Community Overview 2013-2014

Transcription

Hamilton County, Ohio
A Community of Neighborhoods,
A Great Place To Call Home!
Springfield Township « 2013/2014
9150 Winton Road
Cincinnati, Ohio 45231
(513)522-1410
www.springfieldtwp.org
Table of Contents
« Background of Springfield Township
« Resident Services
« Financial Structure
« Issues and Challenges
« Actions Taken
« Current Situation
« Plans and Recommendations
« Joint Economic Development Zone
Proposal
« Impact of Failure
« Implementation Schedule for Plan
Recommendations
A Community of Neighborhoods,
A Great Place To Call Home!
Springfield Township « 2013/2014
9150 Winton Road
Cincinnati, Ohio 45231
(513)522-1410
www.springfieldtwp.org
Executive Summary
Introduction:
The following guide was created to share
with residents, business owners, and
decision-makers at the Township, County,
and State level who are involved in shaping
the future of Ohio’s local governments. Inside you will find a candid look at the
unique challenges that Springfield Township
faces, due in part to the physical and
demographic character of the Township, but
more significantly due to recent actions by
the State Legislature which have dramatically
reduced Township revenue sources. You will
also find detailed information regarding the
significant changes Springfield Township has
already made to address these challenges
and the additional actions which will be
needed now and in the next five to ten years
Background:
Springfield Township is a diverse community with many distinctive
neighborhoods. Founded in 1795, the Township is nearly 17 square
miles and has a population of 36,319 residents. Located in the center of
Hamilton County, just 15 miles north of downtown Cincinnati and within
a short drive of other Greater Cincinnati business centers, Springfield
Township’s location and proximity to an expansive transportation network
are key assets. Ronald Reagan Highway, I-75, and I-275 all pass through the
Township -- linking it with major employers, shopping, and entertainment
centers. The Township is also located within a 15 minute drive of the
University of Cincinnati, Xavier University, and 6 of the premier medical
centers and hospitals in the region. Springfield Township is home to 7
school districts, 45 churches, and one of Hamilton County’s finest parks,
Winton Woods.
Because of its location and amenities, Springfield Township is a
predominantly residential community. Approximately 60% of the
Township’s land use is residential. Families are attracted to the Township’s
diverse neighborhoods which accommodate all income levels and offer
varied lifestyle choices to families of all compositions and ages. These
families demand, and have come to expect, the high level of services –
police, fire, service, zoning, and administration – that Springfield Township
provides.
to allow the Township to continue to provide
Township residents with the excellent
services they have come to expect and rely
upon.
springfieldtwp.org, Background
3
Executive Summary pg.2
Issues and Challenges:
Despite its assets, enormous potential and opportunities, Springfield Township has the following inherent and unique
challenges:
Location:
Finances:
Springfield Township is a first-ring suburb of the City of
Cincinnati, and its close proximity to the city creates the
potential that the city’s crime and blight problems will also
plague the Township. Like other first-ring suburbs, Springfield
Township must proactively address these issues by such
means as increased police patrols, property maintenance and
zoning code enforcement, and service department road and
park maintenance to ensure that property values and the
quality of life that Township residents expect are preserved.
Springfield Township, like all townships in Ohio, has
historically received the revenue it requires to provide
services to its residents from property taxes enacted by
Township residents, estate taxes paid by Township residents,
and revenues it receives from the State. The Township is, for
the most part, “built-out.” There are very few commercial
or industrial uses in the Township and little land on which
to develop such uses in the future. Approximately, 30% of
all of the land in Springfield Township is used for purposes
which are exempt from paying property taxes (e.g. schools,
churches, Winton Woods). As a result, the vast majority of
Township services are supported by the remaining 70% of
the Township property owners – primarily residents – who
pay one of the highest property tax rates in the County and
State. Although nearly 75% of resident property taxes are for
schools and the county, not for Township services, the burden
of these high taxes remains the same.
Geographic Boundaries:
Springfield Township, unlike most political subdivisions,
is not one contiguous territory. In fact, 6 neighborhoods
of the Township are not physically connected to the rest
of the Township at all. This unique circumstance requires
the Township to travel through 7 jurisdictions, including
Greenhills and Forest Park, just to provide services to
Township residents. As a result, throughout the years,
Springfield Township has developed shared service
arrangements to ensure that Township residents get the
most cost effective and efficient services given the Township’s
unique geographic make-up.
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Springfield Township, Hamilton County, Ohio
Executive Summary pg. 3
Planning for the Future:
2011 State Legislature Cuts to Local Governments:
Because of its unique geography and challenges, Springfield
Township has always had to be very proactive to ensure that
it can sustain its services into the foreseeable future. For 18
years, Springfield Township has developed thorough, detailed
and long range financial, land use, and community plans. The
Township prepares a 5-Year Budget Plan, which it evaluates
and revises annually based on the current financial situation
of the Township as a whole. In 2008, the Township saw that
the national economic downturn was having a dramatic,
negative impact on its property tax revenues as well as its
share of the State Local Government Fund, and the Township
immediately began the process of evaluating all of its services
and departments to find ways to increase efficiencies and
reduce costs. The Township engaged residents, businesses,
and community leaders in this process, and together we were
able to reduce the Township’s General Fund expenditures
by 35% by: tailoring services and programs to those deemed
critical to the residents, eliminating staff by consolidating job
tasks and positions, reducing employee benefits, instituting
“user pays” fees for parks and recreation, modifying senior
center rental fees, and creating innovative operational,
programming, and internal consolidation efforts. Township
residents also assisted the Township in pursuing its goal of
financial stability by passing 2 safety-service property tax
levies during this time period. At that time, the Township felt
confident that the changes and sacrifices it and the residents
had made would enable the Township to weather the
economic downturn for some time into the future.
In 2011, the State Legislature dealt the Township a
devastating blow by enacting sweeping changes to Ohio
law which eliminated a majority of the Township’s state
funding sources. These legislative changes completely
decimated all of the Township’s financial planning and
its 5-year budget projections. With these changes and
over only a 2-year period of time, the State Legislature
eliminated the estate tax, the tangible personal property
tax, the public utility tax, and reduced the Township’s
share of Local Government Fund revenue by over 60%.
Starting in 2013, these reductions will amount to a loss
of nearly 2.5 million dollars to Springfield Township each
year. More than $2 million of the reduction in revenues
is in the Township’s General Fund and depletes that fund
by more than half of its total annual revenue.
Current Situation – Remaining Financial Gap:
Although the Township and residents’ actions from 2009
to 2011 to increase property tax revenue and efficiencies
while reducing costs has had a huge impact and has
provided the Township with some short term economic
stability, even those efforts cannot combat the further
reduction in Township revenues perpetrated by the State
Legislature. Simply put, the Township has already cut
most of what can be cut. Reducing expenditures to the
point required to make-up for the revenue reductions
would prohibit the Township from performing services
which must be performed by law, cause the Township
to default on the debt service for loans it has acquired
5
to make capital improvements, and have an overall negative impact on Township services and the community as a whole.
That is not to say that the Township will not, with the assistance of its residents and businesses, continue to look for further
efficiencies in the provision of Township services. However, as is highlighted by the Five Year Projections for the Township’s
three major funds, increased revenues are required in order for the Township to continue to provide its services and to remain
solvent. Specifically, the Township’s General Fund will need approximately 1 million dollars each year in additional revenues.
