Annual Report - 2009le
2009
DEPARTMENTAL
ANNUAL
REPORTS
Table of Contents
1
ARTS & HUMANITIES .
2
BICENTENNIAL CENTER
3
COMPUTER TECHNOLOGY
4
DEVELOPMENT SERVICES
Building Services
Neighborhood Services
Planning
5
FINANCE & ADMINISTRATION
City Clerk
Finance
Water Customer Accounting
6
FIRE
7
SALINA- SALINE
COUNTY HEALTH
8
HUMAN RELATIONS
9
HUMAN RESOURCES
10
MUNICIPAL COURT
11
PARKS & RECREATION
12
POLICE
13
PUBLIC WORKS
14
UTILITIES
CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2009
DEPARTMENT: Arts and Humanities
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ In June, A &H traveled with a bus -load of citizens (including Mayor Larson
and Commissioner Arkpe) to Topeka to receive the Govemor's Arts Award
from the Kansas Arts Commission, making Salina only the second
community in the state (following Wichita) to receive the highest state honor
for the arts in the "community" category.
❖ A &H received a number of exciting grants to help with programming. These
include: $10,000 2009 National Endowment for the Arts Grant to help with
Arts in Ed and Festival; $15;000 from Mid - America Arts Alliance as job
stimulus to help fund 'a marketing & fund raising staff position for the
Department; $10,000 from Kansas Arts Commission in addition to regular
funding for American Masterpieces programming with Trio Globo; as well as
numerous private foundation grants totaling over $26,000.
❖ A &H completed several significant changes and updates internally. These
include a complete separation of Commission and Foundation after multi-
year preparation process; the election of a brand new highly experienced
Foundation Board; a revision /clarification of 'The Big Ideas" cultural plan
with support from community and plan facilitator Diane Mataraza; and a new
10 -year vision and strategic plan for the Smoky Hill River Festival created
with the support of key stakeholders and Festival volunteers.
❖ A &H completed internal staff :development exercises and continues to
pursue this for 2010. The department has a strong and experienced staff,
many who were needing confirmation of value and worth to the department.
We are pleased to say the Depf, has achieved the first stage of a complete
organizational climate change - -with empowered and re- committed staff in
the Arts division, with the Museum close behind.
❖ The Smoky Hill Museum achieved the highest national museum recognition
obtainable —Re- Accreditation by the American Association of Museums
(AAM): Initially accredited in 1997, less than 5% of the nation's museums
achieve this level of commitment to excellence, accountability, high
professional standards and continued institutional improvement. AAM's
museum accreditation program' is the field's primary vehicle for quality
assurance, self - regulation and public accountability. Of the nation's
estimated 17,500 museums, only 776 are currently accredited. The Smoky
Hill Museum is one of only 12 museums accredited in Kansas. All accredited
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museums must undergo a reaccreditation review at least every 10 years to
maintain accredited status.
GOALS: List three to five new goals that your department has set.
❖ The Big Idea goal committees I -IV will each complete one to two new major
objectives from the Big Ideas cultural plan.
❖ The full -time department members will complete at least six hours of staff
development on Leadership to Create Lasting Change.
❖ The Community Art and Design Advisory Committee will be fully
trained /oriented (4 new members) and operational and 'in compliance with
CAD policy and education opportunities with all new community arts and
design initiatives.
❖ The Smoky Hill Museum will revise /update its strategic plan and will
implement an expanded and more historically integrated Street Fair fall
celebration.
PERFORMANCE INDICATORS:
❖ By December 2010, each Goal Committee from the Big Ideas cultural plan
will complete at least two new objectives.
❖ By April 2010, full -time department members will complete at least six hours
of staff development on Leadership. to Create Lasting Change and
demonstrate knowledge of key lessons learned by creating workplace
scenarios for implementation.
❖ By February 2010, Community Art and Design Advisory Committee will be
fully trained /oriented (4 new members) and by March 2010 CAD will be fully
operational and in compliance with policy guidelines for all new community
arts and design initiatives. By December 2010, Community Art and Design
Advisory Committee will have established and started implementing a public
arts education program utilizing public media (print and electronic) and
presentations.
❖ The 2010 Smoky Hill Museum Street Fair will be attended by 7,100 (a 5%
increase over 2009), and will feature an expanded parade, 10 new food
vendors, and 10 historically integrated programs and activities.
WORKLOAD INDICATORS:
❖ Total Arts Program Participants -2,419 Artists; 940 Volunteers; 37,060
Youth and 134,698 Adults. Breakdown by Program: Smoky Hill River
Festival- 77,856 Gate Count; 176 Artist Exhibitors; 431 Artists Performing;
3,780 Children in Arts Participation; Arts in Education Program -55 Artists
in the Schools and Community; 28,471 Youth Benefiting Other Programs
Horizons — $68,794 Grants Awarded for 11 artists and 9 organizations;
45,309 Total Benefiting; Poetry Series -4 Poets; 333 Attendees; Calendar—
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10,000 Distributed; 1st th6rsdays -494 Artists; Community Art and
Design -5 CIP Projects Underway with 8 Artists.
❖ Total Smoky Hill Museum Program Participants -28 Historians /Artists; 433
Volunteers; 4,216 Youth; 8,072 Adults Grand Total Reached - 29,957.
Breakdown by Program: Smoky Hill Museum Gallery- 10,099 Gate Count;
42 Groups Touring with 631 Adults and 300 Students; Kansas Day -16
Schools with 866 Student and 284 Adults; 1st Thursdays -10
Historian /Artist Presenters; 618 Attendees; Holocaust Remembrance Week -
-2 Speakers; 1 Special Exhibit; 391 Attendees; Junior Explorers -90 Youth
Participating; Noon Cooler Lecture Series -4 Historian /Artist Presenters; 50
Attendees; Street Fair -6,805 Attendees; 442 Parade Participants; 5
Musical Performances; 4 Historian /Artist Performing; 3 Organizations
Presenting; 5 Ancillary Events; Holiday Open House -210 Attendees;
Indian Burial Pit Program -5 Brown - Mackie Classes with 98 Students
Participating; E- TREKS -4 Trips; 75 Participants; Artifact Donations-43
Temporary Receipts; 37 Collections Accepted with total of 289 Artifacts and
5 Archival Collections.
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CITY OF SAUNA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2009
DEPARTMENT :. Bicentennial Center
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Jones Gillam Renz Architectural firm hired to assist in developing various
renovation projects in the Bicentennial Center and to develop a feasibility
study to prioritize future renovation projects.
❖ Renovations completed in the meeting rooms and restrooms on the second
floor of the facility. Renovations in Heritage Hall including floors, finishes,
sound system, acoustic panels and exit lighting.
❖ Business Plan completed for the facility outlining proposed number of events
and increased rental rates.
•:� Over 20,000 meals prepared and served by the facility food and beverage
staff.
❖ Operations division completing documentation and development of
guidelines for facilities services and equipment. This division also has
developed new schedules and methodology for long term and short term
planning for efficient use of staff and resources.
GOALS: List three to five new goals that your department has set.
❖ Adoption and implementation of the Bicentennial Center Capital
Improvements Feasibility Study to be presented to the Salina City
Commission on February 1, 2010.
❖ Develop a sales blitz with the Chamber of Commerce and Visit Salina with
the intent of contacting past, current and potential clients for booking
meeting, and convention and trade show space at the Bicentennial Center.
❖ Schedule four or more ticketed events, concentrating on concerts for the
facility
❖ Increase overall number of events for the Bicentennial Center.
❖ Increase profitability of facility in all areas: rental, food and beverage,
concessions and merchandise.
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OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ New Advertising /Events Manager will join staff on February 1, 2010.
❖ Utilization of the Business Plan and continue to monitor pricing of facility rent
and meals with area and regional competing venues and make adjustments
as necessary.
❖ Implement a centralized ticketing system, centralized events calendar, and
regular meetings with area performing arts organizations to ensure that all
facilities are assisting to promote Salina.
PERFORMANCE INDICATORS:
❖ Each event organizer is sent an evaluation form that we request be sent
back to the facility to help us for future collaborations with this or other
presenters. These forms are used as a guide to help Bicentennial Center
staff to better plan for the needs of events and how we can better anticipate
their needs.
❖ Increased number of events.
❖ Increased levels of profitability.
WORKLOAD INDICATORS:
❖ Increased number of events.
❖ Increased revenue.
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CITY OF SALINA
DEPARTMENT ANNUAL" REPORTING FORM
Annual Report of the Year: 2009
DEPARTMENT: Computer Technology
ACCOMPLISHMENTS:
❖ Converted all remaining Access 97 files to Access 2003
❖ Implemented Terminal Services (fast remote access to network)
:• Implemented FullCourt software system
❖ Implemented computer application testing for employees /job applicants
❖ Implemented strong passwords
❖ Converted Parks & Recs software from client -based to web -based software
❖ Set up public access in the Police Department and Municipal Court lobbies
GOALS for 2010:
❖ Replace Domino software and server
❖ Implement Click to Gov hardware /software (water bills online)
❖ Build a new intranet system
❖ Develop a 3 -5 year technology plan
❖ Move to a virtualized machine environment
OTHER ITEMS OF INTEREST:
❖ Find a way to provide free public intemet access in Oakdale /Kenwood parks
at a low cost to the city
PERFORMANCE INDICATORS:
❖ Ended 2009 under budget
❖ Server up time was better than 99%
❖ Network availability time was better then 99%
❖ Had zero instances of a virus infection spread through our network
WORKLOAD INDICATORS:
❖ Took over 5000 service calls in 2009
CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2009.
DEPARTMENT: Development Services /Building Services
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Completed an array of inspection checklists to improve consistency in
inspections and provide an educational tool for contractors regarding what
kinds of principle items are typically checked by the inspectors
❖ Staff sponsored and presented three 2 -hour continuing education classes
for building contractors; to assist them in obtaining some of the required
continuing education for renewal of their contractor licenses.
