2007 Annual Report
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Visit Our Website: www.salina-ks.gov
WE HOPE YOU ENJOY our first annual special edition of Tlte Salina Citizen.
We believe you will find the enclosed information helpful and informative.
Our Form of Government
Salina uses the Commission-
Manager system of local
government nationally known
as the Council-Manager plan.
. pproximately 90 years old,
. this form of government has
. proven its adaptability. The
_ Council-Manager Plan began
in the early 20th century when reformers
were looking for ways to return control of
municipal government to citizens. Their
intent was to eliminate corruption and
diffuse the power entrenched in turn-of-
the-century city political machines and
InsIde this
.
Issue:
Shared Vision/Strategic Plan .......2
Accomplishme nts ........................4
Expenditures .............................. 7
special interests and replace it with an
emphasis on professional training and
accountability.
Today it is the most popular choice of
structure among u.s. communities with
populations of 2,500 or greater. During the
past dozen years, an average of 44 U.S.
cities annually have adopted this form,
while an average of only two per year have
abandoned it.
The Salina City Commission is made up
of five citizens who are elected at large.
Every two years, two City Commissioners
are elected to a 4-year term, and one
Commissioner a 2-year term.
Each April, the City Commissioners select
a Mayor from among the five seated
Commissioners to serve as the chair of
the Commission and represent the City at
many events throughout their term.
The City Manager is appointed by the
City Commission and is responsible for
the daily operations of the City, as well
as implementing programs and policies
established by the City Commission.
Among those duties is the preparation and
implementation of the annual budget.
V. ·
IS I t Our Citizen Service Request service
on the City's Website: www.salina-ks.gov/QAlert
Shared Vision Statement and Strategic Plan
...
What Is Strategic Planning?
Strategic planning is a process
that allows community leaders
and stakeholders an opportunity
to determine what the future of
their community will be. It is a
tool which incorporates a long-
term vision, goals and action
items that is commonly used in
America's most forward thinking
communities. Salina's process
started with a community
visioning exercise conducted
with citizen stakeholders,
the City Commission and City
staff members. These groups
independently addressed 1)
Salina's assets and other positive
community aspects; 2) Salina's
liabilities and other negative
factors; and 3) A vision of
Salina's future in a 7 to 10 year
timeframe. This information
was then provided to the City
Commission for discussion
and consideration. Based on
this information, the City
Commissioners agreed upon a
shared vision of the future.
The Salina City Commission
believes that using a Strategic
Plan will provide long-term
direction and direct benefit to
both our municipal government
and the community. It is their
intent that Salina's Strategic
Plan be a dynamic document
that is in line with our shared
vision and reviewed annually
both to ensure performance,
and to respond to ever-changing
community and regional
conditions.
City of Salina's Shared Vision
Statement for Our Community
Salina will be a city that is exciting to
live in and thriving both economically
and socially. The City will be clean,
attractive and inviting. Local residents
will demonstrate their community
pride by sharing Salina's attributes with
others. As a result, Salina will be a
place with a quality of life that not only
appeals to residents, but also to visitors.
Salina will be a city that encourages
quality, market-driven, mixed-use
development that compliments
community cohesiveness.
I
. .
preserve nature's assets and our future
quality of life.
The City of Salina will have master
planned its assets in the Kenwood/
Oakdale Park area west to the
downtown business district in order to
utilize them to their fullest potential.
This will include the development of
a uniformly managed, core destination
complex for both residents and visitors.
This complex will be surrounded by
high quality, mixed-use development
with an evident connection to
downtown that complements existing
commercial and residential assets.
2
The City of Salina will be attractive
and well maintained. It will be evident
that good housekeeping and high
community standards are valued. Salina
will be environmentally conscious,
balancing the expectations of a growing
community with the necessity to
Downtown Salina will be a thriving
and vibrant place. It will include
an artistic flair that complements
diverse and successful business
development, including: entertainment,
professional services, restaurants and
retail development. In addition, the
-
downtown will include residential uses
consistent with the desired, rnixed -use
activity.
