08-13-2013 City Council Study Session Packet
City of Grand Island
Tuesday, August 13, 2013
Study Session Packet
City Council:
Linna Dee Donaldson
Scott Dugan
John Gericke
Peg Gilbert
Chuck Haase
Julie Hehnke
Vaughn Minton
Mitchell Nickerson
Bob Niemann
Mike Paulick
Mayor:
Jay Vavricek
City Administrator:
Mary Lou Brown
City Clerk:
RaNae Edwards
7:00 PM
Council Chambers - City Hall
100 East 1st Street
Grand Island Study Session - 8/13/2013 Page 1 / 43
City of Grand Island Tuesday, August 13, 2013
Call to Order
This is an open meeting of the Grand Island City Council. The City of Grand Island abides by the Open
Meetings Act in conducting business. A copy of the Open Meetings Act is displayed in the back of this room
as required by state law.
The City Council may vote to go into Closed Session on any agenda item as allowed by state law.
Invocation
Pledge of Allegiance
Roll Call
A - SUBMITTAL OF REQUESTS FOR FUTURE ITEMS
Individuals who have appropriate items for City Council consideration should complete the Request for
Future Agenda Items form located at the Information Booth. If the issue can be handled administratively
without Council action, notification will be provided. If the item is scheduled for a meeting or study
session, notification of the date will be given.
B - RESERVE TIME TO SPEAK ON AGENDA ITEMS
This is an opportunity for individuals wishing to provide input on any of tonight's agenda items to reserve
time to speak. Please come forward, state your name and address, and the Agenda topic on which you will
be speaking.
Grand Island Study Session - 8/13/2013 Page 2 / 43
City of Grand Island
Tuesday, August 13, 2013
Study Session
Item -1
Health & Dental Benefits, Insurance Reserve Fund
Staff Contact: Brenda Sutherland and Jaye Monter
Grand Island Study Session - 8/13/2013 Page 3 / 43
Council Agenda Memo
From:Brenda Sutherland, Human Resources Director
Jaye Monter, Finance Director
Meeting:August 13, 2013
Subject:Health and Dental Benefits
Item #’s:1
Presenter(s):Brenda Sutherland, Human Resources Director
Jaye Monter, Finance Director
Background
The City of Grand Island provides health and dental benefits to its employees. The City
has a partially self-funded plan, meaning that claims are actually paid for by the premium
dollars generated through the plan to a specified limit. The City has paid a third party, in
this case Blue Cross Blue Shield of Nebraska, to administer, pay claims and provide stop
loss coverage.
The City’s current “specific deductible” or stop loss is $150,000 per participant. This
means that the first $150,000 of claims for a plan participant is paid for by the premium
dollars generated and then the reinsurance carrier picks up the claims that go over that
amount. The City’s dental plan is self-funded and the principal is the same as for health
insurance in that the premiums generated pay the claims incurred.
Discussion
The City shopped its health insurance benefit in 2012 and moved to Blue Cross Blue
Shield last October. The discussion before Council tonight is the annual renewal and
proposed plan changes for the 2013-2014 budget year. The dental plan was shopped this
summer and approval to move forward with a new three year agreement is planned for
Council approval before fiscal year end.
The City’s health plan experienced a heavier than usual claims year in 2012-2013, with
claims coming in slightly over projections. If the last two months of the year come in as
currently trending, the City will experience over 6.5 million in medical and dental claims.
Influencing the costs for the City’s health plan for 2013-2014 are the current year’s
higher claims and the impact of the implementation associated with Affordable Care Act.
Grand Island Study Session - 8/13/2013 Page 4 / 43
In an effort to slow down the rising health care costs and still offer employees a quality
health care plan, the following changes are being proposed. The first change will be to
separate the dental plan from the health insurance plan. Currently, medical and dental fall
under the same premium and employees pay 16% of the premium and the City pays 84%.
A 16% contribution by employees is in line with comparability in the array for health
insurance. Dental coverage will now be a voluntary benefit and the proposed percentage
paid by the employee will be 30%.
The next proposed change will come through by offering an alternative plan to our
employees in the form of a Qualified High Deductible Plan. This plan will result in
higher deductibles with first dollar benefits paid by the employee. As an incentive for
employees to consider this plan, no premium increases are proposed. In fact a slight
decrease in premiums will be proposed. In addition, an initial deposit of “seed money”
into an HSA for the employee to partially offset the employee’s liability (higher
deductible) is also proposed.
The last consideration proposed for Council, would be to make this the only option for
newly hired employees who are eligible for coverage starting January 1, 2014.
Conclusion
This item is presented to the City Council in a Study Session to allow for any questions to
be answered and to create a greater understanding of the issue at hand.
It is the intent of City Administration to bring this issue to a future council meeting for
Council approval.