❖ In May, as a public outreach opportunity in association with national Building
Safety Week, we held an open house on two evenings to provide our
citizens with an opportunity to meet. staff and familiarize themselves with our
offices and function.
❖ Staff organized twelve public meetings with Building Advisory Board code
review subcommittees and stakeholders to review updates of our various
construction codes and to made recommendations for adoption to the
Building Advisory Board
❖ Several staff members augmented their professional development by
passing examinations for certification in a variety of fields, including building
contracting.
❖ Completed sub - committee meetings on significant changes in the 2006
International Building Code, International Residential Code, Uniform
Plumbing Code, Uniform Mechanical Code, and National Electric Code.
GOALS: List three to five new goals that your department has set.
❖ Present a minimum of three two -hour continuing education classes allowing
for contractors to maintain or renew their contractor license in 2011.
❖ Complete the hiring of a new Building Official and support their interaction
within the development community through public meetings, onsite visits,
introductory code development classes, newspaper and newsletter articles.
❖ Finalize the adoption of
International Residential
Uniform Plumbing Code,
Electric Code
the '2006 International Building Code, 2006
Code, 2006 Uniform Mechanical Code, 2006
2006 International Fire Code, 2005 National
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❖ Expand and enhance the existing permits database and /or purchase new
software for comprehensive permit tracking and customer service
❖ Review with the Building Advisory Board an Existing Building Code, a Model
Energy Code and Property Maintenance Code which_ can be taken to the
Building Advisory Board and the City Commission for adoption and
incorporation into the cities model codes.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ During the lowest permitting period in the past seven years, we have
reduced staff through one Permit Technician and have withheld hiring a
replacement of a combination building inspector until permit numbers return
to higher levels.
❖ City staff for the first year taught three continuing education classes,
allowing local contractors to remain in Salina eliminating their travel
expenses. These first three classes were presented at no charge to the
contractors in attendance.
❖
Access. TV filmed and re- broadcast many times, the Americans with
Disabilities Contractor Education Class, taught by city staff, throughout the
year.
PERFORMANCE INDICATORS:
❖ Inspection requests are processed . in the order they are received and are
prioritized based on type of inspection and whether or not there is an open
trench involved in the work, or concrete to pour. The goal response time for
open trench inspections is 1 hour, other interim inspections is 4 hours, and
for above ceiling and final inspections 48 hours. Footing and foundation wall
inspections are typically scheduled for a specific time, so the contractor can
coordinate the pour with the concrete supplier.
❖ Commercial Plan Review: Response goal is 4 days for APR (abridged plan
review) and 10 days for all other commercial permit reviews. This goal
means that a plan review letter or a permit will be issued by the 4th or 10th
day. Performance with regard to commercial building permit review is not
specifically quantified for Building Services. Building Services is part of the
review "team" and contributes to the success of the performance goals. In
2009 we issued 137 Commercial Building Permits comprising of new
buildings, footing and foundation permits, building additions and alterations.
Out of the 137 permits issued, 36 permits generated plan review letters; the,
other 101 permits were either issued as APR's (reviewed and issued within
4 business days) or 10 day reviews issued without plan review letters. The
plan review letter deadline of 10 days was met 75% of the time (27 letters
within 10 day review out of 36 total plan review letters); the plan review
deadline was not met 25% of the time (9 letters missed the deadline out of
36 total plan review letters). Reasons for missing the plan review deadline
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of 10 days was due to final edits (4 times) and department comments being
late (5 times).
❖ The goal (met approximately 96% of the time) for review of all Residential
Building Permits is 2 -3 working days, with a 24 hour turnaround for egress
window permits, above ground swimming pool permits and some demolition
permits.
❖ Minimum Housing Code inspections are performed within one hour for all life
and health safety emergency situations (example: sewer backing up into
house or to yard from cleanout). All other minimum housing code
inspections are prioritized based on the process of notification that the
tenant follows prior to requesting an inspection by city staff.
WORKLOAD INDICATORS:
❖ Processed 3,734 requests for inspections. Some inspection requests
require more than one inspector to perform the requested inspection such
as final inspections or are requests for multiple inspections.
❖ Performed 7,221 inspections (251 days worked, average # of inspections
per day- 28.7), related to issued building permits and permits for plumbing,
mechanical, electrical and mobile home work.
❖ 2900 permits were issued in 2009, including building permits, sign permits,
electrical, plumbing, mechanical, and demolition permits. Building Permits -
commercial 137; building permits - residential 351.
❖ Processed 267 service requests related to reports of minimum housing code
violations, which typically require 1 -2 site visits /inspections and follow up
actions including phone calls to property owners. In addition, those service
requests sometime require issuance of a violation notice to the property
owners and possible referral to Municipal Court for prosecution
❖ 269 letters were sent, or phone calls were made, to permit holders regarding
the status of their building permit. This follow up is performed whenever a
permit remains open for a period of time without contact from the contractor
or property owner.
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CITY OF SALINA .
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2009
DEPARTMENT: Development Services /Neighborhood Services
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Helped maintain the livability of neighborhoods and enhance the general
quality of life in Salina with consistent and fair enforcement of Nuisance and
Zoning codes.
❖ Assisted in updating the city Junk Dealer /Salvage Yard licensing process.
Staff met with stakeholders to get input, surveyed each affected operation
for existing violations as well as conditions not in compliance with proposed
Code. changes and worked with each existing operation to develop
compliance agreements.. All operations were either free of violations or
meeting terms of compliance agreements as of 12/31/09.
❖ Prepared and submitted requests for two separate Federal ARRA (stimulus
package) grant programs: CDBG -R, housing rehabilitation and HPRP (rapid
re- housing, homeless prevention).
❖ Administered grants to low income homeowners for repairs that extend the
service life of home owner - occupied dwellings and completed a house -by-
house survey to evaluate the exterior condition of housing stock in low -to-
moderate income neighborhoods.
❖ Supported the City's efforts to stimulate community investment through
management of the Neighborhood Revitalization Tax Rebate Program.
GOALS: List three to five new goals that your department has set.
❖ Refine present comprehensive approach to Code Enforcement to address
properties with serious multiple;: code violations to provide neighborhood
impact, especially along gateway corridors.
❖ Use community partnerships cultivated during 2010 Census to develop and
implement a plan to assist citizens in self -help neighborhood improvement
activities through formation of individual neighborhood associations.
❖ Reduce burden of statutory requirements in the enforcement of nuisance
regulations through local code modifications and continue efforts to identify
and implement best, most efficient practices in code enforcement.
❖ Update code enforcement software to enhance existing staff resources
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❖ Develop and implement a plan to access housing rehabilitation recaptured
funds for income - qualified homeowner occupied residences, with incentives
to stimulate neighborhood self -help activities.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ Neighborhood Services staff provided extensive support to community
planning efforts towards insuring a complete population count during the
2010 Census.
❖ Staff regularly provides technical assistance to such public- private
partnerships as the Community Housing Development Organization (CHDO)
and the Continuum of Care (homeless prevention)
❖ All three eligible Neighborhood Services Code Enforcement officers have
earned certification from the Kansas Association of Code Enforcement
PERFORMANCE INDICATORS:
❖ Achieved an approximate 91% voluntary compliance rate in code violation
cases.
❖ Maintained an average Citizen Service Request response of "one business
day", within which time a site inspection or preliminary investigation is
completed.
❖ Salina's request was fully funded at $382,600 to rehabilitate 16 dwellings
occupied by low -to- moderate income persons, under the CDGB -R program.
❖ Salina's request on behalf of four local agencies to assist the homeless and
those threatened by homelessness due to current economic conditions was
funded at $163,000 under the Rapid Re- Housing program.
WORKLOAD INDICATORS:
❖ 2,395 Citizen Service Requests for Code Enforcement were received,
resulting in 7,321 site inspections, about 27 per day; mainly by one full -time
and one half -time Code Enforcement Officers.
❖ 1,523 Notices to Abate were issued in 2009, slightly above average for the
last 5 years. The 135 cases referred for correction by contract labor
dropped from 215 in 2008. 11 Administrative search warrants were
secured, mostly to authorize removal of inoperable vehicles or abandoned
materials from private property.
❖ Procured a pool of 25 qualified CDBG -R applicants and participated with
North Central Regional Planning Commission in start-up activities for the
CDBG -R grant, including substantial completion of the first two of sixteen
housing rehabilitation projects.
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❖ Assisted 26 households with $47,814 in housing rehabilitation grants for
emergency repairs ranging from minor plumbing and dangerous sidewalk
repairs to a bathroom accessibility modification project.
❖ Neighborhood Services Division provides payables and payroll services for
3 divisions 21 employees in the Development Services department.
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2009
DEPARTMENT: Development Services /Planning
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Coordinated the review process and issuance of Special Event Permits for
37 outdoor public events. This is an increase of 13 events from the 24
reviewed and issued in 2008.
❖ Provided technical assistance and support to the City's planning consultant,
Gould Evans, on their update to the City's Comprehensive Plan.
❖ Continued to provide technical assistance and background information to
the Kansas Division of Water Resources and FEMA contractors to facilitate
the remapping of the 100 year flood plain in the community. Compiled a
record and database of 1700 LOMAs / LOMRs issued in Salina since 1986
for use in the remapping and revalidation process.
❖ Facilitated the issuance of a LOMR -F by FEMA for the Kohl's project which
relieved that project from the financial burden of flood insurance
requirements.
❖ Prepared Neighborhood Revitalization Plan in support of the renewal and
expansion of the Neighborhood Revitalization Program and Area which was
extended for another 5 years in March.
