City Council
Regular MeetingDeKalb, IL · January 11, 2016
Minutes
MINUTES
CITY OF DEKALB
CITY COUNCIL COMMITTEE OF THE WHOLE MEETING
JANUARY 11, 2016
The City Council of DeKalb, Illinois held a Committee of the Whole of City Council meeting on
January 11, 2016 in the City Council Chambers of the DeKalb Municipal Building, 200 South
Fourth Street, DeKalb, Illinois.
Mayor Rey called the meeting to order at 5:05 p.m.
A. ROLL CALL
City Clerk Jennifer Jeep Johnson called the roll and the following members of the City Council
were present: Alderman Michael Marquardt, Alderman Bob Snow, Alderman Kate Noreiko,
Alderman Tony Faivre, and Mayor John Rey. Absent were: Alderman David Jacobson,
Alderman Bill Finucane, and Alderman Dave Baker.
Also present were: City Manager Anne Marie Gaura, Assistant City Manager Patty Hoppenstedt,
City Attorney Dean Frieders, Finance Director Cathy Haley, Police Chief Gene Lowery, Fire
Chief Eric Hicks, Community Development Director Ellen Divita, Public Works Director Tim
Holdeman, Managements Analyst Lauren Stott, Management Analyst Jared Heyn, and City
Clerk Jennifer Jeep Johnson.
B. ITEMS ALSO ON THE REGULAR AGENDA
C. CONSIDERATIONS
1. Cost Savings, Efficiencies and New Revenue.
Finance Director Haley explained that the memorandum was generated in order to
address specific questions raised during the tax levy process. She highlighted the
following areas: cost savings, efficiencies and new revenues. She stated the goal
was to maintain a comprehensive and sounds fiscal approach.
Best Practices: Finance Director Haley listed the following as examples of the
efforts to abide by best practices:
New purchasing manual.
Capital asset audit.
Phone line audit.
Personnel changes.
10-year review of expenditures related to review, inspection and code
enforcement.
Creating a new intergovernmental agreement (IGA) with the Sanitary District
for billing services.
Committee of the Whole Minutes
January 11, 2016
Page 2 of 4
Fund balance reserves continue to grow up to the city’s financial policy of 25%.
City is phasing out transfer of TIF funds from the general fund.
Finance Director Haley provided a comprehensive overview of cost savings
measures the City has implemented.
SAFEbuilt
Fire Chief Hicks provided background on improvements with agreements into
which the Fire Department has entered:
Restocking fees waived with Kishwaukee Hospital.
Reduction in overtime via swing shift.
Hired a part-time individual to increase timely billing to quicken cost recovery
Negotiated a contract with NIU that expires in 2019 that adds 4% of revenue
every year with a one-time payment for a new ladder truck.
Approximately a million dollar savings for demolition by utilizing private
funds.
Secured several grants to assist with funding.
Purchase of a new aerial ladder trick made possible by contributions from NIU.
Assistant City Manager Hoppenstedt addressed savings realized in Personnel,
including:
Health insurance is being analyzed in depth to incorporate additional savings.
Changes to the workers compensation program.
Changes to the health insurance structure for the beginning of 2016, based on a
projection of 12 employees, but as of January 1, 2016, there have been 39
employees sign up, saving considerably more money than projected.
Elimination of roll-over of unused vacation time.
Regular salaries under the general fund decreased by $191,000 from FY15 to
FY16.
Implemented a 40-hour work week for all non-bargaining unit employees.
Reoccurring compensatory time was eliminated for non-bargaining unit
employees at an estimated annual savings of $185,672.41.
Transferred the City’s Medicare primary retirees to a group of Medicare health
program administered through Benistar.
Adjustments to economic adjustment date for non-bargaining employees.
Police Chief Gene Lowery apologized for the error in the Code Red System, and
discussed cost savings actualized through newly implemented technology,
including:
Implementation of APPRISS, a system that allows citizens to obtain a copy of
accident reports on-line through the system managed by an outside vendor.
Endorsed by the Illinois Association of Chiefs of Police.
