200 South Hamilton Road

Gahanna, Ohio 43230

City of Gahanna

Meeting Minutes

Finance Committee

Stephen A. Renner, Chair

Merisa K. Bowers

Jamille Jones

Nancy R. McGregor

Kaylee Padova

Michael Schnetzer

Trenton I. Weaver

Jeremy A. VanMeter, Clerk of Council

Monday, November 10, 2025

City Hall, Council Chambers

Immediately following Committee of the Whole at 7:00 PM on November 10, 2025

CALL TO ORDER:

Councilmember Stephen A. Renner, Chair, called the meeting to order at

8:14 p.m. The agenda was published on November 7, 2025. All members

were present for the meeting. There were no additions or corrections to the

agenda.

DISCUSSIONS:

Budget Questions on Department of Administrative Services and Mayor's

Office

ORD-0049-2025

AN ORDINANCE ADOPTING APPROPRIATIONS FOR CURRENT

EXPENSES AND OTHER EXPENDITURES OF THE CITY OF

GAHANNA DURING THE FISCAL YEAR 2026

Senior Director of Administrative Services Miranda Vollmer explained that the

2026 budget process was designed through meetings between Council

leadership and the Administration throughout 2025. She stated that the

shared goal was to provide transparent information to residents and

comprehensive information for informed decision-making. She reported that,

at the request of Chair Renner, departments prepared 2026 priorities, which

were included in the budget book delivered on October 31. She stated that the

process aimed to reduce last-minute budget additions or removals during the

week prior to second reading and final vote. She encouraged Council to offer

feedback on staffing requests and operations for the departments presenting

that evening and throughout the remainder of the month. Vollmer stated that

the evening’s presentations would cover the 2026 funded priorities for the

Mayor’s Office, Marketing and Communications, Economic Development,

Human Resources, Finance, Information Technology, and Mayor’s Court. She

added that staff would answer previously submitted questions after the

department presentations. She reiterated that the intent of the new process

was to allow additional review time and to give Council more opportunity to

ask questions. She then introduced Mayor Jadwin to present the Mayor’s

Office priorities.

Mayor’s Office:

Mayor Jadwin reviewed the 2026 priorities displayed on the screen and listed

in the budget book, along with the accomplishments recorded for 2025. She

stated that the largest effort for 2026 would be the transition of city services

and employees to the new Civic Center, projected for late February or March.

She described the need to coordinate the move so that the city ended

operations at 200 South Hamilton Road one day and resumed at 825 Tech

Center Drive the next without disrupting services, including police operations.

She outlined the preparation required for the move, including establishing new

building policies, evacuation procedures, badge and access systems, and

updated emergency action plans. She noted the importance of preparing for

the new customer service desk, which would consolidate services into a

single point of contact for residents seeking to pay bills, ask questions about

trash service, submit plans, or rent parks facilities. She stated that staff would

require cross-training to support the centralized service model. Mayor Jadwin

stated that the Senior Center would also relocate to the new building,

requiring new building policies, rental agreements for the multipurpose room,

and education for members about accessing and using the new space. She

noted that the police operations move required extensive planning and

coordination.

Mayor Jadwin reported that beginning in January 2026, the city would launch

the Our Gahanna strategic plan, recently adopted by Council. She stated that

one major requirement of the plan involved educating employees about the

city’s mission, vision, and values and building cohesion around them. She

noted that staff engagement during the plan’s development would support this

effort and that the Human Resources team would also speak to this priority.

