2014 ANNUAL REPORT
TABLE OF CONTENTS 3 4 5 6 7 8 9 10 12 13 14 16 17 18 19
FROM THE CITY MANAGER ABOUT THE CITY COMMISSION MANHATTAN REGIONAL AIRPORT IMPROVEMENTS DOWNTOWN REDEVELOPMENT STREET MAINTENANCE STRATEGIES COMPREHENSIVE PLAN UPDATE ADDRESSING FLOODPLAIN ISSUES MANHATTAN: BY THE NUMBERS FIRE TRAINING BALDRIGE NATIONAL QUALITY PROGRAM STRATEGIC FACILITY IMPROVEMENT PLAN PARKS AND RECREATION OFFICE RELOCATION NATIONAL BIO AND AGRO-DEFENSE FACILITY PROGRESS REVENUES EXPENSES
DEAR CITIZENS, Manhattan experienced another year of growth and investment in both public and private sectors in 2014. We are striving to meet the needs of our residents, the business community and the region with infrastructure improvements and economic development initiatives. The most visible growth in the public sector was at Manhattan Regional Airport, where we began work on a terminal expansion project that is intended to meet passenger demands through 2030. The first phase of a $17 million project was completed in March 2015, and phase 2 will likely be completed in 2016. The improvements include the addition of two enclosed passenger-boarding bridges (1 for each phase) along with nearly 30,000 square feet of additional space. We also reached an agreement with American Airlines to expand air service from MHK by using larger jets in the Dallas-Fort Worth market beginning in mid2015. Other 2014 accomplishments included updating the comprehensive plan; planning for a City Hall expansion to incorporate Parks and Recreation offices; initiating a Parks and Recreation strategic facilities plan; stretching street maintenance dollars for in-house and contracted work; coordinating preliminary flood levee improvement options with the Federal Emergency Management Agency; initiating a Baldrige baseline assessment process; and achieving and exceeding our cash carryover parameters established in the budget. In the spirit of partnership, we began discussions with Kansas State University to study the North Campus Corridor as a complement to the construction of the National Bio and AgroDefense Facility. We completed design work for North Manhattan Avenue improvements to address higher traffic volumes as a result of development in the area, including the opening of the Kansas Department of Agriculture in 2014. In the private sector, downtown Manhattan continued to see activity with the construction of Holiday Inn Express on Lot 9, the completion of a new CivicPlus building and the location of businesses to Blue Earth Place, which opened in late 2013. Additionally, we engaged in discussions with downtown and Aggieville business owners about parking needs, specifically for parking garages in both areas. We will continue to dialog with both groups in 2015. As a city, we are committed to providing a stable base for businesses and families to find success. The significant activity and growth happening in and around Manhattan make our community a great place to live, learn, work and play.
CITY MANAGER RON FEHR City Manager Ron Fehr has been with the City of Manhattan since 1982 and has served as city manager since 2000. He serves as the chief administrative officer for the city and is employed by the Manhattan City Commission. From the City Manager 3
Mayor Wynn Butler, Mayor Pro Tem Karen McCulloh, Commissioners Usha Reddi, Rich Jankovich and John Matta
MISSION
The mission of the City of Manhattan is to sustain order and protect public safety, promote public health, preserve the built environment and enhance economic vitality. The city supports a regional community in which individuals and families develop and thrive.
CITY GOVERNMENT
The city operates under a commission-manager form of government. The city commission has five members who are elected at-large on a non-partisan basis. The commission determines all matters of policy, adopts the annual budget and appoints the city manager to serve as the chief administrative officer of the city. The city manager is directly responsible for the day-to-day operation of the city organization. The city is comprised of nine departments: • Airport • City Manager’s Office • Community Development • Finance
• Fire • Human Resources • Legal • Parks and Recreation • Public Works
City commission legislative meetings are generally the first and third Tuesday of each month at 7 p.m., preceded by a discussion/briefing session at 5:30 p.m. Commission work sessions are the second and fourth Tuesday of each month at 5 p.m. These meetings are in the City Commission Room at City Hall, 1101 Poyntz Ave. Commission meetings are broadcast live on local Cox Communications cable channel 3. The meetings are also available on the city’s website at www.cityofmhk.com/tv. For a listing of meeting replays on Channel 3, visit www.cityofmhk.com/ch3.
