Annual Report - 2008-
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EXECUTIVE STAFF
2008
DEPARTMENTAL
ANNUAL
REPORTS
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1
ARTS & HUMANITIES
2
BICENTENNIAL CENTER
3
COMPUTER TECHNOLOGY
4
DEVELOPMENT SERVICES
Building Services
Neighborhood Services
Planning
5
FINANCE & ADMINISTRATION
City Clerk
Water Customer Accounting
6
FIRE DEPARTMENT
7
SALINA - SALINE COUNTY
HEALTH DEPARTMENT
8
HUMAN RELATIONS
9
HUMAN RESOURCES
10
MUNICIPAL COURT
11
PARKS & RECREATION
12
POLICE DEPARTMENT
13
PUBLIC WORKS
Engineering
General Services
14
UTILITIES
CITY OF SALINA
BOARDS AND COMMISSION ANNUAL REPORTING FORM
Annual Report of the Year: 2008
BOARD: Arts and Humanities Commission
ACCOMPLISHMENTS: , List three to five accomplishments your board /commission
has achieved.
❖ Salina City Commission passed "The Big Ideas" strategic plan for the Salina
Arts and Humanities Commission on February 29, 2008. The collective
work of City of Salina Commissioners, the City Manager's Office, City
Departments, the _ Arts & Humanities Commissioners and staff, 31
organizations that provide arts, culture and heritage offerings, 177. artists, 1,
117 Salinans who shared their views in public opinion surveying, and 801
who attended community meetings and forums, the plan identifies goals and
strategies for achievement in the cultural growth of our community.
❖ An intricate structure of committees has been put in place to address the
goals and strategies of The Big Ideas. These committees are moving
forward with the work of the strategic plan.
❖ The Salina Arts and Humanities Commission received a grant award from
the National Endowment for the Arts for several installation projects with the
purpose of public art education and enjoyment for Salina Citizens. The
project proposed installations will be made available in the downtown area,
and in neighborhoods, with connections to the Smoky Hill River Festival —
making public art more accessible.
❖ The department coordinated a collective application to the Kansas Arts
Commission to recognize Salina as the Kansas Governor's Arts Award
recipient in the category of "Arts Community." Chamber officials have
received notice that the department is this year's winner, although the award
has yet to be formally announced at this time.
❖ During this school year (08/09), The Salina Arts and Humanities
Commission is collaborating with the Lied Center of Kansas (at the
University of Kansas) to provide training for Kansas artists, by presenting,
three Kennedy Center seminars. Lied.Art.Teach develops new teaching
artists and strengthens the skills of existing teaching artists to assist state
and local schools and arts organizations in providing arts education
opportunities for teachers, school children, and communities of Kansas.
This program works with the Kennedy Center, utilizing its Teaching Artist
Series. This program is underwritten by the Dana Foundation.
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GOALS: List three to five new goals that your board /commission has set.
•3 Continue forward with The Big Ideas Goal 1 Make arts, culture, and
heritage offerings welcoming, affordable, and accessible to all Salinans.
❖ Continue forward with The Big Ideas Goal 2 Make our community a more
beautiful place to live, work, and visit.
❖ Continue forward with The Big Ideas Goal 3 - Use the arts as an engine to
drive economic development, and dowtown & community revitalization
❖ Continue forward with The Big Ideas Goal 4 - Make Salina a model
community for cultural sector coordination, unity, and support.
4- Continue forward with The Big Ideas Goal 5 Guide Salina's cultural
development with enthusiasm, skill, excitement, and vigor.
ATTENDANCE List all -members that have served during the reporting year. Please
enter the number of meetings attended and the number of total meetings. Enter each
member's percentage of. attendance.
Member
Marilyn Benyshek
Kati Blue
Shirley Braxton
Shawn Crawford
Peggy DeBey
Randall Hardy
Alan Jilka
Philip Kerstetter
,Rachel Loersch
Gayle McMillen
Linda Moore- Redding
Ramona Newsom
Cheri Parr
Lynne Ryan
Javon Shackelford
David Stueve
Alejandra Tenorio
John K Vanier II
Ted Zerger
Meetings Attended Percentage
10 of 12
80%
2 of 5
40%
& of 12
67%
7 of 11
64%
11 of 12
92%
11 of 12
92%
5 of 7
71%
1 of "I
100%
12 of 12
100%
10 of 12
80%
11 of 12
92%
5 of 9
56%
10 of 12
80%
4 of 4
100%
4 of 7
57%
3of4
75%
5 of 12
42%
1 of 4
25%
8 of 8
100%
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CITY OF SAUNA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2008
DEPARTMENT: Bicentennial Center
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Full transition of leadership to a new Manager of the Bicentennial Center.
❖ The Operations division of the facility has ,developed methods of long term
and short term planning for efficient use of staff and resources in setting up
of and taking down the events at the facility.
❖ The Food and Beverage division of the facility has continued to improve with
regard to food service and quality. We continue to get excellent ratings in
the follow up of events with clients who utilize this branch of the Bicentennial
Center, regardless of event size.
GOALS: List three to five new goals that your department has set.
❖ In keeping with the 5 -year capital improvement plan for the Bicentennial
Center, develop a RFQ to hire an architect to realize the goal of putting the
staff wish list of capital improvements into a working document and creating
actual drawings and plans for strategic implementation of capital
improvements to the facility.
❖ Develop a new marketing and advertising plan for the Bicentennial Center to
expand the visibility of the facility and make the venue more "top of the
mind" in the community and surrounding areas.
❖ Work with existing organizations to take their events to a new level that
would draw larger crowds and increase the financial base of sales in the
food and beverage areas of the facility.
❖ Increase number of events for all areas of the facility. The City Managers
Office and the staff of the Bicentennial Center have shared with the new
manager the general feeling that more concerts and family style
entertainment is a need that should be explored and implemented. It is the
new Manager's intention to work with the Salina Area Chamber of
Commerce to bring in more conventions to the facility which should increase
revenue in both rental and food and beverage. This should in turn increase
usage of area hotels, restaurants, and increase the profile of the City of
Salina.
❖ Increase profits for the facility in concession stands, catering, and rental of
the Bicentennial Center.
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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.
❖ With the changes that occurred at the Bicentennial Center in management
and staff in 2008, we are looking forward to 2009 being a great year for the
facility. We are experiencing an ever growing list of potential events and are
continuing to solidify contracts with existing clients of the facility in 2009 and
through 2016.
❖ Staffing of the facility. There are some issues with transitions of staffing and
some staff not present due to illness. These matters should be remedied in
the near future.
•A In developing and implementation of the capital improvements for the
facility, care will need to be exercised with the calendar of events to ensure
that an event. that has been coming to the Bicentennial Center, and has
already scheduled return dates for a number of years, is not bumped or
cancelled due to construction or on going work the facility.
PERFORMANCE INDICATORS:
❖ Upon the completion of each event, an evaluation form is submitted to the
group or individual that has rented the facility asking that they rate or grade
their level of satisfaction with the facility. These forms have been used
effectively to determine what areas of the facility need to be improved upon
whether the issue is staffing or physical needs of the facility. We continue to
get excellent responses from our clients and in turn they are scheduling a
return event at the Bicentennial Center.
❖ Profit levels and level of satisfaction by individual patrons to events at the
facility.
❖ Increased attendance to events.
WORKLOAD INDICATORS:
❖ Increased number of events.
❖ Increased revenue
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2008
DEPARTMENT: Computer Technology
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
•:- Replaced 44 mobile data terminals (laptops in Public Safety vehicles)
• :- Replaced email SPAM filtering system with a much more effective system
❖ Implemented email archiving system
❖ Implemented Weblink (open records online for the public)
❖ Installed over fifty desktop PC replacements
GOALS: List three to five new goals that your department has set.
❖ Convert all remaining Access 97 files to Access 2003
❖ Implement Terminal Services (fast remote access to network)
-:- Implement FullCourt system for Municipal Court
Implement redundant SAN at Bicenter (data storage)
❖ Implement computer application testing for job applicant finalists
•:- Replace Domino server /software with a cheaper solution
❖ Implement strong passwords for Windows and Legacy systems
OTHER ITEMS OF INTEREST:
❖ Plan to do a study session on downtown wireless options
PERFORMANCE INDICATORS:
-:- Ended 2008 under budget
❖ Server up time was better than 99%
❖ Network availability time was better than 99%
Blocked over 18 million SPAM emails
•:- Had zero instances of a virus infection spread through our network
WORKLOAD INDICATORS:
❖ Took over 5000 service calls in 2008
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2008
DEPARTMENT: Development Services /Building Services
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ In February, Building Services had our first on -site evaluation by
representatives from the organization from which we are seeking
accreditation. The results of the evaluation were encouraging, with only a
few areas identified as needing further documentation, including the
development of quality management systems to verify the accuracy of plan
reviews and field inspections.
❖ In May, as a public outreach opportunity in association with national Building
Safety Week, we held an Open House on two evenings to host our citizens
giving them an opportunity to meet staff and familiarize themselves with our
offices and function.
• :• Several staff members augmented their professional development by
passing examinations for certification in a variety of fields, including building
contracting.
❖ Once again this year, staff had the opportunity to mutual aid with a
neighboring community by providing disaster assessment services and
building inspection services to the City of Chapman in the aftermath of the
June tornado.
GOALS: List three to five new goals that your department has set.
❖ It is our goal to improve our customer service this year by working with
contractors to provide means for more relief from strict code compliance
❖ It is our goal to complete the accreditation process this year
❖ It is our goal to identify more means of public outreach in order to carry the
message to our citizens regarding the important public safety benefit that we
provide on their behalf.
