my Kansas or We I'm just saying what the proposal is just where the proposal, right case number, we want And the first one is the snow plows in case you want to ask about Why did you want one of You're going you're going? Yeah. He's coming to. I don't know where little. And thing it's 6 yeah. Putting email maybe I just to family. Sure is the ladies and gentlemen, we don't have a hammer to North it's right on the second chair there. Just It's the first one What
do you to I'm following so. We'll see as one the I'm not I know who we turn these into. Are you guys going to collect fees or to speak? These are we signed up to talk for the items listed here. Would that? Yeah, somebody collects then they let you speak for those items. Good evening like to start the Ant-Man and Finance Committee. Like to begin bottom with introductions with him. His last time it's meant to counter on thank you very much, MR. CHAIRMAN Paul on a district. 22. Thank you, MR. CHAIRMAN Mike to district 24, thank you. MR. Chaired or Kale District. 23. Thank you, MR. CHAIRMAN Roberts worked for. Thank you, CHAIRMAN. Anything else in District 14. Thank you, MR. Cherry MAY Allen distributing. There's CHAIRMAN. Josh Ban is a guest counselor tonight from district. 21. Good evening. CHAIRMAN Was carried in boots,
Washington, Orange townships district 3. Thank you, Mr. Chairman couple heart as a guest, representative Tony, thank you with consent. I just like to move one budget hearing to the front. I who are favor Marion County Treasurer's Office with consent. It's whenever you're on you're on the clock. On Issuances. Well, you this if you have anything, then you get a vote, a barber. Has on the people, the right people. Councilor you'd like interview be made. Good evening, Chris Tucker. Leno District 11 West side, part of the tardiness. Treasure. Lawrence, we have the hard copy try without it
you need to screen. Welcome, Barbara. No further Let's talk budget for the Marion County Treasurer's office. I am far from Torrance. This is my first budget presentation as the Marin County treasure. I am to rain here this evening by Rodney shopping. Who is my chief deputy treasure. We are honored to be here and thank And for this consideration. Just a agency county treasurer's office is comprised of 4 per distinct additions. The administrative, the accounting and finance revenue and the customer service division. And I think with those titles, it's probably obvious what they do. But if you have any questions,
please just not in that home. Just a few numbers to put out The the Marin County treasurer's office bills for approximately 385,000 parcels annually. That's not the number of pieces of males because we have multi parcel billings that go out. But that's the number of parcels in general in Marion County. We collect about 1.7 billion in 2024. And distributed that amount. We invest about over the course of the year. That's I'm sorry. That's the average monthly that once and we distribute 2.5 billion to 48 units of local government in 2024. Just quick overview of agency staffing. We have 25 filled positions. We have to that they can say is that we're currently recruiting 4
of our night teachers are female. I consider this next point to be good for the agency. The average tenure for an employee in the treasurer's office is 6.5 years with 64% of them 84 to 10 here, right especially proud of that. It shows that we have lot of institutional knowledge and that we have high the affected staff. We approve. Offer every training opportunity we Especially with ai Naco, the Economy Treasures Association. And is actually on one of the committee's forward cfo at your the government finance Officers Association. Now like to ask Rob the 2 talked for a little bit about some of
programmatic and financial successes, right and chief deputy with the treasurer's office. Talk about some of our successes. Our initiative is around. What changes are going on society. Fewer people are writing checks. More people are paying online. So we had this big initiative in understanding the large volume of checks to come We most efficiently process. If you look to the right, we have a chart of mail process monthly for for the last 3 years. We look at that and we look at how we could be more successful and I haven't bowled APRIL of 2024. In
SEPTEMBER OCTOBER of 2024, we have large increases those months and what happen is we took more of an ownership in processing that mail when when bills go out early APRIL, we have ton of phone calls that come in. We're as a as a team. We have to answer those calls. Do we have a slight lull? And we we looked at and we felt that there was an additional week where we could process as much mail as possible for the in-person started to ramp up again. So that was one of our big wins. And when it comes to lock box fees, we reduced those fees from a 65,020 12, 2016 that we pay vendors to to 24,033 1020. 24, the other thing I mention about electronic payments being the being a really big, big trend. And that's something that we
want to make the public aware that when you walk and you can make a payment electronically. So if you go to the to the 10th floor, you'll see some signs that essentially says if you want to be first in line, you can you can. You can pay online. Given that option. We have literature also to tell people under understand what options they have when it comes payments the treasurer's office, another program success is collecting 11. So we said no tax bills. We want to collect that 1.7 billion dollar let each year and distribute the funds that units of government and we were successful collecting 101 in distributing 101% of the levee. 2 units of government last year. And other area where we to concentrate this in the community engagement that reach, we prefer you sleep did not have personnel
to this. We have since created a position with interim position. It's not a new position. We simply reprinted in session to create a community coordinator and we focus on key if that's where we can reach out to people help them understand property taxes do a number of property tax checkups, make sure they have their deductions or exemptions in place and educate people property taxes. We have to provide these services in the area where we have the highest incidences. Tax sale, parcels. And just to give you an indication of what those areas are, it's Coats, 2, 4, 6, 2, 1, 8, 4, 6, 2, 2, 2, 4, 6, 2, 1, 4, 6, 2, 8, 4, 6, to And you can see the neighborhood. Second prices. That was cep its. And I think
it's interesting to note that 49% of the tax sale eligible parcels, we're from the top 5 zip codes. That's a lot of concentration in those I want to talk about a major goals that we are setting for ourselves for 2026. And that is to increase paperless bills like for a whole bunch of reasons. And it's more efficient. It's more effective security, environmental impacts. But I'm going to lie to you and say that there's not going to be offset. Are we to action and post it? So we're looking forward to the right. We have about 30,600. We're souls that are on building. And our goal is to increase that by 10% next year. I'm going the budget you can see for character one
character to character, 3 in character for we didn't have any change in character to in character for overall. There was a 7.6% decrease. And I'm going to each character in the next lights. Character. One, a. It really helped him staffing pretty. From FEBRUARY of this year, we held a constant they'll be at a 2.6% increase Kona. And that really comprises or character one budget. Our care due to budget. We held steady at 11,319 with character 3. We did a reduction of 13.5% Most of those were. Really charges from internal agencies. And it's really just the way that they change So you can see I sa was was what was the biggest with $149,000 reduction? And they're also
reductions a bill that already of corporation counsel also with the the new telephone. Service that we that that we we we have a reduction because we were on and on on an old telephone service last year character for we had no change. Now moving revenue the biggest the really good thing about a revenue and what what we do in the treasurer's office. We have a the portfolio of about 80, 80 to 85% as liquid. And we have about 15 per said where we have short turn term investments in 2020 for 2020. 3, we average about 5% on that on that money. And we're projecting a 15 million, 775,000 and investment earnings for 2026. Make that goal. We have to average around during a quarter when it when it it comes to our
liquid earnings. Expect the average balance to go to go up about 3 and a half percent this year and next year. So with that 7% increase will have about 450 billion dollar average balance with that next. We should be able to make the investment earnings budget. And I really expect with some of short short-term investments that will be able to exceed that goal. Next lies, a breakdown of what are what are Ernie's war for the for the for last couple years? And are you today right now where we were 313,334. So we'll be able to will exceed our budget for 2025. You a pet from nation, which also includes the Flyers that we send out that we use as part of outreach efforts. Printed in both English and Spanish. For patrons. With included all
of the account. Reports that are part of package that everyone subnets that we try to make sure sweet. And to the point and I'd be happy to answer any questions you MAY Thank you, brother. Any questions from council counselors counsel Neil son. Thank you, Thank you. Treasure Chief deputy. We want to take one setbacks on the investment earnings target. So. We're projecting that we'd be able to hit the target because you mentioned we have a higher we have a higher balance. The normals that correct. Not not not normal to balance the average, but the balance increased 20 25 million the last last few years. That's
just with taking property tax revenue if live revenue close or office distributed 2 units of government. So it's just that it's just kind nominal increase as we see hopefully growth in both of those Sosa sources of revenue. Great, ok? Thank you, MR. CHAIRMAN. Thank you. Any other questions councilors seeing? My question is. Someone's house is going to be sold for How many chances do they get to pay off the taxes as What's the process like that? First at is that to become eligible for tax sale? We will parse free at east recycles behind. So conceivably be a year and a in property tax. So when it to tax sale, it actually a tax lien sale. So we're selling.
