Budget - 2007
2007 BUDGET WORK DOCUMENT
ISSUES AND OPTIONS
Auaust7,2006
ISSUE #1 - Agency Requests-Transportation
A. Our Transportation Agencies have submitted funding requests for 2007 as follows:
2007 2006
Hotline Vouchers: $ 30,500 $ 28,500
Commission on Aging: $ 23,000 $ 19,000
OCCK: $ 142,800 $ 90,000
Total: $ 196,300 $137,500
This compares to $137,500 provided in 2006. The City contribution to the program has
grown at an annual average rate of 33% since 1995.
B. As formulated, the requests would assume that Hotline and the Commission on Aging
programs would continue as in previous years. The request from OCCK is somewhat
different in that they are requesting, in addition to an increase in operating cost support, a
$32,800 stipend to serve as local match to replace 4 vans.
C. Both the providers and City staff have identified a number of issues with the program as
now provided. We have attached an "Issue Paper" that we have requested that the
providers discuss, and return to us with a proposal for restructuring of the program. Issues
to be resolved include:
1. Load management. Are patrons being routed to the most appropriate
provider?
2. Consistency in pricing.
3. Consistency in qualifications for assistance. (Allowed destinations are different
depending on the agency. For example, all employment related rides must be
through OCCK.)
4. Reduce the number of turndowns.
D. Current funding source is the General Fund.
OPTIONS
1. Authorize continued funding at 2006 levels.
2. Authorize increased funding, either in whole or in part using the established program
structure.
3. Authorize funding at 2006 levels, with an increased level of funding contingent on program
restructuring
*COMMISSION DIRECTION:
Notes:
DEPARTMENT OF FINANCE
AND ADMINISTRATION
Rodney Franz, Director
300 West Ash, PO. Box 736
Salina, Kansas 67402-0736
City of
~
Salina
TELEPHONE (785) 309-5735
FAX (785) 309-5738
TDD (785) 309-5747
E-MAIL rod.franz@salina.org
Website: www.salina-ks.gov
Public Transportation Issue Paper
7/27/2006
Backaround:
The public transportation system in Salina has developed over the past dozen years largely in
response to market demands and social service agency requests. The City has never established
a formal policy objective to govern the program, deferring in that regard to the individual agency
programs. The program has grown substantially over the years, starting with a City investment of
$6,600 in 1995. The request for 2007 is for a City subsidy of $196,300. This is an average annual
growth rate of 33%. Despite growth in the City supplement, the bulk of the program is still paid by
others. In 2005, the total program cost for public transportation provided for all agencies was
$808,034. Of this, the City provided $109,000, or 13.5% of the total amount.
The City provides funding support for public transportation through 3 agencies. Even though all
three agencies provide "General" public transportation, each agency provides for a different scope
of services, based largely on the clientele and orientation of each agency.
The first agency to request funding support from the City was the Hotline, in 1995 or earlier.
Hotline provides a limited scope voucher service for subsidized taxi transport, using any of the four
taxi companies who agree to participate in the program. While anyone is eligible to participate,
program scope is limited by destination-the transport destination must be medical or dental in
nature; or be one of the designated social service agencies, including Social Security
Administration, Salvation Army, Food Bank, or several other similar agencies. No calls are
permitted for employment, grocery, beauty shop, entertainment or other similar purposes. The
limited scope of service is consistent with the primary mission of the agency, which is crisis referral
and intervention. With the Hotline program, the client calls hotline to schedule the transport. At the
agreed time, Hotline staff dispatch a taxi unit. At the destination, the driver completes a taxi
voucher, which is signed by the customer. The customer retains the voucher for the return trip,
after which it is returned to the driver. The taxi companies then submit the vouchers to hotline for
reimbursement. Client's are required to pay $2.00 for each leg of the trip. The average subsidy per
ride was $4.29 in 2005. In 2005, Hotline provided 14,894 rides.
The second agency to request and receive support was the Saline County Commission on
Aaina, in 2000: The Commission on Aging provides a limited scope taxi discount program. As
with the Hotline program, anyone is eligible to participate, but the scope of the program is limited by
destination. The service is not available for job searches, to and from work or school. It is
available for Medical or health, food and nutrition, or shopping destinations. With the Commission
on aging program, the client completes an application for taxi discount vouchers and is issued a
number of vouchers. The vouchers can then be used with any taxi company in exchange for a
$2.00 discount. The taxi company then submits the vouchers to the Commission on Aging, and is
reimbursed the $2.00 per ride. In 2005, the agency provided 21,362 rides at an average cost per
ride of $2.49.
