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Page 1 of 7 Ogden City Council Work Session: May 16, 2017 FY2018 BUDGET PROPOSALS – MANAGEMENT SERVICES Purpose of Work Session: To review and discuss budget proposals for FY2018. Executive Summary The City Council will receive a presentation of budget proposals relative to the Management Services Department, along with other general budget information. Background General Budget Process Each year, the City Council is required to adopt an annual fiscal year budget, per Utah Code Ann. § 10-6-118. In preparation for this action, the Council requests information from the Administration including reports on current goals and past accomplishments, progress on management study recommendations, staffing issues, equipment needs and other relevant information. Administrative and Council staff meet regularly during the budget process to discuss and review the progress of the current year and significant changes that have been proposed to the budget. Staff meets with each department director regarding departmental budgets. The information discussed in these meetings is presented to the Council in a series of work sessions. FY2017 Budget Guidelines The Council’s FY17 budget guidelines associated with the Management Services Department are included in a separate attachment. Revenues In the Mayor’s proposed budget, the amount of revenue to be received in the fiscal year is estimated. Projecting revenue can be a difficult and complicated process. The amounts for each revenue source are estimated based on historical data and what is known about the coming year in terms of variables that could affect revenue sources, e.g., the economy and sales tax. ---PAGE BREAK--- Page 2 of 7 Ogden City Council Work Session: May 16, 2017 The Council rarely makes changes to the revenue projected in the budget, with the majority of changes to the proposed budget occurring on the expenditure side. This is because projecting revenue is more difficult than determining what expenditures the City can afford based on the revenue projected. Revenues are tracked through the year as they become available. These are reported to the Council in the quarterly financial reports. The General Fund is where the City has the most flexibility in terms of how the funds will be used. This is also where much of the budget deliberations are focused. However, the other City funds are also significant and should be understood in terms of where their revenue comes from. Sources of Revenue There are five significant revenue sources that account for about 75% of the revenue in the General Fund, these include: property tax, sales tax, franchise tax (taxes on utilities), fees in lieu of taxes and allocations to municipal operations (transfers from enterprise funds to the general fund). Other than the five large revenue generators, the other 25% of the General Fund revenue comes from fees, fines, permits, licenses, miscellaneous other taxes and some intergovernmental funds such as B&C Road Funds. FY2018 Revenue Proposal Tax revenue for the city overall is expected to increase 2.96%. The proposed budget includes the following projections for significant revenue sources: 1. Property Tax includes a small tax increase in order to maintain the current certified tax rate, which is anticipated to generate about $557,625 in additional revenues. The Administration anticipates that new growth will be recognized through this process, with two RDA districts retiring. 2. Sales Tax includes a 4% projection in additional revenues, which includes general sales and use tax, and municipal energy sales tax. This adjustment is based on historic trends. 3. Franchise Tax revenue is projected to increase in total by $1,350,000. 4. Fees in Lieu of Taxes revenues are anticipated to increase $60,000. ---PAGE BREAK--- Page 3 of 7 Ogden City Council Work Session: May 16, 2017 The proposals for other fund revenues include: 1. Enterprise funds revenue is estimated at $79,833,025, a $14,495,100 decrease compared to last year’s budgeted amount. Although the overall change to the budget in FY17 is a decrease of around 15%, that total is comprised of several changes within the utility funds. 2. Internal Service Funds estimate revenue at $16,698,525. This is a decrease of $923,725 from last year’s budgeted amount. This total is comprised of some additional revenues, including transfers from other funds and other reductions in revenues. 