❖ Drafted revisions to the sign code relating to electronic message center
signs for churches and schools. Previously schools and churches were
prohibited from having changeable copy electronic signs. These revisions
were adopted by the Planning Commission and City Commission.
•:� Facilitated the comprehensive replatting of the Central High School campus
on Crawford Street which cleared up numerous historical title and property
line issues.
GOALS: List three to five new goals that your department has set.
❖ Repeal existing carnival, circus and parade permit ordinances and replace
with a new Special Events ordinance.
❖ Finalize new Interiocal Agreement with Saline County dealing with building
code review, subdivision plat review, extraterritorial zoning authority and
future road maintenance and adopt Transitional Development standard
applicable to the agreed upon Urban Service Area.
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❖ Amend / modify Planning Commission and Board of Zoning Appeals by -laws
to address ex -parte contacts in addition to conflicts of interest.
❖ Complete comprehensive rewrite of Conditional Use Permit provisions in the
zoning ordinance, including a clarification of the protest petition process.
❖ Continue to work with FEMA and the Kansas Division of Water Resources to
finalize the remapping of the flood plain areas of the community and release
and formal adoption of new digital flood plain maps.
❖ Assist with preparation of a formal "Appeal" document to submit to FEMA
challenging the inclusion of several levee protected areas in the mapped
100 year flood plain.
❖ Inventory and relocate sensitive Planning archives from the "cage" to the
secure City vault in the basement of the City - County Building. Reorganize
the Planning library space.
❖ Research, prepare and adopt amendments to the Zoning Ordinance that are
more accomodating to small wind technology to allow wind turbines on a
smaller (residential) scale.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ The Planning Commission continued its annual landscaping awards
program in cooperation with the Tree Advisory Board. A listing of award
recipients is available upon request.
❖ FEMA is requiring "certification" of the levees throughout the country before
any preliminary maps for communities are released. A Provisional
Accreditation of Levees (PAL) agreement with FEMA approved by the City
Commission in September 2008 will allow the mapping work to move
forward based on the assumption that the City's levee system will be
certified. Preliminary digital flood maps have been released and are under
review. The 90 day public comment and appeal period for Salina ends on
March 18, 2010. City staff will distribute information and compile comments
and individual appeals at- a February public meeting. Staff will prepare a
formal appeal document and submit it to FEMA prior to March 18.
❖ Approximately 26 acres were annexed into the city in 2009 primarily east of
Presbyterian Manor. In addition, S. 9th Street from Riffel Drive to Water Well
Road was annexed into the city at the request of Saline County.
PERFORMANCE INDICATORS:
❖ All zoning and land use related cases were processed by staff with the
timeframes specified in the published board and commission schedules,
except for one Conditional Use permit case involving a day care home.
*Does not include deferrals asked for by applicants or delays due to
incomplete applications.
❖ Staff reports were provided to boards and commission for all applications
that were filed.
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❖ Initial review comments from Planning staff reviewing building permit
submittals were provided within 9 working days for 95% of permit submittals
in 2009, an improvement over 2008.
❖ Changes /updates to the Official Zoning Map were made accurately within 10
working days of final approval. All zoning map updates and annexations
were forwarded to the GIS supervisor.
❖ All Letters of Map Amendment (LOMAs) and Map Revision (LOMRs) were
entered in the LOMA database, posted on the zoning map and copies
placed in the address files.
❖ Annually, in conformance with state statute, a review of the comprehensive
plan and' Capital Improvement Program is conducted by the Planning
Commission (Done in 2009).
❖ Annually, in conformance with City policy, a monitoring review of all projects
which have been granted a local property tax exemption is performed. A
summary is provided to the City Manager, Finance Director, City Clerk and
County Appraiser. (Done in 2009).
WORKLOAD INDICATORS:
❖ Planning staff processed 68 individual land use applications that went before
the Planning Commission, Board of Zoning Appeals, Heritage Commission
and Downtown Design Review Board or were approved administratively by
staff. There were 80 applications received and processed in 2008. This does
not include flood plain development permits, sign permits, lighting permits,
home occupation certificates or temporary use permits which are handled
administratively. A summary of the cases handled by these four boards and
commissions is attached.
❖ The Planning Division staff performed plan review on 36 commercial
building permits in 2009. This compares to 40 in 2008.
❖ The Planning Division continues to provide a very high level of customer
service in the area of flood plain regulation and flood insurance
requirements. The Planning Division maintains a Letter of Map Amendment
(LOMA) database with over 1,700 properties which is a valuable resource
for realtors, lenders and homeowners. The Division staff assists five to six
property owners a month with individual LOMA applications and serves as a
liaison between property owners and FEMA when questions arise about
flood insurance requirements.
❖ Served as the primary contact point and resource providing information
about Neighborhood Revitalization Tax Rebate program, Property Tax
Abatements, the Enterprise Zone and other economic .development
incentives.
❖ Performed annual project monitoring reviews for 10 local property tax
exemptions that were granted for new or expanded industrial facilities.
Assisted two local businesses (Great Belt Supply and Great Plains
Manufacturing) with finalzing their tax exemption applications for facility
expansions.
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❖ Provided technical assistance to Public Works / Utilities and Building
Services staff on the preparation of utility easements, sidewalk easements,
sewer maintenance agreements, no build easements, right -of -way
dedications, license agreements and out of city water and sewer
agreements as well as alley vacations and break- in -acess petitions.
Page 4
CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2009
DEPARTMENT: Finance and Administration /City Clerk
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Placed Special Assessment Information on Web page
Continued with Imaging process for Project Plans and Building Plans
GOALS: List three to five new goals that your department has set.
❖ Expand imaging to project files
❖ Assist with Policy and Procedure Codification
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2009
DEPARTMENT: Finance and Administration /Finance
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Provided Formalized Training for Departmental Data Entry Personnel and
Supervisors.
❖ Post Employment Benefits reporting implemented
❖ Financial Trend Monitoring System Completed
❖ Arts and Humanities Organizational restructuring completed
❖ Updated Web Site information
GOALS: List three to five new goals that your department has set.
❖ Finalize Quarterly Financial Report
❖ Provide Additional Technical Training for Staff
❖ Continue to focus on potential restructuring of Department
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission. to be aware of.
❖ Participated in the Bicentennial Center Business Plan
❖ Improved the CIP Process and Documentation
❖ Progress made on Quarterly Financial Report Layout
❖ Initiated Standardization and restructuring of Vehicle Specs.
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2009
DEPARTMENT: Finance and AdministrationMCA
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Initiated acquisition of a Web based payments system
❖ Initiated development of Web based service orders system
GOALS: List three to five new goals that your department has set.
❖ Complete implementation of Web based systems
❖ Implement additional security /customer service monitoring systems
❖ Provide additional technical training for staff
❖ Participate in evaluation of advanced meter systems
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2009
DEPARTMENT: Fire
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Deployed a new rescue truck at Fire Station #1. Additionally, completely
updated the hydraulic rescue tools to bend and cut the new engineered
steels.
•S Deployed a new fire engine at Fire Station #2. Built by Toyne, the engine
has a 1,500 GPM pump, 500 gallon tank, and six person closed cab.
❖ Completed the target hazard inspections and updated all target hazard
information
❖ Installed new bum panels in the training tower to facilitate live bum training.
❖ Conducted the first "Performance Analysis" presentations to review the
effectiveness of the department at the fire station level.
❖ Implemented cardiocerebral resuscitation (CCR) protocols to improve
patient survivability and outcomes.
❖ Conducted two large scale emergency response drills involving both facility
personnel and fire department personnel at Tony's Pizza
❖ Received a $29,000 grant for physical fitness equipment and training from
the FEMA grant program.
❖ Completed the training of three paramedics
❖ Received over $50,000 worth of emergency response equipment from the
North Central Regional Homeland Security Council.
❖ Fire department paramedics vaccinated over 1,000 school children against
the H1 N1 flu.
❖ The fire departments arson dog "Ashes" successfully passed all of the
certification required of arson canines.
GOALS: List three to five new goals that your department has set.
❖ Complete the "Applicant Status" 'phase of fire department accreditation and
request a peer review team.
❖ Evaluate and revise the department's Strategic Plan
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r
❖ Provide the necessary construction oversight and deploy a new 100' aerial
platform truck.
❖ Conduct a second "Performance Analysis" session and invite the County
Administrator to attend along with the City Manager.
❖ Complete the engineering designs and bid process for the remodel of Fire
. Station #1. Construction should begin in late spring.
❖ Install the electronic backbone for the fire station alerting system
❖ Take delivery of two new ambulances for EMS services.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ The department is working to supply the ER physicians with direct
information from field defibrillators along with video feeds that will improve
patient care
❖
The Fire Chief authored a magazine article about performance analysis that
was picked up by the International City Manager's Association. As a result,
the department has received dozens of calls from departments all over the
country wanting to start the same type of program.
❖ When the accreditation process is completed, the department will call for an
immediate ISO reevaluation of the city's classification. The goal is to drop
from and ISO Class 3 to an ISO Class 2. If successful, the citizens and
business owners will benefit from a reduction in fire insurance rates.
❖ One of the four arson dogs in the State of Kansas had to be put to sleep for
health reasons. Ashes, our arson dog, is only one of three in the State.
❖ A "Community Service Award" was started by the fire department to
acknowledge businesses and citizens that go above and beyond in assisting
the department provide services and community safety. Additionally, the
award acts to inform the citizenry that some very good things are going on in
Salina even during the downturn in the economy.
