Title
Notice/Advertisement Title: Service and Infrastructure 2025 Operating Budget Hearing
Contact Name: Chelsea Golterman
Contact Telephone Number: 614-645-3091
Contact Email Address: CLGolterman@columbus.gov
Body
Service and Infrastructure 2025 Operating Budget Hearing
Date: January 22, 2025
Time: 5:00 PM
Location: Columbus City Hall, Council Chambers, 90 W. Broad St., Columbus, OH 43215
Subject: Public Hearing on the 2025 Operating Budget Proposal for the City of Columbus' Departments of Public Service and Public Utilities.
Councilmembers Present:
Summary of Minutes:
CALL TO ORDER
Call to Order: 5:00 P.M.
Present: Councilmember Christopher L. Wyche, Councilmember Lourdes Barroso de Padilla, Councilmember Nancy Day-Achauer, Councilmember Emmanuel V. Remy, Chelsea Golterman, Amaris Lemus, Sam Duling, Mark Carter, Brad Bader, Department of Public Utilities Deputy Director Jon Lee, Department of Public Service Deputy Director Steve Wentzel,
INTRODUCTION
[Co-Chair Barroso de Padilla] Good afternoon everyone. Thank you for joining us this evening for the Service and Infrastructure Budget Hearing. During this hearing we will review and comment on the Mayor’s proposed 2025 operating budget as it relates to service and infrastructure, and will feature our departments of Public Service and Public Utilities. Today’s hearing will be chaired jointly by myself and Councilmember Wyche. We are also joined by Councilmembers Day-Achauer, Vice Chair of Public Service and Transportation, as well as Councilmember Remy, Vice Chair of Public Utilities and Sustainability. We have talked about investment into human infrastructure and how do we make the correct choices when investing in people infrastructure and physical infrastructure. People need sidewalks, roads etc to get to work, school, medical appointments etc. Tonight we will discuss how we make intentional those investments.
[Co-Chair Wyche] I just want to thank everyone who is here to learn more about this year’s operating budget. The two departments we are hearing from today play a critical role in the health, wellbeing, and mobility of our residents, making this hearing so vitally important to projecting future growth for the region and our ability to provide critical services like trash collection, clean drinking water, street lighting, and infrastructure for City initiatives.
PRESENTATION - Department of Public Utilities
[Co-Chair Wyche] Tonight we are going to start with the Department of Public Utilities and we have Deputy Director Jon Lee to provide the presentation.
[Deputy Director Lee] Thank you for this opportunity. Department of Public Utilities 2025 budget priorities include Economic Stability, Health and Well Being, and Safe and Resilient Communities. The 2025 proposed budget is an increase of 6% above the 2024 budget. The total proposed budget is $866,249,883 and 62% of the budget goes to operations and 38% to debt service. Details include:
- Directors Office: $62,273,373 (37% change from 2024)
- Staffing: 293 FT and 15 PT
- Details
- Personnel: $32,846,081
- Materials & Supplies: $1,326,635
- Services: $28,027,657
- Other: $72,000
- Highlights:
- $10.0M for continued implementation of the CUBS replacement/mobile dispatching and customer portal.
- Estimates for overall banking needs for the Department are expected to increase by approximately $900K over 2024 levels.
- 21 positions new positions requested to support building an asset management team, data management, security, and human resources personnel.
- Priorities: Strategic plan; workforce development & leadership; IT systems
- Continue to get more people to sign up for the senior and low-income discount programs for their Water and Power bills.
- Water: $287,428,123 (17% change from 2024)
- Staffing: 504 FT and 42 PT
- Details:
- Personnel: $54,394,532
- Materials & Supplies: $38,481,640
- Services: $76,387,810
- Principal: $78,545,714
- Other: $53,000
- Capital: $3,933,320
- Interest: $35,632,098
Note: O&M: $173,250,311 and Debit Service: $114,177,812
- Highlights:
- Design of Fourth Water Plant and Transmission line continues.
- $25.2M requested across three residuals contracts.
- Chemical budget of $31.5M for water treatment, a 15.6% increase.
- $2.7M - meter reading services; $3.0M for hydrants parts; $1.6M EMP.
- $1.0M is included for the LEAP program, which will provide customers with a no-interest, long-term loan to replace lead lines.
- Installing Smart meters (AMI Meters) for residential and commercial customers
- Sewers & Drains (Sanitary): $350,407,122 (-6% change from 2024)
- Staffing: 427 FT and 15 PT
- Details:
- Personnel: $53,430,144
- Materials & Supplies: $17,083,005
- Services: $77,520,453
- Principal: $137,223,587
- Other: $126,500
- Capital: $5,274,100
- Interest: $45,385,199
- Transfers: $14,364,134
Note: O&M: $153,434,202 and Debit Service: $196,972,920
- Highlights:
- Water Reuse study (locations, cost, capacity).
- Planning for growth and capacity at Southerly Wastewater Treatment Facility.