She stated that the city would continue the Gahanna Citizens Academy for a

third year. Mayor Jadwin reported that the program strengthened citizen

engagement, built understanding of city operations, supported transparency,

and fostered informed participation in local government. She then described

efforts to improve the city’s emergency management function by developing a

continuity of operations plan (COOP) for all divisions. She stated that the plan

would ensure continued delivery of city services during disruptions and that it

also would ensure continuity of payroll, referencing concerns seen at the

federal level. Mayor Jadwin stated that the administration would continue the

community grant program, which recently supported food insecurity efforts in

the community. She concluded with an overview of enhancements to the

city’s risk and safety program. She commended Melissa Jackson’s

leadership and noted ongoing work to maintain multi-year safety training,

including CPR, first aid, and AED training; safety audits; chemical audits;

review of safety data sheets; and updates to job hazard analyses. She stated

that the city would continue participating in CORMA to access training and

resources and maintain the software for asset tracking. She also listed

maintaining property damage claims to ensure efficient processes and

maximize returns to the city as a priority. She stated that she would answer

questions later in the meeting.

Marketing & Communications:

Communications Manager Dan Pearlman presented the 2026 priorities for the

Marketing and Communications Division. He stated that the division would

continue building upon established communication methods, including city

newsletters, the Uniquely Gahanna publication, twelve social media sites,

Gahanna.gov, the Our Gahanna podcast, email and text alerts, and other

engagement tools. He stated that the division would proactively identify new

opportunities to communicate with residents, businesses, and stakeholders.

He added that staff would develop a communication and marketing strategy

for introducing the new Gahanna Civic Center to the public. He stated that the

division would continue providing and enhancing marketing support for city

departments and would work to build citywide brand consistency while

focusing on marketing development opportunities.

Economic Development:

Economic Development Director Jeff Gottke presented the 2026 priorities for

the department. He stated that the department’s goals fell into three

categories. First, the department would begin implementing the economic

development strategy identified in the Our Gahanna plan to ensure that

Gahanna remained a community of choice for businesses and residents. He

stated that this work required understanding the industries driving the local

economy, identifying business needs, and ensuring alignment among

workforce, housing supply, and available property. Second, he stated that the

department would continue serving existing businesses with the expected

“white glove” level of service. Third, he stated that the department would begin

managing the construction of the private mixed-use development at

Creekside. He explained that, because construction would not begin

immediately, the department had time to organize resources and plan for

maintaining vibrancy and foot traffic, communicating clearly with

stakeholders, and addressing issues such as access, parking, and traffic

impacts. He stated that this effort would be critical to supporting Creekside

businesses during construction.

Director Gottke then elaborated on priorities related to business development

and marketing. He stated that the department would support and promote

new and existing businesses, gather insight through business advisory

groups, refresh the small business assistance handbook, market available

commercial real estate, launch a new economic development newsletter, and

strengthen partnerships with organizations including the Gahanna Area

Chamber of Commerce, the Central Ohio African-American Chamber of

Commerce, the Small Business Development Center, JobsOhio, and the

Ohio Department of Development. He stated that the department also would

work to align strategies and tactics by ensuring that available programs and

resources matched the actual needs of the business community. He reported

that the department planned to conduct several studies and updates in 2026,

including an economic sector and gap analysis, a workforce demand study,

an updated housing demand study, a land development playbook, an updated

business retention and expansion strategy, and a retail leakage update. He

stated that these projects would build on each other and likely would not all

conclude in 2026 but would collectively form a data-driven foundation for

future decision-making. He concluded by stating that all of the department’s

efforts aimed to ensure that Gahanna remained a community of choice. He

stated that using resources efficiently, staying informed, and grounding

strategies in real data would strengthen the economy, enhance residents’

quality of life, and support long-term resilience. He thanked Council for its

support and stated that the department looked forward to the work ahead.

Human Resources:

HR Manager Ben Nolan thanked Council for the opportunity to speak and

presented the 2026 priorities for Human Resources. He stated that the

initiatives reflected continued investment in employees and focused on

growth, well-being, communication, and recognition in order to build a

stronger and more connected workforce. He outlined the citywide training and

development program, which would establish a consistent learning

framework across departments and support technical skill-building,

leadership development, career advancement, service excellence, and

succession planning. He then described the employee health benefits and

wellness program, which would expand access to wellness resources with

an emphasis on preventive care and mental health support to foster a culture

where employees felt valued and supported both inside and outside the

workplace. He explained that the onboarding program and employee

academy would transform how the city welcomed and trained new staff

through structured orientation, mentorship, and ongoing learning. He stated

that the employee academy would function as a long-term hub for

professional development.