Salina will be supportive of life-long
learning through all forrns of education,
including elernentary and secondary
education, higher education and
vocational/technical training.
Salina will be a town that is respectful
of its heritage. Throughout Salina,
Goal 2:
Goal 3:
Goal 4:
Goal 5:
Goal 6:
the adaptive reuse of historic and
architecturally significant buildings will be
encouraged.
Salina will encourage and be supportive
of industrial developrnent, econornic
expansion, rnarket-driven tax base growth,
and horne grown entrepreneurialisrn.
3
Departmental Accomplishment Highlights
Completed two
Community Art and
Design projects, one
at the Municipal Water
Works Plant and the
other along the North
Ninth Street gateway
Completed a major
renovation and
celebrated the grand
re-opening ofthe
Smoky Hill Museum.
Created a new City
website, with citizen
service request
function.
Prepared North Ohio
corridor overlay district
from the overpass
to 1-70to enhance
the quality of future
development.
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Obtained for the tenth
year in a row, the
Government Finance
Officers' Association
Award for our annual
financial report.
Obtained the
Hazardous Materials
"Technician level"
Response Team
designation from the
State of Kansas Fire
Marshal's office. ..~~
........
2007 National Citizen Survey
II he City participated in a city-
wide survey in 2006 which
is a collaborative effort of the
National Research Center,
Inc. and the International City/County
Managernent Association. Participating
households were selected at randorn and
the household rnernber who responded
was selected without bias.
Overall, rnost response ratings are fairly
average (close to a 50 rating), with sorne
results that are significantly less than or
higher. Here are a few key questions frorn
the survey results:
Quality of Life
When asked to rate the overall quality of
life in Salina on 100 point scale:
I Excellent/Gooa 68%l
Fair 28%1
Poor
4%
i~
~
4
Community Choices
Citizens were asked to rate the shopping
opportunities in Salina:
Excellent/Good
46%1
32%]
15%J
Fair
floor
Services Provided
Overall quality of City services provided:
Excellent/Good
59%1
35%J
6% 1
Fair
Poor
City Employee Courtesy:
U~UQl.t/Good 71 %J
Fqir 17% I
Poor 12%1
City Employee Knowledge:
I Excellent/Good 70% 1
I Fair 23% 1
I floQr 70ioJ
For the cornplete survey results, please visit
our website: www.salina-ks.gov.
Coordinated
conciliation of 56%
of all discrimination
cases filed, including
both housing and
employment.
Held first annual Water
Festival where over
350 4th graders were
taught about water
conservation at 14
learning stations.
Successfully
employed a number
of intervention
strategies which have
resulted in a safer, less
problematic downtown
entertainment area.
Aggressive water
conservation strategy
implemented due
to extremely low
flow conditions in
the Smoky Hill River
and began strategic
planning for future
water management
and conservation.
With Salina Airport
Authority, K-State
at Salina, USD 305
and congressional
delegation, worked
closely with United
States Corps of
Engineers to continue
addressing proper
review and cleanup
,-'
plan for-the former
Schilling Air Force
Base.
Volunteer Boards,
Committees and Comissions
Appointment Process
The successful functioning of citizen board,
committees and commissions is a cornerstone
of democratic local government. The Salina City
Commissioners have adopted a formal policy
guiding appointments to and administration of
a strong and effective citizen board system. In
this way, the Commissioners intend to attract the
broadest possible spectrum of qualified citizens for
board service and to make membership on such
boards a constructive and rewarding experience for
those appointed.
Solicitation of Interest
Names of persons willing to serve the City in
the capacity of volunteer board, committee or
commission members are obtained by both formal
and informal advertising designed to reach as many
citizens as possible. Each individual who wishes
to be considered must complete an Expression of
Interest (EOI) form and submit it to the City Clerk.
Those presently serving on a
board or commission interested in
reappointment are also asked to
submit an EOr.