Finally, in 2001, the City began to provide a supplement to OCCK. OCCK provides an on demand
bus service, which they own and operate, unlike the other agencies, which utilize and facilitate
transport by taxi. There are no specific criteria for eligibility. The client calls OCCK to schedule the
service. At the designated time the agency will dispatch a unit to transport the client to the point of
destination. No restriction is placed on the type of destination-it may be employment, medical,
shopping, entertainment, etc. All but medical transports are restricted to Salina destinations,
medical calls may have out of City destinations. OCCK does ask for a $2.00 fee for each call, but
will transport without fee if the client does not have the amount necessary. In 2005, the agency
provided a total of 34,000 rides, at an average cost per ride of $17.33
OCCK is the only agency to provide handicapped accessible rides. Based on conversations with
OCCK staff, about 14% (4,760) of rides they provide need the accessibility features. Of that
amount, about 500 rides (10% of the accessible rides) are large chairs requiring the large buses.
About 250 (5% of the accessible rides) are ambulatory, but still need the larger buses.
OCCK employees about 16 people, including 12 drivers, and operates a fleet of 15 public
transportation vehicles (mini-vans and Buses).
OCCK is also the only agency to provide out of County service. Approximately 10% of the rides
provided has an out of County origin.
The following table illustrates the annual number of trips by purpose for each agency and in total.
Data is generally 2005, however OCCK detail ridership information is based on the last 2 quarters
of 2005, and the first 2 quarters of 2006. OCCK provided a total of 34,000 rides in 2005.
Commission Hotline Total Taxi OCCK Total
on Aging (Taxi) (BUS)
(Taxi)
Medical Health 3,688 14,894 18,582 13,774 32,356
Food/Nutrition 3,539 3,539 3,539
Shopping 13,318 13,318 2,739 16,057
Employment 13,086 13,086
Entertainment 1,907 1,907
Miscellaneous 5,453 5,453
Turndowns 2,401 2,401
Total Demand 20,545 14,894 35,439 39,360 74,803
Rides Provided 20,545 14,894 35,439 36,959 72,398
(34,000 CY
2005)
Accessible Rides (est) 4,760
2005 Aoency Budoet $53,200 $70,220 $123,420 $589,203
Averaae Cost per ride $2.58 $4.29 $3.48 $17.33
Est. Average Consumer
Contribution (to Agency $4.00 $2.00 $3.16 $1.07
and Taxi Service)
Total Cost per ride $6.58 6.29 $ $17.33
(based on 2005 total
ridership)
City Supplement $17,000 $22,000 $39,000 $70,000 $109,000
City supplement per ride $.83 $1.48 $1.10 $2.05 $1.57
Analvsis and Recommendations:
Our observation is that there is a significant amount of in-efficiency and ineffectiveness in the
programs, due to inconsistencies in the scope, methods, and pricing policies of the program, and to
the lack of coordination among the various agencies involved.
It is clear that the taxi based systems have a substantially lower total cost per ride than does the
bus based system, while the bus system collects a much lower consumer contribution per ride.
The bus system has a number of characteristics that are not provided by the taxi systems:
First, the buses are accessible. Provision of accessible transportation is an important component
of the program, however, it is unnecessary to provide accessible vehicles to those who have no
need for accessibility modifications. The demand for accessible rides (less than 5,000 per year) is
far less than the supply of accessible vehicles provided.
Second, the bus based system is not limited as to purpose of ride, while the taxi systems are
limited. Because the taxi systems do not permit more general purpose rides (employment, in
particular), all of those riders are channeled into the most costly system, with the largest and least
efficient vehicles (for single riders). The demand for accessible rides (less than 5,000 per year) is
far less than the supply of accessible vehicles provided.
Third, when a consumer uses the taxi system, they receive a discount, but they must pay the
provider the balance due for the ride in order to receive the transport. With the bus system, the
choice of whether to pay, or how much to pay, is left entirely to the consumer. The result is evident
in the consumer contributions to the bus based program. Had the users of the bus contributed at
the same average per ride amount as the taxi systems ($3.16 per ride), it would have generated an
additional $107,440 in revenues. This difference is equal to 75% of the City supplement requested
for this program.
It is evident that there are adjustments needed to the program. The direction in which to proceed
depends on what the overall program objective is. I would presume that the following is a
reasonable working model:
1. We want to insure, with the cooperation of other agencies, that access to
transportation is available, at a reasonable cost, to those who may not have
private transportation available as well as those whom may simply elect to use
public transportation, with a focus on those whom have accessibility issues, or
whom have limited income.
2. Access should be provided for typical life needs-including health care, shopping,
food, entertainment, and employment.
3. The program should be available to the general public, whether or not they are a
member of one of the "focus" groups.
4. The program should be provided in an efficient and effective manner, meaning
that rides should be directed to the least cost alternative which meets the
individual's needs. In real terms, this means directing riders, whenever possible
based on their accessibility needs, into a taxi based program.
