2021-22 Proposed Budget Cover.pdf 1 7/8/20 2:46 PM 2021 ... - Volume I 2021-2022... · Celebrating...

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2021-22 Proposed Budget Cover.pdf 1 7/8/20 2:46 PM

2021-2022 Proposed Budget Wichita, Kansas


The City of Wichita is a leading-edge organization serving a dynamic and inclusive community.

As an exceptionally well-run city, we will

Keep Wichita safe, Grow our economy, Build dependable infrastructure and Provide conditions for living well.

CITY OF WICHITA, KANSAS

2021-2022

January 1 – December 31, 2021 January 1 – December 31, 2022

1


INTRODUCTION PAGE

Title Page with Mission Statement ................................................ 1

Table of Contents .......................................................................... 2

Budget Highlights........................................................................... 5

Government Finance Officers Association Award ......................... 6

ICMA-Analytics Certificate of Distinction ....................................... 7

City Overview ................................................................................. 8

Organizational Chart ...................................................................... 9

Directory ...................................................................................... 10

Guide to the Budget ..................................................................... 11

Fund Structure ............................................................................. 16

CITY MANAGER’S POLICY MESSAGE

City Manager’s Policy Message .................................................. 17

Budget Issues .............................................................................. 26

Department Highlights ................................................................. 31

THE BUDGET PROCESS

Budget Framework ...................................................................... 33

Kansas Statutes........................................................................... 33

Capital Improvement Program ..................................................... 34

Other Planning Processes ........................................................... 35

Financial Policies ......................................................................... 36

Budget Development Process ..................................................... 38

Budget Implementation ................................................................ 39

Budget Development Calendar .................................................... 43

CITY PROFILE

City Profile .................................................................................... 45

Wichita Maps ............................................................................... 51

FINANCIAL SUMMARIES

All Funds Revenue and Expenditures ......................................... 53

All Funds Revenue Sources by Type .......................................... 54

All Funds Expenditures by Fund .................................................. 56

2020 All Funds Expenditures by Department .............................. 58

All Funds Expenditures by Category ........................................... 60

Multi-Year Fund Overview - General Fund .................................. 61

FINANCIAL PLAN PAGE

Financial Plan .............................................................................. 65

Financial Plan - General Fund ..................................................... 66

Financial Plan - Debt Service Fund............................................. .74

Financial Plan - Other Funds ....................................................... 80

Financial Plan - Tax Increment Financing .................................. 101

CITY COUNCIL

City Council Office ..................................................................... 113

City Council Summary ............................................................... 114

Elected Officials ......................................................................... 115

City Council District Map ............................................................ 116

Organizational Chart / Authorized Positions .............................. 117

AIRPORT

Airport Department Summary .................................................... 119

Airport Systems Business Development…………………………121

Airport Systems Capital Investment Enrichment...……………...122

Airport Systems Safety and Security ......................................... 123


CITY MANAGER’S OFFICE

City Manager’s Office Summary ................................................ 127

City Manager’s Office Administration ......................................... 129

Strategic Communications ......................................................... 130

Office of Community Services .................................................... 131

City Call Center .......................................................................... 132

Economic Development ............................................................. 133

Arts & Cultural Services Summary............................................. 134

Arts & Cultural Services Administration ..................................... 136

Convention Center ..................................................................... 137

Cultural Institutions .................................................................... 138


DEPARTMENT OF FINANCE

Finance Department Summary .................................................. 143

Finance Administration .............................................................. 145

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FINANCE DEPARTMENT (CONTINUED) PAGE

Controller's Office ...................................................................... 146

Procurement .............................................................................. 147

Treasury .................................................................................... 148

Debt Management ..................................................................... 149

Risk Management...................................................................... 150

Pension Management................................................................ 151

Tax Increment Financing ........................................................... 152

Self-Supporting Municipal Improvement District ....................... 153

Organizational Chart / Authorized Positions.............................. 154

FIRE DEPARTMENT

Fire Department Summary ........................................................ 157

Fire Operations ......................................................................... 159

Fire Support Services ............................................................... 160

Community Risk Reduction ...................................................... 161


HOUSING AND COMMUNITY SERVICES DEPARTMENT

Housing and Community Services Department Summary ........ 165

Housing Services....................................................................... 167

Community Investments ............................................................ 168

Wichita Sedgwick County Community Action Partnership ........ 169

Housing and Community Services Administration .................... 170

Homelessness Assistance ........................................................ 171


HUMAN RESOURCES DEPARTMENT

Human Resources Department Summary ................................ 175


INFORMATION TECHNOLOGY DEPARTMENT

Information Technology Department Summary......................... 179

Business Solutions .................................................................... 181

Information Technology Administration ..................................... 182

Information Technology Infrastructure ....................................... 183


LAW DEPARTMENT PAGE

Law Department Summary ........................................................ 187

Prosecution ................................................................................ 189

Civil Legal Services .................................................................. 190


LIBRARY DEPARTMENT

Library Department Summary .................................................... 193

Library Operations .................................................................... 195


METROPOLITAN AREA BUILDING AND CONSTRUCTION DEPARTMENT

Building and Construction Department Summary ..................... 199

Building Safety and Construction Enforcement ......................... 201

Neighborhood Inspections ......................................................... 202


METROPOLITAN AREA PLANNING DEPARTMENT

Planning Department Summary ................................................. 205

Metropolitan Area Planning Services......................................... 207

Zoning Enforcement .................................................................. 208


MUNICIPAL COURT

Municipal Court Department Summary...................................... 211

Case Management and Adjudication ......................................... 213

Probation Monitoring and Supervision ....................................... 214

Alcohol and Drug Abuse Programs ........................................... 215


PARK AND RECREATION DEPARTMENT

Park and Recreation Department Summary .............................. 219

Park and Recreation Administration ......................................... 221

Botanica ..................................................................................... 222

Park Maintenance and Forestry ............................................... 223

Recreational Programming ........................................................ 224

Golf ........................................................................................... 225


3


POLICE DEPARTMENT PAGE

Police Department Summary ..................................................... 229

Police Administration ................................................................ 231

Police Professional Standards ................................................... 232

Beat Patrol ................................................................................ 233

Traffic Patrol .............................................................................. 234

Persons Crime Investigations ................................................... 235

Property Crime Investigations .................................................. 236

Special Investigations ................................................................ 237

Technical Services .................................................................... 238

Police Administrative Services ................................................. 239

Animal Control Services ............................................................ 240

Police Training .......................................................................... 241

Police Records .......................................................................... 242

Security Services ...................................................................... 243


PUBLIC WORKS & UTILITIES DEPARTMENT

Public Works & Utilities Department Summary ......................... 247

Snow & Ice Removal ................................................................ 250

Facility Maintenance ................................................................. 251

Engineering ................................................................................ 252

Street Lighting ........................................................................... 253

Signs & Signals ......................................................................... 254

Pavement Maintenance ............................................................ 255

Pavement Cleaning .................................................................. 256

Administration ............................................................................ 257

Environmental Health ............................................................... 258

Construction & Demolition Landfill ............................................ 259

Landfill Post Closure Maintenance ........................................... 260

Environmental Assessment and Remediation TIF .................... 261

Wichita / M.S. Mitch Mitchell Floodway ..................................... 262

Sewer Administration ................................................................. 263

Wastewater Collection Maintenance ......................................... 264

Wastewater Treatment .............................................................. 265

Water Administration ................................................................. 266

Water Systems Planning ........................................................... 267

PUBLIC WORKS & UTILITIES DEPARTMENT (CONTINUED) PAGE

Water Production ....................................................................... 268

Water Distribution....................................................................... 269

Utility Operations ........................................................................ 270

Utility Optimization Program ...................................................... 271

Stormwater Utility ....................................................................... 272

Fleet Maintenance...................................................................... 273


TRANSPORTATION DEPARTMENT

Transportation Department Summary ........................................ 277

Transportation Administration .................................................... 279

Transit Operations...................................................................... 280

Paratransit Services .................................................................. 281

Transit Maintenance................................................................... 282

Parking and Mobility ................................................................... 283


OTHER

Non-Departmental ...................................................................... 287

Tourism and Convention Fund ................................................... 288

Mill Levy Facts ........................................................................... 289

Budget Facts .............................................................................. 294

Position Summary ...................................................................... 296

Position Changes Summary ...................................................... 300

Grant Summary .......................................................................... 303

WSU Mill Levy ............................................................................ 304

Glossary ..................................................................................... 305

Employee Benefits ..................................................................... 316

4


The Covid-19 pandemic impacted budget development. Revenue forecasts for sales tax, interest earnings, charges for services, and other types of revenue have been revised downward. Expenditure reductions were required to balance the General Fund budget. A list of 90 items was presented at a City Council retreat on May 26. Those items guided the

development of a balanced budget.

The mill levy rate is unchanged. The 2021 budget is based on an estimated mill levy rate equal to last year’s rate. This is the 27th consecutive year that the mill levy has remained

stable.

Community engagement leveraged remote options. An online budget simulator was available to residents from June 12 to 30. The June 23, 2020 Social Media Town Hall event, which used Facebook, Twitter, and Nextdoor, gathered feedback from residents about six topics identified during the City Council Budget Retreat on May 26. Staff also presented

information at District Advisory Board meetings that were held remotely.

Golf operations face structural challenges. The L.W. Clapp Golf Course closed on August 2, 2019 and winter course closures and furloughs occurred in winter 2019-2020. Nonetheless,

the condition of the Golf Fund continues to deteriorate.

Transit operations have been stabilized. A portion of the proceeds from the sale of the Hyatt Hotel ($4 million) were used to implement the four-year sustainability plan to stabilize the transit system. Ridership increases have been realized from partnerships with educational institutions and businesses. Supplemental funding from the Federal Transit Administration is

available during the budget planning period.

Century II operations will be privatized. In order to leverage best practices and reduce the annual subsidy from the Tourism and Convention Fund, operation of the convention and

performing arts center will be privatized in 2021.

Street maintenance improvements continue. The Capital Improvement Program and Operating Budget are integrated to provide $10 million in funding in 2020, $11 million in 2021,

and $11 million in 2022 for street maintenance.

Phase II of the Police Staffing Study is budgeted in the Police Department. A Central Bureau is being created to address changes in crime patterns as a result of greater residential, business, and entertainment activity downtown. Additionally, capacity will be added to the Investigations Bureau. Twenty-six new positions are added in the 2020 Revised

Budget.

Reserves are maintained at appropriate levels. The 2021 budget includes General Fund reserves of $35.4 million, which is greater than 10% of projected expenditures, in accordance

with City Council policy.

2021-2022 Budget Highlights

Budget Highlights

5


The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Wichita, Kansas for its annual budget for the fiscal year beginning January 1, 2020. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. In addition to the GFOA Distinguished Budget Presentation Award, the City’s budget also earned Special Capital Recognition and Special Performance Measures Recognition. The award is valid for a period of one year only. The current budget continues to conform to program requirements, and it will be submitted to GFOA to determine its eligibility for another award and further recognition.

The City of Wichita Department of Finance has earned The Distinguished Budget Award for 32 consecutive years.

6


The International City/County Management Association Center for Performance Analytics presented a Certificate of Distinction to the City of Wichita, Kansas at its annual conference. In order to receive this award, a governmental unit must publish, collect, verify, and report performance measure data on an ongoing basis. The City of Wichita submits data for fifteen service areas to ICMA Center for Analytics each year. The City of Wichita was one of 63 jurisdictions - and one of two cities in Kansas - to receive a Certificate from ICMA-Center for Analytics in 2019.

The City of Wichita Department of Finance has earned A Certificate from ICMA-Center for Performance Analytics

for nine consecutive years.

7


Wichita, the largest city in Kansas, with a population of 389,255, is the county seat of Sedgwick County.1 Major highways, including the Kansas Turnpike, US 400 and Interstate I-135, link the city with a large trade area that encompasses a population of more than one million people within a 100-mile radius.2 The nearest large cities are Denver to the west, Kansas City to the northeast, Oklahoma City to the south, and Tulsa to the southeast.

Wichita became a town in 1868, was incorporated in 1870 and became a city of the first class in 1886. The original stimulus to the city's economic development was the extension of the Santa Fe Railway into Wichita in 1872. The city's early growth paralleled the expanding agricultural productivity of the Central Plains States and by 1900 the city was an important regional center for the processing of agricultural products and the distribution of farm equipment. In 1914, the discovery of oil broadened the economic base, drawing to the city numerous services, distributive enterprises and metalworking industries. From the earliest days of the aircraft industry, Wichita was a leading producer of general aviation and commercial aircraft.

During the 1890’s, the grain produced from farms in the region more than equaled the wealth formerly generated by the cattle trade, and Wichita became a trade and milling center. In 1914, the discovery of oil broadened the economic base, drawing numerous services, distributive enterprises and metal-working industries. Wichita was the headquarters of the former Derby Oil Company, which was purchased by Coastal Corporation in 1988. In the 20th century, aircraft pioneers such as Clyde Cessna, Walter Beech and Bill Lear began projects that would lead to Wichita's establishment as the “Air Capital of the World.” In 1917, the Cessna Comet was the first airplane that was manufactured in Wichita. Cessna and Beechcraft remain based in Wichita today, along with Learjet and Spirit AeroSystems. Airbus maintains a workforce in Wichita. Since the growth of the aircraft industry began during the inter-war years, Wichita has been a leading producer of general aviation and commercial aircraft. McConnell Air Force Base was activated in 1951 and has remained an important factor in the community.

Wichita has long been known as a center for entrepreneurship. In addition to aircraft pioneers, Fred Koch founded Koch Industries in Wichita and Dan and Frank Carney founded Pizza Hut. Coleman, Freddy’s Frozen Custard, and many other successful companies began in Wichita.

Wichita has evolved into a cultural and entertainment center. The downtown district offers restaurants, retail shops, museums and parks. INTRUST Bank Arena, located in downtown Wichita, features a total potential capacity of over 15,000.3 Several universities are located in Wichita, the largest being Wichita State University. Wichita State University was founded as Fairmount College in 1895 as a municipal university, and joined the State Board of Regents system in 1964. Friends University and Newman University are also located in Wichita. Wichita is recognized as a great place to live and work. In 2018, Wichita ranked ninth among the top ten cities for best work-life balance,4 and first for growth rate of digital services jobs between 2015 and 2017.5 In 2019, Wichita ranked eighth among the “10 Hottest Cities for Young Millennials” to buy a home 6 and became a five-time winner of the National Civic League’s All-America City award.7

In 1918, Wichita became one of the first municipalities in the United States to adopt the Commission-Manager form of government. Effective April 14, 1987, the title "City Commission" was changed to "City Council" and instead of being elected at-large, five council members were nominated by district and elected at-large. In November 1988, Wichita voters approved a referendum to elect a five-member City Council by pure district elections and a full-time Mayor by city-at-large elections. On February 10, 1989, Charter Ordinance 115 was adopted and provided for the five council member seats to be increased to six by subdividing the city into six districts based on the 1990 census. The six Council members and the Mayor serve four-year terms with the Council members' terms being overlapping. The City Council and Mayor conduct all legislative functions for the City of Wichita and establish general policies, which are executed by the City Manager.

1. www.census.gov/quickfacts/fact/table/wichitacitykansas/IPE120217

2. U.S. 2010 Census. The Wichita MSA is comprised of Butler, Harvey, Kingman, Sedgwick and Sumner counties. This metropolitan statistical area delineation was issued by The Office of Management and Budget in February 2013. Population represents only the Kansas portion of

the 100-mile radius, not the Oklahoma portion.

3. http://www.intrustbankarena.com/general.asp?id=195.

4. https://smartasset.com/mortgage/cities-with-the-best-work-life-balance#q=work-life%

20balance%20wichita

5. https://www.brookings.edu/blog/the-avenue/2018/12/17/tech-is-still-concentrating-in-the-bay-

area-an-update-on-americas-winner-take-most-economic-phenomenon/

6. https://www.realtor.com/news/trends/where-20-somethings-are-buying-the-most-homes-10-

hottest-cities/

7. https://www.nationalcivicleague.org/2019-finalists/

8

http://en.wikipedia.org/wiki/Derby_Oil_Company

http://en.wikipedia.org/wiki/Coastal_Corporation

http://en.wikipedia.org/wiki/Aircraft

http://en.wikipedia.org/wiki/Clyde_Cessna

http://en.wikipedia.org/wiki/Walter_Beech

http://en.wikipedia.org/wiki/Walter_Beech

http://en.wikipedia.org/wiki/Bill_Lear

http://en.wikipedia.org/wiki/Learjet

http://en.wikipedia.org/wiki/Spirit_AeroSystems

http://en.wikipedia.org/wiki/Airbus

http://en.wikipedia.org/wiki/Intrust_Bank_Arena

http://en.wikipedia.org/wiki/Wichita_State_University

http://en.wikipedia.org/wiki/Wichita_State_University

https://smartasset.com/mortgage/cities-with-the-best-work-life-balance#q=work-life%20balance%20wichita

https://smartasset.com/mortgage/cities-with-the-best-work-life-balance#q=work-life%20balance%20wichita

https://www.brookings.edu/blog/the-avenue/2018/12/17/tech-is-still-concentrating-in-the-bay-area-an-update-on-americas-winner-take-most-economic-phenomenon/

https://www.brookings.edu/blog/the-avenue/2018/12/17/tech-is-still-concentrating-in-the-bay-area-an-update-on-americas-winner-take-most-economic-phenomenon/


DEVELOPMENT SERVICES

Scot Rigby

Michael Mayta

City Manager's Office

Stuart Bevis

Fire Marshall

Engineering

Gary Janzen

Human Resources

Chris Bezruki

Information Technology

Finance Transit

Shawn Henning Michael Tann

Nathan Emmorey Scott Wadle (Interim) Alan King

Law Airport

Jennifer Magana Victor White

Gordon Ramsay Chris Labrum Troy Houtman

Municipal Court Planning Public Works & Utilities

Elizabeth Snow Sally Stang Cynthia Berner

Police Building and Construction Park and Recreation

Donte Martin Robert Layton

Fire Housing & Community Svcs. Library

Scot Rigby

PUBLIC SAFETY & LEISURE &

ADMINISTRATIVE SERVICES TRANSPORTATION SERVICES

Boards of Appeals/Trustees Special Committees

CITY MANAGER

Robert Layton

ASST. CITY MANAGERS

Donte Martin

CITIZENS OF WICHITA

MAYOR & CITY COUNCIL

Advisory Boards Municipal Court Judges

Authority Board Special Commissions

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Mayor Brandon Whipple [email protected] 268-4331 455 N. Main, 67202

Vice Mayor Cindy Claycomb [email protected] 303-8042 *2700 N. Woodland, 67207

Council Member (I) Brandon Johnson [email protected] 303-8018 *2755 E. 19th, 67214

Council Member (II) Becky Tuttle [email protected] 268-4331 455 N. Main, 67202

Council Member (III) James Clendenin [email protected] 303-8029 *2820 S. Roosevelt, 67210

Council Member (IV) Jeff Blubaugh [email protected] 268-4331 455 N. Main, 67202

Council Member (V) Bryan Frye [email protected] 268-4331 455 N. Main, 67202

Note: *Council Members can be reached at the Neighborhood Resource Centers, as well as City Hall at 455 N. Main, 268-4331.

City Manager’s Office 268-4351 Robert Layton, City Manager

Donte Martin, Assistant City Manager

Scot Rigby, Assistant City Manager

Airport 946-4700 Victor White, Director

Building and Construction 660-1840 Christopher Labrum, Director

Finance 268-4300 Shawn Henning, Director

Fire 268-4451 Elizabeth Snow, Fire Chief

Housing & Community Services 462-3700 Sally Stang, Director

Human Resources 268-4531 Chris Bezruki, Director

Information Technology 268-4318 Michael Mayta, Chief Information Officer

Law 268-4681 Jennifer Magana, Director of Law & City Attorney

Library 261-8500 Cynthia Berner, Director

Municipal Court 268-4611 Nathan Emmorey, Court Administrator

Park & Recreation 268-4628 Troy Houtman, Director

Planning 268-4490 Scott Wadle, Director (Interim)

Police 268-4158 Gordon Ramsay, Chief of Police

Public Works & Utilities 268-4664 Alan King, Director

Transit 265-1450 Michael Tann, Director

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The budget document provides narrative discussion centered around outcome targets within each of the City’s departments. Summary information regarding expenditures, revenues and positions for each City service are presented. In addition, an organizational overview of issues affecting the City and the budget process is provided. A detailed financial plan and a City profile are also included in the budget. Internet access has made the City’s budget more readily available to citizens. An electronic version of the budget is located at http://www.wichita.gov/Finance/Pages/FinancialDocs.aspx. In addition to the current budget, many prior budgets and other financial documents are available via this link. Sections included in the budget are outlined below. The City Manager’s Policy Message, near the front of the budget, focuses on policy issues and the budget development environment. It succinctly communicates the City Council’s policies and priorities that drive the budget process and the major changes incorporated in this budget. This section also includes a detailed discussion of the major budget issues, a summary of departmental highlights and an outline of the budget implementation guidelines. The Budget Process includes a discussion of how the budget is developed. The relevant state statutes are outlined, as well as key policies of the City. The basis of accounting, the technical process to create the budget, and the process to amend the budget are reviewed. This section also includes a calendar showing the major steps in the budget process. The City Profile reports demographic information, as well as information on industry and employment. Selected measures and projections of community growth that have played a role in the budget process are also included in the City Profile. The Financial Summaries section includes a summary of revenues derived from all funds and expenditures by fund and category. Trust funds, grant funds, capital project funds and agency funds are not included in these summaries. The Financial Plan includes a five-year forecast for the General Fund and each of the other appropriated funds. An in-depth discussion of General Fund revenue and expenditure assumptions is presented. Finally, five-year forecasts of all the remaining funds are included. Department Summaries follow the Financial Plan. These summaries are organized around each department. A summary of the budget year expenditures is included, along with summaries of each program. These summaries include the mission, a brief program description, department goals, the focus areas the program is attempting to influence, and - perhaps most important - the targeted levels of performance based on the resources recommended.

Generally, at least three key measures are shown for each program. These reflect an attempt to show the outcomes provided by the program, based on the level of resources appropriated (see Figure 1). Included with the performance measures are national and industry benchmarks used to compare City performance levels. Each presentation concludes with a summary of the financial resources and staff (see Figure 2). Pages 12 and 13 provide full-page references with short descriptions for each section for both Departmental Summary and Program Summary pages.

The Capital Improvement Program section summarizes the Capital Improvement Program (CIP) and focuses on the operating budget impact of the CIP. The final section of the Budget document, titled Other, provides comparative and historical data regarding the City’s mill levy, as well as a summary of City employee positions, and a glossary of key terms.

Figure 1 - Department Information

Figure 2 - Budget Summary Table

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http://www.wichita.gov/Finance/Pages/FinancialDocs.aspx

http://www.wichita.gov/Finance/Pages/FinancialDocs.aspx


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6

5

4

3

2

1

8

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The department description provides a summary of the department. 7

The key outcome measures section presents the department’s outcome targets for 2020 along with benchmark information. 6

Departmental programs are listed, along with an alignment column that shows where each program and goal align. 5

Each departmental section of the budget begins with a departmental budget summary. The summary is a two to three page overview of the department’s mission, goals, programs, performance measures, financial summary, and highlights.

1

Departmental goals are aligned with the department’s mission statement and provide long-term policy direction. 4

The mission statement guides the department’s long-term goals. All programs provided by a department are aligned with the departmental mission statement.

3

The highlighted text indicates which of the City’s focus areas are primarily served by the department. Programs and activities provided by each department help advance the City’s core strategic priorities.

2

8 The expenditures by program section lists the 2021 total budgeted expenditures, as well as the relevant page reference number.

9 The budget summary presents an overview of the department, including budgeted funding sources and expenditures by five major categories. The table also includes total staffing levels along with the full-time equivalent (FTE) total positions.

11 The department highlights section showcases highlights for the department, ranging from new strategies to performance measure improvements to future initiatives.

10 Changes to the position structure are explained in the notes below the budget summary.

10

11

12


Each program has a summary sheet, which offers a one-page financial and strategic overview. 1

A vision statement guides a program’s long-term vision, goals, and future priorities, and aligns with the departmental mission. 2

This section aligns the program’s goals and activities to the Citywide focus areas. 3

The performance measures section presents statistical evidence to determine progress towards the goals each performance measure aligns with. Benchmark information is also provided, either from the City or a relevant professional/governmental organization.

4

The program description provides a summary of the program. The activity descriptions section provides information regarding each activity that the program provides.

5

The budget summary presents an overview of the program, including budgeted funding sources and expenditures by five major categories. The table also includes total staffing levels along with full-time equivalent (FTE) total positions.

6

Changes to the department’s position structure are explained in the notes below the budget summary. 7

1

2

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5

3

7

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The budget document is the principal product of the budget development process; several iterations of this document are produced as part of the overall process. Additional publications contribute to the financial planning and policy making process. The budget captures, in summary, much of the information provided in other documents.

The Proposed Budget contains the City Manager’s proposal to meet the City’s operating needs for a two-year (continually rotating) period, along with revenue estimates and decision points for City Council action (published in July). The 2021 Proposed Budget was completed based on KSA 79-2925b, et seq., and represents a first step in the annual budget approval process. Some information is not available when the Proposed Budget is created and is not included; likewise, changes made by the governing body are not reflected.

The Adopted Budget contains the operating expenditure limits approved by the City Council and is certified to the State of Kansas, as required by law, for the upcoming calendar year (published in September). The Capital Improvement Program (CIP) provides the ten-year program for planned capital projects and the funding source for each project. The Budget Office produces the City’s annual Organizational Chart. This document conveys the approved organization for each City department, including all authorized position titles and counts, and information about which are locally or non-locally funded.

The City of Wichita has many funds that are appropriated during the budget adoption process. These funds are shown graphically in the subsequent section, Fund Structure, and are outlined in the following sections. Additional discussion of these funds is included in the Financial Summaries section, which includes a five-year financial plan for each fund. Finally, several additional funds, that are included in the City’s audited financial statements but are not included in the budget document, are outlined in the Fund Structure section.

Governmental funds are used to account for operations that rely primarily on current assets and current liabilities.

The General Fund finances the largest portion of current operations. Services provided by Police, Fire, Public Works, Park and Recreation, Library, Law, Municipal Court, Finance, City Council, Building and Construction, and the City Manager’s Office are funded, at least in part, by the General Fund. Primary revenue sources are property taxes, motor vehicle taxes, franchise fees, sales tax revenues, intergovernmental aid and user fees.

The Debt Service Fund accounts for the amount spent on the payment of interest and principal on long-term general obligation (GO) debt and pay-as-you-go amounts. Sources of revenue include property taxes, special assessments, sales tax, transfers and miscellaneous sources.

The Cemetery Fund is reported as a permanent fund. It uses interest earnings and charges for services to maintain the Highland Park and Jamestown cemeteries, as well as the Old Mission Mausoleum and the Wichita Mausoleum.

Special revenue funds finance specified activities from a dedicated revenue source.

The Tourism and Convention Fund supports convention and tourism promotion with monies collected through the transient guest tax.

The Special Alcohol Fund receives a dedicated portion of state-shared alcohol liquor tax revenues, which are reserved only for services or programs dealing with alcoholism and drug abuse prevention and education.

The Special Park and Recreation Fund receives a portion of state-shared alcohol liquor tax for the support of park and recreational services, programs and facilities.

The Landfill Fund receives income tipping fees at the construction and demolition landfill to operate the facility and support environmental management needs.

The Landfill Post Closure Fund exists to satisfy a statutory requirement of contingent resources to remediate potential environmental hazards resulting from the City’s closed landfills. The balance accumulated during the operation of the landfill is invested. Fund reserves, coupled with the City’s debt capacity, must equal or exceed the certified liability amount throughout the thirty-year liability period.

The Metropolitan Area Building and Construction Fund utilizes building permit and license fees to monitor and regulate compliance with City codes on building construction, housing maintenance, signs and zoning.

The Economic Development Subfund coordinates the financing of City economic development programs. This fund is included in City financial statements as a sub-fund of the General Fund, in accordance with GASB 35. However, it is considered a Special Revenue Fund for budgetary purposes.

The Downtown Parking Fund was established in 2010 as a component of the Arena Neighborhood Redevelopment Plan. The fund collects revenue from City-owned parking lots and garages in the downtown area. Expenditures offset maintenance costs and parking management costs as well as mobility coordination.

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The Homelessness Assistance Fund was established in 2009 as a response to the Joint Taskforce on Ending Chronic Homelessness. The fund receives monies from the City and Sedgwick County to fund the Housing First program, and is administered by the Housing and Community Services Department. The Tax Increment Financing (TIF Districts) Funds receive support from property tax increments in defined districts to fund remediation and cleanup of groundwater contamination, and fund redevelopment projects to prevent or alleviate blighted areas. Districts established to eliminate groundwater contamination also receive funding from potentially responsible parties to assist with the clean-up efforts. The Self-Supporting Municipal Improvement District (SSMID) was created by the City Council in 2000 as a benefit assessment district to improve and convey special benefits to properties in downtown Wichita. The SSMID Fund provides the accounting mechanism for the revenues and distributions for the district. The City/County Joint Operations Fund supports the Metropolitan Area Planning Department and maintenance of the M.S. Mitch Mitchell Flood Control project. Both operations are jointly financed by the City and County (less any self-generating revenue), but are administered within the City organization. The Municipal Court Restricted Fund was created in the 2019 Revised Budget to account for court fees that are restricted in use to the Municipal Court Administrative Judge. The Tourism Business Improvement District Fund was reclassified as a Special Revenue Fund in the 2020 Revised Budget. The Tourism Business Improvement District (TBID) was created to provide incremental marketing dollars to Visit Wichita to attract tourism business. The Community Improvement District Fund was reclassified as a Special Revenue Fund in the 2020 Revised Budget. Community Improvement Districts (CID) allow the governing body to levy additional taxes to fund improvements in the district. The taxes are derived from retail sales or special assessments on real property. CIDs can be used for commercial, industrial or mixed-use projects.

The Sales Tax Construction Pledge Fund receives one-half of the City’s local sales tax distribution, which is pledged to support the City’s transportation infrastructure. Resources are used to support debt obligations in the Debt Service Fund for selected freeway, arterial, and bridge projects, and to cash finance other qualifying and designated transportation projects.

Enterprise funds are used for government functions that are self-supporting. Enterprise funds belong to the group of funds called “proprietary,” and are operated much like a business, with a balance sheet for all long-term debt obligations, assets and liabilities. These funds provide services to the community at large, in contrast with internal service funds (another kind of proprietary fund that provides services within the City organization). Each enterprise operation receives revenues from the sale of services or user fees. The operations generally do not receive tax support, except for Transit, which receives a subsidy from the General Fund. The Airport Fund provides facilities for air transportation services for the public, business and industry. The Golf Course System Fund finances the operation of five public golf facilities that are supported by user fees. The Sewer Utility operates and maintains the sewer system, including wastewater treatment plants. The Water Utility operates and maintains the water system, treating and distributing a safe, reliable supply of water from the Equus beds (aquifer) and Cheney Reservoir (surface water). The Stormwater Utility is responsible for the construction and maintenance of the City’s stormwater drainage system. The Transit Fund provides public transportation service through regular fixed route services and paratransit services.

Internal service funds provide services for City departments. Like enterprise funds (which provide services externally), internal service funds belong to the “proprietary” group of funds. The funds are operated like a business, with a balance sheet for all assets, current liabilities and long-term obligations. The Fleet Fund includes the equipment motor pool and central maintenance facility. This fund finances the operation, maintenance and replacement of most of the City’s fleet. The Information Technology Fund coordinates the City’s network, software, and hardware, and also provides centralized management of the telecommunications system. The Self Insurance Fund accounts for the self insurance programs of health, workers’ compensation, group life, and general liability.

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Trust funds are established when the City is the custodian of monies that are to be reserved and used for a specific purpose. The budget document presents selected trust funds that are expended according to the conditions of the trusts. The Wichita Employees’ Retirement Fund (WER) provides a defined benefit pension program for civilian employees, which includes WER Plan 1 and WER Plan 2. The City’s contributions are budgeted within operating departments. The Wichita Employees’ Retirement Fund Plan 3 is a defined contribution pension program for civilian employees who are not eligible for the WER Plan 2 or who opt to remain in Plan 3. The City’s contributions are budgeted within operating departments. The Police and Fire Retirement Fund provides a pension program for commissioned Police and Fire personnel and select Airport Safety staff. The City’s contributions to this pension plan are budgeted within the operating departments.

There are other City funds included in the audited financial statements that are not included in the budget documents. Five Capital Project Funds are not individually included in the budget. These include the Water Main Extension Fund, the Park Bond Construction Fund, the Public Improvement Construction Fund, Street Improvement Fund, and the Sewer Construction Fund. Rather, the long-term financing activity associated with these project accounts is captured in the Debt Service Fund presentation. The chart below provides a graphic representation of the fund structure utilized in the City budget. For budget purposes, the Economic Development Fund is shown as a separate Special Revenue Fund, but is consolidated within the General Fund for financial reporting purposes.

Capital Project

Funds

Sales Tax

Construction

Pledge

CITY BUDGET

FUND STRUCTURE

Tourism and ConventionTourism Business

Improvement District

Municipal Court

Restricted

Special Park

and Recreation

Tax Increment

Financing

Transit

Water Utility Landfill Post ClosureSpecial Alcohol

Program

Community

Improvement District

Self-Supporting

Municipal Improvement

District

Metropolitan Area

Building/Construction

Police and Fire

Retirement

Stormwater UtilityHomelessness

Assistance

Landfill

Fleet

Sewer Utility CemeteryEconomic

DevelopmentSelf Insurance

TRUST FUNDSENTERPRISE

FUNDS

GOVERNMENTAL

FUNDS

SPECIAL REVENUE

FUNDS

INTERNAL SERVICE

FUNDS

Wichita

Employees'

Retirement

Golf Course

SystemDebt Service Downtown Parking

Information

Technology

Wichita

Employees'

Retirement Plan 3

Airport General FundCity/County Joint

Operations

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Honorable Mayor Brandon Whipple, Members of the Wichita City Council July 21, 2020 Dear Mayor Whipple and Members of the City Council: Pursuant to state statutory requirements, the 2021-2022 Proposed Budget is presented to the Wichita City Council. This Proposed Budget has been developed in midst of a very uncertain times, due to the Covid-19 pandemic. What initially seemed a distant threat now has a considerable impact on our community. In mid-March, the City of Wichita closed courts, libraries, recreation centers, and cultural facilities. That was followed by the announcement on March 17 that school was cancelled through the end of the school year. A state-wide stay-at-home order was issued on March 30, which expired on May 3. Since then, the Governor has ordered a statewide mask order, and on July 8, the Sedgwick County Health Officer issued a mandatory order requiring that masks be worn in public. The Covid-19 pandemic has changed many aspects of our society. Our paradigm on social interaction has been altered, our way of providing services up-ended, and the City has experienced significant reductions in key revenues. During this period, the 2021-2022 Proposed Budget has been developed. In shaping this Proposed Budget, the City has relied on a solid foundation that the Covid-19 pandemic can not impact: The City Council approved mission and goals, City organizational values, the importance of engaging stakeholders and residents, and the innovation and resiliency of the City organization and staff.

ALIGNMENT WITH THE CITY’S VISION, MISSION AND VALUES

The City of Wichita is a large organization that provides a variety of services to residents and visitors. Each activity, strategy, and outcome in the 2021-2022 Proposed Budget is guided by a clear vision, a simple mission, and values. In addition, the mission and goals provide guidance in prioritization of services and strategies. Those strategies that provide outcomes most directly related to achieving City goals can be priorities, while any necessary reductions in spending can be targeted towards those strategies that, while important, are not as directly or critically related to achieving City goals. The City’s vision is to be a leading–edge organization serving a dynamic and inclusive community. Based on this vision, the City Council adopted a clear and simple mission statement: As an exceptionally well-run city, we will:

Keep Wichita safe,

Grow our economy,

Build dependable infrastructure and

Provide conditions for living well.

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The Budget funds strategies that align to the City’s mission. In 2018, all activities were categorized as either “untouchable” or “touchable.” “Untouchable” activities are those activities that are legally required, intrinsic to what residents expect from the department, or are things peer departments in other cities typically provide. In June 2020, residents had the ability to prioritize budget spending by balancing the budget using an online Budget Simulator, which provided additional feedback to validate resident priorities. These most important areas are where the City is striving for excellence, and the 2021 Proposed Budget, as well as the Capital Improvement Program (CIP), preserves funding for core services, such as Fire response, Police beat patrol, and street maintenance. Due to economic conditions, services that are important for residents, but are more discretionary, are identified for funding reductions. Examples include right-of-way mowing, tree planting, and funding for arts and cultural programs and grants. Finally, it is important to recognize the influence that the City’s values have, not only on operating strategies, but also on how budget recommendations are developed and presented. To accomplish its mission, the City anchors its work in its core values of trust and service. Trust means: Respect, Empowerment, Ethics, Stewardship, Integrity, Engagement, and Family. Service means: Professionalism, Innovation, Excellence and Equity. To summarize, everything the City does, including developing and proposing annual budget recommendations, is based on the City’s mission, which is guided by its values.

ENGAGEMENT DURING THE BUDGET PROCESS

Although engagement strategies were different this year, those continued to be very important in the development of the Proposed Budget. This engagement initially began with a series of three retreats held with the City Council in April and May 2020 that were broadcast on City7. These retreats provided initial estimates of the financial impact of the Covid-19 pandemic, and then focused on a variety of potential options to strategically align expenditures with anticipated revenues. A list of 90 options to balance the budget was presented to the City Council for review on May 26, 2020. This retreat process allows the governing body to provide informal guidance on key budget policies during a period of reduced revenue and economic uncertainty. The key recommendations in the 2021 Proposed Budget are based largely on the discussion of the 90 concepts presented. Resident engagement is a key element of the budget process. An online Budget Simulator provided residents the opportunity to balance the budget. The simulator was available from June 12 to June 30, and 3,678 simulated budgets were completed. Residents prioritized core services, such as fire and medical emergency response, persons crimes investigation, street maintenance, and municipal court. In addition to the Budget Simulator, a Social Media Town Hall was hosted for the ninth consecutive year in order for residents to vote on some of the concepts included in the list of 90 items presented to the City Council in May. These Social Media Town Hall events continue to be a very effective means of reaching residents and collecting feedback. Due to social distancing considerations, staff presented the budget virtually at City Council District Advisory Board (DAB) meetings in June. Finally, a variety of other channels were used by the Communications Team staff to enhance resident engagement. These efforts included posting videos of budget workshops and other budget

Engagement is Important

The City has consistently developed ways to enhance resident engagement. In 2020, this included the 9th annual Social Media Town Hall, the second year of the Budget Simulator, remote participation in neighborhood meet-ings, and the posting of material on www.wichita.gov and City7.

Residents have consistently indicated public safety and street maintenance are high priori-ties.

City Mission & Goals Guide Budget

Development

The Proposed Budget is developed to align funding recommendations with the City Council approved mission and goals.

City values, including innovation, excellence, engagement and stewardship, also guide recommendations.

Social Media Town Hall Participation

RESPONSES

NEXTDOOR 4,869

FACEBOOK 4,317

TWITTER 582

TOTAL 9,768

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presentations online (in addition to broadcasting them on City Channel 7), utilizing social media platforms to announce key dates and presentations and providing a variety of budget-related documents on the City’s website at www.wichita.gov.

RESILIENCE AND INNOVATION

Wichita has a history of innovation. Wichita State University’s developing Innovation Campus is a recent example of the university’s long-standing influence on innovation in the community. This spirit of innovation is also long-standing in the culture of the City of Wichita organization. From becoming one of the first mechanized fire departments in the early twentieth century, to embracing community policing strategies in the early 1990’s, there are examples of innovation throughout the organization. During the previous economic downturn, resilience was paired with innovation. Results from the semi-annual National Resident Survey for Wichita have demonstrated improvements in resident ratings for many service areas since 2006. In fact, the City of Wichita was awarded the Voice of the People Award for Transformation in Community Engagement from ICMA and the National Research Center in 2019. A decision-making framework has guided the budget process since 2009. Examples of initiatives from the last economic downturn include the outsourcing of turf mowing, the reorganization of Recreation Services, and decision support tools for major asset types. The street maintenance decision tool has guided more effective investment in the Wichita’s road network, which is a top priority for residents. Smaller-scale initiatives, such as the centralization of building maintenance, realignment of nuisance abatement and tall grass and weeds mowing with code enforcement, and ongoing technology implementations have allowed the City of Wichita to continue to provide important services to residents in an environment of constrained resources. While the Covid-19 pandemic presents many challenges, it also presents opportunities to provide excellent service to residents, but in remote or electronic ways that minimize contact. To better serve vendors and employees, staff have emphasized electronic payment options—to eliminate paper checks that require handling and interaction. In addition, staff no longer hold paychecks for pickup (which was a laborious process), but rather those are mailed to employees. To facilitate engagement and interaction, the City has pivoted quickly to using remote access for both employees and residents. District Advisory Board meetings, Pension board meetings, and even City Council meetings have been held with residents provided the opportunity to participant remotely. In cases where remote service delivery is impossible, such as Fire, Police, Transit, Park Maintenance, and Public Works & Utilities, departments quickly moved to make employees and residents as safe as possible. The Century II Convention Center was turned into a decontamination zone for Fire apparatus and EMS vehicles. A new remote training process is being implemented by the Fire Department so that staff will complete some of their required medical training and remain in their station, significantly reducing the need for crews to travel out of their Primary Response Areas. Transit maintenance staff discovered a quick and inexpensive way to make masks during a shortage. The Police Department distributes masks to residents in its effort to educate residents about the mask ordinance. Park & Recreation offered recreation programming online, focused on park maintenance due to increased usage, and prioritized day camps when facilities opened on June 29 so that parents could return to work. Public Works & Utilities Facilities Services staff have been the first line of defense against the virus in City buildings by increasing cleaning frequencies, sanitizing work spaces, distributing hand sanitizer, and installing plexiglass shields to prevent the spread of the virus. The reconfiguration of the flow of traffic inside City Hall allowed the facility to open safely in late May. These actions ensured that public safety, transportation, and water were provided without any lapses. A sampling of the employees and their actions to ensure the continuity of operations are highlighted on the budget cover this year. The 2021-2022 Proposed Budget reflects the focus on organizational resilience in the face of challenging economic and public health conditions. Due to public health considerations, no swimming pools or splash pads will open in 2020. While facilities are closed in 2020, construction of renovated pools will accelerate so those will open in 2021, rather than in 2021 and 2022 as originally planned. The temporary closure of Century II to the public has presented the opportunity to privatize operations in 2021. Public Works & Utilities have been driving toward improved energy efficiency, and this budget reflects an innovative partnership with Evergy to offset energy use through renewable energy from the Ponderosa Wind Farm. Two refurbished Fire engines are

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expected to be delivered by 2020 year-end. Refurbishing two units saved the City $500,000 when compared to the cost of new apparatus, and the Fire Department will evaluate the effectiveness of the program in 2021. Decision support tools developed by Public Works & Utilities have been key to prioritization of maintenance and capital projects, guiding difficult decision-making during the CIP process. Lessons learned from the code enforcement pilot project will result in an expanded code enforcement liaison effort in order to respond to cases more effectively and the transition of the warrant function to a contract managed by Municipal Court. After years of discussion about providing a full-service library in southeast Wichita, a lease agreement on the high-visibility East Harry corridor, rather than the construction of a new facility, will make that vision a reality in early 2021. These innovative initiatives are examples of the vision and mission of the City of Wichita serving as a framework for decision-making that is focused on outcomes.

OPERATING ENVIRONMENT

In developing the annual City Budget, it is important to identify potential external threats that could impact financial resources available for the City. This is even more critical given the Covid-19 pandemic. The City of Wichita serves as a regional economic hub for more than one million people. In addition, Wichita businesses operate in a global economy, providing products and services to customers throughout the world. At the beginning of 2020, the Wichita economy was performing well, with several positive factors that were suggesting continued economic growth. The Wichita State University (WSU) Center for Economic Development and Business Research (CEDBR) Current Conditions Index (designed to give an indication of the present condition of the Wichita metropolitan area economy) was at 98.3 in February 2020, reaching its highest level since 2008. In addition, the WSU Leading Indicators Index (designed to give an indication of where the Wichita economy is headed over the next six months) was 99.1 in February 2020, the highest level since 2008. Assessed valuation has continued to rebound, with growth in 2020 estimated at a healthy 5.2% based on 2019 sales. Through the first half of 2020, there has been strong demand in the residential real estate market, fueled in part by low interest rates. Before the pandemic, the WSU Center for Real Estate projected an increase in home prices of 4.3% in 2020. This budget is based on assessed valuation growth of 1.5% for the 2022 Projected Budget, which is based on sales in 2020. This is due to weakening local economic conditions, largely a result of the expected impact of the Covid-19 crisis. Retail sales also demonstrated strong growth of 3.5% in 2019. The response to the pandemic has halted that growth. CEDBR projects a 10.6% decline in retail sales, which is included in sales tax revenue projections for 2020. Income and unemployment both impact retail sales. Though nominal personal income increased by 6.2% in 2018 and was expected to grow by 5.7% in 2019, it is projected to be followed by a 15.8% decline in 2020. Total employment in the Wichita Metropolitan Statistical Area (MSA), as reported by the Bureau of Labor Statistics, continued to improve through March 2020, with employment reported at 308,273, which was 6,213 higher than March 2019. The pandemic had an immediate impact on employment levels in the Wichita area in April. The Bureau of Labor Statistics preliminarily reported employment at 274,062 in April 2020, a decrease of 34,211 as compared to the prior month and 30,396 lower than April 2019. In 2019, the Wichita area unemployment rate declined for the ninth consecutive year to 3.4%, but the preliminary calculation for April 2020 is 17.8%. When Boeing froze production on the 737 Max airliner in December 2019, the impact was felt throughout the supply chain. The impact on Sprit Aerosystems’ Wichita operations, which supply fuselages for the 737 Max, had already impacted employment in the aviation sector before the impact of the Covid-19 pandemic. Other aerospace companies and suppliers have announced furloughs in response to the pandemic. Wichita’s concentration in aerospace manufacturing will result in a potentially slow recovery if air travel remains at low levels.

City Operating Environment

The Wichita economy was fundamentally strong and performing well...until the Covid-19 pandemic.

Assessed valuation is performing well in 2021, but is expected to lag the economic downturn; sales tax is expected to drop im-mediately, with a slow recovery projected.

Any prolonged weakness in the aviation in-dustry could impact economic conditions in Wichita.

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Although the local economy grew at a moderate pace in 2019, the national economy officially entered into a recession in February 2020. The impact of a recession impacts City of Wichita revenue in a lagging manner. This budget has been developed with an immediate downward projection for many City revenue sources, including sales tax and motor vehicle tax collections. After a lag period, a recession would likely diminish growth in the assessed valuation base. While the City is aggressively pursuing a number of policies and strategies to facilitate local economic expansion, the projections included in the Proposed 2021 Budget are adjusted with a conservative view, based on the events of the past four months.

FINANCIAL PLAN

Perhaps two of the most important City values are stewardship and professionalism. Both values guide the financial planning process that is integral to the 2021 Proposed Budget. Each year, a Financial Plan is developed, including a longer term view with five-year projections. Although projecting for that length of time is challenging at best, and is compounded with the current Covid-19 crisis, the Financial Plan attempts to identify potential issues and trends, quantify the impact of those issues and trends, and provide thoughtful and strategic responses for potential policy direction. TOTAL CITY REVENUES AND EXPENDITURES - The 2021 Proposed Budget includes $629,661,161 in expenditure authority among all of the City’s funds (net of interfund transactions and not including Trust funds and grants). For the 2020 Revised Budget, total expenditure authority of $575,084,850 is included; an increase of $35.6 million over 2019 actual expenditures. The 2021 Proposed Budget of $629,661,161 represents an increase of $54.6 million over the 2020 Revised Budget. However, a significant portion of the increased expenditures budgeted in 2021 ($51.1 million) are related to the appropriation of reserves, consistent with State statute. These reserves will most likely not be spent, but State law requires that any amount of fund balance in excess of 5% of expenditures be appropriated. After adjusting for appropriated reserves, the budget growth is $3.6 million in 2021; an increase of 0.6%. GENERAL FUND - The General Fund is used to finance City services cited by residents as the most important, including police operations, fire protection, parks, transit, and infrastructure maintenance. General Fund expenditures account for nearly half of the entire City budget. Expenditures in the General Fund are aligned with revenues, resulting in a balanced budget in 2021. However, consistent with financial forecasts from previous years, maintaining a balanced General Fund budget in the future will require continued diligence and foresight. Slow growth is projected for property tax and sales tax, and interest earnings are expected to decline. Additionally, many revenues are significantly impacted by environmental and technology changes as pointed out in the past. Despite these challenges, the City has a long history of balancing the budget annually. RESERVE LEVELS - The City maintains reserves in a variety of funds. Reserves provide liquidity for the City, which is particularly important in the event of emergencies, unforeseen circumstances, or downturns in revenues. Reserves also ensure adequate cash flow to fund City operations. However, perhaps one of the most important reasons to maintain (and increase) reserve levels is the impact of reserves on the City’s bond ratings. Maintaining consistent bond ratings is very important to mitigate borrowing costs. The ratings are based on multiple factors, including existing reserve balances. The City has consistently maintained favorable bond ratings, and has enjoyed competitive access to capital markets. The balance in the General Fund will be $35.4 million, which is an estimated 14.3% of expenditures in 2021, exceeding the 10% policy minimum. The General Fund reserve balance has increased annually for the past ten years, from $22.5 in 2009 to $36.4 in 2019. The Proposed Budget does project a one-time draw on General Fund balance in 2020 of $1 million due to the rapid change in economic conditions and the costs associated with responding to Covid-19 challenges. However, due to an increase in reserves of $1.5 million in 2019, the reserve level after the 2020 drawdown will still be higher than the projection in the 2020 Adopted Budget. In addition, staff will seek to eliminate any draw on 2020 reserves, including aggressive efforts to receive pass-through CARES grant funding from Sedgwick County to mitigate any unexpected Covid-19 expenses.

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MILL LEVY RATE - The General Fund budget is based on a mill levy rate of 25.720 mills, which is 0.51 mills higher than the 2020 Adopted Budget due to the shift of 0.51 mills from the Debt Service Fund to the General Fund. The total mill levy rate for the City is estimated at 32.720 mills in 2021, the same as the rate levied in 2020. GENERAL FUND EXPENDITURE GROWTH - General Fund expenditures in 2020 are projected to decrease by $0.9 million, or 0.4%, over 2019 expenditures, with 2021 growth of $5.3 million, or 2.2%. Reductions in 2020 are attributable to lower costs for fuel, a hiring freeze, service level adjustments outside of public safety, and rate holidays for information technology and fleet charges. Some of the factors contributing to lower than average growth for 2021 are a health insurance holiday for one pay period, continuation of the hiring freeze, and privatization of performing arts and convention center operations. Expenditures are dominated by salaries and benefits. Base wages are a function of employee demographics, union wage agreements and the number of positions filled. Benefit costs are more challenging. Although the City has aggressively pursued strategies to moderate growth rates, health insurance costs (which total 12% of General Fund expenditures) are budgeted to grow 8% annually. The City Council has traditionally and prudently fully funded the actuarial recommendations for pension contribution rates, which is reflected in the funded ratios of the City’s pension plans. However, adverse market conditions, or changes in actuarial assumptions, can potentially impact pension contribution growth rates in the future. To preserve the financial health of the General Fund, it is important to consider strategies to limit expenditure growth and enhance revenue growth. Staff continually examine best practices and cost structures, with the objective of minimizing the costs of providing City services. Concurrently, staff will continue efforts to enhance user fee revenue by developing appropriate cost recovery rates for services. OTHER FUNDS - The City budget is comprised of 28 additional funds. These funds are reviewed in greater detail in the Financial Plan section. Generally, most of the City’s other funds are stable, with adequate reserves and favorable forecasts. However, two funds merit further discussion.

Golf Fund. The golf system continues to face a very challenging future. Nationwide, the golf industry continues to have challenges. Several Wichita area courses have been closed in the past decade, but there is still more supply than there is demand for golfing. A General Fund subsidy of the Golf Fund occurred in 2019, but there is no available capacity in the planning period for additional support. Staff will be responsible for developing fiscal sustainability options to ensure

continuity in golfing facilities, while avoiding subsidization.

Transit Fund. The long-term outlook after 2021 is stable, but challenged. The Transportation Department has lowered operating costs and increased revenue and ridership through innovative partnerships and reduced operating costs due to

MILL LEVY RATE 2020

ADOPTED 2021

PROPOSED

General Fund 25.214 25.720

Debt Service Fund 7.506 7.000

TOTAL 32.720 32.720

Low and Stable Mill Levy Rate

For the 27th consecutive budget, the mill levy rate will be equal to the prior year. Wichita’s mill levy rate is also expected to remain one of the lowest in the area.

Long-Term General Fund Financial Plan (Dollars in Millions)

2020

REVISED 2021

PROPOSED 2022

PROJECTED 2023

PROJECTED 2024

PROJECTED 2025

PROJECTED

Revenues $241.5 $247.8 $252.5 $255.3 $259.4 $263.8

Expenditures $242.5 $247.8 $255.3 $259.2 $263.3 $267.5

Margin ($1.0) $0.0 ($2.8) ($3.9) ($3.9) ($3.7)

EXPENDITURE GROWTH (0.4%) 2.2% 3.0% 1.5% 1.6% 1.6%

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electric buses. The discontinuation of in-person school in March 2020 impacted ridership and revenue. Structural deficits remain due to expenditure growth that outpaces revenue growth in the five-year forecast. However, additional funding from

the Federal Transit Administration should provide sustainability during the planning period.

KEY RECOMMENDATIONS

The 2021 Proposed Budget is a plan that adapts to the challenges posed by the operating environment and allocates resources to produce outcomes consistent with the City’s mission. In addition, the recommendations are designed to enhance performance and strive for excellence in “untouchable” activities. To determine the outcomes produced by the City, an extensive performance management system is utilized. Staff report on performance through over 400 measures, many of which are included in this Proposed Budget document. When developing the budget, targets are established for each performance measure. These targets represent the level of performance expected based on the amount budgeted and anticipated operations due to social distancing and the stay-at-home order from March to May 2020. Not only is transparency enhanced by reporting exactly how well the City performed in certain areas, these targets are an important tool to help determine whether the appropriate amount of resources are provided, and whether new operating strategies should be considered.

Keeping Wichita Safe - The 2021-2022 Proposed Budget includes funding for the implementation of Phase Two of the Police Staffing Study. In 2016, the City utilized a consultant to develop a staffing plan to further improve policing outcomes. This plan was developed based on an examination of current staffing levels and best practices in policing. The plan is divided into three phases and is scalable. Phase I civilianized several positions, allowing commissioned officers to return to patrol duty. Patrol officers have been added, with the goal of increasing the amount of proactive police patrols. Initial funding for Phase II of the Police Staffing Study was included in the 2019 Revised Budget. Staffing is itemized in the 2020 Revised Budget in order to create a fifth beat patrol bureau for the central area of the city and add capacity for investigations. Funding for six positions is provided by a three-year COPS Grant.

A grant had been used to fund six Police Officers for the Broadway Corridor project in order to provide foot and bicycle patrols. Due to this program’s success in reducing crime rates and improving resident and business safety, the positions are funded by the General Fund in the 2021-2022 Proposed Budget. The Fire Department has collaborated with Sedgwick County Emergency Communications and EMS since 2017 to coordinate responses to medical calls. By reducing the number of non-emergency medical responses serviced by the Fire Department, overall call volume has been reduced by 18 percent, allowing the Department to focus on critical incidents. The Fire Department also partnered with other City and County agencies on ICT-1, which uses a combination of medical, mental health, and law enforcement resources to assist residents who have issues beyond or in addition to traditional medical needs. The Fire Department is in the process of implementing a software analysis tool to improve deployment, which is anticipated to be completed and in use in 2021. Dependable Infrastructure - Street Maintenance, an “untouchable” activity, continues to be prioritized. In the CIP a total of $11 million is allocated for the Outsourced Pavement Prevention Program (OP3) in 2021, an increase from the $10 million budgeted in 2020. Longer term, street maintenance funding is scheduled to continue increasing to a level of $20 million in 2030.

The 2021-2022 Proposed Budget allocates $3.6 million from the General Fund to support Transit operations for a three-year period. This temporary decrease of 5% from the 2020 Adopted Budget will be offset by additional CARES Funding. The General Fund contribution is supplemented with an additional $1 million annually through 2020. This was approved by the City Council in

Police Staffing Study

The 2020 Revised Budget adds 26 commis-sioned positions in the Police Department, six of which are funded by a COPS Grant.

Pavement Maintenance

Contracted street maintenance funding is scheduled to continue increasing in the CIP to a level of $20 million in 2030.

Fire Department Collaboration

A partnership with Sedgwick County Emer-gency Communications and EMS has al-lowed the Fire Department to focus more on critical incidents.

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December 2016 from the proceeds of the Hyatt sale in an effort to develop sustainability strategies for Transit. With this funding, the Transit Fund has updated its service delivery model while improving operating efficiency. The transition of 20% of the bus fleet to electric buses by the end of 2020 will further reduce operating costs.

In 2019, a Facilities Condition Assessment was completed. Facility maintenance projects are prioritized in the CIP, which has a favorable impact on ongoing maintenance costs. A wind energy contract with Evergy will result in electricity savings estimated at $325,000 across all funds starting in 2021.

Living Well - Due to social distancing considerations, pools and splash pads will not open in 2020. This will allow for acceleration of Aquatics Master Plan construction so that five renovated pools and four new splash pads will debut in May 2021. Funding is programmed in the 2021 Proposed Budget to operate these facilities. In order to have a balanced budget, some changes to Park and Recreation operations are proposed. These changes are expected to be temporary. Planting of new trees will be suspended during the economic downturn in order to prioritize dead tree removal and pruning. Upon delivery of a remote-control grapple truck in 2020, five positions will be frozen.

After the Advanced Learning Library opened in June 2018, efforts to discern the role of branch libraries resulted in the Branch Library Study. During the Social Media Town Hall, residents were asked whether hours of operation or materials purchases should be prioritized. The feedback was that hours should be prioritized. Library hours and locations are unchanged in 2021, and funding is included in the Proposed Capital Improvement Program for improvements at each branch location. A reduction in the budget for library materials is included in the 2020 Proposed Budget. Funding allocated to cultural institutions in the 2021 Proposed Budget is 5% less than the prior year. Efforts to improve cost recovery at Old Cowtown and CityArts have been challenged by closures from March to May 2020 and social distancing considerations, but efforts to improve efficiency are ongoing. In order to leverage industry best practices, Century II operations will be privatized starting in January 2021.This change is expected to eliminate the need for an annual subsidy from the Transient Guest Tax Fund, which is approximately $2.7 million per year. That funding can be directed to other eligible activities. Growing our Economy - The City of Wichita continues to partner with the Wichita Downtown Development Corporation, which is funded in part by the Self-Supporting Municipal Improvement District (SSMID), to revitalize and energize downtown. The assessed valuation in the SSMID increased by 6.27%, which is evidence of private sector investment in downtown. The Douglas Market Development, which is part of the Center City South TIF, will include the Kansas Health Science Center, a culinary arts school, student housing, and a hotel. Improvements to the Chester I. Lewis Park, which was named after a prominent civil rights leader, will serve as the entry plaza for the development. Well-Run City - Ongoing process improvement efforts have resulted in significant savings and efficiencies. Examples include implementation of a Finance/HR Payroll ERP. Savings from process improvements and increased cost recovery are estimated at $250,000 per year in 2021 and 2022. The Information Technology Department swiftly moved the organization to remote working and meetings. Participation in the Bloomberg What Works Cities initiative has prompted the creation of the Wichita Innovation Lab in order to retain the focus on technology and innovation. The 2021 Proposed Budget is funded with an estimated mill levy of 32.720 mills, equal to the 2020 rate. This taxing rate continues to be of one the lowest in the Metropolitan Statistical Area. The 2021 Proposed Budget is balanced and retains General Fund reserves estimated at $35.4 million.

Aquatics Master Plan

Aley, Harvest, McAfee, Minisa, and Orchard pools will open in 2021 at the same time as four new splash pads at Boston, Edgemoor, Evergreen, and Linwood parks.

Promoting Economic Development

Additional redevelopment in the Center City South TIF will result in the Kansas Health Science Center and a culinary arts school.

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CONCLUSION

The City of Wichita is not alone in being significantly challenged by the Covid-19 pandemic. However, due to the leadership of the City Council, and reliance on the City’s mission, goals and values, a fiscally sustainable budget has been prepared. Coupled with the often-demonstrated resiliency and the history of innovation in the City of Wichita, I am confident the City of Wichita will emerge from this latest test as a stronger, more focused and more efficient organization. The Proposed 2021-2022 Budget as recommended is expected to be a step in this direction. Sincerely,

Robert Layton City Manager

Acknowledgements

The City’s 2021 Proposed Budget is based on the input and contributions of many individuals. City staff, including Department Directors and Assistant City Managers Donte Martin and Scot Rigby, played key roles in the budget process. Staff in the Finance Department spent a great deal of time assessing revenue and expenditure trends, refining the performance measurement model, researching policy alternatives, and producing this document. This staff is led by Finance Director Shawn Henning. Budget and Research Office staff includes Budget Officer Elizabeth Goltry Wadle, and analysts Trinh Bui, Lindsey Vogt, Sean Sandefur and Michelline Stokes. Jordan Torres provided assistance with documentation review and publication, and IT staff were critical in maintaining the capacity for staff to work remotely.

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The City used an online Budget Simulator and a Social Media Town Hall in June to engage residents and gather their feedback on budget priorities. There were 3,665 completed budgets from the online simulator and 9,768 votes during the Social Media Town Hall.

The online Budget Simulator focused on General Fund services, which were grouped by service area: 1) Parks, Libraries, Arts & Culture; 2) Police; 3) Public Safety; and 4) Streets. As each participant progressed through the screens to make budget choices, the impact of each de-crease was displayed. Participants could decrease support for a service (in red), or keep the level of support the same. Each time a slider bar was moved, the estimated total expenses (upper right) and the target to reach a balanced budget (upper left) were updated. Before submitting results, participants could enter demographic information and provide comments. The simulator was live from June 12 to June 30, 2020 at wichita.budgetsimulator.com. The service areas that were decreased the least were Fire and Medical Response, Persons Crime Investigations, and Pavement Maintenance. While the Budget Simulator was online, a Social Media Town Hall event was held on June 23. The six topics included in the Social Media Town Hall were presented at the City Council retreat on May 26. Those topics were about animal control, mowing, code enforcement, librar-ies, streets, and trees. Participants could vote for their preferred options on Facebook, Twitter, and Nextdoor. In total there were 9,768 votes. Feedback on a number of topics, such as the trees topic (at right) and the code enforcement topic, was relatively evenly split. On other topics, feedback was more decisive. For example, when asked whether street maintenance or street expansion should be prioritized, 93% selected street maintenance. This prioritization is reflected in the development of the 2021-2030 Capital Improvement Program.

Issue - The online Budget Simulator and Social Media Town Hall were leveraged in 2020 to increase resident

participation in the budget process during a period when social distancing requirements discouraged traditional public

meetings.

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The Covid-19 pandemic has had a severe and sustained negative impact to the tourism, convention, and theatre production industry. Century Il experienced a significant increase in 2020-2021 event cancellations, as well as a decrease in 2021 event bookings. Due to the downturn in bookings, the Division of Arts and Cultural Services and Visit Wichita reduced their workforces and have discussed opportunities to collaborate on sales activities, as well as implement processes that are more efficient and reduce costs. In addition to these efforts, the City Manager’s Office will release a Request for Proposals to privatize Century II operations. Privatizing Century II would reduce the subsidy from the Tourism and Convention Fund, help ensure a full range of comprehensive services, as well as increase branding, marketing and activity at the facility.

Issue - Historically, the Century II Convention and Performing Arts Center has been operated in-house by the City of Wichita. Shifting to a privatized model in 2021 will allow the facility to leverage industry best practices and limit the ongoing subsidy required from the Tourism & Convention Fund.

When Covid-19 cases were first diagnosed in Sedgwick County, the City of Wichita moved quickly to temporarily close facilities. The organization used available data and recommendations to provide essential field services as quickly as possible. The organization prioritized public health with operational continuity. In mid-March, facilities such as Century II, Cowtown, Recreation Centers, the Wichita Public Library, and Municipal Court were closed. City Hall was also closed to the public in late March. Reo-pening of facilities began in late May, with a phased approach that balances safety and the need for in-person services. The Park and Recreation Department has prioritized day camp programming during the reopening phase. Limited recreation clas-ses have been offered that require social distancing. The Wichita Public Library began offering curbside service on May 11. On May 26, limited access to locations began so that residents can access computers. Patrons can check out books, but shelves are only available to staff. Based on available best practices, a wait period for shelving books was implemented. Golf courses were closed initially. Two courses reopened in April and the remaining two courses reopened in May. Social distancing restrictions are in place, such as fewer tee times and a limitation on group sizes. Contactless play includes using an app for scorekeep-ing, modified holes, online reservations, and cashless payments.

At City Hall, Municipal Court reopened in late May. All pending cas-es were assigned new court dates. Public meetings are being con-ducted using a hybrid remote/on-site approach. The City Council has met on a regular schedule, but uses online comments and sim-ulcasting to include other participants. The Planning Commission has used the same approach - commissioners, staff, and residents attend the meeting from different rooms. Public Works & Utilities Facilities staff have been the first line of defense against the virus in City buildings by increasing cleaning frequencies, sanitizing work spaces, distributing hand sanitizer, and installing plexiglass shields to prevent the spread of the virus. The reconfiguration of the flow of traffic inside City Hall allowed the facili-ty to open safely in late May. Technology has been instrumental in operational continuity when facilities have been closed or to facilitate collaboration when staff must remain apart from each other. Though the Fire Department and Police Department have been providing field operations without interruption, technology has allowed for collaboration since bringing employees together is potentially dangerous. This flexibility has allowed the organization to continue to provide services and to re-spond as circumstances surrounding the pandemic shift.

Issue - The City of Wichita moved swiftly to safely provide services to residents. A new framework for operations that ensures social distancing and remote work and meeting options prioritizes public health.

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The financial condition of Wichita’s golf system has been in a slow but continual decline for over a decade. The number of rounds played has steadily fallen, leading to a decrease in course utiliza-tion, which is consistent with national trends. Many strategies have been used during this time in an attempt to maintain financial sustainability. These strategies included increas-ing rates, enhancing customer service, expanding marketing, offer-ing alternative services, purchasing modern carts, and promoting youth golfing. Despite these efforts, the Golf Fund’s condition has continued to deteriorate, jeopardizing the system’s ability to contin-ue to provide public golf. The fundamental problem is that many Golf Fund expenditures are fixed, while the utilization of the golf system has continued to decline. To consider options to reduce capacity, a staff committee was formed to take a data-driven view of options. Both quantitative and qualitative criteria were established, through which the existing golf courses were analyzed. An empirical model was developed that

evaluated the courses in terms of financial health, demand, the level of required capital investment, land restrictions, and redevelopment opportunities. A decision support tool was created by the Finance Department to help predict financial outcomes based on different scenarios. As a result of this staff analysis, the committee report recommended the closure of L.W. Clapp Golf Course, a strategy that was approved by City Council on June 18, 2019. To reduce operating costs and increase revenue, Park and Recrea-tion staff developed a variety of recommendations that are incorpo-rated in the 2020 Adopted Budget, such as rolling winter closures and furloughs and a pass plan. A positive impact was expected, but 2020 financial performance was less sustainable than in 2019. Fur-ther operating adjustments have been made to the Golf Fund in the 2021 Proposed Budget with regard to reduced capacity due to so-cial distancing and course closures in March and April. However, the Golf Fund remains unsustainable.

Issue - For over 100 years, the City of Wichita has provided public golf for local residents. Golf operations are meant to be self-supporting, but continued declines in rounds have led to overcapacity. As a result, the position of the Golf Fund is perilous, requiring continued adjustment of fees. Even with the closure of one course and winter rolling closures and furloughs, the Golf Fund remains unsustainable.

Resident concerns about local police policies and protocols resulted in reforms being submitted to the Mayor, City Council, and Police Department by community organizations. The City of Wichita has published a Response to the Community, which is available online, as an analysis of the Wichita Police Department’s policies, proce-dures, and operations. One reform recommended by community members was to “immediately defund the police department.” For some, that term means to cease all funding and disband a police department or create a new service model. For others, it means a reduction in funding and reallocation of those dollars to other departments and services. A new public safety model will be considered that empha-sizes police response to emergency situations and the improvement of community policing. Staffing to embed police officers in the com-munity to develop trusted relationships and to proactively address the issues that lead to crime is reflected in the 2021-2022 Proposed

Budget, with the addition of 26 commissioned staff. The funding for these positions was included in the 2020-2021 Adopted Budget as a non-departmental item. The funding is budgeted by line item in the 2021 Proposed Budget and the new positions will be authorized. Many of the reforms recommended by community organizations are related to training. The City of Wichita operating budget focused on enhanced training since 2019. Since then, the staffing for the Train-ing Bureau has increased from 14 to 21 in order to further improve recruitment, recruit training, and in-service training for the Wichita Police Department. This training occurs at the Law Enforcement Training Center on the WSU Innovation Campus, which is a joint effort with Sedgwick County and the WSU School of Criminal Jus-tice.

Issue - Recent events across the country have brought to the forefront the need to rigorously review local police

policies and protocols to ensure that the City of Wichita is providing equitable community public safety services. The

2021-2022 Proposed Budget funds enhanced community policing and training efforts.

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The CIP and operating budget are linked in three ways: the com-bined mill levy, the impact of infrastructure capital projects on maintenance costs, and the impact of expanded infrastructure on operating costs.

The City of Wichita continues to fund capital improvements through a wide array of funding sources in order to maintain and enhance public assets. A scoring matrix is used to prioritize projects. The financial and operating impact of potential projects is a key element considered when developing the CIP.

The City of Wichita responded swiftly to the Covid-19 pandemic during the operating budget and CIP process. Both the General Fund and Debt Service Fund levy property taxes. Though the com-bined rate is unchanged from year to year, shifts between funds allow for flexibility. In the past, the Local Sales Tax Fund was principally used for free-way projects. However, capacity is now available for the funding of street projects, such as bridges, arterial improvements, and street maintenance. In the 2019 Adopted Budget, one mill was shifted from the Debt Service Fund to the General Fund in order to imple-ment the Police Staffing Study. For the 2021 Proposed Budget, an additional shift of 0.5 mills from the Debt Service Fund to the General Fund is budgeted for two years. This shift is possible due to the delay of 18 projects valued at $28.2 million. Examples of projects that are delayed include branch library improvements, bikeways, and street expansion projects.

CIP capacity is leveraged to improve infrastructure condition and reduce maintenance costs in the operating budget that stem from system failures and result in downtime. The Facilities Decision Sup-

port Tool, was used for the first time during the CIP process to in-form the programming of facilities maintenance projects. Contract street maintenance is included in the CIP. The overall value of the street network has increased from $444 million in 2014 to $570 million in 2019. Well-maintained streets reduce operating costs for spot fixes. Water line replacements ($61.5 million) and Sewer line replace-ments ($61.5 million) are funded in the CIP. Renewal and replace-ment of the distribution network reduces operating costs related to emergency repairs.

On June 4, 2019, the Wichita City Council approved an update to the Aquatics Master Plan, which includes CIP funding for the reno-vation of six neighborhood pools and the construction of six new splash pads. The renovated pools will use utilities and chemicals more efficiently—thus saving operating funds—and will enhance the overall experience for residents. Funding is included in the 2021-2022 Proposed Budget for operations and maintenance of the new facilities. In addition to these large capital assets, the 2021-2030 Capital Im-provement Program includes funding to help support operating budget initiatives. This includes dollars for street maintenance, park facility improvements, athletic courts, Old Town parking improve-ments, cultural facilities, replacement of heavy equipment and the replacement of all Police stations and three Fire stations.

Issue - The Operating Budget and the Capital Improvement Program (CIP) for the City of Wichita are linked in order to provide services that residents value.

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The Wichita Police Department Animal Control Division is the only agency in Wichita tasked with enforcing animal control ordinances. They respond to a variety of calls for service related to animals that are lost or abandoned, strays, confiscations, evictions, dog bites, dangerous dogs, exotic animals, and rabies quarantines. Ordinance changes similar to other communities, such as Overland Park, would limit the scope of responsibilities so that Wichita Animal Con-trol would not address lost, abandoned or stray cats. Currently, the Wichita Animal Shelter takes in animals from resi-dents, as well as Animal Control Officers. Resident surrenders com-prise 50% of the volume at the Wichita Animal Shelter. This reduces the capacity of Wichita Animal Control Division to enforce ordinanc-es in order to ensure public safety. In order to sharpen the focus on animal control ordinance enforce-ment, intakes at the Wichita Animal Shelter will be limited to animals

brought in by Animal Control Officers in the course of enforcing animal control ordinances. Peer cities such as Topeka do not oper-ate animal shelters. The City of Wichita would have a modified ap-proach where Wichita Animal Control intakes would be held at the current Wichita Animal Shelter. But similar to peer communities, residents would be directed to other shelters for animal intake. This transition could require changes in ordinances in order to focus the efforts of Wichita Animal Control on improving public safety. It is anticipated that outcomes related to Animal Control Field Services would be improved following this transition. As a part of the Zero-Based Budgeting Process, Animal Control Field Services was iden-tified as a untouchable activity in the Police Department. However, Shelter Services was not, since it is not intrinsic to the core function of the City of Wichita and is provided by other organizations.

Issue - In order to focus the Police Department Animal Control Division on field operations, the transition of the shelter

by limiting the intake of animals brought in during the normal course of business by Animal Control Officers is included

in the 2021 Proposed Budget.

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Operations in 16 departments plus the City Council are funded by the 2021 Proposed Budget. Brief reviews of each department are provided in this section. AIRPORT—The 2021 Proposed Budget includes $31,641,222 in expenditures for the Airport Fund. Airport seeks to provide a safe, efficient, customer friendly, and fiscally responsible airport system that serves the airport tenants, airport users, and the public. The new Dwight D. Eisenhower National Airport terminal opened in June 2015. In 2019, there were 876,640 enplaned passengers that utilized the services of Airport, which was a 5.3% increase over 2018. Passenger levels at Eisenhower National have been significantly impacted by the Covid in 2020. Projections of passenger traffic for 2020 show it to be 50% of 2019. In reaction to the pandemic, federal grant money of $11.5 million was awarded to the Airport which will be used to pay operating and debt service expenses. CITY MANAGER’S OFFICE—The 2021 Proposed Budget includes a total of $12,482,196, including $9,282,228 from the General Fund with $7,656,532 to finance operations in the City Manager’s Office; and $4,825,665 to support Arts and Cultural Services. The City Manager’s Office seeks to provide professional leadership and management for the City of Wichita. Through this leadership and management, City Council and community priorities are promoted, community engagement remains at the center of the decision-making and resource allocation process, and cultural amenities are made available to the residents. In July 2019, the Customer Care Center launched AccessWichita which provides residents access to City services and information. FINANCE—The 2021 Proposed Budget for Finance includes a total of $178,828,803, with $6,256,949 from the General Fund. The Finance Department seeks to maintain a sound framework for managing financial resources for the provision of City services. Throughout 2019, Finance staff in multiple divisions were involved with implementation of the new Finance/Payroll/HR ERP. The Finance ERP project went live in January, 2020 and the HR/Payroll ERP project will be completed in 2020. FIRE—The 2021 Proposed Budget for the Fire Department is $52,719,673, with $854,972 from grants and the balance from the General Fund, $51,864,701. The Fire Department seeks to provide Wichita with excellent and proactive fire and life safety services through prevention, education, and protection services. A quick response to fire and medical emergencies minimizes the risk of loss of life and property damage. The City has collaborated with Sedg-wick County to create the Integrated Care Team (ICT) community para-medicine program that will provide an alternative approach to community needs that cannot be met by first responders.

HOUSING AND COMMUNITY SERVICES—The 2021 Proposed Budget for Housing and Community Services is $29,333,778, of which $29,716,514 comes from grants and $382,736 from the Homelessness Fund. The Housing and Community Services Department seeks to impartially stabilize neighborhoods by administering various affordable housing programs and providing well-being services to help residents break cycles of poverty. Housing and Community Services is primarily supported by federal grants, which can fluctuate and increase the difficulty of long-term planning. High priority activities through 2024 will consist of infrastructure, infill housing development and homeownership, home repair, and public services including youth programming, domestic violence shelter services, and neighborhood assistance. HUMAN RESOURCES—The 2021 Proposed Budget for Human Resources is $1,827,366, which is completely from the General Fund. The Human Resources Department supports City departments by ensuring a diverse, inclusive, and well-trained workforce. Human Resources will continue to monitor industry trends to support hiring and training strategies. HR is partnering with Finance to implement the new Finance/Payroll/HR ERP system. INFORMATION TECHNOLOGY—The Information Technology Fund budget will be $14,264,414 in 2021. The Information Technology Department seeks to provide cost-effective and competitive solutions, achieve operational excellence, and deliver strategically aligned technology and innovative solutions. Technology management and improvements support the efforts of every City service. Information Technology staff provide support to operating departments when technology systems are replaced and updated. Current projects in 2020 and 2021 focus on large system upgrade projects: Finance, and Human Resources/Payroll (ERP) and Records Management systems for both Police Department and Municipal Court. LAW—The 2021 Proposed Budget for Law is $3,194,539 with $3,032,440 from the General Fund and $162,009 from grants. The Law Department seeks to represent the City in legal actions, provide legal advice, and manage the City’s diversion and deferred judgment programs. Law Department staff will be evaluating the optimal levels of in-house and third-party counsel to represent the City. Since 2016, there has been an increase in Kansas Open Records Act requests and staff is working to implement an online records management system to streamline the fulfillment process.

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LIBRARY—The 2021 Proposed Budget for Library services totals $9,500,608, of which $9,239,033 comes from the General Fund and $261,575 from the Grant Funds. Precautions related to public health during the COVID-19 pandemic led to branch closures and limited services for several months. During this time, curbside pickup was offered and Library staff focused on serving citizens through digital content. Library staff continues to focus on a variety of new programming initiatives including: 1000 Books Before Kindergarten, an early literacy/school readiness initiative; Candid Conversations: a Discussion of Race in Wichita; and Learning Circles, lightly facilitated online courses offered in a collaborative setting. METROPOLITAN AREA BUILDING & CONSTRUCTION (MABCD)—The 2021 Proposed Budget for MABCD totals $6,197,394, with $1,143,681 from the City’s General Fund, $4,953,713 from the MABCD Fund, and $100,000 from a Community Development Block Grant. MABCD seeks to ensure that all residential and commercial structures and properties are properly and safely planned, built, and maintained within Wichita and Sedgwick County using national best practices, while providing fair and equitable rules for the local building industry. METROPOLITAN AREA PLANNING (MAPD)—The 2021 Proposed Budget for MAPD totals $2,090,715 with $1,613,487 for Planning Services and $477,229 for the Zoning Enforcement Program. MAPD seeks to provide professional planning services to the community regarding land use, community facilities, and infrastructure needs so that the Wichita/Sedgwick County metropolitan area continues to be a quality place to live, work, and play. MUNICIPAL COURT—The 2021 Proposed Budget for Municipal Court is $14,427,045, with $7,733,431 from the General Fund and $3,028,614 from the Special Alcohol and Drug Programs Fund, and $3,665,000 from the Municipal Court Restricted Fund. Municipal Court seeks to impartially uphold the City of Wichita Municipal Code and facilitate the interests of justice in a thorough and fair manner. Municipal Court will implement paperless workflow in 2019 and 2020. This department will take advantage of workflow software available within the organization. Responsibility for the Special Alcohol and Drug Abuse Programs Fund was transferred from the City Manager’s Office to Municipal Court in 2018. Special courts and alternative sentencing options will continue to be evaluated in the context of a holistic systems approach that is managed by Municipal Court.

PARK AND RECREATION—The 2021 Proposed Budget for Park and Recreation totals $21,171,875, with $17,032,567 from the General Fund, $4023,789 from the Golf Fund, and $115,519 from the Cemetery Fund. Park and Recreation seeks to provide high-quality life experiences to the Wichita community through the enhancement of world-class amenities and activities. POLICE—The 2021 Proposed Budget for Police services includes $99,224,175, of which $98,088,648 is funded through the General Fund and $1,224,264 is funded through Grant Funds. The Police Department provides professional and ethical public safety services in partnership with citizens, and identifies, prevents, and solves the problems of crime, social disorder, and neighborhood decay, thereby improving the quality of life in Wichita. Police services help ensure physical safety and protect both public and private property. PUBLIC WORKS & UTILITIES—The 2021 Proposed Budget for Public Works & Utilities includes $270,850,781, with $34,429,145 from the General Fund, $152,777,427 from the Sewer and Water Funds, and $83,644,209 from a combination of grants and other funds. The Public Works & Utilities Department seeks to plan, design, construct, and maintain Wichita’s transportation, drainage, water, and wastewater infrastructure, as well as its public buildings and vehicles, and to protect and preserve the environment. Protecting public infrastructure can help lower long-term maintenance costs and protect the environment. Public Works & Utilities will continue to allocate resources to priority areas in the community, such as street maintenance. TRANSPORTATION—The 2021 Proposed Budget for Transportation includes $5,861,978 in the Transit Fund, $2,739,891 in the Downtown Parking Fund, and $10,593,706 from grants for a total of $19,195,576. Transit is overcoming structural deficits through a variety of operational efficiencies, the procurement of several electric buses that will replace older models in the fleet, and through strategic local partnerships with USD 259 and WSU, netting approximately $400,000 in revenue. Transit ridership has declined during the COVID crisis and the entity has received $14 million in federal CARES funding.

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The process of developing the budget is guided by statutes, policies, standards, as well as organizational priorities. The following are summarized:

City Council Priorities

Kansas Statutes

Operating Budgeting Practices

Capital Improvement Program Process

Other Planning Processes

Accounting Standards

Wichita Financial Policies

Focus Areas - The City of Wichita began a Zero-Based Budgeting process in August 2016. In order to be an exceptionally well-run city, that process resulted in a new organizational mission statement with four organizational focus areas:

Keeping Wichita Safe

Building Dependable Infrastructure

Growing Wichita’s Economy

Living Well

As a part of the Zero-Based Budgeting process, departments updated their mission statements and goals, and visions were developed for each program. Each program consists of one or more activities, and each activity is linked to the organizational focus areas, as well as the departmental goals. Key outcome measures were identified for each department, and performance measures are used for programs.

Kansas Statutes - Statutes of the State of Kansas govern the operating budget process. Three of the most relevant statutes include the Budget Law, the Cash Basis Law and the Debt Limit Law.

Generally, the municipal budgeting process is outlined in the Budget Law—KSA 79-2925, et seq. Specifically, those statutes require that cities:

Prepare annual, itemized budgets.

Present the budget no later than August 1.

Do not budget contingency amounts greater than 10 percent of

budgeted expenditures.

Do not budget fund balances (for applicable funds) of more

than five percent of fund expenditures.

Adopt the annual budget no later than 10 days prior to August

25.

Provide public notice of budget hearings.

Provide the adopted budget to the County Clerk by August 25.

The State’s Cash Basis Law is outlined in KSA 10-1101 et seq. This statute includes the following provisions:

No city can create an indebtedness greater than the funds in

the city’s treasury.

A city can issue “no fund warrants” by a resolution of the governing body declaring an extraordinary emergency.

The Debt Limit Law is contained in KSA 10-308 et seq. These statutes generally limit the total debt of a city to no more than 30 percent of the assessed valuation of the city.

House Bill 2047, also called the Property Tax Transparency Act, was signed into law by the Governor on April 8, 2014. This law limits local governments from approving annual budgets funded by increases in property taxes over the prior year that exceed the rate of inflation, absent a majority vote of the governing body. This statute became effective July 1, 2014 and impacted the 2017 Budget. House Bill 2088 was signed into law by the Governor on May 9, 2016. This law limits local governments from approving annual budgets funded by increases in property taxes due to reappraisal over the prior year that exceed the rate of inflation for the previous five years, net of exemptions, absent a majority vote of the city’s qualified electors. These changes were effective beginning with the 2018 Budget.

To ensure continuity in government services, the City of Wichita employs a two-year rolling budget cycle. The City Council adopts the Budget for the next fiscal year. The Council also reviews the Projected Budget for the ensuing fiscal year to better plan in advance, and a revised budget for the current fiscal year. The City attempts to maintain a balanced budget, with current year revenues equal to or exceeding current year expenditures. Additionally, the City attempts to maintain its present service level for all priority and essential services within existing tax rates, as adjusted for normal growth in the tax base. No new services are added without offsetting expenditure reductions or increases in revenues. In the event that service level reductions are required, the City attempts to avoid layoffs. However, there are cases in which reductions in force are necessary during periods of economic downturn. The City measures outcomes by integrating performance measurement with the budget to compare results to resources, as well as to compare progress toward achieving City Council priorities. Performance measurement, data analytics, process improvement, and citizen engagement are used when reviewing service levels and considering program options.

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The Capital Improvement Program (CIP) guides new construction and improvements to the City’s infrastructure and facilities, ranging from road expansion to repairs on publicly owned buildings to acquisition of new water sources. The Capital Improvement Program Process is governed by Administrative Regulation 2.8, which was most recently revised in July 2016. The CIP requires a fiscally sound operating budget and a solid financial base to allow for debt or cash financing of capital projects. A well-prepared operating budget assists in raising or maintaining the bond rating of the City. A higher bond rating means the City pays a lower interest rate for the bonds sold to finance capital projects. The annual budget process takes into account requirements of funding infrastructure, maintenance, and related operational costs. Since the CIP is primarily funded from property taxes, mill levy changes in the annual operating budget can mean changes in resources available for capital projects. CIP Administrative Committee Membership - The Capital Improvement Program Administrative Committee is composed of an Assistant City Manager; the Director of Planning; the Director of Public Works & Utilities; the Director of Finance; the Director of Park & Recreation; the City Engineer; and the Budget Officer. In addition, other department directors or staff persons are included in Committee meetings as appropriate. The Budget Office coordinates publication of the Adopted and Adopted Capital Improvement Program documents. The Planning Department provides technical staff assistance in reviewing CIP materials, as well as assessing the consistency of those materials with the Community Investments Plan. The CIP Administrative Committee reviews all departmental capital project requests. The committee evaluates the financial capacity of various CIP funding sources and the financial assumptions included in financial projections and considers the relationship of adopted capital projects to the Community Investments Plan, community feedback, and other relevant City master plans. A ten-year spending plan for capital improvement projects and a plan of finance for the various funds used to finance those expenditures is then developed. Community engagement for the Proposed CIP includes outreach to the Design Council, the Bicycle and Pedestrian Advisory Board, the Board of Park Commissioners, the Wichita Downtown Development Corporation, the District Advisory Boards, and other interested parties. Following the community engagement process, the committee provides a draft CIP to the City Manager for review. Following the

City Manager’s presentation of the CIP to the City Council, the CIP is presented to the Metropolitan Area Planning Commission (MAPC) and to the Advance Plans Subcommittee of the MAPC. The 2021-2030 Capital Improvement Program was presented to the City Council concurrent with the Operating Budget on July 21, 2020.

Overall CIP Guidelines - The Capital Improvement Program is based on the following general guidelines:

The ratio of GO at-large debt service to property tax revenue in the Debt Service Fund annually will not exceed the

benchmark level - currently set at 66.7%.

The CIP will be revised annually, and will be developed for a

ten-year planning period.

The CIP will be developed based on the most recently approved Debt Service Fund mill levy rate and the projected utility rates included in the most current Water and Sewer

Utilities Cost of Service Analysis.

Projects in the prior CIP will form the starting basis for

consideration of projects to be included in the next CIP.

