HomeMy WebLinkAbout2013-10-28 Correspondence�`J1lQ , lLnkpnl
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Marian Karr
From:
Dave Wilson <Dave.Wilson @jecc- ema.org>
Sent:
Thursday, October 24, 2013 1:08 PM
To:
Marian Karr
Cc:
Tom Markus; John Grier; Brian Platz; Dave Wilson
Subject:
Tier 2 & EHS fee structure for discussion
Attachments:
Dave Wilson.vcf; EHS & Tier 2 Fee Structure from Cedar Rapids.doex; Tier II Fees With Both
Schedules Color Old V New 9- 25- 13.xlsx
Importance: High
Marian & Tom, below and attached is for the Joint meeting of cities and county on Monday.
This is the packet material for participants.
It is the tier 2 and EHS fee structure Cedar Rapids uses, also parts of MO, KS & IL use this including Peoria and that
Johnson County Is looking to adopt at a countywide resolution effective 7 -1 -2014 to replace our per capita tax asking,
county wide, that is used to fund the preparedness portion of the county wide haz mat team. It would allow cities to
eliminate the need to do the per capita tax of .50 cents per, that Is used to help fund the team. Seems like a no bralner
Based on present amounts It will generate $131,150.00 for our county wide team and nearly doubles what the team
gets now which is $71,413.00 per year to fund It from taxes and again, removes the tax asking all together that cities and
the county presently levy for to fund the team. It also provides an incentive to reduce the amount of tier 2 and ehs
substances these facilities store throughout the communities and county.
Cities would pay less even using this then what they do now as only some substances the cities stockpile are tier 2 or
EHS and the cost / volume formula shows dramatic cost savings to cities and the county.
See attachments and tabs. Call with questions or concerns beforehand if you have any.
Thanks
Dave @ HS /EMA
*,* 1
EMERGENCY
`MANAGEMENT
JO / /NSON COUNT "Y
Dave Wilson
Johnson County Homeland Security &E...
EMA Coordinator/Director
(319) 356.6761 Work
dave.wilson @Jecc -ema. org
4529 Melrose Avenue
Io,Na City, IA. 52244
USA
loma City,
USA
Map link to JECC /EMA: https: / /maps.google.com /maps ?hl =en &a= 4529 +Melrose +Avenue, +Iowa+City, +IA &le =UTF-
8 &liq = &hnea r= Ox87e446b3f230e4c9:Ox76a4d 73e 1d 82e6f4, 4529 +Melrose+ Ave. +Iowa+City. +IA +52246 &al= us &ei =KvRIU
McQLCTtvsGJU I F4 &ved= OCB4Q8REwAA
PLEASE BE GREEN, please consider the environment before printing this c -mail.
Subject to the requirements of the Iowa Open Records Act, this message and accompanying documents are covered by
the Electronic Communications Privacy Act, 18 U.S.C. Subsection 2510 -2521, as amended, and contains information
intended for the specified individual(s) only. This information is confidential. If you are not the intended recipient or an
agent responsible for delivering It to the intended recipient, you are hereby notified that you have received this
TIER 11 FEES. Based on the potential risks that the following chemicals possess, a fee
will be assessed. The same table used by the Environmental Protection Agency (EPA)
was used in the determination of which storage amount code was used in the calculation
of the fee. Along with the storage amount code a method of estimating cost of response
to incidents was devised. This cost is based on the State model of a HazMat "Work Unit'
being five trained personnel. The amount of the chemical present was then used to
determine the amount of time and number of "Work Units" needed to mitigate the
incident. Also taken into account were those incidents involving Extremely Hazardous
Substances (EHS) [as identified by the EPA) in determining the risk associated with
these potential incidents. Below are the EPA storage amount categories and their
associated fees.
Category
Pounds
Standard Tier it
EHS
01
0 -99
$100
$200
02
100-999
$200
$400
03
1 000 — 9,999
$400
05
$800
4
1 0 —9 ,9 9
$800
8
$1,600
05
100,000- 999,999
$1,600
$3,200
06
1,000.000 — 9.999,999
$3,200
$6,4
07
10,000,000 — 49,999,999
$3,200
$6,400
08
50,000,000 —
6,400
09
100 000,000
— 499,999,999
$3,200
$61,6002
10
500,000,000
— 999,999,999
$3,200
1 $5,400
11
1 billion > 1 billion
$3,200 1
$6,400
The calculations made to determine the rate by category are as follows:
Category
Work Units Needed
Number of Hours
01
1
1
02
03
1
4
04
2
4
05
2
8
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4
8
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(One "Work Unit" will consist of 5 trained personnel at an average rate of $20 /hr. EHS
rates are double due to Hie hazards those chemicals present.)
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3j
DAVENPORT CITY AND SCOTT COUNTY
ASSESSOR OFFICES
DRAFT CONSOLIDATION PLAN
REQUESTED BY
DAVENPORT CITY CONFERENCE BOARD
AUGUST 2013
Study OverviEw
The Mayor of Davenport requested that a working group of staff from the City, County, and
Davenport School District develop a draft plan for the consolidation of the City and County
Assessor Offices. The staff group was formed In May and have worked together to review the
current staffing, budget, and programs of the two offices along with comparisons of other large
county offices both consolidated and separate. The group developed average cost by parcel,
population, and assessed value as well as average number of employees and type of job classes.
