2021ANNUAL REPORT

m a r y s v i l l e o h i o . o r g

City of Marysville, OH

FOREWARD

POLICE DIVISION

FINANCE DEPARTMENT1

FIRE DIVISION32

PUBLIC SERVICE DEPARTMENT51

IT DEPARTMENT86

ENGINEERING DEPARTMENT73

HUMAN RESOURCES DEPARTMENT102

TABLE OF CONTENTS

8

131 ECONOMIC DEVELOPMENT

135 LAW DEPARTMENT

City Hall, 209 S. Main Street Marysville, Ohio 43040-1641

(937) 645-7350FAX (937) 645-7352

www.marysvilleohio.org

It is my pleasure to submit the City of Marysville 2021 Annual Report. This report provides detailed information about the accomplishments made in 2021 and highlights important data from each City division and department.

In 2020, City Council and City Administration updated the 2019-2023 Strategic Plan by adding new goals and objectives for 2021-2025. The Strategic Plan serves as a map of the City’s vision for the future through goals, objectives, and strategies. The 2021-2025 Plan consists of the following priorities:

1. Economic Development2. Finances3. Community Safety4. Traffic, Road, and Pedestrian Infrastructure5. Community Appearance6. Parks and Recreation7. Enterprise Fund Management8. Communication and Branding9. Quality Customer Service

Over the past year, City staff accomplished many of our Strategic Plan goals and objectives; details on the progress are highlighted throughout this report in red.

The achievements made in 2021 would not be possible without a supportive City Council, dedicated staff, and a strong community. We look forward to a productive year in 2022 as we continue to make positive improvements throughout the City of Marysville.

Terry Emery City Manager

General Fund 2021 General Fund Revenues totaled $28,696,519, which is $2,593,135 more than the 2020 fiscal year. This is attributed primarily to an increase in income tax receipts, receipts related to permits, licenses and fees, and a one-time Bureau of Worker’s Compensation refund. Income Tax Revenues continue to be the major source of revenue for the General Fund, accounting for 81.1% of total revenue. Income Tax Revenue totaled $23,284,624 in 2021, which is $2,247,239 greater than income tax collections in 2020. The principal reason for the increase in income taxes was receipts related to net profits or taxes paid by businesses for revenue earned in the City. Net profit receipts increased by $1.14 million, or 96.9%, from 2020 collections.

Other significant sources of General Fund Revenue include Property Tax and Charges for Services. Comparing 2017 and 2021 revenues, the City has seen an increase of $491,308 in these two revenue sources. These increases are due to increased property tax values and an increase in development activity in the City.

Income Taxes81%

Property Taxes6%

Charges for Services

5%

Other8%

2021 General Fund Revenue by Type

$1,773,986 $1,709,286

$1,501,787 $1,479,868 $1,451,249

$1,321,207 $1,276,903 $1,256,969

$1,175,682 $1,152,635

20212020201920182017

General Fund Revenue Types 2017 -2021

Property Taxes Charges for Services

FINANCE DEPARTMENT

1

2021 General Fund expenditures totaled $26,966,836, which is $2,080,343, or 8%, more than the 2020 fiscal year. This increase in expenditures is primarily attributed to the City’s increase in transfers to the Capital Improvement Fund and Police, Fire, and Court Fund. These increases were expected and budgeted for in 2021.

Police and Fire continue to be the major expenditures supported by the General Fund. Transfers to the Police, Fire, and Court Fund accounted for 42% of General Fund Expenditures.

The above chart depicts the General Fund revenues and expenditures for the past six years. In 2021, revenues exceeded expenditures by $1,730,450. The variance in revenues exceeding expenditures is primarily attributed to the increase of income tax receipts in 2021.

The unencumbered fund balance in the General Fund was $10,415,700 as of December 31, 2021. The recommended minimum balance for the General Fund is $6,000,000; therefore, the unencumbered year-end balance exceeded the targeted balance by 73.5%.

- 4,000,000.00 8,000,000.00 12,000,000.00

COUNCIL

HUMAN RESOURCES

LAW DIRECTOR

STREET LIGHTING

ENGINEERING DEPARTMENT

CAPITAL IMPROVEMENTS

DEBT SERVICE

General Fund Expenditures by Department

FINANCE DEPARTMENT

2

Reserve Balances Goal 2-3 of the Strategic Plan is to maintain a reserve level in the General Fund equal to three months of General Fund expenditures and build a reserve level equivalent to six months of GF expenditures by the year 2025. While the goal is currently in progress, meeting it is reasonable if current revenue and expenditure trends hold through 2025. At the end of 2021, the unencumbered balance represented a reserve level equal to 4.6 months using 2021 average monthly expenditures.

Goal 2-4 of the Strategic Plan is to increase the capital reserve fund to $3 million by 2023. The 2022 budget included a transfer from the general fund to the capital reserve fund of $250,000, increasing the balance to $1,500,000. This is still in progress, but will require a significant increase in funding in 2023 to reach the stated goal.

Sewer Operating Fund 2021 Sewer Fund Revenues totaled $20,821,707. Service Charges, which is the largest source of revenue, totaled $11,067,472 for 2021.

Users increased by 416 in 2021, while overall total usage increased slightly by 0.5% compared to 2020.

2021 Sewer Fund Expenditures totaled $13,874,931, a 4.0% increase from 2020. The increase is tied directly to personnel raises and inflationary increases to non-payroll items. Debt service is the largest expenditure for the Sewer Fund, followed by Transfers for capital projects and Personnel Services.

Property Tax (TIF)27%

Service Charges53%

Fees19%

Other Revenues1%

Sewer Operating Fund Revenue Sources

FINANCE DEPARTMENT

3

Goal 7-6 of the Strategic Plan ensures that the operating fund balance and capital reserve fund balances are sufficient to meet long-term needs and goals. Sewer funds balances are currently sufficient to meet these needs and goals with no projected increases in rates or fees in 2022.

Water Operating Fund 2021 Water Fund Revenues totaled $12,718,088. Service Charges, which is the largest source of revenue, totaled $9,255,900 for 2021.

Total 2021 overall usage increased by 1.5% when compared to 2020. In addition, the number of consumers increased by 664 accounts when compared to 2020.

$- $2,000,000 $4,000,000 $6,000,000 $8,000,000

Personnel Services

Materials & Supplies

Contract Services

Debt Service

Transfer

Other Expenses

Sewer Operating Expenses

Service Charges73%

Fees25%

Other Revenues2%

Water Operating Fund Revenue Sources

FINANCE DEPARTMENT

4

2021 Water Fund Expenditures totaled $9,712,644. After Transfers for capital projects, Debt Service is the largest operating expenditure category, followed by Personnel Services.

Additional Information

Water / Sewer Rates Goal 7-1 of the Strategic Plan is to maintain current water and sewer rates while exploring options to reduce rates (2021-2025). Currently, there are no plans to increase rates in 2022 for water or sewer operations.

City’s Portfolio

As of December 31, 2021, the City had $118,224,615 invested in the following institutions: Chase Bank, Fifth Third Securities, Richwood Bank, Star Ohio, and RedTree Investment Group. Total interest earned in 2021 was $506,936.

$- $1,000,000 $2,000,000 $3,000,000 $4,000,000

Personnel Services

Materials & Supplies

Contract Services

Debt Service

Transfer

Other Expenses

Water Operating Expenses

December 31, 2021 Star Ohio $28,978,274 Commercial Paper $26,971,677 Treasury Bond $8,606,045 Money Market $17,377 Cash $13,669,050 CDs $8,526,689 Federal Agencies $31,455,502 TOTAL $118,224,615

Cash / Money Market

36%

Federal Agencies34%

Certificates of Deposit

7%

Commercial Paper23%

FINANCE DEPARTMENT

5

City’s Debt As of December 31, 2021, the City of Marysville had $201,714,870 in outstanding debt. Four fund types have issued debt: General Fund, TIF Fund, Sewer Fund, and Water Fund. Enterprise funds can issue both general obligation debt and revenue debt. The Sewer Fund maintains the majority of the City’s debt load at approximately 59% of total debt.

Moody’s Investor Services assigned the City a bond rating of Aa3. The City’s Goal 2-2 from the 2021 – 2025 Strategic Plan is to increase the City’s Aa3 bond rating to Aa2 in 2022 by completing the following:

• Increasing the unencumbered cash balance in the General Fund in excess of $7.0 millioneffective the 2022 fiscal year. (Completed in 2022)

• Select cities with a bond rating of Aa2 or above similar to Marysville and benchmarkfactors used by Moody’s to award those cities with a higher bond rating while alsoestablishing and implementing best practices. Once completed, the City will prepare apresentation to Moody’s Investor Services in 2022 to advocate for a rating upgrade of theCity’s bond rating. (Ongoing - planned to be completed in 2022)

Miscellaneous Items Comprehensive 5-year Fiscal Analysis Goal 2-5 of the 2021-2025 Strategic Plan is the implementation of a comprehensive 5-year fiscal analysis providing a foundation for making financial decisions over the 5-year strategic plan life. The Finance Director is currently working with an outside expert with municipal fiscal knowledge who is reviewing all forms of City revenue/income, debt, and future capital needs. The goal is to provide a written report with recommendations regarding future taxes and/or credits to meet the needs of the City over the next five years. The fiscal analysis will be completed before the approval of the 2023 budget.

Sewer Fund Debt, $119,910,049 ,

59%

Water Fund Debt, $56,315,796 ,

28%

TIF Debt, $11,184,024 , 6%

General Fund Debt,

$14,305,000 , 7%

Total Outstanding Debt by Fund Type

FINANCE DEPARTMENT

6

Quality Customer Service Goal 9-3 of the 2021-2025 Strategic Plan is to provide customer service employee orientations and periodically train employees to provide quality customer service. To meet the stated goal, it is the responsibility of the Finance Department to review and update our policy and procedure manual designed to help ensure quality customer service at the City Hall/Customer Service Center. The City’s utility and tax department staff interact with citizens every day and are consistently lauded for their work by those same citizens or management. The staff of the City’s utility and income departments are meeting the goals set by the administration and Council through constant attention to quality customer service.

Auditor of State Award with Distinction The Ohio Auditor of State awarded the City of Marysville a financial reporting award with distinction for its comprehensive annual financial report (CAFR) for the year ending December 31, 2020. This award is the highest form of recognition by the State of Ohio, reflecting a “clean” audit for the City during the 2020 fiscal year.

Certificate of Achievement for Excellence in Financial Reporting The City of Marysville was awarded by the Government Finance Officers Association of the United States and Canada (GFOA) the Certificate of Achievement for Excellence in Financial Reporting for its comprehensive annual financial report (CAFR) for the year ending December 31, 2020. This Certificate is the highest form of recognition in governmental accounting and financial reporting. Its attainment represents a significant accomplishment by the City and its Administration.

Distinguished Budget Presentation Award The City of Marysville was awarded by the Government Finance Officers Association of the United States and Canada (GFOA) for its Fiscal Year Budget 2021. This award indicates that the City of Marysville’s 2021 Budget was of the highest quality and reflects the guidelines established by the National Advisory Council on State and Local Budgeting and the GFOA’s best practices.

FINANCE DEPARTMENT

7

Executive Summary 2021 has been a year of change here at the Marysville Division of Police. As we navigated and continue to navigate a global pandemic, we were met with a string of events that have begun to reshape and reorganize the Police Division. One word describes the Marysville Division of Police in 2021, change.

After over 50 years of dedicated service to the citizens of Ohio, with 17 years as the Marysville Chief of Police; Floyd Golden announced his retirement in mid-2021. A very competitive internal process was established with his retirement to fill the vacancy. I was fortunate enough to prevail during the process and was sworn in as the 8th Police Chief in the history of the City of Marysville on September 20th.

Upon my appointment, my first task was to review our organizational structure. The result of that review found a need to reorganize the structure of the organization. This, coupled with the recent and pending departures, provided an opportunity to position the organization to become more effective, efficient and prepare for both the growth occurring and the growth on the horizon.

A structure of two deputy chiefs, six sergeants and three corporals was transformed into three captains, four sergeants and six corporals to provide more integrated leadership opportunities and provide more mentors to assist with our less experienced staff, as it continues to grow. I believe these changes will improve communication and service, both internally and externally.

In 2021, the Division began the Marysville Police Therapy K9 Program with the help of Kim & Jeremy Segner. The Segner’s donated a Yellow Labrador (later named Mercy) in May 2021, who was paired with Officer Amy Findley. As this program grows, we will work with our patrol and investigative staff and other agencies in and around Union County to allow Ofc. Findley and Mercy to respond after critical incidents. Mercy truly is a new tool to assist law enforcement and the community; she can bring some calmness to individuals during some of the most chaotic times and situations.

After the unexpected loss of Patrol K9 Bear, the Division had an unexpected vacancy in 2021. In August, Officer Dave Nist paired with Police Dogs Centre in Holland to purchase a trained dog named Mido. Ofc. Nist is a Master Police K9 Trainer, which allows us to complete all of Mido’s training “in-house,” resulting in significant cost savings. This certification through the State of Ohio was received on October 26, 2021.

As we continue to embrace the changes that occurred in 2021, and will continue into 2022, we, the men and women of the Marysville Division of Police, will continue to serve the citizens in our community without hesitation while embodying our Guiding Principles of Dedication, Integrity, Courage and Empathy.

Sincerely,

Tony L. Brooks, Chief of Police

POLICE DIVISION

8

Mission Statement The Marysville Division of Police promotes public safety, protects property and life, and safeguards individual rights by providing professional law enforcement services.

Vision Statement It is the desire of the Marysville Division of Police to care for the safety and well-being of our community and our employees. We deliver public safety services with Dedication, Integrity, Courage and Empathy, while proactively seeking partnerships that identify needs, solve problems and promote growth. We continue to pursue excellence through teamwork, a sense of urgency and attention to detail.

Guiding Principles We will pursue excellence in all endeavors while focusing on the following guiding principles:

Dedication - We are dedicated to:

Our Profession - Maintaining the highest level of professional standards

Our Community - Maintaining an attitude of service to all diversities

Ourselves - Maintaining a high standard of physical and mentalpreparedness

Integrity - We hold ourselves accountable to the highest level of honesty, truthfulness,and ethical conduct in all matters private and public

Courage - We undertake our endeavors in adversity without hesitation and with anaudacity unmatched by others

Empathy - We treat others fairly and respectfully, maintaining consideration of socialexpectations and diversity

POLICE DIVISION

9

Strategic Planning Goal 3-1: Develop a Marysville Division of Police (MPD) strategic plan that identifies future needs of the Division and meets the needs and expectations of the community; and incorporating that plan into future City Strategic Plans (by 2022).

Key Measurements: 3-1-M1 The Ohio Association Chiefs of Police (OACP) Staff Analysis report completed in 2019shows a deficiency in patrol officer staffing.3-1-M2 External Community Assessment report to build Strategic Plan (in 2021).3-1-M3 Internal Employee Survey results to build Strategic Plan (in 2021).3-1-M4 Production and implementation of the Division’s Strategic Plan (by 2022).3-1-M5 The Strategic Plan would include a process to continually evaluate and update the planas needed.

Key Action Steps: 3-1.1 The Command Staff will perform an internal workforce analysis (in 2021) to ensure theappropriate classifications are efficiently doing the right tasks.Ongoing: Chief Brooks restructured the division in 2021 to allow for better operationalefficiency. As the prospective Captains are continuing their duties, they will also determine theclassifications for those they supervise to ensure they are aligned appropriately to theirassigned tasks.3-1.2 Create a workgroup made up of representatives of all MPD Bureaus to create a StrategicPlan. This will analyze the needs of the other bureaus within the Division, such as Investigations,Communications and Community Services, to prepare for future City growth.Ongoing: Workgroups have been developed in 2021 and assignments to said workgroups willtake place in 2022.3-1.3 In 2021, perform an External Community Assessment to identify needs, wants andexpectations of community members as it relates to law enforcement.Ongoing: HR conducted an external community survey in 2021 that touched on thecommunity’s satisfaction of the services the PD offers. The Division plans to take the results ofthat survey and build a more detailed survey for the citizens in 2022.3-1.4 In 2021, perform an Internal Employee Survey to identify needs, wants and expectationsof staff members as it relates to the future planning of MPD.Ongoing: Chief Brooks proactively communicated the results of the 2021 Employee Moralsurvey indicating the divisions strengths and weaknesses. The command staff will utilize thissurvey and consider the recent restructured positions and duties to determine an appropriateset of questions.3-1.5 Utilize direction, input, and feedback from City Engineer regarding new developmentsand businesses when crafting the Strategic Plan.Ongoing: Command staff members are a part of the Marysville Thoroughfare AdvisoryCommittee in which the City Engineer and the Public Service Director are acting members.3-1.6 Utilize the Ohio Association Chiefs of Police (OACP) Staff Analysis report to develop theStrategic Plan.

POLICE DIVISION

10

Complete/Ongoing: Utilizing the information gained from the Staffing Analysis, the Division, through restructuring, has submitted a PBR for an additional police officer (patrol) utilizing funds already allocated in 2022. This would bring staffing levels to 26 patrol staff, which is closer to the optimum number of staff needed in the 2019 study. 3-1.7 The creation of the MPD Strategic Plan by 2022. Ongoing: This plan has been stalled by the worldwide pandemic and significant leadership changes at MPD over the last 12 months. Step one, the Staffing Analysis has been completed, with Step 2, the external and internal surveys, to come in 2022. This will likely push the completion of the MPD Strategic Plan into 2023. Goal 3-2: The Community Services Bureau (CSB) will continue to strengthen the relationship within our community, as well as promote and maintain a community-oriented policing effort. Key Measurements: 3-2-M1 Identify community expectations through the External Community Assessment. 3-2-M2 Level of citizen participation in community engagement programs 3-2-M3 Level of student participation in the DARE Program. 3-2-M4 Evaluation of School Resource Officer (SRO) position at each assigned school. 3-2-M5 Level of community social media engagement. 3-2-M6 Track the level of business and school participation in safety assessments. Key Action Steps: 3-2.1 Conduct business and school safety assessments. Complete/Ongoing: School safety assessment began in late 2020, were completed in 2021. This, Security and Vulnerability Assessment was required by the State of Ohio for each school within the Marysville Exempted Village School District. This is in addition to yearly, ongoing safety drills and assessments. 3-2.2 Assist the community with the creation of Neighborhood Watch Programs. Complete/Ongoing: New signage added to areas like Walker Meadows for new Neighborhood Watch Programs. 3-2.3 Participation in and creation of community engagement programing such as: Jr. Academy Safety Town, RAD KIDS, Women’s Self-Defense, Internship Programs, Ride a-long, etc. Complete/Ongoing: (Due to the COVID Pandemic, these programs were greatly reduced in 2021. We expect those to return to pre-COVID levels in 2022.

• Jr. Academy- Was conducted, but was at a lower attendance rate than previous years. Seven (7) students attended.

• Internships- While a formal internship was not available in 2021, we were able to assist local college and high school students with observation hours towards their class or program requirements.

POLICE DIVISION

11

• Ride-a-long- The MPD ride-a-long program was very limited in 2021. Thoseopportunities were limited to MPD applicants and those who need observation hoursfor school or class requirements. 10 participants in the program

• Women’s Self-Defense: Ofc. Findley conducted one self-defense class for a local, all-female, Boy Scout Troop at the Methodist Church

3-2.4 Continuation of the SRO Program in partnership with Marysville Exempted VillageSchool District (MEVSD).Complete/Ongoing: Conducted collaborative conversations with schools about possible personnel changes related to MPD restructuring and upward promotional opportunities of current SROs. Identified possible needed changes in 2022 related to selected personnel. 3-2.5 Use the External Community Assessment information to develop new communityengagement strategies.Ongoing: This plan has been stalled by the worldwide pandemic and significant leadership changes at MPD over the last 12 months. 3-2.6 Provide ALICE/Active Shooter Training and re-certification to businesses and schoolstaff.Complete/Ongoing: ALICE Training Refresher for MEVSD was performed in August of 2021. 3-2.7 Continue to utilize other members of the Division with community engagementprograms to further the community-oriented policing concept Division-wide.Complete/Ongoing: MPD patrol staff engaged in several Birthday Drive-bys, along with othernon-traditional community engagement tools. Additionally, various members of the Divisionhave instructed or taken part in events such as the Jr. Academy and additional communityeducation and presentations. This of course has been hampered by the pandemic. MPD alsoconducted 164 Vacation/House Watch Checks, 486 vehicle lockouts and 31 funeral escorts.3-2.8 Engage the community through social media to improve communication and ourinteraction with the communityComplete/Ongoing: In late 2021 MPD created a Social Media Team internally to provide more timely information and improve communication with the community. This was previously handled by one or two staff members. Additional training will be required for each member and we hope to grow the team in 2022. 3-2.9 Continue participation in various community-based committees and programs for theoverall betterment of our community. (Examples: Union County MOVES, Union County Drug-Free Coalition, Union County Council for Families, Safe Routes to School, Seniors and LawEnforcement Together, Union County Crisis Intervention Team, Union County Critical IncidentStress Management Team)Complete/Ongoing: MPD has continued to participate in these and other community committees in 2021. Specifically, two officers completed the Crisis Intervention Training help locally in Bellefontaine.

POLICE DIVISION

12

Goal 3-3: Continue to meet or surpass the statewide standards of the Ohio Collaborative and maintain our Ohio Collaborative Community Certification.

Key Measurement: 3-3-M1 Ohio Collaborative Certification

Key Action Steps: 3-3.1 Qualified staff providing annual training on Use of Force, provided by training staff.Completed/Ongoing: Use of Force training is completed annually. The Division conductedmultiple defensive tactics trainings in service blocks, and conducted officer ambush force onforce training.3-3.2 Continue to evaluate best practices, current case law and changing court rulings toupdate training procedures and standards as needed.Completed/Ongoing: The Division uses Lexipol for its policy and procedure manuals. 28updates to policy were made in 2021.3-3.3 Meet the Collaborative Standards in the areas of:Completed/Ongoing: The Division is currently one of three law enforcement agencies certifiedin Union County by the Ohio Collaborative. Our most recent recertification came in March of2020. Each agency must recertify its Collaborative standards on a revolving cycle of every threeto four years.

3-3.3S1 Law Enforcement Vehicular Pursuit 3-3.3S2 Investigation of Employee Misconduct 3-3.3S3 Bias Free Policing 3-3.3S4 Law Enforcement Telecommunicator Training 3-3.3S5 Body Worn Cameras 3-3.3S6 Use of Force 3-3.3S7 Use of Deadly Force 3-3.3S8 Agency Employee Recruitment and Hiring 3-3.3S9 Community Engagement

3-3.4 Meet the Collaborative Standards that are forth-coming, which include, but not limited toMass Gatherings & Officer Wellness.Ongoing: The Officer Wellness Policy was not released by Lexipol until early February 2022.Currently MPD provides Peer Support, Critical Incident Stress Management, Chaplain Services,mandatory Psychological First Aid and an Employee Assistance Program to meet mental healthwellness portion of this standard. Additionally, we provide an on-site workout facility which isavailable 24-hours a day, seven days a week. We have established minimum fitness standardsand an incentive-based wellness program to meet physical health needs. Based on feedbackfrom the Ohio Collaborative, the information and documentation we have already submittedmeets most of the Wellness standard. Once we have the Lexipol Policy and are able to review it,MPD anticipates a compliance with this standard in 2022.Ongoing: The Collaborative standard for Mass Gatherings was released in 2021. MPD hassubmitted the necessary documentation and received a Provisional Approval on 12/23/21. Thefinal approval is expected in the near future.

POLICE DIVISION

13

3-3.5 Continue recruiting highly qualified candidates that exhibit a history in line with the Guiding Principles of the MPD: Dedication. Integrity, Courage and Empathy. Ongoing: Through extensive background checks, including a psychological assessment, 4 employees were hired that continue to exemplify the divisions Guiding Principles. 3-3.6 Perform pre-hire assessments (with psychological components) on recruited candidates to help ensure their compliance with MPD Guiding Principles. Ongoing: All officers onboarded in 2021 went through all pre-hire assessments including a psychological component. Crime Prevention and Traffic Safety: Identify the needs and expectations of the community to assist us in providing quality customer service. We will utilize customer input and plan for the highest level of police services to promote a peaceful community; with a proactive approach to future planning. Goal 3-4: Continue to maintain a low city crime rate and efficiently and effectively solve crimes. Key Measurements: 3-4-M1 Crime rates statistics. 3-4-M2 Community/business feedback. 3-4-M3 MPD crime solve rate. 3-4-M4 Traffic statistics. Key Action Steps: 3-4.1 Directed and Proactive patrols. Ongoing: The division continues to use direct and proactive patrols. In 2021, MPD received nearly 70 requests for Extra Patrol for various reasons and conducted 621 Extra Patrols and 940 Directed Patrols. This is in addition to regular, daily patrols. 3-4.2 Expansion of the Multi-Agency Drug Enforcement (MADE) Taskforce. Ongoing: Detective Butterworth continues to be the Division’s primary representative on the MADE Taskforce. Chief Brooks attended the Q4 MADE Taskforce meeting alongside Captain Sachs. With the recent promotion of Sgt. Nathan Stone (former Task Force member) to supervise the Investigations Bureau, along with following the SWP; it is our hope to add an additional member to the Task Force in a part-time and/or full-time capacity. 3-4.3 Continued development of the City-wide camera systems/use of technology. Ongoing: Communications, Records, and Sworn Staff have utilized the camera systems to solve many incidents and gather information on others. As we expand the cameras throughout the city, this will only increase our ability to use technology to solve crimes. 3-4.4 Regularly scheduled self-defense classes and crime prevention education. Limited: A scaled down version of the Jr. Academy was held in 2021 and we saw a reduced number of other crime prevention and self-defense classes due to the pandemic in 2021. 3-4.5 Continued use of K-9 Units. Ongoing: After Bear’s passing, the division acquired Mido in 2021. Mido and K-9 Ofc. Nist modified their schedule in 2021 to allow for the K-9 unit to be present at more crucial times.

POLICE DIVISION

14

The K-9 Unit has been assigned less of a “patrol” or “call handling” function to allow for a strategic focus on drug interdiction and collaboration with the MADE Task Force and other local law enforcement partners. 3-4.6 Collaborate with IT to fully utilize the latest technology in crime prevention. Ongoing: Officers business cards were redesigned in 2021 with information that provides citizens with quick links to report crime, and access their reports. 3-4.7 Explore increase in IT personnel specifically to meet the challenges of MPD. Ongoing: MPD has previously proposed a Software Systems Manager type position in our SWP. In previous years, the Deputy Chief of Support served as the Technical Services expert for the Division. As promotions have occurred and the reorganization of the Division has come about, the Support Services Captain has taken over this role, with an eye on utilizing civilian staff, such as Communications Dispatch Officers, to assume the role of CAD Manager to handle some of these challenges. 3-4.8 Improve (or enhance) community assistance in crime solving and prevention, connecting investigation to community policing. Ongoing: Captain McGlenn launched a Camera Registration Program in 2021 that allows members of the community to register their outward facing cameras. With the list of registered cameras, we can call on members of the community for assistance in retrieving pivotal footage of crimes that may have happened in their area. 3-4.9 Use of alcohol compliance checks as an enforcement tool against underage purchases. Completed/Ongoing: While reduced, MPD, in conjunction with the Ohio Investigative Unit, was able to conduct a few of these compliance checks in 2021. During the July checks, 14 businesses were checked and this resulted in three businesses being cited. 3-4.10 Participation in various community taskforce and associations to combat crime and fraud. Ongoing: Details cannot be disclosed for public safety reasons. 3-4.11 Continued communication and collaboration between Investigation and CSB. Ongoing: The restructure of the divisions organizational structure has one Captain over the Investigation Bureau and the Community Services Bureau to enhance communication and collaboration between both bureaus. 3-4.12 Continue interagency cooperation for crime prevention and criminal apprehension. Ongoing: Details cannot be disclosed for public safety reasons. 3-4.13 Utilize Traffic Safety Education programs. Delayed: None were conducted in 2021 due to the pandemic. 3-4.14 Use of Click-It or Ticket campaigns. Completed/Ongoing: MPD participated in the Click or Ticket Campaign during the Christmas Holiday Season 3-4.15 Use of OVI checkpoints as a deterrent to driving under the influence. Delayed: None were conducted in 2021, but plans are underway for checkpoints in 2022. 3-4.16 Distracted and impaired driving enforcement and education. Completed/Ongoing: MPD responded to 52 incidents of impaired driving in 2021. 3-4.17 Safe Routes to School program. Ongoing: Cpt. McGlenn is now the Division representative on this committee. MPD participated in the annual walk to school day with other community partners.

POLICE DIVISION

15

3-4.18 Continue our partnerships with Marysville Exempted School District through our SchoolResource Officer Program, Drug Deterrent/Education Program and begin planning for therenewal of the MOU between the Division and MEVSD.Ongoing: MOU between the Division and MEVSD renewed in 2021. MPD has identified theneed for a sergeant to oversee the Community Services Bureau should we see an increase inthe need/request by MEVSD for additional SROs.3-4.19 Annual training on Use of Force, provided by training staff.Completed/Ongoing: The division completes Use of Force training annually.3-4.20 Continue to evaluate best practices, current case law and changing court rulings toupdate training as needed.Completed/Ongoing: The Division uses Lexipol for its policy and procedure manual, which aidsthe Division to continue to be up to date with changes in laws based on court rulings. 28updates to policy were made in 2021. Later in 2021, as part of our annual in-service training,Assistant County Prosecutor Kelly Hamilton and Union County Prosecutor David Phillipspresented a class on Search & Seizure and Legal Updates. These are done in conjunction withthe City Law Director who provides specific and on-going legal guidance to the Division.

Critical/Major Incident Management: Critical Incident Management is responsible for managing and directing the activities of the various personnel that will be involved in crisis response and recovery.

Goal 3-5: Plan and train to respond to major, critical incidents and resolve them successfully. (Administration and MPD)

Key Measurements: 3-5-M1 Post-critical Incident Evaluation.3-5-M2 Critical Incident Debriefs.3-5-M3 Community Engagement.

Key Action Steps: 3-5.1 Identify critical incident types:Ongoing: After a pre-planned event and post-incident evaluation, the Marysville SpecialResponse Team, was placed on a pause. Issues were identified and we began the task ofreshaping the team.

3-5.1.1 Criminal Behavior3-5.1.2 Pre-planned Events3-5.1.3 Internal Critical Incidents

3-5.2 Establish a proactive response.

Ongoing: Captain Sachs has been placed in the role of SRT Commander and has been tasked with reforming the team to fit the needs of our community. He has identified what missions MPD can resolve on their own, what missions we will need assistance from local partners with,

POLICE DIVISION

16

and what missions will require the expertise of a full-time/more robust team. Details cannot be disclosed for public safety reasons. 3-5.3 Utilize a phased-approach. Ongoing: Details cannot be disclosed for public safety reasons. 3-5.4 Preparation- Preparing for Critical Incidents Ongoing: Details cannot be disclosed for public safety reasons. 3-5.5 Management- Managing Critical Incidents Ongoing: Details cannot be disclosed for public safety reasons. 3-5.6 Restoring confidence- Restoring Public Confidence. 3-5.7 Preparing for incidents using the following principles. Ongoing: In late 2021, Chief Brooks moved to revamp the SRT Team and empowered Cpt. Sachs to build a team around the Guiding Principles of MPD, the Core Values of the City of Marysville and the principles laid out below.

3-5.7.1 Sound Leadership 3-5.7.2 Written and reviewed Policy and Processes Ongoing: Command staff frequently

reviews policies and procedures. 28 updates to policy were made in 2021 3-5.7.3 Operational Risk Management Ongoing: The division continues to utilize our

subscription to Lexipol, which provides the division with recent legal proceedings and other best practices that the command staff can put into place.