This is a on the property. So and then there is a period of one year after the sale. We're the owner can retain the properties, said whoa, they have the year after it actually going to tax sale to redeem the property. And it takes to hear have to get to that tonight. Cancer boots. I MISTER CHAIRMAN, thank you, treasurer and deputy. Good to see you Just a couple quick questions on your character. One fees looking is live at 11. I MAY have missed the reduction the variants are you a spot or 2 down and personnel is that it? And you don't expect to fill that spot is that's what is that? Driving that number? Pretty in this as as we have tried cross train and get people trained in different area. Does. We have also reallocated some responsibility take these. And we have a couple of positions. I think there's just in that
like. To keep them open and keep wage controlled. The Building right now. Great. The final follow up on character. Slide. 13. You mentioned variance is mostly due to the way charge backs are handled. Can you just expand on that briefly? Well, it's primarily via sh barge back and they've gone through and I off and here I don't want to them up I would ask him to correct me if I get it wrong. But ice is and to an analysis out, they charge. Rick that their charges, their internal charges. And there are some agencies who increased since decreased that has to do with the realignment published charges are made and it just so happens for us that it was it. The great wonderful.
Alright, thank you. Thank Any other question, counselors, anyone public with the switch speak on this seeing none. Thank you your team. All right. Up next, as proposal, 2.36, and counselor hard as you like to take 4 minutes. Thank you, MR. CHAIRMAN. And we got presentation that I've got prepared get that up there. All right. I'm going to the next slide. All right. So members of the committee, so I appreciate you taking the time today to hear essentially what I've got to say in how this even came to be. So the purpose of today's presentation on this proposal is just to give you guys an update essentially where this idea came from, what it does and what to ask is the view
today ultimately is to move it forward with full count to full council with a do pass recommendation. Next slide. Please. So how did it begin if you guys MAY or MAY not be aware back on JULY I hosted along with council Bain and counselor Cahill participated. Public Safety Roundtable where head the chief of police chief or fire chief of Mesa Prosecutor Mears and that you can fire fight into that. So basically all the Chiefs of public safety and years there. And if put basically asking the question, you know, what are things that we need to know is the council right put together a report on that and I'm happy to share that it's more of a public safety. But this is actually one of the findings that came out of that plan. I had a pretty simple question. If there was one thing I could change or we
could change as the council that would make lasting changes in the city. What would it be? And they said eliminate the residents That's honestly with the idea came it wasn't something I was just sitting around in my sleep and said what, you know what? We should go visit the municipal code and identify this thing and remove it. But fun fact, this was actually something put in the music owed back in 1977. So it is along it's been there for a long time and I thought it was appropriate that we revisit it based on the leadership's recommendation. So that's how began, where we're what we've learned throughout this process. And you MAY have seen in some of the committees that we've been on, but I know members of the Republican
caucus have been asking various leaders what their opinions are on the residency requirement. There's been varying degrees and opinions on that from the coroner's office. Forensics, Todd you know, even the public defender's office, right? There's a been a ton of support for various reasons, right. And some of those are on the slide here about whether it's, you know, trying to get back, feels, you know, finding specialty rolls, you know, folks not even applying because they see things on the application says you have to live in Marion County. So, you know, when we put this together, we try to keep it really You know, I worked with if we get the next slide, please. I worked basically the attorneys of the mayor's office and the council office. I worked with council appears counselor beeler and slaughter as the counselors and attorney
counselor to figure out how can we what is the most officiant and effective way to modify this? And essentially they brought a couple things to light that there were some state statutes in place that are required for director roles and council council such as the Corporate Council roles and then firefighter and there are residency rules on police essentially what this proposal does is eliminate some language in the code that requires the broader scope. So anything that's not mandated by state. But the broad scope across Marion County to allow anybody to live essentially wherever they want, right? We just took it away and eliminated the code that was in there. We do not add
anything new. So essentially this draft preserves all state level requirements that worst still there. And anything around residency for police vehicles and things of that nature. That's still states that doesn't change. It's the folks that. Fallen to all the varying degrees of categories that we've seen with every dpw be in fire, support, mechanics. You know, folks that are just working at the city that don't fall under one of the specialized categories that say they can live outside. This covers that now to be able to live outside of Marion County. Next slide. Please. So what we've learned throughout this time in terms of really the challenges and the benefits that come with a lot of specialty rolls came out throughout this conversation. You know, folks like the coroner's office and
the folks that I just won the tournament. I forgot it. But do the stuff on the body Sprite. Those are hard to find in the forensics office, folks that are especially trained, friends, its work and investigation type of things are public defenders. The union members of b in Code enforcement said it would be great for them. So I mean, there varying things But this process that we've learned that there's desire for varying reasons. One reason that we learned is that, you know, surrounding municipalities don't have this requirement. So we had a conversation with director because it was formally I think the sheet and a leadership role in fishers before coming here. She lived in Marion County when she worked in Fishers. You know, we had conversations about. Faster time to hire for, of course, if the pool is
broader, it's going to be easier to find candidates. You know, we had another individual who is presenting that brought up diversity of pipeline, admitted easier to hit our diversity numbers by again, expanding our pipeline. Other things included when people have changes in life events, they have more children. They want to look at different school options. They need to get a bigger house or whatever that reason is that fits their budget. This provides an option if they're currently a city employee to find those elsewhere years, what really stood out to in this decision are in this conversation that I've had is today's there are there are waiver options and that came up very conversations so if somebody say wanted to work or live outside the county, they need to get a waiver for and
where that ultimately ends in approval happens is with the chief of staff. It's one person makes that decision. Case-by-case. And you know what this would do again is just making even playing field for everybody. So were all on the same on the same page of the city other than what's required by state. The other thing that just hit on me and thinking about, you know, if I worked for the city, how would I feel if you know and out I'll pick on because I was just talking to the right half of their staff is the 9-1-1 operators they can live outside the county. But there's another staff that they have that works for of that has to live in the county. And you think about around, think? Well, guy next to me, we both support public safety and some pass another. But he or she get a live outside the county. But I'm right across the hall and I have to live in the county. That's not fair. That doesn't
help was employee morale are things that New Jersey. Well, so that just hit me. And it is I empathized for, you know, this is just one of those things that it's really old. It's 1977. Policy. Things are significantly different now. I know, however, many years later it is, you know, it's time to make an update. It's time to address next slide. Please. So I did talk to the city just to make sure that was touching all bases. And, you know, there major concern is covid at the end of the day that if folks don't live here than their county income taxes and stay here. To where that boils down for me is departments. You know, at the end, they can still. Side on who they're hiring, right? We're not forcing them to hire people outside the county. They still gonna make that decision to the hiring process. So they have the
ability the autonomy to to make that call. We're not replacing anybody, but we do put a lot of some can cost and the people if they stay in and leave and that cost overall to me outweighs anything that we would look at and losing in covid the most importantly the and with is that. When we think about the city grow in the around the employees here, we shouldn't put money over people when thinking about covid dollars, we should. We should create a work environment that gives people the flexibility for any of those varying reasons that I that I picked on about, you know, where to live and things of that nature and retaining high-performing employees often will save more money. Then making him live here again, you know, for whatever reason that that MAY be so with MISTER Chair, I am finish. My presentation. Thank Any comments from accounts
accounts are? Thank you, MR. CHAIRMAN, I do apologize for my tardiness. Thank you, counselor heart for your presentation at MR. CHAIRMAN with your permission, Master cfo, a question regarding this proposal, actually, again, why I think it is important that we expand our pool team members, employees to the city of Indianapolis. I also believe that we have talent as well right here in our community. But the bigger issue that I have of his proposal is that the financial impact said this at multiple committee meetings. We had the fiscal agent for the city and the responsibility is to levy those dollars. And so that's my biggest concern about that. Also cannot have no issue with expand in the port to want to say that. I think that is in part important that we continue to diversify the
