2018 budget proposal mayor john hamilton city budget proposal_0.pdf · we are pleased to present...

2018 BUDGET PROPOSAL MAYOR JOHN HAMILTON

City of Bloomington 2018 Budget

CITY OF BLOOMINGTON

OFFICE OF THE CONTROLLER

MEMORANDUM

August 11, 2017

To: Members of the City of Bloomington Common Council

Re: 2018 Budget

We are pleased to present the City of Bloomington 2018 Budget Proposal.

Cash Reserves:

We ended 2016 with reserves between the City General Fund and the Rainy Day fund of 44.8% of the actual annual expenditures for 2016. To put this in perspective, this would allow us to pay for more than five months of the City General Fund expenditures without receiving any other revenues. We are projecting these levels to be 40.3% and 32.6% of budgeted annual expenditures at the end of 2017 and 2018 respectively. We are projecting that expenditures will exceed revenues by approximately $1,847,018 for the 2018 City General Fund Budget. This will allow us to maintain appropriate City services and investments in the future along with protecting healthy reserves.

Revenues:

Property Taxes are a significant source of revenue for the City General Fund, Parks General Fund, Cumulative Capital Development Fund as well as City and Parks General Obligation Bonds. In the City General Fund, for example, property taxes represent 54.3% of the total revenues. The State has estimated this source of revenue will increase by 4.0% for 2018. However, the impact of constitutional property tax caps is significant this year, reducing revenues by approximately $1,000,000 as noted below.

Local Income Tax (County Option and Public Safety LIT) are collected and remitted by the State. LIT represents 26.5% of the total revenues for the City General Fund.

City Miscellaneous Revenues include fees for services, fines, and interest income. Miscellaneous Revenues represents 19.2% of total revenues for the City

Expenditures: All Funds: The overall 2018 budget (Not including Utilities or Transit) request is $83,513,906, which is an increase of $4,600,448 or 5.83%. This includes a $1,000,000 requested appropriation from the Affordable Housing Fund.

General Fund: The overall budget request is $42,713,379. That is an increase of $3,545,152 or 9.05%. This increase reflects $1,150,000 of one-time expenditures and the $1,000,000 increase in Property Tax Caps. Adjusting for these items the General Fund Budget represents a 3.6% in comparison to the 2016 request. Parks General Fund: The overall budget request is $7,710,126. That is an increase of $653,813 or 9.27%. Public Safety Local Income Tax Fund: This fund was created late last year when the State Legislature enacted legislation that allowed Local Tax Councils to enact a public safety tax. The primary use of the funds was to fund a Public Safety Answering Point (PSAP) or Central Dispatch, as we know it. We expect to receive in 2018 $5,321,926 in PS LIT revenue and $862,635 in E911 revenue. This is an increase of $50,632 or 1% in PS LIT revenue and no change for E911 revenue.

We appreciate the difficult and prudent decisions the Council has made in past years. That effort has paid off in the form of a balanced budget, as well as healthy and stable reserves.

Personnel, 37,207,549 , 74%

Supplies, 2,001,943 , 4%

Services, 9,170,716 , 18%

Capital, 1,005,500 , 2%

Tax Caps, 1,037,797 , 2%

City of Bloomington2018 Budget ($50.4M)

City & Parks General FundBreakdown by Category

Personnel

Supplies

Services

Capital

Tax Caps

Personnel, 46,375,880 , 56%Supplies, 5,584,573 ,

7%

Services, 22,102,503 , 26%

Debt Service, 2,125,653 , 3%

Capital, 6,287,500 , 7%

Tax Caps, 1,037,797 , 1%

City of Bloomington2018 Budget

All Funds ($83.5M)Breakdown by Category

Personnel

Supplies

Services

Debt Service

Capital

Tax Caps

Service – This represents external services such as Street, Sanitation, Housing & Neighborhoods, Community Outreach and Business Development.

Service, 12,417,602 , 25%

Capital, 739,500 , 1%

Administrative, 5,575,934 , 11%

Parks & Recreation, 7,710,126 , 15%

Public Safety, 22,942,546 , 46%

Tax Caps, 1,037,797 , 2%


City & Parks General FundBreakdown by FunctionService

Capital

Administrative

Parks & Recreation

Public Safety

Tax Caps

Service – This represents external services such as Street, Sanitation, Housing & Neighborhoods, Community Outreach and Business Development.

Service, 31,517,109 , 38%

Administrative, 7,566,110 , 9%

Capital, 739,500 , 1%

Parks & Recreation, 7,710,126 , 9%

Public Safety, 32,817,611 , 39%

Debt Service, 2,125,653 , 3%

Tax Caps, 1,037,797 , 1%


All Funds ($83.5M)Breakdown by Function

Service

Administrative

Capital

Parks & Recreation

Public Safety

Debt Service

Tax Caps

City of Bloomington Historic Levy Growth

Year Increase 2003 4.8% 2004 4.7% 2005 4.4% 2006 3.9% 2007 4.0% 2008 3.7% 2009 4.0% 2010 3.8% 2011 2.9% 2012 2.9% 2013 2.8% 2014 2.6% 2015 2.7% 2016 2.6% 2017 3.8% 2018 4.0%

City of Bloomington Summary of General Fund and Fund Balance 2018 Budget

Actual 2016

Budget 2017

Budget 2018

Beginning Cash Balance at January 1 9,197,843

12,021,635

11,128,347

Revenue

Property Tax 20,413,760

21,354,025

22,204,838

County Option Income Tax 10,750,683

10,809,911

10,809,911

Miscellaneous Revenue 8,907,210

7,906,705

7,851,612

Total Revenue 40,071,653

40,070,641

40,866,361

Expenditures

Actual/Budgeted Expenditures 37,247,861

39,168,227

42,713,379

Net Projected Expenditures 37,247,861

39,168,227

42,713,379

Revenues Minus Expenditures 2,823,792

902,414

(1,847,018)

Prior Year Encumbrances -

1,795,702

Rainy Day Transfer -

Projected Year End Balances 12,021,635

11,128,347

9,281,329

Rainy Day Fund Balance 4,658,566

4,658,566

4,658,566

Total All Balances 16,680,201

15,786,913

13,939,895

Reserve Percentage 44.78% 40.31% 32.64%

City of Bloomington Expenditure Budget Comparison - General Fund2018 Budget

2016 2017 2018 Dollar PercentDepartment/Division Actual Budget Budget Change ChangeBoard of Public Safety 3,362 3,415 3,415 - 0.00%CFRD - Community & Family Resources 715,235 763,529 788,576 25,047 3.28%Controller 1,836,251 1,371,585 1,514,426 142,841 10.41%Economic & Sustainable Development 508,600 612,794 831,601 218,807 35.71%Fire 10,043,185 9,931,061 10,751,961 820,900 8.27%Housing & Neighborhood Development 1,360,558 1,477,885 1,496,601 18,716 1.27%Human Resources 492,693 588,802 965,150 376,348 63.92%Informational & Technology Services 1,509,461 1,953,876 2,078,466 124,590 6.38%Legal 835,834 1,046,868 1,019,892 (26,976) -2.58%Mayor 479,443 799,760 889,253 89,493 11.19%Planning 2,056,522 2,592,399 2,753,102 160,703 6.20%Police 12,066,533 11,685,614 12,187,170 501,556 4.29%Property Tax Cap's - 42,187 1,037,797 995,610 2359.99%Public Works - Animal Shelter 1,300,394 1,469,720 1,508,063 38,343 2.61%Public Works - Facilities Maintenance 1,010,584 1,084,198 1,101,561 17,363 1.60%Public Works - Main 1,219,228 1,440,475 1,425,693 (14,782) -1.03%Public Works - Sanitation 1,075,658 1,491,029 1,491,029 - 0.00%

Sub-Total 36,513,541 38,355,197 41,843,756 3,488,559 9.10%Clerk 198,259 241,186 271,805 30,619 12.70%Council 536,060 571,844 597,818 25,974 4.54%

Fund Totals 37,247,860 39,168,227 42,713,379 3,545,152 9.05%

Parks General Fund Actual 2016 Budget 2017 Budget 2018 $ Change % Change

Fund Totals 6,565,155 7,056,313 7,710,126 653,813 9.27%

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Monday August 14, 2017

CITY OF BLOOMINGTON RESIDENTS

Information & Technology Services

Rick Dietz

ClerkNicole Bolden

Common Council

MayorJohn Hamilton

Comm. Director

Mary Cath. Carmichael

Deputy MayorMick Renneisen

Human Rights Commission

Office of the Controller

Jeff UnderwoodHuman Resources

Caroline ShawLegal

Philippa Guthrie

Bloomington Digital

Underground Advisory

Committee

Community and Family Resources

Beverly Calender-Anderson

Planning and Trans-portation

Terri Porter

Housing and

Neighbor-hood Devel.

Doris Sims

Parks and Recreation

Paula McDevitt

Economic and

Sustain.Devel.Alex

Crowley

Public WorksAdam Wason

FireChief Jason Moore

Police Chief

Michael Diekhoff

Utilities Vic

KelsonTransit

Lew May

Housing Auth. Amber Gress

Board of Zoning

AppealsPlan

Comm.Board of

Park Comm.

Animal Control Comm.

Board of Public Safety

Utilities Service Board

Public Trans-

portationCorp.

Housing Authority

Board

Engineering Animal Control

Street

Sanitation

Fleet

Parking Enforcement

Comm. on the Status of Black Males

Commission on the Status of Women

Comm. on the Status of Children & Youth

Council for Community Accessibility

MLK Commission

Comm. on Hispanic & Latino Affairs

Commission on Aging

Environmental Commission

Bicycle and Pedestrian

Commission

Traffic Commission

Board of Zoning Appeals

Citizens Advisory Committee

Historic Preservation Committee

Housing Quality Appeals Board

Housing Trust Fund Board

Redevelopment Commission

Tree Comm.

Commission on Sustainability

Industrial Development Commission

Economic Development Commission

Bloomington Arts Commission

Urban Enterprise Association

Board of Public Works

Partner Organizations

Elected Officials

Telecomm Council

.

Facilities Parking Garages

Innovation Director

Tom Miller

1

2018 Budget Proposal

Memorandum To: Members of the City of Bloomington Common Council From: Caroline Shaw, Human Resources Director Date: August 10, 2017

This memo accompanies the proposed 2018 budget for the Human Resources Department. Why We Exist By utilizing innovative, best practices in human resources management, the Human Resources Department exists to create a positive, productive, and inclusive work environment that attracts, retains, and develops talent in order to accomplish organizational goals. We will do this by implementing effective recruitment strategies; offering programs to increase employee engagement; managing systems to improve performance and promote employees’ professional development; advising leaders on management issues and organizational development; providing services related to benefits and payroll functions; and maintaining systems to remain compliant with federal and state laws. 2017 Budget Goal Update • Revise employee orientation process for new part-time and full-time employees.

Eliminated individual employee binders and transitioned to PowerPoint presentation with limited handouts for approximately 51 regular full-time and part-time employees who have on-boarded since January 1, 2017.

Reduced paper required for employee orientation by 75%.

• Select and implement online job application tracking software to reduce the number of printed resumes/applications by 60-75% and reduce the administrative workload associated with recruitment and selection of employees.

Researched application tracking software options Interviewing providers this quarter Selection and implementation during quarter 4.

• Review employee benefits to contain costs.

Annual health insurance cost increases have stayed well below the medical trend of 10.5% for four consecutive years.

Human Resources

2017 health insurance increase through the IACT Medical Trust was 0.8%. Employee premiums have stayed the same since 2014. No rate increase for other benefits – dental, vision, disability, life.

• Conduct salary study to improve our ability to attract and retain good employees

In process 65 total classifications were studied including non-union, union, and

elected officials 20 out of 28 peer cities and organizations voluntarily completed or partially

completed the surveys • Develop $25,000 merit staff award program

20 nominations for both individual and teams received as of July 31st deadline. Second round ends on November 15th

Selection committee, which is comprised of 7 volunteer members, will meet and select finalists

• Conduct annual performance evaluations for approximately 290 non-union

employees This is the first time in 8 years that this has been done across the whole

organization Supervisors participated in training sessions 65% of the evaluations were submitted

• Implemented Everything Disc 363 assessments and coaching for supervisors with

at least 2 or more direct reports Approximately 114 supervisors participated Supervisors were rated by at least 8 employees including direct reports,

colleagues, and managers Custom results reviewed in group debrief sessions Participants developed actions plans, which will be followed up with three, 75

minute coaching sessions • Conduct employee recognition events

Host biannual employee recognition ceremony Recognized 85 employees in June of 2017 Second event is scheduled for December 2017

Cookout is scheduled for August 31st. Holiday luncheon will be held in December.

• Formalize student internship program and establish senior (retirees) program Implementing formalized internship program by end of 3rd quarter, Present senior intern proposal to OOTM during 3rd quarter

• Evaluate and revise City policies In process Update personnel manual

• Provide clear and consistent communication to employees • Publish quarterly employee newsletter

Worked with Mayor’s office on employee communications • Develop and implement new training programs for our 690 full-time and part-time

employees. 1% of each departments budget is designated for employee training and

professional development • Administer employee commitment survey to set benchmarks

o Commitment survey was precursor to 360s; Chose not to do 360 plan. • Continue to improve online access and Web-based use for benefits administration

o 3rd quarter • Improve efficiency of open enrollment process without compromising quality.

o 3rd quarter o Conduct post open enrollment survey of employees for feedback on

process improvement. • Increase employee participation in our wellness program from 15% to 25%

Current participation is 18% 2018 Activity Descriptions and Goals Workforce Maintenance

Activity Description: Workforce Maintenance includes the recruitment, selection, orientation, record maintenance, termination, and retirement.

Goals: • Increase efficiency by organizing, maintaining, and/or automating systems by the end of

4th quarter. • Review record-keeping systems and implement a solution for the lack of space. • Organize electronic and paper files. • Create a video for new employee orientation by the end of 3rd quarter.

o Reduce the number of hours spent by Human Resources staff by 50%. Currently we spend approximately 120 hours (5 hours at 24 times per year) annually conducting new employee orientation.

Personnel Policy

Activity Description: Personnel Policy is the development, interpretation, and application of personnel policies and includes the following: new policy development, existing policy updates, and policy interpretation for employees.

Goals: • Provide clear and consistent communication regarding personnel policies to employees

and supervisors. • Evaluate and revise City Policies

o Update City employee personnel manual to reflect changes. o Train all 690 employees on policy changes either through webinars or training

sessions.

Employee Relations

Activity Description: Employee Relations is the application and implementation of personnel policies and includes the following: management consultation, employee consultation, labor relations, employee communication, and grievance procedures.

Goals: • Successfully negotiate two labor agreements with the contract negotiation team – FOP

and AFSCME by the end of 2018. • Outsource an organizational assessment that spans three years.

o Consultants will assess our structure and positions, recommending ways to improve our efficiency and maximize our resources

o Recommendations may include training needs, staffing changes, process improvements, and anticipated human capital needs

o Findings and recommendations will support strategic planning, specifically related to staffing and organizational structure

• Enhance employee morale by improving workplace culture o Organize employee recognition events including biannual employee recognition

ceremonies, a summer cookout and a holiday luncheon o Assess employee commitment / satisfaction through an employee commitment

survey • Increase human resources presence in the field by meeting with employees and

supervisors at their work site o Identify onsite outreach opportunities at each of our the City’s approximately 45

facilities o Visit employees at each of the City’s approximately 27 work sites at least twice

during 2018.

Compensation and Benefits

Activity Description: Compensation and Benefits is the development and management of compensation and benefit policies and includes the following: new policy development, existing policy updates, policy implementation, maintenance of policy application, financial processing, and employee consultation.

Goals: • Conduct ongoing review of all employee benefits to ensure confidence that our package

has the best balance between cost, quality of coverage, and customer service. o Continue serving on the AIM, formerly IACT, Medical Trust Board of Trustees

• Improve online access and web-based use for benefits administration o Build an app that serves as a platform for access to all of our benefit providers

• Improve efficiency of the open enrollment process without compromising quality. o Conduct post open enrollment survey of employees for feedback on process

improvement. • Increase participation of our employees in our wellness program by 15% based on 2017

participation.

Training and Development

Activity Description: Training & Development is the development and evaluation of both individual employees and the organization as a whole and includes the following: employee supervisory training, performance evaluation, and process analysis and improvement.

Goals: • Work with the Community and Family Resources Department to conduct diversity and

inclusiveness training for all 690 employees • Create video presentations for new supervisor training

o Identify training needs by conducting focus groups with supervisors o Conduct refresher training throughout the year

• Support the administration’s commitment to allocating 1% of each department’s budget for employee training and development

o Identify and support City wide training needs by conducting focus groups and working with departments to identify training resources

Summary The 2018 Human Resource Department’s general fund budget request is $965,150. This is an increase of $376,348 or 63.92%. With the exception of proposed money allocated for diversity training for all employees ($8,000), a one-time organizational assessment for all departments ($100,000), and additional money ($250,000) in the salary pool fund for possible market based salary adjustments pending the results of the salary study, the Human Resources budget increase reflects an increase in expenses of 3.42% or $18,347. The “zero based” budget model was utilized to formulate the 2018 budget.

Category 1 – Personnel request is $797,957, an increase of $270,701 or 51.34%. There are no personnel changes in the 2018 HR budget. As you are aware, the City is requesting a 2% increase for non-union staff. We are budgeting an additional $250,000 to the salary pool fund for possible market based salary adjustments pending the results of the salary study. The salary pool fund also includes $25,000 for the continuation of the staff merit award program. Category 2 – Supplies – $2,860 Total - Decrease of $450 (-13.6%) Category 3 – Other Services – $164,333 Overall Increase of $106,097(182.18%) Line 316 – Instruction – Increases by $2,302.00 (70.65%). • Increased by $1,400 for a second staff member to attend the national SHRM conference

in Chicago • Added additional training for administrative staff and professional development for HR

Generalist (new position in 2017) Line 321 – Telephone – no change (0%) Line 322 – Postage – no change (0%) Line 323 – Travel – Increases by $125 (4.54%)

Line 331 – Printing – no change (0%) Line 332 – Advertising – no change (0%)

Line 340 – Hardware and Software Maintenance – decreases by $9,250 (-54.41%) • The 2017 budget included a one-time purchase of applicant tracking software ($15,000).

Annual maintenance for the applicant tracking software is approximately $5,000 • Increases by $2,000 to purchase a laptop and docking station for the assistant director Line 391 – Dues/Subscriptions – Increases by $1,825 (126.48%) • $2000 for Employment Law Posters (3-year subscription for 10 sites) • $500 for South Central Indiana Human Resources Association (SCIHRA) dues for 4

annual memberships • $570 for Society of Human Resources Management (SHRM) National dues for 3 annual

memberships Line 394 – Temporary Contractual Employee – Increases by $125 (10%) Line 399 – Other Services/Charges – Increases by $110,980 (521.2%) • $8,000 increase for diversity training for all employees • $100,000 for one-time Organizational Assessment for all departments • $1,500 for Out-of-State background checks

Category 4 – Capital Outlays - No funds are requested for Capital Outlays in 2018.

Conclusion

The proposed budget will help us improve our systems and programs, and implement and manage new initiatives necessary to achieving departmental and organizational goals. We aim to use the allotted resources efficiently and responsibly, and we appreciate your thoughtful review and consideration of the Human Resources Department budget request.

City of Bloomington

Human Resources Department

DirectorCaroline Shaw

Manager of Worker’s Compensation & HR

Administrative FunctionsJanice Chestnut

Assistant DirectorEmily Pierson

Administrative Assistant

Lauren Adams

Benefits ManagerBrenda Hendrix

HR GeneralistMark Uebel

CITY OF BLOOMINGTON

Budget Worksheet ReportAccount Number

Account Description2016 Actual

Amount2017 Adopted

Budget2018 Council +/- $ +/- %

51110 Salaries and Wages - Regular 280,898 333,067 350,045 16,978 5.10%51120 Salaries and Wages - Temporary 3,322 10,001 10,000 (1) -0.01%51210 FICA 20,851 26,246 27,543 1,297 4.94%51220 PERF 39,887 47,296 49,707 2,411 5.10%51230 Health and Life Insurance 66,366 85,644 85,644 0 0.00%51310 Other Personal Services 0 25,002 275,018 250,016 1000.00%

411,324 527,256 797,957 270,701 51.34%

52110 Office Supplies 1,363 2,000 1,500 (500) -25.00%52420 Other Supplies 1,203 1,310 1,360 50 3.82%

2,566 3,310 2,860 (450) -13.60%

53160 Instruction 52,759 3,258 5,560 2,302 70.66%53210 Telephone 312 600 600 0 0.00%53220 Postage 35 50 50 0 0.00%53230 Travel 258 2,750 2,875 125 4.55%53310 Printing 218 4,100 4,100 0 0.00%53320 Advertising 6,065 6,500 6,500 0 0.00%53640 Hardware and Software Maintenance 1,835 17,000 7,750 (9,250) -54.41%53910 Dues and Subscriptions 1,933 1,435 3,250 1,815 126.48%53940 Temporary Contractual Employee 763 1,250 1,375 125 10.00%53990 Other Services and Charges 14,623 21,293 132,273 110,980 521.20%

78,802 58,236 164,333 106,097 182.18%

492,693$ 588,802$ 965,150$ 376,348$ 63.92%

Fund: 101 - General Fund (S0101)Expenditures

Department: 12 - Human Resources Personnel Services

Expenditures Grand Totals:

Total: Personnel ServicesSupplies

Total: Supplies Other Services and Charges

Total: Other Services and Charges

1


Memorandum To: Members of the City of Bloomington Common Council

From: Philippa M. Guthrie

Date: August 14, 2017

This memo accompanies the proposed 2018 budget for the Legal Department. Why We Exist The Legal Department serves the City’s legal needs, which range from code drafting and enforcement, to solving citizens’ issues, real estate and tax issues, statutory interpretation, risk, human rights, litigation, and general advice to the Mayor and City Departments on a broad variety of municipal, state and federal law issues. The Legal Department saves the City the costs of outside counsel for all but the most complex matters, assuring that the City obtains the legal assistance it needs to minimize risk for the city and its residents and achieve its goals. 2017 Budget Goals Update

Legal Counsel Activity Description: Providing legal research, legal interpretation and information, and provision of general legal advice on all aspects of City business to the Mayor’s office, City Departments, and Boards and Commissions. Specific projects for which legal advice are likely to be required and which will or may incur outside legal fees in 2017 are below. Goal: Provide timely, efficient, thorough and professional legal advice to other city departments.

• Consideration of annexation of additional territory and implementation of services to the expanded footprint

(Measurable Outcomes: assist in preparing finance plan, developing list of costs and benefits, conducting any required public meetings) Assisted in preparing fiscal plan versions and maps

Legal Department

Helped develop materials to explain the overall plan benefits and implementation Assisted in structuring and staffing 6 public meetings Researched issues and served as resource for citizens on legal issues Helped steward the introduction of the ordinances Drafted and filed complaint for lawsuit against the State of Indiana

• Consideration of establishing a city-wide high-speed broadband network

(Measurable Outcomes: provide sound advice on all legal aspects of potentially establishing a network) Developed contract for review by potential industry partner Participated in RFI process and subsequent interviews Researched legal issues and provided other advice as needed.

• Develop the Trades District

(Measurable Outcomes: draft all necessary contracts and other documents) Drafted and negotiated contract for affordable housing project in District Drafted and negotiated letter of intent/contract for anchor tenant Assisted with solar panels RFP, contracts and project progress Assisted with legal aspects of Dimension Mill renovation, Design Consultant,

parking agreement with County Helped negotiate and draft offer to purchase for City Hall adjacent property

• Develop Switchyard Park

(Measurable Outcomes: handle negotiation and documentation of real estate transactions)

Helped negotiate and drafted documents to purchase property near Switchyard

Park.

Legal and Policy Documents Activity Description: Responsible for drafting, reviewing, editing and revising of legal and City policy documents related to all aspects of City business, including but not limited to, ordinances, agreements and contracts, leases, deeds, legal memos, briefs and court filings, official City policies and correspondence. Specific projects in 2017 above and beyond the standard ongoing document activity include: Goal: To document the City’s activities as required in an efficient, legally sound and professional manner.

• Update Comprehensive Contract Database

(Measurable Outcomes: Input all current contracts; investigate New World option with IT)

Continuously entering new contracts as they are fully executed; 99 contracts

entered since January 1, 2017 With ITS and Controller, evaluated options for document management systems

• Continue developing contract templates

(Measurable Outcomes: generate remaining templates) Developed 7 contract templates

• Public records requests o Continually evaluate staffing to handle frequent and/or broad requests o Develop process that includes: Working with requesters to refine their requests, if possible Working with IT to craft narrowly defined electronic searches Putting responses on B-Clear

(Measurable Outcomes: develop written process; begin putting responses on B-Clear) System in place for initial receipt and referral, and to share research and

document review tasks among lawyers with available time, as needed. Process in place for asking requesters to narrow requests, if warranted, and

refine IT search terms. Process will be reduced to writing Meeting with ITS on August 23rd about putting responses on B-Clear

• Continually work to update Municipal Code

(Measurable Outcomes: update at least one major code section in 2017) Updates to Title 14 (stink bombs; pond fencing) passed by Council Amendment to the smoking ordinance to cover e-cigarettes passed by Council Ordinance permitting pocket neighborhoods passed by Council ADU ordinance Updates to Title 15 Sexually Oriented Business ordinance

Litigation Activity Description: Responsible for litigating suits brought against or by the City, and supervising outside counsel and insurance counsel handling litigation on the City’s behalf.

Goal: To achieve the best legal results possible for the City when it is sued or when the City must initiate legal action.

(Measurable Outcomes: aim for efficient conclusion of suits via negotiation, settlement or court order within one year) 1 EEOC case filed late 2015, resolved August 2016 in the city’s favor 34 lawsuits for ordinance violations of Title 16 (HAND); 25 resolved in the city’s

favor within one year, and 9 pending but should be resolved within a year 1 foreclosure action should be resolved within the year 3 suits against the city involving personal injury; 2 settled and one was voluntarily

dismissed 4 workers’ compensation cases 4 personal injury cases Indiana Family Institute, Inc. v. City of Carmel (challenge to human rights

ordinance) City of Bloomington v. Eric Holcomb (annexation lawsuit)

NOTE: Complex matters like the last two are extremely unlikely to be resolved within 1 year

Enforcement of the Bloomington Municipal Code (BMC) Activity Description: Provide all services related to enforcing the BMC, including communication of violations, negotiations, and litigation if necessary. Goal: To enforce the BMC in a fair, transparent, efficient and legally responsible manner.

(Measurable Outcomes: Successfully resolve enforcement actions with a minimum of citizen objection) 204 demand letters issued on behalf of HAND for non-compliance with BMC Title

16; 34 of these resulted in litigation, the rest came into compliance. Since July 1, 2016, 7 appeals of excessive noise citations and 2 appeals of

excessive growth went before the Board of Public Works. The Board upheld all 9 citations.

4 letters for notice of violation of various Title 10 pretreatment violations on behalf of the Utilities Department. All were amicably resolved within months of the notice letter.

3 letters for notice of violation of Title 8 of the BMC regarding historic preservation. All resulted in recipients coming into compliance.

2 citations for open burning were appealed. The Board of Public Safety upheld both citations.

Property Transactions Activity Description: Managing the use, acquisition and disposition of City real property, including negotiating and documenting licenses, purchases, sales, eminent domain, and access to rights of way. Goal: To efficiently manage and document the legal aspects of City ownership and use of real property.

(Measurable Outcomes: Complete each transaction within four months) RDC Transactions Acquired 717 W. Howe Street adjacent to Building and Trades Park. Presented to

the RDC on October 17, 2016; Closed on February 24, 2017 Acquired 1730 S. Walnut. Presented to the RDC on August 15, 2016; Closed on

April 12, 2017 In due diligence stages for two properties near City Hall

City Transactions 9 Right of Way acquisitions completed 6 Right of Way dedications to the city 8 Right of Way acquisitions 2 sales of city property

NOTE: Goal of closing real property transactions within four months was overly optimistic. Developing an offer, negotiating a contract, presenting to the RDC or Public Works, conducting due diligence, and dealing with issues that might arise throughout often takes six months to a year.

Human Rights Activity Description: Enforcing and advising on the City’s Human Rights Ordinance, ensuring the City complies with federal civil rights laws, including Title VII of the Civil Rights Act and the Americans with Disabilities Act, and advising City staff on ethics matters. Goal: Ensuring that the City is compliant with Civil Rights laws and regulations that protect our residents, and maintains the highest ethics in conducting its business.

(Measurable Outcomes: Conduct thorough and fair investigations for Human Rights and HR; begin implementing Title VI program) HR Complaints 2016: 3 HR complaints; 2 resolved in the city’s favor; 1 settled 2017: 1 HR complaint resolved in the city’s favor 2017: 4 HR complaints in process

Title VI Reviewed and revised employee orientation information to include Title VI

concerns Reviewed and revised list of recipients of job notices Helped HAND revise its website to more visibly address Title VI issues Investigated 1 Title VI complaint

Risk Management Activity Description: Provide training on risk prevention; handle all issues related to City insurance, including acquisition, policy compliance, reviews and renewals; advise and assist with reporting and management of incidents; manage risk related to City documents by implementing records retention and destruction procedures and processes, and generally manage the City’s risk profile. Specific project related to records management: Goal: Reduce the City’s financial and physical risks as much as possible through responsible stewardship of insurance, provision of training, implementation of prevention measures, and providing professional assistance when incidents occur. • Retention and Destruction

o Ensure ongoing process for proper destruction of legal documents. o With IT—implement comprehensive city-wide records retention and destruction

policy for paper and electronic documents. o Long term goal: work with ITS to implement systematic records management and

work flow processes citywide (using New World or other new software, as required)

(Measurable Outcomes: Provide an average of eight risk training sessions per month and five safety audits per week; successfully implement process for ongoing legal document destruction)

50 training sessions and 127 audits from January 1 through June 30 Implemented ongoing review of stored documents, reviewed state retention

guidelines, developed review process, established periodic “destruction days” Approximately 80 bankers boxes ready for destruction Two destruction days in August and September should yield another ± 130

boxes Working with ITS and Controller on acquiring and implementing a

records management system that includes retention and destruction processes

Improving Department Health, Morale and Productivity Activity Description: Enhancing department health, morale and productivity by improving the physical environment and increasing training opportunities.

Goal: Improve the productivity and health of department staff through physical improvements and training opportunities that improve and inform their work.

(Measurable Outcomes: staff attend training beyond annual IMLA training; staff provided with standing desks, as desired) 5 attorneys attended non-IMLA trainings in their areas of specialty 3 standing desks in use

Assessing Client Satisfaction with Department Services Activity Description: Administer Client Satisfaction Survey through HR. Goal: Improve provision of legal services based on city department responses to survey.

(Measurable Outcome: successful implementation of survey)

o Included in next year’s budget goals due to changed priorities and unforeseen developments

2018 Activity Descriptions and Goals Legal Counsel Activity Description: Provide timely, efficient, thorough and professional legal advice

on all aspects of City business to the Mayor’s office, City Departments, and Boards and Commissions.

Goals: • Annexation

o Achieve favorable ruling at the circuit court level in lawsuit against the State of Indiana and pursue appeal, as needed

• Establish a city-wide high-speed broadband network o Provide advice on all legal aspects of establishing a network

• Development of the Trades District o Help negotiate and draft all contracts and other documents; provide

advice, as needed • Development of Switchyard Park

o Handle negotiation and documentation of real estate transactions • New Convention Center

o Assist in collaborating with the County to fund and construct new Center • Labor Negotiations

o Successfully negotiate two new labor contracts for Police and AFSCME • Bonds

o Provide legal advice and assistance with bond renewals and issuances • Current Hospital Site

o Provide legal assistance with any transactions or negotiations related to repurposing of the current IU Health/Bloomington Hospital site.

Legal and Policy Documents Activity Description: Document the City’s activities and policies as required in an

efficient, legally sound and professional manner Goals: • Continue to update comprehensive contract database

o Continue to input all new contracts o Provide and maintain digital access to all city contracts

• Update Municipal Code o Update Title 15 o Assist with UDO update

Litigation Activity Description: Litigation suits brought against or by the City and supervising

outside counsel and insurance counsel handling litigation on the City’s behalf.

Goals: • To achieve the best legal results possible for the City in litigation matters.

o Aim for efficient conclusion and positive outcomes for all litigation via negotiation, settlement or court order, within one year for less complicated matters.

Assess Department Services Activity Description: Assess client satisfaction with Legal Department services Goals: • Administer client satisfaction survey with HR • Improve provision of legal services based on city department responses

Human Rights Activity Description: Ensure that the City is compliant with Civil Rights laws and

regulations that protect our residents, and maintains the highest ethics in conducting its business.

Goals:

• Focus on fair housing education and enforcement o Achieve favorable opinion/letter from HUD

Risk Management Activity Description: Provide training on risk prevention; manage City insurance,

advise and assist with incidents; manage risk related to City documents

Goals: • Training

o Provide an average of 8 risk training sessions per month and 5 safety audits per week

• Records Retention and Destruction o Ensure ongoing process for proper destruction of legal documents. o Continue working with IT to implement systematic records management system

• Continue onboarding new Risk Manager 2018 Budget Proposal Highlights The Legal Main Department’s general fund budget request is $840,917. This is a decrease of $23,627 or 2.73%. The Legal Department also includes the Human Rights and Risk Management Departments. The request for Human Rights is $178,973, and the request for Risk is $802,973. Legal Main Category 1 – Personnel request is $656,725, an increase of $14,230 or 2.21%. As you are aware, the city is requesting a 2% salary increase for non-union staff. Category 2 – Supplies request is $16,172, a decrease of $194 or 1.19%.

Line 52410 – Books – An increase of $774 or 5.94% in the line for Books, representing a

5% increase for the period of January 1-June 30 (the increase kicked in on July 1 of 2017), and an increase of 7% from July 1-December 31, 2018. These increases are required under our Westlaw books contract negotiated in 2015 for the Indiana Code. 17% of the Westlaw contract cost is paid by Dan Sherman’s office because he also receives a code set under our contract.

Line 52420 – Other Supplies—A decrease of $968 or 69.04%, from $1,402 to $434, to

reflect the purchase of only one additional standing desk this year as opposed to three last year.

Category 3 – Other Services & Charges request is $168,020, a decrease of $37,663 or 18.31%.

• Line 53120 – Special Legal Services - A decrease of $39,000, or 21.78%, in the Special Legal Services budget line, which represents fees for outside legal counsel. The

decrease reflects the different mix of city initiatives that might require specialized outside legal assistance in 2018, including development of the Trades District, an update to the Unified Development Ordinance due to our new Comprehensive Plan, expanding the Convention Center, the broadband project, and pending the outcome of our suit against the state of Indiana, it is possible that there may be legal costs related to annexation. We may not need this entire amount, but it is very difficult to tell at this early juncture.

• Line 53160 – Instruction – An increase in the Instruction budget line of $800, or 20.24%, to add City Attorney Mike Rouker, whose continuing legal education was previously covered under the Risk Budget.

• Line 53230 – Travel – An increase of $400, or 10.38% to add travel funds for Mike Rouker’s continuing legal education.

Human Rights Category 1 – Personnel request is $170,881, a decrease of $3,449 or 1.98%. As you are aware, the city is requesting a 2% salary increase for non-union staff. Category 2 – Supplies request is $2,948, the same amount as last year.

• Line 53160 – Instruction – An increase in the Instruction line of $300, or 33.33%, to

cover an out of town seminar for Barbara McKinney. The budgeted amount from last year did not allow enough leeway in the range of seminars she could attend.

• Line 53230 – Travel – An increase of $200 or 20% because last year’s budgeted amount was barely enough to cover Barbara’s travel and lodging, and she was able to stay with a relative at her out of town conference.

• Line 53310 – Printing – A decrease in the Printing line of $300 or 23.07%, which reflects a continuing reduction in the number of human rights newsletters distributed in paper form.

• Line 53320 – Advertising – A decrease of $200 or 50% because the full amount budgeted for the last few years has not been necessary.

• Line 53990 – Other Services and Charges -- An increase in Other Services and Charges of $100 or 12.5%. This line covers the essay/art contest. When there are ties or group entries, this line has been insufficient to cover awards for the additional winners. Risk Management Category 1 – Personnel request is $240,070, an increase of $103 or .04%. As you are aware, the city is requesting a 2% salary increase for non-union staff.

Category 3 – Other Services & Charges request is $7,200, the same as last year.

• Line 53160 – Instruction – An increase in the Instruction line of $350 or 6.42% to cover a seminar for the new Risk Manager we are in the process of hiring. This position had been filled by Mike Rouker. The additional $350 will give the new hire more leeway to choose from a range of educational risk seminars, which are often at a cost of up to $900.

• Line 53230 – Travel – Increase of $100 or 18.18% to accommodate out of town travel for the new Risk Manager.

• Line 53310 – Printing – A decrease of $1000 or 54.05% as the Risk Department finds

that it is doing more of its education and training using electronic documents. Conclusion When the Legal Main, Human Rights and Risk Management budgets are combined and revenues are included, we are requesting an overall decrease of $26,78750 or 1.45%. Thank you for your consideration of the Legal Department budget request, and I am happy to answer any questions.

City of Bloomington

Legal Department

Corporation Counsel

Philippa Guthrie

Assistant City Attorney/Human Rights

Barbara McKinney

Assistant: Legal/Human RightsBarbara Toddy

City AttorneyMike Rouker

Assistant: Legal/Risk

Renee Rose

Director of Safety and TrainingBrian Wilson

Assistant City Attorney

Jackie Moore


Thomas Cameron


Anahit Behjou


Chris Wheeler

Risk Manager VACANT

Paralegal/AssistantHeather Whitlow

CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 542,025 570,779 579,628 8,849 1.55%51120 Salaries and Wages - Temporary 3,214 0 0 0 N/A51210 FICA 39,838 43,665 44,342 676 1.55%51220 PERF 76,968 81,052 82,307 1,255 1.55%51230 Health and Life Insurance 112,817 121,329 121,329 0 0.00%

774,861 816,825 827,606 10,781 1.32%

52110 Office Supplies 1,050 2,075 2,075 0 0.00%52410 Books 12,668 15,037 15,811 774 5.15%52420 Other Supplies 929 2,202 1,234 (968) -43.96%

14,646 19,314 19,120 (194) -1.00%

53120 Special Legal Services 20,830 179,000 140,000 (39,000) -21.79%53160 Instruction 4,231 4,851 5,951 1,100 22.68%53170 Mgt. Fee, Consultants, and Workshops 200 200 200 0 0.00%53210 Telephone 0 600 600 0 0.00%53220 Postage 144 150 250 100 66.67%53230 Travel 1,035 4,850 5,450 600 12.37%53310 Printing 95 1,400 1,100 (300) -21.43%53320 Advertising 35 650 450 (200) -30.77%53910 Dues and Subscriptions 19,143 18,127 18,164 37 0.20%53990 Other Services and Charges 613 900 1,000 100 11.11%

46,326 210,728 173,165 (37,563) -17.83%

835,834$ 1,046,867$ 1,019,891$ (26,976)$ -2.58%


Department: 10 - LegalPersonnel Services


Total: Personnel Services

Supplies

Total: Supplies

Other Services and Charges


CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 0 0 634 634 N/A51120 Salaries and Wages - Temporary 3,123 3,172 2,538 (634) -20.00%51210 FICA 239 243 243 0 0.00%

3,362 3,415 3,415 (0) 0.00%

3,362$ 3,415$ 3,415$ (0)$ 0.00%




Department: 23 - Board of Public Safety Personnel Services

CITY OF BLOOMINGTON

Budget Worksheet Report

Account Number


Amount2017 Adopted


51110 Salaries and Wages - Regular 147,921 161,793 159,236 (2,557) -1.58%51210 FICA 10,583 12,377 12,182 (196) -1.58%51220 PERF 21,005 22,975 25,830 2,855 12.43%51230 Health and Life Insurance 39,821 42,822 42,822 0 0.00%

219,329 239,967 240,070 103 0.04%

52110 Office Supplies 320 650 650 0 0.00%52240 Fuel and Oil 831 1,447 1,400 (47) -3.25%52410 Books 1,057 0 0 0 N/A52420 Other Supplies 2,152 0 0 0 N/A52430 Uniforms and Tools 35,477 40,000 40,000 0 0.00%

39,837 42,097 42,050 (47) -0.11%

53160 Instruction 7,546 5,450 5,800 350 6.42%53210 Telephone 616 900 900 0 0.00%53220 Postage 0 100 100 0 0.00%53230 Travel 0 550 650 100 18.18%53310 Printing 38 1,850 850 (1,000) -54.05%53410 Liability / Casualty Premiums 2,614 51,500 51,500 0 0.00%53420 Worker's Comp & Risk 308,397 450,000 450,000 0 0.00%53620 Motor Repairs 504 2,875 3,558 683 23.76%53910 Dues and Subscriptions 255 295 295 0 0.00%53990 Other Services and Charges 3,549 7,200 7,200 0 0.00%

323,519 520,720 520,853 133 0.03%

582,684$ 802,784$ 802,973$ 189$ 0.02%

Fund: 800 - Risk Management(S0203)Expenditures

Department: 10 - Legal Personnel Services





1



From: Rick Dietz, Director


This memo accompanies the proposed 2018 budget for the City’s Information & Technology Services (ITS) Department and specifically, the ITS General Fund and Telecommunications Non-reverting Fund proposals. We are requesting no funding from our Electronic Map Generation Fund and Enhanced Access Fund (in the 2018 Budget.

Why We Exist ITS is primarily an internal service department, but we support and enable the operations of the whole City. ITS provides a foundation in information, communications, and audio/visual technology for the day-to-day and mission-critical operations of the City. Our mission is to provide — through the forward-looking application of information technology — IT services, tools, training and resources necessary to maintain mission-critical City systems; empower City staff to excel in their work; and electronically engage residents of our community in their own governance. We believe this is a budget proposal that addresses ITS needs, reflects the City’s values and goals, and positions ITS to perform well in 2018 and forthcoming years. This budget is informed by the City’s strategic plan and is informed by the results of the City’s recent community survey as well. But we could not do any of this without the skill and expertise of all of our ITS staff members. I greatly appreciate and wish to acknowledge their continuing hard work and excellence in support of our public and staff customers. 2017 Budget Goal Update Here are some highlights and accomplishments from the first half of 2017. Where possible performance data has been placed in the City’s B-Clear data portal (data.bloomington.in.gov) and corresponding performance metrics have been added to the City’s performance dashboard (bloomington.in.gov/performance).

ITS – Information & Technology Services

Administration IT Innovation, Management, Administration, Operations & Planning Activity Description: Develop, coordinate and implement information technology and telecommunications strategies, plans and policies. Goals:

• Lead initiative to secure affordable gigabit-class internet connectivity for all Bloomington residents by 2019

• Management of RFI and deliberative processes, coordination for RFI respondents, partners and consultants Secured letter of intent with Axia (which pulled out later) Continuing negotiations with multiple prospects

• Develop 3-5 year strategic plan for ITS department o Pending in 2017

• Engage with academic community, technology sector and community at-large

• Draft a community digital equity/inclusion strategic plan Pending. Connected with fiber initiative

• Establish local civic coding brigade Two group meetings, steering committee established Transitioning to community control with steering committee

• Continued partnership with peer cities around open standards and open source

Public Digital Services, Communications and Data Activity Description: Design, develop and maintain important digital communication channels and assets including the City’s website, data portal, and other applications. • Maintain excellent City government website and data portal. (Assess via

citizen survey 2019). • Launched new website and financial transparency portal Live on June 14 at bloomington.in.gov Financial transparency portal:

http://transparency.tylertech.com/bloomington/Pages/default.aspx?PageView=Shared

Hired part time Digital Communications Specialist • Respond to and support internal and public information requests

16 out of 94 PIRs in 2016 required significant ITS resources. • Proactive use of data and data portal advocacy

• Prepare and publish 100 additional datasets on data portal related to City services, economic development, historic preservation, and transportation planning. 121 datasets online. Performance tracking at

https://bloomington.in.gov/performance/cards/10

Office Management, Inventory, Purchasing, Bookkeeping, Payroll Activity Description: Operate in a modern office environment with business practices defined by the Controller’s office and HR. Goals:

• Improve IT purchasing process, Adopt requisition-based purchasing for ITS

• Ensure accuracy in receiving and inventory with annual equipment census 80% complete

Board, Commission & Task Force Support Activity Description: Provide support services for ITS boards, commissions and task forces. Engage with and support other boards as needed. Goals:

• Provide liaison support to ensure boards can fulfill their responsibilities Integrated onBoard Board and Commission management system with new

website. Document management of minutes, agendas, packets and legislation in

onBoard Government meeting coverage (Community Access Television Services) Activity Description: Ensure provision of government meeting coverage and supports community access programming, primarily through funding of CATS. Goals:

• Record, cablecast and stream all required City meetings and events – including City of Bloomington Common Council, Plan Commission, Board of Public Works, Board of Zoning Appeals, Board of Parks Commissioners, Utilities Service Board, Redevelopment Commission meetings. Integrated video links for Boards and Commissions in new City website

• Archive and stream on demand all recorded City meetings. 194 meetings in 2016

Technology Support Technology Support and Helpdesk Services Activity Description: Install, configure, manage, troubleshoot and repair hardware and software systems used by City employees. Goals:

• Maintain 4.5 out of 5 service rating on customer service surveys 4.95 rating. Performance tracking at

https://bloomington.in.gov/performance/cards/18 • Capital replacement of PCs, laptops, monitors, UPS and peripherals

(Approximately ¼ annually).

In progress. Total inventory: 465 desktops, 118 laptops, 34 MDT's, 101 network printers and 45 copiers.

• Assess ITS staff technical and customer services training needs as part of annual performance evaluation process

o Forthcoming in 2017 Technology Training and Knowledgebase (KB) Maintenance Activity Description: Povide training for incoming and current City staff to effectively use City IT resources to perform their work, maintains city knowledgebase. Goals:

• Conduct annual survey on IT training needs to guide training strategy Instrument development in progress

• Conduct one-on-one and group training on IT tools as recommended by internal survey

o Forthcoming in 2017 • Develop an assessment tool/instrument for measuring IT training needs to

ensure effective onboarding and IT orientation, and deliver as part of new hire process

o Forthcoming in 2017 • Partner with departments to ensure the City’s KB content is current

Facilities Technology Planning, Maintenance, Support Activity Description: Support for facilities-based IT systems such as the Council chambers, video control room & meeting rooms, projectors, security cameras, and door access system. Goals:

• Integrate new security cameras into central monitoring system Completed

• Connect McCloskey Room into video control room o Forthcoming in 2017

• Upgrade meeting room systems in Hooker, Dunlap and Kelly rooms o Forthcoming in 2017

• Install card access readers in City facilities, as determined by security evaluation

• Assist with planning and development of CTP and Facilities Phone and fiber planning for CTP, Switchyard and other facilities

(Animal shelter, Transit, etc.) Enterprise Printing and Copying Activity Description: ITS supports enterprise printer/copier needs Goals:

• Ensure staff can print necessary documents while working to minimize print waste

Improve print management tools. Possible project under Guaranteed Savings initiative.

• Provide cost-effective and sustainable printing and copier support for 101 network printers and 45 copiers.

Enterprise Telephony (telephones, voicemail, long distance) Activity Description: Support telephone systems used by City staff Goals:

• Conduct systems and cost analysis for new telephone system Underway. Possible project under Guaranteed Savings initiative.

• Evaluate cellular rate plans across enterprise to reduce costs for City departments

Emergency restoration, contingency and consulting resources Activity Description: Engage consultants and retain resources to address emergency and contingent support needs. Goals:

• Address critical outages rapidly and effectively to maintain 99.999% uptime. • Ensure network and internet downtime is minimal: 99.999 % uptime 100% over last 30 days. Performance tracking at

https://bloomington.in.gov/performance/cards/14 • Ensure systems are highly available, redundant and secure: 99.999% uptime

for core servers and critical services. Developing metrics for dashboard. Currently use Nagios for status

logging. • Quickly address new opportunities and strategic initiatives

GIS Geographic Information Systems GIS & Spatial Systems & Data Production, Maintenance, Analysis & Cartography Activity Description: Maintain and develop GIS Geographic Information Systems, services and geospatial data for internal and public customers. Goals:

• Transition to ESRI ArcGIS software as primary platform for day to day GIS operations: data creation, data maintenance, and spatial analysis. Transition to PostgreSQL as database platform. Currently underway: server configuration, database installation, data

conversion • Improve interactive geospatial tools on the City website

Several new interactive maps deployed on new website. Partnership with MapBox

• Share GIS data widely with public.

• Prepare and publish 20 additional GIS datasets on data portal related to City services, economic development, historic preservation, and transportation planning 20 datasets online to date. 46 GIS items total. Performance tracking at

https://bloomington.in.gov/performance/cards/19 Systems and Applications Systems analysis, User needs analysis & research Activity Description: Evaluate needs of users, determine gaps in services, research and propose solutions. Goals:

• Evaluate ERP (Enterprise Resource Planning, i.e. Financial Management, HR, Payroll) module options

• Evaluate IT infrastructure options for storage, virtualization and networks. Planning is under way. Possible project under Guaranteed Savings

initiative. Networks: Design, Maintenance and Connectivity Activity Description: Manage city networking programs including the City’s internal network (wired & Wi-Fi), the BDU Bloomington Digital Underground and gigabit fiber. Manage the City’s network infrastructure including routers, switches, cabling and power. Goals:

• Internal network core upgrade: replace 5 core switches Planning is under way. Possible project under Guaranteed Savings

initiative. • Ensure network and internet downtime is minimal: 99.999 % uptime

100% over last 30 days. Performance tracking at https://bloomington.in.gov/performance/cards/14

• Support gigabit-class broadband initiative. • Help design wired and wireless infrastructure in CTP, and City facilities • Evaluate feasibility and desirability of extending community Wi-Fi in the

downtown core o Forthcoming in 2017 or 2018. Potentially contingent on fiber initiative.

Possible project under Guaranteed Savings initiative. • Make strategic infrastructure investments during road and other city projects

Conduit installed 11th St/Vernal bridge over I-69. Bid documents prepared for 2nd St and 3rd St crossings. Contingent on fiber initiative.

Systems, Server & Database Infrastructure Activity Description: Support mission critical IT infrastructure systems and provides systems administration for server, storage and database systems.

Goals: • Deploy Disk-based backup system

o Forthcoming in 2017. Possible project under Guaranteed Savings initiative.

• Ensure systems are highly available, redundant and secure: 99.999% uptime for core servers and services. Developing metrics for dashboard. Currently use Nagios for status

logging. Enterprise Applications Support & Maintenance Activity Description: Deploy and administer 3rd party open source and proprietary software systems. Manage user account creation, archiving and termination. Goals:

• Maintain 4.5 our of 5 service rating on customer service surveys Developing instrument for application support performance

assessment • Deploy digital time keeping to all remaining City departments and staff,

including union, non-union and temporary staff. Preparing to onboard Utility Service Center staff and test touch

screen time clock system. • Support and maintain ERP (Enterprise Resource Planning) Financial

Management, HR/Payroll, Utility Billing system • Deploy ERP Transparency module to provide real-time public access to

financial information Live on June 14 at

http://transparency.tylertech.com/bloomington/Pages/default.aspx?PageView=Shared

• Assess, select and deploy Document Management / Forms system Review of potential systems. Broader evaluation of needs is

underway. • Upgrade department applications as needed

Operational software updates/upgrades for BFD, Garages, Parks, Transit and more are underway.

Systems Integration, Application Development/Programming Activity Description: Design and deploy software tools to integrate disparate systems to work effectively together. Design, develop and maintain software applications to meet City needs using open source code and open standards. Goals:

• Develop new systems to meet the needs of City staff and improve efficiency in City process workflow. Significant systems integration with Drupal for City website.

Additional development on onBoard, uReport, TimeWarp tools and more.

• Effectively partner with peer cities to lever open source tools: increase stars and code forks on Github for City applications.

• Adopt new standards for City applications and data. Update and maintain apps using open standards. Assessing need for community tours standard for collaborative project

with ServeIT • Conduct internal staff satisfaction survey on City applications.

Developing instrument for application satisfaction

2018 Activity Descriptions and Goals Our 2018 budget proposal contains several significant changes from previous budgets as well as a number of important initiatives. Overall we are proposing an ITS budget with slightly increased expenditures in 2018. We shift a few expenses from the Telecommunications Non-reverting (Telecom) Fund to the ITS General Fund in order to improve the sustainability of the Telecom Fund. The ITS 2018 budget proposal includes core IT needs such as 2% increase in staff compensation, computer capital replacement and software maintenance. There are also a few changes of note, investments and initiatives we hope to undertake in 2018 with your support. • Telecom and General Funds - The Telecommunications Non-Reverting Fund

has been on a non-sustainable path for a number of years. Fund revenue is generated from video services franchise fees paid to the State. Revenue has plateaued and appears to be headed downward, albeit gradually for now: Telecom Fund revenue decreased in 2016 by 2.78%. In 2017 we shifted a number expenses from the Telecom Non-reverting fund to the ITS General Fund to steer the Telecom Fund in a more sustainable direction and bring Telecom expenses more in line with anticipated revenue. We continue this process in our 2018 budget with transfers to the General Fund for copier maintenance and shifting capital replacement of computers and MDTs for BPD and BFD to the Public Safety LIT.

• ITS Staff - ITS is proposing an increase of 1 FTE from its current 18 FTEs in the

department in 2018 for a Digital Communications Specialist position. This new position and the City’s 2% increase in non-union compensation account for the ITS category 1 increases.

• Gigabit City - ITS is leading the City’s initiative to secure gigabit class

connectivity for all residences and businesses in Bloomington. According to the recent Community Survey, citywide high speed fiber for internet access is essential (39%) or very important (28%). Total 67%. Only 7% say not important. Improving broadband options is a priority in the City’s Strategic Plan as well. We are continuing to engage with respondents to our RFI who share the City’s goals and who have an interest in partnering with the City. These discussions are ongoing. This is a significant ITS project but does not have any defined budgetary impact in 2018. It is likely to require continuing staff time and

potentially consulting, but other costs will likely be borne outside of ITS funds – from TIF funds for instance.

• Digital Communications – Enabling the City to communicate effectively with

digital tools is an important function of the ITS Department. The City’s community survey showed that the City’s website is used by 87% as a minor or major source of information about the City with only 5% seeing the website as “Not Important”. 59% see the website as excellent/good quality (previous website version). The City Strategic Plan calls for enhancing city communication through the website, social media, and other online platforms. We propose a Digital Communications Specialist as a full time position in ITS to help the City expands its outreach and communications efforts.

• Computer Capital Replacement - We propose the continued funding of our

capital replacement cycle for desktops, laptops, monitors, printers and peripherals in 2018, as well as the orderly replacement of servers and critical networking equipment.

• CATS Funding - We provide for the funding of Community Access Television Services (CATS). Jointly funded by Bloomington, Monroe County government, Ellettsville and the Monroe County Public Library, CATS provides video services to the City and Bloomington public. Investments in public access and community media ensure an open, approachable and interactive government where citizens are part of the decision making process.

• Transparency - ITS plays a leading role in government transparency, managing the City’s website, maintaining the City’s Open Data portal and supporting the Mayor’s B-Clear initiative. ITS will also be significantly expanding the data sets available through the City’s Open Data portal in 2018.

2018 Goals

IT Innovation, Management, Administration, Operations & Planning Develop, coordinate and implement information technology and telecommunications strategies, plans and policies.

• Lead initiative to secure affordable gigabit-class internet connectivity for all Bloomington residents by 2019

• Implement 3-5 year strategic plan for ITS department • Engage with academic community, technology sector and community at-

large • Where feasible implement provisions of community digital equity/inclusion

strategic plan • Partner with peer cities around open standards and open source • Assist with planning and development of CTP • Seek more awards, grant and promotional opportunities for the City, ITS

Dept and our projects.

• Manage restructuring of ITS and integrate any new positions.

Public Information, Communications and Data Design, develop and maintain important digital communication channels and assets including the City’s website, data portal, and other applications.

• Maintain excellent City government website and data portal. (Assess via citizen survey 2019).

• Expand and update uReport citizen reporting toolkit and platform. • Improve social media outreach and manageability. • Respond to and support internal and public information requests • Proactive use of data and data portal advocacy • 200 Datasets in Open Data Portal

Office Management, Inventory, Purchasing, Bookkeeping, Payroll Operate in a modern office environment with business practices defined by the Controller’s office and HR.

• Ensure accuracy in receiving and inventory with annual equipment census

Board, Commission & Task Force Support Provide support services for ITS boards, commissions and task forces. Engage with and supports other boards as needed.

• Provide liaison support to ensure boards can fulfill their responsibilities

Technology Support and Helpdesk Services Install, configure, manage, troubleshoot and repair hardware and software systems used by City employees.

• Maintain 4.5 out of 5 service rating on customer service surveys • Capital replacement of PCs, laptops, monitors, UPS and peripherals

(Approximately ¼ annually) • Assess ITS staff technical and customer services training needs as part of

annual performance evaluation process

Technology Training and Knowledgebase(KB) Maintenance Provide training for incoming and current City staff to effectively use City IT resources to perform their work, maintains city knowledgebase.

• Conduct annual survey on IT training needs to guide training strategy • Conduct one-on-one and group training on IT tools as recommended by

internal survey • Utilize assessment tool/instrument for measuring IT training needs to ensure

effective onboarding and IT orientation, and deliver as part of new hire process

• Partner with departments to ensure the City’s KB content is current

Enterprise Printing and Copying Support enterprise printer/copier needs

• Provide cost-effective and sustainable printing and copier support

Emergency restoration, contingency and consulting resources Engage consultants and retain resources to address emergency and contingent support needs.

• Address critical outages rapidly and effectively to maintain 99.999% uptime • Quickly address new opportunities and strategic initiatives

GIS & Spatial Systems & Data Production, Maintenance, Analysis & Cartography Maintain and develop GIS Geographic Information Systems, services and geospatial data for internal and public customers.

• Complete transition to ESRI ArcGIS software as primary platform for day to day GIS operations: data creation, data maintenance, and spatial analysis.

• Improve interactive geospatial tools on the City website • Prepare and publish 20 additional GIS datasets on data portal (46 currently)

related to City services, economic development, historic preservation, and transportation planning.

• Complete LUCA Local Update of Census Addresses program and preparation/planning for other US Census activities.

