Annual Report - 2013 2013
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ANNUAL REPORTS
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EXECUTIVE STAFF
2013 1 ARTS & HUMANITIES
DEPARTMENTAL
ANNUAL 2 COMPUTER TECHNOLOGY
REPORTS
DEVELOPMENT SERVICES
3 Building Services
Neighborhood Services
Planning
Table of Contents FINANCE & ADMINISTRATION
4 Finance
Water Customer Accounting
5 FIRE
6 HUMAN RELATIONS
7 HUMAN RESOURCES
8 PARKS & RECREATION
9 POLICE
10 PUBLIC WORKS
11 UTILITIES
CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2013
DEPARTMENT: Arts & Humanities
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ The Arts Infusion Program (arts education) made presentations and
distributed the Arts Education resource guide to 100 new teachers in
USD305. Improvements in program visibility have been strengthened by
postings on the teacher portion of the District website. Superintendent
William Hall said, "...the Arts Infusion program conveys to our students the
message that the arts are a valuable component for lifelong learning. This
partnership between Salina USD305 and Salina Arts & Humanities is an
excellent example of the rich resources and far-reaching support for
education in our community."
❖ The Smoky Hill Museum hosted another successful year of First Thursday
presentations, with excellent attendance and engaging programs. In
addition, two private Opening Receptions and outreach events helped
introduce the Museum to new audiences.
❖ Community Art and Design public awareness programs were provided to
public schools, social clubs, and the Iccal media, in an effort to increase
understanding and appreciation for how t and design positively impact the
community.
•3 Despite being rained out on Saturday night, the Smoky Hill River Festival
had another successful year. The event generated revenue in excess of the
budget and made significant improvements to Artyopolis, the children's
activity area.
❖ Media coverage and public opinion for the department's sponsored events
and activities was very positive throughout the year. The department's
programs and services were featured in print or electronic media during
each week of 2013.
GOALS: List three to five new goals that your department has set.
❖ Implement or improve on five Big Ideas Goals identified by the Arts
Commission, and begin background work on three additional goals to be
adopted in 2015.
❖ Complete a successful fundraising campaign for the new children's hands-
on activity area for the Smoky Hill Museum.
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:• River Festival goals include increasing button sale revenue by 5%,
continued revitalization of the children's area, increasing art-show sales
through the Art Patron Program, and building on regional marketing efforts
started in 2012. Museum staff plans for continued growth in sponsorships,
program underwriting, and membership growth, as part of Friends of the
Museum annual goals.
❖ Help coordinate a successful Arts and Healing roundtable, to serve as a
valuable resource to connect artists, agencies, and the public to local or
national arts and healing programs.
❖ Initiate a broad-based, public awareness campaign for the endowment
program of the Smoky Hill Museum, Salina Arts & Humanities and Smoky
Hill River Festival.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
•3 The Arts Infusion Program received a $2,000 grant from Target, a $2,000
grant from the Greater Salina Community Foundation for a residency and
$11,682 from the L.P. "Pat" Mullen Fund to help with "Arty" programming.
The total amount of grant and foundation funding received in 2013 exceeded
$38,000.
❖ Growth in website and social-media 'reach' continued throughout the year.
The agency maintains four active Facebook pages--for the River Festival,
Community Art and Design, the Museum, and SA&H overall. Downloadable
documents and files from the site were accessed more than 500 times
during the year. The staff also used social media to promote Art a la Carte,
museum talks, and other special programs throughout the year.
❖ A new sound garden was permanently installed in Oakdale Park just before
Festival with funds from the Earl Bane Foundation, friends and family of
Janice Pankratz, local AMBUCS clubs, and Salina Parks & Recreation. The
10 instruments have been very popular with local children and families.
❖ The Department continued in its advocacy for local cultural-arts providers to
civic clubs, the KU Medical School, and the physician recruiting program of
Salina Regional Health Center. Information about Salina Arts & Humanities
programs also was shared with citizens of Great Bend and Lawrence, as
these communites explore expanding cultural arts administration for their
towns.
❖ Numerous interns from Kansas Wesleyan University, Salina South High and
Bethany College provided assistance to A&H and Museum staff in research,
publication, and marketing design, saving thousands of dollars.
❖ During 2013, more than 100 community volunteers of all ages worked 1,631
hours to assist Museum staff and the public during special events and
programs. The total 'investment impact' of this volunteer pool was $32,600.
❖ Attendance for the fall Downtown Street Fair was 6,229 (7,872), as cold
weather somewhat reduced attendance. In addition, Street Fair income was
$8,234 ($7,635), reflecting an eight percent increase from 2012.
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❖ The Salina Journal has approved a monthly guest-editorial series to focus
on the role of the arts in the lives of citizens. Topics in late 2013 included the
value of design in Salina's streets, stores, parks, and buildings, and also
about how the arts help with physical and psychological healing.
PERFORMANCE INDICATORS:
❖ Overall participation and inquiries for Arts Infusion programs and services
increased in 2013. Active support from USD305 resulted in a 60% increase
in requests for services. Online sign-up for teachers and collaboration with
USD305 has helped increase participation over the last two years. Special
education classrooms are also included in some programs for the 2013-14
school year.
Seven Big Ideas cultural-plan goals were identified and implemented in
2013. These include: raising awareness of programs and activities in local
media; helping improve downtown programming; raising awareness of
community art and design initiatives; providing training to SA&H committees
and boards; and a significant increase in the use of social media to connect
with new audiences and program participants. Work on these and other
goals will continue, as five new goals have been identified by staff and Arts
Commissioners to initiate in 2014. The staff also will begin background work
on three additional goals for 2015.
❖ Salina Arts & Humanities finished under budget for 2013. This performance
is due in part to the successful utilization of in-kind sponsors for general
goods and services, media and marketing, hotelier lodging, and food for
agency committees or meetings. For example, $16,335 in hotel lodging was
fully covered by River Festival sponsorships, that was used by SAH and the
Museum during the Festival and throughout the year.
❖ Display and exhibit support for the Smoky Hill Museum, working in
partnership with the Friends of the Museum Board, enjoyed another
successful year by securing case sponsorships and program underwriting.
The exact dollars earned from these projects will be made available in
conjunction with the Capital Campaign for the new hands-on children's area.
❖ The Museum has completed photographic documentation of approximately
40% of the 28,000 artifacts in its collection. During 2013, more than 2,300
images of artifacts were added to the Museum's digital archive. 80% of the
historic photograph collection has been digitized to date.
WORKLOAD INDICATORS:
❖ Arts Education initiatives (2012-2013 School Year) included 52 artists
providing experiences and training to 16,997 (13,692) children and 2,310
(1,626) teachers. (These numbers may include the same children or
teachers receiving different programs or involvement and are through July of
2012.) As of this writing, 4,788 (8,331) students have participated in the fall
2013 semester.
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Sales of Festival admission buttons outside Salina grew from 172 in 2012 to
334 in 2013. Employee button sales decreased by 360 buttons. The number
of Festival Family First buttons underwritten by local businesses for families
in need grew by more than 200, from 610 to 835. Overall Festival gate count
was 62,308 (70,918), with 20,845 buttons sold (21,942). Overall button
sales were $208,448 ($220,656) Festival income exceeded expenses by
more than $22,000 in 2013 (+$26,674). The overall economic impact of the
Festival remains strong, with more than $1 million in on-site sales and a
significant economic impact throughout the community. (2012 numbers in
parenthesis).