5. The service should be available to 100% of those needing the service.
6. Appropriate safeguards need to be in place to prevent abuse.
With the intent of meeting these objectives, we would suggest that the following alternatives be
considered as a precedent to continued funding from the City of Salina:
A. All programs need to provide transportation with an identical set of purposes.
Differential purposing results, in our case, in loading the bus program with many rides
that might be more efficiently provided through the taxi programs.
B. The pricing structure needs to be modified to achieve the objectives of the program.
This would ideally provide more highly subsidized rides for those with accessibility
needs, and for those whom are income qualified. All programs should have a base fee,
structured to the relative efficiency of the programs. One example:
Taxi ride supplement: The program will supplement 50% of
the fare. This would average about $3.00, and splits the
difference between the two existing programs. This could be
done through either a discount or a voucher type program.
Bus Fare, Basic: $5.00 per ride
Bus Fare, Accessibility need or Income pre-qualified:
$3.00
C. Subsidy based on income or other factors will require some type of pre-qualification.
Such a system needs to be put into place.
D. Rides need to be scheduled into the most appropriate venue. Any rider requesting
service whom does not require accessibility features should be scheduled into a taxi
program first, unless rides can be combined.
E. Particularly with the Taxi programs, the paper trail required for the taxi's should be
consistent.
F. Data collection needs to be consistent and improved.
The overall effect of these changes will likely require significant changes in the way each agency
does business, and likely the consolidation (certainly very close collaboration) of several agencies.
In addition, we would anticipate a shift of a substantial number of rides from Bus to Taxi programs,
reducing both the operating and capital requirements of the bus system. The per ride cost for the
bus system will remain high, but would be incurred only for those rides for which bus transport is
necessary, or in those cases where the consumer pays a higher payment.
Agency Contracts-Transportation
1995 - 2007
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
Hotline Taxi Voucher $6,600 $6,600 $6,600 $9,000 $9,000 $13,000 $17,000 $17,000 $18,000 $18,000 $22,000 $28,500 $30,500
Commission on Aging $12,000 $12,000 $15,000 $17,000 $17,000 $17,000 $19,000 $23,000
OCCK** $25,000 $50,000 $55,000 $55,000 $70,000 $90,000 $142,800
Total $6,600 $6,600 $6,600 $9,000 $9,000 $25,000 $54,000 $82,000 $90,000 $90,000 $109,000 $137,500 $196,300
** In 2004, the City of Salina also contributed, in addition to the operating agency contract, $100,000 to the rehabilitation of the OCCK Transportation
facility.
$200,000
$180,000
$160,000
$140,000
$120,000
$100,000
$80,000
$60,000
$40,000
$20,000
City Transportation Supplement
o OCCK**
. Commission on Aging
I!IiI Hotline Taxi Voucher
$0
~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~
~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ ~
ISSUE #2 - Community Access Request
A. Due to changes in Franchising Authority, Community Access TV will likely lose the "pass
through" they now receive from the Cox Communications. The loss will amount to about
$143,000 per year.
B. ACCESS TV has requested that the City designate 70% of the franchise fee for their use.
They currently receive 40% of the franchise. For 2007, the fiscal impact of this request is
$142,000, increasing the total Community ACCESS supplement from the City of Salina to
$332,000 per year. The increase is a General Fund impact.
OPTIONS
1. Authorize increase in allocation to ACCESS TV as a percentage (70%) of the franchise fee
from the General Fund
2. Establish a designated dollar amount to be paid to Community ACCESS.
3. Continue passing through 40% of the Franchise fee.
* COMMISSION DIRECTION:
Notes:
ISSUE #3 - Salina-Saline County Health Department Request
A. The Salina-Saline County Health department has requested an increase in City funding
from $885,506 to $980,894. Approximately $8,000 of that increase is attributable to the
Animal Shelter (increasing from $272,110 to $280,273) with the balance required for public
health functions (increasing from $613,396 to $700,621). The City of Salina and Saline
County share costs equally for the Health functions, while the City carries 80% of the
Animal Shelter costs. These increases are included in our base General Fund budget.
B. The increase in budget request are largely personnel related, including the loss of $30,000
in Tobacco grant funds, but retention of the related half-time position for general Health
Department purposes, and potential retirement related accumulated leave payouts. The
Health Department has factored in an allowance of 2% for COLA and merits. There is also
a significant contractual services increase attributable to the revised sterilization adoption
refund (from $15,000 to $50,000).
C. Saline County fully funded their 20% of the Animal Shelter request, but reduced their 50%
share of the Health Department request to $678,112.
D. These are General Fund Impacts.
E. The Health Department has been invited to our Study session on August 14th.
OPTIONS
1. Authorize the increase in funding, as requested
2. Match the Saline County contribution to the Health Department, which preserves the long
standing 50% split in costs.
3. Take other such action as the Commission deems appropriate.
* COMMISSION DIRECTION:
Notes:
ISSUE #4 - Fund Balance Targets
A. City Financial Policies call for establishment of revised Fund Balance Targets prior to
annual budget adoption.