• Spatial data integration and support for city information system updates and transitions: Spillman, asset management, community development systems.

Systems analysis, User needs analysis & research Evaluate needs of users, determine gaps in services, research and propose solutions.

• Evaluate ERP (Enterprise Resource Planning, i.e. Financial Management, HR, Payroll) module options

Facilities Technology Planning, Maintenance, Support Support for facilities-based IT systems such as the Council chambers, video control room & meeting rooms, projectors, security cameras, and door access system.

• Install card access readers in City facilities, as determined by security evaluation

• Integrate new security cameras into central monitoring system

Networks: Design, Maintenance and Connectivity Manage city networking programs including the City’s internal network (wired & Wi-Fi), the BDU Bloomington Digital Underground and gigabit fiber. Manage the City’s network infrastructure including routers, switches, cabling and power.

• Internal network core upgrade: City Hall • Ensure network and internet downtime is minimal: 99.999 % uptime • Support gigabit-class broadband initiative. • Design wired and wireless infrastructure in CTP, Switchyard and City

Facilities • Make strategic infrastructure investments during road and other city projects

Enterprise Telephony (telephones, voicemail, long distance) Support telephone systems used by City staff

• Telephony projects - TBD

Systems, Server & Database Infrastructure Support mission critical IT infrastructure systems and provides systems administration for server, storage and database systems.

• Ensure systems are highly available, redundant and secure: 99.999% uptime for core servers and services.

Enterprise Applications Support & Maintenance Deploy and administer 3rd party open source and proprietary software systems. Manage user account creation, archiving and termination.

• Maintain 4.5 our of 5 service rating on customer service surveys • Digital time keeping to outliers, interface redevelopment. • Support and maintain ERP (Enterprise Resource Planning) Financial

Management, HR/Payroll, Utility Billing system • Select & Deploy Community Development Management System • Upgrade department applications as needed (Several major system

migrations)

Systems Integration, Application Development/Programming Design and deploy software tools to integrate disparate systems to work effectively together. Design, develop and maintains software applications to meet City needs using open source code and open standards.

• Develop new systems to meet the needs of City staff and improve efficiency in City process workflow.

• Effectively partner with peer cities to lever open source tools: increase stars and code forks on Github for City applications.

• Adopt new standards for City applications and data. Update and maintain apps using open standards.

• Conduct internal staff satisfaction survey on City applications. Compare to 2017.

Government meeting coverage (Community Access Television Services) Ensure provision of government meeting coverage and supports community access programming, primarily through funding of CATS.

• Archive and stream on demand all recorded City meetings. • Record, cablecast and stream all required City meetings and events –

including City of Bloomington Common Council, Plan Commission, Board of Public Works, Board of Zoning Appeals, Board of Parks Commissioners, Utilities Service Board, Redevelopment Commission meetings.

2018 Budget Proposal Highlights ITS operations and activities draw from various funds as follows:

• ITS General • Telecom Non Reverting Fund (Telecom Infrastructure & Telecom Services) • Electronic Map Generation Fund (Not used this budget cycle) • Enhanced Access Fund (Not used this budget cycle)

ITS General Fund Category 1 – Personnel Services - Increases by $93,448 (6.11%)

• $1,622,250 for 19 FTE o 2% across the board increase for non-union staff o ITS is proposing the addition of one FTE to our current 18 FTEs in the

department in 2018. We propose adding a Digital Communications Specialist to the department improve the City’s online communications efforts on the web and in social media. This position is a fulltime version of the current part time Digital Communications Specialist position establish in 2017. This position will work closely with the Mayor’s office and staff throughout the City.

Category 2 – Supplies Line 241- Fuel and Oil- Increased by $108 (29.8%) Line 242 – Other Supplies - Increases by $1,500 (9.03%)

• Increase to cover security badges and badge holders Category 3 – Other Services & Charges Line 317 – Mgt. Fee, Consultants and Workshops - Increases by $50,000

• GIS consulting, contingency for project needs. Line 321 – Telephone - Increases by $1,000 (.99%)

• $1,000 increase for Yellow Pages listing for City. This line also includes ITS cell service, City phone system/long distance, and digital timekeeping cell service.

Line 332 – Advertising - Increases by $500 (50%)

• $500 increase for public advertising expenses. Line 362 – Motor Repairs- Increased by $4,026 (317%)

Line 364 – Hardware and Software Maintenance - Increases by $45,475(29.85%)

• $197,775 for maintenance for critical hardware and software systems. • Increase due to shifting copier maintenance from the Telecom fund, increases in

licenses (VMWare, Microsoft Servers) and extended warrantees.

Line 391 – Dues & Subscriptions - Increases by $1,750 (4.04%)

• $45,028 for subscriptions, memberships, software subscriptions, domain registrations.

• New addition of Canva graphic design software

Category 4 – Capital Improvements Line 442 – Purchase of Equipment – Increase of $2,000

• $2,000 for equipment to support proposed new Digital Communications Specialist position.

Line 451 – Other Capital Outlays - Decreases by $75,216

• Decrease due to one-time purchases in 2017 Telecom Infrastructure: Telecommunication Non-Reverting Fund 254000 Infrastructure Account

Line 445 – Equipment - Decreases by $67,000 • $137,000 for capital replacement of computers and servers. ITS maintains

an approximately 4-year replacement cycle for PCs/Laptops/MDTs (mobile data terminals), plus monitors, printers, scanners and stand-alone servers. In 2018 we are shifting public safety capital replacement for BFD and BPD PCs/Laptops and MDTs over to the Public Safety LIT from the Telecom Fund.

Telecom Services: Telecommunication Non-Reverting Fund 256000 Services Account Line 315 – Communications Contract – Increase by $3,720 (15.65%)

• Commodity internet bandwidth, dark fiber leases and connectivity to city facilities, redundant internet service.

Line 364 – Hardware and Software Maintenance – Decreases by $25,000 (55.55%)

• Copier Maintenance moved to general Fund. Line 398 – Community Access TV/Radio - Increases by $4,337 (1%)

• $438,022 for Community Access Television Services (CATS). CATS funding amounts to nearly half of City’s annual Telecom fund revenue. Overall City Telecom Fund revenue decreased in 2016 by 2.78%. (2017 revenue will not be known until after the first quarter of 2018). To help sustain the Telecom Fund, we propose CATS funding to increase at a modest rate of 1% for 2018.

Electronic Map Generation Fund Line 398 – Mgt. Fee, Consultants, and Workshops - Decreases by $1,400 (-100%)

• No expenses from this fund proposed for 2018. ITS General Fund, Telecommunications Non-reverting Fund & Map Generation Fund Budgets

• The ITS Department’s General Fund budget request is $2,078,466. This is an increase of $124,591 or 6.38% from 2017.

• The ITS Department’s Telecommunications Non Reverting Fund budget request is $965,202. This is decrease of $126,943 or 11.62% from 2017.

• The ITS Department’s total 2018 budget request is $3,043,668. This is an decrease of $2,352 or 0.08% from 2017.

Conclusion Thank you for your consideration of our 2018 ITS Department budget request. The demand for our services continues to increase, as do our opportunities to serve our sister City departments and the Bloomington community. We look forward to helping all city staff meet their goals and potential with technology tools and support in 2018.

City of Bloomington

Information & Technology Services Department

Director / CIORick Dietz

Technology Support Manager

Bob WhiteGIS ManagerLaura Haley

Systems & Applications Mgr.

Charles Brandt

Application DeveloperWalid Sibo

Webmaster & User Interface Specialist

Ron Bronson

GIS SpecialistRuss

Goodman

GIS SpecialistMax Stier

Systems Administrator

VACANT

Application Support & Security Specialist

Kevin Bowlen

DBA / Web Apps Devel.Cliff Ingham

Tech. Support Specialist

Justin Goodwin


Linda Gilliand


Cass Dehart


Ashley Davis

Assistant DirectorRick Routon

Tech. Support SpecialistLee Kirk

Systems & Innovation

AnalystAlan Schertz

InternsTechSup Interns,

SPEA Corps, GSOC

Digital Comm. Specialist

PROPOSED

CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 974,889 1,030,547 1,095,524 64,976 6.31%51120 Salaries and Wages - Temporary 8,152 15,000 15,000 0 0.00%51210 FICA 71,357 79,984 84,956 4,972 6.22%51220 PERF 138,434 146,339 155,564 9,226 6.30%51230 Health and Life Insurance 238,914 256,932 271,206 14,274 5.56%

1,431,746 1,528,802 1,622,250 93,448 6.11%

52110 Office Supplies 6,089 11,700 11,700 0 0.00%52240 Fuel and Oil 244 362 470 108 29.83%52420 Other Supplies 12,837 16,600 18,100 1,500 9.04%

19,171 28,662 30,270 1,608 5.61%

53160 Instruction 3,293 9,000 9,000 0 0.00%53170 Mgt. Fee, Consultants, and Workshops 0 0 50,000 50,000 N/A53210 Telephone 0 100,500 101,500 1,000 1.00%53220 Postage 0 300 300 0 0.00%53230 Travel 2,606 10,000 10,000 0 0.00%53310 Printing 75 500 500 0 0.00%53320 Advertising 1,000 1,000 1,500 500 50.00%53620 Motor Repairs 1,491 1,267 5,293 4,026 317.76%53640 Hardware and Software Maintenance 44,425 152,300 197,775 45,475 29.86%53910 Dues and Subscriptions 5,494 43,278 45,028 1,750 4.04%53940 Temporary Contractual Employee 0 2,800 2,800 0 0.00%53950 Landfill 160 250 250 0 0.00%

58,544 321,195 423,946 102,751 31.99%

54420 Purchase of Equipment 0 0 2,000 2,000 N/A54510 Other Capital Outlays 0 75,216 0 (75,216) -100.00%

0 75,216 2,000 (73,216) -97.34%

1,509,461$ 1,953,875$ 2,078,466$ 124,591$ 6.38%

Total: Capital Outlays



Supplies

Total: Supplies



Capital Outlays

Fund: 101 - General Fund (S0101)

ExpendituresDepartment: 28 - ITS

Personnel Services

CITY OF BLOOMINGTON



Amount2017 Adopted


52420 Other Supplies 4,953 9,900 9,900 0 0.00%4,953 9,900 9,900 - 0.00%

53150 Communications Contract 24,462 23,760 27,480 3,720 15.66%53170 Mgt. Fee, Consultants, and Workshops 97,589 60,000 60,000 0 0.00%53210 Telephone 72,273 0 0 0 N/A53640 Hardware and Software Maintenance 120,450 111,000 86,000 (25,000) -22.52%53650 Other Repairs 0 13,000 12,000 (1,000) -7.69%53750 Rentals - Other 19,371 19,800 19,800 0 0.00%53840 Lease Payments 3,633 42,000 0 (42,000) -100.00%53910 Dues and Subscriptions 64,087 0 0 0 N/A53960 Grants 0 5,000 5,000 0 0.00%53980 Community Access TV/Radio 429,391 433,685 438,022 4,337 1.00%

831,257 708,245 648,302 (59,943) -8.46%

54310 Improvements Other Than Building 0 10,000 10,000 0 0.00%54420 Purchase of Equipment 184,474 160,000 160,000 0 0.00%54450 Equipment 120,503 204,000 137,000 (67,000) -32.84%

304,977 374,000 307,000 (67,000) -17.91%

1,141,187$ 1,092,145$ 965,202$ ($126,943) -11.62%

Fund: 401 - Non-Reverting Telecom (S1146)

ExpendituresDepartment: 25 - Telecommunications

Supplies - Supplies


Total: Supplies



Capital Outlays


1



From: Daniel Sherman, Attorney/Administrator, Common Council


This memo accompanies the Council Office Budget for 2018. Why We Exist

Legislative Body of the City The Common Council is the legislative body of the City and is composed of nine members who are elected by the citizens of the City. Three members are at-large representatives who are elected by citizens of the entire City and six members are district representatives who are elected by citizens of six geographic districts. When acting at meetings and with a majority of its membership, the Council “may pass ordinances, orders, resolutions and motions for the government of the City, the control of the City’s property and finances, and the appropriation of money.” I.C. 36-4-6-18 Transparency, Accountability, Efficiency, and Sustainability Working in concert with the Office of the Mayor and City Clerk, the Council strives to conduct its business in a transparent, accountable, and efficient manner and towards achieving a sustainable community. Activity/Service Legislative Duties Activity Description: Preparation for, and participation during, the usual almost-weekly meetings of the Council. 2017 Goals with updates:

• To adopt legislation in an open, informed, and timely manner that is lawful and effectively addresses the needs and the values of the City. Policy Development and Coordination

Office of the Common Council

Activity Description: Appointing persons to serve on the City’s boards and commissions, following the work of those bodies, and researching and preparing initiatives on behalf of the Council. 2017 Goals with updates:

• To help develop and coordinate policies that address community needs effectively while remaining within budgetary constraints. Constituent Services and Community Relations Activity Description: Collaborating with City departments and citizens to address questions about City policies and practices. Meeting with groups to explain and discuss City governance. 2017 Goals with updates:

• To provide open, responsive and accountable municipal government that contributes to a sense of community. Legal Counsel Activity Description: The Council Office includes attorneys who represent the Council on terms the Council, as an organization, considers appropriate and consistent with the obligations that attorneys have to their clients. These duties include understanding and conveying the rights, duties and potential liabilities of the Council; advising the Council on matters of law related to Council business; advocating on behalf of the Council; respecting confidentiality; and, exhibiting loyalty. These obligations also extend to staff who act as an agent of the attorneys. Administration Activity Description: The Council Office submits claims for supplies, equipment, and services; prepares payroll and various personnel documents; and performs other administrative and supervisory functions as is necessary for one of the governing entities of an organization of our size and workload.

2018 Budget Request Highlights

The Council office budget request is $597,817. This is an increase of $ 25,974 or 4.54 % The Council Office budget proposes expenditures in three of four budget categories. Here are the four categories and the changes when compared to the previous budget: Category 1 – Personnel – Increase of $23,936 (+ 4.7%)

• There are changes in compensation and benefits for Council members and staff which are consistent with City-wide policies and past practices and are explained by Human Resources

department • The budget proposes the addition of a Part-Time Research Assistant to better serve the needs

of the Council and the elimination of ~$21,928 in salaries and withholdings previously allocated for Intern hours.

Sub-Total: $ 531,626

Category 2 - Supplies – Increase of $162 (+ 3.9%) • Books – there is slight increase ($162) in this line item to account for an increase in the cost of

keeping the hardcopies of the annotated State statutes and constitution current. Sub-Total: $ 4,273

Category 3 - Other Services and Charges – Increase of $1,876 (+ 3.1 %) • Dues and Subscriptions – there is an increase of $501 for legal staff to participate in municipal

law webinars provided by the International Municipal Lawyers Association; • Temporary Contractual Employee – there is an increase of ~$1,375 to retain the services of

SPEA Corps Fellow for two semesters in 2018; and • Grants – although not proposing a change over last year, it’s worth noting that the grant for the

operation of the Buskirk-Chumley Theater remains in the Council Office budget and at the same amount as last year - $50,000.

Sub-Total: $ 61,918

Category 4 - Capital - $0 (0%) – No change Sub-Total: $ 0

Conclusion Thank you for your consideration of the Council Office’s 2018 budget request! I would be happy to answer any questions.

City of Bloomington

Common Council

Chris Sturbaum

District I

SPEA Service Corps Fellow

Administrator/AttorneyDan Sherman

Andy Ruff

At-Large

Allison Chopra

District III

Dorothy Granger

District II(V.P.)

Susan Sandberg

At-Large(President)

VACANT

At-Large(Parl.)

Isabel Piedmont-

Smith

District V

Steve Volan

District VI

Dave Rollo

District IV

Displayed in seating order (2017)

Deputy Administrator/Deputy Attorney

Stacy Jane Rhoads

RPT Research Assistant

PROPOSED

CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 275,779 286,056 312,306 26,250 9.18%51120 Salaries and Wages - Temporary 17,388 20,370 0 (20,370) -100.00%51210 FICA 20,571 23,442 23,891 449 1.92%51220 PERF 19,767 20,809 24,141 3,332 16.01%51230 Health and Life Insurance 146,004 157,014 171,288 14,274 9.09%

479,508 507,691 531,626 23,936 4.71%

52110 Office Supplies 122 1,250 1,250 0 0.00%52410 Books 2,535 2,861 3,023 162 5.66%

2,656 4,111 4,273 162 3.94%

53160 Instruction 1,209 1,650 1,650 0 0.00%53170 Mgt. Fee, Consultants, and Workshops 0 1,400 1,400 0 0.00%53210 Telephone 0 200 200 0 0.00%53220 Postage 0 120 120 0 0.00%53230 Travel 1,830 2,200 2,200 0 0.00%53310 Printing 229 0 0 0 N/A53320 Advertising 164 0 0 0 N/A53630 Machinery and Equipment Repairs 167 250 250 0 0.00%53910 Dues and Subscriptions 295 4,222 4,723 501 11.87%53940 Temporary Contractual Employee 0 0 1,375 1,375 N/A53960 Grants 50,000 50,000 50,000 0 0.00%

53,895 60,042 61,918 1,876 3.12%

536,060$ 571,844$ 597,817$ 25,974$ 4.54%Expenditures Grand Totals:





Department: 05 - Common Council Personnel Services

1



From: Clerk Nicole Bolden


This memo accompanies the proposed 2018 budget for the Office of the City Clerk. Why We Exist The Office of the City Clerk is defined both in statute and in practice. It sits outside the City Administration and beside that of the Common Council, both literally and statutorily. Duties are statutory in nature, those granted to the Clerk by virtue of the office – serving as the official record keeper for the council, officiating at marriages, attesting to signatures, administering oaths, certifying documents, signing official deeds and documents, preparing and arranging for public notices to be published, and serving as a satellite Voter Registration Office. We also update and maintain the Bloomington Municipal Code, coordinate recruitment for city boards and commissions, and preserve the records of the council. Our office has been charged by judicial order to hear and adjudicate parking ticket appeals for the City of Bloomington. In addition, we collaborate with many entities within and outside the city to provide opportunities to introduce and discuss local government, encourage civic engagement, and give citizens the opportunity to actually participate in some area of civic life. 2017 Budget Goals Update 2017 Goals • Restructure Council records to make them more accessible

Reorganize the Council library Introduced Library of Congress Subject Headings to keep our

searching vocabulary uniform and transferable to other systems Created a cataloging system original to our library

Update Resolution, Ordinance, and Minutes process and storage Produced memos and/or minutes for every Council meeting in 2017 to

date

Office of the City Clerk

Consolidated all records into the fire proof cabinets for long term storage, providing space and storage for books for up to 20 years

• Enhance the parking ticket appeals process Install a computer in office for appeals to reduce paper

Accelerate the appeal response time Achieved appeal resolutions in less than a week in most cases Improved responsiveness to citizen concerns regarding parking

• Focus on training and education for staff Enroll Clerk and Deputy in professional organizations Attend training and educational forums

2018 Activity Descriptions and Goals • Council Meetings

o With adequate funding, the Clerk’s office will be able to provide staff for additional Council committees and meetings

o Produce memos and/or minutes for all of those meetings for approval or review at the next available meeting

• Increase availability of all Council records o Transfer digital copies of legislation and minutes from previous website

onto the new city website o Expand online availability of all records to maximize accessibility o Post meeting memos within 24 hours

• Showcase city history through a bicentennial essay contest and help support other bicentennial celebration efforts

• Continue collaboration with other city departments in digitization, cataloguing, and archiving records

2018 Budget Proposal Highlights Category 1 – Personnel request is an increase of $10,323 or 4.7%. As you are aware, the City is requesting a 2% salary increase for non-union staff. This includes the Clerk salary. We have two other changes worth noting in our personnel budget. 1. Chief Deputy Position – This title and salary change is being made to better reflect the structure of the Clerk’s office. The 2018 budget request reflects the full cost of the annual salary and benefits related to this position. 2. Redefining Deputy Position – This position has been restructured to include the duties of the Hearing Officer, former Records Archivist, and some duties of the Deputy Clerk. Having a second deputy will allow for greater flexibility within the Clerk’s office, and will ensure that all statutory duties are fulfilled. The 2018 budget request reflects the full cost of the annual salary and benefits related to this position. Category 2 – Supplies request is a decrease of $4,100, or -42%.

Line 242 – Other Supplies – Decrease of $4,100 Last year, the Clerk’s office budgeted for the purchase of a new fire safe for Council records and used some of the reversion funds for the purchase of an additional safe and books. This enabled the office to significantly decrease the amount of money requested for supplies in 2018. Category 3 – Other Services request is an increase of $22,465, or 144%. There are two changes worth noting in this category. Line 316 – Instruction Increases by $450 (37%) This is part of the City’s ongoing focus on staff training and development.

Line 331 – Printing increases by $20,000 (2,000%) This was a parallel shift in funds from the Public Works Department to the Office of the City Clerk for updating and printing the Bloomington Municipal Code. Line 391 – Dues & Subscriptions increases by $515 (106%) Line 399 – Other Services & Charges increases by $1,500 (1,500%) This is for the bicentennial essay contest. Conclusion The Clerk’s office continually looks for ways to increase our efficiency for the Council and the public. We are looking forward to continuing to be a part of our active and vibrant community. Thank you for your consideration of the Clerk department budget request! I would be happy to answer any questions.

City of Bloomington

Office of the City Clerk

City ClerkNicole Bolden

Deputy ClerkBethany Wages

Chief Deputy Clerk

Stephen Lucas

Interns (2)

CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 116,349 133,019 141,493 8,474 6.37%51120 Salaries and Wages - Temporary 9,849 12,001 12,000 (1) -0.01%51210 FICA 8,635 11,095 11,742 647 5.84%51220 PERF 16,482 18,889 20,092 1,203 6.37%51230 Health and Life Insurance 39,819 42,822 42,822 0 0.00%

191,133 217,826 228,149 10,323 4.74%

52110 Office Supplies 806 1,405 1,405 0 0.00%52410 Books 876 1,200 1,200 0 0.00%52420 Other Supplies 1,045 7,100 3,000 (4,100) -57.75%

2,727 9,705 5,605 (4,100) -42.25%

53120 Special Legal Services 0 5,000 5,000 0 0.00%53160 Instruction 325 1,230 1,680 450 36.59%53170 Mgt. Fee, Consultants, and Workshops 488 1,500 1,500 0 0.00%53210 Telephone 0 45 45 0 0.00%53220 Postage 0 25 25 0 0.00%53230 Travel 344 2,200 2,200 0 0.00%53310 Printing 477 1,000 21,000 20,000 2000.00%53320 Advertising 769 4,000 4,000 0 0.00%53910 Dues and Subscriptions 1,996 485 1,000 515 106.19%53990 Other Services and Charges 0 100 1,600 1,500 1500.00%

4,399 15,585 38,050 22,465 144.15%






Department: 03 - City Clerk Personnel Services

1



From: Jeffrey Underwood CPA, Controller


This memo accompanies the proposed 2018 budget for the Office of the Controller. Why We Exist The Indiana State Legislature in IC 36-4-9-6 established the position of Controller and their related duties. The Controller serves as the City’s Chief Financial Officer and the office is responsible for processing and accounting for all fiscal transaction of the City and its various funds. In addition, the office is responsible for developing, processing, and submitting the Annual Budget. Other programs managed and overseen by the office include, Payroll, Police & Fire Pensions, Grants, Federal, State, & Local reporting, Accounts Receivable, Accounts Payable, Internal Controls & Segregation of Duties, and Internal Audit. 2017 Budget Goal Update Activity: Accounts Payable/Receivable Goals: Process all deposits received within next business day. Process all claims within 30 days and in accordance with Governmental Standards

and Accounting Board Standards. Increase participation in EFT payment process in order to eliminate processing

paper checks.

Highlight: 1st 6 months of 2016 vs 2017 decreased checks compared to total payments from 35% to 28%

Activity: Payroll Goals: Process all personnel requests/updates accurately into the City’s payroll system. Process all payroll runs within the period required.

Office of the Controller

Process all payroll reports accurately and within the period required Increase Direct Deposit of all payroll to 100%

Highlight: We now only issue a check for special payments or payroll corrections

Activity: Cash Management Goals: Create efficient and effective interactive cash management systems Maximize the City’s return on investment Comply with all State and Federal banking/investing regulations Develop a risk-based assessment of the proper level of reserves for each of the

City’s funds.

Highlight: Simplified banking account structure and implemented one for one accounting for deposit items.

Activity: Budgeting Goals: Develop revenue and expenditure estimates for use in creation of the annual budget. Process and submit the annual budget request within the period mandated by the

State for approval by the Mayor, Common Council and Department of Local Government Finance

Highlight: Implemented activity based budgeting for all departments.

Activity: Research & Special Projects Goals: Develop and provide advice, guidance and reports as needed to meet the

requirements of each project.

Noteworthy projects: Sanitation, Salary Study, Trades District, Switchyard Park, Capital Replacement Plan, Tax Abatements, Long Term Strategic Plan

Activity: Financial Reporting Goals: Develop, complete and submit all reports and forms required by Federal and State

authorities within the time period required. Investigate the ability to file and receive the GFOA’s Certificate for Financial

Reporting Highlight: Implemented the Transparency Module on the City website

Activity: Capital Finance & Accounting Goals: Incorporate GASB standards for capital asset accounting.

Develop a formal debt policy for the City of Bloomington.

Highlight: Issued 4 new bond series and 2 refunding series

Activity: Procurement Goals: Develop and implement a comprehensive program that will assure compliance with

State and Federal rules and regulations. Implement the appropriate levels of controls and segregation of duties to minimize

the risk of theft or fraudulent use of city resources. Maximize the City’s purchasing power by combining like purchases in order to

achieve the lowest and best pricing for goods and services o Develop a local purchasing cooperative with other local governmental and

educational institutions. Activity: Internal Audit Goals: Develop and implement a comprehensive program that will assure, within reason,

compliance with State and Federal rules and regulations. Implement the appropriate levels of controls and segregation of duties to minimize

the risk of theft or fraudulent use of city resources. Develop an internal audit program to review selected transactions for compliance

with City, State, and Federal requirements Develop a program to review and establish proper controls and segregation of duties

for users of City software programs. o Develop a program for the integration of all subsidiary software systems with the

City’s enterprise financial program.

Highlight: Developed and gained Council acceptance of an Internal Controls and Materiality Policies. Successfully implemented and trained all appropriate City staff on the policy. Note: Software integration moved to 2018

Activity: Other Projects Goals: Develop and implement a citywide document management program. Develop and propose an Annexation plan

Highlight: Document Management – Progressed made it 17 implementation likely moved to 18

2018 Activity Descriptions and Goals Activity: Accounts Payable/Receivable Goals: • Increase participation in EFT payment process in order to eliminate processing

paper checks.

Activity: Payroll Goals: • Process all personnel requests/updates accurately into the City’s payroll system. • Process all payroll runs within the period required. • Process all payroll reports accurately and within the period required

Activity: Cash Management Goals: • Maximize the City’s return on investment • Comply with all State and Federal banking/investing regulations • Develop a risk-based assessment of the proper level of reserves for each of the

City’s funds.

Activity: Budgeting Goals: • Develop revenue and expenditure estimates for use in creation of the annual budget. • Process and submit the annual budget request within the period mandated by the

State for approval by the Mayor, Common Council and Department of Local Government Finance

• Develop next phase of Activity Based Budgeting to identify expenditures and revenues (if applicable) to departmental activities.

Activity: Research & Special Projects Goals: • Develop and provide advice, guidance and reports as needed to meet the

requirements of each project. • Implement, as possible, the recommendations of the Fiscal Task Force

Activity: Financial Reporting Goals: • Investigate the ability to file and receive the GFOA’s Certificate for Financial

Reporting

Activity: Capital Finance & Accounting

Goals: • Incorporate GASB standards for capital asset accounting. • Implementat formal debt policy for the City of Bloomington.

Activity: Procurement Goals: • Maximize the City’s purchasing power by combining like purchases in order to

achieve the lowest and best pricing for goods and services • Develop a local purchasing cooperative with other local governmental and

educational institutions.

Activity: Internal Audit Goals: • Review appropriate levels of controls and segregation of duties to minimize the risk

of theft or fraudulent use of city resources. • Develop an internal audit program to review selected transactions for compliance

with City, State, and Federal requirements • Review and establish proper controls and segregation of duties for users of City

software programs. • Develop a program for the integration of all subsidiary software systems with the

City’s enterprise financial program.

Activity: Strategic Plan Goals:

• Assist with development, adoption and implementation of a Food & Beverage tax • Assist with identifying and addressing fiscal impacts from construction of new IU

health campusContinue to monitor report and make recommendations for uses of the Public Safety Local Income Tax

• Identify and implement possible solutions for Parking Meters, Parking Structures and surface lots • Implement and monitor Energy Savings program • Assist departments with fiscal impacts and needs for their strategic programs • Assist with activation of string of pearls projects • Participate in Customer Satisfaction survey with Legal, HR & ITS • Participate in Union Contract negotiation’s – AFSCME & Police

2018 Budget Proposal Highlights Category 1 – Personnel request is $996,441, an increase of $43,992 or 4.6%. As you are aware, the city is requesting a 2% salary increase for non-union staff. Category 2 – Supplies request is $7,850, a decrease of $1,400 or (-15.1%).

Category 3 – Other Services & Charges request is $510,135, an increase of $100,250 or 24.5%. Line 383 – Bank Charges – Increase of $6,000 due to increased use of credit/debit cards by the public. Line 391 – Dues & Subscriptions – Increase of $18,750 due to moving dues for AIM

(formerly IACT) from Westside fund. Line 399 – Other Services and Charges – Increase of $75,000. Increase of $200,000 for Bicentennial, decrease of $100,000 for Annexation, decrease of $25,000 for Internal Controls review. The Office of the Controller general fund budget request is $1,514,426. This is an increase of $142,841 or 10.4%. Conclusion Thank you for your consideration of our department’s budget request! I would be happy to answer any questions.

City of Bloomington

Department of the Controller

ControllerJeff Underwood

Senior Accounts Payable/Revenue

ClerkDenise Dean

Accounts Payable/Revenue Clerks

Julie BakerRenee LangleyAmy Silkworth

Revenue Clerks/Customer Service

Lori BeasleyBeth Reynolds

Accounting & Procurement

ManagerTami Mitchner

Payroll Systems Manager

Kelly McGlothlin

Deputy ControllerJeff McMillian

Director of Auditing and

Financial SystemsVACANT

Purchasing Manager

Julie Martindale

CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 609,386 633,085 645,746 12,661 2.00%51120 Salaries and Wages - Temporary 7,193 9,300 32,656 23,356 251.13%51210 FICA 43,204 49,142 51,898 2,755 5.61%51220 PERF 86,533 89,634 91,427 1,793 2.00%51230 Health and Life Insurance 172,549 171,288 174,714 3,426 2.00%

918,864 952,450 996,441 43,991 4.62%

52110 Office Supplies 474 600 600 0 0.00%52420 Other Supplies 3,778 8,650 7,250 (1,400) -16.18%

4,252 9,250 7,850 (1,400) -15.14%

53160 Instruction 1,025 4,500 4,500 0 0.00%53210 Telephone 0 100 100 0 0.00%53220 Postage 34,878 35,250 35,250 0 0.00%53230 Travel 482 2,000 2,000 0 0.00%53320 Advertising 2,130 1,750 2,250 500 28.57%53630 Machinery and Equipment Repairs 0 650 650 0 0.00%53640 Hardware and Software Maintenance 690 975 975 0 0.00%53730 Machinery and Equipment Rental 2,568 2,100 2,100 0 0.00%53830 Bank Charges 12,402 10,000 16,000 6,000 60.00%53910 Dues and Subscriptions 1,699 1,000 19,750 18,750 1875.00%53940 Temporary Contractual Employee 0 1,560 1,560 0 0.00%53960 Grants 6,714 0 0 0 N/A53990 Other Services and Charges 3,929 350,000 425,000 75,000 21.43%

66,517 409,885 510,135 100,250 24.46%

54430 Furniture and Fixtures 1,953 0 0 0 N/A54440 Motor Equipment 841,628 0 0 0 N/A54450 Equipment 3,037 0 0 0 N/A

846,618 0 0 0 0.00%

1,836,251$ 1,371,585$ 1,514,426$ 142,841$ 10.41%


Department: 06 - Controller's Office Personnel Services





Total: Other Services and ChargesCapital Outlays

CITY OF BLOOMINGTON



Amount2017 Adopted


53120 Special Legal Services 0 3,000 3,000 0 0.00%53170 Mgt. Fee, Consultants, and Workshops 185,296 0 0 0 N/A53910 Dues and Subscriptions 16,818 17,000 6,750 (10,250) -60.29%53990 Other Services and Charges 11,829 276,000 0 (276,000) -100.00%

213,943 296,000 9,750 (286,250) -96.71%

213,943$ 296,000$ 9,750$ (286,250)$ -96.71%



Fund: 405 - Non-Reverting Improve I (S0113)Expenditures

Department: 06 - Controller's OfficeOther Services and Charges

CITY OF BLOOMINGTON



Amount2017 Adopted


53830 Bank Charges 1,475 2,065 2,000 (65) -3.15%53840 Lease Payments 630,500 629,500 627,500 (2,000) -0.32%

631,975 631,565 629,500 (2,065) -0.33%

631,975$ 631,565$ 629,500$ (2,065)$ -0.33%



Fund: 508 - BMFC - Showers Bond #4 (S0184)Expenditures


CITY OF BLOOMINGTON



Amount2017 Adopted


53810 Principal 235,000 245,000 250,000 5,000 2.04%53820 Interest 32,411 24,245 15,083 (9,162) -37.79%53830 Bank Charges 750 2,049 2,000 (49) -2.39%

268,161 271,294 267,083 (4,211) -1.55%

268,161$ 271,294$ 267,083$ (4,211)$ -1.55%



Fund: 512 - Golf Course Bond (02/19) (S1381)Expenditures


CITY OF BLOOMINGTON



Amount2017 Adopted


53810 Principal 0 325,000 390,000 65,000 20.00%53820 Interest 0 806,534 358,626 (447,908) -55.53%53830 Bank Charges 0 2,000 4,000 2,000 100.00%

0 1,133,534 752,626 (380,908) -33.60%

-$ 1,133,534$ 752,626$ (380,908)$ -33.60%



Fund: 519 - 2016 GO Bonds Bond #2 (S0182)Expenditures

Department: 06 - Controller's Office Other Services and Charges

CITY OF BLOOMINGTON



Amount2017 Adopted


53810 Principal 0 215,000 255,000 40,000 18.60%53820 Interest 0 358,362 218,944 (139,418) -38.90%53830 Bank Charges 0 2,000 2,500 500 25.00%

0 575,362 476,444 (98,918) -17.19%

-$ 575,362$ 476,444$ (98,918)$ -17.19%



Fund: 520 - 2016 Parks GO Bond #3 (S0183)Expenditures


CITY OF BLOOMINGTON



Amount2017 Adopted


53840 Lease Payments 18,428 0 0 0 N/A18,428 0 0 0 0.00%

54410 Lease Purchase 0 202,500 202,500 0 054440 Motor Equipment 86,930 0 0 0 N/A

86,930 202,500 202,500 0 0.00%

105,358$ 202,500$ 202,500$ -$ 0.00%




Fund: 610 - Vehicle Replacement Fund (S0104)Expenditures


1



From: Mick Renneisen, Deputy Mayor


This memo accompanies the proposed 2018 budget for the Office of the Mayor. Why We Exist The Office of the Mayor provides leadership, management and strategic direction to the City of Bloomington organization. This is accomplished through public engagement, in cooperation with the City Council, to determine and implement priorities of the residents of our community. Major initiatives of the Office of the Mayor include: 1. Support and Maintain Public Safety, Civility and Justice – Providing fire

service and law enforcement and collaborating with agencies to promote justice and civility.

2. Affordable Housing - Crafting an affordable housing strategy as part of the Comprehensive Master Planning process including updates to the Unified Development Ordinance.

3. Facilitating Economic Development through Community Wide Broadband Coverage- Analyzing and identifying a partner to deploy community wide gigabit broadband internet to encourage business attraction and provide residents with affordable high-speed internet.

4. Transparency/Community Engagement - Communicating with and engaging the public about how City government is performing and increasing use and access to data from City departments.

5. Asset Management and Investment – Invest in the repair and replacement of existing City owned assets by providing necessary funding to all City departments responsible for City owned assets. Invest in new City assets that respond to needs of the community.

6. Innovation – Invest in staff and create a culture of innovation that encourages piloting new ideas that will improve the delivery of services to the community while becoming more efficient to maximize City taxpayer dollars.

Office of the Mayor

Activity/Service Policy and Administration Activity Description: Develop and establish City policies and practices. Direct and supervise policy implementation in concert with the City Council. 2017 Goals with updates:

• Provide open, transparent access about the delivery of City services to residents, businesses and all those who utilize City services. Conducted bi-weekly meetings with department heads to manage progress

on City initiatives and to provide efficient delivery of City services. Conducted annual budget and strategic planning retreats to set goals and

develop the City’s annual budget. Conducted a community-wide City survey of residents to obtain benchmark

data of resident’s satisfaction with City services. Added B-Clear feature to City website. Meet weekly with City Council to coordinate legislative calendar.

• Establish a city-wide high-speed broadband network to enhance economic development for the community. Conducted multiple discussions with entities interested in providing a

ubiquitous, affordable broadband network for the community. Negotiations continue with interested entities.

• Invest in the repair and replacement of existing City owned assets by providing necessary funding to all City departments responsible for City owned assets. Invest in new City assets that respond to needs of the community.

• Develop the Trades District. Infrastructure design 90% completed. Bid documents for infrastructure phase to be completed by early fall

2017. Announced corporate headquarters anchor as first project.

• Construct Switchyard Park to enhance Bloomington as an attractive place to live, work and play.

Park design 90% completed. Bid documents for park to be completed by

• Replace infrastructure in the police, fire, public works, planning and transportation, parks and utilities departments.

Investments in infrastructure including vehicles and equipment have either been completed or are in various stages of purchase or completion by the affected departments.

• Update the Comprehensive Master Plan to reflect community input regarding the built environment, sustainable development and to accomplish balance in the type and affordability of housing product in Bloomington.

Plan Commission approved Comprehensive Master Plan in June. Plan goes before Council for review in August. Created Affordable Housing Fund.

Negotiated a $1 million contribution to the fund. • Determine if areas outside the corporate boundaries should be annexed by

assessing a cost/benefit analysis of service delivery to those areas. Cost/benefit analysis completed and areas identified for potential

annexation. Annexation halted by State Legislature action.

• Create a culture of efficiency and creativity by establishing a Director of Innovation position to lead efforts that improve operations in all City departments.

Position created and staff hired. Innovation efforts underway.

• Support and maintain public safety, civility and justice by providing fire service and law enforcement and collaborating with agencies to promote justice and civility.

Downtown Safety, Civility and Justice Task Force created. Report of Task Force completed in June. Recommendations evaluated with implementation of some initiatives

underway. Communications Activity Description: Serves as the voice of the City of Bloomington government, transmitting information about City programs, policies, events, initiatives and services to Bloomington residents and visitors. 2017 Goals with Updates:

• Inform taxpayers how tax dollars are being spent by government functions. • Quarterly press conferences with additional press conferences as

circumstances dictate. Hosted 7 press conferences (as of 6/30/17)

• Engage a wide range of audiences about City services. • 50 news releases annually Wrote/released 180 press releases

• Facilitate greater involvement between residents and their local government. • 6 appearances of Mayor at the Market Mayor made 3 appearances at the Market as of June 30

• 50 Town Hall meetings Facilitated 27 department head appearances including Mayor at the

Market Facilitated Town Hall meetings during annexation discussions Daily social media updates in response to critical issues

• Provide strategic communications direction and support. Lead team through major communications efforts: annexation, lead

contamination issue, sanitation modernization, downtown safety, civility and justice, city survey

• Identify and implement collaborative opportunities among City departments and between departments and community organizations.

• Expand and improve communication tools utilized to reach all audiences. • Strategize, develop and execute Web site content. Coordinated with ITS successfully populating and launching new COB

web site Coordinated with new director of innovation on initiating use of Facebook

Live for mayoral press conferences • Increase community relations opportunities and partnerships. • Create a welcoming City Hall experience for residents and visitors to visit, enjoy art

exhibits and attend events. Coordinated with Public Works Department to let bids for City Hall atrium

wall repairs and other clean up/maintenance issues • Foster positive communications and relationships with key stakeholders at Indiana

University. Attended meetings with IU Health public relations team, Indiana

University media team(s), Dean of Students Lori Reasor, frequent contact with Greater Bloomington Chamber of Commerce.

Innovation Activity Description: Serve as a catalyst for innovation and experimentation in City Hall, developing new processes, spurring creativity, and improving services for Bloomington residents and visitors. 2017 Updates

Hosted the city’s first Civic Code Challenge at the 2017 Combine which resulted in the creation of a simple app to purchase bus tickets using your phone.

Formed an internal innovation team comprised of city staff. Worked with ITS and CBU staff to develop the “Business Quick Start” portal,

condensing 6 departments worth of different directions into a single web page. Worked with ESD, BHA, and other departments to develop a pilot pocket

neighborhood aimed at increasing affordable housing. Supported Arts Director Sean Starowitz in the creation of the POP! Toolkit, a

collection of tactical urbanism projects that activate alleys and other public spaces. Assisted public safety officials by testing the use of commercial off the shelf drone in

an operational capacity. Worked with CFRD, BPD, and the Communications Department to create the

Safety, Civility, and Justice website. Worked in collaboration with BFD to create a “Smoke Signals” heat map of the city

to help BFD improve outreach around the installation of fire detectors. Conducted the Rain Forest Scorecard Short Test with City hall Department Heads Trained 6 departments on the use of Canva a cloud-based graphic design tool.

2018 Goals and Activity Descriptions: Activity Description: Provide strategic leadership to the City of Bloomington government. Responsible for City programs, policies, initiatives and services. Transparently engage with and respond to residents, businesses and community partners to efficiently provide services to the community.

• Assemble and lead a team of department heads to provide efficient delivery of City services. Conduct bi-weekly meetings with department heads to manage progress on

City initiatives and to provide efficient delivery of City services. Conduct annual budget and strategic planning retreats to set goals and

develop the City’s annual budget. • Provide open, transparent access about the delivery of City services to residents,

businesses and all those who utilize City services. Enhance engagement and responsiveness with the community by

establishing a Director of Community Engagement position to lead efforts that improve transparency and address residents’ ideas, questions and issues with City departments.

• Establish a city-wide high-speed broadband network to enhance economic development for the community.

• Invest in the repair and replacement of existing City owned assets by providing necessary funding to all City departments responsible for City owned assets. Invest in new City assets that respond to needs of the community. Complete construction of infrastructure in the Trades District. Initiate construction of Switchyard Park to enhance Bloomington as an

attractive place to live, work and play. Continue to replace and repair infrastructure in the police, fire, public works,

planning and transportation, parks and utilities departments. • Update the Unified Development Ordinances to reflect community input regarding

the built environment, sustainable development and to accomplish balance in the type and affordability of housing product in Bloomington.

• Based on outcome of annexation lawsuit, consider next steps in proposed annexation process.

• Support and maintain public safety, civility and justice by providing fire service and law enforcement and collaborating with agencies to promote justice and civility. Monitor and evaluate recommendations of the Downtown Safety, Civility and

Justice Task Force. Communications Activity Description: Serves as the voice of the City of Bloomington government, transmitting information about City programs, policies, events, initiatives and services to Bloomington residents and visitors. Goals:

• Inform taxpayers how tax dollars are being spent by government functions.

o Quarterly press conferences with additional press conferences as circumstances dictate.

• Engage a wide range of audiences about City services. o 50 news releases annually

• Facilitate greater involvement between residents and their local government. o 6 appearances of Mayor at the Market o 50 Department head appearances

• Daily social media updates in response to critical issues • Sponsor appropriate (#) community activities or events utilizing OOTM

sponsor budget. • Provide strategic communications direction and support.

• Identify and implement collaborative opportunities among City departments and between departments and community organizations.

o Expand and improve communication tools utilized to reach all audiences. • Strategize, develop and execute Web site content.

o Increase community relations opportunities and partnerships. • Create a welcoming City Hall experience for residents and visitors to visit, enjoy art

exhibits and attend events. • Foster positive communications and relationships with key stakeholders at Indiana

University, IU Health and other major organizations as needed. Innovation Activity Description: Serve as a catalyst for innovation and experimentation in City Hall, developing new processes, spurring creativity, and improving services for Bloomington residents and visitors. Goals

• Develop a city-wide approach to data driven policy analysis and implementation o Inventory current departmental approach to data o Assess possible data visualization and management tools similar to Socrata and

Tableau. o Lead trainings on data software and data driven decision making. o Develop a regular, city-hall wide cadence for creating public data sets.

• Begin process of fully automating meeting transcriptions o Implement IBM Watson Transcription pilot aimed at reducing employee

transcription time by %50. o Develop browser based interface with storage capability to allow the creation of

a searchable meeting database. • Develop Drone Program

o Conduct operational tests to assess viability of using commercial off the shelf drones in public safety, public works, and park operations.

o Develop guidelines to purchase drones. o Use drones to expand operational capability and where possible use them to

decrease risk for city employees in dangerous activities (such as inspecting things off the ground or conducting searches for missing people).

• Increase affordable housing with the development of a pocket neighborhood plan. o Develop pocket neighborhood toolkit, with examples of unit lay out and planning

documents. o Work with community partners to create a pilot neighborhood designed to help

folks in need of housing. o Build 10 units in 2018.

• Increase productivity through increased utilization of web-based collaborative software. o Continue to train departments on the use of software like Canva. o Improve interdepartmental communication and collaboration through the use of

cloud based software. o Eliminate any situation where someone would need to physically acquire a

document, form, or flyer from City Hall.

2018 Budget Request Highlights The Office of the Mayor’s general fund budget request is $889,252. This is an increase of $89,493 or 11%. Category 1 – Personnel request is $501,694. This is an increase of $74,628 or 17%. As you are aware, the city is requesting a 2% salary increase for non-union staff. We have two other changes worth noting in our personnel budget. 1. Director of Community Engagement Position: This position was one of the top 5 prioritized recommendations by the Mayor’s Innovation Task Force in 2016. This position would oversee implementation and evaluation of the City’s community engagement activities, which include public programs, community meetings and public gatherings, and outreach to various business, government, social service and other sectors of the community. The Director would identify and implement opportunities for involvement between the City and other constituencies by enlisting the input and involvement of colleagues and community leaders. This position would collaborate with all City departments to find more efficient and effective ways to engage with the community about City service delivery and issues. Some elements of a City ombudsman position, another top 5 priority from the Mayor’s Innovation Task Force, will also be included in this position’s job responsibilities. 2. Salary Adjustment for OOTM Staff: The OOTM Executive Assistant position was evaluated and the pay grade adjusted by the City’s Job Evaluation committee. As a result of that review, a recommendation to increase the Executive Assistant’s compensation from $43,860 to $47,287 is reflected in the OOTM category 1 request.

Collectively, the new requested position and commensurate salary grade change above including the 2% salary increases ($9,468) and PERF ($10,597), FICA ($5,709) and Health Insurance expenses ($14,274), account for the increase in our request. Category 2 – Supplies request is $6,255. This is an increase of $3,455 or 123%. Line 211 – Office Supplies increases by $715 to reflect actual expenses. Line 224 – Fuel and Oil increases by $250 to reflect the vehicle assigned to the mayor’s office. This vehicle was previously listed in another department. Line 242 – Other Supplies increases by $2,490 for a camera and related supplies for use by the innovation director and communications director.

Category 3 – Other Services & Charges request is $158,847. This is a decrease of -$19,169 or -11%. Significant changes are listed below. Line 311 – Engineering/Architectural – Decreases by - $100,000. This was the location of the innovation fund in the 2017 budget. It’s been decreased to a $50,000 request in the 2018 budget and is in line 399, Other Services and Charges, to better reflect how it is being spent in 2017. Line 317 – Consultants and Workshops – Increases by $22,000. The City Survey consultant fee, to be completed again in 2019, will be initiated in 2018 with half of the cost in the 2018 budget ($19,000) and the other half in the 2019 budget. In addition, a placeholder of $3,000 for department head workshops is included in this line. Line 323 – Travel – Increases by $3,000 or 25%. This request combines with the request for instruction funding, $5,000, in line 316 to pay for the expenses related to attending professional development opportunities for OOTM staff. The increase is related to the proposed new Community Engagement position request. To date in 2017, the Mayor attended a Smart Cities Conference; two US Mayor’s Conferences and the Harvard School for New Mayors (no expense to the City) and Mayor’s Institute of City Design (no expense to the City). The Deputy Mayor attended an Innovation Conference and the Communications Director attended an IACT Conference on communications. Line 391 – Dues/Subscriptions – Increases by $7,989 or 646% The increase is for the cost of the US Conference of Mayor’s dues, $5,500 and the Mayor’s Innovation project national program dues, $2,000 and slight increases in newspaper and magazine publication dues. Line 394 – Temporary Contractual Employees – Decreases by - $2,700 or - 64%. The increase accounts for the costs associated with one SPEA fellow instead of the three previously in the budget.

Line 399 – Other Services and Charges increases by $50,475 or 2,884%. The request for $50,000 for the Innovation kick start fund was decreased by $50,000 from the 2017 request and moved to this line to more accurately reflect how it will be spent. The Innovation Director may not spend all of the $100,000 allocated in 2017. The Office of the Mayor may make a request to use any reversions in this line for 2018 innovation efforts along with the reduced request. Category 4 – Capital Outlays - $0

Conclusion The 2018 Office of the Mayor’s Budget request reflects increases that align with the Mayor’s stated goals of supporting and maintaining public safety, civility and justice, transparency, innovation, economic development and public engagement. Thank you for your consideration of the Office of the Mayor’s 2018 budget request!

City of Bloomington

Office of the Mayor

MayorJohn Hamilton

Communications Director

Mary Catherine Carmichael

Interns

Deputy MayorMick Renneisen

Executive Assistant

Elizabeth Walter

Front Desk/Customer Service

RepresentativeDiane Daily

Innovation Director

Tom Miller

TPT Communications

SpecialistSara Sheikh

Director of Community EngagementPROPOSED

CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 329,529 427,066 501,694 74,628 17.47%51120 Salaries and Wages - Temporary 14,907 12,001 12,000 (1) -0.01%51210 FICA 25,727 33,589 39,298 5,709 17.00%51220 PERF 46,793 60,644 71,241 10,597 17.47%51230 Health and Life Insurance 53,092 85,644 99,918 14,274 16.67%

470,048 618,944 724,150 105,207 17.00%

52110 Office Supplies 1,283 750 1,465 715 95.33%52240 Fuel and Oil 0 0 250 250 N/A52420 Other Supplies 1,688 2,050 4,540 2,490 121.46%

2,972 2,800 6,255 3,455 123.39%

53110 Engineering and Architectural 0 100,000 0 (100,000) -100.00%53160 Instruction 0 5,000 5,000 0 0.00%53170 Mgt. Fee, Consultants, and Workshops 0 0 22,000 22,000 N/A53210 Telephone 0 130 130 0 0.00%53220 Postage 0 200 200 0 0.00%53230 Travel 0 12,000 15,000 3,000 25.00%53310 Printing 1,470 1,000 1,000 0 0.00%53320 Advertising 434 2,500 2,325 (175) -7.00%53620 Motor Repairs 0 0 242 242 N/A53910 Dues and Subscriptions 911 1,236 9,225 7,989 646.36%53940 Temporary Contractual Employee 1,516 4,200 1,500 (2,700) -64.29%53960 Grants 0 50,000 50,000 0 0.00%53990 Other Services and Charges 2,092 1,750 52,225 50,475 2884.29%

6,423 178,016 158,847 (19,169) -10.77%



Department: 11 - Mayor's Office Personnel Services




Tuesday August 15,

2017

1



From: Chief Mike Diekhoff


This memo accompanies the proposed 2018 budget for the Bloomington Police Department. Why We Exist The mission of the Bloomington Police Department is to safeguard life and property while respecting diversity, encouraging civility, solving problems, and maintaining a high standard of individual integrity and professionalism. The Police Department’s general fund budget request is $12,222,169. This is an increase of $536,555 or 4.29% 2017 Budget Goal Update Increase the Community’s Sense of Safety One’s safety is a basic right and responsibility of local government. By partnering with the community in this shared responsibility, we can build relationships and trust.

Conduct surveys on community engagement opportunities where the public can learn about the police.

Community education to increase crime prevention efforts. Increase monthly contacts. Neighborhood resource officers have

been assigned to neighborhoods to increase communication and participation in programs. Social media outreach up 60% to broaden prevention efforts and

increase communication. Conducted 3 monthly neighborhood community surveys to solicit

information on concerns and areas of focus. Conducted City survey to measure sense of safety and establish a

baseline. Community engagement opportunities up 9%.

Police Department

Accreditation Enhance law enforcement as a profession and to improve law enforcement service delivery by participating in self-assessment and having outside reviewers evaluate our compliance with national standards.

Develop and implement standards on modern policing based upon current thinking and experience of law enforcement practitioners and researchers.

Develop a comprehensive, well thought out, uniform set of written directives, to strengthen accountability, both within the agency and the community, through standards that define authority, performance and responsibilities.

Obtain accreditation by 2019. Currently on track to achieve accreditation in the summer of 2018. Conduct self-assessment in 2017 to track progress on standard

completion. Mock assessments completed July 2017.

On-site assessors to do final review for compliance with national standards.

21st Century Policing Report Encourage ongoing discussion on police reform, build trust between the police and the public and to develop and implement recommendations from national experts on policing.

Use as a roadmap to build better community/police relations by implementing the six pillars of the report which include 59 recommendations under the following categories:

• Building Community Trust • Policy and Oversight • Technology and Social Media. • Community Policing and Crime Reduction. • Training and Education. • Officer Wellness and Safety.

Complete review of the 59 recommendations by the Board of Safety completed in December of 2016.

Incorporated officer input and feedback into the final report by having 4 meetings to discuss each pillar.

Presented a summary of the report at six community meetings in the first and second quarter of 2017 to discuss report, seek feedback, and establish an implementation plan.

Crime Analysis Data to Set Goals for Crime Reduction Crime reduction leads to economic vitality and a better sense of safety. By discussing and analyzing the data, the department, divisions, shifts and officers can develop practical steps to reduce crime.

Full-time analyst will help identify trends and patterns and issue reports on reported crime.

Hold weekly and monthly meetings to discuss crime information and improve communication within the department, with outside agencies and with other stakeholders.

Increase use of technology to analyze and share data to increase our ability to apprehend those involved in criminal activity.

Use social media like Facebook, Twitter and Next-door to promote and highlight crime prevention activities.

Rededicate resources like foot patrols and downtown patrols based on data to reduce crime.

Use information from monthly surveys to develop patrol strategies. Track and increase crime prevention efforts such as neighborhood

meetings and social media outreach by 10% over current levels. Decrease Part 1 crimes including burglaries, robberies and thefts as

measured by the Uniform Crime Report by 5% from the previous year’s totals. Currently, year-to-date, all Part 1 crimes in total are down 3.4%

Central Emergency Dispatch Answer calls for service from the public and dispatching the appropriate public safety services, the Central Emergency Dispatch Center is the primary 9-1-1 answering point for most public safety agencies in Monroe County.

Dispatch services for Bloomington Police, Monroe County Sheriff, City Fire, all Township fire and ambulance.

Answer 9-1-1, administrative calls and text to 9-1-1 calls. Monitor public safety agencies while responding to calls and provides

additional resources when needed. Emergency Medical Dispatch services of providing pre-arrival medical

instruction to callers requesting medical help. Merge City and County dispatch staff to a unified Dispatch paid for by

the new County Local Option Income Tax. Achieve total dispatch transaction time within 90 seconds 90% of the

time and 120 seconds 99% of the time for “emergency” calls. This refers to the time the phone is first answered to the dispatch of the first unit. Total dispatch transaction time is one 108 seconds.

Answer 9-1-1 calls 5 seconds or less 90% of the time and 10 seconds or less 99% of the time. 35,000+ 911 calls answered in 5 seconds or less 99.2% of the time.

Records Usually the first point of contact for the public, Records answers non-emergency calls for service and directs them to the appropriate division for assistance. The division is also responsible for the production, maintenance and storage of all police reports and crime data.

Creation and distribution of reports for internal and external agencies. First point of contact for visitors to the police department. Answering point for non-emergency lines providing public assistance

24 hours a day. Provide data, reports and other information for all public access

requests. Increase accuracy of data and reports by 5% by using random quality

control checks of work produced. Data accuracy increased by 18%. Decrease public information requests received by 10% by referring

people to the B-Clear data portal for their information. Request for public information statistical information down by over 10% due to B-clear portal.

Increase use of online reporting by 10% from previous year thereby decreasing the public’s waiting time and freeing officers for other duties. Online reporting has increased by 48%.

Parking Enforcement Provide for orderly management of street parking in the downtown area and neighborhood parking in our neighborhoods and to provide for safe crossings at our elementary schools.

Enforcement of on-and off-street parking in the downtown area. Safe and accessible parking in neighborhoods adjacent to campus. Provide crossing guards at elementary schools located within the

City. Provide for the collection of fees and maintenance of all meters.

o Develop measurement of parking compliance rates and obtain baseline.

o Increase parking compliance rates to 95% from 2016 baseline. o Decrease citations by 5% due to compliance education based on

2016 baseline of 28,123 citations written. Decrease current monthly meter failure rate of 11% to 2% annually. Maintain zero safety incidents around school crossings.

Administration, Financial and Maintenance The behind the scenes operation of the Police Department.

Bill and claims processing and payments. Process payroll.

Building cleaning and basic maintenance. Purchasing of equipment and supplies. Compliance with the policies of the City of Bloomington Financial

Policy Manual.

2018 Activity Descriptions and Goals The mission of the Bloomington Police Department is to safeguard life and property while respecting diversity, encouraging civility, solving problems, and maintaining a high standard of individual integrity and professionalism.

Increasing the Community’s Sense of Safety One’s safety is a basic right and responsibility of local government. By partnering with the community in this shared responsibility, we can build relationships and trust. Activities: • Conduct community surveys using social media to solicit feedback on relevant

issues. • Increase monthly contacts with neighborhoods through the use of

Neighborhood Resource Officers (NRO) to increase communication and participation in programs.

• Target outreach to specific groups and areas within the community based on identified needs or risk in order to broaden prevention efforts, reduce crime and increase communication.

• Implement recommendations from the Safety, Civility and Justice Task Force.