PERFORMANCE INDICATORS:
❖ Average Response Time to Fire Calls 4.23
❖ Average Response Time to Rural Fire Calls 9.15
❖ Average Response Time to EMS Calls 3.56
❖ Average Response Time to Rural EMS Calls 10.18
❖ $411,680 in Fire Loss
❖ $11,559,470 in Property Saved
❖ 44.73 Seconds Average Tum -Out Time for EMS Calls ( 93% less than 1
minute)
❖ 44 Seconds Average Tum -Out Time for Fire calls (93% less than 1 minute)
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WORKLOAD INDICATORS:
❖ 2,104 Fire Related Emergency Runs, 117 are Rural
❖ 169 Fire Related Non - Emergency Runs
❖ 4404 EMS / Ambulance Related Runs
❖ 1503 Building Inspections
❖ 828 Training Classes / 2019 Hours of Instruction
Page 3
CITY OF SAUNA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2009
DEPARTMENT: Health
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ A successful H1 N1 flu vaccination campaign
❖ Transferring food inspections to Ks. Dept. of Ag
❖ Providing support for clean indoor air ordinance
❖ Standardizing job descriptions and evaluations
❖ Continued development of leadership team
❖ Purchased free standing vaccination stations to facilitate outreach
vaccination clinics
GOALS: List three to five new goals that your department has set.
❖ Community health assessment
❖ Monthly health promotion calendar
Healthy Homes Inspections (radon, lead, etc)
❖ Continue to be flexible enough to handle next wave of infectious diseases
❖ Purchase and install a generator
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ All staff participated in DISC training (personal behavior assessment)
❖ Noticeable decrease in number; of dogs euthanized as a result of higher
number of adoptions (through shelter incentives as well as the Rescue
Wagon program)
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2009
DEPARTMENT: Human Relations
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ New Web site containing updates from department and forms and other
educational information available on line.
❖ Worked with NAACP for the first Teen Summit, including young people in
conversations around diversity. ,Ongoing work with one staff volunteering at
X -Cel, an after school project at the teen center, 'The City."
❖ Provided outreach through radio, TV interviews and through regular columns
in La Voz and the Buyers Guide on civil rights information and enforcement.
❖ Initiated a monthly E- newsletter which goes out to over 140 people and
agencies
❖ Completed a draft copy for Youth on Boards.
GOALS: List three to five new goals that your department has set.
❖ Hold Public Hearings on Hate Crimes.
❖ Get funding from EEOC for Employment cases we process.
❖ Hold a training by Jane Elliott for the city staff and for other groups in the
City on Diversity.
❖ Work with the Chamber, Catholic Charities and Kansas State Extension to
provide training to employers on immigration.
❖ Provide at least one training per quarter in the community and for city /
county staff on diversity and civil,rights laws and issues.
OTHER ITEMS OF INTEREST: (Optional) List any items that .you feel would be
beneficial for the City Commission to be aware of.
❖ We want to implement the Youth on Advisory Boards for at least three
advisory Boards and / or Commissions.
❖ We had very successful events this year including the Women's History
Month Luncheon, the Fair Housing Seminar, and the Festival celebrating
National Hispanic Month in September. Staff has been very active with the
Census committee, back to school fair and ADA training.
Page 1
J
❖ We partnered with the NAACP on the Martin Luther King Celebration, 100
year anniversary banquet, Block Party and the Teen Summit.
❖ We partnered with Catholic Charities to provide training to City of Salina and
County employees on immigration, refugee and Asyiee training. We
produced a DVD of the training which was shown multiple times on Access
TV.
❖ We partnered with the school district to provide training on Fair Housing for
students in 3 different schools.
PERFORMANCE INDICATORS:
❖ Our Performance Assessment Review by the Department of Housing and
Urban Development had no recommendations for improvement. They said
"SHRC continues to perform in an outstanding manner in complying with the
requirement to process cases in a timely manner." The number of cases we
process is higher than many of the larger cities in our four state region.
❖ HUD also noted "SHRC is commended for its active participation in
community events that educate the public on Fair Housing."
❖ Staff provided fifty one different trainings to the community and to the City of
Salina employees as compared to seven trainings in 2008.
WORKLOAD INDICATORS:
❖ Twenty -four formal complaints were. processed during 2009, compared to
twenty one for 2008. Ten complaints were conciliated, four were examined
by the Commission and they determined four "No Probable Cause" and one
"Probable Cause." Seven cases remain open and two were either
withdrawn by complainant or administratively closed. The conciliation rate
for housing cases was 67% compared to 52% for 2008. The employment
conciliation rate was 0 %.
❖ There were 99 requests for interpreter service during 2009 as compared to
33 in 2008.
❖ We responded to 604 customer service issues, compared to 463 during
2008.
❖ ATTENDANCE: List all members that have served during the reporting
year. Please enter the number of meetings attended and the number of
total meetings. Enter each member's percentage of attendance
❖ Member Meetings Attended Percentage
❖ Terri Biester 9 of 10 90%
❖ Tony Blair 7 of 10 70%
❖ Sidney Gray 8 of 10 100%
❖ Jan Mendell 9 of 10 100%
❖ David Nodin 8 of 12 80%
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4-
Maribel Panuco
4 of 10
❖
Richard Orton
6 of 7
• :•
Chanel Thomas
8 of 10
❖
Courtney Moye
0 of 5
❖
Leonel Alvarado
1 of 2
40%
75%
80%
0%
50%
Page 3
CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2009
DEPARTMENT: Human Resources
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Vacation Policy: Developed and implemented vacation policy that
established caps on vacation accrual balances and minimum usage
component.
❖ Wellness: Implemented first step of results -based wellness programs by
conducting onsite wellness fair to obtain non - identifiable data on employees
and health -plan participants.
❖ Job Applications: Launched online job application system.
❖ Assessments: Coordinated with Computer Technology to select method of
assessing clerical skills. Initiated assessment of clerical and administrative
support staff to establish baseline by function and organization.
•9 Training: Conducted additional supervisor training including DOT required
drug and alcohol training, Workplace Violence, ADA and review of former
training topics. Coordinated with Finance and Administration Department to
locate a trainer for expanded customer advocacy training.
GOALS: List three to five new goals that your department has set.
❖ Job Line: Increase accessibility for job vacancy information by providing City
of Salina job line via telephone.
❖ Assessments: Complete assessment of clerical and administrative support
staff to establish the baseline or average for positions by function, and
provide in -house clerical evaluations for job candidates.
❖ Wellness: Form a wellness committee to further the results -based wellness
initiatives.
❖ Employee Satisfaction Survey: Create, administer and analyze results of an
employee satisfaction survey.
❖ Training: Establish a streamlined supervisor refresher course for core
subjects and further expand training opportunities for other employees.
Page 1
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ Article: "Customer Service in Government ?" article was published in Kansas
Government Journal March 2009. Assisted LKM with magazine cover for
March 2009 by providing numerous pictures of the Salina community,
resulting in their selection of Pioneer Presidents Place. The picture was
supplied by the historic Salina downtown Lee District.
❖ Presentations: "Supervisor Training in an Economic Downturn" was
presented at the LKM Roundtables October 2009, "Recruiting Employees,
Reducing Turnover, and Increasing Retention" was presented at the
Association of Public Communications Officers (APCO) conference held in
Salina October 2009.
❖ Award Nominations: Chief Lary Mullikin was nominated and selected as a
finalist for the Fire Chief of the Year June 2009.
❖ Major Policy Changes: Supported departments to implement major policy
revisions in the areas of overtime calculations and vacation usage and caps.
PERFORMANCE INDICATORS:
❖ Training: One three -hour training session was held for supervisors, and an
additional two and a half hour training session was held for those who
supervise employees with applicable DOT driving regulations.
❖ Wellness: Out of 998 eligible to participate, 276 individuals (27.7 %)
completed three assessments at the first onsite wellness fair. The
assessments included body fat/body mass index, and blood pressure; health
risk assessment; and blood composition screening. From that data, our
group was compared to national averages in the U.S. Public Health
Service's Healthy People 2010, our comparisons were as follows: Number of
smokers was 1% below the target, which is positive; Individuals who
exercise less than 3 times per week was 28% below the target, which is
positive, Blood pressure was 9% above the target; and Body Mass Index
over 30 was 28% above the target. The second annual City Pound Plunge
yielded 33 participants, with 2 . (67 %) completing the program. Those
completing achieved the following: one person maintaining current weight,
and 21 participants lost a cumulative total of 235 pounds.
❖ Workers Compensation - I will not have updated information until 2/16/10.
❖ Benefits - 472 of 516 (91.5 %) benefit eligible employees were enrolled in
medical plan, and of those participants the breakdown was 70.3% enrolled
in a family plan and 27.8% in a single plan. Flexible Spending Account - 227
(44 %) employees participated; 208 (91.6 %) in unreimbursed medical, 4
(1.8 %) in dependent day care, 15 (6.6 %) in both unreimbursed medical and
dependent day care. Total elections for the programs $298,642 for
unreimbursed medical and $63,870 for dependent day care, resulting in tax
savings up to $27,732 in Social Security and Medicare (7.65 %).
Supplemental Policies: 142 employees (27.5°/x) elected policies, 79
accidents, 72 cancers, and 60 short-term disabilities. Wellness options: 102
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employees (19.8 %) opted for CHD screening at Comcare, with 30 having
spouses use the benefit, and 15 covered individuals opted for two
screenings; 59 (11.4 %) employees elected to pay YMCA membership
through payroll deduction, 372 immunizations /vaccinations were purchased
(238 flu shots,. 134 other immunizations).
❖ Turnover: City of Salina turnover rate for 2009 was 4.46 %, down from 9.6%
in 2008. Voluntary Resignation: 13 (56.52 %); Resignation Pending Serious
Discipline/Termination: 1 (4.35 %); Termination 3 (13 %): Medical
Termination: 1 (4.35 %); Retirement: 5 (21.74 %)
❖ Overtime Reduction: Estimating, savings of $559,000 due to overtime policy
change based on budget versus''actual wages for 2009.