talent in this in this building, across the enterprise, MISS Khan is what's the and overall impact. But this proposal have on our city county budget. So the estimate anywhere between 3.5 million to 4 million annually. So at hello question, MR. CHAIRMAN. Kelso Heart Ready. You believe we make up that difference? And again, we know that there's already restraints on the on the budget. How do we make up that difference? Yeah, you know, might explain. And MISTER Chair, if you don't mind having that cfo, explain how she came to number would be interested to know that was calculated after my question, MR. CHAIRMAN. How do you make up the difference? Mike? Question isn't if look. Think it's important to know the validity of the number. I mean, if we don't have to make up that actual number than how we got to that number is important. Thank you. Any
other. Any other questions counselor? Thank you, MR. Cfo Harris, can you explain how you came with the 3 and a half to 4 million dollar number? For to our controller who's in the audience today, control Hansen, can you come up for a second? If you don't mind? Good evening. The 3 and a half a million dollars is a number that I did. The analysis. It is based on the assumption that today 49% of our eligible employees, public safety employees who are not required to live here. 49% live outside of the county. If we assume that 45%, 49%. Of the employees that are currently restricted by residency are to move out of the county that it would generate a 3 and a half million dollar loss in income tax revenue. And then on top of that, there gas taxes, we'll taxes and license. Excise taxes are either based on population or the location of your residency. And so the culminating impact of those is about a half a million
dollars. Mascot. Thank you. MADAM Controller. Is it the administration's expectation the if city employees, City County employees are permitted to live outside of Marion County that almost half of them would rather live outside of Indianapolis. Marion County that inside the city. I can't speak. So what people are going to choose to do. But I think looking at what our current distribution is is the best way to do an analysis to use what we know and make an assumption that that could be the impact moving forward. I mean, I I think we like I know you said that you're not really able to judge what people are doing. But when you come here, you say 3 and that's going to cost us 3 and half million dollars because
we think almost half. Of this people that currently work in this building would rather live outside the Marion County that it's a bold statement to make to be good. That's not what I'm saying me. And so. And we also that there's a big difference between public safety employees and other employees of the enterprise. We know there's a culture law enforcement living in bigger, much Paul cities. A lot of them want to live outside Marion County. So there's a big difference between the culture of that workplace as well. And that job compared to other more civilian jobs here in Indianapolis as well. Any questions? That's why like him. As can see the name to Thank you, MR. Chair I wanted to kind of make comment real
quick after getting a lot of considerations proposal. It put it up for really for all the points that were highlighted before really recruitment and retention. And really just the consistency of city employees. I think my perspective on his partially shaped I was right on the county line 11 96 in Fall Creek. And if you look Minot north of me being a Hamilton County, and if my perspective, I would rather have those positions, you know, whether its engineers or people at the different county agencies for people, even if they are Minot North than not at all. Right. In those positions, I do think there should be a preference for people have in the city. But to me, it's not the end. All be all you know, I run into constituents all the time who work for the city of Carmel or record store.
Lawrence. And I think the argument they would make is, you know, those employers, as we're concerned about the ability of people to these positions. Well, not necessarily where they live. And I think you can have a stake in a city where you live there or not. So I think if you're doing a good job, that's my argument that we should be able to really retain positions and recruit for them. So I plan to vote respect. Both sides of it. Again. There's a lot of pros and cons to it. I do think the pros outweigh the cons. That's why point before. Thank counselor thank you very much, MR. CHAIRMAN, I appreciate the conversation that has initiated through this proposal. You know, I think back in in the in the 1970's this this was a good policy. It was a good policy for the city of Indianapolis because the truth is regardless, I would assume of where you sit on this proposals side,
whether you're for against it, we all would acknowledge that we would love to see those who live in our community working in the city. I mean, we all i think would like to see that and and and that's how it's been. I think the last, you know, 30 or 40 years. But life's changed times have changed. We have a lot more competition with our Dona County neighbors, Hamilton County Johnson County, except and so, you know, whether it's public safety in particular, you know, we talk about how other munis but municipality's have been able to poach our talent from our departments. And we've had a kind of ever come back to the table and salaries and benefits to try
to keep pace. So, you know, wow, I don't necessarily agree with the controllers figure. I think we'd have to pass it and really better understand. I think about all of the money and resources that we lose and waste because we can't fill vacancies because we can't identify folks, particularly with specialized skills. So I think that you have to balance all of that out. I don't think it's easy enough to say, well, you know, we MAY project 3 and a half million dollars will look at what we're losing today with the vacancies that we know. We're probably going to continue to keep if something doesn't change. So I think that the environment's changed. And I think that if something like this past, I think more than anything, it puts the onus back on the city of Indianapolis to continue to be competitive with its peers
in in central Indiana. You know, you think about the snow discussions we had earlier this year. You know, we're other communities offer other services and other amenities than Indianapolis needs to make sure that we continue to be able to provide world-class first class amenities and services, 2 residents to not only get people to want to stay but to get people wanting to relocate or come into Indianapolis Marin County. So, you know, if the city had not been singing the same song for, you know, 10 years where we continue to have vacancies staffing issues, maybe I wouldn't support this. But when you think about all of the things that we've tried to fill vacancies attract more people to the city to a large extent. It hasn't worked certain areas. And when you hear from some of the folks here tonight who have said it would make their lives a heck
of a lot easier. I don't see why you don't at least give it a shot and evaluate it in practice. Not in theory. And so I look forward to supporting a council council. Thank you, MR. CHAIRMAN, just to follow up with counselor on these comments week were questioning the controllers math when it comes number. Where are we getting that data regarding vacancies? We have an issues with Is there anyone administration that can speak to the actual vacancy rate? Because I haven't heard that narrative that they can see rate is at a all-time high that we need the council to stop for it. Thank you. Take a stab at this one. Looking at the vacancy because that they can see data. We heart 20% more staffed today in non police on fire. Non seasonal positions compared to 2022. So that is a substantially better
position than we were several years ago. Additionally, if we look at how many positions we have posted open right now to recruit for we have 69 postings that are on our website for non policing on fire. Just assume that what I'm saying is always non police non fire non telecommunicators people who don't have this option. And that accounts for 151 positions. So, you know, snow, truck drivers or whatever we might have one posting, but we're filling 5 positions 151 positions. If you take the number of positions were trying to fill. Or in relation to the number of positions we have filled already. We are at 3.6% vacancy rating vacancy rate. So pretty small. And as we've talked about, there is a
current residency waiver process and we have granted those in some instances for very specialized positions. So looking at things that like it requires mechanics that require a cdl and some kind license or experience. We have also looked at them for like a license polygraph examiner. There's only 4,000 of those nationwide and so things that are. Very technical or we just don't have a large pool of candidates that are here in the city. Counselor. Thank you, MR. I appreciate but whether whether or not I agree with the specifics of the of the mask or not, I appreciate the concern about the the last of the income tax that will tax the various taxes that would otherwise come here if whether we hire somebody from the outside or if someone we
moves out. But I guess when I look at this, we we used tax dollars through tax abatements on a pretty regular basis. And I typically asked a question often times it'll be privately with the other counselor. Recently had to not where people are working like great here in downtown, but we had a counselor heart had one recently and then counsel Robert. So really appreciate your commentary because when we looked as an example at the Roche tax abatement, it sits right on Hamilton County we don't see the numbers that are being discussed here. Even when you have no obligation, know anything in I guess I would say highly specialized type of employees scenario we we have not. Historically. Pushed for Marion County residency requirement or say put an obligation to say you have to have x percent, even
if it's not 100%. So when we are talking about tax dollars that we him to the private sector. We don't concern ourselves with that. But when we're talking about hire employees, all of a sudden we are. So I I guess I take it. I hear the concern that I take it with a grain of salt because we're not being consistent. If that's the case. Thank you. Counsel Mary. Thank you. MISTER Chair. You know, I do a little research on my own on this because I think 1977, that's over a decade older than I am. And looked I look at I see look back. I see that 1977. We had release of Star Wars. Disco is on the Elvis died. And Jimmy Carter was sworn in. Those are all things that happen. 1977 along with this for a long with this current