3. Major Grants come primarily from federal grants, such as Community Development Block Grant (CDBG) money, and program income from the City’s community development programs. The Council reviews these in the Annual Action Plan each year prior to review of the budget. The Annual Action Plan has been reviewed by the Council already this year. The Redevelopment Agency (RDA) Budget is also part of the proposed budget revenue and will be reviewed separately by the RDA Board during the budget process. Major revenue changes proposed for the FY2017 Budget Below is a summary of the estimated revenue for all of the fund types in the City Budget, with the exception of Major Grants which are reviewed with the Annual Action Plan and the Redevelopment Agency which is presented separately. Summary of Proposed FY2018 Revenues Revenue Fund FY17 Adopted FY18 Proposed Change from FY17 Adopted % General Fund $56,373,475 $57,751,200 $1,377,775 2.4% Enterprise Funds Water Fund $37,958,500 $21,764,500 ($16,194,000) - 43% Sewer Fund $12,858,925 $12,402,450 ($456,475) - 3.5% Refuse Fund $5,525,400 $5,608,200 $82,800 1.5% Storm Sewer Fund $6,746,125 $6,321,875 ($424,250) - 6.3% Airport $3,435,675 $3,545,350 $109,675 3.2% Golf Courses $1,652,775 $1,346,100 ($306,675) -18.6% Recreation $273,350 $285,200 $11,850 4.3% BDO Infrastructure $18,577,950 $20,983,625 $2,405,675 13% Medical Services $7,299,425 $7,575,725 $276,300 3.8% Internal Service Funds Fleet, Comm., & Stores $10,318,900 $10,569,825 $250,925 2.4% Information Technology (IT) $5,698,850 $4,516,025 ($1,182,825) -21% Risk Management $1,604,500 $1,612,675 $8,175 0.5% ---PAGE BREAK--- Page 4 of 7 Ogden City Council Work Session: May 16, 2017 Fees The FY18 proposed budget includes no fee amendments. Management Services The Management Services Department budget houses a variety of city functions, including: Administration, Comptroller, Fiscal Operations, Fleet and Facilities, Human Resources, Information Technology (IT), Justice Court, Recorder and Risk Management. The Management Services Department is funded in part through the General Fund and through three Internal Service Funds. Comparison of FY2017 Adopted and FY2018 Proposed Fund FY17 Adopted FY18 Proposed Change Amount % Management Services $4,502,950 $4,663,950 $161,000 3.6% Division Budget FY2017-FY2018 Comparison General Fund FY17 Adopted FY18 Proposed Change Amount % Administration $2,214,225 $2,275,375 $61,150 3% Justice Court $1,528,190 $1,570,275 $42,085 3% Human Resources $560,975 $579,150 $18,175 3% Comptroller $545,925 $630,600 $84,675 16% Fiscal Operations $608,300 $568,525 ($39,775) Purchasing $138,475 $159,975 $21,500 16% Recorder $4,502,950 $4,663,950 $161,000 4% Management Services Organizational Structure/Staffing The proposed budget transfers a senior account clerk from Fiscal Operations to the Comptroller’s office. Proposed Staffing Administration – 4 positions Justice Court – 14 positions Human Resources – 5 positions Risk Management – 1 position Comptroller – 6.35 positions Fiscal Operations (Treasury) – 4 positions Purchasing – 2 positions Recorder – 4 positions Fleet and Facilities – 19 positions Information Technology (IT) – 15 positions Total – 73.35 positions ---PAGE BREAK--- Page 5 of 7 Ogden City Council Work Session: May 16, 2017 Notable Proposed Changes The following are notable proposed changes for FY2018: Management Services Compensation adjustments; Additional funding of $3,000 for marketing travel and training, and $4,500 for Justice Court travel expenses; Non-Departmental A $97,400 General Fund increase to support budget shortfalls and the proposed wage increase in the Facilities Fund; Eliminating UCAN Radio service fees and $30,000 for maintenance/repair of the Mount Ogden communication tower; A decrease in $244,925 to Airport funding, per an agreement to cover deficits and cash shortages from the two years prior; A $175,000 decrease in CIP Fund transfers for active transportation funding, the remaining budget of $875,000 is intended for streets and sidewalks; A budget of $35,000 for operating support of the YCC; Funding the General Fund portion of the employee compensation adjustment in the amount of $310,675; Increasing the elections fund $57,500 for election-related expenses; A $45,000 increase for the Comp. Fiscal Sustainability Plan; Eliminating the branding budget of $150,000; No funding included for a Management Study, with anticipation to fund another study in FY19; $10,000 in additional funding for Arts Grants, totaling $80,000 toward the $100,000 annual goal; A $58,800 increase in data processing fees to IT for wage