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ALLEN COUNTY COUNCIL AGENDA
SEPTEMBER 17, 2020
8:30 a.m.
CITIZENS SQUARE, GARDEN LEVEL, CHAMBERS ROOM 035/DISCUSSION
ROOM 030(if needed)
*****************************************************************************
-8:30 a.m. - September 17, 2020 Regular Council Meeting
Immediately following regular Council meeting
-Allen County Council Binding Review (estimated start times)
9:45 a.m. - Fort Wayne-Allen County Airport Authority
10:00 a.m. - Southwest Allen County Fire District
-10:15 a.m. – Allen County Budget Hearing
-2021 Budget Overview-Auditor Nick Jordan
-2021 Department Budget Appeals
-Council will recess for Lunch around noon if needed. At this time, we will move the
meeting to the Discussion Room 030.
*** Start times are subject to change based on progression of meeting***
2021 General Fund Projected Revenue: 112,268,632
2021 Property Tax Estimate 65,100,054
2021 Other General Fund Revenue Estimate 23,826,638
2021 LIT Certified Shares and Public Safety 21,341,940
2021 expected rollover from 2020 2,000,000
112,268,632
2021 Approved General/LIT Public Safety Fund Allocations 105,603,413
(Includes $700,000 in Council Capital line)
Projected Revenue exceeding Allocations to fund appeals 6,665,219
Sheriff 404,218
Surveyor 60,000
Coroner 133,413
Prosecutor 767,221
Coop Ext 2,726
Commissioners 250,000
Human Resources 183,117
Homeland Security 9,000
ACDEM 6,075
ACCC 4,150,142
CCP 252,502
Total Allocation Appeals 6,218,414
Clerk (282,679)
Assessor (37,539)
Wayne Assessor (1,234)
Building Department (1)
YSC (340)
Election Bd (48,297)
Voters Reg (46,720)
DPS (314,839)
NIRCC (94,162)
Total Reductions due to lower budget submissions (825,811)
Net Appeal Amount 5,392,603
*Coliseum Appeal* 8,068,896
2021 ALLEN COUNTY BUDGET HEARING SUMMARY
September 17, 2020
Department Appeals(Coliseum at bottom)
Department Reversions
Recommend using existing Gen Fund cash balance for Coliseum appeal. This
amount is not anticipated to be recurring, nor can General Fund sustain it. As
Coliseum receives revenue they will take on expenses. Should this not occur,
Council would need to revisit overall operations.
Reclasses/New Positions included in 2021 Budget Submissions
Surveyor
-Increase for County Surveyor from $62,527 to $75,119
Wayne Township
-Increase for Chief Deputy from 85%($61,277) to 90%($64,883) of
Assessor salary, 37.5 hrs Exempt
DPS
-Increase for Redevelopment Director from Spec Occ at $84,869 to a
range of $92,777-$96,214, 40 hrs Exempt **Paid from LIT Econ Dev Fund**
Superior Ct
-New Court Reporter at PAT 3 $45,000, 37.5 hrs non-exempt
2021 2021 2021
Budget Submitted Appeals/
Department Allocation Budgets Reductions
01 Clerk 3,427,600 3,144,921 (282,679)
02 Auditor 1,318,492 1,318,492 -
03 Treasurer 812,777 812,777 -
04 Recorder - - -
05,52,53 Sheriff, Jail, Work Release 28,797,802 29,202,020 404,218
CCP - E911 922,671 1,142,472 219,801
06 Surveyor 1,058,877 1,118,877 60,000
07 Coroner 717,244 850,657 133,413
08 Prosecutor 6,130,778 6,897,999 767,221
09 Assessor 2,087,353 2,049,814 (37,539)
16 Wayne Assessor 706,347 705,113 (1,234)
29 Building Dept 2,215,014 2,215,013 (1)
31 County Extension 351,030 353,756 2,726
34 Election Board 508,055 459,758 (48,297)
35 Voter Registration 466,559 419,839 (46,720)
37 Planning Services 2,098,965 1,784,126 (314,839)
39 County Services 675,250 675,250 -
40-01 Commissioners 1,540,949 1,790,949 250,000
40-10 Unemp/Wrkrs Cmp/Pension/Retire 3,550,822 3,550,822 -
40-10 Employee Hlth/Life Ins 9,832,000 9,832,000 -
40-10 Consult/Liability/Soldier Brl 856,450 856,450 -
41 Information Systems (iMap) 3,550,790 3,550,790 -
42 County Council Capital Items 869,493 869,493 -
43 Human Resources 736,111 919,228 183,117
45 Soil & Water 170,536 170,536 -
47 Building Maintenance 4,539,310 4,539,310 -
48 Homeland Security 300,861 309,861 9,000
49 NIRCC 1,381,261 1,287,099 (94,162)
54 Youth Services 1,478,620 1,478,280 (340)
55 ACJC 12,790,575 12,790,575 -
61 Circuit Court 2,434,999 2,434,999 -
62 Superior Court 6,801,165 6,801,165 -
63 Public Defender 4,131,732 4,131,732 -
74 Park and Rec 589,827 589,827 -