❖ Cultural Connections calendar activity in 2013 included 50 e-mail blasts with
an average weekly distribution of 2,215 for a total 110,750 messages,
representing less than a 1% increase from 2012. On average, 14% are
opened weekly and approximately 650 persons annually clicked through to
also visit other cultural websites for more information. Throughout 2013,
more than 1,600 quarterly Seasonal Guides to the Cultural Arts were
delivered to area cultural organizations and local businesses. 2,000 First
Thursday event fliers were distributed to participating agencies in 2013.
4• Smoky Hill Museum activity includes the following: Total visitors reached
58,447 (57,352). This Increase is due in part to concerted efforts to connect
with the public through social networking, plus a change in Facebook
analytics. (2012 numbers in parenthesis).
❖ 1,370 (1,860) children and 2,074 (1,793) adults involved in special tours and
programs.
❖ 144 (180) public inquires.
❖ 29,215 Facebook impressions occurred in 2013—a 1.5% increase from
2012.
❖ 11,061 people attended nine special events.
6,893 (7,476 web) hits.
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2013
DEPARTMENT: Computer Technology
ACCOMPLISHMENTS: List three to five accomplishments your department has achieved.
❖ Upgraded main city Internet line speed to 150/20 Mbps.
❖ Installed over 20 Virtual Desktop solutions, most with iPad as a second device.
❖ Installed 50+ new desktops/laptops.
❖ Upgraded 60+ users from Office 2003 to Office 2007.
Continued to convert physical servers to virtual servers.
❖ Installed new main core switch.
❖ Continued to remove printers as they break and move to copiers for printing.
❖ Installed a BLOXX internet filter to replace older BlueCoat filter.
❖ Ordered, configured and installed new Public Safety laptops for Police Department.
❖ Started the planning and implementation of switching Public Safety from 3G to 4G.
❖ Installed VPN tunnels at the Cemetery, Kenwood Cove and Golf Course.
❖ Switched anti-virus vendor from Symantec to Sophos.
❖ Implemented iPad solutions at Parks & Recreation and in Engineering.
❖ Worked with HR to change payroll from twice monthly to biweekly.
❖ Installed a new Nimble Storage Area Network.
❖ Implemented wireless connectivity at Kenwood cove and Art & Humanities/Museum.
❖ Worked with PD on implementing digiTICKET (electronic ticketing).
❖ Installed a new wireless connection from Water Distribution to Wastewater.
•3 Performed a major operating system upgrade to our i5 (AS/400) server.
GOALS: List three to five new goals that your department has set.
❖ Select and start planning for a new Finance/Payroll System.
❖ Install new Disaster Recover SAN's at the Bicentennial Center (City & Public Safety).
•3 Replace old switches in the datacenter and PD with new switches.
❖ Get all devices still using XP to W7 and all Office 2003 users to Office 2007.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be beneficial for the
City Commission to be aware of.
PERFORMANCE INDICATORS:
❖ Ended 2012 under budget.
❖ Server up-time was better than 99%.
❖ Network availability was better than 99%.
❖ Had zero instances of a virus infection that spread throughout our network.
WORKLOAD INDICATORS:
•3 Took over 5,000 service calls in 2013.
❖ Installed 50+ new desktops/laptops.
❖ Upgraded 60+ users from Office 2003 to Office 2007.
❖ Virtualized eight more servers.
CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2013
DEPARTMENT: Development Services
ACCOMPLISHMENTS:
Building Services
❖ Presented four classes for a total of 11 hours of continuing education for
licensed contractors and skilled tradesman.
❖ Prepared, trained and implemented the building module in the GovPartner
software program.
❖ Adopted Appendix F of the International Residential Code, requiring radon
mitigation code requirements for newly constructed one and two family
dwellings.
Neighborhood Services
❖ Adopted the Property Maintenance Code. (Chapter 31, Salina Municipal
Code).
❖ Cross trained employees in property maintenance code issues.
Planning & Zoning
❖ Held 40 Planning Commission, Board of Zoning Appeals, Heritage
Commission, and Downtown Review Board meetings in 2013.
❖ Performed research, reviewed plans and prepared reports on plans
submitted by Kansas Wesleyan University proposing major renovations of
their sports facilities.
❖ Planning staff prepared and produced a more accurate and user friendly
parcel based Future Land Use Map. This substitute map was adopted by the
City Commission for official use and is accessible on the city's website.
❖ Planning staff helped prepare and present an overview of the Salina
Comprehensive Plan at a joint Planning Commission/City Commission study
session held in November.
❖ Coordinated the application, review, and inspection process for seven
seasonal Consumer Fireworks Stands.
❖ Planning staff reviewed a proposal to erect a monopole tower on City owned
property north of the Kenwood Cove Aquatic Center to serve as a cellular
antenna support. A Special Permit was ultimately approved by the City
Commission along with approval of a land lease with Nex-Tech Wireless to
allow construction of a 150 ft. tower.
GOALS:
Continue to sponsor/present continuing education classes for general
contractors and craftsmen.
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❖ Continue to work with Cartegraph/GovPartner to enhance and best use the
features of the software; implement planning and zoning, public portal and
citizen request modules.
❖ Finalize new Inter-local Agreements with Saline County dealing with building
code review, subdivision plat review, extraterritorial zoning authority and
future road maintenance, and adopt Transitional Development standards
applicable to the agreed upon Urban Service Area.
❖ Continue to work with the Kansas Division of Water Resources and FEMA
and the AMEC consulting group to finalize and adopt "accurate" updated
maps of flood plain areas within the community.
❖ Finalize content and create a new zoning district classification and two (2)
new overlay districts as part of the Comprehensive Plan implementation for
Urban Residential, Neighborhood Center and Community Center Overlay
Districts.
❖ Complete Mobile Home Park licensing, inspection and rehabilitation plan.
❖ Implement Housing Program upon completion of Housing Study.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ Initiated the Home Owner Assistance Program for housing rehabilitation.
❖ Assisted in completion of the Community-Wide Spring Spruce Up Day and
Fall Fix Up Day.
❖ The Planning Commission continued its annual landscaping awards
program in cooperation with the Tree Advisory Board. A listing of 2013
award recipients is available upon request.
❖ Only one new residential subdivision was proposed in 2013 - the proposed
Ryan Addition at the southeast corner of Schilling Road and South Ohio
Street. The Planning Commission approved a preliminary plat containing 79
residential lots; however the City Commission elected not to annex the 27
acre parcel into the City. A replat in Block 8 of the Quail Meadows Estates
Addition did convert a C-1 zoned area into fourteen (14) residential building
lots; the only new residential lots created in 2013 which is an indication of
the continued slowdown in residential development activity in the city.
4• No new property was annexed into the city in 2013; the third consecutive
year the city has not expanded.
PERFORMANCE INDICATORS:
❖ 94% performance goal for inspection response time; one-hour for open
trench inspections, four-hour rough framing, electrical, mechanical and
plumbing inspections and 48-hour above ceiling and final inspections.
❖ Completed 100% four-day residential plan review and 94% ten-day plan
review processes.