Committee of the Whole Minutes
January 11, 2016
Page 3 of 4
The APS system is a web-based product that has been implemented to generate
citations in the patrol car, and deliver to the violator, as well as the Clerk of the
Court.
Implementing a credit card payment system within the Police Department for
paying a variety of fines and fees.
Through the use of the Intelligence Driven Policing and Police Planning
components of the “OSSI” police software system, the Police Department has
been able to create a need based staffing model. This has helped lessen police
overtime by over 4,000 hours in FY15.
Secured several grants and fundraised to help offset costs.
Crime Free Housing and Inspection Bureau implemented a new software
module that allows inspectors to use iPads for work in the field.
Crime Free Housing and Inspection Bureau deployed a vehicle for daily
operations.
Finance Director Haley concluded by reiterating that the City will continue to use
Best Practices.
Alderman Noreiko thanked City staff for approaching their work with an eye
toward cost savings. She offered appreciation for ongoing efforts to reapply for
grants that were not received.
Mayor Rey noted appreciation from Council of the work that has gone into this
analysis. He believes the memorandum provides the answer to the questions that
arose during the pension funding portion of the tax levy conversation as to what
cost savings measures the City has undertaken.
D. PUBLIC PARTICIPATION
Lynn Fazekas offered her opinion that much of the work is commendable, but that she
had the following concerns:
1. That eliminations in some areas are being exceeded by excesses on others. She
expressed that she’d like to see efficiencies introduced regardless of revenue.
2. Transfers out of the General Fund are tricky to trace, but ultimately the City expects
to spend $1.5 million dollars more on wages and Pensions than it did in FY15. She
provided how she arrived at her numbers. She estimates that about $1.2 million more
will be spent again next year, if no hires are made. She finds it deeply dishonest to
say that there has been a $500,000 savings in the general fund, by transferring those
obligations to the Water Department. She feels staff reductions are necessary, rather
than new hires. She said that Council needs to make a decision as to whether they are
going to serve the staff, or the people.
Mayor Rey emphasized that Council and staff are focused on servicing the people.
Committee of the Whole Minutes
January 11, 2016
Page 4 of 4
Tom Teresinski expressed thanks for allowing public participation, as well as for the
detailed work that has gone into examining where efficiencies can be made. He
expressed that compensations increasing more than revenue will lead toward an eventual
deficit. He offered that the increases are unsustainable, and urged the Council to really
take a look prior to any additional hires are made.
Michael Haji-Sheikh wanted to convey his disagreement that increasing the salaried
workers day by hours doesn’t necessarily increase efficiency, but in fact, decreases it. He
offered that the calculations are not being conducted in the right way. He thinks they
need to be a little more straight forward with the numbers in order to make more sense in
order to eliminate any frustrations.
E. RECESS FOR EXECUTIVE SESSION OF THE CITY COUNCIL
Not acted upon.
F. ADJOURNMENT
MOTION
Alderman Noreiko motioned to adjourn the Committee of the Whole Meeting; seconded
by Alderman Snow.
VOTE
Motion carried on a 5-0-3 voice vote. Mayor Rey declared the motion passed, and closed
the Committee of the Whole at 5:55 p.m.
__________________________________________
JENNIFER JEEP JOHNSON, City Clerk
Approved by City Council: February 8, 2016
Agenda
AGENDA
Committee of the Whole Meeting
January 11, 2016
5:00 p.m.
A. Roll Call
B. Items Also on the Regular Agenda
C. Considerations
1. Cost Savings, Efficiencies and New Revenue.
D. Public Participation
E. Recess for Executive Session of the City Council
1. Approval to Hold an Executive Session to Discuss Security Procedures as
Provided for in 5 ILCS 120/2(c)(8).
2. Approval to Hold an Executive Session to Discuss Executive Session
Minutes as Provided for in 5 ILCS 120/2(c)(21).
F. Adjournment
DATE: January 6, 2016
TO: Honorable Mayor John Rey
City Council
FROM: Anne Marie Gaura, City Manager
Cathy Haley, Finance Director
SUBJECT: Cost Savings, Efficiencies and New Revenue
During the 2015 property tax levy process, questions were raised as to the steps that the City has
taken to save and reduce costs, increase efficiencies and find new or increased revenue streams.