increases, cloud storage and changes in software costs; and In FY17, the Council planned a return to fund balance of $91,500. This amount is proposed to be eliminated for FY18 to cover operating costs for the city. Capital Improvements The Capital Improvement Plan proposes $400,000 for general city facilities improvements and maintenance needs, and $75,000 for asbestos remediation at the Union Station Laundry Building. Equipment Proposals The Management Services budget proposal includes $200,000 to improve the City’s fuel tanks. There is also an additional $413,350 proposed in IT for machinery and equipment, to be used for the Enterprise Resource Planning (ERP) replacement. ---PAGE BREAK--- Page 6 of 7 Ogden City Council Work Session: May 16, 2017 Questions The Management Services Department has been asked to address the following questions in the presentation to the Council. Revenues 1. Please provide an overview of the projected revenues in the FY18 budget. 2. What amount is the proposed property tax increase anticipated to generate, and how much new growth is anticipated? Management Services 3. Please review the successes and any recent/ongoing challenges for the department. 4. What were the impacts of vote-by-mail during the last election, and how is this anticipated to work this year? 5. Please describe the proposal for employee benefits. How does the city’s wellness program factor into the cost of benefits for employees? 6. Please describe the Administration’s strategy to implement the new city brand. Risk Management 7. Please provide an overview of the Risk Management program. Please generally describe the increase for workers’ compensation claims in the past two years. 8. Please outline the City’s relationship with URMMA (contractual agreements, etc.) and review all fees paid to URMMA, including the amount for liability insurance. Information Technology (IT) 9. Please describe how the IT Management Study has been and will be used. 10. Please review the proposed increase in IT contract maintenance and describe what this entails. 11. Provide a brief overview on the status of the new Enterprise Resource Planning (ERP) software project. What is the anticipated approach for the transparency module/dashboard that the Council has requested? ---PAGE BREAK--- Page 7 of 7 Ogden City Council Work Session: May 16, 2017 Fleet and Facilities 12. Please describe how the Fleet and Facilities management study is being used. 13. Please explain the Administration’s plans for future maintenance of city facilities. 14. Please review the proposed FY2018 fleet equipment purchases. Non-Departmental 15. Please briefly review the following expenditure line item proposals: a. Airport Contribution b. Road Funds c. Active Transportation d. IT Cloud Storage e. YCC contribution 16. Please review the revenues and proposed expenditures for the Transient Room Tax funds. 17. Please describe why the UCAN Radio Service Fees are proposed to be eliminated. 18. Please describe why the $91,500 return to fund balance was eliminated. General/Other Financial Questions 19. Please review the fund balances for all funds, including Fleet, IT and Risk Management. 20. Please describe the proposed wage increases and employee wage adjustments. 21. Please review the transfers among funds. 22. Please review the BDO Lease Revenue distribution. 23. Please outline and discuss the “friendly” amendments that have been proposed to date that will be suggested prior to the adoption of the FY2018 budget. Attachments 1. FY2017 Council Budget Guidelines for Management Services 2. Management Services Budget Information a. Human Resources, Information Technology (IT), Fleet and Facilities, and Risk Management Council Staff Contact: Amy Sue Mabey, (801)629-8629 ---PAGE BREAK--- FY2017 Council Budget Guidelines: Management Services 2. Budget Development. All ordinances, resolutions, fee studies, other studies, and supporting documentation will accompany the proposed budget for consideration during the budget process and subsequent amendments. The budget is submitted by the Mayor each year on the first Tuesday of May. The quantity of documentation, explanation and detail will be commensurate with the size, scope or complexity of each proposal. 3. Budget Transfers from Salaries and Benefits. In keeping with the intent of the pay-for performance system, the Council desires that all salaries and benefits are spent for this purpose. Notice of all budget transfers from salaries and benefits shall be provided to the Council within 15 days of the actual transfer of funds. The notice is to include the dollar amount being transferred, where it is being transferred, and for what purpose. 