79 Memorial Coliseum - 8,068,896 8,068,896
80 Environmental Management 30,000 36,075 6,075
90 Community Corrections 307,673 4,457,815 4,150,142
TOTAL 108,187,988 121,616,786 13,428,798
ARC & MH 3,619,158 3,619,158
Grand Total 111,807,146 125,235,944 13,428,798
2021 Allen County General/LIT Budget Hearing
Fund DLGF Fund 2021 Fund DLGF Fund 2021
# # Name Budget # # Name Budget
100 0101 County General 121,283,471 330 9533 DPS Econ Dev 325,000
120 9516 LIT Public Safety 3,952,472 331 9521 Tax Abatement Dev Fund 730,000
194 8210 Solid Waste Management 1,904,562 336 9536 DPS Nestle TIF 160,750
203 9503 Vehicle Inspection 4,000 337 9537 DPS Fund 273,060
204 9504 Extradition Fees 25,000 340 0792 Major Bridge 4,095,865
206 9506 Federal Asset Seizure 64,500 399 9599 CASAD East TIF Fund 700,000
207 9507 Sheriff Records Check 66,436 403 9500 Nestle II Bond Princ & Int 160,000
210 9510 County Corrections 218,074 737 9573 YSC Per Diem 1,058,923
212 9512 Chemical Testing 10,000 738 9538 Juvenile Center Per Diem 381,567
214 9514 Park & Rec Gift 100,000 739 9539 Jury Fee Fund 35,000
217 9517 Park & Rec Operating 690,000 740 9550 County User Fees 50,000
218 9518 Public Information 492,264 741 9541 ACP User Fee Fund 1,217,954
219 9519 Federal Asset Seizure 10,000 743 9563 Infraction Deferal 1,518,577
222 9522 Juvenile Probation 68,073 744 9545 Check Deception Program 5,500
224 9524 Casa Grant 508,854 762 9562 Tobacco Master Plan 124,997
225 9525 Superior Court ADR 20,000 771 9571 Electronic Map 7,600
228 9528 Law Enforcement Fund 37,500 780 9580 AC Redev-Uniroyal Good TIF 35,000
230 9530 Adult Probation User 652,823 784 9584 Sheriff Training Fund 500
231 9531 Circuit Court ADR 10,000 806 9585 Bandelier TIF Fund 1,200,000
232 9532 AADP 138,682 807 9587 Bluffton Road East TIF Fund 750,000
234 9542 Community Corrections 8,534,056 812 9560 Woodburn US 24 TIF 50,000
235 9559 Community Transitions 220,874 813 9561 Woodburn Industrial Park 160,000
236 9575 Home Detention 2,917,903 826 2431 Redevelopment Capital Fund 6,370,500
240 9540 Memorial Coliseum 8,430,896 835 9535 Elected Officials Training 40,000
243 9543 Identity Protection Fund 75,000 837 9515 Statewide 911 4,011,000
244 9544 Plat Book Fund 194,025 838 9568 Ineligible Homestead 75,300
246 2430 Redevelopment 81,200 840 9526 Violent Offender Admin Fund 27,544
247 9547 Cornerstone 502,087 841 9534 GREATBATCH TIF 170,000
248 9548 PSCDA Fund 2,600,000 843 9553 COVERDALE TIF 200,000
249 9549 Co Liability Fund 400,000 849 9554 Health Fine collections 32,640
250 0702 Highway 11,789,941 853 9564 ACCC Adult Prob Grant 430,741
255 0706 LR& S 2,140,804 856 9565 NE Indiana WaterTrails 8,670
257 9557 Supp Food & Beverage 2,462,300 858 9511 LOIT Special Dist 25% 2,200,000
258 9558 Public Defender User 207,598 859 9570 Commercial Court Law 61,200
261 0124 Reassessment 977,517 861 9566 Dupont Corner TIF 160,000
267 9567 Vehicle/Voting Machine 470,000 862 9569 Stonebridge TIF 100,000
274 9574 Hazardous Waste Tax 410,700 866 9572 GROUP DELPHI TIF 50,000
277 9577 Local Emg Planning 74,000 868 9576 Lafayette Center Crnr TIF 50,000
285 0801 Board of Health-Levy 5,982,373 869 9578 Dupont Diebold TIF 700,000
286 9586 Local Health Maint 160,168 870 9579 Airport Expressway TIF 10,000
289 9589 Clinic Donation Fund 11,413 871 9582 Diebold Corner TIF 50,000
296 9596 Sales Disclosures 45,000 875 9583 Dupont Diebold Construction 1,067,000
297 9597 Clerk Perpetuation 414,713 877 9591 OVWI COURT PCS 10,000
307 9527 Internal Reimbursement Fund 1,135,000
318 9513 Internet Acces Fund 120,000
321 2391 Cum Cap - Comm 7,475,000 Total General and LIT Funds 125,235,943
329 9529 Cedit - Highway 7,600,000 Total Special Funds 106,598,252
329 9529 Cedit - Commissioners 6,935,000 Grand Total All Funds 231,834,195
329 9529 Cedit - Planning 345,028
2021 All Funds Total Budget
BOARD OF COMMISSIONERS OF THE COUNTY OF ALLEN Citizens Square Suite 410 · 200 East Berry Street · Fort Wayne, IN 46802
Phone: 260.449.7555 FAX: 260.449.7568 RICHARD E. BECK THERESE M. BROWN F. NELSON PETERS