Grand Island Study Session - 8/13/2013 Page 5 / 43
HUMAN
RESOURCES
HEALTH & DENTAL BENEFITS
2013-2014
Budget Foundation
City of Grand Island
Grand Island Study Session - 8/13/2013 Page 6 / 43
HUMAN
RESOURCES
Health and Dental Benefits
Health Insurance Renewal
Plan Changes/Options
Funding
Dental
RFP
3 Year Contract
Independent of the Health Plan
Grand Island Study Session - 8/13/2013 Page 7 / 43
HUMAN
RESOURCES
Health Insurance
Influences on the City Health Plan
High claims year
Current year expenses are expected to come in at around
6.5 million.
Affordable Care Act
According to Blue Cross Blue Shield of Nebraska changes
related to the Affordable Healthcare Act are impacting their
book of business on average between 5% and 8%.
Grand Island Study Session - 8/13/2013 Page 8 / 43
HUMAN
RESOURCES
Health Insurance
Affordable Care Act
Administrative Requirements
Annual fees paid based on the number of plan participants
Transitional Reinsurance fee – exchange
Required notifications
Look back periods to determine qualification for coverage
Grand Island Study Session - 8/13/2013 Page 9 / 43
HUMAN
RESOURCES
Health Insurance
The City’s plan is a partially “self insured” plan
The premium dollars we generate pays the first $150k of
claims on participants.
Reinsurance is purchased to cover claims that go above
$150k
Blue Cross Blue Shield of Nebraska is the plan
administrator
The City pays BCBS to administer the plan (pay claims)
and for reinsurance.
Grand Island Study Session - 8/13/2013 Page 10 / 43
HUMAN
RESOURCES
Health Insurance
Proposed changes for plan year 2013-2014
Move the dental insurance to become a stand alone
voluntary benefit. Employees who elect this benefit will
pay 30% of the premium cost.
Increase the cost of the traditional health plan benefit by
13.5% ($11.66/single/month).
Increase will be closer to 24% ($20.34/single/month) if the
same level of dental is chosen.
Add a more competitively priced Qualified High
Deductible Health Plan with an HSA option.
Grand Island Study Session - 8/13/2013 Page 11 / 43
HUMAN
RESOURCES
Health Insurance
Traditional Plan:
Deductible: $500/$1000
Dr. Office Copay: $35 - $50 Specialist
Drug Copays: $10/$25/$40/$50 + 20% ($100 max.)
Maximum out of pocket (In Network) $1800/$3600
Qualified High Deductible Health Plan
Deductible: $3000/$5500
Maximum out of pocket (In Network) $3000/$5500
Initial seed money into HSA - $1000 single $2000 family
No increase over current premium.
Grand Island Study Session - 8/13/2013 Page 12 / 43
HUMAN
RESOURCES
Dental Benefit
RFP in June 2013
Health Insurance Committee voted to continue with
Delta Dental.
Administrative fees have been reduced per participating
employee
3 year guarantee on fees
Moving the dental plan away from the health plan to better
meet the “affordable” test (9.5% of income).
Grand Island Study Session - 8/13/2013 Page 13 / 43
INSURANCE RESERVE FUND
2013-2014
Budget Foundation
City of Grand Island
Grand Island Study Session - 8/13/2013 Page 14 / 43
Insurance Reserve Fund Cash Balance History
INSURANCE
RESERVE FUND
Worker's General Health
Compensation Insurance Insurance Total
2001 335,688 757,756 1,164,712 2,258,156
2002 1,084,996 2,106,413 1,743,767 4,935,176
2003 775,768 1,611,089 2,205,974 4,592,831
2004 457,017 1,154,362 2,114,029 3,725,408
2005 303,789 868,178 1,937,635 3,109,602
2006 298,980 835,780 2,035,400 3,170,160
2007 446,768 974,238 2,182,393 3,603,399
2008 152,804 1,155,950 3,325,548 4,634,302
2009 643,051 1,064,170 4,458,069 6,165,290
2010 641,851 1,054,640 3,709,934 5,406,425
2011 640,166 994,731 3,471,262 5,106,159
2012 546,282 931,889 2,653,830 4,132,001
Forecast 2013 174,348 869,239 2,246,676 3,290,263
Grand Island Study Session - 8/13/2013 Page 15 / 43
Insurance Reserve Fund Claims/Fees History
INSURANCE
RESERVE FUND
Worker's General Health
Compensation Insurance Insurance Total
2001 383,739 237,766 3,245,260 3,866,765
2002 556,676 217,768 3,532,464 4,306,908
2003 805,300 498,120 4,013,770 5,317,190
2004 866,608 487,151 4,563,349 5,917,108
2005 788,088 844,431 5,128,730 6,761,249
2006 932,689 747,770 5,293,054 6,973,513
2007 830,862 720,426 5,253,165 6,804,453
2008 1,288,451 639,343 4,971,926 6,899,720
2009 706,971 537,705 4,936,346 6,181,022
2010 808,667 428,948 5,725,043 6,962,658
2011 801,442 475,717 5,685,588 6,962,747
2012 904,654 486,638 6,222,776 7,614,068
Forecast 2013 1,215,410 479,098 6,547,213 8,241,721
Grand Island Study Session - 8/13/2013 Page 16 / 43
Health Insurance Cash Reserve
INSURANCE
RESERVE FUND
Forecast Budget
9/30/2013 9/30/2014
Beginning Cash
Balance 9/30/12 2,653,830 2,246,676
Premiums Collected 6,140,059 7,115,708
Payroll Budget
Claims & Fees (6,547,213) (7,011,476)
HSA Seed* (206,750)
Ending Cash Balance 2,246,676 2,144,158
*Based on 25% plan participation
Grand Island Study Session - 8/13/2013 Page 17 / 43
