COUNCIL OF THE VILLAGE OF YELLOW SPRINGS REGULAR COUNCIL MEETING AGENDA
COUNCIL OF THE VILLAGE OF YELLOW SPRINGS REGULAR COUNCIL MEETING AGENDA IN COUNCIL CHAMBERS @ 6:00 P.M. Monday, November 17, 2014 Comments from the Public are welcomed at two different times during the course of the meeting: (1) Comments on items not on the Agenda will be heard under Citizens Concerns, and (2) Comments on all items listed on the Agenda will be heard during Council’s consideration of said item. A Sign-In sheet will be made available on the small table at the rear of the Council Chambers. Please write your name and the topic you wish to discuss. CALL TO ORDER ROLL CALL BUDGET SESSION Budget Session: Entire Budget Review (6-7pm) ANNOUNCEMENTS REVIEW OF MINUTES Review of Minutes of October 27, 2014, Special Council Meeting. Review of Minutes of November 3, 2014, Regular Council Meeting. REVIEW OF AGENDA At this time, Council may add to the Agenda any other such matters as they may wish to discuss. I. PETITIONS/COMMUNICATIONS (7:05) The Clerk will receive and file: II. PUBLIC HEARINGS/LEGISLATION (7:10) Second Reading and Public Hearing of Ordinance 2014-23 Amending Sections 274.02 and 274.03 of the Environmental Commission Regarding Membership and Powers and Duties and Declaring an Emergency First Reading of Ordinance 2014-25 Amending Section 1048.05 (a) of Chapter 1048 –Sewers and Sewage- of Part Ten – Streets, Utilities and Public Services Code – of the Codified Ordinances of the Village of Yellow Springs, Ohio and Enacting in Lieu Thereof a New Section 1048.05 (a) – Service Charges First Reading of Ordinance 2014-26 Amending Section 1060.06 Service Charges of Chapter 1060-Storage and Collection of Garbage and Other Services of Title Six-Other Public Services; of Part Ten-Streets, Utilities and Public Services of the Codified Ordinances of the Village of Yellow Springs, Ohio Reading of Resolution 2014-57 Approving the Annual Distribution of Flour and Sugar Reading of Resolution 2014-58 Accepting the Principles Promulgated By Next Century Cities and Authorizing the Village Manager to Further Explore Partnering with Next Century Cities Reading of Resolution 2014-59 Authorizing the Village Manager to Solicit Quotes for Improvements to the Village Skatepark III. CITIZEN CONCERNS 1 IV. SPECIAL REPORTS HRC Report on Policing Forum V. OLD BUSINESS Discussion Regarding an Excise Tax on Hotel Accommodations VI. NEW BUSINESS (8:20) Salt Situation and Winter Plan—Hamby CBE Next Steps VII. MANAGER’S REPORT (8:30) VIII. CLERK’S REPORT IX. STANDING REPORTS Report from Representatives: Lori Askeland Lori Askeland Gerald Simms Gerald Simms Gerald Simms Brian Housh Brian Housh Brian Housh Marianne MacQueen Marianne MacQueen Karen Wintrow Karen Wintrow Planning/Bike Commission (Simms) Planning Commission-Greene County (Wintrow) Village Mediation Program Community Resources (MacQueen) Library Commission (Housh) Human Relations Commission (MacQueen)(Minutes) Community Access Panel (Simms) (Minutes) Public Art Commission (Wintrow) Energy Board (Housh) Environmental Commission (Nominations) Chamber of Commerce Miami Valley Regional Planning Comm. (Askeland) X. FUTURE AGENDA ITEMS Ordinance 2014-27 Amending Personnel Policy Manual Regarding Part-Time Employee Health Benefits Resolution 2014-55 Authorizing the Village Manager to Contract with (TBD) for Consulting Engineer Services on a Design Build Water Plant Ordinance Amending Tap-In Fees Ordinance 2014-28 Fourth Quarter 2014 Supplemental Appropriations and Declaring an Emergency Ordinance 2014-29 Annual Appropriations for 2015 Second Reading and Public Hearing of 2015 Budget: 12/15 Review of CEDA Agreement with Miami Township re: CBE (January) Streamlining Commission Language XI. EXECUTIVE SESSION For the Purpose of Discussion of Purchase or Sale of Real Estate. XII. ADJOURNMENT The next meeting of the Council of the Village of Yellow Springs will be held at 7:00 p.m. on December 1, 2014 in Council Chambers, John Bryan Community Center, 100 Dayton Street. 2 The Village of Yellow Springs is committed to providing reasonable accommodations for people with disabilities. The Council meeting is wheelchair accessible. Any person requiring a disability accommodation should contact the Village Clerk of Council’s Office at 767-9126 or via e-mail at [email protected] for more information. 3 FUND BALANCE PROJECTIONS GENERAL FUND BEGINNING FUND BALANCE PROJECTED YEAR END PROJECTED YEAR END FUND BALANCE STREET MAINTENANCE AND REPAIR FUND BEGINNING FUND BALANCE PROJECTED YEAR END PROJECTED YEAR END FUND BALANCE PARKS AND REC FUND BEGINNING FUND BALANCE PROJECTED YEAR END PROJECTED YEAR END FUND BALANCE GREEN SPACE FUND BEGINNING FUND BALANCE PROJECTED YEAR END PROJECTED YEAR END FUND BALANCE MVL PERMISSIVE TAX FUND BEGINNING FUND BALANCE PROJECTED YEAR END PROJECTED YEAR END FUND BALANCE MAYORS COURT COMPUTER FUND BEGINNING FUND BALANCE PROJECTED YEAR END PROJECTED YEAR END FUND BALANCE LAW ENFORCEMENT AND EDUCATION BEGINNING FUND BALANCE PROJECTED YEAR END PROJECTED YEAR END FUND BALANCE COATS AND SUPPLIES FUND BEGINNING FUND BALANCE PROJECTED YEAR END PROJECTED YEAR END FUND BALANCE $ $ $ FY 2014 2,055,137 $ (355,401) 1,699,736 FY 2015 1,699,736 $ $ $ FY 2014 296,198 $ (275,116) 21,082 FY2015 21,082 $ $ $ FY 2014 117,275 $ 15,034 132,309 FY2015 132,309 $ $ $ FY 2014 245,950 $ (74,978) 170,972 FY2015 170,972 $ $ $ FY 2014 48,985 $ 20,743 69,728 FY2015 69,728 FY 2014 FY2015 $ $ $ 1,228 $ 1,434 2,662 FY 2014 $ $ $ FY2015 2,815 $ 84 2,899 FY 2014 $ $ $ Created by M. Vanzant 2,662 2,889 FY2015 4,030 $ (378) 3,652 3,652 11/14/2014 12:53 PM FURTHERANCE OF JUSTICE FUND BEGINNING FUND BALANCE PROJECTED YEAR END PROJECTED YEAR END FUND BALANCE POLICE PENSION FUND BEGINNING FUND BALANCE PROJECTED YEAR END ELECTRIC FUND BEGINNING FUND BALANCE PROJECTED YEAR END PROJECTED YEAR END FUND BALANCE WATER FUND BEGINNING FUND BALANCE PROJECTED YEAR END PROJECTED YEAR END FUND BALANCE SEWER FUND BEGINNING FUND BALANCE PROJECTED YEAR END PROJECTED YEAR END FUND BALANCE SOLID WASTE FUND BEGINNING FUND BALANCE PROJECTED YEAR END PROJECTED YEAR END FUND BALANCE $ $ $ FY 2014 87,864 $ 645 88,509 FY2015 88,509 $ $ FY 2014 11,395 $ 18,512 FY2015 29,907 $ $ $ FY 2014 2,723,483 $ (537,828) 2,185,655 FY 2015 2,185,655 $ $ $ FY 2014 288,832 $ (246,852) 41,980 FY 2015 41,980 $ $ $ FY 2014 577,255 $ (426,519) 150,736 FY 2015 150,736 $ $ $ FY 2014 87,776 $ (71,887) 15,889 FY 2015 15,889 Created by M. Vanzant 11/14/2014 12:53 PM 2015 GENERAL FUND BUDGET ACCOUNT DESCRIPTION 101 2012 2013 2014 2014 2014 2015 ACTUAL ACTUAL BUDGET AS OF 10/31/14 PROJECTED BUDGET NOTES GENERAL FUND REVENUE: 101-0100-40101 101-0100-40102 101-0100-40103 101-0100-40104 REAL ESTATE TAXES PERSONAL PROPERTY TAXES KWH TAX CITY INCOME TAX $ $ $ $ 874,696 4,757 132,909 1,158,919 $ $ $ $ 874,833 3,930 128,048 1,363,033 $ $ $ $ 874,696 3,940 126,000 1,270,825 $ $ $ $ 888,949 4,319 123,667 1,286,932 $ $ $ $ 888,949 4,319 144,690 1,505,710 $ $ $ $ 888,000 4,500 131,000 1,350,000 100 LOCAL TAXES $ 2,171,282 $ 2,369,844 $ 2,275,461 $ 2,303,867 $ 2,543,669 $ 2,373,500 Property, income and KWH taxes 101-0200-40201 101-0200-40202 101-0200-40203 101-0200-40204 101-0200-40205 101-0200-40206 101-0200-40207 101-0200-40208 101-0200-40211 LOCAL GOVERNMENT-TANGIBLE LOCAL GOVERNMENT-INTANGIBLE ESTATE TAXES CIGARETTES LIQUOR & BEER STATE INCOME TAX STATE MUNICIPAL INCOME TAX ROLLBACK/HOMESTEAD COMMERCIAL ACTIVITY TAX $ $ $ $ $ $ $ $ $ 114,635 58,987 186 6,795 15,070 251 131,065 - $ $ $ $ $ $ $ $ 94,540 302,511 199 7,050 12,183 1,529 132,233 $ $ $ $ $ $ $ $ $ 42,205 186 6,640 10,000 130,000 - $ $ $ $ $ $ $ $ $ 76,688 233 5,400 8,038 205 135,055 - $ $ $ $ $ $ $ $ $ 95,308 233 5,400 9,404 205 135,055 - $ $ $ $ $ $ $ $ $ 97,697 200 5,400 8,000 200 134,000 - 200 STATE SHARED TAXES & PERMITS $ 326,989 $ 550,245 $ 189,031 $ 225,619 $ 245,605 $ 245,497 Local govt underest. in '14, estate tax no longer 100-0400-40401 LOCAL GRANT - YSCF - CH5 INTERN 100-0400-40404 OTHER LOCAL GRANTS 400 INTERGOVERNMENTAL AID, GRANTS $ $ $ 101-0500-40521 TWP. SHARED COSTS 500 $ $ $ - $ $ $ $ 1,500 $ - $ - $ - $ - $ - CHARGES FOR SERVICES $ 1,500 $ - $ - $ - $ - $ - 101-0600-40602 101-0600-40604 101-0600-40605 101-0600-40606 101-0600-40607 101-0600-40608 101-0600-40609 101-0600-40610 PERMITS RESTITUTION FINES & COSTS DRUG LAW ENFORCEMENT XMC-FINES & COSTS IMMOBILIZATION FEES COATS FOR KIDS - POLICE FUND INDIGENT DRIVERS $ $ $ $ $ $ $ $ 1,031 190 41,132 755 50 100 - $ $ $ $ $ $ $ $ 1,846 150 36,765 1,450 1,025 2,170 - $ $ $ $ $ $ 1,200 150 35,000 1,000 50 - $ $ $ $ $ $ 1,659 18 17,774 220 285 100 $ - $ 1,941 21 20,796 257 333 125 2,782 $ $ $ $ $ $ $ $ 1,500 18,000 200 250 - 600 FINES,COSTS,FORFEITURES,PERMIT $ 43,258 $ 43,406 $ 37,400 $ 26,256 $ 19,950 Mostly Mayor's Court 2015 General Fund Budget - 4,400 $ $ 4,400 $ Prepared by M. Vanzant 11/14/2014 1,870 $ 1,500 $ 3,370 $ $ $ $ $ $ $ $ 2,782 $ 22,838 $ 2,188 $ 1,500 $ 3,688 $ 4,400 4,400 YSCF for CH 5 Page 1 of 18 ACCOUNT DESCRIPTION 2012 2013 2014 2014 2014 2015 ACTUAL ACTUAL BUDGET AS OF 10/31/14 PROJECTED BUDGET 101-0800-40800 101-0800-40804 101-0800-40802 101-0800-40803 101-0800-40804 101-0800-40805 101-0800-40806 101-0800-40808 101-0800-40809 101-0800-40815 101-0800-40817 101-0800-40818 101-0800-40819 101-0800-40820 AUCTION PROCEEDS PROPERTY SALES INTEREST RENT (Now includes Verizon) OTHER (Refunds, AMP Landfill Gas Sales) REIMBURSEMENTS LOGOS, CODES, MAPS DONATIONS PU ELECTRIC DEREG. CABLE FRANCHISE ANTHEM-EMPLOYEES SHARE DELTA DENTAL VENDING MACHINE SALES COPIES $ $ $ $ $ $ $ $ $ $ $ $ $ $ 4,605 1,193 54,422 34,076 16,415 782 45,434 23,659 1,336 493 - $ $ $ $ $ $ $ $ $ $ $ $ 1,358 79,718 25,842 15,806 85 34,873 18,756 1,186 $ - 800 MISC RECEIPTS & REIMBURSEMENTS $ 182,415 $ TOTAL GENERAL FUND REVENUE $ 2,725,444 $ 177,624 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 700 75,000 25,000 15,000 100 35,000 30,000 1,450 - $ $ $ $ $ $ $ $ $ $ $ $ $ $ 5,849 2,189 53,983 3,687 33,676 31 31,649 16,471 1,127 90 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 5,849 2,561 63,160 4,314 39,401 36 37,029 19,271 1,319 105 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 182,250 $ 148,752 $ 173,046 $ NOTES 2,500 55,000 5,000 11,000 50 32,000 18,000 1,600 75 125,225 Rent, cable franchise, empl. health prem. 3,141,119 $ 2,688,542 $ 2,704,446 $ 2,992,263 $ 2,764,172 EXPENDITURES: 1001 1 2 3 4 5 1001 1002 1 2 3 4 1002 COUNCIL PERSONNEL SERVICES GENERAL OPERATING EXPENSES CONTRACTUAL SERVICES MATERIALS & SUPPLIES CAPITAL $ $ $ $ $ COUNCIL TOTAL $ 86,068 1,731 71,323 7,033 - $ $ $ $ $ 166,155 $ 95,726 3,317 108,529 9,170 - $ $ $ $ $ 216,742 $ 118,694 6,400 187,750 15,250 - $ $ $ $ $ 328,094 $ 96,129 5,234 134,288 5,008 - $ $ $ $ $ 240,659 $ 109,773 6,124 180,319 6,041 - $ $ $ $ $ 122,676 4,200 132,850 13,900 - 302,257 $ 273,626 MAYOR PERSONNEL SERVICES GENERAL OPERATING EXPENSES CONTRACTUAL SERVICES MATERIALS & SUPPLIES $ $ $ $ 53,751 1,684 524 2,252 MAYOR TOTAL $ 58,212 $ 2015 General Fund Budget $ $ $ $ 56,766 1,328 899 2,147 $ $ $ $ 61,140 $ 54,210 1,900 1,228 2,400 $ $ $ $ 59,738 $ Prepared by M. Vanzant 11/14/2014 48,758 1,309 4,200 2,069 $ $ $ $ 56,336 $ 57,047 1,532 4,296 2,304 $ $ $ $ 55,208 1,500 2,400 4,150 65,178 $ 63,258 Page 2 of 18 ACCOUNT DESCRIPTION 1003 1 2 3 4 7 1003 1004 3 1004 1005 3 4 5 7 1005 1006 3 4 5 1006 1008 1 2 3 4 5 7 1008 1010 2 3 4 1010 2012 2013 2014 2014 2014 2015 ACTUAL ACTUAL BUDGET AS OF 10/31/14 PROJECTED BUDGET NOTES ADMINISTRATION PERSONNEL SERVICES GENERAL OPERATING EXPENSES CONTRACTUAL SERVICES MATERIALS & SUPPLIES MISCELLANEOUS $ $ $ $ $ 127,435 1,588 93,212 11,431 364 $ $ $ $ $ ADMINISTRATION TOTAL $ 234,029 $ 160,313 2,059 152,800 9,332 3,060 $ $ $ $ $ 327,564 $ 140,976 5,000 192,900 10,295 3,500 $ $ $ $ $ 352,671 $ 96,981 3,205 140,035 9,389 2,300 $ $ $ $ $ 251,910 $ 113,468 3,750 162,451 10,352 3,300 $ $ $ $ $ 293,321 $ 188,527 Includes Asst. VM 5,000 157,250 16,465 3,500 370,742 AUDITOR CONTRACTUAL SERVICES $ 37,713 $ 30,184 $ 38,000 $ 29,586 $ 34,616 $ 30,650 Audit being contracted out 2015-2018 AUDITORS TOTAL $ 37,713 $ 30,184 $ 38,000 $ 29,586 $ 34,616 $ 30,650 no longer to be performed by State CONTRACTUAL SERVICES MATERIALS & SUPPLIES CAPITAL MISCELLANEOUS $ $ $ $ 14,327 3 - 22,603 75 - 29,368 500 - 15,393 555 - 18,010 555 - 25,250 Mostly property taxes, utilities & maintenance - RENTAL PROPERTY TOTAL $ 14,330 $ RENTAL PROPERTY $ $ $ $ $ $ $ $ 22,678 $ $ $ $ $ 29,868 $ $ $ $ $ 15,948 $ $ $ $ $ 18,565 $ 25,250 LIBRARY CONTRACTUAL SERVICES MATERIALS & SUPPLIES CAPITAL $ $ $ 3,635 - $ $ $ 3,325 - $ $ $ LIBRARY TOTAL $ 3,635 $ PERSONNEL SERVICES GENERAL OPERATING EXPENSES CONTRACTUAL SERVICES MATERIALS & SUPPLIES CAPITAL MISCELLANEOUS $ $ $ $ $ $ 13 2,180 878 CABLE TV TOTAL $ 3,071 $ 1,644 $ 8,855 $ 8,133 $ 8,697 $ GENERAL OPERATING EXPENSES CONTRACTUAL SERVICES MATERIALS & SUPPLIES $ $ $ 5,080 1,082 4,117 916 1,000 6,500 3,000 4,934 3,256 6,068 3,256 HUMAN RELATIONS TOTAL $ 6,162 $ 3,325 $ 8,000 - $ $ $ 5,309 - $ $ $ 5,309 - $ $ $ 6,500 Maintenance of facility - 8,000 $ 5,309 $ 5,309 $ 6,500 4,455 3,000 1,400 - 2,153 4,778 1,202 - 2,519 4,778 1,400 - 4,109 Supported by YSCF grant 5,100 Hardware/software support 1,400 - CABLE TV $ 385 $ $ $ $ 1,259 - $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 10,609 HUMAN RELATIONS 2015 General Fund Budget $ $ $ $ $ $ 5,033 $ $ $ $ 10,500 $ Prepared by M. Vanzant 11/14/2014 $ $ $ 8,190 $ $ $ $ 1,000 1,500 6,000 9,324 $ 8,500 Page 3 of 18 ACCOUNT DESCRIPTION 1201 1 2 3 4 5 7 9 1201 1202 1 2 3 4 5 7 1202 1204 1 2 3 4 1204 2012 2013 2014 2014 2014 2015 ACTUAL ACTUAL BUDGET AS OF 10/31/14 PROJECTED BUDGET PUBLIC SAFETY NOTES 10 FT and 4 PT Officers, 1 PT support, PERSONNEL SERVICES GENERAL OPERATING EXPENSES CONTRACTUAL SERVICES MATERIALS & SUPPLIES CAPITAL MISCELLANEOUS TRANSFERS $ $ $ $ $ $ $ 925,482 2,338 141,532 45,513 41,566 190 - $ $ $ $ $ $ 915,353 6,474 103,628 53,763 52,255 601 0 $ $ $ $ $ $ $ 1,084,852 10,000 124,981 59,659 - $ $ $ $ $ $ $ 925,334 4,131 103,678 44,669 658 1,896 - $ $ $ $ $ $ $ 1,078,220 4,833 117,579 46,480 658 1,896 - $ $ $ $ $ $ $ PUBLIC SAFETY TOTAL $ 1,156,621 $ 1,132,074 $ 1,279,492 $ 1,078,470 $ 1,247,770 $ PERSONNEL SERVICES GENERAL OPERATING EXPENSES CONTRACTUAL SERVICES MATERIALS & SUPPLIES CAPITAL MISCELLANEOUS $ $ $ $ $ $ 56,776 394 127,770 317 - 26,504 60 107,303 307 7,020 - 10,567 500 73,000 800 - 9,213 126 26,114 573 - 10,393 147 72,254 573 - PLANNING AND ZONING TOTAL $ 185,257 $ 1,154,144 3 FT and 5 PT Dispatchers 10,000 119,600 GC Dispatch, vehicle maint, hardware/software 51,200 Mostly fuel - 1,334,944 PLANNING & ZONING $ $ $ $ $ $ $ $ $ $ $ $ 141,194 $ $ $ $ $ $ $ 84,867 $ $ $ $ $ $ $ 36,026 $ $ $ $ $ $ $ 83,367 $ 67,692 Includes Asst. VM and Planner 1,500 14,500 No longer contracting County 4,000 - 87,692 MEDIATION PERSONNEL GENERAL OPERATING EXPENSES CONTRACTUAL SERVICES MATERIALS & SUPPLIES $ - $ $ $ 200 7,015 - MEDIATION TOTAL $ 7,215 $ 2015 General Fund Budget 0 $ $ $ 150 6,638 $ $ $ 6,788 $ - $ - $ - 2,400 6,800 - $ $ $ 3,164 5,215 - $ $ $ 3,164 6,252 - 9,200 $ Prepared by M. Vanzant 11/14/2014 8,379 $ $ $ $ $ 9,416 $ 4,160 HRC employee funded by YSCF 2,500 6,500 - 9,000 Page 4 of 18 ACCOUNT DESCRIPTION SUBTOTAL GF EXPENDITURES BEFORE TRANSFERS 1009 101-1009-59101 202 204 205 207 903 902 401 308 307 306 302 601 610 TRANSFERS OUT TO OTHER FUNDS TO: Streets Parks Economic Development Green Space Police Pension Widows Bond Retirement Capital Equipment Facilities Improvement Parks & Rec Improvement Cable Electric Water REVENUES (OVER) UNDER EXPENDITURES BEFORE TRANSFERS: AFTER TRANSFERS: 2015 General Fund Budget 2013 2014 2014 2014 2015 ACTUAL BUDGET AS OF 10/31/14 PROJECTED BUDGET $ 1,872,399 $ 1,948,366 $ 2,209,285 $ 1,738,946 $ 2,077,819 $ 2,220,771 $ $ $ $ $ $ $ $ $ $ $ $ $ 169,900 50,000 39,900 1,500 47,906 40,000 100,000 1,500 - $ $ $ $ $ $ $ $ $ $ $ $ $ 581,646 282,584 50,000 61,110 1,500 45,606 25,000 204,587 - $ $ $ $ $ $ $ $ $ $ $ $ $ 651,706 294,417 25,000 71,641 1,500 73,000 155,800 $ $ $ $ $ $ $ $ $ $ $ $ $ 651,706 294,417 25,000 71,641 1,500 69,781 155,800 $ $ $ $ $ $ $ $ $ $ $ $ $ 651,706 294,417 25,000 71,641 1,500 69,781 155,800 $ $ $ $ $ $ 496,392 301,874 73,877 1,500 450,706 $ 1,252,033 $ 1,273,064 $ 1,269,845 $ 1,269,845 $ TOTAL TRANSFERS FROM GF $ TOTAL GF EXPENDITURES WITH TRANSFERS 2012 ACTUAL $ 2,323,105 $ $ $ 853,045 402,339 $ $ $ NOTES 69,438 BC REPAYMENT 943,081 3,200,399 $ 3,482,349 $ 3,008,791 $ 3,347,664 $ 3,163,852 $ 1,192,753 $ $ (59,280) $ 479,257 $ (793,807) $ 965,500 $ (304,345) $ Prepared by M. Vanzant 11/14/2014 914,444 $ (355,401) $ 543,401 (399,680) Page 5 of 18 2015 SPECIAL REVENUE FUNDS BUDGET ACCOUNT DESCRIPTION 2012 ACTUAL 2013 ACTUAL 2014 BUDGET AS OF 9/30/2014 2014 PROJECTED 2015 BUDGET NOTES SPECIAL REVENUE FUNDS STREET MAINTENANCE/ REPAIR FUND 2014 BEGINNING FUND BALANCE: $ 296,198.00 REVENUE: 200 400 800 900 STATE SHARED TAXES & PERMITS INTERGOVERNMENTAL AID,GRANTS MISC RECEIPTS & REIMBURSEMENTS TRANSFERS IN $ $ $ $ 105,408 3,494 - $ $ $ $ 154,758 10,961 4,758 581,646 $ $ $ $ 124,000 22,000 3,195 651,706 $ $ $ $ 82,206 2,181 651,706 $ $ $ $ 102,758 2,726 651,706 $ $ $ $ 102,000 90,000 CDBG funds will not pass thru us, $90k in SRTS pre work 2,485 496,392 To balance budget TOTAL STREET FUND REVENUE $ 108,902 $ 752,123 $ 800,901 $ 736,093 $ 757,190 $ 690,877 1401 Streets PERSONNEL SERVICES GENERAL OPERATING EXPENSES CONTRACTUAL SERVICES MATERIALS & SUPPLIES CAPITAL DEBT SERVICE MISCELLANEOUS $ $ $ $ $ $ $ 172,814 132 64,805 62,754 125,677 - $ $ $ $ $ $ $ 184,236 990 233,287 34,918 81,926 - $ $ $ $ $ $ $ 204,110 955 373,534 66,707 407,029 - $ $ $ $ $ $ $ 146,419 530 310,662 38,851 191,130 - $ $ $ $ $ $ $ 176,868 705 365,551 48,564 407,029 33,589 - $ $ $ $ $ $ $ 215,392 900 278,645 72,350 33,590 Case front wheel loader payment - 1401 TOTAL STREETS EXPENDITURES $ 426,182 $ 535,357 $ 1,052,335 $ 687,592 $ 1,032,306 $ 600,877 202 STREET FUND EXPENDITURES: 1 2 3 4 5 6 7 1411 Northern Gateway 3 5 CONTRACTUAL SERVICES CAPITAL $ $ - $ $ 29,088 - $ $ - $ - $ 29,088 $ - $ 902 $ 10,475 $ - $ - $ - $ - $ $ 90,000 Consultation/Right of way work - will be reimbursed - 1412 TOTAL ODOT - SRTS $ 902 $ 10,475 $ - $ 90,000 202 $ 427,084 $ 574,920 $ $ 690,877 1411 TOTAL ODOT - NORTHERN GATEWAY 1412 3 5 $ Project no longer happening ODOT - SRTS CONTRACTUAL SERVICES CAPITAL TOTAL STREET FUND EXP. STREET FUND REVENUE OVER/(UNDER) EXPENDITURES 2014 Special Revenue Funds Budget $ (318,182) $ 1,052,335 177,203 $ $ (251,434) $ 687,592 $ 48,501 $ Prepared by M. Vanzant 11/14/2014 1,032,306 (275,116) $ - Budget balanced with transfer support from GF Page 6 of 18 ACCOUNT DESCRIPTION 203 2012 ACTUAL 2013 ACTUAL 2014 BUDGET STATE HIGHWAY MAINTENANCE FUND AS OF 9/30/2014 2014 BEGINNING FUND BALANCE: 2014 PROJECTED $ 14,031 2015 BUDGET NOTES REVENUE: 200 800 203 STATE SHARED TAXES & PERMITS MISC RECEIPTS & REIMBURSEMENTS $ $ 37,205 8 $ $ (16,798) $ 5 $ 10,000 - $ $ 6,665 9 $ $ 8,331 11 $ $ 8,000 12 TOTAL ST HWY FUND REVENUE $ 37,213 $ (16,793) $ 10,000 $ 6,674 $ 8,343 $ 8,012 CONTRACTUAL SERVICES MATERIALS & SUPPLIES CAPITAL TRANSFERS $ $ $ $ 61,044 - $ - $ $ TOTAL ST HWY FUND EXPENDITURES $ 61,044 $ EXPENDITURES: 3 4 5 9 203 HIGHWAY FUND REVENUE OVER/(UNDER) EXPENDITURES 204 $ (23,831) $ - $ $ $ $ - $ $ $ $ - $ $ $ - $ $ $ $ - - $ - $ - $ - $ - 10,000 $ 6,674 $ 8,343 $ 8,012 2014 BEGINNING FUND BALANCE: $ 117,275 (16,793) $ PARKS & RECREATION FUND: No projects scheduled for 2015 REVENUE: 400 500 800 900 204 INTERGOVERNMENTAL AID,GRANTS CHARGES FOR SERVICES MISC RECEIPTS & REIMBURSEMENTS TRANSFERS IN $ $ $ $ 27,065 74,913 1,664 169,900 $ $ $ $ 56,628 3,104 282,584 $ $ $ $ 55,600 1,950 268,417 $ $ $ $ 1,000 57,198 3,530 268,417 $ $ $ $ 1,000 57,198 4,413 268,417 $ $ $ $ 52,000 2,240 301,874 To balance budget TOTAL PARKS & REC REVENUE $ 273,542 $ 342,316 $ 325,967 $ 330,145 $ 331,028 $ 356,114 $ $ $ $ $ $ $ 27,307 38,046 7,402 5,000 - $ $ $ $ $ $ 23,981 15,783 10,169 0 $ $ $ $ $ $ $ 20,560 100 24,344 9,957 22,000 - $ $ $ $ $ $ $ 21,076 180 19,097 9,188 20,746 - $ $ $ $ $ $ $ 26,345 180 20,198 9,924 20,746 - $ $ $ $ $ $ $ 30,263 100 26,425 12,200 - $ 77,755 $ 49,933 $ 76,961 $ 70,287 $ 77,394 $ 68,988 $ $ $ $ $ $ 62,637 8,940 25,662 6,000 420 $ $ $ $ $ $ 506 91,347 6,095 235 $ $ $ $ $ $ 94,425 7,500 - $ $ $ $ $ $ 82,122 7,811 - $ $ $ $ $ $ 82,122 7,811 - $ $ $ $ $ $ 93,221 Mostly Prof Services - Dayton Pool Mgmt. 12,500 - $ 103,659 $ 98,183 $ 101,925 $ 89,933 $ 89,933 $ EXPENDITURES: 1601 PARKS 1 2 3 4 5 6 9 PERSONNEL SERVICES GENERAL OPERATING EXPENSES CONTRACTUAL SERVICES MATERIALS & SUPPLIES CAPITAL DEBT SERVICE TRANSFERS 1601 PARKS TOTAL 1602 POOL 1 2 3 4 5 7 PERSONNEL SERVICES GENERAL OPERATING EXPENSES CONTRACTUAL SERVICES MATERIALS & SUPPLIES CAPITAL MISCELLANEOUS 1602 POOL TOTAL 2014 Special Revenue Funds Budget Prepared by M. Vanzant 11/14/2014 105,721 Page 7 of 18 ACCOUNT DESCRIPTION 2012 ACTUAL 2013 ACTUAL 2014 BUDGET AS OF 9/30/2014 2014 PROJECTED 2015 BUDGET NOTES 1603 BRYAN CENTER 1 2 3 4 5 6 7 9 PERSONNEL SERVICES GENERAL OPERATING EXPENSES CONTRACTUAL SERVICES MATERIALS & SUPPLIES CAPITAL DEBT SERVICE MISCELLANEOUS TRANSFERS $ $ $ $ $ $ $ $ 77,317 78,238 1,797 2,205 47,906 $ $ 207,462 $ $ $ $ $ 2,139 - 1604 BRYAN YOUTH CTR TOTAL $ 204 $ 1603 BRYAN CENTER TOTAL $ $ $ $ $ $ $ $ 90,882 77,825 6,600 1,500 - $ $ $ $ $ $ $ $ 67,313 54 52,246 484 945 - $ $ $ $ $ $ $ $ 81,744 63,196 605 1,181 - $ $ $ $ $ $ $ $ 96,815 71,390 6,700 1,500 - 217,376 $ 176,807 $ 121,042 $ 146,726 $ 176,405 $ $ $ 1,711 $ $ $ $ 5,495 - $ $ $ $ 1,553 - $ $ $ $ 1,941 - $ $ $ $ 5,000 - 2,139 $ 1,711 $ 5,495 $ 1,553 $ 1,941 $ 5,000 Allocating due to fundraising 391,016 $ 367,203 $ 361,188 $ 282,815 $ 315,994 $ (35,221) $ 47,330 $ 15,034 $ 2014 BEGINNING FUND BALANCE: $ 122,619 $ $ $ $ $ $ 92,460 0 69,000 6,240 1,695 47,981 1604 BRYAN YOUTH CENTER 2 3 4 5 GENERAL OPERATING EXPENSES CONTRACTUAL SERVICES MATERIALS & SUPPLIES CAPITAL TOTAL PARKS AND REC EXP. PARKS REVENUE OVER(UNDER) EXPENDITURES $ 205 (117,473) $ (24,887) $ ECONOMIC DEVELOPMENT FUND 356,114 (0) Budget balanced with transfer support from GF REVENUE: 800 900 205 MISC RECEIPTS & REIMBURSEMENTS TRANSFERS IN $ $ 11,261 - $ $ 748 - $ $ - $ $ - $ $ - $ $ - TOTAL ECON DEV FUND REV. $ 11,261 $ 748 $ - $ - $ - $ - EXPENDITURES: 3 1 2 3 4 1003 ADMINISTRATION CONTRACTUAL SERVICES $ - $ - $ - $ - $ - $ - 1003 ADMINISTRATION (of Rev. Loans) $ - $ - $ - $ - $ - $ - 1013 EDSC - ADMINISTRATION PERSONNEL SERVICES GENERAL OPERATING EXPENSES CONTRACTUAL SERVICES MATERIALS & SUPPLIES $ $ $ $ 54,428 75 6,496 156 $ $ $ $ (1,402) (50) 222 - $ $ $ $ - $ $ $ $ - $ $ $ $ - $ $ $ $ - 205 TOTAL ECON DEV EXP. $ 61,155 $ (1,230) $ - $ - $ - $ - REVENUE OVER/(UNDER) EXPENSES $ - $ - $ - $ - 2014 Special Revenue Funds Budget (49,893) $ 1,978 $ Prepared by M. Vanzant 11/14/2014 Page 8 of 18 ACCOUNT DESCRIPTION 207 2012 ACTUAL 2013 ACTUAL 2014 BUDGET GREEN SPACE FUND AS OF 9/30/2014 2014 BEGINNING FUND BALANCE: 2014 PROJECTED $ 245,950 2015 BUDGET NOTES REVENUE: 900 TRANSFER IN $ 50,000 $ 50,000 $ - $ 25,000 $ 25,000 $ - TOTAL GREEN SPACE REVENUE $ 50,000 $ 50,000 $ - $ 25,000 $ 25,000 $ - EXPENDITURES: 3 5 207 208 CONTRACTUAL SERVICES CAPITAL $ - $ $ - $ $ 100,000 $ $ - $ $ 100,000 $ $ 25,000 To clear invasives - TOTAL GREEN SPACE FUND EXP. $ - $ - $ 100,000 $ - $ 100,000 $ 25,000 Expenditure has not yet been encumbered REVENUE OVER/(UNDER) EXPENSES $ 50,000 $ 50,000 $ 25,000 $ (75,000) $ 2014 BEGINNING FUND BALANCE: $ 48,985 MVL - PERMISSIVE TAX FUND (100,000) $ (25,000) REVENUE: 200 800 STATE SHARED TAXES & PERMITS MISC RECEIPTS & REIMBURSEMENTS $ 22,457 $ 8 26,514 $ 7 $ 25,000 - $ $ 16,585 12 $ $ 20,731 12 $ $ 20,000 12 TOTAL PERM. TAX REVENUE $ 22,465 $ 26,521 25,000 $ 16,597 $ 20,743 $ 20,012 CONTRACTUAL SERVICES CAPITAL TRANSFERS $ $ $ 55,734 - $ $ $ - $ $ $ - $ $ $ - $ $ $ - $ $ $ - 208 MVL - PERM. TAX TOTAL EXP. $ 55,734 $ - $ - $ - $ - $ - 210 MAYOR'S COURT COMPUTER FUND $ 1,228 208 $ EXPENDITURES 3 5 9 2014 BEGINNING FUND BALANCE: REVENUE: 600 210 FINES,COSTS,FORFEITURES,PERMIT $ 2,687 $ 3,504 $ 2,900 $ 1,529 $ 1,911 $ 1,800 TOTAL MC COMP. REVENUE $ 2,687 $ 3,504 $ 2,900 $ 1,529 $ 1,911 $ 1,800 CONTRACTUAL SERVICES CAPITAL TRANSFERS $ $ $ 3,976 - $ $ $ 5,065 - $ $ $ 2,200 - $ $ $ 359 - $ $ $ 477 - $ $ $ 2,000 To cover MC computer software program - TOTAL MC COMP. EXP. $ 3,976 $ 5,065 $ 2,200 $ 359 $ 477 $ 2,000 REVENUE OVER/(UNDER) EXPENSES $ (1,561) $ 700 $ 1,170 $ 1,434 $ EXPENDITURES: 3 5 9 210 2014 Special Revenue Funds Budget (1,289) $ Prepared by M. Vanzant 11/14/2014 (200) Page 9 of 18 ACCOUNT DESCRIPTION 212 2012 ACTUAL 2013 ACTUAL 2014 BUDGET LAW ENFORCEMENT AND EDUCATION FUND AS OF 9/30/2014 2014 PROJECTED 2014 BEGINNING FUND BALANCE: $ 2,815 2015 BUDGET NOTES REVENUE: 400 212 INTERGOVERNMENTAL AID,GRANTS $ 1,145 $ 135 $ 100 $ 75 $ 94 $ 95 TOTAL LEEF REVENUE $ 1,145 $ 135 $ 100 $ 75 $ 94 $ 95 GENERAL OPERATING EXPENSES CONTRACTUAL SERVICES MATERIALS & SUPPLIES $ $ $ - $ $ $ - $ $ $ - $ $ $ - $ $ $ - $ $ $ - TOTAL LEEF EXPENDITURES $ - $ - $ - $ - $ - $ - REVENUE OVER/(UNDER) EXPENSES $ 1,145 $ 135 $ 100 $ EXPENDITURES: 2 3 4 212 213 COATS & SUPPLIES FUND 75 $ 94 $ 2014 BEGINNING FUND BALANCE: $ 4,030 95 REVENUE: 600 213 FINES,COSTS,FORFEITURES,PERMIT $ 8,380 $ 3,920 $ 3,000 $ 770 $ 963 $ 1,500 Donations usually increase toward end of year TOTAL COAT FUND REVENUE $ 8,380 $ 3,920 $ 3,000 $ 770 $ 963 $ MATERIALS & SUPPLIES $ 6,353 $ 7,662 $ 5,000 $ 1,072 $ 1,340 $ 3,000 TOTAL COAT FUND EXPENDITURES $ 6,353 $ 7,662 $ 5,000 $ 1,072 $ 1,340 $ 3,000 REVENUE OVER/(UNDER) EXPENSES $ 2,027 $ (302) $ (378) $ (1,500) 1,500 EXPENDITURES: 4 213 215 (3,742) $ FURTHERANCE OF JUSTICE FUND (2,000) $ 2014 BEGINNING FUND BALANCE: $ 87,864 REVENUE: 400 600 800 215 INTERGOVERNMENTAL AID,GRANTS FINES,COSTS,FORFEITURES,PERMIT MISC RECEIPTS & REIMBURSEMENTS $ $ $ 6,573 67,181 20,544 $ $ $ 6,493 37,965 $ $ $ - $ $ $ 23,387 16,350 $ $ $ 23,387 16,350 $ $ $ - TOTAL FOJ FUND REVENUE $ 94,298 $ 44,458 $ - $ 39,737 $ 39,737 $ - CONTRACTUAL SERVICES MATERIALS & SUPPLIES CAPITAL MISCELLANEOUS $ $ $ $ 42,460 1,767 24,531 27,343 $ $ $ $ 11,700 19,005 51,816 $ $ $ $ 11,700 32,000 $ $ $ $ 985 6,728 20,457 $ $ $ $ 1,231 6,728 31,133 $ $ $ $ 11,700 32,000 TOTAL FOJ FUND EXPENDITURES $ 96,101 $ 82,521 $ 43,700 $ 28,170 $ 39,092 $ 43,700 EXPENDITURES: 3 4 5 7 215 2014 Special Revenue Funds Budget Prepared by M. Vanzant 11/14/2014 Page 10 of 18 ACCOUNT DESCRIPTION 903 2012 ACTUAL 2013 ACTUAL 2014 BUDGET POLICE PENSION FUND AS OF 9/30/2014 2014 BEGINNING FUND BALANCE: 2014 PROJECTED $ 11,395 2015 BUDGET NOTES Full time officers pension is paid out of this REVENUE: 100 200 800 900 903 LOCAL TAXES STATE SHARED TAXES & PERMITS MISC RECEIPTS & REIMBURSEMENTS TRANSFERS $ $ $ $ 26,219 4,717 212 39,900 $ $ $ $ 26,556 3,971 33 61,110 $ $ $ $ 26,352 4,051 131 71,641 $ $ $ $ 26,777 4,053 16 71,641 $ $ $ $ 26,777 4,053 32 71,641 $ $ $ $ 26,750 4,051 32 73,877 Transfer from GF to support TOTAL POLICE PENSION REVENUE $ 71,048 $ 91,670 $ 102,175 $ 102,487 $ 102,503 $ 104,710 PERSONNEL SERVICES CONTRACTUAL SERVICES MISCELLANEOUS $ $ $ 75,414 213 - $ $ 107,104 183 $ $ $ 101,875 300 - $ $ $ 66,987 206 - $ $ $ 83,734 258 - $ $ $ 104,400 310 - TOTAL POLICE PENSION EXPENDITURES $ 75,627 $ 107,287 $ 102,175 $ 67,193 $ 83,991 $ 104,710 EXPENDITURES: 1 3 7 903 TOTAL SPECIAL REVENUE FUND REVENUE: $ 1,270,043 $ 1,259,107 $ 1,287,511 $ 1,183,120 TOTAL SPECIAL REVENUE FUND EXPENSES: $ 1,666,598 $ 1,067,201 $ 1,573,200 $ 1,225,401 REVENUE (OVER)/UNDER EXPENSES: $ 2014 Special Revenue Funds Budget (396,555) $ 191,906 $ Prepared by M. Vanzant 11/14/2014 (285,690) $ (42,281) Page 11 of 18 CAPITAL PROJECTS & DEBT SERVICE FUNDS 2015 BUDGET 2012 ACTUAL 2013 ACTUAL 2014 BUDGET 2014 MID YEAR 2014 PROJECTED 2015 BUDGET Notes 302 C.P. CABLE TV FUND REVENUE: TOTAL REVENUES $ 1,500 $ - $ - $ - $ - $ - EXPENDITURES: TOTAL EXEPENDITURES $ - $ - $ 9,800 $ - $ 9,800 $ 1,000 $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ - $ - $ - $ - $ - $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ - $ - $ - $ - $ - $ - $ $ - $ - $ $ - $ $ - $ $ - $ $ - $ - $ - $ - $ - $ - $ - REIMBURSEMENT $ - $ 85 $ - $ - $ - TRANSFER IN $ $ - $ $ 85 $ $ - $ $ - $ $ - $ $ - CONTRACTUAL SERVICES CAPITAL $ $ 64,929 18,136 $ $ - $ 107,500 $ $ 2,210 - $ $ 109,710 - $ $ 57,500 Per capital project list - 306 TOTAL EXPENDITURES $ 83,065 $ - $ 107,500 $ 2,210 $ 109,710 $ 57,500 303 C.P WATER FUND CAPITAL TRANSFERS 303 C.P. - WATER TOTAL 304 SEWER IMPROVEMENT FUND CONTRACTUAL SERVICES CAPITAL 304 SEWER IMPROVEMENT FUND TOTAL 305 ELECTRIC IMPROVEMENT FUND CONTRACTUAL SERVICES CAPITAL 305 ELECTRIC IMPROVEMENT FUND TOTAL 306 PARKS & RECREATION IMPROVEMENT FUND REVENUE: TOTAL REVENUE 0 EXPENDITURES 2014 Capital Projects and Debt Service Budget Prepared by M. Vanzant 11/14/2014 Page 12 of 18 CAPITAL PROJECTS & DEBT SERVICE FUNDS 2015 BUDGET 2012 ACTUAL 2013 ACTUAL 2014 BUDGET 2014 MID YEAR 2014 PROJECTED 2015 BUDGET Notes 307 FACILITIES IMPROVEMENT FUND REVENUE: TRANSFER IN $ 100,000 $ 204,587 $ TOTAL REVENUE $ 100,000 $ 204,587 $ CONTRACTUAL SERVICES CAPITAL $ $ 2,058 152,904 $ $ 1,950 122,355 $ $ 307 TOTAL EXPENDITURES $ 154,961 $ 124,305 $ $ 40,306 $ 25,100 $ - $ - $ - - $ - $ - 210,000 - $ $ - $ $ 210,000 $ - $ - $ - $ 0 $ - 265,000 - $ - 265,000 $ - - $ - EXPENDITURES: Library roof replacement 308 CAPITAL EQUIPMENT FUND REVENUE: TOTAL REVENUE EXPENDITURES: CONTRACTUAL SERVICES CAPITAL EQUIPMENT $ $ - $ $ 63,140 $ $ - $ $ - $ $ - $ $ - TOTAL EXPENDITURES $ - $ 63,140 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ $ 11,130 - $ $ 3,721 - $ $ - $ $ - $ $ - $ $ - $ 11,130 $ 3,721 $ - $ - 351 USACE GRANT - CBE 351 REVENUE: TOTAL REVENUE EXPENDITURES: CONTRACTUAL SERVICES CAPITAL 351 TOTAL USACE GRANT - CBE EXPENDITURES 352 ODOT GRANT FUND - CBE REVENUE: RESTRICTED STATE GRANT - ODOT $ - $ - $ - $ - $ - TOTAL REVENUE $ - $ 55,538 55,538 $ $ - $ - $ - $ - Reimbursement from 2012 expenses CONTRACTUAL SERVICES CAPITAL $ $ 55,927 - $ 700 $ $ - $ - Connector road planning TOTAL ODOT GRANT FUND - CBE EXPENDITURES $ 55,927 $ 700 $ - $ EXPENDITURES: 352 2014 Capital Projects and Debt Service Budget Prepared by M. Vanzant 11/14/2014 Page 13 of 18 CAPITAL PROJECTS & DEBT SERVICE FUNDS 2015 BUDGET 2012 ACTUAL 2013 ACTUAL 2014 BUDGET 2014 MID YEAR 2014 PROJECTED 2015 BUDGET Notes 353 OPWC - ROUND 25 GRANT FUND - CBE REVENUE: 353 353 RESTRICTED STATE GRANT - OPWC $ - $ 100,415 $ - $ - $ - $ - TOTAL REVENUE EXPENDITURES: $ - $ 100,415 $ - $ - $ - $ - CONTRACTUAL SERVICES CAPITAL $ $ 108,542 $ $ - - TOTAL OPWC - ROUND 25 GRANT EXPENDITURES $ 108,542 $ - $ $ $ Reimbursement from 2012 expenses Road widening - DEBT SERVICE FUNDS: 401 BOND RETIREMENT FUND REVENUE: TRANSFER IN $ TOTAL REVENUE $ EXPENDITURES: DEBT SERVICE - PRINCIPAL DEBT SERVICE - INTEREST $ $ 401 BOND RETIREMENT FUND EXPENDITURES 2014 Capital Projects and Debt Service Budget $ 127,748 $ 127,748 548,587 $ $ 548,587 100,000 $ 27,748 $ 523,750 9,151 127,748 $ 532,901 - $ - $ - $ - $ - $ - $ - Prepared by M. Vanzant 11/14/2014 $ $ - $ - Old Bryan Center Debt Page 14 of 18 2015 ENTERPRISE FUNDS BUDGET ACCOUNT DESCRIPTION 2012 2013 2014 2014 2014 2015 ACTUAL ACTUAL BUDGET AS OF 9/30/14 PROJECTED BUDGET NOTES ENTERPRISE FUND BREAKDOWN: ELECTRIC FUND REVENUE EXPENDITURES REVENUE OVER/(UNDER) EXPENSES $ $ $ 3,107,008 $ 3,414,675 $ (307,667) $ 2,887,998 $ 3,111,116 $ (223,118) $ 2014 BEGINNING FUND BALANCE: 2,883,750 $ 2,155,888 3,903,845 $ 3,375,416 (1,020,095) $ (1,219,528) 2,723,483 2,676,314 $ 3,214,142 $ (537,828) $ 2,185,655 2,474,241 3,069,426 (595,185) WATER FUND REVENUE EXPENDITURES REVENUE OVER/(UNDER) EXPENSES $ $ $ 647,261 $ 519,200 $ 128,062 $ 606,140 $ 694,759 $ (88,619) $ 2014 BEGINNING FUND BALANCE: 666,218 $ 621,558 1,067,855 $ 871,253 (401,637) $ (249,695) 288,832 782,738 $ 1,029,589 $ (246,852) $ 41,981 657,975 695,545 (37,570) SEWER FUND REVENUE EXPENDITURES REVENUE OVER/(UNDER) EXPENSES $ $ $ 752,288 $ 663,905 $ 88,383 $ 724,335 $ 786,664 $ (62,329) $ 2014 BEGINNING FUND BALANCE: 718,470 $ 473,261 1,194,061 $ 790,057 (475,591) $ (316,796) 577,255 696,936 $ 1,123,455 $ (426,519) $ 150,736 770,000 843,449 (73,449) SOLID WASTE FUND REVENUE EXPENDITURES REVENUE OVER/(UNDER) EXPENSES $ $ $ 242,960 $ 229,093 $ 13,867 $ 251,802 $ 218,342 $ 33,460 $ 2014 BEGINNING FUND BALANCE: 250,600 $ 188,539 337,883 $ 338,098 (87,283) $ (149,559) 87,777 257,141 $ 329,028 $ (71,887) $ 15,890 279,400 270,020 9,380 TOTAL REVENUE ALL ENTERPRISE FUNDS $ 4,749,517 $ 4,470,275 $ 4,519,038 $ 3,439,246 $ 4,413,128 $ 4,181,616 TOTAL EXPENSES ALL ENTERPRISE FUNDS $ 4,826,872 $ 4,810,881 $ 6,503,643 $ 5,374,824 $ 5,696,214 $ 4,878,440 TOTAL REVENUE OVER/(UNDER) EXPENSES $ (77,355) $ (340,606) $ (1,984,605) $ (1,935,578) $ (1,283,086) $ 2014 ENTERPRISE FUNDS BUDGET $ $ $ $ 2014 PROJECTED ENDING BALANCE: $ $ $ $ $ 2014 PROJECTED ENDING BALANCE: $ $ $ $ $ 2014 PROJECTED ENDING BALANCE: $ $ $ $ $ 2014 PROJECTED ENDING BALANCE: $ Prepared by M. Vanzant 11/14/2014 (696,824) Page 15 of 18 2015 ENTERPRISE FUNDS BUDGET ACCOUNT DESCRIPTION 2012 2013 2014 2014 2014 2015 ACTUAL ACTUAL BUDGET AS OF 9/30/14 PROJECTED BUDGET NOTES ENTERPRISE FUND BREAKDOWN: ENTERPRISE FUND DETAIL: 601 ELECTRIC FUND REVENUE: CHARGES FOR SERVICES MISC RECEIPTS & REIMBURSEMENTS 601 1302 1 2 3 4 5 6 7 9 601 TOTAL ELECTRIC REVENUE $ $ 3,071,293 $ 35,715 $ 2,793,951 $ 94,047 $ 2,795,450 $ 88,300 $ 2,072,823 $ 83,065 $ 2,591,029 $ 85,285 $ $ 3,107,008 $ 2,887,998 $ 2,883,750 $ 2,155,888 $ 2,676,314 PERSONNEL SERVICES GENERAL OPERATING EXPENSES CONTRACTUAL SERVICES MATERIALS & SUPPLIES CAPITAL DEBT SERVICE MISCELLANEOUS TRANSFERS $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 418,547 3,988 1,962,891 35,491 100,748 6,403 583,048 $ $ $ $ $ $ $ $ 436,651 8,000 2,865,129 190,350 256,615 7,100 140,000 $ $ $ $ $ $ $ $ 340,819 2,078 2,523,040 141,541 258,222 9,330 100,386 $ $ $ $ $ $ $ $ 404,528 2,764 2,199,801 173,841 258,222 37,841 11,663 125,483 TOTAL ELECTRIC EXPEND. $ 3,414,675 $ 3,111,116 $ 3,903,845 $ 3,375,416 $ 3,214,142 REVENUE OVER/(UNDER) EXPENSES $ 2,390,441 83,800 BC debt repayment ends in 2016 $ 2,474,241 EXPENDITURES: 2014 ENTERPRISE FUNDS BUDGET 422,084 2,799 2,386,220 29,974 401,652 7,100 164,846 (307,667) $ (223,118) $ (1,020,095) $ (1,219,528) $ Prepared by M. Vanzant 11/14/2014 $ $ $ $ $ $ $ 436,055 8000 2,369,405 76,325 37,841 Payment for new line truck 11,800 130,000 $ 3,069,426 (537,828) $ (595,185) Page 16 of 18 2015 ENTERPRISE FUNDS BUDGET ACCOUNT DESCRIPTION 2012 2013 2014 2014 2014 2015 ACTUAL ACTUAL BUDGET AS OF 9/30/14 PROJECTED BUDGET NOTES ENTERPRISE FUND BREAKDOWN: 610 WATER FUND REVENUE: CHARGES FOR SERVICES MISC RECEIPTS & REIMBURSEMENTS TRANSFERS 610 TOTAL WATER REVENUE $ $ $ 638,086 $ 9,176 $ $ 596,593 $ 9,547 $ $ 656,500 $ 9,718 $ $ 437,498 $ 28,260 $ 155,800 $ 596,873 $ 30,065 $ 155,800 $ $ 647,261 $ 606,140 $ 666,218 $ 621,558 $ 782,738 $ PERSONNEL SERVICES GENERAL OPERATING EXPENSES CONTRACTUAL SERVICES MATERIALS & SUPPLIES CAPITAL DEBT SERVICE MISCELLANEOUS TRANSFERS $ $ $ $ $ $ $ $ 249,189 1,227 32,965 18,961 10,753 124 - $ $ $ $ $ $ $ $ 242,412 1,557 112,468 28,931 15,995 32,259 671 - $ $ $ $ $ $ $ $ 248,174 2,000 178,752 34,022 213,600 21,506 200 - $ $ $ $ $ $ $ $ 190,350 2,728 151,715 36,630 168,744 10,752 778 - $ $ $ $ $ $ $ $ 226,938 2,728 180,386 36,860 213,600 21,506 973 - $ $ $ $ $ $ $ $ TOTAL WATER DISTRIB. EXPENSES WATER TREATMENT $ PERSONNEL SERVICES GENERAL OPERATING EXPENSES CONTRACTUAL SERVICES MATERIALS & SUPPLIES CAPITAL DEBT SERVICE MISCELLANEOUS TRANSFERS $ $ $ $ $ $ $ $ 1312 WATER TRMT TOTAL EXPENSE $ 610 TOTAL WATER FUND EXPENSE $ 519,200 $ 694,759 REVENUE OVER/(UNDER) EXPENSES $ 128,062 $ (88,619) $ 649,500 8,475 Transfer to support filter rebuild & engineering for water plant 657,975 EXPENDITURES: 1311 1 2 3 4 5 6 7 9 1311 1312 1 2 3 4 5 6 7 9 WATER DISTRIBUTION 2014 ENTERPRISE FUNDS BUDGET 313,219 $ 143,371 391 58,385 3,824 10 - $ $ $ $ $ $ $ $ 205,981 $ 434,293 $ 119,730 365 128,290 6,719 5,362 - $ $ $ $ $ $ $ $ 260,466 $ $ 698,254 $ 133,129 600 140,219 12,353 83,300 - $ $ $ $ $ $ $ $ 369,601 $ 1,067,855 $ (401,637) $ Prepared by M. Vanzant 11/14/2014 561,697 $ 109,297 1,003 108,055 10,069 81,132 - $ $ $ $ $ $ $ $ 309,556 $ 871,253 $ (249,695) $ 682,990 $ 128,499 1,003 125,546 10,419 81,132 - $ $ $ $ $ $ $ $ 346,599 $ 1,029,589 $ (246,852) $ 273,962 3,000 73,900 34,495 21,507 Existing OWDA loan 1,000 - 407,864 140,932 1,000 132,250 Consultant fee to come from here 13,500 Emergency filter rebuild $63k - 287,682 695,545 (37,570) Page 17 of 18 2015 ENTERPRISE FUNDS BUDGET ACCOUNT DESCRIPTION 2012 2013 2014 2014 2014 2015 ACTUAL ACTUAL BUDGET AS OF 9/30/14 PROJECTED BUDGET NOTES ENTERPRISE FUND BREAKDOWN: 620 SEWER FUND REVENUE: CHARGES FOR SERVICES MISC RECEIPTS & REIMBURSEMENTS 620 TOTAL SEWER REVENUE $ $ 745,897 $ 6,391 $ 716,867 $ 7,468 $ 711,500 $ 6,970 $ 467,688 $ 5,573 $ 689,969 $ 6,966 $ $ 752,288 $ 724,335 $ 718,470 $ 473,261 $ 696,936 $ PERSONNEL SERVICES GENERAL OPERATING EXPENSES CONTRACTUAL SERVICES MATERIALS & SUPPLIES CAPITAL DEBT SERVICE MISCELLANEOUS TRANSFERS $ $ $ $ $ $ $ $ 196,888 1,095 112,435 13,633 4,965 12,015 - $ $ $ $ $ $ $ $ 191,468 1,530 68,431 22,084 2,300 9,931 12,053 - $ $ $ $ $ $ $ 198,582 1,500 96,519 28,965 187,804 12,500 $ $ $ $ $ $ $ 142,916 833 47,640 11,846 143,803 2,183 $ $ $ $ $ $ $ 172,042 1,041 57,731 12,979 240,609 2,903 $ $ $ $ $ $ $ SEWER COLL. TOTAL EXPENSES $ 763,400 Includes change in ordinance 6,600 770,000 EXPENDITURES: 1321 1 2 3 4 5 6 7 1321 1322 1 2 3 4 5 6 SEWER COLLECTION 341,031 $ 307,797 $ 349,221 $ 487,305 $ 401,399 SEWER TREATMENT PERSONNEL SERVICES GENERAL OPERATING EXPENSES CONTRACTUAL SERVICES MATERIALS & SUPPLIES CAPITAL DEBT SERVICE MISCELLANEOUS TRANSFERS $ $ $ $ $ $ $ $ 1322 SEWER TRTMNT TOTAL EXPENSE $ 620 TOTAL SEWER FUND EXPENSES $ 663,905 $ 786,664 REVENUE OVER/(UNDER) EXPENSES $ 88,383 $ (62,329) $ CHARGES FOR SERVICES CONTRACTUAL SERVICES OPERATING SUPPLIES MISCELLANEOUS $ $ $ $ 242,960 229,073 20 $ $ $ $ 251,793 218,321 21 $ $ $ $ SOLID WASTE TOTAL EXPENSES REVENUE OVER/(UNDER) EXPENSES $ $ 229,093 13,867 $ $ 218,342 33,460 $ $ 630 525,870 $ 248,145 1,400 64,820 21,730 52,804 Jet vac lease - 2 pmts in 2014 OWDA LOAN PAID OFF 12,500 106,396 1,863 146,240 21,345 8,541 38,488 - $ $ $ $ $ $ $ $ 322,874 $ 128,341 2,952 153,751 22,543 77,499 93,781 - $ $ $ $ $ $ $ $ 478,867 $ $ 135,030 3,100 217,069 28,100 207,915 76,977 - $ $ $ $ $ $ $ $ 668,191 $ 1,194,061 $ 112,207 3,221 150,821 23,677 121,760 29,150 - $ $ $ $ $ $ $ $ 440,836 $ 790,057 $ 131,433 3,221 188,526 28,078 207,915 76,977 - $ $ $ $ $ $ $ $ 636,150 $ 1,123,455 $ (475,591) $ (316,796) $ (426,519) $ 250,600 337,863 20 188,539 337,766 326 6 251,174 328,682 326 20 142,159 3,100 188,350 31,465 76,976 WWTP LOAN - 442,050 843,449 (73,449) SOLID WASTE FUND REVENUE: 630 2014 ENTERPRISE FUNDS BUDGET $ $ $ $ 337,883 $ (87,283) $ Prepared by M. Vanzant 11/14/2014 $ $ $ $ 338,098 $ (149,559) $ $ $ $ $ 329,028 $ (71,887) $ 279,400 Includes change in ordinance 270,000 20 270,020 9,380 Page 18 of 18 Village of Yellow Springs Capital Budget 2015 Fund Project Est. Costs GENERAL 101 Police cruiser & all necessary equipment Justification/Notes 2015 2016 2017 2018 2019 Projected beginning fund balance: $1,734,828 TOTAL GENERAL FUND DH $ $ 60,000 Last cruiser purchase was in 2013 60,000 Total General Fund Annual Costs: $ - SPECIAL REVENUE 202 √ Street Fund - Projected beginning fund balance: $54,671 JH $ 106,000 To replace old machine Backhoe for streets Total Street Fund $ 106,000 $ $ 35,333 35,333 $ $ 25,000 25,000 Total SR Fund Annual Costs: $ 60,333 