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HomeMy WebLinkAbout1990-12-15 Minutes• • • MINUTES OF A CITY RETREAT BOARD MEETING 349V: • • • A Retreat meeting of the Fayetteville City Board of Directors°was held on Saturday, December 15, 1990 at.8:30 a.m. in Room 326 of the, City Administration Building at 113 West Mountain Street,, Fayetteville, Arkansas. PRESENT: Mayor William V. Martin, Directors 0. Michael Green, Russ Kelley, Ernest Lancaster, Paul Marinoni, Jr., Shell Spivey, and Fred Vorsanger; and Directors -elect Bob Blackston, Dan Coody, Ann Henry, and Julie Nash; City Manager Scott Linebaugh, City Attorney Jerry Rose, City Clerk Sherry Thomas; members of the staff, press, and audience. CALLTO ORDER The meeting was called to order by Mayor Martin. Linebaugh introduced the following items to be discussed on the agenda: 1. There would be a presentation on the Management Training Program. 2. A presentation of why governmental accounting is so hard to understand and what it is all about. This will be presented by the city's auditors, Coopers and Lybrand. 3. Highlights of 1990 accomplishments. 4. Department objectives for 1991. 5. 1991 Budget review process. Each Board member received a packet entitled, "City -Wide Goals and Accomplishments." Linebaugh commenced the meeting with a review of the highlights of 1990 accomplishments. He urged each Board member to review the entire document at a later time. The first goal the city set for itself in 1990 was to get the public more involved in city government. Public hearings have been held during the year -- 8 within 6 months -- ranging from the budget, water and sewer rate increases, capital improvements program, etc. Citizen committees have been formed such as the Herbicide Task Force, the Public Works Director Selection Committee, The Grading and Excavation Committee, and the Airport Task Force Committee. The second goal was to keep the public better informed. Since May policies have been implemented of regular reports on projects and problems, policies of regular press meetings, and encouraged the staff to do presentations on various issues to citizen groups and clubs. - December 15, 1990 The third goal was to develop a more responsive staff. Ws have developed internal policies and procedures geared toward responsiveness; reviewed past actions where the staff has not bean responsive; and tried to adjust policies and explain to the staff what we need to do differently. We have also provided staff management training, which will be discussed later. The fourth goal was to insure that we have the best and most cost effective service that our tax base will support. Ws have scrutinized our services on a regular basis. We have started a policy of financial review. We have done a financial trend monitoring system from ICA, that has been very beneficial; and we changed our budget adjustment policy. The fifth goal was for the managers to be more of a hands-on manager than the previous administration. A lot has been done to be more involved in the staff activities, particularly the city manager. The sixth goal was to have a commitment toward solving the city's problems and accomplishing designated projects. A reporting system has been developed that tracks the progress of our project,, project managers have been assigned to each project, and many other things. The seventh goal was to continue to develop a batter working relationship with the Board of Directors. The objective was to provide the Board with better and more usable advice, such as providing two or three alternatives and providing a recommendation on every subject. . Linebaugh summarized some of the projects that have been accomplished in the last year. Those include: 1. An additional aircraft rescue and fire fighting truck. 2. CIP Bond issue was explained clearly to the voters. 3. An alternative method to the school funding issue was accomplished. 4. The distinguished budget presentation award was achieved for 1990. 5. Certificate of Achievement For Excellency in Financial Reporting was achieved for financial statements. 6. A merit pay system was implemented along with a Performance Evaluation System. 7. Completion of a recodification of all city codes. 8. Successful agreement with the Humane Society, and an animal shelter under construction. 9. A yard waste composting program was implemented. 10. Sanitation fund was reduced. 11. A pavement management system was implemented. 12. A monitor system was implemented in the Water Department. z._3 December 15, 1990 13. A detailed policies and procedures manual was implemented in the Police Department, along with a drug.enforcement grant program 14. A park development master plan was comprised. 15. Staff was cross -trained. 16. Rental re-hab program was implemented. 17. Training program in the Fire Department was reorganized, HAZMAT team was initiated, and upgraded protective clothing for the firemen. 18. Assisted threeindustries int 4resolving their environmental violations. 