Annual Report - 2010 1
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2010
DEPARTMENT: Arts and Humanities
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ SAH produced the 34th annual Smoky Hill River Festival. A highlight of this
year's Festival was the inclusion of four site-specific visual arts installations
in the central part of the City. This project was accomplished with help from
a National Endowment for the Arts grant. Attendance in 2010 was 64,835.
❖ SAH produced the annual Street Fair with the Smoky Hill Museum.
Highlights of this event include the addition of the Corner Pantry where local
vendors could sell unique items, and the new Children's Stage where youth-
minded entertainment performances were held. Attendance at the Street
Fair increased by 30% from 2009.
❖ SAH worked with the CAD Committee to help with the selection of artist
Barbara Grygutis for the public art portion of the South Ninth Street
improvements. This art installation is expected to be completed in 2011.
❖ SAH continued a long standing tradition of working with USD 305 with the
Arts Infusion Program. In this cooperative program, artists go into the
schools to work directly with students and teachers. Funding for this
program comes from a variety of KAC grants, donors, and USD 305
resources. A highlight of 2010 was nationally renowned saxophonist Joseph
Vincelli playing on the Stiefel Theatre stage in September with a number of
middle school students from Salina.
❖ SAH produced a new event for the Smoky Hill Museum with the introduction
of a Haunted House in the lobby of the Museum. This event was designed
to increase awareness of the Museum and provide a fun, low, cost activity in
conjunction with SDI's Boo-rama.
GOALS: List three to five new goals that your department has set.
❖ The introduction and orientation of a new Executive Director in May, 2011.
❖ Completion and installation of the public artwork in the South Ninth Street
improvement project.
•:� A cooperative agreement between the Friends of the Museum and City of
Salina to meet the needs of both parties in the area of the Museum Store
and Museum marketing efforts.
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❖ SAH and the CAD Committee are in the process of developing a program to
educate the citizens of Salina regarding public art. This goal would help the
public understand the history of Salina's existing art by telling the "story"
behind each piece. In addition, this program would help the public
understand the relevance of art to our lives and community, the emotional
content of the work, and engagement which deals with how we interact with
various pieces.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ In January of 2011, Governor Brownback proposed, the elimination of the
Kansas Arts Commission. This decision could jeopardize grants that the
Salina Arts and Humanities Department has received for many years. This
includes Operational Support grants, Touring Artist grants, and Artist in
Education grants. A&H had received between $15,000 and $25,000 in
these types of grants each of the last five years.
PERFORMANCE INDICATORS:
❖ By December of 2011, each Goal Committee from the Big Ideas cultural
plan will complete one new objective. The new A&H Director is meeting with
each Goal Committee by June 1, 2011 to help formulate these objectives.
❖ By March, 2012, the public art portion of the South Ninth Street
improvement project will be completed.
❖ By June, 2011 a new Executive Director will be on staff.
❖ By December, 2011, Community Art and Design Advisory Committee will
have established and started implementing a public arts education program.
WORKLOAD INDICATORS:
❖ Arts Program Participants
Smoky River Festival Gate Count 64,835 (down from 77,856 in 09)
• Festival Children in Arts Participation - 31150
• Festival Artist Exhibitors - 175
• Festival Artists Performing - 485
A-ViArts in Education Program - over 50 artists providing training to 27,972
children
,❖ Horizons Grants Programs - 10 organizations and 11 individuals received
over $70,000 in grants in 2010
Art a la Carte - 4 events with 10 artists providing entertainment for more
than 555 people
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First Thursday Art Rush - 6 locations providing over 70 events reaching an
estimated.audience of 3,000
Online Calendar distribution since September 2010, 16 email blasts
reaching over 2,850 people each time
2010 Museum Statistics
± 36,826 people reached (up 23% from 2009)
1,829 children and 1,787 adults involved in 93 tours and programs
❖ 113 volunteers, including 4 KWU interns, donated 1,282.75 hours
:0215 research inquiries from the public
37 community outreach programs reached 9,464 people
9,154 people attended 6 special events
•:� 1 KMA Award of Excellence
*:*--'4 consulting visits to museum professionals
: 20 126gTotaI number of people on-site (Gate, programs, special events, etc)
�-:• 7,021 web hits (up 87% from 2009)
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2010
DEPARTMENT: Bicentennial Center
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
•3 The Business Plan objective called for 4 new meetings/workshops per year.
In 2010, the Center exceeded this goal with the following events: Kansas
"State Association of Fire Chiefs, Monsanto Multi-Brand Collaboration,
Monsanto Channel Brand Team Meeting, Amedisys HPICS Training,
Kansas Health Care Association, FDIC & State Examiners Training, Mid-
America Tire Dealers Association Meeting, Kansas Ready Mix Concrete
Area Meeting, and Kansas Chapter of the National Association of Social
Workers.
❖ Renovations to Heritage Hall were successfully and expeditiously completed
J. any liquidated damages or cost overruns to the city. This project now
completes all Heritage Hall and second-floor meeting-room renovations.
These areas now have excellent technology including LCD projectors, state-
of-the-art sound and lighting systems, Wi-Fi capabilities, and automated
projection screens.
❖ Completed the construction of ADA compliance of accessible seating in the
arena. This project was completed on time without any liquated damages or
cost overruns. With the changes of ADA accessibility requirements for
venues that will be implemented nationally in 2011, the Bicentennial Center
exceeds the number of ADA seats required.
•:� Completed resurfacing of the parking lot located on the west end of the
facility. This project was supervised for the Bicentennial Center by the City
of Salina Public Works Department.
GOALS: List three to five new goals that your department has set.
❖ Increase the -number of concerts and entertainment events by 4 in the
Bicentennial Center. This would bring the yearly total from 5 events in 2010
to 9 events in 2011.
❖ Increase the number of convention and tradeshows by 3 in the Bicentennial
Center. This would bring the yearly total from 19 events in 2010 to 22
events in 2011.
❖ Increase revenue and decrease operational costs to see a net gain of
$200,000 for the facility .
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❖ Seek grants or corporate sponsorships for capital-improvement projects
including new Arena sound and lighting systems, as well as interior and
exterior improvements such as metal-siding repairs, roof, restrooms, HVAC,
etc.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ The Bicentennial Center began offering multi-year contracts to attract and
retain repeat business. This approach was positively received by many of
the Bicentennial Center's customers. In 2010, ten multi-year agreements
were successfully negotiated.
PERFORMANCE INDICATORS:
❖ The Bicentennial Center consistently receives very favorable evaluations
from the events hosted at the facility. We use a grading scale of 1-10, with
10 being the highest rankings. All aspects of meetings and events are
graded, including event planning, set-ups and changeovers, food and
beverage service, and overall facility and guest satisfaction. The various
divisions consistently receive a rating of 9.or better.
WORKLOAD INDICATORS:
❖ The Bicentennial Center hostedF200- vents in 2010 to include 19 convention
and trade shows, 19 entertainment and sporting events and 162 other
events (includes civic club meetings, receptions, graduations, etc.). Total
attendance at the Bicentennial Center for 2010 was over 1.30;'000 people.
❖ The Food & Beverage division served�1',M31 meals representing gross total
revenue of$279-294.
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2010
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DEPARTMENT: Computer Technology
ACCOMPLISHMENTS:
❖ Implemented Click to Gov hardware/software (water bills online)
❖ Developed a three year technology plan
❖ Ordered/installed hardware/software for new Public Safety System
❖ Converted servers to a virtualized machine environment
❖ Planned & implemented thin client solution for Kenwood Cove
•:� Implemented internal wireless access in City/County Building
❖ Installed 50+ new desktops
GOALS for 2011:
❖ Replace Domino software and server
Build a new intranet system
❖ Continue to aggressively virtualize servers
❖ Go live with new public safety system
❖ Implement a new Community Development software system
❖ Switch to a new wireless implementation for Mobile Data Terminals
OTHER ITEMS OF INTEREST:
❖ Continue to drop ink jet printers and use copier based network printing solutions
PERFORMANCE INDICATORS:
❖. Ended 2010 under budget
❖ Server up time was better than 99%
❖ Network availability time was better than 99%
4. Had zero instances of a virus infection spread through our network
WORKLOAD INDICATORS:
:•VTook over 5,000 service calls in 2010
Installed 60 new desktops/laptops
� Reloaded 40,desktops/laptops
Virtualized 8 servers
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2010
DEPARTMENT: Development Services/Building Services
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Staff sponsored and / or presented 10 hours of continuing education for City
of Salina licensed contractors.
❖ Staff organized nine public meetings with the Building Advisory Board and
facilitated the completion of code review hearings, acting as staff liaisons for
four code review sub-committees. Staff presented to the Building Advisory
Board amendments for each code with recommendations to forward on to
the City Commission for code adoption, from the amended 2006
International Building Code, International Residential Code and International
Fire Code; the 2006 Uniform Plumbing and Mechanical Codes; and the
2005 National Electric Codes.
❖ Staff also organized and served as liaison for two additional code review
sub-committees established to review the International Existing Building
Code (IEBC) and the International Energy Conservation Code (IECC).
Reduced budget allowances by 10% (department wide) and stayed within
those limits.
❖ Implemented an over the counter building permit review for commercial
permits whose scope of work is minor and does not require plan review from
any other divisions or departments outside of Building Services. We issued
eleven such permits in 2010. A typical scope of work might include
constructing a couple of new walls in an existing building and adding some
new outlets or switches in that wall. Permit applicants (typically contractors
and design professionals) were very appreciative of this service.
❖ Completed the process for recommendation for abatement of a dangerous
residential single family structure.
❖ Staff adequately supported the interim building official 'by taking on extra
projects, completing paperwork, and attending meetings on behalf of the
division.
