Strategic Initiatives

Transcription

1 7/12/2017 1

2 Strategic Initiatives Biennial Council Strategic Planning Retreat Organizational Scorecard 5 Year Department Business Plans 5 Year Capital Improvement Program 5 Year Forecasts Performance Measurement & Analysis Quarterly DirectionFinder Surveys 7/12/2017 2

3 2 Year Budget Philosophy Focus on long range planning and strategic plans Consistent priorities from year to year 2018/2019 Budget Presentation Time formerly devoted to processing repetitive base budgets on an annual basis can now be spent on program evaluation and results 7/12/2017 3

4 2 Year Budget Process Year 1 City Manager presents a 2 year budget Budget for first year is formally adopted Second year is conditionally approved Year 2 Second year budget may be revised to adjust revenue estimates and reflect any major changes in programs. Second year budget is formally adopted 7/12/2017 4

5 Agenda Department Highlights General Fund Revenues and Expenditures Budget Additions Fees Library Fund Revenues and Expenditures Budget Additions Park Sales Tax Fund Fund Projects Street Maintenance Sales Tax Fund Fund Projects Capital Improvement Plan Debt Administrative Guidelines General Obligation Debt 7/12/2017 5

6 Department Highlights 7/12/2017 6

7 City Council/Legislative Key Goals: Deliver high quality customer service Meet financial challenges of the future with priority-based decision making focused on long-term strategies Optimize resources in the most efficient and effective manner Citizens feel and are safe in person and property Continue to support economic development and job creation Utilize community engagement to align service delivery Pursue environmental stewardship Provide an excellent employment environment 7/12/2017 7

8 City Council/Legislative Key Result Indicator 2016 Actual 2017 Target Overall Satisfaction Index Crime Rate (Part 1 Total) Citizen Satisfaction with the Overall Value that You Receive for Your City Tax Dollars and Fees 71% 71% Bond Rating Index 9 9 Percentage of Cardiac Arrest Patients Arriving to Hospital with a Pulse 54.35% 40% Fire Confined to Room of Origin 76.14% 77.48% Percent of Time Water Meets Regulatory Standards 100% 100% Citizen Satisfaction with the Overall Quality of City Parks and Recreation Programs and Facilities 92% 88% Neighborhood Condition Index Mobility Index Transportation Preservation & Renewal Index Transportation Satisfaction Index 2017 will be the baseline year for this new measure 2017 will be the baseline year for this newly updated measure 2017 will be the baseline year for this new measure 2017 will be the baseline year for this new measure Private Investment in Downtown as a Percent of Total Dollars Invested (Public & Private) 2.39% 10% Actual Land Use Mix (residential/non-residential) 30.30% / 69.70% 30.55% / 69.45% Solid Waste Diversion Rate 44.6% 34.5% Diversity Index (Baseline Year 2008 =100) /12/2017 8

9 City Manager s Office Mission Statement: To provide responsible, efficient leadership for the City organization, and to serve the City Council and citizens of Olathe. Key Goals: Redevelop old fire station (Santa Fe & Kansas) Start expansion of Indian Creek Library Vibrant and exciting K-State Campus in Olathe Develop and implement a Healthy Communities Master Plan 7/12/2017 9

10 City Manager s Office Key Result Indicator 2016 Actual 2017 Target Place in top 10% of all communities surveyed for the Overall Quality of City Services Yes (93%) Yes Place in the top 10% of all communities surveyed for the Quality of Customer Service Received from City Employees Yes (87%) Yes Place in the top 10% of all communities surveyed for the Value Received for Your Tax Dollar/Fees Yes (71%) Yes FTE /12/

11 Communication & Customer Services Mission Statement: Empowering the Olathe community with unequaled communication, customer service and public outreach. Key Goals: Improve customer service through customer experience program Champion brand strategy refresh with a focus on brand unity, consistency, and adoption of brand standards Enhance internal communications to include a redesign of the City s intranet site Increase number of customers using social media and citizen engagement tools. Fully implement customer features in new billing system Refine Olathe Human Relations Committee (OHRB) outreach measurement tools and expand Persons with Disabilities Advisory Board (PDAB) outreach programs Develop new partnerships with Olathe groups and organizations 7/12/