❖ It is our goal to work with the Building Advisory Board to adopt the current
edition of model construction codes in 2009
PERFORMANCE INDICATORS:
❖ Inspection requests are processed in the order they are received and are
prioritized based on type of inspection and whether or not there is an open
trench involved in the work, or concrete to pour. The goal response time for
open trench inspections is 1 hour, other interim inspections is 4 hours, and
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for above ceiling and final inspections 48 hours. Footing and foundation wall
inspections are typically scheduled for a specific time, so the contractor can
coordinate the pour with the concrete supplier.
Commercial Plan Review: Response goal is 4 days for APR (abridged)
review and 10 days for all other commercial permit reviews. This goal
means that a plan review letter or a permit will be issued by the 4th or 10th
day.
❖ The goal for review of all Residential Building Permits is 2 -3 working days,
with a 24 hour turnaround for egress window permits, above ground
swimming pool permits and some demolition permits. All other residential
permits (including new homes) are usually approved for issuance by the
third working day.
❖ Minimum Housing Code inspections are performed within one hour for all life
and health safety emergency situations (example: sewer backing up into
house or to yard from cleanout). All other minimum housing code
inspections are prioritized based on the process of notification that the
tenant follows prior to requesting an inspection by city staff.
WORKLOAD INDICATORS:
❖ Processed 3,863 requests for inspections. Some inspection requests
require more than one inspector to perform the requested inspection such
as final inspections or are requests for multiple inspections.
❖ Performed 7,523 inspections (256 days worked, averaged 30 per day),
related to issued building permits and permits for separate plumbing,
mechanical, electrical and mobile home work.
❖ Performance with regard to commercial building permit review was not
specifically quantified for Building Services. Building Services is part of the
review "team" and contributes to the success of the performance goals
reflected in Jennifer Rein's Development Review Team report.
❖ Processed 241 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, issuance of a violation
notice to the property owners and possible referral to Municipal Court for
prosecution
❖ Sent letters or made phone calls to approximately 303 permit holders
regarding the status of their building permit. This follow up is performed
whenever a permit remains open for a period of time without contact from
the contractor or property owner.
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2008
DEPARTMENT: Development Services /Neighborhood Services
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Helped maintain the livability of neighborhoods and enhance the general
quality of life in Salina with consistent and fair enforcement of Nuisance and
Zoning codes.
4- Completed updating City Code Chapter 24, Nuisances and Chapter 38
Div. 3 Inoperable Vehicles, along with extensive related work procedures
and forms.
❖ Administered grants to low income homeowners for repairs that extend the
service life of home owner - occupied dwellings and started a house -by-
house survey to evaluate the exterior condition of housing stock in low -to-
moderate income neighborhoods.
Responded to difficult issues facing the working poor and suddenly
homeless by securing homeless prevention grant funds and collaborating
with community partners to connect needs and services.
:• Supported the City's efforts to stimulate community investment through
management of the Neighborhood Revitalization Tax Rebate Program.
GOALS: List three to five new goals that your department has set.
❖ Continue Code revisions needed` to improve licensing and regulation for
recycling trades and land use on industrial -zoned parcels to eliminate blight
and improve the overall physical appearance of the city.
❖ Develop and implement a comprehensive approach to Code Enforcement to
address properties with serious multiple code violations and falling under the
jurisdiction of more than one city department.
❖ Complete current initiative to improve appearance of public spaces
Downtown through changes to City owned trash enclosures and related
usage policies.
❖ Develop and implement a plan to assist citizens in self -help neighborhood
improvement activities through formation of individual neighborhood
associations.
❖ Develop and implement a plan to access housing rehabilitation recaptured
funds" for income- qualified home owner occupied residences, with incentives
to stimulate neighborhood self -help activities.
❖ Prepare and submit applications to Federal /State agencies to request
funding for substantial housing rehabilitation projects.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ Nuisance and Inoperable Vehicle Code changes have allowed the city to
resume removal of inoperable vehicles from private property after a five -year
hiatus. This has led to much quicker resolution for the neighborhood and
avoided Municipal Court action in many cases.
❖ Salina lags behind other communities in outside property maintenance.
Several "best practices" models exist from which to draw examples of a
code worth adopting to prevent the deterioration of Salina neighborhoods.
PERFORMANCE INDICATORS:
❖ Achieved an approximate 87.82% voluntary compliance rate in code
violation cases.
❖ Responded to citizen service requests for code enforcement by site
inspection or preliminary investigation within one business day.
WORKLOAD INDICATORS:
44, 8,421 site inspections were done in 2008, about 24 per day; mainly by one
full -time and one half -time Code Enforcement Officers. Total site
inspections increased by about 10.5% from 2007, due both to more public
requests for service and more staff - initiated cases. A sharp increase in
properties abandoned due to foreclosure has added to the volume of cases.
•3 1,815 violation notices were issued in 2008, a nearly 45% increase over
2007. 214 cases (62 % increase) were referred for correction by contract
labor at a recoverable cost of $42,801 (320% increase); mostly cutting tall
grass and weeds or removing trash. 7 cases were referred to Municipal
Court.
❖ 33 new applications for housing rehabilitation were managed; including
application intake, verifying documents, qualifying income, inspecting
properties, writing bid specifications and monitoring work in progress.
❖ Assisted 15 households with $45,966 in housing rehabilitation grants for
emergency, repairs ranging from sewer repair to furnace replacement under
the City funded program, and another 4 households in cooperation with
OCCK.
❖ Assisted 5 local agencies with homeless prevention funds, helped with
formation and ongoing work of a local Continuum of Care alliance of
agencies to provide services to working poor and homeless
❖ Administered the tax rebate program that made over $142,774 in property
tax rebates on 95 parcels available to City of Salina property owners,
affecting property worth $16.03 million dollars.
❖ Neighborhood Services Division provides payables and payroll services for
3 divisions 21 employees in the Development Services department.
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2008
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
20 outdoor events.
❖ Provided technical assistance and support to the City's planning consultant,
Gould Evans, on their update to the City's Comprehensive Plan.
❖ Provided technical assistance and background information to the Kansas
Division of Water Resources to facilitate the remapping of the 100 year flood
plain in the community. Provided technical assistance to the Public Works
Department on the levee recertification process.
• Drafted revisions to the City's landscaping regulations that incorporated
xeriscaping principals into the regulations. These revisions were adopted by
the Planning Commission and City Commission.
❖ Provided assistance with flood plain development issues, identification and
preparation of off -site easements, preparation of license agreements and
preparation of a PDD ordinance and replat for the city's first TIF project.
❖ Facilitated the comprehensive replatting of Great Plains Manufacturing's
Industrial campus on East North Street which cleared up numerous title and
property line issues.
GOALS: List three to five new goals that your department has set.
❖ Repeal existing carnival, circus and parade permit ordinances and replace
with a new Special Events ordinance.
❖ Finalize new Interlocal Agreement with Saline County dealing with building
code review, subdivision plat review, extraterritorial zoning authority and
future road maintenance.
•:- Work with Gould Evans and County staff to finalize and adopt Transitional
Development standard applicable to the agreed upon Urban Service Area.
❖ Inventory and relocate sensitive Planning archives from the "cage" to the
secure City vault in the basement of the City - County Building.
❖ Continue to work with FEMA and the Kansas Division of Water Resources to
finalize the remapping of the flood plain areas of the community and release
and formal adoption of new digital flood plain maps.
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•5 Research, prepare and adopt amendments to the Zoning Ordinance that are
more accomodating to small wind technology to allow wind turbines on a
smaller (residential) scale.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of
❖ The Planning Commission continued its annual landscaping awards
program in cooperation with the Tree Advisory Board. A listing of award
recipients is available upon request.
❖ Drafts of revised flood plain maps have been delayed due to requests from
FEMA for additional information about the design, construction and
maintenance of the city's flood control levee systems. 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 2008 will
allow the mapping work to move forward.
PERFORMANCE INDICATORS:
❖ All 80 zoning and , land use related _cases were processed by staff with the
timeframes specified in the published board and commission schedules.*
❖ Staff reports were provided to boards and commission for all applications
that were filed.
•3 Initial review comments from Planning staff reviewing building permit
submittals were provided within 10 working days for over 80% of permit
submittals in 2008, an improvement over 2007.
❖ Changes /updates to the Official Zoning Map were made accurately within 10
working days of final approval. All zoning map updates were forwarded to
the GIS supervisor.
❖ All Letters of Map Amendment (LOMAs) and Map Revision (LOMRs) were
entered in the LOMA database, posted on the zoning map and copies
placed in the address files.
❖ Annually, in conformance with state statute, a review of the comprehensive
plan is conducted by the Planning Commission (Done in 2008).
❖ 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 2008). *Does not include deferrals asked for by
applicants or delays due to incomplete applications.
WORKLOAD INDICATORS:
❖ Planning staff processed 80 individual land use applications that went before
the Planning Commission, Board of Zoning Appeals, Heritage Commission
and Downtown Design Review Board or were approved administratively by
staff. There were 71 applications received and processed in 2007. This does
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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 40 commercial
building permits in 2008.
❖ The Planning Division continues to provide a very high level of customer
service in the area of flood plain regulation and flood insurance
requirements. The Planning Division maintains a Letter of Map Amendment
(LOMA) database with over 1,300 properties which is a valuable resource
for realtors, lenders and homeowners. The Division staff assists five to six
property owners a month with individual LOMA applications and serves as a
liaison between property owners and FEMA when questions arise about
flood insurance requirements.
❖ Served as the primary contact point and resource providing information
about Neighborhood Revitalization Tax Rebate prograrn, Property Tax
Abatements, the Enterprise Zone and other economic development
incentives.
❖ Performed annual project monitoring reviews for 10 local property tax
exemptions that were granted for new or expanded industrial facilities.