The previous two studies done in 2002 and 2006 by PVM Consulting also were reviewed.
The charge from the Mayor was a plan to consolidate the offices and not an analysis of tine cost
benefit of a consolidation. (Letter included for reference.) With that in mind, staff reviewed
current impediments to consolidation that would have to be overcome and the timing of actions
to make a clear path for consolidation. Tile City Assessor has announced her retirement in
August of 2014. The State law requires the Examining Board to request a list of eligible
applicants to fill tine vacancy within seven days of that vacancy. The consolidation legislation
should occur prior to the City Assessor vacancy. The County Assessor term ends December 31,
2015; therefore, he will be able to implement the consolidation after merger.
A smooth transition would require that both Assessors create one FY15 budget that would allow
for the consolidation in August. Both Assessors have significant Rind balances; however most of
these dollars are pledged to projects for assessment software or hiring outside appraisers for
update work. The unaudited County Assessor fund balance at June 30, 2013 is $1,079,915. The
unaudited City Assessor Rind balance at June 30, 2012 is $443,378.
CASH AND FUND BALANCE
6/30/13
6/30/13
6/30/12
6 /30 /12
Cull
Fund Balanco
Cash
Fund Balance
County Assessor 1,125,340
1,079,915
1,142,419
1,073,205
Dave nport Assessor 525.282
.443378
240.959
160.376
9.1 6 622
$ 1.523.293
.3g3 37$
1.2 .581
The FY14 budget of the City Assessor resulted in a property tax asking of $1,508,459 including
the utility tax replacement dollars. That FY14 levy is $0.37452. The County Assessor's budget
resulted in a property tax asking of $985,000 and a levy rate of $0.27996. The FY14 tax asking
Is lower than the rY 14 budget due to the use of accumulated fund balance for outside
assessment work. Combining property tax dollars levied over all taxable property in the County
for FY14 results in a combined levy rate of $0.33043. A goal of the consolidation should be to
save enough dollars that the combined rate is not higher than the previous rate for the County
Assessor alone, The resulting decrease in the City Assessor levy would reduce taxes for a
median Davenport homeowner by approximately $5 and a $250,000 small business by $22.
Meeting that goal would require a reduction of costs between $350,000 and $400,000.
County
Assessor
Davenport
Assessor
Consolidated
Assessor
S 1508,159 0.37452 N/A
N/A
2.493,tS9 0.330132.112.6L0 0.27996 8(380.8491 I
Comparison with Other Counties
Below is a summary review of budgets, levies, and staf uig for the five largest counties in Iowa
for FY13. PY13 numbers were used in this analysis as comparison information for PY14 was
not yet available, In the cases of Linn and Johnson Counties, each has a separate city assessor
similar to the current arrangement in Davenport.
Combined
Assessor Information
FY 2014
Adjusted FY
FY 2014 utility
Utility
2014 utility
Replacement
FY 2014
Replacement
Replacement
and Property
Tax
and Property FY 2014
and Property FY 2014 Goal
Tax Dollars
Le
Tax Dollars Tax
Tax Dollars Dx Levy Savings
$ 985,000
0,27996
N/A
N/A
S 1508,159 0.37452 N/A
N/A
2.493,tS9 0.330132.112.6L0 0.27996 8(380.8491 I
Comparison with Other Counties
Below is a summary review of budgets, levies, and staf uig for the five largest counties in Iowa
for FY13. PY13 numbers were used in this analysis as comparison information for PY14 was
not yet available, In the cases of Linn and Johnson Counties, each has a separate city assessor
similar to the current arrangement in Davenport.
Assessor Information
FY 2013
Nor
FY2013
100 %Assessnl
Budget per
Budget per
Budget per
Count,
Population
Loy
Parcels
Budget
Valuations
$100KValuallon
1001'opufa[ion
1001'arcels
Polk
430,640
0.24382
161,145
$,693,206
31,602,304,842
$18.02
$1,322.50
53,407.34
11nn
211,226
0.51059
48,444
3,314,958
15,885,282,262
$33.53
52,521.73
$5,104.01
Cc6rILipids
0,21871
$5916
2,011,586
5,326,54,1
Scott
165,224
0.2808[
36,526
1,135,714
1 %214,855,249
$19.08
$1,410.67
$2,994.84
Davenport
0.3149
41,300
1,195,047
2,330,761
Blackstauk
131,090
0.28236
73,913
1,S00,280
8,439,105,003
$17.78
$1,144.47
527029.79
Johnson
130,882
0.3339
38,599
1,144,486
10,707,574,672
S18.37
SI,502.83
53,236.21
Iona City
0.24453
22,180
822,449
1,966,935
Its order to create a more apples -to- apples comparison, this chart attempts to combine the FY13
funding levels of the Davenport City and Scott County Assessor's Offices to analyze how the
cost of the assessment fimetion in the entire county compares to that of the largest five counties
in Iowa. Even at current funding levels, a merged assessor's office is above average in
efficiency for this group. If nothing were reduced by combining these offices, the new assessor's
office would be in line with large Iowa counties.