10. Council Notification. All significant changes to City programs and services that impact City employees, citizens or businesses new programs, changes in level of service to existing programs or services, City events, contracting out of City Services, reorganizations, layoffs, reductions in force, etc.) will be communicated to the Council via Council Leadership or the Council Executive Director at least ninety (90) days prior to implementation or amendment to allow for adequate time for the Council's review and public process. 13. Enterprise and Special Revenue Funds. Enterprise funds will operate without City financial contributions. Any enterprise fund that requires City financial contributions will be carefully reviewed and appropriate actions considered. Quarterly financial updates are to be provided to the Council on each enterprise and special revenue fund. Notice of transfers from Enterprise Fund Return to Fund Balance line item shall be given to the City Council within fifteen (15) days of the occurrence of the transfer. Notice shall include the amount, the purpose, and a statement of justification for the transfer. 17. Grant Reporting and Monitoring. Grants are evaluated annually including grants received, the amount and source of City match if applicable, grants applications requiring a City match, and the expected date of award. The Annual Grants Report is to be provided to the Council in January each year. A work session discussion will follow in February. 20. Revenue Forecasts. Revenue forecasts are to include the rationale and assumptions made for each of the significant revenue sources forecast in each proposed budget. 23. Tourism and Marketing – Transient Room Tax (Hotel Tax). Tax revenues collected from the Transient Room Tax will be restricted to a special revenue fund known as "Tourism and Marketing Fund." Expenditures from the fund are limited to ‘return to retained earnings’ unless otherwise approved by the City Council. The Council will monitor the Ogden Weber Convention and Visitors Bureau contract to ensure compliance with the terms authorized by the Council. ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- FUNDING SOURCES CHARGES FOR SERVICES FINES AND FORFEITURES INTEREST INTERGOVERNMENTAL REVENUE LICENSES AND PERMITS MISCELLANEOUS OTHER FINANCING SOURCES TAXES OGDEN CITY 2017-2018 TENTATIVE BUDGET ALL FUNDS FUNDING SOURCES DEPARTMENTAL EXPENDITURES ATTORNEY BOO INFRASTRUCTURE COMMUNITY AND ECONOMIC DEVELOPMENT COUNCIL FIRE MANAGEMENT SERVICES MAYOR NON-DEPARTMENTAL POLICE PUBLIC SERVICES 75,705,450 2,262,375 489,300 9,519,650 2,583,600 1,588,125 35,163,875 39,026,375 166,338,750 45.5196 1.3696 0.2996 5.7296 1.5596 0.9596 21.1496 23.4696 10096 • CHARGES FOR SERVICES • FINES AND FORFEITURES • INTEREST • INTERGOVERNMENTAL REVENUE • LICENSES AND PERMITS • MISCELLANEOUS • OTHER FINANCING SOURCES 1,295,550 0.7896 15,287,825 9.19% 21,254,650 12.7896 1,156,825 0.7096 15,972,125 9.6096 21,463,975 12.9096 670,575 0.4096 9,027,875 5.4396 20,634,825 12.4196 59,574,525 35.8296 166,338,7SO 10096 DEPARTMENTAL EXPENDITURES 37 • ATTORNEY • BOO INFRASTRUCTURE • COMMUNITY AND ECONOMIC DEVELOPMENT • COUNCIL • FIRE • MANAGEMENT SERVICES • NON-DEPARTMENTAL POLICE ---PAGE BREAK--- ---PAGE BREAK--- DIVISION COMMANDER Police Department POSITION SUMMARY Receives general and specific direction from a Deputy Chief of Police or Chief of Police, in accordance with the Chain of Command; exercises direct supervision of subordinate unit Lieutenants or supervisors and indirect supervision of subordinate sworn and non-sworn personnel. EXPERIENCE AND EDUCATION STANDARDS Experience as an Ogden Police Lieutenant for a minimum of four years, including experience as a Watch Commander for a minimum of two years and experience as a Bureau Commander for a minimum of two years, at time of application for promotion. Watch Command and Bureau Command service requirements are waived by the Chief of Police, Ogden Police Lieutenants with at least four years of service at the rank of Lieutenant are eligible to compete. Bachelor’s Degree in Law Enforcement or a related field from an accredited institution of higher learning required, Master’s Degree preferred. After test points awarded to total score as per Education Points Table (see below). Completion of Ogden Police Department’s ICLD Level I, Level II, Level III, and Level IV. ICLD