12 Communication & Customer Services Key Result Indicator 2016 Actual 2017 Target Satisfaction with City efforts to keep you informed. 82% 79% Percentage of inbound customer calls answered in 20 seconds or less 90% 80% Citizen Satisfaction with the Effectiveness of City Communication with the Public (DirectionFinder) 79% 80% OHRC and PDAB members state they have tools to meet goals NA 100% Net promotor score for signature cultural diversity events FTE /12/

13 Fire Department Mission Statement: We proudly exist to protect and preserve life and property through dynamic emergency response and excellence in training, preparedness and prevention. Key Goals: Ensure effective deployment of resources for credible coverage within both high demand and growing areas in the community Move forward with development of Training Center Develop a plan to increase building codes capacity to better meet development demands including supplemental staffing and implementation of new software solution Focus on initiatives that support employee safety, physical and emotional wellbeing, and behavioral health Maintain agency accreditation with the Commission on Fire Accreditation International (CFAI) 7/12/

14 Fire Department Key Result Indicator 2016 Actual 2017 Target Fire confined to object or room of origin 76.14% 77.48% % of cardiac arrest patients arriving to hospital with pulse 54.4% 40% FTE /12/

15 Information Technology Mission Statement: We provide innovative and sustainable solutions and services that set the standard for excellence in public service and the community we serve. Key Goals: City of Olathe Master Technology Plan City of Olathe Open Data Portal New Citywide Data Service Bus 7/12/

16 Information Technology Key Result Indicator 2016 Actual 2017 Target Greater than 90% Satisfaction Survey Results 90.82% 92% Core Technology Infrastructure Scheduled Availability 99% 99% FTE /12/

17 Legal Department Mission Statement: To provide excellent legal services to the City of Olathe Organization in an accurate, timely and ethical manner with utmost integrity and accountability to our community. Key Goals: Respond effectively to State and Federal law changes Work with Municipal Court to fully implement the paperless court initiative and JustWare and JusticeWeb computer software programs Continue Differentiated Case Management Program Continue internal outreach program to discuss service improvements between Legal and other departments Continue enhancement of Court Services Program Provide strategic support of land acquisition activities 7/12/

18 Legal Department Key Result Indicator 2016 Actual 2017 Target % of DUI cases successfully prosecuted 94% 90% % of code enforcement cases successfully prosecuted 100% 95% % of dangerous/vicious dog cases successfully prosecuted 96% 95% % of mediations reaching a successful agreement 100% 95% % of victims notified of their rights and offered victim services prior to arraignment 99% 100% Average contract review processing time 4.2 Days 5 Days FTE /12/

19 Library Mission Statement: To meet the lifelong informational, educational and recreational needs of the community through quality services and resources. Key Goals: Olathe Public Library Master Plan Implementation Incubate Programming for Indian Creek Expansion Related Services (makerspaces, event and meeting spaces, computer lab, audio/video recording, demonstration kitchen, cafe, copy center, drive-up window, etc.) Participate in Expansion/Renovation of the Indian Creek Library Open Indian Creek Library to the Public Participate in Expansion of Downtown Library when applicable Open Additional golibrary service kiosk Coordinate and Host Olathe Reads with Community Partners Increase Number of Musical and Fine Art Events for All Ages 7/12/

20 Library Key Result Indicator 2016 Actual 2017 Target Circulation of materials 1,489,227 1,530,000 Customer assistance (contacts) 154, ,000 Volunteer hours 12,566 13, FTE /12/