The CIP will be developed based on overall guidelines

included in the Community Investments Plan.

Any operating cost impact of projects included in the CIP will

be clearly delineated.

Projected debt used to finance the CIP will generally be based on: ten-year GO debt for building, road construction, park, and bridge projects; ten-year to fifteen-year GO debt for Stormwater Utility-funded projects; ten-year to fifteen-year double-barreled bonds for local sales tax financed road, bridge, and highway projects; and up to twenty-year revenue bonds for Sewer and Water Utility projects and Airport

projects.

CIP project prioritization includes a number of factors, including: spending priorities and guidelines included in the Community Investments Plan; leveraging opportunities to maximize the impact of local funding; partnership opportunities to coordinate expenditures in support of community partners; overall City organizational goals as approved by the City Council; engineering considerations;

and the impact of CIP projects on the operating budget.

Budgeting for Ongoing Operating Costs of CIP Projects As a general practice, the ten-year CIP is developed and revised in a process that parallels development of the City’s two-year budget. Departments provide estimated ongoing costs associated with CIP projects so all costs can be considered in the evaluation process. When a project is completed, the operating costs are included in

the department’s operating budget.

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In addition to the Budget Development Process and Capital Improvement Process, other planning processes have been completed by the City of Wichita. The process for each plan varies, depending on the focus and context of the plan. For externally focused plans, citizen engagement, which often includes a citizen steering committee, is a key component. For operational plans, facilitation with internal and external stakeholders is conducted. These plans complement and enhance the budget process. Due to the relatively short timeframe of the annual budget process, and the focus on financial decision-making, completed strategic and operational plans provide another basis for decision-making. Many times, departments submit Program Options or requests for capital projects in order to implement plans. The following plans guide budget decisions for the operating and capital budgets. The Community Investments Plan is the current revision to the Comprehensive Plan. The process began in 2012, and was approved by the Wichita City Council on December 8, 2015, and the Sedgwick County Commission on January 20, 2016. A comprehensive plan covers all aspects of community development, such as population growth, environmental constraints, emergency services, transportation, land use, parkland, wastewater and water treatment, and community appearance. Existing conditions and trends, projected future growth demands, and capital capacity assessments are completed to develop a preferred land use guide for a designated period of time. This plan influences department operating budgets. Neighborhood and area plans are developed by community stakeholders with the assistance of the Wichita/Sedgwick County Metropolitan Area Planning Department. Through these plans, residents are able to define issues affecting their community and ways to address those concerns and improve their neighborhoods. These plans can be viewed as supplements to the Community Investments Plan. As such, these plans can have real and substantial impacts on the CIP and the operating budget. Neighborhood Plans have been adopted for the Central Northeast Area, Delano, Douglas Design District, Hilltop, Midtown, Downtown, and the South Central Neighborhood. The Places for People Plan, which addresses urban infill in the Established Core Area, was approved by the City Council on June 4, 2019. Long-term operations plans are completed by departments, sometimes in conjunction with their respective boards. The Police Department’s Organizational Assessment is an example of such a plan. These plans provide a longer perspective than the Program Operating Plans that are completed as a part of the annual budgeting process. These plans include projections of costs to fulfill long-term goals and objectives of departments and services, and often these plans form the basis for operating budget discussion.

The Information Technology Plan forecasts future technology that aligns with departmental strategic goals. The plan relates to finance in regards to project development and associated operating budgets. The financial impacts of the projects are identified and incorporated into the annual operating budgets. The Wichita Bicycle Master Plan was endorsed by the City Council on February 5, 2013. The planning process lasted more than two years, and more than 4,000 people were engaged. The plan guides development of bicycle facilities, such as on-street bike lanes and off-street paths. The Bicycle-Pedestrian Advisory Board was added as a recommendation of the plan.

The Wichita Pedestrian Master Plan was endorsed by the City Council on November 4, 2014. The plan identifies the community needs, vision, and future goals related to walking in Wichita. It also recommends prioritized implementation actions and design guidance to help realize the vision. The Park, Recreation, and Open Space (PROS) Plan was adopted on January 5, 2009 and an update was endorsed on July 12, 2016. The PROS Plan used inventoried system resources, citizen feedback, and best practices to recommend levels of service for regional, community, and neighborhood parks. The Recreation Strategic Plan, adopted by the City Council in 2010, includes an analysis of recreation center usage trends and facilities. The Aquatics Master Plan was approved on February 21, 2017. Project Downtown—The Master Plan for Wichita was adopted by the City Council on December 14, 2010. The plan inventoried current conditions and identified catalyst sites for redevelopment. The Self-Supporting Municipal Improvement District, Metropolitan Area Planning Department, PW&U Engineering Division, and Wichita Transit have been engaged in activities to support Project Downtown. The Wichita Public Library System Master Plan was adopted on February 21, 2007. That plan identifies current usage trends, as well as future needs associated with the Wichita Public Library. Following the opening of the Advanced Learning Library in 2018, the focus shifted to branches with Focused on Community: A Master Plan for the City of Wichita’s Branch Library System, which was endorsed by the City Council on June 11, 2019. The Water Conservation Plan for utility customers was adopted on June 4, 2013, and includes $1 million in rebates for installing water-saving appliances and devices. The Internal Water Conservation Plan was adopted by the City Council on June 11, 2013. The internal plan outlines water-saving measures, such as reducing irrigation on City-owned grass covered land, reducing water usage of decorative and interactive fountains, and deploying staff more aggressively to stop slow water leaks. The plan also suggests capital improvements to reduce water usage.

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http://www.wichita.gov/Planning/Pages/Comprehensive.aspx

http://www.wichita.gov/Planning/Pages/CentralNEArea.aspx

http://www.wichita.gov/Planning/Pages/CentralNEArea.aspx

http://www.wichita.gov/Planning/Pages/Delano.aspx

http://www.wichita.gov/Planning/Pages/DouglasDesignDistrict.aspx

http://www.wichita.gov/Planning/NR%20Documents/Hilltop%20Neighborhood%20Plan.pdf

http://www.wichita.gov/Planning/Pages/Midtown.aspx

http://www.wichita.gov/Planning/Pages/Downtown.aspx

http://www.wichita.gov/Planning/Pages/SouthCentral.aspx

https://www.wichita.gov/Planning/Pages/WichitaPfP.aspx

http://www.wichita.gov/WPD/Pages/Documents.aspx

http://www.wichita.gov/WPD/Pages/Documents.aspx

http://www.wichita.gov/Planning/Pages/BicycleMasterPlan.aspx

http://www.wichita.gov/Planning/Pages/Pedestrian.aspx

http://www.wichita.gov/ParkandRec/Documents/Wichita_PROS_2016_Update_080116_Complete.pdf

http://www.wichita.gov/ParkandRec/Aquatics/Documents/2017%20Aquatics%20Master%20Plan.pdf

http://www.wichita.gov/Planning/Pages/Downtown.aspx

http://www.wichita.lib.ks.us/Library/Pages/MasterPlan.aspx

http://www.wichitalibrary.org/About/Pages/reports.aspx

http://www.wichitalibrary.org/About/Pages/reports.aspx

http://www.wichita.gov/PWU/Pages/SaveWichitaWater.aspx


The City of Wichita has financial policies that ensure proper adherence to budget appropriations, internal controls, and stewardship of financial resources. These policies are included in the City of Wichita Municipal Code, City Council Policies, and Administrative Regulations.

Mid-year Budget Changes: If adjustments to the budget are necessary, there are two methods:

Budget Adjustments: The process for budget adjustments is set by Administrative Regulation 2.5 (Budget Adjustments & Interfund Transfers). During the year, budget adjustments in amounts less than $25,000 are made within funds administratively, based on City policy. Budget adjustments greater than $25,000, or adjustments that change the intent of program expenditures, are brought to the City Council for action.

Budget Amendments: Under Kansas law, the City Council may amend an adopted budget during an operating year, if unforeseen circumstances create a need to increase the expenditure authority of a fund or budget. The process, known as recertification, requires a published, ten-day official notice and a public hearing to be held before the City Council.

The City of Wichita uses the budgetary basis of accounting when preparing budgets, which is different than generally accepted accounting principles (GAAP basis), which are used to develop the Comprehensive Annual Financial Report (CAFR). For budgeting, and the CAFR, revenues are recognized when those become measurable and available to finance expenditures for the current period, except for special assessments of the debt service fund that are recognized on a cash basis. The major difference between GAAP basis and budgetary basis is the reporting of encumbrances (purchase orders, contracts, and other commitments) as expenditures for budgetary purposes. When developing the budget, all encumbrances are treated as expenditures in order to adequately fund outstanding commitments.

The City maintains a financial control system to ensure adherence to the budget and an awareness of the financial environment. The City emphasizes efforts to control the budget at departmental and character levels. In addition to the CAFR, unaudited quarterly reports are prepared by the Controller’s Office and are presented to the City Council following the close of each quarter.

Administrative Regulation 2.3 sets the policy for the Audit of City Programs. All programs are audited annually in conformance with State and Federal regulations, as well as Generally Accepted Accounting Principles (GAAP) as outlined by the Governmental Accounting Standards Board (GASB). An independent CPA firm is selected to perform the audit, and conferences with the Controller and affected departments are held regarding information and audit findings. Departments are responsible for implementation of audit firm recommendations. The Comprehensive Annual Financial Report (CAFR) is published by June 30 of each year.

The procedures for grant management are specified in Administrative Regulation 2.4. Application for, and programming of, grant funds must be coordinated with the City’s annual operating and capital budgets, as well as strategic plans and goals of the City. The Budget Office reviews all grant applications and adjustments in order to determine the operating impact of each grant application, which is particularly important for grants with a matching requirement.

The General Fund Minimum Reserve Balance Policy is set by Administrative Regulation 2.11, which was approved in August 2015. The minimum balance for the General Fund is 10% of expenditures. This policy is affirmed each year by the City Council when the operating budget is adopted. Reserve levels for other funds are described in the Budget Implementation section on page 41. Generally, the target cash balance for other funds is 10% of expenditures. However, the City maintains a Debt Service Fund reserve equivalent to approximately 5% of annual revenues of the Debt Service Fund. Any amount in excess of this reserve will be used to provide pay-as-you-go financing of projects. Funds with higher reserve balances include the Landfill Post-Closure Fund, due to post-closure liabilities, which is specified in City Council Ordinance 50-139. The Water Fund and Sewer Fund have minimum debt service coverage ratios of 120% due to bond covenants. The Special Alcohol, Building and Construction, and Golf Funds have higher balance requirements due to revenue volatility to support cash flows. The City maintains a contingency expenditure account in the General Fund, as well as in other funds, to provide for unanticipated expenditures of a non-recurring nature.

REVENUES EXPENDITURES

Recognized when funds become measurable and

available to pay for expenses

Recognized when an

encumbrance is issued

BU

DG

ET

AR

Y B

AS

IS

Recognized when funds become measurable and

available to pay for expenses

Recognized when the liability is incurred, measurable, and expected to be paid

GA

AP

B

AS

IS

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The City considers market rates and charges levied by other public and private organizations for similar services in establishing tax rates, fees, and charges. The City directs efforts to maintain a diversified and stable revenue system to mitigate fluctuations in any one revenue source. The City follows an aggressive revenue collection policy. Where possible, the City establishes user charges and fees at a level related to the full cost (operating, direct, indirect, and capital) of providing the service. The City reviews fees/charges regularly, and designs and modifies revenue systems to include provisions that automatically allow charges to grow at a rate that keeps pace with the cost of providing services. Cash Management practices are outlined in Administrative Regulation 2.7. The process for collection, reconciliation, deposit, and internal controls are specified so that revenues are safeguarded and the risk of misappropriation is limited.

The Pooled Funds Investment Policy is annually approved by the City Council and is then submitted to the State of Kansas Pooled Money Investment Board (PMIB) for approval. It was most recently approved in November 2019. The regulation specifies the objectives for the City’s investment portfolio, which are: safety of principal, minimization of credit risk, minimization of interest rate risk, liquidity, and return on investments. The policy includes available investment options, diversification parameters, collateralization requirements, the process for selecting investment instruments, and standards for brokers and dealers. The policy also references staff qualifications, internal controls, the composition of the pooled funds investment committee, and distribution of investment earnings.

The procedure for issuance of debt is outlined in City Council Policy 29. All bonds, with the exception of refundings or advance refundings, are required to be sold by competitively. The City confines long-term borrowing to capital improvements. In anticipation of bonding, the City uses short-term debt in the form of temporary notes. The City follows a policy of full disclosure on every financial report and bond prospectus. The process for ongoing disclosure is contained in Chapter 2.05 of the City of Wichita Municipal Code. Revenue bonds are issued when practical for City enterprises to reduce the amount of the City’s general obligation debt; this occurs in the case of debt issued by the Water Utility and Sewer Utility. The City uses general obligation (GO) debt to fund general purpose public improvements that cannot be financed from current revenues; this occurs in the case of debt associated with Airport, Golf,

Stormwater, and Transit projects. The City uses special assessment general obligation debt to fund special benefit district improvements consistent with existing policies. The City maintains an aggressive schedule for retirement of existing debt: 10 years for most city-at-large debt and 15 years for special assessment debt. The Capital Improvement Program AR 2.8 specifies that ten-year GO debt be used for building, road construction, park, and bridge projects; ten-year to fifteen-year GO debt is used for Stormwater Utility-funded projects; ten-year to fifteen-year double-barreled bonds are used for local sales tax financed road, bridge, and highway projects; and up to twenty-year revenue bonds are used for Sewer and Water Utility projects and Airport projects.

The Purchasing policy for the City of Wichita is contained in Chapter 2.64 of the City of Wichita Municipal Code. The threshold for public bidding is $50,000, but the Purchasing Manager has authority to negotiate purchases in specific situations such as emergency purchases, cases of public exigency, and intergovernmental cooperative contracts and agreements. The process for Contracting for Professional Services is outlined in Administrative Regulation 1.2. The City Manager has authority to approve and sign contracts for purchases less than $50,000; purchases greater than $50,000 must be approved and signed by the City Council. For each procurement over $50,000 that is selected by a using the Request for Proposals, there is a screening and selection committee comprised of staff from various departments; each committee member scores and ranks proposals based on pre-defined criteria. Screening materials for projects with fees greater than $150,000 are reviewed by the Internal Auditor for conformance with the selection criteria and adherence to AR 1.2 before the contract is fully authorized.

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The City of Wichita budget development process follows Kansas Statutes, as well as generally accepted accounting principals and City of Wichita financial policies. In addition to this regulatory framework, the budget process includes financial forecasting, citizen engagement, and organizational planning to complete an operating plan that reflects resident priorities in a manner that is financially sustainable. Zero-Based Budgeting - Immediately following the adoption of the 2017-2018 Budget, a Zero-Based Budgeting process was initiated in August 2016. Every service provided by the organization was identified and grouped. Organizational focus areas were based on those groupings, which resulted in a new organizational mission statement. In November 2016, departments began developing Departmental Overviews and Program Operating Plans, which included new or updated mission statements, goals, program vision statements, and performance measures. Extensive research was conducted regarding the centralization of activities that are core to a small number of departments, but performed by multiple departments, such as records retention, graffiti removal, and tree removal. The budget is developed based on current levels of service and anticipated economic conditions. One of the early steps in the budget development process is the projection of revenues by City staff, assuming all current policies and practices are continued. Revenue forecasts are based on prior year experience, as well as economic conditions and changes in state statute and local ordinances. These forecasts provide a starting place for discussions about resource allocation. Since future revenues cannot be known with certainty, the framework for the whole budget development process, in effect, is built upon assumptions about the City’s economic and financial future. Trends in the performance of each revenue source are studied, and economic conditions and events that could alter the projections are considered. Many factors affect revenues, including weather conditions (especially important for electric, gas and water utility franchise taxes), motor vehicle and gas taxes, and local economic conditions, which may influence the sales tax revenue stream as well as other revenue sources. More details regarding revenue forecasts can be found in the Financial Plan section. Forecasting revenues is one of the most difficult tasks the City encounters when preparing a budget. If assumptions are too optimistic, policy makers may adopt programs that will not be supported by actual revenues in the coming year. If assumptions are too pessimistic, the budget process becomes constrained by the need to reduce programs and expenditures, or to find new revenue sources, including tax increases. Detailed wage and benefit projections are the result of current employee demographics, position vacancies and existing bargaining unit agreements. Setting internal service rates also occurs during

budget development. IT rates are updated based on service levels, IT staffing, and ongoing support agreements. Workers’ compensation insurance rates vary by department; these are updated based on experience. Building and contents insurance rates include the updated value of the portfolio and loss experience. Vehicle liability insurance rates are reviewed to ensure that revenue is adequate to cover that activities’ exposure. Fleet rental rates are based on anticipated vehicle maintenance and replacement costs. Other factors that impact the expenditure budget are existing contracts for services that are provided by the private sector, rather than in-house employees, such as turf mowing, custodial contracts, and legal defense services. Additionally, forecasted rates for commodities, such as natural gas and fuel, are included. Resource Allocation - After the City Manager reviews budgets, performance measures, and Department Overviews and Program Operating Plans with departmental leadership and the Budget Office staff, the long-term financial planning process is integrated into the annual budget process. Particular attention is paid to funds facing structural or cyclical financial challenges. In 2017, new performance measures were developed as part of the Zero-Based Budgeting process. The information was incorporated into the resource allocation process, which depends on data-driven decisions about how to invest the City’s revenue. Resident Engagement - The budget process is centered around the concept of resident engagement. A community survey is conducted biennially, and that data is used as general feedback about local government services. Staff present budget updates and proposals at each of the six District Advisory Board meetings. Online engagement is a key part of outreach about the budget. In June 2020 the City of Wichita launched an online budget simulator that provided residents the opportunity to balance the budget. A total of 3,678 simulated budgets were completed. As a follow-up, the Social Media Town Hall was held on June 23 that provided an opportunity to provide feedback on six topics that were presented to the City Council at a retreat. There were 9,768 votes on the six topics on Facebook, Nextdoor, and Twitter. Material related to the budget development process is posted to the City’s website. All City Council meetings and workshops are televised on City Channel7, and are also provided in streaming video on the internet. Budget Adoption - On July 21, 2020, the Proposed Budget was presented to the City Council, beginning the formal budget adoption process. In compliance with State statute, the governing body set the maximum amount of taxes to be levied on July 21. This first deadline is set a minimum of ten days prior to the date of budget adoption. Another public hearing will be on August 4, and the final public hearing will be on August 11, which is at least ten days prior to August 25. The City Council’s formal adoption of the budget generally occurs on the second Tuesday in August, which falls on August 11 in 2020.

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Staff is responsible for implementing the budget as adopted by the City Council. The actions taken by staff to implement the budget are outlined in this section.

Expenditures are legally limited, based on state statute, for funds that are certified to the State of Kansas. Non-certified funds are limited to the expenditure levels included in the 2020 Adopted Budget. However, for internal purposes, budget control levels are set at a more restrictive level, to provide enhanced controls against potential over expenditures. These control levels include both departmental controls and controls by type of expenditure. Departmental Control Levels - Staff will limit expenditures to the amounts approved by the City Council in the budget for each department. Character Control Levels - Within each department, staff have established control levels at five levels that exceed requirements set by State Statues and City Council actions. These categories include: Salaries and Benefits, Contractuals, Commodities, Capital Outlay, and Other. In two areas, Salaries and Benefits, and utility bills (Contractuals), staff will continue to process vouchers that exceed control levels, to ensure timely payments to vendors and employees, and to avoid disruptions to City services. To ensure the implementation of Council priorities, several specific budget adjustments will be made by staff, to include the following: Technical Adjustments - Budget adjustments will be made by staff when specifically budgeted items are reclassified for accounting purposes to a different character. This typically occurs when budgeted commodity purchases are re-classified retroactively to capital outlay, based on accounting policies. Aquatics Master Plan Implementation - Replacements of existing swimming pools and construction of splash pads began 2020 and is expected to be completed in 2022. Forecasted changes to operating expenditures and revenue have been included in the budget, but timing may be different than anticipated. Staff will process budget adjustments within the Park and Recreation Department budget for operating and maintenance costs. Art Museum Funding - The Art Museum budget is based on an operating agreement approved by the City Council. Consistent with the approved operating agreement, staff will process budget adjustments as necessary. Century II Contract - A contract for operation of Century II is expected to be complete by January 1, 2021. Should the transition be delayed, the 2020 Revised Budget list of authorized positions will remain in place until the contract becomes effective. Additional funding from the Transient Guest Tax Fund may be transferred to the General Fund if additional costs are incurred during the transition period.

Claims for Damages - Claims for damages are processed through the Self Insurance Fund. A contingency of $1,000,000 is budgeted based on adverse tort and general liability claims experience. Staff will make necessary adjustments from this contingency to fund City Council approved claims, to the extent those claims exceed budgeted amounts. Amounts are budgeted in the Self Insurance Fund for damage claims made by departments, which typically include damage to buildings and equipment. Although funds are budgeted for these claims, the type and appropriate character level are unknown. Staff will make budget adjustments to ensure timely replacements, repairs, and payment of claims and agreements. Contracted Staffing - Departments will periodically utilize contracted staffing in lieu of hiring full time positions. This results in expenses shifting between contractuals and salaries and wages. Budget adjustments will be processed in the case of such shifts. Employee Compensation - When the budget was prepared, the exact amount necessary for employee compensation was not finalized. An amount is budgeted at the General Fund level for these payments. Staff will process budget adjustments to the appropriate General Fund cost center at year-end, if necessary. Curb Cuts Program - The City experiences a high level of volatility in the number of annual curb cuts. Expenditures are offset by additional revenue, with no net impact on the General Fund. In the event of a higher number of curb cuts, staff will reallocate General Fund dollars to accommodate higher expenditures and revenue. Engineering Overhead - Occasionally, small amounts of engineering overhead charges are assessed to departmental budgets. Usually, these amounts are less than $5,000 and are due to small internally managed building projects. Since funds are not budgeted for Engineering Overhead within departmental budgets, staff will process budget adjustments necessary to cover any small engineering overhead charges. Fuel Costs - Fuel is charged to individual departments, and the actual costs are not known in advance. If necessary, budget adjustments from within department budgets will be processed by staff to reconcile department fuel budgets with the costs incurred. Illegal Dumping Clean-ups - Due to social distancing concerns, fewer Neighborhood Clean-ups are being scheduled. If necessary, budget adjustments from within the Landfill Fund will be processed by staff in order to respond to an increased volume of illegal dumping clean-ups. Non-departmental Accounts - Amounts are appropriated by purpose, rather than by character. Budget adjustments will be made by staff to ensure that City Council approved purposes are appropriately implemented.

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Payroll Accrual - At year-end closing, an accrual adjustment is made to salary and benefit amounts based on the appropriate number of days of wages subject to accrual. This is necessary based on the modified accrual basis of accounting used by the City. The exact amount for each department’s adjustment is not known until year-end. Staff will process budget adjustments to the appropriate General Fund cost center at year-end. Pension Expense Reporting - In accordance with GASB 68, pension expenses are recorded in proprietary funds. Amounts are unknown until actuarial reports are finalized. Funding may be moved between line items in an amount equal to or less than underspending in other character levels. Nuisance Abatements - Funding for abatement of nuisances, including tall grass and weeds, is budgeted in the Metropolitan Area Building and Construction Department. The level of required abatements fluctuates based on weather conditions; therefore funding for an average amount of abatements is budgeted. Should additional abatements be required, funding will be moved from underspending in other General Fund line items. Restricted Municipal Court Fund - The Restricted Municipal Court Fund was established in the 2019 Revised Budget to account for court fees and bond forfeitures that are either restricted for use by the Municipal Court Administrative Judge or committed by the City Council. In the cases where expenditures are in different classifications than the budget, staff will process budget adjustments necessary to cover expenditures in an amount equal to or less than underspending in other character levels. Snow & Ice Removal - A contingency of $750,000 for Snow & Ice Removal is budgeted in the General Fund to support increased expenditures in the event of an above average number of snow and ice events and/or more severe snow and ice events. The contingency expenditure authority will be transferred to the Snow & Ice Removal budget as necessary to ensure timely responses and adequate supplies of materials. In addition, particularly for snow events later in the season, staff will shift budget authority within under-expended line items within the Public Works & Utilities budget to cover snow and ice response costs. Transit Grant Match - The Transportation Department operating budget represents forecasted activity. However, opportunities often arise for grants to cover additional operating expenses, such as wages and fuel. In those cases, staff will process budget adjustments necessary to cover grant matches in a amount equal to or less than underspending in other character levels.

Water and Sewer Operating Capital Replacement - The Water Utility and Sewer Utility fund operating capital replacements for items such as water and sewer lines and water meters from the operating budget. These items are re-classified as capital outlay expenditures for capitalization purposes. Technical budget adjustments will be made by staff when these re-classifications occur.

The City operates two internal service funds that provide service based on relatively constant and predictable level of inputs: the Information Technology Fund and the Fleet Fund. Transfers from the General Fund to these departments may be capped at the level budgeted in the General Fund for these purposes. Transfers to the Fleet Fund for vehicle replacement may be reduced, suspended, or deferred to year-end, pending the financial condition of the General Fund.

The 2021 Budget includes itemized lists of the positions and classifications that are funded. These position counts will be established as the authorized position counts for each department upon adoption of the budget. The authorized positions are only adjusted based on the following:

Occasionally, the City Council will take action subsequent to the adoption of the budget to change the position count. These actions will change the authorized position count included in the 2021 Budget;

To ensure positions are appropriately classified based on the duties included in the position description, the Human Resources Department occasionally studies and recommends reclassifications of positions. Once these are approved by the City Manager, the authorized position count is adjusted, and reflected in the subsequent year’s budget;

The City Manager may approve overfills (a temporary increase in the number or range of positions authorized) or advance fills (filling a currently filled position early, based on the expected termination of the incumbent);

Based on a staffing plan presented to the City Council in January 2005, the Fire Department may hire up to 12 overfill positions for fire recruit classes. In the 2020 Adopted Budget, the recruit positions were changed from being overfills to itemized positions.

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Staff will prepare budgets and attempt to control expenditures to remain within reserve level policies. These reserve levels are necessarily different for various funds. A fund’s unencumbered cash balance is the sum of its cash and investments, less current commitments. When determining an appropriate cash balance, the cash balance on the last day of each calendar year is compared against the subsequent year’s budgeted annual expenditures and transfers out. Below are general cash balance guidelines for each type of fund. Specific guidelines for individual funds are included if dictated by specific circumstances. Any balance amount in excess of the state limit of 5% will be reflected and budgeted as reserve amounts for specific purposes, in accordance with state guidelines. TAXING FUNDS: The City maintains two governmental, or taxing, funds. To ensure stable tax policy and avoid service disruptions, adequate balances must be maintained. General Fund: The General Fund is the primary operating fund that accounts for City services not otherwise specified in a separate fund. The targeted minimum fund balance is no less than 10%. Debt Service Fund: To ensure adequate funds for existing debt service payments, the targeted minimum fund balance is 5% of expenditures. SPECIAL REVENUE FUNDS: These accounts are for proceeds of designated revenue sources used to finance specified activities as required by law or administrative regulation. The target cash balance for these funds is less than 10% of expenditures, except as noted below for specific funds: Special Alcohol Programs Fund: Due to the quarterly distribution of revenue from the State of Kansas, the targeted fund balance is 25% of annual expenditures. Special Parks and Recreation Fund: This fund serves as a pass-through for dedicated State funds. There is no minimum fund balance required at year end. Landfill Fund: To accumulate an adequate reserve for potential future environmental remediation liability upon landfill closure, the fund balance should be maximized, subject to available revenues and budgeted expenditures. Landfill Post-Closure Fund: Based on Ordinance 50-139, the minimum ending balance of the fund is at least 85% of the estimated post-closure liability.

Metropolitan Area Building and Construction Fund: The balance target for the fund is $1,250,000 based on anticipated quarterly reimbursements from Sedgwick County. SSMID: This fund serves as a pass through for funds collected on behalf of and remitted to the Self-Supporting Municipal Improvement District. There is no minimum fund balance required at year-end. TIF Funds: These funds finance debt service for TIF areas, as well as other improvements as allowed by State law. Since many improvements are funded from the TIFs, the accumulation of fund balances in excess of 10% is acceptable. ENTERPRISE FUNDS: Accounts for activities for which a fee is charged to external users for goods and services. The targeted reserve is no less than 10% of annual expenditures. Golf: This fund provides for the operating and debt service costs of the City’s four golf courses. With seasonal cash flows and a revenue source dependent on weather, a reserve balance of 15% of annual expenditures is targeted. To the extent that the projected year-end cash balance is less than 10% of expenditures, debt service transfers may be deferred to maintain adequate operating reserves. Water: To comply with bond covenants, available net revenues for revenue bond debt services should be not less than 120% of debt service requirements for the combined Water Utilities. Sewer: To comply with bond covenants, available net revenues for revenue bond debt services should be not less than 120% of debt service requirements for the combined Water Utilities. INTERNAL SERVICE FUNDS: Accounts for the financing and administration of general services provided to various departments of the City with no minimum reserve. Internal Service Funds have a stable, timely, and predictable revenue stream. Self Insurance: Sufficient balances are targeted to provide a 90% confidence level that all General Liability and Workers Compensation claims can be funded.

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SHRINKAGE RATES—GENERAL FUND DEPARTMENTS

DEPARTMENT AMOUNT PERCENT OF EXPENDITURES

2021 2022 2021 2022

Law $0 ($72,500) 0.0% 2.5%

Library ($401,269) ($149,688) 4.5% 1.6%

MABCD ($70,000) ($70,000) 6.5% 6.8%

Municipal Court ($132,137) ($186,098) 1.7% 2.4%

Park & Recreation ($853,255) ($853,255) 5.3% 5.2%

Police ($3,602,164) ($3,630,465) 3.8% 3.7%

Public Works & Utilities ($1,113,049) ($1,113,049) 3.3% 3.3%

Other ($4,799,811) ($4,773,261) 1.9% 1.9%

TOTAL GENERAL FUND SHRINKAGE ($10,971,685) ($10,848,316) 4.6% 4.4%

Excess Fund Balance – Non Internal Service Funds: In the event the unreserved fund balance exceeds the minimum balance requirements in the General Fund, Special Revenue Funds, Debt Service Fund, and Enterprise Funds at the end of each fiscal year, the excess may be used in one or a combination of the following ways:

Debt reduction;

One-time expenditures that do not increase recurring operating costs. Emphasis will be placed on one-time uses that reduce

future operating costs;

Maintain or increase reserve levels.

Excess Reserves – Internal Service Funds: In the event the reserve exceeds the minimum balance requirements in an Internal Service Fund at the end of each fiscal year, the excess may be used in one or a combination of the following ways:

Reduce the charges for services levied against other funds;

Return the excess balance to the fund it was originally derived

from;

Increase transfers to equipment replacement funds.

The City budget is based initially on providing complete funding for budgeted activities and positions. However, in reality all positions will not be filled the entire year. Programs or initiatives may or may not be implemented as scheduled in the budget. Employee demo-graphics and benefit characteristics may change, compared to what is budgeted. All of these circumstances will lead to a department under-expending the budgeted amounts. Shrinkage varies from year to year and department to department. The total amount of annual General Fund shrinkage is shown in the following table. To anticipate this under-expenditure, a “shrinkage” adjustment is applied to several General Fund departments in the 2021 Proposed Budget. This adjustment is based on historical experience with under-expenditures by each department. Generally, shrinkage adjustments are higher on larger departments, since those departments tend to have greater flexibility in managing position vacancies. In addition, shrinkage adjustments are included where appropriate for non-General Fund departments. Shrinkage adjustments are set at the departmental level to encourage each department to manage their budgets within the confines of available resources. This encourages departments to best determine when to fill positions and what expenditures to curtail in order to best meet departmental objectives.

42


2021-2022 Budget Development Calendar

The ongoing budget process from initial planning to the first day of an adopted budget is approximately 23-26 months. For example, the City started planning for 2021 in late 2019. The key dates for the 2021-2022 Budget are shown below. Dates with asterisks are broadcast on City Channel 7 and streamed on the internet.

January 2 Budget staff began development of base budgets

February 15 Performance measures data was submitted to the Budget Office

March-April Budget staff collaborated with Departmental staff to review Program Operating Plans, and Program

Options are submitted by Departments

April Departmental budget hearings held with City Manager

June 1, 3, and 8 Staff presented budget to District Advisory Boards

June 12 Online Budget Simulator was launched

June 23 Social Media Town Hall was held

June 30 Online Budget Simulator was closed

July 21 * City Manager formally presents budget document to City Council. City Council holds first public

hearing and authorized publication (sets maximum taxes levied)

August 4 * Public hearing at City Council meeting

August 11* Final public hearing is held and adoption of the 2021-2022 operating budget at the City Council

meeting occurs

August 25 Certification forms for the 2021 budget are filed with the Sedgwick County Clerk

November Final assessed valuation is recorded and mill levies are calculated by the Sedgwick County Clerk

January 1, 2021 Fiscal Year 2021 begins

* Shown live on City Channel 7 or via streaming video on www.wichita.gov

43

2021-2022 Proposed Budget Wichita, Kansas 44


Wichita, the largest city in Kansas, population 389,255 is the county seat of Sedgwick County. Major highways, including the Kansas Turnpike and Interstate I-135, link the city with a large trade area encompassing a population of more than 1.1 million people within a 100-mile radius. The nearest large cities are Denver to the west, Kansas City to the northeast, Oklahoma City to the south and Tulsa

to the southeast.

Wichita's population growth remained steady for the past three decades. The majority of recent growth occurred along the far west/northwest and east/northeast peripheries of the city, and into the unincorporated portions of the county.

As of May 2020, the city's total land area was approximately 165.58 square miles.3 The majority of annexation over the past couple of years has been in response to a need for improved utility service in the annexed areas, especially water service.

The metropolitan statistical area (MSA) includes Butler, Harvey, Kingman, Sedgwick and Sumner counties. The MSA has a popula-tion of 647,370. Sedgwick County represents 79.7 percent of the area's population, with an estimated 516,042 residents in 2019.

The city's population density decreased by nearly 50 percent in the past few decades. Today, there are approximately 2,348 persons per square mile in Wichita compared to 4,625 per square mile in 1960, when growth within the city limits peaked. The trend of

perimeter growth and the associated increase in demand for local

government services is expected to continue for Wichita.

The racial and ethnic composition of Wichita's population is compa-rable to the national average. The fastest growing group, both in

Wichita and nationally, is people of Hispanic origin.

POPULATION TRENDS, 1950-2010

YEAR WICHITA (IN 1,000'S)

PERCENT CHANGE

SEDGWICK COUNTY ( IN 1,000S)

PER-

CENT CHANGE

1950 168.3 222.3

1960 254.7 51.3% 343.2 54.4%

1970 276.6 8.6% 350.7 2.2%

1980 279.3 1.0% 367.1 4.7%

1990 304.0 8.8% 403.7 10.0%

2000 344.3 13.3% 452.9 12.2%

2010 382.4 11.1% 498.4 10.0%

Source: U.S. Bureau of the Census, Population of the 100 Largest Cities and Other Urban Places in the United States: 1790 to 1990, Working Population Paper No. 27, 2000 and 2010 population counts from the respective decennial censuses.

POPULATION BY RACE/ETHNIC ORIGIN, 2019 (PERCENT OF TOTAL)

RACE/ETHNIC U.S. WICHITA

Hispanic Origin* 18.3% 18.2%

Not Hispanic 81.7% 82.9%

TOTAL 100.0% 100.0%

White 72.2% 73.5%

Black/African American 12.7% 11.5%

American Indian 0.9% 1.3%

Asian 5.6% 4.5%

Other** 12.1% 13.1%

TOTAL 100.0% 100.0%

* May be of any race, consequently percentages will add to more than 100%. ** Includes other races and persons identifying themselves as multi-racial.

Source: U.S. Census Bureau, 2018 American Community Survey 1-Year Estimates.

WICHITA METROPOLITAN STATISTICAL AREA POPULATION DISTRIBUTION BY COUNTY, 2019

Sedgwick, 79.7%

Butler, 10.4%

Harvey, 5.3%

Sumner, 3.5% Kingman, 1.1%

45


Wichita is located on the central plains far from any large moderating influences, such as mountains, oceans, or lakes. There is a wide range of temperatures, which fall between a humid subtropical climate and a humid continental climate with hot, humid summers and somewhat cold, dry winters. Despite these extremes, Wichita is known to have more sunny days throughout the year than Miami. Over the course of a year, temperatures range from an average low of about 20° F (−7° C) in January to an average high of nearly 93° F (34° C) in July. The maximum temperature reaches 90° F (32° C) an average of 64 days per year and reaches 100° F (38° C) an average of 14 days per year. Conversely, the minimum temperature falls below 0° F (−17.8° C) an average of 3.6 nights per year. The first fall freeze typically occurs between the second week of October and mid-November, and the last spring freeze occurs between the end of March and the final week of April.

Wichita’s population has achieved relatively high levels of education. In 2018, 87.9 percent of Wichita’s citizens aged 25 years and older had at least a high school diploma, 0.2 percent higher

than the national average.

The city of Wichita is served by eight unified school districts. The Wichita Public School District (USD 259) is the largest in the city. In fall 2019, Wichita USD 259’s enrollment was 49,375 students, a 1.2 percent decline compared to 2018. The elementary grades experienced enrollment declines, while middle school and high

school enrollment increased modestly for the district.

In addition to the public school districts, there are numerous private, public, and technical schools, including 12 colleges and universities providing educational opportunities in many fields of study. Among these are Wichita State University, Newman University, University

of Kansas School of Medicine and Friends University.

Wichita is a regional leader in health care with over 1,600 licensed beds at 11 acute care and freestanding specialty hospitals. In addition to these major treatment facilities, there are approximately 65 nursing homes and assisted living facilities with more than 4,400 beds. Wichita is also home to the Riordan Clinic, an international biomedical research and educational organization, specializing in nutritional medicine and preventive care. Several medical research organizations provide clinical research services for the

pharmaceutical, nutritional and medical device industries.

According to FBI data, the number of violent crimes committed in Wichita decreased 13.8 percent from the first half of 2018 to the first half of

2019.

Over the years, the Wichita Police Department received national recognition and was the recipient of several awards. The Webber Seavey, an international award for quality law enforcement, was presented to

the Wichita Police Department in 1996 and 2003.

Wichita Eisenhower National Airport, the largest airport in Kansas, is a combination commercial air carrier and general aviation complex, providing accommodations for all aircraft. Passenger service is offered through the following airlines:

Cargo service is provided by four major carriers: DHL, Federal Express, UPS Supply Chain Solutions, and UPS. The airport replaced its main terminal with a new $160 million terminal which opened on June 3, 2015. The two-story, 273,000 square-foot terminal is a state-of-the-art facility capable of accommodating two million passengers annually. Eisenhower’s total passengers increased 5.1 percent in 2019, with more than 1.7 million passengers in total (inbound and outbound), its fastest growth in air traffic in more than a decade. Airfreight shipments increased 6.1 percent in 2019, totaling 57.6 million

pounds (inbound and outbound).

Recreational opportunities abound in Wichita. The city's compact size allows minimal travel time (average 30 minutes) to outlying areas with open prairie and lakes. Inside the city there are 144 municipal parks and public open spaces covering more than 5,000

acres.

Cultural activities include art, natural and historical museums, theater, the Mid-America All-Indian Center, the Wichita Symphony, the Wichita Grand Opera, the Metropolitan Ballet, the Lake Afton Public Observatory, Botanica Wichita, and the Sedgwick County

Zoo.

Allegiant Air

American Airlines

Southwest Airlines

Frontier Airlines

Alaska Airlines

Delta Air Lines

United Airlines

46

http://en.wikipedia.org/wiki/Humid_subtropical_climate

http://en.wikipedia.org/wiki/Humid_continental_climate


Exploration Place, the Sedgwick County science and discovery center, promotes an interest in science for all ages through its permanent and traveling exhibits, summer camps, Maker Faire Wichita, and the Wichita Regional Science and Engineering Fair. The Wichita Art Museum’s permanent collection includes over 8,000 objects, with a focus on

American and Great Plains art.

Wichita is home to many festivals, sporting events, and holiday celebrations, the largest of which is the nine-day Riverfest in June. This event began as a city-financed centennial celebration in 1970. In 2019, Riverfest’s attendance decreased by 4 percent to 440,000, as rainy weather dampened the festivities throughout the week. Since 2013, both attendance and sponsorships for the event have

grown by more than 50 percent.

Minor league baseball, basketball, hockey, soccer and indoor football are some of the professional sporting attractions available in the Wichita area. Wichita is also the host of the annual National Baseball Congress World Series baseball tournament. In 2018, Wichita hosted first and second round NCAA men’s basketball tournament games. The city will host the men’s first and second round games again in 2021, and will host the women’s first and second round games in 2022. Construction was completed on a new $80 million baseball stadium, Riverfront Stadium, in March 2020. The Wichita Wind Surge, a Triple-A minor league baseball team formerly known as the New Orleans Baby Cakes, will mark

their inaugural season in Wichita in the new ballpark in 2020.

Built in 1969, Century II is the performing arts and convention headquarters downtown. The INTRUST Bank Arena is Wichita’s largest sports and entertainment venue, with an over 15,000 seat capacity. The arena ranked as the 123th busiest worldwide in

Pollstar’s 2019 Year-End Arena Rankings.

Downtown Wichita serves as the

region's commercial, entertainment,

artistic, cultural and government

center. The central business district

has 4.8 million square feet of

rentable office space, 40.1 percent of

all rentable office space in Wichita.

Old Town, in the heart of the city, is known for its brick-lined streets,

historic lamp posts and converted warehouses. The late 19th

century and early 20th century buildings house more than 100

restaurants, shops, clubs, theaters, galleries, museums and

businesses.

Downtown Wichita’s residential offerings continued to expand in

recent years, with almost 1,228 residential units added since 2010,

both newly constructed apartment buildings and repurposed

commercial buildings. A number of new projects are currently under

construction in the downtown area, which will add almost 350 new

residential units when completed, including a 200-unit apartment

which broke ground in October 2019 as part of the Delano catalyst

project.

WSU Current Conditions Index

The average annual WSU Current Conditions Index increased 1.5 percent in 2019 compared to 2018, a sign of strengthening economic growth in the Wichita area in 2019. With the increase, the index reached its highest level since 2008, as 2019 growth outpaced even 2018 growth, which was the highest in more than a decade. Growth continued to accelerate in the first two months of 2020, with the February 2020 index reaching a value of 99.1, representing an increase of 1.7 index points compared to one year prior. Strong employment growth of 1.9 percent and a decline of the unemployment rate by 0.2 percentage points led growth in the index. Average hours worked and average weekly earnings both

declined modestly in 2020. All indicators are seasonally adjusted.

The WSU Leading Economic Indicators Index is designed to foreshadow the Wichita economy approximately six months into the future. In 2019, the annual average indexed value increased 0.9 percent relative to 2018, its highest level since 2008. The index continued to improve in the first two months of 2020, reaching an index value of 98.3 for February 2020, indicating relatively strong prospects for the local economy prior to the outbreak of the novel coronavirus. The improvement was led by growth in the National Industrial Production Index and Aircraft Production Index, while the other two components of the index declined modestly in 2019. While the Leading Economic Indicators Index in 2019 signaled that under normal conditions robust growth would be expected, it does not account for the effects the novel coronavirus will have on

slowing down the local economy.

Wichita's employment includes a broad mix of business types, with a sizable base of relatively high paying manufacturing jobs. A list of Wichita's major private employers includes Spirit AeroSystems Inc., Via Christi Health, Textron Inc., Bombardier Learjet, Koch Industries Inc., Wesley Medical Center, Dillons Food Stores, Cargill Meat

Solutions, Johnson Controls and Cox Communications.

47


Beyond these major private employers, Wichita’s numerous small and mid-sized companies supply a wide variety of goods and services both to local and global markets. According to the 2017 County Business Patterns, the total number of business establishments grew 0.4 percent in the metropolitan area in 2017, to 15,026 establishments. Approximately 97.3 percent of all business establishments in the metropolitan area employed fewer than 100

workers.

Total wage and salary employment in the Wichita metro area increased 1.8 percent in 2019, creating 5,500 new jobs, the single fastest-growth year since 2008. Growth was broad-based in 2019, with only job declines in the trade sector. The goods-producing and

service sectors each added more than 2,500 jobs.

The industries with employment growth were manufacturing (2,600 jobs), mining, logging and construction (100 jobs), wholesale trade (100 jobs), transportation and utilities (400 jobs), financial activities (300 jobs), education and health services (1,600 jobs), professional and business services (600 jobs), leisure and hospitality (500 jobs), other services (400 jobs), and government (200 jobs). The following industries experienced employment declines: retail trade (800 jobs),

and information (300 jobs).

In 2019, the largest employment sectors were manufacturing (18 percent), education and health services (15.3 percent), government (13.7 percent), and professional and business services (11.6 percent). Overall, private sector services comprised 46.3 percent of Wichita employment, while the goods producing sectors comprised 23.5 percent and the trade and transportation sectors comprised

16.5 percent.

Though the local economy grew rapidly in 2018 and 2019, employment is projected to decline sharply in 2020 due to the

effects of both the outbreak of the novel coronavirus and the Boeing 737 Max production freeze reducing demand in Wichita’s aerospace

manufacturing sector.

In 2020, employment is projected to decline 14.6 percent in Wichita, a loss of approximately 44,400 jobs. The largest job declines are expected in the production sector, at 23.2 percent, the trade, transportation, and utilities sector, at 14.6 percent, and the leisure and hospitality services sector, at 30.6 percent. The decline in employment is expected to be most severe in the second quarter of 2020, with the economy beginning to recover for the remainder of

the year and into 2021.

Unemployment declined in 2019 to 3.4 percent for the Wichita MSA, its lowest rate since 1997. The unemployment rate is expected to increase rapidly in the second quarter of 2020, reaching a peak that may exceed 20 percent before declining to the single digits in late 2020 and 2021. Weakness in the market for air travel may cause Wichita’s recovery to be slower than the national average due to low

demand for aerospace manufacturing.

Even with all of these amenities, Wichita continues to maintain a moderate cost-of-living rate of 90.8, almost 10 percent lower than the average among 266 urban areas in the United State and lower than 70 percent of U.S. urban areas. The 2019 fourth quarter median sales price of existing single-family homes in the Wichita MSA was $156,800 compared to the national median price of $274,900, according to the National Association of Realtors. Wichita’s home prices ranked the 35th least expensive among metro areas in the U.S., more than 40 percent less than the national median. The average sale price of a newly built single-family home in 2019 in the Wichita metro area was $257,561, considerably lower

than the national average price of $366,058.

The Wichita MSA’s total nominal personal income increased 6.2 percent in 2018 after increasing 4.6 percent in 2017. In 2019, personal income growth is projected to be an estimated to be 5.7 percent before adjusting for inflation, and in 2020 personal income

is forecast to decline 15.8 percent.

In 2018 (latest data available as of this printing), the Wichita MSA had a total personal income (TPI) of $33 billion. This TPI ranked 87th largest among 383 metro areas in the United States. From 2008 to 2018, the average annual growth rate of TPI for the Wichita MSA was 2.6 percent, modestly lower than the national 3.6 percent growth rate, due in large part to the slower population growth in the

Wichita area.

In 2018, Wichita had a per capita personal income (PCPI) of $51,804. This PCPI ranked 97th highest among 383 metro areas in the United States and was slightly below the national average,

TOTAL EMPLOYMENT GROWTH RATE

Source: Bureau of Labor Statistics. Compilation and forecast by the Cen-ter for Economic Development and Business Research, W. Frank Barton School of Business, Wichita State University.

48

http://www.bea.gov/regional/definitions/nextpage.cfm?key=personal%20income


$54,501. Wichita’s 2008-2018 average annual growth rate of PCPI was 1.8 percent, which was 1.1 percent lower than the national PCPI growth rate largely due to declines in Wichita’s per PCPI from 2008 to 2010. Between 2019 and 2024, total personal income is forecast to grow at an average annual rate of approximately 2.9

percent.

Manufacturing accounted for 18 percent of total nonfarm employment in the Wichita MSA in 2019. About 85.1 percent of manufacturing jobs are in the durable goods sub-sector, primarily in aviation manufacturing along with a sizable machinery manufacturing subsector. About 14.9 percent of manufacturing jobs are in the non-durable goods sub-sector, dominated by jobs in food

processing and printing.

The durable goods sector grew sharply in 2018 and 2019, adding 4,600 new jobs in the two-year period as aerospace manufacturing companies began to increase production to meet high demand. Spirit Aerosystems, Wichita’s largest private employer, added more than 2,400 jobs in 2018 and 2019 as part of a $1 billion capital investment and renovation program for their Wichita campus. Textron Aviation, Wichita’s second largest manufacturer and the leader of Wichita’s sizable general aviation manufacturing production, announced plans in May 2019 to hire 1,000 new workers following a 35 percent increase in jet and turboprop deliveries from the company in the first quarter of 2019 compared to

a year earlier.

Late 2019 and 2020 have presented new challenges for Wichita’s manufacturers, especially in the aviation market. Boeing froze production on their 737 Max airliner in December 2019 after the

grounding of all 737 Max planes in March 2019. This had reverberations throughout the aerospace supply chain that were felt by Spirit, which supplies the fuselage for the 737 and other parts, and by Wichita’s smaller aerospace suppliers. Spirit announced layoffs of 2,800 workers in January 2020 as a result of the 737 production freeze. In May 2020, Spirit announced that they planned to restart 737 Max part production at the request of Boeing, but they expected 737 Max output in 2020 to be approximately 80 percent

lower than in 2019.

The grounding the 737 Max led to soft aerospace demand even prior to the outbreak of the novel coronavirus, and the outbreak severely reduced air travel demand. The TSA reported that passenger traffic was reduced approximately 95 percent in April 2020 as compared to one year earlier nationwide. Many local aerospace companies and their suppliers have announced temporary furloughs of workers in response to the outbreak,

including both Spirit and Textron Aviation.

While Wichita’s manufacturing sector has diversified in recent years to include more non-durable and machinery manufacturing, the area’s concentration in aerospace will likely contribute to a relatively sharp decline in manufacturing in 2020 and a potentially slow recovery for the sector if air travel remains at low levels for several years if the threat of the virus continues. The manufacturing sector is projected to decline by 26.1 percent in 2020, a loss of more than 14,300 jobs, with more than 93 percent of the job losses

concentrated in the durable goods sector.

The service sectors increased 2.2 percent in 2019 for a total increase of 3,100 jobs:

The information sector contracted by 300 jobs, a decline of 7.1

percent.

Financial activities employment increased by 2.6 percent,

growing by 300 jobs.

The professional and business services sector increased by 600

jobs for growth of 1.7 percent.

The education and health care services sector grew 3.6 percent,

adding 1,600 jobs.

The leisure and hospitality sector gained 500 jobs for an

increase of 1.5 percent.

The other services sector grew by 3.8 percent, adding 400 jobs.

In 2020, due to COVID-19, job declines are expected across all Wichita service sectors. Since Wichita’s manufacturing sector is expected to be especially hard hit due to its concentration of

TOTAL PERSONAL INCOME GROWTH RATE

Source: U.S. Dept. of Commerce, BEA. Forecast by the Center for Economic Development and Business Research, W. Frank Barton

School of Business, Wichita State University.

49

http://www.bea.gov/regional/definitions/nextpage.cfm?key=per%20capita%20personal%20income


aerospace manufacturing, local services are projected to experience additional job losses as an indirect effect of the contraction in the manufacturing sector. For 2020, service sector employment is expected to contract by more than 19,800 jobs, a

decline of 14.1 percent.

The leisure and hospitality sector is projected to be hardest hit by the effects of the novel coronavirus. Approximately 75.8 percent of employment in the sector in 2019 was in the food and drinking places subsector. With restaurant dining rooms closed during the stay-at-home order in April and May, and social gatherings discouraged throughout the year, leisure and hospitality employment is forecast to decline by 30.6 percent, a contraction of

more than 10,100 workers.

The other services sector is forecast to decline by 9.8 percent, one of the biggest contractions among Wichita’s service sectors. The other services sector includes repair and maintenance shops, personal care and laundry services, and religious organizations. Employment at personal care services, such as barber shops and nail salons, is expected to contract sharply due to decreased

demand during the novel coronavirus outbreak.

The education and health care services sector is Wichita’s single largest sector, with 46,600 workers in 2019. The sector had a very positive 2019 as a $62 million renovation of the Via Christi Health’s St. Joseph campus was completed and Wichita State University, the largest local university, continued its Innovation Campus initiative with the construction of a new YMCA, a new residence hall, Student Athlete Success Center, and the NIAR Advanced Virtual Engineering and Testing Labs. Employment grew across all subsectors, including the hospital subsector and education

subsector.

In 2020, employment is projected to decline 8.7 percent in the education and health care sector, a loss of approximately 4,000 jobs. Under Center for Disease Control guidance, elective procedures at area facilities were suspended at local specialty hospitals during the stay-at-home order, and while elective procedures are expected to resume in May, they will be performed at a reduced level compared to previous years. More generally, reduced usage of the health care system for non-coronavirus-related issues is likely to lead to employment declines concentrated in the non-hospital portion of the health care system. In the education sector, employment declines are expected due to revenue uncertainty caused by the potential declining enrollment of international students. Wichita State implemented a hiring freeze

and other cost-cutting measures in anticipation of revenue declines.

The professional and business services sector is projected to decline by 3,000 workers, contracting 8.7 percent. The administration and support subsector is expected to be most heavily

affected by the declines, while the technical and scientific services

subsector is expected to experience a smaller contraction.

Natural resources, mining and construction employment comprised 23.2 percent of all goods-producing industry employment in Wichita in 2019. The industry added 100 jobs in 2019, growing 0.6 percent, following the addition of 300 new jobs in 2018. Prior to that growth had been relatively flat in 2016 and 2017. With the decline in oil prices and reduced demand for new construction, the sector is projected to decline by more than 2,200 jobs in 2020, a contraction

of 13.6 percent.

Activity in both the residential and non-residential sectors increased in 2018 and 2019, indicating a solid foundation in the market. Home sales increased 1.6 percent from 2015 to 2018, though new home construction declined from 1,081 single-family homes in 2017 to 993 homes in 2018. Home prices continued to appreciate, growing 3.2 percent in 2018 and 15.8 percent since 2014. Prior to the outbreak of the novel coronavirus, Stanley Longhofer, director of the Wichita State University Center for Real Estate, forecasted that home prices would continue to increase in 2020 by 4.3 percent. Due to reduced mobility and job losses during the novel coronavirus outbreak, Wichita is likely to see lower home sales and reduced asking prices for the duration.

Sources: This report was prepared by the Center for Economic Development and Business Research at Wichita State University at the request of the City of Wichita Department of Finance.

1. 2018 Census population estimates.

2. U.S. 2010 Census. The Wichita MSA is comprised of Butler, Harvey, Kingman, Sedgwick and Sumner counties. This metropolitan statistical area delineation was issued by The Office of Management and Budget in February 2013. Population represents only the Kansas portion of the 100-mile

radius, not the Oklahoma portion.

3. Wichita-Sedgwick County Metropolitan Area Planning

Department.

4. 2019 FBI Semiannual Uniform Crime Report.

5. City of Wichita Park and Recreation Administration.

6. Greater Wichita Economic Development Coalition, https://

greaterwichitapartnership.org/site_selectors/labor_data.

7. J.P. Weigand & Sons, Inc., Forecast 2020

8. 2020 County Business Patterns data was not yet available as

this printing.

9. C2ER, ACCRA Cost of Living Index, 2019 Annual Average.

10. City of Wichita, Office of Building Inspection.

50


Map of Wichita The following maps provide insight into the past and future of the boundaries of the City of Wichita. The Wichita City Limit: Growth by Decade map illustrates decades of fast growth, such as the 1910s, 1950s, and 1960s, with periods of relatively slower expansion in the 1920s, 1970s, and first half of the 2010s.

51


Map of Wichita “The 2035 Urban Growth Areas Map” looks into the future of growth in Sedgwick County.

52


Charges for Services

$229,938,536 37%

Other Sources$110,887,456

18%

Property Tax $128,473,413

20%

Sales Tax $62,489,607

10%

Franchise Fees $47,176,699

7%

Appropriated Balances (net)$24,965,788

4%

Special Assessments$25,729,662

4%

Where City of Wichita Dollars Come From

ALL FUNDS 2021 PROPOSED, $629,661,161

Salaries and Benefits

$238,654,325 38%

Contractuals$100,814,013

16%

Commodities$19,571,446

3%

Capital Outlay$11,709,617

2%

Other$109,150,708

17%

Debt Service$149,761,052

24%

Where City of Wichita Dollars Go

ALL FUNDS 2021 PROPOSED, $629,661,161

53


Revenues to the City are divided into 13 categories. Each of these categories are reviewed below. Relevant trend or forecasting infor-mation for each major revenue source is also provided. General Property Taxes - Property taxes account for approximate-ly 20% of total revenues. The City maintains two taxing funds: the General Fund and the Debt Service Fund. In addition, a portion of property tax revenues are credited to 11 separate Tax Increment Financing (TIF) funds. A smaller Municipal Improvement taxing dis-trict (SSMID) is also maintained, with all revenues distributed to the Wichita Downtown Development Corporation. Assessed valuation growth for 2020 assessed valuation for the 2021 budget is estimat-ed at 5.2% in 2021, with 2021 assessed valuation growth of 1.55% forecasted for the 2022 budget. Motor Vehicle Tax - These taxes are credited to the two taxing funds: the Debt Service Fund and the General Fund. Long term, motor vehicle taxes have grown at a fairly steady rate, averaging around 2.9% over the past decade. Due to the economic downturn, a decrease of 1.1% is projected for 2020, followed by a decrease of 5% in 2021. Growth is projected to return in 2022 with a 1% in-crease.

Local Sales Tax - Local sales tax revenues are received by the City as a distribution from the Countywide one-cent sales tax ap-proved in 1985. Consistent with the pledge made in 1985, one-half of the sales tax revenues are credited to the General Fund to re-duce the mill levy, and one-half are credited to the Local Sales Tax Construction Fund to finance highway and road projects. From 2006 to 2015, sales tax revenues grew at an average of 2.5% per year. However, beginning in the third quarter of 2016, sales tax revenue began to slow. However, sales tax grew by 3.4% in 2018 and 2.8% in 2019. Due to the economic downturn, a decrease of 7.3% is budgeted for 2020, followed by a increase of 2.2% in 2021. Growth of 5.4% is projected for 2022, but collections will not sur-pass 2019 levels until 2023. To date, there have been no changes in Kansas State Statute in response to the 2018 Supreme Court decision of the South Dakota v. Wayfair case impacting remote sales. Sales tax is also received by the Community Improvement Districts Fund.

Motor Fuel Tax - These tax revenues are shared with the City based on motor fuel tax collections by the State of Kansas. Motor fuel revenues are credited to the General Fund. The State motor fuel tax is based on gallons consumed, not on the price per gallon.

ALL FUNDS - REVENUE SOURCES BY TYPE

2019 ACTUAL

2020 ADOPTED

2020 REVISED

2021 PROPOSED

2022 PROJECTED

Property Taxes $118,079,830 $122,851,005 $121,904,743 $128,473,413 $128,515,039

Motor Vehicle Taxes 16,608,513 16,926,359 16,419,180 15,600,293 15,756,721

Local Sales Taxes 65,925,898 62,677,781 61,125,341 62,489,607 65,880,229

Motor Fuel Taxes 15,454,563 15,446,902 14,375,247 14,246,258 14,958,571

Other Taxes 15,226,310 14,488,329 11,425,007 11,295,136 13,358,379

Franchise Fees 44,796,890 49,679,408 46,707,829 47,176,699 47,674,950

Special Assessments 25,084,727 27,756,363 25,102,415 25,729,662 25,960,309

Licenses and Permits 2,883,334 3,146,666 2,600,063 2,943,478 2,965,497

Charges for Services 196,588,008 221,825,297 214,922,542 229,938,536 242,018,964

Rental Income 28,235,289 39,982,079 25,667,444 28,387,773 29,512,554

Interest Earnings 10,179,074 8,730,000 4,580,405 3,230,284 2,285,198

Other Revenues 34,235,835 21,475,006 39,119,035 35,184,234 35,853,594

Total All Funds Revenue $573,298,270 $604,985,194 $583,949,251 $604,695,373 $624,740,005

Interfund Transactions 125,436,380 130,397,101 123,889,477 126,545,041 134,174,694

Grand Total Sources $698,734,650 $735,382,296 $707,588,729 $731,240,416 $758,914,700

Note: Totals exclude Trust Funds, Agency Funds and Capital Project Funds. Totals may not be exact due to rounding.

54


As the price of gasoline has risen in the past, demand has been flat or declining—leading to flat or declining revenues. However, as fuel prices have moderated, revenues are have grown slightly. No growth is forecasted in the planning period. Though current fuel costs are low, driving demand declined in 2020 due to the stay-at-home order. A decrease of 7.0% is projected in 2020, followed by a decrease of 0.9% in 2021 and an increase of 5.0% in 2022. Other Taxes - The largest source of other taxes is the City’s tran-sient guest tax, which is credited to the Tourism and Convention Fund. Due to the decrease in travel demand, that revenue source is expected to decrease by 31% in 2020 but increase by 8% in 2021 and 25% in 2022. Other taxes also include nearly $7 million re-ceived annually from the private liquor tax, divided equally to the General Fund, the Special Parks and Recreation Fund, and the Special Alcohol Programs Fund. Due to the stay-at-home order, social distancing, and the economic downturn, liquor taxes are pro-jected to decrease by 19.1% in 2020 and 10.3% in 2021, but in-crease by 12.0% in 2022. Franchise Fees - These revenues are based on agreements be-tween the City and local utilities. Generally, these agreements are long term and result in payments to the City of 5% to 6% of utility revenues. All franchise fee revenues are credited to the General Fund. Individual sources of franchise fees tend to be volatile, based on the weather, commodity pricing, and utility rates. Increases are expected, based on Water and Sewer Utilities rate increases and new franchise agreements with natural gas utilities. Special Assessments - These assessments fund capital improve-ment projects approved by the City Council. Assessments are made to those property owners benefiting from the improvements when completed. All revenues are credited to the Debt Service Fund. Revenue growth is based on projected activity, which can vary an-nually. Licenses and Permits - The City issues various permits and li-censes, with revenue credited to the General Fund. The revenue can vary based on activity levels and has seen growth in recent years due to City efforts to adjust license fees to improve cost re-covery. The renewal period in 2020 was adjusted as a response to the stay-at-home order. License and Permit revenue is projected to be 9.8% lower in 2020, but increase by 13.2% in 2021 and remain level in 2022. Charges for Sales and Services - A major source of City revenue is charges for services. These revenues are largely generated by proprietary funds, including the Water Utilities. However, $15.3 mil-

lion is estimated in the General Fund for 2021, primarily through Park and Recreation fees, pavement cuts and engineering over-head charges in Public Works & Utilities, as well as public safety fees. These revenues generally tend to experience slow and steady growth, based on fee increases and increases in activity, since fees are typically set annually to recover operating expenditures. Howev-er, some revenue charges can be volatile, particularly for the Water Utilities. Decreases are budgeted for Recreation and Arts and Cul-tural facilities in 2020 due to building closures and social distancing. Rental Income - These revenues are derived largely from proprie-tary funds: Airport and Fleet. However, many other funds earn smaller amounts based on the rental of property. Rental income tends to grow annually, driven by increased activity at the Airport, and increases in fleet rates charged to user departments. The Gen-eral Fund generates a relatively small share of rental income, main-ly from Park and Recreation facilities. The decrease in 2020 and 2021 is driven by less activity at Century II, followed by privatization in 2022. Transfers In - Revenue from transfers is based on amounts moved from one fund to another. Most of this activity takes place in the General Fund and Debt Service Fund. In the Debt Service Fund, transfers are primarily made for debt service that is to be repaid from other sources, such as the Sales Tax Construction Pledge Fund and TIF funds. Transfer revenue tends to fluctuate annually, based on various needs and requirements. Interest Earnings - These revenues are generated based on idle funds invested in the City’s pooled money investment program. Revenues are impacted by the size of the investment pool and the interest rate environment. The Federal Reserve raised rates six times during the 18-month period from June 2017 to December 2018, which improved the City’s interest earnings. Since July 2019, Federal Reserve action has reduced interest rates to virtually 0%. Because of this action, interest earnings are expected to drop signif-icantly. In 2019, $10 million was received. Due to the duration of the portfolio, the impact of interest rate cuts will impact revenue over time. The projected amount for 2020 is $4.6 million, decreasing to $3.2 million in 2021 and $2.3 million in 2022. Other Revenues - This is an aggregation of a variety of smaller revenue streams, including administrative charges to the General Fund, fines and penalties revenue, and reimbursements.

55


ALL FUNDS - EXPENDITURES BY FUND

2019 ACTUAL

2020 ADOPTED

2020 REVISED

2021 PROPOSED

2022 PROJECTED

100 General $243,423,699 $254,617,892 $242,477,811 $247,774,267 $255,218,432

100 Economic Development 1,595,694 2,948,427 1,646,846 2,814,968 1,704,593

Total Tax Levy Funds $245,019,393 $257,566,319 $244,124,650 $250,589,235 $256,923,025

209 Homelessness Assistance $318,846 $382,736 $382,736 $382,736 $382,736

215 Tourism & Convention Promotion 7,929,698 10,035,889 7,513,860 6,622,473 7,233,909

220 Special Alcohol Programs 1,854,326 3,687,127 2,289,334 3,028,614 2,057,987

225 Special Parks & Recreation 2,205,548 2,376,854 2,092,575 1,703,914 1,908,383

230 Landfill 2,485,387 3,982,442 3,982,442 4,793,811 2,888,929

231 Landfill Post Closure 435,412 9,345,114 1,391,080 8,727,775 1,340,801

235 Metropolitan Area Building/Construction 3,716,028 4,849,655 3,830,083 4,953,713 4,019,229

238 Downtown Parking 1,706,982 2,250,262 1,925,324 2,739,891 1,777,122

250 Environmental TIFs 1,358,242 26,042,703 16,325,337 26,493,617 3,691,477

260 Self-Supporting Municipal Improvement Dist. 695,468 719,303 719,303 752,416 749,446

265 City/County Joint Operations 3,926,938 4,348,790 4,348,790 4,212,567 4,315,382

275 Municipal Court Restricted 19,742 565,000 565,000 3,665,000 452,010

770 Tourism Business Improvement 3,183,507 0 2,634,769 2,498,697 3,121,836

780 Community Improvement Districts 1,012,485 0 2,139,035 2,343,452 2,460,626

Subtotal Special Revenue Funds $30,848,609 $68,585,876 $50,139,667 $72,918,677 $36,399,873

300 Debt Service $76,602,591 $89,317,602 $80,669,175 $83,670,390 $78,884,676

350 Economic Development TIFs 2,344,919 4,528,594 3,597,972 3,730,506 4,501,864

Subtotal Debt Service Funds $78,947,510 $93,846,196 $84,267,147 $87,400,896 $83,386,540

496 Sales Tax Construction Pledge $34,418,494 $35,992,612 $28,611,371 $32,501,738 $28,694,367

Subtotal Capital Project Funds $34,418,494 $35,992,612 $28,611,371 $32,501,738 $28,694,367

390 Cemetery Fund $45,019 $115,447 $115,447 $115,519 $115,519

Subtotal Permanent Funds $45,019 $115,447 $115,447 $115,519 $115,519

Total Governmental Funds $389,279,025 $456,106,451 $407,258,282 $443,526,065 $405,519,325

Note: The Tourism Business Improvement District Fund and Community Improvement Districts Fund were not formally appropriated in prior years.

These fund are reclassified from the Trust Fund type to the Special Revenue Fund type in the 2020 Revised Budget.

56


ALL FUNDS - EXPENDITURES BY FUND (continued)

2019 ACTUAL

2020 ADOPTED

2020 REVISED

2021 PROPOSED

2022 PROJECTED

500 Airport $33,796,693 $33,361,871 $30,654,593 $31,641,222 $32,415,794

515 Golf 4,072,101 4,025,780 3,247,419 4,023,789 4,088,839

520 Transit 5,981,236 6,603,697 5,767,184 5,861,978 5,996,784

530 Sewer Utility 56,531,060 58,730,353 58,491,862 61,662,958 64,727,122

540 Water Utility 76,978,903 92,144,333 89,831,721 91,114,469 95,661,831

560 Stormwater Utility 10,252,311 24,890,811 13,815,014 24,328,154 13,480,136

Total Enterprise Funds $187,612,304 $219,756,844 $201,807,793 $218,632,571 $216,370,507

600 Information Technology $12,485,783 $14,815,343 $14,066,531 $14,264,414 $14,798,474

605 Fleet Operations 14,652,841 17,799,301 15,226,592 17,053,907 16,540,345

620 Self Insurance 53,471,567 71,104,224 64,325,057 68,780,534 72,886,075

Total Internal Service Funds $80,610,191 $103,718,868 $93,618,180 $100,098,856 $104,224,893

Total Proprietary Funds $268,222,495 $323,475,712 $295,425,973 $318,731,427 $320,595,400

Gross Expenditures $657,501,520 $779,582,163 $702,457,846 $762,257,492 $726,114,724

Less: Interfund Transactions 118,049,621 155,044,551 127,599,406 132,596,331 138,120,837

Net Annual Budget Uses $539,451,898 $624,537,612 $575,084,850 $629,661,161 $587,993,887

Note: Totals do not include General Fund appropriated fund balance reserve, fiduciary funds, certain Special Revenue funds (i.e., grant funds),

and certain Capital Project funds (i.e., construction funds).

57


DEPARTMENT NUMBER 19 1 2 3 7 9 12 6 4

FUND

NO. DEPARTMENT TITLE AIRPORT

CITY

COUNCIL

CITY MANAGER’S

OFFICE FINANCE FIRE

HOUSING & COMMUNITY

SERVICES

HUMAN RESOURCES

INFORMATION TECHNOLOGY

LAW

100 General $0 $858 $9,282 $6,257 $51,865 $0 $1,827 $0 $3,032

209 Homelessness Assistance 0 0 0 0 0 383 0 0 0

215 Tourism & Convention 0 0 0 0 0 0 0 0 0

220 Special Alcohol Programs 0 0 0 0 0 0 0 0 0

225 Special Parks & Recreation 0 0 0 0 0 0 0 0 0

230 Landfill 0 0 0 0 0 0 0 0 0

231 Landfill Post Closure 0 0 0 0 0 0 0 0 0

235 Metro. Area Bldg./Construction 0 0 0 0 0 0 0 0 0

236 Economic Development 0 0 2,815 0 0 0 0 0 0

237 Sales Tax Const. Pledge 0 0 0 0 0 0 0 0 0

238 Downtown Parking 0 0 0 0 0 0 0 0 0

250 Environmental TIFs 0 0 0 0 0 0 0 0 0

260 SSMID 0 0 0 752 0 0 0 0 0

265 City/County 0 0 0 0 0 0 0 0 0

275 Municipal Court Restricted 0 0 0 0 0 0 0 0 0

290 Grants 0 0 385 0 855 29,334 0 0 162

300 Debt Service Fund 0 0 0 0 0 0 0 0 0

350 Economic Development TIFs 0 0 0

3,730 0 0 0 0 0

390 Cemetery Fund 0 0 0 0 0 0 0 0 0

500 Airport 31,641 0 0 0 0 0 0 0 0

515 Golf 0 0 0 0 0 0 0 0 0

520 Transit 0 0 0 0 0 0 0 0 0

530 Sewer Utility 0 0 0 0 0 0 0 0 0

540 Water Utility 0 0 0 0 0 0 0 0 0

560 Stormwater Utility 0 0 0 0 0 0 0 0 0

600 Information Technology 0 0 0 0 0 0 0 14,264 0

605 Fleet Maintenance 0 0 0 0 0 0 0 0 0

620 Self Insurance 0 0 0 68,780 0 0 0 0 0

770 TBID 0 0 0 0 0 0 0 0 0

780 CID 0 0 0 0 0 0 0 0 0

7xx Pension 0 0 0 99,308 0 0 0 0 0

Total All Fund Expenditures $31,641 $858 $12,482 $178,827 $52,720 $29,717 $1,827 $14,264 $3,194

58


Note: Total expenditures include $99,308 in Pension Fund expenditures and $43,340 in grant expenditures, in addition to the gross expenditures of $762,372. Amounts may not sum to totals exactly due to rounding. Amounts shown in thousands of dollars.

DEPARTMENT NUMBER 10 14 15 5 11 8 16 13 00

FUND

NO. DEPARTMENT TITLE LIBRARY

METRO. AREA B&C

DEPT.

METRO. AREA

PLANNING

MUNICIPAL

COURT

PARK AND

RECREATION POLICE

PUBLIC WORKS &

UTILITIES

TRANSPOR-

TATION

NON- DEPT’L./

OTHER TOTAL

100 General $9,239 $1,144 $0 $7,733 $17,033 $98,089 $34,429 $0 $6,986 $247,774

209 Homelessness Assistance 0 0 0 0 0 0 0 0 0 383

215 Tourism & Convention 0 0 0 0 0 0 0 0 6,622 6,622

220 Special Alcohol Programs 0 0 0 3,029 0 0 0 0 0 3,029

225 Special Parks & Recreation 0 0 0 0 1,704 0 0 0 0 1,704

230 Landfill 0 0 0 0 0 0 4,794 0 0 4,794

231 Landfill Post Closure 0 0 0 0 0 0 8,728 0 0 8,728

235 Metro. Area Bldg./Construction 0 4,954 0 0 0 0 0 0 0 4,954

236 Economic Development 0 0 0 0 0 0 0 0 0 2,815

237 Sales Tax Const. Pledge 0 0 0 0 0 0 0 0 32,502 32,502

238 Downtown Parking 0 0 0 0 0 0 0 2,740 0 2,740

250 Environmental TIFs 0 0 0 0 0 0 26,494 0 0 26,494

260 SSMID 0 0 0 0 0 0 0 0 0 752

265 City/County 0 0 2,091 0 0 0 2,122 0 0 4,213

275 Municipal Court Restricted 0 0 0 3,665 0 0 0 0 0 3,665

290 Grants 262 100 0 0 0 1,224 425 10,594 0 43,341

300 Debt Service Fund 0 0 0 0 0 0 0 0 83,670 83,535

350 Economic Development TIFs 0 0 0 0 0 0 0 0 0 3,730

390 Cemetery Fund 0 0 0 0 115 0 0 0 0 115

500 Airport 0 0 0 0 0 0 0 0 0 31,641

515 Golf 0 0 0 0 4,024 0 0 0 0 4,024

520 Transit 0 0 0 0 0 0 0 5,862 0 5,862

530 Sewer Utility 0 0 0 0 0 0 61,663 0 0 61,663

540 Water Utility 0 0 0 0 0 0 91,114 0 0 91,114

560 Stormwater Utility 0 0 0 0 0 0 24,328 0 0 24,328

600 Information Technology 0 0 0 0 0 0 0 0 0 14,264

605 Fleet Maintenance 0 0 0 0 0 0 17,054 0 0 17,054

620 Self Insurance 0 0 0 0 0 0 0 0 0 68,780

770 TBID 0 0 0 0 0 0 0 0 2,499 2,499

780 CID 0 0 0 0 0 0 0 0 2,343 2,343

7xx Pension 0 0 0 0 0 0 0 0 0 99,308

Total All Fund Expenditures $9,501 $6,198 $2,091 $14,427 $22,876 $99,313 $271,151 $19,196 $134,622 $904,905

59


ALL FUNDS - EXPENDITURES BY CATEGORY

2019 ACTUAL

2020 ADOPTED

2020 REVISED

2021 PROPOSED

2022 PROJECTED

1B Base Compensation 150,122,169 170,796,571 164,455,841 168,313,975 173,305,838

1F Special Compensation 1,201,552 (173,298) (721,887) (1,050,613) (1,020,876)

1J Overtime Compensation 7,354,710 3,847,387 3,696,857 3,871,883 3,871,883

1N Employee Benefits 65,327,060 77,147,102 76,130,391 78,664,216 82,543,372

1V Planning savings 0 (7,503,734) (10,013,532) (11,145,135) (11,048,316)

Salaries and Benefits 224,005,492 244,114,029 233,547,670 238,654,325 247,651,901

2B Utilities 18,669,841 22,687,905 20,554,618 20,164,185 20,416,650

2F Technology Charges 11,693,741 11,963,040 10,876,287 11,868,506 12,607,275

2J Transportation and Training 2,486,162 2,580,780 2,647,795 2,647,455 2,647,455

2N Insurance Premiums 903,519 1,236,265 872,974 963,579 1,148,386

2R Professional Services 22,239,750 21,324,533 28,420,241 23,898,648 22,345,944

2V Building & Equipment Charges 17,552,091 17,475,342 17,972,606 18,775,845 18,860,648

2Z Other Contractuals 17,621,004 19,705,813 22,374,944 22,495,796 21,941,094

Contractuals 91,166,107 96,973,679 103,719,464 100,814,013 99,967,451

3B Supplies 2,256,070 2,127,617 2,134,131 2,100,499 1,870,947

3F Components & Parts 7,405,867 6,950,798 7,106,432 7,177,272 7,202,768

3J Materials 2,579,705 2,600,054 2,684,214 2,691,164 2,691,164

3N Fuel 3,136,861 3,338,796 2,506,837 2,727,740 2,909,983

3R Chemicals 3,891,409 4,961,727 4,068,688 4,208,526 4,258,526

3Z Other Commodities (679,250) 678,129 493,423 666,245 663,979

Commodities 18,590,662 20,657,121 18,993,724 19,571,446 19,597,367

4B Land 5,021 0 0 0 0

4F Buildings 7,138 0 100,000 100,000 100,000

4J Improvements Other Than Bldgs. 2,750,292 50,000 0 0 0

4N Office Equipment 3,503,057 6,018,500 7,203,500 7,136,090 6,141,840

4Z Vehicular Equipment 4,814,293 4,278,293 4,226,975 4,473,527 3,975,067

Capital Outlay 11,079,801 10,346,793 11,530,475 11,709,617 10,216,907

5C Insurance Claims 0 39,500 0 0 0

5E Inventory Purchase 4,199,940 2,507,301 6,109,688 6,470,752 6,592,493

5G Other Operating Expenses 14,971,114 45,467,544 24,465,767 59,535,450 19,510,065

5H Contingency 0 2,967,076 3,593,534 8,786,454 3,446,252

5I Debt Service GO Bonds 94,502,088 110,257,258 100,268,139 105,153,052 99,440,198

5J Debt Service Revenue Bonds 43,195,411 44,697,191 43,643,767 44,527,842 44,368,893

5K Interest Expense Other 126,076 145,546 71,000 71,000 71,000

5L Debt Service - Lease 68,954 0 74,546 80,158 85,752

5M Franchise Fees 7,400,140 7,935,016 7,611,785 7,928,127 8,258,035

5N Other Non-Operating Expense 3,170,514 106,000 106,000 106,000 106,000

5O Fiscal Agent Fee/COI 372,129 6,423,940 2,701,096 3,733,765 10,554,698

5W Bond Amortization (209,623) (209,623) (191,104) (191,104) (191,104)

5Z Transfer Out 19,928,978 22,305,000 15,000,000 19,000,000 14,000,000

9M Other Non-Operating Revenue 6,884,117 9,804,241 3,839,712 3,710,264 4,317,979

Other 194,609,838 252,445,990 207,293,517 258,911,760 210,560,261

Total All Fund Expenditures $539,451,898 $624,537,612 $575,084,850 $629,661,161 $587,993,887

60


GENERAL FUND REVENUE 2019

ACTUAL

2020

ADOPTED

2020

REVISED

2021

PROPOSED

2022

PROJECTED

Budgeted Revenues

Property Taxes $85,412,587 $88,076,715 $88,077,166 $94,493,821 $95,924,463

Franchise Fees 44,796,890 49,679,408 46,707,829 47,176,699 47,674,950



Intergovernmental 18,218,232 18,041,195 16,643,848 16,319,939 17,236,722


Fines and Penalties 7,953,917 9,034,013 7,231,757 7,708,245 8,393,279


Rental Income 2,214,933 2,435,102 1,145,304 860,548 861,903


Sale of Property 550,139 228,000 228,000 228,008 228,008

Administrative Charges 3,743,142 3,858,805 4,067,463 4,350,613 4,309,757

Transfer from Other Funds 5,315,938 5,787,881 7,178,211 6,247,977 6,514,777

Other Revenue 7,630,069 7,942,606 8,065,919 8,104,060 8,147,828

Total General Fund Revenues $244,960,883 $254,617,892 $241,477,804 $247,774,267 $252,460,692

Budgeted Expenditures

City Council $794,765 $1,080,061 $995,261 $857,803 $889,910

City Manager 12,564,505 13,768,871 12,287,663 9,282,228 9,408,760

Finance 5,643,520 6,441,748 6,283,177 6,256,949 6,353,166

Fire 48,251,736 50,051,558 49,502,238 51,864,701 53,408,788

Housing 165,968 212,536 152,031 0 231,703

Human Resources 1,701,778 1,797,994 1,800,865 1,827,366 1,849,276

Law 2,861,025 3,009,201 2,969,888 3,032,440 2,989,195

Library 9,466,377 9,492,191 9,421,644 9,239,033 9,651,069

Metro. Area Building & Construction 1,035,684 1,144,645 1,181,235 1,143,681 1,101,464

Municipal Court 7,611,878 7,826,077 7,648,604 7,733,431 7,857,530

Park & Recreation 16,454,232 17,712,112 16,046,287 17,032,567 17,279,075

Police Department 90,770,944 93,827,914 92,557,548 98,088,648 100,733,176

Public Works & Utilities 34,019,784 35,285,780 34,076,502 34,429,145 35,037,908

Transfers to Other Funds 8,349,609 6,024,395 5,835,641 5,752,530 5,803,955

Other 3,731,894 6,942,809 1,719,220 1,233,745 2,656,900

Total General Fund Expenditures $243,423,699 $254,617,892 $242,477,804 $247,774,267 $255,251,875

Budgeted Income / (Loss) $1,537,184 $0 ($1,000,000) $0 ($2,791,183)

Unencumbered Fund Balance:

January 1 $34,824,173 $34,824,173 $36,361,357 $35,361,357 $35,361,357

December 31 $36,361,357 $34,824,173 $35,361,357 $35,361,357 $32,570,173

Percent of Expenditures 14.9% 13.7% 14.6% 14.3% 12.8%

61


GENERAL FUND REVENUE 2019

ACTUAL 2020

ADOPTED 2020

REVISED 2021

PROPOSED 2022

PROJECTED

Amount Amount Amount Percent Change

Amount Percent Change

Amount Percent Change

PROPERTY TAXES $85,412,587 $88,076,715 $88,077,166 3.1% $94,493,821 7.3% $95,924,463 1.5%

FRANCHISE FEES

Electric 26,388,771 30,453,232 27,000,251 2.3% 27,270,252 1.0% 27,542,956 1.0%

Natural Gas 6,778,972 6,779,763 8,134,766 20.0% 8,134,766 0.0% 8,134,766 0.0%

Water Utilities 7,400,140 7,705,531 7,611,785 2.9% 7,928,127 4.2% 8,258,035 4.2%

Other 4,229,008 4,740,882 3,961,027 (6.3%) 3,843,554 (3.0%) 3,739,193 (2.7%)

Total Franchise Fees 44,796,890 49,679,408 46,707,829 4.3% 47,176,699 1.0% 47,674,950 1.1%

MOTOR VEHICLE TAXES 12,255,597 13,018,958 12,631,312 3.1% 12,240,560 (3.1%) 12,362,966 1.0%

LOCAL SALES TAXES 30,388,664 30,996,495 28,654,060 (5.7%) 28,823,729 0.6% 30,148,883 4.6%

INTERGOVERNMENTAL:

Motor Fuel Taxes 15,565,071 15,446,902 14,460,247 (7.1%) 14,331,258 (0.9%) 15,043,571 5.0%

Liquor Taxes 2,347,112 2,309,526 1,898,834 (19.1%) 1,703,914 (10.3%) 1,908,384 12.0%

Police 306,049 284,767 284,767 (7.0%) 284,767 0.0% 284,767 0.0%

Total Intergovernmental 18,218,232 18,041,195 16,643,848 (8.6%) 16,319,939 (1.9%) 17,236,722 5.6%

LICENSES AND PERMITS 2,682,930 2,800,016 2,501,494 (6.8%) 2,806,899 12.2% 2,806,899 0.0%

Fines and Penalties:

Municipal Court 7,590,835 8,165,048 6,527,340 (14.0%) 6,867,316 5.2% 7,549,390 9.9%

Library 357,142 338,965 174,417 (51.2%) 310,929 78.3% 313,889 1.0%

Other 5,940 530,000 530,000 8822.6% 530,000 0.0% 530,000 0.0%

Total Fines & Penalties 7,953,917 9,034,013 7,231,757 (9.1%) 7,708,245 6.6% 8,393,279 8.9%

CHARGES FOR SALES & SVCS. 13,792,777 15,368,698 13,845,036 0.4% 15,262,885 10.2% 15,645,057 2.5%

RENTAL INCOME 2,214,933 2,435,102 1,145,304 (48.3%) 860,548 (24.9%) 861,903 0.2%

INTEREST EARNINGS 10,005,068 7,350,000 4,500,405 (55.0%) 3,150,284 (30.0%) 2,205,198 (30.0%)

SALES OF PROPERTY 550,139 228,000 228,000 (58.6%) 228,008 0.0% 228,008 0.0%

ADMINISTRATIVE CHARGES 3,743,142 3,858,805 4,067,463 8.7% 4,350,613 7.0% 4,309,757 (0.9%)

TRANSFERS FROM OTHER FUNDS:

Landfill Post Closure 0 150,000 150,000 NA 150,000 0.0% 150,000 0.0%

Convention Center Losses 2,348,630 2,496,873 3,230,549 37.6% 810,111 NA 827,223 NA

Special Park and Rec. 2,205,548 2,376,854 2,092,574 (5.1%) 1,703,914 (18.6%) 1,908,383 12.0%

Cultural Facilities 761,760 756,654 1,643,886 115.8% 3,022,448 83.9% 3,067,397 1.5%

Other 0 7,500 61,202 NA 561,504 817.5% 561,774 0.0%

Total Transfers In 5,315,938 5,787,881 7,178,211 35.% 6,247,977 (13.0%) 6,514,777 4.1%

OTHER REVENUE:

Position Reimbursement 3,106,880 3,224,426 3,236,853 4.2% 3,246,441 0.3% 3,242,810 (0.1%)

Other Revenue 4,523,189 4,718,180 4,829,066 6.8% 4,857,619 0.6% 4,905,018 1.0%

Total Other Revenue 7,630,069 7,942,606 8,065,919 5.7% 8,104,060 0.5% 8,147,828 0.5%

TOTAL GF REVENUE $244,960,883 $254,617,892 $241,477,804 (1.4%) $247,774,267 2.6% $252,460,692 1.9%

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GENERAL FUND - SUPPLEMENTAL DETAIL

2019 ACTUAL

2020 ADOPTED

2020 REVISED

2021 PROPOSED

2022 PROJECTED

Operating Expenditures

City Council $794,765 $1,080,061 $995,261 $857,803 $889,910

City Manager 12,564,505 13,768,871 12,287,663 9,282,228 9,408,760

Finance 5,643,520 6,441,748 6,283,177 6,256,949 6,353,166

Fire 48,251,736 50,051,558 49,502,238 51,864,701 53,408,788

Housing 165,968 212,536 152,031 0 231,703

Human Resources 1,701,778 1,797,994 1,800,865 1,827,366 1,849,276

Law 2,861,025 3,009,201 2,969,888 3,032,440 2,989,195

Library 9,466,377 9,492,191 9,421,644 9,239,033 9,651,069

Metropolitan Building & Construction 1,035,684 1,144,645 1,181,235 1,143,681 1,101,464

Municipal Court 7,611,878 7,826,077 7,648,604 7,733,431 7,857,530

Park & Recreation 16,454,232 17,712,112 16,046,287 17,032,567 17,279,075

Police Department 90,770,944 93,827,914 92,557,548 98,088,648 100,733,176

Public Works & Utilities 34,019,784 35,285,780 34,076,502 34,429,145 35,037,908

Total Operating Expenditures $231,432,196 $241,650,688 $234,922,943 $240,787,992 $246,791,020

Transfers

City/County Planning $580,697 $659,364 $659,364 $663,910 $695,934

City/County Flood Control 973,409 1,148,583 1,148,583 1,060,926 1,080,327

Economic Development 100,000 0 0 0 0

Golf 461,000 0 0 0 0

Homelessness Assistance 159,423 191,368 191,368 191,368 191,368

Innovation Fund 400,000 0 0 0 0

Places for People Implementation 400,000 0 0 0 0

Tort Liability 1,500,000 250,000 250,000 250,000 250,000

Transit 3,775,080 3,775,080 3,586,326 3,586,326 3,586,326

Total Transfers $8,349,609 $6,024,395 $5,835,641 $5,752,530 $5,803,955

Other Expenditures

Contingency $0 $300,000 $300,000 $300,000 $300,000

Parking Enforcement 144,507 151,513 59,868 61,365 62,899

Employee Compensation 0 1,818,924 1,100,944 1,484,685 2,954,756

Jail Fees 2,694,235 3,000,000 2,500,000 2,600,000 2,600,000

Non-Departmental 568,586 493,247 378,096 587,506 512,506

Payroll Accrual 0 500,000 500,000 500,000 500,000

Planned Savings 0 (3,139,116) (3,869,688) (4,799,811) (4,773,261)

Process Improvement Review 0 0 0 (250,000) (250,000)

Staffing Implementation Plan 0 2,880,193 0 0 0

Snow and Ice Removal Contingency 0 750,000 750,000 750,000 750,000

Other 324,566 188,048 0 0 0

Total Other Expenditures $3,731,894 $6,942,809 $1,719,220 $1,233,745 $2,656,900


Note: Totals do not include the General Fund appropriated fund balance reserve. Totals may not be exact due to rounding.