•S Staff reports were provided to Planning boards and the Planning
Commission for all 59 applications that were filed and referred to boards in
2013. This is an outcome/effectiveness indicator. It is a method for
examining how well the Planning division is meeting the public purpose it is
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intended to fulfill. There is an expectation by serving board and commission
members, and the public, that the Planning staff has thoroughly reviewed an
application prior to the scheduled public hearing. Preparation of staff reports
fulfills this purpose and expectation.
❖ All Letters of Map Amendment (LOMAs) and Map Revision (LOMRs) were
entered in the LOMA database, posted on the zoning map and copies
placed in the address files. There were 19 additional LOMAs issued by
FEMA in 2013 based on the current flood plain map. All LOMAs were
entered in the database and forwarded to GIS Supervisor within 10 working
days of receipt of the letters from FEMA.
Annually, in conformance with state statute, a review of the comprehensive
plan and Capital Improvement Program is to be conducted by the Planning
Commission. (Done in 2013 )
❖ Annually, in conformance with City policy, a monitoring review of all projects
which have been granted a local property tax exemption is to be performed.
A summary is provided to the City Manager, Finance Director, City Clerk
and County Appraiser. (Done in 2013 )
WORKLOAD INDICATORS:
❖ Issued 514 building permits for construction related activity, 1,440 building
permits for limited service/repair skilled trades work and performed 5,421
inspections/tasks related to those issued permits.
❖ Received/created 2,830 new code complaints (citizen and staff generated)
and performed 7,299 inspections (includes follow up phone calls and in-
office meetings with citizens) related to those complaints.
❖ Prepared/mailed 1,859 formal notices of violation to property owners related
to property maintenance code violations.
❖ Performed grant administration activities for the Emergency Shelter Grant
and the HOME rehabilitation grant.
❖ Planning staff processed 59 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 60 such applications processed in 2012.
❖ Planning staff performed 185 plan reviews for commercial and residential
building permit applications.
❖ Planning staff served as the primary point of contact providing information
and processing of eight Neighborhood Revitalization Tax Rebate
applications, and three Property Tax Abatement applications.
❖ Planning staff reviewed, approved and/or issued 194 other types of zoning
permits for items or activities such as special events, temporary uses, home
occupations, wireless communications facilities, salvage yards, trash
haulers, development fill permits, lots splits, and floodplain base flood
elevation determinations.
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2013
DEPARTMENT: Finance and Administration/Finance
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Department has been relatively aggressive in implementation of Continuous
Process Improvement Program.
❖ Retained Telephony consultant.
❖ Completed audit of telephone charges; City-County cost reduction of about
$20,000 per year.
❖ There were 1217 licenses that expired at the end of 2013. Of those, 289
renewals were processed. However, there were nearly 827 licenses issued
through the City Clerk's Office for 2013.
❖ In 2013, 46 special event permits were processed.
GOALS: List three to five new goals that your department has set.
❖ Complete building telephone evaluation
❖ Complete management software evaluation; purchase and begin installation
❖ Complete departmental re-organization
❖ Complete redo of departmental web pages
❖ Review and update credit card and cash receipting systems
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ The City Clerk's Office is responsible for updating many different areas of
the City's website. Not only do we update our department's page, we also
post items for the City Manager's Office and City Commission sections, city
news releases and notices, bid requests, bid tabulations, citizen boards
openings, agendas, and minutes, and the calendar of events. Along with
the website, our office also updates the Community Access channel for the
entire organization. It is not unusual for these updates to occur daily.
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PERFORMANCE INDICATORS:
❖ All City Commission packets and agendas have been posted to the website
on the Thursday prior to the meeting.
❖ Audit completed timely.
❖ Budget completed timely.
❖ All agenda and minutes for our citizen boards and commissions have been
posted to the website.
WORKLOAD INDICATORS:
❖ There were nearly 827 license applications processed and issued during
2013.
❖ There have been 55 cemetery marker permits issued and 35 ownership
certificates issued.
❖ Receipted $72,126,643.89 in funds in the City Clerk's Office (5,599
receipts). Many receipts have multiple entries on them; at times there are
30+ on one receipt.
❖ In-house codification of ordinances (Code Book) was done 17 times in 2013.
❖ There are over 1.4 million images in the Laserfiche system.
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2013
DEPARTMENT: Finance and Administration/WCA
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ All meter readings are electronically read.
❖ Audit of meter replacement project are in final stages.
❖ Meter service has been transitioned to Water Distribution.
❖ Dillon's drop sites have been discontinued.
GOALS: List three to five new goals that your department has set.
❖ Develop processes of AMR systems.
❖ Update IVR system.
❖ Update C2G online systems.
❖ Credit card processing analysis.
❖ Update WCA website.
PERFORMANCE INDICATORS:
❖ Total number of meter re-reads: 4,907
❖ IVR processed 23,145 payments; received and processed 113,808 calls;
and made 14,405 outbound calls.
❖ Click2Gov processed 22,108 payments.
❖ Staff prepared and issued 10 payment plans for customers.
❖ Sent out 12,632 e-notifications and processed 9,428 payment extensions.
Estimated 331 bills.
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WORKLOAD INDICATORS:
❖ Total number of billings: 236,649
❖ Final notices sent: 41,610
❖ Issued 75 leak adjustments in the amount of$17,909
❖ Services Orders processed
• Initiates: 5,218
• Terminates: 5,170
• Non-Pay: 4,860
• Non-Pay ons: 4.260
• Other Service Orders: 6,021
❖ Cash Receipts Processing:
• Mail: $8,872,617 44%
• Counter: $2,299,112 11%
• Drop: $2,142,482 11%
• Remotes: $ 505,507 3%
• C2G $1,808,149 9%
• IVR: $1,767,114 9%
• Bank Draft: $2,679,418 13%
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2013
DEPARTMENT: Fire
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Completed the demolition and reconstruction of the administrative offices.
❖ Deployed six new AED on non-ambulance emergency response equipment.
❖ Maintained compliance with the 'Standards of Cover' for the community.
❖ Deployed the 'Centre Learn' learning management system.
❖ Redesigned the pay plan structure for fire department paramedics.
GOALS: List three to five new goals that your department has set.
❖ Purchase a new fire engine in-line with the CIP Program.
❖ Finish Phase I and II of the Station 1 remodel and begin Phase III.
❖ Move the 12 lead defibrillators from a CIP item into line item funding by
using lease/purchase.
❖ Maintain compliance with the 'Standards of Cover.'
❖ Maintain fire department accreditation by submitting the Annual Compliance
Report to the Commission on Fire Accreditation International.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ The reconstruction of Fire Station #1 needs to move forward with the
addition of two new apparatus bays before Rescue #1 can be moved back
to Station #1.
❖ The fire administration continues to send fire department paramedics to
Critical Care training and certification.
❖ The fire department will be launching the part-time paramedic transfer
service in early 2014.
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PERFORMANCE INDICATORS:
❖ Emergency response to fire calls 5:56 minutes for 90% of all calls — Time of
911 call to wheels stop at scene. Standards of Cover Goal: <6 minutes.
❖ Emergency response to EMS calls averaged 5.36 minutes for 90% of all
calls — Time of 911 call to wheels stop at scene. Standards of Cover Goal:
<6 minutes.
❖ Fire loss was held to 0.87% or $692,000 dollars on property totaling
$79,000,000.
❖ The department responded to 46 reported building fires - eight of those were
confined to the area or room of origin.