August 13, 2020 The Commissioners have an increase request for their General Fund in the amount of $250,000 for the 2021 Budget. This increase is at the request of County Council President Joel Benz for a Façade Program they would like established through Allen County. Thank you,
Jill Williamson Jill Williamson Controller Allen County Commissioners
BOARD OF COMMISSIONERS OF THE COUNTY OF ALLEN Citizens Square Suite 410 · 200 East Berry Street · Fort Wayne, IN 46802
Phone: 260.449.7555 FAX: 260.449.7568 RICHARD E. BECK THERESE M. BROWN F. NELSON PETERS
August 14, 2020 Dear County Council: I appreciate you giving me, on behalf of the entire Allen County Human Resources team, an opportunity to explain my budget appeal. I am requesting an increase in the Human Resource county training budget of $20,000 and seeking capital expense dollars in the amount of $1,000 for office furniture and a vacuum cleaner for the office. I outlined the reasons for these requests below. You will also see an addendum budget adjacent to my regular budget request. In the addendum request, I am asking for an additional $161,467 from the General Fund to implement the much-needed Allen County Learning Academy, a comprehensive training program, which was a crucial initiative and goal agreed upon by the entire strategic planning committee (all department heads and elected officials who worked together to develop the strategic plan foundation and goals). The specific strategic plan goal that this request will allow us to accomplish is Goal 2.0, which was to develop a leadership, management/supervisor, employee training program in an effort to meet one of our strategic priorities – to have high performing and equipped employees at every level. I outlined the details of this request below and have also included supporting information to show that this training program will save Allen County money once it initiated. We, Human Resources and the Commissioners, understand the ideal situation for Council is to hold departments to a relatively flat budget from year to year. Although this is a large request, I believe you will see that allocating money to a training academy will ultimately benefit the County in numerous areas: improved employee engagement and retention; ability to recruit a more equipped workforce; improved customer service delivered to both constituents and employees; decreased risk of liability claims; decrease in operating costs; decrease in wasteful spending by departments through process improvement initiatives; decrease in cost of employee turnover; ability to offer more flexibility for employees’ working conditions; and most importantly a more equipped and better trained workforce. The subcommittee that created the curriculum for this training program consists of me, Tracy Mitchener, Chris Cloud, and Kate Love-Jacobson. In addition to the sub-committee efforts, the program was developed with input from all employees through a training needs survey where employees were asked to identify areas where Allen County could improve training initiatives and courses offered. Additionally, we met with multiple key stakeholders whose support is necessary to the success of this program. These stakeholders not only agreed that this program was critical to the success of Allen County, but also without hesitation assured us that they would implement the program throughout all levels of employees and leaders within their respective departments. I would like to have an opportunity to provide more information about those meetings and the feedback we received so you can too see that this is a request coming from more than just Human Resource Department. It is being made on behalf of the Strategic Planning leadership group who created the entire strategic plan, Elected Officials and Department Heads, and Allen County employees, all who have said this program is not just a “wish list” want, but something that is essential to our future success. A great deal of time also went in to creating this budget and it was done in a manner to ensure that the program had essential components to ensure success, while at the same time ensuring that those components were being implemented in a cost-effective manner.
