President of Council Kathy McNear called Council to order on October 18, 2000 at 7:15 p.m.
The governmental body and those in attendance recited the pledge of allegiance. Mr. Knox gave the invocation.
Mr. Knox took roll call. Present were Council members Danbury, Galster, Pollitt, Squires, Vanover, Wilson and McNear.
The minutes of October 4, 2000 were approved with seven affirmative votes.
Presentation of Performance Management Ė Jerry Newfarmer, Management Partners
Mr. Osborn said for several years we have been integrating strategic planning into our budget process. Each year we have tried to become more sophisticated in how we do that. As Iíve suggested in previous presentations we want to get to the point where we can do some sort of performance measurement as part of the process. Whenever I attended an ICMA presentation on performance measurement in the public sector, it seemed like it was being given by Mr. Newfarmer or one of his associates with Management Partners so it seemed like a natural fit when bringing in outside assistance. I have know Jerry a long time. He was the Assistant City Manager in Oakland, California; then City Manager in Fresno and St. Jose, California; served a stint as president of the San Francisco Chamber of Commerce and then as City Manager for Cincinnati. After Cincinnati I think he felt he had experienced everything there was to experience in the public sector and decided to share his knowledge with the rest of us. Itís with great pleasure that I introduce Mr. Newfarmer this evening.
Mr. Newfarmer said it is a pleasure to be here tonight. We have had the pleasure of working with your staff the last several months in moving their management up a notch. We have been asked to report to you tonight on that work and give you a little bit of background.
Mr. Newfarmer said there are two types of work. Programs are an on-going service that is regularly provided to citizens or internal customers, week in and week out, whether by employees or by contract. That is the bulk of the work. Projects are a discreet item of work that you plan to do because you are going to make the world better. Project work is each unique. It has its own timelines and milestones and very often its own budget. Mr. Newfarmer showed examples of each.
Mr. Newfarmer said everyone has projects. Every manager has projects. When Mr. Osborn sits down with the managers and does a work plan, the work plan is composed 90% of projects. When Council has policy deliberations as part of the budget process, commonly what you will focus on is projects rather than programs. The staff knows that 90% of their people work on programs. Projects exist to improve the city, or the efficiency or effectiveness of city programs. Program performance measures ultimately tell how success you re with both project and program execution. All of these management tools fit together in a conscience way. Performance management fits with strategic planning, budgeting and other types of planning tools.
To implement a performance management system the first thing to do is to define the program. The way we define programs is to look at a group of employees who work together to provide a service to an identified group of customers. Then we look at how we are going to measure the results. Did the program accomplish what you wanted to happen? Managers have measured stuff forever. What is different is doing it systematically and looking at outcome results as well as the more traditional efficiency measures. Then you do a pilot test and later use the data to identify improvement opportunities.
Mr. Newfarmer said the development of measures is an iterative process. We work with clients to help develop performance measures. We apply our standard template of measures looking for efficiency and effectiveness measures. Then we look at what data is available with respect to those measures. Frequently the measures we think up we are not collecting information about. Some outcome results measures require surveying residents or customers of the process to see what they think about the quality of your work. The measures used by managers for operational management are more detailed than those used by the Council as a policy-making tool.
Mr. Newfarmer stated that measures should focus on important results, be decided ahead of time, be comparable, should endure the test of time, and programs, not bureaucracies should be measured. There are two kinds of things we want to measure. Does the organization perform efficiently and is it effective? We compare productivity with input dollars. The second thing we are looking for is, is the program accomplishing the results for which it was established. You can be efficient as you want to be but if you are not accomplishing the results for which the program was funded or created, then you are wasting your efficient dollars. Effectiveness measures the quality of work, cycle time and customer satisfaction. In public service measuring the quality of the work is more difficult. Some things we do have standards that are established.
Mr. Newfarmer said the primary outcome measure for a service business is customer satisfaction. The way you learn about customer satisfaction is to ask them Ė by opinion surveys and user feedback. Success depends on leadership, creating a safe learning environment and time to mature.