19. Developed a manufacturer's association to provide a form for industrial leaders to communicate. MANAGEMENT TRAINING There was discussion and review of the management training. It is felt the program for 1991 is a good one. There were 72 employees that attended the training session, and a follow-up session is being developed. Kevin Crosson introduced the management training program that wad held for all levels of management. The Bo Thomas Consulting Group was selected to instruct this seminar. The meeting was turned over to Bob Fisher, the Dean of the School of Business at Henderson State University, and Bo Thomas. • There was discussion about management training by the instructors. The instructors commented on the positive attitude of the employees of the city of Fayetteville, and in their willingness to accept changes to be made, and their jobs made easier as a result. The overall objective for the course was to establish a foundation for ongoing management development program. It was very clear that the City desired a common working knowledge that people could use in talking with each other, which was very beneficial. A very clear objective was the desire for communication to be improved among employees.. Most of the sessions were devoted to the process of how people work together to be more effective. Another overall objective was that it was desired to identify opportunities for cooperative efforts and team work. Team work and communication skills were directed toward quality service and responsiveness to the public. 4 Another objective was being able to develop "Win/Win Objectives." The needs of the departments, divisions, public, etc. were assessed to reduce the competitiveness between people. Thomas challenged the Board to work together toward common objectives with the public, etc. • 3 • December 15, 1990 Some philosophies of the program were to create a new environment. Some characteristics of that environment are: 1. Rapid change 2. Complexity of the world. 3. Competitive environment. 4. People expect quality. There was discussion on the importance of team work among the employees. Each member was asked what they thought mads a "good team" work, and there was a brief discussion on that subject which followed. Some common characteristics of great teams that can be implemented for the City of Fayetteville are as follows: 1. They ars mission driven. 2. Acceptance of responsibility and cooperativeness vs. competitiveness. 3. Individual competence (personal excellence). 4. A winning attitude. Topics that were covered during the program included: 1. Teamwork 2. Mission -- Goal is to focus on the purpose of the organization. Each department will work on a mission statement to support the City of Faysttsville's overall mission statement. Everyone should feel like their job will make a difference. 3. Role clarification and negotiation -- This process led to the heads of other departments working together with each other. 4. Communication and listening skills 5. Rewards for a job well done. 6. Basics of motivation 7. Style awareness and action playing -- Making a difference in the way management operates. In closing, it was explained that the cost of excellence is "hanging in there" even when the enthusiasm wears off. Never leaving well enough alone, and taking a chance. Questions were taken from the Board at this point. REPORT FROM AUDITORS There was a brief presentation by Dan Schultz from the offices of Coopers and Lybrand on governmental accounting and how it applies to the city of Fayetteville. They are currently auditors for several cities in the area. • December 15, 1990 . F 4 Mr. Schultz was present to give a short .explanation of the accounting practices and fund structures set up for the city. Governments deal with the flow of funds, accounting for money coming in and money being spent. They are not really concerned with net income or capital maintenance, then way a commercial enterprise would be. Governments also have to deal with a variety of laws and regulations that have to be accounted for. ' In a brief demonstration Mr. Schultz explained the fund structure to the Board. He explained the kinds of funds or fund categories. Governmental funds deal with the basic services that are associated with government such as police protection, fire protection, arts and recreation, etc. There are four basic funds that fall into this category. All of these funds, with the exception of onee.can have multiple funds. The general fund is the only one that you can have only one. What falls into the general fund is what does not get accounted for anywhere else (the catch-all). There are a variety of special revenue funds which include the kinds of transactions where the revenue source is designated for a particular purpose such as federal grants, block grants, drug enforcement grants, etc. State monies that are received that as designated for particular governmental purposes, such as taxes that need to be used for street improvements. The capital projects fund is where the resources get recorded to build the governmental infra -structure and the governmental assets that provide services such as bond proceeds, dedicated sales tax, etc. A debt service fund is for any general long term debt of the City, and resources set aside to pay that service are recorded in this fund. These are the multiple funds within any one of these particular categories other than the general fund that account for the general governmental operations of the City. What goes into proprietary funds are operations where you can generally find a counterpart in the private sector. There are two proprietary funds and in each one of these categories there can be multiple funds. The first category is the enterprise fund. The things that get put in the enterprise funds, are activities that you can find a counterpart in the private sector -- activities where there is a fee or service involved to the public, which include the airport, industrial