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2020-2021 Adopted Budget Wichita, Kansas

FOCUS AREAS

KEEPING WICHITA SAFE

GROWING WICHITA’S ECONOMY

BUILDING DEPENDABLE INFRASTRUCTURE

LIVING WELL

WICHITA: A WELL-RUN CITY

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.

PROGRAMS GOAL ALIGNMENT

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 includ-

ing payment processing, payroll, debt management, investments, pension management, revenue collection, procurement, risk management, and budgeting. In addition, the Finance Department facilitates projects and completes research of organization-wide importance. The recent Zero-Based Budget (ZBB) review was coordinated by Budget Office staff, and the Budget Office will continue to be involved with ongoing organizational research. Over the next year, Finance staff in multiple divisions will be in-volved with implementation of the new Finance/Payroll/HR ERP. Debt Management professionals will continue to work with staff in Finance and other departments to manage the City’s debt portfolio, including utility-related debt. These same professionals will also continue to administer special assessment debt, which benefit the development community and provide a means of financ-ing 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 spe-cial financing, including special assessments, STAR bonds, and TIF districts.

KEY OUTCOME MEASURES Benchmark 2016 Actual

2017 Actual

2018 Actual

2019 Target

2020 Target

Average Days from Invoice Receipt to Payment <30.0 27.1 26.0 29 27.0 27

General Fund Forecast Accuracy 100% 99.7% 99.9% 100% 100% 100%

General Obligation At-Large Debt Service as a Percentage of GO Debt Service Capacity

66% 46% 45% 40% 50% 56%

Pooled Funds Portfolio Earnings as Compared to 91-Day T-Bill Rate

> 0% + 0.11% - 0.33% -0.33% + 0.15% + 0.15%

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REVENUES AND EXPENDITURES POSITIONS / FTE

2018 Actual

2019 Adopted

2019 Revised

2020 Adopted

2021 Approved

General Fund $5,060,715 $5,820,219 $6,328,439 $6,441,748 $6,547,844

TIF Funds 2,219,839 3,891,440 2,991,224 4,457,753 4,248,814

SSMID Fund 697,955 695,468 695,468 719,303 733,297

Self Insurance Fund 56,477,136 68,837,023 66,802,017 71,104,224 75,748,085

Pension Funds 81,482,620 107,349,304 98,909,652 98,928,423 98,975,926

REVENUES $145,938,263 $186,593,453 $175,726,799 $181,651,451 $186,253,966

Salaries and Benefits $78,510,643 $98,610,096 $92,077,800 $92,306,731 $92,450,547

Contractuals 60,998,129 74,655,279 72,724,963 77,051,235 81,616,114

Commodities 93,268 192,262 182,744 182,907 182,907

Capital Outlay 5,450 10,000 10,000 10,000 10,000

Other 6,330,773 13,125,816 10,731,292 12,100,578 11,994,398

EXPENDITURES $145,938,263 $186,593,453 $175,726,799 $181,651,451 $186,253,966

POSITIONS / FTE 72 / 72.00 72 / 72.00 72 / 72.00 72 / 72.00 72 / 72.00

EXPENDITURES BY PROGRAM 2020

Adopted Page

Reference

1. Financial Administration $1,030,649 143

2. Controller’s Office 1,923,253 144

3. Procurement 1,495,929 145

4. Treasury 1,498,121 146

6. Debt Management 493,795 147

7. Risk Management 71,104,224 148

8. Pension Management 98,928,423 149

9. Tax Increment Financing 4,457,753 150

10. Self Supporting Municipal Improvement District 719,303 151

TOTAL EXPENDITURES $181,651,451

DEPARTMENT HIGHLIGHTS: The Finance Department earned a number of awards in 2018, including the GFOA Distin-

guished Budget Award, ICMA Certificate of Distinction for Performance Analytics, and the GFOA Certificate of Achievement for Excellence in Financial Reporting. Implementation of an integrated Finance/Payroll/HR system is ongoing; the financial phase is expected to go live on January 1, 2020. 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 untouchable activities and ranking of all activities provided by the City of Wichita. The Finance Department will continue to provide support to other departments on their initiatives in the future.