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GENERAL FUND - EXPENDITURES BY CATEGORY

2019 ACTUAL

2020 ADOPTED

2020 REVISED

2021 PROPOSED

2022 PROJECTED

1B Base Compensation $119,334,187 $134,382,073 $130,039,959 $132,696,928 $137,039,374

1F Special Compensation 977,082 571,095 588,184 604,210 557,810

1J Overtime Compensation 5,379,224 3,083,587 2,922,557 3,097,575 3,097,575

1N Employee Benefits 50,971,493 59,927,631 59,627,899 61,690,595 64,803,061

1V Planning savings 0 (7,503,734) (10,013,532) (10,971,685) (10,848,316)


2B Utilities 8,946,785 10,741,468 9,970,717 9,117,188 9,128,805

2F Technology Charges 8,197,897 8,383,841 7,679,669 8,284,935 8,827,196

2J Transportation and Training 1,169,071 1,161,793 1,168,741 1,168,401 1,168,401

2N Insurance Premiums 512,736 548,456 311,634 352,542 499,445

2R Professional Services 10,439,123 8,443,189 7,691,056 7,804,045 7,670,575

2V Building & Equipment Charges 11,451,166 11,228,517 10,804,976 11,590,520 11,670,757

2Z Other Contractuals 6,596,564 6,707,580 6,149,212 6,184,783 5,987,768

Contractuals 47,313,342 47,214,844 43,776,005 44,502,415 44,952,948

3B Supplies 1,636,451 1,244,860 1,401,323.49 1,350,931 1,166,529

3F Components & Parts 779,450 1,222,361 1,007,784.04 1,050,125 1,049,621

3J Materials 1,259,493 1,169,329 1,154,289.10 1,161,239 1,161,239

3N Fuel 1,981,711 2,024,862 1,245,583.67 1,424,004 1,602,738

3R Chemicals 137,680 124,897 68,083.00 116,697 116,697

3Z Other Commodities 666,601 481,090 300,645.00 473,367 464,959

Commodities 6,461,387 6,267,400 5,177,708 5,576,363 5,561,783

4B Land 5,021 0 0 0 0

4F Buildings 0 0 0 0 0

4J Improvements Other Than Bldgs. 0 0 0 0 0

4N Office Equipment 124,933 147,500 147,500 147,500 147,500

4Z Vehicular Equipment 2,343,199 2,222,614 2,210,986 2,144,439 2,076,679

Capital Outlay 2,473,154 2,370,114 2,358,486 2,291,939 2,224,179

5E Inventory Purchase 330,063 289,459 381,000 383,359 383,359

5G Other Operating Expenses 424,054 187,343 145,698 147,195 148,729

5H Contingency 0 1,230,078 1,085,000 1,068,004 1,109,695

5N Other Non-Operating Expense 32,172 6,000 6,000 6,000 6,000

5Z Transfer Out 9,229,180 6,282,971 6,084,135 6,351,762 5,867,986

9M Other Non-Operating Revenue 498,362 309,030 298,705 329,608 347,692

Other 10,513,831 8,304,881 8,000,538 8,285,928 7,863,461


Note: Totals do not include General Fund appropriated fund balance reserve. Fiduciary funds, certain Special Revenue funds (i.e., grant funds), and certain Capital Project funds (i.e., construction funds) are not included.

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To facilitate long-term financial planning, a six-year Financial Plan is developed concurrent with the annual budget. This Financial Plan examines the period from 2020 to 2025. The Proposed Budget pro-vides the backbone for the first three years of the Financial Plan (2020-2022). This work is then expanded outward for three more years (to 2025). In several respects, the Financial Plan is different than the Proposed Budget. While the Proposed Budget includes funding recommendations, the Financial Plan takes the current policy direction and forecasts the impact of those policies over a longer period of time. Whereas the Proposed Budget is a very detailed plan, the Financial Plan is far more conceptual. Finally, while the Proposed Budget is created in conformance with State statutes, the Financial Plan is not statutorily required, and does not include reserve amounts, which are included in the Proposed Budget for compliance with State laws regarding the certification of municipal budgets. The primary purpose of the Financial Plan is to identify potential issues as early as possible and to address those challenges in a thoughtful and pragmatic manner. The City’s two taxing funds (the General Fund and Debt Service Fund) are presented in far more detail than are other funds. However, each of the City’s 32 other funds are also examined to provide a broad overview of circum-stances, issues, and trends impacting revenues and expenditures. The City also has other funds, such as agency funds and trust funds, which are not required to be budgeted by State statute, and which are not included in the Financial Plan. In some cases, specifi-cally for Special Revenue funds that are largely pass-through funds, the financial information is less detailed. However, for other funds, the analysis begins with consideration of relevant legal conditions that influence revenues and expenditures. Major one-time and on-going shifts in revenues, expenditures, and fund balances are then reviewed to help develop context for understanding the current and projected status of each fund. Finally, strategies are frequently recommended to improve or maintain the status of each fund.

The City’s General Fund is forecasted to be balanced in 2021. A planned use of $1 million in reserves is budgeted due to the swift impact of the economic downturn as a result of the pandemic and the required response. It is important to recognize the many challenges the General Fund will face in the future. Over 75% of General Fund expenditures consist of salary and benefit costs. These costs are in turn driven largely by wage agreements, health insurance increases and pension rate contributions. The City has taken many steps to mitigate the increase in health insurance costs; however, these costs are projected to increase 8% annually. The City has well-funded pension systems, due to the long-standing commitment to fully fund required annual contributions; however, pension contributions are dependent on market returns and

actuarial assumptions. The pension boards reviewed the results of an experience study completed early in 2018, and have approved reducing the assumed rate of return by 25 basis points. This change, as well as any other assumption changes, will have an impact on the General Fund starting in 2020. General Fund revenues have improved considerably from the most recent recession. However, the General Fund revenue portfolio has several weaknesses. One issue is that several revenues are based on the 20th Century environment and technology. Sales tax growth has been impacted by remote sales. Franchise fees in tele-communications are largely based on land-lines, and revenues have decreased 93% since 1999. Cable TV franchise fees have decreased by 31% over the past ten years, concurrent with the many alternatives to cable TV available. Even the gas tax and franchise fees for electricity can be impacted by technological advancement. As vehicles continue to be more fuel efficient, and as technological advances result in increasingly more efficient cooling systems, lighting systems, and appliances, consumption of gasoline and electricity is affected. Several revenues are largely weather dependent. This results in volatility. Electricity franchise fees generally perform consistently, but there are fluctuations annually depending on summer weather. Water franchise fees are highly dependent on the weather, particularly during the summer irrigation season. Finally, natural gas franchise fees vary, not only on the weather, but also on volatility in commodity prices. Additionally, utility franchise fees are expected to be impacted by the stay-at-home order in 2020 when business were closed temporarily. Due to economic uncertainty, General Fund revenues are expected to continue to decrease. The City has a long history of controlling expenditure growth; this continued diligence is expected to be even more important in the future. Fortunately, the City has a long history of adapting to challenges and maintaining a balanced General Fund budget; this continued adaptation to potential challenges will be required in the future. The Golf Fund remains challenged. Though the closure of one course occurred in 2020, this was not sufficient to stabilize the fund in the short term. Furthermore, the Golf Fund has a lower fund balance than is necessary to sustain operations through slower winter months. Challenges to this fund will remain, since industry demand has continued to trend downward. In addition, limited or no capacity for capital expenditures and reimbursements to the Debt Service Fund (incurred for previous capital improvements) is expected. The Transit Fund has structural issues and based on current operations, is not sustainable long-term. However, it is projected to have a positive fund balance in the planning period, which ends in 2025. Process efficiencies, partnerships, supplemental grant funding from the CARES Act, and service changes have had a positive impact on ridership and revenue.

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Note: Amounts shown in thousands of dollars. Totals may not be exact due to rounding.

GENERAL FUND 2016

ACTUAL 2017

ACTUAL 2018

ACTUAL 2019

ACTUAL 2020

REVISED

Budgeted Operating Revenues

Property Taxes $75,174,948 $76,625,353 $ 79,220,412 $85,412,587 $88,077,166


Franchise Fees 44,766,245 45,563,488 47,282,423 44,796,890 46,707,829


Motor Fuel Taxes 14,915,074 15,127,235 15,444,724 15,565,071 14,460,247

Liquor Taxes 2,038,782 2,074,735 2,172,896 2,347,112 1,898,834






Rental Income 2,347,885 2,335,423 2,371,619 2,214,933 1,145,304

Reimbursements 4,074,032 6,091,461 4,988,782 8,486,257 8,328,686

Transfers In 4,874,946 6,073,192 5,874,962 5,315,938 7,428,211

Total Operating Revenues $224,492,313 $229,133,412 $238,027,894 $244,960,883 $241,477,804

Budgeted Operating Expenditures

Wages 117,575,414 118,884,880 124,281,375 125,744,871 133,550,700

Health Insurance 21,620,036 22,313,232 24,123,114 25,070,044 29,154,509

Other Benefits 25,000,169 24,653,526 25,951,242 26,083,188 30,473,390

Contractuals 45,164,930 46,112,161 43,928,284 47,313,342 43,776,005

Commodities 7,439,719 7,845,893 8,474,928 6,461,387 5,177,708

Capital Outlay 236,481 127,204 508,566 2,473,154 2,358,486

Transfers 5,920,703 7,359,264 8,259,121 10,277,713 8,000,538

Shrinkage 0 0 0 0 (10,013,532)


Operating Margin $1,534,861 $1,837,251 $2,501,263 $1,537,185 ($1,000,000)


January 1 $27,950,798 $29,485,659 $32,322,910 $34,824,173 $36,361,357

December 31 $29,485,659 $32,322,910 $34,824,173 $36,361,357 $35,361,357


Assessed Valuation $3,191,582 $3,270,189 $3,365,220 $3,479,446 $3,624,370

Increase In Assessed Valuation 1.4% 2.5% 2.9% 3.4% 4.2%

General Fund Mill Levy 24.177 24.117 24.156 25.186 25.214

Debt Service Fund Mill Levy 8.509 8.508 8.511 7.506 7.506

Total Mill Levy 32.686 32.625 32.667 32.692 32.720

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Note: Amounts shown in thousands of dollars. Totals may not be exact due to rounding.

GENERAL FUND 2021

PROPOSED 2022

PROJECTED 2023

PROJECTED 2024

PROJECTED 2025

PROJECTED

Budgeted Operating Revenues

Property Taxes $94,493,821 $95,924,463 $96,106,719 $97,144,672 $98,708,701


Franchise Fees 47,176,699 47,684,950 48,390,075 49,115,926 49,852,665


Motor Fuel Taxes 14,331,258 15,043,571 15,344,443 15,651,332 15,807,845

Liquor Taxes 1,703,914 1,908,384 1,984,719 2,064,108 2,146,672






Rent Income 860,548 861,903 879,141 896,724 914,658

Reimbursements 8,366,835 8,410,603 8,620,868 8,836,390 9,057,300

Transfers In 6,497,977 6,764,777 6,933,896 7,107,244 7,284,925

Total Operating Revenues $247,774,267 $252,460,692 $255,349,177 $259,356,705 $263,793,183

Budgeted Operating Expenditures

Wages 136,377,122 140,694,760 140,610,859 140,356,718 139,916,396

Health Insurance 29,675,144 32,075,802 34,641,867 37,413,217 40,406,274

Other Benefits 32,037,051 32,727,258 33,381,803 34,049,439 34,730,428

Contractual Expenditures 44,502,415 44,952,948 45,852,007 46,769,047 47,704,428

Commodities 5,576,363 5,561,783 5,589,592 5,617,540 5,645,628

Capital Outlay 2,291,939 2,224,179 2,235,300 2,246,476 2,257,709

Transfers 8,259,378 7,863,461 7,986,618 8,146,351 8,309,278

Shrinkage (10,945,135) (10,848,316) (11,065,282) (11,286,588) (11,512,320)


Operating Margin 0 ($2,791,183) ($3,883,587) ($3,955,495) ($3,664,637)


January 1 $35,361,357 $35,361,357 $32,570,173 $28,652,473 $24,662,184

December 31 $35,361,357 $32,570,173 $28,652,473 $24,662,184 $20,962,057






Total Mill Levy 32.720 32,720 32.720 32.720 32.720

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The General Fund is the principal fund of the City that accounts for all financial transactions not accounted for in other funds. The General Fund is one of two “taxing” funds (the other is the Debt Ser-vice Fund); property tax revenue accounts for approximately one-third of its revenues. The General Fund is authorized by KSA 79-1973. The long-term General Fund forecast is based on a variety of assumptions and variables. The forecast is an attempt to model the potential impact of current policies into the future. No attempt is made to estimate additional expenditure savings from longer-term planned actions. Likewise, any additional service demands that would result in additional expenditures are not included in the model.

A variety of both qualitative and quantitative methods are used to estimate revenues for the General Fund. Wichita State University’s Center for Economic Development and Business Research provides data that is used for several revenue streams, primarily sales tax. In addition, a consensus approach is used in revenue streams that are specific to a department. In those cases, Finance staff will typically consult with departmental staff to develop a reasonable estimate of future revenues.

For many other revenue items, qualitative professional judgment is often combined with quantitative methods, such as trend analysis and time-series forecasting. For many revenues, time-series analy-sis will provide a reasonable range, with judgment applied to develop the most appropriate estimate. For many of the major revenue sources noted below, time-series data is provided, along with additional details impacting the estimate.

Reserve policies for the General Fund target a balance equal to 10% of expenditures as the minimum. Since 1992, the balance has remained within this policy. The balance in the 2021 Proposed Budget would be 14.3% of expenditures, which is within City Council policy. The financial plan maintains a fund balance above 10% of expenditures through 2023. Since 2008, the General Fund balance has risen from $22.5 million to $36.4 million, and the General Fund has operated with a budgetary surplus each year. Reserves, as a percentage of expenditures, have increased from 11.3% in 2008 to 14.9% in 2019. The General Fund has an Economic Development subfund. For budgetary purposes, this subfund is reported separately, and reserves in this subfund are not included in this discussion. The fund balance in the Economic Development subfund totaled $1.8 million in 2019. Additionally, the City sold the Hyatt Hotel in down-town Wichita in 2016. The proceeds of this sale ($20 million) were recorded in the General Fund as a “special item.”

These proceeds were reserved for specific purposes by City Council action and are not reflected in the General Fund reserve levels shown above. All of the sale proceeds were transferred out of the General Fund at the end of 2018. As shown in the graphic above, the General Fund is projected to be structurally imbalanced beginning in 2022. If unchanged, this trend would erode fund balances during the planning period. Based on this scenario, the fund balance would fall to $21.0 million, or 7.8% of expenditures by 2025.

2020-2025 GENERAL FUND FORECAST SUMMARY REVENUES, EXPENDITURES AND ENDING BALANCE

(Dollars in Millions)

YEAR REVENUE EXPENDITURES ENDING

BALANCE* PERCENT OF EXP.

2025 $263.8 $267.5 $21.0 7.8%

2024 259.4 263.3 24.7 9.4%

2023 255.3 259.2 28.7 11.1%

2022 252.5 255.2 32.6 12.8%

2021 247.8 247.8 35.4 14.3%

2020 241.5 242.4 35.4 14.6%

2019 245.0 243.4 36.4 14.9%

2018 238.0 235.5 34.8 14.8%

2017 229.1 227.3 32.3 14.2%

2016 224.5 223.0 29.5 13.2%

2015 218.9 217.9 27.9 12.8%

2014 212.4 210.9 26.9 12.8%

2013 207.9 205.9 25.3 12.3%

2012 206.7 206.5 23.3 11.3%

2011 209.2 208.7 23.1 11.1%

2010 201.4 201.3 22.6 11.2%

2009 198.6 198.6 22.5 11.3%

2008 197.7 198.3 22.5 11.3%

2007 188.2 188.2 23.0 12.2%

2006 178.2 178.0 23.0 13.0%

2005 169.7 168.8 22.9 13.6%

2004 162.4 161.1 22.0 13.7%

* The balances shown do not include proceeds from the sale of the Hyatt hotel (which was recorded in 2016) that were reserved by the City Council for specific purposes. This reserved amount includes an additional $20 million in 2016 and $19 million in 2017.

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The most important variable in forecasting the City’s financial posi-tion in the future is wage growth. Total wage growth is comprised of a number of variables, including increases in salaries, changes in pension and health insurance costs, and changes in staffing levels. These increases can be offset by turnover, which usually reduces wage growth as long-tenured employees are replaced with employees at beginning wage levels. Prior to 2009, wages grew between 5% and 7% annually. This growth flattened to around 1% annually from 2009-2013, as cost of living raises were suspended, several functions were outsourced, a number of General Fund positions were eliminated to align capacity with service demands and to restructure management hierarchies, and positions were filled only after considerable study and review. Since 2013, growth has increased, as the City began filling positons in key service areas that had previously remained unfilled, and became much more successful at recruiting and filling commissioned positions. This has led to average growth of 2.3% annually in salaries and benefits since 2013. In the 2021 Proposed Budget, wage growth and benefit growth are expected to average 2.5% annually. Wage growth is lower than average due to the elimination of positions as well as budget savings from vacancies. Generally, slow wage growth is forecasted in the long-term, which is consistent with experience during the most recent economic downturn. This estimate is based on continuing benefit cost increases, primarily for health insurance, modest wage adjustments for City staff, and a continued strategic evaluation process for filling vacant positions. Overall, General Fund expenditures are forecasted to decrease in 2020 by 0.4% compared to 2019 expenditures and then increase by 2.2% in 2021 and 3.0% in 2022. Most of the reduction in 2020 is attributable to position vacancies, fuel price reductions, and internal service rate holidays. Generally, most of the growth in subsequent years is for wage increases and health insurance costs.

Property tax revenues are the single largest component in the General Fund revenue portfolio. Assessed valuation growth is anticipated to increase in the future, providing modest property tax revenue increases. Sales tax revenue decreases during economic downturns, and is projected to decrease by 5.7% in 2020 and remain steady in 2021 before growing again in 2022. Interest earnings are expected to decrease in 2020, based on decreases in short-term interest rates as a result of Federal Reserve action. In addition to sales tax and interest earnings, other revenue streams such as liquor taxes, charges for services, and motor fuel taxes are also expected to decrease.

Overall, General Fund revenues are projected to decrease by 1.4%in 2020 and then increase by 2.6% in 2021 and 1.9% in 2022. Property tax revenues are projected to grow as assessed valuation continues to increase. Sales tax experienced strong growth in 2018, but continues to be a concern. To date, there have been no changes in Kansas State Statutes in response to the 2018 Supreme Court decision of the South Dakota v. Wayfair case impacting remote sales.

Property tax revenues are based on the assessed valuation of taxa-ble property within the City limits. The appraised valuation is deter-mined by the County Appraiser. The assessment percentage, as prescribed by the State Constitution, is applied to derive the assessed valuation. The assessed value is then multiplied by the tax rate, expressed in terms of “mills” per $1, to derive property tax revenue. Property taxes account for over one-third of the revenues to the General Fund. Property tax receipts are directly impacted by changes in assessed valuation. Based on the estimate provided by the County Clerk, growth of 5.2% is forecasted in 2020, with continued strength in new construction, as well as modest reappraisal growth. Growth of 0.2% to 2.1% is forecasted in the 2022-2025 timeframe. Annual valuation growth has five different components. The valua-tion base for machinery and equipment is $60.6 million in 2020. Though it increased for the 2021 Proposed Budget, it is expected to continually erode, based on the legislative action in 2006 to exempt machinery and equipment from property taxation. From 2008 to 2019, this action has eroded the tax base by $223 million. Annexation can also impact valuation growth. This has had a fairly insignificant impact in the last decade. No material valuation adjust-ments due to annexation are forecasted.

2020-2022 GENERAL FUND REVENUE GROWTH COMPONENTS

(Dollars in Millions)

ITEM 2020 2021 2022

Property Tax $2.7 $6.4 $1.4

Interest Earnings (5.5) (1.4) (0.9)

Sales Tax (1.7) 0.1 1.3

Franchise Fees 1.9 0.5 0.5

Fines and Penalties (0.7) 0.5 0.7

Other (0.2) 0.2 1.7

Net Change ($3.5) $6.3 $4.7

Total Revenues $241.5 $247.8 $252.5

Percentage Increase (1.4%) 2.5% 1.9%

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The third component, new construction, has typically been the largest component of annual valuation growth. Even during the recessionary period of 2009-2013, new construction increased valuation by $260 million. As economic conditions continue to improve, new construction is projected to be largest portion of total valuation growth. The fourth component of valuation growth is reappraisal. From 2010 through 2014, reappraisal resulted in annual decreases averaging approximately 1% each year. Since 2016, reappraisal has grown at an average rate of 1.5% per year. Based on the lag often present between economic improvement and valuation growth, reappraisal growth is expected to continue in the future. The State tax lid law limits the City’s ability to capture increased revenue from reappraisal exceeding a calculated CPI amount each year. For example, the CPI for 2019 is 1.5%. However, since there are several expenditure categories exempted from the tax limit, the City will be well within the tax lid in 2020. In future years, the tax lid could limit the ability of the City to respond to non-public safety demands for increased service levels. The fifth component of valuation growth is expired abatements. This had formerly been categorized with reappraisal, but was re-categorized in 2019 since this type of growth is exempt from

property tax lid calculations. The expiration of abatements will add an estimated $8.3 million in assessed valuation in 2020. Actual property tax revenues are based on valuation multiplied by the mill levy. Although the total City of Wichita mill levy has essen-tially been unchanged for 26 years, the levy for the General Fund has fluctuated recently. Beginning in 2009, the City began shifting a portion of the levy from the Debt Service Fund to the General Fund. This increased General Fund property tax revenues. Beginning in 2013, this trend was reversed. In both 2013 and 2014, 0.5 mills

PROPERTY VALUATION COMPONENTS

TOTAL VALUATION VALUATION GROWTH COMPONENTS (Dollars in Millions)

PERSONAL PROPERTY ANNEXATION NEW CONSTRUCTION REAPPRAISAL EXPIRED

ABATEMENTS *

YEAR AMOUNT GROWTH AMOUNT GROWTH AMOUNT GROWTH AMOUNT GROWTH AMOUNT GROWTH AMOUNT GROWTH

2025 $3,984 1.6% ($6) (0.1%) $0 0.0% $49 1.2% $20 0.5% $0 0.0%

2024 $3,921 1.1% ($6) (0.2%) $0 0.0% $48 1.3% $0 0.0% $0 0.0%

2023 $3,879 0.2% ($7) (0.2% $0 0.0% $48 1.3% ($39) (1.0%) $5 0.1%

2022 $3,872 1.6% ($9) (0.2%) $0 0.0% $40 1.1% $4 0.1% $24 0.6%

2021 $3,813 5.2% $5 0.1% $0 0.0% $85 2.4% $98 2.7% $1 0.0%

2020 $3,624 4.2% ($1) 0.0% $0 0.0% $49 1.4% $89 2.6% $8 0.2%

2019 $3,479 3.4% ($10) (0.3%) $0 0.0% $66 2.0% $54 1.6% $4 0.1%

2018 $3,365 2.9% ($8) (0.3%) $0 0.0% $55 1.6% $48 1.5% NA NA

2017 $3,270 2.5% ($8) (0.3%) $0 0.0% $46 1.3% $40 1.3% NA NA

2016 $3,192 1.4% ($13) (0.4%) $1 0.0% $44 1.4% $12 0.4% NA NA

2015 $3,148 0.8% ($21) (0.6%) $0 0.0% $45 1.4% $0 0.0% NA NA

2014 $3,124 0.4% ($13) (0.4%) $0 0.0% $35 1.2% ($9) (0.3%) NA NA

2013 $3,111 (1.3%) ($7) (0.2%) $0 0.0% $32 1.0% ($66) (2.1%) NA NA

2012 $3,152 0.0% ($8) (0.3%) $0 0.0% $33 1.0% ($23) (0.7%) NA NA

2011 $3,150 0.0% ($33) (1.0%) $1 0.0% $39 1.2% ($8) (0.3%) NA NA

2010 $3,151 0.2% ($35) (1.1%) $1 0.0% $71 2.3% ($32) (1.0%) NA NA

2009 $3,146 5.1% ($31) (1.0%) $13 0.4% $85 2.8% $87 2.9% NA NA

* Categories correspond to notice of assessed valuation provided by County clerks by State Statute. Expired Abatements was added as a category in 2019.

$1.0$1.5$2.0$2.5$3.0$3.5$4.0$4.5

2011 2013 2015 2017 2019 2021 2023 2025

ASSESSED VALUATION 2011 - 2025(Dollars in Billions)

Note: 2020 - 2025 are projected

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were shifted back to the Debt Service Fund. The mill levy shift, cou-pled with the low projected property valuation growth, resulted in declining General Fund property tax revenues in 2013 and 2014. This was mostly offset by higher property tax revenues for the Debt Service Fund during 2013 and 2014. In 2019, one mill was shifted from the Debt Service Fund to the General Fund to implement Phase I of the Police staffing study.

Franchise fee revenue is based on agreements between the City and utility providers. Generally, the agreements provide long-term access to City easements in exchange for a portion of gross revenues or other considerations. Franchise fees are expected to grow by 4.3% in 2020, 1.0% in 2021, and 1.1% in 2022.

Forecasting franchise fees is complicated by several significant fac-tors affecting utility gross revenues: weather conditions, economic activity, rate setting approvals, and the price of natural gas. Natural gas franchise fees are expected increase by 20% based on new franchise agreements with utilities. However, longer term, natural gas franchise fees are budgeted with no growth. Electric franchise fees are significantly impacted by the weather, particularly during the summer months. Long-term growth of 1% annually is expected in the based on usage and rate changes. Water and Sewer franchise fees are based on estimated utility rate increases through the planning period. These estimates are based on the Cost of Service Analysis (COSA) that has been presented to the City Council annually. AT&T (formerly SBC) franchise fees are based on a fixed rate per line. The number of lines has constantly decreased in recent years with the proliferation of non-land line communications. The result has been declining franchise fees. This is offset partially by stability in video franchise fees from AT&T. Overall, AT&T franchise fees are expected to decline throughout the planning period. Cable TV franchise fees have declined by a average of 5% per year for the last five years. Technology advances have created increased competition for Cable TV providers, which has led to static City franchise fee collections. Cable TV franchise fee revenues for the City peaked in 2015. The forecast assumes a modest decline in this revenue of 1%-5% from the 2019 base.

This tax is based on KSA 79-5101 et seq., which provides for 20 classes in which all vehicles are valued. The taxable value of the vehicles is defined as 20% of the class value. Revenues are driven primarily from valuation, which in turn is based on the level and type of vehicle sales. Motor vehicle tax receipts have historically grown at over 3% annually. However, revenues tend to be economically sensitive. In addition, motor vehicle tax receipts are allocated among the City’s two taxing funds based on the level of taxes levied. Because this revenue source lags, growth of 3% is forecast for 2020, followed by a reduction of 3% in 2021. For 2022 forward, organic growth in motor vehicle tax revenues is expected to be 3% annually.

Sales tax revenues are generated by the City’s share of the county-wide one-cent sales tax. This sales tax is the result of a referendum approved by Sedgwick County voters in 1985. One cent is collected county-wide, of which the City receives approximately 58.0%. The City does not levy a City-wide sales tax. Of the sales tax received by the City, one-half is credited to the General Fund and one-half to the Sales Tax Construction Pledge Fund. This is consistent with the pledge made in 1985.

$30$40$50$60$70$80$90

$100$110

2011 2013 2015 2017 2019 2021 2023 2025

PROPERTY TAX REVENUE 2011 - 2025(Dollars in Millions)


$0

$10

$20

$30

$40

$50

$60

2011 2013 2015 2017 2019 2021 2023 2025

FRANCHISE FEES 2011- 2025(Dollars in Millions)


$6

$8

$10

$12

$14

2011 2013 2015 2017 2019 2021 2023 2025

MOTOR VEHICLE TAX REVENUE 2011 - 2025(Dollars in Millions)


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Sales tax receipts generally have a degree of economic sensitivity. During recessionary periods, revenues tend to remain flat or decline slightly. In addition, fluctuations in growth can occur due to timing differences in the State distribution methodology of sales taxes collected. From 2006 to 2015, sales tax revenues grew at an average of 2.5% per year. However, beginning in the third quarter of 2016, sales tax revenue began to slow, with total growth in 2016 of only 1.2% and a decline of 1.6% in 2017. However, sales tax grew by 3.4% in 2018. The track record of sales tax receipts over the past several years is believed to be due in part to the significant increase in remote retail transactions—many of which are not taxed.

Due to economic conditions, a 6% reduction in local sales tax revenue is projected for 2020, followed by no growth in 2021. Growth of 4.6% is projected for 2022, which is consistent with forecasts from the Wichita State University Center for Economic and Business Research. Sales tax collections are not expected to return to 2019 levels until 2023.

Projected sales tax collections could be impacted by any legislative changes made to the statutory exemptions from sales taxes. In addition, unanticipated changes in economic activity could negatively impact sales tax collections. Finally, the distribution ratio is based on the taxing efforts of the 19 cities within Sedgwick County, as well as the County itself. Any significant changes in taxing efforts in these jurisdictions could impact the City’s sales tax receipts.

The City receives state-shared revenue from three sources currently: state motor fuel taxes, state liquor taxes, and KLINK and LINK payments for street maintenance. State motor fuel tax collections are based on wholesale gallons sold, not the value or price of the gallons sold. Since 2000, the number of gallons of fuel consumed in Kansas has been relatively static at approximately 1.7 billion annually. The tax rates have also been unchanged since 2003 (rates increased from 20 cents per gallon of gasoline in 2000, 21 cents in 2001, 23 cents in 2002, and to the current 24 cents in 2003). The state distribution formula for the motor fuel tax was adjusted from 2001 to 2003, largely offsetting any benefit to City revenues from the increased tax rate. Since 2003, the distribution formula has remained unchanged.

Of total state motor fuel tax receipts, 33.63% is allocated for cities and counties. Of that amount, 57% is provided to counties, and 43% is provided to cities. The amount for cities is allocated based on the ratio of city population to total population of all cities in the state. The county distributions are made with $5,000 going to each county, in addition to a proportional distribution based on motor vehicle registration fees, daily vehicle miles traveled, and total road miles. Of the amount received by Sedgwick County, 50% is distributed to the 19 cities in Sedgwick County based on population.

Motor fuel tax revenues reached $15.7 million in 2007, and have decreased since. The decrease in 2009 was largely due to action by the State Legislature that effectively reduced motor fuel tax receipts for the City of Wichita by approximately $1 million. With the moderate cost of fuel and increased economic activity, gas tax receipts have begun to increase slightly over the past several years. Due to the stay-at-home order and social distancing, a reduction of 8% is forecasted for 2020, flowed by a slight reduction in 2021 due to the lagging nature of collections. Growth of 5% is expected in 2022, followed by 2% growth in subsequent years. Revenue is forecasted to reach 2019 levels in 2024.

State liquor tax receipts are based on KSA 79-41a04. Per statute, 70% of the liquor excise taxes collected in Wichita are redistributed to the City. One-third of the redistributed amount is credited to the City’s General Fund, with equal thirds credited to the Special Alcohol Fund and the Special Park and Recreation Fund. Liquor tax receipts have historically grown around 5% each year, and tend to be counter-cyclical, as well as relatively volatile. Since 2012, revenues have grown relatively consistently and with less volatility. The stay-at-home order and social distancing are expected to have a significant impact on this revenue type, with a reduction of 19% forecasted for 2020 and a reduction of 10% in 2021. Growth of 12% is expected in 2022, followed by 4% growth thereafter. Revenue is not expected to reach 2019 levels after 2025.

Revenues are generated from two sources: the collection of Court assessed fines and penalties and the collection of Library fines and fees. Court revenues can vary considerably, depending on enforce-ment activity, judicial disposition of cases, participation of defendants in diversion programs, and the collection rate of court ordered assessments.

$16

$21

$26

$31

$36

2011 2013 2015 2017 2019 2021 2023 2025

LOCAL SALES TAX REVENUE 2011- 2025(Dollars in Millions)


$12

$13

$14

$15

$16

$17

$18

2011 2013 2015 2017 2019 2021 2023 2025

MOTOR FUEL TAX REVENUE 2011 - 2025(Dollars in Millions)


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Court revenues totaled $7.6 million in 2019. Court fines and penalties are expected to decrease in 2020 due to the closure of Municipal Court from mid-March to late May, followed by growth in future years. Library fines are projected to decrease by 51% due to being closed for that same period. When the libraries opened in late May, only limited services were offered.

City ordinances require licenses and permits for a variety of activi-ties. Generally, these revenues fall into four categories: dog licenses, alarm system licenses and fees, curb cut permits, and all other permits and licenses. Over the years, most of the fluctuations have occurred in alarm fees and curb cut permits. Revenues are expected to be $2.5 million in 2020, compared to $2.7 million col-lected in 2019. Additional growth is likely in the future, as staff con-tinue to examine City costs related to licensed activity, to ensure that rates are set equitably and in order to recover City costs.

Revenue from this source is derived from a number of services pro-vided for a fee to citizens, as well as fees charged to City enterprise funds. Fluctuations in this revenue source are primarily from partici-pation in recreation programs, changes in program fees, the calculation of engineering overhead, and the number of pavement cuts required each year. Revenues are projected to reach $13.8 million in 2020, with modest annual increases projected each year. Engineering overhead is based on prior year expenditures for engineering services related to CIP activities; hence, fluctuations in this source are directly related to fluctuations in expenditures. Likewise, curb cut revenue is directly related to expenditures incurred by Public Works & Utilities Engineering to perform the curb cuts. This revenue tends to fluctuate based on service demands. Public safety charges are assessed to each enterprise fund opera-tion and are calculated to reimburse the General Fund for the equivalent cost of providing public safety service to each operation. The fees are recalculated annually based on the cost of providing public safety services in the General Fund and the valuation of each proprietary fund. For 2020, these fees are budgeted to generate $8.3 million in revenue.

Revenues from this source are based mostly on the cost allocation plan performed annually by an outside consultant. This plan, required under OMB Circular A-87, allocates overhead costs of administrative services to other funds in order to facilitate full cost accounting. The charges are reviewed annually and updated or changed as necessary, based on the cost allocation plan. Based on the cost allocation plan derived the 2018 Comprehensive Annual Financial Report, the revenues in 2021 are projected to be $4.4 million.

Transfers to the General Fund are typically made to reimburse the General Fund for support provided to other services or to facilitate full cost accounting. Transfers generally fall into four categories: transfers from the Special Park and Recreation Fund to offset General Fund recreation costs; transfers from the Convention and Tourism Fund for eligible activities; transfers from the Landfill Post Closure Fund, dependent on the amount of the post closure liability; and other miscellaneous transfers. For 2021-2022 there will be transfers in from the Pension Reserve of $500,000 per year to moderate pension rate increases.

Revenues are impacted by the size of the investment pool and the interest rate environment. The Federal Reserve raised rates six times during the 18-month period from June 2017 to December 2018, which improved the City’s interest earnings. Since July 2019, interest rates have been lowered five times. In 2019, $10 million was received. Due to the duration of the portfolio, the impact of interest rate cuts will impact revenue over time. The projected amount for 2020 is $4.5 million, decreasing to $3.2 million in 2021 and $2.2 million in 2022.

The City leases a variety of real estate, including office space, garage space, and athletic fields. Due to the anticipated privatization of Century II, this revenue will decrease in 2021 to $0.9 million. Rental activity at Recreation Centers is anticipated to recover in 2021.

As the name implies, reimbursement receipts are intended to reimburse the General Fund for activities provided for non-General Fund or external services. A significant reimbursement is received from the Wichita Public Schools (USD 259) for 50% of the cost of seven Police School Resource Officer positions based on a Memorandum of Agreement. This revenue is expected to total $0.4 million in 2021. Additionally, $3.2 million is included in reimbursements for other positions, such as the Call Center and staffing for the Environmental Remediation TIFs. Total reimbursement revenue is projected to be $7.6 million in 2021.

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The Debt Service Fund is the City’s second taxing fund; the other being the General Fund. Property tax revenue accounts for approximately 30% of revenues. The Debt Service Fund is authorized by KSA 12-1,118. The Debt Service Fund is the situs for debt payments on most City general obligation (GO) debt. Generally, this debt falls into three categories: GO at-large debt, which is financed through property taxes and motor vehicle taxes; special assessment debt, which is financed through special assessments paid by property owners in improvement areas; and other GO at-large debt, which is financed by transfers from other funds into the Debt Service Fund. The largest component of this “other” GO at-large debt is bonds financing freeway improvements that are funded by transfers from the Local Sales Tax Fund. TIF debt and debt issued and funded by the Transient Guest Tax Fund are also included in other GO at-large debt.

Funding sources for debt payments include property taxes, sales taxes, transfers from other funds, special assessments, and other revenue.

Property tax revenues are based on the assessed valuation of taxable property within the city limits. The appraised valuation is determined by the County Appraiser. The assessment percentage, as prescribed by the State Constitution, is applied to derive the assessed valuation. The assessed value is then multiplied by the

tax rate (expressed in terms of “mills” per $1) to derive property tax revenue. Property taxes account for over approximately 30% of the revenues to the Debt Service Fund. The primary considerations in estimating property tax revenues are the mill levy rate and the projected assessed valuation. After remaining relatively unchanged from 2009 to 2014, property valuation began rising in 2015. Growth of 5.2% is included for 2021. However, weakness in valuation is expected over the next few years, with slightly higher growth longer term. Minor Annual fluctuations are expected, largely due to expiring IRB and EDX

exemptions, as well as the closure of TIF districts.

The mill levy rate for the Debt Service Fund in 2020 is set at 7.506, based on the 2020 Adopted Budget. However, the rate is estimated to decrease to 7.0 mills in 2021 and 2022, before increasing back to

7.5 mills in 2023.

This tax is based on KSA 79-5101 et seq., which provides for 20 classes in which all vehicles are valued. The taxable value of the vehicles is defined as 20% of the class value. Revenues are driven primarily from valuation, which in turn is based on the level and type of new vehicle sales, as well as the change in the total number of vehicles. The tax rate on vehicles is the average county-wide mill levy (not including the 20 mill state component for school district property taxes), with the City receiving a share proportionate to the City’s taxing effort as a ratio of the taxing effort of all other jurisdictions within the county. Motor vehicle tax receipts have historically grown at over 3% annually. However, revenues tend to be economically sensitive. The forecast assumes a decline in growth of 2.5% during the planning period. By State statute, motor vehicle taxes are allocated based on the ratio of the taxes levied in each taxing fund. The portion of the mill levy rates for the General Fund and Debt Service Fund is expected to change in 2021, with the shift of one half mill from the Debt Service Fund to the General Fund. This will resulted in a decline in motor vehicle taxes for the Debt Service Fund in 2021. Likewise, in 2023 a larger than normal increase in motor vehicle taxes is expected, concurrent with the shift of 0.5 mills back to the

Debt Service Fund.

These assessments fund capital improvement projects approved by the City Council. When a petition is approved, the cost of that project is assessed based on the petition. Those assessments are then collected annually from property owners benefiting from the improvements. Typically, assessments last for 15 years, matching the term of the bonds used to finance the improvements. Although the collection rate on special assessments averages 95%, some amounts are not collected in the years they are assessed. These amounts are reflected in the special assessment delinquencies timeline.

ESTIMATED ASSESSED VALUATION

YEAR TOTAL VALUATION PERCENT CHANGE

2030 $4,386,491,121 2.00%

2029 $4,300,481,491 2.00%

2028 $4,202,396,612 2.00%

2027 $4,133,488,553 1.65%

2026 $4,066,360,181 2.06%

2025 $3,984,327,305 1.61%

2024 $3,921,286,699 1.08%

2023 $3,879,361,633 0.20%

2022 $3,872,080,000 1.55%

2021 $3,812,921,629 5.20%

2020 $3,624,370,098 4.17%

2019 $3,479,445,916 3.39%

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Transfers to the Debt Service Fund are typically made to offset the cost of GO at-large debt service for projects related to a specific funding source. These transfers are primarily from TIF funds, to service debt on TIF-related projects; from the Tourism and Convention Fund, to pay off bonds issued for convention center projects; or from the Local Sales Tax Fund, to finance GO bonds issued for CIP projects (primarily U.S. 400/Kellogg) paid from the City’s share of the one-cent county-wide sales tax. The specific transfers are itemized below:

T&C Fund: Transient Guest Tax Fund revenues are used to offset costs associated with GO bonds issued for the

conference center and other related projects.

East Bank TIF: This transfer offsets the debt service on bonds issued for improvements largely for the WaterWalk project near

Century II on the east bank of the Arkansas River.

Gilbert and Mosley TIF: This transfer funds the debt service for costs associated with the investigation and remediation of groundwater contamination located within the Gilbert and

Mosley Site Redevelopment District.

Old Town Cinema TIF: This transfer funds the debt service on the Old Town Cinema Parking Garage and anticipated debt

service for other recent improvements in this TIF.

Northeast Redevelopment TIF: This transfer reimburses the

Debt Service Fund for debt incurred in this TIF.

Center City TIF: This transfer reimburses the Debt Service Fund for payment of debt service for the Douglas Place

Project.

Ken Mar TIF: This transfer reimburses the Debt Service Fund

for debt incurred for this TIF project.

Douglas and Hillside TIF: This transfer reimburses the Debt

Service Fund for prior payment of debt service.

Parking Fund: These transfers are made to finance applicable garages, including the City Hall Parking Garage and the Hotel

at Old Town Garage.

Local Sales Tax Fund: General Obligation/Local Sales Tax bonds are issued mainly to finance the construction of the U.S. 400/Kellogg freeway. These bonds are serviced by funds collected pursuant to Sedgwick County resolution 167-1985, which authorized a one-cent county-wide sales tax. Sales tax receipts are initially accounted for in the Sales Tax Construction Pledge Fund, and the amount necessary to meet debt service requirements is transferred to the Debt Service

Fund annually.

This revenue is relatively unpredictable, and generally consists of premiums received on bond issuances, interest earnings and remaining funds from closed projects.

Expenditures from the Debt Service Fund are for the retirement of debt, and other related costs. This includes the retirement of temporary notes (pay-as-you-go) and scheduled debt service for bonds issued by the City. Estimated amounts for new debt service are budgeted, consistent with projections included in the City’s

Capital Improvement Program (CIP).

Revenues By Sources / Expenditures By Category

2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Property & Motor Vehicle Taxes $29,855,190 $30,326,654 $30,184,943 $29,330,374 $29,753,012


Transfers & Reimbursements 20,154,367 17,928,093 17,011,226 16,850,237 18,808,252

Other 2,271,911 2,200,000 1,000,000 1,000,000 1,000,000

REVENUES $77,366,185 $78,211,110 $73,298,585 $72,910,273 $75,521,573

Existing Debt Service 57,451,117 50,156,107 56,669,175 51,639,258 49,394,217

Temporary Notes 19,151,474 29,984,028 24,000,000 26,000,000 16,000,000

New Debt Service 0 9,177,468 0 6,031,132 13,490,458

EXPENDITURES $76,602,591 $89,317,602 $80,669,175 $83,670,390 $78,884,676

75


The Debt Service Fund balance can vary significantly, based on a variety of factors. The City strives to maintain a fund balance sufficient to provide flexibility to finance CIP projects efficiently (either through the issuance of debt, or the use of pay-as-you-go financing). Although there is relatively little volatility in debt service fund tax revenues (property taxes and motor vehicle taxes), maintaining an appropriate balance is also important for liquidity considerations. The fund balance must also be balanced against potential arbitrage considerations. The fund balance is expected to fluctuate over the planning period based mainly on the use of pay-as-you-go (cash financing) each year. It is important to note that State Law requires the City to budget a fund balance of less 5% of expenditures in the budget year (2021 in this case).

The Debt Service Fund is responsible for debt service on General Obligation (GO) at-large bonds, as well as GO bonds backed by TIF revenues, special assessments, transient guest tax revenues and local sales tax revenues. Generally, debt service for the City’s utilities is financed directly from the applicable enterprise fund. The table below reflects not only Debt Service Fund expenditures, but all

other related debt service included in the 2021 Proposed Budget.

Funding sources for debt payment include property taxes, sales taxes, transfers from other funds, special assessments, and interest earnings.

The City’s Debt Policy states that:

Long-term borrowing (bonds) is confined to capital improvements and self-insurance programs;

Short-term debt is used for bond anticipation purposes;

Revenue bonds are issued for projects for certain enterprise funds;

An aggressive retirement program be maintained for existing debt, 10 years for City at-large debt, and 15 years for most special assessment debt;

General obligation debt finances general purpose public improvements that cannot be financed from current (pay-as-you-go) revenues;

Special assessment general obligation debt is used to finance special benefit district improvements; and

A minimum Debt Service Fund reserve of $3 million is planned to be maintained.

Debt Service Expenditures by Fund

2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Debt Service Fund $76,602,591 $89,317,602 $80,669,175 $83,670,390 $78,884,676

Stormwater Utility Fund 2,766,543 2,692,502 2,692,502 2,081,518 2,077,045

Sewer Utility Fund 20,607,669 20,977,247 20,086,008 21,543,770 24,263,118

Water Utility Fund 32,200,175 35,873,138 33,188,109 33,891,437 37,823,573

Airport Fund 11,316,328 8,882,823 7,886,104 8,616,440 8,674,273

TOTAL $143,493,306 $157,743,312 $144,521,898 $149,803,555 $151,722,685

Note: All debt service expenditures are presented by fund and for the budget years. Expenditure figures include principal and interest payments, as well as other financing costs. Totals may not sum due to rounding.

76


A component of the debt policy is compliance with the legal debt limit. Based on State law (K.S.A. 10-308), bonded indebtedness is not to exceed 30% of the sum of taxable tangible property valuation and motor vehicle assessed valuation within the jurisdiction. In 2019, the City’s debt applicable to the State Debt Limit was $340.7 million, or $854.0 million below the debt limit. The City’s applicable debt represented 27.81% of the total legal limit. The City’s compliance with the legal debt limitation is detailed in the table to the right.

STATEMENT OF LEGAL DEBT MARGIN AS OF DECEMBER 31, 2019

(IN THOUSANDS)

A 2019 Tangible Valuation $3,624,369

B 2019 Motor Vehicle Property – Assessed Valuation 458,988

C EQUALIZED TANGIBLE VALUATION FOR COMPUTATION

OF BONDED INDEBTEDNESS LIMITATIONS (A+B=C) $4,083,357

D DEBT LIMIT - 30% OF EQUALIZED TANGIBLE

VALUATION (C*30%=D) $1,225,007

TOTAL DEBT $1,109,461

Debt Applicable to Limit:

E General Obligation Bonds $371,496

F Less: Amount for Repayment (30,768)

G LEGAL APPLICABLE DEBT (E-F=G) $340,728

H LEGAL DEBT MARGIN (D-G=H) $884,279

I TOTAL LEGAL APPLICABLE DEBT AS A PERCENTAGE

OF DEBT LIMIT (G/D=I) 27.81%

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DEBT SERVICE FUND 2016

ACTUAL 2017

ACTUAL 2018

ACTUAL 2019

ACTUAL 2020

REVISED

Budgeted Revenues Property Taxes $26,418,493 $27,009,018 $27,893,450 $25,536,925 $26,424,705

Motor Vehicle Taxes 4,091,545 4,091,442 4,194,134 4,318,265 3,760,238 Special Assessments 28,539,331 28,343,388 27,201,708 25,084,727 27,729,662 Interest Earnings 0 115,448 0 0 0

Transfers In 26,083,072 24,908,501 20,632,796 20,154,357 16,850,237

Other Revenue $9,359,195 7,168,679 2,244,809 2,271,911 1,000,000

Total Revenues $94,491,636 $91,636,476 $82,166,897 $77,366,185 $73,298,584


GO Debt Service (existing) 16,256,926 16,230,666 16,185,114 16,891,209 17,393,309

GO-SA Debt Service (existing) 27,179,575 26,312,070 26,153,628 24,970,624 24,534,727

GO-LST Debt Service (existing) 22,478,975 22,066,531 17,956,606 14,489,516 13,611,371

Refunded Bonds 0 6,485,000 0 0 0

Other 539,749 2,088,622 746,580 1,129,768 1,129,768

Temporary Note Repayment 16,731,304 18,782,373 22,142,837 19,151,474 18,000,000

GO Debt Service (new) 0

GO-SA Debt Service (new) 0

GO-LST Debt Service (new) 0

Total Expenditures $83,186,529 $91,965,262 $83,184,765 $76,602,591 $74,669,175

Operating Margin $11,305,107 $(328,786) $(284,932) $763,594 $(1,370,590)


January 1 $10,668,353 $21,973,460 $21,644,674 $21,359,742 $22,123,336

December 31 $21,973,460 $21,644,674 $21,359,742 $22,123,336 $20,752,745





Total Mill Levy 32.686 32.625 32.667 32.692 32.720

78


DEBT SERVICE FUND 2021

PROPOSED 2022

PROJECTED 2023

PROJECTED 2024

PROJECTED 2025

PROJECTED

Budgeted Revenues

Property Taxes $25,998,962 $26,388,286 $28,259,500 $28,555,071 $28,999,508



Interest Earnings 0 0 0 0 0

Transfers In 16,850,237 18,808,252 17,238,522 19,166,352 21,682,034

Other Revenue 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000

Total Revenues $72,910,273 $75,521,573 $76,790,608 $80,161,666 $84,463,983


GO Debt Service (existing) 10,853,598 10,866,462 8,640,513 7,564,830 6,318,651

GO-SA Debt Service (existing) 22,336,719 17,753,038 13,641,708 13,548,394 12,798,277

GO-LST Debt Service (existing) 17,319,173 19,644,950 17,406,110 15,602,388 13,991,301

Refunded Bonds 0 0 0 0 0

Other 1,129,768 1,129,768 1,129,768 1,129,768 1,129,768

Temporary Note Repayment 18,000,000 18,000,000 17,000,000 15,099,110 18,000,000

GO Debt Service (new) 3,144,604 6,369,972 9,862,699 9,862,700 11,257,361

GO-SA Debt Service (new) 2,886,528 5,773,056 8,659,584 11,546,112 14,432,640

GO-LST Debt Service (new) 0 1,347,430 2,500,273 3,831,042 6,275,208


Operating Margin $(2,760,117) ($5,363,103) ($2,050,047) $1,977,322 $260,775


January 1 $20,752,745 $17,992,629 $12,629,524 $10,579,477 $12,556,799

December 31 $17,992,629 $12,629,524 $10,579,477 $12,556,799 $12,817,575





Total Mill Levy 32.720 32,720 32.720 32.720 32.720

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The Economic Development Fund is a subfund of the General Fund. However, it is displayed and forecasted separately in the City’s budget. The fund was initially created to isolate expenditures made for economic development purposes to ensure that industrial revenue bond (IRB) fees and charges were expended appropriately. Later, the City’s property management activities were consolidated into this fund. The fund was consolidated into the General Fund in 2012 in accordance with GASB 35. Revenues to the fund consist of administrative fees charged for management support of IRBs and community improvement districts, as well as fees charged for administering property management activities. In the past, the General Fund has subsidized this fund with an annual transfer. This is not expected to continue in the future. Administrative fees are expected to increase, to enhance cost recovery of provided related services. In addition, based on City Council policy, a portion of the sale of surplus property is credited to this fund. This stream is conservatively estimated in the financial plan. Finally, the fund has adequate reserves to buffer any structural imbalance during the planning period.

Economic Development Subfund Overview

On an operating cost basis, this subfund is projected to be structurally imbalanced. New lease agreements, a higher level of property sales, or changes in rates for administrative fees would impact the fund balance favorably.

2019

ACTUAL

2020

REVISED

2021

PROPOSED

2022

PROJECTED

2023

PROJECTED

2024

PROJECTED

2025

PROJECTED

Revenues

Charges for Service $1,449,839 $1,485,750 $1,485,750 $1,585,750 $1,601,608 $1,617,624 $1,633,800

Total Revenues $1,449,839 $1,485,750 $1,485,750 $1,585,750 $1,601,608 $1,617,624 $1,633,800

Expenditures

Eco Devo Support $1,595,694 $1,646,846 $1,664,968 $1,704,593 $1,721,639 $1,738,855 $1,756,244

Total Expenditures $1,595,694 $1,646,846 $1,664,968 $1,704,593 $1,721,639 $1,738,855 $1,756,244

Operating Margin ($145,855) ($161,096) ($179,218) ($118,843) ($120,032) ($121,232) ($122,444)

Beginning Balance $1,772,079 $1,626,224 $1,465,128 $1,285,910 $1,167,067 $1,047,035 $925,803

Ending Balance $1,626,224 $1,465,128 $1,285,910 $1,167,067 $1,047,035 $925,803 $803,359

80


State Statute 12-1693 allows cities to levy a transient guest tax, while KSA 12-1694 requires these proceeds to be credited to a tourism and convention promotion fund. The City of Wichita char-tered out from state statute with Charter Ordinance 221, which established the City’s Tourism and Convention Fund. Revenues to the fund are derived primarily from a 6% guest tax that is levied by the City of Wichita. Over the last twenty years, annual revenue growth has averaged over 4%. However, due to the Covid-19 pandemic, guest tax revenues are projected to have significant reductions of 31% in 2020 and 25% in 2021 from 2019 revenues. This fund is experiencing a relatively high amount of volatility, due primarily to economic sensitivity. Annual revenue growth of 2% is forecasted for the future beginning in 2023. Approximately 40% of expenditures fund a contract with the Visit Wichita Convention and Visitors Bureau (Visit Wichita). In addition, the fund covers the operating losses of the Convention Center, offsets maintenance costs for cultural facilities, and funds other expenditures that promote tourism in Wichita. Expenditures are assumed to grow based upon inflationary increases, and fund revenues are projected to be well positioned to support all current operating commitments. The fund is also used for cash payments and debt service related to designated capital improvement projects. Currently, the Fund has very little outstanding debt. It is anticipated that the fund will have adequate balances beginning in 2023 to fund future improvements programmed in the 2021-2030 Proposed Capital Improvement Program with cash.

Tourism and Convention Fund Overview

The Transient Guest Tax Fund is experiencing a significant revenue reduction in 2020 and 2021 due to Covid-19 pandemic. Based on conservative revenue growth, estimated at 2% annually beginning of 2023, the fund can sustain current Visit Wichita contractual relation-ships, funding for convention center operating losses, cultural facility subsidies and existing debt service. The fund is expected to have an adequate reserves again beginning in 2023 to cash fund budgeted CIP improvements.

2019

ACTUAL

2020

REVISED

2021

PROPOSED

2022

PROJECTED

2023

PROJECTED

2024

PROJECTED

2025

PROJECTED

Revenues

Guest Tax Revenues $7,848,555 $5,358,738 $5,813,627 $7,263,462 $7,408,731 $7,593,950 $7,783,798

Total Revenues $7,848,555 $5,358,738 $5,813,627 $7,263,462 $7,408,731 $7,593,950 $7,783,798

Expenditures

Contractual Payments $2,955,135 $2,028,136 $2,380,000 $2,380,000 $2,431,809 $2,480,445 $2,530,054

Convention Center 2,348,630 3,230,549 810,111 827,223 852,040 877,601 903,929

Cultural Facilities 761,760 1,643,886 3,022,448 3,067,397 3,128,745 3,191,320 3,255,146

Other 1,761,385 504,126 298,626 844,126 850,000 850,000 850,000

Existing Debt Service 102,788 107,163 111,288 115,163 118,788 122,163 125,288


Operating Margin ($81,143) ($2,155,122) ($808,846) $29,554 $27,350 $72,421 $119,381

Beginning Balance $3,375,418 $3,294,275 $1,139,154 $330,308 $359,862 $387,212 $459,633

Ending Balance $3,294,275 $1,139,154 $330,308 $359,862 $387,212 $459,633 $579,014

81


This fund is created pursuant to KSA 79-41a04. In 1979, the State Legis-lature imposed a 10% tax on the sale of liquor in clubs. Seventy percent of the proceeds collected from the tax are distributed to local units of gov-ernment, based on the location from which the liquor is sold and con-sumed. Of the taxes distributed by the State, one-third is credited to the Special Alcohol Fund (with the other thirds distributed to the Special Park and Recreation Fund and the General Fund). Based on state statute, the proceeds must be used for the purchase, establishment, maintenance, or expansion of services or programs whose principal purpose is alcoholism and drug abuse prevention and education, alcohol and drug detoxification, intervention in alcohol and drug abuse, or treatment of persons who abuse alcohol or drugs or are in danger of abusing alcohol or drugs. Receipts to the fund are volatile. The State’s tax rate (10% of gross sales) and the portion of total receipts distributed by the State to local units of government (70% of State collections) has remained unchanged since 1985. Annual revenue growth has varied and even declined in certain years. Steady growth has been experienced in recent past, but is expected to decline in 2020 due to the stay-at-home period and so-cial distancing. Because of the three-month lag in the receipt of revenues, 2021 is forecasted to have lower revenue than 2020. Modest growth is expected in 2022, with a return to 4% annual growth starting in 2023. The majority of expenditures are based on contractual ar-rangements with service providers and reimbursements for local government programs. Provider allocations are projected to be sustainable at current levels. Additional capacity is available in the 2020-2022 period for funding court programs that focus on drug and alcohol treatment, but that funding will be phased out starting in 2022 in order to ensure fund sustainability. Due to revenue volatility and cash flow challenges (distributions are received quarterly from the State), the targeted fund balance is at least 25% of annual expenditures. Transfers out of this fund increase in the 2020-2022 planning period to reimburse eligible costs in Municipal Court and the Law Department Prosecution Division. Unless revenue increases at a rate greater than is forecasted, this approach will need to be reviewed in 2022.

Special Alcohol Fund Overview

The Special Alcohol Fund is projected to be structurally balanced and sustainable with an appropriate fund balance. Maintaining a sizable balance in this fund is important for cash flow purposes and to mitigate the impact of considerable revenue volatility. Any unforeseen changes in State statue (impacting the tax rate or the

distribution formula) could have a material impact on the fund.

2019

ACTUAL

2020

REVISED

2021

PROPOSED

2022

PROJECTED

2023

PROJECTED

2024

PROJECTED

2025

PROJECTED

Revenues

Liquor Tax $2,347,112 $1,898,834 $1,703,914 $1,908,383 $1,984,718 $2,064,107 $2,146,671

Other 331 0 0 0 0 0 0

Total Revenues $2,347,443 $1,898,834 $1,703,914 $1,908,383 $1,984,718 $2,064,107 $2,146,671

Expenditures

Contractual Providers $1,672,281 $1,755,082 $1,755,082 $1,755,082 $1,825,285 $1,898,297 $1,974,229

Reimbursements of City

Programs 182,045 534,252 531,532 302,905 308,963 315,142 321,445


Operating Margin $493,117 ($390,500) ($582,700) ($149,604) ($149,530) ($149,332) ($149,002)


Ending Balance $1,865,264 $1,474,764 $892,064 $742,460 $592,930 $443,597 $294,595

82


The City is authorized by KSA 12-2104 to establish a fund for the collec-tion of refuse. Currently, this fund is used to finance the operations of the City’s construction and demolition (C&D) landfill, which had historically been operated by a contractor. However, the landfill is currently being directly managed by City staff, which is a model that is expected to con-tinue. Revenues to the fund depend primarily on tipping fees received from customers. The current tipping fee of $34.50 per ton was established by City Council action on October 11, 2016. The entire fee is received by the City under the direct management model, with $1 per ton being dis-tributed to the State of Kansas as required by state permit conditions. Market conditions (changes in the market price or demand) could materially affect the forecast, either positively or negatively. The existing spending level appears sustainable. Neighborhood and alley cleanups as well as Illegal dumping mitigation efforts by the City are financed from this fund. Operating costs are expected to decrease in 2019, after several years of significant capital expenditures. Based on cleanup activity and program guidelines, as approved by the City Council on March 4, 2014, the current budgeted level of activity is expected to be sustainable. Fund reserves are maintained as a buffer against unforeseen revenue volatility. In addition, reserves would be used to finance any adverse changes in the estimated post closure liability for the C&D landfill. Reserves are projected to erode although, annual under-expenditures of budgeted amounts will most likely occur. In addition, modest tipping fee and service strategy adjustments could be made to rectify a structural imbalance. Staff will continue to monitor tonnage receipts, evaluate service strategies, and recommend adjustments as appropriate. The Land-fill Post Closure Fund cares for sites after operations cease; transfers to that fund are made when there is available balance in order to main-tain reserves for future liabilities.

Landfill Fund Overview

The Landfill Fund is projected to be sustainable through the plan-ning period. Revenues are projected to remain relatively static, growing only by 1% annually. The cost of operating the landfill is financed from this fund. Finally, neighborhood and alleyway cleanups and illegal dumping mitigation efforts are financed by this fund. The fund should be capable of financing current expenditure levels and maintaining adequate, but potentially eroding, reserves into the foreseeable future.

2019

ACTUAL

2020

REVISED

2021

PROPOSED

2022

PROJECTED

2023

PROJECTED

2024

PROJECTED

2025

PROJECTED

Revenues

C&D Tipping Fees $2,758,719 $2,689,751 $2,703,545 $2,731,132 $2,758,443 $2,786,028 $2,813,888

Other 4,770 5,000 5,000 5,000 5,000 5,000 5,000

Total Revenues $2,763,489 $2,694,751 $2,708,545 $2,736,132 $2,763,443 $2,791,028 $2,818,888

Expenditures

Personal Services $470,062 $514,958 $527,238 $543,861 $557,458 $571,394 $585,679

Other 1,015,325 2,681,813 2,795,444 1,845,068 1,863,519 1,882,154 1,900,975

Transfer to LFPC Fund 1,000,000 0 0 0 0 0 0


Operating Margin $278,102 ($502,020) ($614,137) $347,203 $342,467 $337,480 $332,234

Beginning Balance $3,333,702 $3,611,805 $3,109,785 $2,495,648 $2,842,851 $3,185,318 $3,522,798

Ending Balance $3,611,805 $3,109,785 $2,495,648 $2,842,851 $3,185,318 $3,522,798 $3,855,032

83


This fund serves to finance any potential liability costs of the Chapin and Brooks landfills, as well as other City landfill sites. The Chapin landfill was closed in the 1980s and Brooks was closed in 2001. However, the City is required to maintain resources and/or debt capacity to fund the legal lia-bility for environmental remediation as necessary. Annually, the estimated liability is calculated and certified with the State. Based on State law, the City is required to either maintain reserves at a level equivalent to the projected liability, or to maintain debt capacity to fund the projected liabil-ity. The City has, in the past, maintained reserves very near or in excess of the projected liability, and liquidated the fund balance of any reserves in excess of the projected liability. In 2012, the reserve level was formally set by Resolution 12-145 at a minimum fund balance of 85% of the projected liability. In 2013, the methodology for calculating the liability was changed by the State of Kansas, which reduced the liability and significantly increased the proportion of reserves relative to the existing liability. The total liability for the year period ending December 31, 2019 is $10,671,197 with a reserve coverage ratio of 98.9%, which is within the reserve level set by resolution. The fund balance is expected to continue to erode, although expenditures typically are less than what is budgeted annually. Expenditures are primarily for maintaining methane collection systems at the closed landfills, as well as funding any other mitigation activities. Liabilities for closed landfills are expected to decline, which is why a diminishing fund balance is less problematic.

Landfill Post Closure Fund Overview

The Landfill Post Closure Fund was established to reserve funding for pollution mitigation costs for closed municipal land-fills. City policy sets the minimum fund balance at 85% of the projected liability. Based on current calculations, the fund balance is expected to be over the level dictated by policy. Any changes in the calculation methodology or the significant

liquidation of reserves could materially impact the projection.

LANDFILL POST CLOSURE LIABILITY AND RESERVES: 2009 - 2019

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Liability $23.9M $24.0M $23.4M $12.8M $12.6M $11.6M $12.3M $11.4M $10.4M $10.7M

Reserves $21.8M $21.1M $20.4M $19.7M $12.4M $11.9M $11.2M $10.5M $10.0M $10.6M

Coverage 91.1% 87.7% 87.4% 153.7% 98.8% 102.3% 91.2% 92.1% 95.2% 98.9%

2019

ACTUAL

2020

REVISED

2021

PROPOSED

2022

PROJECTED

2023

PROJECTED

2024

PROJECTED

2025

PROJECTED

Revenues

Transfer from Landfill Fund $1,000,000 $0 $0 $0 $0 $0 $0

Total Revenues $1,000,000 $0 $0 $0 $0 $0 $0

Expenditures

Personal Services $252,259 $270,542 $274,116 $280,365 $287,374 $294,558 $301,922

Other 183,153 970,538 1,345,159 910,436 928,645 947,218 966,162

Transfer to General Fund 0 150,000 150,000 150,000 150,000 150,000 150,000

Total Expenditures $435,412 $1,391,080 $1,769,275 $1,340,801 $1,366,019 $1,391,776 $1,418,084

Operating Margin $564,588 ($1,391,080) ($1,769,275) ($1,340,801) ($1,366,019) ($1,391,776) ($1,418,084)


Ending Balance $10,555,173 $8,599,505 $6,830,230 $5,489,429 $4,123,410 $2,731,634 $1,313,550

84


KSA 12-3009 empowers the City of Wichita to incorporate any standard or model code into local ordinance. Based on Resolution 95-560, the operations of the Metropolitan Area Building and Construction Depart-ment (MABCD) are accounted for in a separate fund. Beginning with the transition of MABCD to Sedgwick County in September 2016, the usage of the fund changed considerably. Beginning in 2017, Sedgwick County reimburses the City of Wichita for associated expenditures which include legacy employees for Building Safety and Construction Enforcement, as well as all ongoing costs for Neighborhood Inspections. Neighborhood Inspections services will reside with the City of Wichita, but will be reim-bursed by Sedgwick County since all revenue is directed to the County, rather than the City. To ensure funding for cash flow, the fund is expected to retain a balance of $1.25 million annually. Longer term, as City Building Safety and Construction Enforcement positions are vacated and filled by Sedgwick County, personnel costs will most likely decrease. Concurrently, revenues would also be expected to gradually decline. Eventually, when the Building Safety and Construction Enforcement service is fully transitioned to Sedgwick County, the fund could be eliminated. However, since the separation of any City employees would be speculative, the forecast is shown assuming the current City employee wage base.

Metropolitan Area Building and Construction Fund Overview

The Metropolitan Area Building and Construction Fund is well positioned for the planning period. Over time, as positions are transferred to the County as part of the merger of City and County inspection functions, salary and benefit expenditures in this fund

will decrease, as will reimbursements from Sedgwick County.

2019

ACTUAL

2020

REVISED

2021

PROPOSED

2022

PROJECTED

2023

PROJECTED

2024

PROJECTED

2025

PROJECTED

Revenues

Other $31,113 $0 $0 $0 $0 $0 $0

Reimbursements 3,684,915 3,830,083 3,928,713 4,019,229 4,118,485 4,220,198 4,324,429

Total Revenues $3,716,028 $3,830,083 $3,928,713 $4,019,229 $4,118,485 $4,220,198 $4,324,429

Expenditures

Salaries and Benefits $2,728,468 $2,849,190 $2,905,185 $2,966,986 $3,041,161 $3,117,190 $3,195,119

Contractual Services 241,215 237,155 244,936 244,936 249,835 254,831 259,928

Commodities 34,095 41,784 41,784 41,784 42,829 43,899 44,997

Capital Outlay 0 0 0 0 0 0 0

Other 712,250 701,954 736,808 765,523 784,661 804,278 824,385


Operating Margin $0 $0 $0 $0 $0 $0 $0


Ending Balance $1,250,000 $1,250,000 $1,250,000 $1,250,000 $1,250,000 $1,250,000 $1,250,000

85


This fund was initially created to isolate expenditures and revenues for parking related events in the downtown area, especially events at INTRUST Bank Arena. Beginning with the 2014 Adopted Budget, the fund grew due to the consolidation of other City parking functions into this fund. Revenues to the fund are comprised of parking meter collections, parking lease and usage payments, parking fees in Old Town, and lease reve-nues collected during INTRUST Bank Arena events. Operating expendi-tures include maintenance of garages and expenses associated with arena events. Although the net margin varies between garages, the fund is sustainable through the planning period; however, it is experiencing an erosion of reserves. A parking plan is under development with the assistance of a contractor and is expected to guide the implementation of strategies to increase the efficiency and effectiveness of the parking system, with increased revenue being a by-product of system improvements. The impact of this parking plan is not yet modeled into projec-tions. In 2016, a full-time Mobility Coordinator was added to the fund to coordinate multi-modal transportation, which includes walking, biking, and transit, as well as driving and parking. This expanded function focuses on moving people around downtown between transportation options, as well as improving access to active forms of transportation. In 2018, operations were transferred to Transit and three civilian Parking Ambassa-dor positions from Police were transferred to the Parking Fund in order to further centralize parking operations. In 2019, one vacant Parking Ambassador position was eliminated. The Parking Fund has officially become a part of the Transportation Department in 2020 and may expe-rience further operational changes in order to improve transportation coordination and fund sustainability.

Parking and Mobility Fund Overview

The Parking Fund is sustainable in the short term with fund balances eroding near the end of the planning period. The fund supports multi-modal transportation, which includes managing parking lot, meter, and garage revenues, as well funding operating expenditures and debt service related to parking

structures.

2019

ACTUAL

2020

REVISED

2021

PROPOSED

2022

PROJECTED

2023

PROJECTED

2024

PROJECTED

2025

PROJECTED

Revenues


Total Revenues $1,607,259 $1,334,445 $1,592,749 $1,651,532 $1,701,078 $1,752,110 $1,804,673

Expenditures

Other $1,636,982 $1,855,324 $1,699,891 $1,707,122 $1,724,893 $1,742,842 $1,760,970

Debt Service 70,000 70,000 70,000 70,000 70,000 70,000 70,000



Beginning Balance $1,967,220 $1,867,497 $1,276,618 $1,099,476 $973,886 $880,070 $819,338

Ending Balance $1,867,497 $1,276,618 $1,099,476 $973,886 $880,070 $819,338 $793,041

86


The Municipal Court Restricted Fund was established in the 2019 Re-vised Budget to account for court fees and bond forfeitures that are either restricted for use by the Municipal Court Administrative Judge or commit-ted by the City Council. The initial fund balance at the end of 2019 was $3.4 million, and revenues of $450,000 are expected annually. The only outflow from the fund will be expenditures authorized by the Municipal Court Administrative Judge for improvements, such as courtroom technol-

ogy upgrades.

Municipal Court Restricted Overview

The Municipal Court Restricted Fund is sustainable during the planning period. Municipal Court is currently implementing new courtroom technology, which is one of the primary uses of this fund. Even with ongoing expenditures a balance will remain for

technology upgrades.

2019

ACTUAL

2020

REVISED

2021

PROPOSED

2022

PROJECTED

2023

PROJECTED

2024

PROJECTED

2025

PROJECTED

Revenues

Fines and Penalties $2,661,895 $452,010 $452,010 $452,010 $452,010 $452,010 $452,010

Transfers In 798,179 0 0 0 0 0 0

Total Revenues $3,460,074 $452,010 $452,010 $452,010 $452,010 $452,010 $452,010

Expenditures


Commodities 1,300 125,000 125,000 70,000 125,000 125,000 125,000

Other 0 0 3,100,000 0 20,000 20,000 20,000

Total Expenditures $19,742 $565,000 $3,665,000 $452,010 $585,000 $585,000 $585,000

Operating Margin $3,440,332 ($112,990) ($3,212,990) $0 ($132,990) ($132,990) ($132,990)

Beginning Balance $0 $3,440,332 $3,327,342 $3,214,352 $3,214,352 $3,081,362 $2,948,372

Ending Balance $3,440,332 $3,327,342 $3,214,352 $3,214,352 $3,081,362 $2,948,372 $2,815,382

87


In late 2006, the Sedgwick County Commission and the City Council appointed a special taskforce to study and recommend ways to end chronic homelessness. One key provision of its report was a recommendation to implement a Housing First strategy. The Homelessness As-sistance Fund administers funds to operate the Housing First Program. In Housing First, a homeless person is placed in permanent housing and provided supportive services, such as case management, mental health and substance abuse services, health care, and employment. Revenues consist of equal contributions from the City of Wichita and Sedgwick County. Annual revenues and expenditures are budgeted at $382,736. The year-end fund balance is distributed back to the City and County, driving the fund balance to zero.

This fund is created pursuant to KSA 79-41a04. In 1979, the State Legislature imposed a 10% tax on the sale of liquor in clubs. Seventy per-cent of tax collections are distributed to local units of government, based on the location of the clubs selling the liquor. Of the taxes distributed, one-third is credited to the Special Park and Recreation Fund (the other two-thirds are distributed to the Special Alcohol Fund and the General

Fund). The proceeds in this fund are to be used for the purchase, establishment, maintenance, or expansion of park and recreational services.

Receipts to the fund are volatile. The State tax rate (10% of gross sales) and the portion of total receipts distributed by the State to local units (70% of State collections) has remained unchanged since 1985. Because of the three-month lag in the receipt of revenues, 2021 is forecasted

to have lower revenue than 2020. Modest growth is expected in 2022, with a return to 4% annual growth starting in 2023.

The sole outflow from this fund is the annual transfer to the General Fund to partially offset recreational and park services costs. Annually, the transfer to the General Fund is estimated based on projected revenues, with the objective of maintaining a fund balance of zero. The actual fund balance will exceed zero if revenues exceed the budgeted amount in a given year, although any carry-over balances are transferred into the General Fund in the succeeding year. Based on projected revenues, the annual transfers to the General Fund are expected to be sustain-

able and increase slightly from current levels.

The Self-Supporting Municipal Improvement District (SSMID) is a special benefit district bounded by Washington Street, Kellogg Avenue (US-400), Central Avenue, and the Arkansas River. The purpose of the SSMID is to finance improvements and services in the downtown and Old Town areas. The SSMID is funded by an additional levy of approximately seven mills. The City Council approves the levy on behalf of the Wichita Downtown Development Corporation (WDDC) each year. Funds are receipted by the City before distribution to the WDDC. The intent of the fund is to maintain an annual fund balance of zero, while passing through all collected revenues to the WDDC.

The City presently has two joint operations with Sedgwick County created under interlocal agreements, pursuant to KSA 12-2901. One of these operations is the Metropolitan Area Planning Department. Its expenditures, net of any revenues generated, have historically been split equally between the City and County. In addition, expenditures for the M.S. Mitch Mitchell Flood Control Project are split equally between the City and County. In both cases, employees are included in the City organization. A separate sub-fund is established for each joint operation. The fund balance for each sub-fund is to be maintained annually at zero.

In 2014 the City Council authorized the creation of a Tourism Business Improvement District to provide incremental marketing dollars to Visit Wichita to further promote tourism. Revenue is generated by an additional 2.75% fee charged to hotels that have 50 or more rooms. Revenue collection began in 2015. This fund was previously classified as an Agency Fund. It is reclassified as a Special Revenue Fund in the 2021 Proposed Budget. The intent of the fund is to have an annual balance of zero, but a fund balance may exist at year end due to timing differ-ences.

In 2009 the Kansas Legislature enacted the Community Improvement District Act. Community Improvement Districts allow the governing body to levy additional taxes to fund improvements in the district. The taxes are derived from retail sales or special assessments on real property. CIDs can be used for a wide range of commercial, industrial, or mixed-use projects. There are eleven active CIDs. This fund was previously classified as an Agency Fund. It is reclassified as a Special Revenue Fund in the 2021 Proposed Budget. The intent of the fund is to have an annual balance of zero, but a fund balance may exist at year end due to timing differences.

88


This fund supports maintenance of Jamesburg Cemetery, Highland Park Cemetery, Old Mission Mausoleum, and the Wichita Mausoleum. An endowment is used to fund maintenance, pursuant to KSA 12-1408. Although the investment income of fund assets is not projected to offset expenditures, the endowment (fund balance) is sufficient to continue maintenance at the current level into the foreseeable future. The addition of the Old Mission Cemetery Mausoleum and Wichita Mausoleum led to an eroding fund balance and growing maintenance backlog. However, with the recent implementation of GASB 72, the Cemetery Fund’s stock portfolio, specifically security holdings, is being reported at fair market value, which will ensure that the City continues to fulfill the requirement of KSA 12-1408 for future years.

Cemetery Fund Overview

The Cemetery Fund maintains an adequate balance to fund expenditures during the planning period. Implementation of GASB 72 resulted in investments being reported at fair market value, which resulted in a large increase in fund balance. Long-

term concerns remain, but are less pressing at this time.

2019

ACTUAL

2020

REVISED

2021

PROPOSED

2022

PROJECTED

2023

PROJECTED

2024

PROJECTED

2025

PROJECTED

Revenues

Internment Fees $600 $2,650 $2,650 $2,650 $2,650 $2,650 $2,650

Interest Earnings 170,975 30,000 30,000 30,000 30,000 30,000 30,000

Total Revenues $171,575 $32,650 $32,650 $32,650 $32,650 $32,650 $32,650

Expenditures

Salaries and Benefits $0 $4,234 $4,237 $4,237 $4,237 $4,237 $4,237

Contractual Services 44,839 87,714 87,783 $87,783 $87,783 $87,783 $87,783

Commodities 180 3,500 3,500 $3,500 $3,500 $3,500 $3,500

Other 0 20,000 20,000 20,000 20,000 20,000 20,000

Total Expenditures $45,019 $115,447 $115,519 $115,519 $115,520 $115,520 $115,520

Operating Margin $126,556 ($82,797) ($82,869) ($82,869) ($82,869) ($82,869) ($82,869)


Ending Balance $1,512,444 $1,429,648 $1,346,779 $1,263,910 $1,181,041 $1,098,172 $1,015,303

89


This fund is used to account for one-half of the proceeds of the City’s distribution from the Countywide one-cent sales tax. The other half of the sales tax is credited to the General Fund to support property tax reductions. In 1985, Sedgwick County voters approved a one-cent sales tax. Based on state distribution formulas, the City of Wichita receives around 58% of the revenue. Ordinance 39-196, adopted by the City Council on June 11, 1985, pledges one-half of the City’s share of sales tax revenue for “road, highway and bridge projects.” This fund is used to show that receipts and expenditures remain consistent with this pledge. Revenues to the fund are dependent on sales tax collections in Sedgwick County, and on the portion of those sales provided to the City of Wichita based on the state statutory formula. Sales tax receipts are economically sensitive, often declining during recessionary periods. This occurred in 2009 and 2010. Typically, sales tax sales tax receipts often grow at over 3% annually during expansionary periods. However, was not the case from 2015 to 2019. Due to economic conditions, a 6% reduction in local sales tax revenue is projected for 2020, followed by no growth in 2021. Growth of 4.6% is projected for 2022, which is consistent with forecasts from the Wichita State University Center for Economic and Business Research. Sales tax collections are not expected to return to 2019 levels until 2023. The ever increasing amount of retail sales that are occurring online (remote sales) is believed to be impacting sales tax growth rates negatively, since many of these sales are untaxed. The City receives a share of the sales tax based on the population and taxing effort of the City of Wichita in proportion with the other municipalities in the County. This has decreased over time, resulting in a smaller proportion of the sales tax for the City. The forecast assumes a continuation of the current allocation of 58.3%. Expenditures from the fund are for debt service obligations for capital projects, with remaining amounts transferred to cash funded projects. Fund activity largely depends on the financing needs of the Capital Improvement Program (CIP). The balance is expected to fluctuate as new debt is projected to begin in 2021 and some existing debt is expected to end after 2022.

Local Sales Tax Construction Pledge Fund Overview

The Local Sales Tax Construction Pledge Fund accounts for the portion of the Countywide local sales dedicated to capital projects. In 1986, the City pledged to use one-half of the Countywide sales tax to reduce the operating budget mill levy, with the other half going to fund road, bridge, and freeway improvements. Based on current projections, the fund should maintain an adequate balance and be able to support estimated debt service through the planning period. The fund balance is expected to erode annually, based on the conservative revenue growth assumption of 1% annually.

2019

ACTUAL

2020

REVISED

2021

PROPOSED

2022

PROJECTED

2023

PROJECTED

2024

PROJECTED

2025

PROJECTED

Revenues

Sales Tax Receipts $30,914,346 $28,654,060 $28,823,729 $30,148,883 $30,751,861 $31,366,898 $31,994,236

Total Revenues $30,914,346 $28,654,060 $28,823,729 $30,148,883 $30,751,861 $31,366,898 $31,994,236

Expenditures

Cash Transfer to Projects $19,928,978 $15,000,000 $13,600,000 $14,000,000 $15,000,000 $17,000,000 $16,000,000

Debt Service 14,489,516 13,611,371 13,501,738 14,694,367 12,365,160 13,601,929 15,916,483


Operating Margin ($3,504,147) $42,689 $1,721,992 $1,454,516 $3,386,700 $764,969 $77,753


Ending Balance $4,963,625 $5,006,314 $6,728,305 $8,182,821 $11,569,521 $12,334,490 $12,412,243

90


The City of Wichita operates two airports: Wichita Dwight D. Eisenhower National Airport in west Wichita; and Colonel James Jabara Airport in northeast Wichita. Revenues and expenditures for airport operations are included in the Airport Fund, pursuant to KSA 3-147. All airport operations are financed completely by Airport revenues. Airport revenues for operations and capital improvements come from a variety of sources, including concession fees charged to vendors such as rental car companies, parking lot revenues, rental fees charged to Airport tenants, and landing fees charged to airlines based on negotiated rates. Revenues are also generated through programs authorized by the Federal Aviation Administration (FAA), including the Airport’s Passenger Facility Charge of $4.50 per eligible enplaned passenger buying a ticket to fly out of Wichita and grant funding from the FAA’s Airport Improvement Program. The Transportation Security Administration also provides grants for security projects. The cash balance has been impacted by the capital project to build the new terminal and parking garage as expected. In addition, revenue targets have been met and staff have managed cash levels to ensure sufficient cash reserves. Staff will continue to closely monitor market conditions, because projections for enplanements and lease fees are impacted by the broader economy. Adjustments will be made as neces-sary based on broader economic conditions and local experience to ensure the City’s airports are managed as efficiently and effectively as possible, as well as consistent with all local and national requirements for airport operations. Passenger levels at Eisenhower National have been significantly impacted by the Covid-19 pandemic in early 2020. Projections of passenger traffic for 2020 anticipate a 50% decrease from 2019, with an increase to 75% for 2021 and 90% for 2022, based on 2019 levels. In reaction to Covid-19, federal grant funds of $11.5 million were awarded to the Airport which will be used to cover operations, maintenance and debt service expenses. Over 50% of the Airport’s revenues are activity-based so diligent management of expenses is necessary while addressing the impact on airline rates and charges.

Airport Fund Overview

The cash balance in the Airport Fund has fluctuated as projected due to the construction and financing of a new terminal as well as parking improvements. Staff continue to monitor the broader

economy to ensure sufficient cash reserves.

2019

ACTUAL

2020

REVISED

2021

PROPOSED

2022

PROJECTED

2023

PROJECTED

2024

PROJECTED

2025

PROJECTED

Revenues

Other $33,737,906 $34,263,192 $35,517,513 $36,168,431 $37,445,634 $37,889,689 $38,339,577

Total Revenues $33,737,906 $34,263,192 $35,517,513 $36,168,431 $37,445,634 $37,889,689 $38,339,577

Expenditures

Operating Costs $21,189,277 $22,768,489 $23,024,782 $23,741,521 $24,207,878 $24,813,075 $25,433,402

Debt Service 8,150,488 7,886,104 8,616,440 8,674,273 8,904,575 8,893,462 8,886,437

Other 9,624,250 2,934,675 2,456,591 6,646,744 3,444,600 1,707,874 4,832,214


Operating Margin ($5,226,109) $673,924 $1,419,700 ($2,894,107) $888,582 $2,475,278 ($812,476)


Ending Balance $16,307,356 $16,981,280 $18,400,979 $15,506,872 $16,395,454 $18,870,732 $18,058,256

91


The Golf Fund was established to isolate revenues and expenditures sup-porting the City’s public courses so that net earnings could be invested in course development and maintenance and avoid reliance on tax subsidies. Operating expenditures are completely financed with user fees from this fund. Revenues have fluctuated in recent years, due primarily to variability in the number of rounds played and fee increases in 2009, 2012, 2014, and 2016. The system has transitioned to a membership model and has moved away from season passes. The memberships are tiered by age groups and include a couples option. It is expected that this new model will increase revenues. But the system still struggles with

increasing expenditures relative to revenues.

Reserves are projected to continue to decline in the future despite the implementation of a number of innovative strategies by staff to promote the City’s golf courses. This is due to a nationwide decline in the popularity of golf, which is compounded in some years by inclement weather. Since 2012, staff focused on operational improvements such as customer service, mobile payment and reservation options, and player development. However, those efforts were insufficient in reversing the decline, even after other courses in the community closed, contracting the availability of golf. This year, the Golf Fund saw further downturns in revenue due to the COVID-19 pandemic. Courses were closed for

approximately three weeks in March and April, and operated with restricted tee times for weeks after in order to follow public health guidelines.

Even with the closure of L.W. Clapp, staffing adjustments, and rolling seasonal closures and furloughs, the fund is has a troubled financial forecast. The Golf Division has put into place several cost savings measures for the remainder of 2020 in order to balance out declines in revenue. With these reductions in place, it is projected that Golf will have a net zero operating margin by year-end 2020. However, payments to the Debt Service Fund are not modeled in the plan, and no funding for future capital improvements is expected to be available. Finally, if revenues continue to decline annually (as included in the model), the Golf System will be faced with the need to continue reducing operating

costs, or to increase revenues through fee increases or new rounds played, or explore other options for sustainability.

Golf Fund Overview

The Golf Fund lacks sufficient fund balance to finance operations. In addition, capital projects and deferred obligations cannot be financed by this fund. Last year, the Wichita City Council voted to close one of five courses, L.W. Clapp, on August 2, 2019 in order to improve system sustainability. The 2021-2022 Proposed Budget also includes the clo-sure of all but one course for eight weeks during the winter for added

savings.