The purpose of this memorandum is to outline those steps taken.
Since January 2014, City staff has worked hard to implement “Best Practice” policies and
procedures aimed to promote and facilitate positive change rather than merely codifying current
accepted past practice. These “Best Practices” being implemented throughout City government
are meant to improve on efficiencies and create internal savings while trying to come up with
alternate sources of funding to provide the level of services the City of DeKalb residents have
become accustomed.
Financial Policies were adopted by the Council in 2014 to assist Council and City management
staff in making budgetary decisions based upon sound financial principals. These policies do not
have the force of law. They are advisory policies and unlike the actual “budget ordinance” they
are meant to provide continuity for staff.
These policies are not intended to be comprehensive or exhaustive. They are intended to establish
a solid foundation for the financial management of the City. Staff shall work within the context
of these policies while continuing to explore lawful, creative and insightful financial
recommendations to present to the Corporate Authorities of the City for their consideration and
possible implementation. The cornerstone of these policies and future financial recommendations
shall maintain comprehensive and sound fiscal management of all City economic resources.
ON-GOING SAVINGS FOR THE CITY
Items that have been implemented, cut or changed over the past two years that will continue to
have a benefit to the City year after year are listed on the following pages by category:
General Efficiencies and Savings
1. A “Best Practice” was the creation of a new Purchasing Manual, centralizing purchasing for
the City and having a true purchasing agent. This will save costs on office supplies such as
paper, pens, folders etc. by having one central inventory supply of these items rather than
several spread across all departments.
2. The Finance Department did all Capital Asset audit entries and all GASB 44 statistical work
in-house during the FY15 audit and will no longer pay our third party audit team an hourly rate
to complete these functions. This has resulted in annual savings of over $3,000.
3. A phone line audit was done by The Spyglass Group. Spyglass did an audit of all of our bills
and line charges and came up with future savings of almost $18,500 annually for the City.
4. The City issued a $2.87 million refunding bond to lower the City’s interest cost by
over $200,000 for the remainder of the issuance.
5. The Finance Department reviewed the City’s 10 year history of expenditures related to
Building operations (permit administration, plan review, inspections and code enforcement).
The configuration of building permit, plan review and inspection services has varied over the
years with fluctuating staffing configurations and reduced manpower available for code
enforcement work. The City went from 10 inspectors in 2006 to two in 2015. Similarly, nine
Administrative Assistants which served the Community Development and Public Works
Departments were reduced to three. As the number of inspectors has decreased, so has the
attention to pro-active code enforcement activity with remaining staff working on
redevelopment and new construction projects. Cost savings from FY13 to FY14 and FY15
was over $145,000 annually.
6. The City entered into an Agreement with KishHealth System to restock drugs and supplies
carried on ambulances at an approximate annual savings of $11,028.
7. City staff worked in conjunction with the DeKalb Sanitary Sewer District on creating a more
transparent process for billing services. Monthly invoices would be sent to the District for
these services and would no longer be incorporated through the water and sewer rates.
Personnel and Benefit Savings
1. The implementation of the Staffing Plan for the Fire Department, which includes a two-person
swing shift that allows personnel to be assigned to any shift as needed, continues to maintain
Fire Department overtime at a very low cost compared to previous budget years. With two
personnel off shift due to long-term injuries/illnesses, the staffing plan has had a net savings
for the department of approximately $200,000 in overtime cost savings.
2. Health insurance is being analyzed in depth to incorporate additional savings through wellness
programs or the offering of high deductible plans and with the incorporation of a new HR
Director position, it will be assured to stay on as a top priority for the City.
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3. The City changed its Workers Compensation program by increasing excess coverage for all
employees to $650,000. The savings total $19,947 annually.
4. The change to the Health Insurance structure for the beginning of 2016 had an initial savings
projection of less than $20,000. However, this projection was based on a total of 12 employees
switching to the new plans but there were 39 employees that made the switch. This equates to
a $133,088 savings this year.
