GENERAL FUND FUND NUMBER 101 ACTUAL BUDGET REVISED BUDGET 2012 2013 2013 2014 FUND BALANCE BEGINNING 19,654,057 $ 15,128,161 $ 17,381,628 $ 16,861,628 $ REVENUE Taxes 33,859,350 34,154,106 34,036,843 35,343,359 Intergovernmental 43,240 25,000 43,700 25,000 Licenses & Permits 781,712 737,500 834,400 857,500 Service Charges 1,795,802 1,522,467 1,796,257 1,762,000 Fines 1,218,300 1,428,200 1,230,500 1,242,800 Interest Income 57,476 65,600 74,100 68,500 Sale of Property 40,241 5,000 5,000 5,000 Miscellaneous 470,739 358,900 452,300 345,341 TOTAL REVENUE 38,266,861 38,296,773 38,473,100 39,649,500 EXPENDITURES City Council 222,258 229,100 232,300 237,200 City Manager's Office 5,823,560 3,368,300 3,836,000 3,985,800 Information Technology 1,771,439 1,499,400 1,530,700 1,527,000 Finance 1,103,280 594,100 672,900 667,700 Planning 644,498 648,200 646,800 650,400 Development Services 1,162,323 1,241,500 1,222,800 1,321,000 Public Works 7,358,461 7,112,200 6,896,000 7,226,500 Police 12,124,457 12,757,100 12,753,500 13,477,500 Fire 6,500,558 6,846,100 7,001,700 7,334,000 Culture and Recreation 3,828,456 3,989,100 4,200,400 4,247,400 TOTAL EXPENDITURES 40,539,290 38,285,100 38,993,100 40,674,500 REVENUE OVER EXPENDITURES (2,272,429) 11,673 (520,000) (1,025,000) FUND BALANCE ENDING 17,381,628 $ 15,139,833 $ 16,861,628 $ 15,836,627 $ Fund Balance % of Revenue 45% 40% 44% 40% Page 71
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GENERAL FUNDFUND NUMBER 101
ACTUAL BUDGET REVISED BUDGET
2012 2013 2013 2014
FUND BALANCE BEGINNING 19,654,057$ 15,128,161$ 17,381,628$ 16,861,628$
REVENUE
Taxes 33,859,350 34,154,106 34,036,843 35,343,359 Intergovernmental 43,240 25,000 43,700 25,000 Licenses & Permits 781,712 737,500 834,400 857,500 Service Charges 1,795,802 1,522,467 1,796,257 1,762,000 Fines 1,218,300 1,428,200 1,230,500 1,242,800 Interest Income 57,476 65,600 74,100 68,500 Sale of Property 40,241 5,000 5,000 5,000 Miscellaneous 470,739 358,900 452,300 345,341
TOTAL REVENUE 38,266,861 38,296,773 38,473,100 39,649,500
EXPENDITURES
City Council 222,258 229,100 232,300 237,200 City Manager's Office 5,823,560 3,368,300 3,836,000 3,985,800 Information Technology 1,771,439 1,499,400 1,530,700 1,527,000 Finance 1,103,280 594,100 672,900 667,700 Planning 644,498 648,200 646,800 650,400 Development Services 1,162,323 1,241,500 1,222,800 1,321,000 Public Works 7,358,461 7,112,200 6,896,000 7,226,500 Police 12,124,457 12,757,100 12,753,500 13,477,500 Fire 6,500,558 6,846,100 7,001,700 7,334,000 Culture and Recreation 3,828,456 3,989,100 4,200,400 4,247,400
TOTAL EXPENDITURES 40,539,290 38,285,100 38,993,100 40,674,500
REVENUE OVER EXPENDITURES (2,272,429) 11,673 (520,000) (1,025,000)
FUND BALANCE ENDING 17,381,628$ 15,139,833$ 16,861,628$ 15,836,627$
Fund Balance % of Revenue 45% 40% 44% 40%
Page 71
General FundRevenue Detail
Acct. ACTUAL BUDGET REVISED BUDGET
No. Classification 2012 2013 2013 2014
TAXES43011 Property $10,116,441 $9,887,200 $9,886,000 $10,791,90043011 Property - In Lieu Of 145,866 104,900 104,900 104,90043012 Motor Vehicle 1,212,556 1,209,706 1,236,800 1,249,20043031 Back Taxes 237,686 200,000 117,443 150,00043041 Sales Tax - County 5,339,342 5,409,200 5,452,900 5,542,00043042 Sales Tax - City Option 8,444,149 8,648,000 8,654,100 8,814,95943043 Use Tax - County 963,450 1,027,500 982,700 997,40043044 Use Tax - City 1,172,908 1,215,200 1,209,300 1,223,50043050 Use Tax - County Public Safety 192,690 190,000 197,000 200,90043049 Sales Tax - County Public Safety 1,067,871 1,097,000 1,097,000 1,118,90043081 Liquor Control 230,284 240,400 232,600 234,90043091 Franchise KCP&L 1,767,263 1,742,700 1,784,900 1,802,70043092 Franchise Westar Energy 1,094,069 1,029,800 1,105,000 1,116,10043093 Franchise Kansas Gas 736,937 1,002,900 827,000 835,30043094 Franchise Telephone 216,499 215,000 218,700 220,90043095 Franchise AOL/Time Warner 488,655 488,500 493,500 498,40043096 Franchise Atmos Energy 8,330 10,600 8,400 8,50043098 Franchise Everest 424,354 435,500 428,600 432,900
Total Taxes 33,859,350 34,154,106 34,036,843 35,343,359
Total Culture & Recreation 3,828,456 3,989,100 4,200,400 4,247,400
Total Expenditures 40,539,290 38,285,100 38,993,100 40,674,500
Page 76
City Council
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Page 77
Boards and Commissions
The City has a variety of boards and commissions that act as advisory boards to the City Council. The members of each of these bodies are appointed by the Mayor with the consent of the Governing Body.
Bicycle Advisory Committee: This committee meets four times per year. The Committee consists of five members, all of whom are active bicyclists, with at least four Shawnee residents. Members serve two-year staggered terms. This committee monitors the community's bicycle friendly status, and makes recommendations to the Parks and Recreation Advisory Board.
Board of Zoning Appeals: Meetings are the third Thursday of the month and only held when an appeal is scheduled. This body consists of seven members who hear appeals concerning the zoning ordinance. Members serve three-year staggered terms.