❖ When notiified of an emergency transfer to another hospital, the ambulance
arrived at the hospital ready to execute the transfer within 12 minutes, on
average.
WORKLOAD INDICATORS:
❖ Calls for fires services: 2,460 for 2013.
❖ Calls for EMS service increased by 6% to 6034 for 2013.
❖ There were 2085 fire inspections conducted identifying 2020 violations.
❖ 277 medical transfers executed.
❖ 1,274 hours of training instruction was provided to department members
through 636 classes.
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2013
DEPARTMENT: Human Relations
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Wrote and received community partnership grant of$56,692.75.
❖ Completed CPI paperwork and completed first CPI review.
❖ Downsized department by two staff.
❖ Hosted the Fair Housing Seminar.
GOALS: List three to five new goals that your department has set.
❖ Maintain the department.
❖ Increase number of cases.
❖ Continue to write and receive funding to help maintain department.
Improve community outreach via hiring of a Community Outreach Specialist.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ Wrote outline for internal mediation program and worked on one (1)
mediation.
PERFORMANCE INDICATORS:
100% of intakes accomplished in one-three days.
❖ 90% of housing cases completed in 90 days or less.
❖ 0% of employment cases completed in 90 days. (We had one employment
case that took 116 days. Attorneys became involved.)
WORKLOAD INDICATORS:
Assisted 987 customers through information and referral.
❖ Staff provided 41 trainings with 420 people attending. (Total for all trainings)
❖ Staff attended and participated in 136 community meetings and or seminars.
❖ Staff completed translations for other departments 41 times.
❖ Staff spent 194.75 hours in internal meetings, 98 hours in community
meetings, 23 hours in ADA meetings and 34 in other meetings.
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2013
DEPARTMENT: Human Resources
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Payroll: Implemented 26-pay-period-payroll calendar to standardize pay
periods.
❖ Wellness: Expanded wellness program to include online tracking system
and first year of wellness rebate incentives.
❖ Mediation Program: Developed framework and launched program with first
mediation sessions occurring in 2013, using trained Human Relations staff
as mediators.
❖ Evaluations: Condensed evaluation forms for use in 2014 for savings in time
and resources.
❖ Human Resource/Financial Management Software: Developed plan with
Finance and Computer Technology for new software selection in 2014.
GOALS: List three to five new goals that your department has set.
❖ Evaluations: Develop new evaluation forms that better assess technical and
essential function competencies.
❖ Human Resource/Financial Management Software: Finalize selection and
begin implementation in coordination with Finance and Computer
Technology.
❖ Succession Planning: Finalize succession planning approach for City of
Salina departments.
❖ Training: Develop and implement core supervisory training curriculum and
materials.
❖ CPI: Implement a minimum of eight improvements to Human Resources
processes.
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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.
❖ Animal Shelter Transition: Worked with City Manager's Office and Parks and
Recreation Department to prepare for on-boarding of the Animal Shelter
employees and function to the City of Salina.
❖ Police Chief: Worked in coordination with City Manager's Office to complete
successful recruitment process for new Chief of Police.
❖ Paramedic Structure: Worked in coordination with Fire Department to
develop and implement new Firefighter/Paramedic compensation structure
to improve recruitment and retention.
PERFORMANCE INDICATORS:
❖ Wellness: At the wellness fair, 327 of 925 eligible (35.35%) completed all
three assessments offered (health risk assessments, body fat/blood
pressure/body mass index assessments, and blood composition screenings
including glucose, cholesterol, triglycerides, etc.). All eligible individuals
include City of Salina employees and all covered subgroups/spouses on the
health plan. The anonymous group data categorized participants as 35%
low risk; 50% moderate risk; 14% high risk for potential serious health
issues. Wellness participation was 35.6% in the first quarter dropping to
15% for the next quarters.
❖ Benefits: 438 of 468 (93.6%) benefit eligible employees were enrolled in
medical plan, and of those participants the breakdown was 73.5% enrolled
in family plan, 25% in single plan, and 1.5% covered by spouse electing
family plan (both husband/wife employed by City). Flexible Spending
account — 177 (37.8%) employees participated; 175 (37.4%) in
unreimbursed medical, 11 (2.4%) in dependent day care, 9 (1.9%) in both
unreimbursed medical and dependent day care. Total elections for the
programs - $305,062 for unreimbursed medical and $45,588 for dependent
day care, resulting in tax savings up to $26,825 in Social Security and
Medical (7.65%) for the City. Supplemental Policies: 125 employees (26.7%)
elected policies — 62 accident, 71 cancer, and 53 short-term disability.
Wellness options: 57 employees (12.2%) opted for CHD screening at
Comcare, with 10 having spouses use the benefit, and five covered
individuals opted for two screenings; 324 immunizations/vaccinations were
purchased (297 flu shots, 27 other immunizations).
❖ Turnover: 42 classified employees left the City of Salina's employment in
2013. City of Salina turnover rate for 2013 was 8.77%, a marginal decrease
of 0.69% from 9.46% in 2012. Turnover not including retirements was
6.47%, a marginal decrease of 0.17% from 6.64% in 2012. Breakdown of
turnover causes and percentage related — Retirements: 11 (26.19%);
Voluntary Resignation: 25 (59.5%); Resignation Pending Serious
Discipline/Termination: 3 (7.14%); Termination: 3 (7.14%)
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WORKLOAD INDICATORS:
❖ Hired 33 full-time, 1 part-time and 279 temporary/seasonal/intermittent
employees.
❖ Processed 2,449 employment applications from 1,738 applicants. This was
a 10.66% increase in total applications from 2012, when we received 2,213
applications from 1,588 applicants. This was also a 9.45% increase in
individual applicants over 2012 of 1,588 different applicants.
❖ Printed and distributed 993 W-2 forms (printed in 2013 for 2012 earnings).
❖ Scheduled zero disciplinary appeal hearings; scheduled four personnel
hearings of which three were facilitated.
❖ Processed 428 classified performance evaluations. Average merit increase
was 2.2%. Coordinated and facilitated two evaluation appeal hearings.
❖ Advertised 23 different classified jobs; processed 10 promotions, eight
transfers, 22 reclassifications/title changes, and two interim appointments.
❖ Proctored 89 assessments for dispatcher candidates; proctored various
clerical assessments for 17 clerical/administrative candidates.
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2013
DEPARTMENT: Parks and Recreation
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Implemented the Facility Dude work order system and recorded 588 pieces
of equipment in the preventative maintenance program.
❖ Replaced city sidewalk and parking lot entrances at the Carver Center.
❖ Golf Course increased Memberships from 206 in 2012 to 298 in 2013.
❖ Golf Course membership retention in primary categories was 94.57%.
❖ Golf Course Cost Recovery 102%.
❖ Developed a QR code system located in Parks and Recreation facilities that
is linked to survey monkey to gather public feedback.
❖ Installed new musical playground in Oakdale Park.
❖ Kenwood Cove Aquatic Park Cost Recovery 111%.
❖ Recreation completed 15 projects as part of the Continuous Process
Improvement initiative.
❖ Hosted over 480 teams in tournaments in 2013.
❖ Signed up over 1,000 new users in Rec Zone.
GOALS: List three to five new goals that your department has set.
❖ Continue implementation of the work order system, identifying and recording
more equipment for preventative maintenance.