B. The City had 21 funds with individual established targets for the 2007 budget.
C. New recommended targets are reflected in Schedule F, last column.
D. Revisions from prior targets are proposed as follows:
.:. Bond and Interest Fund
Current Target =
Proposed Target =
$736,000
$587,614
This change is recommended by the Finance Director to better reflect our needs
identified in the debt management plan, using balances to maintain a steady of mill tax
levy in this fund.
.:. Emplovee Health Care
Current Target =
Proposed Target =
$1,000,000
$1,500,000
Revised to more adequately provide for claims exposure risk.
E. Current projections are for 18 of 21 funds to meet their target at year-end 2006. At year-
end 2007, 19 of 21 funds will meet target, with the Bi-centennial Center Fund and the Golf
Course Fund expected to be short of their target balances.
OPTIONS
1. Approve Target Fund Balances as recommended.
2. Modify recommended Target Fund Balances.
* COMMISSION DIRECTION:
Notes:
City of Salina
Comparison of Actual and Estimated Fund Balances
December 31
SCHEDULE F
2006 Revised "Target"
FUND 2004 Actual 2005 Actual 2006 Budget Budget 2007 Budget Balance
--------------------------------------- --------------------.-------------------- .-------------------- .-------------------- .-------------------- ------...--------------..
TAX FUNDS:
GENERAL $5,756,911 $5,084,540 $4,191,312 $5,410,076 $3,849,242 $3,400,000
EMPLOYEE BENEFIT $612,265 $511,834 $569,398 $456,287 $400,534 $400,000
FLOOD AND DRAINAGE $468,546 $229,572 $100,000 $161,454 $124,016 $100,000
BOND AND INTEREST $1,328,040 $1,150,380 $561,797 $625,561 $587,614 $200,000
TOTAL TAX FUNDS $8,165,762 $6,976,326 $5,422,507 $6,653,378 $4,961,406 $4,100,000
SPECIAL REVENUE:
SPECIAL SALES-CAPITAL $536,582 $1,373,270 $200,000 $1,673,778 $1,073,778 $200,000
SPECIAL SALES - ED $76,698 $335,186 $50,000 $559,186 $841 , 186 $50,000
BID $14 $11 $0 $0 $0 $0
TOURISM $55,001 $61 $0 $0 $0 $0
NEIGHBORHOOD PARKS $152,885 $129,332 $159,085 $153,332 $177,332 N.T.
SPECIAL PARKS $57,731 $71,775 $58,546 $103,537 $112,152 $50,000
SPECIAL ALCOHOL $15,385 $8,649 $0 $3,264 $0 $0
SPECIAL GAS $357,315 $159,747 $200,696 $64,162- $200,696 $200,000
BICENTENNIAL CENTER $251,959 $260,561 $201,389 $226,729 $136,917 - $200,000
FAIR HOUSING $202,668 $219,081 $80,668 $159,080 $99,080 N.T.
TOTAL SPECIAL REVENUE $1,706,238 $2,557,673 $950,384 $2,943,068 $2,641,141 $700,000
INTERNAL SERVICE:
RISK MANAGEMENT $1,251 $39,603 $60,399 $40,852 ... $123,542 $50,000
WORKER'S COMPo RESERVE $635,137 $563,315 $688,137 $538,329 - $750,101 $750,000
EMPLOYEE HEALTH CARE $690,491 $1,243,657 $884,491 $1,536,926 $1,530,136 $1,500,000
CENTRAL GARAGE $102,363 $97,925 $102,388 $189,225 $172,364 $100,000
COMPUTER TECHNOLOGY $602,172 $317,607 $152,273 $328,305 $149,952 $100,000
TOTAL INTERNAL SERVICE $2,031,414 $2,262,107 $1,887,688 $2,633,637 $2,726,095 $2,500,000
ENTERPRISE:
SANITATION $464,468 $464,946 $472,929 $456,341 $438,001 $250,000
SOLID WASTE $2,334,446 $2,515,291 $1,529,550 $1,794,525 $1,601,269 ~
Less Capital Reserve $935,244 $714,435 $714,435 $930,794
Solid Waste Operating Reserve $1,580,047 $815,115 $1,080,090 $670,475 $500,000
GOLF COURSE $138,733 $100,129 $111,254 $115,163 $66,363 > $100,000
WATER AND SEWER $6,089,126 $5,637,395 $4,098,499 $3,877,523 $3,040,314 $3,000,000
TOTAL ENTERPRISE $9,026,773 $8,717,761 $6,212,232 $6,243,552 $5,145,947 $3,850,000
TOTAL ALL FUNDS $20,930,187 $20,513,867 $14,472,811 $18,473,635 $15,474,589 $11,150,000
City of Salina, Kansas
8/7/2006
ISSUE #5 - 2007 Capital Improvement Budget
A. This updated 2007 plan reflects the latest estimates and includes essentially no new
projects.