21 Municipal Court Mission Statement: We provide a professional and respectful forum for timely resolution of cases and maintain accurate court records, while guiding the public through the court process, with a commitment to exceptional and unbiased public service to ALL. Key Goals: Continued collaboration with Judicial and Prosecution staff to transition paper processes into paperless processes Provide additional training opportunities to court staff through state conferences and local sessions Begin implementation of JusticeWeb availability to attorneys and the public Continue roll out of new court performance measures Update and revise the Court section of the Public Website to reflect accurate information and improve customer focus 7/12/

22 Municipal Court Key Result Indicator 2016 Actual 2017 Target Maintain a clearance rate of 100% 100% 100% Timely disposition of cases set for trial N/A 70% Develop/train employees to enhance skills and retain excellent employees. 100% 100% FTE /12/

23 Parks & Recreation Mission Statement: Plan for and provide public services to enhance the quality of life for our community. 7/12/2017 Key Goals: Begin implementation of the % for Public Art Continue implementation of the P&R Master Plan Complete Emerald Ash Borer Action Plan Begin construction of Lake Olathe and Cedar Lake improvements Begin construction of Meadow Lane Trail Implement Site Plans for Prairie Center Park, Lone Elm Park and Black Bob Park in concert with CVB Sports Tourism recommendations Continue implementation of the Cemetery Master Plan Implement Paymentus for Taxi Coupon Program Construct pole barn at Mahaffie Historic Site Begin construction of Settlers Park Complete launch of Olathe Active App Renovate sports courts and natatorium at the Olathe Community Center Complete MainStar asset module upgrade Complete Facility Maintenance Service Level Agreements for all City Departments 23

24 Parks & Recreation Key Result Indicator 2016 Actual 2017 Target Citizen satisfaction with quality of Parks & Recreation programs and facilities (DirectionFinder) 92.32% 88% Citizen satisfaction with the feeling of safety in parks (DirectionFinder) 72.21% 75% Citizen satisfaction with the overall recreation experience (DirectionFinder) 79.50% 77% Citizen satisfaction with the maintenance of walking & biking trails (DirectionFinder) 85.71% 82% Citizen satisfaction with the maintenance of City parks (DirectionFinder) 93.16% 90% FTE /12/

25 Police Department Mission Statement: Serving, protecting and working with our community in a professional manner, to prevent, reduce and solve crime. Key Goals: Reduce crime rates Increase clearance rates Improve response times Decrease traffic crash rates Continue building positive community relationships Complete Records Management System replacement 7/12/

26 Police Department Key Result Indicator 2016 Actual 2017 Target Crime Rate Violent (Part 1) 1.43 <3.0 Crime Rate Property (Part 1) <23.0 Clearance Rate-Violent (Part 1) 78.97% >75% Clearance Rate Property (Part 1) 33.60% >28% Average Priority 1 Response Time 4:49 <5:00 Accident Rate Total < FTE /12/

27 Public Works Department Mission Statement: We make Olathe better today and tomorrow through innovation, efficiency and leadership at all levels, valuing each other, our customer and the environment. Key Goals: Assure the best value in capital projects delivery including Street Maintenance Sales Tax projects Install 30,000 linear feet of curb and gutter and 250 lane miles of crack seal annually in support of SMST Street Preservation Projects Adopt multi-modal transportation strategy as outlined in the Transportation Master Plan. Continue to rank in the nation s top 10% in Citizen satisfaction with the overall quality of water and sewer utilities and the top 25% of city s surveyed in Citizen satisfaction with the overall quality of your water service Update and implement the Envision Olathe Downtown Plan Continue Overall Quality of Service rating above 90% on Quarterly DirectionFinder Survey for Residential Trash, Curbside Recycling, and Yard Waste collection services Develop a Healthy Initiatives Program to address neighborhood/community needs and improve conditions Assure sustainability of the Stormwater Fund to leverage SMAC funding opportunities 7/12/