park, water and sewer operations, sanitation, etc. Revenues are measurable and generate the cost of providing these services, and determine whether there is actually excess revenues or whether there is a deficit in providing that service. The other type of proprietary funds are internal service funds. Internal service funds are set up where you have a department that provides a service to another department, and that service is provided on a cost reimbursement basis. One of the ways you can determine how efficiently a government operates is by the type and number of internal service funds that they provide. December 15, 1990 The things that get into internal service funds ars things like motor pools, copy shops, computer operations, etc. Fiduciary funds ars funds where the government acts in some sort of a fiduciary capacity such as pension funds, expendable trust funds, agency funds, etc. There ars four basic kinds of fiduciary funds. A good example of a non -expandable trust fund is an endowment fund, where you can't spend the principal, but you can spend the interest for a designated purpose, such as the Arts Center. The city has not expendable trust funds. Agency funds are funds where you would put bonds that are received on bids, payroll tax withholdings, etc. Director Vorsanger asked if the Board, as a board and/or as individuals, does sit on any way on the police pension, fire pension or the municipal judge retirement and have any fiduciary liability in these funds as directors of the city. Mr. Schultz responded by stating that was a He stated the accounting answer is: They there ars specific guidelines as to control included in the city's reporting. That indicate the fiduciary responsibility. good legal question. are included because and as to what gets doesn't necessarily 1 Account groups are the places where you would go to find the fixed assets that are used to provide general governmental services such as police cars, firs trucks, city hall building, etc. Enterprise funds and internal service funds can have fixed assets and long-term debt recorded on their financial statements. All of the other governmental funds that have been discussed generally don't record fixed assets of long-term debt. They are recorded in the general fixed asset account group or the general long-term debt account. The one thing that is usually not recorded in the municipal financial statements are things called, "infra structure assets" such as streets, curbing, gutter, lighting, etc. Director Vorsanger pointed out to the press and new board members, that a nine or ten million dollar budget, compared to Springdale's should be compared to our general budget and not our total budget of $60 million. Mr. Schultz pointed out the key control documents to be studied by any legislative body, are the expenditures in comparison to the revenues, and whether you are spending what you are expected to spend in relation to that budget. There are basically five types of budget adjustments. There are adjustments between major categories and an operational program between capital projects up to $1,000 can be approved by the budget coordinator. The second category is the adjustments between major categories and the operational program or between capital projects for $1,000 to $10,000 need to be approved by the administrative - _ :December 15, 1990 services director. The third category is adjustments to the program that total less than 5% of the total operational program budget, may be approved by the city manager. Any adjustments to a category within a program which exceed $10,000 is approved by the Board of Directors. The only change is that the dollar amounts are now larger than they were last year. Director Green asked if there were any specific financial ratios that should be reviewed to aid in determining the city's financial posture. Mr. Schultz stated there are not generally accepted ratios such as those from the private sector, but the amount of undesignated fund balance is a key figure. Revenue growth needs to be looked at in terms of whether the revenue basis is growing. Federal and state projects need to be studied and how much financing is received from outside sources needs to be reviewed. Mr. Schultz reported, at the request of Director Spivey that there were only five Certificates of Achievement for Financial Reporting out of all of the municipalities of Arkansas, and Fayetteville was a recipient of one of those awards. He continued to explain that if you receive a Certificate, you are generally up in the top five to ten percent in terms of being able to produce quality financial reports. There is an -approximately 200 page list of requirements that have to be met, and a checklist that they use to evaluate your list point by point that is about 60 pages. Their votes then go to Chicago, and then there is a third judge in Chicago who judges the report. In order to receive a certificate, you need a unanimous vote of all three judges. It is a very rigorous process. Clarity is a major point in that evaluation. It is a fine balance of comprehensiveness and clarity. There was discussion on the general care that should be given to the expenditures byrthe city with the money of the taxpayers. The general consensustwas• that the Board should be very sensitive toward the use of the money spent with tax dollars, and be able to give an explanation of why and how that money was spent to the taxpayers. There was also discussion about the