Work Comp Insurance Cash Reserve
INSURANCE
RESERVE FUND
Forecast Budget
9/30/2013 9/30/2014
Beginning Cash
Balance 9/30/12 546,282 174,348
Premiums Collected 843,476 1,300,000
Payroll Budget
Claims & Fees (1,215,410) (1,000,000)
Ending Cash Balance 174,348 474,348
Grand Island Study Session - 8/13/2013 Page 18 / 43
General Insurance Cash Reserve
INSURANCE
RESERVE FUND
Forecast Budget
9/30/2013 9/30/2014
Beginning Cash
Balance 9/30/12 931,889 869,239
Premiums Collected 416,447 459,900
Dept OM Budget
Claims & Fees (479,098) (500,000)
Ending Cash Balance 869,239 829,139
Grand Island Study Session - 8/13/2013 Page 19 / 43
City of Grand Island
Tuesday, August 13, 2013
Study Session
Item -2
2013-2014 Proposed Budget Presentation-FTEs
Staff Contact: Jaye Monter
Grand Island Study Session - 8/13/2013 Page 20 / 43
Council Agenda Memo
From: Jaye Monter, Finance Director
Meeting: August 13, 2013
Subject: 2013-2014 Proposed Budget Presentation-FTEs
Item #’s: 2
Presenter(s): Jaye Monter, Finance Director
Background/Discussion
Tonight’s presentation will focus on understanding the changes related to the Full-Time
Equivalent positions included in the 2013-2014 proposed budget for the City of Grand Island.
Council will be given information to understand our estimated payroll costs and how requests
from departments for changes in FTEs (Full-Time Equivalents) relate to the efficiencies and
continuing growth of each department.
Conclusion
This item is presented to the City Council in a Study Session to allow for any questions to be
answered and to create a greater understanding of the issue at hand.
Grand Island Study Session - 8/13/2013 Page 21 / 43
2014 Budget FTE Requests/Changes
Department/Fund Position Amount FTE
EMERGENCY 126 Senior Public Safety Dispatcher 41,735 0.50
MANAGEMENT Public Safety Dispatcher 64,246 1.00
Public Safety Dispatcher (63,347)(1.00)
215 Senior Public Safety Dispatcher (40,439)(0.50)
Public Safety Dispatcher (64,251)(1.00)
Public Safety Dispatcher 11,804 0.18
Public Safety Dispatcher (19,474)(0.25)
Public Safety Dispatcher 14,140 0.18
216 Public Safety Dispatcher 50,567 0.82
Public Safety Dispatcher 61,218 0.82
Public Safety Dispatcher (56,036)(0.75)
TOTAL EMERGENCY MANAGEMENT:163 0.00
POLICE 123 Police Officers 313,503 5.00
Community Service Officers 63,886 2.00
TOTAL POLICE:377,389 7.00
METROPOLITAN 225 MPO Planning Manager 97,740 1.00
PLANNING ORG TOTAL METROPOLITAN PLANNING:97,740 1.00
PUBLIC WORKS 330 GIS Coordinator 88,144 1.00
Registered Land Surveyor 97,860 1.00
TOTAL PUBLIC WORKS:186,004 2.00
PARKS - HPSP 44801 Office Coordinator 64,739 1.00
Seasonal Worker Customer Service/Facility Operations (9,605)(0.50)
TOTAL PARKS:55,134 0.50
UTILITIES - ELECTRIC 520 Civil Engineer I/II 118,146 1.00
Utilities Electrician 101,424 1.00
TOTAL UTILITIES:219,570 2.00
TOTAL CITY:936,000 12.50
DOLLAR SUMMARY OF 2014 FTE CHANGES
Grand Island Study Session - 8/13/2013 Page 22 / 43
2014 Budget FTE Requests/Changes
GENERAL FUND Amount FTE
Public Safety - Emergency Management 42,634 0.50
Public Works 186,004 2.00
Community Environment & Leisure 55,134 0.50
TOTAL GENERAL FUND WITHOUT LAW ENFORCEMENT 283,772 3.00
Public Safety - Law Enforcement 377,389 7.00
TOTAL GENERAL FUND 661,161 10.00
SPECIAL REVENUE FUND
Emergency Management (42,471)(0.50)
Metropolitan Planning Organization 97,740 1.00
TOTAL SPECIAL REVENUE 55,269 0.50
ENTERPRISE FUND
Electric 219,570 2.00
TOTAL ENTERPRISE FUND 219,570 2.00
TOTAL CITY:936,000 12.50
DOLLAR SUMMARY OF 2014 FTE CHANGES
By Fund-Budget 2013-2014
Grand Island Study Session - 8/13/2013 Page 23 / 43
2014 Budget FTE Requests/Changes
Emergency Management
The following FTE changes need to be made in order to meet budgetary directions of the
Interlocal Committee:
1.Moving 1 FTE from the 215 Fund (E911 Special Revenue Fund) to the General Fund
budget
2.Changing a 75/25 split to 82% in 216 Fund (PSC Wireless Fund) and 18% in 215 Fund
(E911 Special Revenue Fund)
3.Changing 1 FTE currently in the 215 Fund to a 50/50 split with the General Fund
4.Moving 1 FTE from the General Fund to a split of 82% in 216 Fund (PSC Wireless
Fund) and 18% in 215 Fund (E911 Special Revenue Fund)
Jon Rosenlund, Emergency Management Director
Police – Increased Law Enforcement
The City conducted a Public Safety Study in 2012 that identified the need to increase the sworn
strength of the Police Department. The study identified that the Police Department was
understaffed in relation to the demand for services and the ability to provide proactive services in
the City. The study recommended that the Police Department adopt a strategic policing model
and increase sworn officer strength by ten officers. The Police Department prepared a four year
implementation plan to phase in resources and assure that hiring and training standards were
maintained.
