CITY OF SHAWNEE
COUNCIL COMMITTEE MEETING
June 7, 2016
(Shawnee Council Committee Meeting Called to Order at 7:01 p.m.)
|Councilmembers Present ||Staff Present|
|Councilmember Pflumm||City Manager Gonzales|
|Councilmember Neighbor||Deputy City Manager Charlesworth|
|Councilmember Jenkins||City Clerk Powell|
|Councilmember Kemmling||City Attorney Rainey|
|Councilmember Vaught||Finance Director Rogers|
|Councilmember Meyer||IT Director Bunting|
|Councilmember Sandifer||Deputy Planning Director Allmon|
|Councilmember Kenig (late)||Fire Chief Mattox|
|Police Chief Moser|
|Parks and Recreation Director Holman|
|Public Works Director Whitacre|
|Human Resources Director Barnard|
|Deputy Parks and Rec. Director Lecuru|
|Asst. Public Works Director Gard|
|Stormwater Manager Gregory|
|Deputy Police Chief Orbin|
|Police Major Tennis|
|Police Captain Larson|
|Police Captain Brimm|
|Police Captain Hein|
|Police Captain Brunner|
|Planning and Research Manager Collins|
|Senior Accountant Oldham|
|Management Analyst Schmitz|
|Traffic Engineer Manning|
|Manager – Operations and Systems Fulk|
|Deputy Fire Chief Scarpa|
|Field Operations Manager Taylor|
|Andrew Nave, Shawnee EDC |
A. ROLL CALL
COUNCILMEMBER MEYER: Good evening. Welcome to tonight's Council Committee meeting. My name is Stephanie Meyer. I am the Councilmember from Ward III and the Chair of this Committee.
Besides myself, the Committee members here tonight are Councilmember Neighbor of Ward I; Dan Pflumm of Ward I; Eric Jenkins, Ward II; Mike Kemmling, Ward II; Jeff Vaught, Ward III; Mickey Sandifer, Ward IV; and Brandon Kenig of Ward IV.
Before we begin our agenda, I'd like to explain our procedures for public input. During the meeting I will offer the opportunity for public input. If you would like to speak to the Committee at any of those times, please go to the podium. I will ask that you state your name and address for the record, then you may offer your comments. So that members of the audience can hear you, I would ask that you speak directly into the microphone. By policy, comments are limited to five minutes. After you are finished, please sign the form on the podium to ensure we have an accurate record of your name and address.
I would also like to remind Committee members to wait to be recognized and turn on your microphone when you would like to speak so we can get a clear and accurate record.
1. BUDGET PRESENTATION – 2016R/2017 BUDGET: DEPARTMENT PRESENTATIONS BY FUNCTION
There is one item on tonight's agenda. It is a Budget Presentation from Departments by Function. This budget discussion will include a review of the functional budget by department. City Manager Gonzales will start the presentation followed by various representatives from the departments. This item is for information and discussion.
CITY MANAGER GONZALES: Thank you. Before I start actually I wanted to introduce you to Nolan Sunderman. Nolan is our new Assistant City Manager who will be starting on June 27th to replace Katie. He lives in Western Shawnee and so he’s been coming, you may have seen him the last couple meetings to get educated on things. So, we’re very excited to have him start.
COUNCILMEMBER MEYER: Welcome. And Western Shawnee.
CITY MANAGER GONZALES: One [inaudible] without Katie is enough for me.
COUNCILMEMBER SANDIFER: [Inaudible; talking of mic.]
CITY MANAGER GONZALES: Okay. This our third budget meeting and this is really the last meeting. We have information, lots of information for you all. The next meeting is reserved for discussion, answers of any questions that come up tonight that we need to prepare for. And tonight’s presentation, so in keeping with kind of our new theme of looking at functions, it’ll be a little different format than for those of you that have done this a number of times. Not significantly, but a little bit. So, bear with us. We’ve struggled a little bit today. I think what we’ve got turned out real well, but it’s a different way of looking at it. And so when we get done with this process I’ll be interested to see what your all’s thoughts are, if it was helpful, or if there is things we could do better. So almost everything that’s in these presentations was in your packet, in the lists, or the attachments to the memo. But department heads will run through those, talk through those. We do have a couple of stand-ins tonight for a couple department heads who are not available. And then at the end of each presentation we would stop to ask questions at that time if that works. So, let each presenter get through theirs, and then if you’ve made any notes in your packet in regard to the questions regarding their functional area, then you could ask those then, so.
First up is Chief Moser.
Police Department Presentation
POLICE CHIEF MOSER: Thank you. So much for saving the best for last I guess, huh? All right.
COUNCILMEMBER MEYER: That’s for the Fire Department.
POLICE CHIEF MOSER: Huh?
[Inaudible; talking over one another.]
POLICE CHIEF MOSER: Yeah. I knew that would draw a response, I’m surprised it was from you.
COUNCILMEMBER PFLUMM: Comments like if you’re not first, you’re last.
POLICE CHIEF MOSER: Okay. I’m ready to embark on a stunning presentation. The first slide I have for you here is all of our programs. There’s three divisions in the Police Department. Obviously Patrol is the largest division, followed Support Services and then Administration, which is the Deputy Chief, myself, now our Accreditation Manager. It says Research and Policy Management. You’re going to hear a little bit more about our accreditation that we’re getting ready to initiate, and our administrative assistant. As far as the Police Department’s work plan, the first thing we have is the implementation of the Mental Health Co-Responder and Partnership with Lenexa. The goal is obviously to get these folks the help they need and prevent over-utilization of jails and emergency rooms. It’s a model that worked well in Overland Park and Olathe. They had enough of a call load that they basically have one responder that sustains for each city. But we looked at Lenexa and Shawnee’s call load and it was about the same as one of their cities. And so we think this is a going to be a good way to move forward for our two entities. The person who is going to actually be the co-responder has been selected. Chief Hanzler and I met with her yesterday. And we’re hoping by the beginning of July to actually get this started. So, looking forward to that.
Next, under Safe Community, the core program that I touched on actually was approved last year. But due to some staffing concerns and restraints we had we to keep delaying the actual implementation of this program. But just within the past month that officer has actually been placed in his position full time. And so obviously the things that we want to do with that is to build better relationships with the community. Always important, but never more so than in this day and age. But it’s also a big part crime prevention. We had a crime prevention program years ago. Lost it through attrition and so we’ve tagged it into this program here. And it’s something we really need. We do a really good job of it. But one statistic I have to throw out at you is the fact that 80 percent of our crimes to automobiles, whether it’s auto theft or auto burglary are still to unsecured vehicles. So, we’re really interested in this program taking the lead on continuing to try and get that message out to the community, secure your cars, secure your valuables, hide your stuff, things like that. So, looking forward to that.
Construction of an outdoor firearms range. Shawnee has never had one. It’s been a need ever since we became a police department back in the 60s. We’ve, you know, stood up here and talked before about how there is a lot of travel time involved right now going to ranges. There’s the rental of those ranges and this and that. What happened was Overland Park came to us with the idea to putting an [inaudible] site on their property within our city limits out here by the landfill. And so we got back with them and pitched this idea of how about we do a range for both of our departments. They were very interested in that and they are currently working with our Planning Department on the SUP process to try and move forward with that. And our hopes are that this year sometime we can start moving some trees. It sits down inside of a bowl actually out there on their property. I don’t know if you’re familiar with their property is. It’s the 53rd Street Bridge, it’s a dead end back there. We’ve done two different sound tests where we’ve taken all of our different firearms down inside where this range would be. We’ve stationed people outside various distances. And most of the weapons you can’t even hear coming out of there. The ones that you can very muffled, no more sound than what’s already going on in the landfill. So, it’s kind of a perfect fit all the way around. I really like it that it’s right in our back yard, so that travel time is removed from it. That’s a cost savings. The rental of a range is removed. That’s a cost savings. So, hopefully we’re going to see that going soon.
Implementation of an in-car digital video solution. So, yes, we already have in-car videos. It’s through a company called L3. Those systems are at end of life, they’re out of warranty and we’re constantly repairing them. So, it’s time to redo this whole system. We put a group together. Major Larson and Captain Bruner headed it up to go out and vet the different vendors that are out there right now. And that involved field trips to other departments to see what worked for them. Just a lot of research went into it. And what they came back with was Watchguard. And so we’re currently in a pilot project right now where we’ve put a few of them in some of the cars that are being built this year. We really like the product. It has capabilities that the L3s didn’t have when we implemented those seven or eight years ago. So, you can imagine it’s a whole new system. If we can get these, all of our cars outfitted with this next year, the in-car digital video solution is set for about five years. So, that’s a good goal to have. And then along with that the plan is to get our body worn cameras implement sometime, hopefully within the next year. There’s a few different options, things we’re looking at. One of them is that we’ve actually already applied for our grant, which would fund half of those. So, to do it right and to do it like we want would be a total cost of $88,000. The grant would do $44,000 and we’d do 44. We’ll see if we get it. We’ll find out this fall. But I’m very interested in what the body worn cameras can do for us. Obviously the evidentiary value that they have on any crime scene or accident scene or whatever that really doesn’t need to be explained. But, you know, again, in this day and age, this is what the community expects. They want transparency and accountability. And so it goes down that road. But it’s also a protection for the officers. There is, believe it or not, there are false complaints made against the police department, vexatious at some times. And having these added systems on us can quickly solve those without a lot of staff time spent looking into them. So, it’s a win-win all the way around and something I’m very interested in moving forward with next year.
Good governance. Development of a new police records management system. This is part of the City’s entire vision to move away from Lotus Notes. The police records management system is probably the largest database in the City. I don’t know if that’s accurate or not, but it’s got to be right up there as far as the amount of data that’s in it. So again, we put a workgroup together to go out and vet different vendors and the different systems that are out there today. We found one. It’s called Niche. And it’s an amazing product that has a lot of capabilities and a lot of capabilities at about 30 percent the cost of what other leading systems are in the county right now, Intergraph basically. So, it’s a much better system for less cost. Olathe is kind of taking the lead on it. Several cities in the county are jumping in. So, what we’re kind of seeing is a county-wide solution. KCMO is also going to this same system. So, the thought is it could evolve into kind of a metro-wide solution. And the benefit we get out of that is the more information sharing we do, the more series offenders and violent offenders and things like that we can pick up with that information sharing. So, the way that’s going to work is it’s really nothing to be talked about in the 16R or ‘17 budget, but it’s going to take so long for us to -- once we get the MOU from Olathe and get everything ironed out, it’s going to take the rest of this year and all of next year to actually build the system and get it like we want it to do our reporting in. And we wouldn’t actually start making payments until we use the system in January of 2018. So, that’s --
COUNCILMEMBER SANDIFER: [Inaudible; talking off mic.]
POLICE CHIEF MOSER: Right. The MOU would be -- when we sign that that’s going to be our commitment. We’re waiting on that. We’ve had several discussions and meetings and we’ve been to Olathe twice. Springfield has gone to the system, we’ve been down there, Springfield, Missouri. We’ve really looked into this hard and everybody who is using it likes it, so we know we got a good product here. It’s just, yeah, once we commit to it it’s going to be a lot of work building it like we want it. So, that’ll be all of the next 18 months.
CALEA. We’re going to enter law enforcement accreditation. We’ve already enrolled actually. You know, it’s been great to sit back and see the other City departments starting with their accreditation processes and what they’ve done and what that does for each department and what that does for our City as a whole. And the Police Department has looked at CALEA in the past. It is the gold standard, as it says there, accreditation process for law enforcement agencies. And basically it allows us to go out and prove that we’re doing what we say we’re doing. It raises our standards. It gets us in line with best practices. And the meetings I’ve been to, and then we’ve sent some folks to a conference to learn more about it. Again, a lot of research went into it. It shows that it’s starting to pick up again. A lot of agencies were accredited. Not a lot. There’s not a lot of agencies accredited. But in the 90s there were several and then it kind of -- in an economic downturn that’s kind of something that folks cut and then it’s starting to come back and you’re starting to see a lot of agencies move toward this again.
So, the highlights of our 16R/17 budget. I outlined it by line item there. Well, Education and Travel are two different line items. But, you know, sending folks to the conference. We had a big transition in the Traffic Safety Unit. We had to get them trained up. The new K-9 handler is getting trained for that grant that we got for the new K-9 last year. And then reimbursements for higher education. There were several of those in the coming years.
Professional Services. The range I talked about. We budgeted $25,000 for that. CALEA, $25,000 for that. Eleven and change of which is actually enrollment and then some of the other stuff is for software and whatever. That will not be an ongoing cost of that amount. The mental health co-responder I talked about. And then just hiring replacements. We’ve had, you know, several departures over the past couple years. It looks like what happened was in the 80s and early 90s when the City was exploding, the Police Department did the same thing and now those folks are retiring. And so we’re on a constant hiring. And then you’ve got some people who get into law enforcement and decide it’s not for them. So, we’ve got those replacements to do. And it’s a real challenge right now to find qualified people to get into this field. Several theories out there why, but I will say it’s very competitive between all the agencies in this area to go out and get the best qualified folks. So, anyway, lots of hiring. It requires lots of funds out of Professional Services.
And then our Professional Services Technology line item. We had an Intergraph upgrade that was a no option type thing. $81,000 that Intergraph is charging to upgrade their system and that’s for our CAD.
Okay. So, out of the General Fund, I don’t know if I need to go over a whole lot here. If you have questions about it, again, the increase to the ‘16 Revised, then it goes back down in ‘17 for the Contractual Services with most of the Professional Services stuff that I talked about. Out of the Special Funds the increase from 16 Revised to ‘17 on the police vehicles is basically just increase price of buying the vehicles. But we’re still only replacing ten a year. We haven’t added to the number that we’re replacing each year. And then you see the increase from -- on police equipment from the $42,000 to $216,000, and that’s where the in-car videos are budgeted. But again, if we get those in there then, it solves us for the next five years with just some low maintenance costs along the way. And we actually were able to go in and remove some of the funds we had budgeted within that fund for replacements of the L3 each year. We were able to take that out because we’re going to handle it up front.
COUNCILMEMBER JENKINS: Just a question for you.
POLICE CHIEF MOSER: Yes.
COUNCILMEMBER JENKINS: I’m looking at that police equipment. Now, you say that’s the video equipment?
POLICE CHIEF MOSER: Yes. The majority of it is.
COUNCILMEMBER JENKINS: You said what, 88,000 for that?
POLICE CHIEF MOSER: For the in-car cameras, no.
COUNCILMEMBER JENKINS: Okay. It’s a different thing.
POLICE CHIEF MOSER: The in-car cameras are going to be about 208 of that, of that 216 --
COUNCILMEMBER JENKINS: So, we got and the other 88, so.
POLICE CHIEF MOSER: -- to finish that project.
COUNCILMEMBER SANDIFER: That was the body cameras.
COUNCILMEMBER JENKINS: Yeah. I was just checking on the cameras here, trying to figure out which ones --
POLICE CHIEF MOSER: Right. The body cameras would be in addition to that.
COUNCILMEMBER JENKINS: Right.
COUNCILMEMBER PFLUMM: But you don’t have that in here?
POLICE CHIEF MOSER: No. No. Because --
COUNCILMEMBER SANDIFER: He ain’t got the grant.
POLICE CHIEF MOSER: We’ve applied for a grant and we’re going to see what -- if I come back and ask for, you know, to supplement the grant or how we do that.
And then the Special Narcotics Fund, revenues haven’t been as strong in there, so we’ve moved that 19,500. You see that it’s out there is basically the tasers we’ve moved over.
Special Alcohol Abuse Fund. That’s where our -- a portion of our SRO, School Resource Officers’ salaries come from. And then a lot of their training that they go to during the summer.
Then you have the Justice Center debt there.
And on the next slide, Our Unmet Needs. We need staffing. We need police officers. Shawnee Police Department was at an all-time high for sworn police officers at 90 six years ago. We’re at 88 right now. And the reason we’re down, and that’s authorized staffing, is because we cut some positions through attrition during the economic downturn. But since that time we’ve seen a 15 percent increase in blackout time, a growth of 3,000-plus residents, more lane miles have been added to patrol, and more businesses have been built to serve. Going out and doing some comparisons we found that our 1.35 officers per thousand is below the 1.6 average of our local core comparison cities and is below the 1.8 national average that’s reported by the Department of Justice. To be in line with each of those would require adding 16 and 29 officers respectively. Adding five officers over the next three years would us at 1.49 per thousand, still below that 1.6 average of our core comparison cities. And when I say over the next three years, again, I talked earlier about how hard it is to find qualified people and the fact that we’re replacements, too, a 2-2-1 would be fine. We just need to start adding officers.
