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1995 Budget in Brief CITY OF SALINA KANSAS BUDGET IN BRIEF 1995 DENNIS KISSINGER CITY MANAGER CITY OF SALINA CITY COMMISSION JOE WARNER MAYOR JOHN DIVINE VICE-MAYOR CAROL E. BEGGS COMMISSIONER PETER BRUNGARDT COMMISSIONER EVELYN MAXWELL COMMISSIONER MICHAEL MORGAN DEPUTY CITY MANAGER City-County Building 300 West Ash Street P.O. Box 736 Salina, KS 76402-0736 CITY COMMISSION JOSEPHA WARNER, MAYOR CAROL E. BEGGS PETER F BRUNGARDT JOHN DlVlNE EVEL YN MAXWELL CITY MANAGER DENNIS M KISSINGER TELEPHONE (913) 826-7250 TELECOPIER(913) 826-7244 February 1, 1995 Dear Interested Citizen: We are pleased to provide you with a copy of the 1995 City of Salina Budget in Brief It has been a city goal to provide our citizens with a brief, plain-language summary of the City's revenue and expenditure budget, which guides our service delivery system. By publishing the third annual Budget in Brief, we are meeting that goal. As a leader in the community, you are a key component in our governing process. We hope this publication is informative and helps you in your community leadership role. We would like broad distribution of this important public information. Additional copies are available to you or others. We would welcome your comments or suggestions regarding this third effort at a Budget in Brief Thank you for your continued hard work and willingness to contribute your time, energy and talents to our community. We look forward to working with you in the future. Sincerely, ~A-~~ Dennis M. ~~ ' City Manager lIb MEMBER. . . LEAGUE OF KANSAS MUNICIPALITIES . NATIONAL IE4GUE OF CITIES C i tyofSalin.a STATEMENT OF MANAGEMENT VALUES Salina is a city that blends the best of traditional values from its past with a progressive spirit toward itsfuture. As managers for the City of Salina, we are proud to serve all of its citizens in maintaining and enhancing the high quality of life which characterizes our city. In performing our duties toward this end, the following set of management values describes our philosophy and guides our actions: WE VALUE OUR COMMITMENT TO CITIZENS We believe that our citizens expect and deserve the best possible public service. We strive to meet those expectations with fairness, effectiveness, efficiency, confidence and pride. WE VALUE COMMITMENT TO EXCELLENCE We strive for excellence in the delivery of public services. We believe tbat progressiveness, competency and a determination to "do the job right" are key ingredients in achieving excellence. WE VALUE OUR RESPONSIBILITY AS LEADERS We are committed to exercising responsible leadership to attain and express the goals and values of tbe community. Such leadership requires the ability to set well- defined goals and to communicate the methods by which those goals are achieved. The exercise of leadership also means responding to the needs and ideas of our many constituencies as those goals are formulated. WE VALUE OUR EMPLOYEES We recognize that the most significant resource available to our city government is its employees. Our employees are entitled to a supportive work environment that encourages excellence and professional and personal growth. WE VALUE EFFECTIVE COMMUNICATION We are committed to maintaining candid, open communication among city staff, elected officials and the general public. Such an on-going process is vital to a healthy, progressive and trusting attitude within our municipal organization and the community. WE VALUE PROFESSIONAL ETHICS We affirm that personal integrity characterized by honesty, compassion, fairness and confidentiality is the basis for our day-to-day conduct. We require the highest ethical standards not only of ourselves but of our employees and colleagues. Recognized by tbe Board of Commissioners in Resolution Number 86-3840, April 7, 1986. Reaffirmed on October 28, 1991. TABLE OF CONTENTS PAGE I. INTRODUCTION 1 II. OPERA TING EXPENDITURES 2-11 III. CAPITAL IMPROVEMENTS 12 IV. DEBT SERVICE 13 V. ANTICIPA TED REVENUES 14-15 VI. BUDGET SUMMARY 16 VII. ORGANIZA TIONAL CHART 17 VIII. TAX LEVY COMPARISON 18-19 Budget in Brief 1995 - BY FUND TYPE - TAX SUPPORTED FUNDS 54.9% - BY EXPENDITURE TYPE - OPERA TING BUDGET 71.2 % ENTERPRISE FUNDS 