❖ Assisted in the adoption of the Toxic Chemical Remediation Ordinance and
completed one Drug Site Designation under the new ordinance guidelines.
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GOALS: List three to five new goals that your department has set.
❖ Hire a new Building Official who will best fit the needs of Salina.
❖ Present two 3-hour continuing education classes for licensed contractors.
❖ Purchase and transition to a new comprehensive software program that will
encompass many functions including, but not limited to, plan review,
permitting, code enforcement, and contractor licensing.
❖ Review staffing and job descriptions; redefine, if necessary, in order to meet
a goal of improved efficiency while still maintaining the capability of
providing a high level of customer service.
❖ Provide amore defined listing of continuing education resources for licensed
contractors, including specific websites that offer online continuing
education, that is pre-approved by the City of Salina.
❖ Continue to pursue dangerous structures as staff time and department
finances allow.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ Continue sub-committee meetings for the IEBC and IECC code reviews and
assist in drafting a final report representing the recommendations of the
committee on whether or not to adopt these codes.
❖ Continue to assess the condition of dangerous structures and make
appropriate recommendations to the City Commission for abatement based
on the Code for the Abatement of Dangerous Structures and the Kansas
State Statutes.
❖ Educate citizens on minimum housing codes and consider adopting the
International Property Maintenance Code.
❖. Completed the modification of policies in the department policy manual for
compliance with the newly adopted 2006 building codes.
❖ Began the review of the Municipal Code for Mobile - Manufactured Home
Parks enforcement policies.
❖ Assisted Public Works-Engineering in initial inspections for Erosion Control
and Elicit Discharge.
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 performance goal
response time for open trench inspections is 1 hour, other interim
inspections are 4 hours, and above ceiling and final inspections is 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.
Staff consistently strives to respond in less time, whenever the schedule
allows. We do not have the means (software or staff) to consistently
quantify/measure this performance goal.
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❖ Commercial Plan Review: Response goal is 4 working days for APR
(abridged plan review) and 10 working 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 2010, we issued 123 commercial building.permits
which included new buildings, footing and foundation permits, building
additions and alterations. Out of the 123 permits issued, 45 permits
generated plan review letters; the other 78 permits were either issued as
APR's (reviewed and issued within 4 business days), 10 day reviews issued
without plan review letters or as over-the-counter permits. The plan review
letter deadline of 10 days was met 87% of the time (39 letters within 10 day
review out of 45 total plan review letters). The plan review deadline was met
87% of the time (6 letters missed the deadline out of 45 total plan review
letters). Reasons for missing the plan review deadline of 10 days were due
to final edits (1 time) and other department (i.e. engineering, planning)
comments being late (5 times).
❖ Residential Plan Review.- The goal (met approximately 97% of the time).for
review of all Residential Building Permits is 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 (Chapter 18, Salina Municipal Code)
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 must follow prior to requesting an
inspection by city staff.
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WORKLOAD INDICATORS:
❖ Processed °28;1x7 'requests for inspections. Some inspection requests
require more than one inspector such as final inspections, above ceiling
inspections, or requests for multiple inspection disciplines at the same time.
❖ Performed,6;391°inspections (248 days worked, average s#MMnspectionsa
per iday 2 related to issued building permits and permits for plumbing,
mechanical, electrical and mobile home sets.
❖ 3-;03`1 permits were issued in 2010, including .building permits, sign permits,
electrical, plumbing, mechanical, and demolition permits. Building Permits -
commerciagk 23; building permits - residential 342:
❖ A total of r1.165 rvice requests were logged and assigned. to building
inspectors in 2010. Those 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 often require issuance of a violation notice to the
property owners and possible referral to Municipal Court for prosecution.
43 279 permit status actions were taken on issued permits for follow up. Those
actions included letters sent to contractors or owners, or phone calls made.
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This follow up is performed whenever a permit remains open for a period of
time without contact from the contractor or property owner. Although it is the
permit holder's responsibility to assure the progress of a project and the
inspections required, we often find that permits remain 'open" long after the
contractor has completed the work, but has not called for a final inspection.
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2010
DEPARTMENT: Development Services/Neighborhood Services
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Implemented an efficient code enforcement process with consistent and fair
enforcement of Nuisance and Zoning codes. Neighborhood Services staff
reduced barriers to enforcement of Nuisance Code for Inoperable Vehicles
through updated process to tow vehicles from the property.
❖ Personnel made a significant contribution to the 2010 CENSUS project and
assisted with the North Salina cleanup efforts.
❖ Personnel assisted the Building Services Department with minimum housing
and manufactured/mobile home inspections; established a check list in
conjunction with Building Services for manufactured/mobile homes, and
implemented and coordinated compliance agreements with present Mobile
Home Park owners in the City of Salina.
❖ Administrated CDBG grant funds in conjunction with North Central Regional
Planning Commission to complete the housing rehabilitation of 18 homes,
as well as, the City of Salina Housing Rehabilitation Program.
❖ Continued to update the city Junk Dealer/Salvage Yard licensing process.
Staff worked with license holders to ensure the condition of their operations
was in compliance with code and meeting terms of compliance agreements.
❖ Supported the City's continued effort to stimulate community investment and
improvement through management of the Neighborhood Revitalization Tax
Rebate Program, Emergency Services Grant, and area grant funds.
GOALS: List three to five new goals that your department has set.
❖ Educate the public on the processes & procedures for the enforcement of
Nuisance, Zoning Codes and Minimum Housing Codes.
❖ Develop and adopt local Property Maintenance Code for all neighborhoods.
❖ Attain and train code enforcement staff in the.current vacancies.
❖ Develop and implement a plan to access housing rehabilitation recaptured
funds for income-qualified home owner occupied residences, with incentives
to stimulate neighborhood self-improvement activities.
❖ Develop and implement property owners/landlords commitment to ensure
compliance of Nuisance and Zoning codes.
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❖ After adoption of the proposed International Property Maintenance Codes, a
more aggressive enforcement process will be developed.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ Voluntary compliance rates for vehicle-related Nuisance and Zoning code
violations have continued to drop with effective remedies to force removal of
offending vehicles.
❖ Salina lags behind more progressive communities in outside property
maintenance. Several "best practices" models exist from which to draw
examples of code worth adopting for the preservation of all Salina
neighborhoods.
•3 Until the City of Salina becomes eligible for new CDBG or HOME housing
rehabilitation grant funding, a portion of recaptured housing rehabilitation
grant funds could be made available to assist families waiting for assistance.
PERFORMANCE INDICATORS:
❖ Solicited an improvement in the voluntary compliance rate in code violation
cases initiated in 2010. Software is not available to track this.
❖ Continued to maintain an-average Citizen Service Request response time of
"one business day" to complete site inspection or preliminary investigation.
WORKLOAD INDICATORS:
❖. 2,418C'itizen Service Requests for Code Enforcement were received.
•3°16,76-Notices to Abate were issued in 2010 with X184 aces being referred
for correction by contract labor. The total abatement billings were
$42,153.45.
❖ Neighborhood Revitalization Tax Rebate Program was administered.
••• Ass ist° 4 hoouseholds with $13,370.04 in housing rehabilitatio%,grants-for,
emergency repairs.
❖ Assisted 14 households with City housing rehabilitation grants with a.total
expenditure of $13,370.04. Assisted2 households withFFederal CDGB-R
program funds of up to $382,600.00 for housing rehabilitation by
coordinated efforts with the North Central Regional Planning Commission.
❖ Assisted cl co al agencies with homeless prevention funds and helped with
formation and ongoing work of a local Continuum of Care to provide
services to working poor and homeless. Assisted with the 2010 Census
organizational process and implementation, as well as, the organizational
and cleanup efforts for the North Salina projects.
❖ 'Helped return property tax rebates to City of Salina property owners through
the NeighborhoodReuitalization Rebate Program.
❖ Neighborhood Services staff provided payables and payroll services for 3
divisions and 19 employees in the Development Services department.
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❖ During this year of multiple departmental staff vacancies, remaining staff
assumed additional responsibilities, salaried staff consistently worked well
beyond office hours, and the department maintained a positive interaction
with property owners and landlords in conducting inspections and follow up
procedures to ensure compliance with City code.
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report. of.the Year: 2010
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
28 outdoor public events. This is a decrease of 9 event permits from the 37
reviewed and issued in 2009.
❖ Provided technical, editing assistance and support to the City's planning
consultant, Gould Evans, to oversee final publication and distribution of their
update to the City's Comprehensive Plan document which was
recommended for adoption in March by the Planning Commission and
adopted by the City Commission in September.
❖ 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. Helped
coordinate and host two community meetings on Flood Plain Remapping at
the Bicentennial Center in February. Compiled a record and database of the
nearly 1800 Letters of Map Change (LOMCs) issued in Salina since 1986 for
use in the remapping and revalidation process. Compiled 152 protests from
individual property owners protesting their inclusion in the flood plain on the
new maps. These.protests were submitted with the City's Appeal in March.
❖ Assisted the City's consultant AMEC, the Engineering Department and the
City's legal counsel with preparation of an Appeal / Protest of the proposed
new flood maps which were submitted to FEMA in March.
❖ Identified errors in the published notice prepared by FEMA's contractors
which required FEMA to restart the Appeals process in December, 2010.
❖ Drafted revisions to the Accessory use section of the zoning regulations
relating to storage sheds on residential corner lots. Sheds 120 sq. ft. or less
in size are exempt from building permit requirements but not zoning setback
requirements. These revisions were recommended for adoption by the
Planning Commission but have not yet been considered by the City
Commission.
❖ Facilitated the comprehensive replatting of the Salina Community Theatre
campus on East Iron Avenue which cleared up numerous historical title and
property line,issues and defined the Smoky Hill River channel.