5. There has also been past practice of allowing employees to roll over unused vacation time
above and beyond City policy. This will no longer be allowed and employees are encouraged
to use what they have or lose it.
6. There were some large vacation banks on the City books due to the vacation policy difference
between bargaining unit employees and non-bargaining unit employees. This was paid down
in FY15 and has lowered the dollar amount of this liability on the City’s books.
7. Regular salaries under the General Fund Support department decreased by $191,000 from
FY15 to FY16. This is primarily due to no longer having large liabilities of benefit time
(Comp, Vacation) in employee’s banks to be able to cash out when they leave employment
with the City.
8. The City implemented a 40 hour work week for non-bargaining unit employees. With
converting all exempt employees to a 40 hour week and assuming a weekly increase of 2.5
hours per employee, the City would see an annual increase in 4,290 hours of increased
productivity. This is the equivalent of two additional full-time positions. Based upon the
average hourly rate for these employees, the annual value of the productivity gain is
$203,174.40. The annual cost to implement a 40 hour work week as of May 1, 2015 by
converting employees from 1,950 annual hours to 2,080 with the elimination of compensatory
time was $150,748.71. The value of the productivity gain exceeds the implementation costs
by $52,425.69 annually.
9. Reoccurring compensatory time was eliminated for non-bargaining unit employees at an
estimated annual savings of $185,672.41. Under the prior system, employee accrued
compensation was a deferred liability to the City, typically paid out upon separation from
employment at a higher rate of pay than it was earned at. The revision to the compensation
plan maintained deferred compensation payments that employees were entitled to at current
wage rates for eligible exempt employees, and provided for payment of overtime to non-
exempt employees.
10. The City reduced the number of staff required to be bonded and insured for an annual savings
of $4,000.
11. The City transferred the City’s Medicare primary retirees to a group Medicare health program
administered through Benistar with an approximate savings of $49,328.40 per year.
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Budget and General Fund Policies
1. Fund balance reserves continue to grow up to the City’s financial policy of 25% of annual
operating expenditures. FY15 ended up at 23.44% or $8,108,755, compared to FY10 which
had less than 1% or $22,169.
2. The City is phasing out the reliance of TIF transfers to the General Fund. The decrease will go
down to the same amount that the General Fund will pick up in property tax revenue at the end
of each of the TIFs. The chart below shows the General Fund becoming less reliant on TIFs,
however holding steady at the level of property tax revenue that will be picked up at in FY19
and FY22.
TIF impact on the General Fund
FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22
Transfer to GF TIF #1 $791,672 $678,576 $565,480 $499,113$499,113 $499,113 $499,113 $0
Transfer to GF TIF #2 $150,931 $113,198 $95,754 $95,754 $0 $0 $0 $0
TIF Property Tax Surplus $192,237 $180,000 $180,000 $180,000$180,000 $180,000 $180,000 $0
TIF Sales Tax Surplus $365,038 $350,000 $350,000 $350,000$350,000 $350,000 $350,000 $0
Pick-up in Property Tax $95,754 $95,754 $95,754 $594,867
Revenue to the General Fund $1,499,878 $1,321,774 $1,191,234 $1,124,867 $1,124,868 $1,124,868 $1,124,868 $594,867
3. The FY15 budgeted expenditures compared to FY16 have decreased by 5.78%. The General
Fund went down between these two fiscal years by 2.27% or by $800,173.
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FUND FY 2015 Budget FY 2016 Budget % Change
General Fund 35,216,110 34,415,937 -2.27%
Water Funds 6,646,744 5,552,464 -16.46%
Airport Fund 3,353,570 2,328,001 -30.58%
Debt Service Funds 2,973,075 2,961,146 -0.40%
Capital Projects Funds 2,289,052 787,967 -65.58%
Motor Fuel Tax 868,000 1,315,000 51.50%
TIF's 9,123,004 9,510,301 4.25%
Special Revenue Funds 12,655,418 10,977,980 -13.25%
Internal Service Funds 7,424,376 7,035,287 -5.24%
Police and Fire Pension Funds 5,530,301 5,574,943 0.81%
Library 2,060,754 2,584,873 25.43%
TOTALS 88,140,404 83,043,899 -5.78%
4. Implemented a 10-year Capital Infrastructure and Equipment Plan for the Water Fund and
passed a water rate increase over the 10 years needed to support this plan.