value of the internal auditor who reviews operations and the way that money is being collected and spent. The entire Board was urged to read and study the financial reports that are received on.a yearly basis. This concluded the discussion on the report from'the auditors. REVIEW OF THE RULES OF ORDER AND PROCEDURE There was discussion on the topic of what comprises a meeting and what action can be taken at specific meetings. The general December 15, 1990 consensus was that at agenda meetings there would not be any formal action taken. City Attorney Jerry Rose explained that the only requirement that he was aware of is contained in the Freedom of Information Act. It requires two hours notice of meetings. Thor* is no provision in the law that notice must be given regarding agendas at any given meeting. As far as the state law is concerned, consideration may be given to anything at any meeting without being limited by an agenda. However, the Rules of Order and Procedures, outline vary specific ways and kinds of meetings -- such as a regular meeting, a spacial meeting, executive session, etc. A higher standard has been imposed on the Hoard by the Board than is required by law. Director Lancaster stated that there should be some control over some of the things that have happened through city board meetings. Mr. Rose pointed out that the only limitation currently in the Rules of Order and Procedure regarding that is on page 2, paragraph 6, under "Public Notification and Participation". There are no time limits for the public to adhere to at all. It was suggested by Director Dan Coody that a request be made to the public attending Board meetings that they organize and appoint a spokesperson to present the different opinions, and everyone in the audience that agrees with this person and/or topic just wave their hands or acknowledge their vote, but not to have 30 people stand up there with a whole bunch of different opinions monopolizing time. Director Green stated with the city manager fora of government, people do feel a Little distant from the day to day operations of the City Hall. Perhaps they can get with their representative to feel they have a forum with more direct access to City Hall. It was suggested that the Board ask the public summarize, and tell just two or three points about That would give the Board a chance to state that already been addressed; thus, reducing redundancy. There was discussion on how to avoid a filibuster via the public monopolizing the meetings of the council. The general consensus was that open government is a two-sided sword. Many times it needs to be decided by the Mayor when to cut that discussion off. to briefly the issues. subject had Ross asked the Board to present to hie any changes that they would like for him to draft to be voted on in January. Director Green asked how four or more board members could get together without violating the FOIA. Mr. Rose responded that calling a special meeting of four members of the Board is a statutory requirement and could not be changed. He stated that this statute was probably used for times when an 37• g December 15,.1990-' issue cam up that one Board member deemed as an urgent issue, and maybe another Board member did not. If four or more agreed the issue was urgent, then a meeting could be called. The second group of procedures concerned the duties and privileges of the Board members at Board meetings. The general consensus was that the word "indirect" in the Rules and Procedures handbook was a little too vague. Number 5, under "Roll Call" provides for the consent agenda, and it has certainly been something that has been frequently utilized within the last few years. There was discussion on what constituted a public meeting. It was discussed that a public meeting was a way for the Staff to get public input into the final record issued to the Board. The Board is always supplied with the minutes of the public hearing so that they may review what has been said. The minutes are not verbatim, and not legal transcripts. It was felt the minutes should contain enough detail to be able to get good opinions and the flavor of the meeting. Rose pointed out that the only standing internal committee that the City currently hastis.the nominating committee. There were copies of. the City Manager Powers and Duties listed in the handbook which had been distributed. The only specific procedure other than stressing cooperation is that the chain of command be followed. It was stressed that "it shall be distinctly understood that authority for the management of the city shall pass through the city manager, and that he/she shall be the only official contact between the Board of Directors and the employed personnel. Board of Directors are to refrain as individuals from discussing management problems as opposed to policy problems with the members of city staff." - • Coody commented that he could see that there would be a problem in a director going down and trying to activate some policy in a department by saying, "Well, we should do this," but if a director just wanted to go down and listen, would that be acceptable. Rose responded to the question by saying that he saw nothing' that would prevent that from happening. The remainder of the rules have to do with the code of ethics. They talk about the fact that you occupy a position of public trust and should not utilize any special knowledge that you gain as a result of your board membership for personal benefit. Director