32.6% ~ Operating Capital Debt TOTAL Fund Type Tax Stipp. $15,923,682 $2, 197, 190 $3,014,575 $21,135,447 Enterprise $7,941,276 $1,556,550 $3,076,727 $12,574,553 All Other $3,564,551 $1,267,800 $0 $4,832,351 TOTAL $27 429.509 $5.021.540 $6091 302 $38.542.351 CAPITAL BUDGET 13.0% 1 1995 City of Salina Budget Introduction The total approved City of Salina budget for 1995 anticipates expen- ditures of $38,542,351. The budget is comprised of an operating budget of $27,429,509, a capital budget of $5,021,540 and a debt service budget of$6,091,302. The operating budget funds the general operation of City programs such as police, fire, streets, parks and recreation through the General Fund. The General Fund is financed primarily by the property tax, sales tax, vehicle and franchise taxes and various fees. Enterprise funds are also funded in the operating budget. Enterprise funds are expected to be self-sufficient, relying on charges for service. They comprise over 20 percent of the total city budget. The four enterprise funds which the City of Salina operates are: Sanitation, Solid Waste, Municipal Golf Course, and Water and Sewerage. Retirement of the City's outstanding debt is also a component of the 1995 budget. This debt is made up of municipal bonds, issued to pay for major capital improvement projects. This year, 15.8 percent of the budget will go into paying debt service. All General Obligation debt is scheduled to be retired within ten years. All Revenue bonds for the Enterprise funds are scheduled to be retired within 20 years. The City of Salina remains well under all laws and standards for prudent am~ounts of municipal debt outstanding and the City's bonds carry excellent ratings from national bond rating services. The capital budget provides funds for the construction of major City facilities and infrastructure by cash when municipal bonds are not used, and for the replacement of vehicles and equipment. This budget represents 13.0 percent of the total City budget for 1995. It is financed through fees, general taxes, gasoline taxes and other budgeted rev- enues. - ¡ .,¡¡¡¡i....., I I OPERATING BUDGET Enterprise Funds 'u ~:~;;".:~~"~ (Thousands) 2 Operating Budget Expenditures Tax Supported Funds - $15,923,682 PUBLIC SAFETY Police Chief: Jim Hill Fire Chief: Tom Girard Budget: $8,277,210 DESCRIPTION: The City of Salina will spend 51.98 percent of the anticipated expenditures in the tax funds to support Public Safety. Covered under Public Safety is: Police, Municipal Court, Fire, Parking Control, Permits and Inspection, and Street Lighting. BUDGET HIGHLIGHTS: In 1995, the City will continue to improve public safety. The Police Department will add a communications supervisor and an additional dispatcher. These positions will complete the transition to a civilian dispatch team. The Fire Department's in-house fire and EMS training programs will be strengthened by the addition of a training officer. Municipal Court operations will add a court officer who will be charged with actively serving warrants, summons and subpoenas. Finally, the City's inspections services and response time to service requests will be enhanced by upgrading a part-time building inspector to a full-time position. Xew fire apparatus arrives and will soon be placed in service at Fire Station #4. 3 PUBLIC WORKS Director of General SelVices: Frank Weinhold Director of Engineering and Utilities: Don Hoff Budget: $1,646,533 DESCRIPTION: The City of Salina will allocate 10.34 percent of the anticipated expenditures in the tax funds to support Public Works. The primary tax-supported divisions of Public Works include: Engineering and Streets. The Street Division is the largest ofthe several divisions within the Department of General SelVices. It is responsible for street cleaning and maintenance, including repair of utility cuts. Streets, bridges and storm sewers are costly to repair. The cost of maintaining and protecting these facilities has become increasingly burdensome; however, neglect results in far greater costs when replacement or major repair becomes necessary. The first concern of the Street Department in the winter months is clearing the snow and ice ftom the arterial and collector streets for