4 Manhattan City Commission
CONTACT US The Manhattan City Commission can be reached by mail at: City Hall 1101 Poyntz Ave. Manhattan, KS 66502 Or by email at: City_Commission@ cityofmhk.com For individual contact information for the commissioners, visit cityofmhk.com/ citycommission. To reach the City Manager’s Office, call: 785-587-2404
MANHATTAN REGIONAL AIRPORT TERMINAL EXPANSION Phase 1 of Manhattan Regional Airport’s terminal expansion project neared completion in 2014. The goal of the two-phase project is to address a shortfall in terminal size due to significant growth in commercial passengers. Manhattan Regional Airport provides daily access to Dallas-Forth Worth and Chicago via American Eagle regional jet service. The $17 million project will expand the terminal from 12,500 square feet to 42,000 square feet. The expansion includes the addition of two enclosed passenger boarding bridges, as well as construction of a meet-andgreet area, inbound baggage and baggage claim
area, hold rooms and maintenance rooms. The project is being funded at more than 75 percent by a Federal Aviation Administration grant and at slightly less than 25 percent city funding. The expansion is anticipated to meet the needs of projected passenger enplanement levels through 2030. The airport continues to operate as normal through the duration of construction, with more than 125,000 passengers flying MHK in 2014. Phase 2 of terminal expansion will commence in 2015. The Weitz Co. LLC is the general contractor on the project, which is anticipated to be substantially complete in 2016.
ADDITIONAL AIRPORT ACCOMPLISHMENTS • Reached an agreement with American Airlines using a $1 million state grant and $250,000 in local economic development funds to provide a larger aircraft at Manhattan Regional Airport in 2015 • Completed a wildlife fence around the perimeter of the airport to improve safety operations by preventing deer or other large wildlife from entering the operations area • Completed a preliminary engineering study for improvements to the general aviation area, with design for the project underway. • Began negotiations with Kansas Air Center for a new fixed-base operations agreement Manhattan Regional Airport 5
DOWNTOWN REDEVELOPMENT Downtown Redevelopment projects are ongoing. In 2014, streetscape and landscape projects along Poyntz Avenue were completed, and alley upgrades will improve stormwater drainage in the area. South End Redevelopment began to wind down. Blue Earth Place, a mixed-use facility, opened in late 2013 and continued to lease space to businesses and individuals throughout 2014. Holiday Inn Express is the last lot to be developed on Lot 9; the 75-unit hotel is expected to open in 2015. CivicPlus occupied its 5-story office building at 4th and Pierre in September, and 4th Street Lofts to the west of Manhattan Marketplace began leasing urban-style apartments in November. Both bring a new vitality to the downtown area during the day. Downtown business owners began discussions with city staff for additional parking accommodations in the downtown area. A group of interested parties engaged in discussions on various scenarios to improve parking availability in the area. Public/private partnerships were identified as potential funding for parking projects, with a proposed parking garage near 3rd Street and Poyntz Avenue as a prospective solution.
6 Downtown Redevelopment
STREET MAINTENANCE SOLUTIONS City staff and the city commission evaluated and discussed financing for future contractual street maintenance projects in 2014. The city uses a pavement condition index (PCI) to evaluate all streets and prioritize them for street repairs. Contractors are hired each year to complete repairs on sections of concrete and asphalt streets that have low PCI values. In order to maintain a satisfactory condition level for city streets, more funding will be needed to complete street maintenance projects during the next 10 years. Pavement conditions could continue to deteriorate if the city relies on the Special Street and Highway Fund as the sole source of funding for contractual services at approximately $1.1 million per year. Computer models estimate between $3.3 million and $4 million in funding for street maintenance will be needed to keep city streets at a satisfactory condition level. Alternatives for funding include decreasing use of the Special Street and Highway Fund for grant matching projects; dedicating 1 mill of the mill levy toward street maintenance; or increasing sales tax incrementally with voter approval. The city will continue to evaluate options.
