 Operating Supplies
44,898
44,800
45,123
44,800
722001 Reforestation
22,265
0
458,834
25,000
724002 Park Maintenance
167,935
193,000
213,830
193,000
724003 Equipment Maintenance
54,063
90,000
91,569
90,000
Supplies Total:
294,135
336,490
818,808
361,490
Capital Outlay
731000 Furniture/Equipment
52,855
32,000
33,937
32,000
734002 Tools
5,343
8,000
9,052
8,000
735001 Cap Impr Land and Land Impr
35,064
20,000
20,000
20,000
Capital Outlay Total:
93,262
60,000
62,989
60,000
Other Charges and Ex
751003 Special Projects/Programs
779
2,085
2,085
2,085
Other Charges and Ex Total:
779
2,085
2,085
2,085
Parks and Recreation Total:
5,356,240
4,586,750
5,386,271
4,662,480
General Fund Total:
5,356,240
4,586,750
5,386,271
4,662,480
Parks & Recreation / Parks Operations
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 lightning prediction service, pond
maintenance, masonry repairs, SCRAM wildlife agreement/services.
• 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 11/18/19
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City of
Dublin
OHIO, USA
Parks & Recreation / Parks Operations/ Horticulture
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 management of public areas including parks gateways and rights-of-way.
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 2019 2020
POSITIONTITLE CURRENTNUMBER ADOPTED
City Horticulturist
Assistant Horticulturist
TOTAL
Seasonal Maintenance Worker 18 18
TOTAL 18 18
Parks/Horticulture 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
101 General Fund
40 Parks and Recreation
Horticulture
Personal Services
701101
Full Time Salaries/Wages
402,200
419,390
419,390
433,785
701103
Overtime Wages
34,423
45,000
45,000
45,000
701104
Other Wages
191,746
200,000
200,000
190,600
701201
Employee Benefits
249,910
246,105
246,105
288,110
701204
Uniforms and Clothing
13,686
17,470
20,943
17,470
702000
Training/Travel
9,840
11,130
11,130
11,130
Personal Services
Total:
901,805
939,095
942,568
986,095
Contractual Services
713005 Misc. Contract. Serv.
58,660
100,000
122,303
200,000
716000 Memberships/Subscriptions
1,211
2,705
2,705
2,705
Contractual Services Total:
59,871
102,705
125,008
202,705
Supplies
721002 Operating Supplies
4,635
6,500
6,500
6,500
724002 Park Maintenance
48,788
64,500
68,763
64,500
724003 Equipment Maintenance
1,299
2,500
3,050
2,500
Supplies Total:
54,723
73,500
78,313
73,500
Capital Outlay
731000 Furniture/Equipment
4,422
3,710
3,710
3,710
734002 Tools
5,980
7,500
7,500
7,500
735001 Cap Impr Land and Land Impr
80,846
100,000
100,000
100,000
Capital Outlay Total:
91,248
111,210
111,210
111,210
Other Charges and Ex
751003 Special Projects/Programs 13,134 28,500 38,500 36,000
Other Charges and Ex Total: 13,134 28,500 38,500 36,000
Parks and Recreation Total: 1,120,780 1,255,010 1,295,598 1,409,510
General Fund Total: 1,120,780 1,255,010 1,295,598 1,409,510
Parks & Recreation / Parks Operations/ Horticulture
10140433
• Account 701101 provides funding for staffing reflected in the Personnel Data.
• Account 701204 provides funding for uniforms for full-time and seasonal staff. Increase over
prior year reflects actual costs. The prior year was the first year the Horticulture and
Forestry work units were broken -out of Parks Operations, and some line items were
originally budgeted too low.
• 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.
• Account 734002 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.
Parks/Horticulture 11/18/19
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City of
Dublin
OHIO, USA
Parks & Recreation / Parks Operations/ 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 management of 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 2019 2020
POSITIONTITLE CURRENTNUMBER ADOPTED
City Forester
Assistant Forester
TOTAL
Seasonal Maintenance Worker 10 10
TOTAL 10 10
Parks/Forestry 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
101 General Fund
40 Parks and Recreation
Forestry
Personal Services
701101
Full Time Salaries/Wages
338,753
376,230
376,230
381,320
701103
Overtime Wages
18,225
25,000
25,000
25,000
701104
Other Wages
127,869
188,425
188,425
188,425
701201
Employee Benefits
174,590
222,490
222,490
242,385
701204
Uniforms and Clothing
9,238
11,200
12,839
11,200
702000
Training/Travel
7,475
13,845
13,845
13,845
Personal Services
Total:
676,150
837,190
838,829
862,175
Contractual Services
713005 Misc. Contract. Serv.
71,688
77,000
87,000
127,000
716000 Memberships/Subscriptions
2,343
2,480
2,480
2,480
Contractual Services Total:
74,031
79,480
89,480
129,480
Supplies
721002 Operating Supplies
1,201
3,600
3,600
3,600
724002 Park Maintenance
34,931
44,825
34,932
44,825
724003 Equipment Maintenance
1,289
1,500
1,500
1,500
Supplies Total:
37,421
49,925
40,032
49,925
Capital Outlay
731000 Furniture/Equipment
4,028
3,050
3,050
23,050
734002 Tools
1,220
3,750
3,750
3,750
735001 Cap Impr Land and Land Impr
73,670
73,500
73,500
73,500
Capital Outlay Total:
78,918
80,300
80,300
100,300
Other Charges and Ex
751003 Special Projects/Programs 1,201 1,250 1,250 1,250
Other Charges and Ex Total: 1,201 1,250 1,250 1,250
Parks and Recreation Total: 867,722 1,048,145 1,049,891 1,143,130
General Fund Total: 867,722 1,048,145 1,049,891 1,143,130
Parks & Recreation / Parks Operations/ 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.
Parks/Forestry 11/18/19
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City of
Dublin
OHIO, USA
Parks & 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 2019 2020
POSITION TITLE CURRENT NUMBER ADOPTED
Director of Outreach and Engagement 1 1
Administrative Support II 1 1
Volunteer Coordinator 1 1
Nature Education Coordinator (1) 0 1
TOTAL 3 4
PART-TIME/SEASONAL STAFF
Intern 1 1
TOTAL 1 1
NOTES AND ADJUSTMENTS:
(1) Nature Education Coordinator position has been moved to Parks and Recreation Outreach
and Engagement. Previously the position split 50% to the Recreation Fund and 50% to Parks
Operations.
Outreach and Engagement 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
40 Parks and Recreation
Outreach and Engagement
Personal Services
701101 Full Time Salaries/Wages
195,721
205,285
205,285
288,365
701103 Overtime Wages
3,261
3,000
3,000
3,000
701104 Other Wages
8,494
12,000
12,000
12,000
701201 Employee Benefits
80,195
79,285
79,285
123,515
701204 Uniforms and Clothing
120
800
800
1,800
702000 Training/Travel
1,518
3,000
3,000
6,000
703100 Meeting Expenses
2,025
2,500
2,500
2,500
Personal Services Total:
291,333
305,870
305,870
437,180
Contractual Services
713004 Other Professional Services
8,397
12,000
17,703
17,000
715002 Advertising
420
800
800
800
715003 Printing and Reproductions
4,871
4,000
4,000
4,000
716000 Memberships/Subscriptions
423
500
500
500
717001 Rents and Leases
800
1,800
2,400
2,000
Contractual Services Total:
14,911
19,100
25,403
24,300
Supplies
721001 Office Supplies
1,725
2,500
2,837
3,000
721002 Operating Supplies
6,831
8,000
8,490
9,500
Supplies Total:
8,556
10,500
11,327
12,500
Other Charges and Ex
751003 Special Projects/Programs
16,404
43,600
45,020
66,000
Other Charges and Ex Total:
16,404
43,600
45,020
66,000
Parks and Recreation Total:
331,204
379,070
387,621
539,980
General Fund Total:
331,204
379,070
387,621
539,980
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 Officer backgrounds.
• 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 11/18/19
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
Information Technology
STATEMENT OF FUNCTIONS
Mission Statement Enabling our customers to meet the needs and desires of the community by optinrvzing the
use ofappropriate and forward thinking technology solutions that are aligned with citywide goals andobjectives.
The administration of the City's information technology is the responsibility of the Chief Information Officer. 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, printers, copiers, servers, data
storage, the Citywide telephone system, mobile devices and any other technology related issue. IT must also
enhance and promote the utilization of technology so that city operations realize the benefits of using technology
as a tool. On a citywide basis 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 vision, leadership and direction 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.
• Partner with Economic Development and other departments to effectively deliver IT services which directly
impact the residents and employers in the City of Dublin (Smart City Initiatives, Dubl-ink, etc.)
PERSONNEL DATA
2019
2020
POSITION TITLE
CURRENT NUMBER
ADOPTED
Chief Information
1
1
Officer IT Director
1
1
Information Security Administrator
0
1
Data Manager
1
1
Senior Data
2
2
Analyst
3
3
Support Services Analyst
1
1
Network Operations Manager
3
3
Information Technology Project Leader
2
2
Network Engineer
1
1
Administrative Support 3
1
1
TOTAL
15
16
PART-TIME/SEASONAL STAFF
Intern (GIS)
1
1
Intern (Support Services)
3
3
TOTAL
4
4
Information Technology
11/18/19
Information Technology
NOTES & ADJUSTMENTS:
IT is requesting an additional team member, who is a dedicated Information Security professional.
Information/Cyber-Security attacks are identified as #2 and #3 risk threats by Franklin County and
City of Dublin Emergency Management teams respectively. This request aligns with our safetv first
objective and will help us better protect our residents and employees. This new focused role will also
help us better protect the confidentiality, integrity and availability of our critical data, network, and
information systems.
Furthermore, cities in this country have become more attractive targets for cyber attackers. Many cities
are resource constrained and share this critical role across multiple job functions. Moreover, many
cities lack an adequate Information Security strategy, policy framework and program.
This requests also aligns with the established goals for the City of Dublin by helping to ensure our
success is also measured by delivering secure solutions for our residents. Those goals include: Become
the Most Connected Community in the U.S. and Innovate, and Enhance City Services Using Big Data
and Better Analytics. A dedicated Information Security resource will also help ensure Fiscal Strength
and Sustainability by lowering the risk of a costly network or data breech. The total average cost of a
security breach for the public sector cost is $2.3 million (according to Ponemon Institute 2018 data
breach survey).
The addition of this operational resource will lower the current level of the information security risk
profile for the City of Dublin. This role will perform the following job functions/duties, under the
supervision of the Director of Information Technology.
• Assists with information security strategy and policy development.
• Partners with IT Leadership to establish and maintain an effective information
security program.
• Administers key network security infrastructure and applications.
• Creates network infrastructure and client computing security standards and
audits IT adherence.
• Assists Network Operations with network and systems architecture.
• Provides security advisement for key IT operational procedures and processes.
• Responsible for ensuring secure systems implementations and cloud
computing.
• Oversees information security risk management practices, maintains an
updated risk register, and advises City Leadership.
• Leads critical incident response efforts according to documented plan.
• Develops and maintains information security awareness programs for the City.
• Recommends employee information and cyber -security training for employees.
• Manages third party information security risk assessments and penetration
tests.
Maintains industry knowledge of information security practice standards and
operations.
Information Technology 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
60 Information Technology
Personal Services
701101 Full Time Salaries/Wages
1,258,768
1,322,505
1,322,855
1,511,235
701103 Overtime Wages
31,043
36,000
36,000
36,000
701104 Other Wages
18,945
42,240
41,890
40,000
701201 Employee Benefits
552,611
562,165
562,165
671,085
702000 Training/Travel
34,919
45,000
45,251
45,000
703100 Meeting Expenses
0
1,500
1,500
1,500
Personal Services Total:
1,896,285
2,009,410
2,009,661
2,304,820
Contractual Services
713004 Other Professional Services
686,437
467,500
688,079
451,000
713005 Misc. Contract. Serv.
0
1,113,470
1,113,470
1,512,550
715001 Communications
650,983
636,870
733,528
504,940
716000 Memberships/Subscriptions
2,333
2,110
2,110
2,350
717001 Rents and Leases
104,240
69,650
69,650
82,000
Contractual Services Total:
1,443,992
2,289,600
2,606,837
2,552,840
Supplies
721001 Office Supplies
2,540
2,000
2,463
2,000
721002 Operating Supplies
158,000
147,000
180,503
171,000
724003 Equipment Maintenance
1,363,287
1,045,870
1,073,044
1,056,770
Supplies Total:
1,523,827
1,194,870
1,256,010
1,229,770
Capital Outlay
731000 Furniture/Equipment
0
1,000
1,000
1,000
Capital Outlay Total:
0
1,000
1,000
1,000
Information Technology Total:
4,864,105
5,494,880
5,873,508
6,088,430
General Fund Total:
4,864,105
5,494,880
5,873,508
6,088,430
Information Technology
BUDGET SUMMARY:
10110610
. 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 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.
. 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.
10180610
Account 731000 provides funding for additional equipment and furniture.
Information Technology 11/18/19
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
2019
CURRENT NUMBER
2020
ADOPTED
Director of Court Services (1)
.5
.5
Community Justice 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 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
101 General Fund
10 City Manager
Court Services
Personal Services
701101 Full Time Salaries/Wages
203,560
210,435
210,435
225,610
701103 Overtime Wages
2,387
3,500
3,500
3,500
701201 Employee Benefits
72,350
74,775
74,775
81,870
702000 Training/Travel
1,110
3,000
3,000
3,000
Personal Services Total:
279,407
291,710
291,710
313,980
Contractual Services
713002 Legal Services
713004 Other Professional Services
713005 Misc. Contract. Serv.
715001 Communications
4,521
4,600
72,950
86,500
7,032
11,000
1,505
3,000
5,013
4,600
98,104
86,500
11,000
11,000
4,495
3,000
716000 Memberships/Subscriptions 597 685 710 725
Contractual Services Total: 86,606 105,785 119,322 105,825
Supplies
721001 Office Supplies
1,881
2,500
2,696
2,500
721002 Operating Supplies
5,847
8,000
15,141
8,000
724003 Equipment Maintenance
260
300
300
300
Supplies Total:
7,988
10,800
18,137
10,800
City Manager Total: 374,000 408,295 429,169 430,605
General Fund Total: 374,000 408,295 429,169 430,605
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 11/18/19
Office of the City Manager / Court Services
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 2019 as of 6/30/2019
Successful Completion Rate for Juvenile
Diversion
100%
90% 86%
84% 87% 88% 88%
76% 77%
.................. ..ZYa... .................
80 % .........
.............................72%.......
70%
60%
50%
40%
30%
20%
10%
0%
2011
2012 2013 2014
2015 2016 2017 2018 2019 YTD*
Total
......••• Trendline
Clearance Rate —The court's clearance rate is a measure of its ability to keep up with its incoming
caseload. *YTD 2019 as of 6/30/2019
Court Clearance Rate
120%
102% 98% 99% 102% 103%
100%
80%
60%
40%
20%
0%
Court
2015 2016 2017 2018 2019 YTD*
Total ......••• Trendline
11/18/19
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
2019
NT NUMBER
2020
ADOPTED
.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 11/18/19
4% CITY OF DUBLIN 1 2020 OPERATING
BUDGET
0
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
101 General Fund
10 City Manager
Records Management
Personal Services
701101 Full Time Salaries/Wages
91,013
100,850
100,850
110,290
701103 Overtime Wages
195
500
500
500
701201 Employee Benefits
30,435
30,355
30,355
35,875
702000 Training/Travel
215
500
500
500
Personal Services Total:
121,858
132,205
132,205
147,165
Contractual Services
713004 Other Professional Services
21,554
25,000
28,446
25,000
713005 Misc. Contract. Serv.
5,024
6,500
6,500
6,500
716000 Memberships/Subscriptions
0
600
600
600
Contractual Services Total:
26,578
32,100
35,546
32,100
Supplies
721001 Office Supplies
1,093
2,000
2,805
2,000
724003 Equipment Maintenance
2,803
3,500
3,500
3,500
Supplies Total:
3,896
5,500
6,305
5,500
City Manager Total:
152,332
169,805
174,056
184,765
General Fund Total:
152,332
169,805
174,056
184,765
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 11/18/19
Office of the City Manager / Records Management
1. Annual Requests for Records Located in Justice Center:
*YTD 2019 as of 6/30/2019
Records Management 11/18/19
Annual
Requests for Records Located
in the
Justice Center
200
ne
180
168
157
s o
45
136 141
135
140
127
120
100
80
60
54
40
20
1
2011 2012
2013 2014 2015 2016 2017
2018 2019 YTD*
*YTD 2019 as of 6/30/2019
Records Management 11/18/19
4 1 Special Revnue Fund
0 OR
7%cgi
Dun
OHIO, USA
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City of
Dublin
OHIO, USA
Public Works / Street and Utilities Operations
STATEMENT OF FUNCTIONS
Street and Utilities Operations is the direct responsibility of the Director of Street & Utilities
Operations, who reports to the Director of Public Works. Minor repairs and maintenance to the City's
streets are charged to this program as are snow and ice removal operations. Guardrail
repair/replacement (as a result of accidents), street sign maintenance, pavement marking
maintenance, and support to special events are also charged to this program.