WORKLOAD INDICATORS:
❖ Hired 24 full -time, 4 part-time, and temporary/seasonal /intermittent
employees, totaling 294 new hires processed
❖ Processed 1,960 ' employment applications, up 13.9% from 1,721
applications in 2008.
❖ Processed 2 evaluation appeals; participated in 1 evaluation appeal
meeting; participated in and /or facilitated 8 personnel hearings and 2
disciplinary appeal hearings; and facilitated 2 ADA hearings.
❖ Processed 636 performance evaluations.
❖ Advertised 29 job openings, processed 5 promotions, had 8 positions
pending with start dates anticipated in 2010.
Page 3
CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2009
DEPARTMENT: Municipal Court
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Court "Work Program"
❖ Full Court Software
:• Second Court Officer appointed
❖ Public access computer installed and in use
❖ Reduced paper usage by using fax, e-mail, double sided copying &
scanning
GOALS: List three to five new goals that your department has set.
❖ Increased court security - ensure safety of staff and public.
❖ Increased scanning - re- establish scanning closed files, working toward
being up -to -date on current files
❖ In -house fingerprints - cost effective, accuracy
❖ Purging aged cases - in light of recent Supreme Court decision, must purge
old warrants pursuant to guidelines which have been established
❖ Increase participation of, other City departments in Court "Work Program"
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ Warrant sweeps = results in warrants being executed and cases being
resolved
❖ Warrant service increase - two court officers creates and allows more effort
•3 New courtroom security planning
PERFORMANCE INDICATORS:
❖ Warrants served
❖ Revenue collected
Page 1
❖ Trial docket
❖ Reducing Police Department overtime
WORKLOAD INDICATORS:
❖ Pending caseload
Page 2
I CITY OF $ALINA I
DEPARTMENT ANNUAL REPORTING FORM u
Annual Report of the Year: 2009
DEPARTMENT: Parks and Recreation _
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Established the Legacy Park fund as a means to receive funds from the
public to complete special park projects. This program replaces the Legacy
Tree Program.
❖ Completed contract with Chevron Energy Company to make improvements
in city buildings to conserve energy and reduce utility bills. initially, the
.contract was for $1.3 million and "9 buildings, but competitive bidding allowed
us to expand the number of sites to 19 and the total cost reduced to $1.2
million
❖ The City Commission awarded a contract May 18 to Straub Construction,
Shawnee, KS to construct a new aquatic facility. Construction began the
later part of May and has proceeded on schedule through the end of the
year. Opening of the park is scheduled for May 2010.
❖ Established a warm season turf conversion plan for park areas and athletic
fields.
❖ Converted facility reservation and program registration functions from
software program to web based system. This will allow us to connect
systems with the Kenwood Cove Aquatic Park.
GOALS: List three to five new goals that your department has set.
❖ Implement second year of two year plan to renovate Sunset Park gardens
by installing landscaping with . perennial plants and establishing warm
season turf.
❖ Complete first phase of the neighborhood park located in the River Trail
Addition with installation of the walking trail from Wayne Avenue to the flood
control levee.
❖ Work with the Chamber of Commerce and Marketaide to develop
promotional and marketing plan for the Kenwood Cove Aquatic Park.
❖ Complete facility survey for indoor recreation needs and options.
❖ Implement a new park and facilities signage program following the city wide
wayfinding program.
Page 1
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ 27 incidents of vandalism were reported in city parks and public property.
Centennial Park had 3 incidents and Sunset had 6 cases. Damages totaled
$4,739. In 2008 there were 42 incidents with a cost of $4,901. Centennial
Park was hardest hit with 12 incidents. In 2007 there were 29 incidents with
a cost of $6,649.
❖ Annual play at the Municipal Golf Course was up 3,521 rounds from 2008.
A total of 34,781 rounds were played in 2009. Patron rounds showed the
most significant increase, 27 %. The restructuring of the fee plan in 2008 had
significant impact as it shifted purchases from the unlimited play scenario to
one with a small up front fee and a per round fee. The unlimited play card
was increased significantly reducing the sales to only those who played the
highest number of rounds. This in effect initially reduced the total number of
rounds, but an increase in the sale of senior discount cards resulted in the
2009 increase. Overall, an increase in total golf fee revenue of $23,000 was
realized this year.
❖ Finalized discussions with Westar Energy and implemented a partnership to
replace trees removed from under power lines in street right of ways. The
city of Salina and Westar will each provide up to $50 toward the purchase of
a height appropriate tree to be planted in these locations. Increased
communication with property owners should help resolve previous issues
associated with Westar's ROW line clearance program. Two property
owners received funding to replace 7 trees that interfered with power lines.
:• Building, Maintenance crews oversaw the repair of the Sunset Park shop
which suffered significant damage as a result of a fire caused by an
electrical short on a park riding mower.
❖ New scoreboards were installed on five fields at Bill Burke Park, four fields
at ECRA, and one field at Sunset Park, funded through the Special Parks
Fund.
❖ The Building Maintenance Division oversaw the completion of a new
gymnastics area in Memorial Hall. A section of upper seating was removed
and a vaulting floor added to provide additional space and alleviate
congestion on the main floor.
❖ A contest was held with Salina middle school students to name the new
aquatic park. Colin Truhe, a seventh grader at South Middle School
submitted,the winning name, Kenwood Cove.
❖ Worked with Cornerstone Development Group in housing development
surrounding the Municipal Golf Course. Included land trade for maintenance
access, and installing sewer lines across four fairways on the course.
Page 2
PERFORMANCE INDICATORS:
4- Percentage of golfers who play ' multiple rounds at the Municipal Golf
Course. NGF states over 50% of rounds are played by golfers who play the
course three times or less.
❖ Percentage of revenue that meets total golf operation and maintenance
expenses. Minimum target 100% local enterprise fund standard.
4- Number of tree height clearance requests completed per day. Local test
day set standard at 15 trees per day.
4- Cost per parkland acre mowed .in house. Local standard based on average
days between mowing cycle (cycle -8 months March thru October).
❖ Percentage of survey _respondents indicating an above satisfactory rating of
BB /SB leagues and quality of facilities. Local standard compared year to
year.
WORKLOAD INDICATORS:
❖ The Forestry Division planted 67 trees and removed 50 trees in the parks
and public areas. There were also 52 trees removed on the streets via
contract.
Building Maintenance Division replaced asphalt/wood shingles with 50 year
metal standing seam roofs on 11 park shelters and restrooms.
❖ Administrative staff booked 1,473 shelter reservations and 758
Neighborhood Center reservations in 2009.
❖ Building Maintenance Division managed contracts and maintenance for 10
elevators and lifts for 6 departments. Also managed annual bulk paper
goods purchasing for all city departments.
❖ There were 5,158 loads of limbs, brush and other yard waste taken in during
the twenty free staffed yard waste days including several Saturdays. This
compares to 5,039 loads recorded in 2008. In 2007, only 2,647 loads were
brought in. The last two year increases are due to the December 2007 ice
storm and this past year, the August 10 wind storm. Cost of the program for
2009 was $59,720 compared to $54,263 in 2008.
B• There were 1,481 faciltiy permits issued for athletic fields, including practice
sessions and outside agency game dates. This compares to 1669 in 2008
and 1633 in 2007. The reduction is a result of fewer practice fields available
due to increase in league games and larger tournaments.
❖ Interments at the Gypsum Hill Cemetery totaled 103 in 2009, compared to
117 in 2008. Cremation burials constituted 30% of the total in 2009
compared to 35% in 2008. Total interments in 2007 were 106, with 24%
cremations.
Page 3
❖ A total of 32 baseball /softball tournaments were held at Bill Burke Park and
East Crawford Recreation Area in 2009. A total of 575 teams participated
with 289 (50 %) from Salina and 286 (50 %) from out of town. In 2008, 34
tournaments were held but with only 547 total teams, 259 from Salina and
288 from outside Salina.
❖ Held fourth annual Water Festival January 2009. The Lakewood Discovery
staff along with Saline County Extension, Saline Co. Conservation District,
Farm Bureau Association, and Rolling Hills Wildlife Adventure Staff held the
event for fourth graders at Kansas Wesleyan. Participants included 508
students and 36 teachers from 12 different schools in Saline County
participated.
❖ Parks Division horticultural area staff was responsible for planting 35,566
annual flowers, primarily in Sunset and Oakdale Botanical gardens. This
compares to 29,387 flowers planted in 2008. The increase is due to more
flowers planted in the downtown area, Bicentennial Center, Kenwood pool,
and closer spa_ cing due to the flower design chosen for this year. The 5,000
flowers were planted under contract in Oakdale Park and Bicentennial
Center to meet planting schedule deadline.
❖ Parks and Recreation employees assisted Public Works staff in removing
Limbs from public streets due to the August 10 wind storm. Also, 2,104 man
hours were spent in this task and included personnel from Parks, Forestry,
Downtown, Cemetery, Recreation and Golf Course Divisions. In
comparison, 5,519 man hours were spent cleaning up after the December
2007 ice storm.
❖ Parks and Forestry crews participated in the levee repair project in
Lakewood Park that was breached during the 2007 flooding. Crews
removed over 100 trees to provide access to the work area for General
Services crews.
❖ Building Maintenance Division staff installed control valves and backflow
preventors in storm drain line at Friendship Center. The valves will reduce
the possibility of flooding of the building by preventing storm water from
backing up into the building as was experienced in the 2007 floods.
❖ Lakewood staff held Earth Day celebration with 500 third graders, 12
schools and 26 presenters taking part.
❖ Athletic program supervisor scheduled 2,954 league games including youth
and adult programs. This number includes softball, baseball, basketball,
volleyball, soccer and a kickball game offered by the Parks and Recreation
Department, and does not include games played by the high schools,
colleges, or summer baseball programs ran by other organizations.