So, the good news here is that we also found a grant for this that we’re applying for. It’s a COPS grant through the Department of Justice. It would help fund five officers, 75 percent for three years. So, the grant over the first three years of hiring those officers would cover 287,000 each year and the City would be covering the other 95,000. So, I’m not saying that I’m asking for more police officers, just if we get a grant, I’m saying there’s a need to hire more police officers in this community. Again, we’re down two officers from our all-time high six years ago and we continue to grow. And it’s my opinion as your Police Chief that if the City is going to continue to grow in population and lane miles and businesses, we need to have a Police Department that grows right along with it.
The other unmet need we have right now is our Property Control Specialist. We have one and we have a lot of property that comes in, whether it’s evidentiary or just found property, recovered, and our property room has got about three times the amount of items in it that a department our size should have. So, what that comes from is the fact that she does not have time because she’s constantly receiving property in to do the purging that should be getting done as cases are being resolved. So, she needs some help in there. We did check around with our core comparison cities as well and found that we are the only one that just has one property control person. Some of our other cities have two and then some of them have like a part-time help in there. So, that’s our other need.
Questions? Yes, Mr. Neighbor.
COUNCILMEMBER NEIGHBOR: Yes. How many in the last six years you mentioned, how many new hires have we had?
POLICE CHIEF MOSER: Is Jason Brunner out there? He did a big study. Six years?
CAPTAIN BRUNNER: Total in six years?
POLICE CHIEF MOSER: Oh, I’m sorry. Are you talking about new additional officers?
COUNCILMEMBER NEIGHBOR: No. Just how many new in the past six years I know you said there has just has been sort of --
POLICE CHIEF MOSER: Right.
COUNCILMEMBER NEIGHBOR: Some stayed, some didn’t and retirements. But just how many officers have we hired in the last six years.
POLICE CHIEF MOSER: Go ahead.
CAPTAIN BRUNNER: I think we’re right around 20, Chief. I’ll have to check my [inaudible].
POLICE CHIEF MOSER: It’s a lot. In the past 30 months we’ve lost about 22 officers. It really hit hard these past couple years.
COUNCILMEMBER SANDIFER: Thirty months?
POLICE CHIEF MOSER: Uh-huh.
CAPTAIN BRUNNER: We’ve lost 26 since January 1 of 2014.
POLICE CHIEF MOSER: Yeah. It really --
COUNCILMEMBER PFLUMM: Do you have a breakdown of like how many guys retired, how many guys left, how many guys, you know, just quit?
POLICE CHIEF MOSER: I do have that. I don’t have that with me tonight, but, yeah, we have that information. The reason I asked Captain Bruner, he’s done extensive research into this so that we can better plan how far ahead we need to go with this hiring because it takes 13 months from the day we hire a new police officer before they’re on solo patrol by themselves. And so the trouble you run into is when I talked about earlier about not having the staffing to do some things. You get hit with this big rush, whether it’s through retirements or whatever of losing folks and you can’t hire them fast enough and then it takes 13 months to get them out there. So, that’s where we’re at right now. We’re kind of in the midst of that coming out of it a little bit.
COUNCILMEMBER MEYER: I think we’ve -- sorry. We have I think Mike, Jeff, Dan, and Brandon.
COUNCILMEMBER PFLUMM: I was just going add, can you send us that information.
COUNCILMEMBER KEMMLING: How much did you say that CALEA accreditation, did you say $25,000?
POLICE CHIEF MOSER: We budgeted $25,000. $11,000 and change of that is the actual enrollment. And then there’s some software that goes along with that that you’re required to us when you do that.
COUNCILMEMBER KEMMLING: And then is there an annual cost to once you get it?
POLICE CHIEF MOSER: There is. And it’s 30 -- Greg?
MR. COLLINS: No. For the next 36 months, there is essentially no cost other attending conferences, which are optional. And then after 36 months there’s an annual fee about $5,000 annually. So, the $11,000 that we spent is the cost for the next 36 months.
COUNCILMEMBER KEMMLING: Okay. Thank you. I had one other one, but I don’t know where I wrote that down, so I’ll pass for right now.
COUNCILMEMBER MEYER: Okay. Sure. Jeff.
COUNCILMEMBER VAUGHT: So, we talk about the last six years, how many -- what’s our growth been in six years? Carol, do you know how many [inaudible] permits do you think we’ve done in the last six years? What are we averaging now, a few hundred? Are we back up to a couple hundred, 250? So, I mean, we’ve probably done at least a thousand permits in six years I would think. So, population-wise, obviously which is hard to peg, but we’ve had a decent population growth as well.
COUNCILMEMBER PFLUMM: Slow population growth compared to what we had before. Extremely slow.
POLICE CHIEF MOSER: When we looked at, it looked like the population was about a little over 3,000 less than in 2010.
COUNCILMEMBER VAUGHT: Okay.
POLICE CHIEF MOSER: So, about 3,000-plus in the last six years.
COUNCILMEMBER VAUGHT: But considerable new homes, so we have that growth. So, I know in the fire department we look at response times and it’s pretty easy because you can say, okay, the station is, you know, fire trucks aren’t driving around, so they’re sitting there and we know if it’s three miles it’s going to take x-amount of time to get there. How do we gauge response times on police? I mean, obviously we’re under-staffed.
POLICE CHIEF MOSER: Yeah.
COUNCILMEMBER VAUGHT: But if we have less people on the road, then what’s the factor?
POLICE CHIEF MOSER: Right. We don’t look at -- we can get to response times. We don’t look at that as much as we do blackout time. Blackout time to us is the time that whenever a call for service comes in, even an emergency one, that there are no officers available to respond to that. Now, what’ll happen is sometimes an officer will clear something that they’re in a lower priority thing to go handle that. Sometimes we’ll call an outside agency to have to come in and help with that. But the blackout time is more a factor.
COUNCILMEMBER VAUGHT: What’s our blackout?
POLICE CHIEF MOSER: It’s gone up 15 percent in the past -- since that time in the past six years.
COUNCILMEMBER VAUGHT: Do other agencies -- when we talk about compared to other agencies, do they track that or share that information or is that --
POLICE CHIEF MOSER: I’m sure they track that, I don’t know. And I’m sure that if I asked --
COUNCILMEMBER VAUGHT: So, we don’t know.
POLICE CHIEF MOSER: Yeah, they would share it. I haven’t asked for it.
COUNCILMEMBER VAUGHT: So, blackout time unfortunately I guess would be that, you know, while it could be, you know, like, you know, someone calls with domestic battery and there’s nobody there to respond. I mean, literally there’s nobody that can answer their call, so then they’re just kind of --
POLICE CHIEF MOSER: Correct.
COUNCILMEMBER VAUGHT: -- on hold.
POLICE CHIEF MOSER: Yeah. If our officers are all tied up on calls that they were high priority they could not get away from we’d be -- we have assistance in the county, that’s a good thing. We have good cooperation, but no Shawnee officers.
COUNCILMEMBER VAUGHT: But that could take some time.
POLICE CHIEF MOSER: Right.
COUNCILMEMBER VAUGHT: Okay. Thanks.
COUNCILMEMBER MEYER: Brandon.
COUNCILMEMBER KENIG: To answer your question, Jeff, blackout time in 2015 was 310 hours, a little bit over 310 hours where I could read in the minutes. I had two questions. The CALEA accreditation process. So, you alluded to the monthly reoccurring fees. Is there a renewal process, too, in terms of renewing that accreditation?
POLICE CHIEF MOSER: Sure.
COUNCILMEMBER KENIG: And if so, when does that have to be done? And does that incur the same cost in terms of if you were applying for the first time?
POLICE CHIEF MOSER: Just the cost of their travel, the accessories that you have you have to pay for the travel to come in [inaudible]. So, that would be -- we have three years on the initial assessment to get to wherever we need to be. And in 2019, we’re going to make application I guess, have an on-site come in and assess us. And then once we’re accredited, then it’s another several years before we have to have -- you have to continue on with the standards, but then they would come into stay -- re-accredit it I guess.
COUNCILMEMBER KENIG: Okay. So, it’s just a cost to have them come in. It’s no additional cost beyond that.
POLICE CHIEF MOSER: Except for the ongoing. The fees that --
COUNCILMEMBER KENIG: For the ongoing fees.
POLICE CHIEF MOSER: Yeah. Right.
COUNCILMEMBER KENIG: Okay. Thank you. And then second question, you had mentioned too, just we’re in a competitive environment with so many law enforcement agencies in Johnson County. And have you seen an actual increase in terms of new hires leaving within a couple of years? And if so, are there stats on that that we can kind of look to and kind of pinpoint patterns?
POLICE CHIEF MOSER: Yes, we have. And that’s part of what Captain Bruner, his little -- his research that he did has a lot of that information. You know, it’s -- I don’t know if it’s generational or if it’s -- this is a hard job. And it got really hard a couple years ago when -- there is a lot of media outlets that had a lot of negative spin. And those are the challenges we see is that folks either that would have been interested in becoming a police officer are rethinking it, do I really want to enter this field. And the folks that are in it, yeah, there’s discouragement there. But I don’t know if we dug down -- I don’t think we’ve dug down that deep to see those reasons for the actual people left that we’ve seen. But, yeah.
COUNCILMEMBER KENIG: Okay. So, do you do exit surveys with your officers?
POLICE CHIEF MOSER: We do exit interviews.
COUNCILMEMBER KENIG: Okay.
POLICE CHIEF MOSER: Yeah. I haven’t, you know, again, a lot of folks that don’t retire or anything like that, they generally are just I’m getting out of this line of work.
COUNCILMEMBER KENIG: Okay.
POLICE CHIEF MOSER: On the exit interviews. That’s the response we get.
COUNCILMEMBER KENIG: Thank you.
COUNCILMEMBER MEYER: Other questions? All right. Thank you, Chief Moser.
POLICE CHIEF MOSER: Thank you.
COUNCILMEMBER MEYER: I appreciate the presentation. You guys do a fantastic job. I promise. I love you guys, too.
(Inaudible; talking off record.)
Fire Department Presentation
FIRE CHIEF MATTOX: I’m going to stray a little from tonight’s script at the urging of the Mayor. So, I don’t know how many of you drove by Shawnee Mission Parkway and Quivira this afternoon between about 3:45 and 6:00. We were not cleaning the street. We were waiting on this guy. So, if you hear traffic complaints, our 1991 fire truck died right in the middle of northbound Quivira in the left-hand turn lane awaiting a bigger ride. So, the Mayor asked me to share that with you that we definitely have some needs in the Fire Department. So, I did my part.
So, for the best presentation. Okay. I’m older than Rob, I need glasses. So, here is the Fire Department’s programs. No big change from the previous year. We consolidated a couple of them, but these are our main programs. We divide them all into administration and operations. So, like I said, no big change there.
Our work plan. And you just heard a lot about the Police Department and their pursuit of accreditation. We started ours last year. And some of our work plan here fits that. And all of you will notice tonight when you arrived at your desk we provided you our five-year strategic plan in print. Part of that accreditation is the assurance that the Governing Body received a printed copy. So, that’s now on record that you have it. As well as you should have had that anyway. So, that is for your reading pleasure. But you’ll see some of our work plan goals kind of tied to that. All of our goals fall under Safe Community. And our first one is to develop a Standard of Cover for Fire and EMS response. And what that is in simple terms, and it’s a not a simple document. Trust me. Chief Scarpa has been working on with a lot of help for almost a year. Basically it sets if you have a gas leak at your house, it sets how we respond, what we respond with, who responds and what they’re going to do when they get there. And it’s for every type of call that we have in our response matrix, every type of call that we can foresee. And it basically holds our feet to the fire to do like Rob said earlier, do what we say we’re doing. It’s a very extensive document. It is about 25 percent of our accreditation. And somebody tell me if Chief Scarpa throws something, but I think we’re about 75 percent through that document.
CHIEF SCARPA: Sure.
FIRE CHIEF MATTOX: But a lot of work has been done on that. It’s a very in-depth document. That is one of our goals in our work plan to complete, actually to complete before ‘17.
Complete the accreditation process. Earlier this year we went from a registered agency to an applicant agency, which means we now have 18 months to finish. At the end of -- within that 18 months, then we have to invite that site team on site to review all of our documents, all of our work processes. And we’ll get it down. It’s daunting, but if you remember when we talked about this when we first went in, Chief Scarpa and I went around to the department and we did a PowerPoint presentation to every shift at every station. Told them here is what we want to do, here is where we would like to see the Shawnee Fire Department, who’s in. That initial request, we have 35 of the 60 people say I’m in, I’ll help. Everybody bought in, not everybody wanted to help. But that’s a good problem to have is a lot of help. So, we’re in the middle of that.
The next one also ties into that. To encourage the participation of the officer credentialing program. It has -- it doesn’t have a lot to do with accreditation. Accreditation is a department recognition or department acknowledge. The credentialing is individuals. Last year we had five individuals, officers receive their credentials. Chief Fire Officer, Fire Officer or Fire Marshal designation. And so we are still encouraging our remaining chief officers and captains. A personal goal of mine is to be, and it’s still possible, the first department in the country to have a fully credentialed staff and an accredited department. And when we talk to other departments about it, they go, well, that would be really cool. But no one else is talking about doing it. So, we’ve been talking to our company officers and other chief officers to get that done.
And then the last one here is to restore the City Open House event to enhance the public’s understand of City Services and Public Safety. There is actually a meeting tomorrow morning about nine or so. We’ve invited all the departments, so we hope to have that City Open House in September. And I apologize, I don’t remember the date. It’s like the 20th or something like that. But we’re wanting to bring that back. It’s been 2008 since we’ve held an open house. And what a better way to reach out to the community than to invite them into our home.
So, next one. Highlights of 2016 and 2017. Carol did away with all my acronyms on here.
CITY MANAGER GONZALES:
FIRE CHIEF MATTOX: They were all jealous because I had the cool titles. New Record Management System. Just real quick. It’s not going to have an effect on the budget, but I just kind of wanted to let you know. Shawnee has been using the same records management system since the early 90s. And we have all those records in-house. It was a company or a product called Firehouse software. We went into a program two years ago to review our records management software. We put together a committee who reviewed it. We decided to stay with Firehouse. And as Rob said earlier, getting away from Lotus Notes, kind of along that line we got away from keeping that in-house and went to a cloud-based system. Well, in the middle of all this that sole proprietor that owned Firehouse sold it to a big corporation. I probably shouldn’t mention that corporation in a public meeting, but they’re not quite as accommodating as they were. Their tech support is horrible. We’ve been frustrated. IT was frustrated. So, we went on a trek to find an alternative and we found one. It’s called Emergency Reporting Software. It’s amazing what it does. Chief Scarpa and Captain Welmer just returned from their conference and were fired up at the option to change. So, it’s not going to have an impact on the budget, it’s about the same amount. We just won’t pay Firehouse this year, we’re going to pay them. So, don’t tell Firehouse yet because we’re waiting on our data.
COUNCILMEMBER VAUGHT: [Inaudible; talking off mic]
FIRE CHIEF MATTOX: No, they know. We’ve made that request.
Smooth Bore Nozzles. This is a pretty cool story. So, years ago when I started in the fire service, this isn’t the cool part. But most of you have seen movies where they use the old tube nozzle where a solid stream comes out. Well, the evolution of nozzles over the years, when I first started we had smooth bore nozzles. Well, then they come out with a nozzle called a variable gallonage non-constant. You could adjust the pattern. You could adjust the flow. Then they come out with a constant anyway. There has been years and years of evolution to nozzles. The latest being what’s called an automatic nozzle, which was supposed to do the same as all of those previous nozzles. It doesn’t, but it was a good nozzle. So, last year one of the captains came and he had gone to some training and he had some real life testing of smooth bore nozzles. And he said, hey, Chief, I want to do some live fire testing with all these nozzle brands and see what really works and bring it back and make a recommendation to the department. So, that captain along with a couple others, they called vendors. They got all these nozzles, different types, brands of nozzles. And we have the container out at Public Works and we set up thermocouples with computers in there and we could do rate of rise, temperature. We could do the cooling speeds. We could do reach. And they tested all these nozzles. And if you really want a presentation, I’ll have him come talk to you because this guy went graph crazy with this. And it was awesome when he presented it to the chief staff. But anyway, they made the recommendation to purchase smooth bore nozzles for all of our trucks. And so 36 years after I start we’re back to the nozzles that I had 36 years ago. Not that they’re going to let me use them, but they’re pretty cool.
