2018 STATE OF THE CITY
City Manager’s Message
The format and distribution of this, my third State of the City remarks, has changed. We are grateful to the Chamber of Commerce for providing a dinner and format for the City Manager to deliver the SOC for more than 25 years. However, we are confident that the enhanced availability of our own website and social media, actual distribution of this report to the media, and, my verbal summary to Council, has the potential to reach a larger audience.
Many people and organizations continuously support our efforts and deserve appreciation from the City. Jeff Ritz is normally the first person to call offering support, assistance, and, sometimes, just an ‘ear’. His experience and the school’s generosity mean a great deal to us. Our business, industrial, and agricultural base provide the jobs that produce the income tax base to support the City’s services. The County Commissioners are supportive and occasionally attend local meetings. Our Law Director’s guidance has enabled the PD to be more aggressive in removing drugs and dealers from our streets. The Prosecutor’s office, specifically Assistant Prosecutor Bambi Couch Page has diligently prosecuted our cases and assisted our investigations. The Willard Area Ministerial Association (WAMA) is a blessing to this community. I am especially grateful for their prayer support at our Council meetings. Our citizens are the best! Though we occasionally hear complaints, usually with merit, the overwhelming support people demonstrate is heartening. The Concerts in the Park sponsored many years by Pepperidge Farm, total private funding for the Disc Golf Course at the park, Family Movie Night at the Doster, sponsored by Danhoff-Donnamiller Century 21, donation of time and equipment on several occasions by Kousma Builders and Babcock Excavating, are just a few.
Overview
The students of St. Francis Xavier School periodically send or deliver expressions of their appreciation for the City and its “workers”. The most recent drawing and note is found on the first page of this report, from the 6th grade class. All of us “workers” at the City genuinely appreciate their recognition and support.
I believe their note accurately reflects my sentiment about the State of the City at the end of 2018. Without question, Willard is a SAFER community, and, if not yet beautiful, our streets, parks, utilities, and landscape continue to improve.
Safety is the cornerstone of every, truly successful operation. The focus and discipline that is required to maintain a safe operation is identical to what it takes to manage an efficient, effective operation. It requires that every individual on the team is a committed safety catalyst, watching out for themselves and teammates. Although we did not sustain any lost time injuries in 2018, we did experience 3 recordable injuries, where medical attention was required. There were also four man failure incidents involving moving equipment. Although the costs were minimal in each instance, the root cause is still man failure. We will continue to stress that No Job Is So Urgent, No Task Is So Important, That Time Cannot Be Taken To Perform It Safely. Our Safety Committee is active, and employee driven. We have been provided good equipment and training. Some might say that 2018 wasn’t a bad safety year. I wouldn’t. I anticipate improvement in 2019.
We continue to stress “inclusion” of more citizens in projects, programs, committees and involvement in our City. Utilizing the talent of our volunteer citizens is an important element of improving the quality of life in Willard.
Willard achieved its 38th consecutive year as a Tree City. There are only a handful of communities in Ohio that have attained this distinction for more years. I am equally as proud of the City Tree Commission who recognizes the need to plant and replace trees as part of our tree management process. We are pleased that Council approved the Tree Commission’s project to replace the trees in the boulevard, between Whisler Drive and #224, over a period of years, with our own people doing the work. In 2018 we partnered with Kousma Builders to plant trees along 3 streets bordering the Hoffman Estates development. Public/private partnerships can be a valuable tool.
Your entire City employee team developed and/or implemented several new processes during the year. The implementation of Supervisory Control and Data Acquisition (SCADA) at the Wastewater Plant enabled us to eliminate 3rd shift, while maintaining remote control of the plant. This was a critical step in eventually reducing one full time equivalent position, while maintaining the service. We tackled water loss, ie; the difference between what we produce, and what we bill. The year long process enabled us to identify sources of loss, measure more accurately, eventually reducing the water loss number from 30% to a 10-12% annual average, which is within the EPA guideline. We have updated our Water Rules to include a Valve Maintenance process, as well as EPA compliant Backflow program. Dean and the Maintenance team have developed a catch basin maintenance schedule.
The City has made a significant investment in a fiber upgrade to support its technology requirements, including the software change in the Finance Department, SCADA systems at both the Water Treatment and Wastewater Treatment plants, and all our internet needs.
In 2018, our own Maintenance people, replaced the Spring Street waterline, replaced an aging sewer line, sidewalk, and curbs on Perry Street, prior to the street being repaved, replaced concrete panels on several streets, installed street lighting on Neal Zick Rd. and the city pool deck.
The Police Department’s efforts were rewarded when the 1/8% renewal levy was passed by the City’s voters. We are very grateful for their support. At Christmastime, Shannon sent a letter to each of the department’s employees. I am sharing a paragraph of it, because it represents the essence of what we all should be about.
“As we begin a new year, I would like all of you to focus on making Willard better. If someone needs help, help them. If someone needs guidance, guide them. If someone needs cited, cite them. If they need arrested, arrest them! If someone wants to talk, listen. Help each other. If you can do something to lighten the load of a co-worker, then do it. Think before you do something that will increase the load on a co-worker. Understand that people are watching you. It doesn’t matter if you are on or off duty. They are watching you to see what you consider acceptable.” Chaffins
Throughout 2019 we will continue to stay focused on doing the right thing for our community and work every day to make a difference in people’s lives.