HR Manager Nolan highlighted the upcoming transition to the new Civic

Center and stated that significant planning would ensure a seamless move

while supporting employees in maintaining high-quality public service. He also

reported that HR would develop a new internal brand to unify and modernize

employee communications, creating a consistent voice and visual identity to

help staff stay informed and aligned with city goals. He concluded by outlining

the enhanced employee recognition program, which would celebrate

exceptional service and teamwork in a visible and equitable manner aligned

with organizational values. He stated that these initiatives represented a

comprehensive effort to invest in employees and strengthen city operations.

Finance:

Senior Director Vollmer introduced Finance Manager April Kincaid, who

presented in place of Director Bury.

Finance Manager Kincaid stated that the Finance Department’s 2026

priorities focused on strengthening the city’s financial foundation and

improving transparency, accountability, and efficiency. She stated that the

department would continue ensuring financial stability by optimizing revenue

streams, strengthening budgetary controls, and implementing strategic fiscal

policies to maintain resilience and long-term sustainability. She reported that

the department planned to issue a Popular Annual Financial Report (PAFR) to

present the city's financial position to residents clearly and accessibly,

supporting public trust. She stated that the department would enhance

accounting systems by entering comprehensive capital asset information and

implementing an ACFR builder to streamline annual reporting and improve

accuracy. She added that the department would collaborate with the Mayor

and executive team to produce quarterly reports on the Capital Improvement

Plan to ensure major projects remained aligned with strategic plans. She

concluded that these priorities would strengthen management practices,

increase transparency, and support long-term success.

Information Technology:

Information Technology Director René Carter presented the 2026 technology

priorities. She stated that the IT Department would focus on reliability,

security, and service to ensure systems supported daily operations and

strengthened services to the community. She reported that a major initiative

would be the technology design and implementation for the new Civic Center,

including network infrastructure, security systems, communications systems,

and public safety technology. She stated that the goal was to establish a

connected and efficient environment from the first day of operation. She

stated that the department would implement a formal cybersecurity program

in compliance with Ohio Revised Code 9.64, which would include training,

vulnerability assessments, and continuous monitoring to protect city and

community data. Carter reported that IT would improve customer service

through better technology tools, streamlined processes, and enhanced

support for staff responding to residents and businesses. She stated that IT

would launch a citywide Microsoft 365 training program to help staff use

Teams, SharePoint, OneDrive, and Power BI to improve collaboration and

communication. She also stated that the department would expand GIS and

asset management systems to support more accurate infrastructure tracking

and data-driven planning. She concluded that all initiatives were designed to

provide secure, reliable technology that improved efficiency and enhanced the

experience of residents and staff.

Mayor’s Court:

Director of Court Services Amanda Parker presented the 2026 priorities for

Mayor’s Court. She stated that the focus for the coming year was to continue

strengthening court operations while adapting to new systems and a new

location. She reported that the top priority was ensuring a smooth transition to

the new court offices at 825 Tech Center Drive. She stated that the move

offered an opportunity to enhance customer experience and modernize the

delivery of court services. She explained that, in anticipation of the move, staff

had spent the past year significantly reducing the volume of paper case files,

dockets, and reports that would need to be moved or retained on-site. She

stated that staff were planning the transition carefully to minimize disruptions

for residents, attorneys, and officers. She noted that every detail, from

technology setup to front counter operations, was being coordinated to

maximize efficiency while maintaining exemplary customer service. Parker

reported that Mayor’s Court would continue its collaboration with New Albany

Mayor’s Court, stating that the partnership demonstrated how neighboring

courts could work together to share best practices, identify economies of

scale, and address common challenges. She stated that the court planned to

build on this relationship to pursue additional efficiencies for both

communities. Her final priority involved collaboration with the Gahanna

Division of Police on implementation of the police department’s new RMS

system. She explained that the court’s software would work closely with

Central Square to ensure a smooth transition that maintained the automatic

flow of citations from the RMS into the court database. She stated that

continued use of e-citations and ticket imports reduced manual entry,

accelerated case processing, and decreased errors, saving time for both

departments. She concluded that the move, interagency collaboration, and

technology upgrades all supported the shared goal of making court operations

more efficient, accessible, and responsive to the needs of residents and

partners.