The next thing, Hose Replacement Program. I’ve always been under the impression that if your hose passed test every year, we have to test every section of hose we own every year. If it passes test, we ought to keep it. Well, we’re starting to see some hose falling off more and more each year and we found out we have some hose that was made in the late 1970s, early 1980s. And even though it had been passing tests, it’s quickly not passing tests. And then this year NFPA come out and said you could not use hose manufactured before 1985 or something. So, we got rid of that. As we’ve done with our gear replacement, instead of taking these hits every year or not knowing, we’ve set up a finite amount working with the hose group. It’ll probably be about a five or seven-year program and we will budget a certain amount each year for hose replacement. Get rid of the old hose. Get rid of the hose that’s been repaired several times. And have that all in good shape.
The last one here, the Stabilization Struts. We currently one set of these. These are airline aluminum struts. And what they are, they are primarily for stabilization of an accident scene. They’re super fast. Each strut is capable of supporting or lifting 10,000 pounds. They have straps, pulleys, pins. We currently have one set. It doesn’t do the crews out west any good. If you have a car on its side or on a bank waiting for the struts to come from in time. So, the captains proposed that we add to those and add two additional sets of struts to the tune of about $9,000. But those things are pretty impressive. In the past, we’ve carried lots and lots of 4x4, wooden 4x4's. We’d build cribbing. We build wedges. And as you can imagine that would take a long time, especially if you’re the one in the car out there listening to the chainsaw and the saw is going waiting for us to build this thing. These are very fast and very efficient.
The picture you’re used to seeing, the General Fund budget. A couple things that stand out. Personal Services. I mean, that’s just salaries. And as Rob talked earlier about retirements, those things affect that. No big difference, Contractual Services, Commodities, all cost of living things. Capital Outlay. Those two things, and I should have wrote those down. Those were -- one of them was the hose program and the other one I believe was -- it might have been the struts. That might have been the two capital outlay things. That’s what those would be.
Other budgets that support the Fire Department. You can see the fire truck lease payments. Those are -- I think there’s about four trucks rolled into that lease payment. Fire motor vehicles for ‘16 were some staff and support vehicles. For ‘17, that’s our second brush truck. We replaced one in ‘15. And then our next one we will replace in ‘17. The fire equipment. That was -- if you remember last year we started the outdoor warning siren replacement program. This will be for the next two. We’re in need of a breathing air compressor which will bring all three of ours up to within five years old. That we’re operating with a 30-year old compressor now. Then some small ticket items.
The other thing on there, that fire equipment is replacing our aluminum rescue boat. And nobody knows how old that is.
COUNCILMEMBER SANDIFER: Do you use it?
FIRE CHIEF MATTOX: We have used it, yes. It still floats.
FIRE CHIEF MATTOX: It’s not very efficient. With the training of our water team and some of their pick tactics, it’s not a very maneuverable boat. They actually prefer the Zodiac boat that we have. But our policy is, if we put one boat in the water, we put two just for safety. So, that one will be going away. And then we have the Justice Center debt payment. Oh, yeah, there are two of those. Debt Service Fund, and I don’t know what the other fund was. Public Safety Fund and the Debt Service Fund.
And then the Equipment and Facility Reserve Fund. This is the combined facility maintenance and management program. This is the part that -- from the Fire Department. And then the next few years -- or in the next year we have scheduled to replace some of the old HVAC units on both the Fire Station 71 and the old police station, which we like to call a fire house annex. But you’ll see old police station in a lot of the documents. Some new parking lots at Station 71. And then some parking lot and roof repairs. We have a significant issue with our drain in front of Station 71 right now. If you’ve driven by and seen that large cone, it’s not because we’re too lazy to go pick it up, it’s because you can’t drive there because the concrete has given way and the steel grates fall in. And so we have an orange cone out there. And the battalion chiefs are dodging it. And Med-Act is not very good at dodging it. They hit it about once a month. But at least we know they can hit the cone.
COUNCILMEMBER PFLUMM: I have a question. You had Contractual Services two or three slides back there. What’s the Fire Department using in contractual services I guess? Just curious.
FIRE CHIEF MATTOX: Contractual Services. That is, we have lots of things. Our record management system in here. Our lawn mowing is in here. Good question. I could -- I don’t have that spreadsheet, but I could --
COUNCILMEMBER PFLUMM: Well, if we could get that that would be great.
FIRE CHIEF MATTOX: Yeah. We can get that to you.
CITY MANAGER GONZALES: Just in general, postage, telephones, telecom, education, printing, photography, insurance, building operations. So, anything related to the facility. Repair motor vehicles, repair and operations and maintenance. Repair of office furniture. Rent. Dues and subscriptions for publications or online things. And then professional services which include physicals for the new applicants and our annual physicals for the firefighters. Our share of the medical director position, the reporting system which John mentioned.
FIRE CHIEF MATTOX: So, it would be pretty much everything outside of salaries and commodities.
COUNCILMEMBER PFLUMM: Well, if you’ve got a spreadsheet that breaks that down, if we could get that that would be great.
FIRE CHIEF MATTOX: Yeah.
COUNCILMEMBER MEYER: Jeff.
COUNCILMEMBER VAUGHT: A couple back you got lease payments, fire truck lease payments. So, it’s like you’re asking on the 2017 [inaudible] 2016, $554,000. How much of that is interest? Do we have any idea?
MS. ROGERS: The payment, it’s not a huge part of it. This last one we did was -- the last lease we did was actually a GO bond and it had very low interest rate. Right in front of me I don’t have that. But we had done the analysis about the cash funding at one point.
COUNCILMEMBER VAUGHT: I remember that.
MS. ROGERS: And I would say that there is probably on the regular leases probably close to maybe $70,000 on each of those leases over the whole ten-year life.
COUNCILMEMBER VAUGHT: Okay. Thanks.
FIRE CHIEF MATTOX: Okay. The last -- getting to the closer to the end is our Unmet Needs. And you’ll see a lot of this, or some of this addresses our response challenges we have in the northwest part of the City. And someone had asked earlier about growth. According to our documents, since 2010, 75 percent of our City’s growth has been west of 435. And then another statistic that I’ve shared in the last ten years, our overall call volume has increased 65 percent. And then another number that we’ve been able to pull out recently is that in the last four years alone in that western district our call volume has increased 28 percent. So, one of the more interesting facts as we’re working on this accreditation and we’re doing a lot more data analysis, we realize our EMS call volume has risen 99.5 percent in the last 15 years. So, do the math. It’s almost double. Everybody is getting older. The community is growing, the community is aging. But, yeah, that EMS call volume is definitely going up.
So, as you can see form this list we don’t have a lot of needs, we just have expensive needs. The first one is an EMS chief. And as I alluded to, our EMS call volume has basically doubled in the last 15 years. It is the larger percentage of our calls. And one thing I think it is our biggest exposure. And the need for someone to manage that program, someone to assist with the vision on where our EMS system should go, where it needs to be, one thing that we’re not doing well now is the quality controlling of reports. Now, that we are in the medical director program, all of our codes, stemming, stroke calls are all getting quality controlled at the county level with good feedback. But those aren’t the ones I’m worried about biting us. It’s the routine mom and pop call that we’re just not -- we just don’t have the staff or the people or the time to quality control those. And that would be something this EMS position would do.
Station 74. We’ve talked about that quite a bit in the past. Interesting fact I find that in 1995, another fire station in western Shawnee was discussed at a budget meeting. And it’s been discussed several times. Back in 2007 we had it on the CIP and it got pushed back, pushed back. And eventually due to other priorities it was no longer on there. But you have a lot of supporting documentation in the paperwork that you received. The breakdown is on these estimated costs. The station itself, we’re proposing a single bay station to house a crew. We actually got some ballpark property numbers through the Chamber of Commerce and with the help of Dave Holtwick and put that in here. And then the needs analysis sheets that you received, we broke out building and staffing. And was it two year or three years ago when we talked about fire stations. I guess then I said it’s going to cost about a million dollars a year to staff the fire station. Well, that’s exactly about what it costs. As you see up there it says one million. I think it was $7 shy of a million dollars is what we estimated.
The next one there is Fire Station 71 Renovation. We’re in a building built in 1979. It was built to house a volunteer fire department with a very limited staff. And if you walk in there tomorrow there’s going to be nine firefighters, a battalion chief, two Med-Act paramedics, two fire prevention personnel, two chief members and an administrative assistant. There’s 17 people working in there every day and we have definitely run out of space. We’ve run out of offices. We converted a resource room to an office last year when we added the fire prevention officer earlier this year. When we added the fire prevention officer, and if as you remember that proposal was three, one every other year. So, come 2018, we have no place to put that person right now. So, this renovation looked at the entire building. The vacated portion that PD left as well as the portion we’re in now. And we actually hired an architect, something that knew what they were doing, and went through. It would basically separate the daily operation crew from the admin side. It would move us over to the old PD. Renovate the side we’re in. And part of those costs are the plan for housing for those crews, you know, temporary housing and things like that while this work is being done. It would be done in phases.
And then if you remember back in 2013, we talked about alternative response vehicles. We’re bringing that back as a Squad. The price you up there, the amount you see up there under Squad that would be for the purchase of a residence somewhere in 71's district and converting it. Converting it into -- it would still look like a residence, but it would need some work done to it to put a squad type vehicle. And when I say squad, you know, probably like an SUV type. But the converting would be for -- three shifts would have to be in there at some point. So, you’re talking about adding pantries, adding refrigerators. Structurally it shouldn’t make any difference to the house, but just some of the things we would have to do it.
And then that Squad Staffing, that’s a little misleading because I am proposing that we incrementally staff that. The first year would be with two people and that would be -- we would identify those peak times, peak call loads for that squad. Right now it would -- if we just went strictly off of the graph, it would be about from ten a.m. to ten p.m. Tuesday through Friday. Second year we would expand that to a second crew and expand those peak hours. And then obviously a third year make it a 24/7 operation. The only way that would work is with a house for the renovation. We would have nowhere to put the staff in Station 71 as it is now. Like I said, we have nowhere to put the next inspector right now.
If we were to renovate Station 71, we have accommodated space for that. We wouldn’t need to buy a house or vice versa. Well, I shouldn’t say vice versa. If we bought a house, that doesn’t relieve the need to renovate Station 71. So, those are our unmet needs.
COUNCILMEMBER PFLUMM: I think that’s a great thing. I think I brought it up six or eight years ago.
FIRE CHIEF MATTOX: What’s that?
COUNCILMEMBER PFLUMM: The squad type thing where we don’t have to take a, you know, one of our big trucks to, you know, an elderly call like at the old folks home or something like that. They’re obviously there if you need them. They could be called. But for 90 percent of those calls, I’m going to say probably 90 percent, you probably don’t need that big truck.
FIRE CHIEF MATTOX: Right. And you’re right. There are several calls that you don’t -- and you don’t need a crew of four regardless of what they’re in. When we talked about in 2013, as we are now, you know, we don’t want to strip the crews that we have. This would be an additional crew to handle some of those calls. Call types. And as you said, if they weren’t on a call, that would then supplement the fire crews, so.
COUNCILMEMBER PFLUMM: So, a question for you on that. Have you done the geographics as far as where most of those calls are actually going to? And then also percentage of your call, total calls.
FIRE CHIEF MATTOX: I don’t know that we have the percentage. We do have the breakouts of call locations. We are on that corridor right here. In fact, areas that we looked at just to get ballpark house pricing was between Pflumm and Nieman on Johnson Drive. That would put us -- our dispatch center is real good about giving us -- well, the pictures that you see in that Station 74 proposal that was in your documents, those red, green and yellow, those came from our dispatch center with proposed areas. And so they can paint a pretty picture. Doug Hemsath does a great job, but if you’ve seen his workload, we hate asking him to do that stuff when dispatch will do it for us. But, yeah, it’s along this corridor. And as the independent and assisted living facilities add on, it just adds to that area.
COUNCILMEMBER MEYER: Eric.
COUNCILMEMBER JENKINS: Chief, I’ve got a question for you on the -- we’ve got two fire stations under consideration here for either renovation or construction. And from what I’m hearing you say, you need the renovations to a great extent to handle a lot of the more administrative staff like yourself being the chief and your deputy and fire marshal and people like that, people that don’t actually hop on the truck and run out to the fire. And that leads me to think, you know, I wonder if there’s some way that we could -- if we’re going to build this other fire station, when we build that new fire station, if we don’t put an adjunct onto that building or say add something onto the building out there by the Justice Center already to house those kind of folks that are more of a management or headquarters kind of role and save a substantial amount of money perhaps in the process.
FIRE CHIEF MATTOX: Basically looking at moving the admin side, the administration of the Fire Department. And we’ve talked about that.
COUNCILMEMBER JENKINS: Yeah. I mean, it’s Glaser now and that’s handy I know, I get that.
FIRE CHIEF MATTOX: Yeah, it is.
COUNCILMEMBER JENKINS: But the Justice Center wouldn’t be all that bad either if we could add on out there, or if we’re going to put this other footprint out in northwest Shawnee, if we made a bigger footprint and housed a lot of these capabilities out there. Because if you could consolidate and put it all in the original planning process and the original construction, you know, renovation is just awfully expensive when you start tearing things out and putting it back together again. It cost more than a new station, you know, to do that.
FIRE CHIEF MATTOX: It’s about five times the size as well.
COUNCILMEMBER JENKINS: Oh, yeah.
FIRE CHIEF MATTOX: Yeah.
COUNCILMEMBER JENKINS: But that’s what I am. I’m thinking maybe that we could possibly save some money doing something like that. I mean, it’s just some pretty big expenditures for us. And if there’s a way we could take some of the sting out of it, it sure would be -- it would be very helpful.
FIRE CHIEF MATTOX: And we’ve talked about it. Chief Scarpa and I have both visited too about, you know, when we add this next inspector in ‘18, maybe we move the prevention to Station 2. We could accommodate it now. Maybe we move that out there and let that grow out there. It would be free up some space. It doesn’t help us with the open bunk rooms that we still have which are frowned upon in the fire service now. And we still have two out of three stations that have -- essentially Station 3 is one open room. Station 71 is just dividers with walls, you know, partial walls.
COUNCILMEMBER JENKINS: Kind of like the stuff I lived in as a colonel when I was over in the Middle East there for a while. They had 16 of us in a room. It looked like a shed that you put your lawnmower in.
FIRE CHIEF MATTOX: Uh-huh.
COUNCILMEMBER MEYER: Jim.
COUNCILMEMBER NEIGHBOR: Yeah. Is there a rate due home insurance groups, assuming you build 74, what would the -- and your response times would probably drop or the rating on the homes the fact that there is a station closer? Is that a factor as far as home insurance, or it can be?
FIRE CHIEF MATTOX: Insurance companies are very independent on how they do their rates. For years it was all based on your ISO rating, a City’s ISO rating. Now, your ISO rating has the biggest effect on your commercial population. Residential insurance carriers now, very few use that ISO even though ours if very good. But I would venture to guess at least once a week if not every week, I get a call from an insurance with an address asking how far is it to the nearest fire station and how far is the nearest fire hydrant. That’s all they want to know and we tell them. And what they do with that I don’t know how they calculate that. So, I don’t have a good answer for you. I know when we improved our ISO rating last year and I asked a couple of the insurance agents I knew they didn’t care because they strictly handled residential and their company had their own system for rating insurance.
COUNCILMEMBER MEYER: Eric.
COUNCILMEMBER JENKINS: Yeah, Chief, I had another question. When Terry Kegin moved onto Johnson County did we replace him, or is he going -- is that position going to show up here somewhere?
FIRE CHIEF MATTOX: Good question. We’re in the process of interviewing for that position.
COUNCILMEMBER JENKINS: Okay. So, that’s not going to show up in this budget, that’s going to be already program funds and so on, so it’ll be just --
FIRE CHIEF MATTOX: Yeah. It’ll just be a replacement.