B. The General Fund C.I.P. is limited to routine Vehicles and Equipment and Building repairs.
There are no major projects scheduled out of the General Fund.
C. The Gas Tax Fund Street Repair decreases from $1,650,000 to $1,448,306
D. Water and Sewer Capital accounts decline significantly ($1,938,900 to $943,500). This is a
result of several years of higher than normal investment coupled with the desire for a
groundwater contamination reserve.
E. Major (Bondable) Projects.
2007 (Completion): North Ohio Grade Separation, Pacific Avenue, North Broadway
Corridor improvements.
2007 (Construction): South Ohio Project
2008: Greeley Avenue Bridge
2008: South 9th Street, Phase 4
2009: East Magnolia Road
OPTIONS
1. Tentatively approve 2007 updated C.I.P.
2. Defer consideration and provide additional direction to staff.
* COMMISSION DIRECTION:
Notes:
ISSUE #6 -2007 - 2010 Sales Tax Capital Improvement Budget
A. The attached schedule shows the approved Special Sales Tax Capital and Human
Services projects scheduled through 2010. Projects included and the fiscal timing are as
follows:
1. Fire Station Number 2 Expansion, 2006 - 2009 ($1,200,000)
2. Wayfinding,2007 ($150,000)
3. Downtown Traffic signals, 2006 through 2009 ($794,262)
4. North Ohio Bond Supplements, 2007 through 2010 ($2,100,000)
5. Smart Start Initiative, 2007 (Year 3 of 3) (85,000)
6. Sane/Sart, 2007 (If City Commission elects to leave in Sales Tax) ($33,000)
After these commitments, the Special Sales Tax Capital and Human Services Fund will
have an approximate balance available through 2007 of $2,600,000.
B. We are presenting a number of specific requests for Sales tax funding
1. Vehicles and Equipment. The special sales tax as structured can include larger
items of vehicles and equipment requests. These have typically been for those items
costing $50,000 and up, for which alternative funding is difficult. In recent years we
have committed about $200,000 per year for this purpose. For 2007, this will be
$664,000, and includes:
a. Fire Department Rescue Truck: $450,000
b. Street Sweeper: $120,000
c. Asphalt Milling Machine: $94,000
2. Special Street Improvements Initiative: $1,500,000. The concept is a program with
multiple focal points, all converging on transportation infrastructure improvements.
The program would concentrate on:
a. Expansion of our existing street improvement program.
b. Encourage and assist with paving the few remaining streets in Salina that are
unpaved, perhaps utilizing a special assessment concept with financial relief
for income qualified homeowners;
c. Complement the set of projects currently underway in North Salina (North
Broadway, North Ninth Bridge, Wayfinding, East Pacific Avenue, North Ohio).
This portion of the project might include connecting pavement/drainage
improvements, arterial sidewalk improvements, signage, streetscaping, as
well as neighborhood improvements to be accomplished through rehabilitation
assistance (if qualified), code enforcement, etc.
3. Salina Family Healthcare request (information distributed under separate cover):
$350,000 in Capital enhancements. Salina Family Healthcare has also requested a
$100,000 annual operating supplement that could be either a Special Sales Tax or
General Fund request. This request is scheduled for formal review on August 14.
OPTIONS
1. Reaffirm existing commitments.
2. Consider new requests. Funding may be approved at the requested level, adjusted,
decision deferred, or denied.
* COMMISSION DIRECTION:
Notes:
Summary 8/7/2006
Program Component: 2004 2005 2006 2007 2008 2009 2010 Total
Resources
Balance Forward $ 536,582 $ 1,306,336 $ 1,550,197 $ 2,604,406 $ 3,981,466 $ 5,422,484
Current Year Taxes Generated** $ 536,582 $ 1,995,338 $ 2,077,000 $ 2,160,080 $ 2,246,483 $ 2,336,343 $ 2,429,796 $ 13,781,622
Interest Earnings $ 20,245 $ 22,861 $ 27,128 $ 45,577 $ 69,676 $ 94,893 $ 280,381
Total Resources Available $ 536,582 $ 2,552,165 $ 3,406,197 $ 3,737,406 $ 4,896,466 $ 6,387,484 $ 7,947,174 $ 14,062,002
Demands (Expense Commitments)
Proiect Commitments $ 1,245,829 $ 1,856,000 $ 1,133,000 $ 915,000 $ 965,000 $ 600,000 $ 6,714,829
Balance Available, 12/31
$ 536,582 $ 1,306,336 $ 1,550,197 $ 2,604,406 $ 3,981,466 $ 5,422,484 $ 7,347,174 $ 7,347,174