Technology Efficiencies
1. The Illinois Association of Chiefs of Police endorsed, web based accident report software
program called “Appriss” which allows citizens to obtain copies of Police accident reports on
line through the system managed by an outside vendor. The accident report revenue is returned
to the City with the system provider covering their costs through the customer whether it be an
individual, insurance company, law firm or other entity. The internal benefit is the Office
Associates within the Police Department no longer have to hand process each individual
accident report requested as “Appriss” handles it all. From 2010 through 2014, the Police
Department handled on average 1,398 accidents per year. If 15 minutes were allotted to
process an accident report per accident and provide a copy to a customer that would be 20,970
minutes or 349.5 hours of time saved. Taking the midrange of an Office Associates hourly
rate (Step D) at $20.42, that would equate to an estimated savings of $7,136.79 in wages that
are being dedicated to another Police clerical function. Since the start of using the Appriss
system, revenue from copies of accident reports have gone up $2,140, with 2014 revenue at
$3,835. Through November of 2015, the year-to-date revenue is at $5,975.
2. The electronic “APS” ticketing system is a web-based product that has been implemented that
allows Police Officers to generate citations in their squad cars that allow for the creation of the
actual document to deliver to the traffic violator and also transmits the documentation to the
Clerk of the Court. This process is replacing the printed citation that had to be handled by the
Officer, processed through the Records Division, and hand delivered to the court. The time
saved by the use of this automated system is apparent from the street through the support
process. The City has just been approved by the Clerk of the Court to use the system for all
citations.
3. Implementing a credit card payment system within the Police Department for paying a variety
of fines and fees as well as allowing an individual to bond out of jail without being transported
to the DeKalb County Sheriff’s Correctional Facility has made for a more positive relationship
with “customers” and has decreased the transportation time for arrestees by Police Officers
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who had to escort them to the County jail. In 2014, 145 arrestees posted bond with a credit
card, and so far in 2015, 384 have done so. It is estimated that 480 hours of Police Officers’
time was saved by allowing arrestees to bond out with a credit card as opposed to transporting
them to the County jail, thus producing an estimated $17,280 savings in staff hours.
4. Through the use of the Intelligence Driven Policing and Police Planning components of the
“OSSI” Police software system, the Police Department has been able to create a needs based
staffing model. That model puts Officers on the street and other support personnel on duty at
times when they are most needed and has allowed the Police Department to significantly
reduce the cost of overtime. In comparing calendar year 2014 to 2015, year to date, the Police
Department has reduced overtime by 4,015.5 hours. From FY14 to FY15, actual overtime
costs for Patrol services within the Police Department decreased by $136,793.
5. In 2015, the Crime Free Housing and Inspection Bureau implemented the “Firehouse” software
module that allows inspectors to use iPads for work in the field. The software enables them to
create an inspection report, take photographs, and issue a citation or warning without the need
to return to the office to process the paperwork. It also allows the City Attorney access to
review and prosecute cases and integrate police operations of this nature with the Fire
Department. This web based program is expected to increase the availability of staff to address
more of the work load as well as streamline the records process.
Additional and Increased Sources of Revenue
1. The new Fire/EMS Agreement for Services with NIU resulted in a revenue increase of 4% for
the first year and by the end of the fourth year, the revenue increase will be 37.5% or
cumulatively $226,731.63. Additionally, the contract provided for an additional $275,000
toward a onetime contribution for an aerial ladder truck, which is also referenced later in this
memorandum.
Previous contract FY2015 $604,982.38
New contract FY2016 $629,181.68 $24,199.30 or a 4.0% increase
FY2017 $654,348.95 $25,167.27 or a 4% increase
FY2018 $680,522.90 $26,173.95 or a 4% increase
FY2019 $831,714.00 $151,191.11 or a 22.2% increase
2. A new cell tower lease Agreement with T-Mobile was negotiated that will generate annual
revenues of $30,000. The cell tower lease revenue is currently dedicated to the Fleet Fund.