❖ Provided assistance to Christ Cathedral with their nomination to have their
building placed on the National Register of Historic Places by the National
Park Service.
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GOALS: List three to five new goals that your department has set.
❖ Finalize new Interlocal 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.
❖ Repeal existing carnival, circus and parade permit ordinances and replace.
with a new Special Events ordinance.
❖ Amend / modify Planning Commission and Board of Zoning Appeals by-laws
to address ex-parte contacts in addition to conflicts of interest.
❖ Finalize published text in Comprehensive Plan document based on
modifications recommended by the Planning Commission and adopted. by
the governing body.
❖ Continue to work with the Kansas Division of Water Resources, FEMA and
the AMEC consulting group to finalize "accurate" updated maps of flood
plain areas within the community.
•3 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 and prepare amendments to the Temporary Use section of the
Zoning Ordinance needed to implement the new Fireworks Ordinance.
❖ Public Use, Neighborhood Center and Community Center.Districts - Finalize
content and create three (3) new zoning classifications as part of
Comprehensive Plan implementation.
❖ Review, monitor and maintain Neighborhood Revitalization Area projects for
the community.
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 2010
_ 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 allowed 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 ended on March
18, 2010, but the published notice did not identify areas in the city with
changed BFEs. A second appeal period was started on October 22, 2010
with a new published notice. Staff will prepare a formal appeal / protest
document and resubmit it to FEMA prior to January 22, 2011, including the
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comments and formal protests previously received from individual property
owners at the public information meetings held in February, 2010.
❖ Approximately 165 acres were annexed into the city in 2010, consisting
primarily of the 150 acre Stone Lake Addition at the northeast corner of
Schilling Road and Ohio. Street. An additional 15 acres were annexed into
the city to complete the annexation of the Magnolia Commons and Premier
Additions at the southwest corner of Magnolia Road and 1-135 in April of
2010.
Two businesses that submitted applications and qualified for property tax
exemptions for proposed facility expansions (Grain Belt Supply and Great
Plains Mfg.) completed their projects but did not quality for an exemption in
2010 because their building additions did not result in the creation of net
new jobs as required by state statute.
PERFORMANCE INDICATORS:
❖ All zoning and land use related cases were processed by staff within the
timeframes specified in the published board and commission schedules.
*Does not include deferrals asked for by applicants or delays due to
incomplete applications.
❖ Staff reports were provided to boards and commission for all 51 applications
that were filed.
❖. Initial review comments from Planning staff reviewing building, permit
submittals were provided within 9 working days for 87% of permit submittals
in 2010.
❖ 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. There were sixteen (16) additional LOMAs
issued by FEMA in 2010 based on the current flood plain map. All LOMAs
were entered in the LOMC database and forwarded to GIS Supervisor.
❖ Annually, in conformance with state statute, a review of the comprehensive
plan and Capital Improvement Program is conducted by the Planning
Commission (Done in 2010).
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 2010).
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WORKLOAD INDICATORS:
•'• Planning staff processed`51'i 9i dual,land'use�applications that went before
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the Planning Commission, Board of Zoning Appeals, Heritage Commission
and Downtown Design Review Board or were approved administratively by
staff. There were 68 applications received and processed in 2009. 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,;41 �scommercial
building permits in 2011. This compares to 36 in 2010.
❖ 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 nearly 1,800 affected properties which is a valuable
resource for realtors, lenders and homeowners. The Division staff assists
property owners and surveyors 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 annaala!2pr6jecf"monitoring -reviews' for( 1`0 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 but, based on statutory criteria, they were not eligible for a
property tax exemption for their building additions.
❖ Provided technical assistance to Public Works / Utilities and Building
Services staff on the preparation review and recording of utility easements,
drainage easements, sidewalk easements, sewer maintenance agreements,
no build easements and license agreements as well as street and alley
vacation ordinances. Six (6) right-of-way and easement vacation petitions
were filed in 2010, four (4) license agreements and over twenty on and off-
site easements were reviewed and dedicated in support of development
projects.
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2010
DEPARTMENT: Finance and Administration/City Clerk
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Building Trade and Specialty License Conversion from Provisional to
Regular Class A, B or C Specialty License: At the end of 2010, all the
building trade and specialty provisional (grandfathered) contractor licenses
expired. Each qualified individual listed on the original provisional
application had to earn 36 hours of continuing education, pass the
International Code Council testing, or hold a bachelor's degree in
engineering, architecture, construction management or construction science
from an accredited college or university in order to convert from the
provisional. For converting the specialty contractors' license, nine
continuing education hours were required. A total of 169 licenses were
converted. In addition to those conversions, contractors that currently held a
regular Class A, B, C or specialty contractors' license were due for renewal.
Again, the continuing education was required for the Class A, B, or C
license. However, only 18 hours were needed. Continuing education was
not required for the specialty license. With each application, the qualified
individual listed, continuing education, and insurance requirements must be
verified. A total of 69 renewals were issued.
❖ Skilled Trade Licenses (Electrical, Mechanical and Plumbing): Along with
building.contractor licenses, the majority of the skilled trade licenses were
also expiring. The City Clerk's office processed 100 business license
renewals. An additional requirement for the skilled trade is that all
apprentices, journeymans, and masters working in the field must all carry a
skilled trade license. In order for the renewal to be processed, the card
holder must have completed 18 hours of continuing education and be
verified by staff. A total of 318 cards were issued; 288 of those were
renewals.
❖ Records Management: The City Clerk's office continues to work on the
process of converting City records to electronic format. Our licensing files
are now filed strictly by the use of Laserfiche (no hard files exist). In
addition, we microfilmed and imaged over 400 building plans in 2010 and
added those to the Laserfiche system. This allows staff to dispose of the
paper once they are imaged for permanent storage.
❖ Auction: The department established an online auction process which
includes monitoring daily activities, payments, and pick up of the products.
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❖ Citizen Boards: -The City Clerk's Office revised the Boards and Commission
Board orientation materials. Previously, this was made up of many different
documents, handouts, etc from different locations combined into a binder
notebook. This was consolidated into one document for efficiency and cost
reduction in updating, preparation, and presentation of the information for
the citizens.
GOALS: List three to five new goals that your department has set.
❖ Established a tickler file for all agreements and documents that have special
requirements (deadline, insurance, bonding, etc.).
❖ Complete the. Boards and Commission Rules and Procedures and policy
project.
❖ Complete the Special Events Permit project.
•:� Complete the Cemetery Revestment Project. There are 2,515 spaces to be
revested. All that remains.to be done is to file the required actions in District
Court. We will need the assistance of CIVIL in order to accomplish this.
❖ Provide an updated training of Laserfiche for city employees after the
installation of the software upgrade.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ The City Clerk's Office is responsible of updating many different areas of the
City's website. Not only do we update our department's page, we also post
items for the City Manager's Office and City Commission sections, city news
releases and notices, bid requests, bid tabulations, citizen board openings,
agendas and minutes, and the calendar of events. Along with the website,
our office also updates the Community Access channel for the entire
organization. It is not unusual for these updates to occur daily.
❖ This year the City Clerk's office began to proofread the City Commission
bluesheets that are submitted by each department. Although these are to
be in final form when submitted to us, there are instances that they have to
be returned with suggestions.-
PERFORMANCE INDICATORS:
❖ In 2010, Laserfiche weblink had over 5,000 hits from the public downloading
the City Commission packets, agendas, ordinances, resolutions, board
information, etc.
❖ All City.Commission packets and agendas have been posted to the website
on the Thursday prior to the meeting. There have been no late postings.
❖ All agenda and minutes for our citizen boards and commissions have been
posted to the website.
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❖ Updated receipting from tractor feed printers to laser printers. We no longer
have to order special receipts for printers. Also, we are only printing one
copy of the receipt, because we were not able to reprint receipts from the
system before. This saves on both staff time and supplies.
WORKLOAD INDICATORS:
Cn�- 12,9,63license applications were processed and issued during 2010..
❖ There are nearly1'33,Q00documents in the Laserfiche system.
❖ There have been52 cemetery marker permits issued and, 35 ownership
certificates issued.
•'• Receipted $67,835,114.30 in funds in the City Clerk's Office (6,039
receipts). Many receipts have multiple entries on them. At times there are
30+ on one receipt.2
❖ In-house cod ificatiorFof-zordinances(CodeBook) was completed=nine times
r�in 201 Q
' Thirty or more forms and correspondences were sent out to people interested in selling back cemetery spaces'to the City.
2 EMS and BID payments are entered into separate programs(which includes 50+entries daily). The totals of those entries
are then receipted to the City-wide receipting system—only generating one receipt for each daily.
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Im CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2010
DEPARTMENT: Finance and Administration/Finance
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Reconfigured duties on a number of items to provide some redundancy.
Switched IRS Fringe Benefits reporting to Valerie/Maggie, Sick and Vacation
Schedules for audit to Valerie, and Bank Pledging report to Valerie.
❖ Changed bank reconciliation software to "Cloud" Computing. This
eliminates the need for Tom Arnett to carry a disk between his office and the
City, eliminates the need for on-site work, allows Finance staff to continue
working on the system while Tom does his processing, and permits clerical
staff at his office to do most of the work. Monthly fees are lower as a result.
Acquired Investment software; awaiting entry.
❖ Completed two bond issues. Both had refinancing components with a
consolidated total interest cost savings of slightly over $800,000 that.will be
realized between 2011 and 2023.
❖ Staff successfully renegotiated the Prisoner Housing-contract with Saline
County.
GOALS: List three to five new goals that your department has set.
❖ Review organization structure for potential efficiencies (not necessarily
savings).
.:Str❖..
eamline asset reporting process. This should result in reduced audit
costs and perhaps less staff time involved in preparation.