28 Public Works Department Key Result Indicator 2016 Actual 2017 Target Average Street Network Overall Condition Index Transportation Mobility Index Transportation Preservation and Renewal Index Transportation Satisfaction Index Actual Land Use Mix Non-residential 69.7% 69.45% Actual Land Use Mix Residential 30.3% 30.55% Solid Waste Diversion Rate 44.6% 40% Percent of Time Water Meets Regulatory Standards 100% 100% Percent of Time Wastewater Meets Effluent Limits 100% 100% 7/12/ FTE

29 Resource Management Department Mission Statement: Collaborate with our customers to deliver the highest quality solutions that support innovative services to the community. Key Goals: Key Collaborative Initiatives: Workforce & Succession planning Recruiting videos Administration of Fire false alarms Expression of Data initiative Fully Leverage Technological Resources: Implement Manager Self-service Implement new applicant tracking system Implement new agenda/packet software Implement automated licensing module in the citywide permitting system Expand use of accounting system to increase efficiencies Utilize analytics to drive safety and wellbeing programs and initiatives Reduce Gaps in Employee Heath Care 7/12/

30 Resource Management Department Key Result Indicator 2016 Actual 2017 Target Bond Rating Index 9 9 % of GF Reserves as a % of GF Revenues 32% 30% % of GF Revenues from Sales Tax 53% < 50% Average # of Work Days lost per claim Average # of days to hire an FTE Public Safety Career Band Employee Turnover Rate Excluding retirements 102 days 46 days 13% 9.84% 100 days 43 days < 12% < 10% % of Local Vendor response to total bids solicited by the City 32% 35% FTE /12/

31 Economic Indicators 7/12/

32 Economic Indicators Johnson County Consumer Confidence Q Q Q Q Q Q Q Q1 7/12/

33 Economic Indicators 5% Johnson County Unemployment Rate 5% 4% 4% 3% 3% 2% 2% 1% 1% 0% 3.5% 3.5% 2.9% 3.3% 3.3% 3.6% 3.2% 3.2% 2015 Q Q Q Q Q Q Q Q1 7/12/

34 Economic Indicators 600 Olathe Single Family Building Permits /12/

35 2018/2019 Proposed General Fund Budget 7/12/

36 Key Revenue Trends 7/12/

37 Key Revenue Trends 7/12/

38 Key Revenue Trends $24 $21 $18 $15 $12 $9 $6 $3 $- Total Franchise Fees Collected in Millions of Dollars Historical Data Forecast 7/12/

39 2018/2019 Revenue Drivers Revenue Source Revenue Assumptions Revenue Assumptions Sales Tax Assessed Valuation Franchise Fees 7/12/

40 2018/2019 Proposed Revenues by Category Transfers 7% Other 6% Charges for Services 5% Franchise Fees 12% Transfers 7% Other 6% Charges for Services 5% Franchise Fees 12% Sales Tax 50% Property Taxes 20% Sales Tax 50% Property Taxes 20% 7/12/

41 2018/2019 Proposed General Fund Operating Budget 2017 Adopted 2018 Proposed 2019 Proposed $99,860,462 $102,561,390 $107,467,357 7/12/

42 2018/2019 Proposed Expenditures by Category Transfers 12% Capital Outlay <1% Commodities 6% Contractual Services 20% Transfers 12% Capital Outlay <1% Commodities 6% Contractual Services 19% Personal Services 62% Personal Services 63% 7/12/

43 2018/2019 Proposed General Fund Budget Highlights Olathe is Safe 2018 Proposed Additions Impact on Investment 2019 Proposed Additions Impact on Investment Investigations 3 Police Detectives Improve clearance rate for Part 1 crimes. Decrease crime rate for Part 1 crimes. Improve DirectionFinder results for satisfaction in preventing crimes. Investigations 2 Police Detectives 1 Police Sergeant (Detective) Improve clearance rate for Part 1 crimes. Decrease crime rate for Part 1 crimes. Improve DirectionFinder results for satisfaction in preventing crimes. Partnership with Olathe Public Schools 1 School Resource Officer (Summer 2018) Maintain a SRO-Middle School staffing ratio of 2:1. Partnership with Olathe Public Schools 1 School Resource Sergeant (Summer 2019) Maintain a below 5 minute average Priority 1 response time to calls for service. 7/12/

