$JUZ PG 0MBUIF ,BOTBT EPQUFE #VEHFU · 6 June 17, 2014 To the Olathe City Council, 20 Mile March In...

2015 Adopted BudgetCity of Olathe, Kansas

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2015 Adopted Budget

Prepared by the Budget Division of the Resource Management Department

100 East Santa Fe Street

Olathe, Kansas 66061

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Table of Contents Budget Message. . . . . . . . . . . . . .. . . . . .6-9 History and Form of Government. . . . 10-11 Organizational Chart. . . . . . . . . . . . . . . . 12 Community Profile. . . . . . . . . . . . . . . .13-18 Strategic Planning/Performance. . . . ..19-40 Fiscal Overview. . . . . . . . . . . . . . . . . . . . .41 Budget Process. . . . . . . . . . . . . . . . . . 42-45 Budget Calendar. . . . . . . . . . . . . . . . . . . .46 Budget Strategy & Position Changes. .47-48 Long Range Financial Strategy. . . . . . 49-50 Budget Summary. . . . . . . . . . . . . . . . . . . 51 Revenues. . . . . . . . . . . . . . . . . . . . . . .52-55 Expenditures. . . . . . . . . . . . . . . . . . . . 56-58 Funds. . . . . . . . . . . . . . . . . . . . . . . . . .59-87 Department Information Administration. . . . . . . . . . . . . . . . . . . 88-91 City Auditor Department……………….92-94 Communication & Customer Services 95-100 Fire Department . . . . . . . . . . . . . . .. 101-108 Information Technology Services. ...109-118

Legal Department. .. . . . . . . . ... … 119-123 Legislative Department . …. . . . . . 124-126 Municipal Court. . . . . . . . . . . … . . 128-130 Parks & Recreation. . . . . . . . . . . . 131-140

Police. . . . . . . . . . . . . . . . . . . . . . . .141-149 Public Works. . . . . . . . . . . . . . . . . . 150-159 Resource Management. . . . . . . . . . 160-172 Appendix A: Financial Policy Statements . . . 173-183 B: Glossary of Terms. . . . . . . . . . . 184-188 C: Capital Improvement Plan. . . . . 189-204 D: Debt Margin. . . . . . . . . . . . . . . . . . . .205 E: Personnel Summary. . . . . . . . . .206 -224 F: Budget-In-Brief. . . . . . . . . . . . . . . . . .225

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June 17, 2014 To the Olathe City Council, 20 Mile March In assessing the 2015 City of Olathe budget, one aspect stands out. There are no

new programs or significant changes to the City’s financial approach. The general

fund budget only includes three new positions, all to support our residents’ number one

priority, the street maintenance program and to maximize last year’s voter approved

street sales tax dollars.

That, of course, is not to say the City will not continue its culture of continuously

improving and innovating to provide as much taxpayer value as possible. However, to

better appreciate the 2015 budget, it is being presented in the context of one leg of a

larger journey to “set the standard of excellence in public service”.

To put it into context, we use the analogy of Roald Amundsen’s track to reach the

South Pole, and his “20 Mile March”. Similar to Amundsen’s journey, Olathe has been

weathering every challenge and not resting when conditions have been difficult. In the

same vein as conditions improve, Olathe has not rushed to dip deeply into resources

assuming there are no challenges ahead. Rather, we have taken an approach of

consistency to ultimately reach our goal with the 2015 budget being just one leg in a

longer journey. Central to that consistent approach have been two themes shaped by

the City Council.

Budget Message

2015 Council Guiding Principles

• Align Citizen and Council Priorities with Available Resources • Utilize Citizen Survey Results to Guide Resource Allocation • No Mill Levy Increase • Maintain our Infrastructure • Exercise Innovative Problem Solving to Chart the Course for our Community

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Stewardship The first, stewardship, has allowed the City to remain on solid financial footing.

Being financially resilient has

allowed the City to restore and

maintain its fund balance at

the Council goal of 30%, and

the budget continues that

approach. It has meant

maintaining the mill levy which

has been constant since 1990

and remains so in the 2015 budget. It has allowed the City to be viewed very

favorably by rating agencies. The City has enjoyed an AA+ rating with Standard &

Poor’s since 2008, and this budget is anticipated to continue that exceptionally strong

affirmation.

Stewardship has led the City to invest in its

assets to ensure costs are planned for and

controlled over the entire journey rather than

draining reserves or neglecting

maintenance. In 2014, Olathe voters

approved a 3/8 cent sales tax to ensure

streets are main-

tained at the most cost

effective level, and the 2015

budget increases cash going into that program to stay

ahead of the street maintenance curve. It proposes to fully

fund the building maintenance fund that began in 2009 and

allows the City to remain competitive in attracting and

retaining employees. In all, the 2015 general fund budget

applies 68% of all resources to citizen priorities of public

safety and transportation.

68%

32%

Public Safety & Transportation All Other Departments

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Excellent Services at an Excellent Value

Like stewardship, providing excellent services at an excellent value has been and

continues to be a consistent driver for the City’s journey. While citizen satisfaction

remains exceptionally high,

the trend of employees per

1,000 residents continues to

decline in the proposed 2015

budget.

Rather than relying solely on

additional manpower, the City

has achieved those results though community partnerships, public

engagement, fostering a culture of innovation and excellence within its employees

and technology. Coupled with a

comprehensive set of performance

measures and data driven decisions, the

20 mile march has succeeded each day

and will continue in 2015.

2015 General Fund Highlights Led by the City Council’s guiding principles and strategic guidance, the 2015 budget

allows the City to continue consistently moving forward. The general fund operating

budget expenditures increase 4.99% from 2014 mirroring the revenue forecast. The

2015 budget includes the addition of a total of three employees, two focusing on

street base repair and the third managing street maintenance projects.

2015 General Fund Operating Budget

2014 Adopted 2015 Adopted % Change $79,422,060 $83,388,764 4.99%

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Other Fund Highlights The water and sewer fund increases by 4.3% from

2014. It includes the addition of one maintenance

worker position supporting the water treatment

plant. Water and sewer rates are

increasing 4.7% and 7.9% respectively. This is

primarily to fund capital projects for

maintenance

and to a lesser extent capacity. A final position

addition is a field maintenance worker supported

by the fees paid by teams using Olathe athletic

fields. Neither stormwater nor solid waste rates

are proposed to increase, and all other fees for

services are proposed to remain largely the same

as 2014.

Summary Outlined in the following pages are departmental and programming budgets as well as

our enterprise funds and programs including budget details and goals.

Sincerely,

J. Michael Wilkes

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The Kansas-Nebraska Act of 1854 created the Kansas Territory, opening the land to

preemption by home seekers of European descent from the more heavily populated states.

Counties were formed late in 1855. In the early months of 1857, the survey of the Shawnee

lands was followed closely by land speculators, among whom was Dr. John T. Barton, a

physician assigned to the Shawnee tribal headquarters. Preemption law provided for town

sites that gave town companies the opportunity to gain power, money, political influence, and

concessions such as post offices. Barton and his associates chose the geographic center of

the county, crossed by Mill Creek and the Santa Fe Trail, to claim for their town. Olathe, a

Shawnee word understood to mean "beautiful," was incorporated in 1857.

The Beginning...

Our vision

Our mission

Our values

Setting the Standard for Excellence in Public

Service.

The City of Olathe plans for and provides public services to

enhance the quality of life for our community.

Customer Service Teamwork Learning

Communication Leadership through

Service By embracing these core values,

employees are committed to serving the community with

respect, accountability, initiative and integrity.

History

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Form of Government In 1986, Olathe voters selected a modified mayor-council-manager form of government. Under Charter Ordinance No. 28, this form of government calls for a Mayor and two Council members elected by the City as a whole and four Council members elected by wards. The mayor, four ward representatives and two at-large Council members are elected to four-year staggered terms. The governing body is generally referred to as the “City Council”. As the policy makers, the City Council passes resolutions and ordinances, approves the budget, appoints citizens to advisory boards, and hires the city manager. Each Council member must be not less than 18 years of age, be a citizen of the United States and a resident of the City for 30 days immediately preceding his or her election. If any Council member takes permanent residence outside the City limits of Olathe, such residence creates a vacancy in the office. At its first regular meeting in April after a biennial City election, the governing body shall: .

Establish by resolution a regular schedule of meeting times and dates for the next two years. Such schedule shall provide for no fewer than two meetings each month. Elect one of its members as Mayor Pro Tem who, in the absence or disability of the Mayor, shall become acting Mayor. Such Council member shall retain all voting rights and other prerogatives as a Council member while acting as Mayor.

The resignation of any member must be submitted in writing and acted upon by the Council as a whole. In case of any vacancy in the position of any Council member, the remaining members of the Council must elect a suitable person to fill the vacancy until the next regular City election.

Mayor Michael Copeland Term: 4/11-4/15

Ron Ryckman, At Large Term: 4/13-4/17

Jim Randall, Ward 2 and Mayor Pro Tem

Term: 4/11-4/15

Wes McCoy, Ward 3 Term: 4/13-4/17

Marge Vogt, Ward 4 Term: 4/13-4/17

John Bacon, At Large Term: 4/11-4/15

Larry Campbell, Ward 1 Term: 4/11-4/15

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Organizational Chart

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Community Profile With a population of approximately 130,000 and growing, Olathe is the second largest city among the 21 communities in prosperous Johnson County and the fourth largest city in the State. It is located just 20 miles southwest of downtown Kansas City with all of the cultural advantages of a major metropolitan area. Olathe offers a lifestyle of exceptional quality. A drive through Olathe’s neighborhoods shows a well-planned, pleasing community. Olathe’s Fire and Police Departments are among the finest in Kansas. The City’s school system is one of the best in the nation. Outdoor recreation offers a variety of activities, including running, bicycling, fishing, boating and team sports. Olathe has two public lakes: Lake Olathe and Cedar Lake. The City’s Parks and Recreation Department maintains year-round activities including music and dance, sports, and health and fitness programs for all ages. Baseball diamonds, tennis courts and fitness trails are available through the City. There are also four public outdoor swimming pools in Olathe. Finally, the first Olathe Community Center with an indoor pool and state-of-the-art fitness center was opened to the public in 2014. Olathe’s quality of life invites an ever-increasing number of people to look at the

community as a place to call home.

Recent City Awards • Top 10 Most Desirable Mid-Size Cities to Move to • National Association of Clean Water Agencies Peak Performance Award • Olathe False Alarm Coordinator Tammy Foxworthy received the Norma C.

Beaubien Public Safety Member of the Year Award from the False Alarm Reduction Association

• Olathe Public Works Department received a second prestigious American Public Works Association Reaccreditation

• National Association of Government Communicators Award-First Place • Previous Olathe Councilmember Jim Terrones received the Diversity Advocate in

Community Involvement Award • The City received the Distinguished Budget Presentation Award from the

Government Finance Officers Association. • The City received a Certificate of

Excellence from the ICMA Center for Performance Management.

• ICMA Award for the Career Development • Tree City USA Designation • Certificate of Achievement for Excellence

in Financial Reporting from the GFOA

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Community Profile: Olathe Fast Facts

Olathe ( o lay’ tha) Shawnee Indian word for “beautiful” Incorporated: 1857 Location: On Interstate 35, twenty miles southwest of downtown Kansas City on the Oregon-California and Santa Fe Trails County Seat to Johnson County City Population: 130,749 (2014 Estimate) 132,354 (Projected 2015 Population) City Residents’ Median Age: 34.0 Johnson County Population: 566,933 Kansas City Area Population: 2.05 million (2013 Estimate) Olathe Market Facts: ◊ Median Household Income - $76,836 ◊ Total Estimated Households - 48,722 ◊ Average Home Selling Price: $203,934 ◊ 94.1% of the population 25 and over possesses at least a high school degree ◊ 45.8% of the population 25 and over possesses a Bachelor’s Degree or higher Diversity in Olathe: Major race populations include White, Hispanic, African American and Asian Form of Government: Modified mayor-council-manager form of government City Land Mass: 61.02 square miles City of Olathe Parks: ◊ 43 neighborhood and community parks ◊ 63 miles of bicycle-pedestrian trails ◊ 18.2 miles of bike lanes plus 27.4 miles of “Signed

Shared Roadways” Olathe Public Library: 201 E. Park and 12990 S. Black Bob Road Sister Cities: Chur, Switzerland and Ocotlan, Mexico

Source: City of Olathe Planning Division, Public Works Department

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Public Schools in Olathe • 35 elementary schools • 9 middle schools • 4 senior high schools • Kansas State School for the Deaf • MidAmerica Nazarene University Culture • Olathe is the only city in Johnson County with an arts alliance that offers year-round

arts and cultural events through a community theatre, orchestra, civic band, chorus and exhibits. Plus, Olathe hosts several annual arts events.

• The Olathe Community Theatre Association is located at 500 E. Loula and a Performing Arts Center is located downtown at 311 E. Park Street. • Olathe hosts the annual Johnson County Old Settlers Days celebration, a tradition

since 1898. • The Mahaffie Stagecoach Stop and Farm Historic Site preserves the 19th century

westward expansion, and is the last existing stagecoach stop on the Santa Fe Trail. • Olathe has been home to the Kansas State School for the Deaf since it was established in 1866. The deaf community continues to be an integral part of Olathe with the Olathe Club for the Deaf, 221 S. Chestnut, and the Deaf Cultural Center and William Marra Museum, 455 E. Park Street.


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Community Profile: Population Demographics


Since the 1950s, Olathe's population has more than quadrupled, and today Olathe is the 4th largest city in Kansas. Below is the historic population and projected population based on a three-year comparison of growth. More demographic information can be found in the Demographics and Development brochure available on the City’s Website.

Popu

latio

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Aerial View of Olathe in 1954 Aerial View of Olathe in 2012

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Community Profile: Olathe Growth Area Demographic

Area: The City is currently 61.02 square miles, with a 30.86 square mile growth area. The Future Land Use Map and other informa on about Olathe’s future land use are available on the Comprehensive Plan website, PlanOlathe.org.


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Community Profile: Business Demographics Major Employers in Olathe

Source: Olathe Chamber of Commerce and City of Olathe Planning Division, Public Works Department

♦ Access to over 1 million workers in an 18‐County labor shed ♦ 45.8% of the popula on age 25+ has a Bachelor’s Degree or higher ♦ 94.1% of the popula on age 25+ has at least a high school degree

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Strategic Planning/Performance: Organizational Scorecard

The Organizational Scorecard is a tool that helps to align business activities with strategic priorities and allows managers to plan and monitor program results from four perspectives: Satisfied Customers, Financially Strong, Effective Organization and Engaged Workforce.

Olathe's Organizational Scorecard was initially developed in 2004 to help manage progress toward strategic targets, promote continuous improvement in efficiency, and provide better service delivery and value for tax dollars invested. At the heart of the Organizational Scorecard is the City's vision of "Setting the Standard for Excellence in Public Service." To further clarify the City's vision, seven "Community Focus Areas" (CFAs) were identified through a community-based Strategic Plan. These focus ar-eas are Active Lifestyles, Diversity, Downtown, Economic Viability, Public Safety, Utility Services and Transportation. Each year, the City Council articulates priority statements for the future, which are then added to the Organizational Scorecard. In response to the CFAs and City Council Priori-ties, the City’s Leadership Team develops Organizational Objectives that must be support-ed to achieve results expected by the City Council and Community. When looked at to-gether, these three elements form the Organizational Scorecard. This scorecard provides the framework to align priorities, objectives, strategies, and activities, and ultimately to monitor performance. Visit the City’s Website to view a large scorecard and learn more.

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Community Focus Area - Transportation To maintain, operate and plan for the transportation needs of all Olathe citizens. Priorities: Improve traffic flow; respond to and support growth; provide adequate maintenance. Programs in the Transportation Community Focus Area • Bike Facilities • Public Transportation • Sidewalks • Signs and Markings • Snow Removal • Street Lights • Street Preventative Maintenance • Street Rehabilitation • Traffic Data Management • Traffic Signal Management • Transportation Planning Departments in the Transportation Community Focus Area • Public Works • Communication & Customer Services • Parks & Recreation

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Citizen Survey - Strategic Area: Transportation The DirectionFinder® citizen survey is an annual survey of Olathe citizens to assess the effectiveness of City services and performance. It is a statistically valid survey. The City is transitioning to conducting this survey quarterly. Complete results from the survey can be viewed on the City’s website. The survey generates data (see below) for the City of Olathe to gauge how well its public transportation programs managed by Public Works and Parks & Recreation are meeting the various transportation needs of the citizens. It encompasses citizen travel by vehicle, bicycle and on foot.

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Community Focus Area - Public Safety To offer public and private programs, activities and services that promote and provide for the general health, safety and welfare of the community and provide a sense of security and well-being. Priorities: Ensure a safe community; manage resources to increase efficiency. Programs in the Public Safety Community Focus Area • Training and Occupational Safety • Fire and Explosive Investigations • All Hazards Public Education • Emergency Management • Fire Prevention/Risk Reduction • Animal Control • Investigations • Patrol • Building Codes • Court Services • Special Response • Traffic • Victim Assistance • Community Mediation • Prosecution • Community Enhancement Departments in the Public Safety Community Focus Area • Police • Fire • Communication & Customer Services • Municipal Court • Legal

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Citizen Survey - Strategic Area: Public Safety This measure shows how safe citizens feel in various situations as well as overall in Olathe. It encompasses time of day as well as location and showcases the importance Olathe places on promoting the general health, safety, and welfare of all citizens.

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Community Focus Area - Downtown To actively pursue and coordinate the implementation of the Envision Olathe Downtown Plan and facilitate communication amongst involved entities, stakeholders and neighboring communities. Priorities: Aggressively seek redevelopment opportunities and pursue alternative funding resources; develop sense of community, cultural events and open space; coordinate key stakeholders to define and create civic and cultural space, as well as commercial and housing opportunities; aggressively promote downtown; keep downtown well-maintained while preserving and enhancing its unique history.

Programs in the Downtown Community Focus Area • Envision Olathe Downtown Plan • Downtown Revitalization • Community Garden

Departments in the Downtown Community Focus Area • Public Works • Communication & Customer Services

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Citizen Survey - Strategic Area: Downtown This measure helps prioritize the top areas for improvement and development within the downtown Olathe area. The Envision Olathe Downtown Plan is the key guide to support this area becoming a vibrant mix of civic, office, retail and residential uses by 2020.

Source: ETC Institute 2000— 3rd Quarter 2014 Results

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Community Focus Area - Economic Viability To balance economic development with prudent financial management, create the lowest possible tax rate while delivering the highest quality of service and continue to diversify City revenue sources by striving toward a 70% residential/30% commercial tax base. Priorities: Aggressively promote economic development; continually improve the quality of development; maintain neighborhoods; moderate debt usage to the greatest extent possible; diversify City revenue sources. Programs in the Economic Viability Community Focus Area • Historic Preservation • Home Improvement Programs • Neighborhood Sustainability • Original Town Enhancement • Special Funds and Grants • Current Planning • Long Range Planning • Benefit District • Development Review

Departments in the Economic Viability Community Focus Area • Public Works • Resource Management • Communication & Customer Services

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Citizen Survey - Strategic Area: Economic Viability This measure rates key citizen perceptions that influence the City’s economic viability. Those bedrock items include buying a home, employment and raising a family.

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Community Focus Area - Active Lifestyles A community partnership dedicated to acquiring park land while preserving and maintaining Olathe’s parks and history. Through dynamic recreation facilities and opportunities, Active Lifestyles cultivates a positive sense of community for all citizens. Priorities: Create a balance between indoor and outdoor programs and facilities; increase resources to maintain and reinvest in the park system’s assets; acquire and develop parks to coincide with Olathe’s growth, while strategically preserving historic sites. Programs in the Active Lifestyles Community Focus Area • Adult Sports • Aquatics • Athletics • Cemetery • Community Center • Ensor Museum • Forestry • Horticulture • Park Maintenance • Mahaffie Heritage Center • Recreation • Special Events • Park Ranger • Park Construction • Youth Sports Departments in the Active Lifestyles Community Focus Area • Parks & Recreation • Communication & Customer Services

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Citizen Survey - Strategic Area: Active Lifestyles This measure provides insight into how well the various Parks & Recreation programs and facilities are meeting the active lifestyle needs of Olathe citizens. Through these active lifestyle efforts, a positive sense of community is fostered.

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Community Focus Area - Utility Services To provide a full-service City that is recognized for customer service, responsiveness and service delivery excellence. Priorities: Growth; regulations; technology; aging infrastructure; customer service. Programs in the Utility Services Community Focus Area • Project Inspection • Permit Inspection • Storm Water Maintenance • Storm Water Management • Capital Improvement Plan Management • Right of Way-Permit Inspection • Water Production • Wastewater Treatment • Utilities Technical Support • Residential Sanitation Collection • Commercial Sanitation Collection • Customer Service Departments in the Utility Services Community Focus Area • Public Works • Communication & Customer Services

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Citizen Survey - Strategic Area: Utility Services This measure gauges the performance of City-provided utility services in Olathe. There is a dedicated staff of professional, customer-focused and efficient public servants who perform these important services smoothly every day.

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Community Focus Area - Diversity Promote and preserve Olathe’s diverse community by connecting neighbors through community programs, services and activities. Priorities: Increasing awareness through education; enhancing housing and transportation services; empowering citizens; engaging youth and senior services and expanding partnerships. Programs in the Diversity Community Focus Area • Community Programs • Diversity Initiatives • Public Housing • Fair Housing Assistance • Senior Services • Family Self-Sufficiency (FSS) Housing • Section 8 Housing Choice Voucher Program • Taxi Coupon Program Departments in the Diversity Community Focus Area • Parks & Recreation • Communication & Customer Services

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Citizen Survey - Strategic Area: Diversity

This measure recognizes the importance Olathe places in serving its diverse population that varies in new development, quality of life, ethnicity and other ways. It tracks perceptions of various aspects of life in the city.

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Internal Services Internal service functions support all Community Focus Areas and work in partnership with all city departments to help them succeed in providing high-quality, efficient, and affordable services to the community. Priorities: Maximize the effectiveness of internal business processes; provide excellent service that meets our customers’ needs and exceeds their expectations; recruit, develop and retain productive, quality staff. Examples of Internal Services • Procurement • Creative Media Operations • Risk Management • Workers’ Compensation • Computer Desktop Support • Accounting • Budget • Vehicle Maintenance • Recruiting & Employment • Training • Wellness • Custodial Services • City Clerk Records Management • City Manger’s Office Administration-Council Support

Departments Providing Internal Services • Resource Management • Information Technology Services • Administration • Public Works • Communication & Customer Services

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Citizen Survey - Customer Service Provided by City Employees

This measure tracks the quality of customer service provided to citizens by the employees of the City of Olathe and supports the vision of the City to “Set the Standard for Excellence in Public Service.”

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Strategic Planning/Performance: Key Results Dashboard

The Key Results Dashboard includes a select set of 14 indicators of City performance that when looked at together, provide an overall snapshot of the health and well-being of the City. The measures selected contain a mix of key indicators of citizen satisfaction from the quarterly ETC DirectionFinder® Survey and various department outcome measures. For these measures, trend information is presented for the 2011 - 2013 period. The measures appear in order of priority determined through a prioritization exercise completed by the City Council in 2013. Upon the completion of 2014, the dashboard will be updated to illustrate the 2014 results.

Indicator

2011 Actual

2012 Actual

2013 Target

2013 Actual

Met or Exceeded

1. Overall Satisfaction 132 130 132 131

2. Crime Rate (Part 1 Total) 19.79 20.54 <26 18.86 √ 3. Citizen Satisfaction with the Overall Value that You Receive for Your City Tax Dollars and Fees

76% 76% 75% 74%

4. Bond Rating Index 9.0 9.0 9.0 9.0 √ 5. Percentage of Cardiac Arrest Patients

Arriving to Hospital with a Pulse 19% 23.9% 16% 25% √ 6. Fire Confined to Room of Origin 73% 62% 72% 68% 7. Percent of Time Water Meets Regulatory Standards 99.98% 100% 100% 100% √

8. Citizen Satisfaction with the Overall Quality of City Parks and Recreation Programs and Facilities

88% 88% 8% 89% √

9. Neighborhood Health Index 101 100 101 102 √

10. Mobility Index 117 121 121 121 √

11. Private Investment in Downtown as a Percent of Total Dollars Invested (Public & Private)

4% 11% 10% 18% √

12. Actual Land Use Mix (residential/non-residential)

29.22%/ 70.78%

29.09%/ 70.91%

30%/ 70%

29.25%/70.75%

13. Solid Waste Diversion Rate 36.8% 37.67% 35% 38.3% √

14. Diversity Index (Baseline Year 2008 =100) 114 108 >100 111 √

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Strategic Planning/Performance: ICMA Comparative Performance Data

The International City/County Management Association (ICMA) Center for Performance Measurement (CPM) is dedicated to helping local governments measure, compare and improve municipal service delivery. ICMA’s Comparative Performance Measurement Program currently assists over 220 cities and counties in the United States and Canada with the collections, analysis and application of performance information. The City of Olathe has participated in this program since 2007.

1 CPM = Center for Performance Measurement 2Not a Community Focus Area but supports other areas

Performance Measure—FY 13 Olathe ICMA CPM1 Average

Community Focus Area

Code Enforcement Cases brought into voluntary compliance as a percentage of cases initiated

81% 64% Public Safety

Cases brought into compliance through administrative/judicial action as a percentage of cases initiated

8% 10.5% Public Safety

Fire Residential structure fires per 1,000 population

0.52 0.94 Public Safety

Percentage of one & two family residential structure fire incidents confined to room of origin

68.8% 61.4% Public Safety

Percentage of fire calls with a response time of 5 minutes and under


Fleet Management Total maintenance expenditures per hour driven — fire apparatus

$18.88 $16.69 Public Safety

Total maintenance expenditures per hour driven — solid waste packer

$10.97 $10.84 Utility Services

Human Resources

Turnover rate (city-wide) 8.35% 5.35% Internal Service Area2

Information Technology Services

Total expenditures for IT per workstation $3,470 $3,417 Internal Service Area2

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1 Source for Comparison = Benchmark Cities Program

2vNot a Community Focus Area but supports other areas

Performance Measure—FY 13 Olathe ICMA CPM

Average Community Focus Area

Parks & Recreation

Parks Maintenance FTEs Per 100 Acres of Park Land

2.4 2.9 Active Lifestyles

FTEs for Recreation Program Activities (excluding swimming pools, golf operations and specialized facilities)

20.1 19 Active Lifestyles

Police1

Average time from receipt of top priority call to arrival on scene (minutes)


Total Uniform Crime Reports (UCR) Part 1 crimes per 1,000 population


Percentage of Part 1 violent crimes cleared


Purchasing

Average Working Days from Receipt of Purchase Requisition to Purchase Order Issuance (formal bids)

30 13 Internal Service Area2

Refuse & Recycling

Residential Refuse Tons Collected Per Account

0.96 0.88 Utility Services

Residential Refuse Collection Expenditures Per Account

$66 $87 Utility Services

Street Maintenance Operating and maintenance expenditures per linear mile swept

$53 $46 Transportation

Reconstruction Expenditures Per Reconstructed Lane Mile

$579,569 $673,223 Transportation

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Strategic Planning/Performance: Department Business Plan

All Olathe departments developed business plans to articulate action plans required to meet the objectives of the Organizational Scorecard. By developing business plans, departments essentially create their own balanced scorecard that includes explanations for objectives, measures and targets so that citizens, elected officials and employees understand what is important for the success of the department in the upcoming one to five years.

City departments have prepared business plans in the past; in 2010, the business planning process incorporated all aspects of the Department Business Plan, Organizational Scorecard, Program Inventories and budget requests. This step was significant to achieve complete integration of strategy, performance measurement and resource allocation (budget).

Phase One Phase One of the business planning process developed an initial strategic view of the department’s operations.

Key Components of the Department Business Plans

Executive Summary - Emphasizes the main points of the plan and includes: description of the mission of the department, objectives, environmental scan and narrative of the key programs, actions and initiatives that will be implemented to mitigate the challenges.

Mission Statement - Brief statement that expresses the major results sought by the department.

Strategic Alignment - Six steps for the strategic alignment process: identify organizational objectives, build the strategic linkages, develop department objectives, determine Key Result Indicators and targets, perform an environmental scan and develop an action plan.

Phase Two Phase Two of the business planning process involved identifying the resources departments believed would be required to implement their plans. Program inventory and resource allocation worksheets completed this phase by aligning program strategies and performance measures with allocation requirements necessary to drive organizational success.

Resource allocation requests aligned with department specific initiatives that enabled departments to close the gap between current and targeted performance and were consistent with available or anticipated resources and within the City Manager’s authority to implement.

Based on the resources available to City departments, the initial business plans developed in Phase One were adjusted.

The Key Result Indicators are located in each department’s budget section.

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Strategic Planning/Performance: Business Plan Updates

Business Plans Updates In 2014, departments updated their business plans. Departments identified which of the organizational objectives in the Organizational Scorecard related to their business activities and prepared strategies for how their department business plans addressed each objective. Environmental Scan An Environmental Scan performed by departments grounded the Business Plan in anticipated economic and political realities. The scan was an analysis of the major factors that are likely to influence how a department achieves its mission and objectives. The purpose of the Environmental Scan is to:

• Look 1-5 years into the future, using information, data, and common sense • Provide a perspective about what will, or may, happen • Provide context for determining what must be done to prepare for, respond to, or

influence the future (action plan) • Provide context for determining performance targets

Potential Environmental Factors to Consider: • 2014 Assessed Valuation – Meeting with the County Appraiser • Sales Tax Growth • Expenditure Growth and Inflation • Volatility in Fuel Costs • Compensation Cost Trends – Wages and Benefits • Service Level Demands • Unemployment Rate • Employee Fatigue – Continuing to do more with less • Changing Political Environment – Leadership change at state and county level • Vulnerability of Current State Revenue Streams (i.e. motor fuel, special alcohol)

Potential Environmental Scan Resources: • Economist Presentation • Financial – Forecast, Olathe Financial Indicators, County Economic Research

Institute indicators • Political – City Council Priorities, Key Result Indicator priorities, Program priorities • DirectionFinders® citizen survey • Federal and State Government Reports and Databases • Court Decisions • Media/Public Opinion • Professional Associations (National League of Cities, American Public Works

Association, International City/County Management Association, etc.) • Other City Departments’ Assessments

Action Plan Departments developed a realistic Action Plan to be implemented to mitigate the challenges and take advantage of the opportunities. This was accomplished by outlining the activities and initiatives needing to be taken to accomplish department objectives.

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Fiscal Overview

The City of Olathe has a responsibility to its citizens to carefully account for public funds, manage municipal finances wisely and plan the adequate funding of City services and improvements. Fiscal principles are established to ensure that all responsibilities are met. These principles, along with financial policies adopted by the City Council, provide the framework for day-to-day decision making and are the foundation for long-term financial stability. Fiscal principles and adopted financial policies are reviewed by the City Manager and finance staff on a periodic basis to ensure the City is prepared for changing circumstances and economic conditions. This section outlines the City’s fiscal principles that are used in the preparation of the City’s budget. Fiscal Principles: • The City will continuously evaluate its financial position to ensure stability of the City to

its citizens. • The City will minimize the use of long-term debt to finance major projects to avoid

placing debt on future taxpayers. • The City will provide a balanced revenue structure which is responsive to economic

conditions. • The budget will be prepared in a manner in which all current revenues will pay the

costs of all current expenditures (balanced budget). • The City Council will hold public hearings, which will allow public input on budgetary

spending. • The budget will establish legal fund-level spending limits. • The budget will establish maintenance reserves to allow for maintenance of capital

assets. • The budget will apply one-time cash revenues to non-recurring expenditures. • The budget will address major capital improvement priorities, which have been

prioritized by the City Council. • The City will maintain City services through innovative budgeting procedures and fiscal

management in an effort to maintain the current mill levy rate.

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Budget Process Overview The City budget is one of the most important policy documents adopted by the City Council each year. Preparing and monitoring the budget are top priorities for City Departments. As a result, planning for the annual budget is started over a year before the budget’s fiscal year begins. The budget preparation process is coordinated by the Budget Team, which includes the City Manager, Assistant City Manager, Resource Management Director, Assistant Director of Resource Management - Strategic Planning and Research Services, Assistant Director of Resource Management - Finance Services, Communication & Customer Services Director, Communications Manager Budget Manager and the Budget Analysts. The budget that is adopted by the City Council is a balanced budget where revenues equal expenditures. The forecast team assists in forecasting the revenue expected to be received in the next fiscal year. Basis of Accounting and Budgeting The City’s annual operating budget is prepared using the modified accrual basis of accounting for the budget. Under the modified accrual basis of accounting, revenues are recognized only when they become measurable and available to finance expenditures of the fiscal period. Expenditures are recognized when the liability is incurred. The city budgets for governmental funds which includes the General Fund and Debt Service Fund, based on this modified accrual basis of accounting. The accounting records are prepared using the full accrual basis of accounting. Under the full accrual basis of accounting, revenues are recognized when they are obligated to the City. Expenditures are recognized when the liability is incurred. Initiation of the Budget Process

The budget process begins with departments preparing, analyzing and submitting their business plans. The plans are reviewed by the Budget Team, and priorities are established for the upcoming budget year. Staff develop resource allocation worksheets for departments to allocate resources to their identified priorities. Budget Kick-off and Development

Budget kick-off meetings, including budget preparation for staff from each department, are held prior to base budget development. Budget staff work with department representatives to assist in allocating resources for the upcoming year. Upon completion, the resource allocation worksheets are submitted to the Budget Team for review.