Mr. Danbury said currently we are in the midst of a leaf pick up project that will hopefully become a program. Council and Administration is recommending that we look at this as a one year test in certain areas, and possibly go to other areas. Would your recommendation, due to the fact that to measure the quality, cycle time and customer satisfaction, to make a final decision the first year, or would you consider that we look at it over a two-three year period because this involves a lot of our personnel and a major capital expense?
Mr. Newfarmer replied when you are looking at a pilot it is also a program but I would treat it as a project because you want to see what the results are. One of the things you are going to look for is cost benefit. You will have estimates on the front end but if you actually do it, then you can measure the results and complete the analysis. You also may decide to do some customer satisfaction polling. Is it a service that is valued and how did people feel about how you did it. I would treat that as a project, do it once and then apply the tests I thought of in advance and see what kind of evaluation we had. Then I would decide if we know enough to take it city-wide as a service or do we need to test it another year. If the decision is to do it no more, then you might want to test it for a second year. Chances are high that after a first go around you probably will know enough to not have to have that second test. I donít know anything at all about this idea and implementation in Springdale and would be reluctant to go much further than a speculative answer to your question.
Mr. Newfarmer continued there are three things essential to success: leadership, creating a safe learning environment and time to mature. Public employees self select into public service because itís a secure, safe line of work where jobs arenít always in danger. When you propose to a workforce like that, that you are going to start measuring their work, people get apprehensive about that at all levels. Itís important that you create a safe learning environment. When evaluating results you want to do that in a way that is focused on improvement, not blame throwing.
Mr. Newfarmer explained that a pilot program was done in the Public Works Department. The two programs were the street program and fleet and equipment management. Each program has goals and objectives that we are measuring the results for. (Mr. Newfarmer showed charts outlining the objective and performance measures of the programs.) These measures are designed to give you measures on both efficiency and effectiveness of the programs. This set of measures by itself isnít helpful because there is no point of comparison. Using performance measurement effectively requires that you measure and that you take the data that you measured and compare it to something so that you get some frame of reference. There are two types of comparison. One is internal, against yourself year to year to year. A second point of comparison is external measures; to take your data from your work and compare it with other service providers doing the same or analogous work. The immediate uses of performance measurement are to clarify organizational focus, establish organizational accountability, communication about organizational work performance, work planning and continuous improvement. The longer term uses of performance management are budget decision-making, program evaluation, benchmarking, strategic planning and communication with citizens. Communication with citizens doesnít get the attention it should. Sometimes there is a flap and it receives a lot of notoriety. All the public sees is the flap and not the whole context of what weíre doing. Benchmarking is relatively new innovation and itís only been in the last three years that weíve been working at translating that concept into public management. Itís an enormously powerful learning device. If you can train your employees in how to do analysis, how to measure, and then take them on the road so they can see other service providers, you can learn from that.
Mr. Newfarmer said there are two kinds of levels of results. They ought to be integrated and they should be transparent. As policy makers you need to know one or two key output measures for each program that you can use to evaluate whether that program is accomplishing what you intend as policy makers. You donít need all the detail. Conversely, at the staff level they want you to see everything because thatís their life. Itís important for them to know that the measurements you are looking at come out of their system.
Mr. Osborn said David Butsch is here this evening and he is the one who has experienced the most intense training on this. We have done more than just a paper review of this topic. We have engaged the consultant to come in and train our department directors and their subordinates down through sergeants in the Police Department and crew leaders in Public Works. We reached down in the organization to the lowest level of supervision in the department and put all of our supervisors through familiarization training on this topic. Part of that is to address the issue that Jerry touched on, the fear of somebody measuring my work. Weíre measuring a system, not an individual. If anybody should be concerned about the results of this exercise, it should be the people at the top end of the pyramid rather than the people in the field doing the work. If the system is not working effectively, itís not their fault. Itís our fault. Weíve tried to give them familiarization with this topic. The consultant has also worked with the leadership in each department on writing our goals and objectives. The idea was to re-orient their thinking in terms of how we structure our strategic planning to incorporate this concept of programs.