City Council Committee: The City of Shawnee has a single Council Committee. The Council president is the Chair of the committee and the Council selects a vice-chair each year to serve in the case the Council President is absent. The Council Committee meets to discuss selected issues prior to City Council consideration. The Council Committee meetings are less formal than City Council meetings, allowing for a presentation of ideas, debate of options, and general discussion. The Committee does not take final action on topics that are discussed; instead the Committee provides direction of action for City Staff and/or recommendations to the City Council for formal action. The Council Committee is comprised of all eight members of the City Council. As provided in Charter Ordinance No. 40, the Mayor serves as an ex officio member of all Committees; however the Mayor does not have any voting rights on the Committee.
Civil Service Commission: Meetings are held when needed. This body consists of five members who serve three-year staggered terms. The commission's charge is to hear disciplinary appeals from police officers and to advise and assist in policy development, education and community outreach and communications related to racial profiling as required by the Kansas Statutes.
Code Board of Appeals: Meetings are held when needed. The board consists of five members who hear appeals concerning the City's building codes. This board also serves as the Fair Housing Committee and hears complaints related to discriminating housing practices.
Downtown Partnership: Meetings are held when needed. The Partnership consists of 17 regular voting members who act in an advisory capacity to the Mayor and City Council in promoting, aiding, and encouraging the enhancement of Shawnee's Downtown.
Parks and Recreation Advisory Board: Meetings are held the first Thursday of the month. This board consists of nine members who serve three year staggered terms recommended for appointment by the Ward Councilmember. Members advise the Mayor and City Council in planning, maintenance, and operation of all recreation areas and facilities.
Planning Commission: Meetings are held the first and third Mondays of the month. This commission consists of 11 members who hear requests for zoning changes and approve development plans for new business sites and subdivisions, making sure that plans comply with City ordinances and the Comprehensive Plan. Members serve three-year staggered terms.
Page 78
Department: City CouncilDivision: City Council 101.110
ACTUAL BUDGET REVISED BUDGETACCT # CLASSIFICATION 2012 2013 2013 2014
The City Council budget for 2014 includes $13,125 in funding for the Citizen Survey. The 2014 Budget includes funds for dues to the League of Kansas Municipalities, Mid America Regional Council (MARC), National League of Cities and the Alliance for Innovation.
Page 79
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Page 81
2013-2014 Work Plan The City Manager’s Office is charged with overseeing and managing the City’s overall Work Plan as well as those specific items designated inside of the City-wide Work Plan (found in the Strategic Planning tab of this document) as City Manager’s Office. The department also has identified the following strategies and projects for 2013-2014.
Strategic Goal: Good Government Starts Here Strategy: Ensure current policies and practices to maximize efficiencies and customer service. Projects
Audit internal practices and policies; update, streamline and modify to ensure efficiency for Municipal Court.
Audit internal practices and policies; update, streamline and modify to ensure efficiency for Prosecutor’s Office.
Audit internal practices and policies; update, streamline and modify to ensure efficiency for Human Resources.
Audit internal practices and policies; update, streamline and modify to ensure efficiency for City Clerk’s area.
Strategy: Protect our significant assets in order to provide a high level of functionality and minimize future costs. Projects
Research, purchase and implement new Municipal Court Software.
Explore Human Resources Information System Options.
Implement Phase I of On-site Storage of City Records.
Implement Phase II of Electronically Stored Personnel Records (All new hires after 1/1/2012).
Page 82
Performance Data
Performance Measures
2011 Benchmark*
2011 2012 Benchmark*
2012 2013E 2014
Projected
Outputs
Employee Turnover Rate *(ICMA)
8.81% 4.57% 10% 6% 5.5% 6.2%
Worker’s Comp Claims Per 100 *(ICMA)
13.7 10.9 9.4 10.9 10.9 8.4
Effectiveness/ Efficiency
% of Employee Reviews Completed on Time *(ICMA)
56% 75% 60% 10% 67.8% 70%
Workload Measures 2012 2011 2010
Number of Shawnee e-newsletter produced 12 12 12
Number of press releases issued 39 24 19
Number of informational notices published 83 52 70
Number of felony cases filed in District Court 13 20 21
Number of cases filed 12.399 13,564 13,962
Number of cases disposed 12,529 14,149 13,726
Number of cases put on diversion 148 202 387
Number of customers assisted (phone/counter) 20,000 21,165 21,500
Number of formal open records requests processed 115 56 33
Number of Senior Citizen Telephone Rebates processed 345 401 396 Number of Low Income Franchise/Stormwater Utility Fee Rebates issued
278 53 23
Number of businesses/regulatory licenses issued 3000+ 2,600+ 2,800+ Number of participants in Shape Up Shawnee wellness program
119 95 120
Number of City-wide training classes coordinated 23 29 13
Number of employment applications processed 1,805 1,548 1,236
Number of new hire orientations conducted 31 39 24
Number of internal promotional processes 7 10 8
Number of Probation cases 211 222 470
Number of Appeals 1 6 5
Number of Volunteer Hours 3,853 NA NA
Page 83
Department: City Manager's OfficeDivision: All Divisions 101.120
The City Manager and staff will continue to be involved in the International City Management Association; Kansas Association of City Managers, International Shopping Center Council, Urban Land Institute, National League of Cities; League of Kansas Municipalities; and other professional associations in 2014.
Page 86
Department: City Manager's OfficeDivision: Legal 101.120.020
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
The City Attorney and other legal fees are budgeted in the Legal Division at $366,000 in 2014. Access to on-line legal research for the Prosecurtor's Office is budgeted at $10,800.
Page 87
Department: City Manager's OfficeDivision: City Clerk 101.120.030
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
CAPITAL OUTLAY54445 Office Furn. & Equip. under $10k - 3,000 3,000 -
Total Capital Outlay - 3,000 3,000 -
TOTAL 667,013$ 624,100$ 662,000 557,800$
The City Clerk Division is responsible for maintaining official records for the City, processing business and alcohol licenses, and refunding franchise fees to low-income residents. $9,000 is allocated for legal publications, notice of abatements, public hearings and City event or program promotions. In addition, $35,000 is included for the City Ride program, a local transportation program for senior citizens and persons with disabilities.
Page 88
Department: City Manager's OfficeDivision: Human Resources 101.120.040
ACTUAL BUDGET REVISED BUDGETACCT .# CLASSIFICATION 2012 2013 2013 2014
The Human Resources Division includes funding for administrative, actuary and legal costs for the Supplemental Pension Plan, an Employee Assistance Program, and the City's Benefit Broker. In addition, funding for a Wellness Coach is included in the Human Resources Budget.