Assisted two local businesses with preparing tax exemption applications for
facility expansions.
❖ Provided technical assistance to Public Works / Utilities and Building
Services staff on the preparation of utility easements, sidewalk easements,
sewer maintenance agreements, no build easements, right -of -way
dedications, license agreements and out of city water and sewer
agreements as well as alley vacations and break -in -acess petitions.
Page 3
CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2008
DEPARTMENT: Finance and Administration /Finance
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Revised Budget Procedures and Documentation
❖ Reformatted Budget in Brief for Annual Edition of Salina Citizen
❖ Assisted Parks and Recreation Staff with Golf Course operations and rates
review
❖ Revised and formalized the 5 year CIP Process
GOALS: List three to five new goals that your department has set.
❖ Obtain GFOA Financial Reporting Award
❖ Distribute RFP for GASB 45 Actuarial Services
Finalize financial trend monitoring system
❖ Update and Modernize Web department web pages
❖ Finalize Arts and Humanities Financial Organization
❖ Review and standarize interim financial reports for City Commissioners and
City Manager's Office
❖ Monitor Budget Condition
Page 1
CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2008
DEPARTMENT: Finance and Administration /City Clerk
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Implemented Laser fiche WebLink, providing public record access on -line
❖ Updated Contractor Registration System to Class A, B, C, & D Licenses
❖ Review of Cemetery system, upgraded software to permit rriulti -user access
❖ One -half position reduction in force
GOALS: List three to five new goals that your department has set.
❖ Provide Laser fiche Training to City employees
❖ Make Special Assessments information available on City Website
❖ Continue to assist and support Public Works and Development Services in
microfilming and laserfiching building and project plans
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ Developed a concrete permit database for Public Works that allows them to
more efficiently issue and track permits. This also allows -the City to retain
logs according to the records policy
WORKLOAD INDICATORS:
❖ All agendas and minutes have been posted on the website for all citizen
boards
❖ Re- licensed over 400 contractors as class A -D or specialty contractors
❖ We have nearly 100,000 documents in laser fiche
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2008
DEPARTMENT: Finance and Administration/WCA
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Finalized implementation of Voice Response System
❖ Requested and evaluated a proposal for lockbox services from Sunflower
Bank
❖ One position reduction in force, while enhancing our resource availability to
provide further financial analysis.
❖ Scheduled a series of Customer Service Training Seminars
GOALS: List three to five new goals that your department has set.
❖ Implement internet payments system to complement the Voice Response
system
•3 Update information available on the City Website
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2008
DEPARTMENT: Fire
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Developed a "Mission Critical" list of departmental tasks.
❖ Purchased a new Rescue Truck and Inflatable Rescue Boat
❖ Deployed a "Mass Casualty" trailer for medical disasters
❖ Developed the guidance document "Salina Fire Department Operational
Risk Planning"
❖ Reestablished the "Target Hazard" list and program for inspection
GOALS: List three to five new goals that your department has set.
❖ Complete the first phase of department accreditation by CFAI
❖ Evaluate and revise the department's Strategic Plan
❖ Install replacement burn panels in the Training Tower in order to continue
live fire training
❖ Install tone coded or IP addressed fire station alerting
❖ Analyze fire department performance by the creation of fire district profiles,
mapping of incidents, and reviewing response performance.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ With the addition of a Computer Technology Coordinator the department is
making remarkable progress in using Firehouse software and overall
systems management.
❖ The department is exploring the use of Automatic Vehicle Location (AVL) for
the management of the fleet and during emergency response operations.
❖ The fire department is working with a local Architect to redesign and
remodel Fire Station #1. The goal is to add -on and remodel such that the
end product will be serviceable for 20 or more years.
❖ The Salina Fire Department is the host department and central location for
the State of Kansas Urban Search and Rescue Team.
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❖ The Fire Department's Medical Director, Sean Herrington, has closed his
private practice and is now the Director of Emergency Services at Salina
Regional Hospital. This should help immensely in coordination and
operations.
PERFORMANCE INDICATORS:
❖ Average Response Time to Building Fires 4:02 Min
❖ Average Response Time to EMS Calls 3.94 Min
❖ $1,105,600 in Fire Loss
❖ $942,600 in Property Saved
❖ 1.6 Min Average Turn -out Time for EMS Calls
WORKLOAD INDICATORS:
❖ 1,439 Fire Related Emergency Calls
❖ 4,528 EMS / Ambulance Related Calls
4- 5,301 Total Hours of On -Scene Time at Building Fires
❖ 1,180 Building Inspections
4- 891 Training Classes,/ 2,962 Hours of Instruction
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2008
DEPARTMENT: Health
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Completed Saline County sanitary code revision and submitted to Kansas
Department of Health for review and approval.
❖ Continues with strategic planning for entire department
❖ Combined leadership positions as vacancies occurred.
❖ Standardized job descriptions /evaluations
GOALS: List three to five new goals that your department has set.
❖ Be a partner with other Salina organizations in pursuing an EPA CARE
(Community Action for a Renewed Environment) to identify, and act on high
priority environmental health issues.
❖ Develop an annual report for board /city and county commissioners and staff
and general public.
❖ Review and update personnel manual.
❖ Participate in reviewing Salina animal ordinances.
Page 1
CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2008
DEPARTMENT: Human Relations
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ 52% of all cases filed, housing, public accommodations and employment,
were conciliated compared to 50% in 2007. 36% were examined by the
Human Relations Commission and determined No Probable Cause, 27%
were administratively closed or withdrawn by complainant. No cases went to
public hearing.
❖ A social needs survey was completed in an attempt to ascertain what the
major need is in the.. Hispanic community. There was a small number
surveyed but 42 of the 65 surveyed said they spoke little or no English. Of
that 42 who said they did not speak English well, 41 said they would like to
learn English (98 %). If respondents indicated they wanted to learn English,
they were asked why they were not taking classes, 50% said they did not
have anyone to watch their children. Childcare appears to be an issue in
this community of people.
❖ A Festival celebrating National Hispanic Month was held September 14 in
Oakdale Park. The estimated attendance was 1000- 1500. The Comite
Orgullo Hispano de Salina brought in $4,188.00. The festival expense was
$5,600.00. One again, the Committee was successful in garnering
contributions from employers in the City as well as receiving a small grant
from Rotary Club, all of which nearly fully funded the festival.
❖ Reconfiguration of the Human Relations Department offices and
construction of a new office for our new employee, Darrin Stineman. The
department, along with other staff cleaned out an interview storage room
down the hall from the department which will be utilized For badly needed
storage for materials used in outreach projects. The room is also being
used for interviews of complainants and respondents.
❖ Realized $95,122.00 funding from the Department of Housing and Urban
Development for the 2007 -2008 federal fiscal funding year.
GOALS: List three to five new goals that your department has set.
❖ More cooperation between USD #305 and the Human Relations
Commission to enhance diversity education in the schools and to keep the
commission appraised of the yearly Kansas Communities that Care survey
in order to develop better response to the public on race and ethnicity
issues.
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❖ Work with City staff and others toward the goal of attaining more accurate
census numbers during the next census and getting more persons counted
in previously uncounted, underserved neighborhoods.
❖ Continue to develop and extend networking with housing professionals to
work toward more affordable and fair housing in Salina.
ITEMS OF INTEREST: (Optional) List any items that you feel would be beneficial for
the City Commission to be aware of.
❖ Staff and commissioners erected at least four (4) exhibits during the year to
emphasize and educate people about the history of civil and human rights.
Exhibits were for Black History Month, NAACP Banquet, Women's History
and at the Annual NAACP Block Party. The department also responded to a
request from HUD for a Fair Housing exhibit in Wichita during April.
❖ Staff partnered with Catholic Charities in April for Ven a Dar Lata.
Approximately 100 Hispanic youth attended this educational and life skills
training. The Human Relations Specialist once again attended the Back to
School Fair and hosted a Salina Human Relations booth. Many brochures
and student related articles were given out.
❖ Staff was introduced during the year to the performance standards that were
developed with the help of city management. These standards will make
staff more efficient and responsive to the public.
PERFORMANCE INDICATORS:
❖ The Annual HUD Review of the Human Relations Department dated July,
2008, reports that the department is receiving and processing complaints
appropriately and in conformance with our Memorandum of Understanding.
They recommend continued funding of our agency. They requested we
develop procedures for monitoring compliance. We have since completed
procedures and Darrin Stineman is doing some monitoring. He has been
well received.
❖ Twenty -one (21) formal complaints were processed during the 2008 year,
compared to 18 for 2007. 12 complaints were conciliated, 4 were examined
and determined No Probable Cause by the Commission, 2 remain open and
3 were either withdrawn by complainant or administratively closed. The
conciliation rate for housing cases was 52% compared to 46% for 2007.
The employment conciliation rate was 25 %. This compares to 33% last year.
26% of complaints were based on race, 31% on disability, 36% on familial
status and 5% on national origin.
WORKLOAD INDICATORS:
❖ There were 33 requests for interpreter service during 2008, much less than
the 86 during 2007. This reflects the greater number of personnel in city
offices who are bilingual. However, fifteen (15) of those requests were from
County offices this year compared to three (3) requests last year. Several
documents were translated for City departments, including four (4) for Arts
and Humanities and One (1) for General Services.
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❖ Fielded 463 customer service issues, compared to 456 during 2007.