❖ Building Maintenance: Identify and complete at least 12 Continuous Process
Improvement projects.
❖ Reduce fuel consumption by 10% in department vehicles.
❖ Increase overall park evaluation score from 83% to 85% (general
appearance, litter, restrooms, shelter houses, turf condition, landscaping,
amenities and weed control).
❖ Develop an Adopt-A-Park program.
❖ Parks/Recreation - Identify and complete at least 20 Continuous Process
Improvement projects that produce labor or cost savings.
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❖ Decrease number of worker's compensation accidents and associated
claims.
❖ Maintain cost recovery ratio of 110% or greater at Kenwood Cove Aquatic
Park.
❖ Increase Salina Municipal Golf Course cost recovery ratio to 112% or above.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ Installed new concrete floor and tables in Kenwood #2 shelter house.
❖ Constructed new shelter house in Centennial Park.
❖ Replaced outfield fence at Dean Evans Stadium.
❖ Installed new concrete sidewalks in Oakdale Park formal area.
❖ Replaced the paper filter to sand at Jerry Ivey water playground saving
money and labor costs.
PERFORMANCE INDICATORS:
❖ Building Maintenance received 1,537 work order requests and completed
1,486.
❖ Operating expenditures per acre of park land maintained in the Parks
division is $2,491. The 2013 national median cost per acre is $7,357.
❖ Acres managed per full time Parks division employee is 22.7. The national
median is 8.7 FTE/Acre for comparable sized cities.
❖ Overall evaluation score of 4.7 (5 point scale) for Recreation division.
❖ Total cost recovery ratio of 70% for the Recreation division.
WORKLOAD INDICATORS:
❖ One electrician to respond to 344 work order requests from all departments.
❖ Four custodians to clean 116,203 square feet (11 facilities).
❖ 395 participants in the First Tee Summer Youth Program.
❖ 246 participants in the Sunflower Golf Trail.
❖ 3,125 participants in the First Tee Outreach Programs which includes
National School Golf Program.
❖ 35,926 rounds of golf at Salina Muni in 2013.
❖ One full time equivalent park staff per 22.7 park acres.
❖ 75,276 visitors to Kenwood Cove Aquatic Park.
❖ 24,042 volunteer coaching hours performed.
172 youth sports teams.
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•S 254 adult sports teams.
❖ 140 Therapeutic Recreation programs.
❖ 15 trips/tours conducted.
❖ 368 youth tournament teams.
❖ 116 adult tournament teams.
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2013
DEPARTMENT: Police
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Actively involved in Continuous Process Improvement. We have completed
over 20 projects with a potential savings to the city of over$67,000.
❖ Develop a Crash Investigation and Crime Investigation Mapping Team to
respond to major traffic crashes and crime scenes.
❖ Conducted multi-agency week-long Active Shooter training at local grade
school. Very beneficial in training received and our relationships with our
fellow Public Safety departments.
❖ Kansas Bureau of Investigations re-certified our agency to send criminal
statistics and incident reports via a digital format.
❖ Received our sixth Law Enforcement Accreditation Award from the
Commission on Accreditation of Law Enforcement Agencies. (CALEA) SPD
also received a Meritorious Award for being accredited for 15 or more
continuous years.
GOALS: List three to five new goals that your department has set.
❖ Department-wide integration of Continuous Process Improvement Program.
❖ Develop patrol vehicle replacement plan.
❖ Improve recruitment/hiring process in effort to reach higher staffing levels.
❖ Submit proposal for increase in Shift Differential and Education incentive.
❖ Range Assessment.
❖ Develop and Propose an Alarm Management Ordinance.
OTHER ITEMS OF INTEREST: (Optional) List any items that you feel would be
beneficial for the City Commission to be aware of.
❖ Deployed 16 AXON Flex officer video cameras. These have assisted in the
resolution of citizen complaints and aided in the prosecution of criminal
cases.
❖ Installation and utilization of E-Citations.
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❖ Completed transition from VCR in-car video to DVD system in all patrol
vehicles.
❖ Drug Task Force long term investigation uncovering a large conspiracy
involving the distribution of 14 pounds of methamphetamine in Salina and
surrounding areas. As a result, eight individuals were federally indicted for
conspiracy to distribute methamphetamine.
PERFORMANCE INDICATORS:
❖ Received 18 citizen complaints with three of these being sustained. In
2012, there were 23 citizen complaints, also with three being sustained.
❖ Alarm responses continue to increase with 2,459 in 2013 when compared to
2,215 in 2012. This represents a 10% increase. This is disconcerting as
nationwide, over 95% of these alarms are false in nature. We continue to
respond to alarm system notifications that end up being a false alarm. These
calls for response drain time, money and resources for unnecessary
purposes.
❖ 2013 Yearly Crime report and comparison to 2012 document is attached.
WORKLOAD INDICATORS:
Received 26,148 calls for service. This represents a 3% decrease from
2012.
❖ Officer generated 21,004 on-view activities. This is an 8% decrease from
2012.
❖ "No Patrol Units Available" for a call for service occurred 932 times. This
represents a 12% increase from 2012. This is partially due to the acute
staffing shortages we incurred in 2013.
❖ 14,372 overtime hours were expended. These overtime hours were almost
identical to 2012.
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2013
DEPARTMENT: Public Works / Public Works Facility
ACCOMPLISHMENTS: List three to five accomplishments your department has
achieved.
❖ Central Garage staff saved $35,755 using Continuous Process Improvement
through two projects, including the reduction from full time to part time of the
Account Clerk and a new method to rebuild ejector walls in packer trucks.
❖ Central Garage staff increased the amount of preventive maintenance they
performed by 50% due to performing 470 additional preventive maintenance
services for a total of 1,402 services at an average cost of $141.37 per
service (932 in 2012 at $251.87 per service).
❖ Central Garage and Parks and Forestry staff began a pilot program of two
electric vehicles. In the first year, the City spent $2,165 for repairs and
electric (in lieu of fuel) for both electric pick-up trucks compared to $2,699
for repairs and fuel for a gas-powered pick-up truck used in the comparison.
❖ Engineering staff provided full-time inspection on 11 Engineering
administrated projects: 1) East Magnolia Road Improvements, 2) Pheasant
Ridge Addition No. 2 Infrastructure Improvements, 3) Downtown Lighting
Improvements (2013/2014), 4) 2013 Microsurfacing, 5) 2013 Mill & Inlay, 6)
2013 ADA Ramps, 7) Salina Municipal Golf Course Sanitary Sewer Line, 8)
Alley Drainage Improvements, 9) 2013 Street Markings, 10) 2013 Crack and
Joint Sealing, and 11) 2013 Concrete Rehabilitation.
❖ Engineering staff provided full inspection services for four non-Engineering
administrated projects: 1) Quail Meadows Estates Phase 5, 2) Magnolia
Hills Estates Phase IV, 3) Downtown Well Field Improvements, 4) and W.
North Street Water Distribution Improvements.
❖ Engineering staff provided part-time inspection services for three additional
non-Engineering administrated projects: 1) Sanitary Sewer Improvements,
2)Water Main Replacements, and 3)Water Meter Replacements.
❖ Engineering staff reviewed and updated traffic signal vehicular and
pedestrian timings for all signals in the City of Salina. This work was
necessary to meet MUTCD target compliance dates established by Federal
Highway Administration.