Page 89
Department: City Manager's OfficeDivision: General Overhead 101.120.050
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
CAPITAL OUTLAY54420 Operations Equipment - - 70,000 - 54440 Office Equipment over $10,000 8,193 - - -
Total Capital Outlay 8,193 - 70,000 -
TRANSFERS58000 Transfers to Other Funds 3,400,000 450,000 450,000 800,000
Total Transfers 3,400,000 450,000 450,000 800,000
REFUNDS59000 Refunds 15,480 23,500 23,500 23,500
Total Refunds 15,480 23,500 23,500 23,500
TOTAL 3,707,588$ 807,500$ 877,000$ 1,123,100$
The General Overhead budget allocates $450,000 in 2013R and $800,000 in 2014 for transfers to the Equipment Reserve Fund. Additionally, $70,000 is budgeted in 2013R for the purchase of a generator.
Page 90
Department: City ManagerDivision: Municipal Court 101.120.070
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
A part-time public defender is budgeted at $29,000 to assist Municipal Court employees with trials. Interpreting services are allocated at $6,000 to assist with non-English speaking citizens. The 2013R budget includes $75,000 for the purchase of E-Ticketing software. Additionally, the 2013R budget includes $198,500 for the purchase of new Court software.
Page 91
Department: City ManagerDivision: Communications 101.120.080
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
This newly created Division will provide a comprehensive communications strategy that incorporates all facets of social and traditional media and integrates the City and departments' communications needs into a central function.
Page 92
Information Technology
Department: Information Technology Division: Information Technology 101.140
Department Mission Our mission is to deliver technology solutions to our central stakeholders that create and sustain operational efficiencies and promote an exceptional quality of life for our community stakeholders. Department Budget Overview
Total Budget $1,527,000
Expenditures by Type
Department Programs Application and GIS Support Network and Enterprise Support Desktop Support Telephone System & Communication Support I/T Administration Web Hosting and Content Management System Information Security Additionally, department highlights from 2012 can be found in our annual report published each year that can be accessed at http://gsh.cityofshawnee.org/pdf/cityclerk/YearEndReport_12.pdf.
2013-2014 Work Plan The Information Technology department is charged with specific projects designated inside of the City-wide Work Plan (found in the Strategic Planning tab of this document). The department also has identified the following strategies and projects for 2013-2014 that correspond to the City’s strategic goals.
Strategic Goal: Good Government Starts Here
Strategy: Promote environmentally friendly practices in all City facilities and at City events and in the community
Projects Implement Phase II SAN and Virtual Servers to reduce Servers and reduce hardware and electrical
power consumption. Provide network & wireless access and data services at City facilities and events. Complete Phase I of Virtual Desktop Initiative (VDI) to reduce hardware and electrical power
consumption. Implement new court software system.
Strategy: Protect our significant assets in order to provide a high level of functionality and minimize future costs.
Projects Implement storage & retention quotas and/or technology enhancements to provide required server
capacities and increase operational efficiencies. Continue the City’s 6 year PC replacement program Examine and implement redundancy for technology services. Continuity of Operations Plan (COOP) Continue to analyze document imaging and workflow opportunities to reduce our dependency on paper. Maintain Software Services through patching and upgrades.
Strategy: Ensure current policies and practices maximize efficiencies and customer service. Projects
Volunteer and Technology Use Policy. Technology Security Program and Policy. Security mandates that include KCJIS and PCI Compliance. Mobile Device use policy.
Storage & retention policies
Strategy: Support Next Generation Systems
Projects
New Court Software Online Police Reporting CBRM (Citizen & Business Relationship Management) software New HRMS/Payroll (Human Resource Management System) Firehouse system upgrades
Strategic Goal: Good Living Starts Here
Strategy: Enhance our sense of community through increased connectedness and engagement; and, creating a clear vision for the community future.
Projects Continue to provide new options for CBRM. (SDC, form submission, electronic payments, Portals, etc.)
via the City website and GIS Applications. Mass notification and emergency preparedness. Continue to provide community connectedness and engagement via the changing communications of
social networking applications. Page 95
Performance Data
Performance Measures
2011 Actual
Benchmark* 2011 2012E
2012 Actual
Benchmark* 2012
2013 Projected 2013E
2014 Projected
Efficiency
Network & server uptime *(internal)
99.9 99.8 99.8 99.8 99.8 99.8 99.8 99.9
Average ticket resolution time (In hours) *(internal)
24 24 24 24 24 24 24 24
ICT Service Timeliness (Survey Results 1-5 rating)
N/A N/A N/A 4.23 >3.7 >3.7 >3.7 >3.7
Effectiveness
Percent of repair calls resolved within 24 hours *(ICMA)
90% 76.9% 84% 84% 84.5% 84% >84% >84%
Service Quality (Survey Results (1-5 rating)
N/A N/A N/A 4.14 >3.7 >3.7 >3.7 >3.7
Percent of IT employee turnover
0% <11% 11% 11% <12% <12% <12% <12%
Workload Measures 2012 2011 2010 PCs/Laptops maintained 290 315 276 Virtual desktops (VDI) 25 12 N/A Telecommunications devices (VoIP) 398 390 380 Mobile devices – smart phones and tablets 150 87 64 Number of servers 68 68 18 Network & Security Components 120 115 105 Number of MDT’s (Mobile Data Terminals) 68 59 59 Total ICT devices 1,520 1,474 1,450 Number of problem/request tickets 3,735 3,858 4,955 ICT Help Desk call volumes 1,881 2,363 2,169 Website page views per month 78,726 65,000 60,000 GIS data layers maintained 340 285 283
Page 96
Department: Information TechnologyDivision: Information Technology 101.140
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
CAPITAL OUTLAY54430 Communicatons Equipment 15,093 21,500 19,000 19,000 54440 Office Equipment over $10,000 89,503 109,000 85,000 95,000
Total Capital Outlay 104,596 130,500 104,000 114,000
TOTAL 1,771,439$ 1,499,400$ 1,530,700$ 1,527,000$
The I/T department budget provides funding for all City communication (data and telecommunication) services which includes our Web, Internet and VoIP (phone) services. Annually I/T budgets capital investments for technology. Technology investments include data storage, servers, network switching and security hardware, and supplies. I/T oversees software & hardware license/maintenance fees for the entire city, which averages $500,000 annually across all departments, with over $240,000 being paid from the I/T budget. Software license and maintenance cost accounts for $250,000. Annual hardware maintenance is $77,000. Subscriptions and data use cost accounts for $34,000 and appliance maintenance annual cost is $42,000.