Park and Recreation Director Bryson Hamons is continuously grading himself against his stated mission, in terms of delivering a quality, community recreational experience, appealing to the entire community, and staying on task. I have shared with you before, that he is our cultural and recreational visionary. Upon reflection, he receives ‘high marks’ for his effort. Like Bryson, I believe that it is our responsibility to leave this community better than we found it, for the right reason, for the Public Good.
I am confident that your City employee team has done that in 2018.
On the following pages, I have summarized each department’s annual report, for your edification.
Respectfully submitted,
Jim Ludban
FINANCE DEPARTMENT
The Finance Department received the Ohio State Auditor’s Award for the 5th consecutive year for excellence in financial reporting and compliance with applicable laws and rules. Sue Johnson and staff work dilligently to maintain those standards.
The City changed its investment advisor to Meeder Investments, a large public investment advisor. The change provides us with advice and opportunity that the previous broker was unable to, including financial forcasting on a regular basis. We earned over $131,000 in investment income.
The Tyler Technology software project in the Finance Department continues to consume significant energy and time, as we implement the various phases.
The number of our customers utilizing credit cards to pay their utility bills continues to grow, with a 38% increase in 2018.
We collected 95% of the budgeted revenue in 2018, $14.34 million dollars
Total expenses for 2018 were $15.48 million dollars, which is 81% of the spending budget
The deficit appears to be $1.14 million dollars, which is misleading, when we recognize that $1.5 million dollars of planned expense was “carried over” from 2017, primarily from unfinished capital projects. During the year, we exerted significant effort to eliminate carry over dollars that negatively impact the following year’s budget. The effort resulted in carrying over just over $500,000 into 2019.
Active income tax accounts declined 1% in 2018, 6963 vs 7035 in 2017.
The amounts received in those accounts reflected a 7.38% decrease from the previous year, as follows;
Individual (3.56%)
Net Profit (15.6%)
Withholding (6.0%)
Total: $3.32 million dollars in 2018 vs 3.58 million dollars in 2017
EMS service billings produce approximately 1/3rd of the amount billed, due to Medicare Rules, reimbursement agreements, and that Willard utilizes “soft” billing practices, not pursuing collections through more aggressive practices. We billed more than $660,000 and received $242,000 of the invoiced amount. More than $400,000 in write offs, including $70,000 in bad debt was noted.
Employee wages and benefits consume more than 1/3rd of our spending dollars. This category was up 6.4% in 2018 vs 2017, predominantly driven by healthcare costs, where we spend more than 1 million dollars. Holidays, sick leave, and longevity payments add another $300,000 dollars.
State funding sources have been significantly reduced, or eliminated over the years. We derive less than half as many dollars today than we did in 2000.
At the same time, unfunded mandates, EPA rule changes, an aging infrastructure, and escalating equipment and maintenance costs require us to work harder to maintain services.
We expended approximately 78% of the Capital budget in 2018, including carry over payments from 2017 capital projects. Where practicable, we utilized the City work force to defray costs. We were diligent in our practice of utilizing LOCAL material and contractors.
FIRE AND RESCUE
The department received the American Heart Association’s EMS Gold Plus Award “for implementing quality improvement methods for the treatment of heart attack patients”.
The retirement of Assistant Chief Doug Coletta in January 2018 presented an opportunity to enhance the service capability of the department. After analysis and deliberation, Chief Reiderman recommended not replacing the Assistant Chief, utilizing those salary dollars to employ 2 full time firefighter/paramedics. His contention that adding the additional full-time employee would improve the scheduling capability and reduce overtime. The years’ experience has proven him right, as well as improving our response capabilities.
1500 Calls for Fire/EMS service were essentially flat with 2017, averaging just over 4 calls per day.
Of the calls for EMS services, 36% required the expertise of ALS (Advanced Life Support) and 42% needed BLS (Basic Life Support).
The department continues to be the catalyst for training in the County, holding 2 Public Service Telecommunicator/EMD classes. The classes included our own PD employees, as well as from Huron County Sheriff’s Office, and others. We have also provided hazardous material and heavy rescue training for others.
Calls for service for drug overdoses was 73% lower in 2018 (96 vs 26).
There was 1 overdose related death compared to 7 in 2017
Narcan use diminished by 77% during the year, and there were several months where there was none administered.
The average age of our vehicular equipment is 13.6 years. The newest acquisition has the highest utilization.
In 2018, Fire/Rescue responded to:
1152 EMS calls 18 Residential fires
9 Vehicle fires 71 Automobile accidents
MAINTENANCE
The Maintenance gang should not be undervalued. It is the diverse skills, energy, and commitment of this department, that is largely responsible for many of the improvements in the City’s appearance. They also have taken on Capital projects, in house, that would have otherwise been bid out to contractors, saving taxpayer dollars. Examples include the installation of 3 blocks of new waterline on Spring Street, sewer replacement, sidewalk and curbs on Perry Street, and the installation of street lights on Neil Zick Rd.
The Maintenance team is also responsible for:
23 acres of cemetery 45 miles of water distribution lines
500 (+) fire hydrants 30 miles of sewer lines
14 miles of storm sewers 31 miles of public streets
Maintenance mows:
60(+) acres at the airport 6 detention basins
23 acres of cemetery grounds
We responded to more than 30 citizen reports of sewer back-up
Repaired 28 water service/main issues
Used more than 500 tons of salt in response to winter street conditions
Coordinated Spring cleanup, collecting more than 38 tons of material
Finished 200 (+) yards of concrete on our street panels
Operated the street sweeper almost 600 hours
Spent 968 hours in the annual leaf pickup process
Sold more than $4,000 in accumulated scrap material
Used several hundred gallons of paint on streets, curbs, sidewalks, fire hydrants
Logged 4600 hours operating equipment
The Meter Reader replaced 88 water meters, including 8 city locations that had been previously unmetered, and added 337 radio read transmitters, shaving a day off the reading process.