Council Questions:

1. Implementation of Our Gahanna

Senior Director of Administrative Services Miranda Vollmer reviewed the

submitted questions that Chair Renner had provided. She read the first

question, which concerned the implementation of Our Gahanna, including

funding, the identification of a consultant, and the overall implementation

approach. She stated that the city had identified Planning NEXT as the

consultant to continue its work with the city on implementing Our Gahanna.

She explained that the scope of work included a 90-day strategic plan launch;

coordination and facilitation of meetings; creation of an online presence and

maintenance of ourgahanna.com; and planning, organizing, and promoting

annual updates. She added that the consultant would educate key city

leaders, including elected officials, on the implementation plan; discuss

year-one priorities; assist with updating city templates to tie them to Our

Gahanna; and develop a one-year work program to address the priority action

agenda.

Chairman Renner asked to pause and then asked whether the explanation

answered the question.

Councilmember Jones asked Director Vollmer to review the list again.

Director Vollmer repeated that the four tenets of the scope of work included a

90-day strategic plan launch; coordination and facilitation of meetings;

continuation of the city’s online presence; and planning, organizing, and

promoting annual updates to the community.

President Bowers asked about the cadence of the community meetings or

events. Director Vollmer explained that the 90-day strategic plan launch would

determine those decisions and noted that the consultant recommended an

annual update in a format of the city’s choosing.

2. Business Continuity Plan

Director Vollmer presented the next submitted question, which concerned the

business continuity plan and its purpose. She explained that the plan, also

referred to as the COOP discussed earlier, outlined how the city would

continue necessary and essential functions when normal operations became

disrupted or impossible. She stated that the plan would identify critical

business functions, processes, and resources required to maintain

operations at a minimal level. She provided an example, noting that if the city

experienced a cybersecurity attack, staff would use the plan to determine in

detail how to respond and ensure that essential financial activities, such as

accounts payable, payroll, and processing, continued. She added that the

plan would also include testing, maintenance, and training for key

stakeholders across the city.

Councilmember Jones asked whether the city currently had such a plan.

Director Vollmer stated that the city had many plans that would fall under a

continuity plan, but it did not have one singular plan. Jones acknowledged the

clarification.

3. Mayor’s Advisory Panel (Page 63)

Director Vollmer introduced the next set of questions, which concerned the

Mayor’s Advisory Panel. She stated that Mayor Jadwin would provide

information on the panel.

Mayor Jadwin summarized the submitted question, explaining that it sought

information about the panel, its makeup, and how it had been functioning. She

stated that the city held its first Business Advisory Panel meeting in

September of the current year. She provided background, explaining that she

and former Director Hamons had begun developing the framework for the

panel prior to Hamons’ departure. When Director Gottke joined the team in

May, one of their first conversations focused on the Business Advisory Panel.

Mayor Jadwin said she valued Director Gottke’s insight and extensive

experience with similar panels, and she felt confident in Gottke’s ability to help

build business connections. She stated that the goal of establishing the

Mayor’s Business Advisory Panel was to build relationships and

communication with local businesses. She noted that, just as the city focused

on strengthening relationships with residents, the city should also work to

understand the needs of the business community so that the city could

provide a supportive environment that would, in turn, contribute to Gahanna’s

overall success. Mayor Jadwin described business advisory groups as

opportunities to gather business and economic intelligence. She noted that

the city received information through one-on-one meetings, regional data,

One Columbus, JobsOhio, informal conversations, economic development

events, focus groups, and partner organizations such as the Chamber of

Commerce and Visit Gahanna. She said the Business Advisory Panel served

as an additional source of information.