Page 97
Finance
Department: Finance Division: All Divisions 101.150
Department Mission The City of Shawnee Finance Department’s mission is to provide sound financial management achieved through solid policies and management of City resources. Department Budget Overview
Total Budget $667,700
Expenditures by Type
Department Programs
Accounts and Reports Accounts Payable
Employee Retirement Plans Payroll
Debt Management Risk Management
Additionally, department highlights from 2012 can be found in our annual report published each year that can be accessed at http://gsh.cityofshawnee.org/pdf/cityclerk/YearEndReport_12.pdf.
2013-2014 Work Plan The Finance department is charged with specific projects designated inside of the City Work Plan (found in the Strategic Planning tab of this document). The department also has identified the following strategies and projects for 2013-2014 that correspond to the City’s strategic goals.
Strategic Goal: Good Government Starts Here Strategy: Ensure current policies and practices maximize efficiencies and customer service.
Projects Collaborate with HR and IT staff to evaluate, select and implement an integrated HR information/payroll
solution. Working in conjunction with the Planning Department, assume responsibility for KNRA rebate tracking
and payment. Strategy: Protect our significant assets in order to provide a high level of functionality and minimize future costs. Projects
Continue discussion with the Governing Body and finalize the draft Comprehensive Financial Policy.
Strategic Goal: Good Business Starts Here
Strategy: Identify and develop clear vision and plans for sites, and assist in getting them development ready. Then, market the “product”.
Projects Implement a performance measurement process to evaluate past and future economic development
projects, including IRB’s, TIF, CID, TDD, KNRA, and excise tax abatement agreements.
Strategic Goal: Good Living Starts Here
Strategy: Enhance our sense of community through increased connectedness and engagement; and, creating a clear vision for the community future. Projects
Collaborate with Administration to incorporate Citizen Survey data into the budget document, align performance measures with goals and strategies, and further incorporate GFOA scoring recommendations, as well as enhance citizen participation in the budget process by developing clear and understandable ways to tell the City’s financial story.
$25,000 is budgeted annually for the maintenance contract on the City’s financial software. Payroll/HR services with ADP, which includes tracking seasonal pool time and attendance, quarterly tax filing and human resource tracking is budgeted in this department at $83,000. 2014 includes $20,000 for Priority Based Budgeting and $30,000 for the annual audit, which will be performed in early 2014 for the 2013 calendar year.
Page 101
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Page 102
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Page 103
2013-2014 Work Plan The Planning department is charged with specific projects designated inside of the City-wide Work Plan (found in the Strategic Planning tab of this document). The department also has identified the following strategies and projects for 2013-2014 that correspond to the City’s strategic goals.
Strategic Goal: Good Government Starts Here Strategy: Assure procedures for development are coordinated and efficient. Projects
Complete Planning Department section of written Developer’s Handbook . Review and update current subdivision regulations.
Archive site plan, plat, special use permit, and rezoning files. Develop quick links in zoning and subdivision regulations to various sections of the code and other
documents.
Strategic Goal: Good Business Starts Here
Strategy: Identify and develop clear vision and plans for sites and assist in getting them development ready. Projects
Approve design guidelines brochure for I-435 Corridor. Implement amendments to the Comprehensive Plan to address business park standards for the 43rd
Street and K-7 Corridor.
Strategy: Proactively promote opportunities for infill development/revitalization. Projects
Develop single family residential infill standards to promote neighborhood stability. Promote the KNRA program in the downtown area and along Shawnee Mission Parkway west to Pflumm. Coordinate with Business Liaison and SEDC staff to promote retail retention and attraction in downtown
area through creation of a variety of social media enhance communications with existing businesses and the community.
Strategic Goal: Good Living Starts Here
Strategy: Utilize new resource data to assess community trends over the past ten years. Projects
Continue review of 2010 Census data as it is released and provide other departments information relevant to programmatic and service changes that might be needed due to demographic changes; maintain inventory of data to assist other departments in grant applications and update Comprehensive Plan to reflect changes as needed.
Strategy: Proactively reach out to new and current businesses and engage them in the community. Gain an understanding of their business mission and work to support them. Projects
Make additional information from Shawnee Development Center available on the web page.
Page 104
Strategy: Actively promote multiple modes of transportation and housing diversity to ensure a variety of options exist to meet the needs of a diverse population. Projects
Work with the City’s Transportation Manager to review opportunities for alternative transit along Shawnee Mission Parkway.
Assist in partnership with MARC in Preparation of Creating Sustainable Places Initiative along Shawnee Mission Parkway, and Planning Sustainable Places Initiative along Nieman Road.
Performance Data
Workload Measures 2012 2011 2010 Number of rezonings 2 2 2
Number of site plan reviews 22 28 25
Planning Commission Minutes 21 19 23
Specialized Maps Created 18 36 25
Special Use Permits 8 6 12
BZA Variances 6 6 8
Sign Permits 254 256 321
Plats 5 4 8
Special Events 33 42 38
Illegal Signs 546 702 1,519
Site Inspections 178 109 182
Meetings with Developers 206 133 197
Page 105
Department: PlanningDivision: Planning 101.200
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
TRANSFERS58000 Transfer to Other Funds 18,000 18,000 18,000 18,000
Total Transfer to Other Funds 18,000 18,000 18,000 18,000
TOTAL 644,498$ 648,200$ 646,800$ 650,400$
The Planning Division administers $15,000 in funds for the Utility Assistance Program and $14,000 for the Minor Home Repair Program to citizens who meet income requirements. $19,610 is allocated to United Community Services which then distributes to agencies that further the goals of building economic reliance for families and individuals to meet basic needs or protecting personal or community safety. The County HOME Match program is also administered from the Planning Division budget with an allocation of $19,300 to this program.
Page 106
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Page 108
2013-2014 Work Plan The Development Services department is charged with specific projects designated inside of the City-wide Work Plan (found in the Strategic Planning tab of this document). The department also has identified the following strategies and projects for 2013-2014 that correspond to the City’s strategic goals.