2019

ACTUAL

2020

REVISED

2021

PROPOSED

2022

PROJECTED

2023

PROJECTED

2024

PROJECTED

2025

PROJECTED

Revenues

Charges for Service $4,372,622 $3,247,419 $3,898,934 $3,959,369 $3,977,916 $3,996,555 $4,015,288 Total Revenues $4,372,622 $3,247,419 $3,898,934 $3,959,369 $3,977,916 $3,996,555 $4,015,288

Expenditures Other $4,072,101 $3,247,419 $4,023,789 $4,088,839 $4,147,650 $4,230,603 $4,315,215 Debt Service 0 0 0 0 0 0 0 Total Expenditures $4,072,101 $3,247,419 $4,023,789 $4,088,839 $4,147,650 $4,230,603 $4,315,215

Operating Margin $300,521 $0 ($124,855) ($129,470) ($169,735) ($234,048) ($299,927)

Beginning Balance $20,072 $85,138 $85,138 ($39,717) ($169,187) ($338,921) ($572,969) Changes in Assets (235,455)

Ending Balance $85,138 $85,138 ($39,717) ($169,187) ($338,921) ($572,969) ($872,897)

92


The Transit Fund is the local (non-grant) fund that finances the operations of Wichita Transit. The fund was created pursuant to KSA 13-3101 et seq. Revenues are derived from ridership fees, miscellaneous revenue, and a significant transfer from the General Fund. Expenditures are primarily for operating costs, although Transit Fund monies are used significantly to leverage federal grants for Transit services. During the development of the 2017 Adopted Budget, staff indicated the possibility of a shortfall in 2020 due to Transit’s reliance on federal grant funding for operations, as well as the low amount of federal carry-over funds held by Transit. In September 2016, the City Council approved the Wichita Transit Sustainability Plan, allocating $4 million from the sale of the Hyatt Regency Wichita towards Transit sustainability initiatives. The Transit Fund relies on a combination of revenue from riders, contracts with Wichita State University and USD 259, an annual General Fund transfer, state grants, and federal grants. The federal grant apportionment is especially important due to Transit’s rel iance on grants and the ability to match grant funds. For most of the financial plan, the Transit Fund looks stable, but still has structural funding issues. The last year with a transfer from the sale of the Hyatt will be 2020, decreasing the fund’s annual revenue by $1 million. Strategic operations changes have been implemented to reduce costs and more savings are anticipated with the conversion to electric buses beginning in 2020. These savings are difficult to project and are currently shown conservatively. Significant increases in ridership from recent Transit initiatives could positively affect federal and state grant apportionments to Transit in future years, but these increases would need to drastically increase farebox revenue and the size of the annual grant apportionments to solve the ongoing Transit sustainability issue. The Transit Fund outlook is favorable in the short-term, but there are still long-term sustainability concerns. Ridership and operations have been impacted by the Covid-19 pandemic. Wichita Transit is the recipient of $14 million in federal CARES funding in 2020. Use of this funding is restricted to eligible Covid-19 related activity and has no lapse date.

Transit Fund Overview

This Transit Fund is distressed with proceeds from the Hyatt ending in 2020. However, cost savings from strategic operating changes, along with revenue increases from partnerships with

local schools and universities are keeping the outlook stable.

2019

ACTUAL

2020

REVISED

2021

PROPOSED

2022

PROJECTED

2023

PROJECTED

2024

PROJECTED

2025

PROJECTED

Revenues


Advertising 83,550 85,000 85,000 85,000 120,000 120,000 120,000

Transfers In 4,775,080 4,586,326 3,586,326 3,586,326 3,775,080 3,775,080 3,775,080

Other 521,115 186,000 250,000 250,000 252,500 255,025 257,575

Total Revenues $7,580,728 $6,503,562 $5,980,405 $6,042,178 $6,310,849 $6,356,639 $6,403,320

Expenditures



Commodities 108,395 55,536 55,536 55,536 56,925 58,348 59,806

Grant Match 22,435 4,700 4,700 4,700 4,818 4,938 5,061

Other 3,165,763 3,380,070 3,458,716 3,539,402 3,574,796 3,610,544 3,646,649


Operating Margin $1,599,492 $736,378 $118,427 $45,394 $301,136 $333,366 $365,854


Change in Assets/(Liab.) $218,102 ($200,000) ($200,000) ($200,000) ($200,000) ($200,000) ($200,000)

Ending Balance $3,124,739 $3,661,118 $3,579,545 $3,424,939 $3,526,074 $3,659,440 $3,825,294

93


State law allows the governing body of a city to provide for a system of treatment and disposal of wastewater. All revenues derived from a wastewater system are to be deposited into a separate fund per KSA 12-631i. As such, the Sewer Utility Fund was established to maintain the sewer system, including related piping, four wastewater treatment facilities, and fifty-seven sanitary sewer lift stations. Revenues are generated mostly from charges to customers. Rates charged to customers are derived from average winter water consumption. These calculations discount water usage during warmer months, as increased consumption in these months typically does not end up in the sewer system, to limit bills to the effluent that must be treated. Rates charged to customers are similar to the industry average, according to studies by the American Water Works Association. As Wichita has increased rates, most other comparable utilities have also increased rates. To accommodate increasing debt service and address deferred maintenance concerns, rate increases have become necessary. Public Works & Utilities staff annually project revenues and capital and operating needs. Long-term plans are also regularly updated. Periodic rate adjust-ments are recommended on the basis of these projections and actual experience. Rate adjustments are also driven by the need to maintain a sufficient cash balance to ensure compliance with bond covenants. Present bond covenant restrictions require the Sewer Utility Fund to have available net revenues of to at least 120% of revenue bond debt service. Future major capital improvements to bring the wastewater treatment system in compliance with new Environmental Protection Agency requirements and meet other system needs will likely require a larger fund balance and further rate adjustments. Several major efforts are underway to support future decision-making related to the wastewater system, including the Utility Optimization Project and Sewer Master Plan update. The most significant project currently planned for the Sewer Utility is the Biological Nutrient Removal (BNR) project. The project is driven by changing federal and state regulations regarding the removal of biological nutrients in wastewater treatment processes. To meet the new regulations, significant improvements to the City’s wastewater treatment facilities will be required. The project is estimated to cost as much as $355 million. Currently, the annual rate increase for 2020 and projected rate for future years is 3.00%. The future rate increases will be largely

driven by the final cost and financing sources available for the BNR project.

Sewer Utility Fund Overview

Public Works & Utilities (PW&U) staff are responsible for the Sewer Utility Fund’s business planning function. Staff oversaw an effort to update prior cost of services analysis figures. This update, plus

additional forecasted work, results in the future projections.

2019

ACTUAL

2020

REVISED

2021

PROPOSED

2022

PROJECTED

2023

PROJECTED

2024

PROJECTED

2025

PROJECTED

Revenues

Charges for Services $66,615,781 $71,183,706 $73,386,248 $75,722,218 $78,372,496 $81,115,533 $83,954,577

Other 931,987 875,296 944,736 966,812 410,000 410,000 410,000

Total Revenues $67,547,768 $72,059,002 $74,330,984 $76,689,030 $78,782,496 $81,525,534 $84,364,578

Expenditures

Personal Services $12,080,691 $12,952,213 $13,242,445 $13,679,529 $14,021,517 $14,372,055 $14,731,357

Capital Outlay 10,366,549 10,837,872 11,302,943 10,908,272 11,453,686 12,026,370 12,627,688

Debt Service 20,607,669 20,086,008 21,543,770 24,263,118 27,494,382 26,773,344 31,079,176

Other 13,476,151 14,615,769 15,573,800 15,876,203 16,511,251 17,171,701 17,858,569


Operating Margin $11,016,708 $13,567,140 $12,668,026 $11,961,908 $9,301,660 $11,182,064 $8,067,788


Changes in Liabilities (13,015,137)

Ending Balance $18,910,033 $32,477,173 $45,145,199 $57,107,107 $66,408,767 $77,590,830 $85,658,618

94


State law allows the governing body of a city to provide for a water treat-ment system. All revenues derived from such a system are to be deposited into a separate fund per KSA 12-825d. As such, the Water Utility Fund was established to maintain the water system, including related piping, water treatment facilities, and all other system capital. Revenues are generated mostly from charges to customers. Rates charged to customers are based upon meter readings of consumption activity. Rates charged to customers are similar to the industry average, according to studies by the American Water Works Association. To accommodate increasing debt service, rate increases have become necessary. Public Works & Utilities staff annually project revenues and capital and operating needs. Long-term plans are also regularly updated. Periodic rate adjustments are recommended on the basis of these projections and actual experience. Rate adjustments are also driven by the need to maintain a sufficient cash balance to ensure compliance with bond covenants. Present bond covenant restrictions require the Sewer Utility Fund to have available net revenues of to at least 120% of revenue bond debt service. Planned major capital improvements to meet water system needs will likely require a larger fund balance and further rate adjustments. Several major efforts are underway to support future decision-making related to the water system, including the Utility Optimization Project and Water Master Plan update. The Water Utility is currently in the design phase of its most significant project, which is construction of a new Northwest Water Treatment Facility (NWWTF) to replace the aged Main Water Treatment Plant (MWTP). The Utility was invited to apply for federal and state financing programs, which offer favorable repayment terms that will help minimize the rate impacts to customers. The current estimated cost is $524 million. The rate increase for 2020 is 6.25%, and with a projected annual rate increase of 6.5% for future years. The future rate increases will

be largely driven by the final cost and financing terms of the NWWTF project.

Water Utility Fund Overview

Public Works & Utilities (PW&U) staff are responsible for the Water Utility Fund’s business planning function. This staff over-saw an effort to update its prior cost of services analysis figures.

This, plus additional work, formulates existing projections.

2019

ACTUAL

2020

REVISED

2021

PROPOSED

2022

PROJECTED

2023

PROJECTED

2024

PROJECTED

2025

PROJECTED

Revenues


Other 1,963,225 1,798,784 1,778,695 1,794,181 1,883,890 1,978,085 2,076,989

Total Revenues $88,889,261 $103,824,274 $110,372,360 $117,610,663 $121,174,867 $124,847,790 $128,632,786

Expenditures


Capital Outlay 4,781,947 3,354,465 3,104,465 3,104,465 3,259,688 3,422,673 3,593,806

Debt Service 32,200,175 33,188,109 33,891,438 37,823,572 46,670,718 49,785,440 73,309,631

Other 29,525,522 40,729,026 41,274,558 41,534,940 43,611,687 45,792,271 48,081,885


Operating Margin $11,910,358 $13,992,553 $19,257,891 $21,948,831 $14,103,948 $11,980,360 ($10,566,259)


Changes in Liabilities 19,150,291

Ending Balance $117,299,669 $131,292,222 $150,550,113 $172,498,944 $186,602,892 $198,583,252 $188,016,994

95


The Stormwater Utility was established in 1993 to maintain and improve storm drainage systems, and to comply with federal stormwater regula-tions. The Stormwater Utility is funded through an Equivalent Residential Unit (ERU) fee that is charged monthly to property owners. An ERU rate of $2.25 was recommended when the Stormwater Utility was established (which, with inflation, would be the equivalent of $3.80 today). However, the initial rate was set at $1.78 in 1993. This rate was decreased to $1.21 in 1995 and was increased over time to $2.00 in 2017. In 2015, the City began examining the Stormwater rate model through a Cost of Services Analysis (COSA) review. After a preliminary review of the COSA findings, staff began a public engagement phase at the District Advisory Boards, and eventually formally presented the COSA findings and recommendations to the City Council on April 18, 2017. Based on staff recommendations, the City Council approved two funda-mental changes to the Stormwater funding model: establishing a base fee per customer, and modifying the residential class structure. The new base fee, effective May 1, 2017, increased monthly bills by $1.50 per account, generating an estimated $2.4 million annually. The new rate model provides additional resources to fund drainage improvements and operating costs. Based on projections, the Stormwater Utility Fund is structurally balanced and will have adequate capacity for projected operating costs and additional budgeted capital improve-ments.

2019

ACTUAL

2020

REVISED

2021

PROPOSED

2022

PROJECTED

2023

PROJECTED

2024

PROJECTED

2025

PROJECTED

Revenues


Other 736,035 0 0 0 0 0 0

Total Revenues $13,593,586 $12,822,767 $12,845,795 $12,872,623 $12,840,375 $12,866,055 $12,866,055

Expenditures

Personal Services $2,675,404 $2,929,481 2,953,134 3,031,932 3,122,890 3,216,577 3,313,074

Capital Outlay 446,360 463,350 463,350 463,350 463,350 463,350 463,350

Debt Service 2,766,543 2,692,502 2,081,518 2,077,045 2,207,505 3,241,730 3,793,411

Other 4,364,004 5,229,681 5,335,152 5,407,809 5,570,043 5,737,145 5,909,259


Operating Margin $3,341,275 $1,507,753 $2,012,641 $1,892,487 $1,476,586 $207,254 ($613,039)


Changes in Liabilities (3,040,303)

Ending Balance $13,691,537 $15,199,290 $17,211,931 $19,104,418 $20,581,004 $20,788,258 $20,175,220

Stormwater Utility Fund Overview

Public Works & Utilities (PW&U) staff are responsible for the Stormwater Utility Fund’s business planning function. Staff pro-ject adequate revenue to cover planned operating and capital expenditures while maintaining a steadily growing balance in the

fund.

96


The information technology needs of the organization are funded through this internal service fund. Revenues are derived through a fully allocated cost model for software applications and hardware items that maintain itemized pricing. Departments are charged based on the applications and hardware used. Annually, amounts are transferred to three replacement funds to finance hardware replacements and future system upgrades. There is a slight decrease of transfers to the replacement funds in 2020 due to reduced revenue resulting from a rate holiday. The charges to users are projected to be adjusted to better align with charges of providing services in future years. The Information Technology Fund has a target fund balance of 5% or less. The fund’s current balance is higher than the target, due to staff turnover. Network security costs, escalating costs for annual maintenance agreements, and capital financing for major system upgrades are primary concerns related to Information Technology operations. It is likely that gradual annual increases in charges to user departments will be necessary to sustain the fund’s balance. In 2020, a rate holiday is applied for one month due to the Covid-19 pandemic. The last two rate holi-days were in 2011 (one month) and 2013 (one-half month).

Information Technology Fund Overview

The Information Technology Fund pays for operations, equip-ment, and system replacements and upgrades. The fund receives revenue based upon a full cost allocation model that establishes charges for maintaining systems and replacing

equipment and systems as necessary.

2019

ACTUAL

2020

REVISED

2021

PROPOSED

2022

PROJECTED

2023

PROJECTED

2024

PROJECTED

2025

PROJECTED

Revenues


Total Revenues $13,042,411 $11,941,550 $13,474,917 $14,302,529 $15,446,731 $15,601,199 $15,757,211

Expenditures


Contractual Services 4,835,128 5,954,748 5,806,372 6,055,348 6,115,901 6,177,060 6,238,831

Commodities 68,264 99,250 99,250 99,250 101,731 104,275 106,881

System Replacement 1,969,410 1,919,670 1,994,408 2,054,846 2,178,137 2,243,481 2,310,785

Copier Lease 119,406 119,406 119,406 119,406 119,406 118,212 117,030

Other 192,064 359,021 490,813 609,423 615,517 621,672 627,889


Operating Margin $556,628 ($2,124,981) ($789,497) ($495,945) $309,333 $179,625 $44,998


Increase in Other Cash Flows $104,083

Ending Balance $3,499,155 $1,374,174 $584,677 $88,732 $398,065 $577,689 $622,688

97


The Fleet Fund finances operations related to the maintenance and replacement of the City’s fleet and heavy equipment inventory. Fleet Maintenance is responsible for over 3,000 pieces of equipment, including police patrol cars, fire engines, tractors, dump trucks, bulldozers, and small equipment. Lease rates are charged to departmental budgets to pay for Fleet Fund expenditures. In 2020, a rate holiday is applied for one-half month due to Covid-19 pandemic. The last two rate holidays occurred in

2009 and 2011.

Fleet Fund Overview

The Fleet Fund charges City operations to maintain and replace much of the City’s fleet and heavy equipment. With the implementation a new model to optimize fleet replacement intervals, replacement costs are expected to increase, but on-going costs are expect to fall, as fleet cost life cycles are

optimized.

2019

ACTUAL

2020

REVISED

2021

PROPOSED

2022

PROJECTED

2023

PROJECTED

2024

PROJECTED

2025

PROJECTED

Revenues


Rental Income 9,304,795 9,219,956 10,001,608 10,108,468 10,411,722 10,724,074 11,260,277

Other 477,919 1,445,000 1,617,000 1,480,000 1,480,000 1,480,000 1,480,000

Total Revenues $14,049,096 $14,639,513 $15,922,232 $16,076,143 $16,514,027 $16,965,048 $17,739,301

Expenditures


Capital Outlay 3,137,057 3,378,100 1,397,674 3,378,100 3,445,662 3,514,575 3,584,867

Other 7,833,958 8,519,721 11,369,328 9,609,654 9,897,944 10,194,882 10,500,728



Beginning Balance $2,901,912 $2,572,222 $1,985,144 $1,703,469 $1,239,267 $750,520 $237,167

Change in Assets and Liabilities $274,055

Ending Balance $2,572,222 $1,985,144 $1,703,469 $1,239,267 $750,520 $237,167 $8,860

98


The City of Wichita operates a Self Insurance Fund, pursuant to KSA 12-2615. The fund is divided into four subfunds: Group Life; Group Health; Workers’ Compensation; and Risk Management. The City seeks to main-tain reserves equal to an 85% confidence level regarding future potential claims. Revenues to the fund are based on charges to employees and the City (depending on the program). Health Insurance is funded 80% by the employer and 20% by the employee. Risk Management and Workers’ Compensation are entirely funded by the City. Fund expenditures are inherently volatile and difficult to predict. Specifically, extraordinary tort claims costs and weather-related property damage could stress the posi-tion of the fund. Insurance is maintained to offset the potential financial risk of any adverse claims experience. The projections for this fund are conservative and assume a projected “worst case” scenario in claims costs each year, which is unlikely. Con-tractual expenditures for outside legal counsel and increased tort claims have increased expenditures from the Self Insurance Fund. These trends will be closely monitored and adjustments will be considered to ensure sufficient reserves. If existing trends continue into the future, then financing and program modifications will be considered. The Workers’ Compensation reserve balance will also be closely monitored, and the City will make adjustments as necessary to ensure suffi-cient resources are available to pay for any claims. This fund is impacted by slightly lower growth in revenues for the planning years 2021 and 2022 due to a one pay period health insurance rate holiday in each year. City Council elected to utilize this strategic financial move, among many others, in order to help balance the General Fund budget with the projected impacts of the COVID-19 pandemic.

Self Insurance Fund Overview

The Self Insurance Fund receives revenues from employee and employer cost sharing and transfers, depending upon the pro-gram. Unfavorable tort liability experiences and severe weather- related property claims are primary concerns for the fund. However, sufficient fund balances are projected for the fund throughout the planning period. Currently, the fund maintains reserves at the 85% confidence level, based on an annual

actuarial review.

2019

ACTUAL

2020

REVISED

2021

PROPOSED

2022

PROJECTED

2023

PROJECTED

2024

PROJECTED

2025

PROJECTED

Revenues

Transfers In $2,914,753 $654,588 $655,693 $656,589 $663,155 $669,786 $676,484

Other 57,468,895 61,561,284 63,540,842 67,952,692 73,388,907 79,260,020 85,600,821

Total Revenues $60,383,648 $62,215,872 $64,196,535 $68,609,281 $74,052,062 $79,929,806 $86,277,306

Expenditures


Health Insurance 45,711,044 53,846,651 58,224,902 62,322,622 67,308,432 72,693,106 78,508,555

Other 7,206,648 7,985,331 8,003,046 7,959,318 6,552,709 4,927,822 3,061,819


Operating Margin $5,324,382 ($2,109,185) ($4,583,999) ($4,276,794) ($2,478,316) ($427,091) $1,902,563


Change in non-budgetary items ($1,587,699)

Ending Balance $28,077,890 $25,968,705 $21,384,706 $17,107,912 $14,629,596 $14,202,505 $16,105,068

99


In Kansas, state law authorizes Tax Increment Financing (TIF) to finance the cleanup of environmentally contaminated areas (K.S.A. 12-1771a) and the redevelopment of blighted areas (K.S.A. 12-1770).

The City of Wichita has two decremental TIF funds, which have been established to avoid expected future declines in property valuations caused by liabilities associated with localized groundwater pollution. Based upon establishment of the decremental TIF funds and a liability waiver program, property valuations have been maintained. A share of the decremental revenue (the difference between actual property valuations and the reduced valuations that would likely have resulted if Wichita had not taken action) is captured to cash or debt finance the costs of eligible remediation expenditures, such as the construction and operation of groundwater treatment systems. Decremental TIF funds may capture decremental revenue for an initial 20-year period, and up to one additional 10-year period, with support from the affected taxing districts (Sedgwick County and USD 259). Decremental TIF funds also receive revenues from other sources, including idle fund investments and legal settlements. A decremental TIF fund should remain open until all cleanup efforts are complete. Cleanup efforts are expected to extend well beyond the period in which decremental revenue can be collected.

Project plans may be established at any point in the 20-year period following the establishment of the TIF District for an incremental TIF fund. Project plans may require up to a 20-year period to retire all debt obligations. Incremental TIF funds are closed following completion of project plans and the retirement of debt obligations.

K.S.A. 12-1770 allows redevelopment costs in blighted areas to be recovered through the establishment of incremental TIF funds. In such funds, the incremental tax revenue (the difference between actual property valuations and valuations from an established base year) resulting from redevelopment efforts can be captured to cash or debt finance the costs of eligible public improvements such as curb and gutter, side-walk and street repairs, street lighting, and other public infrastructure amenities. Incremental tax revenue tends to grow over time as valuation increases occur. Debt financing is most often necessary to finance infrastructure improvements. Revenue tends to lag debt service require-ments in the early years of a TIF, creating an obligation to the Debt Service Fund. For the five active TIF funds with outstanding debt, general obligation bonds totaling $53,493,725 were originally issued. Of this debt, a total of $48,102,050 in principal and interest payments has been reimbursed by the TIF funds. This is a cumulative $3,882,127 less than the scheduled debt services payments (made by the Debt Service Fund) through 2019. The total TIF debt outstanding as of year-end 2019 was $24,899,351.

Overview for TIF Funds

The City’s TIF funds are relatively well-positioned, based upon projections. The East Bank TIF could be challenged to complete-ly reimburse the Debt Service Fund prior to expiration of the TIF. It has had a three-year trend of lower than expected revenue, as well as lost revenue due to a change in State Statute. The Doug-las & Hillside TIF may also be challenged to reimburse the Debt Service Fund prior to its expiration. However, a new development agreement approved in 2017 should significantly enhance the standing of that TIF. The remaining incremental TIFs are project-ed to fully cover any debt service obligations over the life of the

TIF.

The two decremental TIFs will reach the end of the decremental revenue phase; the long-term status of those TIFs will be largely impacted by continued mitigation costs and any future collections

from responsible parties.

101


The TIF funds groundwater contamination remediation for a section of central and south Wichita. The TIF was established in 1991, and, with a 10-year extension granted in 2006, decremental payments will continue through 2021. The cleanup in this area moved into the remediation operations phase in 2002. Remediation activity may continue until 2062, but is expected to be completed sooner. Decremental property tax revenue is steady and predictable. However, revenue from such sources as legal settlements are less certain. Operating expenditures consist of contractuals and commodities, debt service (through 2020), and staff reimbursements. All expenditures support mandatory groundwater contamination remediation efforts. Annual debt service is scheduled through 2020, and a fund balance of $13.8 million is projected at the end of 2025. Supplemented with future legal settlements, this balance will finance both ongoing and unexpected mitigation costs until remediation is complete and the TIF is closed. If the balance becomes depleted at any time prior to completion of remediation efforts, then Debt Service Fund resources would likely become necessary to finish the project.

Gilbert & Mosley TIF Fund Overview

The debt for this fund will mature at the end of 2020, with decremental payments ending in 2022. The long-term con-dition of the TIF is largely dependent on the remediation progress, and any legal settlements or unforeseen mitigation costs. The TIF could remain open until 2062; however, Public Works & Utilities staff recently estimated that the TIF could

close about 20 years earlier in 2042.

2019

ACTUAL 2020

REVISED 2021

PROPOSED 2022

PROJECTED 2023

PROJECTED 2024

PROJECTED 2025

PROJECTED

Revenues

Property Tax $2,670,040 $2,670,040 $2,670,040 $0 $0 $0 $0

Other 12,432 110,000 110,000 110,000 110,000 110,000 110,000

Total Revenues $2,682,472 $2,780,040 $2,780,040 $110,000 $110,000 $110,000 $110,000

Expenditures

Contractuals $454,609 $1,700,468 $2,002,322 $488,900 $800,000 $800,000 $800,000

Other 619,373 776,605 441,897 445,698 241,998 251,677 261,744

Total Expenditures $1,073,982 $2,477,073 $2,444,219 $934,598 $1,041,998 $1,051,677 $1,061,744

Operating Margin $1,608,490 $302,967 $335,821 ($824,598) ($931,998) ($941,677) ($951,744)


Ending Balance $19,470,207 $14,773,174 $15,108,995 $13,948,576 $13,841,176 $13,831,497 $13,821,430

102


This TIF funds groundwater contamination remediation for a section of north Wichita. The TIF was established in 1996, and, with a 10-year extension granted in 2015, decremental payments will continue through 2025. The cleanup in this area is currently in the remediation design phase, but will begin transitioning into the remediation operations phase sometime in the near future. Remediation activity may continue until 2095, but could be completed sooner. Decremental property tax revenue is steady and predictable. The other primary source of revenue is legal settlements from potentially responsible parties. Operating expenditures increased significantly in 2020 primarily constructing, planning, and monitoring of the overall remediation system. Significant and much larger expenditures are expected after 2020, and are dependent largely on the scope and extent of remediation efforts. Supplemented with future decremental property taxes (through 2025) and legal settlements, this balance will finance both ongoing and unexpected mitigation costs until remediation is complete and the TIF is closed. If the balance becomes depleted at any time prior to completion of remediation efforts, then Debt Service Fund resources would likely become necessary to finish the project.

NIC TIF Fund Overview

This TIF has no debt and will continue to receive decremental payments through 2025. The timing and amount of expenditures will vary based on the extent of remediation efforts required by the Kansas Department of Health and Environment. Additional revenue is expected from legal set-tlements and collections for potentially responsible parties. The TIF is expected to remain open past 2025, with an actual end

date dependent upon the effectiveness of remediation efforts.

2019

ACTUAL 2020

REVISED 2021

PROPOSED 2022

PROJECTED 2023

PROJECTED 2024

PROJECTED 2025

PROJECTED

Revenues

Property Tax $1,165,356 $1,165,300 $1,165,300 $1,165,300 $1,165,300 $1,165,300 $1,165,300

Other 585,902 0 0 1,200,000 0 0 0

Total Revenues $1,751,258 $1,165,300 $1,165,300 $2,365,300 $1,165,300 $1,165,300 $1,165,300

Expenditures

Contractuals $58,688 $7,500,000 $2,386,792 $2,395,072 $2,454,949 $2,516,323 $2,579,231

Other 225,572 348,264 357,606 366,546 375,710 385,103 394,730

Total Expenditures $284,260 $7,848,264 $2,744,398 $2,756,879 $2,830,659 $2,901,425 $2,973,961

Operating Margin $1,466,998 ($6,682,964) ($1,579,098) ($391,579) ($1,665,359) ($1,736,125) ($1,808,661)


Ending Balance $16,776,562 $10,093,598 $8,514,500 $8,122,921 $6,457,562 $4,721,437 $2,912,777

103


The East Bank Redevelopment District was created in 1995 to develop a convention hotel adjacent to the City’s convention center and was subsequently expanded to develop WaterWalk. At the end of 2019, the TIF fund was $2,699,755 in arrears in covering scheduled debt service payments. This deficit is conservatively projected to increase following a trend in lower than expected increments. The deficit is projected to decline in the later years as debt begins to mature in 2022 and 2024. Due to a 2017 legislative amendment to KSA 12-1775a, there has been no transfer from the State General Fund for any tax increment financing replacement funding. This represents a loss of approximately $250,000 per year since 2018. If legislation does not change, the state will begin distributions again in 2022. Based upon current conservative projections, a modest deficit is expected to remain in 2025 when the TIF fund is schedule to close.

East Bank TIF Fund Overview

Based on current projections, the fund may not complete the reimbursement of all debt service obligations by 2025. TIF increments have been trending lower than projections in recent years, and the loss of replacement funding from the

State has greatly impacted the ending outlook of this fund.

2019

ACTUAL 2020

REVISED 2021

PROPOSED 2022

PROJECTED 2023

PROJECTED 2024

PROJECTED 2025

PROJECTED

Revenues

Property Tax $1,429,901 $1,429,901 $1,472,798 $1,780,393 $1,831,171 $1,852,170 $1,873,432

Total Revenues $1,429,901 $1,429,901 $1,472,798 $1,780,393 $1,831,171 $1,852,170 $1,873,432

Expenditures

Other $1,429,901 $1,429,901 $1,472,798 $1,780,393 $1,831,171 $1,852,170 $1,873,431



Beginning Balance $0 $0 $0 $0 $0 $0 $0

Ending Balance $0 $0 $0 $0 $0 $0 $0

Cumulative surplus (deficit) in debt service reimburse-

ment at year-end ($2,699,755) ($3,266,151) ($3,806,471) ($4,024,981) ($3,220,347) ($2,212,001) ($400,610)

104


The Old Town Cinema Redevelopment District was created in 1999 as part of continuing efforts to revitalize the Old Town area. The debt service on the initial debt incurred ended in 2018. However, in 2015, the project plan for the TIF was expanded and new improvements were completed. These will be financed with subsequent TIF revenue. At the end of 2019, the TIF fund was $268,560 in arrears in covering scheduled debt service payments. This deficit is expected to reach $0 by the end of 2020. Current projections expect additional project costs to be paid in cash through temporary notes. The TIF is projected to close in 2023 with no debt service obligations.

Old Town Cinema TIF Fund Overview

Based upon current projections, the TIF fund will have completely reimbursed the Debt Service Fund for all obligations by 2020 and will close in 2023 after funding costs of new projects with temporary notes and retiring them with cash.

2019

ACTUAL 2020

REVISED 2021

PROPOSED 2022

PROJECTED 2023

PROJECTED 2024

PROJECTED 2025

PROJECTED

Revenues

Property Tax $507,702 $522,933 $538,621 $554,780 $560,327 $0 $0

Total Revenues $507,702 $522,933 $538,621 $554,780 $560,327 $0 $0

Expenditures

Other $507,702 $522,933 $538,621 $554,780 $560,327 $0 $0

Total Expenditures $507,702 $522,933 $538,621 $554,780 $560,327 $0 $0



Ending Balance $0 $0 $0 $0 $0 $0 $0


ment at year-end $(268,560) $0 $0 $0 $0 $0 $0

105


The Northeast Redevelopment District was created in 1997 to fund improvements near 13th and Grove, including the demolition of exist-ing structures and infrastructure improvements. In 2005, the City Council approved a project plan for the development of a Save-a-Lot grocery store. At the end of 2019, the TIF fund was $46,040 in arrears. However, a delinquency payment owed from the developer was paid to the City early in 2020. There is no debt outstanding on this TIF, since temporary notes originally financing this project were retired with Debt Service Fund cash. Based upon current projections, transfers through 2020 are expected to complete the reimbursement of the Debt Service Fund and allow the TIF to be closed.

Northeast Redevelopment TIF Fund Overview

Based upon current projections, the TIF fund will complete the reimbursement of the Debt Service Fund by 2020 and can be

closed.

2019

ACTUAL 2020

REVISED 2021

PROPOSED 2022

PROJECTED 2023

PROJECTED 2024

PROJECTED 2025

PROJECTED

Revenues

Property Tax $50,395 $25,198 $20,842 $0 $0 $0 $0

Total Revenues $50,395 $25,198 $20,842 $0 $0 $0 $0

Expenditures

Other $25,186 $50,407 $20,842 $0 $0 $0 $0

Total Expenditures $25,186 $50,407 $20,842 $0 $0 $0 $0

Operating Margin $25,209 ($25,209) $0 $0 $0 $0 $0

Beginning Balance $0 $25,209 $0 $0 $0 $0 $0

Ending Balance $25,209 $0 $0 $0 $0 $0 $0


ment at year-end $0 $0 $0 $0 $0 $0 $0

106


The Center City Redevelopment District was created in 2007 as part of continuing efforts to revitalize downtown near INTRUST Bank Arena. The TIF fund helps finance three distinct projects: Arena Phase I; Douglas Place; and Exchange Place. Arena Phase I included the reconstruction of streets in the immediate vicinity of INTRUST Bank Arena and the development of a wayfinding system. Douglas Place included the conversion of a historic downtown building into a boutique hotel with an adjacent parking structure. Exchange Place includes the conversion of existing buildings into a mixed-use apartment complex with an attached parking structure. The TIF increment is expected to increase steadily over the next few years due to the inclusion of the valuation of the completed Exchange Place project. This projection assumes half of the valuation of Exchange Place impacting revenue in 2020, with the full impact shown conservatively in 2021. These projections also include the impact of new debt service, expected to begin in 2020. Final amounts will be impacted by the action of the County Appraiser, as well as the amount and structure of debt service payments. Current increment estimates provided by Economic Development staff are less than scheduled debt service and a modest deficit is expected upon TIF closure in 2033.

Center City TIF Fund Overview

Increasing increments in this TIF are expected upon valuation of the completed Exchange Place project. This will also increase debt for this TIF beginning in 2020. When the TIF closes in 2033, a modest deficit is expected based on current

projections.

2019

ACTUAL 2020

REVISED 2021

PROPOSED 2022

PROJECTED 2023

PROJECTED 2024

PROJECTED 2025

PROJECTED

Revenues

Property Tax $434,744 $458,279 $661,406 $712,759 $957,067 $1,025,168 $1,095,312

Total Revenues $434,744 $458,279 $661,406 $712,759 $957,067 $1,025,168 $1,095,312

Expenditures

Other $154,032 $872,508 $661,406 $712,759 $957,067 $1,025,168 $1,095,312

Total Expenditures $154,032 $872,508 $661,406 $712,759 $957,067 $1,025,168 $1,095,312

Operating Margin $280,712 ($414,229) $0 $0 $0 $0 $0

Beginning Balance $133,517 $414,229 $0 $0 $0 $0 $0

Ending Balance $414,229 $0 $0 $0 $0 $0 $0


ment at year-end $361,897 $714,390 $590,094 $372,601 $287,666 ($110,557) ($112,810)

107


The Ken Mar Redevelopment District was created in 2008 to revitalize the area at 13th and Oliver. A Neighborhood Walmart was located in the TIF area and other developments followed, but the Neighborhood Walmart closed in early 2016. The space vacated by Walmart was occupied by American Freight in 2017. Valuation in the TIF has not reached levels high enough to support annual reimbursement payments to the Debt Service Fund. There is no debt outstanding on this TIF, since temporary notes originally financing this project were retired with Debt Service Fund cash. The TIF is obligated to reimburse the Debt Service Fund based on an agreed upon amortization schedule. The City and developers have an agreement under which the developers will make up any shortfall between the increment and the required Debt Service Fund reimbursement. All debt service reimbursement is projected to be reimbursed by 2029.

Ken Mar TIF Fund Overview

Based upon current projections, the TIF fund is expected to repay all debt obligations by 2029. The condition of the fund is largely dependent on two factors: the type of development in the TIF—which drives the value of the increment—and the continued participation of the developer in covering annual

deficits based on the development agreement.

2019

ACTUAL 2020

REVISED 2021

PROPOSED 2022

PROJECTED 2023

PROJECTED 2024

PROJECTED 2025

PROJECTED

Revenues

Property Tax $14,427 $14,427 $14,860 $15,009 $15,159 $15,311 $15,464

Other 156,610 174,273 179,790 185,291 185,491 190,539 195,286

Total Revenues $171,037 $188,700 $194,650 $200,300 $200,650 $205,850 $210,750

Expenditures

Other $171,037 $188,700 $194,650 $200,300 $200,650 $205,850 $210,750




Ending Balance $0 $0 $0 $0 $0 $0 $0


ment at year-end $0 $0 $0 $0 $0 $0 $0

108


The Douglas & Hillside Redevelopment District was created in 2006 with plans for a condominium tower and mixed-use facilities. Limited progress was made towards redevelopment and the developer did not pay the taxes on the undeveloped part of the property for five years. The City Council dissolved the development agreement in March 2016 and began pursuing alternatives for the site. A new developer, Uptown Landing LLC, was selected by the City Council on December 13, 2016 to construct 188 apartment units between two parcels and as much as 18,000 square feet of commercial space. The re-cently completed apartments include high-end finishes, a first-level parking garage, and a rooftop gathering space for tenants. Scheduled debt service payments began in 2015 and the TIF fund was $1,056,428 in arrears in covering scheduled debt service payments at the end of 2019. However, this does not include the $732,936 from the sale of the Delano catalyst site, the proceeds of which are available to cover potential un-derpayments from this TIF to the Debt Service Fund. The condition of this TIF is expected to improve now that initial projects from the new development agree-ment are completed. Two very significant variables will impact the performance of this TIF: the total valuation ultimately placed on de-veloper improvements by the County Appraiser, and the timing with which those improvements are placed on the tax rolls.

Douglas & Hillside TIF Fund Overview

The condition of this TIF is expected to improve now that initial projects are completed. Two key variables will impact fund performance: the valuation of new improvements and the year in which those improvements are placed on the tax rolls.

Based on the current forecast, the TIF will expire in 2027.

2019

ACTUAL 2020

REVISED 2021

PROPOSED 2022

PROJECTED 2023

PROJECTED 2024

PROJECTED 2025

PROJECTED

Revenues

Property Tax $24,578 $55,000 $364,697 $371,991 $379,431 $387,019 $394,760

Total Revenues $24,578 $55,000 $364,697 $371,991 $379,431 $387,019 $394,760

Expenditures

Other $24,578 $55,000 $364,697 $371,991 $379,431 $387,019 $394,760




Ending Balance $0 $0 $0 $0 $0 $0 $0


ment at year-end ($1,056,428) ($1,344,863) ($1,324,214) ($1,297,721) ($1,264,938) ($1,225,339) ($1,173,232)

109


The Union Station Redevelopment District was created in 2014 with plans to renovate the historic buildings on the Union Station campus and for new infill construction to create a mixed-use development con-taining almost 275,000 square feet of retail, restaurant, and office space. The City’s participation in the Union Station project is different than most other City TIFs. The developer will use private financing for the project and be reimbursed for eligible project expenditures only if TIF revenue is available. The City will not incur any TIF-backed debt for this project. In the first phase of the Union Station TIF plan, the developer is eligible for repayment of up to $2,475,990 in eligible pro-ject expenditures plus interest for public improvements such as the plaza, pictured below.

Union Station TIF Fund Overview

Phase one of the Union Station TIF fund provides cash financing for eligible project expenditures, up to $2.5 million.

There will be no City TIF-backed debt for the project.

2019

ACTUAL 2020

REVISED 2021

PROPOSED 2022

PROJECTED 2023

PROJECTED 2024

PROJECTED 2025

PROJECTED

Revenues

Property Tax $64,695 $156,060 $156,060 $159,181 $162,365 $165,612 $168,924

Total Revenues $64,695 $156,060 $156,060 $159,181 $162,365 $165,612 $168,924

Expenditures

Contractual Payments $32,483 $156,060 $188,272 $159,181 $162,365 $165,612 $168,924


Operating Margin $32,212 $0 ($32,212) $0 $0 $0 $0

Beginning Balance $0 $32,212 $32,212 $0 $0 $0 $0

Ending Balance $32,212 $32,212 $0 $0 $0 $0 $0

110


The South Fork Redevelopment District was created in 2012 with plans to develop a 50-acre site located adjacent to the Kansas Turnpike and fronting 47th Street South. The plan is to create a mixed use development including restaurants, branch banks and highway-related commercial uses. The City’s participation in the South Fork Phase A project is different than most other TIFs. The City financed the improvements with special assessments that are paid by the property owners. The special assessments can be reimbursed to the developer as TIF revenue is available. The City will not incur any TIF-backed debt for this project. Based upon the special assessment project costs, the developer is eligible for repayment of up to $5,127,965 in eligible project expenditures on public improvements plus interest. The developer is behind on reimbursement requests, thus these additional amounts are pro-jected to be included in the 2020 and 2021 reimbursements.

South Fork TIF Fund Overview

The South Fork TIF fund provides cash financing for eligible project expenditures, up to $5.1 million. There will be no City TIF-backed

debt for the project.

2019

ACTUAL 2020

REVISED 2021

PROPOSED 2022

PROJECTED 2023

PROJECTED 2024

PROJECTED 2025

PROJECTED

Revenues

Property Tax $65,300 $156,060 $156,060 $159,181 $163,956 $168,875 $173,941

Total Revenues $65,300 $156,060 $156,060 $159,181 $163,956 $168,875 $173,941

Expenditures

Contractual Payments $0 $251,623 $221,360 $159,181 $163,956 $168,875 $173,941

Total Expenditures $0 $251,623 $221,360 $159,181 $163,956 $168,875 $173,941

Operating Margin $65,300 ($95,563) ($65,300) $0 $0 $0 $0

Beginning Balance $95,563 $160,863 $65,300 $0 $0 $0 $0

Ending Balance $160,863 $65,300 $0 $0 $0 $0 $0

111


The West Bank TIF District was created in 2018 with plans to redevelop Lawrence-Dumont Stadium into a multi-sport stadium, additional development surrounding the stadium, development of approximately seven acres known as the “Delano Catalyst Site”, and additional development and redevelopment within the district. Property tax increments generated by the District are intended to pay the debt service on general obligation bonds issued to fi-nance the City contribution to the project. The increase in valuation is expected to be recorded beginning in January 2021 with project completion scheduled for 2024. The projections shown are more conservative in the first few years in order to provide for slight timing variability in project completion and County Appraiser valuations that will impact the year in which the full increment will be received. This projection follows the Economic Development project plan provided to City Council with the TIF expected to cover all debt obliga-tions with a surplus in the fund upon closure.

West Bank TIF Fund Overview

This TIF is projected to follow the project plan approved by City Council with a conservative delay in increments beginning in 2021 to allow for variables in timing of project completion and County appraisal. The TIF is projected to cover all debt obligations, which

will begin in 2021.

2019

ACTUAL 2020

REVISED 2021

PROPOSED 2022

PROJECTED 2023

PROJECTED 2024

PROJECTED 2025

PROJECTED

Revenues

Property Tax $20,960 $58,000 $59,740 $563,279 $1,016,285 $1,602,054 $1,696,010

Total Revenues $20,960 $58,000 $59,740 $563,279 $1,016,285 $1,602,054 $1,696,010

Expenditures

Other $0 $70,840 $67,860 $563,279 $1,016,285 $1,602,054 $1,696,010

Total Expenditures $0 $70,840 $67,860 $563,279 $1,016,285 $1,602,054 $1,696,010

Operating Margin $20,960 ($12,840) ($8,120) $0 $0 $0 $0

Beginning Balance $0 $20,960 $8,120 $0 $0 $0 $0

Ending Balance $20,960 $8,120 $0 $0 $0 $0 $0


ment at year-end $0 $0 $67,860 $67,860 $67,860 $427,068 $794,703

112


City Council

FOCUS AREAS

KEEPING WICHITA SAFE GROWING WICHITA’S

ECONOMY BUILDING DEPENDABLE

INFRASTRUCTURE LIVING WELL

WICHITA: A WELL-RUN CITY

The mission of the City Council is to provide policy direction for the City of Wichita in developing, implementing, and maintaining services to the citizens of Wichita. The Council establishes several strategic priorities, also called “focus areas,” which guide decision-making. Those are:

Keeping Wichita Safe;

Building Dependable Infrastructure;

Growing Wichita’s Economy;

Living Well; and

Making Wichita A Well-Run City The Council establishes policy direction for the City by enacting ordinances, laws, policies, adopting the budget, levying taxes, and appointing members to citizen advisory boards and commissions. The seven-member Council is elected to four-year terms on a nonpartisan basis with staggered terms of office. The Mayor and City Council Members can run two consecutive four year terms. The Mayor’s position is full-time, while Council Members are part-time. Salaries and election years vary per year. The Council appoints members to citizen advisory boards, District Advisory Boards and commissions. The Council also hosts visitors from Wichita’s international Sister Cities, U.S. military groups and economic development delegations. They work in close partnership with economic development stake-holders to support a robust business climate and grow jobs in the Wichita region. The Council members hold positions in various local, regional and national organizations and exchange shared knowledge with other regional, national and international entities to develop partnerships and collaboration. The relationships formed and knowledge gleaned from these organizations help Wichita stay on the cutting edge of best practices in public safety, infrastruc-ture, transportation, economic development, quality of life and more.

113


City Council

Revenue By Fund Expenditures By Category

2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $794,765 $1,080,061 $995,261 $857,803 $889,910

REVENUES $794,765 $1,080,061 $995,261 $857,803 $889,910

Salaries and Benefits 676,372 746,107 741,826 748,730 759,011

Contractuals 105,566 110,904 83,545 89,183 111,009

Commodities 11,456 22,350 19,190 19,190 19,190

Capital Outlay 1,371 700 700 700 700

Other 0 200,000 150,000 0 0

EXPENDITURES $794,765 $1,080,061 $995,261 $857,803 $889,910

POSITIONS / FTE 10 / 10 10 / 10 10 / 10 10 / 10 10 / 10

CITY COUNCIL ACCOMPLISHMENTS:

Finished construction of Naftzger Park in Downtown Wichita.

Completed the $22M Stryker Soccer Complex rehabilitation and expansion.

Constructed a new road salt storage facility in West Wichita.

Adopted the Delano Neighborhood Plan including the Ballpark Village Master Plan to guide development around Riverfront stadium in Delano.

Worked with community partners on the ICT-1 pilot program, providing targeted care for those in mental crisis situations

Expanded support for small businesses and job seekers by adding public color photocopying in all libraries and a circulating laptop dispenser in the Advanced Learning Library

Lowered average airline fares with greatest decrease of any airport in the region.

114


Mayor:

Dr. Brandon Whipple was elected as the Mayor of Wichita in 2019. Whipple served District 96 in the Kansas House of Representatives for 7 years and was a professor at Wichita State University prior to being elected Mayor. Whip-ple is a graduate of Wichita State University where he earned a Bachelor of General Studies and Master of Arts in Liberal Studies. Whipple has also earned a Doctor of Arts in Leadership Studies from Franklin Pierce University. Whipple has been a Wichita resident for 16 years and is married to Chelsea. He and Chelsea have three children.

District III:

James Clendenin has been a City Council Member since April 2011. He is a graduate of Halstead High School and attended Hesston College and Hutchinson Community College. He worked in the aircraft composites business for over 14 years. He is the Mayor’s appointee and Chair of the Sedgwick County Association of Cities. James serves on the Historic Wichita Cowtown, Inc. Advisory Board and on the Ark River Advisory Committee. He is a member of the National League of Cities Community & Library Steering Committee and has served as an Assistant Scoutmaster in Boy Scouts of America. He is married to wife Amie and has three children.

District V:

Bryan Frye has been a City Council Member since April 2015. A lifelong Wichitan, Bryan graduated from Wichita State University with a Bachelor of the Arts degree in Marketing. Prior to being elected, he served eight years on the District V Advisory Board and eight years on the Wichita Board of Park Commissioners. Bryan is currently a board member of the Wichita Area Metropolitan Planning Organization, National Baseball Congress Foundation, the Arts Council and Historic Wichita Cowtown, Inc. He has also held leadership positions for numerous non-profit groups over the years, including Botanica, Music Theatre of Wichita, Big Brothers Big Sisters of Sedgwick County, Wichita State Alumni Association and the Wichita Wagonmasters. He and his wife Sheila have two children.

District I:

Brandon Johnson was elected as the City Council Member to District I in 2017. He demonstrates his love for Wichita through progressive programming, investments and initiatives to create a better city for current and future residents. The Wichita native’s civil leadership spans more than 10 years in areas including economic development through employment advocacy and job creation, social services and community education. Johnson is married to Danielle and they have three children.

District IV:

Jeff Blubaugh has been a City Council Member since April 2013. He holds undergraduate and graduate degrees from Friends University, previously worked in sales for the Cessna Aircraft Company, and sells real estate for Keller Williams Hometown Partners. He is actively involved with the community as a member of Lion Clubs International, and numerous other organizations. Jeff formerly served on the Goddard School Board, the Goddard Football Board, and as the Goddard Junior High Football Coach. He and his wife Meghan have four children.

District VI: Vice Mayor

Dr. Cindy Claycomb was elected as the City Council Member to District VI in 2017. She was employed in higher education for over 25 years, holding positions at Wichita State University as a professor of marketing, interim Dean of the W. Frank Barton School of Business, founding director of WSU Ventures and Assistant to the President for Strategic Planning. Dr. Claycomb is committed to working on a strong local economy, safe and thriving neighborhoods, and a vibrant quality of life for all Wichitans. She is married to Charlie and they have an adult daughter, son-in-law and three grandchildren.

District II:

Becky Tuttle was elected as the City Council Member to District II in 2019. She has over 25 years of professional experience engaging community partners through grassroots local coalition efforts focusing on tobacco, physical activity, healthy eating, oral health, fetal infant mortality and worksite wellness. The majority of the experience has focused on policy and environmental changes to improve the health of the community. Tuttle has been a Wichita resident since 2002 and is married to husband Patrick.

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116


Total Authorized Positions/Full-Time Equivalents = 10 / 10 FTE

1 Mayor

1 Vice Mayor

5 Council Members

City Council Staff

3 / 3 FTE

Citizens of Wichita

Mayor & City Council

7 / 7 FTE

Advisory Boards

District I Advisory Board

District II Advisory Board

District III Advisory Board

District IV Advisory Board

District V Advisory Board

District VI Advisory Board

Authorized Positions Range 2019 2020 2021

Mayor 1 1 1

Vice Mayor 1 1 1

City Council Members 5 5 5

Program Specialist C41 1 1 1

Administrative Secretary 621 1 2 2

Customer Service Clerk II 1

619 1 0 0

TOTAL AUTHORIZED POSITIONS 10 10 10

General Fund 10 10 10

1 The Customer Service Clerk II position is reclassified as an Administrative Secretary.

117

2021-2022 Adopted Budget Wichita, Kansas

KEY OUTCOME MEASURES Benchmark 2017 Actual

2018 Actual

2019 Actual

2020 Target

2021 Target

Average Domestic Itinerary Fare as a Percent of National Average

123% 115% 111% 114% 111% 111%

Cost per Enplaned Passenger (Signatory Airlines) $8.09 $7.65 $8.26 $9.01 $14.00 $10.88

Enplaned Passengers 781,605 810,246 832,831 876,640 436,682 654,278

Non-Airline Revenues (in Thousands) $16,747 $19,696 $20,044 $21,673 $15,932 $19,255

Gallons of Fuel Pumped at Jabara Airport (in Thousands)

1,033 1,019 1,096 1,065 731 1,232

FOCUS AREAS

KEEPING WICHITA SAFE

GROWING WICHITA’S ECONOMY

BUILDING DEPENDABLE INFRASTRUCTURE

LIVING WELL


MISSION

Provide a safe, efficient, customer friendly and fiscally responsible airport system that serves airport tenants, airport users, and the public.

GOALS

A. Maintain a financially self-sustaining airport system.

B. Market real estate properties and services.

C. Encourage use and protect capital investments.

D. Perform critical life-safety and property protection functions.

E. Provide and maintain a certified commercial service airport and reliever airport.

PROGRAMS GOAL ALIGNMENT

1. Airport System Business Development………………………..

2. Airport System Capital Investment Enrichment..……………..

3. Airport System Safety and Security……………………………

A, B, E

C, E

C, D, E

DEPARTMENT DESCRIPTION: The Airport Department is responsible for oversight and operations of Wichita Dwight D.

Eisenhower National Airport and Colonel James Jabara Airport. The Department provides services to airlines, tenants, custom-ers, and visitors. Eisenhower Airport encompasses 3,380 acres and is the site for 60 tenant-occupied facilities. Jabara Airport encompasses 815 acres and is the site for 19 tenant-occupied facilities. The Department strives to serve as a “one-stop shop” for tenants, as well as provide quality facilities and services on a self-sustaining basis to its customers. In 2019, there were 1,749,906 total passengers that utilized the services of Airport, which was a 5.1% increase over 2018. Generation of non-airline revenues is important to the financial sustainability of the Airport. The largest planned project is for airfield pavement mainte-nance at Eisenhower Airport. Airport plans to spend $44.6 million on airfield pavement maintenance at this airport from 2021-2030 through capital projects.

119


REVENUES AND EXPENDITURES POSITIONS / FTE

2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Airport Fund $33,796,693 $33,361,871 $30,654,593 $31,641,222 $32,415,794

REVENUES $33,796,693 $33,361,871 $30,654,593 $31,641,222 $32,415,794


Contractuals 4,842,821 5,439,828 5,171,950 5,156,800 5,341,375

Commodities 1,099,740 1,118,995 1,083,815 1,067,565 1,079,015

Capital Outlay 208,234 344,535 384,385 368,235 378,985

Other 16,865,915 14,731,088 12,952,296 13,939,031 14,124,199

EXPENDITURES $33,796,693 $33,361,871 $30,654,593 $31,641,222 $32,415,794

POSITIONS / FTE 141 / 136.50 141 / 136.50 141 / 136.50 141 / 136.50 141 / 136.50

EXPENDITURES BY PROGRAM 2021

Proposed Page

Reference

1. Airport System Business Development $19,534,104 121

2. Airport System Capital Investment Enrichment 6,645,484 122

3. Airport System Safety and Security $5,461,634 123

TOTAL EXPENDITURES $31,641,222

DEPARTMENT HIGHLIGHTS: Wichita Eisenhower National Airport has been identified as one of the top three best small

airports in the nation. Many aviation-related businesses reside at Eisenhower, and the Wichita Airport Authority (WAA) continu-ously pursues expansion opportunities that promote the economic interests of the Wichita area. Colonel James Jabara Airport also houses many tenant-occupied facilities. Like Eisenhower, Jabara is thriving under the direction of the WAA with support from the Wichita Airport Advisory Board. Passenger levels at Eisenhower National have been significantly impacted by the COVID 19 pandemic in early 2020. Projections of passenger traffic for 2020 anticipate a 50% decrease from 2019 with an increase to 75% for 2021 and 90% for 2022 based on 2019 levels. In reaction to COVID 19, federal grant money of $11.5 million was awarded to the Airport which will be used to pay operating, maintenance and debt service expenses. Over 50% of the Airport’s revenues are activity based so diligent manage-ment of expenses is necessary while addressing the impact on airline rates and charges. Many important capital projects are underway or in the planning stages to sustain Wichita’s Airport System. Continuous improve-ment to Wichita’s airports make them attractive for businesses, cargo services, and commercial ventures. Staff will continue to pursue opportunities to promote airport services and attract new businesses, flights, and services to Wichita’s airports to a id in the recovery process. Airport staff will also work with Economic Development to perform market analysis and look for opportunities to promote the City’s two airports. Property management and customer service strategies will be jointly reviewed to promote and manage airport prop-erties. Airport marketing will be coordinated with marketing expertise in the City Manager’s Office. These interdepartmental ef-forts will ensure that the City’s airports continue to be economic drivers for Wichita and the region. The Airport is known for its commitment to excellence and its willingness to experiment with service models to achieve optimized outcomes. Interdepart-mental collaboration involving Airport staff will be beneficial to Airport services, as well as services provided by other departments in the City of Wichita.

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2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Airport Fund $22,031,385 $20,661,942 $18,593,727 $19,534,104 $20,001,729

REVENUES $22,031,385 $20,661,942 $18,593,727 $19,534,104 $20,001,729

Salaries and Benefits $1,616,621 $1,660,641 $1,626,406 $1,497,735 $1,637,302

Contractuals 3,457,389 4,169,513 3,913,624 3,992,938 4,110,828

Commodities 52,074 62,300 61,000 64,000 64,000

Capital Outlay 39,386 38,400 40,400 40,400 65,400

Other 16,865,915 14,731,088 12,952,296 13,939,031 14,124,199

EXPENDITURES $22,031,385 $20,661,942 $18,593,727 $19,534,104 $20,001,729

POSITIONS / FTE 20 / 16.00 20 / 16.00 20 / 16.00 20 / 16.00 20 / 16.00

PROGRAM DESCRIPTION: The business development and growth of the Airport system is foundational to other functions provided

because of the importance of having no reliance on the local taxing authority. Maintaining the financially self-supporting position of the Airport Department involves multiple components such as administration, customer service, and marketing.

ACTIVITY DESCRIPTIONS: Airport Administration is responsible for the overall leadership, administration and business support

functions for the Airport. Airport Parking is managed under a contract in which the contractor is responsible for parking management and related services. Airport Air Service Development performs ongoing analysis of markets, looking for opportunities to enhance air service and to identify areas of concern. Airport Customer Service encourages repeat business through friendly, knowledgeable, and available support of customers. Airport Property Management pursues the development of Airport property, and creates and manages lease agreements with Airport tenants. Airport Marketing directs all advertising programs and manages public and media relations in concert with Public Affairs staff in the City Manager’s Office.

FOCUS GOAL ACTIVITIES

Growing Wichita’s Economy A. Financially Self-Sustaining 1. Airport Administration

2. Airport Parking

3. Airport Air Service Development

4. Airport Customer Service

Growing Wichita’s Economy B. Market Real Estate Properties and Services 5. Airport Property Management

Wichita: A Well-Run City A. Financially Self-Sustaining 6. Airport Marketing

VISION

Airport System Business Development provides a customer-friendly and fiscally responsible airport system that serves airport tenants, airport users, and the public.

PERFORMANCE MEASURES Benchmark 2017

Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Passenger Leakage to Other Airports 44% 15% 18% 18% 15% 15% A

Parking Revenue per Enplanement $8.95 $9.19 $9.25 $9.61 $9.67 $9.68 A

Food, Beverage, and Retail Revenue per Enplanement

$0.71 $0.70 $0.72 $0.75 $0.84 $0.74 A

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2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Airport Fund $6,420,241 $7,174,060 $6,653,292 $6,645,484 $6,909,380

REVENUES $6,420,241 $7,174,060 $6,653,292 $6,645,484 $6,909,380


Contractuals 777,875 853,885 873,859 847,959 914,007

Commodities 824,114 947,980 910,950 894,400 904,850

Capital Outlay 129,628 293,620 322,170 309,420 295,170

Other 0 0 0 0 0

EXPENDITURES $6,420,241 $7,174,060 $6,653,292 $6,645,484 $6,909,380

POSITIONS / FTE 68 / 68.00 68 / 68.00 68 / 68.00 68 / 68.00 68 / 68.00

PROGRAM DESCRIPTION: The Airport has resources dedicated to maintaining safe, clean, and functional facilities. Airport System

Capital Investment Enrichment staff manage an efficient and high quality maintenance and repair program.

ACTIVITY DESCRIPTIONS: Airside Grounds and Pavement Maintenance is required to maintain compliance with Federal

regulations for the airfield. Facilities and Systems Operation and Maintenance is responsible for ongoing structural maintenance, building systems maintenance, and roof repairs. Fleet Maintenance provides ongoing maintenance and scheduled replacement of Airport fleet. Capital Construction Planning and Oversight is the responsibility of Airport Capital Planning and Development, which coordinates construction activities and ensures compliance with Federal construction regulations. Environmental Services ensures compliance with environmental regulations that apply to aviation activities. The Airport Department manages electrical and natural gas Utility Systems and coordinates with outside utilities to provide certain system redundancy and other necessary utility services. Airport Landside Grounds and Pavement Maintenance is responsible for maintenance of surface pavements, structured parking, landscaping, and snow removal. Custodial Services are performed by a mix of Airport staff and contractors.


Building Dependable Infrastructure

C. Encourage, Use, and Protect Capital Investments

7. Airside Grounds and Pavement Maintenance

8. Facilities and Systems Operation and Maintenance

9. Fleet Maintenance

10. Capital Construction and Planning Oversight

11. Environmental Services

12. Utility Systems

13. Landside Grounds and Pavement Maintenance

14. Custodial Services

VISION

Airport System Capital Investment Enrichment provides a safe and efficient airport system that serves airport tenants, airport users, and the public.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Capital Investment in Airport Facilities (in Thousands)

$18,569 $6,628 $6,173 $9,720 $2,935 $2,457 C

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2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Airport Fund $5,345,068 $5,525,869 $5,407,575 $5,461,634 $5,504,685

REVENUES $5,345,068 $5,525,869 $5,407,575 $5,461,634 $5,504,685


Contractuals 265,886 416,430 384,467 315,903 316,540

Commodities 64,340 108,715 111,865 109,165 110,165

Capital Outlay 28,375 12,515 21,815 18,415 18,415

Other 0 0 0 0 0

EXPENDITURES $5,345,068 $5,525,869 $5,407,575 $5,461,634 $5,504,685

POSITIONS / FTE 53 / 52.50 53 / 52.50 53 / 52.50 53 / 52.50 53 / 52.50

PROGRAM DESCRIPTION: The safety and security of the Airport system incorporates participation in the safety of the national air

transportation system as well as the personal safety of users, tenants, and employees. It is a labor intensive program that has significant dedicated resources in order to accomplish the various tasks that are needed to support desired outcomes. Airport System Safety and Security operates 24 hours a day, 365 days a year.

ACTIVITY DESCRIPTIONS: Airfield Safety involves the maintenance and enforcement of airport rules and operating procedures

needed to comply with FAA regulations. The Airport Police and Fire Division is has primary responsibility for interpreting and implementing Aviation Security parameters established by the Transportation Security Administration (TSA). Campus Police and Fire includes public safety, security, emergency management, law enforcement on Airport property, emergency medical, communications dispatch, and routine landside inspections and reporting.

VISION

Airport System Safety and Security provides a safe airport system that serves airport tenants, airport users, and the public.


Keeping Wichita Safe C. Encourage, Use, and Protect Capital Investments

15. Campus Police and Fire

Keeping Wichita Safe E. Certified Commercial Service Airports 16. Airfield Safety

17. Aviation Safety


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Reported Runway Incursions 0 0 0 0 0 0 C, E

Public Assistance Responses 2,268 2,485 1,998 2,115 1,058 1,586 C

Number of Discrepancies Identified in Annual FAA Inspection

0 0 0 10 0 0 C, E

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Total Authorized Positions/Full-Time Equivalents = 141 / 136.5 FTE

68 / 68 FTE

Mayor and City Council

Investment Enrichment Safety and Security

1 Airport System Business Development includes the Director and the Assistant Director positions

Airport Advisory Board

City Manager

Director of Airports 1

Assistant Director 1

20 / 16 FTE

Business Development 1

Airport System

Airport Department

53 / 52.5 FTE

Airport SystemAirport System Capital

124


Authorized Positions Range 2019 2020 2021 Authorized Positions Range 2019 2020 2021

Director of Airports E83 1 1 1 Engineering Technician II 2626 2 2 2

Assistant Director of Airports 1D71 1 1 1 Airport Field Maint. Supervisor 1625 1 1 1

Airport Eng. & Planning Manager 1D62 1 1 1 Airport Operations Supervisor 1625 1 1 1

Airport Police & Fire Chief 1D62 1 1 1 General Supervisor II 1624 1 1 1

Division Manager 1D61 1 1 1 General Supervisor I 1623 1 1 1

Deputy Airport Police & Fire Chief 1C45 1 1 1 Administrative Aide II 1623 7 7 7

Senior Management Analyst 1C44 1 1 1 Airport Building Maint. Mechanic 2623 6 6 6

Airport Building and Facilities Manager 1C44 1 1 1 Airport Operations Officer 1623 4 4 4

Program Coordinator 1 1C44 0 1 1 Airport Custodial Supervisor 2622 2 2 2

General Maintenance Supervisor I 1C43 1 1 1 Mechanic II 2622 2 2 2

Airport Operations Manager 1C43 1 1 1 Parts Clerk 2622 1 1 1

Inspection Supervisor 1C43 1 1 1 Airport Services Officer 2621 12 12 12

Senior Environmental Scientist 1C43 1 1 1 Maintenance Mechanic 2621 11 11 11

Senior Fiscal Analyst 1C43 1 1 1 Equipment Operator III 2620 4 4 4

Asst. Bldg and Facilities Manager 1C43 1 1 1 Secretary 2619 1 1 1

Management Analyst 1 1C41 2 1 1 Equipment Operator II 2619 9 9 9

Administrative Assistant 1928 1 1 1 Maintenance Worker 2617 1 1 1

Airport Police & Fire Supervisor 3893 3 3 3 Custodial Worker II 2617 4 4 4

Asst. Airport Police & Fire Supervisor 3892 3 3 3 Custodial Worker I 615 12 12 12

Airport Police & Fire Officer II 6692 24 24 24 Department Intern (PT-50%) 8612 1 1 1

Airport Equip. Maint. Supervisor 2627 1 1 1 Customer Clerk (PT-50%) 8412 8 8 8

Electrical Technician 2627 1 1 1 TOTAL AUTHORIZED POSITIONS 141 141 141

Airport Building Maint. Supervisor 2626 1 1 1 Airport Fund 141 141 141

1 A Management Analyst is reclassified as a Program Coordinator in the 2020 Revised Budget.

125


FOCUS AREAS




LIVING WELL


MISSION

The City Manager’s Office provides professional leadership and management to a leading-edge organization.

GOALS

A. Ensure the consistent delivery of high quality services in order to manage to excellence.

B. Foster economic vitality throughout the community.

C. Reduce customer effort in obtaining municipal services.

D. Ensure every citizen has a voice in their government.

E. Be a trustworthy source of information.


1. Administration……………………...…………………………….

2. Strategic Communications……………………………………...

3. Community Engagement………………………………………..

4. City Call Center…………………………………………….…….

5. Economic Development…………………………………………

A

E

D

C, E

B

DEPARTMENT DESCRIPTION: The City Manager’s Office is a diverse department comprised of programs that promote

an economically vital community where all residents are invited to provide input and feedback on City initiatives, can easily ac-cess high quality municipal services and trust that any information relayed to them by the City is timely, accurate and transparent.


2018 Actual

2019 Actual

2020 Target

2021 Target

Overall Quality of Life: Residents rating Excellent or Good

CoW Lower

N/A 68% N/A 80% N/A

Economic Health: Residents rating Excellent or Good

CoW Lower

N/A 48% N/A 51% N/A

Opportunities to Participate in Community Matters: Residents rating Excellent or Good

CoW

Similar N/A 61% N/A 70% N/A

Quality of Public Information Services: Residents rating Excellent or Good

CoW


Quality of City Services: Residents rating Excellent or Good

CoW Lower

N/A 59% N/A 65% N/A

Note: NCS = National Citizen Survey — Survey of Wichita residents has been commissioned in even years since 2006.

127



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Economic Development Fund 1,595,694 2,948,427 1,646,846 2,814,968 1,704,593

Grant Funds 385,000 385,000 385,000 385,000 385,000

General Fund $4,251,468 $4,677,203 $4,446,766 $4,456,564 $4,488,805

REVENUES $6,232,162 $8,010,629 $6,478,612 $7,656,532 $6,578,398


Contractuals 1,632,762 1,692,508 1,589,724 1,615,358 1,678,888

Commodities 17,523 47,990 47,990 47,990 47,990

Capital Outlay 10,574 19,350 19,350 17,850 17,850

Other 203,105 1,479,802 204,422 1,355,645 206,540

EXPENDITURES $6,232,162 $8,010,629 $6,478,612 $7,656,532 $6,578,398

POSITIONS / FTE 52 / 51.00 52 / 51.00 52 / 51.00 52 / 51.00 52 / 51.00


Proposed Page

Reference

1. Administration $2,061,780 129

2. Strategic Communications 794,583 130

3. Community Services 789,274 131

4. City Call Center 1,195,927 132

5. Economic Development 2,814,968 133


DEPARTMENT HIGHLIGHTS: The City Manager’s Office has played a dynamic leadership role as the City has

undergone an in-depth look at all departmental programs and activities. Over the past three years, the City Manager’s Office has provided oversight and direction for the Zero-Based Budget (ZBB) process, leading the way by proposing a new City-wide Vision and Mission and collaborating with other departments to determine City Focus Areas. In the 2019 Revised Budget, Legislative Services was moved from Strategic Communications to Administration. This includes municipal lobbying activities to promote common sense laws and regulations that support cities delivering quality services in an efficient manner. City staff and elected officials work with external lobbying partners on issues throughout the year. In addition, the Call Center launched AccessWichita, a new tool used to respond to resident’s requests.

128



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $2,075,269 $2,145,877 $2,104,172 $2,061,780 $2,104,307

REVENUES $2,075,269 $2,145,877 $2,104,172 $2,061,780 $2,104,307


Contractuals 274,302 293,222 268,595 274,042 293,607

Commodities 5,422 10,160 10,160 10,160 10,160

Capital Outlay 545 8,100 8,100 8,100 8,100

Other 0 0 0 0 0

EXPENDITURES $2,075,269 $2,145,877 $2,104,172 $2,061,780 $2,104,307

POSITIONS / FTE 15 / 15.00 15 / 15.00 15 / 15.00 15 / 15.00 15 / 15.00

PROGRAM DESCRIPTION: Administration provides general guidance and management to City departments, executes City

Council policies, facilitates the development of the mission statement and the City’s long range goals and objectives, and coordinates City efforts to accomplish cost savings and increased efficiencies.

ACTIVITY DESCRIPTIONS: City Manager and Assistant City Managers work to provide Management and Guidance in order to

ensure the delivery of high quality services which can be accessed with minimal customer effort. Additionally, they strive to foster economic vitality and create an open and transparent government. The Management Fellowship Program exposes participants to the challenges confronted by local governments, as well as the innovative approaches used to address these challenges. The City Clerk facilitates and supports City legislative processes and meetings, records and provides access to the City’s official records and preserves City history. The Mayor’s Youth Council (MYC) provides high school students with the opportunity to weigh in on community issues and learn about City government. Members also gain leadership experience by providing civic education and organizing community engagement events. The Legislative Services function focuses on fostering good relationships with Federal and State government. This includes municipal lobbying activities to promote common sense laws and regulations that support cities delivering quality services in an efficient manner.


Wichita: A Well-Run City A. High Quality Services 1. Management and Guidance

2. Management Fellowship Program

3. Legislative Services

Wichita: A Well-Run City E. Trustworthy Information 3. City Clerk

Living Well D. Voice in Government 4. Mayor’s Youth Council

5. Legislative Services

VISION

Administration promotes a leading-edge organization by providing professional leadership and management to City departments, effectively managing City legislative processes and related records, and conducting independent audits and reviews to manage risks, increase effectiveness, improve efficiency and reduce costs.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Cost per City Council Agenda Report $115.31 $121.00 $113.00 $117.44 $119.00 $121.00 A

Citizen Involvement: Percent Rating “Excellent” or “Good”

CoW

Similar N/A 47% N/A 55% N/A D

Overall Customer Service of City Employees: Percent Rating “Excellent” or “Good”

Cow

Similar N/A 61% N/A 70% N/A E

129



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $697,925 $848,132 $785,217 $794,583 $805,509

REVENUES $697,925 $848,132 $785,217 $794,583 $805,509

Salaries and Benefits $462,753 $609,649 $555,020 $560,968 $567,918

Contractuals 225,327 225,053 216,767 220,185 224,161

Commodities 1,261 10,430 10,430 10,430 10,430

Capital Outlay 8,584 3,000 3,000 3,000 3,000

Other 0 0 0 0 0

EXPENDITURES $697,925 $848,132 $785,217 $794,583 $805,509

POSITIONS / FTE 5 / 5.00 5 / 5.00 5 / 5.00 5 / 5.00 5 / 5.00

PROGRAM DESCRIPTION: Strategic Communications is the central point of media contact for residents, business and other

stakeholders. It provides the overall direction, management and implementation of the City’s public information, media communication, internal and external stakeholder communication, publicity and public relations programs, and government relations. It also develops content for the City’s public access television station (City7) and coordinates the City’s social media presence.

ACTIVITY DESCRIPTIONS: The City’s Communications function monitors City media coverage and works directly with

journalists, staff and stakeholders to manage media requests along with drafting and executing messages. It also coordinates with staff to proactively identify, plan and present City services to residents. Communications includes multi-media services to provide high quality graphic, video and social media services to promote City operations and initiatives. Marketing Services is a resource for all City departments, providing guidance and assistance. It also manages research and strategic planning efforts related to the City’s brand, image and logo and executes special projects.


Wichita: A Well-Run City E. Trustworthy Information 6. Communications

7. Marketing Services

VISION

Strategic Communications ensures consistent messaging, transparency, accountability and awareness of City services and initiatives.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Average Production Cost per City7 Program $325 $280 $209 $93 $95 $98 A

Social Media Activity: Facebook Page Likes 21,000 21,926 26,030 28,514 30,000 32,000 E

Public Information Services: Percent Rating “Excellent” or “Good”

CoW


130



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Grant Funds $385,000 $385,000 $385,000 $385,000 $385,000

General Fund 365,057 433,554 392,769 404,274 413,984

REVENUES $750,057 $818,554 $777,769 $789,274 $798,984


Contractuals 67,346 66,776 48,023 48,616 50,203

Commodities 3,784 2,200 2,200 2,200 2,200

Capital Outlay 752 3,000 3,000 1,500 1,500

Other 0 0 0 0 0

EXPENDITURES $750,057 $818,554 $777,769 $789,274 $798,984

POSITIONS / FTE 9 / 9.00 9 / 9.00 9 / 9.00 9 / 9.00 9 / 9.00

PROGRAM DESCRIPTION: Community Services strives to provide residents with the information they need in order to be active

participants in City government. This includes capacity building in neighborhoods, increasing meaningful citizen engagement, enhancing quality of life for families, and promoting employment and self-sufficiency.

ACTIVITY DESCRIPTIONS: Community Services staff operate three Neighborhood Resource Centers, all located in low-income

neighborhoods. Each Center offers free public access computers, WiFi and the ability to check out mobile hotspots designed to help close the digital divide. The Centers offer convenient access to Council Members, City staff and community resources. Other services include notary service, limited printing and copying, faxing and local telephone access at no charge. Specialized community programs geared toward low income populations are offered to assist participants in becoming more self-sufficient and improve quality of life. Division staff provide administrative support for the six District Advisory Boards (DAB) and the six City Council members. Staff work closely with Neighborhood and Homeowner Associations, Wichita Independent Neighborhoods and a multitude of other entities. They create content and manage distribution lists for six District newsletters that are published biweekly, and manage social media accounts representative of each Council District. Additionally, the Office of Community Services manages and coordinates the Neighborhood Clean-up program, the Civic Engagement Academy, Mentoring a Girl in Construction (MAGIC) Camp and numerous other specialized programs. Staff provide the Mayor and City Council Members Support with special projects and actively employ problem-solving techniques to respond to neighborhood concerns.


Wichita: A Well-Run City C. Reduce Customer Effort 8. Mayor and City Council Support

Wichita: A Well-Run City D. Voice in Government 9. Community Services

VISION

Community Services promotes a culture of ongoing conversation and feedback so that every resident has a voice in the City of Wichita government. Staff work to build trust and meaningful partnerships with community stakeholders and connect citizens with services.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Opportunities to Participate in Community Matters: Percentage of Residents Rating Excellent or Good

CoW


District Newsletter Outreach – Percent Increase in Subscribers

20% 8% 30% 5% 3% 11% D

Percentage of Neighborhood Resource Center Visitors Seeking Employment Related Assistance

35% 27% 23% 18% 20% 20% A

131



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $1,113,217 $1,249,640 $1,164,609 $1,195,927 $1,165,004

REVENUES $1,113,217 $1,249,640 $1,164,609 $1,195,927 $1,165,004


Contractuals 68,001 89,055 81,276 85,839 91,843

Commodities 1,261 8,750 8,750 8,750 8,750

Capital Outlay 376 5,250 5,250 5,250 5,250

Other 0 0 0 0 0

EXPENDITURES $1,113,217 $1,249,640 $1,164,609 $1,195,927 $1,165,004

POSITIONS / FTE 19 / 18.00 19 / 18.00 19 / 18.00 19 / 18.00 *18 / 17.00

* A Support Supervisor is proposed to be reallocated to the IT/IS Department in the 2022 Projected Budget.

PROGRAM DESCRIPTION: The Program consists of providing the residents of Wichita with omni-channel access to City services

via phone, chat, e-mail and self-service. The first three channels are open and operating. The final self-service channel will launch July 2019.

ACTIVITY DESCRIPTIONS: The top priority for the Customer Care Center is to build positive relationships that bridge

communication, work efforts and services within the organization that meet resident expectations. The Customer Care Center Customer Service Information Specialists (CCIS) handle day-to-day customer service for water utility services. The CCIS are responsible for service order requests, as well as account maintenance, account analysis, payment arrangements, temporary contracts, and other customer support functions. The Customer Care Center provides reporting for activities listed above, including call volume, average speed of answer, abandon rate and quality. The CCIS respond to AccessWichita information requests and enter service requests for departments currently on boarded and those that will be onboarding following the launch.

VISION

The Customer Care Center strives to provide the residents of Wichita with a raving fans customer experience, which is demonstrated by offer-ing an omni-channel communication path allowing the resident to obtain information, utility service and access to services. This service is to be delivered at a high level of customer satisfaction, with first contact resolution and for a reasonable cost.


Wichita: A Well-Run City C. Reduce Customer Effort 12. Utility Customer Care Center


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Average Speed to Answer Calls (in minutes) 2:00 6:40 4:16 7:55 4:00 2:00 C

City Call Center Agent Utilization 87% 87% 86% 86% 85% 85% A, C

Cost per Call Center Transaction $3.48 $5.09 $4.84 $3.96 $4.72 $4.77 A

132


PROGRAM DESCRIPTION: Economic Development coordinates the economic development and urban redevelopment efforts for

the City. It also provides a variety of real estate and property management services for City departments. Economic Development provides a number of financial programs to encourage growth and development: Industrial Revenue Bonds, Economic Development Exemptions, Tax Increment Financing, Community Improvement Districts, Façade Improvements Program and Sales Tax and Revenue (STAR) Bond Districts.

ACTIVITY DESCRIPTIONS: Business Development focuses on business recruitment as well as retention and expansion of

existing companies in Wichita. Economic Development provides development assistance and serves as a single point of contact for Special Projects, such as major development and expansion projects. The Real Estate Services Division provides professional real estate services to City departments, which include property acquisitions and sales, property management, and advisory services. Economic Development Program Administration includes a number of financial programs to encourage growth and development: Industrial Revenue Bonds, Economic Development Exemptions, Tax Increment Financing, Community Improvement Districts, Façade Improvements Program and Sales Tax and Revenue (STAR) Bond Districts.

VISION

Economic Development strives to provide access to all tools and services available to encourage investment in Wichita’s buildings, infrastruc-ture, and workforce to create an environment where businesses will locate and grow. This is achieved by providing resources that streamline processes and encourage growth and by serving as a single point of contact for companies and developers during the development process.


Growing Wichita’s Economy B. Economic Vitality 13. Business Development

14. Special Projects Management

15. Real Estate Services


2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Economic Development Fund $1,595,694 $2,948,427 $1,646,846 $2,814,968 $1,704,593

REVENUES $1,595,694 $2,948,427 $1,646,846 $2,814,968 $1,704,593


Contractuals $997,786 $1,018,403 $975,064 $986,676 $1,019,074

Commodities $5,794 $16,450 $16,450 $16,450 $16,450

Capital Outlay $317 $0 $0 $0 $0

Other $203,105 $1,479,802 $204,422 $1,355,645 $206,540

EXPENDITURES $1,595,694 $2,948,427 $1,646,846 $2,814,968 $1,704,593

POSITIONS / FTE 4 / 4.00 4 / 4.00 4 / 4.00 4 / 4.00 4 / 4.00


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Economic Development Percent Rating: “Excellent” or “Good”

CoW

Similar N/A 50% N/A 60% N/A B

Jobs Growth in Wichita MSA: Total Employment

303,901 294,953 295,970 304,907 310,501 312,244 B

Percentage of Leasable Inventory under Lease 100% 96% 100% 100% 100% 100% B

133


MISSION

To assist in the development of a world-class arts community in Wichita, Kansas.

GOALS

A. Administer Arts and Culture programming with the highest level of professionalism and customer service.

B. Implement effective communication and use of technology.

C. Leverage public and private partnerships to advance the development of art and cultural activities in Wichita.

D. Provide accessible, aesthetic, and cultural experiences through collections and art in the built environment.

PROGRAMS GOALS ALIGNMENT

1. Administration……………………...……………………………

2. Century II Performing Arts and Convention Center……..…..

3. Cultural Institutions…..……………………….…………………

A, B, C

D

C, D

DEPARTMENT DESCRIPTION: Staff administer and implement functions and activities related to museums, arts, culture,

and community affairs as outlined in the Cultural Arts Plan. This includes working closely with community facilities including CityArts, Old Cowtown Museum and Century II Performing Arts and Convention Center. Staff also are active in the promotion, coordination and improvement of the arts and programming related to art education, performing arts, conventions, public art, aesthetics in the built environment, arts administration and policy, grant-making, cultural tourism and other functions as assigned by the City Manager. While the division's work is on a local level, its strategic and long-range planning draws on information gathered from the national arts and culture landscape. The Division of Arts & Cultural Services' connection to national organizations has also given local and regional arts organizations opportunities to speak with and attend presentations by noted professionals in the field. This helps to encourage industry growth in Wichita, boosting the local economy and providing expanding opportunities for residents and visitors to live well.


2018 Actual

2019 Actual

2020 Target

2021 Target

Economic Impact - Conventions (In Millions) $5.5 $5.7 $7.0 $7.2 $7.8 $7.9

Economic Impact - Performing Arts (In Millions) $3.3 $3.0 $3.5 $3.6 $3.6 $3.6

Cost Recovery - CityArts 50% 42% 41% 46% 46% 46%

Cost Recovery - Cowtown 45% 42% 40% 40% 40% 40%

FOCUS AREAS




LIVING WELL


134



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $8,203,114 $9,091,669 $7,840,897 $4,825,665 $4,919,955

REVENUES $8,203,114 $9,091,669 $7,840,897 $4,825,665 $4,919,955


Contractuals 3,608,008 4,028,256 3,414,699 1,985,403 1,999,459

Commodities 146,252 133,628 127,408 40,529 40,529

Capital Outlay 18,042 30,300 30,300 11,500 11,500

Other 65,947 188,078 93,000 221,004 262,695

EXPENDITURES $8,203,114 $9,091,669 $7,840,897 $4,825,665 $4,919,955

POSITIONS / FTE 59 / 58.25 59 / 58.25 59 / 58.25 *30/ 29.75 30 / 29.75

* Convention Center operations are proposed to be privatized beginning in 2021.


Proposed Page

Reference

1. Arts & Culture Services $1,469,136 136

2. Convention and Performing Arts Center 0 137

3. Cultural Institutions $3,356,529 138


DEPARTMENT HIGHLIGHTS: The activities and events of the Arts and Cultural Services division vary from year to year

in order to provide variety for residents and visitors. In 2019, CityArts provided materials to deliver programming to youth and youth in underserved populations throughout the city through field trips and specialty workshops. The American Theatre Guild’s annual “Broadway in Wichita” series continues growth since 2002 and featured hits such as “Cinderella,” “Beautiful,” and ,”Evita”. Music Theater Wichita presented Broadway hits such as “Sound of Music,” “An American in Paris,” and “In the Heights”. The Wichita Symphony Orchestra performed Michael Daugherty’s “Tales of Hemingway” as well as live accompaniment to “E.T. The Extra-Terrestrial”. In 2019, in thanks to a generous donation, the Old Cowtown Museum was able to offer seasonal free Sunday admissions, in addition to events such as Hay Hooves and Halloween and a Victorian Christmas. Century II continues to support shows from local youth non-profits such as Ballet Wichita, Music Theatre for Young People and Wichita Children’s Theatre and Dance Center. Operations of Century II are proposed to be privatized beginning in 2021. Arts and Cultural services provided by the City are impacted by the COVID-19 global pandemic. Staff will continue to evaluate and adapt services as the health and economic environments evolve.

135



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $1,225,257 $1,535,544 $1,305,246 $1,469,136 $1,526,503

REVENUES $1,225,257 $1,535,544 $1,305,246 $1,469,136 $1,526,503


Contractuals 927,250 1,026,481 954,736 981,752 992,677

Commodities 3,164 6,400 1,000 1,000 1,000

Capital Outlay 0 0 0 0 0

Other 0 95,078 0 133,004 174,695

EXPENDITURES $1,225,257 $1,535,544 $1,305,246 $1,469,136 $1,526,503

POSITIONS / FTE 4 / 4.00 4 / 4.00 4 / 4.00 4 / 4.00 4 / 4.00

PROGRAM DESCRIPTION: Provide leadership and management of the City’s cultural arts programs and initiatives, including

partnering with arts and cultural boards which provide financial support and programming strategies. Administer the public art program, including maintenance of the City’s public art collection, strategic expansion of arts and cultural opportunities, and implementation of the art donation process.

ACTIVITY DESCRIPTIONS: Arts and Culture Administration provides leadership and management of the division, including

guidance on policies and practices, programming, and coordination of the application process for community events. The External Agency Grant and Contract Support activity manages cultural arts funding by coordinating the competitive grant process, managing contracts with 20 to 30 agencies each year, and supporting the committee that reviews funding applications and agreements. The Public Art activity includes overseeing the cleaning and maintenance of the current public art collection of approximately 150 pieces and implementing the Public Art Plan, which includes the process for donations and the Design Council review process for including public art in the built environment.


Living Well A. Professional Administration and Customer Service 1. Arts and Culture Administration

2. External Agency Grant and Contract Support

Living Well D. Collections and Built Environment 3. Public Art

VISION

Arts & Cultural Services Administration provides leadership and management of the City’s cultural arts programs and initiatives.

PERFORMANCE MEASURES Benchmark 2017 Actual

2018 Actual

2019 Actual

2020 Target

2021 Target

GOAL Alignment

Percentage of Public Art Cleaned Annually 20% 24% 29% 21% 28% 28% A

Percentage of Contracts with Increased Paid Attendance

90% 55% 42% 30% 50% 50% C

136



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $3,353,475 $3,951,584 $3,301,340 $0 $0

REVENUES $3,353,475 $3,951,584 $3,301,340 $0 $0

Salaries and Benefits $1,727,321 $2,038,714 $1,693,353 $0 $0

Contractuals 1,508,348 1,801,370 1,497,307 0 0

Commodities 104,835 87,700 86,880 0 0

Capital Outlay 12,970 18,800 18,800 0 0

Other 0 5,000 5,000 0 0

EXPENDITURES $3,353,475 $3,951,584 $3,301,340 $0 $0

POSITIONS / FTE 29 / 28.50 29 / 28.50 29 / 28.50 0 / 0 0 / 0

* Convention Center operations are proposed to be privatized beginning in 2021.

PROGRAM DESCRIPTION: Century II provides leadership in all operations of venue management of the convention center and

performing arts. It provides a quality customer experience that encourages utilization of Century II for performances, conventions and business meetings. Century II boasts almost 200,000 square feet of exhibition space to serve convention business including conventions, trade shows and competitions. Convention business most often utilizes Expo Hall, Convention Hall and Exhibition Hall. The Concert Hall seats 2,195 and includes state-of-the-art lighting and sound equipment to provide attendees front row realism and a total sound performance. The hall is regularly utilized by Music Theatre Wichita, Wichita Symphony Orchestra, Wichita Grand Opera and Theater League. Mary Jane Teall seats just over 600 and serves as the venue for small dance shows and Music Theatre for Young People. Convention Hall includes

retractable loge seating for up to 4,751 and is an excellent venue for large concerts. A transition to privatized operations of the Century II Performing Arts Center and Convention Center are expected to occur in 2021.