FY 2013 Levy Rate
Budget per $I00K Valuation
Budget per 100 Population
Budget per 100 Parcels
% of Commercial Properties
Combined City and
County Assessors
City - $0.31491 County - $.28081
$19.08
$1,410.67
$2,994.84
7.01%
Comparison Befn�,'een Offices
Average of Iowa's
Five Largest Counties
$0.3037
$21.36
$1,580.44
$3,354.44
6.37%
When considering merging the Davenport City and Scott County Assessor's Offices, it is
important to consider what is fimdamentally different and similar about the two organizations so
that proper planning and thought can be given to addressing potential issues down the road.
Similar riles
Both offices have converted to the Vanguard Software system and in the case of the City
Assessor have budgeted for the commercial base conversion, which will provide a basic
platform for combining valuations. An opportunity to reduce consolidation costs may be
available by transitioning future revaluations into Vanguard as they are completed,
Both the City and County Assessor's Offices utilize a Board of Review for appeals. A
Board of Review can be maintained in Davenport if the offices are consolidated.
Differences
• The Davenport City Assessor's Office utilizes an in -house work force to complete
assessments. The Scott County Assessor's Office utilizes a contract with an outside firm
to provide the majority of its assessments.
Davenport City Assessor's Office employees are on a different pay scaie than Scott
County Assessor's Office employees.
Davenport City Assessor's Office employees participate in the City's benefit plan, which
would change if the office were merged with Scott County.
Cost Savings of Merger
The following goals have been identified as major goals if the two offices are merged.
• Maintain the Scott County Assessor's Office levy rate, which Is lower than the Davenport
City Assessor's Office levy rate.
• Reduce operating costs by approximately $400,000 in order to maintain a consistent Scott
County Assessor's Office levy rate.
Merging the offices together will ultimately result in staffing changes. While it is not the
ftulction of this report to advise what the staffing will be for a merged assessor's office, below is
an example of how staffing could be structured to obtain significant operational savings.
While staffing levels would remain fairly constant, it is likely that the contract for outside
appraisals could be significantly reduced and /or eliminated. The total annual budgeted amount
for those contracts is approximately $500,000.
Tire County Assessor Office's Second Deputy Is retiring in 1<Y14 prior to a merged budget. To
smooth the consolidation this position should be held vacant until the merger. The combined
office functions should be further analyzed to assure that through some basic process changes
and reassignment of ditties that all of the administrative fiutctions are being met. Also the two
Assessors should map out a process and timeline to change to more in house assessment work to
significantly reducing the requirement of outside contracts, This change will create the savings
needed to accomplish the levy rate goal.
Combined City and
Example Staffing in
_
County Employees
Consolidated office
Assessor
2
1
Chief Deputy
2
1
Second Deputy
1
0
Deputy
1
2
Appraiser
G
9
Office Coordinator
0
1
Otiice Administrator
1
0
Admin Appraiser Coordinator
1
0
Chief Clerk
I
1
Clerk
4,5
it
Total
1915
19
While staffing levels would remain fairly constant, it is likely that the contract for outside
appraisals could be significantly reduced and /or eliminated. The total annual budgeted amount
for those contracts is approximately $500,000.
Tire County Assessor Office's Second Deputy Is retiring in 1<Y14 prior to a merged budget. To
smooth the consolidation this position should be held vacant until the merger. The combined
office functions should be further analyzed to assure that through some basic process changes
and reassignment of ditties that all of the administrative fiutctions are being met. Also the two
Assessors should map out a process and timeline to change to more in house assessment work to
significantly reducing the requirement of outside contracts, This change will create the savings
needed to accomplish the levy rate goal.
Momorandum
To: Craig Malin, Davenport City Administrator
Prom: Mayor Gluba
Date: March 12, 2413
Re: Development of a Draft Plan for Assessor Consolidation
Dear Craig,
At the last meeting of the Davenport City Conference Board it was decided
to establish a working group consisting of myself, the Chairman of the Scott
Board of Supervisors, and the President of the Davenport Community
School Board to develop a plan for consolidation of the Davenport City
Assessor's Office and the Scott County Assessor's Office (See the attached
editorial).
1 am officially asking; you, or your designee, to begin working with staff
from the other jurisdictions on a draft proposal to accomplish the above in a
timely, legal and effective manner. This draft proposal would then be
presented to the above elected officials for our review and consideration.
X would like for staff to staid work on this as soon as possible and to provide
periodic reports to the above officials. Perhaps this could be done in
conjunction with our intergovernmental meetings. T have asked the County
Board Chair and the School Board President to select a staff person from
their respective offices to work with you on developing this plan.
Please let me know how you plan to proceed with helping us accomplish this
initiative.
William B. Gluba
Mayor, City of Davenport, IA
cc. Ralph Johansen, President, DCSD Board
Larry Minard, Chair, Scott County Board of Supervisors