Goals: • Conduct surveys of neighborhood groups to measure sense of safety and

establish a baseline for comparison. • Increase engagement opportunities by 7% • Broaden social media contacts and explore new opportunities to provide

outreach and crime prevention to the public by 10%. • Host four crime prevention seminars with community members at various

locations and venues. • Decrease Part 1 crimes 3% from the previous year as measured by the

Uniform Crime Report. • Post 13 data sets to B-Clear Data Portal and update on a quarterly basis. • Provide increased police and downtown resource officer presence with

dedicated foot patrols to address illegal behavior. • Use data from 2017 Citizen Survey and set goals to improve resident and

visitor perception of downtown and neighborhood safety when the 2019 survey is distributed.

Accreditation To enhance law enforcement as a profession and to improve law enforcement service delivery by participating in self-assessment and having Commission on Accreditation for Law Enforcement Agencies assessors evaluate our compliance with national standards.

Activities: • Revise and implement changes recommended as part of the ‘mock’ evaluation

process. Goals: • Hold a community forum on the Commission on Accreditation for Law

Enforcement Agencies (CALEA) process during the first quarter of 2018. • Obtain CALEA accreditation by the summer of 2018. Crime Analysis Data to Set Goals for Crime Reduction Crime reduction leads to economic vitality and a better sense of safety. By discussing and analyzing the data, the Department, divisions, shifts and officers can come up with practical steps to reduce crime. Activities: • Identify trends and occurrences in near real-time allowing patrol patterns to be

modified to address problems as they arise. • Hold quarterly multi-agency meetings to discuss crime information and improve

communication with other law enforcement agencies and stakeholders. • Leverage the use of outside technology such as resources from the Indiana

Intelligence Fusion Center to increase our ability to apprehend those involved in criminal activity.

Goals:

• Use internal crime information taken from monthly Department meetings and

reports along with community input gathered in neighborhood meetings and other forums to shape patrol strategies.

• Track and increase crime prevention efforts such as neighborhood meetings and social media outreach by 10% over current levels.

• Reduce Part 1 crimes including burglaries, robberies and thefts by 3% via the use of enhanced technology and data driven patrol strategies.

• Continue to participate in the Police Data Initiative by providing quarterly data sets of police activity and explore new data sets to publish.

Central Emergency Dispatch

Answer calls for service from the public and dispatching the appropriate public safety services. The Central Emergency Dispatch Center is the primary 9-1-1 answering point for most public safety agencies in Monroe County.

Activities: • Dispatch services for Bloomington Police, Monroe County Sheriff, City Fire, all

Township fire and ambulance. • Answer 9-1-1, administrative calls and text to 9-1-1 calls. • Monitor public safety agencies while responding to calls and provide additional

resources when needed. • Emergency Medical Dispatch (EMD) service provides instruction to callers

requesting medical help before the arrival of emergency medical personnel.

Goals: • Meet or exceed total dispatch transaction time in compliance with recognized

national standards like the Insurance Services Office (ISO) and National Emergency Number Association (NINA). o 90% of all 911 calls answered in 10 seconds during busy hours. o 95% of all 911 calls answered in 20 seconds.

Records Records answers of non-emergency calls for service and directs them to the appropriate division for assistance. The division is also responsible for the production, maintenance and storage of all police reports and crime data.

Activities: • Create and distribute reports for internal and external agencies. • Provide the public a central point of public access for non-emergency contact

with the police department.

Goals: • Increase in accuracy of data entry by 5% by using random quality control checks

of work produced. • Research a ‘business-only’ online reporting system. • Implement the National Incident Based Reporting System (NIBRS) as required

by State and Federal guidelines to replace the UCR by fourth quarter 2018. • Correlate and provide data for the City of Bloomington’s B-Clear portal as well

as the Police Data Initiative

Parking Enforcement Provide for orderly management of street parking in the downtown area and neighborhood parking in our neighborhoods and to provide for safe crossings at our elementary schools. Activities:

• Enforcement of on-and off-street parking in the downtown area. • Ensure safe and accessible parking in neighborhoods adjacent to campus. • Provide crossing guards at elementary schools located within the City. • Provide for the collection of fees and maintenance of all meters.

Goals: • Measure meter failure rate monthly with annual goal of less than 2% failure rate. • Continue tracking safety measures around school crossings to assure that

pedestrians can safely travel to and from school buildings • Work with the City of Bloomington Facebook coordinator in order to provide

information and education on parking-related topics through social media outlets including Facebook.

Administration, Financial and Maintenance The behind the scenes operation of the Police Department. Activities: • Bill and claims processing and payments. • Process payroll. • Building cleaning and basic maintenance. • Purchasing of equipment and supplies. • Assure the maintenance of Departmental equipment including vehicles, radios,

body worn cameras and other items of critical importance are carried out to exacting standards so that each item is mission capable.

Goals: • Compliance with the policies of the City of Bloomington Financial Policy Manual. • Daily cleaning of Police Headquarters, twice a week cleaning of Dispatch and on

an as-needed basis for the Training Center. • Create a set of metrics which will allow for a baseline measurement of the total

time officers and other employees spend on various tasks including answering calls for service, completing reports, proactive patrol and other job functions to be examined via a joint study coordinated with the Indiana University School of Public and Environmental Affairs and the Department.

• Develop and follow a replacement schedule for vehicles, equipment and other critical assets in order to mitigate long-term costs on capital expenditures.

2018 Budget Proposal Highlights Category 1 – Personnel request is $7,144,000, an increase of $260,565 or 3.25%. As you are aware, the city is requesting a 2% salary increase for non-union staff. We have three other changes worth noting in our personnel budget.

1. Officers – We are requesting 2 new officer positions for 2018. The 2018 budget request reflects the full cost of the annual salary and benefits related to this position.

2. Accreditation/Community Outreach Program Manager – The request for this position would take over the accreditation management from a sworn officer and several of the community outreach responsibilities from a variety of other officers. By making this a civilian position, it frees up sworn personnel.

3. Dispatchers – We are requesting 6 new Dispatch positions. These additional new positions will be assigned to each shift and will help relieve some of the duties and complement the current dispatchers who serve all of the public safety entities in the City and County.

Category 2 – Supplies request is $506,390, an increase of $128,709 or 34%

Line 224 – Fuel – Increases by $39,680 (19.84%) Line 234 – Other Repairs and Maintenance - Decreases by $7,150 (-43.49%) Line 242 – Other Supplies - Increases by $33,401 (52.97%)

• We have started a replacement schedule for firearms and this includes additional money for community engagement.

Line 243 – Uniforms and Tools- Increases by $62,300 (209%) • Additional money for uniforms for new and replacement officers and

mandatory ballistic vest replacement.

Category 3 – Other Services & Charges request is $746,457 an increase of $28,476 or 3.97%. Line 316 Instruction – Increases by $5,000 (78%)

• Indiana Law Enforcement Academy is now charging departments to send officers to the Basic Course at the Academy.

Line 323 Travel – Increases by $13,350 (128%) • CALEA conference and meals at ILEA.

Line 364 Hardware and Software Maintenance – Increases $49,322 (48.51%) • National Incident Based Reporting System (NIBRS) requirement from State

and Federal Government Line 399 Other Services and Charges – Increases by $17,210 (42.75%)

• Contract increases and CALEA. Category 4 – Capital Outlays - Request is $604,000 for vehicle replacement and building remodeling at the Training Center. The Police Department’s general fund budget request is $12,187,169. This is an increase of $501,555 or 4.29%. Conclusion

Thank you for your consideration of the Police Department budget request. I would be happy to answer any questions.

City of Bloomington

Police Department

Chief of PoliceMichael Diekhoff

Deputy Chief of Police

Joe Qualters

Detective LTJohn Kovach

Detective Division

Uniform Division

Parking Enforcement RecordsDispatch

Board of Public Safety

Crime AnalystBrittani Evans

Executive AssistantElaine Gresham

CAD/RMS Coord.Eli Eccles

Office ManagerJamie Jahnke

Captain of AdministrationSteve Kellams

Captain of Operations

Scott OldhamTraining Division

SGT Ian Lovan

SGT Brandon Lopossa

SGT Dana Cole

1st Shift LTLT John Canada

2nd Shift LTLT Brad Seifers

3rd Shift LTLT Mick Williams

Detectives

Evidence Techs

SIU

SGT George Connolly

SGT Pam GladishSGT Cody Forston

Officers

SGT Lucas TateSGT Jim Batcho-

BullerdickSGT Jason

Shaevitz

Officers Officers

SGT Shane RascheSGT David AlleySGT Joe Crider

ManagerRaye Ann Cox

Records Supervisor

Joan Manning

Dispatch Manager

Jeff Schemmer

Records Clerks

Parking Enforcement

Officers

Dispatch Supervisors

Training Coordinator

Christina Combs

Dispatchers

CustodianBrandi Stephens

Program Manager

PROPOSED

CALEASgt. Ryan

Pedigo

CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 6,421,768 6,883,435 7,144,000 260,565 3.79%51120 Salaries and Wages - Temporary 6,186 9,501 9,500 (1) -0.01%51130 Salaries and Wages- Overtime 437,699 327,482 327,482 (0) 0.00%51210 FICA 141,446 163,389 171,417 8,028 4.91%51220 PERF 113,163 127,709 137,442 9,733 7.62%51230 Health and Life Insurance 1,619,206 1,755,702 1,798,524 42,822 2.44%51240 Unemployment Compensation 1,995 0 0 0 N/A51260 Clothing Allowance 137,200 161,600 161,600 (0) 0.00%51270 Police PERF 1,186,113 1,161,134 1,184,358 23,224 2.00%

10,064,777 10,589,952 10,934,322 344,370 3.25%

52110 Office Supplies 13,740 15,847 16,005 158 1.00%52210 Institutional Supplies 16,278 18,544 18,864 320 1.73%52240 Fuel and Oil 120,568 200,000 239,680 39,680 19.84%52310 Building Materials and Supplies 0 6,000 6,000 0 0.00%52320 Motor Vehicle Repair 15,776 28,000 28,000 0 0.00%52340 Other Repairs and Maintenance 11,631 16,440 9,290 (7,150) -43.49%52420 Other Supplies 168,653 63,050 96,451 33,401 52.98%52430 Uniforms and Tools 41,847 29,800 92,100 62,300 209.06%

388,494 377,681 506,390 128,709 34.08%

53130 Medical 671 4,832 5,250 418 8.65%53140 Exterminator Services 0 1,300 1,300 0 0.00%53150 Communications Contract 47,391 42,153 44,553 2,400 5.69%53160 Instruction 1,156 6,400 11,400 5,000 78.13%53210 Telephone 64,259 68,540 72,140 3,600 5.25%53220 Postage 1,839 2,500 2,500 0 0.00%53230 Travel 2,960 10,400 23,750 13,350 128.37%53310 Printing 4,830 3,728 4,026 298 7.99%53320 Advertising 996 2,000 2,000 0 0.00%53510 Electrical Services 0 40,000 40,000 0 0.00%53530 Water and Sewer 0 0 3,500 3,500 N/A53540 Natural Gas 0 0 4,000 4,000 N/A53610 Building Repairs 0 0 32,000 32,000 N/A53620 Motor Repairs 147,915 152,224 122,007 (30,217) -19.85%53630 Machinery and Equipment Repairs 3,675 14,015 11,395 (2,620) -18.69%53640 Hardware and Software Maintenance 87,853 101,670 150,992 49,322 48.51%53730 Machinery and Equipment Rental 0 0 30,000 30,000 N/A53830 Bank Charges 1,041 1,092 1,092 0 0.00%539010 Inter-Fund Transfers 0 97,885 97,885 0 0.00%53910 Dues and Subscriptions 1,505 1,785 2,000 215 12.04%53940 Temporary Contractual Employee 0 2,200 2,200 0 0.00%53960 Grants 0 100,000 0 (100,000) -100.00%53990 Other Services and Charges 36,733 40,257 57,467 17,210 42.75%53991 Crime Control 25,000 25,000 25,000 0 0.00%

427,824 717,981 746,457 28,476 3.97%

54440 Motor Equipment 56,250 0 0 0 N/A56,250 0 0 0 0.00%

10,937,345$ 11,685,614$ 12,187,169$ 501,555$ 4.29%







Department: 14 - Police Personnel Services

CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 0 1,079,210 1,297,161 217,950 20.20%51130 Salaries and Wages- Overtime 0 119,995 160,493 40,498 33.75%51210 FICA 0 91,647 109,446 17,800 19.42%51220 PERF 0 170,287 204,274 33,986 19.96%51230 Health and Life Insurance 0 356,850 442,494 85,644 24.00%

0 1,817,989 2,213,867 395,878 21.78%

52110 Office Supplies 0 750 750 0 0.00%52210 Institutional Supplies 0 3,000 3,000 0 0.00%52310 Building Materials and Supplies 0 2,200 2,200 0 0.00%52340 Other Repairs and Maintenance 0 1,000 1,000 0 0.00%52420 Other Supplies 0 53,000 53,000 0 0.00%

0 59,950 59,950 0 0.00%

53130 Medical 0 25,000 0 (25,000) -100.00%53140 Exterminator Services 0 1,000 1,000 0 0.00%53150 Communications Contract 0 368,480 475,000 106,520 28.91%53160 Instruction 0 5,045 27,000 21,955 435.18%53210 Telephone 0 4,440 4,000 (440) -9.91%53510 Electrical Services 0 45,000 40,000 (5,000) -11.11%53530 Water and Sewer 0 4,500 1,000 (3,500) -77.78%53540 Natural Gas 0 4,000 0 (4,000) -100.00%53610 Building Repairs 0 60,750 10,000 (50,750) -83.54%53630 Machinery and Equipment Repairs 0 11,300 5,000 (6,300) -55.75%53650 Other Repairs 0 1,000 1,000 0 0.00%53990 Other Services and Charges 0 28,265 5,000 (23,265) -82.31%

0 558,780 569,000 10,220 1.83%

54440 Motor Equipment 0 388,310 465,000 76,690 19.75%54510 Other Capital Outlays 0 675,000 1,226,500 551,500 81.70%

0 1,063,310 1,691,500 628,190 59.08%

-$ 3,500,029$ 4,534,317$ 1,034,288$ 29.55%




Total: Supplies

Fund: 151 - Public Safety L I T (S9505)Expenditures




CITY OF BLOOMINGTON



Amount2017 Adopted


53160 Instruction 36,581 50,000 75,000 25,000 50.00%36,581 50,000 75,000 25,000 50.00%

36,581$ 50,000$ 75,000$ 25,000$ 50.00%



Fund: 350 - Police Education (S1151)Expenditures

Department: 14 - PoliceOther Services and Charges

CITY OF BLOOMINGTON



Amount2017 Adopted


53160 Instruction 7,806 8,000 10,000 2,000 25.00%7,806 8,000 10,000 2,000 25.00%

7,806$ 8,000$ 10,000$ 2,000$ 25.00%


Department Total: 14 - Police

Fund: 356 - Dispatch Training (S9501)Expenditures

Department: 14 - PoliceOther Services and Charges



Amount2017 Adopted


51110 Salaries and Wages - Regular 351,727 422,165 420,892 (1,273) -0.30%51120 Salaries and Wages - Temporary 60,920 144,199 144,199 0 0.00%51210 FICA 29,070 43,327 43,237 (89) -0.21%51220 PERF 49,945 59,947 59,766 (181) -0.30%51230 Health and Life Insurance 146,005 157,014 171,288 14,274 9.09%51240 Unemployment Compensation 729 0 0 0 N/A

638,396 826,652 839,383 12,731 1.54%

52110 Office Supplies 637 3,500 3,500 0 0.00%52240 Fuel and Oil 3,707 9,025 10,994 1,969 21.82%52340 Other Repairs and Maintenance 20,295 17,500 17,500 0 0.00%52420 Other Supplies 5,300 22,800 22,800 0 0.00%52430 Uniforms and Tools 4,989 13,800 13,800 0 0.00%

34,927 66,625 68,594 1,969 2.96%

53150 Communications Contract 213,565 322,580 322,580 0 0.00%53210 Telephone 7,453 17,984 17,984 0 0.00%53220 Postage 10,000 10,000 10,000 0 0.00%53230 Travel 0 600 600 0 0.00%53240 Freight / Other 0 41,604 41,604 0 0.00%53310 Printing 10,600 40,900 40,900 0 0.00%53410 Liability / Casualty Premiums 8,103 8,103 8,103 0 0.00%53420 Worker's Comp & Risk 15,937 15,937 15,937 0 0.00%53620 Motor Repairs 17,701 22,208 10,993 (11,215) -50.50%53630 Machinery and Equipment Repairs 25,188 28,340 28,340 0 0.00%53640 Hardware and Software Maintenance 66,623 147,264 153,132 5,868 3.98%53830 Bank Charges 114,460 100,000 120,000 20,000 20.00%53840 Lease Payments 473,169 500,000 0 (500,000) -100.00%539010 Inter-Fund Transfers 57,286 59,975 60,889 914 1.52%53990 Other Services and Charges 5,603 11,000 262,800 251,800 2289.09%

1,025,688 1,326,495 1,093,862 (232,633) -17.54%

54310 Improvements Other Than Building 87,577 126,000 126,000 0 0.00%87,577 126,000 126,000 0 0.00%

1,786,588$ 2,345,772$ 2,127,839$ (217,933)$ -9.29%

CITY OF BLOOMINGTON

Fund: 455 - Parking Meter Fund (S2141)Expenditures

Department: 26 - Parking Personnel Services






CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 3,700 3,700 3,700 0 0.00%51210 FICA 283 283 283 0 0.00%

3,983 3,983 3,983 0 0.00%

52110 Office Supplies 0 100 100 0 0.00%52420 Other Supplies 108 500 500 0 0.00%

108 600 600 0 0.00%

53130 Medical 13,606 10,000 35,420 25,420 254.20%53220 Postage 35 200 200 0 0.00%53640 Hardware and Software Maintenance 804 0 0 0 N/A53990 Other Services and Charges 1,244,709 1,361,873 1,412,000 50,127 3.68%

1,259,155 1,372,073 1,447,620 75,547 5.51%

1,263,246$ 1,376,656$ 1,452,203$ 75,547$ 5.49%

Fund: 900 - Police Pension(S0342)Expenditures






1



From: Jason Moore


This memo accompanies the proposed 2018 budget for the Fire Department. Why We Exist The Fire Department exists to provide excellent public safety to everyone who lives in, works in, or visits the City; through superb fire prevention, public education, and emergency management/mitigation completed by credentialed and trusted officials who receive first-rate training and high quality equipment. 2017 Budget Goal Update Our 2017 budget request was substantial and we are pleased to report that we have made great progress in completing the goals associated with our requests. In addition to our established goals, the signing of our collective bargaining agreement (CBA) with the fire union, after the passing of the 2017 budget, created several challenges that were also met head on. Here is a status summary of our 2017 goals: • Replace outdated and unreliable apparatus/equipment

Replaced 100 percent of Self Contained Breathing Apparatus (SCBA) Purchased one (1) fire engine (projected delivery June 2018) Replaced two (2) chief cars Replaced one (1) prevention vehicle o Have not replaced two (2) prevention vehicles due to quartermaster costs

• Design and implement an apparatus replacement program Seven years frontline planning Seven additional years for reserve planning

• Conduct study to determine effectiveness and efficiency concerning asset deployment, resource management, station placement, staffing levels, and workload.

Fire Department

o Use the study with community input to develop a five (5) year strategic plan that ensures the department meets national standards, state statutes, and community expectations.

o Collect information and establish response time goals that are consistent with national standards while meeting community expectations.

• Test one (1) hybrid service delivery model to evaluate feasibility Squad 1 (SUV) is completing the test, initial results show a 35 percent

reduction in medical emergency response times. • Increase firefighter safety by committing to OSHA and NFPA 1500

compliance process Complete an OSHA internal audit to determine compliance o Complete a NFPA 1500 internal audit to determine compliance

• Meet all fire and emergency medical annual refresher training standards Crews are exceeding the minimum standard by 9-12 percent every month

• (CBA Related) Established a quartermaster system for firefighting protective gear (PPE) Identified 91 sets of PPE with compliance issues Replaced 65 sets of PPE Will finish replacing the last 26 sets of PPE by the end of the year

• Ensure the department makes community contact with every commercial occupancy under our jurisdiction at least once per year. Alternating schedule of fire inspections and preplans in low risk occupancies Fire Inspections annually/bi-annually/quarterly in high risk occupancies

• Increase the number of safety programs i.e. Juvenile Firesetter, Community CPR, etc. by one (1) program per year for five years. Program priority for implementation will be based on target hazard

assessment. Overall delivery goal is to increase current deliveries by 50 percent this year

and five (5) percent every subsequent year for five years. • Initiate and complete the studies necessary to develop a comprehensive community

risk reduction plan within the next two years. o Plan will address reducing community safety issues, increasing public

education, and solicit community support based upon expectations. o Overall goal is to reduce preventable emergencies by two (2) percent per

year. • Provide annual refresher/compliance fire/rescue training that meets or exceeds

NFPA, OSHA, and ISO standards. 2017 will require members to increase their current training hours by 96

percent. • Provide annual refresher/compliance EMS training that meets or exceeds National

Registry, American Heart, and Indiana State Standards. 2017 will require members to increase their current training hours by 38

percent. Obtain Training Site status with American Heart Association to reduce the

cost for providing CPR training to both internal and external customers.

• Working with public safety partners (internal and external), develop a comprehensive master plan for the public safety training site. Plan will include the rehabilitation and maintenance of current facilities along

with future needs to enhance public safety training delivery. Add a ventilation prop in 2017 to increase firefighter safety while learning to

open roof structures under varying conditions. • Increase interagency coordination in relation to conducting fire investigations.

Leverage state resources to supplement or enhance our current methodologies

• Develop shift investigators to remove the “on-call” period for fire prevention personnel. Established on-call pay for prevention personnel.

• Provide annual refresher/compliance investigation training that meets or exceeds NFPA, OSHA, and ISO standards. 2017 will require members to increase their current training hours by 100

percent. • Provide the proper equipment to investigation personnel to ensure safety and

regulatory compliance. o Air monitoring equipment SCBA and/or Respirators

2018 Activity Descriptions and Goals Emergency Operations Provide excellent around-the-clock emergency response services, consistent with national response and safety standards, to our community including: fire suppression, technical rescue, and emergency medical services (EMS); in order to save lives, protect property, and minimize impact on the environment. Goals:

• Replace outdated and unreliable apparatus/equipment o Two (2) Prevention Vehicles o One (1) Aerial Apparatus

• Implement an apparatus replacement program o Seven (7) Years frontline o Additional seven (7) years reserve (14 years total)

• Increase firefighter safety by committing to OSHA and NFPA 1500 compliance process o Complete actionable items discovered in internal audit of OSHA

compliance • Implement hybrid model test of Quick Response Vehicle (QRV) to gather

information for recommendations in 2019 budget request • Implement quartermaster system for firefighter personal protective equipment

(PPE)

o Complete first set purchasing and begin second set (cancer prevention protocols) in accordance with 2017 collective bargaining agreement.

• Complete self-evaluation to determine accreditation potential, present a proposal for 2019 budget process.

• Evaluate and if needed overhaul operational standard operating guidelines to ensure modern practices are explored/implemented in order to enhance safety and reduce worker’s compensation claims by 5%.

• Build relations with other fire departments to enhance public safety and interagency cooperation. o Meet the criteria to obtain automatic aid agreements with willing partners

• With automated processes for reporting in place (by the end of 2017), complete an analysis of response times / data in 2018 to determine operational deficiencies that may require multi-year planning. o Complete workload analysis to determine inefficiencies in current

response model, have suggestions for improvements for 2019 budget presentation.

o Purchase add-on for record management system to assist with data analysis (FH Analytics)

o Evaluate FH medic to automate patient care reports.

Fire Prevention Educate the community about fire prevention and safety by conducting classes, seminars, and demonstrations for schools, business and industry, and performing inspections of all commercial buildings; in order to reduce the number of preventable accidents/fires. Goals:

• Ensure the department makes community contact with every commercial occupancy under our jurisdiction at least once per year.

o By the end of 2017 track progress on this goal to make recommendations in 2019 budget.

o Alternating schedule of fire inspections and preplans in low risk occupancies, evaluate self-inspection program for no-violation properties.

o Fire Inspections annually/bi-annually/quarterly in high risk occupancies • Increase the number of safety programs by one (1) program per year for four

years. o Program priority for implementation will be based on target hazard

assessment (not yet completed in 2017, added program in 2018 will come from analysis)

o Increase overall delivery goal by 5% • Reduce false alarm calls by 3% (2016 current average is 1,055 per year with

IU accounting for 452 per year on average), through aggressive and proactive prevention approaches to include public education, enforcement of current ordinances, and increased inspection activities.

• Spread focus of fire prevention education to schools and businesses. o Work on improving public perception of the department and prevention

programs by 5% in the SW quadrant and 9% in the NW quadrant by the next City wide survey.

o Coordinate community assistance efforts sponsored by the American Red Cross to install 500 smoke detectors in areas identified by data analysis in 2017.

• Rebuild relationship with schools in our community to conduct a minimum of one (1) fire prevention education activity in every school (K-12) every year.

• Evaluate the potential to expand fire prevention services throughout the county with partnerships, contracts, or other agreements.

Training / Education Increase firefighter safety by providing a reoccurring training program for all members that is coordinated, consistent, and comprehensive; meeting or exceeding NFPA, OSHA, or other guiding entity standards; in order to improve service delivery methodology, reduce firefighter injuries, and ensure the safety of the community. Goals:

• Provide annual refresher/compliance fire/rescue training that meets or exceeds NFPA, OSHA, and ISO standards.

o Add a prescriptive training model that will evaluate operational deficiencies and standardize training between shifts/crews.

• Provide annual refresher/compliance EMS training that meets or exceeds National Registry, American Heart, and Indiana State Standards.

o Add a quality assurance program (review a minimum of 20% of EMS reports) that will initiate a prescriptive training program for identified deficiencies.

• Working with public safety partners (internal and external), develop a comprehensive master plan for the public safety training site.

o Begin technical document preparation for plans established in 2017 process.

• Establish and attend county wide interoperability training o Minimum of three (3) consecutive days per month for operational

training o Minimum of one (1) day per month for command competency training o Minimum of one (1) day per quarter for investigator competency

training o Minimum of one (1) day per quarter for leadership / officer

development • Host a minimum of two (2) classes taught by instructors outside of our region

of Indiana. o One (1) class focused on command competency o One (1) class focused on scene operations or firefighter safety

Investigations Increase firefighter and community safety by accurately and thoroughly investigating, with highly trained personnel, 100 percent of fires within our jurisdiction. Investigations will determine the cause and origin in order to develop proactive programs to reduce or eliminate subsequent losses. Goals:

• Increase interagency coordination in relation to conducting fire investigations. o Leverage state resources to supplement or enhance our current

methodologies, evaluate opportunities with BPD to increase coordination.

o Provide funding for professional memberships to inspection/investigative groups to enhance available resources and allow Bloomington to interact at a state level.

o Evaluate the proposed County wide investigation team to determine feasibility.

• Provide annual refresher / compliance investigation training that meets or exceeds NFPA, OSHA, and ISO standards.

o Seek to include on-shift investigators in this training process for 2018.

2018 Budget Proposal Highlights General Fund Category 1 – Personnel request is $9,666,410, an increase of $190,686 or 2.0%. As you are aware, the city is requesting a 2% salary increase for non-union staff. We have three other changes worth noting in our personnel budget. Contractual Raises – Increase by $214,964 (3.5%)

• After passing the 2017 budget, we successfully concluded union contract negotiations with two (2) percent raises for every union position. We did not realign the 2017 budget therefore the 2018 budget request represents the pay raises from 2017 and 2018.

Overtime – Increase by $185,000 (97.4%)

• After the 2017 budget process concluded the City determine that the methodology for figuring overtime pay was incorrect. This calculation error resulted in employees being underpaid $235k (approximately $117,500 per year). The proper methodology was established after the passing of the budget and needs to be corrected with adjustments for pay raises factored.

Clothing Allowance – Decrease by $128,850 (74.3%) • A term negotiated in the CBA required the City to purchase personal protective equipment in exchange for a reduced clothing allowance.

Fire PERF – Decrease by $87,799 (6.57%)

• Due to the financial security of the Fire PERF Fund, the state reduced the amount that must be contributed.

Category 2 – Supplies request is $427,041, an increase of $299,568 or 235%. There are five major changes worth noting in our supply presentation.

Line 221: Institutional Supplies - Decreases by $7,205 (-23.47%) • By splitting our budget last year to track what each station spent on these supplies and adding a station captain to manage inventory at each station, we have accomplished this reduction.

Line 231: Building Materials and Supplies – Increases by $18,575 (176.9%) • $7,000 for remodeling Station 1 to better utilize the station alerting system. • $6,000 for appliances and an ice maker at Station 3. • $2,500 for paint at all stations (after vehicle bay decontamination).

Line 234: Other Repairs and Maintenance - Decreases by $4,405 (-41.26%)

• The purchase of new Self-Contained Breathing Apparatus (SCBA) in 2017 has reduced our maintenance costs.

Line 242: Other Supplies – Increases by $44,211 (40.04%) • $35,679 for OSHA Compliance items such as eyewash stations or signage. • $23,675 for exercise equipment that supports a mandatory fitness program. • $30,800 for rescue tools that will allow us to place two larger apparatus into per

needed status.

Line 243: Uniforms and Tools – Increases by $110,825 (369.4%) • Increase caused by the implementation of a quartermaster system and cancer

prevention protocols concerning firefighter personal protective equipment.

Category 3 – Other Services & Charges request is $658,149, an increase of $330,285 or 101%. There are seven changes worth noting in our services presentation. Line 313: Medical – Decreases by $65,150 (-31.5%)

• Doubling our number of employees who were receiving a physical by going to annual physicals, we were able to reduce the cost per physical even with adding advanced cancer screenings. This initiative caught three life threatening conditions in 2017 one of which forced a member to retire.

Line 315: Communications Contract – Increase by $13,000 (76.47%)

• Adding the station alerting equipment and a renegotiation of the contract resulted in this increase.

Line 316: Instruction – Decreases by $13,075 (-39.12%) • Our significant investment in 2017 to increase our department’s training level was

focused on developing internal instruction talent. As such, we will be able to accomplish the same pace of certification training at a much lower cost.

Line 362: Motor Repairs – Increases by $135,088 (128.34%)

• Instituting an NFPA compliant inspection process identified issues that required public works to complete hundreds of repairs, this number represents the work required to properly maintain fire apparatus.

Line 364: Hardware & Software Maintenance – Decreases by $20,208 (-65.8%)

• We completed a major upgrade on our records management system (FireHouse) and no longer need the additional funds. These upgrades allowed us to abandon a project that had an annual maintenance of nearly $25k.

Line 365: Other Repairs – Decreases by $23,450 (-27.27%)

• In addition to removing emergency repairs to our SCBA, the purchase of all new SCBA provided us with relief on repairs to air cylinders and negated the money budgeted for hydrostatic testing. While this test will be required in the future, the new equipment is tested before delivery.

Line 391: Dues and Subscriptions – Increases by $2,115 (604.28%) • Inspector, Investigator, and Chief Officer professional memberships that will help

our personnel grow and learn from peer networks.

The Fire Department’s general fund budget request is $10,751,600. This is an increase of $820,539 or 8.26%.

Public Safety LIT Funds

Category 4 – Capital Outlays - request is $1,653,000, a decrease of $117,375 or 6.63%. There are two changes worth noting. Line 431: Improvement Other than Building – decreases by $80,000 (100%)

Line 442: Purchasing Equipment – Increases by $155,000 (2.9%)

• $1,300,000 for replacing Truck-1 (100 foot aerial platform located at Station 1) • $40,000 for replacing Prevention-2 with a van • $38,000 for replacing Prevention-3 with a SUV

Line 451: Other Capital Outlays – Increases by $233,000 (554%)

• $275,000 for station equipment needed to utilize station alerting system. The Fire Department’s general fund and Public Safety Local Option Income Tax budget request is $12,404,600. This is an increase of $703,164 or 6.01%.

Conclusion We realize this is a significant portion of the total funds expended on City services however, everything in this request has been weighed against both City and department priorities and found to be necessary. The focus on improving the safety of our citizens and firefighters is appreciated and will prove to be money well spent as we elevate our community engagement to reduce community risks. Thank you for your consideration of the Fire Department budget request! I would be happy to answer any questions.

City of Bloomington

Bloomington Fire Department

Fire ChiefJason Moore

Battalion Chief of Operations

Roger Kerr III

SecretaryBerniece Snyder

Fire Inspection Officer

Tim Clapp


Travis Drescher

Fire Inspection Officer

Joe Johnson

Fire Prevention Officer

VACANTCaptain (6) Captain (6) Captain (6)

Board of Public SafetyMartin McCrory

Susan YoonKim Gray

Luis Fuentes-RohrerMarsha Bradford

Deputy ChiefJayme Washel


Neville Vaughan

Battalion Chief of Training

Tania Daffron

Chauffeur (6)

Firefighter (21)

Chauffeur (6) Chauffeur (6)

Firefighter (21)

Firefighter (21)

Shift Training Instructors (6)

CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 6,163,791 6,095,085 6,310,050 214,964 3.53%51130 Salaries and Wages- Overtime 271,826 190,000 375,000 185,000 97.37%51210 FICA 94,509 100,196 107,038 6,843 6.83%51220 PERF 20,491 26,425 26,953 528 2.00%51230 Health and Life Insurance 1,460,030 1,555,866 1,555,866 0 0.00%51240 Unemployment Compensation 1,394 0 0 0 N/A51260 Clothing Allowance 165,545 173,400 44,550 (128,850) -74.31%51280 Fire PERF 1,312,057 1,334,752 1,246,953 (87,799) -6.58%

9,489,641 9,475,724 9,666,410 190,686 2.01%

52110 Office Supplies 1,249 6,235 3,839 (2,396) -38.43%52210 Institutional Supplies 46,149 30,700 23,495 (7,205) -23.47%52230 Garage and Motor Supplies 4,565 7,610 6,111 (1,499) -19.70%52240 Fuel and Oil 28,414 50,428 62,815 12,387 24.56%52310 Building Materials and Supplies 0 0 29,075 29,075 N/A52340 Other Repairs and Maintenance 15,668 0 6,270 6,270 N/A52420 Other Supplies 92,942 2,500 154,611 152,111 6084.44%52430 Uniforms and Tools 25,655 30,000 140,825 110,825 369.42%

214,642 127,473 427,041 299,568 235.01%

53130 Medical 84,371 0 124,350 124,350 N/A53140 Exterminator Services 0 0 1,025 1,025 N/A53150 Communications Contract 27,306 17,000 30,000 13,000 76.47%53160 Instruction 27,414 33,425 20,350 (13,075) -39.12%53210 Telephone 12,811 13,800 13,800 0 0.00%53220 Postage 528 1,250 1,250 0 0.00%53230 Travel 81 17,100 16,500 (600) -3.51%53310 Printing 251 6,000 3,240 (2,760) -46.00%53510 Electrical Services 0 0 42,000 42,000 N/A53530 Water and Sewer 0 0 19,000 19,000 N/A53540 Natural Gas 0 0 26,500 26,500 N/A53610 Building Repairs 0 0 28,300 28,300 N/A53620 Motor Repairs 105,256 105,256 240,344 135,088 128.34%53630 Machinery and Equipment Repairs 0 17,000 16,000 (1,000) -5.88%53640 Hardware and Software Maintenance 0 30,708 10,500 (20,208) -65.81%53650 Other Repairs 38,374 85,975 62,525 (23,450) -27.28%53910 Dues and Subscriptions 633 350 2,465 2,115 604.29%53990 Other Services and Charges 41,877 0 0 0 N/A

338,902 327,864 658,149 330,285 100.74%

10,043,185$ 9,931,061$ 10,751,600$ 820,539$ 8.26%Expenditures Grand Totals:





Department: 08 - Fire Personnel Services

CITY OF BLOOMINGTON



Amount2017 Adopted


52310 Building Materials and Supplies 0 10,500 0 (10,500) -100.00%52340 Other Repairs and Maintenance 0 10,675 0 (10,675) -100.00%52420 Other Supplies 0 107,900 0 (107,900) -100.00%

0 129,075 0 (129,075) -100.00%

53130 Medical 0 189,500 0 (189,500) -100.00%53140 Exterminator Services 0 1,000 0 (1,000) -100.00%53510 Electrical Services 0 40,000 0 (40,000) -100.00%53530 Water and Sewer 0 15,000 0 (15,000) -100.00%53540 Natural Gas 0 25,000 0 (25,000) -100.00%53610 Building Repairs 0 25,800 0 (25,800) -100.00%

0 296,300 0 (296,300) -100.00%

54310 Improvements Other Than Building 0 80,000 0 (80,000) -100.00%54420 Purchase of Equipment 0 1,223,000 1,378,000 155,000 12.67%54510 Other Capital Outlays 0 42,000 275,000 233,000 554.76%

0 1,345,000 1,653,000 308,000 22.90%

-$ 1,770,375$ 1,653,000$ (117,375)$ -6.63%Expenditures Grand Totals:

Fund: 151 - Public Safety L I T (S9505)Expenditures

Department: 08 - FireSupplies




CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 0 3,700 3,700 0 051120 Salaries and Wages - Temporary 3,700 0 0 0 N/A51210 FICA 52 283 283 0 0

3,752 3,983 3,983 0 0.00%

52110 Office Supplies 97 1,850 350 (1,500) (1)97 1,850 350 (1,500) -81.08%

53220 Postage 147 600 840 240 053990 Other Services and Charges 1,870,180 2,075,985 2,145,369 69,384 0

1,870,327 2,076,585 2,146,209 69,624 3.35%

1,874,175$ 2,082,418$ 2,150,542$ 68,124$ 3.27%

Fund: 901 - Fire Pension (S0341)Expenditures

Department: 08 - Fire Personnel Services





2018 Proposed Budget

Bloomington Public Transportation Corporation130 West Grimes LaneBloomington, IN 47403

OPERATING EXPENSES

Budget Class I 2018 2017 PercentProposed Approved Change

Salaries (Operators) 3,017,501$ 2,672,137$ 12.92%Fixed and BT Access full and parttime salaries

Salaries (Other Operating) 323,937 327,113 -0.97%

Operations manager and supervisors; and BT Access F/T and P/T dispatcher

Salaries (Maintenance) 758,250 712,722 6.39%

Maintenance manager, mechanics,service attendants, and partsspecialist salaries

Salaries (Other) 438,237 425,955 2.88%

Administrative staff

FICA 347,151 316,551 9.67%

PERF 408,488 388,412 5.17%

Health/Dental/Disability/Life/Vision 626,815 716,348 -12.50%Insurance

Unemployment 10,000 10,000 0.00%

Employee Uniforms 24,390 23,772 2.60%

Tool and CDL Allowance 10,300 10,300 0.00%

Subtotal Budget Class I 5,965,069$ 5,603,310$ 6.46%

Budget Class II 2018 2017 PercentProposed Approved Change

Office Supplies 14,809$ 14,378$ 3.00%

Garage Uniforms/Drug Testing 15,000 15,000 0.00%

Fuel/Oil 630,000 676,056 -6.81%

Parts 529,474 481,340 10.00%

Other Supplies 122,906 114,865 7.00%

Subtotal Budget Class II $1,312,189 $1,301,639 0.81%

Budget Class III

Professional Services $525,555 $491,173 7.00%

Expenses include contractedtransit management services, contracted facility maintenanceservices, software support services,employee counseling services, legalservices, information technology services,payroll processing, and auditing services.

Telephone 10,000 15,450 -35.28%

Postage 3,708 3,708 0.00%

Budget Class III (continued) 2018 2017 PercentProposed Approved Change

Travel 3,509 3,509 0.00%

Printing 21,630 21,630 0.00%

Advertising 30,000 36,750 -18.37%

Insurance/Risk Management 225,000 275,000 -18.18%

Electricity 65,000 70,000 -7.14%

Water 14,500 14,500 0.00%

Gas 15,000 15,000 0.00%

IU Shared Expenses 178,300 241,250 -26.09%

Building Maintenance 10,000 10,000 0.00%

Repairs and Labor 70,000 96,496 -27.46%

Training, Dues, and Subscriptions 41,718 38,989 7.00%

Subtotal Budget Class III $1,213,920 $1,333,455 -8.96%

Total Operating Expenses $8,491,178 $8,238,404 3.07%

Budget Class IV - Capital 2018 2017 PercentProposed Approved Change

Tires and Engine/Transmission Rebuilds $189,280 $182,000 4.00%

Equipment and Maintenance 530,000 123,200 330.19%Includes computer hardware and software,Facility maintenance, radio system, van cameras, garage scrubber and manlift

Motor Equipment - 2 access vans, 1 - bus 590,000 1,800,000 -67.22%

Subtotal Budget Class IV $1,309,280 $2,105,200 -37.81%

TOTAL EXPENDITURES $9,800,458 $10,343,604 -5.25%

Revenues 2018 2017 PercentProposed Approved Change

Property Tax Levy $1,267,948 $1,219,181 4.00%

Financial Institution Tax 10,381 12,019 -13.63%

License Excise Tax 51,730 51,368 0.70%

Local Option Income Tax 415,690 412,653 0.74%

Commercial Vehicle Excise Tax 3,901 4,024 -3.06%

Passenger Fares 630,000 620,000 1.61%

Advertising Sales 70,000 40,000 75.00%

State PMTF 2,516,035 2,462,469 2.18%

Federal 3,193,793 3,811,875 -16.21%

MPO Planning 40,000 48,000 -16.67%

Transfer from Operating Reserve 252,966 145,496 73.86%

Transfer from Rainy Day fund 0 126,911 0.00%

IU Contract Revenue 1,102,714 1,112,058 -0.84%

Interest 12,000 4,100 192.68%

IU Reimbursements 178,300 241,250 -26.09%

Miscellaneous 55,000 32,200 70.81%

TOTAL REVENUE $9,800,458 $10,343,604 -5.25%

1

Utilities Department



From: Vic Kelson


This memo accompanies the proposed 2018 budget for the City of Bloomington Utilities. Please note that as requests for new positions or position upgrades are under review, Category 1 totals are not yet finalized. Once Category 1 totals are set, Category 4 totals will also be adjusted to balance out all expenses to total revenues.

Why We Exist The City of Bloomington Utilities provides the community with the effective and efficient delivery of safe, reliable drinking water, as well as waste and stormwater management.

2017 Budget Goal Update Improve water quality by optimizing plant operations and distribution system management

• Reduced Disinfection Byproducts: TTHM lowest annual moving average since 2002, HAA5 lowest in CBU records

• Equipment updates: LSP-4 VFD Replacement, replaced or rehabbed residuals handling pumps at plant, Moyno pump in press building, and sludge drying bed

• Continuing development of water model • Held two roundtable discussions, bringing in experts and stakeholders to discuss water

quality issues Enhance public communication and transparency

• Utilized customer bill to communicate to entire customer base routinely regarding rate changes, conservation measures, etc.

• Issued press releases in event of boil orders, SSO’s, and other public health and safety events (Dyer Tank soil contamination)

• Monthly press releases regarding DBP levels • Committed to quarterly meetings with our wholesale customers where we share

information on system-wide projects and rate increase • Trained four Control personnel in Everbridge Program, which is now set up to issue

alerts electronically to customers who’ve signed up

• Increased data sets on B Clear • Board Room AV project completed

Reduce energy usage throughout our facilities and focus on green infrastructure

• Landscaping at Service Center is certified wildlife habitat, with native and pollinator plants, a water source (bird bath); hand weeded with no chemical treatment

• Installed permeable pavers in customer parking lot, which needed repaired • Participating in GESC process to evaluate potential for anaerobic digester at Dillman

Road, solar panels on facilities, and HVAC modifications in Service Center Reduce Sanitary Sewer Overflows which pollute our environment by addressing most chronic SSO site

• South Central Interceptor Sewer Project (SCI) was competitively bid, and resulted in bid under the estimate

• SCI currently under construction and on schedule for phase one completion Dec 2017 in preparation for Switchyard Park

• Designed the IU Health sewer project to move water from the Dillman to the Blucher Poole basin, relieving the College Mall Road sewer

• Continue to work on getting grease out of the system Regulate industrial and commercial discharges to our sewer system by bolstering our pretreatment program

• Additional Staff Capacity: Inspector position approved for 2017 and the selection process is underway

• Interdepartmental collaboration: Pretreatment Coordinator worked with ESD on creating a guide for businesses which was turned into an online tool

• Ordinance revision SUO • New federal rules for amalgam: Proactive preparations, surveying dentists, etc.

Focus on personnel and worksite safety by providing proper training and equipment, and communicating problems and needs

• Assembled annual date on On-the-Job injuries for prior five years • Began weekly review of safety issues at staff meetings • Initiated Monthly Safety Topic • Prioritized replacement of faulty equipment (truck trailers) and safety equipment

(harnesses, weatherproof neon jackets and bibs), tracking these investments with a new set of account numbers.

• Facilitated relevant conference and training opportunities for personnel , more fully utilizing existing budget than in prior years

• These efforts began mid-2016, and we ended 2016 with record lows for OJI’s

Plan for advanced metering initiative by pursuing pilot projects and partnership opportunities • Initiative Team held series of meetings to establish needs, objectives • Pursuing feasibility assessment with GESC consultant

Improve customer service

• Promoted electronic solutions to doing business with the utilities • Increased Customer Assistance Program by 14%, and actively promoted it by

highlighting it during speaking opportunities (Rental Association Quarterly Meeting, united Way Energy Assistance informational sessions)

2018 Activity Descriptions and Goals Administration Activity Description: Improve worksite safety, reducing lost-time injuries to a level of 1 per year. Goals:

• Fully fund training and safety budgets for each department. • Conduct regular safety training to develop and encourage safe work practices.

Activity Description: Reduce sanitary sewer overflows from 26 in 2016 to 12 in 2019. Goals:

• Complete the South Central Interceptor project before the end of 2018. • Construct force main to convey wastewater from Tamarron and IU Health facility to the

Blucher Poole WWTP Monroe Water Treatment Plant Activity Description: Implement water quality improvements. In community survey, 9/10 respondents said high quality drinking water was essential, but only 74% feel that the water quality is where it should be. Goals:

• Maintain water quality improvements made in 2017, with annual average concentrations of DBPs at ½ of the MCL or lower.

• Continue to optimize water treatment plant operations and distribution system management for water quality.

• Implement process changes and capital improvements to reduce total organic carbon (TOC) and reduce customer complaints for taste and odor.

• Continue replacement of equipment that is at an end-of-life condition. • Implement an improved SCADA system, including an improved historian.

Dillman Road Wastewater Treatment Plant Activity Description: Improve plant reliability and provide advanced tools for process analysis. Goals:

• Continue replacement of equipment that is at an end-of-life condition. • Implement an improved SCADA system, including an improved historian. • Add weir covers to clarifiers for algae control.

Blucher Poole Wastewater Treatment Plant Activity Description: Improve plant reliability and provide advanced tools for process analysis. Goals:

• Continue replacement of equipment that is at an end-of-life condition. • Implement an improved SCADA system, including an improved historian. • Improve the non-potable water system.

Billing & Collections Activity Description: Effectively serve newly shared customers with Sanitation division Goals:

• Work closely with the Sanitation division of Public Works to best serve shared customers receiving the newly combined bill.

Engineering Activity Description: Plan for future capacity needs Goals:

• Plan for future capacity needs at Dillman Road WWTP with targeted capital investments to achieve a plant capacity of 20 mgd, and reroute the Tamarron Lift Station to eliminate 2 mgd of flow during high-flow events.

• Plan for capacity needs at Blucher Poole WWTP with capital improvements to the wet well and lift station and the construction of an equalization basin. These changes improve the plant’s ability to handle large flows after rain events.

• Reduce Inflow & Infiltration to the sewer system by investing in strategic sewer lining projects, thereby reducing operational costs at the plants and improving our ability to manage wet weather. Each sewer lining project is expected to reduce wet-weather inflow and infiltration by 25% in the area served.

Activity Description: System resiliency

Goals: • Address system water loss, improve water quality, and reduce disruptive main breaks

by executing an aggressive water main replacement program. Activity Description: Energy reduction Goals:

• Conduct engineering study for improved aeration control and high-efficiency blowers, and solicit bids for the project.

• Continue to reduce energy usage throughout our facilities and focus on green infrastructure, including variable-frequency motor drives in plants.

Meter Services Activity Description: Execute the advanced metering initiative Goals:

• Execute the advanced metering initiative, including customer-facing software tools to facilitate conservation efforts.

• Reduce customer adjustments related to leaks by 50% by 2020. • Consider deployment via a guaranteed energy savings contract, so that the gains in

efficiency, accuracy, and improved customer service may be realized sooner than they would with cash funding.

Stormwater Activity Description: Address long-term stormwater management needs Goals:

• Plan for major capital projects such as the Jordan River culvert, by a review of the stormwater fee.

Finance and Accounting Activity Description: Reduce future “rate shocks” for our customers Goals:

• Reduce future “rate shocks” for our customers by considering a modest sewer rate increase that will enable alternating rate reviews for water and sewer on a two-year schedule.

• Include a cost-of-service study in the sewer rate review to examine inequities in our rate structure.

2018 Budget Proposal Highlights Utilities is comprised of three separate funds, for both accounting and planning purposes: I. Water Utility Category 1 – Personnel request is $4,980,341 (estimated 8/8), an increase of $452,758 or 10%. As you are aware, the city is requesting a 2% salary increase for non-union staff. The only change requested for 2018 includes:

1. Engineering Technician Position – this new position is requested in order to facilitate project management at our three treatment plants. This position is shared between the Water and Sewer utility, with a 40% and 60% split.

Category 2 – Supplies request is $1,794,766, an increase of $96,844 or 5.7%. A standard 5% increase is estimated for chemicals and most materials and supplies at the water plant, distribution system, and service center. Significant changes include:

U62001 Materials & Supplies General - 28% increase - $26,260 increase Increases in Transmission & Distribution, Purchasing/Supply, and Engineering expenses lines to fund increased maintenance and inspection activity costs. In Purchasing/Supply, especially, crew will embark on routine building painting, parking lot sealing, and carpet and tile replacement projects throughout service center and garage. U62022 Materials & Supplies Meters - 21% decrease - $15,000 decrease In anticipation of comprehensive meter replacement program and elimination of hydrant meter rental program, this account is decreased. U62032 Materials & Supplies Treatment - 18% increase - $12,400 increase Increased budget for repair of treatment-related materials such as algae-control devices, and components for coagulation and disinfection process. U62143 Furniture & Fixtures Maintenance - 130% increase - $1,625 increase Monroe Water Treatment Plant did not previously have a line item for this activity.

Category 3 – Other Services & Charges request is $2,788,842 an increase of $57,197 or 2.1%. Significant changes include:

U61732 Cell Phone Charges - 40% increase - $2,790 increase Adjusted to reflect increase in staff members who utilize a cell phone for work purposes, both initial purchases prices as well as monthly plans are included here. U61734 Pager Expenses - 30% decrease - $165 decrease Employees transitioned to cell phones. U62200 Training - 68% increase - $13,310 increase Increasing training budget for professional departments in order to align more closely with 1.5% of salary target figure. U63200 Contract Services Accounting - 60% decrease - $5,000 decrease No anticipated need in 2018 for the Water Utility. U65000 Transportation - 30% decrease - $22,191 decrease Transportation lines in Monroe WTP and in engineering were over-budgeted in prior years. Reduction reflects estimates provided by Fleet.

U66700 Regulatory Commission - 100% decrease - $80,000 decrease No anticipated IURC fees in 2018. U67000 Bad Debt 57% increase / $4,000 increase Uncollectable accounts expensed each year continue to rise in volume as customer base, as well as rates, grow. This amount reflects the average of the past 3 years’ expenses in this category. U67501 Miscellaneous Expense - 40% increase - $28,765 increase Increase in this category is primarily in the Billing & Collections department, in which credit card processing fees are charged. These fees not only increase each year, but so does the volume of customers utilizing credit cards for payment. With the Sanitation billing integration, we also anticipate the added volume to process, though reimbursement for that portion will be reflected in the Interdepartmental Agreement. U67547 Miscellaneous Expense Software - 101% increase - $23,450 increase Earmarked for asset management system purchase.

Category 4 – Capital Outlays - request is $3,581,255 (estimated 8/8), an increase of $2,215,813 or 162.3%. With the rate increase fully in effect, we are able to adequately fund a capital replacement program for the water utility. Please see attached project list for details. II. Sewer Utility Category 1 – Personnel request is $8,194,879 (estimated 8/8), an increase of $878,023 or 12%. As you are aware, the city is requesting a 2% salary increase for non-union staff. The two changes requested for 2018 includes:

1. Engineering Technician Position – this new position is requested in order to facilitate project management at our three treatment plants. This position is shared between the Water and Sewer utility, with a 40% and 60% split. 2. Superintendent of Blucher Poole Wastewater Treatment Plant - this position formerly existed at the treatment plant, but has been under the supervision of the Dillman Road Wastewater Treatment Plant Superintendent. With a number of large capital projects and operational objectives for the plant in upcoming years, we feel onsite leadership is necessary.

Category 2 - Supplies request is $1,355,618, an increase of $125,763, or 10.2%. A standard 5% increase is estimated for chemicals and most materials and supplies at the sewer plants, collection system, and service center. Significant changes include:

U62001 Materials & Supplies General - 29% increase - $56,495 increase Increases in Transmission & Distribution, Purchasing/Supply, and Engineering expenses lines to fund increased maintenance and inspection activity costs. In Purchasing/Supply, especially, crew will embark on routine building painting, parking lot sealing, and carpet and tile replacement projects throughout service center and garage. U62022 Materials & Supplies Meters- 62% increase - $31,500 increase This line was previously underbudgeted, though it contributes to 60% of the cost of meter parts.

U62044 Materials & Supplies Office Supplies - 25% decrease - $11,234 decrease No identified need for one-time purchases as in prior year. U62142 Furniture & Fixtures Computer - 15% increase - $5,572 increase Based on replacement schedule from ITS, increasing line to accommodate asset replacement needs.

Category 3 - Other Services & Charges request is $4,286,967, an increase of $384,268 or 9.8%. Significant changes include:

U61132 Sludge Treatment Removal - 31% decrease - $4,000 decrease U61146 Sludge Removal Maintenance - 61% decrease - $1,000 decrease While transportation sludge removal budget is fully utilized in hauling, these two line item decrease as we treat less internally. U61531 Purchased Power Pumping - 17% increase - $28,000 increase U61532 Purchased Power Treatment - 17% increase - $150,060 increase This increase does not reflect increase electrical usage. Two electric meters of the South Central REMC received a large credit in 2013 to rectify erroneous charges incurred by CBU over several years. This credit has been fully utilized as of 2017. U61732 Cell Phone Charges - 35% increase - $4,340 increase Adjusted to reflect increase in staff members who utilize a cell phone for work purposes, both initial purchases prices as well as monthly plans are included here. U61734 Pager Expenses - 41% decrease - $385 decrease Employees transitioned to cell phones. U62200 Training - 45% increase - $22,915 increase Increasing training budget for professional departments in order to align more closely with 1.5% of salary target figure. U63100 Contract Services Engineering - 83% decrease - $48,000 decrease Outside engineering for larger projects will be reflected in the capital projects funding line, with smaller projects more likely to be handled in-house. U63200 Contract Services Accounting - 479% increase - $91,000 increase Earmarks funds for a comprehensive rate review in late 2018. U63300 Contract Services Other - 21% increase - $7,500 increase Providing Engineering Department funds for contingency needs related to major projects. These may include tree removal, masonry, inspection, and other professional service. U65000 Transportation Structures - 25% decrease - $6,500 decrease Reduced to reflect 5-year trend. U67501 Miscellaneous Expense - 31% increase - $37,110 increase Increase in this category is primarily in the Billing & Collections department, in which credit card processing fees are charged. These fees not only increase each year, but so does the volume of customers utilizing credit cards for payment. With the Sanitation billing integration, we also anticipate the added volume to process, though reimbursement for that portion will be reflected in the Interdepartmental Agreement.

U67547 Miscellaneous Expense Software - 93% increase - $33,038 increase Earmarked for asset management system purchase.

Category 4 - Capital Outlays request is $4,523,878 (estimated 8/8), a decrease of $60,977, or 1.3%. With the retiring of the 2012B Sewer bonds, and no principal payment on the 2017 Sewer Bonds due until 2019, a temporary reduction in debt service expenses allow us to maintain a healthy capital budget in 2018 despite operational increases elsewhere. Please see attached project list for details. III. Stormwater Utility Category 1 – Personnel request is $671,242 (estimated 8/8), an increase of $61,022 or 10%. Category 2 - Supplies request is $175,820, an increase of $7,120 or 4.2%. A standard 5% increase is estimated for most materials and supplies utilized by the stormwater crews and associated staff. Category 3 - Other Services & Charges request is $91,750, an increase of $51,450 or 127.7%. Notable changes include:

U62200 Training - 232% increase - $5,800 increase Increased training budget for stormwater crew, engineer, and education specialist to align more closely with 1.5% of salary target figure. U63200 Contract Services Accounting - $40,000 increase One-time expense related to anticipated rate review in 2018. U66000 Advertising - 367% increase - $2,750 increase Allows Stormwater Education Specialist a budget for educational/advertising materials to promote MS4 program.

Category 4 - Capital Outlays request is $581,197(estimated 8/8), a decrease of $112,937 or 16.3%. The capital budget is reduced in order to accommodate increased expenses in each other category (above). Please see attached project list for details. Conclusion Thank you for your consideration of the 2018 City of Bloomington Utilities budgetary request. I would be happy to answer any questions or provide any additional detail.