The implementation plan identified increasing the sworn strength in the Police Department by
five sworn Police Officer in the 2013/2014 fiscal year. These additional officers will allow the
Police Department to move forward with the implementation of our strategic policing plan.
Three of the new Police Officers will be assigned to the Patrol Division to support the Patrol
teams in carrying out planned proactive operations. One Police Officer will be assigned to the
Crime Prevention Unit to expand crime prevention efforts in conjunction with Patrol operations.
One Police Officer will be assigned to the Training and Personnel Unit to assist in the selection
and training of new officers and to ensure that the Department continues to provide continuing
education to all officers and employees.
The study also recommended that the Police Department have the equivalent of six full time
Community Service Officers assigned to the Patrol Division to support the Department’s efforts
to implement strategic policing in the City. The Community Service Officer resources will
primarily focus on code enforcement issues that create disorder in our neighborhoods.
The implementation plan identified the hiring of two full time Community Service Officers in
the 2013/2014 fiscal year. The two Community Service Officers will enhance code enforcement
in the City and support the Department’s strategic policing efforts to improve the quality of life
in our neighborhoods.
Grand Island Study Session - 8/13/2013 Page 24 / 43
2014 Budget FTE Requests/Changes
Steve Lamken, Police Chief
Metropolitan Planning Organization
The City of Grand Island is in the process of creating the organizational structure necessary to
meet the requirements of a Metropolitan Planning Organization (MPO). An MPO Program
Manager is needed to handle the daily work required of the MPO. Work includes tasks
associated with coordinating and documenting meetings of both the Policy Board and the
Technical Committee, compiling and submitting documentation, assisting with the development
of Requests for Proposals, assisting engineers with various traffic studies, and monitoring
associated traffic and safety projects. This position is fully funded by the MPO and is necessary
to ensure eligibility for MPO funding.
Public Works
As stated several months ago, one of the most important goals for the Department of Public
Works (DPW) is to rebuild the Engineering Division so that it is properly staffed both with the
necessary skill sets and numbers to accomplish the objectives set by the City. There will still be
a need for consultants to provide skills that are not needed as frequently (such as those required
in the dewatering study) and for work exceeding the capacity of staff (it is better from both an
economic and productivity view to never have more staff than required for the continuous work
load). The three basic skill sets missing are Traffic Engineering, Surveying, and GIS. The DPW
Engineering Division is performing work in these areas, but has no one specializing in them
(I.E. Professional Traffic Operations Engineer (PTOE), licensed Land Surveyor (LS), or
Certified and Degreed Geographic Information System Specialist (GIS Specialist)). Note that
there are many other needed skill sets not present (such as structural engineer, geotechnical
engineer, hydraulic engineer, etc.), but the work load for these will remain too small to be cost
effective until the City is much larger; for the next few decades it is more cost effective to
consult these out as needed.
Work in the DPW Engineering Division falls into 3 broad categories:
Support – activities that support the community such as providing the location of a sewer
tap or preparing final documents for permanent storage. These activities are often border
line between sub-professional and clerical, and typically handled by sub-professional
engineering staff in most government operations, though clerical staff often supplements
this effort. This seems to be the area of primary focus for the GI DPW Engineering
Division prior to 2011. Note that occasionally professional or paraprofessional level
skills are required for these tasks.
Study and Design – Developing plans, surveys, Request for Qualifications (RFQ),
Request for Proposals (RFP), Bids, Standards, Studies, and other engineering activities
necessary to produce projects and protect both public and private infrastructure. In
addition to various professional engineering skill sets, CADD, GIS, Survey and other
paraprofessional skill sets are necessary to accomplish the City’s objectives. The lack of
expertise in this area is the primary reason for DPW’s past failures: poor consultant
performance, excessive construction fees, projects designed but not built, poor base and
other materials on streets, poor drainage, inappropriate choice of solutions, etc.