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The Budget Team reviews the resource allocation worksheets and analyzes the impact on the five-year forecast. The service enhancements that have the greatest impact on the community and are financially feasible are added to the base budgets. Budget Review and Adoption

The City Manager submits the recommended budget to the Council in June. The Council holds several work sessions to focus on resource requests and performance measures for each department. The public is encouraged to submit questions and comments about the budget throughout the process. The Council provides direction on the proposed budget and revisions are made. The Council holds a final review session for the Capital Improvement Plan and operating budget presentations. Kansas State statutes require that the City follow a specific timetable. Publication of the proposed budget must occur before August 5th of each year. A formal public hearing is conducted to allow citizens an opportunity to express any comments or concerns. Publication of notice for the public hearing is required to be published a minimum of ten days prior to the hearing. Adoption of the final budget is required on or before August 25th of each year. The budget the City Council adopts goes into effect on January 1st of the next fiscal year. Citizen Involvement

In Olathe, citizens’ views and opinions are valued in the development of the budget. In 2014, citizens had the opportunity to get involved in the 2015 budget development process through a citizen input session, the budget inquiry box and at a public budget hearing. In addition to the public meetings, the City made several budget related videos available on the City website. The City partnered with the Olathe Teen Council to produce a “City Spotlights” Video series. Topics include trail maintenance, the water and sewer utility, street maintenance, stormwater management, community enhancement and the mental health co-responder. Additionally, the City produced videos of the City Manager presenting the proposed operating budget and the capital improvement plan . Finally, the budget office monitors and answers any citizen requests for information throughout the year. The City created a Budget Inquiry Box, which is an online forum for the public to ask questions about the budget anytime. (http://www.OlatheKS.org/Finance/Budget/Operating).

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Amending the Budget

The departments are given the authority to exceed specific line items, but total expenditures must not exceed the total budgeted expenditures. The State statutes allow for the Governing Body to increase the originally adopted budget for previously unbudgeted increases in expenditures. A notice of public hearing to amend the budget must be published in the local newspaper. Ten days after publication, the hearing may be held and the budget amended. The amended budget is then filed with the County Clerk. All budget amendments must be approved and filed before December 31 of the budget year. Monitoring and Reporting Process

As the budget year progresses, department directors have the responsibility of monitoring and tracking the status of expenditures against their budgets. This responsibility includes informing the City Manager of any significant departures from the plans and values shown in the operating budget. Reports used in both the monitoring and reporting process include the use of computerized budget status reports, which compare budgeted amounts on a line item by line item basis with actual expenditures throughout the year. The Budget Office also prepares monthly reports to monitor funds and to assist the departments monitor their own budgets. The monthly expenditure reports show budget vs. actual for each fund by category, compared to spending at that time of year for the previous budget cycles. An excerpt from the General Fund dashboard is below.

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Budget Process

The following diagram illustrates the budget process broken out into four phases. A 2015 budget calendar with exact dates can be found on the next page.

Budget Preparation January—April

Budget Development &

Submission April - July

Budget Monitoring

August—December

Budget Adoption July—August

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Budget Calendar 2015 Budget Development Calendar

Task/Event Date

Olathe Citizens

Input and questions on the 2015 budget can be directed to [email protected] or (913) 971-8671

February-August 19th

Public Input Session July 7th Public Hearing for 2015 Proposed Budget & 2015-2019 Capital Improvement Plan August 5th

City Council

Presentation of DirectionFinder® Citizen Survey Results March

Complete survey on priorities March

Presentation of Results from City Council Priorities Survey March Presentation of 2013 Year-End Report April 15th Presentation of Guiding Principles for 2015 Budget April 15th

Presentation of 2015 Chamber of Commerce Budget June 17th

Presentation of 2015 Fee Schedule June 17th City Manager presents 2015 Proposed Budget & 2015-2019 Capital Improvement Plan June17th

Council Budget Workshop #1 July 1st

Presentation of 2015 Library Budget July 15th

Council Budget Workshop #2 July 15th

Budget Public Hearing August 5th

Final 2015 Budget Adopted and Approved August 19th

City Staff

Begin work on Capital Improvement Plan (CIP) February

Begin developing assumptions for 2015 budget February

Update the 2015 Fee Schedule February

Budget Roll-Out and Training for Departments April

Complete Department Resource Allocation Worksheets April

Budget Presentations and Adoption with City Council May-August

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2015 Budget Strategy & Position Changes The City Council and staff have remained committed to the City’s mission of planning for and providing public services to enhance the quality of life for our community. As illustrated in the City Manager’s letter, no new programs or significant changes are being proposed to the City’s budget. Moderate revenue increases have allowed for a 4.99% increase to the 2015 General Fund budget and strategic additions related to the street maintenance program. The 2015 budget development began with staff participating in an “Environmental Scan” for an overview of the global economic climate and potential impacts on the local economy. The Budget Team then developed budget assumptions. This set the stage for the Budget Office’s presentation on the projected revenues and local economic outlook. The Forecast Team forecasted a modest increase in revenues for the 2015 budget. The Departments were not allowed to add to their baseline operational budgets, but they were allowed to submit Budget Strategy Alternatives (BSAs). This is a process which has been used for the past five budget cycles to address opportunities for budget savings and to request budget increases. Department Directors then reviewed and voted on requested budget increases in order to focus on Council priority areas. Additions to the budget were then presented to the City Council with the performance measure and desired outcome. City Council and staff have used the BSA process to implement sustainable cuts and strategic additions to the budget. This resulted in the 2015 budget requiring relatively few departmental cuts and organizational-wide, one-time BSAs to cover the budget gap. Some departments were able to add staff to their operating budgets. The result was a 2015 budget that did not include any reductions in force or negative impacts to service levels. The budget increases the FTE count by 5, which will have a direct impact on service levels for the public. Funding was allocated to align with the priorities citizens identified through the DirectionFinder® survey and budget outreach events including the public input session. The 2015 budget follows the Council priorities which includes:

• Align Citizen and Council Priorities with Available Resources • Utilize Citizen Survey Results to Guide Resource Allocation • No Mill Levy Increase • Maintain our Infrastructure • Exercise Innovative Problem Solving to Chart the Course for our

Community The “slow back in” approach follows the City Council’s guidance by forecasting modest revenue increases and slowly enhancing service to the public. This approach will be used in the 2015 budget and beyond. Council and staff will prioritize the needs of the public and prioritize resources accordingly as it becomes available. This budget benefited from the sustainable and strategic actions the Council has taken in recent years, and begins to slowly build to meet future needs.

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2015 Approved Budget Strategies

Detailed position information by Department can be found in the Personnel Summary, Appendix E.

Modest revenue growth projected for 2015 allows for the addition of the resources and programs below to address citizen priorities.

Budget Strategy

Program

Annual Cost

Performance Measure

General Fund

2 Street Maintenance Workers

Street

Maintenance

2 FTEs $89,150

(Budgeted for ¾ of year)

Achieve 75% citizen satisfaction with maintenance of city streets

Hooklift Truck

Street

Maintenance

$59,682

Achieve 75% citizen satisfaction with maintenance of city streets

Project Manager (Civil Engineer II)

Street

Maintenance

1 FTE

$104,964

Achieve an Average Network Overall Condition Index of 81.0 for city streets

Brine Machine

Snow

Removal

$23,848

Achieve 87% satisfaction with snow removal on major City streets and 67% satisfaction with snow removal on residential streets

Recreation Fund Senior Maintenance Worker

Recreation

1 FTE

$69,037

Achieve and maintain an 80% citizen satisfaction for the quality of outdoor athletic fields

Water and Sewer Fund

Plant Maintenance Worker

Water

Distribution

1 FTE

$67,960

Maintain 100% compliance with time wastewater meets effluent standards

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Long-Range Financial Strategy

Balancing Short Term Budget Strategy with Long-Range Financial Plans Each budget year, the City modifies the budget process to adjust to the climate of that specific year; it is also important to take into account the Long Range Financial Forecast. The Long Range Financial Forecast is a “living document” which includes the revenue and expenditure forecasts of the City's budgeted funds. The purpose is to identify financial trends, shortfalls, and issues so the City can proactively address them. The forecast projects the fiscal results of continuing the City's current service levels and policies, which provides a snapshot of what the future will look like as a result of the decisions made in the recent past. The Long Range Financial Forecast is not intended as a budget, nor as a proposed plan. It serves to set the stage for the budget process, assisting both the City Manager and Council in establishing priorities and allocating resources appropriately. Forecasting The City uses a variety of forecasting models to develop a 5-year revenue and expenditure plan for all funds. The plan incorporates operating and capital budget data to determine the availability of resources to support future anticipated and unanticipated expenditures. The Forecast Team, including the Resource Management Director, Assistant Directors, and Budget Division, meets monthly and on an as-needed basis to evaluate the forecasts and adjust assumptions where necessary. For 2015-2019, the General Fund Forecast takes a conservative approach to revenue assumptions. Below is an excerpt from the Executive Summary of the General Fund Forecast.

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2015-2019 Long-Range Financial Outlook The outlook for 2015-2019 takes a conservative approach with both revenues and expenditures. The City Council and departments understand that while the City did not need a reduction in force or to eliminate major programs or services for 2015, the upcoming years may be as challenging as past years due to slow growth and rising fixed costs. The 2015 budget adds 5 new positions to meet public needs and maintain service levels. 2015 General Fund expenditures increased 4.99%. Sales tax and property tax are projected to experience gradual growth over the next 5 years.

Aligning Resources with Values The City Council believes strongly in aligning resources with public values. The public has expressed to the City that priorities include transportation and public safety, so the long-term financial plans will give high priority to these services. For example, the 2015 budget includes funding for street preservation and additional staff related to this program.

Long Term Debt Plan In addition to the General Fund Forecast, the City maintains forecasts for all other funds, including the Debt Service Fund. The Debt Service Fund forecast is reviewed annually as part of the Capital Improvement Plan process. The City experienced rapid growth in recent years and incurred general obligation debt to pay for necessary infrastructure.

The goal of the City is to decrease the debt load in future years by cash-financing more capital projects.

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Budget Summary

2013 Revenue 2014 Revenue 2015 Revenue Revenue Type Actual Projected Adopted Beginning Balance $88,478,011 $86,521,416 79,342,528 Property Taxes 47,287,750 45,751,266 45,649,433 Sales Tax 44,391,355 52,005,644 53,462,716 Franchise Tax 10,683,439 10,225,751 10,451,299 Guest Tax 1,333,354 1,366,687 1,400,855 Licenses and Permits 1,219,515 1,317,930 1,405,265 Intergovernmental 4,982,407 5,010,699 5,039,192 Charges for Services 86,236,659 90,484,246 95,268,167 Fines and Forfeits 4,028,710 3,940,639 4,013,888 Interest 101,746 104,293 106,315 Transfers 8,152,916 8,222,116 8,652,565 Miscellaneous 2,609,916 2,075,464 2,115,801 Year End Accts Receivable 0 0 -9,400,000 Grand Total $299,505,778 $307,026,151 $297,508,024

2013 Expenditures 2014 Expenditures 2015 Expenditures Expenditure Function Actual Projected Adopted Personal Services $68,600,490 $73,327,008 $77,997,877 Contractual Services 49,426,423 57,191,835 62,395,119 Commodities 23,904,274 15,790,988 16,778,328 Capital Outlay 42,970,462 52,876,555 111,636,620 Transfers 28,082,714 28,497,236 28,700,080 Grand Total $212,984,362 $227,683,622 $297,508,024

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Revenues: 2015 Operating Revenues by Fund

Actual Actual Projected Adopted 2012 2013 2014 2015

General $78,297,320 $80,233,990 $80,799,994 $83,388,764 Central Garage 5,917,486 6,057,314 6,604,550 6,746,725 Debt Service 28,701,893 28,930,233 26,768,918 25,642,921 Economic Development 1,015,736 1,333,354 1,366,687 1,400,855 Fire Levy 2,465,325 2,431,469 2,470,219 2,617,709 Library Tax 4,005,701 3,950,607 3,919,963 4,176,572 Motor Fuel 3,260,832 3,291,084 3,307,539 3,324,077 Park Sales Tax 3,268,394 2,779,965 2,835,451 1,216,964 Personal Computer Replacement 489,013 728,250 862,480 827,399 Recreation Fund 1,697,918 1,741,797 3,311,106 5,544,713 Risk Management 12,557,316 13,361,821 12,960,382 13,655,010 Solid Waste 12,173,246 12,486,290 12,208,852 12,378,050 Special Alcohol 376,202 396,370 400,316 404,484 Special Park and Recreation 805,339 1,264,412 750,065 761,185 Special Tax Increment Financing 3,757,244 3,965,757 4,517,605 4,411,500 Street Maintenance Sales Tax 0 0 6,512,527 8,744,143 Storm Water 4,359,289 3,646,483 3,688,458 3,717,317 Vehicle & Equip. Replacement 4,294,777 5,453,647 6,071,061 5,916,383 Water and Sewer 37,126,843 38,974,924 41,148,562 42,690,725

Grand Total $204,569,874 $211,027,767 $220,504,735 $227,565,496

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Revenues: Revenue by Type • Sales Tax - A sales tax is levied by the City on the retail price of an item, collected by

the retailer. The tax is usually set as a percentage by the government charging the tax.

• Property Tax - A property tax is a tax on the assessed value of property. It is based on the tax rate multiplied by the assessed property value owned by a taxpayer.

• Franchise Fee - A franchise is a privilege granted by a local governing body to a specific investor-owned utility (e.g., electric, natural gas, telecommunications, etc.) that allows the utility to have facilities on public property (e.g., poles and wires in alley easements, etc.).

• Fines and Forfeitures - Fines and forfeitures includes traffic fines, false alarm fines, parking fines and animal control fines. However, this revenue source is largely made up of court fines.

• Licenses and Permits - This revenue source represents fees charged by the City to individuals and businesses for such things as building and construction permits, dog and cat tags, liquor licenses and towing licenses.

• Charges for Services - Charges for services consist of revenue received as a reimbursement for a service provided, such as ball field rentals, criminal history background checks and project inspection fees. This revenue also includes money reimbursed from other City funds.

• Intergovernmental - Consists of revenue received from another government organization, such as the State Government, Federal Government, County Government and School Districts.

• Transfers - Transfer of money from other funds that have operations budgeted in the main operating fund, such as the Motor Fuel Fund transfer.

• Miscellaneous - Various revenues that do not fit under the previously mentioned categories. This revenue includes group tour admissions, events revenue, program income and sale of surplus property.

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Revenues: 2015 General Fund Revenue Trends

The City used trend analysis to project revenues for 2015. Trend analysis is the study of financial data to determine upward or downward changes. Three of the four biggest revenue drivers for the City of Olathe experienced significant reductions in 2009. Modest growth is projected in the next five years for several of the major revenue sources. After a significant decline in 2011, assessed valuation began to level out from 2012 through 2014, and is projected to increase in 2015. Additionally, the largest revenue source, sales tax, continues to grow. Property Tax (Ad Valorem Tax): Property Tax is the second largest source of revenue in the General Fund. Olathe’s property owners pay an annual property tax, which is calculated by multiplying the assessed valuation of a home (11.5% of its appraised value for residential) by the overall mill levy. The City’s portion of the mill levy is 24.818, or approximately 19% of a resident’s annual property tax bill (other portions are charged to the County, State, and School District). No increase to the City’s property tax rate is included in the 2015 adopted budget.

2015 Property Tax Highlights: The 2015 assessed valuation assumption is 7% greater than the 2014 budget. The forecast is conservative with assumptions and predicts modest property tax growth through 2018.

Taxable Assessed Valuation: After significant declines 2010-2012, assessed valuation is predicted to increase in 2015. The projected property tax revenue is based on assessed valuation according to the Johnson County Appraiser’s Office.

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Sales Tax: The largest source of revenue in the General Fund, sales tax is levied by the City on the retail price of tangible goods and paid by Olathe residents and non-residents. The City’s current sales tax rate is 1.5%, meaning for every dollar spent within City limits, the City of Olathe receives 1.5 cents. 1% is dedicated for the General Fund, .125% is for the Park Sales Tax Fund and .375% for the Street Maintenance Sales Tax Fund. In specifically established districts, such as Transportation Development Districts and Community Improvement Districts, the City may collect a higher sales tax rate. The County and State also impose their own sales tax (1.225% and 6.150%, respectively).

2015 Franchise Fee Highlights: The 2015 adopted revenue assumption is 2% change from the 2014 forecast. No known rate increases are anticipated at this time. Staff forecasts 2% modest growth in out years.

2015 Sales Tax Highlights: The 2015 adopted revenue assumption is a 3% increase over the 2014 forecast. Sales tax is predicted to steadily increase in 2016 and beyond.

Franchise Fees: Major investor-owned utilities in Olathe include Kansas City Power and Light (KCP&L), Westar, Atmos Gas, AT&T, Comcast and Surewest.

Revenues: 2015 General Fund Revenue Trends

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Expenditures: 2015 Operating Expenditures by Fund

Actual Actual Projected Adopted 2012 2013 2014 2015

General $74,662,179 $79,587,909 $79,797,408 $83,388,764 Central Garage 5,965,779 6,072,053 6,604,550 6,797,510 Debt Service 31,098,727 29,735,077 30,159,465 27,261,627 Economic Development 900,000 943,316 1,279,686 2,008,074 Fire Levy 2,529,124 2,431,469 2,499,613 2,672,154 Library Fund 3,799,497 3,989,068 4,084,358 4,300,195 Motor Fuel 3,394,822 3,253,957 3,530,622 3,701,146 Park Sales Tax 5,039,722 5,091,204 3,255,584 1,674,493 Pers. Comp. Replacement 818,015 742,922 979,010 1,096,202 Recreation Fund 1,591,872 1,700,254 3,632,732 5,264,722 Risk Management 13,230,339 12,467,247 14,498,014 15,836,094 Solid Waste 11,330,256 11,757,144 12,208,852 14,200,729 Special Alcohol 343,839 374,931 404,404 1,108,263 Special Park and Recreation 836,925 896,500 917,504 993,064 Special Tax Increment Fin. 3,511,554 5,232,948 6,863,745 4,915,910 Street Maintenance Sales Tax - - 5,000,000 8,610,000 Storm Water 3,607,986 3,354,255 4,756,078 4,796,122 Vehicle & Equip. Replacement 7,666,610 6,701,978 6,063,435 4,955,514 Water & Sewer 36,307,073 38,652,131 41,148,562 42,690,725 Grand Total $206,634,319 $212,984,363 $227,683,622 $236,271,308

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Expenditures: Expenditures by Type

• Personal Services - Expenditures relating to compensating City employees, including salaries, overtime pay, benefits, shift differential and holiday pay.

• Contractual Services - Service rendered to a government by private firms, individuals or other governmental agencies. Examples include utilities, rent, maintenance agreements and professional consulting services.

• Commodities - Expendable items that are consumable or have a short life span. Examples include office supplies, gasoline, minor equipment and asphalt.

• Capital Outlay - Land, buildings, building improvements, vehicles, machinery and equipment, infrastructure and all other tangible assets over $1,000 that are used in operations and have initial useful lives extending beyond a single reporting period.

• Transfers - The movement of money from one allocated fund to another fund.

2015 Expenditures by Type for General Fund

2015 Expenditures by Type for All Funds

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Expenditures: By Department The financial information presented here is intended to provide City residents with general information about how the City’s revenues in the main operating fund are expended. More detailed information regarding each department in the General Fund can be found in each department’s section of the book. The graph illustrates the top expenditures in the areas of public safety and transportation, which are the top two Community Focus Areas (CFAs) for the City. Resources are prioritized based upon the ranking of the CFAs.

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Funds: Description of Funds The City’s financial reports are organized into funds in accordance with generally accepted accounting principles (GAAP). A fund is a self contained accounting entity with its own assets, liabilities, revenues, expenditures or expenses and fund balance or other equity accounts. The City of Olathe groups funds into two broad categories - Government Funds and Proprietary Funds. Funds are further categorized into the following types: General Fund, Special Revenue Funds, Debt Service Fund, Capital Projects Fund, Enterprise Funds and Internal Service Funds.

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Fund Balance - General Fund The graph below illustrates the history of fund balance for the General Fund over the last few years. The blue line on the graph below indicates the City Council policy of fund balance as a percentage of revenues, set at 15%. The top of the graph is 30%, the policy target. In 2012, the City was able to end the year adding to the fund balance which led to meeting the City Council target of 30%. It is expected, that the 30% target will be maintained in 2014 and 2015. This outcome would suggest we have right-sized our organization to meet the constraints of the new levels of revenue. The following pages discuss each fund’s beginning and projected ending balance in 2015 and explains why changes occurred, if any.

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Fund Balance - Other Funds Central Garage Beginning Fund Balance: $50,785 Projected Year-End Fund Balance: $0 This is an internal service fund that provides vehicle maintenance support. Revenue is determined based upon projected expenditures. Therefore, this fund does not budget a year-end fund balance. Debt Service Beginning Fund Balance: $19,491,148 Projected Year-End Fund Balance: $17,872,442 As part of the 2015-2019 adopted Capital Improvement Plan, the utilization of fund balance to help balance the debt service fund was approved. Economic Development Beginning Fund Balance: $607,219 Projected Year-End Fund Balance: $0 All budgeted revenues collected in this fund are used by the Chamber of Commerce for economic development purposes. Therefore, this fund does not budget a year-end fund balance. Fire Levy Beginning Fund Balance: $54,445 Projected Year-End Fund Balance: $0 All budgeted revenues collected in this fund are transferred to the General Fund for Fire related expenditures. Therefore, this fund does not budget a year-end fund balance. Library Beginning Fund Balance: $123,623 Projected Year-End Fund Balance: $0 All budgeted revenues collected in this fund are transferred to the Library for their operations. Therefore, this fund does not budget a year-end fund balance. Motor Fuel Beginning Fund Balance: $377,069 Projected Year-End Fund Balance: $0 All budgeted revenues collected in this fund are transferred to the General Fund for street maintenance Therefore, this fund does not budget a year-end fund balance. Park Sales Tax Beginning Fund Balance: $832,943 Projected Year-End Fund Balance: $375,414 The revenues collected in this fund are dedicated for the development and construction of park projects. Due to several large projects such as the Community Center and Lone Elm Park Phase II, the fund balance will be utilized. The sales tax expires in March of 2015.

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Personal Computer Replacement Beginning Fund Balance: $268,803 Projected Year-End Fund Balance: $0 This is an internal service fund for replacing computers and other technology replacement initiatives. Revenue is determined based upon projected expenditures Therefore, this fund does not budget a year-end fund balance. Recreation Beginning Fund Balance: $376,230 Projected Year-End Fund Balance: $656,221 This is a special revenue fund that collects revenue from recreation fees. It has been a priority to continue building a small fund balance in this fund. Utilizing fund balance to assist with Community Center start-up costs prior to the collection of revenue generated from the Community Center. Risk Management Beginning Fund Balance: $5,605,891 Projected Year-End Fund Balance: $3,424,807 This is an internal service fund for the City’s health, workers’ compensation and property insurance programs. Due to the City being self funded, a fund balance is budgeted to ensure that adequate funds are available for claims. Solid Waste Beginning Fund Balance: $4,062,395 Projected Year-End Fund Balance: $2,239,716 The Solid Waste fund maintains a fund balance to reach their goal of establishing a reserve 60 days of operating expenditures. The fund is also building fund balance in anticipation of future capital expenditures. Special Alcohol Beginning Fund Balance: $703,779 Projected Year-End Fund Balance: $0 The revenues collected in this fund are dedicated for the purchase, maintenance or expansion of ser-vices or programs designed for drug and alcohol abuse prevention, treatment and education Therefore, all revenues and the projected beginning fund balance are budgeted each year. Special Park & Recreation Beginning Fund Balance: $1,584,220 Projected Year-End Fund Balance: $1,352,341 This is a special revenue fund that collects revenue from development excise taxes and state liquor taxes. The revenues are dedicated for the construction of parks. Due to the volatility of the revenues, a fund balance is maintained. Special Tax Increment Financing Beginning Fund Balance: $2,679,749 Projected Year-End Fund Balance: $2,175,339 The revenues collected in this fund are to be used in the payment of bonds and debt established development districts. Due to the slowdown in the economy, the revenue collections have been below projections. Fund balance is being utilized to continue to uphold the debt payment obligations.

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Street Maintenance Sales Tax Fund Beginning Fund Balance: $1,512,527 Projected Year-End Fund Balance: $1,646,670 The Street Maintenance Sales Tax Fund was established to account for monies collected through the 10-year, 3/8 cent Street Maintenance sales tax, which was originally approved by voters in 2013 and the City began collecting on April 1, 2014. Storm Water Beginning Fund Balance: $3,866,616 Projected Year-End Fund Balance: $2,787,811 This fund has built its fund balance up over the years in anticipation of several large storm water projects. Vehicle & Equip. Replacement Beginning Fund Balance: $4,305,984 Projected Year-End Fund Balance: $5,266,853 This is an internal service fund for replacing vehicles and capital equipment. Revenue is determined based upon projected expenditures. This fund maintains a fund balance to ensure that adequate funds are available to purchase and replace equipment in a timely manner. Water & Sewer Beginning Fund Balance: $7,749,414 Projected Year-End Fund Balance: $7,749,414 This is an enterprise fund that collects revenue from water and sanitary sewer charges. The revenues fund the operations and maintenance costs as well as the debt service for water and sewer projects. A fund balance is maintained to meet potential unanticipated needs. As part of the 2014 fee resolution, water and sewer rates were raised.

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Funds: 2015 Changes to Fund Balance

General Fund Central Garage Debt Service Economic

Development Revenue TypeProperty Taxes 13,835,662 - 23,024,490 - Sales Tax 41,124,409 - - - Franchise Tax 10,451,299 - - - Guest Tax - - - 1,400,855Licenses and Permits 1,405,265 - - - Intergovernmental 910,147 - - - Charges for Services 4,487,055 6,746,525 - - Fines and Forfeits 4,013,888 - - - Transfers 6,373,300 - 339,166 - Miscellaneous 787,739 - 2,279,265 - Interest - 200 - - Total 83,388,764 6,746,725 25,642,921 1,400,855

Operating ExpendituresAdministration 938,431 - - - City Auditor 140,467 - - - Communication & Customer Srvs. 669,513 - - - Public Safety 41,316,808 - - - Information Technology Services 3,930,828 - - - Legal 1,481,975 - - - Legislative 382,623 - - - Municipal Courts 1,217,960 - - - Public Works 13,261,258 6,573,776 - - Parks & Recreation 7,568,957 - - - Debt Service - - 27,261,627 - Resource Management 3,145,391 223,734 - - General Operations 4,155,636 - - 2,008,074 Transfers 4,778,917 - - -

Beginning Fund Balance 25,089,688 50,785 19,491,148 607,219

Ending Fund Balance 25,089,688 - 17,872,442 -

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Fire Levy Library Motor Fuel Park Sales

Tax Revenue TypeProperty Taxes 2,617,709 4,176,572 - - Sales Tax - - - 1,214,464 Franchise Tax - - - - Guest Tax - - - - Licenses and Permits - - - - Intergovernmental - - 3,324,077 - Charges for Services - - - - Fines and Forfeits - - - - Transfers - - - - Miscellaneous - - - - Interest - - - 2,500 Total 2,617,709 4,176,572 3,324,077 1,216,964

Operating ExpendituresParks & Recreation - - - 274,493 Transfers 2,672,154 4,300,195 3,701,146 1,400,000

Beginning Fund Balance 54,445 123,623 377,069 832,943

Ending Fund Balance - - - 375,414

Personal Computer

Replacement Recreation Risk

Management Solid Waste Special AlcoholRevenue TypeProperty Taxes - - - - - Sales Tax - - - - - Franchise Tax - - - - - Guest Tax - - - - - Licenses and Permits - - - - - Intergovernmental - - - - 402,484 Charges for Services 825,641 5,542,113 13,625,010 12,356,050 - Fines and Forfeits - - - - - Transfers - - - - - Miscellaneous - - - - - Interest 1,758 2,600 30,000 22,000 2,000 Total 827,399 5,544,713 13,655,010 12,378,050 404,484

Operating ExpendituresCommunication & Customer Srvs. - - - 319,942 - Public Safety - - - - 193,889 Information Technology Services - - - - Internal Services 768,287 - - - - Public Works - 330,928 - 9,694,252 - Parks & Recreation - 4,933,794 - - 914,374 Resource Management - - 16,238,036 - - General Operations - - - 2,432,535 - Transfers 327,915 - - 1,754,000 -

Beginning Fund Balance 268,803 376,230 5,605,891 4,062,395 703,779

Ending Fund Balance - 656,221 3,424,807 2,039,716 -

66

Special Park & Recreation

Special Tax Increment Financing

Street Maintenance

Sales Tax Fund Storm Water

Vehicle & Equip. Replacement

Water & Sewer

Revenue TypeProperty Taxes - 1,995,000 - - - Sales Tax - 2,379,700 8,744,143 - - - Franchise Tax - - - - - Guest Tax - - - - - Licenses and Permits - - - - - Intergovernmental 402,484 - - - - Charges for Services 353,701 27,000 3,706,614 5,896,629 41,701,829 Fines and Forfeits - - - - Transfers - - - - - Miscellaneous - - - - 988,896 Interest 5,000 9,800 10,703 19,754 - Total 761,185 4,411,500 8,744,143 3,717,317 5,916,383 42,690,725

Operating ExpendituresCommunication & Customer Srvs. - - - - - 1,453,918 Public Safety - - - - - - Public Works - - 8,610,000 2,053,730 - 24,355,033 Parks & Recreation 993,064 - - - - - Debt Service - 4,915,910 - - - - General Operations - - - 342,392 - 3,905,722 Transfers - - - 2,400,000 - 2,605,948 Internal Services - - - - 4,955,514 -

Beginning Fund Balance 1,584,220 2,679,749 1,512,527 3,866,616 4,305,984 7,749,414

Ending Fund Balance 1,352,341 2,175,339 1,646,670 2,787,811 5,266,853 7,749,414

67

General Fund Summary The City’s General Fund is the principal funding mechanism for general government operations. This fund supports all of the City’s operating departments except for the utility divisions. The City is authorized to collect funds per K.S.A. 12-101. The principal revenue sources for this fund include: sales tax, property tax, franchise fees, licenses and permits, fines and forfeitures, charges for services and intergovernmental payments. Motor Fuel and Fire Levy revenues are transferred into the General Fund and expenditures are budgeted in the General Fund.

Fund Summaries

Actual Actual Projected Adopted2012 2013 2014 2015

Beginning Balance $19,805,880 $23,441,021 $24,087,102 $25,089,688

REVENUESProperty Tax 13,122,755 12,899,029 13,366,330 13,835,662Sales Tax 38,124,525 39,143,680 39,938,292 41,124,409Franchise Fees 9,857,257 10,683,439 10,225,751 10,451,299Licenses and Permits 1,292,246 1,219,515 1,317,930 1,405,265Intergovernmental 873,988 902,217 906,162 910,147Charges for Services 4,348,225 4,656,912 4,423,055 4,487,055Fines and Forfeitures 4,102,130 4,028,710 3,940,639 4,013,888Transfers 5,923,946 5,685,426 6,030,235 6,373,300Miscellaneous 652,248 1,015,062 651,600 787,739Operating Revenues 78,297,320 80,233,990 80,799,994 83,388,764Year End Accts Receivable -7,000,000

Total Available Resources 98,103,200 103,675,011 104,887,096 101,478,452


EXPENDITURESPersonal Services 47,825,379 50,497,612 52,612,219 55,553,414Contractual Services 12,649,671 14,250,652 15,621,820 16,713,286Commodities 5,641,289 6,160,435 5,931,177 5,816,547Capital Outlay 167,800 182,701 624,963 526,600Transfers 8,378,040 8,496,509 5,007,229 4,778,917Operating Expenditures 74,662,179 79,587,909 79,797,408 83,388,764 Reserve 18,089,688

Total Expenditures 74,662,179 79,587,909 79,797,408 101,478,452

Ending Balance $23,441,021 $24,087,102 $25,089,688 $0

68

Central Garage Fund Summary The Central Garage Fund was established to track specific expenditures and revenues associated with this internal service. Expenditures in this fund are allocated to various funds utilizing a usage-based formula.


Beginning Balance $113,817 $65,524 $50,785 $50,785

REVENUESCharges for Services 5,917,248 6,057,144 6,604,550 6,746,525Interest Income 238 170 0 200Operating Revenue 5,917,486 6,057,314 6,604,550 6,746,725



EXPENDITURESPersonal Services 1,626,171 1,616,997 1,760,615 1,835,874Contractual Services 767,355 782,036 1,037,623 937,444Commodities 3,561,655 3,672,947 3,793,538 3,953,517Capital Outlay 0 0 12,774 70,675Transfers 10,598 73 0 0Operating Expenditures 5,965,779 6,072,053 6,604,550 6,797,510


Ending Balance $65,524 $50,785 $50,785 $0

69

Debt Service Fund Summary The Debt Service Fund accounts for monies received from taxes and special assessments for the repayment of the City’s general obligation bonds used to finance capital improvements.



REVENUESProperty Tax & Spec. Assess. 24,819,108 26,523,671 24,238,754 23,024,490Miscellaneous 1,375,163 457,504 338,283 339,166Transfers 2,507,622 1,949,058 2,191,881 2,279,265Operating Revenue 28,701,893 28,930,233 26,768,918 25,642,921



EXPENDITURESContractual Services 122,904 70,774 0 0Commodities 0 0 60,000 60,000Capital Outlay 30,975,824 29,735,077 30,099,465 27,201,627Operating Expenditures 31,098,728 29,735,077 30,159,465 27,261,627 Reserve 17,872,442


Ending Balance $23,686,539 $22,881,695 $19,491,148 $0

70

Economic Development Fund Summary The Economic Development Fund accounts for monies generated from the City’s 6% transient guest tax. The revenue from the tax goes to the Olathe Chamber of Commerce for economic development (50%) and the Convention and Visitors Bureau (50%).



