HomeMy WebLinkAbout09-13-17 Personnel and Finance (#6) O� ,OU $
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OFFICE OF THE CITY CLERK
KAREEMAH FOWLER,CITY CLERK
PERSONNEL &FINANCE SEPTEMBER 13, 2017 5:00 P.M.
Committee Members Present: Karen White, Regina Williams-Preston, John Voorde,
Charnelle Maefield-Martin(citizen member)
Committee Members Absent: Gavin Ferlic
Other Council Present: Tim Scott, Jo M. Broden
Other Council Absent: Randy Kelly, Oliver Davis, Gavin Ferlic
Others Present: Kareemah Fowler, Graham Sparks, Bob Palmer
Presenters: Chuck Bulot, John Murphy, Jen Hockenhull, Christina
Brooks, Kyra Clark, Lonnie Douglas, Diana Moya, Matt
Chlebowski, Michael Schmidt, Suzanna Fritzberg
Agenda: Building Department
Admin and Finance
Committee Chair Karen White called to order the Personnel and Finance Committee meeting at
5:00 p.m. She introduced members of the Committee and proceeded to give the floor to the
presenters.
BuildinI4 Department
Chuck Bulot, Building Commissioner of the Building Department with offices at 125 S.
Lafayette Boulevard, stated, The Building Department's goal is to ensure the safety and quality
of the"Built Environment"through expeditious issuance of permits, distribution of up to date
property information and timely inspections of projects. This goal is achieved by expedited
issuance of building permits, certification of all Inspectors, consistency of process and
procedures of innovation. For the overall budget summary we project approximately two percent
(2%) over the 2017 budget and for at least the next three (3)years. We are leveling off of
maximum activity from the past three (3) years. We are continuing with our fleet replacement for
our vehicles and moving toward more fuel efficiency. We estimate fifty percent(50%) in fuel
savings. The mid-year transition with rearranging of the Department structure will contribute to
cost savings by focusing more on building rather than enforcement. There is one (1)probable
455 County-City Building•227 W.Jefferson Boulevard•South Bend,Indiana 46601
Phone 574-235-9221 •Fax 574-235-9173•TDD 574-235-5567•www.SouthBendfN.gov
JENNIFER M.COFFMAN ALKEYNA M.ALDRIDGE JOSEPH MOLNAR
CHIEF DEPUTY/DIRECTOR OF DEPUTY/DIRECTOR OF POLICY ORDINANCE VIOLATION CLERK
OPERATIONS
retirement at the end of 2017. We added a Plumbing Inspector as a requirement via the demand.
There are additional proposed staffing changes that are subject to the reconfiguration of the
ABZA.
He continued, We had many accomplishments in 2017. We had verifiable data that showed our
fence, reconnect and roofing permits being processed within three (3) minutes. We brought on
two (2)newly certified Building Inspectors. We also brought on one (1)newly certified Planner.
We unofficially restructured the Department and its duties for better efficiency. All property
record files (approximately 127,091) are now scanned, digitized and downloaded to our
permitting system database that is backed up on the Cloud. We had six hundred and sixty-five
(665)phone queries answered from July 2016 to June 2017. We are utilizing space from filing
cabinets to accommodate 311 office space requirements. Looking ahead to 2018 we have a few
goals and challenges. We look forward to hiring, training and rotating new staff into retirement
positions. We are trying to increase attendance at national level building and flood meetings. We
will begin certification incentives for front office personnel. We want to establish a credit card
point of sale station for office and limited online use. We also want to implement State-level
Plan Review for our staffing, Ordinance changes, State requirements and Accounts. He then
showed a picture from the presentation(available in the City Clerk's Office) depicting the
Department's Key Programs and Costs.
Councilmember Tim Scott asked, You have three (3) Building Inspectors and four(4) combined
Commercial Inspectors?