Mr. Butsch said it was a learning experience. Our department probably has an inordinate amount of data. I think you have seen Bobís annual reports in the past. They do contain a lot of information. They were usable for us but to measure different programs put a different light in it for us. We did find some deficiencies on how we collect our data and how we can segregate it a little better to be able to compare it to other cities. Part of our budget is actually purchasing software that will track our work orders and inventory and group them together. Our leaf program is currently a project but it could become a program. We will have a way of measuring the hours put in, material and equipment. Itís been a learning experience and I think itís made it a little easier in setting our goals and objectives. I had trouble with the idea that the first few years we would be collecting the data to create the benchmark. Some of the ideas we did have information on, how long our work orders take for our mechanics, the average dollar amount, are things we can compare now with our 2000 data and hopefully with our 2001, we can start to see a connection between the two.
Mrs. McNear asked did you notice a change in the reluctance of the employees to participate from the beginning to the end?
Mr. Butsch replied not so much with the guys because we collected the data really unbeknownst to them. The crew leaders questioned whether it lied on them or us. Is it something Cecil and the Mayor are going to look at? Are they going to measure us or are they going to measure the individual? As Cecil and Mr. Newfarmer and his staff pointed out, thatís something weíre not going to do.
Mr. Danbury said when you look at all the departments we have so many that are interdependent upon each other. Street surfacing affects our Police Department as well. Are you trying to incorporate that?
Mr. Osborn responded if you are looking for an example where you put a multi-departmental cost into a program, I canít give you one off the top of my head. We are looking more at programs within departments and we are looking at developing the same expertise in additional departments. One that will probably be considered for next year is the Fire Department. The Fire Department is currently participating in a best practices program with a number of other jurisdictions in Hamilton County. In fact, Management Partners is the consultant helping that group. The next evolution is to bring more departments up to the level that Public Works has reached. This is not something we can sit back on after our first effort and say weíre on our way. Itís a far more complex process. We have to shake out those measures that mean something to us and those measures that really help us in making decisions. The overall immediate benefit is that very point Mr. Newfarmer made and later; in a different way, David made the same point. David said this has helped them with their goals and objectives because up until now goals and objectives were esoteric. Now that we are talking about programs and know what we want to accomplish and why we are doing this program, and what the end results are supposed to be, that makes it much more meaningful to them. This is going to be an on-going growth experience for the whole city.
COMMITTEE AND OFFICIAL REPORTS
Civil Service Commission Ė Mr. Coleman said the Civil Service Commission conducted the patrol officerís test on October 4. There were 134 candidates for the test. The fire fighter test was given October 12. There were 162 candidates for that test. There were excellent candidates in both groups. The Civil Service Commission met on Friday, October 13 to review the new revised Civil Service Rules and Regulations. Throughout the years changes have been made and they have been incorporated into the new edition.
Rules and Laws - no report
Public Relations - no report
Public Health, Safety & Welfare - no report
Public Works - Mr. Wilson reported that all areas of the 2000 street program are completed including Heritage Hill, Kemper Road, and Tri-County Parkway. The work is being reviewed and a punch list will be compiled by late October. The majority of the 2001 street program will consist of the remainder of the Heritage Hill subdivision being completed which is a total curb replacement and resurfacing.
Public Utilities - no report
Capital Improvements - Mr. Danbury said the Stage 3 review comments of the SR 747 grade separation have been addressed and final plans will be submitted next week. The project is scheduled for right-of-way acquisition in 2001 with a utility relocation in the fall. The Phase I East Kemper Road improvements at SR 747 should be completed in October.
Mr. Danbury said the Community Center is coming closer and closer. Unfortunately, some of the problems we have are that we just canít get the workers to come in and do it. I would encourage Council to take a tour. The citizens are going to be very happy with what we have. We are currently finishing up some of the painting. The locker rooms are just about done. They have some of the games in the game room; equipment in the exercise room. The running track is done and they are putting fencing around the top. The floor is in. There is an insignia out there that is very impressive. They will be installing some of the portable chairs where people can sit down. The offices are almost done. The area that was damaged by fire has the drywall up and looks like it is almost done. It appears from first glance that it is 80% done. Some of the carpeting is still being applied. There is still work to be done on the tile as you walk into the main entranceway. That is absolutely gorgeous. Hopefully the center will be open the first week or two of November. The staff is excited about it. They would like to get their offices situated a week before the grand opening
Mr. Danbury continued a meeting is scheduled for October 23 to discuss the Walnut and Pear Street improvements. This will be in construction next summer and they will do the bid process in January.