ORIECTIVES 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.
• To provide well-maintained streets that are clearly signed and marked.
PERSONNEL DATA 2019
2020
POSITION TITLE CURRENT NUMBER
ADOPTED
Director, Street & Utilities Operations (1) .60
.60
Operations Administrator (2) 1.50
1.50
Maintenance Crew Supervisor (3) 3.0
3.0
Maintenance Worker 18
18
Administrative Support 2 (4) .90
.90
TOTAL 24.0
24.0
PART-TIME/SEASONAL STAFF
Seasonal Maintenance Worker 4
4
TOTAL 4
4
NOTES AND ADJUSTMENTS:
(1) The Director of Street and Utilities Operations position is allocated 60% to this budget, 15% to
the Solid Waste Fund, 20% to the Sewer Fund, and 5% to the Water Fund.
(2) Three Operations Administrator positions are allocated to this budget
as well as other funds as
follows:
OA1 — 30% Street Fund, 40% Sewer Fund, 10% Water Fund, 20%
Solid Waste Fund
OA2 — 100% Street Fund
OA3 — 20% Street Fund, 80% Solid Waste Fund
(3) Three Crew Supervisor positions are allocated to this budget.
(4) Two Administrative Support 2 positions are allocated to this budget
as well as other funds as
follows:
AS1 — 60% Street Fund, 15% Solid Waste Fund, 15% Sewer Fund,
10% Water Fund
AS2 — 30% Street Fund, 45% Solid Waste Fund, 15% Sewer Fund,
10% Water Fund
Public Works/Streets and Utilities Operations 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
201 Street Maintenance and Repair
30 Public Works
Street and Utilities Operations
Personal Services
701101 Full Time Salaries/Wages
1,390,070
1,516,670
1,516,670
1,634,975
701103 Overtime Wages
200,148
160,000
160,000
160,000
701104 Other Wages
148,866
116,230
116,230
116,230
701201 Employee Benefits
710,140
732,655
732,655
874,280
701204 Uniforms and Clothing
21,075
20,825
21,349
21,725
702000 Training/Travel
11,054
22,040
22,089
22,040
Personal Services Total:
2,481,354
2,568,420
2,568,993
2,829,250
Contractual Services
713005 Misc. Contract. Serv.
107,613
121,000
144,641
134,785
715001 Communications
0
100
100
100
716000 Memberships/Subscriptions
1,602
1,260
1,260
1,460
717001 Rents and Leases
4,195
4,300
4,405
4,300
Contractual Services Total:
113,409
126,660
150,406
140,645
Supplies
721001 Office Supplies
2,303
4,400
5,568
4,400
721002 Operating Supplies
92,478
97,000
124,632
97,000
723001 Street Salt
459,001
879,085
1,168,893
923,085
723006 Special Events
2,356
3,000
3,580
3,000
724003 Equipment Maintenance
0
2,000
3,800
2,000
725002 Signs
93,212
120,000
222,358
120,000
Supplies Total:
649,349
1,105,485
1,528,831
1,149,485
Capital Outlay
731000 Furniture/Equipment
0
1,500
1,500
1,500
734002 Tools
0
6,300
6,300
21,300
Capital Outlay Total:
0
7,800
7,800
22,800
Public Works Total:
3,244,112
3,808,365
4,256,030
4,142,180
Street Maintenance and Repair Total:
3,244,112
3,808,365
4,256,030
4,142,180
4% CITY OF DUBLIN 1 2020 1 OPERATING
BUDGET
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
201 Street Maintenance and Repair
20 Finance
Transfers/Advances
741000 Transfers Expense
0
0
0
925,000
Transfers/Advances Total:
0
0
0
925,000
Finance Total:
0
0
0
925,000
Street Maintenance and Repair Total:
0
0
0
925,000
Public Works / Street and Utilities Operations
BUDGET SUMMARY:
20170330
• Account 701100 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 provides funding for materials and supplies for the City's sign shop including the
street sign replacement program. This also includes materials and supplies for the HP Latex
Printer.
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.
Public Works/Streets and Utilities Operations 11/18/19
Public Works / Engineering / Transportation 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.
• 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 Engineering
Work Unit.
Public Works/Engineering 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
201 Street Maintenance and Repair
30 Public Works
Transportation - Traffic Signals and Street Lights
Contractual Services
713004 Other Professional Services
125,681
125,000
204,593
125,000
717005 Utilities- Other Fuel Types
17,837
29,500
35,487
29,500
Contractual Services Total:
143,519
154,500
240,080
154,500
Supplies
721002 Operating Supplies
1,366
2,500
2,744
2,500
724001 General Maintenance
133,424
190,000
317,360
280,000
724003 Equipment Maintenance
610
1,000
1,000
1,000
Supplies Total:
135,400
193,500
321,104
283,500
Capital Outlay
731000 Furniture/Equipment
0
11,000
11,000
5,000
734002 Tools
194
5,000
5,000
5,000
Capital Outlay Total:
194
16,000
16,000
10,000
Public Works Total: 279,113 364,000 577,184 448,000
Street Maintenance and Repair Total: 279,113 364,000 577,184 448,000
Public Works / Engineering / Transportation Traffic Signals and Street Lights
BUDGET SUMMARY:
20170320
• Account 713004 provides funding for contracted long -line and short -line pavement marking
program.
• 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.
20180320
• Account 73100 provides funding to set-up a new cage area with shelving, work bench, and
bins.
• Account 734002 provides funding for hammers, drills, measuring tapes, and miscellaneous
hand tools.
Public Works/Engineering 11/18/19
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OHIO, USA
Public Works /Engineering / Highway Maintenance
STATEMENT OF FUNCTIONS
This program is identical to the street maintenance program as outlined in the street maintenance
section, except this covers work performed 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.
Public Works / Engineering / Highway 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
202 State Highway
20 Finance
Transfers/Advances
741000 Transfers Expense
12,500
25,000
25,000
100,000
742000 Advances Expense
200,000
50,000
50,000
200,000
Transfers/Advances Total:
212,500
75,000
75,000
300,000
Finance Total:
212,500
75,000
75,000
300,000
30 Public Works
Contractual Services
717005 Utilities- Other Fuel Types
17,837
31,000
35,987
31,000
Contractual Services Total:
17,837
31,000
35,987
31,000
Public Works Total:
17,837
31,000
35,987
31,000
State Highway Total:
230,337
106,000
110,987
331,000
Public Works / Engineering / 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.
20270320
• Account 717005 provides funding for the cost of utilities related to the operation of traffic
signals that are located on State highways.
Public Works / Engineering / Highway 11/18/19
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City of
Dublin
OHIO, USA
Public Works / 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 2019 2020
POSITION TITLE CURRENT NUMBER ADOPTED
Maintenance Crew Supervisor
Quality Control Manager (1)
Maintenance Worker
Custodians
TOTAL
PART-TIME/SEASONAL STAFF
Seasonal Maintenance Worker
TOTAL
NOTES AND ADJUSTMENTS:
(1) A Quality Control Manager position is approved for 2020 to oversee the third shift and
weekend custodial contract and inspect all City facilities to ensure compliance with Dublin
Standards. Position will ensure that any maintenance or custodial deficiencies in City facilities
are addressed in a timely manner. This position replaces a vacant Engineering Project Inspector
position split 50% to Public Works, and 50% to Engineering.
Public Works/Recreation Facilities 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
225 Recreation
30 Public Works
Community Recreation Center - Facilities
Personal Services
701101 Full Time Salaries/Wages
346,038
358,815
358,815
463,085
701103 Overtime Wages
15,924
14,600
14,600
14,600
701201 Employee Benefits
193,519
190,060
190,060
271,595
701204 Uniforms and Clothing
3,646
4,600
4,600
4,600
702000 Training/Travel
560
1,300
1,300
1,300
703100 Meeting Expenses
102
350
350
350
Personal Services Total:
559,789
569,725
569,725
755,530
Contractual Services
713005 Misc. Contract. Serv.
312,919
365,500
407,395
372,810
716000 Memberships/Subscriptions
0
0
0
200
717001 Rents and Leases
0
1,000
1,000
1,000
Contractual Services Total:
312,919
366,500
408,395
374,010
Supplies
721002 Operating Supplies
81,957
101,270
116,907
103,295
724003 Equipment Maintenance
85,793
83,000
136,619
84,660
Supplies Total:
167,750
184,270
253,527
187,955
Capital Outlay
734002 Tools
650
1,000
1,000
1,000
735002 Cap Impr Build & Other Struct
89,875
160,000
190,700
210,000
Capital Outlay Total:
90,525
161,000
191,700
211,000
Public Works Total:
1,130,982
1,281,495
1,423,347
1,528,495
Recreation Total:
1,130,982
1,281,495
1,423,347
1,528,495
Public Works /Community Recreation Center — Facilities
BUDGET SUMMARY:
22540350
• Account 701100 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 2020-2024 Capital Improvements Program.
Public Works/Recreation Facilities 11/18/19
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City of
Dublin
OHIO, USA
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
2019
2020
POSITION TITLE
CURRENTNUMBER
ADOPTED
Director, Recreation Services
.45
.45
Recreation Services Administrator(3)
2.3
2.0
Recreation Program Supervisor
3.6
3.6
Recreation Operations Supervisor
.25
.25
Theater Supervisor
.3
.3
Adaptive Recreation Coordinator
.75
.75
Membership Services Coordinator
.4
.4
Recreation Program Coordinator
1
1
Recreation Operations Specialist
.5
.5
Nature Education Coordinator(2)
.5
0
Administrative Support 3
.6
.6
TOTAL (1)
10.65
9.85
PART-TIME/SEASONAL STAFF
Intem
1.07
1.46
Open Gym & Sports Programs
3.22
2.18
Pre -School /Youth Camps
16.38
21.22
Pre -School / Youth Programs
.55
.55
Teen Camps
3.09
3.23
Teen Programs / Lounge
1.15
1.04
Adult Programs
.27
.27
Senior Programs / Program Assistants
1.18
1.18
Special Needs
.49
.30
TOTAL
27.40 FTE
31.43 FTE
NOTES AND ADJUSTMENTS:
(1) The full-time positions allocated between this budget, the Dublin Community Recreation Center
budget, and the Swimming Pool budget.
(2) Nature Education Coordinator position has been moved to Parks and Recreation Outreach and
Engagement.
(3) Recreation Services Administrator - Corporate & Community Wellness Administrator salary
distribution changed from 100% REC, to 30% CRC/ 70% REC as Fitness Staff now report to this
administrator.
Parks & Recreation/Recreation 11/18/19
Personal Services Total:
2018
2019
2019
2020
Contractual Services
Actual
Budget
Revised Budget
Department
713004 Other Professional Services
350,053
430,000
480,182
Budget
225 Recreation
52,397
50,400
50,400
50,400
40 Parks and Recreation
360
8,308
8,308
8,310
Recreation Services
200
1,500
1,500
1,500
Personal Services
22,861
33,500
43,504
32,000
701101 Full Time Salaries/Wages
612,837
660,600
660,600
710,175
701103 Overtime Wages
5,650
5,000
5,500
5,000
701104 Other Wages
611,990
650,000
649,500
818,050
701201 Employee Benefits
384,521
409,630
409,630
467,315
701204 Uniforms and Clothing
10,935
13,274
14,877
12,925
702000 Training/Travel
8,509
9,000
8,695
9,000
Personal Services Total:
1,634,443
1,747,504
1,748,802
2,022,465
Contractual Services
713004 Other Professional Services
350,053
430,000
480,182
431,455
713005 Misc. Contract. Serv.
52,397
50,400
50,400
50,400
715001 Communications
360
8,308
8,308
8,310
715002 Advertising
200
1,500
1,500
1,500
715003 Printing and Reproductions
22,861
33,500
43,504
32,000
716000 Memberships/Subscriptions
2,177
2,750
3,110
5,050
717001 Rents and Leases
87,493
88,352
91,616
97,270
Contractual Services Total:
515,541
614,810
678,620
625,985
Supplies
721001 Office Supplies
6,226
14,160
14,655
14,160
721002 Operating Supplies
69,358
103,570
112,530
105,560
724003 Equipment Maintenance
0
1,000
1,000
1,000
Supplies Total:
75,584
118,730
128,185
120,720
Capital Outlay
731000 Furniture/Equipment
1,143
2,000
2,500
8,075
734003 Sports and Recreation Equipmen
7,814
11,800
11,824
5,300
Capital Outlay Total:
8,957
13,800
14,324
13,375
Other Charges and Ex
751002 Special Events
5,997
31,900
32,092
43,600
751013 Sports Leagues
31,818
45,100
51,034
24,900
751014 Sr. Citizen Activities
20,227
29,499
31,029
29,500
755000 Refunds
72,820
75,000
75,000
75,000
Other Charges and Ex Total:
130,862
181,499
189,155
173,000
Parks and Recreation Total:
2,365,387
2,676,343
2,759,086
2,955,545
Recreation Total:
2,365,387
2,676,343
2,759,086
2,955,545
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
000 Treasury Fund
20 Finance
Recreation
Transfers/Advances
741000 Transfers Expense 0 0 0 700,000
Transfers/Advances Total: 0 0 0 700,000
Finance Total:
0
0
0
700,000
Treasury Fund Total:
0
0
0
700,000
Parks & Recreation / Recreation Services
BUDGET SUMMARY:
22540440
• Account 701100 provides funding for full-time staff allocated to this budget as reflected in
the Personnel Data and Notes and Adjustments.
• Account 7011003 provides funding for overtime.
• Account 701104 provides funding for part-time and seasonal staff wages. Increases are due
to an extra week of camp for 2020, additional programming for Ferris Wright Park, and rate
increases for seasonal staff.
• Account 702000 provides funding for conference and mileage. Added funding for Adaptive
Coordinator and moved Nature Education funds from Park Operations to Recreation.
• Account 713004 provides for other professional services. Reduced based on 2018 actuals.
• 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, senior newsletter, and
postage.
• 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. Increases in
subscription costs is due to the Survey Monkey subscription.
• 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 extra week of camp and an increase in Dublin City
School's fees (3% school use, and 7% bus use).
• Account 721002 provides funding for supplies for new nature education programs, summer
camp programs, special needs programs, teen programs, and adult programs and youth
programs. The increase in this line item is due to the extra week of camp in 2020.
• 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. Reduction
in costs is due to contracting softball 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. Increased based on 2018 actuals.
22580440
• Account 731000 provides funding for senior lounge and teen lounge equipment and
furniture. Increase in costs is related to the new BCII testing package.
• Account 734003 provides funding for softball, basketball and volleyball leagues.
22596290
• Account 741000 provides funding for transfer to the Recreation Capital Fund (per Ordinance
65-18).
Parks & Recreation/Recreation 11/18/19
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
2019
2020
POSITION TITLE
CURRENT NUMBER
ADOPTED
Director, Recreation Services
.5
.5
Recreation Services Administrator
1.4
1.7(2)
Recreation Program Supervisor
2.05
2.05
Recreation Operations Supervisor
.75
.75
Theater Supervisor
.7
.7
Adaptive Recreation Coordinator
.25
.25
Membership Services Coordinator
.6
.6
Recreation Program Coordinator
2.75
2.75
Recreation Operations Specialist
1.5
1.5
Administrative Support 3
.4
.4
10.9
11.2
TOTAL (1)
PART-TIME/SEASONAL STAFF
Reservation Facility Workers
2.39
2.10
Fitness/Wellness
7.96
7.34
Aquatics
19.08
19.57
Babysitters
5.94
5.94
Wee Folk Room Front Desk
1.59
1.59
Front Desk
9.42
9.40
Theater Staff
1.02
1.02
Manager on Duty
1.13
1.13
Interns
.79
.79
TOTAL
49.32 FTE
48.88 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.
(2) Corporate & Community Wellness Administrator salary distribution changed
from 100% REC to
30% CRC/ 70% REC as Fitness Staff now report to this administrator.
Parks & Recreation/DCRC
11/18/19
Personal Services Total:
2018
2019
2019
2020
Contractual Services
Actual
Budget
Revised Budget
Department
713004
Other Professional Services
222,144
217,095
Budget
225 Recreation
713005
Misc. Contract. Serv.
36,948
58,500
40 Parks and Recreation
58,500
715001
Communications
4,000
Community Recreation Center
8,000
4,000
715002
Advertising
Personal Services
12,000
19,113
12,000
715003
701101 Full Time Salaries/Wages
805,786
812,000
812,000
769,880
701103 Overtime Wages
4,507
9,000
9,000
9,300
701104 Other Wages
1,140,851
1,225,000
1,225,000
1,346,775
701201 Employee Benefits
510,630
541,840
541,840
599,560
701204 Uniforms and Clothing
5,974
10,995
13,624
10,615
702000 Training/Travel
13,853
20,385
24,720
17,880
Personal Services Total:
2,481,602
2,619,220
2,626,184
2,754,010
Contractual Services
713004
Other Professional Services
222,144
217,095
252,655
215,265
713005
Misc. Contract. Serv.