Page 4
CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2009
DEPARTMENT: Police
ACCOMPLISHMENTS: List three to five- accomplishments your department has
achieved.
❖ All five homicides committed in Salina in 2009 were cleared.
❖ Implemented Coplogic online reporting, enabling citizens to report non -
emergency, no suspect reports online, thereby reducing officer committed
time, freeing officers for other duties.
❖ Successfully completed our accreditation on -site inspection in December.
The Assessment team was unanimous in its recommendation that the
department be reaccredited at the CALEA March Commission conference in
Dallas, Texas.
❖ Concluded three major drug trafficking investigations which started in Salina
and involved numerous jurisdictions. Operations Clean Sweep, White Pistol
and Full Throttle resulted in the arrest of 73 individuals, and the seizure of
19.75 pounds of methamphetamine, $629,000 in drug proceeds, 40 firearms
and 31 vehicles. Many of the individuals arrested have been or will be
federally indicted.
❖ Purchased and installed a new'E -911 system and 24 -hour recorder with
funds obtained through a Kansas Wireless Grant application. Local 911
funds were utilized to pay the required match.
GOALS: List three to five new goals that your department has set.
❖ Continue to emphasize operational efficiency in order to provide the highest
quality police service possible within the context of available resources.
❖ Reduce burglaries through focused patrols based on real -time crime
analysis.
❖ Successfully implement handheld technology for downtown parking
enforcement, which will generate valuable data for management analysis.
❖ We were recently informed that our Kansas Wireless Grant application has
been approved for upgrading New World Software to (MSP) Microsoft
Platform. We must now successfully negotiate a contract with New World
and begin the upgrade and installation.
Page 1
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ Our Communications Center answered 30,699 E -911 calls, and dispatched
46,057 calls for service requesting police, sheriff, fire or EMS response.
❖ The police department cleared 74.6% of all Part 1 Violent Crimes and 32.6%
of Part 1 Property Crimes. According the latest (2008) Uniform Crime Report
published by the FBI, the national clearance rates for Part 1 Violent Crimes
and Property Crimes were 45.1 % and 17.4 %, respectively.
❖ Officers responded to 33,182 calls for police service within the city, 3,403 of
which were classified as Priority 1 - which indicates that an immediate police
response is required - to either a crime in progress, a threat to life or limb,
potential violence or imminent danger, or officer needs help..
PERFORMANCE INDICATORS:
4- Part 1 Violent Crime clearance rate
❖ Part 1 Property Crime clearance rate
❖ Number of "sustained" citizen complaints
❖ Award of re- accreditation by the Commission on Accreditation for Law
Enforcement Agencies, Inc.
WORKLOAD INDICATORS:
❖ Number of calls for service
❖ Number of overtime hours recorded
❖ Number of felony and misdemeanor arrests
❖ Number and duration of blackout times when no officers are available to
respond to citizen calls for police service
Page 2
OF ALINA
DEPARTMENT CI
EPARTME TI ANNUAL REPORTING FORM I
Annual Report of the Year: 2009
DEPARTMENT: Public Works
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved. .
❖ Engineering staff worked closely with legal staff for, the compromise
resolution of the North Ohio Overpass project.
❖ Engineering Design /Inspection staff completed over $5.7 million in design
and construction work and currently has $5.5 million in active projects that
will cant' over into 2010.
❖ In partnership with Engineering, Flood Control and Parks Department, our
Street crews worked 1,224 man hours transporting and placing over 2,400
cubic yards of concrete rubble, 430 tons of dprap, and 60 tons of AB -3 rock
to rebuild the embankment at Lakewood Park at a savings of $29,000 below
the cost of an outside contractor. The total project cost was about $120,800.
❖ GIS staff completed a 4th CityGo bus route and made revisions to the other
3 routes; completed future land use mapping as a part of the
Comprehensive Plan process; constructed a CIP webpage viewable by the
public; provided Flood Control 'Levee as -built drawings geo- referenced for
the recertification effort; assembled a master address list to help the Fire
Department serve the airport; a homeland security offsite data backup of
crucial city mapping data; designed a demographics web server for the Fire
Department; and constructed a ,duplicate property mapping web server for
Computer Technology to utilize internally.
❖ As a result of the August 10, 2009 windstorm with gusts of 70 mph, Street
crews worked 3,200 man hours'' over approximately 30 days hauling 1,122
tons of limb debris to the Markley Yard Waste Site. This resulted in 68 hours
of limb grinding and the transportation of chips to the landfill where the
materials are intended to be used a part of an alternative cap for the cells.
The estimated total cost of the cleanup was about $228,000.
❖ In partnership with Rice County and the Volunteer Connection, the HHW
Facility held its first electronic waste collection event on September 19,
2009. Saline County residents, businesses, government offices and school
organizations dropped off 2,474 pieces of electronic equipment for recycling,
which totaled more than 44,000 pounds.
❖ In a joint effort with Engineering staff and a contracter, Street maintenance
employees removed the old wooden pedestrian bridge over Dry Creek
between Schilling Elementary School and Country Oak Estates. Street
crews then prepared the ground, built the footings, installed a new
pedestrian bridge, and replaced the sidewalks on this project, at a savings to
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the city of about $22,000 below the cost of an outside contractor. The total
project cost was about $44,300.
❖ Staff updated our Cartegraph pavement management database to include
the last 8 years of maintenance history, current cost estimates for
maintenance activities, and street inspections of the worst street segments
reported by the software.
GOALS: List three to five new goals that your department has set.
❖ Staff will strive to deliver the sub -CIP stormwater, street repair, sidewalk and
traffic signal projects on time and within established budgets.
❖ Staff will conduct DRT reviews on schedule and propose a plan review
checklist to ensure consistency of reviews.
❖ Staff will continue with efforts already begun toward recertification for the
Flood Control Levee, as well as finalization of the Digital Flood Insurance
Rating. Map (DFIRM.)
❖ Staff will establish a sub -GIP project letting schedule to maximize staff
coverage for all projects.
❖ Staff will work with the Traffic Safety Team and USD 305 to standardize
parking and traffic flow around schools and will address many other traffic
safety issues around the community.
❖ Staff will support the Friends of the River and their engineering firms while
participating on the Technical Advisory Committee.
❖ Staff will develop a bridge maintenance program based on
recommendations from our bridge inspection consultant GBA.
❖ Staff will continue with efforts already begun to link street segments to our
Cartegraph pavement management software to utilize it for future
maintenance planning and CIP projects.
❖ Staff will continue with efforts already begun to update the standard
construction specifications and details with input from the Infrastructure
Advisory Team (IAT).
❖ Street maintenance crews will strive to complete work on all utility cuts
within 3 days of receipt to repair and replace the driving surfaces.
❖ Staff will complete the Salina Flood Control levee handout for public
distribution to builders and developers outlining construction activities that
require permits within 1,000 feet of the levee centerline.
❖ Central Garage wrench time in 2009 was 70 %, which is 2% higher than in
2008. The goal for 2010 is to increase wrench time to 72 %.
❖ -HHW staff will strive to increase participation from 3,714 to 3,900 customers.
❖ Engineering staff will inventory city traffic signs utilizing inspectors during the
winter months of slow construction.
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OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
Staff revived the Traffic Safety Team (staff committee composed of Police,
Public Works, USD 305 and Planning representatives) which meets monthly
to address the wide variety of local traffic issues, requests and concerns that
are received from the public or city staff.
❖ Staff contracted with the professional engineering firm AMEC Earth and
Environmental, Inc. (AMEC) to review and analyze hydraulic and hydrologic
conditions related to the Federal Emergency Management Agency (FEMA)
Digital Flood Insurance Rate Map (DFIRM) modernization and the Salina
Flood Control Levee recertification.
❖ Staff is overseeing the building of a new 12.6 acre Landfill cell. The cell is
expected to provide between 4 75 years of life to the city, based on the
Landfill's current annual volume' of waste. Delays in placement of the liner
have pushed, back the use of the,' new cell to June 2010.
❖ In January 2009, our engineering consultant performed a GeoprobeO
groundwater investigation to determine the edge of the Volatile Organic
Compound (VOC) plume in the southern portion of the Landfill. Ten
temporary mini -wells were then installed and sampled in February and April.
Although very low concentrations of chloroform and carbon tetrachloride
were detected in a few locations, samples in February and April resulted in
"non - detects ", indicating that very little if any VOC contamination migrated
beyond Landfill property. In order to continue monitoring this area, we
installed 2_ new permanent well pairs along the southern boundary as
directed by KDHE. Samples from these wells will be included in future
groundwater reports submitted to KDHE.
❖ Central Garage technicians completed 3,465 work orders with only 2
vehicles requiring rework. Central Garage technicians salvaged vehicle
parts from a wrecked Police Department vehicle to be placed in inventory
and reused on future repairs, saving the city $13,810.90. Central Garage
staff organized an online auction, which netted the city $13,380.75. Rather
than buying a new vehicle, Central Garage technicians converted an old
refuse packer truck to serve as the Landfill's new leachate truck, saving the
city of Salina $54,714.21. Central Garage staff contracted installation of a
vapor recovery system at the city's fuel site, more than a year ahead of the
KDHE schedule and EPA 2011 deadline.
❖ As part of a seven -phase intersection upgrade program, Traffic Control
installed the third phase of battery back -ups and LED lights in 2009, which
upgrades seven additional intersections. This upgrade allows the
intersections to function without interruption during a power failure.
❖ Staff prepared and submitted ' a KDOT application for Transportation
Enhancement funding for the second phase of Streetscape and Entryway
Wayfinding.
❖ Flood Control hosted a day -long training session on flood fighting and
sandbagging, which was presented by the U. S. Army Corps of Engineers.
Attendance for the training included 55 city employees and 20 others from
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various communities in Kansas. Personnel were briefed on the
fundamentals of flood fighting and the proper placement of sandbags. The
last time Salina hosted this event was in March of 2003.