Plans and Recommendations:
Springfield Township has engaged its residents and businesses
for over a decade in determining the course of the Township
and the services it provides. The Township knows what the
residents expect in terms of service. However, the Township
also knows that its property tax revenues and the dramatically
reduced state revenues it receives will not enable it to provide
those services for more than a few more years. For this
reason, the Board of Trustees and the administrative and
departmental leadership of the Township spent the majority
of 2013 focusing on how to bridge this gap. All in all, it came
down to increase revenue or drastically reduce services.
Given the amount of the financial gap and the reductions in
service that have already taken place, the Board of Trustees
had no real choice – it had to raise revenue and do so
relatively quickly.
Only 2 methods are available to townships to increase
revenue: (1) increasing property taxes on the 70% of Township
property owners (residents) who are already shouldering
the burden of paying for Township services; or (2) creating
a Joint Economic Development Zone (JEDZ) in which a tax
could be imposed on the payroll and net business profits of
businesses located within the zone. The Board of Trustees
6
chose to pursue the creation of a JEDZ because by doing so,
the tax burden on Township residents could be reduced, while
some of the businesses and employees who pay no property
taxes to the Township in return for the services they receive
would be required to pay the tax. The Trustees also decided
to create a Community Improvement Corporation to provide
financial grants to Township residents who work in the JEDZ
area (and would be subject to the JEDZ tax) to encourage
them to continue to live in the Township. The Township
worked with the City of Mt. Healthy to create the JEDZ and
agreed that if the JEDZ was created, a tax rate of 1 ½ percent
would be imposed. The decision on whether the JEDZ is
actually created and the payroll tax imposed on businesses
and employees within the JEDZ area will ultimately be made
by the residents of Springfield Township, who will vote to
approve or reject the JEDZ on February 4, 2014.
If the JEDZ is approved, the revenue generated from the
JEDZ payroll tax will not fill the entire financial gap created
by the State Legislature’s sweeping cuts in the Township’s
state revenues. But, it will allow the Township to continue its
current level of services to its residents while it implements
its current long-range revenue-producing plans and develops
others. For instance, in the next 5 to 10 years, the Township
will continue to pursue providing services to adjoining communities through shared service agreements, pursue legislative
changes needed to internally consolidate at least some of the Township’s fire/police services, pursue legislative changes to the
manner in which Township levies are structured so that residents can vote to establish a combined Township services levy’
and pursue the completion of critical aspects of the Township’s Comprehensive Neighborhood Master Plan and continued
economic development efforts. Only through a combined, and ever-evolving strategy and planning can the Township achieve
long term financial stability while continuing to provide its residents with the excellent public services they expect.
Impact of Failure:
If the JEDZ and other major initiatives identified above are not passed/implemented, Township residents and businesses will
see a dramatic difference in the Township where they live and work and which they helped to create. The financial gap is
simply too large for it to be otherwise. The Township has already cut 1.7 million dollars in expenditures. A further 2.5 million
dollar cut each year simply cannot be achieved without very real and very drastic reductions in personnel and services. There
will be no other entity to “pick up the slack.” The Township will be unable to meet many of the statutorily-required duties that
impact all departments and services to the community, including debt obligations. Long term, property values and the quality
of life in the Township will be diminished. School districts will be negatively impacted. Greater demands will be placed on the
county and state governments to provide services which they do not currently provide, with fewer and fewer tax revenues
coming in to pay for them.
7
Springfield Township is unlike any
community in Hamilton County.
What makes it different?
Why are those differences so important?
8
History and Geographic Location of
Springfield Township
Springfield Township was founded in 1795,
Eight years prior to the founding of the state of Ohio
Centrally located in Hamilton County – 15 miles north of downtown Cincinnati, Springfield
Township encompasses nearly 17 square miles and has a population of *36,319, making it the 5th
largest political jurisdiction in Hamilton County and 16th largest Township in the State of Ohio.
Hamilton County Map
5th largest
political
jurisdiction in
Hamilton County
and 16th largest
Township in the
state of Ohio .
Springfield
Township
*according to the 2010 Census
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Land Use of Springfield Township
• Approximately 60%
of Springfield Township is
comprised of residential land use.
• Approximately 30% of the
of the Township land use is
comprised of public land – parks,
churches, schools, or other
government or non-profit uses
that pay no property tax.
• Approximately 10% of the
township land use is comprised
of commercial or industrial land
uses
Winton Woods, Great Parks of Hamilton County
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Finneytown Secondary campus
Northminster Church
Demographics*
Housing
Total Population of 36,319
83% 69% 55% 39% 2% 2% 2% White
African American
Hispanic
Asian
Other Race
Nearly 70% of the Township’s
residents moved into the area
prior to 1970.
Detached Structures
Constructed prior to 1970
73% of the Township’s 15,020 Housing Units
are Owner Occupied
The Median Home Value
in Springfield Township is
$120,872
76% of Township households
are classified as “families”.
*Data is approximate, according to the 2010 Census
11
Socio-Economic
Average Household Income $76,242
Median Household Income $63,954
Over 60% of Springfield Township residents have education beyond high school.
Approximately 67% of the Township’s households have 2 or more vehicles.
12
Segmented Township Boundaries
Nearly half of Springfield Township’s original land area has been lost to incorporation and
annexation.
The cities of Wyoming, Springdale, Forest Park, Mt. Healthy and North College Hill and the
villages of Greenhills, Woodlawn, Lincoln Heights and Arlington Heights were all originally part of
Springfield Township.
Fairfield
Forest
Park
The
remaining
area of Springfield
Township is comprised of
one large area of nearly 13
square miles and 5 smaller
detached areas – presenting
unique service delivery
challenges.
Springdale
Sharonville
Glendale
Greenhills
Springfield
Township
Colerain Township
Mt
Healthy
Woodlawn
Wyoming
Evendale
Lockland
North College
Hill
Cincinnati
Norwood
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Springfield Township has 7 different public
school districts within its borders.
Finneytown
(Only school district that is entirely
within Springfield Township
boundaries)
Mt. Healthy
Winton Woods
Northwest
North College Hill
Princeton
Cincinnati
14
Springfield Township has 9 different
mailing zip codes within its borders:
45215
45216
45218
45224
45231
45237
45239
45240
45246
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A Community of Neighborhoods
Springfield Township is comprised of 12
unique and distinctive neighborhoods
Finneytown - North
Finneytown – South/ View Place
Winton Northwest
Winton Northeast
West College Hill/Golfway
Valleydale/Edgemont
Hamilton Southwest
Hamilton Northwest
Lexington Heights/Glencoe/Wellspring
Sevenhills
Pleasant Run Farms
Hollydale
16
I hear a lot about “intergovernmental
collaborations” to save money.
Has Springfield Township tried to save money through
working with other communities?
17
Intergovernmental Cooperation
Springfield Township shares its borders with 10
different communities and provides mutual aid and
other cooperative services to:
City/Village
Population
Springfield Township Fire Department
Responses to Mutual Aid Requests
(2012)
City of Cincinnati (296,943)
4
Colerain Township (58,499)
104
City of Fairfield (40,000)
8
City of Forest Park (18,720)
52
City of Springdale (11,223)1
18
City of North College Hill (9,397)
48
City of Wyoming (8,428)
36
City Mt. Healthy (6,098)
73
Village of Greenhills (3,615)
14
Village of Woodlawn (3,294)
3
Springfield Township
Police Department
Responds to Over 200
Mutual Aid Requests
Per Year.