Mr. Bulot replied, Budgeted for, yes. The combination Inspector is for the possibility of having a
fully-certified Commercial Building Inspector in all four(4)trades. We haven't filled that yet but
we do have it budgeted for just in case. We have a few Inspectors working on a few
certifications. One (1) is a Residential Combination Inspector. We have another that is working
with CBO and another that was just certified for Plumbing Plan Review. We budgeted in the
event that somebody is inspired enough to reach for other certifications.
Councilmember Scott requested data for the inspection numbers for the City, the County,the
number of violations found and the revenue generated from that.
Committeemember John Voorde asked, So 311 is coming across the street?
Mr. Bulot replied, 311 has been across the street for about eighteen(18)months. They took over
a big portion of our office and are expanding.
Admin and Finance
John Murphy, Chief Financial Officer of the City of South Bend with offices on the 12th floor of
the County-City Building, stated, I'm taking a position in the County Auditor's Office starting
October 2, 2017. It was a hard decision. I respect all of you and I know many of the County
Council members and respect them as well. I thought this would be a good move at this time in
my career. Thank you for everything that you have all done for me. This has probably been the
best Council I've ever worked with.
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Committee Chair White thanked Mr. Murphy for all his work and his commitment to the
Administration, the City and to the citizens.
Mr. Murphy continued, We probably have one (1) of the best finance departments in the State. It
is a great team.
Jen Hockenhull, City Controller of the City of South Bend with offices on the 12th floor of the
County-City Building, stated, Thank you for giving us the opportunity to present to you all. We
are bringing in a Director of Facilities Management for the Central Services budget, and Matt
Chlebowski will talk more about that. We are a very different department from what you have
seen so far. We have an outdated ERP system. We come to you as a giant group of
administration and finance. We house Human Capital and Inclusion which includes Human
Resources, Human Rights, and Diversity and Inclusion. When we get a new ERP system, these
will all be separate divisions from the General Fund. However until we have a new ERP system,
we are going to present as one (1) group. We now have Central Services in our budget for 2017.
We reassessed purchasing and other internal service functions and after a lot of research it made
sense to have a centralized purchasing division that we've never had in the past. We had about
one hundred and fifty (15 0) buyers all within the City buying all sorts of stuff. It was all legal but
it just wasn't efficient.
Mr. Murphy stated, The Administration and Finance budget is projecting an increase for two (2)
main reasons. One (1) fiscal officer moved from the Code Enforcement budget. The second is an
addition of an Administrative Assistant for IT, HR and Admin and Finance. We have an
increased number of people and we haven't increased the support staff in a long time. Last year
we actually decreased the support staff by one (1) and a half people. Human Rights is broken
into a General Fund component which is requesting a five percent(5%) increase. There is a
separate grant-funded Department Fund#258. It receives HUD and EDOC money and that is a
self-funded department. The County Option Income Tax is our COIT Fund and that is used for a
lot of things. That revenue increased four point two seven percent(4.27%)this.ye. We receive
a notice from the State August 1 of every year of what it will be for the next year. Last year it
increased ten percent(10%) and we didn't know about that until later in the budget. That helped
but this increase is a good increase. We typically plan a two percent(2%) increase. That budget
is balanced and there is actually a small surplus in that of a couple hundred dollars. The EDIT
Fund has an increase of three point zero two percent (3.02%) in revenue. The EDIT Fund is used
for transfers to other departments like Community Investment and Code Enforcement. The
interesting thing about COIT and EDIT is that it is a County-wide tax. Any growth in South
Bend helps the County out. Any kind of growth in Mishawaka,Notre Dame or Granger, it helps
us out as well.
He continued, Telephone costs of about$550,000 used to be paid out of the COIT Fund.
Telephone expense is a general expense that nobody really wants to take. That has been moved
over to the IT Budget so when you see the increases in all Department budgets for IT,that is one
(1) of the reasons for the increase. COIT will help fund the start of the new ERP system. That is
budgeted at about$600,000 but I don't really think we know at this point what it is going to be.