Increase in County Training Budget – Request Increase From $40,000 to $60,000 I am requesting an additional $20,000 appropriation from the County General Fund to go into the Human Resource County Training budget for a total budgeted amount of $60,000. This request is being made separate from the request for additional funds for the Learning Academy. We have maintained a steady budget for many years for county-wide training of $40,000. The county training budget is utilized for monthly county-wide trainings that are offered to all leaders and employees in Allen County. In an effort to maximize training opportunities while keeping costs down, many of these monthly trainings are often done by internal employees with subject matter expertise in certain areas. In fact, next week HR will deliver a training on administration of employee leave options, including FMLA, ADA, and unpaid leaves. This training will be delivered by me, as the Commissioner’s appointed ADA Coordinator, and the HR Benefits Manager, who oversees administration of FMLA and short-term disability leaves. We also routinely offer trainings on workers compensation, proper documentation and discipline, and risk reduction and OSHA compliance. However, the HR staff and other subject-matter experts within Allen County, are not able because of other work responsibilities to deliver frequent, multi-session trainings. However, because of workload and lack of subject matter expertise in certain areas, we also must retain the services of outside trainers. Some recent outside trainings offered by HR include Microsoft excel training, dealing with difficult people, time management techniques, better business writing, respect in the workplace, diversity and inclusion, commitment and accountability, and team building. These training sessions generally cost between $3,000 - $5,000 for a three-hour session. HR tries to schedule four separate sessions per month. These trainings are well attended, and we often must turn employees away because of limited seating. Our limited budget has made it impossible for us to offer these sessions as often as employees would like or to all employees who wish to attend. An increase in our county training budget would allow us to increase the number of sessions offered as well as the number of training topics offered. It should also be noted that we would ask to retain this budget regardless of whether money is appropriated for the Learning Academy. The Learning Academy will have a set curriculum and part of that curriculum will include some outside trainings. The majority of the curriculum will be done by an in-house trainer (part of the request will be for a new Professional Development Manager position), but that trainer will at times still need to obtain an outside subject matter expert when an immediate need for training occurs that falls outside the scope of the Learning Academy, or where workload does not permit the trainer from hosting a certain training. An example of this would be our current need to deliver diversity/unconscious bias/ inclusive employment practices trainings to all County leaders and employees. A single trainer will not have the time availability to offer sessions to every employee. Additionally, departments may request department or position-specific training. An increase in the overall county training budget would allow us to fulfill at least some of these requests. Currently, we require the department to utilize their own funding for these more individualized trainings. This will not eliminate the need for individual department training budgets as many positions have training requirements tied to that specific position. For example, the State of Indiana recently updated its requirements for notary republics to include a bi-annual training requirement, which costs $50 per employee who wants to maintain their status as a notary. The State is mandating that the training be done through the State of Indiana so no other cost-reductive option is available. If the county training budget were utilized to pay for every employee who needed this training, the fund would be depleted rather quickly with only a small number of employees benefitting. Accordingly, Departments will be required to pay for their employees’ notary training through their own budgets. General Capital Expense Request – Request $1,000 from Capital Expense Fund We will need to replace two to three office chairs in 2021. Accordingly, we are asking for $500 for those chairs. Additionally, we need a new office vacuum cleaner and are requesting $500 for that request, although we are hoping to find something effective for less. The City of Fort Wayne does employ an outside
cleaning service. However, they only perform sporadic sweeping of individual offices. There are many times that we must vacuum our offices in between the set cleaning schedule, and therefore, a department vacuum is necessary for our Department. Budget Addendum: Request for Increase in Budget for Learning Academy – Total Request $161,417. * Outlined below is the budget specific requests. I am asking for this increase to be made to the overall Human Resource Budget. You will see that if Council agrees to appropriate money for the Learning Academy, it will agree to the additional appropriation of $161,417. This will then increase certain areas of the Human Resource Budget according to the type of funds that are needed for the program. I indicated above that we will be requesting a new Professional Development Manager position. The person who occupies this position will fine tune the already developed Leadership Academy and then deliver the trainings. This person will also create and deliver most of the trainings for the supervisor/manager and employee track trainings. He or she will also coordinate with outside trainers or in-house subject matter experts to deliver other training sessions designated within the training curriculum. Approval of the position and overall appropriation for the Learning Academy will increase the HR 100 series budget. In addition, we will also need increases in our general supply line items so the Professional Development Manager will have the necessary supplies to create and implement effective training sessions. Therefore, our general supply line would need to be increased by the amount identified below. Additional increases would need to be made for printing (eg. booklets and material for those taking the training), professional development, dues and subscriptions, and travel. Each of those increases are identified below with a description of how the additional funds will be utilized. We did create a proposed budget of what it would cost to implement the Learning Academy by using all outside individuals to create and deliver the trainings for the program. The estimated cost was approximately $275,000. However, not taken into that estimate was the cost of moving our part time administrative assistant to a full-time position because we would need someone to plan, schedule, and track all trainings. It is estimated that HR would need an additional $25,000-$35,000 to shift the part time position to a full time HR Associate level position. However, we would lose the ability to increase the number and types of trainings offered with this option. A. 100 Series Increase: Creation of new Professional Development Salary for a PAT 5, Step 2 is $58,896
and FICA and 501A Match makes a total of $66,097 needed to be added in the 100 series. (Please refer to Professional Development Manager Job Description).**
B. 200 Series Increase: $5,560 - Office supplies for new position, training materials (eg. Binders, markers, easels, poster boards), training specific books and outside training materials (eg. leadership focused books for leadership training track), additional printing expenses (eg. outside printing requests for training booklets), and additional uniform budget (eg. HR polos to wear during trainings).
a. Office Supplies and training materials - $2,500 ($500 – office supplies, $5,000 – leadership
books for leadership training track and pamphlets, pocket cheat sheets). b. Printing expenses - $3,000 (Printing needs for all three training tracks for all trainings
delivered by Professional Development Manager (please refer to proposed training curriculum)).
c. Uniforms - $60 (HR training shirts).