204 Parks & Recreation Fund - Projected beginning fund balance: $132,309 No projects scheduled JH Total Parks & Recreation Fund 207 √ Green Space Fund - Projected beginning fund balance: $170,972 Invasives project @ Bryan Center PB $ 25,000 To clear invasives from YS creek area to protect Glen Total Green Space Fund $ 25,000 TOTAL SPECIAL REVENUE FUND Fund $ Project 131,000 Est. Costs Justification/Notes 307 Pool guardhouse roof JH $ Concession trailer JH Total Parks & Rec Improvement Fund $ $ 35,333 35,333 $ $ 35,333 35,333 $ 35,333 $ 35,333 2015 CAPITAL PROJECTS 306 Parks & Recreation Improvement Fund - Projected beginning fund balance: $282,766 JH $ 1,000 Roofing shelter Ellis Park Improvements JH $ 12,000 Aggregate around pond JH $ 5,000 Removal of trees New softball fencing/warning track √ JH $ 14,000 To improve safety for athletes to help avoid light poles Repaint interior/lines at pool √ JH $ 25,000 Safety - current paint peeling and creating sharp edges Jacobson 16' large area mower JH $ 55,000 3 year lease to replace outdated 1981 Ford tractor √ Pottery shop drop ceiling/lights JH $ 8,000 Sagging drop ceiling which may fall and many tiles missing √ $ $ 2016 $ $ $ $ $ $ $ 1,000 12,000 5,000 14,000 25,000 18,500 8,000 $ 2017 - $ 2018 $ 18,500 $ 18,500 $ - - 2019 $ - Leaking roof causing interior damage to concessions, electrical and 10,500 bathhouses 15,000 For use at Gaunt Park 145,500 $ 10,500 $ $ 94,000 $ - $ - $ - $ - $ - $ - $ - $ - 94,000 $ - $ - $ - $ - Facilities Improvement Fund - Projected beginning fund balance: $54,233 Sutton Farm crew quarters Total Facilities Improvement Fund TOTAL CAPITAL PROJECTS FUND PB $ $ To add shower, washer & dryer for disinfection when exposed to waste 12,500 and/or hazardous materials 12,500 $158,000 Total Capital Projects Annual Costs: $ Prepared by M. Vanzant 11/14/2014 Page 1 of 2 Village of Yellow Springs Capital Budget 2015 Fund Project Est. Costs Justification/Notes 2015 2016 2017 2018 2019 ENTERPRISE 601 √ √ Electric Fund - Projected beginnig fund balance: $2,223,496 Pole inspections & GISing JB $ 25,000 Last time done was in '00 - should be done every 4-5 years Remote meters & software JB $ Replacement of porcelain cutouts JB Total Electric Fund 610 √ $ 4,000 Going to a new poly-style and replacing porcelain that is cracking 124,000 Water Fund -Projected beginning fund balance: $41,980 Water Distribution JB $ 6,500 To reconnect 3 houses to main line Limestone Street reconnection JB $ 408,325 Half of cost supported by grant Loop completion JB $ 450,000 Bottleneck elimination Total Water Distribution $ 864,825 Water Treatment JB New water plant $ 4,000,000 Estimates between $3m and $3.8m Total Water Treatment $ 4,000,000 TOTAL WATER FUND 620 $ 95,000 To continue previously started project to save time, improve read accuracy and safety $ 4,864,825 Sewer Fund - Projected beginning fund balance: $203,541 Sewer Collection No projects scheduled Total Sewer Collection $ Sewer Treatment JB $ 30,000 3 total and are currently 26 years old and run 24/7 Re-build blowers Total Sewer Treatment $ 30,000 $ 25,000 $ 95,000 $ 4,000 $ 124,000 $ $ 6,500 408,325 $ 414,825 $ 414,825 $ $ 20,000 20,000 $ $ 10,000 10,000 $ - $ - $ - $ - $ 450,000 $ 450,000 TOTAL SEWER FUND $ 30,000 $ 20,000 $ 10,000 $ - $ - $ - TOTAL ENTERPRISE FUNDS $ 5,018,825 Total Enterprise Fund Annual Costs: $ 558,825 $ 10,000 $ - $ - $ - $ 5,367,825 TOTAL ALL PROJECTS ANNUAL COSTS: $ 713,158 $ 45,333 $ 35,333 $ - $ - TOTAL ALL PROJECTS Prepared by M. Vanzant 11/14/2014 Page 2 of 2 Nov. 14, 2014 Council, Enclosed you will find several items from either myself or another staff member outlining potential cost savings actions. We are not advocating on any particular side of most of them, with the possible exception of the sidewalk maintenance issue. These are simply basic analyses to give Council further information during the budget development. Council should know that I have removed the part-time code enforcement officer from the budget. In talking with Jason Hamby and Johnnie Burns, we have come up with an alternative process in which their crews would help in the initial notice of certain minor violations and turn the information over to the new AVM for follow up. Chief Hale has also removed the cruiser from the Police budget for now. If it becomes necessary later, we are fairly certain it can be purchased with FOJ funds. You will find two documents on the sidewalks. One is from me outlining potential options to Council. The second is from Jason Hamby providing information he has found through research with other villages and cities. Regardless of how Council proceeds, both Jason and I feel that the current situation is not working and we need to follow another path. I am available for questions as needed. One suggestion that Village Staff and I have for budget relief is to take a different approach to the sidewalk issue. Currently, the Village has the responsibility to maintain all sidewalks in the Village. This is due to an ordinance enacted several years ago by Council in anticipation of Safe Routes to School funding. This funding has not materialized and is not likely to materialize. With that in mind, there are several options from which we can choose. Option 1. We can continue as is with $50,000/year allotted to sidewalks. This will allow only a very small part of the very worst sidewalks to be repaired annually. Option 2. Council can enact new legislation allowing the maintenance responsibility to revert to the property owner. This would mean that the maintenance of all sidewalks in the Village become the responsibility of the legal owner of that property. This is generally how it is handled and is the most widespread solution out of all options. Option 3. The Village could enact program of repair and assessment, where the Village repairs the sidewalks but then assesses the cost to the property taxes of the property owner. This option would still require Council make a budgetary allowance to repair the properties and we could wait several years to get the money back. Therefore, this option would not bring any budgetary relief. Option 4. The Village could pass a sidewalk specific property tax in conjunction with the renewal of the current levy. This would essentially create a fund to do nothing but repair sidewalks and the funds could be spent as they come in to the Finance office. Option 5: Some Villages have an ordinance that requires that the sidewalks be repaired and/or inspected prior to the sale of the property. My biggest concern with this option is that the property owner may not feel the need to repair the sidewalks if they aren’t selling the property. VILLAGE OF YELLOW SPRINGS SIDEWALK IMPROVEMENTS Sidewalks and curbs are periodically replaced or repaired throughout the Village of Yellow Springs and although a homeowner does not actually “own” the sidewalk in front of their property, they are still held responsible for maintaining the condition of the sidewalk and public right of way. The reason being that public right of way is not only for the convenience of others, it also benefits the homeowner by allowing safe access to their own home. In Ohio, state law provides for this practice on the premise that property owners get the most benefit from the walk because it is available for their use and it also enhances a property’s value. So, when it comes to making repairs, property owners are responsible. Maintenance of Village sidewalks shall include repairing defects that create a danger to pedestrians, including, but not limited to, repairing or replacing broken or heaved sections, keeping sidewalks free of debris, leaves, yard clippings, or other growing matter, clearing of snow and ice, and keeping them clear of any other object or matter which may impede or render hazardous the use of the sidewalk and property lying between the same and the pavement or abutting or adjoining property in the case of curbside sidewalks. The Village of Yellow Springs sidewalks will be inspected on a five-year rotating schedule. Village crews will place a pink “X” painted on any section of sidewalk, curb or driveway in front of your home indicating repair and/or replacement is necessary. After marking is completed, and explanation of the markings, a copy of the required work, an estimated cost, and the options for doing the work will be sent to the affected resident. Owners may complete repairs using the city’s lowest bidding contractor or use a contractor of their choosing. First, the citizen could hire a contractor, who must obtain a permit within thirty (30) days of official notification from the Village, to do sidewalk, drive approach, and/or curbs. The contractor will then have thirty (30) days from the time the permit issued to complete the work. The contractor must post a performance bond which will remain on file with the Village for a period of 12 months. The contractor must also provide proof of insurance, listing the Village as an additional insured. This work must also have a pre-pour and a final inspection by a Village Administrator. The second option for the replacement or repair is to have a contractor that the Village hires to do the work. If the property owner fails to make repairs within the time specified in the notice, the Village Manager may cause the repairs to be made and may assess costs, including a charge of 25% of the expense for administrative overhead. The Village will then pay the contractor for the actual work to be completed and the citizen then may either pay the Village for the work or have that cost assessed to their property taxes. Before a resident goes through the process of selling their home, they should contact the Village to perform a pre-sale assessment of their sidewalks. If they choose to sell their property before this assessment is conducted, they may still be held responsible for the cost of making the necessary repairs to Village walk-ways. The Village contractor will then make these repairs and as previously noted, will send the cost to the homeowners, including a 25% overhead. Sidewalk and curb repair is a vital part of the Village of Yellow Springs and its residents should remember that the program not only ties into certain neighborhood pride, but community pride as well. If everyone does their part, improvements will be a lot easier. These repairs also save tax dollars long term, since the Village of Yellow Springs’ attention to sidewalk maintenance reduces liability insurance costs and also contributes to the aesthetics and safety for which the Village is recognized statewide. MEMORANDUM Yellow Springs Police Department ========================================================= To: Patti Bates From: Chief David S. Hale Reference: Requesting budget analysis Date: 10/20/14 ====================================================== POTENTIAL COST SAVINGS WITHIN YELLOW SPRINGS POLICE DEPARTMENT I was asked to examine three specific topics for possible cost savings and to consult with members of the police department for any additional cost savings that may be located. 1. Examine the cost of Yellow Springs’ membership in the ACE Task Force and weigh the benefits of membership. The cost of membership is $10,500.00 per year plus the cost of an officer, which would include wages and benefits. In return, the Yellow Springs Police Department has received from the ACE Task Force $271,178.29 from 2009 until September 2014. The received amount does not account for vehicles that have been seized and titled over to the Village of Yellow Springs for official use. Savings could only be realized by not participating in the Task Force and reducing staffing of the Police Department by one full time officer. Additionally, the Task Force concentrates on violations of law that effect Yellow Springs, all of Greene County and often surrounding counties, such as stolen property rings, auto theft rings, as well as drug trafficking rings and the accompanying law violations that occur when users commit thefts, burglaries and robberies to fund their drug purchases. This added in with the experience gained in Task Force work, such as methods of investigation, search warrant writing, large case trial preparation, conspiracy law, engaging in patterns of corrupt activity and others make the Task Force a great training ground for officers with potential for investigatory and supervisory positions. I suggest Yellow Springs continues its participation in the ACE Task Force and would suggest that withdrawing from the Task Force and staff reduction should only be considered under dire financial situations. 2. Examine the cost of the Yellow Springs’ Dispatch Center and any savings that may be realized by contracting to Xenia Police Department for dispatch services. I examined the figures offered in 2013 when the issue was also reviewed. I located a proposed contract by the City of Xenia submitted to the Village of Yellow Springs for dispatch services with projected costs through 2018. I also requested Melissa Vanzant run wages and benefits costs of the personnel assigned to the Dispatch Center in 2014. I reviewed a document that drew the conclusion in 2013 that having the City of Xenia take over dispatching services would save $225,000.00 a year. My review concludes a much smaller savings. Vanzant advised the total cost of wages and benefits for the Dispatcher Center in 2014 will be 248,728.49. There is an additional estimated cost of $20,000.00 a year for LEADS services, Greene County 9-1-1 and the license for Hyper-Reach. The cost quoted in 2013 to contract with the City of Xenia for dispatching services includes a $75,000.00 fee for capital improvement that could be raised at the end of the contract and $87,075.00 for dispatching services. 248, 728.49 Vanzant cost for wages in benefits 2014 +20,000.00 Other operating expenses (estimated) 268,728.49 Total Dispatcher Center costs for 2014 -75,000.00 Capital improvement cost per year -87,075.00 Contracted cost per year with increases each year $106,653.49 is the realized savings yearly of contracting for dispatch services. This figure would be offset if the Village Council wanted someone in the lobby on MondayFriday to man a “lobby window” giving directions, taking bonds for Mayor’s Court, issuing bicycle license, etc. The cost of wages and benefits for the person to man the “lobby window” would have to be subtracted from the projected savings. If Village Council desires to have a “lobby window” I project the cost savings to be approximately $60,000.00 a year. This amount is significant but their a grass roots efforts launched by citizens of Yellow Springs the last time the issue was reviewed, supporting continuing the localized Yellow Springs Dispatch Center. A possible solution may be to place on the ballot a levy of sufficient millage to fund the Dispatch Center. It appears a significant number of residents are soundly behind the existence of the Dispatch Center and by funding the Dispatch Center by an independent levy would free up $248,000 back into the general fund budget. 3. I was asked to review any cost savings that could be realized by switching cell phone carriers. I reviewed with Ken Metz the existing costs and costs of competitors to Sprint and there was no significant savings. 4. I was asked for any other possible savings. As the Yellow Springs Police Department is up to full staffing, I believe it is realistic to expect a drop in overtime costs in 2015. Training costs and overtime used to replace new officers in training was significant in 2014 and providing we retain our current staff, overtime should be reduced in 2015. 5. I am in favor of continuing to budget for a new vehicle each year providing funds are there for the purchase, but savings could be realized if we were to not fund a new police vehicle in 2015. Keeping the fleet up to date lowers repair costs and with the size of the fleet the Yellow Springs Police Department has, having two cruisers down for repairs at any one time can put a significant strain on the remaining fleet, causing the cars to be in service 24-7. Although the Police Department can operate without a new cruiser on a yearly basis, not purchasing a cruiser for consecutive years could result in having to purchase two cruisers in an single, upcoming year budget which could also be problematic. Gaunt Park Long-term Plan Village of Yellow Springs, Ohio Gaunt Park is located on West South College Street in the Village of Yellow Springs, Ohio. The park currently consists of a public pool (the only public pool left in Greene County) and 3 ball fields of various sizes. Currently, the ball fields are used minimally by the Yellow Springs High School team, the Perry League and the little league teams. The fields were restored this fall as part of capital improvements. In discussions with Jason Hamby, Parks Superintendent, we have determined several long- and shortterm goals for Gaunt Park. They are as follows. 2015 – Allow Dayton Pool Management to manage the pool operations, with general oversight of all operations by Jason Hamby and direct oversight by Samantha Stewart. This will allow Sam a learning curve in order to potentially take the operation back in-house in the 2016 season. Samantha will also form evening adult softball league (schedule to be worked out in conjunction with current users). We hope to start with two nights, 7 teams each night. Sam will be working over the next couple of months to get the program started and get umpires trained. We have people who have volunteered to help and already have several interested teams. Sam will also be contacting local food truck vendors to rotate through serving at the Park on different nights. 2016 – continue/possibly expand ball leagues and potentially take back operation of the pool. Sam should have completed her pool management certification by this time and be ready to take on the pool. Add small playground equipment to the area near the pool for younger children. 2017 –Install a small set of steps to the south of the pool up to the top of the sledding hill. Install several picnic tables toward the back of the area, leaving plenty of room for the sledding to continue. 