REVENUESTransient Guest Tax 1,015,736 1,333,354 1,366,687 1,400,855Operating Revenues 1,015,736 1,333,354 1,366,687 1,400,855



EXPENDITURESContractual Services 900,000 943,316 1,279,686 2,008,074Operating Expenditures 900,000 943,316 1,279,686 2,008,074

Total Expenditures 900,000 943,316 1,279,686 2,008,074

Ending Balance $130,180 $520,218 $607,219 $0

71

Fire Levy Fund Summary The Fire Levy Fund was established in 2001 to separate Fire Department expenditures from the rest of the General Fund. This fund allows the levying of non-fire taxes to City residents within undetached property in rural fire districts. Expenditures for the Fire Department were moved from the Fire Levy Fund to the General Fund. All Fire Levy Fund revenues are now transferred to the General Fund.



REVENUESProperty Tax 2,465,325 2,431,469 2,470,219 2,617,709Operating Revenues 2,465,325 2,431,469 2,470,219 2,617,709



EXPENDITURESTransfers 2,529,124 2,431,469 2,499,613 2,672,154Operating Expenditures 2,529,124 2,431,469 2,499,613 2,672,154


Ending Balance $83,839 $83,839 $54,445 $0

72

Library Tax Fund Summary The Library Tax Fund accounts for monies received from the annual library tax levy. Money is collected for the Library Operating Fund for the operation of the Olathe Public Library.



REVENUESProperty Tax 4,005,701 3,950,607 3,919,963 4,176,572Operating Revenues 4,005,701 3,950,607 3,919,963 4,176,572



EXPENDITURESContractual Services 3,799,497 3,989,068 4,084,358 4,300,195Operating Expenditures 3,799,497 3,989,068 4,084,358 4,300,195


Ending Balance $326,479 $288,018 $123,623 $0

73

Motor Fuel Fund Summary The Motor Fuel Fund was created to account for motor fuel taxes levied by the State of Kansas and distributed to local units of government for the purpose of constructing, altering, reconstructing, maintaining, and repairing streets and highways. The Motor Fuel Fund revenues are transferred into the General Fund and expenditures are budgeted in the General Fund.



REVENUESIntergovernmental 3,260,832 3,291,084 3,307,539 3,324,077Operating Revenues 3,260,832 3,291,084 3,307,539 3,324,077



EXPENDITURESTransfers 3,394,822 3,253,957 3,530,622 3,701,146Operating Expenditures 3,394,822 3,253,957 3,530,622 3,701,146


Ending Balance $563,025 $600,152 $377,069 $0

74

Park Sales Tax Fund Summary The Park Sales Tax Fund was established to account for monies collected through the 1/8% sales tax, which was originally approved by voters in 1999 for park improvements and renewed in 2005. The second phase expires in March 2015.


Beginning Balance $5,335,643 $3,564,315 $1,253,076 $832,943

REVENUESSales Tax 2,699,224 2,774,334 2,829,820 1,214,464Interest Income -5,898 5,631 5,631 2,500Transfers 575,068 0 0 0Operating Revenues 3,268,394 2,779,965 2,835,451 1,216,964Year End Accts Receivable -200,000



EXPENDITURESPersonal Services 234,256 228,118 249,340 266,539Contractual Services 1,927 2,312 4,844 5,265Commodities 0 1,709 1,400 2,689Transfers 4,803,539 4,859,065 3,000,000 1,400,000Operating Expenditures 5,039,722 5,091,204 3,255,584 1,674,493 Reserve 175,414


Ending Balance $3,564,315 $1,253,076 $832,943 $0

75

Personal Computer Replacement Fund Summary The Personal Computer Replacement Fund was created to account for monies to fund the City’s purchase of replacement personal computers and other technology equipment. Beginning in 2013, this fund also includes the Technology Capital Replacement program, which provides a funding source for technology capital replacement items.



REVENUESCharges for Services 488,767 726,560 860,756 825,641Interest Income 246 1,690 1,724 1,758Operating Revenues 489,013 728,250 862,480 827,399



EXPENDITURESCapital Outlay 702,015 448,639 501,597 768,287Transfers 116,000 294,283 477,413 327,915Operating Expenditures 818,015 742,922 979,010 1,096,202

Total Expenditures 818,015 742,922 979,010 1,096,202

Ending Balance $400,005 $385,333 $268,803 $0

76

Recreation Fund Summary The Recreation Fund was established to account for revenues generated by user fees from the wide variety of City operated park and recreation programs. Beginning in 2014, the Recreation Fund also includes the operations for the Olathe Community Center.



REVENUESCharges for Services 1,698,169 1,739,338 3,308,606 5,542,113Interest Income -251 2,459 2,500 2,600Operating Revenues 1,697,918 1,741,797 3,311,106 5,544,713



EXPENDITURESPersonal Services 769,754 898,694 1,992,907 2,727,682Contractual Services 453,648 478,651 925,257 1,641,358Commodities 349,310 306,549 435,568 863,952Capital Outlay 19,160 16,360 264,000 31,730Transfers 0 0 15,000 0Operating Expenditures 1,591,872 1,700,254 3,632,732 5,264,722 Reserve 656,221


Ending Balance $656,313 $697,856 $376,230 $0

77

Risk Management Fund Summary The Risk Management Fund was created to support the City’s health, workers’ compensation, and property insurance programs. Risk Management Fund costs are charged back to user departments.



REVENUESCharges for Service 12,558,365 13,336,290 12,933,382 13,625,010Interest Income -1,049 25,531 27,000 30,000Operating Revenues 12,557,316 13,361,821 12,960,382 13,655,010



EXPENDITURESPersonal Services 211,673 241,497 298,361 315,051Contractual Services 13,013,968 12,225,169 14,169,853 15,433,543Commodities 4,698 581 29,800 87,500Operating Expenditures 13,230,339 12,467,247 14,498,014 15,836,094 Reserve 3,424,807


Ending Balance $6,248,949 $7,143,523 $5,605,891 $0

78

Solid Waste Fund Summary The Solid Waste Fund holds all of the revenue generated from fees associated with Solid waste, disposal and curbside recycling programs. The revenue is used to directly fund the operations and maintenance of these programs.



REVENUESCharges for Services 12,149,551 12,465,219 12,187,490 12,356,050Interest Income 23,695 21,071 21,362 22,000Operating Revenues 12,173,246 12,486,290 12,208,852 12,378,050Year End Accts Receivable -200,000



EXPENDITURESPersonal Services 3,744,708 3,926,965 3,865,789 4,060,593Contractual Services 5,293,649 5,432,807 5,849,939 6,037,573Commodities 2,034,695 1,814,213 1,916,339 2,078,278Capital Outlay 610 214,013 270,285 270,285Transfers 256,594 369,146 306,500 1,754,000Operating Expenditures 11,330,256 11,757,144 12,208,852 14,200,729Reserve 2,039,716


Ending Balance $3,333,249 $4,062,395 $4,062,395 $0

79

Special Alcohol Fund Summary The Special Alcohol Fund was created to account for monies received from the State of Kansas liquor tax on all Class A and Class B private clubs. The money is earmarked for the purchase, maintenance, or expansion of services or programs designed for drug and alcohol abuse prevention, treatment and education.



REVENUESIntergovernmental 376,321 394,553 398,499 402,484Interest Income -119 1,817 1,817 2,000Operating Revenues 376,202 396,370 400,316 404,484



EXPENDITURESPersonal Services 132,397 143,186 139,322 150,166Contractual Services 202,676 206,838 246,828 270,791Commodities 5,850 21,827 18,254 15,754Capital Outlay 2,916 3,079 0 671,552Operating Expenditures 343,839 374,931 404,404 1,108,263


Ending Balance $686,428 $707,867 $703,779 $0

80

Special Park and Recreation Fund Summary The Special Park and Recreation Fund was created to account for monies received from the State liquor tax on all Class A and Class B private clubs that are earmarked for the purchase, establishment, maintenance or expansion of park and recreational services, programs and facilities. The fund also includes monies from the City’s Park Excise Tax, which includes general park funds and neighborhood park funds. These funds are used for the park projects specified in the Capital Improvement Plan.



REVENUESIntergovernmental 376,321 394,553 398,499 402,484Charges for Services 337,457 346,766 346,766 353,701Transfers 92,546 518,432 0 0Interest Income -985 4,661 4,800 5,000Operating Revenues 805,339 1,264,412 750,065 761,185



EXPENDITURESPersonal Services 347,314 379,462 454,433 481,048Contractual Services 4,611 5,680 56,714 55,659Commodities 0 6,357 6,357 6,357Transfers 485,000 505,000 400,000 450,000Operating Expenditures 836,925 896,500 917,504 993,064 Reserve 1,352,341


Ending Balance $1,383,747 $1,751,659 $1,584,220 $0

81

Special Tax Increment Financing Fund Summary The Special Tax Increment Financing Fund accounts for monies to be used for the payments of debt for established Tax Increment Financing (TIF) Development Districts, Transportation Development Districts (TDD) and Community Improvement Districts (CID). The fund receives revenue from the ad valorem property tax and sales tax increments of the development district.



REVENUESProperty Tax 1,433,408 1,482,974 1,756,000 1,995,000Sales Tax 2,320,397 2,473,341 2,725,005 2,379,700Charges for Services 0 0 27,000 27,000Interest Income 3,440 9,442 9,600 9,800Operating Revenues 3,757,245 3,965,757 4,517,605 4,411,500



EXPENDITURESCapital Outlay 3,511,554 5,232,948 6,863,745 4,915,910Operating Expenditures 3,511,554 5,232,948 6,863,745 4,915,910 Reserve 2,175,339


Ending Balance $6,293,080 $5,025,889 $2,679,749 $0

82

Street Maintenance Sales Tax Fund The Street Maintenance Sales Tax Fund was established to account for monies collected through the 10-year, 3/8 cent Street Maintenance sales tax, which was originally approved by voters in 2013 and the City began collecting on April 1, 2014.


Beginning Balance $0 $0 $0 $1,512,527

REVENUESSales Tax 0 0 6,512,527 8,744,143Interest Income 0 0 0 0Operating Revenues 0 0 6,512,527 8,744,143Year End Accts Receivable

Total Available Resources 0 0 6,512,527 10,256,670


EXPENDITURESTransfers 0 0 5,000,000 8,610,000Operating Expenditures 0 0 5,000,000 8,610,000 Reserve 1,646,670

Total Expenditures 0 0 5,000,000 10,256,670

Ending Balance $0 $0 $1,512,527 $0

83

Storm Water Fund Summary The Storm Water Fund was created to account for monies collected through the City’s storm water management fee. The storm water management fee provides a funding source for the construction of new and remedial storm water facilities.



REVENUESCharges for Services 3,562,218 3,636,196 3,677,966 3,706,614Interest Income -2,551 10,287 10,492 10,703Transfers 799,622 0 0 0Operating Revenues 4,359,289 3,646,483 3,688,458 3,717,317



EXPENDITURESPersonal Services 1,119,955 1,212,553 1,617,235 1,575,457Contractual Services 433,616 475,931 509,472 586,789Commodities 163,933 183,088 233,871 201,376Capital Outlay 994 180 6,000 32,500Transfers 1,889,488 1,482,503 2,389,500 2,400,000Operating Expenditures 3,607,986 3,354,255 4,756,078 4,796,122Reserve 2,787,811


Ending Balance $4,642,008 $4,934,236 $3,866,616 $0

84

Vehicle and Equipment Replacement Fund (VERF) Summary The Vehicle and Equipment Replacement Fund was created to account for monies to fund the City’s capital budget for replacement of vehicles and certain capital equipment. This fund was established in accordance with Resolution No. 89-1213 (Debt Management and Fiscal Policies for the City).



REVENUESCharges for Services 4,236,851 5,434,660 6,051,694 5,896,629Transfers 45,298 0 0 0Interest Income 12,628 18,987 19,367 19,754Operating Revenues 4,294,777 5,453,647 6,071,061 5,916,383



EXPENDITURESCapital Outlay 7,625,350 6,701,978 4,063,435 4,955,514Transfers 41,260 0 2,000,000 0Operating Expenditures 7,666,610 6,701,978 6,063,435 4,955,514Reserve 5,266,853


Ending Balance $5,546,689 $4,298,358 $4,305,984 $0

85

Water and Sewer Fund Summary The Water and Sewer Fund holds all of the revenue generated from fees associated with water and sanitary sewer charges. The revenue is used to directly fund operations and maintenance of the following divisions: Customer Services, Infrastructure Management, Field Operations, Strategic Management and Environmental Services.



REVENUESCharges for Services 35,628,304 37,837,574 40,062,981 41,701,829Miscellaneous 1,498,539 1,137,350 1,085,581 988,896Operating Revenues 37,126,843 38,974,924 41,148,562 42,690,725Year End Accts Receivable -2,000,000



EXPENDITURESPersonal Services 8,978,653 9,455,406 10,336,787 11,032,053Contractual Services 11,694,395 10,633,962 13,405,441 14,405,142Commodities 11,283,162 11,736,567 3,364,684 3,692,358Capital Outlay 492,772 435,487 10,170,291 10,955,224Transfers 3,858,091 6,390,709 3,871,359 2,605,948Operating Expenditures 36,307,073 38,652,131 41,148,562 42,690,725 Reserve 5,749,414


Ending Balance $7,426,621 $7,749,414 $7,749,414 $0

86

Funds: 2015 Total Fund Summary

Beginning 2015 Adopted 2015 AdoptedFund Name Balance Revenues Expenditures

General $25,089,688 $101,478,452 $101,478,452Central Garage 50,785 6,797,510 6,797,510Debt Service 19,491,148 45,134,069 45,134,069Economic Development 607,219 2,008,074 2,008,074Fire Levy 54,445 2,672,154 2,672,154Library Tax 123,623 4,300,195 4,300,195Motor Fuel 377,069 3,701,146 3,701,146Park Sales Tax 832,943 1,849,907 1,849,907Personal Computer Replacement 268,803 1,096,202 1,096,202Recreation 376,230 5,920,943 5,920,943Risk Management 5,605,891 19,260,901 19,260,901Solid Waste 4,062,395 16,240,445 16,240,445Special Alcohol 703,779 1,108,263 1,108,263Special Park and Recreation 1,584,220 2,345,405 2,345,405Special Tax Increment Financing 2,679,749 7,091,249 7,091,249Street Maintenance Sales Tax 1,512,527 10,256,670 10,256,670Storm Water 3,866,616 7,583,933 7,583,933Vehicle & Equipment Replacement 4,305,984 10,222,367 10,222,367Water & Sewer 7,749,414 48,440,139 48,440,139

Total $79,342,528 $297,508,024 $297,508,024

87

Funds: By Department Matrix The matrix below illustrates which funds are budgeted in each Departments. A portion of the General Fund is budgeted in every Department, while the other funds only impact certain Departments. The following Department pages include the funding source for each division’s operating expenditures.

Fund Admin Auditor Communication

& Customer Services

Fire ITS Legal Legislative Municipal Court

Public Works

Parks & Rec Police Resource

Management

General x x x x x x x x x x x x Central Garage

x

Park Sales Tax x

Recreation x x

Risk Management x x

Solid Waste x x

Special Alcohol x x

Special Park & Rec x

Street Maintenance Sales Tax X

Storm Water x

Water & Sewer x x

88

Administration Department

The Administration Department is comprised of the City Manager’s Office.

Major Services

♦ Implementing and administrating the general policies

and procedures of the City as outlined by the City Council.

♦ Overseeing preparation of the City’s annual budget, five-year Capital Improvement Plan (CIP), Strategic Plan, and Organizational Scorecard.

Community Focus Areas

♦ Administration is an internal service function that

supports all Community Focus Areas.

To provide responsible, efficient leadership for the City organization, and to serve the City Council and citizens of Olathe.

Department Location

City Hall 100 E. Santa Fe Olathe, KS 66061 (913) 971-8700

Department Mission

89

Departmental Budget: Administration

Department Structure

Personnel Summary

ACTUAL ACTUAL BUDGET ADOPTED 2012 2013 2014 2015

Administration

Personal Services $666,518 $691,218 $722,077 $766,471 Contractual Services 73,243 136,076 148,225 150,778 Commodities 15,332 18,897 22,582 21,182 Capital Outlay 629 616 0 0

Administration Total $755,722 $846,807 $892,884 $938,431

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Full Time 5 5 5 5 Part Time 0 0 0 0 Total FTE'S 5 5 5 5

90

Departmental Key Result Indicators: Administration

A department’s “Key Result Indicators” are performance measures highlighting how the department aligns with the Organizational Scorecard. The Key Result Indicators are organized under the Organizational Objective categories: Satisfied Customers, Financially Strong, Effective Organization and Engaged Workforce. At the production of this budget book, the departments are developing their 2015 business plans and evaluating their Key Results Indicators. The 2015 targets are developed after the departments review their 2014 actuals in early 2015.

Key Result Indicator Actual 2012 Actual 2013 Target 2014

Crime Rate - Total (Part 1) 20.54 18.86 <26.0

Percent of time water meets regulatory standards 100% 100% 100%

Fire confined to room of origin 62% 68% 70%

Percent of cardiac arrest patients arriving to hospital with a pulse 24% 25% 20%

Overall Satisfaction 130 121 >132

Overall value received for City taxes/fees 76% 70% 70%

Parks & Recreation Satisfaction 88% 89% 85%

Solid Waste Diversion Rate 38% 38% >35%

Mobility Index 118 121 121

Neighborhood Health Index 100 102 102

Diversity Index 108 111 112

Bond Rating Index 9.0 9.0 9.0

Private Investment in Downtown as a percentage of total dollars invested (Public & Private)

11% 18% 5%

Actual Land Use Mix (residential/non-residential) 29.09/70.91 29.25/70.75 29.10/70.9

91

City Manager The City Manager’s Office provides professional leadership in the administration and execution of policies and objectives formulated by the City Council. The office oversees the preparation of the annual operating budget and the five-year Capital Improvement Plan.

2014 Accomplishments: 2015 Goals and Objectives:

EXPENDITURES

SOURCE OF FUNDS

• The Olathe Community Center opened on July 1, 2014.

• Completed quarterly DirectionFinder

surveys that helps our organization better see trends in service delivery.

• Completed the Annual Organizational

Scorecard Report. • Achieved the Certification of

Excellence from the International City County Management Association Center for Performance Measures.

• Completed Internal DirectionFinder

Survey.

• Deliver high quality customer service.

• Meet financial challenges of the future with priority-based decision making focused on long-term strategies.

• Optimize resources through collaboration and partnerships to reduce costs and improve services.

• Citizens feel and are safe in person and property.

• Continue to support economic development and job creation.

• Pursue environmental stewardship. • Create and implement a long-term

strategy to maintain streets. • Implement a new library plan. • Develop and implement a Health

Communities Master Plan.

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $666,518 $691,218 $722,077 $766,471 Contractual Services 73,243 136,076 148,225 150,778 Commodities 15,332 18,897 22,582 21,182 Capital Outlay 629 616 0 0 Total $755,722 $846,807 $892,884 $938,431

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 General $755,722 $846,807 $892,884 $938,431

Total $755,722 $846,807 $892,884 $938,431

92

City Auditor Department

The City Auditor Department is comprised of the City Auditor’s Office.

Major Services

♦ Conduct financial-related and performance audits to

identify recommendations for improving operations.


♦ The City Auditor is an internal support function whose

immediate customers are the City’s externally-focused departments.

To provide the Olathe City Council with an independent and objective assessment of all municipal operations and financial processes in accordance with applicable auditing standards.


Department Mission

Department Location

93

Departmental Budget: City Auditor


Personnel Summary



City Auditor

Personal Services $126,856 $0 $126,172 $132,830 Contractual Services 3,695 1,060 6,305 5,537

Commodities 769 0 1,100 2,100 City Auditor Total $131,320 $1,060 $133,577 $140,467

94

City Auditor

The City Auditor serves the City Council and City management by conducting performance audits and other reviews to identify meaningful recommendations for improving all facets of municipal government operations. The City Auditor was vacant from 2013 to late 2014.

2014 Accomplishments: 2015 Goals and Objectives: • The position of city auditor was vacant

during this reporting period.

EXPENDITURES

SOURCE OF FUNDS

• The position of city auditor was vacant during this reporting period.

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $126,856 $0 $126,172 $132,830 Contractual Services 3,695 1,060 6,305 5,537 Commodities 769 0 1,100 2,100 Total $131,320 $1,060 $133,577 $140,467

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 General $131,320 $1,060 $133,577 $140,467 Total $131,320 $1,060 $133,577 $140,467

95

Communication & Customer Services

The Communication & Customer Services Department is comprised of the following divisions: Communication and Public Engagement Administration, Customer Service,

and Creative Media Operations.

Major Services

♦ Strategic management of the comprehensive public information programs, including creative media

♦ Customer relations/service

♦ Billing and account management

♦ Internal communications

♦ Public affairs

♦ Brand management

♦ Citizen engagement

♦ Web content management

♦ Communication & Customer Services serves internal and external customers and supports all Community Focus Areas.

Empowering the Olathe community with unequaled communication, customer service, and public outreach.


Robinson Complex 1385 S. Robinson Dr. Olathe, KS 66061 (913) 971-9311

Department Mission

Department Locations


Department Changes

♦ Public Education Specialist and Public Outreach Specialist moved to the Public Safety Departments.

♦ Reclassification of a vacant Customer Service

Representative position to Maintenance Worker to adequately maintain Cedar Creek Wastewater Treatment Plant.

96

Departmental Budget: Communication & Customer Services


Personnel Summary


Customer Service

Creative Media Operations

Communication & Public Engagement

Administration


ACTUAL ACTUAL BUDGET ADOPTED2012 2013 2014 2015

Communications & Customer Services (C&CS)Personal Services $1,496,345 $1,572,354 $1,675,417 $1,516,738Contractual Services 229,373 188,439 393,668 525,701Commodities 263,229 334,928 300,225 381,939Capital Outlay 24,849 31,905 19,000 19,000Transfers 321,100 321,100 321,100 0

C&CS Total $2,334,896 $2,448,726 $2,709,410 $2,443,378

97

Departmental Key Result Indicators: Communication & Customer Services

Organizational Goal:Department Goal Key Result Indicator Actual 2012 Actual 2013 Target 2014

Effectiveness of City Communication with Public (Q1g)

82% 84% 85%

Satisfaction with City efforts to keep you informed (Q18b)

79% 78% 80%

City website as a source for information (Q18e)

72% 75% 75%

City newsletter as a source for information (Q18f)

87% 92% 90%

Overall level of service provided by Communications Division

NA 84% NA

Average weekly impressions on Facebook 24,565 36,870 42,400

Average monthly exposure to City posts on Twitter

74,537 147,327 162,060

% of Council Legislative priorities successfully addressed

100% 100% 100%

Quality of Customer Service (Q1f) 85% 82% 88%Answer inbound calls in 20 seconds or less 85% 82% 80%

Respond to all OlatheConnect Inquiries within 2 business days

96.90% 94.40% 95%

Anticipate and understand customer issues, needs and trends

Expand number of credit card payment methods for utilities 1 1 3‐6


Bill utility and misc. charges accurately and on time

Bad Debt Ratio to Dollars Billed 0.31% 0.33% 0.35%

Ensure transparency of information

Satisfaction with Public Involvement and Decision making (Q18c)

53% 63% 65%


Number of customer address searches via Trash Day

NA 7,927 10,305

Number of customers downloading mobile app (Trash Day)

NA 3,755 4,881


Develop leaders in the organization

Percentage of supervisors participating in at least two monthly Supervisor Training events

100% 100% 100%


Percent of employees participating in committees/initiatives outside of Department

100% 100% 90%

Employee Engagement Survey overall score 4.46 4.40 NA

Hold diverse focus group meeting to discuss customer service tools 2 2 1

Train and prepare backups for all duties in Customer Services 100% 100% 100%

Effective Organization

Financially Strong

Deliver Excellent Service to all Customers

Be Responsible & Accountable Financial Stewards

Satisfied Customers

Ensure effective communications with residents, employees and stakeholders

Provide accurate, timely and meaningful service to all customers

Employees have tools and support to be successful

Continuously Improve

Strengthen Our Culture of Leadership, Innovation & Employee Engagement

Recruit, Develop & Retain Employees Committed to Excellence

Engaged Workforce

Meet customer changing needs and expectations

98

Communication & Public Engagement Administration

EXPENDITURES

SOURCE OF FUNDS


The Communication & Public Engagement Administration Division directs and manages the Communication & Customer Services Department. It also includes all City, State, and Federal lobbying. The Public Education Specialist and Public Outreach Specialist moved to the Public Safety Departments in 2015.

• Increased social media engagement through Facebook and Twitter.

• Successfully navigated challenging State

legislative sessions. • Implemented site improvement software for

public website. • Initiated process to redesign public website.

• Increase number of residents utilizing Olathe Connect and Olathe Trash Day mobile applications.

• Update public website to better serve

customer needs and meet customer expectations.

• Enhance internal communication to include

an upgraded intranet site in partnership with Information Technology Services.

• Proactively and strategically address

another challenging legislative session.


Actual 2012 Actual 2013 Budget 2014 Adopted 2015 General $485,115 $508,956 $544,453 $479,186 Special Alcohol 92,333 98,550 103,394 0 Total $577,448 $607,506 $647,847 $479,186

99

Customer Service

SOURCE OF FUNDS


The Customer Service Division provides efficient and responsive customer service while assuring accuracy and timeliness of billing and collection of fees for City services. The division serves as the initial point of contact for all customer inquiries and service requests for the department.

• Implemented new utility billing system. • Expanded payment channels and methods

for utility bill customers. • Accurately produced 500,000 bills totaling

$49,000,000 in revenue.

• Evaluate enhanced customer tools for online utility account management.

• Implement contact center management

system in partnership with Information Technology Services.

EXPENDITURES Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $971,322 $958,447 $1,056,370 $1,039,197 Contractual Services 105,663 62,334 233,863 377,415 Commodities 240,237 303,086 268,679 357,254 Capital Outlay 654 1,731 0 0 Transfer 321,100 321,100 321,100 0 Total $1,638,977 $1,646,698 $1,880,012 $1,773,866

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Water and Sewer $1,479,810 $1,490,054 $1,689,921 $1,453,921 Solid Waste 159,167 156,645 190,091 319,944 Total $1,638,977 $1,646,698 $1,880,012 $1,773,866

100

Creative Media Operations

EXPENDITURES

SOURCE OF FUNDS


The Creative Media Operations Division provides a public service to Olathe residents using the cable television system, internet, and social media as outlets for governmental and educational information and programming. Creative Media Operations is a program within the Communications & Public Engagement Administration Division.

• Increased video content delivered via web and social media, including “The Link” news program, “O on the Go” internal news program, “Moment with the Mayor”, City Manager’s video blog, budget videos, and other one-time programs.

• Received 1st Place in the Internal News Show Award of Excellence category for “O on the Go” and 2nd place in External News Show Award of Excellence category for a Mobile Application from the National Association of Government Communicators.

• Produced 70 videos for internal and external communications with over 22,500 video views of public content.

• Expanded the digital signage locations to

the Police Department and Parks and Recreation to include the Community Center.

• Refine analytics used to guide video production.

• Continue to expand digital signage project

to other departments and city facilities. • Increase use of video as a viable

communication channel through social media and web.

• Look for opportunities to utilize bumper ads

in video production.

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $76,455 $133,829 $146,510 $150,448 Contractual Services 7,752 12,711 10,041 12,944 Commodities 10,070 17,808 6,000 7,935 Capital Outlay 24,195 30,173 19,000 19,000 Total $118,472 $194,521 $181,551 $190,327


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Major Services

♦ Fire Administration & Support Services (Budget, Fire Analysis, Community Services, Public Information, Chaplain, Building Codes, Community Enhancement)

♦ Emergency Services (Emergency Field Operations) ♦ Special Operations (Emergency Management,

Training & Safety, Logistics and Support Services, Community Emergency Response Team (CERT), Technical Rescue, Hazardous Materials, Bomb Squad, Mobile Integrated Health)

♦ Community Risk Management (Fire Marshal, Fire

Prevention & Risk Reduction, Public Education, Fire Inspections, Fire & Explosive Investigations, Fire Plan Review)

The Fire Department is comprised of the following divisions: Fire Administration & Support Services,

Emergency Services, Community Risk Management/Fire Marshal and Special Operations.


♦ Public Safety

Department Changes

♦ Public Education Specialist and Program moved to the Fire Department from the Communications and Customer Services Department.

Fire Department

To continuously protect and preserve life and property through excellence in training, community risk management, disaster preparedness, and rapid emergency services response.

Fire Administration 1225 S. Hamilton Circle Olathe, KS 66061 (913) 971-6333

Station 1 501 E. US 56 Hwy

Station 2 1725 N. Renner Rd.

Station 3 14990 W. 143rd St.

Station 4 13301 S. Mur-Len Rd.

Station 5 1128 W. Spruce St.

Station 6 24200 W. College Blvd.

Station 7 16110 S. Mur-Len Rd.


Department Mission

102

Departmental Budget: Fire


Personnel Summary

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Full Time 132 135 138 140 Part Time 0.75 0 0 0 Total FTE'S 132.75 135 138 140


Fire

Personal Services $13,161,561 $13,874,753 $14,130,699 $15,328,197 Contractual Services 1,199,870 1,511,240 1,940,046 2,137,561 Commodities 613,587 631,338 611,849 613,091 Capital Outlay 32,728 17,606 15,700 15,700 Transfers 419 7,223 0 0

Fire Total $15,008,165 $16,042,159 $16,698,294 $18,094,549

103

Departmental Key Result Indicators: Fire


Percent of school officials who reported overall satisfaction with the Adopt‐A‐School program as satisfied or very satisfied.

95% 98% 97%

Number of stakeholders receiving annual CERT training 95 75 50

Percent of city departments with completed Emergency Action Plans

100% 100% 100%


Ensure effective communications with internal and external stakeholders

Satisfaction with quality of local fire protection/emergency medical services (Q1a)*

90% 89% 90%

Satisfaction with how quickly fire and emergency medical services respond to emergencies (Q24g)*

90% 90% 92%

Satisfaction with quality of fire related education programs (Q24i)

79% 80% 83%

Satisfaction with the overall enforcement of city codes and ordinances (Q1e) 68% 62% 67%


Cost of fire services per capita$107.35 $105.44 <$113.00

Cost of building inspection services per capita $7.70 $10.51 <$11.00


Percent of cardiac arrest patients arriving to the hospital with a pulse

24% 25% 20%

Fire confined to object or room of origin (1‐2 family structures)

62% 61% 70%

Property loss per capita $18.31 $45.98 $39.90 Percent of Code 1 fire emergency calls responded to within 5 minutes from dispatch to arrival on scene of first arriving unit

57% 58% 61%

Percent of responses ? 8 minutes (from dispatch to arrival of effective response force for 1‐2 family residential structure incidents

81% 55% 60%

Actual number of Life Safety Inspections performed

3424 1911 3000

Number of Code Enforcement cases brought to voluntary compliance as a percentage of all new cases

85% 84% 85%

Number of calendar days from the first Code Enforcement inspection to voluntary compliance for housing

87 54 60

Number of calendar days from the first Code Enforcement inspection to voluntary compliance of nuisance

14 12 10


Provide a well‐qualified and diverse workforce to meet the dynamic needs of the fire service organization (community risks and hazards)


Financially Strong

Strengthen our Safe & Secure Community



Satisfied Customers

Establish and foster effective community partnerships

Notes: *First two indicators combined Fire/EMS services in 2013. These were separate measures in 2012. Actual 2013 data = Q4 survey results only. DirectionFinder® became a quarterly survey in 2013.

Provide a well‐qualified and diverse workforce to meet the dynamic needs of the fire service organization (community risks and hazards)

104

Departmental Key Result Indicators: Fire


Percentage of incidents where total response time from call taken to arrival on scene of first arriving unit to a High‐Risk EMS call meets the benchmark:

• Metro/Urban Service Area (population >2,000/mi; Benchmark is 6 minutes NA 87.1% 90%

• Suburban Service Area (population between 1,000 and 2,000/mi); Benchmark is 6 minutes

NA 83.8% 90%

• Rural Service Area (population <1,000/mi); Benchmark is 6 minutes

NA 61.0% 90%

Percentage of incidents where total response time from call taken to arrival on scene of first arriving unit to a High‐Risk Structure Fire meets the benchmark:

• Metro/Urban Service Area (population >2,000/mi; Benchmark is 6 minutes 20 seconds

NA 85.4% 90%

• Suburban Service Area (population between 1,000 and 2,000/mi); Benchmark is 7 minutes 20 seconds

NA 100% 90%

• Rural Service Area (population <1,000/mi); Benchmark is 7 minutes 20 seconds

NA N/A 90%

The amount of time from being notified by dispatch to enroute to code 1 emergency calls 90% of the time (turnout)

• Structure Fire 1:33 1:32 1:20• Medical 1:29 1:26 1:00


Enhance a quality and progressive safety environment

Number of injuries to on‐duty, sworn personnel 20 14 0

Continue to evaluate, develop and maintain highly qualified emergency service and code enforcement professionals within the Olathe Fire Department.

Average number of hours trained per sworn firefighter

144 126 150


Continue to evaluate, develop and maintain highly qualified emergency service and code enforcement professionals within the Olathe Fire Department.

Employee Engagement & Satisfaction Index

4.1 4.1 4.0

Engaged Workforce Recruit, Develop & Train Employees Committed to Excellence


Effective Organization Continuously Improve

Prepare for, pursue, achieve and maintain international accreditation

105

Fire Administration & Support Services

2014 Accomplishments: 2015 Goals and Objectives: • Implementation of the Mobile Integrated

Healthcare program. • Reviewed customer satisfaction scorecard for the Building Codes section to help identify customer needs and improvement opportunities. • Maintained agency accreditation with the

Commission on Fire Accreditation International (CFAI).