PUBLIC WORKS/CODE ENFORCEMENT
We were able to resurface another 1.57 miles of City streets in 2018, expending nearly $500,000, which represents approximately .7 mile more than 2017, and, it cost less than 2017. I attribute this to tighter controls in estimating by our new Consulting Engineer, Dan Thornton, and, of course, the assistance of our maintenance crew. We have a tentative resurface plan through 2022.
By comparison, in the last several years, the City has improved 7.5 miles of roadway at a cost of $2.5 million. In the previous six years, we paved 2.7 miles at a cost of nearly $2 million.
We installed 1400 LF of new 8 waterline on Spring Street with our own forces, saving an estimated $55 thousand, as part of the Spring Street resurface project.
We completed a 3-year-old raw waterline diversion project, to enable future rail expansion for Star of The West.
With the assistance of Don Eckstein, our own forces installed street lighting on Neil Zick Road. The project was estimated at $25,000, and we were able to acquire and install the lighting ourselves, saving $12,000. Part of that savings was realized through the generosity of Jack Kousma, who donated the machine and trenching for the electric lines. Public/Private Partnerships serve our community well.
We progressed GIS (Geographic Information System) mapping of our utility infrastructure, adding more than 500 hydrants, 569 water main valves to our GIS inventory. Much of GIS tracking is required by the EPA, such as mapping waterlines, including lead. In 2018 EPA required us to submit an asset management plan for our entire water distribution system. We estimate that we have identified approximately 95% of our distribution system fixtures. An added benefit is that James was able to overlay our zoning information into GIS, which will allow us to make this information available to the public.
We submitted a recreational improvement plan for the reservoir to support the $150,000 grant that Senator Manning helped procure for us. We will make those improvements in 2019. Reservoir improvements included establishing a Pollinator Habitat Patch to benefit birds, bees and butterflies. This area is found in the southwest area, by the main parking lot.
Council’s support and legislation creating the Community Reinvestment Area (CRA) was in evidence in 2018, with 4 new housing starts. This incentive is another means of making Willard a more attractive option.
Code Enforcement noted a 25% increase in the number of zoning/building permits issued in 2018, representing a $600,000 increase in the value of projects vs 2017.
Less fortunately, nuisance complaints increased by nearly 50%. Again, Council’s adoption of key property maintenance legislation enabled us to handle this volume with generally favorable results.
We reacted to 263 grass complaints and mowed more than 150 properties, a 16% increase.
Maintenance forces boarded up 6 structures and removed trash, debris, and/or furniture from another 8 locations.
The junk vehicle legislation enabled Code Enforcement/PD to have another 19 vehicles removed from private property, without having to invoke our towing provision.
PARK AND RECREATION
We are proud of our Maintenance staff and several community volunteers for building the Doster Plaza, where Parks & Recreation has promoted its use, bringing us the Danhoff-Donnamiller Century 21 Family Movie Night, the portable ice-skating venue, several music and community uses, and of course, the Christmas parade experience.
The 9-hole Disc Golf Course is in use at the park, due to the generous donations of many citizens, businesses, and fraternal organizations.
The Pickleball Court will soon be available to entertain another segment of our park followers.
The first Snowman Contest appealed to a few people in its first year, and we have expanded eligibility and anticipate increased participation.
With your generosity, the swimming pool was able to provide many youngsters with free swimming lessons. This reached families that may not have otherwise been able to afford them.
And, of course, there is always the summer swim team that continues to grow, and excite and amaze their followers, making the community proud.
We hosted the high school’s inaugural Cardboard Boat Race in a very chilly pool, near the end of May. I know that cardboard doesn’t float well, however, the interesting designs, at least some of them did survive the water and complete the race. We plan to host the event again.
Park and Recreation is a leader in doing more with less, but it could not be accomplished without the support and donations of our business, industry, and private donations that enable us to bring more entertainment opportunities to Willard.
Park and Recreation generated approximately $12,000 less revenue in 2018 and shaved more than $6,000 off the expense side.
The pool was more utilized in 2018, the park experienced more daily activity.
We all recognize that swimming pools are never profitable. However, with the scrutiny and management of controllable expenses, the net loss in 2018 was limited to $9,000.
Rental income increased slightly, and the Festival in the Park increased its net revenue for the third year in a row.
We accomplished $53,000 in capital improvements in the parks in 2018.
The Goldfish Capital of the World, Pepperidge Farm, once again partnered with the City of Willard to present the Concerts in the Park. The venue attracted good crowds with awesome entertainment! We appreciate Pepperidge Farm.
WATER TREATMENT PLANT
We started the planning process for a treatment plant upgrade during the year. The planning continues into 2019, with the aspiration of having a plant that will be able to safely, and more efficiently produce water for many more years.
The WTP experienced a retirement in 2018, as did the WWTP. Under Scott Pifher’s leadership, we have replaced only one of those positions, and that was with an employee with both water and wastewater licensure. The intention is to better utilize the existing skills of our workforce, and, through attrition, try to attract employees with multiple licenses.