❖ Get arbitrage calculation process working.
❖ Finalize and implement quarterly financial reporting.
Update the actuarial analysis on Post Retirement Benefits.
Pagel
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ Staff scans all invoices paid into laserfiche for easy retrieval from any
workstation in the City organization. This saves about 4, four-drawer file
cabinets per year and provides easy and secure access to original financial
records.
❖ Staff processed revitalization tax rebates on 83 properties totaling $122,701
on.an original tax bill of$243,073.
❖ Staff engaged in a joint project with the Utilities department to replace our
current water metering system with a more technologically current AMI
system which will replace 20,000 meters and move approximately 7,000
meters to the City right-of-way. The approximate annual benefit is about
$1,000,000.
PERFORMANCE INDICATORS:
❖ Budget Process completed timely— Pass, but for document production.
❖ Annual Audit completed timely— Fail
❖ Quarterly Reports filed and published timely - Pass
❖ Capital Improvements Program completed timely— Fail
❖ FTMS completed - Fail
WORKLOAD INDICATORS:
d J
0- g�:*"'''`EMS Runs billed —2,444
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2010
DEPARTMENT: Finance and Administration/WCA
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Implemented Click-Gov internet payments system
❖ Implemented internet based service order system
❖ Implemented paperless billing
❖ Assessment of electronic (radio) meter reading systems
•3 Reconfigured the division web page
GOALS: List three to five new goals that your department has set.
❖ Implementation of electronic (Radio) meter systems
❖ Assess contracting bill printing
PERFORMANCE INDICATORS:
❖ Total number of meter re-reads: 4,529
❖ Interactive Voice Response system processed 18,644 payments, received
and processed 100,692 calls, and made 10,867 outbound collection calls.
❖ Click2Gov Internet system processed 7,350 payments, and recorded13,000
hits on the WCA welcome page.
❖ Staff prepared and issued 20 payment plans for customers.
❖ Division Director processed 3 customer complaints (all other complaints or
questions were resolved at lower levels). We sent out 348 e-notifications
and processed 7,941 payment extensions. We estimated 3,373 bills.
WORKLOAD INDICATORS:
❖ Number of billings 23863
❖ Final Notices sentt40"284
❖ Issuedz59°leak;adjustments in the amount of$30,624.79
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❖ Service Orders processed:
Initiates: 3,241
Terminates: 3,959
Non-pay: 4,131
Non-pay-ons, inc. extensions: 3,442
Other service orders: 11,913
❖ Cash Receipts processing:
Mail $9,174,364 50% 86,029 38%
Counter $2,391,645 13% 32,675 15%
Drop $2,304,886 12% 38,671 17%
Remotes $ 615,508 3% 9,358 4%
C2G $ 539,799 3% 7,350 3%
IVR $1,280,508 7% 18,644 8%
Bank Draft $2,218,790 12% 32;437 14%
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2010
DEPARTMENT: Fire
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Deployed new aerial platform at station #2. Built by Rosenbauer, the engine
has a 2,000 GPM pump and a Spartan 100' Platform.
❖ Selected as one of the seven finalists in the Nation for the International
Association of Fire Chiefs Award for Excellence this year. This is a result of
the department's efforts in our Performance Analysis process.
❖ The fire departments arson dog "Ashes" took 3`d place out of 16 dogs for the
Heart of America Police Dog Association detector dog competition.
❖ Upgraded Hazmat equipment. We have secured through grant funding an
Area Rae with weather station for the Hazmat units.
❖ Chief Hemphill and Chief Mullikin were appointed to the Crisis City Advisory
Board.
Placed two new ambulances into service.
❖ Conducted large scale emergency response drills involving both facility
personnel and fire department personnel at Schwan's.
❖ Revised the department's physical fitness program.
❖ Participated in a multi-state Crisis City disaster drill that involved state and
local officials, as well as the National Guard and other state and federal
agencies.
❖ Upgraded SCBA's.
❖ Chief Hemphill was elected to Chair the Kansas Search and Rescue
Working Group.
❖ Search and Rescue finalized the Structural Collapse trailer project through
Homeland Security, which totaled over $150,000 in a two year period.
❖ Approximately 1,651 Commercial Fire and Life Safety Inspections
completed, which is roughly 77% of the commercial business in Salina.
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GOALS: List three to five new goals that your department has set.
❖ Define three major target hazards, in each of the 12 regional response
counties, in which the regional Hazmat team covers.
❖ Complete the accreditation process.
❖ Replace a 1981 fire engine.
❖ Integrate the Health Stream medical training program into the department
and allow access to the first-responders.
❖ Replace the fire safety house used to train school age children.
❖ Continue to increase the percentage of annual Fire & Life Safety
Inspections.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ Presented the community service award to community members for heroic
acts.
❖ Salina Fire Department Blog Site was Developed and Implemented.
PERFORMANCE INDICATORS:
❖ Average Response Time to Fire Calls 4:12
❖ Average Response Time to Rural Fire Calls 8:54
❖ Average Response Time to EMS Calls 4:02
❖. Average Response Time to Rural EMS Calls 10:77
❖ $908,363 in Fire Loss
❖ $33,475,082 in Property Saved
v 42 Seconds Average Turn-out Time for EMS Calls
❖ 43 Seconds Average Turn-out Time for Fire Calls
WORKLOAD INDICATORS:
�: 1?721Fire Related Emergency Runs, 87 are Rural
❖ 308 Fire Related Non-Emergency Runs, 10 are Rural
❖ ```4��&141 EMS Related Runs /Ambulance Related Runs
.•3 �16:55iBuilding Inspections
❖ 81 ;Training Classes /f2Hours of Instruction
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2010
DEPARTMENT: Health
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Began exploring accreditation
❖ Updating strategic plan
❖ All staff training (communication, problem solving)
GOALS: List three to five new goals that your department has set.
❖ Community Health Assessment
❖ Increased public health messaging through the media
❖ Increased health board involvement in public health issues
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2010
DEPARTMENT: Human Relations
ACCOMPLISHMENTS: List. three to five accomplishments your department has
achieved.
❖ Provided training for County and City Employees regarding refugees and
their rights and responsibilities.
❖ Provided Training for City Employees on Diversity.
❖ Working with Joe Koch, Saline County Emergency Management, to discuss
language barriers during a disaster and what the department can do to
assist them.
❖ Reviewed and updated City of Salina ADA Transition Plan.
❖ Had two articles published on ADA and Youth on Boards.
GOALS:. List three to five new goals that your department has set.
❖ Continue to seek funding for the Sed de Saber program for teaching English
to non - English speaking adults. We are working with a coalition of
agencies to acquire funding for hardware and software.
❖ Market and identify youth to serve on various boards and commissions of
the City of Salina.
❖ Identify additional minority communities for collaboration and outreach
including, but not limited to, the Asian community.
❖ Work with the Chamber of Commerce to provide information to employers
about immigrants, refugees etc.
❖ Begin to take on some of the duties of Neighborhood Services, including:
a. Serve as a liaison between Salina Neighborhoods and City Staff
b. Provide technical assistance to City Staff and Neighborhoods
c. Grant Writing and Administration
d. Coordinate/Initiate Neighborhood Mini Grant Program
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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.
❖ Worked with the NAACP to sponsor Teen Summit and NAACP Block Party
❖ Partnered with OCCK and Independent Connection on review of programs
for accessibility.
❖ Provided technical assistance to two different groups in the eastern part of
the state.
PERFORMANCE INDICATORS:
❖ 94% cases ready in 1-3 days (Benchmark = 75%)
•:� 100% of cases completed in 90 days or less (Benchmark = 90%)
❖ 655 customers assisted (Benchmark = 350)
V
❖ 50% of cases conciliated (Benchmark = 75%)
WORKLOAD INDICATORS:
❖ Provided assistance to 6;55; uc stomers.
❖ Staff provided 7,#,;ttainings to community partners this year.
❖ For the second year in a row, we received our performance report from the
Department of Housing and Urban Development with no recommendations
for improvement and outstanding remarks regarding our outreach and
community involvement.
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2010
DEPARTMENT: Human Resources
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Assessments: Completed first tier of assessments for all staff with
administrative/clerical duties. The department will continue to collect data in
efforts to establish a baseline by position and function. In addition to clerical
assessments, HR collaborated with the Police Department's
Communications division to implement dispatcher assessments for all
dispatcher applicants.
❖ Training: Collaborated with Human Relations to provide Diversity Training
for all City employees. Due to varying shift and availability, makeup sessions
are still being scheduled and a DVD was created to allow departments to
conduct the training internally, but 319 employees were trained in 2010. Also
collaborated with the Salina Public Library to provide software training with
no cost to the City. One class in MS Word and two classes in MS Excel
were conducted in 2010, reaching 33 employees.
❖ Wellness: Expanded the wellness incentives to include another weight
maintenance activity and held the 2nd annual wellness fair, allowing
comparative data to be obtained from the 1St annual fair in 2009.
❖ Recognition: Collaborated with Salina Human Resource Management Assn.
(SHRMA), the Salina Police Department, and the Kansas Highway Patrol to
provide an educational workshop on Workplace Violence April, 2010. A DVD
was produced of the workshop which is available as a training tool, and
Access will air the workshop to continue to reach citizens. This program
resulted in national recognition.for the City of Salina and the Salina Police
Dept. via SHRMA receiving a 2010 Pinnacle Award.
❖ Employee Survey: Internally created, administered, and reviewed an
employee survey to gain insight on employee satisfaction, concerns, and
needs. The last employee survey was conducted in the early 1990's.
GOALS: List three to five new goals that your department has set.
❖ Wellness: Continue to expand incentives and develop an outcomes-based
model.
❖ Evaluations: Pilot a new assessment process with one department.
