►
From YouTube: FY17 BUDGET REVIEW 05 03 2016
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
A
A
30
days
will
meet
once
a
week
and
we'll
walk
through
walk
through
the
budget
and
listen
to
some
department,
heads
who
may
wish
to
request
additional
funding
or
may
haven't
seen
it
yet,
but
I
guess
suppose
one
well
I
suppose
one
could
come
in
offering
to
turn
some
money
in,
but
and
then
what
council
will
do?
What
the
budget
review
committee
will
do
is
at
any
time
it's
never
inappropriate
if
they
want
to
add
something
on
to
sort
of
a
parking
lot,
that
we
call
an
ad
delete
list,
we'll
put
it
on
there.
A
We
save
them
so
that
we
don't
give
undue
attention
to
the
to
the
first
thing
that
pops
up
chronologically
when
when
there
may
be
a
more
important
issue
that
pops
up
a
little
bit
later
so
the
last
meeting,
we
typically
walk
through
all
of
those
items
that
are
on
that
list
individually
and
then
and
then
cast
a
vote
as
to
whether
or
not
it
it
remains
in
the
budget
or
modifies
the
budget.
So
with
that
I'm
gonna
ask
deputy
city
manager
Pam
Hodges
to
to
take
the
reigns
sure.
B
Good
afternoon
I'll
be
doing
the
presentation
today,
but,
as
Angelica
has
been
promoted
to
the
finance
director
in
the
future,
she'll
be
taking
on
this
role
and
processing
the
going
through
the
presentation
she's
been
an
integral
part
of
the
budget
preparation
process,
so
this
will
be
passed
over
to
her
next
year.
You.
B
B
The
recommended
fee
increases
that
are
included
in
the
budget.
Each
one
of
these
fee
increases
will
be
presented
separately
by
the
department
head
to
go
through
those
individually,
so
they
will
be
discussed
more
so
than
just
through
this
handout.
I've
also
passed
out
the
budget
schedule
to
you
so
that
you'll
have
that
information.
We'll
update
this
each
meeting,
as
we
have
additional
departments
or
offices
who
contact
us
that
want
to
appear
before
council,
but
this
is
the
schedule,
as
it
sits
right
now,
so
we'll
go
ahead
and
get
started
with
the
FY
17
recommended
budget.
B
Our
agenda
for
today
is
to
go
through
just
briefly.
The
budget
process
go
through
the
overview
of
the
budget,
operating
funds,
capital
and
CIP.
The
agency
appropriations
the
non
operating
funds,
the
other
local
option,
sales,
tax,
teeth,
flossed
discretionary
and
then
we'll
have
a
presentation
from
Shaw
Hankins
regarding
healthcare,
and
then
we
have
three
departments
that
are
scheduled
today:
CDBG
or
community
reinvestment
inspections
and
codes
and
fire
and
EMS.
And
if
there's
any
information
that
I
go
over
in
the
presentation
that
you
want
to
hear
in
more
detail.
B
So,
on
the
budget
process,
it's
submitted
to
Council
required
by
the
Charter
no
later
than
60
days
prior
than
the
start
of
the
fiscal
year.
That
budget
was
submitted
on
April.
The
26
includes
both
operating
and
capital
expenditures,
accompanied
by
a
budget
message
from
the
mayor,
which
contains
the
major
changes
policy
and
a
general
summary.
B
We
made
public
by
advertising
in
the
newspaper
as
we
get
through
the
budget
review
sessions
and
the
budget
and
the
millage
ordinances,
along
with
any
related
ordinances,
must
be
approved
by
July
1st,
so
for
the
month
of
May
will
hold
budget
review
sessions.
Today,
I've
went
over
the
agenda
for
today,
May
10th,
May,
17th
and
May
24th
will
be
department
and
office
presentations
to
council
and
on
May
24th
we'll
go
through
the
ad
delete
list.
B
No
fund
balance
out
of
the
general
fund
was
used
in
this
particular
budget.
The
assumptions
that
were
used
in
the
preparation
of
the
budget,
no
change
in
the
millage
rate
remains
the
same
in
district
one.
Seventeen
point:
eight
eight
Mills
in
District,
two
eleven
point:
nine
zero
Mills
and
in
District
four
eleven
Mills.
We
used
a
1.75
increase
in
the
digest
and
a
96
percent
collection
rate,
and
there
are
no
subsidies
included
for
integrated
waste.
B
B
There
is
a
cola
included
2%
for
active
employees
in
point
two:
five
percent
for
retirees
that
we
effective
in
January
of
2017
and
for
health
insurance.
The
we
will
continue
the
contribution
share
strategy
of
70/30
for
active
employees
and
again
after
this
presentation,
we'll
have
a
presentation
from
Shaw,
Hankins
and
they'll
go
through
other
detail
of
the
healthcare.
B
For
the
millage
summary
again
we're
at
the
nine
mill
cap
in
urban
service
district,
one
for
operations
in
district
2,
it's
at
six
point:
nine,
five
and
in
District
four
at
six
point:
eight
zero,
the
stormwater
and
paving
have
different
millage
--is
in
district,
one
in
district
2
based
on
level
of
service,
the
Medical
Center
economic
development
and
debt
service
is
equivalent
across
the
board
for
all
three
districts.
Again.
B
So
for
the
total
recommended
operating
budget.
As
you
can
see,
the
general
fund
and
the
O
loss,
which
is
really
a
sub
fund
of
the
general
fund,
represents
sixty-eight
point.
Five
percent
of
the
total
operating
budget
for
the
city,
followed
by
paving
at
five
point
eight
percent
in
the
Medical
Center.
At
five
point.
Three
percent.
B
For
sources
of
revenue,
ad
valorem
tax
at
idle
ad
valorem,
tax,
general
property
taxes
make
up
three
point:
nine
percent
of
the
budget
eighty-three
point
three
million
dollars
in
sales
and
use
tax,
which
includes
the
original
lost,
the
other
lost
wine,
beer
and
liquor
taxes
at
twenty
six
point;
nine
percent,
and
that
seventy
two
point:
six
million
the
next
largest
revenue
sources,
charges
for
services-
and
this
represents
all
the
charges
within
different
departments-
could
be
Parks
and
Rec
inspection
and
codes.
That
represents
fourteen
point.
Nine
percent
or
forty
point:
three
million
dollars.
B
B
And
Personnel
Services,
which
is
salary
and
benefits,
make
up
over
half
of
the
budget
at
fifty
six
point.
Four
percent
are
a
hundred
and
fifty
two
point:
two
million
dollars
across
all
operating
funds.
Thirty
eight
point:
nine
percent
for
operating
at
one
hundred
and
five
million,
and
then
capital
the
cost-of-living
adjustment
and
CIP
make
up
the
difference
for
the
remainder
of
the
budget,
so
for
the
general
fund,
which
accounts
for
the
normal
day-to-day
operations
of
the
city
to
include
Public,
Works
police
fire,
the
courts,
Parks
and
Rec.
B
Administrative
offices
is
balanced
at
a
hundred
and
fifteen
million
seven
hundred
and
seven
thousand
four
hundred
and
seventy
one
and
again
no
use
of
fund
balance
in
the
general
fund.
In
this
year
there
are
recommended
fee
increases
and
I've
passed.
Those
out
to
you
and
again
those
departments
will
be
presenting
to
you
separately
to
go
through
those
fee.
Increases
includes
fire
and
EMS
Parks
and
Recreation
planning,
inspection
and
codes
and
Public
Works
excuse.
A
Me
Pam
counselor
Thomas.
D
D
B
They're
also,
as
the
mayor
had
addressed
in
her
budget
message
last
week,
pay
reform
for
recruiting
for
the
police
department
and
the
Columbus
Police
Department
is
scheduled
to
come
before.
Council
and
HR
they'll
provide
a
more
detail
description
of
the
pay
reform,
as
outlined
in
the
budget
in
the
mayor's
budget
letter,
so
that
will
be
coming
back
to
council
in
more
detail.
B
Personnel,
that's
included
in
this
operating
budget
includes
the
Aquatic
Center
operations
to
be
within
Parks
and
Rec
Department.
That
includes
an
aquatic
center
director,
a
facility
supervisor
a
program
supervisor
and
to
make
maintenance
worker
one
and
then
there'll
be
five
part-time,
administrative
clerks
and
two
part-time
maintenance
workers
for
the
Aquatic
Center,
as
well
as
twenty
to
thirty
part-time
lifeguards.
For
the
eighty
nine
hours
per
week,
there's
also
included
for
Cooper
Creek,
with
the
expansion
of
Cooper
Creek
to
come
online,
a
tennis
specialist,
two
and
three
part-time
maintenance
worker
ones.
B
There
are
some
transfers,
that's
included
in
this
budget,
relocating
the
GIS
division
from
the
engineering
department
and
to
the
IT
department,
and
that's
done
as
IT
provides
services
across
the
board
to
all
offices
and
departments
within
the
city,
it's
most
appropriate
for
the
GIS
division
to
be
part
of
the
IT
department,
and
so
that
has
been
moved
from
engineering
to
the
IT
apartment.
We've
also
transferred
a
project
engineer
to
the
paving
fund.
This
particular
engineer
works
on
roads
and
bridges
and
it's
more
appropriate
to
be
charged
to
the
paving
fund.
B
So
that
was
a
transfer
out
of
the
general
fund
into
the
paving
fund.
There
are
three
reclass:
these
are
all
budget
neutral
web
developer,
an
application
developer
in
the
IT
department
in
juvenile
court,
a
custody
investigator
a
case
manager
and
in
state
court
solicitor's
office,
a
deputy
clerk
to
a
senior
deputy
clerk
and
again
these
three
classes
are
budget
neutral.
B
There
were
deletions
in
the
engineering
department,
the
radio
maintenance
division
has
been
eliminated
and
that
maintenance
has
been
done
through
a
contract
with
Motorola,
and
so
those
positions
will
be
deleted.
The
radio
communication
supervisor
will
transition
the
division
over
to
Motorola,
so
that
position
will
be
ending
October
1st.
The
other
three
will
be
July
1st.
The
last
one
was
an
unfunded
position
so
that
one's
just
being
officially
deleted,
but
it
was
not
funded.
The
employees
that
are
in
those
positions
will
fill
other
positions
within
the
engineering
department.
B
For
fund
balance
in
the
general
fund,
as
we
ended,
FY
15,
we
were
at
fifty-six
point
one
two
days.
The
projection
for
FY
16
is
at
sixty
point
two
one
days
and
that's
after
evaluating
how
revenue
is
tracking
slightly
above
projections
for
this
year
and
expenditures
are
on
track
for
the
budget
on
in
total,
but
departments
and
offices
are
expected
to
remain
within
their
budget,
except
those
that
have
been
already
approved
and
presented
to
Council.
That
includes
the
city,
attorneys,
litigation
facilities,
maintenance
and
also
the
Microsoft
licensing.
B
A
A
B
B
The
millage
rate
remains
the
same
at
three
point:
four,
four
for
District
one
and
point
five:
five
for
District,
two
and
again
there's
the
transfer
of
the
engineer
from
the
general
fund
into
the
paving
fund,
reclass
for
Public,
Works
supervisor,
two
beautification
supervisor
and
a
chemical
application
supervisor,
two
beautification
supervisor
and
most
of
the
supervisors
and
Public
Works
are
at
a
pay
grade.
15,
and
so
this
brings
these
two
supervisors
in
line
with
the
other
supervisors
within
Public
Works.
B
And
again
these
are
all
replacement
items.
It
also
includes
CIP
of
a
million
five
hundred
and
three
thousand
and
again.
This
is
for
roads,
bridges
resurfacing,
and
this
is
one
of
the
funding
sources
that
utilize
for
those
road
improvements.
Again
we
have
an
allocation
out
of
the
Oh
lost
infrastructure
and
then
the
tea
sauce,
as
well
as
the
tea
spots
discretionary.
B
So
we
use
all
of
those
funding
sources
to
continue
to
resurface
and
do
road
improvements
also
included
in
this
budget,
and
it's
not
listed
as
capital,
but
we
have
included
the
renting
of
three
street
sweepers
in
the
operational
budget
for
Public
Works.
We
have
major
issues
with
keeping
street
sweepers
on
the
road.
We
have
five
currently
and
we
typically
have
one
that
is
operational.
So
this
changes
our
process
from
having
those
owned
by
the
city
to
strictly
a
renting
of
the
street
sweepers.