and education requirements are waiverable by the Chief of Police until June 30th of 2019. FBI National Academy a plus. Possession of a valid Utah driver’s license. The ability to obtain a P.O.S.T. Mid-Level Manager certificate. Education Points Table DEGREE POINTS Associate’s Degree 1 Bachelor’s Degree 3 Master’s Degree 5 When the Chief of Police determines an insufficient number of qualified applicants exist for testing, the Chief of Police may open testing to qualified candidates from outside the Ogden Police Department. ---PAGE BREAK--- NIMS REQUIRED TRAINING Completion and/or maintenance of previous NIMS certifications and those newly required by assignment prior to application for promotion, waiverable by the Chief of Police for exceptional circumstances. Failure to obtain/maintain license and certificate as outlined above will result in termination from the position. ESSENTIAL JOB FUNCTIONS Lead, guide, direct, and/or coordinate the organization, staffing, and operational activities for the Operations Division or Support Services Division, as assigned Provide highly complex and responsible staff assistance as needed to ensure effective operation of the assigned Division Direct the development, implementation, and enforcement of Department policies and procedures as tasked by the Chain of Command Participate in Strategic Planning for the accomplishment of the Department’s mission Direct, participate in, and provide guidance in the development, application of, and monitoring of Bureau and Division Measures of Effect (MOE) to ensure accomplishment of Department goals and objectives Conduct research and planning in the development of strategies and methods for accomplishing the Department’s mission Utilize effective problem-solving processes for reducing constraints, barriers and obstacles to effective performance by individuals and units in the assigned Division Utilize an effective Decision-Making Model in making recommendations for organizational changes within the assigned Division Organize and direct “think tank” activities in support of research for improved policing Draft and submit White Papers in support of recommendations for organizational changes Identify, develop documentation for, and forecast resource needs for assigned Division Effectively and proactively manage the Division Budget under guidance and direction from the Deputy Chief of Police Participate in the development of promotional testing and employee evaluation processes Recommend, train, develop, mentor and evaluate assigned personnel; provide or coordinate staff training Direct and oversee Internal Affairs investigations, issue memorandums recommending discipline to the Deputy Chief of Police Counsel Lieutenants and supervisors in accordance with Department Employee Evaluation policies and procedures; assist in the development of counseling for subordinate employees and supervisors Direct the assignment of work activities and projects Review and evaluate work products, methods and procedures Meet with staff to identify and resolve problems Identify opportunities for improving service delivery methods and procedures; review with appropriate management staff; implement improvements ---PAGE BREAK--- Research grants and oversee the writing of comprehensive grants for program funding within the assigned Division Participate in external activities with supporting agencies and organizations in the Greater Ogden community Attend meetings, gatherings and events as an emissary of the City of Ogden and the Ogden Police Department Act as a member of the Ogden Police Department’s Leadership Team Provide staff assistance to assigned management staff Prepare and present staff reports and other necessary correspondence Assume immediate command of police activities in the event of an extraordinary emergency situation Respond to non-typical major crime and accident scenes as necessary Participate in the development and presentation of Leadership training programs for the education of future Department Leaders Participate in professional group meetings Research new trends and innovations in the field of law enforcement Coordinate with the Department PIO in the preparation and delivery of Division press releases to the media Serve as Acting Deputy Chief of Police or Acting Chief of Police as assigned Participate in safety and risk management activities; take action to reduce liability to the city. Attendance and punctuality are essential functions of this position. Employee is required to work as a Team Leader