The Water Treatment Plant (WTP) produced 456 million gallons of water in 2018, an increase of 16 million gallons from the previous year, averaging 38 million gallons monthly.
The plant produced an average of 1.25 million gallons daily vs 1.20 million gallons in 2017.
The chemicals necessary to produce safe drinking water cost $179,000 in 2018, $5,000 more than 2017.
We spent $392 per million gallons for chemicals, a decrease of more than $4 from 2017 levels, attributable to the more aggressive, earlier application of algaecide treatment at the reservoir. In layman terms, we had a good algae year at the reservoir in terms of cost and result.
All required analysis tests were within the limits set by the EPA.
Of the 100 bacterial tests conducted, none contained any contamination.
Revenue from water sales totaled nearly $1.2 million dollars, with bulk water sales accounting for just over 25% of sales.
Utility Costs increased in 2018 by nearly $15,000, primarily attributable to increased water production and reservoir pumping.
WASTEWATER TREATMENT PLANT
The Wastewater Treatment Plant continued the capital improvement plan in 2018, accomplishing significant parts of the updates internally, as well as utilizing local contractors for other parts.
The laboratory was upgraded, and employees trained on the new protocols.
Vertical loop reactor #2 had all the original, deteriorated metal fabricated locally and installed to improve the aeration efficiency.
We continued clearing access to the combined sewer overflow outfalls.
3 return activated sludge (RAS) pump variable frequency drive replacements were installed.
Clarifier #1 underwent a rehabilitation and was returned to service.
Supervisory Control and Data Acquisition (SCADA) expansion and upgrade continues, with a targeted completion in early 2019.
In house, we repaired blower air transmission lines and will complete the preparation and painting of them in early 2019.
We treated almost 800 million gallons of flow in 2018, 15 million more gallons than 2017, averaging 2.2 million gallons daily.
After a 2.5-inch rainfall, exacerbating the already saturated conditions caused by melting snow and previous rainfall, we experienced a combined sewer overflow at the lagoon in early November. The event lasted approximately 18 hours.
We successfully applied 230 tons of biosolids to contracted agricultural land.
No monthly pollutant discharge tests exceeded any permitted limits during the year.
$53,000 in chemicals used in the treatment process were used and the cost equaled $66 per million gallons of flow treated.
Electric utility costs approached $300,000 for the plant. We continue to explore the potential to address this area with through the introduction of some renewable energy form.
Revenue from septage trucks was $80,000, having accepted 1.1 million gallons.
POLICE
The 2018 statistics recorded by the Police Unit are strong evidence of the diligence and energy exerted by Chief Chaffins and his team, supported by our other departments, and, especially the citizens of this Community that continue to, “Say something, when they See something”. We are thankful that the effort was rewarded, when the 1/8th% renewal levy was passed in November.
Reported drug overdoses were reduced by 75% in 2018 vs 2017.
106 indictments on 238 felony charges were initiated in 2018.
To date, nearly 100 years of incarceration have been meted out from those charges.
41 search warrants, including persons, homes, vehicles, and phones were involved.
Seizures include 2 vehicles, 6 weapons, and a home that is still pending in the Court.
Total arrests were up by more than 50% in 2018.
Although we are encouraged by the reduction in overdose related deaths, unfortunately, we still experienced an overdose related death in 2018 vs 7 in 2017.
We believe that when we take drugs and drug dealers off the street, related crimes will diminish, as well. Burglaries were reduced by 72% in 2018 and drug offenses reduced by 30 incidents.
Disturbing the peace, disorderly conduct, and reports of domestic violence were, essentially flat for the year, with the previous year.
3% fewer citations were issued in 2018, however warnings were up over 4%.
Juvenile Complaints dropped 8% , while there was an increase in the number of calls regarding unruly children.
Calls to the Public Safety Telecommunicator (dispatcher) were up 8%.
There were 2400 calls received on the 911 line.
The length of time our PST’s (dispatcher) spent on 911 calls increased dramatically, following Emergency Medical Dispatch certification, where the PST’s were taught skills to assist the victims, awaiting the arrival of our EMS units.
The School Resource Officer has increased DARE activity, participated in ALICE training, chaperoned the prom, restarted Safety Town, and taught opioid awareness.
Department staff significantly contribute to the community/schools in many ways, such as assisting in the organization of a school Drone club, mentoring students, the Bike Rodeo, assisting with the Food Bank, OPOTA instructors, providing education to our kids as speakers and advocates, etc.
Training is continuous within the department. Chief Chaffins graduated from Police Executive Leadership Course (PELC), and every employee participated in both professional and personal development training. Some of the course topics include: Evidence Room Management, ALICE, Investigation Techniques, Amber Alert, Active Shooter, Firearms Instructor, Drug Investigations, Grant Writing, and others.
Officer Slone’s Senior Watch program is growing, and popular. He is assisted by others.
Emphasizing the importance of regular foot patrol has made a visible difference in Willard.
Shannon and Adam Strong have devoted significant effort to developing measurement metrics that apply, uniformly to all officers. This tool has enabled us to discern trends and reach a more uniform performance effort. We analyze these statistics monthly and will be able to compare them to the same month from previous year(s), identify opportunities, and then share them with the officers.
The evidence room is fully inventoried 2 times per year, and all items are accounted for. Sgt. Mahon has been appointed the evidence room administrator, responsible for compliance with established procedures.
We actively participate with Metrich, U.S. Marshall’s Violent Fugitive Task Force, Huron County SRT, and maintain excellent working relationships with area departments and the Ohio State Highway Patrol.