44 2018/2019 Proposed General Fund Budget Highlights Olathe is Innovative 2018 Proposed Additions Impact on Investment 2019 Proposed Additions Impact on Investment Emergency Services Squad 1 Firefighter 1 Firefighter/Paramedic Decrease response time on medical calls while squad is in service. Emergency Services Squad 1 Firefighter 1Firefighter/Paramedic Decrease response time on medical calls while squad is in service. Partnership with Olathe Public Schools 1 Fire Resource Coordinator Increase training hours for sworn employees Increase the number of qualified applicants for firefighter positions 7/12/

45 2018/2019 Proposed General Fund Budget Highlights Olathe is Active 2018 Proposed Additions Impact on Investment 2019 Proposed Additions Impact on Investment Parks and Grounds (Lake Olathe) 1 Horticulturist Address general park entrance/facility landscaping (5 acres) Address botanical gardens landscaping (8 acres) Address maintenance around waterfall, runnel, and water play areas. Parks and Grounds (Lake Olathe) 1 Sr. Maintenance Worker (Fall 2019) Mow high traffic areas 1-2 times weekly Removed trash at park multiple times daily. Address landscaping/maintenance daily. Parks Infrastructure 1 Safety Maintenance Tech II 7/12/2017 Comply with State and Federal safety guidelines. Create capacity to complete 38 playground and 7 water slide inspections per week and necessary corrective maintenance. Parks and Ground (Lake Olathe) 1 Park Maintenance Technician (Fall 2019) Mow high traffic areas 1-2 times weekly. Removed trash at park multiple times daily. Address landscaping/maintenance daily. 45

46 2018/2019 Proposed General Fund Budget Highlights Olathe is Community 2018 Proposed Additions Housing Authority 1 Housing Financial Coordinator (grant supported) Impact on Investment 2019 Proposed Additions Impact on Investment Comply with federal government regulations/guidelines Achieve scores of 90%+ on all monitoring, reviews, and no findings as a result of audits conducted by HUD/City external auditors. Planning Healthy Neighborhoods Initiative Improve overall quality of neighborhoods Reduce property maintenance violations Increase median property values Decrease Part 1 crime rate Planning Healthy Neighborhoods Initiative Improve overall quality of neighborhoods Reduce property maintenance violations Increase median property values Decrease Part 1 crime rate 7/12/

47 2018/2019 Proposed General Fund Budget Highlights Olathe is Moving 2018 Proposed Additions Impact on Investment Mobility Traffic Signal Timing Study Study helps to reduce the travel time of corridors during peak hours (measured by the percentage of time spent at a desired speed). Infrastructure 1 Project Inspector Project inspector can be added for approximately 22% of the cost of outsourcing 1 position. Inspector results in estimated annual savings for adding an in-house position of $183,111. 7/12/

48 Community Priorities General Fund Expenditures All other Departments 31% Public Safety and Transportation 69% 7/12/

49 2018/2019 Proposed General Fund Staffing Levels 11 proposed new General Fund FTE s in proposed new General Fund FTE s in /12/2017 Population 150, , , , , , , , , , ,000 Proposing to move 5 General Fund FTE s in 2018 to a Facilities Maintenance Fund General Fund Population / Total FTE / FTE Per 1,000 residents Proposed 2019 Proposed Population 125, , , , , , , , , , ,733 Total FTE FTE Per 1, FTEs

50 2018/2019 General Fund Proposed Capital Improvement Plan (CIP) Cash Public Building Maintenance $450,000 $550,000 Park and Facility Renovation 325, ,000 Street Preservation 2,600,000 2,800,000 Total $3,375,000 $3,700,000 7/12/