3-5.7.4 Training officers, communications and civilian staff, partnerships and proper use of resources. Ongoing: 812 cumulative hours of training were completed by our officers in 2021. Civilian/Communication staff completed over 80 cumulative hours

3-5.8 Use of the City Emergency Operation Plan (update as required). No usage or updates occurred in 2021.

Agency Activity 2021 - Calls for Service

In 2021, officers responded to 19,045 Calls for Service. In general, calls for service are classified into two categories, citizen initiated calls for service and officer-initiated calls for service.

• Citizen Initiated CFS - Calls where officers respond to a call for service from a community member, resulted in 10,976 responses.

• Officer Initiated CFS - Calls initiated by the officers (Examples include: stopping vehicles, writing traffic tickets) resulted in 8,069 calls for service.

(This relates to Goal 3-1,3-4 from the Strategic Plan)

POLICE DIVISION

17

Calls for Service In 2021, officers responded to 19,045 Calls for Service. In general, calls for service are classified into two categories, citizen initiated calls for service and officer-initiated calls for service.

Marysville Division of Police - Citizen Initiated Calls for Service 2021

Time of Day Sunday Monday Tuesday Wednesday Thursday Friday Saturday Total

0000 - 0059 47 29 26 48 34 33 40 257

0100 - 0159 36 13 26 23 22 44 36 200

0200 - 0259 32 19 24 17 25 24 29 170

0300 - 0359 30 15 22 19 12 24 28 150

0400 - 0459 21 23 10 20 21 19 23 137

0500 - 0559 19 19 18 20 22 17 19 134

0600 - 0659 18 24 25 34 30 31 19 181

0700 - 0759 15 27 48 50 50 56 31 277

0800 - 0859 30 70 66 69 67 89 52 443

0900 - 0959 40 108 141 140 123 134 57 743

1000 - 1059 54 106 106 112 119 90 77 664

1100 - 1159 67 96 126 108 121 121 83 722

1200 - 1259 74 83 101 122 107 106 77 670

1300 - 1359 64 87 100 97 99 83 86 616

1400 - 1459 72 112 98 87 90 109 89 657

1500 - 1559 73 105 119 148 136 132 90 803

1600 - 1659 88 108 118 111 124 121 75 745

1700 - 1759 88 82 106 95 96 107 78 652

1800 - 1859 83 82 75 84 78 115 79 596

1900 - 1959 83 81 78 90 89 89 65 575

2000 - 2059 75 68 66 74 62 73 68 486

2100 - 2159 51 61 59 59 47 65 79 421

2200 - 2259 39 53 57 57 61 60 63 390

2300 - 2359 46 30 46 33 34 48 50 287

Total 1245 1501 1661 1717 1669 1790 1393 10976

POLICE DIVISION

18

Citizen Initiated CFS: Calls where officers respond to a call for service from a community member.

Officer Initiated CFS: Calls initiated by the officers. (Examples include: stopping vehicles, writing traffic tickets, etc.)

Patrol Services Captain Don McGlenn commands the Patrol Services Section which consists of the Patrol Bureau, the K-9 Unit, Training, Crisis Intervention Team and Traffic/Crash Investigations.

Patrol Bureau The Patrol Bureau is staffed with three (3) sergeants who supervise three patrol shifts. Additionally, each shift has one (1) corporal assigned to assist the sergeant. Our current Patrol Bureau staffing, including supervisors, is 27 sworn personnel, which includes the K-9 Officer.

The Patrol Bureau is responsible for 24/7 uniformed service to the community. Minimum staffing standards for the bureau are determined based on workload and vary. Officers assigned to Patrol operate in either one of the four large Patrol Districts or a general response unit.

In 2021 the Patrol Section was responsible for the following activity:

Citizen Initiated Calls for Service

Offense/Incident Reports Traffic Stops Traffic Crashes (Including Private Property Courtesy

Reports) 10,977 1,978 1,978 591

(This relates to Goal 3-1, 3-2, 3-3, 3-4 & 3-5 from the Strategic Plan)

B Shift: 6am to

2pm

C Shift: 2pm to 10pm

A Shift: 10pm to

6am

A Shift 2200-0600

B Shift 0600-1400

C Shift 1400-2200

1725

4316 4935

Citizen Intiated Calls for Service by Shift

19,045

17,718

17,041 17,230

2021 2020 2019 2018

Calls for Service

POLICE DIVISION

19

In addition to law enforcement functions, the Patrol Bureau provided the following services to the community and its citizens:

Vacation/House Watch Requests

Vacation/House Checks Directed Patrol

Extra Patrol Vehicle Lockouts Funeral Escorts

58 164 940 621 486 31

Training At the Marysville Division of Police, training is a continuous process. From basic, daily used skills to the more advanced rarely used skills, we endeavor to meet and exceed the training expectations of the community and the State of Ohio. In 2021 the Marysville Division of Police offered our staff numerous training opportunities, which allowed for growth and skill development. The primary areas covered in training are: Legal, Patrol Skills, Defensive Tactics Instruction, and Force on Force/Scenario-Based Training. Below are lists of specific training courses our officers attended in 2021. In 2021 the division continued to be creative with scheduling by holding trainings over the course of multiple weeks. In 2021, 816 cumulative training hours were delivered to our officers. Patrol: • Standardized Field Sobriety Testing • Radar/Lidar Review/Testing - • Combat Casualty Care - Stop the Bleed • Common Property Errors • Annual Taser recertification • Officer-Involved Shooting Policy

Legal: • 4th Amendment & Terry Stops • Domestic Violence and prosecution. • Search Warrant • Testifying in Court • United States and Ohio Case Law • Protection Orders

Force on Force: • Building Searches • Officer Ambush Response • Vehicle Extractions Scenarios

Defensive Tactics Instruction: • Vehicle Extractions

POLICE DIVISION

20

Incident Reports Officers from MPD completed 1,976 Incident Reports in 2021. These reports include Criminal Offense Reports and Incident Reports.

Offense Reports are reports of some type of criminal action against another. The victim is usually an individual but may also be an organization or entity such as a business or even the City or State Government. (This is related to Goal 3-1 & 3-4 from the Strategic Plan)

Mental Health and Well-Being

The Marysville Division of Police also completed 90 Crisis Intervention Reports in 2021. Those reports are used to assist with referrals for those who need mental health services. Additionally, officers responded to 532 mental and physical well-being or in-crisis calls for service. Those are broken down below:

(This is related to Goal 1-1 & 1-2 from the Strategic Plan)

Mental Health and Well-Being

Check the Well-Being

Mental Health Incident

Suicide Threat Suicide Attempt Suicide

318 96 99 19 1

1976 1949 1956 1906

494 449 562 530

0

500

1000

1500

2000

2500

2021 2020 2019 2018

MPD Reports Taken

Incident Reports

Crash Reports

Theft &Fraud

DrugOffenses Assault Sex Offenses

CriminialDamaging &

Related

Robbery,Burglary,

Trespass &Safecracking

OffensesAgainst

Public Peace

OffensesAgainst the

Family

OffensesAgainst

Justice &Public

Administration

2021 534 46 62 48 67 59 98 84 22

2020 409 52 71 25 66 66 80 74 16

2019 419 77 59 32 64 82 108 75 26

2018 441 133 63 25 77 74 115 73 28

2017 557 128 73 41 143 89 144 77 27

0100200300400500600

Criminal Offense Reports by ORC Chapter

2021 2020 2019 2018 2017

POLICE DIVISION

21

The Marysville Division of Police also completed 90 Crisis Intervention Reports in 2021. Those reports are used to assist with referrals for those who need mental health services. Additionally, officers responded to 532 mental and physical well-being or in-crisis calls for service. (This is related to Goal 3-1 & 3-2 from the Strategic Plan)

Traffic Data Traffic Crash Reports In 2021 officers took 494 traffic crash reports on public roadways. The breakdown of the level of injury (if any) sustained during the crash is displayed to the right. (This relates to Goal 3-1 & 3-4 from the Strategic Plan)

Traffic Enforcement In 2021, officers from the Marysville Division of Police made 1,978 traffic stops and issued approximately 665 traffic citations. (This relates to Goal 3-1 & 3-4 from the Strategic Plan)

Well-Being Check

Mental Health Incident

Suicide Threat Suicide Attempt Suicide

318 96 99 19 1

82.50%

8%9%

0.60%

Traffic Crash Reports in 2021

Property Damage Only Injury Possible

Minor Injury Suspected Serious Injury Suspected

665 703 960 1173

13131774

1958 1491

0

500

1000

1500

2000

2500

3000

3500

2021 2020 2019 2018

Vehicle Stops Comparison

Traffic Citations Traffic Warnings

POLICE DIVISION

22

K-9 Unit The division’s past three K9’s had an easy transition which consisted of a new K9 being trained while the other one worked into retirement. K-9 Officer Dave Nist planned to find Bear’s replacement in 2022 and train him until he was ready to take over as our agency’s K9. Bear’s sudden passing put the agency in a difficult situation without a K9. Typically, police K9's start their careers at six months-2 years old. The handler and K9 usually attend a 3-6-month training class. With time restraints and the division lacking a K9, Ofc. Nist contacted Police Dogs Centre Holland, located in the Netherlands. The division had obtained our first two K9's from the Dogs Centre Holland, where they specialize in training police K9’s and ship them worldwide. After careful selection, Ofc. Nist paired with a Dutch Shepard named Mido, that already had some narcotic training started. The City purchased Mido and he was shipped from the Netherlands on his first birthday on 8/27/21. Fortunately for the division, Ofc. Nist is a certified master trainer, which enabled him to do Mido’s training "in-house." Mido and Nist completed their narcotic training and became certified through the State of Ohio on 10/26/21. Mido and Nist continue focusing on Mido’s patrol training which includes building and area searches, tracking, criminal apprehension, and article searches. Mido is on track to complete these training areas in the spring of 2022. Mido’s biggest bust to date has been 14 Grams of cocaine and recovered five stolen long guns. A stolen car and license plate were also recovered as part of that investigation.

POLICE DIVISION

23

Special Services Captain Nathan Sachs commands the Special Services Section which consists of the Investigations Bureau and the Community Services Bureau. Additionally, Captain Sachs is in command of the Special Response Team, the UAV team and the Crisis Negotiating Team. Investigation Bureau The Investigation Bureau is a plain-clothes police unit responsible for conducting in-depth, long-term, or undercover investigations that are beyond the capabilities of the patrol officers due to time, time of day, manpower, or jurisdiction issues. The flexibility of the plain clothes unit allows detectives to work beyond the city limits of Marysville and at any hour of the day to follow a case, as opposed to a patrol officer who is constrained by shift hours and jurisdictional boundaries. Staffing The Investigation Bureau of the Marysville Division of Police consists of Detective Dennis Flanagan, Detective Katie Archer, Detective Robert Butterworth, Detective Candice Gee, Detective Eric Kolopajlo, and Sergeant Terry Basinger. Detective Robert Butterworth conducts narcotic-related investigations and assists the Multi-Agency Drug Enforcement Task Force. Det. Flanagan performs general case investigation and has specialized in sex crimes, child abuse, and retail/ organized theft investigations. Det. Katie Archer conducts general case investigations and has specialized in sex crimes, child abuse, financial cases, forensic data collection, and MX908 drug testing. Detective Candice Gee performs general investigations, forensic data collection and evidence processing. Sergeant Terry Basinger supervises the day-to-day operation of the Bureau, assists with case investigations, and manages the Public Safety Unmanned Aerial Vehicle (UAV) program. Sgt. Basinger retired on September 30, 2021, after 31 years of service with the Marysville Division of Police. With Sgt. Basinger’s retirement, Officer Kolopajlo came back into investigations to assist on case investigations, forensic data collection, and MX908 drug testing. Det. Archer was temporarily placed in charge of the Investigations Bureau, awaiting a new Sergeant. Statistical Data The Investigation Bureau performed 300 investigations in 2021. Drugs and drug-related crimes are a significant problem for the community and often lead to other investigations such as thefts and violent crimes. The Bureau members aid the MADE Task Force by providing workforce, equipment and technological support for multiple ongoing investigations. The Investigation Bureau has worked with at least 28 different agencies this year.

87

27

104

2810

44

2021 Case Disposition

Charges Background

Closed Open

To Other Agency Unfounded

61

30

143

811

41

2020 Case Disposition

Charges Background

Closed Open

To Other Agency Unfounded

POLICE DIVISION

24

New Technology In July, the Ohio Attorney General’s Office started training for their pilot program using the MX908 to test drugs. Det. Kolopajlo and Det. Archer completed training on the device. MX908 is now deployed with Federal, State, and Local Law Enforcement Agencies, including narcotics investigators throughout Ohio, to provide safer and more reliable field testing of a broad range of fentanyl (pills and powders), opioids, and methamphetamine at trace (invisible) levels. The Ohio Attorney General is also using MX908 as a pilot to increase efficiency and officer safety around drug testing, while aiding narcotics investigations. The MX908 hosting site for MPD is at Marion Police Department and became available for use in November. Det. Kolopajlo and Det. Archer successfully tested six samples in November and charges were immediately filed. Significant Investigations Basinger, Butterworth, Gee, and Archer – Sep 23, 2021: Det Archer investigated the latest in a series of houses in Mill Valley being hit with stray bullets believed to be coming from target shooting in the county along Raymond Rd. The previous incidents yielded very little evidence that could be submitted for ballistic examination. The current case was different and MPD asked for assistance from the Bureau of Criminal Identification and Investigation (BCI). BCI was able to plot the trajectory of the latest bullet, which led investigators to a house on Raymond Rd. On Sep. 25, MPD executed a search warrant with the Union County Sheriff at a residence on Raymond Rd., seizing handguns and ammunition for lab comparison to bullets collected in Mill Valley. Det. Archer found that one of the suspects had pawned a gun. The gun was sold, the owner was located and allowed the gun to be tested. Lab results returned with a positive match. Andrew Wiant and Annamarie Wiant were indicted each for two counts of improperly discharging a firearm at or into a habitation or a school safety zone. Andrew was further charged with having weapons under disability. The case is pending. Basinger, Archer, Flanagan, Butterworth - Nov. 19, 2020: MPD officers took a report of a female from out of state who was passing fraudulent checks at a local business. Officers waited for the female to return and discovered she was wanted in the State of West Virginia for theft and parole violations, and was in a vehicle reported stolen in West Virginia. MPD Detectives got involved

POLICE DIVISION

25

and conducted a search warrant, in conjunction with the MADE task force, at a residence on Myers Rd. Officials seized drugs, drug paraphernalia, stolen identification, checks and cash, and other stolen vehicles. Ashley Weaver and Charlie McDaniel were arrested and charged with Receiving Stolen Property, Theft, and Identity Theft. The couple’s crime spree spanned four states. McDaniel is set for Jury Trial in December and Weaver has an arraignment in January 2021. Flanagan - Nov. 17, 2020: A local auto dealer had three vehicles stolen by a gang of thieves. One vehicle was a Dodge Challenger Demon worth an estimated $120,000. In their escape from the scene, the thieves damaged one of the getaway vehicles which was found to have been stolen from Bellefontaine, Ohio, days earlier. The group is associated with a larger band of thieves responsible for numerous thefts and shootings, including at a law enforcement officer, during their escapes. Three vehicles, valued at around $170,000, were recovered in Columbus with damage. In April 2021, DNA results came back on a 19-year-old suspect named Kalei Nelms and a 14-year-old suspect. DNA was on file from previous similar arrests in other jurisdictions. Flanagan, Gee, Archer-Jan. 13: Whitehall Police Department requested assistance with a missing 15-year-old. The juvenile was located at a local hotel with several adult males. She had been missing since 12-4-2020 and was found to be a victim of human trafficking. Det. Flanagan conducted further investigations into this case and handed it over to the Central Ohio Human Trafficking Task Force. Gee, Archer – Jan. 18: In April 2020, vandalism of an apartment construction site on Cooks Point was investigated. Vandals caused over $45,000 in damage by smashing glass doors and windows. The sub-contractor that originally installed the doors and windows, and who had been fired from the job for shoddy workmanship the day before, was suspected of committing the crime. The person responsible cut themselves during the crime leaving blood on multiple broken glass locations. Det. Archer submitted the blood to the State crime lab for comparison. In January of 2021, the wait paid off when the Franklin County Drug Task Force raided a home on Columbus’ southeast side. Jesus Monroy was arrested on drug charges and his DNA was submitted to the State crime lab. Monroy was also named as an original suspect to the vandalism, and worked for his live-in partner, Faviola Stamper, who was the original contractor fired from the job. Stamper was also arrested in Franklin County during the raid. Monroy is believed to have fled to Mexico and a warrant has been issued for his arrest. Archer-Feb: On February 14, MPD Patrol was sent to Eljer Park for people suspected of having sex in a car. They located a 21-year-old sex offender named Jordan Boldman with a 16-year-old in a car. Boldman was arrested for a probation violation. Det. Archer began to investigate Boldman and found multiple other juvenile victims and that Boldman uses apps to get these victims to meet with him for sex and to send him pictures. Some of the victims were located in Champaign County. Det. Sells with Champaign County further investigated what was found by Det. Archer. Boldman was indicted by the Grand Jury in Union County for Assault and Rape in March. In November Boldman was indicted in Champaign County for seven counts of Pandering Sexually-Oriented Matter Involving a Minor, two counts of Unlawful Sexual Conduct with a Minor,

POLICE DIVISION

26

and Attempted Unlawful Sexual Conduct with a Minor. Boldman has been in Tri-County Jail since his arrest in February awaiting trial in January 2022. Basinger, Kolopajlo – Mar 8 & 31: In January of 2019, MPD Investigators put a Marysville address under surveillance awaiting the delivery of a fraudulent package. Shortly after the delivery, two males arrived in a silver Cadillac. One male entered the property to take the package while a second hid his vehicle behind the house in the parking area. Samuel Owusu and Joseph Owusu Asumadu of Newark, Ohio were arrested for Breaking and Entering and Felony Theft. While in custody, MPD Investigators discovered the pair were part of a larger group linked to Ghana, Africa being investigated by the United States Secret Service. Owusu and Asumadu were sentenced to 4 years and 10 months in prison for their role in the criminal organization. Flanagan – Jury trial Mar 22-26: Det. Flanagan conducted a years-long investigation into Charles York and he was indicted in 2019 on multiple counts of Rape and Gross Sexual Imposition. York is alleged to have engaged in sexual conduct with a minor child. York was found guilty at the end of a four-day trial. York was sentenced on May 12 to 23 years to life in prison. Archer-June: While staying with his brothers in Marysville, a 15-year-old disclosed several years of sexual abuse by his father and step-mother in Harris County Texas. Harris County SO was able to get a search warrant which lead to evidence of sexual assaults. Cristoval Benavidez was charged with Possession of Child Pornography, and two counts of Sexual Assault. Ashley Love, a second-grade teacher in Texas, was charged with two counts of Sexual Assault. Gee-August 4, 2021: A 13-year-old reported while staying at her friend’s house that her friend’s mom’s boyfriend, 45-year-old Adam Daniel, requested sex acts from her and touched her private areas. In November, Daniel was indicted by the Grand Jury for Importuning and Attempted Gross Sexual Imposition. Gee-September 8, 2021: A victim at a local hotel reported that Steven Peters put a gun to her head, got her onto the bed and struck her several times. Peters was with his cousin, Jimmy McCune. They stole $100, her cell phone, and a pack of cigarettes. Det. Gee investigated the case and in November a Grand Jury indicted Peters for Felonious Assault with a firearm, Robbery with a Firearm, Robbery, and Petty Theft. McCune was indicted for Petty Theft, and two counts of Complicity in the Commission of an Offense. Archer-Jury Trail Oct 18-20: A 12-year-old came forward in November of 2020 that her grandpa, Michael Scott Chute, had sexually abused her about four years ago. Chute confessed to one incident to Det. Archer. Chute took it to Jury Trial and was found guilty of two counts of Gross Sexual Imposition and one count of Rape. Sentencing occurred on 12-14-2021, where he received life without parole plus five years. Basinger, Gee, Kolopajlo, Butterworth, and Archer-Sept: Detectives assisted in the state-wide operation called Operation Ohio Knows to collaborate with Ohio Law Enforcement to address issues that fuel sex trafficking in our state. MPD Detectives assisted Westerville at a hotel in the

POLICE DIVISION

27

arrest of three males attempting to procure a prostitute. On 9-30-2021, MPD, along with the assistance of the Dublin Police Department and a local hotel, conducted an in-call sting operation targeting the demand side of prostitution. An ad was placed and received over 70 responses. The majority of the males responded that Marysville was too far away however, two males arrived at the hotel, one from Columbus and one from Dublin. One male ran before apprehension and the other, 43-year-old Dublin resident Steven Laramore, was arrested for procuring prostitution. In November, Laramore plead and as part of the agreement he will complete “John’s School.” Kolopajlo, Gee-Aug and Oct: David Caroppoli is a career criminal involving forgery and identity fraud with hundreds of thousands of dollars in theft from multiple states over several decades. In August Caroppoli forged checks at two local businesses for over $3,000. In October Caroppoli forged checks at a local business for over $1,000. Det. Gee and Det. Kolopajlo investigated these forgeries and he was identified. In September Caroppoli was indicted by the Grand Jury on two counts of Forgery and two counts of Identity Fraud. Further charges are pending for the October incident. In November Caroppoli was caught in West Virginia. Butterworth: Det. Butterworth has worked with 21 different agencies involving drugs and drug intel. Det. Butterworth has received well over 100 drug-related tips. The tips were investigated and a high percentage of them turned into cases that later led to charges. Community Services Bureau Much like the end of 2020, the Community Services Bureau continued to have restrictions under the COVID-19 cloud. This negatively impacted the bureau from doing activities involving close contact with larger groups. As the year progressed and things started opening back up, we were able to bring back some of our yearly programming. In 2021, Youth Academy was held. We had seven students who were incoming 8th or 9th graders. The academy teaches students about the day-to-day operations of both the Marysville Police and Fire Departments. It is an excellent opportunity for the students to get exposure to topics such as traffic stops procedures, basic investigations, and basic firefighting and EMS techniques. We are looking forward to having this program grow in the years to come.

POLICE DIVISION

28

The most significant highlight of 2021 for the Community Services Bureau was developing the Therapy Dog program, including the addition of K9 Mercy. Thanks to a generous donation from the Segner family, Mercy started her career at the Police Department in April of 2021. Mercy went through extensive training through the Franklin County Sheriff’s Office with her handler Ofc. Amy Findley. Mercy was able to meet many students over the first year of her career. Mercy has been used in court cases and visits to area nursing homes and UCMH. Ofc. Findley continues daily to look for new opportunities for Mercy to engage with the community.

One of the largest areas that the Community Services Bureau is involved with is school safety. Members of the bureau are all school resource officers. The State of Ohio requires numerous safety drills during a calendar year. Each building is required to have different types of drills. Our officers coordinate with school staff to get these drills completed. One drill completed in 2021 was a reunification drill. This by far is the most labor-intensive drill that can be done. A reunification drill involves returning students to their parents after a critical incident. The relationship between the department and our school system is as strong as ever.

We look forward to 2022 with the hope of being able to open our doors again to tours for students and civic groups. We also aim to be involved with activities such as Touch a Truck, Safety Town, and the Youth Academy.

Support Services Captain Chad Seeberg commands the Support Services Section which consists of the Communications Bureau and the Records Bureau. Captain Seeberg is also responsible for:

• Recruitment• Technical Services• Vehicle and Equipment Management• Grant Application and Administration• Inspections and Evaluations• Facilities

POLICE DIVISION

29

Communications Bureau In 2021, the Communications Bureau consisted of seven (7) Communications Dispatch Officers and one (1) Communications Dispatch Supervisor.

The Bureau maintains 24/7 coverage of the Communications Center. They serve as the primary call-taker and dispatch for the Marysville Division of Police.

During non-business hours the Communications Bureau becomes the central answering point for the entire City. In 2021 the Bureau answered 31,358 public contacts. This was a slight reduction from 2020.

Records Bureau The COVID-19 pandemic continued to affect the Records Bureau in 2021. In the first two quarters of 2021, both the Records Clerk and the Administrative Assistant continued their modified work schedules to reduce the spread of COVID-19.

2264

577

4168

24369

0 5000 10000 15000 20000 25000 30000

911 Calls

Emergency Calls

Lobby Calls

Other/MISC Calls

Number of Public Contacts by Type

0

1000

2000

3000

Jan Feb Mar April May June July Aug Sep Oct Nov DecMonth 2201 2648 2713 2705 2712 2669 2770 2902 2604 2771 2261 2372

Communications's Public Contacts by Month

442

47

22014

6

311

8

Types of Records Requested in 2021

Crash Reports Run Cards Incident Reports

Video Audio Background

Photos

POLICE DIVISION

30

The Records Bureau conducts civilian background checks/fingerprints for our community. This digitized process involves taking digital prints on-site and electronically sending them to the Ohio Bureau of Criminal Identification and Investigation (BCI&I). Fingerprints are then compared to criminal histories that are housed in the Ohio Automated Fingerprint Identification System. In 2021, the records Bureau completed 444 civilian fingerprint background checks. In the third quarter of 2021, Records Clerk Little transitioned to our vacant communications officer position. The division onboarded Records Clerk Mullet to take her place. Despite the pandemic and the vacant Records Clerk position, the Records Bureau fulfilled 1,048 records requests promptly.

0

20

40

60

80

100

120

Jan Feb Mar April May June July Aug Sep Oct Nov Dec

90

7381 77

96 9890

63

94107

97

82

2021 Records Requests

POLICE DIVISION

31

Executive Summary The fire division is grateful to our community for their support of our growth in abilities and promise to be good stewards of community monies. We will continue to strive to meet the core values of quality customer service, accountability throughout the organization, respect, and proactive communication.

This has been a very busy year for us, with a record number of calls for service and developing our staff. During this year we expanded our community paramedic program with great success, improving the quality of life for our residents by reducing the number of times they required transport to the emergency room.

We appreciate and worked closely with the administration of Memorial Health, the Union County Health Department, and Union County EMA as we continue to face the challenge of Covid-19. Our community approach to addressing challenges is a fantastic partnership. Our nearly weekly meetings have resulted in a unified approach to testing and vaccination for the community.

We diligently expressed our challenges with overtime and the lack of available part-time staff to city council. We appreciate that City Council has budgeted for three new firefighter paramedics in 2022. This addition will provide us more personnel to meet our existing and emerging requests for services. We will continue to monitor and develop creative means to balance the increased demand for services from the fire division within what financial resources we are provided by our community.

I would like to conclude by commending our wonderful staff that have put in an unprecedented amount of overtime this past year. Their dedication and professionalism go unmatched. I truly am blessed to work with such a hard-working group of professionals. I have complete confidence in the officers and firefighters of the Marysville Fire Division to meet any challenge presented before them in the years to come.

Chief Jay Riley

FIRE DIVISION

32

Division Highlights • The division promoted three additional lieutenant positions. These additional lieutenants

will be at Station 271 and will assist in managing Station 271’s operations. The threemembers promoted were Lt. Jeremy Rausch, Lt. Steve Hemmelgarn, and Lt. William “Gus”Jerew. The division is excited and fortunate to be able to add these positions.

• The division hired four new full-time firefighters in 2021 to replace members that retiredor left the division. The firefighters hired full-time were Ben Ross, Craig Lefeld, JessicaHanson, and Tim Davis.

• Andy Hays was promoted to the rank of Lieutenant in June. Lt. Hays is assigned as the 2-Unit lieutenant at station 272.

FIRE DIVISION

33

• Battalion Chief Mark Ropp retired from the division after 37 years of service. BattalionChief Cole Tomlin filled his position, who also oversees the division EMS Bureau.

• Due to the ongoing pandemic and increased number of patients needing to betransported, Memorial Hospital has had to go on diversion intermittently. This has led tothe division transporting more patients to other area hospitals. We also beganparticipating in the Central Ohio Trauma systems emergency patient transport plan dueto high patient levels at all Central Ohio Hospitals.

• The division purchased all new SCBA’s (Self Contained Breathing Apparatus) for allpositions on our fire apparatus. These new SCBA’s are equipped with new technology toprovide longer use for our firefighters. Theyalso meet currentindustry standardsfor safety. Thisextensive project wasled by FF ClaytonSpring.

FIRE DIVISION

34

Fire & EMS Operations The Marysville Division of Fire provides emergency services to over 30,000 people living in the City of Marysville, Paris, Dover, and a portion of Darby townships. The division operates out of two stations to provide the best possible service to the community. Fire and EMS operations are staffed with three shifts who work 24-hour shifts. Each shift is staffed with 12 full-time firefighters, and supplemented with part-time staff.

Fire Station 271 is the division headquarters located at 16300 County Home Rd. This station is staffed with a minimum of 7 firefighters, including a Battalion Chief and Lieutenant. Nearly all of the apparatus is cross-staffed, which means firefighters can be assigned to multiple apparatus and take whichever apparatus is needed for each emergency. Apparatus at this station include an Engine/Rescue, Ladder truck, Grass Truck, Battalion Truck, Tanker, two ALS transport medics, a dive trailer, and a boat trailer. Fire Station 272 is attached to City Hall. It is located at 209 S. Main St. This station frequently operates with three firefighters. Still, it can be staffed with six firefighters when staffing allows. This station houses an Engine and two ALS transport medics. The firefighters also cross-staff the engine and medic, taking whichever apparatus is needed for the current emergency. The Fire Prevention Bureau also operates out of Station 272.

FIRE DIVISION

35

2021 Fire and EMS Run Numbers

Fire 1069

EMS 3474

Total 4,543

There was a 14% increase in run volume between 2020 and 2021.

2020 Fire and EMS Run Numbers

Fire 982

EMS 2946

Total 3,928

Fire Response By Incident Type

FIRE DIVISION

36

Runs by Aparatus

Mutual Aid Fire As our division continues to take on more runs, it often becomes necessary to rely on our neighboring partners for assistance. The common term for this in the fire service is mutual aid. We are very fortunate to call on other area departments to assist us with numerous calls or

FIRE DIVISION

37

the complexity of a single incident. We also can provide mutual aid to these departments when they need further assistance on incidents.