$
**Growth in Sales tax projected at 4% per year.
Project Commitments Detail 81712006
Special Sales Tax (Capital)
Project Commitments: 2005 2006 2007 2008 2009 2010 Total
Capital:
Fire Station Number 2 Expansion $ $ 480,000 $ 240,000 $ 240,000 $ 240,000 $ 1,200,000
Soccer Complex $ 375,000 $ 713,000 $ 1,088,000
Vehicles and Equipment $ 354,392 $ 200,000 $ 554,392
Jerry Ivey Sprayground 05-1517 $ 40,000 $ 40,000
Bi-centenniallmprovements 05-1518 $ 227,175 $ 227,175
Downtown Amenities 05-1519 $ 70,000 $ 70,000
Wayfinding Project $ $ 150,000 $ 150,000 $ 300,000
Downtown Traffic Signals 05-1547 $ 94,262 $ 175,000 $ 175,000 $ 175,000 $ 175,000 $ 794,262
North Ohio OP Bond supplement $ 450,000 $ 500,000 $ 550,000 $ 600,000 $ 2,100,000
SOl Parking Study $ 20,000 $ 20,000
$
Human Services: $
Smart Start HS Initiative $ 85,000 $ 85,000 $ 85,000 $ 255,000
Sane/Sart (Anticipate Continuation Requests) $ 33,000 $ 33,000 $ 66,000
$
Total Projects $ $ 1,245,829 $ 1,856,000 $1,133,000 $ 915,000 $ 965,000 $ 600,000 $ 6,714,829
To Summary Sheet
ISSUE #7 -Other Requests
A. Fire Station # 1 Improvements
1. Architectural Services for future renovation: $55,000
Recommend funding out of CIP Planning
B. Park Maintenance Building, $175,000
Recommend placement on Identified but Unfunded list.
C. Oakdale Park Parking and Pond Safety Improvements, $95,000
Recommend Funding from General Fund or Special Sales Tax.
D. Arts and Humanities Cultural Plan, $25,000
Recommend funding from the General Fund.
To be matched with $25,000 in privately raised funds.
E. Request from Salina Family Healthcare for $100,000 in annual operational supplement
This request is scheduled for a formal review at the August 14th Study Session
OPTIONS
1. Approve recommendations as presented
2. Take other action as desired.
* COMMISSION DIRECTION:
Notes:
ISSUE #8 - Property Tax Levy
A. Recommend no chanQe in the current mill levy of 23.999 mills. This will provide for about
a 3.46 percent growth to cover inflationary cost trends, and about 2.72 percent to assist in
providing services to newly developed properties.
B. The budget as published includes a proposed mill levy of 24.83 mills a difference of
$309,278 from the base budget. This is intended to provide some flexibility to fund items
or requests that are not funded in the base budget. These include the following:
1. Community ACCESS ($142,000)
2. The increase in the transportation program request ($58,500)
3. The operating supplement requested for Salina Family Healthcare ($100,000)
The Salina Family Healthcare request is also eligible for funding by the Special Sales Tax,
at the Commission's discretion.
OPTIONS
The Commission should consider each request and determine at what level each should be
funded.
* COMMISSION DIRECTION:
Notes:
ISSUE #9 - Solid Waste Fees
A. Implement no change in current $27.00 per ton landfill tipping fee and aggressively market
the facility to neighboring communities with the goal of increasing volume to our target of
100,000 tons per year.
B. Defer decision on reducing transfers to the General Fund or rate increases pending
outcome of attempt to increase volume.
OPTIONS
1. Approve plan to maintain current rate schedule through 2007 and focus on volume growth,
or
2. Modify plan to provide for reduction in transfers to the General and Special Street Funds by
a total of $1.00 per ton; or
3. Modify plan to provide for a modest rate increase.
* COMMISSION DIRECTION:
Notes:
ISSUE #10 - Emergency Medical Service (EMS) Fees
A. Recommend rate increases of 4%. Effective date of increases to be November 1, 2006.
B. New user fee schedule to be provided in Resolution form for consideration at budget
adoption. User fees cover costs not covered by countywide property tax, and are impacted
by Medicare policies, insurance, etc.
OPTIONS
1. Approve fee change plan as recommended.
2. Disapprove program.
3. Modify program.
* COMMISSION DIRECTION:
Notes:
ISSUE #11 - Golf Course Fees
A. Defer fee decision until fall of the year.
OPTIONS
1. Approve fee plan.
2. Disapprove plan.
3. Modify plan.
* COMMISSION DIRECTION:
Notes:
ISSUE #12 - Water and Wastewater Rates
A. Water Utilitv - Recommend 2007 rate schedule as established by multi-year rate study in
2001 be implemented effective November 1, 2006. Average rate increase would be 2.75%.
B. Consider Water surcharqe: To finance groundwater contamination reserve of $500,000.
Based on an annual production of 3,200,000 billing units (a billing unit is 100 cubic feet), this
will require about $.16 per 100 cubic feet. The monthly charge for an average household
using 800 cubic feet per month would be $1.28 per month.