COUNCILMEMBER JENKINS: Because I did see some other positions in here like the communications specialist and so on that did show up in here, but I didn’t see that one.
COUNCILMEMBER MEYER: Those are the new positions.
COUNCILMEMBER JENKINS: That’s a new communications person?
COUNCILMEMBER MEYER: Yeah. So, Terry would have been existing.
CITY MANAGER GONZALES: Yeah. Those are not funded. The ones that are outlined here are not funded.
COUNCILMEMBER JENKINS: Okay. Because some of them look like they were replacement of folks.
CITY MANAGER GONZALES: No.
COUNCILMEMBER JENKINS: So, these are all -- those are all proposed new positions.
CITY MANAGER GONZALES: All the unmet needs. They’re not proposed, they’re just sharing with you unmet needs in the organization.
COUNCILMEMBER JENKINS: Okay.
CITY MANAGER GONZALES: And John could probably explain this more, but it might be good to mention that because of this need for the EMS captain or EMS --
FIRE CHIEF MATTOX: Person.
CITY MANAGER GONZALES: -- person, we are looking at maybe hiring somebody for that emergency management that could also fill some of those roles in belief that maybe we won’t be able to add that EMS position next year. It’s kind of an odd combination of skill sets. And so we’re not sure we’re going to be able to make that work.
COUNCILMEMBER JENKINS: Really a good fit necessarily, yeah.
FIRE CHIEF MATTOX: Well, it’s unique. I’ll give you that. We’re currently managing our EMS program with shift personnel. And, you know, they all already have things to do and they’re doing this on top of that. And then we’re asking, there is probably five or six EMS-based meetings every month. And right now Chief Scarpa is going to a couple, one of our battalion chiefs, and then two of those shift people are going. The continuity, we’re losing the continuity there. We need one person to do that. So, we developed a job description combining both. I am encouraged by the applicants and the interviews so far of their openness to do both jobs and their ideas. But it’s still to be determined. It is a unique blend. In fact, when I mentioned it at the chiefs’ meeting, I got like ten blank stares. They’re going you’re going to do what? And I go, well, we’re going to try it. I don’t know what we’re going to do, but we’re going to try.
COUNCILMEMBER MEYER: Jeff.
COUNCILMEMBER VAUGHT: I just want to circle back around to something Eric talked about. So, when you talk about, you know, renovating a fire station, so the one on Quivira, the 71, is it, I mean, even if you relocate some of them, what’s the -- from what I’m hearing from you it needs to be renovated regardless. I mean, is that kind of the gist? Where even if you separated, maybe not as much renovation, renovate the police side, but with the bunks or whatever you call it, the -- I mean, I think you --
FIRE CHIEF MATTOX: Bunk room.
COUNCILMEMBER VAUGHT: Bunk room. You’re kind of there where you -- it’s going -- is that what you’re saying? I mean, regardless you’ve got to renovate that station at that point?
FIRE CHIEF MATTOX: Yeah. It’s to a point. Could we save something if we were to make additions or something at another station? Probably. We didn’t look at that. You know --
COUNCILMEMBER VAUGHT: Well, that leads to my next question. So, obviously if command is there, you’re here quite a bit, right? I mean, I think with meetings and everything. So, the difference between five minutes away and 15 to 20 minutes away, just the time travel back and forth.
FIRE CHIEF MATTOX: Yeah. It’s a matter of convenience. I remember the discussion when we built Station 72, we had an internal discussion to move admin out there. And that was so frowned upon. And I don’t remember all the discussions, but they just said no, it needs to be on this, you know, closer to the City Hall, closer to the busy end of town.
COUNCILMEMBER VAUGHT: So, if we move City Hall out to western --
COUNCILMEMBER MEYER: There we go. Mickey.
FIRE CHIEF MATTOX: I think that’s in one of the other slides. I’m kidding. Just kidding.
COUNCILMEMBER SANDIFER: On all the EMS talk that we’re working on, we also have Johnson County that we pay to be there with their ambulance services.
FIRE CHIEF MATTOX: Well, we don’t pay Johnson County. Well, we pay taxes, yes. Users pay Johnson County Med-Act.
COUNCILMEMBER SANDIFER: Well, I thought that we were also -- well, we’re providing them room --
FIRE CHIEF MATTOX: Space. Yeah.
COUNCILMEMBER SANDIFER: -- is what we’re doing for them. Is the need that much more than what they’re able to provide?
FIRE CHIEF MATTOX: And I haven’t had that discussion with Chief McFarland, but I can tell you that more and more often we’re hearing Status 5, Status 4, Status 3, which that means how many available ambulances are left in the county. The last couple years the only time you heard it was when the snow was knee deep. I heard it just the other day, they were at Status 3 and it was a beautiful day out. You know, part of the county operations is, you know, fire runs first response. There is currently 54 staffed fire apparatus in Johnson County, there’s 11 ambulances. We’re very fortunate to have two in Shawnee. Then we have two more that are fairly close. So, rarely do we wait a long time. But more often than not, our people are on the scene before them.
COUNCILMEMBER SANDIFER: Okay.
COUNCILMEMBER MEYER: Any other questions? Mike?
COUNCILMEMBER KEMMLING: With the EMS chief, from what I get from the packet, it’s basically an administrative job, is that true?
FIRE CHIEF MATTOX: It would be, yes.
COUNCILMEMBER KEMMLING: So, then the vehicle that’s budgeted there, what’s the reasoning behind that if they’re not going to be out on scene?
FIRE CHIEF MATTOX: Well, they would be out on scene. Our goal would be this person would also would respond on -- well, we call them Code 1 calls which dispatch determines life threatening. And they would either observe or be an extra hand. Because if they’re doing the quality control, it’s one thing to read a report, it’s another thing to have been there. They wouldn’t respond on all of them, but we would want to make that available that they would be able to respond in an emergency and be a part of that response. It’s basically up them. Here’s the expectation, you go on the calls that you feel -- it wouldn’t be in the matrix to where dispatch would send them, but they could go on the call types that they felt they needed to.
COUNCILMEMBER KEMMLING: Okay. Yeah. I mean, to me $130,000 is a pretty hefty salary. What kind of qualifications are you looking for in this individual?
FIRE CHIEF MATTOX: Well, the salary is about 90, the rest are benefits.
COUNCILMEMBER KEMMLING: Well, it costs us.
FIRE CHIEF MATTOX: Probably a paramedic. Minimum of a paramedic.
COUNCILMEMBER KEMMLING: Yeah. Because my brother was a paramedic, he didn’t make anywhere near that. So, I’m just -- to me that’s pretty good compensation. I mean, I know first year dentists would like to make that after having an eight-year degree. So, I’m just kind of curious that that’s a pretty sizeable sum.
COUNCILMEMBER SANDIFER: You looking for a job?
COUNCILMEMBER KEMMLING: I might take this one.
FIRE CHIEF MATTOX: Well, I can tell you we just had an applicant that is a paramedic in a local service that made well over 90,000 on his application. And we had that discussion even in the interview because we weren’t offering to pay that. Not to mention he didn’t have a lot of emergency management experience. But it was surprising to me. I know competitive-wise if we’re going to get somebody -- a paramedic to be a chief officer, it’s going to be right around $100,000 to compete with the paramedic chief officers in Lenexa and Med-Act and Olathe.
COUNCILMEMBER KEMMLING: All right.
FIRE CHIEF MATTOX: If we want to compete.
COUNCILMEMBER KEMMLING: All right. Thanks.
COUNCILMEMBER MEYER: Any other questions? All right. Thank you Chief Mattox.
Municipal Court Presentation
CITY CLERK POWELL: Okay. Next up is Court. And mine is pretty short and sweet. Here are our programs that we offer.
Most of our budget is funded in the General Fund. Very little change between 16-Revised and ‘17. We also added the debt onto the Justice Center and showed how that breaks out.
And then we have one unmet need which is a part-time municipal court security officer and security equipment, which the details are included in the packet. But it would basically include a part-time officer and security equipment where we could scan people as they came into the courtroom. A lot of other courts in the area are moving that way and we’ve had several incidents where we felt like that would be a benefit, not only to staff, but also to other -- just the defendants and the public in general who are doing business with us. And I’ll answer any questions.
COUNCILMEMBER MEYER: All right. That was short and sweet. Wow. Mickey.
COUNCILMEMBER SANDIFER: [Inaudible; talking off mic]
CITY CLERK POWELL: No. We haven’t budgeted for it.
COUNCILMEMBER SANDIFER: [Inaudible; talking of mic] fingerprint machine.
CITY CLERK POWELL: We have a fingerprint machine. And that was about it. We have one part-time bailiff who is in court doing fingerprints and also trying to provide security. But when he’s doing prints his eyes aren’t on the courtroom and so he’s spread very thin.
COUNCILMEMBER MEYER: Mike and then Eric.
COUNCILMEMBER KEMMLING: Is this the court security part that we have in our packet?
CITY CLERK POWELL: Yes.
COUNCILMEMBER KEMMLING: Is this -- it falls under what you’re talking about?
CITY CLERK POWELL: Yes.
COUNCILMEMBER KEMMLING: Could you elaborate on the x-ray system that it’s talking about?
CITY CLERK POWELL: Yeah. Our prosecutor did some research on the various types of equipment. And so I believe this would be sort of the, like if you’ve been into Johnson County Courthouse in Olathe, you walk through the little doorway thing and then scan your bags and what not on the side. So, this would just scan whatever is in your bag and then detect any metal that’s on your person.
COUNCILMEMBER KEMMLING: All right. Yeah. Thank you.
COUNCILMEMBER JENKINS: Yes. We were talking up here a little bit tongue and cheek, but I’m not really that much tongue in cheek, I’m kind of serious. I would like to see the people that are using that facility pay for this. So, when you take a look at our fine structure and so on and $5 here and $10 there and so on and this should be revenue neutral.
CITY CLERK POWELL: Okay.
COUNCILMEMBER MEYER: I like it. Any other questions? All right. Thank you, Stephen.
Public Works Presentation
MR. WHITACRE: Good evening. Doug Whitacre, Public Works. Okay. Which button. There it goes. Sorry.
Department Programs. No real changes in the department programs, except that we separated out Stormwater Infrastructure Asset Management and Transportation Asset Management were one program last year. We divided that into two programs, so that’s really the only change in the programs for Public Works.
As far as our Work Plan, one of our key initiatives is to administer the 2016 Street Maintenance Program, which is the 3/8th cent sales tax for all of the mill and overlay. And I just want to report, I mean, it’s going very well this year. We already have completed 70 percent of the work and have already overlaid 34 lane miles, which last year I think we did nine. So, we’re well on track to finish out the year and in good standing on that.
The next item is establish a long-term funding needs for Stormwater. I’ve been before you --
COUNCILMEMBER PFLUMM: Hey, can I back up on --
MR. WHITACRE: Oh, go ahead.
COUNCILMEMBER PFLUMM: Sorry. Actually I just had a couple people ask me yesterday about Flint. That was our number one deal. And I think I told them, you know, we’re going to be into ‘17 or ‘18 before we get started on construction on that one because we’re -- that sales tax just started and --
CITY MANAGER GONZALES: Right. We’re accumulating it. So, yeah. I can look up exactly what year we’ve got it forecast.
COUNCILMEMBER PFLUMM: Yeah. Could you text me or whatever?
CITY MANAGER GONZALES: Doug may have that.
MR. WHITACRE: If I get back a few slides I can answer that for you.
COUNCILMEMBER PFLUMM: Okay. Thank you.
MR. WHITACRE: Stormwater Utility. I think I’ve been before you and told you lots and given you big numbers, so I’m not going to dwell a lot on that tonight.
The next one is under Safe Community, implement public facing web-based program that provides information on snow removal. And we are very closing to going live with that. If we had more snow this year we would have been live, but we didn’t have enough trials to make sure it was working 100 percent before we put it out there for the public. But we do have a system in place and we should have it, you know, next year for sure or coming into the end of this year and going into, you know, the snow season.
COUNCILMEMBER SANDIFER: Because what you ask for.
COUNCILMEMBER PFLUMM: No complaints about [inaudible].
MR. WHITACRE: Next is develop one of our work plan needs, is develop a traffic master plan. And we’re just getting a look at that. That’s in response to the citizen survey, the traffic congestion and all was one of the high ratings, or one of the high items that they wanted to see. And so with that, we’re going to perform an internal review of problem areas now that we have a new traffic engineer on site, is just to go through and make sure we understand where the real needs are and concerns are. And then from that the old saying address the low hanging fruit are the things we can just do, whether internal staff correct those situations, make some tweaks, et cetera to that. Then if we’ve really got some major issues of an intersection or a certain area, then we would prioritize based on, you know, congestion and delays, safety factors, et cetera, and then look at turning those into major projects going forward. So, with that, this year is really not -- we’re not really bringing any money to you of this year on this particular one because we haven’t identified what we really need, but we can really set up a program and get an idea of where we need to go and do what we can with the current funds that we have.
The next item is to implement an LED street light change-out. And as you know with the new technologies out there the energy savings you can get with LED street lights. We’ve found that for about $5,000, which we built into the ‘17 budget for traffic and used in-house staff. We can actually go out and those type of street lights that you see there in the picture, those can be retrofitted so we don’t change the fixture, we just change the -- basically the ballast type portion inside the electronics. And we could do that and just see how that works and the payback right now is estimated at probably two years, the payback for those -- just in the energy costs and the maintenance because you get such longer longevity on the electronic bulbs, et cetera. Plus in some ways you get rid of the yellow and you go more to a white light if you’ve see really where the LED lights are out there.
COUNCILMEMBER SANDIFER: That’s the one [inaudible].
MR. WHITACRE: Yeah.
COUNCILMEMBER SANDIFER: You get rid of the ballast [inaudible] self-contained.
MR. WHITACRE: Yes. And it cuts down on the maintenance there, so we’re -- at least we’re looking at our own to where we would recognize the emergency savings.
COUNCILMEMBER SANDIFER: We don’t have to hire an electrician [inaudible].
MR. WHITACRE: Right. Yeah. Yeah.
[Inaudible; talking off mic]
MR. WHITACRE: Yeah. Fifty. Supposed to be rated for --
COUNCILMEMBER SANDIFER: [inaudible]
MR. WHITACRE: I’ve heard up to 50,000. It depended upon when the Chinese knock-offs came out, yeah, they didn’t last very long.
[Inaudible; talking off mic]
MR. WHITACRE: Other under Good Governance. Implement some improvements out at the service center. We’ve improved the security out there in cameras. We actually -- we aren’t really having issues, but we’ve had our neighbor right next door come over and ask did your cameras happen to see something. So, we know there are some issues out there and we’ve got an awful lot of equipment that’s behind that fence every night. So, we’ve done that to improve the security out there. We added a parking lot entrance and then we’ve got the parking structures that were in the budget for this year. And that’s really to get some of that equipment under roof to try to preserve it and prevent it from the UV lighting et cetera that’s on it. And then we’ve got the roof going over the mechanic’s bay.
Update Administrative Code for Facilities. That’s just related to the facilities position that was added this year.
And then the last one is to evaluate unmet needs. And what we’re really looking at is, is what level of service can we provide with the staff that we have in funding from the service center for pavement management, right-of-way, et cetera. And then from that we would say this is the services we’re going to provide. This is the level we want to provide and then develop some performance goals, et cetera that we would use going forward for that organization.
Some highlights of the 2016/2017 Budget. First, is a fleet technician. This is to convert. It adds $10,000. This would be in the 16R. $10,000. And this is to convert a 3/4 time FTE mechanic right now to full-time and upgrade to a fleet technician, which is what the gentleman is actually doing. He is a full -- doing the capabilities or the skill sets of a fleet technician. It was budgeted in 2016, but it did not occur at the time that the budget was passed. And then we also completed an analysis of our fleet on maintenance system. And based on the analysis, the types of equipment and the big trucks that we maintain, really the analysis shows that we would have a requirement for a little over five technicians. By upgrading this to a full-time technician, it would bring us to four. And some of that is we are picking up some additional work where we’re doing work for the Fire Department, trying to help with some of their maintenance costs that they had to outsourced. We were able to pull out there to the center and repair. So, we’re working quite heavily, you know, for the Fire Department, for Police, obviously all the Public Works equipment, and then the other small vehicles that the City has.