proposal that we're trying to amend. A lot's changed obviously, since then we've seen changes in the dance style changes in the music style. All sure. Elvis's music's greats till We've seen a lot of change that as well. And I think it's been the miraculous thing of the country as a whole is our ability to make make these changes and evolves with change. I don't think that I can appreciate controllers. MADAM Controllers, analysis on these numbers and, you know, I think you can depend on ship. Those numbers un mandate starting number. So and not that you would do that. It means I'm not trying to insinuate that. I just think that we've got to take that kind of with a grain of salt because we don't know what what a lot of people would actually leave the city. We don't know if it would have a huge change in. I agree with counselor Cahill. The only give away a lot of these tax
dollars to these corporations for these abatements. We don't have any kind of requirement on them hiring Marion County residents. So I think to council Harper said it pretty well. It's kind of put people over money in making it where if you want, if you for the city, great, come more for us. But we're not going require you to live here if you don't, if you don't already live here and you always like we've said many times tonight that you have the option to the preferential to folks that do the Marion County and well, question about the right, the openings and the vacancies we have within department. Think one thing we've seen year over years that there are vacancies that remain unfilled. I don't know I've seen very the very
few times if we have it all seen a budget hearing where we've heard they're fully staffed. Usually some openings and, you know, can help us move forward as a city and have for staff to be able to do more good work for the people that up with. Don't know why have an arbitrary line. The the end all say offer this. I do plan on supporting this out urge my fellow counselors here to support this as well. Thank you. Thank you. Accounts are being. Thank you, MR. Feel like doing a lot of talking tonight for guests, counselor. So apologize for that. When we compare, you know, our vacancy rates now to 2022, it's a coming out of a pandemic. I would almost expect to see a pretty big difference, especially when you look at the amount of union contracts
that we've done, you look at the bigots rates within union contracts, not public safety. Union contracts. You see that that is pretty low. But then you look at other civilian vacancy Let's pick a random one that was last which was the PWc. Budget hearing and Director Wilson confirmed that we are at almost a 25% vacancy rate would be pw. Engineers. And we don't do that. We have to go out and get contractors to do that. Those contractors don't have to live in Marin County. I'm just going to take an assumption that we have to pay them more per hour than what we would pay a city employee don't have confirmation on that. But I think that's something that we can all speculate and then we do have a vacancy waivers.
Well, everyone has acknowledged that. The problem with that is there's so refute this. They can. But every department head that I've spoken to has told me that you have to officially hire someone first. And then get a waiver. After they have been hired to have them live in the city county. Our to work in the city county enterprise. We all know that these people are just not clicking apply because it says in the job description that you have to live in Marion County. Some people just don't want to do that. But this isn't about that. This isn't about dollars necessarily, even though I do think this will have a cost savings to it because of the fact that we are having all the suffering costs and having
to hire all these contractors. It's about how do we serve the people of Indianapolis, Marion County, the best. That's our job. How do we serve our constituents bus? How do they get the best city services for me when I die on 9-1-1. It doesn't matter. It's a person answering lives in Marion County. And right now they don't have to. When the ambulance shows up. And is taking my mom to the hospital. It doesn't matter to me where the mechanic Liz, but he's doing the work on the ambiance. I want run. That employee has to live in Marion County. Building Home right now in Marion County. I have to get permits. It does not matter to me where the person lives that is having to issue
me a septic permit. I just expect it and a reasonable amount of time. I think that's what our citizens expect as well. And this is a great way for us to serve our citizens the best that we can. Thank counselor Nelson final question. Grant thank you, MR. CHAIRMAN. So I want address a few things. So bear with me, MISTER CHAIRMAN. So should the officer, you know, I know there's this discussion about. How much this MAY cost. I think that that's really important and face even with the leader was was was asking getting, too, because this is ultimately a spending decision right choose to do this is a spending decision and not having an offset. Is. A little bit concerning and we can debate whether or not the controllers estimate he's good, valid in between but to ignore that it does or does not have a fiscal impact, I
think is a little bit. Intellectually dishonest for this debate. And I think that if if the objective is putting people over money, I couldn't agree more. So if we're gonna make a spending decision and we established the principle that we're going to put people over money, why not invest 3 and a half or 4 million dollars in the people who actually work here right now. Make it more competitive to want to come work in public service writes, I'm just basics of supply and demand. And so I don't I don't like some of the conversation of well, if if we open open up to other counties, we base so that you can get employees at it at a discount. I watch a lot of these budget hearings,
actually every single one of them arguments like that have been made. That MAY be if we open up to surrounding counties that we can pay employees less to do. What is I agree with the counselor main really important work for our city. I also want to point out that I don't know if any enterprise at all those Everett, full staffing. I I just want I want to point that out, you know, as the conduct of the largest economy in the world, we actually accept that unemployment where they can seize are part of a healthy and functioning economy. City county enterprise of our size is no different. I also want to address kind of the discussion on tax abatements. I appreciate that. I appreciate where you're going. Counselor Cahill, but I think that's compared to different types of fruit. I don't know which ones but it's definitely
apples and apples because tax abatements, I think should be evaluated on what the long-term impact that they provide for the property tax base. That's the evaluation that's being made. And so I do appreciate that. I think we need to make sure that we're isolating because there's some tax abatements that are great and we shouldn't be approving them again. Those are spending decisions. But the outcome of that spending decision, it's what's best for the property tax revenues in the future. This is a spending decision on what's in the best interest of the city I think that we should have a capital city in a community where people want to live and want to work here. And I think we can provide a good example of that by the people who live and work in this building and I'd be happy to talk with my colleagues about how we can incentivize again, more public safety
officials living and working our community. But I just I just think that this. It's just missing a few things. And to think I think unfortunately, is a so Lucia, search of a problem and they're just a few pieces on this. The kind of I think the supporting evidence on it doesn't really hold so for those reasons, MR. CHAIRMAN, I will be voting. No. Thank you. Entertain a motion. I believe that you forgot to take public testimony. MISTER CHAIRMAN. Anyone public like speak on this. We have one every go. Good evening. Thank you. My name is Ray As we move forward to the public comment portion of the debate for this proposal, I would like I would like to remind my colleagues and the members of the public of a few ground rules in order for everyone to have a fair
chance to speak and be heard. It is important that we observed the following ground rules. First. Each speaker will be limited to 2 minutes. Second, any public comment must reasonably reasonably relate to the agenda item under consideration. The speakers who stray away from items under consideration or become unruly repetitious MAY be axed to move on to their point or conclude their comments. Finally, attendees who caused disruptions that prevent the council from proceeding through today's agenda. In a reason blue in a reasonably efficient manner will be removed. Thank you. Please. State your name. A name is Ray Casanova. I'm the chief public defender for the Marion County Public Defender Agency. And I just like to say a few words about how the residency requirement impacts my agency. First, I just like to say for due process to be
realized there should be parity between the public defender in the prosecutors office. The prosecutors office currently does not have a residency requirement. My office does my office currently has vacancies, particularly within the major felony division, has 5 vacancies that were attempting to fill the residency requirement is impacting my office's ability to fill those positions. Those positions handle everything from level 4 felonies to murders. Whenever my office has problems with staffing, we run up against the possibility of falling out of compliance with the Indiana Commission and court appointed attorneys reimbursement
standards. The commission reimburses this county, 40%. My budget each year in 2024, that was 10.3 million dollars. I'm expecting you to be closer to 11 million dollars this year. If I do not have the ability to fill that staffing, we are at risk a falling out of compliance and we are at risk of not receiving that reimbursement. I want also the counselors to understand the impact that the residency requirement has had on 4 of my employees in 2025, one of whom requested a waiver that waiver was denied. As a result of that, he had to leave the agency. He left behind 114 cases that had to be then re.