- $4.4M sewer service agreement with Delaware County
- $3.6 M for rental of equipment with operator, $4.6 M for FEM contracts, & $6.9 million for biosolids outlets.
[Co-Chair Wyche] Sorry to cut you off, but can you explain more about the Water Reuse Study? For folks that may not be familiar with the idea of water reuse?
[Deputy Director Lee] Yes, we are currently studying the capacity of reusing non-potable water, known as grey water, for commercial uses that do not need potable water, specifically in data centers that have a high usage of water for cooling needs. Right now we are studying what is the best location, what is the cost. It is termed “Purple Pipe” and that is to designate that that water is non-potable. We are currently in the study phase right now. We are also looking at what would those rates be for the commercial customers. This would be at a reduced cost compared to regular potable water.
[Co-Chair Wyche] Thank you! Just given all the data centers choosing to locate to Central Ohio, I just wanted to point this out as given sustainability issues in our region. This would protect our water sources. You can continue.
[Deputy Director Lee] Continued details include:
- Power: $121,637,726 (10% change from 2024)
- Staffing: 110 FT and 11 PT
- Details:
- Personnel: $13,249,152
- Materials & Supplies: $74,065,048
- Services: $18,479,967
- Principal: $2,798,871
- Other: $21,500
- Capital: $11,043,000
- Interest: $1,980,188
Note: O&M: $116,858,667 and Debit Service: $4,779,059
- Highlights:
- Wholesale Purchase Power contract; 2025 Power Rate increase.
- $800K - Responder Power Outage Management System
- $3.6 million for transformers; $1.4M for wood and fiberglass poles; and $2.0M of other non-vehicle capital equipment.
- Capital investments in major distribution lines, substations, street lighting.
- Continue to monitor energy markets in 2025 and if conditions are favorable to lock in power rates for 2028 and beyond for our wholesale purchase power contract.
- Meeting targets for street light outage response times and reducing electric outage time
- Storm: $44,503,539 (-4% change from 2024)
- Staffing: 25 FT and 1 PT
- Details:
- Personnel: $2,900,040
- Materials & Supplies: $140,905
- Services: $28,174,043
- Principal: $9,748,988
- Other: $20,000
- Capital: $105,000
- Interest: $3,545,333
Note: O&M: $31,214,988 and Debit Service: $13,294,321
- Highlights:
- Continued neighborhood investments to improve storm flooding.
- Installation and maintenance of bio-retention facilities to improve water quality. Monitoring Blueprint Columbus. $1M in funding
- $12.0 M for street cleaning/snow removal services (DPS) $9.8 M for reimbursement to the Sanitary Sewer Enterprise Fund for services provided.
- Franklin County Soil and Water Conservation District - $300,740
Lastly, there was a Utility Rate Increase that began this month. The Rate increases support capital building and on going services. 2025 Rates are:
- Water, Sewer, Storm
- Quarterly Residential Avg. Bill Increase: $13.67
- Annual Residential Avg. Bill Increase: $54.67
- % Increase: 7% Water, 6% Sewer, 1% Storm - 6% aggregate
- Low income: $11.73 Quarterly; $46.89 annual
- Power
- Monthly Residential Avg. Bill Increase: $5.85 - $8.90
- Annual Residential Avg. Bill Increase: $70 - $106
- Low income: (-$3.14) to (-$8.63) monthly
- 3 year residential increase; 5 year commercial
Thank you for allowing me to present and I am happy to answer any questions.
[Co-Chair Wyche] First, thank you for your presentation. I want to start with the low income and senior discount programs you mentioned. I think its important to spread the word about this opportunity for folks in need. Can you explain what the budget impact is of these programs? Also, what in 2025 will we change to increase enrollment for these programs?
[Deputy Director Lee] Thank you. The budgeted impact is around $800,000-$1,000,000 and will likely grow over the next few years as signups increase. The department is hopeful to continue to see increased participation. Its about getting out there, getting in the community, establishing partnerships to get more people signed up for the senior discount and low-income programs. According to census track data, there are 100,000 people in the city that qualify for these programs. Currently there are 7,000. This is standard. The benchmark is 10%, but the Department wants to get higher. We need more dedicated staff to make an impact. We are also hopeful that we will solve the multi-unit issue (how do we get people signed up when there is only one meter for the building, how do we get landlords to pass on that discount)
[Co-Chair Wyche] I appreciate you going through that. The discount program came up during the 2025 Operating Budget for the Health, Human Services, and Equity Committee Hearing last week. COAAA was here and mentioned the new partnership between DPU & COAAA on the senior discount programs. But to your point, we need new relationships and new partners to reach more people
[Co-Chair Barroso de Padilla] One thing that we have heard from MORPC, some of their programs do overlap with Franklin County, the challenge they have heard is that applying for these programs is difficult and involves providing a lot of information for the application. Sometimes this is a turn off for folks because we are asking for a lot of personal information, and some communities can be distrusting or just do not want to share the information. We have also heard that some folks may not qualify because the federal guidelines have not been updated and do not keep up with the cost of living. Have we seen these reasons as barriers for folks? Or is it more about people not knowing about this opportunity? Or a little bit of both?