B
We
can
have
three
street
sweepers
at
one
hundred
and
sixty-seven
thousand
per
year.
We'll
have
three
on
the
road.
If
one
has
maintenance
issues,
the
company
will
be
running
from
bring
us
another
one
to
utilize
and
Pat
will
be
here
to
talk
from
Public
Works.
If
you
have
additional
questions
about
the
street
sweepers,
but
we
feel
that
this
is
a
better
way
to
go
to
make
sure
that
we
have
those
on
the
road
and
providing
services.
B
The
medical
centers
fund,
this
particular
contract,
expires
in
2022,
so
we
have
about
five
years
left
on
the
contract.
Three
mils
projected
at
just
over
13
million
thirteen
million
six
hundred
and
fifty
three
thousand.
It
also
includes
a
six
hundred
thousand
dollar
transfer
from
the
general
fund
for
excess,
inmate
medical
for
a
total
of
fourteen
million
two
hundred
and
fifty
three
thousand
six
hundred
and
sixty-seven-
and
this
covers
the
indigent
hospital
care,
as
well
as
the
excess
inmate
medical.
B
The
integrated
waste
fund
is
balanced
at
12
million
five
hundred
and
twenty
nine
thousand,
and
this
is
for
collection,
disposal,
recycling
and
landfill
operations.
There
is
a
$2
per
month,
increase
for
residential
from
15
to
17
dollars
and
also
included
as
a
capital
lease
for
the
replacement
of
33,
garbage
trucks
and
or
heavy
equipment.
B
The
e-911
fund,
at
just
under
four
million
dollars,
three
million
nine
hundred
and
ninety
nine
thousand
six
hundred
and
ninety
two
and
this
accounts
for
the
operation
of
the
e-911
Center,
and
we
do
charge
the
maximum
that's
allowed
by
law.
But
this
still
requires
a
subsidy
from
the
Oh
lost
of
over
a
million
dollars,
plus
we
also
provide
704
thousand
seven
hundred
and
thirty.
Nine
for
the
nine
technicians
that
are
paid
directly
out
of
the
Oh
loss
fund
and
also
included
in
the
Oh
lost,
is
an
e
911
system
upgrade.
B
B
The
economic
development-
this
is
a
half
a
mil
at
two
million
two
hundred
and
seventy
five
thousand
six
hundred
and
eleven.
The
Development
Authority
has
allocated
half
of
that
or
0.25
mils
at
1
million.
One
hundred
and
thirty
seven
thousand
806
we're
in
year
two
of
10
of
the
NCR
BlueCross
BlueShield
project,
commitment
of
eight
hundred
thousand
and
also
provides
a
reserve
for
economic
development
at
the
discretion
of
council
of
three
hundred
and
thirty
seven
thousand
805-
and
this
is
the
second
year
that
we've
allocated
a
reserve
for
the
discretion
of
council.
B
The
Metro
fund
balance
at
seven
million,
seven
hundred
and
thirty
nine
thousand
one
hundred
and
seventy
four-
and
this
is
for
the
operation
of
the
public
transportation
system,
primarily
funded
by
property.
Taxes,
federal
and
state
grants,
service
charges
and
in
this
year,
teeth
lost.
This
will
be
the
initial
year
of
the
teeth,
plus
the
buses
have
been
ordered.
B
B
The
Trade
Center
fund
is
balanced
at
two
million
eight
hundred
and
eighty
thousand
four
hundred
eleven,
and
this
is
for
the
operation
of
the
facility,
primarily
funded
from
event,
proceeds
the
beer
tax
and
also
hotel-motel
tax.
They
have
requested
something
that
will
show
up
on
the
a
delete
list
to
utilize
fund
balance
for
two
specific
projects,
and
this
is
fund
balance
in
the
trade
center
fun
for
boiler
replacement
of
two
hundred
and
ten
thousand
and
a
lighting
system
upgrade
of
eighty
thousand,
and
so
the
trade
center
director
will
be
coming
to
Council.
B
The
golf
courses
will
Creek
at
1
million
three
hundred
and
thirty
one
thousand
fifty
dollars,
and
that
includes
a
general
fund
subsidy
of
fifty
thousand
Oxbow
Creek
at
four
hundred
and
ninety
seven
thousand,
and
that
includes
a
general
fund
subsidy
of
two
hundred
and
fifty
thousand
four
Oxbow.
This
is
the
final
year
of
the
debt
service
on
Oxbow
of
a
hundred
and
six
thousand
final
payment
is
due
January
1
2017,
so
that
will
drop
off
going
forward.
B
Healthcare
fund
at
twenty
four
million,
seven
hundred
and
ninety
four
thousand
again
with
the
70/30
contribution
strategy
for
active
employees.
There
will
be
premium
increases,
effective,
January,
1,
2017
and
our
benefits
consultant
is
scheduled
today
to
go
through
the
details
of
this
particular
plan.
B
The
CDBG
fun
is
1
million
three
hundred
and
seventy
five
thousand,
and
this
is
grant
funds
from
HUD
the
director.
Our
division
manager
will
be
coming
today
to
talk
about
the
reorganization
of
it.
Just
to
give
you
a
summary,
they're
changing
the
division
manager
to
a
director-
and
this
was
at
the
recommendation
of
the
internal
audit
and
adding
positions
of
a
Finance
Manager,
a
planner
and
a
project
manager
and
reclass
in
the
full-time
administrative
person
to
a
part-time
person,
and
this
is
shown
in
CDBG.
B
B
Agency
appropriations
we've
continued
to
evaluate
our
third-party
affiliates
and
have
reduced
the
agency
appropriations
over
a
million
dollars
since
FY,
11
and
you'll
see
in
this
year.
It
went
from
when
last
year
was
1
million
two
hundred
and
ninety
four
thousand
this
year,
1
million
two
hundred
and
seventy
five
thousand
excuse.
D
D
B
Per
person,
and
then
the
Health
Department
rent
is
a
requirement
that
we
provide
them
facilities,
and
so
it
was
agreed
many
years
ago
that
we
would
pay
the
rent
on
the
on
the
building
that
was
constructed
and
then
the
other
one
of
the
Airport
Commission
is
$40,000
based
on
a
requirement
from
us.
Okay,.
D
D
B
B
The
you
dag
is
a
grant
program
that
no
longer
is
in
existence,
but
we
still
service
the
loans
that
were
made.
This
dates
back
to
FY
88,
so
15,000
is
servicing
those
loans
that
are
still
in
existence.
Economic
development
again
is
no
longer
in
existence,
but
we're
servicing
those
small
business
loans
that
were
in
economic
development
many
years
ago.
The
home
is
a
loan
program
and
again
miss
Johnson
will
be
here
today
to
talk
about
Community
Reinvestment,
the
HUD
section
108.
B
A
We
get
too
far
down
the
road.
There's
been
a
request
on
when
we
were
talking
about
some
of
the
agency
appropriations
on
the
non
required,
or
maybe
even
including
the
if
we
could
get
some
kind
of
if
they
won't
appear
before
us.
That's
fine,
but
I
think
just
as
long
as
we
get
some
kind
of
idea
of
what
they
use
the
money
for,
so
that
so
that
we
know
where
it's
going.
B
The
hotel-motel
tax
fund
budgeted
at
four
million
eight
hundred
and
eighty
eight
thousand.
This
is
8%
six
hundred
and
ten
thousand
dollars
per
percent.
Two
percent
goes
to
the
Civic
Center
four
percent
to
see
CVB
1
percent
to
the
Trade
Center
and
one
percent
to
the
River
Center,
the
forfeiture
funds
that
are
included.
B
This
is
for
federal
state
and
local
forfeitures,
based
on
the
agency
police
forfeiture
fund
at
$100,000,
the
county
drug
abuse
treatment
fund,
which
we
called
the
date
fund
at
sixty
eight
thousand,
this
funds,
forty
thousand
for
the
police
department,
dare
program,
fourteen
thousand
for
juvenile
court
of
participant
treatment
and
programming,
juvenile
drug
court
and
fourteen
thousand
for
adult
drug
court.
The
forfeiture
fund
for
the
Metro
drug
task
force
is
a
hundred
thousand
the
county
penalty.
B
The
sheriff
forfeiture
fund
is
that
is
at
fifty
thousand
dollars.
The
marshal
forfeiture
fund
is
a
forfeiture
fund,
that's
in
existence
and
it's
budgeted
at
zero.
There
haven't
been
any
forfeitures
recently
so
when
those
come
forward
will
amend
that
budget.
The
capital
projects
fund
at
fifteen
point
eight
million,
and
this
particular
fund
is
where
all
the
stormwater
paving
and
general
fund
projects
would
exist.
B
The
transfer
this
year
is
a
million
dollars
from
the
stormwater
fund
and
1.5
million
dollars
from
the
paving
fund,
plus
all
existing
projects,
and
that
includes
the
G
grants
for
any
road
projects.
At
thirteen
point
three
million
and
those
are
existing
projects
that
are
ongoing
in
the
tea
sauce
fund.
B
This
includes
2.5
million
for
discretionary,
which
is
also
includes
a
carryover,
a
6.8
million
of
discretionary
funds,
as
well
as
those
projects
that
were
included
in
that
in
the
Investment
Act,
which
was
the
South
Lumpkin
Trail
by
the
spiderweb
project,
the
Riverwalk
project,
us
27,
Custer,
Road,
interchange
and
then
we're
moving
into
tier
2
and
tier
3
projects.
So
those
are
also
included
in
this
tea
sauce
fund
by
the
1999
SPLOST.
B
That's
the
tax
accessor
tax
assessor's
upgrade
ambulance
and
fire
trucks,
so
this
is
the
fund
that
those
are
purchased
out
of
and
then
the
principle
and
interest
payments
are
made
out
of
the
debt
service
fund,
the
2003
a
seven
hundred
and
forty
thousand.
This
is
the
final
project,
which
is
a
flood
abatement
project.
B
2003
being
is
the
parking
garage
next
to
the
Trade
Center?
This
is
a
taxable
issue
and
this
project
has
not
been
completed
to
date,
so
those
funds
still
remain
in
this
bond
fund.
4.2
million
the
revenue
bonds
of
2010
be
nine
million
dollars.
Those
are
projects
that
were
completing
and
left
is
the
stormwater
in
the
road
project.
B
Now
that
station
nine,
the
fire
station,
nine-
was
one
of
those
projects
that's
completed,
so
going
forward
will
bestow
stormwater
and
road
projects
and
then
the
2010
C
is
the
Fort
Benning
Road
project
and
that's
completing
this
particular
funding
source,
but
that
project
was
funded
out
of
the
2010
B
as
well,
and
then
the
family
and
Youth
Coalition
fun
of
47,000.
This
is
a
grant
program,
so.
B
I'll
move
into
the
other
lost
at
34
million
333333,
and
that
is
seventy
percent
for
public
safety
and
thirty
percent
for
infrastructure,
public
safety
at
24
million
33333
and
the
30
percent
infrastructure.
At
ten
point:
three
million
on
the
public
safety
side,
the
current
personnel
includes
a
hundred
and
ten
positions
for
the
police
department,
which
is
twelve
sergeants.
B
Prevention
includes
one
crime:
prevention,
director,
three
for
the
Solicitor
General's
Office
at
two
Assistant
Solicitor
General's,
and
one
deputy
clerk
and
two
Assistant
District
Attorney's
in
the
District
Attorney's
Office
to
judicial
admin,
Texan
recorders,
court,
three
positions
in
the
municipal
court
clerk's
office;
that's
one
senior
deputy
clerk
and
one
deputy
Clark
and
one
deputy
clerk
in
probate
court.
It
also
includes
the
3121
dollar
annual
supplement
for
all
sworn
public
safety
officers,
but
this
does
exclude
a
lot
to
the
officials.
B
Additions
in
the
Oh
laws
for
personnel
includes
two
correctional
officers
for
mCP,
and
this
is
for
their
cert
program.
Also
included
in
the
public.
Safety
lost
is
the
subsidy
to
e-911,
which
is
just
over
a
million
dollars.
The
e-911
system
upgrade
and
we're.
In
year
three
of
five
at
352,000,
the
800
megahertz
radio
system
upgrade-
and
this
is
year,
2
of
10,
eight
hundred
and
forty
two
thousand
the
siren
maintenance,
which
is
a
hundred
just
over
a
hundred
thousand.
This
is
year
one
of
nine,
and
this
is
for
the
siren
system.