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2014 Budget FTE Requests/Changes
Construction – activities required to continue projects to completion, beginning when the
final design is complete, or after bids are awarded, depending on whether staff or
contractors will complete the work. Poor inspection is responsible for the early failures
of infrastructure, high maintenance frequency and increased repair costs. In some cases
the City has not received what was purchased. Depending on the type of project
professional and/or paraprofessional skill sets are needed, though with proper guidance,
some tasks (such as observation) can be successfully completed by sub-professionals.
Properly staffing the Engineering Division is the best opportunity to correct the problems the
City has experienced, and to reduce total infrastructure related costs. Realization of savings will
be difficult until past deficiencies have been corrected, such as those related to Wastewater or
drainage. Note that fixed cost will increase with staff, but consultant cost will diminish with
their utilization, contractor cost and maintenance/repair cost will diminish with better designs
and closer inspections.
At this time the weakest area in the Engineering Division is data collection and compilation
necessary for proper engineering analysis. The most needed skill set is GIS, which should be
provided by a GIS Specialist responsible for:
Compiling feature/property needs and developing data structures to accommodate them.
Developing data collection contracts to collect data for such things as pavement
management, traffic signs, and drainage.
Acquiring or developing software and reports to support network analysis needed by the
engineers. Note that network analysis is needed to develop system wide plans for
handling traffic flow or creating a series of drainage projects to correct the drainage
without simply moving the problem from one location to another. There will still be a
need for modeling and master plans from consultants (some software and skill sets are
too expensive and or too infrequently needed), but this makes implementation easier, and
a real review of things such as the Summerfield drainage issues or Highway 281
accidents possible.
Ensuring new data is entered as it is available; out of date information leads to poor
decisions.
Interfacing with the Utilities and County GIS staffs to ensure efforts are coordinated and
data validation occurs.
Automating ancillary tasks such as determining where sanitary sewer connections are
located and what fees are associated with connecting.
Surveying is the next most critical missing skill set, and the need will increase if the City decides
to adopt and enforce drainage regulations at the lot or subdivision level. To provide this it is
necessary to establish a Licensed Land Surveyor responsible for:
Completing the surveys necessary for developing projects with staff. A surveyor with
assistance from sub-professional staff will be able to complete many of the surveys
needed for staff designs, but consultants will be needed to handle some when the
workload is excessive. This position will be especially effective for the many small
projects where survey data is needed quickly for studies/designs.
Work is cyclical, so there will be some down time; this will be spent inspecting construction
projects, a function where we are significantly understaffed, and handling some ancillary duties.
Grand Island Study Session - 8/13/2013 Page 26 / 43
2014 Budget FTE Requests/Changes
The quality of inspection services we have received from consultants has been inconsistent, and
has contributed to some failures.
Design usually costs 8% to 12%. Assuming minimal cost, the value for 2012 was $248,000 and
for 2013 is projected to be $290,000, which would have otherwise been contracted. This equates
to saving about four dollars for every dollar spent on the engineer. Note that this accounts for
about half of his time; the remaining effort is spent on more general tasks such as reviewing
subdivisions, developing/revising standards, responding to public requests, etc….
We were able to hire a CADD Operator with good CADD skills, but with a power background
rather than the needed to with road, drainage and pipe design. It usually takes 5 years or so to
become proficient in this area. The expectation is that some savings will be recognized over the
next year, and increase for several years. This position also adds value to the division by
improving the skill level and methodology of other CADD utilizing staff.
2014 Budget Decisions:
Add GIS Specialist
This position is needed for current work. It is possible and cost effective to contract specific
projects, but setting appropriate tasks for such projects and handling the daily and/or urgent tasks
is difficult to contract in this area because the service is not readily available. The position in IT
that was responsible for providing GIS services to DPW was replaced with a different position.
The Utilities Department GIS Technician has been helping DPW get by, but has informed us that
they do not have time to continue, and reminded us that continuing is inappropriate since they
are an enterprise fund. Availability of data is limited, but the cost of the position performing the
full range of duties should be less than the cost of contracting those duties that lend themselves
to contracts.
Add Land Surveyor
This position is needed for current work, but will become essential if drainage regulations are
established. It is relatively easy to contract most of the current needs, though the process makes
quick surveys impossible. The expectation is that there will be some cost savings from
performing many of the project surveys with staff, and that a staff surveyor will allow us to
better respond to the small requests (difficult at this time).
Delay Traffic Engineer
At some point hiring a Traffic Engineer will be recommended. It is not advisable at this time
because:
The Engineering Division cannot handle the effort to integrate this position. Focus needs
to remain on better developing the design function which includes a number of ancillary
tasks (revising standards, developing processes, etc.).
Without an existing traffic unit, establishing the MPO will be work intense, and the
Engineering Division will have to devote significant resources to this.
We may be able to acquire much of the traffic data and analysis as we develop the MPO
documentation.
Grand Island Study Session - 8/13/2013 Page 27 / 43
2014 Budget FTE Requests/Changes
There are two primary factors involved in developing organizations are skill sets and capacity.