We hope by next summer we will have a better understanding of that. Our Hall of Fame Debt
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Service Fund#313 is important for everyone to know about. The last payment on the Hall of
Fame is scheduled for February 1, 2018. The Hall of Fame will be totally paid off by then. Fund
#313 will then be used to pay the General Obligation Parks Bond. The Fund will be renamed but
that is exciting. The Cumulative Capital Development Fund#406 is used for leasing police
vehicles. The Cumulative Capital Improvement Fund is helping pay off a 1990 Century Center
bond by February 1, 2018. The decrease in liability claims is credited to the outstanding work of
the Legal Department. The Unemployment Compensation Fund was set up about seven(7) years
ago. The claims have been a lot less than we thought so we suspended the contribution from
Departments on that Fund. We used to charge point two-five percent(.25%) and we are going to
earmark those for the Parental Leave Fund. Fund#222 is the Central Service Operating Fund.
When they want to make a Capital payment they transfer it into Fund#224 as it gives more
transparency with what is capital and what is not. The City has $10.3 million in a Rainy Day
Fund. Last year we increased the Fund by about$1.2 million when we had that special LOIT
distribution. We don't want to spend any of it but that is a great thing to have. That will give the
Council flexibility if things are ever difficult.
Committeemember Charnelle Maefield-Martin asked, What things justify spending money from
the Rainy Day Fund?
Mr. Murphy replied, As far as know, we have never spent any money out of the Rainy Day Fund.
Councilmember Scott stated, Part of that is needing money in reserve if something catastrophic
were to happen. It affects the bond rating of the City. A couple years ago a city decided to
finance their own sewer system with their Rainy Day Fund, it was a catastrophe and the City
went broke.
Mr. Murphy stated, There have been cities that spend their Rainy Day Fund but fortunately, we
never have had to.
Ms. Hockenhull stated, Our Department vision hasn't changed a whole lot. We still continue
striving to be the best department of our type in the State of Indiana. A lot of other finance
departments look to us for reporting and other best practices. We achieve this goal by hiring and
retaining highly qualified and innovative individuals. We focus heavily on training and really
encourage our staff. We maintain high standards for service and reporting while providing
regular opportunities for communication throughout the City. The only thing that is really
different from this year to last year is our Chief Administration Officer which will be new in the
salary ordinance in 2018. That is coming from the Central Services Director position. We are
taking Central Services and it will be a much bigger department than it has been in the past. It
will now house purchasing, facilities management, fleet management and radio services. Overall
staffing changes in the finance group is just a request of an Administrative Assistant. We would
like someone dedicated to sitting in the front that handles the day-to-day office functions. We are
technically gaining thirty-nine (3 9) folks from Central Services but that is just a shift, no dollars
will change. The salary request is that our Payroll Supervisor salary cap be increased to $50,000.
After reviewing other folks that do payroll services in the City it was noted that there exist
payroll Clerks that are making as much, if not more, than our current Payroll Supervisor. I
wanted to make that change equitable. This position is responsible for the payroll for one
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thousand five hundred (1,500) employees. Our Director of Financial Services salary cap needed
to become level so they are the same. It is not a big change.
She continued, Our biggest accomplishment was hosting our resident budget workshops. They
were held at the beginning of the season. It was neat to get ahead of the questions and to hear
what the residents want to see out of their budget. We continue to receive many awards. We have
a double A(AA) bond rating. Priority Based Budgeting has been huge for us. It has been really
interesting to change the conversation we are having within the City. We will be going into our
third year of that program. We are working with IT to implement Kronos for timekeeping and
payroll. We also achieved$9.1 million in bond refunding savings since 2012. We would like to
continue the budget workshops. We are going to continue to develop and train our whole team.
Our monthly and annual reporting has been great. Our big hope for next ye is that we are able
to look at the folks that report to the fiscal officers to see how we can better use the time and
talents of our different offices.