C. 300 Series Increase: $78,260 - Increase in contractual budget for e-learning system that will allow for more individualized and specialized training for employees (Linked in Learning system has thousands of available training topics that span across multiple industries); additional county training money for training specific assessments and a process improvement training program that will be developed specifically for Allen County with the goal of improving delivery of service, strategically arranging departmental services, and elimination of wasteful spending; additional travel expenses for attendance at professional development seminars; reimbursement of cell phone expenses; an increase in our maintenance agreement for our printer; additional money for dues and subscriptions to professional development organizations; and an increase for professional development for costs associated for seminar and conference attendance.
a. Contractual - $45,000*** (Linked in Learning – e-learning system – quote received for just
under $45,000 for 1,000 e-learning accounts. This would include employees who have access to a County network login and/or individual use computer. (please refer to information regarding trainings that will be available to employees)).
b. County Training - $30,000 ($5,000 - assessments for leadership track (personality, communication styles, $15,000 – process improvement training, $10,000 to create training video library. This is in additional to request for $60,000 county training budget).
c. Additional Travel - $500 (travel to conferences and professional development trainings). d. Telephone - $360 (Reimbursement for cellphone charges pursuant to Allen County – cell
phone reimbursement policy - $30 per month for 12 months). e. Maintenance Agreement - $300 (Increase for costs for our maintenance agreement, which
we pay for printer maintenance and is based on the number of pages printed per maintenance cycle).
f. Dues and Subscriptions - $600 (Additional money for dues for membership in professional development organizations and subscriptions to individual learning systems or industry magazines or subscriptions).
g. Professional Development - $1,500 (Additional money for professional development seminars and conference attendance).
Finally, the Learning Academy request would come with a one-time request for capital expense funds in the amount of $13,500. The money would be allocated for $1,500 for office furniture for the new employee and $12,000 for construction costs associated with re-designing the HR Office to include an additional office. To do this we will need to reconfigure some of the shared space used by both City and County HR departments. There have already been discussions with the City of Fort Wayne to reconfigure both offices so all of the City HR employees would be located together in a shared office area and County HR would absorb an additional office. We will continue to work with the City of Fort Wayne to accomplish this task in the most cost-effective manner with both the City and County paying for their respective share of costs associated with the endeavor. *This total request includes an additional one-time capital expense request in the amount of $13,500. Without capital expenditures, the total request for training program is $147,917. **Request for Professional Development Manager position will be presented to Personnel Committee before final budget hearing. At the full Council meeting, the request for the new position will be made as part of HR budget appeal request, but the need for the new position will be fully discussed during the meeting with Council knowing whether it was supported by the Personnel Committee. The position has been scored and was created in the same manner as all other department requests for new positions. ***Will be requesting funds for immediate use in 2020, which will be reimbursed under the Cares Act. In order to continue e-learning system will need additional appropriation for the end of 2021.
As you know, Human Resources generates no user fees or sources of revenue outside the minimal charges for identification badge replacement. This money is sent back to the County General Fund, but only amounts to a few hundred dollars annually. Thus, we appreciate the Council’s continued support of our customer service emphasis and request your consideration to accept our budget with the estimated increases. As mentioned, I appreciate the opportunity to discuss these budget increase requests more fully. Sincerely, Charity A Murphy
Charity Murphy Director of Allen County Human Resources
Page 1 of 6
Allen County Learning Organization Academy
Objectives:
• To create a culture shift within Allen County to a Learning Organization committed to
continuous improvement
• Equip Allen County leaders and managers with skills, tools, and competencies that will
drive continuous improvement, employee engagement, and high customer satisfaction
• Allen County will become a high performing organization
• Allen County will be an employer of choice
Leadership Development Certification (48 CEUs, required 12 CEUs annually thereafter):
• Six, full-day sessions
• Held off-site – Metea Park?
• Provide lunch
• Delivered to elected officials and department heads (approximately 42 people)
• Attendance limited to approximately 15 – 20 cohorts per training group
• Graduates of program to serve as mentors to emerging leaders targeted for succession
• Curriculum:
o Day 1: Fostering a Culture of Continuous Improvement (In- House trainer and
consultant)
▪ Overview of Learning Organization (based on Five Disciplines of a
Learning Organization, by Peter Senge)
• Building a Shared Vision
• Systems Thinking
• Mental Models
• Team Learning
• Personal Mastery
▪ Review of AC Strategic Plan
• Review of Values, Vision, Mission, Strategic Priorities and Goals
• Review of Quality of Work Life Survey results
▪ Organizational Culture
• Characteristics
• Ethics in government
• Embracing and promoting the value of Diversity
o Generational differences
o Gender differences
Page 2 of 6
o Ethnic/religious/political differences
o Diversity of thought
o Diversity of backgrounds
o Day Two: Transformational Leadership (In-House Trainer)
• Discussion about Session1 assignment
• Review of LiveStyles Assessment (or similar assessment) results
• Review of 7 Principles of Transformational Leadership by Hugh
Blane
o The Purpose Principle
o The Promises Principle
o The Projects Principle
o The Persuasion Principle
o The Praising Principle
o The Perseverance Principle
o The Preparation Principle
• Succession Planning 101
o Overview of succession planning programs.
o Individual Development Learning Plans introduced into
culture
▪ Track development goals
▪ Track education/certification requirements for
positions
o Day Three: Emotional Intelligence (In-House Trainer)
▪ Discussion about Session 2 assignment
▪ Competencies:
• Self-Awareness
• Self-Regulation
• Social Awareness
• Relationship Management
▪ Conflict resolution
• Understanding our preferential styles and learning when to use
different styles
▪ Leadership Styles: Understanding different leadership styles and choosing
best one to fit the situation
Page 3 of 6
o Day Four: Driving Change (In-House Trainer)
▪ Discussion about Session 3 assignment
▪ Differences between leaders and managers
▪ Change Management
• Involving others in process
o Using Dialogue
▪ Preparing for department/division strategic planning
▪ Creating a motivating work environment
• What motivates humans?