Mayor Jadwin explained that the city convened sector-specific groups

regularly to gather firsthand input directly from those doing business in the

city. The panel allowed the city to understand business needs and

challenges, learn about regional trends, anticipate long-term needs, and

consider how the city could help. She stated that the information collected

helped identify industry-wide trends, resilience needs, and gaps that the city

or partner organizations could address. Mayor Jadwin reported that the

September meeting followed a sector-specific approach. The city partnered

with a Gahanna-based financial institution focused on small-business

financing and selected an industry sector in high demand in Gahanna and

more prevalent than in peer communities. She said they met with more than a

dozen business owners and had a productive morning of honest

conversation, with businesses exchanging ideas and questions. She

explained that, as the city implemented its economic development strategy,

these conversations would help identify priorities. She said workforce needs

emerged clearly as the most significant issue discussed, including

opportunities to partner with schools to create internships and

apprenticeships. Mayor Jadwin stated that the city anticipated holding the

panels on a bimonthly or quarterly basis in 2026, depending on scheduling,

and intended to continue building those conversations.

Chairman Renner asked for questions or comments.

Councilmember Jones asked whether the Business Advisory Panel was the

same panel referenced in the budget book as advising on transportation,

housing, sustainability, and diversity and inclusion. Mayor Jadwin responded

that the first meeting had been sector-specific and used general, high-level

questions that allowed the conversation to develop based on business input.

She stated that future meetings might explore topics raised by businesses,

and she acknowledged that transportation had been discussed in the past.

She noted that the topics Jones mentioned had not arisen in the first session

but said the city could prompt discussion on specific areas if needed while

still allowing the conversation to evolve organically.

Chairman Renner asked whether the term “Mayor’s Advisory Panel” in the

budget book served as an umbrella term or whether it referred specifically to

the Business Advisory Panel. Mayor Jadwin explained that she originally

labeled it the Mayor’s Advisory Panel, but after working with Director Gottke,

they changed the name to the Mayor’s Business Advisory Panel to reflect the

intended focus on business outreach and communication. She said the

purpose was to strengthen ties with the business community so that

businesses viewed the city as a resource. She added that businesses could

identify issues such as code provisions, transportation challenges, COTA

concerns, or housing difficulties. Mayor Jadwin reiterated that, in the first

session, businesses primarily emphasized their difficulty in finding workers.

4. Community Grant Program (page 63)

Director Vollmer addressed the next question, which concerned the

community grant program and the accounts associated with it. She explained

that the chart presented last year had been labeled incorrectly before the

second reading and that the error resulted from a clerical mistake. She stated

that the program had always been funded from the same account and that

the mislabeled chart did not reflect any change. She clarified that the

$100,000 allocated for the community grant program remained under one of

the divisions in Finance and Contract Services.

Councilmember Jones asked why the allocation appeared under Contract

Services rather than another category. Director Vollmer explained that the city

used three main governmental accounting funds, including salary and

benefits, contract services, and materials and supplies, and that those

categories were then broken down further. She stated that, at the highest

level, the allocation fell under Contract Services.

5. Our Gahanna Podcast

Director Vollmer introduced the next question, which concerned the Our

Gahanna podcast. She stated that the question asked about the launch,

publication date, communication methods, and metrics, and she noted that

Mayor Jadwin would respond.

Mayor Jadwin explained that the podcast had not launched yet and that the

city was preparing for its release. She stated that, because the city had spent

the past year working on the Our Gahanna strategic plan, the team

intentionally waited until the plan’s adoption to align the podcast’s name and

focus with the plan. She reported that the city had already recorded two

episodes and had teased the upcoming podcast in the previous week’s

newsletter. She said the city was waiting for a release timeline from the

producer. Once received, the city would begin active promotion through social

media and the website. She stated that the podcast would be available on

major streaming platforms, including Apple and Spotify. Mayor Jadwin said

the first episode focused on Creekside, and the second featured the

community liaison officers discussing mental health and available community

resources. She stated that the goal of the podcast was to share information

with residents and highlight the people, places, and things that made

Gahanna a special community. She noted that, although the city had already

identified topics, staff would look to the community for input on subjects

residents wanted to hear about and would adjust as needed based on that

feedback.