[Deputy Director Lee] Thank you. I think it is a little bit of both. As far as the tedious process, I think we will see some changes. We are going to implement a new customer portal that will be more of a one-stop shop. The application will be available in this portal and be easier to fill out and provide the eligibility proof. We are looking at other technology options. We want to make things more mobile friendly. Utilize text messages, a mobile app. Most people do not have access to a desk top or laptop but do have access to their smart phone. What can we do to structure an app for people to sign up in a few clicks. That hopefully will help.
As far as the guidelines, we are hopeful that with the increase of eligibility to 200% from 150% of the federal poverty line. At 150% we could capture 70,000 people in Columbus, at 200% we can capture another 35,000 (people that are on that edge), for a total of over 100,000 people that can qualify. As far as our suburban customers, they are also eligible to sign up for the program as well. We need more effort to share that information to our suburban communities and more partnerships with those communities.
[Co-Chair Barroso de Padilla] Thank you for answering that question. It is something to think about. There is clearly a gap. We need to continue to make these programs more accessible to meet people where they are at. Also to have diverse outreach is also important since we serve such a diverse community and using our partners like COAAA. Thank you
[Co-Chair Wyche] Thank you. Deputy Director, you mentioned debt obligation several times. The city is now carrying large debt obligations at this time, majority coming from Department of Public Utilities. Though debt service is decreasing in two of your divisions, large projects continue, not the least of which being the fourth water plant which we will start paying debt service in the coming years. How is the department managing this debt and how do low-interest state (OWDA) loans factor into this effort?
[Deputy Director Lee] Debt Service is a very large operating budget expense for the department. Example, for the Division of Water it is 40%, Sewers & Drains 50%+. Those are used to pay the principal and interest on our $6 billion capital program. Here Columbus, and the state of Ohio, we have a great partnership with the Ohio EPA and the Ohio Water Development Authority. What is nice about that relationship is that we do not have to start paying the principal and interest until the project is complete. This allows for the department to smooth out the rate increases. We also have taken advantage of additional loans through the Ohio Water Development Authority for engineering and inspection services. The main goal in mind is what can we do to maintain affordability. How can we balance rate increases, affordability and getting done these projects in a timely manner.
[Co-Chair Wyche] I have one more question. What role does sustainability play in the Department? And how is that reflected in this budget?
[Deputy Director Lee] The Office of Sustainability (Sustainable Columbus) is at the Department of Public Utilities and provide support for the implementation for the Mayor’s Climate Action Plan. The proposed operating budget includes $1,000,000 for personnel. This funding is through the General Fund. What happens is the department increases the Division of Power budget to have the appropriation authority of those dollars. Then typically in Q3-4 there is a transfer through ordinance to shore things up with the General Fund. There is also $600,000 for supply needs, staff professional development and marketing and communication support for these programs in support of the Climate Action Plan.
[Co-Chair Wyche] Thank you. Do any of my colleagues have any questions?
[Co-Chair Barroso de Padilla] Aside from sidewalks, on of the big questions Council gets asked is street lights. Can you explain what is the process for street lights? How do folks get streetlights? How are we prioritizing lighting unlit parts of our city?
[Deputy Director Lee] With the Division of Power, we are only working with about $10 M that we received in the last bond sale and we do anticipate additional debt service dollars from the rate increases. We are elevating our Division of Power capital program. We have aging infrastructure in the division and its been a long time since we have seen significant investments. As far a streetlights, they are important investments for safety, neighborhood esthetics, and other reasons. There is a prioritization plan, there was an old plan and now we are revising it in 2025. We received a $400,000 grant that will help offset those costs for the review of the plan. It will access the unlit areas, the development project boundaries, arterial streets, and develop the new priority plan. There is also an assessment process. It does take some time. That is a process where if your neighborhood or neighbors want decorative streetlights, you can petition for them. It is a long process. It is an option, if we cannot get to your unlit neighborhood through the prioritization plan quick enough.
[Co-Chair Barroso de Padilla] That is a cost though to the residents that live there correct?
[Deputy Director Lee] Yest that would be a cost. It is accessed to property taxes and paid off over time. The prioritization plan is at no cost. We are also continuing to change out the high pressure sodium lights to LED. The change to LED allows the lights to illuminate longer and there are cost savings.
[Co-Chair Barroso de Padilla] Those cost savings goes directly to our residents or the city?
[Deputy Director Lee] It would be cost savings from our budgets, materials and supplies. LED is more efficient when it comes to the replacement cost, high pressure sodium lasts 5-10 years while LED lasts 10-20 years. That's the savings.
[Co-Chair Barroso de Padilla] With the prioritization plan, what is the time line? Will folks be able to see if they are part of the prioritization plan and where they fall on that? Similar to street resurfacing.
[CM Day-Achauer] That is a big question, in District 2. We have a lot of subdivisions that are unlit. A lot of people will be asking about this. What is the prioritization, the schedule, how does the ranking occur?