ambulances, police and fire vehicles so each can reach all areas of the community. PARKS and RECREATION Director of Parks and Recreation: Steve Snyder Budget: $1,762,271 DESCRIPTION: The Recreation Division came under City administration on October 1, 1988. Prior to that time, public recreation programs were provided by the Salina Recreation Commission, the tax base being the US.D. #305. The Recreation Division is responsible for providing a year-round diversified recreation program for all citizens of Salina, including participation programs, community selVices and special events. An example of programs include senior citizens, special populations, athletics, instructional, arts and nature center. Most adult recreation programs are fully self-supporting from fees. Youth and general programs are partially self-supporting. The Parks Division is responsible for the maintenance of all park grounds anô landscaping, including parkways and landscape median strips. The Parks Division also operates and maintains all buildings and facilities related to the parks. The City presently owns 21 parks totaling 620 acres. BUDGET HIGHLIGHTS: This department will be upgrading a part-time maintenance position to full-time in order to meet the demands oflonger a at the City's baseball and softball facilities. 4 GENERAL GOVERNMENT Director of Finance and Administration: Robert K. Biles Personnel Director: Me! Abbott Human Relations Director: Will Burnett Budget: $1,204,590 DESCRIPTION: Covered under General Government is: City Commission, City Manager, Legal, Finance, Personnel, General Improvements and Human Relations. The Finance Department provides the proper planning, accounting and control of all fiscal matters. Accounts Payable, Accounts Receivable, investments, contracts, payroll, pur- chasing, temporary and long-term financing are processed by the Finance Department. The Personnel Department is responsible for administering employee benefit programs, policies and procedures, recruitment and selection, grievance procedures, evaluations and all personnel records and files for 500 full-time equivalent employees. Human Relations enforces City ordinances and enhances public information and under- standing regarding civil rights, equal opportunity and fair housing in cooperation with and partially funded by federal and state agencies. CULTURAL Director of Arts and Humanities: Martha Rhea Budget: $402,667 DESCRIPTION: The Arts and Humanities Commission promotes and encourages public programs to further the public awareness of and interest in the artistic and cultural development of the City. It also serves in an advisory capacity to the City Commission, City Manager and Director of Arts in matters of public cultural policy. The Smoky Hill Museum is a division of the Arts and Humanities Department. New Oakdale Stage with anticipated completion in Summer 1996. Built through partnership efforts of the city and the citizens of Salina. 5 COMMUNITY DEVELOPMENT Director of Planning and Community Development: Roy Dudark Budget: $154,588 DESCRIPTION: This division provides planning and enforcement services related to various aspects of community development. The planning function provides staff support to the Salina Planning Commission, Heritage Commission and the Board of Zoning Appeals. The goal is to help these bodies and the City Commission guide the growth and development of the City in order to assure a more orderly and attractive community. BUDGET HIGHLIGHTS: The addition of a Geographic Information System (GIS) technician will allow the City to begin utilizing and adding to the information in the County's GIS, using this advanced technology for greater productivity in numerous City operations. HEALTH and WE L FARE Director of City-County Health Department: Paul Richard5011 Budget: $469,908 DESCRIPTION: The City-County Health Department provides for the physical health and welfare of Salina and Saline County by providing immunizations, vaccinations, nursing care and administer- ing the Animal Shelter. It is governed by an appointed Board of Health and is supported by the City of Salina, Saline County and state and federal contributions. The City of Salina budget share is $382,947 out of a total 1995 Health Department budget of $2, 180,900. This activity in the City budget also provides for the care, maintenance and operation of Gypsum Hill Cemetery, situated at Marymount Road and Glen Avenue. The cemetery currently has more than 15,000 graves on 47 acres with a budget of$86,96 I. OTHER Budget: $2,005,915 DESCRIPTION: This covers Employee Benefits, Utilities, Contingency and Americans with Disabilities Act Compliance. A contingency of$170,000 is a portion set aside to offset any unforeseen condition which may arise in the operations performed by the local City government. . . ~ ..