Strategic Goal: Good Government Starts Here Strategy: Ensure current policies and practices maximize efficiencies, effectiveness, openness and customer service. Projects
Update the General Provisions Section of the Shawnee Design and Construction Manual. Improve the speed and accuracy of data and information retrieval by bringing more file history on-site and
imaging documents. Develop, use and maintain regular inspection reports. Implement project planning, scheduling and tracking procedure.
Strategy: Protect our significant assets in order to provide a high level of functionality and minimize future costs. Projects
Research and identify projects for future years that best meet the City’s overall goals of stimulating development, sustainability and minimizing long term maintenance costs and simultaneously identify opportunities to leverage outside funding sources for these projects.
Strategic Goal: Good Business Starts Here
Strategy: Identify and develop a clear vision and plans for sites and assist in getting them development ready. Then, market the “product.” Projects
Lead efforts related to planning, funding and constructing utilities and infrastructure for EcoCommerce Center and Shawnee North Business Park.
Strategy: Improve development related services to create the most responsive and professional development process in Johnson County. Projects
Make additional information from Shawnee Development Center available on the web page. Inventory individual certifications and licenses. Set goals for each employee for continual learning.
Strategic Goal: Good Living Starts Here
Strategy: Plan and implement sustainable design practices on public projects. Projects
Whenever possible, incorporate environmentally friendly features into upcoming projects: 59th Street and Quivira, 60th and Barton, Erfurt Park, mill and overlay project.
Strategy: Develop communication strategies to improve customer service and increase the level of involvement so that projects enhance the sense of community through safety, walkability and convenience. Projects
Whenever possible, incorporate neighborhood meetings, information blasts, regular project updates and other communication into upcoming projects: 59th Street and Quivira, 60th and Barton, Erfurt Park, mill and overlay project. Page 109
Performance Data
Workload Measures 2012 2011 2010Lane miles resurfaced 14 14.16 10.2 **These workloads impact the Public Works pavement conditions measure.
Page 110
Department: Development ServicesDivision: Administration 101.210.010
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
The maintenance contract for the engineering applications is budgeted at $33,000 which includes ESRI licenses. Outside engineering consulting is budgeted in 2014 at $45,000 with an additional $57,000 for capital project engineering services. Also budgeted is $4,000 for the Kansas City Metro Materials Board annual membership fee.
Page 111
Public Works
Department: Public Works Division: All Divisions 101.220
Department Mission The mission of the Public Works department is to provide a safe and well maintained public infrastructure for all citizens while promoting responsible stewardship of resources and assisting individuals in understanding and complying with building codes and municipal regulations.
Department Budget Overview
Expenditures by Division
Expenditures by Type
Department Programs Curb and Sidewalk Maintenance and Management Facility Maintenance and Management Fleet Maintenance and Management Municipal Codes Enforcement Pavement Marking Maintenance and Management Public Works Administration Right-of-Way Maintenance and Management Sign Maintenance and Management Snow Removal Stormwater Management – Drainage and System
Maintenance
Stormwater Management Program - Flood Mitigation Stormwater Management Program - Floodplain Regulation Stormwater Management Quality and Pollution Control Street Maintenance and Management Street Sweeping Streetlight Maintenance and Management Traffic Data Management Traffic Signal Maintenance and Management
Additionally, department highlights from 2012 can be found in our annual report published each year that can be accessed at http://www.cityofshawnee.org/pdf/cityclerk/YearEndReport_12.pdf.
Personal Services
42%
Contractual Services
30%
Commodities 13%
Transfers 15%
Division Budget Administration
$1,096,100 Streets $2,266,000 Traffic
$2,120,300 Codes $899,500 Stormwater $500,000 Fleet $344,600 Total $7,226,500
2013-2014 Work Plan The Public Works department is charged with specific projects designated inside of the City Work Plan (found in the Strategic Planning tab of this document). The department also has identified the following strategies and projects to take on for 2013-2014 that correspond to the City’s strategic goals.
Strategic Goal: Good Government Starts Here Strategy: Protect our significant assets in order to provide a high level of functionality and minimize future costs. Projects
Review and revise policies and past practices for long term street maintenance (pavement management) strategy and evaluate funding options.
Implement a complete Fleet Management System to include green practices, alt fuels, preventative maintenance plans, replacement policy and schedule and fleet size.
Review long term stormwater management strategy and develop different resource models for various alternatives.
Develop a targeted training plan for department employees. Revise City’s street sign Inventory/reflectivity condition plan to meet current federal mandates.
Strategy: Ensure current policies and practices maximize efficiencies and customer service. Projects
Expand/enhance the centralized facility maintenance plan/team. Analyze and evaluate data for performance measures and develop benchmarks. Implement cross departmental team for stormwater management. Complete Public Works Department Policy and Procedures Manual and streamline/modify key practices
and policies to ensure efficiency and accuracy. Implement and train employees on LEOP program. Enhance Web Site information to provide better/more information on maintenance programs and projects.
Strategy: Promote environmentally friendly practices in all Public Works facilities and work activities and in the community. Projects
Develop and implement Stormwater Program in house training modules for all employees that will include a revised SWPPP for the Service Center.
Strategic Goal: Good Business Starts Here
Strategy: Proactively reach out to new and current businesses and engage them in the community. Gain an understanding of their business mission and work to support them. . Projects
Provide education/training on the new building energy code. Develop and implement a building permit process to allow remote access, payment, and issuance for
simple projects. Strategic Goal: Good Living Starts Here
Strategy: Maintaining the value and vibrancy of older commercial areas and neighborhoods. Projects
Review and revise property maintenance code enforcement policies, practices and approach.
Page 114
Performance Data
Performance Measures
2011 Benchmark
*2011 2012 Benchmark *2012 2013E 2014
Projected
Efficiency
Full Time Employees Per Lane Mile *(JoCo)
0.061 0.109 0.061 0.105 0.061 0.061
Effectiveness
% of Publically Maintained Stormwater Structures Inspected
27% 10% 10% 10% 14% 10%
% of Publically Maintained Stormwater Pipes Inspected
4.4% 4.4% 5.1% 4.4% 4.4% 4.4%
% of Building Inspections performed within 24 hours *(internal)
99% 100% 99% 99% 99% 99%
Workload Measures 2012 2011 2010
Pavement Condition 5.6 5.9 6.0 Total lane miles of street sweeping for the year 2,716 2,635 3,020 Citizen Service Requests Completed (Field Operations/Codes) 5,791 6,111 8,952
Street Pavement Potholes Patched 1,797* 428 408 Resurface lane miles (all treatments) (Street Maintenance Budget) 14.04 14.16 10.50
Total Employee Hours for Snow Removal 935 5,501.25 5,193 *In 2012, number of potholes being patched began to be tracked by individual potholes. Previously it was being tracked by number of citizen service requests.