Councilmember Padova asked about the planned release frequency. Mayor

Jadwin responded that the city hoped to release an episode every other

month, with a goal of six episodes per year. She added that the team aimed

to complete two episodes early because the city had an upcoming mental

health event in December and wanted the related episode available before

that event.

6. Sergeant Assessment Center (page 71)

Director Vollmer addressed the next question, which concerned the process

for the police sergeant assessment center and the associated costs. She

explained that Article 14 of the FOP contract required the city to conduct an

assessment center for the sergeant promotional process. She stated that the

assessment center functioned as a job-related, skills-based evaluation and

that the Ohio Association of Chiefs of Police (OACP) had to administer it. She

said the city contracted with OACP to conduct the assessment center. She

explained that the promotional process also included an oral board, which the

contract required an independent consultant to conduct. She added that an

independent consultant also calculated the overall eligible list score. She

noted that the Civil Service process followed Civil Service rules and the

collective bargaining agreement. She stated that the total cost to administer

an assessment center was approximately $14,000. Director Vollmer reported

that the city also had to conduct a lieutenants assessment center to fill the

vacancy created by Deputy Chief Moffitt’s promotion. She said the city

intended to complete that process by the end of the year. She explained that

the resulting chain of promotions required the city to fill the sergeant vacancy

created by that promotion and, ultimately, a police officer position.

Vice President Weaver asked whether the cost was assessed on a

per-vacancy basis. Director Vollmer stated that it was not necessarily tied to

each vacancy. She explained that, because the process fell under Civil

Service rules, the city typically conducted promotional testing only when it

knew a vacancy would occur. She noted that larger agencies, such as the

City of Columbus, conducted annual assessments, and she added that

Gahanna conducted annual Civil Service testing for parks maintenance

workers and service maintenance workers. She said that, due to cost and

workload for the HR team and the Police Department, the city usually

budgeted for promotional tests only when needed. She reported that the city

conducted a promotional test the previous year, that the eligibility list expired

in September, and that the city now needed a new round of testing because

of Deputy Chief Moffitt’s promotion.

7. Increase in Contract Services (HR - $84,985, page 177 and P&R -

$218,300, page 179); Finance Department (page 77 and 178 -

salary & benefits increase; Contract Services increase and

decrease)

Director Vollmer introduced the next set of questions, which related to the

Finance Department. She explained that several questions were interrelated,

so they were combined. She stated that Finance Manager April Kincaid would

review them. She summarized that the questions concerned increases in

contract services, increases and decreases in salary and benefits, and

specific contract service changes, including an increase of approximately

$176,000 and a decrease of approximately $686,000.

Finance Manager April Kincaid began with the first question, which concerned

an $85,000 increase in the HR line for professional development. She

explained that this amount represented professional development for the

entire city, including both citywide and individual development.

Chairman Renner paused for questions, and none were raised.

Finance Manager Kincaid continued with questions regarding increases in

various contract services lines. She explained that some line items in the

budget were reported differently because the city sometimes rolled up

contract services numbers to include both the Finance Division and the

Admin and Ops Division. She stated that the referenced $176,000 increase

represented an overall increase across both divisions. She noted that while

some lines decreased, several initiatives contributed to the increases. She

addressed another question concerning a separate $275,000 increase in

contract services. She explained that this amount represented a single line

item that included the Our Gahanna strategic plan implementation, the

business continuity plan, and a facilities assessment. She stated that the

$275,000 was part of the earlier referenced $176,000 increase when

aggregated.

Councilmember Jones asked whether the $275,000 amount referenced on

page 178 was the same line item, and Finance Manager Kincaid confirmed

that it was. Jones asked whether the item related to Our Gahanna, and

Kincaid stated that it reflected a combination of the Our Gahanna

implementation, the business continuity plan, and a facilities assessment.