&&., Total Operating Budget Expenditures Tax Supported Funds General Government: City Commission Related City Manager's Office Legal Finance Personnel General Improvements Human Relations $ 98,800 220,228 90,900 310,278 94,900 277,876 11 1.608 Public Safety Police Municipal Court Parking Control Fire Benefit Funds - Police and Fire Permits and Inspection $2,878,729 630,309 38,696 3,127,732 1,396,000 205,744 Public Works Engineering Street Lighting Street Traffic Control Flood Works $ 191,788 290,000 923,523 138,257 102,965 Recreation Parks Neighborhood Centers Swimming Pools Recreation $ 716,146 72,570 65,700 907 ,855 Cultural Arts and Humanities Smoky Hill Museum $ 200,067 202.600 Community Development Planning $ 154,588 Health and Welfare Cemetery City-County Health Department $ 86,961 382.947 Other Employee Benefits Utilities Outside Agency Support Contingency Data Processing ADA Compliance $ 965,490 532,000 193,425 170,000 100.000 45,000 TOTAL 6 $ 1,204,590 7.56% 8,277,210 51.98% 1,646,533 10.34% 1,762,271 11.07% 402,667 2.53% 154,588 .97% 469,908 2.95% 2.005.915 12.60% $15,923,682 100.0% 7 OPERATING BUDGET Enterprise Funds ,.. ~~~'~,;~""" (Thousands) Operating Budget Expenditures Enterprise Funds - $7,941,276 Enterprise funds in the city are those funds whose quasi-business operations are supported entirely by charges for services. The City operates four enterprise funds. SANITATION Director of General Services: Frank Weinhold Budget: $936,280 DESCRIPTION: This division of the General Services Department is responsible for the efficient, systematic collection and disposal of garbage, trash and similar waste materials originating from residential sanitation customers. This division is self-supporting from fees paid by users of the service. As a self-supporting function, the efficiency ofthe sanitation division can be measured against its private sector counterparts. No property tax monies are devoted to this activity. SOLID WASTE Director of General Services: Frank Weinhold Budget: $764,406 DESCRIPTION: The City-owned and City-operated landfill, located southwest of Salina on Burma Road, provides solid waste disposal facilities for all Saline County. The Service is solely financed from gate fees collected from users of the landfill. No tax monies are devoted to this activity. This function is also responsible for operating the City's Household Hazardous Waste facility located at 315 E. Elm. This facility accepts residential wastes which include: household cleaners, paint products, pesticides and automotive products. There is no charge for this service. . ¿j\. I I 8 GOLF COURSE Director of Parks and Recreation: Steve Snyder Budget: $500,481 DESCRIPTION: The Salina Municipal Golf Course, opened in 1970, is located on 137 acres ofland. It is a modem, well maintained 18-hole golf course. Approximately 50,000 rounds of golf are played each year. The amount of expenditures is directly related to the revenue generated from the play at the course. This budget provides for a realistic level of expenditures based upon the expected level of play. WATER and SEWER Director of Engineering and Utilities: Don Hoff Budget: $5,740,109 DESCRIPTION: The Water and Wastewater Department is a combined municipal utility responsible for operating the City's water and sewer systems. The Water and Wastewater Department is self-supporting from user charges collected from its customers. No tax monies are diverted to the utility. The Department makes a $240,000 payment in lieu of franchise taxes to the General Fund. BUDGET HIGHLIGHTS: An additional plant maintenance mechanic will be added in the Wastewater Division for 1995 to help accommodate the plant's sizable additions over the past three years. The 1995 budget also includes a 5 percent water rate increase beginning in January and a wastewater rate increase of 4 percent beginning in July, both in accordance with the 1992 rate study. The lIew Afarklev Road I.