ATTENDANCE: List all members that have served during the reporting year. Please
enter the number of meetings attended and the number of total meetings. Enter each
member's percentage of attendance
Member
Meetings Attended
Percentage
Terri Biester
12
or
12
100%
Tony Blair
11
of
12
90%
Sidney Gray
12
of
12
100%
Jan Mendell
12
of
12
100%
David Norlin
12
of
12
100%
Maribel Panuco
7
of
12
58%
Richard Orton
9
of
12
75%
Chanel Thomas
11
of
12
92%
Courtney Moye
5
of
12
42%
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2008
DEPARTMENT: Human Resources
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Completed core supervisor training sessions
❖ Implemented employee recognition program
❖ Launched customer service /secret shopper initiative
•S Implemented first incentive -based wellness initiative (City Pound Plunge)
❖ Offered new supplemental benefits to employees
GOALS: List three to five new goals that your department has set.
❖ Transition to new online application database
4* Create and administer employee satisfaction survey
•3 Extend employee training - additional supervisor sessions and other groups
❖ Expand incentive -based wellness initiatives
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ Presented customer service /secret shopper initiative initial findings at LKM
conference in Wichita
Established procedure for Veterans Preference, KSA 73- 201(c), and have
shared written procedures, checklists, and other documentation with several
cities yet to develop their Veterans Preference structure
❖ Expanded employee benefits to include voluntary supplemental benefits
(accident, cancer, short-term disability) with no direct cost to City
(administrative expenses /time only)
❖ Changed Work Comp. Third Party Administrator to gain better response and
more data on claims and expenses
❖ Average age of City of Salina Employee at end of 2008 = 43, Average length
of service to City of Salina = 10 years
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PERFORMANCE INDICATORS:
❖ Training - facilitated 15 separate training sessions on three topics totaling
over 35 hours of "classroom" time, resulting in 7 hours of individual training
per supervisor for 105+ supervisors in 2008 (4 regular sessions and
minimum of one make -up session for each training topic)
❖ First incentive -based wellness initiative resulted in weight loss of 663 lbs.
from 47 participants
❖ Workers Compensation - Claim frequency: City of Salina had 14% more
claims than benchmarked comparison, but 49% less in claim severity. (A
trend with the City of Salina has been higher frequency but lower severity,
likely due to the proactive approach of seeking treatment for incidents.)City
of Salina's direct losses are projected at $781,029 less and indirect at
$102,059 less than composite benchmark. ( *Date analyzed for benchmark
was 2007 data as there is a one -year lag.)
❖ Benefits - 461 of 522 (88 %) benefit eligible employees were enrolled in
medical plan, and of those participants enrollment was 72.5% family plan/
27.5% single plan. Flexible Spending Account 221 (42 %) employees
participated; 216 in unreimbursed medical, 19 dependent day care, 16 in
both. Supplemental Policies, new in 2008: 135 employees (26 %) elected
policies, 72 accidents, 70 cancers, and 52 short-term disabilities. Wellness
options: 137 employees (26 %) opted for CHD screening, with 26 having
spouses use the benefit, and 12 covered individuals opted for two
screenings; 58 (11%) elected to pay YMCA membership through payroll
deduction, 338 immunizations /vaccinations were purchased (213 flu shots,
125 other immunizations).
❖ Turnover - 50 individuals left employment in 2008 (9.6 %). Resignation: 26
(52 %); Retirement: 9- (18 %); Resignation Pending Discipline/Termination: 7
(14 %); Relocation: 4 (8 %); Termination 2 (4 %); Death: 1 (2 %); Medical
Resignation.1 (2 %).
❖ Budget reduction support Developed and communicated overtime policy to
align with FLSA standards, developed options for vacation cap policy
(adopted in 2009), assisted in reducing 7.25 full time equivalent positions via
reorganization and attrition.
WORKLOAD INDICATORS:
❖ Hired 45 full -time, 4 part-time, and 263 temporary/seasonal intermittent
employees, totaling 312 new hires processed
❖ Processed 1,721 employment applications
❖ Held 3 evaluation appeal meetings, 2 grievance hearings, 2 disciplinary
appeal meetings, and 1 Disciplinary Advisory Board hearing
❖ Processed 643 performance evaluations
❖ Advertised 57 openings, 8 positions pending, 50 individuals left
employment, 12 promotions, 6 transfers, 7 positions reduced /restructured
resulting in 5.0 FTE reduction
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2008
DEPARTMENT: Municipal Court
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Reduced Police Department overtime by 64.25%
❖ Increase in warrants served (goal was 80 %, achieved 82.13 %)
❖ Full Case software (Prosecutor's Office) - improved case management
❖ Pre -Trial dockets - improved efficiency and organization
GOALS: List three to five new goals that your department has set.
❖ Install and implement Full Court software in clerk's office
❖ Go paperless
Fill second court officer position - enhance court security, ability to do
additional research on wanted defendants and to serve a greater number of
warrants and subpoenas
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ Increase of receipts (7.48% over 2007 - $1,526,237.22 in 2007,
$1,640,343.67 in 2008)
PERFORMANCE INDICATORS:
❖ Warrants and subpoenas served
❖ Revenue collected
❖ Trial docket control
❖ Reduction of paper consumption
WORKLOAD INDICATORS:
❖ Trials that proceed vs being continued
4- Old warrants /cases purged
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2008
DEPARTMENT: Parks and Recreation
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Finalized discussions with Westar Energy to implement a partnership to
replace trees removed from under power lines in street right of ways. The
City of Salina and Westar will each provide $50 toward the purchase of a
height appropriate . tree to be planted in these locations. Increased
communication with property owners should help resolve previous issues
associated with Westar's ROW line clearance program.
❖ Approved contract with Chevron Energy Co. to make improvements in 9 City
buildings to conserve energy and reduce utility bills.
❖ Forestry Division completed third and final phase of the downtown tree
removal /replacement project. 13 trees were removed with replacements to
be planted in the early spring 2009. This will complete the project replacing
many of the large, overgrown trees with smaller, size appropriate trees.
❖ A seven mile comprehensive trail system concept was, completed in 2008.
The trail plan follows the old Smoky Hill River channel from Bill Burke Park
through the city to Lakewood Park.
•:+ City Commission authorized an agreement with Aquatic Design Consultants
to complete concept design for new aquatic facility. Working with P &R staff
with input from citizens, recommended a $12.5 million replacement facility,
which was approved by voters in November along with continuation of
existing quarter cent sales tax.
GOALS: List three to five new goals that your department has set.
❖ Implement changes in City buildings that will conserve our natural resources
and save the City money, i.e.; water, natural gas and electrical
❖ Work with the Chamber of Commerce to implement a promotional program
with local hotels to increase golf rounds at the Municipal Golf Course
❖ Complete a playground safety audit of all City owned playgrounds in order to
establish program insuring all playgrounds meet acceptable safety
standards. This is conjunction with ongoing monthly playground safety
inspections.
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:+ Implement first year of two year plan 'to 'renovate Sunset Park gardens by
installing new wrought iron fence and landscaping with perennial plants and
establishing warm season turf.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
4- Building Maintenance division installed security camera systems in both
Carver and Friendship Centers to monitor activates in the buildings.
❖ 42 incidents of vandalism were reported in city parks and public property.
Centennial Park had 12 incidents and Sunset had 8 cases. Damages
totaled $4,901. In 2007 there were 29 incidents with a cost of $6,649.
Centennial Park was hardest hit with 6 incidents. In 2006 there were 37
incidents with a cost of $15,144.
4- Annual play at the Municipal Golf Course was down 7,136 rounds from
2007. A total of 31,263 rounds were played in 2008. Patron rounds showed
the most significant reduction, 32 %. Weather again was a significant factor
along with a national decline in golf as was the restructuring of the fee plan
for 2008. The new fee structure shifted purchases from the unlimited play
scenario:,to one with a small up front fee and a per round fee. The unlimited
play card was increased significantly reducing the sales to only those who
played the highest number of rounds. This in effect reduced the total
number of rounds, but provided a higher per round revenue and overall an
increase in total golf fee revenue.
USD 305 and the City of Salina partnered on the construction of a new
baseball field at ECRA. This field will be used by Central High School
weekdays during the high school season, from February through May, and
by the City on weekends and other times of the year. The addition of an
adult sized field will help in the total number of fields for the older summer
participants. Total cost of the project was $70,158, with each paying
$35,079. The City's share was funded from the Special Parks Fund.
-:• Voters successfully passed a 1/4 cent sales tax extension and additional
.15% for a new aquatic facility. Parks and Recreation staff spoke to 10
senior living groups and clubs and several civic groups to provide education
on the benefit of the tax.
•:+ Building maintenance crews repainted all of the existing downtown arcades
and also addressed the existing lighting system, replacing the old grills in
the arcade ceilings.
PERFORMANCE INDICATORS:
•:- Respond to building improvement requests within standards set for type of
service request.
The quality of the golfer's experience while participating at the Municipal
Golf Course.
•:- Citizen ratings on the quality of the recreation program they participated in.
Page 2
❖ Percentage of registration transactions received on line as compared to the
total number of registrations.
WORKLOAD INDICATORS:
❖ The Forestry Division planted 49 trees and removed 45 trees in the parks
and public areas. There were also. 22 trees removed on the streets via
contract.
❖ The Ice storm from December 07 resulted in the City contracting for
removals and pruning of street trees city wide. This project was completed in
2008 with FEMA assisting with these two contracts: Hanger removal - 3908
trees trimmed for $127,000 or $32.50 per tree. Tree removal: 149 trees
removed for $34,046 or $228.50 per tree.
•:- Building Maintenance made repairs to 12 City Buildings that were damaged
as a result of a wind storm
❖ Administrative staff booked 1260 shelter reservations and 857
Neighborhood Center reservations in 2008.
❖ Building Maintenance division managed contracts and maintenance for 10
elevators and lifts for 6 departments. Also managed annual bulk paper
goods purchasing for all city departments.