51 2018/2019 Proposed General Fund Fees 7/12/

52 Proposed Changes Fire Building Permits Building Permit Permit Type 2017 Fee 2018 Proposed 2019 Proposed Building Permit - Class. I - New Construction Residential - Single Family, or Duplex $0.32/sq. ft./minimum $35.00 $0.42/sq. ft./minimum $40.00 (Effective 1/1/2018) No Change Building Permit - Class II - New Construction Commercial - School, Apartment, Church $0.44/sq. ft./minimum $ $0.45/sq. ft./minimum $ (Effective 1/12018) $0.49/sq. ft./minimum $100 (Effective 1/1/2019) Building Permit - Class III - New Construction Commercial - Warehouses or Factories $0.24/sq.ft./minimum $ $0.26/sq. ft. /minimum $ (Effective 1/1/2018) No Change Building Permit - Class IV - Existing Buildings Residential - Single Family or Duplex Remodel, Alteration, Repair 0.5% of applicant reported project valuation or $0.18/sq. ft., whichever is higher. minimum $ % of applicant reported project valuation or $0.20/sq. ft., whichever is higher. minimum $40.00 No Change Building Permit - Class V - Existing Buildings Commercial- Remodel, Tenant Finish, Alteration, Repair 0.5% of applicant reported project valuation or $0.24/sq. ft., whichever is higher. minimum $ % of applicant reported project valuation or $0.26/sq. ft., whichever is higher. minimum $ No Change 7/12/

53 Proposed Changes Fire Building Permits (cont.) Building Permit Permit Type 2017 Fee 2018 Proposed 2019 Proposed Building Permit - Swimming Pool Single Family or Duplex $0.24/sq. ft./minimum $35.00 $0.26/sq. ft. / minimum $40.00 No Change Building Permit - Swimming Pool All Others $0.24/sq. ft./minimum $ $0.26/sq.ft. / minimum $ No Change Building Permit - Footing/Foundation Commercial $0.05/sq. ft./minimum $ $0.06/sq. ft. / minimum $ No Change 7/12/

54 Proposed Changes Fire Blasting and Miscellaneous Permit Permit Type 2017 Fee 2018 Proposed 2019 Proposed Plan Review Residential 15% of Building Permit Fee - Minimum $ % of Building Permit Fee - Minimum $40.00 No Change Code Modification Filing Fee - Board of Code Review $50.00 $ No Change Open Burning Permit Residential $15.00/day $25.00/day No Change Explosives/Blasting Permit $ / 90 Days $ / 90 Days $ / 90 Days Explosives/Blasting Permit (Quarries Only) $ per year $ per year $ per year 7/12/

55 Proposed Changes Fire New Fees Permit Permit Type 2017 Fee 2018 Proposed 2019 Proposed Investigation Fee (New Fee) Commercial occupancy without a TCO or CO None $ No Change Fire Alarm System Permit (New Fee) Residential None $35.00 for 1st $10,000 of project cost +.5% (project cost above $10,000) No Change Fire Alarm System Permit (New Fee) Commercial None $50.00 for 1st $10,000 of project cost +.5% (project cost above $10,000) No Change Fire Suppression System Permit (New Fee) Residential None $35.00 for 1st $10,000 of project cost +.5% (project cost above $10,000) No Change Fire Suppression System Permit (New Fee) Commercial None $50.00 for 1st $10,000 of project cost +.5% (project cost above $10,000) No Change 7/12/

56 2018/2019 Proposed Library Fund Budget Locations 7/12/

57 2018/2019 Proposed Library Fund 2017 Adopted 2018 Proposed 2019 Proposed $4,732,485 $5,439,523 $5,653,065 7/12/

58 Library Revenue by Source 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000, Actual 2016 Actual 2017 Projected 2018 Proposed 2019 Proposed Property Tax Library Operational Revenue* 7/12/2017 *Operational Revenue is not included prior to

59 Library Operating Expenditures 2018 Proposed Commodities 21% 2019 Proposed Commodities 20% Contractual Services 11% Personal Services 68% Contractual Services 10% Personal Services 70% 7/12/