Taken up by all the remaining staff that put additional pressure on that staff to take those additional cases as well as having to take more assignments because the staffing was left. That person had significant amount of training from our office. He was an attorney in our office for 3 years. He was qualified to handle higher level. Another minute. Thank you. Higher level cases. We also had another attorney in our major felony division who left because of the residency issue. She left behind 67 cases again, that left a difficult situation for us to handle. I understand the situation with regard to revenue and with regard to connection with the community, we do risk the revenue that his return from the commission that's approaching 11 million
dollars a year. We also risk the connection that are office. My office does with the community. We connect on an individual basis. With the community. We do not build something and then leave with or without the residency requirement. Public defenders are actively involved in the community. They're facing clients who are facing their worst day and they have to begin by building that trust so they can effectively represent them. The residency requirement as it stands right now, does not establish parity with the prosecutor's office. It does not serve the citizens of Indianapolis who we are task to represent under the 6th Amendment. Thank Thank you, Anyone else from the
general public? Again, I'd like to admit entertain a motion. Mr, MR. CHAIRMAN, can I ask a question the I'm sorry MR. Crook defender couple have a quick couple quick questions. So. He kind kind of been both arguments. I think, right? You meet one where you were talking about it, sir. Retention issue. You need parity with the prosecutor's office. But then it also being an ability to. Security us what conversations that you've given that sizable portion of your budget comes from the commission. What conversations you had with those who have made the decision for our public safety officials to allow for residency outside a Marion County. How those conversations of non today, the conversations that I have with regard to waivers are with the mayor's office the chief of staff's Office, chief of staff of the mayor's office. Those are the conversations that I have
directly. I have to demonstrate that. There is a unique set of skills that this particular person is providing. I think I demonstrate that when I when I can show that I have an attorney who's been trained and recruited out of law school that we've significant resources to train and they're handling 114 cases that they will leave behind, which will overburdened my staff. That did not. That was not sufficient for the waiver. In my understanding is. They are reluctant to grant waivers because they do not want to set a precedent that opens the floodgates for more people coming forward for waivers. I think the question when to get
to excuse me is organ that time is that parity concerned with the prosecutors office? We don't have any control of that. I could say I want prosecutor Mears to higher. Every single person in Marion County won't get anywhere. Have you had conversations with those at the state level, those who made the decision for us as to providing you relief. At the state level. Have okay. There was a bill that was set forth in the 2025 legislation that relieving the residency requirement for municipal attorneys. We approached that sponsor of that bill to ask her to include a provision for public defenders that was not allowed us. So we then came here at
this at the local level. The issue with the prosecutors offices. We like the prosecutors office. We recruit from law schools, our philosophy is to find people who are interested indigent defense and provide them a career path. When we do that recruiting and it's perfectly fair, the prosecutor will as as a recruiting point say you do not have to live in Marion County. I mean, that is just something that that's a fact that we have to deal with. It does impact our ability to recruit. It also impacts our ability to retain. I mean, there's been another situation here in 2025. Where we interested in having some when someone come into one of our divisions, that person instead
decided to go to the prosecutors office basically because prosecutor's office was ok with that person living out of county. Understood. Thank you, MR. CHAIRMAN, thank you. Councilor final question. Thank MISTER CHAIRMAN just also want to thank council Nielsen for proving the point of this proposal when it comes to parity. We are not a parity with surrounding communities. Our surrounding communities don't have to deal with this. And I don't know why we would be looking for the state to solve problems that we are facing on the water. You look at the state to say, hey, give our public defender's office. The option to not have parity win. We can do that right now with one yes, vote. And I just want to thank you for the courage that you're displaying by coming here and testify in support of this tonight. I
don't know if you realize it or not. You are speaking for a lot of department heads within the city county enterprise that I have had discussions with that. Want to see this pass, but just didn't. Didn't quite have the gumption to come up and testify in support tonight. Like you that. Thank you. Thank you. Thank you. And so premier promise to go fast. I wonder if they issue is the waiver process. I wonder if there's an opportunity for us to have a deeper conversation with administration regarding just the waiver process and not necessarily that this proposal does try to figure out a happy Medium. Thank you, MR. CHAIRMAN, thank you. Not entertain a motion. Mr Chair. Yes of the proposal to 36 to the full council with a do pass recommendation. Their
second. Cancer on second. Clerk. And I like to roll call vote, please. Council. I COUNCILWOMAN I. Council approves no. Council. Okay. Cahill? Council calling, though, currently councilor Counselor, Do pa. Council Lewis Lewis ne? Councilor mode. COUNCILMAN Wilson Nielsen know. Counsel Robert Robert c s. Council chair mask scary. Know. Thank you. 64 propose what is proposed to 40. Who have presenting that tonight. Welcome, MR. Gove so you're presenting the next 3, correct? Yes, with your permission, MR. Present all 3
at once. Thank you. Well know I do have a consent to do all 3 at It sent. All right. You have floor. Thank you, MR. CHAIRMAN members of the committee and guests counselors my name is Joe Glass. I'm the executive director. The executive director and general counsel of the Indianapolis Pond Bank. Here to present proposals. Number 40 to 40 to 41 to 42. So as controller hands and laid out in the presentation of the budget before the full Council, an increase in assessed value in Marion County has led to an increase in debt capacity. And the city is looking to utilize that capacity to make 21 million dollars in investments. And in public fleets and public safety infrastructure. And that will be done 3 series, which are presented in these 3
proposals here this evening. The bond issuance of the metropolitan there for district amount not to exceed 4 million dollars for snow tracks, paving and line striping equipment. A bond issuance of the public safety communications and keep computer facilities district in an amount not to exceed and a half million dollars for severe weather sirens and other communication apparatus and oppose number 2.42, which would be an issuance of the consolidated city out not to exceed 8 and a half million dollars for a new fire station. 33. As the proposal, number 2.40, be an issuance of 4 million dollars. It would pay for 8 to 10 new large snow tracks. This is done in concert with the purchase of a 14 smaller trucks for connector streets. Larger
trucks for thoroughfare plowing as well as other street maintenance equipment. Proposal. Number 2.41, would provide 0.5 million dollars. Would replace 62 severe weather sirens of the current 171 sirens. It would replace the prime site for the public safety radio system. The prime site is like the control center. It's a centralized location for the control and management voice radio communications routers in attendance for the public safety radio system as well as dispatch consuls for our at 9 at 9-1-1, call center. It would also provide a 0.5 million dollars for the construction of the new station. 33, the current station, 33 is located at 34th
and Mueller Road. It's just southeast of Northwest high school south like the International marketplace. It is a currently a tube, fire station, the new construction, the location, exact location in which to is to be determined would be a 3 base station which would accommodate the newer apparatus of Ifd. Here's some pictures of the current station. 33. And here's some renderings other stations to give you an idea of what that would look like. Theirs. I have the station number 3, which is in Fountain Square, I believe open to end 2019. Is a rendering of the soon to open. I station number. 32 and broader fall and the station