FIRE DIVISION

38

FIRE DIVISION

39

EMS Patient Disposition

Incident Patient Disposition Number of Runs

Percent of Total Runs

Patient Treated, Transported by this EMS Unit 2,431 69.84% Lift Assist 360 10.34% Patient Refused Evaluation/Care AMA (Without Transport) 201 5.77% Patient Evaluated, No Treatment/Transport Required 133 3.82% Canceled on Scene (No Patient Contact) 84 2.41% Canceled on Scene (No Patient Found) 84 2.41% Canceled (Prior to Arrival at Scene) 75 2.15% Patient DOA-No Resuscitation Attempted (Without Transport) 33 0.95% Patient Treated, Released (per protocol) 23 0.66% Mutual Aid Tx & Transport 21 0.60% Patient Treated, Released (AMA) 17 0.49% Patient Treated, Transferred Care to Another EMS Unit 8 0.23% Patient Treated, Transported by Law Enforcement 4 0.11% Patient Treated, Transported by Private Vehicle 3 0.09% Patient DOA-Resuscitation Attempted (Without Transport) 2 0.06% Standby-Public Safety, Fire, or EMS Operational Support Provided 2 0.06%

EMS Statistics

Destination Hospital Number of Runs Dublin Methodist 47

Grady Memorial Hospital 15 Grant Medical Center 2

Hardin Memorial Hospital 1 Marion General Hospital 1

Memorial Hospital 2,358 Nationwide Children’s Hospital 3

OSU Wexner Medical Center 42 Riverside Methodist Hospital 9

Top 5 Complaints Reported to Dispatch Number of Runs General Illness/Sick Person 646

Falls 558 Difficulty Breathing/SOB 311

Lift Assist- Non-injury 273 Motor Vehicle Accident 196

FIRE DIVISION

40

Fire Prevention Bureau The fire prevention bureau was active in 2021 despite the setbacks brought on with the continuation of the pandemic. Existing occupancy inspections were reimplemented in March as the pandemic slowed. The business owners were more receptive to having inspectors in their businesses. Throughout the year, we were able to complete 473 existing occupancy inspections. This is about a 65% completion ratio of our 740 occupancies. We strive for 95% completion and have made changes to improve on that for 2022. New construction continues to be on a fast pace for our jurisdiction. We completed in excess of 125 new construction inspections, which include life safety inspection, sprinkler system inspections and acceptance testing, fire alarm system inspection and acceptance testing, underground fire main inspections and testing, and all aspects of the building as they pertain to the Ohio Fire Code. Along with the construction inspections, we have completed plan reviews, at various levels, for 12 projects. These projects range from new proposed developments, remodeling of existing spaces, and approval of fire alarm and sprinkler systems. Home inspections were on the rise as well for 2021. We completed 26 home inspections for foster and adoption families within our community. We continue to offer these inspections free of charge. We are honored to help these families provide a safe place for foster/adoptive children. This also allows us to form a great working relationship with ODJFS and several private adoption agencies. Eight fire investigations were completed by MFD personnel, both within the department and as part of the Union County Investigation Team. Of these eight investigations, all are closed with no pending charges. We have expanded our role to include our jurisdiction and the Union County team. Still, we have also become active in the NAS-T investigation team. These all provide us with more resources and the availability to have multiple investigators on the scene of an incident. Lt. Myers has continued to serve in the capacity of Safety / Wellness and public education. He has been a presence at Uptown Friday Nights, has presented some safety training to a local nursing home, provided educational materials to all local schools, and participated as the lead organization for the Police and Fire Youth Academy. He has continued to stay abreast of the latest Covid-19 issues and their ramifications on the fire service. The prevention bureau saw significant changes this year with the retirement of Inspection Firefighter Chad Jolliff. Chad began with the department in 1999 and came to the bureau in 2009. Chad was a valuable resource and created many good relationships with local business owners throughout his time in the bureau. We thank Chad for his service to the bureau. FF Brandon Rutherford was selected to replace Inspector Jolliff and has hit the ground running. Inspector Rutherford seeks to continue improving the quality and quantity of our existing occupancy program.

FIRE DIVISION

41

Community Paramedic Program The Marysville Fire Division has developed a community paramedic program that enables paramedics to visit residents on a non-emergency basis. This program aims to decrease the number of times the individual needs to call 911. Currently, the fire division has identified those persons that call for emergency medical services greater than ten times per year as our target population. Areas that our paramedics may be able to assist with are gateway to community resources, fall prevention measures, coordination of medical providers, and overdose follow-ups.

Community Paramedic 2021 Report

• Total Patient Interactions - 169

• OD Follow Up Calls - 61

• Follow Up Calls (Other) - 30

• Referrals - 32

• Other Cases - 46

• Other Note - One member of our CP program has completed courses in Critical Incident Stress Management and Critical Intervention Team with area Law Enforcement. This will help us to better provide emotional support in behavioral health emergencies in the region.

FIRE DIVISION

42

Special Response Team The Marysville Fire Division has several tactical paramedics that are deployed as part of the Marysville Police (SRT) Special Response Team. These paramedics have received specialized training and are outfitted with ballistic protection similar to their law enforcement partners. The primary goal of the tactical paramedic on the scene is to provide immediate lifesaving procedures to any law enforcement personnel injured in the course of their duties. Special Response Team 2021 Highlights • Assisted 2 SRT Teams with deployments • Provided Stop the Bleed training for MPD Members • Added two new members to the team • MRAP special vehicle training and certified for driving and operations

FIRE DIVISION

43

Hazmat Team Marysville’s hazmat team consists of 22 members who are Hazmat Technicians. The team was formed in 2014 with an initial hazmat technician class. Several more technician classes have been offered over the past seven years to bring us to our total of 22 members. We have been a certified Type III team since 2017. In 2019, Marysville became a member of the Northwest Area Strike Team (NAS-T), a consortium of nine fire departments in Franklin and Union Counties operating as a certified Type II hazmat team.

2021 Accomplishments

• Led and participated in a full-scale drill in Jerome Township that included participation from NAS-T, Union County EMA, Union County Health Department and the State EMA. The training focused on emergency response to a radiological and chemical release.

• Hosted radiological training for all three shifts; presented by the Ohio Department of Health.

• Hosted a hazmat tech refresher class for all of our technicians. • Completed 31 classes with 53 hours of classroom and hands-on training and 523 hours of

training. • Responded once for a full NAS-T deployment in Grove City. • Responded to 11 hazardous materials spills or releases in our jurisdiction.

FIRE DIVISION

44

Dive Team The Marysville Fire and Police Dive Team is a joint venture between both safety divisions of the City. The divers work as one team and can be deployed for rescue, recovery, or evidence collection. The divers are all certified as public safety divers and are also trained in swift-water rescue. The team is deployable locally and through the Ohio Fire Chief’s Response Plan. This year, The Marysville Dive Team held joint monthly training events at various strategic locations throughout the district. The team logged over 36 hours of training in 2021 and added two new members to the team. There were 0 deployments for the dive team in 2021. The Team has an active roster of 11 members; 9 from within the fire department and two from the police department. The Swift Water Team had a total of 1 activation in 2021 by the State EMA for inter-state assistance. There were no joint training sessions held for the swift water team in 2021. The Division of Fire has ten members that are part of the Upper Scioto Water Rescue Task Force. Marysville is one of Several Central Ohio departments that participates in sharing personnel and equipment on such deployments.

FIRE DIVISION

45

Division Training One key component of the division’s mission statement is “professional development.” This is accomplished through on-duty training, outside training, and tuition reimbursement. On-duty members complete this training with a cadre of state certified Fire and EMS instructors. This past year, the division logged 2,984 hours of fire training and 1,387 hours of EMS training. Our division prides itself on our high level of training. Our members continue to seek training and educational opportunities on and off duty, enabling us to provide the highest level of service possible to our community. Feel the Heat 2021 2021 was the first year for a newly implemented fire department program called "Feel the Heat." Feel the Heat is a hands-on opportunity for employees of the City to participate in real-life firefighting simulations. The intent of the program is to show persons outside of the fire division just how dangerous, labor-intensive, and time-critical firefighting is. We had 7 participants from multiple city departments in our first year, including division administrators and a city councilman. Participants had the chance to actively engage in a hands-on firefighting scenario and a vehicle extrication simulation. Complete protective equipment was donned, hoses were deployed, victims were rescued, and the "jaws of life" ripped a car apart like a tin can. Needless to say, at the end of a very hot August day, all participants "felt the heat." A well-deserved lunch was provided for all who attended by the Marysville Firefighters Association.

FIRE DIVISION

46

Strategic Plan Goal 3-6: Continue to promote and support the priorities and action items detailed in the Marysville Fire Division Strategic Plan. Key Action Steps: 3-6.1 Develop and manage MFD resources by reviewing and enhancing Information Technology

and the Fire Training Program. Ongoing: Improved the sharing of information each day between Battalion Chiefs and

Lieutenants. 3-6.2 Develop MFD employees and the organization by refining succession planning, improving

communications, and continuously improving the hiring process. Completed/Ongoing - Established replacement MFD Strategic Plan during 2021. MFD has their own internal Strategic Plan. Work accomplished on their own established goals is not always captured in the annual reports, but is available from MFD.

3-6.3 Deploy our resources effectively. Ongoing: Made recommendations on optimal staffing levels for the Fire Division. Move from a minimum of 10 personnel on-duty to a minimum of 12 personnel on-duty. Be able to staff 4 medic units (Planned for 2023). Ongoing: Reviewed fleet assignments and deployment models. Made improvements to the transportation procedures for mental health patients.

3-6.4 Perform pre-hire assessments (with psychological components) on recruited candidates to help ensure their compliance with MFD standards. Completed/Ongoing: Completed assessments for hiring processes in 2021.

Goal 3-7: Plan for the addition of a third operation fire station. Key Action Steps: 3-7.1 Utilize the below triggers to monitor and initiate actions as required to stand up a third a third MFD station.

Trigger Trigger Status

1 Operation Trigger/Call Volume A 3.6% increase in annual call volume to around 4,313 total annual runs or 119.8 per Firefighter. Trigger met. There were 4,543 runs in 2021 or 126.2 per Firefighter.

2 Operation Trigger NFPA 1710 4-min average response time (ART)

Trigger met in 2017; trigger increasingly met every year since.

3 Total Square Mileage (SM) Coverage of 25.25

Trigger met excessively, MFD has 87SM; exasperated by southeast development.

4 Population 25,000 or above Somewhat met at 24,667; next census results – the higher this number – the more triggered. The 2020 Census stipulates Marysville is at 25,571. This trigger is fully met.

FIRE DIVISION

47

5 Number of Households 9,700 or above

Currently at 8,032; trigger is 9,700 or higher from the census. The 2020 census as Marysville at 8,334.

6 Median Family Income at or around $70,000

Trigger met at $75,116; trigger is maintained if at the same level after the census. The 2020 census as Marysville at $79,016. Trigger met.

7 Development Any development, in particular in the Innovation Park region. Trigger met with Southgate development.

NOTE: Six if the seven triggers in Key Action Step 3-7.1 are fully met. 3-7.2 Notwithstanding any major outside threats, utilize the below timeline plan.

Year Action 2021 - Complete a 5-year fiscal analysis per drafting updating Goals 3-5. This report will

provide exact guidance for sourcing 3rd station revenue. Not completed. - Release of the 2020 Census. Completed.

2022 - Funding plan for the 3rd firehouse established. - Plan for possible co-City tenants. - Fact-finding visits to other 3-house cities.

2023 - Determine the location, source architect, and begin design.

2024 - Break ground. - Late in 2024, hire 6 new Firefighters and promote three Firefighters to Lieutenant.

2025 - 3rd Station operational. Goal 3-8: Engage the community in all aspects of the Fire Division, including: Fire Prevention, Code Enforcement, Accident Prevention and Community Paramedicine. Key Action Steps: 3-8.1 Enhance the MFD Public Education Program by securing funding to promote smoke

detectors to any resident in Marysville. Ongoing: Received a grant from Lowes in 2021 for 50 smoke detectors

3-8.2 Survey customers. Completed: Participated in the HR-driven community survey during 2021.

3-8.3 Be involved in community programs such as: Marysville Schools student mentoring program, Drug Free Coalition, Opioid Overdose Review Committee, and Child Fatality Review Committee. Completed/Ongoing: Participated in 2021 in Drug Free Coalition, Opioid Overdose Review.

3-8.4 Partner with other agencies and City departments/divisions to improve efficiencies in City operations and expenditures.

FIRE DIVISION

48

Ongoing: Partnered with PD for the programming of radios. Partnered with Facilities in the ongoing maintenance of both stations.

3-8.5 Develop a public information plan utilizing our MFD Public Information designee in coordination with the City Communications Director. Completed/Ongoing: Assigned Battalion Chief Burns to MFD Public Information Officer in 2021.

Key Measurements: 3-8-M1 Customer surveys. 2021 Fire Division: Key Measurements Achieved:

• There were 1,069 fire calls compared to 982 in 2020, 473 business occupancies were inspected for fire safety in 2021, and expanded our Community Paramedic Program in 2021 with 169 patient interactions.

Goal 3-9: Dedicate resources toward battling the drug epidemic in our community. Key Action Steps: 3-9.1 Collaborate with the Union County Health Department and Union County Drug-free

Coalition (community partners) to combat substance abuse in Marysville and obtain necessary training. Completed/Ongoing: Partnered with Union County Drug Free Coalition in drug prevention program. Provided overdose follow-up with 61 patient/patient families.

3-9.2 Share data with partner agencies to better predict target risk populations. Completed/Ongoing: Participated in data collection for ODMAPS with the Union County Health Department.

3-9.3 Collaborate on marketing campaigns to provide aid and support to drug users. Completed/Ongoing: Received a grant from Union County Health Department to provide “leave-behind” Narcan to overdose patients. Partnered with Mental Health and Recovery Board on patients that have multi-dimensional health issues.

Key Measurements: 3-9-M1 Aggregate data report on numbers and locations of overdoses MFD responds to. Goal 3-10: Enhance our community paramedic program. Key Action Steps: 3-10.1 Be responsive to patient needs. Ongoing: Active in epidemic and pandemic planning in collaboration with the Union County Health Department. 3-10.2 Explore further social services counseling for patients. Completed/Ongoing: Made improvements to the transportation procedures for mental health patients.

FIRE DIVISION

49

3-10.3 Work with Memorial Health and the Union County Health Department to address super-users. Completed/Ongoing: Expanded our Community Paramedic Program to include overdoses and mental health patients.

3-10.4 Increased number of patients seen by 10% annually. Completed: Community Paramedic Program had 169 encounters in 2021. Key Measurements: 3-10-M1 Number of patients seen annual/monthly.

FIRE DIVISION

50

Public Service Department The Public Service Maintenance and Operations Division is responsible for the maintenance and operation of City infrastructure and providing oversight and resources to achieve the goals established by the City Manager and City Council. Streets, Stormwater & Sanitation: The Division of Streets is responsible for the maintenance of multiple services and operations within the City, specifically:

• Pavement Markings • Stormwater maintenance • Leaf, brush and yard waste collection • Roadway Repair and Resurfacing • Snow Removal • Street Sweeping • Traffic Signs • Traffic Signals • Parkland development

Streets: In addition to the normal maintenance and operations activities associated with the Streets Division, below are some of the highlights from the 2021 calendar year:

• Street crews applied over 281 tons of hot asphalt mix for street repairs in various applications throughout the City in 2021. The City performed asphalt maintenance on sixteen (16) different occasions. The majority of this work was completed on US 33, Elwood Avenue, and projects associated with stormwater maintenance

• Street crews performed crack sealing on a number of roadways in 2021. Over 4 months,

our crews were able to seal sixteen (16) roadways and three (3) parking lots, applying an estimated 27,700 pounds of sealant. This item is related to Key Action Step 4-1.1 (In order to assure street pavement life is maximized, the City will employ preventive pavement maintenance techniques including pavement rejuvenating agents and crack sealing.)

• Street crews performed various concrete projects around the City. The largest area of

work was the completion of the BMX parking lot along with the concession building floor and two (2) picnic pads with walkways. The total amount of concrete to complete this job was 437.5 cubic yards at a cost of $50,750. Other concrete projects included a 50-foot X 12-foot pad at the Union County Joint Recreation District (Joint Rec) facility, various sidewalks and curbs throughout the City. Performing this work “in-house” ultimately saves the City quite a bit of money compared to contractor pricing.

PUBLIC SERVICE DEPARTMENT

51

• Throughout the 2021 Winter, City crews were dispatched 35 times, resulting in

approximately 2,000 operator hours, 11,790 gallons of brine, and 1,774 tons of salt used for snow and ice control. City crews also hauled snow from the Uptown District on one (1) occasion. Currently, the City’s snow removal fleet consists of: o 2 - tandem axle dump truck with a plow and salt spreader o 7 - single axle 2.5-ton dump trucks with plows and salt spreaders o 9 - single axle 1.5-ton dump trucks with plows and salt spreaders o 5 - Pickup Trucks with plows o 5 - Skid Loaders o 4 - Backhoes

During snow emergencies, equipment can also be pulled from other divisions and utilized to aid in the clearing of snow and ice from City roadways.

• During Summer 2021, City Staff salvaged approximately 320 Cy of good grade top soil to

be mixed with our composts. In November, we also processed an estimated 4,100 tons of premium grade topsoil to be used in the parks, lawn restorations and similar maintenance areas. This internal processing saved the City approximately $11,800 compared to the typical purchase price.

• In 2021, the Street Department once again subcontracted with Go Green to process 6,234 tons of concrete waste (brought in by contractors and salvaged from our annual Paving Program) into backfill. This process helped the City save approximately $70,000 compared to the quarry's bulk price. All of this material is currently stockpiled at our Maintenance and Operations Center for utility trench backfill and the construction of future trails. When combined with the asphalt millings from our annual paving program (3,200 tons), the City will be able to construct trails with virtually no material cost.

Sanitation: The Division of Sanitation is responsible for the maintenance of multiple services and operations within the City, specifically:

• Brush Collection • Dead Animal Removal • Leaf Collection • Litter Control • Yard Waste

In addition to the normal maintenance and operations activities associated with the Sanitation Division, below are some of the highlights from the 2021 calendar year:

PUBLIC SERVICE DEPARTMENT

52

Year Refuse (Tons) Recycling (Tons) Diversion Rate*

2013 4,743 767 0.14

2014 3,420 1,097 0.24

2015 1,583 1,222 0.43

2016 5,526 1,280 0.19

2017 5,692 2,883 0.40

2018 5,288 3,820 0.42

2019 5,762 1,301 0.18

2020 7,297 1,473 0.17

2021 12,634 7,574 0.37

*This item is related to Key Measurement 7-6-M4 (Refuse diversion rate)

• By reconfiguring the bulk refuse pickup process, the City was able to eliminate 10,000+

inquiries (either via email or phone) regarding bulk pickup. This change was mutually beneficial for both City Staff and our customers!

• City Staff processed approximately 500 calls regarding missed collection and approximately 1,100 requests for toter delivery, pickup and size exchanges.

• In 2021, the Sanitation Division disposed of 2,536 cubic yards of chipped wood from brush, 3,682 cubic yards of vacuumed leaves and 4,320 cubic yards of bagged yard waste.

Stormwater: The Division of Stormwater is responsible for the maintenance of multiple services and operations within the City, specifically:

• Stormwater systems (including sewers and catch basins) • Drainage ditches/swales • Providing adequate outlets and connections for property owners

In addition to the normal maintenance and operations activities associated with the Stormwater Division, below are some of the highlights from the 2021 calendar year:

• The Stormwater Division’s largest 2021 project occurred on the east side of the City along

US 36. This project included removing a 15” tile that has been out of service for many years and installing an open ditch through several properties (1,750 feet). At nearly 80 % complete, the City has worked approximately 1,000 hours and our total investment is just over $40,000. By completing this project “in-house,” we project a savings of $300,000 by performing the work in-house compared to contractor pricing.

PUBLIC SERVICE DEPARTMENT

53

The Stormwater Division installed the following infrastructure in 2021:

Storm Sewer Installed by City Crews Conduit Size (in) Length (ft) 4" 600’ 6" 60’ 8" 660’ 10” 180’ 12" and larger 60’

In addition to installing storm sewers, Stormwater crews installed three (3) catch basins. They rebuilt thirty-four (34) stormwater structures at various locations around the City.

• The Utility Rate Working Group met two (2) times during the 2021 calendar year. The primary stormwater covered during this meeting pertained to the health of the Stormwater Fund. This item is related to Goal 7-1 (Maintain current water and sewer rates while exploring options to reduce rates)

• Engineering Staff performed an internal audit on the equivalent residential unit charges for all of the City’s non-single-family accounts. This audit yielded an unaccounted-for amount of almost 2,700 ERUs. At a monthly cost of $6.00, this will generate an additional $200,000 of annual revenue for the Stormwater Fund.

Other miscellaneous Streets, Stormwater and Sanitation Division projects include:

• In March, the BMX Park work continued with landscaping, asphalt paths, and an additional parking lot for overflow parking.

• City crews installed and or rebuilt 900 feet of path at Joint Rec with five (5) total culvert replacements. This work was completed in January, along with the widening of 11th Street. By completing this project “in-house,” we project a savings of $75,000 performing the work in-house when compared to contractor pricing.

• Extensive work was completed on the streets and stormwater systems in advance of the annual paving project.

PUBLIC SERVICE DEPARTMENT

54

Parks & Recreation The Division of Parks and Recreation is responsible for the maintenance and management of multiple services and operations within the City, specifically:

• City Parks • Municipal Pool • Oakdale Cemetery • City Event Planning • Recreation (including the annual Activities Guide)

In addition to the normal maintenance and operations activities associated with the Parks & Recreation Division, below are some of the highlights from the 2021 calendar year:

• The City continues to upgrade signage for public facilities throughout the City. The Eljer Park signage is projected to be completed in 2022. This item is related to Goal 8-3 (The City will create and utilize a single approach to signs, asset identification (i.e., logo on City fleet), and correspondence with a templated logo and look for other ways to identify who we are, in all that we do) and Key Action Step 5-2.4 (Implementation of the City-wide branding including gateway signs and street signs)

• The Parks Division was also able to help secure CARES Act funding to obtain construction contracts to install two (2) additional fields at the Joint Recreation Facility. Additional funds were also obtained to start the design-build process for the construction of a new concession stand / restroom facility for the second set of baseball fields. This project is expected to be completed before the 2022 Baseball / Softball season.

Parks The Parks and Recreation Division is responsible for the maintenance, upkeep and any upgrades to the City’s Park system. A summary of the work completed at the individual parks during the 2021 calendar year is provided below:

Aldersgate Park: • Repairs were made to the Treehouse feature of the park that closed some potential

entrapment locations • This park also played host to the 2021 Passport to Fishing event, which also included

kayaking, with good attendance considering social distancing protocols • Repainted the Gazebo • Rehabilitated Landscaping bed at the entrance of the park • The design and construction of a pickleball court (at the current basketball courts) is

planned for 2022

PUBLIC SERVICE DEPARTMENT

55

American Legion Park and Municipal Pool • Removed several dead trees throughout the park and replanted several new trees in their

place • Installed two new benches along with walking trails throughout the park • The City is looking to update and significantly upgrade the Sean Doebert Amphitheater

seating and shelter in the upcoming years

Bark Park • Attendance continues to remain steady at Bark Park year-round. The City continues to

receive compliments on this addition of the park to the City’s park system. • The City is looking to add a shelter area to this park during the 2022 calendar year

BMX Track • Construction at this facility was completed in early 2021 and the BMX group was able to

operate the track for the entire year. This fantastic facility was ranked #3 in the State and 39th in the region in its inaugural year.

• The Park had the following numbers: ○ 134 local riders signed up for full memberships to USABMX ○ 99 Trial memberships ○ 25+ races which attracted locals and visitors to the City of Marysville ○ 719 unique riders (with 448 originating from Ohio) ○ State Gold Cup Race

• The track also hosted a local beginners' league that had three (3) sessions throughout the year and 60 new riders to the sport.

• Added Bleachers to the property This item is related to Key Action Step 6-1.7 (Convert existing undeveloped park acres, or acquire new land, to increase the level of service of neighborhood and community parkland to recommended ratios.)

• The playground structure at this park will be replaced during the 2022 calendar year Eljer Park • Four (4) new backboards were installed on the basketball courts • 100 feet of fence was repaired • Crews repaired the soccer goals, including welding new brackets to the back to ensure

their safety • The OEPA has indicated that the City is doing a great job with ensuring the protective cap

is being properly maintained per previous commitments. Quarterly inspections were completed in 2021 in compliance with the landfill closure documents

• The City is looking to update the signage for this park during the 2022 calendar year

PUBLIC SERVICE DEPARTMENT

56

Jim Simmons Trail • During the 2021 growing season, Parks and Grounds crews planted several areas of

sunflowers along the trail. These areas were loved by many people and the City received several great compliments and feedback from the program.

• Streets crews removed a few areas of broken base along the trail, added base and the areas were repaved with the City of Marysville’s annual repaving program. We look to continue to build up and replace portions of this trail during the 2022 and the upcoming years

• A sidewalk extension from the City’s pump station/dam to Creekwood Drive is planned for 2022

Lewis Memorial Park • The Marysville youth football program utilized this park for their fall season

McCloud Park • Crews repaired a portion of the paver sidewalk, which had settled and made it hard for

wheelchairs to pass. • Eagle Scout installed a concrete trash can base in the park and mounted a trash can on

top. • Reduced plants in some of the beds and one tree fell over, which helped with vehicular

sight distance.

Mill Valley Central Park • The parking lot closed at the end of the year for the construction of utilities necessary to

serve the new Water Treatment Plant. • Removed overgrown restroom landscaping. • A sidewalk extension to the restroom is planned for 2022.

Mill Valley South Park • In partnership with the Marysville Public Library, crews installed a “Story Walk” that starts

at the pavilion building and wraps around the walking trail that goes around the soccer fields. This was a great success and allowed people to take a walk and read a book at the same time.

• Concrete curbing was added to the entryway to direct stormwater away from the adjacent property.

Morey Park • A contractor mows this park, but the Parks and Recreation Division still maintains the

irrigation system. Partners Park • Parks crews assisted with installing holiday decorations and assembling and

disassembling the City’s Christmas Tree.

PUBLIC SERVICE DEPARTMENT

57

• Repaired an underground leak in the fountain area. • Added two additional decorative trash cans in the pavilion.

Schwartzkopf Park • Replaced aging playground equipment with new structure and swings.

This item is related to Key Action Step 6-2.3 (Annually bring any amenities such as playground equipment, structures, pathways, fences, and other park fixtures that are evaluated as poor or non-compliant in the park assessments, into compliance ratings).

• Removed the old batting cage. • Removed two (2) of the three (3) baseball fields and seeded them to grass for potential

soccer/lacrosse usage. • Re-sodded the goal mouths of the soccer fields. • Removed rotting wooden bollards around the parking area.

Scott Family Park (Hanhart Property) • Assistance with securing the largest property donation (112 acres) in the history of the

City. This item is related to Key Action Step 6-1.7 (Convert existing undeveloped park acres, or acquire new land, to increase the level of service of neighborhood and community parkland to recommended ratios.)

• From a design and workload perspective, this project will be a focal point for the Parks Division in the next several years

Union County Joint Recreation District • Worked with UCJRD on replacing two additional dirt fields with turf. This completion of

the turf installation within the first quadrant of fields. • Street crews added a paved path back to the new quad of baseball diamonds. • Contractor started work on installing a restroom/concession building to the second set of

fields. • Graded and seeded areas around new paths. • Street crews rebuilt 600 feet of path and installed another 300 feet which included five

(5) culvert replacements This item is related to Key Action Step 6-1.2 (Continue to add both soft and hard surface trails. Use City staff and material to help offset the costs associated with this work.

• Streets also poured a fifty (5) foot by twelve (12) foot concrete pad for the conex storage container

Oakdale Cemetery: The Parks and Recreation Division is responsible for the burials, lot sales, maintenance and upkeep of the Oakdale Cemetery. A summary of the work completed during the 2021 calendar year is provided below:

• Preparation for 82 burials, which included 30 cremations.

PUBLIC SERVICE DEPARTMENT

58

• Installation of Sixty-seven (67) headstone foundations. • One hundred and three (103) lots were purchased, which includes seven (7) niche

purchases and six (6) lots that have installment contracts. • The City continues to contract out the mowing and trimming at Oakdale Cemetery with

excellent results. • Leveled two (2) headstone foundations in 2021, and additional funds were added in 2022

to increase the amount of headstone foundations being leveled. • The rehabilitation of the existing 1881 public vault is planned for 2022.

Urban Forestry The Parks and Recreation Division is responsible for the care and management (including inventory) for the City’s urban forestry program. A summary of the work completed during the 2021 calendar year is provided below:

• Current tree inventory records 8,112 active street trees and 5,663 vacant sites. This year’s stocking rate (the quantitative measure of the area occupied by trees) is 59% (up from 57% last year).

• The City applied for a Tree City USA award and also was awarded the Tree City USA Growth award

• 104 street and park trees were removed (a ten (10) percent decrease from last year) o An additional 70 street trees are currently flagged for removal (a seventeen (17)

percent decrease from last year). • 535 total street and park trees planted (a twenty-three (23) percent decrease from last

year) o 152 were replacements or additional o 73 as part of city roadway improvements o 339 planted by new residential development

• 75 trees were emergency pruned for specific, unplanned needs (storm damage, stop sign clearance, vehicle damage, etc.)

• Contractors comprehensively pruned 325 of our largest street trees in the Uptown as part of the first round of the City’s cyclical pruning program. Our goal is to continue this program in 2022 by pruning at least 1/6th of the city’s mature trees each year.

• City Staff updated our street tree inventory by surveying 1/6th of the tree population in Green Pastures and the surrounding area. This survey included the updated size, condition, and assessed risk. These items are related to Key Action Step 5-2.2 (Encourage street tree maintenance and installation of approved street tree species.)

PUBLIC SERVICE DEPARTMENT

59

Recreation and Events The Parks and Recreation Division is responsible for managing all City-related events, recreation activities and the pool. A summary of the work completed during the 2021 calendar year is provided below: Municipal Pool:

• The Municipal Pool Memberships increased by nearly nine (9) percent. The average daily attendance increased by twenty-seven (27) percent during the 2021 calendar year. Below is an attendance chart for this facility:

Type Year 2018 2019 2020 2021

Resident Family of 2 330 343 374 413 Non-Resident Family of 2 30 37 27 33 Single Resident 37 36 63 43 Single Non-Resident 5 5 3 2 Senior Single Resident 13 5 15 13 Senior Single Non-Resident 1 0 0 1 Senior Couple Resident 14 18 1 16 Senior Couple Non-Resident 2 0 0 1 Active Military 6 1 1 4 Totals 438 445 483 526*

Yearly Total Visitors 28,891 34,637 28,192 33,357 Passes Purchased 991 1420 1659 1765 Average Daily Attendance 270.10 335 316 401.9** Swim Lessons 145 153 -- 167 Swim Team 98 135 90 88 Dog Swim 157 110 75 191***

• The Municipal Pool’s cost recovery rate improved to 77.36% during the 2021 Calendar

Year. This is over a fifteen (15) percent improvement. This cost recovery rate increase is related to the following trends:

o 16.6% increase in pool passes/ticket sales o 29.6% increase in pool concessions o 12.8% decrease in total expenses budgeted vs. total expenses accrued.

These items are related to Goal 6-4-M1 (Annual report on programs and their current state in program lifecycle.)

PUBLIC SERVICE DEPARTMENT

60

Recreation

• The total number of recreation teams increased by nearly fifty (50) percent. The number of participants increased by sixty-four (64) in the 2021 calendar year. Below is an attendance chart for the City’s Recreation activities:

2019 2020 2021 VOLLEYBALL - SUMMER SESSION Teams 36 20 26 Participants 288 160 208 Hours 80 60 64 VOLLEYBALL - FALL SESSION Teams 26 11 20 Participants 200 78 156 Hours 56 24 64 DISC GOLF - SUMMER SESSION Participants 9 12 35 Hours 36 36 36 DISC GOLF - FALL SESSION Participants 9 12 30 Hours 36 36 36 Total Teams 62 31 46 Total Participants 506 262 429 Total Hours 208 156 200

• The City was awarded $1,254 in grants from the Ohio Department of Natural Resources,

which allowed us the ability to host our annual Adventures at Aldersgate and Passport to Fishing events. During the event, sessions on small watercraft safety, fishing basics, and Archery 101 were held for 45 participants ages 5 to 12. This item is related to Goal 6-4.1 (Increase offerings in nature and outdoor recreation)

• The City’s 2021 Uptown Beautification Program (including forty-seven (47) hanging baskets and fifty-nine (59) flower planters) continues to help improve our City’s Uptown appearance. This item is related to Goal 5-3 (Provide a City focus on improving the general appearance of the Uptown district.)