Vorsanger inquired about procedures and parliamentary rules. "The order of the Board's agenda shall be set by the city manager." He asked if that should be set by the city manager or if there should be some wording in there that the agenda should be set December 15, 1990 by the Board at an agenda session in consultation with the city managers. There was much discussion over the word "set". Henry questioned why it is necessary to have an agenda meeting. Mr. Rose explained that the reason is because there used to ba different committees that ars no longer in existence. It was felt there needed to be a time when the Board members initially looked at an item and asking questions on them because what you end with otherwise is the Board members being uninformed about the agenda and the item on the agenda being postponed due to lack of information. The agenda meeting facilitates a more refined City Board meeting. Ravin Crosson was asked to go over the Mission Statement with the Board. He explained that the Mission Statement which was adopted by the City Board in 1987 is "To have a forward thinking, credible and responsible government to provide for our citizens a safe, healthy, attractive, stimulating community in which to live and work, by delivering the highest quality of municipal services while seeking maximum value for dollars expanded. To have organized and sound deliberations, to develop recant policies with ample opportunity for public awareness and involvement." Each year this Board looks at this and considers any changes. Mr. Rose stated if the Board had any changes to maks in this statement to let him know, and he would incorporate them into the present document for reviewal. The next item concerned the City-wide Projects and Problems document. The top 15 projects that the staff felt the city has going into 1991 were listed on this document. These projects are ranked according to priority. The Board was urged to review this document at length. The projects listed were: 1) The incinerator disengagement 2) The Illinois River suit 3) Responsive government 4) Community strategic planning, (Staff is working on this item} 5) Operational efficiency and effectiveness 6) Solid waste plan and implementation 7) A master plan 8) Economic development 9) Sewer rehab 10) Review of fess for a more cost effective government 11) Capital improvements program 12) New and additional water services 13) Regional/local transportation 14) Regional and Drake airport 15) Dickson Street and the Arts Center 4lL December 15, 1990,> The next item to be addressed was the City-wide Projects. These included: 1) The incinerator disengagement 2) Leadership perception of the community and of the Board. 3) Image of the city government 4) Illinois River 5) Solid waste issues 6) Sewer rehabilitation 7) The antiquated zoning ordinances and master plans 8) Economic development 9) General fund financial condition 10) Other environmental issues 11) School funding The odor control at the waste water treatment plant was considered to be a major problem and is included in the sewer rehabilitation category. There will -be money in the budget to do the engineering on the odor control problem also in the capital improvements projects. Staff considers this to be high priority. CIP PRESENTATION i The 1990-1995 program represents the second update of the five-year plan which was originally compiled in late 1988. The first CIP compiled in 1988 provided for a long needed evaluation of the capital needs of the city. The original CIP was formulated and included funding from three primary sources -- capital improvements bond issues,•pay-as-you-go funding and operating funds. The citizens of Fayetteville approved the bond issue which would be supported by the re -dedication of a one cent sales and use tax. Pay-as-you-go funding is basically the excess sales tax revenue after debt service for the bond issue. The operating funds that are being used include utilizing fund balances from the city's operating fund. This money can't be used for anything besides capital projects. { There was explanation of the definition of a CIP. There are two definitions of whatis considered a capital improvement. The project may defined 'as one which is self-contained. That would include not only major improvements but also major feasibility studies. Capital improvement can also be any property asset or improvement with an estimated life or usefulness of five years or more. They would include new or expanded public buildings or facilities of a permanent nature; repair, remodeling or rehabilitation of existing facilities; or major overhaul of. equipment in excess of $5,000 or with a useful life of five years or more; or for the purchases of any major piece of equipment. The general overview of what a Capital Improvements Program does for the city is that it promotes advanced planning and programming by the department directorsand division heads. 