Intergovernmental Cooperation:
• Springfield Township Fire and Police Departments are operated
at the highest level of quality and sophistication. Due to its location,
configuration, and proximity of the communities it borders, Springfield
Township is in an excellent position to provide equal or superior
safety services at a lesser cost through contractual agreements to
five of the smaller bordering cities and villages. Despite offers from
Springfield Township to provide contractual safety services to adjacent
communities, there has yet to be any proposal accepted.
• Springfield Township is the fifth largest community in Hamilton
County. Due to its size, high demand for service, and response time
requirements, bordering communities are unable to provide an equal or
improved level of service that would result in any cost savings. Outlying
neighborhoods, not easily accessible by existing Township fire stations
(Pleasant Run Farms and Hollydale) are currently serviced by contractual
agreements with neighboring communities.
19
Intergovernmental Cooperation/Shared Services
Intergovernmental cooperation among communities produce
less expensive and more efficient local government services.
Springfield Township actively participates in the following
intergovernmental and shared services agreements:
• Hamilton County Mutual Aid Agreement
Multi-jurisdictional assistance for Police and Fire emergencies.
• Hamilton County 911 Dispatch/Communications Center
911 communications for 45 Hamilton County jurisdictions.
• Shared service fire contracts with Colerain Township and the City of Springdale
Provides first responder fire and EMS service in order to improve response time to two northern areas of the Township.
• Since 2006, Springfield Township has served as the administrating agency of the Drug Abuse
Reduction Task force (DART). DART is a collaborative task force effort involving participation from 13 different Hamilton
County political agencies designed to combat illegal drug activity.
• Since 1994, Springfield Township has been a member of the Ohio Plan Inc.
The Ohio Plan is a property and casualty insurance pool with over 750 Ohio Townships, Cities and Villages working together to manage
their risks and liabilities to keep rates affordable.
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• Springfield Township has been
a member of the Center for Local
Government (CLG) since 1996.
The CLG is a consortium of over 50 local
governments in Southwest Ohio that work
together to share information, collaborate on
joint operational and purchasing projects, mutual
aid agreements and training for employees.
• Hamilton County Fire Chiefs
Association - 41 fire departments in
Hamilton County meet monthly to collaborate
with ways to enhance quality, share services
and control costs. Group and state purchasing
contracts help control the rising costs of supplies
and equipment. The Hamilton County Urban
Search and Rescue Team, Greater Cincinnati
Hazardous Material Response Team, Mobile
Incident Command Vehicle (Command 400) and
the Hamilton County Arson Investigation Team
are regional response teams made up of specially
trained technicians from almost every fire
department in Hamilton County.
CLG
21
What are the priorities in
Springfield Township?
22
Springfield Township Strategic Mission Statement
We are a local government leader at providing innovative, cost effective
safety and quality of life services to our residents and businesses.
We are a professional organization providing leadership to meet the needs
of our residents and businesses in an ever changing financial and political
environment. We leverage our experience and expertise to provide high
quality customer service through our culture of integrity, accountability,
transparency, efficiency, dependability and personal touch.
We are Springfield Township . . .
committed to creating public value for our residents and businesses.
23
Service Expectations of Resident and Business Owners
Springfield Township is a diverse community, made up of various ages, ethic
and socio-economic backgrounds. Among this diversity, a common demand,
expectation and appreciation exists for the public services the Township
provides.
Despite significantly high property taxes, Township residents have never
rejected additional tax levies to maintain or improve safety services.
24
Issues and Future Goals
Residents and business owners serving on planning
committees have worked together with Township officials
in recent years on budget, finance and service operations
to create plans aimed at addressing community challenges
and future aspirations.
Three overall goals have been identified in order to move
the Township forward.
• Achieve financial stability through the continued effective and efficient management of resources and delivery of public services
• Revitalize and accentuate Township neighborhoods
through redevelopment efforts to provide new housing opportunities and commercial uses that meet resident service needs
• Improve communication and quality of life through resident and business owner engagement and increased recreation, arts and enrichment opportunities
25
Tell me a little more about what my tax
dollars pay for.
What Township services do I receive?
26
Springfield Township is a Full Service
Community that Provides the Following
Services to its Businesses and Residents
Administration
Police
Fire and EMS
Development Services
Parks and Recreation
Public Information and Communications
Senior/Community Services and Arts and
Enrichment
Public Works/Fleet Maintenance
springfieldtwp.org, Township Services
27
Administration
The Administration Department provides the overall leadership
and day to day direction and management of township activities
and services:
Three Township Trustees – Legislative Authority
Fiscal Officer – Financial Fiduciary Responsibility
Township Administrator – Chief Administrative Official
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Township Administrator – Chief Administrative Official
Finance
Appropriations, Receipts, Accounts Payables and Receivables, Payroll, Investments, Audits
Human Resources
Employee Hiring, Records and Compliance, Benefits Administration, FMLA Administration, Workers Compensation Administration, Training, Personnel Policies, Payroll
Risk Management
Property and Casualty
Development Services
Economic Development, Planning , Zoning , Property Maintenance and Nuisance Enforcement
Public Information/Communications
Web Site Management, Resident Communications, Community Business Group Facilitation,
Township Information, Press Releases, Public Records
Senior and Community Services and Arts and Enrichment –Senior/Community Center and Grove Senior Services and Programming, Community Events, Facility Rentals, Community Programs and Classes, Grants and Private Fundraising
Parks and Recreation
12 Township Parks – 117 Acres, Park Maintenance and Capital Improvements, Athletic Field Scheduling
29
Police Department
Township Police Chief
41 Full Time Sworn Officers
8 Part-Time Sworn Officers
6 Full-Time and 1 Part-time Civilian Employee
* Less than the 76 officers recommended by FBI standards.
Nationally Recognized by the Commission on Accreditation for Law
Enforcement Agencies (CALEA) since 1999
In 2013 the Police Department was presented the Award of Excellence
by CALEA, making the Department one of only 12 agencies in the State to
receive this distinction.
2012 Police Department
Statistics
Functions/Special Units
Road Patrol
Detectives
Canine
DART– Drug Abuse Reduction Task Force
School Resource Officer
Traffic
IMPACT - Innovative Methods for Policing
Against Crime Trends
START – Springfield Township Arrest and Response Team
30
25,000 Calls for
Service
5,091 Arrest
7% Drop in
Violent Crime
Fire/EMS Department
Township Fire Chief
29 Full-Time Paramedic/Firefighters
46 Part-Time Paramedic and/ or EMT Firefighters
Accredited with the Cincinnati Academy of Medicine
ISO 3 Rated – Ranks In Top 25% Nationally
*ISO is standard measurement for emergency operations (1 being
the highest standard, 9 is the lowest standard).
The Springfield Township Fire Department is a Certified
Firefighter/EMT Training Center.