• Youth Recreation has tremendous support through booster programs. Over 3,200 kids participated in baseball, softball, football, soccer, volleyball, swimming, T-ball, and disc golf within our City’s park system.

PUBLIC SERVICE DEPARTMENT

61

Events

• The City’s outdoor refreshment area was able to help boost foot traffic into the Uptown and get people outdoors during a time when businesses were unable to host them inside. The City took a proactive approach and was able to expand the days & times the MORA was active from special events only to open three days every week. The MORA provides a time and a place for adults over 21 to purchase alcoholic beverages from qualified liquor permit holders within specific boundaries and walk around with a drink.

• The City of Marysville completed its 11th season of hosting Friday Nights Uptown. Thousands filled our City’s streets each month and enjoyed live music, street food, and creating moments that last a lifetime. The following bands performed:

o McGuffey Lane (May) o Hard Day’s Night (June) o Madrigal (July) o SWAGG (October)

This item is related to Goal 6-4-M1 (Annual report on programs and their current state in program lifecycle.)

• On average, the revenue generated by the Friday Night Uptown events covered their related expenses based on figures for vendor booth fees and concession sales. The recent concession statistics for our Friday Night Uptown events is shown below:

Friday Nights Uptown Concession Update 2018 2019 2021

May - Sales $4,290.00 $6,005.00 N/A * May - Tokens 858 1201

June - Sales $3,600.00 * $6,535.00 $8,937.00 June - Tokens 734 1307 1567

July - Sales $6,770.00 $7,520.00 $3,290.00 *

July - Tokens 1317 1509 625

August - Sales $4,720.00 $16,551.00 *

$4,495.00

August - Tokens 944 3100 + 863

October - Sales $5,310.00 $3,616.00 $4,325.00 October - Tokens 1036 698 839

Total - Sales $24,690.00 $40,227.00 $21,047.00 Total - Tokens 4889 7815 3894

This item is related to Goal 6-4.10 (Develop a formal partnership policy and identify ways to get more partners involved.)

PUBLIC SERVICE DEPARTMENT

62

• The recent participant statistics for our Merry on Main (iceless ice skating) tradition is shown below:

Merry on Main 2018 2019 2020 2021

Hours in Operation 92 132 119 119 Skater Count –

Average 324 237 154 191

Skater Count - Total 5,516 5,452 3,389 4,399 This item is related to Goal 6-4.10 (Develop a formal partnership policy and identify ways to get more partners involved.)

• Other City Events that occurred during the 2021 calendar year include: o Document Shred and E-cycle o Pumpkin Drop o Pumpkin Dash o Christmas Tree Lighting

PUBLIC SERVICE DEPARTMENT

63

Water In addition to the normal maintenance and operations activities associated with the Water Division, below are some of the highlights from the 2021 calendar year:

• The daily flow statistics for the 2021 calendar year at the Water Treatment Plant are provided below:

Water Treatment Plant

Total Treated Water (Gallons)

Average Daily MGD Maximum Daily MGD

Precipitation Inches

2021 979,074,000 2.682 3.993 (99.8% of

maximum capacity - 4.0 MGD)

42.32

• On average, 65% of the total water treated was surface water provided by the City’s

Upground Reservoir. The remaining 35% was water drawn from the City’s groundwater wells.

• The City’s water rates are in the 84th percentile statewide compared to all of the water systems within the 2019 Ohio EPA Sewer and Water Rate survey (published in December 2021). By not raising rates for the past several years, the City anticipates being below the 75th percentile in the next few years. This item is related to Key Measurement 7-1-M1 (Possessing utility rates under the 75 percentile (combined for water and sewer) using Ohio EPA annual rate studies.)

• The Water Division included multiple items on the Utility Rate Working Group agenda during the 2021 Calendar Year. These items pertained to lowering rates or running a more efficient and cost-effective Water Division. This item is related to Goal 7-1 (Maintain current water and sewer rates while exploring options to reduce rates)

• The Utility Rate Working Group met two (2) times during the 2021 calendar year. The topics covered during this meeting pertained to:

○ Capacity Fee Review and Verification, which was performed by a 3rd Party consulting firm (Raftelis) that specializes in this field

○ Utility Account and Hydrant Meter Deposits ○ Fire Protection Fees ○ Potential Elimination of a Water Tower Bulk Station

All applicable items will be presented to the Finance Committee and City Council during the 2022 calendar year. This item is related to Goal 7-1 (Maintain current water and sewer rates while exploring options to reduce rates)

PUBLIC SERVICE DEPARTMENT

64

Water Treatment Plant (WTP) The Water Treatment Plant staff is responsible to provide the City’s customers with quality water that meets all OhioEPA requirements and the maintenance, upkeep and any upgrades to the City’s Water Treatment Plant. A summary of the work completed during the 2021 calendar year is provided below:

• Plant personnel continued to deal with extensive repairs in the old plant. The warm weather flows are taxing on the operation of the plant as it is pushed to its limits to keep up with the peak demands. We hope to keep the old plant operational for one more year.

• The Water Staff bid farewell to Ron Doebert, Joe Nicol, Fred McCreary, and Tim Soller after many years of combined service. Also, Derek Nicol chose to become a full-time farmer and left the department after twenty (20) years of service.

• Per EPA guidelines, the annual Consumer Confidence Report (CCR) was assembled and posted on the City’s website for customers to view. Notifications were included in the utility bills mailed to customers, informing them of the CCR availability.

• The City continued working with our consultant (AECOM), our 3rd party inspector and contract administrator (Shoaf Consulting) and our general contractor (Peterson Construction) on the construction of the new Water Treatment Plant. Much progress has been made since the start of construction in July 2020. The following items highlight the work completed during the 2021 calendar year:

○ Two (2) lime lagoons ○ Four (4) clarifier basins ○ Stormwater detention pond ○ Storm sewer to serve the site ○ Ozone and CO2 facilities ○ Two (2) million-gallon clearwell ○ Process Building and Administration Building masonry ○ Filter gallery piping and filters ○ Lime and Soda Ash silos ○ Ozone and CO2 basins (partially completed) ○ Process Building floor and filter gallery area (partially completed) ○ Interior studded walls are up and the plumbing and electrical rough in is well

underway in the Administration Building (partially completed) ○ The project continues to be on schedule with an estimated completion date in Fall

2022. This item is related to Key Action Step 5-3.1 (Finalize plan approval process through the various reviewing agencies (Ohio EPA, Union County Building Department) and Key Action Step 5-3.2 (Determine an appropriate funding source for this project while not increasing the user rates for our customers.)

PUBLIC SERVICE DEPARTMENT

65

Water Distribution The Water Distribution crews are responsible to provide the City’s customers with a water system that is reliable and meets all OhioEPA requirements while projecting any necessary upgrades to the City’s water system. A summary of the work completed during the 2021 calendar year is provided below:

• Crews focused on two (2) water main replacement projects in 2021. Water main and service line replacements on Buckeye Street between 8th and 9th Streets, and Sycamore Street north of the railroad tracks. Both of these projects eliminated old problematic cast iron water mains. These old cast iron lines on our system have deteriorated over time and have a history of breaking at any given time, which would interrupt service to our water customers. This item is related to Key Action Step 7-1.1 (Continue to replace cast iron water mains annually and maintain a priority list based on the number of breaks experienced in each area)

• Crews responded to eight (8) water main breaks in 2021. Below are the statistics for the last several years. The decline in water main breaks can be attributed to the efforts put forth by the City to replace aging cast iron water mains within the distribution system.

Water Main Breaks

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 12 11 8 14 7 8 4 5 9 8

This item is related to Key Action Step 7-1.1 (Continue to replace cast iron water mains annually and maintain a priority list based on the number of breaks experienced in each area)

• The crews also provided extensive maintenance support at the existing WTP. They helped

repair and clean several pieces of equipment throughout the year. • Construction of the new Jerome Township Water Tower (on Industrial Parkway, and

currently visible from US 33) started in 2021. At this time, the entire concrete pedestal is completed and the steel assembly is ongoing. Painting will take place in the spring, with a final completion date scheduled for the fall of 2022. This item is related to Key Action Step 7-1.4 (Provide redundancy to the southern portion of the water distribution system)

• In conjunction with the new water tower, the City has contracted with Peterson Construction to build a new water booster station in the base of the Fladt Road water tower to aid in filling these towers. This project is scheduled to start during the 2022 calendar year.

• City Staff continued working with IT to fine-tune our GIS asset location program. Crews continue to locate and log curb box data on the entire City water system.

PUBLIC SERVICE DEPARTMENT

66

Wastewater In addition to the normal maintenance and operations activities associated with the Wastewater Division, below are some of the highlights from the 2021 calendar year: Staff updates from the Wastewater Division include:

● The new classification of Plant Hauler/Operator was created and David Giddens was appointed to the position. This will move sludge hauling in-house. The City has estimated that we will save approximately $50,000 per year while increasing our flexibility in sludge disposal.

● Jessyca Peake was reclassified to Operator in training from Operator apprentice. High Strength Wastewater Surcharges are assessed to industries that discharge compatible pollutant concentrations above those normally experienced at the WRF. The City’s Industrial Pretreatment Program ensures the City is paid for any additional treatment costs incurred to remove those pollutants to a permitted level. The relevant statistics from this program are located below: Total industry billing totaled nearly $4,380,000, of which nearly $130,000 were surcharges for high-strength wastes.

The daily flow statistics for the 2021 calendar year at the Water Reclamation Facility are provided below:

Water Reclamation

Facility

Flow Treated Total (Gallons)

Average Daily MGD

Maximum Daily MGD

Precipitation Inches

2021

1,535,050,050

4.206

(53% of our rated capacity)

13.02

42.32

The removal efficiencies associated with the City’s Industrial Pretreatment Program for the 2021 calendar year at the Water Reclamation Facility are provided below:

Surcharge Type Annual Average Influent, mg/L

Annual Average Effluent, mg/L

Annual Average % Removal

Total Suspended Solids (TSS)

161 1.4 99.1%

Carbonaceous Biochemical Oxygen

Demand

182 1.8 98.9%

Ammonia 24.3 0.04 99.9% Total Phosphorus 4.93 0.40 92.0%

PUBLIC SERVICE DEPARTMENT

67

The residuals statistics for the 2021 calendar year at the Water Reclamation Facility are provided below:

Processed

(Million Gallons) Landfill Disposal (Tons)

65.37 4,459

The landfill disposal haul represents an 8.6% increase from the 2020 calendar year. Of the 181 loads removed from the WRF, the majority was hauled to SWACO, with only 309 tons going to the Cherokee Run Landfill. The average cost of sludge disposal was $53.79/ton, which is nearly a five (5) percent increase from 2020.

• The City’s wastewater rates are in the 75th percentile statewide compared to all of the

water systems within the 2019 Ohio EPA Sewer and Water Rate survey (published in December 2021). By not raising rates for the past several years, the City anticipates our customer’s overall utility bills being below the 75th percentile in the next few years. This item is related to Key Measurement 7-1-M1 (Possessing utility rates under the 75 percentile (combined for water and sewer) using Ohio EPA annual rate studies.)

• The Utility Rate Working Group met two (2) times during the 2021 calendar year. The

primary wastewater topic covered during this meeting pertained to a Capacity Fee Review and Verification, which was performed by a 3rd Party consulting firm (Raftelis) that specializes in this field. This item is related to Goal 7-1 (Maintain current water and sewer rates while exploring options to reduce rates)

Water Reclamation Facility (WRF) The Water Reclamation Facility staff is responsible for providing the City’s customers with wastewater treatment water that meets all OhioEPA requirements and the maintenance, upkeep and any upgrades to the City’s Water Reclamation Facility. A summary of the work completed during the 2021 calendar year is provided below:

● The maintenance/storage garage design was completed and contractor bidding occurred. The garage construction started in the fall and substantial completion is expected by May 2022.

● Plant operation and maintenance staff performed preventative maintenance, repairs, and operational adjustments on various equipment and processes at the WRF to ensure that it is kept up and running as expected. Some of the more noteworthy projects follow:

○ Tertiary Filter #3 was completely rehabbed and returned to service. ○ Rebuilt/repaired all UV modules ○ All tertiary filters were drained and chlorinated ○ Ferric chloride feed and influent phosphorus levels were monitored in a

continuing effort to minimize costs.

PUBLIC SERVICE DEPARTMENT

68

○ HVAC upgrades/repairs, all areas ○ Various metal repairs on all clarifiers ○ Annual transformer oil testing ○ Inventory of all power valve actuators and performed associated necessary repairs ○ Replaced all pond aerator pumps ○ Onsite drainage improvement projects ○ Research long-term clarifier improvements

● Updated the dissolved oxygen probe to optical measurements. This increased stability of DO measurements and allowed the creation of an electronic log of all measurements, increasing data integrity.

● We began bringing our IQ Sensornet system online at our effluent monitoring station. This allows for continuous analysis at the end stage of our treatment system for pH, DO, and temperature. This project will continue in 2022 to include DO measurements of our aeration basins.

WRF Laboratory Highlights

● Continued collaboration with the Ohio Department of Health and OSU in Ohio’s wastewater monitoring network for COVID-19. This collaboration involves sending raw influent samples for SARS-CoV-2 analysis weekly to OSU. Data for this analysis is publicly available at the Ohio Department of Health’s COVID-19 dashboard. Marysville WRF is currently scheduled to continue until June 2023.

● Approximately 8,900 individual analyses were performed during the course of 2021. A QA/QC analysis rate of 12% was achieved of the routine analyses, exceeding the Ohio EPA requirement of 10%.

● The laboratory testing capabilities include pH, dissolved oxygen, ammonia nitrogen, total phosphorus, orthophosphate, CBOD, TSS, TDS, E. Coli, Nitrate/Nitrite, Ni, and microscopic analysis of MLSS.

● The laboratory participated in DMRQA Study 41, which the USEPA requires. This study is a single blind proficiency study. The laboratory sends unknown samples for testing and sends results for grading. The laboratory received a pass rate of 100% for nine (9) required parameters in 2021.

● In addition to the required annual proficiency testing, quarterly internal quality control testing was completed. Samples purchased from a third-party proficiency provider are analyzed and results are compared to established concentrations. The OEPA requires quarterly quality control samples. The pass rate for all four (4) quarters was 100% in 2021.

PUBLIC SERVICE DEPARTMENT

69

Wastewater Collections The Wastewater Collection crews are responsible to provide the City’s customers with a wastewater system that is reliable and meets all OhioEPA requirements while projecting any necessary upgrades to the City’s wastewater system. A summary of the work completed during the 2021 calendar year is provided below:

● The City utilized software (Capital Predictor) to create a timeline for prescriptive rehabilitation methods for the aging sewers on our wastewater system. The ultimate benefit of this program relates to the timing of the improvements based on the sewer’s age and creating an accurate City budget for these improvements.

● Completed over 1,200 work orders as detailed below: ○ Responded to thirty (43) emergency sewage backup complaints, with ninety (90)

percent of these complaints being the homeowner's responsibility to correct. All of these issues were quickly resolved and televised afterward.

○ In 2021, 369 taps and 35 private lateral repairs were completed. Six (6) of these taps included City right-of-way repairs.

○ Relined 1,072’ of 8” sanitary sewer from Buckeye and Mulberry Street between West 5th and 6th Streets.

○ Chemically treated nearly two (2) miles of sanitary sewer for root control. ○ Cleaned over a mile of sanitary sewer. ○ Crews televised approximately five (5) miles of sanitary sewer. ○ Performed lateral launch inspections totaling 1,694 feet ○ Root cut over 1,600 feet of sanitary sewer. ○ Repaired and or replaced thirteen (13) manhole castings in the road ○ Flushed twenty-four (24) troubled areas monthly due to low flows in the sewer to

prevent backups and or odor issues These items are related to Key Action Step 7-1.5 (Continue to clean and video the wastewater collection system and immediately repair any issues found.)

The Wastewater Collection crews are also responsible for the maintenance, upkeep and any upgrades to the City’s pump station and collection system (i.e. sewers). A summary of the work completed during the 2021 calendar year is provided below:

Crosses Run Pump Station (Industrial Parkway and Scottslawn Road) ● Serviced back-up generator ● Repaired main power surge protector Honda Transfer (Northwest Parkway and Paver-Barnes Road) ● Converted telemetry from VHF radio to fiber ● Installed emergency generator transfer switch and plug Milford Estates ● The wet well was cleaned on two (2) occasions

PUBLIC SERVICE DEPARTMENT

70

Pump Station #2 (Jerome Township) ● Continued work to finalize the design and contractor bidding for the replacement and

relocation of Pump Station #2. Construction for this project has started in early 2022. Pump Station #3 (New California) ● The wet well was cleaned on two (2) occasions Southard Road Pump Station ● The wet well was cleaned on two (2) occasions Square Drive (Culver’s Parking Lot) ● Cleaned the fats, oils, and greases (FOG) buildup from the wet well quarterly

○ This pump station is planned to be abandoned in 2023 as part of the 2022 Watkins Road Pump Station project

This item is related to Key Action Step 7-1.7 (Use the Wastewater Master Plan to identify improvements that reduce the system’s dependency on wastewater pump stations which are costly to operate/maintain and pose a risk to the reliability and redundancy of the wastewater collection system.)

Watkins Glen Pump Station ● The wet well was cleaned on three (3) occasions

○ This pump station is planned to be abandoned in 2023 as part of the 2022 Watkins Road Pump Station project

This item is related to Key Action Step 7-1.7 (Use the Wastewater Master Plan to identify improvements that reduce the system’s dependency on wastewater pump stations which are costly to operate/maintain and pose a risk to the reliability and redundancy of the wastewater collection system.)

General Pump Station Upgrades

● All twenty (20) pump stations are checked on either a daily or bi-weekly schedule ● Amp, volt, & loose connection checks at all twenty (20) lift stations. ● Problem odor areas, as noted below, are monitored with an electronic hydrogen sulfide

tester and downloaded every two weeks. ● The chemical feed rates are adjusted accordingly based on the results of the readings.

Location # of Times Monitored Airport 1

City Gate 6 County #3 3 Fladt Road 2

Honda Transfer 0 Kimberly Woods 20

Southard 10

PUBLIC SERVICE DEPARTMENT

71

Square Properties 12 Watkins Glen 9 Dublin Green 19 JVPS 6 WRF ISB 18 Milford Estates 18 Total 124

● In 2021, a total of 60,000 gallons of nitrate solution was fed, along with 11,000 gallons of biological solution to fight odors, oil and grease build-up.

Other Notable Items

● Finalized the Wastewater Master Plan and received City Council adoption. Worked with Arcadis on locations, flows, Lift station data, multiple drawdown tests and flow meter placement

This item is related to Goal 7-4 (Update the Wastewater Master Plan to ensure the City meets the future needs of the community and customers.)

● Yearly calibration on sewage billing totalizers ● Performed Ohio Utility Protection Services (OUPS) coverage in a backup capacity (180

hours) ● Mowed and landscaped twenty (20) lift stations ● Continued updating mobile GIS program to field verify infrastructure and to make

changes for accuracy

PUBLIC SERVICE DEPARTMENT

72

Engineering Engineering, a division under Public Service, is responsible for the planning, design, construction, and inspection of the city’s public infrastructure and developer-driven improvements. This division also ensures that the work completed by the residents, private developers, and utility companies complies with the city’s specifications. Below are the highlights from 2021:

• Funding Applications: The Engineering Division is responsible for pursuing funding opportunities, compliance with regulatory agencies and miscellaneous code changes for the betterment of the City and its residents. The following funding submittals were made during the 2021 calendar year:

o Ohio Public Works Commission (OPWC) Grant: The City was successful in securing a $500,000 grant from the Ohio Public Works Commission (OPWC) for the roadway reconstruction of Elwood Avenue from Maple St to Main St. This project will include areas of full-depth roadway reconstruction, pavement overlay, stormwater improvements, curb installation, street lights, street trees, and pedestrian access improvements. The design of the improvements will take place in 2022, with the construction of the improvements occurring in 2023. This project is related to Goal 4-4 (Active Transportation) Goal 5-2 (Community Appearance - Streetscapes and Corridors) of the Strategic Plan.

o State of Ohio’s Capital Budget Grant: In 2021, the City applied for a State of Ohio Capital Budget Grant for the proposed Heritage Park. This future park is located at the current Heritage Co-Op Silo property along North Main Street. This project aims to redevelop an existing blighted property within our Historic Uptown District and convert the property into a City Park. The redevelopment of this site (coupled with the decommissioning of the City’s adjacent Water Treatment Plant) will be a catalyst in driving private investment and provide an improved gateway into the Uptown Area. Notification of the successful grant applications is anticipated to be announced in 2022. If successful, Phase 1 of the project will likely begin in 2022. It will include silo structural/concrete repairs, surface preparation, pressure washing, and a primer application. This project is related to Goal 4-4 (Active Transportation), Goal 5-1 through 5-4 (Community Appearance), and Goal 6-1 (Parkland and Trails) of the Strategic Plan.

• Stormwater Management Program: Mandated by state law and enforced by the Ohio Environmental Protection Agency (Ohio EPA), the City of Marysville’s Stormwater Management Program is a comprehensive program designed to protect properties and aquatic resources from damage caused by increased volume, frequency, and peak rate of stormwater runoff. The City of Marysville’s goal is to protect these resources from erosion, sedimentation, and illicit discharges. The City continues to meet the compliance requirements with our Ohio EPA Municipal Separate Storm Sewer System (MS4) stormwater permit. To fulfill our permit requirements, Engineering Staff has performed the following tasks in 2021:

ENGINEERING DEPARTMENT

73

o Trained the responsible staff in recording Stormwater Pollution Prevention Plan (SWP3) reports for each of the City Facilities

o Sampled the vast majority of the city’s stormwater outlets for known contaminants o Educated local contractors on construction site best management practices o Enforced the erosion control inspection requirements during construction related

activities o Assisted in the City’s E-Cycling event o Organized the City’s 2nd annual Community Tree Planting Event.

City Facilities The Engineering Division is responsible for the construction management, maintenance and operation of all City Facilities. The following are highlights from the 2021 calendar year:

o We are responsible for ten (10) City-owned facilities with 26 buildings. Typical maintenance activities include installation and repairs of plumbing and electrical systems, as well as minor remodeling needs.

o A total of 174 building / maintenance service requests have been completed during this calendar year, representing a 23% increase over 2020. Typical service requests include: electrical and plumbing repairs, routine maintenance of building systems, temperature modifications, furniture components, coordinating and assisting with necessary facility updates, etc.

o Ten (10) preventative and safety maintenance contracts were managed for our facilities during the 2021 calendar year. Typical contracts include HVAC service, janitorial service, carpet and upholstery cleaning, pest control, garage door service, etc.

o Facilities also coordinated with HR in securing funding through a grant from the Bureau of Workers Compensation to replace and upgrade several pieces of fitness equipment. A new exercise bike and treadmill were purchased for the Decker Fire Station, new dumb bells and a cable strength station was procured for the Police and Courts building, additional free weight plates were obtained for fitness facility at City Hall. Additionally, a routine maintenance plan was implemented to service all of the equipment on a bi-annual basis.

Mobility Division The Engineering Division is responsible for coordinating the City’s Connected Marysville and other Innovative Transportation Technology initiatives as well as the design, installation, maintenance and management of all traffic control systems within the City. The following are highlights from the 2021 calendar year:

o OBU Integrator Project - Began installations of On-Board Units (OBUs) in public fleet vehicles. This project will conclude in 2022 once the remaining fleet vehicles have OBUs installed, approximately 200 vehicles in total. This project aims to increase the saturation of Connected Vehicles on our transportation system to collect data and verify technology

ENGINEERING DEPARTMENT

74

and safety applications. This project is related to Goal 4-5 (Innovative Transportation Technology)

o Connected Marysville Project - Ongoing coordination throughout the year to kickoff recruitment of private citizens in Q1/Q2 2022. This project will install OBUs in at least 400 volunteer private citizen vehicles. This research project aims to increase saturation of Connected Vehicles on our transportation system to collect data, verify technology and safety applications, and gather input from drivers about the interactions with the technology. This project is related to Goal 4-5 (Innovative Transportation Technology)

o Completed installation of 2 new traffic signals at the US 33 Scottslawn Rd interchange. These signals were outfitted with Road Side Units (RSUs). This project is related to Goal 4-5 (Innovative Transportation Technology)

o Performed 277 maintenance tasks for road signage and addressed 67 OUPS requests. o The electric vehicle charging station located on S Plum St had a total of 726 charging

sessions. Use of this charging station is free to the public. Average charging sessions were 2 hours and 13 minutes. Compared to a standard gasoline powered vehicle, this is a savings of 5,617kg Greenhouse Gases (GHG) or the equivalent of 632 gallons of gasoline. This project is related to Goal 4-5 (Innovative Transportation Technology).

• Right-of-Way Permits: A total of three hundred one (301) Right-of-Way Permits (a 40% increase from 2020) have been processed during this calendar year. The Right-of-Way Permit process gives utility companies and contractors permission/approval to perform construction-related activities within the City’s public right-of-way.

• Ohio Utility Protection Services Utility Locates: Engineering Staff addressed

approximately 15,492 (a 36% increase from 2020) utility location tickets (i.e. the communication link between utility companies and individuals planning any digging activity) in compliance with all Ohio Utilities Protection Services standards. Approximately fifty (50) percent of these tickets were generated from work within Union County.

• Ohio Department of Transportation (ODOT) Projects: The City performed construction

plan review, attended meetings and coordinated legislation for the following projects being constructed and funded by ODOT within the City’s corporation limits:

o UNI-33-24.87 (US 33 and SR 161) PID 80748 - Impacts on City water infrastructure

o UNI-42-3.91 (US 42 and Industrial Pkwy) PID 107822 - Impacts on City water infrastructure

o UNI-33-12.59 (US 33 Paving) PID 105513 - ODOT Paving Program

• Engineering Representation: The City is represented by Engineering Staff on the following:

o American Public Works Association

ENGINEERING DEPARTMENT

75

o Central Ohio Engineer’s Group o Logan-Union-Champaign Planning Commission (Executive Committee) o MORPC Sustainable 2050 Committee o OPWC Integrating Committee o National Resources Assistance Council, Board Member o North Central Ohio Solid Waste District o US 33 Corridor Steering Committee o Union County Housing Advisory Task Force

Planning & Zoning As a growing City, our Planning & Zoning efforts remain a critical component as we lay the groundwork for our future. Below are the highlights of 2021:

• Boards and Commissions: Our Planning efforts include representation on the Board of Zoning Appeals, Design Review Board, and Planning Commission. As a result of these boards and commissions, City Staff reviewed forty-five (45) applications which included:

o Six (6) Final Plat Applications o Five (5) Sketch Plan Applications o Nine (9) Exterior Plan / Landscape Plan Applications o Nine (9) Certificate of Appropriateness Applications o Five (5) BZA Variance Request Applications o Four (4) Conditional Request Applications o One (1) Density Bonus Application

• Uptown Facade Improvement Program: Planning Staff administered the 2021 Uptown

Facade Improvement Program ($100,000). Six properties in the Uptown districts were allocated funding to assist with exterior building improvements and renovations. Since 2018, the City of Marysville has awarded $350,000 in funding, distributed to a total of 16 applicants. This project is related to Goal 1-2 (Dedicate Resources to Recruit and Retain Businesses and Residences in the Uptown) and Goal 5-3 (Uptown Marysville) of the Strategic Plan.

• Home Improvement Reimbursement Grant: Planning Staff administered the 2021 Home Improvement Reimbursement Grant ($30,000). The City received eighteen (18) applications in 2021 and awarded reimbursement funding ($28,000) to sixteen (16) of the applicants. This project is related to Goal 5-1 (Exterior Property Maintenance) of the Strategic Plan.

• Implementation of Online Permitting: The Planning and Zoning Staff implemented the online permitting portal through our iWorqs vendor. The zoning permit applications were released first, with the general and boards & commission applications to be

ENGINEERING DEPARTMENT

76

released in 2022. This project is related to Strategic Priority 9 Quality Customer Service of the Strategic Plan.

• Planning and Zoning Representation: The City is represented by Planning & Zoning Staff on the following:

o American Planning Association (APA) o American Society of Landscape Architects (ASLA) o Logan-Union-Champaign Regional Planning Commission (Subdivision and

Executive Committees) o International Code Council (ICC) o Marysville Business Association (MBA) o Mid-Ohio Regional Planning Commission o NW 33 Innovation Corridor Group (Overlay District sub-committee) o Ohio Code Enforcement Officials Association (OCEOA) o Ohio Development Services Agency - Consolidated Plan Advisory Board o Union County Housing Advisory Task Force o Union County Transportation Coalition o Union County Parks & Trails Working Group

• Planning and Zoning Internship Program Accomplishments in 2021: o The City continued its partnership with The Ohio State University City and Regional

Planning Department for Planning Internship opportunities. Accomplishments of the 2021 Planning Intern includes:

Develop charts and graphics for the new zoning code requirements related to application submittal process and lot variability requirements for standard zoning subdivisions.

Initiated and prepared high-level design concepts for additional park space within the community, including the Heritage Silo site, and the previous Clarke Gas Station parcel.

Investigated opportunities for a ‘road diet’ and streetscape improvements along East 5th Street and Main Street to enhance the vehicular and pedestrian experience in the Uptown district.

Prepared graphics for the Marysville Parking app. Continual evaluation of the zoning code adopted in December 2020. Began coordination with the consultant for an update to Chapter 1129 - Signs of

the City Zoning Code.

• Zoning Permit Statistics for 2021: o A total of 1,198 Zoning Permits (a 29% increase from 2020) were issued by the

Zoning Staff during the 2021 calendar year. o The following data pertains to these permits:

ENGINEERING DEPARTMENT

77

272 single family homes within the City (a 32% increase from 2020) 451 single family homes within Union County (a 78% increase from 2020) 34 multi-family building permits (a 48% increase from 2020) 42 City Occupancies for new businesses (a 20% increase from 2020) 55 Sign permits issued (a 6% increase from 2020) 344 Miscellaneous (accessory structures, additions, commercial)

• Code Violation Statistics for 2021:

o A total of 672 New zoning code cases were issued by the Zoning Staff during the 2021 calendar year. This project fulfills Goal 5-1 (Exterior Property Maintenance) of the Strategic Plan.

o The following data pertains to these cases: 291 Temporary signs pulled from the right-of-way (a 7% increase from 2020) 12 Total Vacant Buildings registered (a 45% decrease from 2020). 26 Property Maintenance assessments (a 30% increase from 2020). 251 Property Maintenance cases (a 31% increase from 2020) 390 Zoning Violation Cases (a 12% increase from 2020) 31 Traffic Code Cases (parking on sidewalk, snow complaints, disabled vehicle on

street complaints, sports equipment in ROW), a 41% increase from 2020. Planning and Zoning Projects The Planning Division was responsible for the creation of the following large-scale planning projects and documents during the 2021 calendar year:

• Uptown Alley Improvements - The Uptown Alley Improvements project will improve the aesthetics and significantly enhance the experience for pedestrians and visitors of the Uptown. These improvements were suggested as part of the 2016 Uptown Revitalization Plan. Improvements will be made to the north / south alley between South Main Street and South Plum Street and the east / west alley between East 5th Street and East 6th Street. The north / south alley improvements include replacing the existing asphalt alley with brick pavers and overhead lighting to create a more accommodating path between East 5th Street and Partners Park. The east / west alley improvements include replacing the existing asphalt alley with brick pavers, outdoor seating and furnishings, and overhead string lights. This will create a unique outdoor experience for visitors of the Uptown. The Uptown Alley Improvements project will be constructed in the Winter/Spring of 2022. This project is related to Goal 5-2 (Streetscapes and Corridors) and Goal 5-3 (Uptown Marysville) of the Strategic Plan.