[Deputy Director Lee] Thank you for your questions. We are in the beginning phase of the process. For a good streetlighting project with 100 lights, that would be around $1,000,000. With in the Division of Power, there are other priorities as well. Distribution lines and transformers that need to be upgraded. We do not have a dedicated streetlight fee like we do with the stormwater fee. Some areas of the country do have that, and it is just a dedicated fee for street lights. So those municipalities are able to get more dollars for the streetlighting effort. It is uncertain what the timeline will look like. Once we have more information from the study for the prioritization plan, we will share that with you. We will have plenty of public meetings on it. There will likely be some type of map/graphic on the website, just like the Blueprint program. Including where is the project, what neighborhood, and the timeline.
[Co-Chair Barroso de Padilla] Along with that, there has been a dramatic increase when the lights are out and replacing those lights. Can you account where in the budget that comes from and can folks continue to expect that? So folks can feel safe.
[Deputy Director Lee] Yes. Our levels of service has increased. It is contributed to an increase of dedicated of staff and more human capital. We have offered more overtime to staff to go out and replace lights. Also we have hired additional lamp servicers. Like all Departments in the city, we struggle with hiring and it takes time to get people in. We also have dedicated other capital, from the increased revenue from the rate increase, to buy more poles and light fixtures. This has allowed for an increase of service. We also need feedback from our customers and the public. We do not have the system in place to identify outages. We need people to report it in the 311 system.
[Co-Chair Barroso de Padilla] Thank you. Again, I think this is a high priority for our residents. The main want from residents is sidewalks and streetlights so people feel safe in their neighborhoods.
[Co-Chair Wyche] Thank you. That was the reason why these rate increases were so important. The Division of Power had facilities and infrastructure that was well past the time to be upgraded. This gives us the capital to move in that direction.
[CM Remy] Thank you. I do applaud the department for doing a prioritization plan. It is something I have been talking about for a decade. We appreciate the change in the replacement policy as well. It is much better today than in the past. One thing I want to day is the prioritization plan should be high priority to get done in an expeditious way so that the community knows what is going on. It is interesting you brought up a streetlight fee. We should explore other opportunities because kicking the can down the road because we don’t have the money does a disservice to people from a public safety stand point. This is one of my concerns as Chair of the Public Safety and Criminal Justice Committee. On the streetlight assessment program, that is a great program. As a realtor, talking about curb appeal to communities, that type of a plan, which is assessed over 10 years - interest free. This is a great option for communities and it can be by block. Check with your Area Commission or Civic Association if you are interested in doing that. I would push on the department because it is an unnecessarily long process. There is a lot that goes into the process. But it can be tightened up. So it isn’t so frustrating for communities who want to do it. I know many communities that would not want over head lights and want the decorative lights. So this is an option.
[Deputy Director Lee] I will make one comment on the assessment process. It has taken 2+ years for an assessment. The department did start working with Council to see what we can do together. A lot of these are in the city’s Charter and have been provisions in place for a long time. We need to continue to look at this, are these necessary steps, what are the options that we can do to streamline the process. So we can get the decorative lights up in the neighborhoods that want them.
[CM Remy] Thanks Deputy Director, I appreciate the input.
[Co-Chair Wyche] Any other questions? Seeing none, I think we are done with the Department of Public Utilities. I appreciate you walking us through and answering our questions.
PRESENTATION - Department of Public Service
[Co-Chair Barroso de Padilla] Now we will hear from the Department of Public Service Deputy Director Steve Wentzel to present on the 2025 Proposed Budget.
[Deputy Director Wentzel] Thank you for this opportunity. The Department of Public Service is comprised of the Director’s office and five Divisions. The proposed budget is $203,621,937 for 2025, which is an increase of 3.3% from 2024. Details of the proposed budget include:
- Proposed Budget by Division: $203,621,937
- Director’s Office: $14,326,480
- Details:
- Personnel: $11,283,062
- Supplies: $139,000
- Services: $ 2,760,878
- Claims: $3,000
- Equipment: $140,000
- LinkUs Initiative is to expand the transportation in the region. This will expand COTA’s services and invest in sidewalks, bikeways, greenways, and trails through out the region. To create a more walkable and connected community. This includes 45% more COTA services, 500 miles of new and improved sidewalks, bikelines, trails and crosswalks across the region, 5 COTA rapid bus lines, improvement to bus stations, micro transit options, and more COTA Plus bus zones.
- Refuse Collection: $67,047,367
- Provides trash collection services to more than 344,000 households every week/52 weeks a year.
- Details
- Personnel: $19,768,871
- Supplies: $298,000
- Services: $46,384,372
- Claims: $100,000
- Equipment: $46,124
- Residential Recycling is continued and bi-weekly Yard-waste pick up
- In 2024, 34,277 tons of materials were diverted from the landfill through the residential recycling program. At 5% increase from 2023. The goal is to increase this by 10% to help meet the Climate Action Plan.