number 4, which is at 84th and ditch. So these would be a general obligation, bonds backed by a property taxes. As I said earlier, are supported by an increase in assessed value. There would be no new levee or no change to the property tax rate amount not to exceed 21 million dollars. A term of 20 years, interest rate not to exceed at 6 and a half percent. With us today financial adviser as more Advisors Bond Council of those McCain Evans and a loop capital will be our underwriter. To give you an idea of the process. We were introduced at the previous full council meeting. We'll do our first of 2 board of public works meetings tomorrow. Go before the full at the next meeting in SEPTEMBER will have 2 meetings before the Emergency Safety Agency's board. And then we plan to go before the bond back for the
final approval in OCTOBER and plan to price NOVEMBER or DECEMBER. That happy to answer any questions that the committee. Thank you, MR. Glasson couldn't read that very well. But tornado sirens, would they be in place by next spring are. Everything is approved. How soon? I believe it might have. Somebody from Mason can speak to the timing of that. Ripped you repeat the question and the tornado sirens when with the new ones be in place, will they be done by next spring? So real real quick So Jacob Spence and the director of emergency management for Marion County so it would be done in phases. The contractor that we would be inland with. That would be the vendor that we used currently for our sirens and their contractor believe they
could do roughly 32 a year. So we would do it. You basically would be through 2026 and then 2027 through those 2 years. Syria. We've we've been working with the vendor to identify those those 62 sirens and to make sure that, you know, we're keeping up as much as possible the current sirens and working through that. But it will be those sirens that are considered to be the oldest and the need replaced. Thank Any other questions. Councilors. A routes. CHAIRMAN. Know the question just couple comments, this discussion of these proposals was. 10 gentle to our entire budget discussion this year because we thought it was the important too one, for
example, proposal to 40 just carry us forward. What we must provide the city to fulfill our charge to them, to improve the snow policy. If we're going to dictate policy, we need to dictate revenue to support that. So we cannot ask for enhance no service without more capacity. So to 40 in money for additional trucks. And then a proposal to 41 with the sirens. The last thing I would ever have in my conscious is a disaster that happened in Texas with the river floods when their sirens did not work. And 9 year-old girls were Florida were flushed down the river. No, that's a drastic example. But we cannot ever let our guard down here in Indianapolis. And
if we have a deficient siren system, it must be fixed. So I would encourage support of 2.41 as well in the fire station group is part of These periodic and systemic is a systematic replacement of their stations on a cyclical basis. So that is part of the the driving force behind to 42. So to encourage my colleagues here to support all 3 proposals. Thank you, MR. CHAIRMAN. Any other questions, councilors, anyone of general public to speak any of these proposals? 2, 42, 41 or to 42. Good Marybel cult of Indianapolis. I first want to congratulate Very happy anniversary for the 100 and
25th signing or passage 125 years has passed since the passage of the Equal Rights Amendment. Number 19, which I gave supposedly all of us equal rights under the law. And I'm sorry, that was another 40 years until we could make that affect Sea Civil Rights Act of 1965. But it's there and women are equal and work happy here together. Thank you. Secondly, I in in not to picking, I'm a little disappointed over that time. We've spent together some of us on on issues of Park expansion green spaces. And I'm I'm grateful that so we retain apparently the 3 million dollars that budgeted. But I've also heard
the mayor say he wants to decrease every department by 4%. And one thing, this fits in saving money. And we're still trying to fill these positions. Many of them critical. I would also ask if if we can look city of 10 snow plow trucks. $200,000. Each apparently there's all kinds of other rolling stock and having at one time responsible for a great deal of rolling stock and it is air 2 problems, mechanical failures. I'm glad they're brand new. But even these things anymore require attention and repair from more talented people. And they're only engaged. So thank you for your attention. Appreciate Thank you for your
comment. Anyone else and general public like speak on this. Thank MR. CHAIRMAN members of the committee, I'm Jeff and you all know I've been of try to persuade. You and the city to appropriate more funds for Forest acquisition. And I want to to point out that at last year's hearing on the budget. So hearing that it was people testifying 4 putting more dollars in the city's budget. That dominated that hearing. There was a lot of uproar over the Gaza situation. But when it came to actual testimony presented, that's the issue that dominated the public hearing. And this year to have $0, dollars being appropriated. And in the here, this bond. Being talked about,
I have a question about what is the total increase in assessed value in the city and wasn't just 21 Million. And also was there some room that could have been there for the 3 million dollars in additional forced acquisitions that we were asking the council to consider. And the mayor's office to consider. We just surprised that that we're told there's no money, nothing in the budget and nothing outside the budget. It's possible for pro putting those dollars and and skeptical of that assertion. Thank you. Fielding frustrated by. Thank you very much. Thank you. Any other councilors have anything on proposals, not at energy and entertain a motion has been moved. And second, all those in favor say Aye. Aye opposed. All right. Let's see council now we have 2 hearings. Up next, Mary County
Auditor's Office in administration. You folks have the floor. You know, you have 6 minutes. Well welcome. You have more than 6 minutes. You have a floor. Thank you. Good evening, MISTER Chair and council members for the record. I am. I love outreach and I have the privilege of serving as the Marion County. At this time. I'm that I heard someone say something. I'm again. I am island outrage and have the privilege of serving as the Marion County. In attendance. With me tonight, I have my chief financial Officer, Tiffany Matthews. We are always looking at ways to streamline and make the office run more efficiently. And so with that, there's been some
changes. You all know Drew Carlson, who was the chief financial officer. But Tiffany becoming the chief financial officer allows Djourou to on have more time to manage our very large real estate department. And also with me tonight, if I could just take a second to acknowledge those that help me do this work on a daily basis. As you all know, we don't do this work alone. I would like to acknowledge my chief deputy Auditor Padding Morris Drew Carson, our deputy auditor of tax Sha'kyra Martin deputy auditor of accounts payable 60 Miller Jones, deputy auditor of pay Row and Liz courting our accounting administrator. So if you just
play perfect and they're here to answer any questions that I cannot answer. So with that being said, we are excited tonight to present to you our 2026 budget for the auditor's office. Agency overview. You guys read along with me. If you like our department structure. Accounts, payable and receivable. Provides accounts payable and accounts receivable functions for all departments and agencies, including property tax distributions, internal charges payments to vendors and to citizens working during elections in serving jury duty. The division also serves as the General Accounting Agency for the entire city County enterprise and performs
monthly and year in processing reconciles cash, balances and funds issues all 10. 99 ce and assist. With the preparation of financial reports and audits for both the city of Indianapolis and Marion County, too. Our payroll department is responsible for processing payroll payroll deductions. Updating employee information on the payroll and benefits systems providing support and direction to agency payroll staff and ensuring adherence to payroll legal requirements, including new hiring reporting requirements. Our administration department provides customer service manages hiring and personnel actions office. Why purchasing and contract negotiation develops and monitors budgets pursues legislation that best
serves Marion County minister's office. Why time keeping and benefit Lee? Finally, one not least our real estate department. Provides customer service for Marion County taxpayers and processes all tax deductions, abatements, corrections and refunds. The division also ministers all noticing requirements redemptions Andrew 3 funds for the annual tax sale as well as investigate Homestead deduction, fraud throughout Marion County. And Element Division provides advances and semi annual distribution of collected taxes to all Marion County taxing units. In addition to preparing the annual tax billing, abstract certify net assessed values and perform tax increment financing, neutralize a shunt.