The format and distribution of this, my third State of the City remarks, has changed. We are grateful to the Chamber of Commerce for providing a dinner and format for the City Manager to deliver the SOC for more than 25 years. However, we are confident that the enhanced availability of our own website and social media, actual distribution of this report to the media, and, my verbal summary to Council, has the potential to reach a larger audience.
Many people and organizations continuously support our efforts and deserve appreciation from the City. Jeff Ritz is normally the first person to call offering support, assistance, and, sometimes, just an ‘ear’. His experience and the school’s generosity mean a great deal to us. Our business, industrial, and agricultural base provide the jobs that produce the income tax base to support the City’s services. The County Commissioners are supportive and occasionally attend local meetings. Our Law Director’s guidance has enabled the PD to be more aggressive in removing drugs and dealers from our streets. The Prosecutor’s office, specifically Assistant Prosecutor Bambi Couch Page has diligently prosecuted our cases and assisted our investigations. The Willard Area Ministerial Association (WAMA) is a blessing to this community. I am especially grateful for their prayer support at our Council meetings. Our citizens are the best! Though we occasionally hear complaints, usually with merit, the overwhelming support people demonstrate is heartening. The Concerts in the Park sponsored many years by Pepperidge Farm, total private funding for the Disc Golf Course at the park, Family Movie Night at the Doster, sponsored by Danhoff-Donnamiller Century 21, donation of time and equipment on several occasions by Kousma Builders and Babcock Excavating, are just a few.
Overview
The students of St. Francis Xavier School periodically send or deliver expressions of their appreciation for the City and its “workers”. The most recent drawing and note is found on the first page of this report, from the 6th grade class. All of us “workers” at the City genuinely appreciate their recognition and support.
I believe their note accurately reflects my sentiment about the State of the City at the end of 2018. Without question, Willard is a SAFER community, and, if not yet beautiful, our streets, parks, utilities, and landscape continue to improve.
Safety is the cornerstone of every, truly successful operation. The focus and discipline that is required to maintain a safe operation is identical to what it takes to manage an efficient, effective operation. It requires that every individual on the team is a committed safety catalyst, watching out for themselves and teammates. Although we did not sustain any lost time injuries in 2018, we did experience 3 recordable injuries, where medical attention was required. There were also four man failure incidents involving moving equipment. Although the costs were minimal in each instance, the root cause is still man failure. We will continue to stress that No Job Is So Urgent, No Task Is So Important, That Time Cannot Be Taken To Perform It Safely. Our Safety Committee is active, and employee driven. We have been provided good equipment and training. Some might say that 2018 wasn’t a bad safety year. I wouldn’t. I anticipate improvement in 2019.
We continue to stress “inclusion” of more citizens in projects, programs, committees and involvement in our City. Utilizing the talent of our volunteer citizens is an important element of improving the quality of life in Willard.
Willard achieved its 38th consecutive year as a Tree City. There are only a handful of communities in Ohio that have attained this distinction for more years. I am equally as proud of the City Tree Commission who recognizes the need to plant and replace trees as part of our tree management process. We are pleased that Council approved the Tree Commission’s project to replace the trees in the boulevard, between Whisler Drive and #224, over a period of years, with our own people doing the work. In 2018 we partnered with Kousma Builders to plant trees along 3 streets bordering the Hoffman Estates development. Public/private partnerships can be a valuable tool.
Your entire City employee team developed and/or implemented several new processes during the year. The implementation of Supervisory Control and Data Acquisition (SCADA) at the Wastewater Plant enabled us to eliminate 3rd shift, while maintaining remote control of the plant. This was a critical step in eventually reducing one full time equivalent position, while maintaining the service. We tackled water loss, ie; the difference between what we produce, and what we bill. The year long process enabled us to identify sources of loss, measure more accurately, eventually reducing the water loss number from 30% to a 10-12% annual average, which is within the EPA guideline. We have updated our Water Rules to include a Valve Maintenance process, as well as EPA compliant Backflow program. Dean and the Maintenance team have developed a catch basin maintenance schedule.
The City has made a significant investment in a fiber upgrade to support its technology requirements, including the software change in the Finance Department, SCADA systems at both the Water Treatment and Wastewater Treatment plants, and all our internet needs.
In 2018, our own Maintenance people, replaced the Spring Street waterline, replaced an aging sewer line, sidewalk, and curbs on Perry Street, prior to the street being repaved, replaced concrete panels on several streets, installed street lighting on Neal Zick Rd. and the city pool deck.
The Police Department’s efforts were rewarded when the 1/8% renewal levy was passed by the City’s voters. We are very grateful for their support. At Christmastime, Shannon sent a letter to each of the department’s employees. I am sharing a paragraph of it, because it represents the essence of what we all should be about.
“As we begin a new year, I would like all of you to focus on making Willard better. If someone needs help, help them. If someone needs guidance, guide them. If someone needs cited, cite them. If they need arrested, arrest them! If someone wants to talk, listen. Help each other. If you can do something to lighten the load of a co-worker, then do it. Think before you do something that will increase the load on a co-worker. Understand that people are watching you. It doesn’t matter if you are on or off duty. They are watching you to see what you consider acceptable.” Chaffins
Throughout 2019 we will continue to stay focused on doing the right thing for our community and work every day to make a difference in people’s lives.