2012 Fire Department
Special Divisions
Water Rescue
Urban Search and Rescue
Fire Prevention/Education
Inspections
Statistics
1,201 Calls for
Fire Emergency
4,257 EMS Runs
31
Public Works/Fleet Maintenance
Service Director
14 Full-Time Employees
3 Part-Time Employees
7 Seasonal Employees
Includes 3 Full Time and 7 Seasonal Parks Employees; 2 Full Time
Fleet Maintenance Employees
Services/Functions Performed
91.3 Miles of 2-Lane Road
Responsibility for Road Resurfacing, Repair, and Maintenance
Storm Drainage System Maintenance
Grass and Tree Right of Way Maintenance
Street and Traffic Sign Maintenance
Snow Removal
Parks Maintenance and Grass Cutting
Streetscape Maintenance and Litter Control
Nuisance Abatement
Fleet Maintenance
Services 56 Police Department Cruisers and Vehicles, 18 Public
Works Trucks and Vehicles, 18 Fire Department Trucks, Vehicles and
Equipment
32
2012 Service Department
Statistics
Abated 168
Nuisance Properties
Placed 313 tons of
hot mix and 19 tons
of cold mix asphalt
Awarded $220,670
in grant funds for
road and storm water
repairs
I receive great services - but how does the
money break down?
Why are Township funds restricted?
How much of my property tax dollars pay for
Township services?
What other sources fund Township services?
33
Financial Structure
Township Funds
Springfield Township, like all Townships in the State of Ohio, operate on a “Cash Fund” basis.
Township appropriations encompass 28 Different Funds (2014).
Each of the 28 funds are specifically restricted by state law regarding:
• how each fund is to be established
• how revenues are receipted
• what purposes and types of expenditures can be
made from each specific fund.
34
The General
Fund is the
least restricted
of Township
funds.
Township Revenue Sources (Projected 2014)
• Property Tax
Inside Millage
Grants
• Motor Vehicle Tax
Outside Millage
• Interest
• Estate Tax (Ended in 2013)
• Franchise Fees
• Intergovernmental
Local Government Fund (LGF)
Gas Tax, License, Fees, Fines, Forfeitures
• EMS Billing
• User Fees, Permits, JEDD and Other
Township Revenue by Source -‐ 2014 Projected 70% of all
revenue is
currently
generated
through
property tax.
Property Tax (Inside Millage) Property Tax (Outside Millage) Estate Tax LGF Gas Tax, License, Fees, Fines, Forfeitures Motor Vehicle Grants Shared Service Reimb. Interest Franchise Fees EMS Billing User Fees, Permits, JEDD, & Other TIF Dist. DART 1% 3% 0% 2% 4% 2% 2% 4% 8% 2% 4% 2% 0% 66% springfieldtwp.org, Financial Structure
35
Total Resident Township Property Tax Allocation
*Schools
Springfield Township Services
Hamilton County Services
54.3%
26.7%
19%
(*The school district percentage varies and is shown as the average from the seven different
school districts in Springfield Township.)
Schools
54.3%
County Services
19%
Township Services
26.7%
36
Property Tax (2014)
Inside Millage
Fluctuates with property values
.85 Mills - Road and Bridge $491,980
.34 Mills - General Fund $172,945
Total Township Property Tax Revenue by Source 2014 Projected Outside Millage
Revenues generated from outside millage levied
against residential properties does not fluctuate
with changes in property values. Revenues can be
impacted with valuation changes of commercial
properties.
12.61 Mills – Police District $6.9 Million
9.0 Mills – Fire/EMS District $4.9 Million
1.0 Mill – Road District $0.475 Million
Road & General Fund Road District TIF Dist. Bridge 1% 4% 3% 3% Fire/EMS Dist. 37% Police District 52% Tax Increment Finance (TIF) District
Restricted funds that may only be used for capital
improvements in the established district.
$343,787
springfieldtwp.org, Financial Structure
37
Other Revenue Sources (2014)
• EMS Billing
• State Capital Improvement Program (SCIP) or
Infrastructure Grants
• Franchise Fees
• Local Government Fund
• Operational and Other Grants
• Facility Rentals
• Estate Tax (Ended in 2013)
• Permits and User Fees
• JEDD (existing JEDD established for Mt. Healthy North Elementary)
Other Intergovernmental
Other Revenue Sources by Type (Non-‐Property Tax) 2014 Projected SCIP or Infrastructure Grants 1% 3% 7% 6% Franchise Fees 21% Local Government Fund 5% 1% EMS Billing Opera?onal and Other Grants 8% Rental and Events Fees Estate Tax 10% 38% Permits and User Fees JEDD I Dist. Other Intergovernmental 38
General Fund Revenue
2014 Projected by Source
General Fund Revenue by Source 2014 Projected Estate Tax 7% *Other (fines, fees, interest, grants, etc.) 34% LGF 20% Real Estate Tax (includes Rollbacks/Homestead) 14% Franchise Fees 25% * Does not Include internal shared Twp departmental revenue for personnel and fleet services springfieldtwp.org, Financial Structure
39
Police Department Revenue
2014 Projected By Source
Police Department Revenue by Source 2014 Projected Property Tax (12.61 Mills) Other (Includes School Resource Officer Funding) Impond Lot Fees / Vehicle Sales Fines & Grants 1% 2% 3% 94% 40
Fire/EMS Department Revenue
Fire Department Revenue by Source 2014 Projected EMS Billing 14% Property Tax 86% springfieldtwp.org, Financial Structure
41
Public Works/Service Department Revenue
Public Works / Service Department Revenue by Source 2014 Projected 18% 33% Property Tax (Road & Bridge -‐ Inside Millage) Property Tax (Road District Levy-‐Outside Millage) 14% Motor Vehicle License Tax 2% Gas Tax 33% 42
Permissive Motor Vehicle License Tax Township Expenditures (2014 Proposed)
Township Expenditures 2014 Proposed Service / Public Works 10% Infrastructure 4% Administra*on 17% Fire/EMS 30% Police 39% * Expenditures include both capital and opera*onal expenses Administration includes Finance, Human Resources, DSD, Parks, Service, Senior and Communication, Events and Arts and Enrichment
43
Township General Fund Expenditures (2014 Proposed)
General Administra.on (Management, Finance, Human Resources, Communica.ons/
Events, Customer Service) 14% Community/Senior Services 8% 7% 59% 12% Development Services (Planning, Zoning, Code Enforcement, Economic Development) Service/Public Works (Supplement to Service Dept) Parks/Recrea.on * Expenditures include both capital and opera<onal expenses 44
Township Police District Fund Expenditures (2014 Proposed)
Police District Fund Expenditures 2014 Proposed Personnel 5% 6% 5% Facili-es 6% Equipment/Supplies 78% Intergovernmental (Tax Collec-on, 911 Communica-on Ctr., County Coroner) Other (Insurance, Legal Fees, Training, Impound Lot) springfieldtwp.org, Financial Structure
45
Township Fire/EMS District Fund Expenditures (2014 Proposed)
Fire District / EMS Fund Expenditures 2014 Proposed 2% 12% Personnel 4% Facili-es 12% Equipment/Supplies/Contracted Services 70% Intergovernmental (Tax Collec-on, 911 Communica-on Ctr., Fire Contracts) Other (Insurance, Legal Fees, Training) * Expenditures include both capital and opera@onal expenses 46
Township Public Work/Service Department Funds/Road District Fund
Expenditures (2014 Proposed)
Service Department Funds / Road District Fund Expenditures 2014 Proposed Personnel 17% 41% 5% Facili-es Equipment/Supplies/Contracted Services/Salt 28% 9% Other (Insurance, Legal Fees, Training, Tax Collec-on Fees) Infrastructure/Capital Improvements/OPWC Payments * Expenditures include both capital and operaEonal expenses springfieldtwp.org, Financial Structure
47
Now that I understand the basic financial
structure, tell me about the challenges the
community is facing.