• Update the Strategic Plan (and corresponding annual Plan of Action) with emphasis on the Mission, Values, and Vision of the department while seeking opportunities for continuous improvement.

• Plan and prepare for a 2015-2016 Insurance Services Office (ISO) reappraisal.

• Work with stakeholders to identify future fire stations, staffing levels, and training sites.

• Facilitate critical improvements to Station 2 to maintain functionality.

• Transition to new permitting software system for building codes division.

• Maintain agency accreditation with the Commission on Fire Accreditation International (CFAI). Submit Annual Compliance Report.

• Maintain high level of customer satisfaction based on DirectionFinder® Survey.

EXPENDITURES

SOURCE OF FUNDS

The Fire Administration & Support Services Division directs and manages the Fire Department, coordinates division activities, and provides essential support services to the entire department. This division manages allocated resources and guides the Department to meet its service mission to the community.

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $1,176,936 $1,190,506 $1,260,871 $1,278,945 Contractual Services 194,011 245,847 245,343 272,166 Commodities 81,794 85,392 75,428 76,520 Capital Outlay 0 1,849 500 500 Transfers 0 0 0 0 Total $1,452,741 $1,523,594 $1,582,142 $1,628,131

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 General $1,452,741 $1,523,594 $1,582,142 $1,628,131 Total $1,452,741 $1,523,594 $1,582,142 $1,628,131

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Special Operations


• Trained personnel in the standardization of local incident operations using the Blue Card program. The Olathe Fire Department is designated as an official Blue Card Training Center and all chief officers are Blue Card certified.

• Completed a Command Training Center for department personnel and regional and national visitors to advance skills in incident command.

• Provided required continuing education requirements through a central online program for firefighters, paramedics and other staff; and administered a Fire Academy for six new recruit firefighters.

• Completed construction on a two-story temporary training solution at Fire Administration.

• Implemented 2014 training plan integrating Battalion Chief Training Liaisons, Company Performance Benchmarks and Individual Skill Verifications.

• Continue Blue Card certification for acting chief officers.

• Sustain investment in Personal Protective Equipment and upgrades as warranted by current industry standards and by maintaining established rotation schedule.

• Continue investment in infrastructure and support equipment (facilities, apparatus and equipment).

• Evaluate inputs and data to provide guidance and oversight of the Mobile Integrated Health Program.

• Deliver 150 hours of emergency services training per commissioned personnel.

• Continue development of Fire Training Center to include site identification and building plan.

EXPENDITURES

SOURCE OF FUNDS

The Special Operations Division coordinates and manages all functions required of a City Disaster Agency including city-wide capabilities in support of the all-hazards integrated Emergency Management System. The program focus is preparing for, responding to, recovering from and mitigating the effects of community hazards.


Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $1,042,460 $1,100,555 $1,129,656 $1,243,034 Contractual Services 205,139 225,393 250,191 243,672 Commodities 41,802 35,600 61,233 61,233 Capital Outlay 20,560 0 2,500 2,500 Total $1,309,961 $1,361,548 $1,443,580 $1,550,439

107

Emergency Services

2014 Accomplishments: 2015 Goals and Objectives: • Created a fire structure administrative

policy guide that complies with current National Institute of Standards and Technology (NIST) studies and firefighting practices and incorporated Blue Card terminology.

• Conducted Post-Incident analysis of major incidents and developed mechanism to solicit customer feedback on satisfaction with service provided.

• Placed new apparatus in service (A Heavy-Duty Rescue Emergency Response vehicle, a 3,000 gallon Tender and a Multi-Purpose Response Unit).

• Tested all fire department hose according to National Fire Protection Association(NFPA) standards and conducted an annual review of all firefighter personal protective gear and safety equipment.

• Maintained daily minimum staffing levels and analyzed performance to monitor improvement in baseline response times.

• Complete Apparatus Specifications for new fire apparatus and place in service.

• Promote/hire to fill all open operational positions (Captain/FAO/FF).

• Conduct annual review of all firefighter personal protective gear, safety equipment and hoses.

• Maintain minimum daily staffing levels. • Conduct Post-Incident Analysis of major

incidents. • Review deployment model and response

matrix for continuous improvement and to determine future needs and positions.

• Provide up-to-date safety practices and training. Orient all employees to new or updated procedures.

• Prepare for next Fire Academy for new recruits.

EXPENDITURES

SOURCE OF FUNDS

Emergency Services Division personnel, facilities and resources are located strategically throughout the City in order to provide a quick and systematic response to emergency and non-emergency calls for assistance at all times. In addition, personnel conduct fire & life safety inspections and provide station tours.

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $10,277,435 $10,833,341 $10,967,711 $11,905,900 Contractual Services 733,594 950,217 1,348,586 1,494,051 Commodities 466,740 481,472 438,752 438,752 Capital Outlay 11,968 10,168 11,700 11,700 Transfers 419 7,223 0 0 Total $11,490,156 $12,282,420 $12,766,749 $13,850,403


108

Community Risk Management/Fire Marshal

2014 Accomplishments: 2015 Goals and Objectives: • Implemented the new in-home daycare

(IHDC) inspection program for two-year cycle.

• Updated and implemented company

inspection program for two-year cycle. • Filled seasonal fire inspectors and Permit

Technician I vacancies.

• Complete fire protection system analysis for City and implement inspection, testing and maintenance verification program.

• Complete transition to paperless inspection activities.

• Continue to catalog critical infrastructure and facilities housing hazardous materials in Asset Protection and Response System (APRS).

• Initiate staff training for development review committee and plan review.

• Continue to support continuing education needs of inspectors (including International Code Council (ICC) Fire Inspector I and II certification).

EXPENDITURES

SOURCE OF FUNDS

The Community Risk Management/Fire Marshal Division works toward maintaining acceptable levels of community life and property safety through regular and consistent enforcement of the fire & life safety codes. All fires are investigated to determine cause, origin and whether a criminal element exists. Other services include reviewing building plans, monitoring commercial explosives use, providing hazardous material permits, conducting public education programs and handling calls involving explosive ordinance disposal (EOD) capabilities.

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 General $755,307 $874,597 $905,823 $1,065,576

Total $755,307 $874,597 $905,823 $1,065,576

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $664,731 $750,352 $772,461 $900,318 Contractual Services 67,126 89,782 95,926 127,672 Commodities 23,251 24,692 36,436 36,586 Capital Outlay 200 9,771 1,000 1,000 Total $755,307 $874,597 $905,823 $1,065,576

109

Information Technology Services Department

The Information Technology Services (ITS) Department is comprised of the following divisions: Administration,

Network, Applications, Database, Desktop, Telephony, and Enterprise Systems.

Major Services ♦ Administration (Strategic Planning, Standards, Budget,

Cellular support) ♦ Network (Network, Servers, Storage and Radio

planning, maintenance and support) ♦ Applications (Application and web development,

maintenance and support) ♦ Databases (Database maintenance, planning, analysis

and support) ♦ Desktop ( Helpdesk, desktop hardware and software

support) ♦ Telephony (traditional digital and VOIP voice planning,

maintenance and support) ♦ Enterprise One (EOne planning and support, Enterprise

Project Management)

To provide quality, standardized services with continuous education and innovative technology solutions to effectively serve the staff and citizens of Olathe. This will be achieved by: 1. Maintaining a robust and

reliable technological infrastructure.

2. Ensuring integration of

technology across the organization.

3. Administering a training

program to ensure full utilization of technology.

4. Providing pervasive,

easy to use access to information for staff and the public.

5. Establishing standards,

policies and procedures to achieve consistency and quality in systems and service.

Santa Fe Building 100 W. Santa Fe Olathe, KS 66061 (913) 971-6487


♦ Information Technology Services is an internal service function that supports all Community Focus Areas.

Department Mission

Department Location

110

Departmental Budget: Information Technology Services


Personnel Summary



ITS

Personal Services $2,179,311 $2,405,230 $2,642,739 $2,767,299 Contractual Services 735,075 805,101 983,756 1,109,052 Commodities 33,801 44,407 37,450 43,588 Capital Outlay 51,592 54,056 63,000 64,000 Transfers 103,600 97 0 0

ITS Total $3,103,379 $3,308,890 $3,726,945 $3,983,939

111

Departmental Key Result Indicators: Information Technology Services


Provide pervasive, easy to use access to information

% of employees that rate overall level of satisfaction provided by the ITS departments as Satisfied or Very Satisfied (WOS)

98.30% 99% 95%


Maintain a robust and reliable technological infrastructure

Core technology infrastructure scheduled availability 100% 100% 100%


Be responsible and accountable financial stewards

Actual expenditures as % of amended budget (non‐personnel) 83% 100% 99%


Facilitate integration of technology across the organization

% of Olathe's planned services available via online 100% 100% 100%


Develop and maintain an engaged workforce

Avg score of IT employees rated as engaged in business

4.46 4.27 4.3


Provide training opportunities to ensure full utilization of technology

% of IT employee turnover3.80% 3.80% <10%


Financially Strong


Maintain/Improve Infrastructure and Facilities

Satisfied Customers




Engaged Workforce


112

Administration

2014 Accomplishments: 2015 Goals and Objectives: • Completed budget and business plan. • Published Information Technology

Services (ITS) performance measurement dashboard.

• Enhanced communication with

publication of project status. • Partnered with Google to enhance City

fiber optic network. • Worked with community partners to

leverage Google fiber services.

• Administration of PC Replacement, Technology Capital Replacement and Department’s Business Plan.

• Development of IT Master Plan. • Refresh Council Chamber Technologies. • Refresh Emergency Operation Center

Technologies.

EXPENDITURES

SOURCE OF FUNDS

The Administration Division provides overall centralized information technology administration, strategic technology direction, budgetary guidance, contract management and project and change management methodologies to enable successful delivery of technology-based business solutions to all City departments and citizens on a 24 hours per day, seven days per week basis.


Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $219,928 $227,328 $228,777 $238,096 Contractual Services 12,780 16,436 31,960 31,137 Commodities 4,841 2,627 5,700 4,600 Transfers 0 97 0 0 Total $237,549 $246,488 $266,437 $273,833

113

Network

2014 Accomplishments: 2015 Goals and Objectives: • Complete the transition to the new data

center. • Continue network infrastructure upgrades. • Define and implement new security policies.

• Completed the Storage Area Network (SAN) storage system upgrade.

• Completed Public Works network upgrade. • Continued transition to the new data center. • Installed & implemented technology in the

Olathe Community Center. • Implemented technology in the new Mobile

Command Center.

EXPENDITURES

SOURCE OF FUNDS

Through the Network Services Division, the department ensures the City serves citizens efficiently and securely by supplying and maintaining current servers and communications infrastructure for staff and business applications. The division continually strives to network security and data storage. Responsibilities include computer user access and authentication, internal and external technology security measures, wired and wireless data access capabilities and provisioning of the foundational components of the server farm for 24 hours per day, seven days per week for City operations.

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $282,616 $368,538 $462,216 $502,686 Contractual Services 219,890 246,743 235,552 371,306 Commodities 13,193 26,163 15,500 20,600 Capital Outlay 11,390 15,482 20,000 20,000 Transfers 24,500 0 0 0 Total $551,589 $656,925 $733,268 $914,592

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 General $551,589 $656,925 $687,223 $861,481 Risk Management 0 0 46,045 $53,111 Total $551,589 $656,925 $733,268 $914,592

114

Applications

2014 Accomplishments: 2015 Goals and Objectives: • Designed and launched new Mahaffie

website. • Designed and launched OPro (internal

procedure management system). • Created employee electronic W2 opt-in

application. • Built synchronization between two major

enterprise systems.

• Redesign/rebuild Olathe’s public website and internal website.

• Upgrade the city’s Learning Management

System.

EXPENDITURES

SOURCE OF FUNDS

The Applications Division performs analysis, design and application development activities to deliver software solutions which support businesses in their day-to-day operations. Design activities typically focus on web-based solutions that are easy to use and easily accessible from any Internet connected computer. This division promotes common development and presentation standards and enables a high level of system integration. It builds and supports applications and elements of the technology architecture that converts business process to business intelligence. The Customer Information Support Division is shown here in 2014. A breakout of its history is shown on it’s own page in previous budget books.

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $514,202 $553,985 $638,004 $688,312 Contractual Services 42,445 76,766 118,573 113,801 Commodities 4,633 3,612 0 1,600 Capital Outlay 7,970 17,276 0 1,000 Total $569,251 $651,639 $756,577 $804,713


115

Database


• Creation of public facing CIP map. • Significant upgrade of special assessment/

finance districts application. • Replace Comprehensive Registration

Software. • Replace Court Management Software. • Replace Utility Billing System. • Citywide Lenel Implementation. • Community Center technology. • Replace Laboratory Information

Management System.

• Phase 2 of Park Finder Maps. • Interactive online map of Mahaffie. • Upgrade city fiber inventory/mapping

application. • Replace Citywide Permitting Software. • Replace Comprehensive Registration

Software. • Citywide AVL (Automatic Vehicle Location)

System.

EXPENDITURES

SOURCE OF FUNDS

The Database Division provides the framework to store and retrieve the information critical to informed, data-driven decision making. The division utilizes systems and processes to define how database systems within the City are designed, developed, purchased and integrated. The division also promotes common development and presentation standards, which enable a high level of system integration, storage and retrieval of data. The Geographic Information Systems Division is shown here in 2014. A breakout of its history is shown on it’s own page in previous budget books.

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $381,793 $355,673 $393,776 $383,140 Contractual Services 128,573 99,743 100,660 100,775 Commodities 6,596 3,447 0 100 Capital Outlay 418 1,239 0 0 Total $517,381 $460,102 $494,436 $484,015


116

Desktop


• Completed the upgrade from Windows XP to Windows 7.

• Continue the deployment of Virtual Desktop

systems. • Completed the 2014 PC Replacement

Deployment. • Implemented technology in the new Mobile

Command Center. • Installed & implemented technology in the

Olathe Community Center.

• Complete the 2015 PC Replacement deployment.

• Continue to implement operational

efficiencies from newer technology.

EXPENDITURES

SOURCE OF FUNDS

The Desktop Division supplies and maintains current computers for office and field staff to enable the most effective service delivery. Computers are maintained and replaced in accordance with the City’s personal computer replacement life cycle policy. The division also maintains a Tier 1 helpdesk to provide end user support during primary business hours and documents responses to calls for assistance in future troubleshooting.

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $400,721 $406,580 $413,327 $432,448 Contractual Services 11,597 46,629 59,305 54,680 Commodities 2,270 5,339 14,000 14,100 Capital Outlay 6,991 8,414 8,000 8,000 Total $421,579 $466,962 $494,632 $509,228


117

Telephony

2014 Accomplishments: 2015 Goals and Objectives: • Negotiated voice line contracts to provide

operational savings. • Completed the second and third phases of

VoIP/IPT deployment. • Implemented new call center application. • Implemented technology in the new Mobile

Command Center. • Installed & implemented technology in the

Olathe Community Center.

• Complete telephone infrastructure move to the new data center.

• Continue to implement VoIP in remaining

locations.

EXPENDITURES

SOURCE OF FUNDS

The Telephony Division provides voice and fax communication capabilities to staff and citizens enabling a vital conduit for communication and transacting business.

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $137,086 $136,616 $142,616 $142,215 Contractual Services 8,867 36,318 40,142 39,489 Commodities 771 1,176 500 700 Capital Outlay 24,823 10,138 35,000 35,000 Transfers 29,100 0 0 0 Total $200,646 $184,248 $218,258 $217,404


118

Enterprise Systems

2014 Accomplishments: 2015 Goals and Objectives: • Development, implementation, and

management of thirteen additional EOne system interfaces.

• Lead the EOne training team to provide leadership, experience, and assistance in training opportunities for full utilization EOne.

• Employee Self Service. • Employee benefits custom data sharing

process (Choicelinx). • Transition cash receipts from Utility Billing to

EOne. • Utilize EOne Grants Receivable. • KPERS 15E report for retirement estimating. • Project Manager responsibilities include IP

Contact Center, Citywide Permitting Software, Comprehensive Registration Software, Court Management Software, Utility Billing System, Citywide Lenel Implementation, Community Center technology, Laboratory Information Management System and Citywide Automatic Vehicle Location (AVL) System

• HR Manager Self Service • Modify kit for vehicles functionality in EOne • EOne functionality for Vehicle Pool

Checkout • Utilities Maintenance Inventory in EOne • EOne Work Orders for Fire Incident

Reporting • EOne sales order for Housing rentals • Project Manager responsibilities for the

following active projects: ο Replace Citywide Permitting Software ο Replace Comprehensive Registration

Software ο Citywide AVL (Automatic Vehicle

Location) System

EXPENDITURES

SOURCE OF FUNDS

The Enterprise Systems Division enables the entire organization to integrate and coordinate business processes. It provides a system that is central to the organization and ensures that information can be shared across all functional levels and management hierarchies, greatly reducing the problem of information fragmentation caused by multiple information systems in an organization by creating a standard data structure. The goal is to maximize the effectiveness of the organization’s overall performance through support of an organization-wide information system that facilitates data driven decision making.

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $242,965 $356,510 $364,023 $380,400 Contractual Services 310,922 282,466 397,564 397,864 Commodities 1,497 2,043 1,750 1,888 Capital Outlay 0 1,507 0 0 Transfers 50,000 0 0 0 Total $605,383 $642,526 $763,337 $780,152


119

Legal Department

The Legal Department is comprised of the following

divisions: Prosecution and Municipal Counsel.

Major Services

♦ Legal counsel to City representatives for issues relevant to the City

♦ Acquisition of property interest for City Public Works projects

♦ Prosecute violators of the City’s Municipal Code ♦ Monitor Municipal Court parolees, probations and

diversions ♦ Provide a forum for victim’s rights


♦ Legal is an internal service function that supports all community focus areas

To provide responsive and competent legal services to the City Manager, City Council, boards, commissions and department directors by:

• Writing, reviewing and handling all legislation, litigation, contractual agreements and bond documents which affect the City.

• Preparing legal opinions for City Council and staff.

• Prosecuting violators of

municipal ordinances. • Handling the right-of-

way and easement acquisitions for public improvement projects.

City Hall 100 E. Santa Fe St. Olathe, KS 66061 (913) 971-8732

Court Services 1200 S. Harrison Olathe, KS 66061 (913) 971-6742

Department Mission


120

Departmental Budget: Legal


Personnel Summary


Legal

Personal Services $1,133,786 $1,123,659 $1,276,492 $1,324,371 Contractual Services 159,656 116,884 124,098 124,244 Commodities 25,539 21,161 31,360 33,360 Capital Outlay 202 1,788 0 0

Legal Total $1,319,183 $1,263,492 $1,431,950 $1,481,975

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Full Time 13 14 15 15 Part Time 0.5 0.5 0 0 Total FTE'S 13.5 14.5 15 15

121

Departmental Key Result Indicators: Legal

Departmental Key Result Indicators: Legal


% of DUI cases successfully prosecuted 94% 93% 95%% of Code Enforcement cases successfully prosecuted

100% 100% 100%

% of dangerous/vicious dog cases successfully prosecuted

96% 100% 100%

% of community mediations reaching a successful agreement

75% 100% 100%

Completion of yearly Olathe Traffic Ordinance and Public Offense Code updated by October 15

Yes No Yes

Overall satisfaction averaging index N/A 86% 90%% of respondents rating Persecution as good or very good

100% 100% 100%

% of victims notified of their rights and offered victim services prior to Defendant's arraignment

98% 98% 99%

% of respondents who found the mediation process helpful and would choose to utilize mediation again to resolve a dispute

100% 100% 100%


Be financially responsible Legal budget as % of City's general fund 1.60% 1.60% 1.80%


% satisfied with overall level of Municipal Counsel services provided

N/A 86% 90%

% satisfied with overall level of Prosecution services provided

N/A 63% 65%

% satisfied with timeliness of Municipal Counsel services provided

N/A 83% 87%

% satisfied with timeliness of Prosecution services provided

N/A 61% 65%


Foster a positive work environment

Employee engagement and satisfaction index

4.60% 4.20% 4.60%


% of attorneys exceeding 12 hours of CLE 100% 100% 100%

Response to question 3 on Employee Engagement Survey

4.57% 4.62% 4.70%

Develop quality and innovative employees

Response to question 9 on Employee Engagement Survey

4.79% 4.62% 4.85%

Develop high performing employees

Satisfied Customers

Financially Strong



Ensure a safe community through effective Prosecution efforts and activities

Satisfaction to clients




Engaged Workforce


Improve the effectiveness and efficiency of legal processes

122

Prosecution

2014 Accomplishments: 2015 Goals and Objectives: • Handled 1,750 trials. • Assessed $430,000 diversion fees. • Collected $460,000 attorney plea fines. • Collected $435,000 pro se plea fines. • Resolved 5 appeals of Municipal Court

cases to District Court.

• Continue outreach program to promote better communication and understanding between City Prosecutors, Police, Fire, Municipal Court, District Attorney’s Office, Code Enforcement Division and other Johnson County municipal prosecutors.

• Work with Municipal Court on implementing

the New Dawn computer system. • Continue working with Municipal Court on

fully implementing the Differential Case Management plan and providing effective prosecution services for multiple new dockets.

EXPENDITURES

SOURCE OF FUNDS

The Prosecution Division provides prosecution services for all cases in the Olathe Municipal Court. Prosecution obtains necessary records, subpoenas and interviews all witnesses and reviews evidence of all complaints and tickets filed in the Municipal Court. Prosecution reviews and makes charging decisions on all cases referred by the Police Department. Additionally, the division handles appeals of convictions to the Johnson County District Court, Kansas Court of Appeals and Kansas Supreme Court. Prosecution coordinates the scheduling of court dockets and officers for trial; provides training and legal advice to the code enforcement officers, court services officers and the Police and Fire Departments and meets with victims and other members of the public to address concerns and protect rights, including filing motions for restitution when appropriate.

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $667,057 $689,639 $790,398 $821,956 Contractual Services 15,458 20,714 40,679 39,566 Commodities 15,934 16,554 18,500 20,500 Capital Outlay 202 1,788 0 0 Total $698,651 $728,696 $849,577 $882,022


123

Municipal Counsel

2014 Accomplishments: 2015 Goals and Objectives: • Reviewed and/or prepared 160 pieces of

legislation. • Resolved 25 court cases. • Reviewed or drafted 200 contracts. • Prepared or reviewed 7 bond transcripts. • Acquired property interests for 100 public

improvement projects.

• Attend national training for staff. • Update the Municipal Code. • Continue external outreach program to

discuss service improvements between Legal and other departments.

• Finalize transition of right-of-way acquisition function to Public Works.

EXPENDITURES

SOURCE OF FUNDS

The Municipal Counsel Division provides legal services to the City Council, City Manager and department directors in preparation and review of local legislation, handling of litigation and preparation and review of bond transcripts, contracts and legal opinions. Municipal Counsel coordinates all programs within the department and all outside legal contracts. It also handles all acquisitions of right-of-way and easements for public improvements.

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $466,729 $434,020 $486,094 $502,416 Contractual Services 144,198 96,170 83,419 84,678 Commodities 9,605 4,607 12,860 12,860 Total $620,532 $534,797 $582,373 $599,954


124

Legislative Department

The Legislative Department is comprised of the City Council.

Major Services

♦ Develop and approve policies in the interest of the City and its citizens

Department

Mission

To provide fair, responsive leadership to the citizens of Olathe and the City staff, and to ensure the efficient operation of City services and expenditure of public funds by:.

1.Making general policy

decisions and instructing the City Manager, the chief administrator, to oversee the procedural implementation and operation of such direction.

2.Passing ordinances, resolutions and proclamations that have a direct impact on the community and lives of Olathe citizens.

3.Adopting the City’s annual operating budget and the five-year capital improvement plan.

Department Location

City Hall 100 E. Santa Fe St. Olathe, KS 66061 (913) 971-8600


♦ The Legislative Department supports all Community Focus Areas in the interest of the City and its citizens

125

Departmental Budget: Legislative


Personnel Summary

Legislative

City Council

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Full Time 0 0 0 0 Part Time 3.5 3.5 3.5 3.5 Total FTE'S 3.5 3.5 3.5 3.5


Legislative

Personal Services $147,022 $205,973 $154,367 $207,610 Contractual Services 57,281 100,547 91,604 125,614 Commodities 34,772 40,757 34,200 49,400 Capital Outlay 2,023 0 0 0

Legislative Total $241,098 $347,278 $280,171 $382,624

126

City Council The City Council provides policy direction to City administration so it can efficiently manage the operational activities of the organization. The Council officially approves and adopts the City’s operating and capital budgets.

2014 Accomplishments: 2015 Goals and Objectives: • Dedicated Olathe Community Center. • Dedicated Mahaffie Livestock Barn. • Ground breaking completed for new

Hotel and Conference Center. • Approved Unified Development

Ordinances that coincide with the City’s Comprehensive Plan.

• Voters approved 3/8 cent sales tax for

street maintenance.

• Honored past Governors from Kansas at our Civic Center Park Dedication

• Dedicated Santa Fe Streetscape project.

• Deliver high quality customer service. • Meet financial challenges of the future

with priority-based decision making focused on long-term strategies.

• Optimize resources through collaboration

and partnerships to reduce costs and improve services.

• Citizens feel and are safe in person and

property. • Continue to support economic

development and job creation. • Pursue environmental stewardship. • Create and implement a long-term

strategy to maintain streets

• Implement new library plan. • Develop and implement a Healthy

Communities Master Plan.

EXPENDITURES

SOURCE OF FUNDS

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $147,022 $205,973 $154,367 $207,610 Contractual Services 57,281 100,547 91,604 125,614 Commodities 34,772 40,757 34,200 49,400 Capital Outlay 2,023 0 0 0 Total $241,098 $347,278 $280,171 $382,624


127

Municipal Court Department

The Municipal Court Department is comprised of the Court

Administration Division.

Major Services

♦ Preside and administer over court hearings related to violations of City and traffic ordinances

♦ Administer and collect court imposed fines and fees


♦ Public Safety

Department Mission

To impartially adjudicate State law and City ordinance violation cases in a fair and evenhanded manner to ensure the rights of individuals and protect public interest, and to implement innovations while preserving productivity, timeliness and efficiency in the administration of justice.

Department Location

Court Services 1200 S. Harrison Olathe, KS 66061 (913) 971-7564

128

Departmental Budget: Municipal Court


Personnel Summary


Municipal Court

Personal Services $778,763 $820,598 $910,533 $918,460 Contractual Services 410,890 241,533 274,378 272,050 Commodities 21,285 22,481 20,250 20,250 Capital Outlay 9,019 5,909 7,200 7,200 Transfers 266,330 0 0 0

Municipal Court Total $1,486,287 $1,090,521 $1,212,361 $1,217,960

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Full Time 13 11 12 12 Part Time 1.5 1 1 1 Total FTE'S 14.5 12 13 13

129

Departmental Key Result Indicators: Municipal Court


Maintain disposition rate of cases in order to maximize efficiency of Judicial and staff time and provide timely disposition of cases to our customers.

Percent of cases/violations filed divided by number of cases/violations disposed of in a calendar year 100% 100% 100%


Number of cases set on payment dockets. 4,593 5,937 4,319

Number of Scheduled Time Payment Dates

1,646 1,856 2,020

Number of cases submitted to collection agency

926 1,679 1,400


Increase efficiency of file and document retrieval.

Number of documents/records scanned to case management system

152,452 182,976 160,000


Maintain or increase leveled of employee satisfaction and well being by meeting or exceeding the City average

Employee Engagement and Satisfaction Survey 4.05 3.97 4


Develop/train employees to enhance skills and retain excellent employees.

Percent of employees attending 2 training classes or attending 1 of 3 annual court conferences

100% 100% 100%

Satisfied Customers

Financially Strong


Reduce number of court appearances on payment dockets.





Engaged Workforce


130

It is the duty of the Olathe Municipal Court judge to impartially adjudicate misdemeanor, traffic and ordinance violation cases in a manner that ensures all individuals are afforded due process and individual justice. The Court Administration Division oversees all processes of the court, collects fines and assessments, files and preserves all documentation, manages dockets and sets trial dates. Court Administration handles the non-judicial administrative matters of the court. The goal is to maximize operational efficiency, research and implement best practices and promote reasonable solutions to issues involving the community and the legal system.

Court Administration

2014 Accomplishments: 2015 Goals and Objectives: • Began capturing and submitting fingerprints

and required disposition information to the Kansas Bureau of Investigation as required by Kansas State Statute.

• Created a policies and procedures manual,

for use with the new case management system to promote consistency throughout the court.

• Began implementation of JustWare as the

new case management system for court.

• Created training manual for court clerks to assist with training on the new case management system – JustWare. Trained all court staff, bailiff, court security officers and Judicial staff on JustWare.

• Continue with implementation of efficiencies through the use of JustWare.

• Begin the implementation of business

processes/practices to create a “paper on demand” court.

• Complete 1st phase of JustWare implementation with go-live

• Complete JustWare implementation of interfaces with collection agency and LiveScan machine.

EXPENDITURES

SOURCE OF FUNDS

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $778,763 $820,598 $910,533 $918,460 Contractual Services 410,890 241,533 274,378 272,050 Commodities 21,285 22,481 20,250 20,250 Capital Outlay 9,019 5,909 7,200 7,200 Transfers 266,330 0 0 0 Total $1,486,287 $1,090,521 $1,212,361 $1,217,960


131

Parks & Recreation Department

The Parks & Recreation Department is comprised of the following divisions: Administration, Parks & Facilities,

Cemetery, Historic Sites, Recreation Services (including Special Events), Housing Services and Human Relations.

Major Services

♦ Maintenance of City parks, grounds, rights-of-way, historic sites and trails

♦ Operation of the Olathe Memorial Cemetery

♦ Design and construction of new parks, facilities and trails

♦ Recreation programming for all ages and abilities

♦ Provide customer service support for department

♦ Historic programming and museum operations at Mahaffie and Ensor Farmhouse

♦ Assistance with citywide snow removal

♦ Housing Services

♦ Human Relations

♦ Facilities Management Services


♦ Active Lifestyles

Department Mission

Cultivating community through safe, well maintained green space and dynamic recreation opportunities.

Department Location

Department Changes

♦ The Olathe Community Center will be in operation

for the full year.

♦ Addition of 1 Sr. Maintenance Worker in the Recreation Fund related to expansion of athletic field programming including increased operating revenue from non-city youth sport organizations.


132

Departmental Budget: Parks & Recreation


Personnel Summary


Parks and Recreation Personal Services $5,472,221 $5,724,178 $7,138,362 $8,031,667

Contractual Services 2,855,234 2,859,021 3,598,827 3,915,285 Commodities 1,168,352 1,074,071 1,152,971 1,575,311 Capital Outlay 33,108 22,461 28,563 35,730 Transfers 578,147 565,289 400,000 450,000

Parks and Recreation Total $10,107,063 $10,245,020 $12,318,723 $14,007,993


133

Departmental Key Result Indicators: Parks & Recreation


Provide diverse opportunities for health, safety, and wellness

Overall Satisfaction Rating for Parks & Recreation in DirectionFinder Survey 88% 85% 85%

Provide a safe parks & recreation system

Percent of how safe residents feel in community parks (2012 DirectionFinder survey)

68% 80% 65%

Enhance volunteer opportunities

Total number of volunteer hours (park maintenance, Mahaffie, special populations)

13,487 14,000 12,000

Enhance the quality of life for Olathe residents by making Olathe a desirable place to live, work, play & do business for all

Number of one-way transportation trips provided to our elderly and disabled residents. "Reduction due to less grant funds and eligibility restrictions associated with grant”

49,081 42,264 38,000


Promote and preserve cultural and ethnic diversity

Diversity index (baseline 2008-100) 108 110 112


Visitors to Black Bob Bay (total attendance) 100,079 100,000 90,000

Summer Concerts (total attendance) 15,000 15,000 15,000

Mahaffie (total attendance) 32,570 29,610 30,000Innovative website and publications

Parks & Recreation website (average hits per month) 6,872 6,000 7,000

Deliver high quality, efficient, and affordable city services

Investment in parks &recreation capital replacement & deferred maintenance $145.88 $201.62 $230.00


Maintain a viable recreation fund

Fund Balance $656,313 $656,313 $332,187


Maximize the efficiency and effectiveness of internal business process

Percent of budget expenditures meeting city financial targets 100% 100% 100%

Meetings of foundation, commissions & boards 53 53 53

Edit and update user surveys 4 surveys 4 surveys 4 surveysEdit and update Parks & Recreation Community Survey 1 survey 1 survey 1 survey

Customers feel they are getting a good value for programs

Satisfaction with fees charged for Recreation programs(Q19f)

64% 55% 55%


Foster a positive work environment

Results of employee engagement & satisfaction survey 4.3 4.18 4.2


Develop high performing leaders, teams & employees

Percnet of employees attend 2 training opportunities per year 100% 100% 100%




Engaged Workforce

Foster a Vibrant Economy


Engage in community meetings and surveys, and utilize existing boards, commissions and foundations

Satisfied Customers

Financially Strong


Promote a Physically Healthy Community

Generate tourism


134

Parks & Recreation Administration The Administration Division coordinates and guides all divisions of the Parks & Recreation Department and provides support services to citizen advisory committees, boards and commissions.

2014 Accomplishments: 2015 Goals and Objectives: • Opened the highly anticipated Olathe

Community Center at Stagecoach Park. • Implemented a new registration software

for the Department. • Completed and adopted the Parks &

Recreation Master Plan. • Developed a Parks Capital Improvement

Plan. • Recruited and assigned volunteers to over

40,000 hours worked. • Hired the Parks & Recreation Director.

• Relocate Customer Service staff to the Community Center.

• Develop an online application that allows

patrons to register for classes and reserve park shelters.

• Create a Parks Planning and Development

Division. • Hire an Adult Sports Specialist.