C. Wastewater Utilitv - Recommend 2007 rate schedule as established by multi-year rate study
in 2001 be implemented effective November 1, 2006. Average rate increase would be 6.9%.
D. Recommend new multi-year rate study be contracted in early 2007 for 2008 - 2012 time
period. This will allow incorporation of updated financial information, the Utility C.I.P., the
Schilling groundwater contamination issue, and potential conservation rate schedules.
OPTIONS
1. Approve rate plan as recommended.
2. Disapprove plan.
3. Modify plan.
* COMMISSION DIRECTION:
Notes:
ISSUE #13 - Sanitation Fees
A. Recommend 4% trash service rate increase. The basic fee will goes from $11.00 to $11.45
per month, effective November 1,2006.
B. Recommend the same 4% increase in miscellaneous special service charge, e.g. special
pick up fees.
C. Current recycling fees are $4.90 per month. A 4% increase would result in a monthly charge
of $5.10, and, based on 900 customers, will generate additional modest annual revenues of
about $2,160. As noted in an earlier status report on the program, revenues do cover
operational costs, but are not sufficient to cover capital or overhead costs, or lost landfill
revenues. Total revenues exceed direct operating costs by about $5,200, however total
costs (capital and lost landfill revenue) exceed revenues by about $11,000. This is
consistent with the original intent and design of the pilot program, which provided that the
capital investment would be paid by a Solid Waste Venture grant.
D. Revenues will be used to assure stable operational finances and address cost increases in
labor, gasoline, vehicle maintenance, etc.
OPTIONS
1. Approve user fee change as recommended.
2. Application of fee change to the re-cycling program is at City Commission discretion.
3. Take other such action as the Commission may determine
* COMMISSION DIRECTION:
Notes:
ISSUE #14 - Staffing Additions
A. Current authorized full-time employment is 493 employees.
B. Recommendation is to defer staffing decisions until completion of the Comprehensive
classification and pay plan review. A recommendation is expected by November.
OPTIONS
1. Approve plan as recommended.
2. Disapprove plan.
* COMMISSION DIRECTION:
Notes:
ISSUE #15 - Other Commission Direction on Fiscal Year 2007 Budaet
A. Any Commissioner may suggest further items related to the draft budget.
* COMMISSION DIRECTION:
Notes:
I
Museum
Full-Time
Classified Part-Time
Regular Part-Time
Arts & Humanities
Full-Time
Classified Part-Time
Regular Part-Time
Total Department Part- Time
Total Department Full- Time
Total Department Employees
Full-Time
Classified Part-Time
Regular Part-Time
Total Department Part- Time
Total Department Full- Time
Total Department Employees
--
Full-Time
Classified Part-Time
Regular Part-Time
Total Department Part- Time
Total Department Full- Time
Total Department Employees
Full-Time
Classified Part-Time
Regular Part-Time
Total Department Part- Time
Total Department Full- Time
Total Department Employees
Buildinq Services
Full-Time
Classified Part-Time
Regular Part-Time
Planninq
Full-Time
Classified Part-Time
Regular Part-Time
Neiqhborhood Services
Full-Time
Classified Part-Time
Regular Part-Time
Total Department Part- Time
Total Department Full- Time
Total Department Employees
CITY OF SALINA
AUTHOR~EDPERSONEL
2002 2003 2004
2005
2006
6
o
o
6
o
2
6
o
2
6
o
2
6
o
2
55555
00111
22111
.-------------------------------.-.------------------------------.
24444
11 11 11 11 11
13 15 15 15 15
15 17 17 16 16
3 2 2 3 3
o 0 000
------------------------------------------------------------------
32233
15 17 17 16 16
18 19 19 19 19
66666
00000
o 0 0 0 0
------------6------------6------------6------------0------------0-
6 6 6 6 6
6 6 6 6 6
99777
o 0 0 0 0
00000
------------------------------------------------------------------.