B
Throughout
the
city,
crime
prevention,
grants
of
seven
hundred
and
fifty
thousand,
we
did
include
a
capital
reserve
of
three
hundred
and
fifty
two
thousand,
and
this
is
for
reserve
for
capital
for
public
safety,
but
also
to
make
sure
that
we
have
funding
available
as
we
do
the
construction
on
fire
station
eleven
as
we're
finalizing
our
plans
with
the
insurance
company.
If
there's
anything
that
needs
to
be
upgraded
in
that
process,
we'll
bring
that
back
to
council
and
we'll
have
a
funding
source
for
the
fire
station.
B
B
There's
a
transfer
for
debt
service
of
just
over
a
million
dollars,
that's
the
portion
of
the
2010,
a
and
B
bonds,
the
GM
a
lease
number
four,
and
that
was
for
one
fire
truck
from
FY,
16
least
number
five,
which
was
for
ambulances
and
FY
16.
Lease
number
six
was
for
fire
trucks
in
FY
16
and
then
our
estimated
lease
for
fy17,
which
includes
two
ambulances
and
five
fire
trucks
for
the
fire
department.
B
So
capital
for
the
public
safety
departments
includes
almost
1.5
million,
for
the
police
department
includes
20
pursuit
vehicles
with
technology
packages,
10
unmarked
police
vehicles,
two
harley-davidson
with
the
radar
units,
50
body,
armor
vests,
and
two
full-size
SUVs
with
technology
packages
for
the
fire
department.
370
5100
includes
a
hundred
and
twenty
sets
of
protective
clothing.
B
One
outdoor
warning
emergency
warning
sirens
study
and
this
is
to
make
sure
that,
as
the
population
has
changed
within
the
city,
that
the
sirens
are
covering
to
all
those
households,
three
SUVs
and
then
18
SCBA
cylinders
that
this
does
not
include
the
lease
purchase
plan
for
FY
17
of
the
two
ambulances
and
fire
fire
trucks.
That's
budgeted
as
a
transfer
to
the
debt
service
fund
and
not
part
of
capital
for
the
fire
department,
but
that
is
included
in
this
particular
budget
MCP.
B
The
Cooper,
Creek
expansion,
the
MOU
a
quarter
and
CSU,
and
this
is
five
hundred
thousand
for
three
years.
This
is
the
second
year
and
then
debt
service
at
just
over
six
million
for
the
2010,
a
B
and
C
bonds,
the
GM
a
lease
which
was
the
tax
assessor's
soft
software
upgrade
and
the
computer
equipment
related
to
the
tax
assessor's
upgrade
and
also
the
800
megahertz
radio
system
upgrade
two
hundred
and
sixty
thousand,
and
this
is
the
general
government
portion
of
that
system.
Upgrade.
B
Forty
sports
discretionary-
and
this
is
just
an
overview
of
the
budget-
all
that
was
included
and
we'll
be
happy
to
answer
any
questions.
If
you
have
any
referrals
or
if
you
have
any
departments
that
you
don't
see
on
the
schedule
that
you
wish
to
come
to
council,
please
let
us
know
we'll
make
sure
they
get
scheduled
and
I'll
be
happy
to
answer
your
questions.
A
E
B
You
gotta
pay
them.
Actually,
these
projected
increases
were
utilized
to
cover
the
Aquatic
Center
going
to
89
hours.
This
is
addressed
in
the
mayor's
letter.
These
were
the
revenue
sources
identified
in
the
Parks
and
Rec
Department
to
cover
those.
The
addition
of
the
positions
for
Cooper
Creek
was
part
of
balancing
in
the
general
fund.
Well,.
C
F
Okay,
just
just
some
references
here
to
or
some
requests
that
you
can
get
to
us,
and
it
may
already
be
listener
you
may
be
getting
to
that
point.
But
could
you
could
you
give
us
a
summary
of
of
the
revenues
this
year
based
on
what
was
projected
last
year
and
where
the
revenues
came
in
as
far
as
exceeding
projections
across
the
board,
any
new
revenue
and
second,
would
you
also
create
a
summary
on
the
general
fund
outside
of
these
funds
that
you
just
mentioned?
That
shows
the
capital
replacement?
Could
you
could
you
show?
B
Isn't
any
capital
replacement,
that's
included
in
the
general
fund?
What
was
included
for
capital
was
in
the
storm
water
and
the
paving
fund.
Metra
has
capital
and
then
the
trade
center,
the
capital,
that's
included
in
the
Oh
lost,
is
primarily
for
public
safety.
So
for
general
government
in
the
general
fund
there
is
not
any
capital
included.
Okay,.
F
G
F
B
H
H
One
of
the
things
that
we
have
come
to
realize
as
much
as
we've
worked
with
our
health
care
plan
is
that
next
to
salaries,
healthcare
benefits
are
probably
the
most
important
things
to
employees.
So
we're
excited
about
this
opportunity
to
come
early
during
the
budget
session
to
talk
about
health
care
and
as
we
leave
today,
whether
you
charge
us
or
not,
and
I
hope
that
you
will
is,
will
be
meeting
with
employees
to
talk
in
depth
about
the
proposed
changes
for
the
calendar
year.
H
A
I'm
I'm,
anxious
to
hear
from
them
I
do
want
to
re-emphasize
how
important
the
communication
piece
is
and
I
hope
we're.
Gonna
continue
to
do
something
to
provide
some
kind
of
ongoing,
FAQ
or
something
because
you're
right.
It
is
next
to
salary.
It's
it's
probably
second,
most
important,
but
above
almost
everything
else,
it
is
the
most
confusing
most
people
they'll
look
at
their
benefits.
They
don't
understand
them.
A
I
have
to
pay
this
fee,
so
I
think
it's
gonna
be
critical
as
we
continue
to
evolve
and
how
we,
how
we
address
our
healthcare
challenges
and
and
I
hope.
We
continue
to
evolve
to
trying
to
move
more
people
to
the
health
and
wellness
plan,
where
we've
got
that
clinic
operating
that
we,
we
remain
vigilant
and
being
able
to
address
their
issues
throughout
the
year,
not
just
during
open
enrollment,
absolutely.
G
So
for
2017
we
are
first
looking
at
expanding
access
to
the
health
and
wellness
center
for
all
employees
and
dependents,
regardless
of
their
plan
selection.
So
that
would
mean
that
no
longer
would
you
have
to
enroll
in
a
specific
plan
in
order
to
utilize
the
health
and
wellness
center
and
to
take
advantage
of
those
services
and
prescriptions
available
at
no
cost.
G
We're
also
looking
to
streamline
the
plan
design
options
to
assist
with
education
there
to
help
ease
that
selection
for
the
employees
and
making
a
decision
of
what's
best
for
their
family,
where
we'll
look
at
a
high/low
plan
option
or
a
silver/gold
plan
option
and
we'll
go
into
detail
of
what
those
plans
look
like
is
what
we're
proposing
part
of
that
would
be
replacing
the
HMO
plan
with
an
open
access,
POS
plan,
it
utilizes
a
national
network.
So
there's
no
regards
to
what
state
do
you
live
in?
G
If
they
live
over
state
lines,
it's
open
access,
meaning
that
there's
no
referral
needed
from
a
specialist
and
from
a
primary
care
physician
in
order
to
see
a
specialist.
So
both
plans
would
utilize
that
open
access
network
so
there's
no
longer
the
requirement
to
have
a
PPO
plan,
because
they
would
both
now
be
on
a
national
network
option
with
no
referral
from
a
specialist
required
and
then
looking
at
with
these
plan
designs
tying
a
financial
incentive
to
participate
in
a
wellness
program.
G
That's
going
to
be
administered
through
the
health
and
wellness
center
and
we'll
talk
in
depth
about
what
does
that
wellness
plan
look
like
and
what
are
the
options
to
incentivize
participation,
also
as
a
part
of
the
2017
action
plan,
we'll
continue
to
evaluate
the
prescription,
drug
cost
and
the
savings
strategies
that
are
available
there.
So
looking
at
the
potential
for
savings
and
the
cost
of
the
drug,
the
fees
for
administering
that
through
a
pharmacy
benefit
manager,
options
and
then
also
in
plan
design.
G
G
So
the
first
initiative
we
discussed
was
expanding
the
health
and
wellness
center
expanding
the
access
there.
So
we
have
discussed
the
value
that
the
health
and
wellness
center
has
provided
thus
far.
The
successes
that
we
have
seen
from
that,
where
we've
seen
that
the
city's
plan
has
realized
a
declining
trend
in
our
medical
and
pharmacy
claims
over
the
last
three
years.
So
normally
we
see
a
national
average
when
an
employer
group
does
not
put
any
cost-saving
measures
in
place.
They're
realizing
an
8
to
11
percent
increase
that
every
year.
G
So
that's
a
national
trend
for
medical
cost,
but
because
CCG
has
taken
action
to
manage
cost
through
the
spousal
surcharge,
taking
advantage
of
network
discounts
provided
through
Blue
Cross
Blue
Shield
looking
at
their
pharmacy
benefit
management
and
evaluating
the
cost
saving
there
and
then,
through
the
incremental
savings.
We've
realized
through
the
health
and
wellness
center
we've
been
able
to
manage
the
cost
of
the
plan
to
some
extent,
and
so
we've
discussed
in
the
I
swear.
We've
seen
that
reduction
from
the
play
in
here
2014
to
2015.
G
We
did
see
a
5.5
million
dollar
reduction
in
our
medical
and
pharmacy
expenses.
1.8
million
dollars
of
that
was
for
the
removal
of
the
Muscogee
manor
claims.
We
did
see
a
27%
reduction
in
spousal
claims
in
2015
with
the
introduction
of
that
spousal
surcharge,
so
that
equated
to
1.1
million
dollars
in
savings
for
the
plan.
G
We
did
see
a
reduction
in
our
costs
for
a
high-cost
claimant,
so
a
53%
reduction
and
part
of
that
can
be
attributed
to
the
health
and
wellness
center,
identifying
some
of
these
conditions
early
helping
to
manage
those
before
they
do
become
those
high
cost.
Claimants.
On
the
medical
plan,
we
saw
a
22%
reduction
in
emergency
room
visits
so
and
then
in
23%
reduction
in
the
number
of
office
visits
that
were
realized.
G
So
with
the
successes
we've
seen
with
the
initiatives
that
the
city
has
already
put
in
place,
we're
looking
to
expand
the
return
on
investment
that
we've
received
out
of
the
health
and
wellness
center,
so
currently
we're
seeing
an
incremental
savings
on
services
that
are
done
within
the
health
and
wellness
center.
When
you
compare
those
to
the
cost
in
a
retail
environment,
we're
seeing
a
savings
of
almost
40%
on
office
visits,
so
that's
been
about
an
eighty-seven
thousand
dollar
annual
savings
to
the
plan
for
the
members
that
are
currently
utilizing.
G
The
health
and
wellness
center
for
our
prescription.
Drugs
are
realizing
a
forty
eight
percent
average
savings
on
the
top
50
medications
that
are
dispensed
from
the
health
and
wellness
center,
and
then
the
employees
are
realizing
savings
by
avoiding
the
co-pays
for
office
visits
and
for
their
prescriptions.
So
that's
currently
estimated
about
$45,000
based
on
office
visit
utilization
that
we
have
on
just
a
population
that
is
enrolled
in
that
health
and
wellness
center
plan
for
2050
2060
n--,
but
looking
to
expand
the
return
on
investment.
G
So
by
focusing
on
wellness,
we
would
shift
the
patient
mix.
That's
currently
seen
within
the
health
and
wellness
center.
Currently,
most
of
the
patients
within
the
health
and
wellness
center
are
seen
for
acute
care
issues
where
we
would
like
to
shift
that
patient
mix,
where
the
focus
is
going
to
be
80%
on
wellness
visits
and
20%
on
acute
care,
so
that
these
employees
and
their
dependents
can
still
come
in
for
a
sick
office
visit
for
any
of
these
urgent
care
type
visits.
But
the
focus
will
be
on
wellness
with
health.
G
Coaching
with
helping
our
members
manage
their
chronic
conditions
to
bring
their
numbers
in
line
where
their
stabl,
so
with
that
focus
with
wellness,
we're
going
to
focus
on
hypertension,
diabetes,
managing
cholesterol,
asthma,
arthritis,
tobacco,
cessation
and
obesity,
and
all
of
these
are
lifestyle
related
conditions
that
we
see
are
impacting
the
cost
to
the
city's
plan.