❖ Staff posted "Frequently Asked Questions" and our city plats on the Public
Works' webpage.
❖ Staff established an employee recognition program with nominations and
recognitions by fellow employees at the annual Public Works Week event.
❖ Staff planned successful Public Works Week events including an open
house at our General Services Facility.
❖ Engineering staff organized all paper files for years 2007 to 2009 (85
volumes) of which North Ohio Overpass file consisted of 18 volumes.
PERFORMANCE INDICATORS:
❖ Administrative Support staff received 75 Q -Alert requests of which 73 were
responded to within 3 working days (97% response rate.) In 2008, staff
received 58 Q -Alert requests of which 55 were responded to within 30
working days (95 %.)
❖ Engineering staff completed 9 of 12 projects on or before the contract
completion date. This was the first year staff tracked this data.
❖ Engineering staff completed 10 of 12 projects within 2% of construction
contract bid cost. This was the, first year staff tracked this data.
-:+ Central Garage achieved 98% of its goal to complete all work orders within
48 hours (75 of 3,465 work orders required longer). In 2008, Central Garage
achieved 99% of its goal (54 of 3,938 work orders required longer).
+ Sanitation crews provided same -day service for each collection day. This
was accomplished in 2009 as it was for last 2 years.
+:- Sanitation crews strive to provide special pick -up service within 48 hours of
each request. This has not been accomplished on a regular basis since the
reduction of overtime beginning July 2008. In the future, records will be kept
regarding percentage of specials responded to within the 48 hour timeframe.
❖ Street maintenance crews strive to complete work on all utility cuts within 3
days of receipt to repair and replace the driving surfaces. In 2009, the goal
was met 84% of the time, and in 2008, 58% of the time.
❖ The Landfill must comply with all KDHE requirements in order to maintain
the operating permit. In 2009, the Landfill had 6 violations (stormwater run -
on, stormwater run -off, access control, litter, 2 monitor well problems, plus a
caution concerning stormwater run -off. Also, a letter of warning coneming
stormwater run -off), 0 violations in 2008 and 0 violations in 2007. For 2010,
the Landfill will strive to attain 100% compliance with all KDHE
requirements. Areas of compliance include annual air quality, groundwater
sampling and analysis, closure and post - closure reporting, greenhouse gas
emissions reporting, and recordkeeping.
Page 4
Sweeper operators strive to sweep every collector and paved residential
street monthly. Additionally, they are to sweep all arterial and downtown
streets weekly. In 2009, this goal was met from January to October.
Weather prevented sweeper crews from meeting this goal in November and
December. In 2009, sweeper crews swept 16,850 miles of roadway and
collected 1,690.25 tons of material up from 14,806 miles of roadway and
collected 2,182 tons of material in 2008.
The City Landfill processed for disposal approximately 5.01 pounds per
person per day of solid waste. In 2008, the per person daily disposal rate
was 4.98 pounds. As in previous years, this figure only includes trash from
Saline County.
Flood Control personnel inspected 24 levee structures, 2 pumping stations,
j and all inlet and outlet channel structures along the 21 miles of the City's
levee system and have repaired' all deficiencies within 48 hours for the past
2 years.
•S Staff scanned, indexed and archived 11 as -built plan sets. This was the first
year staff tracked this data.
❖ Landfill personnel developed an educational program for citizens providing
information regarding the importance of securing and covering loads being
transported to the Landfill to prevent material from falling out of vehicles.
Over 22,000 brochures were mailed in water bill inserts and distributed to
customers on site in 2009. As a result of this effort, Landfill staff have
noticed a modest decline of untarped vehicles and the amount of roadway
litter.
Traffic Control personnel respond and install a temporary sign or a
replacement sign with 45 -90 minutes of notification. Traffic Control
responded to all 38 reports of downed stop and yield signs in 2009 and all
18 in 2008 within the 45 -90 minute timeframe.
This past year there were 3,714 product drop -offs logged at the HHW
Facility, resulting in the collection of 90,009 pounds of material. This is 250
more than the Facility's previous high of 3,464 participants in 2008.
Participation at our Reuse Center also increased in 2009 with a new high for
the Facility of 687 customers, an increase of 69 from 618 participants in
2008.
❖ Sanitation crews averaged 99 stops per hour, including the 45- minute drive
time to and from the Landfill. In 2008, this average was 95 stops per hour.
Not including the drive time to the Landfill, the average number of stops per
hour was 116, compared to 112 in 2008.
WORKLOAD INDICATORS:
❖ Engineering staff performed 60, DRT reviews within the established time
frames, conducted stormwater feasibility reports on 3 subdivisions, and
completed infrastructure plans for 4 subdivisions, which are scheduled for
feasibility reports in 2010.
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❖ The Engineering construction management team finalized 21 separate
projects with additional 4 still under construction as of December 31, 2009.
The current projects under construction include: 1) South 9th Street, Phase
IV; 2) Landfill Cell 5 Construction; 3) Wayfinding Signing & Landscaping; 4)
Grand Prairie Subdivision; and 5) Bergkamp Subdivision.
❖ Street crews completed 210 utility cut repairs, 122 asphalt pavement
repairs, and 69 concrete pavement repairs. Using the work group's asphalt
zipper, they removed and replaced approximately 14,640 square feet of
asphalt in several locations throughout the City. In 2008, crews completed
149 utility cut repairs, 56 asphalt pavement repairs, 83 concrete pavement
repairs, and removed and replaced approximately 13,050 square feet of
asphalt in several locations throughout the City.
❖ Traffic Control maintains over 7,500 signs. Of this amount, 1,152 are stop
signs and 141 are yield signs. Additionally, Traffic Control has the
responsibility to maintain 63 traffic signals at intersections, 76 control
cabinets at intersections and mid - blocks and 43 flashing lights at school
crossings. Traffic Control is also responsible for various types of lighting
throughout the city including 364 downtown decorative lanterns, 34 sets of
parking lot lights, and 15 alley lights. Additionally, they are responsible for
maintaining 80 walkway lights and 24 overhead street lights on the North
Ohio Overpass. Finally, they are also responsible for maintaining 15
decorative lights on North Ninth Street.
❖ The City Landfill processed 96,012.75 tons of material with 74,424.15 tons
from Saline County and 21,588.60 tons from the 4 additional counties we
service. The Landfill staff spent 1,866.5 hours on litter collection, which is
the equivalent of one employee working 233 days on this task alone.
❖ Central Garage charged 4,864.3 hours to its customers. In 2008, it charged
3,159.6 hours to its customers. In 2009, the average cost per repair order
was $222.23 with 1.6 technician hours per work order, compared to $223.34
and 1.1 technician hours per work order in 2008. Central Garage performed
948 preventative maintenance services in 2009, which resulted in an
average cost of $200.57 per service. In 2008, Central Garage performed
904 preventative maintenance services with an average cost of $148.29 per
service.
❖ Flood Control mows 21 miles of levee, all inlet and outlet channels, and 5
detention ponds. Additionally, Flood Control is responsible for the removal of
trees within 15' of the levee toe. In 2009, Flood Control personnel worked
617 man hours removing 68 truck loads of trees from 14 of 18 locations
designated as the city's responsibility. Additionally, Flood Control sprayed
the levee and all drainage channels in the spring and fall to control
unwanted vegetation and regrowth. ,
❖ Engineering staff processed 244 excavation and street -cut permits, 10
access permits, and 152 concrete construction permits. Staff composed 4
KDHE permit letters, investigated 5 street light issues, handled 76 sanitary
sewer wye locate requests, processed 16 address change requests, and
addressed all lots in 5 new subdivisions.
Page 6
❖ Engineering staff updated the 10 year pavement history map, subdivision
history map, and a pavement type map. In addition, staff updated 6 quarter -
section maps due to new development plats or infrastructure projects and
processed /updated 12 sanitary sewer as -built drawings.
❖ Engineering staff reviewed and processed 15 flood control levee
construction permits for activities within 1,000 feet of the levee centerline.
Page 7
CITY OF S.ALWA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the. Year: 2009
DEPARTMENT: Utilities
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Updated the Performance Measurement Program (Years 2004 — 2009) for
each Utilities Department work center. Specific performance measures
along with goals were identified. Data was collected and the results were
calculated and compared to values listed in the 2007 American Water Works
Association (AWWA) Benchmarking Survey. A total of thirteen (13)
performance measures were utilized, and of this total, 46% of the
performance measures were above or better than the AWWA median value.
❖ Addressed water quality concerns, by completing the annual water line free
chlorine flushing of the entire Water Distribution System' in June. To
minimize customer disruptions, the annual fire hydrant flushing was
completed at the same time. These two annual procedures are preventative
maintenance practices that municipalities utilize to maintain water quality.
Of our nearly 20,000 customers, less than 50 customers (0.25 %) called in
with questions or concerns. Of these 50 customers, less than 5 customers
were dissatisfied with the explanation of the process. Follow up chlorine
residual tests confirmed the success of these annual procedures. As a
result of these annual procedures, it will not be necessary to complete super
chlorination of two areas in the Water Distribution System as recommended
by Professional Engineering Consultants. The inconvenience to our
customers in these two areas was greatly reduced.
❖ Completed the design and construction of the Manhole and Wastewater
Pump Station Wet Well Rehabilitation Project ($1,000,000 construction cost)
with city staff. This resulted in not expending approximately $100,000 in
design and construction observation consulting fees. The city purchased a
bypass pump and piping for $125,000 and provided the bypass pumping for
the duration of the five month project. The estimated cost for the contractor
to provide bypass pumping was $200,000. This pump will be utilized for
many y ears by the Utilities and Public Works Departments. Prior to the
purchase of this pump, the Utilities Department did not have a pump large
enough to handle the flows at the large waste water pump stations.