60 2018 Proposed Library Fund Budget Highlights 2018 Proposed Additions Impact on Investment 2019 Proposed Additions Impact on Investment/Duties Library 1 Teen Library Assistant Grow teen programs and teen outreach programs from 154 in 2016 to 200 in 2019, a gain of 46 programs. Indian Creek - Makerspace 1 Makerspace Coordinator for Indian Creek Manage and promote the Indian Creek Makerspace and oversee the Downtown Makerspace Assist customers in using tools, equipment and software Equipment procurement, maintenance and replacement Indian Creek 1 Event Space/Meeting Room Coordinator Conduct building tours Schedule & oversee activities in the variety of spaces in the new Indian Creek Library 7/12/

61 Library Full Time Employees Proposed 2019 Proposed 7/12/

62 2018/2019 Proposed Park Sales Tax Fund 7/12/

63 2018/2019 Proposed Park Sales Tax Fund 2017 Adopted 2018 Proposed 2019 Proposed $2,875,307 $5,396,527 $4,152,922 7/12/

64 Park Sales Tax Fund 10,000,000 9,000,000 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000, Projected 2018 Proposed 2019 Proposed Ending Fund Balance 7/12/

65 Park Sales Tax Proposed Cash Projects Project (Park Sales Tax Cash Funded Portion) Lake Olathe, Cedar Lake Phase I Improvements 788, ,000 1,200,000 Lone Elm Park Phase II , ,000 Outdoor Pool Renovations 150, , , , ,000 Cedar Creek Streamway Trail 1,494,000 1,485, Land Acquisition , Black Bob Park Improvements 250, , , ,000 Olathe Girls Softball Association Park Imp 300, , Prairie Center Park Master Plan and Impr - 100, , ,000 - Major Park Redevelopment 200, , , , ,000 Trails 200, , , , ,000 Stagecoach Park Phase III - 200, , Mahaffie Heritage Center , ,000 50,000 Proposed Cash Total 3,382,000 2,185,000 2,050,000 2,300,000 2,400,000 7/12/

66 2018/2019 Proposed Street Maintenance Sales Tax Budget 7/12/

67 2018/2019 Proposed Street Maintenance Sales Tax (SMST) Fund 2017 Adopted 2018 Proposed 2019 Proposed $12,800,000 $12,500,000 $13,000,000 7/12/

68 Revenues & Expenditures Street Maintenance Sales Tax (SMST) Fund 16,000,000 14,000,000 12,000,000 10,000,000 8,000,000 6,000,000 4,000,000 2,000, Projected 2018 Proposed 2019 Proposed Ending Fund Balance Revenues Expenditures 7/12/

69 2018/2019 Proposed Street Preservation Program SMST & Other Funding Sources Project Type Local & Collector M&O Annual Total 2016 Completed 2017 Projected Lane Miles 2018 Projected Lane Miles 2019 Projected Lane Miles Arterial Mill & Overlay Surface Treatments Crack Sealing St. Maint. Curb Replacement L.F. 26.4K 25.0K 30.0K 30.0K 7/12/

70 Proposed Capital Improvement Plan 7/12/

71 CIP Prioritization Activity Internal Technical Committee Executive Team Review Results evaluated with debt administrative guidelines Results presented to Council for input 7/12/

72 7/12/2017 Debt Administrative Guidelines Debt Service fund balance target is 20% Proposed 5 year plan maintains target Percentage of principal amortized over ten years will be > 80% Proposed 5 year funding plan amortizes 100% over the next 10 years (Current debt plus proposed CIP = 96.2%) Percentage of Increase in Issuance to Amortization should not exceed 10% Proposed 5 year funding plan is 35.77% for all GO Debt. Excluding projects with dedicated revenue sources (Benefit Districts, Indian Creek Library, and Lake Olathe) the funding 72 plan is equal to 8.88%