❖ 5039 loads of limbs, brush, and other yard waste were taken in during the
nine (9) free staffed yard waste days and Saturdays from July through
November. This compares to 2647 loads recorded in 2007. The increase
was due to monitoring Saturday traffic and increase in the public's use due.
to the 2007 ice storm. Cost of the program was $54,263 compared to
$25,263 in 2007, due mostly to increased grinding costs.
❖ 1669 faciltiy permits were issued for athletic fields, including practice
sessions and game dates. This compares to 1633 in 2007 and 1359 in
2006.
❖ Interments at the Gypsum Hill Cemetery totaled 117 in 2008, compared to
106 in 2007. Cremation burials constituted 35% of the total in 2008
compared to 24% in 2007. Total interments in 2006 were 92, with 30%
cremations.
❖ A total of 34 baseball /softball tournaments were held at Bill Burke Park and
East Crawford Recreation Area in 2008. A total of 547 teams participated
with 259 (47 %) from Salina and 288 (53 %) from out of town. In 2007, 35
tournaments were held but with only 510 total teams, 236 from Salina and
274 from outside Salina.
❖ Held third annual Water Festival January 2008. The Lakewood Discovery
staff along with Saline County Extension, Saline Co. Conservation District,
Farm Bureau Association, and Rolling Hills Wildlife Adventure Staff held the
event for fourth graders at Kansas Wesleyan. 502 students and 24 teachers
from 10 different schools in Saline County participated.
Parks Division horticultural area staff was responsible for planting 29,387
annual flowers, primarily in Sunset and Oakdale Botanical gardens. This
Page 3
compares to 52,680 flowers planted in 2007 or a 44% decrease. The
flowers were spaced further apart to reduce quantities but retain the
aesthetics. 5,000 of the flowers were planted under contract in Oakdale and
Bicentennial Center to meet planting schedule deadline.
❖ Twelve P &R employees assisted Public Works staff in removing limbs from
public streets due to the December 2007 ice storm from December until mid
April. 5,519 man hours were spent in this task and included personnel from
Parks, Forestry, Downtown, Cemetery, Recreation, and Golf Course
Divisions.
Page 4
CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2008
DEPARTMENT: Police
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Implemented Accident Field Reporting /CAD Mapping 8.0 /Upgraded All
Mobile Computers.
❖ Remodel /Expand 'Communications Center. Construction commenced in
December 2008 and should be completed in January-20 09.
❖ Implemented strategies to reduce overtime without adversely impacting
public and officer safety, resulting in an overtime reduction of 12.4%
(17,037.75 hours v. 19,441.85 hours) when compared to 20,07.
❖ Significantly reduced problems at downtown bars by establishing a two -
officer team assigned to patrol bars during problem hours. With this
additional police presence, we were able to positively impact the incidence
of vandalism, fights and disorderly crowds.
GOALS: List three to five new goals that your department has set.
❖ Provide our citizens with an avenue to report non - emergency, no suspect
reports online, via Coplogic web software. Citizens would complete the
report, rather than sworn officers, reducing officer committed time and
freeing officers for other duties. These reports can then be reviewed and
merged into the department's management system without double entry or
re- keying, freeing Records Bureau personnel for other duties.
❖ In 2008, we applied for a Kansas Wireless Grant and were approved for
$210,132. These funds will be used in 2009 to purchase a new 911 system
and 24 hour recorder, replacing an aging system.
❖ Pursue funding for New World Microsoft Platform (MSP) for CAD, Records
and Jail. In 2009, we will establish a committee (PD, FD, SO and IT) which
would determine MSP feasibility /cost and apply for a wireless grant which, if
approved, would pay for 50 to 60 percent of the total project: cost.
4- Prepare for and successfully complete a comprehensive 5 -day on -site
accreditation inspection, which will lead to the police department's fifth
accreditation award, bestowed by the Commission on Accreditation for Law
Enforcement Agencies, Inc.
Page 1
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ Dispatchers answered 32,706 9 -1 -1 calls, 12,228 of which were generated
by land line, and 20,478 of which were generated by cellular telephones.
❖ 538 motor vehicle operators who were endangering others by driving while
under the influence of alcohol and /or drugs were arrested and removed from
Salina's roadways.
PERFORMANCE INDICATORS:
❖ Part 1 Violent Crime clearance rate
❖ Part 1 Property Crime clearance rate
❖ Number of "sustained" citizen complaints
❖ Award of re- accreditation by the Commission on, Accreditation for Law
Enforcement Agencies, Inc.
WORKLOAD INDICATORS:
❖ Number of calls for service
❖ Number of overtime hours
❖ Number of arrests, felony and misdemeanor
❖ Number and duration of blackout times when no officers are available to
respond to citizen calls for service.
Page 2
CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2008
DEPARTMENT: Public Works /Engineering
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Design /Inspection Teams - Completed over $3,780,000 in construction work
inspected by our Engineering Division. Substantially completed
approximately $3,000,000 in KDOT construction projects and began
construction on six projects that are still active (all projects listed later in
Workload section).
❖ Design Team — Developed new boilerplate language for engineering
consultant contracts. Previously, City /consultant contracts were written by
consultants, often to the advantage of the consultants, and reviewed by the
City. The new boilerplate language allows the City to initially set the terms of
the consultant agreements and will reduce City staff review time.
❖ Stormwater Team — Reviewed infrastructure plans for nine subdivision and
development projects: Hein Avenue, Red Fox Addition, Replat of Bergkamp
Subdivision, Stone Creek Addition, Replat of the Lambent-: Addition, Grand.
Prairie Addition, Quail Meadows Phase V, Timberline, and Georgetown
Villas:
❖ Stormwater Team — Wrote feasibility reports for six improvement projects:
Hein Ave water line, Red Fox Addition, Replat of Bergkamp Subdivision,
Stone Creek Addition, Replat of the ' Lambertz Addition, and Magnolia
Commons.
❖ Stormwater Team — Reviewed and processed fifteen (15) construction
projects in the critical area of the flood control levee.
❖ Stormwater Team Conducted weekly meetings early in 2008 with the
Stormwater Pollution Prevention Plan Ordinance committee. The committee
reviewed the draft stormwater ordinances and the MARC erosion and
sediment control manual (2008).
❖ GIS Team — Published a set of written GIS Standard Operating Procedures
consisting of four sections: Geodatabase Operations, Updating the Mapping
Website, Restarting Map Services and Updating the Parcels Data File.
❖ GIS Team — Implemented a GIS Data Steward program with a goal to assist
one department in the transition to maintaining their own datasets. The
target department for 2008 was Utilities which is uniquely situated to
maintain their data, given the presence of their GIS Technician. This goal
was completed and the Utilities Department is now responsible for all of the
updates to their data with assistance as necessary.
Page 1
❖ GIS Team - Established a Mobile GIS Users Group that meets to discuss
issues particularly relevant to Mobile GIS and tablet computers. The users
group met twice in 2008. The first meeting covered Toughbook functions
and basic ArcPad (mobile GIS software) functions. The second meeting
again covered some mobile computing topics.
❖ GIS Team — Integrated GIS with Laserfiche. GIS staff linked the stored
documents with our property maps allowing any GIS user to click a parcel
on our map and display documents relevant to the property without leaving
GIS.
❖ GIS /Design Teams — Assisted with the Implementation of a fixed route bus
system in partnership with O.C.C.K. Our involvement was extensive with
developing route maps and coordination of public information concerning
bus stop locations. This effort consumed 50% of the GIS manpower for the
final quarter of 2008.
GOALS: List three to five new goals that your department has set.
❖ Administrative Support Team - Work with each Department Divisions to see
that they are investigating each Service Request (Q- Alert), and see that an
answer' is provided to the citizen within three working days from the date of
the request for service.
❖ Design Team — Bid new subdivision street projects with alternates for both
asphalt and concrete.
❖ Design Team — Utilize an A +B (Cost plus Calendar Days) bidding proposal
for street and storm sewer projects.. This allows the Contractor to establish
the completion date for the project and places the responsibility on the
contractor to meet that date.
❖ Design Team — Develop a bridge maintenance program for both vehicular
and pedestrian bridges. This will include consistent general maintenance
practices, a monthly inspection check list, and. completing an annual report
of performed maintenance and observations.
❖ Design /Inspection Teams Update the General. Conditions, Project
Specifications and Standard Details in cooperation with Utilities. Included in
these updates, we will develop checklists, quality control benchmarks and
testing frequencies for City projects to help improve the quality and
consistency of construction work. We will utilize the expertise of the
Infrastructure Advisory Team (IAT) to review and help us update the
specification sections.
❖ Design /Inspection Teams — Develop and implement a concrete certification
program for concrete plants that perform work on City projects.
❖ Design /inspection Teams — Provide all engineers and inspectors with KDOT
Certified Training to eliminate the need to hire full time Construction
Engineering inspectors from outside consultants.
❖ Design /GIS Teams — Develop and activate a Pavement Management
Program by utilizing the CarteGraph software integrated with GIS. This
Page 2
includes purchasing software updates, updating the street condition
inventory, adding new streets to the database, and then developing a three
to six year street maintenance program.
••r GIS Team — Continue the data stewardship program with the target for 2009
being the Planning Department. We'll assist them in ,updating their GIS data
including Zoning, Floodplain and Annexation information.
GIS Team — Restructure and organize electronic data on the GIS server.
The volume of existing data makes management difficult and users have
trouble finding the data they need.
❖ GIS Team — Update and inventory for City traffic signs. "fork with General
Services to create a system that allows General Services to enter /update
sign inventory data directly in our GIS. This will allow users such as Design
techs, DRT members and Public. Safety employees to see current sign
inventories.