36,948
58,500
58,500
58,500
715001
Communications
4,000
4,000
8,000
4,000
715002
Advertising
4,397
12,000
19,113
12,000
715003
Printing and Reproductions
22,861
28,695
42,139
33,700
716000
Memberships/Subscriptions
5,686
8,100
9,600
7,765
717001
Rents and Leases
2,539
13,900
14,479
3,900
717005
Utilities- Other Fuel Types
511,030
530,160
647,738
530,160
Contractual Services Total:
809,605
872,450
1,052,224
865,290
Supplies
721001
Office Supplies
9,114
20,000
26,387
20,000
721002
Operating Supplies
38,573
43,975
49,626
43,945
723004
Merchandise for Resale
1,487
3,000
3,000
3,000
723005
Other Program Supplies
27,987
46,865
52,094
46,350
724001
General Maintenance
74,751
63,930
69,241
75,025
724003
Equipment Maintenance
0
6,750
8,500
6,250
Supplies Total:
151,912
184,520
208,848
194,570
Capital Outlay
731000
Furniture/Equipment
71,339
41,700
47,205
43,950
734002
Tools
328
2,250
2,250
2,250
734003
Sports and Recreation Equipment
94,514
80,530
80,832
86,570
Capital Outlay
Total:
166,180
124,480
130,286
132,770
Other Charges
and Ex
755000
Refunds
23,722
40,000
40,000
40,000
Other Charges
and Ex Total:
23,722
40,000
40,000
40,000
Parks and Recreation Total: 3,633,021 3,840,670 4,057,542 3,986,640
Community Recreation Center
BUDGET SUMMARY:
22540441
• Account 701100 provides funding for full-time staff allocated to this budget as reflected in the
Personnel Data and Notes and Adjustments.
• Account 701104 provides funding for part-time and seasonal staff wages. Moved funding to
supplement indoor pool staffing while the North Pool is closed for renovation.
• Account 702000 includes funding for staff continuing education/conferences, American Red
Cross certifications. Reduction is due to it being an off-year for certifications.
• Account 713004 includes a decrease in funding based on 3 year actuals analysis.
• Account 713005 provides funding for cable for the DCRC (fee increase due to hardware changes
required by Spectrum — paying per box now) and increased fees for accepting credit cards
(allocated 50/50 split between this budget and the REC budget).
• Account 715001 provides funding for paper and ink for plotter, senior newsletter, and postage..
• Account 715002 Advertising includes funding for new program promotions.
• 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. The increase is to
provide for printing for new swim lesson promotional materials.
• Account 716000 provides funding for fitness floor magazines and newspapers and licensing fees
for Tribe Team Training and MyZone programs.
• Account 717001 includes funding for rental of a postage machine and funding for highly attended
summer outdoor theater performance. The decrease is a result of removing the expenses for
the Tantrum Theater (sounds, lights, truss, porta kleen, and trailer).
• 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.
• Account 724001 includes additional 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 GovDeals.
22580441
• Account 731000 includes funding for community hall tables and chairs, lobby furniture, and
lighting upgrades for the theater.
Parks & Recreation/DCRC 11/18/19
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City of
Dublin
OHIO, USA
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.
OBJECTIVES 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 and Kaltenbach park
facility.
PERSONNEL DATA
POSITION TITLE
Event Administrator (1)
Event Coordinator (1)
TOTAL
PART-TIME SEASONAL STAFF
A ministrative Support — summer(summer(FTE)
Facilities Reservation Managers (FTE)
TOTAL
2019
2020
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 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
225 Recreation
40 Parks and Recreation
Community Events - Recreation
Personal Services
701101 Full Time Salaries/Wages
0
59,025
59,025
63,960
701103 Overtime Wages
0
400
400
400
701104 Other Wages
0
30,750
30,750
31,365
701201 Employee Benefits
0
31,155
31,155
32,350
701204 Uniforms and Clothing
0
300
300
300
Personal Services Total:
0
121,630
121,630
128,375
Contractual Services
713004 Other Professional Services
0
1,000
1,000
1,000
Contractual Services Total:
0
1,000
1,000
1,000
Supplies
721002 Operating Supplies
0
900
900
900
724001 General Maintenance
0
7,000
7,000
7,000
Supplies Total:
0
7,900
7,900
7,900
Capital Outlay
731000 Furniture/Equipment
0
3,500
3,500
3,500
734002 Tools
0
3,000
3,000
3,000
Capital Outlay Total:
0
6,500
6,500
6,500
Other Charges and Ex
755000 Refunds
0
5,000
5,000
5,000
Other Charges and Ex Total:
0
5,000
5,000
5,000
Parks and Recreation Total:
0
142,030
142,030
148,775
Recreation Total:
0
142,030
142,030
148,775
Parks & Recreation / Community Events
BUDGET SUMMARY:
22540450
• Account 701100 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.
• Account 724001 includes funding for repairs and improvements on rental facilities.
• Account 731000 includes funding for replacement appliances and furniture at 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 11/18/19
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City of
Dublin
OHIO, USA
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
2019
2020
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
.95
PART-TIME/SEASONAL STAFF
Pool Manager
1.31
.69
Concession Manager
.24
.24
Assistant Concession Manager
.89
.44
Pool Lifeguard
11.29
6.81
Desk Staff/Concession Staff
4.18
2.27
Swim Instructors
.16
.00
TOTAL
18.07 FTE
10.45 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) Reductions are associated with the North Pool closure for renovation in 2020.
Parks & Recreation/Municipal Pools 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
226 Pool
40 Parks and Recreation
Personal Services
701101 Full Time Salaries/Wages
60,799
66,630
66,630
69,905
701103 Overtime Wages
3,528
3,000
3,000
3,000
701104 Other Wages
350,260
410,100
410,100
249,750
701201 Employee Benefits
80,244
93,755
93,755
78,025
701204 Uniforms and Clothing
9,933
11,565
11,699
10,030
702000 Training/Travel
165
500
500
500
Personal Services Total:
504,929
585,550
585,684
411,210
Contractual Services
713004 Other Professional Services
749
920
1,420
770
713005 Misc. Contract. Serv.
4,004
4,400
4,400
10,400
715001 Communications
0
500
500
500
717005 Utilities- Other Fuel Types
182,250
178,700
211,399
140,000
719004 Concessions Vendor Services
47,414
64,600
64,600
30,000
Contractual Services Total:
234,416
249,120
282,319
181,670
Supplies
721002 Operating Supplies
11,392
14,790
14,190
7,395
723002 Pool Supplies/Chemicals
18,325
21,500
22,551
10,750
723005 Other Program Supplies
410
740
740
830
724001 General Maintenance
39,589
74,095
74,095
27,570
Supplies Total:
69,716
111,125
111,576
46,545
Capital Outlay
731000 Furniture/Equipment
52,197
60,700
60,700
14,580
Capital Outlay Total:
52,197
60,700
60,700
14,580
Other Charges and Ex
755000 Refunds
0
1,500
1,600
1,600
Other Charges and Ex Total:
0
1,500
1,600
1,600
Parks and Recreation Total:
861,258
1,007,995
1,041,879
655,605
Pool Total:
861,258
1,007,995
1,041,879
655,605
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
226 Pool
20 Finance
Transfers/Advances
741000 Transfers Expense 0 0 0 100,000
Transfers/Advances Total:
Finance Total:
Pool Total:
0 0 0 100,000
0 0 0 100,000
0 0 0 100,000
282
Dublin Municipal Pools
Note:
Across the board reductions are a result of the North Pool closure for renovations.
Other Wages, Benefits, Uniforms, Operating Supplies, Concessions, Pool Chemicals,
and Repair & Maintenance are impacted.
22640440
• Account 701100 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.
22696290
• Account 741000 provides funding for transfer to the Recreation Capital Fund (per Ordinance
65-18).
Parks & Recreation/Municipal Pools 11/18/19
Parks & Recreation / Parks Operations / 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
POSITION TITLE
Maintenance Worker
TOTAL
PART-TIME/SEASONAL STAFF
Seasonal Maintenance Worker
TOTAL
2019
CURRENT NUMBER
1
1
2
2
2020
ADOPTED
Parks & Recreation/Parks Operation/Cemetery 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
261 Cemetery
40 Parks and Recreation
Personal Services
701101 Full Time Salaries/Wages
69,252
74,105
74,105
77,095
701103 Overtime Wages
6,875
6,000
6,000
6,000
701104 Other Wages
30,831
29,280
29,280
29,280
701201 Employee Benefits
40,230
41,105
41,105
45,680
701204 Uniforms and Clothing
1,601
2,100
2,780
2,100
702000 Training/Travel
0
1,000
1,000
1,000
Personal Services Total:
148,789
153,590
154,270
161,155
Contractual Services
713004 Other Professional Services
0
3,750
3,750
3,750
713005 Misc. Contract. Serv.
10,069
16,000
15,742
16,000
715003 Printing and Reproductions
0
0
258
0
716000 Memberships/Subscriptions
95
200
200
200
717005 Utilities- Other Fuel Types
638
950
1,209
950
Contractual Services Total:
10,803
20,900
21,159
20,900
Supplies
724001 General Maintenance
11,707
21,200
30,995
21,200
724003 Equipment Maintenance
2,478
2,500
2,500
2,500
Supplies Total:
14,185
23,700
33,495
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:
173,777
213,190
223,925
220,755
Cemetery Total:
173,777
213,190
223,925
220,755
Parks & Recreation / Parks Operations / Cemetery Maintenance
BUDGET SUMMARY:
26160432
• Account 701100 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 stonewall work,
headstone refurbishing, annuals/perennials, tree planting replacements and mulch.
• Account 724003 includes funds for repairs and replacements of mowers and trimmers.
Parks & Recreation/Parks Operation/Cemetery 11/18/19
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City of
Dublin
OHIO, USA
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 2019 2020
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 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
232 Hotel/ Motel Tax
40 Parks and Recreation
Public Art
Personal Services
701101
Full Time Salaries/Wages
0
35,350
35,350
36,695
701103
Overtime Wages
0
1,200
1,200
0
701201
Employee Benefits
164
17,975
17,975
19,650
701204
Uniforms and Clothing
0
500
500
500
702000
Training/Travel
0
2,000
2,000
2,000
Personal Services
Total:
164
57,025
57,025
58,845
Contractual Services
713004 Other Professional Services
0
50,000
85,513
55,000
716000 Memberships/Subscriptions
0
200
200
200
Contractual Services Total:
0
50,200
85,713
55,200
Supplies
721002 Operating Supplies
0
1,000
1,000
500
Supplies Total:
0
1,000
1,000
500
Other Charges and Ex
751003 Special Projects/Programs
3,726
26,100
26,100
40,000
Other Charges and Ex Total:
3,726
26,100
26,100
40,000
Parks and Recreation Total:
3,890
134,325
169,838
154,545
Hotel/Motel Tax Total:
3,890
134,325
169,838
154,545
Parks & Recreation / Parks — Public Art
BUDGET SUMMARY:
23240410 — Park Director's Office
• Account 70110 provides funding for staffing reflected in Personnel Data
• Account 701204 included funding for uniform/PPE articles for staffing but are not needed and
have been removed.
• 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 11/18/19
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City of
Dublin
OHIO, USA
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 the
Dublin Convention and Visitors Bureau (DCVB). For 2016, City Council has 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 DCVB 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
2019
2020
POSITION TITLE
CURRENT NUMBER
ADOPTED
Director of Community Events
1
1
Event Administrator (1)
2.5
2.5
Event Coordinator (1) (2)
1.5
2.5
Administrative Support II
1
1
TOTAL
6
7
PART-TIME/SEASONAL STAFF
Event Specialist, year-round (FTE) (2) 1.5 .75
Administrative Support — summer (FTE) .5 .5
Summer Event Workers (FTE) 1_5 1_5
TOTAL 3.5 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. Previously, there was two people working 75% of a
full-time job. With the change for 2020, it will be one person working 75% of a full-time job.
Parks & Recreation/Community Events 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
232 Hotel/ Motel Tax
40 Parks and Recreation
Community Events
Personal Services
701101
Full Time Salaries/Wages
368,474
441,175
441,175
521,390
701103
Overtime Wages
11,732
13,000
13,000
13,000
701104
Other Wages
99,971
112,000
112,000
80,000
701201
Employee Benefits
177,104
198,970
198,970
253,015
701204
Uniforms and Clothing
23,590
27,880
27,880
26,300
702000
Training/Travel
9,655
11,575
11,575
9,075
703100
Meeting Expenses
4,128
4,450
4,450
4,450
Personal
Services Total:
694,655
809,050
809,050
907,230
Contractual Services
713004
Other Professional Services
2,000,971
2,089,780
2,094,007
2,102,080
713005
Misc. Contract. Serv.
40,824
44,600
44,600
84,600
714001
Insurance and Bonding
5,823
6,500
6,970
6,500
715001
Communications
4,626
4,750
4,750
4,750
715002
Advertising
79,668
90,000
90,000
90,000
715003
Printing and Reproductions
15,036
16,850
16,850
11,150
716000
Memberships/Subscriptions
3,439
3,635
3,635
3,635
Contractual
Services Total:
2,150,386
2,256,115
2,260,812
2,302,715
Supplies
721001 Office Supplies
9,869
10,800
10,800
13,400
721002 Operating Supplies
295,756
339,400
339,333
336,700
Supplies Total:
305,624
350,200
350,133
350,100
Capital Outlay
734002 Tools
5,121
6,500
6,500
5,000
735005 Cap Impr Park & Bikewy Impr
0
0
17,000
0
Capital Outlay Total:
5,121
6,500
23,500
5,000
Other Charges and Ex
751003 Special Projects/Programs
32,056
7,750
8,750
32,750
751012 Promotional Programs
11,829
16,100
15,630
14,100
751016 Volunteer Programs
15,440
19,100
19,100
19,100
Other Charges and Ex Total:
59,324
42,950
43,480
65,950
Parks and Recreation Total: 3,215,111 3,464,815 3,486,975 3,630,995
Hotel/Motel Tax Total: 3,215,111 3,464,815 3,486,975 3,630,995
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
232 Hotel/ Motel Tax
20 Finance
Contractual Services
713005 Misc. Contract. Serv.
3,400
3,200
3,200
4,500
Contractual Services Total:
3,400
3,200
3,200
4,500
Finance Total:
3,400
3,200
3,200
4,500
30 Public Works
Supplies
721002 Operating Supplies
352
20,000
20,000
20,000
Supplies Total:
352
20,000
20,000
20,000
Public Works Total:
352
20,000
20,000
20,000
40 Parks and Recreation
Supplies
721002 Operating Supplies
25,338
31,250
31,250
37,250
Supplies Total:
25,338
31,250
31,250
37,250
Capital Outlay
735005 Cap Impr Park & Bikewy Impr
0
50,000
216,513
15,000
Capital Outlay Total:
0
50,000
216,513
15,000
Parks and Recreation Total:
25,338
81,250
247,763
52,250
60 Information Technology
Capital Outlay
732000 Information Technology
0
15,000
15,000
10,000
Capital Outlay Total:
0
15,000
15,000
10,000
Information Technology Total:
0
15,000
15,000
10,000
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
232 Hotel/ Motel Tax
80 Police
Contractual Services
713005 Misc. Contract. Serv.
0
0
0
27,000
Contractual Services Total:
0
0
0
27,000
Police Total:
0
0
0
27,000
Hotel/ Motel Tax Total:
29,090
119,450
285,963
113,750
Parks & Recreation / Community Events
BUDGET SUMMARY:
232404SO
• Account 701100 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. An increase is increase the hours
for one event specialist year-round.
• 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.
• 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. Increases are
due to reallocation of funds from IT budget, increases in rental and services costs.
• Account 713005 includes funding for credit card fees used at events as well as rental of an off-site
storage facility. Increase is due to wi-fi services for Coffman Park that were added in '19.
• 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.
• 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 which is reason for increasing
costs.
• 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 average over a 3 -year period. There is a one-time $20,000 cost for
replacement of all trash boxes at events.
• Account 751003 provides funding for committee ceremonial needs, funding for the DIF
scholarship and sustainability efforts. Increase this year is due to a one-time cost to create a DIF
Beverage Server online interactive training.
• Account 751012 provides funding for DIF promotional activities.
• Account 751005 includes funding for DIF volunteer programs.
Parks & Recreation/Community Events 11/18/19
Parks & Recreation / Community Events
BUDGET SUMMARY:
The following four Accounts include budget items from other division that have been
allocated to Community Eventsfor 2020. Thisallocation 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.
232SO820 - 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 Technoloav
• Account 732000 provides funding for technology projects to assist with Community Events.
Parks & Recreation/Community Events 11/18/19
Parks & Recreation / Community Events
Performance Measures:
1. Total Cost of Hours Worked at City Signature Events. all City Emolovees:
Time includes overtime and regular time for time at events and time spent preparing and cleaning
up from event.