And
so
this
would
be
available
to
all
employees
and
dependents,
since
their
claims
are
driving.
G
The
plan
I
wanted
to
give
an
example
here
of
how
these
lifestyle
related
conditions,
our
impact,
seeing
the
cost
of
the
plan,
and
so
this
is
a
report
that
we
have
presented
to
HR
into
finance,
where
we
looked
at
2014
in
2015
claims
for
the
city,
and
we
compared
those
two
benchmarks
and
so
the
benchmarks.
When
you
see
here
your
claims
compared
to
the
norms
the
norms
are
going
to
include
employers
of
a
similar
size,
employers
within
the
Southeast
region
and
then
employers
of
other
city
and
county
municipalities
or
state
and
local
local
governments.
G
So
here
we
see
for
specifically
diabetes.
You
see
that
our
number
of
patients
that
are
being
treated
for
diabetes
as
a
primary
diagnosis
is
above
the
benchmarks
here,
so
it
is
impacting
the
cost
of
the
plan
and
our
average
paid
per
patient
is
above
benchmarks.
18.3
2%
above
benchmarks,
total
paid
out
for
the
plan,
for
those
that
are
being
managed
for
diabetes
is
actually
forty.
Four
point,
four
three
percent
above
benchmarks.
G
So
again,
the
goal
here
for
someone
with
diabetes
is
to
help
them
manage
this
condition,
help
them
manage
the
expense
of
that
and
their
out-of-pocket
cost,
and
also
the
out-of-pocket
expense
to
the
plan
through
identifying
them
early,
providing
them.
The
proper
treatment
managed
measures
and
impacting
their
lifestyle
to
bring
their
numbers
back
in
line.
G
Also
looking
at
obesity
and
heart
disease,
so
the
chart
to
the
left
here
is
going
to
be
for
obesity,
where
we
see
the
number
of
patients
with
a
primary
diagnosis
of
obesity.
We
are
forty
five
forty
three
point:
five,
nine
percent
above
the
norms
above
the
benchmarks
and
the
number
of
patients
we
have
being
treated
for
obesity
and
then
for
heart
disease
that
chart
to
the
right
were
ten
point:
four:
five
percent
above
the
norms
for
the
numbers
that
we're
seeing
treated
for
heart
disease.
G
We
know
with
obesity:
that's
not
going
to
be
everyone
that
would
be
included
in
the
obese
category.
That
is
a
member
on
our
plan.
That
is
only
the
members
that
are
being
treated
for
it
currently.
But
we
know
that
in
turn
is
going
to
impact
these
other
health
conditions
with
type
2,
diabetes,
chronic
heart
disease
and
hypertension,
and
that
the
CDC
says
that
medical
expenses
for
obese
employees
for
an
employer
plan
are
on
average
42
percent
more
than
a
person
of
a
healthy
weight.
G
So
again,
these
are
lifestyle
related
type
conditions
that
we're
looking
to
help
manage
through
the
wellness
program
and
then
also
for
asthma
and
COPD,
while
we're
below
the
benchmarks
on
the
number
of
patients
with
a
diagnosis
of
asthma
or
COPD.
You
see
that
we're
well
above
the
benchmarks,
an
average
paid
per
claimant
on
the
plan.
Fifty
three
point:
eight
seven
percent
above
the
benchmarks
and
then
total
paid
in
a
year.
We
are
thirty,
two
point,
eight
seven
percent.
So
again
that
would
be
focusing
on
tobacco
cessation.
G
So
how
we're
proposing
the
wellness
program
would
be
structured
is
one
providing
a
impactful
financial
incentive
to
participate
in
the
program,
because
if
we
don't
provide
an
incentive
to
participate,
then
we're
going
to
not
touch
the
members
that
need
it
most
and
we're
looking
to
reach
out
to
those
that
are
not
receiving
regular
medical
care
that
don't
have
a
relationship
with
a
primary
care
physician.
So
they
potentially
have
conditions
that
are
going
undiagnosed
and
are
uncontrolled.
G
G
The
first
step
would
be
to
complete
your
biometric
screening,
so
go
through
a
regular
physical,
whether
you
either
within
the
health
and
wellness
center,
you
can
go
to
your
own
primary
care
physician
if
you
choose
where
your
going
to
go
through
and
have
that
blood
draw
and
evaluate
your
numbers.
The
next
step
would
be
that
you
complete
an
online
health
risk
assessment
that
normally
takes
fifteen
to
twenty
minutes.
To
complete,
it's
gonna
ask
some
questions
about
how
much
physical
activity
do
you
have?
What
types
of
food
are
you
eating?
How
much
sleep?
G
Do
you
get
to
evaluate
your
overall
health
and
then
based
on
the
results
of
your
biometric
screening
and
your
health
risk
assessment,
then
the
wellness
vendor
would
stratify
the
risk
of
the
population,
so
those
that
are
deemed
high
risk,
based
on
their
results
would
need
to
see
the
health
coach
within
the
health
and
wellness
center
until
they're
released.
So
normally
the
requirement
to
see
a
health
coach
is
a
monthly
basis
that
you
would
go
in
you're
going
say.
If
you
have
high
blood
pressure,
they're
gonna
check
your
blood
pressure.
G
They
could
prescribe
you
medication
if
you
want
to
take
that
route
to
treat
it,
you
can
receive
that
medication
within
the
health
and
wellness
center
or
they'll,
give
you
other
alternatives,
be
it
through
nutrition,
be
it
through
exercise
to
bring
your
blood
pressure
back
in
Lyme
and
then
so,
if
you
are
not
high
risk,
once
you
complete
the
biometrics
and
the
health
risk
assessment,
there's
no
further
requirement
for
you
to
see
a
health
coach.
It's
up
to
you
if
you'd
like
to.
G
If
you
have
some
concerns,
we
want
to
get
healthier,
you
can
see
the
health
coach
at
your
own
discretion,
but
only
those
that
are
high
risk
would
be
required
to
see
the
health
coach
in
order
to
be
compliance
and
avoid
any
financial
penalties
for
2017,
where
we
are
proposing
that
this
wellness
program,
the
incentives
would
only
apply
to
employees
and
not
spouses.
At
this
time,
quick.
A
G
If
you're,
high-risk
and
you're
required
to
participate
in
coaching.
If
you're,
not
high-risk,
then
you
would
have
you
would
automatically
receive
the
additional
$200.
So
these
options
will
be
vetted
with
an
employee
focus
group
in
with
the
employee
benefits
committee
to
evaluate
which
option
may
be
best
for
your
employee
population
and
may
most
impact
participation
for
this
plan.
G
We
want
we
did
want
to
provide
a
case
study
for
a
county
government
that
has
had
an
on-site
clinic
with
an
integrated
wellness
plan
in
place.
For
the
last
three
years.
We
did
review
the
return
on
investment
that
they've
seen
from
their
wellness
plan,
utilizing
an
actuarial,
firm
and
so
just
some
background
on
this.
They
do
have
nine
hundred
employees.
The
this
program
has
been
in
place
for
three
years
and
they
do
incentivize
participation
through
the
wellness
surcharge.
G
This
group
has
realized
incremental
savings
that
the
city's
already
seen
by
utilizing
a
healthy
on-site,
health
and
wellness
center,
where
they
generated
51,000
dollars
in
savings
through
office
visits,
so
comparing
to
retail
cost
versus
what's
done
within
the
health
and
wellness
center,
and
then
their
employees
were
realizing
262
thousand
dollars
in
savings
with
no
co-pays.
So
we
want
to
keep
that
in
light.
That's
a
lot
of
the
savings
is
not
only
for
the
employer
plan
but
is
also
for
the
employees
by
not
paying
for
these
services
within
the
center.
G
Their
lab
work
generated
33,000
dollars
in
savings,
and
then
the
medications
dispensed
was
a
$171,000
savings
in
comparison
to
what
retail
cost
would
have
been,
but
in
addition
to
those
incremental
savings
that
they're
seeing
for
services
and
for
prescriptions,
they're
also
seeing
an
impact
to
their
high
cost
claimants
and
to
the
health
of
their
members
on
the
plan.
So
this
group
saw
40%
reduction
in
the
number
of
high-cost
claimants
that
they
had.
G
So
this
is
going
to
be
any
claim
that's
over
$50,000
in
a
year,
and
they
saw
a
36%
reduction
in
the
cost
for
those
high-cost
claimants,
if
we
saw
a
36%
reduction
in
the
cost
for
Columbus's
high-cost
claimants,
that
would
be
1.2
million
dollars
in
savings.
If
we
realize
that
same
advantage
of
a
wellness
program,
half
of
this
County's
high-cost
claimants
in
the
prior
years
were
related
to
heart
conditions
and
heart
disease.
G
So
we
know
that
the
major
factors
contributing
to
those
are
those
that
we
will
be
focusing
on
managing
within
the
wellness
program,
so
high
blood
pressure,
diabetes,
high
cholesterol,
smoking
and
obesity,
and
some
of
this
is
difficult
to
measure
for
an
avoided
claim
on
the
plan.
So
some
of
this
we
have
to
look
at
we're
impacting
members
health,
and
we
did
evaluate
that
through
aggregate
data
on
the
biometric
screenings
and
health
risk
assessment
to
see,
we
did
see
a
reduction
in
overall
blood
pressure
levels.
G
We
did
see
a
reduction
in
the
number
of
those
members
that
were
classified
as
having
diabetes
and
we
did
see
a
reduction
in
those
using
tobacco
products.
So
we
saw
an
impact
in
the
members,
health
and
so
part
of
that
we
have
to
tie
back
to
avoided
cost
on
the
plan
and
we
look
at
benchmarks
where
Milliman
says
that
the
cost
of
a
heart
attack
is
72
thousand
dollars
for
coronary
artery
disease
to
treat
that
at
seventy-five
thousand
dollars
in
a
year
and
for
a
stroke
is
61
thousand.
G
C
G
Next,
we're
going
to
look
through
the
specifics
on
the
play
and
design
options,
so
we
mentioned
earlier
that
we
are
looking
to
streamline
the
playin
options
where
we
currently
have
three
plans:
the
Health
and
Wellness
Center
plan
the
HMO
plan
and
then
the
POS
PPO
plan.
We
are
looking
to
go
to
a
silver
gold
plan,
design
which
is
in
line
with
benchmarks
for
what
most
city
and
county
governments
are
putting
in
place.
G
The
main
difference
in
these
plans
is
going
to
be
the
out-of-pocket
expense
to
the
member
since
they're
all
utilizing
the
same
network
and
those
plans.
These
members
will
have
access
to
the
health
and
wellness
center
if
they
choose
to
go
there.
So
the
silver
plan
does
have
a
two
thousand
dollar
annual
deductible
for
any
one,
individual
maximum
of
four
thousand
for
a
family,
but
any
one
individual
in
the
family
would
only
have
to
meet
the
two
thousand
dollar
deductible
for
that
plan
year.
G
Once
they
meet
that
deductible,
the
plan
would
pay
80%
and
they
have
20%
coinsurance
and
then
leaving
that
out-of-pocket
maximum,
where
it
currently
is
on
the
HMO.
In
the
POS
plan
at
the
six
thousand
350
still
no
cost
for
services
for
office
visits
within
the
health
and
wellness
center,
so
the
member
would
have
no
copay
their
primary
care.
Physician
office
visits
would
be
a
$30,
copay
and
then
specialist
office
visits
would
be
a
$40
copay.
G
Emergency
room
care
would
be
$200
copay
on
the
silver
plan
and
then
for
prescription
drugs
were
still
proposing,
no
cost
to
the
members.
If
you're
receiving
your
prescriptions
within
the
health
and
wellness
center
for
a
retail
pharmacy,
it's
a
$20
copay
for
tier
1,
prescriptions
$40
for
tier
2
and
$60.00
for
tier
three.
So
that
is
the
current
play
in
design
that
we
have
so
no
proposed
changes
for
the
prescription
drug
co-pays.
G
G
As
a
part
of
evaluating
the
proposals
for
2017
with
the
new
plan
designs
and
with
the
expansion
of
the
wellness
plan
in
the
health
and
wellness
center,
a
big
part
of
that
is
the
decision
for
budget,
and
how
does
that
impact
our
budget?
As
you've
seen?
We
did
see
a
savings
in
our
costs
for
the
plan
from
2014
to
2015,
so
the
plan
has
run
well.