Page 115
Department: Public WorksDivision: All Divisions 101.220
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
Professional organization dues for many of the Public Works Department employees are budgeted at $2,500 in 2014 and Performance Management Systems analysis services are budgeted at $7,500. Beginning in 2013R Utilities, Buildings - Operation & Maintenance and Fuelare budgeted in the Administration Division for the entire Public Works Department.
Page 118
Department: Public WorksDivision: Street Maintenance 101.220.410
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
CAPITAL OUTLAY54300 Land Improvements 199,800 340,000 340,000 - 54420 Operations Equipment >5k - 10,000 10,000 -
Total Capital Outlay 199,800 350,000 350,000 -
TRANSFERS58000 Transfer to Special Highway 1,606,300 - - 415,000
Total Transfers 1,606,300 - - 415,000
TOTAL 3,221,196$ 2,385,100$ 1,993,300$ 2,266,000$
Ice control salt used to treat the streets during the winter months is estimated at $357,500 and $31,200 for magnesium chloride. Street repair materials such as hot mix asphalt, spray injection patch materials, cold patch materials and road oil are budgeted for a total of $100,000. Budget figures for Utilities, Building Operations, Office Supplies, Gasoline/Diesel/Oil, and Uniforms which are split between Field Operations divisions (street maintenance, traffic, fleet and facilities) have been moved to the Administration budget.
Page 120
Department: Public WorksDivision: Traffic 101.220.420
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
Department: Public WorksDivision: Traffic 101.220.420
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
TRANSFERS58000 Transfers to Other Funds 163,600 163,600 163,600 163,600
Total Transfers 163,600 163,600 163,600 163,600
TOTAL 1,880,645$ 2,273,100$ 2,184,900$ 2,120,300$
The 2014 budget shows a transfer from the Traffic Division to the Traffic Signal Capital ImprovementFund to make payments on the 2010 KCP&L signal purchase and for traffic signal refurbishing expenses. This budget also includes $93,000 for signs and pavements materials and $100,400 for signal and light
Page 122
Department: Public WorksDivision: Codes Administration 101.220.430
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
The 2014 Budget includes $60,000 allocated for mowing properties that are not abiding by Shawnee code and demolition of dangerous buildings. Additionally, $35,000 has been budgetedfor a temporary help on building inspections and $21,000 has been allocated for temporary administrative services.
Page 123
Department: Public WorksDivision: Stormwater 101.220.440
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
58000 Transfer to Other Funds 450,000 450,000 450,000 500,000 Total Transfer to Other Funds 450,000 450,000 450,000 500,000
TOTAL 450,000$ 450,000$ 450,000$ 500,000$
The 2014 budget shows a transfer from the Stormwater Division of Public Works General Fund Budget to the Stormwater Utility Fund. All Stormwater Program expenses are budgeted in the Stormwater Utility
Page 124
Department: Public WorksDivision: Fleet Management 101.220.450
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
Department: Public WorksDivision: Fleet Management 101.220.450
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
CAPITAL OUTLAY54420 Operations Equipment >5k 21,100 - - -
Total Capital Outlay 21,100 - - -
TOTAL 363,688$ 442,900$ 335,100$ 344,600$
This budget division of the Public Works General Fund Budget was implemented in the 2012 budget. Prior to 2012, this activity was combined with the Street Maintenance budget and not accounted for separately. The primary function of this division is to maintain Public Works, City Hall, and Police Department vehicles and equipment and to maintain the Frank C. Goode Public Works Center.
Page 126
Police
Department: Police Division: All Divisions 101.240
Department Mission We, the members of the Shawnee Police Department, are honored to work in cooperation with our community. Our commitment is to provide comprehensive law enforcement services in a fair and professional manner.
Department Budget Overview
Expenditures by Division
Division Budget Administration $748,900 Patrol $7,356,600 Support Services $5,372,000 Total $13,477,500
Expenditures by Type
Department Programs Administration Division Management Physical Fitness Program Animal Control Police Canine Operations Building and Property Operations Maintenance Police Communications Unit Citizen Complaint Investigations and Police Department Administration Major After Action Reviews Police Records Citizen Police Academy Police Technical Services Codes Enforcement Research and Analysis
Community/School Resource Officer Road Patrol Court Security School Crossing Guards Crime Analysis School Resource Officer Crime Resistant Community Policing Special Investigations Unit Crisis Intervention Team Special Operations Bureau Directed Patrol Unit Staff Services Administration Emergency Management Planner Support Services Division Administration Employee Training Special Tactics and Response Team (STAR) Evidence and Property Control Traffic Safety General Assignment Unit Training Officer Investigations Administration Warrant Officer Patrol Division Administration Additionally, department highlights from 2012 can be found in our annual report published each year that can be accessed at http://gsh.cityofshawnee.org/pdf/cityclerk/YearEndReport_12.pdf.
2013-2014 Work Plan The Police Department has set the following values for carrying out their duties:
Integrity: We resolve to do what is right based on being honest, fair and respectful in all our endeavors while being accountable for our actions. Teamwork: We, through open and shared communication, are committed to working together and with our community, to provide excellent services. Professionalism: We conduct ourselves in a manner that reflects the highest standards of character and dedication to service. We strive for excellence through training, education and superior individual effort. Dedication: We demonstrate commitment, perseverance, and pride to our department and community in the performance of our duties.
The Police Department is charged with specific projects designated inside of the City-wide Work Plan (found in the Strategic Planning tab of this document). The department also has identified the following strategies and projects for 2013-2014 that correspond to the City’s strategic goals.
Strategic Goal: Good Government Starts Here Strategy: Participate in the review and update of the City’s Local Emergency Operation Plan (LEOP).
Projects Review Risk Analysis for new threats. Review and recommend updates to the City’s Basic LEOP in reference to Police Department operations. Train all police employees to appropriate level of ICS/NIMS. Train police staff and participate in a City-wide exercise of the LEOP.
Strategy: Implement a succession planning program in the Police Department.
Projects
Research and discuss other law enforcement policies on succession planning. Research and discuss IACP model policies on succession planning. Review and discuss Shawnee Fire Department’s succession planning model. Review and discuss “Acting Supervisor” concept recommended to the BOB Committee. Prepare draft policy. Present recommendations and draft policy to the BOB Committee, Command Staff and department
personnel. Revisions will be made as needed. Approve and issue final policy.