Total Cost of Hours Worked at City Signature
Events
St. Patrick's Day 500 5 3
is
r
Independence Day 106,102 •2013
•2014
X2015
:I •2016
Duplm Ir,h Fest,v, •2017
•2018'
$11.287
Spooklacnlsr $11500
E 28 815
$0 $50.000 $1D0.0@: 5150.000 $200,000
'2019 Figures were not yet available
"Pre and Ernst event costs are not calculated far the Dub/in Insh Festiva/
Parks & Recreation/Community Events 11/18/19
Parks & Recreation / Community Events
Performance Measures:
2. Attendance at the Dublin Irish Festival
Attendance at the Dublin Irish Festival
120,000
000
103,000 103,
100,000 98,000 100,000 94,000
00,000
60,000
40,000
20,000
2014 2015 2016 2017 2018
This measurement tracks the actual number of people who attend the Dublin Irish Festival. 2019
Figures were not yet available
Parks & Recreation/Community Events 11/18/19
Parks & Recreation / Community Events
Performance Measures:
3. Percent of Budgeted Expenditure Recovered per City Signature Event (Cost Recovery with
Staffin
S1 PeMck§ Day
Independence Ne
Percent of Budgeted Expenditure Recovered per City
Signature Event
24
4%
11%
3
15%
23
18%
108'%
105%
r 111%
110%
0% 20% 40% 60% 80% 100% 120%
*2018 Figures are yet to he detenmined forindependence Day 8 Dub/in Insh Festiva/
•2013
•2074
•2015
.2016
•2017
•2018'
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. 2019 Figures were not yet available
Parks & Recreation/Community Events 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
232 Hotel/ Motel Tax
20 Finance
Transfers/Advances
741000 Transfers Expense 163,917 165,400 165,400 166,460
Transfers/Advances Total: 163,917 165,400 165,400 166,460
Other Charges and Ex
751001
City Sponsored Projects
0
6,000
6,000
6,000
754002
Grants/Community Ong
115,403
200,000
296,773
200,000
754003
Grants/DAC
780,957
802,500
802,500
802,500
754005
Grant/Bridge Park NCA
14,377
115,400
115,400
115,400
Other Charges
and Ex Total:
910,738
1,123,900
1,220,673
1,123,900
Finance Total:
1,074,655
1,289,300
1,386,073
1,290,360
Hotel/Motel Tax Total:
1,074,655
1,289,300
1,386,073
1,290,360
Hotel Motel Tax Fund / Finance
BUDGET SUMMARY:
23240220 — Taxation
• 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. The last such project was the "Feather Point/Universal
Gathering' project by Olga Ziemska Studio in 2017.
• 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).
23296220 — Taxation
• Account 741000 transfers funding for debt service associated with the acquisition and
renovation of the Arts facility located at 7125 Riverside Drive.
Finance/Hotel/Motel Tax Fund 11/18/19
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City of
Dublin
OHIO, USA
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 five 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 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
252 Mayor's Court Computer
10 City Manager
Personal Services
702000 Training/Travel 0 1,750 1,750 1,750
Personal Services Total: 0 1,750 1,750 1,750
Supplies
721001 Office Supplies
374 500 526 500
724003 Equipment Maintenance 18,187 4,000 4,000 4,000
Supplies Total: 18,560 4,500 4,526 4,500
Capital Outlay
731000 Furniture/Equipment 273 8,000 8,000 8,000
Capital Outlay Total: 273 8,000 8,000 8,000
City Manager Total:
18,833
14,250
14,276
14,250
Mayor's Court Computer Total:
18,833
14,250
14,276
14,250
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 11/18/19
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City of
Dublin
OHIO, USA
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 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
231 Permissive Tax
30 Public Works
Capital Outlay
735006 Cap Impr Str Maint Proj
235,566
0
850,000
0
Capital Outlay Total:
235,566
0
850,000
0
Transfers/Advances
742000 Advances Expense
200,000
0
0
100,000
Transfers/Advances Total:
200,000
0
0
100,000
Public Works Total:
435,566
0
850,000
100,000
Permissive Tax Total:
435,566
0
850,000
100,000
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 2020-2024 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 11/18/19
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City of
Dublin
OHIO, USA
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 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
262 Accrued Leave Reserves
20 Finance
Personal Services
701201 Employee Benefits 7,364 5,500 5,500 10,000
701205 Accrued Leave Payout 262,597 350,000 350,000 340,000
Personal Services Total: 269,962 355,500 355,500 350,000
Finance Total: 269,962 355,500 355,500 350,000
Accrued Leave Reserves Total: 269,962 355,500 355,500 350,000
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 2020
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 11/18/19
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City of
Dublin
OHIO, USA
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 -tern 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 11/18/19
Safety/ Police
PERSONNEL DATA
2019
2020
POSITION TITLE
CURRENT NUMBER
ADOPTED
Chief of Police
1
1
Deputy Chief (1)
1
0
Police Lieutenant (Sworn Bureau Commander)
2
2
Technical Services Bureau Commander
1
1
Police Sergeant
6
6
Police Corporal
9
9
Police Officer (2)
53
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 (3)
26
29
Communications Supervisor (3)
4
6
Communications Manager (3)
1
3
Operations Manager (3)
0
1
TOTAL
113
121
NOTES AND ADJUSTMENTS:
(1) Police request authorization to reallocate the one Deputy Chief position back to the position of police
officer.
(2) For 2020, 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.
(3) With the addition of Worthington Police and Fire/EMS to the NRECC dispatching partnership in 2020,
police request authorization to add 3 Communications Technicians, 2 Communications Supervisors, 2
Communications Managers and 1 Operations Manager for a total of 8 new staff members. The Operations
Manager is a new position that will have oversight of the NRECC operation, its shift managers and
supervisors. As part of the agreement for services, Worthington has agreed to pay for service starting in
January of 2020 to facilitate hiring and training of needed staff members in advance of providing service.
Police request permission to hire one over the approved number of communications technicians at the
start of 2020. Shortly following that hiring, a promotional process to fill the Communications Supervisor
positions will be held for internal candidates that will bring the staffing count for the position of
Communications Technician back within the approved allocation.
Police 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
241 Safety
80 Police
Personal Services
701101
Full Time Salaries/Wages
7,512,994
8,068,425
8,068,425
8,625,970
701103
Overtime Wages
449,850
507,600
507,600
507,600
701201
Employee Benefits
3,465,088
3,520,200
3,520,200
3,904,355
701204
Uniforms and Clothing
182,761
183,525
236,431
177,100
702000
Training/Travel
101,647
92,400
101,605
100,700
703100
Meeting Expenses
8,004
8,500
9,400
8,500
703200
Personnel Planning
0
1,000
1,000
1,000
Personal Services Total:
11,720,345
12,381,650
12,444,661
13,325,225
Contractual Services
711001
County Auditor Deductions
11,407
19,740
19,740
0
713004
Other Professional Services
6,897
12,500
19,496
12,500
713005
Misc. Contract. Serv.
107,590
112,875
127,837
123,650
715001
Communications
10,469
15,000
18,033
15,000
716000
Memberships/Subscriptions
32,378
42,270
42,270
46,570
717001
Rents and Leases
4,121
5,000
6,158
5,000
Contractual Services Total:
172,861
207,385
233,535
202,720
Supplies
721001
Office Supplies
16,764
16,000
16,475
16,000
721002
Operating Supplies
90,932
81,975
101,626
83,675
724003
Equipment Maintenance
75,611
80,000
87,933
79,000
Supplies Total:
183,306
177,975
206,034
178,675
Capital Outlay
731000
Furniture/Equipment
45,542
17,825
49,325
21,625
Capital Outlay
Total:
45,542
17,825
49,325
21,625
Other Charges
and Ex
751006
DARE Program
5,382
5,000
5,155
5,000
755000
Refunds
0
500
500
500
Other Charges
and Ex Total:
5,382
5,500
5,655
5,500
Police Total:
12,127,437
12,790,335
12,939,209
13,733,745
Safety Total:
12,127,437
12,790,335
12,939,209
13,733,745
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
241 Safety
20 Finance
Contractual Services
711001 County Auditor Deductions 0 0 0 18,000
Contractual Services Total:
Finance Total:
Safety Total:
0 0 0 18,000
0 0 0 18,000
0 0 0 18,000
Safety/ Police
BUDGET SUMMARY:
Police:
241SO820
• Account 701100 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 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
241 Safety
80 Police
Communications - Dispatch
Personal Services
701101
Full Time Salaries/Wages
1,942,922
2,243,090
2,218,090
2,707,570
701103
Overtime Wages
175,815
125,000
150,000
130,000
701201
Employee Benefits
825,463
911,600
911,600
1,319,405
701204
Uniforms and Clothing
4,494
12,000
17,488
17,000
702000
Training/Travel
17,182
28,500
41,100
36,000
Personal Services Total:
2,965,875
3,320,190
3,338,278
4,209,975
Contractual Services
715001 Communications
1,858
2,500
2,888
4,000
716000 Memberships/Subscriptions
2,760
33,800
35,164
42,500
Contractual Services Total:
4,618
36,300
38,052
46,500
Supplies
721001
Office Supplies
4,110
4,000
4,275
6,000
721002
Operating Supplies
121
1,000
1,265
2,000
724003
Equipment Maintenance
57,724
92,500
143,492
101,000
Supplies Total:
61,955
97,500
149,033
109,000
Capital Outlay
731000 Furniture/Equipment 2,398 2,000 2,000 2,000
Capital Outlay Total: 2,398 2,000 2,000 2,000
Police Total: 3,034,846 3,455,990 3,527,363 4,367,475
Safety Total: 3,034,846 3,455,990 3,527,363 4,367,475
Safety/ Police
BUDGET SUMMARY:
Communications (Dispatch):
241SO841
• Account 701100 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 11/18/19
Safety/ Police
Performance Measures:
1. Number of Reported Thefts from Vehicles:
2. Number of Reported Buralaries/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
Burgalaries &Thefts from Vehicles
176 181
173
66 61
Y-2014 Y-2015 Y-2016 Y-2017 Y-2018
Reported Burgalries Reported Thefts ......... Trendline
Police 11/18/19
Safety/ Police
Number of Auto Accidents
950
932 ................................
900 917
....................................................................... 903
892
850 ..........
800
800
750
700
Y-2014 Y-2015 Y-2016 Y-2017 Y-2018
Total ......... Trendline
Performance Measures:
4. Percent Chance in the Number of Reported Thefts from Vehicles
(2014 to 2018)
5. Percent Chance in the Number of Reported Buralaries/B&E
(2014 to 2018)
6. Percent Change in the Number of Reported Traffic Accidents
(2014 to 2018)
Police 11/18/19
Percent Change
Percent Change in
Percent Change
ear
I
in Reported
Reported
in Reported
Thefts from
Burglaries/B&E
Traffic Accidents
Vehicles
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 11/18/19
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 11/18/19
Safety/ Police/ Enforcement and Education
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 11/18/19
2018
2019
2019
2020
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
420
Personal Services Total:
0
2,420
2,420
2,420
Capital Outlay
731000 Furniture/Equipment
7,903
13,975
16,443
0
Capital Outlay Total:
7,903
13,975
16,443
0
Police Total:
7,903
16,395
18,863
2,420
Enforcement and Education Total:
7,903
16,395
18,863
2,420
Safety/ Police /Enforcement and Education
BUDGET SUMMARY:
2S1SO800
• Account 701103 and 701201 provides funds for overtime for personnel to conduct OVI
enforcement.
Safety/Police/Enforcement and Education 11/18/19
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City of
Dublin
OHIO, USA
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 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
242 Law Enforcement
80 Police
Contractual Services
713005 Misc. Contract. Serv.
24,032
0
0
0
Contractual Services Total:
24,032
0
0
0
Capital Outlay
731000 Furniture/Equipment
0
15,000
15,000
7,000
Capital Outlay Total:
0
15,000
15,000
7,000
Police Total:
24,032
15,000
15,000
7,000
Law Enforcement Total:
24,032
15,000
15,000
7,000
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 11/18/19
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City of
Dublin
OHIO, USA
Safety / Police/ Wireless 9-1-1 Fund
STATEMENT OF FUNCTIONS
Ohio Revised Code (ORC) §128.42 establishes a $0.25 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 agreementwith 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 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
244 Wireless 9-1-1 System
80 Police
Supplies
724003 Equipment Maintenance
120,264
46,820
46,820
46,820
Supplies Total:
120,264
46,820
46,820
46,820
Capital Outlay
734001 Police Capital Equipment
3,900
0
0
0
Capital Outlay Total:
3,900
0
0
0
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:
204,164
126,820
126,820
126,820
Wireless 9-1-1 System Total:
204,164
126,820
126,820
126,820
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 11/18/19
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City of
Dublin
OHIO, USA
5 1 Debt Service Funds
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OHIO, OHIO, USA
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City of
Dublin
OHIO, USA
General Obligation 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. 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 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
310 General Debt Service
20 Finance
Debt Service
761001
Debt Issuance Costs
97,788
5,000
5,000
5,000
762002
Principal- Parks Programs
368,000
382,000
382,000
694,400
762003
Principal- Transportation
7,204,818
7,481,100
7,481,100
6,797,889
762004
Principal- Land and Buildings
1,089,499
932,700
932,700
963,525
763003
Interest- Parks Program
83,774
74,130
74,130
1,216,305
763004
Interest- Transportation
4,204,611
4,077,700
4,077,700
4,692,566
763005
Interest- Land and Buildings
565,750
536,700
536,700
506,290
Debt Service Total:
13,614,238
13,489,330
13,489,330
14,875,975
Finance
Total:
13,614,238
13,489,330
13,489,330
14,875,975
General
Debt Service Total:
13,614,238
13,489,330
13,489,330
14,875,975
Debt Service Total: 1,690,906 2,070,906 2,070,906 2,071,160
Finance Total: 1,690,906 2,070,906 2,070,906 2,071,160
Econ Development Bond Retirmnt Total: 1,690,906 2,070,906 2,070,906 2,071,160
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
311 Econ Development Bond Retirmnt
20 Finance
Debt Service
762004 Principal- Land and Buildings
300,000
695,000
695,000
730,000
763005 Interest- Land and Buildings
1,390,906
1,375,906
1,375,906
1,341,160
Debt Service Total: 1,690,906 2,070,906 2,070,906 2,071,160
Finance Total: 1,690,906 2,070,906 2,070,906 2,071,160
Econ Development Bond Retirmnt Total: 1,690,906 2,070,906 2,070,906 2,071,160
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
322 2001 S.A. Debt Service
20 Finance
Contractual Services
711001 County Auditor Deductions 182 200 425 450
Contractual Services Total: 182 200 425 450
Debt Service
762003 Principal -Transportation
112,778 115,955 115,955 122,310
763004 Interest- Transportation 15,370 11,669 11,669 7,015
Debt Service Total: 128,148 127,624 127,624 129,325
Finance Total:
128,330
127,824
128,049
129,775
2001 S.A. Debt Service Total:
128,330
127,824
128,049
129,775
Capital
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OHIO, USA
Project
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City of
Dublin
OHIO, USA
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/capital-improvements-Droaram.
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) 11/18/19
Capital Improvements Program (CIP)
= DEFINITION OF CAPITAL IXPENDITURES
Project
Considered a Capital Improvement
A Maintenance Project or
Type
Project(CIP)
Expenditure
(Operating Budget)
Capita!
Construction resulbngin
F_rnhaxementsl
expansion or significant
Aeew Carpal
improvementof anebsbng asset
lnlrasbuctrre
or facility, or projects resulting in
the construcbonor acquisition of
a new asset.
Cita/
Projects resulting in the repair,
Ma/ntanance
replacement, renovation or minor
upgrade of an ebsbng asset.
CWita/Mocatfon
Projects or programs resulting in
acquisition of real property such
as land or permanent easements,
or reserves for conbngenciesfor
future projects.
Routine
Preventive maintenance repairs
Marntenaxe
that do not signifcantiyupgrade
the structure or increase its
previously estimated 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) 11/18/19
Capital Improvements Program (CIP)
Notable CIP Impacts on the Operating Budget (On -Going Expenses)
MUNIS
2019
2020
Proiect
Proiect Description
Budgeted
Budgeted
Operating
Notes
No.
Operating
Cost
Cost
ET003
US33/SR161/Post Road
$155,000
$195,000
Contracted landscape
Interchange
maintenance, plus cost of
mi ation.
Lighting program and
GR132
Scioto Pedestrian Bridge
N/A
$ 50,000
operations. (First year
operations estimate
Increased cost of contracted
GR133
Riverside Crossing Park
$110,000
$110,000
landscape maintenance
service.
Parking management
ET168
Bridge Street Parking Garages
N/A
$ 50,000
implementation. (First year
operations estimate
Depxt,on of the Riverside Dossing Park and the Saoto Pedestrian Bridge.
Capital Improvements Program (CIP) 11/18/19
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 our 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) 11/18/19
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 2020, 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) 11/18/19
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
2020-2024 CIP that have been identified as infrastructure projects benefiting the reflected TIFs.