Christina Brooks, Diversity and Inclusivity Officer with offices on the 14'h floor of the County-
City Building, stated, We tried to accomplish Human Capital and Inclusion for 2017. That is
essentially mapping out the baseline metrics of the Diversity and Inclusion Plan. Out of that there
came approximately sixty-two (62) action items. We have completed sixty-three percent(63%)
of those action items. With the implementation of Kronos, by the end of the year we will have
completed seventy-nine percent (79%) of those action items. Those action items cover all areas
of workplace,workforce and the community. There are a few things that stand out in the
accomplishments. We completed the diversity and inclusion workshops for all City Department
heads, directors, managers and supervisors. That was a pretty heavy undertaking with scheduling
but was important because all of our leaders in the City need to understand the common language
for diversity and inclusion. We were also able to disseminate and apply a diversity and inclusion
toolkit. We provided resources to our leadership to not only learn about diversity and inclusion
but to actually implement it. We co-hosted the North Central Indiana Small Business Conference
with IDOA. We actually brought together bonding and financial representatives to be there with
potential and aspiring business owners to talk them through how to become financially solvent
and capable of doing business with the City. We have also reestablished key partnerships with
minority business affiliates. Namely,we are now partnered with the Mid-States Minority
Business Conference. That gives us access to 11,000 minority owned businesses in the State of
Indiana. Whenever there is a bid for a contract that comes up,we are able to push that
information out to all 11,000 business owners in Indiana and our surrounding region. We also
partnered with the Latin American Chamber of Commerce, Government Procurement Innovators
for Small Business Development Programs and Doing Business with the City of South Bend
workshops.
She went on, For next year, we will continue monitoring and adjusting the procedures for high
talent inclusive workforce development. We look forward to supporting and expanding our four
(4) new Employee Resource Groups. We will continue our annual staff climate and demographic
survey to ensure data integrity. One (1) of the things I noticed when I first took this position was
the challenge with our data. A lot of the information that, in some cases was just sitting in the
system, was not as accurate as we would have liked. This is one (1) of the things we are
addressing with our Kronos implementation is making sure, going forward, we have a clearer
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number of what our staffing numbers and demographics are. We are also supporting a new staff
performance evaluation, career development and succession planning procedure. We continue to
leverage our new partnerships. We also look forward to finalizing our new Vendor Handbook. I
want to host the IDOA MWBE Commission meeting here in South Bend.
Kyra Clark, Director of Human Resources with offices on the 12th floor of the County-City
Building, stated, I've been in my position since April 2017 and am very excited to be here.
Overall we have no FTE staff changes. That said, we have a very small department that serves a
good size population of employees so we must do what we can to make sure we are maximizing
the responsibility and potential. We are changing the Talent Manager title to the Deputy Director
of Human Resources and that includes a cap increase. The reason for that is we need that Talent
Manager to touch many other parts of the department and the title change would be consistent
with the responsibility change. We currently have a Benefits Coordinator but that will now be
titled the Benefits Manager. The City of South Bend has taken a great step toward recruiting and
keeping fantastic employees and we are implementing a really aggressive policy for parental
leave. It is for one hundred percent (100%) paid leave for six (6)weeks. That will be starting in
2018. This is a fantastic benefit offered to all City employees. We have also completed a
comprehensive review of the benefits. The City already has a very competitive benefits package
and we wanted to make sure we are providing the best quality benefits at the lowest cost
possible. We are contracting with an organization that will serve as a customer service line for
the City employee benefits.
She continued, Looking forward to 2018 we are really neck deep in the Kronos implementation
and we want to make sure that is an absolutely successful transition. We will also continue
reviewing and revising our employee handbook. Our number one (1) asset are our employees
and we want to set them up for success. We would like to focus more on professional
development starting 2018 as well.
Lonnie Douglas, Director of Human Rights with offices at 319 N. Niles Avenue, stated, In order
to do more with less we must make sure everyone in the department is trained in every aspect of
the department. With taking on the County as part of what we are doing, I will be out of the
office a lot and being out of the office means that I have to have people in the office that can run
the office. We have taken the liberty of eliminating an Investigator position and we also had a
retirement last year. What we have asked to do is make salary changes in the department. There
will now be a Housing and Employment Supervisor. If I'm training in either of those fields, that
respective supervisor will come with me. That means that both supervisors must be fully cross-
trained. We are preparing ourselves for that.