and frequently meet with co-workers and supervisors. QUALIFICATIONS Knowledge, skills, abilities: Operational characteristics, services and activities of a comprehensive law enforcement program Select, supervise, train and evaluate staff Modern and complex principles and practices of law enforcement Principles of municipal budget preparation and control Principles of supervision, training and performance evaluation Pertinent Federal, State and local laws and ordinances, particularly with reference to an apprehension, arrest, search and seizure, evidence and records maintenance, and traffic control Modern office procedures, methods and computer equipment Modern investigative methods including interviewing and interrogation techniques Technical and administrative phases of crime prevention and law enforcement Recent court decisions and how they affect department and division operations Use of firearms and other modern police equipment Supervise, plan and coordinate the activities and operations of the assigned program within a division including either the narcotics strike force, records and computer systems, or crime prevention, or to serve as a shift commander ---PAGE BREAK--- Coordinates assigned activities with other divisions, outside agencies and the general public Provides highly responsible and complex staff assistance to the Chief of Police and a Deputy Chief of Police Interpret and explain city and department policies and procedure Prepare clear and concise reports Analyze problems, identify alternative solutions, project consequences of proposed actions and implement recommendations in support of goals Analyze situations quickly and objectively, and determine proper course of action Meet and deal with the public tactfully and effectively; communicate clearly and concisely, both orally and in writing Maintain physical condition to perform essential duties as specified by OPD Policy No. 14; maintain physical condition appropriate to the performance of assigned duties and responsibilities Establish and maintain effective working relationships with those contacted in the course of work Maintain mental capacity which allows for effective interaction and communication with others Ability to comply with all city policies and regulations, including safety and risk management standards. All applications/resumes will be evaluated and ranked on the basis of relevant education and experience as stated therein. Highest ranking applicants may be invited for a personal interview. WE ARE A DRUG FREE WORK PLACE AA/EOE/ADAAA April 21, 2017 ---PAGE BREAK--- Title Division Notes BUSINESS LIC ENFORCE OFFICER Building Services Currently advertising to underfill position with Building Services Technician. CASHIER - JUSTICE COURT Justice Court Filled by part time employees. CASHIER - JUSTICE COURT Justice Court Filled by part time employees. CODE SERVICES COLLECTOR Building Services Filled by part time employee. POLICE OFFICER police POLICE OFFICER police POLICE OFFICER police POLICE OFFICER police POLICE OFFICER police POLICE OFFICER police POLICE OFFICER police POLICE OFFICER police POLICE OFFICER police PROJECT COORDINATOR/ARTS COORD. CED/ACE Currently advertising to fill position. SEWER UTILITY INSPECTOR PWP SR. ACCOUNT CLERK Comptroller Title changed to Accounts Payable Technician and moved to Comptroller. Unfilled Positions for Three Months or Longer Continuous Recruitment. Testing cycles are being conducted 2 to 3 times per year. ---PAGE BREAK--- Date: April 24, 2017 RE: FY2018 Halogen / Merit Increase Timeline and Criteria Below is the Halogen and Merit Increase timeline and criteria. Halogen Closes May 26, 2017. By June 9th – Each Director will have a Final report regarding each Department’s breakdown (score = increase amount). ALL evaluations must be complete and the process closed in order for me to run this report. Non-Sworn Police: Score of 2 or higher = 4% increase. Sworn Police: Score of 2 or higher = per step pay plan. Non-Sworn Fire: Score of 2 or higher = 4% increase. Sworn Fire: Score of 2 or higher = per step pay plan. Management Services: Evaluation Score determines Merit Increase. Legal: Evaluation Score determines Merit Increase. CED: Evaluation Score determines Merit Increase. Public Services: Evaluation Score determines Merit Increase. By June 23rd – Personnel Action forms created and distributed to employees (except sworn police and fire). July 21st – Pay check with all changes (Pay-period July 1, 2015 – July 14th). This information is for all employees