o 0 0 0 0
9 9 7 7 7
99777
9
o
o
9
o
o
10
o
o
12
1
o
12
o
o
5
o
o
5
o
o
5
o
o
4
o
o
4
o
o
44444
00000
1 1 1 1 1
------------1------------1------------1------------2------------1--
18 18 19 20 20
19 19 20 22 21
Page 1 of 4
City Clerk/AccountinQ
Full-Time
Classified Part-Time
Regular Part-Time
Water Customer AccountinQ
Full-Time
Classified Part-Time
Regular Part-Time
Total Department Part- Time
Total Department Ful/- Time
Total Department Employees
Full-Time
Classified Part-Time
Regular Part-Time
Total Department Part- Time
Total Department Ful/- Time
Total Department Employees
Full-Time
Classified Part-Time
Regular Part-Time
Total Department Part- Time
Total Department Ful/- Time
Total Department Employees
I 'I
I, ,I i
Full-Time
Classified Part-Time
Regular Part-Time
Total Department Part- Time
Total Department Ful/- Time
Total Department Employees
Full-Time
Classified Part-Time
Regular Part-Time
Total Department Part- Time
Total Department Ful/- Time
Total Department Employees
Cemetery
Full-Time
Classified Part-Time
Regular Part-Time
Golf Course
Full-Time
Classified Part-Time
Regular Part-Time
CITY OF SALINA
AUTHOR~EDPERSONEL
2002 2003 2004
2005
2006
9
o
o
9
o
o
9
o
o
8
o
o
8
o
o
13 13 12 12 12
o 0 0 0 0
o 0 1 1 1
------------------------------------------------------------------
00111
22 22 21 20 20
22 22 22 21 21
92 91 91 91 91
00011
o 1 100
------------------------------------------------------------------
o 1 1 1 1
92 91 91 91 91
92 92 92 92 92
44444
00000
o 0 0 0 0
------------------------------------------------------------------
00000
44444
44444
44445
o 0 0 0 0
o 0 0 0 0
------------------------------------------------------------------
o 0 000
4 4 4 4 5
44445
9 9 9 10 13
1 121 0
1 1 000
------------------------------------------------------------------
22210
9 9 9 10 13
11 11 11 11 13
3 3 2 2 2
0 0 0 0 0
0 0 0 0 0
6 6 6 6 6
0 0 0 0 0
0 0 0 0 0
Page 2 of 4
CITY OF SALINA
AUTHOR~EDPERSONEL
2002 2003 2004 2005 2006
Parks
Full-Time 18 18 19 19 19
Classified Part-Time 1 1 1 1 1
Regular Part-Time 0 0 0 0 0
Recreation
Full-Time 12 12 12 12 12
Classified Part-Time 1 1 2 2 3
Regular Part-Time 1 1 0 0 0
Buildinqs
Full-Time 8 8 8 8 9
Classified Part-Time 1 1 1 1 0
Regular Part-Time 1 1 1 1 0
------------------------------------------------------------------
Total Department Part- Time 5 5 5 5 4
Total Department Ful/- Time 47 47 47 47 48
Total Department Employees 52 52 52 52 52
1__1
:, . I ,-' ,_ . _.' ',>.' _ "~~I\
Full-Time 104 104 106 107 107
Classified Part-Time 1 1 1 0 0
Regular Part-Time 0 0 0 0 0
------------------------------------------------------------------.
Total Department Part- Time 1 1 1 0 0
Total Department Ful/- Time 104 104 106 107 107
Total Department Employees 105 105 107 107 107
i~lll.ml'__
~,I '..1.,'1 : I "', ,'" i' " !",,' "" '
Central Garaqe
Full-Time 5 5 5 6 6
Classified Part-Time 0 0 0 0 0
Regular Part-Time 0 0 0 0 0
StreetslTraffic Control
Full-Time 37 37 37 36 36
Classified Part-Time 0 0 0 0 0
Regular Part-Time 0 0 0 0 0
Sanitation
Full-Time 19 20 20 21 21
Classified Part-Time 0 0 0 0 0
Regular Part-Time 0 0 0 0 0
Household Hazardous Waste
Full-Time 1 1 1 1 1
Classified Part-Time 0 0 0 0 0
Regular Part-Time 0 0 0 0 0
Landfill
Full-Time 11 11 11 10 10
Classified Part-Time 0 0 0 1 1
Regular Part-Time 0 0 0 0 0
Flood Control
Full-Time 3 3 3 3 3
Classified Part-Time 0 0 0 0 0
Regular Part-Time 0 0 0 0 0
Page 3 of 4
CITY OF SALINA
AUTHOR~EDPERSONEL
2002 2003 2004
Enqineerinq
Full-Time
Classified Part-Time
Regular Part-Time
Water Treatment
Full-Time
Classified Part-Time
Regular Part-Time
Water Distribution
Full-Time
Classified Part-Time
Regular Part-Time
Wastewater Treatment
Full-Time
Classified Part-Time
Regular Part-Time
Wastewater Collection
Full-Time
Classified Part-Time
Regular Part-Time
Total Department Part- Time
Total Department Ful/- Time
Total Department Employees
TOTAL Full Time
Total All
7
o
o
17
o
o
16
o
o
18
o
o
9
o
o
9
o
o
9
o
o
2005
11
o
o
17
o
o
16
o
o
18
o
o
9
o
o
2006
11
o
o
17
o
o
15
o
o
18
o
o
9
o
o
------------6------------6------------6------------1------------1--
143 146 146 148 147
143 146 146 149 148
484
498
17
o
o
17
o
o
16
o
o
16
o
o
18
o
o
18
o
o
9
o
o
9
o
o
488
504
488
505
Page 4 of 4
491
509
495
510