As mentioned two years ago, missing skill sets was the most critical issue in the Engineering
Division, and addressing this deficiency has been our main objective. After the missing skills
are filled, capacity should be addressed.
Capacity involves setting the number of staff at a level to handle the minimal work load.
As indicated in the chart of Capital Funding and Expenditures, the workload is too
volatile to determine the minimal workload at this time. Since 2000 Public Works has
been budgeted as much as $12M and spent as little as $0. Additionally, the productivity
of the Engineering Division is still increasing as we set processes and change staff. Once
productivity stabilizes, the City should set a stable level of funding, after which the
optimal level of staffing can be determined.
DPW regularly writes legal descriptions and locates property pins, though there is no
surveyor on staff. This is inappropriate, and there is risk from increased liability and
from increased project cost.
Collect survey information for small drainage related issues that is frequently needed to
determine problems and develop solutions.
Assist with enforcement of drainage regulations (should these be established) by
inspecting subdivisions as they are constructed and lots as grading is complete, and by
performing site inspections in response to drainage complaints.
The final missing skill set needed to complete a small managing municipal engineering group is
that of a certified Professional Traffic Operations Engineer (PTOE). Support from a GIS
Specialist will greatly enhance the effectiveness of this position.
The primary purpose of a PTOE is to perform traffic studies for speed limits, traffic
signs, traffic signals, pedestrian crossings, trails, parking, ADA, and such. These are
necessary to improve safety and efficiency as traffic changes with the City’s growth. The
PTOE would assume the work currently performed by existing engineering staff and be
able to handle larger and more in depth studies. Consultants would still be needed for
large corridor studies where the effort of data collection or of the cost analysis tools are
prohibitive.
The PTOE would provide the traffic analysis necessary for the planning required by the
MPO. Note that communities large enough to become an MPO usually have an
established Traffic Engineering Program which usually assumes primary responsibility
for establishing the MPO, and provides the traffic models and data that allow the MOP
staff to develop the required plans and documents.
The PTOE would be responsible for the geometric studies necessary to prevent and/or
correct issues such as the head to head left turn lanes on Highway 281 that contribute to
collisions.
Once these basic skill sets have been acquired the City will have to decide whether the
Engineering Division should remain a managing group with some production capability, or if it
should be expanded to handle the majority of the design and/or construction projects typically
needed by the City.
Grand Island Study Session - 8/13/2013 Page 28 / 43
2014 Budget FTE Requests/Changes
If the City decides to continue with a managing group, these three positions will be all that is
needed for many years until the City grows to the point of needing more focused experts in areas
such as structures or drainage.
If the City decides to expand the Engineering Division to optimize expenses, some additional
engineers and support staff may be needed. The number depends on the number of projects
desired and funded by the City. The goal will be to have sufficient staff with skill sets to handle
the minimum work load, and to contract the remaining work. Properly managed, this will
maximize the quality and minimize cost.
Adding positions to an engineering group creates a great deal of overhead. Salaries are such that
it is always very difficult and often impossible to higher experts with the desires skills, making it
necessary to train new staff. Training takes time from key staff, reducing productivity. We
cannot expand engineering to the proper staffing immediately; several years are needed to
complete this process. The savings trend will continue to rise, but may drop for a time after each
new hire.
Note that this chart only reflects City funding, and is not inflation adjusted; it should only be
used to illustrate the volatility of funding and productivity.
John Collins, P.E., Grand Island Public Works Director/City Engineer
Grand Island Study Session - 8/13/2013 Page 29 / 43
2014 Budget FTE Requests/Changes
Parks
Heartland Public Shooting Park (HPSP) has outgrown its staffing limitations. We are requesting
to add one full-time office manager position. To add the new position we ask to add 0.50 FTE’s
to the budget. The new FTE’s will be added to 0.50 existing part time FTE’s to create the
position. Considering wage and benefits the additional staff member would add approximately
$40,000 to the existing budget.
HPSP has become one of central Nebraska’s premier recreational attractions hosting numerous
regional and national events such as the Rim Fire Championship, Zombies in the Heartland (The
Pandemic) of 2012, Glock Shooting Sports Foundation Shoot, USPSA Area 3 Pistol
Championship, National 4H Open Youth Invitational, Platte River Charity Shoot to name a few.
HPSP also hosts a number of local charity events that include Hope Harbor, Big Brother Big
Sisters, and local school organizations. HPSP supports area youth by hosting events like Boy
Scouts of America Merit Badge University, Hunters Education Classes, and local high school
trap teams.
Recent financial data shows that the HSPS staff has made significant progress in growing the
customer base and bringing new events to the area. HPSP budgets have trended positively in
recent years. HPSP staff has overreached their capacity to facilitate further growth and keep up
with the demands of the facility.
Adding a full-time office manager will enhance customer service, improve administrative
responsibilities, and most importantly allow the other two full time staff members to focus on
shooting sport venues and foster future growth.
Todd McCoy, Parks Director
Grand Island Study Session - 8/13/2013 Page 30 / 43
2014 Budget FTE Requests/Changes
Utilities
The Engineering Division currently has 28 electric and 22 water distribution projects in progress.