• Employee engagement
o Day Five: Performance and Succession Management (In-House Trainer)
▪ Discussion about Session 4 assignment
▪ Understanding our challenges in Allen County
▪ Developing Others
• Coaching for development
• Performance Feedback
o Delivering critical feedback
o Effective positive feedback
• Mentoring emerging leaders
▪ Individual Development Learning Plans
o Session Six: Leading A New Allen County Culture (In-House Trainer)
▪ Discussion about Session 5 assignment
▪ Presentations on department strategic plans
▪ Certification ceremony
Management Development Certification (30 CEUs, required 10 CEUs annually thereafter):
• Sessions held onsite for up to 20 participants
• Session length to vary, based on content
• Different learning tracts
• Multiple sessions per year
• Required core classes:
• County Government Operations and Strategic Plan Overview (2 CEUs) (In-House
Trainer)
• Administering Benefits (3 CEUs) (HR Staff)
▪ FMLA
Page 4 of 6
▪ ADA
▪ STD
▪ Other Employee Handbook policies
• Workplace Ethics (3 CEUs) (In-House Trainer / HR / Auditor)
▪ Workplace harassment and bullying
▪ Ethics Policy
▪ Internal Controls
• Employee Performance Management (8 CEUs): (In-House Trainer / HR Staff)
▪ Successful interviewing/hiring/onboarding
▪ Establishing expectations and development plans / goals
▪ Performance measurement
▪ Performance feedback
▪ Corrective action verse discipline and proper documentation
• Risk Management (3 CEUs) (Risk Manager and Brokers)
▪ Workers Compensation
▪ Workplace accidents
▪ Emergency response
▪ Risk identification
• Communication Skills (2 CEUs) (Inside or Outside Trainer)
▪ Building trust and influence
▪ Making effective presentations
▪ Persuading your leaders / policy makers
▪ Business Writing
• Dealing with difficult people (2 CEUs) (Inside or Outside Trainer)
•
• Project management (3 CEUs) (IT / Project Manager)
• Time management (2 CEUs) (HR Staff / In-House Trainer)
• Program Management (3 CEUs) (Chris Cloud and Kate Love-Jacobs)
• STARs
• Moore’s Strategic Triangle
• Program Evaluations
• LEAN/Quality Improvement (16 CEUs) (Outside Consultant) -2 sessions per year
• Eliminating waste
• Office organization
• Process mapping
• Process improvement
• Legal Matters: (1.5 CEUs each) (In-House Attorney /HR Attorney / Zach Sands)
Page 5 of 6
• Indiana Code and the state legislative process
• Developing and implementing legal policies
• Civil Rights Act – Title VI and VII implications
• Finance and Operations: (1.5 CEUs each) (Auditors Office)
• The county budget process
• Use of H.T.E. accounting software
• Accounts Payable/Accounts Receivable
• Reading monthly financial statements
• Payroll and Time & Attendance software
• Travel and Reimbursement Policy and Employee Reimbursements
• Purchasing goods and services
• Utilization and administration of grants
• Fleet management, GPS, and the Vehicle Use Policy
• De-Escalation strategies and techniques (2 CEUs) (Outside Consultant)
• Drug use, abuse, and effects on society and employee performance (2 CEUs) (Outside
Consultant)
Employee Development Certification – Employees at all levels (12 CEUs, required 3 CEUs
annually thereafter)
• Sessions held onsite for up to 20 participants
• Session length to vary, based on content
• Required Core Classes:
• County Government Operations and Strategic Plan Overview (3 CEUs)
• Workplace Ethics (3 CEUs)
▪ Workplace harassment and bullying
▪ Ethics Policy
▪ Internal Controls
• Microsoft Office Competency: (3 CEUs each) (Outside Trainer or Linked-In Learning)
• Word
• Excel
• Powerpoint
• Outlook
• Lunch and Learns (various topics): (1 CEU each) (Outside trainers / Wellness Partner /
EAP)
Page 6 of 6
• Wellness
• Financial wellness
• Stress management
• Work/Home life balance
• E-Learning System
• Defensive Driving
• Safety trainings
• OSHA trainings
Facilitation of Department Trainings: (In- House Trainer)
• Facilitate/assist Department Heads in delivering team-building exercises
• Facilitate/assist Department Heads in strategic goal setting
• Executive coaching with Department Heads and Managers
2021 WATER QUALITY EDUCATION BUDGET
Allen County Council:
The Water Quality Education Specialist is responsible for developing a public education and
outreach program to inform the citizens of Allen County about the impacts polluted storm
water run-off can have on water quality and ways they can minimize their impact on storm
water quality. The County is required, by the State of Indiana, to provide this function as part of
its Municipal Separate Storm Sewer System (MS4) mandate to local communities.