2018 – Add charcoal grills to the picnic area and possibly a small concession stand near the ball fields. Once these improvements are made, Gaunt Park can potentially become an all-day destination for entire families. Ball tournaments can be held on weekends while the pool is open. Picnic area and playground equipment provide other family opportunities for food and recreation. Council of the Village of Yellow Springs Special Meeting Minutes Presentation from Candidates for Consulting Engineer/Architect on Design-Build Process for Water Treatment Plant In Council Chambers @ 6:00 P.M. Monday, October 27, 2014 CALL TO ORDER President of Council Karen Wintrow called the meeting to order at 6:00 pm. ROLL CALL Present were President Karen Wintrow, Vice President Lori Askeland, Gerry Simms, Brian Housh and Marianne MacQueen. Village Manager Patti Bates was present, as were Joe Bates, Water/Wastewater Supervisor, and Johnnie Burns Electric and Water Supervisor. PRESENTATIONS Bates introduced the presenters, explaining that the selection committee received a total of six responses and ranked each of these, resulting in the recommendation of the three current presenters. Each of the tree satisfied criteria for experience and engineering credentials. HNTB: The presenters consisted of Mark Rogge, PE, Project Lead; Sam Swanson, PE, Technical Manager; Justin Mason, PE, Project Engineer, and Lindsay Hassenauer, Process Design Engineer. The team presented their credentials, and described how each would interface with Village staff and with community. Rogge noted that he would work primarily with the construction side, and with ORC compliance. Swanson detailed his experience in design of filtration systems for groundwater with high levels of manganese and iron, and made recommendations regarding the filtration system in a new plant. He noted that he had previously worked through the permit-to-install process on a design/build plant in Ohio. Swanson briefly described the permitting process and how phases of that process would be completed concomitant with the building process to save time. Swanson delineated the quality control standard for the process, and noted integration of workshop discussions. Rogge highlighted the quality control features, particularly a web-based interactive tool. The team stressed that they would walk staff through every aspect of the process, through the first year of operations. MacQueen received detail regarding each member’s role with the Village. Housh asked for detail regarding the workshop process. Swanson stated that they would facilitate workshops with both staff and the public as needed. Simms asked the team how they would work with Bates. Rogge and Swanson both acknowledged that Bates would play a key role in the process. Responding to a question from Askeland, Rogge stated that the greatest risk for time and cost overrun is during the construction phase. Wintrow asked whether it was typical to have a person on the team whose forte is construction, and was told that this is becoming rarer. process. Wintrow received confirmation that HNTB would act as the Village’s agent throughout the entire 1 Joe Bates asked for specifics as to who would cover the structural, electrical and mechanical engineering aspects of the project and was told that those persons were located in the Indianapolis office. Planning Commission Chair Matt Reed asked whether a test run of the filter membranes would be required by OEPA, and was informed that there are software tools with predictive capacity such that a test period is not required. Wintrow asked whether the firm can adequately support the Yellow Springs project, given their size and number of other projects. Rogge assured her that HNTB has the capacity to handle the project diligently. Bates asked Rogge for a dollar amount, and was informed by Rogge that he is not permitted to give a fee based upon construction costs, but that he would estimate the cost at between 8 and 15% of the cost of the new facility for his firm’s fees, consultation through post-construction. Wintrow received confirmation that HNTB would be responsible for 30% of the design, while the design contractor would supply the remaining 70%. Burgess and Niple: Jeff Eilers, Project Manager described himself as the project engineer for the project, with 12 years of experience managing treatment facility projects. David Chaney would serve as the process engineer. Eilers noted that Design Build (D-B) carries varying levels of risk, dependent upon whether the Village decides upon a technically acceptable low price, or the best value approach. Eilers described guiding the Village through the scoping, RFP and construction phases as their service range. He identified Chaney as the person responsible for guiding the sizing and design layout for the plant. Bob Draper was identified as the design build leader. Ken Timko described two approaches possible. The first is Performance-based, and the other is Prescriptive-based proposals, The Performancebased approach takes control away from the “owner” except for matters of defining project parameters and price. The Prescriptive-based approach allows the “owner” greatest control and lays out the project the owner defines all areas of the project. Timko made a distinction between “technically acceptable low price” and “best quality” in seeking a D-B team. Timko described assisting the Village in determining which method and approach it desires, and showed a number of examples of structures built through B&N, and the methods used for each. Chaney described several different approaches to layout and to softening, and showed examples of plants constructed with those various approaches. Eilers stressed B&N’s experience in softening and design-build in his concluding remarks. Housh asked what the approach to the informational meetings would be, and was told that the smaller the group the more intimate the meeting style, and the larger the group the more information dissemination oriented the meeting. Housh received clarification from Chaney that B&N’s proposal would carry the Village through a final review. Housh asked whether the group had a recommendation for the Village regarding performance or prescriptive. Timko responded that a combination of the two would seem best. Chaney noted that permitting by OEPA would be necessary, and that there has been only one such plant built in Ohio. He noted that the prescriptive route would allow the Village greater latitude in having plans approved and be able to be changed if necessary, reducing risk for a design firm and likely drawing more candidates for that work. In response to a question from Simms, Chaney described his approach to treating “hardness”. 2 Askeland asked whether B&N would be available to the Village after week 23, when the Village would be ready to procure design-build services. Eilers responded that B&N would be available if the Village wanted to employ them past the 23 week mark. MacQueen asked Bates whether the RFQ had been clear as to what the Village wanted in terms of follow-up. Bates indicated that she had sent this information. B&N described a number of D-B plants, although none are located in Ohio. Wintrow received confirmation that the Village could chance the scope of the project as needed. Eilers was vague on the topic of at what point the firm would consider their job “done,” stating that this would be a point of negotiation. Simms determined from Chaney that his intention would be to work closely with staff—operators in particular. Chaney pointed out that what occurs to the waste stream heavily impacts the cost of the plant. Jerry Papania, Energy Board Chair determined from Bates that the process was between a statement of qualifications and a proposal. He asked B&N if they would be producing a capital cost assessment. Chaney responded that a response regarding capital cost could be forthcoming once a process is determined, noting that with a prescriptive approach B&N’s fees could not exceed 10% of the total cost, and with a performance approach the Village would set the not to exceed limit. Papania received confirmation that if selected, B&N would produce a detailed scope of work. Timkin responded to a further question that B&N has been involved in the design-build approach on a number of levels. Reed asked about discharge, given that the Village is so far upstream from the Miami River Basin. Chaney responded that the easiest solution would be membrane softening or lime. MacQueen received confirmation that ion exchange softening will not be eliminated, and that while the TDS limit had been discussed for reduction, that is now off the table. Hazen and Sawyer/LJB: Bret Casey presented information on the makeup of the team, stressing that their entire business is drinking water and wastewater treatment plants. He delineated some of the projects that H&S has been involved with locally. Casey stressed the firm’s competence around softening, and determining the best approach. Nicole Sadjak identified herself as the Project Manager, and stressed bringing the community in on discussions around softening—costs, environmental impacts and health impacts of each option—to determine the best approach for the Village. She noted that if a decision is made against softening, iron and manganese removal capacity would still need to be built into the plant. Sadjak recommended a citizen/staff task force for the purpose of working on key decisions during the preliminary design. Sadjak stressed the importance of properly considering the ramifications of softening choices as they will impact the Little Miami. Sadjak described the process as one of walking Council through whether to use fixed price or progressive design-build pricing, the use of bridging documents to assure clear communication/quality control, criteria for evaluation of proposals and finally, selection of contractors. Sadjak estimated a three month process for the above activities, with variation as to when the contractor enters the picture. Sadjak emphasized that the RFP has to be very specific and reflective of the intent and desire of the Village to function as it should. She estimated the entirety of the process at 12 months. MacQueen asked whether there would be any difficulty in obtaining permits for a design-build plant. Casey responded that discussion would be ongoing with the Technical staff to assure that documents are in proper order for permitting. 3 Sadjak commented that permitting agencies appreciate being brought in on projects early on in general, and opined that bringing OEPA in at the 30% stage would be beneficial to the process. Housh asked for detail around the softening evaluation process used for Englewood’s plant. Sadjak explained that a raw water analysis had been done first, then cost and staffing factors were considered for lime softening. She stated that there would be difficulty in retrofitting a portion of the plant. She responded to a follow up question that the public process was very fast. Eastman elaborated on the public process, stating that the design team would be informed as to citizen concerns and interests. Simms asked as to Eastman’s role in the process, and was told that he would be involved in the softening evaluation and in the public input portion as the Technical Adviser. Casey added that it would be determined how much of a role Eastman would play in the construction process. Askeland received elaboration regarding types of softening. She asked how far the firm’s oversight would extend. Sadjak responded that the firm would engage in training staff regarding proper operation of the plant. Casey gave an example of support Hazen and Sawyer had provided in training staff on operation of a new plant. Eastman elaborated upon the importance of a good Operation and Maintenance manual, pointing out that H&S provided the O&M manual for the water reclamation facility. Wintrow asked who would be the point person for permitting. Casey described this as a joint effort between the owner’s agent and the design-build team and something critical to delineate in the bridging documents. He noted that in the end, the responsibility for this lies with the D-B team, but that H&S would remain involved through this process. Wintrow received information regarding lobbying and other efforts on behalf of the design-build process in Ohio to the effect that the effort is ongoing. Bates asked for an estimate based upon involvement through construction management, assuming a 3.5 million dollar plant. Casey noted that the degree of initial involvement is critical to the overall fee. He stated that the approach would be to work closely with the Village to define the scope. He estimated that in past cases, with a low level of involvement, their fees have been as low as 5-6% of construction cost, and would rise from that point. He noted that correct selection of the design-build team would require less involvement from H&S through the construction phase, thus lowering cost. Casey noted that much of their past success on the engineering side was dependent upon a good relationship with the design-build team. Eastman broke down things that might need to be looked at during the construction phase, explaining that this is a significant cost factor if the village chooses a high level of oversight. Joe Bates asked for details regarding Hidden Lake, on which Hazen and Sawyer fulfilled the engineering side of the design-build project. The project comprised a total of 14 months, and Casey described the build as a successful example of a groundwater treatment facility. In response to a question from Bates, Casey stated that there was little public involvement, but that the permitting side of the equation was fairly involved. Wintrow thanked the team for their presentation. DISCUSSION Bates expressed disappointment that none of the teams gave an indication regarding cost estimates. She commented that B&N’s 2% estimate seemed to her to be unrealistic. The other two estimates were 8-15% for HNTB, while Hazen and Sawyer estimated a low end at 5%, with cost increasing as services are added. Wintrow asked Bates to follow up and obtain pricing costs. 4 Housh agreed with Simms that each entity should provide a list of deliverables. He stated his assumption that the village would like a team to take them through the final product. Bates agreed, stating that the end product tends to be better when the selected team sees the project all the way through construction management. Bates responded to a question from Housh, stating that if the team is working through construction management, they will also handle permitting. Bates voiced agreement with Eastman’s comment that it is during the construction phase that cost can escalate. She suggested that Council state their request to each of the teams regarding exactly what they desire from the design-build team, from inception through permitting and construction in order to get a closer cost estimate. Wintrow commented that HTNB described exactly what she had envisioned in terms of the level of involvement, and that Hazen and Sawyer was not far behind. Joe Bates stated that he saw every team as highly capable, and was not willing to state a a clear preference. Burns commented that he had missed HNTB’s presentation, but saw them as capable during his tour with them. Joe Bates then commented that he saw them as leading the pack. Burns asked Bates whether he was satisfied with Hazen and Sawyer’s work on the WRF’s Operations and Maintenance manual, which was completed as a subcontract for LJB’s work on the WRF’s reconstruction project. Burns commented that if the Village went with Hazen and Sawyer, they might leave Joe Bates out of the loop more. He commented that construction oversight does not need to be done by the D-B team, given that the Village crew is present and capable. Jerry Papania stressed that a detailed scope of work was necessary for each of the teams to be able to compare them equally. He commented that deliverables need to be a part of the RFP. He asked for a schedule of fees for different job classifications from each so that cost could be estimated by the Village. Reed agreed with Papania and commented that no one should be eliminated at this point, stating that his lead team was B&N for the reason that they have the greatest level of experience with permitting, and that errors in permitting would cost a great deal in cost overrun. He asked whether surveys would need to be done prior to assessing cost. Speaking from a professional perspective, Reed commented that each team would weigh risk against cost, with cost increasing as risk increases. Fixed fee will pay for the team to assume the risk and will cost more in the end, he opined. In response to a question from Simms, Reed stated that the time frames from each seemed reasonable, but noted that OEPA is not predictable in terms of permit issuance and could affect those timelines. Wintrow commented that HTNB was very specific about when permitting would occur, while B&N did not comment upon permitting at all in describing their 30-week process. Askeland asked Bates to write up a scope of work, given the incongruities in timelines by the presenters. Wintrow commented that she thought the RFQ would have covered the scope. Bates noted that the RFP asked for proposals for a 1MG/day plant with investigation into ionsoftening options and citizen forums. Wintrow asked that the scope of work go out to the three presenters Tuesday or Wednesday. After discussion, Council and Bates determined that the presenters should be able to respond to the scope in time for the information to be placed in the packet for November 17th. 5 Wintrow confirmed that the Village Manager will not be required to take the lowest bid, but will have to negotiate serially. ADJOURNMENT At 8:52 pm, MacQueen MOVED and Housh SECONDED a MOTION TO ADJOURN. The MOTION PASSED 5-0 ON A VOICE VOTE. Please note: These notes are not verbatim. A DVD copy of the minutes is available for viewing in the Clerk of Council’s office between 9 and 3 Monday through Friday. ______________________________ ______________________________ Karen Wintrow, President Attest: Judy Kintner, Clerk 6 Council of the Village of Yellow Springs Minutes In Council Chambers @ 5:00 P.M. Monday, November 3, 2014 CALL TO ORDER President of Council Karen Wintrow called the meeting to order at 5:04 pm. ROLL CALL Present were President Karen Wintrow, Vice President Lori Askeland, Gerry Simms, Brian Housh and Marianne MacQueen. Village Manager Patti Bates was present, as were Finance Director Melissa Vanzant, Jason Hamby, Streets and Parks Supervisor; Johnnie Burns, Electrical Supervisor, Joe Bates, Water/Wastewater Supervisor, and Interim Chief of Police David Hale. BUDGET SESSION (Enterprise and Capital Funds) Enterprise Funds: Wintrow let those present know that Council would need to go into Executive Session at the end of the budget session to discuss matters of financing related to the Water Plant. Wintrow introduced the budget session, and turned the meeting over to Finance Director Vanzant. Vanzant stated that the session would cover projected fund balances for all of the funds, which provides a picture of how the Village will begin 2015 in terms of finances. Vanzant noted that the Enterprise Funds are all on track to close out the year ahead of projected balances. Some of the projected ending balances are lower than what Vanzant considers optimal, although all are slated to end in the black. She stated that she and Bates have been working on solutions to the projected 2015 deficits in both Solid Waste and Sewer, which shows Solid Waste as straying well into the red. Vanzant went through the savings achieved in each of the Enterprise Funds for 2015, noting that the Village Manager’s requested 3% was “blown away” by each department. She noted that Council is only seeing operational costs for each of the budgets. Wintrow asked for a brief review of each fund. Vanzant noted that revenues for the Electric Fund would be lower, but would be accompanied by decreased expenditures. She noted that revenues will show higher in the Electric Fund by about $67,000 for 2013-2016 due to the Bryan Center Bond repayment from the General Fund. Responding to a question from Wintrow, Vanzant noted power costs, line clearing, insurance and equipment maintenance as the highest of the operating cost lines. Vanzant noted savings for 2015 in the Electric Fund at 17%. She responded to Wintrow that this was not a fund considered by herself and Bates for special attention at present, and stated that rather than a projected loss of over a million dollars, the Electric Fund would run a deficit of about $530,000 for 2014. Askeland asked Vanzant to provide information at a later date regarding what a healthy fund balance would be for the Electric Fund. Bates responded that Burns has a plan for yearly costs which would maintain equipment more regularly and would track needed operations. Bates noted that she has been in touch with RCAP regarding a rate-study. Vanzant moved on to the Water Fund, commenting that due to the water conservation necessary in June and July (because of the water plant filter situation) the increase in cost (15%0 basically just offset that situation. 1 The Water Fund will exceed revenue by a fair amount, given the filter rebuild. 