The settlement. Division also validates tax distribution tax levy and capital projects that human tension that require certification by the Marion County Auditor. The next slide that you will be looking at is agency our agency staffing structure. We have total of 33 positions, 11 in management, 17 instead and we have 5 open positions at this time in those positions, positions or do too, either someone getting promote it within the office someone mean moving to another agency, which was a better fit for them. The next slide that you will see is the demographics. Which looking at
the the demographic slide right down by gender. We have 23 females and 5 males of those 9 females and 2 females are in leadership last year. We only 2 males on staff, but we have been able to hire an additional 3 males. Right down at the it. He we have one biracial employee, 11 African Americans. One Burmese 3 Hispanic and 12 White. Of those 4 African-American, one Hispanic and fork occasion are in leadership. As you can see, we tried very hard to provide or have a very diverse office. Our successes and and and investments and 2025. The auditor's office successfully implemented a new supervisor
position within our real estate division. This created an advancement opportunity within our agency and allow for further cross training for employees. I am a strong believer in cross training employees because the office needs to continue to operate regardless of anything were to happen to any one of us, including myself. Investments and staff. We continue to hire a diverse staff. The represents the internal and external customers we serve in 2025. A payroll staff member attendant, we believe in education and educating, attended a g which is the government finance Officers
Association training and another employee is preparing to take a pay row accounting class to better support the enterprise we serve. Additionally staff has attended the ai training offered by, say. Our operational successes. Successively successfully implemented a paperless process for our kids accounts payable division. Within 3 business days. From the date the auditors office received the invoice prior to for any checks every day we were printing them 3 days a week. So again, as I stated earlier, we I was looking at ways to make the office run more efficient. We start apprenticeship, printing checks daily. This is enabled
us to use less paper and less future expenses for storage. Additional progress in 2025. We're currently working with working on a ch payments for employee reimbursements. I think and I MAY be mistaken, but I know I believe one of Employee reverse of us will be like for mileage. So instead of getting a check, be nice if you can. Working on making those like electronic so that they like automatically positive into your account. 2 in police account. 22 of 2026 goals priorities and out comes our goal is to have at least 75% of our vendors paid by a ch. This will create cost savings. In check stock Loans, Inc. Postage. Our goal is to keep strong relationships with our current vendors and attract more vendors to the city of Indianapolis and Marion County. We strongly believe in just a looking at
ways again. To pay vendors more efficiently not take 30 days possible, not to pay our for vendor to be paid. Cost savings began checks per year. $3500. Check out lowest per year which we were paying $2,375 male per year was approximately $40,000 that we have paying. So these expenses will decrease as we have more vendors to ach versus writing a check, a paper check. We will work with isi to have online In Spanish. Translation. So right now we are providing that, although some of the state forms are still only in Community engagement. The auditor's office says 3 bilingual staff members available to support
English as a second language communities by answering questions and ensuring access to needed services. We also have created is Spanish translated instructions for deduction and just trying to accommodate That the public that we serve. So the real estate deductions forms, as I just stated provided by the state are only in English. What we're doing, our best to make sure that we accommodate. Our clients. Budget breakdown. With as you all know, we have a 5% 0.5% increase in operational budget compared to 2025, you look at that sly, the charge budget. Decreased by 194 k total of one percent or 111 decreased and 2026
budget. And as I down through this budget, you will see where the difference or what was that number? But the difference is in our budget, the in eligible deduction fund is the auditor specific fund. The gets its revenue from collecting money duplicate are fraudulent homestead deductions. The personnel breakdown is the county Jenner general decreased by $200,636. But subsequently, there will be an increase in in eligible deductions. Want this will fully fund current full-time employees level salaries, health insurance and Colo, which is the 2.6% increase. Character $560 increase for fleet charge backs as you see on the slide, which includes maintenance, ina
items. 4 actually my county Overall decrease of 180 k and we shouldn't see a change to service isn't all. Last slide character for as you see, there are no changes. 2 character for. In our 2026 budget. That is our last light my staff and I are here and available answer any questions or listen any comments that you made. Thank you very much. Council counter Cahill. Thank you, MR. Just I a question on. Trying to find here, but that you referenced. But the current process is to take invoices and pay them within 3 days is I guess that are not that there are variations. But as our standard practice for most of our contracts, not something like 30 or something
like that. You speak to. Hi. Thank so I would say yes, prior to this paperless process. We were paying them within 30 days. Sometimes it could be longer depending on when we the auditor's office actually received the invoice. But with the paperless process, we've cut that down from the time that we receive it to within 3 days. That's the pending, obviously, that there's no heirs within the invoice receiver, the purchase order or there's receiver issue or something like that. We have to communicate with the agency to correct. But guess so. Let's say that in a perfect world and especially as we move electronically, things like that, that hypothetically invoice comes in and you get the proper approvals. And I do happens. Instantly. Do you then
actually released the payment? On day 3 or is it in the system to be released like? On that? Certainly 30 days later. No, it will. It will no, we don't. We don't make the 30 days if I'm understanding your credit. Your question correctly, I guess in things once we received the the agent typically the agency received the invoice before the auditor's office says so it goes, through their approval path. It's a if we have to work together with the agency's essentially and that time frame. So but even our process prior By the time we received it from the agency, it very well could have been longer 30 days or longer the previous process. Got That's it was a very paper heavy
process that that kind of that that's interesting to hear because in the private sector, very often, I mean, invoices can get into system. With it. I mean, same day is not uncommon. And then we just sit on it to close the money. So then I guess my follow-up question is. As a result of given that that's the environment. If as you get more efficient. Is there any concern with losing the flow that is baked into. So in in what I would call normal terms like I'm at 30, you would issue the check at day 27 or something knowing that it will get there on day 30. But now it sounds like you potentially could be cutting. You know, 3, 4, 5 days out the flow. I
could just add to what Tiffany was saying. First of all, how I just would like to say number one priority is to make sure that the office is operating in running as efficiently as possible. And we learned that it was not so from that being said to answer your question, the turnaround period would be within that 3 days. So once we received the invoice for the p o from the agency, then our goal is to not let that sit right and to have that invoice process and turned around within 3 days instead of 30 day us, doesn't make sense. So the quicker the better for us to pay vendors instead of vendors having to wait to be paid. Yeah. I mean, I hear what you're saying. I'm just saying that in the
private sector contracts frequently are written with like Nets or more terms. And so you could get the invoice today and get it in the system. Everything is keyed and then we deliberately set on it for 30 days deliberately because baked into all the assumptions is we want we want to hold on to your money. So everything's on the computer. And then 30 days later finally released. So government just keep in mind that the agency is doing the city by time we get it like Seriously. Seriously, the agency can sit on it for ever get phone calls all the time. Like I submitted it to my invoice to the prosecutor's office. Just an example, right? And I haven't got paid it. Well, it had been sitting are ready for about 60 days. So by time we get and I think that's is important to