ACTIVITY DESCRIPTIONS: Century II’s Convention Center activity includes the operation of exhibition spaces, including exhibitor

services and ticketing. Shows are produced by local, regional, national and international promoters and are targeted towards a specific audience. The Performing Arts Center activity includes ticketing and management of three performing arts venues, which includes stage and back-of-house equipment, as well as seating and concessions.


Living Well C. Leverage Public and Private Partnerships 4. Convention Center

5. Performing Arts Center

VISION

Century II strives to provide the highest quality customer service for conventions and performing arts in order to maintain current clients and attract new business.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Century II Cost Recovery 50% 45% 63% 47% 50% 50% A, D

Century II: Residents rating Excellent or Good 100% N/A 80% N/A 90% N/A A, D

137



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $3,624,382 $3,604,541 $3,234,311 $3,356,529 $3,393,452

REVENUES $3,624,382 $3,604,541 $3,234,311 $3,356,529 $3,393,452


Contractuals 1,172,411 1,200,405 962,656 1,003,651 1,006,782

Commodities 38,253 39,528 39,528 39,529 39,529

Capital Outlay 5,072 11,500 11,500 11,500 11,500

Other 65,947 88,000 88,000 88,000 88,000

EXPENDITURES $3,624,382 $3,604,541 $3,234,311 $3,356,529 $3,393,452

POSITIONS / FTE 26 / 25.75 26 / 25.75 26 / 25.75 26 / 25.75 26 / 25.75

PROGRAM DESCRIPTION: The Cultural Institutions Division is comprised of three elements: direct operation of City of Wichita

owned institutions; support of institutions that are owned by the City of Wichita and operated by a non-profit; and grants to agencies that provide support to exemplary cultural institutions.

ACTIVITY DESCRIPTIONS: The Arts Facility and Gallery at CityArts includes a boutique, multiple gallery spaces, meeting rooms,

and classrooms, including a glassblowing teaching studio. Art Education at CityArts includes classes for youth, adults, and hosts field trips. The Cowtown Facility and Collection activity uses best practices and procedures for the care, cataloging, stewardship and exhibit of historically accurate artifacts. Cowtown Programming and Special Events provide educational and learning opportunities for patrons, allowing them to immerse themselves in a specific time period of Wichita’s history through interpretation and hands-on experiences. Cultural Community Support includes hosting institutions and providing grants, which are listed on the following page. The Mid-America All-Indian Center is included in these institutions and is a museum dedicated to educating people about and preserving the art and culture of the American Indian for future generations. This mission is served through exhibits, tours, cultural outreach, programs and classes.

VISION

Cultural Institutions enhance the quality of life for Wichita residents and visitors by providing high quality arts education, programming, and cultural experiences.


Living Well C. Leverage Public and Private Partnerships 6. Arts Facility and Gallery

7. Art Education

8. Cowtown Facility and Collection

9. Cowtown Programming and Special Events

10. Arts and Cultural Community Support


2018 Actual

2019 Actual

2020 Target

2021 Target

GOAL Alignment

Total Attendance: Cowtown 75,000 68,744 54,948 67,559 59,579 68,000 D

Total Attendance: Mid-America All Indian Center 30,000 22,857 26,170 21,576 21,792 22,010 D

Total Attendance: Wichita Art Museum 80,500 70,301 79,278 81,524 82,339 83,163 D

138


ORGANIZATONS 2019 2020 2021

Arts & Cultural Institutions:

Arts Council 6,779 6,440 6,440

CityArts 626,833 499,299 534,463

Cowtown 934,650 799,045 869,415

Mid-America All Indian Center 231,782 205,281 217,932

Wichita Art Museum 1,819,312 1,730,686 1,734,718

Historical Museum 166,332 158,015 158,015

Aviation Museum 34,159 32,451 32,451

Museum of World Treasures 23,628 22,447 22,447

Subtotal: Arts & Cultural Institutions 3,843,475 3,453,664 3,575,881

Cultural Funding Grant Funding:

A.R.I.S.E. 1,284 1,620 0

American Guild of Organists 566 512 0

Arts Partners, Inc. 22,760 16,627 0

Ballet Wichita 14,668 13,806 0

Chamber Music at the Barn 18,499 14,283 0

Emerald City Chorus - Sweet Adelines 0 1,459 0

Exploration Place 65,369 55,996 0

Fisch Bowl, Inc. 1,702 1,759 0

Friends of Great Plains Nature Center 6,646 5,158 0

Griot's Storytelling Institute 3,770 589 0

Harvester Arts 0 3,789 0

Laughing Feet 0 3,449 0

Mark Arts 0 31,804 0

Music Theatre for Young People 8,373 7,755 0

Music Theatre of Wichita 69,564 54,831 0

Opera Kansas 4,466 3,383 0

Orpheum Performing Arts Centre, Ltd 0 11,247 0

Regina Klenjoski Dance Company 4,880 8,793 0

Tallgrass Film Association 35,758 29,384 0

The Kansas African American Museum 16,439 10,284 0

Ulrich Museum 27,206 24,759 0

Wichita Chamber Chorale 3,573 3,353 0

Wichita Grand Opera 19,726 15,693 0

Wichita Jazz Festival 0 4,636 0

Wichita Public Library Foundation 28,546 17,567 0

Wichita Symphony Society 63,705 52,967 0

Developing Arts/ Artist Access Grants 5,053 5,923 0

Unallocated Funding 0 0 401,425

Subtotal: Cultural Funding Grant Program 422,553 401,425 401,425

Building Insurance 115,135 117,198 117,198

Reserve 0 0 133,004

TOTAL ARTS FUNDING $4,381,163 $3,972,287 $4,227,508

139


Total Authorized Positions/Full-Time Equivalents = 82 / 80.75 FTE (6 FTE) 2

Building & Construction Airport

Housing & Community Svcs. Library

Planning Park and Recreation

Engineering Public Works & Utilities

Economic Development Transportation

Fire Inspection

Fire

Gray boxes represent Services

1 All positions included with CMO Administration

2 Non-locally funded positions

City Call Center

19 / 18 FTE

Assistant City Manager 1

DEVELOPMENT

SERVICES

Office of Economic

Development

4 / 4 FTE

PUBLIC SAFETY &TRANSPORTATION &

LEISURE SERVICES

Administration


Law

Municipal Court

Human Resources

Strategic

Communications

5 / 5 FTE

15 / 15 FTE

Funding

26 / 25.75 FTE

ADMINISTRATIVE SVCS.

City Manager's Office

4 / 4 FTE

Arts & Cultural

Administration

Blue boxes represent

Management Teams

City Manager 1

Assistant City Manager 1

Community

Engagment

9 / 9 FTE (6 FTE)2

Tourism & Convention

0 / 0 FTE

Finance

Police

Convention Center

0 / 0 FTE

Arts & Cultural

140



City Manager 001 1 1 1 General Maintenance Supervisor 1 1C41 1 1 0

Assistant City Manager E83 2 2 2 Museum Specialist I 1B32 6 6 6

Program Manager 1D62 3 3 3 Support Supervisor 1 1B32 5 5 2

Division Manager 1D61 3 3 3 Administrative Assistant 1928 1 1 1

Real Estate Administrator 1C52 1 1 1 Deputy City Clerk 1927 1 1 1

Program Coordinator 1C51 2 2 2 Administrative Aide II 1623 4 4 4

Senior Librarian 1C51 1 1 1 Labor Supervisor I 1 2621 2 2 0

CityArts Manager 1C51 1 1 1 Senior Call Center Info Specialist 2621 1 1 1

Museum Manager 1C51 1 1 1 Account Clerk II 1 1619 1 1 0

Program Coordinator 1C44 1 1 1 Call Center Info Specialist II 2619 2 2 2

Senior Communications Specialist 1C44 2 2 2 Customer Service Clerk II 1619 1 1 1

Senior Management Analyst 1C44 1 1 1 Event Worker II 2617 4 4 0

Division Supervisor 1 1C43 4 4 2 Call Center Info Specialist I 2617 10 10 10

Museum Specialist III 1C43 1 1 1 Custodial Guard 2615 3 3 3

Senior Program Specialist 1C43 2 2 2 Custodial Worker I 1615 1 1 1

Cultural Facility Supervisor 1C42 1 1 1 Event Worker I 2615 11 11 0

Cultural Facility Supervisor 1C42 1 1 1 Public Management Fellow 1601 2 2 2

Real Estate Analyst 1C42 1 1 1 Account Clerk I (PT-50%) 1 2617 1 1 0

Event Coordinator1 1C41 1 1 0 Call Center Info Specialist I (PT - 50%) 2617 2 2 2

Communications Specialist 1C41 4 4 4 Custodial Guard (PT-75%) 2615 1 1 1

Section Supervisor1 1C41 2 2 0 TOTAL AUTHORIZED POSITIONS 111 111 82

Executive Assistant 1C41 1 1 1 General Fund 101 101 72

Management Analyst 1C41 3 3 3 Economic Development Fund 4 4 4

Museum Specialist II 1C41 3 3 3 Federal/State Grant Fund 6 6 6

Program Specialist1 1C41 8 8 7

1 Convention Center operations are proposed to be privatized beginning in 2021.

141


FOCUS AREAS




LIVING WELL


MISSION

To maintain a sound framework for managing financial resources for the provision of City services

GOALS

A. Preserve public trust.

B. Provide financial services.

C. Protect resources.


1. Finance Administration…………………………………………

2. Controller’s Office………………………………………………..

3. Procurement………………………………………………………

4. Treasury…………………………………………………………..

6. Debt Management……………………………………………….

7. Risk Management……………………………………………….

8. Pension Management……….…………………………………..

A, B

A, B

B

B, C

B, C

C

A, B, C

DEPARTMENT DESCRIPTION: The Finance Department provides financial management for the City of Wichita including

payment processing, payroll, debt management, investments, pension management, revenue collection, procurement, risk man-agement, and budgeting. In addition, the Finance Department facilitates projects and completes research of organization-wide importance. A Zero-Based Budget (ZBB) review in 2017 was coordinated by Budget Office staff, and the Budget Office continues to be involved with ongoing organizational research to efficiently enhance service delivery. Over the past year and continuing into the next year, Finance staff in multiple divisions are involved with implementation of the new Finance/Payroll/HR ERP. Debt Man-agement professionals will continue to work with staff in Finance and other departments to manage the City’s debt portfolio, in-cluding utility-related debt. These same professionals will also continue to administer special assessment debt, which benefit the development community and provide a means of financing certain improvements that can be assessed and paid back by property owners over an extended period of time. Economic Development staff in the City Manager’s Office will continue coordinating with the Finance Department on such matters as special financing including: special assessments, STAR bonds, and TIF districts.


2018 Actual

2019 Actual

2020 Target

2021 Target

Average Days from Invoice Receipt to Payment <30.0 26.0 29.0 29.7 27.0 27.0

General Fund Forecast Accuracy 100% 99.9% 100% 97.8% 100% 100%

General Obligation (G.O.) At-Large Debt Service as a Percentage of G.O. Debt Service Capacity

66% 43% 40% 45% 43% 44%

Pooled Funds Portfolio Earnings as Compared to 91-Day T-Bill Rate

> 0% - 0.33% -0.32% 0.15% 0.15% 0.15%

143



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $5,643,520 $6,441,748 $6,283,177 $6,256,949 $6,353,166

TIF Fund 2,344,919 4,528,594 3,597,972 3,730,506 4,501,864

SSMID 695,468 719,303 719,303 752,416 749,446

Self Insurance 53,471,567 71,104,225 64,325,057 68,780,534 72,886,075

Pension 88,469,828 98,928,423 98,685,820 99,308,398 99,861,551

Total Revenues $150,625,302 $181,722,293 $173,611,329 $178,828,803 $184,352,102


Contractuals 12,846,857 21,307,108 21,236,054 21,482,946 21,511,033

Commodities 87,247 145,958 146,458 146,458 146,458

Capital Outlay 24,473 47,373 47,213 55,373 47,373

Other 54,765,035 67,915,124 58,835,495 63,297,614 68,123,250


POSITIONS / FTE 72 / 72 72 / 72 72 / 72 72 / 72 72 / 72


Adopted Page

Reference

1. Financial Administration $987,193 145

2. Controller’s Office 1,869,581 146

3. Procurement 1,455,057 147

4. Treasury 1,456,350 148

6. Debt Management 488,769 149

7. Risk Management 68,780,534 150

8. Pension Management 99,308,398 151

9. Tax Increment Financing 3,730,506 152

10. Self Supporting Municipal Improvement District 752,416 153


DEPARTMENT HIGHLIGHTS: The Finance Department earned a number of awards in 2019, including the GFOA Distin-

guished Budget Award, ICMA Certificate of Distinction for Performance Analytics, the GFOA Certificate of Achievement for Excel-lence in Financial Reporting, and the GFOA Award for Outstanding Achievement for Popular Reporting. Implementation of an integrated Finance/Payroll/HR system is ongoing; the finance phase went live on January 1, 2020 and the HR/payroll phase is expected to go live on January 1, 2021. Staff will continue to work on initiatives stemming from the Zero-Based Budget (ZBB) review, such as a comprehensive assessment of City fees and finding efficiencies through service delivery innovations. The Budget Office helped coordinate the ZBB review in 2017 and 2018, which resulted in the identification of un-touchable activities and the ranking of all activities provided by the City of Wichita. The Finance Department will continue to pro-vide support to other departments on their initiatives in the future.

144



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $1,065,115 $1,030,649 $1,029,301 $987,193 $1,019,229

REVENUES $1,065,115 $1,030,649 $1,029,301 $987,193 $1,019,229


Contractuals 169,247 177,091 179,000 193,274 209,114

Commodities 1,341 2,670 2,670 2,670 2,670


Other 0 0 0 0 0

EXPENDITURES $1,065,115 $1,030,649 $1,029,301 $987,193 $1,019,229

POSITIONS / FTE 9 / 9.00 9 / 9.00 9 / 9.00 9 / 9.00 9 / 9.00

PROGRAM DESCRIPTION: Finance Administration is responsible for the overall management of the Finance Department. Under

Finance Administration, the Budget Office prepares and administers the annual operating budget and the 10-year Capital Improvement Program (CIP). Additionally, staff provide organizational support by coordinating the performance measurement program and conducting professional research and analysis.

ACTIVITY DESCRIPTIONS: The Finance Department provides Financial Administration and Budget services to the organization.

The Budget Office collaborates with departments to prepare operating budget recommendations for the City Manager and supports departments with operating budget management, as well as preparing reports and analysis about a wide variety of topics. The City’s Performance Measurement program is administered by the Budget Office. The Budget Office also coordinates Capital Budget Management through the development of the 10-year Capital Improvement Program (CIP).


Wichita: A Well-Run City A. Preserve Public Trust 1. Financial Administration and Budget

2. Performance Measurement

Wichita: A Well-Run City B. Provide Financial Services 3. Capital Budget Management

VISION

To provide expert financial guidance, analysis, and research that facilitates effective decision making and ensures organizational financial sustainability.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

GFOA Distinguished Budget Award: Percent of Criteria Rated as Excellent

10% 30% 40.7% 50% 50% 50% A

General Obligation Bond Rating: Standard & Poor’s

AAA AA+ AA+ AA+ AA+ AA+ A

General Obligation Bond Rating: Moody’s Aaa Aa1 Aa1 Aa1 Aa1 Aa1 A

145



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $1,506,032 $1,923,253 $1,850,056 $1,869,581 $1,897,337

REVENUES $1,506,032 $1,923,253 $1,850,056 $1,869,581 $1,897,337


Contractuals 91,794 199,401 192,564 195,188 200,042

Commodities 4,644 5,150 5,150 5,150 5,150

Capital Outlay 1,946 2,025 2,025 2,025 2,025

Other 0 0 0 0 0

EXPENDITURES $1,506,032 $1,923,253 $1,850,056 $1,869,581 $1,897,337

POSITIONS / FTE 19 / 19.00 19 / 19.00 19 / 19.00 19 / 19.00 19 / 19.00

PROGRAM DESCRIPTION: The Controller’s Office reports through the Controller/Finance Manager to the Finance Director. It

safeguards the integrity of the City’s financial data and systems by maintaining a system of internal controls, ensures the accuracy of payments made to vendors and employees, keeps informed and prepared for upcoming accounting pronouncements and regulatory legislation affecting the City, and provides assistance in the overall financial management of the City by making timely and accurate financial information available both to internal and external users.

ACTIVITY DESCRIPTIONS: Accounting expertise and guidance is provided to end users. Staff coordinate with IT/IS professionals

on a regular basis and provide Financial Systems Support to ensure financial transactions are being completed in a timely and accurate manner. This support is necessary for consistent, timely, and accurate Financial Reporting. Payroll staff process bi-weekly payroll and manual checks to ensure accurate and timely payments to City employees. Payroll also supports employee maintenance functions, W-2 and 1095-C reporting, other reporting activities, and withholdings. Accounts Payable processes payments to vendors in a timely, secure, and accurate manner.


Wichita: A Well-Run City A. Preserve Public Trust 4. Financial Systems Support

5. Financial Reporting

Wichita: A Well-Run City B. Provide Financial Services 6. Payroll

7. Accounts Payable

VISION

To sustain the day-to-day accounting and payroll operations of the City in conformity with the highest professional and regulatory standards, while providing excellent customer service and support to the various operating departments of the City in order to enable them to provide services and fulfill their responsibilities to citizens.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Payments Processed by ACH as a Percent of Total Dollars Paid

74.0% 74.3% 73.9% 77.0% 77.0% 80.0% B

Average Days from Invoice Receipt to Payment

<30 26 29 29.7 30 30 B

146



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $1,409,926 $1,495,929 $1,443,118 $1,455,057 $1,471,695

REVENUES $1,409,926 $1,495,929 $1,443,118 $1,455,057 $1,471,695


Contractuals 487,813 427,423 419,549 421,861 425,034

Commodities 7,231 7,554 7,554 7,554 7,554

Capital Outlay 485 1,200 1,200 1,200 1,200

Other 32,362 150,000 150,000 150,000 150,000

EXPENDITURES $1,409,926 $1,495,929 $1,443,118 $1,455,057 $1,471,695

POSITIONS / FTE 12 / 12.00 12 / 12.00 12 / 12.00 12 / 12.00 12 / 12.00

PROGRAM DESCRIPTION: Procurement is responsible for the acquisition and disposition of all supplies, equipment, and material

for all City of Wichita operations. Records for all purchases are maintained by Procurement. Procurement also supports City compliance efforts with purchasing policies and federal regulations, as well as manages the City’s purchasing card program, office supplies contract, and other purchasing programs.

ACTIVITY DESCRIPTIONS: Bid and Contract Management includes writing specifications, preparing bids and proposals,

analyzing bids and proposals, making award recommendations, preparing and administering contracts, meeting with vendors, and keeping up- to-date with best practices. The Procurement program focuses on Vendor Development in order to provide increased opportunities for businesses, including small businesses through the Emerging Business Enterprise (EBE) and Disadvantage Business Enterprise (DBE) programs. Staff manages the Asset Disposal process to dispose of surplus City assets and to maximize the residual value of those assets.

VISION

To provide strategic procurement solutions, services, and support by partnering with departments and the vendor community.


Wichita: A Well-Run City B. Provide Financial Services 8. Bid and Contract Management

9. Vendor Development

10. Asset Disposal


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Turnaround Time from Requisition to Purchase Order: Formal Bids

20 26 21 19 20 20 B

Number of Transactions per Central Procurement Office FTE

5,000 4,961 4,866 5,633 5,556 5,556 B

Percentage of Dollars Paid to Minority/EBE/ DBE and Sub-Contractors

25.0% 16.4% 18.0% 15.4% 17.5% 17.5% B

147



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $1,216,009 $1,498,121 $1,477,636 $1,456,350 $1,467,411

REVENUES $1,216,009 $1,498,121 $1,477,636 $1,456,350 $1,467,411

Salaries and Benefits $894,765 $1,163,291 $1,157,222 $1,124,776 $1,140,804

Contractuals 313,406 319,130 304,714 307,874 310,907

Commodities 6,993 11,600 11,600 11,600 11,600

Capital Outlay 845 4,100 4,100 12,100 4,100

Other 0 0 0 0 0

EXPENDITURES $1,216,009 $1,498,121 $1,477,636 $1,456,350 $1,467,411

POSITIONS / FTE 16 / 16.00 16 / 16.00 16 / 16.00 16 / 16.00 16 / 16.00

PROGRAM DESCRIPTION: Treasury provides cash handling and investment management services for the City, and manages

banking and investment relationships. Treasury also manages the collection of accounts receivable and other cash receipts, and works alongside the Controller’s Office to process cash disbursements. City Hall Express Office staff serve walk-in customers by facilitating customer payments ranging from utility bills to licensing fees. Treasury is generally responsible for the oversight of the cash management activities of the City of Wichita and all of its departments. Business licensing functions are also coordinated by Treasury staff.

ACTIVITY DESCRIPTIONS: The Treasury Office is responsible for Revenue Collection and Cash Disbursement activities for the

City to ensure timely and accurate posting of transactions in City bank accounts and the financial accounting system. Licensing includes managing the business licensing function, processing dog licenses, issuing garage sale permits, and serving as the Taxicab Enforcement Officer (TEO). The Treasury Office also oversees Investment and Cash Management services. One of the major goals of the Treasury Office is to ensure adequate cash resources are available to meet the needs of ongoing City operations to pay for long-term debt obligations and manage issues associated with safety and liquidity of investments being the top concern.


Wichita: A Well-Run City B. Provide Financial Services 11. Revenue Collection and Cash Disbursement

12. Licensing

Wichita: A Well-Run City C. Protect Resources 13. Investments and Cash Management

VISION

To ensure the safe and prudent handling of the City of Wichita’s cash and investments, administering of treasury management functions in accordance with industry best practices, while also maintaining sound internal controls and compliance with applicable legal and statutory requirements.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Percent of Payments to Vendors Processed Electronically

35% 34.4% 32.4% 33.0% 34.0% 35.0% B

Percent of Garage Sale Permits Sold Online 75% 69.4% 79.5% 81.4% 85.0% 85.0% B

Average Calendar Days to Process Business License Application

10 6.6 7.0 7.0 7.0 7.0 B

148



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $356,489 $493,795 $483,067 $488,769 $497,494

REVENUES $356,489 $493,795 $483,067 $488,769 $497,494


Contractuals 20,119 25,092 21,712 22,201 23,273

Commodities 2,967 2,000 2,500 2,500 2,500


Other 0 0 0 0 0

EXPENDITURES $356,489 $493,795 $483,067 $488,769 $497,494

POSITIONS / FTE 6 / 6.00 6 / 6.00 6 / 6.00 6 / 6.00 6 / 6.00

PROGRAM DESCRIPTION: Debt Management manages the process of issuing City debt instruments, including bonds and

temporary notes, and manages compliance of outstanding debt, including payments. Debt Management also manages the City’s spec ial assessment program, under which the City partners with developers to reduce the cost of new development by financing improvements with special assessment bonds issued by the City. Staff maintain relationships with a variety of parties, including financial advisors, investors, bond counsel, rating agencies, and developers. Staff also process a number of transactions in which accuracy and timeliness are very important. Staff costs are recovered through administrative charges and transfers associated with the issuance and management of debt. The City’s Debt Coordinator works with the City’s financial advisor to identify refunding opportunities that will potentially produce savings on future debt payments and reviews and processes all debt service payments. Debt Management staff also monitor for compliance with bond covenants and debt limits and work closely with the Controller’s Office on financial reporting for debt activities.

ACTIVITY DESCRIPTIONS: Administration of Special Assessment debt is conducted through collaboration with Engineering in

Public Works & Utilities and Economic Development in the City Manager’s Office to ensure proper authority and documentation is approved and maintained. Staff manages Capital Financing, including the issuance of all general obligation (GO) bonds, revenue bonds, and GO temporary notes.


Wichita: A Well-Run City B. Provide Financial Services 14. Special Assessments

Wichita: A Well-Run City C. Protect Resources 15. Capital Financing

VISION

To appropriately arrange cost effective financing for capital improvement project costs of the City in compliance with all applicable policies, bond covenants, laws, and best practices, and to manage and administer the City’s debt portfolio.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Percent of Projects Requiring Corrections by the Kansas Attorney General

<5% 2% 2% <1% 0% 0% B

Percent of On-Time Debt Service Payments 100% 100% 100% 100% 100% 100% C

Special Assessment Debt as a Percentage of General Obligation Debt

40.0% 51.2% 50.5% 43.6% 38.2% 32.7% B

149


PROGRAM DESCRIPTION: Risk Management is responsible for the City’s employee worksite safety program, coordinating the

design and implementation of the employee benefit program, and the City’s insurance program. Risk Management serves as the City’s insurance liaison and works without outside insurance companies as necessary. Risk Management does this by paying bills, directing programs, issuing RFPs, working with vendors, estimating future rates, hiring a benefits consultant, supporting plan design, and completing other similar tasks.

ACTIVITY DESCRIPTIONS: Risk Management is responsible for Workers’ Compensation Administration through the City’s self-

funded program. Insurance Policy Management and Claims Management involves analyzing and developing a comprehensive insurance program and submitting eligible claims to the various insurance carriers as losses arise. Risk Management coordinates with the Law Department to handle third-party vehicle liability property damage claims. Health insurance administration is the responsibility of Risk Management and the City’s Benefits Manager, which is paid for by the Self Insurance Fund. Risk Management and the Benefits Manager are also responsible for ancillary benefit administration such as vision, life, long-term disability, cafeteria 125, and long-term care benefits. The Employee Wellness Program is a structured approach that encourages employee interaction with personal physicians and creates general health awareness.

VISION

To appropriately manage risk, reduce waste and inefficiency, and initiate continuous improvement processes that will lead to fewer unantici-pated losses, injuries, and expenses.


Wichita: A Well-Run City C. Protect Resources 16. Workers’ Compensation Administration and Safety

17. Insurance Policy and Claims Management

18. Employee Wellness Program


2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Self Insurance Fund $53,471,567 $71,104,225 $64,325,057 $68,780,534 $72,886,075

REVENUES $53,471,567 $71,104,225 $64,325,057 $68,780,533 $72,886,075


Contractuals 3,588,259 10,763,021 11,023,495 11,089,209 11,089,412

Commodities 61,379 106,584 106,584 106,584 106,584

Capital Outlay 18,792 38,523 38,523 38,523 38,523

Other 47,525,556 57,698,539 50,663,379 54,993,632 59,047,421

EXPENDITURES $53,471,567 $71,104,225 $64,325,057 $68,780,534 $72,886,075

POSITIONS / FTE 4 / 4.00 4 / 4.00 4 / 4.00 4 / 4.00 4 / 4.00


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Healthcare Premium Annual Increase 10% 3% 4% 8% 8% 8% C

Expenditures for Workers’ Compensation per $100 of Salaries and Benefits

$2.00 $1.98 $1.48 $1.68 $1.54 $1.50 C

150



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Pension Funds $88,469,828 $98,928,423 $98,685,820 $99,308,398 $99,861,551

REVENUES $88,469,828 $98,928,423 $98,685,820 $99,308,398 $99,861,551


Contractuals 7,543,206 8,676,646 8,375,717 8,503,605 8,503,805

Commodities 2,692 10,400 10,400 10,400 10,400


Other 4,712,198 5,537,989 4,424,144 4,423,475 4,423,965

EXPENDITURES $88,469,828 $98,928,423 $98,685,820 $99,308,398 $99,861,551

POSITIONS / FTE 6 / 6.00 6 / 6.00 6 / 6.00 6 / 6.00 6 / 6.00

PROGRAM DESCRIPTION: Pension Management administers the City’s pension programs and serves the Wichita Employees

Retirement (WER) Board, Wichita Police and Fire (WPF) Board, Joint Investment Committee (JIC), and the Deferred Compensation (DC) Board. The City offers both defined contribution and defined benefit plan options, depending upon number of years of service and employee election. For the first seven years, employees are in a defined contribution plan, but have the option to opt into a defined benefit plan upon becoming fully vested. Long-term retirement costs are shared by employees and the City through contributions into the retirement plans.

ACTIVITY DESCRIPTIONS: Pension Administration and Reporting oversees all aspects of Pension Management, including

financial reporting, retiree services, and investment and custody of assets. Staff manage Pension Participant Services as part of providing pension and insurance benefits to pensioners and dependents. The Joint Investment Committee and Deferred Compensation Board work with Pension Management to ensure policy compliance and to promote the best interests of pension program participants through the proper Investment and Custody of Assets.


Wichita: A Well-Run City B. Provide Financial Services 19. Pension Participant Services

Wichita: A Well-Run City C. Protect Resources 20. Pension Administration and Financial Reporting

21. Investment and Custody of Assets

VISION

To proactively and appropriately safeguard pension fund assets, maintain fiduciary responsibilities, and ensure retirement benefits are provid-ed to City employees and dependents in accordance with City ordinances.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

WERS Pension Funded Ratio > 100% 94.3% 90.9% 90.8% 91.0% 91.5% C

PFRS Pension Funded Ratio > 100% 95.4% 90.7% 91.6% 92.0% 92.5% C

Number of Pension Payments Processed Annually

28,590 28,654 28,884 29,427 30,500 31,500 B

151



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

TIF Funds $2,344,919 $4,528,594 $3,597,972 $3,730,506 $4,501,864

REVENUES $2,344,919 $4,528,594 $3,597,972 $3,730,506 $4,501,864

Salaries and Benefits $0 $0 $0 $0 $0

Contractuals 32,483 478,523 478,523 477,492 881,641

Commodities 0 0 0 0 0


Other 2,344,919 4,050,071 3,119,449 3,253,014 3,620,223

EXPENDITURES $2,344,919 $4,528,594 $3,597,972 $3,730,506 $4,501,864

POSITIONS / FTE 0 / 0.00 0 / 0.00 0 / 0.00 0 / 0.00 0 / 0.00

PROGRAM DESCRIPTION: Finance Department staff assist the Economic Development team in the City Manager’s Office with the

administration of the City’s tax increment financing districts and long-term financial models for each TIF district. In addition, the Finance Department assists Economic Development with activities such as preparing necessary requests to close TIF districts upon completion of improvements and repayment of all associated debt service.

ACTIVITY DESCRIPTION: Kansas State law (K.S.A. 12-1770 et. seq.) provides that costs related to the redevelopment of an area

designated as “blighted” or a “conservation area” may be recovered using Tax Increment Financing. The City’s TIF funds are all relatively well-positioned, based upon projections by the Budget Office. All incremental TIF funds are on schedule to repay their debt service obligations, and the 21st & Grove TIF was officially closed in 2017. The Ken Mar TIF and the Douglas and Hillside TIF will need to be closely monitored due new tenants and development partners. However, these TIFs are expected to thrive in the future after a period of transition. New TIFs are in place to redevelop the Union Station and South Fork areas and reimburse the developer for certain project costs, as well as to redevelop the West Bank area to attract additional businesses and restaurants to the growing entertainment destination. Improvements to the West Bank area are also expected to be financed with STAR bond funds and the Transient Guest Tax. These improvements will further tie the West Bank and Delano area into the City’s WaterWalk area, which was also developed utilizing TIF resources from the East Bank TIF.


Wichita: A Well-Run City B. Provide Financial Services 22. Tax Increment Financing

VISION

To grow property valuations within Tax Increment Financing (TIF) districts, pay for City-financed capital improvements, and ensure that core areas remain vital components in the City’s overall economic growth strategy.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Annual Increase in TIF District Property Value Assessments

4% 7% 1% 12% 3% 3% B

152



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

SSMID Fund $695,468 $719,303 $719,303 $752,416 $749,446

REVENUES $695,468 $719,303 $719,303 $752,416 $749,446


Contractuals $695,468 $719,303 $719,303 $752,416 $749,446

Commodities $0 $0 $0 $0 $0


Other $0 $0 $0 $0 $0

EXPENDITURES $695,468 $719,303 $719,303 $752,416 $749,446

POSITIONS / FTE 0 / 0.00 0 / 0.00 0 / 0.00 0 / 0.00 0 / 0.00

PROGRAM DESCRIPTION: The City contracts with the Wichita Downtown Development Corporation (WDDC) to improve and

convey special benefits to properties located within the Central Business District.

ACTIVITY DESCRIPTION: The Self-Supporting Municipal Improvement District (SSMID) was approved by the City Council in

2000 to improve and convey special benefits to properties located within the Central Business District. The boundaries are Washington Street, Central Avenue, Kellogg Avenue, and the Arkansas River. The SSMID is governed by the City Council, and the City contracts with the Wichita Downtown Development Corporation (WDDC) to manage the improvement district in downtown Wichita. The SSMID was endorsed by a majority of downtown property owners with the stated purpose of financing improvements and services in the Central Business District on a supplemental basis. The WDDC manages SSMID proceeds and coordinates downtown development projects, such as Fidelity Bank Headquarters renovations, the COrTen Building for startup businesses, and the 520Commerce mixed-use space in the Commerce Street Arts District. The WDDC also sponsors cultural events such as Final Fridays, an opportunity for Wichitans to visit downtown galleries via the Q-Line, and helped formulate and continues to contribute to the implementation of the Project Downtown plan. Douglas Avenue streetscape improvements, which include curb extensions, streetscaping, and transit stops, have recently been completed. These improvements will enhance the overall walkability of the area. Resources from the Wichita Downtown Development Corporation are being leveraged with private contributions to assist with beautification efforts involving Douglas Avenue. The City is paying for infrastructure improvements, while WDDC and private donors are paying for the installation and ongoing maintenance of 100 planters along Douglas Avenue from Main to Washington. Additional improvements to this area are planned in the City’s Capital Improvement Program. These improvements are developed in coordination with feedback from the Douglas Design District, a collection of businesses along Douglas Avenue from Washington to Oliver that is dedicated to the improvement of Douglas Avenue. Q-Line transit operations that service the downtown area, including Douglas Avenue, have also been expanded through public and private contributions. The WDDC coordinated with City staff and private businesses to develop the contract for expanded Q-Line service.


Wichita: A Well-Run City A. Preserve Public Trust 23. Self-Supporting Municipal Improvement District

VISION

To strengthen downtown, carried out by the Wichita Downtown Development Corporation in partnership with the City.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Annual Increase in SSMID Property Value Assessments

3.0% 0.8% 3.1% 0.2% 6.0% 4.5% A

153



Pension Management

6 / 6 FTE

Debt Management

6 / 6 FTE

City Treasurer / City Controller /

Finance Manager 2

Finance Manager 3

Treasury 2

16 / 16 FTE

Controller's Office 3

19 / 19 FTE

City Manager

Assistant City Manager

Director of Finance 1

Administration 1

9 / 9 FTE

Risk Management

4 / 4 FTE

Procurement

12 / 12 FTE

154



Department Director E83 1 1 1 Accountant 1C41 2 2 2

Finance Manager - City Treasurer 1D72 1 1 1 Buyer 1C41 5 5 5

Finance Manager - Controller 1D72 1 1 1 Section Supervisor2 1C41 0 1 1

Budget Officer 1D62 1 1 1 Administrative Assistant 1928 2 2 2

Controller (Assistant) 1D62 1 1 1 Administrative Aide III 1926 2 2 2

Pension Manager 1D62 1 1 1 Administrative Aide II 2 1623 5 3 3

Purchasing Manager 1D62 1 1 1 Associate Accountant 1623 6 6 6

Program Manager 1D62 1 1 1 Account Clerk III 1621 2 2 2

Principal Budget Analyst 1C44 2 2 2 Administrative Aide I 1620 2 2 2

Sr. Human Resources Spec. 1C44 1 1 1 Account Clerk II 2 1619 6 7 7

Senior Management Analyst 1 1C44 6 7 7 Secretary 1619 1 1 1

Assistant Pension Manager 1C43 1 1 1 Account Clerk I 1617 1 1 1

Senior Accountant 1C43 2 2 2 Clerk III 1617 2 2 2

Senior Budget Analyst 1 1C43 4 3 3 Customer Service Clerk I 1617 7 7 7

Senior Buyer 1C43 2 2 2 TOTAL AUTHORIZED POSITIONS 72 72 72

Risk Management Specialist 1C43 1 1 1 General Fund 62 62 62

Budget Analyst 1C42 1 1 1 Self Insurance Fund 4 4 4

Safety Coordinator 1C42 1 1 1 Pension Fund 6 6 6

1 A Senior Budget Analyst is reclassified as a Senior Management Analyst as a part of the Finance Department Reorganization.

2 Two Administrative Aid II positions are reallocated to one Section Supervisor and one Account Clerk III position.

155


FOCUS AREAS




LIVING WELL


MISSION

Provide the community excellent, proactive fire and life safety services through prevention, education and protection

GOALS

A. Improve services provided by the Fire Department.

B. Provide the best possible utilization of new and existing resources.

C. Enhance firefighter safety and employee wellness.


1. Fire Operations…………………………………………………...

2. .Fire Support Services……...…………………………………...

3. Community Risk Reduction..……………………………………

A

A, B, C

A

DEPARTMENT DESCRIPTION: The Wichita Fire Department (WFD), founded in 1886, has a long history of providing

dependable emergency services to residents of Wichita. The Fire Department, like many others, has evolved from the original purpose of fighting fires to its current task of providing a much broader level of emergency services to the public. The WFD has demonstrated exceptional community value by providing emergency medical response, fire suppression, fire prevention, public education, injury prevention, public health services as well as a host of other value-added services. Wichita currently has a Class 1 fire suppression rating (with 1 being the highest on a 10‐point scale) from the Insurance Services Office. The department is organized into four divisions: Emergency Operations, Support Services, Safety/Training, and Commu-nity Risk Reduction.


2018 Actual

2019 Actual

2020 Target

2021 Target

Fire Confined to Room of Origin: One and Two Family Residential

64.0% 64.8% 58.0% 74.0% 69.4% 56.5%

Percentage of Fire Call with a Response Time of 4 minutes or Less

52% 38% 36% 35% 38% 39%

Arson Clearance Rate MBP 28.9% 21.9% 21.4% 28.9% 23.1% 22.3%

Fire Services: Residents rating Excellent or Good * CoW


* NCS = National Community Survey — This survey of Wichita residents is commissioned in even years.

157



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Grant Fund $639,067 $860,129 $819,976 $854,972 $266,897

General Fund 48,251,736 50,051,558 49,502,238 51,864,701 53,408,788

REVENUES $48,890,803 $50,911,687 $50,322,214 $52,719,673 $53,675,686


Contractuals 3,204,977 3,240,684 2,990,255 3,301,183 3,476,685

Commodities 649,353 816,100 677,180 710,090 717,570

Capital Outlay 131,262 56,300 56,300 56,300 56,300

Other 438,093 215,076 204,994 555,732 20,531

EXPENDITURES $48,890,803 $50,911,687 $50,322,214 $52,719,673 $53,675,686

POSITIONS / FTE 485 / 470.00 485 / 470.00 * 484 / 469.00 484 / 469.00 484 / 469.00

* A Clerk III position from the Administration Division is eliminated in the 2020 Revised Budget.


Proposed Page

Reference

1. Fire Operations $44,147,817 159

2. Fire Support Services 7,092,137 160

3. Community Risk Reduction 1,479,719 161


DEPARTMENT HIGHLIGHTS: The Wichita Fire Department (WFD) evaluates service deployment and resource utiliza-

tion on an annual basis to respond to the volume of high-demand services. Since 2015, medical calls have increased an average of five percent annually, whereas non-medical fire calls have increased five percent in the last ten years. The local ambulance service provider, Sedgwick County Emergency Medical Service (SCEMS), no longer sends an ambulance to many low acuity medical calls. Instead, WFD is dispatched to low acuity calls to determine whether an ambulance is needed. Beginning in 2016, WFD has worked with emergency service partners to optimize the use of scarce emergency resources. The current deployment model can be optimized with available resources. Optimizing deployment will enable lower-acuity calls to be served with the correct resources, which will improve city-wide response reliability to critical emergency calls. The WFD is continuing to work with SCEMS, 911 dispatch, County Fire, and the EMSS Medical Director to develop new emergency medical dispatching protocols for medical incidents. Thus WFD can respond to a higher number of medical incidents while maintaining effective service for critical emergency calls. WFD Support staff strives to provide emergency services efficiently and effectively with continuous quality improvement and tech-nology development. Staff will be implementing a scheduling software that will result in more efficient use of employee’s time and use of scarce resources.

158



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Grant Funds $639,067 $860,129 $819,976 $854,972 $266,897

General Fund 40,582,557 41,815,417 41,661,673 43,292,845 45,090,612

REVENUES $41,221,624 $42,675,546 $42,481,649 $44,147,817 $45,357,509

Personal Services $40,568,887 $42,016,684 $41,914,287 $43,498,229 $44,678,411

Contractuals 506,482 504,762 476,262 543,558 569,678

Commodities 146,255 154,100 91,100 106,030 109,420


Other 0 0 0 0 0

EXPENDITURES $41,221,624 $42,675,546 $42,481,649 $44,147,817 $45,357,509

POSITIONS / FTE 416 / 416.00 416 / 416.00 * 415 / 415.00 415 / 415.00 415 / 415.00

* A Fire Lieutenant was reclassified as the Fire Battalion Chief - Medical Program Manager in Support Services Division in the 2020 Revised Budget.

PROGRAM DESCRIPTION: Fire Operations responds to fire and medical emergencies as well as other non-emergency service

calls. The department provides unit responses to over 43,800 calls for service from 22 fire station locations. This division utilizes its personnel to provide emergency response. In addition to emergency response, Fire Operations personnel are also involved in community outreach programs, blood pressure screenings, station tours, and many other activities to support the Fire Department’s fire prevention efforts. Fire Operations is functionally managed by one Deputy Fire Chief and is organizationally divided into three Battalions. Fire Operations has three 24-hour work shifts; A-Shift, B-Shift, and C-Shift.

ACTIVITY DESCRIPTIONS: In a typical day, Fire Emergency Operations units provide nearly 150 responses in Wichita and

neighboring areas from 22 fire stations. The call types range from medical alarms, vehicle accidents, hazardous material investigations, water rescues, and fire responses. All Wichita firefighters are State certified emergency medical care providers. Nearly 80% of the Wichita Fire Department (WFD) responses are related to high-frequency, low-risk medical calls. Fire personnel works closely with Sedgwick County Emergency Medical Service (SCEMS) units to provide prompt emergency medical service and patient care. After every fire, firefighters will return to the neighborhood and provide Public Education to residents about fire prevention through the FLASH (Fire Loss Awareness for Safer Homes) program. In addition, Community Engagement by firefighters includes participation in community meetings and events, as well as community risk reduction activities, such as basic fire inspections and involvement in the neighborhoods surrounding the stations.


Keeping Wichita Safe 1. Emergency Operations A. Improve Services Provided by the Fire Department

2. Public Education

3. Community Engagement

VISION

Fire Operations Division provides effective and efficient fire suppression services while meeting the demands of medical first response.


2018 Actual

2019 Actual

2020 Target

2021 Target

GOAL Alignment

Percentage of Fire Call Response Time of 8 minutes or Sooner

90% 94% 95% 95% 94% 93% A

Total Residential Structure Fire Incidents 150 378 440 410 430 430 A

Basic Life Support Responses per 1,000 Population 49.0 95.0 90.5 82.9 71.7 70.6 A

159



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $6,397,838 $6,908,056 $6,409,945 $7,092,137 $6,778,935

REVENUES $6,397,838 $6,908,056 $6,409,945 $7,092,137 $6,778,935


Contractuals 2,693,874 2,731,622 2,508,739 $2,753,325 2,902,707

Commodities 503,098 662,000 586,080 $604,060 608,150

Capital Outlay 131,032 56,300 56,300 $56,300 56,300

Other 438,093 215,076 204,994 $555,732 20,531

EXPENDITURES $6,397,838 $6,908,056 $6,409,945 $7,092,137 $6,778,935

POSITIONS / FTE 56 / 41.00 56 / 41.00 56 / 41.00 56 / 41.00 56 / 41.00

PROGRAM DESCRIPTION: Providing emergency services efficiently and effectively involves proper training, equipment, and

deployment of personnel. The Special Operations programs include occupational health and safety (Station 1), hazardous materials response (Station 10), technical rescue team response (Station 4), and fire and medical service training (Station 7). Special Operations has three 24‐hour work shifts, A‐Shift, B-Shift and C‐Shift. Support Services staff also shares work relating to performance measurement and review, quality assurance and continuous quality improvement, technology development, communication improvement, budget development and strategic planning, as well as monitoring budgetary compliance, purchasing, soliciting grants, and payroll functions.

ACTIVITY DESCRIPTIONS: Technical Rescue team houses personnel who are certified in water rescue, structural collapse,

confined space/trench rescue, and heavy extrication. The Hazardous Materials team handles a wide array of duties from air monitoring to train derailments. They also partner with local businesses and government agencies to mitigate Haz-Mat incidents. Fiscal Affairs manages budgetary compliance, payroll, purchasing, and grant activities. Information Management ensures communication of information throughout the Fire Department. The Technical Services team improves system efficiencies through planning, prioritization, and policies. Training includes continually updating safety gear and the development of proactive and reactive processes to ensure firefighter safety.


Keeping Wichita Safe A. Improve Services Provided by the Fire Department

4. Technical Rescue

5. Hazardous Materials

Keeping Wichita Safe 6. Fiscal Affairs B. Provide the Best Possible Utilization of New and Existing Resources

7. Information Management

8. Technical Services

Keeping Wichita Safe C. Enhance Firefighter Safety and Employee Wellness

9. Training

VISION

The Fire Support Services Division provides emergency services efficiently and effectively, including proper training, equipment, and deploy-ment of personnel.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment Sworn Personnel as a Percentage of Operating Expenditures

85.0% 91.9% 91.9% 92.1% 92.2% 92.6% B

Fire Injuries with Time Lost per 1,000 Incidents MBP N/A 0.36 0.28 0.38 0.36 0.40 C

Average Hours Trained per Firefighter 240 327 320 423 335 340 C

160



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $1,271,342 $1,328,084 $1,430,621 $1,479,719 $1,539,242

REVENUES $1,271,342 $1,328,084 $1,430,621 $1,479,719 $1,539,242


Contractuals 4,621 4,300 5,254 4,300 4,300



Other 0 0 0 0 0

EXPENDITURES $1,271,342 $1,328,084 $1,430,621 $1,479,719 $1,539,242

POSITIONS / FTE 13 / 13.00 13 / 13.00 13 / 13.00 13 / 13.00 13 / 13.00

PROGRAM DESCRIPTION: The most effective method for reducing the demand for emergency services is accomplished through a

well-designed risk reduction effort. The Community Risk Reduction Division (CRRD) utilizes 13 personnel to manage programs associated with community risk reduction, code administration, and fire investigation. Personnel provide more than 2,500 community programs each year, perform over 500 plan reviews for new construction and more than 9,000 code administration inspections. Fire investigations personnel investigate all significant structure fires to determine the origin and cause of the fire. Fire investigators utilize an accelerant detection canine to assist evidence location at fire scene. The Fire Department public information function is also managed through the CRRD, and includes navigation through both traditional and social media. In addition, other programs such as SWAT Medics, Development Review, Subdivision Review, Urban Infill Program, Code Variance, Recruitment, and Code Review are all managed through Fire Prevention.

ACTIVITY DESCRIPTIONS: Community Risk Reduciton is responsible for fire code enforcement in commercial properties,

licensing inspection, plans review, permit issuance, complaint response, and numerous high-hazard inspections which include fireworks, hazardous materials, and assembly occupancies. Additionally, they address fire safety programs, code enforcement in pubic and private schools, daycare inspections, and adult care facility compliance. The Fire Investigation Unit responds to fires to investigate the origin and cause of all significant fires, whether accidental or incendiary. Investigators also respond to complaints, conduct after-hours inspections, provide public education programs, arson prevention programs, assess juvenile fire setters, and maintain a K-9 program.


Growing Wichita’s Economy A. Improve Services Provided by the Fire Department

10. Code Administration

Keeping Wichita Safe 11. Fire Investigation A. Improve Services Provided by the Fire Department

12. Public Education

VISION

Community Risk Reduction Division plans to provide the community with excellent, proactive fire and life safety services through prevention, education and protection.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Total Arson Incidents per 10,000 Population 2.95 2.69 3.58 3.11% 3.05% 2.78% A

Percentage of Structures Inspected MBP 70.7% 62.3% 55.2% 53.7% 47.5% 47.6% A

Fire Prevention: Residents rating Excellent or Good *

CoW

Similar N/A 73% N/A 85% N/A A

* NCS = National Citizen Survey — This survey of Wichita residents is commissioned in even years.

161


Total Authorized Positions/Full-Time Equivalents = 484 / 469 FTE (12 FTE) 2

1 Administration Positions included in Support Services


Division Fire Chief 1

Operations Fire Marshal Support Services Training

Operations

415 / 415 FTE (12 FTE) 2

Comm. Risk Reduction

13 / 13 FTE

Support Services 1

15 / 15 FTE

Safety & Training

41 / 26 FTE

City Manager


Fire Chief 1

Deputy Fire Chief 1

Deputy Fire Chief 1

Division Fire Chief 1

162



Department Director E83 1 1 1 Fire Captain 3893 66 66 66

Deputy Fire Chief 1D71 2 2 2 Fire Medical Training Officer 3893 3 3 3

Fire Division Chief 1D63 2 2 2 Fire Investigator I - 24 Hr. 3892 3 3 3

Fire Battalion Chief 1D61 12 12 12 Fire Lieutenant 3892 71 71 71

Fire Battalion Chief (Insp./Pub. Educ.) 1D61 1 1 1 Fire Fighter 6 3891 270 270 270

Fire Battalion Chief (Med. Prog. Mgr.) 1D61 1 1 1 Community Risk Reduction Officer II 1 3827 0 1 1

Program Coordinator 1C44 1 1 1 Fire Investigator II 3827 1 1 1

Systems Analyst I 1927 1 1 1 Fire Training Instructor 3827 1 1 1

Administrative Aide III 1926 1 1 1 Fire Prevention Inspector II 1 3827 1 0 0

Information Systems Coordinator 1926 1 1 1 Fire Protection Systems Specialist 2 3827 1 1 1

Administrative Aide II 1623 3 3 3 Community Risk Reduction Officer I 3 3824 0 5 5

Account Clerk III 1621 1 1 1 Fire Prevention Inspector I 3 3824 2 0 0

Administrative Secretary 1621 1 1 1 Fire Prevention Training Instructor I 3 3824 3 0 0

Senior Storekeeper 2621 1 1 1 Fire Recruit (LTD-50%) 3821 30 30 30

Clerk III 4, 5 2617 0 2 2 TOTAL AUTHORIZED POSITIONS 485 484 484

Clerk II 4 2615 1 0 0 General Fund 473 472 472

Clerk I 5 2613 3 1 1 Grant Fund 6 12 12 12

1 The Fire Prevention Inspector II position is reclassified as Community Risk Reduction Officer II in the 2020 Revised Budget.

2 The Fire Protection Systems Specialist is fully funded by the Metropolitan Area Building and Construction Fund.

3 Two Fire Prevention Inspector I positions and three Fire Protection Training Instructor I positions are reclassified as Community Risk Reduction

Officers in the 2020 Revised Budget.

4 The Clerk II position is reclassified as Clerk III and eliminated in the 2020 Revised Budget.

5 Two Clerk I positions are reclassified as Clerk III in the 2020 Revised Budget.

6 Twelve Fire Fighter positions are added in the 2019 Revised Budget as a result of City Council approval of the 2017 SAFER grant in September 2018.

The grant period runs from February 2019 through February 2022 and requires a local match.

163


FOCUS AREAS




LIVING WELL


MISSION

To stabilize neighborhoods by administering various affordable housing programs and providing well-being services to help residents break cycles of poverty.

GOALS A. Increase and preserve the supply of housing in order to maintain affordability for residents earning at or below

80% area median income

B. Reduce urban blight within the neighborhood revitalization areas

C. Build coalitions among public and private entities

D. Market housing and community services programs to increase opportunities for low and moderate income resi-

dents.

E. Increase the number of program participants that attain self-sufficiency.


1. Housing Services…..………………………………………………………………...

2. Community Investment..…………………………………………………………….

3. Wichita Sedgwick County Community Action Partnership (WSCCAP)……..…

4. Administration……………………………………………...…………………………

5. Homelessness Assistance………………………………………………………….

A, E

A, B, C

C, E

C, D

A, E

DEPARTMENT DESCRIPTION: The Housing and Community Services Department (HCSD) is a public service organiza-

tion with 58 FTE staff that provide assistance to households earning at or below 80% of area median income and are in need of well-being services. The federal government supplies 92 percent of the program and operating costs necessary to stabilize com-munities, which is the reason why there are income limitations. Income eligible residents may take advantage of a menu of services aimed to invest in impoverished areas in order for area residents to live well. Signature programs include community investments, community action, housing services and homelessness assistance. The Department also enters into funding agree-ments to provide assistance to businesses who provide needed goods and services in eligible low-to-moderate income neighborhoods and areas. High priority activities through 2024 will consist of infrastructure, infill housing development and homeownership, home repair, and public services including youth programming, domestic violence shelter services, and neighborhood assistance.


2018 Actual

2019 Actual

2020 Target

2021 Target

Housing Affordability (Price of a One Bedroom Apartment)

$575 $575 $609 $630 $630 $640

Participating Landlords in the Housing Choice Voucher Program

600 N/A N/A 669 700 700

Outside Capital Leveraged as a Percentage of Total Funding for New Low-Moderate income Housing: Owner-Occupied

65% 65% 57% 55% 61% 61%

Number of Individual and Family Development Participants Earning Wages above the Federal Pov-erty Level

55 60 66 94 70 95

165



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $165,968 $212,536 $152,031 $0 $231,703

Grant Funds 26,650,378 22,591,145 33,380,916 29,165,222 27,690,308

Homelessness Assistance Fund 318,846 382,736 382,736 382,736 382,736

REVENUES $27,135,192 $23,186,417 $33,915,683 $29,547,958 $28,304,747


Contractuals $22,621,653 $17,777,273 $23,277,801 $23,119,751 $22,528,529

Commodities $178,375 $84,280 $156,670 $155,970 $156,670


Other $53,750 $47,000 $5,567,243 $1,306,947 $356,945

EXPENDITURES $27,135,192 $23,186,417 $33,915,683 $29,547,958 $28,304,746

POSITIONS / FTE 58 / 57.25 58 / 57.25 58 / 57.25 58 / 57.25 58 / 57.25

* Position changes were due to the Department Reorganization starting in the 2018 Revised Budget.

** Three vacant positions will be eliminated in the 2019 Revised Budget, partially due to the Rental Assistance Demonstration program.


Proposed Page

Reference

1. Housing Services $21,631,217 167

2. Community Investments $6,119,266 168

3. Wichita Sedgwick County Community Action Partnership (WSCCAP) $1,414,739 169

4. Administration $0 170

5. Homelessness Assistance $382,736 171


DEPARTMENT HIGHLIGHTS: The Department of Housing and Community Services provides a wide array of services

ranging from employment training to rental assistance, and is primarily supported by federal grants. The grants awards can fluc-tuate, which can make it difficult to sustain and improve local services. Concerted efforts to ensure full assignment and utilization of Housing Choice Voucher program resources are expected to result in an increased administrative allotment. Housing and Community Services has been involved with ongoing Zero-Based Budget (ZBB) review regarding such items as coordination of building maintenance, grounds maintenance, and custodial services, public computer and technology training, and other interde-partmental concerns. The 2019 Revised Budget includes a reduction of 3 vacant positions due to preparation of the Rental Assistance Demonstration (RAD) program and changes in the Wichita Sedgwick County Community Action Partnership (WSCCAP) program. RAD is a vol-untary program of the Department of HUD. Since 2014, RAD allows Public Housing Authorities (PHAs) to recapitalize properties using financing products and private partnerships. The RAD program provides PHAs 20 year operating subsidy contracts to com-plete needed improvements. WHA was accepted into the RAD program in September 2017. The 2020 Adopted Budget is pre-pared with the anticipation of RAD conversion occurring in the latter half of the 2019. General Fund support is now funding two administrative positions including the Director and a clerical staff.

166



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Grant Funds $20,878,562 $16,581,573 $22,261,394 $21,631,217 $21,662,030

REVENUES $20,878,562 $16,581,573 $22,261,394 $21,631,217 $21,662,030


Contractuals $2,393,709 $2,721,861 $2,746,397 $2,838,165 $2,905,424

Commodities 18,370,343 13,844,212 18,743,242 18,692,862 18,656,416

Capital Outlay 114,510 15,500 100,190 100,190 100,190

Other 0 0 0 0 0

EXPENDITURES 0 0 671,565 0 0

POSITIONS / FTE $20,878,562 $16,581,573 $22,261,394 $21,631,217 $21,662,030

PROGRAM DESCRIPTION: The Housing Services program offers programs funded through the U.S. Department of Housing and

Urban Development (HUD) to address inequities and barriers to obtain affordable rental housing as well as programs that target the homeless veteran population.

ACTIVITY DESCRIPTION: WHA Property Management staff complete plans that establish rules and regulations, personnel,

approve schedules, budgets and set priorities for operation. WHA owns 578 units: 352 Single-Family, 176 Low and High Rise, and 50 Garden Walk-ups. WHA provides 24-hour maintenance service in addition to performing capital and unit conversions for special accommodations, security for high rises, parks and play grounds areas, and briefing families on maintaining their residence. WHA staff strive for resident satisfaction by involving participants with decision relative to rules and regulation, bimonthly meetings, and measuring satisfaction through feedback. WHA is converting its entire portfolio to Project Based Rental Assistance (PBRA) through the Rental Assistance Demonstration (RAD) pilot program in the latter half of the 2019 calendar year. At the time of conversion, a private firm will provide property management services for an extended period of time but not less than 15 years. Case Management - Wichita Housing Authority (WHA) program staff manage a caseload portfolio of over 2,900 subsidized families for Housing Choice Voucher (HCV) and over 100 families for the Family Self Sufficiency program (FSS). Program services include referral to community agencies as needed, which can build upon each person/family’s unique strengths and address needs. The Family Self Sufficiency (FSS) program was created to help empower Housing Choice Vouchers participants to become economically self-sufficient. Public Housing programs provide millions of dollars in Rental Assistance to eligible income facilities, elderly and disable persons to provide access to affordable, decent, safe, and sanitary housing in the private market or within the City of Wichita’s housing stock.


Wichita: A Well-Run City A. Housing Supply 1. Property Management

Living Well E. Increase Self-Sufficiency 2. Case Management

3. Rental Assistance

VISION

Public resources will be optimized in order to perform property management, case management, and rental assistance activities that achieve policy results.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Public Housing Occupancy Rate 97% 98% 97% 66% 50% 0% A

Households Participating in Family Self-Sufficiency Program

125 150 150 127 200 200 E

Percentage of Vouchers Redeemed During the Reporting Period

92% 97% 95% 100% 100% 100% E

167



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Grant Funds $4,817,081 $5,068,624 $9,277,931 $6,119,266 $4,888,251

REVENUES $4,817,081 $5,068,624 $9,277,931 $6,119,266 $4,888,251


Contractuals 3,452,036 3,270,904 3,742,094 3,682,976 3,111,693

Commodities 46,244 52,280 52,280 52,280 52,280


Other 0 0 4,006,546 847,881 172,590

EXPENDITURES $4,817,081 $5,068,624 $9,277,931 $6,119,266 $4,888,251

POSITIONS / FTE 10 / 10.00 10 / 10.00 10 / 10.00 10 / 10.00 10 / 10.00

* Position changes are due to the Department Reorganization.

PROGRAM DESCRIPTION: The Community Investments is responsible for the administration of federal funds for housing and

community development programs that strengthen the City of Wichita and its neighborhoods. Federal funds are expended in accordance with the City’s Consolidated Plan, which details programs and activities that the City will undertake to help revitalize, stabilize and maintain its neighborhoods. Program activities are carried out through department staff, other City departments and non-profit organizations.

ACTIVITY DESCRIPTION: Public Services utilize Community Development Block Grant (CDBG) funds to perform the services

necessary to carry out activities that will preserve and improve the physical, social, and economic health of Wichita’s low/moderate income neighborhoods through a process of citizen engagement and services leading to self-sufficiency. The department also has formal agreements with non-profits to carry out youth crime prevention and enrichment activities as well as provide domestic violence shelters. Home Improvement is designed to assist owner-occupied households within the Wichita city limits. The maximum amount of the Emergency Home Repair Loan and Grant assistance an applicant can receive during the contract year is $5,000. Program assistance is provided in the form of an interest-free deferred loan for a period of five years, when the project cost exceeds $1,000. In 2019, the City was awarded a lead abatement grant which will target housing units built prior to 1978 and will prioritize low to moderate income families who have children under six years old who are confirmed to have an Elevated Blood Level (EBL). The City will partner with Sedgwick County and utilize contracted vendors to perform lead abatement activities during the three year grant period. HOME Ownership is provided through HOME funds in the form of development subsidy loans to qualifying for-profit and non-profit organizations to develop affordable single-family housing.

VISION

Community Investments will secure and direct federal funds toward initiatives that provide housing and public services as well as infrastructure improvement to strengthen neighborhoods and enhance the quality of life for low-income residents of Wichita.


Living Well C. Build Coalitions 4. Public Services

B. Reduce Blight 5. Home Improvement

Growing Wichita’s Economy A. Housing Supply 6. Home Ownership


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment Number of Victims of Domestic Violence Provided Safe Shelter

500 968 853 813 750 750 C

Number of New Low to Moderate Income Housing Units Completed

12 17 14 16 14 14 A

Number of Housing Units Rehabilitated 175 202 176 157 175 175 A

168



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Grant Funds $954,735 $940,948 $1,854,206 $1,414,739 $1,140,027

REVENUES $954,735 $940,948 $1,854,206 $1,414,739 $1,140,027

Salaries and Benefits 409,829 606,446 558,996 590,996 582,173

Contractuals 473,845 272,002 402,578 361,177 369,999

Commodities 17,311 15,500 3,500 3,500 3,500


Other 53,750 47,000 889,132 459,066 184,355

EXPENDITURES $954,735 $940,948 $1,854,206 $1,414,739 $1,140,027

POSITIONS / FTE 5 / 5.00 5 / 5.00 5 / 5.00 5 / 5.00 5 / 5.00

* One Family Development Specialist was added in the 2019 Adopted Budget and is eliminated in the 2019 Revised Budget.

PROGRAM DESCRIPTION: The Wichita Sedgwick County Community Action Partnership (WSCCAP) administers the CSBG

program for Wichita and Sedgwick County residents at or below 125% of Federal Poverty Level. CSBG is an entitlement grant from the U.S. Department of Health and Human Services that makes this program possible. CSBG funding is designed to alleviate the causes and conditions of poverty in communities. The City of Wichita has served as a Community Action Program (CAP) for the City and Sedgwick County for more than 30 years and receives approximately $940,000 in CSBG funds. Staff administer signature services such as, job readiness training, job placement, and financial literacy counseling. WSCCAP also has agreements with the Park and Recreation Department for youth enrichment activities and a non-profit to assist eligible individuals with basic health care needs.

ACTIVITY DESCRIPTION: The Individual and Family Development (IFD) Program is managed by the WSCCAP and is designed

to help individuals and families overcome the barriers that prevent self sufficiency. The largest barrier is lack of employment. The City allocates CSBG funds for employment and training programs focusing on local emerging and competitive industries to increase the earning potential of persons by securing stable employment, leading to financial independence and strengthening the local workforce. The WSCCAP also administers the City of Wichita’s Youth Employment Services, which provide summer youth employment opportunities to youths age 14-17 that receive rental assistance from the Wichita Housing Authority. The program provides job readiness and soft skills training to prepare the next generation ‘s workforce. WSCCAP provides Healthcare Access through a contractual agreement with the Central Plains Health Care Partnership’s Project Access, CSBG funds are used to provide prescription medications, prescribed durable medical equipment, and monitoring services for eligible uninsured residents of Sedgwick County. Project Access coordinates the health care needs of Wichita area low-income individuals with medical service providers willing to provide the care at no or reduced cost.


Living Well E. Increase Self Sufficiency 7. Individual and Family Development

C. Build Coalitions 8. Youth Enrichment

9. Healthcare Access

VISION

The Wichita Sedgwick County Community Action Partnership will be a facilitator for residents seeking to break cycles of poverty.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Percentage of Clients Employed 50% 50% 58% 27% 65% 65% B

Number of Clients Receiving Case Management Services

255 208 271 394 325 350 B

Job Readiness Trained Individuals 100 84 93 267 225 225 B

169



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $165,968 $212,536 $152,031 $0 $231,703

REVENUES $165,968 $212,536 $152,031 $0 $231,703

Salaries and Benefits $159,075 $204,117 $144,180 $0 $223,318

Contractuals 6,584 7,419 7,151 0 7,685

Commodities 309 1,000 700 0 700


Other 0 0 0 0 0

EXPENDITURES $165,968 $212,536 $152,031 $0 $231,703

POSITIONS / FTE 2 / 2 2 / 2 *2 / 2 *0 / 0 2 / 2

* The Department Director will be partially granted funded in the 2020 Revised and fully grant funded in the 2021 Proposed Budgets: 30% to Public Housing, 30% to Housing Choice Voucher (HCV), 20% to Community Investments, and 20% Wichita Sedgwick County Community Action Partnership (WSCCAP). The Department Director will be partially grant funded in the 2022 Projected budget in the same manner as the 2020 Adopted Budget: 15% to Community Investments and 10% to WSCCAP. The Clerk II position will be fully grant funded in the 2020 Revised and 2021 Projected Budgets: 20% to Public Housing, 70% to Housing Choice Voucher (HCV), 5% to Community Investments, and 5% to WSCCAP.

PROGRAM DESCRIPTION: The Housing and Community Services Department has business agreements with federal and state

agencies to deliver programs. Nearly 100 percent of the department’s budget comes from the U.S. Departments of Housing and Urban Development as well as Health and Human Services. Staff is responsible for complying with all applicable statutory and regulatory requirements. The department has four divisions which consists of the Wichita Housing Authority’s Public Housing; Section 8 Housing Choice Voucher Program (HCVP); the Wichita Sedgwick County Community Action Partnership; and Community Investments.

ACTIVITY DESCRIPTION: Strategic Services - The department has the fiduciary responsibility to administer federal programs in

accordance with federal statutory and regulatory requirements. All funding sources require plans of action. Boards and Committees assist staff in the development, planning, implementation and evaluation of various department programs. Boards and Committees include the Community Services Block Grant (CSBG) Review Committee, the Grant Review Committee (GRC) for Community Investments, the Wichita Housing Authority Tenant Advisory Board for Public Housing, and the Program Coordinating Committee (PCC) for the Housing Choice Voucher Family Self-Sufficiency program. Reporting and Compliance - The business agreements executed with federal agencies have affirmative covenants. These contracts require periodic reporting. Staff conducts onsite monitoring to ensure sub-recipients are providing services and deliverables to eligible target populations pursuant to federal guidelines. To determine the effectiveness of the public resources, staff evaluate the sub-recipient’s ability to meet program deliverables. Management and Guidance - Each funded project must meet national objectives and strategic goal identified in the Five-Year Consolidated Plan. The department’s management team provides support and guidance to department staff to ensure federal programs are administered effectively.


Wichita: A Well-Run City C. Building Coalitions 10. Strategic Planning

D. Market Programs 11. Boards and Committees

12. Reporting and Compliance

13. Management and Guidance

VISION

The Housing and Community Services Department will administer federal programs at an exemplary level, free from waste fraud and abuse.


2018 Actual

2019 Actual

2020 Target

2021 Target

GOAL Alignment

Public Housing Assessment System Scores - Management

25 25 18 N/A N/A N/A A

Number of Housing Units Completed with Public Financial Assistance

14 17 14 16 14 14 A

170


PROGRAM DESCRIPTION: The City has adopted a Five-Year Consolidated Plan, which identifies services for the homeless as a

priority need in our community. This priority need is addressed through the expenditure of federal Emergency Solutions Grant (ESG) funds, which are made available to the City by the U.S. Department of Housing and Urban Development (HUD). Funding for ESG grants is authorized through the Homeless Emergency and Rapid Transition to Housing (HEARTH) Act of 2009, and includes specific provisions and objectives. In 2006, the Wichita City Council and the Sedgwick County Commission authorized the Task Force on Ending Chronic Homelessness (TECH). The task force conducted research and presented recommendations to the governing bodies in March 2008. As a result, the Housing First program was created. It was agreed that the cost of the rental subsidies would be split between the City and Sedgwick County with the City administering the program.

ACTIVITY DESCRIPTION: Funding for Shelter Services is utilized to improve the number and quality of emergency shelters for

homeless individuals and families by assisting with the operation of shelters and to provide essential services to shelter residents. Homelessness Prevention activities aim to rapidly re-house homeless individuals and families; and prevent families and individuals from becoming homeless. The target population of this activity are those who are at imminent risk of homelessness.

VISION

Homelessness Assistance provides housing and related services to chronically homeless individuals, while promoting stability and self sufficiency.


Living Well A. Housing Supply 14. Shelter Services

E. Increase Self-Sufficiency 15. Homelessness Prevention


2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Homelessness Assistance Fund $318,846 $382,736 $382,736 $382,736 $382,736

REVENUES $318,846 $382,736 $382,736 $382,736 $382,736


Contractuals 318,846 382,736 382,736 382,736 382,736



Other 0 0 0 0 0

EXPENDITURES $318,846 $382,736 $382,736 $382,736 $382,736

POSITIONS / FTE 0 / 0.00 0 / 0.00 0 / 0.00 0 / 0.00 0 / 0.00


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Number of Housing First Clients at Year-End 60 56 53 56 64 64 B

Cost per Housing First Client: Rent and Utilities

$6,000 $5,387 $6,723 $5,694 $6,400 $6,400 B

Percentage of Client Exits that are Positive 80% 64% 56% 62% 65% 65% B

171


Total Authorized Positions/Full-Time Equivalents = 58 / 57.25 FTE (1.75 FTE) 4

Community Investments

10 / 10 FTE 1, 3

Community Services

Block Grant Review

Committee

Homelessness Assistance

0 / 0 FTE


2 The Department Director is included within Administration.

3 The Assistant Director is included within Community

4 Grant funded temporarily in 2021.

Housing Choice Voucher

21 / 21 FTE 1

WSCCAP

5 / 5 FTE 1

Administration Public Housing/ RAD

2 / 2 FTE 2 (1.75 FTE)

4 20 / 19.25 FTE 1

Assistant Director of Housing

& Community Services 1, 3

City Manager


Director of Housing &

Community Services 1, 2, 4

172



Department Director 1 E82 1 1 1 Rehabilitation Specialist II 2625 3 3 3

Assistant Department Director 1D72 1 1 1 Administrative Aide II 1623 1 1 1

Housing Manager 2 1C52 3 3 3 Electrician II 2623 1 1 1

Senior Management Analyst 1C44 1 1 1 Heating & Air Conditioning Mechanic 2623 1 1 1

Program Coordinator 1C44 1 1 1 Neighborhood Inspector I 2623 4 4 4

Inspection Supervisor 1C43 1 1 1 Account Clerk III 1621 2 2 2

Senior Fiscal Analyst 1C43 1 1 1 Secretary 2619 3 3 3

Senior Housing Specialist 1C43 5 5 5 Storekeeper 2619 1 1 1

Accountant 1C41 1 1 1 Maintenance Worker 2 2617 5 5 5

General Maintenance Supervisor I 2 1C41 3 3 3 Clerk II 1 2615 2 2 2

Management Analyst 1C41 1 1 1 Clerk I 2613 1 1 1

Program Specialist 1C41 3 3 3 Building Attendant (PT- .625%) 8609 2 2 2

Family Development Specialist 1925 3 3 3 TOTAL AUTHORIZED POSITIONS 58 58 58

Housing Specialist 1925 6 6 6 General Fund 1 2 2 0

Rehabilitation Loan Specialist 1625 1 1 1 Federal/State Grant Fund 56 56 58

1 The Department Director and one Clerk II are grant funded temporarily in 2021.

2 Three positions are on hold due to transition of the RAD program: Housing Manager, one General Maintenance Supervisor, and one Maintenance Worker.

173


FOCUS AREAS




LIVING WELL


MISSION

To support City departments by ensuring a diverse, inclusive, and well trained workforce.

GOALS

A. Attract the best qualified applicants.

B. Develop, train and empower employees.

C. Retain employees by fostering a positive work culture.


1. Human Resources Management..……………………………

2. Learning and Development………….………………………..

A,C

B

DEPARTMENT DESCRIPTION: The Human Resources (HR) Department serves as a partner with other City depart-

ments to provide a broad range of employment functions. It plays a vital role in the City’s compliance with employment laws and regulations, ensuring that employee matters are conducted with fairness and consistency. Human Resources fosters an organi-zational environment of inclusion and diversity, while ensuring a City workforce with the appropriate skill set to provide public service at the highest level of performance. It is essential that HR continue to implement strategies that increase collaboration with stakeholders. This will challenge staff to maintain a compliance role, but also to provide a collaborative consultation role. Opportunities for increased collaboration include training, organization structure analysis and HRIS system implementation practices.


2018 Actual

2019 Actual

2020 Target

2021 Target

Accumulative Number of Employees that Earned a Raving Fans Customer Service Certificate

500 115 440 1,990 1,750 2,000

Fulltime Employee Turnover Rate 7.4% 6.1% 7.2% 8.7% 7.2% 7.7%

Sick Leave Hours Used Per 1,000 Hours Worked 31.2 30.0 32.3 30.5 31.2 31.2

Percent of grievances that proceed to formal hearing 21.1% 4.8% 4.0% 2.7% 4.8% 4.8%

Percent of employees enrolled in Health and Wellness Program

47% 37% 44% 45% 47% 47%

Employees Completing Probationary Period 90.0% N/A 91.3% N/A 92% 92%

Leadership Development Participants 800 517 730 730 640 600

175



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $1,701,778 $1,797,994 $1,800,865 $1,827,366 $1,849,276

REVENUES $1,701,778 $1,797,994 $1,800,865 $1,827,366 $1,849,276


Contractuals 191,940 219,055 160,306 166,185 169,868

Commodities 38,634 64,147 58,397 58,397 58,397

Capital Outlay 8,809 9,600 9,600 9,600 9,600

Other 0 0 0 0 0

EXPENDITURES $1,701,778 $1,797,994 $1,800,865 $1,827,366 $1,849,276

POSITIONS / FTE 18 / 15.25 * 18 / 15.25 ** 19 / 16.75 *** 18 / 15.75 18 / 15.75

* One Human Resources Specialist is reclassified as Administrative Aide II in the 2020 Revised Budget. ** One Full-Time Limited Administrative Aide III is added in the 2020 Revised Budget to support Human Resources information management. Department Intern (PT-50%) is held and funding is reallocated to the Administrative III. Remaining costs are covered with Munis ERP project funding. *** Administrative Aide III is eliminated in the 2021 Proposed budget.

DEPARTMENT HIGHLIGHTS: Human Resources has identified numerous steps in recruitment that have enhanced the

hiring process. The department has increased its use of social media as a recruitment and branding tool. The value of this addi-tional effort is reflected in the cost savings in the recruitment of department directors and management level staff. NeoGov has been instrumental in streamlining many of the operational functions within the department. By taking advantage of the automated features available, managers throughout the organization have benefited from a streamlined hiring and onboard-ing process that has created a reduction in the length of time it takes to hire new employees. The Raving Fans Customer Service and Change Management training program is offered through the Learning and Develop-ment section of Human Resources. Through its programming, employees are able to complete in-house instructor lead courses and/ or online skills trainings. As a result of the courses provided, Leadership Development has been transformed into a high-level learning environment where all employees have the opportunity to enhance work related skills that meet the organization’s values.

176



1 Position included with Human Resources

18 / 15.25 FTE

City Manager


Director of Human

Resources 1

Human Resources 1

177



Department Director E81 1 1 1

Senior Human Resources Specialist 1 1C44 6 6 6

Senior Safety Coordinator 1 1C43 1 1 1

Human Resources Specialist 2 1C41 2 1 1

Administrative Aide III 3, 4 1926 0 2 2

Administrative Aide II 2, 3 1623 1 1 1

Customer Service Clerk II 1619 1 1 1

Customer Service Clerk I 1617 1 1 1

Administrative Aide III 5, 6 8926 0 1 0

Administrative Aide II (PT - 50%) 4 8623 2 1 1

Customer Service Clerk I (PT- 50%) 8617 1 1 1

Department Intern (PT - 25%) 8612 1 1 1

Department Intern (PT - 50%) 6 8612 1 1 1



1 The Senior Safety Coordinator and one Senior Human Resource

Specialist are reimbursed by the Self Insurance Fund.

2 One Human Resources Specialist is reclassified as Administrative Aide II in the

2020 Revised Budget.

3 One full-time Administrative Aide II is reclassified as an

Administrative Aide III.

4 One part-time Administrative Aide II is reclassified an an

Administrative Aide III.

5 One Administrative Aide III (Limited) is added in the 2020 Revised

Budget to support Human Resources information management.

6 Department Intern (PT - 50% ) is being held and funding reallocated

to the Administrative Aide III (Limited) in 2020.

178


FOCUS AREAS



BUILDING DEPENDABLE INFRASTRUCTURE LIVING WELL


MISSION

The mission of Information Technology is to provide the highest quality, most cutting-edge, most effective technology based services to meet and surpass the needs of all customers.

GOALS

A. Innovate business processes

B. Support the business

C. Provide data and content management

D. Offer mobile access

E. Maintain secure and reliable infrastructure


1. Business Solutions……….………….…………………………

2. Administration………..……………….………………………..

3. Infrastructure…………….………………………………………

A, B, C, D

B

E

DEPARTMENT DESCRIPTION: Through its value-adding work teams, IT provides all network, computing infrastructure,

security, telephony, websites, intranet, e-commerce, support, technical analysis, consulting on issues related to technology, and serves as a liaison to outside agencies for information exchange and data relationships. Each day IT supports; 3,709 accounts, 13 major systems, infrastructure for 100 City locations or facilities, and technology integrated into more than 367 intersections. System access is available 24 hours a day, 365 days a year through 2,667 personal computers, tablets and laptops. IT also sup-ports personal smart phone devices, 268 scanners and 524 printers. IT project and research implementation are vital in creating a leading-edge organization. While only approximately 20% of availa-ble staff time is spent on these activities, this area of effort provides direct benefit to all customers. Amid scarce resources, IT searches for technology that can automate or completely change the work performed by departments and explores business process change to effect work efficiencies. The City of Wichita employs an internal service fund strategy for IT in order to provide the City with desired centralization, more effective management of resources, and enhanced value.


2018 Actual

2019 Actual

2020 Target

2021 Target

IT Expenditures as a percentage of Organizational Revenue

2.80% 2.18% 2.18% N/A 2.11 N/A

Annual Survey: General Satisfaction with Information Technology

89% 81% 79% 75% 80% 82%

Response Rate to Simulated Phishing Attacks 1% 1% 1% 1% 1% 1%

179



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Information Technology Fund $12,485,783 $14,815,343 $14,066,531 $14,264,414 $14,798,474

REVENUES $12,485,783 $14,815,343 $14,066,531 $14,264,414 $14,798,474


Contractuals 4,835,128 5,500,583 5,954,748 5,806,371 6,055,348

Commodities 68,264 52,750 99,250 99,250 99,250

Capital Outlay 27,383 103,228 93,229 93,229 93,229

Other $2,253,497 $3,619,532 $2,304,868 $2,511,399 $2,690,446

EXPENDITURES $12,485,783 $14,815,343 $14,066,531 $14,264,414 $14,798,474

POSITIONS / FTE 60 / 58.50 60 / 58.50 60 / 58.50 60 / 58.50 * 61 / 59.50

* A Support Supervisor position will transfer from the Call Center in the City Manager’s Office in the 2022 Projected Budget.


Proposed Page

Reference

1. Business Solutions $5,889,683 181

2. Administration 3,670,824 182

3. Infrastructure 4,703,907 183


DEPARTMENT HIGHLIGHTS: In 2019 the IT Department worked on 181 projects; several were scheduled as multi-year

projects and 70 projects were completed. IT staff continue to review opportunities to better manage the number of projects pre-sented to IT and prioritizing the projects selected for implementation based on the overall value to the organization and the com-munity. Here is a list of a few projects: the implementation of WiFi and a large display at Nafzger Park; Gun shot detection pilot program; new Request for Information for Multi-factor Authentication; preparing for redundant and expanded internet connectivity; Hot spot check out for citizen connectivity; and sever Smart City proof-of-concept pilot projects.

Current projects in 2020 and 2021 focus large system upgrade projects: Finance, and HR/payroll (ERP) and Records Manage-

ment system (RMS for Police and RMS for Court). In 2020, IT staff are reviewing opportunities to better utilizing existing technol-

ogies, especially within the Office 365 Suite. Robotic Process Automatiion (RPA) is of special interest in providing potential staff

savings by automating backend processes through non-code applications. A number of small system replacements are also in

process, including online report submission opportunities, new dashboard for service requests by the community, open data por-

tal additions, website upgrades, mobile work orders for Park & Recreation and a asset management system for Transit. The City

also implemented the Heroes program that provided free unlimited mobile phone connectivity for all first responders for the next

five years.

The IT Service Desk strives to meet the needs of the organization by providing prompt and continual support for software and

hardware. A focused effort on internal customer service can be seen in performance measure data over the past several years

with the resolution at time of call for the Service Desk at 81.75% in 2019 compared to a 46.4% benchmark. These results are due

largely to strategies implemented in the division which include analyst specialization, increased training and implementing stand-

ards for hardware and software to ensure a supportable computing environment. Service desk staff are exceedingly effective in

the delivery of support services, with Gartner benchmarks of one service desk analyst for every 80 staff members. City IT Service

Desk successfully operates with one service desk analyst for every 304 staff members.

180



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected


REVENUES $5,275,334 $5,882,399 $6,036,813 $5,889,683 $6,068,643


Contractuals 1,729,938 2,119,061 2,365,252 2,106,554 2,234,604

Commodities 36,386 23,900 38,900 38,900 38,900

Capital Outlay 10,689 7,350 7,350 7,350 7,350

Other 0 0 0 0 0

EXPENDITURES $5,275,334 $5,882,399 $6,036,813 $5,889,683 $6,068,643

POSITIONS / FTE 33 / 33.00 33 / 33.00 33 / 33.00 33 / 33.00 33 / 33.00

PROGRAM DESCRIPTION: Business Solutions provides solutions, services, and support relating to the implementation, use, and

sustainment of technology within the organization which includes software support, customer services and support, information services, education and business automation.

ACTIVITY DESCRIPTIONS: Business Automation assists in the application of technologies to monitor and control the delivery of

technology products and services crossing multiple functions, from installation, integration, maintenance, procurement, communications, utilization and management. Software Support provides technical support and assistance to address specific problems with a product, upgrades, patching, and defining and creating integrations. Customer Service is largely focused on the needs of our customers in the implementation of cost effective and transformative technology as well as in providing consulting expertise in planning, installation, training, troubleshooting and upgrades. Information Services provides for the implementation and management of quality IT services that meet the needs of the organization and enable both the customer and IT to understand the expectations of a particular service, including cost, how to obtain help and identify the internal processes necessary to provide and support a desired service. Education involves imparting necessary or helpful technology knowledge or instructions to users throughout the organization.


Wichita: A Well-Run City A. Innovate Business Processes 1. Business Automation

Wichita: A Well-Run City B. Provide Business Support 2. Software Support

3. Customer Service

4. Information Services

5. Education

VISION

IT Business Solutions is committed to exceeding expectations through continuous improvement of service management, delivery and support. IT Business Solutions maintains focused objectives with regard to six criteria: time, cost, resources, scope, quality, and actions as they relate to the management and delivery of services in relation to the overall organization and departmental needs and mission.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment Percent of New Projects presented to ITAB that align with the IT Strategic Plan

95% 100% 100% 100% 100% 100% A,B

Percent of Projects Presented to ITAB with have Measurable Objectives and ROI

100% 100% 100% 100% 100% 100% A,B

Percent of Business Projects Completed 95% 58% 88% 47% 90% 91% B

Customer Satisfaction: Customers Rating Application Services as Good or Excellent

80% 74% 70% 65% 70% 75% B

181



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected


REVENUES $3,290,104 $4,798,303 $3,441,066 $3,670,824 $3,897,601


Contractuals 692,240 719,932 661,364 669,043 677,666

Commodities (22,771) 18,450 4,950 4,950 4,950

Capital Outlay 5,217 50,879 50,879 50,879 50,879

Other $2,153,497 $3,519,532 $2,204,868 $2,411,399 $2,590,446

EXPENDITURES $3,290,104 $4,798,303 $3,441,066 $3,670,824 $3,897,601

POSITIONS / FTE 14 / 12.50 14 / 12.50 14 / 12.50 14 / 12.50 * 15 / 13.50

* A Support Supervisor position will transfer from the Call Center in the City Manager’s Office in the 2022 Projected Budget.

PROGRAM DESCRIPTION: Management of the IT function includes billing, vendor management, printing, staff management,

project and program management, Smart City implementation and strategic direction. All critical functions in providing operational support and future technology direction for all customers. Administration provides direction, vision, support, input and guidance for programs and planning throughout the organization, the community, the state and nationally.

ACTIVITY DESCRIPTIONS: Governance of the IT function includes putting structure into how IT strategy aligns with business

strategy, ensuring that the organization stays on track to achieve strategies and goals, and are implementing effective ways to measure IT’s performance. IT Management includes all activities surrounding vendor or software engagements. Contracts, service level agreements, software procurement, printing, billing, maintenance, general support structures, technology ordering, partnerships, security, strategic planning and expansion of technology education. Finances of all IT activities are handled in the administrative division, including billing, budgeting, accounts payable, payroll, contract payments and project budgeting. IT Administration also plays a leadership role in the development, planning, implementation and maintenance of all new and existing IT Projects and Programs. Overall, these administrative activities ensure

alignment to the IT Strategic Plan, innovation, digital transformation and an effective and efficient allocation of resources.


Wichita: A Well-Run City B. Provide Business Support 6. Management

7. Projects and Programs

VISION

To administer the procurement, implementation and delivery of all technology systems and IT resources towards the creation of Raving Fans.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

IT Expenditures per Workstation $6,600 $4,088 $4,049 $4,015 $3,966 $3,382 B

Project Management - Percent of KTLO

Projects Completed 85% 81% 84% 67% 85% 86% B

Percent of Projects Completed 95% 58% 88% 47% 90% 91% B

Service Desk: Resolution at time of Call 75.0% 82.7% 82.5% N/A 87% 87% B

182



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected


REVENUES $3,920,346 $4,134,641 $4,588,652 $4,703,907 $4,832,230


Contractuals 2,412,949.5 2,661,590.0 2,928,132.4 3,030,774.9 3,143,077.9

Commodities 54,649 10,400 55,400 55,400 55,400

Capital Outlay 11,476 45,000 35,000 35,000 35,000

Other 100,000.0 100,000.0 100,000.0 100,000.0 100,000.0

EXPENDITURES $3,920,346 $4,134,641 $4,588,652 $4,703,907 $4,832,230

POSITIONS / FTE 13 / 13.00 13 / 13.00 13 / 13.00 13 / 13.00 13 / 13.00

PROGRAM DESCRIPTION: Infrastructure includes all networking, telecommunication and security functions in support of the

organization, which includes operations, network customer service and innovation. Network storage and cyber security are growing issues for the City as technology advances and more reliance on digital formats rather than paper storage occurs. The Infrastructure division is playing a key role in researching and implementing the most efficient and innovative solutions to ensure adequate capacity and safety of City content as demand rapidly increases. The Security team plays an ever-expanding role in ensuring that City assets are safe and operational.