Boards/Commissions Available
~ Accessibility Advisory Board
~ Salina Airport Authority
~ Animal Control Advisory & Appeals Board
~ Arts & Humanities Comltzission
~ Building Advisory Board
~ Business Improvemellt District No. 'I Board
~ Business Improvemellt District No. 'I Board of
Design Review
~ Convention and Tourism Committee
~ Disciplinary Advisory Board
~ Heritage Commission
~ Housing Authority
~ Human Relations Commission
~ Library Board
~ Parks and Recreation Advisory Board
~ Plalllzing Commission
~ Salina Economic Development Incelltives Council
~ Solid Waste Nlanagemellt Committee
~ Tree Advisory Board
~ Board of Zoning Appeals
5
2007 Operating Budget Overview
II otal 2007 net revenues are
$58,889,953. This includes
property and sales taxes,
generated fees and grants.
2007 expenditures are $61,765,490. This
represents the amount the City pays
for personnel, materials and vendors.
Reserves held to be carried into 2008 total
$15,348,098, with a planned reduction of
$2,875,538.
The City will also make internal transfers
totaling $10,543,793. These are used to
allocate costs for the City self-funded
health insurance plan, centralized fleet
maintenance services, self-funded worker's
compensation, and other internal services.
The City employs 493 full time staff,
along with 15 part-time positions. In
addition, a significant number (about 200)
of temporary-seasonal staff are employed,
primarily through the spring and summer
months.
Revenues
The City of Salina has six major groups of
revenues. The largest of these are fees and
charges, accounting for nearly $27 million,
or 450!c) of total revenues. More than half
of the fees and charges ($13.4 million) are
generated by the Water and Sewer Utility.
Revenues raised by the Water and Sewer
Utility must be used for Water
and Sewer purposes. The rate
schedule was increased by
an average of 2.75%, while
wastewater rates were
increased by an average
of 5.9'};,-
Other significant fees
and charges include court
fines and fees (unchanged),
EMS charges (increased
4 %), refuse collection fees
(increased 4 %), solid waste
disposal fees (increased 0.43%), and
Bicentennial Center fees (unchanged).
The next largest revenue class is sales
taxes, which contribute a little more than
$13.9 million to the City operation. This
is 24 % of total revenues which is based
on both the City's % cent tax and the City
portion of the 1 cent County tax.
Intergovern-
mental 6%
6
Class of Revenue
2007
Budget
(in OOO's)
II $26,801 I
II $13,9081
II $ 9,960 I
II $ 4,081 I
II $ 2,7581
II $ 1,3821
..
I User Fees and Charges
I Sales Taxes
I Property Taxes
I Other Taxes
I Intergovernmental Revenue
I Other Revenues
Total Revenues
Plus Internal Transactions
$10,544
NetTotal Current Resources
..
Property taxes, including both real
estate and motor vehicle tax, contribute
somewhat less than $10 million, or 17%
of total revenues. Real estate taxes are
calculated by applying a mill levy to the
assessed value of property. In Salina, the
mill levy for 2007 was established at 23.99
mills, unchanged from last year. The table
on page eight calculates the amount of
property taxes for homes with different
market values.
The "Other Taxes" designation includes
franchise fees, which is a fee the City
charges a private utility for the use of
public right of way, and the transient guest
tax, which is a 50!c) tax levied against hotel
and motel room rentals. Other taxes are
7% of the total revenue and produce about
$4 million per year.
Intergovernmental revenues include
grants and other payments from other
governmental agencies. Intergovernmental
revenues produce about $2.8
million. The largest single
source is the Special Gas
Expenditures
By Class of Expense
Class of expense refers to the kinds of
goods and services purchased. The City
identified several classifications, including
salaries, benefits, supplies, services, capital
outlay, debt services and other.