❖ GIS Team — Utilize summer Interns to assist staff with field inventories and
data entry. The interns will work full -time collecting and entering data and
focus this summer 2009 on pavement management system traffic sign
inventory updates.
❖ GIS /Stormwater Team — Update and inventory the storm sewer system. We
will work to create a system that allows General Services and City
Inspectors to enter /update inlet and pipe data. directly in our GIS. This will
allow users such as Design techs, DRT members and Public Safety
employees to see current storm sewer inventories.
❖ Stormwater Team — Meet and continue with the Stormwater Pollution
Prevention Plan Ordinance committee to write and adopt a City ordinance(s)
to comply with the National Pollution Discharge Elimination System
(NPDES) Phase. II requirements as mandated by the Clean Water Act.
These ordinances should cover the following items: A.) Illicit discharge
elimination; B.) Construction erosion and sediment control; C.) Post
construction best management practices.
❖ Stormwater Team — Develop and adopt a construction and post- construction
erosion and sediment control Best Management Practices Manual. As a
member of the Clean 12 Consortium, Salina has pooled resources with
member cities to develop a manual that is consistent in scope and content.
❖ Stormwater Team— Develop standard procedures and plan requirements for
levee critical area construction. This will help both Engineering and
Development Services inspect and adhere to strict Corps of Engineers
requirements which help to preserve the integrity of our levee system.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ Levee Recertification Process
■ Review the 1997 Corps of Engineers Reconnaissance Study, conduct
survey field checks to confirm data, write an RFP for engineering service,
and select a firm to perform the recertification process.
Page 3
❖ Establish an Employee Recognition Program
PERFORMANCE INDICATORS:
❖ Design Team — Number of construction contracts completed on schedule
measured against original schedule and contractor bid schedule.
❖ Design Team — Number of construction contracts completed within the
original budget (at the time of the bid) plus 2% to account for change orders.
Design Team — Number of CIP bidders and the number of contract
documents distributed (plan holders listing).
❖ Design /Inspection Teams Number of as -built plans scanned, indexed and
archived.
❖ Design /Inspection Teams — Construction value and number of projects
designed, managed, and inspected in- house.
❖ Inspection Team — Number of items on a final punch list that could have
been solved and /or corrected at the time of construction.
WORKLOAD INDICATORS:
❖ Permits — Processed 216 excavation and street -cut permits, 10 access
permits, and 178 concrete construction' permits. We composed 7 KDHE
permit letters, investigated 10 street light issues, handled 75 sanitary sewer
wye locate requests, processed 15 address change requests /letters, and
addressed all lots in five (5) new subdivisions.
❖ Pavement and Asset Management - Created a 10 year pavement history
map, subdivision history map, and a pavement type map. Updated six
quarter- section maps due to new development plats or infrastructure
projects and processed 12 sanitary sewer as -built drawings.
❖ DRT — Performed 46 of 50 DRT reviews on time. Four reviews were late one
day due to relief /variance from City standards based on existing conditions
causing an economic hardship to comply.
❖ Design /Stormwater — Managed more than $500,000 of design consultant
contracts.
❖ Inspection — The construction management team finalized 16 separate
projects, with another six (6) still under construction as of December 19,
2008. The completed projects include: 1) Aesthetics North Ohio Street; 2)
Bridge Repair -North Ohio Overpass; 3) North Broadway Corridor (KDOT); 4)
Eaglecrest Twin Homes; 5) Quail Meadows Phase 4; 6) Joint / Crack
Sealing; 7) Latex Modified Slurry Seal; 8) Curb and Gutter Rehab; 9) Red
Fox Addition Improvements; 10) ADA Ramps; 11) Asphalt Arterial Major
Maintenance; 12) South 9th White Topping; 13) 2008 Concrete Pavement
Improvements; 14) Arterial Sidewalks; 15) North 2nd St. RR Crossing
Removal; 16) 200812009 Street Markings. The under construction include:
1) South Ohio Corridor; 2) Broadway / Hageman; 3) West Diamond Drive; 4)
Bergkamp Subdivision (PRIVATE); 5) Golden Eagle Estates No. 5
(PRIVATE); 6) Country Oak Estates /Schilling Pedestrian Bridge.
Page 4
CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2008
DEPARTMENT: Public Works /General Services
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Administration - In 2008, Administration staff ensured that Sanitation
customer service orders for 3,900 Initiates, 3,658 Terminates, and 2,107
Special Pick-ups were completed.
❖ Central Garage - Over the past year, Central Garage has tracked its rework
repair rate. With 1,056 vehicle work orders completed in 2008, Central
Garage only had four (4) vehicles requiring some form of rework. Therefore,
Central Garage's first -time repair rate was an impressive 99.6 %.
❖ Flood Control - All levee structures, inlet and outlet channels, and detention
ponds are inspected on a monthly basis, with deficiencies repaired within 48
hours. In 2008, there were 15 total deficiencies found: 11 deficiencies on the
levee system and four (4) deficiencies'; at our detention ponds. Of the 11
deficiencies on the levee system, 10 repairs were completed by City
employees within 48 hours and one (1) repair was completed by an outside
contractor that exceeded 48 hours. Of the four (4) deficiencies on detention
ponds, three (3) repairs were completed by City employees within 48 hours
and one (1) repair was completed by an outside contractor that exceeded 48
hours.
HHW For the second year in a row, the HHW facility increased public
participation in its Reuse Program. In 2008, there were 618 participants.
This is an increase of 58 participants from 2007.
❖ Sanitation Sanitation continues to divert as much yard waste from the
Landfill waste stream as possible. In 2008, Sanitation's yard waste trucks
collected and recycled 2,740 tons of grass and leaves with 132 tons of this
material and tree limb debris collected through our special pick -up service.
❖ Solid Waste - The Landfill facility was utilized as a limb drop off area during
the ice storm of December 2007. A total of 6,992.05 tons of limbs were
disposed of at the facility. In order to divert future tree limb debris from
disposal within the Landfill cell, a tree limb disposal area has been opened
at the facility. The majority of this material will be ground into wood chips for
use at the facility. The Landfill will use this material for cell cover, road
improvement and erosion protection.
Page 1
❖ Streets - The ice storm of December 10, 2007 that hit Salina caused a
considerable amount of tree damage. In the months that followed, Street
crews worked 9,936 hours and hauled a total of 3,628 loads of limbs to
either the Salina Landfill or to the Markley Yard Waste Site. Numerous City
Departments assisted during the limb cleanup. This interdepartmental effort
resulted in the collection, burning, and federal reporting of 15,630 tons of
debris.
❖ Traffic Control - As part of a seven (7) phase intersection upgrade program,
Traffic Control installed the second phase of battery back -ups and LED
lights in 2008. This upgrade allows the intersections to function without
interruption during a power failure. In 2008, Traffic Control completed eight
(8) intersections on arterial streets in Salina.
GOALS: List three to five new goals that your department has set.
❖ Administration - In 2008, the Administration staff provided 75% of all special
pick -up requests for service to Sanitation supervisors by the end of the
workday. In 2009, the goal for Administration staff is to provide 90% of all
special pick -up requests for service to Sanitation supervisors by the end of
the workday.
❖ Central Garage - In 2008, wrench time was 68 %. The goal in 2009 is to
increase it to 75 %.
❖ Flood Control - Of the 288 total levee inspections completed in 2008, 11
deficiencies were found. The 48 -hour repair rate for these deficiencies was
92 %. For 2009, the goal is to complete 100% of all repairs within 48 hours.
❖ HHW In 2008, there were 3,464 customers who brought waste material to
the facility. The goal for 2009 is to increase the HHW's customers by 236 to
3,700 customers.
❖ Sanitation - Sanitation crews will provide 100% service to all Sanitation
customers on their specified day of collection and special pick -up service
within 48 hours from receipt of a special pick -up request.
❖ Solid Waste - The Landfill will remain compliant with all KDHE requirements
for our facility to ensure that we are not cited for non - compliance issues and
that we successfully renew our annual Landfill Permit. The goal is 100%
compliance with all KDHE reporting requirements and submission of the
appropriate regulatory reports.
❖ Streets - Street maintenance crews will complete work on all utility cuts
within three (3) days of receipt to repair and replace the driving surface. In
2008, Street crews only had a 58% completion rate on this goal, primarily
due to the tremendous workload caused by the December, 2007 ice storm.
The goal for 2009 is to increase the 3 -day utility cut completion rate to 75 %.
❖ Traffic Control - Traffic Control responds to all reports of downed or missing
traffic stop and yield signs and inoperative traffic signals. The goal in 2009 is
to reinstall or replace these within one (1) hour of notification.
Page 2
PERFORMANCE INDICATORS:
❖ Administration - In 2008, the General Services Division received 58 Service
Requests (Q- Alerts). Each of these requests was reviewed and addressed
by the appropriate workgroup. Of the 58 Service Requests, 54 citizens
received a response from City staff within three (3) working days. This is a
93% response rate.
❖ Central Garage - The number of times, a vehicle must be returned to the
Central' Garage for problems not repaired on a previous visit is known as
"Rework ". In 2008, Central Garage maintained a first -time repair rate of over
99% with only four (4) instances of repairs requiring rework. Of the four (4)
instances requiring rework, one (1) instance was the result of additional
parts required. Another instance involved improper parts supplied by an
.outside vendor. The two (2) remaining instances were contributable to
difficulties in diagnosis and the length of time required for making
complicated repairs.
❖ Flood Control - The United States Army Corps of Engineers (USACE)
inspects the levee annually. In 2007, our levee received a "Minimally
Acceptable" rating, primarily due to several large areas of tree growth that
have established within 15' of the toe of the Levee and in numerous
drainage channels. As a result of tree removal efforts by both City crews and
by contractors, the 2008 annual USACE inspection resulted in a rating
improvement from "Minimally Acceptable" to "Acceptable ". In 2008, Flood
Control personnel began re- clearing previously cleared areas to prevent
regrowth of trees within 15' of the toe of the levee. Flood Control, Streets,
and the Parks Department have partnered to remove trees along the levee.