2015 projections assume water rates will remain the same. Both Water Treatment and Water Distribution were able to cut their budgets by at least 3%. Vanzant noted that the Water Fund will need to be examined for purposes of supporting projects slated for the Water Fund over the next two years. Regarding the Sewer Fund, Vanzant noted Vernay had made a significant payment to the Village for about $60,000, which leaves the ending balance at about $203,000. This is the case because Vernay runs their contaminated water through the WRF for treatment, resulting in sewer charges. Vanzant pointed out the two departments in the Sewer Fund, Treatment and Collection, noting that the WRF plant upgrade has resulted in lowered cost. Sewer revenues were also affected negatively by the water filter issue this past summer. Vanzant pointed out that the 2015 projection without any intervention shows the sewer fund dipping into revenues by about $130,000 just for operations. Vanzant explained the proposal she and Bates have come up with, which would require changing the ordinance which establishes the “readiness to serve” charge. Presently, that ordinance allows each customer their first 1000 gallons of each month without charge. The proposal is to remove that stipulation such that all sewer use is charged to each customer each month. Water rates, she pointed out, are charged without any stipulation for free use. Vanzant stated that this change would result in approximately an additional $114,000 per year. Council expressed support for the change, and asked that legislation be brought to the next meeting. Bates noted that she could include the Solid Waste amendment at the next meeting as well. Askeland cautioned that these changes are positive but will not bring the funds into the black, noting that a rate study is still needed. Vanzant presented the Solid Waste Fund information, noting that the fund is a simple cost-out, revenue-in fund. Vanzant discussed the proposal for a new solid waste fee structure, which did not include the fuel surcharge. Her suggestion was a 15% increase in the base rate across the board. This would result in an annual revenue increase of $29,000. Askeland received clarification that surcharges are passed directly to consumers as a part of the per unit price. Council expressed approval for the proposal, and Bates stated that she will bring legislation to the next meeting. Bates responded to a question from Wintrow, stating that she will begin work on solid waste collection bids in April, for a new contract beginning in August. Vanzant noted that payment for the VAC truck is to be made November of 2014, rather than January of 2015, which will show up as a cost overrun in the sewer department for 2014. Capital Funds: Vanzant noted that in addition to being instructed to cut operational costs by a minimum of 3%, supervisors were instructed to be prepared to justify any capital request extensively. Bates complimented her staff for cutting costs to a greater extent than requested. Bates pointed out capital expenditures in the Water Fund which will need to be funded in 2015. The first is funding the Water Plant Consultant position, and the second is phase one of the water loop completion project. Phase one, loop completion will run about $805,000, but carries with it a $400,000 grant, for an approximate cost of $405,000. 2 Bates estimated cost for the consultant in the neighborhood of $400,000, and suggested therefore that Council transfer $800,000 into the General Fund to cover these projects. Vanzant stated that the Village would begin 2015 with a 1.7 million dollar balance in the General Fund. Once funds are taken out for water and sewer projects, and for operations (as previously discussed) to the tune of $305,000. This would leave $600,000 in the General Fund. Vanzant responded to a question from Wintrow, stating her opinion that a 5% balance in the General Fund is considered acceptably safe. Bates stated that she had contacted OPWC regarding delaying the bottleneck project, and had received confirmation that the Village can do this, but that doing so might affect receipt of future grants for the Water Plant, since the Village had failed to adhere to its stated timeline. Council, Bates and Vanzant discussed a requested cruiser (PD), the Library roof replacement and a drywell project, (which have been encumbered for 2014), a backhoe (Hamby), and the Sutton Farm project. Bates noted that she, Hamby and Burns have an alternative plan to add lean-to’s to the sides of the salt bin for storage in the event that a building cannot be constructed. The more favored plan is to obtain a pre-fab building from Menards, with a significant amount of labor to be accomplished by Village crew. Burns stated that they do have an architect willing to stamp the drawings so that a contractor can be found to erect the barn. Burns noted that this would eliminate the concrete pad and insulation, as well as any crew quarters. He estimated total cost at about $50,000. Bates advocated strongly for crew quarters which would have showers and laundry facilities, given regular staff encounters with raw sewage. Simms restated the project at a total of about $62,000. Housh suggested being creative regarding where the funds can be released from. Bates noted that the Village is considering whether or not to utilize its one-year option with Dayton Pool Management or whether to bring operations back in-house. Bates clarified that both the pool and the vending structure would continue to serve patrons of the park and pool. Regarding Ellis Park improvements, Bates stated that there is potential donor for the cost of the proposed bridges, and that further information is pending. Hamby presented justification for hosting ball teams at Gaunt Park and for putting up fencing and a warning track for safety reasons. There was further discussion regarding this proposal, with Council tentatively approving of further exploration of the plan. Hamby justified sandblasting and repairing the pool, noting that cost is material only. He presented a proposal for replacing chunks of concrete with aggregate for safety along the edge of Ellis Pond. Council discussed purchase of a new cruiser, finally asking Chief Hale to return with information as to what portion of the funds for this can come from FOJ. Hamby justified the need for a new backhoe, addressing question sform Council regarding feasibility of restoring the existing backhoe or purchasing used equipment. After ascertaining that the funds were previously approved for this purchase, Council approved the purchase. This will consist of two payments, of which a large portion of the first payment can come out of the State Highway Fund. 3 Council discussed the Greenspace Fund. Wintrow noted that there is currently $25,000 in the Greenspace fund allocated for work with Tecumseh Land Trust for their invasive species removal project. Wintrow advocated not putting in $25,000 for 2015. Krista Magaw from Tecumseh Land Trust commented that she is looking forward to getting back on track with wellhead protection and setting those as priorities. She noted that she will have a bundle of properties ready for Clean Ohio funding for 2015. Council as a whole agreed not to allocate $25,000 for 2015. Wintrow asked Vanzant to look into the process needed to transfer funds out of the Enterprise Fund and into the General Fund. EXECUTIVE SESSION At 6:55 pm, MacQueen MOVED and Simms SECONDED a MOTION TO ENTER EXECUTIVE SESSION For the Purpose of Discussion of Water Plant Consulting Engineer Candidates. The MOTION WAS APPROVED 5-0 BY ROLL CALL VOTE. At 7:10 pm, Housh MOVED and Askeland SECONDED a MOTION TO Exit Executive Session. The MOTION PASSED 5-0 ON A VOICE VOTE. ANNOUNCEMENTS MacQueen announced that Community Solutions had received their requested grant for a You Tube channel dealing with climate change and energy issues. MacQueen announced a Climate Action group meeting at 7:30 Tuesday. MacQueen announced a Community Solutions conference for the coming weekend regarding climate issues. MacQueen thanked the Village Crew, John Eastman and Bill Bebko for designing and building the beaver flow device at Glass Farm. Askeland reminded citizens to vote. Housh thanked attendees of the recent Policing Forum, reporting about 70 participants. He noted a great job by Village Mediation. 17th. Wintrow announced a swearing in ceremony at Miami Township Fire Rescue set for November Wintrow announced a December 5th Planning and Zoning workshop put on by Miami Valley Planning and Zoning. REVIEW OF MINUTES Review of the Minutes of October 20, 2014, Regular Meeting Minutes. Simms MOVED and Housh SECONDED a MOTION TO APPROVE the Minutes as amended. The Motion Passed 5-0 on a Voice Vote. REVIEW OF AGENDA Housh added a nomination for an open HRC Seat. Wintrow moved the discussion regarding the Water Plant Consultant up to follow P&C. PETITIONS & COMMUNICATIONS Askeland reviewed the communications received. The Clerk will receive and file: Treasurer’s Report Brian Housh re: “Next Century Cities” Laura Curliss re: Issue 13 4 Askeland delineated the included Treasurer’s Report. Simms MOVED and Housh SECONDED the MOTION TO ACCEPT THE TREASURER’S REPORT. The MOTION PASSED 5-0 on a voice vote. OLD BUSINESS Update on Water Plant Process. Wintrow introduced the topic, explaining the Criterion Engineer process for a design-build plant. She noted that this process was chosen because the project moves faster than other feasible processes. Bates explained that the RFQ process requires that only one firm can be negotiated with at a time, and if the first is not selected, the second is approached. If no agreement is made, the process must begin again. She noted that the initial selection committee included Joe Bates, Karen Wintrow, Gerry Simms, Johnnie Burns, Scott Strahley from Ohio RCAP and Bates. MacQueen presented her rankings, noting that her decision was based upon the written proposals, the presentation and Staff opinion. She selected HNTB, then Hazen and Sawyer, then B&N. Housh stated that it was significant to him that Hoe Bates had commented that he could work with any of the selected firms. He ranked them as follows: HNTB; Hazen and Sawyer, then B&N. He stated that he weighed the presentations heavily. Simms ranked: HNTB; B&N then Hazen and Sawyer. Askeland: HNTB, then Hazen and Sawyer, then B&N. Wintrow commented that while all were highly qualified, HNTB seemed to have the greatest comfort level with design-build, and had presented the most complete scope of work. She ranked as follows: HNTB, then Hazen and Sawyer, then B&N. Bates: HNTB, then Hazen and Sawyer and B&N in a tie. Joe Bates: Hazen and Sawyer, then HNTB, then B&N. Burns: HNTB; B&N then Hazen and Sawyer. Macqueen MOVED to direct Bates to begin negotiations with HNTB as Water Plant Consultants. The MOTION PASSED 5-0 on a voice vote. PUBLIC HEARINGS AND LEGISLATION First Reading of Ordinance 2014-23 Amending Sections 274.02 and 274.03 of the Environmental Commission Regarding Membership and Powers and Duties. Simms MOVED and Housh SECONDED a MOTION TO APPROVE. Village. MacQueen noted the only real change was that one member could work but not reside in the Wintrow OPENED THE PUBLIC HEARING. There being no comment, Wintrow CALLED THE VOTE, and the MOTION PASSED 5-0 on a ROLL CALL VOTE. Wintrow recused herself from the proceedings for the Library Bid Resolution. Reading of Resolution 2014-56 Accepting a Bid for Construction of the Library Roof. MacQueen MOVED and Housh SECONDED a MOTION TO APPROVE. Askeland CALLED THE VOTE, and the MOTION PASSED 4-0 ON A VOICE VOTE. Wintrow rejoined the proceedings. CITIZEN CONCERNS 5 Tim Barhorst, member of CAP and of Springs Net. Barhorst urged Council to join Next Century, in an exhaustive presentation on the benefits available from this group. He noted that Council would need to formally agree to the principles stipulated by Next Century. Housh suggested passing a resolution, and Council agreed to this approach. Isaac Delamatre stated concern that the Village committee assisting in the hire for the Police Chief includes only one citizen of the Village, and that he was concerned that the committee would not have the input of the participants of the Policing Forum. Bates countered that there were in fact four citizens on the committee, and that all members of the Chief Hiring Consultation Committee had been requested to attend the forum. She named the citizen members of the committee as John Gudgel, Leslie White, TJ Turner and Aaron Saari. Wintrow noted that the results of the forum or community discussion will need to be brought to Council for discussion there, and observed that while a forum can provide valuable perspective and input, it cannot determine policy, hence the need for a Council discussion. Housh responded that HRC has prepared materials for a presentation and could be ready for the November 17th meeting. Bates noted that there are two Council members, two Village staff members, two members of the Police Department, four citizens, Mayor Foubert, and an outside professional on the committee. MacQueen asked Wintrow for clarification regarding her earlier statement. Wintrow clarified that in her opinion, the discussion had been valuable but was limited in that there were constituencies not represented in the forum, such as members of the Police Department. She suggested consideration regarding who should be present at those Council discussions. Askeland expressed agreement with Wintrow, making a distinction between a public discussion and a policy review, and commenting on the value of the forum as a public discussion. SPECIAL REPORTS There were no Special Reports. NEW BUSINESS HRC Nomination. Housh and MacQueen expressed support for candidate Steve MacQueen, whom they both interviewed for HRC membership. MacQueen MOVED THE NOMINATION OF STEVE MACQUEEN TO HRC. Housh SECONDED and the MOTION PASSED 5-0 on a VOICE VOTE. MANAGER’S REPORT Bates delivered her report as follows: The AVM Search Committee will be conducting interviews over the next two weeks. Bates arranged for a public meet and greet on November 20th, and Council will not meet with the candidate for separate interviews. The Police Chief application period was open until October 31. The Selection Committee is scheduled to begin review of the applicants this week. The Meet and Greet for the Police Department is at 5:00 P.M. on Monday, November 17, prior to the 6:00 Council budget session and meeting. Members of the Police Department will be on hand in Rooms A&B to meet the public and introduce themselves. There has been some discussion of enacting legislation on a hotel tax. Bates’ recommendation is to Council is that we delay enacting that legislation until the hotel is open and somewhat established. The legislation can always be enacted later, if Council chooses. 6 CLERK’S REPORT The Clerk updated Council regarding upcoming Board and Commission vacancies as follows: Planning Commission: 2 seats are available as of 12/31/14, one is Township. BZA: One seat is open as of 12/31/14 CAP: One seat open as of 11-19-14 HRC: One seat open as of 11-08-14 The Clerk noted that there are still four open seats for the Charter Review Committee. Bates responded to a question pertaining to the Legal RFQs, stating that six firms have been submitted to Council for their review, with copies to the Clerk for public availability. She asked Council to read through these, and that the selection will follow selections for the Water Plant Consultant. The ranking process will be similar to that of the Water Plant Consultant. Bates stated that she was pulling together an estimate of billable hours for comparison purposes. She affirmed that she would be completing reference checks on both the firm and the lead attorney. FUTURE AGENDA ITEMS Ordinance 2014-23 Second Reading Ordinance Amending Solid Waste Rates Resolution Accepting Principles of Next Century Cities Hotel Excise Tax Discussion HRC Presentation on Policing Forum Resolution 2014-55 Authorizing the Village Manager to Contract with (TBD) for Consulting Engineer Services on a Design Build Water Plant Ordinance Amending Tap-In Fees Project Schedule Review Skatepark Timeline Budget Session: Entire Budget Review 11/17 (6pm) First Reading of 2015 Budget: 12/1 Second Reading and Public Hearing of 2015 Budget: 12/15 Review of CEDA Agreement with Miami Township re: CBE (January) Flour/Sugar Resolution (Nov. 17) Streamlining Commission Language ADJOURNMENT At 8:50 pm, Housh MOVED and Simms SECONDED a MOTION TO ADJOURN. The MOTION PASSED 5-0 ON A VOICE VOTE. Please note: These notes are not verbatim. A DVD copy of the minutes is available for viewing in the Clerk of Council’s office between 9 and 3 Monday through Friday. ______________________________ ______________________________ Karen Wintrow, President Attest: Judy Kintner, Clerk 7 VILLAGE OF YELLOW SPRINGS, OHIO ORDINANCE #2014-23 AMENDING SECTIONS 274.02 MEMBERSHIP AND 274.03 POWERS AND DUTIES OF TITLE EIGHT – BOARDS AND COMMISSIONS OF PART TWO – ADMINISTRATIVE CODE OF THE CODIFIED ORDINANCES OF YELLOW SPRINGS, OHIO, AND DECLARING AN EMERGENCY Whereas, in 1971, Council for the Village of Yellow Springs established an Environmental Commission for the purpose of the conservation and improvement of the environment; and Whereas, the Council for the Village of Yellow Springs adopted Ordinance 2011-34, which amended the membership requirement of the original ordinance; and Whereas, Village Council again wishes to amend Section 274.02 to better address the needs of Commission with regard to membership; and Whereas, Council wishes to change gendered language contained in the Powers and Duties section 274.03. NOW, THEREFORE, THE COUNCIL FOR THE VILLAGE OF YELLOW SPRINGS, OHIO HEREBY ORDAINS THAT: Section 1. Existing Section 274.02 Membership of Chapter 274 Environmental Commission of the Codified Ordinances is hereby amended. Section 2. The amended Section 274.02 is hereby enacted to read as follows: 274.02: MEMBERSHIP The Environmental Commission will consist of five members to be appointed by Council. One member shall be a member of Council, appointed to serve at the pleasure of Council. Four members shall be appointed for three-year terms. At the outset, two members shall be assigned two-year terms, and two members shall be assigned three-year terms, after which all terms shall be three years in duration. Of the four members, one member can reside within Miami Township, and another may be a non-resident employed within the Village. Each member of the Commission shall demonstrate experience and/or education in the area of environmental sciences, environmental advocacy, environmental health or public environmental policy. The Commission shall select its own Chairperson annually. In the event of the death or resignation of any member, a successor shall be appointed by Council to serve for the unexpired period of the term for which such member has been appointed. A majority of members shall constitute a quorum. Page 1 of 2 Section 3. The amended Section 274.03, sections (a) and (c) are hereby enacted to read as follows (a) Advise Council on matters affecting the preservation, development and use of the natural and constructed features and conditions of the Village insofar as beauty, quality, biological integrity and other factors are concerned. In addition, the Environmental Commission shall advise Council on any major threats posed to environmental quality which may result from human activities and developments. (c) Conduct studies, surveys and inventories of the natural and constructed features within the Village and such other studies and surveys as may be necessary to carry on the general purposes of this chapter; Section 