- Investment in illegal dumping will increase, this includes additional waste inspectors, community education, and prosecute cases for illegal dumping in the city’s alleys. 26 staff members will be dedicated to support the Clean Neighborhoods Initiative.
- Keep Columbus Beautiful Program includes 8 FT that work with volunteers to clean litter through out Columbus: 769 litter abatement and beautification clean-ups, 10,420 volunteers, over 24,000 volunteer hours, over 418,000 lbs of litter cleaned up
- Waste and Reuse Convenience Centers
- Locations:
- 1200 Alum Creek Dr, Columbus, OH 43207
- 1550 Georgesville Rd, Columbus, OH 43228
- Hours:
- Tuesday - Saturday, 10:00am - 6:00pm
- Mobility and Parking Services: $25,394,784
- Details:
- Personnel: $6,208,924
- Supplies: $226,000
- Services: $14,827,616
- Claims: $53,000
- Principal: $2,135,000
- Interest: $1,824,244
- Equipment: $120,000
- Committed to providing safe, equitable, and predictable mobility and parking options for all residents and visitors. Includes:
- Bicycle infrastructure analysis
- Traffic calming
- Shared mobility
- On-street and off-street public parking
- Infrastructure Management: $45,403,334
- Details:
- Personnel: $23,211,418
- Supplies: $1,402,000
- Services: $19,619,916
- Claims: $70,000
- Equipment: $1,1000,00
- Street maintenance including street sweeping, litter control, graffiti removal, snow removal, ADA complaint curb ramps ($1M for design and construction)
- Traffic Management: $24,962,940
- Details:
- Personnel: $14,139,224
- Supplies: $2,840,000
- Services: $3,315,716
- Claims: $63,000
- Equipment: $4,605,000
- Traffic Pavement Markings
- Traffic signals
- Traffic signage
- School signals
- Vision Zero
- Design and Construction: $26,487,032
- Details:
- Personnel: $19,839,411
- Supplies: $256,000
- Services: $5,807,121
- Claims: $14,500
- Equipment: $570,000
- Roadway Improvements
- Proposed Budget by Funding Source: $203,621,937
- Street Construction Maintenance and Repair Fund: $88,088,406
- General Fund: $68,102,439
- Construction Inspection: $14,237,611
- Private Inspection Fund: $6,074,308
- Mobility Enterprise Fund: $27,199,173
Thank you for allowing me to present. I would be happy to answer any questions you may have.
[Co-Chair Barroso de Padilla] I do enjoy working with the Department of Public Service and shadowing the many jobs through out the divisions. I encourage my colleagues to also participate.
[Co-Chair Wyche] You have us jealous. When do I get to drive a snow plow? *laughing*
[Co-Chair Barroso de Padilla] Let’s be clear *laughing* I only have driven one on a closed lot.
[Deputy Director Wentzel] Yes a closed lot
[Co-Chair Barroso de Padilla] I have a few sets of questions. My first set is about larger initiatives that the Department of Public Service is taking on. We talked about LinkUs is a program that is primarily through COTA, the building of infrastructure to support this falls back to us with their revenue. As we think about preparing, specifically with West Broad as we will be breaking ground in 2025, does this budget reflect how we are gearing up to get ready for LinkUs? To ensure we are staying on track
[Deputy Director Wentzel] Thank you. Yes, this budget proposal does count for any planning or design services that we are responsible for in any of our city infrastructure to support LinkUs. We have been gearing up since 2024 with the expectation that voters were going to pass the initiative, and if they didn’t, West Broad St. was still going to move forward. Since COTA did have the funding to move that BRT project forward. We have already been in the planning and design phases, we have allocated internal resources, in 2024 we spend roughly $1M in personnel for this. We continue to plan to use internal resources in the planning and design of the West Broad St. and Northwest Corridor. You will see as we move past the planning and design phase, the department will hire additional personnel. There will be a ramp up on personnel in 2026, 27 & 28.
[Co-Chair Barroso de Padilla] As we move forward into actual implementation?
[Deputy Director Wentzel] That is correct.
[Co-Chair Barroso de Padilla] Got it.
[Deputy Director Wentzel] We are going to utilize our internal resources
[Co-Chair Barroso de Padilla] Along that same line, as we look at the implementation of Vision Zero and our Bike Plus Plan, how are we allocating resources to those as well? To ensure we are meeting our goals with both programs.
[Deputy Director Wentzel] Thank you. We are still utilizing internal staff that we currently have through both the Mobility Division and Traffic Division. We are moving some positions around within Traffic to allocate a position full-time to Vision Zero and the 2023-2028 plan. Some additional planning positions from within Mobility to move the Bike Plus initiative forward.
[Co-Chair Barroso de Padilla] But that is moving around positions that we currently have, not creating new ones?
[Deputy Director Wentzel] That is correct. We determined that there were certain positions that we did not need to fill within both of those Divisions, so we reallocated to add in additional staff for those initiatives.