City of Bloomington

Utilities: Administration

Utilities Service Board

Public Affairs Specialist

Jon Callahan

DirectorVic Kelson

Office ManagerLynn Shapiro

Administrative Assistant

Holly McLauchlin

PROPOSED CHANGES FOR

2018

City of Bloomington

Utilities: Engineering

Assistant Director Engineering

Brad Schroeder

GIS CoordinatorChuck Winkle

Assistant Engineer

Phil Peden

Plant Operations Manager

Mike Hicks

Assistant EngineerJane Fleig

Admin Project Coordinator

Sheila McGlothlin

Assistant GIS Coordinator

VACANT

Project Coordinator

(2)

Utilities Technician

(2)

Stormwater Education

Kristi Lindberg

InspectorJoe Stephens

Senior Project Coordinator

Greg Nettleton

Senior Project CoordinatorTroy Powell

InspectorMike Runyon

InspectorEric Love

City of Bloomington

Utilities: Environmental

Deputy DirectorJohn Langley

Pretreatment Coordinator

Tamara Roberts

Water Quality CoordinatorsRachel Atz and

VACANT

Energy Resource Manager

Mike Hicks

Environmental Programs

CoordinatorRebekah Fiedler

Admin Project CoordinatorNora Whaley

Pretreatment InspectorVACANT

NEW DEPARTMENT

PROPOSED FOR 2018

Assistant Director Engineering

VACANT

POSITION ELIMINATED IN

JUNE 2018 (Langley retires)

TWO PART-TIME

POSITIONS IN 2018

NEW POSITION

IN 2018

City of Bloomington

Utilities: Finance

Accounting Manager

Paula Dodds

Deputy DirectorEfrat Feferman

Finance ManagerMichelle Waldon

Accounts Receivable

ManagerKim Trotter

Customer Relations Manager

Triana Johnson

Accounts Payable Clerk

Kim Robertson

Payroll AdministratorDavid Cruzan

Associate Accountant

Cathy Hawkins

Assistant Accounts Payable

ClerkSusan Steele

Collections Manager

Robin Guyton

Purchasing Manager

Cindy Shaw

Web/Information Manager

Rance Fawbush

Inventory Coordinator Tim Gholson

Purchasing BuyerKim Alexander

Customer Relations

RepresentativeEdie Henderson

LaborerChris Eberle

Durwood Freeman

Working ForemanKevin McKnight

CashierDarbi Davis-KingConnie Stewart

Accounting ClerkSuan Stine

Customer Relations

RepresentativeLori Fairns

Customer Relations

RepresentativeJill Martin

Customer Relations

RepresentativeMissy Monyhan

PROPOSED CHANGES FOR 2018

AS OF JUNE 2018

City of Bloomington

Utilities: Operations

Dillman PlantSuperintendent

Garrett Towell

SecretaryDebbie Miller

Assistant SuperintendentRick Schroeder

Solids Handling Supervisor

Wayne Henderson

Lab ChemistCraig Abbott

Operators(9)

Maintenance Mechanics

(4)

Motor Equip. Operator

Jeff Mitchner

Lab Techs(3)

Monroe PlantSuperintendent

Don Gramlich

Blucher Poole Plant

Superintendent VACANT

Plant ManagerBob Johnson

LaborerTony Waldon

Operator(9)

Motor OperatorRichard Sexton

PROPOSED CHANGES FOR 2018

Assistant Director of Operations

VACANT

Operators(9)

Plant Service Lead Mechanic

Levy Elkins

Plant Service Mechanics

(2)

City of Bloomington

Utilities: Transmission and Distribution

Assistant Director/

SuperintendentTom Axsom

Asst. Superintendent - Meter ServicesBrandon Prince

Serviceman(4)

Asst. Superintendent -

StormwaterEd Sherfield


Water Maint.Richard Crowe

Asst. Superintendent - Constr./Concrete

Kevin Housel

Asst. Superintendent - Lift/Booster St/

TanksTony Eads


WastewaterLarry Hardin

Asst. Superintendent - T&D/Commun.

Angie Grubb-Flick

Service CenterJustin Gill

Meter Reader(6)

Meter Technician

Frank Buczolich

Laborer(3)

Lineman(2)

Meter Service Rep

Brendan Carlton

Operator(1)

Storm InletsFred Shields

Lineman(2)

Lineman-ConstructionToby Axsom

Operator(2)

Laborer(2)

Lineman-Concrete

Ed Mathews

Laborer(4)

Operator(2)

Plant Service Mechanic

(4)

Laborer(4)

Laborer(2)

Operator(2)

Lineman(2)

Operator(2)

T&D SecretaryKathy Powell

Comm. Operator

(6)

T&D Field Tech(2)

Stormwater Tech

Brian Shipley

Sanitation Field Tech

Paul Chasteen

CITY OF BLOOMINGTON



Amount2017 Adopted


U40900 Taxes State Income 159,764 195,000 195,000 0 0.00%159,764 195,000 195,000 0 0.00%

U26000 Interfund Transfer OUT 6,807,963 0 0 0 N/AU42705 Interest Expense Capital Lease 10,045 8,402 4,249 (4,153) -49.43%U42709 Interest Expense Bond Issue 03 47,426 47,427 47,427 0 0.00%U42720 Extensions & Replacements 0 1,365,442 4,098,944 2,733,502 200.19%U42801 Utility Amortization Expense 3,040 0 3,040 3,040 N/A

6,868,474 1,421,271 4,153,660 2,732,389 192.25%

U40300 Depreciation 2,840,188 0 0 0 N/A2,840,188 0 0 0 0.00%9,868,426 1,616,271 4,348,660 2,732,389 169.06%

U40800 Taxes - FICA 15,263 17,504 17,176 (329) -1.88%U60100 Salaries & Wages Employees 210,413 227,652 223,499 (4,153) -1.82%U60200 OT Salary & Wages 27 500 1,000 500 100.04%U60400 Employee Pensions & Benefits 74,766 90,281 80,183 (10,097) -11.18%

300,468 335,937 321,858 (14,079) -4.19%

U62001 Materials & Supplies General 7,064 1,200 1,260 60 5.00%U62044 Materials & Supplies Office Supplies 3,652 8,000 8,400 400 5.00%U62142 Furniture & Fixtures Computer 2,029 5,000 5,250 250 5.00%U62143 Furniture & Fixtures Other Furniture 91 500 525 25 5.00%U62146 Furniture & Fixtures Maintenance 6,206 5,000 5,250 250 5.00%

U62147 Material & Supplies - Personal Protective Equipment 0 300 315 15 5.00%

U62148 Material & Supplies - Worksite Safety Equipment 0 300 315 15 5.00%

19,043 20,300 21,315 1,015 5.00%

U61732 Cell Phone Charges 1,029 1,100 1,165 65 5.91%U62200 Training 9,162 3,000 5,000 2,000 66.67%U63100 Contract Services Engineering 5,000 0 0 0 N/AU63200 Contract Services Accounting 35,842 5,000 0 (5,000) -100.00%U63202 Assistance Program 10,831 16,000 16,000 0 0.00%U63300 Contract Services Legal 139,846 10,000 10,000 0 0.00%U63532 Contract Services Testing 33,756 50,000 50,000 0 0.00%U64005 Bond Issuance Cost 05 17,447 17,446 17,446 0 0.00%U64011 Bond Issuance Cost 2011 0 0 21,900 21,900 N/AU65000 Transportation 7,344 12,548 13,608 1,060 8.45%U66000 Advertising 6,336 3,500 3,675 175 5.00%U66700 Regulatory Commission 0 80,000 0 (80,000) -100.00%U67501 Miscellaneous Expense 0 200 200 0 0.00%

U67510 Miscellaneous Expense - Membership Dues/License 1,180 1,500 1,500 0 0.00%

U67536 Miscellaneous Expense Shipping 1,808 600 630 30 5.00%U67547 Miscellaneous Expense Software 13,922 200 14,000 13,800 6900.00%

283,501 201,094 155,124 (45,970) -22.86%603,012 557,331 498,297 (59,034) -10.59%

U40800 Taxes - FICA 911 913 917 4 0.39%U60100 Salaries & Wages Employees 11,972 11,936 11,981 45 0.38%

Total: SuppliesOther Services and Charges

Total: Other Services and ChargesDepartment Total: 51 - Director

Department: 52 - USBPersonnel Services

ExpendituresFund: 009 - Water

Total: Capital OutlaysDepartment Total: 00 - Default

Department: 51 - DirectorPersonnel Services


Department: 00 - DefaultPersonnel Services

Total: Personnel Services Other Services and Charges


1

CITY OF BLOOMINGTON



Amount2017 Adopted


12,883 12,849 12,898 49 0.38%

U62001 Materials & Supplies General 24,327 25,000 26,250 1,250 5.00%U62044 Materials & Supplies Office Supplies 1,188 2,100 2,205 105 5.00%U62142 Furniture & Fixtures Computer 20 1,312 1,312 0 0.00%U62143 Furniture & Fixtures Other Furniture 20 250 250 0 0.00%U62146 Furniture & Fixtures Maintenance 4,872 25,000 25,000 0 0.00%

U62147 Material & Supplies - Personal Protective Equipment 0 1,000 1,000 0 0.00%

U62148 Material & Supplies - Worksite Safety Equipment 0 4,000 4,000 0 0.00%

30,426 58,662 60,017 1,355 2.31%

U61530 Purchased Power 14,991 19,397 19,397 0 0.00%U61700 Utilities General 3,182 3,200 3,540 340 10.63%U61720 Natural Gas 3,360 3,952 4,000 48 1.21%U61730 Telephone - Land Line & Long Distance 691 1,000 1,000 0 0.00%U61733 Telephone - Other Charges 34,526 29,000 33,000 4,000 13.79%U62200 Training 0 200 200 0 0.00%U63600 Contracted Services - Other 18,653 20,000 20,000 0 0.00%U63701 Contract Services Interdepartmental 268,320 394,000 400,000 6,000 1.52%U63702 Contract Services In Lieu of Taxes 201,502 293,000 324,000 31,000 10.58%U65000 Transportation 2,363 344 400 56 16.28%U65024 Transportation Structures 542 1,000 1,000 0 0.00%U65700 Liability Insurance 89,213 105,000 110,000 5,000 4.76%U65900 Insurance Other Deductibles 903 12,000 12,000 0 0.00%U66000 Advertising 0 200 200 0 0.00%U67501 Miscellaneous Expense 5,369 7,000 7,000 0 0.00%

U67510 Miscellaneous Expense - Membership Dues/License 0 1,500 1,500 0 0.00%

U67536 Miscellaneous Expense Shipping 0 100 100 0 0.00%U67547 Miscellaneous Expense Software 9,344 5,000 15,000 10,000 200.00%

652,958 895,893 952,337 56,444 6.30%696,268 967,404 1,025,252 57,848 5.98%

U40800 Taxes - FICA 12,414 13,993 13,898 (95) -0.68%U60100 Salaries & Wages Employees 170,595 182,282 181,202 (1,080) -0.59%U60200 OT Salary & Wages 0 250 500 250 99.99%U60400 Employee Pensions & Benefits 71,818 76,603 77,188 585 0.76%

254,827 273,128 272,788 (340) -0.12%

U62001 Materials & Supplies General 4 0 0 0 N/AU62043 Materials & Supplies Office Furniture 0 250 250 0 0.00%U62044 Materials & Supplies Office Supplies 548 1,000 1,000 0 0.00%U62142 Furniture & Fixtures Computer 329 2,352 2,352 0 0.00%U62146 Furniture & Fixtures Maintenance 570 600 600 0 0.00%

1,451 4,202 4,202 0 0.00%

U62200 Training 201 400 700 300 75.00%U63200 Contract Services Accounting 6,418 3,500 3,500 0 0.00%U66000 Advertising 48 0 100 100 N/AU67501 Miscellaneous Expense 212 0 200 200 N/AU67536 Miscellaneous Expense Shipping 207 500 500 0 0.00%

7,085 4,400 5,000 600 13.64%263,363 281,730 281,990 260 0.09%

U40800 Taxes - FICA 3,916 4,692 4,638 (54) -1.16%

Total: Other Services and ChargesDepartment Total: 53 - Accounting

Department: 54 - Billings & CollectionsPersonnel Services

Department: 53 - AccountingPersonnel Services





Total: Other Services and ChargesDepartment Total: 52 - USB

2

CITY OF BLOOMINGTON



Amount2017 Adopted


U60100 Salaries & Wages Employees 52,766 60,658 60,024 (634) -1.05%U60200 OT Salary & Wages 0 300 600 300 100.03%U60400 Employee Pensions & Benefits 26,790 31,292 29,089 (2,203) -7.04%

83,472 96,943 94,351 (2,592) -2.67%

U62001 Materials & Supplies General 0 0 50 50 N/AU62040 Materials & Supplies Statements 58,060 62,000 65,090 3,090 4.98%U62044 Materials & Supplies Office Supplies 3,869 8,000 8,000 0 0.00%U62142 Furniture & Fixtures Computer 817 1,312 2,500 1,188 90.55%U62146 Furniture & Fixtures Maintenance 240 300 315 15 5.00%

62,985 71,612 75,955 4,343 6.06%

U62200 Training 0 0 1,240 1,240 N/AU66000 Advertising 0 50 50 0 0.00%U66900 Cash Over Short (22) 0 0 0 N/AU67000 Bad Debt 10,649 7,000 11,000 4,000 57.14%U67501 Miscellaneous Expense 68,653 62,000 90,000 28,000 45.16%U67536 Miscellaneous Expense Shipping 4,584 5,000 5,250 250 5.00%

83,864 74,050 107,540 33,490 45.23%230,321 242,605 277,846 35,241 14.53%

U40800 Taxes - FICA 4,953 5,846 5,786 (60) -1.02%U60100 Salaries & Wages Employees 68,084 75,523 74,832 (691) -0.92%U60200 OT Salary & Wages 368 400 800 400 100.01%U60400 Employee Pensions & Benefits 36,259 39,081 39,288 207 0.53%

109,664 120,850 120,706 (144) -0.12%

U62001 Materials & Supplies General 20 150 150 0 0.00%U62040 Materials & Supplies Statements 0 0 600 600 N/AU62044 Materials & Supplies Office Supplies 490 1,500 1,500 0 0.00%U62142 Furniture & Fixtures Computer 814 1,300 1,300 0 0.00%U62143 Furniture & Fixtures Other Furniture 0 0 400 400 N/AU62146 Furniture & Fixtures Maintenance 3,392 200 200 0 0.00%

4,717 3,150 4,150 1,000 31.75%

U62200 Training 0 300 1,540 1,240 413.33%U66000 Advertising 38 100 100 0 0.00%U67501 Miscellaneous Expense 1,296 0 1,000 1,000 N/AU67536 Miscellaneous Expense Shipping 575 250 350 100 40.00%

1,909 650 2,990 2,340 360.00%116,290 124,650 127,846 3,196 2.56%

U40800 Taxes - FICA 7,185 7,785 7,711 (75) -0.96%U60100 Salaries & Wages Employees 96,690 96,530 95,796 (734) -0.76%U60200 OT Salary & Wages 3,094 3,500 5,000 1,500 42.86%U60400 Employee Pensions & Benefits 45,916 48,280 48,570 290 0.60%

152,885 156,096 157,077 981 0.63%

U62001 Materials & Supplies General 1,826 900 4,000 3,100 344.44%U62044 Materials & Supplies Office Supplies 311 500 600 100 20.00%U62142 Furniture & Fixtures Computer 24 1,000 1,312 312 31.20%U62143 Furniture & Fixtures Other Furniture 0 200 200 0 0.00%U62146 Furniture & Fixtures Maintenance 217 200 400 200 100.00%



Department: 56 - PurchasingPersonnel Services




Total: Other Services and ChargesDepartment Total: 55 - Customer Relations


Total: Other Services and ChargesDepartment Total: 54 - Billings & Collections

Department: 55 - Customer RelationsPersonnel Services


3

CITY OF BLOOMINGTON



Amount2017 Adopted


2,378 3,000 6,712 3,712 123.73%

U61732 Cell Phone Charges 378 480 480 0 0.00%U61734 Pager Expenditures 21 50 30 (20) -40.00%U62200 Training 79 300 1,970 1,670 556.67%U65000 Transportation 1,563 2,847 3,300 453 15.91%U66000 Advertising 0 100 100 0 0.00%U67501 Miscellaneous Expense 500 40 100 60 150.00%

U67510 Miscellaneous Expense - Membership Dues/License 594 250 600 350 140.00%

U67536 Miscellaneous Expense Shipping 5 50 50 0 0.00%U67550 Inventory Cycle Count Adj 13,277 0 0 0 N/A

16,417 4,117 6,630 2,513 61.04%171,680 163,213 170,419 7,206 4.42%


93,063 124,162 126,380 2,217 1.79%

U62044 Materials & Supplies Office Supplies 148 150 160 10 6.67%U62142 Furniture & Fixtures Computer 24 1,312 400 (912) -69.51%U62146 Furniture & Fixtures Maintenance 0 0 360 360 N/A

172 1,462 920 (542) -37.07%

U61732 Cell Phone Charges 133 150 150 0 0.00%U62200 Training 0 0 360 360 N/AU66000 Advertising 0 100 100 0 0.00%U67501 Miscellaneous Expense 0 0 80 80 N/A

133 250 690 440 176.00%93,369 125,874 127,990 2,115 1.68%

U40800 Taxes - FICA 46,806 55,232 53,853 (1,379) -2.50%U60100 Salaries & Wages Employees 557,557 639,084 623,959 (15,125) -2.37%U60200 OT Salary & Wages 95,254 75,000 80,000 5,000 6.67%U60400 Employee Pensions & Benefits 246,480 260,102 271,250 11,149 4.29%

946,097 1,029,417 1,029,062 (355) -0.03%

U61000 Purchased Water 170,711 185,000 186,996 1,996 1.08%U61814 Chemicals Miscellaneous 11,189 9,800 10,290 490 5.00%U61815 Chemicals Alum 269,095 275,000 288,750 13,750 5.00%U61816 Chemicals Fluoride HFS 32,061 30,000 31,500 1,500 5.00%U61817 Chemicals Polymer 64,945 40,000 42,000 2,000 5.00%U61818 Chemicals Potassium Permangana 2,513 0 5,000 5,000 N/AU61820 Chemicals Sodium Bisulfite 2,662 1,200 1,260 60 5.00%U61822 Chemicals Aqua Ammonia 45,142 25,000 26,250 1,250 5.00%U61823 Chemicals Sodium Hypochlorite 148,656 132,000 138,600 6,600 5.00%U61824 Chemicals Sodium Hydroxide 133,235 145,000 152,250 7,250 5.00%U62001 Materials & Supplies General 31,482 12,000 12,600 600 5.00%U62024 Materials & Supplies Structures 7,472 20,000 21,000 1,000 5.00%U62026 Materials & Supplies Pumps 14,104 10,000 10,500 500 5.00%U62032 Materials & Supplies Treatment 76,087 63,000 75,000 12,000 19.05%U62044 Materials & Supplies Office Supplies 2,441 1,500 1,575 75 5.00%U62142 Furniture & Fixtures Computer 2,671 3,280 3,280 0 0.00%U62143 Furniture & Fixtures Other Furniture 1,481 0 1,500 1,500 N/AU62146 Furniture & Fixtures Maintenance 16,205 5,000 5,000 0 0.00%



Total: Other Services and ChargesDepartment Total: 58 - Communications

Department: 61 - Monroe WTPPersonnel Services

Total: Other Services and ChargesDepartment Total: 56 - Purchasing

Department: 58 - CommunicationsPersonnel Services



4

CITY OF BLOOMINGTON



Amount2017 Adopted




1,032,150 963,780 1,019,351 55,571 5.77%

U61531 Purchased Power Pumping 568,050 630,000 630,000 0 0.00%U61532 Purchased Power Treatment 179,193 202,500 202,500 0 0.00%U61700 Utilities General 60 100 100 0 0.00%U61720 Natural Gas 10,962 16,000 16,800 800 5.00%U61732 Cell Phone Charges 1,394 650 950 300 46.15%U61733 Telephone - Other Charges 3,400 4,000 4,000 0 0.00%U61734 Pager Expenditures 18 25 25 0 0.00%U62200 Training 1,875 10,000 10,000 0 0.00%U63532 Contract Services Testing 18,103 22,000 23,500 1,500 6.82%U65000 Transportation 17,759 40,680 22,000 (18,680) -45.92%U65024 Transportation Structures 854 2,300 1,000 (1,300) -56.52%U66000 Advertising 0 300 300 0 0.00%U67501 Miscellaneous Expense 2,027 1,500 1,675 175 11.67%


U67536 Miscellaneous Expense Shipping 1,395 1,200 1,500 300 25.00%U67547 Miscellaneous Expense Software 0 2,000 2,000 0 0.00%

805,090 933,755 916,850 (16,905) -1.81%2,783,338 2,926,952 2,965,263 38,311 1.31%

U62024 Materials & Supplies Structures 157 0 0 0 N/A157 0 0 0 0.00%

U61532 Purchased Power Treatment 674 700 700 0 0.00%674 700 700 0 0.00%831 700 700 0 0.00%


106,082 114,273 118,091 3,818 3.34%

U61814 Chemicals Miscellaneous 7,333 8,000 8,400 400 5.00%U62001 Materials & Supplies General 22,102 19,000 19,800 800 4.21%U62032 Materials & Supplies Treatment 5,664 7,000 7,400 400 5.71%



35,099 37,000 38,600 1,600 4.32%

U62200 Training 0 200 200 0 0.00%U63532 Contract Services Testing 26,455 18,000 18,900 900 5.00%U67536 Miscellaneous Expense Shipping 371 250 400 150 60.00%

26,826 18,450 19,500 1,050 5.69%168,007 169,723 176,191 6,468 3.81%

U40800 Taxes - FICA 51,473 59,219 61,847 2,628 4.44%U60100 Salaries & Wages Employees 701,421 766,993 788,481 21,488 2.80%

Total: Other Services and ChargesDepartment Total: 66 - Laboratory

Department: 71 - Transmission & DistributionPersonnel Services

Department: 66 - LaboratoryPersonnel Services



Department: 62 - Griffy LakeSupplies


Total: Other Services and ChargesDepartment Total: 62 - Griffy Lake


Total: Other Services and ChargesDepartment Total: 61 - Monroe WTP

5

CITY OF BLOOMINGTON



Amount2017 Adopted


U60200 OT Salary & Wages 14,872 18,000 20,004 2,004 11.13%U60400 Employee Pensions & Benefits 328,402 352,097 360,319 8,222 2.34%

1,096,167 1,196,309 1,230,650 34,342 2.87%

U62001 Materials & Supplies General 44,786 30,000 50,000 20,000 66.67%U62020 Materials & Supplies Lines 165,142 160,000 168,000 8,000 5.00%U62021 Materials & Supplies Services 189,564 165,000 177,000 12,000 7.27%U62023 Materials & Supplies Hydrants 42,940 50,000 52,500 2,500 5.00%U62044 Materials & Supplies Office Supplies 789 1,100 1,150 50 4.55%U62142 Furniture & Fixtures Computer 686 1,500 1,575 75 5.00%U62143 Furniture & Fixtures Other Furniture 0 300 0 (300) -100.00%U62146 Furniture & Fixtures Maintenance 485 500 525 25 5.00%



444,391 418,400 460,750 42,350 10.12%

U61732 Cell Phone Charges 2,965 1,500 3,000 1,500 100.00%U61733 Telephone - Other Charges 0 250 0 (250) -100.00%U61734 Pager Expenditures 199 400 320 (80) -20.00%U62200 Training 248 2,000 3,000 1,000 50.00%U65020 Transportation Lines 83,118 100,000 105,000 5,000 5.00%U65024 Transportation Structures 0 300 0 (300) -100.00%U66000 Advertising 43 200 200 0 0.00%U67501 Miscellaneous Expense 309 1,700 1,000 (700) -41.18%


U67536 Miscellaneous Expense Shipping 118 300 300 0 0.00%U67545 Miscellaneous Expense Tanks 5,421 10,500 11,000 500 4.76%U67547 Miscellaneous Expense Software 0 350 0 (350) -100.00%

92,510 118,000 124,320 6,320 5.36%1,633,069 1,732,709 1,815,720 83,012 4.79%

U60100 Salaries & Wages Employees (3,528) 0 0 0 N/A(3,528) 0 0 0 0.00%

U62001 Materials & Supplies General 217 2,000 2,100 100 5.00%U62024 Materials & Supplies Structures 1,162 10,000 10,500 500 5.00%U62026 Materials & Supplies Pumps 9,829 13,000 13,650 650 5.00%U62044 Materials & Supplies Office Supplies 0 50 50 0 0.00%U62046 Materials & Supplies Maintenance 0 2,500 2,625 125 5.00%U62146 Furniture & Fixtures Maintenance 1,256 500 525 25 5.00%



12,464 29,550 30,950 1,400 4.74%

U61530 Purchased Power 330,233 346,282 355,000 8,718 2.52%U61720 Natural Gas 663 320 900 580 181.25%U61732 Cell Phone Charges 584 500 525 25 5.00%

331,479 347,102 356,425 9,323 2.69%340,415 376,652 387,375 10,723 2.85%

U40800 Taxes - FICA 15,222 17,170 17,572 401 2.34%U60100 Salaries & Wages Employees 207,405 216,964 222,686 5,722 2.64%

Department: 75 - MetersPersonnel Services



Total: Other Services and ChargesDepartment Total: 73 - Booster & Lift Stations


Total: Other Services and ChargesDepartment Total: 71 - Transmission & Distribution

Department: 73 - Booster & Lift StationsPersonnel Services


6

CITY OF BLOOMINGTON



Amount2017 Adopted


U60200 OT Salary & Wages 3,286 7,000 7,001 1 0.01%U60400 Employee Pensions & Benefits 97,742 105,146 106,839 1,693 1.61%

323,655 346,280 354,097 7,817 2.26%

U62001 Materials & Supplies General 3,633 4,000 4,000 0 0.00%U62022 Materials & Supplies Meters 50,317 70,000 55,000 (15,000) -21.43%U62044 Materials & Supplies Office Supplies 157 1,000 400 (600) -60.00%U62142 Furniture & Fixtures Computer 0 560 800 240 42.86%U62146 Furniture & Fixtures Maintenance 824 0 1,000 1,000 N/A

U62147 Material & Supplies - Personal Protective Equipment 0 1,000 300 (700) -70.00%

U62148 Material & Supplies - Worksite Safety Equipment 0 1,000 300 (700) -70.00%

54,930 77,560 61,800 (15,760) -20.32%

U61732 Cell Phone Charges 266 100 300 200 200.00%U61734 Pager Expenditures 7 75 10 (65) -86.67%U62200 Training 1,151 100 1,500 1,400 1400.00%U65022 Transportation Meter 15,687 25,000 25,000 0 0.00%U66000 Advertising 79 150 150 0 0.00%U67501 Miscellaneous Expense 0 50 0 (50) -100.00%


U67536 Miscellaneous Expense Shipping 95 100 110 10 10.00%U67547 Miscellaneous Expense Software 0 750 750 0 0.00%

17,375 26,475 27,970 1,495 5.65%395,960 450,315 443,867 (6,448) -1.43%

U40800 Taxes - FICA 23,414 27,004 26,775 (228) -0.85%U60100 Salaries & Wages Employees 332,533 347,624 345,033 (2,591) -0.75%U60200 OT Salary & Wages 736 1,000 5,001 4,001 400.06%U60400 Employee Pensions & Benefits 136,846 150,713 151,875 1,162 0.77%

493,529 526,340 528,684 2,343 0.45%

U62001 Materials & Supplies General 1,140 1,200 1,500 300 25.00%U62025 Materials & Supplies Equipment 64 200 200 0 0.00%U62044 Materials & Supplies Office Supplies 1,038 1,500 1,500 0 0.00%U62142 Furniture & Fixtures Computer 1,628 3,744 3,744 0 0.00%U62146 Furniture & Fixtures Maintenance 2,572 2,000 2,500 500 25.00%



6,442 9,244 10,044 800 8.65%

U61732 Cell Phone Charges 2,820 2,500 3,200 700 28.00%U61733 Telephone - Other Charges 0 100 0 (100) -100.00%U62200 Training 1,261 3,000 7,100 4,100 136.67%U63100 Contract Services Engineering 5,599 8,200 10,000 1,800 21.95%U63600 Contracted Services - Other 7,500 2,600 7,500 4,900 188.46%U65000 Transportation 10,532 18,080 13,000 (5,080) -28.10%U66000 Advertising 38 0 100 100 N/A

U67510 Miscellaneous Expense - Membership Dues/License 1,653 1,000 1,750 750 75.00%

U67536 Miscellaneous Expense Shipping 160 400 400 0 0.00%U67547 Miscellaneous Expense Software 0 15,000 15,000 0 0.00%

29,563 50,880 58,050 7,170 14.09%529,534 586,464 596,778 10,313 1.76%

Fund: 010 - Wastewater


Total: Other Services and ChargesDepartment Total: 92 - Engineering

Total: Other Services and ChargesDepartment Total: 75 - Meters

Department: 92 - EngineeringPersonnel Services




7

CITY OF BLOOMINGTON



Amount2017 Adopted


U42705 Interest Expense Capital Lease 25,676 17,870 11,352 (6,518) -36.47%U42709 Interest Expense Bond Issue 03 70,878 71,500 71,000 (500) -0.70%U42720 Extensions & Replacements 0 4,584,855 5,202,812 617,957 13.48%

96,554 4,674,225 5,285,164 610,939 13.07%

U40300 Depreciation 3,428,930 0 0 0 N/A3,428,930 0 0 0 0.00%3,525,484 4,674,225 5,285,164 610,939 13.07%

U40800 Taxes - FICA 26,542 32,533 33,299 766 2.35%U60100 Salaries & Wages Employees 372,403 424,243 434,181 9,938 2.34%U60200 OT Salary & Wages 41 1,000 1,000 (0) 0.00%U60400 Employee Pensions & Benefits 132,755 156,250 148,525 (7,724) -4.94%

531,740 614,025 617,005 2,980 0.49%

U62001 Materials & Supplies General 7,021 3,500 5,000 1,500 42.86%U62044 Materials & Supplies Office Supplies 1,101 2,000 2,200 200 10.00%U62142 Furniture & Fixtures Computer 2,953 2,808 7,875 5,067 180.45%U62143 Furniture & Fixtures Other Furniture 366 1,200 1,200 0 0.00%U62146 Furniture & Fixtures Maintenance 36,406 5,000 5,250 250 5.00%



47,846 16,008 23,025 7,017 43.83%

U61732 Cell Phone Charges 1,543 1,500 1,750 250 16.67%U61733 Telephone - Other Charges 0 200 0 (200) -100.00%U62200 Training 8,708 14,000 17,000 3,000 21.43%U63100 Contract Services Engineering 750 8,000 0 (8,000) -100.00%U63200 Contract Services Accounting 32,761 10,000 0 (10,000) -100.00%U63202 Assistance Program 15,693 24,000 24,000 0 0.00%U63300 Contract Services Legal 0 5,000 5,000 0 0.00%U63532 Contract Services Testing 22,197 15,000 25,000 10,000 66.67%U64005 Bond Issuance Cost 05 30,866 30,865 30,865 0 0.00%U65000 Transportation 11,015 16,200 20,412 4,212 26.00%U66000 Advertising 6,586 1,000 1,050 50 5.00%U67501 Miscellaneous Expense 375 300 300 0 0.00%


U67536 Miscellaneous Expense Shipping 2,823 2,200 2,500 300 13.64%U67547 Miscellaneous Expense Software 22,832 2,000 21,000 19,000 950.00%

156,543 131,765 150,377 18,612 14.13%736,130 761,798 790,407 28,609 3.76%

U40800 Taxes - FICA 1,366 1,370 1,375 5 0.35%U60100 Salaries & Wages Employees 17,958 17,904 17,971 67 0.37%

19,324 19,274 19,345 71 0.37%

U62001 Materials & Supplies General 42,214 38,000 39,375 1,375 3.62%U62044 Materials & Supplies Office Supplies 1,782 3,000 3,150 150 5.00%U62142 Furniture & Fixtures Computer 30 1,968 1,968 0 0.00%U62143 Furniture & Fixtures Other Furniture 29 360 360 0 0.00%U62146 Furniture & Fixtures Maintenance 6,957 37,500 37,500 0 0.00%

Personnel Services


Department: 51 - DirectorPersonnel Services



Department: 00 - DefaultOther Services and Charges


Total: Capital OutlaysDepartment Total: 00 - Default

Total: Other Services and ChargesDepartment Total: 51 - Director

Department: 52 - USB

8

CITY OF BLOOMINGTON



Amount2017 Adopted




51,012 87,828 89,353 1,525 1.74%

U61530 Purchased Power 22,486 22,500 23,625 1,125 5.00%U61700 Utilities General 3,454 4,100 4,305 205 5.00%U61720 Natural Gas 5,040 7,700 8,085 385 5.00%U61730 Telephone - Land Line & Long Distance 984 1,500 1,500 0 0.00%U61733 Telephone - Other Charges 51,789 42,000 49,500 7,500 17.86%U62200 Training 0 600 300 (300) -50.00%U63600 Contracted Services - Other 27,979 36,000 36,000 0 0.00%U63701 Contract Services Interdepartmental 647,728 591,000 600,000 9,000 1.52%U63702 Contract Services In Lieu of Taxes 495,226 375,000 400,000 25,000 6.67%U65000 Transportation 3,545 600 600 0 0.00%U65024 Transportation Structures 812 1,600 1,600 0 0.00%U65700 Liability Insurance 106,064 120,000 120,000 0 0.00%U65900 Insurance Other Deductibles 1,354 12,000 12,000 0 0.00%U66000 Advertising 0 300 300 0 0.00%U67501 Miscellaneous Expense 8,654 10,000 10,500 500 5.00%


U67536 Miscellaneous Expense Shipping 0 200 200 0 0.00%U67547 Miscellaneous Expense Software 14,016 7,500 22,500 15,000 200.00%

1,389,132 1,232,900 1,291,315 58,415 4.74%1,459,468 1,340,002 1,400,013 60,011 4.48%

U40800 Taxes - FICA 18,620 20,397 20,872 475 2.33%U60100 Salaries & Wages Employees 255,892 265,611 271,804 6,193 2.33%U60200 OT Salary & Wages 0 1,000 1,000 0 0.02%U60400 Employee Pensions & Benefits 107,727 114,939 115,818 879 0.77%

382,239 401,947 409,494 7,548 1.88%

U62044 Materials & Supplies Office Supplies 822 1,600 1,680 80 5.00%U62142 Furniture & Fixtures Computer 494 3,528 3,528 0 0.00%U62146 Furniture & Fixtures Maintenance 855 900 945 45 5.00%

2,170 6,028 6,153 125 2.07%

U62200 Training 262 600 1,050 450 75.00%U63200 Contract Services Accounting 3,030 9,000 110,000 101,000 1122.22%U66000 Advertising 72 0 150 150 N/AU67501 Miscellaneous Expense 317 0 300 300 N/AU67536 Miscellaneous Expense Shipping 311 800 750 (50) -6.25%U67547 Miscellaneous Expense Software 0 300 300 0 0.00%

3,992 10,700 112,550 101,850 951.87%388,401 418,675 528,197 109,523 26.16%

U40800 Taxes - FICA 5,874 6,793 6,918 126 1.85%U60100 Salaries & Wages Employees 79,149 88,388 90,036 1,648 1.86%U60200 OT Salary & Wages 0 400 400 0 0.03%U60400 Employee Pensions & Benefits 40,185 46,865 43,562 (3,303) -7.05%

125,208 142,446 140,916 (1,530) -1.07%

U62001 Materials & Supplies General 0 50 75 25 50.00%U62040 Materials & Supplies Statements 87,090 87,185 95,220 8,035 9.22%U62044 Materials & Supplies Office Supplies 5,803 10,000 12,000 2,000 20.00%

Department: 54 - Billings & CollectionsPersonnel Services




Total: Other Services and ChargesDepartment Total: 53 - Accounting


Total: Other Services and ChargesDepartment Total: 52 - USB

Department: 53 - AccountingPersonnel Services

9

CITY OF BLOOMINGTON



Amount2017 Adopted


U62142 Furniture & Fixtures Computer 1,225 1,968 3,500 1,532 77.85%U62146 Furniture & Fixtures Maintenance 360 2,000 475 (1,525) -76.25%

94,478 101,203 111,270 10,067 9.95%

U62200 Training 0 0 1,860 1,860 N/AU66000 Advertising 0 75 75 0 0.00%U66900 Cash Over Short (33) 0 0 0 N/AU67000 Bad Debt 9,572 0 11,000 11,000 N/AU67501 Miscellaneous Expense 106,959 99,000 135,000 36,000 36.36%U67536 Miscellaneous Expense Shipping 6,876 8,000 8,000 0 0.00%

123,374 107,075 155,935 48,860 45.63%343,060 350,724 408,121 57,397 16.37%

U40800 Taxes - FICA 7,429 8,511 8,679 168 1.97%U60100 Salaries & Wages Employees 102,126 110,048 112,248 2,200 2.00%U60200 OT Salary & Wages 552 1,201 1,200 (1) -0.07%U60400 Employee Pensions & Benefits 54,389 58,619 58,932 313 0.53%

164,496 178,379 181,059 2,680 1.50%

U62001 Materials & Supplies General 31 200 225 25 12.50%U62040 Materials & Supplies Statements 0 750 0 (750) -100.00%U62044 Materials & Supplies Office Supplies 1,236 4,500 4,750 250 5.56%U62142 Furniture & Fixtures Computer 1,221 1,800 1,950 150 8.33%U62146 Furniture & Fixtures Maintenance 5,095 300 300 0 0.00%

7,581 7,550 7,225 (325) -4.30%

U62200 Training 0 300 2,310 2,010 670.00%U66000 Advertising 57 150 150 0 0.00%U67501 Miscellaneous Expense 1,944 0 0 0 N/AU67536 Miscellaneous Expense Shipping 863 350 525 175 50.00%

2,864 800 2,985 2,185 273.13%174,941 186,729 191,269 4,540 2.43%

U40800 Taxes - FICA 10,777 11,370 11,605 235 2.06%U60100 Salaries & Wages Employees 145,036 140,622 143,694 3,072 2.18%U60200 OT Salary & Wages 4,641 5,500 8,000 2,500 45.46%U60400 Employee Pensions & Benefits 68,874 72,491 72,927 436 0.60%

229,328 229,983 236,226 6,243 2.71%

U62001 Materials & Supplies General 816 750 6,000 5,250 700.00%U62044 Materials & Supplies Office Supplies 467 1,154 900 (254) -22.01%U62142 Furniture & Fixtures Computer 37 1,968 1,968 0 0.00%U62146 Furniture & Fixtures Maintenance 331 300 600 300 100.00%



1,651 4,622 9,918 5,296 114.58%

U61732 Cell Phone Charges 568 700 720 20 2.86%U61733 Telephone - Other Charges 0 450 0 (450) -100.00%U61734 Pager Expenditures 32 150 45 (105) -70.00%U62200 Training 79 300 2,955 2,655 885.00%U65000 Transportation 2,186 3,825 3,950 125 3.27%U66000 Advertising 0 0 150 150 N/AU67501 Miscellaneous Expense 12 60 150 90 150.00%




Total: Other Services and ChargesDepartment Total: 55 - Customer Relations

Department: 56 - PurchasingPersonnel Services

Total: Other Services and ChargesDepartment Total: 54 - Billings & Collections

Department: 55 - Customer RelationsPersonnel Services



10

CITY OF BLOOMINGTON



Amount2017 Adopted




4,304 5,760 8,945 3,185 55.30%235,284 240,365 255,089 14,724 6.13%

U61532 Purchased Power Treatment 213 180 240 60 33.33%U63300 Contract Services Legal 50 5,000 5,000 0 0.00%U63532 Contract Services Testing 2,103 10,000 10,000 0 0.00%U67536 Miscellaneous Expense Shipping 7 0 100 100 N/A

2,373 15,180 15,340 160 1.05%2,373 15,180 15,340 160 1.05%


139,595 183,332 189,571 6,239 3.40%

U62044 Materials & Supplies Office Supplies 222 150 240 90 60.00%U62142 Furniture & Fixtures Computer 37 500 600 100 20.00%U62146 Furniture & Fixtures Maintenance 0 500 540 40 8.00%

258 1,150 1,380 230 20.00%

U61732 Cell Phone Charges 200 200 210 10 5.00%U62200 Training 0 0 540 540 N/AU66000 Advertising 0 200 200 0 0.00%U67501 Miscellaneous Expense 0 150 120 (30) -20.00%

200 550 1,070 520 94.55%140,054 185,032 192,021 6,989 3.78%

U40800 Taxes - FICA 43,234 49,535 50,526 991 2.00%U60100 Salaries & Wages Employees 524,551 547,515 560,474 12,959 2.37%U60200 OT Salary & Wages 89,899 90,000 100,000 10,000 11.11%U60400 Employee Pensions & Benefits 245,341 263,235 265,075 1,840 0.70%

903,025 950,286 976,076 25,790 2.71%

U61809 Chemicals Lime 0 400 0 (400) -100.00%U61814 Chemicals Miscellaneous 6,672 8,500 8,925 425 5.00%U61817 Chemicals Polymer 13,226 10,800 11,340 540 5.00%U62001 Materials & Supplies General 61,617 45,500 47,500 2,000 4.40%U62024 Materials & Supplies Structures 43,887 40,000 42,000 2,000 5.00%U62032 Materials & Supplies Treatment 68,834 70,000 73,500 3,500 5.00%U62044 Materials & Supplies Office Supplies 305 1,500 1,575 75 5.00%U62045 Materials & Supplies Tanks 416 1,000 1,050 50 5.00%U62142 Furniture & Fixtures Computer 122 6,560 6,560 0 0.00%U62143 Furniture & Fixtures Other Furniture 201 1,000 1,000 0 0.00%U62146 Furniture & Fixtures Maintenance 1,118 3,200 3,200 0 0.00%



196,398 194,460 202,650 8,190 4.21%

U61125 Transportation Sludge Removal 85,341 55,008 61,108 6,100 11.09%

Department: 64 - Blucher Poole WWTPPersonnel Services





Total: Other Services and ChargesDepartment Total: 58 - Communications

Department: 57 - Environmental ServicesOther Services and Charges

Total: Other Services and ChargesDepartment Total: 57 - Environmental Services

Department: 58 - CommunicationsPersonnel Services

Total: Other Services and ChargesDepartment Total: 56 - Purchasing

11

CITY OF BLOOMINGTON



Amount2017 Adopted


U61132 Sludge Treatment Removal 0 4,000 0 (4,000) -100.00%U61146 Sludge Removal Maintenance 0 1,000 0 (1,000) -100.00%U61531 Purchased Power Pumping 9,577 0 24,000 24,000 N/AU61532 Purchased Power Treatment 86,197 60,000 210,000 150,000 250.00%U61700 Utilities General 95,085 83,853 88,040 4,187 4.99%U61720 Natural Gas 17,391 26,500 26,500 0 0.00%U61732 Cell Phone Charges 648 600 650 50 8.33%U61733 Telephone - Other Charges 3,451 4,000 4,200 200 5.00%U61734 Pager Expenditures 0 50 0 (50) -100.00%U62200 Training 900 15,000 15,000 0 0.00%U63532 Contract Services Testing 9,500 18,000 18,000 0 0.00%U65000 Transportation 32,279 57,150 57,150 0 0.00%U65024 Transportation Structures 2,158 10,000 4,000 (6,000) -60.00%U67501 Miscellaneous Expense 1,457 2,000 2,100 100 5.00%U67536 Miscellaneous Expense Shipping 83 300 300 0 0.00%

344,067 337,461 511,048 173,587 51.44%1,443,489 1,482,207 1,689,774 207,567 14.00%


1,381,315 1,387,293 1,407,502 20,209 1.46%

U61804 Chemicals Chlorine 0 50 50 0 0.00%U61809 Chemicals Lime 0 500 0 (500) -100.00%U61814 Chemicals Miscellaneous 2,311 1,000 1,050 50 5.00%U61817 Chemicals Polymer 24,279 28,800 30,240 1,440 5.00%U61820 Chemicals Sodium Bisulfite 12,699 18,000 18,900 900 5.00%U61823 Chemicals Sodium Hypochlorite 38,289 29,000 30,450 1,450 5.00%U61830 Chemicals - Sodium Aluminate 99,602 110,000 115,500 5,500 5.00%U62001 Materials & Supplies General 40,328 35,100 43,200 8,100 23.08%U62024 Materials & Supplies Structures 52,131 43,000 45,500 2,500 5.81%U62032 Materials & Supplies Treatment 172,438 147,000 154,350 7,350 5.00%U62044 Materials & Supplies Office Supplies 1,397 2,000 2,100 100 5.00%U62045 Materials & Supplies Tanks 0 20,000 21,000 1,000 5.00%U62142 Furniture & Fixtures Computer 4,915 6,560 6,560 0 0.00%U62143 Furniture & Fixtures Other Furniture 526 600 630 30 5.00%U62146 Furniture & Fixtures Maintenance 7,153 5,000 5,500 500 10.00%



456,068 454,610 483,030 28,420 6.25%

U61125 Transportation Sludge Removal 212,868 280,500 285,000 4,500 1.60%U61132 Sludge Treatment Removal 7,932 9,000 9,000 0 0.00%U61146 Sludge Removal Maintenance 0 650 650 0 0.00%U61531 Purchased Power Pumping 75,559 87,048 87,048 0 0.00%U61532 Purchased Power Treatment 680,027 810,000 810,000 0 0.00%U61700 Utilities General 11,468 18,600 18,600 0 0.00%U61720 Natural Gas 21,058 31,000 31,000 0 0.00%U61732 Cell Phone Charges 2,418 2,200 2,310 110 5.00%U61733 Telephone - Other Charges 2,860 3,500 3,200 (300) -8.57%U61734 Pager Expenditures 18 200 25 (175) -87.50%U62200 Training 2,981 15,000 15,000 0 0.00%U63532 Contract Services Testing 27,492 35,000 35,000 0 0.00%U65000 Transportation 55,463 81,180 81,180 0 0.00%


Total: Other Services and ChargesDepartment Total: 64 - Blucher Poole WWTP

Department: 65 - Dillman Road WWTPPersonnel Services


12

CITY OF BLOOMINGTON



Amount2017 Adopted


U65024 Transportation Structures 7,108 13,500 13,500 0 0.00%U66000 Advertising 0 100 150 50 50.00%U67501 Miscellaneous Expense 6,499 6,200 6,500 300 4.84%


U67536 Miscellaneous Expense Shipping 386 1,800 1,800 0 0.00%U67547 Miscellaneous Expense Software 1,350 1,200 1,200 0 0.00%

1,115,705 1,396,778 1,401,263 4,485 0.32%2,953,088 3,238,681 3,291,795 53,114 1.64%


159,123 166,302 169,826 3,524 2.12%

U61814 Chemicals Miscellaneous 5,484 6,000 6,300 300 5.00%U62001 Materials & Supplies General 9,055 15,500 16,250 750 4.84%U62032 Materials & Supplies Treatment 2,530 2,000 3,000 1,000 50.00%



17,069 25,500 27,550 2,050 8.04%

U63532 Contract Services Testing 2,803 2,000 3,000 1,000 50.00%U67536 Miscellaneous Expense Shipping 11 200 200 0 0.00%

2,814 2,200 3,200 1,000 45.45%179,006 194,002 200,576 6,574 3.39%

U40800 Taxes - FICA 77,208 86,513 93,158 6,644 7.68%U60100 Salaries & Wages Employees 1,052,133 1,120,126 1,182,721 62,595 5.59%U60200 OT Salary & Wages 22,308 30,000 34,997 4,997 16.66%U60400 Employee Pensions & Benefits 492,603 528,852 541,185 12,333 2.33%

1,644,251 1,765,491 1,852,060 86,569 4.90%

U62001 Materials & Supplies General 62,751 45,000 75,000 30,000 66.67%U62020 Materials & Supplies Lines 77,170 90,000 94,500 4,500 5.00%U62044 Materials & Supplies Office Supplies 1,140 2,000 1,725 (275) -13.75%U62142 Furniture & Fixtures Computer 1,091 4,000 2,363 (1,637) -40.93%U62146 Furniture & Fixtures Maintenance 963 1,000 1,050 50 5.00%



143,115 152,000 184,638 32,638 21.47%

U61732 Cell Phone Charges 4,448 3,000 4,500 1,500 50.00%U61733 Telephone - Other Charges 0 400 0 (400) -100.00%U61734 Pager Expenditures 298 500 480 (20) -4.00%U62200 Training 372 2,000 4,500 2,500 125.00%U65020 Transportation Lines 151,655 319,592 319,592 0 0.00%U65024 Transportation Structures 0 500 0 (500) -100.00%U66000 Advertising 64 300 300 0 0.00%U67501 Miscellaneous Expense 731 1,300 1,300 0 0.00%U67536 Miscellaneous Expense Shipping 518 1,200 500 (700) -58.33%U67547 Miscellaneous Expense Software 0 800 0 (800) -100.00%

Department: 71 - Transmission & DistributionPersonnel Services





Total: Other Services and ChargesDepartment Total: 66 - Laboratory

Total: Other Services and ChargesDepartment Total: 65 - Dillman Road WWTP

Department: 66 - LaboratoryPersonnel Services

13

CITY OF BLOOMINGTON



Amount2017 Adopted


158,086 329,592 331,172 1,580 0.48%1,945,453 2,247,083 2,367,870 120,787 5.38%

U60100 Salaries & Wages Employees (5,292) 0 0 0 N/A(5,292) 0 0 0 0.00%

U62001 Materials & Supplies General 7,009 3,000 8,000 5,000 166.67%U62024 Materials & Supplies Structures 11,457 25,000 30,000 5,000 20.00%U62026 Materials & Supplies Pumps 50,526 58,000 60,900 2,900 5.00%U62046 Materials & Supplies Maintenance 0 3,500 3,500 0 0.00%

68,991 89,500 102,400 12,900 14.41%

U61531 Purchased Power Pumping 85,497 80,000 84,000 4,000 5.00%U61700 Utilities General 237 300 315 15 5.00%U61720 Natural Gas 623 750 785 35 4.67%U61732 Cell Phone Charges 1,334 550 1,400 850 154.55%U67536 Miscellaneous Expense Shipping 0 100 0 (100) -100.00%U67547 Miscellaneous Expense Software 1,848 0 0 0 N/A

89,538 81,700 86,500 4,800 5.88%153,237 171,200 188,900 17,700 10.34%

U40800 Taxes - FICA 22,834 24,797 26,165 1,368 5.52%U60100 Salaries & Wages Employees 311,108 316,129 334,029 17,900 5.66%U60200 OT Salary & Wages 4,929 8,000 8,000 (0) 0.00%U60400 Employee Pensions & Benefits 146,614 157,365 159,906 2,541 1.61%

485,484 506,291 528,099 21,808 4.31%

U62001 Materials & Supplies General 5,161 4,480 6,000 1,520 33.93%U62022 Materials & Supplies Meters 73,460 51,000 82,500 31,500 61.76%U62044 Materials & Supplies Office Supplies 159 1,000 600 (400) -40.00%U62142 Furniture & Fixtures Computer 0 840 1,200 360 42.86%U62146 Furniture & Fixtures Maintenance 1,236 0 1,500 1,500 N/A

U62147 Material & Supplies - Personal Protective Equipment 0 1,000 500 (500) -50.00%

U62148 Material & Supplies - Worksite Safety Equipment 0 1,000 500 (500) -50.00%

80,015 59,320 92,800 33,480 56.44%

U61732 Cell Phone Charges 399 100 450 350 350.00%U61734 Pager Expenditures 11 50 15 (35) -70.00%U62200 Training 1,727 500 2,250 1,750 350.00%U65022 Transportation Meter 23,530 44,500 44,500 0 0.00%U66000 Advertising 118 0 225 225 N/AU67501 Miscellaneous Expense 0 50 0 (50) -100.00%U67536 Miscellaneous Expense Shipping 143 150 175 25 16.67%U67547 Miscellaneous Expense Software 0 1,200 1,200 0 0.00%

25,927 46,550 48,815 2,265 4.87%591,426 612,161 669,714 57,553 9.40%


740,292 771,808 788,766 16,958 2.20%

U62001 Materials & Supplies General 1,710 1,300 2,250 950 73.08%

Department: 92 - EngineeringPersonnel Services




Total: Other Services and ChargesDepartment Total: 75 - Meters


Total: Other Services and ChargesDepartment Total: 73 - Booster & Lift Stations

Department: 75 - MetersPersonnel Services

Total: Other Services and ChargesDepartment Total: 71 - Transmission & Distribution

Department: 73 - Booster & Lift StationsPersonnel Services


14

CITY OF BLOOMINGTON



Amount2017 Adopted


U62025 Materials & Supplies Equipment 96 100 300 200 200.00%U62044 Materials & Supplies Office Supplies 15,453 15,500 2,250 (13,250) -85.48%U62142 Furniture & Fixtures Computer 2,442 4,776 4,776 0 0.00%U62146 Furniture & Fixtures Maintenance 3,814 7,500 3,750 (3,750) -50.00%



23,515 30,076 14,226 (15,850) -52.70%

U61732 Cell Phone Charges 4,229 3,500 4,700 1,200 34.29%U61733 Telephone - Other Charges 0 7,500 0 (7,500) -100.00%U62200 Training 842 2,200 10,650 8,450 384.09%U63100 Contract Services Engineering 1,282 50,000 10,000 (40,000) -80.00%U63600 Contracted Services - Other 0 0 7,500 7,500 N/AU65000 Transportation 15,798 25,256 19,500 (5,756) -22.79%U66000 Advertising 57 0 150 150 N/AU67501 Miscellaneous Expense 0 100 0 (100) -100.00%


U67536 Miscellaneous Expense Shipping 240 600 600 0 0.00%U67547 Miscellaneous Expense Software 0 22,662 22,500 (162) -0.71%

22,898 114,318 78,100 (36,218) -31.68%786,705 916,202 881,092 (35,110) -3.83%

U40800 Taxes - FICA 25,868 32,352 34,798 2,445 7.56%U60100 Salaries & Wages Employees 357,317 407,898 439,869 31,971 7.84%U60200 OT Salary & Wages 5,301 10,000 15,000 5,000 50.00%U60400 Employee Pensions & Benefits 157,741 159,969 164,510 4,541 2.84%

546,227 610,220 654,177 43,957 7.20%

U62001 Materials & Supplies General 29,492 44,000 46,000 2,000 4.55%U62024 Materials & Supplies Structures 102,723 115,000 120,000 5,000 4.35%U62044 Materials & Supplies Office Supplies 295 400 420 20 5.00%U62142 Furniture & Fixtures Computer 0 2,100 2,200 100 4.76%U62143 Furniture & Fixtures Other Furniture 0 200 200 0 0.00%U62146 Furniture & Fixtures Maintenance 90 0 0 0 N/A



132,600 168,700 175,820 7,120 4.22%

U42705 Interest Expense Capital Lease 2,502 2,650 2,650 0 0.00%U42720 Extensions & Replacements 0 694,134 598,262 (95,872) -13.81%U62200 Training 1,320 2,500 8,300 5,800 232.00%U63200 Contract Services Accounting 4,085 0 40,000 40,000 N/AU63202 Assistance Program 892 0 0 0 N/AU65000 Transportation 3,522 7,000 7,000 0 0.00%U65700 Liability Insurance 27,195 25,000 27,000 2,000 8.00%U66000 Advertising 2,472 750 3,500 2,750 366.67%U67000 Bad Debt 2,971 1,600 2,500 900 56.25%U67501 Miscellaneous Expense 97 500 500 0 0.00%



51,069 734,434 690,012 (44,422) -6.05%




ExpendituresDepartment: 81 - Stormwater

Personnel Services

Total: Other Services and ChargesDepartment Total: 92 - Engineering


15

CITY OF BLOOMINGTON



Amount2017 Adopted


U40300 Depreciation 250,523 0 0 0 N/A250,523 0 0 0 0.00%980,418 1,513,354 1,520,009 6,655 0.44%

U26000 Interfund Transfer OUT 26,850 0 0 0 N/A26,850 0 0 0 0.00%26,850 0 0 0 0.00%

U42600 Bond Fees 2,100 3,000 3,000 0 0.00%U42706 Interest Expense State Revolving 356,929 1,156,300 1,157,246 946 0.08%U42710 Interest Expense Bond Issue 06 127,769 572,848 0 (572,848) -100.00%U42712 Interest Expense Bond Issue 2012 374,129 2,024,747 849,261 (1,175,486) -58.06%U42713 Interest Expense Bond Issue 2013 287,648 2,315,537 2,321,156 5,619 0.24%U42715 Interest Expense 2015 Refunding 112,354 0 569,351 569,351 N/AU42717 Interest Expense Bond Issue 2017 0 298,611 228,000 (70,611) -23.65%

1,260,928 6,371,043 5,128,014 (1,243,029) -19.51%1,260,928 6,371,043 5,128,014 (1,243,029) -19.51%

U42600 Bond Fees 850 0 1,500 1,500 N/AU42706 Interest Expense State Revolving 515,756 2,408,374 2,405,905 (2,469) -0.10%U42709 Interest Expense Bond Issue 03 96,863 546,494 567,638 21,144 3.87%U42710 Interest Expense Bond Issue 06 78,893 379,833 0 (379,833) -100.00%U42711 Interest Expense Bond Issue 2011 1,274,677 1,972,850 1,961,625 (11,225) -0.57%U42715 Interest Expense 2015 Refunding 76,380 0 382,739 382,739 N/AU42717 Interest Expense Bond Issue 2017 0 0 131,672 131,672 N/A

$2,043,417.73 $5,307,551.00 $5,451,079.00 $143,528.00 2.70%$2,043,417.73 $5,307,551.00 $5,451,079.00 $143,528.00 2.70%Department Total: 00 - Default

Department Total: 00 - Default

Expenditures

ExpendituresDepartment: 00 - Default


Fund: 029 - Water Sinking

Fund: 020 - Wastewater Sinking


Fund: 019 - Hydrant Meter Expenditures


Total: Other Services and ChargesDepartment Total: 00 - Default



Department Total: 81 - Stormwater

Capital Outlays


16

Wednesday August 16,

2017

Equal Opportunity Employer

_________________________________________________________________________________________________________


From: Amber Gress Skoby, Executive Director


This memo accompanies the proposed Fiscal Year End 09/30/2018 budget for the Bloomington Housing Authority. The Bloomington Housing Authority, also known as the BHA, administers public funds using available resources in a manner which allows the Housing Authority to offer a variety of affordable housing opportunities and supportive services that foster stability and self-sufficiency through creative partnerships while servicing our customers with the highest level of professionalism and respect. Below is a budget overview for each major program area.