4. This ordinance is hereby declared to be an emergency measure immediately necessary to preserve the public interest and for the health, safety and welfare of the citizens of the Village, and more specifically to permit this body to begin its important work on behalf of Council and the Village as expediently as possible. In the public interest of the Village, this ordinance shall be in effect upon its adoption by Council. ________________________________ Karen Wintrow, Council President Passed: Attest: ____________________________ Judy Kintner, Clerk of Council ROLL CALL Karen Wintrow____ Gerald Simms____ Lori Askeland ___ Brian Housh___ Page 2 of 2 Marianne MacQueen____ VILLAGE OF YELLOW SPRINGS, OHIO ORDINANCE 2014-25 AMENDING SECTION 1048.05 (a) OF CHAPTER 1048 –SEWERS AND SEWAGE- OF PART TEN – STREETS, UTILITIES AND PUBLIC SERVICES CODE – OF THE CODIFIED ORDINANCES OF THE VILLAGE OF YELLOW SPRINGS, OHIO AND ENACTING IN LIEU THEREOF NEW SECTION 1048.05 (a) – SERVICE CHARGES. THE VILLAGE COUNCIL OF THE VILLAGE OF YELLOW SPRINGS, OHIO HEREBY ORDAINS: Section 1. That section 1048.05 (a) of Chapter 1048 –Sewers and Sewage – of Part Ten – Streets, Utilities and Public Services Code – of the Codified Ordinances of the Village of Yellow Springs, Ohio be repealed. Section 2. That a new section 1048.05 (a) – Service Fees, being part of Chapter 1048 of Part Ten of the Codified Ordinances of Yellow Springs, Ohio be enacted to read as follows: (a) Each customer connected to the Municipal water system within the Village shall pay a monthly sewer service charge which includes a readiness for service charge (RFS) based upon the customer’s water meter size and a sewer charge for each 1,000 gallons of usage. Effective Date: RFS Rate Per Month Consumption Charge Per 1,000 Gallons January 1, 2015 $11.80 $5.70 Section 3. This ordinance shall take effect and be in full force at earliest period allowed by law. Karen Wintrow, President of Council Passed: Judy Kintner, Clerk of Council Roll Call: Karen Wintrow Marianne MacQueen Lori Askeland __ Brian Housh Gerald Sims VILLAGE OF YELLOW SPRINGS, OHIO ORDINANCE #2014-26 AMENDING SECTION 1060.06 SERVICE CHARGES OF; CHAPTER 1060-STORAGE AND COLLECTION OF GARBAGE AND OTHER SERVICES;OF TITLE SIX-OTHER PUBLIC SERVICES; OF PART TEN-STREETS, UTILITIES AND PUBLIC SERVICES OF THE CODIFIED ORDINANCES OF THE VILLAGE OF YELLOW SPRINGS, OHIO Whereas, the Village has a contract with Rumpke Waste, Inc. for solid waste rates and yard waste collection as authorized by Ordinance 99-08; and Whereas, due to the high cost of fuel an additional fuel surcharge will be billed to each customer; and Whereas, current charges will fail to meet the financial obligations of current rates charged by Rumpke and the fuel surcharge cost associated with providing said service; and Whereas, it is Village Council’s intent to amend solid waste rates to meet the aforementioned financial obligations. NOW, THEREFORE, THE COUNCIL OF THE VILLAGE OF YELLOW SPRINGS, OHIO HEREBY ORDAINS THAT: Section 1. Section 1060.06(b)(1) shall be amended to read: Charges: (1) The base charges for the collection and disposal of garbage refuse and/or recyclables shall be in accordance with the following monthly rate schedule. (Note: The references to quantities below are exclusive of the supplemental volume of bulk items from residential premises and of the volume of recyclables from recycling bins provided to all customers.) Monthly Charge per Volume of Garbage Collected Weekly Effective 01/01/15 Not more than 35 Gallons 11.96 Not more than 150 Gallons 26.22 Not more than 270 Gallons 40.48 Not more than 65 Gallons 13.11 Not more than 180 Gallons 27.37 Not more than 300 Gallons 41.63 Not more than 120 Gallons 14.26 Not more than 240 Gallons 28.52 The fuel surcharge will be adjusted on a monthly basis based on the Department of Energy’s Energy Information Administration (DOE/EIA) highway diesel price index reading for the Midwest region on the last Monday of the month. A fuel surcharge will be added to the monthly rates in accordance with the attached fuel surcharge table. (See attached). Section 2. Section 1060.06(b)(5) shall read: The Village Manager is authorized to provide for the occasional collection of extra containers from householders and commercial operators on the basis of a “container charge” of two dollars for each yard waste bag and one dollar and twenty-five cents for each extra trash sticker. The Village Manager shall provide the rules. This shall include a monthly yard waste program. Section 3. This ordinance shall take effect and be in full force at the earliest date permitted by law. ________________________________ Karen Wintrow, President of Council Passed: Attest: _____________________________ Judy Kintner, Clerk of Council ROLL CALL Karen Wintrow ____ Lori Askeland ____ Marianne MacQueen ____ Gerald Sims ____ Brian Housh ____ VILLAGE OF YELLOW SPRINGS, OHIO RESOLUTION 2014-57 Approving the Annual Distribution of Flour and Sugar WHEREAS, residents of Yellow Springs enjoy the benefits of Gaunt Park as a result of the generosity of Wheeling Gaunt, and WHEREAS, a condition of his gift of the aforesaid park land to the Village was that a part of the earnings from use of that land be set aside to buy and distribute flour and sugar to widows, and WHEREAS, on November 19, 2012, Council voted to include Widowers in this behest, and WHEREAS, as the holiday season approaches and we think of ways we can share our love and concern for all members of this community, it is fitting that we honor the memory of Wheeling Gaunt and the spirit of his gift in the manner he intended, NOW, THEREFORE, THE COUNCIL OF THE VILLAGE OF YELLOW SPRINGS, OHIO HEREBY RESOLVES: Section 1. The Village Manager is hereby authorized and directed to procure the traditional supplies and distribute them as stipulated in the deed for Gaunt Park and as expanded by Council in 2012. Section 2. The expenditure of up to $3,000.00 from the Parks Widows Fund #9021703-54102 is hereby authorized, as provided in the Village's annual appropriations. ____________________________________ Karen Wintrow, President of Council Passed: Attest: ___________________________________ Judy Kintner, Clerk of Council Roll Call: Wintrow__ Askeland _____ Housh__ Simms____ MacQueen__ VILLAGE OF YELLOW SPRINGS, OHIO RESOLUTION NUMBER 2014-58 Accepting the Principles Promulgated By Next Century Cities and Authorizing the Village Manager to Further Explore Partnering with Next Century Cities WHEREAS, the Village has committed to exploring municipal broadband to provide better and more equitable Internet services for its citizens, and WHEREAS, innovative municipalities are recognizing the importance of leveraging gigabit-level Internet to attract new businesses & create jobs, improve health care & education and connect residents to new opportunities., and WHEREAS, Next Century Cities is a bipartisan nonprofit organization that supports communities across the country and their elected leaders in seeking to ensure that all have access to fast, affordable and reliable Internet, and WHEREAS, Next Century Cities focuses on elevating the next-generation network conversation and provides access to resources, advice & tools to develop effective broadband Internet networks that yield community benefits, and WHEREAS, the Village can benefit from affiliation with other municipalities that are pursuing strategies to prosper and compete in the 21st century, and WHEREAS, the interests and values of the Village are aligned with the Next Century Cities Principles outlined below: 1. 2. 3. 4. 5. 6. High-Speed Internet is Necessary Infrastructure The Internet is Nonpartisan Communities Must Enjoy Self-Determination High-Speed Internet is a Community-Wide Endeavor Meaningful Competition Drives Progress Collaboration Benefits All NOW, THEREFORE, THE COUNCIL OF THE VILLAGE OF YELLOW SPRINGS, OHIO HEREBY RESOLVES THAT: Section 1. The Village accepts the Next Century Cities Principles, which effectively makes Yellow Springs a member of Next Century Cities. Section 2. The Village Manager is hereby authorized to further explore partnering with Next Century Cities. ________________________________________ Karen Wintrow, President of Council Passed: Attest: __________________________________ Judy Kintner, Clerk of Council Roll Call: Wintrow ____ Askeland ____ Housh ____ Simms ____ MacQueen____ VILLAGE OF YELLOW SPRINGS, OHIO RESOLUTION 2014-59 AUTHORIZING THE VILLAGE MANAGER TO SOLICIT QUOTES FOR IMPROVEMENTS TO THE VILLAGE SKATEPARK WHEREAS, the Village of Yellow Springs desires to make improvements to the Village Skatepark located at the John Bryan Community Center; and WHEREAS, the Section 206.01 of the Codified Ordinances of Yellow Springs Ohio requires that contracting for products or services in excess of $15,000 in value must be part of a competitive bidding process outlined in Section 206.01; and WHEREAS, the estimated costs of said improvements exceeds $15,000. NOW, THEREFORE, THE COUNCIL FOR THE VILLAGE OF YELLOW SPRINGS, OHIO HEREBY RESOLVES THAT: Section 1. The Village Manager is authorized to solicit quotes in accordance with Section 206.01 of the Codified Ordinances of Yellow Springs Ohio for improvements to the Village Skatepark. Section 2. This Resolution shall become effective immediately upon its adoption. __________________________________ Karen Wintrow, President of Council Passed: Attest: _____________________________ Judy Kintner, Clerk of Council ROLL CALL: Karen Wintrow ____ Lori Askeland ____ Brian Housh ____ Marianne MacQueen ___ Gerald Simms_____ REQUEST FOR QUOTE Project: Yellow Springs Skate Park Improvements, John Bryan Community Center Owner: Village of Yellow Springs, County of Greene, Ohio Date: November 18, 2014 Quotes due: 12:00 Noon, Wednesday, December 3, 2014 Quotes are requested for the above referenced project. Quotes shall be submitted to the attention of Ms. Patti Bates, Village Administrator at Village Administration Building, 100 Dayton Street, Yellow Springs, Ohio 45387 until the time and date referenced above either by delivery, mail, or email [email protected]. Call 937.767.1279 to confirm receipt if by email. Any questions can be addressed to Joyce Bond, CT Consultants, Inc. at 440-530-2339. Yellow Springs is a small town with a population of about 3,600 located approximately 20 miles east of Dayton, Ohio. Yellow Springs is a culturally diverse, open, friendly and creative community. Discovered around 1800, the area was popular for those seeking the curative waters of the Yellow Spring. Home to Antioch College and Antioch University Midwest, the village is a unique mix of rural and urban, with a thriving downtown and eclectic neighborhoods surrounded by farms and orchards. The streets are lined with an eclectic assortment of shops, galleries and restaurants. Rich visual and performing arts abound in this vibrant community of artists. Yellow Springs hosts festivals, art openings, theatre, live music and is surrounded by extensive recreational attractions. This project consists primarily of the purchase and installation of Phase 1 improvements for the existing skate park. Additionally, the designer/supplier shall provide an overall Master Plan for the approximate 11,000 s.f. existing concrete pad and indicate what obstacles will be provided for the Phase 1 budget. The Master Plan should be a unique design that reflects the artistic focus of the local community and would appeal to the Public Art Commission which will be involved in the choice of design. The Master Plan obstacles should include a variety of experiences that appeal to a range of ability levels. The design area for the Master Plan is defined by the existing pad, but the edge of the pad may be changed, cut, and extended where shown to incorporate future phase obstacles that might best be located at the edge, for example the quarter pipe, bent penny, and walls. For this Master Plan, it is assumed that the park will be a hybrid and that future phase work will include some poured in place elements. Based on the skate park area available and excluding the cost of the Phase 1 items, the future Master Plan construction budget is assumed to be $120,000. Phase 1 is the first step in what the Village sees as ongoing improvements to the skate park. The final product will be a hybrid park that includes surface mounted obstacles and poured in place structures. This phase may be constructed with above ground modular structures OR with poured in place concrete. These structures can be constructed of various materials as outlined in the material specifications. The designer/supplier may submit multiple quotes. The obstacles desired for Phase 1 have been defined by the community and are shown in the sketch included in the attached equipment layout. The 6 obstacles are listed below and shown in their order of priority as ranked by the Village: 1. Long quarter pip with circle coping, 20’long by 4.5’ high by 4’ wide 2. Long grind box, with square rail, 15’ long by 1.5’ high by 5’ wide 3. Kickers ( 2 total), 3,5’ high 4. Long flat rail, ground mounted, 15’ long and 1.5’ high 5. Combination bank, flat with flat rail and bank’ 20 to 25’ long by 4’ high by 6’ wide 6. Long quarter pip with circle coping, 20’long by 4.5’ high by 4’ wide The number of obstacles shall be determined by the total cost which shall include shipping and taxes and shall not exceed $35,000. These obstacles should be placed strategically within the Master Plan. The designer is encouraged to utilize texture, color and/or forms in the design to provide visual appeal. The bidder shall deliver all materials, construct the obstacles and install the same in place. The Contractor shall submit proof of liability insurance and workers compensation insurance prior to execution of a contract. Minimum amount shall be $2,000,000.00 per Occurrence and $4,000,000.00 General Aggregate for both Auto and General Liability with Per Project Limits endorsement. The Owner and CT Consultants, Inc. shall be named as additional insureds. The General Conditions of the contract shall be "Standard General Conditions of the Construction Contract" (C-700, 2007 Edition), prepared by "Engineers Joint Contract Documents Committee". The completion date is Friday, May 1, 2015. Liquidated damages are $100.00 per day. See attached for: Proposal Forms Minimum Material Specifications and Preferred Equipment Site Inventory Report Project: John Bryan Community Center Skate Park Rehabilitation Phase 1 Improvements Owner: Village of Yellow Springs, County of Greene, Ohio Quotes due: 12:00 Noon, December 3, 2014 The undersigned hereby agrees to furnish all the services, labor, materials, and equipment necessary to complete the work according to the Request for Quote and to accept as full compensation the lump sum or the unit prices specified serving as deduct or extra compensation rates. Submitted by, Firm, Corporation, or Individual Officer's Name and Title (typed) Telephone Number Street Address Officer's Signature Fax Number City, State, Zip Code Date E-Mail Address I:\2014\14639\SPEC\Request For Quote.Doc 15ft 5ft A2 4ft 1 1/2ft 4ft 4 1/2ft YELLOW SPRINGS SKATEPARK 4 1/2ft 20ft 20ft A3 5ft 3 1/2ft 3 1/2ft 1 1/2ft A1 A4 A6 15ft 6ft A5 20-25ft TECHNICAL DATA Yellow Springs Public Art Commission A1 A2 A3 A4 A5 A6 - A.J. Warren 20ft-L [4 ½ ft-H] 4ft-W (LONG QTR PIPE W/CIRCLE COPING)Created By: 15ft-L [1 ½ ft-H] 5ft-W (LONG GRIND BOX, SQ RAIL) Date: 9/10/2014 NOT TO SCALE 3 ½ ft-H (2 TOTAL KICKERS, GAP IN-BETWEEM) 15ft-L [1 ½ ft-H] (LONG FLAT RAIL, ANCHORED INTO GROUND) 6ft-W [4ft-H] 20-25ft-L (BANK,FLAT,BANK, W/FLAT RAIL) Yellow Springs Skatepark Upgrade Proposal 20ft-L [4 ½ ft H] 4ft W (LONG QTR PIPE W/CIRCLE COPING) NOT TO SCALE NOT TO SCALE NOT TO SCALE NOT TO SCALE NOT TO SCALE NOT TO SCALE NOT TO SCALE NOT TO SCALE Yellow Springs Public Art Commission John Bryan Community Center Yellow Springs Skate Park Improvements Phase I Improvements Minimum Material Specifications and Preferred Equipment Warranty: All materials and workmanship must be free from defects and comply with the specifications provided. The manufacturer shall provide a certificate of warranty that meets or exceeds the following: Ten-year limited warranty on structural wood. Ten-year limited warranty on galvanized Steel Approach Plate, steel frame and stainless steel hardware. Ten-year limited warranty on polyethylene components. Five-year limited warranty on phenolic riding surface. Component Construction: Wood/composite and Metal Decks All outside edges of all decks shall be completely covered with a stainless steel edge protection. Skate Surface Skate surface shall be a phenolic skating surface of Skatelite Pro or equal (provide or equal specifications at time of bid). Hardware All fasteners shall be galvanized steel. Metal strips for perimeter protection shall be hot dipped galvanized and 1½” wide. Coping shall be fabricated from 2 3/8” galvanized steel tubing with sealed ends. Enclosures Ramps shall be completely enclosed. Side panels shall be made of UV stabilized polypropylene. Venting shall be provided as needed. Concrete Concrete shall have a min. 6000 PSI compressive strength @ 28 days. Finishing of riding surfaces shall be hand-finished smooth after concrete sealer applied. Bidders may submit proposals for products that are similar but equal to structural integrity of the above. Provide material specification, construction details and product samples as needed. Preferred Equipment: 1. 2. 3. 4. 5. Long quarter pip with circle coping, 20’long by 4.5’ high by 4’ wide Long grind box, with square rail, 15’ long by 1.5’ high by 5’ wide Kickers ( 2 total), 3,5’ high Long flat rail, ground mounted, 15’ long and 1.5’ high Combination bank, flat with flat rail and bank’ 20 to 25’ long by 4’ high by 6’ wide 6. Long quarter pip with circle coping, 20’long by 4.5’ high by 4’ wide The purpose of the Human Relations Commission shall be to promote harmony among the citizens of the Village and to work to eliminate prejudice and discrimination within the Village against any individual or group because of race, religion, nationality, heritage, gender, age, disability, sexual orientation or economic class. POLICE FORUM SUMMARY OCTOBER 23, 2014 Approximately 70 Village residents participated in the Forum on Local Policing that was held by the Human Relations Commission (HRC) on behalf of Village Council on October 23, 2014. The group was remarkably diverse in age and race and was about equal in the number of males versus females. The introduction included the message that this was the beginning of a conversation in which the HRC would continue to be active. Participants split into six groups to answer three questions: 1) What qualities do you want in our local police department? 2) What qualities do you want in the next Police Chief? 