ADDITIONAL PUBLIC WORKS ACCOMPLISHMENTS • Completed intersection improvements along Tuttle Creek Boulevard/U.S. Highway 24 at the McCall Road and Poyntz Avenue/Manhattan Town Center intersections to improve traffic flow at peak hours • Completed Casement Road bridge project to improve stormwater flow from the Marlatt Channel and widened Casement Road from Marlatt Avenue to Northfield Road to bring the street up to urban standards at a construction cost of $1.9 million • Completed sanitary sewer improvements for the National Bio and Agro-Defense Facility Public Works
7
COMPREHENSIVE PLAN UPDATE (MANHATTAN AREA 2035) The Manhattan Urban Area Comprehensive Plan update is a joint planning initiative of the City of Manhattan, Pottawatomie County and Riley County. Known as Manhattan Area 2035, the update process that began in 2014 was a coordinated effort among those entities and included significant updates to both the comprehensive plan and the Manhattan Area Transportation Strategy. Throughout the year, Clarion Associates helped local staff conduct dozens of community workshops and stakeholder meetings. This led to drafts of the comprehensive plan and transportation strategy being released to the public for comment in November. Adoption of
8 Local and Regional Planning
the final plans is expected in the first half of 2015. By 2035, the planning area incorporated in the plan update could have a population of more than 80,000 residents. Among the key issues influencing the plan update are: • • • • • • • •
Ongoing growth Land and infrastructure limitations Changing community demographics New employment opportunities Uncertainty related to Fort Riley Demand for student housing Downtown redevelopment activity Neighborhood stability
Find it online at ManhattanArea2035.com.
ACCOMPLISHMENTS COMMUNITY DEVELOPMENT
ADDRESSING FLOODPLAIN ISSUES New standard floodplain regulations were developed in 2014, and the city commission adopted them in early 2015. To educate the public about the effects of the regulation changes, the Community Development department developed the Know Your Flood Risk public relations campaign. With the guidance of New Boston Creative Group, the city developed a process to reach out to property owners and renters affected by floodplain and flood insurance issues. They conducted community meetings for real estate and insurance agents, residents, and business owners to discuss the potential changes. The KnowYourFloodRiskMHK.com website was created to educate residents on floodplain and flood insurance issues. Flood Insurance Rate Maps are available on the site, along with flood mitigation resources and tips for preparing for a flood. In addition, the city completed and adopted the Wildcat Creek Floodplain Management Plan and began work, in coordination with the U.S. Army Corps of Engineers, on a Blue River Floodplain Management Plan. The city continues to monitor the Community Rating System, a national voluntary program that evaluates the community’s management of stormwater and FEMA mapped floodplains, which results in a 10-percent discount for flood insurance policy holders in Manhattan.
• Implemented Community Development Block Grant fourth and fifth program year activities, spending more than $500,000 on projects including Riley County Senior Citizens’ Service Center repairs and Long’s Park improvements • Completed revision and implementation of the sign chapter of the Manhattan Zoning Regulations • Drafted overlay districts for K-18 and K-177 corridors • Participated in planning efforts related to the Flint Hills Metropolitan Planning Organization and Flint Hills Frontiers project FINANCE • Received the Governmental Finance Officers Association’s annual award for the 2015 City Budget and the 2013 Comprehensive Annual Financial Report • Completed the city’s first Popular Annual Financial Report • Received an unqualified opinion from independent auditors for the 2013 city audit • Completed an iPad testing program, which operates seamlessly with the city’s two smartboards
Flood Mitigation
9
Areas of growth
Project act
448
240
144
15
15
1
building permits issued
new water service installations
acres annexed
rezonings processed
historic reviews processed
water waste proj comp
9
7
transportation projects completed
transportation projects in design
10
6
subdivisions completed
subdivisions under construction
6
storm projec des
Areas of maintenance and com 29,500
24,000
18,000
7,346
blocks of streets swept
zoning inspections performed
hours of training for fire personnel
cases prosecuted at Municipal Court
3,550
2,800
2,392
1,650
nuisance inspections performed
cubic yards of concrete streets repaired
fire incidents worked
fire inspections performed
10 City of Manhattan: By the Numbers
tivity
10
Record achievements
10
r and ewater jects pleted
water and wastewater projects completed
6
5
sewer ects in sign
storm sewer projects completed
63,229
A record 63,229 passengers boarded flights at Manhattan Regional Airport in 2014. This represents the commercial enplanements at the airport.
mpliance 5,975 construction inspections performed
3:16 Sunset Zoo set a record for attendance in 2014 with 79,269 visitors.