EXPENDITURES

SOURCE OF FUNDS



135

Parks and Facilities

Previously titled Parks and Public Grounds, the Parks and Facilities Division is responsible for the maintenance, improvement and construction of Parks and Recreation facilities. Maintenance operations include mowing, litter pick up, restroom cleaning and facility repair in all park areas. Park construction includes the development of new park areas, facilities and rehabilitation projects in existing parks. Park Services includes the crossing guard program, park safety/security and external events.

2014 Accomplishments: 2015 Goals and Objectives: • Completed Santa Marta neighborhood

park. • Built a shelter at Stagecoach Park. • Resurfaced Black Bob Park parking lot. • Held first educational workshop on

community gardens with over 80 participants.

• Completed the Lenel Security project for all

City buildings.

• Complete Arbor Landing Park. • Complete Settlers Park. • Begin master plan for Cedar Lake and

Lake Olathe Parks. • Begin construction of Phase II at Lone Elm

Park. • Stabilize stream bank on Willow, along

Indian Creek Trail and repair multiple areas of trail.

EXPENDITURES

SOURCE OF FUNDS

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $2,750,878 $2,102,031 $2,529,505 $2,670,349 Contractual Services 1,384,894 1,230,945 1,421,277 1,221,031 Commodities 476,248 336,870 326,562 432,169 Capital Outlay 8,271 4,893 4,000 4,000 Transfers 519,754 505,000 400,000 450,000 Total $5,140,045 $4,179,739 $4,681,344 $4,777,549

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 General $4,072,185 $3,056,296 $3,212,224 $2,891,004 Park Sales Tax 230,935 226,943 250,752 269,366 Recreation 0 0 307,223 624,114 Special Parks & Rec. 836,925 896,500 911,145 993,065 Total $5,140,045 $4,179,739 $4,681,344 $4,777,549

136

Cemetery

The Cemetery Program includes all burial and record services associated with the 28-acre cemetery including interments, lot sales, monument sales, family consultation and record keeping.

2014 Accomplishments: 2015 Goals and Objectives: • Renovated the office building and turned it

back into a chapel. • Created and adopted a Cemetery Master

Plan.

• Hire a Seasonal Cemetery Coordinator to increase cemetery sales and grow the Cemetery Fund for future financial sustainability.

• Reclaim over 1,900 cemetery lots to

increase full-size lot inventory. • Update current cemetery software and

website to include ESRI mapping and mobile capability.

• Implement headstone safety repair

maintenance. • Improve way-finding signage.

EXPENDITURES

SOURCE OF FUNDS



137

Historic Sites

As the last “open to the public” stagecoach stop on the Santa Fe Trail, the Mahaffie Historic Site offers interpretive programs, special events and activities to support the strategic plan, promoting Olathe as a unique community.

2014 Accomplishments: 2015 Goals and Objectives: • Completed the Mahaffie barn, funded by

Maron Moore. • Remodeled outdoor restrooms as part of

the barn development. • Launched the new Mahaffie website. • Reserved over 160 rentals at the Heritage

Center.

• Celebrate 150th anniversary of Mahaffie Farmhouse.

• Full integration of the new barn into

Mahaffie’s interpretive program. • Develop shared programs, events and

classes with the Community Center. • Increase outreach to the Hispanic

community. • Integration of rental opportunities at the

Community Center and Heritage Center.

EXPENDITURES

SOURCE OF FUNDS

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $541,542 $582,088 $572,884 $571,522 Contractual Services 115,518 154,902 143,574 142,642 Commodities 148,584 138,495 128,474 114,891 Capital Outlay 3,737 1,208 0 0 Total $809,381 $876,694 $844,932 $829,055

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 General $809,381 $876,694 $726,371 $712,089 Recreation 0 0 118,561 116,965 Total $809,381 $876,694 $844,932 $829,055

138

Recreation Services The Recreation Services Division provides administration and management for the recreation services provided by the City and the Recreation Fund. This division plans and administers all recreation programs conducted by the City and is responsible for the management of the municipal aquatic facilities. Olathe Community Center expenditures are included in the Recreation Services Division starting in 2014.

2014 Accomplishments: 2015 Goals and Objectives: • Created a Youth Sports Advisory

Committee. • Dedicated/opened the Miracle League Field. • Implemented an Active Agers program. • Implemented a youth summer camp. • Created a second Farmers’ Market at Black

Bob Park.

• Secure a corporate sponsor for Special Olympics team.

• Increase awareness of the Miracle League

of Olathe. • Establish user agreements with all youth

sports clubs. • Update an outdoor pool with new amenities. • Program multiple activities and events at the

Olathe Community Center to fully maximize the facilities schedule.

EXPENDITURES

SOURCE OF FUNDS

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $1,711,573 $2,624,434 $3,438,149 $4,043,854 Contractual Services 637,506 842,531 1,286,527 1,741,602 Commodities 501,540 564,882 642,704 972,063 Capital Outlay 19,160 16,360 24,000 31,730 Transfers 57,750 57,500 0 0 Total $2,927,529 $4,105,707 $5,391,380 $6,789,249

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 General $1,401,458 $2,492,733 $2,624,416 $2,601,899 Recreation 1,526,071 1,612,974 2,766,964 4,187,350 Total $2,927,529 $4,105,707 $5,391,380 $6,789,249

139

Housing Services The Housing Services Division coordinates and provides affordable rental housing, home improvements and transportation services to citizens and administers federal/local grants that enhance the quality of life for Olathe residents. The Taxi Coupon Program is administered by this division, providing general, medical and work transportation opportunities within the Olathe community for disabled, elderly and other program-eligible participants. The funding for the Taxi Coupon Program is a collaborative effort among local organizations, Federal grants, and other grants.

2015 Goals and Objectives: • Provide affordable housing opportunities to

low income families through the 130 public housing units and 509 Vouchers.

• Finalize Physical Needs Assessment (Interior/Exterior Inventory) on our 130 public housing units and Request for Proposal for Services issued.

• Conduct a training for current and potential Section 8 landlords.

• Provide affordable transportation services to low income elderly, disabled and disabled families so they can maintain their independence and quality of life.

• Search and secure additional funding to maintain Work Program after the federal Job Access and Reverse Commute (JARC) is eliminated.

EXPENDITURES

SOURCE OF FUNDS

2014 Accomplishments: • Received the highest score to date from the

United States Department of Housing and Urban Development, receiving a 98 out of 100 points. Identified as “High Performer”

• Reached 100% occupancy of public housing units leased up with a one to three year waiting list.

• Successfully implemented an online waiting list software tool.

• Obtained New Freedom and Job Access and Reverse Commute (JARC) grants for Taxi Coupon Program through Federal Transit Authority (FTA) and from Community Development Block Grant (CDBG).

• Achieved 100% leasing of the previous 8 foreclosed rental homes.

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $23,626 $31,719 $29,247 $33,303 Contractual Services 638,937 526,921 638,256 695,303 Commodities 2,050 2,030 927 1,576 Capital Outlay 1,940 0 0 0 Transfers 643 2,789 0 0 Total $667,195 $563,459 $668,430 $730,182

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 General $491,495 $375,312 $447,430 $482,006 Special Alcohol 175,700 188,146 221,000 248,176 Total $667,195 $563,459 $668,430 $730,182

140

Human Relations

The Human Relations Division ensures fair and equitable access to services is available to all members of the community.

EXPENDITURES

SOURCE OF FUNDS

2014 Accomplishments: 2015 Goals and Objectives: • Reviewed and updated the Act Against

Discrimination Ordinance by the Olathe Human Relations Commission.

• Processed Contractor Certification. • Increased membership on Persons with

Disabilities Advisory Board. • Provided active participation in the Latino

Coalition and Minority Chamber of Commerce.

• Engaged and encouraged citizen

involvement with Olathe Human Relations Commission and Persons with Disabilities Advisory Board programs/events.

• Enhance cultural awareness in our community by conducting educational activities, meetings/workshops and events.

• Ensure that women, disabled, veterans and

minority owned businesses are aware of city projects and upcoming bid opportunities.

• Explore the creation of a landlord/tenant

training component for Olathe High School students.

• Work in partnership with Human Resources

on the creation of an employee diversity training.

• Finalize goals and objectives for Olathe

Human Relations Commission.



141

Police Department

The Police Department is comprised of the following

divisions: Police Administration, Support Services, Patrol, Investigations, Special Operations, and Personnel/Training.

Major Services

♦ Administration (Purchasing, Budget, Fleet, Building Maintenance)

♦ Support Services (Records, Property, Internal Affairs, Public Information, Information Technology, Community Service Office)

♦ Patrol (Patrol, Crime Analysis)

♦ Investigations (Person’s Crimes, Property Crimes, Narcotics, Crime Analysis )

♦ Special Operations (Community Outreach, School Resource, Traffic, Parking Control, Animal Control)

♦ Personnel/Training (Recruiting, Hiring, Background, Polygraph, In-House Training, Regional Police Academy )

Community Focus Area ♦ Public Safety

Department Mission

Serving, protecting and working with our community in a professional manner, to prevent, reduce and solve crime.

Department Location

Public Safety/Police Department 501 E. US 56 Hwy Olathe, KS 66061 (913) 971-7500

Substation #6 24200 W. College Olathe, KS 66061

Substation #7 16110 S. Mur-Len Olathe, KS 66061

Department Changes ♦ Public Outreach Specialist and Program moved to the

Police Department from the Communications and Customer Services Department.

142

Departmental Budget: Police


Personnel Summary


Police

Personal Services $17,094,711 $17,745,491 $19,039,550 $19,956,501 Contractual Services 1,502,342 1,713,076 2,160,970 2,276,085 Commodities 842,105 1,130,727 906,014 901,208 Capital Outlay 31,812 3,705 18,200 20,354 Transfers 81,677 0 0 0

Police Total $19,552,647 $20,592,999 $22,124,734 $23,154,148


143

Departmental Key Result Indicators: Police


Crime Rate ‐ Violent (Part 1) 1.51 1.622 < 3.00Crime Rate ‐ Property (Part 1) 19.02 17.115 < 23.00Crime Rate ‐ Total (Part 1) 20.54 18.736 < 26.00Crime Rate ‐ Total (Part 2) 26 24.388 < 38.00

Reduce crime and improve clearance rate

Property loss per capita $19.62 $18.11 < $30.00

Clearance Rate ‐ Part 1 Violent 94.85% 82.38% > 75.00%Clearance Rate ‐ Part 1 Property 28.45% 31.12% > 28.00%Clearance Rate ‐ Part 2 Total 68% 62% > 65.00%

Improve emergency response times

Average (mean) Response Time to Priority 1 calls for service

4.78 5:00 < 5:00

Promote a customer service culture

Percent of respondents who rate the professionalism of police personnel with whom they had contact as good or excellent

90% 87.10% > 88.00%


Percent of school officials rating the effectiveness of the School Resource Officer program as good or excellent

100% 100% 100%


Accident Rate ‐ Fatality 0.024 0.039 < Benchmark Cities Avg.Accident Rate ‐ Injury 3.076 3.398 < Benchmark Cities Avg.Accident Rate ‐ Non‐Injury 20.117 19.995 < Benchmark Cities Avg.Accident Rate ‐ Pedestrian 0.218 0.209 < Benchmark Cities Avg.Accident Rate ‐ Alcohol Related 0.555 0.456 < Benchmark Cities Avg.Accident Rate ‐ Commercial Vehicles 1.016 1.220 < Benchmark Cities Avg.


Improve internal business procedures

Cost of service per capita $158.92 $167.66 < $170.00


Improve emergency response capability

Calls for service per full time sworn employee (Patrol)

385.3 351.25 < 350.0


Improve/Maintain effective communication

Employee Engagement Survey ‐ Overall Department Satisfaction

4.24 4.19 > 4.5


Total number of training, education and development hours completed per police department employee ‐ Commissioned

106 137 > 120

Total number of training, education and development hours completed per police department employee ‐ Civilian

49 23 > 20

Voluntary Turnover Rate ‐ Commissioned 5.00% 6.23% < 5.00%

Voluntary Turnover Rate ‐ Civilian 8.00% 11.09% < 15.00%


Financially Strong


Advance Safe & Efficient Transportation

Satisfied Customers




Enhance traffic safety

Train employees for current and future responsibilities

Provide adequate supervision and management oversight to employees




Engaged Workforce

144

Police Administration

The Police Administration Division manages all police activities and resources to maximize police services for the citizens of Olathe and maintains all police facilities.

2014 Accomplishments: 2015 Goals and Objectives: • Reduced crime rates. • Increased clearance rates. • Maintained response times. • Decreased traffic crash rates. • Transitioned to a new fleet platform(s). • Secured additional grant funds. • Purchased and delivered a new mobile

command center.

• Chart the course. • Cast the vision. • Reduce crime rates. • Increase clearance rates. • Improve response times. • Decrease traffic crash rates. • Increase employee satisfaction and

engagement. • Secure additional grant funds.

EXPENDITURES

SOURCE OF FUNDS

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $464,287 $479,087 $492,804 $517,130 Contractual Services 294,615 343,875 399,810 456,405 Commodities 49,836 54,146 28,567 29,567 Transfers 0 0 0 0 Total $808,738 $877,108 $921,181 $1,003,102

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 General $808,738 $877,108 $921,181 $1,003,102 Total $808,738 $877,108 $921,181 $1,003,102

145

Support Services

The Support Services Division provides accurate information internally and externally through switchboard services and properly retained records, property and evidence. The division also provides investigative resources to ensure department integrity and public ac-countability for the use of City resources. Five Community Service Officers were reallocated to Support Services from Patrol in 2015.

2014 Accomplishments: 2015 Goals and Objectives: • Successfully completed all state and

federal regulatory and compliance audits. • Maintained compliance with all state and

federal regulations. • Continued development of Kansas Law

Enforcement Reporting (KLER) Module.

• Complete all internal audits as directed in policy.

• Maintain compliance with all state and

federal regulations. • Implement new report writing software. • Complete Police Department policy manual

formatting project.

EXPENDITURES

SOURCE OF FUNDS

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $787,427 $816,482 $1,133,020 $1,160,999 Contractual Services 79,944 106,283 86,843 88,769 Commodities 54,880 35,051 60,319 33,279 Capital Outlay 0 0 0 0 Total $922,251 $957,816 $1,280,182 $1,283,047

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 General $922,251 $957,816 $1,280,182 $1,283,047 Total $922,251 $957,816 $1,280,182 $1,283,047

146

Patrol The Patrol Division reduces violent and property crime by effectively managing patrol resources and by providing quality, timely, professional and safe delivery of police services. Traffic expenditures are included in Patrol.

2014 Accomplishments: 2015 Goals and Objectives: • Maintained below a five minute average

response time to emergency calls. • Maintained and/or Improved Crime and

Clearance Rates. • Continued partnership with Johnson County

Sheriff’s Office to maximize performance related to dispatch services.

• Lead the region with the continuing efforts of the Mental Health Co-Responder Program.

• Enhanced Bicycle Patrol Unit with additional officers to improve perception of Park and Trail Safety.

• Improved Tactical Support Unit fleet with the addition of a new armored vehicle.

• Focused Comparative Statistics (COMSTAT) into more of a targeted problem solving mechanism.

• Maintain below a five minute average response time to emergency calls.

• Continue to improve problem-solving strategies, deployment and review.

• Continued partnership with Johnson County Sheriff’s Office to maximize performance related to dispatch services.

• Continue to look for opportunities to bring the electronic citation program to the Patrol Division.

• Improve citizen satisfaction with park and trail safety and visibility perception.

• Secure funding for the continuation of the Mental Health Co-Responder Program to include substance abuse programming.

• Increase the number of officers trained in the Crisis Intervention Team (CIT).

• Participation of our Patrol Crime Analyst at the Kansas Fusion Center.

EXPENDITURES

SOURCE OF FUNDS

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $11,191,897 $11,633,202 $12,295,221 12,705,111 Contractual Services 899,916 959,530 1,281,503 1,339,806 Commodities 606,364 758,209 633,150 642,450 Capital Outlay 976 3,079 17,700 20,354 Transfers 81,677 0 0 0 Total $12,780,830 $13,354,020 $14,227,574 $14,707,721

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 General $12,705,024 $13,265,786 $14,147,564 $14,624,454 Special Alcohol 75,806 88,234 80,010 83,267 Total $12,780,830 $13,354,020 $14,227,574 $14,707,721

147

Special Operations The Special Operations Division provides safe travel for motorists, bicyclists and pedestrians through traffic enforcement. The division also provides enforcement of and education on animal control ordinances, provides a safe and secure learning environment for our youth, and provides community services to educate citizens on crime prevention.

2014 Accomplishments: 2015 Goals and Objectives: • Continued emphasis on alcohol compliance

checks at local retailers. Ordinance enhancements based on the Communities That Care (CTC) partnerships.

• Increased pet licensing compliance and pet adoptions.

• Maintained effective DUI enforcement. • Continued partnership with Brown Mackie

College for pet care. • Achieved high satisfaction rate for the

School Resource Officer (SRO) program. • Completed all grant requirements, qualifying

for additional grant monies for Motorcycle Aggressive Driving campaign and seatbelt enforcement.

• Continue veterinary clinic at Animal Shelter.

• Increase proactive traffic enforcement and DUI enforcement at high crash locations to reduce crash rates and severity of accidents.

• Continue to increase pet licensing to 25% or higher.

• Continue partnership with Brown Mackie College to increase adoptions and overall animal health.

• Continue annual alcohol compliance checks and increase compliance rates.

• Enhance special event management, safety, coordination and staffing.

• Secure grants for Selective Traffic Enforcement Program (STEP) and Impaired Driving Deterrence Program (IDDP), as well as bonus grant incentives for exceptional performance.

• Veterinary Clinic – Improve cost effectiveness, provide educational programs and low cost clinics as a service to the community to increase animal health.

EXPENDITURES

SOURCE OF FUNDS

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $1,586,638 $1,587,330 $1,703,506 $1,966,335 Contractual Services 57,324 86,044 78,031 85,863 Commodities 30,963 52,619 34,735 42,369 Capital Outlay 30,771 626 500 0 Total $1,705,697 $1,726,619 $1,816,772 $2,094,567

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 General $1,705,697 $1,726,619 $1,816,772 $1,983,944 Special Alcohol $0 $0 $0 $110,622 Total $1,705,697 $1,726,619 $1,816,772 $2,094,567

148

Investigations The Investigations Division thoroughly and efficiently investigates crimes by utilizing analytical strategies to prepare cases for successful prosecution.

2014 Accomplishments: 2015 Goals and Objectives: • Maintained and/or improved crime and

clearance rates. • Continued partnership with FBI at the Heart

of America Regional Computer Forensics Laboratory (HARCFL).

• Enhanced cell phone forensic recovery

technology through updated systems and training.

• Continued partnering with Patrol in the

facilitation of the Strategic Offender Risk Reduction and Enforcement (SORRE) program, to more effectively track high-risk career criminals.

• Enhanced the High Tech Crime unit by

obtaining forensic certifications/training.

• Maintain and/or improve crime and clearance rates.

• Enhance forensic computer abilities to

analyze foreign designed operating systems. • Enhance internal participation with Computer

Statistics or Comparative Statistics (COMSTAT) to decrease crime and increase solvability.

• Continue partnership with FBI at the Heart of

America Regional Computer Forensics Laboratory (HARCFL).

• Partner with the Drug Enforcement Agency

by assigning a person to the High Intensity Drug Trafficking Area (HIDTA) task force.

EXPENDITURES

SOURCE OF FUNDS

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $2,399,254 $2,489,016 $2,662,544 $2,819,499 Contractual Services 103,149 123,418 217,530 206,934 Commodities 61,588 67,295 63,952 67,292 Capital Outlay 65 0 0 0 Total $2,564,056 $2,679,728 $2,944,026 $3,093,725


149

Personnel/Training

The Personnel/Training Division provides a high quality workforce by recruiting and training diverse candidates and coordinates the development and training of Olathe Police Department employees in compliance with state training requirements.

2014 Accomplishments: 2015 Goals and Objectives: • Maintained a department-wide average of

120 training hours for all sworn police personnel (with a State minimum requirement of 40). Completed a comprehensive review of all department wide training hours.

• Provided diverse training through a number of media campaigns and venues.

• Expanded the number of voluntary participants in the department fitness program.

• Successfully held the Citizen’s Police Academy.

• Maintained a quality recruiting and selection process in support of hiring police officers and civilian staff possessing the highest ethical character.

• Continued to work with City Human Resources in support of employee benefit services.

• Implement the department’s fitness testing initiative.

• Maintain a department-wide average of 120 training hours for all sworn police personnel.

• Provide diverse training through a number of media campaigns and venues.

• Expand the number of voluntary participants in the department fitness program.

• Continue to hold the Citizens Police Academy annually.

• Maintain a quality recruiting and selection process in support of hiring police officers and civilian staff possessing the highest ethical character.

• Continue to work with city human resources in support of employee benefit services.

• Continue to implement the department’s fitness testing initiative.

EXPENDITURES

SOURCE OF FUNDS



150

Public Works Department

The Public Works Department is comprised of the following

divisions: Administration, Infrastructure Management, Planning Services, Solid Waste, Field Operations, Strategic

Management, and Environmental Services.

Major Services ♦ Infrastructure management including water, sewer, solid

waste, transportation and storm water

♦ Energy, fleet and facility management

♦ Process, review and guide development

♦ Utility Services

♦ Economic Viability

Department Mission

We make Olathe better today and tomorrow through innovation, efficiency and leadership at all levels, valuing each other, our customers and the environment.

Department Location

Robinson Complex 1385 S. Robinson Dr. Olathe, KS 66061 (913) 971-9311

Department Changes

♦ Addition of 2 Street Maintenance Worker I’s and a Tandem Hooklift Truck to perform additional asphalt base repair ahead of contracted mill and overlay projects.

♦ Addition of 1 Project Manager to oversee increased

number and scope of street preservation projects specifically associated with Street Maintenance Sales Tax.

♦ Addition of 1 Process Maintenance Worker to address

system maintenance and meet regulatory requirements. ♦ Reclassification of vacant Customer Service Rep.

position to Maintenance Worker to adequately maintain Cedar Creek Wastewater Treatment Plant.

♦ Transportation ♦ Downtown


151

Departmental Budget: Public Works


Personnel Summary

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Full Time 299 306 311 316 Part Time 0.5 0.5 0 0 Total FTE'S 299.5 306.5 311 316


Public Works

Personal Services 19,565,552 21,168,741 22,412,170 23,645,165 Contractual Services 18,083,518 17,812,877 20,638,958 22,114,119 Commodities 8,820,037 8,899,267 9,508,023 9,937,467

Capital Outlay 317,758 289,865 557,000 577,220 Transfers 288,620 499,828 0 1,754,000 Public Works Total 47,075,484 $48,670,578 $53,116,151 $58,027,971

152

Departmental Key Result Indicators: Public Works


Implement innovative tools and technology to more efficiently use resources and meet customer demands

Mobility Index

118 121 121


Percent of time wastewater meets effluent limits

99.97% 100% 100%

Percent of time water meets regulatory standards

100% 100% 100%

Solid waste diversion rate 38% 38% 35%Organizational Goal:

Department Goal Key Result Indicator Actual 2012 Actual 2013 Target 2014Overall satisfaction with utility services N/A 83 81

Percent of stormwater request that are cleared within one day

86% 89% 95%

Fleet availability of critical Police vehicles 97.4% 99.1% 95%

Fleet availability of critical Fire vehicles 85.5% 98.4% 95%

Fleet availability of critical Solid Waste vehicles

92.3% 98.6% 85%


Develop and enforce regulations to implement Olathe's community vision and goals

Neighborhood Health Index

100 102 102


Average street network overall condition index (OCI)

88% 78% 78%

Percent of Capital Improvement Projects (CIP) completed within CIP dollar value 100% 100% 100%

Number of sewer back‐ups reported monthly

5 11 <5


Optimize the performance and lifespan of assets through the preservation, upgrading and timely replacement of assets

Actual land use mix (residential/non‐residential) residential 29.1/ non‐

residential 70.9residential 29.3/

non‐residential 70.6

residential 29.22/ non‐residential

70.78


Implement innovative tools and technology to more efficiently use resources and meet customer demands

Percent of Capital Improvement Projects (CIP) completed within contract schedule 100% 100% 100%


Recruit and retain people who are competent, motivated, adaptive and safe‐working

Employee Engagement &Satisfaction Index 4.17 4.10 4.18

Satisfied Customers

Promote a Physically Healthy Community

Financially Strong

Advance Safe & Efficient Transportation

Safeguard our Environment and Natural Resources


Meet all state and federal regulatory requirements

Meet or exceed customer service expectations in face of deteriorating resources


Recruit, Develop & Retain Employees Committed to ExcellenceEngaged Workforce


Effective Organization Continuously Improve

Optimize the performance and lifespan of assets through the preservation, upgrading and timely replacement of assets

153

Administration

The Public Works Administration Division directs and manages the department. Administration also participates in the Capital Improvement Plan and special projects as assigned by the City Manager, as well as serving as the City Manager’s representative to other agencies for operational issues. Various wastewater program expenses were moved from Environmental Services to Administration in 2014.

2014 Accomplishments: 2015 Goals and Objectives: • Continue refining CIP planning process

through development of Business Case Evaluations.

• Maintain high level of customer satisfaction

based on DirectionFinder survey.

EXPENDITURES

SOURCE OF FUNDS

• Updated Department Strategic Plan. • Implemented Water & Sewer CIP risk

evaluation and prioritization process. • Developed updated Customer Service

Training specifically tailored for Public Works personnel.

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $485,208 $637,832 $649,446 $692,194 Contractual Services 208,988 236,853 4,924,288 4,784,471 Commodities 24,511 36,228 27,201 23,896 Capital Outlay 282 0 0 0 Transfers 0 38,962 0 0 Total $718,989 $949,875 $5,600,935 $5,500,561

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 General $177,811 $249,044 $213,171 $224,378 Water and Sewer 461,087 559,978 5,234,304 5,101,095 Solid Waste 41,419 53,508 51,944 53,975 Storm Water 37,539 48,969 51,316 53,647 Central Garage Fund 1,134 38,377 50,200 67,467 Total $718,989 $949,875 $5,600,935 $5,500,561

154

Infrastructure Management

The Infrastructure Management Division focuses on the design, construction, inspection and major rehabilitation of facilities and infrastructure while ensuring they are functional, durable and cost effective. Compliance with current engineering standards occurs in a manner consistent with current City Council policy. The division is organized by mobility, capital project management, inspection services and watershed management.

2014 Accomplishments: 2015 Goals and Objectives: • Completed construction of 127th Street,

Black Bob to Pflumm, and the Olathe Community Center.

• Inflow & Infiltration Master Plan for Mill Creek Watershed.

• Completed stormwater project at 143rd & S. Locust and initiated design of four stormwater projects funded by Stormwater Management Advisory Council.

• Completed revision of technical specifications for construction projects.

• Selected light-emitting diode (LED) fixtures to include in the technical specifications.

• Completed construction of College Blvd. from Ridgeview to Renner and design of 159th Street from I-35 to Old US 56.

• Continue design of 143rd St from Pflumm to Quivira.

• Complete Transportation Master Plan. • Initiate construction of four stormwater

projects and complete construction of four stormwater projects with partial funding from the Stormwater Management Advisory Council.

• Begin construction of 159th from I-35 to Old US 56 and design of College Blvd. from Lone Elm to Woodland.

• Complete construction at K-10 and Ridgeview.

• Complete evaluation of recommendation for buyback of KCP&L streetlights.

EXPENDITURES

SOURCE OF FUNDS

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $3,575,193 $3,928,100 $4,768,475 $5,138,618 Contractual Services 2,977,391 2,769,026 802,582 1,131,696 Commodities 679,141 743,555 786,484 783,994 Capital Outlay 6,503 764 30,000 58,720 Transfers 29,488 182,616 0 0 Total $7,267,716 $7,624,061 $6,387,541 $7,113,028

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 General $5,262,268 $5,902,975 $3,665,982 $3,910,837 Storm Water 902,697 1,131,090 1,424,515 1,918,846 Water and Sewer 1,102,751 589,996 1,297,044 1,283,345 Total $7,267,716 $7,624,061 $6,387,541 $7,113,028

155

Planning Services

2014 Accomplishments: 2015 Goals and Objectives: • Facilitated adoption of the updated Unified

Development Ordinance (UDO) by the City Council.

• Conducted annual review of the

Comprehensive Plan. • Completed all development reviews within

guidelines of the six-week development review schedule.

• Completed in-house preparation and

production of annual Development and Demographic Report, Quarterly Report, and Year in Review.

EXPENDITURES

SOURCE OF FUNDS

The Planning Services Division strives to provide guidance through information and recommendations for the management and direction of the City’s future; protects and promotes quality development in the community; and engages citizens by establishing partnerships and connecting neighbors.

• Integrate new Development Ordinance into development and project review to realize gains from revised regulations.

• Continue implementation of immediate

and on-going action items identified in the Comprehensive Plan.

• Maintain quality development processes

with increasing development.



156

Solid Waste The Solid Waste Division provides an integrated approach to solid waste management, including: the efficient and economical collection of solid waste, yard waste and composting; public drop-off and curbside recycling; and operation of an approved disposal facility and household hazardous waste collection site, which are supported by educational efforts toward source reduction.

2014 Accomplishments: 2015 Goals and Objectives: • 90+% Overall Quality of Service satisfaction

rating on Quarter ETC Customer Survey for Residential Trash, Curbside Recycling, and Yard Waste collection services.

• Increased recycling and diversion of the residential waste stream to 38.29%, which exceeded the national recycling and diversion rate of 35%

• Expanded the Material Re-use Program in the Household Hazardous Waste (HHW) program with the utilization of new space at the Utility Maintenance building next to the HHW Collection building.

• Completed construction of new maintenance building & gatekeeper station at the Olathe Composting Facility.

• Established a new Transfer Station Service Agreement

• Purchased four collection vehicles to pilot the use of CNG fuel, in cooperation with Johnson County CNG fuel station, for the solid waste collection fleet operations.

EXPENDITURES

SOURCE OF FUNDS

• Continue Overall Quality of Service rating above 90% on quarter ETC Customer Survey for Residential Trash, Curbside Recycling, and Yard Waste collection services.

• Recycling and diversions of the residential waste stream to exceed 35% in 2015.

• Continue to maintain service to over 700 commercial & industrial solid waste customers.

• Continue vehicle replacement program for the purchase of collection vehicles that use CNG fuel, in cooperation with Johnson County CNG fuel station, for solid waste collection fleet operations.

• Implementation of a new Transfer Station Service Agreement to become effective October 1, 2015.

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $3,616,018 $3,796,351 $3,721,149 $3,931,769 Contractual Services 3,881,003 4,277,373 4,500,496 4,535,005 Commodities 883,418 929,928 1,085,638 1,102,488 Capital Outlay 610 15,852 30,000 30,000 Transfers 132,172 37,250 0 1,754,000 Total $8,513,221 $9,056,753 $9,337,283 $11,353,262

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Solid Waste $8,513,221 $9,056,753 $9,337,283 $11,353,262 Total $8,513,221 $9,056,753 $9,337,283 $11,353,262

157

Field Operations The Field Operations Division focuses on maintaining and preserving the City’s current infrastructure including streets, water distribution, wastewater collection and fleet. This division is responsible for snow and ice control as required to provide safe movement of traffic during winter storms.

2014 Accomplishments: 2015 Goals and Objectives: • Crack sealed 250 lane miles of streets,

which is a 250% increase over 2013. • Replaced 20,000 linear feet of curb and

gutter, which his a 260% increase over 2013.

• Trained mechanics in the maintenance of

CNG vehicles • Met or exceeded all Vehicle Maintenance

fleet repair performance measures • Replaced 5,500 linear feet of wastewater

collection sewer lines

• Crack seal 250 lane miles of streets. • Replace 20,000 feet of curb and gutter. • Reduce total % of city employees

Dissatisfied or Very Dissatisfied with any Vehicle Maintenance category in the Internal DirectionFinder survey to less than 5%.

• Replace 7,500 linear feet of water

distribution lines. • Replace 6,000 linear feet of wastewater

collection sewer lines.

EXPENDITURES

SOURCE OF FUNDS

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $6,992,153 $7,803,261 $7,898,138 $7,901,603 Contractual Services 2,311,337 1,991,736 2,465,610 2,592,592 Commodities 5,459,482 5,505,778 5,738,747 5,817,153 Capital Outlay 267,450 258,979 158,500 157,000 Transfers 30,598 35,593 0 0 Total $15,061,020 $15,595,347 $16,260,995 $16,468,648

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 General $3,353,870 $3,878,044 $3,824,377 $4,067,055 Central Garage 5,727,535 5,796,303 6,327,596 6,388,479 Storm Water 434,153 437,689 481,804 0 Water and Sewer 5,545,463 5,483,311 5,627,218 5,993,295 Total $15,061,020 $15,595,347 $16,260,995 $16,468,648

158

Strategic Management

Strategic Management is responsible for public education, community outreach, asset management, fleet and facilities management, budget and performance measures, project accounting, financial planning, environmental compliance, sustainable plan implementation, balanced scorecard reporting, policy/process/procedure integration, best management practices and innovation, employee development, service request coordination, energy management, data management, mapping and technology integration. The entire City’s energy costs are included in this division.

2014 Accomplishments: 2015 Goals and Objectives: • Implemented Cartegraph work order

management system in Stormwater and Utilities Maintenance divisions.

• Created Capital Improvement Project Web Mapping site.

• Successfully launched Olathe Trash Day mobile app.

• Established city-wide Neighborhood Assessment Program to evaluate conditions and suggest quality of life improvements in Olathe neighborhoods.

• Completed Historic Preservation Plan in support of City’s Comprehensive Plan.

EXPENDITURES

SOURCE OF FUNDS

• Incorporate asset management-related report data into maintenance and capital improvement planning.