• Joint Rec Restroom and Concession Facility - City staff coordinated with Romtec Inc. to design and fabricate a new concession and restroom building located at the Union County Joint Recreation District baseball fields. The City selected a contractor to install the building, and construction began on site in the Fall for the new facility. CARES Act

ENGINEERING DEPARTMENT

78

funding was used to implement this project. Construction of the restroom and concession facility began in 2021 and will be completed in March of 2022.

• 5th & Main Site Furnishings - As part of the CARES Act funding, the City purchased new site furnishings for the four corners at 5th and Main Street. A portion of the new furniture was installed during the summer. The remaining furniture is anticipated to be installed in the summer of 2022 to complete the project. This project is related to Goal 5-3 (Uptown Marysville) of the Strategic Plan.

• Heritage Silos - The City’s code enforcement staff initiated a violation letter to Heritage Cooperative regarding the disrepair of the silos at the Uptown Marysville site. Planning and Engineering staff continued to investigate opportunities for the redevelopment and revitalization of the existing silos and site, including research of precedent projects around the world. A conceptual plan was prepared for a large-scale mural painting on the silos and a new public park. This project is related to Goal 5-3 (Uptown Marysville), Goal 5-4 (Property Redevelopment) and Goal 6-1 (Parkland and Trails) of the Strategic Plan.

• Residential Development Projects: The Planning Division was responsible for guiding the following development projects through the Planning Commission and City Council during the 2020 calendar year. All of these projects are related to Goal 7-2 (Increase End Users) of the Strategic Plan.

o Amrine Meadows (Rezoning, Sketch Plan, and Preliminary Plat)) o Stillwater Farms (PUD Sketch Plan) o Boerger Woods (PUD Sketch Plan) o Skybrook (Sketch Plan) o Cook’s Pointe (Section 1 Final Plat) o Adena Pointe (Section 7 - Part 1 & 2 Final Plats) o Ewing Meadows (Phase 3 Final Plat) o Chestnut Run (Section 2 Final Plat) o Enclave at Mill Valley (Phase 2 Final Plat)

Capital Projects (Completed): The Engineering Division is responsible for the planning, design, construction management and inspection of Capital Improvement Projects funded by the City. Below are the projects that were completed in 2021:

• Annual Pavement Maintenance Program: The 2021 Pavement Maintenance project includes asphalt resurfacing for City maintained streets. This project continues the City’s annual commitment to improving our road network. Every street in Marysville is evaluated and rated based on their conditions. Streets are then prioritized with the

ENGINEERING DEPARTMENT

79

lowest rated streets receiving pavement maintenance. Approximately 1.7 miles of pavement was resurfaced in 2021, including the public roadways listed below: This project is related to Goal 4-1 (Annual Streets Paving Program) of the Strategic Plan.

o 11th St (S Plum to S Walnut) o Allenby Dr (Mill Creek Dr to End of Court) o Alley 7 (S Vine to Poplar) o Alley 7 (Ash to End of Court) o Ash St (W 7th to W 6th) o Cobblestone Way (Mill to Mill Wood) o Connolly St (Lydia to Buerger) o Crown Dr (Carmel to Grace) o Damascus Rd (Emmaus to Gables) o Fairwood Dr (Collins to End of Court) o Holly Dr (N Main to End of Court) o Parkway Dr (Park to End of Court) o Penwood Pl (Deer Crossing to Triple Crown) o Pepper La (Mill to Village) o Poplar (Alley 7 to E 6th) o Rebecca Dr (Lora Lee to End of Court) o S Walnut (E 6th to E 5th) o Square Dr (Square to End of Court) o Watkins Rd (Corp Limit to US 36) o Woodline Dr (Prairie to End of Court) o Sidewalk Replacement along E 6th St (CDBG funded)

• Columbus Avenue Improvements, Phase 1 - This project (financed by TIF funds)

improved Columbus Ave by adding a two-way left turn lane, curb, storm sewer, street lighting, pedestrian connectivity via sidewalk and shared use path. This project fulfilled Goal 4-4 (Active Transportation) and Goal 5-2 (Streetscape and Corridors) of the Strategic Plan.

• State Route 38 Improvements, Phase 1 - This project (partially funded by an OPWC grant) was necessary to provide sidewalk connectivity from the Timberview subdivision to the existing sidewalks along London Avenue. Additional improvements include concrete curbing, storm sewer improvements, street lights, street trees, a pedestrian rectangular rapid flash beacon signal crossing to improve pedestrian safety while crossing SR 38/London Ave, and a shared use path along London Ave. This project fulfilled Goal 4-4 (Active Transportation) and Goal 5-2 (Streetscape and Corridors) of the Strategic Plan.

• West Fifth Street Waterline Replacement - This project replaced the aging cast iron water main along West Fifth Street from Maple St to Court St. The City has tried to replace the

ENGINEERING DEPARTMENT

80

remaining cast-iron water lines on its water distribution network. These cast iron water mains have caused numerous maintenance issues in the past due to unexpected breaks and will continue to do so until they are all replaced. This project is related to Goal 7-7 (Capital Improvements that Increase Reliability of Water Distribution) of the Strategic Plan.

Capital Projects (Ongoing): The Engineering Division is responsible for the planning, design, construction management and inspection of Capital Improvement Projects funded by the City. Below are the capital projects that were started in 2021 and are ongoing in 2022:

• Bishop Run Stormwater Improvements - This project (funded by Stormwater Funds) is necessary to correct problematic drainage patterns around the Adena Pointe Subdivision. In 2020 and 2021, a stormwater hydraulic analysis of the area was conducted and a proposed schematic improvement plan was developed to mitigate the existing flooding issues in the area. The scope of work will involve the installation of a ditch between the Adena Pointe and Chestnut Crossing subdivisions as well as the installation of stormwater detention measures in the area. The final design and construction of this project is projected to take place in 2022. This project is related to Goal 7-5 (Projects that Reduce Regional Stormwater Issues) of the Strategic Plan.

• City Paving Program (2022) - This annual project includes the pavement milling and asphalt resurfacing of City maintained roadways. Pavement conditions were analyzed by Engineering staff in 2021 to establish the Pavement Condition Rating (PCR) for each segment of street. These ratings are then used to determine the segments of streets that will be included in the 2022 project. This project is related to Goal 4-1 (Annual Streets Paving Program) of the Strategic Plan.

• Hickory Gate Drive Stormwater Improvements - The Hickory Gate Drive Stormwater Improvements project will make improvements to the existing stormwater system along Hickory Gate Drive and Pepperbush Court. Improvements include replacing an existing culvert along Pepperbush Court and installing a new storm line along Hickory Gate Drive that will outlet across Southard Road, downstream of the Hickory Run subdivision. The construction of this project will take place during the 2021/2022 construction season. This project is related to Goal 7-5 (Projects that Reduce Regional Stormwater Issues) of the Strategic Plan.

• Jerome Township Water Tower - The Jerome Township Water Tower project will install a new 1.5 MGD water tower in Jerome Township to meet the ever-increasing water demands of the region. The water tower will also provide improved pressure and additional storage for the City’s water users in southeast Union County (Jerome Township). Construction has commenced on the project with the anticipated completion date occurring in the fall of 2022. This project is related to Goal 7-2

ENGINEERING DEPARTMENT

81

(Increase End Users) and Goal 7-7 (Improve Reliability of the Water Collection System) of the Strategic Plan.

• Pump Station #2 Replacement - The Pump Station #2 Improvements project will replace the City’s current Pump Station #2 with a pump station that will meet the ever-increasing sewer capacity demands within the southeastern portion of Union County. The existing Pump Station #2 is a 0.5 MGD pump station and is nearing its maximum capacity. The new pump station has a 1.5 MGD pumping capacity and is designed to expand (if needed) in the future to pump up to 2.5 MGD. Construction of the replacement Pump Station #2 has commenced with the anticipated completion date occurring in early 2023. This project is related to Goal 7-2 (Increase End Users) and Goal 7-7 (Improve Reliability of the Wastewater Collection System) of the Strategic Plan.

• Pump Station # 4 - The Pump Station #4 Improvements project will replace the City’s current Pump Station #4 with a pump station that will meet the ever-increasing sewer capacity demands within Union County. Pump Station #4 accepts flow from Pump Station No. 3, Pump Station No. 2 (which receives flow from Pump Station No. 1) and the surrounding area and is already at 84% of its design capacity. With the ever-increasing sewer capacity demands in the County, the need for the improvements to Pump Station #4 is critical. The design of the pump station will take place in 2022 and 2023 with the anticipated start of construction occurring in 2024. This project is related to Goal 7-2 (Increase End Users) and Goal 7-7 (Improve Reliability of the Wastewater Collection System) of the Strategic Plan.

• State Route 4 / Scott Farms Blvd Traffic Signal - This project (partially funded by developers) will install a traffic signal at the intersection of State Route 4 and Scott Farms Blvd. This signal will include Smart infrastructure that the City has installed on the other signals around the City. The construction of this project is projected to be completed during the 2022 construction season. This project is related to Goals 4-3 (Capital Improvement Plan) and 4-5 (Innovative Transportation Technology) of the Strategic Plan.

• Thoroughfare Plan - This Plan will include all final documents including the necessary studies and evaluations needed to analyze the City’s entire roadway system from a future capacity and future growth perspective. This plan will also provide the City with critical locations of inefficiencies within our system and provide a comprehensive list of potential capital projects to consider pursuing funding for in the upcoming years. The anticipated completion of this plan is in 2022. This project is related to Goal 4-2 (Update the Thoroughfare Plan) and Goal 4-3 (Create a 5-Year Capital Improvement Plan) of the Strategic Plan.

ENGINEERING DEPARTMENT

82

• Water Treatment Plant - Construction began on the City’s new Water Treatment Plant in early 2021. This facility will utilize conventional lime soda softening Water Treatment Plant and will also include the construction of major HDPE water distribution lines, two (2) sludge lagoons, a clear well (with high service pump room), clarifiers, a parking lot (including storm sewer) and detention basin. This project is expected to be completed by late 2022. This project is related to Goal 7-2 (Increase End Users) of the Strategic Plan.

• Water Treatment Plant Offsite Utilities - The Water Treatment Plant Off-Site Utilities project will install the necessary waterline extensions along Raymond Road, from West 5th Street to the Water Treatment Plant site. Additional work with this project involves the installation of a sanitary sewer service from the Water Treatment Plant to the public sanitary system at the intersection of Millwood Boulevard and Creekview Drive. Construction of this project has started and will be completed during the 2022 construction season. This project is related to Goal 7-2 (Increase End Users) and Goal 7-7 (Capital Improvements that Increase Reliability and Redundancy of Water Distribution) of the Strategic Plan.

• Warner Road Utility Extensions - The Warner Road Utility Extension project will extend

water and sanitary sewer from Industrial Parkway west along Warner Road to serve the proposed Amazon Data Center facility along Warner Road. The utilities will be sized and at a depth to serve future development along Warner Road in Union County. The construction of this project will begin in 2022 and should be completed in early 2023. This project is related to Goal 7-2 (Increase End Users) of the Strategic Plan.

• Watkins Road Pump Station and Sanitary Sewer - The Watkins Road Pump Station will replace the Square Drive Pump Station, located within the Culver’s Restaurant parking lot. The Square Drive Pump Station is at capacity and is in poor condition. In addition to being at capacity, the existing force main for the pump station is located along Mill Creek, which presents difficulty for our Collections Staff when maintaining this infrastructure and is subject to being undercut by erosion. The new Watkins Road Pump Station will help alleviate maintenance issues and expand our service area to the east. The new gravity line from Square Drive to the pump station will also eliminate the above-mentioned maintenance issues with the force main. This project is related to Goal 7-2 (Increase End Users) and Goal 7-7 (Improve Reliability of the Wastewater Collection System) of the Strategic Plan.

ENGINEERING DEPARTMENT

83

Private Development Projects (Completed): The Engineering Division is responsible for reviewing the design and inspecting the installation of the public infrastructure associated with Private Development Projects funded by Developers. All of these projects demonstrate the fulfillment of Goal 7-2 (Increase End Users) of the Strategic Plan. Below is a table that outlines the private development projects that were completed in 2021:

• City Residential Projects (Completed) o Chestnut Crossing, Sections 1 & 2 (121 Single Family Lots) o Cooks Point Backing Roads o Enclave, Section 2 (56 Lots - Duplexes) o Ewing Meadows, Section 3 (44 Single Family Lots) o Keystone Crossing, Section 3 (26 Single Family Lots) o Marysville Flats (252 Units) o Residences at Bethel Woods (35 Lots and 16 Units) o Residences at Cook’s Pointe (144 Units) o Residences at Cook’s Pointe 2 (120 Units) o Residences at Woodside (196 Units) o Village at Timber Lakes, Phase 5 (43 Units)

• City Commercial / Industrial Projects (Completed)

o Burger King (1044 Delaware Avenue) o Honda Marysville Expansion (Colemans Crossing Blvd) o Leon's Expansion (East 5th Street) o Scotts IDGL Parking Lot (Scotts Miracle-Gro Campus) o Scotts Resin Room Parking Lot (Scotts Miracle-Gro Campus) o Scotts RR Extension (Scotts Miracle-Gro Campus) o Sherwin Williams (East 5th Street) o Southgate, Phase 1 (Innovation Industrial Park) o Texas Roadhouse (Square Drive)

• Union County Residential Projects (Completed)

o Glacier Park Neighborhood Section 12, Ph 2-5 (142 Single Family Lots) o Glacier Pointe, Section 2 (98 Single Family Lots) o Pioneer Crossing Phase 1 & 3 (73 Single Family Lots) o Ravenhill Parkway Phase 4 (Waterline Extension) o Ryan Parkway Phase 3 (Waterline Extension) o Village Neighborhood Section 3 Phases 2-4 (82 Single Family Lots)

• Union County Commercial / Industrial Projects (Completed)

o Parks Drilling Commerce Park (4 Lots)

ENGINEERING DEPARTMENT

84

o Retreat 21 o Rise - Dublin Commercial Storage o Warner Industrial Corporate Center

Private Development Projects (Ongoing): The Engineering Division is responsible for reviewing the design and inspecting the installation of the public infrastructure associated with Private Development Projects funded by Developers. All of these projects demonstrate the fulfillment of Goal 7-2 (Increase End Users) of the Strategic Plan. Below is a table that outlines the private development projects that were ongoing in 2021:

• City Residential Projects (Ongoing) o Adena Pointe 10, Phases 1 & 2 (47 Single Family Lots) o Hillcrest Mobile Home Park Expansion (187 Units) o Professional Parkway Extension (Public Roadway Extension)

• City Commercial / Industrial Projects (Ongoing)

o Grain Wedding Center (404 South Oak Street) o Sunbelt Rentals (Colemans Crossing Boulevard) o Taco Bell (Cooks Pointe) o Woodside Commercial (Columbus Avenue)

• Union County Residential Projects (Ongoing)

o Gardenia Road Phase 3 (Waterline Extension) o Glacier Pointe Section 3 (44 Single Family Lots) o Jerome Park Areas C & D1 (10 Lots and 113 Multi-Family Units) o Mitchell Highlands Sections 3 through 6 (105 Single Family Lots) o Pioneer Crossing Phase 2, 4 and 5 (114 Single Family Lots) o Ravenhill Parkway Phase 5 (Waterline Extension) o Reserve at New California Phase 3 (19 Single Family Lots) o Sewer Extension for Farm at Indian Run (Sanitary Sewer Extension) o Village Neighborhood Section 2 (50 Single Family Lots) o Village Neighborhood Section 9 (42 Single Family Lots)

• Union County Commercial / Industrial Projects (Ongoing)

o AWS Data Center (Warner Road) o Belmark Properties (Estate Parkway) o Jerome Township Fire Department (Jerome Village) o Parks Drilling Co. Lot #4 - Builderscape (Parks Commerce Park)

ENGINEERING DEPARTMENT

85

Executive Summary The Information Technology Department staffing numbers had little change for 2021. In October of 2020, a Network Technician left the Information Technology Department, but for 2021 we were able to replace this position. This vacant position was evaluated and discussed by the Information Technology staff and the position description was modified to fit the department’s needs better. Once approved, the job was posted and advertised in multiple locations. The position posting was active for approximately 30 days before interviews began. Six interviews took place before a candidate was selected, with a start date of January 4, 2021. With the selection of the new full-time staff member in the Information Technology department, the department was back at the entire staff of five. Also, in April 2021, the Information Technology Department lost the Geographic Information Systems (GIS) position. Once again, the position description was evaluated and discussed by the Information Technology staff and modified to better fit the departments needs. This position was posted, and multiple rounds of interviews were held until the position was filled in October 2021. With this backfill the Information Technology Department is now back to a full staff of five. Over the past year, the Information Technology Department continues to entertain many new projects, multiple network upgrades, and daily user requests coming in from all city locations. Many new projects in 2021 were taken on and completed, plus many more went under review to become Capital Projects for 2022. The Information Technology Department held its annual meetings with each city department to discuss upcoming technology needs going into the upcoming budget cycle. All city departments expressed new technology needs for 2021 and continue to partner with the Information Technology Department for support. Once again, the Information Technology department has signed a one-year contract with a third-party consulting company for Network Engineering, Access Control, and CCTV support. Signing with this larger company aid’s the City’s Information Technology staff with back-up and support for the city’s growth plus network engineering, security and performance support. Also, for the second year, the Information Technology Department signed a Cyber Insurance policy covering the city for any cyber-attacks. This policy will be extended and be renegotiated for 2022 with the implementation of Multi-factor Authentication. Union County Council of Governments (UCCOG) 2021 was once again a busy year for the UCCOG. This project has consumed most of the UCCOG Information Technology Director’s time over the past year. The UCCOG Technology groups continued into 2021, planning for future build-outs of the fiber optic network into new locations throughout the Marysville area and adding multiple redundant fiber loops for network stability. Building redundant fiber loops are a mission critical piece to any fiber optic network in case of line breaks keeping the network communicating and operational to all production-based sites.

INFORMATION TECHNOLOGY DEPARTMENT

86

For 2021 new fiber runs were installed into the UCCOG’s footprint, concentrating on new build-outs and redundant fiber loops for backup. To continue growing the UCCOG’s fiber footprint in the Marysville area, new fiber runs were installed.

1. Continued working with the Wastewater department connecting Pump Stations onto the UCCOG’s fiber network for direct connection for monitoring. This project was finally able to start in 2021 with the completion of the US33 Local Loop (Phase #2) fiber project. With this significant milestone completed, the first round of Pump Stations (five total) could be connected. This project will continue into 2022 with Phase 2.

2. Continue working with the city’s Engineering department connecting all 30 traffic signals into the UCCOG’s fiber network. This project has been challenging, with two of the three signals coming online in 2021. Two of the new signals were installed at the Scottslawn Road ramps at US33 and both brought on the network via the US33 fiber network. Also, at the end of 2021, one new traffic signal is being prepared for St.Rt.4 and Scotts Farms Blvd intersection. This signal will be added to the UCCOG network in the second quarter of 2022. Another traffic signal waiting for over three years to be connected finally complete in 2021, at Scottslawn Road and Industrial Parkway. This traffic signal was waiting on the US33 Phase 2 completion for over three years. Now that this fiber install is complete, all city traffic signals are online with Connected Marysville.

3. A new fiber run was also installed from City Hall to Scottslawn Road. This fiber install will come

out of downtown Marysville (City Hall and the 6th street County building) via Seventh St. to Chestnut St., Dunham Ave. to Industrial Parkway. This install will consist of two conduits (only one will be used for this project), with a 144-count fiber being installed. This fiber install will be dedicated to connecting businesses and Innovation Park to the UCCOG network. A future extension down Industrial Parkway to the Union / Franklin county line is also being planned.

4. Continue working with GSP Networks (the UCCOG fiber maintenance provider) to clean up old

fiber runs that the city depended on into the Marysville School and Union County buildings. With new fiber runs and redundant loops being built over the past years in the Marysville area, running into these buildings is no longer necessary to support Marysville’s connections into the UCCOG network. Moving our fiber presents outside of these buildings allows for easier access for Marysville’s Technology staff and GSP Networks to service these locations on the network.

Once all fiber runs are complete, only a few new fiber splices will be needed to connect to the UCCOG’s network. The UCCOG’s fiber network is now approaching 40 miles in the Marysville area, the UCCOG Technology Directors continue to explore the possibility of commercializing the UCCOG’s fiber to become a new utility provider (enterprise fund) for the UCCOG partners. Ice Miller has been a solid partner in this effort, assembling the required contracts necessary for the project to partner with a private company. Over the past year, they have contacted multiple third-party providers interested in partnering with the UCCOG to be interviewed and evaluated.

INFORMATION TECHNOLOGY DEPARTMENT

87

One major piece that has held this effort back in previous years was establishing a path into the Columbus region for multiple internet service providers (ISP’s) to choose from. Now that this link is established via the US33 Smart Mobility Corridor (SMC) fiber, this project now has a significant hurdle out of the way. The provider that the UCCOG began working with was Bresco Broadband. They are a full-service Internet Service Provider (ISP) experienced in fiber and wireless installation and support. Unfortunately, in early 2021 this partnership fell apart due to workforce restraints in the Bresco organization due to COVID-19. So, once again, the UCCOG Information Technology Directors began working with Ice Miller to find another suitable partner. NKTelco was tentatively selected as a potential partner that fits the needs of the UCCOG with fiber and wireless experience. They also have experience in Fiber to the Home (FTTH), currently installed in two other Ohio cities similar in size to Marysville (a future requirement for the UCCOG), plus multiple other offerings such as radio closed-circuit television broadcasting. Numerous meetings have been held discussing the details of the project and what the UCCOG’s vision is moving forward. Currently, the project is in the contract review stage, with all parties’ legal teams discussing the base contract. Once the contract is finalized the UCCOG will continue with its original base commercial model focusing on a profit-sharing per connection where NKTelco will be responsible for network infrastructure to support various levels of new customers from - marketing, technical support, customer service, installation and billing. The UCCOG will be responsible for the fiber network support, maintenance, new fiber build-out to the customer, and offering the city’s water tanks as a vertical asset for wireless deployment. Also, this network will be built for delivering internet service options to attract Economic Development growth within Union County and Marysville. With suppling both fiber and wireless services to Marysville business and citizens plus the opportunity of branching out into the county, pricing models have shown this network can be very competitive in the Marysville and Union County market. With the momentum this project started in 2020 carrying into 2021 plus now into 2022 I expect this partnership to become final and the UCCOG network become commercialized and productive in 2022 for the City of Marysville, Union County and Marysville Schools as an internet service provider for business and citizens. For 2021 the UCCOG’s fiber maintenance contract remains with GSP Networks. This contract allows GSP to continue the development, maintenance, and annual reviews of all network runs, plus perform all splicing needs for future growth. This contract is for five years and automatically renews each year. This contract was voted on by the UCCOG Board of Directors to be renewed with GSP Networks with the same terms as currently before. Also, for 2021 the Ice Miller consulting contract was renewed. This is a one-year contract that needs approval each year by the UCCOG Board of Directors. Keeping this company on retainer allows the UCCOG technical staff unlimited access to multiple Ice Miller technical and legal

INFORMATION TECHNOLOGY DEPARTMENT

88

experts with many years of networking and fiber optic experience for guidance in design and network buildouts. NW 33 Innovation Corridor Council of Governments The NW 33 Council of Governments was very busy for 2021. From the development and building of the US33 Smart Mobility Corridor, finalizing the Local Loop fiber project, finalizing the installation of the 62 Smart Poles (plus fiber and electric connection to each) and the installation of Dedicated Short-Range Communication (DSCR) devices and the bid for acquiring the On-Board Units (OBU’s) for the city, county, and state vehicles. This project requires large amounts of time from the NW 33 COG Technology Directors. This project made significant headway in 2021. The fiber installation along US33 (Phase #1) is now complete and operational for the last two years. This fiber is currently being used in a production mode by the Transportation Research Center (TRC), The Ohio Academic Resource Network (OARnet), the City of Marysville, Union County, and ODOT/DriveOhio. The secondary fiber runs being referred to as the Local Fiber Loop (Phase #2) running from the TRC to St.Rt. 347, Honda Parkway, Northwest Parkway, through downtown Marysville to Industrial Parkway, Shire Rings Road and ending at Dartpoint Data Center in Dublin. (formally Metro data Center (MDC)), is now also complete. This allows fiber connections to anyone along US33 or the Local Loop to connect into the Ohio State University Center of Automotive Research (CARS), the Ohio State University Super Computer Center and the Ohio Academic Research Network (OARnet). Plus, many ISP’s are located in multiple data centers on this loop and connected to Columbus Fiber Network (CFN). Another project within the Local Loop project is 10 miles of multi-cell conduit owned by Union County installed for the Local Loop project. This conduit section runs from Scottslawn Rd (north) to Weldon Rd. (south). These 10 miles of conduit have experienced multiple setbacks over the past years, beginning in its initial installation in 2019, troubleshooting its fiber installation in 2020, and finally corrected and usable in 2021. With the fiber loop (70 miles) now complete, users can use the loop and its redundancy for all production environments. The NW 33 COG, ODOT, and DriveOhio continued into 2021, working with the Michael Baker Co. as the Project Manager for the project and its scope of work. Another major piece of the project finalized in 2021 was the installation of the Road Side Unit (RSU’s) and the 62 Data Poles to create a fully covered 35-mile corridor. All of the electrical requirements were supplied by Union Rural Electric (URE), Dayton Power and Light (DP&L), American Electric Power (AEP), and Ohio Edison. Each pole was then fiber attached to the US33 fiber network for communication. A target of the fourth quarter of 2020 was originally set, but the final install was complete in the first quarter of 2021. The next component needed to make the SMC operational was the purchase of the On-Board Units (OBU’s). These units are to be installed in city, county and state vehicles to talk to the RSU’s and pass information (safety services, road conditions, weather, construction information) to the network and connected vehicles.

INFORMATION TECHNOLOGY DEPARTMENT

89

A Request for Proposal (RFP) to purchase the units was created, distributed, and awarded. Also, a Federal Grant was awarded to the NW 33 COG to cover all installation charges for the OBU’s into the allocated vehicles. A total of 200 OBU’s purchased were split between the COG parties for installation. Most of the units are currently installed and operational. The next obstacle for the OBU’s are receiving their Safety Updates on a consistent basis. The NW33 COG and DriveOhio are presently addressing this issue. Now that US33 Smart Corridor is officially operational, marketing all remaining dark fiber and conduit for commercial use has started. The US33 COG and DriveOhio have begun entertaining outside companies the opportunity to use both the Phase #1 & #2 portions of the 70-mile fiber loop. Both parties have also established pricing terms by breaking down different scenarios as to how third-party companies can lease the fiber. Multiple studies have been performed reviewing samples of other rural area fiber runs in various states for price comparison. Also, the NW 33 COG has been working with Ice Miller on how this fiber and conduit can be marketed for Economic Growth to benefit Marysville and Union County for new industry entering the area. Council of Governments Contract Staff (UCCOG & NW 33 COG) Ice Miller’s telecommunications and legal expertise offers years of first hands experience in the telecommunication field. They offer multiple layers of telecommunications experts that can guide and direct the COG as the industry changes. The NW 33 Council of Governments has kept Ice Miller Whiteboard under contract for 2021 for network/fiber and legal consulting. Large Projects & Networking Over the past year, the Information Technology department has been very busy working on many individual projects, plus keeping focused on the daily upkeep of the city’s network and its performance. Listed below are some of the significant project accomplishments for 2021. Palo Alto Firewall Upgrade (Continued 2020 Project)

• The firewalls went into production on 2/15/2021. • There were several issues with the firewall implementation. It took approximately two

weeks to resolve. • We are continuing to tweak and monitor the performance of the firewall. • The new firewalls are allowing for network segregation and improved network security.

OARNet Backup Internet Connection (Continued 2020 Project)

• Drive Ohio (ODOT) accepted the Local Loop (Phase #2) fiber network. • We are working with OARnet and Drive Ohio to connect our backup internet connection. • The project should be completed in the early first quarter of 2022.

Veeam Backup Server Upgrade

• Upgraded our Veeam backup server because the server was no longer covered under warranty.

• The new server has more storage and faster drives. Backups are completed faster, and we increased the number of backups we can keep.

INFORMATION TECHNOLOGY DEPARTMENT

90

Traffic Signal Fiber Projects

• Worked with the Engineering Department and GSP Networks to connect new traffic signals to the fiber network on US33 and Scottslawn Road.

• Worked with Gudnekauf Co. and the Engineering Department to connect the Industrial Parkway and Scottslawn Road traffic signal to the fiber network.

CCTV Server Replacements

• Replaced one Milestone storage server in our Closed-Circuit Television Network (CCTV) environment at the Police & Court building. The original Dell warranty no longer covered the server.

Sanitary Sewer Pump Station Network Upgrades (Continued 2020 Project)

• Worked with GSP Networks & Gudnekauf Co. to run fiber to the Honda Transfer, Crosses Run, County Station 4, County Station 2, County Station 1, and MIP pump stations.

• Added new network switches at the Honda Transfer, Crosses Run, County Station 4, County Station 2, County Station 1, and MIP pump stations.

CCTV Camera Projects

• Worked with the Presidio Co. to replace all the outside cameras at the public entrance and the back parking lot of the Police & Court facility, including the PAQ building.

• Worked with the Presidio Co. to replace all the outside cameras at the Decker Fire Station. • Worked with the Presidio Co. to replace the outside cameras on the restroom building at

Eljer Park. • Worked with the Engineering Department to wire and install the new cameras at the new

traffic signals on US33 and Scottslawn Road. Network Switch Replacement Eljer Park

• Replaced the ComNet layer 2 switch with a newer ComNet model. • The old switch would randomly lose connection back to the core switch.

Network Switch Replacement Police & Court Building

• Replaced the original Cisco 2960 24 port layer 2 switches with new Meraki 48 port layer 2 switches.

• We reduced the number of layer two switches at the Police & Court building by 50 percent.

• All new Meraki switches have dual power supplies and 10 Gbps uplinks. • The switches had reached the end of life and were no longer supported by Cisco

maintenance. Wireless Access Point Replacement Police & Court Building

• Replaced the original Cisco wireless access points with Meraki wireless access points. • Added new wireless access points to the Municipal Court side of the building.

INFORMATION TECHNOLOGY DEPARTMENT

91

• The wireless access points had reached the end of life and were no longer supported by Cisco maintenance.

Wireless Access Point Replacement Decker Fire Station • Replaced the original Cisco wireless access points with Meraki wireless access points. • The wireless access points had reached the end of life and were no longer supported by

Cisco maintenance. Okta Multifactor Authentication Project

• Worked with Presidio to select Okta as our Multifactor Authentication provider. • Supported other Information Technology staff members with the technical requirements

of the project. • Assisted with the installation, configuration, and deployment of Okta.

GIS Coordinator Position

• Worked with HR to rewrite the performance plan for the position. • Read all submitted resumes and applications. • Selected candidates for interviews. • Assisted with selecting the current GIS Coordinator. • Trained current GIS Coordinator.

VMWare & SAN Infrastructure Upgrade

• Upgraded the city’s production VMWare environment with new virtual hosts from Dell. This added a significant amount of additional CPU and memory resources.

• Upgraded the city’s production VMWare hosts to software version 6.7 to stay compliant with VMWare support.

• Upgraded the city’s production VMWare storage with a new SAN from TrueNAS (iXsytems). This upgrade significantly adds more storage capacity and speed from SSD disks.