73 8.0% 7.0% Debt Administrative Guidelines Percentage of Total Aggregate Net Direct Debt to Market Value should be < 7% Proposed 5 year plan is below 7% target. Olathe Portion Overlapping Portion 6.0% 5.0% 4.0% 3.0% 5.7% 2.5% 5.5% 5.4% 2.4% 2.1% 4.6% 4.9% 4.7% 4.8% 5% 4.6% 4.2% 1.9% 1.7% 1.8% 2.1% 1.9% 1.8% 1.6% 2.0% 1.0% 3.2% 3.1% 3.3% 2.7% 2.6% 3.0% 3.0% 3.0% 2.9% 2.8% 0.0% 7/12/

74 Debt Administrative Guidelines 2,500 Total Debt Per Capita Shall Be Calculated Each Year of the Proposed CIP 2,000 1,500 1, /12/

75 Debt Administrative Guidelines Debt City Outside 100% 90% 80% 70% 60% 50% 36.2% 22.3% 41.5% 19.1% 33.7% 21.4% 27.7% 39.8% 16.3% 44.5% 10.38% 34.61% $31m $105m 40% 30% 20% 10% 41.5% 39.4% 44.9% 32.5% 39.2% 55.01% $167m 0% /12/

76 Current Debt Funded Projects Project (City Debt Funded Portion) th and Black Bob Geometric Improvements - 355, rd and Mur-Len Geometric Improvements 1,200, rd Street, Pflumm to Quivira 1,909, st Street and Mur-len Geo Imp with Signal - 2,835, ATMS Replacement and Repair 100, , , , ,000 Bridge Repair 250, , , , ,000 K-7 Highway, Santa Fe to Old 56 Highway - 5,479, Lake Olathe, Cedar Lake Phase I Improvements 5,000, Police Building Expansion-Phase II ,000,000 - Santa Fe & Ridgeview Geometric Improvements - 5,746, Santa Fe and Black Bob Road Geometric Improvements - 680, Sidewalk Construction 400,000 80, , , ,000 Street Preservation Program 1,055,000 1,000,000 1,000,000 1,000,000 1,000,000 Street Reconstruction Program 3,990,000 3,697,000 3,704,000 3,711,000 3,718,000 Streetlight LED Conversion 360, , , , ,000 Traffic Signals 620, , , , ,000 Current Debt Total 14,884,000 21,412,000 6,349,000 21,281,000 6,318,000 7/12/

77 Proposed Debt Funded Projects Project (City Debt Funded Portion) th St., Woodland to Nelson, Prelim Engineering - 500, st Street Improvements ,900, st and Ridgeview Geometric Improvements - - 2,304, th Street and Pflumm Road Improvements - - 1,075, th Street & Black Bob Road Improvements ,800,000 - Brougham Drive Regional Detention Basin - 1,000, City Emergency Operations Center ,000 - City Facilities Expansion ,500, Downtown Modifications - - 4,000, Indian Creek Library 16,500, Lone Elm Road, Old 56 Hwy to 151st, Improvements ,675,000 - Miscellaneous ADA Sidewalk Repair and Replacement 300, , , , ,000 Ridgeview, 143rd to 151st, Improvements ,935,000 Santa Fe, Ridgeview to Mur-Len Concept Engineering 500, Woodland Road, K-10 to College Boulevard ,076,000 - Proposed Debt Total 17,300,000 1,800,000 20,179,494 49,501,000 8,235,000 GO Bond Debt Total (Current & Proposed Projects) 32,184,000 23,212,000 26,528,494 70,782,000 14,553,000 7/12/

78 Capital Improvement Plan (All Funds) Revised Adopted Proposed $314,276,090 $413,019,884 7/12/

79 7/12/

80 Budget Calendar July 11 Budget Workshop #1 (General Fund, Parks, Library) July 18 Budget Workshop #2 (Recreation and Solid Waste) July 25 Budget Workshop #3 (Water & Sewer and Stormwater) August 1 Public Hearing for Budget August 15 Budget is Approved and Signed 7/12/