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❖ Accessibility: Explore new ways to reach applicants and potential
employees.
❖ Develop plan regarding clerical assessments, customer service,
management/leadership development, and wellness. A plan for these will
guide future steps and ensure continuity.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ Co-Presented "Managing HR with Budget Cuts" at the Human Resource
Management Association of Kansas conference Spring, 2010. Conducted
mini-workshops on application and resume preparation at the "Young Men's
Gifted Conference" sponsored by Central Kansas Cooperative in Education.
❖ City of Salina's Second Review Affirmative Action Process was nominated
for a "2010 Center for Better Government Award.".
PERFORMANCE INDICATORS:
❖ Wellness: Out of 987 eligible to participate, 241 individuals (24.4%)
completed three assessments at the second onsite wellness fair. This was a
drop in participation of 35 individuals (3%) in comparison to last year. The
assessments included body fat/body mass index, blood pressure, health risk
assessment, and blood composition screening. When reviewing
comparative data from 2009-2010, results are as follows: BMI - 13.2% of
participants lowered health risk, while 15.1% increased; Body Fat - 12%
lowered, while 22% increased; Blood Pressure - 29% lowered, while 24.6%
increased. To target the population needing to reduce weight, the third City
"Pound Plunge" contest was held. Out of 58 participants, 23 completed the
program losing a total of 493 pounds. This weight loss more than doubled
the amount lost last year, which was 235 pounds lost by 22 participants. The
overall winner lost 21% of his body weight. A new initiative was implemented
in 2010 requiring individuals to maintain weight over the holidays. This
program resulted in 54 participants, with 32 successfully maintaining his or
her weight.
❖ Benefits: 450 of 462 (97.4%) benefit eligible employees were enrolled in
medical plan and, of those participants, the breakdown was 71.2% enrolled
in a family plan and 26.2% in a single plan. Flexible Spending Account - 219
(47.4%) employees participated; 205 (93.6%) in. unreimbursed medical, 3
(1.37%) in dependent day care, 11 (5%) in both unreimbursed medical and
dependent day care. Total elections for the programs $303,163 for
unreimbursed medical and $45,915 for dependent day care, resulting in tax
savings up to $26,704 in Social Security and Medicare (7.65%).
Supplemental Policies: 129 employees (25%) elected policies, 70 accident,
66 cancer, and 60 short-term disability. Wellness options: 99 employees
(19.1%) opted for CHD screening at Comcare, with 20 having spouses use
the benefit,'and 8 covered individuals opted for two screenings; 53 (10.3%)
employees elected to pay YMCA membership through payroll deduction
Page 2
(64% of those opting for deduction were for family memberships, while 36%
were for single memberships), 256 immunizations/vaccinations were
purchased (208 flu shots, 48 other immunizations).
❖ Turnover: City of Salina turnover rate for 2010 was 10.66%, up from 4.46%
in 2009. Turnover rate not including retirements: 6.98%, up 3.49% in
comparison to .2009 (doubled). Turnover Breakdown - Voluntary
Resignation: 22 . (34.55%); Resignation Pending Serious
Discipline/Termination: 6 (3.64%); Termination 6 (10.91%): Medical
Termination: 2 (3.64%); Retirement: 19 (34.55%).
WORKLOAD INDICATORS:
❖ Hired G,33 `full-time, 3 part-time, and,;,627-Z tempo rary/sea son al/intermittent
employees, total ing,7,398new:LLhi es processed.
❖ Processed',37,3'52x'remployment applications from 2,471 applicants. This was
a 58% increase in total applications from 2009, when we received 1,960
applications.
❖ Processed no evaluation appeals and did not participate in evaluation
appeal meetings; held one disciplinary appeal hearing; scheduled 16
personnel hearings of which 11 were facilitated (others resigned .or opted to
not attend); facilitated 5 ADA hearings.
❖ Processed 534'`Performance evaluations.
❖ Advertised 28 job openings; processed 4promotions,Z3transfers;2°;interim
appointments, reassignments; had 10 positions unfilled pending
reorganization and/or frozen due to budget, and 9 positions pending with
start dates anticipated in 2011.
❖ Training: Conducted new employee orientation and collaborated with
Human Relations, Salina Public Library, and K-State Salina to provide 26.50
training hours, totaling 1,071 cumulative training hours in the areas of
Diversity, standard new hire subjects (City functions, benefits, sexual
harassment, discrimination, and safety), computer software skills, and
"Strengths-based Leadership" reaching 389 employees.
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2010
DEPARTMENT: Municipal Court
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ DUI Impact Panel - Gives defendants (who have been convicted of an
alcohol offense) information on consequences of alcohol related accidents,
i.e. how it affects the victims, victim's family and offender. Goal is to have
the defendant understand the consequences of their actions and to reduce
repeat offenders.
❖ BIP (Batterers Intervention Program) - Gives defendant insight and tools to
change their negative behavior pattern to avoid being a repeat offender and
to live a more productive life.
❖ Courtroom technology updates meeting needs - Eliminated delays and
continuances due to equipment not being compatible with DVD's, CD's and
other evidence needed for trials.
❖ Purging "aged" files - To comply with accepted audit practices and court
rulings, old cases need to be closed out and removed from the open files.
GOALS: List three to five new goals that your department has set.
❖ Increase collections - using collection agency as additional tool;
accountability for defendants not meeting their obligations to the court.
$339,000.00 will be submitted. We anticipate a 35% collection of these
monies owed the court (based on the agency's resolve rate).
❖ New over-parking program in place for processing - New software has been
installed and new technology is being used by the Police Department.
Currently no means to enforce payments.
❖ Additional Court Officer - Security, research time, and serving warrants and
subpoenas in a timely manner are all affected by shortage of officer.
❖ Increase warrants served - Accountability for defendants not meeting their
obligations to the court.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ Lost one Court Officer due to PD staffing shortage
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PERFORMANCE INDICATORS:
❖ Revenue collected — 3.45% increase from 2009 (2009 = $1,694,010.39;
2010 = $1,752,761.11)
•:Warrantsw erw c 52% increase from 2009 (2009 =2;447;2910 = 3,743)
By contracting with collection agency, having an amnest week and warrant
sweep, and getting second officer back, we should be strong in collections
and serving warrants. However, we also have to be aware of the number of
citations written which has an impact on both revenue and warrants.
❖ Trial Docket — To reduce overtime with police officers, a new procedure has
been put into place. If an officer who is subpoenaed is on the street, they
will be called when needed so that they can continue working the street
instead of waiting for case to be called. Overtime hours for court were
reduced slightly from 2009 to 2010 and this new procedure should see a
further reduction.
WORKLOAD INDICATORS:
❖ Pending-case load — Contributes to revenues, warrants, trials and all activity
by the court. By handling the pending case load, staying up-to-date,
processing in a timely manner and meeting all statutory requirements results
in a state of the art operation.
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2010
DEPARTMENT: Parks and Recreation
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Opened Kenwood Cove Aquatic Park with attendance exceeding 119,000
❖ Approved a resolution for presentation to the City Commission asking
congress. to establish at least 40% of the Land and Water Conservation
Fund be set aside to be used by states for establishing and protecting
.outdoor recreation areas
❖ Lakewood Park fishing pier was replaced with a new, more accessible, user
friendly version, complete with handicap ramp
❖ Tree City USA for 21 consecutive years
❖ Sunset Park formal garden improvements and phase II landscaping were
completed
❖ Former director, Steve Snyder was inducted in the Kansas Recreation and
Park Association Hall of Fame
❖ Travis Scheele served on the Kansas Recreation and Park Association
Board of Directors
❖ Instituted new park hours for all Salina parks
GOALS: List three to five new goals that your department has set.
❖ 100% cost recovery at Salina Municipal Golf Course
❖ 100% cost recovery at Kenwood Cove
❖ Develop comprehensive cost recovery program for all Parks and Recreation
Department programs
❖ Establish park shelter fee reservation program
❖ Develop department wide comprehensive marketing program plan
❖ Develop program evaluation system to capture participant feedback
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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.
❖ Bldg Maintenance Division coordinated the remodel of the Police Dept
Evidence Lab
❖ Bldg Maintenance Division worked with the Architect and Fire Dept
personnel developing the details for the phase I remodel of Fire Station #1
❖ Bldg Maintenance Division coordinated the installation of a new emergency
generator for the Salina/Saline County Health Dept
❖ Recycled 425 Christmas trees
❖ Lakewood Discovery Center was updated with new books for library
research,.new wildlife photography area and added an ocean exploration
activity to the Jr. Explorer room
PERFORMANCE INDICATORS:
❖ Increase overall park evaluation score from 75% to 80% (general
appearance, litter, restrooms, shelter houses, turf condition, landscaping,
amenities and weed control)
❖ Maintain Building Maintenance initial response time less than 24 hours on
items of human safety or building integrity
❖ Establish 3.5 or greater overall program evaluation score for youth sports
❖ Establish 3.5 or greater overall program evaluation score for adult sports
❖ Establish 3.5 or greater overall evaluation score for Kenwood Cove
•:� Maintain all mode 1 frequency schedules to include mowing, aeration, weed
control, fertilizer, litter control, pruning, restroom, re-seeding and weed
trimming
❖ Maintain all mode 2 frequency schedules to include mowing, aeration, weed
control, fertilizer, litter control, pruning, restroom, re-seeding. and weed
trimming
❖ Maintain all mode 3 frequency schedules to include mowing, aeration, weed
control, fertilizer, litter control, pruning, restroom, re-seeding and weed
trimming
❖ Maintain all mode 4 frequency schedules to include mowing, aeration, weed
control, litter control, pruning, restroom and re-seeding
Page 2
WORKLOAD INDICATORS:
❖ 1 full time equivalent maintenance staff per 25.5 facilities (electrical,
plumbing, hvac, general maintenance)
❖ 1 full time equivalent park staff per 19.5 park acres
❖ 33,950 rounds of golf at Salina Municipal Golf Course
❖ 548 First Tee participants
❖ 1 full time equivalent janitor per 31,658 square feet of building space
❖ 119,000 visitors to Kenwood Cove Aquatic Park
❖ 164 youth sports teams
❖ 300 adult sports teams
❖ 109 Special Population programs
❖ 31 Trips/Tours conducted
❖ 142 50+ Programs offered
❖ 424 youth tournament teams
•3 140 adult tournament teams
Page 3
CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2010
DEPARTMENT: Police
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Reduced the department overtime expenditure to 11,251.6 hours, which
represents a reduction of 2,317 hours from the 13,569.5 hours expended in
2009. Overtime expenditures continue to be significantly reduced, from
2008 (17,037 hours) and 2007.(19,441 hours).