Diana Moya, Inspector for Human Rights with offices at 319 N.Niles Avenue, stated, We have
managed to meet our contractual obligations with the EEOC and with HUD. Every year we host
a fair housing training event and this year we had more than one hundred (100) attendees. We
awarded three (3) scholarships to three (3) students from the local high schools. We trained staff
at the South Bend Housing Authority and Center Management Corporation. All staff attended the
Indiana Consortium of State and Local Human Rights Training Conference and we also attended
the Equal Employment Opportunity Commission National Training Conference. We will be
attending the Housing and Urban Development Training at the John Marshall Law School.
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Mr. Douglas continued, We have many goals moving forward. We want to continue working
with the City of Mishawaka as well as the County. We will continue our policy of completing
cases within six (6) months of it being turned in. We continue to seek grants and other forms of
revenue to supplement the General Fund budget. We are now working with the Diversity and
Inclusion Director for the City's goals as well. We now have an opportunity to partner with the
County but within the next five (5)to six (6) months we don't anticipate a large influx of cases
because it will take that long to get the word out. We plan to get with the local television and
radio stations to see if they can give us some spots for free. In preparation for the reduction of
property tax revenue in 2020,the Commission will not be replacing the two (2)vacant positions.
We are prepared now, however, to take on an additional fifteen to twenty percent (15% -20%) in
case of the increase. If it goes beyond that, we will go back to the County and ask for another
position. I trust our staff is prepared for it all. We will continue our training through EEOC and
HUD.
Matt Chlebowski, Director of Central Services with offices at 1045 W. Sample Street, stated, We
are internally service-funded. Our mission is to be a dedicated provider of quality and
economical services to our customers. Our customers are mainly internal with each City
Department. He showed a picture in the presentation depicting the Department's budget. He
stated, Our expenses are a little over$333,000. We are projecting revenues of$362,000 and that
is a net revenue gain of almost$29,000. The Print Shop is Fund#613. The expenses for that
Fund are $192,000 and the projected revenue is the same, as it is an appropriation. We provide
building maintenance for other departments. Our Equipment Services Fund is almost$3 million
for expenses, while our revenue is a little over$3 million. Our net revenue for that Fund is
around $99,000. The total Central Services, without the Sustainability Department is about$3.98
million and we are projecting $20,000 as a net revenue. We have a Capital request of$77,000.
As of June 20, 2017 there was $1.4 million in that Fund. There is a proposed radio shop increase
of$17,000, an equipment services increase of$74,000 and about a$6,000 increase in building
maintenance. Those are your standard wage and benefit raises. Our salary changes are affected
by bringing in and centralizing the Purchasing the City does. I really think this will provide
better service and better accountability as an internal service fund. There are four(4)people
being changed from what they are currently doing and will be asked to have increased
responsibility. The position that currently is the Director of Central Services is being changed to
Chief Administration Officer. We are eliminating the Purchasing Manager and changing it to the
Director of Purchasing. There are a few other title changes. There are no additional FTEs. There
are a lot of changes and shifts in responsibilities with these folks.
He continued, Our office staff collects a diesel fuel tax which brought in a little over$32,000.
We also get a rebate on the CNG usage and that has been signed every year. We keep inventory
of all the vehicles and equipment we own. We report the operations and it gives us the cost for
every vehicle the City owns. We do over 17,000 repairs and they are recorded. We purchase
880,000 gallons of fuel. We are licensing taxi companies,taxi drivers and taxi gas. We
established a Fleet User Committee this ye . Every Department has at least one (1)person on
that committee. We have about twenty (20) outside agencies that we provide services to from
Central Services. That brings in about$250,000 every year. We sold one hundred and thirty-one
(13 1)vehicles and earned$244,000. Those were old vehicles that were no longer used by the
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City. We look forward to receiving an ASE Blue Seal certification that has to do with certifying
technicians and mechanics. In order to receive that we need seventy-five percent(75%) of the
mechanics certified and we are currently at fifty percent(50%). We do offer an incentive if they
get it as there is a little more pay offered. We look to add two (2)more outside customers. Our
two (2)-way radio communication services has over 1,300 radios that need to be maintained. We
have five (5) City-owned towers we need to keep up with. We need a technician on-call for
twenty-four(24)hours a day.