Ms. Pollitt asked could you explain what they are doing at Princeton Plaza?
Mr. Danbury replied thatís a retaining wall.
Finance Committee - no report
Planning Commission Ė Mr. Galster stated Sofa Express requested a modification to the final site plan. They had a lot of different changes they wanted to make, everything from the appearance of the building on the side that is facing the right-of-way, a lot of landscaping changes as cost cutting moves, etc. There were a lot of modifications that allowed landscape materials to be replaced with materials that would be more appropriate for the situation or where it was planted. The other major improvements were not approved.
Dr. Fogelís dentistry office, 11550 Springfield Pike, requested concept discussion to expand their building twenty-five feet to the back and ten feet to the south. Anybody who is familiar with the businesses on Rt. 4 knows that parking is a major issue. There just is no place for them to go. If they want to expand they will have to go up.
Mr. Galster said the next request was to divide Pictoria Island to separate out the first office building and parking garage. That was approved 7-0.
Mr. Galster continued Donatoís Pizza, 810 Kemper Commons, was looking to change that building to a pizzeria and that was approved 7-0.
Board of Zoning Appeals Ė Mr. Squires said S & J Properties, 492 West Sharon Road requested a variance to allow them to subdivide the existing property at 411 Grandin Avenue to create a single-family lot. We had to table that because there was no representation. The Art Institute of Cincinnati, 1171 East Kemper Road wanted a variance to allow them to install some permanent banners on the front of their building. That was also tabled because of no representation. David L. Jones, 795 Tivoli Lane, requested a variance to allow him to renew a variance that had been granted to him earlier to allow him to park his camping trailer on his driveway for three months of the year. That was tabled pending some cooperation with neighbors as to landscaping of the driveway. Walgreenís, 385 Northland Boulevard, requested a forty foot trailer to be installed near their drive thru area to store their Christmas merchandise for their Christmas sales. From a standpoint of safety and fire we modified the variance to allow them to use a twenty foot trailer that has to be moved by December 30. That vote was 5-2. Anne McBride, City Planner gave us a very good seminar on the criteria for findings on Boards of Zoning Appeals.
Board of Health Ė Ms. Pollitt said flu shots will be available Friday, November 10 from 9 a.m. to 12 p.m. and 1:30 p.m. to 4:30 p.m. and also the first and third Wednesdays starting November 15. If you have any questions you can call the Board of Health. They are a little late this year but that is because the supply has not been available from the pharmaceutical companies. The Health Department is considering a walking program for employees. Nurse Messer is looking into that for us.
Mr. Squires asked is there a charge for the flu shots? Ms. Pollitt replied no.
O-K-I - no report
Mayorís Report Ė Mayor Webster asked Dave Butsch to give a report on the leaf pickup program.
Mr. Butsch said this is another learning process for our department. Instead of purchasing leaf boxes, we actually constructed two very large leaf boxes. If youíve ever seen anyone picking up leaves they always have dust coming off the top. You try to cap the dust down and filter it pretty fine and in the process you clog it up so you have to let some go by. For our screens we used the tarps we used to haul debris. They are heavy-duty nylon tarps that are mesh. They have worked very well in the boxes and the machines are extraordinary. They are a lot better than the ones I used a long time ago. We started Monday and put in about half a day after we worked out the bugs. The trucks hold approximately 16.5 yards. We filled up one on Monday and again Tuesday and a half load today to finish the Terrace. We have been posting no parking signs and have only had a few cars in the way. The only negative is that Charlie and I interviewed two people from the temporary service on Friday and chose one. Monday he didnít show up. Josh Boltz, who has been with us since 1995 during the summer has stayed on and he was able to pick up one of the part-time positions. We are utilizing the three people and itís working out. We have interviews scheduled again in the morning to see if we can get them set up for Friday or Monday. The first week was a success.