402 ti December 15, 1990 - It provides for orderly replacement of facilities and equipment. -It forecasts needs for new capital investments ahead of time. -Helps the board of directors and administrative staff to gain an overall view of growths and developments within the city, and coordinate capital improvements within its growth. -Helps plan for balanced development and capital expenditures without concentrating too heavily on any one area or department. - It becomes a fiscal planning tool to forecast capital demands on local revenue to foresee future borrowing needs, and state or federal aid that will be needed. -It insures projects and spending will be carried out in a priority need in relation to the city's physical ability. - It insures that capital projects will be implemented in accordance with all of the objectives established by the Citjr Board of Directors and as expressed by the citizenry. -Allows for adequate time for projects to be planned and designed carefully, including the opportunity for public input in the process. - Permits city officials to proceed with land acquisition requirements in advance of the need. There was discussion on the highlights of the document itself and how it was broken down. - The introduction is basically the executive summary. The first item is the transmittal letter and gives priorities and general highlights. -The next item is the CIP Program Overview and a project map. -The summary of project request and resource schedule reflects totals by funds of projects funded and lists resources available for the projects. It also notes the total amount of the potential projects. There are three charts of accompanying tables that detail the capital improvement cost totals, the sales tax bond issue funding cost totals, and the sales tax pay-as-you-go cost. There is also a combined summarization. - The second section of the document is the funding details. This document is a detailed form for each project, which was reviewed with the board. December 15, 1999 -The final section is the. glossary. The general fund is projected to be able to support $1.38 million per year for capital construction projects for the school system which is in the budget for 1991. 4. Water and sewer projects will be funded through the sales tax bond issue, sales tax pay-as-you-go, and water and sewer operations. Because of the situation in the street fund, all street projects are to be funded either.by the sales•tax bond issue or the pay-as- you-go fund. The"operating budget will support only basic maintenance and operations. .11 • The shop is an internal service fund. Revenue is generated for the shop through vehicle4usage rates charged for vehicles to the user departments. All projects that *are airport related are funded through the airport operating funds. Those operations are funded by leases, user fees, and.federal and state grants. Finally, the balance of the cost of the solid waste transfer processing center is included in the sales tax bond issue funding. The general highlight of the projects that are in the CIP include: $6.8 million for,sewer system rehabilitation. $8.4 million for new 36" parallel water line. $12.4 million for.various street improvements. $6.9 million for school system improvements. In 1990 $1.3 million was dedicated to that escrow account. $700,000 assigned for parks improvements. $1.9 million for4fire department improvements. $1.5 million for economic development. $1.5 million for sewer system improvements. $6 million for water system improvements. $2.1 million for waste water treatment plant projects. $9.4 million for the incinerator bond payoff -and recycling $4.5 $500, $2.8 $400, $1.3 $500, $1.5 $400, program . . million for motor pool additions and replacements.• 000 for computerized mapping. million for additional buildings and. improvements. (Public works operations center, an additional fire station, etc.) 000 is dedicated for computer hardware and software. million for Dickson Street area improvements. 000 for water meter replacements and improvements. million for airport improvements. 000 over the five year period for library book purchases. ,104 December 15, 1990 There vas discussion about the expense of equipment. A brief review of the add-on year of 1995 was the add-on cost was $3.73 million dollars. the hay harvesting discussed, in which It was asked if the projects were based on the assumption that the regional airport is going to be in operation. Crosson responded that the philosophy is geared away from a regional airport concept. The regional airport was not taken into consideration at the time the report was compiled. An idea of the potential projects that are not going to be funded was reviewed, with a little over $5 million listed. They included recycling projects; upgrade and replacement of lift stations at the waste -water treatment plant; and a number of parks maintenance items. This was a staff proposal for funding to be voted on by the Board at a future meeting. The only thing based in concrete in this proposal is the items in the bond issue. That can't be changed by the Board. DEPARTMENT OBJECTIVES CITY MANAGER City-wide goals for the City Manager's Office: 1. To continue to make our government more responsive to the citizens needs. 2. To make sure that the city capital improvements program is a success and properly implemented. 3. Ensure that the city provides the most cost effective and efficient service for our citizens that the tax base can support. 4. To get top production from employees while maintaining good morale. 5. Develop the best plan possible to solve the top 15 problems, and then implement it. 6. Developing a strategic plan for the city. CITY ATTORNEY 1. To give the same advice no matter who asks it. 2. To not talk legalese. To be able to talk to everyone on their own level. 3. To remember that I don't maks policy and I don't manage people. I generally deal in advice. 4. To not get so busy that I don't have time to talk to you or become inaccessible. 