Class of
Expenditures
I Salari~s
III"! ~vl<m.~~ioWl nK~ ~ ~~h ~J.ff',r1fm,i lwJl1
.~ltl~);~JM~JDIg~
I Ben~fits
I DVi11~;'Ii"':"r",,*,,,'''''
~r'~,;'~Il..:'3!...~~1
I Capital Outlay
~~r,~
I Other II
1I1Ji~JII
less Internal Transactions
Net Total Expenditures
2007
Budget
(in 000'5)
II
$23/0281
.:\f.nTo'>{10's, I
~d1~~)~~1
II
$ 8,9491
~.~~1M I
II
$ 6,5241
~.~~I
$l887 1
t.,t!' ""''''1
~ '::Ih?.':rA~].:~lU)
, .,
$10,5441
$61,765
Tax received from the State of Kansas ($1.5
million) which must be used to repair and
maintain streets. The City of Salina also
receives a contribution from Saline County
to supplement the Countywide EMS
service operated by the City.
Debt General
Service Government
9% 3%
Salaries
32%
Other
15%
By Function
Community
Development
4%
Expenditures by function describes
the general purpose for which funds
are budgeted. Each function includes
several more specific activities. Capital
outlay expense is not included within
the functions, but is totaled as a separate
ca tegory.
Function
.,1,1,.
III
General Government
$ 2,442
$14,778
$ 6,303
$ 5,006
$3,118
$ 6,402
$11,406
$10,154
$ 6,524
72,3091
10,5431
$61,7651
Public Safety
Health & Sanitation
Culture & Recreation
Community Development
Debt Service
Water and Wastewater
Other
Capital Outlay
I Total Planned Expenditure II
I less Internal Transactions II
I Net External Expenditures II
Public Works
9%
Culture and
Recreation
7%
Expenditures
Continued on page 8
7
How IICityll Property Taxes are Calculated
for Residential Properties
Fair Market Assessed (Taxable) 2007 Property Tax
Value Value @ 11.5% @ 23.99 mills
$ 50,000 II
$ 75,000 II
$100,000 II
$125,000 II
$150,000 II
$ 5,750 II
$ 8,62511
$11,50011
$14,37511
$17,25011
$137.941
$205.91 1
$275.891
$344.861
$413.831
Expenditures
Continued from page 7
Debt Service is the scheduled
repayment on debt issued previously
by the City for construction of various
major projects. The amount budgeted
for 2007 is $6.4 million or 9% of the
total budget.
Capital Outlay. This includes all
cash capital item acquisition for all
activities, including vehicles, equipment,
buildings and major building repair,
as well as infrastructure (streets, water
and sewer lines, etc.) construction and
replacement. Expenses are projected to
total about $6.5 million or 9% of the
budget in 2007.
City Commissioners
Want to Hear from You.
~, Members of
U :::. the Salina City
~.... Commission are
.... always interested in
your comments and suggestions
on city services and policies.
Each Commissioner welcomes
letters and telephone calls.
Write them at P.O. Box 736,
Salina, KS 67402-0736.
Commissioner's phone
numbers are:
Alan Jilka ...................827 -0002
Luci Larson................827-7777
Aaron Peck ................493-8220
R. Abner Perney........452-9711
John K. Vanier 11........823-3794
Capital Improvements
Program
Each year, in addition to the annual
operating budget, the City plans for
future major projects, typically to be
financed through the sale of long term
bonds or various grants that may be
available. Projects currently scheduled
include:
For Completion in 2007
-
North Ohio Overpass
North Broadway & East Pacific
Improvements
$ 20.2
G
-
-
Projects Initiated in 2007:
South Ohio Construction
(from Magnolia to Schilling)
$ 3.4
G
..
Wastewater Pump
Station Rehabilitation
Projects Initiated in 2008:
Greeley Avenue Bridge
I South 9th St., Phase 4
$.6
II $5.0 I
-
Projects Initiated in 2009:
East Magnolia Road
$3.0
..
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SALI NA, KS
Permit No. 400
RESIDENTIAL PATRON
SALINA KS 67401