The Division does not currently have a licensed engineer on staff for engineering oversight for
these projects. This function is supported by licenses engineers from other divisions or by
outside engineering firms and approximately $238,000 was spent in 2012-13 for outside
consulting services for projects. In addition, Division assignments for maintaining and
developing GIS infrastructure and web information systems for the City is increasing and will
continue to increase with acquisition of new software management systems. The new
engineering position would provide oversight of the current engineering technician staff work
activities, develop and manage new computer and web based engineering and information
systems, and provide associated staff training. If this new position is not available, outside
consultants will continue to be utilized.
Currently, the Production Division has one Utilities Electrician on staff. This position was
created in 1982 at the time of the PGS initial operation. The plant management work scheduling
system indicates approximately an 840 man-hour backlog for electrician work assignments, with
additional electrical and emission monitoring equipment testing to be required by regulatory
requirements. Other staff positions that have been used to assist the electrician work activities in
the past are developing similar work backlogs and will not be available for future support. If
additional staff is not available, the Production Division will need to hire outside contractors to
perform work at an estimated annual cost of approximately $220,000 based on quotations
received by the suppliers of these systems.
Tim Luchsinger, Utilities Director
Grand Island Study Session - 8/13/2013 Page 31 / 43
PROPOSED NEW FULL TIME
EQUIVALENT POSITIONS
2013-2014
Budget Foundation
City of Grand Island
Grand Island Study Session - 8/13/2013 Page 32 / 43
2014 Payroll Budget Assumptions
Based on new array
– Fraternal Order of Police
– Non-Union Employees
Based on existing contracts
2.5% increase – International Association of Firefighters
1.5% increase – American Federation of State, City, and
Municipal Employees
2.75% increase – all IBEW Unions (Service Clerical, Finance,
Utilities, and WWTP)
Grand Island Study Session - 8/13/2013 Page 33 / 43
Dollar Summary of 2014 FTE Changes
Department/Fund Position Amount FTE
EMERGENCY MANAGEMENT 126 Senior Public Safety Dispatcher 41,735 0.50
Public Safety Dispatcher 64,246 1.00
Public Safety Dispatcher (63,347)(1.00)
215 Senior Public Safety Dispatcher (40,439)(0.50)
Public Safety Dispatcher (64,251)(1.00)
Public Safety Dispatcher 11,804 0.18
Public Safety Dispatcher (19,474)(0.25)
Public Safety Dispatcher 14,140 0.18
216 Public Safety Dispatcher 50,567 0.82
Public Safety Dispatcher 61,218 0.82
Public Safety Dispatcher (56,036)(0.75)
TOTAL EMERGENCY MANAGEMENT:163 0.00
POLICE 123 Police Officers 313,503 5.00
Community Service Officers 63,886 2.00
TOTAL POLICE:377,389 7.00
METROPOLITAN PLANNING ORG 225 MPO Planning Manager 97,740 1.00
TOTAL METROPOLITAN PLANNING:97,740 1.00
PUBLIC WORKS 330 GIS Coordinator 88,144 1.00
Registered Land Surveyor 97,860 1.00
TOTAL PUBLIC WORKS:186,004 2.00
PARKS - HPSP 44801 Office Coordinator 64,739 1.00
Seasonal Worker Customer Service/Facility Operations (9,605)(0.50)
TOTAL PARKS:55,134 0.50
UTILITIES - ELECTRIC 520 Civil Engineer I/II 118,146 1.00
Utilities Electrician 101,424 1.00
TOTAL UTILITIES:219,570 2.00
TOTAL CITY:936,000 12.50
Grand Island Study Session - 8/13/2013 Page 34 / 43
Dollar Summary of 2014 FTE Changes
GENERAL FUND Amount FTE
Public Safety - Emergency Management 42,634 0.50
Public Works 186,004 2.00
Community Environment & Leisure 55,134 0.50
TOTAL GENERAL FUND WITHOUT LAW ENFORCEMENT 283,772 3.00
Public Safety - Law Enforcement 377,389 7.00
TOTAL GENERAL FUND 661,161 10.00
SPECIAL REVENUE FUND
Emergency Management (42,471)(0.50)
Metropolitan Planning Organization 97,740 1.00
TOTAL SPECIAL REVENUE 55,269 0.50
ENTERPRISE FUND
Electric 219,570 2.00
TOTAL ENTERPRISE FUND 219,570 2.00
TOTAL CITY:936,000 12.50
Grand Island Study Session - 8/13/2013 Page 35 / 43
Full Time Equivalents
Total
2009 Budget 359.197 359.197
2010 Budget 371.697
2011 Budget 346.563
2012 Budget 342.488
2013 Budget 350.988
Police 6.000 (8.552) (0.625) 9.000 7.000 12.823
Fire 4.000 (6.000) - - - (2.000)
Emergency
Mgmt 1.500 (1.000) (0.500) (0.500) 0.500 -
Building Insp 1.000 - - - - 1.000
Finance - (1.500) (0.250) - - (1.750)
Public Works - (4.000) (1.000) - 2.000 (3.000)
Library - (2.792) (1.000) - - (3.792)
Parks - (1.140) (0.700) - 0.500 (1.340)
Administration - (0.150) - - - (0.150)
2010 Budget 371.697
2011 Budget 346.563
2012 Budget 342.488
2013 Budget 350.988
2014 Budget 360.988 360.988
Grand Island Study Session - 8/13/2013 Page 36 / 43
Grand Island Study Session - 8/13/2013 Page 37 / 43
2014 Budget FTE Requests/Changes
Emergency Management
The following FTE changes need to be made in order to meet budgetary