He went on, We have many accomplishments for our Department. We put additional antennas on
all the Public Safety vehicles for the new 911 Center. There were about three hundred (3 00)
additional antennas we had to install. All staff at Central Services had Lean Six (6) Sigma
training centered on improving our processes internally. We looked at the internal phone lines
and with the new 911 Center, a lot of those dedicated services through AT&T will save $360,000
a year eliminating dedicated phone lines. We did tower safety improvements. We also became
certified in the Blueprint Siren System on all our police cars. The Police Department has a lot of
portable radios that are getting old and they need to be maintained and will be replaced in the
near future. We look to add two (2) more outside customers. A challenge we face is keeping our
internal operating cost at sixty-four dollars an hour($64/hr)to our internal customers. If they
were to contract a service out it would be approximately one hundred and twenty-eight dollars an
hour($128/hr). We are now getting a Facilities Manager and we need to do an inventory of the
buildings and grounds we have, including parking lots. We are centralizing building
maintenance. We have two hundred and twenty(220) overhead doors in the City and we need to
consolidate the maintenance of those doors. We have thirty-two (32) City-owned generators in
the City. We acquired a new Purchasing Manager and those programs have started. He then
briefly overviewed the slide of the presentation depicting the goals and challenges of those
programs.
Ms. Hockenhull stated, I asked all the Departments to address specific questions held in the
budgeting workshops. We had over one hundred(100) questions. She then briefly went over a
few slides in the presentation that depicted answers to a few of these questions.
Committee Chair White then opened the floor to members of the public. With Committee Vice
Chair Gavin Ferlic's absence, Committeemember Regina Williams-Preston was appointed by
Committee Chair White to preside over the remainder of the meeting. She then left the meeting
at 6:26 p.m.
Committeemember John Voorde asked, What policies do we have when we purchase things and
whether or not they should come from local vendors?
Mr. Chlebowski replied, We do look at that but we do not have a policy. By law you usually
have to go with the lowest bid. Often times it is not the local dealer.
Committeemember Voorde followed up, What other factors go into awarding a bid?
Mr. Chlebowski replied, There are specifications in these bids for the quality. Once you specify
for the quality and the bid meets that standard, you are pretty much locked in with the lowest
bidder.
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Michael Schmidt, Legal Department with offices on the 12th floor of the County-City Building,
stated, With something generic like a police car, you can make specifications but there are a
number of people that can meet that specification. You are almost locked in to the lowest price.
Some QPAs get creative for things such as playground equipment and other things of that nature.
We often balance the use of QPAs with the allowing of focal businesses bidding on projects.
Committeemember Maefield-Martin left the meeting at 6:30 p.m.
Committeemember Voorde then asked, Who determines whether or not something is accessible
in purchasing?
Mr. Chlebowski replied, I don't know who does that. It may be the Building Department and that
is part of why we need to start the program.
Mr. Schmidt stated, Technically it would be the Building Department that would need to go in
and inspect to make sure things are compliant with things like ADA.
Committeemember Voorde stated, I think things are getting better with the increased sensitivity
and awareness.
Councilmember Scott asked, Are we able to have a lowest bid but responsible supplier?
Mr. Schmidt replied, There is a local business preference so there is that capability, especially on
Public Works projects. Typically when we do fleet procurement,we always include local
business. It is not as far reaching as common sense may think.
Councilmember Scott followed up, There is a lot more needed to be written with regard to
purchasing. Do we know how much we spend on the Inclusion process and how much money is
spent on minority contracts? I would like to see that metric. Is the County going to provide
money for doing work in the County?