The Water Quality Education function was formerly carried out by a full-time position in the Soil
and Water Conservation District. In 2018, the position was reconfigured into a part-time
position and placed in the Allen County Department of Environmental Management (ACDEM)
under the authority of the Allen County Commissioners, with dual reporting to the ACDEM
Director and the County’s MS4 Coordinator in the Allen County Surveyor’s Office.
The part-time Water Quality Education Specialist position was established with an annual
budget of $30,000. Since ACDEM is not a general fund department and its funds can only be
used for solid waste management-related programs, a general fund department for Water
Quality Education was established within ACDEM. The Water Quality Education Specialist has
operated within this budget for two (2) years.
Much of that first 2 years has been spent establishing the position, developing contacts and
determining what programs and materials are will be most effective for carrying out the water
quality education mission. A strategy has now been established to achieve the outreach and
education goals of the MS4 plan. This includes such things as printing handouts, letters and
various other items, producing activity books with Spanish translation, video production, booth
rentals and event registration fees and expanding social media presence. In addition to this,
there are seminars and workshops that we would like the Water Quality Education Specialist to
attend to not only stay current on storm water related issues, but to also learn more about
techniques for public education and outreach. The budget also includes a 3% increase for the
Water Quality Education Specialist. This accounts for the request for the budget to be increased
to $36,075, which is $6,075 more than the original allocation.
ALLEN COUNTY DEPARTMENT OF ENVIRONMENTAL MANAGEMENT
2021 BUDGET OVERVIEW
Tom Fox, ACDEM Director
2020 Recap
Just as the rest of the world has been impacted by the COVID-19 pandemic, so too has the Allen
County Department of Environmental Management. Many of our programs were suspended for
several weeks in March, April and early May of 2020, before resuming. Since reopening, we
have seen increased volumes of material collected by most of our programs (household
hazardous waste, electronics, batteries and light bulbs). Even our recycling drop-off program,
that remained open throughout the shutdown, has seen increased volumes—particularly
cardboard. On the other hand, our community outreach programs have been severely
curtailed. Events where ACDEM would typically be present are not being held. Things such as
classroom presentations, information tables at festivals and instructional workshops aren’t
possible at this time.
The untoward events of 2020 have caused ACDEM’s spending plan for the year to be upended.
Much of what was planned, has been delayed, altered or adapted due to changing
circumstances associated with the pandemic. This came at time when we were already
grappling with how to deal with the dramatic changes forced on the recycling industry by
China’s Green Sword Policy, established in 2018. Increasing prices from contractors for the
collection and processing of material was already impacting our operations. This trend is
projected to continue, exacerbated by the international health crisis, indefinitely into the
future. It is in this environment that we find ourselves and have attempted to look ahead to
develop a realistic budget for carrying out our mission in 2021.
Salaries (100 Series)
The amount budgeted within the 100 Series is up from 2020, due to the COLA increase as well
as the addition of another part-time position at the HHW facility, needed due to the increased
volume of material being received and processed.
Supplies (200 Series)
Supplies are near the 2018 level, which seems appropriate for next year, in spite of a dip in
spending here in 2019.
Services (Series 300)
There are significant increases in the 300 Series, generated primarily by projected increased
costs for new agreements in the areas of Recycling, Household Hazardous Waste and
Electronics Recycling and by an accelerated focus on public education through Promotions and
Community Outreach. Also, costs for the “Waste Watcher” will be greater in 2021, than in
2020, since we have gone to a bi-annual publication schedule. The new 2-year edition will be
produced and distributed in early 2021.
Next year, ACDEM will enter into new agreements for several major programs. The existing
agreements for Household Hazardous Waste, Recycling Trailers and Electronics Recycling will all
expire in the coming months and new contracts, with new pricing, will be established for each
of these programs. Due to the timeline for the expiration of the current agreements, the RFPs
have not yet been completed, so we do not have pricing, yet. We have done our best to use our
resources to anticipate costs for these programs.
We anticipate unit costs for Household Hazardous Waste (HHW) to remain relatively constant.
However, we are forecasting the increase in the volume of material received, including latex
paint, that has been experienced since the Tox-Away Tuesday program was launched in July
2018, will continue, resulting in more spending for this program.
A large increase is expected for the Recycling Drop-off program. We worked out a one-year
extension with Republic Services to extend the program through January 2021 at an annual cost
of $465,000. With the continuing downward spiral in the markets for recyclables, we are
anticipating an even greater annual cost in a new agreement, whoever the contractor is. While
we are working to develop specifications that will limit costs as much as possible, we are
requesting funding for the worst-case scenario to continue this important program.