Low Income Public Housing – The BHA owns and manages 310 units of Public Housing in three communities: Crestmont, Reverend Butler and Walnut Woods. Funding for the Public Housing program primarily comes from tenant rents collected, non-dwelling rent and operating subsidy received from the U.S. Department of Housing and Urban Development (HUD). The anticipated income from operating subsidy is expected to increase from FY2017 by approximately 7% to $1,119,087. This is due to HUD increasing the operating fund proration level. Total rents collected is estimated at $874,150. Expenses for Public Housing, including administrative costs, maintenance costs, insurance, tenant services, and utilities are budgeted at $2,039,670. Housing Choice Voucher (HCV or Section 8) – The BHA administers 1,284 housing choice vouchers, 80 Veterans Affairs Supportive Housing vouchers and 12 Single Room Occupancy vouchers. The HCV program is primarily funded by HUD via Housing Assistance Payments (HAP) and administrative fees. HAP is the housing subsidy paid to the landlord directly by the BHA on behalf of the participating family. Administrative fees cover the costs of administering the HCV program, including staff salaries and office expenses. For FY18, we expect to receive approximately $8,166,000 in HAP

Equal Opportunity Employer

income and $708,000 in administrative fees. This is similar to FY2017 funding levels. Considering the critical need of rental assistance in our community and that administrative fee proration is at approximately 74%, the HCV program is expect to breakeven.

Capital Fund – The Capital Fund provides funds for the development, financing and modernization of public housing developments and for management improvements. For 2017, $495,307 was received in Capital Funds, an increase of almost 10% from the previous year. This funding is used to pay back a Capital Fund Finance Bond, for the salary of the Capital Assets Manager and for continuing to renovate Public Housing units into 2018.

Family Self-Sufficiency (FSS) – Grant funding for the FSS program remains consistent at around $91,000, which is used to pay salary and benefits for two FSS Coordinators. FSS is a program that enables HCV-assisted families to increase their earned income and reduce their dependency on welfare assistance and rental subsidies. The BHA FSS program maintains 80 participants.

Resident Opportunity and Self-Sufficiency (ROSS) – Grant funding for the Public Housing ROSS program remains consistent at $59,000, which funds one full-time coordinator position, administrative expenses and training costs. The BHA ROSS program has 53 participants.

Central Office Cost Center – The Cost Center acts as a business unit within the BHA that earns income from fees charged to the Public Housing, HCV and Capital Fund programs such as a book keeping fees, asset management fees, property management fees, and program management fees. The Cost Center is expected to earn approximately $592,000 in management fees for FY2018.

Conclusion Thank you for the opportunity to report on the BHA’s programs and FY2018 budget. Despite a challenging federal funding climate for housing authorities, the BHA stands committed to providing safe, decent and affordable housing opportunities. I would be happy to answer any questions about the budget or about our programs. I can be contacted via email at [email protected] or by calling 812-339-3491 extension 124.

mailto:[email protected]

1



From: Doris Sims, HAND Director


This memo accompanies the proposed 2018 budget for the Housing and Neighborhood Development Department.

Why We Exist The Housing and Neighborhood Development Department’s mission is: “To enhance the quality of life for Bloomington residents by developing programs, services, and partnerships with public and private organizations to preserve community character, promote safe and affordable housing and protect neighborhood vitality. The department accomplishes it mission by implementing programs and activities and providing funding for a variety of housing, social service and physical improvement projects and services.

2017 Budget Goal Update Community Service Program Description: Provide funding assistance to social service agencies that provide food, shelter, health and self-sufficiency; housing counseling assistance for clients who are facing foreclosure, eviction or other circumstances impairing occupancy; reverse equity mortgage programs for the elderly.

Housing and Neighborhood Development Department

(HAND)

2017 Goals with updates: • Provide funding and monitor 5 agencies receiving CDBG funding for compliance

with all federal regulations. All funds have been disbursed

• Monitor agencies receiving Jack Hopkins grants for expenditures of funds within six months of signed funding agreement. All funds have been disbursed

• Provide housing counseling services to 30 clients. 46 clients have receiving counseling to date in the areas of pre-purchase,

mortgage default/delinquency, home post purchase, and reverse mortgage. • Graduate 60 individuals from the Homebuyers Club and 10 individuals from R101

rental class. 42 clients have completed the Homebuyers Club class to date. Another

class will take place September 16. It is anticipated with the completion of this class, the goal of 60 individuals completing the class will be achieved.

19 individuals have completed the class. This goal will change from a class to an individual one-on-one counseling goal as the delivery model of providing this service has changed.

Affordable Housing Program Description: Provide affordable housing opportunities for low/moderate income households through down payment assistance; loans and grants to non-profit and for-profit entities for the construction or rehabilitation of affordable housing. Work with local housing advocate organizations in identifying affordable housing needs within the community and provide assistance to families on the Section 8 waiting list. 2017 Goals with updates:

• Provide developer subsidy to develop 3 affordable owner-occupied units and 13 affordable rental units under the HOME Federal Housing Program. The department is working with several developers to provide HOME funded

assistance, however, due to developer delays, this goal does not have any accomplishments to date. Although not HOME funded, the department has assisted with the creation of

7 workforce housing units; 15 with Urban Station and 12 with the Adam Crossing developments

• Provide renter assistance to 12 households on the Section 8 waiting list.

To date 2 households are receiving assistance • Provide down payment and closing cost assistance to 4 households

4 households have received down payment and closing cost assistance to date.

Neighborhood Enhancement Program Description: Assist other city departments with construction of public infrastructure improvements to streets, sanitary sewers and storm drainage facilities in targeted neighborhoods. Also provides technical assistance, rehabilitation expertise and funding to non-profit and public entities located within targeted neighborhoods for CDBG eligible activities. 2017 Goals with updates:

• Install 420 linear feet of sidewalk along the south side 17th Street from North Maple Street to connect to existing sidewalk near Tri-North Middle School a continuous pedestrian pathway along the entire 17th Street corridor.

• Provide funding to reconstruct six blocks of sidewalks on South Adams (between Patterson and 5th); Jackson Street (between 15th and 17th); West 14th Street (between Madison and Woodburn). The 17th Street Project is currently under construction and is 60% complete. o The South Adams, Jackson and West 14th Street projects still need to be

designed. It is anticipated that available funding will be put towards designing and construction of South Adams prior to starting the other two projects

Housing Rehabilitation Program Description: Provide grants and loans for residential and public housing rehabilitation, home

modification for the disabled and emergency home repair. 2017 Goals with updates:

• Complete emergency home repairs for 4 residents. 8 residents have received assistance to date

• Complete home modifications for accessibility for 3 residents. 5 residents have received home modifications to date

• Complete 3 housing rehabs. One housing rehab is currently under construction, one is out to bid, and 1 is

in the application phase • Provide funds to renovate 4 public housing authority units.

4 public housing authority units have been renovated. Historic Preservation Program Description: Provide funding to preserve Bloomington’s Historic structures. Administers the City’s Historic Preservation Ordinance to promote and protect Bloomington’s historic structures and conduct Section 106 Historic Reviews on federally funded projects.

2017 Goals with updates:

• Host one education/information seminars/workshops to interested parties. Monthly educational sessions have been held which include walking tours

and Strong Towns Editor Charles Marohn visiting Bloomington for a lecture series.

• Locate and coordinate incentives for adaptive reuse of 2 historic properties Downtown. Working with the owners of the Treasure Chest and Yanko’s Zagreb for historic façade changes.

• Provide technical assistance to property owners as it relates to their historic properties. Provide technical assistance as needed

• Administer Demolition Delay Ordinance. 13 demolition delays have been reviewed to date.

• Conduct a minimum of 10 Historic Reviews. 53 Certificate of Appropriateness applications for changes in historic

structures has been completed to date. • Provide funding to City’s Parks & Recreation to restore a historic limestone retaining

wall at Banneker Center. Banneker Center retaining wall restoration is complete

Rental Inspection Program Description: Ensure all residential rental units within the corporate limits of the city are in compliance with Title 16 of the Bloomington Municipal Code to assist with the elimination of blight, to promote property maintenance, and to protect the character and stability of residential neighborhoods. 2017 Goals with updates:

• Help to ensure all rental housing is safe and habitable by inspecting all units prior to the expiration of their permit and inspect new rentals as they come on line.

Department has changed from a letter to an email format for notification followed by a phone call. This has not only saved in postage cost for the city, but provides the property owner instant notification and documentation regarding their expiring permits.

• Conduct 2000 rental unit inspections within the coming year. Have completed 873 cycle inspections involving 3,205 units. Issued 576 rental permits as of June 30.

• Evaluate and make changes to current rental inspection process for efficiency and modernization of rental files. Working with IT and the Innovation Department to identify electronic rental

file system.

Facility Improvements Program Description: Provide funding to not-for-profit organizations to rehab, upgrade and modernize their facilities. Funds are allocated by the Citizen Advisory Committee through the CDBG grant allocation process. 2017 Goals with updates:

• Provide funding to the Boys & Girls Club to restore and repair the west historical façade entrance to its South Lincoln Street Club and improve accessibility. Project is complete

• Assist New Hope to rehabilitate 2 homeless facilities. Project is complete

• Provide funding to Life Designs to correct a foundation problem and secure an existing porch at one of its group homes. Project is complete

• Provide funding to Middle Way House to rehab one of its housing facilities. o This project was completed prior to a funding agreement being executed.

Neighborhood & Citizen Involvement Program Description: Coordinates and sponsors activities to promote neighborhood development through cooperation with Bloomington’s various neighborhood associations, residents, and neighborhoods. Activities include neighborhood cleanups, neighborhood improvement grants, neighborhood association workshops, and liaison to the Council of Neighborhood Associations and Neighborhood Association Group. 2017 Goals with updates:

• Provide thirty Bloomington citizens the opportunity to learn about local government through the Citizen Academy class. Citizen’s Academy does not take place until September of each year. To

date, all 30 class slots are full with a waiting list.

• Provide technical assistance to neighborhoods to implement grant opportunities. Held Blooming Neighborhoods which showcases city neighborhoods. This is an ongoing activity. Over 6 neighborhoods have been provided

technical assistance. The department also surveyed the neighborhoods to see how the funding of neighborhood projects could be improved. Recommended changes will be implemented in 2018. Continue to work with Council of Neighborhood Association (CONA)

as needed. • Complete 2 neighborhood Clean-ups per year.

2 neighborhood clean-ups have been completed to date with a 3rd one planned to take place in September

• Conduct 3 rounds of funding for neighborhood associations to apply for

neighborhood improvement funds- Small and Simple Grants of $1,000 or less or major capital improvements not to exceed $10,000. 3 rounds of funding under the Small and Simple Grants have been

completed to date. Projects funded include: Items for a Hygiene Resource pantry for Crawford Apartments, Back to School backpack item for the BHA resident association, and Gateway Space and Neighborhood Bulletin Board for Maple Heights.

Funding round for the Neighborhood Improvement Grant program will start August 22 with funding awarded by October.

Neighborhood Compliance Program Description: The investigation and resolution of citizen complaints through the Citizen Action Order System while proactively working within neighborhoods to prevent complaints. 2017 Goals with updates:

• Help preserve neighborhood character by resolving citizen complaints as they relate to weeds, trash, over-occupancy and other nuisances. Ongoing investigation of complaints as they come into the department

through uReport, in person and over the phone • Investigate complaints within 48 hours of receipt.

Due to other job responsibilities, it is not possible to investigate the complaints in this time frame without additional staff.

• Proactively enforce Title 6, Weed and Trash Ordinance daily while doing rental inspections. Staff looks for Title 6 violations while conducting rental inspections

2018 Goals by Programs

The HAND Department is responsible for administering the CDBG and HOME federal grant programs for the City of Bloomington. The department anticipates receiving $769,074 in CDBG and $435,136 in HOME funding for its fiscal year which runs from June 1, 2017 – May 31, 2018. The activities that will receive funding are divided into 3 distinct categories: physical improvements - 65% of the grant funding, social service -15%, and administration - 20%. Each year the Citizen’s Advisory Committee meets to decide and make recommendations to the Mayor and Common Council on the distribution of the CDBG funds. The department also receives a grant in the amount of $25,675 from HUD to administer a comprehensive housing counseling program which includes both pre-purchase, default/delinquency, and reverse mortgage counseling and conducting classes on pre-homeownership and being a renter. Through its general fund allocation, the HAND Department accomplishes its enforcement programs. Title 16 or the Residential Rental Unit and Lodging Establishment Inspection

Program exists to protect rental occupants and the property they occupy. All rental units within the corporate limits of the city are required to be registered and inspected on a three, four, or five year cycle. The department has over 22,000 units within its rental database. Title 6 addresses health and sanitation issues including the overgrowth of grass and weeds, and sidewalk snow removal. HAND oversees compliance.

Empowering residents through its Neighborhood Services is another function of the HAND Department. The department offers a wide array of services and programs that help strengthen the organizational and productivity skills of neighborhood associations. Through a Neighborhood newsletter, neighborhoods are kept abreast of funding opportunities, neighborhood clean-ups, special events and training opportunities that the city provides exclusively to support Bloomington neighborhoods.

In conjunction with the City Council, a HAND staff member is responsible for administering the Council’s Jack Hopkins Fund. The department also oversees historic preservation activities within the city including reviewing design issues within local historic districts, administration of the city’s Demolition Delay ordinance, organizing informational workshops and lectures on historic preservation and providing staff support to the Historic Preservation Commission. Community Service Program Description: Provides funding assistance to social service agencies that provide food, shelter, health and self-sufficiency; housing counseling assistance for clients who are facing foreclosure, eviction or other circumstances impairing occupancy; reverse equity mortgage programs for elderly. Goals:

• Provide funding and monitor 5 agencies receiving CDBG funding for compliance with all federal regulations.

• Provide financial oversight of 22 agencies receiving Jack Hopkins grants for expenditures of funds within twelve months of signed funding agreement.

• Provide housing counseling services to 30 clients. • Graduate 50 individuals from the Homebuyers Club and 15 individuals from

R101 rental class.

Affordable Housing Program Description: Provide affordable housing opportunities for low/moderate income households through down payment assistance; loans and grants to non-profit and for-profit entities for the construction or rehabilitation of affordable housing utilizing CDBG and HOME funds. Work with local housing advocate organizations and city staff in identifying affordable housing needs within the community. Provide assistance to families on the Section 8 waiting list

through the Tenant Based Rental Assistance Program (TBRA). Provide oversight and monitoring of city’s workforce housing units and affordable housing fund.

Goals:

• Provide developer subsidy, renter assistance, identification of affordable housing opportunities with new housing developments in some combination of above options for 50 units.

• Develop and implement monitoring guidelines for city’s workforce housing units by the end of the 1st quarter of 2018.

• Conduct onsite monitoring of half of the city’s dedicated workforce units by end of the 2nd quarter of 2018.

• Establish guidelines and funding application for city’s affordable housing fund by January 2018

• Monitor city’s loan portfolio and provide quarterly reports to the Mayor beginning 2nd quarter of 2018.

Neighborhood Enhancement Program Description: Assist other city departments with construction of public infrastructure improvements to streets, sanitary sewers and storm drainage facilities and playground equipment in targeted neighborhoods. Also provides technical assistance, rehabilitation expertise and funding to non-profit and public entities located within targeted neighborhoods for CDBG eligible activities

Goals:

• Purchase a resilient rubber playground surface and shaded seating area with tables for Crestmont Park.

• Provide funding to repair and restore a deteriorated foot path that connects the Broadview Neighborhood Park and Coolidge Avenue in the Broadview Neighborhood.

Housing Rehabilitation Program Description: Provide grants and loans for residential and public housing rehabilitation, home modification for the disabled and emergency home repair. Goals:

• Complete emergency home repairs, home modifications for accessibility, housing rehabilitations and provide funding to renovate public housing authority in some combination of above options for 30 units.

Historic Preservation Program Description: Provide funding to preserve Bloomington’s Historic structures. Administers the City’s Historic Preservation Ordinance to promote and protect Bloomington’s historic structures and conduct Section 106 Historic Reviews on federally funded projects.


• Host one education/information seminars/workshops to interested parties. • Locate and coordinate incentives for adaptive reuse of 2 historic properties

Downtown. • Provide technical assistance to property owners as it relates to their

historic properties. • Administer Demolition Delay Ordinance. • Conduct a minimum of 10 Historic Reviews.

Rental Inspection Program Description: Ensure all residential rental units within the corporate limits of the city are in compliance with Title 16 of the Bloomington Municipal Code to assist with the elimination of blight, to promote property maintenance, and to protect the character and stability of residential neighborhoods.


• Help to ensure all rental housing is safe and habitable by inspecting 1,500 units

prior to the expiration of their permit and inspect new rentals as they come on line. • Evaluate and make changes to current rental inspection process to reduce the amount

of time it takes to inspect a unit by 20% through the use of technology (Ipads) to document and complete inspections.

Facility Improvements Program Description: Provide funding to not-for-profit organizations to rehab, upgrade and modernize their facilities. Funds are allocated by the Citizen Advisory Committee through the CDBG grant allocation process.


• Provide funding to Monroe County United Ministries (MCUM) to complete structural

repairs to their facility on West 14th Street.

• Assist Community Kitchen with the purchase and installation of a back-up generator in case of a power outage.

• Provide funding to Middle Way Housing to upgrade and replace security lighting and cameras at its South Washing Street Facility.

• Rehabilitate 2 group homes of Life Designs. Neighborhood & Citizen Involvement Program Description: Coordinates and sponsors activities to promote neighborhood development through cooperation with Bloomington’s various neighborhood associations, residents, and neighborhoods. Activities include neighborhood cleanups, neighborhood improvement grants, neighborhood association workshops, and liaison to the Council of Neighborhood Associations and Neighborhood Association Group.


• Provide thirty Bloomington citizens the opportunity to learn about local government

through the Citizen Academy class. • Provide technical assistance to neighborhoods to implement grant opportunities. • Complete 3 neighborhood Clean-ups per year. • Conduct 3 rounds of funding for neighborhood associations to apply for

neighborhood improvement funds- Small and Simple Grants of $500 or less or major capital improvements not to exceed $10,000.

• Work with the Council of Neighborhood Association (CONA) to partner to fund one neighborhood activity, workshop or other event.

Neighborhood Compliance Program Description: The investigation and resolution of citizen complaints through the Citizen Action Order System while proactively working within neighborhoods to prevent complaints.


• Investigate complaints within 48 hours of receipt in uReport.

2019-2022 Consolidated Planning and Fair Housing Plan for CDBG and HOME Programs Program Description: Interview stakeholders, community leaders, public service agencies and other entities to provide input for the City’s 4 year Consolidated Plan for the allocation of CDBG and HOME funds.


• Identify and interview 50 stakeholders with the community regarding housing • Send 2 mailings to get citizen input • Hold 3 public meetings to get input into the utilization of the funds • Develop priority needs in the utilization of the CDBG and HOME funds by beginning of

the 3rd quarter of 2018. • Begin writing of the Consolidated Plan by the end of the 4th quarter of 2018.

2018 Budget Proposal Highlights The HAND Department’s general fund budget requests highlights per category is below:

Category 1 – Personnel Line 111 – Salaries and Wages Regular –

• The city is requesting a 2% salary increase for non-union staff. The HAND position of Rental Specialist has been reclassified from a Grade 4 to a Grade 5 and job title changed to Financial Specialist which reflects more of the duties of the position.

Category 2 – Supplies Line 211- Office Supplies – Decrease by $695

• This decrease is due to using Staples which offers discounted office supplies. Line 242 – Other Supplies – Increases by $3000

• Funds will be used to purchase Ipads and cases for 6 inspectors to use in the field to record their inspections.

Category 3 – Other Services & Charges Line 317 – Mgt. Fee, Consultants, and Workshops –decreases by $29,600

• Funds last year was requested to hire a consultant to resurvey and make recommendations for changes to the 2015 State Historic Architectural and Archaeological Research Database (SHAARD) report for Bloomington’s historic structures. This survey is currently underway and should be completed by February 2018.

Line 320 – Advertising – increases by $730 • Increase costs to advertise in publications and required legal ads for BHQA meetings.

Line 383 – Bank Charges – increase of $2000 • Funds will be used to cover the department’s transaction costs of the public using a credit card to pay for permits and fines

Line 396 Grants – increases by $9,050

• The proposed increase is for the Jack Hopkins Grant ($5,000) which is administered by HAND, funding for “Taking It to the Streets” citywide neighborhood clean-up ($3000), and to increase funding for historic consulting grant from $400 to $750 each ($1,050)

Category 4 – Capital Outlays – The department does not have any Category 4 expenses.

Conclusion

Thank you for your consideration of the HAND Department’s budget request for 2018!

City of Bloomington

Housing and Neighborhood DevelopmentDepartment

DirectorDoris Sims

Affordable HousingFund

Board of Housing Quality Appeals

Neighborhood Compliance

OfficersMike Arnold

Kenneth LifordNorman Mosier

Jo StongMatthew Swinney

Dee Wills

Financial Specialist

Christina FinleyProgram

Managers (5)

Assistant DirectorEric Sader

VACANTJohn Hewett Bob WoolfordVickie ProvineDan Niederman

Historic Preservation Commission

Citizen Advisory Committee

Redevelopment Commission

Staff AssistantsDaniel Bixler

Alison KimmelEdward Wright

Rental Inspection

Construction Review/

Inspection

Historic Preservation

C of AEnvironmental

ReviewDemolition

Delay

HousingCounseling

Housing ProgManagementSocial Service

Admin.

Citizens Academy

Neighborhood Services

Neighborhood Grants

IDISConstruction

Review/InspectionCommunity

Dev. Projects

CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 593,394 635,603 657,373 21,770 3.43%51120 Salaries and Wages - Temporary 9,961 38,834 38,834 0 0.00%51210 FICA 43,452 51,594 53,259 1,665 3.23%51220 PERF 84,262 90,255 93,347 3,092 3.43%51230 Health and Life Insurance 238,914 242,658 242,658 (0) 0.00%

969,983 1,058,943 1,085,470 26,527 2.51%

52110 Office Supplies 1,930 3,345 2,650 (695) -20.78%52240 Fuel and Oil 3,016 6,982 6,982 0 0.00%52410 Books 285 450 495 45 10.00%52420 Other Supplies 1,080 1,700 4,700 3,000 176.47%

6,311 12,477 14,827 2,350 18.83%

53160 Instruction 1,060 5,740 3,150 (2,590) -45.12%53170 Mgt. Fee, Consultants, and Workshops 0 31,200 1,600 (29,600) -94.87%53210 Telephone 0 300 1,500 1,200 400.00%53220 Postage 908 2,700 630 (2,070) -76.67%53230 Travel 1,795 1,650 5,850 4,200 254.55%53310 Printing 4,297 4,200 5,300 1,100 26.19%53320 Advertising 790 3,525 4,255 730 20.71%53620 Motor Repairs 3,080 8,442 15,401 6,959 82.43%53830 Bank Charges 0 0 2,000 2,000 N/A53910 Dues and Subscriptions 1,757 1,508 2,368 860 57.03%53940 Temporary Contractual Employee 0 1,500 0 (1,500) -100.00%53960 Grants 369,423 342,700 351,750 9,050 2.64%53990 Other Services and Charges 1,154 3,000 2,500 (500) -16.67%

384,265 406,465 396,304 (10,161) -2.50%

1,360,558$ 1,477,885$ 1,496,601$ 18,716$ 1.27%


Department: 15 - HAND Personnel Services





CITY OF BLOOMINGTON



Amount2017 Adopted


53990 Other Services and Charges 0 0 1,000,000 1,000,000 N/A0 0 1,000,000 1,000,000

-$ -$ 1,000,000$ 1,000,000$



Fund: 905 - Housing Trust (Ord17-03) (S9506)Expenditures

Department: 15 - HANDOther Services and Charges

1



From: Alex Crowley, Director, Economic & Sustainable Development


This memo accompanies the proposed 2018 budget for the Department of Economic & Sustainable Development. Why We Exist The mission of the Department of Economic & Sustainable Development is to foster a livable and economically resilient community through partnerships, collaboration and outreach. Through strategic initiatives that expand economic opportunities, the Department aims to preserve the health of our environment, provide for social equity to the citizenry, and advance the principles of sustainable development. 2017 Budget Goal Update Following are selected ESD accomplishments-to-date through the first half of 2017 against projected goals for the year: Activity: Business Relations and Development (Assistance and advocacy; incentives toward job creation, private capital investment and sustainable growth)

Goals: • Provide assistance to 60 individuals and/or organizations seeking to start or

grow a business. Designed and implemented “Start A Business” end-to-end quick start

guide on new City website, in partnership with Dept. of Innovation Answered approximately 20 business startup/expansion inquiries per

month as small business “ombudsman” Successfully leveraged $300,000 in CRED funding to support job

growth at Envisage Technologies, a key Bloomington employer • Oversee the administration of the City’s business licensing programs.

Issued 23 mobile food vendor licenses in 2017, of which 22 are active

Economic & Sustainable Development

Facilitated 4 pawn broker licenses; 16 secondhand dealer licenses, 19 solicitor’s licenses

• Serve as director/manager of the Bloomington Urban Enterprise Association. Dedicating approximately 35 hours per month of staff support time

• Develop communication plan for BUEA. Identify new programs and training opportunities for 40 Enterprise Zone residents and 10 Enterprise Zone businesses. Administered $147,200 in community sheltering grants Distributed over $38,000 in education grants/scholarships Facilitated $15,000 in BUEA arts funding grants Leveraged $75,000 in BUEA funding to support Community

Development Financial Institution (CDFI) implementation, in partnership with the Community Foundation of Bloomington and Monroe County

• Maintain records and complete all annual reporting for BUEA, Tax Abatement, Certified Technology Park and Community Revitalization Enhancement Districts. Managed 69 applications for new/renewed Enterprise Zone

Investment Deductions (EZID’s) in 2017 Successfully recertified the City’s Certified Technology Park, a

recurring four-year requirement Completed annual tax abatement report to Economic Development

Commission and City Council • Assess and identify 4 new business opportunities for Certified Technology

Park and other designated areas. Secured $300K EPA Brownfield Assessment Grant to stimulate

private investment Reviewing 3 formal proposals for Trades District investment Reviewing 2 proposals for potential Administration Building sale

Activity: Sustainable Development (Building networks, expertise and efficiency in the community as well as internally to City operations)

Goals: • Develop and maintain a vision for internal and external sustainability in

coordination with the City’s economic development strategy and Comprehensive Master Plan. Administered the Monroe County Energy Challenge (MCEC)

Completed 28 community events in 2017 Engaged 1,856 event attendees Leveraged 2,890 volunteer hours in support of program Reached 1,081 school-aged youth with renewable energy

education Achieved 30% homeowner engagement post-energy

assessment/upgrades

Contacted 55,000 MCEC Work Place Partner employees and clients with program outreach efforts

• Develop a plan for sustainability as part of the City’s Comprehensive Master Plan and in collaboration with Planning & Transportation and environmental program coordinator.

o On hold pending completion of Comprehensive Master Plan and personnel changes.

• Identify and recommend City policy and organizational changes needed to advance 4 sustainability initiatives and develop/recommend incentives. Focused on solar installations in 1H 2017 in response to Indiana

Senate Bill 309: Secured 97 installation commitments totaling 1 megawatts of

additional solar capacity via Solarize Bloomington Phase I program

Completed Bloomington Police Department solar installation Managing City Hall solar installation for Q4 2017 completion Implementing Solarize Bloomington Phase II – estimated 30+

additional installations from phase Facilitating Guaranteed Energy Savings Contract jump-start

solar opportunities – estimated 30 City installations to be completed in 2017

Implementing full-scale Guaranteed Energy Savings Contract (GESC) Initial performance contract signed; GESC performing

investment grade audits for 2018 projected implementation Developed criteria to increase transparency in the capital projects

review process; testing criteria and evaluation process underway • Expand Team Green.

Seeking participation from unrepresented City departments. • Identify/submit data for energy use.

Tracking City facility energy and water use in Portfolio Manager • Initiate bike share program.

IU partnership discussions in progress, with possible 2017 or early 1H 2018 implementation, including possible car share component.

• Identify 5 new alliances, partnerships and/or coalitions with both internal and external constituencies. Partnered with Solar Installation Renewable Energy Network (SIREN)

to plan and implement the Solarize Bloomington initiative Worked with Efficiency Services Group (ESG) to evaluate over 50

City facilities and recommend upgrades. Completion of investment-grade audits and a performance contract is on track for December.

Exploring expert assistance to develop energy innovation plan and micro-grid deployment in Trades District.

Evaluating Duke Energy battery installation to support the new solar installation at City Hall -- draft MOU received from Duke Energy and under review.

Providing staff support to the Bloomington Commission on Sustainability, currently representing approximately 5 hours per month of staff support time

• Investigate the City and region’s potential of new markets and economic development related to sustainable, green, and clean, industries.

o Will be departmental focus in second half of 2017. • Conduct peer research, current trends and opportunities.

Continuing effort to enhance City’s and department’s awareness of sustainability issues and trends via conference and webinar attendance and review of academic and press information

• Identify 5 clean industries to target for recruitment to Bloomington. o Will be departmental focus in second half of 2017.

Activity: Arts and Cultural Development (BEAD, public art, promotion of our uniquely Bloomington attractions and events)

Goals: • Manage, organize and administer 4 public art projects.

Commissioned and executed Vectren Fence Art on B-Line, 3rd Street Median, and 7th Street Traffic Calmers

Creating and implementing Pop! Toolkit pop-up place-making project Finalizing Walnut Street Garage project for Q3 2017 completion.

• Prepare, announce, and disseminate solicitations for 4 public art project opportunities. Completed and issued 5 RFQ’s for Public Art opportunities receiving

over 30 submissions. • Coordinate grant programs and serve as advisor to the Bloomington Arts

Commission (BAC). Received largest ever number of grant applications for BAC arts

project grants totaling $55,000 in requests Increased outreach efforts for BUEA Zone Arts grants - expecting to

double last year’s application total of 11 Developed and implemented strategic plans for BAC and BUEA for

place-making projects. • Research and develop presentations and messages to convey the role of

arts, entertainment and cultural activities in the local and regional economy. Strengthening BEAD: advisory meeting attendance has expanded to

include service industry, music, and broader cultural activities in Bloomington. Over 20 attendees/meeting on average, up from 2010-2015 average of 10 attendees.

• Plan 3 regional collaborative events. Develop 4 temporal art program/installations. Lead panelist at the From the Group Up Place-Making Workshop Serving as steering committee member and leading workshop for the

Indiana Arts Commission’s first statewide arts conference

Collaboration with IU Art and Humanities Council, BUEA and Arts Commission

Planning additional activity in the second half of 2017. • Initiate and complete 3 murals in downtown Bloomington.

Intersection Mural (Dodds/Fairview), 7th Street Underpass Mural, 423 S Washington Mural

• Identify 4 opportunities to integrate the arts and culture activities more broadly in the City and region. Secured $4,000 grant from the state (OCRA and IOTD) for the POP!

Toolkit, a community engagement pop-up project; implementation in progress.

Supporting development of new cultural offerings in the community including Vonnegut Festival, Midway Music, Secretly Canadian 20th Year Celebration and participation in first Fridays, Hoagy Carmichael Musical, Eskenazi Art Museum, Mathers Museum.

Developing Arts Road 46 collaborations – e.g., Exhibit Columbus coordination

Fostering other regional and state exchanges with St. Louis, Louisville, Indianapolis, Cincinnati, and peer smaller cities such as Nashville, Columbus, New Harmony, Evansville and Madison.

Activity: Major Economic Development Projects (Serve as the primary liaison between the City and the business community, other economic development organizations, other governmental units and related organizations, boards and commissions on matters involving economic development.)

Goals: • Develop and implement plan for Dimension Mill including construction and

occupancy. Dimension Mill design complete Construction bid coming Q3 2017, projected opening Q3 2018,

including Green Building Ordinance compliance Formalizing Dimension Mill pre-operation functions, including

negotiated BEDC role, 501(c)3 development and board, executive director recruitment, etc.

• Market, identify and locate at least 3 new technology businesses and 3 entrepreneurial service providers in the Dimension Mill. Promoting Dimension Mill via ongoing pre-activation

startup/entrepreneurship programming (e.g., INX3 pitch event) Soliciting and receiving commitments for Dimension Mill membership

at opening • Serve as the lead for the development of the Trades District, including

infrastructure, marketing, incentives and business development. Continuing completion of Trades District infrastructure design project,

moving to construction bid summer 2017

Pursuing additional potential parcel purchases in or adjacent to the Trades District

Working with BEDC and architectural consultant to prepare marketing and sales documentation to pursue private investment in Trades District

• Secure investment commitment from 3 companies in the Trades District. Evaluating 4 significant private development proposals in District

• Provide leadership and assistance for the area plan developments around the current IU Health/Bloomington Hospital site, the downtown convention center site, and the area surrounding the Switchyard Park Pursuing additional property acquisitions and overlay guidelines for

properties surrounding Switchyard Park. Providing preliminary input to Hospital and Convention Center efforts

• Manage staff, programs, budgets, boards and commissions. Managing departmental staff to optimize alignment of objectives to

personnel capabilities, including managing personnel changes Providing direct staff support to 6 boards and commissions (including

Economic Development Commission, Bloomington Industrial Development Advisory Commission, Bloomington Urban Enterprise Association, Bloomington Arts Commission, Bloomington Entertainment and Arts District Advisory Board, Bloomington Commission on Sustainability), representing approximately 100 cumulative departmental hours per month of staff time

• Additional goals not contemplated in 2017 budget process: Preliminary implementation of Wage Growth Task Force

recommendations Branding Bloomington – aligning creative resources to develop

unified business-friendly brand identity (in progress) Innovation Culture – City department heads completed short-form

Rainforest Scorecard and evaluated results; expansion of program to larger constituency underway

Group Healthcare Plan – City and business/organization stakeholders fully evaluated PEO options, determined timing challenges pending resolution of ACA uncertainty – on hold

Early Childhood – working closely with Community Foundation to increase availability of affordable Pre-K options; securing City funding to support community-wide efforts

Business-Academic Gatherings – completed first quarterly gathering (additional gatherings in development)

o Skills Gap Training – pending action: focus of Q3 and Q4 efforts Leading CDFI strategy development and preliminary implementation Developing local food ecosystem support strategies, including exploring

opportunity for food hub implementation

2018 Activity Descriptions and Goals

Arts & Cultural Development Activity Description: BEAD, public art, promotion of our uniquely Bloomington

attractions and events. Goals • Increase engagement with arts and culture stakeholders in Bloomington,

including creative business community, to cross-promote and stimulate cultural ecosystem.

o Facilitate at least 2 public art projects local artists who have never previously developed public art

o Develop 2 new initiatives that cross-pollinate creative businesses with arts and culture projects

o Cultivate 2 new IU-sponsored arts projects off-campus within the city • Implement Arts & Culture projects in support of Bloomington Bicentennial.

o Develop and place large-scale vinyl photos, alternative historical markers, spatial projects as planned by Bicentennial advisory committee

• Develop and implement additional cultural festival(s) and events. o Work with community organizations to create one new festival and one

new arts and culture event • Continue implementation of event permitting process.

o Develop and implement event permitting efficiency metrics and reduce process flow for event organizer by 50%

• Increase national visibility of Bloomington as arts and culture incubator. o Secure at least 2 instances of national press coverage about

Bloomington’s art and culture scene o Increase RFQ submissions from nationally-recognized artists by 25%

• Staff and support BAC and BEAD Advisory groups. o Further increase engagement via communications and meeting

attendance by 25% in 2018 Sustainable Development Activity Description: Building sustainability networks, expertise and efficiency in the

community as well as internally to City operations. Goals • Complete Guaranteed Energy Savings Contract (GESC) projects.

o Facilitate GESC investments as defined by Council approval of plan (approval projected in Q4 2017)

• Implement Green Building Ordinance reviews and Phase I improvements. o Complete building reviews of City Hall, Police HQ, Buskirk-Chumley

Theatre, Allison Jukebox, Animal Shelter and implement upgrades as recommended

• Implement bike share program. o Develop, review, manage responses of cooperative RFP with IU and

implement initial phase of bike share program • Expand car share program.

o Double availability of car share vehicles in Bloomington • Implement Trades District energy innovation projects.

o Develop formal energy innovation guidelines and quantitative management process and formalize in covenants

• Complete Sustainability/Environmental Plan. o Define citywide environmental goals (including carbon footprint, etc.) o Define additional solar and energy innovation opportunities

• Develop and support programs to increase access to local food. o Work collaboratively with IU to implement structural changes that help

increase access to the university market for local food producers • Staff and support Bloomington Commission on Sustainability (BCOS).

o Estimated 10 hours per month of staff support – assumes incremental staff engagement over 2017

o Provide funding and intern support to commission o Stabilize retention of BCOS membership

Business Relations and Development Activity Description: Business assistance and advocacy; incentives toward job

creation, private capital investment and sustainable growth. Goals • Engage with business community to improve City/business interactions.

o Implement formal relationship management tool and maintain current pace of 500+ business/organization interactions per year

• Stimulate and support (including sponsorship) innovation-driven events and workshops.

o Develop, support, and implement at least 6 workshops for small- and medium-sized businesses and startups in connection with Dimension Mill pre-operational activities

• Collaborate with BEDC, Chamber, SBDC/IvyTech, SCORE, private industry to stimulate small- and mid-sized business retention and expansion.

o Develop and implement formal business retention and expansion program (BR&E) modeled on best-in-class programs

o Measure and improve Bloomington’s perceived ‘business-friendliness’ among key stakeholders by 25%

o Support initiatives to increase the “Excellent” rating of Bloomington as a “place to work” from 23% to 30% in the next City Survey

o Develop programs to improve “Excellent” rating of Bloomington’s “overall economic health” from 15% to 25% in the next City Survey

o Implement initiatives to improve “Excellent” rating of Bloomington’s “employment opportunities” from 9% to 20% in next City Survey

• Cultivate venture capital & other startup funding.

o Support attraction of at least $1 million in Bloomington startup funding in 2018

• Develop IP Commercialization Plan. o Facilitate at least one commercialization opportunity in Bloomington

leveraging either Crane or IU intellectual property • Facilitate business licensing programs (various).

o Develop and implement business licensing efficiency metrics and reduce process flow to petitioner by 50%

• Staff and support Economic Development Commission (EDC), Bloomington Industrial Development Advisory Commission (BIDAC), and Bloomington Urban Enterprise Association (BUEA)

o EDC: Monthly meetings, estimated 10 hours per month of staff support o BIDAC: Quarterly meetings, estimated 6 hours per quarter of staff

support o BUEA: Monthly meetings, estimated 35 hours per month of staff support

Major Economic Development Projects Activity Description: Guiding major ESD projects and initiatives, serving as the

primary economic development liaison between the City, the business community, partner economic development organizations, other governmental units, etc.

Goals • Accelerate development of important properties to stimulate economic

development. o Develop at least 2 site tests to facilitate predetermined development

goals via private investment, working in partnership with Planning & Transportation

• Acquire Switchyard-adjacent properties. o Facilitate RDC purchase at least 2 additional lots near Switchyard Park

and sale of one to private development • Collaborate with private developers to increase affordable housing units.

o Leverage incentives and other tools to stimulate 200 additional units of affordable/workforce housing in collaboration with Housing And Neighborhood Development (HAND) department

• Activate Dimension Mill. o Complete construction and open Dimension Mill with no fewer than 150

members and 5 corporate sponsors • Sell Showers Administration Building.

o Execute favorable building sale document with private developer • Construct Trades District infrastructure.

o Complete at least 50% of Trades District infrastructure construction • Implement CDFI.

o Secure at least $500K in CDFI (internal or external) funding and complete at least 2 loans

• Implement Wage Growth Task Force recommendations.

o Develop and implement plan to increase high-quality affordable Pre-K enrollment by 25% for 2018-2019 academic year

• Support existing IU Hospital site planning process.

2018 Budget Proposal Highlights Following are significant changes between 2017 and 2018 budgets: Category 1 – Personnel request is $433,176, an increase of $6,493 or 1.5%. As you are aware, the city is requesting a 2% salary increase for non-union staff. The department plans to replace the outgoing Sustainability Coordinator before the end of 2017.

Category 2 – Supplies request is $3,900, an increase of $2,400 or 160%.

Line 242 – Other Supplies – Increase of $2,400 (218%)

• Addition of $2,500 for Monroe County Energy Challenge supplies including insulation, caulking, LED lightbulbs

• Addition of $500 for restocking art supplies for community engagement • Removal of $600 Adobe license (moved to line 391)

Category 3 – Other Services & Charges request is $394,525, an increase of $209,915 or 114%. Line 317 – Mgt. Fee, Consultants, and Workshops – Decrease of $12,500 (-43%)

• Elimination of $25,000, which was one-time 2016 funding support for the Sustainability/Environmental Plan

• Addition of $7,500 for Energy Disclosure Ordinance set up consultant support • Addition of $1,000 for graphic design support for entrepreneurship initiatives • Addition of $2,000 for departmental social media initiatives • Addition of $2,000 for departmental process efficiency initiatives

Line 394 – Temporary Contractual Employee – Increase of $15,620 (255%)

• Addition of $12,500 for Energy Disclosure Ordinance data management staff support to process incoming data

• Addition of $3,120 for second SPEA Arts Administration intern to support increasing community arts engagement efforts

Line 397 – Mayor’s Promotion of Business – Increase of $125,000 (125%)

• Addition of $100,000 for high-quality Pre-K support efforts • Addition of $25,000 for Bloomington Bicentennial project support • Addition of $5,000 for Dimension Mill pre-programming event initiatives • Addition of $5,000 for annual Combine sponsorship (overlooked in 2017 budget) • Addition of $2,500 to Public Art support projects • Reduction of $12,500 for ESD Annual Strategic Initiative

Line 399 – Other Services and Charges – Increase of $79,000 (7,900%) • Addition of $75,000 in contract labor to support Wage Growth Task Force project

implementations • Addition of $4,000 for miscellaneous costs associated with 2018 implementation

of the Green Building Ordinance. Conclusion With a growing portfolio of projects and initiatives to deliver in 2018, the department of Economic & Sustainable Development looks forward to continuing its successful and efficient use of City resources to leverage and further cultivating its strong community partnerships to advance the city’s quality of life and economic resiliency for citizens of all economic strata. Thank you for your consideration of the Economic & Sustainable Development budget request. I would be happy to answer any questions.

City of Bloomington

Department of Economic & Sustainable Development

DirectorAlex Crowley

Assistant Director - Small Business

RelationsBrian Payne

Sustainability Coordinator

VACANT

Assistant Director - Economic

Development for the Arts

Sean Starowitz

Customer ServiceLaurel Waters

CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 254,112 288,063 293,392 5,329 1.85%51120 Salaries and Wages - Temporary 2,295 4,001 4,001 0 0.00%51210 FICA 19,770 22,343 22,751 408 1.83%51220 PERF 37,646 40,906 41,662 756 1.85%51230 Health and Life Insurance 53,092 71,370 71,370 0 0.00%

366,913 426,683 433,176 6,493 1.52%

52110 Office Supplies 194 400 400 0 0.00%52420 Other Supplies 1,942 1,100 3,500 2,400 218.18%

2,136 1,500 3,900 2,400 160.00%

53160 Instruction 520 5,300 5,300 0 0.00%53170 Mgt. Fee, Consultants, and Workshops 0 29,000 16,500 (12,500) -43.10%53220 Postage 0 200 200 0 0.00%53230 Travel 513 3,000 3,000 0 0.00%53310 Printing 2,136 2,375 4,250 1,875 78.95%53320 Advertising 298 6,000 6,000 0 0.00%53830 Bank Charges 0 0 248 248 N/A53910 Dues and Subscriptions 9,026 11,615 12,287 672 5.79%53940 Temporary Contractual Employee 5,155 6,120 21,740 15,620 255.23%53960 Grants 20,000 20,000 20,000 0 0.00%53970 Mayor's Promotion of Business 90,000 100,000 225,000 125,000 125.00%53990 Other Services and Charges 322 1,000 80,000 79,000 7900.00%

127,968 184,610 394,525 209,915 113.71%

497,018$ 612,793$ 831,601$ 218,808$ 35.71%


Department: 04 - Economic & Sustainable Dev Personnel Services





CITY OF BLOOMINGTON



Amount2017 Adopted


539010 Inter-Fund Transfers 63244 13458 9750 (3708) -27.55%63,244 13,458 9,750 (3,708) -27.55%

63,244$ 13,458$ 9,750$ (3,708)$ -27.55%



Fund: 251 - Bloomington Invest Incent (S9503)Expenditures

Department: 11 - Mayor's OfficeOther Services and Charges

1



From: Beverly Calender-Anderson


This memo accompanies the proposed 2018 budget for the Community and Family Resources Department. Why We Exist The Community and Family Resources Department exists to help improve the quality of life in Bloomington through programs and services designed to strengthen community and family ties and increase overall community capacity to address social issues. From promoting volunteerism to enhancing community wellness to addressing diversity issues to coordinating public safety education initiatives, the Community and Family Resources Department staff works to promote an enhanced quality of life for all Bloomington residents and visitors and help build a strong and vital community. 2017 Budget Goal Update

City of Bloomington Volunteer Network (CBVN)

Activity Description: Increase opportunities for engagement for all residents including youth, families and business professionals. Work with non-profit organizations to increase infrastructure, improving their service delivery. Provide public safety educational opportunities and resources to promote crime prevention and general safety.


• Work with a cohort of 5 non-profits to leverage volunteers and their skills across all levels of the organizations. Continue to work closely with Monroe County United Ministries, Fairview School,

Boys and Girls Club, Girls Inc. and South Central Community Action Program. In 2017, a staff person from each of these organizations was videotaped while discussing some of the commonalities volunteers may experience while working with adults and children living in poverty. A volunteer orientation video is currently in

Community and Family Resources

production and will be finished by Aug. 2, the pre-premiere showing for those filmed. They will be able to use this video as part of their volunteer orientation program.

• Increase family-friendly volunteer opportunities for MLK Day of Service including a minimum of 5 all ages volunteer opportunities. All-ages opportunities were hosted by seven (7) MLK sites: Bloomington Community

Orchard, Lotus Education and Arts Foundation, Interfaith and Community Collaboration, American Legion Auxiliary, Monroe County Public Library, Mother Hubbard's Cupboard, and the IU Groups Scholars Program.

• Coordinate Be More Awards to celebrate community volunteers during Volunteer Appreciation Month. Celebration was held on March 29. Approximately 329 people attended. Ten awards

were presented. The awardees and other nominees were highlighted through the CBVN Activate radio program.

• Promote skill-based and pro-bono volunteering by making presentations to businesses and human resource professionals groups. Expanded outreach to business community through Kelley Institute for Social Impact

(a program of the IU Kelley School of Business) by informally partnering with them on their Social Impact Regional Conference which will be held at IUB on Oct. 20-22.

Interviewed three local businesses about their volunteer programs, including their skill-based and pro-bono volunteer programs (Cook Inc., Old National Bank, Bloomfield State Bank). Also organized a skill-based outreach event for hYPe (Helping Young Professionals Succeed) with partner organizations.

• Maintain readiness to react to a major local disaster through the deployment of citizen volunteers. Continue to serve on the Emergency Management Control Board and the Monroe

County Community Organizations Active in Disaster group. • Work with Monroe County Youth Council (MCYC) to increase their service outcomes. The Volunteer Network worked with MCYC members to develop the Summer of

Service program, which was kicked off in May. Youth are challenged to log 1000 hours of service while out of school for the summer. To date over 2000 hours of service have been logged with about one month left in the program.

Work with S&CCP director to coordinate Civic Engagement Workshop for young people for low-income and/or underrepresented communities.

• Assist Shalom Community Center in updating volunteer orientation/training program and materials. Developed volunteer manual and trained volunteer management staff to optimize

recruitment and management of volunteers at various levels of the organization.

Safe and Civil City Program (S&CCP) Activity Description: Increase the sense of well-being for community members with a focus on underserved or marginalized populations. Work with non-profit organizations to increase infrastructure, improving the service delivery. Provide public safety educational opportunities and resources to promote crime prevention and general safety.


• Coordinate and support city-wide celebrations of community diversity including Black

History Month, Asian/Pacific Islander Heritage Month. Coordinated a month-long celebration of African American History including Essay

Contest for school-aged children and youth; Kick-off Program and Gala. Total attendance/participation for all events – 498. Volunteer committee of 6 supported the planning and implementation of these efforts.

Co-sponsored two library based programs - #BlackLit Adult program at the Neal-Marshall Black Culture Center which had 60 participants and #BlackLit Children’s program at Monroe County Public Library with 12 children (8 families).

Worked with IU Asian Culture Center to coordinate a display for Asian/Pacific Islander Month in City Hall Display case.

Initiated dialogue with members of the Asian community, mapping concerns of diverse Asian cultural communities in Bloomington but outside of Indiana University.

o In response to the needs of performers, the IU Asian Culture Center made a decision to discontinue holding Asian Fest at City Hall during Farmers Market and instead moved it to the Buskirk-Chumley Theater. Support the development of an Islamic Task Force to address the concerns of Muslim community members.

Hosted two meetings with executive board members of the Islamic Center of Bloomington regarding the establishment of a Task Force and held Q&A sessions with other members of Islamic community. The executive committee of the Islamic Center decided they did not want to be involved in the establishment of a task force citing the time commitment involved. Although no task force has been formed we continue to reach out to and support members of the Muslim community and specifically to the Bloomington Islamic Center when issues arise that may threaten or cause harm to this community.

• Work with director to develop multi-tiered educational campaign to address panhandling and vagrancy with a primary focus on minimizing offensive behaviors and bringing more civility and cooperation in the downtown. Working with other City staff to implement Safety, Civility and Justice Task Force

recommendations, specifically the development of the Homelessness Services web page for the City of Bloomington website and the development of print and electronic educational materials for students at Indiana University and Ivy Tech Community College to address what constitutes aggressive panhandling, where to donate and volunteer, available community resources for those in need.

• Work with Bloomington Fire Department to develop a diversity recruitment plan. To be completed in the 3rd quarter

• Coordinate the work of Bloomington Sister Cities to focus on quality of relationships and respond to requests for new Sister Cities. To be completed in the 4th quarter.

• Commission on the Status of Black Males will coordinate outreach events consistent with their goals to address health, education, employment and criminal justice.

Organized a Resource Open House at Banneker Center for students ages 10-19. Work One, City of Bloomington Health Outreach Program and Ivy Tech Community College provided information and addressed concerns of participants. There were 30 students in attendance.

Conducted 2017 Black Barbershop Health Initiative at Razor’s Edge Barbershop. Event featured 5 community agencies (IU Counseling and Psychological Services, Osmon Chiropractic, City of Bloomington Health Outreach Program, Monroe County Health Department, and Centerstone. Twenty-five individuals were tested or screened, for A1C (blood sugar), blood pressure and body mass index. Fifteen individuals completed oral swab tests for HIV-1 and HIV-2 (all tests were negative).

Embarked on a year-long campaign to educate Black/African American males about colorectal health. They are working with Olcott Cancer Center to provide colon cancer screening kits to 100 or more community members. Olcott has provided the kits and the reading of the tests free of charge.

Coordinated Bloomington’s involvement in the Million Father March on August 9th. The Million Father March is an opportunity for Black men to show their commitment to the educational lives of their children on the first day of school and throughout the school year. The Million Father March is the beginning of a year-long commitment of men to their children’s educational success. Bloomington men greeted and offered encouragement to students at Arlington Elementary on the first day of school.

Provide administrative and fund development support to the Commission on the Status of Black Males.

• Restructure Bloomington Sister Cities to align more with Sister Cities International and CoB goals for Sister City relationships. Will complete in 4th quarter

• Work with City’s Human Resources and Facilities Management Departments to develop subsidized employment opportunities within the City structure resulting in a minimum of 2 Work One clients being placed with the City for 12 weeks at a time. Workers will gain job experience during their placements with Facilities (graffiti removal) and with the Animal Shelter.

Positions were identified and approved by Facilities Manage, however job descriptions development stalled the project. S&CCP Director is working with new Facilities Manager to get the program moving.

Work with IU DEMA and IU Office of Student Affairs to orient students both on and off campus, about City ordinances, resources and services.

• Work with Monroe County Prosecutors Office to develop educational campaign entitled, “Keeping the Peace Together.” This campaign will educate community members on rights and responsibilities, as well as procedures and options following an arrest. The focus audience for the campaign are African American, Latino and low-income males.

o The Prosecutor’s Office did not move forward with this initiative. • The Commission on the Status of Black Males will present 2 Outstanding Black Male

Leader of Tomorrow Awards in February to young men who have demonstrated outstanding leadership, scholarship and/or have been personally involved in making tangible, visible and meaningful contributions to the Bloomington community. Awards presented to Brian A. Richardson, Jr. (adult) and Caleb Poer (high

school).

Latino Outreach Programs Activity Description: Increase Opportunities for engagement for all residents, including youth, families and business professionals. Increase the sense of welcome and well-being for community members with a focus on underserved and/or marginalized populations.


• Provide ongoing communication and engagement opportunities for Spanish speaking community members through the production of Hola¡ Bloomington (in collaboration with WFHB) and the Boletin Communitario. Produced 7 issues to date of the Boletin Communitario, with 550 copies distributed

monthly to families, individuals, restaurants, medical offices and nonprofit organizations. Eight (8) volunteers provide the written and artistic content.

Produced 26 live broadcasts to date of Hola¡ Bloomington in collaboration with WFHB Radio, utilizing 8 community volunteers as hosts and sound operators.

• Coordinate Fiesta del Otono in conjunction with Farmers Market, as part of a month-long celebration of Hispanic Heritage Month. Will take place in September, 2017

• Create opportunities and educational resources to assist new immigrants and refugees easily access community resources and services. Coordinated 4 workshops entitled: KNOW YOUR RIGHTS at Monroe County Public

Library between February and April, 2017. Two (2) sessions were bilingual- English/Spanish and two (2) sessions were in Spanish only. Workshop facilitators addressed questions about immigration reform, offered counseling and legal

assistance that included: document preparation for change of guardianship; identifying local supports; information about proper procedures when engaging law enforcement officials which included local policing agencies and immigration and customs enforcement officials. Attendance of workshops ranged between 40 – 60 residents.

Commission on Hispanic and Latino affairs (CHLA) hosted “Bienvenidos a Bloomington” “Welcome to Bloomington,” an opportunity for community members to meet CHLA Commissioners and learn what they do. Approximately 10 community members attended the event.

• CHLA will recognize outstanding Latino students, community members and supporters through an annual award. Will take place in September, 2017

• Provide quality translation and direct services to community members, other City staff and non-profit organizations. An ongoing service provided to City staff and community members

• Put together team to provide Latino Cultural Competency Training module to all BPD officers resulting in a police force that is better equipped to communicate with and

understand members of the Latino community. Additionally officers will be aware of services available to Spanish speaking community members in need. Latino Outreach Coordinator and members of the Commission on Hispanic and

Latino Affairs provided Latino Competency Module to Bloomington Police Department officer.

Community Health Projects Activity Description: Increase access to health care social service and City resources for residents focusing on those who are low income or from underserved populations. Increases sense of well-being for community members with a focus on underserved or marginalized populations. Provide public safety educational opportunities and resources to promote crime prevention and general safety.


• Coordinate training to City of Bloomington first responders on communications and interaction with persons on the autism spectrum and persons who are physically disabled. An Advocacy workshop was sponsored by LifeDesigns and Stonebelt regarding the

GOP’s proposed health care plan. The training for First Responders played a secondary role to this critical issue, the First Responders program will be implemented in the late fall.

• Coordinate 48 smoking cessation classes at Volunteers in Medicine Conducted 4 smoking cessation classes per month in conjunction with IU Health

Bloomington and Volunteers in Medicine utilizing nicotine replacement therapy. There are two other classes conducted by IU Health Community Health. From January-July 2017, the total number of attendees for the 3 classes was 197. In 2016, 315 people attend the 3 community classes. On target to meet 2016 numbers.

• Support American Red Cross in the organization of four (4) city/county blood drives Sponsored 4 community blood drives and have collected 74 pints of blood to date.

Will host 2 additional blood drives during Bloomington Farmers Markets at the request of the American Red Cross. These additional donations will likely exceed the 2016 collection of 93 pints. Each pint of blood can help save the lives of 3 people.

• Partner with community agencies to enroll residents into health care programs (Affordable Care Act; HIP 2.0) Coordinated monthly Affordable Care Act meetings in order to monitor legislation

and community trends. Monroe County enrollments for HIP 2.0 in 2017 = 7,943. • Commission on the Status of Children and Youth (CSCY) will coordinate a year-long

anti-bullying campaign and award four (4) S.W.A.G.G.E.R. Awards to local students who give generously and earn the respect of their peers, teachers, and caregivers. o Following their strategic planning meeting, the Commission on the Status of Children

and Youth decided to change their focus and did not coordinate an anti-bullying campaign. The goals of the commission now include advocacy/legislation; research/reporting and partnerships/workshop.

Along with the Commissions on the Status of Black Males and the Commission on the Status of Women, the Commission on the Status of Children and Youth was involved in advocating for the elimination of lunch shaming practices in Monroe County Community School Corporation.

SWAGGER Awards will be presented to 4 students living or attending school in Monroe County on 9/11/17.

• Community outreach through participation in health fairs, committee involvement and support of an amendment to the City’s smoking ordinance. Coordinated Health and Wellness Fair during Public Health Week in April.

Participants were screened for blood pressure, pre-diabetes, lipids, pre-hypertension, and hemoglobin A1C. During the 2017 Health Fair 25 hemoglobin test were done, 8 were found to be pre-diabetic. IU Health Bloomington provided complimentary diabetes management classes for those found to be pre-diabetic. Twenty-eight blood pressure screenings were done and 6 had pre-hypertension.

Participated in the Commission on the Status of Black Males Barbershop Health Fair and conducted a discussion on stress management. 40 participants in attendance.

Researched data and coordinated communications for City Council presentation regarding amending the City’s smoking ordinance to include electronic smoking devices. The Bloomington City Council passed the amendment on April 19, 2017. Will provide new signage to businesses within city limits to reflect the amended smoking ordinance. Worked with the American Lung Association to provide funding for 10,000 signs so they can be offered to businesses free of charge.

• Represent City of Bloomington on the Monroe County Suicide Prevention Coalition Met with Monroe County Suicide Prevention Coalition monthly Collaborated with the Commission on the Status of Children and Youth and

Monroe County Library to coordinate a session for parents and one for youth on suicide prevention and identifying warning signs. Total attendance: 12

Special Projects

Activity Description: Increase opportunities for engagement for all residents, including youth, families and business professionals. Increase the sense of welcome and well-being for community members with a focus on underserved and/or marginalized populations. Increase access to healthcare, social service and City resources, especially to those who are low-income or from underserved populations. Work with non-profit organizations to increase infrastructure, improving their service delivery.