Mr. Douglas replied, An agreement was made between the County Attorney and our City
Attorney that wouldn't have that happen until May 31, 2018. That gives us time to analyze what
is going to happen in terms of the increasing number of cases to deal with. They will have a seat
on the board if that happens.
Councilmember Jo M. Broden asked, Will those legal investigations continue to go downstate?
How would those be handled in that interim period of six (6)months?
Mr. Douglas replied, We will handle those just like we handle our own.
Councilmember Scott stated, In the past they have not turned away complaints from the County
and Mishawaka, but it has just been the City footing the bill. Technically it won't add more cases
because they have already been doing that. How many positions are completely filled in the
Admin and Finance organizational chart?
Ms. Hockenhull replied, They all are.
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Councilmember Scott requested,At the end of this, can you give us all the salary changes above
two percent (2%)?
Ms. Hockenhull stated, Right now they are all in red. But I will make a list of those.
Councilmember Scott asked, Could we get the dollar amount for the outside legal services
provided? I would like to know that number for outside professional services. I would like one
(1)total number for that. I would also like to know how Diversity and Inclusion will be working
with purchasing.
Councilmember Broden asked, What is the duration of the MOU?
Mr. Douglas replied, It is not exactly six (6) months because Ma�31 would take us beyond the
six (6) month period. It is more like seven(7) or eight(8) months rather than six (6).
Councilmember Broden then asked, What is the origin of the cab licensing? And what is the fee
for that?
Mr. Chlebowski replied, It is fifty-five dollars ($55)to the vehicle, twenty-one dollars ($21) for
the drivers and one hundred dollars ($100) for the company license every year. They used to
have to come to the County-City Building for licensing.
Councilmember Broden asked, Is there family medical leave? What are the numbers and trends?
Ms. Clark stated, I can certainly get you that information.
Councilmember Broden then asked, What is the cost savings of having the old bond of the Hall
of Fame pay for the Parks Bond?
Mr. Murphy replied, The debt service of the Hall of Fame was about$1.2 million per year and so
for 2018 there will one (1)payment for the Hall of Fame and one (1)payment for the Parks
Bond. Then in 2019 it will only be for the Parks Bond. $1.2 million is the savings.
Councilmember Broden asked, Are there organizational charts by department that are available
for the public?
Suzanna Fritzberg, Deputy Chief of Staff to the Mayor with offices on the 14th floor of the
County-City Building, stated, All departments maintain their own website and there is no
protocol with regard to organizational charts. The onus is on each department.
Councilmember Broden finally asked, What is Kronos?
Ms. Clark explained that Kronos is the City's payroll and time keeping system.
Committeemember Williams-Preston opened the floor to members of the public.
Sue Kessim, 4022 Kennedy Drive, asked, We are going from one hundred and fifty(150)
purchasers to what number? I liked the citizen training. Does the Compressed Natural Gas come
from fracking? If it does,that is not a good concept.
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Mr. Chlebowski replied, We are looking at about twenty-five (25) in the end. We are not
eliminating jobs, we are consolidating that specific responsibility.
Mark Piasecki, 101 N. Conestoga Lane, asked, What does it mean to have the Parental Leave
Program sustainably funded?
Ms. Clark replied, It is currently being spent from the Unemployment Fund which was set up as
a reserve fund. It is a healthy fund. They receive one hundred percent(100%) of their salary but
that specific department will not have to pay that salary, so there will not be double spending.
Mr. Piasecki asked, There won't be any loss in man power for the consolidation of purchasing?
Ms. Hockenhull replied, That is correct. There are no plans to remove anyone.
Ms. Kessim asked, Will body cameras be in the Central Services budget?
Mr. Chlebowski replied, Yes, we will get a one (1) year contract and the company will train our
individuals for free.
With no further business, Committeemember Williams-Preston adjourned the Personnel and
Finance Committee meeting at 6:57 p.m.
Respectfully Submitted, /
Regina Williams-Preston, Committeemember
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