So far, City crews have re- cleared new growth in the area along the Dry
Creek river channel, and are now making their way toward the North Pump
Station. The plan is to remove all trees designated as "City responsibility ". In
addition, the Engineering Division is coordinating the tree removal contract
for the 2009 area designated as "contractor responsibility ".
❖ HHW - Increased usage totals at the HHW Facility are an indicator of the
effectiveness of our educational outreach in the community. In 2008, 3,464
product drop -offs were logged, resulting in collection of 88,750 pounds of
material. This is 114 more than the facility's previous high of 3,350 in 2006.
Participation at our Reuse Center also increased in 2008 with a new high for
the facility of 618 customers.
❖ Sanitation - In 2008, our regular Sanitation collection crew averaged 95
stops per hour, including the 45 minute drive time to and from the Landfill. In
2007, this average was 94 stops per hour. Eliminating the drive time to the
Landfill, the averages for both years remained virtually identical with 112
stops per hour in 2008 and 113 stops per hour in 2007. Our optimum
workload is approximately 95.66 stops per hour including trips to and from
the Landfill and 113.66 stops per hour', not including trips to and from the
Landfill. In 2008, Sanitation achieved 99/0 of its optimal performance in both
categories.
Page 3
❖ Solid Waste - In 2008, the City Landfill disposed of approximately 4.98
pounds per person, per day of solid waste. This figure does not include the
nearly 7,000 tons of tree limb debris from the December, 2007 ice storm
received by the facility. In 2007, per person daily disposal rate was 5.00
pounds. As in previous years, this figure only includes trash coming from
Saline County.
❖ Streets - Sweeping streets is a core task of this workgroup. The goal for our
sweeper operators is to sweep every paved street in residential areas
monthly. Additionally, they are to sweep all arterial and downtown streets
weekly. Clean -up efforts from the ice storm in December, 2007 required us
to reprioritize our activities. As a result, our sweepers were unable to sweep
for several months. In 2008, sweeper crews swept 14,806 miles of roadway
at a cost of $59,668.18 or $4.03 per mile. In 2007, the sweeper crews swept
16,700 miles of roadway at a cost of $48,096 or $2.88 per mile. The rising
costs of fuel and maintenance contributed to the increase in the cost -per-
mile amount.
❖ Traffic Control - The City of Salina has approximately 7,500 signs that are
maintained by Traffic Control. Of this amount, we have over 1,000 stop
signs. It is a major responsibility of Traffic Control to reinstall downed stop
signs. Upon notification of a downed stop sign, Traffic Control personnel
respond and install a temporary sign or replace the sign within 45 -90
minutes.
WORKLOAD INDICATORS:
Administration - In 2008, Administration staff compiled and submitted all
information required by the Federal Emergency 'Management Agency
(FEMA) resulting from General Services' tree and limb debris clean -up
efforts for 15,630 tons of material following the December, 2007 ice storm.
This information included employee injuries, accidents, citizen complaints,
overtime, payroll, equipment costs, contracts, material invoices, and
equipment rental. Information from the Finance Department indicated that
the City received about $1.2M in refunds from FEMA.
4- Central Garage - In 2008, Central Garage charged 3,159.6 hours to its
customers. In 2007, Central Garage charged 3,314 hours to its customers.
In 2008, the average cost per repair order was $223.34 with 1.1 Technician
hours per work order compared to $193.15 and 1.1 Technician hours per
work order in 2007., Central Garage performed 904 PM Services in 2008,
which resulted in an average cost of $148.29 per service. In 2007, Central
Garage performed 966 PM Services with an average cost of $126.57 per
service.
❖ Flood Control - One of the major responsibilities of Flood Control is mowing
21 miles of Levee, including all inlet and outlet channels and four (4)
detention ponds. Each year the entire levee is mowed a minimum of two
times. Those sections of levee located inside City limits are mowed on a
monthly basis. Many areas require mowing every other week, including the
Hike and Bike Trail, Huntington Ditch, the Levee by Thomas Park from West
Page 4
Euclid to North Ohio, Burr Oak Ditch, Knox Sandpit Ditch, Schilling Road
Ditch, and four detention ponds, given suitable weather conditions. During
2008, Flood Control employees were able to meet this objective. In addition
to mowing, Flood Control employees are responsible for the maintenance of
24 levee structures and 2 pumping stations. Flood Control employees are
also responsible for emergency stormwater pumping at the detention ponds
and pumping plant facilities. In 2009, Flood Control crews will have an
additional detention pond to maintain, increasing their workload in the area
from four (4) ponds to five (5).
HHW - Community participation with the HHW Facility continues to grow. In
2008, the HHW facility surpassed ,the previous highest number of
participants in its history, which was '3,350 people in 2006. This same
growth may be seen in the number of ',people who took part in the Reuse
Program in 2008. In 2008, the HHW received 88,750 pounds of material; the
second highest in the facility's history. Our highest collection year was 2007
when 96,832 pounds were recorded.', It is believed that the extensive
flooding in our service area and the tornado damage that occurred in Ottawa
County contributed to the large amount recorded in 2007.
Sanitation - One of Sanitation's on -going goals is once a customer requests
a Special Pick -up Service, Sanitation personnel will complete the Special
Pick -up by the end of the following workday. Sanitation completed 2,946
Special Pick -ups in 2008, 674 more Special Pick -ups than in 2007. Of the
2,946 Special Pick -ups completed in 21008, 34 were not completed within
this timeframe. This is largely due to increased emphasis on reducing
overtime hours. Nonetheless, this means that the Sanitation met its goal
99% of the time.
❖ Solid Waste - In 2008, the Landfill dis
with 79,706 tons from Saline County ar
2007, the total tonnage disposed at tt
amount, 80,229 tons came from Salin
came from other counties.
❖ Streets - The ice storm of December,
workload in 2008. As a result, we perfc
than in 2007. The storm also affected
for utility patches. However, with the p
remove and replace asphalt, Streets sc,
vital street repairs. Street crews a
alligator /potholes in asphalt. They used
cracked and potholed areas througho
work taking place on South 9th Street.
which they did not meet the sweet
approximately 13% more material than
)sed of 99,458 tons of solid waste
19,752 tons from other counties. In
Landfill was 100,626 tons. Of that
County residents and 20,397 tons
)07 caused Streets to reprioritize its
med 48% less concrete street repair
he 3-day completion time expected
rchase of the new asphalt zipper to
ted considerable time making these
complished 58% more repair of
21 % more asphalt to repair severely
t the City, with the majority of the
Street crews had four (4) months in
ng goal although crews collected
12007.
❖ Traffic Control - Traffic Control is responsible for various types of lighting
including downtown lanterns, parking lot lights, and some alley lights. They
are also responsible for maintaining the walkway lights on the North Ohio
Overpass.
Page 5
CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2008
DEPARTMENT: Utilities
ACCOMPLISHMENTS: List three to five
achieved.
Established a Performance Measure
Department work center. Specific perfoi
were identified. Data was collected ani
compared to values listed in the 2006 �
(AWWA) Benchmarking Survey. A tot}
measures were identified, and of this t
measures were above or better than the I,
❖ Hired a Utility Engineer with over 30 year
and wastewater collection systems. Th',i
Water Distribution System Model, revi
Specifications and manage the Capital In
❖ City Staff received numerous water qualih
flushing of fire hydrants within the wp
locations to maintain the required chlo ji
quality complaints, a modified disinfec
Distribution System was completed.
maintenance procedure that municipaliti
This effort consists of turning off the am
chlorine feed in order to maintain a
throughout the water distribution system
chlorine is a stronger disinfectant and i
from the interior of the water mains. �
accompanied by hydrant flushing had no
This disinfection process was conducte6
of our nearly 20,000 customers, less tft
with questions or concerns. Of these 100
were dissatisfied with the explanation k
residual tests confirmed the success of tt
❖ As a result of a retirement (WTP
(Pretreatment Coordinator) of key emp
made to meet the City's goal of reducinj
WWTP were placed under a single Opei
by sharing of staff and equipment bei
Plant Supervisor position was convert
position which encompasses Industrial
your department has
lent Program for each Utilities
nance measures along with goals
the results were calculated and
merican Water Works Association
of Seventeen "(17) performance
tal, over 50% of the performance
WWA median value.
of experience in water distribution
Utility Engineer will manage the
v and modify Standard Details/
rovement Program.
y complaints. which resulted in daily.
ter distribution system at several
ne residual. To address the water
Lion process of the entire Water
This is an annual preventative
:s utilize to maintain water quality.
nonia feed and increasing the free
more uniform disinfection level
and Saline County RWD #3. Free
used to remove biological growth
full modified disinfection process
been completed for several years.
during the month of October, and
in 100 customers (0.5 %) called in
customers, less than 10 customers
if the process. Follow up chlorine
e modified disinfection process.
Superintendent) and resignation
:)yees, management changes were
staffing and budget. The WTP and
ations Manager, which reduces cost
veen the work centers. The water
:d to a Water Quality Coordinator
Pretreatment and Water Quality in
Page 1
the potable water system. These two changes allowed the department to
eliminate two positions with minimal effect on the workload of current
employees and no effect on customer service.
❖ Wilson and Company completed the following Water Treatment Plant
studies: Chemical Storage Systems, High Service Pump Station Pressure
Controls and Taste & Odor Control. The studies recommendations and
associated costs are being incorporated into the yearly Capital Improvement
Program as budget allows.