Park and Recreation Director Bryson Hamons is continuously grading himself against his stated mission, in terms of delivering a quality, community recreational experience, appealing to the entire community, and staying on task. I have shared with you before, that he is our cultural and recreational visionary. Upon reflection, he receives ‘high marks’ for his effort. Like Bryson, I believe that it is our responsibility to leave this community better than we found it, for the right reason, for the Public Good.
I am confident that your City employee team has done that in 2018.
On the following pages, I have summarized each department’s annual report, for your edification.
Respectfully submitted,
Jim Ludban
FINANCE DEPARTMENT
The Finance Department received the Ohio State Auditor’s Award for the 5th consecutive year for excellence in financial reporting and compliance with applicable laws and rules. Sue Johnson and staff work dilligently to maintain those standards.
The City changed its investment advisor to Meeder Investments, a large public investment advisor. The change provides us with advice and opportunity that the previous broker was unable to, including financial forcasting on a regular basis. We earned over $131,000 in investment income.
The Tyler Technology software project in the Finance Department continues to consume significant energy and time, as we implement the various phases.
The number of our customers utilizing credit cards to pay their utility bills continues to grow, with a 38% increase in 2018.
We collected 95% of the budgeted revenue in 2018, $14.34 million dollars
Total expenses for 2018 were $15.48 million dollars, which is 81% of the spending budget
The deficit appears to be $1.14 million dollars, which is misleading, when we recognize that $1.5 million dollars of planned expense was “carried over” from 2017, primarily from unfinished capital projects. During the year, we exerted significant effort to eliminate carry over dollars that negatively impact the following year’s budget. The effort resulted in carrying over just over $500,000 into 2019.
Active income tax accounts declined 1% in 2018, 6963 vs 7035 in 2017.
The amounts received in those accounts reflected a 7.38% decrease from the previous year, as follows;
Individual (3.56%)
Net Profit (15.6%)
Withholding (6.0%)
Total: $3.32 million dollars in 2018 vs 3.58 million dollars in 2017
EMS service billings produce approximately 1/3rd of the amount billed, due to Medicare Rules, reimbursement agreements, and that Willard utilizes “soft” billing practices, not pursuing collections through more aggressive practices. We billed more than $660,000 and received $242,000 of the invoiced amount. More than $400,000 in write offs, including $70,000 in bad debt was noted.
Employee wages and benefits consume more than 1/3rd of our spending dollars. This category was up 6.4% in 2018 vs 2017, predominantly driven by healthcare costs, where we spend more than 1 million dollars. Holidays, sick leave, and longevity payments add another $300,000 dollars.
State funding sources have been significantly reduced, or eliminated over the years. We derive less than half as many dollars today than we did in 2000.
At the same time, unfunded mandates, EPA rule changes, an aging infrastructure, and escalating equipment and maintenance costs require us to work harder to maintain services.
We expended approximately 78% of the Capital budget in 2018, including carry over payments from 2017 capital projects. Where practicable, we utilized the City work force to defray costs. We were diligent in our practice of utilizing LOCAL material and contractors.
FIRE AND RESCUE
The department received the American Heart Association’s EMS Gold Plus Award “for implementing quality improvement methods for the treatment of heart attack patients”.
The retirement of Assistant Chief Doug Coletta in January 2018 presented an opportunity to enhance the service capability of the department. After analysis and deliberation, Chief Reiderman recommended not replacing the Assistant Chief, utilizing those salary dollars to employ 2 full time firefighter/paramedics. His contention that adding the additional full-time employee would improve the scheduling capability and reduce overtime. The years’ experience has proven him right, as well as improving our response capabilities.
1500 Calls for Fire/EMS service were essentially flat with 2017, averaging just over 4 calls per day.
Of the calls for EMS services, 36% required the expertise of ALS (Advanced Life Support) and 42% needed BLS (Basic Life Support).
The department continues to be the catalyst for training in the County, holding 2 Public Service Telecommunicator/EMD classes. The classes included our own PD employees, as well as from Huron County Sheriff’s Office, and others. We have also provided hazardous material and heavy rescue training for others.
Calls for service for drug overdoses was 73% lower in 2018 (96 vs 26).
There was 1 overdose related death compared to 7 in 2017
Narcan use diminished by 77% during the year, and there were several months where there was none administered.
The average age of our vehicular equipment is 13.6 years. The newest acquisition has the highest utilization.
In 2018, Fire/Rescue responded to:
1152 EMS calls 18 Residential fires
9 Vehicle fires 71 Automobile accidents
MAINTENANCE
The Maintenance gang should not be undervalued. It is the diverse skills, energy, and commitment of this department, that is largely responsible for many of the improvements in the City’s appearance. They also have taken on Capital projects, in house, that would have otherwise been bid out to contractors, saving taxpayer dollars. Examples include the installation of 3 blocks of new waterline on Spring Street, sewer replacement, sidewalk and curbs on Perry Street, and the installation of street lights on Neil Zick Rd.
The Maintenance team is also responsible for:
23 acres of cemetery 45 miles of water distribution lines
500 (+) fire hydrants 30 miles of sewer lines
14 miles of storm sewers 31 miles of public streets
Maintenance mows:
60(+) acres at the airport 6 detention basins
23 acres of cemetery grounds
We responded to more than 30 citizen reports of sewer back-up
Repaired 28 water service/main issues
Used more than 500 tons of salt in response to winter street conditions
Coordinated Spring cleanup, collecting more than 38 tons of material
Finished 200 (+) yards of concrete on our street panels
Operated the street sweeper almost 600 hours
Spent 968 hours in the annual leaf pickup process
Sold more than $4,000 in accumulated scrap material
Used several hundred gallons of paint on streets, curbs, sidewalks, fire hydrants
Logged 4600 hours operating equipment
The Meter Reader replaced 88 water meters, including 8 city locations that had been previously unmetered, and added 337 radio read transmitters, shaving a day off the reading process.