What challenges can we overcome through creative ideas?
What issues require policy or legislative changes?
What issues were caused by recent state legislative changes?
48
Issues & Concerns
The Central Focus
Achieving financial stability is the most significant issue facing the Township. There are four
specific components involved in addressing this challenge:
• Township Operational Management and Decision-Making
• Characteristics Unique to Springfield Township
• Outside Government Actions
• Global/National Economic Forces
springfieldtwp.org, Issues and Challenges
49
Township Operational Management and Decision-Making:
In order to achieve financial stability, internal Township decisions are being made specifically
focusing on the following three critical areas:
• Resource Management - the
effective and efficient delivery of
public services
• Operating Protocols Procedures,
Program Innovation and Design
•Planning, Policy, and Fiscal
Decision-Making
50
Unique Community Characteristics
Unique physical boundaries, demographics and an aging infrastructure present ongoing
challenges regarding service delivery, capital improvements and the revenue necessary to support
them.
Springfield Township is a
“bedroom community”.
Over 60% of the land uses
are residential. Unique to
Springfield Township, 30%
of its land is used for nonprofit purposes, such as
churches and parks which
do not pay property tax. A
disproportionate amount of
the tax burden to fund services
is currently on residents and
small business owners. There
is great need for land area for
commercial and light industrial
use.
The demand and need
for Township service is
continually increasing, while
current revenue sources are
diminishing. This is in part due
to the changing demographics
of the community.
Nearly 70% of all housing
in Springfield Township
was constructed prior to 1970.
A majority of residents has
called Springfield Township
home for over 40 years. In
order to bring in new residents
and keep existing homeowners,
new and varied housing units
options are needed to meet the
demand.
51
Unique Community Characteristics
The majority of the
Township’s road and
storm sewer infrastructure was
constructed prior to 1970 and
is nearing its useful life span.
Roads continue to deteriorate
without the funding for repairs.
52
The segmented physical
configuration of the
Township makes the efficient
and effective delivery of
public services challenging.
In addition, the bordering
jurisdictions that would
typically be able to provide
service are smaller and
incapable of providing the
necessary service for a large
community such as Springfield
Township.
Outside Government Actions
Specific legislative actions taken by County, State or Federal Government over the past 10 years
detrimentally impacted Township finances. During this time, revenues have decreased while
unfunded mandated expenses have increased.
County Legislative or
Administrative Decisions:
State Legislative Decisions:
Estate Tax Repeal
Increased Cost of Hamilton
County Communication Center
Local Government Fund
for Dispatch and 911 Services
Reductions
Increased and new pass –thru
Tangible Personal Property Tax
cost for Board of Election
Elimination
Expenses
Increased and new pass –thru
cost to fund county public
works department
Global and National Economic
Forces: (Factors that impact
the nation or world economy):
High Unemployment
Housing Market/Foreclosure
Decreased Assessed Property
Valuations
Reimbursement Elimination
Public Utility Tax Elimination
Increased Public Records
Production Requirements
53
Average % of General Fund Revenue by Source 2000 -‐ 2013 *Other (fines, fees, interest, grants, etc.) 23% Estate Tax 41% Franchise Fees 10% New State Budget Shifts More
Tax Burden to Residents While
Hurting Local Governments and
Schools
State legislators removed the Estate
Tax (which only affected 7% of the
Real Estate Tax 6% population, but accounted for 41% of
the Township’s entire General Fund
LGF 20% revenue), removed the Tangible
* Does not Include internal shared Twp departmental revenue for personnel and fleet services General Fund Revenue Elimina3on of 53% 2014 of resident’s state income tax which
is paid to the State and set aside for
redistribution back to the community
*Other (fines, fees, interest, grants, etc.) in which they reside.) Impacting
23% Franchise Fees 10% Personal Property Tax (which supports
local communities), and cut the Local
Government Fund in half (A portion
Estate Tax 41% residents further, state legislators
passed House Bill 59 which made the
Real Estate Tax 6% cost of any new levy, 12.5% higher to the
LGF 8% tax payer. Recent changes made at the
LGF Reduc3on 12% * Does not Include internal shared Twp departmental revenue for personnel and fleet services State level have put local communities at
risk.
Seems as though we need a plan.
What plans are in place to address issues?
Have you thought about getting the residents involved?
55
Township Response - Actions Taken
Springfield Township has engaged its residents and businesses for over a decade in determining
the course of the Township and the services it provides. Through the use of focus groups,
committees, surveys, public meetings and neighborhood outreach, Springfield Township has
gathered feedback to continuously learn more about the expectations and needs of the public.
56
2020 Vision Plan
The 2020 Vision Plan was created and adopted in
1996, and updated in 2006.
The 2020 Vision Plan involved the participation
of over 50 different business, school, church and
neighborhood and community leaders. The Vision
Plan was created to guide current and future
Trustees in long-range planning decisions. There
are five primary areas of focus in the Vision Plan.
Themes of The Vision Plan
Township Services /Actions/Governance
Collaborative Actions
Business/Economic Development
Neighborhood Enhancement
Recreational, Educational and Cultural Enrichment
Neighborhood grill-outs were held to engage with residents prior to the
creation of the 2020 Vision Plan.
springfieldtwp.org, Actions Taken
57
Land Use Plans
Initially adopted in 1998, the Land Use plan provides a guide
for future development. Since its initial adoption, the Township
Land Use Plan has been updated three times – most recently in
2012.
To ensure that a cross section of community and business
interests were represented, the Springfield Township Board
of Trustees created a committee to provide input on Land Use
designations.
The current Land Use Map is designed to:
• Accommodate future needs
• Provide for orderly growth
• Provide rationale for land use, zoning and related
decisions
58
Comprehensive Neighborhood Master Plan
The Township Neighborhood Master Plan was an original
recommendation of the 2020 Vision Plan. The Master Plan
was developed with the understanding that the Township is
made of distinct neighborhoods with varying demographics,
needs, amenities and challenges. One single plan for
neighborhood enhancements could not be made to fit the
entire community. Instead, the Township was grouped in
twelve neighborhood districts. In each district, neighborhood
meetings were held and residents in attendance were invited to participate as
steering committee members. Over 70 resident steering committee members
met monthly, for a year to develop the final plan for each neighborhood district.
Extensive research and land use recommendations from a consulting firm
provided final plans for a future downtown, or “core” district that is currently
being considered by potential developers.
This Neighborhood Master Plan
Addresses:
• The study and analysis of existing
conditions in each district (physical
condition, land use and zoning policy
standpoint)
• Specific recommendations regarding
short and long–term goals and
policies for future implementation
• Operational and service delivery
recommendations regarding
defined areas of weaknesses and
opportunities for success.
An informationgathering meeting
was held for each
neighborhood
district prior to
the start of the
Neighborhood
Master Plan. In
each district,
individual
neighborhood
strengths,
weaknesses,
opportunities,
and threats were
defined by the
residents.
59
Several initiatives focused on improving the management of Township resources have been
created in order to achieve effective and efficient delivery of public services and the day-to-day
operations of the Township.
Budget and Finance Committee
The Township Budget and Finance Committee was formed in 2007. The Committee consists of
9 members who are residents of the Township and have specific finance or business background.
The committee meets several times a year for the following purpose:
• Review and prepare general
key discretionary components
and priorities of the annual
Township budget
• Provide feedback and
the types and levels of services
that should be offered by the
Township.