❖ Engineering GIS staff assisted the Deputy City Manager as he led a City
Commission review of our Special Assessments Policy. Staff helped
retrieve, import and map thousands of individual data points concerning
past, current and future special assessments. Vacant properties and existing
building permits were also mapped to present a visual picture for
Commissioners as they considered policy changes. Additionally, GIS staff
produced a web page with associated tools to aggregate property values in
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a selected area or subdivision. The page is in use and can be accessed
here: http://sgl2kl2/Api)raisedValues/.
❖ Flood Control and Streets staff repaired two large scours in the channel
crossing Centennial Road and at the intersection of Centennial Road and
Crawford Street.
❖ HHW staff hosted 324 customers at its 5th annual a-waste collection event,
in which participants dropped off 36,400 pounds of electronic waste with 310
CRT TVs and monitors collected at this event (363 customers, 53,140
pounds, and 465 CRT TVs and monitors in 2012).
❖ Landfill and Engineering staff received approval from the Kansas
Department of Health and Environment for the City of Salina's Landfill
Master Plan extending the life of the facility.
❖ Sanitation, with the help of a consultant, completed a Community-Wide
Recycling Feasibility Study and presented the information to the City
Commission with a decision to be made at a later date.
❖ Sanitation and Streets crews collectively diverted 2,387 tons of yard waste
(Sanitation 95% and Streets 5%) for composting (1,248 tons in 2012).
❖ Streets crews removed debris and replaced pavement at 217 utility patches
(241 in 2012). Additionally, crews repaired 3,345 linear feet of curb and
gutter (4,094 linear feet in 2012).
❖ Traffic Control staff, in conjunction with the City Electrician, completed the
inspection of 63 of 163 locations or 39% of all signal lights, decorative lights,
pedestrian crosswalks, breaker boxes and other electrical components.
❖ Traffic Control staff installed signal battery back-up systems at 12 locations,
which completes 60 out of 63 signalized intersections with this capability.
GOALS: List three to five new goals that your department has set.
❖ In conjunction with our engineering consultant and contractor, complete the
construction of a 9.5-acre cell with leachate containment pond. Landfill staff
intends to excavate 80% of the dirt from the cell internally prior to the
contractor starting construction to save the City time and money.
❖ Complete a Lean Design Team top-to-bottom review of all Landfill
operations to identify and eliminate waste, improve efficiency, and save the
City money using Continuous Process Improvement while remaining in full
compliance with all KDHE regulations.
❖ Present an update with options for a possible community-wide Recycling
Program Feasibility Study including input from the Solid Waste Management
Committee, recommendations and the potential challenges with program
implementation to the City Commissioners at a study session.
❖ Complete at least four Continuous Process Improvement projects per work
group (one per quarter).
❖ Implement Cartegraph's Operations Management System for employees to
include iPad, Desktop and Web based access. The system will allow users
to enter and share information, attach work orders to assets such as street
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segments and track time and material costs. In addition, management will
have instant access to track data relevant through an individually
customizable dashboard application.
❖ Coordinate with AMEC to complete the levee certification project and the
report to the City Commission.
❖ Maintain a wrench time repair rate of 78% or higher (increased from 75% in
2013).
Repair two locations in the City's flood control channel (one near the Peony
Patch in Dry Creek and the other at the base of the Mill Dam in the Old
Smoky Hill River channel).
❖ Repair the elevated concrete platform and grouting that support the motors
and gearboxes for the sluice gates located adjacent to the Mill Dam in the
Old Smoky Hill River channel.
❖ Increase customer participation and total incoming material to the HHW
(82,790 pounds in 2013).
❖ Complete all traffic control electrical system inspections at 163 locations
within the City.
Install GPS systems in Sanitation packer trucks to provide comprehensive,
real-time fleet management and route optimization, which includes historical
start-up and shutdown data, idling status, location, speed and more.
❖ Repair 100% of all utility patches within three days of notification.
❖ Sweep all downtown streets twice monthly and all other streets within the
City at least once monthly.
❖ Complete installation of the final three traffic signal battery back-up systems
(out of 63 total signalized intersections) within the City.
❖ Install a radar vehicle detection system, in lieu of traffic cameras, at the
intersection of Magnolia Road and 1-135.
❖ Continue yearly inspections with available personnel working to develop
more efficient project and inspection documentation procedures using
mobile technology.
❖ Upgrade our External Server to ArcGIS 10.2 versions and install a RDBMS
(relational database management system) in order to take advantage of
increased functionality in ArcGIS Server and ArcGIS Online.
❖ Develop a user friendly browser based traffic accident data retrieval system.
The previous system was rendered obsolete when the Salina Police
Department upgraded their software. Staff will leverage the capabilities of
the new system which should allow us to retrieve accident reports
individually or in bulk, filtered by location, date, time or type.
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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.
❖ Central Garage staff continued to maintain ASE certification for all three of
its mechanics as Master Technicians.
❖ Central Garage staff salvaged parts and helped the Finance Department
auction vehicles and equipment removed from the City fleet, totaling
$31,659.06 of additional revenue.
❖ Engineering staff entered 10 years of historical pavement project data into
the Cartegraph pavement condition database. Cartegraph data was used to
identify projects for future maintenance and reconstruction and to estimate
related construction costs. Cartegraph is used to track street complaints
which have been submitted by citizens and the Streets and Engineering
work groups.
❖ Engineering staff installed Salina's first signal interconnect for 4.4 miles of
Ninth Street from Riffel Drive to Elm Street. The interconnect currently
operates from 11:00 a.m. to 7:00 p.m. and has cut the average travel time in
the southbound direction of travel from around 16 to 13 minutes and in the
northbound-direction from 13 to 11 Y2 minutes. As a result, Salina drivers
may save as much as 500 hours of travel time per day.
❖ Engineering staff procured $77,625 of funding in 2014 from KDOT for the
installation of a signal interconnect on Ohio Street from Pacific Avenue to
Magnolia Road.
❖ Engineering GIS staff continued to support the Salina Fire Departments
Performance Analysis program by retrieving fire and EMS call data and
formatting it according to the type of call and whether or not the responders
met the time constraint requirements. Each year, Fire Captains and
Lieutenants refine the interface and create additional tools to display
demographic data to assist in their analysis.
❖ Engineering GIS staff upgraded the internal GIS Server and moved all of our
GIS data, geodatabases and Cartegraph to the new server. Public Works
and CT staff were in the process of testing a new server configuration when
the existing 2005 server experienced an unrecoverable catastrophic failure.
❖ Engineering staff became qualified to inspect the City of Salina's bridges.
KDOT requires that each of Salina's 22 vehicular bridges greater than 20' in
length be inspected every two years, which until 2013 required the hiring of
a consultant. Engineering will work on qualifying a second staff member to
help inspect the City's own bridges.
❖ Engineering staff worked with Johnson Controls and Lochner to finalize
plans and begin construction on the outdated downtown lighting system.
•3 Public Works staff, in conjunction with the Solid Waste Management
Committee, updated the Saline County Solid Waste Management Plan as
part of its annual review.
❖ Streets crews completed the 1St phase of a 2-phase asphalt repair project at
Eastborough Road from Country Club Road to the City limits.