• Plan and coordinate MLK Day activities including: Day of Service, Community Celebration and Legacy Award. Day of Service included 3,488 participants serving 30 agencies and logging 8,623

hours. Estimated attendance at evening celebration with Adam Foss as the keynote speaker was 450. The Legacy Award was presented to Donald Griffin, Jr.

• Secure funding of approximately $39,000 for MLK Day of Service mini-grants

Secured $31,000 in funding. Because of a cut in the Community Foundations’ support, we fell short of the target amount. Grants were awarded to 30 agencies in amounts ranging from $500 to $4,000.

• Survey new and existing public facilities for ADA compliance with a goal of awarding 30 new businesses with decals. Awarded 30 new businesses with Accessibility decals

• Promote the increased use of accessible public spaces by the City of Bloomington departmental programs and projects. Invited all department heads to Council on Community Accessibility meetings to hear

concerns about areas directly involving their departments. Surveyed all City facilities used by the public for ADA compliance. Suggested

modifications where necessary and awarded Accessibility decals to those in compliance.

• Provide staff support to the Non-Profit Alliance Continuing to provide support to area nonprofits with assistance in training,

networking and outreach events through the Nonprofit Alliance. The Council on Community Accessibility will provide training to restaurant

owners/managers and are paving contractors regarding ADA compliance guidelines. Goal 30 attendees who will be better informed of how their structures can be brought into compliance.

Community and Family Resources Administration

Activity Description: Provides overall management, administration and customer service for the department.


• Working with HR, develop and implement Diversity/Inclusion training for all City employees. Worked with trainer to develop curriculum and plan for training on-site trainers. Will

implement in 2018 if budget allows. • Create criteria/guidelines for programs/organizations seeking CFRD sponsorship Will complete in 3rd quarter

• Increase community awareness of the work of the six (6) CFRD commissions and the Council for Community Accessibility through social media, newsletters and community outreach. All CFRD commissions, commissions and the council now have social media

presence and produce monthly electronic newsletters. All CFRD commissions have participated in radio interviews and produced news

releases to promote programs and initiatives. Five of the six CFRD commissions have achieved racial and/or age diversity in their

membership through active outreach. Implemented satisfaction feedback QR codes for every CFRD program Domestic Violence Coalition began producing quarterly statistics which include all

participating organizations. Document also educates the reader on what can happens once a DV case is reported until its resolution.

• Transition departmental directories to electronic, searchable format. o The directory transfer was put on hold because of the development of the new City

website. However all CFRD webpage materials were successfully migrated over to the new website.

Coordinate scheduling of City Hall display cases by internal and external users. Developed guidelines for use of City Hall display for City departments and non-profit

organizations. Developed a reservation system for use of the display case. Coordinating the use of the display case by 24 distinct departments/organizations.

• Develop criteria/measurements/evaluation for non-statutory commission effectiveness. Conducted a personal satisfaction survey for all CFRD commissions, the Council for

Community Accessibility, Domestic Violence Coalition and the Safety, Civility and Justice Task Force.

Each CFRD commission participated in a goal setting exercise to create baselines for evaluation in the coming year.

• Coordinate Women’s History Month Luncheon, Women’s Leadership Development event during Women’s History Month and coordinate Creative Aging Festival activities and events in celebration of Older Americans Month. Women's History Month Lunch and Women of the Year Awards drew 462 attendees, 33

reserved tables for eight and 24 exhibitor tables. Woman of the Year – Judy DeMuth; Special Recognition – Toby Strout

Women's Leadership Development Event and Emerging Leader Award -. Four panelists spoke about battling fear of “other” women – certain immigrants, people of color and people of certain religions. The Emerging Leader award was presented to Amanda Barge. This event drew approximately 50 attendees (consistent with the number of people that attended in 2016).

2017 Pay Equity Forum –. Four panelist spoke about pay equity in Indiana. This event was a collaboration between the Bloomington Commission on the Status of Women and the Monroe County Women’s Commission. This event drew approximately 40 attendees.

Four Leadership Scholarship Initiative awards totaling $1,000 were granted to four individuals for various leadership experiences: Katie Richard - National Extension Conference on Volunteerism in Asheville, North

Carolina - $500 Megan Hutchison - Association of Fundraising Professional 2017 International

Fundraising Conference in San Francisco, CA - $200 Ashley Pirani - 2017 National Organization for Women’s (NOW) Conference titled

Forward Feminism: Not Backing Down/Rising Together! Orlando, Florida - $250 Cathi Crabtree - 2017 National Organization for Women’s (NOW) Conference titled

Forward Feminism: Not Backing Down/Rising Together! Orlando, Florida - $50 • Manage Safety, Civility and Justice Initiative to address aggressive panhandling,

safety and civility in the city’s downtown with a primary focus on minimizing offensive behaviors and bringing more civility and justice for all parties involved. Staffed the Safety, Civility and Justice Task Force as they met, researched and

provided recommendations to address downtown issues. Worked with SPEA Capstone class in researching best practices in other

communities that address issues similar to the ones experienced in Bloomington.

Prioritized task force recommendations and moved forward with the implementation of the initial recommendations – increasing official presence downtown; jobs program;

Identified membership for the SCJ Metrics Development Team and Community Coordination Committee to develop metrics and monitor results of the task force recommendations.

Served as the City’s representative to various community based committees impacted by the SCJ initiative and for purposes of communicating about the initiative to the public. Attend 3 standing monthly meetings in addition to periodic meetings with downtown communities of faith and business and social services providers serving low-income, homeless or addicted community members.

• Work with Director of Parks and Recreation to coordinate activities for Bloomington’s Bicentennial Celebration. Chair or co-chaired monthly meetings of City’s Bicentennial Planning Team. Coordinate communications with Monroe County and Indiana University’s

Bicentennial Teams. CFRD staff are specifically coordinating the Bicentennial Kick-off event and working

with Indiana University on a Bicentennial Humanities Project which will begin in October, 2017. The project will work to digitally preserve artifacts and photographs of Black/African American members of the community. These digital images will be a part of a street banner display during 2018.

Research and respond to community concerns related to the CFRD related areas. Provide leadership and support to all CFRD programs, projects and initiatives Provide exceptional customer service support to all staff and visitors to the

department or using department programs or services Respond to inquiries and connect patrons to resources in a timely manner Process claims, update and maintain all budgetary and financial records 2018 Activity Descriptions and Goals CFRD will provide support to the programs and initiatives of six commissions, the Council for Community Accessibility and the Monroe County Domestic Violence Coalition. Additionally core programming, including but not limited to, heritage month celebrations, blood drives, communications for and about Spanish-speaking members of the community and assessment of public facilities for ADA compliance will include new goals for increased participation and end user satisfaction. Below are a few new initiatives being undertaken by CFRD. Engagement

Activity Description: Build a strong, healthy and engaged community by connecting volunteers of all ages and backgrounds with creative and effective opportunities for service. • Conduct or coordinate 8 training sessions for potential nonprofit board members,

nonprofit coordinators and other nonprofit staff.

• Establish a youth volunteer program that will engage youth in year-round volunteering with a goal of 10,000 volunteer hours, collectively.

• Encourage and support targeted, skill-based and pro-bono volunteering by individuals, businesses and corporations, by creating outreach strategy that includes on-line, in person and print resources.

• Develop “Dia Latino de Voluntarado” or Latino Volunteer Day during Hispanic Heritage Month, recruiting 80 volunteers from Bloomington’s Latino/Hispanic community and advocates.

• Coordinate a Youth Citizens Academy for 60 middle school aged students living or attending school in Monroe County to increase participants knowledge off local government and government resources.

• Increase volunteer opportunities by three (3) to Latino community members and allies to assist with Hola Bloomington and other Spanish-speaking programs on WFHB.

Safety, Civility and Justice Activity Description: Create a community climate where residents and visitors feel safe and behave with civility and where community problem solving is performed with justice as an overarching value.

• Provide leadership to the Safety, Civility and Justice Metric Development Team and Community Coordinating Council to develop strategies to prioritize, implement, fund and evaluate Safety, Civility and Justice Task Force final recommendations, achieving a minimum of 3 task force recommendations.

• Establish public/private partnerships to fund SCJ Task Force recommendations for minimum of $78,000.

• Meet with SCJ Metric Development Team every other month to establish baselines for success of the initiative.

• Work with Community Coordinating Council to provide oversight to the SCJ initiative and provide bi-monthly updates to the community as the initiative progresses.

• Create and maintain Homelessness Services webpage on the City’s website to deliver information to residents in need, service providers and other interested in assisting those experiencing homelessness with a minimum goal of 10 hits monthly.

• Maintain open communications and ongoing dialogue with downtown businesses, communities of faith, patrons and area service providers regarding issues related to homelessness, substance misuse, mental health treatment and related behaviors by attending 3 standing monthly meetings in addition to quarterly meetings/outreach with downtown communities of faith and business and social services providers. Diversity

Activity Description: Create an environment where employees and residents strive to better understand the perspectives of others, demonstrate empathy and mutual respect, fairness and equity in the

workplace and in community life. Develop more effective strategies to recruit and attract a more diverse applicant pool for position vacancies.

• Work with Human Resources Director to develop and implement diversity/inclusion

training module to be required for all 690 City staff. • Conduct or coordinate Train the Trainer sessions for all potential Diversity/Inclusion

trainers. Goal: 6 trainers from across City departments and disciplines. • Coordinate Mayor’s Diversity Advisory Council by identifying 7-10 staff from across

departments and grades to meet quarterly and assess City’s diversity efforts and outcomes and provides recommendations to the Mayor on effectives strategies to increase inclusiveness among the workforce.

• Work with Bloomington Fire Department on diversity recruitment and retention efforts with a goal of 10-15% of new recruits being from underrepresented populations.

• Coordinate a 4-5 week Youth Citizens Academy to take place in the summer of 2018. Target audience: 60 middle school-aged students living or attending school in Monroe County. This interactive and project based program will increase youth’s knowledge of local government and government resources.

• Increase Black History Month platinum and gold sponsorship levels by one each and increase BHM Gala ticket sales by 20%. Additionally, will work with ITS and Innovation staff to create a mobile app for a Black History Month walking tour.

• Work with Islamic Community Center of Bloomington, Islamic student groups and Asian community members to increase representational diversity in local government (boards, commissions, committees) by 10%.

• Provide ongoing communication and engagement opportunities for Spanish-speaking community members by producing 42 live broadcasts of Hola Bloomington in collaboration with WFHB radio; working with Latino/Hispanic teens to produce “Teen Talk” program, and the production of “De Mujer a Mujer-La Vida Real” “From Woman to Woman – Real Life,” a program with a primary audience of Hispanic/Latina women.

• Create a “Visitor’s Guide” in Spanish for community members to be inserted in 4 issues of the Boletin Communitario.

• Raise the awareness of, the depth and breadth of artistic endeavor among Latinos and Americans of African descent. Black and Brown Arts Day will be coordinated to showcase fresh, groundbreaking material highlighting the unique point of view of 30 emerging and established artists from the city of Bloomington across all genres including, but not limited to, theater, poetry, music, dance and the visual arts. Health Outreach

Activity Description: Promotes a healthy lifestyle for residents through access to quality health care and health promotion programs, and physical fitness and recreational opportunities.

• Coordinate six blood drives in collaboration with the American Red Cross (City

employee, Fallen Officers, City/County employee and 3 Farmers Market drives).

Additionally will collaborate with one local business to sponsor an on-premises blood drive. Goal: 100 pints of blood.

• Increase community knowledge of opioids and addiction and reduce the stigma of recovery through service on the Monroe County Substance Abuse/Mental Health Committee and Monroe County Syringe Services Advisory Board, attending quarterly meetings for each organization.

• Create and produce educational materials on warning signs of drug use and prevention, targeting middle and high school youth and their parents.

• Work with community partners to develop a comprehensive community-wide suicide prevention plan and coordinate two (2) QPR Gatekeeper Trainings for Suicide Prevention for City staff. Each session will host a maximum of 15 staff.

• Facilitate monthly Affordable Care Act meetings in order to monitor federal and state legislation and policy.

• Facilitate 48 weekly smoking cessation classes in collaboration with IU Health Bloomington and Volunteers in medicine.

• Enroll community members in HIP 2.0 and provide support to those entering the Health Insurance Marketplace.

• Promote health awareness to underserved Latino Community by providing ethnic specific education in a culturally appropriate setting for early detection, screening, resources and patient navigation for follow-up care. To increase knowledge following interaction with health care providers. Target 200-300 residents of Hispanic/Latino Heritage to attend and ½ of population screened for diabetes.

Commissions

Activity Description: Boards and commissions enable residents to participate in the government process and perform a vital role in making democracy work at a local level. Their activities help shape and influence public policy, lending a more diverse viewpoint by residents familiar with the needs and challenges of the community. Members apply their own talents and experiences to improve the quality of life for all Bloomingtonians.

• Commission on the Status of Black Males and the MLK Birthday Commission will

collaborate to establish a community campaign and workshop on socially responsible activism. This will be based on Dr. Martin Luther King, Jr.’s “6 Steps of Non-Violence,” working with 3 high school and/or university student groups.

• Work with commission liaisons for all City commissions to determine racial, ethnic and gender make-up of commissions and support recruitment effort to help increase demographic representation on commissions by 10%.

• Commission on the Status of Black Males Bicentennial Project – commissioners will recruit a minimum of 50 Black/African American males to read a minimum of 200 hours to students in MCCSC Title I schools.

• Commission on the Status of Black Males will host a day-long Black Male Summit in the Fall of 2018 for 60 male students (30 middle school; 30 high school) designed to educated students in the areas of political and civic engagement while addressing

the importance of networking, race relations, self-esteem, healthy relationships and strategies for personal and professional growth.

• Coordinate Fiesta del Otoño in celebration of Hispanic Heritage Month. Increase event sponsorship by 20% and work with the BAAC to commission a mural.

• The Commission on Hispanic and Latino Affairs will host a community conversation on immigration reform with a goal of 40 attendees.

• The Commission on the Status of Children and Youth will recognize four area children and youth with SWAGGER awards. SWAGGER stands for Student Who Act Generously, Gain and Earn Respect.

• The Commission on the Status of Children and Youth will create a two-page statistical summary of factoids about children and youth living in Bloomington/Monroe County and coordinate a local community event to report out on the information.

• Secure funding of approximately $25,000 for MLK Day of Service mini-grants. • Plan and coordinate MLK Birthday Celebration activities including: Day of Service,

Community Celebration and Legacy Award. Meet or exceed 2017 participation of 3,488 volunteers and 450 attendees at the Community Celebration,

• Survey new and existing public facilities for ADA compliance with a goal of awarding 30 new businesses with decals.

• Provide administrative support to the Domestic Violence Coalition and annual Domestic Violence Conference in March. Produce quarterly updated to domestic violence statistics document.

• Increase support to nonprofit agencies through staff support to the Non-Profit Alliance and training to potential nonprofit board members. Target – 25 community members trained to serve on nonprofit boards.

• Coordinate 2018 Women’s History Month Lunch and Women of the Year Awards. Streamline ticket sales through use of BCT Box Office ticket service. Increase event revenue by 10% through reserved seating, donations and social media advertising.

• Coordinate 2018 Women’s Leadership Development event. Increase event participation and diversity by 20% by soliciting more diverse panelist and targeted marketing to communities of faith, NAACP, El Centro, the Bloomington Islamic Center and the IU Asian Culture Center.

• Increase collaboration between the Bloomington Commission on the Status of Women and the Monroe County Women’s Commission by collaborating on three events – which is an increase of 2 - and creating a joint quarterly newsletter.

• The Commission on Aging will coordinate four community events that successfully address the commission objectives of education, recognition, celebration and contribution in relation to creative aging, Increase participation by 20% (over Creative Aging Festival events) through marketing, outreach and use of social media.

• Address the issues of seniors living in poverty by creating a one-page statistical summary of factoids about seniors living in poverty in Monroe County and coordinating a local community event related to this issue.

• Serve as a resource to Indiana University 2018 Aging Conference.

2018 Budget Proposal Highlights Category 1 – Personnel request is $744,841, an increase of $16,648 or 2.3%. As you are aware, the city is requesting a 2% salary increase for non-union staff which is reflected in this amount. Category 2 – Supplies request is $6,850, an increase of $350 or 5.4% and represents routine cost increases for standard supplies.

Category 3 – Other Services & Charges request is $36,885, an increase of $8,050 or 27.9%. Significant line item increases include: Line 3160 – Instruction increases by $1,700 and includes staff development support at the Annual Volunteer Conference for one staff; registration for one staff for the International Town Gown Association Annual Meeting, continuing education and certification renewal for Indiana Navigators and social media and fund development continuing education for staff. Line 3230 – Travel increases by $500 which represents travel for conferences outline in Line 3160 Line 3640- Hardware and Software Maintenance increases by $4,400 and includes printer maintenance ($500) and the renewal of a variety of software programs including Cloud software renewal ($850), Get Connected Volunteer Software (3,080), Smart Sheet Project Management Software ($2,500), Adobe Suites ($1,100). Conclusion Thank you for your consideration of the Community and Family Resources Department 2018 budget request. We feel strongly that this budget will provide staff with adequate resources to provide continued service to the community through ongoing programs, projects and initiatives while allowing for expansion in some areas to meet community needs in the upcoming year. I would be happy to answer any questions you may have.

City of Bloomington

Community and Family Resources Department

DirectorBeverly Calender-

Anderson

Special Projects Coordinator

Michael Shermis

Health Projects Coordinator

Nancy Woolery

Latino Programs CoordinatorJosefa Luce

Program Specialist Sue Owens

Safe and Civil City Director

Rafi HasanCBVN Director

Bet Savich

CBVN Assistant Director

Lucy SchaichReceptionist

Usha GillOffice

ManagerStefanie Green

CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 460,573 483,349 497,012 13,663 2.83%51120 Salaries and Wages - Temporary 12,307 10,001 10,001 (0) 0.00%51210 FICA 33,971 37,742 38,786 1,045 2.77%51220 PERF 65,401 68,636 70,576 1,940 2.83%51230 Health and Life Insurance 119,457 128,466 128,466 0 0.00%

691,709 728,193 744,841 16,647 2.29%

52110 Office Supplies 1,900 3,500 3,850 350 10.00%52420 Other Supplies 1,455 3,000 3,000 0 0.00%

3,355 6,500 6,850 350 5.38%

53160 Instruction 310 1,300 3,000 1,700 130.77%53170 Mgt. Fee, Consultants, and Workshops 3,000 4,700 5,000 300 6.38%53210 Telephone 0 200 200 0 0.00%53220 Postage 1 0 0 0 N/A53230 Travel 546 1,500 2,000 500 33.33%53310 Printing 0 1,600 2,000 400 25.00%53640 Hardware and Software Maintenance 3,105 3,630 8,030 4,400 121.21%53910 Dues and Subscriptions 867 3,005 3,005 0 0.00%53940 Temporary Contractual Employee 1,408 1,500 1,500 0 0.00%53960 Grants 9,146 9,550 9,500 (50) -0.52%53990 Other Services and Charges 1,789 1,850 2,650 800 43.24%

20,171 28,835 36,885 8,050 27.92%

715,235$ 763,528$ 788,576$ 25,047$ 3.28%


Department: 09 - CFRD Personnel Services





1



From: Paula McDevitt, Director, Parks and Recreation Department


This memo accompanies the proposed 2018 budget for the Parks and Recreation Department. Why We Exist The Parks and Recreation Department strives to provide the highest quality of parks, recreation services and greenspace to enhance the quality of life in our community. 2017 Budget Goal Update

Administration

• Administration implements policy as set forth by the Board of Park Commissioners. Under the direction of the Department Director, Directors manage Recreation Services, Sports, and Operations and Development. The Office Manager and Customer Service staff provide financial and clerical support for all activities. o Provide customer service and process 9000 transactions for program

registrations, shelter rentals, and refunds through RecTrac 3.1 software update. Core group established and preparing migration plan. Migration of RecTrac Database Test Upgrade Test Upgrade installed on server. Received three hour Navigational Training via WebEx session In house training scheduled for week of August 14, 2017 Upgrade scheduled for September 18, 2017

Community Relations

• Community Relations develops and implements effective communication and marketing strategies for all Parks and Recreation programs, including the provision of high quality graphic design and consistent branding. Community Relations is responsible for generating revenue to support Department programs through the promotion of memberships, events and services; the sale of advertising and rental space at department facilities; and the acquisition of sponsorships and donations. This program unit also recruits, tracks, and assigns community volunteers who

Parks and Recreation

contribute to the Department’s mission by assisting in a variety of program areas across divisions. o Produce and distribute 40,000 program guides three times per year.

Printed 38,000 program guides for January-April 2017 program season.

Mailed 32,000 guides and distributed an additional 6,000 guides at 15 different public buildings and business locations throughout the city.

Printed 35,000 program guides for May-August 2017 program season.

Mailed 32,000 guides and distributed an additional 6,000 guides at 17 different public buildings and business locations throughout the city.

o Generate a 15% increase in the Parks Partner advertising program to generate $110,000 in sales.

Obtained 7 new Park Partners in the first quarter of 2017. These new participants in the Park Partner program contributed a total of $4,350 to the Department.

Renewed an additional 20 different sponsors and advertisers during the first quarter for a total of $15,000

Continue to address challenges of losing several major partners at the TLRC in 2016 and 2017, including Smithville, Stephens Honda, Jellystone Park at Lake Monroe, and a significant reduction in advertising by IU Health.

Second quarter sales efforts were focused on acquiring sponsors for the Performing Arts Series and the 50+ Expo. Nearly $8,000 in advertising sales were collected in the second quarter, with three new businesses on board as advertisers. Three businesses renewed their advertising contracts. Total program sponsor and ad sales income in the second quarter was $44,000.

o Improve the program registration process through the RecTrac software upgrade in order to gather and utilize user statistics to develop the best possible message for target audiences.

RecTrac upgrade is scheduled to take place in fall of 2017. The City’s ITS Department launched the new City Web site on June

14. The new site features customer-friendly categories and a robust search feature. The new site utilizes PROMT to populate the Web site and to drive registration traffic through WebTrac and GolfTrac. Vermont Systems is scheduled to upgrade the RecTrac registration system in August.

o Recruit, track, and train 1780 volunteers for 9370 hours of service that enhances the Department’s ability to care for public resources and provide quality programming.

Between Jan. 1 and June 23, the Parks and Recreation Department hosted 1,897 different community volunteers, who have contributed a total of 1,974.3 hours to benefit Department programs, parks and facilities.

Health and Wellness • The Health and Wellness area provides opportunities through programs, events and

partnerships to encourage physical activity, to communicate the benefits of healthy choices and to promote department resources which support healthy lifestyles o Implement the Girls on the Run Program at two elementary schools in the fall for

50 participants. Finalizing the partnership agreement to go to the November Parks

Board meeting for approval to begin the program in early 2018. o Reduce the percentage of obesity for children and adults in Monroe County from

21% to 20% due to implementation of the Community Health Improvement Plan (nutrition and physical activity community partnership interventions)

The Chronic Disease task force, for the Community Health Improvement Plan, has put together goals and objectives to learn more about comorbidities surrounding obesity.

The Chronic Disease Task Force (part of the overall Community Health Improvement Plan) is putting together an evaluation for preschools and daycares to complete in order to determine their health and wellness needs and researching grant to would assist in community efforts to address the reduction of obesity.

o Work in partnership with IU Health Bloomington, Monroe County YMCA, Riley Physicians Indiana University Health, IU School of Public Health, MCCSC and RBB to facilitate the G.O.A.L. Program’s (Get On Board Active Living) 3 cohorts with 15-20 youth participants and their families per cohort.

The 20th cohort of GOAL held January 2017-April 2017 had 10 youth participants complete the program along with their families.

The 21st cohort of GOAL held April 2017-July 2017 had 9 youth participants attending the program along with their families

The 22nd cohort of GOAL is set for August-November 2017.

Aquatics • Aquatics program area plans, coordinates, and facilitates recreational swimming,

formal lessons, private rentals, special group use and advanced aquatic safety training for the community. It operates out of Bryan Pool and Mills Pool. o Provide recreational swimming from Memorial Day to Labor Day for

approximately 55,000 patrons at Bryan Pool and 21,000 at Mills Pool. Bryan: 16,498 and Mills: 7,562 (May – June - 2nd quarter) Final data available 3rd quarter

o Provide swimming lessons for approximately 550 participants during the season. 182 participants. Final data available 3rd quarter

o Service at least 30 private pool rentals during the season. To date: 4 pool rentals Final data available 3rd quarter

Health and Safety

• Provide training and certifications for full-time and part-time staff that work for the department.

o Train 300 staff members in First Aid, CPR and AED’s. 165 year to date

o Provide over 600 hours of aquatic training for our aquatic staff. 1,077 hours of training has been completed with aquatic staff.

Frank Southern Center

• Frank Southern Center provides recreational and organized ice skating to ice enthusiasts from Bloomington and surrounding communities from October through mid-March. o Provide group skating lessons to over 600 participants.

562 participants year to date o Sell and provide ice time to organizations in excess of 500 hours during the ice

season. 386 hours year to date

o Provide house hockey for over 135 children in the community. 124 participants year to date

o Make available public skating times for community members for at least 300 hours seasonally.

127 hours year to date

Golf Services • Cascades Golf Course is a 27-hole golf facility including a driving range, practice

greens and clubhouse that facilitates affordable golf play and programs. o Increase the number of rounds from 23,000 to 24,500 while maintaining the

most affordable green fees in the area. 1/1/2016 - 6/30/2016 Rounds played - 10,877 1/1/2017 - 6/30/2017 Rounds played - 10,847

o Increase sales of season pass holders from 321 to 340 To date 231 season passes have been sold. (2016 total was 241)

o Increase the number of golf leagues from 8 to 10 7 leagues are currently playing

o Provide a practice facility for over 3,500 golfers. 2300 to date

Natural Resources

• The Natural Resources area enhances and protects natural areas managed by the Parks and Recreation department including Griffy Lake Nature Preserve, Wapehani Mountain Bike Park, and Leonard Springs Nature Park, while providing appropriate outdoor recreational and educational opportunities in these areas for all ages in the community. o Facilitate environmental education programming for all MCCSC 4th and 6th grade

students and for 500 local children during the summer. 786 4th grade students and 748 6th grade students attended during

spring semester Summer programming has been provided for 581 children

o Provide boat rental opportunities for 5,000 boaters at Griffy Lake from April through October.

98 personal boat permits, 570 personal boat launches, and 4,048 boat rentals.

o Conduct monthly water sampling at Griffy Lake to provide water quality reports and provide data for IU SPEA as a part of their research into the impacts of the extended draw down of the lake for the 2013 dam repairs.

Data and samples have been collected four times to date. o Install 2000 native plantings at Miller-Showers to improve habitat and curb

appeal. 402 plants (294 plugs and 108 4” pots) have been planted at Miller

Showers o Establish pollinator habitat at Olcott Park in the mowing reduction areas

Location moved to Goat Farm. The 5-acre Goat Farm Prairie planting will occur in the fall to improve

the likelihood of successful establishment.

Youth Services • The Allison-Jukebox is a multi-purpose community center that facilitates Kid City

summer camp program and a variety of classes and programs throughout the year. The facility can be rented for private groups or Parks department partners o Manage three program partnerships and 50 hours of facility rentals.

Jazzercise has met 38 times. Rentals have been limited to Jazzercise while the building has been under construction

Three partnerships have received park board approval and are being implemented.

The AJB has had 55 hours of rentals o Offer full day programming to 40 elementary age school children when the

public schools are not in session during the school year January Break Days served an average of 41 campers, Spring

Break Days served an average of 46, and May Break Day served 38.

o Provide a summer camp to 85 participants per week for 9 weeks that allows children to explore their community, develop leadership skills and develop healthy active lifestyles.

Served an average of 67 Kid City campers/week. Served 13 campers per Ivy Tech College for Kids and Ivy Arts for

Kids partnership

Twin Lakes Recreation Center • Operate a 100,000 square foot indoor fitness and sporting facility offering all types

of floor sports, artificial turf activities, leisure fitness, group fitness, and senior activities. o Increase membership from 818 to 849 members to remain competitive in the

local fitness membership arena. TLRC currently has 824 active members

o Plan and implement a three session youth basketball league for 520 participants per session.

Session One: 500 participants; Session Two: 387 participants. Session Three: TBD in fall season

o Provide fitness classes for over 400 participants. 223 participants (876 participations)

o Rent the artificial turf for 950 hours to maximize its use for all types of activities. 576 hours year to date

o Facilitate basketball tournaments for a $655,600 economic impact in the community.

$450,000 year to date estimate Community Events

• The Community Events area provides an eclectic mix of cultural and outdoor activities and year-round events to provide enjoyment, education, and a sense of community for the diversity of people in the community. o Reorganize the sponsorship program for the Performing Arts Series utilizing a

tiered approach enabling sponsors increased benefits by increasing exposure from one to 14 concerts.

Created three tiers with escalating benefits. o Create and implement two new community wide events for 500 participants in

the first quarter of 2017. WinterFest was created and held in February. The event had 150

attendees. Spring Fling was created and held in March. The event had 154

attendees. o Increase participation at Tuesday Market from 2300 to 2645.

2074 participations to date o Increase the Prepared Food Vendors at the Saturday Farmers Market from 10

to 13 by adding 3 food trucks. Three new food truck/push carts have been added.

o Increase the number of households who use Market Bucks by 15% or 34 (225 in 2016)

154 households to date o Increase the number of events at Market by adding one new event.

A new event has been added by Utilities on September 2. o Increase overall vendor capacity per week from an average of 84 vendors to an

average of 90 vendors. 93 average vendors per week to date

o Sell out 170 garden plots at Willie Streeter Gardens leaving 10 spaces in remediation.

Sold 135 plots. Implemented include ½ price fees for remained of season.

o Replace four raised beds at Streeter and add two to Butler. Three have been added to Butler and three are complete at

Streeter with more to be installed this fall.

o Increase garden class participations from 221 participants to 254 (15% increase) through the addition of three innovative topics including integrated pest management, and topics directly related to community gardening.

Four new classes were added in the spring 2017. Three new garden classes were added to the Fall/Winter guide.

Adult Sports

• Plans, coordinates, and facilitates leagues and programs at Twin Lakes Sports Complex and Lower Cascades Ballfields. o Provide adult softball leagues for over 3,500 participants.

2500 year to date. o Provide girls fast pitch leagues for over 150 participants.

League had a total of 123 participants o Provide fields for 310 practices and 2785 games

750 practices; 650 games o Host tournaments and competitions that have a $2,000,000 economic impact in

the community 10 tournaments scheduled 12 one day competitions scheduled Total of 26 days of rentals.

Youth Sports

• Plan, coordinates, and facilitates operations at Winslow Sports Complex, Olcott Park, and Bryan Park. These facilities host Bloomington Junior League Baseball, Senior Baseball, MCCSC, and other sporting leagues or groups. o Serve over 2,200 youth in the community.

Winslow 21,063 participations, BJLBA 450 registrations; MCSLBA 130 registrations; Olcott Park 4,082 participations; Bryan Park 3,744 participations

o Maximize the use of multi-use fields for as many groups as possible including Jackson Creek Middle School Football, soccer practices and camp, and middle school lacrosse practices. Increase users groups from 6 to 10

Winslow (Bloomington Junior League Baseball Association. Monroe County Senior League Baseball Association, Bloomington High School Softball, Bloomington High School South Baseball

Olcott (Jackson Creek Middle School Football, Ultimate Frisbee, Kickball League, Lacrosse)

Bryan (Bloomington Junior League Baseball Association) o Facilitate youth baseball program for 725 participants.

Program had 520 participants

Banneker Community Center • Benjamin Banneker Community Center offers year-round programs and services

for citizens of all ages. The facility is available for rental to private groups or Parks Department partners.

o Increase the number of campers in the summer food service program from 80 to 90 targeting underserved areas in the community

Banneker Camp summer program has averaged 86 participants per day. Number is up by 10 participants when compared to the 2016 summer program.

o Increase the maximum number of the after school program from 50 to a maximum of 75.

Winter/Spring semester had 55 participants Staffing for 60 participants in the fall semester

o Increase preschool/family programming including four new programs or 25% additional opportunities for passive play.

Goal achieved with monthly family events held in January, February, and March and April 7th.

Family Resource Center had hosted close to 1000 visitors to date. o Increase the number teens to a consistent 30 teens in both after school and

summers program. The spring semester had two additional events increasing

average attendance for the monthly programs to 54 participants. 25 participants in the summer program

Inclusive Recreation • Inclusive Recreation provides recreation services and programs for people with

disabilities to facilitate participation in the most integrated setting, promoting interactions between individuals with and without disabilities in all Parks and Recreation programs. o Provide and promote inclusive recreation to a minimum of 15 participants with

disabilities through the provision of accessible and inclusive programs and services for individuals with and without disabilities in cooperation with Parks and Recreation staff and community organizations

Currently have served 13 individuals with disabilities.

Operations Services • Operations provides high quality resource protection, development, grounds

maintenance, facility maintenance, repair, renovation, construction, landscaping, event setups, public safety and sanitation services for the property, equipment and facilities contained within 34 public parks and related pubic facilities and trails. o Provide essential operative services, preventive maintenance, preventive

maintenance, grounds maintenance and repair to all parks, facilities, structures and equipment. The Master Plan Community Survey indicates that trails, large community parks, natural areas, small neighborhood parks, and playgrounds as the top 5 types of facilities used by residents. 78% of residents use the trail system and 72% use large community parks.

Implemented partnership agreement with Centerstone for contracted park maintenance crew, Operations Center back parking lot improvements, Repairs to split rail fencing at Schmalz, RCA & Upper Cascades Park

Camera installed in Peoples Park

Building Trades Park Restroom Renovation: 2015 TIF Capital Imp. Project $68,261

Memorial Bench purchase for Jackson Creek Trail Downtown Tree Campaign-Completed installation of last (8)

downtown trees & grates o Maintain 2,343.5 acres of Department property.

Wood deck/foot bridge repairs made at Butler, Lower Cascades Playground and Building Trades Park Repairs to B-Line shade sail, shade benches at Skate Park and

Sherwood Oaks Park Lower CC’s-cleaned out ditchline & made drainage improvements Ferguson Dog Park-filled in holes in dog runs dropped (3) loads

¼-minus in dog runs Peoples Park-Removed (6) mural panels from Bicycle Garage W

wall Goat Farm-Fabricated & installed steel door for silo City Hall-Aerated & over seeded

o Maintain 27 playgrounds. Playground repairs made at Building Trades, Olcott, Lower

Cascades and Butler Parks. Refurbished playground surfacing at Lower Cascades, Park Ridge

Park and Olcott Arch Swing. Repairs to lights at Lower Cascades Playground Lower CC’s Playground: Removed existing playhouse & sandbox

and installed new playhouse & play table $6,828 o Maintain 7.5 miles of paved multi-use accessible trails, 9.25 miles of paved

fitness/hiking/biking trails and 13.85 miles of unpaved fitness/hiking/biking trails. B-line extension north to Fullerton Pike – in progress/conversation

with County. Brush removal for improved sight line on Clear Creek and Rail

Trail Clear Creek Trail-power washed bridge

o Represent the department on the newly formed Downtown Safety, Civility and Justice Task Force.

Complete o Switchyard Park Project

100% Design Development phase 75% of Construction Documents phase by November 2017

Landscaping

• Landscaping services provide high quality landscape planting and maintenance services for publicly owned property, including parks, throughout the City of Bloomington in an ongoing effort to contribute to the appearance and beautification of the city. Maintain over 167,000 square feet of landscaping contained in over 360 landscaped beds. Plant and maintain 100 planters.

o Update the Landscaping Inventory to provide critical "institutional" knowledge for the City Landscaper and allows for accurate maintenance and purchasing estimates.

Hired Landscape Specialist in May to gather data and compile information.

o Remove 25% of invasive plant species as part of a four year plan and replace with native at all locations throughout the City (facilities, medians, trails, parks)

Ongoing- invasives removal has occurred at multiple locations. Native/pollinator gardens have been installed at the Showers Plaza, Monroe County Government Center, Bloomington Banquet sculpture, Parks and Recreation Operations Center, Courthouse Square, Kirkwood Avenue, Rose Hill Cemetery, WHB Park and numerous planters on the B Line and downtown.

o Build soil health in order to decrease fertilizer use and minimize pesticide usage. Ongoing

Cemeteries

• Cemetery services administer and maintain the publicly owned Rose Hill and White Oak cemeteries which include, grave sites, mausoleums, monuments, statuary, and related structures on those properties o Rehab 30 of the original headstones out of 15,000 at both cemeteries.

Ongoing- Pursell Monuments completed Rose Hill restorations in May. Twenty-one headstones and one family pen were repaired.

o Certify one (1) FT Staff member as a Certified Chemical Applicator Registered Technician.

COMPLETED March 2017- Landscaping & Cemeteries Working Foreman

o Convert all invasive plantings to native to improve habitat and site appearance. Soldier’s Monument bed native installation was completed in June

2017. Diseased Colorado Blue Spruces have been removed, they will be replaced by native Eastern Red Cedars in the fall.

Urban Forestry • Urban Forestry provides high quality urban forestry for publicly owned property,

including parks, throughout the City of Bloomington in an ongoing effort to protect and enhance the urban forest, and contributes to the appearance and beautification of the City of Bloomington o Continue to maintain Tree City USA status for a 33rd year.

Application due in 4th Quarter o Provide urban forestry services at publicly owned to include 625 plantings (Parks

95, Street 530), pruning on 450 trees (Parks 30, Street 420) and 500 removals (Parks 75, Street 425)

Pruned 189 public trees (77 Park, 112 Street) Posted 375 public trees for removal Planted 279 public trees

o Remove 150 Ash trees for Emerald Ash Borer damage Removed 76 Ash trees to date

Remove 74 by end of 2017

New Goals for 2017 Update

Park Bond • 2017-2020 Park Bond: Complete $6.9 million dollars in park projects at twenty four

sites including: Lower Cascades Ballfield shade structures Mills Pool umbrella replacements – done TRLC cardio equipment replacement - done In Progress: Roofing project and limestone repair at Rose Hill Cemetery

Cascades Golf Course Clubhouse; Zoysia fairway replacement; Frank Southern Center locker rooms and bleachers; Griffy Lake assessable fishing pier design; Winslow Sports Park irrigation and maintenance building fencing; Peoples Park site redesign; TLRC locker room design

• Switchyard Park –

o Complete 100% Design Development phase - done o Complete 75% of Construction Documents phase by November 2017

2018 Activity Descriptions and Goals

Administration

• Administration implements policy as set forth by the Board of Park Commissioners. Under the direction of the Department Director, Directors manage Recreation Services, Sports, and Operations and Development. The Office Manager and Customer Service staff provide financial and clerical support for all activities.

o Quarterly distribute customer service surveys, with an anticipated return of 18% and 80% customer service rating of “very positive”. Review and analyze returned surveys to assist in determining level of ongoing training required for customer service staff.

o Update and replace existing audio/video equipment to provide department with essential tools necessary to conduct meetings, in services and staff training.

o Manage additional staff hours, to assure staff continues to provide a high standard of customer service to community.

o Conduct a work load analysis across all 4 divisions to plan for Switchyard Park impact on personnel and department resources.

Community Relations

• Community Relations develops and implements effective communication and marketing strategies for all Parks and Recreation programs, including the provision of high quality graphic design and consistent branding. Community Relations is responsible for generating revenue to support Department programs through the promotion of memberships, events and services; the sale of advertising and rental space at department facilities; and the acquisition of sponsorships and donations. This program unit also recruits, tracks, and assigns community volunteers who

contribute to the Department’s mission by assisting in a variety of program areas across divisions.

o Apply for the 2018 Gold Medal Award through the National Recreation and Park Association

o Produce and distribute 40,000 printed program guides three times per year. o Renew at least 80% of advertising contracts by current advertisers, and enroll

five new advertisers in the Park Partner program. o Utilize RecTrac software demographic information to segment participants and

develop effective messaging to maintain current enrollment numbers in Kid City Break Days, and increase TLRC membership by 3%

o Maintain the current number of 1,700 individual volunteers who contribute to quality Department programs

Health and Wellness • Health and Wellness area provides opportunities through programs, events and

partnerships to encourage physical activity, to communicate the benefits of healthy choices and to promote department resources which support healthy lifestyles.

o Plan, implement, and evaluate health/wellness programs for 150 children (1000 participations) attending Kid City, Banneker Summer Program and Banneker after school program.

o Increase Bryan Park Kids Triathlon attendance from 23 to 35 participants o Increase Bloomington Walking Club attendance from 10 to 12 participants

(weekly average) o Update 6 out of the 12 Jackson Creek B-Fit Videos o Conduct monthly community meetings for Action Communities for Health,

Innovation, and Environmental Change (ACHIEVE) task force. Meetings will be used to develop studies and form focus groups to evaluate gaps and needs within specific indicators such as age, sex, and socio economic factors. Formulate a plan to address identified needs by the end of 2018.

Aquatics

• Aquatics program area plans, coordinates, and facilitates recreational swimming, formal lessons, private rentals, special group use and advanced aquatic safety training for the community. It operates out of Bryan Pool and Mills Pool. o Achieve over $30,000 in gross revenue for Mills Pool with all categories

combined. o Service at least 32 private pool rentals during the season o Serve 450 participants in the swim lesson program resulting in $31,000 in

revenue over the multiple sessions Health and Safety

• This area is the training and certifications for our full-time and part-time staff that works for our department. o Train over 310 staff members in First Aid, CPR and AED’s to meet risk

requirements

Frank Southern Center • Frank Southern Center provides recreational and organized ice skating to ice

enthusiasts from Bloomington and surrounding communities from October through mid-March. o Provide group skating lessons to over 635 participants. o Sell and provide ice time to organizations in excess of 525 hours during

the ice season. (445 hours from the 2016-17 season) o Provide house hockey for over 125 children in the community.( 85

participants from the 2016-17 season o Make available public skating times for community members for at least

625 hours seasonally. (607 hours from the 2016-17 season)

Golf Services • Cascades Golf Course is a 27 hole golf facility including a driving range, practice

greens and clubhouse that facilitates affordable golf play and programs. (This site will be under new clubhouse construction and turf replacement on 9 holes during 2018) o Increase The First Tee camp participation by 10% - 15 more participants

(2017 = 147, 2018 = 162). o Increase gross revenue for driving range by $2,000 (500 more buckets sold for a

total of 5,000 buckets). o Maintain the number of season pass holders from 2017 to 2018 for zero change. o Limit loss of gross revenue for green fees and carts to 20%.

Natural Resources • Natural Resources area enhances and protects natural areas managed by the

Parks and Recreation department including Griffy Lake Nature Preserve, Wapehani Mountain Bike Park, and Leonard Springs Nature Park, while providing appropriate outdoor recreational and educational opportunities in these areas for all ages in the community. o Facilitate environmental education programming for all MCCSC 4th and 6th grade

students and for 500 local children during the summer. o Provide boat rental opportunities for 5,000 boaters at Griffy Lake from April

through October. o Conduct monthly water sampling at Griffy Lake to provide water quality reports o Complete accessible fishing pier at Griffy Lake o Improve access and organization of the Griffy Lake Boathouse parking lot o Expand north shoreline erosion control at Griffy Lake o Griffy Lake Nature Preserve Management - 10% increase in the mean heights of

white baneberry, sweet cicely, jack-in-the-pulpit and recurved trillium within sample plots.

o Improve pedestrian safety on Headley Rd. o Expand Lower Cascades bush honeysuckle project by 3 acres o Provide volunteer opportunities for 500 community members to maintain natural

spaces. o Install 2000 native plantings at Miller-Showers to improve habitat and curb appeal.

Allison Jukebox Community Center/Youth Services -

• Allison-Jukebox is a multi-purpose community center that facilitates the Kid City summer camp program and a variety of classes and programs throughout the year. The facility can be rented for private groups or Parks department partners. o Continue improving the condition of the Allison-Jukebox Center with replacement

of the large mat to increase rental appeal. Maintain a minimum of 2 ongoing rentals.

o Move Kid City Break Day program to the Allison-Jukebox Center while maintaining enrollment of an average of 40 campers per session.

o Increase Counselor In Training program from 7 participants to 10. Twin Lakes Recreation Center

• Twin Lakes Recreation Center is a 100,000 square foot indoor fitness and sporting facility offering all types of floor sports, artificial turf activities, leisure fitness, group fitness, and senior activities.

o Increase membership goal by 5% ($290,000) over $277,000 in 2016. (2016 active members 1013)

o Provide fitness classes for over 400 participants (353 participants in 2016) o Save $14K in utility costs due to led lighting, low flow plumbing fixtures, solar

panels, and motion sensors) o Rent the artificial turf for 960 hours. o Host 17 facility rentals for events (gymnastics meets, basketball

tournaments, lacrosse and boxing)

Community Events • Community Events area provides an eclectic mix of cultural and outdoor activities

and year-round events to provide enjoyment, education, and a sense of community for the diversity of people in the community. Events: o Create and implement four pop up programs/events that can be marketed

through social media. Program will be offered free of charge during first year, with the plan of finding a sponsor or in-kind donations for program supplies.

o Work with the Community Relations Coordinator to create a year-long sponsorship plan that allows for more consistent and increased sponsorship dollars as well as a coordinated plan of businesses to target and outlines dates and needs.

o Create two new community events that increase revenue and take advantage of national trends and community resources.

Farmers’ Market o Contract with a minimum of 120 farm vendors and 10 prepared food vendors to

continue to bring in revenue to the market and provide a variety to the community.

o Meet Park Board established 95% cost recovery goal for the Market as a whole.

o During the first quarter, review the inheritance of Market points and make changes as necessary to the point system that allows the Market to best meet its mission of supporting small farmers.

Community Gardens o Rent at least 90% (153 out of 170 total) of the plots at Willie Streeter, increasing

revenue to the program. o Replace four out of ten raised beds with Durable Green Beds at Willie Streeter to

decrease maintenance costs as well as provide beds with a longer life expectancy.

Adult Sports Services

• Adult Sports Services plans, coordinates, and facilitates leagues and programs at Twin Lakes Sports Complex and Lower Cascades Ballfields. o Host 10 tournaments that have at least $1,500,00 in economic impact in the

community o Maintain summer team participation to over 100 teams. o Capture at least $300,000 in gross revenue of all revenue categories (facility

rentals, player fees, team registrations, concession sales, souvenirs and gate) Youth Sports Services

• Youth Sports Services plans, coordinates, and facilitates operations at Winslow Sports Complex, Olcott Park, and Bryan Park. These facilities host Bloomington Junior League Baseball, Senior Baseball, MCCSC, and other sporting leagues or groups. o Facilitate 1,250 facility rentals ($25,000) at Winslow Sports Complex o Rent a baseball field to a new sports and user group as a new customer

Benjamin Banneker Community Center

• Benjamin Banneker Community Center offers year-round programs and services for citizens of all ages. The facility is available for rental to private groups or Parks Department partners. o Expand Jump Start Sports partnership to offer two additional programs, which

will increase revenue and decrease staff time dollars in preschool sports. o Expand and offer two monthly family events and other preschool programs while

developing paid preschool classes. o Increase number of teen summer program participants from 25 to 50. o Increase the number of after school program students from 50 to 65 o Develop relationships with MCCSC middle/high schools to market teen

opportunities, B2B, drop-in.

Inclusive Recreation • Inclusive Recreation provides recreation services and programs for people with

disabilities to facilitate participation in the most integrated setting, promoting interactions between individuals with and without disabilities in all Parks and Recreation programs.

o Inclusive Recreation program area will have a minimum of 100 participations serving a minimum of 15 individuals with disabilities

Operations Services • Operations provides high quality resource protection, development, grounds

maintenance, facility maintenance, repair, renovation, construction, landscaping, event setups, public safety and sanitation services for the property, equipment and facilities contained within 34 public parks and related pubic facilities and trails. o Provide essential operative services, preventive maintenance, preventive

maintenance, grounds maintenance and repair to all parks, facilities, structures and equipment. The Master Plan Community Survey indicates that trails, large community parks, natural areas, small neighborhood parks, and playgrounds as the top 5 types of facilities used by residents. 78% of residents use the trail system and 72% use large community parks.

o Maintain 2,343.5 acres of Department property. o Maintain 27 playgrounds. o Maintain 7.5 miles of paved multi-use accessible trails, 9.25 miles of paved

fitness/hiking/biking trails and 13.85 miles of unpaved fitness/hiking/biking trails.

Landscaping • Landscaping services provide high quality landscape planting and maintenance

services for publicly owned property, including parks, throughout the City of Bloomington in an ongoing effort to contribute to the appearance and beautification of the city.

o Transition remaining planters on B-Line and at City Hall to all native installations. o Focus on the transition from removal of invasive and non-native plant species phase

to installation of native plant species phase at City Hall and in the downtown area. This includes 12 out of 44 remaining beds surrounding the Courthouse Square and south side bed next to City Hall.

o Continue to minimize the use of annuals and remove invasive plant species- native perennials and shrubs will be used to replace them at all locations throughout the City (facilities, medians, trails, parks).

Cemeteries

• Cemetery services administer and maintain the publicly owned Rose Hill and White Oak cemeteries which include, grave sites, mausoleums, monuments, statuary, and related structures on those properties o Repair 100 feet of the Southern retaining wall at Rose Hill. o Rehab 50 headstones and/or monuments at Rose Hill and White Oak Cemeteries. o Remove invasive plant species in drainage area on West side of Rose Hill and

replace with native shrubs and wildflowers. o Install native/pollinator garden at White Oak by the Indiana Pioneers Memorial. o Continue to convert all invasive plantings to native to improve habitat and site

appearance.

Urban Forestry • Urban Forestry provides high quality urban forestry for publicly owned property,

including parks, throughout the City of Bloomington in an ongoing effort to protect and enhance the urban forest, and contributes to the appearance and beautification of the City of Bloomington.

o Continue to maintain Tree City USA status for a 34th year. o Provide urban forestry services at publicly owned to include 625 plantings (Parks

95, Street 530), pruning on 450 trees (Parks 30, Street 420), and 500 removals (Parks 125, Street 375)

o Continue Emerald Ash Borer treatments for a fifth year on 75 trees o Implement contractual services for public tree inventory

Switchyard Park

• Complete Construction Document phase, Bid Documents; Bidding and begin construction

o Construction Documents – September 2017 – January 2018 o Bid Set Documents – February 2018 o Bidding – March 2018 – April 2018 o Begin Construction – May 2018 o Ribbon Cutting – late fall 2019 o Complete remodeling and repairs of existing building for future site of

Operations Division staff offices and equipment storage

Park Bond Projects 2017 – 2020: • Management of 6.9 million dollars in park projects

o 2018 projects include: Cascades Golf Course Clubhouse and Bond Project Goals: Zoysia fairway conversion on Pine Course; Goat Farm improvements, Griffy Lake Nature Preserve restroom rehab, Peoples Park improvements, Bryan Park Pool pump room and bathhouse, continuation or completion of projects initiated in 2017.

Capital Improvements

• Capital improvement goals include: o Equipment purchases (Utility Loader, mower) o Motor vehicle replacements (12 passenger van; pick-up trucks and cargo

van)

2018 Budget Proposal Highlights Category 1 – Personnel request is an increase of $181,955 or 4% Line 111 – Salaries and Wages – Regular – increases by $17,042 (1%) • 2% salary increase for non-employees • Customer Service II position upgraded from a seasonal nine month position to a RPT with benefits position. This upgrade will support the department year around in

the areas of program registrations, contract management, and clerical tasks.

Line 112 – Salaries and Wages – Temporary – increases by $150,253 (15%) • Seasonal wages increased for positions with employees working 40 hours per week for nine months. These position are primarily in the Sports, Operations, Natural Resources, Cemeteries, Landscaping and Urban Forestry areas. The department’s seasonal workforce wages are outlined in a classification system that is evaluated every few years by representatives from all four department divisions. Staff review seasonal wages from other city departments, community organizations and other parks and recreation departments It has been increasingly difficult to hire seasonal employees, find qualified employees or be able to employ them a full season due to the hourly pay rate in the current classification system.

Category 2 – Supplies –$ increases by $6617 (1%) **Expenses in Category 2 have increases and decreases resulting in the overall category increase of 1%. Line 234 – Other Repairs and Maintenance – Increased by $9,151 (13%)

• $5,000 - Operations requesting motion sensory high efficiency lighting at the new Switchyard Park Operations building

• $4,151 - Operations ongoing repairs to mowers, fencing, plumbing (based on 2016 actuals and 2017 to-date expenses)

Line 242 – Other Supplies – Increases by $24,891 (22%)

• $3,500 – Administration for PowerDMS software to simplify the CAPRA Standards Accreditation process. File organization system to allow management of policies, standards, visitation coordination and access for up to 25 users.

• $515 – Marketing – additional rolls of plotter printer paper and promotional items for volunteer and recruitment fairs.

• $1,301 – Bryan Park Pool increase in pool supplies –deck chairs, ropes, buoys, lane lines • $350 – Mills Pool increase in pool supplies – deck chairs, basketball hoop replacement • $450 – Frank Southern Center – purchase of more figure and hockey skates for rentals • $900 – Community Events development of two new events and pop up programming • $8,500 – Sports Adult Softball utility/gator vehicle for field and facility maintenance • $1,000 – Youth Sports – Winslow small tools (rakes, trimmers, weed whippers), base

lining supplies, tennis nets and windscreens. • $800 – Banneker – monthly family events program supplies • $5,575 – Operations for purchase of port-a-let; storage shelfing and cabinets for new

Switchyard Park maintenance building.

• $2,000 – Cemeteries – 2 sets vehicle safety/warning lights for trucks when crews are working street medians.

Category 3 – Other Services –$ increases by $210,559 (12%) **Expenses in Category 3 have increases and decreases resulting in the overall category increase of 12%. Line 311 – Engineering/Architectural – Increases by $9,000 (150%)

• $9,000 – Operations – design services for city parks trail system which includes updating trailheads signs.

Line 313 – Medical – Increases by $3225 (81%)

• $2,256 – Landscaping for Hep B vaccines for health & safety of employees. Mandated by Risk Management. Vaccine series consists of (3) shots per person.

• $969 – Cemeteries for Hep B vaccines Line 317 – Consultants/Workshops – Increases by $120,200 (11,558%)

• $200 – Golf Services increase in PGA and superintendent certifications • $120,000 – Urban Forestry contractual re-inventory and canopy analysis with software of

all City’s public trees. Last tree inventory was done in 2007. The inventory will provide crucial information regarding the condition and hazard ratings of trees.

Line 363 - Machinery/Equipment Repairs – Increases by $6,380 (21%) • $7,000 – Frank Southern Center for service calls to repair heating and cooling system,

compressor maintenance, repairs to machinery and equipment to cool ice Line 365 - Other Repairs – Increases by $5,751 (29%)

• $350 – Golf Services repairs to course wood fencing • $2,000 – Adult Softball electrical, HVAC, and concrete repairs. • $3,000 – Operations expense increases for contracted services (HVAC repairs, electrical

repairs) to reflect trends. Line 373 – Machinery/Equipment Rental – Increase by $2000 (24%)

• $1,300 – Golf Services year around rental of parts washer for mechanical parts. • $1,000 –Operations for rental of small equipment (concrete saws, jackhammers, mortar

mixer) which is more economical and efficient for projects. Line 391 – Dues/Subscriptions – Increases by $8754 (38%)

• Increase in subscriptions to professional organizations and dues for specialized certifications and accreditation annual fees.

• $1,575 – Marketing increase due to new volunteer management software subscription and Banneker REACH CCTV system.

• $1,500 - Natural Resources fee for smartphone nature education app (Griffy Lake Nature Preserve, Leonard Spring, Switchyard Park).

• $1,633 – Community Events increase in music licensing • $5,175 – Urban Forestry tree inventory software program to update tree inventory.

Line 399 – Other Services/Charges – Increases by $75,850 (34%) • $2,000 – Marketing for video and editing for Gold Medal video • $1,800 – Community Events for Holiday Market Train and reindeer • $3,500- Banneker facility cleaning service contract • $24,675 – Operations to contract an additional 21 mowing locations for a total of 42

sites. • $4,475 – Cemeteries for headstone repairs • $42,000 – Urban Forestry large Ash tree removals due to EAB on the residential

property line at Cascades Golf Course.

Category 4 – Capital Outlays - $266,000 Line 442 – Purchase of Equipment – increases by $77,000

• $25,000 – Sports Golf Services – rough mower • $52,000 – Operations – Boxer 600HD walk-behind compact utility loader and attachments

to include auger, bucket, brush cutter, stump grinder, tree forks Line 444 – Motor Equipment – increases by $265,000 (100%)

• $35,000 – Community Events – replace 825 Ford Taurus (on Fleet’s immediate replacement list) for a 12 passenger Transit Van for use by the Recreation Division

• $28,000 – Sports Adult Softball - replaces 833 (on Fleet’s immediate replacement list) for a full size Ram 1500

• $126,000 – Operations – per Fleet Dept. immediate replacement list: ¾ ton 4x4 extended up truck (replaces 849) ¾ 4x4 pick-up truck (replaces 811) ¾ ton 4x4 extended up truck (replaces 847) and cargo van (replaces 842).

2018 General Fund Request: The Parks and Recreation Department’s general fund budget request is $7,710,125. This is an increase of $ $665,131 or 9%. Conclusion The 2018 Parks Budget request addresses the goals of the Department, the Board of Park Commissioners, City Administration, the City Council and our residents and parks and recreation system users to respond to our mission: “To provide essential services, facilities and products necessary for the positive development and well-being of the community through the provision of parks, greenways, trails and recreational facilities while working in cooperation with other service providers in the community in order to maximize all available resources.” Together, we make Bloomington a better place to live, work and play.

Thank you for your consideration of the Parks and Recreation department budget request! I would be happy to answer any questions.