Next is a Traffic Signal Controller Equipment Upgrades. Just want to highlight there. We are spending about $5,000 right now to get our traffic signal controllers upgraded. We’re looking to double that amount. We’ve got about 26 left. And this would get it up to the new technology. The old controllers that we had are starting to fail. They cost about $2,500. We’re also working with some of the fiber providers that are out there. This would allow us to bring fiber to the controllers and then we could actually monitor and control traffic signals and like that and check programs and everything in the controllers themselves remotely rather than having to send somebody out every time you need to look at something.
Next one is Retaining and Rock Wall Repair. And I know that kind of sounds like a little strange. But one of the things that happened out of the APWA accreditation was that we had to go out and do inventories. And we did a complete inventory of all the retaining walls that are out there that are in the right-of-way that the City would have to maintain. And rather than the 35 that we thought we had, they found we had over a hundred. So, with that, we’ve added another $20,000 to just maintain because we’ve got some rather large retaining walls out there that if we don’t do some maintenance on there would be some major expense to have to replace and rebuild.
And then the last item is the 67th and Caenen Traffic Signal. It actually was purchased originally from KCP&L. It’s an old traffic signal. It serves a school crossing for the Rhein-Benninghoven Elementary School. The real issue is all of the wires are direct buried and we know we’ve got old wires. And if one wire breaks you can’t just pull a new wire in because there are no conduits. It was direct buried. And so with that and knowing that if we had a failure and the importance of this traffic signal, we’re recommending that we go ahead and replace it in the next year. The funding would come from the traffic signal project fund, which has a current balance of $426,000, and this replacement would be $180,000. So, it’s not coming out of the General Fund, it would come out of that traffic signal fund that we have a reserve amount of money in.
Next is Equipment and Facility Reserve. On the equipment side, related to -- this would be for 2017, looking at on the Public Works side a heavy dump truck, a tandem axle there to replace. We have a paint truck that’s 1998. The chassis we would retain and then just change out the paint portion on the back. My understanding is last year I would have like to have seen it. It’s supposed to have its own air compressor on it. We had to have -- the compressor that’s on the truck keeps the hydraulics and things going on the truck, but they had to tow an air compressor so it would make the sprayers work. So, that’s a little difficult especially if you’ve got to back up and down. We did look at outsourcing it a few years back. And the cost just to do Shawnee Mission Parkway was close to 100,000. And so with a $200,000 tag to buy the truck, we could pay for a truck about every two years. And that was just redoing the, like I said Shawnee Mission Parkway. We need to do our main arterials obviously, Johnson Drive, Nieman, Quivira and the parkway on an annual basis just because the paint wears on, snow plowing, et cetera. That’s the major on that truck.
Some of the other equipment that we’ve got in there is a message board and a mower and then just looking at the replacement and a normal change-out of a back hoe and a track hoe.
On the Facilities side, Public Works-wise, we basically have got some parking lots, HVAC equipment and Public Works does oversee with the new Facilities Department some of the other items that some of the other departments are mentioning. But like room improvements, parking lots, HVAC equipment, carpet and flooring, exterior lighting, sidewalk replacements, those things, we are helping to coordinate through the Facilities Department on those major items along with trying to consolidate maintenance as we go forward just to try to get a volume of scale for different service options that you would use for maintaining all of the facilities the City has.
The last one, Office Improvements. Basically what we wanted to look at that was in the paperwork that was given to you is that on City Hall is looking at realigning some of the work groups. And primarily it’s Planning, Public Works, IT, Code Enforcement and Development Services. And it’s basically trying to get the groups together. The thought is right now, just so you -- I live out of a backpack, so I’m either here or out of the service center. And then I have one person down here. I have one that sits in Finance. I have two that sit somewhere in the basement. And I have another one over in the back corner and two that sit in Code. And so we’re trying to get to where we just sit together as a group, as a department. The other would be moving Planning down with Code Enforcement and then there would be one counter coming in instead of people having to go here and then down there or down there and being sent up here. Just to provide better customer service. So, that’s really look at the office improvements here within City Hall. And that would be over 16R and ‘17 as was shown.
As far as Public Works, just on the General Fund, really the only two things just -- you see some big numbers change there. The ‘16 on the Personal Services, the ‘16 to 16R, the reason for that is Code Enforcement moved to Planning, so there was a portion of people that were moved out. So, that’s what that big difference is in that number. And then if you look down at Commodities, you need Commodities drop down there in ‘16. Well, that is again because we had a very mild winter. We didn’t need to buy about $300,000 worth of salt. So, with that, we’re reducing that portion of the Commodities budget in 16R because obviously we don’t need to buy salt. We are fully -- we have enough money that we retained to be fully, you know, full salt bins for going into the winter season. Then obviously it would jump back up for ‘17 just because we don’t know what kind of winter we’ll have in ‘17. A couple other things on ‘17 that we built in is, oh, in 16R, we threw a little more money in in 16R for locating services. With Google and AT&T out there we were running real short on locating there. If those programs slow down, obviously we wouldn’t have to spend those funds.
In 17, we’ve got -- we added money, $50,000 for dump fees at the landfill. Currently we don’t have to pay. They do let us know how much they would have charged us and it’s right around $50,000. So, we’re just putting that in there not knowing what’s going to go forward with the changes out at the landfill as far as the landfill operator.
The LED street lights we have in there and then some security, the gates being automatic out at the service center. Right now they have to get out and open the gates and close them. And so it’s just trying to get a little more automated gates out there is what we added in on that.
And the Special Highway Fund. Really the only thing, and this is where, let me get to that sheet, and I can answer your question. There we go. On the money for the, the third line down there, the SIP reconstruction of ditch sections, that’s the eight cent, the portion of the 1/8th cent out of the 3/8th that is going towards new construction. And what we have is the Flint, Johnson Drive to 62nd Terrace, would be done in 2018. That’s when we would build up enough money so it would be scheduled for 2018. And then they’re moving the money out from there going forward as we build up that 1/8th of a cent to do other construction projects.
UNIDENTIFIED SPEAKER: [Inaudible; talking off mic]
CITY MANAGER GONZALES: They aren’t funded. Do you have the list of 2021?
MR. WHITACRE: For 2021, we had Goddard, 56th to Johnson Drive. Then the next build-up of dollars would be in 2023, it was listed as the third program, would be Monrovia, 55th Street to Johnson Drive.
COUNCILMEMBER PFLUMM: [Inaudible; talking off mic]
CITY MANAGER GONZALES: They’re in the forecast much further out for the SIP program, right. But not funded at this time, but hopefully will be.
MR. WHITACRE: Next is -- because Public Works and Development Services as far as the funds go kind of work together. This Economic Development Fund really are Development Services. If there’s questions there I can ask Development Services to answer.
And then the debt service is really related to street improvements. Again, that’s street reconstruction.
The same thing with Parks and Pipes. Primarily those are CIP projects. And again, Development Services would be the one that manages that.
The Stormwater Utility Fund. Primarily what I point out there is just basically it stays about the same because obviously the funding right now is basically flat with the same fee we’ve had for several years. But basically I wanted to point out is in our big -- as we’ve made presentations to you, that we only spend about $600,000 to $700,000 on actually pipe replacement. And obviously that’s where we’re really starting to see our issues, you know, compound. And we need to obviously much more in that line item which is the capital outlay from that standpoint.
Equipment and Reserve. I’ve already gone over the equipment and facilities.
On unmet needs, this is basically three areas. One is pavement inspector. And really what we found is we provide a need, it’s the needed inspection services for pavement management. With the going from 9 lane miles to 35 to 40 lane miles, and as you know we’ve done a lot of pavement at once out there, we’ve got crews that if they hit it -- this was a good bid this year and they really went at it because they really wanted to work. And so we need to be out there keeping track of them. And what we had to do is last year there was added one in Development Services, a pavement inspector that was going to try to split between the private development and pavement management. And the private development this year has been so heavy it has consumed most of those hours. So, what we did is we actually took one of my supervisors of the pavement crews out at the service center and put him out in the field and then utilized a higher level maintenance worker to kind of lead the crew as far as be the lead person on it, so we’ve lost some efficiencies there. But we have at least got the eyes out there because we can have asphalt going in one area, concrete going in two other areas and we’re just trying to keep track of that. So, that’s the reason that we’re saying we’d like to add that position. It’s an unmet need. And the position would provide inspection services as well as help with all the pavement management and pavement inspection.
The next two are related to stormwater. And again, this would go along with if we, you know, depending on what we do with the Stormwater organization and what we do with that fund. But this one would be an engineering technician that would help coordinate these groups, the teams out there that we have, the crews that we have. Right now the supervisors are having to come in, do a lot of what I would call administrative type work, and then they’re not out with their crews, which we think if they were out, we feel they were out with their crews they could be more efficient. This person would be the one that’s communicating with the homeowners, calling for locates, making sure there is material, all those things to keep three crews going. And then with the next item there adding a fourth crew, it would be very beneficial to help in coordinating all of that.
The next one there is adding up -- the Stormwater Crew-5 is actually -- it’s a four-man crew. The fifth person would be to add to a crew that we’ve only got three in right now. But again, that would be primarily to look at the ditching, you know, taking care of ditch maintenance, improve channel maintenance and all of the 10,000 structures that we have out there to get a better maintenance program forward on that.
The last item is looking is Field Operations. Again that’s the service center. Primarily looking at pavement, maintenance needs. Right now we look at adding a one crew, actually adding -- there’s two crews right now with three. What we’re saying is an unmet need would be to add one to each of those crews to make them each a four-man crew and then have a third fourth man crew. And again, that would help in maintaining all of the pavement issues that we have out there. Right now a lot of the pavement, full depth asphalt repairs and like that may go a year before we get them because we add them into our pavement management program and the contractor takes care of it for us. Obviously just like if you have a small, for lack of a better term, rotten spot in the floor of your house, if you just let it go it keeps getting bigger. And that’s what’s happen if we let it go that long. If we could address those sooner we might be able to address those issues faster and reduce that cost.
Then one would be to add a right-of-way person and then a traffic person because we’re having more street light signs and crosswalks that we have to maintain. And that’s what those eight personnel would be there in an unmet need from Field Operations.
And with that, I guess I can take some questions.
COUNCILMEMBER MEYER: Questions from the Committee? All right. Thank you, Doug.
Development Services Presentation
MR. SCHMITZ: Matthew Schmitz, Management Analyst, Development Services. Doug couldn’t be here this evening, so I’ll be doing the presentation on his behalf. Doug and I worked together to prepare this budget for 16R and ‘17. This is the first time I’ve been involved in the budget process, so bear with me a little bit. Careful what you ask for I guess.
So, these are the programs that Development Services has that we oversee. Pretty self-explanatory. We’ve added three this year. Those were the Flood Plain Administration, the Right-of-Way Management and Street Improvement Program. Doug talked about the Street Improvement Program, the funding sources for that and where the funding comes from that. Development Services works with the administration of that program.
We have three main division in the department, Department of Administration, Capital/Public Improvements, and then Private Improvements. Each of these programs falls under one of those divisions.
2016R/17 Work Plan, for the Attractive Healthy and Well-maintained Community where at Johnson Drive at Quivira upgrading and resurfacing Johnson Drive from Quivira Road to Pflumm Road. That project should be underway in the next couple weeks. It’s been awarded and should be getting ready to go on that.
The 2016 bridge repair projects consisted of Wilder Bridge and Lackman Bridge, which both of those projects were repairs to the decking of those bridges. They are mostly complete at this point.
60th Street and Barton. This is the third project that we’ll doing in that area. It’s kind of a CDBG area there south of Johnson Drive, east of Nieman and west of Flint. There’s been two previous projects in there obviously and this will the third.
Under Economic Growth and Vitality, the street, water and sewer benefit districts for the Eco-Commerce Center. The Eco-Commerce Center is out on K-7 around the 43rd Street area. There’s an area that’s been identified out there for development, potential development. That’s of course developer driven, but we’re continuing to work with any perspective developers that we have there as well as current owners of that property.
Clear Creek Parkway, west of K-7. From K-7 over to Clare Road. The preliminary plans should be coming to the Council in the next couple months. We should start construction this fall and hopefully we will finish that up in the spring of ‘17.
Continuing the Work Plan. Effective Mobility and Reliable Infrastructure. North of 52nd Street we’re widening Quivira Road to include curbs and sidewalks. That section is an unimproved section of Quivira Road. I don’t know if any of you drove through there today, you might have noticed there was a section that was closed today. There is a utility issue that happened out there today because there’s currently utilities out there working doing relocations in preparation for the City’s project to come through.
As far as Environmental, Sustainable and Well-planned Community, we’re looking at preparing an alternative street design for ditch section streets. That would be primarily the west side of the City. There are rural areas out there that are less dense and that’s one of the things that we’ve identified that we may be able to look at what fits in that area better rather than using the standards that fit on the east side of the City. So, and then we’re continuing to look at the current street standards that we have and ensure they’re being maintained and developed as part of that sustainable and well-planned community.
Under Safety Community, we’ve got a couple stormwater jobs. Completing the plans and construction for 52nd Circle and 53rd Street. That as well as Nieman South. Both of those projects are in the process now and should be coming out in the next couple months hopefully.
And then for Good Governance, we’re continuing to keep the design and construction manual updated with current best practices and then we’re looking to purchase an implement a capital improvement project management software. The idea behind that or the reason for looking at that is to assist with keeping our projects on time, under budget and increase efficiencies within the department by moving to more paperless processes.
Highlights of the budget. Of course, the first one that I talked about is the Capital Improvement Project Management system. We’ve looked at several different vendors for that. We’ve selected a vendor. We’re just waiting for budget authority to move forward with that. With that comes some modification of our process in order to utilize that software. You know, like I said, the motivation is to gain some efficiencies by moving to electronic processes and making it faster for us to react to things and to work through projects.
The professional services for engineering and design is one of the things that increased in the budget. In 2016R, there is engineering for 60th and Barton, Barton Street from 66th Terrace to 67th Street, the 2016 bridge repair design and construction. And then in ‘17, we’ve got Johnson Drive from Martindale to Ogg Road. The ‘17 bridge repair design and construction and then 59th Terrace.
I’m lucky. I only have to talk about the General Fund. Doug talked about the other special funds that we work with. The General Fund, you’ll notice between the 2016 budget and 2016-Revised there was a decrease, a little bit of money decreased there. That was related to two positions that were moved out of Development Services with the reorganization. And those positions were moved to Public Works. There is an increase there, about $140,000, from the revised to proposed. There’s no additional staff in there. That’s just an increase in salaries and benefits and things of that nature.
Contractual Services also reflects an increase, about $86,000 there. And that’s to reflect those projects that we talked about before that we’ll be doing in 2017.
Commodities, there’s a small increase. Capital Outlay, there’s a small increase. Both of those are -- Commodities, the reason for the increase there was an increase in fuel. Not that fuel prices have gone up, but that we are utilizing a little more than we did in previous years. We went back and looked at previous expenses and made sure that we were in line so that we would have the budget that we need to make we can pay for that.
And then Capital Outlay, there’s some small improvements, furniture and things of that nature.
And under our Unmet Needs we have one position that we’ve identified. It will be an additional engineering and technician/inspector. This position would work with the overlay programs that we have. Projects such as Johnson Drive from Pflumm to Quivira. This person would help design and create those plans in-house, some of the funding sources that we have for those types of projects require plans be prepared in order for us to get approval to complete those projects. And this position would also serve as an inspector on the project, so it would be moving what we have right now externally through contracts internally. Overall, we would save a little bit of money that way.
And with that, I’ll take any questions.
COUNCILMEMBER MEYER: All right. Eric.
COUNCILMEMBER JENKINS: Yes. Just a question on that very last slide, the engineering technician. Is that person a graduate of a university, an engineer? Or I that a --
MR. SCHMITZ: It would not be an engineer. It would not be a P.E., no.
COUNCILMEMBER JENKINS: So, not an engineer, just a --
MR. SCHMITZ: He would be a technician who has experience with engineering. Whether that’s preparing plans that start as drafting, the inspection side of it, there are certifications that are required for inspection such as the American Concrete Institute. There is -- KDOT has inspection requirements that we have to have for KDOT plans or for KDOT projects. They would have to be certified in that stuff.