41;J - December 15, 1990 CITY PROSECUTOR Terry Jones reported on the goals set for the city prosecutor. 1. To try to get together with all departments that are using the criminal justice system, and try to find some sensible way to get enough manpower to do the job right. 2. To implement the hot check program and run it efficiently to increase the revenues of the municipal court. There was much emphasis put on the fact that additional personnel will be needed to implement the hot check program r . `COMMUNICATIONS DIVISION 1. The major objectives for 1991 are to provide all call -taking, dispatching toy= police, fire and city services in a professional and`accurate manner. 2. To provide continuing education and stress training to all dispatchers focusing on the critical incident situations. 3. To enlarge the,present building and do more training. ECONOMIC _DEVELOPMENT s The major objective is to improve the economic and social well- being of the citizens of Fayetteville through those issues that relate to job development,through raising sales tax revenues by broadening the tax base. This provides things for citizens without taxing the same'citizens at a higher level. s POLICE DEPARTMENT Richard Watson discussed the projected objectives of the Police Department for 1991. • 1. Support Services -- {. To continue to develop and revise in written policy and procedures and general orders.%. Help promote a better understanding by personnel. To investigate and respond to all citizen complaints against the Department and the Department personnel. To continue to provide the DARE Program in the grade schools in Fayetteville. - 2. Patrol -- Maintain a response time on emergency/calls after 1990 level service using a computer dispatch analysis feature. '406 December 15, 1990 To maintain arrest activity at 1990 levels, and increase the clearance rate on the assigned investigations. 3. Drug Enforcement Program -- To form 100 major drug investigations in Northwest Arkansas in cooperation with federal, stats, municipal and county law enforcement agencies. To increase the number of arrests and prosecutions of drug offenders who operate in the Northwest Arkansas area. FIRE DEPARTNRNT Fire Chief Mickey Jackson reported the following projections for his department in 1991: 1. Fire Prevention Program To conduct at least 36 fire prevention seminars and expand into occupancies. The building code identifies nine occupancy groups and the Department targets ons of those occupancy groups each year for specialized inspections. The target fdr 1991 rill be mostly industrial inspections. To make contact with at least 80% of Fayetteville schools for Fire Prevention education presentations. To inspect 40 day care and preschool facilities, and every school at least twice. To handle 100% of all requests for counseling from parents, and reports for juvenile fire setters. To investigate all suspicious fires and code violators. To achieve zero fire life loss in residential occupancy in the city. 2. The Operations Program -- To provide comprehensive fire protection and rescue services to the citizens through fire suppression rescue facilities system maintenance, hazard familiarity, and abatement activities. To provide emergency response services at Drake field for aircraft which have emergencies during flight, landing, and take -off at the airport. To maintain a response time of four minutes or less. December 15, 1990 3. Training Program -- To maintain a high level of operational efficiency and educational awareness of all personnel through an organized training educational program which tests and drills to assure effectiveness. To train and drill each member of the department except for station 3 personnel, on high-rise procedures, at least once a year. To achieve an average of 8 hours of hazardous materials training for each member of the department through the year. To provide CPR certification and re -certification for all members of the department. 4. .The Hazardous Materials Program -- To provide comprehensive protective services for the citizens of Fayetteville from the hazards -of hazardous materials emergencies through participation in the Northwest Arkansais Regional Hazardous Materials Response team at a fraction of the cost of having to provide the entire service locally. Five members of the FFD are assigned to the Fayetteville area HAZMAT team. To maintain a state of readiness in Fayetteville and Washington and Benton counties and to manage and successfully control serious hazardous materials emergencies. ADMINISTRATIVE SERVICES 1. To maintain a qualified productive city staff, through competitive employee practices and recruitment, and effective employee development. 2. To safeguard city assets through accurate financial reporting and effective cash management. 3. To develop and encourage professionalism and provide the most courteous customer services possible in all administrative services operations. 4. To provide essential animal services to the city through licensing animals, and enforcing animal ordinances and providing emergency and rescue services. 5. To provide an efficient, effective and safe fleet of vehicles and equipment to all city user divisions. • A number of strategic programs have been established in the 1991 budget to support these major objectives. 408' December 15, 1990 PUBLIC Wong 1. Airport -- The master plan will address two options: What will we do with Drake field if the regional airport doss not happen, and what will we do if it does. To improve the approach to both runways 16 and 34, and extend the safety overrun for both of those areas. These projects will be funded through FAA Airport Improvement Funds. 