Bridge Park pubfrc parking garage (funded bf the Bridge Park 71)9
Parking options in Bridge Park.
Capital Improvements Program (CIP) 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
401 Capital Improvements Tax
20 Finance
Contractual Services
711001 County Auditor Deductions
Contractual Services Total:
Capital Outlay
44,778 29,000 46,000 46,000
44,778 29,000 46,000 46,000
735001 Cap Impr
736000 Cap Impr
737000 Cap Impr
Land and Land Impr
Other Projects
Contingencies
4,018,715
107,877
464,400
0
250,000
250,000
13,959
380,333
265,000
0
470,000
250,000
Capital Outlay Total:
Cap
4,590,991
500,000
659,292
720,000
Transfers/Advances
2,710,000
735004
Cap
Impr
New Str Const/Eng Ser
741000 Transfers
Expense
5,443,454
5,219,300
5,219,300
7,507,635
742000 Advances Expense
2,055,200
475,000
475,000
350,000
Transfers/Advances Total:
735010
7,498,654
5,694,300
5,694,300
7,857,635
Finance Total: 12,134,423 6,223,300 6,399,592 8,623,635
30 Public Works
Capital Outlay
734004
Other Equipment
1,593,092
1,680,000
1,865,258
1,355,000
735002
Cap
Impr
Build & Other Struct
1,124,045
3,980,000
4,839,768
2,710,000
735004
Cap
Impr
New Str Const/Eng Ser
73,941
0
152,981
0
735006
Cap
Impr
Str Maint Proj
10,844,187
12,600,000
16,994,606
28,865,000
735010
Cap
Impr
Storm Sewer Imp
819,211
1,485,000
1,978,170
2,065,000
Capital Outlay Total:
14,454,476
19,745,000
25,830,783
34,995,000
Public Works
Total:
14,454,476
19,745,000
25,830,783
34,995,000
40 Parks and Recreation
Capital Outlay
735005 Cap Impr Park & Bikewy Impr 3,945,595 2,560,000 4,276,825 1,710,000
Capital Outlay Total: 3,945,595 2,560,000 4,276,825 1,710,000
Parks and Recreation Total: 3,945,595 2,560,000 4,276,825 1,710,000
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
404 Capital Improvement Construction
20 Finance
Contractual Services
713005 Misc. Contract. Serv. 11,935 0 12,000 12,000
Contractual Services Total: 11,935 0 12,000 12,000
Transfers/Advances
741000 Transfers Expense
98,163
1,083,000
742000 Advances Expense 19,843,902 0 0 0
Transfers/Advances Total: 19,942,065 0 1,083,000 0
Debt Service
761001 Debt Issuance Costs 168,076 0 0 170,000
Debt Service Total: 168,076 0 0 170,000
Finance Total:
30 Public Works
Contractual Services
20,122,077
1,095,000 182,000
713004 Other Professional Services 209,788 0 224,644 0
Contractual Services Total: 209,788 0 224,644 0
Capital Outlay
735002 Cap Impr Build & Other Struct
735004 Cap Impr New Str Const/Eng Ser
9,702,177
8,143,039
6,349,857
2,889,805
735006 Cap Impr Str Maint Proj 8,524,563 0 9,314,061 0
Capital Outlay Total: 26,369,779 0 18,553,723 0
Public Works Total: 26,579,567 0 18,778,367
40 Parks and Recreation
Capital Outlay
735005 Cap Impr Park & Bikewy Impr 464,249 10,900,000 11,720,980 6,000,000
Capital Outlay Total: 464,249 10,900,000 11,720,980 6,000,000
Parks and Recreation Total: 464,249 10,900,000 11,720,980 6,000,000
Capital Improvement Constructi Total: 47,165,893 10,900,000 31,594,346 6,182,000
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
409 Recreation Capital Improvement
20 Finance
Transfers/Advances
741000 Transfers Expense
0
0
0
800,000
Transfers/Advances Total:
0
0
0
800,000
Finance Total:
0
0
0
800,000
Recreation Capital Improvement Total:
0
0
0
800,000
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
412 TIF Woerner-Temple
20 Finance
Contractual Services
711001 County Auditor Deductions 1,933 3,000 3,000 3,000
Contractual Services Total: 1,933 3,000 3,000 3,000
Transfers/Advances
741000 Transfers Expense
452,224 455,600 455,600
742000 Advances Expense 0 0 0 170,000
Transfers/Advances Total: 452,224 455,600 455,600 170,000
Finance Total:
454,157
458,600
458,600
173,000
TIF Woerner-Temple Total:
454,157
458,600
458,600
173,000
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
415 TIF Ruscilli
20 Finance
Contractual Services
711001 County Auditor Deductions
6,466
7,800
7,800
7,800
Contractual Services Total:
6,466
7,800
7,800
7,800
Transfers/Advances
741000 Transfers Expense
600,000
0
0
55,000
Transfers/Advances Total:
600,000
0
0
55,000
Finance Total:
606,466
7,800
7,800
62,800
TIF Ruscilli Total:
606,466
7,800
7,800
62,800
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
416 TIF Pizzuti
20 Finance
Contractual Services
711001 County Auditor Deductions 1,887 3,000 14,000 14,000
Contractual Services Total: 1,887 3,000 14,000 14,000
Transfers/Advances
741000 Transfers Expense 233,050 0 0 64,480
Transfers/Advances Total: 233,050 0 0 64,480
Finance Total:
30 Public Works
Capital Outlay
234,937 3,000 14,000 78,480
735006 Cap Impr Str Maint Proj 626,167 0 0 0
Capital Outlay Total: 626,167 0 0 0
Public Works Total:
626,167
TIF Pizzuti Total: 861,104 3,000 14,000 78,480
4% CITY OF DUBLIN 1 2020 1 OPERATING
BUDGET
11
IM
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
419 TIF Thomas/ Kohler
20 Finance
Contractual Services
711001 County Auditor Deductions
10,122
9,000
9,000
9,000
Contractual Services Total:
10,122
9,000
9,000
9,000
Transfers/Advances
741000 Transfers Expense
157,264
158,700
158,700
159,715
742000 Advances Expense
250,000
250,000
250,000
1,300,000
Transfers/Advances Total:
407,264
408,700
408,700
1,459,715
Finance Total:
417,386
417,700
417,700
1,468,715
30 Public Works
Contractual Services
713004 Other Professional Services
197,800
30,000
308,865
0
Contractual Services Total:
197,800
30,000
308,865
0
Capital Outlay
735004 Cap Impr New Str Const/Eng Ser
791,150
1,900,000
1,900,000
0
Capital Outlay Total:
791,150
1,900,000
1,900,000
0
Public Works Total:
988,950
1,930,000
2,208,865
0
TIF Thomas/Kohler Total:
1,406,336
2,347,700
2,626,565
1,468,715
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
421 TIF McKitrick Project
20 Finance
Contractual Services
711001 County Auditor Deductions 9,521 15,000 15,000 15,000
Contractual Services Total: 9,521 15,000 15,000 15,000
Transfers/Advances
741000 Transfers Expense 1,849,682 1,108,900 1,108,900 1,080,320
Transfers/Advances Total: 1,849,682 1,108,900 1,108,900 1,080,320
Finance Total:
1,859,202
1,123,900
1,123,900
1,095,320
TIF McKitrick Project Total:
1,859,202
1,123,900
1,123,900
1,095,320
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
425 TIF Perimeter Center
20 Finance
Contractual Services
711001 County Auditor Deductions
5,501
6,200
6,200
6,200
Contractual Services Total:
5,501
6,200
6,200
6,200
Finance Total:
5,501
6,200
6,200
6,200
30 Public Works
Contractual Services
713004 Other Professional Services
47,299
0
7,331
300,000
Contractual Services Total:
47,299
0
7,331
300,000
Public Works Total:
47,299
0
7,331
300,000
TIF Perimeter Center Total:
52,800
6,200
13,531
306,200
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
426 TIF Rings Road
20 Finance
Contractual Services
711001 County Auditor Deductions 3,574 5,000 5,000 5,000
Contractual Services Total: 3,574 5,000 5,000 5,000
Transfers/Advances
741000 Transfers Expense 276,876 279,400 279,400 281,185
Transfers/Advances Total: 276,876 279,400 279,400 281,185
Finance Total:
30 Public Works
Capital Outlay
280,450 284,400 284,400 286,185
735006 Cap Impr Str Maint Proj 0 0 0 610,000
Capital Outlay Total: 0 0 0 610,000
Public Works Total:
0
0
0
610,000
TIF Rings Road Total:
280,450
284,400
284,400
896,185
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
431 TIF Perimeter West
20 Finance
Contractual Services
711001 County Auditor Deductions 32,053 45,000 45,000 45,000
Contractual Services Total: 32,053 45,000 45,000 45,000
Transfers/Advances
741000 Transfers Expense
966,099 1,251,050 1,251,050 980,970
742000 Advances Expense 595,000 0 0 0
Transfers/Advances Total: 1,561,099 1,251,050 1,251,050 980,970
Finance Total:
30 Public Works
Contractual Services
1,593,152 1,296,050 1,296,050 1,025,970
713004 Other Professional Services 13,166 634,500 623,824 850,000
Contractual Services Total: 13,166 634,500 623,824 850,000
Capital Outlay
735004 Cap Impr New Str Const/Eng Ser 71,493 0 142,679 0
Capital Outlay Total: 71,493 0 142,679 0
Public Works Total:
84,658
634,500
766,503
850,000
TIF Perimeter West Total:
1,677,810
1,930,550
2,062,553
1,875,970
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
432 TIF Upper Metro Place
20 Finance
Contractual Services
711001 County Auditor Deductions
5,994
3,500
6,500
6,500
Contractual Services Total:
5,994
3,500
6,500
6,500
Transfers/Advances
741000 Transfers Expense
473,114
2,081,750
2,081,750
1,958,300
Transfers/Advances Total:
473,114
2,081,750
2,081,750
1,958,300
Finance Total:
479,108
2,085,250
2,088,250
1,964,800
30 Public Works
Contractual Services
713004 Other Professional Services
2,778
0
148,712
0
Contractual Services Total:
2,778
0
148,712
0
Capital Outlay
735004 Cap Impr New Str Const/Eng Ser
1,681,803
0
1,548,581
0
Capital Outlay Total:
1,681,803
0
1,548,581
0
Public Works Total:
1,684,581
0
1,697,293
0
TIF Upper Metro Place Total:
2,163,689
2,085,250
3,785,543
1,964,800
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
433 TIF Rings/ Frantz
20 Finance
Contractual Services
711001 County Auditor Deductions 4,503 5,000 5,000 5,000
Contractual Services Total: 4,503 5,000 5,000 5,000
Transfers/Advances
742000 Advances Expense 0 0 0 500,000
Transfers/Advances Total: 0 0 0 500,000
Finance Total:
30 Public Works
Contractual Services
4,503 5,000 5,000 505,000
713004 Other Professional Services 277,015 0 98,858 0
Contractual Services Total: 277,015 0 98,858 0
Capital Outlay
735004 Cap Impr New Str Const/Eng Ser 118,450 1,000,000 1,041,925 610,000
Capital Outlay Total: 118,450 1,000,000 1,041,925 610,000
Public Works Total:
395,465
1,000,000
1,140,783
610,000
TIF Rings/ Frantz Total:
399,967
1,005,000
1,145,783
1,115,000
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
436 TIF Historic Dublin Parking
20 Finance
Contractual Services
711001 County Auditor Deductions 789 1,000 1,000 1,000
Contractual Services Total: 789 1,000 1,000 1,000
Transfers/Advances
741000 Transfers Expense
75,000
742000 Advances Expense 70,000 50,000 83,500 0
Transfers/Advances Total: 70,000 50,000 83,500 75,000
Finance Total:
70,789
51,000
84,500
76,000
TIF Historic Dublin Parking Total:
70,789
51,000
84,500
76,000
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
441 TIF Emerald Parkway Phase 8
20 Finance
Transfers/Advances
741000 Transfers Expense
0
0
0
480,425
Transfers/Advances Total:
0
0
0
480,425
Finance Total:
0
0
0
480,425
30 Public Works
Contractual Services
713004 Other Professional Services
766
0
0
0
Contractual Services Total:
766
0
0
0
Capital Outlay
735004 Cap Impr New Str Const/Eng Ser
64,851
0
33,420
0
Capital Outlay Total:
64,851
0
33,420
0
Public Works Total:
65,617
0
33,420
0
TIF Emerald Parkway Phase 8 Total:
65,617
0
33,420
480,425
2018
2019
2019
2020
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
35,000
35,000
30,000
Transfers/Advances Total:
35,000
35,000
35,000
30,000
Finance Total:
35,412
35,600
35,600
30,600
TIF Perimeter Loop Total:
35,412
35,600
35,600
30,600
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
443 TIF Tartan West
20 Finance
Contractual Services
711001 County Auditor Deductions
11,682
15,000
15,000
15,000
713005 Misc. Contract. Serv.
0
0
4,350
0
Contractual Services Total:
11,682
15,000
19,350
15,000
Transfers/Advances
742000 Advances Expense
650,000
1,150,000
1,650,000
0
Transfers/Advances Total:
650,000
1,150,000
1,650,000
0
Finance Total:
661,682
1,165,000
1,669,350
15,000
30 Public Works
Contractual Services
713004 Other Professional Services
7,117
0
15,060
0
Contractual Services Total:
7,117
0
15,060
0
Capital Outlay
735006 Cap Impr Str Maint Proj
48,275
0
5,980
0
Capital Outlay Total:
48,275
0
5,980
0
Public Works Total:
55,392
0
21,040
0
TIF Tartan West Total:
717,075
1,165,000
1,690,390
15,000
2018
2019
2019
2020
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
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
446 TIF River Ridge
20 Finance
Contractual Services
711001 County Auditor Deductions
1,096
1,250
1,250
1,250
Contractual Services Total:
1,096
1,250
1,250
1,250
Transfers/Advances
188,794
189,100
189,100
138,730
741000 Transfers Expense
137,698
137,850
137,850
137,480
742000 Advances Expense
50,000
50,000
50,000
0
Transfers/Advances Total:
187,698
187,850
187,850
137,480
Finance Total:
188,794
189,100
189,100
138,730
TIF River Ridge Total:
188,794
189,100
189,100
138,730
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
447 TIF Lifetime Fitness
20 Finance
Contractual Services
711001 County Auditor Deductions 1,525 1,750 1,750 1,750
Contractual Services Total: 1,525 1,750 1,750 1,750
Transfers/Advances
741000 Transfers Expense
100,000 100,000
742000 Advances Expense 200,000 200,000 200,000 0
Transfers/Advances Total: 200,000 300,000 300,000 0
Finance Total:
201,525
301,750
301,750
1,750
TIF Lifetime Fitness Total:
201,525
301,750
301,750
1,750
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
448 COIC Improvement
30 Public Works
Capital Outlay
735006 Cap Impr Str Maint Proj 0 115,500 115,450 0
Capital Outlay Total: 0 115,500 115,450 0
Public Works Total: 0 115,500 115,450 0
COIC Improvement Total: 0 115,500 115,450 0
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
449 TIF Irelan Place
20 Finance
Contractual Services
711001 County Auditor Deductions
143
100
200
200
Contractual Services Total:
143
100
200
200
Transfers/Advances
742000 Advances Expense
3,500
3,500
3,500
28,937
Transfers/Advances Total:
3,500
3,500
3,500
28,937
Finance Total:
3,643
3,600
3,700
29,137
TIF Irelan Place Total:
3,643
3,600
3,700
29,137
2018 2019 2019 2020
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 0 150,000 150,000 0
Transfers/Advances Total: 0 150,000 150,000 0
Finance Total:
76
150,250
150,250
250
TIF Shier Rings Road Total:
76
150,250
150,250
250
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
452 TIF Bridge and High Street
20 Finance
Contractual Services
711001 County Auditor Deductions
1,207
1,500
1,500
1,500
Contractual Services Total:
1,207
1,500
1,500
1,500
Transfers/Advances
151,207
151,500
151,500
151,500
741000 Transfers Expense
0
0
0
150,000
742000 Advances Expense
150,000
150,000
150,000
0
Transfers/Advances Total:
150,000
150,000
150,000
150,000
Finance Total:
151,207
151,500
151,500
151,500
TIF Bridge and High Street Total:
151,207
151,500
151,500
151,500
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
453 TIF Dublin Methodist Hospital
20 Finance
Contractual Services
711001 County Auditor Deductions
10,336
2,000
2,000
2,000
Contractual Services Total:
10,336
2,000
2,000
2,000
Transfers/Advances
741000 Transfers Expense
127,500
0
0
0
Transfers/Advances Total:
127,500
0
0
0
Finance Total:
137,836
2,000
2,000
2,000
TIF Dublin Methodist Hospital Total:
137,836
2,000
2,000
2,000
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
454 TIF Kroger Centre
20 Finance
Contractual Services
711001 County Auditor Deductions
2,818
4,000
4,000
4,000
Contractual Services Total:
2,818
4,000
4,000
4,000
Transfers/Advances
741000 Transfers Expense
282,373
230,000
230,000
0
Transfers/Advances Total:
282,373
230,000
230,000
0
Finance Total:
285,190
234,000
234,000
4,000
TIF Kroger Centre Total:
285,190
234,000
234,000
4,000
2018
2019
2019
2020
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:
0
0
98,641
0
Public Works Total:
0
0
98,641
0
TIF Frantz/Dublin Road Total:
0
0
98,641
0
4% CITY OF DUBLIN 1 2020.