[Co-Chair Barroso de Padilla] The Department of Public Service is a little unique in that there are alot of user fees that go back into funds. For example, the fees from a parking garage goes to the maintenance of parking garages. The Mobility Fund, the parking fees go into that fund then that money does to fund other mobility projects. We have discussed potentially funding the E-Bike Program through that. Can you talk about, especially with a tight budget, how are we thinking about using those fees differently?
[Deputy Director Wentzel] Thank you. It has been more challenging this year. With the Mobility Fund, it is funded through user fees such as parking fees and violations. It serves similar to an enterprise fund similar to our friends at Public Utilities. It is self supporting and can support other things in the budget. On the flip side, The Street, Construction and Repair fund, that is funded by the gas tax. We can control that fund, but we cannot control the rate, that is on the state level. The Department does not rely too much on the General Fund and we take everything into account. We look at a 5 year plan for projects.
[Co-Chair Barroso de Padilla] What I hear is that margins in terms of revenue are thinner, and what it is going back to is maintenance. There isn’t always the ability in each fund to do different things. It is cyclical with the user fees.
[Deputy Director Wentzel] Correct.
[Co-Chair Barroso de Padilla] Along those lines, as we look at climate change and the past two winter have been relatively mild. We have talked about how the snow we did not get the past two years, we have gotten this year. Can you talk about how the Department accounts for how we treat and account for snow? We use salt, beat juice, etc to make our roadways safer. How are we accounting for climate change? Did we have maybe a reserve that went into this year? Maybe we didn’t have to buy as many materials as we might have had some left over. How are we accounting for those changes, year after year?
[Deputy Director Wentzel] Thank you. Yes it is a cyclical environment. Every year we update our Snow and Ice Plan, looking at projections of weather patterns. This helps us determine what type of resources we will need and how we will utilize those resources. Columbus is unique because of the variety of climate experienced in the city, it could be raining on the north end, but snowing on the south end. The department has to plan and account for that as well. We do have a stock pile of resources and barns we store salt, we can store up to 30,000 tons of salt. We do keep that stashed for bad winters so we don’t have to buy as much. In 2024, we bought less than 10,000 tons of salt. This year we will probably buy more since we will likely use a lot more.
[Co-Chair Barroso de Padilla] Thank you. I want to open it up to my colleagues.
[Co-Chair Wyche] Thank you for the presentation. You talked a little bit about our Climate Action Plan goals around the reduction of waste going to the landfill. As a household of four, it was a god-send when the city moved to weekly recycling. We think it is great. But, we know it is limited. We know multi-family and commercial are not always getting recycling. I know that is something we are looking at with the department to increase recycling in those areas. I want to specifically talk to the current multi-family recycling pilot program. Will the funding remain consistent under the proposed budget? What could you do with more, if we had additional dollars, could we expand it?
[Deputy Director Wentzel] Thank you. This budget does include the continuation of the multi-family recycling pilot program. We are gaining efficiencies in that program because we use the same crews that pick up our office recycling. Every city office recycles and our crews go and pick it up and take it to Rumpke to be recycled. This saves some money. Ofcourse, if additional dollars were allocated to that program, we would expand that program and include other multi-family complexes. Maybe expand to a phase 2. We would still use our own crews for that.
[Co-Chair Wyche] I appreciate that. So get you more money and there would be more recycling automatically?
[Deputy Director Wentzel] We would look at developing a separate pilot program.
[Co-Chair Wyche] Thank you
[Deputy Director Wentzel] One of the big things is we are continuing weekly recycling and are bumping up our diversion numbers. We are watching that to enure we will meet our 2050 goal of 90% of waste diverted. We are looking at food waste, and all types of waste to divert. The Reuse center, we are collecting electronics and taking those to an electronic recycler. We are doing a lot to divert.
[Co-Chair Wyche] Does the budget include funding for education? I know it has been ongoing that folks are confused on what is recyclable, where they can take it and what is not.
[Deputy Director Wentzel] We are continuing to include that in our budget, and we continue to remind and educate people on recycling. We are also pursuing different Ohio EPA grants to help fund this effort.
[Co-Chair Wyche] Obviously, the budget shows an increase in staff in litter collection. Can you speak to how litter collection efforts will be improved this year and how is this significant of an increase even possible with a tight budget?
[Deputy Director Wentzel] Thank you. First, I mentioned that prior to this operating budget, our Infrastructure Management Division would send out crews to pick up trash in the right-of-ways prior to any of the right-of-way mowing. We are now moving those functions for Refuse Collection Division because it makes more sense. That is how we were able to add more staff for litter clean-ups. We also have converted all the 300-gallon containers to 90-gallon containers, and the program dollars from the 300-gallon containers were moved to those additional positions in the litter clean-up staff.
[Co-Chair Barroso de Padilla] Councilmembers, any other questions? I do want to plug our Waste and Reuse Convenience Centers, they are a great asset to our residents. Folks can look up on the website for more information: <https://www.columbus.gov/Services/Trash-Recycling-Bulk-Collection> You can just pull up and drop off your unneeded things and divert them from the landfill. There are even people staffed their to help you.