-Mer tower is IIOW in operation. A similar tower ill southwest Salina is plalllled for 1995. 9 Tax Supp. Funds Enterprise Funds $15,924 ~ $7,941 .... ." o;",~"' (Thousands) Budget: Budget: Budget: Operating Budget Expenditures All Other Funds - $3,564,551 BUSINESS IMPROVEMENT DISTRICT #1 $58,000 DESCRIPTION: The BID encompasses substantially all of the City central business district with most ofits funding provided by those within the district. In 1985, the BID initiated a major physical rehabilitation project. Now completed, the BID concentrates on maintaining the physical improvements and promoting downtown economic development. TOURISM and CONVENTION $390,000 DESCRIPTION: A five percent transient guest tax is levied upon the gross receipts derived from motel/hotel sleeping accommodations. The revenue is for the promotion of conventions and tourism in Salina. By written contract with the City of Salina, the Salina Area Chamber of Commerce operates the Convention and Tourism Bureau with 60 percent of guest tax revenues ($390,000). An additional $260,000 goes to Bicentennial Center convention marketing and facilities improvements. SPECIAL ALCOHOL $86,267 DESCRIPTION: The 1982 State Legislature made substantial changes in this fund with 25 percent of all taxes on alcohol sales collected in Salina to remain with state government to assist in enforcement activities. Of the remaining 75 percent collected, one-third, or $86,267 goes to the Special Alcohol Fund. The City of Salina enters into contracts with local social agencies to finance programs and services related to activities under this program. a I I 10 SPECIAL GAS Budget: $134,130 DESCRIPTION: In 1983, the State Legislature provided for a two cent per gallon increase in the state gasoline tax starting July 1, 1983, followed by an additional one cent increase in January 1, 1984. The first two cents is dedicated to the special City and County highway fund. Other increases in the gas tax since then have been divided with 65 percent going to the state and 35 percent going to the City-County fund. Revenues derived by Salina from this source are used in street maintenance. The $134,130 noted in this section refers only to the operating and supply costs. An additional $1,000,000 in gas tax funds are used for capital maintenance projects such as asphalt overlay, slurry seal, concrete street recon- struction and traffic signal installation. BICENTENNIAL CENTER Director of Bicentennial Center: Phil Chamoff Budget: $912,747 DESCRIPTION: The mission of the BiCenter is to provide a regional hospitality center for events that will stimulate the Salina economy and enhance the quality of life for the community and the region. It has become well established as a multi-purpose building serving a wide range of functions on a local, state, regional and national level. This facility has hosted events ranging from local art and craft exhibits to the women's Big 8 Basketball Tournament. In addition, the BiCenter has attracted many major musical performers including Kenny Rogers, The Beach Boys and Alabama. The majority of the Bicentennial Center operating budget is supported through user fees, with a portion of transient guest tax monies also going to the facility. In order to meet increasing food service demands, the 1995 budget includes the upgrade of a part-time operations/food service worker to full-time status. RISK MANAGEMENT Risk Manager: Keith Rawlings Budget: $493,277 DESCRIPTION: In addition to providing centralized accounting for the City's insurance and risk manage- ment expenses, this fund also permits efficient and proper management of the City's risks. Risk management entails not only insurance but also efforts to minimize the potential exposure of the City, its employees, its patrons and general public to various conditions and situations which could result in potential damage to persons or property. 