60
• Provide feedback and
long range revenue and
expenditure strategies such as:
Tax Levy Strategy/
Consolidation; JEDD, TIF
and RID Utilization; Service
Consolidation/Elimination/
Creation
• Review and provide feedback
and recommendations
regarding proposed tax levies
or new revenue generating
issues requiring a ballot issue.
• To help communicate and
inform Township residents and
business owners regarding the
financial needs and conditions
of the Township.
PerformanceStat
PerformanceStat is performance management process held
monthly with Township administrative and departmental
leadership. The focus of day-long meetings provides time to
discuss solutions to community issues collaboratively.
After considerable budgetary cuts
in 2009, a new way of providing
service had to be found. Regular
PerformanceStat meetings
provide a forum for ideas to
The process involves the following components:
be explored. Today, the Police
• Benchmarks for judging successes and failures
• Tactical efforts to achieve targets
• Data tracking
• Analysis of successes or failures
• Collaboration across all departments
• Experimentation to creates new ways of achieving success
• Resource deployment
• Relentless follow-up and assessment
and Service Departments fill the
role of a much smaller Zoning
Department. Athletic field rental
fees pay for parks to be mowed.
Police and Fire Department
collaborations are now being
explored. These ideas were all
derived from PerformanceStat
collaborative meetings.
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Trustee Results Oriented Budgeting Work Sessions
The Board of Trustees meets at least once annually for a two-day work session. The extended
work session is held on-site to focus on variety of operational, land use and short and long range
planning topics relevant to decision-making for the current year.
Additionally, the Board conducts several half-day work sessions in the year to focus specifically on
budget-related issues. The Township’s budget process is focused on the achievement of specific
outcomes for items requested in the budget.
62
Has the Township made any cuts to prepare
for the revenue shortage?
How have the reductions
changed Township service delivery?
63
Since 2009, the Board of Trustees took specific budgetary actions aimed at
meeting the challenges that face the Township.
Operational Expenditure Reductions
• In 2009 The General Fund Operating
Expenditures were Reduced From
$4.8 Million to $3.1 Million Trustees
Made a 35%
Reduction in
General Fund
Expenditures
• Curb-side brush pick-up was eliminated,
allowing the Township to re-purpose
those employees in other areas.
• 9 Employees were lost to lay-offs
or attrition while several others were
reassigned
• Reduction of Contracted Services
• Reduction of Township Funded Capital
and Infrastructure Projects
64
Many of the
difficult cuts were
made with the
recommendations
of the Budget
& Finance
Committee. Pilot
programs for
interdepartmental
collaborations
were created in
PerformanceStat.
Program Reduction/Elimination
Parks
For the first time, fees and field maintenance agreements were initiated with athletic organizations requesting
the use of Township park athletic fields. This change resulted in average $16,000/year in revenue which is used to
hire seasonal staff to assist in mowing parks.
Shelters
Shelter rentals were eliminated because staffing was no longer in place to perform the administrative tasks
associated with the requests.
Reductions in Waycross Services
Cable franchise fees had previously been paid directly to Waycross Community Media. The fees were redirected
to the Township and a new contract was negotiated for reduced services with Waycross. This action resulted in
over $300,000 in savings to the Township.
Staffing Reductions
Police, Fire, Administration, Service
Staffing Elimination
4 Full-Time , 5 Part-Time
Employee Compensation/Benefits
Police and Fire contracts renegotiated for savings
Salary Freeze (Since 2010)
65
Operational Efficiencies – Internal Consolidation
Police Department /Development Services Department
With only one part-time zoning inspector, the Police Department now delivers
notices to the doorsteps of residents in non-compliance of the Township’s
nuisance ordinance.
Service/Development Services Department
When a property owner declines to rectify a nuisance violation on their own,
the Township assesses the owners’ property taxes for the cleanup service
to be provided. In the past, the Township hired contractors for the service.
Often, it takes years for the Township to receive the retribution from the
property tax, even though the contractors were paid on time. To alleviate the
up-front expense of contracting work, the Service Department took on the
responsibilities of abating a nuisance property.
Fire Service Contracts
Given Springfield Township’s unique boundaries, emergency fire and EMS
services are contracted for some of the outermost neighborhoods. Service
contracts with Colerain Township and with the City of Springdale have saved
nearly $65,000 and provide residents with a faster response time than what
the Springfield Township Fire Department can provide.
66
Revenue Enhancement
Passage of the Police Levy
Voters passed 2.5 Mill Police Levy by 75% in May 2009.
Levy revenues projected to provide carryovers through 2017.
Athletic Field Fees
Athletic organizations are now required to rent Township field space. $14,000 - $17,000 in revenue received annually.
Passage of Fire Levy
Voters passed 1 Mill, 5-year Fire Levy (expires in 2017).
Senior/Community Center/Grove Revenue Increase
Revenues increased by over 300% since 2008 (65K to 220K)
Revenues greatly minimized impact on General Fund over the past 3 years.
The Department was projected to be operationally self-sufficient in 2011 and currently is.
67
Actions Taken / Results Achieved
Service Delivery:
Police
Calls for Service 23,181
Crime Rate:
Violent Crime – Down 7%
Property up 11.5%
Fire/EMS Calls for Service
Calls for Service – Fire 1,201
EMS 4,257 (Record High)
Average Response Time – 6 Minutes
68
Service Delivery
Service Department
Repaved, Rejuvenated and Crack Sealed 5
Miles of Roadway (23 Streets)
Applied 330 Tons of Hot and Cold Mix
Asphalt Pothole and Large Patch Street
Repairs
Replaced Over 400 Sidewalk Blocks
Repaired/Replaced 8 Major Headwall or
Storm Pipes
Completed 1,225 Hours of Right of Way Tree Work
Completed 169 Nuisance Property Clean-ups
69
Community Events and Activities
Sharing a philosophy that where arts flourish, communities
prosper and lives are enriched, the Springfield Township
Board of Trustees passed a resolution on September
26, 2012, authorizing the creation of a 501(c)3 Arts and
Enrichment Council. The pending non-profit organization
now helps to assist the Township with community
programming and special events. As a 501(c)3, the
organization is able to qualify for additional grant funding
and have the ability to offer tax deductions for private
donations. With the establishment of the Arts and
Enrichment Council, the community will benefit with better
access to the arts, expanded public events, a renewed
public image, a more connected community and increased
economic interest for development in the Township.
• Hosts approximately 22 community events per year
• Provides arts and enrichment programming for all ages
70
What do the financial projections look like?
What do the next five years look like for Springfield
Township?
71
Three Primary Goals:
Specific actions taken by the Board of
Trustees to address the challenges faced
by the community, especially related to
achieving financial stability, have provided
the Township with short-term economic
stability and time to develop long range
plans. However, as indicated by the fiveyear projections of the General, Police
District and Fire District funds, there are
specific action steps that must be taken
to ensure the Township can achieve its
primary goals.
72
Achieve financial stability through
the continued effective and
efficient management of resources
and delivery of public services.
Revitalize and Accentuate
Township Neighborhoods through
redevelopment efforts to provide
new housing opportunities and
commercial uses that meet
resident service needs.
Improve Communications and
Quality of Life through resident
and business owner engagement
and increased recreation, arts and
enrichment opportunities.