Ms. Pollitt asked if there was a lot of participation in getting the leaves out.
Mr. Butsch replied yes. The residents did an outstanding job. They raked them between the sidewalk and curb and so far it has worked out perfect.
Ms. Pollitt asked how close can you get with your hoses?
Mr. Butsch responded the biggest concern we had was the top of the truck and getting underneath the trees. We get as close as we can to the curb line which is approximately two feet away. Then the hose can get in another two feet.
Mr. Vanover said since youíre here, Dave, Iíve gotten nothing but accolades on the street resurfacing in Heritage Hills. Everybody has been complimentary on both the contractorís work and also with Tim Greenís presence out there and the ability to shift gears when we need to. The final product is very impressive. The rejuvenator they put down has made the curb look covered in mud.
Mr. Butsch said when they spray the rejuvenator down, which replenishes some of the oils that burned out in the process of heating the asphalt, itís a side effect. It will wear off. They put sand down to keep it from tracking but in the process, it tracks it to the curb line, and thatís what you see.
Mr. Knox asked have we had any complaints about the restriction on parking.
Mr. Butsch replied no.
Mayor Webster read an invitation: "We live in deeds, not in years. Please join us in a dedication service in memory of Charles W. Lindner on Sunday, October 22, 2000 at 2 p.m. The family will be presenting to the City of Springdale a bronze sundial honoring Chuckís contribution in service to the City. The dedication will take place at the landscape area located on Springfield Pike just north of the Springdale Municipal Building. Parking is available at the Municipal Building, 11700 Springfield Pike. A reception will be held at the Municipal Building in the rotunda following the dedication. TheLindner Family"
Mayor Webster continued at the next meeting we would like to have the swearing in of newly promoted Lieutenant Neumann and Sergeant Ture.
Mayor Webster stated the debris removal program is nearing 300 pickups for the year. I would like to share with Council a way the City is using technology to help our communications. We have had several dog bites in the City this year. Until recently the officer responding to the dog bite was not aware of the history of the dog and whether it had bitten someone before. Now whenever a dog bite is reported to the City it is logged into a dog bite file and it also indicates whether the dog is a pit bull. Now when an officer gets a call for a dog bite he can call up this file and see whether he is responding to a viscious dog who has bitten before or if it is a pit bull.
Mayor Webster asked for contract renewal for the magistrate, prosecutor and hopefully for the public defender. We need these in place for December 1.
Clerk of Council/Finance Director - no report
Administratorís Report Ė Mr. Osborn said before I begin my report I just want to give you a little background on Davidís day today. I think it is pretty exemplary of the type of people we have working for us, the supervisors and department directors we have and the way they approach their jobs. Today David left work to run home and change clothes so he could run down to the university to take his evening classes, to be back out here by 7:00 for this presentation, so he could get home by 9:00 for his on-line course. David, we really appreciate you helping out this evening. You probably didnít even have dinner. We really appreciate everything youíve done in this performance measurement exercise youíve been doing. It is scary to be the first. You have done a very good job of dealing with all the unknowns youíve had to face. I congratulate you on the job youíve done.
Mr. Osborn said Iíd like to cover the closure of the grade crossing at SR 747. The railroad determines when itís going to make such a repair and they tell us if they are going to close the entire crossing or just part of it. We have no say in it or any influence over how and when itís done. We received word from CSX that they are going to close the crossing on SR 747 on October 23 and the closure is projected to last three days. We are telling the public four days and are preparing for five. Itís going to be closed for however long it takes them to get finished. While it is their project and they decide how it is done, we are the ones responsible for the maintenance of traffic. Weíve done this before so we have a fairly good routine in place to accomplish it. Iím passing to you a copy of the memo from David Butsch outlining the work that his department is doing in setting the detour materials and also attached to that is a letter to the businesses in the Springdale Corridor on SR 747, issued by Lieutenant Mathis who has been assigned this project for the Police Department. In addition to letters to businesses in Springdale, Lieutenant Mathis has also been in contact with Butler County, West Chester Township Chamber of Commerce and the West Chester Township. He also delivered a letter to about twenty of the trucking establishments in Butler County. We also notified the media and the detours will be marked starting over the weekend. There will be four electronic message boards. We anticipate that we will receive additional coverage by ARTIMIS. We are asking everyone to bear with us and we had hoped that we wouldnít have to do this again with the grade separation project starting next year but apparently the safety conditions were such that CSX decided they couldnít wait that long. The local detour will be Progress Place to Centron to Crescentville, but in truth, we recognize that will not accommodate the volume of traffic that would otherwise be using SR 747 and in a letter to the businesses and an announcement to the media we are encouraging people to seek alternative routes such as Rt. 4.