ACTIVITY DESCRIPTIONS: IT provides digital Security of all assets, including a secure Network with high-speed and reliable

connectivity where and when needed, on any device to ensure work activities can be achieved at the lowest possible cost. Operations seek to minimize any downtime by protecting the network from external corruption through advanced monitoring tools, upgrading when necessary, and timing upgrades so they occur during off-business hours. Infrastructure Operations involves planning, research and support for all hardware and software utilized in connecting devices, systems and customers. The Innovation function is responsible for suggesting and implementing change where business value exists and where technology can be used to enhance, modify or replace an existing process. In addition to providing and operating the infrastructure, staff work to provide the highest quality technology Customer Service for all customers. Expansion of mobile, Internet of Things (IoT) and Smart City technologies are creating new demands on City Infrastructure.


Building Dependable Infrastructure E. Maintain Infrastructure 8. Network

9. Security

10. Operations

11. Innovation

12. Customer Service

VISION

To plan, develop and implement all technology infrastructure towards the creation of Raving Fans both inside and outside the organization.


2018 Actual

2019 Actual

2020 Target

2021 Target

GOAL Alignment

Network Security Breaches 0 0 0 0 0 0 E

Customer Satisfaction: Customers rating Network Services as Good or Excellent

86% 72% 71% 64% 70% 80% E

Customer Satisfaction: Customers rating Telephone Service as Good or Excellent

88% 81% 77% 77% 80% 82% E

183



1 Position included within Information Technology Management

City Manager


Chief Information Officer 1

60 / 58.5 FTE


Management 1

184



Department Director E82 1 1 1 Business Analyst 2

1C43 0 1 1

Deputy Chief Information Officer 1

1D71 0 1 1 Developer 1, 2

1C43 0 4 4

Senior Security Architect 1

1D62 0 1 1 Digital Graphic Designer 1

1C43 0 1 1

Senior Enterprise Architect 1

1D62 0 1 1 Mobile Specialist 1

1C43 0 1 1

Senior Developer 1

1C52 0 1 1 Network Engineering 2

1C43 0 1 1

Senior Solutions Analyst 1

1C52 1 0 0 Solution Analyst III 1, 2

1C43 19 0 0

Senior Data Architect 1

1C52 0 1 1 System Administrator 1, 2

1C43 0 5 5

Smart City Coordinator 1

1C52 0 1 1 Solution Analyst II 1 1C42 16 0 0

Senior Application Analyst 2

1C51 0 1 1 Support Supervisor 3

1B32 0 0 0

Senior Technical Specialist 2

1C51 0 1 1 Administrative Assistant 1928 1 1 1

Solution Analyst IV 1, 2

1C51 4 0 0 System Analyst I 2

1927 6 0 0

Senior Solution Analyst 1

1C45 1 0 0 Technical Support Specialist 2

1927 0 5 5

Data Architect 2

1C44 0 1 1 Web Developer 2

1927 0 1 1

Senior Application Analyst 1, 2

1C44 0 2 2 Administrative Aide II 4

1621 0 1 1

Senior Business Analyst 2

1C44 0 1 1 Secretary 4

2619 1 0 0

Senior Network Engineer 1

1C44 0 1 1 Department Intern (PT-62.5%) 2

2612 4 0 0

Senior Systems Administrator 1, 2

1C44 0 3 3 Technical Support Intern (PT-62.5%) 2

2612 0 4 4

Senior Telecommunication Engineer 1

1C44 0 1 1 TOTAL AUTHORIZED POSITIONS 60 60 60

Solution Analyst IV 1, 2

1C44 6 0 0 Information Technology Fund 60 60 60

Application Analyst 1, 2

1C43 0 17 17

The Department Reorganization Plan includes changes to a majority of positions with Title and Range adjustments in the 2020 Revised Budget.

1 These positions have both Title and Range changes.

2 These positions only have Title changes.

3 The Support Supervisor position will transfer from the Call Center in the City Manager's Office in the 2022 Projected Budget.

4 The Secretary position was reclassified as an Administrative Aide II position in the 2020 Revised Budget.

185


FOCUS AREAS




LIVING WELL


MISSION

Provide high quality legal services to the City of Wichita and prosecute criminal and traffic misdemeanor violations of the City Code to promote a safe and secure city.

GOALS

A. Effectively prosecute violations of City Code.

B. Provide high quality preventative legal advice to City departments and City Council.

C. Provide legal representation in a cost-effective manner.

D. Exceed customer service expectations of City officials and employees by striving to be accessible and

responsive to our clients’ needs in a timely and professional manner.


1. Prosecution………………………….……………………………

2. Civil Legal Services….…………………………………………..

A, B, D

B, C

DEPARTMENT DESCRIPTION: The Law Department staff supports both the Civil and Prosecution programs of the de-

partment with a total of 26 full-time employees consisting of 17 attorneys, two legal assistants, two victim/witness advocates and five support staff. In addition, a grant funded part-time clerk (0.5 FTE) serves as an assistant to the Domestic Violence Advocate. The Law Department is guided by the values of ethics, professionalism, and service. The legal profession is governed by Rules of Professional Conduct, which include the lawyer’s obligation to zealously protect and pursue a client’s legitimate interests, with-in the bounds of the law, while maintaining a professional, courteous, and civil attitude toward all persons involved in the legal system. The Law Department upholds its duty to perform work professionally in a manner that reflects the best legal traditions with civility, courtesy, and consideration. The Law Department is an internal services provider that exists to provide legal services and prosecution functions to the organization.


2018 Actual

2019 Actual

2020 Target

2021 Target

Turnaround Time for Legal Service—Percent Completed within Timeframe

95% 97% 90% 94% 95% 95%

Department Director Annual Survey—Percent Rating Services as Good or Excellent

90% 100% 100% 100% 90% 90%

Municipal Court Judges Annual Survey—Percent Rating Services as Good or Excellent

90% 86% 89% 100% 90% 90%

Percent of Domestic Violence Victims and Witnesses who Appear in Court

37% 37% 35% 37% 35% 35%

187



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Grant Funds $116,374 $146,790 $159,030 $162,099 $164,960

General Fund $2,861,025 $3,009,201 $2,969,888 $3,032,440 $2,989,195

REVENUES $2,977,399 $3,155,991 $3,128,918 $3,194,539 $3,154,155


Contractuals 194,007 267,186 194,314 232,625 245,969

Commodities 6,276 19,820 19,820 19,820 9,820

Capital Outlay 2,839 1,750 2,600 2,600 2,600

Other 27,027 27,027 27,027 27,027 27,027

EXPENDITURES $2,977,399 $3,155,991 $3,128,918 $3,194,539 $3,154,155

POSITIONS / FTE 26 / 26.00 26 / 26.00 * 27 / 26.50 27 / 26.50 27 / 26.50

* One part—time Customer Clerk is added to the 2020 Revised budget.


Proposed Page

Reference

1. Prosecution $1,159,404 189

2. Civil Legal Services 2,035,135 190


DEPARTMENT HIGHLIGHTS: Because the Law Department is an internal service provider, outcomes associated with

department process improvements have an impact on operating departments. For example, a more proactive approach to collec-tions has resulted in increased reimbursements for damages to street and water infrastructure. Providing legal advice with reference to franchise agreements results in improved contracts with providers and additional revenue. Utilizing more in-house representation lowers costs for personal injury and employment cases. The Victim Services activity results in a greater percentage of crime victims and witnesses appearing in court, which results in better court outcomes in order to lower the incidence of domestic violence crimes in the community.

188



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Grant Funds $116,374 $146,790 $159,030 $162,099 $164,960

General Fund $894,778 $1,001,200 $961,357 $997,305 $1,003,531

REVENUES $1,011,152 $1,147,990 $1,120,387 $1,159,404 $1,168,491


Contractuals 58,185 69,180 58,173 85,586 90,378

Commodities 2,875 15,820 15,820 15,820 5,820

Capital Outlay 2,839 0 0 0 0

Other 27,027 27,027 27,027 27,027 27,027

EXPENDITURES $1,011,152 $1,147,990 $1,120,387 $1,159,404 $1,168,491

POSITIONS / FTE 13 / 13.00 13 / 13.00 * 14 / 13.50 14 / 13.50 14 / 13.50

* One part—time Customer Clerk is added to the 2020 Revised Budget.

PROGRAM DESCRIPTION: Prosecution is responsible for prosecuting criminal and traffic offenses in Municipal Court, providing

victim services, and providing information to residents and City employees regarding court process and other legal inquiries.

ACTIVITY DESCRIPTIONS: Prosecution includes the review, charging and prosecution of traffic, criminal and environmental

offenses. If a case is appealed to District Court, the Law Department prosecutes the case. Specialty Courts, Diversion and Deferred Judgment programs are provided as an alternative to traditional prosecution. Information about court processes, citations, and charges are provided to residents, defendants, witnesses, and victims. Defendants may speak to a prosecutor about a citation or case without setting the matter or a trial or appearance, or review body worn camera videos without filing a formal motion or setting the matter for a court hearing. Municipal Court Advice includes legal assistance for the court to operate efficiently including bondsman litigation, jail fees review and payment, and advice regarding required reporting to federal and state agencies. Victim Services ensures that victims and witness are notified of court proceedings, are educated about support services, and are able to seek restitution for damages. The Law Department participates in coalitions and task forces related to domestic violence.


Keeping Wichita Safe A. Prosecute Violations of City Code 1. Prosecution

Keeping Wichita Safe B. Provide High Quality Legal Advice 2. Municipal Court Advice

3. Victim Services

VISION

To work in partnership with the law enforcement community and the residents of Wichita to establish a safe and secure environment.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Cases Prosecuted 72,000 99,421 57,171 97,166 100,000 100,000 A

Diversion and Deferred Judgment Applications Processed

2,989 3,889 4,332 3,750 4,000 4,300 A

Notification Letters Mailed to Crime Victims and Witnesses

14,000 12,877 13,082 14,583 15,000 15,000 B

189



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $1,966,247 $2,008,001 $2,008,531 $2,035,135 $1,985,665

REVENUES $1,966,247 $2,008,001 $2,008,531 $2,035,135 $1,985,665


Contractuals 135,822 198,006 136,141 147,039 155,591

Commodities 3,401 4,000 4,000 4,000 4,000

Capital Outlay 0 1,750 2,600 2,600 2,600

Other 0 0 0 0 0

EXPENDITURES $1,966,247 $2,008,001 $2,008,531 $2,035,135 $1,985,665

POSITIONS / FTE 13 / 13.00 13 / 13.00 13 / 13.00 13 / 13.00 13 / 13.00

PROGRAM DESCRIPTION: The Law Department’s Civil Legal Services program is responsible for representing the City in all legal

actions brought against or initiated by the City. Legal research and advice is given to the City Council, City Manager, and the departments, boards, and agencies of the City.

ACTIVITY DESCRIPTIONS: Code and Law Compliance includes serving as a resource for drafting ordinances, providing legal

opinions, coordinating legislation, and ensuring adherence to Federal regulations and State Statutes. Contracts are reviewed by the Law Department to ensure that State and Federal requirements are met and the City’s interests are protected. Municipal Finance Law advice is provided in regards to bonds franchise agreements, pensions, and risk management. Law Department Administration oversees department operations. Land Use and Economic Development Law involves annexation and land use issues, assisting with dangerous and unsafe building proceedings, and preparing documents for real estate and economic development agreements. Human Resources Law includes advice regarding negotiation of union contracts, employment, termination, and unemployment appeals claims. Legal Training is provided to staff about emerging legal issues and best practices. Litigation and Claims is the Law Department’s role of providing court representation to


Wichita: A Well-Run City B. Provide High Quality Legal Advice 5. Code and Law Compliance

6. Contracts

7. Municipal Finance Law

8. Law Department Administration

9. Land Use and Economic Development Law

10. Human Resources Law

11. Legal Training

Wichita: A Well-Run City C. Cost-effective legal representation 12. Litigation and Claims

VISION

To exceed expectations by working with clients to achieve their business needs by providing preventative legal advice and training so that claims and litigation against the City are substantially reduced.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

KORA Requests Reviewed 400 892 1,114 1,899 2,000 2,000 B

Training Hours Conducted by Attorneys 200 130 94 381 200 200 B

190


1 Positions included with Civil / Legal Litigation Services

2 Non-locally funded position

Services 1

13 / 13 FTE 14 / 13.5 FTE (3 / 2.5 FTE)2

Diversion Services

Civil Legal Prosecution &

City Manager

Chief Deputy City Attorney 1

Director of Law &

City Attorney 1



191




Chief Deputy City Attorney 1D72 1 1 1

Deputy City Attorney 1D71 3 3 3

Deputy City Attorney (Labor Relations) 1 1D71 0 1 1

Assistant City Attorney III 1 1C45 4 3 3

Assistant City Attorney II 1C44 2 2 2

Assistant City Attorney I 1C43 6 6 6

Legal Assistant 1623 2 2 2


Administrative Aide I 2 1620 2 2 2

Secretary 1619 2 2 2

Legal Secretary 1620 2 2 2

Customer Clerk I (PT - 50%) 2,38412 0 1 1



Federal/State Grant Fund 2 2 3 3

1 One Assistant City Attorney III is reclassified as a Deputy City Attorney

(Labor Relations) in the 2020 Revised Budget

2 Administrative Aide I and Customer Service Clerk (PT - 50% )

are funded by the Federal Victim of Crime Act (VOCA) grant.

3 One Customer Clerk (PT - 50% ) is added to the 2020 Revised Budget to support

crime victim advocate services.

192


FOCUS AREAS




LIVING WELL


MISSION

To provide collections and services that inform, entertain and enrich the quality of life in Wichita.

GOALS

A. Creating Young Readers.

B. Ensuring Digital Inclusion.

C. Encouraging Lifelong Learning.

D. Supporting a Healthy, Sustainable Community.

E. Delivering Administrative Activities with Efficiency and Effectiveness.


1. Library Operations..……………………………………………... A, B, C, D, E

DEPARTMENT DESCRIPTION: The Wichita Public Library strives to be the community’s preferred knowledge resource

and a preferred partner working to address issues of literacy, encouragement of lifelong learning, and support for the economic vitality of the City. A full spectrum of resources and services support the diverse population the Library serves. The Advanced Learning Library, which replaced the Central Library, opened on June 16, 2018. Programs, resources and services of branch libraries are being refined in alignment with recommendations from a newly adopted Master Plan for branch libraries. The plan puts forth a variety of high level goals for which the Library should aim, in a variety of key target areas, designed to address the most immediate needs of the community while refining services to meet the unique needs of each branch service area.


2018 Actual

2019 Actual

2020 Target

2021 Target

Library Visits (physical & virtual) per Capita 5.5 5.4 5.5 5.9 3.3 3.7

Registered Borrower As a Percentage of Service Area Population

67.0% 40.7% 43.0% 44.4% 40.3% 41.0%

Circulation Rate: per Registered Borrower per Capita

17.9 10.2

12.6 5.1

12.7 5.4

11.6 5.1

8.1 3.3

8.5 3.5

Public Library Services: Residents Rating Excellent or Good *

CoW Lower

N/A 80% N/A 85% 85%

* NCS = National Community Survey - This survey of Wichita residents is commissioned in even years.

193



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Grant Funds $156,605 $275,000 $290,637 $261,575 $261,575

General Fund 9,466,377 9,492,191 9,421,644 9,239,033 9,651,069

REVENUES $9,622,982 $9,767,191 $9,712,281 $9,500,608 $9,912,644


Contractuals 1,835,924 1,837,970 1,757,758 1,932,773 2,012,188

Commodities 65,384 92,810 74,654 77,725 77,725

Capital Outlay 744,075 822,988 781,780 746,260 743,760

Other 0 0 0 0 0

EXPENDITURES $9,622,982 $9,767,191 $9,712,281 $9,500,608 $9,912,644

POSITIONS / FTE 143 / 112.50 143 / 112.50 *141 / 110.50 141 / 110.50 141 / 110.50

* A Library Manager and Librarian position are proposed to be eliminated in the 2020 Revised Budget

DEPARTMENT HIGHLIGHTS: The Wichita Public Library staff continues its work towards creating raving fans by building

upon the achievements of recent years. The Library’s receipt of an Urban Libraries Council 2016 Innovation Award in the area of customer experience attests to the attention being given to the ways that users interact with and experience library programs and services. The 2017 Wichita Public Library Branch Review has affirmed a high satisfaction with branch libraries as well as a high appreciation of library services by users and non-users alike. The Review also noted the need to update buildings, to increase partnerships and to expand community services and programs in order to fulfill the expectations and needs of the diverse markets found in each library service area. The Advanced Learning Library, which replaced the Central Library, opened on June 16, 2018. The ALL enables the department to enhance offerings and to expand programming partnerships, particularly in the areas of children’s, teen and technology service areas. To further advance the findings of the 2017 Branch Review, the 2021-2030 Proposed CIP includes improvements to the Alford, Angelou, Evergreen, Rockwell and Westlink Branch Libraries. The Linwood Branch Library will be relocating in order to better serve the citizens of the southeast Wichita. Instead of constructing a new building, the Library Department has entered into a lease agreement with an existing property. It’s expected that this Branch Library will be ready to open in 2021. Precautions related to public health during the COVID-19 pandemic led to branch closures and limited services for several months. During this time, curbside pickup was offered and Library staff focused on serving citizens through digital content. Library staff continues to focus on a variety of new programming initiatives including: 1000 Books Before Kindergarten, an early literacy/school readiness initiative; Candid Conversations: a Discussion of Race in Wichita; and Learning Circles, lightly facilitated online courses offered in a collaborative setting.

194


VISION

To create ravings fans through collections, programs, services and spaces that advance literacy and educational attainment, provide equity of access to online information, encourage civic engagement, and demonstrate stewardship of department assets to secure the best value and service for citizens.


Living Well A. Creating Young Readers 1. Youth Services

B. Ensuring Digital Inclusion 2. Digital Services

C. Encouraging Lifelong Learning 3. Information Services

Growing Wichita’s Economy D. Supporting a Healthy, Sustainable Community 4. Small Business Support

Living Well D. Supporting a Healthy, Sustainable Community 5. Customer Services

E. Delivering Administrative Activities with Efficiency

and Effectiveness 6. Support Services

1 Project Outcome benchmarks are currently under development. These will be updated when the project benchmarks are released.

2 SRP = Scored Reading Program, R-CBM = Reading Curriculum-Based Measurement.


2018 Actual

2019 Actual

2020 Target

2021 Target

GOAL Alignment

Percentage SRP Participants Performing at ≥ 75th National Percentile on R-CBM Fall Assess-ments for Grades 2-5 2

90% 63% N/A 70% 70% 70% A

Downloadable Circulation as a Percentage of Items Circulated

15.2% 5.5% 9.9% 12.9% 24.0% 15.0% B

Percentage of Customers Becoming more aware of Library Resources and Services

90% 1 84% 70% 80% 85% 85% D

Visitation Rate: per Registered Borrower per Capita

9.37 5.5

5.9 2.4

5.7 2.4

6.0 2.6

3.4 1.4

4.8 2.0

D

PROGRAM DESCRIPTION: Library Operations provides service through five different activities. Materials are offered in a variety

of formats, including information delivered through a virtual branch, www.wichitalibrary.org, reading programs for children, teens and adults; information and recreation programming ranging from Baby’s First Storytime for infants to Senior Wednesdays for retirees; community meeting rooms, local history and genealogy research collections; business information resources; access to resources of other libraries throughout the nation, and services to numerous special populations. Technology training courses are offered in six libraries with Book-a-Librarian tutoring available in five locations. Library Operations operate the Advanced Learning Library, the Lionel Alford Regional Library, three district libraries (Evergreen, Rockwell and Westlink), and two neighborhood branches (Linwood, and Maya Angelou Northeast). The Advanced Learning Library, regional, and district branches operate seven days per week, 60 hours per week service schedules during the school year with shorter schedules during the summer. Neighborhood branches offer service five days per week in schedules of 27 to 40 hours. All libraries, except the Advanced Learning Library, are closed on Sundays during the summer.

195


ACTIVITY DESCRIPTIONS: Youth Services provide a foundation of educational success that begins at birth, long before children

enter school. Caring adults who read to, discuss stories with and give children hands-on experiences with literature plant the seeds for future reading, writing and listening. By supporting early literacy skill development and grade level reading achievement, the Library opens the door to lifelong learning success. Digital Services are digital technologies, which have changed people’s relationships to information and to each other. The Library’s resources help bridge the digital divide through access to information, training and reference assistance. The Library is a source for computer access and/or high-speed Internet access for those without it, for training in basic technology skills and effective and efficient methods of finding, assessing and using digital information. Information Services are supported by Library through self-directed personal growth in all areas of interest as well as supplementing informational resources for those partaking in formal learning programs. Using resources from the non-fiction book collections supplemented with subscription databases, staff provide reference assistance to guide customers to quick facts and more complicated research queries. Lifelong learning activities include series programs for potential, new and emerging small businesses, grant-writing seminars and current events forums. Customer Services are provided at all Library locations, through meeting spaces, programs and collections, where the Library creates opportunities for civic engagement and interaction. Literary reading, encouraged through active curation of fiction collections, has been proven to have a direct relationship on the likelihood of engagement behaviors such as voting, volunteerism, attendance at arts and cultural events and donating to non-profits, all of which combine to create an enhanced quality of life and a healthy, sustainable community. Support Services are important internal services to the Library Operations. Public libraries serve broad segments of their communities. Whether at the Advanced Learning Library, a branch location or through an outreach service, few members of the Library’s staff team work exclusively in one program area. Given the ways that employees are spread across program areas and geographic locations, it is essential to have an efficient support infrastructure to oversee resources and to provide the administrative infrastructure that enables the majority of the staff to provide direct service to the residents of the community. Support Services operations also provide coordination of activities among the Library Board of Directors and the department’s three supporting organizations, enabling the department to leverage resources for greater community impact.

Maya Angelou Northeast Branch Westlink Branch

At the ALL Children’s Pavilion

196



1 Position included with Public Library Operations

Wichita Public Library

Operations 1

141 / 110.5 FTE

Public Library Board


City Manager

Director of

Public Libraries 1

197



Department Director 1E83 1 1 1

Library Manager 1 1D61 5 4 4

Senior Librarian 1C51 10 10 10

Senior Management Analyst 1C44 1 1 1

Communications Specialist 1C41 1 1 1

Librarian 1 1C41 17 16 16

Administrative Assistant 1928 1 1 1

Administrative Aide II 1623 1 1 1

Senior Library Assistant 1622 17 17 17

Library Assistant 1619 23 23 23

Account Clerk II 1619 1 1 1

Account Clerk I 1617 1 1 1

Clerk III 1617 1 1 1

Equipment Operator I 1617 1 1 1

Event Worker II 1617 1 1 1

Senior Library Assistant (PT-50%) 1622 2 2 2

Library Assistant (PT-50%) 1619 26 26 26

Event Worker I (PT-50%) 1615 2 2 2

Clerk I (PT-50%) 1613 31 31 31



1 A Library Manager and Librarian position are proposed to be eliminated in the 2020 Revised Budget

198


FOCUS AREAS




LIVING WELL


DEPARTMENT DESCRIPTION: The Metropolitan Area Building and Construction Department (MABCD) is a merged

City-County code enforcement department committed to ensuring that all residential and commercial structures are properly and safely planned, built, and maintained. It supports all residents and building/trade contractors who are constructing or remodeling residential and commercial properties, and ensures equitable enforcement of County and City codes. In addition, the department permits and inspects all water well and wastewater activities within the unincorporated areas and small cities in Sedgwick County. MABCD helps to enforce the Unified Zoning Code while collaborating with the Wichita Fire De-partment, Public Works & Utilities, and many other departments within the City and County to promote public safety and aware-ness as it relates to the built environment. Additionally, MABCD manages all housing and nuisance issues within the City of Wichita and unincorporated Sedgwick County. The department began joint operations in 2012 and relocated all operations to the Ronald Reagan Building in 2016. Operations are budgeted by the City of Wichita and Sedgwick County. All revenue related to licensing, plan review, permitting, and inspec-tions is collected by Sedgwick County. The City of Wichita is then reimbursed for operations that are not included in the City of Wichita General Fund or Community Development Block Grants.


2018 Actual

2019 Actual

2020 Target

2021 Target

Permits Issued the Same Day 99% 91% 92% 94% 95% 98%

Inspections Completed on time 100% 100% 100% 100% 100% 100%

Code Enforcement Rate of Voluntary Compliance

84% 81% 83% 85% 84% 84%

MISSION

Ensure that all residential and commercial structures and properties are properly and safely planned, built, and maintained within the City of Wichita and Sedgwick County.

GOALS

A. Ensure code compliance so that buildings and spaces are safe, accessible, and reflect community priorities

regarding standards for the built environment.

B. Effectively promote stakeholder and community partnerships to improve code compliance outcomes.


1. Building Safety and Construction Enforcement…….…………

2. Neighborhood Inspections..……………………………………..

A

A, B

199



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

MABCD Fund $3,716,028 $4,849,655 $3,830,083 $4,953,713 $4,019,229

General Fund 1,035,684 1,144,645 1,181,235 1,143,681 1,101,464

Grant Funds 75,836 100,000 50,000 100,000 100,000

REVENUES $4,827,548 $6,094,300 $5,061,318 $6,197,394 $5,220,693

Personal Services 3,495,310 $3,679,059 3,707,042 3,716,792 3,806,376

Contractuals 580,682 595,097 567,305 633,497 563,497

Commodities 39,306 86,112 84,624 84,904 84,904


Other 712,250 1,733,639 701,954 1,761,808 765,523

EXPENDITURES $4,827,548 $6,094,300 $5,061,318 $6,197,394 $5,220,693

POSITIONS / FTE 40 / 40 40 / 40.00 40 / 40 40 / 40 40 / 40


Proposed Page

Reference

1. Building Safety and Construction Enforcement $3,754,006 201

2. Neighborhood Inspections 2,443,388 202


DEPARTMENT HIGHLIGHTS: An outcome of the Zero-Based Budgeting process is that MABCD has realigned several

services and processes to streamline delivery and improve customer experience. In 2019 and 2020, this included moving to a 100 percent electronic building plan review process and greatly expanding the availability of other online offerings. This includes the development of options for expedited plan reviews, additional options for automated permit purchases, online contractor li-cense renewal, and online homeowner permits. MABCD also adopted the 2018 International Residential and Commercial Build-ing Codes in order to provide the industry with the latest available technology and cost savings. Strong revenue gains have al-lowed MABCD to provide building permit discounts as an incentive to development, as well as permit discounts to non-profit or-ganizations providing for affordable housing and urban infill. Collaboration and integration with residents and stakeholders results in improved outcomes. We continue to expand the code-enforcement liaison program to build capacity with neighborhood, church, and civic groups to assist homeowners and achieve a fair resolution of cases. We have seen a 22 percent increase in cases resolved outside of court through these efforts. Enhanced approaches and selected areas of proactive enforcement will continue based on results of these efforts and our previous pilot project.

200



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

MABCD Fund $2,664,965 $3,721,310 $2,664,576 $3,754,006 $2,788,897

REVENUES $2,664,965 $3,721,310 $2,664,576 $3,754,006 $2,788,897


Contractuals 111,026 102,328 99,395 101,269 101,269

Commodities 23,285 25,000 25,000 25,000 25,000


Other 712,250 1,730,274 698,509 1,757,656 760,662

EXPENDITURES $2,664,965 $3,721,310 $2,664,576 $3,754,006 $2,788,897

POSITIONS / FTE 16 / 16.00 16 / 16.00 16 / 16.00 16 / 16.00 16 / 16.00

PROGRAM DESCRIPTION: The Building Safety and Construction Enforcement program oversees construction and related

activities in Wichita and Sedgwick County. This includes all contractor licensing, review and proposed adoption of codes, plan review, and permitting, and inspection. Additionally, there are four advisory boards for each trade.

ACTIVITY DESCRIPTIONS: Building Administration includes the review and proposed adoption of codes that MABCD enforces.

Administration of contractor licensing is the first line of defense in ensuring construction meets all those codes. Most work that requires a permit also requires a contractor license. Permit issuance occurs when MABCD gives a contractor or homeowner permission to do specific work for which the permit applicant asked to perform. The permit application contains details for the proposed project, which has been reviewed by MABCD staff in order to correct permit errors and code violations. Commercial Plan Review is a comprehensive review of commercial projects submitted for permitting. This review includes conformance with adopted building codes as well as requirements of other departments that have a stake in the proposed development. Steps in the plan review process are preliminary review, project review, and consultation through the construction phase. Building and Trade Inspections are the final step in ensuring that all adopted construction and trade codes are enforced. Requested inspections occur daily. There are specialized trades inspectors for commercial projects as well as cross-trained combination inspectors for residential construction.


Growing Wichita’s Economy A. Code Compliance 1. Building Administration

2. Commercial Plan Review

3. Building and Trade Inspections

VISION

To ensure building safety in Wichita and Sedgwick County through contractor licensing, permit issuance, code adoption, building project review, and inspection.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Average Days from Application to Commercial Permit Issuance

32.2 13.2 13.2 14.0 14.0 13.0 A

Percentage of Initial Commercial Code Review Completed within 14 Days

79% 97% 94% 95% 98% 98% A

201



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

MABCD Fund $1,051,064 $1,128,345 $1,165,507 $1,199,707 $1,230,332

General Fund 1,035,684 1,144,645 1,181,235 1,143,681 1,101,464

Grant Funds 75,836 100,000 50,000 100,000 100,000

REVENUES $2,162,584 $2,272,990 $2,396,742 $2,443,388 $2,431,796

Personal Services $1,676,907 1,815,351 $1,865,370 $1,846,711 $1,904,410

Contractuals 469,656 492,769 467,910 532,228 462,228

Commodities 16,021 61,112 59,624 59,904 59,904


Other 0 3,365 3,445 4,152 4,861

EXPENDITURES $2,162,584 $2,272,990 $2,396,742 $2,443,388 $2,431,796

POSITIONS / FTE 24 / 24.00 24 / 24.00 24 / 24 24 / 24 24 / 24

PROGRAM DESCRIPTION: Neighborhood Inspection is responsible for ensuring compliance with City codes for housing, nuisance,

neglected building, and residential zoning. Each inspector has an assigned geographical inspection area, which vary in size based on case volume. Code compliance is achieved through a combination of education, resource and assistance referral, and enforcement.

ACTIVITY DESCRIPTIONS: Investigation and Case Management is coordinated by inspectors who document cases and take

action within compliance timeframes. When voluntary compliance is not achieved, options for forced compliance include Nuisance

Abatement, court action, or repair, board-up, or removal of Dangerous Buildings, or Illegal Dumping Clean-up. Because voluntary

compliance is the preferred outcome, the Code Enforcement Liaison works one-on-one with homeowners who have been found to be in

violation of housing or nuisance codes to provide program referrals for assistance with court ordered repairs and/or yard cleanup and to

alleviate volume in Environmental Court.


Growing Wichita’s Economy A. Code Compliance 4. Investigation and Case Management

5. Nuisance Abatement

6. Dangerous Buildings

7. Illegal Dumping Clean-up

Wichita: A Well-Run City B. Community Partnerships 8. Code Enforcement Liaison

VISION

To preserve Wichita’s neighborhoods and make Wichita a cleaner city by employing fair and effective code enforcement initiatives, including the abatement of nuisances, the repair, board-up, or removal of dangerous or dilapidated structures, and a reduction in the number of chronic illegal right-of-way and alley dumpsites.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment Average Calendar Days to resolve Housing cases through Voluntary Compliance

130 124 123 132 130 130 A

Average Calendar Days to resolve a Nuisance Case through Abatement

140 181 191 155 180 180 A

Number of cases resolved by involvement of a Code Enforcement Liaison

38 122 170 217 200 200 B

202



Citizen Advisory Boards

- Board Of Electrical Appeals

- Board of Appeals of Air Conditioning

Refrigeration, Warm Air Heating, and Boilers

- Board of Appeals of Plumbers and Gas Fitters

- Board of Code Standards and Appeals

County Manager

Building and Construction

Director of

City Manager

Assistant County Manager Assistant City Manager

Neighborhood

Inspections

24 / 24 FTE

Construction Enforcement

Building Safety and

16 / 16 FTE

203



Assistant Department Director 1D71 1 1 1

Senior Plans Examiner 1C52 1 1 1

Inspection Administrator 1C51 2 2 2

Inspection Administrator 1C44 2 2 2

Senior Management Analyst 1C44 1 1 1

Inspection Supervisor 1C43 2 2 2

Senior Program Specialist 1C43 1 1 1

Plans Examiner 1C42 4 4 4

Administrative Aide III 1 1926 0 1 1

Administrative Aide II 1 1623 3 2 2

Combination Inspector 2627 1 1 1

Combo. Neighborhood Inspector 2627 17 17 17

Plumbing & Mechanical Inspector III 2627 2 2 2

Senior Building Permit Examiner 2627 1 1 1


Clerk II 2615 1 1 1



Metro. Area Building / Construction Fund 30 30 30

1 One Administrative Aide II is reclassified as a Administrative Aide III in the

2020 Revised Budget.

204


FOCUS AREAS




LIVING WELL


MISSION

To provide professional planning services to grow Wichita’s economy through implementation of the Community Investments Plan and its tools regarding zoning, land use, community facilities, and infrastructure.

GOALS

A. Develop and implement plans and policies regarding land use, community facilities, and infrastructure needs as

requested by the City Council and the Board of County Commissioners.

B. Provide processes for community participation dealing with land use issues to the satisfaction of the City Council and the Board of County Commissioners.

C. Administer land development codes and regulations that encourage compatible land use relationships that promote Wichita-Sedgwick County as a global center of advanced manufacturing and high-tech industry and a

premier cultural, service, educational, health and retail center for south central Kansas.


1. Planning Services………………………………………………..

2. Zoning Enforcement……………………………………………..

A, B, C

C

DEPARTMENT DESCRIPTION: The Metropolitan Area Planning Department is a consolidated City-County department of

17 staff comprised of planners, inspectors, and support staff. An inter-local agreement provides that the Planning program is funded 50 percent by the City of Wichita and 50 percent by Sedgwick County after program fees and charges for services. The Zoning Enforcement program is funded approximately 25 percent from charges for services and about 75 percent by reimbursement from Sedgwick County. Zoning Enforcement was transferred from the Metropolitan Area Building and Construction Department (MABCD) in January 2018. MAPD provides professional planning services to the Wichita City Council and Sedgwick County Board of County Commissioners. The department’s activities are reviewed by the Metropolitan Area Planning Commission and its the Subdivision & Utilities and Advance Plans subcommittees, which make recommendations to the governing bodies. Numerous other advisory boards and committees review the department’s activities as well. MAPD operates a new customer service center at The Ronald Reagan Building in coordination with the MABCD as a “one stop shop.”


2018 Actual

2019 Actual

2020 Target

2021 Target

City of Wichita Plat Reviews Conducted 55 52 47 66 55 55

Land Use, Planning, and Zoning: Residents Rating

Excellent or Good *

CoW Similar

N/A 41% N/A 45% N/A

Governing Bodies’ Satisfaction with Implementation Tools and Processes

90% 95% 95% 95% 95% 95%

Note: * This survey of Wichita residents is commissioned in even years.

205



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

City/County Planning $1,533,342 $1,587,228 $1,587,228 $1,613,486 $1,659,423

City/County Zoning 424,663 464,397 464,397 477,229 495,305

REVENUES $1,958,005 $2,051,625 $2,051,625 $2,090,715 $2,154,728


Contractuals 131,797 162,477 166,215 157,746 161,933

Commodities 7,651 15,986 15,986 15,986 15,986

Capital Outlay 5,749 3,610 3,610 3,610 3,610

Other 694 31,300 0 31,831 64,593

EXPENDITURES $1,958,005 $2,051,625 $2,051,625 $2,090,715 $2,154,728

POSITIONS / FTE 17 / 17.00 17 / 17.00 17 / 17.00 17 / 17.00 17 / 17.00

DEPARTMENT HIGHLIGHTS: The 2018 Adopted Budget included the transition of the Zoning Enforcement program

from the Metropolitan Area Building and Construction Department (MABCD) to the Metropolitan Area Planning Department (MAPD). The Zoning Enforcement program is comprised of four inspection staff. In 2019, 100 percent of plans and policies request-

ed by governing bodies were developed. In addition, staff recorded the highest number of plat reviews in 2019 (66) since data collec-tion began in 2009.

CREATE A GROWING COMMUNITY PROJECT DOWNTOWN HISTORIC PRESERVATION


Proposed Page

Reference

1. Planning Services $1,613,486 207

2. Zoning Enforcement 477,229 208


206


PROGRAM DESCRIPTION: Planning is a consolidated City-County program with nine planners and four support staff. The Planning

services program provides professional planning services for the Wichita metropolitan area through three distinctive activities. The planning activities are reviewed by the Metropolitan Area Planning Commission and its Subdivision and Utilities, and Advance Plans subcommittees, which make recommendations to the governing bodies. Numerous other advisory boards and committees review the department’s act ivities as well.

ACTIVITY DESCRIPTIONS: Administration is comprised of customer service, budget, financial management, human resources,

communication/media relations, case/meeting support, support for governing body and City/County Manager and special projects. Current Plans involves zoning, subdivision planning and historic preservation. This includes development/site and plan/architectural reviews, protective overlays, community unit plans, planned unit developments, conditional uses, administrative adjustments, plats, lot splits, dedications, landscape plans, street names, code amendments, vacations, annexation (Wichita), platting waivers, variances, IT/GIS support and meeting support. Advanced Plans includes comprehensive plans, downtown/neighborhood plans, and Transit planning. This covers census data, plan monitoring, trend reports, infill strategy, utility/facility plans, plan amendments, annexation (small city) and records/information management.

VISION

To grow Wichita’s economy through timely, transparent planning processes that give the community meaningful input on development applica-tions and through long-range planning of land use, community facilities, and infrastructure to ensure prudent use of public resources and the natural and built environment.


Growing Wichita’s Economy A. Develop and implement plans and policies 1. Advanced Plans

B. Provide processes for community participation 2. Administration

C. Administer land development codes and regulations 3. Current Plans


2018 Actual

2019 Actual

2020 Target

2021 Target

GOAL Alignment

Percentage of Plans and Policies Requested by Governing Bodies that are Developed

90% 100% 95% 100% 95% 95% C

Governing Bodies’ Satisfaction with Public Participation

90% 95% 95% 95% 95% 95% A


2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

City/County Planning $1,533,342 $1,587,228 $1,587,228 $1,613,46 $1,659,423

REVENUES $1,533,342 $1,587,228 $1,587,228 $1,613,486 $1,659,423


Contractuals 103,319 122,499 128,477 117,798 121,985

Commodities 5,479 11,500 11,500 11,500 11,500

Capital Outlay 5,749 3,610 3,610 3,610 3,610

Other 694 24,375 0 24,500 49,611

EXPENDITURES $1,533,342 $1,587,228 $1,587,228 $1,613,486 $1,659,423

POSITIONS / FTE 13 / 13.00 13 / 13.00 13 / 13.00 13 / 13.00 13 / 13.00

207



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

City/County Zoning $424,663 $464,397 $464,397 $477,229 $495,305

REVENUES $424,663 $464,397 $464,397 $477,229 $495,305

Personal Services $394,013 $413,008 $422,173 $425,463 $435,890

Contractuals 28,478 39,978 37,738 39,948 39,9487

Commodities 2,172 4,486 4,486 4,486 4,486


Other 0 6,925 0 7,332 14,982

EXPENDITURES $424,663 $464,397 $464,397 $477,229 $495,305

POSITIONS / FTE 4 / 4.00 4 / 4.00 4 / 4.00 4 / 4.00 4 / 4.00

VISION

Provide professional zoning enforcement to grow Wichita’s economy through implementation of the Community Investments Plan and its tools regarding zoning and land use.

PROGRAM DESCRIPTION: Enforcement of zoning regulations, under the direction of the Zoning Administrator, provides guidance

for development by ensuring adequate supply of land for various uses, as well as providing efficient and cost effective access to public services. The regulations offer flexibility with various options for resolving issues that balance property rights and regulations. This program was transferred to the Metropolitan Area Planning Department in the 2018 Adopted Budget to better align with MAPD goals. The Planning Director serves as the Zoning Administrator.

ACTIVITY DESCRIPTIONS: The Zoning and Land Use Administration activity assists with property development by

implementing the unified zoning code, airport hazard zoning code, and landscape code. In regards to License Zoning Compliance, the Zoning Enforcement program reviews zoning regulations including overlay and special districts, as well as zoning-based requirements contained in the various license codes and investigating licensing complaints related to zoning. The Zoning Enforcement program coordinates all Sign Code Enforcement in the City of Wichita, including review of sign permits, inspection of installed signs, removing signs from rights of way and public property, and investigating sign complaints.


Growing Wichita’s Economy 4. Zoning and Land Use Administration C. Administer land development codes and regulations

5. License Zoning Compliance

6. Sign Code Enforcement


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Average Calendar Days from Zoning Enforce-ment Case Initiation to Voluntary Compliance

320 511 40 42 45 45 C

Average Calendar Days from Zoning Enforce-ment Case Initiation to Forced Compliance

300 N/A 316 183 200 200 C

208



Committee

1 Position included with Planning Administration

Committee

Commission

Committees/Boards Committees/Boards

Appeals Urban Infill Advisory

Delano Plan Advisory

Historic Preservation Board

Subdivision Committee

Metropolitan Area Planning

Zoning Enforcement


Director of Planning 1

Planning Administration 1

Current Plans Advanced Plans

Board of County

CommissionersMayor and City Council

County Manager City Manager

4 / 4 FTE 5 / 5 FTE 4 / 4 FTE

4 / 4 FTE City-County Board of Zoning Advanced Plans Committee

209



Department Director 1E83 1 1 1

Planning Manager 1D62 1 1 1

Principal Planner 1C45 2 2 2

Inspection Supervisor 1C43 1 1 1

Senior Planner 1C43 3 3 3

Associate Planner 1C41 2 2 2

Combination Neighborhood Inspectors 1627 3 3 3

Planning Technician 1623 2 2 2

Administrative Aide I 1620 2 2 2


City-County Planning Fund 17 17 17

210


FOCUS AREAS




LIVING WELL


MISSION

To impartially uphold the City of Wichita Municipal Code and facilitate the interests of justice in a thorough and fair manner.

GOALS

A. Fair and efficient adjudication of court cases.

B. Compliance with judicial orders.

C. Reduce the incidence and impact of crime in our community.


1. Case Management and Adjudication….……….………………

2. Probation Monitoring and Supervision………....……………..

3. Alcohol and Drug Abuse Programs……..……………………..

A, B, C

C

B

DEPARTMENT DESCRIPTION: The Wichita Municipal Court is a limited jurisdiction court, authorized under City Ordi-

nance to adjudicate violations of the City Code. Municipal Court adjudicates cases filed by the Wichita Police Department, Wichi-ta Fire Department, Metropolitan Area Building and Construction Department, and other City departments that enforce the City Code. Municipal Court is comprised of two divisions - the Court Clerk’s Office and the Probation Office. The Court Clerk’s Office works closely with judges, prosecutors, defense attorneys, and citizens before, during, and after the adjudication of court cases to facilitate the interests of justice. The Probation Office evaluates and monitors offenders who have been sentenced to probation in lieu of incarceration to ensure compliance with judicial orders and reduce recidivism. The Probation Office also provides program-ming aimed at addressing the underlying causes of criminal behavior. Municipal Court is also responsible for the administration of the Special Alcohol and Drug Abuse Programs Fund, which finances counseling contracts with delegate agencies for prevention and treatment programs relating to alcohol and substance abuse.


2018 Actual

2019 Actual

2020 Target

2021 Target

Court Case Clearance Rate 100% 102% 104% 111% 100% 100%

Percentage of Cases Disposed within 180 Days of Filing

80% 73% 73% 71% 80% 80%

Average Customer Phone Call Wait Time in Minutes 3.0 1.4 1.3 1.6 3.0 3.0

211



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $7,611,878 $7,826,077 $7,648,604 $7,733,431 $7,857,530

Special Alcohol Fund $1,854,326 $3,687,127 $2,289,334 $3,028,614 $2,057,987

REVENUES $9,466,204 $11,513,204 $9,937,938 $10,762,045 $9,915,517


Contractuals $3,233,714 $3,545,410 $3,433,620 $3,559,654 $3,590,518

Commodities $34,586 $58,246 $50,176 $50,176 $50,176

Capital Outlay $14,948 $6,940 $15,000 $15,000 $15,000

Other $980,224 $1,925,000 $534,252 $1,273,532 $302,905

EXPENDITURES $9,466,204 $11,513,204 $9,937,938 $10,762,045 $9,915,517

POSITIONS / FTE 115 / 88.50 115 / 88.50 115 / 88.50 115 / 88.50 115 / 88.50


Proposed Page

Reference

1. Case Management and Adjudication $5,443,531 213

2. Probation Monitoring and Supervision 2,289,900 214

3. Alcohol and Drug Abuse Programs 3,028,614 215


DEPARTMENT HIGHLIGHTS: In 2016, Probation implemented new assessment/screening tools (Level of Service Inven-

tory-Revised (LSIR) and Level of Service Inventory-Revised Screening Version (LSIR:SV)) and new case management strate-gies. The Day Reporting Center (DRC) model was restructured by the Court Administrator and the supporting team after Sedg-wick County cut funding for the program due to the fact that the majority of offenders using the program were being sentenced by City courts. A comprehensive driver’s license amnesty program was also implemented by Municipal Court staff, which has served as a model for other jurisdictions. Staff is working to procure and implement a new case management system, which will be financed with bond forfeiture proceeds. Responsibility for administration of the Special Alcohol and Drug Abuse Programs Fund has been transferred from the City Manager’s Office to Municipal Court in 2018. As part of the Zero-Based Budget (ZBB) review, a number of items were identified for further study, some of which will impact Municipal Court. Items of note for Municipal Court include centralized records and security guards/screeners. No decisions have been made regarding these items, but recommen-dations will be developed in the near future following completion of reviews.

212



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $5,648,217 $5,472,022 $5,288,715 $5,443,531 $5,570,773

REVENUES $5,648,217 $5,472,022 $5,288,715 $5,443,531 $5,570,773


Contractuals 1,303,036 1,343,928 1,249,939 1,346,678 1,369,758

Commodities 17,834 32,500 25,600 25,600 25,600

Capital Outlay 13,264 6,940 13,000 13,000 13,000

Other 798,179 0 0 0 0

EXPENDITURES $5,648,217 $5,472,022 $5,288,715 $5,443,531 $5,570,773

POSITIONS / FTE 86 / 61.75 86 / 61.75 81 / 60.35 81 / 60.35 81 / 60.35

Program Description: Services in Case Management and Adjudication are primarily delivered by employees in the Court Clerk’s

Office. The Court Clerk’s Office is comprised of three sections: Accounting and Compliance; Case Creation and Docketing; and Customer Service. These sections manage multiple services and functions of the Court, before, during, and after trial, to ensure that the Court dispenses justice in a thorough and fair manner.

Activity Descriptions: Judicial Services and Court Clerk’s Office maintains an official record of court proceedings and provides

customer service to the public, attorneys, City departments, and other criminal justice agencies. The Case Creation and Docketing section is primarily responsible for the data entry of court cases, preparing court dockets, and creating an official record of courtroom proceedings. Clerks in Case Creation and Docketing are also responsible for processing jail commitments and releases. The Management and Compliance section processes payments, issues citation warrants, ensures bail bond compliance, conducts record checks, completes open records requests, and supports KBI/DMV Reporting. In an ongoing effort to reduce costs, Municipal Court seeks to implement technology and process improvements where possible. Since 2018, Court staff has been exploring paperless workflow processes, use of electronic devices to reduce reliance on paper. The City has access to workflow software that will enable the Court to improve efficiencies, wireless technology is available to streamline the customer experience, and replacing computer desktops with laptops could potentially reduce ongoing maintenance and replacement costs.


Keeping Wichita Safe A. Fair and Efficient Adjudication of Court Cases

1. Judicial Services and Court Clerk’s Office

2. Case Creation and Docketing

3. Management and Compliance

Keeping Wichita Safe B. Compliance with Judicial Orders 4. KBI/DMV Reporting

VISION

To be a premier limited jurisdiction court that provides services that help make Wichita a safe community.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Court Hearings Scheduled 105,000 108,459 108,164 97,166 105,000 105,000 A

Payments Processed by Clerks 90,000 73,004 72,390 69,747 90,000 90,000 B

213



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $1,963,661 $2,354,055 $2,359,889 $2,289,900 $2,286,758

REVENUES $1,963,661 $2,354,055 $2,359,889 $2,289,900 $2,286,758


Contractuals 258,397 439,355 428,599 457,894 465,678

Commodities 16,751 25,746 24,576 24,576 24,576

Capital Outlay 1,685 0 2,000 2,000 2,000

Other 0 0 0 0 0

EXPENDITURES $1,963,661 $2,354,055 $2,359,889 $2,289,900 $2,286,758

POSITIONS / FTE 29 / 26.75 29 / 26.75 34 / 28.15 34 / 28.15 34 / 28.15

Program Description: The Municipal Court Probation Office evaluates and monitors offenders who have been sentenced to

probation in lieu of incarceration to ensure compliance with judicial orders. Staff also performs pre-sentence investigations ordered by Municipal Court Judges, collects restitution, fingerprints defendants, transports prisoners, provides court security, conducts urinalysis testing, coordinates video arraignments, and serve as instructors for a variety of City-sponsored programs that are funded by user fees.

Activity Descriptions: Pre-Sentence Investigations are completed as required by statute. Probation Monitoring is necessary for

offenders sentenced to probation in lieu of incarceration. Staff also provide Courtroom Security, Fingerprinting services, manage Prisoner Transport, and oversee UA Testing. Staff also support several Special Programs such as the Wichita Intervention Program and Drug and Mental Health Courts. Diversion Monitoring involves monitoring defendants accepted into diversion programs. The Probation Office regularly reviews its outcomes for opportunities to further reduce recidivism, and improve the quality of life for clients by addressing identified risk factors (employment, education, homelessness, addiction, anger management, and association with negative influences).


Keeping Wichita Safe C. Reduce Incidence and Impact of Crime 5. Fingerprinting

6. Pre-Sentence Investigations

7. Probation Monitoring

8. Courtroom Security

9. Prisoner Transport

10. Special Programs

11. UA Testing

12. Diversion Monitoring

VISION

Improve the lives of residents through services that reduce the incidence and impact of criminal behavior in our community.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Defendants Placed on Probation 2,750 2,585 2,485 2,634 2,800 2,800 C

Probation One-Year Recidivism Rate < 10% 11.4% 11.0% 11.0% 10.0% 10.0% C

214



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Special Alcohol Fund $1,854,326 $3,687,127 $2,289,334 $3,028,614 $2,057,987

REVENUES $1,854,326 $3,687,127 $2,289,334 $3,028,614 $2,057,987

Salaries and Benefits 0 0 0 0 0

Contractuals 1,672,281 1,755,082 1,755,082 1,755,082 1,755,082



Other 182,045 1,925,000 534,252 1,273,532 302,905

EXPENDITURES $1,854,326 $3,687,127 $2,289,334 $3,028,614 $2,057,987

POSITIONS / FTE 0 / 0.00 0 / 0.00 0 / 0.00 0 / 0.00 0 / 0.00

Program Description: The Special Alcohol and Drug Programs Fund finances counseling contracts with delegate agencies for

prevention and treatment programs relating to alcohol and substance abuse. Liquor tax receipts provide resources to finance contractor services.

Activity Description: The Special Alcohol and Drug Abuse Programs support prevention and treatment of substance abuse

offenders in the community. Historically, the mix of clients served by the agencies include 12% youth clients, 37% female clients, and 42% minority clients. Through contracts with delegate agencies, the Special Alcohol Fund finances treatment and intervention services for over 5,000 individuals from Wichita and Sedgwick County annually. The Special Alcohol and Drug Programs are provided through a community partnership, with the City contracting with Sedgwick County COMCARE to administer the program. In 2019, funding is provided for 14 programs, including Big Brothers/Big Sisters, the Center for Health and Wellness, Communities in Schools, and other organizations devoted to fighting drug and alcohol abuse in the community. The Special Alcohol Fund is created pursuant to KSA 79-41a04. In 1979, the State Legislature imposed a 10% tax on the sale of liquor in clubs. Seventy percent of the proceeds collected from the tax are distributed to local units of government, based on the location from which the liquor is sold and consumed. Of the taxes by the State, one-third is credited to the Special Alcohol Fund (with the other thirds distributed to the Special Park and Recreation Fund and the General Fund) consistent with State law.

VISION

To lessen drug and alcohol abuse by providing substance abuse prevention, treatment, and education programs.


Living Well C. Reduce Incidence and Impact of Crime 13. Special Alcohol and Drug Abuse Programs


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment Percentage of Alcohol and Drug Abuse Program Participants with No Arrests while in Treatment

100% 95% 90% 93% 96% 96% C

Percentage of Alcohol and Drug Abuse Program Participants with Reduced Substance Abuse

100% 87% 90% 88% 89% 89% C

Percentage of Alcohol and Drug Abuse Program Participants with Improved Academic Performance

100% 87% 90% 75% 89% 89% C

215



Probation Monitoring and

SupervisionCase Management

1

Probation Services


City Manager

Case Management 1

Administrator of

Municipal Court 1

Municipal Court Judges

and Judges - Pro-Tempore 2

30 / 7.5 FTE


30 / 27.75 FTE 60 / 58.25 FTE

216



Municipal Court Judge JDP 5 5 5


Chief Probation Officer 1C44 1 1 1

Division Supervisor 1C43 1 1 1

Management Analyst 1C41 1 1 1

Support Supervisor 1B32 2 2 2

Information Systems Coordinator 1926 1 1 1

Probation Officer 1625 10 10 10

Service Officer II 2623 1 1 1

Account Clerk III 2621 1 1 1

Service Officer I 2620 3 3 3

Account Clerk II 2619 1 2 2


Secretary 2619 3 2 2

Docket Clerk 2618 10 10 10

Docket Clerk (DV) 1, 3 2618 1 1 1

Customer Service Clerk I 2617 19 19 19

Bailiff 2617 5 5 5

Clerk III 2617 4 4 4

Clerk II 2615 8 8 8

Judge - Pro-tempore (LTD-10%) JDP 21 21 21

Judge - Pro-tempore (DV) (LTD-10%) 2, 3 JDP 4 4 4

Bailiff (PT-50%) 1617 1 1 1

Customer Service Clerk I (PT-50%) 1617 1 1 1

Department Intern (PT-50%) 8612 2 2 2

Department Intern (PT-25%) 8612 1 1 1

Office Aide II (PT-75%) 8409 3 3 3

Office Aide I (PT-75%) 8406 2 2 2



1 One Docket Clerk (DV) is moved from Case Management and

Adjudication to Probation and Supervision in 2020

2 Four Judge Pro-Tempore (LTD) (DV) are moved from Case

Management and Adjudication to Probation and Supervision in 2020

3 DV = Domestic Violence

217


FOCUS AREAS




LIVING WELL


MISSION

To provide high-quality life experiences to the Wichita community through the enhancement of world-class amenities and activities.

GOALS

A. Vital living for the community.

B. Providing sustainable opportunities for the community.

C. Linking the community.

D. Providing safe public spaces for the community.


1. Park and Recreation Administration……………...……………

2. Botanica………….……….……………………………………….

3. Park Maintenance and Forestry.……….………………………

4. Recreational Programming….…………………………………..

5. Golf………………………………………………………………...

A, B, C

A, B, C, D

B

A, C

A, B

DEPARTMENT DESCRIPTION: The Wichita Park and Recreation Department consists of five divisions: Administration;

Golf; Park Maintenance and Forestry; Recreation; and Botanica. The Park and Recreation Department provides award-winning leisure opportunities and enriches Wichita residents and surrounding communities with outdoor spaces such as parks, trails, golf courses, and natural places. The Park and Recreation Department also provides athletic and cultural opportunities, and supports festivals and special events in Wichita. Park and Recreation is vitally important to establishing and maintaining Wichita’s quality of life. Park and Recreation does this by ensuring avenues are available to strengthen families, provide positive opportunities for youths, and to positively impact Wichita’s economy, environment, and community well-being.


2018 Actual

2019 Actual

2020 Target

2021 Target

Developed Park Acreage per 1,000 Population 10.70 10.20 10.18 10.21 10.08 10.03

City Parks: Residents rating Excellent or Good * CoW


Park Visitation: Residents visiting a park in the past year * CoW


* National Community Survey — This survey Wichita residents is commissioned in even years.

219



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $16,454,232 $17,712,112 $16,046,287 $17,032,567 $17,279,075

Cemetery Fund 45,019 115,447 115,447 115,519 115,519

Golf Fund 4,072,101 4,025,780 3,247,419 4,023,789 4,088,839

REVENUES $20,571,352 $21,853,339 $19,409,153 $21,171,875 $21,483,433


Contractuals 7,364,877 7,656,561 6,975,407 7,254,787 7,298,124

Commodities 1,053,436 1,145,243 752,433 1,086,042 1,087,312

Capital Outlay 297,006 340,832 340,500 287,356 243,656

Other 554,256 609,944 489,799 602,937 630,743

EXPENDITURES $20,571,352 $21,853,339 $19,409,153 $21,171,875 $21,483,433

POSITIONS / FTE 154 / 154.00 154 / 154.00 154 / 154.00 154 / 154.00 154 / 154.00


Proposed Page

Reference

1. Park and Recreation Administration $620,907 221

2. Botanica 451,560 222

3. Park Maintenance and Forestry 11,642,509 223

4. Recreational Programming 4,433,110 224

5. Golf 4,023,789 225


DEPARTMENT HIGHLIGHTS: The Park and Recreation Department is advancing services in the community by being a leader in

the park and recreation industry. The Department is doing this in many ways, from offering cutting edge classes to winning awards and recog-nition. The Department became accredited by the Commission for the Accreditation of Park and Recreation Agencies (CAPRA) in 2016. Ac-creditation is based on compliance with national standards of excellence that assures policy makers, staff, and the public that the accredited agency has been independently evaluated against established benchmarks and has passed all standards. Due to safety precautions related to COVID-19, several Park and Recreation facilities were closed for several weeks and programs were de-layed or eliminated. This included golf courses, Riverside Tennis Center, park rentals, Botanica, recreation centers, park equipment, athletics programming, as well as pools, which were closed for the 2020 season. There are several Park and Recreation upgrades included in the 2021-2030 Proposed CIP. This includes funding for the final phase of the Aquatics Master Plan, with upgrades to pool facilities and new splash pads. The CIP also includes improvements to Watson, Planeview and Chapin Park, as well as to Pracht Wetlands.

220



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Proposed

General Fund $636,072 $670,971 $580,392 $620,907 $629,618

REVENUES $636,072 $670,971 $580,392 $620,907 $629,618


Contractuals 54,795 47,190 37,289 42,904 45,517

Commodities 1,266 1,700 1,700 1,700 1,700


Other 0 0 0 0 0

EXPENDITURES $636,072 $670,971 $580,392 $620,907 $629,618

POSITIONS / FTE 7 / 7.00 7 / 7.00 7 / 7.00 7 / 7.00 7 / 7.00

PROGRAM DESCRIPTION: The Park and Recreation Administration program provides management, guidance, and support for the

Park and Recreation Department, including Park Maintenance and Forestry, Botanica, Recreational Programming, and Golf. The Park and Recreation Department seeks to build ongoing, permanent relationships creating a collective vision for the benefit of the community, including outreach events and surveys. Staff in the Park and Recreation Administration ensure that projects are being initiated, planned, executed, controlled, and closed in a timely manner. The Board of Park Commissioners also supports Park and Recreation by making recommendations to the City Council on issues related to parks, including programming, fees, and capital improvements.

ACTIVITY DESCRIPTIONS: Park and Recreation staff help coordinate and manage Special Events in the community such as

holiday celebrations, parades, and outdoor film events. Marketing promotes, communicates, enhances, and exposes the benefits of available Park and Recreation programs and services in Wichita through electronic media, print, and community outreach. Park and Recreation Administration provides Department Oversight to ensure the proper operating of divisions to ensure that the overall direction and strategy is fully implemented.


Living Well A. Vital Living for the Community 1. Special Events

2. Marketing

Living Well B. Sustainable Opportunities for the Community 3. Department Oversight

VISION

To excel at providing park and recreation services for the benefit of the community and generations to come.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Operating Funding from Grants per Capita $0.25 $0.21 $0.05 $0.20 $0.18 $0.20 C

Capital Funding from Grants per Capita $0.60 $0.04 $0.38 $0.00 $1.44 $0.44 B, C

Recreation Programs: Residents rating Excellent or Good

CoW

Similar N/A 65% N/A 70% N/A A, B, C

221


PROGRAM DESCRIPTION: Botanica is a family-friendly destination with a first class horticultural display, special events, cultural

activities, and art.

ACTIVITY DESCRIPTIONS: Venue Management and Special Events are a large part of what Botanica offers to engage,

entertain, and educate new and existing audiences. Some of Botanica’s events include Bootanica, Tuesdays on the Terrace, and family game nights. Exhibition and Horticultural Maintenance is essential to the success of Botanica. Staff draws support of volunteers, local donors, and members through Outreach and Volunteer Programs. Fundraising for the Garden is necessary to leverage sponsorships and donations to create world-class botanical garden and destination amenities including special events in Wichita. Security and Customer Services is the top priority to ensure all guests can enjoy the gardens in a safe environment.

VISION

Botanica, The Wichita Gardens, shall be a significant horticulture display garden for enjoyment and education of the community and region that sets the standard of excellence for botanical gardens in the Midwest.


Living Well B. Sustainable Opportunities for the Community 4. Botanica


2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $432,234 $440,624 $445,288 $451,560 $460,533

REVENUES $432,234 $440,624 $445,288 $451,560 $460,533


Contractuals 15,080 15,352 15,350 15,350 15,350



Other 0 0 0 0 0

EXPENDITURES $432,234 $440,624 $445,288 $451,560 $460,533

POSITIONS / FTE 4 / 4.00 4 / 4.00 4 / 4.00 4 / 4.00 4 / 4.00


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Botanica Visitors per Capita 0.47 0.59 0.56 0.69 0.74 0.76 A, B, D

Memberships per 10,000 Population 60 136 136 160 157 164 A, B, D

Participants in Education Sessions per 1,000 Population

19 50 36 51 51 53 A, B, D

Volunteer Full Time Equivalent (FTE) per 10,000 Population

0.21 0.51 0.49 0.51 0.50 0.52 B, C

222



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $11,099,276 $11,949,925 $11,436,597 $11,526,990 $11,722,224

Cemetery Fund 45,019 115,447 115,447 115,519 115,519

REVENUES $11,144,295 $12,065,372 $11,552,044 $11,642,509 $11,837,743


Contractuals 5,153,163 5,289,464 4,933,713 4,891,856 4,913,233

Commodities 530,054 583,552 336,472 528,082 529,352

Capital Outlay 150,499 168,177 168,177 205,378 167,378

Other 0 25,000 25,000 25,000 25,000

EXPENDITURES $11,144,295 $12,065,373 $11,552,044 $11,642,508 $11,837,742

POSITIONS / FTE 102 / 102.00 102 / 102.00 102 / 102.00 102 / 102.00 102 / 102.00

PROGRAM DESCRIPTION: Park Maintenance and Forestry staff concentrate most of their efforts on grounds and tree

maintenance, but are also responsible for the maintenance of athletic fields, multi-use paths, natural areas, and other Park and Recreation assets. In addition, Park Maintenance and Forestry is responsible for cemetery operations. Park and Recreation staff mow approximately 2,500 acres of right-of-way, mow over 5,000 acres of public parks with contractor support, and maintain thousands of public trees and plantings.

ACTIVITY DESCRIPTIONS: Park Resource Management includes grounds maintenance, including maintenance of athletic fields

and multi-use paths. Contractual mowing is managed through performance-based contracts that reward contractors for outcomes. Forestry provides reforestation and tree care to the urban canopy located in parks, on public property, and on rights-of-way. Playground and Infrastructure Maintenance ensures that park amenities, including bleachers, picnic tables, and bridges, are in good repair.


Living Well D. Safe Public Spaces for the Community 5. Park Resource Management

6. Forestry

7. Playground and Infrastructure Maintenance

VISION

To provide stewardship of our City’s recreational, natural, cultural, and historical resources, opportunities for our citizens to pursue outdoor recreation, excellence in public service, and a safe and secure park system.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Percentage of Established Trees Pruned 5.0% 3.4% 3.8% 4.8% 6.0% 6.8% D

Net Trees Removed 0 3,760 5,542 2,266 4,600 4,100 D

Park Expenditures per Acre MBP $4,690 $2,111 $2,027 $2,074 $2,150 $2,215 D

223



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $4,235,902 $4,650,592 $3,584,009 $4,433,110 $4,466,700

REVENUES $4,235,902 $4,650,592 $3,584,009 $4,433,110 $4,466,700


Contractuals 1,338,238 1,523,890 1,302,958 1,521,424 1,531,656

Commodities 167,554 170,935 107,944 166,953 166,953

Capital Outlay 73,647 135,682 135,350 59,307 59,307

Other 71,274 72,459 64,000 71,359 71,359

EXPENDITURES $4,235,902 $4,650,592 $3,584,009 $4,433,110 $4,466,700

POSITIONS / FTE 20 / 20.00 20 / 20.00 20 / 20.00 20 / 20.00 20 / 20.00

PROGRAM DESCRIPTION: Recreational Programming enhances the quality of life by providing diverse, safe, and affordable

recreation services. Recreation staff constantly evaluate opportunities for providing customers with new class options and experiences.

ACTIVITY DESCRIPTIONS: Recreational Programming provides Recreation Center Operations, which includes facility rentals

and leases.. Recreation includes a variety of options for the community such as Nature Education, Athletics, Aquatics, and Adaptive Recreation Services. Day Camps and school-aged programming are provided at Recreation Centers. Recreation Administration and Programming includes program oversight as well as special events.


Living Well A. Vital Living for the Community 8. Recreation Center Operations

9. Community Education, Leisure, and Recreation Programming

10. Nature Education

11. Athletics

12. Aquatics

13. Self-Directed Recreation

14. Adaptive Recreation Services

15. Day Camps

Living Well C. Linking the Community 16. Recreation Administration and Programming

VISION

Building community through diverse recreation programs that celebrate health, fitness and education.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Recreation Center Expenditures per Capita $3.11 $3.44 $3.16 $3.03 $3.32 $3.40 A, C

Recreation Center Direct Cost Recovery 50% 40% 43% 41% 44% 44% A, C

Swimming Pool Direct Cost Recovery 39% 32% 28% 40% 28% 28% A

Recreation and Community Center Visitors per Capita

1.58 1.45 1.45 1.43 1.47 1.48 A, C

224


PROGRAM DESCRIPTION: The City of Wichita operates and maintains four 18-hole golf courses open to the public year round. All

Golf services are focused on creating a quality player experience to make the City’s Golf Course System competitive within the market. There are four 18-hole golf courses: Auburn Hills; Arthur B. Sim; Alfred MacDonald; and Tex Consolver. L. W. Clapp Golf Course closed on August 2, 2019 in order to improve golf system sustainability. A master plan for the site has been developed in order to convert the site from a golf course to a park.

ACTIVITY DESCRIPTIONS: Customer Service and Player Support are the driving forces behind the operation of the City of

Wichita’s public golf courses. Golf staff promote player development through Tournament and Special Event Management, League Operations, and Golf Administration and Promotions. Quality Food and Beverage is an expectation of customers. Golf staff are also responsible for Golf Maintenance and Construction Management, which oversee maintenance of the clubhouses, golf fleet and equipment, grounds, and construction. Tee time service, reservations, check-in, customer surveys, and spike and club cleaning services are many of the services offered to promote excellent customer service. Customer service is vital to all operations including maintenance activities and player services. All components work together in order to ensure excellent public golf opportunities in Wichita.

VISION

To offer sustainable and high quality golfing opportunities at a low cost to the Wichita Golf community.


Living Well B. Sustainable Opportunities for the Community 17. Golf Courses


2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Golf Fund $4,072,101 $4,025,780 $3,247,419 $4,023,789 $4,088,839

REVENUES $4,072,101 $4,025,780 $3,247,419 $4,023,789 $4,088,839


Contractuals 803,602 780,665 686,097 783,253 792,368

Commodities 354,562 389,056 306,317 389,307 389,307

Capital Outlay 21,321 36,971 36,971 22,671 16,971

Other 482,982 512,485 400,799 506,578 534,384

EXPENDITURES $4,072,101 $4,025,780 $3,247,419 $4,023,789 $4,088,839

POSITIONS / FTE 21 / 21.00 21 / 21.00 21 / 21.00 21 / 21.00 21 / 21.00


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Nine-Hole Rounds Played per Capita 0.58 0.70 0.65 0.60 0.59 0.76 A, B

Golf Courses: Residents Rating Very Satisfied or Somewhat Satisfied

95% N/A 81% 81% 90% 90% A

Youth Rounds Played (17 and Under) 12,500 10,173 10,513 11,082 11,000 11,500 A

225



1 Position included with Park Administration

Cemeteries

0 / 0 FTE

102 / 102 FTE

Park and Recreation

Superintendent

Park Maint. & Forestry

Park and Recreation

Superintendent

Recreational Programming


Board of Park

Commissioners

City Manager

Director of Park and

Recreation 1

Golf Courses

Administration 1

Botanica

21 / 21 FTE

7 / 7 FTE

4 / 4 FTE

20 / 20 FTE

226



Department Director 1E82 1 1 1 Machinist Mechanic 2622 1 1 1

Division Manager 1D63 2 2 2 Assistant Golf Course Maint. Supv. 2621 4 4 4

Division Manager 1D62 1 1 1 Gardening Supervisor II 2 2621 2 2 2

Botanica Manager 1D61 1 1 1 Grounds Maintenance Supervisor 2621 5 5 5

General Maintenance Supervisor II 1C44 2 2 2 Labor Supervisor I 2621 1 1 1

Development Coordinator 1C43 0 0 0 Maintenance Mechanic 2621 1 1 1

General Maintenance Supervisor I 1C43 2 2 2 Tree Maintenance Worker II 1 2621 10 9 9

Recreation Supervisor 1C43 8 8 8 Equipment Operator III 2620 2 2 2

General Maintenance Supervisor I 1C42 5 5 5 Account Clerk II 1619 1 1 1

Golf Professional 1C42 4 4 4 Animal Display Attendant 2619 1 1 1

Tennis Professional 1C42 1 1 1 Equipment Operator II 2619 10 10 10

Accountant 1C41 1 1 1 Gardening Supervisor I 2619 3 3 3

Assistant Recreation Supervisor 1C41 5 5 5 Secretary 1619 2 2 2

Management Analyst 1C41 1 1 1 Tree Maintenance Worker I 2619 9 9 9

Program Specialist 1C41 2 2 2 Gardener II 2 2618 12 12 12

Section Supervisor 1C41 1 1 1 Account Clerk I 1617 1 1 1

Assistant Golf Professional 1B32 2 2 2 Equipment Operator I 2 2617 10 10 10

Support Supervisor 1B32 1 1 1 Event Worker II 2617 1 1 1

Administrative Aide III 1926 1 1 1 Gardener I 2617 7 7 7

Field Supervisor 1 1625 0 1 1 Greenskeeper 2617 4 4 4

General Supervisor II 1624 2 2 2 Maintenance Worker 2 2617 3 3 3

Tree Maint. General Supervisor 1624 1 1 1 Laborer 2616 1 1 1

Administrative Aide II 1623 1 1 1 Tree Maintenance Aide 2616 6 6 6

Associate Accountant 1623 1 1 1 Clerk II 1615 1 1 1

Irrigation System Supervisor 1623 1 1 1 TOTAL AUTHORIZED POSITIONS 154 154 154

Tree Maintenance Inspector 2623 4 4 4 General Fund 133 133 133

Tree Maintenance Supervisor 1623 5 5 5 Golf Fund 21 21 21

1 One Tree Maintenance Workier II was reclassified as a Field Supervisor in the 2020 Revised Budget.

2 Positions subject to scheduled hold through 2022: one Gardening Supervisor II; one Gardener II; one Equipment Operator I; five Tree Maintenance Aide;

and one Maintenance Worker.

227


FOCUS AREAS




LIVING WELL


MISSION

To provide professional and ethical public safety services, in partnership with residents.

GOALS

A. Maintain a community where residents feel safe.

B. Minimize the occurrence of crime.

C. Engage the community in a professional manner.

D. Provide police services in a timely manner.

E. Provide professional management and oversight of police services.

PROGRAMS GOALS ALIGNMENT

1. Police Administration…………………..……..…...……………

2. Police Professional Standards……….………………….……..

3. School Services…………….……..…….………………………

4. Beat Patrol……………………………………………………….

5. Traffic Patrol……………………………………………………..

6. Persons Crime Investigations…..……….…..…………………

7. Property Crime Investigations……….……..………………….

8. Special Investigations………………………………………...

9. Technical Services…………………………………………….

10. Police Administrative Services………………………………..

11. Animal Control Services……………………………………….

12. Police Training………………………………………………….

13. Police Records………………………………………………….

14. Warrant Office…………………………………………………..

15. Security Services……………………………………………….

E

C

A

A, B, C

A

B

B, D

B

B

A, D

A, D

A, B, C, D

A, C, D

A

A

DEPARTMENT DESCRIPTION: The Wichita Police Department consists of three Divisions: Field Services; Investiga-

tions; and Support Services. The Police Department has the responsibility of building community relations, trust, and legitimacy, while preserving the peace by responding to law enforcement service requests to protect life and property. Police Officers are available 24-hours a day, seven days a week to respond to calls for service, prevent crimes, investigate criminal activity, appre-hend suspects, investigate traffic collisions, and provide animal services. Commissioned personnel conduct special investiga-tions, gang suppression, and training. Police activities are supported by professional staff who perform crime analysis, and main-tain records and evidence.


2018 Actual

2019 Actual

2020 Target

2021 Target

UCR Part I Crimes Reported per 1,000 Population MBP 53.46 67.93 66.81 65.40 64.75 63.89

Response Time to Emergency Calls: Dispatch to Arrival (Average in Minutes)

4.40 6.08 6.32 3.85 5.00 5.00

Fatal Traffic Crashes per 1,000 Population MBP 0.09 0.07 0.07 0.07 0.07 0.07

229



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Grant Funds $1,755,226 $349,859 $1,189,363 $1,224,264 $1,247,235

General Fund 90,770,944 93,827,914 92,557,548 98,088,648 100,733,176

REVENUES $92,526,170 $94,177,773 $93,746,911 $99,312,912 $101,980,411


Contractuals 9,055,567 8,792,877 8,774,580 9,644,385 9,695,630

Commodities 2,284,814 1,546,127 1,385,806 1,470,701 1,455,871

Capital Outlay 961,942 581,680 618,594 603,440 581,680

Other 279,357 189,330 461,015 491,910 509,994

EXPENDITURES $92,526,170 $94,177,773 $93,746,911 $99,312,912 $101,980,411

POSITIONS / FTE 868 / 866.5 * 872 / 869.50 **896 / 894.5 ***893 / 891.5 893 / 891.5

* Seven grant funded positions are transferred to the General Fund for the 2020 Adopted Budget. Four Detectives were added in the 2019 Revised Budget as part of implementation of the Police Staffing Study.

** Two Lieutenant, three Sergeant, seven Police Detective and 13 Police Officer positions are proposed to be added in the 2020 Revised Budget as part of Phase II of the Police Staffing Study. Two A Senior Storekeeper, one Police Detective and one Crime Analyst Supervisor position is proposed to be eliminated in the 2020 Revised Budget. One Lieutenant and one Sergeant position are proposed to be added in the 2020 Revised Budget.

*** The Warrant Office is proposed to be eliminated in the 2021 Proposed Budget. Two Warrant Officer and one Customer Service Clerk I positions would be eliminated as a result.


Proposed Page

Reference

1. Police Administration 2,462,550 231

2. Police Professional Standards 802,579 232

4. Beat Patrol 53,467,943 233

5. Traffic Patrol 3,348,904 234

6. Persons Crime Investigations 12,177,351 235

7. Property Crime Investigations 4,567,265 236

8. Special Investigations 5,521,755 237

9. Technical Services 2,407,940 238

10. Police Administrative Services 1,679,769 239

11. Animal Control Services 2,116,481 240

12. Police Training 3,602,981 241

13. Police Records 5,845,849 242

15. Security Services 1,311,545 243


DEPARTMENT HIGHLIGHTS: The Wichita Police Department completed a staffing study in 2017, which is being implemented

with further positions being added in the 2020 Revised Budget. The Warrant Office is proposed to be eliminated in the 2021 Proposed Budget. In 2020, the Police Department will add a fifth patrol bureau to serve the central part of Wichita.

230


PROGRAM DESCRIPTION: Police Administration consists of the Chief of Police, three Deputy Police Chiefs, and support staff. All

functions in the Wichita Police Department are overseen by Police Administration. In addition to departmental management and coordination, the Community outreach programs and Crime Stoppers segments provide opportunities for the public to communicate with the Wichita Police Department to ensure that the Department is held to the highest standards for public safety services. These public relations activities exist to make a connection with the community using social media, traditional media, and other projects. Crime Stoppers is a public/private partnership that allows the police to use tips to solve crimes. Giving individuals cash for their tips leads to successful investigations that allow the community to be involved in the crime solving process anonymously.

ACTIVITY DESCRIPTION: Police Administration oversees Departmental Management and Coordination of the three Divisions of

the Wichita Police Department: Field Services, Investigations, and Support Services. The Field Services Division is a multi-faceted division that provides a myriad of services. The Investigations Division is responsible for the follow-up investigations of criminal offenses, working closely with the Field Services Division and the District Attorney’s Office, and participates in all stages of case investigation and prosecution. The Support Services Division provides a variety of support services to the department to ensure the organization operates at an efficient level. The Chief of Police is responsible for the overall management of Police Department operations, ensuring the that the department keeps Wichita safe. Police Administration staff advise the City Manager regarding law enforcement matters impacting the safety and quality of life in Wichita.


2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $2,353,646 $2,488,266 $2,415,820 $2,462,550 $2,428,836

REVENUES $2,353,646 $2,488,266 $2,415,820 $2,462,550 $2,428,836


Contractuals 1,099,226 1,010,029 880,990 896,360 842,540

Commodities 22,548 10,603 10,406 10,265 9,475

Capital Outlay 213,931 56,004 56,004 56,004 56,004

Other 0 0 0 0 0

EXPENDITURES $2,353,646 $2,488,266 $2,415,820 $2,462,550 $2,428,836

POSITIONS / FTE 12 / 12.00 12 / 12.00 12 / 12.00 12 / 12.00 12 / 12.00


Wichita: A Well-Run City E. Professional Management and Oversight 1. Departmental Management and Coordination

VISION

To provide professional and ethical public safety services in partnership with citizens to identify, prevent, and solve the problems of crime, fear of crime, social disorder, and neighborhood decay, thereby improving the quality of life in the community.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Total Operating and Maintenance Expenditures Charged per Capita

MBP $352 $211 $220 $227 $236 $243 E

Officer Injuries per 1,000 Calls 0.45 0.53 0.51 0.61 0.53 0.53 E

Police Services: Percent Rating “Excellent” or “Good”

CoW

Similar N/A 58% N/A 67% N/A E

* NCS = National Citizen Survey — This survey of Wichita residents is commissioned in even years.

231



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $1,043,903 $737,795 $751,330 $802,579 $818,191

REVENUES $1,043,903 $737,795 $751,330 $802,579 $818,191


Contractuals 63,430 67,350 66,782 80,414 76,309

Commodities 5,739 6,924 4,736 5,146 5,156

Capital Outlay 0 1,456 3,456 3,456 1,456

Other 0 0 0 0 0

EXPENDITURES $1,043,903 $737,795 $751,330 $802,579 $818,191

POSITIONS / FTE 6 / 6.00 6 / 6.00 6 / 6.00 6 / 6.00 6 / 6.00

PROGRAM DESCRIPTION: Professional Standards ensures all complaints or allegations against the Wichita Police Department or

any of its members are investigated in a complete, fair, and impartial manner. The rights of all residents and members of the Department shall protected at all times during the process, and confidentiality shall be maintained at the strictest levels.

ACTIVITY DESCRIPTIONS: Professional Standards investigates external and internal complaints against the Wichita Police

Department. External complaints are allegations of misconduct against department members from outside the department, while internal complaints are issues brought from within the department.


Keeping Wichita Safe C. Engage the Community 2. Professional Standards

VISION

To ensure that all complaints or allegations against the Wichita Police Department of any or its members are investigated in a complete, fair, and impartial manner.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Number of External Citizen Complaints 50 192 240 268 180 180 C

Number of Internal Complaints 92 79 73 106 82 82 C

232



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Grant Funds $1,150,421 $0 $563,352 $594,248 $612,330

General Fund 49,036,998 50,685,147 49,044,861 52,873,695 54,545,114

REVENUES $50,187,419 $50,685,147 $49,608,213 $53,467,943 $55,157,444


Contractuals 4,561,539 4,404,530 4,160,949 4,597,452 4,610,053

Commodities 1,246,805 901,742 569,980 636,188 814,983

Capital Outlay 434,462 (1,080) 18,176 7,672 (1,080)

Other (190) 0 271,685 302,581 320,665

EXPENDITURES $50,187,419 $50,685,147 $49,608,213 $53,467,943 $55,157,444

POSITIONS / FTE 467 / 467 *467 / 467.00 **491 / 491 491 / 491 491 / 491

* Seven grant funded positions are transferred to the General Fund for the 2020 Adopted Budget. ** Due to the Finance ERP upgrade, the School Service budget is combined with the Beat Patrol Division in the 2020 Revised Budget. Two Lieutenant, two Sergeant and six Police Officer positions were added in the 2020 Revised Budget as part of Phase II of the Police Staffing Study

PROGRAM DESCRIPTION: The Wichita Police Department’s Field Services Division is comprised of uniformed personnel and

civilians. The Division is organized into four bureaus (Patrol North, Patrol South, Patrol East, and Patrol West). Each bureau operates out of a station in each quadrant. This enables rapid response to emergency calls for services and provides easier citizen access to services. In 2020 a central bureau will be added to serve the center of Wichita.

ACTIVITY DESCRIPTIONS: Each quadrant of the City has a station from which Police Patrol services are provided, which includes

crime reduction and traffic enforcement. Beat Coordinators facilitate the beat team response to issues that affect neighborhood quality of life and coordinate activities to solve public safety problems using available resources. The Homeless Outreach Team (HOT) works in partnership with service providers to refer individuals to appropriate resources and programs, and to divert homeless individuals from jail, if possible.


Keeping Wichita Safe B. Minimize the Occurrence of Crime 4. Police Patrol

Keeping Wichita Safe C. Engage the Community 5. Beat Coordinators

Living Well A. Residents Feel Safe 6. Homeless Outreach Team (HOT)

VISION

To provide professional, ethical, and timely police services to the residents of Wichita.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment UCR Part I Violent Crimes Reported per 1,000 Population

7.45 8.21 9.14 8.94 8.51 8.39 B, C

Arrests for UCR Part I Violent Crimes per 1,000 Population

2.45 2.78 3.12 3.30 2.94 2.90 B, C

Top Priority (Emergency) Police Calls per 1,000 Population

64.0 73.7 73.2 73.6 69.5 68.6 B, C

233



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $3,289,528 $2,921,246 $3,017,602 $3,348,904 $3,426,777

REVENUES $3,289,528 $2,921,246 $3,017,602 $3,348,904 $3,426,777


Contractuals 128,818 129,820 221,921 390,802 383,900

Commodities 40,026 8,760 29,360 32,574 23,219

Capital Outlay 600 8,004 8,004 8,004 8,004

Other 0 0 0 0 0

EXPENDITURES $3,289,528 $2,921,246 $3,017,602 $3,348,904 $3,426,777

POSITIONS / FTE 28 / 28.00 28 / 28.00 28 / 28.00 28 / 28.00 28 / 28.00

PROGRAM DESCRIPTION: In 2018, the City of Wichita re-centralized the Traffic Bureau in partnership with the Kansas Department

of Transportation in an effort to improve traffic safety in Wichita. Since 2004, the average number of traffic fatalities per 100,000 residents has exceeded the rate of the previous 12 year period (1992 to 2003). At the same time, the rate of fatalities in the United States has decreased approximately 25% from the 2004 level.

ACTIVITY DESCRIPTIONS: The Traffic Bureau is a motorcycle patrol staffed by one Lieutenant, three Sergeants, and eighteen

Police Officers. Police motorcycles can maneuver through traffic quicker to stop violations that cause crashes. Staff receive specialized training in motorcycle patrol. In order to improve traffic safety, their efforts are focused on DUI enforcement, speed enforcement, and education. Six Community Service Officers were added to respond to non-criminal complaints, traffic control, respond to minor vehicular crashes, and enforce laws and ordinances. These officers will also assist with DUI enforcement, animal control violations.


Keeping Wichita Safe A. Residents Feel Safe 7. Traffic Patrol

VISION


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Number of Crashes per 1,000 Population MBP 32.6 27.9 27.8 27.6 27.6 27.3 B

DUI Arrests per 1,000 Population 3.57 2.27 2.71 2.98 2.78 2.75 B

Traffic Enforcement: Residents Rating Excellent or Good

CoW



234



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Grant Funds $248,344 $349,859 $347,311 $351,316 $356,205

General Fund 10,165,997 10,721,669 11,130,910 11,826,036 12,179,770

REVENUES $10,414,341 $11,071,528 $11,478,221 $12,177,352 $12,535,975


Contractuals 654,698 673,632 687,144 790,528 804,576

Commodities 73,741 79,827 68,378 72,732 72,822

Capital Outlay 3,547 2,104 2,104 2,104 2,104

Other 43,500 43,500 43,500 43,500 43,500

EXPENDITURES $10,414,341 $11,071,528 $11,478,221 $12,177,352 $12,535,975

POSITIONS / FTE 90 / 90 90 / 90.00 *96 / 96 96 / 96 96 / 96

* One Sergeant and five Detective positions were added in the 2020 Revised Budget as part of Phase II of the Police Staffing Study.

PROGRAM DESCRIPTION: Persons Crime Investigations is comprised of police detectives and other sworn police staff who are

responsible for the review or investigation of crimes against persons. Work is divided into four work groups.

ACTIVITY DESCRIPTIONS: The Exploited and Missing Child Unit (EMCU) investigates child abuse cases, parental/stranger,

abductions, and runaways. EMCU also provides forensic investigation services. Homicide/Robbery investigations include murder, robbery, and missing adult cases. Sex Crimes/Domestic Violence (DV) investigates domestic violence and rape cases, as well as cases of stalking and mistreatment of a dependent adult. Gang/Felony Assault/Night Detectives/Violent Crimes Community Response Team (VCCRT) investigates non-domestic violence aggravated assault and battery, as well as weapon, gang, and vandalism by drive-by firearm cases; night detectives provide after-hours investigative support. The Violent Crimes Community Response Team conducts follow-ups for the entire Person Crime Bureau.


Keeping Wichita Safe B. Minimize the Occurrence of Crime 8. Exploited and Missing Child Unit (EMCU)

9. Homicide/Robbery/Accident Follow Up (AFU)

10. Sex Crimes/Domestic Violence (DV)

11. Gang/Felony Assault/Night Detectives

VISION

To successfully resolve violent crimes through investigative efforts conducted in an ethical, professional, competent, and compassionate man-ner, blending traditional investigative methods and problem solving.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment Percentage of UCR Part I Violent Crimes Cleared

MBP 50.6% 61.7% 59.7% 58.2% 61.0% 61.0% B

Percentage of UCR Part I Violent Crimes Assigned to Investigators

95% 92.3% 88.8% 85.3% 90.0% 90.0% B

235


PROGRAM DESCRIPTION: The Property Crimes Program is comprised of crime-specific investigative sections, each responsible

for investigating certain classifications of crime that involve a loss of property, rather than a crime against a person. All personnel are encouraged to consider customer service their highest priority, and to conduct efforts in a professional, ethical, and compassionate manner. Case clearances for property crimes are lower than other crime types. Fewer cases are assigned to investigators compared to persons crimes; this difference is based on the severity of the crime and solvability factors. City of Wichita case clearance rates are similar to FBI benchmarks for cities with populations of 250,000 to 499,999. In 2016, 21.0% of auto thefts were cleared (FBI benchmark of 10.2%); 16.3% of burglaries were cleared (FBI benchmark of 11.3%); and 16.9% of larcenies were cleared (FBI benchmark of 19.0%).