❖ Evaluated the cost effectiveness of installing a supervisory control and data
acquisition ( SCADA) system at the WWTP to reduce staffing. The SCADA
system is funded in the 2009 Capital Improvement Program.
❖ Completed the Water Distribution System Model (computerized hydraulic
model) with Professional Engineering Consultants and City Staff has been
trained on the use of the model.
❖ Completed a Water and Sewer Rate Study that included a major change
from a declining rate structure to an excess use rate structure. This change
was necessary to encourage water conservation in order to meet future
demands with available resources. To further water conservation efforts, an
ordinance was amended to regulate outdoor watering with potable water.
Outdoor watering with potable water is prohibited between the hours of
10:00 am and 6:00 pm between June 1 and September 30.
GOALS: List three to five new goals that your department has set.
❖ Complete super chlorination of two areas in the water distribution system as
recommended in the Water Distribution System - Model by Professional
Engineering Consultants.
4- Complete Water Distribution System Model — Phase II with Professional
Engineering Consultants. Phase II includes development of a prioritized
Capital Improvement Program.
❖ Continue and complete the Raw Water Supply Study. with HDR Engineering
Consultants. A Citizens Advisory Board (CAB) was formed. Three meetings
have been held with the CAB out of six scheduled meetings. One Study
Session with the City Commission has been held out of the three scheduled
Study Sessions. The following memorandums have been produced for
review by the CAB and City Staff:
- Comprehensive Description of Overall Existing System
-Water Rights and Regulatory Review
- Existing Sources of Supply
- Conservation Plan (to include private wells)
-Water Reuse Evaluation
- Alternatives Evaluation (in progress)
The Raw Water Supply Study Report will be complete in March 2009.
Page 2
❖ Enhance and develop the Capital Improvement Program, including a 10
year forecasting of improvements and budgets for: WWTP, WW Pump
Stations and Sanitary Sewer Collection System; WTP, Well Field and Water
Distribution System.
❖ Complete the Manhole and Wastewater Pump Station Wetwell
Rehabilitation Project utilizing the Utility Engineer and City Staff as identified
in the Capital Improvement Program.
❖ Select an engineering consultant to complete the design of the Wastewater
Pump Station's Upgrade and Force' Main's Replacement Project as
identified in the Capital Improvement Program.
❖ Work with the Engineering Division to update the City's Standard Details/
Specifications.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ In 2008, the Wastewater Treatment PI 'ant treated 1.5 billion gallons (1.75
billion gallons in 2007) of wastewater. The City's National Pollutant
Discharge Elimination System Permit (administered by EPA and KDHE)
requires a minimum of 85% removal for Biochemical Oxygen Demand and
Total Suspended Solids. The Plant, continues to exceed regulatory
requirements by removing 98.4% (1' „633 tons) of Biological Oxygen
Demand, 97.7% (1,686 tons) of Total Suspended Solids and 98.9% (1,050
tons) of Ammonia. A total of 1050 tons of Biosolids were produced and
applied to area farmland for beneficial use.
❖ In 2008, the Water Treatment Plant treated 2.2 billion gallons (2.3 billion
gallons in 2007) of raw water from the Smoky Hill River and the Downtown
Well Field. The Plant continues to exceed all EPA and KDHE water quality
standards.
2008 Water Treatment Plant Chemical use:
1,950 tons of Lime
1,543 tons of Soda Ash
500 tons of Alum
441 tons of CO2
1.8 tons of Ammonia
84 tons of Chlorine
13.5 tons of Sodium Hexametaphosphate
12.5 tons of Sodium Fluorosilicate
1,760 gallons of Polymer
5,250 gallons of Blended Polyphosphate
❖ Operated the South Well Field (5 wells with 3 operational). These wells
require pumping every 5 years to maintain water rights and are considered
an emergency water supply.
Page 3
PERFORMANCE INDICATORS:
❖ Water Distribution System water loss quantifies the percentage of treated
water that fails to reach the customer and cannot otherwise be accounted
for through metered usage. In 2008, the water loss was 12.5 %. This is
below or less than the AWWA median value in the 2006 Benchmarking
Survey which was 8.9% water loss. A water loss of 10 -15% is considered
acceptable by the AWWA. The water loss is higher than previous years,
due to water, quality issues which required additional fire hydrant flushing to
maintain the required chlorine residual.,
❖ Wastewater Collection System Integrity provides a measure of the condition
of the wastewater collection system by expressing the number of stoppages
per 100 miles (224 miles) of collection system piping. 'In 2008, the measure
was 4 stoppages per 100 miles. This is above or better than the AWWA
median value listed in the 2006 Benchmarking `Survey which was 5.1
stoppages per 100 miles.
❖ Water Distribution System Integrity provides a measure of the condition of
the water distribution system by expressing the number of emergency water
main breaks per 100 miles (322 miles) of water distribution system piping.
In 2008, the measure was 20.3 emergency water main breaks per 100
miles. This is above or better than the AWWA median value listed in the
2006 Benchmarking Survey which was 35.9 emergency water main breaks
per 100 miles.
❖ Customer Accounts (19,865) per Employee. for the Water System includes
WTP, Water Distribution, %2 Utilities Administration and '/ Water Customer
Accounting, for a total of 41 employees. In 2008, the measure was 485
accounts per employee. This is above or better than the AWWA median
value listed in the 2006 Benchmarking Survey which was 382 accounts per
employee.
❖ Customer Accounts (19,865) per Employee for the Wastewater System
includes WWTP, Wastewater Collection, '/ Utilities Administration and '/2
Water Customer Accounting, for a total of 36 employees. In 2008, the
measure was 551 accounts per employee. This is above or better than the
AWWA median value listed in the 2006 Benchmarking Survey which was
454 accounts per employee.
❖ Million Gallons Water Delivered per Day (6 mgd) per Employee includes
WTP, Water Distribution, '/ Utilities Administration and % Water Customer
Accounting for a total of 41 employees. In 2008, the measure was 0.15 mgd
per employee. This is below or less than the median value listed in the 2006
Benchmarking Survey which was 0.19 mgd per employee.
❖ Million Gallons Wastewater Processed per Day (4.1 mgd) per Employee
includes WWTP, Wastewater Collection, '/2 Utilities Administration and '/2
Water Customer Accounting for a total of 36 employees. In 2008, the
measure was 0.11 mgd per employee. This is below or less than the median
value listed in the 2006 Benchmarking Surrey which was 0.16 mgd per
employee.
Page 4
WORKLOAD INDICATORS:
❖ The overtime costs for the Utilities Department was $155,565 in 2008.
- Administration $2,655 (3 emp / $885 each)
-Water Distribution $34,745 (16 emp / $2,171 each)
-Water Treatment Plant $49,260 6 emp / $3,078 each)
-WW Treatment Plant $51,825 (',16 emp / $3,239 each)
-WW Collection $17,080
The WTP and WWTP overtime costs
at each plant due to 24/7 operation.
❖ The Wastewater Collection System
mains, 4,695 manholes and 59 was
were 318 wastewater pump station
alarms per station, per year.
emp / $1,897 each)
increased approximately $25,000
)n fists of 224 miles of sanitary sewer
e water pump stations. In 2008, there
al. rms which would average over 5
❖ In 2008, the Wastewater Collection Ci
miles of the 224 miles of the sanitary se
locating and correcting problems within
system. A total of 154 sanitary sewer sty
9 were actual stoppages in the City m<
Performance Indicators, the 2008 resutl
above or better than the AWWA medi;
miles. The total number of sanitary sew
253 / 42 in 2006, 272 / 49 in 2005 and
actual stoppages is the direct result of
cleaning the sanitary sewer mains. TI
reduced number of insurance claims an(
❖ The Water Distribution System consist;
valves and 2,394 fire hydrants. In 20C
distribution system, a total of 571 (14 %)
to ensure operational reliability). All fii
June to ensure their operational reliabilit
water distribution system. In 2008, ther
vehicle accidents requiring repair or repl
hydrants were replaced with modern tra
for repair instead of replacement when s
❖ In 2008, the Water Distribution Crew coi
the 322 miles of water mains that requi
water system pressure control operatio
plant, the number of emergency water r
total of 65 emergency water main I
distribution system. As indicated in bul
the 2008 results of 20.3 emergency wE
above or better than the AWWA medi
main breaks per 100 miles. City Staff e
equipment and labor) to repair a typic,
2008, there were 65 ($227,500) en
($238,000) in 2007, 88 ($308,000) in 20
($528,500) in 2004. This results it
emergency water main break repair cost
ew TV inspected and cleaned 7.5
nrer mains. This .is a valuable tool in
the aging sanitary, sewer collection
ippage complaints were logged and
ins. As indicated in bullet 2 under
3 of 4 stoppages per 100 miles are
in value of 5.1 stoppages per 100
:r stoppages was: 256 / 22 in 2007,
434 / 53 in 2004. The reduction in
continued efforts in inspecting and
is continued effort results in both
costs to the citizens / customers.
of 322 miles of water main, 4,201
B, of the 4,201 valves in the water
were exercised (opened and closed
e hydrants are flushed annually in
r and to improve water quality in the
were 17 fire hydrants damaged in
icement. In addition, 22 existing fire
Tic break away models which allow
ruck by a vehicle.
tinued to track and identify areas of
'e high maintenance. As a result of
ial changes at they water treatment
lain breaks continues to decline. A
reaks were logged in the water
et 3 under Performance Indicators,
ter main breaks per 100 miles are
in value of 35.9 emergency water
stimates it costs $3,500 (materials,
,I emergency water main break. In
ergency water main breaks: 68
)6, 132 ($462,000) in 2005 and 151
a $301,000 (57 %) reduction in
> between 2004 and 2008.
Page 5