Mr. Osborn said in September we issued $2.9 million worth of bonds for Phase I. In the aftermath of all the paperwork we discovered that the interest rate on the $2 million note retired in September, $75,366, had not been included in the calculation of the bond requirement. This was a miscommunication between us and the Bond Counsel. To correct the situation we are going to issue a supplemental indenture agreement. Because we are in the same calendar year as the original issuance this is a fairly simple exercise. We will require legislation at the next Council meeting. The ultimate amount of this supplemental indenture will be around $90,000 because we will also use this opportunity to cover some Phase I legal expenses that did not get factored in; that had not been billed by the time the bonds were issued. The developer has agreed with the process and has indicated that the same parties are interested in picking up the bonds.
Mr. Osborn stated another item that will require your consideration is an ordinance authorizing the agreement with the Ohio Department of Transportation for the Sharon Road bikeway. You may recall that we received $85,948 in transportation enhancement program funding for the bikeway project on Sharon Road. The total cost is $107,435. In order to move this project forward we need to enter into a formal agreement with ODOT and we will have to bring legislation before you on November 1.
Mr. Osborn said another item that will require legislation at the next meeting involves the funding application for the grade separation project. Eight years ago we had a cost estimate on this project of $7.8 million. We applied for and received 100% funding through the Ohio Department of Transportation and the Federal Highway Administration. Over a period of eight years as more detail work could be accomplished on the design of the project, we have reached a point where we have a final cost estimate and that cost estimate is $9.7 million so we have a delta of about $2 million. While we knew that the program in place was probably locked out we wanted to see if there were other sources of funding that we might be able to tap. Fortunately for us there is a new program that just opened up called the Railroad Grade Crossing Program. Itís specifically intended for grade separation projects or major grade crossing improvements. We are optimistic that we will have some success with this program. The deadline for application under the program is November 20. Weíd like to bring legislation in November 1 authorizing that agreement. This project is presently scheduled to be funded 100% by the state and federal governments but it should be pointed out that the City has borne 100% of the $800,000 in professional fees that have gone into this program so far. In addition we would be responsible for 20% of the right-of-way costs.
Mr. Osborn continued Iíd like to ask for legislation at the next meeting for our phone system. In September we adopted Ordinance No. 68-2000 that was intended to help us upgrade and reconfigure and modernize our phone system. We found out, after the legislation was executed but before we entered into a contract, that there had been a major design error on the part of the customer representative for Cincinnati Bell. That problem is almost completely resolved now. There are still two issues outstanding but we should have a revised proposal to us next week. I anticipate that we will still see the same cost benefit arrangement as we would have from the other but I still donít know the final numbers yet. I am pleased with Cincinnati Bellís reaction to the situation. We rushed this to you and asked your indulgence and cooperation and you gave it. We then tried to implement it and found out we canít because the person putting the proposal together had misinterpreted what we had in the field and what the system they were proposing would accomplish. That was very frustrating for us and we advised Cincinnati Bell of the fact. They have shown us the highest level of assistance in trying to correct this situation. At our most recent meeting we had our new customer service representative, the regional manager for customer service, the individual responsible for the technical consultation and the field representative. They did really express their concern and their apology for the experience we had. It is not a disadvantage for us. We found that some of the steps we were taking in leading up to the original change dovetails with where we can go with them. While there is a bit of a timing issue we have to work on, I think they have convinced us that they can accomplish it. The critical point is getting phone service into the Community Center. We have a fall back plan where they can wire in the existing system for us on a temporary basis if it comes to that but the goal is to have the new phone system operating by the middle of November. Unfortunately, I will have to ask Council to consider new legislation replacing the one you considered in September.