79,269
overall response time for fire emergencies
City of Manhattan: By the Numbers 11
FIRE TRAINING SURPASSES 18,000 HOURS The Manhattan Fire Department responded to more than 2,300 incidents in 2014, totaling $1.8 million in losses. The department’s average response time to incidents was 3:16. Fire personnel completed more than 18,200 hours of training in 2014. That training included: • Full-scale deployment exercise • Full-scale hazardous materials exercise • Full-scale crashed aircraft exercise • Hazardous materials training with the National Guard • Providing Riley County Police Department with fire incident hazard training
ADDITIONAL FIRE DEPARTMENT ACCOMPLISHMENTS • Performed three water rescues • Completed Wildcat Creek basin storm siren project, installing three sirens with pre-recorded messages to provide early notification of possible flooding • Replaced the department’s self-contained breathing apparatus to comply with current standards • Added “Twitter Firefighter” to expand social media presence, doubling number of Twitter followers
CITY OF MANHATTAN HOUSING PERMITS Multi-Family Units Two-Family Units One-Family Units
260 260 179
6 5
6
75 2
78 2
220
168
186
172
193
2010
2011
2012
2013
2014
12 Manhattan Fire Department
BALDRIGE NATIONAL QUALITY PROGRAM At the direction of the city commission, city staff began the assessment process for the Excellence in the Heartland Award. The process includes conducting background training for staff on the principles of the Baldrige National Quality Program, conducting an “armchair” assessment of the organization, and providing guidance regarding the program’s priorities and implementation. The program teaches staff how to use the Baldrige principles as an enterprise management network. Staff participated in the “armchair” assessment, yielding organizational strengths and opportunities for improvement. A draft action plan will be developed to help the city achieve efficiencies through the program and apply for the award.
ADDRESS WAGE STRUCTURE AND PAY PLAN The city contracted with McGrath Consulting Group to provide a compensation system update. The results of the study showed only approximately 25 positions fall below market averages for “minimum” salary ranges. Adjustments were approved in the 2015 budget for these positions with a total budget impact of $24,778. To address equity between union and non-union wages, the city will transition to a step program instead of merit-based pay in 2015. The step program will produce an annual salary adjustment for employees on their anniversary dates and will be based on “satisfactory” performance. A new employee performance evaluation form has been developed and will be implemented for 6-month and annual evaluations in 2015.
ACCOMPLISHMENTS HUMAN RESOURCES • Implemented new third party administrator, CoreSource, for the city’s group health plan • Implemented healthy vending options at City Hall through the Flint Hills Wellness Coalition pilot project • Implemented new requirements under the Affordable Care Act LEGAL • Prosecuted more than 7,300 cases in Municipal Court and more than 9,100 parking cases • Completed implemention of Municipal Court software system to upgrade efficiency of the court • Provided presentations and a new policy on conceal-carry to comply with state law CITY MANAGER’S OFFICE • Started City Snow Partners program to assist elderly and disabled in community with snow removal • Met with the Federal Aviation Administration to ultimately achieve Phase II funding for Manhattan Regional Airport • Facilitated City-University Fund meetings and made adjustment to budget request schedule • Developed the 2014 Legislative Agenda and worked with policymakers on key issues City of Manhattan 13
STRATEGIC FACILITY IMPROVEMENT PLAN A group of concerned residents brought forward the Fieldhouse Report in 2013, which identified anticipated future needs for recreation facilities throughout the community. As a result, and at the direction of the city commission, the Parks and Recreation department engaged the services of consulting team RDG Planning and Design to facilitate a comprehensive process. This process includes a complete evaluation of all recreation facilities and amenities, a robust community engagement schedule and resulting recommendations for improvement. A steering committee of local community members is guiding the process to ensure a resident-driven focus. A series of community workshops, stakeholder interviews and a statistically-valid community survey will gauge the wants and needs of local residents. A final plan will be presented to the City Commission in 2015. Learn more at www.cityofmhk.com/parkplan.