except sworn police and fire. Employee’s at the top or above their range will receive the 4% in the form of a one-time bonus, if they meet the criteria set by the department director. Employees hired into a full time position after January 1, 2017 are not eligible for a Merit increase. Employees promoted or transferred from a full time position into a full time position are eligible for a merit increase assuming they were hired prior to January 1st and meet the evaluation criteria. Employees active in Eden as of the beginning date of the pay period (July 1st) are eligible for the pay increase assuming they were hired prior to January 1st and meet the evaluation criteria. All employees active in Eden as of April 1st were loaded into Halogen for an evaluation. Even if they aren’t eligible for an increase, they should receive the feedback in the review. ---PAGE BREAK--- This information is for sworn police and fire. Employee’s at the top or above their range will receive the 4% in the form of a one-time bonus, if they meet the evaluation criteria set by the department director. Merit increase is applied annually on employee’s anniversary date. Order of increases on paycheck: 1 – Reclass increases / Benchmarking increase 2 – Merit Increase Divisions that are planning on providing an increase for part time staff need to contact Leslie to coordinate. Requests must be turned in to Leslie by July 1, 2017. ---PAGE BREAK--- Agency Merit Increase COLA Benefit Changes Medical Benefit Increase Notes Bountiful 5% 0% None Avg. 5% Merit increase only given if not topped out. Clearfield 2.5% 3% Carrier Change 9.00% COLA for employees below the control point of their range and they are meeting expectations. Merit increase for employees above the control point of their range and are meeting expectations. Layton Avg. 3% 0% None 0% Lehi No response. Logan 3% 0% None 9.9% City is absorbing insurance increase. North Ogden Up to 3% 0% None 5% Murray Unknown Unknown Unknown Unknown Ogden Avg. 4% 0% Yes -2.18% Plan changes to deductible, out of pocket maximum, and ER visits. Orem No response. Provo 2.5% 0% Unknown Unknown Merit increase only given if not topped out. Riverdale Avg. 5% 0% None 7% Insurance currently out to bid due to increase. Roy Unknown Unknown Unknown Unknown Presenting new city wide step program. If approved, employees would no longer receive COLA's and merit increases would depend on years in position. Salt Lake City Unknown Unknown Unknown Unknown Late May to early June before information is available. Salt Lake County No response. Sandy No response. South Jordan No response. State of Utah 0% 2% Yes 6.50% Cost of Labor Adjustment. It operates just like a COLA, but a COLA is attached to the consumer price index (CPI). Instead, we base it on the Labor Market instead. Targeted Funding - This is additional compensation that will be received after the Cost of Labor Adjustments. The legislature provided funding for targeted jobs, based on compensation difficulties related to recruiting and retention issues. Amount is 3% to 6.5%. Merit: No, the State hasn't given a merit in a long time. I think the last merit was 2000 or 2001...Benefits: A $26 per pay period match to the 401k was approved Dental premiums for the Regence Expressions plan increased by approximately 11%. While healthcare costs increased 6.5% over the last year, the Legislature approved to fund an 8% increase in health insurance benefits. This funding provided for a decrease to some employee premiums such as: The employees portion of health insurance premiums decreased on the Traditional HMO plans plans (Advantage and Summit) by approximately 18%. Employees will only be responsible for an 8.2% premium cost instead of a 10% premium cost. The STAR plans (High Deductible Health Plans for Advantage and Summit) remain the same. Premiums for the Preferred Care Plans (Traditional and High Deductible Health Plans - STAR and Utah Basic PLUS) increased Tooele City 1.5% to 2% 1% Yes 8.9% Changed prescription plan as well as a few other tweaks. Weber County 0% 2% Yes The COLA is to make up for no longer paying for traditional health plan, the Commission added $.50 hourly to each employee's wage. They figure this would offset the out of pocket cost for the traditional plan. No longer paying for a traditional health plan. Paying for an HDHP 2500/5000, this year $750 will be deposited into the single HSA, $1000 for two-party and $1250 for a family. Deposit to be made ½ in January and the other in July. Traditional plan had an increase in deductible and out-of-pocket maximum. West Valley No response. ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- CITY COUNCIL QUESTIONS Please review proposed equipment purchases Provide an update regarding items from the IT Department management study that have been completed during the year and those items that will be addressed in the proposed budget. ---PAGE BREAK--- FY18 Proposed Equipment Purchases FY18: Desk Top/Lap Top Tiering $70,000 Servers $40,000 Data Storage $30,000 Wireless AP $5,000 Switches/Routers $10,000 Security Access Units $30,000 Radios $35,000 Cameras $30,000 Cyber Security $40,000 Total $290,000 ---PAGE BREAK--- IT ASSESSMENT STATUS 104 Action Items 91 Completed 13 Remaining (Completed as part of ERP project) ---PAGE BREAK--- IT ASSESSMENT STATUS - Remaining I.T. STRATEGIC GOAL #2 - Ensure that the City optimizes the use of its IT investment Action #3 - Integrate Technology Planning and Budgeting Processes Perform e-business capability evaluation. In Process. Part of the Website/ERP projects. Alerts Center, Emergency Alert Notification, Bid Postings, Calendaring, Citizen Request Tracking, ePayments, Facilities Reservations, and Job Postings. Create, approve, fund, and annually test a disaster recovery plan. Scheduled as FY17/18 project with CIP funds. I.T. STRATEGIC GOAL #4 - Ensure that the investments in technology and staffing are occurring in the correct areas and to enable better customer service. Action #3 - Disaster Recovery Develop and annually test a disaster recovery plan that uses existing infrastructure. Scheduled as FY17/18 project with CIP funds. ---PAGE BREAK--- IT ASSESSMENT STATUS - Remaining Action #4 - Enterprise Applications Identify where data entry duplication exists and propose projects to resolve. In Process – Data duplication is being handled as part of the ERP project. As part of the ERP replacement project, identify all current and potential future interfaces. In Process – interfaces are being handled as part of the ERP project. As part of the ERP replacement project, identify and propose a city-wide project management collaboration tool, including the evaluation of Basecamp and SharePoint. Possibly part of the new ERP. Work with Legal and Recorders to propose resolutions to City contract management issues. In Process – City will use both Tyler PM and Cobblestone. Implemented as part of the ERP phase 1 process. ---PAGE BREAK--- IT ASSESSMENT STATUS – Remaining Eden Assist user departments with training needs. In Process – On going – IT sponsors periodic vendor training on applications and desktop related applications and processes. To be completed as part of the ERP. Consider a projects/grants module when replacing the ERP. In Process – being handled as part of the ERP project Propose streamlining human resources and financial processes using paperless technology. In Process – being handled as part of the ERP project As part of the ERP replacement study, identify and propose a city-wide document management system. Possibly part of the new ERP. ---PAGE BREAK--- IT ASSESSMENT STATUS – Remaining GIS. Work with the GIS Liaison Committee to identify options for managing external utility data. In Process – This effort is included as part of the new ERP and as part of the GIS assessment action items Review potential mobile data entry options for GIS data entry. In Process – This effort is included as part of the new ERP and as part of the GIS assessment action items. ---PAGE BREAK--- City Technology Governance ---PAGE BREAK--- Thank you for your support of I.T.! ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- Budget FY18 Budget-Proposed 627,475 FY18 Debt Service Budget-Proposed 772,525 FY18 Transfer from Medical Services 276,300 Total Budget 1,676,300 Capital Leases Refuse Lease Payment (Expires Aug 2019) 500,091 Ford Truck Lease (Expires July 2019) 148,769 Mowing Lease (Expires May 2018) 123,570 Total Capital Leases 772,430 Operating Leases Wheeler Machinery Lease 180,032 Golf Cart Lease 45,526 Total Operating Leases 225,558 Total Available After Lease Payments 678,312 Quantity Replacement Schedule Department 4 Dodge Avenger-Replace w/Fusions 83,956 Police 6 Dodge Charger-Replace w/SUV 217,290 Police 1 2007 FORD F450 56,868 Water 1 2009 TORO GROUNDSMASTER 50,964 Golf 1 Kubota Tractor 66,490 Golf 2 Ambulances for Paramedics 276,300 Fire/Medical Services Total Spent/Committed 751,868 Budget available (73,556) FY2018 Fleet Replacement ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK--- ---PAGE BREAK---