Finance Manager Kincaid then addressed a question about an additional

increase of approximately $130,000 in contract services on page 178. She

explained that this line item covered contract services tied to revenue

collection. She stated that when revenue was expected to increase, the

associated expenditures also increased. She used RITA as an example,

noting that the city paid fees to RITA for collecting income taxes, so

appropriations increased along with projected revenue. She then addressed

questions about increases in salary and benefits. She explained that in 2024,

Director Bury recommended placing citywide initiatives and funding for DAS

and senior directors under the new Finance Admin and Ops Division to

improve citywide spending, align with best practices, and enhance efficiency.

She stated that those funds appeared in the Finance Admin and Ops Division

and were also explained in the Mayor’s Office narrative. She noted that the

increases reflected standard budgetary salary adjustments for representative

employees in the DAS and Finance divisions, with no new positions added.

President Bowers asked about a decrease in transfers. Finance Manager

Kincaid explained that the decrease reflected a one-time transfer of funds

returned from the COHCC insurance consortium. She stated that the funds

had been transferred out to be reserved for employee health and wellness

initiatives.

President Bowers noted one additional question concerning the Parks and

Recreation Division. Finance Manager Kincaid explained that the increase in

contract services resulted from reclassifying a landscaping contract from the

Service Department to Parks and Recreation. She stated that the budget

showed a corresponding decrease in the Service Department and an

increase in Parks and Recreation.

Director Vollmer stated that those were all the questions submitted on Friday.

President Bowers asked a follow-up question regarding professional

development. She noted that HR prioritized ensuring professional

development opportunities for employees and asked whether the city would

eventually reach a point where only inflationary increases appeared in the

budget or whether additional substantial increases would still be needed.

Director Vollmer responded that the strategic plan included specific employee

development initiatives. She stated that the city was working on professional

development plans beginning with directors and supervisors and then

extending to all employees. She said the initiative would take about two years

to complete, and once finished, the city would better understand the

appropriate baseline for future professional development funding. She

explained that each August she requested directors to submit all planned

professional development training for the year using a required template. She

stated that the city reviewed national and local conference options and used a

detailed professional development request process that came through both

her office and the Finance Department. She added that she recently

recommended that Finance staff attend a Columbus-based conference next

year instead of traveling to Chicago, as a cost-saving measure.

Concluding Remarks and Next Steps:

Chairman Renner thanked everyone and reviewed the meeting calendar. He

noted that the next topic listed was questions on operations, followed by

another week devoted to questions on operations. Director Vollmer confirmed

the schedule, stating that the November 17 meeting would cover Parks and

Recreation and Planning, and the November 24 meeting would cover Public

Service and Engineering. Chairman Renner asked his colleagues to review

the Parks and Planning materials and submit any questions to him by

Thursday, November 13.

Councilmember Jones asked when Engineering would be presented, noting

she had been looking at an old schedule. Director Vollmer confirmed the date

as November 24. She stated that she had sent an updated schedule around

the time the budget was released because some directors had pre-planned

vacations, which required dividing the operations presentations to ensure their

availability.

Councilmember McGregor asked when the Council Office presentation would

take place. Clerk VanMeter stated that it would occur on November 24. Mayor

Jadwin asked if Council Office and the City Attorney’s Office would both

present on November 24. Councilmember McGregor acknowledged that

those items had not moved. President Bowers noted that the updated

schedule had been shared at a prior Finance Committee meeting.

Councilmember Jones asked for the schedule to be sent again. Director

Vollmer agreed to resend it.

Chairman Renner asked whether there were any overall questions about the

process. Hearing none, he concluded the discussion.

Recommendation: Held in Finance Committee; Further Discussion Scheduled

on 11/17/2025.

ADJOURNMENT:

With no further business before the Finance Committee, the Chair adjourned

the meeting at 9:05 p.m.