G
Looking
to
the
future
for
fiscal
years,
we've
seen
that
for
calendar
year
2016
it
was
projected
to
be
a
5%
increase
in
cost
and
we
realized
a
15%
increase,
and
so
we've
seen
that
that
has
year-over-year
caused
this
plan
to
be
underfunded
for
fiscal
year
16.
We
were
two
point:
one
nine
million
dollars
underfunded,
and
so
what
that
has
meant
is
that
CCG
has
had
to
fund
that
difference
on
the
back
end
in
order
to
keep
the
plan
whole.
G
So
when
we
structure
these
contributions
based
off
of
a
projected,
tolerance
said
that
at
70/30
split
that
has
ended
up
being
more
like
83
percent
contribution
from
CCG.
Because
of
that
those
additional
funds
that
have
had
to
be
put
into
the
plan
on
the
back
end.
So
Shaun
henkins
has
used
a
true
actuarial
modeling
tool
that
we've
had
a
lot
of
success
with.
G
We
see
this
same
scenario
in
a
lot
of
city
and
county
governments
where
we've
come
in
the
plants
been
underfunded
and
when
we've
utilized
our
extra
aerial
firm
to
make
that
plan
right
the
first
year,
we
do
have
to
realize
an
increase
to
contributions
into
the
the
funding
of
the
plan.
But
once
we
do
that,
we
can
realize
that
the
plan
will
start
to
build
reserves
and
be
stable
for
the
future.
So
we're
using
that
actuarial
model
to
accurately
project
the
cost
and
to
review
the
entire
claims
history.
G
G
So
with
that,
we
did
evaluate,
as
I
indicated
earlier,
that
the
way
that
contributions
were
set
with
the
plan
being
underfunded.
The
set
budget
was
a
little
over
$5,000
at
a
70/30
split
for
CCG
to
contribute,
but
for
fiscal
year
16
the
city's
actually
had
to
contribute
six
thousand
five
hundred
and
ten
dollars
per
employee.
So
that
is
an
eighty
three
point:
four
percent
contribution
from
CCG,
so
that
has
greatly
varied
from
the
70
percent
goal.
That
was
said
for
fiscal
year
17.
G
G
Did
provide
a
separate
handout
that
compares
the
current
contributions
or
payroll
deductions
for
each
of
the
plans
to
these
proposed
contributions.
So
first
you'll
see
we
have
the
active
employees
and
then
the
pre
65s,
the
actually
of
employees.
This
is
based
off
of
the
70/30
split,
where
we
see
that
silver
plan
is
going
to
be
the
lower
cost
plan
option
so
for
single
coverage,
it
would
be
70
303,
bi-weekly
for
employee
and
spouse,
it's
137
29
for
employee
and
child
or
children
coverage,
it's
127
82
and
then
for
an
employee
and
family.
It's
202,
31.
G
The
gold
option
is
where
the
employees
are
gonna
pay
the
difference.
So
that
means
the
city's
paying
the
same
dollar
amount
for
the
silver
plan
as
they
are
for
the
gold
plan.
So
the
employee
pays
the
difference
to
have
a
less
a
lower,
deductible
and
less
out-of-pocket
expense.
So
for
that
gold
plan,
it's
104
65
for
employee
coverage,
bi-weekly
for
employee
and
spouse.
It's
one
674
for
employee
and
child,
her
children,
it's
183
19
and
then
for
an
employee
in
full
family,
89
90
and
then
for
the
priest,
65
retirees
on
a
monthly
basis.
G
We're
looking
at
the
retiree
coverage,
63
72
on
the
silver
plan
for
the
retiree
and
spouse,
790,
326,
employee
and
child
738
53,
and
then
the
family
1001
6890
the
gold
plan.
They
would
pay
the
difference,
their
three
hundred
thirty
two
dollars
and
23
cents
for
the
retiree,
nine
hundred
and
twenty
two
dollars
and
six
cents
for
the
retiree
and
their
spouse,
850
842
for
their
retiree
and
children
and
then
one
thousand
350
867
for
the
retiree
and
family
coverage.
G
We
did
pam
provided
me
with
an
evaluation
where
it
was
reviewed
for
each
pay
grade.
The
proposed
pay
increase
would
cover
the
cost
difference
when
you
compare
the
health
and
wellness
center,
which
is
the
lowest
cost
plan
now
to
the
silver
plan
that
two
percent
pay
increase
would
cover
the
difference
in
the
payroll
deductions
for
every
pay
grade
for
employee.
I
A
How
many
do
we
have
a
breakdown
of
how
many
of
our
employees
are
taking,
which
type
which
level
of
coverage
in
terms
of
employee
employees
spouse?
Do
we
have
that
I
think
that
would
be
interesting
to
see
cuz,
it's
it's
great
to
say
that
it's
covered,
but
if
we've
got
20%
taking
employee,
only
we're
impacting
a
lot
of
folks
I'm,
not
sure.
G
C
G
We
have
561
that
have
employee
only
coverage,
86
have
employee
in
spouse,
coverage,
257
have
employee
in
child
coverage
and
136
have
employee
and
family
coverage
for
the
POS
plan.
We
have
180
that
have
employee
only
coverage,
38
that
have
employee
in
spouse,
107,
have
employing
child
coverage
and
72
have
family
coverage.
J
K
J
D
H
Counselor
Thomas,
since
FY
16,
we
have
talked
to
the
employee
benefits
committee
about
a
healthcare
master
plan.
So
what
you're
hearing
today
has
already
been
in
general,
talked
to
the
employee
benefits
committee.
The
specifics
of
today's
meeting
has
not
been
reviewed
with
the
employee
benefits
committee.
That's
the
thing
that
we
want
to
do
after
we
leave
here,
but
the
general
specifics
in
terms
of
opening
the
health
and
wellness
center
up
to
all
employees.
That's
been
vetted
with
the
health
and
wellness
center.
H
D
Frustration
at
that
is
that
this
committee
was
set
up
to
help
in
designing
the
health
benefits
program,
and
it
would
seem
to
me
that
that
the
employee
benefits
committee
should
be
more
intimately
involved
in
dealing
with
these
questions.
In
dealing
with
these
issues,
were
they
in
agreement
with
the
the
changes
and
the
increases
and
the
all
of
the
stuff
that's
been
presented
here
today
at.
H
The
time
councilor
Thomas,
we
did
not
have
the
increases
in
hand
to
be
able
to
talk
to
the
employee
benefits
committee,
about
the
specifics
of
the
cost
that
we
are
discussing
today.
However,
the
general
concept
of
what
we're
discussing
today
has
been
shared
with
the
employee
benefits
committee.
Numerous
they
have
urged,
as
well
as
other
employees,
have
access
about,
and
we've
heard
it
around
this
this
table
here
employees
have
acts.
Can
we
go
to
the
health
and
wellness
center,
but
we
say
it?
H
No,
because
we
have
this
plan
and
unless
you're
on
this
plan,
you
cannot
go
to
the
health
and
wellness
center
and
that's
one
of
the
things
that
we're
doing
now,
we're
opening
it
up
to
all
employees
and
they
don't
get
a
penalty,
whether
they
go
or
not
go.
They
can
go
to
their
continue
to
go
to
their
primary
care
physician
if
they
want
to,
and
the
health
and
wellness
center
is
an
option,
isn't
an
option
for
every
employee,
no
matter
what
plan
that
they
are
on
and
I.
D
Will
tell
you
miss
Halliwell
that
the
reason
that
I'm
asking
about
the
employee
health
benefit
I,
don't
doubt
what
you're
saying
and
I
know
that
there
have
been
those
conversations,
but
those
conversations
should
be
being
held,
I
believe
specifically
with
the
employee
benefits
committee,
as
as
we're
designing
this
and
I'm
just
disappointed
that
they're
not
playing
a
larger
role
in
this.
Let
me
ask
another
question
and
mr.
chair
you
may
you
may
need
to
answer
this.
D
B
A
couple
components:
that's
part
of
the
budget
that
has
to
do
with
this
plan.
One
is
the
health
care
fund
and
the
revenue
sources
from
that
for
the
Health
Care
Fund,
which
includes
the
employee
premiums
and
the
employer
contributions.
So
the
budget
is
built
off
of
a
60
$100
contribution
per
budgeted
position.
So
as
adopting
the
budget
you're
adopting
this
plan,
the
specifics
so.
D
B
D
A
B
B
That
will
need
to
go
back
through
the
employee
benefits
committee
and
have
continual
discussion
about
that
component,
which
I,
don't
believe
will
take
place
before
the
budget
ordinance
is
adopted,
so
either
the
financial
incentive
or
the
financial
penalty
will
not
be
in
the
budget
ordinance
that
would
come
back
separate.
So.
A
Think
I
think
they've
got
the
framework
of
the
plan
put
together
and
what
still
deciding
on
as
how
to
how
to
create
incentive
to
get
folks
to
use
the
health
and
wellness
center
they've
done
away
with
the
health
and
wellness
centers
of.
But
you
know,
there's
a
separate
plan.
They
now
have
created
an
opportunity
for
us
to
continue
to
impossibly
impact.
Our
claims
on
the
back
end
by
getting
more
folks
to
use
that
that
clinic
well,.
D
D
G
That
group,
we
see
90
to
95%
participation
where
they're
not
receiving
the
surcharge,
because
we
are
putting
in
such
a
substantial
surcharge
to
incentivize
that
participation.
The
majority
of
those
employees
are
participating
and
we're
making
it
easy
to
participate
by
providing
the
on-site
biometric
screenings,
providing
them
the
time
to
to
participate
in
those
and
then
access
to
the
health
coach
on
a
monthly
basis
and.
D
D
D
G
G
D
D
And
then
just
one
other
thing,
I
want
to
make
sure
that
that
I
remember
correctly
several
times
in
the
last
couple
of
weeks.
As
we've
been
talking
about
this,
it's
been
said
that
we
realized
1.8
million
dollar
from
Muskogee
Manor
leaving
the
plan
am
I,
remembering
incorrectly
didn't
Muskogee
Manor
pay,
1.8
million,
though
I
mean
they
paid
for
their
employees
right.
So
in
that
sort
of
a
wash.
B
To
look
at
the
revenue
that
they
contributed
and
the
expenditures
I
think
what
this
is
saying
that
they're
part
of
the
reason
that
we
saw
that
reduction
in
claims
is
because
Muskogee
Manor
left
the
plan.
So
you
kind
of
have
to
pull
that
piece
out,
even
though
it's
the
savings
to
the
city,
there's
also
a
reduction
on
the
revenue
side
as
well,
and
when
we
went
back
and
looked,
they
were
close
in
some
years
and
some
years,
the
city
because
they
were
paying
a
kind
of
a
insured
rate
to
us.
B
B
B
D
B
A
Just
for
clarification
way,
I
understood
this
incentive
program
where
they're,
either
gonna
be
penalized
by
some
sum
of
money
that
they
pay
or
they
are
going
to
receive
some
money
deposited
into
a
health
reimbursement
account
to
help
offset
that
either
way.
It's
designed
to
offset
the
impact
on
the
claims
of
whether
or
not
they
migrate
to
the
health
and
wellness
center
right,
because,
if
we're
charging
them
logically,
the
claims
are
a
little
higher
and
they
would
have
been
because
they're
not
going
to
the
clinic
for
sort
of
a
maintenance
kind
of
deal
right.
A
You
know
I,
don't
know,
we've
got
some
discussion,
I'm
sure
to
engage
in
with
regards
to
some
of
the
cost
of
the
employees,
but
I
I
certainly
applaud
the
opening
the
option
of
the
the
Wellness
Center
or
the
the
clinic
to
to
both
plans.
I
can't
imagine,
as
a
my
kids
were
little,
they
had
a
sore
throat
being
able
to
take
them
somewhere,
get
an
antibiotic.
You
know
a
generic
antibiotic
prescribed
and
not
paying
nickel
I
mean
that
that
that
would
certainly
think
appeal
to
a
lot
of
those
a
lot
of
those
individuals.
A
A
H
A
A
H
Going
forward,
they
will
have
the
option
of
going
to
the
health
and
wellness
center
if
they
want
to
if
they
want
to
go
to
their
primary
care.
Physician
the
person
that
they've
been
going
to
for,
however
many
years,
they
certainly
get
the
option
to
do
that,
but
they
certainly
are
incentivize,
hopefully
to
go
to
go
to
the
health
and
wellness
center,
because
you
know
they're
not
going
to
office
office
visit
copay
they're
not
going
to
have
the
prescription
co-pays,
so
they're
well
incentivized
to
go
to
the
health
and
wellness
center,
but
I
don't
want
them.