Strategy: Formalize the Traffic Safety Program in the Police Department. Projects
Develop and implement Traffic Safety Program policies and guidelines. Conduct officer training in reference to traffic safety priorities. Disseminate public information and educational materials to the community. Adapt enforcement activity to traffic safety hotspot areas. Create incentives and recognition programs for the community and officers.
Page 129
Performance Data
Performance Measures
2011 Actual
Benchmark* 2011 2012E
2012 Actual
Benchmark* 2012
2013 Projected 2013E
2014 Projected
Outputs
UCR Part 1 Violent Crimes Reported Per
1,000 Population *(ICMA)
1.55 1.98 1.3 1.3 2.6 1.3 1.3 1.3
UCR Part 1 Property Crimes
Reported Per 1,000 Population
*(ICMA)
20.5 30.1 14.2 17.4 37.1 14.0 17.8 18.0
Efficiency
Commissioned Officers Per Square Mile
*(JoCo)
2.04 3.06 2.00 2.03 3.07 2.00 2.02 2.00
Effectiveness Injury Accidents Per Lane Mile
*(JoCo) 0.13 0.31 0.13 0.15 0.32 0.13 0.16 0.15
Workload Measures 2012 2011 2010 Number of officer initiated activities 22,698 18,756 20,212
Number of calls for service 23,349 23,985 25,648
Number of 9-1-1 calls 24,684 24,446 23,578
Number of Part Two Crime Reports 851 985 1,016
Number of Miscellaneous Reports 889 821 912
Number of traffic crash investigations 894 891 971
Number of municipal court citations issued 10,780 13,373 11,937
Number of house watch checks 21,538 16,299 15,081
Page 130
Department: PoliceDivision: All Divisions 101.240
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
The Police Department's Administration Division oversees operations department-wide with the Chief and Deputy Chief of Police, as well as other functions including the Research and Analysis Manager and Crime Analyst. Highlights of the Administration Division's 2014 budget include $88,900 for professional services which includes the contracted Crime Analyst position.
Page 133
Department: PoliceDivision: Patrol 101.240.500
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
TRANSFERS58000 Transfers to Other Funds 235,100 - - 120,700
Total Transfers 235,100 - - 120,700
TOTAL 6,773,639$ 7,017,200$ 6,964,100$ 7,356,600$
The Police Department's Patrol Division oversees road patrol, traffic safety, police canine, animal control, codes enforcement, and tactical operations functions. Highlights of the Patrol Division's 2014 budget include $50,000 for training of division employees, $142,000 for division fleet maintenance and repairs, and $163,400 for professional services, which includes the contracted school crossing guard program.
Page 134
Department: PoliceDivision: Support Services 101.240.510
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
CAPITAL OUTLAY54300 Land Improvements - - 75,000 -
Total Capital Outlay - - 75,000 -
TOTAL 4,704,474$ 5,004,000$ 5,115,000$ 5,372,000$
The Police Department's Investigations and Staff Services bureaus form the Support Services Division. This division oversees general criminal and special assignment investigative functions, as well as police communications, records, evidence and property control, professional standards and employee training. Highlights of the Support Services Division’s 2014 budget include $34,500 for training of division employees, $165,000 for prisoner care, $151,500 for operations and maintenance, $344,000 for department-wide gasoline and oil purchases, and $64,800 for department guns and ammunition.
Page 136
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2013-2014 Work Plan The Fire Department is charged with specific projects designated inside of the City-wide Work Plan (found in the Strategic Planning tab of this document). The department also has identified the following strategies and projects for 2013-2014 that correspond to the City’s strategic goals.
Strategic Goal: Good Government Starts Here Strategy: Create or participate in a centralized training system that provides quality, consistency and is relevant to all levels of the department as well as meets the needs of our citizens and stakeholders as identified in the surveys to follow. Projects
Identify opportunities for sharing training opportunities with neighboring departments. Conduct an annual evaluation of overall and individual training programs and identify changes/new
programs for next year.
Strategy: Ensure current policies and practices maximize efficiencies, effectiveness, openness and customer service. Projects
Review all SOGs to ensure their applicability and effectiveness; research any needed changes and make modifications.
Analyze the data received from the 2012 Citizen Survey and identify options for implementation to continue to improve service and meet future community demands.
Work with neighboring departments to inventory types and levels of services provided in order to identify opportunities for cooperation.
Strategic Goal: Good Business Starts Here Strategy: Ensure activities related to business development and operation appropriately balance life, safety and business needs. Projects
Collaborate with other agencies on uniformly recommending adoption of an updated version of the International Fire Code.
Work with the Business Liaison to implement a business contact schedule to ensure the Fire Department makes contact with a proportion of Shawnee businesses each year in an effort to gain an understanding of their business missions and work to support them.
Increase the number of fire company inspections accomplished in order to finalize inspections and to enhance familiarity with facilities, operations and design.
Page 139
Performance Data
Performance Measures 2011 Actual
Benchmark* 2011 2012E
2012 Actual
Benchmark* 2012
2013 Projected 2013E
2014 Projected
Outputs
Total fire incidents per 1,000 population *(ICMA)
2.16 2.99 2.17 2.8 2.9 2.19 2.8 3.1
Total non-fire incidents per 1,000 population *(ICMA)
54 74.50 59 61 73 62 77 80
Efficiency
Firefighters per 1,000 Population *(ICMA)
1.2 1.9 1.24 1.2 1.88 1.17 0.93 0.87
Firefighter per Alarm *(JoCo)
0.011 0.015 .010 .011 .014 .011 .012 .011
Effectiveness
% of Residential One and Two Family fires contained to room of origin *(ICMA)
43% 62% 45% 68% 60% 45% 65% 66%
Workload Measures 2012 2011 2010
Average Response Time: 4:14 4:22 4:45 Fire Inspections 842 895 456 Plans Examined 123 68 39 Public Education Programs 147 132 90 Public Education Contacts 7129 4,500+ 4,469 Juvenile Fire Setter Contact 1 3 7
Page 140
Department: FireDivision: Fire 101.260.600
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
TRANSFERS58000 Transfers to Other Funds 114,900 - - 104,300
Total Transfers 114,900 - - 104,300
TOTAL 6,500,558$ 6,846,100$ 7,001,700$ 7,334,000$
Repairs to vehicles is estimated at $83,000 in the 2013R and 2014 budgets. Diesel fuel is anticipated to cost $45,000 in both years and replacement uniforms and personal protective gear for firefighters $62,000. A transfer in 2014 of $104,300 is budgeted to go to the Public Safety Equipment Reserve Fund.