ODOT Street Garage

• Worked with GSP Networks to connect the building to the city’s fiber network. • Worked with Presidio Engineering to rewire the entire building with CAT 6 network

cabling. • Installed a new Meraki network switch and Meraki wireless access points.

Multi-Factor Authentication Improving network security is a continuous process. The department-initiated work on configuring multi-factor authentication for all users to further enhance security.

• Worked with users, divisions, and departments to rethink shared accounts, implement changes, and successfully test in preparation for implementing Multi-factor Authentication.

• Worked with a consultant to complete the following in 2021. o Configured the preview environment to allow for Multi-factor Authentication

testing.

INFORMATION TECHNOLOGY DEPARTMENT

92

o Built application launchers for legacy applications and tested. o Configured the production environment to allow for Multi-factor Authentication

testing and implementation. • Tested Multi-factor Authentication within the Information Technology Department

during 4th Quarter of 2021. • Multi-factor Authentication will be implemented one department at a time beginning 1st

Quarter of 2022. Auto Attendant for Municipal Pool

• Configured an auto attendant for the Municipal Pool phone number based on specifications from the Recreation/Event Manager. The auto attendant allows callers to hear pre-recorded pool information such as location, hours of operation, swim lessons, pool rental, and an option to speak to someone in the pool office.

• Worked with pool staff to capture recordings for each option. • Compiled instructions for pool staff to update/change recordings as necessary.

A/V Equipment Upgrades In preparation for the regular return of in-person meetings in 2021, the Information Technology department contracted with New Era to upgrade our audio-visual equipment in City Hall and both Fire Stations. City Hall 2nd Floor Conference Room

• 82” Display replaced the existing projector and screen that had ceased functioning. • Video conferencing was streamlined with a new Crestron Mercury unit that controls video

and audio compatible with any teleconferencing application and VOIP for traditional conference phone calls.

• An automatic switcher was installed to allow presentations from any HDMI-compatible laptop or the micro-computer permanently installed in the room.

Fire Conference Rooms (Stations 271 and 272)

• 75” Displays replaced existing TVs. • Video conferencing was streamlined with a new Crestron Mercury unit that controls video

and audio compatible with any teleconferencing application and VOIP for traditional conference phone calls.

• An automatic switcher was installed to allow presentations from any HDMI-compatible laptop or the micro-computer permanently installed in the room.

Decker Training Room

• New laser projector and screen after the original screen had malfunctioned. The new projector will not need replacement bulbs.

• Video conferencing was streamlined to facilitate presentations for both in-person and remote audiences using any teleconferencing application.

INFORMATION TECHNOLOGY DEPARTMENT

93

Council Chambers • 98” Displays replaced existing projectors and screens that had malfunctioned. • Council Chambers A/V was streamlined through a merge so that the room functions as

one and is no longer split. • VOIP was configured to allow conference room-style meetings with increased social

distancing and remote participants, using existing room mics and speakers. • Aging ceiling speakers were replaced.

Swagit With the return to in-person City Council meetings in July 2021, the City of Marysville contracted with Swagit to provide live and archived streaming of City Council meetings. Due to high demand for Swagit’s services and shipping delays on equipment, a temporary solution was needed to provide citizens with remote access to council meetings when they were prohibited from attending in person. The Information Technology Department worked with the Clerk of Council to implement a solution with Zoom to allow citizens to call in from any phone and listen to the proceedings. The City of Marysville contracted with Swagit for 25 live meetings directed by Swagits dedicated production team. Swagit’s team installed five cameras and connected their streaming system with the City Council chamber’s audio system. Both live and archived meetings feature automated closed captioning. Archived meetings are indexed according to the provided agenda and accompanied by an interactive transcript of the automated captions. On October 11, 2021, the first city council meeting was streamed. Anyone with a web browser and internet connection can access future meetings and past archives at https://marysvilleohio.org/588/Live-Archived-Meetings. Swagit Statistics

● Six streamed and archived meetings ● 33 users viewed live meetings ● 105 users accessed archived meetings

INFORMATION TECHNOLOGY DEPARTMENT

94

Help Desk A total of 904 tickets were entered and resolved in the Information Technology Web Help Desk in 2021. Over 59% of tickets are from the top three request types. Ticket request types and volume are listed below. Help Desk Request Types

1. Hardware (214) 2. Software (199) 3. User - Accounts & Access (98) 4. Phones (77) 5. Other (59) 6. Network/Internet (58) 7. Police Cruiser (54) 8. Printing (54) 9. Google (51) 10. ESS - Employee Self Service (36) 11. GIS (4)

Records Retention Approximately 2,015 pounds of City records (scheduled for destruction per the approved Record Retention Schedule) were destroyed in 2021. The onsite destruction took just over one hour. YouTube Channel Four videos were posted to the City’s YouTube channel in 2021.

• 2020 State of the City - 309 views • Friday Nights Uptown June, 11, 2021 - 74 views • Friday Nights Uptown August 6, 2021 - 177 views

INFORMATION TECHNOLOGY DEPARTMENT

95

• Friday Nights Uptown October 1, 2021 - 113 views Website Three hundred seventeen (317) website additions/changes were requested and completed in 2021. This number does not include all of the additions and/or edits to the monthly meeting calendar, event information, parks and recreation information, tax form changes, and author submissions that are performed regularly throughout the year. There were 334,068 visits to the website in 2021, with an average visit duration of 1 minute 44 seconds.

Top Ten Visited Pages 1. Home Page 2. Bill Pay Page 3. Utility Billing 4. City Parks (Reservoir tops the list) 5. Employment 6. Municipal Pool 7. Events Page 8. Income Tax Page 9. Refuse Collection & Recycling Page 10. Income Tax Forms

Top Ten Website Searches 1. Jobs 2. Pool 3. Trash 4. Municipal Court 5. Public Records 6. Tax Forms 7. Records 8. Employment 9. Bulk Pickup Request 10. Taxes

INFORMATION TECHNOLOGY DEPARTMENT

96

Additional Projects Many smaller projects had a major impact on our user community and network infrastructure, along with the larger projects. Throughout 2021, the Information Technology department used PDQ Inventory and PDQ Deploy to manage 312 Windows machines on the city’s network. 2021 Highlights

● Upgraded the PDQ server with a more powerful machine repurposed from a retired CCTV server

● Deployed monthly Microsoft Windows updates to all machines ● Deployed weekly updates to more than 25 other applications, as available

Windows Machine Breakdown

● Servers - 70 ● Workstations - 166 ● Laptops - 76

○ 58 laptops used kept by 44 users ○ 16 PD Cruisers

In 2021, the Information Technology department added ten new workstations and 12 new laptops, as needed to accommodate staffing growth in multiple departments. In addition, the Information Technology department replaced 34 workstations and 16 laptops per our 5-year-lifecycle policy. Windows 7 reached the End of Life for security updates in January 2020. At the end of 2020, the city still had fourteen Windows 7 workstations. By May 2021, the Information Technology department had reduced that number to six. The remaining workstations are running legacy software. Half are expected to be retired when the new Water Treatment Plant comes online in 2022. Uptown Sound & Partners Park Throughout 2021, the Information Technology department supported the Powersoft Deva Uptown Sound system that was deployed in December 2019. After evaluating the system’s reliability and comparing it with other options for outdoor wireless sound on the market, the Information Technology department worked with New Era to plan an expansion of Uptown Sound to be installed in 2022. One of the special highlights for Uptown Sound was a reading of names from the “Voices From The Stone” monument played at the top of each hour on Memorial Day to honor local veterans who gave all in service to our country.

INFORMATION TECHNOLOGY DEPARTMENT

97

KnowBe4 Security Training For the fourth year in a row, the Information Technology department continued to deploy internet security awareness training through our partnership with KnowBe4. Training is provided during the onboarding of all new city employees who receive a Marysville email address. In addition, training is provided through monthly phishing simulation email tests. Users who click on a simulated phishing link are enrolled in additional training to recognize red flags in potentially harmful emails. 2021 Highlights

• 45 new users enrolled in training (98% complete) • 51 users registered in Red Flags training (96% complete) • 2,451 simulated phishing test emails were sent to 224 users

○ 97.5% pass rate ○ 58 clicks (2.5% fail rate)

• Current Phish-prone Percentage 4.2% (vs 3.7% industry average) Telecommuting In May of 2020 much of city staff was released from office to begin working from home due to the outbreak of the COVID-19 virus. The information Technology department was tasked to act very quickly to establish a secure remote form of Telecommuting for staff to use. Multiple products were evaluated and the final results were two software packages, NetMotion and ConnectWise. Telecommuting continued into 2021 but on a much smaller scale. The city’s Information Technology Department continued to focus on using NetMotion and ConnectWise for city staff that elect to work from home for various reasons due to the continuation of the COVID-19 virus. 2021 GIS Annual Report The Geographic Information Systems component of the IT Team made significant improvements in geospatial services for city staff and residents.

• Public Services field work was greatly improved with digital application deployments replacing traditional paper inspection processes such as fire hydrant and system valve inspection.

• GIS Infrastructure analysis, planning, and improvements were conducted throughout 2021, which improved the performance and functionality of GIS products for departments and citizens.

• Public Service workflows were able to utilize online maps, dashboards, and web applications developed by the GIS staff. This resulted in less paper usage, better visualization of data, and an easier way to access records. Sewer Complaint Dashboard and Monthly Spot Flush Forms are a couple of examples.

INFORMATION TECHNOLOGY DEPARTMENT

98

• Worked with City Council in redistricting of Council Wards based on the 2020 Census data. Wards were redrawn to obtain the most even population between the four districts. Voting districts were also used to aid in the redistricting effort. Two options were presented to the City Council.

INFORMATION TECHNOLOGY DEPARTMENT

99

• Created sites for multiple departments for GIS items that are easier to access. This was done to encourage more people to use online maps and applications, and make it easier for people to find what they are looking for.

• Dashboards and web applications were created for different teams to replace traditional print maps. Utilizing web-based options, maps are updated much quicker and can be opened on a computer, tablet, phone, etc. The reporting and analysis functionality is also beneficial in decision making.

INFORMATION TECHNOLOGY DEPARTMENT

100

Marysville Schools For 2021 Marysville Schools once again invited the city’s Information Technology Department to sit on the Marysville Early College High School (MECHS) and High Point Technology Advisory Board. This board meets semi-annually to discuss the MECHS and High Point Technology curriculum and how it stays current with industry standards. Also, for 2021 the Information Technology Department was invited by MECHS to participate in Mock Interviews for senior students. This was an excellent exercise for the students preparing for their first job. Strategic Plan For 2021 the Information Technology Department followed the City of Maysville’s 2021-2025 Strategic Plan Priority #9: Quality Customer Service. Goal 9.2:

• Participated in the annual SWP review of Information Technology staffing. A staffing shortage was identified in the Technology Department requesting the posting of a Systems Administrator and Network Administrator. This position will be reviewed in May 2022

• The Technology Department completed all 2020 exempt staff (5) evaluations.

Goal 9.3: For 2021, the Technology Department began preparing with Human Resources (HR) to build two training courses for city staff. (In person or Webinar base). Course #1-Understating the KnowBe4, Course #2- The Basics of Geographic Information Systems (GIS). These two courses will be ready for review in the fourth quarter of 2022. Goal 9.4: The Technology Department properly budgeted for employee training. Training is a requirement in the Technology Department to stay informed of industry trends and changes plus new network security requirements. Goal 9.5: The Technology Department budget annually for employee training and new equipment purchased to aid all network users in using new technology. Goal 9.6: The Technology Department budgets annually for the network and desktop equipment replacement for aging or “end of life” equipment. This is a necessary requirement for all technology equipment. The technology industry constantly pushes new technology out to all users. New equipment is required to use these changes.

INFORMATION TECHNOLOGY DEPARTMENT

101

Major Projects and Results Below is a brief list of some of the major projects and processes in 2021.

a. Wage and Workforce Study: Policy 415 - Wage and Salary Rates, establishes the requirement for HR to conduct a wage and workforce study at least every five years to ensure we proper compensate our employees and to gather data on the size of the workforce in comparable cities (to help with future Strategic workforce Planning). We conducted this survey in 2021. HR accomplished the survey entirely in-house. This saved the City upwards to $20,000 for a consult to accomplish a similar study.

• We first verified and updated our list of comparable cities using several criteria. We sent the survey to 31 municipalities. We had 15 responses.

• We organized the survey data into a final, easy-to-read report shared with all who participated.

• We then analyzed and applied the findings to our current workforce. We made recommendations to increase two executive salaries, provided an update to the Executive Range structure (as defined in our pay ordinance), made recommendations to increase the wages of several classified positions including all “Clerks” and “Foremen,” and restructured the part-time wage table also found in the pay ordinance.

• This survey helps to ensure we are competitive in all our salaries and wages. This then helps with recruitment and retention.

b. Strategic Planning: The HR Director continued his work from 2020 to facilitate our City’s effort to update our strategic plan. Despite the pandemic, the entire HR teamed enabled our City to finish the update and create the 2021-2025 Strategic Plan.

• HR led dozens of meetings and working group sessions (many conducted virtually) to finish updating the last three (3) of our nine (9) City priorities. These priorities formulate and substantiate all our goals and actions steps and set the course for the future for the City of Marysville.

• The final plan also required updates from cover to index. This includes updates to our city’s demographics, the strategic planning history, the updated process we used to create the current plan amid the pandemic, and the critical supporting plans section.

c. Workforce Management: HR continues to provide leadership, expertise, and direction to all departments and divisions to ensure each area has the correct number and type of employees to provide the best possible services to our citizens.

• The HR Director held a workforce management training session for all executives to ensure that general principles are understood and utilized and affirm how our specific processes work.

• The HR team held Strategic Workforce Planning (SWP) meetings with each area to update our city’s 5-year plan.

• The pandemic created financial uncertainty that required us not to establish newly created positions in 2020 and going into 2021. This created a log-jam” of workforce requirements. This then led to a record number of Personnel Budget Requests

HUMAN RESOURCES DEPARTMENT

102

(PBR) processed in 2021. There were eight initial 2020 PBRs that had to be updated, reviewed, and processed. There were an additional 16 that HR helped process in the mid-year review, which led to seven being approved. Finally, the 2022 process required the creation of 13 more PBRs, of which nine were approved. HR has an extensive role in the creation of each PBR. We help all managers frame the requirement, detail why it’s crucial, connect the requirement to the City’s Strategic Plan, and detail the exact cost of each action. Even after this process ends and the requirement is approved, HR’s role continues into the hiring process.

• HR also created the City’s first-ever “Classification Plan.” The plan takes all of our 100 plus Civil Service classified positions and aligns them into a larger series. This plan can then be used to better manage the workforce to include being better prepared for a reduction in force (RIF)/layoff scenario.

d. Hiring/Recruitment: Due to the record number of PBRs, HR also had a record number of hires. HR managed 115 hires in 2021, up 30 (or 35%) from 2020. The hiring process was still adversely impacted by the pandemic. Still, HR was able to get better at our COVID-19 adapted processes (created a new norm). Our overall length of hires was an average of 35 days. This is our lowest/best rating since 2014 when we only had 97 hires. HR’s hiring feedback from their internal customers was predominately “outstanding.”

• HR worked closely with the Civil Service Commission to update its Civil Service ordinance. This improved the efficiency of the hiring process and thus reduced the time required for each hire. There are updates to now include web-based hiring options such as the National Testing Network and Wester Region Item Bank options. There are updates on reasons for denial to test, which will ultimately improve the quality of future hires. Finally, there are more options for managers in the hiring process to include the electronic interview (E-interview). The E-interview is a great way to reduce the number of candidates by focusing on their core skill-set and by email.

• HR led a review and updated all 113 performance plans/job descriptions. This massive project can only be accomplished once every 4-5 years due to our number of plans and the time required. This update ensures each job description is accurate and also updates the basis for every job advertisement our city publishes.

• Our Civil Service tests still had to be delicately managed because of the pandemic. All candidates were temperature screened and provided masks. HR thoroughly cleaned each test sight and ensured that all testers were separated well over 6 feet apart. Interviews were still conducted virtually, and many in-person (preferred) using all preventative measures.

e. City/Council Support: HR is sometimes called on to support a slightly different process that might not typically fall under a standard HR Department. In these cases, HR uses its core skill-set to assist as best as possible.

• Charter Review Board: The Administration selected the HR Director to be a special advisor to the Charter Review Board (CRB). This is the fourth time he has acted in this capacity. This support included recommended changes to the charter, research, providing best practices and answers to Board members’ questions. The Director then extended his involvement in the City’s CRB process. He attended the

HUMAN RESOURCES DEPARTMENT

103

“Meet the Candidate,” night at URE and provided an educational briefing to citizens on the four charter amendments. He wrote a CRB amendment FAQs product that we proudly posted on our City website for months. He held four (4) separate citizen Zoom sessions to clearly explain the essence of each amendment. This massive effort played a large part in all four amendments passing and helping our local government become even more efficient.

• Rules of Council Ad Hoc Committee: The HR Director was again selected by the Administration to assist the City Council Ad Hoc Committee in reviewing and updating their Rules of Council document. This support also included research, advise and providing best practice approaches.

• Boards/Commissions: After the Council President provided feedback to the Administration regarding the City’s inconsistent approach to appointing “Members” to the Planning Commission, Design Review Board and Board of Zoning Appeals, the City Manager again assigned HR to improve processes. HR researched all applicable ordinances and updated the website’s job advertisements for all thee boards to read more like a job description. HR analyzed the current and past practices and created a clear process, put to print, and shared with all the parties. There are further plans for HR to partner with the City Planner and Zoning Administrator to update the Member Handbook in 2022.

f. Safety/BWC Management: HR continues to lead and manage all BWC claims and processes, while also leading the City’s Safety Action Team (SAT). HR sent out monthly Safety Trend Reports designed to warn employees of cyclical/seasonal hazards and promote a “training topic of the month.” They promoted safety training (1,756 training tasks completed in 2021). They led quarterly SAT meetings where every incident and accident was provided a third-level review (first level-being employee self-analysis, second level is supervisor analysis). The SAT agenda and meeting minutes were distributed to all managers along with a Quarterly Incident Report (QIR) that summarized all levels of review and will help to prevent future incidents.

• HR continues to submit for every possible grant offered by the BWC successfully. This included the Early Payment Discount ($3,182), the Go-Green Rebate ($2,000), Lapse-Free Rebate ($2,000), and the Transitional Work Performance (TWP) Bonus ($17,584). This is the fourth year in a row that we maximized the TWP program’s grant level for bringing employees back on light-duty100% of the time, instead of realizing any lost-time claims.

• Our safety and BWC programs are still above reproach. We had three months this year with zero incidents. We had just eight (8) BWC claims (a near-record) and just 18 total safety-related incidents (also a near-record). We obtain outstanding results for a City of 200+ employees with proactive police and fire divisions.

• HR’s work to ensure the safety of employees extends into Union County. The HR Director served as the President of the Union County Safety Council (UCSC) for the sixth year in a row. Despite the pandemic, the UCSC continued to hold monthly Zoom-learn sessions and provided $800 to local charities during the holiday season.

HUMAN RESOURCES DEPARTMENT

104

g. Wellness/Employee Health Efforts: HR continues to collaborate with all department/division managers, our city-wide Well Pointe wellness committee, our insurance provider Anthem/Jefferson Health Plan (JHP), as well as Union County and Memorial Hospital; to improve our City’s wellness culture and help reduce costs.

• HR Assistant Tara Maine held two Well Pointe committee meetings in 2021. These meetings have an aggressive agenda, provide valuable information and direction for our Well Points program and helped employees and their families capitalize on Anthem/JHP (Jefferson Health Plan) wellness initiatives. The meetings empower the Well Pointe committee members to inspire employees in their work area.

• Our outstanding Wellness Program included several “Healthy Habits” monthly focus programs, a slim-down challenge, and instituting the HealthReach program, a user-friendly online portal for wellness. The annual Spring Slim-down challenge had 20 employees participate. We had a total of 148 pounds dropped.

• HR assists the Marysville Police Division in implementing a Psychological First Aid (PFA) program. Twice each year, each officer meets with a trained clinical psychologist to vent and download some of the stressors of the job. The goal is to improve the mental wellness of each officer.

• Our HR team also leads the way regarding community health. HR Assistant Tara Maine served as the Chair of the Union County Wellness Consortium for the second year. Despite the COVID challenge, she continued to organize virtual sessions that promoted health and wellness throughout Union County.

• HR’s hard work and leadership on our wellness program resulted in the 2021 Healthy Worksite Silver Level Award from the Health Action Council of Ohio. This was the third year in a row we deservedly won this award.

h. Miscellaneous Projects: • City-wide Clerks Network: HR Clerk Chandra Carnes continued to hold City-wide

Clerk Network meetings. This eclectic group of clerks from various departments/divisions meets to improve teamwork and communication. The minutes are well recorded and distributed to managers. This is a great communication layer within our organization. The network also helps us publish a fantastic employee newsletter and simply helps HR “get the word out” regarding need-to-know information.

• Employee Morale/Engagement Survey: The HR team again took the lead to comply with Strategic Plan Goal 8-7.3, and distributed the 3rd annual Employee Engagement & Morale Survey. We had another incredible response through their outstanding marketing, with 152 employees completing the survey. The survey continues to provide us with informative results and trends from the first two surveys. City-wide morale and engagement were again rated excellent; however, HR still formulated several initiatives to help us improve.

• KRONUS/Telestaff: Assistant Maine continues in her effort as a subject matter expert and process guide for the Marysville Fire and Police Divisions’ implementation of the Kronos timekeeping migration. She was a critically important member of the working group that completed the migration to a highly

HUMAN RESOURCES DEPARTMENT

105

efficient workforce scheduling system that will reduce managers' time to schedule and document employee time.

• Ancillary Training: Clerk Carnes was empowered to develop our new ancillary training program further. She established a centralized Ancillary Training Table (AT&T) to detail training requirements for all departments/divisions and tracked the training to completion. These training topics include important subjects that often slip through the cracks. Topics like ethics, diversity, network security, and leadership development. We selected and appointed training reps from around the city to promote and champion the training. We incorporated the Talent LMS training video streaming product purchased by HR to deploy ancillary training items. This first year resulted in 852 training events completed out of our 1,376 identified. This 62% is satisfactory but can and will be improved.

Strategic Plan Goals/Projects Per the City Strategic Plan, paragraph 9a “Progress Report,” subsection (2) “Annual Report,” we provide the below progress report. The progress is in red font.

Priority 8: Communication and Branding Key Action Steps and Measurements: 8-2.5: The City Manager, at a minimum, will continue to set aside a day in August to tour all facilities and discuss issues with managers. The August time frame is in concert with the budget process cycle. The HR Director will take notes and assist in following up on appropriate issues that are raised. Completed - After cancelling this in 2020 due to the pandemic, these were completed in 2021. These walks were initially started with a safety focus to align with OSHA’s National Safety Day. We have found that the meetings are far more valuable, focusing on this specific strategic goal—communication. We now refer to these as, “A Meeting without an Agenda.” These allow department/division heads to sit and talk with our City Manager about any subject they want. We will now schedule these twice a year, starting in 2022. 8-2M4: Number of City Manager on-site visits: 8

Strategic Priority 9 Quality Customer Service Key Action Steps and Measurements: 9-1.5: In 2021, the development of the specific performance factor of “Customer Service” for each employee performance evaluation. The Citizen Survey will help to define employee performance management ratings. We have not yet developed a single factor of “Customer Service;” however, Quality Customer Service is a core value rated on each evaluation. We will explore separating out this one factor in 2022. 9-1-M3 Employee performance management “Customer Service” ratings. Restated, we are measuring customer service under the core value factor.

HUMAN RESOURCES DEPARTMENT

106

9-2.1: An annual Human Resources (HR) review of the SWP with department/division managers, updating as needed and including the SWP in the annual fiscal budget package to Council. Completed in 2021 and provided to Council in the fiscal budget package. 9-2.2: The Administration will annually submit the budget and prioritized PBRs (when applicable) linking workforce needs to this strategic plan, the customer surveys, and/or some form of data or metrics regarding service impact. Completed - The FY2021 PBR process (completed in late 2020) was suspended due to the potential financial impact of the pandemic. As our finances were realized and the pandemic became more manageable, we went back to the process in 2021. There were eight initial 2020 PBRs that were updated, reviewed, and processed. All were eventually approved. There were an additional 16 that HR helped process in the mid-year review, that led to seven being approved. Finally, the 2022 process required the creation of 13 more PBRs, of which nine were approved. 9-2.3: Managers will ensure they utilize sound successor planning in the SWP process to ensure we maintain qualified staff and continuity of services. The annual HR SWP review will include a successor planning review to include projected retirements. Completed - during the SWP review. We continue to accent the need for successor planning in all areas. 9-2.4: The annual fiscal budget is established well before the start of each calendar year. City income tax is generally collected through April 15. In May of each year and based on the fiscal health of the City, the Administration may bring PBR requests projected and yet unfunded for that year, to the May Finance Committee meeting. This process creates a second review of the merits of the PBR in light of the City’s financial abilities. Completed - There were an additional 16 that HR helped process in the mid-year review that led to 7 being approved. 9-2.5: The City values the current workforce and mentors, coaches, and otherwise trains the workforce for future challenges; a focus on “promote-from-within.” We had a record 16 internal hires in 2021. This is 8.3 above our 10-year average. Since 2017 (when this Strategic Plan action step went in place) our 2016 10-year average number of internal hires was 3.3 and it is now at 7.7. The total dues, conference and training historical budgets are shown in the below table. 9-2-M1: Track annual expenditures for new workforce requests, calculate this expenditure as a percentage of our total budget, and then trend this data over time. This data will set expectations for future growth. HR has been tracked this data since 2017.

HUMAN RESOURCES DEPARTMENT

107

9-2-M2: Track the total number of annual internal hires as part of a promote-from-within culture. We had a record 16 internal hires in 2021. 9-3.1: Human Resources provides employee orientations with a heavy focus on quality customer service. Completed - as HR conducted employee orientations for all new employees in 2021. HR documents the orientations on the in-processing checklists and files in employee personnel records. Because we have seen evidence to suggest that seasoned employees (been here for over than 10 years) may not have the same awareness of City policy, HR has implemented a monthly email program entitled “Monthly Policy Review,” to reacquaint all with policy. 9-3.2: Human Resources coordinates and budgets for continued customer service training and assists areas in professional development. HR created an ancillary training system to track valuable training that otherwise can fall through the cracks. The training topics covered in this program are; City Policy review, Interviewing, Evaluation Process, Harassment, Violence in the Workplace, Customer Service, Ethics, Network Security, Leadership Development, Public Records/Sunshine Law, Diversity, Time Management, and Geographic Information Systems (GIS). The first year in this program resulted in 1,204 completed training events out of 2,027 (59% trained). This was all done on a minimal budget. HR projects, we will have to increase our training line drastically in 2023, or perhaps come back for more funds in 2022. 9-3-M1: Record/document the completion of the employee orientation and other recurring training events. Completed. 9-4.1: Each department/division manager budgets for the necessary funding to train their workforce. Completed - see below table.

Year 2021 2020 2019 2018 2017 2016 2015 2014 Total

Budget $211,500 $213,050 $207,124 $165,783 $153,420 $151,173 $151,739 $124,758

Avg $ Per Employee

$1,047 $1,065 $1,046 $877 $816 $849 $852 $717

Increase per

Employee

($17.97) $19 $168 $61 ($33.22) ($3.82) $135 $83

9-4.2: Each department/division managers includes a category of “training” status in their annual reports. Completed for HR; contained in our annual report. 9-4.3: HR will manage, track and promote the scheduling and completion of city-wide annual safety training and ancillary training. Ancillary training, at a minimum, will consist of; sexual harassment, violence in the workplace, diversity, ethics, IT network security and Geographic Information Systems (GIS). Completed. 9-4-M1: Track the total City funding for dues, conferences and training in the annual fiscal budget. Completed. 9-4-M2: Track completion of annual safety and ancillary training. Completed.

HUMAN RESOURCES DEPARTMENT

108

9-6.3: Update the Emergency Operation Plan (EOP) dated June 2016 to ensure the protection of assets. The EOP was to be updated in 2020. Due to the pandemic, this has now been delayed for two years and is projected for 2022. With the COVID-19 pandemic, we delayed this review and subsequent table-top exercises. We now project a critical update of the EOP in late 2021 (after a hopeful end of the pandemic). This will be followed by a table-top exercise/review. We will then review and update the EOP every two years (starting 2023) to be ready for emergency situations. 9-7.1: Support a vibrant, active wellness committee (the Well Pointe team) and provide a challenging, incentive-based/outcome-based wellness program. Completed in 2021. The Well Pontes committee met two times. We conducted several Wellness challenges including the Spring Slim-down. We also completed our Well Points incentive-based program in 2021. 9-7.2: Provide the necessary safety programs, safety training and an engaged Safety Action Team (SAT), to reduce or eliminate work-related injuries. Completed in 2021. The Safety Programs were reviewed. HR coordinated 1,756 (87% completion rate) safety training related tasks. These are tracked on our Training Task Table. HR held four SAT meetings, sent our Monthly Safety Trend Reports and four Quarterly Incident Reports (QIR) summarizing all incidents/accidents and providing dozens of safety prevention tips. We had just 8 BWC claims; an excellent year. 9-7-M1: Annual wellness program statistics and insurance usage reports. Completed and contained in this annual report. 9-8.1: HR will conduct wage and benefit studies of comparable cities as necessary to maintain a fact-based comparable wage and benefit package. By Policy 415, the minimum requirement for these studies is every five years. Our last internally generated survey was accomplished in 2016. We completed our survey in 2021. We had 15 comparable cities participate. HR provided several wage/salary recommendations to City Administration/Finance and each were approved and projected to be implemented in 2022. The annual Ohio Municipal League (OML) wage survey was again cancelled due to COVID. 9-8.2: HR will provide assistance/guidance to managers in applying the provisions of our merit-based incentive programs. Completed with no issues to note. The Administration/Finance approved the merit-raise for the executive staff. This is just the second time in 10 years we have done so. This single action helps us remain competitive regarding our entire exempt/executive staff. 9-8.3: HR will professionally manage the City’s insurance programs to ensure we provide our employees and their families the best possible care, for the best possible cost. Completed. A review of our annual report will show the outstanding customer support, plan design monitoring, and wellness efforts. The City moved to a self-funded consortium called the Jefferson Health Plan (JHP) in mid-2019. We continued with JHP in 2021. HR’s hard work on our Wellness program resulted in the 2021 Healthy Worksite Silver Level Award from the Health Action Council of Ohio. This was the third year in a row the City earned this award. Despite all this, our employee/family

HUMAN RESOURCES DEPARTMENT

109

usage continues to be alarming. We are now looking at a cost increase of nearly 1 million dollars in 2022. HR has already made two plan design changes over the past two (2) years. We have plans to continue working the plan design to combat these increases. 9-8-M1: Annual insurance usage reports. Completed and contained in this annual report. 9-8-M2: Wage and benefit studies as required. Completed in 2021 and available in HR. 9-9.1: Support a vibrant, active wellness committee (the Well Pointe team) and provide a challenging, incentive-based/outcome-based wellness program. Completed. 9-9.2: The Administration will hold an annual employee appreciation breakfast or lunch and two annual health and benefits fairs. We held both the employee breakfast and the holiday lunch. Both were very well attended. We only had one health/benefit fair; again due to COVID. 9-9.4: HR will conduct an annual employee-morale/engagement survey, provide the results to the executive team, and help implement improvements as required. HR completed the City’s third Employee Morale/Engagement Survey in 2021. We had an incredible 152 employees complete the survey. The survey continues to give us informative results and trends from the first two surveys. Morale and engagement were again rated excellent and has improved since 2019, thanks to several initiatives the Administration/HR team put in place. 9-9-M1: Results of the annual employee survey. Completed in 2021 and available in HR.