PUBLIC WORKS/CODE ENFORCEMENT
We were able to resurface another 1.57 miles of City streets in 2018, expending nearly $500,000, which represents approximately .7 mile more than 2017, and, it cost less than 2017. I attribute this to tighter controls in estimating by our new Consulting Engineer, Dan Thornton, and, of course, the assistance of our maintenance crew. We have a tentative resurface plan through 2022.
By comparison, in the last several years, the City has improved 7.5 miles of roadway at a cost of $2.5 million. In the previous six years, we paved 2.7 miles at a cost of nearly $2 million.
We installed 1400 LF of new 8 waterline on Spring Street with our own forces, saving an estimated $55 thousand, as part of the Spring Street resurface project.
We completed a 3-year-old raw waterline diversion project, to enable future rail expansion for Star of The West.
With the assistance of Don Eckstein, our own forces installed street lighting on Neil Zick Road. The project was estimated at $25,000, and we were able to acquire and install the lighting ourselves, saving $12,000. Part of that savings was realized through the generosity of Jack Kousma, who donated the machine and trenching for the electric lines. Public/Private Partnerships serve our community well.
We progressed GIS (Geographic Information System) mapping of our utility infrastructure, adding more than 500 hydrants, 569 water main valves to our GIS inventory. Much of GIS tracking is required by the EPA, such as mapping waterlines, including lead. In 2018 EPA required us to submit an asset management plan for our entire water distribution system. We estimate that we have identified approximately 95% of our distribution system fixtures. An added benefit is that James was able to overlay our zoning information into GIS, which will allow us to make this information available to the public.
We submitted a recreational improvement plan for the reservoir to support the $150,000 grant that Senator Manning helped procure for us. We will make those improvements in 2019. Reservoir improvements included establishing a Pollinator Habitat Patch to benefit birds, bees and butterflies. This area is found in the southwest area, by the main parking lot.
Council’s support and legislation creating the Community Reinvestment Area (CRA) was in evidence in 2018, with 4 new housing starts. This incentive is another means of making Willard a more attractive option.
Code Enforcement noted a 25% increase in the number of zoning/building permits issued in 2018, representing a $600,000 increase in the value of projects vs 2017.
Less fortunately, nuisance complaints increased by nearly 50%. Again, Council’s adoption of key property maintenance legislation enabled us to handle this volume with generally favorable results.
We reacted to 263 grass complaints and mowed more than 150 properties, a 16% increase.
Maintenance forces boarded up 6 structures and removed trash, debris, and/or furniture from another 8 locations.
The junk vehicle legislation enabled Code Enforcement/PD to have another 19 vehicles removed from private property, without having to invoke our towing provision.
PARK AND RECREATION
We are proud of our Maintenance staff and several community volunteers for building the Doster Plaza, where Parks & Recreation has promoted its use, bringing us the Danhoff-Donnamiller Century 21 Family Movie Night, the portable ice-skating venue, several music and community uses, and of course, the Christmas parade experience.
The 9-hole Disc Golf Course is in use at the park, due to the generous donations of many citizens, businesses, and fraternal organizations.
The Pickleball Court will soon be available to entertain another segment of our park followers.
The first Snowman Contest appealed to a few people in its first year, and we have expanded eligibility and anticipate increased participation.
With your generosity, the swimming pool was able to provide many youngsters with free swimming lessons. This reached families that may not have otherwise been able to afford them.
And, of course, there is always the summer swim team that continues to grow, and excite and amaze their followers, making the community proud.
We hosted the high school’s inaugural Cardboard Boat Race in a very chilly pool, near the end of May. I know that cardboard doesn’t float well, however, the interesting designs, at least some of them did survive the water and complete the race. We plan to host the event again.
Park and Recreation is a leader in doing more with less, but it could not be accomplished without the support and donations of our business, industry, and private donations that enable us to bring more entertainment opportunities to Willard.
Park and Recreation generated approximately $12,000 less revenue in 2018 and shaved more than $6,000 off the expense side.
The pool was more utilized in 2018, the park experienced more daily activity.
We all recognize that swimming pools are never profitable. However, with the scrutiny and management of controllable expenses, the net loss in 2018 was limited to $9,000.
Rental income increased slightly, and the Festival in the Park increased its net revenue for the third year in a row.
We accomplished $53,000 in capital improvements in the parks in 2018.
The Goldfish Capital of the World, Pepperidge Farm, once again partnered with the City of Willard to present the Concerts in the Park. The venue attracted good crowds with awesome entertainment! We appreciate Pepperidge Farm.
WATER TREATMENT PLANT
We started the planning process for a treatment plant upgrade during the year. The planning continues into 2019, with the aspiration of having a plant that will be able to safely, and more efficiently produce water for many more years.
The WTP experienced a retirement in 2018, as did the WWTP. Under Scott Pifher’s leadership, we have replaced only one of those positions, and that was with an employee with both water and wastewater licensure. The intention is to better utilize the existing skills of our workforce, and, through attrition, try to attract employees with multiple licenses.
The Water Treatment Plant (WTP) produced 456 million gallons of water in 2018, an increase of 16 million gallons from the previous year, averaging 38 million gallons monthly.