One year into our current Electronics Recycling agreement, our contractor approached us with
a request for a price increase, due to the international recycling market calamity brought about
by the change in China’s environmental policy. This three-year agreement will expire in mid-
2021 and we are anticipating a significant increase.
Besides these anticipated increases in program costs, ACDEM is planning to take a more
aggressive approach in the areas of Community Outreach and Promotions. We are planning to
invest more in public information and education for Household Hazardous Waste and “Recycle
Right,” which is a program designed to educate residents about what items are recyclable and
how to prepare them to eliminate contamination. If items are not rinsed or cleaned off, they
are considered to be contaminated and thus not eligible to be recycled. If we receive too many
“contaminated” items at our drop-off sites, this could potentially cost us more money and the
items will be landfilled instead of recycled. This public education campaign is designed to
prevent both of these undesirable outcomes.
In addition to campaigns geared towards HHW and Recycling, we’re planning campaigns to
promote Earth Day and America Recycles Day, as well as general information about ACDEM and
our programs and services. Our “Stop the Spark” campaign will inform residents about the
possible fire hazard associated with storing batteries and urging them to tape the ends of the
batteries before turning them in to be recycled. We are also updating a number of our
promotional materials in anticipation that we can resume our traditional outreach activities.
Capital (400 Series)
The capital expenditures for 2021 are relatively minimal. We are requesting funds for the
purchase of a new copier and a conference table and chairs for the ACDEM office in the
Rousseau Center, and a pallet jack for the HHW Bldg., due to the increased volume of material
being received.
Summary
Overall, the 2021 ACDEM budget attempts to address multiple issues:
• Maintaining recycling-related programs to the residents of Allen County in the face of
increasing costs and a depressed market for recyclables.
• Expanding efforts to inform and educate residents about ACDEM programs and good
environmental practices using a variety of tools such as social media, TV, radio and the
ACDEM website.
• Working to adapt existing programs to accommodate the changing needs of the
community such as programs to provide for the appropriate disposal or recycling of
vapes, needles and prescription drugs, plus programs with long-term environmental
benefits such as composting.
• Adapting to changes brought about by the pandemic, while planning for functioning in a
post-pandemic environment.
It is our hope to recover from the unforeseen events of 2020 and carry out the department’s
mission to assist the community with using best practices to reduce, reuse and recycle.
This increase is requested to enable the Water Quality Education Specialist to carry out the
requirements of the County’s MS4 plan in order to inform and educate as many residents as
possible about storm water related issues and their impact on all of us. The foundation has
been laid for this position to make a significant impact. This additional funding will go a long
way to making that happen.
Thank you for your consideration,
Thomas C. Fox Director Allen County Department of Environmental Management Suite 755 - Rousseau Centre One East Main Street Fort Wayne, IN 46802 (260) 449-7181
Allen County Sheriff Allen County Commissioner Fort Wayne Police Chief Fort Wayne Fire Chief
Allen County Sheriff Allen County Commissioner David J. Gladieux Richard E. Beck
Consolidated Communications Partnership
Fort Wayne Police Chief Fort Wayne Fire Chief Steve Reed Eric Lahey
TO: Allen County Council
FROM: David B. Bubb, CCP Executive Director
DATE: September 8, 2020
RE: 2021 Budget
As Executive Director, I submit to you the Consolidated Communications Partnership proposed annual
budget for FY 2021.
Through the implementation of Technology and application of Industry Standards, the Consolidated
Communications Partnership endeavors to provide quality 9-1-1 service and public safety
communications commensurate with community expectations, all while striving to remain fiscally
prudent.
While our primacy is cost containment, projected expense increases in 2021 are:
Motorola Radio / Phone System Maintenance Contracts
Supervisor Program
3% Wage Increase
Furthermore, there are projected decreases in 2021 expenses for:
Frontier Contract
NAED Certifications
Part Time Wages
2021 CCP Budget Summary
2020 Budget 2021 Increases 2021 Decreases Net Increases 2021 Budget Increase
8,353,886 $406,469 $ 155,763 $ 257,048 $ 8,610,934 3%
Please feel free to contact me with any questions you may have regarding this proposed budget.
David B. Bubb, Executive Director cc: Thomas Henry, Mayor Allen County Commissioners Ft. Wayne Common Council Members
Total 2021 Budget 8,610,934$
Beginning Cash Balance-rollover 500,000$
ESTIMATED REVENUE
Hold Harmless 911 Fees 2,403,420
Supplemental 911 Distribution 600,000
Misc Revenue-Radio Shop, IPFW, etc 175,000
Total Estimated Revenue 3,178,420$
Less Motorola Contract to be split 50/50 628,901$
City 50% 314,451$
County 50% 314,451$
City 80% 3,442,890$
County 20% 860,723$
2021 County Budget Allocation 922,671$
2021 County Budget Appeal 252,502$
Estimated Budget Contribution to be split
based on call volume4,303,613$
CCP BUDGET APPEAL DETAIL-9/17/20
Estimated Combined City/County
Contribution 4,932,514$
Total Contribution from City 3,757,341$
Total Contribution from County 1,175,173$