142



2018 Actual

2019 Adopted

2019 Revised

2020 Adopted

2021 Approved

General Fund $1,157,362 $1,306,767 $976,960 $1,030,649 $1,038,607

REVENUES $1,157,362 $1,306,767 $976,960 $1,030,649 $1,038,607

Salaries and Benefits $981,516 $1,141,449 $803,142 $850,238 $858,196

Contractuals 169,065 161,998 170,148 177,091 177,091

Commodities 1,331 3,320 3,670 3,320 3,320

Capital Outlay 5,450 0 0 0 0

Other 0 0 0 0 0

EXPENDITURES $1,157,362 $1,306,767 $976,960 $1,030,649 $1,038,607

POSITIONS / FTE 11 / 11.00 11 / 11.00 * 9 / 9.00 9 / 9.00 9 / 9.00

* Two positions are reallocated to the Controllers Office in the 2019 Revised Budget

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).

FOCUS GOAL ACTIVITIES

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.

PERFORMANCE MEASURES Benchmark 2016

Actual 2017

Actual 2018

Actual 2019

Target 2020

Target GOAL

Alignment

GFOA Distinguished Budget Award: Percent of Criteria Rated as Excellent

10% 51% 30% 40.7% 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

143



2018 Actual

2019 Adopted

2019 Revised

2020 Adopted

2021 Approved

General Fund $1,463,067 $1,541,968 $1,873,871 $1,923,253 $1,957,323

REVENUES $1,463,067 $1,541,968 $1,873,871 $1,923,253 $1,957,323


Contractuals 245,697 195,919 197,469 199,401 199,401

Commodities 4,207 7,653 7,175 7,175 7,175

Capital Outlay 0 0 0 0 0

Other 0 0 0 0 0

EXPENDITURES $1,463,067 $1,541,968 $1,873,871 $1,923,253 $1,957,323

POSITIONS / FTE 17 / 17.00 17 / 17.00 * 19 / 19.00 19 / 19.00 19 / 19.00

* Two positions were reallocated to the Controllers Office from Administration in the 2019 Revised Budget.

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, 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 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 operations of the City in conformity with the highest professional and regulatory standards, while provid-ing 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 2017

Actual 2018

Actual 2019

Target 2020

Target GOAL

Alignment

Payments Processed by ACH as a Percent of Total Dollars Paid

74.0% 66.6% 74.3% 73.9% 75.0% 75.0% B

Average Days from Invoice Receipt to Payment

<30 27 26 29 27 27 B

144



2018 Actual

2019 Adopted

2019 Revised

2020 Adopted

2021 Approved

General Fund $897,461 $1,123,203 $1,546,530 $1,495,929 $1,513,816

REVENUES $897,461 $1,123,203 $1,546,530 $1,495,929 $1,513,816

Salaries and Benefits $829,859 $882,635 $884,387 $909,752 $927,639

Contractuals 61,721 81,238 500,903 427,423 427,423

Commodities 5,881 9,330 11,240 8,754 8,754


Other 0 150,000 150,000 150,000 150,000

EXPENDITURES $897,461 $1,123,203 $1,546,530 $1,495,929 $1,513,816

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 and review 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 2017

Actual 2018

Actual 2019

Target 2020

Target GOAL

Alignment

Turnaround Time from Requisition to Purchase Order: Formal Bids

20 21 26 21 20 20 B

Number of Transactions per Central Procurement Office FTE

5,000 5,106 4,961 4,866 5,556 5,556 B

Percentage of Dollars Paid to Minority/EBE/ DBE and Sub-Contractors

25.0% 12.7% 16.4% 18.0% 19.5% 19.5% B

145



2018 Actual

2019 Adopted

2019 Revised

2020 Adopted

2021 Approved

General Fund $1,142,287 $1,364,899 $1,455,465 $1,498,121 $1,530,069

REVENUES $1,142,287 $1,364,899 $1,455,465 $1,498,121 $1,530,069

Salaries and Benefits $833,207 $999,144 $1,123,796 $1,163,291 $1,195,239

Contractuals 304,333 350,005 315,969 319,130 319,130

Commodities 4,747 15,750 15,700 15,700 15,700


Other 0 0 0 0 0

EXPENDITURES $1,142,287 $1,364,899 $1,455,465 $1,498,121 $1,530,069

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, liquidity, and yield, with safety 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 2017