E
A
A
H
H
Just
last
being
them
in
in
our
discussions
here
today,
the
employees
will
ask
probably
three
questions.
I'm
not
gonna
have
to
change
my
doctor.
No
as
a
result
of
the
changes
that
we're
proposing,
you're
not
gonna,
have
to
change
your
doctor
am
I
going
to
have
am
I
have
to
have
to
go
through
much
too
much
red
tape
in
order
to
seal
specialists
know
this
even
takes
away
more
of
that
red
tape.
H
If
you
will,
if
you
want
to
see
a
specialist,
so
if
you're,
seeing
a
specialist,
your
child
needs
to
see
a
specialist
they'll
still
be
able
to
do
that
am
I
still
gonna
be
able
to
get
the
drugs
that
I've
been
able
to
get.
My
my
prescriptions
am
I
still
gonna
be
able
to
get
those
feel
yes,
you'll
still
be
able
to
get
those
prescriptions
filled
that
you've
always
been
able
to
get.
So
those
are
a
lot
of
times.
It's
very
basic
for
employees
and
I
want
to
make
sure
that
they
understand
that.
H
J
H
Well,
this
is
early
made
by
in
the
main
I'm
hoping
that
we've
had
at
least
four
to
five
employee
meetings.
As
soon
as
we
leave
here
today
will
be
scheduled.
We
have
a
meeting
already
scheduled
with
the
employee
benefits
committee,
so
we'll
be
meeting
with
them,
but
we
won't
limit
it
to
meeting
just
with
the
employee
benefits
committee
will
also
be
having
focus
group,
because
this
is
a
lot
to
swallow
takes
time
and
we
really
want
to
be
able
to
vet.
The
wellness
incentives
has
been
stated.
H
We
want
to
vet
those
two
options
with
the
employees
so
that
we
can
come
back
to
you
and
say
they
say
to
you
as
a
council
member.
This
is
what
the
employees
have
said
that
they
feel
comfortable
going
forward
with,
and
there
are
a
lot
of
questions
I
know
so
yes
about
in
this
month.
Hopefully
we'll
have
already
had
for
at
least
four
focus
group
meetings,
and
we
intend
to
have
meetings
all
the
way
up
to
open
enrollment,
which
will
happen
in
October
we're
bringing
online.
As
you
know,
a
new
Wellness
Center
vendor.
H
So
we
want
to
get
that
vendor
acclimated
to
the
employee,
so
they
get
comfortable
with
them.
They'll
be
going
out
with
the
team
as
well,
so
we'll
be
having
numerous
focus
group
meetings,
not
just
with
the
employee
benefits
committee,
but
departmental
meetings
and
meetings
in
different
locations
in
different
places
where
employees
have
questions
we'll
be
posting.
This
information
on
our
website
this
afternoon,
so
it'll
be
posted
there
and
well,
as
we
get
more
information
as
courses
,
come
about.
H
D
D
B
Just
one
thing
to
to
clarify
when
we
were
talking
about
a
23%
increase
that
takes
into
account
that
we
were
15%
underfunded
in
prior
years
and
as
you
can
see
from
the
presentation,
we
come
back
after
the
fact
at
the
end
of
the
fiscal
year,
and
we
have
to
increase
the
contribution
per
employee,
which
really
makes
the
city's
contribution
the
employer
contribution
closer
to
83
or
84
percent
in
the
70%.
And
so
this
really
puts
the
plan
at
7030
and
the
two
percent.
A
C
B
M
My
allergies
are
messing
with
me
I'm
here
to
present
to
you
the
recommendations
for
the
fiscal
year,
2017
budget
for
a
community
reinvestment
first
off
I
kind
of
want
to
go
through
a
little
bit
of
what
we
do
in
community
reinvestment.
We
administer
the
community
Community
Development,
Block
Grant
and
the
home
investment
partnership
programs.
M
What
we
do
is
we
ensure
compliance
with
all
federal
regulations
and
that's
done
by
us
ensuring
that
works
up
funding
eligible
projects
and
programs.
Every
year
we
also
do
contract
management.
So
when
we
enter
into
a
contract
with
a
sub
recipient
or
developer,
we
ensure
that
they're
complying
with
all
federal
regulations
as
well,
and
then
we
also
do
monitoring
during
the
projects
and
continued
monitoring
after
the
projects.
We
also
manage
the
city's
real
estate
program
to
include
all
property
acquisitions
dispositions
leases,
so
on
and
so
forth.
M
This
next
current
year,
the
city
is
going
to
be
allocated.
One
million
three
hundred
twenty
eight
thousand
four
hundred
seventy
eight
dollars
in
CDBG
funds,
six
hundred
forty
four
thousand
eight
hundred
and
one
dollars
in
home
investment
partnership
program
funding,
and
then
we
have
allocation
of
145
seventeen
for
the
real
estate
for
the
Community
Development
Block
Grant
administration
is
capped
at
20
percent
of
the
overall
allocation.
So
basically
this
year,
the
in
the
administration
for
CDBG
funds
is
capped
at
265
thousand,
six
hundred
and
ninety
five
dollars.
M
So
this
year
we
have
in
the
budget
a
total
of
seventy
six.
This
is
I'm.
Looking
at
the
c100
forum,
we
have
a
total
of
seventy
six
thousand
seven
hundred
and
eleven
dollars
allocated
towards
demolition.
We
also
have
twenty
thousand
dollars
allocated
towards
a
housing,
an
affordable
housing
development
program
to
assist
with
doing
a
DEA
compliance
for
the
disabled
for,
like
handicap,
ramps,
grab
bars
and
so
on
and
so
forth.
We
also
have
766
thousand
eight
hundred
dollars
allocated
to
the
section
108
loan
repayment.
This
is
the
last
year
for
that
payment
towards
that
loan.
M
So
next
year
that
766
thousand
can
be
allocated
to
other
types
of
programs,
because
it
will
not
loan
no
longer
have
to
go
towards
the
section
108
loan.
We
also
have
the
public
service
programs.
Those
are
our
sub
recipient
programs.
They
are
like
homeless
programs
Meals
on
Wheels
in
those
types
that
is
capped
at
15%
of
our
allocation.
Hud
will
not
allow
us
to
exceed
the
15%
cap
so
this
year
our
cap
is
one
hundred
and
ninety
nine
thousand
two
hundred
and
seventy
two
dollars.
C
M
Also
have
our
home
investment
partnership
program
funding
and
the
c100
form
for
that
home
is
also
capped
at
ten
percent
for
admins,
so
we
cannot
spend.
We
cannot
utilize
any
more
than
ten
percent
of
the
current
year
so
homes
next
year.
Admin
cap
is
sixty
four
thousand
four
hundred
and
eighty
dollars.
M
We
also
have
new
construction
allocated
next
year,
three
hundred
fifty
thousand
dollars
that
will
go
to
NeighborWorks
columbus,
to
construct
three
new
homes
for
low-income
homeowners
homebuyers.
We
also
are
allocating
an
additional
131444
dollars
to
the
tenant
based
rental
assistance
program.
That
program
we
work
with
open-door
Community
House
to
provide
rental
vouchers
to
the
homeless,
so
currently
they
are
serving
15
individuals.
M
We
hope
to
increase
that
by
five
additional
individuals
and
this
program
will
provide
rental
assistance
for
up
to
two
years
for
each
individual
and
then
also
the
home
program
requires
that
we
allocate
at
least
15%
of
our
home
allocation
to
a
community
housing
development
organization.
Currently,
NeighborWorks
is
our
chotto,
and
so
they
will
be
awarded
ninety
six
thousand
two
hundred
and
eighty
eight
dollars
to
construct
one
additional
new
home
for
a
low-income
household.
M
M
M
In
order
to
do
this,
reorganization
I've
identified
funding
from
the
current
year's
budget
and
funding
that's
already
out
there
and
available
that
has
not
been
utilized
in
the
past,
so
basically
for
the
20,
we're
able
to
use
the
2017
admin
funding
from
CDBG
home
and
the
real
estate
to
fund
some
of
those
positions.
We
also
have
a
grant
called
the
homeownership
and
small
rental
housing
program
grant.
M
We
received
$400,000
from
the
Department
of
Community
Affairs
to
build
two
duplexes
in
Bellwood
NeighborWorks
we'll
be
constructing
those
duplexes,
but
the
city's
allowed
to
maintain
$20,000
to
do
the
administrative
costs
on
those.
So
that's
to
pay
us
to
still
do
the
environmental
reviews
review
drawdowns.
We
have
to
actually
go
in
and
draw
down
the
money
from
DCA
and
stuff,
so
we're
able
to
keep
keep
$20,000
for
that.
We
also
have
two
hundred
and
fifty
eight
thousand
dollars
in
home
admin
rollover.
This
is
funding
from
fiscal
year,
2011
2012,
2013
2014,
and
this
current
year.
M
M
Technically,
when
you
utilize
CDBG
funds,
you're
supposed
to
go
in
and
draw
all
of
your
program
income
before
you
use
entitlement
grant
funding,
we
have
identified
approximately
two
hundred
forty
seven
thousand
that
has
not
been,
and
we're
able
to
allocate
20%
of
that
towards
programming
our
tourism
administration.
So
any
parts
of
our
current
funding
that
we
have
identified
as
program
income
and
any
year
following
that
we
receive
program
income,
20%
of
that
can
be
used
for
admin.
M
M
If
we
do
a
housing
rehab
we're
able
to
charge
them
of
our
staff
salary
that,
where
they're
going
out
and
doing
the
environmental
reviews,
they're
going
out
and
doing
on-site
visits
going
out
and
do
an
inspection
of
the
homes,
davis-bacon
section
3
compliance
all
of
that
can
be
charged
to
the
project,
so
it
doesn't
necessarily
have
to
hit
the
admin
cap.
So
when,
if
you're
spending
$100,000
on
a
home,
you
can
take
10
to
20
percent
of
that
and
actually
charge
salaries
to
that
project.
M
So
those
are
identified
as
project
delivery
costs
and
also
in
the
project
delivery
costs
as
well
we're
able
to
charge
salaries
to
dispositions.
So
the
city,
the
city
currently
has
I'm,
not
sure
the
exact
number,
but
a
bunch
of
CDBG
property,
that's
property
that
the
city
owns,
but
it
was
acquired
with
CDBG
funds,
so
for
us
to
market
that
we
can
actually
pay
a
portion
of
somebody's
salary
to
market
those
properties
and
try
to
sell
them.
What
happens,
though,
is
when
we
sell
the
CDBG
properties,
then
it's
counted
as
program
income.
M
It
goes
back
into
program
income
and
then
20
percent
of
that
can
be
used
for
admin,
so
those
are
just
different
ways
that
were
able
to
allocate
funding
to
hire
additional
staff
and
to
have
an
additional
in
administration
funding.
This
is
stuff
that
you
can
do
every
year
to
increase
that
cap.
So
as
of
right
now,
as
projected
for
next
year,
we
have
about
seven
hundred
sixty
nine
thousand
two
hundred
twenty
one
dollars
that
is
eligible
to
be
used
for
in
this,
in
costs.
K
A
What
happens
if
that's
expended
and
then
that
20
percent
and
allowed
you
know
it's
it's
the
same
questions
I
have
when
we
get
grants
and
they're
applied
to
organizations
that
are
going
to
add
people
I
just
that
you
desperately
need
the
reorg
and
the
personnel,
but
I
just
want
to
make
sure
that
you
know
on
an
ongoing
basis
that
those
funds
are
there,
because
that's
a
lot
of
moving
pieces.
Yeah.
M
Basically,
you
have
to
kind
of
be
creative
with
your
funding
every
year.
I
just
wanted.
To
give
an
example:
I
mean
all
of
you
know.
I'm
from
Albany
and
I
came
from
there
Community
and
Economic
Development
Department.
They
actually
have.
They
received
less
entitlement
than
we
do,
but
they
see
they
receive
a
little
bit
more
program
income
because
they
have
a
lot
of
loans
and
all
that
they
service
and
they
get
that
money
back.
So
there
are
locations,
probably
200,000
more
in
CDBG
than
ours,
just
because
of
the
program
income.
A
M
C
M
K
M
We
would
basically
be
one
of
our
technician
positions,
the
tech
one.
That
position
is
going
to
be
reclassified
to
a
part-time
admin
position,
so
it'll
no
longer
be
a
full-time
position.