3) What are the community values that define those responses? Led by facilitators, many from Village Mediation, all groups worked well together and appeared dedicated to the task given them. The discussions were civil and constructive. After approximately 40 minutes, a representative from each group reported the responses of her/his group to all attendees. It is important to note that not everyone agreed on all recommendations and points made; however, there was an expressed desire across the groups for the following: Peacekeeping, mediation, demilitarization, responses that are consistent with what is known as restorative justice and active, visible contact with citizens, especially the Village’s youth. It is important to note that the group’s task was not to direct or set policy for the police department, but for community members to have the opportunity to voice their thoughts and ideas about their police department and, perhaps, viewing the Forum responses will help the Committee that is assisting our Village Manager in the hiring of the next Police Chief. All citizen input from the Forum has been shared with the YSPD and Village government to facilitate future discussions and better communication. The HRC compiled the responses from the group worksheets on an Excel spreadsheet, which we have included for your review. We indicated how many in each group (averaging 10-13 people with some fluidity between groups) agreed with particular responses. Not all groups “voted” so to speak, but there were other markings that indicated greater emphasis or consensus, which we noted. All responses gathered prior to the meeting that were placed in boxes in various locations around the Village and SurveyMonkey online responses were used to inform the questions we asked. They were scanned and sent to Patti Bates and Village Council members. Patti also has the original worksheets from which we created the Excel spreadsheet. Sincerely, Kathryn Hitchcock The purpose of the Human Relations Commission shall be to promote harmony among the citizens of the Village and to work to eliminate prejudice and discrimination within the Village against any individual or group because of race, religion, nationality, heritage, gender, age, disability, sexual orientation or economic class. Secretary, Human Relations Commission Grp 1 Grp 2 Grp 3 Grp 4 Grp 5 1. Desires for local policing, relationships between PD and community. Mediation regarding complaints about officers More personal connections Relationships with young people Recruiting high schoolers to be officers Affordable housing for police X Walking/biking patrols More information transparency with searches and ability to apply for pd positions Direct response to wants and 6 needs Responsive to input 7 Relating well to young 8 people who are prone to risky behavior, friendly correcting as necessary Expand our awareness of 1 surrounding communities New officer teamed with X senior office to introduce around town Community + council knows 6 about interdepartmental relationships, are informed ahead of time and part of the decision Police should have a real 10 interest in the local Grp 6 community Police should publicize their special training Withdrawal from ACE task force Withdrawal from all drug enforcement Emphasis on safety vs. punishment No intimidation tactics Continue culture of treating villages with respect Drop drug task force and SWAT Police who know law and how to apply it More police walking in town or biking Re-evaluate SWAT and ACE seriously and openly Being helpful to citizens No profile: Understand/practice diversity principles Safety officers not enforcement Restorative justice Concrete programs connected to schools Safety Mediation Collaboration Heal community Don’t want to use violence to 5 9 3 9 10 2 2 1 6 1 6 3 2 2 enforce laws Supportive Preventative Restorative Not us versus them but approaching issues and situations together Understanding the context and community culture Sensitivity/deep understanding of : mental health, race and ethnicity, socio-economics, gender, age Don’t acquire military weapons; don’t approach policing in military way Proportionate use of force to degree of crime; and trust that this will happen and they trust us. Trust Education by police department of citizens on domestic violence, drug and alcohol abuse, etc (proactive) PD to refer issues to other agencies as necessary Try to avoid legal process as much as possible What is the objective of YSPD with community Keep the peace Implement community value 3 4 1 Protect kids from themselves: Use compassion rather than force of law Educational pd not punitive Pleasant, trustworthy, can be asked for help Retention of officers adds value to PD Competitive pay/compensation/incentives Approachable, open-door policy See how pd time is allocated Clear definition of jobs/allocate their workloads Need to understand how PD is tied to other agencies and how that impact funding, job description, allocation of resources Officers should wear cameras 2. What would we like to see in a new police chief? Small town experience Someone who leads by example 5 4 2 4 2 2 1 1 Someone who educates and informs (programs and tactics) Perhaps not having a background in SWAT, etc. Definition of policing style Facilitating and understanding that police need to use force Good communication skills : open office hours that public can attend Active participant in community life, walking and talking Like John Grote and Al Pierce talking to kids, seen by community Educate young people on rights Professionalism, track record, experience, broad resume Curious about community Preferably living here Invested in YS wanting to do a good job for us Experience in a small closeknit community A critical eye on “war on drugs” issues: Is it a serious issue here? Realize that drug problems are regional On street as hands on 6 8 4 6 6 6 7 7 7 6 mentor to officers Not heavy handed on drugs An active listener Committed to anti-racism Stays informed re: Hate group activities Uses diplomacy before force Is honest about mistakes and problems Integrity Visibility Approachable Live in town Responsive Leadership Respectful to community and staff Able to deal with controversy Demilitarizing police Experienced Visibility (youth) Balanced transparency with discretion Modeling connection and appreciation of all people in community for the force Reflect diversity openness accountability and accessibility Against war on drugs Understands and respects values of community and buys in 7 9 12 10 11 12 11 13 4 1 4 2 5 3 1 3 Proven track record in engaging in issues listed Experience with restorative justice Good communicator Personal integrity Good health-shows up consistently Available, accessible, visible, being in community Freedom to relax and have fun Sense of humor Good situational awareness Here to help, not exercise authority or intimidation— compassion “Peace” officer not military approach Respect and trust for everyone Someone who implements our community values Long term invest Fair, treats people equitably, no profiling! Take community values/attitudes into serious consideration: Honor our values. Implement/train new officers to abide by this policy Keep peace then enforce law. Articulate policing philosophy 2 3 4 1 6 Aware/investigate current complaiants Be able to talk to chief 3. Community values Fairness: aware of differences (creed, race, ability, gender, LGBT, age) Safety Communication On-going dialog How would protests be handled? Trust between community and department (no fear) Force as a very last resort (demilitarize) Resolve situations locally with minimal force to the 4 8 8 7 extent possible Chief and police dept not micro managed Transparent about large financial decisions Anti-discrimination Non-violence Less than lethal alternatives Good neighborliness Focus on safety and security of villagers at night rather than motorist infractions Local officers live in town Understand/familiar with citizens/understanding of youth Helping each other Friendliness fun and culture Keeping all citizens safe vs law enforcement Invest in community and youth vs. equipment How to educate officers about our values Police oversight board Regular intention dialog between PD and citizens Pay higher so PD can live in YS Gun and gun control toward a safe environment: what is policy on open carry on other issues De-escalation before 2 6 13 13 13 13 3 7 2 7 5 3 escalation Use mayor’s court and conversation Mental health training for YSPD Handle issues internlly without backup by Greene County No profiling/train in tolerance and acceptance Anti-racism: knowledge of diversity, races, sexual orientation, mental illness. Representation of these values on the force . Be able understand attitude toward cultures and race 7 4 3 4 Group 1: Indicates these items were marked with an “x” Group 2: Numbers associated with these responses (i.e., frequency for these items). Group 3: Indicates the frequency associated with item. Group 4: Indicates the frequency associated with item. Group 5: No frequency indicated for any items. Group 6: Indicates frequency of answeres to responses. OCTOBER 2014 monthly report-Water and WRF-JOE BATES DRINKING WATER TREATMENT PLANT-WTP Monthly Operating Report, WTP for SEPTEMBER of 2014 sent to OEPA on 10/09/2014 due by the 10th of the month. 11.771 Million Gallons of drinking water treated for the month of SEPTEMBER 2014 Burgess & Niple in at the WTP to prepare for presentation. 10/02/2014 HTNB in at the WTP and Towers to take pictures for presentation. 10/08/2014 Richard installed relief valve on water heater at WTP. 10/17/2014 Pump down test done on high service pump #2.10/21/2014 Electrical safety training at the FARM. 10/22/2014 AT&T at the WTP to fix down phone line, alarm back on.10/22/2014 OEPA in to sample #2 well. 10/22/2014 Pump down test done on high service pump #3.10/27/2014 Pump down test done on high service pump #1.10/28/2014 Took Well sample at the Farm. MASI Lab running the test. 10/29/2014 Pictures for website. 10/30/2014 Turning on heater for the winter months. Working both budgets. Attended Council Meetings, 10/06, 10/20, 10/27/2014 WATER RECLAMATION FACILITY-WRF Monthly Operating Report, WWTP for SEPTEMBER of 2014 sent to OEPA on 10/20/2014 due by the 20th of the month. 8.707 Million Gallons of Wastewater Treated for the month of SEPTEMBER 2014. Gullett Services in to remove both full sludge bags and hauled them to the farm field, 170 yards total. 10/01/2014 Pressure washer repaired and picked up and purchased new trash pump.10/08/2014 Major fall cleanup in the plant for OWEA-LAC Meeting on 10/16/2014. Started filling new sludge filter bags. 10/03/2014 Finishing up the block fill paint in upper Lift Station area. 10/08/2014 Filled Generator fuel tank at WRF. 10/07/2014 East Clarifier taken offline to clean. 10/10/2014 Painted Lab cabinets. 10/13/2014 Plant mowed for OWEA meeting. 10/15/25014 OWEA-LAC Meeting. Over 70 attended. 10/16/2014 HPT in to look at RAS and WAS pumps for a quote. 10/20/2014 All equipment in INF building received an oil change. 10/20/2014 Brad took Bact. Sample on Cemetery St. 10/21/2014 Blower #3 motor removed for rebuild. 10/21/2014 Staff party. 10/22/2014 Upstream and Downstream samples taken. 10/23/2014 Oil change on Mixer F. 10/24/2014 WSU tour of the WRF. 10/27/2014 Joe Bates Superintendent, Water and Wastewater Treatment 100 Dayton Street Yellow Springs, OH. 45387 Cell # 937.371.4093 Office # 937.767.7208 Project Timelines 1-Nov 2-Nov 3-Nov 4-Nov 5-Nov 6-Nov 7-Nov 8-Nov 9-Nov 10-Nov 11-Nov 12-Nov 13-Nov 14-Nov 15-Nov 16-Nov 17-Nov 18-Nov 19-Nov 20-Nov 21-Nov 22-Nov 23-Nov 24-Nov 25-Nov 26-Nov 27-Nov 28-Nov 29-Nov 30-Nov Cemetery Street Streetscape Phase II 11-17-2014 To: Council From: Judy Kintner Re: Clerk’s Report for November 17, 2014 It has been a very busy several weeks in the Clerk’s office. Many and varied Public Records requests, and many and varied meetings to attend and minutes to produce for those meetings. I’d like to appreciate Patti Bates for her consistency and calm through what has been a difficult time for staff as Villagers have been considerably more cantankerous and vocal in their disdain for local government in the past several weeks. --Judy Kintner Editorial: Why cities' war with Ohio matters Enquirer editorial 11:25 p.m. EST November 8, 2014 If you care about whether your income taxes go up, or whether your street is repaved, or whether the firehouse down the street stays open, then you should care about the war between Ohio's state government and its cities and counties over money. We've been paying attention for a few years, ever since the state cut the money it sends to cities such as Blue Ash and Deer Park, and counties such as Warren and Hamilton. But we really paid attention last week when more than three dozen local leaders – Democrats and Republicans, people who don't often agree on much – got together at Cincinnati City Hall to tell us how unhappy they are with the state. They've been worried all (Photo: Getty Images/iStockphoto) along, though their constituents don't seem to care too much because the police are still patrolling their streets and their garbage is still being picked up. Some of these local leaders are now at a point where they say they have to raise taxes or cut services, and they're ready to ask voters for help in 2016 to settle the issue by changing the state constitution to protect their funding. As with most conflicts, each side in this one has some valid points. But the fallout is starting to hit residents in the wallet and in their quality of life. It's time to mend the relationship between the state and local leaders in a way that benefits taxpayers first. The cities' and townships' case The cities and counties say Ohio officials have taken sales tax money that's traditionally made its way from local businesses to the state and then back to local governments, and kept it to pay for state government instead. When Ohio Gov. John Kasich was elected in 2010, the state's finances were in terrible shape. As the national economy has improved, so has Ohio's budget, but the money Ohio has stopped sending to local governments has played a big role in that improvement. It's not just the change in the sales tax money they receive that has local leaders upset. At the same time the state has eliminated the taxes some wealthy people pay on their estates when they die, and they've made it harder for townships to raise taxes by partnering with surrounding cities on economic projects that they can then tax. They're also about to change the way cities and villages collect income taxes, and there's talk about allowing fewer people to pay income taxes to cities in which they work but don't live. "Any one of these bills in isolation might not seem like a big deal, but taken together they are decimating," said Cincinnati Mayor John Cranley, who organized the meeting. "The big thing here is the never-ending attack on local governments.... We have to go on offense and not just play defense." How big are the cuts? The local government fund, which has been around for 80 years, dropped from $663.5 million in 2010 to $357.5 million in 2013. Cincinnati's share of the fund has dropped by 47 percent in that time, Madeira's by 49 percent, Miami Township's by half. Wyoming is raising its income tax from 0.8 percent to 1 percent, the most they're able to raise it without a public vote. Wyoming's been hit hard by the loss of the estate tax as well as a drop in property taxes because property there (and most places) is worth less than it was before the foreclosure crisis. Leaders say they've passed up important street projects and could be forced to lay off police officers, charge for garbage pickup and reduce snow removal if the money in their coffers doesn't increase. Mayors and city managers sitting around the table shared similar tales of looming service cuts and operating levies if things don't change. The state's case The benefit of keeping a share of the money that's always been sent back to local governments is clear. Ohio's "rainy day" fund, which had fallen to 89 cents in 2010, is around $1.5 billion now, which is as high as it's allowed to go. Having strong financial footing and comfortable reserves no doubt makes the state a more attractive place to do business, which helps with bringing new jobs to the state. The state, though, has recovered financially without too much sacrifice of its own. The amount of money the state spends has grown steadily since 2011 and is expected to continue growing, and the number of state government employees has risen as the number of local government employees has dropped. Even some conservatives who approve of the funding cuts to cities and counties are disappointed that the state hasn't cut its own spending during the same period. And philosophically, there's a camp that dislikes state spending even more than it dislikes local spending, because local governments are closer to their constituents and provide necessary services such as police, fire, roads and garbage removal. The state's case, cont. Beyond strengthening its own financial position, the state clearly has another goal in mind for the cuts to cities and counties, and that's to force those governments to cooperate and even merge. Ohio tends to have many small governments: 247 cities, which contain 5,000 people or more, and 691 villages, which have under 5,000 people, along with 1,309 townships. Hamilton County alone has 49 political jurisdictions. Most of those governments have administrative staffs, and many have their own police and fire departments, road crews, equipment and buildings to maintain. It's often not the most efficient way to run government. Take fire services, for instance. There are nearly 100 fire stations in Hamilton County; Mariemont and the Little Miami Fire District have stations a half mile from each other, with two others close by. In comparison Montgomery County, Maryland, which has roughly the same population density and is slightly larger and more populated, has just 40 fire stations. There's no evidence that people in Montgomery County die from fires or strokes twice as often as people here. The state has tried to encourage sharing costs and services, using carrots like grants as well as the stick of funding cuts. Mayors and administrators say they're working together more than ever, but they also say residents like the idea of having services like police and fire as close to their houses and businesses as possible, even as they grumble about high taxes. The takeaway While we agree with the state's goals of encouraging more cooperation among local governments, it's hypocritical of Ohio leaders to take credit for an improved financial outlook when they're spending more and taking money from municipalities. There are philosophical reasons for eliminating the estate tax, and it may very well be an effective way of keeping wealthier residents in Ohio rather than seeing them move to Florida or other states without an estate tax. And we welcome a discussion of the tax reform that the Ohio Senate will consider later this year. But the totality of the pressures on local governments are beginning to take a toll, and state officials should restore at least part of the cuts they've made. The cuts have been indiscriminate, hurting the places that need to share services as well as those that are already doing a good job. Strengthening the state at the expense of local services is no victory at all. The mayors, administrators and other leaders, though, must also aggressively pursue the shared-services efforts that have languished around here for years and even decades. Sharing equipment and employees, and even combining fire services, park districts and building departments, could save money and shrink the walls that separate our smaller governments. Leaders have a duty to make these decisions based on data, rather than anecdotes and sentiment, and to convince residents that the benefits outweigh their fear of change. ■ Read or Share this story: http://cin.ci/1qwAPAg (http://www.cincinnati.com/story/opinion/contributors/2014/11/08/opinion-local-governments-fine-even-cuts/18707695/? from=global&sessionKey=&autologin=) Valuing Diversity: A Day of Disability Awareness and Education Are you aware that over 56 million people in this country, roughly 19 percent, according to the 2010 U. S. Census, live with physical or mental impairments that impact their daily lives? And, despite the Americans with Disabilities Act of 1990, those with disabilities are often still viewed as limited, less than whole. Valuing Diversity: A Day of Disability Awareness and Education, is a full-day conference