11 Budget: Budget: Budget: WORKERS COMPENSATION RESERVE $424,000 DESCRIPTION: A resolution adopted by the City Commission on March 25, 1991, created a reserve fund to permit the City to be approved by the State of Kansas as a self-insurer under the Workers Compensation Act beginning May 1, 1991. This year, 1995, will be the fourth full year for the City to participate in the program. The reserve fund is the amount ordinarily budgeted for conventional workers compensation insurance. This fund will be allowed to build over the years to eventually make the City self-reliant in all phases of workers compensation, providing savings to the taxpayers. Taxpayer savings to date are estimated at $515,000 over a three and one-half year period. CENTRAL GARAGE $801,752 DESCRIPTION: The Central Garage account is a "housekeeping" or internal service fund. All of the City's motorized and vehicular equipment, except the Fire Department's equipment, is main- tained by the Central Garage. This includes repair work, gasoline, oil, tires and service. The various departments are charged through this fund for the service preformed at the Central Garage or specialized service done by contract. DATA PROCESSING . $264,378 DESCRIPTION: The data processing unit is a shared City/County data processing function. The Data Processing Division provides system management, user support, programming and training service to all the various departments at the City of Salina, Saline County and the District Court. The Division uses an IBM AS/400 Computer with attached devices consisting of 135 data entry terminals, 82 printers and 80 personal computers connected through terminal emulation. . ...... .....'. ......... ....." ,:,:""""., .""'."""'" I I CAPITAL BUDGET Tax Supp. Fu~n.......d............S....................................'.........'.....'....'........................'...... Enterprise Funds $2,197~ < $1,557 ..~~; All Other Funds .«: $1,268 (Thousands) / 12 1995 Capital Budget - Use of Funds The capital budget provides cash funding for streets, public buildings, major equipment, land and other capital assets which are of significant value. Major projects in the City's Capital Improvement Plan such as the Centelmial Road Project are financed through municipal bonds with the annual bond payments included in the Debt Service budget. In addition to projects funded by bonds orin progress, the 1995 budget provides $5,021,540 in improvements using City funds. A copy of the city of Salina five-year Capital Improvement Plan, including bonded and non-bonded projects, is available on request. Major 1995 projects include: Vehicle and equipment replacements Park improvements Ohio and North Traffic Signals Street resurfacing/rehabilitation and various curb and gutter replacements Sidewalk improvements Public building repairs Computerffechnology Improvements Schilling Road Reconstruction Water and Sewer System improvements Neighborhood Improvements Belmont Road Rehabilitation Memorial Hall Parking Crawford and Centennial Realignmentffraffic Signals Bicentennial Center Refurbishing 9th and Broadway Traffic Signals 1995 Capital Budget Source of Funds The capital budget is largely fmanced through fees, gasoline taxes, sales taxes and property taxes. Flmding for the 1995 capital budget has been derived from the following sources: Enterprise fund service charges Other funding sources (including gasoline tax) Property and sales tax $1,556,550 1,267,800 2,197,190 Total $5,021,540 13 DEBT SERVICE ,."",, ,".~"~'1 _~3.015 ---- (Thousands~ Debt Service Fund The Debt Service Fund provides the funds necessary to retire the City's outstanding bonded indebtedness. Debt in this category consists primarily of general obligation bonds used to pay the cost of various public improvements to streets and to facilities for police and fire protection, parks and recreation, drainage and flood protection. Tax Supported Funds Debt Service Funding 1995 Property Tax Special Assessments Motor Vehicle Tax Other Revenue Other Taxes Reserves TOTAL $1,776,003 840,000 229,033 30,000 22,800 116,739 $3,014,575 Enterprise Fund Debt Service Funding 1995 Water and Sewer Fees Golf Course Fees Solid Waste Fees $2,507,000 9,142 560,585 TOTAL $3.076.727 $6,091,302 TOTAL CITY DEBT SERVICE . .. ... ....... . ...... ..... ..... ~~ I I 14 1995 Anticipated Revenue The City budget is financed through a wide variety of revenues. The Tax Supported Funds receive most of their revenue from various taxes. The Enterprise Funds are supported mainly by charges for services. The remaining funds of the City are supported by several revenue types. For 1995, the City anticipates total revenues to be about $37,478,086. Tax Supported Funds The activities ofthe tax supported funds are supported by a variety of revenue sources. For 1995, the total anticipated revenues for these funds are $20,568,054. Sales taxes now make up 38.18 percent of the revenues for these general activities (20.95 percent of all city revenues). The property tax accounts for 24.41 percent of tax supported funds revenues (13.40 percent of all city revenues). The 1995 City property tax is 28.709 mills per thousand dollar valuation on taxable property. A mill levy is a tax assessed on real property. A one mill increase would raise $1 .00 for every $1,000 of the assessed value of real property. For example, a house assessed at $10,000 would be taxed $10.00 at a 1 mill level. Enterprise Funds Enterprise Funds are to be self-supporting based upon the revenue received for services rendered. Thus, these funds do not receive any tax revenues. Anticipated fee revenues of$12,270,000make up 95.13%ofthe $12,898,700 in anticipated revenue for these funds. Water and sewer revenues of$9,203,000 make up the majority of these fees. All Other Funds Some of these funds have dedicated revenues which must be used in a specific manner. The $1,300,000 from the gas tax must be used for street construction, repair or maintenance. The $650,000 from the transient guest tax must be used for tourism and convention development. Other revenues represent fees for services. The Bicentennial Center will collect about $663,000 from charges for services. Our Data Processing and Central Garage will collect almost $1,150,797 in charges from various City departments and Saline County. Total anticipated revenues for all these funds is $4,011,332. 15 1995 Anticipated Revenues All Funds Taxes: Sales Property Franchise Vehicle Transient Guest Other Fees: Water Sewer Sanitation Solid Waste Bicentennial Center Golf Course Recreation Ambulance Data Processing Other Intergovernmental Fines Special Assessments Interest Reimbursements Temporary notes Amount $7,852,000 5,021,600 1,655,000 1,030,000 650,000 102,400 -- $4,881,000 4,322,000 1,020,000 1,440,000 663,000 607,000 421,200 350,000 326,995 _525,000 Total Anticipated Revenues . .... .. ...... ....o.. .o ..o... ........ ........ '""""",,". .. .."""""'."'. ,"',""<':':"." ,".,.,.' " ù. I I $16,311,000 14,556,195 2,850,889 824,000 945,000 694,500 1,015,502 281,000 .__.--~- $37,478,086 Percent 20.95 13 .40 4.42 2.75 1.73 .27 13.02 11.53 2.72 3.84 1.77 1.62 1.13 .94 .87 1.40 43.52 38.84 7.61 2.20 2.52 1.85 2.71 .75 100.00 % 16 1995 Budget Summary All Funds Estimated Estimated 1995 Net Estimated January 1 1995 Anticipated Transfers December 31 Balance Revenues (+) Expenditures (- In / (Out) Balance Tax Supported Funds: General $3,694,346 $13,818,574 $14,937,382 $ 208,904 $ 2,784,442 Employee Benefits 552,217 2,675,273 2,361,490 (380,000) 486,000 Utility 173,311 773,689 822,000 0.00 125,000 Special Liability 34,318 402,682 0.00 (397,000) 40,000 Bond and Interest 516,739 2,897,836 3,014,575 0.00 400,000 Total Tax Supported $4,970,931 $20,568,054 $21,"135,447 $(568,096) $ 3,835,442 Enterprise Funds: Sanitation $ 520,254 $ 1,041,000 $ 1,034,080 $ (98,642) $ 428,532 Solid Waste 417,657 1,743,000 1,733,991 (47,765) 378,901 Golf Course 104,483 611,700 557,623 (44,771) 113,789 Water and Sewer 5,252,159 9,503,000 9,248,859 (469,200) 5,037,100 Total Enterprise $6,294,553 $12,898,700 $12,574,553 $(660,378) $ 5,958,322 Other Budgeted Funds: Busi. Improvement Dist. $ 0.00 $ 75,000 $ 58,000 $ (17,000) $ 0.00 Tourism and Convention 0.00 650,000 390,000 (260,000) 0.00 Special Parks 0.00 86,268 0.00 0.00 86,268 Special Alcohol 0.00 86,267 86,267 0.00 0.00 Special Gas 316,612 1,300,000 1,239,530 0.00 377,082 Bicentennial Center 312,868 663,000 1,018,147 370,000 327,721 Risk Management 191,380 0.00 494,777 512,338 208,941 Worker's Compo