The
two
technician
positions
the
tattoos.
Those
are
the
two
positions
there
that
are
seen
as
the
coordinator
positions.
Those
are
just
being
reclassified
to
a
coordinator
position
rather
than
a
technician
to
the
the
three
new
positions.
Well,
one
of
them
is
the
position
that
use
going
part-time,
so,
but
the
three
ones
that
are
new
is
the
planner,
the
financial
manager
and
the
program
manager.
Okay,.
D
I'm
going
to
make
sure
with
miss
Hodge
as
I'm
looking
in
the
book
that,
in
the
note
book
that
you
gave
us
on
page
93
is
the
personnel,
and
it
only
shows
one
additional
recommended
position
in
the
CDBG
fund.
The
home
fund
shows
the
same
number
am
I,
just
missing.
What
are
these
well
I
guess.
My
first
question,
then,
is
it:
are
these
positions
positions
that
the
administration
is
recommending
adding
to
the
department.
M
When
it's
real
estate,
one
of
the
positions
is
going
to
be
funded
out
of
the
real
estate,
because
on
top
of
this
Community
Reinvestment
doing
the
administering
the
CDBG
and
home
programs,
we
also
administer
the
real
estate
for
the
city
for
general
government
property.
It's
not
property
that
CDBG
your
home
funded
properties
and
the
real
estate.
B
B
D
B
And
I
think
that
it
was
difficult
to
try
to
explain
because
they're,
not
it's
really
percentages
of
positions
in
different
funds
to
make
the
the
whole
position,
and
so
it's
not
really
see
to
be
gene.
It's
not
really
home.
It's
Community
Reinvestment-
and
this
is
the
the
big
picture,
but
the
funding
sources
are
split
between
those
allocations
that
miss
Johnson
kind
of
covered,
great.
A
Thank
you
a
couple
just
couple
more
questions.
One
I
noticed
that
was
Johnson
you,
and
this
is
probably
four
of
the
deputy
city
manager,
but
I
noticed
he
may
be
semantics,
but
currently
it's
the
manager
of
Community
Reinvestment
Division
is
that
going
to
director
status
as
I
conclude
a
step
increase.
Yes,.
A
A
Own
reason
I'm
all
for
it
not
tab.
We
tell
holder
ears,
we
get
more
out
of
her
than
we
put
in
her
office.
Yes,
but
but
another
thing,
though
I
just
remember
how
we
ended
up
getting
to
this
position
because
as
CDBG
funds
were
cut,
and
there
were
other
limitations
placed
on
the
availability
of
some
of
these
funds,
we
were
kind
of
forced
to
really
really
gut
this
department
and
in
the
fact
that
we're
still
getting
so
many
positive
things
out
of
it.
A
A
B
C
M
A
M
Once
that's
back
into
the
pot
next
year,
it's
the
same
as
it
is
now
where
basically,
we're
allowed
to
use
20%
of
the
entire
allocation
to
add
administration,
only
15%
can
be
used
for
public
services.
You
have
to
utilize
70%
of
all
CDBG
funding
to
benefit
low
and
moderate
income.
So
it's
not
limited
on
the
types
of
projects,
but
you
just
have
to
ensure
that
the
low
end
model
and
mod
are
being
benefited
from
the
money
right.
A
And
I
know
we
have
greatly
reduced
the
amount
of
demolitions.
We've
been
able
to
do
and
I
don't
want
to
go
tearing
stuff
down
across
the
city.
The
objective
is
to
try
to
rehab
it
or
but
one
way
or
another,
to
clean
it
up
in
the
shortest
amount
of
time.
So
I
guess
we
could
put
some
of
that
money
to
beef
up
our
well.
M
Basically,
demolition
is
capped
as
well.
Cdbg
funds
only
allows
you
to
spend
a
maximum
of
30%
of
your
allocation
on
slum
and
blight.
So
even
though
we
have
more
money
out,
they
were
still
capped
at
that
30%
for
slum
and
blight.
So
it
may
increase
a
little
bit,
but
we
can't
just
allocate
all
of
it
to
light
demolition.
We
would
have
to
make
sure
that
we
don't
go
over
that
cap.
A
M
Yeah
so
this
year,
though,
just
to
kind
of
give
you
an
idea
of
what
we're
doing
with
some
of
this
funding
that
we
found
from
prior
years
that
has
not
been
expended.
Yet
we
came
to
council
a
few
weeks
back
to
to
get
approval
to
do
$300,000
to
parks.
So
we're
going
to
do
some
park
renovations
at
Fiona,
McGee,
Brit,
David,
Benning
park
and
Oh.
M
A
M
That's
some
of
the
things
that
we
haven't
been
doing
in
the
past
that
were
able
to
do
with
CDBG
funds.
I
just
don't
know
that
it
was
ever
recognized
that
they're
eligible,
but
just
to
give
you
an
idea
of
some
things
that
you
can
do
with
CDBG
funds
is,
you
can
do
park
renovations?
You
can
do
rehabilitations
recreation
centers.
You
can
do
infrastructure
projects
sidewalks
just
road
improvements
as.
A
A
L
I
And
you
have
no
I
was
just
just
dovetailing
city
manager's,
taking
a
lot
of
what
I
was
get
ready
to
say,
but
Isaiah
when
I'm
Joe
and
over
here
was
that
the
director
level
before
wasn't
it
I
remember
we
did
got
this
program
because
I
remember
it
was
a
forget,
her
name
who
was
a
director,
then
Joe
and
number
others
indivisible
year.
There
were
about
that
many
people,
that's
prior
and
my
role
in.
L
L
F
F
M
We
we
had
we're
currently
under
our
consolidated
plan
preparation
and
our
action
plan,
preparation
for
HUD.
Those
plans
have
been
on
display
since
April
1st,
so
we
had
to
have
all
the
information
in
the
plan
to
put
on
public
display
on
April
1st,
we
did
have
our
public
hearing
on
the
28th
to
go
over
our
action
plan
and
to
receive
any
additional
comments
that
we
may
have
gotten
from
the
public.
M
F
M
A
Thanks,
sir
Cal
four
good.
K
Was
privileged
to
attend
all
three
of
her
community
meetings
and
they
were
well
attended
and
she
provided
so
much
information.
It
was
I
had
to
come
back
each
night.
Just
ask
more
questions.
Some
things
apply
to
specific
areas,
but
in
general
it
applied
to
everyone
that
attended
the
meeting.
So
I
just
wanted
to
publicly
say
thank
you
and,
and
take
it
back
to
the
city
manager
to
say
how
lucky
we
are
to
have
you.
K
My
learning
curve
continues
on
and
on
and
on
I
wake
up
every
day,
trying
to
learn
something
new
and
I
was
just
amazed
at
what
you
can
do
with
a
little
bit
of
money.
You
know
you're
taking
monies
and
saying.
Okay,
I
can
only
use
a
certain
percentage,
but
this
is
what
we
have
accomplished.
So
thank
you
and
I
will
continue
to
ask
questions
and
learn
a
little
bit
more.
Thank
you.
I'm.
N
Suggesting
we'd
like
to
move
up
the
demolition
fee
for
residential
Lots
from
$45
a
lot
to
be
$50
a
lot.
As
you
can
see,
we
called
other
municipalities
you
see
over
in
Albany
Augusta,
we
talked
to
Macon
big
County
Savannah.
We
called
other
cities
to
kind
of
see
what
their
demolition
costs
were.
So
just
bumping
ours
up
is
currently
at
$45
to
bump
it
up
to
$50.
D
A
D
E
N
The
demolition
fee
Oh
when
the
when
the
owner
comes
in
and
they
want
to
take
care
of
the
property
they
want
to
tear
it
all
down.
So
that's
when
we
they
incur
that
fee
they
come
in.
That's
they
fill
out,
tell
us
what
they're
tearing
down
the
location,
proof
of
ownership
and
then
and
then
we
proceed
to
allow
them
to
tear
the
building
down.
We
come
out
to
inspect,
to
make
sure
they're
not
leaving
debris
they're,
not
leaving
material
all
in
the
road
as
they're
tearing
the
property
down
erosion,
control
measures
and
things
like
that.
N
A
N
N
Right,
the
next
one
is
a
plumbing
fee.
Revision,
I'm
gonna,
probably
get
a
lot
of
flack
from
some
plumbers.
Typically,
when
we
do
when
the
trades
you
have
your
building
permit,
but
then
you
have
your
electrical
permit.
You
have
your
mechanical
permits.
You
have
your
gas
permit
and
as
those
subcontractors
come
in,
they
have
to
pull
permits.
Now.
I
wanted
to
clarify
this
because
the
way
it
is
in
the
system,
it's
it's
a
bit
of
a
gray
area.
The
way
the
permit
is
written
up
now
is
per
system.
N
So
if
it's
a
residential
situation,
so
residential
plumbers
coming
in
to
do
some
work
on
your
house,
he
only
pays
$50
and
there's
no
issue
there.
The
issue
comes
in
to
multifamily
apartment
complexes
and
things
like
that
so
say.
If
one
apartment
complex
comes
in
I'm
gonna
skip
ahead,
real,
quick
and
I'll
go
back
see
if
you
got
an
apartment
complex
here.
You
have
four
different
units
in
that
apartment
complex,
for
example,
the
plumber
only
pays
$50
for
that
whole
building,
but
my
electrical
guy
he
has
to
come
in.
N
He
pays
$200
cuz,
that's
50
times
each
unit.
My
mechanical
guy
coming
in
and
put
your
HVAC
system
in
he's
50
dollars
per
unit.
I
have
my
gas
guy.
If
you
have
a
hot
water
heater
all
that
kind
of
stuff
he
has
to
pay
$50
per,
but
the
plumber
only
pays
$50
for
the
whole
building.
So
it's
just
to
even
that
out.
We've
gotten
complaints
from
the
electrical
subcontractors
from
them
to
complain
about.
N
Why
are
they?
Why
are
they
getting
away
with
that
or
why
do
they
pay
less
long
story
with
the
building?
The
way
it
is,
if
you
do
a
system
that
way
you
have
all
your
clean
outs
and
chases.
Technically,
it
is
all
the
part
of
one
system,
but
my
inspectors
still
have
to
come
in
for
the
rough
ends.
They
have
to
check
the
toilets.
They've
got
coming
to
check
the
showerheads
they've
got
to
check
all
of
those
plumbing
fixtures,
even
though
they're
only
50
dollars
is
all
we're
getting
as
a
permit
fee.
N
So
it's
just
the
balance
to
feel
with
all
the
trades
that
they
all
pay.
$50
it'll
be
per
meter
because
do
go
back
real,
quick
back
in
2012,
the
Georgia
water
stewardship
Act
went
to
effect,
which
means
all
new
buildings
and
new
apartment
complex
that
are
built
have
to
be
sub
meter.
So,
therefore,
that
$50
per
meter
would
apply
to
each
unit.
N
All
right,
my
last
one,
it's
the
we
want
to
call
it
the
I
guess
the
permit
reactivation
fee
during
construction,
typically
permits
expire,
180
days
after
no
activity.
What
happens
is
the
contractor,
for
whatever
reason
stops
working
on
a
project
either
is
funding
from
the
bank
loan.
However,
it
was
doesn't
come
through.
So
after
six
months
of
inactivity,
we
typically
void
the
permit
when
we
void
the
permit.
That
the
trick
now
is
is
that
technically
we
could
double
fee
the
owner.
N
Coming
back
in
after
that
six
months
we
could
say:
hey
you
have
to
pay
that
full
permit
fee.
Take,
for
example,
if
the
house
valuation,
which
they
get
which
the
owner
gives
to
us,
is
180
thousand
dollars,
that's
eight
hundred
and
fifty
six
dollars,
so
that
owner
would
have
to
pay
again
after
that
permit
expired,
so
we
either
choose
to
double
feed
them,
which
we
choose
not
to
do
so.
What
we've
kind
of
done
in
the
department
is,
we
issue
an
alterations
permit,
but
at
the
end
of
the
day,
the
alterations
permit.
N
N
So
we
will
keep
the
permit
open.
We
would
close
it
and
then
it
would
be
real
open
for
that
fee,
but
instead
of
charging
that
same
homeowner
or
developer
$856
like
I,
said,
for
example,
one
hundred
and
eighty
thousand
dollar
house
to
come
back
in.
He
only
pays
seventy
five
dollars
to
reactivate
that
same
permit.