2. Parks Maintenance of all parks and sharing responsibilities with Planning Management. We want to complete the Phase I Development of Gulley Park, Bryce - Davis Park and the opening of the Youth Center pool which we will be responsible for maintaining. 3. Pollution Control -- Another objective is the completion of the engineering to enhance the treatment capacity of the pollution control plant to eliminate all the odors within three years. 4. Sewer Lines -- Rehabilitation of the sewer lines in the White River basin and a solid waste -management plan. Adoption of a solid waste rate structure. We have mandated a reduction of six positions in solid waste. 5. Recycling Implement a comprehensive recycling program 6. City Streets -- To pave another five miles of unpaved streets in the city. PLANNING MANAGffi4PNT 1. City Planning Department -- The main goal for 1991 is to complete the city's management plan. A consultant was hired for this project, but we have been disappointed in the product. Public input is requested in this area. We plan to complete the grading and excavation ordinance. Ws hope to start some new services, and one would be to respond to a lot of requests from developers and realtors, etc. and provide them with a newsletter. The fee 4;04, December 15, 1990 structure is scheduled to be updated. We are working with the Historic District Commission to help them become a more viable group. 2. Parks and Recreation -- Planning management was recently reorganized. The first objective is to keep all city parks open. A new activity that we hope to d� is to look at some more innovative things that we could do with -parks and recreation. 3. Inspections Division -- We had a record year in construction. $47 million of building permits were issued. We completed our cross training of our inspectors. We need to take a look at the fee structure in the.inspections division. 4. Community Development Division -- Their budget is funded almost entirely from the block grant that they get, from the Department of Housing and Urbab Development. "Some goals are: To continue the third year of residential rehabilitation program in the Dickson Street target area: ` We hope to continue the new rental rehabilitation program started just this year. We hope to complete some street, sidewalk and drainage improvements to some selected streets on the northern part of the target area. Furthermore, we hope to accomplish some new street improvements' on Watson Street, and tie that into the construction of the parking lot for the Walton Arts Center. Lastly, we propose to continue operating the elderly taxi program r 1991 BUDGET Linebaugh stated that balancing the budget has been a long and gruelling experience. Our revenues are not keeping up with the demands of cost of service. We cannot continue at the current service levels that we are providing with the same revenue sources that we have in the future. BUDGET PUBLIC HEARING There was discussion that the library is an essential service and is as important as others. The next speakers were on the Northwest Arkansas Regional Planning Commission, which was dropped from the 1991 budget. They asked the Board to reconsider the city's membership and outlined the services that they provide for the region. A group of people spoke on the solid waste and waste water treatment plant and funding of the digester covers. The importance December 15, 1990 of curbside recycling, marketing of recyclable', and expanding use of drop off stations was discussed. The speakers on the incinerator issue basically talked about the status of funding. There were speakers on economic development, and there wars speakers on the CMS. Wan= Ozarks Regional Library provides a lot of the technical services. They catalog all of the books for the region. The major source of funding is by pillage. The library has a budget for gifts. The fines have been increased from 2 cants to 5 cents. The library has exhausted its sources of funds. A plea was made to the Board to restore the $26,000 budget for the library. The Board responded by saying the budget would be considered. PUBLTC COMMITS Art Hollenback, president of the Air Museum, commented that he had something to offer the city above and beyond an expenditure. Since the inception of the Arkansas Air Museum in 1986, we have used the building for various meetings and purposes. Compared with the Shiloh Museum, the $25,000 annual funding of the Air Museum represents an enormously good return investment for the City of Fayetteville. The worst impact of a cutback would be the loss of a full time visitor information center. The Air Museum needs continued support from Fayetteville at this time to reach an obtainable goal of self-sufficiency. More than 25% of our receipts this year were from self generated sources. Withdrawal of this year's $25,000 funding would cause an immensely crippling blow and we ask for your continued support. The Board responded to this plea by saying that they would consider the budget. OTHER BUSINESS The Budget presentation was postponed to be reviewed at another meeting. The new Board members were introduced to the Administrative staff. The Board watched a short film clip from the Fire Department after the preceding agenda was discussed. ADJOURNMENT The meeting adjourned at 4:00 p.m.