Actual 2018

Actual 2019

Target 2020

Target GOAL

Alignment

Percent of Payments to Vendors Processed Electronically

35% 35.7% 34.4% 32.4% 35.0% 35.0% B

Percent of Garage Sale Permits Sold Online 75% 33.9% 69.4% 81.6% 86.0% 90.0% B

Average Calendar Days to Process Business License Application

10 7.2 6.6 7.0 7.0 7.0 B

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2018 Actual

2019 Adopted

2019 Revised

2020 Adopted

2021 Approved

General Fund $400,537 $483,383 $475,612 $493,795 $508,029

REVENUES $400,537 $483,383 $475,612 $493,795 $508,029

Salaries and Benefits $376,828 $457,054 $448,958 $466,313 $480,547

Contractuals 21,313 24,339 24,264 25,092 25,092

Commodities 2,396 1,990 2,390 2,390 2,390


Other 0 0 0 0 0

EXPENDITURES $400,537 $483,383 $475,612 $493,795 $508,029

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 2017

Actual 2018

Actual 2019

Target 2020

Target GOAL

Alignment

Percent of Projects Requiring Corrections by the Kansas Attorney General

<5% 3% 2% 2% 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% 43.7% 51.2% 50.5% 47.7% 42.6% B

147


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


2018 Actual

2019 Adopted

2019 Revised

2020 Adopted

2021 Approved

Self Insurance Fund $56,477,136 $68,837,023 $66,802,017 $71,104,224 $75,748,085

REVENUES $56,477,136 $68,837,023 $66,802,017 $71,104,224 $75,748,085


Contractuals 53,308,560 64,234,876 61,839,196 66,099,466 70,701,439

Commodities 71,910 143,184 131,684 134,683 134,683

Capital Outlay 0 10,000 10,000 10,000 10,000

Other 1,429,992 2,056,988 2,358,596 2,362,518 2,375,334

EXPENDITURES $56,477,136 $68,837,023 $66,802,017 $71,104,224 $75,748,085

POSITIONS / FTE 4 / 4.00 4 / 4.00 4 / 4.00 4 / 4.00 4 / 4.00


Actual 2017

Actual 2018

Actual 2019

Target 2020

Target GOAL

Alignment

Healthcare Premium Annual Increase 10% 8% 3% 4% 8% 8% C

Expenditures for Workers’ Compensation per $100 of Salaries and Benefits

$2.00 $1.24 $1.98 $1.48 $1.53 $1.53 C

148



2018 Actual

2019 Adopted

2019 Revised

2020 Adopted

2021 Approved

Pension Funds $81,482,620 $107,349,304 $98,909,652 $98,928,423 $98,975,926

REVENUES $81,482,620 $107,349,304 $98,909,652 $98,928,423 $98,975,926


Contractuals 6,155,187 8,605,435 8,675,546 8,676,646 8,714,879

Commodities 2,795 11,035 10,885 10,885 10,885


Other 2,715,242 7,333,389 5,537,472 5,537,989 5,538,612

EXPENDITURES $81,482,620 $107,349,304 $98,909,652 $98,928,423 $98,975,926

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 as staff for 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 2017

Actual 2018

Actual 2019

Target 2020

Target GOAL

Alignment

WERS Pension Funded Ratio > 100% 92.9% 94.3% 90.9% 92.0% 93.0% C

PFRS Pension Funded Ratio > 100% 94.0% 95.4% 90.7% 92.0% 93.0% C

Number of Pension Payments Processed Annually

28,590 28,164 28,654 28,884 30,000 30,900 B

149



2018 Actual

2019 Adopted

2019 Revised

2020 Adopted

2021 Approved

TIF Funds $2,219,839 $3,891,440 $2,991,224 $4,457,753 $4,248,814

REVENUES $2,219,839 $3,891,440 $2,991,224 $4,457,753 $4,248,814

Salaries and Benefits $0 $0 $0 $0 $0

Contractuals 55,811 306,000 306,000 407,683 318,362

Commodities 0 0 0 0 0


Other 2,164,028 3,585,440 2,685,224 4,050,070 3,930,452

EXPENDITURES $2,219,839 $3,891,440 $2,991,224 $4,457,753 $4,248,814

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 TIF districts, pay for City-financed capital improvements, and ensure that core areas remain vital compo-nents in the City’s overall economic growth strategy.