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4:• Streets crews replaced the valley gutter and approximately 200 feet of
concrete panels beginning at the intersection of Iron Avenue and Channel
Road.
❖ Streets crews modified an old Sanitation packer truck that had been taken
out of service (Unit #565) to serve as one of the City's leaf collection
vehicles. The cost of modification was $266.60 compared to the estimated
purchase price of $29,500 for equipment with similar capability.
PERFORMANCE INDICATORS:
:• Central Garage staff achieved a wrench time rate of 84% by directly
repairing vehicles in 3,935.6 hours of the 4,657.9 total available hours
(3,908.5 hours of 4,928.2 available hours or 79% in 2012).
❖ Central Garage staff completed 2,864 repair orders internally or 89% of the
workload (3,218 total repair orders) at 76% of its total annual repair costs.
Central Garage outsourced the remaining 11% or 354 repair orders at 24%
of its total annual repair costs.
❖ Engineering staff completed 6 of 10 projects on or before the contract
completion date (9 of 10 in 2012).
❖ Engineering staff completed 10 of 10 projects within original budget (8 of 9
in 2012).
❖ Engineering staff received 3 or more bids on 6 of 10 projects (7 of 12 in
2012).
❖ Flood Control staff inspected monthly and repaired on time 100% of its levee
structures, pump stations, channels, and detention ponds. Staff found 11
deficiencies during its monthly inspections and repaired all of them within 30
days.
❖ Landfill staff disposed of approximately 4.93 pounds of solid waste, per
person, per day (4.83 pounds in 2012), with a 2012 state average of 4.22
pounds. This figure only includes trash originating in Saline County.
❖ Sanitation crews averaged 95.15 stops per hour, including the 45-minute
drive time to and from the Landfill and 109.73 stops per hour, not including
drive time (96.58 and 112 stops per hour in 2012).
❖ Streets staff completed 94% of its weekly sweeping for arterial and collector
streets. Due to inclement weather, staff completed 83% of the monthly
sweeping on residential streets in January and 25% in December.
❖ Traffic Control staff responded to all 17 notifications for traffic signal issues
within 45 minutes (29 in 2012). Of these, 4 were due to automobile
accidents and 13 were due to electrical or mechanical failures (8 and 21
respectively in 2012).
WORKLOAD INDICATORS:
❖ Central Garage charged 3,941.6 hours to its customers (3,909.4 in 2012)
with an average cost of $239.82 per repair ($232.45 in 2012) and 1.4 hours
of repair time per work order (same repair time in 2012).
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❖ Engineering staff resolved 19 of 29 (3 of which were held over from 2012)
sidewalk repair complaints (38 of 42 in 2012).
❖ Engineering staff processed 215 street-cut and excavation permits (233 in
2012); 152 concrete permits (181 in 2012); and five groundwater monitoring
well access permits (1 in 2012). Staff also handled 112 sanitary sewer wye
locate requests (98 in 2012); seven address change requests (10 in 2012);
and provided all addresses in one new subdivision (five in 2012).
❖ Engineering staff performed 33 Design Review Team plan reviews which
generated plan review letters (48 in 2012). Engineering staff met the
established plan review deadline 100% of the time. In addition, Engineering
staff completed three subdivision feasibility reports (three in 2012) and three
subdivision infrastructure plan reviews (2 in 2012) for Quail Meadows
Estates Addition No. 2, Quail Meadow Estates Addition No. 3 and Magnolia
Hills Estates Phase 4. Engineering staff reviewed and processed 17 flood
control levee construction permits (17 in 2012) and 32 home building
permits for activities within 1,000 feet of the levee centerline.
❖ Engineering staff helped resolve 21 traffic safety issues through the Traffic
Safety Team (14 in 2012).
•S Engineering staff issued 36 land disturbance permits (40 in 2012), resolved
nine erosion control (44 in 2012) and 11 illicit discharge complaints in 2013
(19 in 2012). This was the third full year of this program.
Flood Control staff conducted 288 inspections, mowed the levee three
times, and worked 48 man hours to remove three truckloads of unwanted
vegetation (288 inspections, three mowings, 334 man hours and 21
truckloads in 2012).
❖ Flood Control staff trapped 87 gophers along the City's levee system in
accordance with U.S. Army Corps of Engineers regulations (162 in 2012).
❖ HHW staff processed 3,461 customers (3,705 in 2012) with 82,790 pounds
of material (91,461 in 2012).
•3 HHW staff assisted 683 customers at its reuse facility (703 in 2012).
❖ Landfill staff spent 1,036 hours or the equivalent of one employee working
129.5 days on litter collection. (1,327 hours or 166 days in 2012). Court
Services workers spent an additional 303 hours collecting litter at the facility.
❖ Landfill staff processed 105,006 tons of solid waste with 73,722 tons from
Saline County and 31,284 tons from other counties (103,959 tons total with
74,647 and 29,312 tons respectively in 2012).
❖ Landfill staff received 6,047 yard waste customers (5,383 residential
customers, 389 commercial customers, and 275 customers from other City
Departments) who dropped off an estimated 3,844 tons of limb debris. The
site also provided customers 47 loads of wood chips and 76 loads of
firewood.
❖ Sanitation crews provided refuse collection to 14,869 customers (88%
market share) on their specified day of collection and special pick-up service
within 48 hours from receipt of a request (14,710 in 2012).
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❖ Sanitation crews collected 14,947.16 tons of refuse (15,459.98 tons in
2012). These crews provided same-day collection for each scheduled day
for the past six years.
❖ Streets staff placed 843.32 tons of asphalt (763.73 tons in 2012), 127.5 tons
of cold mix (142.0 tons in 2012), 1,392 yards of concrete (1,646.75 tons in
2012), and 1,059.25 yards of flowable fill (1,306.67 yards in 2012) to repair
the City's streets. Additionally, staff repaired 15 inlets (27 inlets in 2012) and
cleaned 2,324 inlets (3,014 inlets in 2012).
4- Streets sweepers traveled 10,088 miles during the year and disposed of
1,533.86 tons of debris (12,816 miles and 1,362 tons in 2012).
:• Traffic Control staff inspected and maintained all 63 traffic signal cabinets
biannually and repaired all deficiencies within 48 hours. This is the first year
this information was documented.
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CITY OF SALINA
DEPARTMENT ANNUAL REPORTING FORM
Annual Report of the Year: 2013
DEPARTMENT: Utilities
ACCOMPLISHMENTS: List three to five accomplishments your department has achieved.
❖ Completed legal review and implemented the Engineers Joint Contract Documents
Committee (EJCDC) construction documents.
❖ Adopted the 2013 Municipal Water Conservation Plan to include the private
domestic well owners.
❖ Met with United States Army Corps of Engineers (USACE) to evaluate the bank
erosion and damaged scour key in the Smoky Hill River due to flooding in mid-2013.
The USACE have indicated they will cover 100% of the repair/replacement costs. A
total of $335,000 (2016 Sub-CIP) for bank erosion and $400,000 (2013 Sub-CIP) for
scour key replacement were budgeted.