[Deputy Director Wentzel] Yes. I will add to that. If you need to schedule a Bulk Pick up, please use the 311 app or call (614) 645-3111. Please keep in mind that Bulk Pick Up is on a schedule and it may take a few weeks. If someone doesn’t want to wait that long, and have access to a vehicle, they can utilize the Waste and Reuse Convenience Centers.
[Co-Chair Barroso de Padilla] Thank you for being here and for your presentation.
PUBLIC COMMENTS
[Co-Chair Barroso de Padilla] We will now move on to the Public Testimony portion of the hearing. Before calling up our first in person speaker, I would like to read a letter on the record that was submitted by South High School.
Dear Councilmember Barroso de Padilla,
We, as South High School faculty, are writing in support of increased attention to pedestrian safety measures along Parsons Avenue. We urge Council and the Department of Public Service to improve upon the investments already made in pedestrian infrastructure by increasing the visibility and safety of residents. This call to attention is all the more urgent after a South High School student was struck by a vehicle while crossing Parsons Avenue at Cline Street to get to the Parsons Avenue Library to finish a school assignment in December 2024.
Pedestrian safety is an issue we as teachers and administrators encounter daily along Parsons Avenue, which is both a High Injury Network, and a part of multiple Vision Zero Communities of Interest. The intersection of Cline Street and Parsons Avenue leading to the Parsons Library Branch-where newer sidewalks, ADA-compliant curb ramps, and even daylighting of the crossing with ample “No Parking” signage exists-is an example of a mid-block pedestrian crossing that would benefit from pavement markings, signage, and signalization given the large number of students from South High School that cross at this intersection on a daily basis to attend after-school activities at the library. We believe that the best solution to the daily issues we encounter at this intersection would be to install a Rectangular Rapid Flashing Beacon at the intersection of Cline Street and Parsons Avenue so that students can safely cross the street to get to the library.
We urge Council, the Department, and all related Department Divisions to prioritize safety measures and strategies focused on protecting pedestrians, our community’s most vulnerable road users, that in-turn increase safety for all modes of transportation on our streets. We are encouraged to see strategies, like Leading Pedestrian Interval (LPI) implementation at signalized intersections, and short- and long-term infrastructure improvements in High Injury Network corridors, and ask that Council approve the funds and contracts necessary to design, communicate, and implement complete street improvements alongside the communities that they serve on the South Side.
We also ask that Council continue to fund improvements to existing infrastructure projects and programs that help protect vulnerable road users, specifically at unsignalled and unmarked crossing locations, both at Parsons Avenue and throughout the South Side. We were encouraged to see the expansion and installation of sidewalks and ADA-compliant curb ramps throughout our South Side neighborhoods, and hope this expansion continues. At the same time, many of these new sidewalks and curb ramps lead to unsignalized, unmarked, and potentially difficult to see (from a motorist’s perspective) crossings. We urge these ramps to be marked for crosswalks.
As the Department of Public Service discusses its operating budget, we hope you will consider ensuring the South Side’s corridors are designed, implemented, operated, and maintained in an equitable and context-sensitive manner so that people of all ages, incomes, and abilities can use them safely. We urge Council and the Department of Public Service to improve upon the investments already made in pedestrian infrastructure by increasing the visibility and safety of residents utilizing these networks throughout both busy commercial corridors and residential neighborhoods.
Thank you for your consideration,
Members of the South High School Faculty:
Julia Romano, History and English Language Arts
Justin Baker, Science
Wendy Cligrow, Special Education
Stephany Cobb, School Counselor
Nicholas Fowkes, History
Larry Fruth II, Health
Seymonne Godsey, Lead Secretary
Alexandra Hinkey, Mathematics
Christopher G. Ivan, History
Lavina Meeks, Family Ambassador
Sherry Miller-Johnson, Instructional Assistant
Stacey Mollmann, CTE Business
Eric Noble, History
Taiyah Persi-Roberts, History and English Language Arts
Lacey Ross, English Language Arts
Michael Sage, Mathematics
Hannah Sanderell, Attendance Secretary
Debbie Seastone, Nurse
MSG Benjamin Zumock, US Army (RET), Army JROTC
We have one speaker here with us tonight. First up, we have Glen Tuomaala. Please make your way to the podium. You have 3 minutes and the floor is yours.