• Revamp water and sewer rate model. • Continue Cartegraph implementation in

Traffic Signs, Streetlights, Markings and Traffic Signals.

• Analyze the Neighborhood Health Condition Index to maximize project impacts by aligning resources.

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $1,237,761 $1,110,767 $1,163,216 $1,253,655 Contractual Services 3,907,734 4,301,055 6,252,600 7,102,678 Commodities 66,352 26,134 74,760 4,610 Capital Outlay 1,418 10,862 1,500 35,500 Transfers 96,362 0 0 0 Total $5,309,627 $5,448,818 $7,492,076 $8,396,443

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 General $1,987,176 $2,145,018 $4,105,955 $4,373,999 Central Garage 115,015 89,044 72,552 98,012 Recreation Fund 73,144 86,410 180,131 330,928 Solid Waste 33,353 32,258 30,021 41,013 Storm Water 49,057 44,927 81,952 86,236 Water and Sewer 3,051,881 3,051,161 3,021,465 3,466,256 Total $5,309,627 $5,448,818 $7,492,076 $8,396,443

159

Environmental Services

The Environmental Services Division focuses on laboratory services, water production, plant maintenance, process engineering and wastewater treatment. This division provides a satisfactory quantity and quality of potable drinking water that meets all state and federal regulations, as well as National Pollutant Discharge Elimination System (NPDES) permit limits of the Kansas Department of Health and Environment (KDHE) to assure quality of the effluent discharged into the receiving streams.

2014 Accomplishments: 2015 Goals and Objectives: • Competed the design and construction of

the Lime Residual Basin for Water Treatment Plant #2.

• Completed design of Environmental Services Laboratory.

• Start dthe construction of the Harold Street Waste Water Treatment and Water Treatment Plant Improvement Projects.

• Cleaned the Oxidation ditches at the Cedar Creek Waste Water Treatment Plant

• Complete Laboratory Information Management System Replacement project.

• 100% of operational, maintenance, and lab staff certified through an accredited certification program.

• Receive Silver Peak Performance Award from National Association of Clean Water Agencies for Cedar Creek and Harold Waste Water Treatment Plant.

• Continue to enhance the computerized maintenance management system.

• Continue to produce water and treat wastewater that meets all regulatory requirements.

• Maintain National Environmental Laboratory Accreditation Conference Certification.

• Complete Environmental Services Laboratory facility.

EXPENDITURES

SOURCE OF FUNDS

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $3,174,348 $3,422,229 $3,638,939 $4,130,929 Contractual Services 4,747,586 4,183,808 1,622,617 1,897,192 Commodities 1,696,942 1,648,688 1,777,085 2,186,918 Capital Outlay 41,494 3,408 337,000 296,000 Transfers 0 205,407 0 0 Total $9,660,370 $9,463,539 $7,375,641 $8,511,039

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Water and Sewer $9,660,370 $9,463,539 $7,375,641 $8,511,039 Total $9,660,370 $9,463,539 $7,375,641 $8,511,039

160

Resource Management Department

The Resource Management Department is comprised of

the following service groups: Administration, Human Resources and Risk Management Services, Financial

Services, and Strategic Planning and Research Services.

Major Services

♦ Administration (Organizational and Employee Development, Department Administrative Functions)

♦ Human Resources and Risk Management Services

(Compensation and Benefit Administration, Recruiting and Employment, Safety and Wellness, Risk Management, Em-ployee Relations)

♦ Financial Services

(Financial Reporting, Accounts Payable, Procurement, Payroll, Treasury, Cash Management)

♦ Strategic Planning and Research Services

(Budget, Strategic and Long-Range Planning Support, Innovation Research Coordination, City Clerk Administration, Support Services)


♦ Resource Management is an internal service function that supports all Community Focus Areas.

Collaborate with our customers to deliver the highest quality solutions that support innovative services to the community.

Department Mission

Department Location


161

Departmental Budget: Resource Management


Personnel Summary

Resource Management

City Clerk’s Office

Administration

Strategic Planning & Research

Services

Budget

Accounting

Procurement

Human Resources Administration

Risk Management

Employee Development

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Full Time 29 29 29 29 Part Time 0 0 0.5 0.5 Total FTE'S 29 29 29.5 29.5


Resource Management (RM) Personal Services $2,356,404 $2,450,126 $2,551,084 $2,656,994

Contractual Services 595,996 547,764 665,258 686,225 Commodities 176,573 183,580 208,257 272,627 Capital Outlay 180 4,437 0 1,100 Transfers 20,000 0 0 0

RM Total $3,149,153 $3,185,907 $3,424,599 $3,616,946

162

Departmental Key Result Indicators: Resource Management


HR N/A 61% N/A Procurement N/A 64% N/A City Clerk N/A 91% N/A Budget N/A 81% N/A Finance N/A 79% N/A Administration N/A 79% N/A Organizational Development N/A 77% N/AAverage number of days to hire FTE External Postings 41 52 38 Internal Postings 7.9 24 7Percentage of citizen request system records contacted within 2 working days 100% 100% 100%


Bond Rating Index 9 9 9

General Fund Reserves as a % of General Fund Revenues 30% 30% 30%

Receive GFOA Distinguished Budget Presentation Award Yes Yes Yes

Receive ICMA Performance Certification of Excellence in Performance Measurement

Yes Yes Yes

Receive GFOA CAFR Award Yes Yes YesReceive NPI Achievement of Excellence in Public Procurement Yes Yes Yes

Property Tax 4.70% 0.90% ±5% Sales Tax 12.10% 1.50% ±5% Franchise Fees 4.90% 11.70% ±5% Fines & Forfeitures 14.20% 12.80% ±5%

Personnel Services ‐1.80% ‐3.00% ±3% Contractual ‐7.10% ‐6.56% ±3% Commodities 0.20% 4.86% ±3% Capital Outlay 20.50% 12.05% ±3%


Percentage of City expenditures from Olathe businesses

16% 20% 17%

Cost Avoidances‐Competitive bidding activities

$3,151,372 $2,498,695 $2,700,000

Non‐residential assessed valuation as a percentage of total assessed valuation

32% 30% 30%

Satisfied Customers


Financially Strong



Internal DirectionFinder‐Overall Satisfaction in RM Service Areas

% variance actual to budget for General Fund expenditures

% variance actual to budget for General Fund revenues

Understand our customers and their business needs to deliver support to achieve their business plans.

Develop, monitor, and uphold transparent, long‐term financial plans and policies

Develop Economic development policies that contribute to attracting and retaining sustainable development

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Departmental Key Result Indicators: Resource Management


HR N/A 61% N/A Procurement N/A 64% N/A City Clerk N/A 91% N/A Budget N/A 81% N/A Finance N/A 79% N/A Administration N/A 79% N/A Organizational Development N/A 77% N/A


Communicate, model, and reward organizational standards and values

Citywide Employee Engagement Index 4.09 4.18 4.2


Avg Compa Ratio for career band staff91% 93% 94%

Voluntary Employee Turnover Rate (excluding retirements)

6.96% 8% <5%

Maximize employee strengths to realize job success% of Employees receiving Exceeds Expectations ratings 57% 56.60% 58%




Engaged Workforce


Optimize Employment practices to enhance recruitment and retention of talent and diversity.

Internal DirectionFinder‐Overall Satisfaction in RM Service Areas Analyze key business processes to ensure alignment to organizational strategies & priorities, improve service delivery, increase operational efficiencies, and control costs

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Administration

The Administration Division directs and manages the Resource Management Department, which reorganized in 2012 to include Strategic Planning and Research Services. The newly organized Administration Division, formerly identified as the Financial Administration Division, also participates in special projects as assigned by the City Manager. The division provides administrative support for the department and coordinates visitors to the 2nd floor of City Hall.

2014 Accomplishments: 2015 Goals and Objectives: • Update department plan for professional

development and succession. • Enhance communication and collaboration

with City departments for improved business operations.

• Continue the development of a “Consulting

Culture” initiative within the department. • Implement components of the strategic plan

EXPENDITURES

SOURCE OF FUNDS

• Facilitated building enhancements to the City Clerk’s office area and 2nd floor to deliver improved customer service and building security.

• Assisted with economic development projects, including five (5) Industrial Revenue Bonds (IRB) applications, three (3) IRB terminations and the Olathe Hotel and Convention Center.

• Presented “Building a Culture--Setting the Standard for Excellence” with Human Resource Services at Transforming Local Government conference.

• Enhanced department’s website pages on the intranet for content quality and customer service.

• Conducted department training on email composition and etiquette.


Actual 2012 Actual 2013 Budget 2014 Adopted 2015 General $346,419 $254,308 $221,916 $236,724 Risk Management 0 0 33,526 $40,593 Total $346,419 $254,308 $255,442 $277,318

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Employee Development, a function under the Administration Division, develops and coordinates blended learning opportunities for all City staff based on their assessed needs to ensure Olathe “works smart”. The key goals are to ensure current and future leaders are equipped to lead the organization successfully and to retain talent. Additional goals are to enhance and improve communication and employee engagement, to build accountability at the line level, and to deliver improved organizational results.

Employee Development

2014 Accomplishments: 2015 Goals and Objectives: • Offered 12 BLDP sessions: Insight Workshop,

Learning Optimism, and Collaboration Skills for 300 participants.

• Facilitated Leadership Team discussions on Leadership and Organizational Effectiveness

• Designed and facilitated Directors’ Retreat and follow up.

• Offered Presentation Skills (1) and Facilitation Refresher Courses (2) for 40 participants.

• Offered 2 sessions of KU Supervisory Leadership Training for 39 participants.

• Hosted Olathe Local Women in Government Forum with County for 117 participants and quarterly lunch discussions for Olathe group.

• Presented at TLG conference; facilitated after action planning sessions for 12 participants.

• Offered 2 “Crouching Tiger, Sleeping Dragon” Emerging Leaders Forum for 32 participants.

• Designed “Fresh Air” innovation forums. • Offered “Understanding Generational

Differences” Supervisor Forum; follow up ses-sions for 200 supervisors.

EXPENDITURES

SOURCE OF FUNDS

• Facilitate selection of new city wide Learning Management System.

• Continue to offer BLDP sessions on critical competencies.

• Facilitate Leadership Team discussions on leadership and organizational effectiveness.

• Offer Train the Trainer sessions to designated employees; continue to offer Advanced Facilitation and Presentation skills courses.

• Continue “Crouching Tiger, Sleeping Dragon” series for emerging leaders.

• Continue “Fresh Air “events. • Host second Olathe Local Women in

Government Forum. • Offer expanded online training offerings to

selected audiences across City. • Host community event featuring keynote

speaker (thought leadership on building community).

• Host Leadership Team’s and Directors’ Retreats.

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $62,857 $85,942 $83,010 $96,244 Contractual Services 159,876 144,436 169,954 168,222 Commodities 0 1,137 400 985 Transfers 0 0 0 0 Total $222,733 $231,516 $253,364 $265,451


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Human Resources Services

2015 Goals and Objectives:

Human Resource Services, part of the Human Resources and Risk Management Services Division, directs Human Resources (HR) and supports City personnel. HR is responsible for compensation and benefit administration, recruitment and employee relations.

2014 Accomplishments: • Provided financial education on early

preparation for retirement to employees. • Collaborated with Public Works to provide

diversity training to field operations staff. • Met with supervisor group to understand and

improve internal DirectionFinder results. • Developed and presented monthly

supervisor for excellence training on HR competencies to enhance the employee experience.

• Activated custom application to reduce staff time and enhance data integrity for employee benefits

• Ensured compliance with Affordable Care Act, including avoidance of employer shared responsibility penalties.

• Significantly enhanced Human Resources Division’s Ozone pages.

• Used workforce analytics to create targeted workforce diversity goals.

• Launched employee self-service to expedite work flow and reduce paper.

• Revised Employee Handbook.

• Continue Supervising for Excellence training series to enhance employee experience (e.g., crucial conversations, Kolbe assessments).

• Collaborate with Communications to provide diversity training and affinity groups for staff.

• Offer mediation services to City employees as needed to enhance the employee experience.

• Expand space, hours and services of wellness clinic, and enhance related data collection/analysis. Increase HRA participation by employees and spouses through Cigna.

• Expand employee self-service in EOne, and implement manager self-service to expedite work flow and reduce paper.

• Use CompAnalyst to market price career band positions and develop reports/recommendations.

• Enhance HR pages on the City’s public internet site to better promote the City’s brand as an employer of choice. Include expanded use of Facebook for recruiting top talent.

• Ensure compliance with Affordable Care Act. • Enhance employee participation in 457 plans.

SOURCE OF FUNDS

EXPENDITURES Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $461,070 $404,780 $516,403 $498,245 Contractual Services 129,748 145,150 177,902 190,121 Commodities 37,203 40,394 41,957 40,682 Capital Outlay 0 0 0 1,100 Total $628,021 $590,323 $736,262 $730,148

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 General $628,021 $590,323 $709,824 $730,148 Risk Management 0 0 26,438 0 Total $628,021 $590,323 $736,262 $730,148

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Risk Management

Risk Management, a function under the Human Resources and Risk Management Services Division, is responsible for: maintaining loss prevention programs; controlling costs when the City sustains losses and providing funds or obtaining insurance as needed for losses related to general and auto liabilities, property damage; law enforcement and public official liability; and workers’ compensation. Safety training and the coordination of claims are also managed by Risk Management.

2014 Accomplishments: 2015 Goals and Objectives: • Increased internal DirectionFinder

satisfaction with overall level of service provided by Risk Management and Safety from 72% in 2011 to 79%.

• Recovered nearly 200% of targeted subrogation revenues.

• Collaborated with Police Department to provide targeted wellness program and physical/mental readiness standards.

• Expanded Risk Management presence throughout the City by risk management consultant attending department leadership meetings.

• Completed safety audit of Olathe Community Center, Heritage Center and outdoor pools.

• Offered distracted driving training to decrease employee vehicle accidents and save lives.

• Revise City’s Risk Management Manual to reflect changing work environment.

• Provide a Worker’s Compensation training session as a component of Supervising for Excellence series.

• Expand standing workstation program Citywide to increase employee wellness on-the-job.

• Create a City Well-being Committee to implement Citywide wellness programming and recruit Wellness Champions.

• Expand Safety and Wellness Coordinator presence through building inspections and site visits to reduce workers’ compensation claims.

• Continue emphasis in subrogation to achieve target

• Expand CDL license checks to include monthly report of accidents and driving convictions

• Expand post-offer employee testing.

EXPENDITURES

SOURCE OF FUNDS

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $191,994 $219,250 $192,352 $221,634 Contractual Services 99,792 102,014 147,500 121,828 Commodities 4,698 581 29,800 87,500 Total $296,483 $321,844 $369,652 $430,962

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Risk Management $296,483 $321,844 $369,652 $430,962 Total $296,483 $321,844 $369,652 $430,962

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Finance

2014 Accomplishments: 2015 Goals and Objectives: • Utilize third parties to leverage assets, such

as management of the investment portfolio. • Redevelop the cash receipts process for

certain departments. • Research electronic payment alternatives for

Accounts Payable (i.e. Payments Plus). • Develop processes to expand use of

accounting system to increase efficiencies.

EXPENDITURES

SOURCE OF FUNDS

Finance maintains records of receipts and disbursements, processes payroll information, issues payments, manages investments, monitors project financial activity, works with the financial advisor and bond counsel to prepare and sell bond and note issues, participates in the capital improvements plan and budget preparation and prepares and issues financial statements and reports.

• Received Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting for 35th consecutive year.

• Expanded use of electronic payments by increasing Automated Clearing House (ACH) payments to vendors from 14 payments in 2012 to 401 payments in 2013.

• Implemented pilot program for the use of ACH payments to employees for travel advances and business expense statements.

• Collaborated with Public Works to develop the process for accepting new permit fees.

• Collaborated with IT to allow employees to opt-in and opt-out of receiving an electronic Form W-2.

• Collaborated with IT to switch software allowing making a remittance advice available for ACH payments and notifying the vendor of payment.



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Procurement


EXPENDITURES

SOURCE OF FUNDS

Procurement, a function under the Financial Services Division, collaborates with City departments and divisions to identify and evaluate the needs for goods and services in all parts of the organization and to procure those needs at the lowest possible cost, consistent with the best quality of goods or services required. This division serves as the primary contact between the various functions of the City and its suppliers. Additional responsibilities include contract administration, procurement process training, document reproduction, surplus property disposal, and coordination of intergovernmental cooperative purchasing agreements.

• Recipient of the Achievement of Excellence in Procurement Award presented by National Procurement Institute.

• Implemented a process to audit 100% of all

procurement card transactions and receipts. • Streamlined the price agreement process. • Assisted Parks & Recreation with

purchasing options on the equipment for the Community Center.

• Organized a local vendor summit and

attended three vendor fairs.

• Analyze, design, process changes to become more efficient in spending (i.e. p-card analytics, p-card audits, update policies, etc.).

• Continue outreach efforts to local vendors. • Review bid process to identify areas to

improve efficiencies and ease for vendors. • Explore accreditation for Procurement

Division.



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Budget Budget, a function under the Strategic Planning and Research Services Division, coordinates the annual budget process, including the Capital Improvement Plan; prepares the State budget forms for certification by the State of Kansas; prepares the annual budget document; monitors economic trends that may influence budget decisions; monitors revenue and expenditure variances during the budget year; monitors use of contingency funds; monitors and tracks general sales tax, special tax funding and park sales tax; and provides budget information to departments and the City Council.

2014 Accomplishments: 2015 Goals and Objectives: • Conducted budget presentations to over

700 students as part of the City’s 3rd grade program.

• Hosted an Economic Outlook panel to kick-off the budget process internally.

• Received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award for 9th Consecutive Year.

• Partnered with Teen Council to create a series of informational budget videos to en-courage citizens to provide input on the budget process.

• Developed a Budget Infographic to be included in Utility Inserts and as an handout informing the citizens about the 2014 budget.

• Presented on budgeting for outcomes at the Kansas Government Finance Officer’s conference.

EXPENDITURES

SOURCE OF FUNDS

• Continue to seek opportunities to include

public input in Council decision-making during budget process.

• Implement processes to improve upon

prioritizing budget requests. • Study and consider a two year budget

process. • Continue to provide training opportunities for

employees on budget.

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $303,828 $229,538 $242,941 $246,771 Contractual Services 14,157 13,681 17,400 16,811 Commodities 14,083 1,964 1,200 1,180 Capital Outlay 0 4,162 0 0 Total $332,067 $249,345 $261,541 $264,762


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City Clerk The City Clerk, a function under the Strategic Planning and Research Services Division, is a customer service-oriented office that serves the public by issuing licenses, recording City Council proceedings, managing the records depository, and maintaining the disposition of official documents. The City Clerk is the official custodian of the City records and documents, and the office maintains custody of the City Seal. The office is responsible for preparing Council agendas and transferring agendas and accompanying documents to the City’s website. Other functions include the official filing of industrial revenue bond tax abatements and certifying assessments to the County Clerk for collection, coordinating City election initiatives, and monitoring the Automatic Alarm System Program.

2014 Accomplishments: 2015 Goals and Objectives: • Continue transition of paper to electronic

records based on the criteria of the records retention schedule guidelines.

• Fully implement CryWolf alarm registration system to improve and increase on-line registration by making web pages and notices clearer and more user friendly.

• Explore options to improve Fire false alarm monitoring and fines by including development of an on-line Fire false alarm education component.

• Work with ITS and Communications and Customer Service to evaluate upgrades for live and on-demand audio/video streaming and integrated City Council agenda management.

• Explore options for CCO remodel to provide for city hall visitor reception including secured access.

EXPENDITURES

SOURCE OF FUNDS

• Completed Resource Management transition to the OlatheConnect Service Request System.

• Awarded the Highest Overall Customer

Satisfaction Service Level from the Internal DirectionFinders Survey. The award was received in consecutive surveys in 2011 and 2013.

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $267,680 $253,176 $282,960 $285,521 Contractual Services 36,783 33,302 51,219 47,642 Commodities 105,620 120,611 125,200 128,200 Transfers 20,000 0 0 0 Total $430,083 $407,088 $459,379 $461,363


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Strategic Planning

Strategic Planning, a function under the Strategic Planning and Research Services Division collaborates with City Departments to develop objectives, strategies and tactics that align with the City’s organizational scorecard. The Division assists departments in the analysis of performance data and develops systems and processes to effectively and efficiently monitor organizational performance. Strategic Planning is new in 2013; expenditure history is shown among other Resource Management divisions.

2014 Accomplishments: 2015 Goals and Objectives: • Transitioned DirectionFinder Citizen Survey

from annual to quarterly. • Conducted first Citizen Research Panel through

ETC. • Launched new COMPASS user interface,

enhanced the DirectionFinder results dashboard citizens can view on OPuS.

• Provided data analysis services to customers to improve the value of data collection processes (surveys, databases, etc.)

• Launched two new expenditure dashboards – commodities and contractuals - to support better tracking and awareness of these expenditure areas.

• Incorporated ROI metrics in budget presentations and documents.

• Conducted first quarterly “PerforMax” meeting with Leadership team to review and discuss citywide performance metrics.

• Published a 2014 Comparative Performance Report using ICMA data.

• Received International City/County Management Association (ICMA) Certificate of Excellence in Performance Measurement for 5th consecutive year.

• Support the Idea Sandbox – promote to employees, work with departments to secure responses and implement ideas.

• Hold COMPASS training as part of the Performance Measurement User Group or in other venues such as Supervisor Forum.

• Become a key resource for Google Analytics within the City of Olathe.

• Build employee awareness for performance dashboards by showcasing them in various locations (Ozone story, email, flyer).

• Redesign internal survey to yield more useful information for customers.

• Help every department create at least one departmental dashboard to publish on Ozone or visible within COMPASS.

• Audit twice a year, all department measures within COMPASS and look for gaps and information not updated.

EXPENDITURES

SOURCE OF FUNDS

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 Personal Services $0 $220,107 $222,421 $229,523 Contractual Services 0 3,892 30,486 29,449 Commodities 0 1,563 600 980 Total $0 $225,562 $253,507 $259,952

Actual 2012 Actual 2013 Budget 2014 Adopted 2015 General $0 $225,562 $253,507 $259,952 Total $0 $225,562 $253,507 $259,952

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Appendix A - Financial Policy Statements Overview

The following financial policies establish the framework for the City of Olathe’s overall fiscal planning and management.

The financial policies set forth guidelines against which current budgetary performance can be measured and proposals for future programs can be evaluated. These adopted financial policies are also intended to demonstrate to residents, the credit rating industry, municipal bond investors and auditors that the City is committed to sound financial management and fiscal integrity.

The financial policies also improve the City’s fiscal stability by helping City officials plan fiscal strategy with a consistent approach. Adherence to adopted financial policies promotes sound financial management, which can lower the cost of capital, manage interest rate risk exposure and preserve financial flexibility. It is presumed that these policies are consistent with all laws and regulations, but such laws and regulation shall control in the event of a conflict or discrepancy.

Fiscal Principles

1. The City will adopt and maintain these Financial Policy Statements to guide its decision making in the areas of budget, fund balance, capital improvement planning, debt management, investments and cash management. These financial policies can provide guidance during the preparation and deliberation of the City’s annual budget and other policy decisions that impact the City’s financial condition. The Financial Policy Statements will be reviewed annually during preparation of the budget.

2. The City will maintain a system of financial monitoring, control and reporting for all operations and funds held on behalf of the City.

3. The City will strive to synchronize its annual budget, capital improvement plan, Council-established goals and planning studies in a comprehensive manner reflected in the published budget, annual capital improvement plan and annual comprehensive financial report.

4. All departments will participate in the responsibility of meeting policy goals and ensuring long-term financial health.

5. The City’s accounting and financial reporting systems will be maintained in conformance with all federal and state laws, generally accepted accounting principles (GAAP) and standards of the Government Accounting Standards Board (GASB) and Government Finance Officers Association (GFOA).

6. An annual audit will be performed by an independent public accounting firm, with an audit opinion to be included with the City’s published Comprehensive Annual Financial Report (CAFR).

7. The City intends to participate in the GFOA Certification of Achievement for Excellence in Financial Reporting Program.

8. The City intends to participate in the GFOA Certificate of Recognition for Budget Preparation.

9. The City intends to participate in the International City/County Management Association (ICMA) Certificate of Excellence in Performance Measurement Program.

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Operating Budget Policies

The City of Olathe must present a balanced budget to comply with Kansas state law. The budget is balanced when all expenditures are equal to proposed revenues. If excess revenues are received during the budget year, they will be used to meet fund balance requirements and then capital funds or other non-recurring expenditures.

Changes to the council adopted policies must be formally authorized by the Council. The City Manager shall be responsible for maintaining financial procedures that are consistent with the policies. Budget policies and procedures are used to develop and implement the budget.

1. The budget process will incorporate a long-term perspective that will help assess the impacts of current and proposed operating and capital budgets in order to develop appropriate strategies to achieve the goals of financial stability, efficient operations, good credit ratings and preparedness for the unforeseen.

2. The budget will reflect the Council’s Organizational Scorecard. These broad goals are reflected in the business plans for each department and through information communicated during the preparation of the annual budget and capital improvement plan.

3. The budget process is intended to weigh competing requests for City resources, within expected fiscal constraints.

4. The City Manager will project revenues and expenditures over time using assumptions about economic conditions, historical and current financial performance, major goals and projects and other relevant factors.

5. The City will utilize innovative budgeting procedures and fiscal management to maximize the value of every tax dollar expended by the City.

6. The budget will be prepared in a manner in which all current revenues will pay the costs of all current expenditures (balanced budget.)

7. Consistent with the City’s Debt Management and Fiscal Policy, the Governing Body may approve the use of budgeted reserves in the case of emergency events, or conditions that result in unanticipated expenditure requirements or revenue fluctuations within a fiscal year, or to take advantage of an extraordinary opportunity.

8. The budget will apply one-time cash revenues to non-recurring expenditures.

9. The budget will address major capital improvement priorities which have been prioritized by the City Council.

10. The City Manager’s proposed budget will include revenues and expenditures detailed by fund, department and division for four years (two years prior, current year budget and the proposed budget year).

11. The budget document will include the City’s financial policies, goals, and budget calendar.

12. The budget will involve and promote effective communications with residents, including conducting a public hearing prior to the final approval of the budget.

13. The City will continuously evaluate its financial position to ensure stability of the City to its citizens.

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14. The City Manager will provide financial updates relative to the established budget to the City Council during the fiscal year. To ensure that the goals and objectives of the budget documents are fulfilled, monthly budget reports will provided to all departments.

15. Budget amendments must be approved by the City Council. Generally, these will be

considered annually at the conclusion of the fiscal year.

16. The City will continuously examine its methods of providing services in order to reduce operating costs in order to better serve its citizens.

17. Current staffing levels and personnel additions will reflect the adequate level it takes to provide excellent service to our citizens.

18. During the fiscal year, the City will continuously evaluate budgetary spending to ensure that resources are used efficiently.

19. The budget process and format shall be performance based and focused on goals and objectives.

20. The budget will provide adequate funding for maintenance of buildings, major equipment and vehicles.

Revenues

1. Revenue estimates will be conservative and based upon trend analysis, economic conditions and other factors and will be established by the City Manager.

2. The City will annually review its fees and other charges for service to ensure that revenues are meeting intended program goals and are keeping pace with inflation, other cost increases or decreases and any applicable competitive rate.

3. Grants will be spent for the purposes intended and will not be relied on for basic general fund services.

4. All potential grants will be carefully examined for matching requirements (both dollar and level-of-effort matches). The City will vigorously pursue grants for capital projects that fit long-range community improvements goals. The City will review grants for operating programs on an individual basis to determine the suitability of accepting the grants from a sustainable long-term financial perspective.

5. The City will use appropriate methods to collect monies owed on property taxes, court judgments and other sources.

Expenditures

1. Where possible, performance measures will be integrated into the budget.

2. During the fiscal year, the budget office will monitor revenues and expenditures monthly to compare actual performance to budget.

3. The number of full-time authorized positions (FTEs) is set by the City Council during the annual budget approval. Any additions to the number of FTEs must be approved by City Council during the annual budget process.

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Operating Policies All financial transactions conducted within City departments are to be made in a manner that maximizes the efficiency of the City’s available resources in accordance to established management practices, accounting standards, and auditing requirements. All departments construct 5-year department business plans in order to provide long-term vision of departmental goals and their alignment with the overall financial goals of the City. Major changes to the operating budget are displayed within the budget as budget strategy alternatives (BSAs). BSAs fall under three categories: Reorganizations, Growth and Development Support and Business Process Adjustments. Current property tax revenues and future property tax revenues generated by increases in valuation, together with sales tax revenues, fees, and other revenues shall be used to fund the city’s operating budget. The City uses a conservative approach to avoid over estimating revenues during the fiscal year. Amending the Budget

According to state statute, the legal level of budgetary control is the aggregate total expenditures at the fund level. Once these funds are adopted by the Council, the expenditure authority of that fund cannot, by law, be exceeded without a formal amendment process. State statutes allow for the Governing Body to increase originally adopted budgeted amounts only after a public hearing.

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Capital Improvements The City of Olathe has had, and continues to experience, growth with a commensurate demand for services and the financing of major capital improvements. These capital improvements must be structured by ability to pay in order to maintain fiscal stability. A capital improvement plan shall be prepared and submitted to and approved by the Council annually. Any project to be added to the plan must be presented to and approved by the Council. All Capital Improvement Plan (CIP) projects will be approved based on the City’s priorities and goals of providing the best environment and support for Olathe’s citizens. Projects will be approved based on their relevancy and impact on the City’s citizens.

The capital improvement plan shall consist of a 5-year priority listing of all long term capital projects, accompanied by a financing plan that finances all projects in the 5-year priority listing. The financing plan shall be in accordance with the debt management policies contained herein. It is the intent of these Council adopted policies that authorized projects must be part of an adopted capital improvement plan. General capital improvements shall be financed in accordance with the capital improvement plan. Funding for the CIP will come from general obligation (GO) Bonds, Special Assessments, Revenue Bonds, General Fund (cash from the General Fund), Street Improvement Fund, Park Sales Tax, Storm Water Fund, Water and Sewer Fund, and System Development Fees. Funds shall be available for the financing of general improvements in accordance with the following: It is the goal of the City to finance at least 50% of the City-at-large capital improvement budget with pay-as-you-go financing with current resources. It is the City’s goal to maintain and fund a Capital Project Reserve (CPR) Fund in order to fund the initial design or costs of projects, so that the City is in a position to have shovel-ready projects when opportunities arise to obtain grant funding.

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Debt Management

The City of Olathe has established a debt management policy and guidelines to provide the structure of continuing fiscal stability, reduce financial risk and maintain adequate contingency assets for present and future requirements. It is the City’s goal to attain and maintain the highest credit rating possible resulting in the lowest possible interest costs for debt issued by the City. It shall be the responsibility of the City Manager, the city manager’s staff, and other designees to maintain all necessary files associated with the issuance of City debt. The City Manager submits, for Council consideration, a fiscal impact statement prior to any Council action to authorize a benefit district or CIP for general improvement project. The fiscal impact statement contains, at a minimum, an estimate of the debt service levy to be required at the time of long term debt issuance and a calculation showing the impact of this additional levy to the existing debt service levy at that time. Kansas state statutes limit the amount of general obligation debt a government entity may issue up to 30% of its total assessed valuation. The fiscal impact statement shall also provide information on any projected user fee rate increases in the case of revenue bond financing. Debt issuance will be utilized by the City in cases where public policy, equity and efficient use of limited resources favor debt over contemporary financing. Decision criteria considered shall include the following council adopted policies: Debt should be self-supporting whenever possible through self supporting revenue bonds, special assessments, or other capital improvement charges rather than general property taxes. Debt will be primarily used to finance capital projects with a relatively long life expectancy, i.e., ten (10) years or greater. Debt shall be issued in such a way so that the term of the financing does not exceed the useful life of the asset. It is a priority of the City to not exceed 70% of its statutory debt limit. Performance measures for the debt management process will be defined and monitored as part of the City’s Balanced Scorecard process. Repayment schedules shall be designed to relate to the useful life of the asset. These schedules will generally be in accordance with the following, unless other methods have been formally approved by the Council: Ten (10) years for most general obligation public improvement debt. The City’s goal is to structure debt with even principal payments over the life of the debt portfolio as a whole, taking into consideration the forecasted revenues for the Debt Service Fund. Ten (10) years for benefit district debt. The City’s goal is to structure debt with even principal payments over the life of the debt portfolio as a whole, taking into consideration the forecasted revenues for the Debt Service Fund.

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Ten (10) to twenty (20) years for capital improvements of citywide significance and where justified by the magnitude of the project. On an overall basis, all general obligation debt, less temporary notes, shall be structured to retire at least 80% of the city’s indebtedness within ten (10) years. Benefit district debt shall be issued in conformance with the city’s policies on benefit district creation and financing. The following provisions shall apply: Bonds may be secured by the full faith and credit pledge of the City, but assessment payments shall be adequate to pay 100% of debt service unless otherwise stipulated by the creation document.

Benefit district project costs shall include all construction, engineering, financing, legal and administrative costs of the program. Debt service payments on non-benefit district general obligation bonds, not abated by other revenues, shall be paid from the debt service tax levy. Outstanding bonds will be retired when sufficient revenues are accumulated. Debt will not be issued by the City to finance projects for the entities that have the authority to issue tax-free bonds for those purposes with the exception of the Olathe school district, which is exempted from this policy.