❖ City staff utilized the Water Distribution System Model (computerized
hydraulic model) prepared by ;Professional Engineering Consultants to
evaluate proposed residential, commercial and industrial developments and
to upgrade the existing water system for domestic and fire protection
Page 1
requirements. This model was used extensively for the proposed domestic
and proposed fire protection improvements at the Salina Airport Area.
❖ Completed the Raw Water Supply Study with HDR Engineering, Inc. The
results of the study are being utilized for budgeting purposes in the Capital
Improvement Program.
❖ Developed a Capital Improvement Program (Major Projects), including a 10
year forecasting of improvements and estimated costs for: Wastewater
Treatment . Plant, Water Treatment Plant, Downtown Wellfield, South
Wellfield and Water Distribution System.
GOALS: List three to five new goals that your department has set.
❖ Continue and complete Water Distribution System Model — Phase II with
Professional Engineering Consultants. Phase II includes the development of
a long term prioritized Capital Improvement Program for the Water
Distribution System.
❖ Complete the design and installation of a supervisory control and data
acquisition ( SCADA) system at the Wastewater Treatment Plant and Water
Treatment Plant. Develop and implement a plan to reduce four staff
positions at the Wastewater Treatment Plant once the SCADA system is
operating and testing is complete.
❖ Continue to work with the Engineering Division to update the city's Standard
Details and Specifications. Implement the use of the Standard General
Conditions of Construction Contracts as per the Engineers Joint Contract
Documents Committee (EJCDC).
❖ Continue to complete the design of Wastewater Pump Station Upgrades and
Forcemain Replacements ($2,000,000 construction cost) with city staff. Two
pump stations are under construction and 2 force main designs are
complete.
❖ Develop a Capital Improvement Program (Major Projects), including a 10
year forecasting of improvements and estimated costs for the Wastewater
Pump Stations and Sanitary Sewer Mains.
❖ Execute Agreements with HDR Engineering, Inc. to complete the Raw
Water Supply Study recommendations for: design of the Downtown Wellfield
Improvements and the South Wellfield Improvements Feasibility Study.
❖ Complete the Old Smoky Hill River Channel Master Plan with Design
Studios West, Inc. and Wright Water Engineers, Inc. Utilize city staff to
efficiently provide management, technical support, and data to meet the
completion schedule of October 2010.
❖ Provide support to allow remediation of groundwater contamination in the
northern portion of the Downtown Wellfield and at the Former Schilling
Airforce Base.
❖ Select a performance contracting consultant and begin the installation of an
Automatic Meter Reading System as identified in the Capital Improvement
Program. The'improvements will include new water meters.
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❖ Select contractor(s) to complete the Water Distribution System water line
replacements ($4,000,000 per year) as identified in the Capital Improvement
Program.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ In 2009, the Wastewater Treatment Plant treated 1.5 billion gallons (1.5
billion gallons in 2008) of wastewater. The city's National Pollutant
Discharge Elimination System Permit (administered by EPA and KDHE)
requires a minimum of 85% removal for Biochemical Oxygen Demand and
Total Suspended Solids. The Plant continues to exceed regulatory
requirements by removing 98.7% (1,804 tons) of Biological Oxygen
Demand, 97.5% (1,776 tons) of Total Suspended Solids and 98.2% (177
tons) of Ammonia. A total of !892 tons of Biosolids were produced and
applied to area farmland for beneficial use.
❖ In 2009, the Water Treatment Plant treated 2.1 billion gallons (2.2 billion
gallons in 2008) of raw water from the Smoky Hill River and the Downtown
Wellfield. The Plant continues to exceed all EPA and KDHE water quality
standards.
2009 Water Treatment Plant Chemical use:
2,035 tons of Lime
1,690 tons of Soda Ash
245 tons of Alum
382 tons of CO2
11 tons of Ammonia
87 tons of Chlorine
7 tons of Sodium Hexametaphosphate
9 tons of Sodium Fluorosilicate
1,760 gallons of Polymer
7,620 gallons of Blended Polyphosphate
❖ Operated the South Wellfield (5 wells with 3 operational) as an emergency
water supply in March of 2009. High winds left the Schilling Booster Station
without electrical power. This resulted in an insufficient water supply for
domestic and fire protection to the Schilling Pressure Zone (South Industrial
Area and Airport Area). The South Wellfield was brought on line within 2
hours and supplied 555,872 gallons of water prior to the Schilling Booster
Station returning to service. The South Wellfield is intended to be utilized for
an emergency situation such as this.
PERFORMANCE INDICATORS:
❖ Water Distribution System water loss quantifies the percentage of treated
water that fails to reach the customer and cannot otherwise be accounted
for through metered usage. In 2009, the water loss was 11 %. This is below
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A
or less than the AWWA median value in the 2007 Benchmarking Survey
which was 9% water loss. A water loss of 10 -15% is considered acceptable
by the AWWA.
❖ Wastewater Collection System Integrity provides a measure of the condition
of the Wastewater Collection System by expressing the number of
stoppages per 100 miles (225 miles total) of collection system piping. In
2009, the measure was 6.2 stoppages per 100 miles. This is above or
better than the AWWA median value listed in the 2007 Benchmarking
Survey which was 8.4 stoppages per 100 miles.
❖ Customer Accounts (19,857) per Employee for the Water System includes:
Water Treatment Plant, Water Distribution, %2 Utilities Administration and %2
Water Customer Accounting, for a total of 40 employees. In 2009, the
measure was 496 accounts per employee. This is above or better than the
AWWA median value listed in the 2007 Benchmarking Survey which was
414 accounts per employee.
❖ Customer Accounts (19,857) per Employee for the Wastewater System
includes: Wastewater Treatment Plant, Wastewater Collection, %2 Utilities
Administration and %2 Water Customer Accounting, for a total of 35
employees. In 2009, the measure was 567 accounts per employee. This is
above or better than the AWWA median value listed in the 2007
Benchmarking Survey which was 396 accounts per employee.
❖ Million Gallons Water Delivered per Day (5.7 mgd) per Employee includes:
Water Treatment Plant, Water Distribution, '/2 Utilities Administration and %2
Water Customer Accounting for a total of 40 employees. In 2009, the
measure was 0.14 mgd per employee. This is below or less than the median
value listed in the 2007 Benchmarking Survey which was 0.19 mgd per
employee.
❖ Million Gallons Wastewater Processed per Day (4.3 mgd) per Employee
includes: Wastewater Treatment Plant, Wastewater Collection, %2 Utilities
Administration and '/2 Water Customer Accounting for a total of 35
employees. In 2009, the measure was 0.12 mgd per employee. This is
below or less than the median value listed in the 2007 Benchmarking Survey
which was 0.15 mgd per employee.
WORKLOAD INDICATORS:
❖ The overtime costs for the Utilities Department was $95,864 in 2009
($155,565 in 2008).
- Utilities Administration $383 / 5 emp @ $77 each ($2,655 in 2008)
Water Distribution $24,343 / 16 emp @ $1,521 each
($34,745 in 2008)
Water Treatment Plant $30,399 /16 emp @ $1,899 each
($49,260 in 2008)
WW Treatment Plant $32,625 / 17 emp @ $1,919 each
($51,825 in 2008)
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a
- Wastewater Collection $8,114 / 9 emp @ $901 each
($17,080 in 2008)
The Water Treat Plant and Wastewater Treatment Plant overtime costs are
increased due to 12 hour shifts.
•:� The Wastewater Collection System consists of 225 miles of sanitary sewer
mains, 4,705 manholes and 59wastewater pump stations. In 2009, there
were 221 wastewater pump station alarms which would average 3.7 alarms
per station (318 / 5 in 2008.)
❖ In 2009, the Wastewater Collection Crew TV inspected and cleaned 5.62
miles of the 225 miles of the sanitary sewer mains (7.5 miles in 2008). This
is a valuable tool in locating and correcting problems within the aging
Wastewater Collection System. The miles inspected was reduced in 2009,
due to the Wastewater Collection Crews involvement in the 24/7 bypass
pumping operation for the 5 month Manhole and Wastewater Pump Station
Rehabilitation Project. A total of 171 sanitary sewer stoppage complaints
were logged and 14 were actual stoppages in the city mains. The total
number of sanitary sewer stoppages was: 154 / 9 in 2008, 256 / 22 in 2007,
253 / 42 in 2006, 272 / 49 in 2005 and 434 / 53 in 2004. The reduction in
sanitary sewer stoppage complaints and actual stoppages is the direct result
of continued efforts in inspecting and cleaning the sanitary sewer mains.
This continued effort results in both reduced number of insurance claims
and costs to the citizens / customers.
❖ The Water Distribution System consists of 323 miles of water main, 4,231
valves and 2,359 fire hydrants. In 2009, there were 15 fire hydrants
damaged in vehicle accidents requiring repair (8) or replacement (7). In
addition, 16 existing fire hydrants were replaced with modem traffic break
away models which allow for repair instead of replacement when struck by a
vehicle.
❖ In 2009, the Water Distribution Crew continued to track and identify areas of
the 323 miles of water mains that require high maintenance. As a result of
water system pressure control operational changes at the Water Treatment
Plant, the number of emergency water main breaks continues to decline.
City Staff estimates it costs $3,500 (materials, equipment and labor) to
repair a typical emergency water main break. In 2009, there were 73
($255,500) emergency water main breaks: 65 ($227,500) in 2008, 68
($238,000) in 2007, 88 ($308,000) in 2006, 132 (462,000) in 2005 and 151
(528,500) in 2004. This results in a $273,000 (52 %) reduction in emergency
water main break repair costs between 20,04 and 2009. Of the 73
emergency main breaks in 2009, 25 occurred in December as a result of the
extreme cold temperatures and were not due to water pressure surges.
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