ACTIVITY DESCRIPTIONS: Property Crimes consists of four work groups. Burglary investigates cases when there is illegal entry

into a building, both residential and non-residential, as well as vandalism (non-auto), and suspicious character cases. Larceny investigates all theft from vehicles, shoplifting, other theft (nonperson cases), stolen property, and lost/found property cases. Financial Crimes investigates all forgery, counterfeiting, bad checks, embezzlement (non-auto), fraud, and identity theft cases. Tips are provided to residents in order to prevent online identity and financial fraud. Auto Theft investigates all auto theft, embezzled auto, and vandalism to auto cases.


2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $3,709,352 $4,147,202 $4,330,062 $4,567,265 $4,703,988

REVENUES $3,709,352 $4,147,202 $4,330,062 $4,567,265 $4,703,988


Contractuals 282,455 317,817 318,654 342,249 352,057

Commodities 53,620 18,543 12,976 13,936 13,956

Capital Outlay 1,315 0 10,500 10,500 10,500

Other 0 0 0 0 0

EXPENDITURES $3,709,352 $4,147,202 $4,330,062 $4,567,265 $4,703,988

POSITIONS / FTE 33 / 33.00 33 / 33.00 *35 / 35 35 / 35 35 / 35

*Two Detective positions are added in the 2020 Revised Budget as part of Phase II of the Police Staffing Study.

VISION

To thoroughly investigate criminal cases, with the intent to identify and charge offenders, recover stolen property, and prepare cases for suc-cessful prosecution.


Keeping Wichita Safe B. Minimize the Occurrence of Crime 12. Burglary

13. Larceny

14. Financial Crimes

15. Auto Theft


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Percentage of UCR Part I Property Crimes Cleared

MBP 17.7% 15.2% 13.8% 12.0% 15.0% 15.0% B

Percentage of UCR Part I Property Crimes Assigned to Investigators

20.0% 17.0% 17.4% 13.2% 16.6% 16.6% B

236



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Grant Funds $356,460 $0 $278,700 $278,700 $278,700

General Fund 4,733,769 $5,113,482 $4,946,821 $5,243,055 $5,399,104

REVENUES $5,090,229 $5,113,482 $5,225,521 $5,521,755 $5,677,804


Contractuals 359,000 185,480 259,196 294,771 300,675

Commodities 25,895 12,279 22,944 24,344 24,374

Capital Outlay 4,804 2,100 6,750 2,100 2,100

Other 0 0 0 0 0

EXPENDITURES $5,090,229 $5,113,482 $5,225,521 $5,521,755 $5,677,804

POSITIONS / FTE 40 / 40.00 40 / 40.00 40 / 40.00 40 / 40.00 40 / 40.00

PROGRAM DESCRIPTION: The Special Investigations Bureau (SIB) has three sections that are responsible for investigation of

narcotics and vice cases, as well being involved in the alcohol sale licensing process. Special Investigations Bureau personnel conduct investigations in a professional, ethical, and compassionate manner; blending traditional investigative methods with the community policing philosophy. Special Investigations provides follow-up of narcotics/drug cases initiated by personnel outside of the Special Investigations Bureau as well as reviewing licensing records and files pertaining to applications for the sale of alcohol, and investigating alcohol license applications and responding to complaints related to alcohol licenses. Staff also follows up on criminal and civil cases involving asset seizure and forfeiture of property.

ACTIVITY DESCRIPTIONS: The Narcotics Section investigates illegal activity involving the sale and/or use of narcotics, drugs or

other contraband as well as responding to neighborhood and community-based drug complaints. The Vice Section investigates illegal activities involving the sale and/or use of alcohol, prostitution, illegal gambling, human trafficking predicated on vice or narcotics crimes, and other illegal vice-related activity; the section also responds to neighborhood and community based vice complaints. The SIB Community Response Team (SIB CRT) investigates all drug and narcotic complaints brought to the attention of the police department.


Keeping Wichita Safe B. Minimize the Occurrence of Crime 16. Narcotics Section

17. Vice Section

18. SIB Community Response Team

VISION

To responsibly investigate, provide follow up investigation, or assist in the investigation of cases related to narcotics, illegal substances, vice crimes, asset forfeitures, and any investigation requiring the use of covert resources.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Cases Assigned to Administrative Section 1857 1,348 1,480 1,590 1,590 1,590 B

Complaints Investigated by the Undercover Section

85 363 447 571 372 372 B

237



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $2,182,640 $2,415,611 $2,263,804 $2,407,940 $2,471,444

REVENUES $2,182,640 $2,415,611 $2,263,804 $2,407,940 $2,471,444


Contractuals 189,561 236,662 169,550 237,702 243,648

Commodities 19,213 32,882 21,260 21,880 21,890

Capital Outlay 27,389 31,704 31,704 31,704 31,704

Other 0 0 0 0 0

EXPENDITURES $2,182,640 $2,415,611 $2,263,804 $2,407,940 $2,471,444

POSITIONS / FTE 25 / 25.00 25 / 25.00 25 / 25.00 25 / 25.00 25 / 25.00

PROGRAM DESCRIPTION: The Technical Services Section is a component of the Property Crimes Bureau that provides

investigative support through the analysis and processing of crime scenes and the storage of property and evidence.

ACTIVITY DESCRIPTIONS: Technical Services has two components: Crime Scene Investigation and Property and Evidence.

Crime Scene Investigations investigates crimes against persons and property. After Crime Scene Investigators (CSIs) document the investigation at the scene, they return to the laboratory to process evidence and complete reports. Scenes are documented by photographing (from the outside in) and then diagramming and measuring the scene and evidence. The next step is for any and all evidence associated with the case to be collected. Evidence includes latent prints, which are processed to compare to known prints of named individuals for identification or exclusion. Unidentified prints are entered into the systems for potential matches. There are 1,800 to 2,100 cases investigated by CSIs each year, and 3,000 prints examined by the Latent Prints Section. Crime Scene Investigators also provide expert testimony in court. The Property and Evidence Section provides intake, storage, handling, and disposal of evidence, found property, and personal property for the Police Department at the Rounds & Porter warehouse. Inventory is kept by logging all property in a computer database. The length of time that property is held depends on the type of case and the statute of limitations for the particular criminal offense. The Property and Evidence Section coordinates the impounded vehicle program, sending notifications to owners of impounded vehicles. Notification letters are sent to rightful owners to reclaim property, but in cases where property has not been reclaimed the Police Department auctions property online.


Keeping Wichita Safe B. Minimize the Occurrence of Crime 19. Technical Services

VISION

To provide crime scene investigation to the Wichita Police Department through recognition, collection, and preservation of physical evidence, which includes the examination and analysis of physical evidence and providing expert testimony in court.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Number of Crime Scenes Processed by Crime Scene Investigators

1,961 1,415 1,618 2,452 1,893 1,893 B

Number of Fingerprints Analyzed 4,316 4,525 4,380 4,178 4,403 4,403 B

238



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $1,463,502 $1,509,059 $1,743,676 $1,679,769 $1,752,412

REVENUES $1,463,502 $1,509,059 $1,743,676 $1,679,769 $1,752,412

Salaries and Benefits $973,325 $913,943 $1,031,096 $1,053,418 $1,075,372

Contractuals 477,920 433,595 543,324 456,918 516,092

Commodities 10,682 35,191 34,422 34,598 34,618

Capital Outlay 1,575 10,500 19,004 19,004 10,500

Other 0 115,830 115,830 115,830 115,830

EXPENDITURES $1,463,502 $1,509,059 $1,743,676 $1,679,769 $1,752,412

POSITIONS / FTE 11 / 11.00 11 / 11.00 *12 / 12.00 12 / 12.00 12 / 12.00

* A Police Lieutenant is added in the 2020 Revised Budget.


Keeping Wichita Safe A. Residents Feel Safe 20. SWAT and EOD Units

Keeping Wichita Safe D. Timely Police Services 21. Court Liaison

22. Fiscal Affairs

VISION

To provide fiscal and information support to the Wichita Police Department and the City of Wichita.

PROGRAM DESCRIPTION: Administrative Services Bureau provides support services as well as coordinating communication with

the court system and hosting the Special Weapon and Tactical (SWAT) and Explosive Ordinance Disposal (EOD) units.

ACTIVITY DESCRIPTIONS: SWAT and EOD Units consist of trained staff from other WPD work units that support the WPD and

other law enforcement agencies with a tactical response to critical incidents. The Court Liaison ensures that staff are present at hearings requiring testimony from WPD and other City of Wichita employees. Fiscal Affairs coordinates department financial resources, including accounting, budgeting, payroll, and grant administration as well as administering the false alarm ordinance. The false alarm ordinance requires annual alarm system permits; there are fines and penalties for false alarms since dispatch for those calls detract from WPD and the Fire Department responding to other calls.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

False Alarms Tracked 17,725 18,096 17,085 17,258 17,541 17,541 B

Sworn and Civilian Employees per 1,000 Population

MBP 2.7 2.2 2.2 2.3 2.3 2.2 D

Police Operating & Maintenance Expenditures Per UCR Part I Crime Cleared

$15,000 $14,962 $14,884 $15,073 $19,691 $17,136 D

239



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $2,206,286 $2,417,931 $2,304,096 $2,116,481 $2,168,005

REVENUES $2,206,286 $2,417,931 $2,304,096 $2,116,481 $2,168,005


Contractuals 480,968 547,928 646,016 670,939 670,991

Commodities 70,309 85,624 74,316 76,446 76,486

Capital Outlay 17,683 16,396 16,396 16,396 16,396

Other 0 30,000 30,000 30,000 30,000

EXPENDITURES $2,206,286 $2,417,931 $2,304,096 $2,116,481 $2,168,005

POSITIONS / FTE 29 / 26.50 29 / 26.50 29 / 26.50 29 / 26.50 29 / 26.50

PROGRAM DESCRIPTION: Animal Control is assigned to the Wichita Police Department and falls within the organizational

structure under the Administrative Services Bureau. Animal Control provides a broad range of services to safeguard the public health, well-being, and quality of life in the City of Wichita. It is the largest animal control program in the State of Kansas. The Animal Control Advisory Board is appointed by the City Council, and seeks solutions to community concerns regarding animal control.

ACTIVITY DESCRIPTIONS: Animal Control Enforcement responds to calls for service, including animal bite investigations,

quarantining of biting animals for rabies control, controlling dangerous animals, capturing and confining stray animals, and investigating animal cruelty complaints pursuant to Title 6 of the Wichita City Code. Animal Control Shelter Services provides services under contract to animal control agencies serving unincorporated Sedgwick County and other neighboring cities. The shelter provides housing for approximately 10,000 stray animals annually, reunites owners with lost pets, removes dead animals from the streets, and furnishes dead animal pick-ups and disposal services. Shelter Services collaborates with the Kansas Humane Society and area rescue groups to place animals in homes. The adoptable release rate for animals at the City of Wichita Animal Shelter has improved every year of the past 13 years, from 24% in 2005 to 84% in 2018.


Keeping Wichita Safe D. Timely Police Services 23. Animal Control Enforcement

24. Animal Control Shelter Services

VISION

To foster responsible pet ownership in the City of Wichita through enforcement of animal control regulations and standards, education of pet owners, and maintenance of partnerships with other public and private sector entities.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Animal Control Field Services Response Rate 94.2% 96.9% 97.7% 97.9% 97.8% 97.8% D

Animal Shelter Live Release Rate MBP 88% 79% 84% 90% 83% 83% D

Animal Control: Residents rating Excellent or Good

CoW Lower

N/A 45% N/A 46% N/A D


240



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $3,427,587 $3,388,708 $3,501,612 $3,602,981 $3,464,807

REVENUES $3,427,587 $3,388,708 $3,501,612 $3,602,981 $3,464,807


Contractuals 238,935 254,886 317,595 362,302 349,116

Commodities 698,212 341,996 514,880 520,240 338,340

Capital Outlay 294,862 437,496 440,000 440,000 437,496

Other 0 0 0 0 0

EXPENDITURES $3,427,587 $3,388,708 $3,501,612 $3,602,981 $3,464,807

POSITIONS / FTE 22 / 22.00 22 / 22.00 *20 / 20.00 20 / 20.00 20 / 20.00

*A Senior Storekeeper and Police Detective position are proposed to be eliminated in the 2020 Revised Budget.

PROGRAM DESCRIPTION: The Training Bureau processes, hires, and ensures the retention of quality Wichita Police Department

Recruit Officers and provides ongoing training for the Wichita Police Department in addition to other WPD support services. The Wichita/Sedgwick County Law Enforcement Training Center opened in new state-of-the-art facility at Wichita State University campus in January 2018; the WSU Criminal Justice Program is co-located with the training of law enforcement officers.

ACTIVITY DESCRIPTIONS: Mounted Unit consists of seven horses. It is activated by special order to support WPD during major

community events or to provide crowd control when other patrol techniques are less effective. The Firearms Section provides necessary state firearms qualification and training and firearms range. The Police Reserve supplements WPD staffing with individuals trained in law enforcement. The Honor Guard consists of WPD personnel performing duties at funerals for law enforcement officers as well as ceremonial duties. Pre-Employment and Training hires and trains new police officers, and provides in-service training in order to maintain state certifications.


Keeping Wichita Safe A. Residents Feel Safe 25. Mounted Unit

B. Minimize the Occurrence of Crime 26. Firearms Section

27. Police Reserve

C. Engage the Community 28. Honor Guard

D. Timely Police Services 29. Pre-Employment and Training

VISION

To provide high-quality training for the Police Department and to hire the best police applicants.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Recruit Officers: Qualified Applications Processed

309 389 339 465 398 398 D

Recruit Officers Hired 37 16 60 50 44 44 D

241



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $5,567,988 $5,715,625 $5,656,629 $5,845,849 $6,021,943

REVENUES $5,567,988 $5,715,625 $5,656,629 $5,845,849 $6,021,943


Contractuals 402,275 404,900 391,191 413,769 431,725

Commodities 15,863 18,704 20,300 20,504 18,704

Capital Outlay 6,777 3,500 3,500 3,500 3,500

Other 0 0 0 0 0

EXPENDITURES $5,567,988 $5,715,625 $5,656,629 $5,845,849 $6,021,943

POSITIONS / FTE 81 / 81.00 81 / 81.00 *81 / 81.00 81 / 81.00 81 / 81.00

* One Crime Analyst Supervisor position is proposed to be eliminated and one Police Sergeant position is added in the 2020 Revised Budget.

PROGRAM DESCRIPTION: The Records Bureau is part of the Support Services Division. The Records Bureau provides support to

WPD twenty-four hours a day, but is open to walk-in customers during regular business hours. When managing law enforcement records the Records Bureau follows Federal, State, and local laws for the dissemination of information.

ACTIVITY DESCRIPTIONS: Fingerprints and Case Review classifies and maintains fingerprint files and maintains quality control

of the information which flows into WPD by reviewing cases. Case Desk and Central Records includes entering case information for field personnel, creating police reports that do not require an officer’s presence at the scene, conducing criminal history checks, and providing customer service to residents. SPIDER, Imaging, and Accident Reports includes Special Police Information Data Entry Retrieval (SPIDER), which operates twenty-four hours per day to collect and disseminate information to law enforcement agencies around the area and the nation. Imaging of non-current year police documentation and the distribution of accident reports to the general public as well as processing traffic cases before submission to KDOT are ongoing Records Bureau activities. Information Services/Crime Analysts provide system administration for the Records Management System and ensure the security of criminal history information as defined by state and federal laws. The Crime Analysts provide crime statistics and criminal intelligence information for department members to better identify increases in crime and crime trends. The goal of the crime analysts is to create intelligence-led strategies to better address crime throughout the City.


Keeping Wichita Safe A. Residents Feel Safe 30. Fingerprints and Case Review

Keeping Wichita Safe C. Engage the Community 31. Case Desk and Central Records

Keeping Wichita Safe D. Timely Police Services 32. SPIDER, Imaging, and Accident Reports

33. Information Services

VISION

To manage all City law enforcement records throughout their lifetime and to disseminate documentation per applicable laws and policies.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Call Time to Answer (in Minutes) 1.73 1.23 1.35 2.10 1.82 1.82 C, D

Call Abandon Rate 10% 9% 10% 11% 10% 10% C, D

Number of Cases Made 113,233 118,539 119,045 118,508 118,888 118,888 C, D

242



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $1,405,512 $1,563,990 $1,450,326 $1,311,545 $1,352,784

REVENUES $1,405,512 $1,563,990 $1,450,326 $1,311,545 $1,352,784


Contractuals 116,740 124,064 111,269 110,179 113,948

Commodities 2,162 3,552 1,848 1,848 1,848

Capital Outlay 6,809 2,996 2,996 2,996 2,996

Other 0 0 0 0 0

EXPENDITURES $1,405,512 $1,563,990 $1,450,326 $1,311,545 $1,352,784

POSITIONS / FTE 18 / 18.00 18 / 18.00 *21 / 21.00 **18 / 18.00 18 / 18.00

* Due to the Finance ERP upgrade, the Warrant Office budget is combined with Security Services in the 2020 Revised Budget

** The Warrant Office is eliminated in the 2021 Proposed Budget.

PROGRAM DESCRIPTION: Security Services provides 24-hours a day, seven days a week physical and electronic surveillance

security services for the City Hall Campus and other City-operated facilities. Personnel are physically assigned to City Hall and the Advanced Learning Library. Electronic surveillance includes: access control, alarm monitoring, and visual surveillance of facilities and a select number of outdoor venues via video camera. As the City continues its Zero-Based Budgeting process, the Police Department will take a more active role in procuring and coordinating security services needs of the City, particularly of more routine security services. In 2021, the City’s Warrant Office will be eliminated and this function will be absorbed into Municipal Court. For 2020, these positions are included in the Security Services budget.

ACTIVITY DESCRIPTION: Security Services personnel screen visitors, provide patrols, and provide a number of customer support

functions for departments with locations at City Hall. City Hall screening is provided by civilian security officers and security screeners. Other services include the issuance and tracking of employee access cards, setting and removing privileges for access to restricted areas, reporting and data retrieval, and physical security when needed. Examples of locations where video monitoring occurs include City Hall, the Fire Regional Training Center, Recreation Centers, the Central Maintenance Facility, the Animal Shelter, Water and Sewer facilities, the Keeper of the Plains, and the Water Walk Fountains. The Security Assessment and Advisory Team (SAAT) is comprised of the WPD Security Supervisor as well as staff from Public Works & Utilities and the Information Technology Department. SAAT coordinates the installation, maintenance, and operation of access control, alarm, and camera systems at City of Wichita facilities. As a part of the Zero-Based Budgeting process, security monitoring (with the exception of the Airport) is being considered for further centralization and standardization. This approach will result in a more systematic approach to procuring systems and developing replacement schedules for equipment. It will also allow for a more strategic approach to deploying the most appropriate and cost effective tools at each location.


Keeping Wichita Safe A. Residents Feel Safe 35. Security Services

VISION

To provide a safe and secure environment for City employees and visitors to City facilities.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Cost per Visitor Screened $4.25 $4.96 $4.13 $5.36 $4.77 $4.77 A

243


Total Authorized Positions/Full-Time Equivalents = 893 / 890.5 FTE (10 FTE)2

6 / 6 FTE

12 / 12 FTE

Deputy Police Chief 1

Beat Patrol Persons Crime Administrative Svcs. Police Training

491 / 491 FTE (7 FTE)2

96 / 96 FTE (FTE 3)2

City Manager


Chief of Police 1



12 / 12 FTE 20 / 20 FTE

Traffic Patrol Property Crime Animal Control Svcs. Security Services

28 / 28 FTE 35 / 35 FTE 29 / 26.5 FTE 18 / 18 FTE

Professional Standards Technical Services

Police Administration 1

Special Investigations Police Records

40 / 40 FTE 81 / 81 FTE

25 / 25 FTE

1 Position included with Police Administration


244



Department Director 1E83 1 1 1 Account Clerk III 1621 2 2 2

Deputy Police Chief 1D71 3 3 3 Administrative Secretary 1621 4 4 4

Police Captain 1D61 11 11 11 Animal Control Officer 2621 21 21 21

Crime Analyst Supervisor 2 1C45 1 0 0 Property Clerk 2621 1 1 1

Senior Fiscal Analyst 1C43 1 1 1 Security Officer 4621 12 12 12

Program Specialist 1C41 1 1 1 Senior Storekeeper 2 2621 1 0 0

Section Supervisor 1C41 9 9 9 SPIDER Dispatcher 2621 10 10 10

Forensic Examiner 1929 2 2 2 Administrative Aide I 1620 7 7 7

Administrative Assistant 1928 2 2 2 Service Officer I 2620 7 7 7

Crime Analyst 1928 5 5 5 Customer Service Clerk II 2619 10 10 10

Police Lieutenant 1, 3 1727 38 41 41 Police Records Specialist II 2619 23 23 23

Police Sergeant 1, 3 4725 66 70 70 Secretary 2619 7 7 7

Police Detective 1 4724 111 117 117 Police Records Specialist I 2617 13 13 13

Police Officer 1 4723 440 453 453 Clerk III 2617 3 3 3

Crime Scene Investigator 4714 11 11 11 Customer Service Clerk I 3 2617 3 3 2

Warrant Officer 3 4712 2 2 0 Maintenance Worker 2617 1 1 1

Assistant Range Master 4716 2 2 2 Security Screener 2617 4 4 4

Digital Evidence Technician 2625 2 2 2 Clerk II 2615 11 11 11

Administrative Aide II 1623 1 1 1 Animal Control Officer (PT-50%) 2621 1 1 1

Animal Control Supervisor 2623 2 2 2 Kennel Technician (PT-50%) 2611 4 4 4

Associate Accountant 1623 1 1 1 TOTAL AUTHORIZED POSITIONS 872 896 893

Community Service Officer 2623 12 12 12 General Fund 862 886 883

Service Officer II 2623 3 3 3 Federal/State Grant Fund 10 10 10

1 Two Lieutenant, three Sergeant, seven Detective and 13 Police Officer positions are added in the 2020 Revised Budget as part of Phase II of the Police

Staffing Study.

2 A Senior Storekeeper and Crime Analyst position is eliminated in the 2020 Revised Budget.

3 One Lieutenant and one Sergeant positions are proposed to be added in the 2020 Revised Budget.

4 The Warrant Office is proposed to be eliminated in the 2021 Proposed Budget. Two Warrant Officer and one Customer Service Clerk I positions

would be eliminated as a result.

245


FOCUS AREAS





MISSION

Bring and sustain all infrastructure groups to a condition that they can provide needed functions at the lowest ongoing cost.

GOALS

A. Manage infrastructure to maximize life, investment, and value and minimize costs, failures, and maintenance.

B. Provide support services necessary to manage infrastructure and meet the department’s mission.

C. Perform all non-core functions assigned to the department.


1. Snow & Ice Removal…………………………………………...

2. Facility Maintenance…………………………………..……….

3. Engineering……………………………………………………...

4. Street Lighting……….………………………………………….

5. Signs & Signals…………………………………………………

6. Pavement Maintenance………………………………………..

7. Pavement Cleaning…………………………………………….

8. Administration…..……………..……………………………..…

9. Environmental Health…………………………………………..

10. Construction & Demolition Landfill……………………………

11. Landfill Post Closure Maintenance……………………………

12. Environmental Assessment & Remediation TIF…………….

13. M.S. Mitch Mitchell Floodway…………………………………

14. Sewer Administration…………………………………………..

15. Sewer Maintenance…………………………………………….

16. Sewage Treatment……………………………………………..

17. Water Administration…………………………………………...

18. Water Systems Planning………………………………………

19. Water Production……………………………………………….

20. Water Distribution………………………………………………

21. City Call Center…………………………………………………

22. Utility Operations………………………………………………..

23. Utility Optimization……………………………………………...

23. Stormwater Utility……………………………………………….

24. Fleet Maintenance……………………………………………..

A

A

B

A

A

A

A

B

C

B

B

B

A

A

A

A

A

A

A

A

B

B

A

A

A

247



Proposed Page

Reference

1. Snow & Ice Removal $692,380 250

2. Facility Maintenance 8,899,517 251

3. Engineering 5,809,478 252

4. Street Lighting 5,079,259 253

5. Signs & Signals 2,628,434 254

6. Pavement Maintenance 6,996,922 255

7. Pavement Cleaning 1,935,165 256

8. Administration 1,101,011 257

9. Environmental Health 1,712,071 258

10. Construction & Demolition Landfill 4,793,811 259

11. Landfill Post Closure Maintenance 8,727,775 260

12. Environmental Assessment & Remediation TIF 26,493,617 261

13. M.S. Mitch Mitchell Floodway 2,121,852 262

14. Sewer Administration 36,874,283 263

15. Wastewater Maintenance 8,550,067 264

16. Wastewater Treatment 16,238,608 265

17. Water Administration 55,157,449 266

18. Water Systems Planning 911,673 267

19. Water Production 16,149,974 268

20. Water Distribution 15,129,510 269

21. Utilities Operations 2,439,665 270

22. Utilities Optimization 1,326,198 271

23. Stormwater Utility 24,328,154 272

24. Fleet Maintenance 17,053,907 273


DEPARTMENT DESCRIPTION: The Public Works & Utilities Department manages multiple infrastructure systems, asset

groups, and environmental compliance activities. Public Works & Utilities manages a street network of more than 5,100 lane miles, provides drinking water and wastewater service, and maintains other asset groups (fleet, facilities, landfills, flood control, stormwater). Environmental health activities manage compliance with air, water, and child care standards. Multiple work locations operate on a daily basis across the City.


2018 Actual

2019 Actual

2020 Target

2021 Target

Value of Paved Street Network (in millions) $500 $563 $566 $570 $582 $580

Leaks and Pipeline Breaks per 100 Linear Miles of Distribution Piping

28.0 18.0 20.0 11.0 22.0 21.0

Capital Projects Awarded Within the City Council Approval Amount

85% 92% 89% 91% 92% 92%

248



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $34,019,784 $35,285,781 $34,076,502 $34,429,145 $35,037,908

Grant Funds 576,461 875,830 425,092 425,092 425,092

Landfill Fund 2,485,387 3,982,442 3,982,442 4,793,811 2,888,929

Landfill Post Closure Fund 435,412 9,345,114 1,391,080 8,727,775 1,340,801

Environmental TIF Funds 1,358,242 26,042,703 16,325,337 26,493,617 3,691,477

Flood Control Fund 1,968,933 2,297,166 2,297,166 2,121,852 2,160,654

Sewer Fund 56,531,060 58,730,353 58,491,862 61,662,958 64,727,123

Water Fund 76,978,903 92,144,333 89,831,721 91,114,469 95,661,831

Stormwater Utility Fund 10,252,311 24,890,811 13,815,014 24,328,154 13,480,136

Fleet Fund 14,652,841 17,799,301 15,226,592 17,053,907 16,540,345

REVENUES $199,259,333 $271,393,833 $235,862,808 $271,150,780 $235,954,296


Contractuals 45,435,934 52,223,931 58,166,543 54,138,562 52,284,983

Commodities 18,982,948 21,745,747 20,006,181 21,080,475 21,364,724

Capital Outlay 12,274,181 11,438,193 12,752,793 13,028,683 11,598,683

Other 76,119,285 133,002,374 93,278,712 130,562,239 96,816,651

EXPENDITURES $199,259,333 $271,393,833 $235,862,808 $271,150,780 $235,954,296

POSITIONS / FTE 764 / 758.25 764 / 758.25 * 763 / 757.25 763 / 757.25 763 / 757.25

* A net decrease of one position due to lack of Air Quality grant funds from the Environmental Health division in the 2020 Revised Budget.

DEPARTMENT HIGHLIGHTS: The department manages multiple infrastructure systems, asset groups, and environmental compli-

ance activities. It is the City’s largest department with 763 authorized positions, an annual operating budget of $270 million, and nearly $2.2 billion in Capital Improvement Program projects through 2028. There are 12 funds and 24 division budgets that support annual activities. The department manages a street network of more than 5,100 lane miles, provides drinking water and wastewater service to nearly half a million people, and maintains other asset groups (fleet, facilities, landfills, and drainage). Environmental health activities manage compliance with air, water, and child care standards. Multiple work locations are operating on a daily basis across the City, with several of them requiring 24/7 operations. The department has identified its core function as the operation of eight asset groups guided by a long-term vision of providing world-class infrastructure over the next 30 years. Defining the core function of the department and setting a long-term vision for Wichita’s infra-structure highlighted the need for shifting the department’s traditional paradigm. The department’s core function – operating and maintaining asset groups – has now become the overriding factor in how the department is structured. Traditionally, the department has been structured into a Maintenance Section and an Environmental Section. Early in 2018, the department initiated a realignment based on the 105 2020 City of Wichita revised approach to core service provision. All core asset groups were realigned into two new sections: 1) Utilities and 2) Public Works. All Utility asset groups (drinking water, wastewater, drainage and groundwater) now fall under the oversight of the Assistant Director of Public Works. All Public Works groups (streets, fleet, facilities and landfills) now fall under the oversight of the Deputy Director of Public Works. Great progress was made in 2019 in the area of infrastructure improvements. The depart-ment will oversee the design and construction of a new water treatment plant, with pre-construction activities underway the beginning of 2020 and construction activities expected to begin by the end of the year. In addition to meeting our core mission of infrastructure sustainability, the department has explored unique financing opportunities through Water Infrastructure Finance and Innovation Act and State Revolving Loan fund financing to ensure the lowest rate impact possible for our customers. In addition to the addition of a new water treatment plant, the de-partment is preparing for new wastewater regulatory requirements and issued a RFP for Biological Nutrient Removal in early 2020.

249



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $1,341,173 $691,397 $691,397 $692,380 $692,380

REVENUES $1,341,173 $691,397 $691,397 $692,380 $692,380


Contractuals 140,667 74,342 74,342 75,309 75,309

Commodities 501,988 424,007 424,007 424,007 424,007

Capital Outlay 49,110 50,000 50,000 50,000 50,000

Other 0 0 0 0 0

EXPENDITURES $1,341,173 $691,397 $691,397 $692,380 $692,380

POSITIONS / FTE 0 / 0.00 0 / 0.00 0 / 0.00 0 / 0.00 0 / 0.00

PROGRAM DESCRIPTION: Snow & Ice Removal seeks to maintain a safe and dependable transportation system during snow and

ice events. When a winter event occurs, resources from the Public Works & Utilities Department—including Street Maintenance, Street Services, Traffic Maintenance, Stormwater, Flood Control and Sewer Maintenance—are mobilized. Crews work around the clock in two shifts from three locations to accomplish the mission. As part of the Zero-Based Budgeting process, staff will research and begin planning a new snow removal plan incorporating City-wide feedback. This new snow removal plan will focus on improved outcomes, cost-efficiencies, communication, and further centralization. By defining the roles and responsibilities of each department, areas of improvement may be able to be found and studied, leading to improvements in the snow and ice removal structure.

ACTIVITY DESCRIPTIONS: When winter weather is expected in Wichita, Public Works & Utilities Snow & Ice Removal program

monitors weather forecasts and road conditions to determine the best time to begin treatment and assesses how best to treat streets. Street preparation includes placing staff on standby, keeping salt and sand supplies stocked, monitoring bridges for icing, and brining roads in anticipation of snow and ice events. When accumulation occurs, staff begin street treatment by spreading a mixture of salt and sand as well as plowing when accumulation exceeds two inches.


Building Dependable Infrastructure A. Manage Infrastructure 1. Snow Removal

VISION

To provide safe and efficient mobility for citizens and commerce during winter weather conditions, while prolonging the service life of the infra-structure.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Snow and Ice Removal Material Cost per Labor Hour

$20.00 $15.58 $14.64 $16.89 $36.00 $23.00 A

Snow and Ice Removal Expenditures per Capita

$5.75 $1.82 $4.16 $6.27 $7.52 $6.41 A

Snow Removal: Residents Rating Excellent or Good

CoW

Similar N/A 61% N/A 60% N/A A

Note: NCS = National Community Survey . This survey of Wichita residents is commissioned in even years.

250



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $8,770,384 $9,062,595 $9,054,276 $8,899,517 $9,062,077

REVENUES $8,770,384 $9,062,595 $9,054,276 $8,899,517 $9,062,077


Contractuals 2,878,368 2,807,428 2,821,910 2,631,768 2,635,290

Commodities 638,912 883,187 629,600 702,820 702,920

Capital Outlay 179,730 24,196 69,196 68,946 68,946

Other 42,842 0 100,000 100,000 100,000

EXPENDITURES $8,770,384 $9,062,595 $9,054,276 $8,899,517 $9,062,077

POSITIONS / FTE 83 / 81.00 83 / 81.00 * 85 / 83 ** 84 / 82 84 / 82

A net increase of one position from the reorganization of the Facility Maintenance Division:

* A Senior Engineering position is added and a Program Coordinator position is transferred from Utilities Optimization division in the 2020 Revised Budget.

** A General Maintenance Supervisor II position will be eliminated in the 2021 Proposed Budget.

PROGRAM DESCRIPTION: Public Works & Utilities provides building maintenance, repair, custodial, and construction services for

most City departments. Facility Maintenance provides maintenance services to 301 buildings totaling 4.16 million square feet, and provides custodial services to 101 facilities totaling 1.27 million square feet. Operating activities are funded through the General Fund. The State Office Building Fund is budgeted be closed in 2018. Most staff members are based at City Hall or the Building Maintenance Center.

ACTIVITY DESCRIPTIONS: The majority of Facility Maintenance staff are focused on the Maintenance and Repair (M&R) of

existing assets. Staff prioritize repairs over maintenance, although a significant amount of preventative maintenance is accomplished, these activities are less urgent than repairing facility elements which may be non-functional. In addition to general positions such as maintenance mechanics, the program includes tradespeople skilled in electronics, electrical, plumbing, and mechanical (HVAC) disciplines. Custodial Services staff prioritize sanitation over appearance. When there are insufficient resources to complete all activities, for example, cleaning restrooms is prioritized above washing windows. City Hall custodial services are provided by City staff, while the majority of outlying facilities are cleaned by contractors.


Building Dependable Infrastructure A. Manage Infrastructure 2. Maintenance and Repairs

3. Custodial Services

VISION

To maintain clean, attractive, and properly functioning City facilities.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

City Hall Custodial Expenditures per Square Foot

$1.38 $0.98 $1.00 $0.76 $0.78 $0.80 A

Outlying Facilities Custodial Expenditures per Square Foot

MBP $2.29 $1.12 $1.14 $0.86 $0.89 $0.91 A

City Hall Repair Expenditures per Square Foot $2.55 $1.42 $1.42 $1.93 $1.99 $2.05 A

Outlying Facilities Expenditures per Square Foot

$1.49 $1.63 $1.69 $1.91 $1.97 $2.02 A

251



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $4,532,902 $5,881,317 $5,736,826 $5,809,478 $5,906,946

REVENUES $4,532,902 $5,881,317 $5,736,826 $5,809,478 $5,906,946


Contractuals $2,301,931 $3,121,419 $3,078,780 $3,127,781 $3,159,880

Commodities $96,190 $102,784 $74,170 $80,950 $81,060

Capital Outlay $8,574 $4,200 $4,200 $4,200 $4,200

Other $0 $0 $0 $0 $0

EXPENDITURES $4,532,902 $5,881,317 $5,736,826 $5,809,478 $5,906,946

POSITIONS / FTE 75 / 72.75 75 / 72.75 75 / 72.75 75 / 72.75 75 / 72.75

PROGRAM DESCRIPTION: Engineering is responsible for planning, designing, administering, inspecting, and managing the

construction of almost all City infrastructure. Staff ensure that infrastructure systems are appropriate to meet current and future demands. Managed projects include freeways, railroad corridors, streets, bridges, bikeways, traffic signals, water systems, and sanitary sewer systems.

ACTIVITY DESCRIPTIONS: ADA Coordination includes public facility compliance as well as the compliance of infrastructure in the

right-of-way. Right-of-Way Management includes the permitting and inspecting of all work located within the public right-of-way, as well as the maintenance of the right-of-way, including sidewalks. Construction Management and Support includes public and private infrastructure plan review, bidding of public projects, and surveying as well as materials testing, federal and state reporting, and project accounting. Traffic Planning and Project Management efforts include traffic planning and traffic studies, project management, and signalization.


Building Dependable Infrastructure B. Provide Support Services 4. ADA Coordination

5. Right-of-Way Management

6. Construction Management and Support

7. Traffic Planning and Project Management

VISION

To provide safe and effective infrastructure, now and into the future.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Project Bids Without Deferral 90% 89% 85% 89% 90% 90% B

Traffic Signal Timing: Residents Rating Excellent or Good

CoW


Sidewalk Maintenance: Residents Rating Excellent or Good

CoW Lower

N/A 41% N/A 40% N/A B


252



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $4,783,221 $5,419,988 $5,021,197 $5,079,259 $5,079,259

REVENUES $4,783,221 $5,419,988 $5,021,197 $5,079,259 $5,079,259


Contractuals $4,781,433 $5,395,388 $4,996,597 $5,054,659 $5,054,659

Commodities $1,782 $13,600 $13,600 $13,600 $13,600

Capital Outlay $0 $11,000 $11,000 $11,000 $11,000

Other $0 $0 $0 $0 $0

EXPENDITURES $4,783,221 $5,419,988 $5,021,197 $5,079,259 $5,079,259

POSITIONS / FTE 0 / 0.00 0 / 0.00 0 / 0.00 0 / 0.00 0 / 0.00

PROGRAM DESCRIPTION: Thousands of street lights, leased from Westar Energy, are in place and new lights are added each

year. Staff requests and approves street light locations on arterial streets, new developments and newly annexed areas. Staff works with the Wichita Police Department to install additional lights in existing neighborhoods where safety is a concern. In addition to standard street lights, there are increasingly more locations within the City that have ornamental lighting that is owned and maintained by City staff. Locations such as Old Town, Delano District, NOMAR, various public art displays and many bridges are included in this list. The street light funding provides for the electricity and maintenance for the lights.

ACTIVITY DESCRIPTIONS: Street Lighting includes two components: placement and performance. Staff review construction

plans for future arterial and bridge projects to incorporate street light placement, while analyzing new annexations and subdivisions that may be in need of lighting. Public Works & Utilities utilizes new energy efficient lighting at new and pre-existing sites where possible. Public Works & Utilities staff also check street light performance by overseeing the agreement with Westar Energy to ensure that street lights are maintained properly as well as performing monthly inspections of City-owned street lights and submitting work orders for non-functioning lights.


Building Dependable Infrastructure A. Manage Infrastructure 15. Street Lighting

VISION

To ensure that street lights are operational and placed according to City policy in a cost-effective and efficient manner.


Actual 2018

Actual 2019 Actual

2020 Target

2021 Target

GOAL Alignment

City-Owned Street Lights Out in a Routine Monthly Inspection

10.0% 10.5% 11.9% 16.0% 15.0% 15.0% A

Annual Expenditure per City of Wichita Streetlight

$50.00 $124.68 $87.40 $148.59 $125.00 $130.00 A

Street Lighting: Residents rating Excellent or Good

CoW Lower

N/A 56% N/A 55% N/A A


253



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $2,139,204 $2,601,677 $2,582,787 $2,628,434 $2,675,629

REVENUES $2,139,204 $2,601,677 $2,582,787 $2,628,434 $2,675,629


Contractuals $492,079 $592,570 $529,007 $537,929 $538,570

Commodities $64,707 $69,412 $51,140 $55,470 $55,540

Capital Outlay $255,572 $401,850 $401,850 $401,850 $401,850

Other $0 $0 $50,000 $50,000 $50,000

EXPENDITURES $2,139,204 $2,601,677 $2,582,787 $2,628,434 $2,675,629

POSITIONS / FTE 20 / 20.00 20 / 20.00 20 / 20.00 20 / 20.00 20 / 20.00

PROGRAM DESCRIPTION: The Signs & Signals Program installs and maintains over 50,000 street signs, 429 signalized

intersections, 159 signalized crosswalks, and 1,000 lane miles of long line pavement markings.

ACTIVITY DESCRIPTIONS: The Signs & Signals Program provides inspection and installation of street signs, signals, pavement

markings, as well as street and bridge lighting circuits, holiday and special event banner brackets, wayfinding sign structures, parking lot markings, and signs for many City facilities. Staff also provide both emergency and routine maintenance and repair to ensure safe and efficient traffic flow on public streets. Staff also maintain cost effective signage and signalization by striving for uniformity in signalization assets, and respond to trouble calls quickly. Staff are continually trained to maintain professional certifications to ensure safety. Signs & Signals also has increased technology usage, including integration with GIS to monitor and inventory traffic management assets. Staff often partner with Engineering to enhance traffic signal timing using transportation analysis software.


Building Dependable Infrastructure A. Manage Infrastructure 8. Signs & Signals

VISION

To provide safe and efficient mobility of citizens and commerce by installing, maintaining, and replacing street signs, traffic signals, and pavement markings.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Street Name Signs Replaced 10.0% 17.0% 12.7% 12.8% 10.0% 10.0% A

Trouble Calls Received on the City’s Signal Network

1,875 1,056 1,071 1,128 1,150 1,100 A

254



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $8,861,129 $7,096,561 $6,883,215 $6,996,922 $7,154,271

REVENUES $8,861,129 $7,096,561 $6,883,215 $6,996,922 $7,154,271


Contractuals $4,009,156 $1,179,987 $1,106,584 $1,116,153 $1,118,204

Commodities $859,276 $958,255 $857,250 $881,170 $881,550

Capital Outlay $284,209 $102,675 $102,675 $102,675 $102,675

Other $0 $0 $0 $0 $0

EXPENDITURES $8,861,129 $7,096,561 $6,883,215 $6,996,922 $7,154,271

POSITIONS / FTE 75 / 75.00 75 / 75.00 75 / 75.00 75 / 75.00 75 / 75.00

PROGRAM DESCRIPTION: The Pavement Maintenance Program provides maintenance and repair of over 5,100 lane miles of

paved streets, as well as dirt streets, alleys, vehicular bridges, and pedestrian bridges in the City.

ACTIVITY DESCRIPTIONS: In-house Pavement Maintenance and Repair includes pothole repair, curb and gutter repair, crack

repair/sealing, bridge maintenance, permanent pavement repair, street and alley grading, ditch cleaning, culvert setting, guardrail repair, and fencing repair. This activity is also responsible for the maintenance and repair of paved streets, dirt streets, alleys, and vehicular and pedestrian bridges. Staff also monitors designated areas of the City (Old Town, Delano, Keeper of the Plains, Riverwalk, Third Street Drain, Bayley Corridor, etc.) that have more intensive maintenance schedules or require more frequent repairs. Contracted Pavement Preservation includes major rehabilitation and reconstruction of the City’s streets, bridges, bikeways, and parking lots. Street Maintenance also manages a contract for dust control services near schools and a contract for increased spot repair improvements. Starting in 2018, the City has shifted $4 million in street maintenance operating costs to the Capital Improvement Program (CIP). In 2019, there is a total of $10 million for contracted street maintenance, which increases to $11 million in 2020. Unpaved Street Maintenance is directed toward the 12.1 lane miles of unpaved streets within the city limits.


Building Dependable Infrastructure A. Manage Infrastructure 9. Pavement Maintenance and Repair

10. Pavement Preservation Rehabilitation

11. Unpaved Street Maintenance

VISION

To maintain the streets to provide safe and efficient mobility of citizens and commerce, enhance environmental conditions in public rights-of-way, and prolong the service life of infrastructure.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Road Rehabilitation Expenditures per Capita MBP $27.60 $34.11 $37.69 $28.60 $30.11 $31.72 A

Road Rehabilitation Expenditures per Paved Lane Mile

MBP $2,416 $2,626 $2,872 $2,164 $2,308 $2,444 A

Remaining Service Life in Lane Mile Years 47,000 52,510 52,546 51,900 52,800 52,200 A

Lane Miles with No Remaining Service Life 24% 24% 23% 22% 23% 24% A

255



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $1,471,144 $1,932,397 $1,805,416 $1,935,165 $1,982,836

REVENUES $1,471,144 $1,932,397 $1,805,416 $1,935,165 $1,982,836


Contractuals $391,877 $421,658 $336,090 $424,956 $425,338

Commodities $119,781 $146,755 $109,835 $118,575 $118,715

Capital Outlay $826 $4,100 $4,100 $4,100 $4,100

Other $0 $0 $0 $0 $0

EXPENDITURES $1,471,144 $1,932,397 $1,805,416 $1,935,165 $1,982,836

POSITIONS / FTE 22 / 22.00 22 / 22.00 22 / 22.00 22 / 22.00 22 / 22.00

PROGRAM DESCRIPTION: The Pavement Cleaning Program is responsible for street sweeping, litter pick up on City rights-of-way,

dumping of core area trash receptacles, clean-up of overgrown alleys, graffiti removal, providing resources for Neighborhood Clean-ups, and environmental programs for Public Works maintenance activities. These services are important to the health and safety of the public, quality of life for citizens, attractiveness for visitors, protection of the environment, and preservation of infrastructure.

ACTIVITY DESCRIPTIONS: The Street Sweeping activity cleans the street of sand, dirt, and debris accumulated over time. Street

sweeping improves the quality of the community, infrastructure, and neighborhoods, and is also an important function that helps maintain compliance with environmental regulations. Pavement Cleaning staff also participate in Litter, Debris, and Graffiti Removal during the street sweeping process. The City graffiti removal process will also be improved for the future with a centralized call intake station to more adequately handle graffiti removal. The City website also includes a Residential Street Sweeping map that provides real time location of street sweepers within the City of Wichita. In addition, it provides an estimated next date of sweeping and the last time a road was swept when queried. The City will continue to expand the use of technology to manage workflow, monitor assets, and track equipment. Pavement Cleaning staff also contribute during the snow and ice removal process, as well as clean up after snow and ice events. Pavement Cleaning is done in varied cycles, and staff also respond to special requests and cleanups as needed.


Building Dependable Infrastructure A. Manage Infrastructure 12. Street Sweeping

13. Litter, Debris, and Graffiti Removal

VISION

To provide clean and environmentally safe streets and public rights-of-way.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Street Sweeping Expenditures per Capita $4.50 $4.37 $4.02 $3.77 $4.41 $4.91 A

Street Sweeping Expenditures per Linear Mile Swept

$81.00 $67.23 $86.89 $140.92 $86.96 $77.90 A

Street Cleaning: Residents rating Excellent or Good

CoW Lower

N/A 44% N/A 45% N/A A

Note: NCS = National Community Survey. This survey of Wichita residents is commissioned in even years..

256



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $944,421 $998,063 $1,036,273 $1,101,011 $1,170,030

REVENUES $944,421 $998,063 $1,036,273 $1,101,011 $1,170,030


Contractuals $704,814 $723,345 $680,632 $749,845 $817,181

Commodities $3,783 $3,100 $3,100 $3,100 $3,100

Capital Outlay $715 $850 $850 $850 $850

Other $0 $0 $0 $0 $0

EXPENDITURES $944,421 $998,063 $1,036,273 $1,101,011 $1,170,030

POSITIONS / FTE 8 / 8.00 8 / 8.00 * 9 / 9.00 9 / 9.00 9 / 9.00

* A Special Projects Coordinator position is reclassified from a Division Manager Position and is transferred from the Environmental Health Division in the 2020 Revised Budget.

PROGRAM DESCRIPTION: The program is responsible for utility activities not associated with operations, maintenance, or

engineering. The department’s leadership team is a part of this program. Responsibilities include financial management, utility rate setting, performance measures, special projects, personnel, and media communications.

ACTIVITY DESCRIPTIONS: Department Administration includes financial management and special projects. The department’s

budget includes 12 funds and 24 program budgets that support annual activities. This ensures compliance with City budget policies while providing funding necessary to maintain regular operations. The utility rate setting process is also handled by PW&U Department Administration. Additionally, a number of special projects are normally assigned to staff in this program. Past examples include the Drought Response Plan, Fleet Management Study, labor budget development, Spirit Aerosystems effluent sale, development of the phased water supply plan, and the Utilities Optimization (P3) project. Staff are also involved with the development and coordination of the Decision Support Tools (DSTs) which can be used to more effectively make decisions on assets and infrastructure.


Wichita: A Well-Run City B. Provide Support Services 14. Department Administration

VISION

To lead and support the Public Works & Utilities Department’s core services.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Annual Water Consumption Reduction from Conservation Programs

0.35% 1.04% 0.82% 0.12% 0.12% 0.12% B

Difference in Demand Supply in Million Gallons per Day (MGD)

0 (2.5) (2.8) (3.1) (3.5) (3.8) B

Annual Water Conservation Program Cost (Thousands)

$300 $1,173 $100 $100 $100 $100 B

257



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Grant Funds $576,461 $875,830 $425,092 $425,092 $425,092

General Fund 1,176,207 1,601,785 1,265,114 1,286,979 1,314,478

REVENUES $1,752,668 $2,477,615 $1,690,206 $1,712,071 $1,739,570


Contractuals 168,994 240,541 150,388 150,968 147,984

Commodities 15,006 26,283 30,131 30,461 30,461

Capital Outlay 341 2,800 2,700 2,700 2,700

Other 1,397 253,973 629 629 629

EXPENDITURES $1,752,668 $2,477,615 $1,690,206 $1,712,071 $1,739,570

POSITIONS / FTE 25 / 24.00 25 / 24.00 * 21 / 20 21 / 20 21 / 20

* One position is transferred to the Administration Division and three Air Quality grant funded positions are eliminated in the 2020 Revised Budget.

PROGRAM DESCRIPTION: There are three main activities managed by the Environmental Health program. These include air

quality functions, child care inspections, and miscellaneous environmental compliance functions.

ACTIVITY DESCRIPTIONS: There are three distinct functions within the Air Quality activity. Functions include the Ambient Air

Quality Program, the Indoor Air Quality Program and the Hazardous Materials Response Program. The air quality and Hazmat Response programs play a vital role in meeting Federal Clean Air Act requirements and providing technical assistance in times of emergency. Three Air Quality grant funded are eliminated due to lack of grant funds in the 2020 Revised Budget. The Child Care Licensing activity conducts licensing inspections of child care facilities including home-based child care facilities, child care centers, preschools, school age/drop-in programs, and summer camps. This activity provides a regulatory function and offers community services. Regulatory activities are triggered through routine surveys (inspections), KDHE-requested compliance checks, and complaint investigations. Regulatory responsibilities include reporting to KDHE for compliance of state-licensed facilities and enforcement of City codes and ordinances. There are other miscellaneous compliance functions completed under the Environmental Compliance activity. This includes food, tobacco, grease, and swimming pool inspections. In addition, the water quality function performs tests and permitting for private wells. A Division Manager position is reclassified as a Special Projects Coordinator position and transferred to the Administration Division in 2020.


Keeping Wichita Safe C. Provide Non-Core Functions 16. Air Quality

17. Child Care Licensing

18. Environmental Compliance

VISION

Provide world-class programs that advance public and environmental outcomes for the region.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment Child Care Facilities Surveyed Not Requiring Re-Inspection

84% 84% 79% 79% 84% 84% C

Ozone Emissions: Three Year Averages of Fourth Highest Day

0.070 ppb

0.063 0.065 0.063 0.069 0.069 C

Compliance Rate: Refusal to Sell Tobacco to Minors

80% 92% 89% 92% 90% 90% C

258



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Landfill Fund $2,485,387 $3,982,442 $3,982,442 $4,793,811 $2,888,929

REVENUES $2,485,387 $3,982,442 $3,982,442 $4,793,811 $2,888,929


Contractuals 845,827 1,525,004 1,543,854 1,574,408 1,600,802

Commodities 70,774 103,110 97,235 100,312 103,542

Capital Outlay 54,830 108,300 1,000,000 1,080,000 100,000

Other 1,043,895 1,743,895 826,395 1,511,853 540,724

EXPENDITURES $2,485,387 $3,982,442 $3,982,442 $4,793,811 $2,888,929

POSITIONS / FTE 9 / 9.00 9 / 9.00 * 10 / 9.50 10 / 9.50 10 / 9.50

$2,485,387

PROGRAM DESCRIPTION: The City-owned Brooks Landfill was the Municipal Solid Waste (MSW) Landfill for Sedgwick County

from the mid-1960s until 2001. Upon its closure as a MSW landfill, Sedgwick County assumed responsibility for solid waste disposal and implemented a transfer station system to collect and ship trash to landfills outside of Sedgwick County. If the City were to dispose of its construction and demolition waste through the transfer station, operating expenses would increase dramatically, with most of the increase impacting the General Fund. To avoid this costly scenario, the City converted remaining cells at the Brooks Landfill to support a Construction & Demolition (C&D) Landfill. The 325-acre landfill receives non-putrefying waste and friable asbestos, and is the only landfill in the region licensed to accept asbestos.

ACTIVITY DESCRIPTIONS: Landfill Operations and Maintenance is responsible for managing the flow of materials into the

landfill and the associated revenue stream. Operations provide a means of disposal for City waste, primarily street sweepings, in addition to accepting C&D waste and friable asbestos from the public. Annually, the landfill takes in about 90,000 tons of waste and collects over $1.5 million in revenues. The C&D landfill is the only landfill in the region licensed to accept asbestos. The primary maintenance activity at the C&D landfill is covering active waste dumping areas. City street sweeping activity provides cover material, avoiding the costly alternatives of disposal of the sweepings and also the purchase of cover material. Landfill staff also maintain access to active dumping areas and access to adjacent properties for sand mining activities.


Building Dependable Infrastructure B. Provide Support Services 19. Landfill Operations and Maintenance

VISION

To oversee operation of the Construction & Demolition Landfill cells at the Brooks Landfill site.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Construction and Demolition Waste Received (in Tons)

100,000 87,922 86,338 98,828 90,000 90,000 B

Savings from Using Street Sweeping Material for Landfill Cover (in Thousands)

$1,100 $624 $459 $605 $600 $600 B

Operating and Maintenance Annual Net Revenue per Ton of Waste Received

$4.62 $9.88 $12.73 $17.20 $13.00 $13.00 B

259



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Landfill Post Closure Fund $435,412 $9,345,114 $1,391,080 $8,727,775 $1,340,801

REVENUES $435,412 $9,345,114 $1,391,080 $8,727,775 $1,340,801


Contractuals 161,284 814,736 716,772 731,229 746,227

Commodities 21,738 10,716 60,916 61,080 61,359

Capital Outlay 131 102,850 192,850 552,850 102,850

Other 0 8,150,000 150,000 7,108,500 150,000

EXPENDITURES $435,412 $9,345,114 $1,391,080 $8,727,775 $1,340,801

POSITIONS / FTE 3 / 3.00 3 / 3.00 3 / 3.00 3 / 3.00 3 / 3.00

PROGRAM DESCRIPTION: The City-owned Brooks Landfill was the Municipal Solid Waste (MSW) Landfill for Sedgwick County

from the mid-1960s until 2001. Upon closure, the cells were capped with a waterproof barrier, clay cover material, and top layer of grass. The site also contains numerous ground water sampling wells to monitor for contaminants, a landfill gas extraction system, and a remediation system to treat previously discovered groundwater contamination. Additionally, the City of Wichita is responsible for post closure maintenance at the Chapin Landfill, which preceded Brooks Landfill.

ACTIVITY DESCRIPTION: According to State and Federal regulations, the City is required to perform site Post-Closure

Maintenance and Repairs, as well as environmental monitoring and any necessary remediation activities at the Brooks site for 30 years after closure. Routine activities include inspection, mowing, groundwater sampling, and maintenance of the gas extraction system. Staff also provides post closure maintenance at Chapin Landfill, which preceded Brooks as the county-wide MSW landfill. Inspectors at the Brooks site are trained to prevent groundwater contamination. The utilization of maintenance and repairs can prevent problems associated with drainage, erosion, and slope instability that can lead to groundwater pollution, as well as assure compliance with local, state, and federal regulations. Staff also manage contractual services as well as ensure regular and cost-effective maintenance.


Building Dependable Infrastructure B. Provide Support Services 20. Post-Closure Maintenance and Repairs

VISION

Provide adequate construction and demolition landfill facilities for City and public waste, and manage the long-term closure process of past and current landfill facilities.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Number of Violation Notices Issued by KDHE 0 0 0 0 0 0 B

Average per Well Groundwater Monitoring Costs

$1,000 $629 $617 $613 $800 $800 B

260



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Environmental TIF Funds $1,358,242 $26,042,703 $16,325,337 $26,493,617 $3,691,477

REVENUES $1,358,242 $26,042,703 $16,325,337 $26,493,617 $3,691,477


Contractuals 513,297 4,076,850 9,200,468 4,389,114 2,883,972

Commodities 39,301 114,850 114,850 115,100 115,500

Capital Outlay 702 197,497 197,497 203,297 203,297

Other 804,942 21,653,506 6,812,522 21,786,106 488,708

EXPENDITURES $1,358,242 $26,042,703 $16,325,337 $26,493,617 $3,691,477

POSITIONS / FTE 0 / 0.00 0 / 0.00 0 / 0.00 0 / 0.00 0 / 0.00

PROGRAM DESCRIPTION: State statute (K.S.A 12-1771a) allows the City to fund the cleanup of an environmentally contaminated

area using a special type of Tax Increment Financing (TIF). Environmental tax increment (decrement) financing involves the restoration of property values for properties in a contaminated area to their pre-contamination tax levels. Then, a 20% increment of property tax produced by the “re-established” valuation is used to pay cleanup costs. The 20% level is linked to the tax values that were present at the time of inception of the TIF and does not increase as market property values escalate.

ACTIVITY DESCRIPTIONS: This activity manages two large environmental remediation projects known as the Gilbert & Mosley

project and the North Industrial Corridor project. The City accepted responsibility and entered into Settlement Agreements for these two large environmental remediation projects to protect human health and the environment, ensure the continued economic growth of the City, and meet regulatory requirements established by the Kansas Department of Health and Environment (KDHE) and the Environmental Protection Agency (EPA). If the City were to fail to comply with the KDHE approved remedial actions or fail to meet the time frame established in the agreements, KDHE could impose a fine until the City complies with the agreements. TIF District One was established in 1991 to fund the clean up of groundwater contamination in the Gilbert & Mosley site. Gilbert & Mosley is located through the central corridor of Wichita and extends south to the Big Arkansas River. It encompasses most of the downtown core area and all of the Old Town Redevelopment District. TIF District Two was established in January 1996 to fund the clean up of groundwater contamination in the North Industrial Corridor. The North industrial Corridor is located directly north of the Gilbert & Mosley site and encompasses the northern industrial area of Wichita and the rail corridor. It extends from 2nd Street north to 45th Street.


Keeping Wichita Safe B. Provide Support Services 21. Gilbert & Mosley

22. North Industrial Corridor

VISION

To assess and remediate environmental contamination.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Cost per Thousand Gallons Treated at Gil-Mo $0.25 $0.77 $0.65 $0.64 $0.79 $0.79 B

Cost per Thousand Gallons Treated at NIC $1.20 N/A N/A N/A N/A $1.19 B

261



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Flood Control Fund $1,968,933 $2,297,166 $2,297,166 $2,121,852 $2,160,654

REVENUES $1,968,933 $2,297,166 $2,297,166 $2,121,852 $2,160,654


Contractuals $439,671 $614,643 $565,820 $609,094 $613,665

Commodities $309,106 $318,200 $318,200 $318,200 $318,200

Capital Outlay $6,854 $9,350 $9,350 $9,350 $9,350

Other $0 $0 $38,534 $0 $0

EXPENDITURES $1,968,933 $2,297,166 $2,297,166 $2,121,852 $2,160,654

POSITIONS / FTE 18 / 18.00 18 / 18.00 18 / 18.00 18 / 18.00 18 / 18.00

PROGRAM DESCRIPTION: The Flood Control Program inspects, operates, and maintains the M.S. Mitch Mitchell Flood Control

Project in accordance with standards established by the U.S. Army Corps of Engineers (USACE). The project was completed in 1959 as a

joint undertaking of the USACE, Sedgwick County, and the City of Wichita. The Project includes the M.S. Mitch Mitchell Floodway (“Big Ditch”)

and the Big and Little Arkansas Rivers from Valley Center to Derby. This Project aims to control large-scale floods that have historically

caused damage to the core areas of Wichita. Wichita’s location at the confluence of the Arkansas Rivers necessitated construction of the

Floodway, which was completed between 1950 and 1959 by the USACE.

ACTIVITY DESCRIPTIONS: The Flood Control System is funded equally by the City of Wichita and Sedgwick County.

Maintenance includes mowing, cleaning, inspecting, and repairing drainage structures, grading levees and roadways, repairing erosion, stabilizing banks, and repairing fences and gates. The Floodway must pass annual USACE inspections and be in accordance with the USACE permit schedule. Any deficiencies identified by the USACE must be corrected. The Program must also ensure compliance with the City of Wichita’s NPDES permit. FEMA requires the levees be certified as having the ability to contain a 100-year flood. The Flood Control Program also coordinates with the Sedgwick County Drainage Task Force to address policy and technical issues associated with stormwater management.


Building Dependable Infrastructure A. Manage Infrastructure 23. Flood Control System

VISION

To reduce flooding hazards by maintaining the M.S. Mitch Mitchell Floodway


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

In-Town Mowing Rotations during Growing Season

3.0 3.0 3.0 3.0 3.0 3.0 A

Rounds of Structure Inspections 4.0 15.5 22.0 22.8 8.0 8.0 A

262



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Sewer Fund $34,250,482 $34,681,914 $34,308,849 $36,874,283 $39,511,326

REVENUES $34,250,482 $34,681,914 $34,308,849 $36,874,283 $39,511,326


Contractuals 4,154,330 3,017,903 4,126,847 4,298,847 3,870,117

Commodities 134,173 131,523 132,643 133,429 134,232


Other 27,312,479 28,772,472 27,475,630 29,791,816 32,810,765

EXPENDITURES $34,250,482 $34,681,914 $34,308,849 $36,874,283 $39,511,326

POSITIONS / FTE 0 / 0.00 0 / 0.00 0 / 0.00 0 / 0.00 0 / 0.00

PROGRAM DESCRIPTION: The Sewer Administration Program is not staffed, but it covers many notable expenses from the Sewer

Utility Fund. The largest component of the budget are debt service payments to retire past and future debt incurred when improving the City’s sewer system capital needs. In addition, the Water Utility Fund and General Fund are reimbursed by the Sewer Utility Fund for shared staff and associated contractuals and commodities expenses. The Sewer Utility transports sewage through over 2,000 miles of collection mains and 57 lift stations for processing at five treatment plants. Different treatment processes prepare the waste to be used as fertilizer or graywater for industrial operations, or to be safely returned to the environment. Wastewater treatment operations require four federally issued permits and are subject to compliance with state and federal regulations pertaining to clean water, public health, and environmental protection.

ACTIVITY DESCRIPTIONS: Sewer Administration provides administrative support and oversight to the overall Sewer system. The

Sewer Administration Program also provides debt financing of sewer infrastructure capital improvements. These activities are important in deciding the timeline for Capital Improvement Program projects to work on new and existing sewer infrastructure, planning future debt service, maintaining the Sewer Fund, and providing administrative and financial support to Sewer Maintenance and Sewage Treatment.


Building Dependable Infrastructure A. Manage Infrastructure 24. Sewer Administration

VISION

To provide quality, reliable sewer service at a reasonable cost.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Sewer Rates as Percentage of Median Household Income

1.05% 0.77% 0.81% 0.77% 0.82% 0.82% A

263



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Sewer Fund $7,246,790 $8,340,705 $8,367,824 $8,550,067 $8,747,952

REVENUES $7,246,790 $8,340,705 $8,367,824 $8,550,067 $8,747,952


Contractuals 624,176 726,703 693,385 730,210 730,900

Commodities 527,101 592,635 642,635 650,025 651,025

Capital Outlay 1,224,680 1,213,750 1,259,910 1,259,910 1,259,910

Other 0 0 0 0 0

EXPENDITURES $7,246,790 $8,340,705 $8,367,824 $8,550,067 $8,747,952

POSITIONS / FTE 86 / 86.00 86 / 86.00 86 / 86.00 86 / 86.00 86 / 86.00

PROGRAM DESCRIPTION: The Wastewater Collection System Program operates and maintains a network of over 2,000 miles of

pipe. The network collects wastewater from each customer’s property and transports it to the treatment plants. Program staff respond to

reports of backups and odors, and clean the sewer system on a regular schedule to prevent stoppages. Staff also routinely inspect the system

using remote controlled television cameras to determine if repairs or rehabilitation are needed. Rate revenues are the ultimate source of

funding for wastewater collection and maintenance activities. To meet customer expectations, the Program carefully balances maintenance

activities, infrastructure materials, and equipment, while considering necessary upgrades and expansion.

ACTIVITY DESCRIPTIONS: The Wastewater Collection System requires operations as well as maintenance and repairs. Staff

routinely clean collection pipelines to keep wastewater flowing freely through the system. The cleaning process involves chemical application

to control invasive roots, manual cutting or removal of materials impeding flow, and pipe flushing. Staff also respond to emergency breaks and

reports of system stoppages as needed. The collection system is routinely inspected and City staff perform point repairs and replace short

sections of pipeline as needed. Major repairs and replacements are contracted through an ongoing Capital Improvement Program project.

Proper maintenance and repairs help minimize stoppages and leaks while preserving capacity to respond to customer complaints efficiently

and effectively. Staff are provided with necessary training, equipment, and management oversight to ensure that work is completed safely and

in compliance with all pertinent local, state, and federal rules and regulations.


Building Dependable Infrastructure A. Manage Infrastructure 25. Wastewater Collection System

VISION

To maintain Wichita’s network of sewer lines.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Number of Stoppages 130 120 113 125 150 140 A

Percent of Sewer System Receiving Annual Maintenance

28% 35% 37% 37% 33% 33% A

264



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Sewer Fund $15,033,789 $15,707,734 $15,815,189 $16,238,608 $16,467,844

REVENUES $15,033,789 $15,707,734 $15,815,189 $16,238,608 $16,467,844


Contractuals 5,588,044 5,748,957 6,017,640 6,273,886 6,307,255

Commodities 3,042,844 3,490,260 2,940,260 2,951,350 2,952,350

Capital Outlay 1,842,543 1,796,860 2,250,700 2,331,040 2,331,040

Other 0 0 0 0 0

EXPENDITURES $15,033,789 $15,707,734 $15,815,189 $16,238,608 $16,467,844

POSITIONS / FTE 61 / 60.50 61 / 60.50 61 / 60.50 61 / 60.50 61 / 60.50

PROGRAM DESCRIPTION: The Wastewater Treatment Program treats about 35-40 million gallons per day (MGD) of wastewater

and has historically maintained an exceptional compliance rate at its five treatment facilities. Program staff maintain all equipment and facilities and are able to perform some repairs. Large-scale repairs and replacements are handled through the Capital Improvement Program projects. Program staff increase community awareness of water issues and operations through community education efforts and by providing timely and appropriate responses to customer comments. Technological improvements and efficiencies are implemented whenever possible to improve service. Wastewater is treated and disposed of by environmentally conscious processes that release as few odors as possible.

ACTIVITY DESCRIPTIONS: Wastewater Treatment includes operations as well as maintenance and repairs. Wastewater is

treated by various processes at five different treatment plants depending on the intended type of disposal, which could be fertilizer, effluent reuse, or environmental release. Operations are staffed 24 hours per day, year round, and must comply with numerous federal and state regulations. Processing equipment and facilities are routinely inspected and preventatively maintained to ensure continuous compliance with regulations and performance of safe treatment operations. All federal and state regulations are expected to be met. Corrective maintenance and repairs are made by City staff and contracted service providers. Some costs are paid out of the operating budget and others are planned in the Capital Improvement Program, with rate revenues being the ultimate funding source for both.


Building Dependable Infrastructure A. Manage Infrastructure 26. Wastewater Treatment

VISION

To treat the City’s wastewater, while protecting the environment with proficiency and integrity, in order to provide a higher standard of public health for current and future generations.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Percentage of Days in Regulatory Compliance 100% 100% 100% 100% 100% 100% A

Operating and Maintenance Costs per Million Gallons Treated System-wide

$2,233 $1,268 $1,298 $1,227 $1,264 $982 A

265



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Water Fund $46,221,149 $55,437,613 $54,219,831 $55,157,449 $59,125,322

REVENUES $46,221,149 $55,437,613 $54,219,831 $55,157,449 $59,125,322


Contractuals 3,446,112 3,721,878 4,211,365 4,041,397 3,742,898

Commodities 0 1,000 1,000 1,000 1,000


Other 42,542,547 51,476,433 49,767,466 50,872,493 55,137,168

EXPENDITURES $46,221,149 $55,437,613 $54,219,831 $55,157,449 $59,125,322

POSITIONS / FTE 0 / 0.00 0 / 0.00 0 / 0.00 0 / 0.00 0 / 0.00

PROGRAM DESCRIPTION: The Water Administration Program is not staffed, but covers many notable expenses from the Water

Utility Fund. The largest component of the budget is debt service payments. Water Administration covers all expenditures to retire past and future debt incurred when improving the City’s water system capital assets. Revenue reflected by the Water Administration budget supports Water Administration, Water Systems Planning, Water Production, Water Distribution, and Utility Operations. The City Call Center was moved to the City Manager’s Office in 2018, but the Water Administration budget will fund utility-related activities through an annual transfer. The Water Utility provides drinking water by obtaining raw water, treating it, and distributing the finished water to thousands of direct and wholesale customers. Water treatment and use of natural resources are subject to state and federal regulations. To ensure long-term sustainability of water resources, the Water Utility encourages conservation through customer incentive programs, public education efforts, and the restrictions defined in the adopted Drought Response Plan as needed.

ACTIVITY DESCRIPTIONS: Water Administration provides administrative support, as well as oversight, to the overall Water

system. The Water Administration Program also provides financial support through the debt financing of water infrastructure capital improvements. These activities are important in deciding the timeline for Capital Improvement Program projects to work on new and existing water infrastructure, planning future debt service, maintaining the Water Fund, and providing administrative and financial support to Water Systems Planning, Water Production, and Water Distribution.


Building Dependable Infrastructure A. Manage Infrastructure 27. Water Administration

VISION

To provide safe and reliable drinking water at a reasonable cost.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Water Rates as Percentage of Median Household Income

0.76% 0.86% 0.87% 0.87% 0.87% 0.87% A

266



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Water Fund $521,252 $981,523 $867,697 $911,673 $926,767

REVENUES $521,252 $981,523 $867,697 $911,673 $926,767


Contractuals 198,045 303,265 294,445 296,476 297,051

Commodities 24,517 39,705 39,705 40,140 40,140

Capital Outlay 1,302 13,110 13,110 13,110 13,110

Other 0 0 0 0 0

EXPENDITURES $521,252 $981,523 $867,697 $911,673 $926,767

POSITIONS / FTE 14 / 14.00 14 / 14.00 14 / 14.00 * 15 / 15.00 15 / 15.00

* An Engineering Aide III is added to enhance utility location in the 2020 Revised Budget.

PROGRAM DESCRIPTION: Water Systems Planning Program ensures the water and wastewater systems meet current and future

demands by facilitating regular Master Plan updates, assisting in the development plans of the City, and managing water conservation efforts. Program staff gather and analyze data from maintenance records, construction projects, field staff repairs, and inspections. This data analysis informs future infrastructure projects and ensures complete and accurate system data. The Program ensures the City is prepared to meet future capacity needs, while also assisting with the maintenance of existing capital assets.

ACTIVITY DESCRIPTIONS: Water Systems Planning assists with asset management of all utility infrastructure by planning future

improvements based on replacement needs and growth projections, and reviewing construction plans to ensure compliance with regulations and standards for both public and private projects. The goal of the water conservation activity is to protect natural water resources long-term, as well as in periods of drought. Locating services involve locating and marking water mains and services, sewer mains, and raw water mains. Locate tickets can be initiated by other utilities, contractors, and individuals.


Building Dependable Infrastructure A. Manage Infrastructure 28. Water Systems Planning

VISION

To plan the future of the water and wastewater systems and design current projects.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Water Distribution System Renewal and Replacement Rate

2.40% 1.37% 2.46% 2.01% 1.69% 1.69% A

Sewage Collection System Renewal and Replacement Rate

2.50% 1.44% 1.75% 1.75% 1.74% 1.74% A

Utility Errors per 1,000 Locate Requests ≤1.0 0.23 0.57 0.83 0.81 0.81 B

267



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Water Fund $14,829,072 $17,120,543 $15,870,881 $16,149,974 $16,436,571

REVENUES $14,829,072 $17,120,543 $15,870,881 $16,149,974 $16,436,571


Contractuals 6,623,577 7,147,295 6,513,291 6,640,176 6,745,596

Commodities 3,085,267 3,813,022 3,313,022 3,388,203 3,458,203

Capital Outlay 783,383 1,573,075 1,573,075 1,573,075 1,573,075

Other 0 50,000 50,000 50,000 50,000

EXPENDITURES $14,829,072 $17,120,543 $15,870,881 $16,149,974 $16,436,571

POSITIONS / FTE 53 / 53.00 53 / 53.00 53 / 53.00 53 / 53.00 53 / 53.00

PROGRAM DESCRIPTION: The Water Production Program is responsible for operation and maintenance of the facilities that

provide potable water to the City of Wichita and its customers. These facilities include: Cheney pump station and ozone facilities; the Equus Beds well field; the electrical power distribution system; ASR project facilities; raw water transmission pipelines; water treatment and hydroelectric plants; below ground and elevated storage tanks; high service electrical systems; and booster pump stations. Water Production complies with all federal and state regulations, monitors system demand to ensure proper treatment and capacity that meets or exceeds customer needs and all environmental health regulations, and minimizes costs.

ACTIVITY DESCRIPTIONS: Water Production and Pumping operations involves raw water from the Arkansas River alluvium

aquifer, the Equus Beds aquifer, and the Cheney Reservoir being pumped to the Water Treatment Plant where it undergoes several treatment processes until it complies with the regulations of the Federal Safe Drinking Water Act. Production and treatment operations are staffed 24 hours per day, year-round. Maintenance and repairs of pipelines, valves, pumps, facilities, equipment, and other appurtenances is performed by City staff and contracted service providers. Some costs are paid out of the operating budget and others are programmed in the Capital Improvement Program, with rate revenues being the ultimate funding source for both.


Building Dependable Infrastructure A. Manage Infrastructure 29. Water Production and Pumping

VISION

To secure a reliable water supply for Wichita water customers.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Peak Demand as a Percentage of Maximum Treatment Capacity

<75.0% 49.9% 48.9% 48.8% 75.0% 75.0% A

Operating and Maintenance Costs per Million Gallons Treated

$439 $467 $480 $476 $532 $558 A

Operating and Maintenance Costs per Million Gallons Treated System-wide

$2,240 $1,667 $1,687 $1,715 $1,822 $1,876 A

268



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Water Fund $13,842,773 $14,854,046 $15,209,873 $15,129,510 $15,340,350

REVENUES $13,842,773 $14,854,046 $15,209,873 $15,129,510 $15,340,350


Contractuals 1,901,130 3,329,824 3,400,490 3,411,251 3,407,944

Commodities 3,182,180 3,565,889 4,076,216 4,088,140 4,089,338

Capital Outlay 3,985,116 1,410,000 1,660,000 1,410,000 1,410,000

Other 0 0 0 0 0

EXPENDITURES $13,842,773 $14,854,046 $15,209,873 $15,129,510 $15,340,350

POSITIONS / FTE 102 / 102.00 102 / 102.00 102 / 102.00 102 / 102.00 102 / 102.00

PROGRAM DESCRIPTION: The Water Distribution Program and maintains a pipe network that transports potable water from the

water treatment plant to customers in an approximately 200 square mile area, both inside and outside the city limits. The Program maintains approximately 44,000 valves, 14,000 fire hydrants, and more than 2,400 miles of pipe. Program staff read approximately 150,000 meters every month. Program staff also respond to customer requests for service, perform spot repairs and pipe replacements, test meters, install new service connections, and diagnose distribution systems issues.

ACTIVITY DESCRIPTIONS: Water Distribution operations include meter reading, replacement, and testing. Staff dispatch and

respond to emergency leaks and breaks, install new taps, and turn water service on and off for customers. Distribution system pipelines are routinely inspected and valves are routinely exercised. Maintenance and repairs of pipelines, valves, hydrants, and meters, are performed by City staff, along with some replacements. Large-scale or specialized work is contracted through an ongoing Capital Improvement Program project.


Building Dependable Infrastructure A. Manage Infrastructure 30. Water Distribution System

VISION

To safely and reliably deliver potable water to Wichita water customers.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Leaks and Pipeline Breaks per 100 Linear Miles of Distribution Piping

28.0 18.0 20.0 11.0 22.0 21.0 A

Percentage of Non-Critical System Valves Exercised

20% 32% 6% 16% 20% 25% A

269



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Water Fund $2,016,705 $2,375,609 $2,338,293 $2,439,665 $2,492,924

REVENUES $2,016,705 $2,375,609 $2,338,293 $2,439,665 $2,492,924


Contractuals 1,343,054 1,596,547 1,559,476 1,644,856 1,682,854

Commodities (4,052) (2,138) (1,346) (1,346) 4,796

Capital Outlay 253 28,280 8,280 8,280 8,280

Other 0 0 0 0 0

EXPENDITURES $2,016,705 $2,375,609 $2,338,293 $2,439,665 $2,492,924

POSITIONS / FTE 17 / 17.00 17 / 17.00 17 / 17.00 17 / 17.00 17 / 17.00

PROGRAM DESCRIPTION: The Utility Operations Program is responsible for maintaining fiscal accountability for the Sewer and

Water Funds, including revenue management, providing accounting oversight, and customer account support. Responsibilities are accomplished through monitoring bond covenant compliance, projecting debt service coverage ratios, billing customers based on approximately 150,000 meter readings per month, and managing a budgeted revenue stream of approximately $161 million in 2019.

ACTIVITY DESCRIPTIONS: Utility Operations provides monthly billing of all water, sewer, and stormwater services through its

utility billing activity. Utility Operations also provides customer support to citizens, such as move in/out orders, management of automatic payment options, collection of overdue accounts, leak adjustments, or dispatching of emergency situations. Utility Operations also provides financial support to the Water and Sewer Utilities. This support includes accounts payable, capital project administrative oversight, payment of state and local sales taxes, and preparation of various financial reports. Utility Operations also track economic, financial, and climatic trends to provide accurate forecasts of year-end financial positions, as well as ensure the financial viability of the utilities.


Building Dependable Infrastructure B. Provide Support Services 31. Utility Billing

VISION

To oversee the financial activity of the Sewer and Water Utilities.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Utility Return on Assets 1.5% 2.4% 2.2% 2.1% 2.3% 2.2% B

Combined Sewer and Water Rates $106.04 $63.35 $68.70 $69.97 $72.07 $74.23 B

Combined Sewer and Water Rates as Percentage of Median Household Income

1.72% 1.63% 1.68% 1.64% 1.69% 1.69% B

270



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Water Fund ($452,047) $1,375,000 $1,325,146 $1,326,198 $1,339,897

REVENUES ($452,047) $1,375,000 $1,325,146 $1,326,198 $1,339,897


Contractuals (528,296) 684,692 682,003 683,210 691,524

Commodities (88,384) 10,000 10,000 10,000 10,000

Capital Outlay 11,893 100,000 100,000 100,000 100,000

Other 0 0 0 0 0

EXPENDITURES ($452,047) $1,375,000 $1,325,146 $1,326,198 $1,339,897

POSITIONS / FTE 8 / 8.00 8 / 8.00 * 7 / 7.00 7 / 7.00 7 / 7.00

* A Division Manager position is reclassified as a Special Projects Coordinator position and is transferred to the Administration Division in the 2020 Revised Budget.

PROGRAM DESCRIPTION: The City Council authorized a five-year Utilities Optimization Program (UOP) Phase 2, which began in

fall of 2018, focused initially on efforts to optimize operations and maintenance practices of water and wastewater divisions. Reductions in energy consumption, chemical usage, overtime, and other expenses – combined with identification of new revenue – is expected to provide $3.0 million in annual cost savings. Improvements to preventative maintenance practices through better work order management and standard operating procedures should extend asset life, resulting in $3.5 million in modeled cost savings. In total, the operations and maintenance optimization is expected to achieve $6.5 million in annual savings. This effort will also include CIP project delivery optimization related to design, financing, and construction of capital projects.

ACTIVITY DESCRIPTIONS: Chemical Reduction—projects resulting in chemical reductions or lower chemical cost have been

implemented or are in progress. Energy Reductions – a number of energy efficiency projects have been completed by staff. In addition, a team of contracted energy consultants has completed investment-grade energy audits of three utility sites. Staff will be reviewing energy efficiency or cost reduction options for feasibility and return on investment and selecting projects for implementation in 2020 and 2021. Revenue Identification - Fee revisions and associated ordinance changes were approved in 2019. Also, water meter change-out projects have been accelerated in 2019 and 2020 to ensure accurate billing for large volume customers, resulting in additional revenue. Computerized Maintenance Management System (CMMS) Implementation – a CMMS is being implemented in 2019-2020, with an accompanying training program to fully utilize work order and maintenance management reporting. Standard Operating Procedure Implementation - Standard Operating Procedures (SOP) and associated training programs are being developed in conjunction with the CMMS; SOPs streamline and standardize preventative maintenance. Capital Project Management of new water plant and BNR facility upgrades – RFPs, contracts, funding mechanisms, and construction management processes synced to manage short-term and long-term costs in a way that is consistent with rate decisions.


Building Dependable Infrastructure A. Manage Infrastructure 32. Chemical Reductions

33. Energy Reductions

34. CMMS Implementation

35. SOP Implementation

36. New Water Plan

Wichita: A Well-Run City A. Manage Infrastructure 37. Revenue Identification

VISION

To optimize operations and maintenance practices of water and wastewater utilities will be improved, the life of existing infrastructure will be extended, and critical new infrastructure will be built.

271



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Storm water Utility Fund $10,252,311 $24,890,811 $13,815,014 $24,328,154 $13,480,136

REVENUES $10,252,311 $24,890,811 $13,815,014 $24,328,154 $13,480,136


Contractuals 2,872,611 3,134,941 3,493,467 3,547,369 3,572,738

Commodities 308,137 343,542 343,542 345,821 345,821

Capital Outlay 446,360 463,350 463,350 463,350 463,350

Other 3,949,799 18,013,157 6,585,174 17,018,480 6,066,295

EXPENDITURES $10,252,311 $24,890,811 $13,815,014 $24,328,154 $13,480,136

POSITIONS / FTE 37 / 37.00 37 / 37.00 37 / 37.00 37 / 37.00 37 / 37.00

PROGRAM DESCRIPTION: The Stormwater Utility Program is responsible for the construction, reconstruction, and maintenance of

the City’s stormwater drainage system. The utility is required to comply with the terms and conditions of the National Pollut ions Discharge Elimination System (NPDES) Water Quality Discharge Permit.

ACTIVITY DESCRIPTIONS: Stormwater System staff are responsible for maintaining stream ways and stormwater infrastructure.

The maintenance of infrastructure also involves responding to public inquiries regarding drainage issues and flood mapping, participating in public education efforts, and managing infrastructure renewal and replacement. The Stormwater Utility also maintains compliance with the City’s NPDES permit, including implementing best practices, completing annual reports, and maintaining compliance with all other local, state, and federal rules and regulations. .


Building Dependable Infrastructure A. Manage Infrastructure 38. Storm water System

VISION

To protect the health, safety, and welfare of the public by providing adequate drainage and flood control and to reduce the pollution of our nation’s waterways by implementing a comprehensive storm water quality management program as required by the Clean Water Act.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Percentage of Inventoried Equivalent Residential Units (ERU) Collected

100% 96% 97% 97% 100% 100% A

Construction Site Inspections that Trigger Notices of Violation

0.0% 36% 30% 27% 30% 30% A

Storm water Maintenance Backlog (in Millions) $56 $56 $56 $56 $56 $56 A

272



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Fleet Fund $14,652,841 $17,799,301 $15,226,592 $17,053,907 $16,540,345

REVENUES $14,652,841 $17,799,301 $15,226,592 $17,053,907 $16,540,345


Contractuals 1,383,755 1,224,012 1,372,889 1,397,673 1,419,025

Commodities 6,028,820 6,586,050 5,724,470 6,568,867 6,768,266

Capital Outlay 3,137,057 3,820,100 3,378,100 3,378,100 3,378,100

Other 421,383 2,888,938 1,422,362 2,272,362 1,422,362

EXPENDITURES $14,652,841 $17,799,301 $15,226,592 $17,053,907 $16,540,345

POSITIONS / FTE 48 / 48.00 48 / 48.00 48 / 48.00 48 / 48.00 48 / 48.00

PROGRAM DESCRIPTION: The Fleet Program is responsible for vehicles, wheeled equipment, and light equipment used by most

of the City of Wichita operating departments. Responsibilities include procurement and replacement, maintenance and repairs, centralized fuel services, and used asset disposal. There are more than 2,300 assets managed by the fleet program, along with 26 fueling locations throughout the City. There are five fleet shops performing this work. There are seven asset classes of equipment and vehicles managed by the fleet program, which has been certified by the National Institute for Automotive Service Excellence (ASE) as a Blue Seal operation.

ACTIVITY DESCRIPTIONS: Fleet Maintenance and Repairs includes acquisition/replacement, fuel services, and used asset

disposal. A predictive analytics model has been developed to optimize asset replacements in a way that minimizes downtime and total costs. Disposed assets are liquidated during semi-annual auctions to ensure the highest value for the City. Finally, the City’s centralized fuel operation is managed by the fleet program. This includes inventory tracking, ordering, billing, and maintenance of fuel pumps and the fuel management system. Most employees are dedicated to maintenance and repairs, including corrective maintenance or preventative maintenance. This ensures compliance with warranty requirements and keeps assets in use for fleet customers. Costs are covered via an internal service fund that charges monthly rates to fleet users.