STRATEGIC FACILITY PLAN TIMELINE DISCOVERY & ASSESSMENT September-November 2014 CITIZEN PARTICIPATION November 2014-January 2015 RECOMMENDATIONS January-April 2015
14 Parks & Recreation
PARKS AND RECREATION ACCOMPLISHMENTS • Hosted more than 132,000 participants in activities at the city’s three pool locations • Increased fall youth soccer participation numbers by 58% from fall 2013 • Installed new playground surfacing at Long’s Park and Sunset Zoo playgrounds • Completed request for qualification process and secured design consultant for sport fields improvements at Anneberg Park
SUNSET ZOO GIBBONS EXHIBIT Phase 2 of the Gibbons Exhibit project at Sunset Zoo was completed in 2014 and unveiled to the public. The project features an outdoor yard with tall climbing structures for the zoo’s resident gibbons, which are known in the wild for swinging arm over arm from tree to tree. A historic limestone viewing plaza also was included in the project and is named in celebration of all past and current Friends of Sunset Zoo members. The project was funded with private donations totaling more than $100,000.
• Launched two events at the Flint Hills Discovery Center: Flint Hills Day and Day of the Cowboy • Expanded animal placement network to reduce the number of homeless animals and reduce the cost to taxpayers • Added full-time fitness coordinator and added a fitness studio for personal training at the Douglass Center • Initiated Share the Story grant programming for on- and off-site programming with support from the FHDC Foundation • Completed assessment and hiring process for Community Relations Director, Recreation Superintendent and Parks Superintendent • Celebrated the birth at Sunset Zoo of a Chacoan peccary, a highly endangered species • Maintained program consistency for more than 40 youth sports programs, serving nearly 10,000 participants • Planted more than 150 trees within street rights of way and park areas
Parks & Recreation 15
PARKS AND RECREATION OFFICE RELOCATION Through a series of work sessions in 2013 and 2014, the Manhattan City Commission came to agreement on a plan to relocate Parks and Recreation offices to City Hall while also providing for improvements to City Auditorium. The offices will allow 16 parks and recreation office staff to relocate to suitable office space. The construction will also allow for consolidation of customer service operations in Parks and Recreation and City Hall. Heating, ventilation and air conditioning improvements will be made to City Auditorium to make it a usable facility throughout the year. The commission approved a construction contract with Cheney Construction in December, with construction beginning in early 2015. The project will be paid with $1.3 million set aside in the Capital Improvement Project plan. City Hall will operate as normal during construction.