❖ Completed construction:
• Water Main Replacement— Phase IV
• Wastewater Pump Station No. 11 and No. 42 Rehabilitation
• Wastewater Pump Station No. 34 Force Main Replacement
• K-143 Bridge Water and Sewer Relocation
❖ Completed the in-house design and bidding services with construction to be
complete in 2014:
• Water Main Replacement— Phase V
• Wastewater Pump Station No. 39 and No. 55 Rehabilitation
• Manhole and Wastewater Pump Station Rehabilitation
• Water Treatment Plant Capital Maintenance Improvements
• Wastewater Treatment Plant Capital Maintenance Improvements
GOALS: List three to five new goals that your department has set.
❖ Work with Public Works Department and complete the repair/replacement of the
Smoky Hill River bank erosion and scour key.
❖ Coordinate with the Kansas Water Office, Division of Water Resources, and Lower
Smoky Valley Irrigators Association to form the Lower Smoky Hill Water Supply
Access District.
❖ Complete the Raw Water Supply Study — Phase II South Wellfield and Water
Treatment Plant Development Study. HDR Engineering, Inc.
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❖ Provide support to the Dragun Corporation to complete a corrective action report for
the remediation of groundwater contamination associated with the Former Schilling
Air Force Base.
❖ Continue to secure the Recreational Water Rights for River Project.
d• Coordinate with the Salina Country Club (SCC) and Wilson & Company to complete
construction of the Wastewater Treatment Facility— Effluent Reuse Project. Execute
an Effluent Reuse agreement with the SCC to allow use of the effluent, define costs,
and operational and maintenance costs.
❖ Complete Water Treatment Plant pilot testing and meet LT2 compliance
requirements.
❖ Further evaluate Wastewater Treatment Plant approaches for nutrient reduction in
lieu of major upgrade. Coordinate with the Kansas Department of Health and
Environment (KDHE) to determine nutrient removal requirements and define
improvements.
❖ Complete the in-house design, bidding services, and construction of:
• Wastewater Pump Station No. 37 and No. 44 Force Main Replacement
• Wastewater Pump Station No. 9 Abandonment and Installation of a
Gravity Sanitary Sewer Main to Wastewater Pump Station No. 49
• Wastewater Pump Station No. 48 Rehabilitation
• Wastewater Pump Station No. 7 Relocation/Replacement
• Water Towers Maintenance: Paint Sunset tower and Burma tank;
improvements to Markley and Schilling towers
• Wastewater Pump Station A Force Main Replacement
• Sanitary Sewer Manhole Rehabilitation and Installation
• Sanitary Sewer Main Cleaning and Inspection
• Water Booster Stations Remote Terminal Replacement (five total)
• Water Treatment Plant Gravity Filters Valve Actuators Replacement (four
of sixteen filters).
• Water Main Replacement— Phases III, VI and VI I
❖ Complete the design (Outside Consultant), bidding services and begin construction
of:
• Wastewater Collection System Telemetry Improvements. Wilson &
Company Engineers and Architects
• Markley/Magnolia/Valley View Sanitary Sewer Extension. HW Lochner
• North Lime Lagoon Cleaning and Rehabilitation. Consultant not selected.
Complete construction, final inspection and closeout (Outside Consultant) of:
• Downtown Wellfield Improvements — Contracts 1 and 2. HDR
Engineering, Inc.
• Advanced Metering Infrastructure Project. Siemens
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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.
❖ The Wastewater Treatment Plant treated 1.36 billion gallons of wastewater. The
Wastewater Treatment Plant continues to exceed regulatory requirements by
removing:
■ 98.2% (1,578 tons) of Biological Oxygen Demand
■ 95.9% (1,639 tons) of Total Suspended Solids
■ 95.2% (166 tons) of Ammonia
■ 1,060.17 tons of Biosolids were beneficially used on farm land
❖ Wastewater staff has worked closely with the KDHE and their consultant to assess
treatment processes, recommend improvements to meet proposed nutrient removal
requirements and control capital costs. In addition, energy efficiency evaluations
were completed and implemented.
❖ The Water Treatment Plant treated 2.10 billion gallons of raw water from the Smoky
Hill River (1.04 billion gallons) and the Downtown Wellfield (1.06 billion gallons). The
Water Treatment Plant continues to exceed all Environmental Protection Agency
and KDHE water quality standards.
PERFORMANCE INDICATORS:
❖ Performance Measurement Data was collected and results were calculated as
follows:
Performance Measurement Data
Year 2009 2010 2011 2007 2012 2013 2011
AWWA AWWA
Median Median
Water Loss in Water Distribution 11% 14% 9% 9% 9% 14% (B) 522%
System
Wastewater Stoppages per 100 6.2 10.1 T 6.1 8.4 6.1 7.4 (A) 8.7
Miles of Sanitary Sewer Main
Customer Accounts/Employee for
Water System (1) 496 498 532 414 544 553 ") 439
Customer Accounts/Employee for 567 569 595 396 652 663 tB)
Wastewater System (Z) 696
Million Gallons per Day Water
Delivered/Employee(') 0.143 0.160 0.167 0.190 0.175 0.159 tB) 0.17
Million Gallons per Day
Wastewater Processed/ 0.122 0.122 0.119 0.150 0.122 0.121 (B) 0.25
Employee (Z)
Water Treatment Plant,Water Distribution,1/2 Utilities Administration, and 1/2 Water Customer
Accounting Employees.
(2)Wastewater Treatment Plant,Wastewater Collection, %Utilities Administration and!Water
Customer Accounting employees.
(n)Above the American Water Work Association median value.
(B)Below the American Water Work Association median value.
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The data collected is compared to values listed in the 2007 and 2011 American Water Works
Association (AWWA) Benchmarking Surveys. Four items are below (B) and two items are
equal or above (A) the AWWA median value. The last two items are below the AWWA median
values due to the low gallons per day per capita water use, which in turn, results in low
wastewater treatment flows.
WORKLOAD INDICATORS:
❖ The Utilities Department salary costs were: $2,222,350 for full-time; $112,830 for
overtime; and $7,400 for part-time. The Utilities Department has 57 full-time
employees (1 — Operator I at the Water Treatment Plant left vacant).
❖ The Wastewater Collection System consists of 230 miles of sanitary sewer mains,
4,785 manholes and 60 wastewater pump stations.
Wastewater Collection System Data
Year 2009 2010 2011 2012 2013
Sanitary Sewer Stoppage Complaints 171 167 152 208 171
Actual Stoppages 14 23 14 14 17
Miles of Sanitary Sewer Main TV 5.6 2.8 9.7 7.8 7.9
Inspected/Cleaned
Wastewater Pump Station Alarms / 221/3.7 236/4.0 194/3.2 157/2.7 219/3.7
Number per Station
The reduction of sanitary sewer stoppage complaints is the direct result of continued efforts in
inspecting and cleaning the sanitary sewer mains. This continued effort results in both reduced
number of insurance claims and costs to the citizens / customers.
❖ The Water Distribution System consists of 330 miles of water main, 4,295 valves
and 2,400 fire hydrants.
Water Distribution System Data
Year --- l 2009 2010 2011 2012 2013
Fire Hydrants Replaced due to damage by 1 15 8 8 7 6
vehicles
Fire Hydrants Replaced due to age 16 24 24 27 37
Emergency Water Main Breaks 73 100 167 192 112
Emergency Water Main Breaks Approx. Cost $256k $350k $584k $672k ! $392k
(Approx. $3,500/break)
Miles of Water Main Replaced 2.0 2.6 3.4
1
Water main breaks tend to increase during extreme cold temperatures and extreme droughts.
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