General Fund 5-Year Projection
2014
Revenues – $1,949,039 + Carryover $4,675,901 = $6,624,940
Expenditures - $3,463,646
Carryover - $3,161,294
2015
2016
Revenues – $1,953,665 + Carryover $1,608,473 = 3,562,138
Carryover - ($184,041)
2017
Revenues – $1,945,221 + Carryover $(184,041) = 1,761,180
Carryover – ($2,145,738)
The Township
General Fund will
be out of money
by 2016 without
additional
funding. The
need to generate
additional
revenue is critical.
2018
Revenues – $1,951,974 + Carryover ($2,145,738) = ($193,764)
Carryover – ($4,268,395)
springfieldtwp.org, Current Situation
73
General Fund Revenue Elimination of 53% in 2014
General Fund Revenue Elimina3on of 53% 2014 As a result of
legislative actions
made by the state in
2013, the Township
has lost over 53% of
its revenue.
*Other (fines, fees, interest, grants, etc.) 23% Franchise Fees 10% Estate Tax 41% Real Estate Tax 6% LGF 8% LGF Reduc3on 12% * Does not Include internal shared Twp departmental revenue for personnel and fleet services * Does not include internal shared Township departmental revenue for personnel and fleet services.
74
What Does this Mean?
The five-year township General Fund projections demonstrate the significant
annual revenue reductions that begin in 2014. Projected out two years, these
revenues are not enough to sustain the many statutorily required functions of
the township.
In order to remain solvent, the General Fund would need annual increased
revenues or reduced expenditures as follows:
2014 - $475,000
2015 - $950,000
2016 - $1,000,000
2017 - $1,250,000
2018 - $1,425,000
* Reducing expenditures any further is not feasible due to the required services
and functions that must be fulfilled, the debt service that is required and the
overall negative impact that will occur to resident services. Reductions in the
General Fund would negatively impact road maintenance, senior services, parks
and economic development among many other things.
75
Police District Fund 5-Year Projection
2014
2015
Revenues – $ 6,927,230 + Carryover $3,893,365 = $11,177,595
2016
2017
Revenues – $ 6,927,230 + Carryover $2,900,980 = 10,185,210
Carryover – $2,057,884
2018
Carryover – $936,240
76
Fire District Fund 5-Year Projection
2014
2015
2016
2017
Revenues – $ 4,915,282 + Carryover $1,322,754 = 6,239,036
Carryover – $632,215
What Does This Mean?
The Township’s Police and
Fire Funds will require
renewal and new millage
in 2018 to continue to
provide current level of
service.
Again, reductions in
staffing and funding since
2009 have Police and Fire
Departments operating at
minimum level.
2018
Revenues – $ 5,000,000 + Carryover $632,215 = $5,633,215
Carryover – $(141,811)
77
What are the options to financial stability?
Will my level of service be impacted?
Should I expect more taxes?
Are there any other options besides raising my
property taxes?
78
Given the current financial situation facing the Township, the
Board of Trustees, administrative and departmental leadership
of the Township spent the majority of 2013 identifying
opportunities for service delivery and funding. Five options
are now presented with recommendations for long-term
sustainability.
springfieldtwp.org, Plans & Recommendations
79
Determining Township…
What Level of Service Should Springfield Township
Provide?
• Organization Structure – Method of Delivery
A thorough review and audit of all Township services and functions
were conducted to determine if each service should be continued,
eliminated or if any new or additional services should be added. The
second determination involved a study of at what level a particular
service should be provided. – For instance, what should be the response
• Financial Structure – Revenues and Collections Methodology
Is The Township Organizational Structure What It
Should Be? Analyzing the organizational structure involved
• Services and Service Levels
time for police and fire services?
determining the best method to deliver services that have been
deemed necessary to provide. - For instance, is the service best provided
Township employees by a private contracted source or as a shared agreement
with another jurisdiction and/or a consolidation of Township departments?
Financial Structure
Upon determining the services which are to be provided and
the methodology by which to provide them, the final step of the
process involved determining what the costs are to do so and
compare them to the projected revenue sources available.
The financing gap that is identified represents the necessary revenue to achieve
financial stability for the Township and to fund services in the most effective and
efficient manner to meet the community’s demand for the services.
80
Five Primary Options Were Identified as Directional Actions Steps for the
Trustees:
Option 1:
Maintain Current Organizational Structure
–New/Additional Taxes to Support
Option 2:
Operate Under Current and Projected Revenues
– No New Taxes
Option 3:
Provide Service to Other Jurisdiction
– Provide Contracted Service for Fee – Revenue Generation
Option 4:
Collaboration/Joint Districts/External Consolidation
Option 5:
Internal Consolidation
81
Option 1
Option 2
Option 3
Operating Township services
Maintaining the current
Providing service to other
within current and projected
jurisdictions involves the
organizational structure
revenue levels involves a
Township providing a
involves keeping Township
policy or doctrine of no new
particular service, such as
service essentially the same
taxes to fill the gap of expenses Police and Fire to another
from a standpoint of service
over projected revenue. The
jurisdiction as a fee-based
levels and structure and
difficulty presented by this
service contract. The
would involve proposing new option is that Township services
taxes to fund the substantial and departments have already underlying principle behind
this option is that the
gap – estimated between
been reduced and many
Township could provide an
$2.0/2.5 million annually.
innovative programs created
equal or superior service
to get services and staffing to
level to the community at a
minimally acceptable levels.
lesser cost than what that
community is currently
Further reductions of staffing
expending. This offer has
would be required. This
been extended to several
option would reduce services
to unrecognizable levels and communities – but none have
greatly jeopardize the safety of
accepted at this time
the public and of employees. It
would not reduce taxes.
82
Option 4
Option 5
The Collaboration/Joint District The Internal Consolidation
option is similar to Option
option involves the
3 except rather than the
consolidation of Township
Township providing service
departments - most likely
to another jurisdiction, the
safety service - into one
Township would merge its
department where police,
department or service with fire and possibly public works
another jurisdiction or group of
department employees are
jurisdictions through a shared
trained and have multiple
service contract or joint district.
While this option could
produce some savings for
Springfield Township, they
would be significantly less
than the savings found by
smaller jurisdictions involved in
contract.
No single option
will be the answer
to the financial
concerns of the
Township. Instead,
a combination of
recommendations
has been presented.
certifications to perform a
wide variety of duties. The
need for individual staffing
specialization is reduced and
cost savings are realized.
83
Services/Level Recommendations
Given the reductions that have already been made,
Township services should be maintained at or near
current levels.
Two areas of service should be increased: Arts
and Enrichment and Economic Development
activities should be increased through the continued
development of non-profit organizations, created by
the Township.
84
The Springfield Township
Arts and Enrichment
Council filed for nonprofit status in 2013.
The council is served by
3 staff members and 2
community volunteers.
The Council has received
grants and sponsorships
to bring in art shows,
dinner theaters, touring
productions and
children’s entertainment.
In time, the Council will
adopt a legacy program
and form a larger
volunteer base to grow
its community event
offering. Community
events support small
business, encourage
economic development
and engage residents.
Organizational Structure Recommendations
Administration:
The Administration Department has been reduced to eight employees. This is
considered under-staffed for a community of our size. The recommendation in
Administration is to maintain current structure with modification of position
descriptions and job duties that reflect combined functions of the remaining
positions.
Develop succession plans for Chief Administrative Officer, department and
section head positions reflecting continued staffing reductions and position
consolidations
Create of a Community Improvement Corporation (CIC) to focus on increased
Economic Development activities and incentives to businesses and residents.