HUMAN RESOURCES DEPARTMENT

110

Human Resources Process Data 1. Recruitment/Retention: The employee management cycle begins with recruitment. Our employees are our most important resource. The hiring process is critical to our City’s success. a. 2021 Average Number of Applications/Time to Hire:

2021 2020 2019 2018 2017 2016 2015 2014 2013 2012 Avg. Avg # of

Apps. 15 21 18 9 16 24 25 18 30 19 19.5

Avg Days/Hire

35 56 52 52 42 37 37 32 43 35 42

Analysis: (Green indicates the best totals; yellow is the lowest/weakest measurement and may identify an opportunity to improve). We had a decrease in applications in 2021, primarily due to the record-high number of internal hires. Internal hires will always have a significantly smaller number of candidates. Since 2018, we have continued to get a poor number of applications for Part-Time positions. This extends the days required to fill these positions that remain open. Even still, our average days per higher was an excellent 35. This can also be attributed to internal hires that often take less the 14 days. These internal hires accomplished Strategic Priority 8, Goal 8-3; Action Step 8-3.4; a focus on “promote-from-within.” b. Recruitment Breakdown: This measures the types of hires.

Full-Time (FT) Civil Service FT Exempt

Part-Time Total # Hires Year Total Internal List Ext. PT

Season Perm. PT PT

2021 40 16 16 8 10 56 1 8 115 2020 17 6 3 8 4 54 2 8 85 2019 20 8 2 12 6 58 3 10 96 2018 11 9 0 2 1 60 0 13 85 2017 19 11 2 8 1 64 1 7 92 2016 14 4 6 10 7 59 4 10 94 2015 12 4 2 8 5 53 8 12 90 2014 15 8 2 7 6 61 5 11 97 2013 19 2 2 17 3 61 2 23 107 2012 12 9 0 3 6 57 1 14 90 Avg. 17.9 7.7 3.5 8.3 4.9 58.3 2.7 11.6 95.1

Note: “List” column (eligibility list) is also counted as “Ext” (external). Analysis: Total hires were a record high 115. This is nearly 20 above the 10-year average. We also had a record-high 16 hired off the Civil Service eligibility lists. We also had a 10-year high for exempted hires (10). Four (4) were generated by retirements in our safety services only. Regarding Strategic Priority 8, Goal 8-3; Action Step 8-3.4, to “promote-from-within;” we had 16 internal hires. Our numbers have been up since 2017, when this Strategic Plan action step went in place. Our 2016 10-year average number of internal hires was 3.3 and it is now 7.7 per year.

HUMAN RESOURCES DEPARTMENT

111

c. Annual Turnover Ratio (ATR): This measures retention for full-time & permanent part-time categories. HR monitors this trend in reference to our comparable wage/benefit package and possible morale issues. Separations include terminations, retirements and/or someone simply leaving for another opportunity. (Total separations/average # employees by month x 100 = ATR).

Year Separations Employee Average Per Month Annual Turnover Rate 2021 20 198 Employees 10.1% 2020 15 196 Employees 7.65% 2019 13 194 Employees 6.7% 2018 5 188 Employees 2.63% 2017 6 184 employees 3.26% 2016 8 181 employees 4.42% 2015 16 189 employees 8.46% 2014 10 172 employees 5.81% 2013 9 167 employees 5.39% 2012 6 162 employees 3.7% Avg. 10.8 183.1 5.81

Analysis: We note a spike in the ATR over the past three years. We experienced our highest ATR ever in 2021! Out of the 20 separations, we had eight retirements (3 more than last year), and one was discipline-related. Due to this 2-year increase in separations, we have been and will continue to, monitor the exit interview process closely. These last two years we added the below data on that process to our annual report. Our ATR appears to be on-trend with current general employment statistics both locally and nationally (not just our issue).

Name Position Date Left Reason Rate

Experience Rate

Benefits Would you

recommend? Would you

Return? Tim Merrick Firefighter 3/13 New job 8 6 Yes Yes Langdon Sanders* IT 4/1 New job 8 7.5 Yes Yes Joe Nicol Water Distribution

Opr 6/18 Retirement 10 10 Yes No

Tim Soller Water Plant Opeartor

5/26 Retirement 8 10 Yes Yes

Cassidy Ralph* Police Officer 5/17 Other job 2 10 No No Les Ferguson Distribution Utility

Opr 7/30 Retirement 10 10 Yes Yes

Doug Adams Streets Equipment Opr

8/20 Moved 10 10 Yes Yes

Floyd Golden Police Chief 9/17 Retirement 10 10 Yes Yes Terry Basinger Police Sergeant 9/30 Retirement 6** 6** Yes Unknown Derek Nicol Water Operator 9/24 For other

job 10 10 Yes Yes

Chad Jolliff Prevention Firefighter

12/3 Retirement 9 8 Yes Yes

Kim Ridenbaugh Public Service Clerk 12/03

New job 8 8 Yes Yes

2021 Totals & Averages: 8.25 8.7 12 Yes 1 No 9 Yes 2 No *These two exit interviews prompted further HR action.**We reached out to the employee for a meeting to obtain more details, but he declined. Analysis: As the above footnotes indicate, HR has been actively communicating the feedback from the exit interviews with the appropriate managers to help facilitate improvements. This is the basis for the exit interview process. Although we had two employees leave and provide low

HUMAN RESOURCES DEPARTMENT

112

ratings and/or negative comments, our overall ratings are still in the 80 percentile. These interviews point out more issues pertinent to a specific area instead of a city-wide systemic problem. We will continue collecting this data and work with applicable managers to help improve our culture. d. Hiring Process Feedback: We continue to track Hiring Process Feedback to make sure that we monitor trends associated with the time it takes for hire, along with the service we are providing as HR. We think it is pertinent to show how we are performing this valuable service for our customers.

Rate Length of Process Time Year Unsatisfactory Marginal Satisfactory Excellent Outstanding 2021 2 17 2020 1 10 2019 2 7 2018 7 2017 4 16 2016 1 15 2015 4 6 7 2014 4 6 1 2013 1 7 4 2012 1 (Engineering

hire) 1 8 6

Avg. .1 1 3.7 9

Rate HR Performance Year Unsatisfactory Marginal Satisfactory Excellent Outstanding 2021 1 18 2020 11 2019 2 8 2018 7 2017 3 14 2016 16 2015 2 6 8 2014 8 3 2013 1 6 5 2012 6 10 Avg. .3 3.2 10

Analysis: Although Strategic Priority 9, Quality Customer Service, no longer has the action step to identify quality indicators for internal processes, HR continues to monitor our customer service. We realized a record year regarding the number of hiring processes. This resulted in far more opportunities to provide service and a higher number of feedback scores. Out of 19 processes, we obtained an “Outstanding” for the length of time it takes to hire about 89% of the time and 95% of the time regarding HR’s performance. HR is a process-driven enterprise. Processes should be measured. Processes should also be monitored and have some form of customer feedback. If you provide customer service, you must know what the customer thinks.

HUMAN RESOURCES DEPARTMENT

113

In 2022, we plan to look at all our processes to see if we can create a customer service feedback component. 2. Performance Management: Performance evaluations are essential in maintaining an effective and efficient workforce. This section details the City’s performance evaluation data. We track completion per month, overall city-wide numbers, and a history/trend of ratings. a. 2021 Evaluation Completion Status Per Month:

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Annual Evaluations 14 3 10 16 11 15 11 14 17 9 8 48

Probationary 2 3 4 1 1 3 2 3 4 3 2 2 Total Scheduled: 16 6 14 17 12 18 13 17 21 11 10 49

- Opt. Out: 1 0 0 0 0 0 0 0 0 0 0 0 - Still Due: 0 0 0 0 0 0 0 0 0 0 0 0

- Incomplete: 0 0 0 0 0 0 0 0 0 0 0 0 Total Completed 15 6 14 17 12 18 13 17 21 11 10 49

b. Completion Ratios for Last 10 Years:

Year Total # Due Total # Opted Out Total # Not Completed

Total # Completed

Completion Percentage %

2021 204 1 0 203 100% 2020 206 2 0 202 100% 2019 204 13 0 204 100% 2018 212 11 0 201 100% 2017 237 18 0 219 100% 2016 266 18 0 248 100% 2015 227 20 207 91.2% 2014 217 12 204 94.4% 2013 225 9 216 96% 2012 174 3 171 98.3%

Averages:

Analysis: We have now completed all evaluations for five years in a row. Our “Opt-Out” dropped to just 2 in 2020. This is because we changed the policy to default managers to opt-in. c. Summary Ratings for 2021: Tracked in the respective work area.

Department/ Division

Not Comp.

Unsatisfactory Marginal Satisfactory Excellent Outstanding Year

Totals Opt 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Admin 2 1 3

HR 1 1 1 3

IT 1 1 1 2 5

Law 1 1

Engineering 1 1 3 5 3 13

Finance 1 1 6 3 2 1 14

Fire 1 8 12 9 18 3 2 53

Parks & Recreation 2 2 2 4 10

Police 5 13 17 5 4 2 46

Public Svs. 1 1 1 3

Streets 1 2 8 2 1 3 1 18

Wastewater 1 4 6 4 3 18

HUMAN RESOURCES DEPARTMENT

114

Water 2 2 7 4 1 1 17

Totals 2021 YTD 0 1 0 0 0 0 0 0 3 17 37 57 44 25 14 6 0 204

d. Rating Comparison for Last 10 Years: Both total # per rating and % of total in parenthesis.

Year Uncompleted Unsatisfactory Marginal Satisfactory Excellent Outstanding 2021 - - - 57 (28%) 126 (62%) 20 (10%) 2020 - - - 72 (35%) 114 (56%) 18 (9%) 2019 - - - 64 (34%) 108 (56%) 19 (10%) 2018 - - 1 (0.5%) 81 (40%) 102 (51%) 17 (8.5%) 2017 - - - 103 (47%) 110 (50%) 6 (3%) 2016 - - 1 (0.4%) 120 (48%) 123 (50%) 4 (2%) 2015 20 (9%) - 2 (1%) 136 (60%) 69 (30%) - 2014 12 (6%) - - 99 (49%) 102 (50%) 3 (1%) 2013 9 (4%) - 4 (2%) 73 (32%) 130 (58%) 9 (4%) 2012 3 (2%) - - 47 (27%) 105 (60%) 18 (10%) 2011 - - - 38 (22%) 104 (59%) 34 (19%)

Analysis: “Outstanding” ratings decreased by just 1%, “Excellent” stayed at 56%, and “Satisfactory” increased by 1%. Our last three years have been very consistent. As stated in last year’s report, we started tracking the numbered evaluation system scores (1-15) to monitor trends closer. We note in 2020 that we had 58 rated “10” or low excellent, with the second most of 45 at “9” or high satisfactory. Strategic Plan, action step 9-8.2; HR will provide assistance/guidance to managers in applying the provisions of our merit-based incentive programs. 3. Training: a. City Training Budget: Strategic Plan, goal 9-4, “best possibly trained employees;” Action Step 9-4.1 and Key Measurement 9-4-M1, the City has 19 separate “Dues, Conferences & Training” budget lines. The annual total of this budget is reflected below. We then compare total funds to the number of employees (as reflected in the SWP) to obtain the average budget for dues, conferences and training per employee.

Year 2021 2020 2019 2018 2017 2016 2015 2014 Total Budget $211,500 $213,050 $207,124 $165,783 $153,420 $151,173 $151,739 $124,758

Avg $ Per Employee

$1,047 $1,065 $1,046 $877 $816 $849 $852 $717

Increase per Employee

($17.97) $19 $168 $61 ($33.22) ($3.82) $135 $83

b. HR Department Training: The below table reflects the HR and safety training classes attended (including webinars) per HR employee and totals. This last year’s training focused on COVID and diversity/inclusion.

Quarter B. Dostanko T. Maine C. Carnes HR Total # Jan-Mar 3 18 21 42 Apr-Jun 2 15 14 31 Jul-Sep 6 6 14 26 Oct-Dec 1 6 8 15

HUMAN RESOURCES DEPARTMENT

115

Total # - 2021 12 45 57 114 Total # - 2020 17 37 51 105

Analysis: Strategic Plan, Goal 9-4, Key Action Step 9-4.2, in accordance with this action step; we now track all training events per employee and per year. This measurement started in 2020. Trends are not yet available. Most of the above training events were done virtually. We see value in virtual training, even after the pandemic ends. c. Ancillary Training: In accordance with Strategic Plan Key Action Step 9-4.3 and Key Measurement 9-4-M2, this section of our annual plan captures our City’s first step toward a city-wide ancillary training program. HR established a centralized Ancillary Training Table (AT&T) to detail training requirements for all departments/divisions and track the training to completion. These training topics include important subjects that often slip through the cracks.

2021 Ancillary Training Division/Department % Completed Topic/Type Training % Completed

Administration 15% City Policy Review 100% Engineering 100% Hire Interviewing 35% Finance 35% Harassment 77% Fire 73% Workplace Violence 80% HR 89% Customer Service 59% IT 66% Ethics 58% Parks & Rec 83% Network Security 29% Police 63% Leadership Development 45% Public Service 100% Public Records 49% Streets 49% Diversity 70% Water 31% Time Management 58% Wastewater 24% GIS 21%

Total Tasks Completed: 1,204 Overall Percentage Trained: 59%

Total Tasks Assigned: 2,027 4. Benefit Management: 9-7-M1 Annual insurance usage reports.

a. Medical/Health Insurance Customer Support:

Medical Plan

Medical Claims

Medical Network

Pharmacy Rx

Dental Plan

Dental Services

Dental Network

Vision Plan

MyCafe Plan

Met Life

January 4 1 3 5 9 2 February 1 1 3 1

March 2 4 1 April 1 3 May 1 1 2 1 June 1 1 4 1 July 2 1 1 1

August 3 1 1 1 1 1 September 2 2 2 2 1

October 3 2 3 0 1 2 1 1 5 0 November 5 0 1 0 1 0 1 1 4 2 December 2 1 2 0 0 1 1 2 3 1

Total = 24 6 9 8 6 6 3 7 40 12 % per 20% 5% 7% 7% 5% 5% 2% 6% 33% 10%

HUMAN RESOURCES DEPARTMENT

116

Trended History per Category of Support

Year Total Medical Plan

Medical Claims

Medical Network

Pharmacy Rx

Dental Plan

Dental Services

Dental Network

Vision Plan

MyCafe Plan

Life Insurance

2021 121 24 6 9 8 6 6 3 7 40 12 2020 100 19 5 2 8 4 0 1 3 53 5 2019 130 33 21 15 13 5 2 0 8 26 7 2018 140 22 16 1 15 9 3 4 14 47 9 2017 148 32 28 3 19 6 2 2 11 51 2016 135 44 20 10 13 9 2 4 18 15 2015 75 15 9 23 5 10 1 1 11 2014 120 48 20 3 3 18 2 6 18 2013 108 23 47 5 8 5 4 9 7 2012 110 10 65 8 7 6 2 4 8 2011 153 18 96 1 15 6 2 3 12 Avg. 122 26 30 7 10 8 2 3 11 39 8

Analysis: There was a 21% increase in support events but in line with our 10-year average. The 23% decrease in benefit customer support in 2020 was primarily due to COVID. We are still seeing a large number of employees requiring MyCafeteriaPlan support. We are now directing employees to their website for quicker, direct support. b. Medical/Health Insurance Costs, Last 10 Years: Total Costs (below), bottom-line also include COBRA costs and the “opt-out” program (not detailed, but figured into the total).

Historical Insurance Costs (Last 10 Years)

Year Medical Dental Vision Life Total Costs Increase/Decrease for Year

2022 $4,737,570 $146,821 $21,232 $19,721 $4,925,344 $979,605 (25%) 2021 $3,759,584 $145,855 $20,978 $19,322 $3,945,739 $345,926.23 (9.6%) 2020 $3,410,062 $149,069 $21,459 $19,223 $3,599,813 $378,311 (11.7%) 2019 $3,050,375 $131,630 $21,070 $18,426 $3,221,501 $338,432 (11.7%) 2018 $2,722,500 $121,472 $21,070 $18,027 $2,883,069 $12,507 < .5% 2017 $2,739,499 $119,612 $19,134 $17,330 $2,895,576 $206,341 (7.7 %) 2016 $2,546,347 $108,228 $18,026 $16,633 $2,689,235 $167,738 (6.6%) 2015 $2,388,195 $100,753 $16,015 $16,534 $2,521,496 $190,994 (8.2%) 2014 $2,207,684 $91,648 $15,334 $15,836 $2,330,502 $282,542 (13.7%) 2013 $1,931,190 $87,946 $14,582 $14,242 $2,047,960 $57,088 (2.9%) Avg. $2,949,301 $120,303 $18,890 $17,7529 $3,106,024 $295,948 (10%)

Analysis: We had a record 25% increase in premiums projected in 2022, almost $1 million dollars. Medical usage is are primary cause. This continues to be our highest costs and our greatest future challenge under benefit management. HR has been extensively active in meeting and working with our broker (Horan), our carriers (Jefferson Health Plan and Anthem), and our internal Well Points team, in pursuit of Strategic Plan Goal 9-9, action step 9-9.1. We created two more plan options this past two years and continue to improve our wellness program. There is no easy solution here. Our goal in 2022 will again be to keep insurance costs down through plan management and wellness efforts.

HUMAN RESOURCES DEPARTMENT

117

c. HRA City Funds Pledge Tracker: The City’s Health Reimbursement Account (HRA) medical option (starting 2010) consists of a portion of City funding pledged to the employee. HR tracks the use of the pledged amount as an indicator of usage:

2021 Jan-Mar Apr-Jun Jul-Sep Oct-Dec Total Total Pledge $$ Used $17,992 $17,104 $10,252 $13,921 $75,257 79%

% of Total 24% 23% 14% 18% Running % 24% 47% 61% 79% 79% Running # $17,992 $35,096 $45,348 $59,269 $59,269

2020 $20,426 $18,900 $15,680 $9,075 $64,081 86% 2019 $26,306 $47,267 $65,732 $76,255 $76,255 92.4% 2018 $25,391 $23,283 $11,114 $12,017 $80,800 89% 2017 $15,379 $30,529 $17,168 $15,818 $78,894 84% 2016 $22,043 $49,358 $59,701 $71,806 $71,806 85% 2015 $28,037 $24,058 $11,932 $11,928 $82,350 92% 2014 $27,760 $51,587 $67,020 $85,498 $108,349 78.8% 2013 $29,767 $32,000 $16,783 $17,197 $95,748 84% 2012 $36,969 $31,180 $33,087 $8,992 $110,228 82% 2011 $19,143 $30,961 $25,796 $16,197 $92,097 66.7%

Analysis: Our target goal is 80% usage. We met this goal for the first time since 2014. The higher usage of HRA funding means that employees are using insurance more for the HRA plan. This usage has a negative impact on our net-loss ratio and means rates are likely to be higher. We see a slight decrease in the total pledge for the HRA plans over the last four years as more employees are moving to the HSA plan. d. Flexible Spending Account (FSA): The FSA allows employees to use pre-tax dollars for health-related costs and child care expenses. The City incurs the below costs in the process.

Year Set-up Fee

Per Employee Per month Medical Child

Care Total Cost

City Received from Forfeited

Funds

Total Cost to City

2021 $7.00 43 4 $3,948 $0 -$3,948 2020 $7.00 43 4 $3,948 $4,481.99 +$533.99 2019 $7.00 41 3 $3,696 $576.97 -$3,119.03 2018 $6.50 50 3 $4,134 $5,314.90 +$1,180.90 2017 $6.50 33 2 $2,730 $5,208.57 +$2,478.57 2016 - $7.00 26 1 $2,268 $5,756.28 +$3,488.28 2015 - $6.50 34 3 $2,886 $271.21 -$2,614.79 2014 - $6.50 45 2 $3,666 $2,679.92 -$986.08 2013 - $5.50 37 1 $2,508 $4,863.06 +$2,355.06 2012 - $5.50 50 1 $3,366 $00 -$3,366

Analysis: The “City Received” column for 2021 is blank due to FSA funds rolling over from the 2021 calendar year to the 2022 calendar year. This is due to legislation under the COVID-related Taxpayer Certainty and Disaster Tax Relief Act of 2020. Due to the COVID-19 pandemic, it was enacted to allow additional time to spend FSA and Dependent Daycare funds. e. BWC: Factors that drive our rates are our total payroll figure (as payroll increases-so do costs), our experience modifier (EM) derived from the amount and type of incidents we have, and the percentage of discounts offered by BWC.

HUMAN RESOURCES DEPARTMENT

118

Year Paid

For Year (Payroll)

Payroll Total

Payroll %

Increase

EM BWC Projected

Actual BWC Costs

TPA & MCO

Charge

Total Costs

Total %

Increase 2021 2021 $14,692,745 +5.3% $193,650 TBD TBD TBD 2020 2020 $13,955,693 +5.2% .53 $159,130 $159,381 $4,660 $164,041 -16.6% 2020 2019 $13,260,902 +4.8% .59 $176,905 $192,114 $4,525 $196,639 +.04%** 2019 2018 $12,651,638 +9% .53 $174,128 $191,248 $4,395 $195,643 -13%** 2018 *2017 $11,603,172 % .55 $197,467 $219,286 $5,480 $224,766 +25%**

*2017 17/16 $11,603,172 +8% .53 $174,742 $191,100 $4,975 $179,717 -13% 2016 2015 $10,733,565 +6% .60 $176,732 $202,100 $4,975 $207,075 -5% 2015 2014 $10,122,171 +9.5% .68 $222,647 $213,644 $4,975 $218,619 -5% 2014 2013 $9,244,523 +5% .58 $224,577 $224,577 $4,975 $229,552 +13% 2013 2012 $8,806,207 +3.3% .68 $214,404 $197,343 $4,830 $202,173 -13%

*BWC transitioned to Prospective billing in 2016 **These figures do not reflect the Billion-Back which was done for three years. Analysis: Our cost went down 16.6%, and we experienced just 88 BWC claims in 2021. This was an excellent year. - Initial payment made $159,132 (actually made 1/1/2020). - Early Payment Discount: received $3,182. - Paid payroll true-up of $25,015 on 1/12. And received Go-green rebate (processing n line, 1% or may of $2,000). - Paid group-rating/TPA fee of $4,660 in March. - Received Lapse Free Rebate of $2,000. - Received the transition work bonus of $17,584 (9/30). f. Sick Leave: We condense our tracking of sick leave usage hours per department & division to just the totals and trends for the City (last ten years) below.

2021 2020 2019 2018 2017 2016 2015 2014 2013 2012 Total

Hours: 19,461 19,041 12,225 14,867 12,269 13,577 12,898 10,947 9,686 9,606

Up+/Down- 2.2%+ 55.7%+ 17.7%- 21.2%+ 9.6%- 5.3%+ 17.8%+ 13%+ Flat 24%- #

Employees 202 199 195 186 187 179 174 169 168 159

Avg. per Employee 96.34 95.69 62.69 79.93 65.6 75.84 74.13 64.78 57.66 60.41

Running Total Item Debt Credit Total Initial

Payment $159,132 $159,132

Pay Early Discount

$3,182 $155,950

Payroll True-up

$25,015 $180,965

Go-Green

$2,000 $178,965

Group-payment

$4,660 $183,625

Lapse Free

Rebate

$2,000 $181,625

TWB $17,584 $164,041 $164,041

HUMAN RESOURCES DEPARTMENT

119

Analysis: We experienced a flat trend regarding sick leave usage going from 2020 to 2021; however, we are still averaging about 20 hours more per employee, per year. We know that COVID has adversely impacted that, especially as we removed the COVID paid time off as an option. 5. Discipline and Grievance Management: We utilize four categories in our management.

Interventions: HR involved in a personnel issue at the lowest level; conversations with supervisor and/or subordinate, but not including discipline.

Grievances: A formal complaint filed by a member of either union (FOP and/or IAFF) established in the City.

Investigations: A formal investigation performed by HR or Police Division for their Union members.

Disciplinary Actions (Discipline): Any of the four levels of discipline detailed in our policy.

a. Cases (by month) for 2021:

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Interventions 1 1 1 1 1 5

Grievances 1 1 2 Investigations 1 1 1 3

Discipline 2 4 1 1 2 3 5 3 21 *Three interventions were, in part, related to the COVID-19 event. b. Historical Category Breakdown (last ten years):

Year Total Interventions Total Grievances Total Investigations Total Discipline 2021 5 2 3 21 2020 16 4 1 20 2019 15 1 6 23 2018 23 0 2 11 2017 13 0 1 16 2016 18 1 4 17 2015 26 4 6 23 2014 17 0 4 24 2013 22 1 2 26 2012 26 2 6 24 Total: 181 15 35 205 Avg. 18.1 1.5 3.5 20.5

Analysis: We are holding fairly steady regarding the total number of discipline actions this past three (3) years. We also should note that our number of employees has slowly increased. We had a record low number of interventions. HR did receive a high number of employees and managers reaching out for COVID-19 policy and protocol. This year we had four (4) violations of professionalism (Policy 335), three (3) for vehicle safety (Policy 610), and three (3) COVID related (enforcement). Like 2020, these were our three highest policies violated. We were just below the 10-year average regarding investigations. We were slightly over our grievance average as we had two grievances in Fire, and none in Police. c. Discipline Action Breakdowns Per Year for the last ten years:

HUMAN RESOURCES DEPARTMENT

120

Year Total Actions

Oral Warnings

Written Warnings Suspension Demotion Termination Resignation

2021 21 12 7 2 1 2020 20 17 3 2019 23 17 5 1 1 3 2018 12 6 3 2 1 2017 16 8 5 3 2016 17 10 4 1 2 1 2015 23 11 7 5 2014 24 14 4 4 1 2 2 2013 26 15 7 3 1 2012 24 12 5 5 2

Totals: 206 122 50 26 3 6 8 Avg. 20.6 12.2 5 2.6 .3 .6 .8

Analysis: We experienced a slight increase (one) in disciplinary actions. This was our third year in a row without a termination, but we experienced two suspensions and a rare demotion. d. Discipline History by Work Area:

Year Police Fire Streets PSC Finance WWTP Parks & Grds

Water Eng Admin Rec Event

2021 8 3 1 4 2 1 2 2020 10 4 2 1 1 1 1 2019 11 6 1 1 1 2 2 2018 2 3 4 1 1 2017 7 6 3 2016 9 1 1 2 2 1 1 2015 7 8 3 2 1 1 1 2014 3 5 6 5 1 1 1 2 2013 4 3 13 3 2 1 2012 4 5 3 2 9 1 Total: 65 44 23 20 20 2 13 4 7 3 5 Avg 6.5 4.4 2.3 2 2 .2 1.3 .4 .7 .3 .5

Analysis: Police and Fire had a slight drop. Parks/Grounds had a slight increase, as did Engineering (COVID related) and Events. All other areas stayed status quo or realized minimum changes. We will be migrating Rec & Events to Parks & Rec in 2022’s report. e. Grievance History Breakdown:

Year Total # Local FOP/OLC 171 – Police Local IAFF 3032 – Fire 2021 2 - 2 2020 4 3 1 2019 1 1 - 2018 0 - - 2017 0 - - 2016 1 - 1 2015 4 - 4 2014 0 - - 2013 1 - 1

HUMAN RESOURCES DEPARTMENT

121

2012 2 - 2 Totals: 15 4 11

Avg. 1.5 .4 1.1 Analysis: We had two grievances in Fire. One was on a level of discipline in which the level was decreased due to the grievance. The second involves overtime and is still awaiting arbitration. 6. Wellness Data: Strategic Plan Goal 9-7, Action Step 9-7.1 and Measurement 9-7-M1. The City has had a progressive approach to wellness for over a decade. Our City’s program, built internally, has provided an excellent framework for employee (EE in the below table) wellness. We also added spouses (SP in the below table) a few years back. In July 2017, we moved to Anthem/ERC (Employer Resource Council). We blended the ERC 3 core requirements (basic biometric health numbers, health coaching and biometric outcomes-based improvement). We staggered implementation of the 3. In July 2019, this path changed from ERC to the Jefferson Health Plan (JHP) self-funded group under Anthem insurance. We again tweaked our program to revert to our old program. Still, We retained the basic biometrics health numbers as a priority. We continue to track participation in the Wellness Incentive program, with over 50% of our City employees utilizing it. a. Wellness Incentive Historical Information by area

Department/ Division

Wellness Year Participation

2020-2021

2019-2020 2018-2019 2017-2018 2016-2017 2015-2016**

2014-

2015

2013-

2014

2013

EE SP EE SP EE SP EE SP EE SP EE SP EE EE EE

Administration 5 1 4 1 3 1 2 1 4 3 2 2 3

Court 5 1 6 2 7 3 6 3 5 3 6 3 6 6 5

Engineering 4 2 4 2 5 3 7 2 3 1 2 1 2 3 4 Finance 11 5 10 4 9 6 10 4 4 1 2 1 2 2 2

Fire 24 18 22 15 26 16 32 18 25 9 33 9 29 * 5 3 HR 3 1 3 3 1 3 2 3 1 3 1 2 2 1

IT 5 3 4 2 5 4 4 3 2 1 2 1 2 2 2 Parks & Rec 3 2 3 1 5 3 4 2 2 2 - - - 1 -

Police 40 12 42*** 11 10 7 21 11 2 1 1 1 - 2 2 Public Service 1 2 3 3 2 2 1 - 1 - -

Street 9 5 8 5 9 5 9 3 4 2 4 1 5 1 3 Water 8 3 10 3 10 2 5 3 6 4 6 4 6 6 3

Wastewater 6 3 7 4 6 2 11 4 2 1 1 - 1 2 2

TOTALS 124 56 125 50 101 53 117 58 64 26 64 22 58 34 30

* MFD Wellness Fitness Initiative (WFI) started in 2014. ** Program opened to include spouses during the 2015-2016 wellness year. *** MPD started a mandatory physical fitness program. Analysis: Transitioning to JHP in 2020, we formed a hybrid plan using the ERChealth preventative exams as the foundation and mixed it with the City’s original Well Points program. We adjusted in June of 2020 due to the COVID-19 pandemic by providing more options to obtain points that also reduced the “in-person” need to reduce exposure. Additionally, the City/MPD collective

HUMAN RESOURCES DEPARTMENT

122

bargaining agreement added a physical fitness program with incentives linked to the City’s wellness plan. This gave our Wellness Incentive program a significant boost in 2020. We had 124 employees participate (down one from 2020). We had 56 spouses (up 4 from 2020). Overall, $97,060 will be awarded in wellness incentives for 2022 ($2,980 more than the previous year 7. COVID-19 Pandemic: The pandemic hit in 2020. HR started producing weekly situational reports for the Administration on March 16, 2020. We all were under a Statewide stay-at-home order from April 2 through May 4, 2020. The 2020 COVID-19 year can be categorized as reacting, re-reacting, and trying to cope. In 2021, the challenge continued. This last year was more about adapting and getting us to a “new norm.” Some 6things did remain the same in 2021. Goals, action steps, projects, and basic process management were adversely affected again and became more challenging. In this process, HR’s role was to continue developing sound and flexible policy; provide constant COVID messaging/communications with our executive staff and all employees; track COVID-related benefits; monitor employee availability; and enforce prevention compliance. HR often repeated that the key to navigating this pandemic was proactive communication, individual accountability, and teamwork (three of our city’s five core values). a. Policy Development/Management: Our current City policy manual was not developed to cover a pandemic. HR continued to be called on to constantly review the CDC, WHO, Ohio’s Department of Health and the Union County Health Department websites to understand all the guidance and reduce it to our particular City needs. We updated policies on several occasions until arriving at one single policy (May 21, 2021), on our single policy entitled, “COVID-19 Policy – Transitioning Back to Normal.” This policy was revised on November 10, 2021. Changes in CDC protocol, changes in the threat level of the pandemic, and necessary changes in how we managed the crisis and in the paid time off we offered; all necessitated policy updates. We will begin the year 2022 with even another revision. b. COVID Messaging/Communications: Communication continued to play a critical role in managing this crisis. HR continued to be the communications funnel to promulgate policy and procedure, provide prevention tips, and keep our employees aware. We sent 60 (numbered) emails to employees in 2020 and 10 more in 2021. HR continued to update our internal COVID website that included the email, the policies, and the best possible flyers we could find…so areas could print and post.