❖ Seized 105.6 pounds of cocaine and $5.4 million in U.S. currency, in two
separate drug interdictions.
❖ Although police resources have dwindled and the scope of police services
have been somewhat reduced (such as private property accident
investigation, alarm response queue classification, electronic reporting
versus officer reporting for certain offenses) due to the economic downturn,
thanks to a dedicated staff the quality of police service delivery remained
high, and the department's ability to address crime, disorder and public
safety issues in the community has not suffered.
❖ Successfully utilized available technology, such as Facebook and YouTube,
which greatly increased public awareness of crimes, as well as solvability.
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.
❖ Continue to work with criminal justice personnel across the state, as well as
the Kansas legislature, to enact legislation making designer drugs - such as
synthetic cannabinoids (sold as potpourri) and drugs very similar to
methamphetamine (sold as bath salts) - which have had a deleterious effect
on our community, illegal.
❖ Accomplish conversion of our current records system to Microsoft platform,
which will allow the implementation of.change in procedures and processes
in all divisions, ultimately improving the delivery of police services and
reducing the workload within the department.
❖ Please see 2010 Goals and Developmental Activities Report, dated January
17, 2011, which was previously provided to the City Manager.
Page 1
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ The police department cleared 72% of all Part 1 Violent Crimes and 37% of
Part 1 Property Crimes s. According to the latest (2009) Uniform Crime
Report published by the FBI, the national clearance rate for Part I Violent
Crimes and Part 1 Property Crimes were 47.1% and 18.6%, respectively.
PERFORMANCE INDICATORS:
❖ Part 1 Violent Crime clearance rate
❖ Part 1 Property Crime clearance rate
❖ Number and type of"sustained" citizen complaints
WORKLOAD INDICATORS:
❖ Our Cornrnunieations Center answeredf27,749�E=911 calls, and dispatched
,_3'647 for service involving police, sheriff, fire or EMS response.
❖ Officers responded to 89 calls for police servicq-i,,_,4.99. f,''v"vhich were
%;
classified as Priority 1. Priority 1 calls require an immediate police
response, and involve crimes in progress, threat to life or limb, potential
violence or imminent danger, or an officer who needs help.
❖ Officers also handled 47,492 quick calls for service, in addition to the 30,689
citizen generated calls for police service aforementioned.
❖Number of felony (304) and misdemeanor (3,124) arrests.
❖ Number (1,072) and duration (631 hours) of blackout times when no officers
were available to respond to citizen calls. for police service. 2010 totals
reflect a 9% increase in number of blackout times and a 24% increase in
number of blackout hours when compared to 2009.
Page 2
CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2010
DEPARTMENT: Public Works
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Engineering and other City staff worked with KDOT through their
Transportation Enhancement Program to complete the first phase of the
Wayfinding. This project installed specially designed directional signs for
motorists to .points of interest around town. These special signs with an
artistic flair were placed.along the North Ninth Street and Crawford Street
corridors as well as in Downtown Salina. Signage also included matching
Downtown parking signs to include the parking lots and on street parking.
Also included in' the project was landscaping at the 1-70 and North Ninth
Street interchanges, the 1-135 and Crawford Street interchange, and in the
North Ninth Street medians. Future phases will install additional signage
along other traffic corridors in Salina. The first phase of the Wayfinding
project cost the City about $403,000 with KDOT participation of$260,000.
❖ Engineering staff assisted with the appeal of the newly proposed FEMA
Digital Flood Insurance Rating Map (DFIRM). The appeal of the DFIRM
involved review and analysis of interior drainage problems as well as
coordination with other staff and legal counsel to develop our appeal and
conduct a public meeting. The levee recertification process is underway, and
AMEC will provide the City with a report outlining the condition of the levee
and a plan for recertification by the end of 2011.
❖ Engineering Stormwater staff helped the City complete the Magnolia
Commons Infrastructure Improvements feasibility report, improvement
district, petition, and plans and specifications for over $3 million in project
improvements to open the area south of Magnolia and west of 1-135 for new
growth and development opportunities. Street and storm sewer work has
been completed. The water and sewer infrastructure mainline will be
completed later this winter and the storm water pump station later this
spring.
❖ HHW and Sanitation staff, in partnership with Rice County, hosted our
second annual electronic waste (e-waste) collection event on May 1, 2010.
Several members of the Volunteer Connection also participated. Saline
County residents, businesses, government offices, and school organizations
dropped off 1,994 electronic devised totaling 48,336 pounds for recycling
(2,474 devices totaling more than 44,000 pounds in 2009).
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❖ Public Works staff worked with the Landfill engineering consultant, the
construction contractor, and with KDHE to complete the Subtitle D Landfill
Cell #5. This 12.6 acre cell went into service in July with a construction cost
of approximately $1.6M. The expected life of Cell #5 is approximately 6
years.
GOALS: List three to five new goals that your department has set.
❖ Central Garage staff will complete all vehicle repairs within the industry
standard prescribed flat rate times in accordance with the Motor Manual
Parts and Time Guide. They will also work toward a 72% wrench time
productivity rate of performing maintenance on vehicles and equipment. In
2010, their wrench time was at 68% of possible work hours.
Flood.Control staff will correct all levee maintenance deficiencies as cited by
the U.S. Army Corps of Engineers in the last annual levee inspection to
increase the levee rating from "Minimally Acceptable" to "Acceptable" after
the 2011 regular inspection this fall.
❖ Engineering staff will develop an inventory of all bridges, box culverts, and
culverts in order to initiate an Annual Inspection Report of these structures
to include information on structure conditions and any proposed
-maintenance. In addition, a Bridge and Culvert Preventative Maintenance
Checklist will be developed and used by Public Works staff when inspecting
these structures.
❖ Engineering staff will.develop an inventory of all railroad crossings in order.
to initiate an Annual Inspection Report of these locations to include
information on the conditions and needed maintenance.
•:� Engineering staff will use new street.condition data collected by an outside
firm to update Cartegraph pavement management software to develop a
report on the pavement condition of public roads. This information will be
used in determining prioritization of the type and amount of road
maintenance that should be recommended for funding.
❖ Traffic Control staff will start the first year of a 7-year program to upgrade
our traffic regulatory and street name signs to a higher level of reflectivity.
This Federal mandate is required to be completed by January, 2018. The
cost for years 1-5 is about $51,000 per year and in years 6-7 about $10,000.
This program was delayed in 2010 due to budget cutbacks.
❖ The Public Works Department staff will work with AMEC (an engineering,
project management and consultancy company) to complete the levee
recertification report by end of 2011.
❖ The Public Works Department will implement the new training program
database, which documents the training schedules and accomplishments for
the work groups within. the Department. This system will provide easy
access for supervisors to enter and retrieve training information.
Page 2
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ Central Garage completed rebuilding several vehicles and equipment for
internal transfers from one work group to another. Rather than purchasing
new vehicles and equipment, Central Garage technicians rebuilt an
emergency generator, a police cruiser, and 2 pickup trucks. Additionally,
they salvaged parts from a wrecked police cruiser to be used for fleet repair.
❖ Engineering Design/Inspection staff completed 16 projects with a value of
over $9.4 million in design and construction work. There are another 3
projects with a value of $3.1 million which are still active and will carry into
2011.
❖ Construction on South Ninth Street Phase IV started in 2009 and was
substantially completed in 2010. This fourth phase of a five phase program
includes placing new concrete pavement from just south of Belmont
Boulevard to just south of Riffel Drive; curb and gutter and related storm
drainage improvements; new signals at Riffel Drive, Schilling Road, and
Debold Avenue intersections; removal. of a signal at Sam's Place; and ten
foot sidewalk/bicycle path along the east side of South Ninth Street from
Riffel Drive to Belmont Boulevard and the north side of Schilling Road from
Riffel Drive to South Ohio Street: Work includes median landscaping and
installation of public art. This project is scheduled for completion in the
summer of 2011, with a projected cost of about $6.5M.
❖ Engineering Stormwater staff developed and helped to adopt Illicit
Discharge and Erosion and Sediment Control Ordinances as well as a
construction erosion and sediment control Best Management Practices
Manual. This is in response to EPA requirements to reduce the amount of
runoff sediment and contaminants which drain into our rivers, lakes, and
ponds.
❖ Engineering GIS staff assisted the Fire Department in Performance Analysis
tracking that requires fire-station captains to present performance data
relating to emergency fire, medical calls, fire-prevention activities, target
hazard preplanning, risk analysis, and projections of growth or alarm
loading. This information goes to the department's chief officers, the City
Manager, and the County Administrator.
❖ Engineering GIS staff completed a traffic accident mapping GIS application
which allows users to retrieve accident information and display the report for
selected accidents. The information is updated monthly, and the image files
can be easily exported to the desktop computer.