Actual 2017

Actual 2018

Actual 2019

Target 2020

Target GOAL

Alignment

Annual Increase in TIF District Property Value Assessments

4% 0% 7% 15% 4% 4% B

150



2018 Actual

2019 Adopted

2019 Revised

2020 Adopted

2021 Approved

SSMID Fund $697,955 $695,468 $695,468 $719,303 $733,297

REVENUES $697,955 $695,468 $695,468 $719,303 $733,297

Salaries and Benefits $0 $0 $0 $0 $0

Contractuals 697,955 695,468 695,468 719,303 733,297

Commodities 0 0 0 0 0


Other 0 0 0 0 0

EXPENDITURES $697,955 $695,468 $695,468 $719,303 $733,297

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 2017

Actual 2018

Actual 2019

Target 2020

Target GOAL

Alignment

Annual Increase in SSMID Property Value Assessments

3.0% (0.6%) 0.8% 3.8% 0.2% 2.8% A

151


Total Authorized Positions/Full-Time Equivalent = 72 / 72 FTE

1 Positions included with Administration

2 Position included with Treasury

3 Position included with Controller's Office

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

Pension Management

6 / 6 FTE

152


Authorized Positions Range 2018 2019 2020 Authorized Positions Range 2018 2019 2020

Department Director E83 1 1 1 Budget Analyst C42 1 1 1

Finance Manager - Budget Officer 1 D72 1 0 0 Safety Coordinator C42 1 1 1

Finance Manager - City Treasurer D72 1 1 1 Accountant 4,6 C41 3 2 2

Finance Manager - Controller D72 0 1 1 Buyer C41 5 5 5

Budget Officer 2 D62 0 1 1 Administrative Assistant 10 928 1 2 2

Controller D62 1 1 1 Administrative Aide III 8,10 926 4 2 2

Pension Manager D62 1 1 1 Administrative Aide II 11 623 4 5 5

Purchasing Manager D62 1 1 1 Associate Accountant 5,7 623 4 6 6

Program Manager 9 D62 0 1 1 Account Clerk III 6,7 621 4 2 2

Risk Manager 9 C52 1 0 0 Administrative Aide I 620 2 2 2

Administration Manager 1,2 C45 2 0 0 Account Clerk II 619 6 6 6

Principal Budget Analyst C44 2 2 2 Secretary 11 619 2 1 1

Sr. Human Resources Spec. C44 1 1 1 Account Clerk I 5 617 2 1 1

Senior Management Analyst 3 C44 1 6 6 Clerk III 617 2 2 2

Assistant Pension Manager C43 1 1 1 Customer Service Clerk I 617 7 7 7

Senior Accountant 1,3,4C43 4 2 2 TOTAL AUTHORIZED POSITIONS 72 72 72

Senior Budget Analyst C43 4 4 4 General Fund 62 62 62

Senior Buyer C43 2 2 2 Self Insurance Fund 4 4 4

Risk Management Specialist 8 C43 0 1 1 Pension Fund 6 6 6

1 The Finance Manager position and one Administration Manager position are reallocated to the Controller's Office in the

2019 Revised Budget.The Administration Manager position is reallocated to a Senior Accountant.

2 One Administration Manager is reclassified to Budget Officer in the 2019 Revised Budget.

3 Five Senior Accountants are reclassified to Senior Management Analysts in the 2019 Revised Budget.

4 Two Accountants are reclassified as Senior Accountants in the 2019 Revised Budget.

5 An Account Clerk I position is reclassified to an Associate Accountant in the 2019 Revised Budget.

6 One Account Clerk III position is reclassified to an Accountant in the 2019 Revised Budget.

7 An Account Clerk III is reclassified as an Associate Accountant in the 2019 Revised Budget.

8 An Administrative Aide III is reclassified to a Risk Management Specialist in the 2019 Revised Budget.

9 The Risk Manager is reclassified to a Program Manager in the 2019 Revised Budget.

10 An Administrative Aide III is reclassified as an Administrative Assistant in the 2019 Revised Budget.

11 A Secretary is reclassified to an Administrative Aide II in the 2019 Revised Budget.

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Celebrating the Arkansas and Little Arkansas Rivers

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