City of Bloomington

Parks and Recreation Department

Director/AdministratorPaula McDevitt

Board of Park Commissioners

Sports Services Division Director

John Turnbull

Recreation Services Director

Becky Higgins

Operations and Development

DirectorDave Williams

See Recreation Services Division, attached

See Operations and Development Division,

attached

Customer Service Rep

(RPT)Tiffany Hall


(RPT)Ethan Philbeck

Office ManagerKim Clapp

See Sports Services Division, attached

Community Relations Specialist

Ellen Campbell

Community Relations Manager

Julie Ramey

Special Services

CoordinatorCustomer

Service RepLesilyn Neely


(RPT)Brenda

McGlothlinPROPOSED

CHANGE FROM

SEASONAL TO RPT

City of Bloomington

Parks and Recreation Department:Operations & Development Division

Operations & Development

Services Division Director

Dave Williams

Natural Resources Manager

Steve Cotter

Working Foreman - Facilities

Don Foddrill

Arborist Working Foreman

Kevin Prince

Working Foreman -

LandscapingCurtis

Gilstrap

Natural Resources

CoordinatorElizabeth Tompkins

Laborer IIJon Behrman

Crew LeaderRob Turpin

Operations CoordinatorBarb Dunbar

City Landscaper

Joanna Sparks

Seasonal Employees

Seasonal Employees

Seasonal Employees

Operations Superintendent

VACANTUrban Forester

Lee Huss

Laborer IIHaskell Smith

Facility Maintenance

MechanicMike

Hollingsworth

Working Foreman - Sanitation/GroundsDave Fox

Master Motor Equipment Operator

John Barnes

Master Motor Equipment OperatorDennis

Robertson

Equipment Maintenance

MechanicBill Kerr

Laborer IICarl Retzlaff

Laborer IIJames Salisbury

City of Bloomington

Parks and Recreation Department:Recreation Services Division

Recreation Services Division

DirectorBecky Higgins

Community Events Manager

Leslie Brinson

Community Events

SpecialistVACANT

Recreation SpecialistTerrance Thomas

Community Events

CoordinatorBill Ream

Community Events

CoordinatorCrystal Ritter

Community Events

CoordinatorMarcia Veldman

Health/Wellness

CoordinatorAlison Miller

Inclusive Recreation CoordinatorAmy Shrake

Recreation CoordinatorEric Pearson

Seasonal Employees

Seasonal Employees

Seasonal Employees

Seasonal Employees

Seasonal Employees

Seasonal Employees

Community Events

Specialist(Market Master)

Robin Kitowski

City of Bloomington

Parks and Recreation Department:Sports Division

Sports Division Director

John Turnbull

Sports Area Manager

Mark Sterner

Motor Equipment Operator

James Richardson

Membership Coordinator

Megan Schwartz

Program/Facility

CoordinatorDaren Eads

Sports Facility/Program ManagerDee Tuttle

Golf Programs

CoordinatorJason Sims

Golf Course Superintend.

Mark Thrasher

Seasonal Employees

Seasonal Employees

Golf Facilities Manager

Aaron Craig

Sports Facilities/Program Manager

Hsiung Marler

Aquatics/Fitness

Program/Facility

CoordinatorChelsea Burris

Sports Facility Coordinator

Scott Pedersen

Seasonal Employees

Seasonal Employees

Seasonal Employees

Working Foreman -

Athletic Fields

Chris Lamb

Seasonal Employees

Sports Laborer II

Daniel Kluesner

Seasonal Employees

Seasonal Employees

Seasonal Employees

CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 2,234,256 2,373,926 2,390,969 17,043 0.72%51120 Salaries and Wages - Temporary 898,022 1,021,594 1,171,847 150,253 14.71%51130 Salaries and Wages- Overtime 5,992 500 0 (500) -100.00%51210 FICA 230,826 259,803 272,557 12,754 4.91%51220 PERF 317,459 337,105 339,518 2,413 0.72%51230 Health and Life Insurance 711,399 743,679 743,671 (8) 0.00%51240 Unemployment Compensation 56,006 0 0 0 N/A

4,453,960 4,736,606 4,918,561 181,955 3.84%

52110 Office Supplies 6,146 11,515 6,000 (5,515) -47.89%52210 Institutional Supplies 31,004 40,919 41,676 757 1.85%52220 Agricultural Supplies 152,066 163,947 150,255 (13,692) -8.35%52230 Garage and Motor Supplies 14,518 17,700 15,900 (1,800) -10.17%52240 Fuel and Oil 49,668 106,122 99,949 (6,173) -5.82%52310 Building Materials and Supplies 34,943 58,275 58,523 248 0.43%52320 Motor Vehicle Repair 3,784 3,703 3,703 0 0.00%52340 Other Repairs and Maintenance 68,921 69,480 78,631 9,151 13.17%52410 Books 196 350 350 0 0.00%52420 Other Supplies 123,644 112,592 137,483 24,891 22.11%52430 Uniforms and Tools 8,970 11,355 10,105 (1,250) -11.01%

493,861 595,958 602,575 6,617 1.11%

53110 Engineering and Architectural 27,142 6,000 15,000 9,000 150.00%53130 Medical 1,685 4,004 7,229 3,225 80.54%53140 Exterminator Services 1,127 2,675 2,275 (400) -14.95%53150 Communications Contract 1,111 540 390 (150) -27.78%53160 Instruction 14,354 16,000 11,218 (4,782) -29.89%53170 Mgt. Fee, Consultants, and Workshops 579 1,040 121,240 120,200 11557.69%53210 Telephone 33,571 34,923 35,613 690 1.98%53220 Postage 32,208 49,590 49,200 (390) -0.79%53230 Travel 6,022 10,075 8,275 (1,800) -17.87%53240 Freight / Other 0 1,000 1,000 0 0.00%53310 Printing 71,228 80,450 81,850 1,400 1.74%53320 Advertising 51,541 59,210 62,450 3,240 5.47%53410 Liability / Casualty Premiums 69,479 67,479 67,479 0 0.00%53420 Worker's Comp & Risk 53,031 53,031 53,031 0 0.00%53510 Electrical Services 163,195 192,625 193,150 525 0.27%53530 Water and Sewer 145,866 195,310 196,041 731 0.37%53540 Natural Gas 26,624 48,551 46,651 (1,900) -3.91%53610 Building Repairs 13,614 31,050 34,135 3,085 9.94%53620 Motor Repairs 62,496 125,893 110,632 (15,261) -12.12%53630 Machinery and Equipment Repairs 32,642 30,950 37,330 6,380 20.61%53650 Other Repairs 34,310 20,101 25,852 5,751 28.61%53730 Machinery and Equipment Rental 9,007 8,261 10,261 2,000 24.21%53740 Hydrant Rental 0 500 500 0 0.00%53750 Rentals - Other 300 288 400 112 38.89%53830 Bank Charges 32,824 32,604 35,260 2,656 8.15%53840 Lease Payments 17,097 9,166 1 (9,165) -99.99%539010 Inter-Fund Transfers 331,414 336,131 330,931 (5,200) -1.55%53910 Dues and Subscriptions 18,706 23,000 31,754 8,754 38.06%53920 Laundry and Other Sanitation Services 16,845 18,640 21,405 2,765 14.83%


Supplies

Total: Supplies


Fund: 200 - Parks and Recreation Gen (S1301)

ExpendituresDepartment: 18 - Parks & Recreation

Personnel Services

CITY OF BLOOMINGTON



Amount2017 Adopted


53940 Temporary Contractual Employee 1,277 3,305 1,848 (1,457) -44.08%53950 Landfill 20,067 29,190 33,890 4,700 16.10%53990 Other Services and Charges 173,258 220,848 296,698 75,850 34.34%

1,462,618 1,712,430 1,922,989 210,559 12.30%

54310 Improvements Other Than Building 95,355 0 0 0 N/A54420 Purchase of Equipment 0 0 77,000 77,000 N/A54440 Motor Equipment 19,100 0 189,000 189,000 N/A54450 Equipment 40,261 0 0 0 N/A

154,716 0 266,000 266,000

6,565,155$ 7,044,994$ 7,710,125$ 665,131$ 9.44%




Capital Outlays

Thursday August 17,

2017

1



From: Terri Porter, Director, Planning & Transportation


This memo accompanies the proposed 2018 budget for Planning & Transportation. Why We Exist The Department of Planning & Transportation exists to help protect the health, safety and general welfare of the residents, visitors, and businesses within the City of Bloomington. It is responsible for the preparation and update of the comprehensive plan, the administration and maintenance of the local zoning and development regulation code, and the planning, design, and implementation of local multi-modal infrastructure projects. 2017 Budget Goal Update • Finalize Update of Comprehensive Master Plan

Approved by Plan Commission on June 26, 2017. Plan Commissioners voted on 212 amendments submitted by members of the City Council, Plan Commissioners, and the general public during 6 special hearings held between April and June 2017. City Council to finalize Comp Plan early in the 4th quarter of 2017.

• Update Master Thoroughfare Plan

In contract negotiations with a consultant. Project to begin August, 2017 Plan guides how to plan for and improve street, pedestrian, and bicycle connectivity. The city’s Bicycle and Pedestrian Transportation & Greenways System Plan will be updated and included.

• Update of Unified Development Ordinances (UDO)

Evaluating 10 proposals submitted by urban design specialists from around the country, five from Indiana. o Anticipate work to begin in September, 2017

Planning & Transportation

Department

• 17th Street Reconstruction

In design phase Two public meetings have been held, a third will be held this year

o Construction anticipated in 2019 or earlier Maps, schedule, and more info on website.

• Affordable Housing

Planning & Transportation, HAND, and ESD collaborate with residential developers to include diverse housing, green features, and innovative design in their projects.

To date, thirteen multifamily projects have been heard by the Plan Commission, with 20 + additional projects under review and/or not yet in queue.

• Title XV Updates Ordinance 17-22 was passed by City Council on May 17, 2017 to reflect routine code

maintenance, 90-day orders, and Traffic Commission recommendations. Proposed amendments to the BMC (Ordinance 17-23 and Ordinance 17-24)

addressing residential street parking and the bike code are on the Council’s 2017 agenda.

• Building Department

Preliminary analysis of costs associated with including the Building Department within the City has begun.

Background The 2018 Planning & Transportation General Fund budget request represents ongoing changes in service provision and programming. Overall, the 2018 budget reflects some proposed increases to address department needs and to respond to community and administrative priorities as outlined in the 2017 Comprehensive Master Plan that was recently approved by the Bloomington Plan Commission. The Comp Plan acts as an overall goal and policy document for the department—in conjunction with an up-to-date Master Thoroughfare Plan. Many of the requested changes and increases that will follow are a direct result of the programs and action steps from the Comp Plan update. Some of these budgetary requests are tied to the merger of the Engineering Department into Planning. However, other dynamics, such as 1) major increases in the size and complexity of capital projects, 2) the large increase in the number of development projects reviewed for design and UDO compliance, and 3) requirements, established in the Comp Plan, for new data and metrics by which to measure progress on priority goals and policies, have resulted in the need for updated tools for staff to perform their jobs in the transitional and dynamic environment which defines the Department of Planning & Transportation.

https://bloomington.in.gov/planning/projects/17th

Additionally, the Department of Planning and Transportation generates income that returns to the City’s General Fund. In 2016, the amount of revenue generate was $492,463, or 13% of 2016 Planning & Transportation expense totals. 2018 Activity Descriptions and Goals Unified Development Ordinance (UDO)

Activity Description: Complete the update to the UDO to codify goals and policies established in the new Comprehensive Plan. A consulting firm, selected in 2017, will work with P & T staff and others to produce an outstanding final product. Goals: • Plan Commission, City Council and Administration will consider updates to high-priority

sections of the UDO by the end of the first quarter of 2018. High priority sections include but are not limited to Downtown development and Land Use.

• Plan Commission, City Council and Administration will consider the fully updated UDO by the end of the third quarter of 2018.

Master Thoroughfare/Transportation Plan

Activity Description: Work with consulting firm, selected in 2017, to develop a new City Thoroughfare/Transportation Plan as an addendum to the 2017 Comprehensive Plan. This multimodal plan will include an updated Bicycle and Pedestrian Transportation & Greenways System Plan. Goals: • Create a City Master Transportation Plan that encompasses and supports all modes of

transportation and provides direction for the City’s future design and investments in transportation infrastructure.

• Plan Commission, Common Council and Administration will consider the completed document by the end of the second quarter of 2018.

• Document will be guided by the goals and policies established in the new Comprehensive Plan.

ArcGIS Software (Geographic Information System)

Activity Description: Maintenance and ongoing implementation of ArcGIS as a key data management and analysis tool for the Department. Wide variety of available datasets will allow P & T to track and measure many of the new metrics expressed in the new Comprehensive Plan. Goals:

• Establish baseline data for the many activities and goals detailed in the new

Comprehensive Plan that are part of P & T’s workload. • Regularly (monthly or quarterly) report metrics that measure goal progress to the

Administration and the public. • Provide training to P & T staff in order to fully utilize this essential tool Affordable/Workforce Housing

Activity Description: Collaborate with HAND, ESD, Common Council and the Administration to increase the volume of affordable/workforce housing units in the City. Work with multifamily housing developers to assist the City in addressing its affordable housing challenge. Goals: • 90% of multifamily housing developers who file their projects through the Planning and

Transportation Dept. will be offered the opportunity to voluntarily include affordable housing units in their projects, contribute to the City’s Affordable Housing Fund, or propose a combination of these options.

• Collaborate with HAND and ESD to generate semi-annual reports on the numbers, locations sizes and amount of investment for new affordable units.

Development Services Activity Description: The Development Services team will review development petitions for compliance with the UDO, conduct site reviews for environmental impacts, and present staff reports/recommendations to the Plan Commission, Board of Zoning Appeals, Plat Commission, Hearing Officer and/or the Common Council. A design review firm may be consulted on proposed high profile developments, particularly in the Downtown. In these cases, design guidance will be presented to the Plan Commission and Council. Goals: • A minimum of 35 cases will be heard by the Plan Commission for review/approval • Present a minimum of 25 Environmental Review Memos to the Plan Commission • Resolve 85% of U-report complaints and code violations through zoning

enforcement efforts in 2018. Engineering and Transportation Services Activity Description: The Engineering, Transportation & Traffic Services team will oversee planning, design, construction, and operation of infrastructure projects in the public right of

way. They will ensure that all work is consistent with applicable engineering principles, safety standards and accessibility requirements. Goals: • 100% of curb ramps updated at City intersections in 2018 will be ADA compliant. • 17th Street reconstruction project design will be further developed and right-of-

way acquisition will commence by the end of the 2nd quarter of 2018 • Construction improvements will be made to the intersection of Tapp Road and

Rockport Road. • Collaborate with the City Council Sidewalk Committee and implement the

Committee’s direction in relation to sidewalk project design, right-of-way acquisition, and construction.

Planning Services

Activity Description: The Planning Services team will lead the implementation of the 2017 Comp Plan, staff the MPO, provide staff, resources and support to the Bicycle & Pedestrian Safety Commission, Traffic Commission, and Parking Commission, and lead Sub-area plans, research and studies as determined.

Goals:

• Data regarding traffic counts, studies and other research will be available to the

public by the end of the 2nd quarter of 2018 • The Planning Services team will hold a minimum of two special events to

encourage and increase bike ridership in the city. • The Planning Services team will initiate and execute a minimum of two subarea

plans in 2018. Subjects to be determined by Administration and funding. Realign Metropolitan Development Organization (MPO)

Activity Description: Adjust the organizational structure of the department to add one position and separate the lines of reporting to eliminate the appearance of conflict of interest with MPO funds. Goals: • Remove potential/appearance of conflicts of interest in the management of the

Metropolitan Planning Organization within the department • Planning and Transportation’s Deputy Director will serve the Department in that position

full-time, rather than splitting time managing the MPO.

• Two full-time positions working on the MPO will increase the Department’s capacity to manage and implement the wide variety of transportation infrastructure projects that come through the MPO.

Possible City Building Department

Activity Description: Complete cost/benefit analysis and evaluate the feasibility/need for establishing a City Building Department. Goals: • Collaborate with City departments, the Administration and Council to determine if the

City should incorporate Building Department responsibilities or continue with the Interlocal Agreement with the County. The current Interlocal Agreement expires March 31, 2018.

• Determine the most cost-effective, efficient, and public-serving options and present to decision makers.

2018 Budget Proposal Highlights The Planning & Transportation Department’s General Fund budget request is $2,753,102. This is an increase of $160,703 or 6.2%. General Fund, Planning Main ($2,753,102) Category 1 – Personnel request is $2,035,608, an increase of $76,724 or 3.92%. This increase represents one new position to adequately staff the MPO, increases in insurance costs, and an overall salary increase of 2% for non-union staff. Category 2 – Supplies request is $14,055, a decrease of $11,119 or 44%. Engineering software costs were moved to Category 3. Several other line items in this category, such as Fuel and Oil, and Office Supplies, were reduced to align with actual expenditures.

Category 3 – Other Services & Charges request is $387,350, an increase of $99,784 or 34.7%. Line 321 – Telephone - $5,181, an increase of $1,680 or 48%

• This increase is due to contract fees for new iPads for Planning and Transportation field staff

Line 331 – Printing – $3,500, a decrease of $2,503 or (-41.7%)

• Bike trail maps will not be reprinted in 2018, which allows this budget line to be reduced for 2018.

Line 332 – Advertising – $2,400, a decrease of $394.00 or (-14.1%)

• Advertising slightly reduced to reflect actual expenditures from previous years.

Line 362 – Motor Repairs – $13,138, a decrease of $5,951.00 or (-31.2 %)

• Number assigned as Planning & Transportation’s 2018 Fleet Set Rate.

Line 391 – Dues & Subscriptions – $8,651, no change from 2017 • Dues and subscriptions expenses are expected to increase

Line 399 – Other Services and Charges – $334,600, an increase of $106,800 or 46.9%

• These expenditures primarily relate to the update of the Unified Development Ordinance (UDO), Engineering and Development Services software essentials, including ArcGIS, and to carry out the action items identified as part of the new 2017 Comprehensive Plan. Some activities planned for but not begun in 2017 will not be pursued in 2018 due to competing Departmental priorities.

o UDO Edits Consultant 2018 Update: $75,000 is included in this line item for 2018 updates to UDO o $37,000 – Purchase and implementation of EnCode Code

Publishing Software to make the UDO document more searchable and user-friendly. This is a one-time cost that will only require maintenance in the future. Update: This software was not purchased in 2017 and, due to the length of time expected to finalize the UDO updates, is not a 2018 priority.

o $25,000 – Consultant for Environmental & Sustainability Plan. We are sharing the cost of this 50/50 with Economic & Sustainable Development and it will be a joint effort. 2018 Update: The Environmental Commission produced an Action Plan in 2016. This, along with Chapter 3 of the new Comprehensive Plan, eliminate the need for an Environmental & Sustainability Plan at this time.

o 2018 Update: Due to the uncertainty of direction for future use of the current hospital site, the IU Health Redevelopment Plan will not be initiated at this time.

o Consultant for a comprehensive Thoroughfare Plan Update. 2018 Update: This activity is underway with 2017 funding. No additional funds requested in 2018 for this activity.

o In 2018, maintenance costs for ArcGIS licenses and for Engineering and traffic analysis software. $33,800.

o $125,000, Design Firm Contract. In the spirit of the 2017 Comprehensive Plan, the Development Services division of Planning and Transportation will receive assistance in reviewing the many proposed development projects for compliance with the UDO as well as the preservation of Bloomington’s unique character within the designs of future developments.

Category 4 – Capital Outlays $300,000, no change from 2017.

General Fund, Environmental $10, 988 decrease of $50 or (-0.46%)

Category 1 – Personnel request is $9,689 neither an increase nor a decrease from 2017 totals. Category 2 – Supplies $1,300, no change from 2017. Funding is for grant fund matching for small Environmental Commission projects.

Category 3 – Other Services & Charges $0. The 2017 amount of $50 was zeroed out for 2018 due to nominal amount and lack of use. General Fund, MPO (Metropolitan Planning Organization) $4,638 decrease of $5,097 or (-52.4%)

Category 2 – Supplies request is $2,400, a decrease of $4,800 or (-66.7%). The decrease is attributed to maintenance costs of software, which is less than initial purchase costs accounted for in previous years.

Category 3 – Other Services & Charges $2,700, an increase of $165 or 6.5%. This increase is due to a large increase in membership dues to the National Association of Regional Councils. (NARC)

End of Planning & Transportation 2018 General Fund Budget Categories Other Planning & Transportation Budget Categories Fund 454 – Alternative Transportation, P&T Portion $587,000 decrease of $34,000 or (-5.5%) Category 3, Line 311 – Other Services, $75,000 for Engineering & Architectural. No change from 2017. Category 4, Line 431 – Capital Outlays, $512,000, a decrease of $34,000 or (-6.23%). $312,000 from this fund is set aside for the Common Council Sidewalk Committee. This amount represents a 4% increase from the $300,000 set aside in 2017. Fund 601 - CUM CAP P&T Portion $313,000 decrease of $429,500 or (-57.85%) Category 3, Line 311 – Other Services request is $213,000, an increase of $13,000 or 6.5%.

• This increase represents larger scale Engineering & Architectural projects such as the design for the North B-Line extension or School Zone Safety Enhancements.

Category 4, – Capital Outlays request is $100,000, a decrease of $442,500 or (-81.57%). Line 411 – Land Purchase – $50,000, decreases by $205,000 or (-89.4%)

• In 2018, funding for this line item will be allocated to Transportation Right of Way.

Line 431 – Improvements Other than Building – $50,000, decreases by $237,500 or (-82.61%)

• Funding for this line item will be allocated to o Traffic Calming Projects

Conclusion The Planning & Transportation Department continues to carry out essential projects and services for the City of Bloomington in a responsible and efficient manner. Thank you for your consideration of our 2018 department budget request! I would be happy to answer any questions.

City of Bloomington

Planning and Transportation Department

DirectorTerri Porter

Office ManagerCarmen Lillard

Planning AssistantLiz Carter

Transportation & Traffic Engineer

Andrew Cibor, PE, PTOE

Planning Services Manager

Scott Robinson, AICP

Development Services Manager

James Roach, AICP

Deputy DirectorJoshua Desmond,

AICP

Senior Zoning PlannerJackie Scanlan, AICP

Senior Zoning Compliance Planner

Brad Jackson, AICP

Engineering TechnicianSara Gomez

Engineering Field SpecialistVACANT

Project ManagerMatt Smethurst

Project ManagerVACANT

Senior Project ManagerRoy Aten

Project EngineerNeil Kopper, PE

Bicycle & Pedestrian Coordinator

Beth Rosenbarger, AICP

Zoning & Long Range Planner

Amelia Lewis

Planning TechnicianPaul Kehrberg

Zoning Compliance PlannerRussell White

Zoning PlannerEric Greulich

Public Improvements Manager

Dan Backler, PE

Senior Environmental Planner

Linda Thompson

Long Range PlannerSeyedamir Kaboli Farshchi

Metropolitan Planning Organization (MPO)

MPO CoordinatorPat Martin

MPO Transportation PlannerPROPOSED

PROPOSED

CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 1,241,174 1,326,473 1,377,725 51,252 3.86%51120 Salaries and Wages - Temporary 6,930 9,000 9,000 (0) 0.00%51210 FICA 88,952 102,164 106,084 3,920 3.84%51220 PERF 176,246 188,359 195,637 7,278 3.86%51230 Health and Life Insurance 318,552 342,576 356,850 14,274 4.17%

1,831,854 1,968,573 2,045,297 76,723 3.90%

52110 Office Supplies 1,668 2,625 2,225 (400) (0)52240 Fuel and Oil 2,458 5,014 3,800 (1,214) (0)52410 Books 573 1,050 1,050 0 052420 Other Supplies 27,845 24,985 10,680 (14,305) (1)

32,544 33,674 17,755 (15,919) -47.27%

53160 Instruction 5,804 8,450 8,550 100 1.18%53170 Mgt. Fee, Consultants, and Workshops 11,513 50 0 (50) -100.00%53210 Telephone 3,324 3,501 5,181 1,680 47.99%53220 Postage 0 248 50 (198) -79.84%53230 Travel 4,282 7,530 7,530 0 0.00%53240 Freight / Other 63 200 150 (50) -25.00%53310 Printing 2,898 6,300 3,500 (2,800) -44.44%53320 Advertising 1,046 2,794 2,400 (394) -14.10%53620 Motor Repairs 6,233 19,089 13,138 (5,951) -31.18%53830 Bank Charges 924 900 1,200 300 33.33%53910 Dues and Subscriptions 9,699 8,989 9,451 462 5.14%53940 Temporary Contractual Employee 2,803 2,800 2,800 0 0.00%53960 Grants 7,487 1,500 1,500 0 0.00%53990 Other Services and Charges 415 227,800 334,600 106,800 46.88%

56,490 290,151 390,050 99,899 34.43%

54310 Improvements Other Than Building 135,635 300,000 300,000 0 0.00%135,635 300,000 300,000 - 0.00%

2,056,522$ 2,592,398$ 2,753,102$ 160,703$ 6.20%


Department: 13 - Planning Personnel Services






CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 74,719 76,265 77,791 1,525 2.00%51210 FICA 5,381 5,834 5,951 117 2.00%51220 PERF 10,610 10,830 11,046 216 2.00%51230 Health and Life Insurance 26,546 28,548 28,548 0 0.00%

117,257 121,477 123,336 1,858 1.53%

52110 Office Supplies 58 1,000 1,000 0 0.00%52240 Fuel and Oil 2,667 4,987 7,631 2,644 53.02%52340 Other Repairs and Maintenance 137 2,500 2,500 0 0.00%52420 Other Supplies 366 550 550 0 0.00%52430 Uniforms and Tools 692 2,400 2,400 0 0.00%

3,920 11,437 14,081 2,644 23.12%

53110 Engineering and Architectural 107,894 75,000 75,000 0 0.00%53210 Telephone 1,011 1,320 1,320 0 0.00%53310 Printing 8,534 12,600 12,600 0 0.00%53620 Motor Repairs 6,902 14,999 7,631 (7,368) -49.12%53640 Hardware and Software Maintenance 278 1,000 3,484 2,484 248.40%53830 Bank Charges 8,449 18,000 18,000 0 0.00%539010 Inter-Fund Transfers 58,062 60,767 61,697 930 1.53%53960 Grants 0 15,000 15,000 0 0.00%53990 Other Services and Charges 519 1,000 1,000 0 0.00%

191,648 199,686 195,732 (3,954) -1.98%

54310 Improvements Other Than Building 292,603 546,000 512,000 (34,000) -6.23%292,603 546,000 512,000 (34,000) -6.23%

605,428$ 878,600$ 845,149$ (33,452)$ -3.81%

Fund: 454 - Alternative Transport (S6301)Expenditures

Department: 02 - Public Works Personnel Services






CITY OF BLOOMINGTON



Amount2017 Adopted


52330 Street , Alley, and Sewer Material 446,851 813,463 1,078,463 265,000 32.58%446,851 813,463 1,078,463 265,000 32.58%

53110 Engineering and Architectural 246,252 200,000 213,000 13,000 6.50%539010 Inter-Fund Transfers 500,000 500,000 500,000 0 0.00%53990 Other Services and Charges 58,269 110,000 80,000 (30,000) -27.27%

804,521 810,000 793,000 (17,000) -2.10%

54110 Land Purchase 47,793 255,000 50,000 (205,000) -80.39%54310 Improvements Other Than Building 507,482 287,500 50,000 (237,500) -82.61%54510 Other Capital Outlays 0 125,000 125,000 0 0.00%

555,275 667,500 225,000 (442,500) -66.29%

1,806,647$ 2,290,963$ 2,096,463$ (194,500)$ -8.49%

Fund: 601 - Cum Cap Development(S2391)Expenditures

Department: 02 - Public WorksSupplies





1



From: Adam Wason, Public Works Director


This memo accompanies the proposed 2018 budget for the Public Works Administration Department. Why We Exist The Public Works Administration Department directs the operations of its five divisions, all of which provide essential infrastructure, services and operations to both visitors and the citizens of Bloomington. These services and operations are performed in a prompt, courteous, safe, efficient, transparent and cost-effective manner. 2017 Budget Goal Update Program/Service Administration Program Activity: Develop and establish department policies and practices. Coordination and supervision of departmental policies and practices. Management and supervision of the administrative office, Board of Public Works and six divisions: Animal Care and Control, Facilities, Fleet Maintenance, Parking Garages and Sanitation. Goal: If operational efficiencies can be gained by going through American Public Works Association (APWA) accreditation, determine appropriate timeline for application. Public Works Administration staff has conducted a review of the APWA accreditation

manual. Each of the Public Works division heads have studied the manual’s action steps and guidelines that would apply to their respective divisions in order to achieve potential future APWA accreditation.

Each of the Public Works division heads have summarized the current operations and procedures of their departments. They highlighted the specific areas where their division is already following the APWA’s accreditation standards and also identified potential changes

Public Works Administration

within their respective divisions that would need to be further explored if APWA accreditation were to be pursued at a future date.

Goal: to effectively manage the day-to-day operations of the department. Staff has successfully overseen a wide range of the Department’s day-to-day operations.

This involves providing customer service to the public; staff support to the Board of Public Works; assistance to outside governmental agencies and other City departments; data analysis; system reviews of internal operations; budgeting and financial planning; designing and implementing new, innovative and “smart cities” programming and services; and staff training and professional development opportunities.

Program/Service Board Program Activity: The Board of Public Works is the chief administrative body of the City and has control over the day to day operations of the Department of Public Works. The Board of Public Works also had the authority to approve claims. The Board of Public Works holds 26 works sessions and meeting sessions a year, all of which are open to the public. Goal: Provide efficient coordination with staff, public, and board in mandated approvals defined by State and City codes). Staff has attended and facilitated each of the Board of Public Works’ 15 meetings and work

sessions so far during 2017 in a professional manner. Each Board of Public Works meeting requires approximately 40 hours of staff time spent on

meeting logistics (for a total of around 600 so far in 2017). Examples of these meeting logistics include preparing agendas, packets, presentations, contracts, bid/quotes and claims registers; performing legal review; executing and recording official documents; contacting and meeting with applicants; and preparing and indexing minutes.

Staff assisted with migrating Board of Public Works information, meeting agendas, minutes and other relevant content over to the City’s new website, which debuted in June 2017.

Program/Service Infrastructure Asset Management Activity: Manage and maintain department assets in a cost effective manner. Develop and establish data collection practices, condition index parameters, inspection cycles, preventative maintenance and work orders. Goal: Have overall condition indexes (OCI) updated, or completed for those that currently don’t exist, by the 3rd Quarter of 2017. The Public Works Department is conducting a number of OCI updates in 2017 to maintain

current and accurate condition indexes. Looking ahead to 2018, the Public Works Department has identified opportunities to continue collecting information on a number of the City’s physical

assets in order to expand or update OCI data. This includes a pavement, signage and municipal inventory assessment program, as well as further utilization of the City’s Lucity asset management software program. A geospatial mapping project (TRANSMAP) is also planned, which would significantly improve the City’s ability to obtain real time condition data on physical assets (such as pavement conditions, sign reflectivity, street light locations, etc.).

Goal: Include streets, sidewalks, facilities, street lights, traffic signals, vehicles and equipment OCI ratings in 2017.

The OCI efforts that have either already been completed, or are underway in 2017, include the following:

A comprehensive street OCI index is available and is also submitted annually to the Indiana Department of Transportation.

Citywide sidewalk condition data has been collected in the field and is being mapped by City GIS staff.

All guardrail locations have now been entered into the Lucity asset management software. A traffic signal retiming project report was recently completed (June 2017) by a contractor.

This report focused on all 85 signals in the City in order to bring them up to current national safety and accessibility standards. As part of this effort, a field review of all the traffic signals’ existing geometry, pedestrian and timing information was collected. This data provides an excellent snapshot of current traffic signal conditions and outlines needs for future improvements to specific intersections and related traffic signal infrastructure.

The majority of the City’s street lights are leased through Duke Energy. The City does own and maintain approximately 144 street lights in various locations throughout Bloomington. The type and location of street lights (both leased lights and City owned) is already cataloged; a condition index of street light conditions is an area that the Public Works Department is interested in exploring further.

A Vehicle Points Analysis and Fleet Vehicle Profile Analysis have been completed. These are both reports that rate and analyze the conditions of the City’s vehicle fleet, identifying which specific vehicles, by department, are in need of replacement.

The Director of Facilities Maintenance has been conducting thorough reviews of City facilities, assessing their current conditions and detailing summaries of necessary repairs. This condition information has been utilized to craft strategic maintenance repair plans for various City facilities (such as the customized repair and improvement plan proposed for BFD Station #4 or the Police Department’s Evidence Room construction in 2018).

A number of Public Works data sets (14) have been added to the City’s B-Clear web portal. These data sets are open and available for public review, inspection and study. They include data regarding the installation, maintenance, repair, reconstruction and various other activities associated with a wide range of infrastructure (streets, street lights, street sweeping, sidewalks, alleys, potholes, pavement markings, tree trimming, etc.).

Program/Service Constituent Services Activity: Provide the highest levels of constituent services to the community for areas of responsibility within the Public Works Department.

Goal: Respond to all inquiries within 1 business day of submission, even though issues may not be resolved within that timeframe. Staff has consistently strived for quick, efficient and courteous responses to all Public Works

related inquiries within this established timeframe. This ethos was especially displayed during the sanitation modernization process this year, where staff received a very high volume of calls, e-mails and office visits from the public, many of which dealt with issues or questions of a complex nature.

Staff quickly responded to each one of these public inquiries, often on the same day they were received; if unable to respond the same day due to a complex or unforeseen issue, Public Works Administration staff coordinated with the Sanitation Department and other involved City staff members to facilitate fast and accurate replies to all public inquiries on the next business day. If the issues could not be resolved in that timeframe, Public Works Administration staff would still make contact with the citizen to provide updates on the status of their inquiry and outline the anticipated next steps.

Goal: Properly respond to and provide follow-up to all cases of uReport within defined standards. Staff aggressively investigates and responds to all uReports within the same week that they

are received. Approximately 180 have been received so far in 2017. Staff looks to be quick, efficient and courteous in interacting with the public during the resolution of all uReport issues or concerns.

In addition to uReports, staff is also conducting a number of education and outreach commitments during 2017 to directly assist the public. A few prominent examples include the following: presenting at neighborhood associations, citizen interest groups and the “Mayor at the Market”; participating in the “Takin’ it to the Streets” initiative; involvement in the City’s Citizen Academy; targeting sidewalk accessibility issues in a joint effort with the Council for Community Accessibility; and partnering with Duke Energy on citizen street lighting requests and/or resolution issues.

2018 Departmental Goals

Program/Service

Administration Program Goals: • Complete an advanced review of the APWA accreditation program. • Identify specific policy areas of APWA accreditation that show promising opportunities to

improve Public Works operations and implement any that are feasible for Bloomington. • Determine if APWA accreditation should be pursued, and if so, begin developing a potential

operational timeline for the accreditation process.

Program/Service Board Program Goals:

• Facilitate all Board of Public Works meetings and work sessions in a professional manner,

making them open and inviting to the public. • Utilize the City website to maximize transparency for the Board of Public Works’ activities.

Program/Service Infrastructure Asset Management Goals: • Collaborate with the Director of Innovation to complete an implementation of a vehicle

telematics and GPS system for the entire City fleet. • Collect and analyze sanitation data fields associated with the sanitation modernization

program with the new RFID software that will be installed. • Add ESRI GIS mapping systems to our software portfolio in order to be able to fully utilize

the mapping component of the existing Lucity Asset Management System. Program/Service Constituent Services Goals: • Maximize training and professional development opportunities for Public Works staff by

attending at least one national conference and the Lucity education conference in order to stay at the cutting edge of municipal operations,

• Respond to all uReport cases within three business days (sometimes complex issues may need additional time to resolve).

• Resolve all streetlight uReports within two business days. 2018 Budget Proposal Highlights The Public Works Administration Department’s total general fund budget request is $1,425,693. This is a decrease of $14,781, or (-1.03%)

Category 1 – Personnel request is $233,578, a decrease of $3,364, or (-1.42%) Category 2 – Supplies request is $145,962, an increase of $1,437, or 1%

Line 211 – Office Supplies - increase of $300, or 13.64%.

• Increase amount is for general office supplies and equipment. The addition of a new staff member in 2017 has caused an increased demand for general office supplies and equipment items.

Line 240 – Fuel and Oil - increase of $1,137, or 23.50%. • Increase amount due to contractual amount, per the Fleet Department.

Category 3 – Other Services & Charges request is $708,653, a decrease of $12,854, or (-

1.74%)

Line 310 - Printing decrease of $20,000, or (-100%) • Decrease due to responsibility for municipal code updates being transferred to the City

Clerk’s Office.

Line 316 - Instruction increase of $1,675, or 50.38%. • Increase amount to allow for enhanced professional staff development opportunities.

Line 323 - Travel - increase of $1,085, or 50.47%. • Increase amount for staff to attend professional development and growth opportunities, such

as the American Public Works Association conference and other affiliated groups and organizations.

Line 362 - Motor Repair - increase of $4,136, or 106.72%. • Increase due to contractual amount for vehicles, per the Fleet Department.

Category 4 – Capital Outlays request is $337,500 – no change (0%).

• Funding requests for Other Capital Outlays and Inter-Fund Transfers remain unchanged from 2017.

Conclusion

Thank you for your consideration of the Public Works Administration Department’s budget request. I would be happy to answer any questions.

City of Bloomington

Department of Public Works

DirectorAdam Wason Special Projects

ManagerChristina Smith

SecretaryDana Palazzo

FacilitiesSanitation Animal Care and Control

Customer Service RepresentativeValerie Hosea

Fleet Maintenance

ManagerJason Speer

DirectorShelby Walker

Operations and Facilities

DirectorJ.D. Boruff

DirectorVirgil Sauder

Director of Street

OperationsJoe Van Deventer

PresidentKyla Cox Deckard Business and Data

ManagerNate Nickel

Vice PresidentKelly Boatman

Fleet Maintenance

See separate attachment

Board of Public Works

Street and Traffic Parking Garages

ManagerRyan Daily








Amount2017 Adopted


51110 Salaries and Wages - Regular 100,873 152,955 160,477 7,522 4.92%51120 Salaries and Wages - Temporary 9,435 12,001 12,000 (1) -0.01%51210 FICA 7,373 12,620 13,194 574 4.55%51220 PERF 11,879 20,827 21,892 1,065 5.11%51230 Health and Life Insurance 22,566 38,540 26,015 (12,525) -32.50%51240 Unemployment Compensation 196 0 0 0 N/A

152,323 236,942 233,578 (3,364) -1.42%

52110 Office Supplies 1,680 2,200 2,500 300 13.64%52240 Fuel and Oil 1,262 4,838 5,975 1,137 23.50%52330 Street , Alley, and Sewer Material 129,138 132,887 132,887 0 0.00%52420 Other Supplies 22,550 4,600 4,600 0 0.00%

154,630 144,525 145,962 1,437 0.99%

53160 Instruction 0 3,325 5,000 1,675 50.38%53170 Mgt. Fee, Consultants, and Workshops 0 26,500 26,500 0 0.00%53210 Telephone 2,159 3,940 3,940 0 0.00%53230 Travel 1,696 2,150 3,235 1,085 50.47%53310 Printing 13,167 20,000 0 (20,000) -100.00%53320 Advertising 512 1,500 1,500 0 0.00%53410 Liability / Casualty Premiums 90,591 223,948 223,948 0 0.00%53420 Worker's Comp & Risk 342,274 342,274 342,274 0 0.00%53620 Motor Repairs 2,795 3,870 8,006 4,136 106.87%53630 Machinery and Equipment Repairs 0 500 500 0 0.00%53650 Other Repairs 1,746 10,000 10,000 0 0.00%53710 Land Rental 1,500 1,500 1,550 50 3.33%53830 Bank Charges 16,909 36,000 36,000 0 0.00%53910 Dues and Subscriptions 2,120 2,900 3,100 200 6.90%53940 Temporary Contractual Employee 1,408 3,100 3,100 0 0.00%53990 Other Services and Charges 232,900 40,000 40,000 0 0.00%

709,776 721,507 708,653 (12,854) -1.78%

54510 Other Capital Outlays 0 135,000 135,000 0 0.00%549010 Inter-Fund Transfers 202,500 202,500 202,500 0 0.00%

202,500 337,500 337,500 - 0.00%

1,219,228$ 1,440,474$ 1,425,693$ (14,781)$ -1.03%






CITY OF BLOOMINGTON


Department: 02 - Public Works Personnel Services

1



From: Virgil Sauder, Director of Animal Care and Control Adam Wason, Director of Public Works


This memo accompanies the proposed 2018 budget for the Animal Care and Control Division of Public Works. Why We Exist The Animal Care and Control Department is a division of the Department of Public Works. It is responsible for addressing and responding to all companion animal needs in the community through education, enforcement and support in order to build a community in which people value animals and treat them with kindness and respect. 2017 Budget Goal Update Program/Service Animal Shelter Operations Activity: The animal shelter is the base for both City of Bloomington and Monroe County animal control services. The shelter handled approximately 3,800 animals in 2016, providing shelter for strays and unwanted pets, as well as offering adoption services. Monroe County offsets the costs of these operation through an annual inter-local agreement. The shelter is currently undergoing a construction and renovation program to replace crumbling infrastructure.

Goal: Reduce the average length of stay to 15 days for dogs and 30 days for cats. As of June our average length of stay for dogs is 18.5 days and 25 days for cats. Length of

stay for cats often increases dramatically in September due to kittens that are too young to be adopted out to homes.

Since January 1st of 2017 we have worked with 86 dogs intentionally as part of our in-house behavior needs/enrichment program. These dogs have been considered euthanasia candidates in the past, due to difficult behaviors dealing with a shelter setting.

Animal Care and Control

In the first quarter of 2017 we switched to new software to allow improvements to animal

tracking in the shelter. The animal shelter renovation and construction project is expected to be completed at the

end of 2017. This major capital project will make significant improvements to safety and sanitation, reducing stress for the animals and creating better spaces for interaction with the public.

Goal: Reduce our return adoption percentage from 5% to between 3-4% in 2017. We continue to have a 5% adoption return rate, largely due to returned dog adoptions. We

have implemented new intake forms within the last year, with no change in return rate. In the second quarter we partnered with one local dog trainer that was offering reduced

post adoption services. We began a partnership with an Indiana University graduate student to study our adoption

applications and reasons that individuals select their dogs to adopt. The study will be used to examine our adoption process for improvements based on evidence provided.

Goal: Maintain or further reduce our low euthanasia rate in 2017; specifically to reduce our euthanasia rate below 12% and a “live” release rate above 80%. So far in 2017 we have a “live” release rate of approximately 76% (due to a large number of

kittens too young to adopt) and a euthanasia rate of 6%.

Program/Service Volunteer Coordination Activity: Over 300 volunteers donate time and services for Bloomington Animal Care and Control. The Volunteer Program Director recruits, trains and schedules these volunteers to assist shelter staff with the direct care of animals, customer assistance and clerical support. Besides our regularly scheduled volunteers the program hosts group work days as well as internships in coordination with Indiana University.

Goal: Increase our Adoption Ambassador foster program by 15 new homes in 2017. As of July 2017, we have 16 adoption ambassador homes. We had 105 combined regular

foster and adoption ambassador homes in the past 12 months. A total of 278 animals entered foster homes during the second quarter of 2017.

Goal: Increase the number of Volunteer hours to 12,000 hours in a given per year. Volunteer Hours (1st Quarter 2017): 356 active volunteers, with 2,781.63 total hours. Volunteer Hours (2nd Quarter 2017): 350 active volunteers, with 2,773.37 total hours. Two students participated in unpaid 4 month internships this year.

Program/Service Animal Control/ Field Operations

Activity: The Animal Control Officers (ACO) are responsible for enforcement of ordinances in Title 7 of the Bloomington Municipal Code. They provide 24-hour emergency rescue for pets and respond to service calls and citizen complaints annually. Animal Control officers and staff educate the public about animal care requirements pursuant to ordinance and enforce when needed.

Goal: Track the number of allegations of cruelty, abuse, or neglect; additional goal was to track number of service calls for year to year comparisons. In 2017 ACO responded to and closed 695 service requests, 44 of which were allegations

of animal cruelty, neglect or abuse. Program/Service Humane Education/ Public Relations Activity: Educating the public about respect for living creatures is the key to a future population of responsible pet owners. This program provides update on responsible pet ownership through social media, in shelter information and press releases as well as designs and writes adoption and education materials, and provide training and behavior advice to the public.

Goal: Provide behavioral counseling and adoption follow-up. During 2016 post adoption follow-ups, we received 669 inquiries concerning behavior

counseling, or roughly ⅓ of all adoptions. Success of this type of program is monitored by our adoption return rate, which is currently only 5%.

Goal: Provide assistance with understanding and working with undesirable behaviors to assist animals in staying in homes and not entering or re-entering the shelter. Exploring potential for the new City website to better provide basic information on animal

behaviors, training and other general methods to assist animals in staying at their new homes.

Goal: Increase knowledge of and promote shelter animals for adoption. A total of 37 off-site adoption/education events occurred in 2016. 2018 Departmental Goals Program/Service

Animal Shelter Operations Goals: ● Adjust cleaning protocols and intake procedures to adjust for the flow of a new space. ● Decrease the average length of stay for animals in our care. Given trends in the industry

and new construction at the shelter, we often see a slight increase in intake during the first

year before dropping to normal levels. We will be tracking this change closely and evaluate current programs effectiveness in spite of increases.

● Maintain, or further reduce, our shelter LOS for dogs at 15 days and cats at 25 days. ● Increase the number of dogs entering our in-house behavior needs/enrichment program by

20% next year. ● Through improvements to our adoption program and stress reduction activities for our

animals, we plan to increase our live release rate to 90%.

Program/Service Volunteer Coordination Goals: ● Improve communication with volunteers, via Volgistics, email, and postings within the future

Volunteer Lounge to improve experience of volunteers and decrease turnover. ● Exceed goal of 12,000 total volunteer hours in 2018. ● Provide Borrow-A-Dog program to allow available dogs to be taken on walks by volunteers

into the community. This allows a unique experience for the volunteers while allowing for enrichment and mental health for the dogs in our care.

● Increase “Borrow-A-Dog” program hours from an estimated 400 this year (223 to date, and to allow for a decrease in winter) to 500 in 2018.

● Intake of animals into foster homes should be 25% of the animals entering the animal shelter.

Program/Service Humane Education/ Public Relations Goals: ● Hold 40 off-site adoption/education events, with at least two new locations, in 2018. ● Explore potential for hosting post adoption training/new pet sessions at the shelter. ● Provide behavioral counseling and adoption follow-up. ● Provide basic information/assistance to the public in understanding and working with

undesirable behaviors to assist animals in staying in homes and not entering or re-entering the shelter.

Program/Service Animal Control/ Field Operations Goals: ● Track the number of allegations of cruelty, abuse, or neglect. ● Track the number of service calls for year to year comparisons. ● Inspect and permit chicken flocks (currently there are 87 active permits for chicken flocks). ● Provide leashes and food to qualified low income individuals on an as-needed basis.

● Identify opportunities to streamline and better utilize ACO workloads. In the first half of 2017 we switched to a new software that will allow us to better track and analyze this data.

2018 Budget Proposal Highlights The Animal Care and Control Department’s total general fund budget request is $1,508,062. This is an increase of $38,343, or 2.61%. Revenue - projected increase of $37,080

• Due to increase in figure for the City-County Inter-local agreement to house County animals. This figure is based on 2016 expenditures.

Expense

Category 1 – Personnel request is $1,168,469, an increase of $24,153, or 2.11%.

• Requesting two new part-time positions in 2018. One is a 20 hour per week permanent part-time janitorial position and the other is a 16-20 per week janitorial and maintenance position.

Category 2 – Supplies request is $141,650, an increase of $4,084, or 3%.

Line 224 – Fuel and Oil – Decrease of $3,066, or (-23%) • Amount for fuel and oil for 3 Animal Control Officer (ACO) vehicles. Number

provided by the Fleet Department.

Line 231 – Building Materials and Supplies – decrease of $4,150 or (-67.48%) • Facilities Maintenance Department line for building needs. Decrease based

on five year trend. Line 234 – Other Repairs and Maintenance – increase of $4,300, or 61%. • Replacement equipment (such as washers and dryers) for the shelter are

purchased out of this line. The prices for machines have increased over the years, while the budget line has remained steady. This increase allows for replacement with machines of longer lifespan and suited for shelter specific use. These machines run at higher temperatures, allowing for better disinfecting of bedding between uses.

Line 242 – Other Supplies – increase of $6,000, or 324%. • Increase is to allow for IT improvements, such as the purchase of computers

for ACO vehicles. This will allow for decreased trips to and from the shelter,

plus the ability to access needed data and free up time for secretaries to assist ACOs, allowing them to instead focus on customers at the shelter.

Line 243 – increase of $1000, or 50%. • Increase funds for the replacement of antiquated animal capture equipment

Category 3 – Other Services & Charges request is $197,943, an increase of $10,106, or 5.38%.

Line 316 – Instruction – increase of $6,225, or 596%. • Increase to allow for more staff training opportunities. Current funding level

allows for only one to two staff per year to receive educational opportunities outside of euthanasia training. $4,000 of this increase is coming from the “Subaru Share the Love” donation and will be targeted for animal behavior training for staff.

Line 321 – Telephone – increase of $1,200, or 100%. • Increase is for projected cost of data connection for ACOs to utilize laptop

computers in the field. This is a companion request for the increase in Line 242.

Line 361 – Building Repairs – increase of $2,900, or 15%. • Contracts for HVAC and other maintenance agreements. Increase is based

on five year trend.

Line 362 – Motor Repairs – increase of $4,081, or 54%. • Repairs and maintenance on 3 ACO vehicles. Number provided by the Fleet

Department. Conclusion

The presented budget will assist the Animal Care and Control Division in providing the best care possible to the animals in the shelter as well as improve our service to the residents of this community. Thank you for your consideration of Animal Care and Control’s budget request. I would be happy to answer any questions.

City of Bloomington

Department of Public Works:Animal Care and Control

Director of Animal Care and Control

Virgil Sauder

SecretariesDanyale Carpenter

Camille EnnisLisa Ritchel

Jennifer Clendenning

Kennel Stafffull-time (5)part-time (3)

Volunteer Program Director

Jenny Gibson

Animal Control Officers

Nadine EubankJim PritchardVicky Minder

Shelter ManagerJulia Eppley

Outreach CoordinatorEmily Herr

CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 643,109 668,764 688,588 19,824 2.96%51120 Salaries and Wages - Temporary 18,012 15,542 15,542 (1) 0.00%51130 Salaries and Wages- Overtime 36,151 34,049 34,048 (1) 0.00%51210 FICA 49,692 54,954 56,471 1,516 2.76%51220 PERF 96,455 99,801 102,615 2,814 2.82%51230 Health and Life Insurance 252,187 271,206 271,206 0 0.00%51240 Unemployment Compensation 2,588 0 0 0 N/A

1,098,195 1,144,316 1,168,469 24,153 2.11%

52110 Office Supplies 1,534 2,000 2,000 0 0.00%52210 Institutional Supplies 84,977 105,000 105,000 0 0.00%52240 Fuel and Oil 6,878 13,266 10,200 (3,066) -23.11%52310 Building Materials and Supplies 0 6,150 2,000 (4,150) -67.48%52340 Other Repairs and Maintenance 2,636 7,000 11,300 4,300 61.43%52410 Books 414 300 300 0 0.00%52420 Other Supplies 1,980 1,850 7,850 6,000 324.32%52430 Uniforms and Tools 1,993 2,000 3,000 1,000 50.00%

100,411 137,566 141,650 4,084 2.97%

53130 Medical 77,413 82,145 82,145 0 0.00%53140 Exterminator Services 0 1,800 1,500 (300) -16.67%53160 Instruction 286 1,045 3,270 2,225 212.92%53210 Telephone 654 1,200 2,400 1,200 100.00%53220 Postage 690 1,033 1,033 0 0.00%53230 Travel 778 1,000 1,000 0 0.00%53310 Printing 696 2,000 2,000 0 0.00%53320 Advertising 1,348 4,000 4,000 0 0.00%53510 Electrical Services 0 13,000 14,000 1,000 7.69%53530 Water and Sewer 0 7,000 7,000 0 0.00%53540 Natural Gas 0 18,000 18,000 0 0.00%53610 Building Repairs 0 19,100 22,000 2,900 15.18%53620 Motor Repairs 6,082 7,574 11,655 4,081 53.88%53630 Machinery and Equipment Repairs 1,161 1,000 1,000 0 0.00%53640 Hardware and Software Maintenance 2,775 2,775 2,775 0 0.00%53650 Other Repairs 0 11,000 10,000 (1,000) -9.09%53830 Bank Charges 3,832 3,000 3,000 0 0.00%53910 Dues and Subscriptions 195 400 400 0 0.00%53960 Grants 3,900 3,900 3,900 0 0.00%53990 Other Services and Charges 1,978 6,865 6,865 0 0.00%

101,788 187,837 197,943 10,106 5.38%

1,300,394$ 1,469,719$ 1,508,062$ 38,343$ 2.61%Expenditures Grand Totals:





Department: 01 - Animal Shelter Personnel Services

1



From: Jason Speer, Fleet Maintenance Manager Adam Wason, Director of Public Works


This memo accompanies the proposed 2018 budget for Fleet Maintenance.

Why We Exist

The Department of Fleet Maintenance is responsible for the safe and efficient maintenance and repair, as well as the distribution of fuel for the City’s fleet of vehicles and equipment. Our services ensure that City departments have the vehicles and equipment necessary to provide services to the citizens of Bloomington. 2017 Budget Goal Update Program/Service Preventative Maintenance Activity: Perform periodic preventative maintenance checks on the City’s vehicle and equipment to prolong the life of the vehicle or equipment and to prevent major repair expenses. Preventative maintenance is more than an oil change; it is a complete vehicle inspection, including lights, belts, hoses, brakes, suspension components, tires, charging system and more. Goal: Increase the Fleet Department’s awareness of the importance and cost advantages of preventative maintenance. Lists are sent monthly to each department with the vehicle unit numbers that need

to be serviced. Currently with the age of the fleet, we are more reactive than proactive at this time.

Fleet Maintenance

Program/Service Routine Maintenance Activity: Provide routine in-shop maintenance for City vehicles and equipment to keep the fleet operating safely. Goal: Provide high quality maintenance services in a timely fashion. • The Department began sending more specialized repairs to outside vendors

(especially fire apparatus and warranty repairs) as a way to alleviate some pressure off Fleet staff, due to the overall age of the fleet. We plan to continue this practice in 2018.

Program/Service

Emergency Maintenance Activity: Administer emergency in-shop and on-site repairs of City vehicle and equipment. Mechanics are on call every weekend and holiday. Mechanics are also called in during snow events to keep snow removal equipment operational. Goal: Provide 24 hour emergency service to enable City departments to use their vehicles and equipment uninterrupted. In 2016, mechanics were on call-out after hours approximately 40 times; thus far in

2017, mechanics have been on call-out after hours approximately 15 times. Program/Service Fuel Service Activity: Provide below retail cost fueling to City departments at two fueling station locations. Goal: Provide convenient and economical fuel and fuel services to all City departments. In order to secure economical prices, the City utilizes a competitive bidding process

to purchase fuel. Purchases are awarded for the lowest price, per gallon. Bulk purchases are made for 8,000 gallons of unleaded fuel and 7,300 gallons of diesel.

A total of 73,171 gallons of unleaded fuel and 59,370 of diesel fuel has been dispensed to City vehicles so far during 2017 at the two fueling locations.

During 2016, a total of 141,477 gallons of unleaded fuel and 122,613 gallons of diesel fuel was dispensed at the two fueling locations.

Program/Service Parts Inventory Activity: Manage and maintain an accurate parts inventory. Goal: Continue to maintain an accurate parts inventory and shop for the best prices and delivery options. Fleet personnel perform inventory counts and administrative staff constantly work

with various parts vendors to secure good pricing and quality options for the City. Both NAPA and Fastenal are on the State QPA, which provides the City a lower cost for parts. Additionally, we compare prices and parts availability from multiple vendors whenever possible. Items that are “dealer only” or highly specialized (such as with fire apparatus) limit the vendors that are available for pricing.

Program/Service Shop Inventory Activity: Maintain shop inventory of equipment and tools so that the mechanics can perform diagnostic and repair work on a wide variety of vehicles and equipment. 2017 Updates: Utilizing a new bulk oil tank for 5W-20 synthetic oil. Upgraded the cold solution

parts washer and added a hot tank parts washer. This added inventory has made it easier for mechanics to have tools and equipment more readily available, allowing them to focus on their repair and diagnostic tasks.

Program/Service Vehicle Points and Purchases Activity: Update Vehicle Points Analysis and prepare specifications for vehicle and equipment purchases. Goal: Update Vehicle Points Analysis and prepare 2017 vehicle and equipment specifications. The 2017 Vehicle Points Analysis was completed in January 2017. Additionally, a

Fleet Vehicle Profile Analysis, which took a more in-depth look the condition of the fleet, was completed in June 2017. Specific vehicle and equipment specifications were prepared for a number of purchases (examples include new automated trucks for Sanitation Department, dump trucks for the Street Department and a truck and van for the Facilities Maintenance Department).

2018 Departmental Goals Program/Service Preventative Maintenance Goals: • Staff will complete 125 preventative maintenance services every month to address

overdue preventative maintenance services.

Program/Service Routine Maintenance Goals: • Provide high quality maintenance services in a timely manner though the

processing of approximately 3,000 work orders per year. • Selectively send some specialized repairs to outside vendors. This year we have

sent out 15 vehicles or pieces of equipment to outside vendors for repair. We anticipate sending approximately 25 vehicles and equipment to outside vendors in 2018.

Program/Service

Emergency Maintenance Goals: • Provide 24 hour emergency services so that City departments can continue to

provide their services to the community. Response time for after hour call-out services is under an hour; many repairs can be completed at that time or a diagnosis of the issue can be made and tow services called if necessary.

• Provide a response time under 30 minutes during normal operating hours. Program/Service Fuel Service Goals: • Implement a vehicle telematics and GPS system for the entire City fleet in order to reduce

idle time, maximize fuel consumption and gain better data on vehicle speed and other information.

• Provide convenient, economical fuel to City Departments. • Encourage the acquisition of more fuel efficient vehicle models.

Program/Service Parts Inventory Goals:

• Perform routine inventory counts for accuracy and stocking, so that parts in high demand are readily available.

• Work with vendors on the State’s QPA in order to find and secure the best pricing and quality options available.

Program/Service Shop Inventory Goals: • Improve efficiency by purchasing equipment that will allow more than one mechanic

to work on larger vehicles. o A total of 6 mobile column vehicle lifts are in the 2018 budget request.

These will be used on larger vehicles (such as fire apparatus and sanitation trucks). They can be moved from one mechanic bay to another, as well as used outside of the building.

Program/Service Vehicle Points and Purchases Goals: • Update Vehicle Points Analysis annually so that the department can identify

vehicles and equipment that are in need of replacement; coordinate with both the Controller’s Office and Utilities Department on these purchases.