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Operating Reserves The maintenance of adequate operating reserves is essential to the financial strength and flexibility of the City as a whole. Reserves are an integral part of the financial structure of the City and help make it possible for the city to issue debt. Operating reserves are a significant factor considered in evaluating and assigning credit ratings by the bond rating agencies. Debt issued for water, sewer and other purposes for which operating and capital needs are supported by user fees shall be in the form of revenue bonds secured by the appropriate user fees. User fees shall be adequate to support operating requirements and revenue bond covenants for each purpose, i.e., water user fees support only water and sewer user fees support only sewer. The City shall maintain the following reserves: An annual reserve in the general fund operating budget equal to fifteen (15) percent of annual revenues with an annual target of 30% of revenues. A sixty (60) day reserve in enterprise funds in order to meet potential unanticipated needs and remain in compliance with bond issue covenants. All those reserves required by revenue bond indentures to remain in complete compliance with bond issue covenants. An annual cash basis and contingency reserve in the debt service fund of at least 10% of the annual principal and interest and capital improvement lease payments.

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Fund Policies

The City has four major governmental funds, The General Fund, Debt Service Fund, Capital Projects Fund, and Special Tax Increment Financing Fund. There are 9 other governmental funds that are also represented within the City’s budget. The City maintains two proprietary funds: Enterprise Funds (water & sewer, and solid waste) and Internal Service Funds. General Fund Balance

The City’s need for a fund balance is directly related to providing for unforeseen emergencies or expenditures, to provide a resource for short-term declines in major revenue sources, and to provide a resource until major revenues are received. The Council adopted General Fund fund balance policy is:

It shall be the goal of the City to maintain a minimum fund balance in the general fund of 15% of revenues, with an annual target of 30% of revenues. The Governing Body may approve the use of budgeted reserves in the case of emergency events, or conditions that result in unanticipated expenditure requirements or revenue fluctuations within a fiscal year, or to take advantage of an extraordinary opportunity. Other Fund Policies

The established vehicle and equipment replacement fund shall be funded on a continual basis through vehicle lease fees to ensure that adequate funds are available to purchase and replace equipment in a timely manner.

All inter-fund transfers must be approved by the City Manager, or the party/person designated by the City Manager, for approval.

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Investment Policies

The City of Olathe recognizes that effective cash management is an integral component of good financial management. Therefore, it is the policy of the City that funds deemed idle, based on projected cash flow, be invested in a manner that seeks to obtain the highest rates of return with appropriate risk until such time as they are needed for the operations of the City. The City’s investment portfolio shall be designed and managed in accordance with this policy to ensure public trust and be consistent with state and local laws. Investments shall be at the highest rates obtainable at the time of the investment, within the limitations of the law and the City’s prudent investment policy in accordance with the following criteria: Safety: Safety of principal and accrued interest is the foremost objective. Each investment will be made in a manner which ensures that capital losses are avoided, whether from security defaults, or erosion of market value. The objective will be to mitigate credit risk and interest rate risk. Credit Risk: The City will minimize credit risk (the risk of loss due to failure of the security issuer) by the following actions: Limiting the types of investments to the types permitted. Pre-qualifying financial institutions and broker-dealers with which the City will purchase securities. Diversifying the investment portfolio in order to minimize the impact of potential losses from any one type of security or individual issuer. Interest Rate Risk: The City will minimize interest rate risk (the risk that the market value of securities in the portfolio will fall due to changes in market interest rates) by the following actions: Structuring the investment portfolio so that investments mature in appropriate intervals, avoiding the need to sell securities prior to maturity. Ensuring that funds needed for future operations in the near future be invested in short-term maturities, money market mutual funds, and investment pools, as well as managing the average maturity of the portfolio. Liquidity: The investment portfolio shall remain sufficiently liquid to meet all operating requirements that might be reasonably anticipated. This is accomplished by structuring the portfolio so that securities mature concurrent with cash needs to meet anticipated demands. The cash position of the City will experience fluctuations throughout the year that requires that a portion of the investment portfolio emphasize liquidity. The City will consider liquidity as a priority, while still recognizing the need to maximize yield.

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Return on Investment/Yield: The investment portfolio of the City will be designed to attain a market-average rate of return throughout the budgetary and economic cycles, taking into account the City’s investment risk constraints, state statutes, cash flow characteristics of the portfolio, and prudent investment principles. The City’s portfolio shall be designed with the objective of meeting or exceeding the average return on three-month U.S. Treasury bills. This index is considered to be a benchmark for lower risk investment transactions, and therefore comprises a minimum standard for the portfolio’s rate of return. The investment program will seek to improve investment yields beyond these thresholds, consistent with risk limitations defined in the Policy. The maturity of T-bill used as the benchmark for return on investment will be subject to periodic review and modification by the City Council based upon changing market conditions. Local Emphasis: Subject to requirements of the above objectives, and regulations of the State of Kansas, it is the policy of the City to offer financial institutions within the City the opportunity to bid on investments. However, the City will seek the best investment yields through a competitive bid process as legally allowable. Financial institutions outside of the City may also bid on investments in accordance with State statutory provisions KSA 12-1675. The City will maintain a list of all bids received during each calendar year. If the City’s Investment Policy is approved by the Pooled Money Investment Board, financial institutions outside the City are eligible to bid on investments in accordance with KSA 12-1677b.

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Appendix B - Glossary of Terms

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186

187

188

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The Capital Improvement Plan (CIP) is a separate budgeting process within the annual operating budget. The CIP procedure is used to plan, budget and finance the purchase and/or construction of large capital infrastructure, facilities, equipment and other capital assets. The City uses this process to ensure expensive, long-lived projects are aligned with its strategic direction and that the money is well spent. Funding for capital projects can be obtained from any of the following sources: Current General Fund Operating Revenues Cash is allocated from the General Fund to fund maintenance, technology and other small capital projects. Water & Sewer and Solid Waste Revenue Bonds The Water & Sewer and Solid Waste funds are enterprise funds, which are supported by fees for service rather than by taxes. Revenue bonds are a type of loan in which the loan is repaid with revenues from the enterprise, not by contributions from the General Fund. These loans are used for projects related to plant capacity and modernizing the systems. General Obligation (GO) Bonds This funding source is used to finance major capital projects with an expected life of 10 or more years. A general obligation bond is secured by the City’s pledge to use legally available resources, including tax revenue, to repay bondholders. The City used a portion of the property tax levy to finance the debt service payments. Benefit Districts These are a financing and development tool whereby cities can issue general obliga-tion bonds for construction of public improvement and assess the cost to properties that benefit. The bonds are then retired through payment of special assessments by these benefiting properties. Parks Sales Tax Fund This is funded by a voter approved 1/8% cent sales tax initiative. It is dedicated to parks and recreational facilities. Storm Water Fund This is funded by both residential and commercial user fees. It is dedicated to fund the operation, maintenance and capital improvement costs for the storm water sys-tem.

Appendix C - The Capital Improvement Plan (CIP): Funding Sources

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Water and Sewer Fund This is funded from fees associated with water and sanitary sewer charges. It is dedicated to fund the operation, maintenance and capital improvement costs for the water and sewer system. Street Excise Tax In accordance with City ordinance, development in Olathe is subject to a street excise tax of $0.215 per square foot of land area. Funds generated by the street excise are used to construct two lanes of an urban arterial and for traffic signals at the intersection of arterial roads. Temporary Notes A temporary debt incurred by states, local governments, and special jurisdictions. Municipal notes are usually issued with a maturity length of 12 months, although maturities can range from 3 months to 3 years. System Development Fees These fees are collected when properties are developed. They are based on the expected usage of the new development and how much capital investment is needed to pay for additional treatment plan, distribution, and collection to meet these needs. Street Maintenance Sales Tax Fund This is funded by a voter approved 3/8% cent sales tax initiative. It is dedicated to street preservation and reconstruction projects. Grants Funds may be granted from Federal, State or local sources, such as Community Development Block Grants or Federal Emergency Management Administration grants.

Appendix C: Funding Sources (continued)

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CIP Development Process The CIP provides detailed information for all CIP projects the City has planned for the years 2015-2019 and includes a listing of future unfunded projects. The CIP is updated annually to make adjustments for changing capital needs, changes in availability of funds, and to add a year of programming to replace the year just completed. The CIP process begins in February when all documents and financial tools are updated with current figures. Departments update current project descriptions and create new project descriptions for proposed projects. These descriptions include the following information: Project Name, Category, Contact Person, Community Focus Area, Department, Master Plan (if applicable), Total Project Cost, Description, Justification, Expenditure Detail, Funding Sources, and Operation and Maintenance costs. Projects are then listed in the 5 year CIP, the 6-10 year CIP, or the Pending List. As part of the 2015 CIP process, City staff ranked projects on the 1-5 year, the 6-10 year and pending funding lists. These lists prioritize which projects will be completed if and when funding becomes available. The CIP is then presented to the City Manager and Budget Team for review and revision. The Forecast Team examines the revenue forecasts to see how the updated projects and proposed new projects impact the forecast. A debt service analysis is conducted and determines the final number of GO Bond projects that can be financed within the five year period. New projects are included based upon debt capacity, operation and maintenance cost impacts and community input. A Public Input Session is held to solicit general input about the proposed projects for the next 5 years. In addition, comments about the Capital Improvement Plan are welcome throughout the budget process. The Budget Division then prepares the electronic and print version of the proposed CIP. Study sessions are held with the City Council and the Planning Commission to give both the opportunity to study and evaluate the proposal. The CIP is then formally adopted by the Planning Commission and the City Council in August.

Santa Fe Streetscape, Santa Fe looking West (Photo courtesy of Olsson Associates)

The 2015 total dollar amount for capital expenditures is $55,185,944.

Appendix C: CIP Development Process

The 2015 - 2019 CIP added seven new projects to the General Fund debt service projection:

• 135th & Greenwood Turn Lane

• Sidewalk Construction; • College Blvd, Lone Elm to Woodland

• Streetlight LED Conversion.

• Santa Fe & Clairborne to Mur-len Study

• Traffic Signals • 119th & Black Bob Geometric

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Appendix C: 2015 CIP Calendar

2015 Capital Improvement Plan Development Task/Event Date

Input and questions on the 2015-2019 CIP can be directed to [email protected] or (913) 971-8671

February-August 19th

CIP Project Costs Updated February

Operations & Maintenance Costs Evaluated February

CIP Project Requests Finalized March

Financial Status of CIP Examined March

CIP Adjusted based on Financial Forecast April

Proposed CIP Document Prepared May - June

CIP Presented to City Council June 17th

CIP Workshops with City Council July

Public Input Session for the 2015 Proposed Budget & 2015-2019 Capital Improvement Plan July 7th

CIP Workshop with Planning Commission July 14th

Final CIP Approved by Planning Commission July 28th

Public Hearing for 2015 Proposed Budget & 2015-2019 Capital Improvement Plan August 5th

Final CIP Approved by City Council August 19th

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Appendix C: CIP 2015– 2019 Expenditures by Community Focus Area

Community Focus Area 2015 2016 2017 2018 2019 Total

Active

Lifestyles

2,300,000 910,000 570,000 580,000 590,000 4,950,000

Economic Viability

3,238,454 4,098,000 3,657,000 - - 10,993,454

Public Safety

- - 3,500,000 - - 3,500,000

Transportation

33,288,500 29,433,500 26,958,500 21,674,000 18,818,000 130,172,500

Utility Services

16,358,990 16,929,960 19,590,950 22,707,750 24,348,948 99,936,598

Total

55,185,944 51,371,460 54,276,450 44,961,750 43,756,948 249,552,552

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Appendix C: 2015 - 2019 Highlighted Projects by Community Focus Area

The following projects are highlighted from the Capital Improvement Plan. The dollars listed are the total project expenditures for 2015-2019. Ongoing operating costs and/or potential savings regarding these projects are included in the total expenditure. View more details and a list of all CIP projects at http://www.olatheks.org/Finance/Budget.

CFA Project Description Funding

Source(s)

Total Pro-ject Costs

(2015-2019) O & M

Active Lifestyles

Sidewalk Construction

There are missing sidewalk links in older parts of the city, as well as adjacent to schools. This project will include construction of sidewalks that would not be built as part of a street improvement project. Priority would be given to construction of sidewalks to and from schools.

GO Bonds $1,000,000 $2,000/year

Economic Viability

Lone Elm Booster Pump Station and 12" Main

This project includes approximately 4 miles of 12-inch distribution water main to be installed along Lone Elm to 159th Street, then along 159th Street to North Loop Road at the current New Century Airport Connection. The improvements include the installation of a water booster pump station needed to meet the minimum fire flow requirements of 20 psi in the southwest portion of the City and allow for new growth along 159th Street.

Benefit District, Revenue Bonds

$8,533,000 To be determined

Public Safety

Phase I: Fire Training Center (NEW)

Construction of a new facility for fire and emergency services training needs. Full project will include a training tower, burn building, work stations to train in specialized technical areas, and class-room space.

CIP Fund (Cash), GO Bonds


Transporta-tion

159th Street, Old 56 Hwy to I-35

The existing street is a two-lane paved county road. This project includes the construction of a two-lane concrete paved roadway with curb and gutter, sidewalk, trail connections, box culvert, and above grade crossing over the railroad tracks.

Federal Funds, GO Bonds, Other Jurisdictions, Street Excise, CARS


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CFA Project Description Funding

Source(s)

Total Project Costs (2015-2019) O & M

Transportation 143rd St, Pflumm to Quivira

This project includes widening of Pflumm Road from a 2-lane to a 3-lane facility, the installation of a traffic signal at 143rd & Pflumm, and modifications to the traffic signal at 143rd & Quivira.

CIP Fund (Cash), Federal Funds, GO Bonds, Other Jurisdictions, Street Excise

$10,545,000 Cost of pavement maintenance

Transportation

College Boulevard, Lone Elm to Woodland

This project includes the construction of the south half of College Boulevard between Lone Elm Road and Woodland Road. This will include new pavement, medians, turn lanes at the Olathe NW High School entrances, curb and gutter, storm sewers, streetlights, and landscaping.

GO Bonds $7,000,000 $7,000/year

Utility Services Stormwater Improvement Projects

This project provides funding for stormwater projects, including stormwater infrastructure enhancements and replacement and lake and dam restoration that occur during a given year.

Stormwater Fund $6,090,000 To be

determined

Utility Services Lime Feed Building & Plant Modifications

This project includes adding a building for the lime feed equipment and replacing slakers, tanks, pumps, piping, and associated mechanical/electrical/controls. It will also add redundant grit removal equipment and structural modifications to lime storage silos.

Revenue Bonds $12,064,580 To be

determined

Utility Services WTP 2: Alternative Disinfection

This project will include the addition of a disinfection alternative to the traditional chlorine disinfection at Water Treatment Plant 2.

Revenue Bonds $5,784,160 To be

determined

Utility Services Neighborhood Sanitary Sewer Improvements

This project will replace sanitary sewers determined by inspection and/or maintenance history to be in poor and failing condition, resulting in increased operations and maintenance costs, an increase of extraneous flows, an increase in the potential for backups and overflows, and potentially reducing system capacity.

Water and Sewer Fund (Cash)

$1,875,000

This project should result in an overall decrease to O & M

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Appendix C: Operations and Maintenance Costs Beginning with the 2010-2014 CIP, Operation and Maintenance (O&M) costs associated with new and existing projects have been analyzed and quantified to determine the financial impact on the operational budget. The total cost of a project now includes the estimated O&M costs. The categories for O&M costs include electricity, gas, insurance, maintenance, staff cost and other. Previously, the O&M costs had been absorbed within operational budgets. However, due to the economic downturn and decrease in available resources, it will become more and more difficult for departments to simply absorb O&M costs. For the year 2015, the City set out to fully capture the additional costs associated with a project. The operating and maintenance cost of new projects will be a factor in the decision making process.

EXAMPLE: College Blvd. Lone Elm to Woodland

Project Description: This project includes the construction of the south half of College Boulevard between Lone Elm Road and Woodland Road. This will include new pavement, medians, turn lanes at the Olathe NW High School entrances, curb and gutter, storm sewers, streetlights, and landscaping. Project Justification: This project is needed to accommodate the traffic associated with Olathe NW High School and to address the congestion in the area. It is also he final piece of 2-lane roadway that has not been widened to 4 lanes, between K-7 and Lenexa. Explanation of Operations and Maintenance: There will be increased maintenance costs associated with street maintenance, planting maintenance, mowing, snow plowing, street sweeping, etc.

Operation and Maintenance Costs in 2015-2019 CIP

Budget Item 2015 2016 2017 2018 2019 Total

Electricity 265,000 265,000 265,000 340,000 340,000 1,475,000 Insurance 15,000 15,000 15,000 40,000 49,000 134,000

Maintenance 350,400 363,400 396,730 413,730 386,730 1,910,990 Other 25,000 25,000 25,000 25,000 25,000 125,000

Staff Cost - Internal/Contractors 140,000 140,000 140,000 140,000 140,000 700,000

Total 795,400 808,400 841,730 958,730 940,730 4,344,990

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Appendix C: CIP 2015 Cash Projects Cash is allocated from the General Fund to fund maintenance, technology and other small capital projects.

Project 2015 Amount

Street Preservation Program 2,000,000 Park and Facility Renovation 250,000 College Blvd landscaping Ridgeview to Renner 75,000 Data storage consolidation project 150,000 Technology Modifications 50,000 Building Maintenance 350,000

Total 2,875,000

Street Preservation Project

City Hall Maintained by Building Maintenance

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Appendix C: Principal and Interest Debt Payments Below is a schedule of debt payments as of 12/31/2013. Further details can be found in the City’s Comprehensive Annual Financial Report (CAFR) located on the City’s Website. The CAFR includes a detailed debt schedule with amounts, dates and purposes of issues.

Debt Service Fund

2015 2016 2017 2018 2019 Principal 22,180,000 20,130,000 16,120,000 14,755,000 13,490,000 Interest 6,574,717 5,691,327 4,902,563 4,243,033 3,648,757 Total 28,754,717 25,821,327 21,022,563 18,998,033 17,138,757

Special Tax Increment Financing Fund

2015 2016 2017 2018 2019 Principal 970,000 1,050,000 1,140,000 1,230,000 1,335,000 Interest 865,710 810,760 751,278 686,278 615,105 Total 1,835,710 1,860,760 1,891,278 1,916,278 1,950,105

Water & Sewer Fund

2015 2016 2017 2018 2019 Principal 3,767,622 3,847,560 3,701,048 3,724,446 3,745,337 Interest 3,352,975 3,243,084 3,124,420 3,004,115 2,877,078 Total 7,120,597 7,090,644 6,825,468 6,728,561 6,622,415

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Appendix C: 2015 - 2019 CIP Projects Below is a list of all projects included the Capital Improvement Plan. The dollars listed are the project expenditures for 2015-2019. View more details about each project at http://www.olatheks.org/Finance/Budget.

Project Name Project # 2015 2016 2017 2018 2019 TotalActive Lifestyle (5)Lone Elm Park Phase II 4‐C‐003‐07 900,000 ‐ ‐ ‐ ‐ 900,000 Major Park Redevelopment 4‐C‐020‐14 500,000 ‐ ‐ ‐ ‐ 500,000 Neighborhood Park Excise Tax 4‐C‐021‐15 450,000 450,000 100,000 100,000 100,000 1,200,000 Park and Facility Renovation 4‐C‐022‐15 250,000 260,000 270,000 280,000 290,000 1,350,000 Sidewalk Construction 3‐C‐072‐XX 200,000 200,000 200,000 200,000 200,000 1,000,000

Economic Viability (3)Coffee Creek Regional Detention 20905B 1,688,005 ‐ ‐ ‐ ‐ 1,688,005 Hedge Lane Relocation ‐ Olathe Schools 3‐B‐080‐13 772,449 ‐ ‐ ‐ ‐ 772,449 Lone Elm Booster Pump Station and 12" Main 5‐B‐007‐XX 778,000 4,098,000 3 ,657,000 ‐ ‐ 8,533,000

Public Safety (1)Phase I: Fire Training Center 6‐C‐004‐13 ‐ ‐ 3,500,000 ‐ ‐ 3,500,000

Transportation (21)119th and Black Bob Geometric Improvements 3‐C‐030‐XX 75,000 420,000 ‐ ‐ ‐ 495,000 127th Street, Black Bob to Pflumm 30401C135th & Greenwood Turn Lanes 3‐C‐073‐XX ‐ 148,000 497,500 ‐ ‐ 645,500 143rd Street, Pflumm to Quivira 3‐C‐037‐13 665,000 935,000 8 ,945,000 ‐ ‐ 10,545,000 151st Street and Mur‐Len Geo Imp with Signal 3‐C‐105‐12 ‐ ‐ 515,000 3,320,000 ‐ 3,835,000 159th Street, Old 56 Hwy to I‐35 3‐C‐002‐13 8,150,000 7,780,500 ‐ ‐ ‐ 15,930,500 Bridge Repair 3‐G‐000‐15 250,000 2 70,000 250,000 4 45,000 2 50,000 1,465,000 College Boulevard Landscaping, Ridgeview to Renner 3‐C‐004‐XX 150,000 ‐ ‐ ‐ ‐ 150,000 College Boulevard, Ridgeview to Renner 3‐C‐022‐10 ‐ ‐ ‐ ‐ ‐ ‐College Boulevard, Lone Elm to Woodland 3‐C‐001‐XX 1,980,000 5,020,000 ‐ ‐ ‐ 7,000,000 Compressed Natural Gas Fueling Station 8‐C‐006‐12 1,833,500 4 60,000 ‐ ‐ ‐ 2,293,500 Geometric Improvement Projects 3‐C‐083‐XX 1,615,000 1 ,615,000 1,616,000 4,846,000 Ridgeview & K‐10 (Gateway 3‐C‐071‐14 500,000 ‐ ‐ ‐ ‐ 500,000 Santa Fe and Black Bob Geometric Improvements 3‐C‐106‐XX ‐ ‐ ‐ 2 57,000 543,000 800,000 Santa Fe, Clairborne to Mur‐Len 3‐C‐025‐XX 200,000 ‐ ‐ ‐ ‐ 200,000 Streetlight Buy‐Back 3‐C‐009‐13 5,555,000 ‐ ‐ ‐ ‐ 5,555,000 Streetlight LED Conversion 3‐C‐009‐XX 370,000 395,000 440,000 3 60,000 300,000 1,865,000 Street Preservation Program 3‐P‐000‐15 13,010,000 12,820,000 13,246,000 1 3,677,000 14,109,000 66,862,000 Street Reconstruction Program 3‐R‐000‐15 550,000 9 35,000 1,450,000 1 ,750,000 1 ,750,000 6,435,000 Traffic Signals 3‐C‐004‐13 ‐ 250,000 ‐ 250,000 250,000 750,000 US 169/K‐7 and 159th Geometric Improvements 3‐C‐043‐11 ‐ ‐ ‐ ‐ ‐ ‐

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Appendix C: 2015 - 2019 CIP Projects Below is a continued list of all projects included the Capital Improvement Plan. View more details about each project at http://www.olatheks.org/Finance/Budget.

Project Name Project # 2015 2016 2017 2018 2019 TotalUtility Services (31)BMP Cost Share Program 2‐C‐005‐15 100,000 1 00,000 100,000 1 00,000 1 00,000 500,000 Building Maintenance 8‐M‐000‐10 350,000 3 50,000 350,000 3 50,000 3 50,000 1,750,000 Cedar Creek Wastewater Treatment Plant Expansion 1‐C‐004‐07 1,000,000 ‐ ‐ ‐ ‐ 1,000,000 Collector Well 5 51704C ‐ ‐ ‐ 5,659,750 5 ,378,000 11,037,750 Covered Storage for Solid Waste Vehicles 6‐C‐017‐XX ‐ ‐ ‐ 530,000 ‐ 530,000

Data Storage Consolidation Project 7‐C‐004‐07 154,400 ‐ ‐ ‐ ‐ 154,400 Facilities Rehabilitation 6‐C‐011‐XX 200,000 2 00,000 200,000 200,000 200,000 1,000,000 Harold and VanMar Lift Station Rehabilitation 1‐C‐010‐XX 571,000 ‐ ‐ ‐ ‐ 571,000 Harold Street WWTP 15306C 1,565,940 ‐ ‐ ‐ ‐ 1,565,940 Harrison Street Waterline 5‐C‐036‐XX 1,224,000 ‐ ‐ ‐ ‐ 1,224,000 Indian Creek (Albervan St. to Pflumm) SW Imp 2‐C‐006‐14 145,000 2,070,000 ‐ ‐ ‐ 2,215,000 Lift Station Replacements 1‐C‐020‐XX 652,000 7 52,000 703,000 1 ,146,000 506,000 3,759,000 Lime Feed Building & Plant Modifications 5‐C‐029‐XX 695,580 5,736,000 5,633,000 ‐ ‐ 12,064,580 Little Cedar Creek (W. Park to W. Elm) SW Imp 2‐C‐001‐14 1,170,000 ‐ 1 ,925,000 ‐ ‐ 3,095,000 Mill Creek (Parkway & Harold) SW 2‐C‐007‐14 380,000 2 ,665,000 ‐ ‐ ‐ 3,045,000 Misc. Emergency Building Maintenance 2‐C‐021‐14 500,000 ‐ ‐ ‐ ‐ 500,000 Neighborhood Sanitary Sewer Improvements 1‐R‐100‐15 325,000 3 50,000 375,000 4 00,000 4 25,000 1,875,000 Raw Water Transmission Main, CW5‐WTP 2 5‐C‐009‐09 ‐ ‐ ‐ 9,636,100 7 ,395,700 17,031,800 Sanitary Sewer Rehabilitation (I&I) 1‐R‐000‐15 700,000 8 00,000 900,000 1 ,000,000 1 ,000,000 4,400,000 Standpipe Recoatings 5‐C‐025‐13 1,019,600 ‐ 1 ,330,100 ‐ ‐ 2,349,700 Stormwater Impr ‐ E. Sheridan & S. Winterbrooke 2‐C‐008‐14 1,700,000 ‐ ‐ ‐ ‐ 1,700,000 Stormwater Improvement Projects 2‐C‐004‐15 766,250 3 37,500 1,186,250 1 ,900,000 1 ,900,000 6,090,000 Technology Modifications 7‐C‐003‐07 50,000 ‐ ‐ ‐ ‐ 50,000 Transfer Station Maintenance Plan 6‐C‐016‐XX 170,500 2 50,000 93,500 165,500 791,250 1,470,750 Water Treatment Plant 2: Chemical Feed Modifications 5‐C‐026‐XX ‐ ‐ ‐ 444,000 2 ,241,789 2,685,789 Water Treatment Plant 2: Electrical/Backup Power 5‐C‐028‐XX ‐ ‐ ‐ 601,400 3 ,086,209 3,687,609 Water Treatment Plant 2: Membrane Module Additions 5‐C‐027‐XX ‐ ‐ ‐ ‐ 3 75,000 375,000 Water Treatment Plant 2 Rehabilitation Project 5‐C‐006‐12 2,419,720 2 ,116,300 1,139,100 ‐ ‐ 5,675,120 Waterline Rehabilitation 5‐R‐000‐15 500,000 5 25,000 550,000 5 75,000 6 00,000 2,750,000 WTP 2: Alternative Disinfection 5‐C‐004‐XX ‐ 6 78,160 5,106,000 ‐ ‐ 5,784,160

Grand Total 55,185,944 51,371,460 54,276,450 44,961,750 43,756,948 249,552,552

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Appendix C: Sample CIP Project Sheet Below is an example of a Capital Improvement Plan (CIP) Project Sheet. Find all of the project sheets in the full CIP document at http://www.olatheks.org/Finance/Budget.

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Appendix C: Interactive CIP Map Below is an example of the Capital Improvement Plan (CIP) Interactive Map. The map shows all projects included in the CIP, including street projects, water and sewer projects, parks projects, etc. The map allows anyone to track the progress of projects throughout the City. Find the Interactive Capital Improvement Plan Map at http://www.olatheks.org/maps/projects/

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For more detailed information regarding the 2015-2019 CIP projects please visit the CIP section of the City’s Website (http://www.olatheks.org/finance/budget).

Appendix C: Unfunded Project List The Capital Improvement Plan includes an unfunded project list for projects that have been identified as needs but do not currently have designated funded. The 6-10 Year Project list includes projects that could have funding in the 10 year debt-service forecast. The Pending Project list includes projects that are not currently included in any forecast. Each year this list is reviewed and projects are moved when necessary. The charts below illustrate the total funding needed for the unfunded projects by Community Focus Area.

6-10 Year Projects Pending Projects

Community Focus Area Funding Needed

Active Lifestyle - Downtown - Economic Viability - Public Safety 49,121,000 Transportation 392,851,350 Utility Services 213,700,211

GRAND TOTAL 655,672,561

Community Focus Area Funding Needed

Active Lifestyle 28,395,000 Downtown 14,210,000 Economic Viability 28,397,825 Public Safety 18,237,000 Transportation 491,264,000 Utility Services 624,437,700

GRAND TOTAL 1,204,941,525

Completed Street Preservation Project

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Appendix C: CIP Funding Source Summary

The Capital Improvement Plan is funded through a variety of sources. Definitions of each funding source can be found in the CIP book on the City’s website.

Source 2015 2016 2017 2018 2019 Total Benefit District 10 yr GO Bonds-City - - 7,207,000 - - 7,207,000

Benefit District 10 yr GO Bonds-Dev - 11,180,259 - - - 11,180,259

CARS 2,500,000 2,260,000 1,500,000 1,000,000 - 7,260,000

CIP Fund 2,875,000 2,810,000 3,020,000 3,230,000 3,440,000 15,375,000

City of Lenexa 75,000 - - - - 75,000

City of Overland Park 322,500 455,000 1,825,000 - - 2,602,500

GO Bonds 10 yr 14,502,495 3,845,000 20,002,500 7,164,500 7,390,000 52,904,495

KLINK 1-R Resurfacing 200,000 - - - - 200,000

Other Funds 500,000 3,851,667 1,851,666 1,851,667 - 8,055,000

Other Jurisdictions 100,000 250,000 - - - 350,000

Parks Sales Tax Fund 1,400,000 - - - - 1,400,000

Revenue Bonds 7,848,810 11,581,460 16,062,200 17,843,106 21,005,897 74,341,473

SMAC Funding 1,861,250 3,172,500 1,211,250 - - 6,245,000

Solid Waste Fund 2,004,000 460,000 93,500 695,500 791,250 4,044,250

Special Park Fund - Neigh-borhood 450,000 450,000 100,000 100,000 100,000 1,200,000

Stormwater Fund 2,400,000 2,000,000 2,000,000 2,000,000 2,000,000 10,400,000

Street Escrow - - 164,924 - - 164,924

Street Excise Tax 497,500 148,000 578,076 - - 1,223,576

Surface Transportation Pro-gram (STP) 4,260,000 368,000 3,500,000 - - 8,128,000

Temporary Notes - (708,950) 2,785,241 (18,565,000) 1,837,500 (676,000) (15,327,209)

Transportation Sales Tax 8,610,000 8,825,000 9,046,000 9,272,000 9,504,000 45,257,000

Water & Sewer Fund 1,219,600 200,000 200,000 200,000 200,000 2,019,600

GRAND TOTAL 50,917,205 54,642,127 49,797,116 45,194,273 43,755,147 244,305,868

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Appendix D - Debt Margin

Appendix D – Debt Margin

The Debt Limit establishes a maximum dollar limitation calculated under existing law. The debt limitations provided by Kansas law is 30% of total assessed valuation. For more information regarding Olathe’s policies regarding debt, please refer to Appendix A.

Computation of Legal Debt Margin (As of 12/31/13)

Real Property $1,212,161,260

Personal Property 28,764,922 Utilities 38,311,412 Motor Vehicles 157,282,667

Assessed Valuation 1,436,520,261

Legal Debt Limit (1) $430,956,078 G.O. Bonds (2) 198,920,000 Temporary Notes 11,655,000

Total G.O. Debt Outstanding 210,575,000

Less Exempt Capital Projects (3) 87,157,055 Less Amount Available in Debt Service Funds 22,881,695 Total Unfunded Debt Applicable to Debt Limit 100,536,250 Debt Margin $330,419,828

(1) Represents the valuation arrived at by using a formula as required by K.S.A. 79-5037. Debt limit is currently set at 30%.