Reserve 684,224 0.00 424,000 514,536 774,760 Central Garage 42,950 823,802 804,252 (6,500) 56,000 Data Processing 68,115 326,995 317,378 (2,900) 74,832 Total Other $1,616,149 $4,011,332 $4,832,351 $1,110,474 $1,905,604 Total All Budgeted Funds $12,881,633 $37,478,086 $38,542,351 $(118,000)* $11,699,368 * To Police Grant Fund - I I 17 City of Salina Organization Chart Citizens I City Commission City Manager Deputy City Manager Legal Arts & Humanities City Prosecutor Municipal Court Museum Personnel Risk Management Human Relations Finance& General Engineering Police Administration Services & Utilities Data Processing Streets Engineering Records City Clerk Flood Works Design Internal Affairs Accounting Cemetery Inspection Investigation Utility Accounting Traffic Control Traffic Patrol Treasurer Central Garage Water & Sewer Traffic Sanitation Water Treat & Dist. Training Landfill Sewage ColllTreat. Gen. Improvements Pretreatment Planning & Bicentennial Parks & Fire Development Center Recreation Planning Operations Swimming Pools Operations Permits & Inspections Food & Beverages Golf Course Paramedics Comm. Development Business/Box Off. Neighborhood Centers Training Parks Prevention Recreation 70.0 60.0 50.0 40.0 30.0 20.0 10.0 0.0 . City Property Tax Levys Mills 53.9 52.8 51.5 50.6 36.7 35.5 34.9 34.3 32.4 ~Ò~o~ o~ c;'~ &'l> .,-,0; £S:' ~,'l> .x'l>~ o~ CJ.~ ~0 CJ.~ ~~ ~\~ ,~'Þ:. CJ0 <Q0 ~. ~ca ~ ~v 0 0 ~~ ~ .~0 eo -?-'l>" ~'- ~ w~~##£##~~#~#~ ~/ (j~0 - ",Ci s::.Ci cP "' 1i- ~q¡. .)...'5 rP r§ 'V ~. ~ ~ y v ø I §City Mill Levy I January 1995 ...... 00 .- ~ 250.0 200.0 150.0 100.0 50.0 0.0 ....... u::> Total Property Tax Levys Mills 167.0 158.2 dddd145:5d142.2141.9141.8 138.6 137.8 131.8 121.3 119.4 119.4 106.1 &'l>' ~ò ().~ 0<;:- ~,'l>' o<;:-~o<;:- .,,0; ~~ .x'l>'<;:- ().~ ().~ ~ ~~ dp ro.ø ,~ ~ n.ø ~ 0 ~Çj ~. ':S)V' .}.'l>' ~~ 0'- 0 ~ ø" '!§"- ~cP ~ v ~ø ~<;:- ~~ ì(;:oø .;:....ø .~Çj " . :i:-'þ . 0<;:- ø<;:- ~~ -Y j.0 i>~ ti:J'ti:. cP ~ø'þ o~ ~() ~ 8 "<t' .'t;.'l>'<;' & ~~ ~0 'þ ~ (j <) ~ ~ ~. ,:>,r ~fl} vø'þ v I ~Total Tax Levy I January 1995 SUBSEQUENT EVENTS State law requires the City to complete and submit the 1995 budget in early August 1994. As a result, events or trends which develop after August are not reflected in the 1995 budget. Many times, these events have little bearing on overall financial condition. This is not true for the last five months of 1994. During this time period, the City, in conjunction with Saline County and the State of Kansas, agreed to undertake reconstruction of Schilling Road to improve flood pro- tection for the City. The City's $300,000 share will be paid for fTom the General fund. Even with this additional expenditure, year-end fund balances for tax-supported funds will be approximately $200,000 higher than earlier estimates. Because Salina went through a dry summer season, water revenues have shown a sizeable increase for 1994. This, combined with lower than expected operating costs for the new sewer plant, will make the 1994 year-end balance in the Water and Sewer fund over one million dollars higher than earlier estimates. The lower operating costs should continue on into future operations. Besides the Schilling Road Drainage Improvements, the City has also approved adding three other projects to the 1995 capital improvement program: design of the Walnut bridge improvement, construction removing the "S" curve on Centennial and acquisition of right-of-way for the Magnolia interchange project. At this point, it ap- pears these one-time capital costs can be funded easily by the 1995 budget. Overall, the financial stability of the City continues to be enhanced by the events of the last few months. Detailed financial infonnation on 1994 will be available in early 1995. . ....... .. ....... ....... ... ....... ..->:.:.}:,~~:. ""." "::~:::::::::i::. I I For More Information Contact: City Managers's Office Room 202, City-County Building 300 West Ash Salina, Kansas (913) 826-7250 or Finance Department Room 206, City-County Building 300 West Ash Salina, Kansas (913) 826-7240 Produced by: Dennis M. Kissinger, City Manager; Michael Morgan, Deputy City Manager; Robert K. Biles, Director of Finance and Jason Gage, Management Analyst. December 1994.