Building Dependable Infrastructure A. Manage Infrastructure 39. Fleet Maintenance and Repairs

VISION

Be one of the leading fleets in America by maximizing service levels through minimization of downtown and total lifecycle costs.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Fleet Maintenance Expenditures per Vehicle $3,100 $3,864 $3,914 $4,184 $4,393 $4,613 A

Fleet Available for Use 95.0% 97.4% 97.2% 96.7% 95.0% 95.0% A

Fleet Current on Preventative Maintenance Services

95% 96% 96% 96% 95% 95% A

273


Total Authorized Positions/Full-Time Equivalents = 763 / 757.25 FTE (8 / 7 FTE) 3

1 Positions included with PW&U Administration. TIF = Tax Increment Financing.

2 Position included with Engineering. M.S. M. M. = M.S. Mitch Mitchell Floodway.

3 Non-locally funded positions.

City Manager

Director of Public

Works & Utilities 1

Assistant PWU Director

Maintenance 1

Assistant PWU Director

Environmental 1

Pavement Maintenance

75 / 75 FTE

City Engineer 2

Engineering 2

Stormwater Utility

75 / 72.75 FTE 37 / 37 FTE

M.S. M. M. Floodway

18 / 18 FTE

Street Lighting

0 / 0 FTE

PW&U Administration 1

Water Production

9/ 9 FTE 53 / 53 FTE

61 / 60.50 FTE

Water Systems Planning

15 / 15 FTE

Wastewater Treatment

Sewer Administration Environmental Health

0 / 0 FTE 21 / 20 FTE (8 / 7 FTE)3

Env. Health TIF

Construction &

Demolition Landfill

Utilities Operations

17 / 17 FTE

0 / 0 FTE 0 / 0 FTE

Landfill Post Closure

3 / 3 FTE

Water Administration

Utility Optimization

7 / 7 FTE

10 / 10 FTE

102 / 102 FTE

Water Distribution

Signs and Signals

20 / 20 FTE

Pavement Cleaning

22 / 22 FTE

Snow & Ice Removal

0 / 0 FTE

Facility Maintenance

84 / 82 FTE

Fleet Maintenance

48 / 48 FTE

Wastewater Maintenance

86 / 86 FTE

274



Department Director E83 1 1 1 Administrative Assistant 2,3 1928 3 3 3

Assistant Department Director 1D72 3 3 3 Child Development Specialist 1927 2 2 2

City Engineer 1D72 1 1 1 Community Health Nurse I 1927 3 3 3

Senior Division Manager 1D71 4 4 4 Administrative Aide III 1926 2 2 2

Division Manager 1D63 5 5 5 Information Systems Coordinator 1926 2 2 2

Division Manager 4 1D62 5 4 4 Electrical Technician 1627 4 4 4

Division Manager 1D61 2 2 2 Electronics Technician III 1627 7 7 7

Program Manager 8 1D61 2 3 3 Engineering Technician II 1626 14 14 14

Section Engineer 1D61 4 4 4 Maintenance Technician 1626 3 3 3

Principal Planner 1C45/1C52 2 2 2 Electronics Technician II 1625 3 3 3

Senior Engineer 1 1C52 2 3 3 Public Health Sanitarian I 2625 5 5 5

Env. Svs. Program Supervisor 5 1C51 1 0 0 Signal Electrician 2625 5 5 5

Env. Sciences Administrator 1C51 2 2 2 Engineering Technician I 1624 9 9 9

Senior Management Analyst 1C51 1 1 1 General Supervisor II 1624 32 32 32

Env. Remediation Administrator 1C45 1 1 1 Mechanic Supervisor 1624 3 3 3

Senior Engineer 1C45 2 2 2 Administrative Aide II 10 1623 14 15 15

Special Projects Engineer 4 1C45 2 2 2 General Supervisor I 1623 9 9 9

Gen. Maint. Supervisor II 2 1C44 11 11 10 Street Inspector 1623 4 4 4

Geologist 1C44 1 1 1 Body Shop Mechanic II 2623 1 1 1

Program Coordinator (Energy) 3 1C44 1 1 1 Electrician II 2623 7 7 7

Senior Management Analyst 9 1C44 2 3 3 Engineering Aide III

7 2623 20 20 21

Special Projects Coordinator 1C44 2 3 3 Heating & Air Cond. Mechanic 2623 5 5 5

Civil Engineer 1C43 4 4 4 Mechanic III 11 2623 10 9 9

Division Supervisor 1C43 3 3 3 Plumber 2623 4 4 4

Environmental Quality Specialist 5 1C43 3 1 1 Body Shop Mechanic I 2622 1 1 1

Senior Environmental Scientist 1C43 3 3 3 Inspector 2622 2 2 2

Senior Fiscal Analyst 9 1C43 2 1 1 Mechanic II

11 2622 15 13 13

Engineer 1C42 10 10 10 Plant Operator 2622 22 22 22

General Maintenance Supervisor I 11 1C42 7 8 8 Sewer Line Technician 2622 13 13 13

Environmental Scientist 1C41 8 8 8 Account Clerk III 1621 6 6 6

Environmental Services Specialist 8 1C41 2 1 1 Administrative Secretary 1621 1 1 1

Gen. Maint. Supervisor I 1C41 5 5 5 Custodial Supervisor 1621 2 2 2

Management Analyst 1C41 1 1 1 Electrician I 1621 1 1 1

Community Health Nurse II 1929 1 1 1 Maintenance Mechanic 2621 38 38 38

Right-of-Way & Utility Coordinator 1929 1 1 1 Radio Dispatcher 2621 4 4 4

275



Senior Storekeeper 11 2621 6 5 5 Maintenance Worker 2617 26 26 26

Sign Painter 2621 1 1 1 Laborer 2616 30 30 30

Administrative Aide I 1620 3 3 3 Service Attendant 2616 4 4 4

Engineering Aide II 2620 15 15 15 Custodial Worker I 2615 14 14 14

Equipment Operator III 2620 74 74 74 Community Health Nurse I (PT-50%) 8927 1 1 1

Laboratory Technician 2620 4 4 4 Laboratory Technician (PT-50%) 8620 1 1 1

Water Line Technician 2620 24 24 24 Account Clerk I (PT-50%) 8617 0 1 1

Account Clerk II 10 2619 2 1 1 Equipment Operator I (PT-50%) 8617 2 2 2

Customer Service Clerk II 2619 8 8 8 Clerk II (PT-50%) 8615 1 1 1

Equipment Operator II 2619 44 44 44 Building Attendant (PT-50%) 8609 2 2 2

Maintenance Specialist 2619 7 7 7 Coop. Education Student (PT-25%) 8420 3 3 3

Storekeeper 2619 1 1 1 TOTAL AUTHORIZED POSITIONS 764 763 763

Traffic Signal Mechanic 2619 3 3 3 General Fund 1, 2, 3 297 299 298

Engineering Aide I 2618 4 4 4 Federal/State Grant Fund 5 11 8 8

Mechanic I 2618 2 2 2 Landfill Fund 6 9 10 10

Service Writer/ Parts Assistant 2618 0 3 3 Landfill Post Closure Fund 3 3 3

Water Utility Worker 2618 12 12 12 City/County Flood Control Fund 18 18 18

Account Clerk I 2617 2 2 2 Sewer Utility Fund 147 147 147

Custodial Worker II 2617 4 4 4 Water Utility Fund 3, 7 194 193 194

Customer Service Clerk I 2617 3 3 3 Stormwater Utility Fund 37 37 37

Equipment Operator I 2617 78 78 78 Fleet Fund 11 48 48 48

1 One Senior Engineering position is added from the Facilities Division Reorganization Plan for the 2020 Revised Budget.

2 One General Maintenance Supervisor II position will be eliminated to reflect the Facilities Division Reorganization Plan for the 2021 Projected Budget.

3 A Program Coordinator position is transferred from Utilities Optimization to Facility Division to reflect Facilities Reorganization Plan in the 2020 Revised Budget.

4 A Division Manager is reclassified to Special Projects Coordinator and transferred from Environmental Health to Administration Division in the 2020 Revised Budget.

5 Three Air Quality Program positions are eliminated due to lack of grant funds in the 2020 Revised Budget.

6 A part-time Account Clerk I position is added to the Landfill Fund in the 2020 Revised Budget.

7 An Engineering Aide III position is added to the Water System Planning Division to improve utility locating services in the 2021 Proposed Budget.

8 One Environmental Services Specialist position from the Stormwater Utility has been reclassified to Program Manager in the 2020 Revised Budget.

9 A Senior Fiscal Analyst is reclassified as Senior Management Analyst position in the 2020 Revised Budget.

10 An Account Clerk II is reclassified as Administrative Aide II position in the 2020 Revised Budget.

11 Four positions are eliminated and four positions are added for the Fleet Division's Vehicle Parks Management Service Enhancement in the 2020 Revised Budget:

(a) Eliminated one Mechanic III, two Mechanic II and one Senior Storekeeper positions.

(b) Added a General Maintenance Supervsion I and three Service Writer/Parts Assisant positions.

276


FOCUS AREAS





MISSION

Provide a high performing transportation system that meets community needs through the connectivity of people, places, and products.

GOALS

A. Support economic and environmental goals.

B. Provide personal mobility options and equitable access.

C. Maintain safe and secure services and assets.

D. Deliver connected, dependable, and high-quality service.

E. Operate a cost-effective and compliant system.


1. Transit Administration……………………………………………

2. Transit Operations……………………………………………….

3. Paratransit Services……………………………………………..

4. Transit Maintenance……………………………………………..

A, B, E

A, B, C, E

B

C

DEPARTMENT DESCRIPTION: The Transportation Department provides public transit service throughout the Wichita

community including fixed route and demand response services. The Transportation Department consists of the following divi-sions: Administration, Fixed Route Transit Operations, Transit Maintenance, Paratransit Services, and Parking and Mobility. As the designated recipient of Federal Transportation Authority (FTA) funds in the Wichita urbanized area, Wichita Transit is respon-sible for providing public transportation in compliance with Federal guidelines. The Transportation Department delivers profes-sional service that serves the public in an equitable fashion, while continuing to innovate and experiment. Wichita Transit is funded through local revenue, contributions from the General Fund, and federal and state grants. The annual budget for Transit is $19.1 million, with $5.7 million in expenditures from the local Transit Fund and $10.6 million in expenditures from state and federal grants. Besides administrative staff members, Transit includes 69 bus operators, 22 van drivers, and 17 maintenance positions.


2018 Actual

2019 Actual

2020 Target

2021 Target

Bus Passengers per Vehicle Revenue Hour 24.0 10.8 11.4 13.0 7.2 12.0

Bus Fares as a Percentage of Bus Operating Expenditures

18.5% 14.3% 15.7% N/A 7.5% 15.5%

Bus Vehicle Miles per Road Call 4,117 4,313 5,478 4,382 4,252 4,368

277



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Transit Fund $5,981,236 $6,603,697 $5,767,184 $5,861,978 $5,996,784

Downtown Parking Fund 1,706,982 2,250,262 1,925,324 2,739,891 1,777,122

Grant Funds 10,114,199 9,157,961 10,142,545 10,593,706 10,812,204

REVENUES $17,802,417 $18,011,919 $17,835,053 $19,195,575 $18,586,110


Contractuals 3,462,680 3,264,368 3,512,393 3,345,338 3,381,865

Commodities 1,908,685 1,917,390 1,581,332 1,694,408 1,708,001

Capital Outlay 373,778 76,289 289,131 290,536 291,968

Other 3,565,691 3,681,690 3,816,725 4,880,121 3,997,951

EXPENDITURES $17,802,417 $18,011,919 $17,835,053 $19,195,575 $18,586,110

POSITIONS / FTE 153 / 149.40 153 / 149.40 153 / 149.40 153 / 149.40 153 / 149.40


Proposed Page

Reference

1. Transportation Administration $2,362,253 279

2. Transit Operations 8,681,197 280

3. Paratransit Services 1,850,839 281

4. Transit Maintenance 3,561,396 282

5. Parking and Mobility 2,739,891 283


DEPARTMENT HIGHLIGHTS: Due to long-term structural and financial issues associated with the Transit Fund, the City

of Wichita has taken several steps to move towards transit sustainability through new programs and initiatives.

In December 2016, the City Council approved the Transit Sustainability Plan and allocated $4 million of the Hyatt Regency pro-ceeds to Wichita Transit. The department has evaluated routes, staffing, efficient use of grant funds and other operational as-pects of the transit system.

In March 2017, the City Council approved the Q-Line Proposal, creating a partnership between local businesses and the City of Wichita. Funded through Transit, the Wichita Downtown Development Corporation, and local businesses, this program created multiple Q-Line routes. This strategy has helped increase ridership by introducing new riders to Wichita Transit.

In the late half of 2018, strategic partnerships were established with USD 259 and Wichita State University (WSU) to provide free transit trips for their students, netting an additional $400,000 (approximately) of revenue.

In 2019, Wichita Transit secured procurement of electric buses to replace several older buses, which will result in savings in both maintenance and fuel. All electric buses were scheduled to arrive by the end of 2020, but due to COVID-19, some will likely be delayed until 2021.

The last transfer of $1 million from the Hyatt funds will occur in 2020 and the Transit Fund is budgeted as sustainable without continued, additional funding.

Wichita Transit is the recipient of $14 million in federal CARES funding in 2020. Use of CARES funding is restricted to eligible COVID-19 related activity and is available with no lapse date. Eligible expenses are still being determined and are not reflected this operating budget. The department is being diligent in following federal, state and local health and safety guidelines related to the evolving COVID-19 pandemic.

278



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Transit Fund $1,246,859 $1,280,783 $1,125,905 $1,172,460 $1,224,273

Grant Funds 1,289,886 1,007,961 1,143,933 1,189,793 1,219,492

REVENUES $2,536,745 $2,288,744 $2,269,837 $2,362,253 $2,443,765


Contractuals 940,966 673,859 581,322 596,181 613,799

Commodities 13,123 10,400 9,300 9,300 9,300

Capital Outlay 17,337 4,700 4,700 4,700 4,700

Other 796,402 832,393 833,137 887,608 935,816

EXPENDITURES $2,536,745 $2,288,744 $2,269,837 $2,362,253 $2,443,765

POSITIONS / FTE 12 / 12.00 * 13 / 13.00 13 / 13.00 13 / 13.00 13 / 13.00

* An Assistant Department Director is added as the department officially becomes the Transportation Department in the 2020 Adopted Budget.

PROGRAM DESCRIPTION: Transportation Administration activities support other programs and are often regulation-driven. Many

of the regulations come from the federal level, including civil rights, human resources, grant management, accounting, and transportation-specific regulations. Technology is heavily relied upon in order to provide more convenient and customer-friendly service. Data is often collected through the use of software programs to measure performance or make operational decisions.

ACTIVITY DESCRIPTIONS: Public and Customer Service provides activities to promote the usage of public transit. Activities

include gathering data and measuring the satisfaction of services provided. Public engagement is conducted and employees deliver high-quality customer service. Planning and Policy includes long range planning, short range service, programming, operating and capital plans, and coordination with other agencies. Administration and Compliance supports other programs and is often regulation-driven.


Growing Wichita’s Economy A. Economic/Environmental Goals 1. Public and Customer Service

Building Dependable Infrastructure B. Mobility Options 2. Planning and Policy

Wichita: A Well-Run City E. Cost-Effective/Compliant System 3. Administration and Compliance

VISION

Develop and carry out the policies, procedures, and processes that result in a fiscally responsible, fair, and compliant department.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Expenditures for Claims per Million Miles Driven

$11,340 $100,138 $97,969 $29,654 $11,605 $11,605 E

Bus or Transit Services: Residents rating Excellent or Good

CoW Lower

N/A 29% N/A 49% N/A A, B

Ease of Bus Travel: Residents rating Excellent or Good

CoW Lower

N/A 22% N/A 27% N/A A, B

Note: NCS = National Citizen Survey . This survey of Wichita residents is been commissioned in even years .

279



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Transit Fund $3,525,152 $3,458,846 $3,324,445 $3,337,119 $3,379,902

Grant Funds 5,602,502 4,712,281 5,029,171 5,344,078 5,440,043

REVENUES $9,127,654 $8,171,127 $8,353,616 $8,681,197 $8,819,945


Contractuals 475,955 526,884 590,758 559,190 560,123

Commodities 1,185,648 1,230,133 816,546 916,546 916,546

Capital Outlay 2,929 1,389 0 0 0

Other 1,933,433 1,642,581 2,084,655 2,105,502 2,126,557

EXPENDITURES $9,127,654 $8,171,127 $8,353,616 $8,681,197 $8,819,945

POSITIONS / FTE 83 / 81.40 83 / 81.40 83 / 81.40 83 / 81.40 83 / 81.40

PROGRAM DESCRIPTION: Transit Operations provides public transit services throughout the community. Transit provides a range

of services tailored to match the community demand while supporting the growth and environmental goals of the community. Transit operates 17 fixed bus routes in all sections of the City, as well as the Q Line, a downtown trolley service.

ACTIVITY DESCRIPTIONS: Wichita Transit provides a downtown circulator encompassing Douglas Avenue, Delano District, Old

Town and College Hill areas during lunch, evenings, and weekends. Bus Operators provide Fixed Route Service with standard size buses on 17 bus routes in all sections of the City, running from 5:30 am to 7:30 pm Monday through Friday, and 6:30 am to 6:30 pm on Saturday. Other employees, including supervisors, manage route and employee schedules, dispatch, and monitor on-road service. Flex Services are under development. Safety and Security in transportation has always been a priority for all levels of government and citizens. This activity has department-wide responsibility to manage the safety and security elements of all activities for the department, including training employees and the usage of cameras.


Growing Wichita’s Economy A. Economic/Environmental Goals 4. Q-Line

Building Dependable Infrastructure B. Mobility Options 5. Fixed Route Service

6. Flex Services

Keeping Wichita Safe C. Safe/Secure Assets 7. Safety and Security

VISION

Provide a safe, dependable, equitable, and efficient transportation network that meets the mobility needs of the community.


Actual 2018

Actual 2019

Actual 20120 Target

2021 Target

GOAL Alignment

Bus On-Time Performance 85.0% 82.0% 80.5% 75.9% 90.0% 90.0% B

Bus Operator Overtime Hours as a Percentage of Regular Hours

10.0% 14.2% 14.0% 14.3% 10.0% 10.0% B, C

Chargeable Bus Collisions per 100,000 Miles 1.00 1.51 1.23 1.21 0.53 0.53 C

280



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Transit Fund $646,593 $583,790 $643,213 $672,570 $701,681

Grant Funds 1,104,421 796,683 1,139,542 1,178,269 1,218,802

REVENUES $1,751,014 $1,380,473 $1,782,755 $1,850,839 $1,920,483

Salaries and Benefits $803,741 $795,619 $1,300,529 $1,364,782 $1,425,646

Contractuals 114,674 55,583 43,893 39,978 40,652

Commodities (45,587) 0 10,425 10,425 10,425

Capital Outlay 302,483 0 200,000 200,000 200,000

Other 575,704 529,271 227,908 235,654 243,760

EXPENDITURES $1,751,014 $1,380,473 $1,782,755 $1,850,839 $1,920,483

POSITIONS / FTE 32 / 30.00 32 / 30.00 32 / 30.00 32 / 30.00 32 / 30.00

PROGRAM DESCRIPTION: Paratransit Services provides public paratransit services throughout the community. Paratransit

Services provides a range of services to match the community demand. Paratransit Services provide transportation for persons with physical or cognitive disabilities that preclude them from using fixed route transit. The Americans with Disabilities Act (ADA) mandates that transit agencies offering fixed route service must be complemented with paratransit service. In August 2016, the City Council approved the Paratransit Transition Plan that centralizes paratransit services in-house, rather than some service being provided by third-party providers.

ACTIVITY DESCRIPTIONS: Paratransit Operations includes van drivers that provide transportation to disabled persons who

qualify for service based on ADA eligibility criteria. Clients must schedule service by 11:00 am the day before. Vans operate from 5:15 am to 6:45 pm weekdays and 6:30 am to 6:00 pm on Saturdays. Other employees manage route and employee schedules, dispatch, and monitor on-road service. Clients must schedule service with dispatchers the day before, though subscription service is available.


Building Dependable Infrastructure B. Mobility Options 8. Paratransit Operations

VISION

Provide a safe, dependable, equitable, and efficient transportation network that meets the mobility needs of the community.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Wichita ADA Trips per Van Revenue Hour 2.41 2.44 2.49 2.48 1.54 2.40 B

Percentage of On-Time Pick-Ups 90.0% 96.9% 97.0% 97.0% 97.0% 97.0% B

Percentage of Paratransit Trips Denied 0.00% 0.63% 0.56% 0.00% 0.00% 0.00% B

281



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Transit Fund $562,631 $1,280,278 $673,621 $679,830 $690,928

Grant Funds 2,453,452 2,641,037 2,829,899 2,881,566 2,933,866

REVENUES $3,016,083 $3,921,314 $3,503,520 $3,561,396 $3,624,794


Contractuals 799,748 622,502 777,256 786,524 800,822

Commodities 661,529 598,107 666,311 679,637 693,230

Capital Outlay 69,188 56,000 70,231 71,636 73,068

Other 162,473 179,509 565,980 576,313 586,773

EXPENDITURES $3,016,083 $3,921,314 $3,503,520 $3,561,396 $3,624,794

POSITIONS / FTE 22 / 22.00 22 / 22.00 22 / 22.00 22 / 22.00 22 / 22.00

PROGRAM DESCRIPTION: Transit maintenance provides preventative maintenance and repair services for the transportation

network including rolling stock, building facilities, and equipment. The program is also responsible for developing capital replacement programs and executing major capital purchases. Maintenance, repair, and replacement are all considered in decision-making to provide the most cost-effective and efficient transportation network that is in a state of good repair.

ACTIVITY DESCRIPTIONS: Fleet Maintenance includes mechanics that are responsible for performing preventative maintenance

inspections, predictive maintenance component replacements, general repairs, fueling, fare collections, and washing vehicles. Supervisors schedule workflow and employees, and manage warranty and accident cost recovery amongst other administrative activities such as technical training and contractor relations. The storekeeper is responsible for inventory control. Record keeping is very important to manage in a cost-efficient and compliant manner.

Mechanics are also responsible for Facilities and Equipment Maintenance, including preventative maintenance inspections, predictive maintenance component replacements, general repairs, snow removal and janitorial services. Supervisors schedule workflow and employees, and manage warranty and accident cost recovery amongst other administrative activities such as ADA and environmental compliance.


Building Dependable Infrastructure C. Safe/Secure Assets 9. Fleet Maintenance

10. Facilities and Equipment Maintenance

VISION

Properly maintain fleets and facilities to support a clean, efficient transportation system that is in safe and dependable condition.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Maintenance Overtime Hours as a Percentage of Regular Hours

6.0% 3.9% 3.0% 2.4% 6.0% 6.0% C

Preventative Maintenance Items Completed as a Percentage of Items Scheduled

100% 100% 100% 100% 100% 100% C

Average Age of Transit Bus Fleet 6.0 6.2 5.7 6.7 3.5 4.3 C

282



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Parking Fund $1,706,982 $2,250,262 $1,925,324 $2,739,891 $1,777,122

REVENUES $1,706,982 $2,250,262 $1,925,324 $2,739,891 $1,777,122


Contractuals 1,407,297 1,385,541 1,519,165 1,363,466 1,366,470

Commodities 25,174 78,750 78,750 78,500 78,500

Capital Outlay 91 14,200 14,200 14,200 14,200

Other 92,938 497,936 105,045 1,075,045 105,045

EXPENDITURES $1,706,982 $2,250,262 $1,925,324 $2,739,891 $1,777,122

POSITIONS / FTE 3 / 3.00 3 / 3.00 3 / 3.00 3 / 3.00 3 / 3.00

PROGRAM DESCRIPTION: Parking and Mobility implements the Bicycle Master Plan and Pedestrian Master Plan and operates

parking garages, surface parking lots, and on-street parking, including parking enforcement. This is accomplished through a collaborative approach with departments and stakeholders.

ACTIVITY DESCRIPTIONS: A strategic approach to Parking - On-Street and Parking - Off-Street is under development for the

management of all City-owned parking assets. An internal team has been formed to address issues such a comprehensive approach entails. Centralization of parking management includes oversight of City-owned garages, surface lots, and metered spaces. It also involves coordination with private sector providers and users, monitoring of supply and demand, interfacing with the Intrust Bank Arena, Century II and others in the downtown area about parking as well as any other parking-related issues.

Implementation of Bicycle and Pedestrian Programs includes developing plans, updating existing plans, creating annual work plans to help ensure year to year progress with implementation, creating annual reports to track progress implementing plans, producing special reports to assist with decision making, and getting input from residents for policy creation/modification. Additionally, it includes serving as a liaison to boards and committees.


Growing Wichita’s Economy B. Economic Vitality 11. Parking - On-Street

12. Parking - Off-Street

Living Well B. Economic Vitality 13. Bicycle and Pedestrian Programs

VISION

Parking and Mobility strives to contribute to Wichita’s success by efficiently managing, marketing, and providing readily accessible parking and mobility options to residents and visitors.


Actual 2018

Actual 2019

Actual 2020

Target 2021

Target GOAL

Alignment

Ease of Public Parking: Percentage of Residents rating Excellent or Good

CoW Similar

N/A 55% N/A 50% N/A B

Ease of Bicycle Travel: Percentage of Residents rating Excellent or Good

CoW Lower

N/A 40% N/A 36% N/A B

Ease of Walking: Percentage of Residents rating Excellent or Good

CoW Similar

N/A 46% N/A 51% N/A B

283



1 Positions included with Transit Administration.

2 Non-locally funded positions.

Assistant Director

of Transportation 1

Transportation Administration 1

Transit Operations

Parking and Mobility

Wichita Transit

Advisory Board

Mayor and City Council

City Manager

Director of Transportation 1

13 / 13 FTE (4 FTE)2

Paratransit Services

32 / 29 FTE (27.5 FTE)2

83 / 80.6 FTE (80.6 FTE)2

3 / 3 FTE

Transit Maintenance

22 / 22 FTE 2

284



Department Director E82 1 1 1 Senior Storekeeper 2621 1 1 1

Assistant Department Director 1 1D71 0 1 1 Account Clerk II 1619 1 1 1

Division Manager 2 1D61 0 1 1 Customer Service Clerk II 1619 4 4 4

General Maintenance Supervisor II 1C44 1 1 1 Customer Service Clerk I 2617 4 4 4

Program Coordinator (Mobility Mgr.) 1C44 1 1 1 Clerk II 1615 1 1 1

Senior Management Analyst 1C44 2 2 2 Bus Mechanic A 5320 6 6 6

Senior Communications Specialist 1C44 1 1 1 Bus Mechanic B 5317 4 4 4

Division Supervisor 2 1C43 1 0 0 Bus Operator 5316 69 69 69

Senior Program Specialist 1C43 1 1 1 Bus Mechanic Helper 5315 3 3 3

Transportation Coordinator 1C43 1 1 1 Van Driver 5314 22 22 22

Accountant 1C41 1 1 1 Bus Utility Worker 5312 4 4 4

Associate Planner 1C41 1 1 1 Bus Operator (.40 FTE) 5316 4 4 4

Program Specialist 1C41 2 2 2 Van Driver (.40 FTE) 5314 5 5 5

Mechanic Supervisor 1624 2 2 2 TOTAL AUTHORIZED POSITIONS 152 153 153

Operations Supervisor I 1623 7 7 7 Transit Fund 149 150 150

Account Clerk III 2621 1 1 1 Parking Fund 3 3 3


1 An Assistant Department Director position is added to the Transportation Department in the 2020 Adopted Budget.

2 The Division Supervisor position is reclassified as a Division Manger in the 2020 Adopted Budget.

285


The Non-Departmental budget maintains several budgets that cannot be uniquely attributed to departments. These budgets fund programs that can be broadly categorized as community support and organization investment. The programs are designed to benefit all of the City’s stakeholders, both within and outside of the organization. The categories and some of the programs within them are further described below. The budget includes funding for public television channel broadcast, Community Relations sponsorship, Election support, Research and Development and Employee Recognition.


2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

General Fund $568,586 $549,247 $378,096 $587,506 $512,506

REVENUES $568,586 $549,247 $378,096 $587,506 $512,506


Contractuals $562,414 500,703 350,596 560,006 485,006

Commodities 6,172 48,544 27,500 27,500 27,500


Other 0 0 0 0 0

EXPENDITURES $568,586 $549,247 $378,096 $587,506 $512,506

POSITIONS / FTE 0 / 0 0 / 0 0 / 0 0 / 0 0 / 0

Non-Departmental

FOCUS AREAS






2018 Actual

2019 Actual

2020 Target

2021 Target

Job Growth in Wichita MSA: 5-Year Increase 7.0% 1.6% 6.1% * 3.2% 3.6% 4.9%

Average Production Cost Per City7 Program $325 $280 $209 $93 $95 $101

* Annual average is not available yet, these are based on December employment

287



2019 Actual

2020 Adopted

2020 Revised

2021 Proposed

2022 Projected

Tourism and Convention Fund $7,929,698 $10,035,889 $7,513,860 $6,622,473 $7,233,909

REVENUES $7,929,698 $10,035,889 $7,513,860 $6,622,473 $7,233,909


Contractuals 2,955,135 2,915,594 2,028,136 2,380,000 2,380,000



Other 4,974,563 7,120,295 5,485,724 4,242,473 4,853,909

EXPENDITURES $7,929,698 $10,035,889 $7,513,860 $6,622,473 $7,233,909

POSITIONS / FTE 0 / 0.00 0 / 0.00 0 / 0.00 0 / 0.00 0 / 0.00

The Tourism and Convention Fund receives revenue from the transient guest tax on hotel and motel rooms in Wichita, which provides monies to support tourism and convention, infrastructure, and promotion of the City. Transient Guest Tax funds are governed by the provisions of Charter Ordinance No. 91 authorizing funding of convention and tourism activities and operation or maintenance of Century II. The Tourism and Convention Fund finances and operations are well defined and prioritized, based on language in the Charter Ordinances. Fund priorities are: 1) debt service for tourism and convention facilities, 2) operational deficit subsidies and 3) care and maintenance of Century II. Obligations connected to debt service and improvements require the major portion of the Fund’s capacity. Funds are also allocated to general tourism and convention promotion, primarily through the Visit Wichita Convention & Visitor’s Bureau. Transient guest tax also supports a wide variety of conventions and events that attract tourists from other communities from states all over the United States. By showcasing Wichita to a wide array of state, national, and international conventions and groups, the Visit Wichita team continues to bring Wichita to the world.

KEY OUTCOME MEASURES Benchmark 2017

Actual 2018

Actual 2019

Actual 2020

Target 2021

Target

Total Hotel Room Nights Sold - Conventions 143,368 146,147 147,773 146,005 146,000 114,827

Hotel Occupancy Rate 60.0% 58.0% 59.2% 62% 59.0% 55.0%

Hotel Average Daily Rate $81.85 $85.67 $84.48 $86.76 $87.00 $78.00

Tourism and Convention Fund

FOCUS AREAS





288


Mill Levy Facts

Calculating the City Mill Levy Requirement. A mill is $1 of tax for every $1,000 of assessed value on real and personal property. The mill levy is recalculated every year and is based on the tax dollars needed for financing the City budget. First, the City (the taxing district) arrives at a total amount for expenditures in the taxing funds. In Wichita these funds are the General Fund and the Debt Service Fund. After expenditure totals are known, all other revenue sources (non-property taxes and fees) are subtracted. The remainder is the amount to be raised from ad valorem (property) taxes.

Tax Rates for the 2021 Budget Year (Based on Estimated 2020 Values)

Assessed Valuation:

TAXES TO BE LEVIED

(Including Delinquencies) MILL LEVY

General Fund $98,066,475 25.720

Debt Service Fund $26,692,148 7.000

Total $124,758,623 32.720

A City residential property owner will pay taxes to support the City budget, based on the market value of the owner’s property, times the assessment ratio (11.5% for residential property), times the tax levy rate (mills divided by 1,000), as illustrated in the three examples to the right. Rates for other properties are: commercial, 25%; real property used by nonprofits, 12%; public utility, 33%; vacant lots, 12%; agricultural use, 30%; all others, 30%.

The assessed value is the market value times the classification rate. For example, the assessed value of a $150,000 home (for purposes of taxation) is $150,000 times 11.5%, or $17,250.

The tax levy rate is calculated by dividing the total revenue to be obtained from property taxes by the total assessed value for the taxing district. The table above shows the estimated 2019 tax year rates (based on preliminary assessed valuation estimates), which are being used to finance the 2020 budget.

TAXING DISTRICT TAX LEVY RATE PERCENT OF TOTAL

City of Wichita 32.720 27.7%

Sedgwick County* 29.384 24.8%

WSU* 1.500 1.3%

U.S.D. 259* 53.183 45.0%

State* 1.500 1.3%

Total 118.287 100%

* Levies for other jurisdictions are estimated based on the 2019 tax year levy.

MARKET

VALUE X

ASSESSMENT

RATIO X

CITY TAX

LEVY RATE =

ESTIMATED

CITY TAXES

DUE

$100,000 X 11.5% X 0.032720 = $376

$150,000 X 11.5% X 0.032720 = $564

$200,000 X 11.5% X 0.032720 = $753

ESTIMATED MILL LEVY FOR WICHITA RESIDENTIAL PROPERTY OWNER

2019 Tax Levy for the 2020 Budget

City, 27.7%

County, 24.8%

WSU, 1.3%State, 1.3%

USD 259,

45.0%

Estimated Mill Levy for Wichita Residential Property Owner2020 Tax Levy for the 2020 Budget

289


Mill Levy Facts

0

20

40

60

80

100

120

140

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

City County WSU State USD 259

COMPONENTS OF THE TOTAL MILL LEVY

FOR WICHITA RESIDENTIAL PROPERTY OWNER - 2005 THROUGH 2020

2019 TAXES FOR THE 2020 BUDGET

BUDGET YEAR CITY COUNTY WSU STATE USD 259 TOTAL

2005 31.828 27.263 1.5 1.5 51.296 113.387

2006 31.898 27.258 1.5 1.5 51.3 113.456

2007 31.953 29.815 1.5 1.5 51.296 116.064

2008 31.979 29.833 1.5 1.5 53.238 117.05

2009 32.056 28.877 1.5 1.5 53.309 117.242

2010 32.142 28.368 1.5 1.5 56.85 120.36

2011 32.272 27.857 1.5 1.5 56.928 120.059

2012 32.359 27.928 1.5 1.5 57.018 120.305

2013 32.471 27.947 1.5 1.5 57.184 120.602

2014 32.509 27.877 1.5 1.5 57.215 120.601

2015 32.651 27.978 1.5 1.5 53.735 117.365

2016 32.686 27.883 1.5 1.5 56.278 119.847

2017 32.625 27.893 1.5 1.5 53.683 117.201

2018 32.667 29.393 1.5 1.5 53.638 118.713

2019 32.692 29.383 1.5 1.5 53.638 118.698

2020 32.721 29.384 1.5 1.5 53.183 118.288

Components of Total Mill Levy

For Wichita Residential Property Owners

2005 Through 2020

2019 Taxes for the 2020 Budget

290


Mill Levy Facts

Source: 2020 League of Kansas Municipalities Kansas Tax Rate & Fiscal Data Book

Wichita has a lower mill levy than fifteen of the twenty-five Kansas cities of the first class. The nine cities with a lower mill levy than that of Wichita all impose a local city sales tax in addition to the local county sales tax.

13.557

19.320

24.397

24.548

26.625

29.319

29.719

29.720

32.235

32.721

33.319

38.398

39.768

43.099

44.513

45.531

47.701

48.345

49.798

51.469

52.082

53.022

54.604

58.050

62.470

0 10 20 30 40 50 60 70

Overland Park

Prairie Village

Olathe

Leawood

Shawnee

Lenexa

Leavenworth

Salina

Garden City

WICHITA

Lawrence

Kansas City

Topeka

Emporia

Hutchinson

Dodge City

Fort Scott

Junction City

Manhattan

Pittsburg

Liberal

Coffeyville

Parsons

Atchison

Newton

Kansas Cities of the First Class 2019 Mill Levies

for the 2020 Budget

291


Mill Levy Facts

CITY POPULATION CITY LEVY FIRE LEVY COMBINED

LEVY

Andale 988 49.739 17.896 67.635

Andover 13,278 42.311 0 42.311

Argonia 476 56.921 0 56.921

Augusta 9,342 56.308 0 56.308

Bel Aire 8,073 45.774 17.896 63.670

Belle Plaine 1,568 77.120 3.918 81.038

Bentley 520 59.232 17.896 77.128

Benton 869 57.374 0 57.374

Burrton 856 72.196 0 72.196

Caldwell 998 72.160 0 72.160

Cassoday 125 16.835 0 16.835

Cheney 2,172 61.814 0 61.814

Clearwater 2,543 62.384 0 62.384

Colwich 1,409 57.210 0 57.210

Conway Springs 1,217 68.144 0 68.144

Cunningham 448 62.986 0 62.986

Derby 24,721 48.049 0 48.049

Douglass 1,662 59.306 0 59.306

Eastborough 735 61.298 0 61.298

Elbing 224 22.389 0 22.389

El Dorado 12,935 53.045 4.957 58.002

Garden Plain 900 54.284 17.896 72.180

Geuda Springs 181 30.168 6.702 36.870

Goddard 4,386 33.223 17.896 51.119

Halstead 2,025 72.463 4.067 76.530

Haysville 11,264 48.239 17.896 66.135

Hesston 3,734 36.026 0 36.026

Hunnewell 63 18.643 0 18.643

Kechi 1,996 36.760 17.896 54.656

First, Second, and Third Class Cities Wichita Metropolitan Statistical Area:

Butler, Harvey, Kingman, Sedgwick, and Sumner Counties

2019 Mill Levies for the 2020 Budget

Source: 2020 Kansas League of Municipalities Kansas Tax Rate & Fiscal Data Book

CITY POPULATION CITY LEVY FIRE LEVY COMBINED

LEVY

Kingman 2,906 74.142 0 74.142

Latham 137 70.373 0 70.373

Leon 730 43.556 0 43.556

Maize 4,662 43.043 17.896 60.939

Milan 77 44.428 0 44.428

Mount Hope 800 53.394 0 53.394

Mulvane 6,416 46.590 0 46.590

Nashville 58 27.715 0 27.715

Newton 18,746 62.470 4.310 66.780

North Newton 1,754 47.349 0 47.349

Norwich 450 103.532 0 103.532

Oxford 1,005 49.602 2.088 51.690

Park City 7,730 44.641 17.896 62.537

Penalosa 19 10.168 0 10.168

Potwin 436 87.635 3.272 90.907

Rose Hill 3,965 47.767 0 47.767

Sedgwick 1,641 74.888 3.368 78.256

South Haven 347 58.052 0.916 58.968

Spivey 80 24.920 0 24.920

Towanda 1,460 53.260 3.935 57.195

Valley Center 7,313 54.955 0 54.955

Viola 128 24.980 17.896 42.876

Walton 231 53.980 7.000 60.980

Wellington 7,748 59.117 0 59.117

Whitewater 723 60.269 0 60.269

Zenda 80 33.493 0 33.493

WICHITA 389,902 32.721 0 32.721

AVERAGE COMBINED CITY MILL LEVY 55.371

292


Mill Levy Facts

0 10 20 30 40 50 60 70 80 90 100 110

Norwich Potwin

Belle Plaine Sedgwick

Bentley Halstead Kingman Burrton

Garden Plain Caldwell Latham

Conway Springs Andale

Newton Haysville Bel Aire

Cunningham Park City

Clearwater Cheney

Eastborough Walton

Maize Whitewater

Douglass Wellington

South Haven El Dorado

Benton Colwich

Towanda Argonia Augusta

Valley Center Kechi

Mount Hope Oxford

Goddard Derby

Rose Hill North Newton

Mulvane Milan Leon Viola

Andover Geuda Springs

Hesston Zenda

WICHITA Nashville

Spivey Elbing

Hunnewell Cassoday Penalosa

City Mill Levy Fire District Mill Levy

Source: 2019 League of Kansas Municipalities Kansas Tax Rate & Fiscal Data Book

Combined City Mill Levies, Including Fire District Levies

Wichita Metropolitan Statistical Area

2019 Mill Levies for the 2020 Budget

293


Budget Facts

2021 Funding Sources for General Fund Budgets by Function

FUNDING SOURCE PUBLIC SAFETY PUBLIC WORKS / TRANSPORTATION

CULTURE AND RECREATION

HEALTH AND HUMAN SERVICES

ADMINISTRATION AND GENERAL TOTAL

Current property taxes: Dollars (1000's) $60,568,590 $7,174,104 $10,041,122 $479,493 $6,827,004 $85,090,313

Percent of budget 38% 19% 39% 43% 29% 34%

Other general funding:

Dollars (1000's) 93,585,849 9,479,231 13,164,984 628,666 8,376,548 125,235,278


Department-generated:

Dollars (1000's) 4,369,508 21,952,792 2,706,650 19,900 4,541,022 33,589,872


Administrative charges:

Dollars (1000's) 0 0 0 0 3,858,805 3,858,805


TOTAL FUNDING $158,523,947 $38,606,127 $25,912,756 $1,128,059 $23,603,379 $247,774,269

Total City Tax Support by Function

Public Safety50.2%

Culture & Recreation

8.0%

Health & Human Services

0.4%

Public Works6.6%

General & Administrative

6.3%

Debt Service21.2%

294


Budget Facts

2020 ADOPTED BUDGET TAX SUPPORT TAX SUPPORT TAX SUPPORTBY OWNER BY OWNER BY OWNER

PROPERTY TOTAL OF HOME OF HOME OF HOMETAX PROPERTY TAX VALUED AT VALUED AT VALUED AT

BY DEPARTMENT SUBSIDY LEVIED ($)* $100,000 $150,000 $200,000

Police 37,035,990 39,568,379 $119.34 $179.01 $238.68

Fire 19,953,610 21,317,961 $64.30 $96.44 $128.59

Public Works & Flood Control 5,685,680 6,074,447 $18.32 $27.48 $36.64

Park 6,253,520 6,681,113 $20.15 $30.23 $40.30

Library 3,787,600 4,046,581 $12.20 $18.31 $24.41

Non-Departmental 2,159,245 2,306,882 $6.96 $10.44 $13.92

Municipal Court 2,665,660 2,847,926 $8.59 $12.88 $17.18

City Manager 1,902,180 2,032,241 $6.13 $9.19 $12.26

Finance 1,595,160 1,704,229 $5.14 $7.71 $10.28

Transit 1,488,420 1,590,194 $4.80 $7.19 $9.59

Law 913,320 975,768 $2.94 $4.41 $5.89

Human Resources 517,060 552,416 $1.67 $2.50 $3.33

City Council 366,100 391,128 $1.18 $1.77 $2.36

Metro. Building and Construction 479,490 512,279 $1.55 $2.32 $3.09

Planning 287,270 306,912 $0.93 $1.39 $1.85

General Fund $85,090,305 $90,908,454 $274.19 $411.28 $548.37

Debt Service Fund $22,864,549 $24,427,936 $73.68 $110.51 $147.35

TOTAL CITY TAX BILL $107,954,854 $115,336,390 $347.86 $521.79 $695.72

BY FUNCTION

Public Safety 60,568,590 64,710,032 $195.17 $292.75 $390.34

Public Works/Transportation 7,174,104 7,664,641 $23.12 $34.68 $46.23

Culture and Recreation 10,041,122 10,727,694 $32.36 $48.53 $64.71

Health and Human Services 479,493 512,279 $1.55 $2.32 $3.09

Administration and General 6,827,004 7,293,808 $22.00 $33.00 $44.00

General Fund $85,090,312 $90,908,453 $274.19 $411.28 $548.37

Debt Service Fund $22,864,550 $24,427,936 $73.68 $110.51 $147.35

TOTAL CITY TAX BILL $107,954,862 $115,336,389 $347.86 $521.79 $695.72

* The total levy includes a delinquency allowance of 6.4 percent. The City levy, expressed in mills, is estimated at 32.721 (General

and Debt Service Fund). It is based on an assessed valuation of $3,6812,912,137. Totals may not sum due to rounding.

295


Position Summary

DEPARTMENT

SERVICE TITLE GENERAL OTHER GRANT GENERAL OTHER GRANT GENERAL OTHER GRANT

FUND FUND FUND FUND FUND FUND FUND FUND FUND

2021 PROPOSED

POSITION SUMMARY

COMPARISON OF AUTHORIZED POSITIONS, FULL TIME POSITIONS AND FULL TIME EQUIVALENTS (FTE)

2019 ACTUAL 2020 REVISED

Airport

Airport Business Development 0 20 0 0 20 0 0 20 0

Airport Capital Investment 0 68 0 0 68 0 0 68 0

Airport Safety and Security 0 53 0 0 53 0 0 53 0

0 141 0 0 141 0 0 141 0

Total Full Time Positions 0 132 0 0 132 0 0 132 0

Total Full Time Equivalents 0.00 136.50 0.00 0.00 136.50 0.00 0.00 136.50 0.00

City Council

City Council Office 10 0 0 10 0 0 10 0 0

10 0 0 10 0 0 10 0 0



City Manager

City Manager's Office Administration 15 0 0 15 0 0 15 0 0

Strategic Communications 5 0 0 5 0 0 5 0 0

Community Engagement 3 0 6 3 0 6 3 0 6

City Call Center 19 0 0 19 0 0 19 0 0

Convention Center 29 0 0 29 0 0 0 0 0

Arts & Cultural Administration 4 0 0 4 0 0 4 0 0

Arts & Cultural Institutions 26 0 0 26 0 0 26 0 0

Office of Economic Development 0 4 0 0 4 0 0 4 0

Total Authorized Positions 101 4 6 101 4 6 72 4 6



Finance

Finance Administration 9 0 0 9 0 0 9 0 0

Controller's Office 19 0 0 19 0 0 19 0 0

Procurement 12 0 0 12 0 0 12 0 0

Treasury 16 0 0 16 0 0 16 0 0

Debt Management 6 0 0 6 0 0 6 0 0

Workers' Compensation 0 2 0 0 2 0 0 2 0

Risk Management 0 1 0 0 1 0 0 1 0

Safety Office 0 1 0 0 1 0 0 1 0

Pension Management 0 6 0 0 6 0 0 6 0

62 10 0 62 10 0 62 10 0



Fire

Fire Operations 404 0 12 403 0 12 403 0 12

Fire Support Services 56 0 0 56 0 0 56 0 0

Community Risk Reduction 13 0 0 13 0 0 13 0 0

473 0 12 472 0 12 472 0 12



Housing & Community Services

Public Housing 0 0 20 0 0 20 0 0 20

Rental Assistance Demonstration Program 0 0 0 0 0 0 0 0 0

Housing Choice Voucher Program 0 0 21 0 0 21 0 0 21

Community Investments Division 0 0 10 0 0 10 0 0 10

Wichita/Sedgwick County

Community Action Partnership 0 0 5 0 0 5 0 0 5

Administration 2 0 0 2 0 0 0 0 2

2 0 56 2 0 56 0 0 58



Housing and Community Services

Total Authorized Positions





296


Position Summary

DEPARTMENT



2021 PROPOSED

POSITION SUMMARY



Human Resources

Human Resources 18 0 0 19 0 0 18 0 0

18 0 0 19 0 0 18 0 0



IT/IS

Information Technology 0 60 0 0 60 0 0 60 0

0 60 0 0 60 0 0 60 0



Law

Prosecution & Diversion Services 11 0 2 11 0 3 11 0 3

Civil / Litigation Services 13 0 0 13 0 0 13 0 0

24 0 2 24 0 3 24 0 3



Library

Library Operations 143 0 0 141 0 0 141 0 0

143 0 0 141 0 0 141 0 0



Metropolitan Area Building & Construction

Building Safety & Construction Enf. 0 16 0 0 16 0 0 16 0

Neighborhood Inspections 10 14 0 10 14 0 10 14 0

10 30 0 10 30 0 10 30 0



Metropolitan Planning

Metropolitan Planning 0 13 0 0 13 0 0 13 0

Zoning Enforcement 0 4 0 0 4 0 0 4 0

0 17 0 0 17 0 0 17 0









297


Position Summary

DEPARTMENT



2021 PROPOSED

POSITION SUMMARY



Municipal Court

Case Management and Adjudication 86 0 0 81 0 0 81 0 0

Probation Monitoring and Supervision 29 0 0 34 0 0 34 0 0

115 0 0 115 0 0 115 0 0



Park & Recreation

Park and Recreation Administration 7 0 0 7 0 0 7 0 0

Botanica 4 0 0 4 0 0 4 0 0

Park Maintenance and Forestry 102 0 0 102 0 0 102 0 0

Recreational Programming 20 0 0 20 0 0 20 0 0

Golf 0 21 0 0 21 0 0 21 0

133 21 0 133 21 0 133 21 0



Police

Police Administration 12 0 0 12 0 0 12 0 0

Police Professional Standards 6 0 0 6 0 0 6 0 0

School Services 7 0 0 0 0 0 0 0 0

Beat Patrol 460 0 7 484 0 7 484 0 7

Traffic 28 0 0 28 0 0 28 0 0

Persons Crime Investigations 87 0 3 93 0 3 93 0 3

Property Crime Investigations 33 0 0 35 0 0 35 0 0

Special Investigations 40 0 0 40 0 0 40 0 0

Technical Services 25 0 0 25 0 0 25 0 0

Police Administrative Services 11 0 0 12 0 0 12 0 0

Animal Control Services 29 0 0 29 0 0 29 0 0

Police Training 22 0 0 20 0 0 20 0 0

Police Records 81 0 0 81 0 0 81 0 0

Warrant Office 3 0 0 0 0 0 0 0 0

Security Services 18 0 0 21 0 0 18 0 0

862 0 10 886 0 10 883 0 10






298


Position Summary

DEPARTMENT



2021 PROPOSED

POSITION SUMMARY



Public Works & Utilities

Facility Maintenance 83 0 0 85 0 0 84 0 0

Engineering 75 0 0 75 0 0 75 0 0

Signs & Signals 20 0 0 20 0 0 20 0 0

Pavement Maintenance 75 0 0 75 0 0 75 0 0

Pavement Cleaning 22 0 0 22 0 0 22 0 0

PW&U Strategic Services 8 0 0 9 0 0 9 0 0

Environmental Health 14 0 11 13 0 8 13 0 8

Construction & Demolition Landfill 0 9 0 0 10 0 0 10 0

Landfill Post Closure Maintenance 0 3 0 0 3 0 0 3 0

M.S. Mitch Mitchell Floodway 0 18 0 0 18 0 0 18 0

Wastewater Maintenance 0 86 0 0 86 0 0 86 0

Wastewater Treatment 0 61 0 0 61 0 0 61 0

Water Systems Planning 0 14 0 0 14 0 0 15 0

Water Production 0 53 0 0 53 0 0 53 0

Water Distribution 0 102 0 0 102 0 0 102 0

Utility Operations 0 17 0 0 17 0 0 17 0

Utilities Optimization 0 8 0 0 7 0 0 7 0

Stormwater Utility 0 37 0 0 37 0 0 37 0

Fleet Maintenance 0 48 0 0 48 0 0 48 0

297 456 11 299 456 8 298 457 8



Transportation

Transportation Administration 0 12 0 0 13 0 0 13 0

Transit Operations 0 83 0 0 83 0 0 83 0

Paratransit Services 0 32 0 0 32 0 0 32 0

Transit Maintenance 0 22 0 0 22 0 0 22 0

Parking & Mobility 0 3 0 0 3 0 0 3 0

0 152 0 0 153 0 0 153 0



ALL DEPARTMENTS GENERAL OTHER GRANT GENERAL OTHER GRANT GENERAL OTHER GRANT


2,250 891 97 2,274 892 95 2,238 893 97

2,103 872 93 2,127 872 91 2,093 873 93

1,881.00 428.00 95.25 1,898.25 428.00 93.25 1,863.75 428.00 88.25

ALL FUNDS ALL FUNDS ALL FUNDS

3,238 3,261 3,228

3,068 3,090 3,059

2,404.25 2,419.50 2,380.00Total Full Time Equivalents


Total Full Time Positions

Total Full Time Equivalents


Total

Total

2021 PROPOSED



299


Position Changes Summary

DEPARTMENT GENERAL OTHER GRANT GENERAL OTHER GRANT GENERAL OTHER GRANT


POSITION SUMMARY

COMPARISON OF AUTHORIZED FULL TIME POSITIONS BY DEPARTMENT

2020 ADOPTED 2020 REVISED 2021 PROPOSED

Airport 0 132 0 0 132 0 0 132 0

City Council 10 0 0 10 0 0 10 0 0

City Manager 97 4 6 98 4 6 70 4 6

Finance 62 10 0 62 10 0 62 10 0

Fire 443 0 12 442 0 12 442 0 12

Housing & Community Services 2 0 54 2 0 54 0 0 56

Human Resources 13 0 0 14 0 0 14 0 0

IT/IS 0 56 0 0 56 0 0 56 0

Law 24 0 2 24 0 3 24 0 3

Library 82 0 0 80 0 0 80 0 0

Metropolitan Area Bldg. & Construction 10 30 0 10 30 0 10 30 0


Municipal Court 80 0 0 80 0 0 80 0 0

Park & Recreation 133 21 0 133 21 0 133 21 0

Police 864 0 3 881 0 10 878 0 10

Public Works & Utilities 290 455 9 292 454 6 291 455 6

TransitTransportation 0 144 0 0 148 0 0 148 0



2110 869 86 2128 872 91 2094 873 93

3065 3091 3060

2020 REVISED 2021 PROPOSED2020 ADOPTED


ALL FUNDS ALL FUNDS ALL FUNDS


300





POSITION SUMMARY



Airport 0 132 0 0 132 0 0 132 0

No staffing level changes

City Council 10 0 0 10 0 0 10 0 0


Century II Privatization

Division Supervisor (2)

Event Coordinator (1)

Program Specialist (1)

Section Supervisor (2)

General Maintenance Supervisor I (1)

Support Supervisor (3)

Labor Supervisor I (2)

Account Clerk II (1)

Event Worker II (4)

Event Worker I (11)

Position Transferred to IT/IS

Support Supervisor (1)

City Manager 98 4 6 70 4 6 69 4 6

Finance 62 10 0 62 10 0 62 10 0


Position Elimination

Clerk III (1)

Fire 442 0 12 442 0 12 442 0 12

Grant Reallocation

Department Director (1) 1 1 (1)

Clerk III (1) 1 1 (1)

Housing & Community Services 2 0 54 0 0 56 2 0 54

Human Resources 14 0 0 14 0 0 14 0 0


Position Transferred from City Manager

Support Supervisor 1

IT/IS 0 56 0 0 56 0 0 57 0

Law 24 0 3 24 0 3 24 0 3



Library Manager (1)

Librarian (1)

Library 80 0 0 80 0 0 80 0 0

301





POSITION SUMMARY



Metropolitan Area Bldg. & Construction 10 30 0 10 30 0 10 30 0




Municipal Court 80 0 0 80 0 0 80 0 0


Park & Recreation 133 21 0 133 21 0 133 21 0


Police Staffing Study Phase II

Police Officer 6 7

Police Detective 7

Police Lieutenant 2

Police Sergeant 3


Senior Storekeeper (1)

Police Detective (1)

Crime Analyst (1)

Police Reorganization

Police Lieutenant 1

Police Sergeant 1

Warrant Office Elimination

Warrant Officer (2)

Customer Service Clerk I (1)

Police 881 0 10 878 0 10 878 0 10Facilities Division Reorganization

Senior Engineer 1

Program Coordinator 1 (1)

General Maintenance Supervisor I (1)


Env. Services Program Supervisor (1)

Environmental Quality Specialist (2)

Landfill Personnel Change

Engineering Aide III 1

Public Works & Utilities 292 454 6 291 455 6 291 455 6

TransitTransportation 0 148 0 0 148 0 0 148 0




2128 872 91 2094 873 93 2095 874 91

Net Change 18 3 5 (34) 1 2 1 1 (2)

3091 3060 3060

Net Change 26 (31) 0

ALL FUNDS

2022 PROJECTED

ALL FUNDS ALL FUNDS

2021 PROPOSED



2020 REVISED

302


Grant Summary

GRANT SUMMARY FUND: 290

Department/Service Description2019

ACTUAL

2020

ADOPTED

2020

REVISED

2021

PROPOSED

2022

PROJECTED

City Manager

Office of Community Services (CDBG) 385,000 385,000 385,000 385,000 385,000

Sub-Total 385,000 385,000 385,000 385,000 385,000

Fire

Operations (FEMA) 639,067 860,129 819,976 854,972 266,897

Sub-Total 639,067 860,129 819,976 854,972 266,897

Housing and Community Services

Public Housing (HUD) 2,380,592 0 2,893,932 2,613,362 2,644,176

Rental Assistance Demonstration 0 1,165,551 0 0 0

Housing Choice Voucher Program (HUD) 18,497,970 15,416,023 19,367,462 19,017,855 19,017,853

Community Investments Division (CDBG, ESG, and HOME) 4,817,081 5,068,624 9,277,931 6,119,266 4,888,251

Wichita Sedgwick Co. Comm. Action Partnership (CSBG) 954,735 940,948 1,841,591 1,414,738 1,140,027

Sub-Total 26,650,378 22,591,145 33,380,916 29,165,222 27,690,306

Law

Prosecution and Diversion Services (VOCA) 116,374 146,790 159,030 162,099 164,960

Sub-Total 116,374 146,790 159,030 162,099 164,960

Library

Operations (SCKLS and State Aid) 156,605 275,000 290,637 261,575 261,575

Sub-Total 156,605 275,000 290,637 261,575 261,575

Metropolitan Area Building & Construction

Neighborhood Inspections (CDBG) 75,836 100,000 50,000 100,000 100,000

Sub-Total 75,836 100,000 50,000 100,000 100,000

Police

Beat Patrol - Grant 1,150,421 0 563,352 594,248 612,330

Persons Crimes (ICAC and VOCA) 248,344 349,859 347,311 351,316 356,205

Special Investigations 356,560 0 278,700 278,700 278,700

Sub-Total 1,755,325 349,859 1,189,363 1,224,264 1,247,235

Public Works & Utilities

Environmental Health (EPA, KDHE) 576,461 875,830 425,092 425,092 425,092

Sub-Total 576,461 875,830 425,092 425,092 425,092

Transportation

Transportation Administration (FTA) 1,289,886 1,007,961 1,143,933 1,189,793 1,219,492

Transit Operations (FTA, KDOT) 5,602,502 4,712,281 5,029,171 5,344,078 5,440,043

Paratransit Services (FTA) 1,104,421 796,683 1,139,542 1,178,269 1,218,802

Transit Maintenance (FTA) 2,453,452 2,641,037 2,829,899 2,881,566 2,933,866

Sub-Total 10,450,261 9,157,962 10,142,545 10,593,706 10,812,203

TOTAL 40,805,307 34,741,715 46,842,559 43,171,930 41,353,269

Grants are shown for informational purposes only. They operate primarily on differing fiscal years and are approved through a separate

process by the City Council.

CDBG = Community Development Block Grant HUD = U.S. Department of Housing and Urban Development

CSBG = Community Services Block Grant ICAC = Internet Crimes Against Children Task Force Program

EPA = Environmental Protection Agency KDHE = Kansas Department of Health & Environment

ESG = Emergency Solutions Grant KDOT = Kansas Department of Transportation

FEMA = Federal Emergency Management Agency SCKLS = South Central Kansas Library System Grant-in-Aid

FTA = Federal Transit Administration VOCA = Victims of Crime Act

HOME = Home Investment Partnerships Program

303


Wichita State University - Mill Levy

WICHITA STATE UNIVERSITY

WICHITA/SEDGWICK COUNTY 1.5 MILL LEVY BUDGET

AS PROPOSED BY WSU PRESIDENT AND BOARD OF TRUSTEES

2021 2021 2021

PROPOSED PROPOSED PROPOSED

CITY COUNTY TOTAL

Budgeted Revenues:

Beginning Balance 0 0 0

Supplemental Mill Levy Taxes 262,500 87,500 350,000

Mill Levy Taxes 6,334,187 2,111,396 8,445,583

Total Budgeted Revenues 6,596,687 2,198,896 8,795,583

Budgeted Expenditures:

Capital Improvement

WSU Innovation Campus 2,125,683 708,561 2,834,244

Building Insurance 15,450 5,150 20,600

Total Capital Improvement 2,141,133 713,711 2,854,844

Student Support

Undergraduate Support 2,904,195 968,065 3,872,260

Graduate Support 319,109 106,370 425,479

WSU Tech Support 600,000 200,000 800,000

Total Student Support 3,823,304 1,274,435 5,097,739

Economic and Community Development

Interns-City/County 102,000 34,000 136,000

Business and Economic Research 112,500 37,500 150,000

City Government Services 75,000 25,000 100,000

County Government Services 75,000 25,000 100,000

Total Economic and Community 364,500 121,500 486,000

Development

University Support Services

Organization & Development 42,750 14,250 57,000

Total University Support Services 42,750 14,250 57,000

Contingency

Contingency 225,000 75,000 300,000

Total Contingency 225,000 75,000 300,000

Total Budgeted Expenditures 6,596,687 2,198,896 8,795,583

Unencumbered Balance: 0 0 0

CITY OF WICHITA 2021/2022 PROPOSED BUDGET

304


Glossary

—A—

ACI. Airports Council International. Trade association that represents airports interested and develops standards, policies, and recommended practices for airports. APWA. American Public Works Association. A professional association of public agencies, private sector companies, and individuals in public works. AWWA. American Water Works Association. A nonprofit scientific and educational society focused on improving the quality and supply of drinking water. Accrual. Normally there are 1-2 days in which a biweekly pay period ends that do not coincide with the end of the year. Accrual is the sala-ries and benefits for those days. Activity. A specific type of work that is the building block for a program and can be tied to particular goals and outcomes. Ad Valorem Tax. A tax levied on the assessed value of both real and personal property in proportion to the value of the property (commonly referred to as “property tax”). Administrative Charge. Payments to the General Fund for indirect costs incurred against General Fund budgets. Adopted Budget. A financial plan presented, reviewed and approved by the governing body for the upcoming or current fiscal year. Alcoholic Liquor Tax. A tax on gross receipts from retail liquor sales. Allocation. Assigning one or more items of cost or revenue to one or more segments of an organization according to benefits received, re-sponsibilities or other logical measures of use. Annual Budget. A financial plan that consists of policy and funding priorities, as well as a presentation of the economic outlook for a given fiscal year.

Appraised Value. Market dollar value given to real estate, utilities, and personal property; established through notification, hearing and ap-peals and certification process. Appropriation. An authority and allocation created by City Council that permits the officials to incur obligations against, and to make expendi-tures of, governmental resources (revenues). Assessed Value. Appraised value of property adjusted downward by a classification factor, to determine the basis for distributing the tax burden to property owners. Asset. Government resources that have monetary value. Attrition. A method of achieving a reduction in personnel by not refilling the positions vacated through resignation, reassignment, transfer, retirement, or means other than layoffs. Authorized Positions. Employee positions, which are authorized in the adopted budget, to be filled during the year. Audit. A review of the City’s accounts by an independent accounting firm to substantiate year-end fund balances, reserves, and cash on hand.

—B—

Balanced Budget. Management of the financial plan with the objective of ensuring that expenditures do not exceed revenues. Base Budget. Cost of continuing the existing levels of service in the current budget year.

305


Glossary

Benchmark. Comparing local performance statistics with selected benchmarks is a valuable step in evaluating municipal operations. Bench-marking entails the analysis of performance gaps between one’s own organization and best–in-class performers, the identification of differ-ences that account for the gap, and the adaptation of key processes for implementation in an effort to close the gap. The City uses bench-marks to provide information about the efficient delivery of quality services.

Bond. A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date or dates in the future, called the maturity date(s), together with periodic interest at a specified rate. The City sells bonds as a means of borrowing revenue for costly projects and repays the debt to the lender over an extended period of time, similar to the manner in which a homeowner repays a mortgage. A bond differs from a note in two ways. A bond is issued for a longer period of time than a note and requires greater legal formality. Bonds are primarily used to finance capital projects. Budget. Financial plan consisting of estimated revenues and expenditures (purposes) for a specified time. The operating budget provides for direct services and support functions of the City (e.g.; Police, Fire, Public Works, etc.). The capital budget (Capital Improvement Program) provides for improvements to the City's infrastructure and facilities, and utilizes long-term financing instruments. (See also Adopted Budget, Annual Budget, Balanced Budget, Base Budget, Capital Budget, City Budget, Municipal Budget, Operating Budget, Revised Budget.) Budget Adjustment. During the year, budget adjustments in amounts less than $25,000 are made within funds administratively, based on City policy. Budget adjustments greater than $25,000, or adjustments that change the intent of program expenditures are brought to the City Council for action. Budget Amendment. Legal means by which an adopted expenditure authorization or limit is increased and could be authorized with a publi-cation, a hearing or a re-certification of the budget. Budget Calendar. The schedule of key dates which a government follows in the preparation and adoption of the budget. Budget Message. A general policy discussion of the budget as presented in writing by the budget-making authority to the City Council. The message outlines the budget plan and main points of interest. The City's budget message is presented as the City Manager's letter in the proposed and adopted budget documents. Budgetary Basis. This refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: GAAP, cash, or modified accrual.

—C—

Capital Budget. A financial plan for the first fiscal year of the ten-year Capital Improvement Program, which is also the fiscal year covered in the Adopted Budget. (See also Capital Improvement Program.) Capital Expenditures. A capital expenditure is any significant physical acquisition, construction, replacement, or improvement to a City ser-vice delivery system. Capital projects useful life of at least 10 years, and are funded from the Capital Improvement Program (capital budget). Capital Improvement Program (CIP). A ten-year expenditure plan financing new infrastructure and facilities, or improvements to the existing infrastructure and facilities. Set forth in the CIP is the name of each project, the expected beginning and ending date, the amount to be ex-pended in each year and the proposed method of financing the projects. Capital Outlay. An item of non-expendable nature with a value greater than $5,000 and with an anticipated life of more than one year but less than 10 years under normal use. CARES Act Grant . Coronavirus Aid, Relief, and Economic Security Act. Passed by the Federal Government on March 27, 2020. The Act provides emergency funding assistance in response to the COVID-19 pandemic. Carry‑Over. Appropriated funds that remain unspent at the end of a fiscal year and are allowed to be retained in the appropriated budget and expended in subsequent fiscal years for the purpose designated. Cash Basis. A basis of accounting in which transactions are recognized only when cash is increased or decreased.

306


Glossary

Charges for Services and Sales. Revenue derived from all charges required for current services and sales such as the recording of legal instruments, the sale of certificates, examination fees, the sale of department division manuals, street cut repairs, safety charges and sales, and other health charges and sales. City Budget. A financial plan for the allocation of government resources and services within a municipality. (See also Municipal Budget.)

City Council. The legislative (governing) body of the City.

City Manager. An official appointed and employed by an elected council to direct the day-to-day administration of a city government.

City of the First Class. (See First Class City.)

Collective Bargaining Agreement. A legal contract between the employer and a verified representative of a recognized bargaining unit for specific terms and conditions of employment (e.g., hours, working conditions, salary, fringe benefits, and matters affecting health and safety of employees).

Commodity. An expendable item used by operating activities. Examples include office supplies, repair and replacement parts for equipment, toilet supplies, and gasoline and oil.

Community Improvement District (CID). A special tax district for economic development purposes. CIDs derive revenues from special assessments on real estate, additional sales taxes (not to exceed 2%), and the full faith and credit of the governmental entity forming the CID.

Consumer Price Index (CPI). A statistical description of price levels provided by the United States Department of Labor. The index is used as a measure of the increase in the cost of living (i.e., economic inflation).

Contingency. A budgetary reserve amount established for emergencies or unforeseen expenditures not otherwise known at the time the budget is adopted.

Contractual Services. A cost related to a legal agreement. Examples include insurance premiums, utility costs, printing services and tempo-rary employees (hired through a private firm).

Council—Manager Government. A system of local government that combines political leadership of elected officials in the form of a govern-ing body with day-to-day management by a City Manager.

Council Member. Elected official who represents the interests of the citizens of a specified district within the City. A Council Member serves a four-year term, and cannot serve more than two consecutive terms. COVID-19. A mild to sever respiratory illness that is caused by a coronavirus, is transmitted chiefly be contact with infectious material or with objects or surfaces contaminated by the causative virus, and is characterized especially fever, cough, and shortness or breath and may pro-gress to pneumonia and respiratory failure.

—D—

DCF. Kansas Department for Children and Families. An agency that oversees social services to protect children and promote adult self-sufficiency. Was formerly called Kansas Department of Social and Rehabilitation Services (SRS).

Debt Service. Principal and interest requirements on outstanding debt according to a predetermined payment schedule. (For additional infor-mation, see the Debt Service and Capital Improvements section.)

Deficit. An excess of current-year expenditures over current year resources.

Delinquent Tangible Property Tax. Ad valorem property taxes collected from previous tax years.

Department. The basic unit of service responsibility, encompassing a broad mission of related activities.

Depreciation. Expiration in the service life of capital assets, attributable to wear and tear, deterioration, action of the physical elements, inad-equacy or obsolescence.

307


Glossary

Disbursement. The expenditure of monies from an account.

Distinguished Budget Presentation Awards Program. A voluntary awards program administered by the Government Finance Officers Association (GFOA) to encourage governments to prepare effective budget documents.

Division. A sub‑unit of a department that encompasses a substantial portion of the duties assigned to a department. May consist of several programs, which may consist of clearly defined activities.

—E—

EPA. United States Environmental Protection Agency. The EPA is the primary environmental regulatory arm of the federal government. It regulates pollution that impacts air and water quality in order to maintain public health. Economic Development. Efforts that seek to foster economic growth by creating or retaining jobs. Efficiency. Effective operation as measured by a comparison of production with cost (as in energy, time, and money), or the ratio of the use-ful energy delivered by a dynamic system to the energy supplied to it. Employee Benefits. Contributions made by a government to meet commitments or obligations for employees beyond base pay. The govern-ment’s share of costs for Social Security and the various pension, medical and life insurance plans are included. Encumbrance. Obligations in the form of purchase orders or contracts which are chargeable to an appropriation and for which a part of the appropriation is reserved. Encumbrances are eliminated when paid or when an actual liability is established. (See also Prior Year Encum-brance.) Enterprise Fund. Used for government functions that are self-supporting. Enterprise funds belong to the group of funds called "proprietary" and account for operations that provide services to the community at large. Entitlements. Payments to which local governmental units are entitled, pursuant to an allocation formula determined by the agency providing the monies, usually the State or Federal government. Expenditure. Actual outlay of funds. Expenditures are budgeted by function: personal services (salaries and benefits), contractual services, commodities (materials and supplies), capital outlay, and other (including transfers out, debt service, contingencies and inventory clearing accounts). Expense. Charges incurred (whether paid immediately or unpaid) for operations, maintenance, interest or other charges.

—F—

FAA. Federal Aviation Administration. The Federal agency that ensures civil aviation safety. FAA operates the air traffic control system and regulates commercial and general aviation air travel. FEMA. Federal Emergency Management Agency. Division of Homeland Security which provides funding, support and coordination of disas-ter relief and prevention. FHWA. Federal Highway Administration. Although State, local, and tribal governments own most of the nation’s highways, FHWA provides financial and technical support to them for constructing, improving, and preserving America’s highway system. FTA. Federal Transit Administration. Division of the USDOT that provides funding and oversight of public transportation systems. FTE. Full-Time Equivalent. A measure of the total quantity of all employees. The FTE converts all employee work activity into a number equivalent to work activity hours performed by full-time employees. This serves as a standard measure among departments. A standard 40-hour per week full-time employee is equivalent to 1 FTE. (e.g., If a seasonal employee is calculated at 25%, the FTE is calculated at 0.25). Federal and State Grants and Contributions. Revenue received from the federal and State governments under an administrative agree-ment to provide financial assistance for programs such as low-cost housing, youth programs, health-related programs, or other federal and State-supported projects.

308


Glossary

Financing. Furnishing the necessary funds to operate or conduct a program or business. Funds can be raised internally, borrowed, or re-ceived from a grant. Fines and Penalties. Revenue derived primarily from Municipal Court fines, forfeits, and penalties. First Class City. A city which gains its powers from State Statutes. Fiscal Policy. A government’s policies with respect to revenues, spending and debt management as these relate to government services, programs and capital investment. Fiscal policy provides an agreed-upon set of principles for the planning and programming of government budgets and their funding. Fiscal Year. The 12-month budget period. The fiscal year for the City of Wichita is the January through December calendar year. Fixed Assets. Assets of long-term character which are intended to continue to be held or used, such as land, buildings, machinery, furniture, and other equipment. Capital assets are also called fixed assets. Fixed Costs. Those costs that vary little relative to service levels provided. Focus Areas. City Council strategic priorities that guide decision-decision making and to which all City of Wichita activities are aligned. Franchise Fee. An annual paid by utilities for the privilege of doing business in Wichita that is set by contract. Fund. Accounting entity with accounts for recording revenues and expenditures to carry on specific purposes. Fund Balance. The total dollars remaining after current expenditures for operations and debt service for capital improvements are subtracted from the sum of the beginning fund balance and current resources. The City Council policy goal is to maintain a total appropriated and unap-propriated fund balance/reserve between five to ten percent of the General Fund expenditure budget. State law allows a maximum of 5 per-cent of certified budgets/funds to be unappropriated.

—G—

GAAP. Generally Accepted Accounting Principles. Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles. GASB. Governmental Accounting Standards Board. The independent organization that establishes and improves standards or accounting and financial reporting for US state and local governments. GFOA. Government Finance Officers Association. The professional association of state/provincial and local finance officers in the United States and Canada. Gasoline Tax. A tax on the use, sale, or delivery of all motor-vehicle fuels used, sold, or delivered in this State for any purpose whatsoever. Taxation rates are set by a formula established by the Kansas Department of Revenue. General Fund. The City's principal operating account, which is supported primarily by taxes and fees having no restriction on their use. Goal. A statement of broad direction, purpose or intent based on the needs of the community. A goal is general and timeless. The City Coun-cil set a number of goals as a part of its four focus areas: Keep Wichita safe; grow our economy; build dependable infrastructure; and provide conditions for living well. Governing Body. Consists of one Mayor and six Council Members, each representing one of six districts within the City. Governmental Funds. An accounting entity used to account for operations that rely mostly on current assets and current liabilities. Govern-mental funds include the General Fund, special revenue funds, and the Debt Service Fund. Grants. Funding obtained from an outside source (Federal, State, local and foundation) in support of the City’s strategic goals and objectives. Use of grant funding must be consistent with the goals of the entity providing the funding.

309


Glossary

—H—

HUD. United States Department of Housing & Urban Development. A Federal agency that is charged with increasing homeownership, sup-porting community development, and improving access to affordable housing. HUD administers the CDBG (Community Development Block Grant) program.

— I—

ICMA. International City/County Management Association. ICMA is the professional and educational organization for chief appointed manag-ers, administrators, and assistants in cities, towns, counties, and regional entities. ICMA-Analytics. International City/County Management Association– Center for Performance Analytics. A consortium of cities and counties that worked through the International City/County Management Association to compile data on service outcomes. Infrastructure. The physical assets or foundation of the City, including buildings, parks, streets, and water and sewer systems. Interest Earnings. Revenue derived from the proper management of the City's assets, through investment of public funds being held until expended or distributed to other units of government. Revenue derived from the proper management of the City’s assets, through investment of public funds being held until expended or distributed to other units of government. Intergovernmental Revenue. Revenue received from Federal, State and other local government sources in the form of grants, shared reve-nues, and payments in lieu of taxes. Internal Service Fund. An accounting entity used to account for operations that provide services to City departments at cost. Like enterprise funds, internal service funds belong to the "proprietary" group of funds.

—K—

KDHE. Kansas Department of Health and Environment. Established to optimize the promotion and protection of the health of Kansans through efficient and effective public health programs and services and through preservation, protection, and remediation of natural resources of the environment. KDOT. Kansas Department of Transportation. The agency's primary activities are road and bridge maintenance; transportation planning, data collection and evaluation; project scoping, designing and letting; contract compliance inspection of material and labor; Federal program funding administration; and administrative support. Kansas Statutes Annotated (KSA). All laws enacted by the Legislature. These Statutes are published by the Kansas Revisor of Statutes after the closing of the regular session.

—L—

LKM. League of Kansas Municipalities. A voluntary, nonpartisan federation of over 500 Kansas cities. Law. A binding custom or practice of a community: a rule of conduct or action prescribed or formally recognized as binding or enforced by a controlling authority. Liability. Debts or obligations owed to one entity to another entity payable in money, goods or services. Licenses. A legal document issued by a government granting privileges to the holder to engage in a regulated activity. All licenses issued by the City of Wichita are for regulatory purposes and are based on the premise of protecting the public safety, health, and general welfare. Li-censes are issued after certain requirements and standards are fulfilled. Line-Item. The smallest expenditure detail in department budgets. The line item also is referred to as an "object," with numerical "object codes" used to identify expenditures in the accounting system. Within the accounting system, "objects" are further divided into "sub-groups." (See also Object Level.)

310


Glossary

Local Sales Tax. A one percent (1%) tax levied by Sedgwick County which was approved by the voters in July 1985 to finance highway and road construction and reduce the mill levy. The county sales tax is in addition to the six and 15th-hundreths percent (6.15%) tax levied by the State of Kansas. Longevity. Employee compensation payments made in recognition of a minimum number of years employed full time with the same entity.

—M—

MYFO. The Multi-Year Fund Overview. A budgetary report of revenues, expenditures, and fund balances for each of the funds in the budget. Actual amounts are reported for the prior year, and budgeted amounts are reported for the current year and two future years. Major Fund. Funds whose revenues, expenditures, assets, or liabilities are at least 10 percent of corresponding total for all governmental and enterprise funds and at least 5 percent of the aggregate amount for all governmental and enterprise funds. The City of Wichita has seven funds classified as Major Funds: General Fund, Debt Service Fund, Street Improvement Fund, Airport Fund, Water Utility Fund, Sewer Utility, and Storm Water Utility. Mayor. Elected official who presides over business that is brought before the City Council. MBP. Midwest Benchmarking Project. A performance measurement consortium comprised of Fort Worth, Wichita, Kansas City, MO and Des Moines. Mill. The property tax rate which is based on the valuation of property. A tax rate of one mill produces one dollar of taxes on each $1,000 of assessed property valuation. Mission. The mission statement is a brief summary of why a department exists and what it is trying to achieve. It tells what the department does, who they do it for, and why. The statement is specific enough to describe the department's purpose but general enough to last into the future. Moody’s Investors Service. A leading provider of credit ratings, research, and risk analysis that provides credit ratings and research covering debt instruments and securities. Motor Vehicle Tax. A tax collected by Sedgwick County on all motor vehicles that are not subject to property or ad valorem taxes, such as passenger cars, pick-up trucks and motorcycles. Municipal Budget. A financial plan for the allocation of government resources and services within the City (See also City Budget.) Municipality. A primarily urban political unit having corporate status and usually powers of self-government.

—N—

NPDES. National Pollutant Discharge Elimination System. Authorized by the Clean Water Act, the NPDES permit program regulates point sources that discharge pollutants into waters of the United States.

—O—

Object Level. Numerical "object codes" used to identify expenditures in the accounting system. Within the accounting system, "objects" are divided into "sub-groups." (See also Line Item.) Operating Budget. A budget that applies to all outlays other than capital improvements. This refers more to the day-to-day operations of the City. Operating Expenses. The cost of personnel, materials and equipment required for a department to function. Operating Revenue. Funds that the government receives as income to pay for ongoing operation. It includes such items as taxes, fees from specific services, interest earnings, and grant revenues. Operating revenues are used to pay for day-to-day services.

311


Glossary

—P—

Pandemic. Occurring over a wide geographic area and affecting an exceptionally high proportion of the population. Payment in Lieu of Taxes (PILOT). A payment made to compensate a local government for some or all of the property tax revenue that is not collected because of the nature of the ownership or use of a particular piece of real property. Performance Indicators. Specific, observable, and measurable characteristics or changes that show the progress a program or service is making toward achieving a specified goal. Performance Management. Performance management is a way of collecting and using information to maximize service quality and resource utilization. Performance Measures. A means, usually quantitative, of assessing the efficiency and effectiveness of department work programs. These measures are listed within the various department pages in this volume. Principal. The base amount of a debt, which is the basis for interest computations. Prior-Year Encumbrance. An obligation from a previous fiscal year in the form of purchase orders or contracts which are chargeable to an appropriation, and for which a part of the appropriation is reserved. They cease to be encumbrances when the obligations are paid or other-wise terminated. Program. A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the government is responsible. Property Tax Lid. Law limiting amount of property tax levied for a specific government function. Also known as aggregate tax levy limitation. Proposed Budget. A schedule of revenues and expenditures submitted by various municipal departments or divisions to be reviewed and considered for the upcoming fiscal year. Proprietary Funds. Accounting entities to account for operations similar to a private enterprise with a balance sheet that incorporates long-term debt obligations, assets and liabilities, and depreciation. Enterprise funds and internal service funds are proprietary funds.

—R—

Rental Income. Revenue derived from the rental of City facilities including parking garages, Century II, park facilities, and the like. Reserve. A portion of fund equity legally restricted for a specific purpose or not available for appropriation and subsequent spending. It is normally set aside in funds for emergencies or unforeseen expenditures not otherwise budgeted. Resources. Total amounts available for appropriation including estimated revenues, fund transfers, and beginning balances. Retained Earnings. Reserved and unreserved assets (recorded in proprietary fund operations), held for future operating needs and equip-ment replacement. Return on Investments. Ratio measure of a service unit through its basic operations which indicates its general effectiveness or efficiency. Revenue. Taxes, user fees, and other sources of income received into the City treasury for public use. Revised Budget. A schedule of revenues and expenditures during the current fiscal year that includes items not included in the Adopted Budget.

312


Glossary

—S—

S&P. Standard & Poor’s. An American financial services company that is known to investors worldwide as a leader of financial-market intelli-gence. It strives to provide investors who want to make better informed investment decisions with market intelligence in the form of credit rat-ings, indices, investment research and risk evaluations and solutions. SSMID. Self-Supporting Municipal Improvement District. A benefit assessment district created to improve and convey special benefits to properties located within the Central Business District of Wichita. Sales Tax and Revenue (STAR) Bond District. A special tax district formed to support the development of major commercial, entertain-ment, and tourism areas through the issuance of bonds and the repayment of bonds with sales tax revenue generated by the development. Service Level. Services or products which comprise actual or expected output of a given program. The focus is on results, not measures of workload. Shrinkage. An adjustment applied to each General Fund department in anticipation of spending less than is budgeted. A major source of shrinkage is employee turnover. Shrinkage adjustments are set to encourage each department to manage their budgets within the confines of available fund resources. Special Assessment. A compulsory levy made upon a property to defray part or all of the costs of a specific improvement that primarily ben-efits that specific property. Special Revenue Fund. An accounting entity to record revenue that is legally destined for a specific purpose and the expenditure of the dedi-cated revenue. Stakeholders. Wichita’s citizens, businesses, and visitors. Strategic Plan. Budget development tool which aligns resources to support the goals of the City.

—T—

TBID. Tourism Business Improvement District. Agency Fund which collects a 2.75% nightly hotel room fee to promote tourism in Wichita. TSA. Transportation Security Administration. Federal agency protecting the nation’s transportation systems. Tax Increment Financing. Use of taxes collected within a specifically designated area for repayment of tax increment debt and major infra-structure expenditures. Taxes. Compulsory assessments levied by a government for the purpose of financing services performed for the common benefit of the citi-zens. Taxes do not include specific charges made against particular persons or property for current or permanent benefit, such as special assessments. (See also Ad Valorem Taxes, Alcoholic Liquor Tax, Delinquent Tangible Property Tax, Gasoline Tax, Local Sales Tax, Motor Vehicle Tax, Property Tax Lid, and Transient Guest Tax.) The NCS. The National Community Survey. In 2001, the National Research Center, Inc (NRC) partnered with the ICMA to create the Nation-al Community Survey. It is a low-cost resident survey service for local governments to gather resident opinions across a range of community issues. Communities using The NCS have reported that the tool improved service delivery, strengthened communications with community stakeholders and identified clear priorities for use in strategic planning and budget setting. Tort. A wrongful act or damage involving a breach of legal duty for which a civil action can be brought. Transient Guest Tax. A six percent (6%) tax upon the gross receipts paid by guests in any hotel, motel, or tourist court located in the incor-porated territory of the City of Wichita. Trust Fund. Used when the City is custodian of money to be reserved and spent for a special purpose.

313


Glossary

—U—

USDOT. United States Department of Transportation. Federal agency that ensures a fast, safe, efficient, accessible and convenient transpor-tation system. Unencumbered Balance. The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future purposes. Unreserved Fund Balance. The portion of a fund’s balance that is not restricted for a specific purpose and is available for general appropria-tion. Untouchables. Activities performed by a department that are legally required, intrinsic to its existence, typically provided by peer depart-ments, or a high priority for residents. User Fees. Revenue derived from payments made by the general public for the purpose of utilizing goods and services, such as entry fees, Park Department charges, class registrations, tenant rental, and concessions.

—V—

Variable Costs. Costs that can change substantially due to conditions such as weather or demand and affect the amount of work that can be performed.

—W—

Wichita, City of. Wichita, the largest city in Kansas, is the county seat of Sedgwick County. The nearest large cities are Denver to the west, Kansas City to the northeast, Oklahoma City to the south, and Tulsa to the southeast.

—Z—

Zero-Based Budgeting (ZBB). A budgeting method that begins with a “blank page” rather than creating base budgeted using previously adopted budgets for prior year actuals.

314


Glossary

Airports Council International (ACI)

American Public Works Association (APWA)

American Water Works Association (AWWA)

Black & Veatch

City of Wichita

Federal Aviation Administration (FAA)

Federal Transit Administration (FTA)

Visit Wichita Convention and Visitors Bureau

Government Finance Officers Association (GFOA)

International City/County Management Association - Center for Performance Analytics (ICMA-Analytics)

Kansas Department for Children and Families (DCF)

Kansas Department of Heath and Environment (KDHE)

Moody’s Investors Service

The National Community Survey (The NCS)

National Fire Protection Association (NFPA)

Public Library Association Project Outcome

Standard & Poor’s Financial Services (S&P)

United States Department of Housing & Urban Development (HUD)

United States Environmental Protection Agency (EPA)

Wichita Public Schools

315


Employee Benefits

The 2021 Proposed Budget is based on the rates below.

Wichita Employee Retirement. Permanent full-time employees, except commissioned Police and Fire Department staff, are mem-bers of this retirement system. Employee contribution rates are a fixed percent of salary and dependent upon the retirement plan for which the employee is eligible (Plan 1 is 6.4%; Plan 2 is 4.7%). The City’s contributions are based on actuarial recommendations. The City contribution rate for 2021 is projected at 13.90 percent. Police and Fire Retirement. Permanent full-time commissioned employees of the Police and Fire Departments and Airport security officers are members of this retirement system. Employee contribution rates are a fixed percent of salary and dependent upon the retirement plan for which the employee is eligible. The City of Wichita contributions are based on actuarial recommendations. The rate for the City in 2021 is 22.60 percent. Social Security (FICA). The Federal government establishes the Social Security contribution rates. The employer and the employee each pay 7.65 percent of the first $137,700 of the employee’s salary. For commissioned Police and Fire employees hired after April 1, 1986, the City pays only the Medicare portion equivalent of 1.45 percent of the employee’s salary. Police and Fire commissioned em-ployees hired before April 1,1986 do not participate in the Medicare program. Unemployment Compensation. In 2021, the City of Wichita will contribute a budgeted 0.10 percent of total salaries to the State of Kansas Department of Labor to finance unemployment claims. Health Insurance. The City of Wichita offers health insurance to full time employees. On October 2, 2007, the City Council approved a select plan, in addition to the premium plan. For budgetary purposes, the cost to departments is computed using actual health plan participants at a given date. For 2021, the City contribution per employee is budgeted at $19,576 for select family coverage, $20,099 for premium family coverage, $6,563 for single select coverage and $6,735 for single premium coverage. Life Insurance. Optional term life insurance is available to permanent full-time employees, with coverage based on twice the em-ployee’s salary. Contributions are financed equally by the City and employee. The City of Wichita contribution rate equates to 0.40 percent of salary in 2021. Worker’s Compensation. The City of Wichita’s contribution rate for Workers’ Compensation varies by department and is determined by utilization history. Workers’ compensation rates range from 1.029 percent to 5.958 percent in 2021.

WORKER’S COMPENSATION RATES

FUNCTION 2021 RATE FUNCTION 2021 RATE

Airport 1.751% Library 1.032%

City Council 1.029% Municipal Court 1.270%

City Manager 1.190% Metro. Area Bldg. & Construction 2.044%

Finance 1.029% Park and Recreation 2.189%

Fire 2.820% City/County Planning 1.029%

Housing & Community Services 1.434% Police 2.733%

Human Resources 1.029% Public Works & Utilities 2.138%

Information Technology 1.189% Transportation 5.958%

Law 1.040%

EMPLOYEE BENEFIT CIVILIAN COMMISSIONED

Social Security (FICA) 7.65% 1.45%

Retirement/Pension 13.90% 22.60%

Workers’ Compensation By Department By Department

Unemployment Compensation 0.10% 0.10%

Health Insurance, Family (Select/Premium) $19,576 / $20,099 $19,576 / $20,099

Health Insurance, Single (Select/Premium) $6,563 / $6,735 $6,563 / $6,735

Life Insurance 0.40% 0.40%

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2021-22 Proposed Budget Cover.pdf 1 7/8/20 2:46 PM 2021 ... - Volume I 2021-2022... · Celebrating...

Documents

Transcript of 2021-22 Proposed Budget Cover.pdf 1 7/8/20 2:46 PM 2021 ... - Volume I 2021-2022... · Celebrating...