HUMAN RESOURCES DEPARTMENT

123

c. COVID Benefits Management: In 2020, HR worked with the Administration to create Emergency Administrative Leave (EAL), Extended Emergency Administrative Leave (EEAL) and also designed the forms and payroll infrastructure to request, use and document all benefits, including those associated with the Families First Coronavirus Response Act (FFCRA). In 2020 we logged 19,186.50 hours of EAL and/or EEAL at $522,664.28. In 2021, we transitioned away from the various COVID paid time off. Our numbers naturally dropped significantly in 2021 (shown to the right). We reduced the hours by 79% and the funding by 80%. We should not see any use of this form of supplemental COVID-19 pay in the foreseeable future. We also provided incentives to vaccinate (covered later in this report). d. Workforce Management/Employee Availability: HR was the central communications point for employees and managers to report on employee exposures, positive tests, and/or exposures to someone who tested positive. HR worked with each department/division to categorize employees as either; essential, essential-support, or non-essential. This system was then used to ensure all services were maintained and help with scheduling and benefits management. HR was often needed to walk our managers and employees through their particular event. We helped with what benefit to utilize when they could safely return to work. We would even internally trace contact to ensure one employee did not infect others. Below is a list of the events for 2020. Cases are defined as those that are quarantined, partially quarantined, or tested positive. Below that, we list the actual number of employees that tested positive. Cases/Exposures by Months/Years

2021 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Totals Case 11 11 1 1 - - - 1 7 4 5 20 61

Positives 4 4 1 - - - - 1 4 1 3 10 28

2020 Mar - Jun Jul Aug Sep Oct Nov Dec Totals Cases 0 7 6 4 7 45 29 98

Positives 0 1 1 - - 9 12 23 Analysis: We went through a 4-month peak from November 2020 through February 2021. We “appear” to be going into another peak starting December 2022. We should be prepared for another few challenging months. e. Vaccination Program: As soon as the vaccination was developed, we amended policies to incentive employees to obtain the vaccination. We currently have 115 employees (57.8%) vaccinated with 13 getting the booster. The initial incentives were receiving the vaccination while on paid time (on the clock), obtaining some personal hours towards your accrual bank, two (2) well points in our City’s Well Point wellness program. We also opened up official travel to only

HUMAN RESOURCES DEPARTMENT

124

vaccinated employees. We naturally transitioned mask requirements away from those vaccinated as the CDC recommended. Going in to 2022, we are applying the same incentives towards the booster and adding in a stipulation that employees who use City sick time for isolation, quarantine or issues stemming from a vaccination or booster, will not have that sick time counted towards the annual sick leave buy-out incentive. Safety 1. Safety Incident/Accident Data: For the past 19 years, we’ve tracked the following data. Below we have the last ten years of trends. a. By-Month, Yearly Trends-Number of Incidents/Accidents:

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total #BWC 2021 0 1 1 0 3 1 4 2 2 1 0 3 18 8 2020 4 3 2 2 3 3 2 0 8 4 0 4 33 14 2019 2 3 2 2 3 3 4 6 3 3 4 1 36 15 2018 2 5 3 3 5 1 3 2 1 1 2 3 31 3 2017 3 2 2 4 2 6 2 2 4 2 3 3 35 15 2016 2 1 0 0 1 0 5 2 3 0 1 3 18 8 2015 3 3 5 2 2 4 4 3 3 2 3 2 36 10 2014 4 3 3 2 3 4 4 3 1 3 1 3 34 9 2013 6 2 3 1 2 0 4 4 2 0 2 1 27 11 2012 2 2 3 0 2 1 4 1 3 4 0 1 23 12 Total 28 25 24 16 26 23 36 25 30 20 16 24 291 105 Avg 2.8 2.5 2.4 1.6 2.6 2.3 3.6 2.5 3 2 1.6 2.4 29.1 10.5

Analysis-Total Incidents/Accidents: Our 8 BWC claims in 2021 are below the 10-year average of 10.5. The “Total” column in the above table refers to all incidents, including near-misses. We tied the lowest Total incidents over the past ten years. It was an excellent safety year. Last year we started the below section correlating the number of BWC claims to the total workforce for a “claims to employee” ratio. This .026% rating is slightly lower than the .038 10-year average.

2021 2020 2019 2018 2017 2016 2015 2014 2013 2012 Avg Total Claims 8 14 15 3 15 8 10 9 11 12 10.5 Workforce 302 296 293 287 282 272 263 264 255 244 275.8

Ratio .026 .047 .051 .01 .053 .029 .038 .034 .043 .049 .038

b. Severity of Incidents/Accidents:

CAT A: Minor, requires no medical attention. Employee/supervisor documents using Form-11 series. CAT B: Minor, requires some medical attention (BWC). No OSHA recording is necessary. Form 11 series used. CAT C: Significant, requires medical attention, OSHA recording, Form 11s, & no employee lost time. CAT D: Significant, requires medical attn.., OSHA recording, Form 11s, & employee lost time (more than seven days).

Year # CAT A CAT B CAT C CAT D BWC Claims # Lost Days 2021 18 9 1 7 1 8 123 2020 33 19 6 6 2 14 179 2019 36 21 6 3 6 15 122

HUMAN RESOURCES DEPARTMENT

125

2018 31 27 0 4 0 3 6 2017 35 19 8 8 0 15 5 2016 18 10 3 4 1 8 87 2015 36 26 2 8 0 10 0 2014 34 25 4 2 4 9 27 2013 27 15 6 2 3 11 235 2012 23 10 9 3 1 12 7 Avg. 29.1 18.1 4.5 4.7 1.8 10.5 79.1

Analysis-Severity of Incidents/Accidents: BWC claims dropped below average for the first time in 2 years. It was an “Excellent” safety year. Continue to run above average. As shown by the 7 CAT C (restrictions/light-duty), we had eight serious claims and one lost-time claim. We delayed our plan for 2020 to conduct a safety-specific survey. Still, due to the continued COVID challenge, we’ve delayed it again from 2021 to 2022. c. Incidents/Accidents per Division/Department:

2021 2020 2019 2018 2017 2016 2015 2014 2013 2012 Avg. Police 4 12 14 7 10 9 12 8 10 5 9.1 Fire 6 8 9 10 7 3 10 8 6 4 7.1

Streets 4 5 3 4 8 5 9 9 2 4 5.3 Park/Grds 2 2 4 6 4 1 3 1 1 4 2.8

Wastewater 2 1 1 1 2 - - 2 2 2 1.3 Water - 2 1 2 2 - 1 3 3 3 1.9

PS - - - 1 - - - 1 - - .3 Finance - - - - 1 - - 1 1 - .5

Engineering - 1 1 - - - 1 - 1 1 .5 Court/Council - 1 - - 1 - - - 1 - .3

IT - - - - - - - 1 - - 0 Rec/Events - 1 3 - - - - - - - 0

Total 18 33 36 31 35 18 36 34 27 23 29 Analysis- Incidents per Area: The Division of Police reduced their incident rate by 66.6%. The Fire Division reduced by 25%. This was the main reason the City level dropped by 45%. Our total incidents were 11 or 38% below the 10-year average of 29. Only Wastewater was slightly above their 10-year average. We added a new BWC “claims-by-area” sub-table in 2020 and are trending after 2021. We’ll again run this data by departments/divisions and our City Manager to determine if tracking by BWC instead or in addition to incidents/accidents is preferred.

BWC Claims per Work Area Year Fire Police Streets Water Engineer Parks Wastewater Council 2021 2 3 1 1 1 2020 4 2 2 2 1 1 1 1

HUMAN RESOURCES DEPARTMENT

126

d. Totals/Analysis of Injuries Over the Past 10 Years and Body Part:

Task/Cause 2021 2020 2019 2018 2017 2016 2015 2014 2013 2012 Avg. Motor Vehicle

Related 5 9 14 11 10 9 14 17 11 7

10.7 Slips, Trips & Falls 4 1 4 6 3 3 5 4 1 3.1 Fire/EMS Scene 3 3 3 1 1 1 4 5 2 2 2.5

Lifting or Carrying 2 6 1 1 1 3 3 2 6 2.5 Arrest Process/Resist 2 2 4 3 3 3 1 2 2 Mowing/chipping/etc 1 3 4 2 5 1 1 3 2

Slip on Ice 1 2 1 1 2 1 5 1.3 Cutting/tool use 2 2 4 2 1

Police/Fire Training 1 5 3 .9 Fitness/Running 1 1 2 1 1 1 .7 Insect Related 2 2 1 .5

Poison ivy/allergy 1 1 2 2 1 .7 Animal Related/Bites 1 1 1 1 2 .6

Twisting & Turning 1 1 1 3 .6 Fume

Inhalation/Eyes 2 1 1 .4

Water Rescue Training/Ops

1 3 .4

Bloodborne Pathogen

1 2 1 .4

Needle Stick 1 1 1 .3 Traffic Control 1 2 .3 Falling Object 1 1 .2

Fire pole related 1 .1 HAZMAT/Splash

Type Injury 2021 2020 2019 2018 2017 2016 2015 2014 2013 2012 Avg. Back/neck Injury 3 6 1 3 3 2 3 2 7 5 3.5

Hand/Wrist Injury 3 3 7 6 7 3 2 3 3 3.4 Shoulder/arm Injury 3 4 2 4 5 2 6 1 2.7

Knee Injury 2 5 2 3 4 2 1 2 2.1 Cuts 1 4 1 2 2 2 1 2 1.5

Foot/Ankle Injury 1 2 2 2 1 1 1 1 Hip/leg/calf 1 1 1 2 2 1 1 .9

Head/face Injury 1 1 1 2 2 .7 Eye Injury 2 1 1 1 1 .6

Abdominal/groin 1 1 .2 Chest 1 .1

Analysis-Incidents: For the tenth year in-a-row, motor vehicle related tasks were number one. We continue to push vehicle operation training. We made it our training topic of the month twice in 2021. After experiencing an alarming number (9) of disciplinary actions for vehicle-related incidents in 2019, and four (4) in 2020, we went down to two in 2021. It appears that the discipline (at least in part) reduced incidents. We had two insect-related incidents (ties an annual record) and two incidents related to cutting. All other areas were reduced.

HUMAN RESOURCES DEPARTMENT

127

Regarding “Type Injury,” back/neck and hand/wrist were our highest body parts sustaining injuries. We delayed bringing in an ergonomic specialist to focus on knee, hand and wrist techniques to reduce strains, due to COVID, for now, for two whole years. We hope to do this in 2022. After a year off, we brought back the annual “Safety Walk.” Still, the walks focus less on safety and more on general management issues. NOTE: We noted this in 2020, but again in 2021, the addition of an embedded Athletic Trainer in PD has helped us reduce some joint-related issues (knee, shoulder/arm, and hand/wrist). We have expanded this to one day a week at FD. 2. Safety Action Team (SAT) Attendance – by Division/Department: Annual attendance.

Year Avg Per SAT

Safety Mgr.

Parks & Rec

Streets Wastewater Fire Police Water Eng. HR Storm Guests

2021 8.5 4 3 6 1 4 4 3 1 8 2020 7.24 4 5 3 0 4 4 4 1 4 2019 7.5 4 5 4 2 2 4 3 1 2 2 2018 8.75 4 5 5 4 4 2 7 2 2 - 2017 8.25 4 5 6 3 3 2 5 2 3 - 2016 7 4 2 7 1 4 2 2 2 4 2015 8.25 4 2 8 2 4 4 5 2 2 2014 6.75 4 2 4 7 2 3 5 1 1 2013 3.6 4 1 4 7 3 1 6 3 - 2012 3.4 4 - 4 3 5 2 8 2 -

Analysis-SAT Attendance: We had a slight increase in attendance at the quarterly meetings as the COVID situation became better. All meetings went back in -person. We spend the bulk of these meetings going over all incidents/accidents as part of our accident investigation program. Due to COVID, we have delayed this now two years, but in 2022 we plan to conduct a safety survey. 3. Safety Training: a. Percentage of Employees Trained Last 10 Years:

2021 2020 2019 2018 2017 2016 2015 2014 2013 2012 Avg. Percentage 87% 79% 93% 86% 90% 72% 79% 82% 74% 95%

Analysis-% Employees Trained: We had 87% trained this year, a slight 6% jump from the COVID challenged 2020. We will continue to promote training; however, as the below table shows, there continues not to be a direct correlation between lack of safety training and the number of BWC claims. b. Percentage of Employees Trained Per Department/Division – 2021:

Division/Department Total Tasks

Tasks Completed % Trained Incidents

2021 BWC Claims

2021 Human Resources 18 16 88% 0 0

Public Service 16 16 100% 0 0 Police 352 328 93% 4 3

Finance 56 56 100% 0 0 Fire 499 492 98.6% 6 2

Parks & Rec 168 139 83% 2 1 Water 200 146 73% 0 0 Streets 243 243 100% 4 1

Engineering 103 103 100% 0 0

HUMAN RESOURCES DEPARTMENT

128

Wastewater 250 192 77% 0 1 Administration 18 11 61% 0 0

IT 20 14 70% 0 0 Court/Council n/a n/a n/a 0 0

Totals: 1,943 1,756 87% Analysis-% Trained with Incident and BWC Claims Data: As pointed out in the previous section, there is no correlation between safety training and actual claims and/or accidents. Safety training is still, of course, a best practice and a requirement. Concerning City Strategic Plan action step 9-7.2, we coordinated 1,756 safety training events in 2021. c. Historical Picture/Percent Safety Trained- Per Department/Division:

Division/Department 2021 2020 2019 2018 2017 2016 2015 2014 2013 2012 Avg. Human Resources 88 94 100 100 100 100 100 100 100 100 98.2

Police 93 100 100 100 100 100 98 100 84 100 97.5 Fire 98.6 100 98 98 100 89 100 72 100 100 95.5

Wastewater 77 80 100 70 88 100 68 80 92 92 84.7 Public Service 100 75 100 100 100 36 100 100 65 80 85.6

Water 73 92 90 84 78 93 93 65 82 94 84.4 Streets 100 72 98 75 75 85 100 79 57 96 83.7

Engineering 100 47 86 74 81 38 62 100 70 100 75.8 Finance 100 88 100 100 100 20 70 73 79 100 83

Parks & Rec 83 57 73 88 84 49 33 60 46 100 67.3 Admin/IT 65.5 60 81 55 80 80 40 77 41 81 66

Avg. by Year 87% 79% 93% 86% 90% 72% 79% 82% 74% 95% 84% Analysis-Historical/% by Area: HR had a goal in 2020 to bring in two outside trainers to help reinvigorate training city-wide. COVID prevented that goal from being accomplished in 2020 and 2021. We realized a 2-year COVID delay on some of our goals and objectives. Safety training is required under OSHA regulations and applicable to public employers under the Ohio Public Employer Risk Reduction Act. 4. Risk Management: HR is responsible for Risk Management under City Policy 635. This includes helping to reduce our liability through a basic safety/risk management approach regarding the services we provide.

a. 2021 Table/Details: Claim # Status Date Loss Line of Coverage Area Amount Remarks

PEP023491A1 Closed 2/1 Property Streets $4,440 Snow plow incident

PEP023491A2 Closed 2/1 Bodily Injury Streets $2,650 Same as above PEP024229A1 Closed 2/12 Damage by vehicles Streets $1,289 Party hit our guardrail

PEP023742A1 Closed 3/26 Damage by vehicles Streets $10,000 Party hit

guardrail/attenuator

PEP023688A1 Closed 4/19 Other IT $6,231 Security breach on

telephone

PEP023737A1 Closed 5/7 Property - Auto Police $1,000 Medical resulting from auto accident/Collier

PEP023739A1 Closed 5/7 Collison Police $2,476 Same event as above PEP023739A1 Closed 5/7 Collison Police $12,078 Same event as above

HUMAN RESOURCES DEPARTMENT

129

PEP023972A1 Closed 6/10 Property damage Streets $0 Claimant hit storm

drain/damage PEP023953A1 Closed 7/19 Property Streets $0.

PEP024062A1 Open 8/26 Collison Streets $34,050 PEP024176A1 Closed 9/28 Vehicle/property Fire $254 PEP024176A2 Closed 9/28 Collison Fire $7,180

$81,648

b. Last 10-Year History: Year # Claims Closed Open Details on Open Paid $ Open $ 2021 13 12 1 Collison $47,598 $34,050 2020 10 9 1 Damage to guardrail $32,133 $680 2019 25 25 - - $39,781 - 2018 6 6 - - $2,163 - 2017 9 9 - - $32,617 - 2016 13 13 - - $30,509 - 2015 10 10 - - $10,427 - 2014 9 9 - - $12,932 - 2013 16 16 - - $30,832 - 2012 10 10 - - $5,169 - Avg 12.1 $24,416

Analysis: We had a bad risk liability year. The number of events was just above average, but three (3) events drove up costs. We still have a collision pending. c. Customer Injury or Incident Report: This is the Form 11C used to take a report from a customer, citizen, and/or contractor that involved a safety incident/accident or property damage.

2021 2020 2019 2018 2017 2016 2015 2014 2013 2012 Pool 4 0 16 24 11 16 9 7 7

Other 1 1 1 1 Total: 4 0 16 24 12 1 16 10 8 7

Resulting in Claim

0 0 0 1 1 0 0 0 1 0

Analysis: We had just four (4) incidents, all at the pool, none of which resulted in an insurance claim. This was an excellent year.

HUMAN RESOURCES DEPARTMENT

130

Staffing Ms. Savannah Allen joined our team as Development Project Manager in July. Ms. Allen was previously employed by SomerCor in Chicago, Illinois, where she served as Associate Program Director. She has extensive experience in program management and small business development. Ms. Allen is a native of Kentucky and a graduate of Murray State University in Murray, Kentucky. 33 Innovation Park Southgate Corporation Completes 1100 Innovation Way Southgate Corporation, a real estate company that develops first-class industrial and commercial space, completed construction on an 84,000 SF speculative development at the 33 Innovation Park. The building was immediately leased by two users. Based on the success of the building, it is anticipated that Southgate Corporation will break ground on an adjacent 112,000 SF speculative building in spring 2022. Goal 1-1, 1-1.2, 1-1.7 SiteOhio Certification Efforts to receive state certification for the 33 Innovation Park through the SiteOhio Program began in mid-2021. The process included preparing site due diligence and background data collection, and hosting site consultants. The goal is to receive certification in spring 2022. The certification will make the 33 Innovation Park more attractive to out-of-state developers. Goal 1-1, 1-1.2, 1-1.7 Smart Mobility 33 Smart Mobility Corridor Officially Opens Upon receiving final operational approval from the FCC, government and business leaders from across Ohio gathered in September to mark the official opening of the 33 Smart Mobility Corridor. With major construction and installation of equipment complete, priority has shifted to equipping vehicles with On-board Units (OBUs) and upgrading equipment to accept 5G wireless technology. Goal 1-1, 1-1.1, 1-1.7 Automotive & Mobility Innovation Center (AMIC) The Automotive & Mobility Innovation Center (AMIC) at the 33 Innovation Park came closer to reality after Southgate Corporation completed the construction of its building at 1100 Innovation Way. The Marysville-Union County Port Authority signed a long-term lease with Southgate. Architectural and engineering design work is expected to begin in early 2022, with build-out of the facility anticipated in late 2022. Goal 1-1, 1-1.1(6), 1-1.7, 1-4.6 Marysville Hosts OmniAir Consortium Ohio Plugfest Marysville hosted OmniAir Consortium Ohio Plugfest, the “premier testing event” for connected vehicle technologies. The event was attracted to Marysville by recent investment in smart technology infrastructure through the Connected Marysville project. Goal 1-1, 1-1.1(2)

ECONOMIC DEVELOPMENT

131

Marysville Hosts Professors from Around Nation In July, Sinclair Community College (Dayton) brought 35 professors from around the nation to Marysville as part of the College’s efforts to highlight emerging technologies that support autonomous and connected vehicles. While visiting, the group learned about the 33 Smart Mobility Corridor, Connected Marysville, and Drive Ohio. Goal 1-1, 1-1.7 The Beta District Launches A regional marketing and branding campaign known as The Beta District, officially launched with the release of a logo, tagline, website, and various collateral material. A project of the NW 33 Corridor Council of Governments, The Beta District is designed to serve as umbrella branding for the various activities and projects occurring throughout the US-33 corridor. Goal 1-1, 1-1.1(5) 1-1.2, 1-3.1 Community BGSU R3 Initiative Marysville was one of three communities in Ohio invited to participate in Bowling Green State University’s Reimagining Rural Regions (R3) Initiative. The 18-month project involves a collaborative effort to identify projects that would make Marysville more attractive for younger residents and young professionals. The project will include focus groups, neighborhood walking tours, a community survey, and the creation of a report that outlines potential community projects that can be undertaken by City leaders. Goal 1-1, 1-6 Addressing Housing Availability & Affordability The EDP convened community organizations, businesses, developers, and elected officials for a community discussion on the availability and affordability of housing. The event featured speakers from MORPC, the BIA of Central Ohio, and other community stakeholders. Additionally, when meeting with residential developers, the EDP continued to promote the need for a diversification of housing types that would allow for more affordable housing. Furthermore, a webpage was created to highlight the issue and urge community action. Goal 1-1, 1-2.3, 1-2.5, 1-2.7, 1-2.10, 1-3.2 Mobility & Active Transportation To help address important mobility and active transportation issues in Marysville and Union County, the EDP continued engagement with the Union County MOVES Coalition. The EDP also assisted with developing a grant application for an autonomous shuttle. Additionally, two transportation-related community surveys were completed, and work began on developing the Union County Micromobility Plan. Goal 1-1, 1-3.3 Union County Parks & Trails Working Group The Union County Parks & Trails Working Group celebrated a major accomplishment as work on the first countywide Outdoor Recreation & Attractions Map was completed. The map features parks, trails, golf courses, public pools, nature preserves, historic sites, and other amenities that are available for outdoor enthusiasts. Goal 1-6

ECONOMIC DEVELOPMENT

132

Webinars Conducted • 2021 Wage, Benefit & Skills Survey Overview • Cyber Security Awareness • Labor Shortage & Challenges • Leadership in a Post-Pandemic World • LGBTQ+ Sensitivity • MyLocalCareer.com Training • Wellness in the Workplace

Workforce & Talent 2021 Wage, Benefit & Skills Survey The EDP partnered with Bowling Green State University’s Center for Regional Development (CRD) and the Logan County Chamber of Commerce to conduct the 2021 Wage, Benefit & Skills Survey. The survey was distributed to over 1,000 businesses of all industry sectors in both counties. The results of the survey were delivered in May. Goal 1-1.6 Career Signing Day The EDP was honored to serve as the host location for Career Signing Day, a ceremony hosted by the Marysville Early College High School and Ohio Hi-Point Career Center - Marysville Campus. During this event, 10 students were formally paired with local businesses for job opportunities. Goal 1-3.5 MyLocalCareer.com MyLocalCareer.com, a collaborative effort between the EDP and the Logan County Chamber of Commerce, launched in May. The new website serves as a “hyperlocal” employment platform for employers and job seekers. The main goal of the website is to connect job seekers from across Ohio with employers needing talent. The website also contains resources for students, recent graduates, and incumbent workers. Goal 1-3.5 YouScience After being postponed in 2020 due to COVID-19, YouScience was implemented in Union County’s K-12 districts in early 2021. YouScience is a nationally recognized online program that utilizes online testing to help middle and high school students identify potential career paths. Goal 1-3.5 Japanese-related Activities Japanese Relationship Video A video highlighting our community’s Japanese relationship was developed in partnership with the City of Marysville and the Consul General of Japan in Detroit. The video includes interviews of community leaders, elected officials, Japanese business leaders, and education partners. It also tells the story of our relationship with the people and businesses of Japan. The video can be viewed online: www.growunioncountyohio.com/japan. Goal 1-3

ECONOMIC DEVELOPMENT

133

Consul General Nakagawa Visits Marysville The Consul General of Japan in Detroit, Mr. Tsutomu Nakagawa; Deputy Consul General Mr. Yuki Ebihara, and Consul General Nakagawa’s wife, Mrs. Chieko Nakagawa, visited Marysville for a goodwill visit in March. The visit marked the conclusion of Mr. Nakagawa’s service as Consul General. Goal 1-3 Japan Local Government Center of NYC Visits Marysville In September we welcomed a delegation of Japanese nationals through the Japan Local Government Center of New York City. The delegation included representatives from Miyagi Prefecture, Hiroshima, Oita, Tokyo, and Kumamoto. The delegation visited Marysville and Union County to learn more about the structure of our local government, economy, and K-12 education. Site visits included Uptown Marysville, Marysville Early College High School, KG Agri-Products, and others. Goal 1-3 Marysville Featured in JETRO Booklet Efforts to strengthen our relationship with the Japan External Trade Organization (JETRO) continued. Marysville was featured in a special edition of JETRO’s The Japan-Ohio Investment Dynamic. The booklet was widely distributed to JETRO’s members and affiliates – domestically and abroad. Goal 1-3 Community Remembers Great East Japan Earthquake & Tsunami On March 11, community leaders gathered at the Japanese Friendship Garden at Partners Park in Uptown Marysville to mark the 10th anniversary of The Great East Japan Earthquake & Tsunami. The disaster killed 15,899 and injured 6,157. In total, 121,778 buildings were destroyed, with nearly 1-million more suffering damage. Goal 1-3 Uptown District

• EDP staff met with a number of parties interested in undertaking redevelopment projects (mixed-use and multi-family) in the Uptown District. It also began marketing the Marysville Water Plant for future redevelopment. Major projects undertaken include Leon’s Garage, The Avalon Theatre, and The Half Pint (expansion pending). Goal 1-2, 1-2.1, 1-2.3, 1-2.5, 1-2.6, 1-2.7, 1-2.10

• The Uptown Development Group continued to meet throughout the year, focusing on potential redevelopment opportunities. Goal 1-2, 1-2.1, 1-2.2(2)

• An application was prepared to establish a new Community Reinvestment Area (CRA) north of the Main Street Bridge to roughly Elwood Avenue. This CRA would stimulate the redevelopment of the new North Gateway District. The application is pending approval. Goal 1-2, 1-2.10

• Application was made to Heritage Ohio to have Marysville included in the Prospective Main Street Communities Program. A DART visit is pending in spring/summer 2022. Goal 1-2, 1-2.2(1)

• The CVB launched efforts to begin the Union County Wayfinding Program, which will include the Uptown District. This effort should conclude in 2022. Goal 1-2, 1-2.14

ECONOMIC DEVELOPMENT

134

Law Department 2021 recorded the eighth consecutive year that the Law Director has served as full-time counsel for the City of Marysville. In addition to Municipal Court prosecution and income tax litigation, my office has been able to devote time to areas of advising Council, boards, commissions and City departments; delinquent tax litigation; economic development; contract formation and review; and assisting in many engineering, planning, zoning, and exterior property maintenance issues. Headquartered in City Hall, the Law Director has been available to review matters and answer questions to help eliminate potential legal roadblocks.

In 2021 the Law Director was fortunate to have Julie Spain, a skilled attorney, as the part-time Assistant Law Director who acted as the City Prosecutor. Ms. Spain appeared daily in Municipal Court to represent the City in its prosecution of all misdemeanor and traffic offenses in Marysville. She was at the police department each morning to answer questions and review statements and other evidentiary matters involved in criminal cases. The City was also again privileged to have Mr. Eufinger, an experienced attorney and former magistrate, retain his status as an Assistant Law Director on a contract basis to cover cases where a conflict of interest existed or when Ms. Spain was unavailable. Further, Ms. Spain and I were and are available 24 hours a day to the Division of Police to assist officers in making charging decisions when unique or difficult factual scenarios arise.

The Law Director’s office maintains a professionally cooperative relationship with the Division of Police. Routinely working together to update policies and procedures as laws change, the Law Director’s office also provides legal instruction at the Division’s periodic ADAP (Advanced Detection, Apprehension, and Prosecution of Persons Under the Influence of Alcohol) training sessions. Outside of courtroom matters, we routinely communicate regarding substantive and procedural issues.

The Law Director is also responsible for filing in the appropriate court (Small Claims Court, Municipal Court, or the Court of Common Pleas) civil complaints against individuals and/or business entities who have failed to pay or are delinquent in paying their municipal income taxes. Once judgement is obtained from the appropriate court, the Law Director is further responsible for collecting on these judgements, which include conducting judgement debtor exams, attaching liens to real estate, and the garnishment of wages. However, before those measures are taken, the Law Director, along with the Income Tax Administrator, work diligently to amicably resolve these matters by offering additional time to make payments and by entering into payment plan arrangements with taxpayers.

The Law Director is responsible for representing the City in proceedings in Court or before administrative boards. The following is a synopsis of matters in which the Law Director represented the City in 2021:

LAW DEPARTMENT

135

Municipal Income Tax Collection In 2021, the Law Director’s Office filed 188 complaints in Municipal Court, Small Claims Court and Common Pleas Court for the collection of unpaid municipal income taxes. There was $211,833.56 collected from Defendants paying in full prior to trial. The City collected $ 35,795.44 in partial payments from Defendants that entered into Agreed Judgment Entries to reimburse the City through scheduled and court ordered installment payments. As a result of these court filings, the City in 2021 collected a total of $ 247,629 of unpaid municipal income taxes, penalties and interest. This is an increase of $84,993.01 from that collected in 2020, making 2021 the second highest annual collection, just behind 2019 when $258,350.47 was collected in unpaid municipal income taxes. In the many cases where default judgments were entered and payments were not made in accordance with the terms of the Court orders, the Law Director pursued collections by way of judgment debtor exams, show cause motions, garnishment of wages, and the filing of Certificates of Judgment against property owned by the Defendants. The City continues to make progress in these collection efforts. Municipal Court Prosecution The Law Director represents the City in Municipal Court in the prosecution of all misdemeanor and traffic cases that arise within the City of Marysville. These cases ranged from first degree misdemeanors, such as domestic violence or stalking, to minor traffic offences. There were a total of 1,131 misdemeanor charges arising in the City of Marysville that were filed in Marysville Municipal Court in 2021. Of those 1,131 charges, 342 were criminal, 726 were traffic, and 63 were related to the operation of a vehicle under the influence of alcohol/drugs. Conclusion As the full-time Law Director, I have been able to provide necessary legal advice and services to City Council, City Boards and Commissions, and City Officials. By being part of the City’s daily pulse, Ms. Spain and I have been able to be proactive in situations that could have resulted in lawsuits or appeals of board decisions. Further, the aggressive collection of delinquent income taxes, I believe, will deter the future delinquent payment or nonpayment of taxes. I am pleased with the cooperation I am receiving from all City departments and employees, and I feel that they are more confident in their dealings with the public and businesses knowing that legal counsel is available to them around the clock. I look forward to 2022 being an even better and brighter year for the City.

LAW DEPARTMENT

136