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
456 TIF Delta Energy
20 Finance
Contractual Services
711001 County Auditor Deductions
277
500
600
600
Contractual Services Total:
277
500
600
600
Transfers/Advances
742000 Advances Expense
30,000
30,000
30,000
30,000
Transfers/Advances Total:
30,000
30,000
30,000
30,000
Finance Total:
30,277
30,500
30,600
30,600
TIF Delta Energy Total:
30,277
30,500
30,600
30,600
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
457 TIF Bridge Street
20 Finance
Contractual Services
711001 County Auditor Deductions
58,000
719006 Contractual Obligations 1,536,965 1,536,965 1,536,965 1,536,965
Contractual Services Total: 1,536,965 1,536,965 1,594,965 1,536,965
Transfers/Advances
741000 Transfers Expense 138,985 0 0 0
Transfers/Advances Total: 138,985 0 0 0
Finance Total:
30 Public Works
Contractual Services
1,675,950 1,536,965 1,594,965 1,536,965
713004 Other Professional Services 414,929 400,000 620,816 0
Contractual Services Total: 414,929 400,000 620,816 0
Capital Outlay
735002 Cap Impr Build & Other Struct
60,940
735004 Cap Impr New Str Const/Eng Ser 65,033 0 0 0
Capital Outlay Total: 125,973 0 0 0
Public Works Total:
540,902 400,000 620,816
TIF Bridge Street Total: 2,216,852 1,936,965 2,215,781 1,536,965
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
458 TIF Vrable
20 Finance
Contractual Services
711001 County Auditor Deductions
5,196
5,500
5,500
5,500
Contractual Services Total:
5,196
5,500
5,500
5,500
Transfers/Advances
741000 Transfers Expense
0
375,000
375,000
744,085
742000 Advances Expense
500,000
500,000
500,000
0
Transfers/Advances Total:
500,000
875,000
875,000
744,085
Finance Total:
505,196
880,500
880,500
749,585
TIF Vrable Total:
505,196
880,500
880,500
749,585
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
459 TIF West Innovation
20 Finance
Contractual Services
711001 County Auditor Deductions
7,322
3,500
10,500
3,500
Contractual Services Total:
7,322
3,500
10,500
3,500
Transfers/Advances
742000 Advances Expense
300,000
300,000
300,000
0
Transfers/Advances Total:
300,000
300,000
300,000
0
Finance Total:
307,322
303,500
310,500
3,500
30 Public Works
Capital Outlay
735006 Cap Impr Str Maint Proj
0
0
0
2,860,000
Capital Outlay Total:
0
0
0
2,860,000
Public Works Total:
0
0
0
2,860,000
TIF West Innovation Total:
307,322
303,500
310,500
2,863,500
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
461 TIF Tuller
20 Finance
Contractual Services
711001 County Auditor Deductions
0
5,000
11,800
11,800
Contractual Services Total:
0
5,000
11,800
11,800
Transfers/Advances
741000 Transfers Expense
359,975
782,500
782,500
631,550
Transfers/Advances Total:
359,975
782,500
782,500
631,550
Finance Total:
359,975
787,500
794,300
643,350
30 Public Works
Contractual Services
713004 Other Professional Services
1,997
0
0
0
Contractual Services Total:
1,997
0
0
0
Capital Outlay
735001 Cap Impr Land and Land Impr
37,158
0
0
0
735004 Cap Impr New Str Const/Eng Ser
377,551
0
0
0
Capital Outlay Total:
414,709
0
0
0
Public Works Total:
416,706
0
0
0
70 Development
Transfers/Advances
742000 Advances Expense
0
350,000
350,000
0
Transfers/Advances Total:
0
350,000
350,000
0
Development Total:
0
350,000
350,000
0
TIF Tuller Total:
776,681
1,137,500
1,144,300
643,350
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
462 TIF Nestle
20 Finance
Contractual Services
711001 County Auditor Deductions 267 750 4,250 4,250
Contractual Services Total:
Finance Total:
TIF Nestle Total:
267 750 4,250 4,250
267 750 4,250 4,250
267 750 4,250 4,250
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
463 TIF Bridge Park Blocks B & C
20 Finance
Contractual Services
711001 County Auditor Deductions
0
0
0
51,270
Contractual Services Total:
0
0
0
51,270
Transfers/Advances
741000 Transfers Expense
2,532,390
2,432,351
2,432,351
2,421,160
Transfers/Advances Total:
2,532,390
2,432,351
2,432,351
2,421,160
Finance Total:
2,532,390
2,432,351
2,432,351
2,472,430
TIF Bridge Park Blocks B & C Total:
2,532,390
2,432,351
2,432,351
2,472,430
CITY OF DUBLIN 1 2020 OPERATING
BUDGET
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
464 TIF Innovation
20 Finance
Contractual Services
711001 County Auditor Deductions
364
1,000
9,000
9,000
Contractual Services Total:
364
1,000
9,000
9,000
Transfers/Advances
741000 Transfers Expense
0
150,000
150,000
100,000
Transfers/Advances Total:
0
150,000
150,000
100,000
Finance Total:
364
151,000
159,000
109,000
TIF Innovation Total:
364
151,000
159,000
109,000
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
465 TIF Riviera
20 Finance
Transfers/Advances
742000 Advances Expense
0
270,000
270,000
0
Transfers/Advances Total:
0
270,000
270,000
0
Finance Total:
0
270,000
270,000
0
30 Public Works
Contractual Services
713004 Other Professional Services
1,635,928
0
655,078
0
Contractual Services Total:
1,635,928
0
655,078
0
Public Works Total:
1,635,928
0
655,078
0
TIF Riviera Total:
1,635,928
270,000
925,078
0
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
466 TIF Penzone
20 Finance
Contractual Services
711001 County Auditor Deductions
0
0
450
450
Contractual Services Total:
0
0
450
450
Transfers/Advances
741000 Transfers Expense
0
80,000
80,000
30,000
Transfers/Advances Total:
0
80,000
80,000
30,000
Finance Total:
0
80,000
80,450
30,450
TIF Penzone Total:
0
80,000
80,450
30,450
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
467 TIF H2 Hotel
20 Finance
Contractual Services
711001 County Auditor Deductions
0
0
0
20,000
Contractual Services Total:
0
0
0
20,000
Transfers/Advances
741000 Transfers Expense
0
150,000
150,000
250,000
Transfers/Advances Total:
0
150,000
150,000
250,000
Finance Total:
0
150,000
150,000
270,000
TIF H2 Hotel Total:
0
150,000
150,000
270,000
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
468 TIF Bridge Park Block Z
20 Finance
Contractual Services
711001 County Auditor Deductions 0 0 0 2,500
719006 Contractual Obligations 0 0 0 67,500
Contractual Services Total: 0 0 0 70,000
Finance Total: 0 0 0 70,000
TIF Bridge Park Block Z Total: 0 0 0 70,000
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
469 TIF Block A
20 Finance
Contractual Services
711001 County Auditor Deductions 0 0 0 15,000
Contractual Services Total: 0 0 0 15,000
Finance Total:
15,000
TIF Block A Total: 0 0 0 15,000
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
474 TIF Bridge Park Incentive Dist
20 Finance
Contractual Services
711001 County Auditor Deductions 0 0 0 3,100
Contractual Services Total:
Finance Total:
TIF Bridge Park Incentive Dist Total:
0 0 0 3,100
0 0 0 3,100
0 0 0 3,100
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
2020-2024 Capital Improvement Projects
SUMMARY
TOTAL BEYOND I TOTAL
PROJECT DESCRIPTION 2020-202 2024 TO BE
2019 2020 1 2021 2022 2023 1 2024 ($000) 1 ($000) BUDGETED
Administration - Capital Allocations
Total - ADMINISTRATION
City Facilities -Capital Maintenance
City Facilities -Capital Enhancements / New Capital Infiastructure
Total- CITY FACILITIES
City -Wide Fleet- Capital Maintenance
City -Wide Fleet- Capital Enhancements / New Capital Infrastructure
Total - CITY -WIDE FLEET
Parks - Capital Maintenance
Parks- Capital Enhancements / New Capital Infiashucture
Total - PARKS
Police -Capital Maintenance
Police- Capital Enhancements / New Capital Infiashucture
Total - POLICE
Utilities - Sanitary Sewer - Capital Maintenance
Utilities- Sanitary Sewer -Capital Enhancements / New Capital Infrastructure
Total - UTILITIES - SANITARY SEWER
Utilities - Stormrvater- Capital Maintenance
Utilities - Stormrvater- Capital Enhancements / New Capital Infrastructure
Total - UTILITIES - STORMWATER
Computer Hardware / Software / Fiber - Capital Maintenance
Computer Hardware / Software / Fiber - Capital Enhancements / New
Capital Infrastructure
Total - COMPUTER HARDWARE / SOFTWARE / FIBER
Transportation - Bicycle and Pedestrian - Capital Maintenance
Tawporbam - Blwde and Pedestrian- Capital Enhancement / New Capital mfastruc me
Total - TRANSPORTATION - BICYCLE AND PEDESTRIAN
Transportation - Bridges and Culvert- Capital Maintenance
Taosporbtico - Bridges and Culvert-Captal Enhancement / New Capital Inbastructure
Total - TRANSPORTATION - BRIDGES AND CULVERTS
Transportation - Streets and Parking - Capital Maintenance
Taosporbtico -Strset and Parking -Capital Enhancement / New Capital Inbastructure
Total - TRANSPORTATION - STREETS AND PARKING
Utilities- Water -Capital Maintenance
Utilities- Water -Capital Enhancements / New Capital Infiashucture
Total - UTILITIES - WATER
TOTALS:
Capital Maintenance
Capital Allocations
Capital Enhancements / New Capital Infrastructure
TOTAL PROJECT BUDGET
Advances (Capital Improvement Tax Fund)
GRAND TOTAL
$1,850
$2,170
$2,000
$2,000
$2,000
$2,000
$10,170
$0
$10,170
1,850
2,170
2,000
2,000
2,000
2,000
$10,170
$0
$10,170
819
6,000
1,350
1,360
565
0
565
0
1,400
10
280
1,130
$4,160
$2,500
$140
$5,040
$4,300
$7,540
6,819
2,710
565
565
1,410
1,410
$6,660
$5,180
$11,840
1,565
115
1,175
180
1,185
0
1,350
40
980
0
1,080
40
$5,]]0
$260
$0
$0
$5,]]0
$260
1,680
1,355
1,185
1,390
980
1,120
$6,030
$0
$6,030
815
12,695
1,055
6,670
815
],9]5
815
25
815
1,425
815
325
$4,315
$16,420
$0
$18,390
$4,315
$34,810
13,510
],]25
8,790
840
2,240
1,140
$20,735
$18,390
$39,125
390
505
150
720
20
950
0
0
60
0
270
120
$500
$1,790
$0
$0
$500
$1,790
895
870
970
0
60
390
$2,290
$0
$2,290
2,025
3,070
1,750
4,650
550
1,545
1,750
0
550
0
1,750
0
$6,350
$6,195
$2,050
$8,965
$8,400
$15,160
5,095
6,400
2,095
1,750
550
1,750
$12,545
$11,015
$23,560
575
400
575
1,490
675
250
575
250
675
250
575
250
$3,075
$2,490
$675
$250
$3,750
$2,740
975
2,065
925
825
925
825
$5,565
$925
$6,490
1,100
220
1,100
790
1,100
665
1,100
665
1,100
395
1,100
395
$5,500
$2,910
$0
$0
$5,500
$2,910
1,320
1,890
1,765
1,765
1,495
1,495
$8,410
$0
$8,410
690
545
560
50
680
1,320
565
375
595
70
740
890
$3,140
$2,705
$690
$7,305
$3,830
$10,010
1,235
610
2,000
940
665
1,630
$5,845
$7,995
$13,840
1,295
9,515
1,100
0
1,]]0
0
1,215
1,795
1,010
$6,890
$0
$375
$36,050
$7,265
$36,050
10,810
1,100
1,]]0
1,215
1,795
1,010
$6,890
$36,425
$43,315
7,385
6,635
7,815
23,960
],]20
36,365
],]35
9,530
8,315
12,500
8,]]5
225
$40,360
$82,580
$8,810
$89,800
$49,170
$172,380
14,020
31,]]5
44,085
17,265
20,815
9,000
$122,940
$98,610
$221,550
0
1,685
10
970
390
75
0
600
0
75
0
0
$400
$1,720
$0
$5,005
$400
$6,725
1,685
980
465
600
75
0
$2,120
$5,005
$7,125
16,659 16,640 15,470 15,670 16,285 16,395 $80,460 $12,740 $93,200
1,850 2,170 2,000 2,000 2,000 2,000 $10,170 $0 $10,170
41,385 40,840 49,145 11,485 14,725 3,375 $119,570 $170,805 $290,375
$59,894 $59,650 $66,615 $29,155 $33,010 $21,]]0 $210,200 $183,545 $393,745
0 350 1,210 0 1,300 0 $2,860 $140 $2,860
$59,894 $60,000 $6],825 $29,155 $34,310 $21 ]]0 $213,060 $183,685 $396,605
10/19/2019
2020-2024 Capital Improvement Projects
SUMMARY
AL201
Annual Allocation for Land Acquisition
500,000
40196290
741000
AL202
Annual Allocation for Parkland Acquisition
750,000
40280290
735001
AL193
Annual Allocation for Mobility
250,000
40180290
736000
AL203
Annual Allocation for Bikeshare
220,000
40180290
736000
AA201
Annual Allocation for Contingencies
250,000
40180290
737000
ES142
Annual Allocation for Sewer Extensions
200,000
40196290
741000
MAINTENANCE
AB201
Building Maintenance/Renovations
40180370
734004
AV203 Equipment Replacement
305,000
City Hall / Annex
35,000
40180350
735002
Fleet Maintenance Building
30,000
40180350
735002
734004
Justice Center
355,000
40180350
735002
GR114 Ferris -Wright Park
Parks
45,000
40180350
735002
6,000,000
DCRC
210,000
40180350
735002
40180430
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
AB195
DCRC - Replacement Chiller Units
550,000
40180350
735002
RENOVATIONS/IMPROVEMENTS
AB203
Service Center - Security Gates
25,000
40180350
735002
AB204
Renovations - 5200 Emerald Parkway
235,000
40180350
735002
DCRC Improvements
350,000
40180350
735002
AB193
Renovations - 5555 Perimeter Drive
750,000
40180350
735002
MAINTENANCE
AV201 Vehicle Replacement
870,000
40180370
734004
AV203 Equipment Replacement
305,000
40180370
734004
NEW (ADDITIONS TO THE FLEET)
AV201 Vehicles
140,000
40180370
734004
AV203 Equipment
40,000
40180370
734004
MAINTENANCE
AR201 Park Maintenance
1,040,000
40180430
735005
AB202 Public Art Maintenance (Hotel/Motel Tax Fund)
15,000
23280430
735005
RENOVATIONS/IMPROVEMENTS
AG17B Bike Rack Installation
25,000
40180430
735005
GR992 Coffman Park Expansion
400,000
40180430
735005
GR114 Ferris -Wright Park
95,000
40180430
735005
GR115 Dublin Community Pool North (Debt)
6,000,000
40480430
735005
GR171 Dublin Community Pool South
150,000
40180430
735005
taction 8 -
MAINTENANCE
PP171 Walkie Upgrades
150,000
40180890
734001
NEW ENHANCEMENTS/INFRASTRUCTURE
PP193 Consoles for Radio Room (additional)
350,000
40180890
734001
PP197 Drug disposal Incinerator
45,000
40180890
734001
PP201 911 Answering Positions
175,000
40180890
734001
PP202 Automated Voice Dispatching
150,000
40180890
734001
2020-2024 Capital Improvement Projects
SUMMARY
ARY SEWE
MAINTENANCE
ES071
Sewer Lining and Repair
1,500,000
62380320
735008
ES201
Sanitary Sewer Maintenance Program
250,000
62080320
735008
NEW ENHANCEMENTS/INFRASTRUCTURE
735006
NEW ENHANCEMENTS/INFRASTRUCTURE
735006
ES179
Deer Run Sewer Upsizing - Group #1 (Debt)
2,920,000
62380320
735008
ES178
Deer Run Sewer Upsizing - Group #2
70,000
62080320
735008
ES17A
Deer Run Sewer Upsizing - Dumfries Court (Debt)
1,660,000
62380320
735008
AT18G
Traffic Signal Wiring and Cabinet Maintenance and Replacement
250,000
AT20C Annual Vehicular Bridge Maintenance
MAINTENANCE
AF201
Annual Stormwater Maintenance
575,000
40180320
735010
NEW ENHANCEMENTS/INFRASTRUCTURE
AT20H Annual Pedestrian Bridge Maintenance
40,000
40180320
EF181
Rings Farm Stream Relocation
1,240,000
40180320
735010
EF200
Allocations for Various Stormwater Improvements
250,000
40180320
735010
Section
11 - TECHNOLOG
2,860,000
45980320
735006
AI201
Information Technology
875,000
40180610
732000
ET523
Information Technology (Hotel/Motel Tax Fund)
10,000
23280610
732000
ET16D
Sewer (Sewer Fund)
15,000
62080610
732000
AI202
Smart Cities
200,000
40180610
732000
AI 172
Connected Vehicles Systems Infrastructure
50,000
40180610
732000
AI 183
US33 COG Infrastructure
75,000
40180610
732000
AI 194
Fiber Optic AND Traffic Fiber Enhancements
390,000
40180610
732000
AI203
Data Platform
275,000
40180610
732000
section 12 - T�PORTATION - BICYCLES & PEDESTRIANS
MAINTENANCE
AT203 Annual Shared -Use Path Maintenance
250,000
40180320
735006
AT206 Annual Sidewalk Program
250,000
40180320
735006
AT179 Historic Dublin Sidewalk Program
60,000
40180320
735006
NEW ENHANCEMENTS/INFRASTRUCTURE
735006
AT207
Annual Parking Lot Maintenance
ET176 Avery Road Sidewalk Connections (Hyland Drive to Tara Hill)
15,000
40180320
735006
ET178 Wilcox Road Shared -Use Path (Northdiffto Heather Glen Blvd and Wilcox Place to Shier Rings Road)
35,000
40180320
735006
Se
Annual Pavement Preventive Maintenance
565,000
40180320
MAINTENANCE
AT18G
Traffic Signal Wiring and Cabinet Maintenance and Replacement
250,000
AT20C Annual Vehicular Bridge Maintenance
1,000,000
40180320
735006
AT208 Annual Pedestrian Tunnel Maintenance
60,000
40180320
735006
AT20H Annual Pedestrian Bridge Maintenance
40,000
40180320
735006
MAINTENANCE
AT201
Annual Street Maintenance Program
6,300,000
40180320
735006
AT20A
Annual Guardrail Replacement & Maintenance
155,000
40180320
735006
AT207
Annual Parking Lot Maintenance
90,000
40180320
735006
AT20E
Annual Retaining Wall & Decorative Wall Maintenance
130,000
40180320
735006
AT20F
Annual Pavement Preventive Maintenance
565,000
40180320
735006
AT18G
Traffic Signal Wiring and Cabinet Maintenance and Replacement
250,000
40180320
735006
AT19I
Shier Rings Park Wall Rehabilitation
110,000
40180320
735006
AT19J
Eiterman and Ballantrae Intersection Paver Repair/Replacement
215,000
40180320
735006
NEW ENHANCEMENTS/INFRASTRUCTURE
ET202
Avery Road and Rings Road/Cara Road Interim Intersection Improvements (Rings Road TIF)
610,000
42680320
735006
E -F066
Eiterman Road Relocation (West Innovation TIF - via advance)
2,860,000
45980320
735006
ET517
Shier Rings Road - Avery Road to Eitemian Road - University Blvd. ph 2 (General Fund Transfer)
9,630,000
40180320
735006
ET523
Perimeter Drive Widening - Holt Road to Commerce Parkway (Perimeter Center TI
300,000
42580320
713004
ET16D
North Riverview Rehabilitation
75,000
40180320
735006
ET158
Sawmill Road - Snouffer Road Intersection Improvements
100,000
40180320
735006
2020-2024 Capital Improvement Projects
SUMMARY
ET158
US33/SR161/Post Road interchange (Perimeter West TIF)
850,000
43180320
735004
ET16E
Comprehensive Wayfinding System (city wide)
55,000
40180320
735006
ET203
Overhead Utility Removal - South High Street
360,000
40180320
735006
ET191
Avery and Shier Rings Road Roundabout & Old Avery
8,520,000
40180320
735006
(Innovation TIF)
100,000
46496290
741000
ET192
Bright Road Improvements
200,000
40180320
735006
PARKING
ET17A
Smart Parking/Bridge Street Parking Control/Metering Equipment
400,000
40180320
735006
MAINTENANCE
EW172
Tartan West Water Tank Re -Painting
10,000
61080320
735009
NEW ENHANCEMENTS/INFRASTRUCTURE
AW101
Waterline Replacement
600,000
61080320
735009
EW178
Water Extensions - Areas 3A and 8A
235,000
61080320
735009
EW190
Bright Road 12" Water Main Extension
135,000
61080320
735009
Note: All account numbers above are subject to change.