COUNCILMEMBER JENKINS: Well, I was just making -- I was just assuming that that was what it was going to be when it had the word technician in there, but I just wanted to make sure I was right in my head what that was.
MR. SCHMITZ: Sure.
COUNCILMEMBER MEYER: Other questions. All right. Thank you, Matthew.
MR. SCHMITZ: Thanks.
Parks and Recreation Department Presentation
MR. HOLMAN: All right. Neil Holman, Parks and Rec. The program sheets, they’re divided up into -- the programs are divided up into six divisions that we have at the Parks Department.
As we go into the Work Plan, the Attractive Healthy and Well-Maintained Communities. This is kind of a neat program. Charlie, our museum director, got the opportunity to go over to West Flanders and walk the fields. And so came back and next year, 2017, is the year that commemorates the 100th anniversary of the United States entering the war. So, at West Flanders, we’d like to -- we’re working on an exhibit, interpretative panels, pictures, working with the VFW’s, area VFWs on that sign and that little layout, that little exhibit. So, I think that will be kind of neat.
The corridor study and landscape plan. I’m going to talk about that a little bit later. I’ve got another slide on that, but that’s in our work plan.
The Environmentally Sustainable and Well-Planned Communities. Phase IV for Shawnee Town, mainly the work site. Storm drainage, the realignment project, the grading, the site improvements, ADA sidewalks and then the building floor elevations that we want to get on those plans as well.
And in August, staff will be bringing to the Committee an updated vision and strategic plan for 2015-2025. So, the next ten years. So, we’ll be bringing that to you.
Kind of like everybody else, we’re just kind of dipping our toes in this on accreditation. The 151 CAPRA accreditation process. For its 151. There’s 151 standards that are within this accreditation for Parks and Rec. That CAPRA, the Commission for Accreditation of Parks and Recreation Standards for National Accreditation. That’s what CAPRA stands for. So, we are just starting to get our feet wet on that. Starting to see about that.
Hopefully this year we’ll complete our online undertaking exhibit. Hey, it’s going to be something. It is interesting all the stuff that’s there. Oh, shoot. The stuff we do, you know, kind of fun.
The Safe Communities, and I will be also talking about this one a little bit later on, the stabilization streambank along Stump Park Trail to preserve the existing trail.
Good Governance. Develop PRORAGIS data tool to help implement cloud-based performance measure systems. And PRORAGIS is a bench-marking tool to evaluate best practices and compare with like sized cities across the country. So, the NRPA is really pushing all Parks and Recreation and county facilities to kind of -- to use this so everyone can really see how they benchmark with the other cities and the counties.
This one is a nice one and this one really helped us out. Establish and identify special event in CityWorks to utilize workflow and resource planning and implement efficiencies of events. Our event guy Phillip had a family issue over Old Shawnee Days. And I was so proud of him. He went to an NRPA event school and came back and we’re starting to utilize the CityWorks that we have. We’ve got all staffing, I mean, from tables to chairs, coolers, tents. There’s pictures where everything goes. There are maps and he wasn’t there. So, staff had to pick up. We took the binder and went and didn’t miss a beat. I think we got everything right. It was awesome to have that and we’ll have that for all of our events. So, I was very proud of him for doing that. That was awesome.
Okay. 2016 R. Hopefully you’ve seen Thomas A. Soetaert Aquatic Center. The new awnings look fabulous. Those are awesome.
The Connect Shawnee. We’re waiting right now for KDOT review and then we’ll take that and we’ll get that on to bid.
The regrading of the Community Centre site. I get so many calls on paying for -- wanting us to -- we have extra dirt and so we can get this site re-graded. They’ll be able to tell us with the permits the 404 or the flood plain permit and then be able to tell us that if we’re short on dirt too much with the grading plans and then we can either say, hey, we’re done with dirt or we need a little bit more.
The mitigation study. We’re working on that one.
The Town Hall roof repairs is coming up this year. That hasn’t been completed. I think it’s coming up right after Old Shawnee Days.
2017. Like Doug said, the street lights. We came in on a Monday morning and one of our light poles fell over. The base was completely rotted. Thank God it didn’t hit a car or anybody. So, we had an electrician come out and we have a lot of bad basis.
COUNCILMEMBER PFLUMM: [inaudible; talking off mic]
MR. HOLMAN: No. That’s one out at the Civic Centre parking lot. Yeah. So, that was -- that’s what I’m saying. If it was a party or something and that would have fell on somebody that would been a bad day.
Civic Centre Gym Roof repair. We’ve done all the roofs except the big one. So, that’s -- be looking at that next year on having that replaced.
Fountain repair at Shawnee Mission Parkway and Nieman. A few years back a lady lost control of her car and just totally wiped out the top ball. And we repaired that and got it all put back together. But now the big basin is really having some issues. It’s really leaking, so we need to get that fixed.
The skate park repairs. It’s all concrete. We know what concrete does, it cracks so it makes it hard for skaters. So, that’s one thing that we’ll be working on.
Aquaclimb at the Thomas A. Soetaert Aquatic, that’s it. It’s about roughly a 20-foot climbing wall that’s over the deck and over the water. So, it kind of peers out over the water. So, the kids can come up and climb it. The ambitious climber can climb it. And then when he’s done he just drops into the water. Probably the last, you know, with Schlitterbahn and all that, you know, the pool is a million dollar operation for, you know, roughly three months, you know, of actually swimming. And with Schlitterbahn and the other pools around the area, to ever so often add features. Last time we added was five years ago was the wibits, the kind of the blowup playgrounds that have been very popular as well. So, this will be a nice, new feature.
The overall budget, General Fund budget. I don’t know. I always hate seeing the red. But anyway, we’re -- Contractual Services is going down. Not quite a hundred thousand. So, overall we’re about $30,000 on here or less from that.
Now, we get into the Park funds. I’m going to flip just the bottom one and the top one. The Park and Land Use Fund. That’s that grading. We need the 404 permit and we talked about that.
Up top is Shawnee Town, the $300,000. Now, that’s the drainage and all that. We’re getting everything ready. In 2017, we’re not building. But then 2018, we will be. We’ll be doing the Fisher’s Auto Chevy dealer which was -- now it’s Pegah’s down the street. That was Fisher Auto. The Friends group bought a 1928 Chevy coupe from a Shawnee family and it is cherry. We’ve got it at a -- we have it a storage unit. So, once we get it built, then we’ll just -- we’ll bring the car in. But it’s a 1928 Chevy coupe. And it’s really going to be a hit with a lot of people.
Parks and Pipes. Like I say, Connect Shawnee. Hopefully we’ll be getting that going here pretty soon.
Playground upgrades. Still going for those rubber grants. We’ve been very successful to redo the rubber underneath the playgrounds and then even adding some features of the ones that are wore out. The two that we’re looking at this year, Gamblin and Garrett. So, we’ll be looking at those two really hard.
And then Turkey Creek for both ‘16 and ‘17. We will be looking at design bridges. We’ll see where that takes us on those -- on that journey. We still have a ways to go to decide on what we’re doing on that.
Cemetery Maintenance. Cemetery Fund. Everything is going good. That’s a solid fund. Doing really good with that.
The Equipment and Facilities Fund. On the equipment we -- Public Works has been going to a larger truck with a bigger truck and we like the one tons, so we kind of made a -- kind of a switch. Not really a hand-me-down switch. We kind of switched. We gave them funds for them to purchase a new truck. We took one of their one-ton. It’s got a long chassis. And so what we were doing. It’s a three-bed. We’re looking at three beds of the long chassis. The one bed is for snow removal. It’s just a regular flat bed. The other bed is the chipper and leaf box that we can go around -- when we chip trees up and get leaves. And then the other one is a dumpster. It’s a roll-off dumpster. So, we don’t have to have -- like out at Stump for the events, we don’t have to have that big 20-yard. We could have a regular sized and just take it right and bring it right back and we don’t have to wait all for like half the year to fill it up, and it stinks. So, that will help out tremendously especially with all the events.
Park Facilities. I think Doug kind of hit that as well. Roof, sidewalks, parking lots, parking lights, roofs, so. So, that’s that on that one.
Debt. Debt Service Fund. Pioneer Crossing. Still paying on it. We have till 2021. But Stump Park, hey, we’re done. We paid it off. Love to see that. So, all right.
All right. Unmet Needs. Okay. Unmet Needs Park Tech I. I know everybody has came up here and asked for somebody and which they should. Since 2002, the City has gained 233 acres, but we’ve lost 20 percent of our staff, reduction in that same time. We have nine full staff members that maintain 1,010 acres parkland, two aquatic facilities, a museum, a skate park, maintenance shop, Civic Centre, and 30 sports fields.
In 2015, the City had 5,260 permits on sports fields. In 2015, we collected a little over -- or just a little under $115,000 revenue for those sports fields. In addition, the maintenance staff is responsible for 68 special events throughout the year. And a lot of those are all hands on deck. So, just pretty much saying we’d like to have somebody. We need some help. And that is the cost 54,000. We don’t as far as the truck or something, we don’t need a truck.
Now, we get into the Stump Park Trail Stabilization. There is $200,000 right now in the General Fund for this. That would handle the north side of the wash out for the trail. So, last year we had a lot of rain. So, when they went down and did their field study where it makes a dog leg around to the bridge, they found another soft spot. So, it’s kind of next to the bridge abutments. So, it would be 135,000 to get down extra, to get down there and to fix both sides. Just get it done, get out and then we’re done. So, and then we can go back to the trail and we only have to do this one time. So, that’s kind of like -- on that one that’s what we’re asking for.
The next one, the West Community Center. Back in 2006, we had a -- we did a Charrette. We had Johnson County, the Park District. We had Johnson County Library, DeSoto School District and we all came together and kind of talked about the Community Center. And would everyone’s wants and needs fit on that 26 acres. And it was. Everyone said yes and then -- so, we bought it, bought the 26 acres at 61st and Woodland. And also with that was an indoor/outdoor pool. So, I realize it’s, you know, this is from that Charrette that we did. So, the need is a community center and we get the calls all the time. And I know Ward III gets them. We get the calls a lot. So, whether it be $35 million which that was with a whole group, we do need to look at if we’re serious, I mean, we do need to look at a new focus group, a new Charrette and a new program, programming. Sit down and talk about what the programs would be.
UNIDENTIFIED SPEAKER: [Inaudible; talking off mic.]
MR. HOLMAN: Yeah. Do you? Okay. Well, sorry. I know that a lot of them come from Ward III. That huge dollar amount I know that’s from the 2006 of the big Charrette. I just want to throw out that the need is still there.
Shawnee Mission Parkway Beautification. A lot of neat things are happening on the Shawnee Mission Parkway. Nieman Corridor. We’ve hopefully got some new buildings that are coming up. QuikTrip is coming across the street and cleaning that area up. But the one thing that does need to also be kind of cleaned up and a little bit of loving, too, is the Shawnee Mission Parkway Corridor as far as landscaping.
I went to Doug, because I couldn’t remember where Shawnee Mission Parkway ranked as far as the busiest streets. And it’s Number 2 in Johnson County. They have the most traffic in Johnson County at Number 2. And that’s the entryway to our City. This would take care of the islands from Switzer to Pflumm. I know it’s just, you know, it’s plants and kind of a nice entryway. We do have our statue, our Pioneer Crossing Park which is awesome. But to have that nice corridor as you come into our City and go through our City would be a very nice addition as well. And there it is.
If you’ve been out Erfurt, Erfurt Park, it would be that Gabby’s Garden, the perennials and some of that going, pieces of that going down the Parkway. So, we do have the good concept started of the corridor beautification.
COUNCILMEMBER PFLUMM: Toll booth.
MR. HOLMAN: Toll booth.
COUNCILMEMBER MEYER: Neil, I would jump in. Just to go back to the community center. I strongly, strongly, strongly agree with you that I think it’s time to revisit that. I think given kind of the fact that the initial one involved the library and they’ve already got a site and they’re getting ready to start building that. DeSoto has passed a bond issue and is building their facilities. I think we have an opportunity to do something at a much reduced cost and still have a really nice amenity for the folks out west that we’ve talking about forever and ever and ever. And I think we’re just about, if not the only city in the metro that doesn’t have a community center option for our residents. So, I think that’s a great idea. Mike
COUNCILMEMBER KEMMLING: The CAPRA accreditation, what are we budgeting for that?
MS. LECURU: At this time there is no budget for it. There will be in about -- once we take our application for it. It’s kind of like everyone else. We’re preparing for it. We’re doing our self-assessment and things like that. Once we go to the accreditation process it’s about a hundred dollars for the initial thing. And like Police and the others have mentioned a lot of that is the site visits and the pieces that go [inaudible] for certification. [inaudible] at that time. So, it’ll be budgeted in. If we’re not going to be ready to actually go to application, once we go it’ll be a two-year process. But I would say probably [inaudible] at the end of ‘17 and so that would be next year’s budget cycle.
COUNCILMEMBER KEMMLING: All right. Thank you.
COUNCILMEMBER MEYER: Any other questions? All right. Thanks, Neil.
MR. HOLMAN: All right. Thank you very much.
Planning Department Presentation
MR. ALLMON: Good evening. I’m Doug with the Planning Department. I think you all know me, but I’m filling in for Paul. He had a previously planned trip to Florida and so hopefully he’s not in the middle of a tropical storm right now. He’s at Disney World with two little kids. I’m going to try to go over this briefly in terms of Community and Economic Development.
Looking at our department programs. This shows a merger from the reorganization when Code Administration and Planning merged. The functions and programs are essentially the same, but obviously we’re under one umbrella now, being called the Planning Department.
Our Work Plan for 2016/2017, under an Attractive, Healthy and Well-Maintained Community, we’re looking at updating the downtown portion of the comprehensive plan. We’ve done a lot of planning work in the downtown area, but the actual comprehensive plan for the City isn’t really reflective of that. So, we’re going to be incorporating some of those documents in, and also refining the wording and some of the paragraphs that are related specifically to downtown.
In terms of Economic Growth and Vitality, we’re looking at developing a program to encourage improvement to existing multi-family and to attract new multi-family and cottage housing downtown. The goal there is increasing the population density in and around the downtown area to hopefully encourage restaurant and other development type opportunities around the core.
In terms of Environmentally Sustainable and Well-Planned Community, we’re looking at developing design criteria for the downtown area south of 60th Street based on the Nieman Corridor Study recommendations that encourages pedestrian friendly architecture and landscaping. You’re familiar probably with the Community Connections study that we completed. We’re now in the phases of finalizing our Nieman Reallocation of Right-of-Way study in July. And the thought is that there will be some pretty serious recommendations in terms of amenities and those sort of things that we’ll need to refine and be bringing those to you for even potential adoption into the comprehensive plan.
In terms of Good Governance, we’re looking at updating the PUD district rezoning checklists. I don’t know if you’re familiar, but when an applicant comes into the City, they look for guidance and we have requirements of what needs to be prepared and submitted for Planning Commission and City Council review. Regulations are constantly changing and so we need to have checklists that are streamlined, easy to read, easy to understand so that they’re developer friendly. And so we’re in the process of going through those now.
And again, under Good Governance, we’re looking to explore providing payment capability at the Planning counter online for various development permits and applications. And Doug kind of spoke to that earlier. We’re trying to consolidate, since we’ve merged with Codes, all of our functions into the basement. Currently if a person comes in to obtain a building permit, they apply for the permit downstairs and the payment function actually happens at the Clerk’s Office. It’s really not a customer friendly or efficient way of doing things. And so we’re going to explore that.
Under Good Governance, too, we’re also looking to revise our courtesy notice and violation letters. The thought here is to provide continuity with all of our correspondence with residents and businesses. We want to put a good foot forward. And the main thing here is to try and provide consistency in everything that we do day to day.
Highlights of the 2016R/2017 Budget. As I said earlier, this is the first planning department budget that combines Planning and Codes. And as I’m a rookie, I’m excited to be here to present that.
Also there is an increase in transfer to the Neighborhood Revitalization Fund to ensure funding for newly adopted incentives. And particularly what we’re talking about here is the new fire line and the grease trap grants that are -- that have been approved and are hopefully going to be used by new restaurants and businesses that are looking -- that are wanting to locate downtown.