(2) Includes refunded debt, excludes refunding debt. (3) Represents the debt associated with projects exempt from debt limit

calculation in accordance with K.S.A. 10

206

Appendix E - Personnel Summary

Authorized Authorized Authorized Adopted2012 2013 2014 2015

General OperationsRegular Full TimeFull-time positions 5.00 5.00 4.00 3.00Total 5.00 5.00 4.00 3.00

Regular Full Time 5.00 5.00 4.00 3.00Regular Part Time 0.00 0.00 0.00 0.00GRAND TOTAL 5.00 5.00 4.00 3.00

City ManagerRegular Full TimeAdmin Support 2.00 2.00 1.00 1.00Assistant to the Mayor 0.00 0.00 1.00 1.00Assistant City Manager 1.00 1.00 1.00 1.00City Manager 1.00 1.00 1.00 1.00Management Intern 1.00 1.00 1.00 1.00Total 5.00 5.00 5.00 5.00


Internal AuditorRegular Full TimeCity Auditor 1.00 1.00 1.00 1.00TOTAL 1.00 1.00 1.00 1.00


General Operations

Administration

City Auditor

207


Communication & Public Engagement AdministrationRegular Full TimeCommunity & Public Engagement Mgr. 1.00 1.00 1.00 1.00Communications Director 1.00 1.00 1.00 1.00Public Education Specialist - Fire 1.00 1.00 1.00 0.00Community Outreach Specialist 1.00 1.00 1.00 0.00Customer Service Rep IV 1.00 1.00 1.00 1.00Total 5.00 5.00 5.00 3.00

Creative Media OperationsRegular Full TimeCable TV Production Specialist 1.00 1.00 1.00 1.00Creative Media Tech 0.00 1.00 1.00 1.00Total 1.00 2.00 2.00 2.00

Customer ServicesRegular Full TimeCustomer Service Mgr. 1.00 1.00 1.00 1.00Customer Service Supervisor 1.00 1.00 1.00 1.00Customer Service Reps (II, III, & IV) 13.00 15.00 15.00 14.00Customer Relations Specialist 1.00 0.00 0.00 0.00Customer Relations Reps 1.00 0.00 0.00 0.00Total 17.00 17.00 17.00 16.00


Administration and Support ServicesRegular Full TimeFire Chief 1.00 1.00 1.00 1.00Deputy Fire Chief 1.00 1.00 1.00 1.00Division Chief - Logistics & Support 1.00 1.00 1.00 1.00Battalion Chief - Training 1.00 1.00 1.00 1.00Captain - Training 2.00 2.00 2.00 2.00Purchasing Coordinator 1.00 1.00 1.00 1.00Fire Analyst 1.00 1.00 1.00 1.00Captain - Community Services 1.00 1.00 1.00 1.00Admin Support III 1.00 1.00 1.00 1.00Public Education Specialist - Fire 0.00 0.00 0.00 1.00Total 10.00 10.00 10.00 11.00


Fire Department

208


Community Risk Management (Formerly Life Safety and Prevention)Regular Full TimeDivision Chief-Community Risk Mgmt. 1.00 1.00 1.00 1.00Fire Captain - Inspector 3.00 3.00 3.00 3.00Sr. Fire Captain - Inspector 1.00 1.00 1.00 1.00Building Codes Enforcement Officer 0.00 0.00 1.00 1.00Permit Technician 0.00 0.00 0.00 1.00Admin Support III 1.00 1.00 1.00 0.00Total 6.00 6.00 7.00 7.00

Emergency ServicesRegular Full TimeAssistant Chief 2.00 2.00 2.00 2.00Fire Battalion Chief 3.00 3.00 4.00 6.00Fire Captain/Paramedic 5.00 4.00 4.00 0.00Fire Captain 19.00 20.00 20.00 25.00Fire Apparatus Operator/Paramedic 2.00 2.00 2.00 1.00Fire Apparatus Operator 25.00 23.00 23.00 23.00Emergency Services Spec/Paramedic 12.00 12.00 12.00 0.00Firefighter/ESS 8.00 10.00 10.00 0.00Firefighter/Paramedic 12.00 10.00 12.00 25.00Firefighter 13.00 15.00 15.00 22.00Total 101.00 101.00 104.00 104.00

Special Operations (Formerly Building Codes; Beginning in 2014 this division includes Community Enhancement)Regular Full TimeAdmin Support 2.00 2.00 1.00 0.00Customer Service Rep III 0.00 0.00 1.00 0.00Permit Technician 0.00 0.00 0.00 2.00Division Manager- Building Codes 1.00 1.00 1.00 1.00Permits Coordinator 1.00 1.00 1.00 1.00Plans Examiner 2.00 2.00 1.00 1.00Sr. Plans Examiner 0.00 0.00 1.00 1.00Code Enforcement Officer 1.00 2.00 0.00 0.00Community Enhancement Officer 0.00 0.00 3.00 3.00Sr. Community Enhancement Officer 0.00 0.00 1.00 1.00Zoning Enforcement Officer 0.00 0.00 1.00 1.00Multi-Disciplinary Inspector (I & II) 5.00 5.00 5.00 6.00Total 12.00 13.00 16.00 17.00

Community Enhancement/CDBGRegular Full TimeCommunity Enhancement Officer 0.00 1.00 1.00 1.00Total 0.00 1.00 1.00 1.00

209


Community Enhancement/CDBG (continued)Regular Part TimeCommunity Enhancement Officer 0.75 0.00 0.00 0.00Total 0.75 0.00 0.00 0.00

Community EnhancementRegular Full TimeCommunity Enhancement Officer 2.00 2.00 0.00 0.00Zoning Enforcement Officer 0.00 1.00 0.00 0.00Sr. Community Enhancement Officer 1.00 1.00 0.00 0.00Total 3.00 4.00 0.00 0.00


Information Tech. Services AdministrationRegular Full TimeInformation Services Director 1.00 1.00 1.00 1.00Admin Support 1.00 1.00 1.00 1.00Total 2.00 2.00 2.00 2.00

Geographic Information SystemsRegular Full TimeManager 1.00 1.00 0.00 0.00GIS Programmer 1.00 1.00 0.00 0.00Total 2.00 2.00 0.00 0.00

ApplicationsRegular Full TimeDeveloper/Programmer Analyst 1.00 1.00 3.00 3.00Lead Sr. Applications Developer 0.00 1.00 1.00 1.00Lead Sr. Web Developer 0.00 1.00 1.00 1.00Sr. Web Developer 2.00 0.00 0.00 0.00Sr. Applications Developer 1.00 1.00 1.00 1.00Total 4.00 4.00 6.00 6.00

DatabaseRegular Full TimeITS Division Manager/Business Services 0.00 0.00 1.00 1.00Database Developer (GIS) 0.00 0.00 1.00 1.00Database Administrator 0.00 0.00 1.00 1.00Sr. Database Administrator 2.00 2.00 1.00 1.00Total 2.00 2.00 4.00 4.00

Information Technology Services

210


NetworkRegular Full TimeTechnical Services Manager 1.00 1.00 1.00 1.00Senior Network Analyst 0.00 1.00 1.00 2.00Security Analyst 0.00 0.00 1.00 1.00Network Analyst 3.00 2.00 3.00 2.00Total 4.00 4.00 6.00 6.00

Customer InformationRegular Full TimeDeveloper/Programmer Analyst 2.00 2.00 0.00 0.00Total 2.00 2.00 0.00 0.00

TelephonyRegular Full TimeTelecom Program Manager 1.00 1.00 1.00 1.00Total 1.00 1.00 1.00 1.00

Enterprise OneRegular Full TimeITS Project Manager 1.00 1.00 1.00 1.00Business Systems Analyst (II & III) 1.00 1.00 2.00 2.00Total 2.00 2.00 3.00 3.00

Desktop SupportRegular Full TimeHelpdesk and Tech Support Manager 1.00 1.00 0.00 0.00Desktop Tech 1.00 1.00 1.00 1.00Sr. Desktop Tech 5.00 5.00 5.00 5.00Total 7.00 7.00 6.00 6.00


Municipal CounselRegular Full TimeCity Attorney 1.00 1.00 1.00 1.00Deputy City Attorney 1.00 1.00 1.00 1.00Assistant City Attorney 1.00 1.00 1.00 1.00Admin Support 1.00 1.00 1.00 1.00Total 4.00 4.00 4.00 4.00

Legal

211


ProsecutionRegular Full TimeCity Prosecutor 1.00 1.00 1.00 1.00Prosecutor 0.00 0.00 1.00 1.00Assistant City Attorney 2.00 2.00 2.00 2.00Admin Support (II & III) 3.00 3.00 4.00 4.00Customer Service 1.00 1.00 0.00 0.00Court Services Coordinator 1.00 2.00 2.00 2.00Victim's Witness Coordinator 1.00 1.00 1.00 1.00Total 9.00 10.00 11.00 11.00

Regular Part Time Prosecutor 0.50 0.50 0.00 0.00Total 0.50 0.50 0.00 0.00


City CouncilRegular Part Time Mayor and City Council (7 @ .50) 3.50 3.50 3.50 3.50Total 3.50 3.50 3.50 3.50


Court AdministrationRegular Full TimeMunicipal Judge 1.00 1.00 1.00 1.00Court Administrator 1.00 1.00 1.00 1.00Court Clerk Supervisor 1.00 1.00 1.00 1.00Court Clerk 8.00 8.00 8.00 8.00Bailiff 0.00 0.00 1.00 1.00Court Services Coordinator 1.00 0.00 0.00 0.00Court Security Officer 1.00 0.00 0.00 0.00Total 13.00 11.00 12.00 12.00

Legislative

Municipal Court

212


Court AdministrationRegular Part Time Court Clerk II 0.50 0.50 0.50 0.50Court Security Officer 0.50 0.00 0.00 0.00Municipal Judge 0.50 0.50 0.50 0.50Total 1.50 1.00 1.00 1.00


Parks & Recreation Admin.Regular Full TimeParks & Recreation Director 1.00 1.00 1.00 1.00Parks & Recreation Deputy Director 0.00 0.00 0.00 1.00Customer Service Rep 0.00 1.00 1.00 1.00Admin Support Supervisor 0.00 0.00 1.00 1.00Program Analyst 0.00 0.00 0.00 1.00Admin Support 2.00 1.00 0.00 0.00Total 3.00 3.00 3.00 5.00

Special Events Regular Full TimeSpecial Events Coordinator 1.00 0.00 0.00 0.00Total 1.00 0.00 0.00 0.00

Regular Full TimeRecreation Superintendent 1.00 1.00 1.00 1.00Recreation Program Manager 5.00 5.00 3.00 3.00Program Manager- Marketing 0.00 0.00 1.00 1.00Community Center Manager 0.00 0.00 1.00 1.00Asst. Community Center Manager 0.00 0.00 1.00 1.00Fitness Program Manager 0.00 0.00 1.00 1.00Program Analyst 0.00 0.00 1.00 1.00Recreation Program Specialist 0.00 1.00 1.00 1.00Officials Program Specialist 0.00 0.00 1.00 1.00HR Coordinator 0.00 0.00 1.00 1.00Special Events Coordinator 0.00 1.00 1.00 1.00Customer Service Supervisor 0.00 0.00 1.00 1.00Customer Service Rep. 1.00 1.00 1.00 1.00Parks & Grounds Assistant Manager 0.00 1.00 1.00 1.00Maintenance Worker 0.00 8.00 6.00 5.00Sr. Maintenance Worker 0.00 0.00 5.00 6.00Sports Field Technician 0.00 1.00 1.00 1.00Senior Horticulturist 0.00 1.00 1.00 1.00Lead Horticulturist 0.00 2.00 2.00 2.00Aquatics Specialist 0.00 0.00 2.00 2.00Horticulturist 0.00 1.00 1.00 2.00Custodian 0.00 0.00 3.00 3.00Admin Support 2.00 2.00 2.00 1.00Total 9.00 25.00 39.00 39.00

Parks and Recreation

Recreation (Beginning in 2013 this division includes: Recreation, Special Events, and Parks & Grounds, Beginning in 2014 this division includes the Community Center)

(Department reorganized divisions in 2012; see Budget Book division pages for details)

213


Historical Sites (Includes Mahaffie Stagecoach and Heritage Center)Regular Full TimeHistoric Site Manager 1.00 1.00 1.00 1.00Interpretive Specialist 3.00 3.00 3.00 3.00Heritage Center Facility Supr.(Prog. Coord.) 1.00 1.00 1.00 1.00Admin Support 1.00 1.00 1.00 1.00Total 6.00 6.00 6.00 6.00

Historical Sites (Includes Mahaffie Stagecoach Stop & Farm)Regular Part TimeInterpretive Specialist 0.50 0.50 0.50 0.50Total 0.50 0.50 0.50 0.50

HorticultureRegular Full TimeSr. Horticulturist 1.00 0.00 0.00 0.00Horticulturist 4.00 0.00 0.00 0.00Total 5.00 0.00 0.00 0.00

ForestryRegular Full TimeArborist 1.00 0.00 0.00 0.00Forester 3.00 0.00 0.00 0.00Maintenance Worker 1.00 0.00 0.00 0.00Total 5.00 0.00 0.00 0.00

AthleticsRegular Full TimeGrounds Maintenance Supervisor 1.00 0.00 0.00 0.00Maintenance Worker 2.00 0.00 0.00 0.00Sports Field Technician 1.00 0.00 0.00 0.00Total 4.00 0.00 0.00 0.00

Park Services (Formerly Park Ranger )Regular Full TimePark Services Manager 1.00 0.00 0.00 0.00Total 1.00 0.00 0.00 0.00

214


Maintenance, Facilities Maintenance, Custodial Services, Forestry & Horticulture)Regular Full TimePark Services Manager 0.00 1.00 1.00 1.00Admin Support 0.00 1.00 1.00 1.00Arborist 0.00 1.00 1.00 1.00Forester 0.00 4.00 4.00 4.00Horticulturist 0.00 1.00 2.00 1.00Maintenance Worker (II) 8.00 6.00 2.00 0.00Sr. Maintenance Worker 0.00 0.00 4.00 4.00Parks Craftsperson 0.00 2.00 2.00 4.00Facilities & Housing Maint. Supervisor 0.00 1.00 1.00 1.00Maintenance Technician 2.00 4.00 4.00 4.00Aquatic Facility Maintenance Tech. 0.00 1.00 1.00 2.00Park and Facilities Manager 0.00 1.00 1.00 1.00Construction Supervisor 0.00 1.00 1.00 1.00Park Project Coordinator 0.00 1.00 1.00 1.00Facilities and Construction Asst. Mgr. 0.00 1.00 1.00 0.00Custodial Maintenance Supervisor 0.00 1.00 1.00 1.00Custodian 0.00 1.00 1.00 1.00Team Supervisor Parks & Grounds 1.00 1.00 1.00 1.00Total 11.00 29.00 30.00 29.00

Regular Part TimeCustodian 0.50 0.50 0.50 0.50Total 0.50 0.50 0.50 0.50

Parks Construction CrewRegular Full TimeConstruction Supervisor 1.00 0.00 0.00 0.00Craftsperson 2.00 0.00 0.00 0.00Maintenance Worker 2.00 0.00 0.00 0.00Parks and Facilities Supervisor 1.00 0.00 0.00 0.00Total 6.00 0.00 0.00 0.00

Park MaintenanceRegular Full TimePark Project Coordinator 1.00 0.00 0.00 0.00Admin Support 1.00 0.00 0.00 0.00Maintenance Worker 2.00 0.00 0.00 0.00Total 4.00 0.00 0.00 0.00

Parks & Facilities (Formerly Parks & Public Grounds; includes Park Services, Parks Construction Crew, Park

215


CemeteryRegular Full TimePark Services Coordinator 1.00 1.00 1.00 1.00Total 1.00 1.00 1.00 1.00

Facility MaintenanceRegular Full TimeFacilities Maintenance Supervisor 1.00 0.00 0.00 0.00Maintenance Technician 4.00 0.00 0.00 0.00Total 5.00 0.00 0.00 0.00

Custodial ServicesRegular Full TimeCustodial Maintenance Supervisor 1.00 0.00 0.00 0.00Custodian 1.00 0.00 0.00 0.00Total 2.00 0.00 0.00 0.00

Regular Part Time Custodian 0.50 0.00 0.00 0.00Total 0.50 0.00 0.00 0.00

Housing (Includes Public Housing/Housing Authority, Housing Rehabilitation/CDBG, Public Housing Section 8,

Regular Full TimeHousing Prog. Specialist - Financial 1.00 1.00 1.00 1.00Housing Program Specialist 1.00 5.00 5.00 5.00Housing Services Manager 1.00 1.00 1.00 1.00Housing Program Coordinator 0.00 2.00 2.00 2.00Customer Service Rep.-Taxi Coupon 0.00 1.00 1.00 1.00Lead Housing Maintenance Tech. 1.00 1.00 1.00 1.00Maintenance Technician 2.00 2.00 2.00 2.00Total 6.00 13.00 13.00 13.00

HousingRegular Part Time Admin Support - Taxi Coupon 0.75 0.00 0.00 0.00Resident Attendant (3 @ .5) 1.50 1.50 1.50 1.50Total 2.25 1.50 1.50 1.50

Housing Rehabilitation/CDBGRegular Full TimeHousing Program Specialist 1.00 0.00 0.00 0.00Housing Program Coordinator 1.00 0.00 0.00 0.00Total 2.00 0.00 0.00 0.00

& Taxi Coupon)

216

Authorized Authorized Adopted Adopted2012 2013 2014 2015

Housing - Public Housing/Section 8Regular Full TimeHousing Program Coordinator 1.00 0.00 0.00 0.00Housing Program Specialist 3.00 0.00 0.00 0.00Total 4.00 0.00 0.00 0.00

Office of Human RelationsRegular Full TimeHuman Relations Manager 1.00 1.00 1.00 1.00Total 1.00 1.00 1.00 1.00


Police AdministrationRegular Full TimePolice Chief 1.00 1.00 1.00 1.00Deputy Police Chief 0.00 0.00 0.00 1.00Admin Division Manager (Civilian) 1.00 1.00 1.00 1.00Purchasing/Budget Coordinator 1.00 1.00 1.00 1.00Fleet Coordinator 1.00 1.00 1.00 1.00Admin Support (III) 1.00 1.00 1.00 1.00Total 5.00 5.00 5.00 6.00

Personnel / TrainingRegular Full TimePolice Captain 1.00 0.00 0.00 0.00Police Major 0.00 1.00 1.00 1.00Police Sergeant 1.00 1.00 1.00 1.00HR Analyst 1.00 1.00 1.00 1.00Police Officer 4.00 4.00 4.00 4.00Total 7.00 7.00 7.00 7.00

Support ServicesRegular Full TimePolice Captain 1.00 0.00 0.00 0.00Police Sergeant 2.00 2.00 2.00 2.00Police Major 0.00 1.00 1.00 1.00Police Officer 1.00 0.00 0.00 0.00Records Supervisor 1.00 1.00 1.00 1.00Property Control Officer 2.00 2.00 2.00 3.00Community Service Officers 5.00 5.00 5.00 5.00Admin Support 4.00 4.00 4.00 3.00Total 16.00 15.00 15.00 15.00

Police

217


Support ServicesRegular Part Time Admin Support 0.50 0.75 0.75 0.75Total 0.50 0.75 0.75 0.75

Animal Control Regular Full TimeAnimal Control Officer 3.00 3.00 3.00 3.00Animal Control Officer Supervisor 1.00 1.00 1.00 1.00Shelter Clerk (Customer Service Rep II) 1.00 1.00 1.00 1.00Total 5.00 5.00 5.00 5.00

PatrolRegular Full TimePolice Captain 1.00 4.00 4.00 3.00Police Major 0.00 1.00 1.00 1.00Police Lieutenant 4.00 0.00 0.00 0.00Police Sergeant 10.00 12.00 12.00 12.00Police Officer 96.00 94.00 94.00 93.00Crime Analyst 1.00 1.00 1.00 1.00Court Security Officer 0.00 2.00 2.00 2.00Admin Support 1.00 1.00 1.00 1.00Total 113.00 115.00 115.00 113.00

TrafficRegular Full TimePolice Sergeant 2.00 2.00 2.00 2.00Police Officer 12.00 12.00 12.00 12.00Parking Control Officer 1.00 1.00 1.00 1.00Total 15.00 15.00 15.00 15.00

Regular Full TimePolice Captain 1.00 0.00 0.00 0.00Police Major 0.00 1.00 1.00 1.00Police Sergeant 3.00 3.00 3.00 3.00Detectives 18.00 19.00 20.00 20.00Crime Analyst 1.00 1.00 1.00 1.00Admin Support 1.00 1.00 1.00 1.00Total 24.00 25.00 26.00 26.00

Investigation

218


Special OperationsRegular Full TimePolice Captain 1.00 0.00 0.00 1.00Police Major 0.00 1.00 1.00 1.00Community Outreach Specialist 0.00 0.00 0.00 1.00School Resource Sergeant 1.00 1.00 1.00 1.00School Resource Officer 10.00 10.00 10.00 10.00Total 12.00 12.00 12.00 14.00


Public Works AdministrationRegular Full TimePublic Works Director 1.00 1.00 1.00 1.00Deputy Director 1.00 1.00 1.00 1.00Fund Manager 1.00 0.00 0.00 0.00Assistant Public Works Director 0.00 1.00 1.00 1.00Admin Support 2.00 2.00 3.00 3.00Total 5.00 5.00 6.00 6.00

Planning ServicesRegular Full TimeAdmin Support (III) 1.00 1.00 1.00 1.00Planning Services Manager 1.00 1.00 1.00 1.00Development Svcs. Coordinator 1.00 1.00 1.00 1.00Planner 4.00 4.00 2.00 2.00Sr. Planner 0.00 0.00 2.00 2.00Zoning Enforcement 1.00 0.00 0.00 0.00Total 8.00 7.00 7.00 7.00

Solid Waste AdministrationRegular Full TimeSolid Waste Manager 1.00 1.00 1.00 1.00Assistant Solid Waste Manager 1.00 1.00 1.00 1.00Solid Waste Service Coordinator 1.00 1.00 1.00 1.00Total 3.00 3.00 3.00 3.00

Solid Waste- Commercial Regular Full TimeRoute Supervisor 1.00 1.00 1.00 1.00Route Leader 2.00 2.00 2.00 2.00Solid Waste Collection Operator 7.00 7.00 7.00 7.00Maintenance Worker II 0.00 1.00 1.00 0.00Welder 1.00 1.00 1.00 1.00Total 11.00 12.00 12.00 11.00

Public Works (Includes former Public Works Department, Municipal Services, & Development Services)

219


Solid Waste - Curbside RecyclingRegular Full TimeRoute Supervisor 1.00 1.00 1.00 1.00Route Leader 1.00 1.00 1.00 1.00Maintenance Worker II 1.00 1.00 1.00 1.00Solid Waste Collection Operator 6.00 6.00 6.00 6.00Total 9.00 9.00 9.00 9.00

Disposal - Solid WasteRegular Full TimeDisposal Route Supervisor 1.00 1.00 1.00 1.00Household Hazardous Waste Spec. 1.00 1.00 1.00 1.00Household Hazardous Waste Tech. 2.00 2.00 2.00 2.00Maintenance Worker II 3.00 3.00 3.00 3.00Customer Service Rep 1.00 1.00 1.00 1.00Yard Waste Gatekeeper 1.00 2.00 2.00 2.00Heavy Equipment Operator 1.00 1.00 1.00 1.00Total 10.00 11.00 11.00 11.00

Residential Solid WasteRegular Full TimeRoute Supervisor 1.00 1.00 1.00 1.00Route Leader 3.00 3.00 3.00 3.00Solid Waste Collection Operator 19.00 19.00 19.00 20.00Solid Waste Maintenance Worker II 1.00 1.00 1.00 1.00Total 24.00 24.00 24.00 25.00

220


Field OperationsRegular Full TimeField Operations Manager 1.00 1.00 1.00 1.00Assistant Operations Manager 1.00 1.00 1.00 0.00Maintenance Manager 0.00 0.00 0.00 1.00Vehicle Maintenance Superintendent 1.00 1.00 1.00 1.00Fleet Manager 1.00 1.00 1.00 1.00Vehicle Maintenance Supervisor 1.00 1.00 1.00 1.00Tire Repairer 2.00 2.00 2.00 2.00Heavy Equipment Mechanic 2.00 2.00 0.00 0.00Heavy Equipment Operator 4.00 4.00 5.00 6.00Mechanic (I, II & III) 11.00 11.00 13.00 13.00Fleet Coordinator 1.00 1.00 1.00 1.00Street Maintenance Superintendent 1.00 1.00 1.00 1.00Street Maintenance Supervisor 1.00 1.00 2.00 2.00Senior Storekeeper 1.00 1.00 1.00 1.00Vehicle Maintenance Attendant 1.00 1.00 1.00 1.00Construction Team Supervisor 1.00 1.00 1.00 1.00Construction Supervisor 1.00 1.00 2.00 1.00Construction Program Manager 0.00 0.00 1.00 0.00Street Maintenance Team Supervisor 5.00 5.00 5.00 6.00Team Supervisor 4.00 4.00 8.00 9.00Mechanic Team Supervisor 3.00 3.00 3.00 3.00Street Maintenance Worker (I, II, & Sr) 27.00 27.00 25.00 26.00Sweeper Operator Team Leader 3.00 3.00 0.00 0.00Sweeper Operator 1.00 1.00 3.00 3.00Meter Services Manager 1.00 1.00 0.00 0.00Meter Reader Technician 2.00 2.00 2.00 2.00Utility Maint Worker (I, II, & Sr) 24.00 26.00 21.00 22.00Maintenance Worker I 0.00 0.00 2.00 0.00Meter Team Supervisor 0.00 0.00 0.00 1.00Leak Detection Maintenance Worker 0.00 1.00 0.00 0.00Utility Maint Superintendent 1.00 1.00 1.00 0.00Facilities Manager 0.00 0.00 0.00 1.00Water District Program Manager 1.00 1.00 1.00 1.00Plant Maintenance Tech. (I & II) 1.00 1.00 2.00 0.00Instrumentation & Control Supervisor 0.00 0.00 0.00 1.00Maintenance Planner 0.00 0.00 0.00 1.00Multi-Disciplinary Inspector (I & II) 3.00 3.00 1.00 1.00Infastructure Inspector 0.00 0.00 1.00 1.00Wastewater Collection Program Mgr. 1.00 1.00 1.00 0.00Field Operations Supervisor 0.00 0.00 0.00 1.00Customer Service Rep (III & IV) 3.00 3.00 3.00 2.00Admin Support III 1.00 1.00 1.00 2.00Total 112.00 115.00 115.00 117.00

221


Strategic ManagementRegular Full TimeEnvironmental Program Coord 1.00 1.00 0.00 0.00Strategy Manager 1.00 0.00 0.00 0.00Asset Manager 1.00 1.00 1.00 1.00Customer Outreach Coord 1.00 1.00 1.00 1.00GIS Analyst 3.00 3.00 4.00 4.00GIS Tech 0.00 0.00 1.00 2.00Lead Systems Analyst 1.00 1.00 1.00 1.00Technology Integrator 1.00 1.00 1.00 1.00Civil Engineer-GIS Technician 1.00 1.00 0.00 0.00Maintenance Analyst 1.00 1.00 1.00 0.00Management Analyst 0.00 0.00 1.00 1.00Admin Support (II & IV) 2.00 2.00 1.00 1.00Asset and Financial Lead 1.00 1.00 0.00 0.00HR Coordinator 0.00 0.00 1.00 1.00Project Finance Coordinator 1.00 0.00 0.00 0.00Analyst I 1.00 1.00 1.00 1.00Total 16.00 14.00 14.00 14.00

Environmental ServicesRegular Full TimeEnvironmental Services Manager 1.00 1.00 1.00 1.00Process Engineer 1.00 1.00 2.00 2.00Water Production Superintendent 1.00 1.00 0.00 0.00Water Production Supervisor 1.00 1.00 2.00 2.00Control Operator 6.00 6.00 9.00 11.00Process Operator (I & II) 13.00 14.00 12.00 10.00Plant Maint Tech (I, II, & III) 7.00 9.00 9.00 11.00Process Instrumentation Tech (I & II) 2.00 2.00 3.00 3.00Plant Maintenance Supervisor 0.00 0.00 0.00 1.00Plant Maintenance Superintendent 1.00 1.00 1.00 0.00Plant Maintenance Manager 0.00 0.00 0.00 1.00Water/Wastewater Plant Superintendent 1.00 1.00 1.00 1.00Pre-Treatment Coordinator 1.00 1.00 0.00 0.00Laboratory Manager 1.00 1.00 1.00 1.00Senior Laboratory Technician 1.00 1.00 1.00 1.00Lab Supervisor 1.00 1.00 1.00 1.00Laboratory Technician 1.00 1.00 1.00 1.00Chemist 2.00 2.00 2.00 2.00Wastewater Treatment Supervisor 1.00 1.00 2.00 2.00Heavy Equipment Operator 1.00 1.00 1.00 1.00Maintenance Technician I 1.00 1.00 0.00 0.00Total 44.00 47.00 49.00 52.00

222


Infrastructure ManagementRegular Full TimeInfrastructure Manager/City Engineer 1.00 1.00 1.00 1.00Project Coordinator 4.00 4.00 2.00 1.00Project Finance Coordinator 0.00 1.00 1.00 1.00Multi-Disciplinary Inspector (I & II) 9.00 9.00 8.00 7.00Water Quality Program Coordinator 0.00 0.00 1.00 1.00Project Inspection Supervisor 1.00 1.00 1.00 1.00Mobility Manger 1.00 1.00 0.00 0.00Transportation Manager 1.00 1.00 1.00 1.00Senior Traffic Engineer 0.00 0.00 1.00 2.00Traffic Control Specialist 4.00 4.00 5.00 5.00Street Light Specialist 2.00 2.00 3.00 3.00Signal Operations Supervisor (CEII) 1.00 1.00 0.00 0.00Traffic Operations Manager 0.00 0.00 1.00 1.00Signs & Markings Supervisor 1.00 1.00 0.00 0.00Traffic Control Supervisor 0.00 0.00 1.00 1.00Admin Support III 1.00 1.00 1.00 1.00Engineering Technician (I, II, & III) 6.00 6.00 4.00 3.00Stormwater Specialist 0.00 0.00 0.00 1.00Development Review Coordinator 0.00 0.00 1.00 3.00Senior Transportation Planner 1.00 1.00 1.00 0.00Traffic Operations Supervisor 1.00 1.00 0.00 0.00Traffic Signal Supervisor 1.00 1.00 1.00 1.00Traffic Signal Specialist 3.00 3.00 3.00 3.00Traffic Signal Technician II 1.00 1.00 0.00 0.00Traffic Signal Timing Technician 0.00 0.00 1.00 1.00Traffic Operations Technician 1.00 1.00 1.00 1.00Line Locate Technician 3.00 3.00 3.00 2.00Streetlight Supervisor 1.00 1.00 1.00 1.00Maintenance Worker I 0.00 0.00 2.00 0.00Maintenance Worker II 1.00 1.00 0.00 0.00Civil Engineer (II, III & IV) 4.00 4.00 5.00 6.00Street Maint Worker I 3.00 3.00 0.00 0.00Watershed Maintenance Worker 0.00 0.00 3.00 5.00Capital Projects Manager 1.00 1.00 1.00 1.00Heavy Equipment Operator 1.00 1.00 1.00 1.00Street Maint Team Supv. 1.00 1.00 0.00 0.00Watershed Team Supervisor 0.00 0.00 1.00 1.00Senior Street Maint Worker 1.00 1.00 0.00 0.00Senior Watershed Maintenance Worker 0.00 0.00 1.00 1.00Watershed Manager 1.00 1.00 1.00 1.00Environmental Program Coordinator 0.00 0.00 1.00 1.00Development Review Manager 0.00 0.00 1.00 1.00Sr. Project Manager 0.00 0.00 1.00 1.00Project Manager 0.00 1.00 0.00 0.00Total 57.00 59.00 61.00 61.00

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Infrastructure Management (continued)Regular Part TimeEngineering Technician 0.50 0.50 0.00 0.00Total 0.50 0.50 0.00 0.00


AdministrationRegular Full TimeResource Management Director 1.00 1.00 1.00 1.00Admin Support 1.00 1.00 1.00 1.00Assistant Director 1.00 0.00 0.00 0.00Total 3.00 2.00 2.00 2.00

AccountingRegular Full TimeAccounting Manager 1.00 0.00 0.00 0.00Assistant Director of Finance Services 0.00 1.00 1.00 1.00Accountant 2.00 3.00 1.00 1.00Sr. Accountant 0.00 0.00 2.00 2.00Payroll Coordinator 1.00 1.00 1.00 1.00Sr. Accounting Clerk 0.00 0.00 1.00 1.00Accounting Technician 2.00 1.00 0.00 0.00Total 6.00 6.00 6.00 6.00

BudgetRegular Full TimeBudget Manager 1.00 1.00 1.00 1.00Budget Analyst 2.00 2.00 2.00 2.00Benefit District Coordinator 1.00 0.00 0.00 0.00Total 4.00 3.00 3.00 3.00

Strategic PlanningRegular Full TimeAsst. Director of Strategic Planning 0.00 1.00 1.00 1.00Performance Analyst 0.00 1.00 1.00 1.00Total 0.00 2.00 2.00 2.00

ProcurementRegular Full TimeProcurement Manager 1.00 1.00 1.00 1.00Buyer 0.00 0.00 1.00 1.00Lead Procurement Specialist 0.00 0.00 1.00 1.00Procurement Specialist 3.00 3.00 1.00 1.00Total 4.00 4.00 4.00 4.00

Resource Management

224


City Clerk AdministrationRegular Full TimeCity Clerk 1.00 1.00 1.00 1.00Deputy City Clerk 1.00 1.00 1.00 1.00False Alarm Coordinator 1.00 1.00 1.00 1.00Admin Support 1.00 1.00 1.00 1.00Total 4.00 4.00 4.00 4.00

Human Resources AdministrationRegular Full TimeAssistant Director 1.00 1.00 1.00 1.00Employee Relations Coordinator 1.00 0.00 0.00 0.00HR Coordinator-Recruitment 0.00 3.00 1.00 1.00HR Compliance Manager 0.00 0.00 1.00 1.00Human Resources Technician 1.00 0.00 0.00 0.00Employment Coordinator 1.00 0.00 0.00 0.00HR Manager 1.00 1.00 1.00 1.00HR Analyst (HRIS) 0.00 1.00 1.00 1.00Development Coordinator 1.00 0.00 0.00 0.00Total 6.00 6.00 5.00 5.00

Employee DevelopmentRegular Full TimeLearning and Development Specialist 0.00 0.00 1.00 1.00Total 0.00 0.00 1.00 1.00

Risk ManagementRegular Full TimeHealth & Wellness Coordinator 1.00 0.00 0.00 0.00HR Coordinator - Benefits 0.00 1.00 1.00 1.00HR Coordinator - Safety and Wellness 0.00 1.00 1.00 1.00Loss Control Coordinator 1.00 0.00 0.00 0.00Total 2.00 2.00 2.00 2.00

Regular Part TimeAdmin Support II 0.00 0.00 0.50 0.50Total 0.00 0.00 0.50 0.50


Overall TotalRegular Full Time 819.00 833.00 860.00 865.00Regular Part Time 7.50 5.25 4.75 4.75Grand Total 826.50 838.25 864.75 869.75

225

Appendix F - Budget-In-Brief

To view the 2015 Budget-In-Brief, please visit the online presentation. The image below is a sample slide from the presentation.

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$JUZ PG 0MBUIF ,BOTBT EPQUFE #VEHFU · 6 June 17, 2014 To the Olathe City Council, 20 Mile March In...

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