[Mr. Tuomaala] Thank you for the opportunity. My wife and I live on the Eastside of Columbus. I actually don’t want to be here. But, I feel compelled to show up here and speak. This is the 2023 Annual Report *holds up report* from Sustainable Columbus. To be honest, there is a typo - it says “Sustainable Columbus”, but it really should say “Survivable Columbus”. The 2023 report makes no mention that 2023 was the warmest year ever recorded. I am waiting for the 2024 version of this. And I hope it recognizes since and says that 2024 is now the warmest year ever recorded. We are moving into an unprecedented time and we need to adapt faster than what we are doing right now. We need more leadership from Council and the Mayor. In Anarbor, MI, there is also an all Democrat City Council and Mayor, and have a Climate Action Plan. But they have an actual plan and a real deadline, 2030. Ours is 2050. Let that sink in. Anarbor has already been working on adapting for the future and for Anarbor to survive. And in 2050, all of you will be gone, moved on to other jobs, some of you may be the mayor, who knows. But you will not be here any more and you will not have to work on it. It is sad that our deadline is 2050. We need something more. Thank you so much for allowing me to serve on the Buildings Working Group. We are basically talking about talking right now in that group. We are not actually focused on getting anything concrete done, like a green building code. Which I was originally told was impossible because of the Republicans controlling Ohio. But, other cities in Ohio have a green building code. We just don’t have one because we have not gotten around to it. It makes me sad. It is not really an action plan, it is more of an inaction plan. We are waiting for someone else to fix it for Columbus. You do realize all these problems we have in Utilities and Public Service, they all will get worse exponentially because we are not planning for the future. They are symptoms and we are under estimating the impact of climate change. Climate change is a side note for the city. We are not addressing it. The Mayor isn’t. The Mayor is very busy with a lot of other things. Buying large real estate developments and paying employees for legal problems. Not working on adapting the city to survive climate change. Last meeting, I spoke to someone at the city about solar and putting solar on City Hall and other buildings and we would get that money back over time and its good for the environment. I was told no we cannot do solar because it takes 20 years to recuperate the costs. I was dumbfounded by that. I wasn’t sure if the person saying that knows better and just saying that or they don’t know. That’s the burdon we have in Columbus and we need leaders to take this on. The Mayor is not doing it. City Council needs to do it. I love you guys. But, we need to do something and plan for climate change now. I know you heard me, I hope you listened. Please ask me questions
[Co-Chair Wyche] I want to say, I always appreciate you advocate and the need to continue to push. We see it as an urgent issue on Council. Anarbor, MI is a much smaller city and can be a little more nimble, a little more quicker. We are a little larger. It takes the time. But trust, we are pushing as fast as we can, because we understand the urgency of this issue. We hear you. We do.
[Mr. Tuomaala] My neighbor reminded me that you all work for me. I thought that was rude, but the Mayor works for me, you work for me. I think sometimes, some public servants forget that when signing development deals and putting millions of dollars into projects that benefit the wealthy. But won’t help the city survive climate change. Would you agree that maybe we could move faster?
[Co-Chair Wyche] The urgency of the times requires us to be faster. It does.
[Mr. Tuomaala] I like you, but I don’t agree with Anarbor being smaller so they can move faster. That is leadership. Anarbor shows leadership. We need leadership in Columbus. But I still like you. You are a good guy.
[Co-Chair Wyche] Well I appreciate that.
[Co-Chair Barroso de Padilla] Glenn, thank you for being here and thank you for your continued advocacy. One thing I would say is that I feel as though you want a conversation, and these hearings are not always the best mode for conversation. I would encourage you to reach out to our offices so you can have the kind of conversation that you want to have. I think if you want to meet with our offices individually, I would welcome to have that meeting any time so we can dig deeper into the issues you are talking about. I don’t think that there is any Councilmember here that would disagree with your sense of urgency. Or that would disagree that things to not always move at the rate we want them to move. Sometimes, it is not just about leadership. In my three years here, there are certainly somethings that are easier to push over the finish line, and somethings that take more time. We do work for you, I hope that you see that. If not, I highly encourage you reach out to our offices and have the conversation. I appreciate you being here and you advocacy. It does not fall upon deaf ears. Thank you for your service.
CLOSING REMARKS
[Co-Chair Barroso de Padilla] That is all we have this evening. Thank you to my fellow Councilmembers, council staff, and Director’s for tonight’s hearing. The Proposed 2025 budget will be coming to Council for a vote later in February. If you were watching tonight's hearing and would like further information please see the City’s website, or reach out to our office staff. You can reach my Aide, Jessica at <JICaceres@columbus.gov> and Councilmember Wyche’s Aide, Chelsea can be reached at <CLGolterman@columbus.gov>.
And, that will concludes tonight’s hearing. This hearing is adjourned.
ADJOURNMENT
Adjourned: 6:29 P.M.
All 2025 Operating Budget Committee, Public Service & Transportation Committee, and Public Utilities and Sustainability Committee Meetings can be watched at the City of Columbus Youtube Channel <https://www.youtube.com/cityofcolumbus>
Stay up-to-date by following Councilmember Barroso de Padilla on Instagram (@LourdesForColumbus). You can reach Councilmember Barroso de Padilla’s Aide at <JICaceres@columbus.gov>.
Stay up-to-date by following Councilmember Wyche on Instagram (@Councilman_Wyche). You can subscribe to his monthly email newsletter by emailing his Analyst at <EMMorales@Columbus.gov>. You can reach Councilmember Wyche’s Aide at <CLGolterman@Columbus.gov>.