❖ Engineering and Traffic Control staff inventoried and updated the City traffic
sign inventory database. This will help City staff know exactly what inventory
exists in the field, track required sign replacement information, and track
high intensity prismatic sign updates. The database will be updated by
Engineering staff and maintained by Traffic Control personnel.
❖ Flood Control, Streets, and Engineering staff worked together to repair 91
levee deficiencies in response to the 2009 Periodic Levee Inspection by the
Army Corps of Engineers. The levee inspection was an intense 4-day
Page 3
examination involving 15 inspectors. The Annual Inspection normally lasts
from 4-5 hours with 1 inspector.
❖ The HHW facility recorded the second highest amount of material ever
processed at the facility with 91,084 pounds of hazardous waste collected
(the highest amount occurred in 2007 with 96,832 pounds collected). The
facility collected 1,075 more pounds of material than it collected last year
(90,009 pounds collected in 2009).
❖ The Landfill began operating a new yard waste site in August, 2010. From
August through December, the yard waste site received 2,519 customers,
(2,390 residents and 129 commercial customers) who dropped off
approximately 1,643 tons of limb debris. Additionally, the site provided
citizens 54 loads of wood chips and 56 loads of firewood at no charge.
❖ The Landfill's engineering consultant began a landfill gas-to-energy
feasibility study. The study includes a survey and interviews with local
industries to determine potential end-use, project costs, and developer
involvement.
❖ The Landfill's engineering consultant began development of a Master Plan
for the facility, which will provide detailed permit plans for the entire waste
envelope of the landfill's property. The Master Plan is expected to be
complete in March, 2011.
❖ Street crews cleared trees, brush, and other unwanted vegetation from
100% of Salina's alleyways to improve visibility, reduce hazards for
motorists, and improve access to refuse containers.
❖ Traffic Control crews moved the traffic camera at the intersection of Ninth &
Riffel to Santa Fe Avenue &, Crawford Street. With the reconstruction of
South Ninth Street, a new traffic camera was provided and installed at Ninth
& Riffel. In addition, Traffic crews installed new cameras at Ohio & Iron and
at Ninth Street & Crawford Street.
❖ Traffic Control crews performed minor electrical repairs and mechanical
maintenance on 64 traffic signals, 12 mid-block crossing lights, and 46
school signals. In addition, the crews provided maintenance on Downtown
lanterns, parking lot lights, and decorative lights on North Ohio and North
Ninth Street.
PERFORMANCE INDICATORS:
❖ Administrative support staff received 68 Q-Alert service requests of which 67
were responded to within 3 working days (99% response rate.) In 2009, staff
received 75 Q-Alert requests of which 73 were responded to within 3
working days (97%).
❖ Central Garage technicians completed 3,235 work orders with only 2
vehicles requiring rework, achieving a 99.9% first-time repair rate.
❖ Central Garage completed 98% of work orders within 48 hours or 3,162 of
3,235, compared to 98% completed or 3,390 of 3,465 work orders in 2009.
Page 4
❖ Central Garage completed 90% or 99 of 110 vehicle repairs within the
industry standard, flat-rate time guides set by the Motor Manual. This is a
new performance indicator to evaluate how ,our technicians' repair times
compare to industry standards for common repair procedures.
❖ Engineering staff completed 9 of 13 projects on or before the contract
completion date.
❖ Engineering staff completed 12 of 15 projects within 3% of construction
contract bid cost.
❖ Engineering staff resolved 40 of 49 sidewalk repair complaints. This was
the first year staff tracked this data.
❖ Engineering staff performed 20 commercial plan reviews, which generated a
plan review letter. Engineering staff met the established plan review
deadline 100% of the time. In addition, Engineering staff completed
infrastructure feasibility reports for 3 subdivisions (Grand Prairie and Riffel
No. 2 were completed and Magnolia Commons is scheduled for completion
in 2011).
❖ Flood Control continued its rodent abatement program, trapping 121
gophers from the levee compared to 75 gophers trapped in 2009.
❖ Sanitation crews averaged 102.5 stops per hour, including the 45-minute
drive time to and from the landfill..In 2009, this average was 99 stops per
hour. Not including the drive time to and from the landfill, the average
number of stops per hour was 120.5, compared to 116 in 2009. These crews
have provided same-day service to our customers for each collection day for
the past 3 years.
❖ Sanitation crews collected over 560 more tons of refuse than they collected
in 2009 (15,693.57 tons in 2010 and 15,133.55 tons in 2009).
❖ The Landfill processed for disposal approximately 4.99 pounds of waste per
person, per day. In 2009, the landfill averaged 5.01 pounds of waste per
person, per day. The average for landfills in the State of Kansas for 2010
was 4.6 pounds per person, per day and 4.73 for 2009.
❖ The 2010 average is 4.6 pounds per person, per day.
❖ Street crews placed 1,192 tons of asphalt, 1,150 yards of concrete, and
1,031 yards of flowable-fill to repair the City's streets. Additionany, crews
repaired over 20 inlets and replaced 3,906 linear feet of curb and gutter by
hand throughout Salina to improve the flow of stormwater. In comparison to
2009, Street crews placed 1,216.63 tons of asphalt, 983 yards of concrete,
and 969 yards of flowable-fill to repair the City's streets. Additionally, Street
crews repaired over 28 inlets and replaced 2,305 linear feet of curb and
gutter.
❖ Street crews completed 100% of.their weekly street sweeping requirements
on all arterial and collector streets. Due-to inclement weather, Street crews
were only able to complete 5% of the planned monthly street sweeping on
residential streets during January and February, and 10% on residential
streets during March. They swept 100% of residential streets for the
remainder of the year.
Page 5
❖ Traffic Control personnel responded to 100% of the. 42 notifications they
received for various traffic issues within 45 minutes of being notified. Of
these notifications, 17 were reports of downed stop signs, compared to 38
downed stop signs in 2009.
❖ Traffic Control personnel replaced 26 ballasts and 123 bulbs in Downtown
decorative lanterns. They also replaced the wiring in 4 lanterns. The cost of
this work for 2010 was $3,915.80, up from $513.30 in 2009. The
maintenance trend for the last 5 years shows a yearly average of 17
ballasts, 92 bulbs totaling $2,703 per year.
WORKLOAD INDICATORS:
❖ Central Garage charged 4,439.2 hours to its customers (4,864.3 hours in
2009). The average cost per repair order was $326.49 ($222.23 in 2009)
with 2 hours of average repair time per work order (1.6 hours in 2009).
Central Garage performed ,838 preventive maintenance services (948 in
2009) at an average cost of$220.62 per service ($200.57 in 2009).
❖ The Engineering construction management team finalized, 16="separate
projects with an additional 3 still under construction as of December 31,
2010. The completed projects include: 1) South Ohio Street Lighting; 2)
Pacific Avenue Improvements; 3) Wayfinding Signage & Landscaping; 4)
Grand Prairie Subdivision (Private); 5) South 9th Street, Phase IV; 6)
Bergkamp Replat Subdivision Improvements; 7) Landfill Cell 5 Construction;
8) Riffel Addition No. 2 (Private); 9) Arterial Sidewalk Construction; 10)
Levee Hike and Bike Path; 11) Micro-Surfacing; 12) Crack & Joint Sealing;
13) Asphalt Mill & Inlay; 14) ADA Ramps & Sidewalks; 15) South 9th Street
Phase IV Hardscaping and Landscaping; and 16) 2010/2011 Street
Markings. The current projects under construction or pending award include:
1) Magnolia Commons Infrastructure Improvements; 2) Marymount Road
Pavement Rehabilitation and Drainage. Improvements; and 3) Smoky Hill
River Bank Stabilization.
❖ Engineering staff processed c1 3,1 xcavation and street-cut permits (245 in
2009,-3 access permits (10 in 2009), and --1f5.5concrete construction permits
(152 'I'n2009). Staff also handled_ 48 sanitary sewer wye (connection to
public sewer) locate requests (76 in 2009), processed 12 address change
requests (10 in 2009), and provided all addresses in 3 new subdivisions (5
in 2009).
❖ Engineering staff reviewed and processed C.3'0 flood control levee
construction permits for activities within 1,000 feet of the levee centerline.
This compares to 15 processed in 2009.
❖ Engineering staff helped to resolve 32 traffic related issues via the Traffic
Safety Team. This compares to 21 in the last six months of 2009.
❖ Flood Control personnel mowed 21 miles of levee, all inlet and outlet
channels, and 5 detention ponds. Flood Control personnel and Street crews
worked 1,586.5 man hours and removed 143 truck loads of trees and brush
from the levee.
Page 6
❖ Flood Control personnel inspected 24 levee structures, 2 pump stations, and
all inlet and outlet channel structures along the levee and repaired all
deficiencies within 48 hours for the past 3 years.
❖ Sanitation crews provided regular refuse collection service to its;1,4;520
customers (an increase of 37 customers from 2009 and approximately 88%
market share) on their specified day of collection and special pick-up service
within 48 hours from receipt of a request. This annual task entails
completing 260 routes and emptying approximately 750,000 carts.
❖ The HHW facility continued to see growth in community participation. The
facility has once again surpassed the previous highest number of
participants, from 3,714 in 2009 to 3,790 in 2010. Participation at the HHW
reuse program also increased from 687 customers in 2009 to 762 customers
in 2010.
❖ Landfill personnel spent 1,675.5 hours (the equivalent of 1 person working
209 days) collecting litter (1,866.5 hours or 233 days for 1 person in 2009).
•:� Landfill personnel processed`Y94906 84-tons of material with 70,881.94 tons
coming from Saline County and 24,024.90 tons coming from the other 4
counties we service through interlocal agreements, compared to 96,012.75
tons in 2009 (74,424.15 tons from Saline County and 21,588.6 tons from the
other counties).