Also another highlight is that there is an increase in the Human Service Funding for utility assistance program and Rebuilding Together Shawnee. Essentially there is an increase of $5,000 to the utility assistance program because we’ve seen that those funds have been running out around October, obviously heading into the colder part of the year. And then Rebuilding Together Shawnee, the good work that they do, there’s a look at increasing that by $5,000 as well in this budget.
General Fund. The main thing to take out of this is just to note the difference between 2016, 2016-Revised and 2017 is that jump is really reflective of the merger of the two divisions if you will, Planning and Code Administration together. We’re essentially operating at the same level that we have in the past.
UNIDENTIFIED SPEAKER: [Inaudible; speaking off mic]
MR. ALLMON: Yeah. It’s essentially from what I understand is that the numbers aren’t increasing. I’m not sure I’m understanding your question.
UNIDENTIFIED SPEAKER: [Inaudible; speaking off mic]
MR. ALLMON: The 87,200 in terms of Personal Services? I think that’s actually reflective possibly, and I don’t, you can correct me if I’m wrong. I think that increase is in anticipation of possible retirement of an employee and there’s a KPERS match there. And so that’s where that number is coming from.
In terms of Special Funds. This is just the Special Alcohol Abuse Fund for Community Development. It’s just simply our annual allocation that occurs every year.
The Neighborhood Revitalization Fund. The thing I think to look at and take from this and the increase/decrease is the decrease in the Refund Area A. And the reason for that is, is that this program has been around long enough that some of those ten-year programs are starting to expire and so they’re coming off the rebate program. The reason for the increase in the Area B is that we have some programs and projects that are going forward. They’ll be on the rolls now for that rebate.
Unmet Needs. The one Unmet Need for our department is a building inspector. We currently have two full-time building inspectors on staff. We are holding our own at this point. But as you see in some of the material that was presented to you, number of permits and related inspections are outpacing those that were done in 2015. And so in the near horizon I think that the need for a third billing inspector is probably going to be a reality if we want to continue the level of customer service and safety that we have provided in the past.
COUNCILMEMBER SANDIFER: [inaudible; talking off mic]
MR. ALLMON: That was a replacement. Ed retired and we were actually luck enough to be Jim Lorenz back who used to work for the City who has a wealth of experience. So, he will hit the ground running, which is very luck for us to land him. But if you remember prior to the recession we actually had three full-time building inspectors when we were really, really cranking out permits. And we do see increases in those numbers as 2016 is going on.
In terms of New Programs. We’re looking possibly an enhanced Code Enforcement and Rental Registration Program. That’s part of that ASSIST program initiative that I unveiled the framework to you guys a couple of months ago. The thought is that this person could oversee the registration and inspection program and also trouble shoot in code enforcement activity related to ASSIST, maybe special code enforcement issues and problems that will keep the regular code enforcement people from being diverted from their normal daily jobs.
Questions? It’s the last slide.
COUNCILMEMBER MEYER: Any questions from the Committee? Brandon, did you have a question?
COUNCILMEMBER KENIG: I’d like to make a comment, Doug. It’s nice to see the enhanced code enforcement rental registration on there because I know, personally I get comments and questions about stepping up code enforcement, so I know it’s on the mind of citizens.
MR. ALLMON: And I probably should mention this. We’ll be bringing more information about ASSIST and that position in particular once that program continues to be refined and defined. As I said that, we’re still refining the program in terms of what it will. So, you will be getting and hearing a lot more information about that at a future meeting.
COUNCILMEMBER MEYER: All right. Thank you. And while Mel is coming up, I would just remind Committee members to make sure you turn on your mic when you ask a question so we can pick it up on the audio feed. Thank you.
Information Technology Presentation
MR. BUNTING: Good evening. Mel Bunting, Information Technology. We’ll get started.
Nine programs part of the IT Technology. Nine programs, that remains unchanged from the 2016, 2015 when we launched priority-based budgeting. In a nutshell, we provide all the technology and support within the City from the desktop to emergency preparedness within the technology room.
Some of our IT initiatives are on the city-wide work Plan, so these are more tailored to our department work plans. So, in the Safe Community concept we have really two programs and they’re all focused on security. One is the physical security of our buildings. Electronic door locks. The mind set or the objective is to reduce our dependence on the keys. And when we lose keys, then we have to re-key facilities. And potentially those keys become compromised. So, the idea is to have a fob, an electronic badge entry and to centrally manage access to our facilities. We’re currently in the process of drafting and EDL policy.
Security is really something that has really come to the forefront in technology as you all know quite rapidly. As a good example here, this is more of a public statement. Phishing volumes have increased 93 percent. Excuse me, include ransomware now in just 2016. Ninety-three percent of the phishing e-mails that people receive are ransomware. And ransomware is basically a product, a virus that once launched on your computer will encrypt all your files. And then you have to pay through bitcoins to get the encryption key to decrypt your files. And hospitals have been attacked. Just banks, all types of organizations have been attached by ransomware. As an example, new websites that are feature or promoting ransomware have increased by 3,500 percent in 2016. And so it’s a very lucrative investment in cybercrime. So, it’s just amazing how rapidly our security landscape changes from one year to the next as the cybercrimes move to profit.
So, under the Effective Mobility and Reliable Infrastructure is about -- continue to modernize our infrastructure for technology. The Equipment Fund is a perfect example of any outcome really of our modernization plan. And so we try to articulate those modernization plans through our equipment fund.
Within the fiber realm, we want to complete our partnership with private networks and continue to build out our 12 miles of fiber. Interesting note, we’re going to be connecting to approximately 15 to 20 traffic controllers as a result of this initiative. So, there’s a lot of positive things going on here in the organization.
Budget highlights. Really two items in the staffing area. We have a 30-year employee that is retiring and we also have a new IT position within the Information Technology team.
This particular slide is a little different approach. This is really an approach to try to present you the IT projects that we have going on within the City. This particular slide is a hardware focus. It’s to show the IT projects that we have going on, the cost in terms of each budget year, and then the scale and the organizational impact. For you skiing buffs, I’ve used a legend that’s relevant to the skiing. And then the last column you’ll see on the right is the timelines. So what this is to try to show is just that we are proactively rolling out technology. We want to be good stewards of the resources that we have, the funding that’s available. We don’t want to launch up 15 different applications and/or funding sources and then try to figure out how to get all these done.
Hardware projects on this particular slide. Our network switch infrastructure is now ten years old. Those network switches run 24/7 365 days a year. This funding is over the two years of 2017 and 2018.
Our Toughbooks to support our five-year replacement strategy for our Toughbooks in our police vehicles is on a five-year replacement strategy. So, that would be to support that.
The disk drives, you see the strike through that. That is the san replacement that we already completed earlier this year. And we already talked about the video upgrades.
The next slide is software based. This is the software programs that we’re rebuilding and retooling, part of our modernization plan. We’re in the process of continuing to build out and roll out our HR system, our payroll application, deployment, the full implementation of that. Note there that is also to help replace some of our Lotus Notes application so we continue to run to maintain and help support our HR system. Target completion there is 2017.
CityWorks, we are still in the Phase II process. And that is predominately code, right-of-way permitting, business licensing. And we are targeting a full completion of that in 2017.
You know we’re going to be talking to you about iPad deployments.
Fire, we’re going to support the roll-out of their computer-aided dispatch, or excuse me, the RMS, report management system. And some of that will be integrating it into the computer-aided dispatch for their alarms and for their response times accordingly.
RecTrac is a major redesign for the Parks Department. That is complete with a new application interface, database design as well as a business process. And so that is one of the things we’ll also support.
The next slide is what is currently in the budget for 2016R/2017 budget. They will be coming online as we provide resources available to help support that.
The Lotus Notes reset. This is the application portion of the Lotus Notes reset. Approximately 170 department applications will remain once we get a lot of these enterprise applications out. And this is the foundational design. What are the parts and pieces and components to begin that replacement and that migration of what we now have in Lotus Notes to a new infrastructure to support our departments.
Capital Improvement Software targeted for 2016. We also have within this funding for our website redesign. That would include the Shawnee Town as well. And we are targeting to roll that out and begin that project in 2016.
CityWorks Portal. Doug Allmon touched on this briefly. This is the mind set of what we want to try to do within our online services for our community. This is a personalized online application for our community for our users for our contractors that conduct and do business with the City. It would allow them to submit for applications of permittings of all types. Include business licensing and those kinds of applications. Berm permits, special use permits, and so all those things would be submitted and processed to an online portal through this and tie into CityWorks. It would also include the aspects of making and completing payments. So, arguably it would be our City Hall online.
CityWorks Phase III. That is the big application within our development cycle. That is the construction and the building permitting aspects of our business. And that would be the migration of what we call Shawnee Development Center, SDC. That would be replacing that application with CityWorks. And we’re targeting to complete that by 2018.
This last slide shows future software currently not in the budget. These are projects that we have talked about and have on our radar so to speak. The first three projects we do have planned to move forward. RMS is targeted to go live in 2018. Lotus Notes is a continuation of the replacement of the department applications. We anticipate that to take three to five years to complete. And the finance project is targeted in 2018 and 2019.
The remaining projects we address is funding and resources permit. I would note that on new mail and calendaring, some of our initial conversations we’ve had with Microsoft as well as Google to move away from our current Lotus Notes infrastructure mail and calendaring and to go to either Google or Microsoft is in the ballpark of about $60,000-$70,000 a year annually. And that is a software subscription. I want to get out there so people know that there is, as Carol has alluded to, there is quite a bit of cost to move away from the Lotus Notes infrastructure. And so I wanted to get out there.
Municipal Wi-Fi. One of the last programs that we want to talk about is should we offer as a community service public Wi-Fi, be it City sponsored and funded in our public spaces, our parks, our downtown and our sports fields, et cetera. And so this is one of those conversations. And part of that success story would be through our fiber build-out that we would be able to leverage that.
The conclusion here is, the takeaway is that, you know, every department is being impacted by the technology initiatives that we’re rolling out. They’re having to relearn new technologies. They’re having to change their processing to adapt to the new technologies that we’re deploying. The bottom line is it takes time. And they have to do this while they’re still doing their jobs. Still completing the things and the job functions that they have been assigned to do. And we as a department IT, we’re having to learn and examine their processes and seek out solutions that automate and improve their work flows. I just hope this shows that we’re trying to be proactive in rolling out our new technology in a positive and cost effective manner.
Pretty much straightforward on our budget. The personnel services is our uptick. Contractual, Capital Outlay have been reductions. Commodities remain flat.
One the final slide you’ll see that we are funding the Equipment Fund. And that is part of the success story of our modernization strategy as it relates to technology.
COUNCILMEMBER MEYER: Brandon.
COUNCILMEMBER KENIG: Thank you. So, I have two things, Mel. First, I wanted to note that in reading through the packet, looking at the public Wi-Fi. So, knowing that that’s a future project, I did notice that an initial deployment called for the two swimming pools and then public streets, public parks and other public areas. But I just wanted to mention I’d strongly you urge to consider also looking at downtown as kind of the initial deployment as well because there’s a strong tie-in with downtown redevelopment. I know Overland Park, downtown Overland Park offers free Wi-Fi. I’ve visited downtown Santa Monica, California as well. So, these are kind of major marketing factors that these downtown areas have. And so I think there’s a strong correlation there with what we’re planning to do with downtown. So, if there was any way that we could time that out I think that would be great. So, just wanted to highlight that.
And then the second issue that I wanted to highlight, and I don’t know how much of this touches your department, and so if not, I’ll let Carol, because I think Carol can probably answer some of it. But I know we pay -- the City pays about $13,000 of the NotifyJoCo emergency alert system. And so that’s all the cities pay into that. And we haven’t utilized that for our own purposes because I know there is infrastructure build-out if we were to use it. There would be advantage to that I think if -- I know we had public safety incidents earlier this year where we had a person of interest, a couple of people of interest and needed the public’s help to locate those individuals. I think that system could come into play at that point. Or if we have a situation across city lines, someone from Lenexa be able to have citizens in Shawnee on the alert for that. But I didn’t know if there were plans to be able to build out architecture to use that all, to be to tie into that because it is a critical system. And I think it’s going unused so far in terms of what we’re paying into it, but maybe you can answer that.
CITY MANAGER GONZALES: We actually can use it now. We have that capability. We haven’t had the communications manager in place now for a little bit. That was one of the things they were going to take over. Doug Hemsath and Mel’s department is kind of the other key person, the GIS because it ties into kind of a mapping function. And some of the protocols initially were is this going to be only public safety and then other agencies started using it for different things. And so we kind of wanted to get our protocols in place for what kinds of things we would use it for. And then we needed to determine hierarchy of who can make those choices of when to use it and when not. And we just haven’t done much of that yet. But it is there and the capability is there to use if we need to.
COUNCILMEMBER KENIG: And I guess estimated added cost in terms of implementation, or is most of that already available? How would that --
CITY MANAGER GONZALES: As far as I know it’s included in our current arrangement with them.
COUNCILMEMBER KENIG: Okay. Great. Yeah. I was just curious. I think it could be a pretty valuable service and obviously we’re tied into it. But I didn’t know what that connectivity was or how it existed so far.
CITY MANAGER GONZALES: And it is a subscriber system, too. So, initially, you know, we promoted it a lot and asked people to sign up. We need to -- once we kind of get back and get organized with it we’ll need to do that again and encourage people to sign up for it, otherwise it doesn’t notify them.
COUNCILMEMBER KENIG: Okay. Great. Thank you. And the last comment I wanted to make is the website I think is a very critical piece of all of this. So, just in terms of citizen communications and being able to reorganize all of that content. So, I think the sooner that we can get started on that, and obviously look at what that need is and be able to budget for that as much as possible kind of initially, I think it’s easier to be able to go to the table with everything we need in terms of what we want to see out of that rather than trying to kind of phase it out I think over years. But I think that’s a very key communication piece, so I’m happy to see that. So, thank you.
COUNCILMEMBER MEYER: Jeff.
COUNCILMEMBER VAUGHT: Just a real quick comment on NotifyJoCo. I think everybody needs to be careful on what types you use it for. I know a few weeks, I think Johnson County sent out something that was completely not emergency related and it ticked my wife off so bad she actually called them up and kind of threw a tantrum like, you know, if you’re going to just start messaging everything I’m not even going to pay attention anymore. So, it definitely has to be an emergency focus or it totally loses impact. But it was kind of funny. I didn’t even think about it. I’m like whatever, and she was -- actually notified them because like, well, why are you sending me this. So, interesting stuff.
COUNCILMEMBER MEYER: Any other questions for Mel? All right. Thank you.
Finance Department Presentation
CITY MANAGER GONZALES: All right. I’m going to wrap it out. Finish out the departments that are left and do a little wrap-up. You all have been very engaged and interested. We appreciate it.
Finance is under General Government function and so I’m just going to move through it quickly. It’s a small department that accomplishes many, many things. This is their department programs. Under their Work Plan this year and one or two of their other goals are part of the City-Wide Work Plan. And so you saw that in terms of upgrading our asset management system, which is going to be a big project that they will lead. But this is more of a department goal. This is something we do regularly. Look at the sales tax collections, but we just haven’t had the time to do a full analysis of those and it would really be a good project to do, so they’re going to try and tackle that this next year.
A couple of highlights in their budget. And Mel mentioned both of these. We’re still working through the payroll HR software program. It’s gone very well. It’s been a lot of work by a lot of people, especially Debbie Kelly in the Finance Department. But it’s up, it’s going and the payroll piece is working well. There are several other modules to it, the performance assessments and a few other things that we are yet to implement I’m working on. And then as Mel mentioned, last year the financial system, we did have it plugged into hopefully begin this year. And when we sat down to look at the budget, it just wasn’t going to fit in terms of other priorities. And so it did get pushed back to ‘18. So, it is not currently in the budget.
This is their General Fund budget.
Unmet Needs in Finance is an additional staff person. They only have four staff people full-time. All of them very seasoned and experienced back there. They all have very specific responsibilities. You know, in finance areas it’s really important to cross-train and have backup and internal controls. We do a very good job with that and we always get good comments in our audit, but there is certainly more we could do. We just don’t have the time to make that happen. So, when someone does go on vacation it creates a burden on the others trying to keep up and they manage it, but we just don’t have the capacity because everybody has got more work to do than they can do in the time that they have, so it would -- and this was a position that was eliminated during the recession. We phased out one position in finance.