Pursue Shared Services Agreement with the City of Wyoming for Parks and
Recreation, Senior Services and Arts and Enrichment events and activities.
85
Organizational Structure Recommendations
Modify Police, Fire and Public Works Departments to provide the following
priority of actions:
• Offer contracted services to other jurisdictions for a fee.
• Pursue a Safety Service consolidation pilot program that trains and certifies 3rd
shift Police Officers as Firefighters/EMT’s.
• Pursue Paramedicine - Township paramedics would provide home health care
services to residents recently released from a hospital following a recent surgical
procedure. The fee would be provided by the hospital.
• Long-term overall interdepartmental consolidations – multiple cross trainings
of all Township employees.
86
Funding Recommendations
• Create a Joint Economic Development Zone (JEDZ)
• Pursue Contract Service Fee Arrangements with Other Jurisdictions
• Consolidate Police and Fire Levies into one Safety Service/Township Operational (SSTO) Levy in 2017
• Combine General Fund Revenues, including the JEDZ with Safety Service/
Township Operations for Budget Purposes. *This would require legislative
change for Townships.
• Use TIF revenues to fund CIC and Arts & Enrichment Council
• The Township’s Road Levy should be combined with a newly created and
more expansive /capital improvement fund with a voluntary road improvement
assessment process by 2018. *This would require legislative change for
Townships.
87
Creating a JEDZ is an option.
How does it work?
Does a JEDZ affect me?
Is this an issue I can vote on?
88
What is a JEDZ?
A JEDZ is a Joint Economic Development Zone. State Law permits Townships
to create development zones in order to enact an earnings or payroll tax
with the cooperation of a city or village. The tax would only be paid by those
working inside the Township and would support economic development and
help to sustain services. The revenues collected are shared between the city
or village in accordance with the terms of the agreement.
springfieldtwp.org, Joint Economic Development Zone
89
JEDZ’s enable townships and cities or villages to use the revenue to
cooperatively address concerns associated with diminishing local revenues,
economic development, growth, and annexation.
JEDZ law allows governmental entities to include certain properties in zone.
How would a JEDZ create revenue for the Township?
A mutual agreement between the Township and a city or village would be
created. Businesses and employees within the designated zone would pay
an earnings tax that the partnering municipality collects. The revenues are
allocated to the Township and to the municipality based on a percentage
outlined in the agreement.
90
What areas are included in
the proposed JEDZ?
All properties in Springfield
Township that are being
used for business and/
or where individuals are
employed is included in the
JEDZ.
*Areas in yellow would be
in the JEDZ.
91
JEDZ Earnings Tax Example
Example:
Jim works in Springfield Township and lives in
the City of Cincinnati.
92
Income:
$50,000
Current Tax Paid:
$1,050 to Cincinnati (2.1%)
JEDZ Tax Paid:
$750 to JEDZ (1.5%)
$300 to Cincinnati (0.6%)
$1,050 Total Tax Paid
Who votes on the proposed JEDZ?
All Springfield Township registered
voters can vote on the proposed
JEDZ May 6, 2014. If voters would
prefer to vote by mail, absentee
ballots can be requested at http://
boe.hamilton-co.org/voting-beforeelection-day/voting-by-mail.aspx or
by calling the Board of Elections at
632-7039 or 632-7044.
If you live in Springfield
Township and work
elsewhere (another
jurisdiction) you will not
pay the JEDZ earnings
tax.
Who will pay the earnings tax?
Only the businesses and individuals
who work in Springfield Township
will be subject to the 1.5% earnings
tax.
93
Township Trustees are considering the creation of a Community
Improvement Corp (CIC). The CIC would be created for purposes of
encouraging and fostering economic development in the Township. The
Board of Trustees will encourage the CIC to offer a Springfield Township
Community Improvement Corporation Grant for Economic Development.
Similar to grants offered in other jurisdictions, the grant program encourages
homeownership to those working in the Township. In this case, anyone living
and working in the Township could apply for the grant in the amount that
was paid into the JEDZ. The details and logistics involving the creation of the
CIC and the Economic Development Grant still need to be worked out.
94
How does the JEDZ benefit Township residents?
The JEDZ will create a new revenue source other than property tax.
The JEDZ provides essential funding necessary to keep moving the Township
forward, enabling the continuation of critical Township services. The JEDZ will
sustain the momentum gained through recent economic development and land
use planning efforts.
95
Proposed JEDZ Agreement Structure :
Partnering Municipality: Mt. Healthy
Earnings Tax: 1.5% Payroll and Net Business Profits
Income Revenue Distribution:
Springfield Township = 85%
Mt. Healthy = 15%
Springfield Township Pays Collection Costs
Anticipated Revenue - $1.125 Million (Estimated)
Anticipated Township Revenue - $930,000 (Estimated)
Resident Economic Development Grant (CIC)
96
JEDZ Communications
Public Meetings/Hearings
September 30, 2013 – Meeting With Churches and Schools
October 1, 2013 – Meeting With Businesses
November 4, 2013 – Required – General Public Meeting
January 7, 2013 - Public Hearing with Comments
March 2, 2014 - State of the Township Community Address
Civic Group, Business & Committee Informational Meetings - December - May
Additional Communications
January - Informational Direct Mailing To Resident Homes
Scheduled “Coffee Talks” With Township Administrator
Township Website: www.springfieldtwp.org
97
Recap - Reasons for Revenue Losses:
Recent State Legislative Actions:
• Estate Tax Repeal
• Local Government Fund Reduction
• Tangible Personal Property Tax Reimbursement Elimination
• Public Utility Tax Elimination
• Poor Local, State, National and Global Economy
• Decreased Assessed Property Valuations
The JEDZ is being considered to replace
recent losses in Township revenues.
98
Impacts of Failure
Although the Board of Trustees will diligently continue to explore other methods of
funding the general operations of the Township government, no viable revenue sources
have been identified other than increased property taxes or a JEDZ. Therefore, if the
JEDZ is not approved, and without some other means to replace the revenue that the
State Legislature cut from the Township and other local governments throughout Ohio,
Township officials will be forced to either propose an increase in the property tax or
drastically reduce services that it currently provides to residents.
Further reductions in the General Fund, where the loss of revenue is having the greatest
impact, will negatively affect Township services such as road maintenance, senior
services, and parks. Ultimately, these revenue losses will also cause the Police and Fire/
EMS Departments to be impacted as well. The General Fund is the revenue source that
enables the Township to perform many statutorily required functions, such as budgeting,
payroll, human resources and general finance. Additionally, it provides funding for
economic development, code enforcement and general oversight/administrative support
functions for all Township departments, including Police and Fire/EMS. Continued
reductions and reduced services due to revenue losses in the General Fund will have
a ripple effect throughout all Township departments and the services they provide to
residents and businesses.
99
Implementation Schedule of Recommendations
• Implement Internal Safety Service
May 6, 2014
• Adopt “Core Area” Master Plan and
Enter Into Developer Agreement
Provide Contract Service
Joint Districts
2017
2014
2015-2016
Joint Economic
Development
Zone to the
Board of
Residents vote on the JEDZ.
- Most important issue in
Township history.
Expansive Capital Improvement Levy
• Voluntary Assessment Process
(Ongoing)
100

Community Overview 2013-2014

Transcription

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