This list is meant as a guide, however,
changes during the year (2020) 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.
Funding also provides for the annual debt service payments on the debt issued to acquire the land
for the expansion of Coffman Park. The final debt service payment for the expansion of Coffman
Park will be made in 2020.
Also of note is that 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, all advances made by the Parkland Acquisition Fund have been repaid.
Parkland Acquisition 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
402 Parkland Acquisition
20 Finance
Contractual Services
711001 County Auditor Deductions
11,194
11,000
11,150
11,150
Contractual Services Total:
11,194
11,000
11,150
11,150
Capital Outlay
735001 Cap Impr Land and Land Impr
0
398,480
718,480
750,000
Capital Outlay Total:
0
398,480
718,480
750,000
Transfers/Advances
741000 Transfers Expense
239,540
240,520
240,520
207,000
742000 Advances Expense
350,000
210,000
210,000
0
Transfers/Advances Total:
589,540
450,520
450,520
207,000
Finance Total:
600,734
860,000
1,180,150
968,150
Parkland Acquisition Total:
600,734
860,000
1,180,150
968,150
7 1 Enterprise Funds
4c
bity of
Dun
OHIO, OHIO, USA
THIS PAGE INTENTIONALLY LEFT BLANK
City of
Dublin
OHIO, USA
Public Works / Street & Utilities Operations / Water Maintenance
STATEMENT OF FUNCTIONS
This program is under the joint supervision of the Directors of Street and Utilities Operations and
Engineering, who report to the Director of Public Works. This work unit includes 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 Administration works in cooperation
with architects, engineers, consultants, builders, and developers in planning improvements to the
Dublin portion of the system. Also included is the hydrant maintenance program.
OBJECTIVES AND ACTIVITIES
• 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
2019
2020
POSITION TITLE
CURRENT NUMBER
ADOPTED
Director, Street & Utilities Operations (1)
.05
.05
Operations Administrator (2)
.10
.10
Maintenance Crew Supervisor (3)
.20
.20
Senior Civil Engineer (4)
.20
.20
Engineering Technician I (5)
.5
.5
Engineering Project Inspector (6)
.5
.5
Maintenance Worker
1
1
Administrative Support 2 (7)
.20
.20
TOTAL
2.75
2.75
PART-TIME/SEASONAL STAFF
Seasonal Maintenance Worker
1
1
TOTAL
1
1
NOTES AND ADJUSTMENTS:
(1) The Director of Street and Utilities Operations position is allocated 5% to this budget, 60% to the
Street Fund, 20% to the Sewer Fund, and 15% to the Solid Waste Fund
(2) 10% of an Operations Administrator position is allocated to this budget, 30% to the Street Fund,
40% to the Sewer Fund, and 20% to the Solid Waste Fund.
(3) 20% of a Crew Supervisor position is allocated to this fund, 50% to the Sewer Fund, and 30% to the
Solid Waste Fund.
(4) 20% of one Senior Civil Engineer position is allocated to the Water Fund, 50% to the Sewer Fund,
and 30% to Engineering.
(5) 50% of one Engineering Technician position is allocated to this budget and 50% to Engineering in
the General Fund.
(6) 50% of one Engineering Project Inspector position is allocated to this budget and 50% to Engineering
in the General Fund.
(7) Two Administrative Support 2 positions are allocated to this budget as well as other funds as follows:
AS1 — 10% Water Fund, 60% Street Fund, 15% Solid Waste Fund, 15% Sewer Fund
AS2 — 10% Water Fund, 30% Street Fund, 45% Solid Waste Fund, 15% Sewer Fund
Street & Utilities Operations / Water Maintenance 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
610 Water
30 Public Works
Street and Utilities Operations
Personal Services
701101 Full Time Salaries/Wages
92,369
108,745
108,745
108,510
701103 Overtime Wages
2,609
5,000
5,000
5,000
701104 Other Wages
14,994
15,000
15,000
15,000
701201 Employee Benefits
51,962
54,915
54,915
63,005
701204 Uniforms and Clothing
712
1,519
2,547
1,520
702000 Training/Travel
320
500
500
500
Personal Services Total:
162,966
185,679
186,707
193,535
Contractual Services
713005 Misc. Contract. Serv.
37,980
60,000
60,000
60,000
715001 Communications
0
4,100
4,100
4,100
716000 Memberships/Subscriptions
0
100
100
100
717005 Utilities- Other Fuel Types
146,065
180,000
238,601
180,000
718002 Hydrant Maint and Repair
86,567
50,600
50,655
50,600
Contractual Services Total:
270,611
294,800
353,456
294,800
Supplies
721002 Operating Supplies
22,973
6,200
18,592
6,200
724003 Equipment Maintenance
0
500
500
500
Supplies Total:
22,973
6,700
19,092
6,700
Capital Outlay
731000 Furniture/Equipment
0
1,000
1,000
1,000
734002 Tools
0
500
500
500
Capital Outlay Total:
0
1,500
1,500
1,500
Public Works Total:
456,550
488,679
560,755
496,535
Water Total:
456,550
488,679
560,755
496,535
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
610 Water
20 Finance
Debt Service
762001 Principal- Water
200,000
200,000
200,000
205,000
763002 Interest- Water
97,425
93,876
93,876
88,640
Debt Service Total:
297,425
293,876
293,876
293,640
Finance Total:
297,425
293,876
293,876
293,640
Water Total:
297,425
293,876
293,876
293,640
Public Works / Street & Utilities Operations / Water Maintenance
BUDGET SUMMARY:
61030330
• Account 701100 provides funding for full-time staffing reflected in the Personnel
Data and Notes and Adjustments as related to the Street & Utilities Operations staff.
• Account 701104 provides funding for part-time/seasonal staff.
• Account 702000 provides funding for training sessions.
• Account 713005 provides funding 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.
61080330
• 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.
Street & Utilities Operations / Water Maintenance 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
610 Water
30 Public Works
Engineering
Personal Services
701101 Full Time Salaries/Wages
44,888
74,970
74,970
80,640
701201 Employee Benefits
24,811
40,860
40,860
45,635
702000 Training/Travel
1,178
4,000
4,000
4,750
Personal Services Total:
70,877
119,830
119,830
131,025
Contractual Services
713004 Other Professional Services
117,999
225,000
311,932
155,000
713005 Misc. Contract. Serv.
142,356
173,500
203,799
177,060
Contractual Services Total:
260,355
398,500
515,731
332,060
Capital Outlay
735009 Cap Impr Water System Imp
623,997
830,000
1,487,146
980,000
Capital Outlay Total:
623,997
830,000
1,487,146
980,000
Public Works Total:
955,229
1,348,330
2,122,707
1,443,085
Water Total:
955,229
1,348,330
2,122,707
1,443,085
Public Works / Engineering / Water Maintenance
BUDGET SUMMARY:
61030320
• Account 701100 provides funding for full-time staffing reflected in the Personnel Data as
related to the Engineering 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.
61080320
• Account 735009 provides funding for capital improvements projects as approved in the 2020-
2024 Capital Improvements Program.
Engineering / Water Maintenance 11/18/19
Public Works/ Sewer Maintenance
STATEMENT OF FUNCTIONS
This work program is under the joint supervision of the Directors of Street and Utilities Operations and
Engineering, who report to the Director of Public Works. This work unit includes planning and design of
all new construction, improvements and removal of infiltration and inflow sources. Street and Utilities is
responsible for the execution of maintenance on the entire sanitary sewer system, and also conduct
inspection of lines and collects data on the system for use by Engineering. 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
POSITION TITLE
Director, Street & Utilities Operations (1)
Engineering Technician I
Operations Administrator (2)
Maintenance Crew Supervisor (3)
Senior Civil Engineer (4)
Maintenance Worker
Administrative Support 2 (5)
TOTAL
PART-TIME/SEASONAL STAFF
Seasonal Maintenance Worker
TOTAL
2019 2020
CURRENT NUMBER ADOPTED
.20 .20
.40
.40
.50
.50
.50
.50
3_0 .30
8.90 8.90
NOTES AND ADJUSTMENTS:
(1) The Director of Street & Utilities Operations position is allocated 20%to this budget, 15% to the Solid Waste
Fund, 60% to the Street Fund, and 5% to the Water Fund.
2) 40% of an Operations Administrator position is allocated to this budget, 30% to the Street Fund, 20% to the
Solid Waste Fund, and ten (10%) to the Water Fund.
(3) 50% of a Crew Supervisor position is allocated to this budget, 30% to the Solid Waste Fund, and 20% to the
Water Fund.
(4) 20% of a Senior Civil Engineer position is allocated to the Water Fund, fifty percent (50%) to the Sewer Fund,
and thirty percent (30%) to Engineering.
(5) Two Administrative Support 2 positions are allocated to this budget and well as all other S&U funds as follows:
AS1 — 15% Sewer Fund, 10% Water Fund, 60% Street Fund, 15% Solid Waste Fund
AS2 — 15% Sewer Fund, 10% Water Fund, 30% Street Fund, 45% Solid Waste Fund
Street & Utilities Operations /Sewer Maintenance 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
620 Sewer
30 Public Works
Street and Utilities Operations
Personal Services
701101 Full Time Salaries/Wages
436,586
487,050
487,050
518,085
701103 Overtime Wages
28,762
30,000
30,000
30,000
701104 Other Wages
664
15,000
15,000
15,000
701201 Employee Benefits
213,646
225,595
225,595
260,920
701204 Uniforms and Clothing
5,483
6,315
7,372
6,315
702000 Training/Travel
2,888
7,150
7,150
7,150
Personal Services Total:
688,028
771,110
772,167
837,470
Contractual Services
713005 Misc. Contract. Serv.
168,664
191,000
245,365
191,000
715001 Communications
0
2,600
2,600
2,600
716000 Memberships/Subscriptions
0
100
100
100
717001 Rents and Leases
0
1,500
1,500
1,500
Contractual Services Total:
168,664
195,200
249,565
195,200
Supplies
721001 Office Supplies
32
450
450
450
721002 Operating Supplies
6,394
6,350
16,011
6,350
724001 General Maintenance
0
13,000
13,000
13,000
724003 Equipment Maintenance
6,280
14,000
14,312
14,000
Supplies Total:
12,705
33,800
43,774
33,800
Capital Outlay
731000 Furniture/Equipment
0
1,000
1,000
1,000
734002 Tools
0
4,700
4,700
19,870
Capital Outlay Total:
0
5,700
5,700
20,870
Public Works Total:
869,397
1,005,810
1,071,206
1,087,340
Sewer Total:
869,397
1,005,810
1,071,206
1,087,340
CITY OF DUBLIN 1 2020 1 OPERATING BUDGET W
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
620 Sewer
20 Finance
Debt Service
761001 Debt Issuance Costs
5,784
0
0
0
762005 Principal- Sewer
1,021,066
360,000
360,000
625,000
763006 Interest- Sewer
259,725
243,044
243,044
574,225
Debt Service Total:
1,286,575
603,044
603,044
1,199,225
Finance Total:
1,286,575 603,044 603,044 1,199,225
Sewer Total: 1,286,575 603,044 603,044 1,199,225
410
Public Works / Street & Utilities Operations / Sewer Maintenance
BUDGET SUMMARY:
62030330
• Account 701100 provides funding for staffing reflected in the Personnel Data and Notes and
Adjustments as related to the Streets & Utilities Operations staff.
• Account 702000 includes 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, Flexidata software training and the Ohio Certified Public Manager Program.
• Account 713005 includes funding for 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 is funding for supplies necessary for doing in-house sewer cleaning and repairs.
• 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.
62080330
• Account 731000 provides funding for the miscellaneous furniture and equipment needs.
• Account 734002 provides funding for the replacement of miscellaneous tools.
62090290
• Accounts 762005 and 763006 provide funding for debt service obligations related to sanitary
sewer relining and repairs, and extensions.