So, that’s Finance. Any questions on that?
City Council Presentation
All right. City Council Budget. It’s an easy brief one. Your programs are to govern. Easy. The only real highlight is there’s an increase in the telecommunication line item for wireless service for the iPads that we are going to get to here soon I promise. It’s kind of gotten on a back burner with some other priorities. And the City Council budget, which doesn’t change much.
One of the Unmet Needs that this came out of discussion with Mayor Distler and through some of the coffees that she has held and hearing the conversations of -- looking at a community-based strategic planning process. That we do a lot of things. We do the survey. Mayor Distler is certainly out and had coffees and gets a lot of feedback. But maybe it would be a good project to do a full blown community strategic plan. Get input, focus groups from a variety of different people and try to develop a ten-year strategic plan for the City. A lot of communities do that. Most communities do that. We’ve never done an actual big community strategic plan. We’ve kind of done versions of it with the Governing Body, but never with the full community. So, it would be a really great project to do.
That’s the easy Council budget.
City Manager’s Office Presentation
City Manager’s Office. These are the programs in the City’s Manager’s Office. You know there is four different areas. We have a number of goals. A number of our goals are also City Manager Office goals, they’re also in the City-Wide Work Plan which makes sense. But some of these then are more specific to the divisions within the City Manager’s Office, department that we call it. City Clerk’s office to update the form of the ordinance and resolutions to comply with the new statute. That’s the election vacancies issue that we’ve got to get on an agenda here pretty quickly. Katie left us big files. So, Ellis and I are going to try and figure that out. Migrate the business licensing from Lotus Notes to CityWorks so it’s one of the projects that’s under way and going to be a good one. Overall coordination of City-wide training initiative related to communication. Remember a couple months ago Dan Ferguson had given you a presentation on the City-wide communications plan. And that has been part of that. Obviously there’s been a little delay with that vacancy, but an important project. Getting the UltiPro, the payroll software, those other modules up and running, including the performance management, which is currently in Lotus Notes. The two last ones here are two that were on Mel’s list. They aren’t currently included in the budget. They aren’t high dollar packages. If the pace of work allows and if funding becomes available, those are things we’d certainly like to move forward on. Those are both things that are in Lotus Notes right now that would be great to get to a different platform if possible. Although our process works, it’s just once we started looking at these other projects it’s like, oh, wow, there really are a lot more things we could be doing with this that would be very helpful.
Highlights of what is in the 16R/17 budget then. In ‘17, it’s time to citizen survey. Our practice is to do that every other year. So, that is in the ‘17 budget. We’ve started communicating more than we used to, which is a great thing. So, upped our postage. There’s an election scheduled in 2017 budget. We aren’t sure how that’s all going to fall out, so felt it’s better -- we got caught one year not having it in the budget.
There’s a grant that we’re receiving a City-ride program. We have to budget for it, but then it shows up on the revenue side also. So, that’s a great enhancement to that CityRide program. Additional legal expenses related to some of the litigation that we have going on now. We increased that line item in 16R a little bit in case we need to have that. Ipads for HR. It’s amazing to me now. You walk around City Hall and people are so mobile and able to accomplish things much more quickly than writing down notes, going back to their desk and entering things. So, it’s really become now our new normal. And then some increases to bank fees.
This is the General Fund budget and then the facilities. Doug Whitacre talked about some of the changes here at City Hall that we are wanting to make.
Unmet Needs in the City Management Office. Again, our staffing positions. You received the descriptions of those, so we won’t belabor those. But I think we all realized very quickly how important that communications manager position is. And we are realizing it really now. Hoping to get that filled soon. But with that comes more and more demand. There’s just more demand for social media. People want things pushed out all the time. I bet every other day I get asked how can I find out about this. How do I find out about this. And the position is described in the documentation as a position that could be the lead on that, could be proactive and really help us push out those things and work with the different departments on different messages that need to go out and that people expect and want to hear about.
Recruitment Specialist is an HR position. We haven’t added an HR position in my 18 years here. They are overwhelmed and overworked. And that’s just how it is with the turnover that we’ve had, the processes that we are running. I don’t know how they do it all. I truly don’t. This position would be a big support to them. Honestly, the only way they’re getting it down now is because the people who are doing those jobs have been in those jobs for a long time, so they know how to make it happen. But it’s just too much and so that’s additional staffing that is a need.
A new program that we’ve talked about for a number years, and I think is a cool idea, is a business survey, similar to our citizen survey. And ETC who does our citizen survey does that also. Asking businesses various questions to help us know how to better respond to their needs and also help maybe enhance our ability to attract new businesses. So, we think that would be really a cool thing to do. Any questions on those?
COUNCILMEMBER MEYER: Eric?
COUNCILMEMBER JENKINS: Just one. That was on the funding slide there where you talked about facilities, equipment and facilities reserve. And we’re more than doubling the budget on that in 2017. I just wanted to get kind of some insights on where that big jump was coming from.
CITY MANAGER GONZALES: Those are most of them. And in your packet was the Facility and Equipment Fund listing. Page 53 and 54 of your packet. So, that outlines more details of those. Those are -- I think the bulk of those, not having it right in front of me, are the changes that Doug talked about of trying to get our departments together and not scattered out. We’re kind of crammed in this building. It’s a little bit of an awkward building. And so those are some of the renovations and just getting some modular furniture, so people in Public Works can actually sit together. And there may be a few other things on that list.
COUNCILMEMBER JENKINS: Okay. So, primarily related to the reconfiguration with the Planning Department meeting with the Codes –
CITY MANAGER GONZALES: Planning and Public Works and IT.
COUNCILMEMBER JENKINS: and some of the Public Works stuff where they’re moving people around. Okay. Thank you.
CITY MANAGER GONZALES: Any other questions on that? Okay.
Just to wrap up. So, I want to make sure that we’re clear that as departments went through the things that were unmet needs and new programs are things that are not included in the budget that you’ve been brought. The highlights are things that are included. Most of the Work Plan things are included. I think the one or two in the work plan that weren’t were those two software programs I just mentioned and then the Shawnee Mission corridor project, the beautification is not currently in the budget. So, as I told you at the beginning we squeezed hard and some things just couldn’t fit like finance software, like that Stump Park stabilization that really we should do it all at once. But we’ve squeezed very hard just to keep -- bring you an initial budget with no mill levy increase. So, then as Mayor Distler had asked, we included unmet needs. Of course, there were many more things we probably could have included. We tried to really think hard about what the most critical things were. And so those are what you’ve heard tonight from the departments and what you have in your packet, the descriptions of those. Of course as I was sitting there I thought of about three other things that I went, oh, we should have put those in. But, you know, that when where does the list end, so you have to stop somewhere. These are certainly just our ideas, so if there are things that we haven’t covered or things you would like to know more about or see information costs on now in the next week is the time to get those questions to us and we’ll pull anything together that you would like to see. So, at the very back of your packet is what we’ve called this budget prioritization worksheet. So, remember in September we did a long presentation on capital projects that were not funded and talked about each of those and the characteristics of those. And then you all submitted back some priorities of how you would see what you saw as most important. And so from that on the second page of this is where those street projects came from, those top three that say 71st Street, Ballentine and Midland. Those were ones that aren’t included in the budget or the forecast anywhere, but that showed upon several people’s sheets as important projects. So, that’s why we selected those three. But to go back then to the top of this page, you’ll see then these are the lists of the things we’ve talked about tonight, the new programs and unmet needs and the costs for those. And so how we’ve structured this is similar to the prioritization other than we have talked about it in terms of mill levy increase as I said there’s no additional capacity in the budget. There are lots and lots of needs. I think we all understand that stormwater is our highest priority. At least in my mind it’s our highest priority. So, we’ve put values to those and proportions of mills that would fund those. Then to the side you’ll see a column that’s 2, 4 and 6. I felt that I should give you my recommendation if we were going to add two mills or four mills or six mills. There’s no magic to any of those. It could be 3, it could 2½ , it could 1.8. It can be zero. Obviously that’s your all’s choice. But I plugged in the things that I felt were priorities in terms of -- most important priorities. They’re all -- and as you will find out when I send this out to you tomorrow in a spreadsheet, mills don’t go very far and there’s an awful lot of priorities. But those three columns are my recommendations based on what I think are the most highest needs. And obviously I think six mills is a lot and not that we’re going to go there. But I felt it was good to give kind of some boundaries.
So, that’s what the Prioritization Worksheet is. And I will send that out to you tomorrow in a spreadsheet. We’d like it back Monday. That’s Council meeting day. So, I thought if I don’t have it by the time you show up for Council meeting, I can remind you to get it back. And then we will use that to help frame discussion at the next Committee meeting on the 21st.
So, just a little more background, and this was in your packet, as we talk about, which is a hard thing to talk about, a tax increase. And I know that it is, so I wanted to provide you some good information and we’d be glad to provide any other information or answers to questions that you all have. So, this first sheet that was in there, Mill Levy Impact Calculations, shows that there’s three different housing values in this column, the three columns. The first one is that average housing, value of an average or average value of a house I guess in Shawnee, $238,526. That shows what their annual City taxes are today. So, they pay $673 a year. And then what -- the impact of a two mill increase, a four mill increase, a six mill increase. And I think in your packet I even went one, two, three, four, five, six. So, for example, a four mill increase on an average house in Shawnee would increase their City taxes $109.72 annually, $9.14 a month. So, that’s how you read this sheet. And then there’s again, $180,000 home went lower and then a $350,000 home went higher. So, I hope that’s helpful to you as you think about priorities and how much people are paying.
The other thing that we did which I thought was interesting, we kind of randomly picked this house over on 73rd Street that happens to mine. And looked from 2006 to 2015 of what my City taxes have been, how much I have actually paid in City taxes. And it’s interesting what the recession did. So, actually I’m still paying $55 less in City taxes than I paid in 2006. So, we ran a number of those. We actually have run each of your all’s if you’re interested in that information, just to give you a little context of that property taxes went down. Those of us who were here during those times, it was tough times. They are creeping back up, coming back up. The values are getting better. But still suffering from that recession in terms of the amount of City taxes and people are still, many people, not all people are not paying as much City property tax now as they did ten years ago.
That is all we have tonight. I would be glad to answer questions.
COUNCILMEMBER MEYER: Jeff.
COUNCILMEMBER VAUGHT: So, the last slide you just showed, being that we’re in the legislative election season and the rhetoric is out there in front of us, I believe Mary Pilcher-Cook put in a mailer that, what did she say, our property taxes rose several hundred percent over -- so, what’s she talking about? What’s her house? Did her house go up 700 percent or whatever? I mean, what did she say? Wasn’t it like 700 percent I think she claimed? Something ridiculous. And so we’re not even over ten years. We actually were on the average, we’re negative. There’s been no increase.
COUNCILMEMBER SANDIFER: Mine went down.
COUNCILMEMBER VAUGHT: Wow. So, that’s why --
COUNCILMEMBER PFLUMM: Mine didn’t do what that did. I’d be curious to see mine.
CITY MANAGER GONZALES: Would you? Actually I think Vicki has them.
COUNCILMEMBER PFLUMM: I’m going to say $4,500, I don’t know.
CITY MANAGER GONZALES: I think it was about $1,100 a year.
COUNCILMEMBER PFLUMM: I don’t write 12 different checks. Okay.
CITY MANAGER GONZALES: Yeah. We could sure provide you all yours if that is helpful context. So, I just think it’s interesting. It’s an important fact to consider as we think about how many needs we have and what people are paying and have been paying.
COUNCILMEMBER VAUGHT: And just real quick, I think that’s a real struggle we have when we talk about this because we have statements made that people read and then believe that. So, here we are basically in a negative position on property tax revenue, yet when we do something, we’re going to have people say, well, my god, it’s raised 700 or a few hundred percent or whatever because that statement is out there and has been and ow we have to fight that and try and explain what reality is. I mean, it’s, you know, when you -- when people in those positions say anything to get elected and then we have to clean up the mess, I mean, that’s just -- and then they take away our authority to do it. Really interesting.
COUNCILMEMBER MEYER: Jim and then Dan.
COUNCILMEMBER NEIGHBOR: Do we have a number? What did the CPI from --
CITY MANAGER GONZALES: We have run that number. We’ll get it for you.
COUNCILMEMBER NEIGHBOR: Okay. I think that would be very interesting in the context of this. Thank you.
CITY MANAGER GONZALES: Yes.
COUNCILMEMBER VAUGHT: There was one year of deflation. During the recession, Jim, there was one year of deflation. It was inflation every other year.
COUNCILMEMBER MEYER: Dan.
COUNCILMEMBER PFLUMM: Yeah. Is there any way to get like a breakdown of that contractual services per department? And then also you had that increase out there on the right and some of them had a reduction, some of them had an increase, some of them, you know, if you could break that down like --
COUNCILMEMBER JENKINS: Those are professional services are kind of lumped in there, too.
CITY MANAGER GONZALES: Most of those changes were the highlights that they talked about.
COUNCILMEMBER PFLUMM: The changeover on the right, the increase in the department.
CITY MANAGER GONZALES: Are you talking about every single department?
COUNCILMEMBER PFLUMM: Yeah. Let’s just pick one and you can --
CITY MANAGER GONZALES: Okay.
COUNCILMEMBER PFLUMM: Like Developmental Services. They had, I don’t know, a 140,000. I don’t know what that number was, but it was an increase of 140,000. Do they have more people or do they have, is that just salary increases, benefits? I just want to get a breakdown of those. Like Doug mentioned that one of his was because of an older gentleman’s retiring. And that’s why their number was high, so. But his was about the same as let’s say Developmental Services. So, if we could get a breakdown of that.
CITY MANAGER GONZALES: Okay. We’ll try and put something together.
COUNCILMEMBER PFLUMM: Yeah.
COUNCILMEMBER MEYER: Brandon, did you have a question?
COUNCILMEMBER KENIG: Yes. [Inaudible; talking off mic] Sorry. I meant to commend Chief Moser earlier regarding the grant application for the body cameras to the DOJ. I know that his department routinely makes those grant applications, so that’s very much appreciated. I know a lot of time and effort goes into that. And actually by extension I know that’s a common thread throughout most of the City departments. Neil mentioned for accreditation that they made a grant application as well. Particularly when you get outside the county, state and regional grant apparatus when you’re applying for national grants and beyond, it’s more time intensive. There’s less knowledge and less, you know, people you can go to locally for best practices. So, you know, I know that comes on top of other job duties, your regular job duties. So, very much appreciated and I think it’s a commitment to the responsibility that our City shows. And so I just wanted to reiterate that. And I know many organizations have professional grant application specialists who that’s their singular focus is actually writing those applications because it takes a ton of time. So again, thank you for that. I appreciate that.
POLICE CHIEF MOSER: Thank you.
COUNCILMEMBER MEYER: Any other questions? All right. Thank you, Carol. I would just say as we wrap this up, I think that this new format I know was very, very labor intensive. So, thank you for that. I think it’s been very helpful. That’s a nice way of presenting all the information. So, thank you, Carol, and everyone, Maureen as well. So, thank you.
COUNCILMEMBER MEYER: All right. That concludes our agenda. Before the motion to adjourn, I would just add one more comment. I would just say kudos to everyone involved in Old Shawnee Days last week. From what I hear, I don’t want to steal anyone’s thunder, but Saturday night may have been a record attendance and I think it went really well. We were out there Sunday and tons of people, great weather. The rides were great. Had a good time. So, kudos to everyone. Thank you.
COUNCILMEMBER SANDIFER: It was a record.
COUNCILMEMBER MEYER: That’s what I heard. All right. I will accept a motion to adjourn.
COUNCILMEMBER PFLUMM: So moved.
COUNCILMEMBER SANDIFER: Second.
COUNCILMEMBER MEYER: All right. I have a motion and a second. All those in favor say aye.
COUNCILMEMBER MEYER: Opposed nay. Motion passes. We are adjourned.
[Therefore, Councilmember Pflumm moved and Councilmember Sandifer seconded to adjourn. The motion passes 8-0.]
(Shawnee Council Committee Meeting Adjourned at 9:59 p.m.)
I certify that the foregoing is a correct transcript from the electronic sound recording of the proceedings in the above-entitled matter.
/das June 20, 2016
Deborah A. Sweeney, Recording Secretary
Stephen Powell, City Clerk