❖ Street crews swept E1'66.9,0 miles of roadway and collected 1,492.17 tons of
material, compared to 16,850 miles and 1,690.25 tons in 2009. Due to
budget cuts this year, one of the 3 sweeper operator positions was
eliminated after a retirement. The night shift was eliminated, except for
Monday nights when both sweeper operators sweep the Downtown.
Page 7
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2010
DEPARTMENT: Utilities
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Completed the 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 (domestic and fire protection). The report identifies
improvements through the year 2035 with a total cost of approximately
$88.0 million.
❖ Completed design of the Supervisory Control and Data Acquisition (SCADA)
System at the Wastewater Treatment Plant and Water Treatment Plant.
R.E. Pedrotti Co. Inc. is completing the installation of the 456 000 project.
P 9 $ � P J
❖ Utilities and Engineering. Departments completed the review and update of
the City's Standard Details and Specifications.
❖ Completed the design and construction of Wastewater Pump Station Nos.
10 and 38.
❖ Completed the Old Smoky Hill River Channel Master Plan with Design
Studios West, Inc. and Wright Water Engineers, Inc.
❖ Selected Siemens Industry, Inc. to complete the installation of an Advanced
Metering Infrastructure Project, which includes: replacement of 20,465
water meters, moving 7,906 water meters from inside structures to the City
right-of-way and a fixed based radio system.
❖ Completed design of the Water Main Replacement - Phase_ I and began
construction utilizing trenchless technology for installation of the water main,
in lieu of the traditional open trench method. Construction cost was
$771,079 for 10,260 L.F. of water main replacement ($75 per L.F.).
❖ Executed an Agreement with HDR Engineering, Inc. for the design of the
Raw Water Supply Study - Phase I Downtown Wellfield Improvements.
Construction cost is estimated at $3.0 million.
❖ Provided support to Koch Industries and their consultant, Arcadis US, Inc.,
to allow remediation of the groundwater contamination in the Downtown
Wellfield. The groundwater contamination treatment equipment is in
operation and being maintained by Koch Industries and Arcadis US, Inc.
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GOALS: List three to five new goals that your department has set.
❖ Complete the 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.
❖ Implement the use of the Standard General Conditions of Construction
Contracts as per the Engineers Joint Contract Documents Committee
(EJCDC).
❖ Complete the design and construction of Forcemain Replacements at
Wastewater Pump Stations Nos. 16, 34 and 44. Abandon Wastewater
Pump Station No. 9 and install a gravity sanitary sewer main to Wastewater
Pump Station No. 49.
❖ 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 an Agreement with HDR Engineering, Inc. for the South Wellfield
Improvements,Feasibility Study. Engineering fee estimated at $180,000.
Provide support to allow remediation of groundwater contamination at the
Former Schilling Airforce Base.
❖ Continue to design and construct the Water Main Replacement Projects as
identified in the Professional Engineering Consultants Report. A budget
allocation of $4.0 million per year for five years is approved (Total $20.0
million).
❖ Complete the construction of the Wastewater Treatment Plant Capital
Maintenance Improvements with Walters-Morgan Construction Company,
Inc.
❖ Design, select contractor, and repaint Gypsum Hill, Wyatt, and Key Acres
water towers.
❖ Provide support and coordination to complete the installation of the
Advanced - Metering Infrastructure Project. The project includes:
replacement of 20,465 water meters, moving 7,906 water meters from inside
structures to the City right-of-way and a fixed base radio system. The water
meters are read remotely, eliminating the need to have City meter readers
travel to each meter location. Develop and implement a plan to reduce 2.5
meter readers and 2.5 meter installation positions (Total 5 positions) once
the Advance Meter Infrastructure is operating and testing is complete.
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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.
❖ Addressed water quality concerns by completing the annual waterline free
chlorine flushing of the entire Water Distribution in July. 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 percent) called in with
questions or concerns. Of these 50 customers, two customers were
dissatisfied with the explanation of the process. Follow up chlorine residual
tests confirm the continued success of these annual procedures.
❖ In 2010, the Wastewater Treatment Plant treated5�billiongallons (1.5
billion gallons in 2009) of wastewater. The City's National Pollutant
Discharge Elimination System Permit (administered by EPA and KDHE)
requires a minimum of 85 percent removal for Biochemical Oxygen Demand
and Total Suspended Solids. The Plant continues to exceed regulatory
requirements by removing 97.7 percent (1,754 tons) of Biological Oxygen
Demand, 96.7 percent (1,822 tons) of Total Suspended Solids and 97.2
percent (183 tons) of Ammonia. A total of 1,402.7 tons of Biosolids were
produced and applied to area farmland for beneficial use.
❖ In 2010, the Water. Treatment Plant treatedr-2 3 billionTgallons�(2.1 billion
gallons in 2009) of raw water from the Smoky Hill River and the Downtown
Wellfield. The Plant continues to exceed all EPA and KDHE water quality
standards.
.2010 Water Treatment Plant Chemical use:
1,940 tons of Lime (2,035 in 2009)
1,584 tons of Soda Ash (1,690 in 2009)
147 tons of Alum (245 in 2009)
372 tons of CO2 (382 in 2009)
9.9 tons of Ammonia (11 in 2009)
67 tons of Chlorine (87 in 2009)
9.6 tons of Sodium Hexa meta phosphate (7 in 2009)
12.4 tons of Sodium Fluorosilicate (9 in 2009)
1,773 gallons of Polymer (1,760 in 2009)
6,000 gallons of Blended Polyphosphate (7,620 in 2009)
PERFORMANCE INDICATORS:
❖ Updated the Performance Measurement Program (Years 2004 — 2010) 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. The 2007 data was utilized
due to the fact the 2008 AWWA Benchmarking Survey has not been
released. A total of Thirteen (13) performance measures were utilized, and
of this total, 38 percent of the performance measures were above or better
than the AWWA median value.
Page 3
❖ 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 2010, the water loss was 14 percent. This is
below or worse than the AWWA median value in the 2007 Benchmarking
Survey which was 9 percent water loss. A water loss of 10-15 percent 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 (227 miles total) of collection system piping. In
2010, the measure was 10.1 stoppages per 100 miles. This is below or
worse than the AWWA median value listed in the 2007 Benchmarking
Survey which was 8.4 stoppages per 100 miles.
❖ Customer Account s ( 9 90 1:)per Employee for the Water System includes:
Water Treatment Plant, Water Distribution, Y2 Utilities Administration and Y2
Water Customer Accounting, for a total of 40 employees. In 2010, the
measure was 498 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,,( 901 per Employee for the Wastewater System
includes: Wastewater e Treatment Plant, Wastewater Collection, Y2 Utilities
Administration and Y2 Water Customer Accounting, for a total of 35
employees. In. 2010, the measure was 569 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 (6.4 mgd) per Employee includes:
Water Treatment Plant, Water Distribution, Y2 Utilities Administration and Y2
Water Customer Accounting for a total of 40 employees. In 2010, the
measure was 0.16 mgd per employee. This is below or worse 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, Y2 Utilities
Administration and Y2 Water Customer Accounting for a total of 35
employees. In 2010, the measure was 0.12 mgd per employee. This is
below or worse than the median value listed in the 2007 Benchmarking
Survey which was 0.15 mgd per employee.
Page 4
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WORKLOAD INDICATORS:
The overtime costs for the Utilities Department was $100,127. in 2010
($95,864 in 2009).
-Utilities Administration $775 ($383 in 2009)
-Water Distribution $35,619 ($24,343 in 2009)
-Water Treatment Plant $28,114 ($30,399 in 2009)
-WW Treatment Plant $27,746 ($32,625 in 2009)
-Wastewater Collection $7,873 ($8,114 in 2009)
The Utilities Department has 63 full-time employees.
❖ The Wastewater-Collection System consists of 227 miles of sanitary sewer
mains, 4,726 manholes and 59 wastewater pump stations. In 2010, there
were(23:6s)ffastewater pu p'°�s at t'ionalaiftfsAwhich would average 4 alarms
per station (221 / 3.7 in 2009.)
❖ In 2010, the Wastewater Collection Crew TV inspect6 WdhdZ,168 edyd, 81
miles of the 227 miles of the sanitary sewer mains (5.62 miles in 2009). This
is a valuable tool in locating and correcting problems within the aging
Wastewater Collection System. The miles inspected was reduced in 2010,
due to the Wastewater Collection Crews involvement in the 24/7 bypass
pumping operation for the Manhole and Wastewater Pump Station
Rehabilitation Project. A total of E1'67 sanitary=sewerr_Tstoppage complaints
were logged and lCatoppagesA*m�,the „City mains. The total
number of sanitary sewer stoppages was: 171/14 in'2009, 154 / 9 in 2008,
256 / 22 in 2007, 253 / 42 in 2006, 272 / 49 in 2005 and 434 / 53 in 2004.
The overall trend of reduced 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 325 miles of water main, 4,252
valves and 2,387 fire hydrants. In 2010, there were 8 fire hydrants damaged
in vehicle accidents requiring repair (5) or replacement (3). In addition, 24
existing fire hydrants were replaced with modern traffic break away models
which allow for repair instead of replacement when struck by a vehicle.
❖ In 2010, the Water Distribution Crew continued to track and identify areas of
the 325 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 a declining
trend. City Staff estimates it costs $3,500 (materials, equipment and labor)
to repair a typical emergency water main break. In 2010, there were 100
($350,000) emergency water main breaks: 73 ($255,500) in 2009, 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. Water main breaks increase
during extreme cold temperatures and are not due to water pressure surges'.
Of the 100 emergency main breaks, 15 occurred in January, 6 occurred in
February and 14 occurred in December, which equates to 35 percent of the
main breaks occurred in the colder winter months.
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