• Address the approximately 20 top under-utilized vehicles (as identified in the Vehicle Points Analysis) and possibly reassign those vehicles to maximize their usage.

2018 Budget Proposal Highlights

The Fleet Department fund budget request is $2,639,649. This is an increase of $111,684, or 4.42%. Category 1 – Personnel request is $747,864, an increase of $7,295, or 0.99%. Category 2 – Supplies request is $1,601,677, an increase of $45,389, or 2.92%. Line 2230 – Garage and Motor Supplies – increase by 25,000 (20.32%).

• Due to the increase cost in tires and tire supplies, we have had to make some transfers to cover expenses in 2016. We anticipate having to do the same in the current year’s budget. This increase reflects current spending for tire and tire supplies.

Line 2240 – Fuel – decrease by $29,861 (-3.24%).

• Fuel prices have declined in the past years, so based on a five year average for fuel cost and fuel usage, we have reduced this line. The five year average cost for a gallon of fuel is $3.00; a gallon of diesel is $3.00. The five year average of unleaded gallons consumed is 153,583 and the diesel gallons consumed is 114,608.

• The U.S. Department of Energy website projections thru July of 2018 indicate slight

increases in the cost of diesel and unleaded fuel. • The fuel market is unpredictable and any number of factors can drastically change the

price of fuel.

Line 2320 – Motor Vehicle Repair – increase by $50,000 (10%). • There has been increases in the cost of parts; we have also been looking forward to

potentially sending more labor intensive jobs outside for repair. If this is pursued, there will be increased costs associated with the parts for these outside repairs.


Line 3620 – Motor Repairs – increase by $80,000 66.48% • With the current average age of the fleet, we are seeing increases in complicated and

time consuming repairs. The increase in this line will allow us to send these more complex repairs out for services and for staff to reduce the current backlog of open work orders, thus reducing the time that vehicles requiring preventative maintenance and minor repairs have to wait in order to be brought into the garage.

Category 4 – Capital Outlays - request is $65,000, a decrease of $21,000, or (-24.4%)

Line 4420 – Purchase of Equipment – increase by $43,000 or 66.15% • Increase due to the purchase of Mobile Column Lifts, replacement of one of our two

post lifts and the replacement of our Start All. The mobile column lifts are a new purchase and will allow for us to safely lift larger vehicles, such as refuse trucks and fire apparatus. They are mobile so they can be moved from one garage bay to another and utilized by all the mechanics. Our older two post lift, for passenger vehicles, is out dated and several of the newer models of cars cannot utilize this lift. This has often resulted in longer wait times for the other lift for service.

Line 4440 – Motor Equipment – decrease by $64,000 (-100%) • Decrease due to the completion of the purchase of two new pick-up trucks in 2017.

Conclusion

Fleet Maintenance staff strive to maintain and service the City’s fleet of vehicles and equipment, allowing City departments to provide the best municipal government services to the citizens of Bloomington. Thank you for your consideration of the Fleet Maintenance Department’s budget request. I would be happy to answer any questions.

City of Bloomington

Department of Public Works:Fleet Maintenance

Fleet Maintenance Manager

Jason Speer

Apprentice Master Mechanics

(3)

Master Mechanics(4)

Inventory CoordinatorLisa Bowlen

Office ManagerLisa Lazell

CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 433,804 443,541 449,529 5,988 1.35%51120 Salaries and Wages - Temporary 0 25,002 25,002 0 0.00%51130 Salaries and Wages- Overtime 17,338 24,997 24,997 (0) 0.00%51210 FICA 32,177 37,756 38,214 458 1.21%51220 PERF 64,062 66,533 67,383 850 1.28%51230 Health and Life Insurance 132,730 142,740 142,740 0 0.00%51240 Unemployment Compensation 1,759 0 0 0 N/A

681,870 740,569 747,864 7,295 0.99%

52110 Office Supplies 390 500 500 0 0.00%52210 Institutional Supplies 105 500 500 0 0.00%52230 Garage and Motor Supplies 112,546 98,000 123,000 25,000 25.51%52240 Fuel and Oil 468,723 951,861 922,000 (29,861) -3.14%52310 Building Materials and Supplies 829 4,500 4,750 250 5.56%52320 Motor Vehicle Repair 389,868 450,000 500,000 50,000 11.11%52420 Other Supplies 27,698 43,927 43,927 0 0.00%52430 Uniforms and Tools 5,500 7,000 7,000 0 0.00%

1,005,660 1,556,288 1,601,677 45,389 2.92%

53130 Medical 388 715 715 0 0.00%53140 Exterminator Services 440 600 600 0 0.00%53160 Instruction 4,056 2,600 2,600 0 0.00%53210 Telephone 240 360 360 0 0.00%53220 Postage 16 45 45 0 0.00%53230 Travel 788 1,500 1,500 0 0.00%53240 Freight / Other 78 1,000 1,000 0 0.00%53250 Pagers 179 180 180 0 0.00%53410 Liability / Casualty Premiums 7,555 7,555 7,555 0 0.00%53420 Worker's Comp & Risk 16,583 16,583 16,583 0 0.00%53510 Electrical Services 8,313 10,000 10,000 0 0.00%53530 Water and Sewer 1,098 1,500 1,500 0 0.00%53540 Natural Gas 3,038 6,000 6,000 0 0.00%53610 Building Repairs 2,459 17,900 17,900 0 0.00%53620 Motor Repairs 46,154 40,340 120,340 80,000 198.31%53640 Hardware and Software Maintenance 2,398 4,450 4,450 0 0.00%53650 Other Repairs 17,512 20,500 20,500 0 0.00%53920 Laundry and Other Sanitation Services 4,013 4,430 4,430 0 0.00%53990 Other Services and Charges (120) 8,850 8,850 0 0.00%

115,190 145,108 225,108 80,000 55.13%

54310 Improvements Other Than Building 27,669 0 0 0 N/A54420 Purchase of Equipment 0 22,000 65,000 43,000 195.45%54440 Motor Equipment 400,428 64,000 0 (64,000) -100.00%

428,097 86,000 65,000 (21,000) -24.42%

2,230,817$ 2,527,965$ 2,639,649$ 111,684$ 4.42%






Fund: 802 - Fleet Maintenance(S9500)

ExpendituresDepartment: 17 - Fleet Maintenance

Personnel Services

• Page 1


Memorandum


From: Joe Van Deventer, Director of Street Operations Adam Wason, Director of Public Works


This memo accompanies the proposed 2018 budget for Street Department’s Motor Vehicle Highway (MVH), Local Road and Street (LRS), Cumulative Capital Improvement (CCI) and Cumulative Capital Development (CCD) funds.

Why We Exist The Street Department is a division of the Department of Public Works and is committed to providing public roadways and infrastructure that are safe and free of hazards. 2017 Budget Goal Update Program/Service Paving/Patching Activity: Provide maintenance and repair of City’s 234 miles of streets. Goal: Pave 6% of street inventory each year based on Overall Condition Index (OCI) rating. Resurfaced 29 lane miles of City streets in 2016 and 7.36 lane miles through July 2017

with over 2 months of the paving season remaining. New Paver machine was purchased in 2017 and it has substantially helped paving efforts. Inspected 1/3 of the City’s streets to assess current pavement conditions and assign OCI

ratings.

Street Department

• Page 2

A total of 12.62 lane miles have been crack sealed in 2017. 60% of streets with pavement projects have been milled. In 2016, the Street Department received 442 citizen reports on potholes. Of these, 59%

were repaired within 48 hours; 41% were repaired within 49 hours or more. As of July 2017, the Street Department received 474 citizen reports on potholes. Of these,

94% were repaired within 48 hours; 6% were repaired within 49 hours or more. Program/Service Leafing Activity: Provide annual curbside removal of leaves; keeping the leaves picked up from curbs and gutters helps with proper drainage flow and is a popular service with residents. Goal: Crews to complete leaf collection during the fall and winter months of 2017 in 6 weeks. 2017 leaf collection will not start until November. 287 loads were collected in 2016 during a 6 week period 311 loads leaves were collected in 2015 during a 6 week period. Program/Service Manage Urban Forest Activity: Provide care and maintenance of trees in the public right-of-way; safeguard against accidents and helps keep our city trees looking their best. Goal: Work with the City’s urban forester on a tree maintenance program in 2017 to reduce the number of accidents caused by damaged or dying trees. 123 trees removed so far in 2017, many of which were ash trees that were affected by the

Emerald Ash Borer. 155 trees removed in 2016. 178 trees removed in 2015. Program/Service Sidewalk Maintenance Activity: Using an Overall Condition Index rating for sidewalks, prioritize resource allocation to those sidewalk segments in most need of repair. Crews also build new sidewalks & construct Americans with Disabilities Act (ADA) compliant ramps before resurfacing streets, in accordance with ADA requirements. Goal: Improve the overall efficiency of our sidewalk repair program.

• Page 3

As part of the City’s new contract sidewalk program, contractor personnel have either fixed, or are in the process of fixing, the 100 worst sidewalk segments in the City this year. This has resulted in a total of 614 linear feet installed to date.

A total of 2,847 linear feet of curb/sidewalk have been installed so far in 2017. 69 ADA compliant ramps have been installed so far in 2017. A total of 5,697 linear feet of curb/walk was installed in 2016. 48 ADA compliant ramps were installed in 2016. 4,881 linear ft. of curb/walk installed in 2015. 34 ADA compliant ramps installed in 2015. Program/Service Snow Removal Activity: Provide snow and ice removal to ensure safe transportation for the community and safe access by emergency vehicles during inclement weather. Goal: Be responsive and proactive during snow and ice conditions. 2016/2017 season saw 9 snow events, with 2,529 tons of de-icing salt used. 2015/2016 season saw 13 snow events, with 3,645 tons of de-icing salt used. Program/Service Alley Repairs Activity: Responsible for maintenance of the City’s alley network.

Goal: Patch portions of alleys when necessary and resurface high traffic alleys, as needed. 29 alley maintenance repairs have been completed so far in 2017. 73 alley maintenance repairs completed in 2016. 46 alley maintenance repairs completed in 2015. Program/Service Street Sweeping Activity: Provide removal of silt, trash, and debris for all city streets through regular sweeping. Goal: Maintain clean and safe roadways for vehicular and bicycle traffic. A total of 433.58 tons of debris has been removed so far in 2017. A total of 361.09 tons of debris was removed in 2016. The Street Department took delivery of a new street sweeper in 2017. It utilizes vacuum

suction, which is much more efficient at keeping down dust and debris.

• Page 4

Program/Service Traffic Signals Activity: Control the assignment of vehicular or pedestrian right-of-way at locations where potentially hazardous conflicts exist.

Goal: Monitor and upgrade traffic signal coordination timing utilizing wireless a radio interconnect system. The City is working with a consultant on a traffic signal re-timing report. The draft of that

report was completed in June 2017, with further analysis expected to be completed this year.

Goal: Replace LED bulbs on all 83 City maintained traffic signals. Street Department personnel have to date upgraded 55% of all the traffic signals from early

technology LED bulbs to the most current LED technologies. Program/Service Traffic Signs Activity: Control the assignment of vehicular or pedestrian right-of-way at locations where potentially hazardous conflicts exist, which is accomplished through the placement of traffic signs. The City currently maintains approximately 36,000 signs. Goal: Update inadequate signs that do not meet minimum retro-reflectivity requirements. A total of 498 traffic signs have been either repaired or replaced so far in 2017. All new

street signs that are installed meet the Manual of Uniform Traffic Control Devices (MUTCD) and retro-reflectivity standards.

A total of 738 traffic signs were either repaired or replaced in 2016. o The total number of traffic signs that will need to be upgraded to comply with MUTCD

standards is currently unknown. This is information that can be provided by a geospatial data service. The Street Department in coordination with the Innovation Director and other Departments is exploring the use of TRANSMAP, a company that could conduct this type of study and report findings back to the City, allowing for a complete data picture to be collected and analyzed.

Program/Service Pavement Markings Activity: Control of assignment of vehicular or pedestrian right of way at locations where potentially hazardous conflicts exist, which is accomplished through proper lane markings.

• Page 5

Goal: Increase the quantity of detailed marking with use of recently purchased thermo equipment. The Street Department has taken delivery of a new thermo-plasting machine, which has

greatly increased efficiency for installing crosswalk and stop bar markings.

Goal: Maintain existing pavement markings to meet existing MUTCD standards. A total of 254,688 linear feet of pavement markings (including 90,000 linear feet of bicycle

markings) have been installed so far during 2017. A total of 601,575 linear feet of pavement markings were installed in 2016. Program/Service Line Locates Activity: Provide locates of buried fiber optic/BDU traffic signal wiring, street light wiring. Goal: Provide locates of fiber optic and Bloomington Digital Underground traffic signal and street light wiring. The Street Department has provided 5,272 line locates this year to-date. In 2016, a total of

7,837 line locates were provided.

Program/Service Street Lights/Traffic Signals Program Activity: Develop and establish cost effective and efficient street lighting and traffic signal policies and practices. Coordinate and supervise the installation and/or removal of street lighting systems. Management and supervision of the Local Roads and Street Fund that is solely designated for all of the equipment, energy usage and maintenance costs for street lights, traffic, pedestrian and school crossing signals. Goal: Expand cost effective and energy efficient goals by utilizing fiscally responsible methods and installing only LED fixtures for all new street lighting and traffic signal systems within the public right-of-way. Installed 12 new energy efficient LED full cut-off roadway street lights throughout

Bloomington. The location of these street lights were requested by citizens. Entered into an outdoor lighting service agreement with Duke Energy for the installation of

three new energy efficient LED full cut-off pedestrian scale street lights within the South Hampton Subdivision.

Entered into an outdoor lighting service agreement with Duke Energy for the installation of five new energy efficient LED full cut-off roadway street lights on the east and west side of the E. 7th Street pedestrian underpass.

• Page 6

As a direct result of having a replacement part inventory readily on hand at the Street Department, crews were able to make the necessary repairs to a damaged traffic signal and have it back in operation within 24 hours (for the S. Walnut/Gordon Pike intersection).

Replaced a damaged high pressure sodium vapor City owned street light at the Walnut Street Garage with a new energy efficient LED full cut-off street light. This new light will be much more energy efficient than the prior sodium vapor light, plus will provide a higher quality light.

Working with Duke Energy to replace 62 aging street lights within the Showers’ Complex with new energy efficient LED full cut-off street lights and are exploring Citywide LED replacement as part of Guaranteed Energy Savings Contract project.

2018 Departmental Goals Program/Service Paving/Patching Goals: • Pave 6% of street inventory each year based on OCI rating. • Provide same day or next-day pothole repair; 95% within 24 hours and 5% within 48 hours. • Maintain aggressive crack sealing efforts with 10 to 15 lane miles per year in order to be

proactive with pavement maintenance. • Prevent drainage issues and retain curb heights by milling 60-70% of the streets that are

paved. • Utilize innovative mapping and field reconnaissance technologies to conduct pavement

management inspections and asset verification.

Program/Service Leafing Goals: • Complete leaf collection within 6 weeks during the fall and winter while promoting

composting as most environmentally friendly way to dispose of leaves.

Program/Service Manage Urban Forest Goals: • Conduct a tree maintenance program in collaboration with the City’s Urban Forester to

reduce the number of accidents caused by damaged or dying trees. • Remove all trees and limbs from roadways or walkways as soon as safely possible. • Complete emergency tree/limb removal after major storms keeping roadways and walkways

safe.

• Page 7

Program/Service Sidewalk Maintenance Goals: • Install 100 ADA compliant curb ramps per year. • Double the amount for the contract sidewalk program to allow for additional sidewalk

segments to be repaired throughout the city. Program/Service Snow Removal Goals: • Be responsive and proactive during snow and ice conditions through pretreatment and

removal efforts during winter weather events.

Program/Service Alley Repairs Goals: • Patch alleys when necessary and resurface high traffic alleys, as needed. • Respond to citizen concerns regarding alley conditions within 2 business days. Program/Service Street Sweeping Goals: • Sweep the entire City at least twice a year and downtown at least six times, plus other times

as needed. • Maintain safe roadways for vehicular and bicycle traffic. • Develop street sweeping zones (similar to current leafing zones) for use in coordinating,

scheduling and publicizing street sweeping activities. This information can also be placed on the B-Clear portal in an interactive map format to maximize public visibility and access.

Program/Service Traffic Signals Goals: • Monitor and upgrade traffic signal coordination timing utilizing wireless radio interconnect

system and continue exploring options as part of GESC project. • Upgrade approximately 20 LED bulbs at traffic signals that have not been replaced.

• Page 8

Program/Service Traffic Signs Goals: • Replace inadequate signs that do not meet minimum retro-reflectivity requirements. • Maintain and update signage, per the MUTCD. • Utilize innovative mapping and field reconnaissance technologies to conduct asset

verification and enter Geographic Information System locations of all the City’s street signs.

Program/Service Pavement Markings Goals: • Annually repaint 605,000 linear feet of long lines and bicycle lane markings to meet MUTCD

standards. Program/Service Line Locates Goals: • Provide 7,000 locates of fiber optic and Bloomington Digital Underground traffic signal and

street light wiring.

Program/Service Street Lights/Traffic Signals Program Goals: • Pay up-front equipment costs for new streetlights through Duke Energy, which will reduce

the overall costs by 50% over a 10-year period. • Replace inefficient City owned and maintained street lights around the downtown square,

which will reduce energy consumption by 50%. • Reduce light pollution, energy consumption, and electrical usage costs by partnering with

Duke Energy to design and implement a citywide streetlight and Showers Complex LED conversion project as part of GESC project.

• Increase response time by investing in an inventory system for lighting fixtures and traffic signal equipment available in house to replace any damaged equipment due to storm events or traffic accidents.

• Page 9


The Street Department’s MVH fund budget request is $4,380,320, a decrease of $87,876, or (-1.97%).

Category 1 – Personnel request is $2,921,688, an increase of 37,306, or 1.29%.

Category 2 – Supplies request is $389,946, a decrease of $154,468, or (-28.37%).

Line 224 – Fuel and Oil a decrease of $37,178, or (-22.3%) • Fuel prices have declined in the past years and the requested figure is a five year usage

average. Line 233 – Street, Alley and Sewer Materials a decrease of $119,290, or (-47.34%) • Decrease due to reduction in MVH funding levels. Line 242 – Other Supplies increase of $2,000, or 6.07%. • Propane usage has increased due to Thermo-plastic striping machine and crack sealing

machine. Category 3 – Other Services & Charges is $1,068,687, an increase of $29,286, or 2.82%.

Line 362 - Motor Repairs decrease of $12,364, or (-2.25%) • Fleet Department’s set rate. Line 364 – Hardware and Software Maintenance decrease of $21,804, or (-100%) • Decrease due to reduction in MVH funding levels. Line 390 – Inter-Fund Transfers increase of $1,955, or 1.55%. Line 395 – Landfill increase of $9,999, or 30.84%. • Rising cost associated with disposal of street sweeper dumps and paint material. Line 399 – Other Services & Charges increase of $51,500, or 52.18%. • Increases sidewalk contracting funds to continue work on sidewalks. • Contract services for Asset Management Inspections (signage). • Contract services for Pavement & Asset Management Inventory. • Increase hauling services for sweeper dumps.

The Street Department’s LRS fund budget request is $608,346. This is a decrease of $37,218, or (-5.77%)

• Page 10

Category 3 – Other Services & Charges

Line 352 – Street Lights/Traffic Signals decrease of $37,218, or (-5.77%) • Decrease due to less projected revenues received from the State of Indiana’s gasoline

taxes.

The Street Department’s CCI fund budget request is $68,000. This is a decrease of $117,000, or (-60%) Category 2 – Supplies request is $68,000, a decrease of $117,000, or (-60%)

Line 233 – Street, Alley and Sewer Materials a decrease of $117,000. • Decrease due to revenue patterns.

The Street Department’s CCD fund budget request is $1,078,463. This is an increase of $265,000, or 32.57%. Category 2 – Street, Alley and Sewer Materials increase of $265,000, or 32.57%.

Line 233 – Street, Alley and Sewer Materials increase of $265,000, or 32.57% • Increase in de-icing salt materials • Increase in asphalt materials • Moved crack sealing from a contract service to materials line.

Conclusion Our goal is to enhance and ensure public safety and improve the City of Bloomington’s infrastructure. In order for the division to ensure short and long term success, uncompromising customer service, forward thinking and a commitment to excellence, we feel that this budget request is necessary. Thank you for your consideration of the 2018 Street Department budget request. I would be happy to answer any questions.

City of Bloomington

Department of Public Works:Street and Traffic

Director of Street Operations

Joe Van Deventer

Signal and Lighting

SupervisorDanny Bitner

Deputy DirectorRon Arthur

Signs and Markings

SupervisorMike Stinson

Crew Leaders (3)

Account Clerk/Emergency Grant

CoordinatorDanna Workman

Laborers (4)

Crew Leader Scott Henson

Laborers (6)

Motor Equipment

Operators (6)

Crew LeaderJohn Ingalls

Laborers (3)

Motor Equipment

Operators (6)

Asset ClerkChris Burleson

Part-time Laborers (1)

Part-time Laborers (1)

CITY OF BLOOMINGTON



Amount2017 Adopted


53520 Street Lights / Traffic Signals 527,434 645,564 608,346 (37,218) -5.77%53990 Other Services and Charges 102,679 0 0 0 N/A

630,113 645,564 608,346 (37,218) -5.77%

630,113$ 645,564$ 608,346$ (37,218)$ -5.77%



Fund: 450 - Local Road and Street (S0706)Expenditures

Department: 20 - StreetOther Services and Charges

CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 1,582,281 1,738,876 1,759,210 20,333 1.17%51120 Salaries and Wages - Temporary 56,799 48,268 48,268 0 0.00%51130 Salaries and Wages- Overtime 71,172 113,549 113,549 0 0.00%51210 FICA 121,872 145,403 146,959 1,556 1.07%51220 PERF 234,790 263,042 265,934 2,891 1.10%51230 Health and Life Insurance 534,901 575,242 587,767 12,525 2.18%51240 Unemployment Compensation 1,718 0 0 0 N/A

2,603,533 2,884,381 2,921,687 37,306 1.29%

52110 Office Supplies 207 600 600 0 0.00%52210 Institutional Supplies 4,431 5,750 5,750 0 0.00%52240 Fuel and Oil 77,349 166,178 129,000 (37,178) -22.37%52310 Building Materials and Supplies 129 5,000 5,000 0 0.00%52330 Street , Alley, and Sewer Material 187,352 251,986 132,696 (119,290) -47.34%52340 Other Repairs and Maintenance 32,035 80,000 80,000 0 0.00%52420 Other Supplies 61,878 32,900 34,900 2,000 6.08%52430 Uniforms and Tools 969 2,000 2,000 0 0.00%

364,350 544,414 389,946 (154,468) -28.37%

53130 Medical 746 900 900 0 0.00%53140 Exterminator Services 770 1,000 1,000 0 0.00%53160 Instruction 3,650 4,295 4,295 0 0.00%53210 Telephone 2,324 4,000 4,000 0 0.00%53220 Postage 2,669 4,000 4,000 0 0.00%53230 Travel 1,191 2,400 2,400 0 0.00%53240 Freight / Other 56 0 0 0 N/A53250 Pagers 1,074 1,200 1,200 0 0.00%53310 Printing 1,238 4,000 4,000 0 0.00%53320 Advertising 0 1,500 1,500 0 0.00%53410 Liability / Casualty Premiums 56,626 56,626 56,626 0 0.00%53420 Worker's Comp & Risk 50,121 50,121 50,121 0 0.00%53510 Electrical Services 5,938 6,500 6,500 0 0.00%53530 Water and Sewer 1,944 2,500 2,500 0 0.00%53540 Natural Gas 3,591 6,000 6,000 0 0.00%53610 Building Repairs 1,894 6,000 6,000 0 0.00%53620 Motor Repairs 514,108 548,104 535,740 (12,364) -2.26%53630 Machinery and Equipment Repairs 2,376 13,200 13,200 0 0.00%53640 Hardware and Software Maintenance 400 21,804 0 (21,804) -100.00%53650 Other Repairs 0 32,500 32,500 0 0.00%53730 Machinery and Equipment Rental 9,068 10,000 10,000 0 0.00%53830 Bank Charges 0 25 25 0 0.00%539010 Inter-Fund Transfers 122,983 126,366 128,321 1,955 1.55%53910 Dues and Subscriptions 195 2,420 2,420 0 0.00%53920 Laundry and Other Sanitation Services 2,515 2,820 2,820 0 0.00%53950 Landfill 14,990 32,425 42,424 9,999 30.84%53990 Other Services and Charges 29,246 98,695 150,195 51,500 52.18%

829,712 1,039,401 1,068,687 29,286 2.82%

54440 Motor Equipment 185,500 0 0 0 N/A185,500 0 0 0 0.00%

3,983,095$ 4,468,196$ 4,380,320$ (87,876)$ -1.97%






Fund: 451 - Motor Vehicle Highway (S0708)Expenditures

Department: 20 - Street Personnel Services

CITY OF BLOOMINGTON



Amount2017 Adopted


52330 Street , Alley, and Sewer Material 235,429 170,000 68,000 (102,000) -60.00%235,429 170,000 68,000 (102,000) -60.00%

539010 Inter-Fund Transfers 190,000 190,000 190,000 0 0.00%190,000 190,000 190,000 0 0.00%

425,429$ 360,000$ 258,000$ (102,000)$ -28.33%




Fund: 600 - Cum Cap Improvement (CIG)(S2379)Expenditures

Department: 02 - Public WorksSupplies

• Page 1


Memorandum


From: Shelby Walker, Sanitation Director Adam Wason, Director of Public Works


This memo accompanies the proposed 2018 budget for the Sanitation Department. Why We Exist The Department of Sanitation provides the weekly collection and disposal of household solid waste and large items, such as furniture, and provides biweekly recycling services for the 15,229 residences located inside the corporate city limits. Sanitation also provides trash collection for City Hall, downtown containers, City parks, and various City facilities. Through a variety of services such as appliance pickup, curbside recycling, and yard waste collections, the Sanitation Department does its part to keep the City of Bloomington clean. In 2017, the Sanitation Department will change the way in which it delivers service to Bloomington’s residents. An automated system that uses mechanized tippers and carts was approved by the Common Council in 2017. The 2018 budget request will not look drastically different than previous years. In 2018 we will continue to tweak our delivery model, keeping best practices in mind as we go forward. 2017 Budget Goal Update Program/Service Solid Waste Collection

Sanitation

• Page 2

Activity: Weekly collection and disposal of household trash from residents of 15,229 single family homes within the City. Goal: Transition to full/semi-automated collection. Sanitation Modernization is continuing to aggressively move forward this year. A number of

mileposts have been reached in the sanitation modernization process. These include the following:

The Sanitation Modernization Advisory Committee was formed by Mayor Hamilton to study and make recommendations to improve the City’s sanitation services presented its Final Report in February.

The City Council approved pursuing sanitation modernization, per the Committee’s Final Report.

A waste management consultant has been retained to assist the City in transitioning to this new program.

The public was able to select their preferred sizes for solid waste and recycling carts.

The Board of Public Works approved a rate structure for the new system in July. Orders have been placed with a vendor to purchase four new automated

sanitation trucks; 2 of them have been delivered.

Efforts are currently underway to integrate billing software this new system between the Sanitation and Utilities Departments.

Solid waste and recycling carts will be delivered in late September, with full system roll-out to occur in the first week of October.

An intense public outreach and education effort for the new sanitation modernization system has already been undertaken (website, press releases, media contacts, neighborhood and public presentations, etc.), with more to come.

Goal: Implement public education campaign with the goal of increasing compliance with improved rules and regulations. Public education and outreach efforts this year have included visits to local daycare

centers, participation in the City’s Touch-A-Truck program, presentations to homeowner’s associations, and appearances by the Public Works Director at the Saturday Farmers’ Market.

Goal: Pick-up collected roadside litter from the Adopt-A-Road program.

• Page 3

Roadside waste collection has been transferred to the control of the Monroe County Solid Waste District.

Goal: Research alternatives for disposal of food waste. The Sanitation Director is a board member of the Indiana Foods Waste Initiative. This

group is a multi-stakeholder initiative that explores the cause of food waste and is developing 21st Century solutions for food waste recovery at the local and state level. The Director’s involvement allows Bloomington to be on the forefront of the efforts to research alternate food waste collection system best practices.

Program/Service Recycling Collection Activity: Provide weekly curbside collection of recyclable materials from single family homes within the City. Goal: Increase and track participation rates by transitioning to a weekly single stream collection in 2017. As part of the Sanitation Modernization project, single-stream weekly recycling will be

implemented when the system rolls-out in October. The modernized sanitation system will allow a host of new opportunities to collect and

analyze recycling performance measurement data.

Goal: Maintain a recycling diversion rate of 42%. A total of 650 tons of co-mingled recycling and 746 tons of fiber have been collected year-

to-date in 2017. The Environmental Protection Agency’s (EPA) recorded national diversion rate currently is

34.6%. A specific formula is utilized to calculate diversion rate and it includes leafing collection.

Because leafing collection will not occur until this fall, we are not able to formulate an accurate diversion rate at this time, but that will be available at the end of the year.

The City maintained a recycling/composting diversion rate of 48% during 2016. Program/Service Yard Waste Collection Activity: Provide for the curbside collection of yard waste from 15,229 single family homes within the City.

• Page 4

Goal: Decrease loads to the disposal facility by utilizing one truck for all yard waste. One truck was fully utilized to its maximum load extent allowable for yard waste. Goal: Provide annual Christmas tree curbside collection. Annual Christmas tree curbside collection was provided earlier this year. The 2016/2017

season saw 2 loads, with a total of 50 cubic yards collected.

Goal: Maximize weight loads sent to composting facility, as charges are based on per load drop-off. Maximize weight loads sent to the composting facility. To date in 2017, a total of 48 loads

with over 1,200 cubic yards have been collected. In 2016, a total of 71 loads with over 1,500 cubic yards of yard waste was diverted from the waste stream.

Program/Service Downtown Clean-Up Activity: Removal of trash and litter from downtown containers, City Hall, City facilities and City parks. Goal: Collect trash from downtown cans and litter from streets and sidewalks. Collected trash from 71 downtown waste cans (including the Big Belly containers) and litter

from streets and sidewalks. All downtown containers are checked daily and serviced when over half full.

Goal: Provide for the daily collection of trash from City parks. Conducted daily trash collection from 26 City parks and 5 trail heads. Goal: Collect trash and litter from all municipal parking lots. Conducted daily trash and litter collection from the 4 municipal parking lots. Goal: Provide solid waste and recycling containers for special events and festivals. Sanitation crews have already provided, or are scheduled to provide, recycling and refuse

service for a number of community special events in 2017; these include the Fourth of July parade, Strawberry Shortcake Festival, Lotus Festival, National Night Out, and the 4th Street Festival of the Arts & Crafts.

• Page 5

2018 Departmental Goals Program/Service Solid Waste Collection Goals: • Improve solid waste reduction initiatives by increasing the recycling participation rate by a

volume of 10-12%. • Reduce non-collection notices for compliance violations by 50% in 2018. Year-to-date

there have been 15,084 violations. • Research alternatives for disposing of food waste. In 2018 it is believed that the Indiana

Department of Environmental Management (IDEM) will lessen restrictions and requirements on food waste. There are some pilot programs that IDEM will utilize to establish benchmarks and these will be reviewed for Bloomington as they become available.

• Collect data from the new modernized sanitation system, which will provide a wide range of performance measurements to analyze (pay-as-you throw measurements, recycling participation rates, etc.). These will be collected, reviewed and made available to the public via the B-Clear portal.

Program/Service Recycling Collection Goals: • Maintain at least a 48% or higher recycling diversion rate in order to always keep it higher

than the EPA’s recorded national diversion rate (currently set at 42%). • Data collected from the RFID system (associated with the sanitation modernization

program) could provide the following:

Recycling participation rates so that we can target specific areas with education to raise that rate.

Collection of set out/participation rates for trash (could be used later to study pay-as-you-throw concept).

Program/Service

Yard Waste Collection Goals: • Provide Christmas tree curbside collection for the community.

• Page 6

• Maximize the weight of yard waste loads that are sent to the composting facility to reduce charges, per drop-off.

Program/Service Downtown Clean-Up Goals: • Collect trash from the 71 downtown cans and litter from streets and sidewalks. • Provide collection of refuse and litter from all 4 municipal parking lots. • Provide recycling containers along with refuse containers for special events and festivals.

Typically these range from 8-20 containers, depending on the event and how many the organizers request. For example, the Strawberry Shortcake Festival usually receives 8 trash containers, while the Lotus Festival receives approximately 20.


The Sanitation Department’s general fund budget request is $2,584,233. This is an increase of $158,601, or 6.54%.

Category 1 – Personnel request is $1,684,649, an increase of $39,632, or 2.41%.

• Increase due to previously negotiated AFSCME union contract.

Category 2 – Supplies request is $141,219, an increase of $8,850, or 6.69%.

Line 211 – Office Supplies increase of $100 or 33.3%. • An increase of $100 is being requested for this line. This will be used for the additional

supplies that will likely be needed for the customer service representatives being brought on for the automation project.

Line 231 – Building Materials and Supplies an increase of $2,750, or 100%. • The information for this line is received from Facilities and is placed here at their

request.

Line 242 - Other Supplies an increase of $6,000 or 37.8%. • An increase is being requested in this line. Sanitation will take over the ordering of the

bags that are used in the containers in the parks. Currently Sanitation has to call Parks and Rec. who then calls the vendor to purchase the bags. The bags are delivered to Parks and Rec. who then brings them to Sanitation. The process will be streamlined and become more efficient. Downtown container maintenance, ice, fire extinguisher servicing, recycle bins, and toner will continue to be purchased from this line.


• Page 7

Line 310 – Printing a decrease of $15,000, or (-46.88%). • Decrease due to no longer needing to print trash stickers because of the upcoming

sanitation modernization project. Line 315 - Communications Contract $17,000 into a line not used in 2017. • This increase is due to the recurring cost associated with R.F.I.D. system, to be used

for the Automation Project, will be housed in this line, as per the quote from the provider, AMCS. Currently also working on the inter-departmental billing logistics between the Public Works and Utilities Departments.

Line 362 - Motor Repairs increase of $87,619, or 50.78%.

• This line increase is calculated by the Fleet Department based on historical spending trends for repairs. This increase will be somewhat offset with the purchase of several new trucks as part of the transition to an automated system. However, even with these purchases an overall increase in repairs is expected due to the overall average age of the Sanitation fleet.

Line 364 - Hardware and Software Maintenance $10,000 into a line not used in 2017.

• This request will facilitate the necessary maintenance of the RFID readers and other equipment that is on the automated/semi-automated trucks. Readers, scanners, on-board monitors, etc.

• Line 365 - Other Repairs $10,500 into a line that was not used in 2017.

The Facilities Maintenance Department intends to perform several upgrades to the Sanitation garage.

Conclusion

The 2018 Sanitation budget proposal continues the implementing of a full and semi-automated collection system. This collection system will reduce staff injuries, lower worker’s compensation claims, improve service delivery, and begin to meet industry standards for vehicle replacement. Sanitation would like to move towards a sustainable future by utilizing the new and innovative means that are presented in this budget request. Thank you for your consideration of the Sanitation Department’s budget request. I would be happy to answer any questions.

City of Bloomington

Department of Public Works:Sanitation

Director of Sanitation

Shelby Walker

Motor Equipment Operators

(18)

Crew Leaders:Tammy BrownDaniel Ham

Office ManagerRhea Carter

Laborers(4)

Seasonal LaborersVACANT

CITY OF BLOOMINGTON



Amount2017 Adopted


539010 Inter-Fund Transfers 1,075,658 1,491,029 1,491,029 0 0.00%1,075,658 1,491,029 1,491,029 0 0.00%

1,075,658$ 1,491,029$ 1,491,029$ -$ 0.00%




Department: 16 - SanitationOther Services and Charges

CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 921,267 993,639 1,017,041 23,402 2.36%51120 Salaries and Wages - Temporary 0 30,000 30,001 1 0.00%51130 Salaries and Wages- Overtime 36,969 48,747 48,747 0 0.00%51210 FICA 67,678 82,037 83,828 1,791 2.18%51220 PERF 134,656 148,017 148,182 165 0.11%51230 Health and Life Insurance 318,553 342,576 356,850 14,274 4.17%51240 Unemployment Compensation 5,656 0 0 0 N/A

1,484,778 1,645,017 1,684,649 39,632 2.41%

52110 Office Supplies 523 300 400 100 33.33%52210 Institutional Supplies 0 540 540 0 0.00%52230 Garage and Motor Supplies 107 250 250 0 0.00%52240 Fuel and Oil 46,401 105,619 105,619 0 0.00%52310 Building Materials and Supplies 1,203 2,750 5,500 2,750 100.00%52420 Other Supplies 26,931 15,850 21,850 6,000 37.85%52430 Uniforms and Tools 5,007 7,060 7,060 0 0.00%

80,172 132,369 141,219 8,850 6.69%

53130 Medical 801 1,000 1,000 0 0.00%53140 Exterminator Services 605 1,500 1,500 0 0.00%53150 Communications Contract 0 0 17,000 17,000 N/A53160 Instruction 290 350 350 0 0.00%53210 Telephone 863 1,080 1,080 0 0.00%53220 Postage 7,171 3,100 3,100 0 0.00%53230 Travel 30 200 200 0 0.00%53240 Freight / Other 1,823 3,000 3,000 0 0.00%53310 Printing 13,526 32,000 17,000 (15,000) -46.88%53410 Liability / Casualty Premiums 27,348 27,348 27,348 0 0.00%53420 Worker's Comp & Risk 49,651 49,651 49,651 0 0.00%53510 Electrical Services 4,208 5,000 5,000 0 0.00%53530 Water and Sewer 976 1,500 1,500 0 0.00%53540 Natural Gas 1,144 2,500 2,500 0 0.00%53610 Building Repairs 1,640 7,000 7,000 0 0.00%53620 Motor Repairs 113,420 172,551 260,170 87,619 50.78%53640 Hardware and Software Maintenance 0 0 10,000 10,000 N/A53650 Other Repairs 530 0 10,500 10,500 N/A53910 Dues and Subscriptions 248 150 150 0 0.00%53920 Laundry and Other Sanitation Services 2,092 4,950 4,950 0 0.00%53950 Landfill 241,055 316,116 316,116 0 0.00%53990 Other Services and Charges 854 19,250 19,250 0 0.00%

468,275 648,246 758,365 110,119 16.99%

54450 Equipment 13,190 0 0 0 N/A13,190 0 0 0 0.00%

2,046,415$ 2,425,632$ 2,584,233$ 158,601$ 6.54%






Fund: 730 - Solid Waste (S6401)Expenditures

Department: 16 - Sanitation Personnel Services

1



From: J.D. Boruff, Director of Facilities Maintenance Adam Wason, Director of Public Works


This memo accompanies the proposed 2018 budget for the Facilities Maintenance Division of the Public Works Department. Why We Exist The Facilities Maintenance Department is a division of the Department of Public Works. It has the mission to sustain the quality and functionality of the City of Bloomington’s buildings and structures. This is achieved by identifying and implementing potential improvements that both reduce costs and increase efficiency, as well as via detecting problems early so that various corrective actions may be properly planned and budgeted.

2017 Budget Goal Update

Program/Service Facilities Maintenance Operations Activity: Responsible for day-to-day operations, including maintaining a clean, safe and attractive workplace. This is accomplished by providing maintenance repairs, custodial services, sustaining operations and addressing 24-hour emergencies. Goal: Purchase an additional vehicle and replace the Bobcat loader. We will be purchasing a new full-size truck with a plow, as well as a full-size utility van, this

year.

Facilities Maintenance

Goal: Build a new garage at the Police Department. o Costs to construct a garage at the Police Department were higher than available funds.

Hopefully funding can be secured at some time in the near future. Goal: Build a new storage/maintenance facility. Building a new 50 foot by 100 foot storage/maintenance facility will move forward in the 2nd

half of 2017.

Goal: Stripe and seal employee parking lots around City Hall and the Police Department. We are currently accepting bids for sealing and striping the employee parking lots around

City and the Bloomington Police Department building. It is expected to be complete before the end of September.

Goal: Upgrade HVAC at Animal Care and Control building. o Upgrading the HVAC in the older section of the Animal Care and Control building is no

longer being pursued. This was a goal originally set for completion in 2017, but it was set before the new Animal Care and Control building construction was approved; because the building is now being renovated and expanded, the installation of new HVAC is included as part of that project.

Goal: Complete the conversion over to LED lighting in the Council Chambers. Lamps and materials have been purchased to convert the City Council Chambers over to

LED lighting; expect completion by the end of 2017.

Goal: Replace carpeting in HAND, CFRD and Parks & Recreation Departments. o Replacing the carpeting in these departments is now expected to be completed in 2018,

with encumbered 2017 funds.

Goal: Monitor and keep log/project books on all projects and monitor progress. Execute daily project management, coordination and oversight to ensure projects are

completed on time and on budget. We utilize both Work Track and U-Reports summaries to review maintenance logs and

report on findings. From July 2016 to July 2017 we received 606 maintenance request through the Worktrack system: 574 were resolved, 15 are still awaiting resolution and 17 were cancelled.

Program/Service Graffiti Removal

Activity: Remove graffiti from City of Bloomington facilities.

On-Going Graffiti Removal Activities:

Educate all repeat graffiti victims about preventative measures, such as provide guidance on installing better outdoor lighting and surveillance.

Respond to all graffiti U-Reports within 24 hours and remove the reported graffiti within 48 hours.

Issuing yearly reports from U-Report summaries at the end of the program year. This function has been drastically cut back, however, due to no longer removing graffiti from private property.

2018 Departmental Goals

Program/Service Facilities Maintenance Operations Goals: • Implement a five year plan for fire station facility upgrades. This will include exterior and

interior repairs such as painting, lighting and ventilation upgrades, HVAC improvements, window replacement and installing better drainage. The plan for this will be to concentrate on one station at a time, bidding each one out as an individual project with a packaged bundle of needed improvements. o Station #4 should be bid out this fall (2017). o Station #5 will follow in 2018.

• Develop Overall Condition Index ratings for all facilities that fall under the responsibility of the Public Works Department.

• These OCI ratings will provide 2018 data benchmarks for energy use, space needs, necessary future repairs and other facility metrics. These benchmarks can then be used to start outlining specific 2019 facility goals and objectives.

• Monitor and keep log/project books on all projects to monitor progress. • Review maintenance logs and report on findings. • Run reports on all Work Track and U-report assignments.

Program/Service Graffiti Removal Goals: • Monitor U-Report assignments to ensure that over 99% of assigned projects are completed

within timeframes allowed. • Supply reports as required to ensure compliance with all program requirements. • Issue yearly reports at the end of the program year.

2018 Budget Proposal Highlights The Facilities Maintenance Department’s total general fund budget request is $1,101,561. This is a decrease of $17,363, or (-2.35%)

Category 1 – Personnel request is $245,823, an increase of $8,987, or 3.8%.

Category 2 – Supplies request is $58,400, an increase of $980, or 1.7%.

Line 224 – Fuel and Oil request is $ 4,500, an increase of $980, or 27.8% • $980 increase is to cover projected increase in fuel usage with the addition of

vehicles in this year’s request.


Line 399 – Other Services and Charges increase of $10,000, or 71.43% • Increase to allow for additional contract landscape services in 2018.

Category 4 – Capital Outlays request is the same as 2017.

Conclusion

This request reflects the needs of the Facilities Maintenance Department to continue providing quality service, maintenance, and repairs for the City of Bloomington’s buildings and structures. Thank you for your consideration of the Facilities Maintenance Department’s budget request. I would be happy to answer any questions.

City of Bloomington

Department of Public Works:Facilities Management

Operations and Facilities Director

J.D. Boruff

Graffiti TeamTwo Seasonal

Positions

Operations and Facilities Maintenance/Custodian

Russell Flake

Downtown SpecialistBarry Wallock

Facilities Management Coordinator

VACANT

Operations and Facilities Maintenance/Custodian

Tom Hays

CITY OF BLOOMINGTON



Amount2017 Adopted


51110 Salaries and Wages - Regular 111,785 117,420 124,797 7,377 6.28%51120 Salaries and Wages - Temporary 24,432 48,001 48,000 (1) 0.00%51130 Salaries and Wages- Overtime 2,201 5,252 5,252 (0) 0.00%51210 FICA 10,365 13,057 13,622 565 4.32%51220 PERF 16,186 17,421 18,467 1,047 6.01%51230 Health and Life Insurance 33,184 35,685 35,685 0 0.00%

198,153 236,836 245,823 8,987 3.79%

52210 Institutional Supplies 11,454 11,000 11,000 0 0.00%52240 Fuel and Oil 1,515 3,520 4,500 980 27.84%52310 Building Materials and Supplies 24,493 31,000 31,000 0 0.00%52340 Other Repairs and Maintenance 3,806 4,500 4,500 0 0.00%52420 Other Supplies 2,424 2,500 2,500 0 0.00%52430 Uniforms and Tools 3,122 4,900 4,900 0 0.00%

46,814 57,420 58,400 980 1.71%

53140 Exterminator Services 3,585 1,500 1,500 0 0.00%53210 Telephone 2,257 3,240 3,240 0 0.00%53510 Electrical Services 191,891 100,000 100,000 0 0.00%53530 Water and Sewer 33,800 10,000 10,000 0 0.00%53540 Natural Gas 27,782 0 0 0 N/A53610 Building Repairs 300,157 217,160 217,160 0 0.00%53620 Motor Repairs 1,000 6,042 3,438 (2,604) -43.10%53630 Machinery and Equipment Repairs 23,677 12,000 12,000 0 0.00%53650 Other Repairs 125,188 325,000 325,000 0 0.00%53730 Machinery and Equipment Rental 0 1,000 1,000 0 0.00%53990 Other Services and Charges 8,332 14,000 24,000 10,000 71.43%

717,669 689,942 697,338 7,396 1.07%

54510 Other Capital Outlays 47,949 100,000 100,000 0 0.00%47,949 100,000 100,000 0 0.00%

1,010,584$ 1,084,198$ 1,101,561$ 17,363$ 1.60%







Department: 19 - Facilities Maintenance Personnel Services

1



From: Ryan Daily, Parking Garage Manager Adam Wason, Director of Public Works


This memo accompanies the proposed 2018 budget for Parking Facilities. Why We Exist The Department of Parking Facilities is a division of the Department of Public Works. It provides monthly and transient parking services to an average of 1,200 monthly parkers and 143,000 transient parkers, annually. 2017 Budget Goal Update Program/Service Parking Facilities (Revenues) Activity: Provides structured parking services to visitors and local businesses. There are three structured garages in the City’s inventory, with a total of 1,233 parking spaces. Goal: Successful management of parking facilities results in 80-85% occupancy during peak hours. Al three City owned garages will operate in this range. Occupancy at all three garages has typically been consistently at, or very near,

100% peak hour capacity this year. There were small dips (down to between 78-88% peak hour parking occupancy) during April and May when large numbers of Indiana University students leave Bloomington. It then picks up again during the summer months, usually with out-of-town visitors. The national industry standard is 85% peak hour occupancy.

Monthly parkers this year have averaged approximately 1,200 parkers, per month. Approximately 89,865 transient parkers have utilized the garages this year. So far during 2017 we have collected $315,657 in monthly parking permit revenue

and $60,017 in transient parking revenue.

Parking Facilities

Program/Service Parking Facilities (Expenses/Supplies/Purchase of Equipment) Activity: Maintain and improve the City’s three structured parking facilities for visitors and local businesses. 4th Street Garage Goals: Spring cleaning – all curbs have been painted. Paint basement walls – the basement is in the process of completion; target date is the end

of August. Skywalk to Fountain Square Mall remodel – this project is ongoing as final details of the

remodel and construction dates are being finalized; anticipating an August or early September start and completion date.

Walnut Street Garage Goals: Install electric charging stations – wiring is being installed and painting of the spaces is

completed. The stations have been ordered and the estimated completion date is the end of August.

Spring cleaning – all curbs and bollards have been painted and garage power washed. o Stairwell project (replace degrading stairs) – this project on hold until September/October. Painted lobby & stairwells. Beautification – an artist has been selected for the project. o A lighting project will not occur this year because we want to focus more funds into artwork

of the garages instead. Morton Street Garage Goals: Install electric charging stations – wiring is being installed and painting of the spaces is

completed. The stations have been ordered and the estimated completion date is the end of August.

Spring cleaning – all curbs and bollards have been painted and garage power washed o Striping of garage – we will be striping the facilities this year. However, we will be doing this

project in house and will not contact out bids. This will save an estimated $10,000. We will be purchasing our own line striper and painting supplies.

Paint Beautification Projects – an artist has been selected for the project and estimated completion date is the end of August.

2018 Departmental Goals Program/Service Parking Facilities (Revenues) Goals: • Operate garages at 85% occupancy during peak business hours.

• Begin annually tracking both customer complaints and compliments of parking facilities in order to provide excellent customer service for visitors and monthly parkers.

Program/Service Parking Facilities (Expenses/Supplies/Purchase of Equipment) Goals: • Improve and enhance the Walnut and Morton Street Garages with $20,000 of

artwork and murals. • Install waterproof membranes in each parking deck roof via three phases (to

complete by 2020). • Paint stairwells and knee walls in the 4th Street Garage. • Conduct plumbing repairs at the 4th Street Garage. • Replace all Parking Equipment in the garage facilities. • All garage structures and equipment shall be open and operating 97% of the time.

Some downtime can occur due to unanticipated equipment malfunctions or necessary gate servicing.

2018 Budget Proposal Highlights The Parking Facilities Department’s general fund budget request is $2,559,504. This is an increase of $639,640, or 33.32%. Category 1 – Personnel request is $389,501, an increase of $5,540, or 1.44%.

• Additional hours and staffing will need to be budgeted to attend to the needs of the garages due to the increase in overall usage. As a result, we are requesting an additional two new employees.

Category 2 – Supplies request is $107,800, a $1,500 decrease, or (-1.37%).

Line 211 Office Supplies – Increase by $1,000, or 100%. • We are budgeting $2,000.00 for general office supplies. This includes standard office

needs such as printing paper, ink pens, markers, printer ink, etc. This is an increase of $1,000 to replace aging office furniture (desks, chairs, etc.).

Line 224 Fuel and Oil – Decrease by $950, or (-63.33%). • Fuel and oil, per rate set by the Fleet Department.

Line 231 Building Material & Supplies – Decrease by $17,550, or (-35.06%). • We are requesting $2,000 to paint the lobbies, stairwells, and knee walls throughout the

garages. We use safety yellow and white to keep our lobbies and curbs visually defined. • We are requesting $7,000 for ice melt. Assuming weather conditions of the past two

years are similar, we require four pallets of ice melt to assure sidewalks, rooftops, and walkways are kept clear. Potassium Chloride/Sodium Chloride is highly recommended

for garage use, otherwise deterioration in the concrete will occur. This cost is based upon last year’s snow removal amount, less the current stock of ice melt. A small increase should be noted of $800 in the event of additional needs.

• We are requesting $1,000 in electrical repair and supplies. This amount is for replacement of conduit, purchase of wire, switches, etc.

• We are requesting $1,000 in plumbing repair and supplies. This amount is for repairing damaged piping.

• We are requesting $1,000 for miscellaneous repairs. • Paint Supplies (Other) $500. We are budgeting for unforeseen painting needs in the

facility, such as water or chemical damage to a painted area. • We are budgeting a total of $20,000 in beautification projects for the garages.

Line 234 Other Repairs & Maintenance – Increase by $16,000, or 59.26%. • We are budgeting $3,000 for replacement signage in the Morton and Walnut Street

Garages. • We are requesting $15,000 for Misc. Repairs and Maintenance. This will cover any

expense not covered by Maintenance agreements for equipment repair. We are budgeting $2,000 to replace signage in all three facilities in the event of damage, defacing, or future garage needs.

• We are requesting $5,000 for Uncovered Insurance Claims. This would cover the insurance deductible in the event of parking equipment damage.

• We are requesting $5,000 for Property Damage Repair. This amount would cover the insurance deductible in the event of damage to the facility for an uninsured motorist.

Category 3 – Other Services and Charges request is $1,562,203, an increase of $215,600, or 16.01%.

Line 361 Building Repairs – Increase by $4,200, or 3.25%. • We are requesting $4,000 for elevator repair. This expense is for weekend service call

requirements not covered under the maintenance agreement. • We are requesting $5,000 for exterior window cleaning for the facilities. These areas are

not reachable by garage staff. • We are requesting $22,000 for the elevator service contract for all three garage

locations. • We are requesting $70,000 for facilities upgrades. This covers parking garage upgrades

such as new flooring, stairwell railing, new windows, AC Units, concrete, etc. Increase of $2,200.

• We are requesting $1,000 for stairwell repairs. • We are requesting $4,000 for door and window replacement and repair, primarily at the

4th Street Garage. • We are requesting $2,000 for glass replacement in the event of damaged or broken

glass in the facility. • We are requesting $5,000 for deck sealing and repair. This expense is for weatherproof

caulking the top decks of each garage and replacement of weathered sealant on the lower decks.

Line 362 Motor Repairs – Increase by $498, or 36.43%. • Repair of the tenant sweeper; set rate as per the Fleet Department.

Line 365 Other Repairs – Increase by $205,000, or 71.93%. • We are requesting $150,000 for the fourth phase of 4th Street Garage repair projects.

This is for plumbing and drain repairs. • $20,000 is budgeted for general upkeep of the facilities, such as new stair pans,

electrical upgrades/replacement, and other building repairs. • We are requesting $20,000 for garage striping of all three facilities • We are requesting $50,000 for the second phase of window installation at the Walnut

Street Garage. • We are requesting $300,000 for the addition of deck membranes at the Walnut and

Morton Street Garages. This is a preventative maintenance expense to assure concrete degradation does not occur.

Line 390 Inter-Fund Transfers – Increase by $902, or 71.43%. Line 394 Temporary Contractual Employees (Snow Removal) – Increase by $5,000, or 1.52%. • This is budgeted for the months January, February, November, and December. This

increase is based upon the needs of 2017. Category 4 – Capital Outlays - Request is $500,000, an increase of $420,000, or 525%.

Line 442 Purchase of Equipment – increase by $420,000, or 525%. • We are requesting a total of $500,000 for parking equipment upgrades. This is a

complete upgrade of all parking garage equipment – pay stations, exit gate lanes, and entry spitters.

Revenue Lines All revenue projections are based upon current parking trends. Overall, we are projecting no increase in revenues vs. the 2017 approved budget. We are expecting current parking trends to remain stable in 2018 in comparison with the actual revenue collected to date.

Line 43160 (Monthly) • We are expecting parking revenues to remain stable as parking has peaked in all the

garages and no additional monthly parking spaces may be sold to parkers.

Line 43130 (Transient)

• We are expecting transient revenues to remain stable as parking has peaked in all garages.

A breakdown of projected revenues for each location is as follows:

Morton Monthly = $284,244 Transient = $50,100 HGI Parkers = $88,440 (also Line 43150) Validation Revenue = $2,400 (also Line 43150)

Walnut Monthly = $185,898 Transient = $72,200

4th Street Monthly = $185,040 Transient = $9,320

Line 49010(TIF) • TIF transfer to the facilities for 2017 = $669,936

Monthly Total = $746,022 Transient Total = $131,620 Total revenues pre-TIF = $877,642 Grand Total Revenues = $1,562,578

Conclusion Thank you for your consideration of the Parking Facilities Department’s budget request. I would be happy to answer any questions.

City of Bloomington

Department of Public Works:Parking Garages

Parking Garage Manager

Ryan Daily

Customer Service Representatives

(Full-time)Jessica GoodmanZachary Sowders

Mike McPikeDalton Umphress

Evan Burch

Customer Service Representatives

(Part-time)Cody Staggs



Amount2017 Adopted


51110 Salaries and Wages - Regular 212,645 234,941 239,509 4,567 1.94%51130 Salaries and Wages- Overtime 2,205 0 0 0 N/A51210 FICA 15,421 17,973 18,322 349 1.94%51220 PERF 28,522 31,129 31,752 623 2.00%51230 Health and Life Insurance 92,911 99,918 99,918 0 0.00%

351,703 383,961 389,501 5,540 1.44%

52110 Office Supplies 1,494 1,000 2,000 1,000 100.00%52210 Institutional Supplies 1,015 5,000 5,000 0 0.00%52240 Fuel and Oil 0 1,500 550 (950) -63.33%52310 Building Materials and Supplies 3,203 50,050 32,500 (17,550) -35.06%52340 Other Repairs and Maintenance 4,506 27,000 43,000 16,000 59.26%52420 Other Supplies 18,086 22,000 22,000 0 0.00%52430 Uniforms and Tools 1,879 2,750 2,750 0 0.00%

30,182 109,300 107,800 (1,500) -1.37%

53150 Communications Contract 0 5,000 5,000 0 0.00%53210 Telephone 5,723 3,780 3,780 0 0.00%53220 Postage 0 500 500 0 0.00%53310 Printing 0 500 500 0 0.00%53410 Liability / Casualty Premiums 8,103 8,103 8,103 0 0.00%53420 Worker's Comp & Risk 15,937 15,937 15,937 0 0.00%53510 Electrical Services 64,168 60,000 60,000 0 0.00%53530 Water and Sewer 787 1,000 1,000 0 0.00%53610 Building Repairs 51,727 129,250 133,450 4,200 3.25%53620 Motor Repairs 0 1,367 1,865 498 36.43%53630 Machinery and Equipment Repairs 20,475 8,300 8,300 0 0.00%53640 Hardware and Software Maintenance 54,976 53,600 53,600 0 0.00%53650 Other Repairs 500 285,000 490,000 205,000 71.93%53830 Bank Charges 27,900 37,920 37,920 0 0.00%53840 Lease Payments 662,710 669,936 669,936 0 0.00%539010 Inter-Fund Transfers 56,732 59,410 60,312 902 1.52%53940 Temporary Contractual Employee 4,055 7,000 12,000 5,000 71.43%53990 Other Services and Charges 72 0 0 0 N/A

973,865 1,346,603 1,562,203 215,600 16.01%

54420 Purchase of Equipment 0 80,000 500,000 420,000 525.00%0 80,000 500,000 420,000 525.00%

1,355,750$ 1,919,864$ 2,559,504$ 639,640$ 33.32%

CITY OF BLOOMINGTON

Fund: 452 - Parking Facilities (S9502)Expenditures

Department: 26 - Parking Personnel Services