Mr. Osborn said we are fortunate enough to receive $294,000 in transportation enhancement program funding for the Springdale Pike street program. That project is currently budgeted at $400,000 on the five year budget so we have $100,000 in local funding. That is subject to changes because we may want to make scoping changes in the project as we get into it a little more. We first need to engage CDS to do the design work on that. We have asked for their proposal and hope to have that before you in the form or legislation at the November 1 meeting.
Mr. Osborn reported we have completed the five year budget and we intend to distribute it to the Finance Committee this evening. We would like the Finance Committee to stick around after the meeting so we can pick a date for the meeting.
Community Center Update - no report
Law Directorís Report - no report
Engineerís Report - no report
COMMUNICATIONS - none
COMMUNICATIONS FROM THE AUDIENCE - none
ORDINANCE NO. 76-2000"AMENDING THE CODE OF ORDINANCES OF THE CITY OF SPRINGDALE, OHIO, BY THE ADOPTION OF NEW ORDINANCES AND THE AMENDMENT OF EXISTING ORDINANCES FOR THE PURPOSE OF CONFORMING THE SPRINGDALE CODE TO NEW AND AMENDED SECTIONS OF THE OHIO REVISED CODE"
Mr. Danbury made a motion to read by title only and Mr. Vanover seconded. The motion passed with seven affirmative votes.
Mr. Danbury said the reason I made this motion is because I donít think even a lawyer would understand this. It is a page and half of nothing but subsections and numbers.
Mr. Osborn said we are attempting to modify local legislation to bring it into conformance with state code as a matter of must in some cases and as an option in others. If we must do it we will but in terms of options, we need to look at it closely. The Police Department particularly will look at it. I think all of us have experienced the situation where we go to the code to look for something that used to be there and itís not there anymore. But my fear is that it may fall out because of some of these changes. I have asked the Law Director to bring a set for us so Iím going to give this to the Police Chief tomorrow.
ORDINANCE NO. 77-2000 "ENACTING AND ADOPTING THE 1999 SUPPLEMENT TO THE CODE OF ORDINANCES OF THE CITY OF SPRINGDALE, OHIO"
Mr. Knox said I have not received this and I have not had a chance to review this. If I do not get it within two days of the next meeting I will suggest that the Council not look into this. I would prefer to get it much sooner than that because I have found errors in the past and I would like a suitable amount of time to review it.
Mr. Schneider said I thought the codifier had sent copies out here but I certainly will provide one for Mr. Knox.
RESOLUTION R17-2000 "RESOLUTION ACCEPTING THE AMOUNTS AND RATES AS DETERMINED BY THE BUDGET COMMISSION AND AUTHORIZING THE NECESSARY TAX LEVIES AND CERTIFYING THEM TO THE COUNTY AUDITOR"
Mr. Vanover made a motion to adopt and Mr. Squires seconded.
Resolution R17-2000 passed with seven affirmative votes.
OLD BUSINESS - none
NEW BUSINESS - none
MEETINGS AND ANNOUNCEMENTS
Halloween - Tuesday, October 31, 6-8 p.m.
COMMUNICATIONS FROM THE AUDIENCE - none
UPDATE ON LEGISLATION STILL IN DEVELOPMENT
Amendments to Zoning Code - open
(3) Renewal of contracts (magistrate, prosecutor November 1
Supplemental indenture, Pictoria Island - November 1
Sharon Road bike lane - November 1
Grade separation fund application - November 1
Repeal Ordinance 68-2000 - November 1
CDS contract for Springdale Pike streetscaping November 1
RECAP OF LEGISLATIVE ITEMS REQUESTED
Council adjourned at 8:56 p.m.
Edward F. Knox
Clerk of Council/Finance Director
Kathy McNear, President of Council