The plant produced an average of 1.25 million gallons daily vs 1.20 million gallons in 2017.
The chemicals necessary to produce safe drinking water cost $179,000 in 2018, $5,000 more than 2017.
We spent $392 per million gallons for chemicals, a decrease of more than $4 from 2017 levels, attributable to the more aggressive, earlier application of algaecide treatment at the reservoir. In layman terms, we had a good algae year at the reservoir in terms of cost and result.
All required analysis tests were within the limits set by the EPA.
Of the 100 bacterial tests conducted, none contained any contamination.
Revenue from water sales totaled nearly $1.2 million dollars, with bulk water sales accounting for just over 25% of sales.
Utility Costs increased in 2018 by nearly $15,000, primarily attributable to increased water production and reservoir pumping.
WASTEWATER TREATMENT PLANT
The Wastewater Treatment Plant continued the capital improvement plan in 2018, accomplishing significant parts of the updates internally, as well as utilizing local contractors for other parts.
The laboratory was upgraded, and employees trained on the new protocols.
Vertical loop reactor #2 had all the original, deteriorated metal fabricated locally and installed to improve the aeration efficiency.
We continued clearing access to the combined sewer overflow outfalls.
3 return activated sludge (RAS) pump variable frequency drive replacements were installed.
Clarifier #1 underwent a rehabilitation and was returned to service.
Supervisory Control and Data Acquisition (SCADA) expansion and upgrade continues, with a targeted completion in early 2019.
In house, we repaired blower air transmission lines and will complete the preparation and painting of them in early 2019.
We treated almost 800 million gallons of flow in 2018, 15 million more gallons than 2017, averaging 2.2 million gallons daily.
After a 2.5-inch rainfall, exacerbating the already saturated conditions caused by melting snow and previous rainfall, we experienced a combined sewer overflow at the lagoon in early November. The event lasted approximately 18 hours.
We successfully applied 230 tons of biosolids to contracted agricultural land.
No monthly pollutant discharge tests exceeded any permitted limits during the year.
$53,000 in chemicals used in the treatment process were used and the cost equaled $66 per million gallons of flow treated.
Electric utility costs approached $300,000 for the plant. We continue to explore the potential to address this area with through the introduction of some renewable energy form.
Revenue from septage trucks was $80,000, having accepted 1.1 million gallons.
POLICE
The 2018 statistics recorded by the Police Unit are strong evidence of the diligence and energy exerted by Chief Chaffins and his team, supported by our other departments, and, especially the citizens of this Community that continue to, “Say something, when they See something”. We are thankful that the effort was rewarded, when the 1/8th% renewal levy was passed in November.
Reported drug overdoses were reduced by 75% in 2018 vs 2017.
106 indictments on 238 felony charges were initiated in 2018.
To date, nearly 100 years of incarceration have been meted out from those charges.
41 search warrants, including persons, homes, vehicles, and phones were involved.
Seizures include 2 vehicles, 6 weapons, and a home that is still pending in the Court.
Total arrests were up by more than 50% in 2018.
Although we are encouraged by the reduction in overdose related deaths, unfortunately, we still experienced an overdose related death in 2018 vs 7 in 2017.
We believe that when we take drugs and drug dealers off the street, related crimes will diminish, as well. Burglaries were reduced by 72% in 2018 and drug offenses reduced by 30 incidents.
Disturbing the peace, disorderly conduct, and reports of domestic violence were, essentially flat for the year, with the previous year.
3% fewer citations were issued in 2018, however warnings were up over 4%.
Juvenile Complaints dropped 8% , while there was an increase in the number of calls regarding unruly children.
Calls to the Public Safety Telecommunicator (dispatcher) were up 8%.
There were 2400 calls received on the 911 line.
The length of time our PST’s (dispatcher) spent on 911 calls increased dramatically, following Emergency Medical Dispatch certification, where the PST’s were taught skills to assist the victims, awaiting the arrival of our EMS units.
The School Resource Officer has increased DARE activity, participated in ALICE training, chaperoned the prom, restarted Safety Town, and taught opioid awareness.
Department staff significantly contribute to the community/schools in many ways, such as assisting in the organization of a school Drone club, mentoring students, the Bike Rodeo, assisting with the Food Bank, OPOTA instructors, providing education to our kids as speakers and advocates, etc.
Training is continuous within the department. Chief Chaffins graduated from Police Executive Leadership Course (PELC), and every employee participated in both professional and personal development training. Some of the course topics include: Evidence Room Management, ALICE, Investigation Techniques, Amber Alert, Active Shooter, Firearms Instructor, Drug Investigations, Grant Writing, and others.
Officer Slone’s Senior Watch program is growing, and popular. He is assisted by others.
Emphasizing the importance of regular foot patrol has made a visible difference in Willard.
Shannon and Adam Strong have devoted significant effort to developing measurement metrics that apply, uniformly to all officers. This tool has enabled us to discern trends and reach a more uniform performance effort. We analyze these statistics monthly and will be able to compare them to the same month from previous year(s), identify opportunities, and then share them with the officers.
The evidence room is fully inventoried 2 times per year, and all items are accounted for. Sgt. Mahon has been appointed the evidence room administrator, responsible for compliance with established procedures.
We actively participate with Metrich, U.S. Marshall’s Violent Fugitive Task Force, Huron County SRT, and maintain excellent working relationships with area departments and the Ohio State Highway Patrol.