sponsored by the Human Relations Commission of the Yellow Springs Village Council, the National Conference for Community and Justice of Greater Dayton, and Antioch University Midwest. Our aim in this conference is to confront these perceptions with a more holistic view of disability, one that broadens understanding of the challenges faced by those with disabilities so we are all empowered to embrace and value diversity. Dr. Julie Williams of Wright State's School of Professional Psychology will open this conference with a keynote entitled, Disability as a Diversity Variable: Perspectives from "Crip" Culture. Our four conference tracks include: Making the Invisible Visible, Parenting Strategies, Disability in Education, and Community Activism and Advocacy. We've drawn together scholars, practitioners, social workers, psychologists, parents, and other powerful advocates who value what diversity adds to our community and our culture. This conference will be held at Antioch University Midwest, 900 Dayton Street, Yellow Springs, Ohio, on December 5, 2014. Contact Adriane Miller at (937)222-6225 or [email protected] to register. Contact Debra Williamson for any questions about this event or if you would like to volunteer at 937-767-0239 or [email protected]. HUMAN RELATIONS COMMISSION SEPT. 27, 2014 PLANNING MEETING FOR COMMUNITY POLICING FORUM HRC MEMBERS PRESENT: Chrissy Cruz, Kate Hamilton, Kathryn Hitchcock, Debra Williamson, Nick Cunningham. OTHERS: Aaron Saari, Marianne McQueen, Alisa Meier, Zo Van Eaton-Meister Brian acknowledged the resignation of Chief Pettiford. As Patti Bates, the new village manager, lacks expertise to answer questions about the police department, the format for the forum would need to change. Patti Bates had indicated that she was planning a “meet ‘n greet” with officers in the police department in the near future. There was an extended discussion of how to proceed. We decided that we would begin a dialogue with the community regarding what villagers would like to have in a police department. We decided to develop survey questions and ask villagers to answer them through boxes distributed at various locations in the village and online at Survey Monkey. We would then meet on Oct. 18 to go over the data which we felt would inform our planning for the Oct. 23 forum. Brian generated the survey questions from the discussion and asked for feedback from Council members: 1) What values are important to you?; 2) What concerns do you have?; 3) What works and doesn’t work?; 4) What makes you feel connected or alienated?; 5) What qualities are you looking for in a police chief?; 6) How do you think citizens can support our officers and improve community-police relationships? These questions and instructions for answering them were to be published in the YS News via classified and press release beginning Oct. 2. Location of nine boxes was discussed so as to be sensitive to different constituencies in our village. Next planning meeting for the Forum on Oct. 23 will be Oct. 18. Submitted by Kathryn Hitchcock, HRC Secretary HUMAN RELATIONS COMMISSION October 18, 2014 Planning Meeting for Community Policing Forum, 7 to 8:30 p.m., Oct. 23, 2014 Present: Brian Housh, Kate Hamilton, Chrissy Cruz, Marianne McQueen, Nick Cunningham, Maureen Lynch, Diane Diller. We will plan for 70. Format is as follows: Introduction (20” and taped); Breakout Session (35-40” in various locations in village building, no taped); Reporting at about 8 p.m. (limit 5” for each reporter, taped); Next Step (ask Patti Bates if she is willing to speak as to what she will do with information gathered) The questions asked of participants will be: 1) What qualities do you want in our local police department?; 2)What qualities do you want in the next police chief?; and, 3)What are the community values that define those responses? A sign-in sheet for those interested in helping us with future forums will be provided. Debra will give introduction with the possible inclusion of Patti Bates. Kathryn will serve as time keeper. Introduction time goal is 20” max. Debra will also provide end of night summation addressing “next steps”. She will thank everyone for participation, transitioning to Patti Bates for her comments. HRC members will sit in meetings with primary role of listening. Council members and members of the committee involved in selecting a police chief will also be listening. A sign-in sheet will be provided so participants can provide contact information if interested in future forums. Chrissy will compile the written responses put in boxes as well as the Survey Monkey responses and make available to Village Council members. Those responses and the flip boards sheets from Oct. 23 will be reviewed by Kathryn, Debra and Kate for inclusion into council packet on 11/13/14, as well as an “Other Voices” submission to Yellow Springs News. We learned at the end of the meeting that Nov. 17, 5 to 6 p.m., is the “meet and greet” with the police department. Kathryn Hitchcock, Secretary The purpose of the Human Relations Commission shall be to promote harmony among the citizens of the Village and to work to eliminate prejudice and discrimination within the Village against any individual or group because of race, religion, nationality, heritage, gender, age, disability, sexual orientation or economic class. MINUTES OF HUMAN RELATIONS COMMISSION September 4, 2014 Present: HRC Members: Brian Housh (Council Representative), Nick Cunningham (Co-Chair), Linda Rudawski (Acting Secretary), Chrissy Cruz (Treasurer), Kate Hamilton, Corey Johnson, and Debra Williamson (Co-Chair). Absent: Kathryn Hitchcock. Others: Patti Bates, Village Manager; Anthony Pettiford, Chief, YSPD; Rev. Aaron Saari, United Presbyterian Church; Sgt. N. Penrod, YSPD; Sgt. Josh Knapp, YSPD; Uta Schenck, YS Resident; Fred Bartenstein, YS Resident; Kathy Adams, YS Resident; Carrie Campbell, YS Resident; Ri Molnar, YS Resident/Dance Instructor Requests for Support: 1) HRC, Village Staff and community members develop a format for a Community Forum on Policing: Village Manager emphasized that one needs input before one can build solutions. It must be an ongoing process. A discussion resulted with a plan to hold a Community Forum on Thursday, Oct. 23 from 7–8:30 p.m. Highlighted points: a. Planning meeting (announced publically) scheduled for Saturday, Sept. 27 at 1 p.m. at the Bryan Center. b. With a submission deadline date of October 17, the community will be asked to submit questions, topic suggestions and/or positive comments about what works via boxes placed at various locations, email, and a link on the village website. Community will be informed via media including the YS News. Submissions will be passed to the YSPD Chief. c. Chief will address briefly the topics that are requested less frequently by the community and prepare more detailed delivery about those that are requested more frequently. d. Facilitators/Mediators Fred Bartenstein, Rev. Aaron Saari and Jalyn Quinn Roe will meet prior to the forum. e. Topics Chief plans to cover: a. Policies and Procedures b. SWAT c. Drug Task Force d. Budget Issues unique to PD e. Training f. Small-Community Oriented Policing: Definitions and Techniques g. Other (Values, Communication, PD and Youth connectivity were suggested) f. Forum Draft Format (as of this date) a. HRC member welcomes everyone making it clear it is an HRC event, introduces facilitator b. Facilitator asks YSPD officers to introduce themselves c. Facilitator announces format and guidelines, introduces Chief d. Chief addresses key topics - 30 minutes e. Question & Answer session - 60 minutes (mediators keep it on topic, use digital timer) f. Facilitator announces 5 minutes remaining g. Facilitator wraps up and re-introduces HRC member h. HRC member wraps up, reminds community to use comment boxes and reassures of future forums to develop solutions 2) Rev. Aaron Saari on collaborative efforts with HRC: Rev. Saari spoke of past experiences of growing up in YS knowing the police officers and business people. That culture surrounded himself and other youth with adults that helped keep them out of trouble and feel safer, a part of the community. He believes that element is missing now. He would like to collaborate to bring it back through mentoring programs, building stronger community relationships, build a community where people invest in one another. He can contribute to an effort that is not directly associated with any one entity and is willing to be of service to the YSPD as well. 3) Ballerinas and Cupcakes: Ri Molnar gave a very brief explanation about her request. Because it was submitted the previous night, she was asked to return to the October meeting to present in detail. Approval of Minutes: August 2014 minutes were approved with correction under Old Business/Facebook Policy Recommendations: replace municipalities with municipality’s names. Treasurer’s Report: There was no report. Support Request forms now asks for clarification about the where the check is mailed. Projects Updates: 1) Mental Health First Aid: Linda presented that a training has been scheduled for Oct. 3 specifically for front line workers. Kathy Adams, Kathryn Hitchcock and Linda formed a team to reach prospective participants and organize the event. Cost for participants is only $25 which includes a manual and lunch. She reported that NAMI is going to advocate with the local Mental Health Board to establish certified MHFA Instructors in Greene County because we had to bring one in from another county to provide the training on Oct. 3. Linda distributed registration information to various persons at the meeting who had direct connection to front line workers who would be good candidates from the training (Village Manager, YSPD, Churches, Gulch) Article ran in the YS News. Team was told the Bryan Center Rooms A&B would cost $150. However, Brian Housh will look into getting that waived. Brian also said he would like to attend the training. 2) yellowspringshelp.org: Linda reported the website development is complete. She distributed screen shots for members to see how to navigate and its functionality. Brian expressed importance of agencies starting to input their information. Linda committed to working on that next, however, explained that training will need to be offered so agencies can enter/maintain their information independently. She said that is something the Morgan Fellow will work on extensively. Debra offered to assist in creating a training manual. Linda submitted an invoice for the remaining amount owed to the website developer. She presented a breakdown of the project budget and presented a list of possible future expenses that would support the work of the Miller Fellow totaling $675. The HRC will discuss that at later date. 3) International Day of People with Disabilities: Debra reported her group met Aug. 20 to plan the conference by reviewing the agenda, proposals and resumes. CEU’s will be offered. Has not heard back from the Little Art Theater about cost. A Wright State University professor will be the keynote speaker. It was noted that Chrissy should confirm that the funds for this project have been encumbered. 4) Block Parties: Chrissy reported she will be sending thank you notes and request that hosts return the cards as they can be used again. There were lots of parties. Brian attended some but both agreed the project needed more help from other HRC members. Brian reported that Patti Bates suggested the parties run through the village (village purchase basic supplies, hosts come to Bryan Center to register event and get supplies needed). Old Business: 1) HRC Website: Brian reported that using eGOV will make things much easier. You can upload minutes, agendas, policies, forms, etc. He requested that the site include a photo of the members. The site should be ready to use by the end of the year. 2) Facebook policy recommendations: Kate pointed out the format used by: San Antonio Police Department and Brimfield Police Department. Brian also likes the Miami Township Fire-Rescue FB page. Brian reminded of the best practices publication he emailed previously that can be used as a template to develop Village FB page policies. He advised that once Kate and Corey present that to HRC and it is approved, he will take it to the Council for approval. It can then be put in place. 3) Miller Fellow: The HRC application for a Miller Fellow was approved, and it was again emphasized that the HRC co-chairs Debra & Nick are the contacts and primary supervisors. There will be a job fair where all awarded agencies (including HRC) and all Miller Fellows will interact with the goal of matching up based on skills and mutual interest in the field of work. Debra asked Linda to send her the skills listed on the application. Linda will also attend if possible because she will be consulting with the MF directly. Discussion ensued about monitoring their work and giving them other duties beyond the website if need be. More discussion will occur in the future. 4) Timely Responses to HRC emails / Follow Up / Active Involvement: Brian discussed with the members the importance of responding about our decisions to applicants’ requests for support in a timely manner. Must acknowledge requests or applications ASAP with an application if needed and a template “thank you for your inquiry” letter that includes that applications must be submitted by the end of day Monday before the next meeting and to attend the meeting to present, etc. When an HRC member is assigned a project, they must communicate in a timely manner. All general emails for all will remain in the inbox until HRC meets, then Brian will move them into folders. Project managers can move specific emails into their project folders. Brian reminded everyone that we are volunteers but we do have obligations; it is okay to ask for help. We must spread out the work. 5) Bryan Youth and Wellness Center Update: Chrissy reported she has been working with the Youth Center director and the Antioch Wellness Center to collaborate so that youth can use the Wellness Center. She may need assistance from the HRC. The group validated the work she was doing, and Chrissy was advised to create a written proposal and present it at the next meeting, especially if she is functioning as a member of the HRC while working on it. New Business: 1) YSPD Forum on Community Policing – see above 2) Clarifying Funding Guidelines in Line with HRC Mission: Nick would like for the HRC to explore this further – does the funding create positive outcomes, sustain change? HRC will discuss in future. 3) HRC Retreat: The HRC has a budget of $500 to use for development of the purpose, goals, etc. We agreed to hold a mini-retreat. Brian will email all a link to Doodle Poll to ease reaching a consensus on a date/time. 4) Village Assistance Network: Chrissy reported she is forming a board for a new community resource in order to assist persons who are in dire need. 5) Kwanzaa Celebration: Nick reported there hasn’t been a local Kwanzaa Celebration for three years. A request for support to bring it back will be submitted by a member of the community next month. 5) Responding to Requests for Proposals: Brian stated that, due to Sunshine Laws, the HRC must convey to the fund requesting applicants their right to stay or leave (and receive notification later) while the members discuss and vote in response to their request. Next meeting is October 2, 2014 at 7 p.m. MINUTES OF HUMAN RELATIONS COMMISSION OCTOBER 2, 2014 PRESENT: HRC MEMBERS: Brian Housh (Council Liaison), Nick Cunningham (co-chair), Debra Williamson (co-chair), Kathryn Hitchcock (secretary), Chrissy Cruz (treasurer), Kate Hamilton and Linda Rudawski. OTHERS: Patti Bates (Village Manager), Janet Mueller, Zo Van Eaton-Meister, Matthew Carson, Dawn Johnson, Carole Cobbs, Charles Bell, John Hempfling, Stephen J. McQueen, II, Kathy Adams, Ri Molnar, Uta Schenck. APPROVAL OF MINUTES: There were no corrections to Sept. 4 minutes and they were approved. RECOGNITION OF SERVICE: As this was Linda Rudawski’s last meeting of her two-year term, her service was recognized by all. She intends to remain a consultant to the yellowspringshelp.org project. DISCUSSION OF CITIZEN/POLICE PROGRAM IN DAYTON: Janet Mueller from the Dayton Mediation Center presented what she termed a “transformative process” in Dayton. Citizens there often did not know what happened when they made a complaint, usually about small things, about an officer. To remedy this, the citizen who complained and the officer involved meet face to face, sometimes with their supervisor as well as mediator. It is a “conversation” a “clearing of the air”. Also, she said that she may be able to help facilitate at the Community Policing Forum on Oct. 23. Matt Carson presented a document about the negative side of “community policing”. That document is attached. His presentation prompted a discussion of how our police department might mediate (vs. jail time) some charges vs. others. REQUESTS FOR SUPPORT: Dawn Johnson presented for Spring-Net Consortium, a group who seeks to begin a discussion about providing municipal broadband access. There was a discussion of the significant cost to install high-speed fiber optic system. While an argument can be made that internet access for all is in line with our mission, we cannot fund promotional material, Web site design, etc. We asked that the consortium focus on “affordable accessibility”, i.e., what barriers exist to internet services in the village. If such data can be obtained, they are welcome to return to HRC. Ri Molnar requested that HRC pay her fee for teaching a range of dance instruction to children ages 6 to 13 at the Youth Center. We typically do not pay instructional fees. We focused on scholarships that could be given to children who could not afford the fee she charges. We discussed a scholarship fund at the Youth Center to help those who could not afford such an activity. If she was willing to charge, we told her she could come back and request scholarship money. TREASURER’S REPORT: Chrissy estimated that taking into account encumbered funds for International Day of Disabilities project ($1,500) and $400 submitted to reimburse NAMI YS for MHFA manuals, we have $1,574 in available funds. Debra stated that she needed $500 for operating funds now. She was to send Brian updated costs to Brian. PROJECT UPDATES: Linda gave an update on who was coming to the Mental Health First Aid training on Oct. 3. She planned to give a quick presentation at the training about yellowspringshelp.org. Training for the latter will be scheduled in November. Kathryn reported recent NAMI YS event held at 1st Baptist Church. She gave details about NAMI’s role in MHFA. NAMI will have a Street Fair booth. NAMI also has meeting scheduled Oct. 20 with the Mental Health Recovery Board to discuss a “community” MHFA training next year. Debra reported that the International Day of People with Disabilities has speakers lined up with great topics planned. Registration work is next task. Nick reported that Kwanzaa will not be requesting money from HRC, but would like its support. OLD BUSINESS: Miller Fellow Job Fair is to be held Oct. 14, 3:30 at the Wellness Center. Linda will be interviewing. Two people needed to “meet and greet” candidates. FB Policy Updates: There was nothing to report. We need a policy to recommend to Council. HRC Retreat: Planning for retreat is scheduled at 1 p.m. on Nov. 1 in rooms A&B in the John Bryan Center Building. NEW BUSINESS: We did not discuss an update on the YSPD Forum on Community Policing, nor the Celebration of the Animals due to time constraints. Adjourned at 10 p.m. Next meeting is Nov. 6.
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