Street & Utilities Operations /Sewer Maintenance 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
620 Sewer
30 Public Works
Engineering
Personal Services
701101 Full Time Salaries/Wages
112,592
118,390
118,390
124,735
701103 Overtime Wages
0
500
500
500
701201 Employee Benefits
42,671
41,030
41,030
45,295
701204 Uniforms and Clothing
160
400
400
400
702000 Training/Travel
2,591
6,000
6,000
6,400
Personal Services Total:
158,015
166,320
166,320
177,330
Contractual Services
713004 Other Professional Services
713005 Misc. Contract. Serv.
136,767
81,923
331,900
80,000
410,598
139,204
335,000
83,270
Contractual Services Total:
218,690
411,900
549,801
418,270
Supplies
721002 Operating Supplies
0
700
700
1,900
Supplies Total:
Capital Outlay
735008 Cap Impr Sanitary Sewer Imp
0
801,849
700
830,000
700
1,356,997
1,900
320,000
Capital Outlay Total:
801,849
830,000
1,356,997
320,000
Public Works Total:
1,178,554
1,408,920
2,073,818
917,500
Sewer Total:
1,178,554
1,408,920
2,073,818
917,500
Public Works / Engineering / Sewer Maintenance
BUDGET SUMMARY:
62030320
• Account 701100 provides funding for staffing reflected in the Personnel Data and Notes and
Adjustments as related to Engineering staff.
• Account 702000 provides funding for Engineering Technician I training and educational
requirements for the Senior Civil Engineer.
• Account 713004 provides funding for the flow monitoring program, manhole inspections,
and utility extension data gathering with Franklin County.
• Account 713005 provides funding for water line locates by USIC Locating Services.
• Account 721002 provides for miscellaneous supplies for Engineering Staff.
62080320
• Account 735008 provides for capital improvement projects approved in the 2020-2024
Capital Improvements Program.
Engineering / Sewer Maintenance 11/18/19
Public Works / 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.
Public Works/Sewer Construction 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
623 Sewer Construction
10 City Manager
Contractual Services
713005 Misc. Contract. Serv.
434
0
0
0
Contractual Services Total:
434
0
0
0
City Manager Total:
434
0
0
0
20 Finance
Transfers/Advances
741000 Transfers Expense
0
0
9,852
0
Transfers/Advances Total:
0
0
9,852
0
Debt Service
761001 Debt Issuance Costs
10,574
0
0
10,000
Debt Service Total:
10,574
0
0
10,000
Finance Total:
10,574
0
9,852
10,000
30 Public Works
Capital Outlay
735008 Cap Impr Sanitary Sewer Imp
938,690
3,070,000
4,034,602
6,080,000
Capital Outlay Total:
938,690
3,070,000
4,034,602
6,080,000
Public Works Total:
938,690
3,070,000
4,034,602
6,080,000
Sewer Construction Total:
949,697
3,070,000
4,044,454
6,090,000
Sewer Construction
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.
Public Works/Sewer Construction 11/18/19
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OHIO, USA
8 1 Internal Service Funds
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City of
Dublin
OHIO, USA
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 2018 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 three funding levels to match the
three HSA employer contribution levels for a single employee, an employee who has a Family, but
no spouse and an employee with family including a spouse.
PERSONNEL DATA 2019 2020
POSITION TITLE CURRENT NUMBER ADOPTED
Wellness and Benefits Coordinator 1 1
TOTAL 1 1
NOTES AND ADJUSTMENTS:
The annual funding level for 2020 for all employee groups is as follows:
Single $ 11,680
Family $ 27,425
In order to ensure the proper level of reserves, the funding level was increased for 2020 by
approximately 11.42% for single coverage and 14.63% 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 2019 Fund
performance, medical/Rx claims are projected to increase by 15.66%. However, the largest
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.
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 11/18/19
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
Budget
701 Self Insurance - Employee Bens
10 City Manager
Personal Services
701101 Full Time Salaries/Wages
56,427
63,570
63,570
68,100
701201 Employee Benefits
35,213
34,190
34,190
38,155
702000 Training/Travel
1,133
0
0
0
Personal Services Total:
92,773
97,760
97,760
106,255
Contractual Services
713005 Misc. Contract. Serv.
184,472
156,180
169,630
135,180
714003 Third Party Administrator
253,932
242,320
244,962
349,920
714005 Medical Dental Rx Vision
4,615,300
4,746,590
4,762,264
5,264,420
714008 Stop Loss Coverage
1,119,201
1,264,470
1,270,870
1,886,665
714010 Employer HSA Contribution
1,161,172
1,233,750
1,233,750
1,236,000
Contractual Services Total:
7,334,076
7,643,310
7,681,476
8,872,185
City Manager Total:
7,426,849
7,741,070
7,779,236
8,978,440
Self Insurance - Employee Bens Total:
7,426,849
7,741,070
7,779,236
8,978,440
Internal Service/ Employee Benefits Self Insurance
BUDGET SUMMARY:
70110120
• Account 701100 provides funding for staffing reflected in the Personnel Data and Notes and
Adjustments.
• Account 702000 provides funding for attendance annual professional development
conferences. No conferences planned for 2020 at the current time.
• 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 2020 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 more than 40% for 2020.
• Account 714010 provides funding for the employer contributions (funded at 100%) for HSA
contribution.
Internal Service 11/18/19
Human Resources
PERFORMANCE MEASURES:
Dublin's Healthy by Choice Wellness Program and Benefit plan design continues to offer value
keeping healthcare costs steady. In 2018 the city had a 98% participation rate with our wellness
program. Out of 364 employees on the City's health insurance plan 356 participated in wellness
activities such as health screenings, preventive care exams, Healthy by Choice classes, small group
fitness programs, yoga, employee Olympics, 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.
Adult Preventive Visits and Cancer Screenings
93.0% 91.0%
ADULT PREVENTATIVE CHOLESTEROL COLORECTAL HYPERTENSION MAMMOGRAPHY
VISITS SCREENINGD SCREENINGS MANAGEMENT SCREENINGS
. Current Compliance . Prior ■ Norm Compliance
Current evidence suggests 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 increase of virtual visit usage,
which saves the City of Dublin health plan and the employee money.
Internal Service 11/18/19
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 2018
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. 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.
In 2019, the City implemented a new weight management program called "Real Appeal". This
program is offered to employees and spouses, and requires a weekly virtual class with a coach for
a minimum of 16 weeks, but offers up to 52 weeks of education and coaching. At the half way
point in the year, we've had 70 participants engage in this program.
In 2019, the City continues to see excellent utilization of our generic prescription drugs. After
introducing a quantity level limit and duration program, a limited pharmacy network, and an
exclude at launch program, the City saved $74,000 over projections in prescription drug costs.
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.
Biometric Measures Target
120%
100%
80%
60% —
50
40%
■
25%
20% —
0%
97%
60%
Blood Pressure BMI/Weight Tobacco Use Total Cholesterol
Internal Service 11/18/19
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I
City of
blin
OHIO, USA
Internal Service/ Workers' Compensation Fund
STATEMENT OF FUNCTIONS
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, 2020 - December 31, 2020. This budget also reflects estimated fees
for excess workers' compensation insurance coverage and volunteer insurance coverage.
Internal Service 11/18/19
Contractual Services Total: 137,096 278,150 294,095 301,250
City Manager Total: 137,096 278,150 294,095 301,250
Self Insurance - Workers' Comp Total: 137,096 278,150 294,095 301,250
BUDGET jr�
.3
4% CITY OF DUBLIN 1 2020 1 OPERATING
2018
2019
2019
2020
Actual
Budget
Revised Budget
Department
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
18,059
46,650
53,625
46,650
714007 Other Claims
47,217
138,000
138,000
157,000
714008 Stop Loss Coverage
71,820
87,500
96,470
91,600
Contractual Services Total: 137,096 278,150 294,095 301,250
City Manager Total: 137,096 278,150 294,095 301,250
Self Insurance - Workers' Comp Total: 137,096 278,150 294,095 301,250
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 2020.
Internal Service 11/18/19
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 2011 -
2019
2011 2012 2013 2014 2015 2016 2017
--*--Total Savings ......... Trendline
*As of
7/18/2015
393
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 2011,2012,2015 and 2016 is that the Bureau of
Worker's Compensation (BWC) issued a rebates to all "State Funded" BWC programs.
Internal Service 11/18/19
FY 2011
FY 2012
FY 2013
FY 2014
FY2015
FY2016
FY2017
FY2018
FY2019*
# of Worker's
Compensation
31
25
29
22
24
23
25
24
17
Claims
Total Self
Insured Cost
$190,975
$230,135
$223,022
$200,042
$157,981
$146,102
$158,749
$139,424
$180,607
Percent
Change in
19%
20%
(4%)
(10%)
(21%)
(8%)
8%
(-12%)
29%
Insured Cost
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
$0
-$100,000
Annual Self Insurance Cost Savings FY 2011 -
2019
2011 2012 2013 2014 2015 2016 2017
--*--Total Savings ......... Trendline
*As of
7/18/2015
393
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 2011,2012,2015 and 2016 is that the Bureau of
Worker's Compensation (BWC) issued a rebates to all "State Funded" BWC programs.
Internal Service 11/18/19
9 Fiduciary Funds
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City of
Dublin
OHIO, USA
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 reflect the cost of reimbursing developers for 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 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 11/18/19
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
803 Unclaimed Monies
20 Finance
Other Charges and Ex
755002 Refunds- Gen. Unclaim. Chk
10,352
250
250
250
755003 Refunds- Unclaim. Payroll
1,809
0
0
0
755004 Refunds- Unclaim. Inc. Tax
12,972
20,000
20,000
20,000
Other Charges and Ex Total:
25,133
20,250
20,250
20,250
Finance Total:
25,133
20,250
20,250
20,250
Unclaimed Monies Total:
25,133
20,250
20,250
20,250
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
804 Convention and Visitors Bureau
20 Finance
Other Charges and Ex
751008 Dubl Conv and Vis Bureau 1,198,340 1,300,000 1,300,000 1,200,000
Other Charges and Ex Total: 1,198,340 1,300,000 1,300,000 1,200,000
Finance Total:
1,198,340
1,300,000
1,300,000
1,200,000
Convention and Visitors Bureau Total:
1,198,340
1,300,000
1,300,000
1,200,000
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
805 Agency
20 Finance
Contractual Services
711004 Sewer Tap Paybacks
Contractual Services Total:
Other Charges and Ex
715,364 610,000 610,000 600,000
715,364 610,000 610,000 600,000
755000
Refunds
0
800
800
800
755005
Refunds- Conditional Occup
664,700
465,000
465,000
500,000
755006
Refunds- Residential 1%
6,412
6,000
6,000
5,000
755007
Refunds- Commercial 3%
25,836
30,000
30,000
25,000
755008
Refunds- Park/CRC Deposits
112,200
88,700
88,700
70,000
755010
Refunds- Theater Admission
5,446
2,000
2,000
2,000
755012
Refunds- Washington Twp.
23,400
12,000
12,000
12,000
755013
Refunds- Hydrant Permit
0
300
300
300
755014
Refunds- School Programs
34,802
55,000
53,000
25,000
755015
Refunds -Vendor Bonds
0
500
500
500
755024
Crawford Hoying Bridge Pk Ext
1,175,824
0
0
0
755025
Washington Twshp Membrane Insp
1,850
0
2,000
1,500
755026
Bridge Park NCA Charges
65,951
55,000
55,000
55,000
Other Charges and Ex Total:
2,116,421
715,300
715,300
697,100
Finance Total:
2,831,785
1,325,300
1,325,300
1,297,100
Agency Total:
2,831,785
1,325,300
1,325,300
1,297,100
2018 2019 2019 2020
Actual Budget Revised Budget Department
Budget
807 C.O.I.R.S.
20 Finance
Contractual Services
713001 Accounting/Auditing Services
3,132
4,500
4,850
4,500
713002 Legal Services
1,171
6,500
6,500
6,500
713004 Other Professional Services
52,453
31,500
53,008
31,500
714001 Insurance and Bonding
11,015
14,000
17,985
14,000
717005 Utilities- Other Fuel Types
6,577
12,000
13,850
12,000
Contractual Services Total:
74,348
68,500
96,192
68,500
Supplies
724003 Equipment Maintenance
226,838
249,000
278,295
249,000
Supplies Total:
226,838
249,000
278,295
249,000
Capital Outlay
731000 Furniture/Equipment
433,856
0
0
0
Capital Outlay Total:
433,856
0
0
0
Finance Total:
735,042
317,500
374,488
317,500
C.O.I.R.S. Total:
735,042
317,500
374,488
317,500
Note: The board will adopt its budget at their October 18th meeting.
Contractual Services Total:
Development Total:
Property Assessed Clean Energy Total:
52,805 254,745 254,745 254,745
52,805 254,745 254,745 254,745
52,805 254,745 254,745 254,745
4% CITY OF DUBLIN 1 2020.
2018 2019
2019
2020
Actual Budget
Revised Budget
Department
Budget
817 Property Assessed Clean Energy
70 Development
Contractual Services
713005 Misc. Contract. Serv.
52,805 254,745
254,745
254,745
Contractual Services Total:
Development Total:
Property Assessed Clean Energy Total:
52,805 254,745 254,745 254,745
52,805 254,745 254,745 254,745
52,805 254,745 254,745 254,745
O
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10 1 Glossary y
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OHIO, USA
GLOSSARY OF TERMS AND ACRONYMS
While not all-inclusive, this glossary is
provided to assist the reader with
definitions ofsome unfamiliar terms
used in the budget document
GLOSSARY OF TERMS
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.
Balanced Budget—occurs when planned
expenditures equal anticipated revenues.
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.
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.
GLOSSARY OF TERMS AND ACRONYMS
Capital Project— a major construction,
acquisition, or renovation activity that adds
value to or significantly increases the
useful life of the governments 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. This is
considered a Permanent Fund.
City Charter — a document ratified by a
vote of the people that outlines the
guidelines and policies under which a city
will operate. The City of Dublin operates
under its own Charter.
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.
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.
GLOSSARY OF TERMS AND ACRONYMS
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
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.
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
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.
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
GLOSSARY OF TERMS AND ACRONYMS
for or authorizes a method of procedure in
the passage and publication of legislation,
the making of improvements, and the
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.
Income Tax — the City levies a 2.0%
income tax on income earned within the
City of Dublin. Of the 2.0%, 1% is voter
approved. Of the 1%, .5% is for the sole
purpose of funding capital improvements.
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.
Inside Mills—millage imposed by local
governments without voter approval.
Defined in the Ohio Constitution, inside
mills are not subject to the property tax
reduction factor, and is sometimes referred
to as"unvoted mills."
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.
Inter -fund Transactions — during the
course of normal operations, the City has
numerous routine transactions between
funds, most of which are in the form of
transfers of resources to provide services,
construct assets and service debt. These
transfers are budgeted.
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
GLOSSARY OF TERMS AND ACRONYMS
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.
Millage — a factor applied to the assessed
(taxable) valuation of real personal
tangible property to produce tax revenue.
A mill is defined as one-tenth of a percent
or one-tenth of a cent ($ .01) in cash
terms.
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.
Outside Mills — refers to millage approved
by voters. Outside mills are subject to the
property reduction factor, and sometimes
referred to as "voted millage."
Parkland Acquisition Fund — created to
account for property taxes and
development fees collected for the purpose
of funding acquisition of recreational
facility sites, open space, and/or parkland.
Performance Measurements— any
systematic attempt to learn how
responsive a governments services are to
the needs of the residents through use of
standards, workload indicators, etc.
Permanent Funds - used to account for
the financial resources that are legally
restricted to the extent that only earnings,
and not principal, may be used for
purposes that benefit the government or
its citizens.
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.
GLOSSARY OF TERMS AND ACRONYMS
Reserve — funds set aside that are
earmarked for a specific future use.
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
maintenance and repair of state highways
within the City.
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
GLOSSARY OF TERMS AND ACRONYMS
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
associated with the City's self-insured
workers compensation program.
GLOSSARY OF ACRONYMS
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.
CIP —the Capital Improvements
Program is the City's five-year
infrastructure plan. The first year of the
plan is reflected in the amounts in the
City's annual Operating Budget.
COIRS — 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.
CRA — the Ohio Community
Reinvestment Area Program is an
economic development tool administered
by municipal and county governments that
provides real property tax exemption for
property owners who renovate existing or
construct new buildings.
DEC - the Dublin Entrepreneurial
Center (DEC) was launched in March
2009 as a partnership between the City
of Dublin and TechColumbus. The DEC is
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.
FTE — Full -Time Equivalent — represents
an employee working a standard 40 -hour
workweek, or its equal in terms of hours
comprised of more than one employee.
GASB — the Governmental Accounting
Standards Board — 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.
GFX— an abbreviation of graphics.
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
GLOSSARY OF TERMS AND ACRONYMS
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.
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 started in January
of 2014. Dispatching for Worthington is
set to begin in mid -2020.
OCM — an abbreviation for the Office of
the City Manager.
OPERS —the Ohio Public Employees
Retirement System administers the
government employee's pension plan in the
State of Ohio and provides healthcare to its
eligible benefit recipients.
OP&F — the Ohio Police and Fire
Pension Fund administers the Police and
Fire pension plans in the State of Ohio and
provides postretirement healthcare
coverage to its eligible participants.
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.
UAV - is an acronym for Unmanned
Aerial Vehicle, which is an aircraft with
no pilot on board.