Page 142
Parks & Recreation
Department: Parks and Recreation Division: All Divisions 101.290
Department Mission Shawnee Parks and Recreation will work with all citizens to be good stewards of our environment and cultural resources, and to provide healthy, safe and welcoming opportunities to play, learn, interpret and build community. Department Budget Overview
Expenditures by Division
Division Budget Administration $365,800 Park Maintenance $1,589,000 Aquatics $963,900 Civic Centre $431,200 Recreational Programming $265,300 Shawnee Town $632,200 Total $4,247,400
Expenditures by Type
Department Programs Administration Farmers’ Market Aquatic Facility Operations Parks and Facility Maintenance Aquatics Programs Recreation Programming Athletic Field Maintenance Shawnee Town Management Ball Field and Shelter Rental Shawnee Town Programming Cemetery Management Snow Removal City-wide Season Decorations Special Events Civic Centre Management Additionally, department highlights from 2012 can be found in our annual report published each year that can be accessed at http://gsh.cityofshawnee.org/pdf/cityclerk/YearEndReport_12.pdf.
2013-2014 Work Plan The Parks and Recreation Department is charged with specific projects designated inside of the City-wide Work Plan (found in the Strategic Planning tab of this document). The department also has identified the following strategies and projects for 2013-2014 that correspond to the City’s strategic goals.
Strategic Goal: Good Government Starts Here Strategy: Preserve our resources.
Projects Increase tree reforestation. Implement solution to new Wastewater requirements for pools and expand to include sports fields. Expand sustainability classes to residents. Develop a maintenance and replacement schedule for both aquatic facilities to assist with planning and
budgeting.
Strategic Goal: Good Business Starts Here
Strategy: Promote a vital environment. Projects
Increase water conservation and reduce water runoff from Listowel, Jaycee and Swarner parks by using rain gardens/Bio-retention areas.
Strategy: Innovate with every decision. Projects
Collaborate with the business community to create an environment at the Civic Centre that would be conducive to hosting business meetings and retreats.
Collaborate with the business community to create an environment at Town Hall that would be conducive to hosting business meetings and retreats.
Develop a cohesive approach/package offering local businesses recreation, aquatics, special event and facilities partnership opportunities.
Implement an on-line marketing strategy for advertising the Civic Centre and Shawnee Town Hall and incorporating pictures, room layouts, downloadable rental brochure/information packet for potential rentals.
Strategic Goal: Good Living Starts Here
Strategy: Create vibrant places. Projects
Implement Interpretive Plan for the Farmstead. Complete Town Research Reports and Projects. Complete Farmstead Phase of Shawnee Town Strategic Plan.
Strategy: Educate through programming. Projects
Develop new ways to meet the needs of multiple user groups through aquatics programming. Prioritize mission based programming in a way that meets multiple user group’s needs while increasing
Acres of parkland 1009.8 1009.8 672 Acres of parkland developed/maintained 407 407 407 Number of play structures maintained 16 16 16 Number of sports fields maintained 40 40 40 Number of park shelters 21 21 21 Pool attendance (number of people) 122,290 120,006 128,027 Snow removal operations performed 3 10 12
Page 146
Department: Parks & RecreationDivision: All Divisions 101.290
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
The CityLine/Recreation Brochure which is distributed three times a year to the public is budgeted at $15,300. Credit card fees and external redirect fees are estimated at $19,875 which covers the high demand for credit card services. Professional Service fees are assessed by the credit card companies for credit card transactions that occur with on-line enrollment in recreation programs, payments received at the Civic Centre for class registrations, facility rental or pool passes and payment for admission or concessions at the Splash Cove Aquatic Center, Thomas A. Soetaert Aquatic Center and Shawnee Town.
Page 149
Department: Parks & RecreationDivision: Parks Maintenance 101.290.700
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
Maintenance and repairs to the 1009.8 acres of parkland in the City are estimated to cost $190,000 in 2014. Repairs to Park Maintenance equipment such as mowers, tractors, weed eaters and Bobcats is estimated at $60,000. Holiday decorating in the form of putting up and taking down of Christmas decorations and snowflakes costs approximately $18,000. Fuel for Park Maintenance vehicles is estimated at $40,000 and electricity for park trail lights and parking lots is estimated at $18,500.
Page 151
Department: Parks & RecreationDivision: Aquatics 101.290.710
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
The Parks and Recreation Department's Aquatic Division oversees the daily operation and maintenance of the City's two aquatic facilities. It is responsible for all aquatic programs, daily open swim, facility rentals, birthday parties and concessions. Annual attendance in 2012 was 122,290. In addition, the Aquatics Division is responsible for the concession operation at the Stump Park Athletic Fields Complex.
Page 152
Department: Parks & RecreationDivision: Civic Centre 101.290.720
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
The Parks and Recreation Department's Civic Centre Division oversees all maintenance and rental with the facility. Highlights of the 2014 budget includes $55,900 for electricity, $139,500 for general building maintenance, and $18,000 for meeting room chair replacements.
Page 153
Division: Recreational Programming 101.290.730
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
This Recreational Programming budget includes entertainment for the Summer Concert Series and Shawnee BBQ. Entertainment for these special events is estimated at $6,000. T-shirts for Tour-de-Shawnee and Shawnee BBQ participants will cost approximately $9,700. This division budgets for all recreation program instructors at $120,000. Also included in this budget are awards and trophies for various events $8,000.
Page 154
Department: Parks & RecreationDivision: Shawnee Town 101.290.740
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
Department: Parks & RecreationDivision: Shawnee Town 101.290.740
ACTUAL BUDGET REVISED BUDGETACCT. # CLASSIFICATION 2012 2013 2013 2014
CAPITAL OUTLAY54420 Operations Equipment 7,310 - 8,000 -
Total Capital Outlay 7,310 - 8,000 -
TOTAL 531,914$ 555,400$ 622,100$ 632,200$
The Shawnee Town Division oversees an outdoor museum site, educational programming and manages a rental facility and the Farmers' Market. Highlights of the 2014 budget include $29,400 for utilities, $44,900 for building maintenance and $20,000 for educational programming.