LONG’S PARK IMPROVEMENTS With funding from the Community Development Block Grant program, Long’s Park was rehabilitated to provide better facilities for the surrounding neighborhoods at 17th and Yuma streets. New playground surfacing and a renovated shelter house and restroom facility were part of the project. For more about the park, visit www.cityofmhk.com/
16 Parks & Recreation
NATIONAL BIO AND AGRO-DEFENSE FACILITY PROGRESS Plans to bring the state-of-the-art National Bio and Agro-Defense Facility (NBAF) to Manhattan continued to progress in 2014. On the local level, the city commission approved a payment of $500,000 to the Department of Homeland Security in order to provide redundant gas service to the NBAF site, which created a redundant supply line to the entire community. City staff also met with DHS staff and the Kansas congressional delegation in Washington, D.C., to continue to advocate for federal support and funds for the project. The state of Kansas issued bonds in late 2014 to maintain its commitment to NBAF, and federal officials are anticipated to commit in 2015 the final $300 million needed to begin construction. Work at the Central Utility Plant is more than 60 percent complete. The community began exploring secondary development opportunities in association with NBAF’s relocation to Manhattan. The city completed design of improvements to North Manhattan Avenue to alleviate additional traffic in the area as a result of the opening of Kansas Department of Agriculture offices in Manhattan in 2014. The city also entered into an agreement with Kansas State University to begin studying the North Campus Corridor. A report from representatives of interested parties, including the city, is expected in early 2015. Manhattan Fire Department
Future home of KSU Foundation
North Manhattan Avenue construction slated for 2015
Kimball Avenue Future home of NBAF
Claflin Road
North Manhattan Avenue
Denison Avenue
College Avenue
Bio Research Institute
Kansas Department of Agriculture
KSU Campus
City of Manhattan 17
BUDGETED REVENUES Primary government sources of revenue (budgeted), 2014 vs. 2015
2014
Grants, Contributions & Other Revenue 6% Transfers 8%
Beginning Fund Balance 22%
Investment Income 1%
User Fees & Licenses 19%
2015
Other Taxes & Fees 2% Special Assessments 5% Motor Vehicle Taxes 1%
State and Local Taxes 19% Property Taxes 17%
2014
2015
GRANTS, CONTRIBUTIONS & OTHER REVENUE $7,835,338 includes contributions, grants and miscellaneous revenue
$7,792,139
TRANSFERS $10,953,835 $11,388,294 includes transfers for utility administrative services, sales tax, debt service, etc. INVESTMENT INCOME $1,064,473 includes land rent, farm income and miscellaneous income
$1,045,262
USER FEES & LICENSES $26,245,010 $26,008,264 includes licenses and permits, services and sales, program revenue, utility sales, and fines
18 Revenues
OTHER TAXES & FEES
$2,513,955
$2,588,556
SPECIAL ASSESSMENTS
$5,983,234
$6,091,353
MOTOR VEHICLE TAXES
$1,571,799
$1,689,739
PROPERTY TAXES includes ad valorem, delinquent taxes and PILOTs
$21,332,588
$22,272,724
STATE AND LOCAL TAXES includes city/county sales taxes and franchise fees
$25,364,252
$25,114,676
BEGINNING FUND BALANCE
$27,920,683
$30,134,385
TOTALS
$130,785,167 $134,125,392
Community Development 2%
Transfers 4%
Recreation & Quality of Life 9%
Utilities 25%
BUDGETED EXPENSES Primary government functional expenses (budgeted), 2014 vs. 2015
General Government 11%
Public Works 4%
2014
Economic Development 6%
2015
Public Safety 17% Debt Service 22%
2014
2015
TRANSFERS
$5,548,986 $5,350,415
COMMUNITY DEVELOPMENT
$2,045,352
$2,053,972
RECREATION & QUALITY OF LIFE
$11,429,854
$11,769,130
GENERAL GOVERNMENT
$14,513,116
$14,997,919
PUBLIC WORKS
$5,557,790
$5,766,942
ECONOMIC DEVELOPMENT
$9,037,730
$8,621,383
DEBT SERVICE
$27,651,662
$29,338,574
PUBLIC SAFETY
$22,253,273
$23,162,307
UTILITIES
$32,747,404 $33,064,750
includes transfers from sales tax to general fund and special revenue funds
includes administration and planning, business districts, and tourism and convention fund
includes parks and recreation, zoo, pools, Flint Hills Discovery Center, library and library employee benefits
includes general government, finance, human resources, airport, court, general services, outside services, municipal parking lot, city-university fund, employee benefits and special alochol programs includes administration, streets, engineering, traffic, and special street and highway
includes general improvement, industrial promotion, economic development opportunity fund, CIP reserves and downtown redevelopment includes all long-term debt payments
includes fire operations, administration, technical services, building maintenance, fire equipment reserve, fire pension KP&F and Riley County Police Department includes water, wastewater and stormwater operations
TOTALS
$130,785,167 $134,125,392
Expenses 19
www.cityofmhk.com/annualreport City of Manhattan, Kansas 1101 Poyntz Ave. Manhattan, KS 66502 785-587-2404 www.cityofmhk.com