3. Motor vehicle accident billing for Cost Recovery continues to increase. This year, revenue is
expected to increase by 3.5%.
4. New Illinois Municipal League (IML) revenue projections came out in December 2015. They
are projecting an increase across all LGDF revenue sources (Income Tax, Local Use Tax and
Motor Fuel Tax) for FY17 of more than 6% over the City’s budgeted amount for FY16. This
increase is driven primarily by the fact that Amazon started collecting use tax in Illinois in
February 2015.
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ONE TIME SAVINGS FOR THE CITY
Items that have been implemented, cut or changed over the past two years that had a one-time
impact to the City are listed below:
1. Improvement of health insurance claims has created a savings in the City contributions to
Health Insurance for employees. The FY15 budget to FY16 budget dropped by $174,575.
2. The economic adjustment that typically is given to non-bargaining unit employees has been
pushed back from July 1, 2015 to January 1, 2016. This was a savings to the City of $55,435.
3. Due to increased development, the City converted to an interim contract with SAFEbuilt to
ensure that building permit revenues would be sufficient to complete projects, even under a
transition. The amendment converted SAFEbuilt from a percentage-fee basis to an hourly fee
basis. It is expected that in the short run moving to an hourly rate will be to the City’s benefit
several large projects. This will allow the City to pay as needed for services, ensuring the
resources needed to complete the project, regardless of whom is selected as the City’s vendor,
moving forward.
4. The City has secured $357,300 in State Apportionment Funds from the Illinois Department of
Transportation Airport Improvement Program for FY16. The funds will be used for
resurfacing the DeKalb Taylor Municipal Airport parking lot and entrance road.
5. The City was faced with a private property owner who was failing to maintain the Wurlitzer
Building, resulting in a hazardous and unsafe structure. Demolition estimates received by the
City ranged from $650,000 to over $1,000,000 for the demolition of the structure. By
employing a litigation strategy focused on compelling the property owner to either demolish
or repair the unsafe structure itself or face significant alternative sanctions, the City was able
to compel the cleanup of the unsafe structure, without the expenditure of $1,000,000 or more
of City funds in the remediation.
6. This year, the City received multiple grants. The Fire Department received grants from the
Allstate Foundation, 3M, and the Federal Emergency Management Agency (FEMA). The
Allstate Foundation grant was $1,000 and was used to purchase Fire Prevention materials. The
3M grant was $2,500 and will be used to purchase Stat-X First Responder kits. The FEMA
grant was for $239,000 and is being used to purchase a mobile training tower. The Police
Department received the Department of Justice Byrne Grant Award in the amount of $15,000
for specialized Police equipment. Public Works received a $13,311 Highway Safety
Improvement Program Grant for the Annie Glidden Corridor. These grants are made possible,
in large part, to the diligence of staff members pursuing, writing and submitting proposals.
7. The purchase of a new aerial ladder truck was made possible by a onetime contribution from
NIU in the amount of $275,000. In addition, the City realized further reduced costs by
purchasing a used aerial ladder truck instead of a new one at a $700,000 savings. The City has
purchased used vehicles in the past in order to save costs.
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8. The Crime Free Housing and Inspections Bureau deployed a vehicle for daily operations which
had been seized from a heroin dealer and forfeited to the Police Department. This vehicle will
replace one of their aging squad cars.
9. The City delayed the start of new personnel in FY16 which provided a savings of more
than $50,000 to the General Fund.
In summary, at the end of the first 6-months of FY2016 revenues are slightly above budgeted
parameters at 53.2% while expenditures are slightly behind budgeted expenditures at 48.6%.
Therefore, after three months revenues appear to be trending up while expenditures are being held
tightly in line by City staff.
City staff will continue to using “Best Practices” to assist the City of DeKalb in providing essential
services for the continued health, safety, and welfare of the community by identifying specific
policies and procedures to contribute to improved government management. “Best Practices” aims
to promote and facilitate positive change rather than merely codifying current accepted practice,
while maintaining the high level of service residents and businesses expect, and that visitors enjoy,
in a fiscally sound manner.
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