So
we
can
keep
it
open
in
our
system
and
we
don't
have
two
concurrent
permits
going
against
each
other.
N
Typically,
we
get
a
few.
This
just
homeowner,
like
I,
said
they.
They
may
have
started
a
construction
project
and
either
it
because
they've
they're
self
performing
the
work
say
that
you
know
they
couldn't
afford
the
trusses
or
I
couldn't
get
the
shingles
or
whatever,
especially
the
material
they
were
doing.
If
there's
no
activity
in
any
of
the
trades
from
electrical
plumbing,
mechanical
or
building,
we
would
void
the
permit
and
so
because
there's
no
work
to
be
done.
N
N
They
were
called
out
for
certain
permits,
but
if
it
they're
an
inactive,
we
keep
a
book.
So,
as
everything
comes
in
to
inter
govern
its
logged
in,
if
our
guys,
if
it's
a
slow
day
like
today,
if
it's
raining
a
lot
of
guys,
we
may
not
have
any
slab
permits
or
any
footing
permits.
They'll
check
some
lower
projects
that
it's
been
a
while
that
they
haven't
been
any
work
on
so
they
go
by
and
it's
also
logged
in
the
computer
to
tell
them.
N
Necessarily,
like
I
said
we
get
all
kinds
of
issues
where
people
come
in
or
either
the
shipment
of
material
didn't
make
it
or
their
change
in
design
or,
like
I,
said
mostly,
it's
just
lack
of
funding
contractors
or
small-time
contractors,
not
not
big
huge
ones,
but
they'll
come
in
and
they
don't
have
the
funding
to
finish
the
project
so
either
they
allow
it
to
expire
and
then
they'll
come
back
in
a
year
and
say:
hey
I.
Have
the
funding
to
finish
this
project.
N
So,
like
I
said
you
know
like,
like
you
mentioned,
like
a
spec
house,
if
you're
saying
it's
gonna
cost
$180,000,
we
wanted
to
do
it
within
the
last
two
years,
so
we
don't
want
somebody
coming
from
2007,
saying:
hey
I
need
to
I
need
to
reactivate
my
permit,
because
codes
have
changed.
So
we
want
to
do
it
within
the
last
two
years
to
keep
some
kind
of
cap
on
it
to
be
able
to
control
what's
going
on,
so
they
would
come
in
and
say,
hey.
N
Know
serve
probably
throughout
the
year
we
probably
get
between
20
and
30.
So
it's
not
a
lot,
but
it's
just
something
to
catch
that.
So
when
the
tax
assessor
is
looking
at
the
tax
rolls
at
the
end
of
the
year,
like
I
said
that
big
is.
The
big
question
is
when
we,
when
we
do
alterations
to
that,
permit,
because
that's
the
only
way
we
can
officially
reopen
it
without
charging
them
a
full
fee,
then
it
gets
all
messy,
so
I'm
just
trying
to
streamline
that
process.
Thank
you,
sir.
Thank
you.
L
It's
not
30
days
old,
but,
as
you
can
see,
he
knows
his
craft
he's
skilled
and
I'm
excited
about
what
he's
going
to
be
able
to
do
for
inspections
and
codes,
and
the
City
of
Columbus
I
just
needed
to
take
a
moment
to
thank
him
and
congratulate
him
and
point
out
to
you
all
that
we
have
great
staff.
Great,
a
great
team.
A
That's
that's
not
really
surprised,
I
said
and
he
survived
his
first
budget
session
relatively
unscathed,
so
we're
we're
cutting
some
slack
this
time.
We
are
glad
to
you
to
position
you
and
we're
looking
forward
to
some
great
things
all
right.
Thank
you.
Oh
I'm.
Sorry,
hang
on.
We've
got
council,
Barnes,
yeah.
I
O
N
Currently
have
103
and
we
had
a
demo
hearing
last
Wednesday
and
we
just
added
another
well
25
of
those
27.
So
that
brings
you
about
130,
like
I,
said
every
month,
depending
on
this,
the
status
of
those
houses,
I'm
kind
of
picking
up
piggybacking
off
of
what
Laura
mentioned
part
of
my
demolition
budget
this
year
is
also
too.
N
We
approved
the
boarding
of
some
of
these
houses.
So
necessarily
we
don't
get
to
the
point
where
we
have
to
just
tear
them
down
altogether,
there's
an
opportunity
where
they
were
establishing
the
criteria
that
we
can
still
we'll
still
be
a
lien
on
the
property,
but
would
be
able
to
board
them
up
and
safe
them
until
a
point
where
somebody
may
want
to
develop.
Okay,.
B
B
The
land
bank
Authority
has
been
reactivated,
and
it's
something
that
we've
kind
of
put
on
our
project
list
is
to
determine,
if
there's
a
better
process
for
recouping
our
funds
after
we
go
through
a
demolition,
because
we
have
several
million
of
dollars
of
demolition
liens
that,
obviously,
if
they
weren't
maintaining
their
property,
paying
a
demolition.
Lien
is
probably
not
a
top
priority
as
well.
So
we
are
looking
at
how
we
can
recoup
some
of
our
funds
and
get
those
properties
back
on
the
tax
roll.
So.
O
B
And
we
think
maybe
the
lion
Land
Bank
might
be
a
really
good
option
for
us
to
consider
and
councillor
Henderson
came
to
a
debate
or
a
public
meeting,
and
we
talked
about
a
blight
tax
which
they
have
in
Albany,
and
so
laura
has
is
looking
into
that
as
well.
So
we
are
looking
at
what
we
can
do
to
recoup.
Some
of
those
funds
do.
L
L
A
Would
be
interesting
to
see
what
percentage
of
those
liens
are
recovered
because
I
would
imagine
it's
very
low
and
I
know
some
so
many
on
so
many
occasions
when
we
have
a,
we
have
a
demolition.
The
cost
of
the
demolition
in
the
lien
amount
is
higher
than
the
lot
is
worth
so
rather
than
it
sit
there.
You
know
maybe
incorporate
into
you
study
a
recommendation
getting
it
to
one
of
these
philanthropic
organizations.
A
Is
somebody
they'll
get
it
on
the
tax
rolls
and
earning
taxes
again,
because
we
had
a
situation
the
other
day
where,
when
we
wanted
to
buy
a
lot-
and
the
lot
was
frankly
because
of
the
liens
that
were
on
it,
it
wasn't
worth
what
we
had
to
pass.
She
had
to
pay
to
get
it
on
something
mayor,
pro-tem
I,
don't
think
was
finished.
F
N
F
Okay,
if
they
would,
under
this
act
or
by
the
waterworks
now
and
they've
gone
through
I
know,
the
backflow
preventers
are
extremely
important
in
they're,
strict
to
the
text
on
that.
But
with
this
equate
to
right
now,
it's
persist
system
which
will
be
$50.
But
if
you
do
have
to
add
another
meter,
then
you're
talking
about
for
our
irrigation
system,
I'm,
assuming
that
would
be
on
how
many
permits
per
year.
F
N
Herbert,
it
is
mostly
on
multi-family
housing,
because
those
are
the
ones
that
used
to
just
you
know
the
older
just
had
to
master
meter
and
you
had
nothing.
Everything
ran
to
the
Master
meter
and
then
they
divided
about
the
tenants,
and
then
that
was
sure
that
was
your
bill.
You
paid
so
with
the
georgia
water
stewardship
act.
That
was
the
state
law.
It's
not
through.
N
E
E
In
the
meantime,
the
other
owner
had
called
worker
and
he
did
the
same
thing
and
they
both
showed
up
on
the
same
job
with
the
permit
and
materials
and
time
and
cost
and
all
involved
and
I.
Don't
think
those
permits
can
be
refunded
or
is
there
a
way
they
might
be
set
up
for
credits?
It's
one
of
them
was
out
a
permit
fee,
material
costs,
time
and
I
don't
and
week
I
mean.
Obviously
an
owner
can
hire
whoever
they
want.
I'm,
not
gonna,
get
in
the
middle
of
that.
E
A
One
other
thing:
I
was
gonna
mention
deputy
city
manager,
Hodge
talked
about
that
public
hearing
and
we
did
ask
about
the
blight
tax
for
landlords
that
are
can
repeatedly
find
for
the
same
type
of
violation
and
in
may
be
impacting
their
ad
valorem
taxes
and
trying
to
capture
some
money
and
then
funnel
that
directly
back
into
either
demolition
process
or
some
other
Community
Reinvestment
type
activity.
But
we
also
were
asking
I
know
we
have
a
lot
of
maintenance
type
liens.
A
In
other
words,
if
the
grass
gets
overgrown
and
it's
an
absentee
landlord
they
maybe
they
inherited
a
piece
of
property,
they
haven't
done
anything
with
and
they
live
out
of,
town
and
we'll
go
take
care
of
the
property
and
then
I
think
we
put
a
lien
on
that
on
that
property.
I
have
no
idea
what
the
percentage
is.
It's
got
to
be
a
very
small
percentage
wise,
but
it
may
be
pretty
good
size
from
a
dollars
perspective.
A
A
B
P
Good
afternoon
welcome
chief
I'm
used
to
coming
here
and
telling
you
that
I
need
several
million
more
dollars
because
we're
about
to
have
to
shut
down
but
doesn't
seem
to
be
the
case
this
year.
Think,
thank
goodness,
you
can
stay
still
early
I
know
I'm
trying
to
go
modern
and
uses
iPad
here,
we'll
see
if
this,
how
this
works
but
we'll
try.
P
P
The
first
thing
we
did
was:
pull
up
a
state
law
official
code
of
Georgia,
annotated,
title
25
in
25
to
12
states
that
jurisdictions
of
our
size
have
to
adopt
the
state's
minimums
fire
safety
standards.
Of
course
we
have
done
that
in
Columbus.
It's
not
something
we
have
to
do
every
year,
but
it
is
in
our
our
Code
of
Ordinances.
P
P
In
front
of
you
is
a
list
of
the
old
fee
and
the
recommended
fee.
We
contacted
the
State
Fire
Marshal's
Office,
so
our
recommended
fees
are
pretty
much
in
line
with
theirs.
They
do
charge
more
in
some
instances
and
we
didn't
see
the
need
to
do
that.
Again.
It's
been
almost
10
years
since
we've
increased
these
fees.
These
are
fees
that
the
homeowner
would
pay.
This
is
more
developers
or
business
owners.
P
The
folks
at
home
will
want
to
start
up
personal
care
homes
in
the
past,
and
if
you
look
down
a
list,
it
may
be
the
seventh
or
eighth
down
the
list
is
what
we
call
a
small
personal
care
home
as
personal
care
homes
with
six
or
less
occupants.
We
have
been
charging
anything
for
that
and
we
probably
had
probably
a
couple
of
hundred
last
year.
So
it's
taking
us
time
and
really
when
I
talk
about
inspection.
That's
that's
two
times
that's
two
visits.
P
P
We
also
did
look
at
Cobb
County
to
see
what
they
were
charging.
What
we
found
out
was
jurisdictions
are
doing
everything
across
the
board.
Some.
The
way
we
operate
in
Columbus
John's
group
does
certain
things
when
it
comes
to
construction
and
weed.
The
fire
department
takes
care
of
other
things:
sprinkler
systems,
fire,
alarm
systems,
egress
fire,
extinguisher
placement,
vent
hood
inspections,
and
we
we
work
really
well
together.
So
we
think
these
will
have
to
say
when
I
first
looked
at,
em
I
thought
man
guys
these.
D
P
D
E
P
A
A
B
That
concludes
the
agenda.
For
today,
the
next
scheduled
budget
review
session
will
be
next
Tuesday
immediately
following
council
meeting.
The
departments
that
we
currently
have
scheduled
is
Parks
and
Recreation
planning,
engineering
and
IT
we'll
be
with
engineering
to
answer
any
questions
about
the
transfer
of
the
GIS
division,
the
trade
center
and
recorders
port
and.
A
I
was
asked
by
a
member
of
the
budget
review
committee
when,
if
it's
appropriate
and
invite
somebody
here,
if
they
have
questions-
and
it
absolutely
is,
it
might
help,
though,
if
there's
specific
questions,
if
you
can
get
those
to
them
ahead
of
time,
they
can
come
prepared
to
answer
them.
So
if
anybody
would
like
a
department
head
to
appear,
if
we'll
just
let
deputy
city
manager
Hodge
know,
and
we
will
try
to
get
them
on
the
agenda,
if
there
are
no
other
questions
or
comments,
we
are
adjourned.