directions of the Interlocal Committee:
Moving 1 FTE from the 215 Fund (E911 Special Revenue Fund) to the
General Fund budget
Changing a 75/25 split to 82% in 216 Fund (PSC Wireless Fund) and 18% in
215 Fund (E911 Special Revenue Fund)
Changing 1 FTE currently in the 215 Fund to a 50/50 split with the General
Fund
Moving 1 FTE from the General Fund to a split of 82% in 216 Fund (PSC
Wireless Fund) and 18% in 215 Fund (E911 Special Revenue Fund)
Jon Rosenlund, Emergency Management Director
Grand Island Study Session - 8/13/2013 Page 38 / 43
2014 Budget FTE Requests/Changes
Police – Increased Law Enforcement
According to the ICMA Public Safety Study, the Police Department is understaffed in
its ability to respond and protect our community members. The Police Department
prepared a 4 year plan that is now in progress. Additional officers will allow the Police
Department to lower crime and implement its strategic policing plan.
Adding 3 FTEs as new officers to be assigned to the Patrol Division to support the
patrol teams in carrying out planned proactive operations
Adding 1 FTE as a new officer to be assigned to the Crime Prevention Unit to expand
crime prevention efforts in conjunction with patrol operations
Adding 1 FTE as a new officer to be assigned to the Training and Personnel Unit to
assist in selection and training of new officers
Adding 2 FTEs as new Community Service Officers to enhance code enforcement in
the city and focus on issues that create disorder in neighborhoods
Steve Lamken, Police Chief
Grand Island Study Session - 8/13/2013 Page 39 / 43
2014 Budget FTE Requests/Changes
Metropolitan Planning Organization (MPO)
The City of Grand Island is in the process of creating the organizational
structure necessary to meet the requirements of a MPO. The following
position is fully funded by the MPO and is necessary to ensure
eligibility for future funding:
Adding 1 FTE as MPO Planning Manager. Work includes tasks
associated with coordinating and documenting meetings of the Policy
Board and Technical Committee, compiling and submitting
documentation, assisting with the development of Requests for
Proposals, assisting engineers with various traffic studies and
monitoring associated traffic and safety projects.
Grand Island Study Session - 8/13/2013 Page 40 / 43
2014 Budget FTE Requests/Changes
Public Works
The Engineering Division needs more technically trained and specialized
expertise in two positions in order to meet department workload
responsibilities.
Adding 1 FTE as Geographic Information System (GIS) Coordinator. This
position will assist with asset management, mapping of infrastructure, and the
department website.
Adding 1 FTE as Registered Land Surveyor. This position is for a licensed
land surveyor and will establish right-of-way, write legal descriptions, and
perform survey work on City projects.
John Collins, Public Works Director
Grand Island Study Session - 8/13/2013 Page 41 / 43
2014 Budget FTE Requests/Changes
Parks
Heartland Public Shoot Park (HPSP) is one of Central Nebraska’s unique
premier recreational attractions. It boosts the local economy by hosting
numerous regional and national events, local charity events, local youth events,
and numerous high school teams. The customer base and number of events has
grown significantly while staff has remained the same. The HPSP staff has
overreached its capacity to meet current demand and to facilitate future growth.
Without more staffing, it success will be jeopardized. Overall, the position will
add 0.50 FTE’s to the budget because of a 0.50 decrease in Seasonal Workers.
Adding 1 FTE as Heartland Public Shooting Park Office Manager. This
position will enhance customer service, improve completion of administrative
responsibilities, and allow other staff to focus on shooting sport events to foster
future growth.
Todd McCoy, Parks Director
Grand Island Study Session - 8/13/2013 Page 42 / 43
2014 Budget FTE Requests/Changes
Utilities
The Engineering Division does not currently have a licensed engineer to oversee projects.
This function is currently being filled by engineers from other divisions and outside firms,
costing approximately $238,000 in 2012-2013.
Adding 1 FTE as Civil Engineer. This position would provide oversight of the current
engineering technician staff work activities, develop and manage new computer and web-
based engineering and information systems, and provide associated staff training.
The Production Division currently has one electrician. The plant management work
scheduling system indicates an 840 man-hour backlog for electrician work assignments. Staff
positions that have been used to assist the electrician in the past are developing backlogs as
well and will not be available to assist. Without this additional staff member, outside
contractors will have to be hired, costing approximately $220,000.
2. Adding 1 FTE as Utilities Electrician
Tim Luchsinger, Utilities Director
Grand Island Study Session - 8/13/2013 Page 43 / 43