point out that by time we get and we're getting those phone calls, we need to turn it around as quick as possible and get a process because it's already been sitting right? 4 y? Yeah. I understand that part. I get so my question follow-up questions now that you're not mailing checks so that you're releasing these payments. But in the old old way, you are mailing a paper check. So we still got to sit on that money for 3 to 5 more days. Right? As as you get 2, I think you said your goal. 75% ach is is there any financial impact to the loss of that through call 3 to 5 days float. So my. That is something we are with our partners. Unlike the treasurer's office with them are working with them to figure out what that is going
to look like long-term. So so there might be a little bit of that. But just the number of checks, check The mail, those those types of things are, you know, ch. There are a lot of things in place that make it very secure. So those are things that we are looking at in this whole process actually we were just on going partnership with the treasurer's office within currently on those specific issues as well. Know the treasurer's office do not want to lose their interest. You know, do for the city 3rd counts. So, yes, they are very much a partner in Yeah, I just would be interested in seeing that. The qualification, we could some time. Thank you. And if I would just like to add, too, before we even started this process, we met with the State Accounting
Department just to get some idea of how they do things and that there are re doing it this way, which is more efficient again regard to how they pay. Paying a Yeah, I know there's no argument on the ach the the manual processing stuffing all the Lopes, you know, printer maker, Toner, all the all the fun stuff. I'm all for that. I'm just curious about the more the process like. Many companies, they have made these migrations were made this push. They have kind of it. Oftentimes you talk about your printing checks every day, but some of the decision to not projects every day was itself part of the trying to squeeze out a few more days of flow and it's not it. Some area type of thing. But the flip side is that if you do something like this, you get
more efficient where let's say you are calling it and practical effect like you're saying it's not 60 or something like that. And we've we are now moving towards that 55 freight that there's some quantification of we're losing sitting on that money for a few days. The great. I'm just curious. Are we the the last of the interest or whatever. However, we have that money invested does that hurt So thanks. In any other questions. Councilors. Seeing Anyone from the audience really speak on this budget. Thank you very much. We'll see if the review analysis. Thank you. Last one save in the last is. City County Council office Greg hours. Good evening, counselors, bricks towers, chief administrative officer
and policy director for the office. The City County Council joined by scans cares our chief financial officer today. We will walk you through our budget as well as some of our programmatic successes. I think you all probably understand this more than anybody before the folks at home. The City County Council serves as both the legislative fiscal body for Indianapolis and Marion County. That means that you all have to key responsibilities first as the legislative body. You pass laws set public policy for our community. Second as a physical body, you adopted budgets for. Local departments, agencies municipal corporations and be on those responsibilities. We as council staff serve as a connection point for residents answering questions. Addressing concerns are responding directly to the issues. Our communities face. Our work. Only possible
because of our dedicated council staff providing constituent services, legislative support, communications and policy analysis that directly support counselors for meetings to ensuring information was clearly clearly to both councils and the public. Their day-to-day efforts tried the council's ability to serve effectively. What MAY not always be visible is the depth of the process from the idea of proposal 2 a passed ordinance. It is a thorough, intentional and requires real commitment. And I'm deeply grateful for the ways my colleagues in the office execute that worked every death. Here we have council staff demographics, as you can see here are relatively small. So don't need to get to. And that here to the next slide.
Few programmatic successes. First is the 2026 budget process. Just supporting councils and providing input on this important work. I want to thank our partners the administration as a whole throughout this process. Supporting I commission as it explores deeper integration of technology in a city services. I would tell you because abuses from counselors, commissioners, expert presenters and our general counsel, peers. Strengthening cultural districts. Thanks to our partners the community and as we work to to add vitality and creativity to our city. That application actually closes on AUGUST 31st. Just a heads up there. The establishment of the economic and has district a tool to support and strengthen the vibrancy of our downtown. The launching of the homeowner
repair program, 2 million dollars in dedicated funding to support housing, stability by helping residents. The adoption of the new snow removal policy. That guarantees numbered streets will be cleared when snowfall reaches critical levels and continuing the work on Vision 0 and that reducing traffic injuries, fatalities in partnerships with agencies and departments, especially dpw. What we want to acknowledge winds were also mindful of the broader environment. Our residents live in sb 46 past in 2023. Gave the council the opportunity to pilot a program offering property tax relief. And with the impacts of sb One still unfolding, we must be thoughtful heading into 2026 and beyond. We want to ensure
offices to ensure the constituents not only feel benefit from tax relief, but also continue to have access to the programs and support they rely on. And then heading into 2026. Some goals and priorities just advancing legislation. That response to community needs strengthening budget engagement with the public and stakeholders. Modernizing our operations through technology while also valuing the people and processes that play a role there. Deepening partnerships in the community, recognizing the collaboration is it is a cornerstone to community progress. See you then hear some division updates. Our communications team is working to expand our public engagement, legislative team continues to work on policy development and analysis and then our clerks team has
continued to improve the filing and record keeping systems. I don't want to shout out the folks who are still your wand. And Sarah and Fernanda still here today. But with that, I will pass it to cfo Harris for the numbers. Okay. So 2026 budget process was probably the tightest. But as I've ever worked on. Any enterprise so far and so in that council participate in the 4% of our budget being reduced. And so just to kind of go over and a high level, there are 2026 budget is that 3.3 million dollars. And that's about $200,000 down compared to 2025, if you're looking at the person of change are going see 5.7 1. And that's just factoring and the charge back. So we did have a reduction in charge. Facts. But then we also had a reduction uncontrolled account, which is where the 4%
lips. All right. And so in order to keep our employees has staffed, we kind of had to do some moving around within our positions. And so. For curator one, our budget is at 2.7 million dollars and just for contacts, majority of the council's budget is tied to salaries. And so that makes about 83% of our budget of that at in the increases that did include insurance increases as well as to persons cola for staff as well as for counselors based on ordinance. And in order for us to cover those. Cost increase, as we did have to do some right sizing up some vacancies that we had as well right-sizing the counterparty and budget. And so with that
means it doesn't reduce the amount of committee means being held. Just pushed the budget more in line to what we've historically been spending in that area. So there had been under spend their previous years. And so I just shifted that money to help cover our other care to one increases for character to councils, a very, very small budget. Again, we had underspend there. So I just for size that budget. And move some of underspend from previous years. 2 curator, curator 3. Our budget is 538,000. And so when you think our curator 3 budget 3.55, of that is charged backs. And so for the council that's going to be building authority. That's going to be, I say. I say charge backs. And so we
did see a reduction there. But then we did take some of our historical underspend to help cover care to one increases. Moving on to character, for character, for for council is a very small budget. So it's about $2500. And so again, no real change. There for character 5. We did see this also charged back for us for occ. And so since we do use, we do have our own counsel as well as using outside legal counsel as well. It made sense for all event to go ahead and reduce our character. 5 charged backs for occ. And so that was decrease by half. Must thank You know, you did at 7 minutes. 33 seconds and record. Any comments or questions from council. Come
on. I think everybody here expresses gratitude for everything that staff does for us. It's it's very important to some of things you guys do that sent a put put this information on a little You do it. Do it pretty quickly. Thanks, Roberts. Specific Fernanda for doing more on social media. We greatly appreciate it. Thank you. Any other questions, counselors and I think anyone but the general public. Seeing none. We new other business.